2014 SR The Power of Water-Final

Message from
the President and CEO

"The Power of Water"
brings to the fore the
multiple ways by which
our business and
operations can harness
our main resource to
greatly benefit and
improve the quality of
life of many people.
Dear Stakeholders,
San Roque Power Corporation (SRPC) has
come a long way from the start of its journey
toward sustainability in 2011. We have gained
the momentum to attain our goals with the
development and disclosure of a forward-looking
Sustainability Roadmap in 2014. You hold in your
hands another milestone of oursour second
Sustainability Report, which covers our April
2012 to March 2015 performance. We have
chosen The Power of Water as its theme, as we
bring to the fore the multiple ways by which our
business and operations and our main resource
This page contains the discussion on G4-1.
San Roque Power Corporation
can greatly benefit and improve the quality

of lives of peoplefrom irrigating farmlands,
providing electricity, attenuating floods, and
ensuring water quality.
Now more than ever, with global warming on the
rise, we also begin to feel that water is a finite
resourceand this is where our sustainability
agenda becomes critical. I believe that the twoway approach of the Sustainability Roadmap
and the Sustainability Report as performance
evaluations of the last three years, as well as
the concrete greening goals setting up to 2017,
provide our Company with a vigorous mechanism
to make sure that our sustainability goals remain
on-track and attainable and that the triple
bottom-line agenda continues to be relevant and
urgent to all our stakeholders.
SRPC has to focus on sustainable operations
given that the countrys power shortage
will continue to weigh on our power plant
operations. Our operations solely depend on
the natural resource of water; the availability
of this vital resource becomes uncertain with
the onslaught of erratic weather phenomena.
Water is also commonly shared with downstream
farmers to irrigate 21,000 hectares of agricultural
lands. To complete the multipurpose objective
of the San Roque Multipurpose Project
(SRMP), we have to strike a balance between
multiple variables, which are irrigation, peaking
power, flood attenuation, and water quality
improvement. What this shows us is that our
business and operations are intrinsically linked
with the environment and our surrounding
communities, and on a broader scale, have
a significant and immediate impact on the
countrys development goals.
last three years, achieving 100% power plant

availability and reliabilitywhich remain strategic
priorities. Our Net Energy Output over the last
four years of the reporting period is as follows:
Net Energy Output
Year
Mega Watt Hour (MWh)
2012
1,097,959.33
2013
943,863.86
2014
853,776.72
2015
704,567.58
Despite the decrease in the inflow of water,

as reflected in our Net Energy Output, we are
still able to manage our resources and deliver
irrigation and peaking power because of our
San Roque Reservoir Operation Rule Curve.
Revised in 2013, this Curve enables us to deliver
our expected peaking electricity output and
our ancillary services, while making sure that
the irrigation requirements of farmlands at the
lower Agno River are met. Suffice to say, our
sustainability thrust allows us to plan for many
circumstances, and you can rest assured that
we have taken steps to address this decreasing
inflow.
Operational Targets Report

We are pleased to report that SRPC has been
able to deliver on its operational targets for the
This page contains the discussion on G4-1, G4-2 and EU2.
2014 Sustainability Report
On top of these positive operational strides,

as of March 26, 2013, our Company has been
providing ancillary services to the National Grid
Corporation of the Philippines to further improve
the reliability and availability of the electricity
supply as the country continues on its growth
path. These services are regulating reserve,
contingency reserve, and dispatchable reserve.
We continued to keep a close eye on revenue
generation in relation to contracted capacity
and ancillary services. Given the provision in our
Power Purchase Agreement with the Philippine
government through the National Power
Corporation, which states that the revenue on
the contracted capacity will gradually decrease
throughout the cooperation period and that
the implementation of ancillary services will
be limited to five years, we are very keen
on ensuring the continued optimization of
generated revenue without compromising the
supply of irrigation and other objectives of the
San Roque Multipurpose Project.
Sharing Economic Values

Our economic performance has certainly
contributed to the growing economy of our
local communities and the national economy.
Over the last three years, we paid a total of
132 million in business taxes to the host local
government units (LGUs), on top of income taxes
amounting to 3.6 billion paid to the national
government.
We also made advanced payments on the real
property tax worth 48,905,279.72 to the LGUs
of Pangasinan, San Manuel, and San Nicolas.
All taxes were paid accurately and on time, and
we strictly adhered to the internal and external
reviews of financial regulations set forth by both
the Bureau of Internal Revenue and the LGUs.
Meanwhile, our fence-line communities of San

Manuel and San Nicolas have become first-class
municipalities. Through our Community-Driven
Enterprise Development approach, we have
been able to help increase the average gross
household monthly income of the Microfinance
Project members from 5,000 (NPC SES, 2010)
to 20,423, which is 2.59 times more than the
7,890 national monthly household poverty
threshold for a family of five (National Statistical
Coordination Board, 2012).
We also complied with the payment of the
Energy Regulations (ER) 1-94, which are
the financial benefits accruing to the host
communities of power-generating projects. For
the reporting period, our Company contributed
26,199,984.00 to the fund. The fund is paid
to the Department of Energy as a trust fund
that the LGUs of Pangasinan, Benguet, and
the municipalities of San Manuel, San Nicolas,
and Itogon, and 10 barangays within the said
municipalities can access for electrification,
development and livelihood, reforestation,
watershed management, health, and/or
environment enhancement.
Promoting Sustained Stewardship

We sustained the implementation of our
Environmental Management and Monitoring
Plan, allowing us to safeguard surrounding
ecosystems and biodiversity and promote
environmental stewardship to a broader base of
stakeholders.
One of the highlights of our environmental
sustainability agenda is the successful
reforestation within the SRMP Watershed Area,
with a total production and planting of 201,814
trees in an aggregate area of about 400 hectares
over the last four years. The San Roque Dam,
with its 645 million m3 combined active storage
and flood surcharge provisions, has also helped
attenuate the perennial flooding in the 16

municipalities along the Agno River, based on
feedback from the settlers.
Empowering All Stakeholders

Throughout our work, we continuously adhere
to Occupational Health and Safety standards for
all employees, contractors, and communities.
A healthy workforce and a safe working
environment will create more efficient, more
productive sustainability champions.
Stakeholder engagement is also an ever-present
initiative, and we have mechanisms that engage
the multitude of stakeholders at every step
in our value chain so that we can fulfill all our
social, environmental, and economic obligations.
We begin with our internal stakeholders,
monitoring their development and implementing
exemplary training programs that promote
professional advancement and personal welfare,
for SRPC is committed to improving the lives of
its employees and helping them achieve their
goals and aspirations for their family.
Similarly, we take into consideration and protect
the interests of our various external stakeholders
as we improve our performance, because we
know that our operations can significantly affect
the development goals and the quality of life
not only in our surrounding communities or the
provinces of Pangasinan and Benguet, but also
ultimately all over the country.
our commitment to exemplary health, safety,

and environmentally sound practices, the
advancement of human resources, the highest
ethical standards of good corporate citizenship,
and strategic social investment will remain intact.
With our Roadmap in place, we have in our
hands the guide to addressing key sustainability
concerns and issues throughout our value
chain, so that programs and initiatives at the
most basic units contribute to our Companys
overall vision. Our initiatives are also aligned
with international best practices regarding
dam/hydroelectric power plant operations
and maintenance, environmental protection,
human resource development, and corporate
social responsibility. As such, I am confident
that I leave behind and turn over to the capable
hands of my successor a leading, self-sustaining
renewable energy Company facing a bright,
energized future.
Ryukichi Kawaguchi
President and CEO
My Heartfelt Gratitude to All

This Report marks my final year as President and
CEO of SRPC. It has been a long and rewarding
journey, one that has borne fruits that we all
can be proud of, and I am happy that there will
be much that I will miss about this Company
when I leave. I am assured, however, that with
sustainability embedded in our operations,
About the Report
he San Roque Power Corporation

published its first Sustainability Report in
March 2012. The aforementioned Report
outlined the Companys performance
and plans for enhanced corporate value,
effective environmental stewardship, and dynamic
and productive relations with stakeholders. This
was followed by a Sustainability Roadmap that
identified key initiatives to address the gaps in
SRPCs triple bottom-line performance. This 2014
Report anchors to both the 2011 Report and 2014
Roadmap. It features the Companys performance
from April 2012 to March 2015, and serves as
a benchmark of the Companys progress on its
sustainability journey. The Company will report on
this journey every two years.
This Sustainability Report, which adheres to the
Global Reporting Initiatives (GRI) G4 Electric
Utilities Sector Disclosure (EUSD) guidelines,
follows the "in accordance - comprehensive"
criteria. The Report only covers the power
generation component of the San Roque
Multipurpose Project (SRMP). SRMPs other
featuresirrigation, flood attenuation, and
water quality improvementare the concerns of
different government agencies. Regarding the
aspects of biodiversity and habitat protection,
the coverage of this Report is not confined to
the immediate San Roque Watershed area, as
it extends to the Lower Agno Watershed. The
Report also discusses the Corporate Social
Responsibility (CSR) programs of the San Roque
Power Foundation, Inc. (SRPFI), the Companys
Corporate Social Responsibility implementing
arm.
The Company engaged the services of the
University of Asia and the Pacific with regard to
technical assistance and assurance services for
this Report. The External Review Committee
(ERC) comprises experts on economics,
environment, society, labor, and human rights.
They evaluated SRPCs disclosures and validated
its performance based on GRI G4 principles on

report content, disclosure requirements, and
reporting boundaries.
Materiality
The principle of materiality was used in
testing SRPCs economic, environmental, and
social performance, based on the applicable
key performance indicators. It contains the
Companys sustainability performance from April
2012 to March 2015, according to data gathered
from all of the Companys departments.
This Report also records the results of the
Focus Group Discussions conducted with the
stakeholders on issues they considered worth
including here.
The following are the material aspects identified
in the process for defining report content:
Economics
Economic performance
Economic value generated and distributed
Direct and indirect economic impacts
Availability, reliability, and efficiency of
energy produced
Environment
Compliance
Energy
Water use and monitoring
Biodiversity and habitat protection
Effluents
Waste management
Social
Compliance
Human resource profiling
Safety
Labor relations
Policies on suppliers procurement practices
Security practices
Stakeholder participation
Community development programs

Disaster and emergency planning
We welcome your feedback on the Report.
Please address any questions regarding the
content of the Report to:
Sustainability Technical Working Group
San Roque, San Manuel 2438
Pangasinan, Philippines
E-mail: gri.twg@sanroquepower.ph
This 2014 Report anchors

to both the 2011 Report
and 2014 Roadmap. It
features the Companys
performance from April
2012 to March 2015, and
serves as a benchmark of
the Companys progress on
its sustainability journey.
SRPC at a Glance
Company Name:
Principal Address:
Barangay San Roque, San Manuel, 2438 Pangasinan
Administrative/Business Address:
36th Floor Tower 1, The Enterprise Center
6766 Ayala Avenue, Makati City
Country of Operation:
Philippines
Plant Operation Hours:
Eight (8) hours daily, from 9:00 a.m. to 3:00 p.m.
and from 6:00 p.m. to 8:00 p.m.
Website:
www.sanroquepower.ph
he San Roque Power Corporation (SRPC

or the Company) is responsible for the
operations and maintenance of the power
generating facility of the San Roque
Multipurpose Project (SRMP) for 25 years
effective May 1, 2003.
A private company jointly owned by Marubeni
Corporation and Kansai Electric Power
Company Ltd., with an equal sharing of 50%,
SRPC is organized under Philippine law and
headquartered in Pangasinan, Philippines.
The Company has been registered with the
Philippine Securities and Exchange Commission
(SEC) since October 14, 1997. It is a stock
corporation incorporated in the Philippines in
accordance with the Corporation Code of the
Philippines and the Foreign Investments Act of
1991.
SRPCs sole customer is the National Power
Corporation (NPC), to whom it has been
fulfilling the stipulation of delivering the
contracted capacity since operations began.
As an operator bound by the Power Purchase
Agreement (PPA), the San Roque Hydroelectric
Power Plant (SRHEPP) generates power based
on the contracted capacity. The operation of
the SRHEPP is determined by the San Roque
Reservoir Operation Rule Curve (for more
information on the Rule Curve, see page 15).
The Company is only bound by contract to the
NPC in operating and maintaining the dam and
powerhouse. It is also bound by contract to the
National Grid Corporation of the Philippines
(NGCP) in providing ancillary services to the
Luzon Power Grid. It coordinates closely with
the NPC, the Strategic Power Development
Corporation (SPDC), and the NGCP, ensuring
that dispatch instructions are followed through
daily interaction and open communication. This,
along with the assistance of other government
agencies, helps SRPC meet its four objectives.
SRPC is not a power distributorhence, the

Company does not directly engage customers
in any way, such as in matters of customer
accounts, disconnection for non-payment, and
regulations on transmission and distribution
lines. It can neither influence power prices nor
be affected by the electricity's price volatility in
the market. It also does not engage in marketing
or advertising or promotions, so there can be
no violations of regulations and voluntary codes
on the matter, no fines for such violations, and
no customer complaints regarding breaches of
privacy and loss of data.
While it has never conducted a customer
satisfaction survey, the Company nevertheless
maintains good working relationships with its
stakeholders, the NPC, and the other agencies
involved in the project and the power industry
through regular engagements. Since the start
of the power plant operations in 2003, the
Company has complied consistently with the
PPA.
Corporate Value Chain

SRPC has committed itself to the central vision
of being The Power to Energize Lives. Its
entire operation seeks to fulfill this mission and
is guided by its Corporate Value Chain with
component activities that include Operations,
Engineering, Maintenance, Plant Systems and
Communications, Finance and Accounting,
Purchasing, Human Resources Management,
Occupational Safety, Environmental Compliance,
Corporate Social Responsibility, and Ancillary
Services.
The goal of the Corporate Value Chain is the
effective operation and efficient delivery of
electric power and other services, thereby
promoting corporate sustainability. It evaluates
the most cost-effective and -efficient strategy
available to the Company, which should be able
to bridge the gap between the goals and current

state of the organization. After determining
the most appropriate strategy based on the
organizations goals and status, it formulates
plans and programs that ensure proper task
delegation and timely delivery of output.
Considerations include activities, responsibility
centers, time frame, budget, and assumptions
and risk mitigation.
The Corporate Value Chain also provides
information on inter-departmental functions,
concerns and issues that serve as bases for
designing strategies, plans, and programs
to improve organizational efficiency in
achieving goals. The basic deliverables of each
corporate department are outlined by defined
departmental functions provided under the
organizational structures terms of references.
Hence, inherent to each departmental function
is the need for lateral collaboration in order
to deliver tasks. Each department designs,
commits, and adheres to departmental targets
as a way of contributing to the said goal.
Inter-departmental collaborations often
give rise to concerns (and sometimes crossfunctional issues) brought about by reasons
of control, responsibility, and accountability.
These concerns and issues are addressed by
policies, systems, and procedures (PSPs) that are
recommended and approved by Management.
SRPC Supply Chain

The SRPC supply chain involves suppliers
of spare parts and services needed for the
maintenance of the equipment used in power
generation; service contracts are synchronized
with plant activities. The timing of the Purchase
Request and the efficiency in buying/sourcing
out such items/services, is integral to the plant's
continuous and reliable operations.
Previously, the Purchasing Department handled

supplier assessment. For greater efficiency,
the Company partnered with third-party
vendor accreditation expert Duns & Bradstreet
Philippines (D&B) in March 2014. The suppliers
assessment criterion was agreed upon by SRPC
and D&B during the contract negotiation. All
suppliers undergo the assessment; those found
to have illegal or erroneous documents or to
lack the financial capability to support their
operations are not accredited.
Principles and Initiatives

SRPC subscribes to a number of externally
developed economic, environmental, and social
principles. Compliance-based examples of such
include the PPA as an economic principle and
the Environmental Compliance Certificate for
both environmental and social principles.
The direct and indirect economic impacts on the
local economy of San Manuel and San Nicolas
in Pangasinan, and in Itogon, Benguet are
anchored in livelihood and enterprise programs
that are guided by the principles of: access to
financial capital, provision of technical assistance
and capacity building, institution-building, and
livelihood-support goods and infrastructure
projects.
with the Philippine Eagle Foundation, Inc. (PEFI),

and the bird and wildlife conservation programs
and establishment of a tree library/arboretum
with NPC and DENR.
Under social sustainability, it has a Partnership
Program for livelihood and enterprise
development with the Department of Social
Welfare and Development (DSWD) and local
government units of San Manuel, San Nicolas
in Pangasinan and Itogon, Benguet. It also
has a Memorandum of Agreement with the
Department of Education and Synergeia
Foundation on proficiency enhancement for
English, Mathematics, and Science; partnership
with the Technical Education and Skills
Development Authority, Provincial Employment
Service Office, and Nippon Skilled Volunteers
Association on community-based skills
training. It also undertakes health programs in
cooperation with the Philippine Red Cross.
SRPC and the Foundation also undertake
economic, environmental, and social initiatives
that are anchored on internationally accepted
principles such as the principles of the UN
Millennium Development Goal and the UN
Global Compact, and the approaches on
Sustainable Livelihoods and Community Driven
Development.
The San Roque Power Foundation, Inc. is SRPCs

implementing arm for CSR programs, projects,
and activities. These are funded based on the
Companys CSR frameworks, the three-year
Strategic Social Investment Program (SSIP)
and Annual Work and Financial Plans (WFP).
Here are some of the Foundations initiatives,
partnerships, and programs.
Specifically under environmental sustainability, it
supports the National Greening Program (NGP)
of the Department of Environment and Natural
Resources (DENR), the Philippine Eagle Program
Harnessing the Power of Water: The San Roque Power Corporation

Without water, there can be no life. Understanding this, SRPC fulfills its vision
The Power to Energize Livesby harnessing the power of water to bring a fuller spectrum of its lifegiving benefits to a greater number of people. Through the San Roque Multipurpose Project, water in
the San Roque Reservoir is able to deliver the benefits of farmland irrigation,
the provision of peaking power, flood attenuation, and the improvement of water quality.
San Roque
Multipurpose
Project
Farmland Irrigation
Peaking Power
Flood Attenuation
Around 21,000 hectares of

farmlands in Pangasinan
are irrigated throughout
the year through the SRMP.
The National Irrigation
Administration serves as lead
agency for this objective
and coordinates with the
National Power Corporation.
SRPC operates and maintains

the power-generating
facility of the SRMP. As a
hydroelectric power plant,
SRPC addresses the peaking
power requirements of the
Luzon Power Grid with clean
and renewable energy. Its
411MW installed capacity
can produce approximately
1,000GWh annually.
With a holding capacity of

525 million cu.m. in active
storage, and 120 million
cu.m. as flood surcharge,
the SRMP stores inflow from
heavy rains and effectively
provides attenuation
mechanism to the perennial
flooding of the Agno River.
The reservoir also regulates
the volume of water that will
be released downstream for
minimal impacts on the 16
communities at the Lower
Agno.
Water Quality
Improvement
The reservoirs substantial
dead storage traps
sediments transported
by typhoon debris, slope
erosions, or the tailings
from small-scale mining
activities upstream. By
serving as settling basin for
these foreign objects, SRMP
improves the quality of the
water that reaches users
downstream.
This report covers the performance of the power-generation component only. The other features of the SRMP are the concerns of the different government agencies.
10
Features of the Reservoir

Probable Maximum Flood
EL. 295.00m
225.00m
EL. 280.00m
290.00m
Low Water Level
Normal High Water Level
Intake of Power Tunnel
EL. 100.00m
Active Storage: 525 MCM

Dead Storage: 310 MCM
Flood Cushion: 120 MCM (Elev. 280-290 masl)
Spillway
san roque dam
Features of the Spillway

Type: Open chute gated
Crest level: 270 masl
Design capacity: 12,800 m3/sec
Agno river
11
Features of the Dam

Type: Rock fill (clay core)
Max height: 200 meters
Crest level: 295 masl
Length: 1.13 kilometers
surge tank
The Power Behind the Power of Water:

The San Roque Multipurpose Project
power tunnel
power house
low level outlet
The San Roque Multipurpose Project has four

main objectives: irrigation, peaking power, flood
attenuation, and water quality improvement.
The National Irrigation Administration (NIA), in
cooperation with the NPC, is the lead agency for
the year-round irrigation of 21,000 hectares of
farmland in the province of Pangasinan. SRMP
is also designed to attenuate the perennial
flooding of the Agno River, with the NPC giving
the orders regarding the appropriate spillway
openings to mitigate the effects on at least 16
towns. To help improve the quality of the water
at the Lower Agno River, the reservoir acts as a
stilling pond and traps sediments transported
from upstream slope erosions and tailings from
mining activities. Lastly, as a hydroelectric power
plant, the SRHEPP helps to fulfill the Philippines
peaking power requirement, thus contributing
to the reliability and security of the Luzon Power
Grid.
to re-regulating pond
Features of the Turbine

Turbine Type: Vertical Shaft Francis
Number of Units: 3
Total Rated Capacity: 411MW
Max. Discharge: 260 cubic meters
per second (cms)
12
Powering Luzon at Peak Hours:

The San Roque Hydroelectric Power Plant
The San Roque Hydroelectric Power Plant has
an installed capacity of 411MW and annually
produces approximately 1,000GWh of renewable
peaking energy. Its Power Purchase Agreement
stipulates a contracted capacity of 110MW,
which is supplied to the Luzon Power Grid. Since
the completion of the NIAs re-regulating pond
in July 2013, the SRHEPP began operating only
during peak hours as the storage in the pond
can satisfy the daily irrigation requirement of the
NIA.
Contracted capacity
Period
85MW
May 1, 2003 to May 24, 2008
95MW
May 25, 2008 to May 24, 2013
110MW
May 25, 2013 to May 24, 2017
115MW
May 25, 2017 to April 30, 2028
The designated peaking hours are from 9:00 a.m.

to 3:00 p.m. and from 6:00 p.m. to 8:00 p.m.
The SRHEPP uses a 230-kV Transmission Line
traversing the nine-kilometer distance from the
power plant to San Manuel Substation. The line
spans 25 steel towers and two-bundle double
circuit conductors equipped with advanced
protection and communication systems for power
transmission.
The SRHEPP is an accredited ancillary services
provider and has an Ancillary Services
Procurement Agreement (ASPA) with National
Grid Corporation of the Philippines. Ancillary
services support the transmission of capacity and
energy from resources to loads while maintaining
reliable operation of the transmission system in
accordance with good utility practice and Section
4 (b) on the Electric Power Industry Reform
Act (EPIRA) in the Philippine Grid Code. Under
13
the EPIRA, the NGCP is mandated to ensure

and maintain the reliability, adequacy, security,
stability, and integrity of the nationwide electrical
grid and to adequately serve generation
companies, distribution utilities, and suppliers
requiring transmission service and/or ancillary
services through the transmission system. These
ancillary services are:
Regulating Reserve generating capacity
needed to balance the supply (generation)
and load in real time (seconds to minutes)
due to fluctuations of either load (switching
on/off) or generation (ramping up/down).
Contingency Reserve insurance
generating capacity necessary to adjust
automatically in response to sudden
reduction of generation output or tripping
of generation unit.
Dispatchable Reserve insurance
generating capacity necessary to replenish
the Contingency Reserve.
It was on January 18, 2013 when the NGCP and
SRPC filed an application for the approval of the
ASPA for the issuance of provisional authority
with the Energy Regulation Commission (ERC).
This is in reference to ERC CASE NO. 2013-009
RC approved on March 4, 2013 and starting
effectively on the next billing period from the
receipt of the order. There were incidents of
non-compliance with regulations regarding
the ancillary services when the SRHEPP began
offering to the grid and to the NGCP in 2013.
This happened for the first six months of that
year, as the Company was still learning the trade.
NGCPs National Control Center is responsible
for issuing dispatch instructions for power
generation. SRPC only generates power based
on the requirements of the PPA and the electricity
is transmitted by the NGCP to the distribution
utilities (DUs) and subsequently distributed and
sold by the DUs to the consumers.
This page contains the discussion on EU4.
Ancillary Services Procurement

Agreement (ASPA)
Power purchase
agreement (PPA)
IPP
NGCP
(system
operator)
Generates power for

delivery to WESM
Continue to administer
the contract
Bids power
into WESM
Administration
agreement (AA)
SPDC
Bilateral Contracts
Pool
Revenue
Distribution
Utilities and
Bulk Users
IPPA
Bids the plant into the market and
receives revenues
Dispatches according to the AA
Registered WESM participant
SRPC submits an Annual Generation Report to

the ERC. The Strategic Power Development
Corporation, which became the Independent
Power Producer Administrator for SRPCs BuildOperate-Transfer contract on January 26, 2010,
trades SRHEPP's capacity to the Wholesale
Electricity Spot Market (WESM). The Net Energy
Output for 2012 to 2015 is broken down as
follows:
Since the beginning of its operations, the

power plant has never exceeded its annual
allowable downtime of 15 days, which cover
either scheduled maintenance or allowable
forced outage due to an event or occurrence
of force majeure. It utilized an average of nine
days for the regular maintenance and power
tunnel inspection. With this, it maintained 100%
reliability and 97.53% availability in power
generation.
Net Energy Output

Year
Mega Watt Hour (MWh)
April 2011 to March 2012
1,097,959.33
943,863.86
853,776.72
704,567.58
This page contains the discussion on G4-9 and EU2.
14
manage the efficient use of the reservoir to meet

irrigation and energy demands as well as flood
attenuation, as set forth by the Multipurpose
Project.
Plant Availability Factor

Year
Availability Percentage
Downtime Duration
2012
96.67%
5 days, 7 days, and 1.32

hours allowable downtime
in May, June, and
December, respectively
2013
97.25%
0.15 hours, 4 days, and 6

days downtime in April,
May, and June, respectively
2014
98.66%
5 days downtime in May
The planned per unit maintenance outages,

provided for in the PPA, did not result in total
power interruption. It still delivered its contracted
capacities, ancillary services contracts, and
scheduled energy. During the reporting period,
it had seven interruptions with a total duration
of 9.387 hours. Given that the NPC handles
contracted capacity, the NGCP handles the
Ancillary Services, and the SPDC handles the
other energy output, power outage frequency
is pegged at 2.33 hours. The average power
outage duration is 3.129 hours.
The San Roque Reservoir Operation Rule
Curve sets necessary operational guidelines to
According to the Rule Curve, if the water level

of the reservoir is above the Upper Rule Curve
after satisfying the requirements for irrigation,
contracted capacity, river flow maintenance,
and municipal water supply, then additional
water releases for power generation are allowed
provided that they will not affect the operation
plan.
Once the water level is below the Upper
Rule Curve, releases shall be limited to the
requirements for the contracted capacity or
the total requirements for municipal water
supply, irrigation, and river flow maintenance, or
whichever of the two is higher.
The Reservoir Rule Curve was agreed upon by
the NIA, the NPC, and SRPC and approved by
the National Water Resources Board (NWRB).
It was revised and adopted in August 2013 in
consideration of the completion of the NIA
san roque reservoir vs rule curve

CY 2012, 2013 and CY 2014 Level
290
Reservoir level, masl
280
Legend:
270
Lower Rule Curve

Upper Rule Curve
260
2012
2013
250
2014
240
230
220
1-Apr
15
1-May
1-Jun
1-Jul
1-Aug
1-Sep
1-Oct
1-Nov
1-Dec
1-Jan
1-Feb
1-Mar
1-Apr
This page contains the discussion on G4-8, EC2 and EU30.
re-regulating pond. It is a critical guideline and

mechanism so that SRPC is able to fulfill the
various objectives of the Multipurpose Project
and alleviate the concerns of stakeholders
regarding possible negative impacts brought
on by extreme weather, such as possible deep
flooding from frequent heavy typhoons or
compromised energy generation output and
irrigation due to low water inflow and below
normal water reserves. The Company works
with the NPC and the NIA in following the
NWRB-approved Rule Curve. Thus, the three
agencies conduct annual audits to determine if
the Rule Curve is being followed.
earthquakes as well as tectonic earthquakes of

distant origin. This instrument is used to improve
the location of local events in the San Roque
Dam site. The international station code of this
broadband station is SMPP, which is directly
monitored from their Central Receiving Station.
A Memorandum of Agreement between SRPC
and PHIVOLCS states that the latter's technical
personnel will render consultancy services with
respect to the monitoring and maintenance,
downloading, collection, and interpretation
of seismic data generated by the System.
PHIVOLCS analyzes the data and provides SRPC
with reports and summaries.
Third Party Risk Assessments
NPC: Semi-annual Inspection. For the reporting

period, this inspection was regularly conducted
by the Dams, Reservoirs, and Waterways Division
under the Dams Management Department of
the NPC. This inspection serves to check the
physical working conditions of the non-power
components of the Project in accordance with
the Dam Safety Program. It aims to determine
the behavior of the dam and its appurtenant
structures in order to identify deficiencies by
means of a thorough visual inspection and a
review of monitoring data. The NPC benchmarks
their findings on the facilities of San Roque
Dam, which they then adopt in the operations
of the other dams they own. SRPC often rectifies
observations and recommendations.
The Company utilizes third party evaluations

and monitoring to assess possible risks that
can affect its operations. The risk assessment
includes possible impacts on the Company and
its existing control measures.
Below is a list of third parties who evaluate the
site, the dam, its safety measures, finances, and
other related practices, policies, and aspects.
The list also includes the type of evaluation
and frequency conducted or previous year/s
conducted.
PHIVOLCS: Monthly Monitoring of the Seismic
System. SRPC's Seismic System includes a micro
seismic array, a strong motion array, and a master
recording station, and these have been installed
within and around the vicinity of the Project. The
micro array consists of four remote stations and
the strong motion array consists of five remote
stations; each remote station is linked via satellite
communications to the master station. One
of the five strong motion remote stations was
converted into a PHIVOLCS Alpha Station.
PHIVOLCS installed a broadband seismic
instrument sponsored by JICA at Seismic Station
09. This instrument is capable of detecting micro
Allianz Risk Consultants: Biennial Insurance

Risk Surveys. The survey conducted in 2012 and
2013 by Allianz Risk Consultants were for loss
prevention. Allianz evaluates the possible risks to
property and potential business interruption at
the plant and recommends measures to prevent
these. Based on their findings, the SRHEPP
was rated above average because it properly
implemented all of Allianzs recommendations.
As a sign of good faith, Allianz decided in 2014
to conduct the Risk Survey every two years,
beginning 2015.
16
PSALM/Malayan/GSIS/NPC: Risk Surveys.

The surveys were conducted in 2012 and 2014
for the non-power components insured by the
Power Sector Asset and Liabilities Management
Corporation (PSALM). The objectives of the
survey are to review important aspects of risk
management and property loss control in
relation to power generation operations and
maintenance; to produce an underwriting
survey report to assist in the placement of
machinery breakdown and business interruption
insurances; and to provide risk improvement
recommendations, if appropriate. They use the
findings they gather from the Company as a
benchmark in the survey of other PSALM-owned
facilities.
Lajmar Management and Technologies (2013)/
People 360 (2014): Third Party Safety Audit.
This audit was conducted to evaluate and assess
SRPC's compliance with Occupational Safety
and Health (OSH) Regulations. They reviewed
SRPCs Safety Program, Document Standards
and Procedures, and conducted interviews with
employees.
People 360: Inspection, Testing, and
Certification of Heavy Equipment. This 2014
audit was conducted on the crane, hoist, and
other lifting equipment installed at the facility.
Findings and observations were documented
and discussed in a meeting.
Dam/Hydro Independent Experts: Demidecade Inspections. Every five years,
independent civil, dam, and electro-mechanical
experts conduct an inspection of the SRHEPP to
evaluate its reliability in terms of the operation
and maintenance of the dam and power
plant. They make the necessary assessments
and recommendations to further improve the
operations and maintenance of the SRHEPP. The
last inspection was conducted in 2013.
17
ERC: Demi-decade Site Inspection. Every five

years, the Certificate of Compliance (COC)
is renewed. ERC conducts site inspections
for the verification of reportorial requirement
submissions against the plants actual operation
and maintenance records. The last inspection
was conducted in 2014.
SRPC acts on these recommendations
immediately so that whatever potential risk
discovered will not remain an underlying issue
during the next survey or audit. After all the data
from these surveys and inspections are turned in,
the Company makes a study on how to address
the recommendations of the third parties and
comes up with the design of the suggested
structures.
As to the implementation of the third partyrecommended projects, the Company allocates
a budget and outsources contractors to
undertake these. Most of the results of these
surveys and audits are commendations on our
procedures and practices.
It is worth noting that the Company observes
and adopts Japan International Standards (JIS),
US Bureau of Reclamation (USBR) standards,
and International Commission on Large
Dams (ICOLD) Dam Safety Standards and
Procedures. The Company has developed an
Emergency Action Plan (EAP) as required of
the Environmental Compliance Certificate by
the Department of Environmental and Natural
Resources. SRPC conducts tabletop drills on the
EAPs Notification Flowchart and Information
Education Campaign annually, after which any
update required are incorporated to the EAP.
18
On the Course
of a Sustainable
Future
A year into the
Sustainability
Roadmap Project, the
San Roque Power
Corporation reviews
how far it has gone.
19
ustainability is quite the buzzword these

days, going hand-in-hand with greening
in order to combat climate change and
protect what remains of the worlds
resources.
The concept of sustainability has evolved from

its original scientific context, becoming more
urgent for more societies and industries, so that
it now pervades many different fields. It is the
job and even in the best interests of the world at
large to make sure that this word stays relevant
for a long time. According to the World Business
Council for Sustainable Development (2010),
There is no longer a choice between economic
growth and environmental well-being: they are
interdependent, and if we do not make sure we
have both, we risk ending up with neither.
One such company in the Philippines that
recognizes this urgent concern is the San Roque
Power Corporation. The Companys primary raw
materialwaterdepends largely on the state
of environment and the reliability of natural
cycles, both of which are being affected by
global warming.
In 2011, the Company released its first
Sustainability Report, which opened its eyes to
better ways of working so that it enhances its
value while protecting the planet and promoting
the interests of a greater majority. With
international best practices as its benchmark,
sustainability became an ongoing journey for
the Company and it became inevitable, that on
the road to becoming a world-class corporation,
SRPC would strive to do better than its first
effort.
Two years later, the Report, a milestone for
the Company, would be followed by the SRPC
Sustainability Roadmap Project, a three-year
initiative beginning April 2014 and ending March
2017.
The Roadmap Project was headed by the

Sustainability Council and facilitated by a
Technical Working Group (TWG), which was
made up of the Vice President for Corporate
Social Responsibility and the Department
Managers.
A roadmap is a detailed plan to guide
progress toward achieving a goal, according
to the Merriam-Webster Dictionary. The SRPC
Roadmaps goals, as established by the TWG,
are thus:
Develop a uniform Company-wide
understanding of SRPCs direction and
align strategies, and
Improve processes in each department,
allocate resources properly, and measure
performance.
With the goals established, a hefty challenge
lay before the TWGhow does one turn
different problems from various departments
into strengths? And how best to utilize those
strengths in order to attain the ultimate goals of
greening and sustainability?
The SRPC Sustainability Roadmap tries to
address these questions by breaking down
the issues, goals, and strategies pertaining
to SRPCs Operations, Plant Systems and
Communications, Engineering, Maintenance,
Safety, Accounting and Finance, Purchasing
and Administration, Human Resources, and
Corporate Social Responsibility aspects. It also
serves as evaluation metrics throughout the
entire duration of the Project.
Each draft of each departmental Roadmap was
reviewed by an external and independent panel
of experts in the fields of renewable energy,
corporate social responsibility, environment,
and economics. There were three workshop
sessions conducted by the University of Asia
20
and the Pacific at the SRPC office in San Manuel,

Pangasinan, during which the drafts were
refined.
Staying true also to the GRIs standard of
balance, the SRPC Sustainability Roadmap
also identified the factors that could bring
the entire initiative down the road of failure,
namely: lack of management and employee
commitment, participation, and support; lack of
an incentive mechanism to ensure engagement;
poor implementation of policies; and lack of
understanding or appreciation of the goals
and significance of the Roadmap. It was also
added that the latter could be exacerbated by
the erroneous perception that following the
guidelines laid down by the Roadmap may mean
additional expenditures and workload.
Aspect/Department
Timely, accurate operational response
Operations
And now, with first year of the Roadmap

wrapped up, how much progress has the
Company made?
Right mix of water utilization

End-user compliance with security measures
Available, reliable dam monitoring instrumentation
Engineering
Timely project implementation and completion

Optimum service life
Maintenance
Adequate stock levels

Sustained, proactive safety culture
Safety
But this doesnt mean that whats written on the

Roadmap is set in stone. The Management and
the TWG has been reviewing and monitoring
progress every three years, thus ensuring that
goals are updated, developments are recorded,
and issues are addressed as they arise.
Details
Safe, proactive contractor base

Compliance with tax regulations
Accuracy of voucher processing
Timely check availability
Accounting
Optimized potential of sufficient cash

Environmental protection through responsible
stewardship
Corporate Social
Responsibility
Sustained social acceptability
Formal, integrated talent management and

succession plan
Human Resources
Accurate, timely processing

Purchasing and
Administration
Optimized supplier base

Available, reliable communications system
Plant Systems and

Communications
21
Reliable, up-to-date plant control systems and

programmable logic controllers
Actual Performance
2014
Q1
Q2
Target Completion Period
2015
Q3
Q4
Q1
Q2
2016
Q3
Q4
Q1
Q2
2017
Q3
Q4
Q1
Q2
Q3
Q4
100%
100%
90%
50%
50%
80%
85%
70%
80%
80%
98%
98%
98%
70%
80%
35%
70%
80%
50%
22
Governance
SRPC upholds the

principles of good
governance to protect
its corporate value,
the productivity and
morale of its workforce,
and the integrity of its
resources.
RPC is dedicated to upholding the

highest standards of good corporate
governance to protect the Companys
reputation and the interests of all its
stakeholders. This includes involving
employees in a clear decision-making process,
transparency and regularity with regard to
reporting to shareholders and stakeholders, and
identifying and managing risks associated with its
operations.
Governance Structure
The Board of Directors
The SRPC Board of Directors (Board) comprises
seven directors and a Board Secretary, three
officers from Marubeni Corporation, three
from Kansai Electric Power Company Ltd., and
one independent member who serves as the
chairman with non-executive functions. This
arrangement ensures the check and balance in
all policy decisions and business transactions
of the Company. The independent member of
This page contains the discussion on G4-34 and G4-38.
Ryukichi kawaguchi
President and CEO
WILLIAM ConnelL
Senior Vice President
for Operations and
Site Administrator
23
KatsutoShi Aguro
for Technical Matters
Carlos M. Echevarria
Vice President, Treasurer, and
Chief Finance Officer
tommy t. valdez
Vice President for
Corporate Social Responsibility
and Security
raymund n. mariano
Engineering and Operations
the Board is neither a member of the Executive

Management Team nor an employee of any of
the shareholders. The members of the Board
are carefully selected based on their integrity
and competence in business and in the power
industry.
The Board is responsible for providing strategic
guidance and effective oversight over the
Companys management, including the control
and accountability systems. The Board is in
charge of appointing the President and CEO and
other officers, and ensures that strategic plans
and programs of the Company are executed. The
Board is also responsible for approving corporate
strategy, providing appropriate resources in
carrying out the same, and approving major
capital expenditures and in monitoring financial
and other reportorial requirements.
The directors of the Board elect the President and
CEO and appoint the Board Secretary and the
Vice Presidents. The directors are elected during
the regular meeting of the shareholders and have

a one-year term of office until their successors are
elected.
Inquiries and deliberations on key economic,
environmental, and social concerns and the
Boards performance are conducted during
the annual meetings at the end of the fiscal
year. Recommendations are duly provided by
the President and CEO with consultation from
concerned Vice Presidents.
Management formulates or revises directives
and policies. These are issued for the strict
observance of employees.
The Company has adapted certain policies and
guidelines that lay down the limits of power and
authority in the organizations hierarchy.
The Executive Management Team
The President and CEO heads the Executive
Management Team (EMT), which is the think
This page contains the discussion on G4-38, G4-39, G4-40, G4-44, HR3, SO3 and SO4.
edgar allan f. villegas

Maintenance
rheena liza d. de guzman

Accounting and Finance
rubentheo p. cuta
Operations
marcel p. ablog
Plant Systems and
Communications
Ma. Rhona liza j. apil

Human Resources
Marita l. ebojo
Purchasing and
Administration
24
tank of the organization. The other members

of the Executive Management Team are two
Senior Vice Presidents, one for Operations and
Site Administrator and another one for Technical
Matters; and two Vice Presidents each for
Finance, and Corporate Social Responsibility and
Security.
The EMT ensures that the Company is managed
according to its vision and mission. With the
goal of maintaining the balance between being
a world-class energy producer and a socially
responsible corporate neighbor, the EMT lays
down the blueprints for company strategies,
policies, plans, and programs.
The Board of Directors exercises the highest level
of governance while the President and CEO sees
business operations through. The President and
CEO reports directly to the Board while the Vice
Presidents report to the President and CEO.
Task Delegation
Executive-level employees handle key
responsibilities for addressing economic, social,
and environmental concerns raised within the
organization. Economic and financial matters
are seen to by the Vice President for Finance, in
close coordination with the Senior Vice President
for Operations. The Vice President for Corporate
Social Responsibility oversees the management
of social concerns and security. Environmental
concerns are also tackled by the Vice President
for Corporate Social Responsibility in close
coordination with the Senior Vice President for
Operations. They report directly to the President
and CEO, who will decide on the action/s for
each specific concern.
When delegating the work that goes into
addressing certain specific issues that affect the
organization, the Company follows these steps:
25
Task identification and profiling. SRPC has

in place a top-down and bottom-up
feedback system that identifies potentially
problematic situations. These are then
profiled by determining the cause(s),
selecting a cost-effective solution, and
deciding on the strategy where the said
solution can be effectively implemented.
Using this framework, SRPC Management
determines first which tasks can be
delegated to others and which it can
undertake on its own.
Task delegation. SRPC Management has
always observed subsidiarity in task
delegation. Before delegating certain
authority, it first ensures that the
potential executor of the task is properly
equipped with the requisite faculties.
Whenever needed, delegator conducts a
thorough discussion first with the potential
executor of the task prior to actual
delegation. This discussion is accomplished
by clarifying the importance of the task,
enumerating related concerns, and relaying
expected outputs and outcomes.
Issuance of authority. Management
delegates tasks either through issuing a
memorandum or through revising policies.
Whenever applicable, delegating follows a
succession line within each department for
smooth task delivery while minimizing
costs.
Observing accountability. Accountability
ensures that tasks are performed based
on specifications within SRPCs performance
standards. Accountability is also considered
in the Companys annual rewards system.
For example, delegated functions are
usually incorporated in the annual
performance targets of each department or
employee.
This page contains the discussion on G4-38, G4-39, SO3, SO4, SO5, SO7 and SO8.
Evaluation and Compensation

SRPCs compensation philosophy is all about
being competitive in the power generation
industry. This philosophy is monitored through its
participation in the Mercer Survey, specifically in
the energy sector.
The Companys current job grading/classification
and salary structure was based on Mercers 2007
proposal. In determining the remuneration of an
individual, considered are: the complexity of the
job, the level of accountability involved, and the
jobs direct impact on the Companys operations.
The Board determines the compensation and
benefits package for officers. This package is
commensurate to their qualifications and is
comparable with industry standards.
The President and CEO consults with the
other members of the EMT when determining
the benefits and compensation package for
employees. This package is also comparable to
industry standards.
The ratio of the annual compensation of the
organizations highest paid local individual
(the local managers in this case) to the median
annual total compensation of employees is
1:6. Meanwhile, the ratio of the percentage
increase in annual compensation of the
organizations highest paid local individual to
the median percentage increase in annual total
compensation of employees is 1:4.
Consultation with Stakeholders

Stakeholder consultations are conducted every
quarter by concerned Vice Presidents and staffs
singly, jointly, or largely. The results are presented
in periodic (monthly, semestral, and annual)
reports that are then submitted to the President
and CEO.
Below is a chart that illustrates which Executive

officers are in charge of consulting with specific
stakeholders.
Stakeholders
Governance Body
Shareholders
President and CEO
Business Partners
President and CEO, Senior Vice

Presidents, and Vice Presidents
Regulators
Environmental and Social
Vice President for CSR
Regulators Economic

for Operations and Site
Administrator, Engineering
and Operations Manager
Media and Local

Government Bodies
Communities
Program Partners
Meetings and Communications

The Board conducts annual meetings;
special sessions when deemed necessary.
At these meetings, the highest governance
body is updated on all aspects of business
operations, including but not limited to social,
environmental, economic, and security concerns.
The Board is also provided with copies of
the Sustainability Roadmap, Sustainability
Reports, Annual Operations Reports, and
Monthly Operations updates. Quarterly and
Annual Operations and Financial Reports are
presented and submitted to the shareholders.
Operations Reports are prepared by the different
departments of the Company while the Annual
Financial Report is prepared by an independent
accounting firm for the sake of integrity. If the
shareholders have any concerns, these are
addressed immediately.
There are two usual modes of communication
between the Management and the employees:
memoranda and announcements.
This page contains the discussion on G4-34 and G4-37.
26
In addition to these, the President and CEO

conducts Voice-Out sessions when his schedule
allows. It is at these sessions where employees
can express their issues and concerns to and
with Management. The President and CEO held
six Voice-Out sessions with different groups of
employees from 2013 to 2014.
The Executive Management Team maintains
a two-way communication with its employees
through monthly meetings in order to provide
regular updates and discuss performance
assessments.
The Human Resources Department holds general

assemblies for employees every first Monday
of the month. These are for discussing new
and existing issues regarding Safety, Human
Resources programs and issues, as well as
corporate pronouncements.
The Operations and Maintenance Group also
observes daily Toolbox Meetings on top of the
assemblies. These aim to establish the days
scheduled activities and discuss the job hazards
for each activity.
The Companys website provides other
stakeholders a feedback corner where they
27
can send comments, suggestions, and

recommendations.
Grievance Mechanisms
The grievance mechanism is important because
SRPC acknowledges that it must maintain open
and transparent communication lines with its
employees and suppliers, equipping them with
necessary information regarding policies and
operations.
Internal Stakeholders
The Companys Code of Conduct was
discussed during a 2013 General Assembly
while the Compliance Manual was discussed
in a 2014 General Assembly. Copies of both
were distributed to all employees. Both were
subjected to the review of the Executives, and
then passed on to the President and CEO for
one final review and approval. It is on these that
SRPC's grievance mechanism is built.
The Company's grievance mechanism includes
an investigation committee established for the
purpose of hearing any administrative case.
It comprises the following: the Department
Head as the Chairman, the Human Resources
Manager to facilitate the investigation, one
Human Resources employee to record the
proceedings, and two members of the team to
be recommended by the Human Resourcesone
non-HR and one non-management or nonsupervisory employeeand the complainant.
However, SRPC believes not only in safety
nets, but preventive measures. Its Open Door
Policy gives employees the opportunity to
discourse with their immediate superiors on
matters pertaining to work productivity and
other such topics. Employees are encouraged to
approach their superiors, the Human Resources
Department, and the Compliance Officer
regarding issues they feel must be brought to the
Companys attention, including concerns related

to unethical or unlawful behavior and matters
related to organizational integrity.
The regular orientation program makes new
employees aware of the operations and
organizational culture, as well as issues on
safety, security, and human rights. While the
orientation does not specifically discuss human
rights, the two-hour General Assembly held
every first Monday of the month gives updates
on administrative policies and general safety,
gender sensitivity, and employees rights and
benefits, which include freedom of association.
The Company, however, does not have a labor
union.
Training on Leading/Managing Employees
Through Employee Discipline is compulsory for
all employees. This activity impresses the role,
duties, and responsibilities of both the employee
and the Management.
During the reporting period, there were no
grievances concerning labor practices filed
against the Company. There were also no
reported critical concerns communicated to the
highest governance body during the period in
review.
Anti-corruption and Anti-bribery Policies
In line with its Core Value of Integrity, SRPC does
not tolerate any form of corruption. As such, the
Company has adopted prevention measures in
giving and receiving gifts and representation
expenses to third party associates.
It is clear to all employees that offering or
receiving bribes, commissions, or anything
of value to or from subordinates, Company
clients, contractors and suppliers, and such
other persons or firms with whom the Company
does business are grounds for separation.
The Company has a Compliance Officer that
This page contains the discussion on G4-41, HR2, HR4 and HR12.
28
periodically reviews employee compliance to

assure that no corruption takes place within the
Company.
Ongoing as of the reporting period is the drafting
of the Anti-Bribery policy. The existing standards
and procedures regarding the use of the
Entertainment and Recreation Expense account
will be incorporated here as well.
Since the start of its operations, the Company
has not been involved in any legal action for
corruption, anti-competitive behavior, antitrust, or monopoly practices. Neither has the
Company been fined or sanctioned in relation to
its tax obligations and compliance with laws and
regulations. During the reporting period, SRPC
did not receive any violation notice pertaining to
non-compliance with regulatory requirements.
While there is no specific formal grievance
mechanism for human rights cases, it is written in
the Compliance Manual that any non-compliant
action regarding internal and/or external laws
should be reported to the Compliance Officer.
External Stakeholders
Community development is always an ongoing
journey, and SRPC seeks to improve its positive
impacts through continuous engagements with
its stakeholders. Members of the host and partner
communities and stakeholders have access to
grievance mechanisms such as key informant
interviews, focus group discussions, public
consultations, and walk-in filing of incident and
grievance reports.
Community Care
Local grievances, particularly with respect to the
communities being assisted by the SRPC, are now
being handled through organized community
organizations, specifically the homeowners and
livelihood associations. No cases were filed
against the Company during the reporting period.
29
Lastly, one of the communities where the

Company operates is home to Indigenous
Peoples (IPs), who may have been directly or
indirectly affected by the construction of the
SRMP and its operations. It is the policy of the
Company to comply with the Indigenous Peoples
Rights Act; therefore, it does so in partnership
with the National Commission on Indigenous
Peoples (NCIP), especially in developing
and implementing the Indigenous Peoples
Development Plan (IPDP).
The IPDP was formulated by the IPs themselves
with the guidance of the NCIP, the NPC,
and SRPC. To ensure the continuity of its
implementation, a Memorandum of Agreement
that mandated the commitment of various
agencies was signed on February 23, 2004 by
the NCIP, the NPC, the DENR, the DSWD, and
SRPC. As a result of the proper coordination and
execution, there have been no reported violations
of the rights of the IPs.
Partnerships with Suppliers
The Company understands that whatever
happens within it ripples outward to the local
communities. This is why, during the reporting
period, it accredited 12 suppliers from the local
communities after an assessment by Duns &
Bradstreet Philippines. Ever conscious of the interconnectedness of the two groups, the Company
has policies and mechanisms in place that will
enable its employees, the communities, and
partner NGOs and agencies to work with each
other in most transparent and ethical manner
possible, protecting the SRPCs social license and
reputation.
The Company treats its suppliers as partners and
seeks to maintain such relationships. All items
and concerns are discussed thoroughly and
the agreed terms and conditions are correctly
reflected on the Purchase Order and Contract.
Any legitimate company that has the financial
This page contains the discussion on HR8, HR9, HR10, HR11 and HR12.
and technical capability may be listed as a

supplier, provided it passes the accreditation
process.
Contracts with all suppliers are in accordance
with the law and include articles on human
rights. All the suppliers undergo accreditation
and screening to ensure that they comply
with the provisions of the Labor Code and
the Department of Labor and Employment,
particularly the minimum wage provision. SRPC
also requires service contractors to provide
accident and health insurance and personal
protective Equipment for their workers.
Security personnel are also trained to handle
human rights cases as part of the regular

training provided by the service contractor.
This requirement is provided for in the Security
Manual. The Company also requires that all
security guards pass the neuro-psychiatric test
conducted by clinics accredited by the Philippine
National Police.
This page contains the discussion on HR7, HR9, HR10 and HR11.
30
Engaging the
Stakeholders
SRPC holds its
stakeholders in high
regard. It defines and
measures business
success in terms of
the effectiveness of
its programs and the
positive impacts the
Company creates in
their lives.
t SRPC, stakeholder engagement

is a critical factor in ensuring the
sustainability of its operations. The
Company communicates regularly with
the stakeholders to make sure that its
growth is achieved in a responsible manner.
For this report, the Company identified its
stakeholder groups through a workshop
hosted by the Technical Working Group
(TWG). During the workshop, guide questions
31
were formulated to identify and prioritize the

stakeholders. A threshold of eight points (out
of 20) in the questionnaire was established
to rank stakeholders based on the extent of
their influence on the Company's sustainability
performance and the extent of the Companys
operations effects on them.
SRPCs stakeholders are:
Shareholders
Board of Directors and officers
LGUs of Pangasinan, Benguet, San Manuel,
San Nicolas, and Itogon
Employees
Strategic Power Development Corporation
National government agencies (National
Power Corporation, National Irrigation
Administration, National Grid Corporation
of the Philippines, Philippine Institute of
Volcanology and Seismology, Power Sector
Assets and Liabilities Management
Corporation, Department of Education,
Department of Environment and Natural
Resources, Department of Social Welfare
and Development, Department of
Agriculture, Department of Trade and
Industry, Technical Education and Skills
Development Authority, Department of
Science and Technology, Bureau of Internal
STAKEHOLDERS
Revenue, Office of the Civil Defense,

Philippine National Police, National Water
Resources Board, Philippine Atmospheric,
Geophysical and Astronomical Services
Administration)
Farmers, host communities, and barangays
NGOs/POs
Media
Academe
The Catholic Church in the Philippines
The stakeholder consultation was conducted

by the Center for Social Responsibility of the
University of Asia and the Pacific (UA&P) to
protect the objectivity of the study, making sure
that the Company does not exert any influence
in the discussion. This was attended by 34
respondents from the following stakeholder
groups:
Stakeholders
Number
Community
Media
Benguet local government unit
Pangasinan local government unit
Power and water agencies
Government agencies
Employees
MODES OF ENGAGEMENT
FREQUENCY OF ENGAGEMENT
Shareholders
meetings
annually
Board of Directors
meetings
quarterly, annually, open

lines of communication
meetings, workshops, inspections, validations, public hearings
quarterly, open lines of

communication
Government
Employees
Farmers
Host communities
NGOs/POs
Media
Academe
Church
meetings, general assembly, Voice-Out sessions
weekly, monthly, quarterly
meetings
open lines of communication
meetings, focus group discussions, surveys
weekly, open lines of

communication
meetings
press conferences, briefings
meetings, trainings
meetings
32
The top 5 material indicators were:

Overall
Rank
1
Using qualitative and quantitative methods

(survey questionnaires and focus group
discussions) guided by international standards
such as the AA1000 Stakeholders Guidelines and
the Global Reporting Initiative, UA&P assisted
the stakeholders in selecting the indicators they
considered material to themselves and to the
sustainability performance of the Company.
A threshold of 40%, i.e., only those indicators
which were chosen by at least 40% of the
respondents, was set as the standard for
the indicators considered material by the
stakeholders. A hundred out of 110 GRI
sustainability indicators were determined as
material to the consulted stakeholders.
Indicator and Description
91% EN13 Habitats protected or restored
2.5
88% EU1 - Installed capacity, broken down by

primary energy source and by regulatory
regime
EU10 Planned capacity against projected
electricity demand over the long term
4.5
85% EC7 Development and impact of

infrastructure investments and services
supported
EU2 Net energy output broken down by
primary energy source and by regulatory
regime
7.5
82% EC2 Financial implications and other risks

and opportunities for the organizations
activities due to climate change
EN7 Reductions in energy requirements of
products and services
EN27 Extent of impact mitigation of
environmental impacts of products and
services
EN32 Percentage of new suppliers that
were screened using environmental criteria
13
79% EN6 Reduction of energy consumption

EN12 Description of significant impacts
of activities, products, and services on
biodiversity in protected areas and areas of
high biodiversity value outside protected
areas
EN31 Total environmental protection
expenditures and investments by type
EN34 Number of grievances about
environmental impacts filed, addressed,
and resolved through formal grievance
mechanisms
PR3 Type of product and service
information required by the organizations
procedures for product and service
information and labeling, and percentage of
significant product and service categories
subject to such information requirements
EU30 Average plant availability factor by
energy source and by regulatory regime
EU3 Number of residential, industrial,
institutional and commercial customer
accounts
Economic
85% EC7 Development and impact of infrastructure
investments and services supported
82% EC2 - Financial implications and other risks and
opportunities for the organization's activities due to
climate change
33
Economic (cont.)
Society
76% EC1 Direct economic value generated and

distributed
68% SO2 Operations with significant actual and

potential negative impacts on local communities
59% EC5 Ratios of standard entry level wage by gender

compared to local minimum wage at significant
locations of operation
56% SO7 - Total number of legal actions for anticompetitive behavior, anti-trust, and monopoly
practices and their outcomes
56% EC6 Proportion of senior management hired

from the local community at significant locations of
operation
56% SO6 Total value of political contributions by

country and recipient/beneficiary
Environment
91% EN13 Habitats protected or restored
82% EN6 - Reduction of energy consumption
79% EN32 Percentage of new suppliers that were
screened using environmental criteria
79% EN31 Total environmental protection expenditures
and investments by type
79% EN27 Extent of impact mitigation of environmental
impacts of products and services
Labor
76% LA3 Return to work and retention rates after
parental leave, by gender
76% LA2 - Benefits provided to full-time employees
that are not provided to temporary or part-time
employees, by significant locations of operation
74% LA9 Average hours of training per year per
employee by gender, and by employee category
68% LA16 Number of grievances about labor practices
filed, addressed, and resolved through formal
grievance mechanisms
65% LA8 Health and safety topics covered in formal
agreements with trade unions
Human Rights
76% HR7 Percentage of security personnel trained
in the organization's human rights policies or
procedures that are relevant to operations
68% HR1 - Total number and percentage of significant
investment agreements and contracts that include
human rights clauses or that underwent human
rights screening
65% HR8 Total number of incidents of violations
involving rights of indigenous peoples and actions
taken
56% SO5 Confirmed incidents of corruption and actions

taken
56% SO4 Communication and training on anticorruption policies and procedures
Product Responsibility
79% PR3 Type of product and service information
required by the organization's procedures for
product and service information and labeling,
and percentage of significant product and service
categories subject to such information requirements
65% PR2 - Total number of incidents of non-compliance
with regulations and voluntary codes concerning the
health and safety impacts of products and services
during their life cycle, by type of outcomes
62% PR4 Total number of incidents of non-compliance
with regulations and voluntary codes concerning
product and service information and labeling, by
type of outcomes
59% PR5 Results of surveys measuring customer
satisfaction
47% PR9 Monetary value of significant fines for noncompliance with laws and regulations concerning
the provision and use of products and services
Electric Utilities
88% EU10 Planned capacity against projected electricity
demand over the long term, broken down by energy
source and regulatory regime
88% EU1 - Installed capacity, broken down by primary
85% EU2 Net energy output broken down by primary
79% EU30 Average plant availability factor by energy
source and by regulatory regime
79% EU3 Number of residential, industrial, institutional
and commercial customer accounts
65% HR12 Number of grievances about human rights

impacts filed, addressed, and resolved through
formal grievance mechanisms
62% HR2 Total hours of employee training on human
rights policies or procedures concerning aspects
of human rights that are relevant to operations,
including the percentage of employees trained
34
35
Improving SRPCs
Ripple Effect
Inspired by the characteristics of the
Companys main resourcewater
SRPC builds a Company that shares
its value, letting it flow into the
hands of more people.
Caring for Employees

Uplifting Communities
Good Neighbor
36
RPCs vision of energizing lives connects

our commercial success with broader
societal benefits. Part of SRPCs mission
is to ensure our long term productivity
and profitability while performing our
responsibilities as a good corporate citizen.
Thus, the Company believes that the hallmark
of a successful company able to withstand
the test of time is its ability to efficiently and
responsibly optimize, care for, and renew the
capital resources available to it, whether they
be financial, natural, or human resources. A
company built for long-term viability recognizes
that its own economic progress ripples to a
broader group of stakeholders affected by the
triple bottom line and who can collectively work
together to improve society.
Caring for Employees

For SRPC, the drop that begins the ripple is
contributing to the economic welfare of its
employees. The Company regards nurturing
employee welfare as a way to attract and keep
talent while providing economic benefits for the
local communities. It makes a point of drawing
from the local pool of talent, especially for
Senior Management positions, and it regards
this thrust as a way to make direct investments
on its host communities. This form of investment
goes a long way in stimulating growth as
it enhances the economic capacities and
productivity of households, and helps create
sustainable improvements in their lives.
As of the reporting period, two members of the
Senior Management Team are from the local
community: the Vice President, Treasurer and
Chief Finance Officer and the Vice President
for CSR and Security. The assignation of a local
for the CSR division, in particular, helps the
37
Company better engage with and understand

the needs of the community.
SRPCs employees are well-cared for from the
beginning to the end of their stay. For example,
the new hires salary is typically 40% higher than
the prescribed minimum wage in the Ilocos
region.
When they turn 60 years old at SRPC, employees
must go into mandatory retirement. They can
look forward to a share of the Retirement Funds
that the Company maintains, with retirement
pay pegged at one month per year of service.
Retirement Fund Assets as of March 31, 2015 are
104 million. A regular employee may take part
in the Companys Provident Program, a savings
facility at the same time a lending mechanism.
Participants can contribute a maximum of 10%
of their monthly base rate, while the Company
shares 50% of the employees 10% contribution.
The entire joint contribution, plus the interest
earned, is turned over to the employee when
he/she leaves SRPC. For the reporting period,
members of the program composed 79 or 84%
of the total regular workforce.
Apart from the employment of the regular
workforce, the Company also offers some 20 to
30 skilled and non-skilled labor jobs for various
service contracts with an income of 350 to
400 per day, which is more than the mandated
daily rate in Pangasinan.
Uplifting Communities
The Company is well aware of its contribution
to the economic development of San Nicolas
and San Manuel, which has led to their
reclassification as first class municipalities, due to
its timely and accurate tax payments since 2003.
This page contains the discussion on EC3, EC5 and EC6.
Improving SRPCs Ripple Effect
Over the last three fiscal years (2012-13, 201314, and 2014-15), a total of 132,117,532.61
has been paid to the host local government
units as payment of business tax. The Company
and all its employees also paid 100% of income
taxes which totaled 3,613,975,462.75 over
the same period. To ensure prompt payments
of the Projects real property tax, the Company
advances the payment for the local governments
of Pangasinan, San Manuel, and San Nicolas. For
the reporting period, SRPC paid 48,905,279.72
in advance to the said local governments.
The Company also continues to comply with the
payment of the ER 1-94 as part of the amended
agreement in the Companys PPA with the
NPC. For the reporting period, the Company
contributed 26,199,984.00 to the fund. The
fund, which is being remitted to the Department
of Energy, is deposited as a trust fund that
can be accessed by the local governments of
Pangasinan, Benguet, and the Municipalities

of San Manuel, San Nicolas, and Itogon, and
10 barangays within the said municipalities for
electrification, development and livelihood,
reforestation, watershed management, health,
and/or environment enhancement.
Tax credits from the government that were
used for the fiscal year ending March 31, 2015
amounted to $1.34 million.
Community-Driven Enterprise Development
Model
Indirect effects on the Companys host and
partner communities are also part of a positive
ripple effect that SRPC strives to generate
through its presence in the community. The
Community-Driven Enterprise Development
(CDED) modela paradigm developed by SRPC
and partners based on Sustainable Livelihood
Framework (SLF) and Community-Driven
Development (CDD) approachis being used
to identify the needs of the community, all the
way until project completion. CDED utilizes
a livelihood entities capital resources, of the
human/organizational, social, natural, physical,
and financial kind. It is reported through monthly
and annual accomplishment reports.
This model has five stages: social preparation;
project identification, planning, and
development; project implementation and
management; project evaluation and reinvestment planning; and sustainability
imprinting. One of the key elements to this
paradigm is the coordination, formalization, and
strengthening of a community organization with
the objective of accessing external support (from
a government, private, and/or non-government
organization) in addressing key community
concerns such as training, business/enterprise
This page contains the discussion on EC4 and EC7.
38
Community-driven enterprise development model
SUSTAINABILITY
IMPRINTING
PROJECT
EVALUATION
and
REINVESTMENT
PLANNING
(PO strengthening, asset

management, contract
management, supply
chain management,
accreditation, and network
expansion)
(Data gathering,
processing, and analysis;
reinvestment planning,
and asset expansion)
(Rapid resource appraisal,

Purpose-building and community
organizing, PO registration,
Capacity-building on
organizational development)
PROJECT
IMPLEMENTATION
and
MANAGEMENT
PROJECT
IDENTIFICATION,
PLANNING, and
DEVELOPMENT
(Fund availment and procurement

of inputs, project implementation,
monitoring and documentation,
marketing assistance, support
infrastructure)
(Assessment of enterprise
capital, IKSP documentation,
business planning, capital
sourcing, training and
capacity-building)
development, infrastructure-support (goods and

civil works), packaging and labeling, exposure,
market linkage, and sustainability mechanisms.
SRPCs livelihood and enterprise programs
are also designed to effectively promote local
economic development. The Company envisions
one entrepreneur and one gainfully employed
member for each household so that their
combined income can sufficiently cover for the
39
SOCIAL
PREPARATION
basic food and non-food requirements of the

family.
Imparting Skill Sets and Financial Savvy
During the reporting period, SRPC managed
through its CDED to help increase the average
gross household monthly income of its
Microfinance Project members from 5,000 (NPC
SES, 2012) to 20,423.00, which is roughly 2.59
times more than the 7,890 national monthly
Human/Organizational Capital
Manpower complement and
respective expertise, technology,
infrastructures, equipment
and machineries, knowledge
system and practices, and
other capacities relevant to the
prospect enterprise;
Social Capital
Networks and connections

accessible in operationalizing the
enterprises value chain;
Natural Capital
Land, water and aquatic
resources, trees and forest
products, wildlife, wild foods
and fibers, biodiversity, and
environmental services that the
concerned organization can
commit to protect;
Physical Capital
Infrastructure (transport,
roads, vehicles, secure shelter
and buildings, water supply
and sanitation, energy,
communications), tools
and technology (tools and
equipment for production, seed,
fertilizer, pesticides, traditional
technology); and
Financial Capital
Monetary assets and instruments

that an organization possesses
and is willing to commit.
household poverty threshold (for a family of

five), based on the latest report of the National
Statistical Coordination Board (2012). The
Company was able to achieve this through a
combination of initiatives. These include access
to capital financing through microfinance (see
side story); and livelihood-support assistance
through coaching, training, linkaging, and
marketing; infrastructure development such as
farm-to-market roads, multipurpose building,
water supply systems, piggery facilities, irrigation
canals, seed storage, vermi-composting facilities,
and equipment sets.
The solutions for improving economic activities
in the area are to connect small producers with
buyers and minimize the cost of transporting
people and goods. To achieve this, SRPC helps
finance the construction of foot trails and farmto-market roads, which in turn helps minimize
the strain on the limited resources of rural
households.
One of the most remarkable improvements in
the Companys partner communities has been
the shift to a more enterprising mindset, which in
turn spurred more enterprise-driven interventions.
When SRPC began working with them,
community members were content with income
coming from the provision of labor services in the
various civil works.
SRPCs goal for these communities is to help
its members sustain themselves with a steady
income. One of the ways the Company
achieves this is through the skills training
program on Shielded Metal Arc Welding, Basic
Housekeeping, Consumer Electronics Servicing,
and Basic Sewing. This program imparts skills
and knowledge on these trades to out-of-school
40
youths and women. Out of 139 graduates, 55 of

them, or 40%, are currently employed. Of these,
six are working abroad, 35 are employed in
other provinces, six are employed in the locality,
and eight have their own sewing businesses.
By the end of the reporting period,
memberships for the Microfinance Project
totaled to 618 and the Company supported
600 households with livelihood and enterprise
activities such as cattle production, rice farming,
vegetable production, carabao dispersal, and
tapuey (rice wine) making. A total of 1,258
individuals were engaged in various enterprise
activities, namely: rice farming, vegetable
production, orchard development, vending, hog
raising, poultry, and fishing, among others.
The Foundation has also established
four homeowners associations and four
livelihood organizations. The former has
been maintaining resettlement assets and
compliance with the Housing and Land-Use
Regulatory Board (HLURB) while ensuring a
harmonious relationship between residents.
The latter promotes local economic growth
through partnerships with donor organizations,
implementation of income-generating projects,
and capacity-building for members. Both serve
to empower and inspire SRPCs partners to act
collectively and make decisions with the good of
a greater majority as a primary consideration.
Good Neighbor
SRPC strives to be a good neighbor to its
partner communities, supporting events and
programs that improve social ties and promote
camaraderie among the residents. The Company
provides assistance to local government units
for barangay, municipal, and provincial festivities
or programs such as fiestas or founding

anniversaries, fund raising projects, basketball
tournaments, and Christmas programs among
others. These donations are guided by the
Policy on Expense Report which is in compliance
with the Foreign Corrupt Practices Act. SRPC,
however, does not provide either financial or
in-kind contributions to politicians or political
parties. Below is the breakdown of total financial
assistance from April 2012 to December 2014.
Financial Assistance per Area
San Manuel
959,000.00
San Nicolas
57,000.00
Itogon
260,000.00
Other areas within the host

provinces
208,000.00
Total
1,484,000.00
Revenues and liabilities

(april 2012 to march 2015)
Fiscal Year
9,558,844,466
March 2012*
6,219,629,771
31,679,149,421
$ 105,655,125
March 2013
$ 8,036,743
$ 333,477,956
$ 121,035,742
March 2014
$ 20,011,944
$ 274,575,175
$ 107,744,129
March 2015
$ 23,613,826
$ 192,888,565
* SRPCs functional currency was changed from Japanese Yen () to US

Dollar ($) in November 2012 after the loans were fully paid.
LEGEND:
41
Amount ()
Net Revenues
Liabilities
Equity
This page contains the discussion on G4-9, EC1, EC8 and SO6.
Economic Value Generated and Distributed*
*Following the GRI EC 1 protocol.

**SRPCs functional currency was changed from Japanese Yen () to US Dollar ($) in November 2012 after the loans were fully paid.
LEGEND:
Total Direct Value Generated
Total Economic Value Distributed
Economic Value Retained
Net Income Per AFS
Special note regarding this EC1 table:

SRPC applied the provisions of Philippine Interpretation IFRIC 12, Service Concession Arrangements, to its PPA with NPC. Instead of recognizing
the power station, the Company recognized a concession receivable from NPC because of its contractual right under the PPA agreement to receive
fixed and determinable amount of payments during the cooperation period, regardless of the usage of the power station. The concession receivable,
representing capital cost recovery fees, was measured on initial recognition at its fair value.
Subsequent to initial recognition, the concession receivable is measured at an amortized cost by using the effective interest method. When the
Company receives a payment during the cooperation period, it apportions such payment among:
1. A repayment of the concession receivable, thereby reducing the carrying amount of the concession receivable on the balance sheet.
2. Revenues recognized in the statement of income in the form of the following:
a. Financing income on concession receivable,
b. Operating fees for operating the power station, and
c. Energy efficiency fees for electricity delivered in excess of the contracted capacity and generated during allowable downtime.
Revenue Recognition
Revenue is recognized to the extent that it is probable that the economic benefits will flow to the Company and the revenue can be reliably
measured.
Financing Income on Concession Receivable
Financing income on the concession receivable is recognized using the effective interest rate method over the cooperation period.
This page contains the discussion on G4-9 and EC1.
42
Energy and Operating Fees

The energy fee is recognized based on the actual delivery of energy
generated and made available to NPC in excess of the equivalent
energy of the contracted capacity plus energy generated during
allowable downtime. The operating fee covers the fixed operating and
maintenance costs of the power station, which is computed at certain
rates per kilowatt-hour (kwh) of energy generated and made available
to NPC.
Ancillary Service Fees
Ancillary service fees, which consist of revenues for scheduled capacity
without energy dispatched, are recognized as the scheduled time for
the approved reserved capacity occurs.
Other types of income come from interests from bank deposits and
short-term investments that accrue using the effective interest rate
method, and income from other transactions that are incidental to the
Companys operations is recognized when earned.
EDUCATION
36
52
35
classrooms constructed
classrooms repaired
others (home economics building,

teacher's quarter, school ground,
stage)
Annual Purchases of
Goods and Services
SRPC seeks to continuously grow the percentage
of annual total spend of 24.2% on local suppliers
from Pangasinan and its neighboring provinces
namely, Baguio, La Union, Tarlac, and Itogon.
General Services
6.9%
Car Rental and Pantry
4.1%
Fuel Diesel
3.3%
Vehicles/parts
3.3%
Construction Supplies
1.5%
Appliances/Furnitures
1.8%
General Plant Supplies/Computers
0.6%
Office Printing/Supplies/Christmas Expenses
0.5%
Safety Work Clothes
0.1%
Portalet/Siphoning
0.7%
Others
1.3%
Total-Average Annual Purchases from

Pangasinan
Completed infrastructure projects

from 1999 to 2014
24.2%
Health
6
10
9
3
hand washing facilities

comfort rooms
water systems
health centers repaired
Livelihood
18
4
18
farm-to-market roads (total 7.55 km)

foot trails (55 km)
others (irrigation, floating dock,

perimeter fence, multipurpose
pavement)
43
Completed projects/accomplishment during the reporting period:
livelihood
and enterprise
development
EDUCATION
27,085
elementary
pupils benefited from
English, Mathematics, and
Science Proficiency Program
2,876 loans amounting
to 20,074,000, serving 539

households 1
30,027
1,207
English,
Mathematics, and Science
workbooks distributed
households
extended enterprise
development assistance
3,266
996
story and
reference books donated to
25 schools
individuals trained
in enterprise and skills
development and study
visits
1,577
teachers trained
in English, Mathematics,
Science, and values
formation
114
community health
volunteers trained in
community-based first aid
and hygiene and sanitation
promotion
2,381
children
benefited from
supplemental feeding
program
202
farmers assisted
in the development of 73
hectares into land-based
enterprise projects
274
parents trained
through Wanted:
Mabubuting Magulang
20,423
gross
monthly household income
realized from 5,000 (NPC
SES, 2010), which is 2.59
times more than the 7,890
monthly household poverty
threshold (NSCB, 2012)
114
out-of-school youths
trained in shielded metal
arc welding, consumer
electronics servicing and
basic housekeeping
5 economy-driven
23 women trained in basic
Infrastructure
development
17 classrooms
(9 constructed, 8 repaired)
10 WASH facilities
2 water facilities
2
organizations organized
to serve livelihood and
enterprise development
needs of beneficiaries
farm-to-market roads
(2.2 kms.)
Includes loans disbursed by the Baro A

Namnama Multipurpose Cooperative for
February to March 2015.
others (fence, school

grounds)
sewing
420 children participated
in summer arts workshop

and basic bookmaking
Health
1 health center
5
44
Spotlight:
Microfinance Project
Through microfinance,
SRPC improves the wellbeing of low-income
households, facilitating
better chances at long-term
economic stability and
development at the local
levels.
The Asian Development Bank recognizes

microfinance, or providing loans and other
financial services to poor families, as a highimpact method for bettering the lives of those
who have to make do with less. Similarly, the
United Nations Development Programme
has hailed the strategy for demonstrating in
comprehensive studies that "microfinance
helps very poor households meet basic
needs and protect against risks, associating
it with improvements in welfare of poor
households, enterprise stability or growth, and
empowerment."
SRPC believes in investing in the education,
businesses, and lives of the residents in its
partner and surrounding communities to realize
its vision of energizing lives. As a commitment
to good corporate citizenship, the Company
partnered with the Center for Agriculture and
Rural Development, Inc. (CARD), a leading
microfinance institution in the Philippines,
in August 2009 for the establishment of the
Microfinance (MF) Project, with a particular
focus on the families displaced by the 1998
construction of the SRMP.
The Company aims to make each and every
family a self-sustaining, empowered, and
productive contributor to society. Access
to financial assistance and credit discipline
are effective ways to capacitate starting
entrepreneurs to grow their financial capital with
accountability. The assisted community members
have learned the value of active participation,
timely and sufficient settlement of financial
obligations, and proper business planning.
Specifically, the Company's objectives are:
To ensure greater participation in the
project,
45
To instill accountability in the members,

To increase borrowing capacity and
household income,
To increase the capacity for finance
management,
To raise awareness on the value of money,
To improve savings behavior, and
To increase the management capabilities of
the active centers.
By the end of the threeyear reporting period,
the Microfinance Project had 18 active centers;
Indicators
five new active centers were opened in 2013 and

two in 2014.
Total membership grew by 82%, from 340 in
2011 to 618 in 2014, and showed 95% growth
in the total number of members with loans from
2011 to 2014. From the period of August 2009
to January 2015, the cumulative membership
has reached 618.
The number of loans increased in April 2012 to
March 2013 (1,063) from 632 in April 2011 to
August 2009 March 2015
I. Outreach
No. of Active Centers
18
No. of Members
618
No. of Members with Loans
596
No. of Loans Disbursed

Amount of Loan Disbursed (in )
Average Amount of Loan Disbursed (in )
No. of Outstanding Loans
Amount of Loan Outstanding (in )
Average Loan Outstanding (in )
Interest Income on Loan (in )
3,750
25,277,000
6,740.53
128
389,503.64
3,043.00
3,177,166.35
No. of Drop-outs
After Recognized
19
After First Loan
88
After Second Loan

Savings Mobilization (in )
197
452,374
Capital Build-Up (in )
244,200
II. Portfolio Quality (in )
3,043.00
Repayment Rate
100.00% 1
Total Amount Paid (in )

Total Amount Due (in )
Past Due Amount
Total Principal Balance of Loan With Past Due
Portfolio at Risk
28,006,195
28,006,195
0
0
0%
Effective February 2015, the operation of the Microfinance Project was officially turned over to Baro A Namnama
Multipurpose Cooperative (BANMPC), a cooperative initiated by the San Roque Power Foundation. With the BANMPC,
the Company and the Foundation help create self-sufficient communities, teach people to take charge of their
development, and work toward poverty alleviation through microfinance. The past due amount of 5,900 incurred by
end of January 2015 was collected by BANMPC in February 2015.
1
46
March 2012, and from April 2013 to March 2014

(1,076), but decreased during the latest fiscal
year (583) as acceptances of loan applications
were put on hold beginning October 2014 due
to the proposed transition of the MF Project into
a cooperative. The average amount of loans
disbursed increased by 30%, from 5,721.52
to 7,444.25, due to the members increased
borrowing capacity. Loan disbursements
continued in February 2015 under the Credit
Program of BANMPC.
(3) local migration; and (4) no current need for

additional financial capital. However, majority of
the voluntary terminations in 2014 was due to
non-disbursement of loans in October 2014 to
January 2015. Moreover, other members were
purged by their co-members from the center
due to issues on repayment, attendance, and/
or attitude. A member may be terminated by a
vote of the majority of all the center members
for failing to comply with his/her obligations and
violating center policies.
The number of outstanding loans dropped from

294 in 2011 to 128 by January 2015, equivalent
to 1,317,725.22 and 389,503.64, respectively.
Loan disbursements were temporarily put on
hold in October 2014, but repayment collections
continued.
The repayment rate as of the end of the

reporting period is 100%, which pegs the
portfolio at risk ratio at 0%. The standard set by
the National Credit Council of the Philippines is
5%. The past due amount of 5,900 in January
was already collected in February 2015 by the
BANMPC. No write offs were made since August
2009. The Company considers this a sign of
greater accountability among the Microfinance
Project members, as well as an improved
economic capacity.
Causes of drop-outs were either voluntary or

involuntary. Some members voluntary resigned
from the MF Project due to the following
reasons: (1) local or overseas employment; 2)
inability to attend weekly center meetings;
Indicators
Apr 2012 - Mar 2013
Apr 2013 - Mar 2014
Apr 2014 - Mar 2015
I. Outreach
No. of Active Centers
16
16
18
No. of Members
463
444
479
No. of Members with Loans
419
381
332
No. of Loans Disbursed

Amount of Loan Disbursed (in )
Average Amount of Loan Disbursed (in )
No. of Outstanding Loans
Amount of Loan Outstanding2 (in )
Average Loan Outstanding (in )
Interest Income on Loan (in )
1,065
1,076
583
7,160,000
8,234,000
4,340,000
6,723
7,652.42
7,444.25
418
369
128
2,329,920.95
2,098,479.53
389,503.64
788,404.73
1,062,302.62
751,492.80
5,573.97
5,686.94
3,043.00
No. of Drop-outs
After Recognized
After First Loan
2
47
Balance as of end of each fiscal year
34
16
27
Indicators
After Second Loan
Savings Mobilization (in )
Apr 2012 - Mar 2013

21
Apr 2013 - Mar 2014

46
Apr 2014 - Mar 2015

124
347,137.00
1,757.00
(721,701)
99.74%
99.79%
100.00%
Capital Build-Up (in )
244,200
II. Portfolio Quality

Repayment Rate
Total Amount Paid (in )
6,897,395
9,536,274
6,772,285
Total Amount Due3 (in )
6,915,410
9,556,521
6,772,285
Past Due Amount (in )
18,015.00
20,247.00
Total Principal Balance of Loan With Past Due (in )
32,114.86
25,559.53
1.38%
1.22%
0%
Portfolio at Risk
3
Sum of the amount due during the period plus amount past due
48
49
Nourishing the
Source of Life
Much like water, SRPCs operations
seep through all aspects of peoples
lives. Thus, sound environmental
practices must be observed in
all its operations and actions,
enhancing its corporate value and
improving communities in the most
responsible manner.
Greater Efficiencies in Resource Use

Watershed Rehabilitation and Protection
Improving Water Quality
Mitigating Impacts on Biodiversity
Clean, Compliant Operations
50
alancing four major mandates of

the SRMP: irrigation, peaking power
generation, flood attenuation, and
water quality improvement, SRPC's
work requires a strong focus on
environmental sustainability, beginning with
SRPCs raw materialwater.
Volume of water used during the

reporting period
Year
2012
2,323.90 MCM
2013
2,152.95 MCM
2014
Greater Efficiencies in Resource Use

The use and consumption of materials is mainly
driven by the utilization of water for hydro
power generation. The water is not withdrawn
from the source (the Agno River), but diverted
for power generation. This water is entirely
returned to the river generally unaltered and
ready for irrigation purposes, as managed by
the National Irrigation Administration.
The Companys administrative offices and other
plant facilities consumed about 255,500 cubic
meter of water annually for domestic purposes
such as cleaning, watering, and hygiene
purposes.
Similarly, SRPC seeks to set itself as an example
in the judicious use of energy, well aware of the
burgeoning energy demand nationwide, which
can surpass existing capacity. Its operations
are powered by hydroelectricity, a clean source
of energy with minimal negative contributions
to the environment. However, utilizing this
kind of power is not enough; the Company
analyzes the use of energy at the workplace
and improves systems and strategies for better
efficiency.
On the right is SRPCs electricity consumption
from 2011 to 2014. Based on the data, there is
a decreasing trend in electricity consumption,
with about 40.63%MWh or GJ reduction in the
51
1,687.31 MCM
TOTAL
6,164.16 MCM
0
2000
4000
6000
8000
Consumed Materials by
Weight or Volume
2012
2013
2014
Total
Water
2,323.90
MCM
2,152.95
MCM
1,687.31
MCM
6,164.16
MCM
Paper
2,178 kg
(836
reams)
2,601 kg
(867
reams)
2,751 kg
(917
reams)
7,530 kg
(2,620
reams)
8,317.90 6,759.19
5,637.20
MWh;
MWh;
MWh;
Electricity
29,941.88 24,333.08 20,293.92
GJ
GJ
GJ
Fuel
20,713.58
MWh;
74,568.89
GJ
40,554.21 37,360.39 41,575.20 119,489.80

gallons
gallons
gallons
gallons
Electricity Consumption
Year
MWh
GJ
2011
9,301.61
33,485
2012
8,317.90
29,941.88
2013
6,759.19
24,333.08
2014
5,637.20
20,293.92
This page contains the discussion on EN3, EN4 and EN5.
Nourishing the Source of Life
electricity consumed in 2014 compared to the

consumption in 2011, which is the baseline
year.
The Company endeavors to sustain its energy
efficiencyboth as an electricity generator
incorporating state-of-the-art technology for the
more efficient production of clean energy, and
as an end-user seeking to improve its energy
efficiency in the workplace. SRPC implements
basic administrative procedures like turning
off electric equipment outside operational
hours and giving preference to energy-efficient
products and equipment such as lighting,
computers, and air-conditioning units, and
the preferred use of relatively new cars. The
Company also reduces its use of materials such
as paper, food packaging, and bottled water.
To reduce Company-wide fuel consumption,
Management has enacted flexible work policies,
the systematic arrangement of employee
errands, initiated carpooling programs
to support mass transit, and engaged in
teleconferencing over long distances to save on
travel time.
Notably, there was no fuel consumed for
heating, cooling, and steam, as these are
rendered unnecessary by the very nature of
the plant operations. The Company is also
developing a GHG plan for the monitoring and
accounting of GHG emissions and reduction
measures.
Watershed Rehabilitation and Protection

To be able to maximize the power of water,
SRPC must protect its resource base: the
9,550-hectare San Roque Watershed, situated
within the provinces of Benguet and Pangasinan
and within which the San Roque Dam sits.

Established as a watershed forest reserve
by virtue of Presidential Proclamation No.
2320 on November 22, 1983, it was created
for the purpose of protecting, maintaining,
and improving its water yield for irrigation,
hydroelectric power generation, and other
ecological enhancement purposes of the SRMP.
SRPC committed support to the National
Greening Program of the Government with the
Company-initiated "Grow a Tree for the San
Roque Watershed" program. The program was
launched on July 7, 2011, and involves the
adoption of a degraded 500-hectare portion
of the watershed slated for reforestation. The
project is implemented to mainly improve
the vegetation of the watershed. It is in
partnership with NPC, DENR, and other partner
organizations. Since its inception in 2011, about
201,814 seedlings have been planted in 410
hectares. This socially mobilized tree planting
activity was participated in by 4,845 volunteers.
The established plantation was monitored and
validated by the DENR and the Multipartite
Monitoring Team (MMT) with noted survival rate
of about 80%.
Environmental advocacy programs such as the
establishment of a tree library/arboretum is
also maintained, using indigenous species and
promoting the regrowth of trees species that
were endemic in the area.
To strengthen the conservation advocacy and
protective measures for the birds and wildlife,
SRPC has partnered with the Philippine Eagle
Foundation. The Philippine Eagle Species
Restoration Program within the watersheds of
the Agno River and the surrounding mountains
has been designed so that the presence
This page contains the discussion on EN4 and EN5.
52
of this majestic bird and national symbol

can be considered a meaningful indicator
for the ecosystems health and the overall
environmental condition in the area.
The project touts the Philippine national bird
as the rallying point for the rehabilitation
and protection of the San Roque watershed
areas through environmental education and
public awareness campaigns, support for
forest and watershed protection initiatives,
and ecological research in the San Roque
53
Watershed, northern Cordillera and northern

Sierra Madre. Research efforts over the last
four years (2011-2014) resulted to the first-ever
confirmed documentation of Philippine Eagles
and their nest in the northern Cordillera range in
Calanasan, Apayao and the monitoring/tracking
of the behavioral/dispersal pattern of "Raquel,"
the first-ever Philippine Eagle in Luzon tagged
with transmitters, in the forests of northern
Sierra Madre Natural Park in San Mariano,
Isabela.
Meanwhile, the presence of species Anas

luzonica, or Philippine duck, in the SRMPs
area of operation has also been recorded. The
duck has been categorized as vulnerable
in the International Union for Conservation
of Natures (IUCN) Red List of Species in the
Philippines. About a thousand of Philippine
ducks were sighted during the bird watching
activities conducted with the Wild Bird Club of
the Philippines, NPC, San Roque Watershed
Area Team, and the DENR, within the SRMP
area. Apart from the Philippine duck, there are
no other threatened, critically endangered, or

endangered species found in the vicinity.
Improving Water Quality

SRPC, together with the MMT, continuously
monitors water and sediment quality of
the reservoir and downstream of the dam.
Suspended sediments are detrimental to water
quality, as these may clog and damage fish gills
and interfere with the photosynthetic processes
of crops, as well as recreational activities and
54
aesthetic enjoyment. Sediments also carry

pollutants such as nutrients and toxic chemicals
into the river.
SRPC conducts regular water quality monitoring
that includes in-situ (on-site) measurements
and water sampling at different strategic
locations, using DENRs revised Water Usage
and Classification/Water Quality Criteria.
There are three networks of sampling sites:
one monitoring station upstream (along Balog
Creek), three stations in the reservoir area, and
two stations in the downstream area (20 meters
before the old NIA Weir).
Using a Van Dorn sampling device, water
samples are collected at various depths and
then properly preserved and transported to
a DENR-certified laboratory for analysis. Both
in situ measurements and chemical analyses
indicate that all the identified parameters
defining the desired water quality generally
meets the requirements of waters used for
irrigation and fishery.
55
Quarterly monitoring is also being done to

address risks in the aquatic environment,
making sure that levels of concentration of
nitrogen and phosphorous in the reservoir
are within the DENR standard. The Company
also conducts reservoir-clearing operations by
removing free-floating debris and vegetation
to prevent the proliferation of organic matter
and its decomposition that may deplete the
dissolved oxygen and may result in fish kills and
aesthetic problems in the reservoir.
Upstream of the dam, the effects of water
quality associated with Plant operations are
confined to the reservoir area. Thus, there is no
expected impact upstream. It is worth noting
that water quality assessments downstream
reflected significant improvement, especially
in terms of turbidity and clarity and total solids
dissolved and suspended. The Company is also
equally diligent in monitoring and controlling
the quality of effluent water from its sewage
treatment facilities.
Further, the MMT's Sectoral Monitoring Team

(SMT) monitors and validates environmental
programs and projects quarterly, and reports
findings in a semi-annual MMT meeting for
approval and submission to the Department
of Environment and Natural ResourcesEnvironmental Management Bureau.
Mitigating Impacts on Biodiversity

The SRPC, in coordination with the Bureau of
Fisheries and Aquatic Resources (BFAR) Region
1 and LGU of Itogon, continuously conducts
species stock enhancement in the reservoir.
During the reporting period, SRPC
accomplished the seeding or dispersal of 20
kilos (about 120,000) of elvers in addition to the
seedings of the past years. Dispersal of elvers
was done to enhance stocks in the reservoir
and in compliance with one of the conditions
of Itogon. Since the SRMPs construction, no
toxic substances or invasive species have been
introduced into the area. There are also no
recorded incidents of species poaching and
habitat conversion in the area.
Certain areas that were subject to vegetation
removal and clearing operations have already
been reforested. Other areas have been seeded
with ipil-ipil (Leucaena leucocephala) and are
host to numerous and continuous tree planting
activities. The planting/seeding of the ipil-ipil
also helps bring back the nutrient of the soil in
order to pave the way to the planting of climax,
or primary tree species in the area.
Clean, Compliant Operations

SRPCs operational activities and power
generation emit zero emissions since it does not
burn fuel and there is no associated combustion

involved in the hydroelectricity generation
process. There are no emissions of ozonedepleting substances from cooling systems,
as the operations do not use refrigerants or
freons. The office building uses electricity from
the hydroelectric power generated at the Plant,
hence, indirect emissions from these sources are
considered insignificant. The Companys carbon
footprint mostly comes from the fuel for standby
generator and Company-owned vehicles used
for business trips and transporting employees to
and from the Plant. These account for 1,212.82
metric tons of CO2 for the last three years.
Business trips in 2014, which included overseas
trips for technical training and conferences
attended by Operations and Maintenance and
CSR employees, and the Company outing in
Hong Kong, accounted for 2.38 metric tons of
CO2 emission. However, there is no available
information on the environmental impacts of
suppliers transporting goods and supplies
for the Companys operations. The amount of
carbon emissions arising from the transport
of personnel is more than compensated by its
reforestation program.
Diesel Consumption
Year
Gallons
2012
40,554.21
2013
37,360.39
2014
41,575.20
At the dam, there is no potential emission

of methane due to the absence of waves
that can disturb the methane in the soil from
areas that were cleared of vegetation and
submerged during the construction of the
This page contains the discussion on EU5, EN17, EN18, EN20 and EN21.
56
SRMP. The emission factor used in calculating

GHG emission was based on the United States
Environmental Protection Agency (US EPA)
transport emission factors by fuel type for CO2.
Dust monitoring activities and noise quality
measurement tests are not regularly conducted.
However, if there is a need for construction or
maintenance that will likely emit air pollutants,
temporary air quality monitoring sites are
established at the actual construction sites
and downwind toward the nearest affected
communities. Noise quality measurements are
also taken simultaneously at each air quality
sampling station. At the noise monitoring
stations outdoors of the Power Plant Facilities
at the Powerhouse Area, about 65dBA was
recorded. This measurement is still within the
prescribed limit of 85dBA as per the OSH
Standard Rule 1070 Occupational Health and
Environmental Control.
The Company manages its waste disposal
following the guidelines laid out in the
Solid Waste Management Act and the Toxic
Substances and Hazardous and Nuclear
Wastes Control Act. At present, it has no
critical issues pertaining to non-hazardous and
hazardous wastes, and the types and volume
generated are well covered by the current waste
management approach. Below is a table of solid
wastes generated, collected, and disposed of
from 2012 to 2014.
Solid Wastes Generated, Collected,
and Disposed Of
57
Year
Average Weight of Solid

Waste Generated
Average Weight of Residuals
2012
120 cu.m
36 cu.m
2013
120 cu.m
60 cu.m
2014
120 cu.m
62 cu.m
Residuals and waste such as plastics, paper,

and other biodegradable materials that are not
re-used or recycled are stored at the Material
Recovery Facility and disposed of at a landfill.
No PCB waste was generated because all
transformers used by the Company are PCB-free.
In 2012, about 16,100 liters of waste oil was
transported, treated, and disposed of by Martan
Enterprises, a DENR-accredited company, on
June 20-21 and July 25, 2012 respectively. For
the fourth quarter of 2014, about 2,086 liters of
waste oil are in storage.
In 2010, about 10.37 MT of used lead-acid
batteries were collected, treated, and disposed
of through an agreement with Motolites Balik
Baterya Program. In 2014, about 3.5 mt of
lead-acid batteries were stored in the storage
area.
Throughout its operations, SRPC has procedures,
manual standards, and practices that address
environmental compliance obligations set forth
in the Environmental Compliance Certificate
(ECC); the original, updated, and supplemental
Environmental Impact Study (EIS); and in other
applicable permits, regulatory approvals,
laws, rules, and regulations. The Company
also maintains links with stakeholders for
collaborative partnerships toward environmental
protection and conservation. The MMT MOA
includes guidelines for raising and resolving
environment-related grievances.
To cover expenses for the rehabilitation and
restoration of affected areas and other projectrelated impacts that are not already addressed
through other mitigation measures or programs,
and are not offset by positive impacts of the
Project, it maintains an Environmental Guarantee
This page contains the discussion on EU5, EN18, EN20, EN21 and EN23.
Fund (EGF) that serves as a contingency fund.

The EGF is composed of two components
the EGF Cash Fund and EGF Trust Fundand
comes in the form of interest-bearing and cash
accounts initially amounting to 800,000 and
5,000,000, respectively.
As of March 31, 2015
Particulars
Amount ()
SRPC EGF Trust Fund
5,686,946.48
SRPC EGF Cash Fund
897,877.17
SRPC EMF
894,610.65
Environmental Expense Apr 2012Feb 2015 (Envi Compliance)

Monitoring and Audits, Ground
Maintenance and SWM, Reservoir
Maintenance, MMT and MMT/EGF
TOTAL
15,025,000.28
22,504,434.58
SRPC also maintains an Environmental

Monitoring Fund (EMF), a fund in support
of the activities of the MMT for compliance
monitoring. The EMF was established as agreed
upon and specified in the MMT memorandum
of agreement between the DENR, SRPC,
NPC, local government units, and other MMT
representatives. The fund is an interest-bearing
account initially amounting to 1,000,000
and is meant to cover the costs of the MMT
monitoring activities. Such activities include
transportation, board and lodging, MMT
meetings, honoraria and allowances, collection
and transport of samples, laboratory analyses,
documentation and reporting, and other related
expenses. SRPC replenishes said accounts
whenever balances fall below half of the agreed
initial amount.
58
Spotlight:
Irrigation
Water connects SRPC to its
neighboring communities
and their needs. As such,
the Company sets itself as
a benchmark in efficient
environmental stewardship
so that there is clean and
abundant water supply for
irrigation.
In the little sitio of Narra, a 15-minute drive from

the SRPC compound in San Manuel, there run
irrigation canals by the rice fields and the main
pathway separating lines of houses. Running in
these canals is water that is clean, cool, and clear.
When one bends over, there are pebbles at the
bottom that could be mistaken for gold when the
sun hits the water just rightreminiscent of those
times when the Agno River was known for the
gold that could be found therein.
But another precious commodity shines bright
under the sun in Pangasinanthe pale yellow
grains of palay (rice), so that irrigating these rice
fields and farmlands is a critical deliverable of the
multipurpose project.
As the main component of the SRMP, irrigation
was conceptualized during the planning stage of
the project. The San Roque reservoir is one big
impoundment of water to provide year round
irrigation of up to 36,000 hectares of farmland
across 18 Pangasinan municipalities downstream
of the Agno river.
The peaking power production of SRPC serves
as the regulating mechanism in releasing water
to meet the daily requirements of farmers. On
the average, the San Roque reservoir releases 80
to 120 cubic meters of water per second to be
impounded by the NIA re-regulating pond.
In the past, hordes of farmers trooped to the
SRPC compound to complain of losses due
to drought. Today, with the completion of the
NIA re-regulating pond and the SRPCs strict
observance of the San Roque Reservoir Operation
Rule Curve in peaking power generation, much
has improved in the efficient management of
water.
59
The farmers organization coordinates with

the NIA and presents their irrigation dispatch
requirements in a bi-annual meeting that includes
the NPC, SRPC, the NWRB, the SPDC, and
PSALM.
Because of the regular communication with the
farmers on the daily volume of clean water that is
required to help irrigate farmlands, SRPC has not
heard of any complaints from farmers due to lack
of irrigation during the reporting period.
Gregoria Abad, treasurer of the Sitio Narra
Farmer Irrigators Association, took time out
from a microfinance meeting to say that she
has no problem with the irrigation component.
Dire-diretso yung tubig, di hirap yung palay.
Kapag maganda yung ani, hindi namomroblema
ang mga tao sa pag-aabono. (The water flows
continuously and the rice grows easily. When the
harvest is good, people do not have to borrow

money.)
As it fulfills its peaking power thrust, SRPC works
closely with all the relevant stakeholders to make
sure that the canals always glisten with abundant
clear water running through them. In fact, water
collected and impounded in the reservoir helps
in the process of water recharge in downstream
communities, and there has been no apparent
change in the level of groundwater as a result
of the Projects operation. At the same time, the
residents also share that the irrigation canals do
not overflow even during typhoon season.
More precious than gold, water energizes the
lives not only of the immediate communities,
but the larger Philippine society as these farmers
provide food for a greater number of people.
60
61
Channeling Greater
Productivity
Energizing the lives of millions of
Filipinos by providing them with
clean, reliable power requires
the exemplary performance and
high productivity from each SRPC
employee.
Occupational Health and Safety

Employee Welfare
Training and Development
62
he capabilities of our employees are the

building blocks of SRPCs performance.
With this in mind, the Company makes
sure to promote the advancement of its
human resources and exemplary health
and safety practices as a way of life. In effect,
SRPCs performance exceeds stakeholder
expectations and industry standards and in
return, the Company provides its employees
with a safe and beneficial work environment
where they can flourish and grow.
Occupational Health and Safety

Occupational Health and Safety (OHS) is
the primary commitment of each and every
employee throughout SRPCs operations. For
five straight years, the Company has maintained
its No Lost Time Accident (NLTA) rate, reflecting
a safety performance record of 1.4 million safe
work hours as of the end of the reporting period.
No Lost Time Accident
Reporting Period
Work Hours Rendered
Number of Personnel
2012-2013
287,732
148
2013-2014
317,201
156
2014-2015
315,875
166
The Companys Safety Policy emphasizes the

connection between employee welfare and
Company productivity, and covers all regular
employees and contractors. SRPC has a wellrepresented Safety and Health Committee that
serves as the decision-making body addressing
all safety issues. It is led by the Senior Vice
President for Operations and Site Administrator
as Chair and Engineering and Operations
Manager as Co-Chair, and supported by the
Senior Vice President for Technical Matters
63
(Vice Chairman), a safety engineer, 10 regular

employees in executive and managerial
positions, and five contractors employees from
maintenance, security, medical services, and
the food concessionaire. Seventy percent of the
Safety and Health Committee members comes
from SRPC while the remaining percentage
comes from the contractor's group.
With the guidance of the Safety and Health
Committee and the Technical Improvement
and Audit Group (TIAG), the Company makes
sure that all activities, including those of the
contractors, undergo the Job Hazard Analysis
(JHA) and Safety Assessment. Safety inspections
and audit practices are performed to measure
the Companys compliance with OHS standards,
which include the Department of Labor
and Employments (DOLE) Technical Safety
Inspection on Electrical/Mechanical Equipment,
Risk Assessment Audit of Power Generating
Components, Fire Safety Inspection by the
Bureau of Fire Protection, Fire Protection System
Audit by a third party entity, and the Safety
Management Systems Audit by a third-party
DOLE-accredited entity.
To strengthen SRPC's safety culture and to
make safety an integral part in their nature, the
Operations and Maintenance team conducts
daily Toolbox Meetings. At these meetings, the
team reviews the status of all work activities, and
disseminates and discusses job hazard analyses
with everyone for their understanding and full
compliance. Prevhealth, Inc., the Companys
health care provider, issues regular safety and
health alert and bulletins for the reference and
information of all employees. SRPC also holds
annual Safety Day celebrations.
This page contains the discussion on LA5, LA6 and EU17.
Channeling Greater Productivity
Safety training continues to be a priority. The

Safety and Engineering technical staff are
annually sent on a two-week-long observation
trip to one of Kansai Electric Power Companys
hydro power plants; afterward, they recommend
best practices that can be adopted by SRPC.
The Company also conducted 11 training
sessions attended by 389 regular employees
and contractors, eight of which were attended
by 174 contractors. The safety topics covered
were aligned with the nature of the job and
the requirements of the employees to be
able to deliver quality performances without
compromising their safety.
As a large power company with an

institutionalized OHS culture, SRPC understands
its role in shaping the OHS practices of its
suppliers by encouraging them to comply with
labor laws and safety regulations. For example,
SRPC has a partnership with the DOLEs
KAPATIRAN WISE-TAV Program. Through this
program, the Company serves as a big brother
to its suppliers, sharing its knowledge and
resources to help them improve their own work
conditions, and empowering them to serve as
big brothers to their own suppliers, creating a
ripple effect in the adoption of OHS standards.
This program also helps SRPC oversee
the compliance of its contractors and subcontractors with the labor and safety standards
during their service contract with the Company.
SRPC also participates in the DOLEs Joint
Assessment Inspection of its long-term
service contractors. Labor Law Compliance
Officers (LLCOs) from DOLE Region 1 lead this
inspection, and the compliance with labor laws
and OHS standards of five long-term service
contractors were evaluated during the reporting
period. Those assessed without any noted
violations or non-compliance to standards were
awarded a Certificate of Compliance.
There were no reported injuries, leaves
without pay, suspensions or prolonged sick
leaves caused by any work-related cases for
the reporting period, either among SRPCs
employees or the contractors employees. Safety
Orientations are conducted for all new personnel
and contractors; these provide training sessions
for safety awareness. The Operations and
Maintenance personnel, in particular, are highly
exposed to certain hazards in the workplace.
Common hazards include working at dizzying
heights, exposure to energized and rotating
This page contains the discussion on LA6, LA7, LA14 and LA15.
64
Types of Safety Training

Safety Training Description
Participants
LUKAS Rescue Combination Tool Training Seminar
SRPC Regular
Employees
Contractors'
Employees
19
35
Creating A Positive Safety Culture
Firetruck Operation and Maintenance Refresher Training
28
12
Hazard Identification, Risk Assessment and Risk Control Seminar
32
15
NC2 Defensive Driving Certification Training Course
34
18
Emergency Management Response Orientation Course
22
Advanced 5S Training and Workshop
17
Standard First Aid and Basic Life Support Training Course

Basic Occupational Safety and Health Training Course
65
39
30
Ergonomics in the Workplace
Basic Vehicle Maintenance Workshop Course
23
18
8
equipment, working in confined areas, and

possible submergence. But based on the results
of the Annual Medical Examination conducted
by a third-party provider, there is no recorded
incidence of a specific disease resulting from
an occupational activity. As such, SRPC did not
receive nor was issued any health and safety
non-compliance incident report during the
reporting period.
Employee Welfare
But even the most rigorous of safety cultures

cannot avoid certain natural circumstances.
There were 17 cases of grass fires near the
Companys facilities during the reporting period,
but these incidents did not damage Company
property. Nine minor non-collision vehicular
incidents also took place, but these only resulted
in dents and scratches. No injuries or fatalities
involving the employees and the public resulted
from these incidents.
Workforce Profile
Majority of the regular employees are hired
locally, with 41% coming from the province of
Pangasinan, followed by 27% from the Cordillera
Administrative Region in Baguio and Benguet,
50% of whom are members of the indigenous
groups like the Ibaloi, Kankaney, and Kalinga.
The rest are from Metro Manila and other areas
of Luzon, Visayas, and Mindanao. There are
five employees from Japan and one from North
America. There will be three employees hanging
up their hats within the next five yearsone
Executive (expat), one Supervisory (Baguio City),
and one rank and file (Pangasinan).
SRPC values its employees, and as such, its

Human Resources (HR) policies were crafted
with the welfare of the employee in mind. The
Company makes sure this manifests in the
implemented policies and programs geared
toward rewarding excellent performances to
improve the lives of its people and their families.
This page contains the discussion on LA2, LA9, EU15, EU18 and EU25.
The Company is cognizant of the fact the

Philippine energy industry is very competitive,
with the renewable power sector touted as
the sunshine sector, therefore attracting major
investments. SRPCs competitive remuneration
system reflects the responsibilities and duties
of the position and matches such with an
employees competencythus, no distinction is
made with regard to an employees gender with
regard to remuneration.
Majority of employees are male and are mostly
part of the Operations and Maintenance Group.
Three out of the 14 Executives/Managers and
two out of the eight Supervisory employees are
female. Of the remaining 73 staff, 68% compose
the male population, which is mostly made up
of technical personnel, while the 32% female
employees are generally in the administrative
officesmaking the ratio of the female to the
male population 1:2.3 while the base rate of the
salaries of the males and females is 1.00:3.00.
Performance Incentives
The Company also provides regular
employees performance incentives and
bonuses, promotional increases, and overtime
entitlements. The annual salary increases and
performance bonuses are determined using
an annual performance assessment conducted
at the end of the fiscal year. This appraisal is
based on the key result areas and performance
indicators identified at the beginning of the
performance planning meetings of every
department. Before the final assessment,
managers may conduct a semi-annual review
to monitor employees' progress. The Company
ensures that all employees from every level, from
managers and down the ranks, undergo this
program.
Total Number of Employees

Fiscal Year
March 2013
94
March 2014
94
March 2015
95

by Employment Status
2013
2014
2015
Regular
94
94
95
Probationary
Contractual
20
22
24
Cadet Engineer
11
125
126
123
Total
The years 2013 and 2014 saw no change in the number of regular
employees (top table), although this does not mean there was no
movement in and out of the Company, as the Employee Movements
Table on page 68 indicates.
Employees are protected by group life and

accident insurance and group medical insurance;
the latter covers hospitalization, out-patient
consultation and medicine reimbursement and is
extended to the families of the employees. SRPC
shoulders the total premiums of the insurance.
For retirement benefits and other details, see
page 37.
Other benefits the Company provides its regular
employees are housing, transportation, rice
and meal allowances, mobile communications
subsidies, the provision of Company uniforms
and personal protective equipment, the service
awards, and leave incentives that are above
and beyond what is mandated by law. During
the reporting period, five female and five
male employees availed of the maternity and
paternity leaves, and the Rate of Return was
This page contains the discussion on G4-9, G4-10, G4-11, LA2 and LA3.
66
pegged at 100%. The retention rate 12 months

after the leave was also at 100%.
In 2012, the Human Resources Department
conducted an Organizational Climate Survey
titled 100 Ways-Employees View of SRPC
in Different Angles. This is the first survey
conducted to discover the employees
perception of their working conditions and
how the Management treats them. It is also
the basis for further improving the Companys
management systems and programs for the
employees. The survey revealed that the
employees are generally satisfied with their
employment conditions, compensation,
professional development, and the way
Management treats them.
Employee Profile by Gender
2013
2014
2015
Number
Percentage
Number
Percentage
Number
Percentage
Male
66
70.2%
67
71.3%
67
70.5%
Female
28
29.8%
27
28.7%
28
29.4%
Total
94
100%
94
100%
95
100%
Average Age Across the Workforce*
Age Group
Male
Female
Male
Female
Male
20-29
12
10
10
30-39
11
17
22
10
22
40-49
12
31
12
24
11
23
50-59
11
60 above
28
66
27
67
28
67
Regular
40
Executives
51
Managerial
46
Supervisory
46
Staff
38
Total Number of Contractors

Employees
2013
2014
2015
Security
87
92
88
Ground, Building, and

Village Maintenance
77
85
76
Road Maintenance
17
15
15
Canteen
Concessionaire
23
25
18
Others (includes
health provider,
drivers, etc)
22
45
23
226
241
220
Total
Training Hours Allotted for

Hierarchy of Employees
March 2015
Female
Total
67
March 2014
Average Age
*As of March 2015
EMPLOYEE PROFILE BY GENDER AND AGE

March 2013
Job Level
Job Category
Percentage of Training Hours
Executives
1.0%
Managerial
8.5%
Supervisory
9.0%
Staff
81.5%
Training Costs
Year
Total Number of
Training Hours
Training cost per

manhour (in )
Total Training Costs

Incurred (in )
2013
10,234
1,225.60
12.9M
2014
9,324
1,253.58
11.4M
This page contains the discussion on G4-10, G4-11, LA9 and LA10.
Regular Employee Profile by Region and Nationality

Japan
N. America
Pangasinan
Baguio/Benguet
Others
TOTAL
2013
2014
2015
2013
2014
2015
2013
2014
2015
2013
2014
2015
2013
2014
2015
2013
2014
2015
Executive
Managerial
10
Supervisory
Staff
36
36
36
17
17
17
19
18
21
72
71
74
Total
39
39
37
25
25
25
24
24
28
94
94
95
5.0%
5.0%
4.2%
1.0%
1.0%
Percentage
1.0% 41.5% 41.5% 38.9% 26.6% 26.6% 27.3% 25.9% 25.9% 29.4% 100.0% 100.0% 100.0%
Training and Development
Employee Movements
Fiscal Year
New Hires
Separations thru
Resignation,
Retirement, Transfer,
Redundancy,
Termination
April 2014 March 2015
Male -1
Male - 4
Female - 1
Male 3
Female 2
Male 1
Female 1
Male - 2
Male - 1
Reason
To fill-out vacancies
3 Resignations
2 Redundancy
1 Retirement
1 Transfer
1 Termination
Location
1 from Manila
5 from Pangasinan
1 from Baguio
1 from La Union
1 from Bicol Region

4 from Pangasinan
1 from Manila
1 from Baguio
1 from Japan
Age Group
20-29
30-39
40-49
50-59
20-29
30-39
40-49
50-59
Work
Assignment
CSR = 0
MKT = 0
O&M = 8
=
=
=
=
6
2
0
0
=
=
=
=
1
1
4
2
CSR = 1
MKT = 2
O&M = 5
SRPC remains committed to continuously

developing and strengthening the professional
and personal competencies of its employees.
In 2014, a total of 9,324 hours were spent
for various training sessions to improve the
employees capacities and capabilities. This is,
however, 910 hours less than the previous year
because in 2014, the results of the Skills and
Knowledge Assessment showed that substantial
Competency Gaps have been addressed through
previous trainings; thus, the succeeding training
plans only focused on refresher courses and
other training requirements.
The annual performance appraisal process
provides the Company with insights into the
development needs of its employees so that
they can advance in their careers. Management
training is not only limited to the supervisors and
managers; it is also administered to employees
who have exhibited leadership skills, should they
take the opportunity.
Note: There are two (2) PSC Technicians under Probation for six
months as of March 2015 to fill-out regular positions.
This page contains the discussion on G4-10, LA1, LA2, LA9 and LA11.
68
SRPC allots a substantial budget for professional

training, whether the training is held locally
or internationally. In particular, SRPC sends
Technical Staff from the Operations and
Maintenance group to Japan for three months
in order to experience hands-on training on
overhauling, which is conducted in one of Kansai
Electric Power Companys hydro power plants.
This is a five-year training program for key
technical staff who will be involved in the 2018
major inspection of the SRHEPP. This also serves
69
as an incentive that inspires and encourages

employees to be more productive.
A Leadership Development Program was
established in 2012 so that a pool of qualified
staff will be ready and able to assume higher
levels of responsibility throughout the entire
organization. This program ensures SRPCs
organizational continuity, as it maintains its prime
position as an excellent provider of reliable
hydroelectric power and maximizes the potential
and productivity of its personnel, thus enhancing the Companys corporate performance. The said
program, relaunched in 2014, was made part of the performance goals of managers to train successor
to key positions in the organization.
Likewise, the Company invited financial planning advisers to educate its employees on finances and
investments, thus enabling them to make decisions regarding their money and whether or not to
contribute to the Companys Provident Fund.
70
71
Surging Forward to
Better Communities
Sustaining its social license to
operate is the norm for SRPC
by engaging stakeholders for
community development while
continuing to provide reliable
electricity as energy demand peaks
nationwide.
Impacts and Investment

Community-driven Enterprise Development
72
he social media boom of the last few

years has taught businesses big and small
that they cannot afford to ignore their
customers and stakeholders if they want to
continue operating. License to operate is
no longer a concept confined to a piece of paper.
Businesses have to work closely and in earnest
with their host communities and stakeholders,
gaining their trust and, ultimately, the social
license to operate. It is a difficult endeavor as
social license being a subjective concept, but one
that brings greater rewards to any company if
undertaken seriously.
With this in mind, SRPC has endeavored to make
responsible corporate citizenship the core of all
of its activities within the SRHEPP and outside it,
and to make Social Responsibility one of its Core
Values.
Impacts and Investments

SRPCs operations are located in the three
municipalities of Itogon (Benguet), San Manuel,
and San Nicolas (Pangasinan) and covers a
geographic area within two regions comprising
9,550 hectares of forest land. The Agno River
also runs through this land; it is from this river
and the surrounding forests that the Company
and the municipalities get their resources for the
operations and everyday living, respectively. It
can be a life vulnerable to great uncertainties,
and SRPC is continuously nurturing the positive
changes the Company effects and striving to
mitigate any negative change.
The Company is well aware of the possible
negative effects on the host and surrounding
communities, which are direct results of weather
disturbances during both wet and dry seasons.
Such was the case in 2009, when the NPC and
73
PAGASA instructed the Company to release

water from the San Roque Reservoir due to a
very high water inflow from the Agnos tributaries
and rainfall. This caused concern among the
stakeholders regarding possible deep flooding,
and ever since, SRPC has jointly undertaken
with the NPC and PAGASA efforts to inform the
communities about the flood attenuation thrust of
the San Roque Multipurpose Project.
The SRPC makes sure to create long-lasting
beneficial impact on its stakeholder communities
with its presence in Pangasinan. Thus, SRPCs
Office of Corporate Social Responsibility has
been incorporated into the main organizational
structure since 2006, when the Company
committed to the vision of energizing lives. The
Company then established the San Roque Power
Foundation, Inc. (SRPFI) in 2010 in order to
provide more focus on the needs of the people
affected by the SRMP and to intensify the impact
of intervention on the neighboring communities
that need its assistance.
The Company participates and invests in the
implementation of community development
programs and projects for the SRMP host
communities. The target groups for these
programs include children, youth, women,
and the elderly. The SRPCs intervention is
guided by the Strategic Social Investment Plan
(SSIP), formulated in consultation with assisted
communities and partners. The SSIP consists of
three pillars or priority interventions: livelihood
and enterprise development; education and
healthcare; and environmental protection. It is
aligned with several Millennium Development
Goals such as poverty, primary education, and
environmental sustainability. This plan is one of
the Companys best practices along this indicator.
This page contains the discussion on SO1 and SO2.
Surging Forward to Better Communities
SRPC places importance on the alignment of

its interventions with national and international
policies and programs. To synergize efforts,
the Company voluntarily adopted poverty
alleviation standards and criteria as stipulated
under Republic Act 8425, otherwise known as the
Social Reform and Poverty Alleviation Act. The
Millennium Development Goals also served as
guidelines in the CSR programs up until this year.
Community-driven Enterprise Development

To operationalize these commitments, SRPCs
actions are guided by the Community-Driven
Enterprise Development (CDED), a development
paradigm conceptualized with SRPC partners in
the implementation of its programs, projects,
and activities in the communities of Itogon, San
Nicolas, and San Manuel.
This page contains the discussion on SO1, SO2 and EU22.
74
The construction of the SRMP, which took place

between 1998 and 2003, displaced 660 families,
287 of which were resettled in the NPC-developed
resettlement sites and the other 373 opting to
relocate on their own. The NPC compensated all
the families displaced by the Project, whether in
affected properties or lost resources. In 2014, four
livelihood associations were organized to access
both government and private donor assistance to
livelihood projects that are being implemented by
assisted households within the resettlement sites.
To date, the Company complements the social
development programs started by the NPC.
Livelihood and Enterprise Development
This is part of the commitment of the SRPC,
through the SRPFI, to build sustainable
communities via interventions on livelihood and
enterprise development. The Company helps
partner communities gain access to financial
business capital, capacity-enhancement,
institution-building, support infrastructure,
and linkages to other support organizations.
Neighboring communities have since been able to
collectively enjoy various forms of assistance from
the government and private organizations ranging
75
from receiving seeds to the building of various

livelihood support infrastructures.
This then gave rise to the Baro a Namnama
Multipurpose Cooperative (BANMPC) on February
02, 2015. Initiated by the SRPFI, it is envisioned
that this local cooperative will be the impetus
for building sustainable communities within
Company-assisted areas.
Baro a Namnama is one of the Companys best
practices. The Baro A Namnama Multipurpose
Cooperative (BANMPC) was established to
institutionalize the gains of the MF Project.
It comprises members from the affected
communities of the SRMP. The BANMPC is
presently being assisted by the SRPFI until the
members developed the capability to manage
the cooperative on their own. The Cooperative
aims to: institutionalize and localize the provision
of business capital; create a thrift and savings
facility; generate funds to further support business
activities; and become a facility for assisting
in the consolidation and trading of products
generated from assisted communities within host
municipalities.
This page contains the discussion on SO1, SO2 and EU22.
Surging Forward to Better Communities
Education
In terms of the educational programs, the
Company conducted several learning projects
and sustained campaigns for children such as
Donate A Book, Make Reading Fun to improve
the reading proficiency of school children and
Summer Arts Workshop to enhance childrens
creativity and artistic talents. The Company
also supports the construction and repair of
educational infrastructures through the Adopt
A School Program and Brigada Eskwela. The
Company also provides a monthly subsidy to
volunteer teachers. For the reporting period, the
Company assisted 63 volunteer teachers from the
three host municipalities.
In 2012, the Reading, Mathematics, and Science
Proficiency Program developed its own culture-based
workbooks written by teachers from the Department
of Educations Pangasinan Division II and Itogon
District II. These workbooks are now being used by
Grade II and III pupils from the 89 public elementary
schools supported by the program. The textbooks
are as follows: The Science and Health III Workbook;
Lets Read, Think, Speak, and Write English; and The
World of Language and Reading.
Health
The Company aligns its initiatives with the health
programs of the government, such as the antidengue campaigns. The Company contributes to
the construction and repair of health infrastructure
in the host communities, undertakes programs
that promote the proper use of water and the
importance of personal hygiene and public
sanitation, and supports capability-building
programs for community health volunteers. It also
conducts supplemental feeding for elementary
school children to promote nutrition and to
improve attendance rates and performance.
Environment
Finally, for environmental protection, the Company
is dedicated to improving the environment
where it operates. It continues its tree library/
arboretum project, bird and wildlife conservation,
fish stock enhancement, the furtherance of the
Philippine Eagle conservation project, and initiates
campaigns to spread environmental awareness.
The environmental programs are discussed further
in the environmental section of this Report.
This page contains the discussion on SO1 and SO2.
76
The Legacy of
Ryukichi Kawaguchi
"Our slogan is to
provide the power to
energize lives'. While
being profitable,
we have prioritized
implementing
projects and
programs in the
areas of livelihood
and enterprise
development
promoting quality
education, healthcare,
and environmental
protection."
77
78
The Legacy of Ryukichi Kawaguchi
Walking down the hallways of the SRPCs

corporate headquarters, Ryukichi Kawaguchis
stoic expression seems to give off a distant air. As
President and CEO of a burgeoning hydroelectric
Company comprising over 100 employees,
one must be focused, driven, determined. But
underneath all that lies a strong compassion for
those same employees, that same Company.
At office parties, Technical Purchasing Assistant
Percival Pedro would see him going around the
tables, talking and listening to the employees.
He always replies to text messages, shares
Pedro.
Accounting Manager Rheena De Guzman adds,
He seems very strict and has a stern face,
but he is very dedicated and serious about his
objectives.
In the 23 years or so that Kawaguchior RK,
as his employees like to call himhas been
working in the Philippines, at least half of that
time has been devoted to leading the San Roque
Power Corporation to a cleaner, greener, more
socially-conscious future, and to putting together
an example of good corporate governance
for its competitors in the field of clean energy.
The hydroelectric power Company began its
operations in 2003 and has a concession period
of 25 years. In 2028, as a consequence of its
nature as a Build-Operate-Transfer project,
all its assets will be returned to the Philippine
government and managed by the Strategic
Power Development Corporation.
However, his time as President and CEO is
about to come to a close. Its a testament to his
leadership that his subordinates will remember
him best as someone who truly cared for their
opinions and well-being.
79
Electrical Maintenance Supervisor Ricardo Juan

describes Kawaguchi as, A simple but effective
leader, and a humble man, who is nonetheless
comparable to a teacher of a very hard subject
at school." According to Human Resources
Assistant Michael Sese, He is not conventional,
but in a way, he still teaches you that shortcuts
cannot substitute learning the fundamentals,
and that self-discipline is still the highest form
of audit.
He is a leader who commands authority, but at
the same time, he is compassionate about the
needs of each of the employees, says Edgar
Allan Villegas, a Maintenance Manager. He
seems to know every employee personally
even knows everyone by their first names. You
dont see him that often, but just like a typical
father, you know that he is always there behind
the scenes, ready to give support.
Dam Instrumentation Engineer Jeric B. Codiera
described him as a leader with profound
knowledge. I will remember him best for his
sphere of influence that motivates his troops
at all levels of the organization towards one
common goal.
Passionate About Sustainability,

Compassionate to Fellow Man
Under Kawaguchis tenure as President and
CEO, the Company committed itself to helping
the nation build sustainable communities
by providing reliable, renewable energy to
power the countrys growth, while making
sure it shared its value with its stakeholders.
He says, Our slogan is to provide the power
to energize lives.' While being profitable,
we have prioritized implementing projects
and programs in the areas of livelihood and
enterprise developmentpromoting quality

education, healthcare, and environmental
protection.
It was through his initiative that SRPC created
the Corporate Social Responsibility department
in 2006, and the San Roque Power Foundation,
Inc. shortly after. In 2012, Kawaguchi was
accorded the Silver Medal for CSR Leadership
Award by the Asia-wide Global CSR Awards,
affirming that the mark of a true leader is
measured by the good that one has been able

to share with a greater majority.
The Global CSR Awards, organized by The
Pinnacle Group International, is Asias most
prestigious award for Corporate Social
Responsibility.
RKs projects that had the most impact on
stakeholders are those related to education
and livelihood, says Lalaine Estayo, a senior
80
accountant. As the saying goes, give a man a

fish and you feed him for a day; teach a man to
fish and you feed him for a lifetime. This aptly
describes the thrust of RKs mission for the
projects affected communities."
For Vice President for CSR Tommy T. Valdez, it
was the Microfinance Project. Valdez says, "the
Microfinance Project provided a sustainable
solution to the basic problem of the people
in starting their livelihood projects. The
implementation of the Microfinance Project
also developed the sense of accountability and
responsibility among the beneficiaries."
Chief Operations Superintendent Rubi Cuta
opines that it was Kawaguchis securing Ancillary
Services that had the most impact. It resulted to
SRPCs management of water, which was earlier
done by other agencies. This resulted to more
efficient use of water to serve the Multipurpose
objectives.
In todays ever-changing world, CSR and
sustainability are key to a businesss responsible
growth, for it does not divorce earning profit
from accountability toward a businesss
stakeholders or the resources found in the
surrounding environment.
Companies with solid CSR and sustainability
programs help create long-term business
growth that protect the welfare of employees,
and can go a long way in influencing employee
behavior and boosting Company morale.
The sustainability agenda promotes among
employees a sense of purpose, and helps
solidify loyalty to the Company and promote a
vibrant workplace culture.
81
RK will be remembered for motivating the lives

of not only SRPC people but others. During
his presidency, he touched countless of lives in
the communities of Pangasinan and Benguet
who are recipients of various social projects
and assistance, and thus, SRPC became a Big
Brother, says Maintenance Planner Arnulfo
Academia.
SRPCs outreach programs were Pedros first
exposure to CSR and he understands their
importance to the Company. Projects that
help in maintaining the sustainability of a
community are as important as those that help
in maintaining the power plant. These programs
will help the community become productive
and independent; in the long run, the Company
benefits, with smooth operations and less
demands from the area. I believe that Sir RK
has done his best for SRPC. He listens and
decides with the best of intentions to improve
benefits for the Company, community, and the
stakeholders.
SPRCs willingness to undertake the Global
Reporting Initiative-based Sustainability
Reporting Framework was, similarly, a thrust of
Kawaguchis.
Sustainability reports provide stakeholders
with essential information on the Companys
direction, as well as the areas potential for
convergence and/or participation pertinent to
delivery of outputs such as irrigation, hydro
power, flood attenuation, and acceptable
water quality. Because of this, SRPFIs Program
Coordination and Implementation Manager
Arzel Manalili believes that Kawaguchis focus
on sustainable performance has the most
wide-ranging effect on the Company and
its stakeholders. He says, Mainstreaming
sustainability reporting will not only enhance

objectivity of performance appraisal processes,
but also increase productivity and define
employee incentive systems, thus leading to a
more sustainable organization.
Inspirational Leader, Listener, Motivator

Kawaguchi also encouraged a culture of
openness. He instituted Voice-Outs, regular
sessions that take place every first Monday of
the month where employees can personally
express their concerns and issues to him, thus
shortening the distance between the rank-andfile and the Management.
When we launched the Voice-Out Meeting, the
employees felt that they had a chance to air their
concerns directly to the President and CEO of
the Company, says Human Resources Manager
Rhona Apil. During these meetings, RK listens
to the employees. His presence, as well as his
participation in the team workshops and games,
has showed that he truly is reaching out also to
our employees."
It broke all barriers between an employee and a
president, adds Juan.
Kawaguchis HR programs has also made a
resounding impact throughout the Company,
and it was during his term that most of the
benefits were enhanced. Academia shares,
There are countless improvements for
employee benefits that were introduced. It
shows that the employees always have a special
place in RKs heart, and his love motivates us to
accomplish more.
through patience and leading by example. He

made me realize that if you want to change a
bad habit, then you better have self-discipline.
He once told me when I was late to work again,
Are you not ashamed? Your President comes
to work on time every dayand I am not young
and I can afford to be late because I am the
President. But every day, I choose to get up
and be on time, so no more excuses, no more
reasoning. Just do it, be on time'."
Beyond Company grounds, Kawaguchi led the
SRPC team in gaining the commitment and
support of the host communities and local
government units for the hydro power plant
through development programs based on the
actual needs of the community. The SRPFI
went on to initiate and implement numerous
community projects with heavy emphases
on livelihood and enterprise development,
education and health, and environmental
protection.
With his retirement from SRPC, Kawaguchi
leaves behind a legacy of leadership defined
by responsibility and greater accountability. His
brand of transformational leadership inspires
everyone who has worked with him to aspire for
more ambitious goals that improve the lives of
more Filipinos.
Sese best remembers Kawaguchi for helping

him through habitual tardiness. RK helped me
82
Testimonials and Messages

RK has been a different kind of President. My
first impression of him is now totally different
from what I know him to be through the past
seven years Ive worked with him. He is very
dedicated and serious about his objectives.

Rheena De Guzman
Accounting
I would like him to know that I am very grateful

for his tenure as president. I would like him to
know that he was really a blessing to many.

Ricardo B. Juan
Maintenance

Percival W. Pedro
Purchasing
I would like to tell him that he brought the

Company into greater heights. It was during
his time that responsive CSR projects were
implemented and created a significant impact to
the lives of the people affected by the project. It
was during his time that the company started to
adhere to sustainability reporting and eventually
the preparation of the Companys Sustainability
Roadmap, a move that initiated the serious
fulfillment of the Companys vision in energizing
lives.
We are very grateful for the time he was

our president, the inspirations and growth he
caused, the blessings he gave, and the happy
memories we all shared.

Rubi Cuta
Operations

Tommy T. Valdez
Corporate Social Responsibility

I would like RK to know that he had not only

made SRPC one of the finest, but also touched
the lives of every employee, and most especially
our families.
Angelica Olivar
Accounting

Jeric B. Codiera
Engineering
83
I will remember him best as a participative

leader, because he values input from members
of the Management team, but accepts the
responsibility to make the final decision.
He is very honest with his expenditures and

limits. Id like him to know that Im lucky to be
his secretary. He is a very compassionate person
with a big heart.
I want to thank RK not just as an employee

but as a person: for the knowledge he has
shared with us, for the fatherly attention he has
showed us, and his generosity in considering
our proposed enhancements in our benefits and
employee programs.

Maria Rhona Liza J. Apil
Human Resources
Twice he has been my President, and I would

like him to know that his presence was felt
not only by me, but my family. His guidance,
generosity, and his giving me the chance to work
with him was an absolute honor. Thank you, and
I will miss you, Sir RK.
I will remember him best for his thoughtfulness

in bringing pasalubong every time he travels,
the times that he comes out of his office to trade
jokes and share stories with us, his love of books,
and his passion for learning. I hope that he will
always remember that during his time at SRPC,
he was an inspiration to all of us. That aside
from being the Companys President and CEO,
he is also a mentor, a role model and a father to
us. He is a living example that a person is never
too old to learn, to set new goals, or to dream.
From him, I learned that the key to every great
achievement is hard work; that to achieve your
dreams, it is not a matter of being smart, it is a
matter of being diligent.

Lalaine A. Estayo
Accounting

Michael A. Sese
Human Resources
RK is a true samurai. Although retired and

should have been enjoying the fruits of his
labor, when he was called to manage SRPC
he devotedly accepted the offer. He is a real
inspiration of a good follower and a leader
he walked extra miles of his career, to serve
and inspire. Thank you for passing through
San Roque Power Corporation as you walk
the road to success and for sharing with us
your achievements through your kindness and
generosity.
Arnulfo Academia
Maintenance
Sir RK, we feel how much you love the

Company, its employees, and the purpose by
which the Company stands for. Having said
that, please also know that we wont fail you.
Please accept my deepest gratitude for giving
me the chance to work with a servant leader like
yourself, and may God bless you more in your
future endeavors.

Arzel C. Manalili
San Roque Power Foundation,
Inc.
I would like RK to know and always remember

that he made SRPC a great place to work.

Edgar Allan Villegas
Maintenance
84
Awards and Recognition

2015 Certificate of Recognition
Sustainable Livelihood Program
from the Department of Social Welfare and
Development Region 1
February 18, 2015
64th DSWD Anniversary Celebration
Bauang, La Union
2014 Perfect Safety Record Award
from Safety Organization of the Philippines, Inc.
December, 4, 2014
47th National Industrial Safety Convention Crown
Legacy Hotel, Baguio City
2014 Special RecognitionCSR in the Community
from the Sustainable Business Awards Philippines
July 14, 2014
Sustainable Business Awards Philippines 2014
Dusit Thani, Manila
2013 Certificate of Recognition
from the Department of Education Adopt-A-School
Program
December 12, 2013
Adopt-A-School Program
DepEd Complex, Meralco Avenue, Pasig City
2013 Perfect Safety Award
from the Safety Organization of the Philippines, Inc.
November 13-15, 2013
46th National Industrial Safety Convention
Pearlmont Inn, Cagayan de Oro
2013CSR Leadership Award to Mr. Tommy T. Valdez
from the CSR ExcellenceLeadership Recognition and
World Marketing Summit Malaysia
September 30, 2013
World Marketing Summit Malaysia Putrajaya
International Convention Center, Malaysia
2012 CSR Silver Leadership Award to Mr. Ryukichi
Kawaguchi
from the Annual Global CSR Summit
April 19, 2012
4th Annual Global CSR Summit
Boracay, Aklan
85
Sustainability Team Members
THE SUSTAINABILITY COUNCIL

Ryukichi Kawaguchi, President and CEO
William Connell, Senior Vice President for Operations and Site Administrator
Katsutoshi Aguro, Senior Vice President for Technical Matters
Carlos M. Echevarria, Vice President, Treasurer, and Chief Finance Officer
Tommy T. Valdez, Vice President for Corporate Social Responsibility and Security
THE SUSTAINABILITY Technical working group
Tommy T. Valdez, Head of the Sustainability Technical Working Group
Raymund N. Mariano, Engineering and Operations Manager, Engineering Department
Edgar Allan F. Villegas, Maintenance Manager, Maintenance Department
Marcel P. Ablog, Plant Systems and Communications Manager, Plant Systems and Communications Department
Rubentheo P. Cuta, Chief Operations Superintendent, Operations Department
Rheena Liza D. De Guzman, Accounting Manager, Accounting and Finance Department
Ma. Rhona Liza J. Apil, Human Resources Manager, Human Resources Department
Marita L. Ebojo, Purchasing Manager, Purchasing and Administration Department
Rodelio S. Laigo, Senior Accountant, Accounting and Finance Department
Michael A. Sese, Human Resources Assistant, Human Resources Department
Jayson P. Palado, Jr., Junior Operations Engineer, Operations Department
Arnulfo V. Academia, Maintenance Planner, Maintenance Department
Frederick M. Go, Maintenance Technician, Maintenance Department
Paul F. Tello, Safety Engineer, Safety Department
Melania O. Abubo, Civil Engineer, Engineering Department
Michael D. Mercado, Plant Systems and Communications Technician, Plant Systems and Communications Department
Ma. Concepcion P. Evanoso, IEC and Special Projects Supervisor, Corporate Social Responsibility Department
Rochelle S. Idanan, Social Development Supervisor, Corporate Social Responsibility Department
Tamcyn C. Ubaldo, Environmental Specialist, Corporate Social Responsibility Department
Laurencio T. Cornel, Consultant, Corporate Social Responsibility Department
Arzel S. Manalili, Program Coordination and Implementation Manager, San Roque Power Foundation, Inc.
TECHNICAL CONSULTANTS
Colin Legarde Hubo, Vice-Chair, Center for Social Responsibility, University of Asia and the Pacific
Daniele Coronacion, Faculty Member, Center for Social Responsibility, University of Asia and the Pacific
Concept, Editorial, Design, and Layout, Drink Communications
Photography by Toto Labrador, John Carlo Despi, Renjie Tolentino, Annabelle Amantillo, and Klaus Nigge
86
External Review Committee

Collective Statement*
University of Asia and the Pacific
SRPC operates a power peaking plant which is
a critical component of the countrys electricity
infrastructure. It has efficiently discharged its
function to fulfill the contracted capacity of
110MW. It has contributed to the reliability of
the grid with its 411MW maximum capability.
The plant has also proved itself a reliable
Ancillary Services Provider to NGCP. Positive
externalities of the power plant operation
and dam management consist of yearround irrigation of around 21,000 hectares in
downstream farmlands in Pangasinan, flood
attenuation for 16 towns affected by perennial
flooding, and maintenance of the quality of
water downstream (lower Agno River) through
the reservoir that acts as a stilling pond. It
coordinates with the NIA, the NPC and the
NWRB in establishing Rule Curves for efficient
management of the reservoir, to meet irrigation
and energy demands, and flood attenuation.
It has generated significant economic value
that has been efficiently distributed to capital
providers (investors, owners), labor, and
government (national and local). Economic value
retained is geared for future capital investments
and maintenance operations. Positive
externalities accrue to the host communities in
terms of direct economic benefits to laborers
contracted by SRPC and local suppliers of
goods and services, as well as in terms of
indirect economic impacts (benefits) provided
to host communities. Indirect economic impacts
arise from a responsible Corporate Social
Responsibility (CSR) Program designed to

improve livelihoods and general welfare of host
communities.
In terms of Economic Sustainability, SRPC can
be viewed as a socially responsible company
that puts a premium not only on generating
significant returns to investors but also positive
economic impacts to host communities and
the country in general. However, there is room
to improve the CSR Program in terms of scale
(e.g., expanding the number of schools or
students assisted, improving local health units or
centers especially in the upland barangays) and
amount of financial assistance provided. CSR
expenditures should be viewed as investments in
human capital and host communities, which will
generate positive externalities to the Company
in the immediate future, and not as needless
company expense that is simply required to
maintain good relations with local communities.
One of the vital indicators of the sustainability of
SRPC is its ability to keep the potential negative
impacts of its operations on the environment at
innocuous level and to capitalize on its potential
favorable impacts to improve the overall quality
of the environment, natural resources, and
ecosystem services. The strategies adopted
by SRPC to enhance the protection of the
environment, natural resources, and ecosystem
services are categorized according to the
aspects of environmental impacts and protection
being addressed. These include raw materials
* The role of the External Review Committee is to validate via external assurance activities the company's 2014 performance, as presented in its
sustainability report, based on GRI.G4 sustainability reporting and disclosure requirements. The assurance given in this statement is based only on
relevant data or information disclosed to and/or received by the Committee during the validation process, and does not extend to matters beyond
such data or information and/or outside such process.
87
This page contains the discussion on G4-17 to G4-24 and G4-32.
used, energy consumption, water, biodiversity,

and protected areas, GHG emission, effluents
and wastes, impacts of products and services,
compliance with existing laws, transport,
expenditures in environmental protection, track
record of suppliers in environmental protection,
and environmental grievance mechanism.
were adversely affected by SRPC operation.

The river and forest ecosystems within and
around the SRMP reservation are adequately
protected and maintained. Natural habitats that
were damaged are either successfully restored
or replaced by similar habitats established and
protected in another area.
The Sustainability Report of SRPC discloses its

efforts to minimize the adverse environmental
impacts of its operations by adopting
environment-friendly practices and by facilitating
the restoration of ecosystems and the natural
environment that were damaged in the course
of its production activities. Validation of the
report reveals that SRPC was diligent in keeping
responsibility and commitment to promote the
efficient and sustainable use of natural resources
and the protection of the environment.
The solid waste management and wastewater

treatment practices of SRPC protect soil and
water from contamination and help conserve
ecosystems and natural habitats inside and
around the SRMP reservation. Most of the
energy consumed by SRPC is from its own
generated hydroelectricity. The fossil fuels they
reported are used to run standby generator
sets and service vehicles. On this account,
SRPC does not significantly contribute to GHG
emission. The implementation of energysaving practices further helps reduce its carbon
footprint. Transportation of personnel is the only
major source of carbon emission attributable to
SRPC operations. There are measures to reduce
the use of such transportation and increase the
use of state of the art teleconferencing facilities.
Hydro power is classified as a clean energy.
Hence the adverse downstream impacts of
SRPCs product are almost nil. The absence of
records of violation of environmental regulations
and the lack of grievances filed against the SRPC
are proof of the effectiveness of its efforts to
protect the environment and natural resources.
By nature, hydro power generation is not a

natural resource extractive and consumptive
activity. The SRPC generates hydroelectricity by
harnessing the energy of impounded natural
stream water through turbines that eventually
release the water back to its normal course
with practically unaltered physical and chemical
properties. In addition, the impoundment
of surface water in the reservoir reduces the
amount of sediment load in the streamflow.
Hence, SRPC operations do not degrade the
water resources for irrigation and domestic uses,
and the river as habitats of important wildlife
species.
Paper is the only other major natural resourcebased material that SRPC uses. Its report
shows that the amount of paper that SRPC
uses has been increasing, but there is a plan to
reduce paper works through paperless office
transactions. Through the years, there has been
no known species of plants and animals that
Moving forward, the SRPCs environmental

monitoring systems could be made more
comprehensive to cover the areas upstream of
the reservoir and downstream of the spillway
all the way to the flood plains and coastal
areas. The monitoring of biodiversity and
ecosystems could be improved by adopting
methods consistent with existing national
and international protocols. Participation of
88
External Review Committee Collective Statement*
other stakeholders such as the LGUs, local

communities, and research and academic
institutions in environmental monitoring and
protection could be expanded.
Freedom, equity, security, and human dignity
(collectively, decent work) are important
attributes of the World of Work at SRPC. The low
turnover rate (separation rate minus accession
rate) indicates that leaving the firm is not easy
owing to job satisfaction and voice mechanisms.
The Cadetship Training Program for licensed
engineers, with about a dozen cadets yearly,
contributes to the accession rate in the firm and
is a best practice. Compensation is competitive.
There is a good variety of benefits above
the minimum in the GRI G4 Manual. The firm
observes a seven-day notice period and there is
open communication between the Management
and employees. While there is no union or
collective bargaining agreement, alternative
forms of employee representation exist to boost
work relations, e.g., General Assembly (every
first Monday of the month), Toolbox Meeting (in
all technical departments), Open Door Policy,
Voice-Out, Grievance Machinery (with formal
processes).
On average, rank and file employees have
higher training hours than managerial and
supervisory employees while male employees
have greater training hours than female
employees. These are correlated to the firms
gender ratio of about seven males to three
females. The various training programs,
designed to upgrade employee competencies,
are significantly linked to enhanced workplace
productivity and institutional memory. Workforce
diversity is indicated by race, ethnicity, gender,
and age. And SRPC has an Indigenous Peoples
Development Plan.
89
There is joint assessment/inspection of

contractors, who have been given Certificates
of Compliance by the Department of Labor
and Employment (DOLE). Employment and
suppliers contracts contain provisions on
human rights. Albeit, concerns have been raised
about night shift differential and overtime pay,
these reflect the need for wider dissemination
among suppliers of DOLEs new rules on
labor laws compliance system, contracting or
subcontracting, and the employment of night
workers.
The establishment via the San Roque Power
Foundation, Inc. of the Baro A Namnama
Multipurpose Cooperative with 227 members,
which is engaged in microfinance, among other
welfare-enhancing activities in host communities,
is another best practice.
All told, collaborative governance, which entails
information exchange, action or movement
harmonization, resource sharing, and capacity
enhancement among SRPC and its various
stakeholders, is an approach that is worth
broadening and bolstering for more meaningful
and empowering grievance-handling,
productivity-gains sharing and participatory
programs. Inherent to such an approach is the
recognition of workers just shares in the fruits of
production and, for the enterprise, reasonable
returns to investment, expansion, and growth.
Such an approach would also enrich reporting
and disclosures.
Since the release of its first Sustainability Report
for 2011, SRPC has made great strides in its
contribution to the good of society through
the responsible exercise of its mandate as an
institution for irrigation, flood attenuation, and
power generation. The completion and release
of its 2012 Sustainability Roadmap, and now the
publication of a more comprehensive 2012-2014

Sustainability Report using the G4 format, reflect
this continuing commitment to set more lofty
goals to meet the needs of stakeholders through
better services, and to monitor and disclose
performance subject to the objective scrutiny of
third party assurers.
The commitment to become an active and
relevant player in social development in the
community in which it operates, and to the
nation as a whole, is captured by the GRI
indicators that SRPC has adopted to disclose
what it has achieved by far and what it seeks
to achieve in the future. The indicators as
well as other disclosures for society and
product performance covering the period
2012-2014 generally meet the A rating for
GRI standard for report content in terms of
inclusiveness, sustainability context, materiality,
and completeness and for quality in terms
of balance, accuracy, timeliness, clarity, and
reliability. SRPCs report on society and product
responsibility complies with the disclosure
standards of the GRI.
The practice of regularly disclosing performance
and setting management sustainability goals
based on international standards has helped,
and continues to help, SRPC in finding a balance
among seemingly different and contradictory
social and service commitments to various
stakeholders, i.e., the need to release water to
protect the dam or continue to supply power
during storms while ensuring that irrigated farms
are not inundated. As a consequence, SRPC has
put in place compliance systems for regulatory
demands as a power generation facility as well
as obligations to irrigate the farms.
performance reporting and monitoring. SRPC

has completed and even posted online its
Sustainability Roadmap showing the use of GRI
standard protocol indicators. It has recently
disclosed the outsourcing of its supplier
accreditation to a third party using SRPCs
stringent accreditation standards. A MultiSector Monitoring Team (MMT) that facilitates,
for stakeholders, feedback on performance
and consultations, as well as inputs to decision
making, has been set up. And there has been
disclosure, formulation, and execution of a
Strategic Social Investment plan (that is linked to
some MDG goals), which serves as a roadmap
for community engagement.
To improve on report quality and to capture
a better appreciation of its social and service
performance over time, SRPC may want
to consider a time series of its social and
operational indicators covering the reporting
period from 2012-2014. To have more balance
in reporting, SRPC may disclose the challenges
it is facing to meet commitments to different
stakeholders and in the implementation of its
programs for communities.
On the whole, the Companys 2014
performance, as presented in its Sustainability
Report using the GRI G4 frame, complies with
the standard reporting and disclosure guidelines
and protocols.
The Report indicates some significant strides

in SRPCs effort to improve on its present
90

DR. ATTY. JONATHAN SALE, Ph.D.

(Chairperson, Assurer for Labor and Human Rights
Performance)
He finished his Bachelor of Arts (Political Science),
Bachelor of Laws, Master of Industrial Relations
(with academic excellence), and Doctor of Public
Administration (as top graduate) at the University
of the Philippines (UP) Diliman. A member of the
Philippine Bar, Dr. Sale is Associate Professor and
Dean at the UP School of Labor and Industrial
Relations. Dr. Sale received the UP Diliman Centennial
Faculty Grant Award in 2012 and 2013 and the UP
International Publication Award twice in 2014. He
was cited as an expert contributor to the World
Justice Project Rule of Law Index for 2010, 2011,
and 2014. He received the 2010 Natatanging Alumni
Award for Research and Labor Education. As a
lawyer, he has counseled for labor, business, among
others, in different venues. Dr. Sales pleadings and
practice have contributed to labor jurisprudence
via Supreme Court and Court of Appeals decisions
concerning workers rights, benefits and tenure, and
management prerogatives. He has lectured in the UP
Law Centers Mandatory Continuing Legal Education
(MCLE) Program on Human Resource Management
in the Public Sector and Changes in Philippine Labor
Relations Policy. Dr. Sale has published researches
in the peer-reviewed Philippine Journal of Labor
91
and Industrial Relations (UP), Ontario International

Development Agency International Journal of
Sustainable Development (Canada), Social Science
Research Network, World Technopolis Review (South
Korea), Bulletin of Comparative Labour Relations
(Kluwer Law International, The Netherlands), The
Economic and Labour Relations Review (University
of New South Wales, Australia; SAGE Publications),
Journal of the Philippine Association on Voluntary
Arbitration, and others. He has disseminated research
in conferences of the International Society for Labour
and Social Security Laws, International Labour and
Employment Relations Association, World Technopolis
Association, Working-Class Studies Association, as
well as the International Labour Process Conference,
How Class Works Conference, and so on. A recent
publication in the Philippine Journal of Labor and
Industrial Relations is Classifying the Legal System of
the Philippines: A Preliminary Analysis with Reference
to Labor Law which Dr. Sale co-authored with UP
Visiting Professor Petra Mahy.
DR. WINSTON CONRAD PADOJINOG, DBA

(Member, Assurer for Society and Product
Responsibility Performance)
Dr. Winston Padojinog or Stan a professor of
Industrial Economics and Strategic Management is
currently the Dean of the School of Management of
the University of Asia and the Pacific and Chairman of
its operations committee. He is also a senior research
fellow of the Center for Research and Communication
Foundation, Inc. one of the foremost industry
and policy think tank of the country. His research
interest as well as his consultancy work revolves
around business and industry policy and competitive
strategies as well as overall business sustainability
initiatives. Related to these fields, he is regularly
consulted by medium to large-scale companies
of various industries that are involved in property,
energy, mining, tourism, food, and construction,
among others. He has served as policy advisor to
a number of industry associations like the SEIPI,
Philippine Franchise Association, the Subdivision and
Housing Developers Association, and to over 20 local
government units. Stan is frequently invited to speak
in international and local forums to discuss issues
on competitive strategy, sustainability and industry
policy. In 1989, he obtained his Bachelors of Arts
degree double majors in Economics and Management
from the University of the Philippines Visayas as a
student scholar and in 1991 his Masters Degree in

Industrial Economics in the Center for Research and
Communication as a scholar of the Hanns Siedel
Stiftung Foundation of Germany. He obtained his
Doctor of Business Administration degree in 2009
at the De La Salle Universitys Graduate School of
Business. In the same year, he accomplished the
International Faculty Program of the IESE Business
School in Barcelona, Spain. Since then, he has been
working closely with IESE Business School in bringing
to Southeast Asia a top-notch executive education
to senior executives and business owners. Stan is the
incoming fourth university president of the University
of Asia and the Pacific. His investiture will be on June
2015.
92

93
DR. GILBERTO LLANTO, Ph.D.
DR. REX VICTOR CRUZ, Ph.D.
(Member, Assurer for Economic Performance)
(Member, Assurer for Environment Performance)
President of the Philippine Institute for Development

Studies, foremost government policy think tank. He is
Regional Coordinator of the East Asian Development
Network, a network of East Asian research institutes
under the Global Development Network engaged
in policy research and capacity building; Lead
Convenor of the Philippine APEC Study Center
Network; Associate Editor of the Philippine Review
of Economics; Member of the Academic Steering
Committee on Financial Inclusion of the International
Cooperative and Mutual Insurance Federation (ICMIF
United Kingdom); Member, Advisory Council of the
Microfinance Council of the Philippines; Member,
National Research Council of the Philippines; Member
of the Technical Committee on Economics of the
Commission on Higher Education. He was formerly
Deputy Director-General [Undersecretary] of the
National Economic and Development Authority,
President of the Philippine Economic Society, and
Executive Director of the Agricultural Credit Policy
Council. He has a Ph.D. in Economics from the School
of Economics, University of the Philippines. His
research interests include public economics, growth
economics, financial inclusion, microfinance, local
governance, regional integration, and infrastructure
regulation.
Rex Victor O. Cruz, PhD is a full professor at the

University of the Philippines Los Banos (UPLB)
teaching at the College of Forestry and Natural
Resources (CFNR). He obtained his bachelor and
masteral degrees in forestry at UPLB and his doctoral
degree at the University of Arizona. His major fields
of interests and expertise are forestry, watershed
management, environment and natural resources
management, upland development, land use
planning, and climate change. He holds the title
of UP Scientist III in recognition of his productivity
in research, extension, and development. He is a
former director of the Forestry Development Center
(1994-2000), former dean of the CFNR (2007-2011),
and former Chancellor of UPLB (2011-2014). He was
also a member of the UN Intergovernmental Panel
on Climate Change (IPCC) in 1992-1995; 1997-2000;
and 2004-2007. Currently he leads two national
research and development programs in watershed
management and upland development, and serves
as the Director of Environmental Forestry Program of
UPLB.
GRI G4 CONTENT INDEX
San Roque Power Corporation Sustainability Report 2014 is prepared in accordance with Electric Utilities Sector
Supplement (EUSS) released by GRI in 2009 and GRI G4 Sustainability Reporting Guidelines at Comprehensive
Level. This index lists GRI G4 General and Specific Standard Disclosures and EUSS standard disclosures. It also
summarizes SRPCs coverage and details, which are reported in relation to each Standard Disclosure. This Report
is assured by an External Review Committee (ERC) hosted by the University of Asia and the Pacific. Some of the
information can also be found in the micro-site (www.sanroquepower.ph). For a detailed explanation of GRI G4
Standard Disclosures, please visit www.globalreporting.org
GENERAL STANDARD DISCLOSURES

Standard Standard
Disclosure Disclosure Title
Disclosure Requirements
The disclosure requirements for the selected Standard Disclosures are provided below. The G4 Implementation Manual contains explanations of how to prepare the information to be disclosed and how to interpret
the various concepts in the Guidelines. Organizations should consult the G4 Implementation Manual when preparing a sustainability report.
STRATEGY AND ANALYSIS
Location of Disclosure/Direct Answer
Omissions
External
Assurance
G4-1
Provide a statement from the most senior decision-maker pp. 1-2

of the organization (such as CEO, chair, or equivalent
senior position) about the relevance of sustainability
to the organization and the organizations strategy for
addressing sustainability.
Full
G4-2
Provide a description of key impacts, risks, and

opportunities.
Full
pp. 2-4
ORGANIZATIONAL PROFILE
Omissions
External
Assurance
G4-3
a. Report the name of the organization.
The San Roque Power Corporation (SRPC) is a corporation organized and

existing under Philippine laws and registered with the Philippine Securities
and Exchange Commission (SEC) on October 14, 1997.
Full
G4-4
a. Report the primary brands, products, and

services.
In accordance with the Power Purchase Agreement that SRPC entered into
with the National Power Corporation, SRPC shall operate and maintain the
power generating facility of the San Roque Multipurpose Project for the
supply of electricity to NPC for a period of 25 years starting May 2003 on a
build-operate-transfer (BOT) scheme.
Full
G4-5
a. Report the location of the organizations headquarters.
Barangay San Roque, San Manuel, Pangasinan
Full
G4-6
a. Report the number of countries where the organization

operates, and names of countries where either the
organization has significant operations or that are
specifically relevant to the sustainability topics covered
in the report.
The SRPC operates in the Philippines. Its principal office is in Barangay

San Roque, San Manuel, Pangasinan. It also maintains a business and
administration office at the 36th Floor Tower 1, The Enterprise Center, 6766,
Ayala Avenue, Makati City.
Full
G4-7
a. Report the nature of ownership and legal form.
The company is jointly owned by Marubeni Corporation and Kansai Electric

Power Company Ltd. with an equal sharing of 50%.
Full
G4-8
a. Report the markets served (including geographic

breakdown, sectors served, and types of customers
and beneficiaries).
SRPC provides electricity until the end of the term of the Power Purchase
Agreement with the National Power Corporation (NPC).
Full
As of March 26, 2013, SRPC has successfully proven its capability to

provide Ancillary Services (Regulating Reserve, Contingency Reserve, and
Dispatchable Reserve) to the National Grid Corporation of the Philippines
(NGCP).
a. Contracted capacity of 110MW.
b. A new Rule Curve was revised taking into consideration the completion
of the National Irrigation Re-regulating Pond in July 2013. The new Rule
Curve was adopted on August 30, 2013.
Net Energy Output:
2012 - 1,097,959.33MWh
2013 - 943,863.86MWh
2014 - 853,776.72MWh
2015 - 704,567.58MWh
G4-9
a. Report the scale of the organization, including:

Total number of employees
Total number of operations
Net sales (for private sector organizations) or net
revenues (for public sector organizations)
Total capitalization broken down in terms of debt
and equity (for private sector organizations)
Quantity of products or services provided
G4-10
a. Report the total number of employees by employment pp. 66-68

contract and gender.
b. Report the total number of permanent employees by
employment type and gender.
c. Report the total workforce by employees and
supervised workers and by gender.
d. Report the total workforce by region and gender.
e. Report whether a substantial portion of the
organizations work is performed by workers who are
legally recognized as self-employed, or by individuals
other than employees or supervised workers, including
employees and supervised employees of contractors.
f. Report any significant variations in employment
numbers (such as seasonal variations in employment in
the tourism or agricultural industries).
Full
g. Report on total contractor workforce (contractor,

subcontractor, independent contractor) by
employment type, employment contract and
regulatory regime.
p. 68
Full
a. Report the percentage of total employees covered by

collective bargaining agreements.
None.
Full
G4-11
pp. 14, 41-42, 66
Full
94
G4 Index
ORGANIZATIONAL PROFILE
Omissions
External
Assurance
b. Report percentage of contractor employees

(contractor, sub-contractor and independent
contractor) working for the reporting organization
covered by collective bargaining agreements by
country or regulatory regime.
pp. 66-67
Full
G4-12
Describe the organizations supply chain.
Input for Purchasing: Main Elements of the supply chain are (a) requisitioning
(b) purchasing (c) issuance of spare parts/items/services needed for the
maintenance of equipment, used in power generation. The timing of the
Purchase Request and the efficiency in buying/sourcing such items/services,
is integral to the plants continuous and reliable operation. The items must
be purchased and delivered on time, before stocks run out. And service
contracts must be synchronized with plant activities, such as turbine/tunnel
inspections.
Full
G4-13
Report any significant changes during the reporting

period regarding the organizations size, structure,
ownership, or its supply chain.
No significant changes occurred in the Company's size, structure,

ownership or its supply chain since its 2011 Sustainability Report.
Full
G4-14
a. Report whether and how the precautionary approach

or principle is addressed by the organization.
Third Party Evaluation and Monitoring

2012
Risk Survey by Allianz (Marnix Insurance)
Risk Survey by PSALM/Malayan/GSIS/NPC
Semi-annual inspection by NPC
2013
3rd Party Safety Audit by Lajmar 2013
5-yearly Dam/Hydro Independent Experts
2014
3rd Party Safety Audit by 360
Risk Survey by PSALM/Malayan/GSIS/NPC
Site Inspection by ERC
Full
G4-15
a. List externally developed economic, environmental

p. 9
and social charters, principles, or other initiatives to
which the organization subscribes or which it endorses.
Full
G4-16
a. List memberships of associations (such as industry

associations) and national or international advocacy
organizations in which the organization:
Holds a position on the governance body
Participates in projects or committees
Provides substantive funding beyond routine
membership dues
Views membership as strategic
Philippine National Committee on Large Dams

People Management Association of the Philippines
Philippine Institute of Certified Public Accountants
Safety and Health Association of the Philippines
Philippine Institute for Supply Management
Philippine Corrosion Society
Pollution Control Association of the Philippines
League of Corporate Foundation (The SRPFI is a member of the livelihood
and education committees of the LCF)
Philippine Business for the Environment
Full
EU1
Installed capacity, broken down by primary energy source The San Roque Hydro Power Plant has an installed capacity of 411MW,
and by regulatory regime
producing approximately 1,000GWh per year of renewable peaking energy
that is supplied to the Luzon Power Grid. The PPA stipulates that the power
plant is a peaking plant that operates daily for eight hours at its contracted
capacity of 110MW. The designated peaking hours are from 9:00 A.M. and
3:00 P.M. and 6:00 P.M. and 8:00 P.M.
Full
EU2
Net energy output broken down by primary energy

source and by regulatory regime
pp. 2, 14
Full
EU3
Number of residential, industrial, institutional, and

commercial customer accounts
As an operator bound by the PPA, the Company has not done any research
and development activity for new and more sustainable ways of providing
energy. It has not undertaken planned capacity against projected electricity
demand over the long term period, neither has it undertaken demand
side management, which includes residential, commercial, institutional,
and industrial programs. The SRPC is not a distributor; hence , it cannot
influence power prices.
Full
EU4
Length of above and underground transmission and

distribution line by regulatory regime
p. 13
Full
EU5
Allocation of CO2 emissions, allowances or equivalent,

broken down by Carbon Trading Framework
p. 56
Not Reported
This refers primarily to memberships maintained at the

organizational level.
IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES
G4-17
a. List all entities included in the organizations

consolidated financial statements or equivalent
documents.
b. Report whether any entity included in the
organizations consolidated financial statements or
equivalent documents is not covered by the report.
None
G4-18
a. Explain the process for defining the report content and

the Aspect Boundaries.
b. Explain how the organization has implemented the
Reporting Principles for Defining Report Content.
Used in this Report was the principle of materiality in testing economic,

environmental, and social performance based on the applicable key
performance indicators. It contains the companys 2012-2015 sustainability
performance as gathered from all the departments of the company. This
report also reflects the results of the focus group discussions conducted with
the stakeholders on important issues that they considered worth including
here.
95
Omissions
External
Assurance
Yes, p. 87
Yes, pp.
87-90. While
the ERC
assurance has
not provided
a statement
on this, SRPC
attests to
subjecting
this to its
review during
the TWG's
presentation
on material
aspects
and the
performance
data.

IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES
Omissions
External
Assurance
G4-19
a. List all the material Aspects identified in the process

for defining report content.
p. 6
Yes, pp.
87-88
G4-20
a. For each material Aspect, report the Aspect Boundary

within the organization, as follows:
Report whether the Aspect is material within the
organization
If the Aspect is not material for all entities within the
organization (as described in G4-17), select one of
the following two approaches and report either:
The list of entities or groups of entities included in
G4-17 for which the Aspect is not material or
The list of entities or groups of entities included in
G4-17 for which the Aspects is material
Report any specific limitation regarding the Aspect
Boundary within the organization
San Roque Power Corporation (SRPC) reports on the aspects pertinent to

the power generation component of the San Roque Multipurpose Project
(SRMP) only. Aspects under the Economic, Environmental, and Social
categories are limited to the operations of SRPC and uses the Electric
Utilities Sector Disclosure for additional material aspects. The San Roque
Power Foundation implements the social responsibility programs of SRPC,
accounting for the following aspects: indirect economic impacts (EC) and
local communities (SO).
Yes, pp.
87-88
G4-21
a. For each material Aspect, report the Aspect Boundary

outside the organization, as follows:
Report whether the Aspect is material outside of the
organization
If the Aspect is material outside of the organization,
identify the entities, groups of entities or elements
for which the Aspect is material. In addition, describe
the geographical location where the Aspect is
material for the entities identified
Report any specific limitation regarding the Aspect
Boundary outside the organization
The other features of San Roque Multipurpose Project (SRMP), which are
irrigation, flood attenuation, water quality improvement, are the concerns of
different government agencies. Brief discussions on these features are in the
report only to provide additional context, given the common raw material
and the interdependence of the four different features, especially irrigation
and peaking power, which is balanced by the Ran Roque Reservoir Rule
Curve. In the aspects of biodiversity and habitat protection, the coverage of
this report is not confided to the immediate San Roque watershed area but
extends to the Lower Agno watershed.
Yes, pp.
87-88
G4-22
a. Report the effect of any restatements of information

provided in previous reports, and the reasons for such
restatements.
Any re-statement of information was made only in reporting the Companys

economic performance.
Yes, p. 87
G4-23
a. Report significant changes from previous reporting

periods in the Scope and Aspect Boundaries.
From a Level B+ report following the GRI G3 and Electric Utilities

Sector Supplement (EUSS) guideline, the Company has produced an SR
following the GRI G4 and Electric Utilities Sector Disclosures guideline.
For the standard disclosures, the report will follow the "in accordance comprehensive" criteria.
Yes, pp.
89-90
The Company engaged the services of the University of Asia and the Pacific
with regard to technical assistance and assurance services for this Report.
The External Review Committee (ERC) comprises experts on economics,
environment, society, labor, and human rights. They evaluated SRPCs
disclosures and validated its performance based on GRI G4 principles on
report content, disclosure requirements, and reporting boundaries.
STAKEHOLDER ENGAGEMENT
Omissions
External
Assurance
G4-24
a. Provide a list of stakeholder groups engaged by the

organization.
List of stakeholders:
Shareholders; Board of Directors and Officers; LGUs of Pangasinan,
Benguet, San Manuel, San Nicolas and Itogon; employees; Strategic Power
Development Corporation; National Government Agencies: (NPC, NIA,
PSALM, DepEd, DENR, DSWD, NWRB, DA, OCD, PNP, DOST, DTI, TESDA,
NGCP, PHIVOLCS, BIR); farmers; host communities and barangays; NGOs;
media; academe; church
Yes, p. 89
G4-25
a. Report the basis for identification and selection of

stakeholders with whom to engage.
The Technical Working Group conducted a stakeholder assessment using

GRIs guidelines for stakeholder inclusiveness to determine the Company's
key stakeholders.
Yes, p. 89
1. The TWG conducted a workshop to define the company's stakeholders.

2. Guide questions were formulated to identify and prioritize the
stakeholders.
3. A threshold was established to prioritize stakeholders based on their
influence to the company's sustainability performance.
G4-26
a. Report the organizations approach to stakeholder

engagement, including frequency of engagement by
type and by stakeholder group, and an indication of
whether any of the engagement was undertaken
specifically as part of the report preparation process.
p. 32
G4-27
a. Report key topics and concerns that have been raised

through stakeholder engagement, and how the
organization has responded to those key topics and
concerns, including through its reporting. Report the
stakeholder groups that raised each of the key topics
and concerns.
pp. 33-34
REPORT PROFILE
G4-28
a. Reporting period (such as fiscal or calendar year) for

information provided.
Yes, p. 89
Yes, pp.
89-90
Omissions
This sustainability report features the companys performance from April

2012 to March 2015.
External
Assurance
Full
G4-29
a. Date of most recent previous report (if any).
3/1/2012
Full
G4-30
a. Reporting cycle (such as annual, biennial).
From 2006 to 2012 - annual

From 2012, every after two years
Full
G4-31
a. Provide the contact point for questions regarding the

report or its contents.
Technical Working Group

San Roque, San Manuel, Pangasinan
gri.twg@sanroquepower.ph
Full
G4-32
a. Report the in accordance option the organization has The SR is "in accordance - comprehensive"
chosen.
GRI Content Index on pages 94-107
b. Report the GRI Content Index for the chosen option.
External Assurance report on pages 87-90
c. Report the reference to the External Assurance Report,
if the report has been externally assured. GRI
recommends the use of external assurance but it is not
a requirement to be in accordance with the
Guidelines.
Full
96
G4 Index
REPORT PROFILE
G4-33
a. Report the organizations policy and current practice

with regard to seeking external assurance for the
report.
b. If not included in the assurance report accompanying
the sustainability report, report the scope and basis of
any external assurance provided.
c. Report the relationship between the organization and
the assurance providers.
d. Report whether the highest governance body or senior
executives are involved in seeking assurance for the
organizations sustainability report.
Omissions
The Company recognizes the importance of an external assurance to boost

the credibility of its Report.
External
Assurance
Full
The External Review Committee engaged by the Company is composed

of independent experts in the field of economics, environment, labor, and
human rights.
The members of the External Review Committee were compensated for the
expertise in conducting the external review.
GOVERNANCE
Omissions
External
Assurance
G4-34
pp. 23, 26
a. Report the governance structure of the organization,
including committees of the highest governance body.
Identify any committees responsible for decisionmaking on economic, environmental and social
impacts.
Full
G4-35
a. Report the process for delegating authority for

economic, environmental and social topics from the
highest governance body to senior executives and
other employees.
The organizational framework of SRPC describes the level of authority

vested upon the heads of divisions for economic, environmental and social
concerns and more fully stipulated in each duties and responsibilities. The
organization has adapted certain policies and guidelines that lay down
the limits of power and authority in the hierarchy. The Board of Trustees
exercises the highest level of governance while the President and Chief
Executive Officer carries out the business operations.
Full
G4-36
a. Report whether the organization has appointed an

executive-level position or positions with responsibility
for economic, environmental and social topics, and
whether post holders report directly to the highest
governance body.
The organization is headed by the President and Chief Executive Officer

with Senior Vice Presidents and Vice Presidents for each departments under
Operations and Maintenance, Corporate Social Responsibility and Security,
and Finance. The President and CEO reports directly to the BOT while the
Vice Presidents, to the President and CEO.
Full
G4-37
a. Report processes for consultation between

stakeholders and the highest governance body on
economic, environmental and social topics. If
consultation is delegated, describe to whom and any
feedback processes to the highest governance body.
p. 26
Full
G4-38
a. Report the composition of the highest governance

body and its committees by:
Executive or non-executive
Independence
Tenure on the governance body
Number of each individuals other significant
positions and commitments, and the nature of the
commitments
Gender
Membership of under-represented social groups
Competences relating to economic, environmental
and social impacts
Stakeholder representation
pp. 23-25
Full
G4-39
a. Report whether the Chair of the highest governance

body is also an executive officer (and, if so, his or her
function within the organizations management and
the reasons for this arrangement).
pp. 24-25
Full
G4-40
a. Report the nomination and selection processes for the p. 24

highest governance body and its committees, and the
criteria used for nominating and selecting highest
governance body members.
Full
G4-41
a. Report processes for the highest governance body to p. 28

ensure conflicts of interest are avoided and managed.
Report whether conflicts of interest are disclosed to
stakeholders, including, as a minimum: cross-board
membership, cross-shareholding with suppliers and
other stakeholders, existence of controlling
shareholder, related party disclosures.
Full
G4-42
a. Report the highest governance bodys and senior

executives roles in the development, approval, and
updating of the organizations purpose, value or
mission statements, strategies, policies, and goals
related to economic, environmental and social
impacts.
The senior executives of the SRPC, from the President and CEO down to
the department managers, crafted the vision, mission and value statements
of the Company under the guidance of professional academic and trade
consultants. Each department for economic, social, and environmental
topics makes their own goals, plans, programs and strategies for approval
by the President thence by the BOT.
Full
G4-43
a. Report the measures taken to develop and enhance

the highest governance bodys collective knowledge
of economic, environmental and social topics.
The BOT conducts a regular meeting every year with special sessions
as may be deemed necessary. It is in these meetings that the highest
governance body is updated on all aspects of business operations
including but not limited to social, environmental, economic, and security
concerns.
Full
G4-44
a. Report the processes for evaluation of the highest

governance bodys performance with respect to
governance of economic, environmental and social
topics. Report whether such evaluation is independent
or not, and its frequency. Report whether such
evaluation is a self-assessment.
b. Report actions taken in response to evaluation of the
highest governance bodys performance with respect
to governance of economic, environmental and social
topics, including, as a minimum, changes in
membership and organizational practice.
p. 24
Full
97

GOVERNANCE
Omissions
External
Assurance
G4-45
a. Report the highest governance bodys role in the

p. 26
identification and management of economic,
environmental and social impacts, risks, and
opportunities. Include the highest governance bodys
role in the implementation of due diligence processes.
b. Report whether stakeholder consultation is used to
support the highest governance bodys identification
and management of economic, environmental and
social impacts, risks, and opportunities.
Full
G4-46
a. Report the highest governance bodys role in reviewing p. 26

the effectiveness of the organizations risk
management processes for economic, environmental
and social topics.
Full
G4-47
a. Report the frequency of the highest governance bodys p. 26

review of economic, environmental and social impacts,
risks, and opportunities.
Full
G4-48
a. Report the highest committee or position that formally

reviews and approves the organizations sustainability
report and ensures that all material Aspects are
covered.
pp. 25-26
Full
G4-49
a. Report the process for communicating critical concerns pp. 26-27

to the highest governance body.
Full
G4-50
a. Report the nature and total number of critical concerns None.

that were communicated to the highest governance
body and the mechanism(s) used to address and
resolve them.
Full
G4-51
a. Report the remuneration policies for the highest

governance body and senior executives.
b. Report how performance criteria in the remuneration
policy relate to the highest governance bodys and
senior executives economic, environmental and social
objectives.
p. 26
Full
G4-52
a. Report the process for determining remuneration.

Report whether remuneration consultants are involved
in determining remuneration and whether they are
independent of management. Report any other
relationships which the remuneration consultants have
with the organization.
p. 26
Full
G4-53
a. Report how stakeholders views are sought and taken

into account regarding remuneration, including the
results of votes on remuneration policies and
proposals, if applicable.
pp. 26-28
Full
G4-54
a. Report the ratio of the annual total compensation for

the organizations highest-paid individual in each
country of significant operations to the median annual
total compensation for all employees (excluding the
highest-paid individual) in the same country.
p. 26
Full
G4-55
a. Report the ratio of percentage increase in annual total

compensation for the organizations highest-paid
individual in each country of significant operations to
the median percentage increase in annual total
compensation for all employees (excluding the
highest-paid individual) in the same country.
p. 26
Full
ETHICS AND INTEGRITY
Omissions
External
Assurance
G4-56
a. Describe the organizations values, principles,

standards and norms of behavior such as codes of
conduct and codes of ethics.
pp. 28-30
Full
G4-57
a. Report the internal and external mechanisms for

seeking advice on ethical and lawful behavior, and
matters related to organizational integrity, such as
helplines or advice lines.
pp. 28-30
Full
G4-58
a. Report the internal and external mechanisms for

reporting concerns about unethical or unlawful
behavior, and matters related to organizational
integrity, such as escalation through line management,
whistleblowing mechanisms or hotlines.
pp. 28-30
Full
98
G4 Index
SPECIFIC STANDARD DISCLOSURES
Standard
Standard
Disclosure
Disclosure
Title
Disclosure Requirements
The disclosure requirements for the selected Standard Disclosures are provided below. The G4 Implementation Manual contains explanations of how to prepare the information to be disclosed and how to
interpret the various concepts in the Guidelines. Organizations should consult the G4 Implementation Manual when preparing a sustainability report.
CATEGORY: ECONOMIC
ASPECT: ECONOMIC PERFORMANCE
G4DMA
Omissions
Full
Long-term productivity through strong economic performances is among SRPCs goals on the road to achieving economic sustainability. The ways in which the Company tries to
achieve these on a regular basis are as follows:
Monitoring costs and expenses and requirements to stockholders, lenders, and government agencies.
Implementing stricter compliance with government requirements regarding documents.
Reviewing and updating Accounting Policies as to accounting procedures, processes, expense reports, and other accounting-related areas.
Sending employees for training to improve efficiency.
G4-EC1
Direct economic value generated and distributed
pp. 41-44
Full
G4-EC2
Financial implications and other risks and opportunities for the

organizations activities due to climate change
p. 15
Full
G4-EC3
Coverage of the organizations defined benefit plan obligations
p. 37
Full
G4-EC4
Financial assistance received from government
p. 38
Full
G4DMA
The Company provides more than the required compensation and benefit packages to its employees, including a non-contributory, higher-than-statutory retirement plan as prescribed
by the employee manual. A third-party compensation survey, specifically the Mercer Survey of 2007, serves as a guide to SRPCs salary structure.
G4-EC5
Ratios of standard entry level wage by gender compared to local

minimum wage at significant locations of operation
p. 37
Full
G4-EC6
Proportion of senior management hired from the local community at

significant locations of operation
p. 37
Full
G4DMA
SRPC formulated the Strategic Social Investment Plan (SSIP) via consultations with partners and assisted communities. Projects are assessed and designed based on the needs of
the community and guided by the Community-Driven Enterprise Development (CDED) Approach. The CDED is a development model borne out of the Companys experience and
partnership with the communities and other interest groups. It advocates for ventures into micro and small enterprises as vehicles for poverty alleviation. The idea simply connects
to the basic enterprise capitals (human, social, financial, physical, and natural) in identifying, selecting, implementing, and sustaining community-driven enterprise/s. The word
community need not restrictively refer to collective undertakings but may also refer to economic activities popular within an assisted community.
G4-EC7
Development and impact of infrastructure investments and services

supported
pp. 38-41, 43-44
G4-EC8
Significant indirect economic impacts, including the extent of impacts
pp. 39-41, 43-44
ASPECT: MARKET PRESENCE
ASPECT: INDIRECT ECONOMIC IMPACTS
ASPECT: PROCUREMENT PRACTICES
Omissions
Omissions
Full
Full
Full
Full
Omissions
Full
G4DMA
To boost direct investments at the local level, SRPC gives priority to local suppliers at strategic locations, which is guided by the Companys Procurement Policy. Such suppliers are
assessed by the canvassing procedures of the policy, which is regularly reviewed in order to tighten internal control and improve risk management
G4-EC9
Proportion of spending on local suppliers at significant locations of

operation
24% of items/services are purchased from local suppliers.
Full
The local suppliers are those located within Pangasinan and its neighboring
ProvincesBaguio, La Union, Tarlac and Itogon.
ASPECT: AVAILABILITY AND RELIABILITY
Omissions
p. 14
Full
EU10
Planned capacity against projected electricity demand over the long

term, broken down by energy source and regulatory regime.
G4DMA
This is not applicable. San Roque Power Corporation does not undertake any form of demand-side management initiatives because it is only an operator of the San Roque
Hydroelectric Power Plant. It does not interact with residential, commercial, institutional, or industrial customers in order to modify patterns of electricity usage. Its sole customer is the
National Power Corporation to whom it must deliver the contracted capacity throughout the contract period.
G4DMA
This is not applicable. The research and development of additional ways to provide reliable electricity is not a thrust of the Company given that it is bound only to operate and maintain
the power plant up to 2028, after which it will be turned over to the Philippine government.
G4DMA
This is not applicable because this is for nuclear power plants. The SRMP provides hydroelectric power and, as a Build-Operate-Transfer Project, will be turned over to the government
in 2028.
G4DMA
The Company is committed to sustain the provision of 100% available and reliable electricity to the National Power Corporation up to the end of cooperation period in 2028. We do
this through regular systemic process of inspection and maintenance of the power plant, including planned per-unit maintenance outages; a third-party evaluation and monitoring to
assess possible risks that can affect the power plants operations (see pp. 16 to 17); and continuous training of technical personnel.
EU11
Average generation efficiency of thermal plants by energy source and by

regulatory regime
Not Reported
EU12
Transmission and distribution losses as a percentage of total energy
The SRPC only generates power based on the requirements of the PPA and
submits an Annual Generation Report to the Energy Regulatory Commission
(ERC). The Strategic Power Development Corporation (SPDC), which
became the Independent Power Producer Administrator (IPPA) for the BOT
contract of the SRPC on January 26, 2010, trades the SRPCs capacity to the
Wholesale Electricity Spot Market (WESM).
ASPECT: DEMAND-SIDE MANAGEMENT
Full
ASPECT: RESEARCH AND DEVELOPMENT
ASPECT: PLANT DECOMMISSIONING
ASPECT: SYSTEM EFFICIENCY
Omissions
Omissions
Omissions
Omissions
Full
Full
Full
Full
Not Reported
Full
CATEGORY: ENVIRONMENTAL
ASPECT: MATERIALS
G4DMA
Omissions
Full
Material use is mainly driven by the utilization of water for hydro power generation and indirect energy use (comprised mostly of petroleum, oil, and lubricants for plant maintenance).
At SRPC, resources are conserved through improved efficiencies and the waste reduction. One of the goals stated in the Project's Environmental Management Plan is the reduction of
wastes and unnecessary consumption of resources (materials, fuel, energy), including the recovery and recycling of materials where feasible.
Any hazardous/toxic substance and other non-conventional pollutants present at the site and are regulated by Philippine statutes or their implementing rules and regulations are
assessed and controlled under the Hazardous Materials Standards, Procedures and Practices (ENV-01-02).
SRPC generally complies with applicable regulatory standards, particularly Republic Act 6969 (Toxic Substances and Hazardous and Nuclear Wastes Control Act) and Department of
Environment and Natural Resources (DENR) Administrative Order 39 (Chemical Control Order for Cyanide and Cyanide Compounds). The Environmental Management Bureau-Region 1
confirmed that the transformers being used by the power plant are free of polychlorinated biphenyls (PCBs). SRPC has complied with the requirements for the grant of exemption from
the requirements of the Chemical Control Order (CCO) on PCBs.
99

ASPECT: MATERIALS
Omissions
Full
G4-EN1 Materials used by weight or volume
The Companys material use is mainly driven by the utilization of water for
hydro power generation.
2014 = 1,687.31 MCM
2013 = 2,152.95 MCM
2012 = 2,323.90 MCM
Total = 6,164.16 MCM
Full
G4-EN2 Percentage of materials used that are recycled input materials
The water used for generating hydroelectric power is entirely returned to the
river generally unharmed and unaltered for purposes of irrigation as being
managed by the National Irrigation Administration. SRPC does not recycle
or reuse water utilized for domestic purposes.
Full
ASPECT: ENERGY
G4DMA
Omissions
Full
One hundred percent of SRPC's electricity comes from its station power (i.e., from a renewable energy source). SRPC sustains energy efficiency both as an electric generator
incorporating technology to produce energy cleanly and efficiently, and as an end-user, improving energy efficiency in the workplace through process improvement and employee
awareness.
The Company gives preference to purchasing environmentally superior products and office materials as part of its commitment to environmentally sound practices. It implements
administrative procedures that reduce indirect energy consumption, simplify work processes, and improve efficiency and productivity.
The Company also conducts assessments that identify sources of pollution and resource (e.g., fuel, electricity, water, etc.) usage so that pollution prevention and resource conservation
opportunities can be identified, prioritized, and implemented.
G4-EN3 Energy consumption within the organization
p. 51
Full
G4-EN4 Energy consumption outside of the organization
pp. 51-52
Full
G4-EN5 Energy intensity
pp. 51-52
Full
G4-EN6 Reduction of energy consumption
Improving the Company's energy efficiency in the workplace by

implementing basic administrative procedures like turning off electric
equipment outside operational hours and giving preference to energyefficient products such as lightings, computers and air-conditioning units.
Full
G4-EN7 Reductions in energy requirements of products and services
Flexible work policies, systematic arrangement of employee errands

and carpooling programs to support use of mass transit, and use of
teleconferences are some of the ways that the Company reduces its fuel
consumption.
Full
ASPECT: WATER
G4DMA
Omissions
Full
SRPC is a hydro power plant, thus, it generates electricity using water-driven turbine generators and does not use water in processes like cooling it in order to condense steam, ash
handling, and coal cleaning. 100% of the water used in generating power is returned to the Agno River for subsequent use in irrigating farmlands downstream.
The use of water as the sole and primary material in generating power is guided by the dispatch instructions of the National Power Corporation (NPC), provisions of the Power Purchase
Agreement, the Irrigation Dispatch Requirement of the National Irrigation Administration, and the condition of water level in the reservoir in reference to the San Roque Reservoir
Operation Rule Curve. Water at the reservoir is managed through the San Roque Reservoir Operation Rule Curve as well.
The Companys Standard Procedures and Practices has provisions for performance standards relating to flow measurements, and water quality monitoring and reporting. As mandated,
SRPC and the NPC observe a minimum ecological flow downstream to maintain a riverine environment along immediate segments of the Agno River.
Together with the San Roque Multipurpose Project's (SRMP) Multipartite Monitoring Team (MMT), SRPC regularly monitors and validates the quality of reservoir water and operational
discharges used for irrigation purposes. The Company undertakes data collection of physical, chemical, and biological variables from the aquatic ecosystem to determine the general
state of the water bodies directly affected and their seasonal dynamics. Water quality conditions within the reservoir and water discharges for irrigation are regularly cascaded to
stakeholders.
G4-EN8 Total water withdrawal by source
Water used for power generation

2012
2013
2014
TOTAL
2,488.76 MCM
2,061.93 MCM
1,860.284 MCM 6,410.974 MCM
Full
G4-EN9 Water sources significantly affected by withdrawal of water
Upstream of the dam, the water quality impacts associated with the
operation of the Plant are confined to the reservoir area; hence, no impacts
are expected further upstream. Downstream of the dam, assessment
of water quality reflects significant improvement especially in terms of
turbidity/clarity and total solids (dissolved and suspended). The Company is
also equally diligent in monitoring and controlling the quality of its effluent
water from its sewage treatment facilities.
Full
G4EN10
Percentage and total volume of water recycled and reused
The water used for generating hydroelectric power is entirely returned to the
river generally unharmed and unaltered for purposes of irrigation as being
managed by the National Irrigation Administration
Full
G4DMA
The NPC has the jurisdiction regarding the management and control of the San Roque Watershed, which is considered as the lifeblood of the SRMP and known for its high biodiversity
attributes. For its part, SRPC spearheads advocacy projects to complement efforts to restore and protect biodiversity, wildlife, and forest habitats in the watershed. As per Item 12 of
the additional conditions of the Environmental Compliance Certificate (ECC) issued to the Project, the Company is mandated to coordinate with the NPC and the DENR on both the
agencies' formulations and implementations of a viable watershed management plan.
ASPECT: BIODIVERSITY
Omissions
Full
The Company shows its support to the governments National Greening Program (NGP) by adopting a 500-hectare portion of the watershed where interventions are most needed for
reforestation projects. It is committed to restoring habitats, implementing environmental advocacy programs, and establishing a tree library/arboretum in order to promote indigenous
species and to bring back species of trees that once thrived in the area.
The Bird and Wildlife Conservation Program is a continuing effort to promote the long-term viability of healthy populations of birds and wildlife across their range of habitats within
the SRMP area. SRPC also partnered with the Philippine Eagle Foundation for biodiversity protection and conservation through the conduct of site suitability assessments for possible
release sites for Philippine Eagle in the Cordillera and Caraballo mountain ranges. Because of this partnership, more research studies of Philippine Eagles and their habitats in Luzon
have been undertaken.
In partnership with the NPC and the Bureau of Fisheries and Aquatic Resources (BFAR), the Company is also engaged in fish stock enhancement, particularly the replenishment of a
particular species of eel that has diminished with the construction of the dam in 1998.
G4EN11
Operational sites owned, leased, managed in, or adjacent to, protected

areas and areas of high biodiversity value outside protected areas
G4EN12
Description of significant impacts of activities, products, and services

on biodiversity in protected areas and areas of high biodiversity value
outside protected areas
Full
The SRMP reservoir has created an impoundment of water covering an area
of about 12.8 km2.
Full
100
G4 Index
ASPECT: BIODIVERSITY
EN13
Habitats protected and restored
EU13
Biodiversity of offset habitats compared to the biodiversity of the affected The body of water is a habitat of waterfowl like Philippine ducks and various
areas
species of water-dependent birds. The bird survey conducted by the Wild
Bird Club of the Philippines with SRPC, Team Energy Foundation and DENRCENRO Urdaneta City, confirmed sightings of 81 different species of birds.
Omissions
This body of water provides a good quality habitat that is attractive to

waterfowl like Philippine ducks. Various species of water dependent birds
are also attracted and evidently have established permanent home ranges
in this area. In fact, based on the bird survey conducted by the Wild Bird
Club of the Philippines with SRPC, Team Energy Foundation and DENRCENRO Urdaneta City, sightings of 81 different species of birds have been
confirmed.
Full
Full
Full
The areas that were cleared thru vegetation removal/clearing operation

was already reforested. Areas were broadcasted with ipil ipil seeds and
continuous tree planting activities are being conducted to restore the loss of
vegetation during project construction.
Itogon claims that species of eel decreased after the construction of
the dam and they included enhancement of species stock as one of the
conditionalities that was needed to comply. Seeding or dispersal of 20 kilos
(about 120,000) elvers was done by SRPC during the period, in addition to
what been seeded in the past.
G4EN14
Total number of IUCN Red List species and national conservation

list species with habitats in areas affected by operations, by level of
extinction risk
Anas luzonica or Philippine Duck was classified as vulnerable in the IUCN

Red List.
G4DMA
The Companys office buildings type of electricityincluding that used for lighting, cooling, heating, and office equipment (e.g., printers, photocopiers)is hydroelectric power.
Hence, indirect emissions from these sources are considered insignificant.
ASPECT: EMISSIONS
Full
Omissions
Full
As greenhouse gas (GHG) emissions accounting evolves, the Company is making every effort to respond by establishing and eventually expanding its GHG inventory accordingly. The
Company offsets carbon emissions with equivalent carbon-fixing, such as CO2 emissions reduction out of generating hydro power and tree planting activities.
Aside from GHG reduction programs being implemented, carbon sequestration programs are also in place. SRPC is continuously implementing the Grow a Tree for San Roque
Watershed initiative in support to the National Greening Program of the government.
The Company endeavors to sustain its energy efficiency both as an electric generator as it incorporates state-of-the-art appropriate technology to produce energy cleanly and
efficiently.
Zero emissions in terms of operational activities, power generation, since
the Company does not burn any fuel and no associated combustion is
involved in the process. Carbon footprints mostly came from companyowned vehicles used for business travels and transporting of employees to
and from the Plant. This accounts for 1,212.82 tons of CO2.
Full
Energy indirect greenhouse gas (GHG) emissions (Scope 2)
SRPC's office building's electricity consumption, including electricity

used for lighting, cooling, heating, and office equipment (e.g., printers,
photocopiers) comes from hydroelectric power, hence, indirect emissions
from these sources are considered insignificant.
Full
G4EN17
Other indirect greenhouse gas (GHG) emissions (Scope 3)
p. 56
Full
G4EN18
Greenhouse gas (GHG) emissions intensity
pp. 56-57
Full
G4EN19
Reduction
of greenhouse gas
(GHG)
emissions
SRPC endeavors to sustain its energy efficiency both as an electric generator

as it incorporates state of the art appropriate technology to produce energy
cleanly and efficiently, and as an end-user, improving its energy efficiency in
the workplace by implementing basic administrative procedures like turning
off electric equipment outside operational hours and giving preference to
energy-efficient products such as lightings, computers and air-conditioning
units. The company encourages reductions through investment in energy
efficient office equipment and lightings and reduced use of materials such
as paper, and food packaging and bottled water.
Full
G4EN20
Emissions of ozone-depleting substances (ODS)
pp. 56-57
Full
G4EN21
NOx, SOx, and other significant air emissions
pp. 56-57
Full
G4EN15
Direct
greenhouse gas
(GHG)
emissions
(Scope 1)
G4EN16
101
a. Report gross direct (Scope 1) GHG emissions in metric

tons of CO2 equivalent, independent of any GHG trades,
such as purchases, sales, or transfers of offsets or
allowances.
b. Report gases included in the calculation (whether CO2,
CH4, N2O, HFCs, PFCs, SF6, NF3, or all).
c. Report biogenic CO2 emissions in metric tons of CO2
equivalent separately from the gross direct (Scope 1) GHG
emissions.
d. Report the chosen base year, the rationale for choosing
the base year, emissions in the base year, and the context
for any significant changes in emissions that triggered
recalculations of base year emissions.
e. Report standards, methodologies, and assumptions used.
f. Report the source of the emission factors used and the
global warming potential (GWP) rates used or a reference
to the GWP source.
g. Report the chosen consolidation approach for emissions
(equity share, financial control, operational control).
a. Report the amount of GHG emissions reductions achieved

as a direct result of initiatives to reduce emissions, in
metric tons of CO2 equivalent.
b. Report gases included in the calculation (whether CO2,
CH4, N2O, HFCs, PFCs, SF6, NF3, or all).
c. Report the chosen base year or baseline and the rationale
for choosing it.
d. Report standards, methodologies, and assumptions used.
e. Report whether the reductions in GHG emissions occurred
indirect (Scope 1), energy indirect (Scope 2), other
indirect (Scope 3) emissions.

ASPECT: EFFLUENTS AND WASTE
G4DMA
Omissions
Full
To properly manage wastewater, SRPC implements wastewater characterization (quality, quantity, frequency, and sources of liquid effluents in the facility), segregation of liquid effluents
(industrial and sanitary), identification of opportunities to prevent or reduce wastewater (reuse and improvement of operating conditions).
Systems in place are as follows: water management for minimal use; quantification of water discharges; compliance of discharges with regulatory requirements; maintenance of potable
water systems and wastewater treatment units; monitoring of compliance of wastewater with applicable requirements; and employee training on water use guidelines.
SRPC encourages its employees to reuse and recycle materials. Minimization and reusing common office wastes such as paper, aluminum cans, and cardboard are also being practiced.
At the same time, it also encourages employees to refrain from using non-recyclable items.
Hazardous wastes such as used lead-acid batteries, tires, and used oil are disposed of based on regulatory standards. Company storage facilities are periodically inspected by the
DENR and MMT. Such materials are also managed for their monetary value (cash value derived from these waste materials are allocated to various CSR projects).
The Company has standard procedures and practices, which include performance standards related to chemical spill prevention, control, and countermeasures.
SRPC does not transport hazardous wastes internationally. Hazardous wastes are treated and disposed of locally at licensed facilities and records are kept as appropriate at the site
level.
SRPC makes sure that used oil, petroleum, and lubricants are safely impounded in a designated storage area. These are scheduled for treatment and recycling by an authorized
hazardous waste transporter and treater for the first week of June 2015.
G4EN22
Total water discharge by quality and destination
Water used for hydroelectric generation is entirely returned to the river for
irrigation use. Assessment of water quality downstream reflects significant
improvement especially in terms of turbidity/clarity and total solids
(dissolved and suspended). Results for both in situ measurements and
chemical analyses indicate that all the identified parameters that define the
desired quality of water for its intended beneficial use (i.e., for irrigation) are
generally within the DENR guideline limits.
Full
G4EN23
As greenhouse gas (GHG) emissions accounting evolves, the Company is

making every effort to respond by establishing and eventually expanding
its GHG inventory accordingly. The Company offsets carbon emissions
with equivalent carbon-fixing, such as CO2 emissions reduction out of
generating hydro power and tree planting activities.
p. 57
Full
G4EN24
Total number and volume of significant spills
No significant spills were recorded during this reporting period.
Full
G4EN25
Aside from GHG reduction programs being implemented, carbon

sequestration programs are also in place. SRPC is continuously
implementing the Grow a Tree for San Roque Watershed initiative in
support to the National Greening Program of the government.
Hazardous wastes such as used oil and batteries are collected and stored in
a designated storage area. These wastes are transported and treated locally
at a licensed and DENR-accredited facilities and do not cross international
boundaries.
Full
G4EN26
Identity, size, protected status, and biodiversity value of water bodies and Downstream of the dam, assessment of water quality reflects significant
related habitats significantly affected by the organization's discharges of
improvement especially in terms of turbidity/clarity and total solids
water and runoff
(dissolved and suspended). Suspended sediments play a major role in
water quality as sediments may clog and damage fish gills and interfere
with the photosynthetic processes of crops, as well as recreational activities
and aesthetic enjoyment. Sediment may also carry other pollutants such as
nutrients and toxic chemicals into the water body. As such, the significant
reduction of sediment loads in water flowing downstream of the dam
essentially proves the Projects objective on water quality enhancement.
G4DMA
The company has procedures, manual standards, and practices that address environmental compliance obligations in operating and maintaining the San Roque Multipurpose Project as
set forth in the Environmental Compliance Certificate (ECC) and the original, updated and supplemental Environmental Impact Study (EIS), and as further set forth in other applicable
permits, regulatory approvals, laws, rules and regulations. The Company also maintains linkages with its stakeholders for collaborative partnerships towards environmental protection
and conservation.
G4EN27
Extent of impact mitigation of environmental impacts of products and

services
The Company has a procedure manual on standards and practices

that addresses environmental compliance obligations in operating and
maintaining the San Roque Multipurpose Project as set forth in the
Environmental Compliance Certificate (ECC) and the original, updated and
supplemental Environmental Impact Study (EIS), and as further set forth in
other applicable permits, regulatory approvals, laws, rules and regulations.
SRPC also maintains linkages with its stakeholders for collaborative
partnerships towards environmental protection and conservation.
Not Reported
G4EN28
Percentage of products sold and their packaging materials that are

reclaimed by category
Not Applicable. Hydroelectric power is the only product of SRPC. Hydro

power passes through transmission lines and therefore there is nothing to
reclaim.
Full
G4DMA
Monitoring and reporting updates on environmental compliance are accomplished quarterly; afterward, the reports are submitted to the regulatory agencies.
G4EN29
Monetary value of significant fines and total number of non-monetary

sanctions for non-compliance with environmental laws and regulations
G4DMA
The Carbon Footprint Assessment was done to help quantify emissions, and explore possible measures to minimize them. Flexible work policies, programs to support use of mass
transit, carpooling, and teleconferencing are some of the ways the Company reduces the environmental impact associated with workforce mobility.
G4EN30
Significant environmental impacts of transporting products and other

goods and materials for the organizations operations, and transporting
members of the workforce
ASPECT: PRODUCTS AND SERVICES
ASPECT: COMPLIANCE
Full
Omissions
Full
Omissions
During the period, the Company did not receive any violation notice
pertaining to non-compliance with environmental requirements or penalties
for any environmental offense.
ASPECT: TRANSPORT
Full
Omissions
No. of gallons of diesel used from 2012 to 2014

2012
2013
2014
40,554.21
37,360.39
41,575.20
Full
Full
Full
This consists of fuel to run standby generator sets and company-owned

vehicles for employee travel. This accounts for about 1,212.82 tons of CO2
emissions.
102
G4 Index
ASPECT: OVERALL
G4DMA
Omissions
Full
SRPC strives to minimize the negative effects on the environment and continue to abide by regulations concerning the environment by allocating substantial investments and resources
on a continuous basis to adopt and implement environmental protection and pollution-control measures. It pledges to integrate and implement environmental awareness into all
aspects of its operation and management of the San Roque Hydroelectric Power Plant. Its corporate policy endeavors to fulfill environmental obligations through the following:
Subscription to the Philippine Environmental Impact System.

Compliance with local, national, international environmental regulations applicable to the operation and management of the power plant.
Development and implementation of an Environmental Management System.
Imbibing the best practice in environmental management, including energy efficiency, water quality management, recycling and waste reduction, periodically updating these
practices to incorporate relevant developments.
Conducting internal environmental audits and reviews on a periodic basis and measure activities against environmental goals.
The implementation of the Environmental Monitoring and Management Plan (EMMP) seeks to make the SRMP comply with the ECC conditions and other relevant environmental laws,
regulations and guidelines. Site-specific Environmental Standards, Procedures and Practices (ES&Ps) were established and continuously implemented to minimize and mitigate adverse
environmental impacts, prevent pollution, and evaluate environmental performance to identify areas for improvement.
SRPC also maintains an Environmental Guarantee Fund (EGF) composed of the EGF Cash Fund and EGF Trust Fund. The EGF serves as contingency fund for covering expenses
incurred by the rehabilitation/restoration of affected areas and other project-related effects that are not already addressed through other mitigation measures or programs and are not
offset by positive impacts of the SRMP.
The Company also maintains an account for the Environmental Monitoring Fund (EMF), which a proponent shall commit to establish in support of the activities of the MMT for
compliance monitoring. The EMF was established as agreed upon and specified in the MMT MOA among the DENR, SRPC, the NPC, LGUs, and other MMT representatives.
G4EN31
Total environmental protection expenditures and investments by type
SRPC maintains an account for Environmental Monitoring Fund (EMF), a

fund that a proponent shall commit to establish in support of the activities
of the MMT for compliance monitoring. The EMF was established as agreed
upon and specified in the MMT MOA among DENR, SRPC, NPC, LGUs and
other MMT representatives.
G4DMA
The Purchasing Policy covers the assessment of SRPCs suppliers for their environmental performance; specifically, those dealing with hazardous waste. The Company makes sure that
they are accredited by the DENR and comply with standards regarding their transport, treatment, and disposal.
G4EN32
Percentage of new suppliers that were screened using environmental

criteria
All suppliers were accredited for their legal and financial capability by a
third-party expert. However, for siphoning service, suppliers are required to
be DENR-accredited. Siphoning service comprise 0.7% of the total average
annual purchases.
Full
G4EN33
Significant actual and potential negative environmental impacts in the

supply chain and actions taken
1. Number of suppliers subject to environmental impact assessments

None
2. Number of suppliers identified as having significant actual and potential
negative environmental impacts None
3. Significant actual and potential negative environmental impacts identified
in the supply chain disposal of old Batteries and used oil
4. Percentage of suppliers identified as having significant actual and
potential negative environmental impacts with which improvements were
agreed upon as a result of assessment None
5. Percentage of suppliers identified as having significant actual and
potential negative environmental impacts with which relationships were
terminated as a result of assessment None
Full
G4DMA
Environmental monitoring findings were reported and concerns were raised and discussed with the Multipartite Monitoring Team through the regular meetings. Should there be any
concerns that need immediate attention, a special meeting will be conducted.
G4EN34
Number of grievances about environmental impacts filed, addressed, and There was no grievance about environmental impacts filed through formal
resolved through formal grievance mechanisms
grievance mechanism during the reporting period.
ASPECT: SUPPLIER ENVIRONMENTAL ASSESSMENT
ASPECT: ENVIRONMENTAL GRIEVANCE MECHANISMS
Full
Omissions
Omissions
Full
Full
Full
Environmental concerns were raised and discussed with the Multipartite

Monitoring Team.
CATEGORY: Social
Sub-Category: Labor Practices and Decent Work
ASPECT: EMPLOYMENT
G4DMA
Omissions
Full
To attract the best and most qualified applicants,SRPC ensures that its compensation package is competitive in the market with no discrimination toward age, ethnicity, gender or
nationality, as indicated in the Recruitment and Benefits Policies. Competitive benefits in the power industry are granted to all regular employees. In case of vacancies, positions
are first filled via internal sourcing, with external sourcing utilized only when there are no qualified internally sourced candidates. The Company also makes sure that there are no
underage candidates, whether within its ranks or among its contractors and subcontractors. Just recently, SRPC was issued a certificate of Compliance on General Labor Standards and
Occupational Safety and Health Standards by the Department of Labor and Employment (DOLE) Region I.
Tie-ups with universities that require on-the-job training for their students, particularly in the engineering field, are accommodated during summer. Annually, 12 fresh Engineering Board
Exam passers are accommodated for the Cadetship Training program. Furthermore, in partnership with the DOLE in its Special Program for the Employment of Students (SPES), SRPC
accommodates 10 students in the locality for a maximum of 30 days. The allowance for the students is based on the minimum wage in the region with SRPC shouldering the 60% and
40% by DOLE.
Seventy percent of the employees are male and specifically assigned in the Operations and Maintenance Group, while 30% are female employees who are mostly assigned in the
offices. The remuneration ratio of males and females is at 1.00:3.00
G4-LA1
Total number and rates of new employee hires and employee turnover by p. 68
age group, gender and region
Full
G4-LA2
Benefits provided to full-time employees that are not provided to

temporary or part-time employees, by significant locations of operation
pp. 65-67
Full
G4-LA3
Return to work and retention rates after parental leave, by gender
p. 66
ASPECT: LABOR/MANAGEMENT RELATIONS
Full
Omissions
Full
G4DMA
Notices regarding operational changes are disseminated to employees within 15 days via regular meetings with the Management every first Monday of the month. Notices regarding
major organizational issues usually come from the Office of the President and CEO.
G4-LA4
Minimum notice periods regarding operational changes, including

whether these are specified in collective agreements
103
Seven days
Full

ASPECT: OCCUPATIONAL HEALTH AND SAFETY
G4DMA
Omissions
Full
Occupational Health and Safety is everyones concern. The Safety and Health Committees members comprise the Management, rank and file employees, and representatives from the
contractors group (security, medical services, the food concessionaire, and building/grounds and road maintenance providers) so as to represent all employees and their respective
issues, as per Occupational Safety and Health (OSH) Standard 1040 (Health and Safety Committee).
Following the OSH Standard 1050 (Notification and Keeping of Records of Accidents and/or Illnesses), the Company prepares weekly, monthly and annual performance reports and
submits these to all concerned parties. The Operations and Maintenance team holds daily Toolbox Meetings to review the statuses of work activities and discuss the most recent
Job Hazard Analysis (JHA) in order to prevent work-related incidents and reduce risks. Health care provider Prevhealth, Inc issues regular safety and health alert and bulletins for the
reference and information of all employees.
All new hires, on-the-job trainees, Cadet Engineers, and SPES undergo Safety and Security orientation prior to their dispatch.
G4-LA5
Percentage of total workforce represented in formal joint managementworker health and safety committees that help monitor and advise on
occupational health and safety programs
p. 63
G4-LA6
Type of injury and rates of injury, occupational diseases, lost days, and
absenteeism, and total number of work-related fatalities, by region and
by gender
pp. 63-64
Full
G4-LA7
Workers with high incidence or high risk of diseases related to their

occupation
p. 64
Full
G4-LA8
Health and safety topics covered in formal agreements with trade unions
Not applicable. The Company has no labor union. However, it has a tie-up
with the Department of Labor and Employment (DOLE) Region 1 Office for
the KAPATIRAN WISE-TAV Program which encourages the companies to
assist/guide small companies in eventually becoming fully compliant with
labor laws and OSH Standards.
Full
G4DMA
It is SRPCs goal to continue improving its workforce through in-house or external training, as per the Policy on Training ADM-04013.
ASPECT: OVERALL
Full
ASPECT: TRAINING AND EDUCATION
Omissions
Omissions
Full
Full
A Skills and Knowledge Assessment (SKA), launched by the Technical Improvement and Audit Group the previous year, is required specifically for managers in order to identify any gaps
in the competency of the technical personnel and address these via training (the Training Matrix). The SKA has been integrated in the Performance Management Process so that the
successful compliance of the employee in a given fiscal year will eventually affect his/her performance bonus as well as his/her salary increases, if any, for that period.
The Training Matrix is a tool used to list down the types of priority training needed by the employee as against the actual training sessions attended during the fiscal year. It is a
framework to easily identify common skills required by a certain group rather than one person at a time, making it easier to target new critical skills needed to be acquired for long term
goals. It also serves as the basis of the training plan budget.
Standards and Procedures specify that technical personnel, particularly the Operations and Maintenance Group, must undergo the qualification cards to qualify for performing the
functions of the next-level position.
A Leadership Development Program was also re-launched in 2014 in order to establish a more measurable compliance, as well as reward those managers who complete the program
for their subordinates.
G4-LA9
Average hours of training per year per employee by gender, and by

employee category
pp. 65, 67-68
Full
G4LA10
Programs for skills management and lifelong learning that support the
continued employability of employees and assist them in managing
career endings
p. 67
Full
G4LA11
Percentage of employees receiving regular performance and career

development reviews, by gender, and by employee category
p. 68
Full
G4DMA
Most of SRPCs employees come from the Cordillera Administrative Region (CAR) and the province of Pangasinan at 22% and 40%, respectively, as these are the areas where the
Company operates. Thirteen percent come from the other areas of Luzon, 3% from Visayas, 1% from Mindanao, and 17% from Metro Manila.
ASPECT: DIVERSITY AND EQUAL OPPORTUNITY
Omissions
Full
Fifty percent of the employees from the Cordillera Administrative Region are Indigenous Peoples from the Ibaloi, Kankanaey, Kalinga, and Kalanguya ethnic groups.
The SRPC population is 71% male and 29% female. Majority of the workforce are within the 30-39 and 40-49 age groups for both male and female.
G4LA12
Composition of governance bodies and breakdown of employees per

employee category according to gender, age group, minority group
membership, and other indicators of diversity
pp. 67-68
Full
EU15
Percentage of employees eligible to retire in the next 5 and 10 years

broken down by job category and by region
p. 65
Full
EU17
Days worked by contractor and subcontractor employees involved in

construction, operation and maintenance activities
p. 63
Full
EU18
Percentage of contractor and subcontractor employees that have

undergone relevant health and safety training
p. 65
Full
G4LA13
Ratio of basic salary and remuneration of women to men by employee

category, by significant locations of operation
G4DMA
Under the Memorandum of Understanding (MOU) with SRPCs Service Contractors, the Joint Assessment Inspection is conducted by Labor Law Compliance Officers (LLCO)
representatives from Region 1 to assess each contractors compliance with labor laws, and safety and health standards.
ASPECT: EQUAL REMUNERATION FOR WOMEN AND MEN
Omissions
p. 66
ASPECT: SUPPLIER ASSESSMENT FOR LABOR PRACTICES
Full
Full
Omissions
Full
Contractor compliance is also guided by the DOLE Kapatiran WISE-TAV Program and the DOLE Incentivizing Compliance Program. These programs also help SRPC oversee the
compliance of its contractors and sub-contractors with the labor and safety standards during their service contract with the Company.
Service contractors that are assessed by DOLE are awarded or given a Certificate of Compliance (COC) in the General Labor Standards and Occupational Safety and Health Standards
signifying that they have complied with the required necessary Labor Standards.
G4LA14
Percentage of new suppliers that were screened using labor practices

criteria
p. 64
Full
G4LA15
Significant actual and potential negative impacts for labor practices in the p. 64
Full
104
G4 Index
ASPECT: LABOR PRACTICES GRIEVANCE MECHANISMS
G4DMA
Omissions
Full
SRPC formalized its Open Door Policy in 2013 to make sure that all employees have channels of communication with the Management. The dissemination of the Compliance Manual
was discussed by the Compliance Officer with all regular employees. A workshop on Leading/Managing through Employee Discipline was conducted initially and cascaded to the
remaining employees in 2014.
SRPC has a policy on Rules and Regulations on Disciplinary Actions. The composition of the Investigation Committee is as follows: Department Head as the Chairman; Human
Resources Manager, and; three other employees (two of whom are either not from Human Resources (HR) or is not a Manager subject to the recommendation of HR to the Chairman).
The HR representative or any other designated employee shall be assigned to record the minutes of the investigation and hearings. To ensure fairness and impartiality, the employees
Manager or Supervisor, who is either a witness to the offense or is a party in the case, shall not be named a member of the Investigation Committee.
Employees also have access to the Working Committee Minutes of Meetings and the General Assembly Minutes which are posted in bulletin boards and emailed to department
representatives for proper dissemination in their respective work areas.
G4LA16
Number of grievances about labor practices filed, addressed, and

No human rights violations, discrimination cases, nor incidents of forced

labor among SRPC's employees, its contractors or subcontractors, and
suppliers have been reported to date.
Full
Sub-Category: Human Rights

ASPECT: INVESTMENT
Omissions
Full
G4DMA
There is an ongoing coordination with the Region 1 office of the Department of Labor and Employment in order to orient employees on sexual harassment, the Magna Carta for
Women, and other related matters. It is to be scheduled after the Turbine Inspection in June 2015.
G4-HR1
Total number and percentage of significant investment agreements and

contracts that include human rights clauses or that underwent human
rights screening
pp. 25-26
Full
G4-HR2
Total hours of employee training on human rights policies or procedures

concerning aspects of human rights that are relevant to operations,
including the percentage of employees trained
p. 28
Full
G4-HR3
Total number of incidents of discrimination and corrective actions taken
ASPECT: NON-DISCRIMINATION
ASPECT: FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING

G4DMA
Omissions
No human rights violation, discrimination case, or incidence of forced labor

among SRPC employees, contractors, subcontractors, or suppliers has been
reported to date.
Full
Full
Omissions
Full
SRPC has no labor unions however, it does not prohibit the right of employees to associate or organize and collectively bargain with the Management, either. There are also several
avenues of communication available to all employees, which are supported by the Open Door Policy. These are:
General Assemblies scheduled every first Monday of the month, where employees from the manager to the rank and file gather to discuss Safety, Health, and Wellness, and the
policies of the Company. Updates on employee programs and benefits are also part of the discussion.
Voice-Out Meetings where the President and CEO schedules meetings with a group of employees. This is a venue where concerns or suggestions in improving work process or
enhancing current benefits and practices are discussed.
There is a Working Committee comprised of department representatives that discusses employee programs such as team buildings/Company outings, Safety Day celebrations,
corporate sports festivals, Christmas gatherings, the Company uniform, and others. They prepare the plans, budget, and oversee the implementation of the programs.
Daily Toolbox Meetings where scheduled works for the day and safety, particularly job hazard analysis is discussed by the Operations and Maintenance Group.
G4-HR4
Operations and suppliers identified in which the right to exercise freedom p. 28

of association and collective bargaining may be violated or at significant
risk, and measures taken to support these rights
G4-HR5
Operations and suppliers identified as having significant risk for incidents

of child labor, and measures taken to contribute to the effective abolition
of child labor
G4-HR6
Operations and suppliers identified as having significant risk for incidents

of forced or compulsory labor, and measures to contribute to the
elimination of all forms of forced or compulsory labor
G4DMA
All security personnel are equipped to handle human rights cases as part of their training that is provided by the service contractor.
G4-HR7
Percentage of security personnel trained in the organizations human

rights policies or procedures that are relevant to operations
G4-HR8
Total number of incidents of violations involving rights of indigenous

peoples and actions taken
G4-HR9
Total number and percentage of operations that have been subject to

human rights reviews or impact assessments
G4DMA
Suppliers are accredited by a third-party assessor, which investigates their legal existence and financial capability.
G4HR10
Percentage of new suppliers that were screened using human rights

criteria
pp. 29-30
Full
G4HR11
Significant actual and potential negative human rights impacts in the

pp. 29-30
Full
G4HR12
Number of grievances about human rights impacts filed, addressed, and pp. 28-29
ASPECT: CHILD LABOR
Omissions
Omissions
Omissions
Omissions
Full
Full
ASPECT: HUMAN RIGHTS GRIEVANCE MECHANISMS
Full
Full
pp. 29-30
ASPECT: SUPPLIER HUMAN RIGHTS ASSESSMENT
Full
Full
p. 29
ASPECT: ASSESSMENT
Full
Full
p. 30
ASPECT: INDIGENOUS RIGHTS
Full
Full
No human rights violations, discrimination cases, incidents of forced labor

among SRPC's contractors or subcontractors and suppliers have been
reported to date.
ASPECT: SECURITY PRACTICES
Omissions
The Company does not employ minors who are under the legal working
age.
ASPECT: FORCED OR COMPULSORY LABOR
105
Full
Omissions
Omissions
Full
Full
Full

Sub-Category: Society
ASPECT: LOCAL COMMUNITIES
G4DMA
Omissions
Full
SRPC envisions each household in partner communities to have one entrepreneur and one gainfully employed member to achieve a household income that is above poverty level.
To achieve this, the Company uses the Strategic Social Investment Program (SSIP), which contains information gathered and analyzed with assisted community organizations, to
determine the best possible move regarding the needs of its neighboring communities. SRPC provides assistance using the Community-Driven Enterprise Development approach, with
reference to the SSIP. The socio-economic development plans, projects, and activities are designed based on community needs and funding of which will have to be prioritized and
approved by the SRPFIs Board of Trustees.
ASPECT: LOCAL COMMUNITIES
G4-SO1 Percentage of operations with implemented local community

engagement, impact assessments, and development programs
Omissions
Full
pp. 73-76
Full
G4-SO2 Operations with significant actual and potential negative impacts on local pp. 73-76
communities
Full
ASPECT: ANTI-CORRUPTION
G4DMA
Omissions
Full
SRPC does not tolerate corruption. The Compliance Officer submits a quarterly report on the compliance with anti-corruption policies and this is forwarded to the President and to
Marubeni Main Office. The policy with regard to giving monetary contributions to local politicians is coded in ADM-05-11 and ADM-05-11A (Policy on Giving and Receiving Gifts and
Entertainment).
G4-SO3 Total number and percentage of operations assessed for risks related to
corruption and the significant risks identified
pp. 24-25
Full
G4-SO4 Communication and training on anti-corruption policies and procedures
pp. 24-25
Full
G4-SO5 Confirmed incidents of corruption and actions taken
p. 25
Full
EU22
Number of people physically or economically displaced and

compensation, broken down by type of project.
pp. 74-75
Full
G4DMA
The Company strictly adheres to its anti-partisan politics policy.
ASPECT: PUBLIC POLICY
G4-SO6 Total value of political contributions by country and recipient/beneficiary
Omissions
p. 41
ASPECT: ANTI-COMPETITIVE BEHAVIOR
Full
Omissions
G4-SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and p. 25
monopoly practices and their outcomes
ASPECT: COMPLIANCE
G4-SO8 Monetary value of significant fines and total number of non-monetary
sanctions for non-compliance with laws and regulations
Full
Full
Omissions
p. 25
ASPECT: SUPPLIER ASSESSMENT FOR IMPACTS ON SOCIETY

G4DMA
Full
Full
Full
Omissions
Full
On average, 67 suppliers are accredited annually. Eighteen percent (or 12 out of 67) of these suppliers are from neighboring towns. As per directive of the Management, the Company
prioritizes suppliers from Pangasinan to help uplift lives of communities near the San Roque Dam.
G4-SO9 Percentage of new suppliers that were screened using criteria for impacts 18% (12/67) suppliers were screened from neighboring towns. This is to help
on society
uplift lives of communities near the power plant.
Full
G4SO10
Full
Significant actual and potential negative impacts on society in the supply

chain and actions taken
Number of suppliers subject to assessments for impacts on society

12 suppliers
Number of suppliers identified as having significant actual and potential
negative impacts on society None
ASPECT: GRIEVANCE MECHANISMS FOR IMPACTS ON SOCIETY
Omissions
Full
G4DMA
SRPC observes strict adherence to government regulations, the Power Purchase Agreement, and other Memorandums of Agreement with partner agencies. It also adapted the
Community-Driven Development Approach, which provides an opportunity for the Company to address community grievances.
G4SO11
Number of grievances about impacts on society filed, addressed, and

ASPECT: DISASTER / EMERGENCY PLANNING AND RESPONSE
G4DMA
None.
Full
Omissions
Full
Procedures and protocols for responses relating to emergency/disaster cases are set forth in the Companys Emergency Action Plan. SRPC aims for the synchronicity of its Emergency
Action Plan with the Disaster Risk Reduction and Management Plan of Local Government Units at both municipal and provincial levels.
Sub-Category: Product Responsibility

ASPECT: CUSTOMER HEALTH AND SAFETY
G4DMA
Omissions
Full
As part of the Hazard Recognition and Risk Management Program, various safety inspections, audits, and assessments are conducted to evaluate and assess SRPCs compliance with
OSH regulations and generate recommendations to address gaps in reference to OSH Standards. These initiated inspections/audits are:
DOLE Technical Safety Inspection on Electrical/Mechanical Equipment

DOLE Joint Assessment Inspection on Labor Laws and Occupational Safety and Health Standards
Risk Assessment Audit of Power Generating Components
Fire Safety Inspection by the Bureau of Fire Protection
Fire Protection System Audit by Third Party Entity
Safety Management Systems Audit by a Third Party DOLE Accredited Entity
Job Hazard Analysis and Safety Assessment
SPRC also abides by the DOLEs Zero Accident Program (ZAP).

G4-PR1
Percentage of significant product and service categories for which health

and safety impacts are assessed for improvement
Initiated inspections and assessments such as:

a. DOLE Technical Safety Inspection on Electrical/Mechanical Equipment
b. DOLE Joint Assessment Inspection on Labor Laws and Occupational
Safety and Health Standards
c. Risk Assessment Audit of Power Generating Components
d. Fire Safety Inspection by the Bureau of Fire Protection and 3rd party
entity
Full
G4-PR2
Total number of incidents of non-compliance with regulations and

voluntary codes concerning the health and safety impacts of products
and services during their life cycle, by type of outcomes
Initiated inspections and assessments such as:

a. DOLE Technical Safety Inspection on Electrical/Mechanical Equipment
b. DOLE Joint Assessment Inspection on Labor Laws and Occupational
Safety and Health Standards
c. Risk Assessment Audit of Power Generating Components
d. Fire Safety Inspection by the Bureau of Fire Protection and 3rd party
entity
Full
106
G4 Index
ASPECT: CUSTOMER HEALTH AND SAFETY
Omissions
Full
EU25
Number of injuries and fatalities to the public involving company assets,

including legal judgments, settlements and pending legal cases of
diseases.
p. 65
G4DMA
SRPC abides by the Power Purchase Agreement, the Philippine Grid Code, the Department of Energys Ancillary Service Procurement Plan, the Ancillary Service Procurement
Agreement with National Grid Corporation of the Philippines, and the DOEs 1-94 EPIRA Law.
G4-PR3
Type of product and service information required by the organizations

procedures for product and service information and labeling, and
percentage of significant product and service categories subject to such
information requirements
G4-PR4

None.
voluntary codes concerning product and service information and labeling,
by type of outcomes
Full
G4-PR5
Results of surveys measuring customer satisfaction
Full
G4-PR6
Sale of banned or disputed products
Not applicable.
Not Reported
G4-PR7

voluntary codes concerning marketing communications, including
advertising, promotion, and sponsorship, by type of outcomes
Not applicable.
Not Reported
G4-PR8
Total number of substantiated complaints regarding breaches of

customer privacy and losses of customer data
G4-PR9
Monetary value of significant fines for non-compliance with laws and

regulations concerning the provision and use of products and services
G4DMA
Due to compliance with the PPA, the San Roque Hydroelectric Power Plant has been found to be 100% reliable and available.
EU26
Percentage of population unserved in licensed distribution or service

areas.
Reporting on the percentage of an unserved population in licensed

distribution areas is not applicable to SRPCs case.
EU27
Number of residential disconnections for non-payment, broken down by

duration of disconnection and by regulatory regime.
The SRPC is not a distributor; hence, it cannot influence power prices. This
is the reason the company is not affected by the electricitys price volatility
in the market. Moreover, being a non-distributor, the company does not
directly engage electric customers in any way, such as in matters of customer
accounts, disconnection for non-payment, and regulations on transmission
and distribution lines.
Full
EU28
Power outage frequency.
With the annual 15 days allowable downtime, the Company utilized

an average of nine days for the regular maintenance and power tunnel
inspection. With this, SRPC has maintained its 100% reliability and 97.53%
availability in power generation.
Full
EU29
Average power outage duration.
3.129 hours.
Full
EU30
Average plant availability factor by energy source and by regulatory

regime.
p. 15
Full
ASPECT: PRODUCT AND SERVICE LABELING
Omissions
Full
Full
Full
Omissions
None.
ASPECT: ACCESS
Omissions
None.
ASPECT: COMPLIANCE
Full
Full
There is a healthy relationship between SRPC, NPC, SPDC and NGCP. SRPC
is paid on time, dispatch instructions are followed, constant interaction and
open communication are maintained.
ASPECT: CUSTOMER PRIVACY
107
Omissions
pp. 13, 15
ASPECT: MARKETING COMMUNICATIONS
ASPECT: PROVISION OF INFORMATION
Full
Full
Full
Omissions
Full
Not Reported
Omissions
Not Reported
108
109

2014 SR The Power of Water-Final

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Message from

the President and CEO

This page contains the discussion on G4-1.

San Roque Power Corporation

can greatly benefit and improve the quality

last three years, achieving 100% power plant

Mega Watt Hour (MWh)

Despite the decrease in the inflow of water,

Operational Targets Report

This page contains the discussion on G4-1, G4-2 and EU2.

2014 Sustainability Report

On top of these positive operational strides,

Sharing Economic Values

Meanwhile, our fence-line communities of San

Promoting Sustained Stewardship

This page contains the discussion on G4-2.

San Roque Power Corporation

attenuate the perennial flooding in the 16

Empowering All Stakeholders

our commitment to exemplary health, safety,

My Heartfelt Gratitude to All

This page contains the discussion on G4-2.

2014 Sustainability Report

About the Report

he San Roque Power Corporation

San Roque Power Corporation

its performance based on GRI G4 principles on

Community development programs

This 2014 Report anchors

This page contains the discussion on G4-19.

2014 Sustainability Report

he San Roque Power Corporation (SRPC

San Roque Power Corporation

SRPC is not a power distributorhence, the

Corporate Value Chain

to bridge the gap between the goals and current

SRPC Supply Chain

2014 Sustainability Report

Previously, the Purchasing Department handled

Principles and Initiatives

with the Philippine Eagle Foundation, Inc. (PEFI),

The San Roque Power Foundation, Inc. is SRPCs

This page contains the discussion on G4-15.

San Roque Power Corporation

Harnessing the Power of Water: The San Roque Power Corporation

Around 21,000 hectares of

SRPC operates and maintains

With a holding capacity of

2014 Sustainability Report

Features of the Reservoir

Low Water Level

Normal High Water Level

Intake of Power Tunnel

Active Storage: 525 MCM

Features of the Spillway

San Roque Power Corporation

Features of the Dam

The Power Behind the Power of Water:

low level outlet

The San Roque Multipurpose Project has four

Features of the Turbine

2014 Sustainability Report

Powering Luzon at Peak Hours: