Human Capital
Performance

In 2022, organizations faced diverse challenges globally, including economic uncertainty and new responses to COVID-19. These circumstances caused changes in the preferences of leaders and talent, creating new potential risks to engagement, culture, and productivity. In the face of these challenges, First Gen prioritized its employees by implementing innovative measures to enhance its employer value.

We emphasized organizational capability and effectiveness through talent, work environment, and change management. We are dedicated to providing our employees with a productive work environment that allows them to be at their best and achieve a healthy work-life balance in the face of ongoing changes in the new normal.

Composition of Workforce

Share of Employees by Gender

Share of Employees by Employment Contract

Share of Employees by Location

Share of Women by Management Level

Recruitment

With the changing industry landscape and the company’s growth aspirations, First Gen focused on hiring talents to contribute to our goals, purpose, and chosen path. We hired 175 new employees in 2022, or 8% of the entire workforce, bringing our overall headcount to 2,151. 82% of recruits are millennials or Gen Z. This is 8% more than our 2021 figures at 74%. 63% of new hires were male, and 37% were female, the same proportion as in 2021.

New Hires vs. Total Headcount

Percentage of New Hires by Age Group

Churn Rate

In 2022, First Gen observed a higher number of workers leaving, which coincided with the current trend of shifting employee preferences and resulting in organizational phenomena like “The Great Resignation” and “Quiet Quitting.” The Company recorded a churn rate of 10 percent for the year, which approximates the pre- pandemic rates.

Sixty percent (60%) of separations were voluntary, while 40% were involuntary, mostly cases of end of term contracts and retirements. The top three reasons cited for voluntary exits were career opportunities outside of the Company, personal reasons, and pursuing further studies. 62% of leavers belonged to the age group of 18-40 years old, and 25% were female.

To partially address the challenges of recruitment and providing career opportunities, HR formalized the Internal Recruitment Policy and the Employee Development Policy to encourage employees to proactively explore internal opportunities for growth and learning.

Percentage of Leavers by Age Group

Advancing our Diversity and Inclusion Agenda

Our Vision and Targets

The Company ensures that all our employees are paid fairly and have equal opportunities to learn, thrive, grow, and contribute, regardless of their age, sex, and gender. We provide a welcoming, respectful, and safe environment that maximizes our collective potential and cultivates our strong sense of community. We take steps to evaluate and improve various aspects of our workplace.

Gender Equality and Diversity (GED)

In 2022, we defined our Gender Equality and Diversity targets for the next three years, focusing on the areas of Corporate Culture and Leadership, Attraction and Talent Outreach, and Recruitment.

We partner with various entities to support our continuing journey. First Philippine Holdings (FPH), First Gen’s parent company, signed the UN Women Empowerment Principles (WEPs) in 2022. This enabled access to tools, best practices, and guidance on gender equality and diversity (GED) from the experts in UN Women and UN Global Compact Network. The WEPs are a set of Principles that guide businesses on promoting gender equality and women’s empowerment in the workplace, marketplace, and local communities.

In October 2022, FPH received a UN Women Empowerment Principles award from the UN Women and the Philippine Business Coalition for Women Empowerment. FPH achieved the second runner-up spot in the Gender Responsive Marketplace Category. It was recognized for its policies on social safeguards, which encompass human rights, gender equality, diversity, anti-sexual harassment, and grievance mechanisms for both our employees and stakeholders. First Gen contributed to the achievement as part of the FPH group.

The Company also pursued its collaboration with USAID on the Enhancing Equality in Energy for Southeast Asia (E4SEA), an initiative designed to promote gender balance and inclusivity in the industry. Under E4SEA, First Gen has been able to enhance its GED capabilities through training, best practice sharing, and coaching support. Several employees underwent the USAID: Engendering Industries: Workforce Gender Equality Accelerated Course Program, equipping them with skills such as:

Identifying gender equality gaps in our organization;
Taking targeted, tangible, and strategic action, grounded in assessment, to increase gender equality in our organization;
Strengthening leadership, change management skills, and exercising more influence to create an equitable and diverse workplace; and
Effectively engaging both male and female leaders within our organization in support of desired change.

Embedding DEI in people practices

As a result of our active participation in GED programs, we have taken concrete steps to foster a more inclusive work environment, as demonstrated in the following initiatives in 2022:

Diversity, Equity, and Inclusion (DEI)-sensitive information collected from both employees and applicants are now optional. Survey forms that collect our workers’ gender information now include an option to abstain from disclosure, and job candidates are no longer asked for their gender and age in their application forms.
The Special Leave for Women and Leaves for Victims of the Violence Against Women and Children (VAWC) Policies were formalized. Although these were already enforced and practiced in the organization since the enactment of the laws, the policies were instituted to further communicate our commitment to our female employees and our compliance with the law.
The eligibility of common-law and same-sex partners as dependents for the purpose of medical insurance was recognized and implemented.
Prescriptions for acceptable office attire have been revisited and expanded for a more gender-neutral and safe work environment.
Employees were trained on Cultivating Psychological Safety in the Workplace and Promoting Gender-Inclusive Workplaces.
International Women’s Month has been celebrated annually in the Company (through events and communications) since 2021.
We created a Diversity dashboard in Workday, First Gen’s HR information system, which provides metrics and insights to HR and people managers on key demographic information of their groups such as gender, age range, years of service, and job levels, and provides other metrics such as internal movements and turnover rates of demographic cuts.
Engagement survey findings are analyzed according to the various demographic groups such as gender, age group, tenure band, job class, job level, location, and functional group, in order to tailor interventions if needed.

These embedding efforts bore fruit and are appreciated by employees. In the 2022 engagement survey, 91% of the respondents answered favorably in the statement targeting diversity and inclusion, “People in my organization respect diversity and uniqueness of individuals,” up by +4% from the 2020 results.

People Training and Development

We provide a work environment that promotes the cultivation of adaptive and lifelong learning. We provide curated learning solutions that help build key capabilities to achieve our growth ambitions and business priorities.

Given the new and evolving business environment, First Gen continues to develop talent by:

Enabling flexible learning at the speed of need;
Developing people managers and our future leadership bench;
Accelerating talent mobility by honing skills for career development; and
Enabling employees to take charge of their development by providing guidance and access to various modes of learning and development.

A First Gen subsidiary that makes up 72% of the Company’s total headcount prioritized programs that are critical to business operations especially in addressing the basics of safety to address critical general safety concerns arising from the environment as well as systems-related hazards. The primary mode of learning was through developmental assignments and on-the-job learning in most of the growth projects, thus reducing the number of total training hours rendered for the year.

Total Training Hours

Average Training Hours

A host of mixed training programs were offered to support the varying needs of our workforce in the areas of leadership development, career development, technical training, and self-help or life skills.

Learning at the speed of need

The current business landscape requires prompt learning and the application of new skills. In 2022, we continued scaling up “learning delivery at the speed of need” by creating more digital content and increasing access to our learning-on-demand platform. This allowed employees to:

Access learning content at their time of need and preference;
Learn at their own pace and immediately practice new skills while in the flow of work;
Personalize the courses according to their specific needs; and
Share and get recommended training in an online learning community.

Notably, for the First Gen head office, gas and hydro business units and support groups, digital learning increased training reach from 80% before the pandemic to 97% of employees in 2022. Digital learning became a tool for learning inclusion as it surpassed barriers of location, roles, and time availability. In addition, “Learning and Professional Development” ranked #1 as the area of most improvement based on the 2022 engagement survey.

Friday Drop Everything and Learn (DEAL)

Friday DEAL, which stands for “Drop Everything and Learn,” was designed to supplement on- demand learning by setting aside dedicated time to learn collaboratively. In 2022, the focus was on Robotics Process Automation, IoT, Big Data Analytics, and other digital skills.

Coaching and Mentoring

The Coaching and Mentoring program equips people managers with skills to integrate coaching into their daily work, to help improve performance in a self-managed hybrid set-up, build and develop new talent capabilities; and improve engagement and team environment.

Employee ownership of development

In 2022, a new Employee Development Policy was created to provide a framework and a shared language for employee development, promote employee ownership and initiative in learning and development, and support people managers in facilitating continuous learning and growth. We believe that knowledge goes beyond the classroom and includes on-the- job training, learning from peers, and both formal and on-demand training. This new policy promotes talent mobility by empowering employees to expand their horizons and prepare themselves to explore possibilities beyond their current roles.

Skills Insights

Performance management and individual development plans

Our annual performance management cycle starts with goal-setting at the beginning of the year and concludes with year-end performance reviews. In 2022, all employees in the organization received performance evaluations from their managers.

Beyond the evaluation processes, we encourage managers and employees to have regular conversations on their performance and development areas. Our year-round performance evaluations promote an environment where teams can communicate their progress through individual development plans, enabling them to discover new opportunities to optimize their work performance.

Our commitment to human rights

At First Gen, we constantly strive to protect the human rights of our employees and clients. In 2022, we developed and implemented the Human Rights Management & Monitoring Plan and the Grievance Redress Mechanisms.

Human Rights Management and Monitoring Plan

To reinforce our commitment to upholding human rights, we developed a comprehensive Human Rights Management and Monitoring Plan. This plan is designed to identify potential risks and violations that may arise from the activities and operations of our business, with the ultimate goal of gaining a more profound understanding of human rights and ensuring their protection. First Gen identified four potential rights that may be affected by our business operations:

Health and Safety - Potential impacts on workforce and local communities
Unethical Practices - Potential impacts of partner/suppliers actions on local communities & customers
Labor Practices - Potential impacts on employees of workplace discrimination, harassment, and data privacy breaches
Unfair Practices - Potential impacts on customers

To establish a detailed Human Rights Management and Monitoring Plan, each corporate function conducted a risk assessment within their respective areas of responsibility. The resulting action plans and corresponding timelines were developed to provide a structured framework for implementation and guidance.

Grievance Redress Mechanisms

We take pride in cultivating and nurturing a work environment that is just, considerate, and dignified, recognizing that it can fuel innovation and enable our personnel to reach their maximum potential. In line with this, the Company consistently formulates and implements programs and initiatives that ensure our employees feel valued and supported.

Unaddressed or unacknowledged grievances can result in dissatisfaction and distrust within the organization. To help prevent these situations, the Workplace Issues Resolution policy and procedure were created to have a fair, rational, efficient, and practical resolution to work-related grievances. The policy covers three actionable issues:

Concerns involving compliance with interpretation, implementation, or application of company policies, procedures, terms and conditions of employment, and personnel actions, including concerns on salaries and benefits;
Concerns about working conditions and/or environment; and
Other work-related issues that give rise to perceived unfairness, disrespect, indignity, arbitrariness, or other similar experiences.

The policy ensures that employee grievances are heard, evaluated, and resolved in a timely manner with their immediate supervisor.

Ensuring compliance with labor standards

Fundamental to our operations is our compliance with local labor standards, which define the effectiveness of our systems and processes. Our declaration and commitment to conducting business responsibly are deeply rooted in the fundamental corporate values of our Company. We participate and cooperate with all external audits and inspections required by law and maintain a positive working relationship with our government agencies through timely coordination and thorough compliance.

New policies

We remain committed to implementing and upholding policies that are designed to facilitate the seamless operation of our business. Specifically, we have taken a strategic approach towards establishing policies prioritizing labor practices, non-discrimination, anti-sexual harassment, occupational safety and health, freedom of association, collective bargaining, working hours, and the new safety and health guidelines during the COVID-19 pandemic. This includes formalizing our Special Leave and Leave for Victims against VAWC policies, as shared in page 99.

No to forced labor and child labor

We do not condone any form of forced labor and child labor in our operations and supply chain. We ensure that the terms and conditions of employment for our workers are documented in their employment contracts, in strict adherence to the established labor standards of the Philippines. There were no reported incidents of forced labor and child labor in 2022.

Freedom of association and collective bargaining

In 2022, we concluded 11 Collective Bargaining Agreements (CBA) with 11 Unions across the fleet. Instead of giving out tokens or memorabilia to commemorate the conclusion of the CBAs, both the management panel and union panels agreed to plant trees through the EDC Binhi CommuniTREE and donated a portion of the savings to the SIKAT scholarship program. To continuously support labor-management relations specifically for Supervisors, we launched the SEMCC- Supervisory-Employees Management Cooperation Council, a labor-management council that discusses the collective concerns of supervisors.

Code of conduct and ethical standards for employees

Based on our core corporate values, our Company has persistently enforced a standardized Code of Employee Discipline with equity and impartiality. We prioritize the dissemination of this policy to new hires through its integration into the Onboarding Program. As part of this process, every employee acknowledges comprehension of the Code by affixing their signature to a receiving copy.

Company Remuneration

Employees

Strategy and compensation

At the core of First Gen’s compensation philosophy lie three principles:

Ensuring that compensation programs and policies support the delivery of the corporate strategy and create long-term sustainable shareholder value;
Pay for performance;
Keeping our competitive market position in relation to total rewards (base pay, variable compensation, and benefits)

Our compensation philosophy seeks to attract people to join the organization, retain key talent and reward high-performing individuals, and motivate employees to develop their skills and competencies based on the changing demands of their jobs and of the business. The policy applies to the Company’s senior management and to the overall workforce.

Our compensation and benefits programs contribute to our business success by balancing market competitiveness and affordability based on a total compensation approach. These are performance driven, flexible, legally compliant, and are absent of any gender-discriminatory pay practices. The key elements of our compensation structures are annual base salary, fixed bonuses, variable compensation based on annual targets, and employee benefits.

Pay and benefits practices

We ensure regular reviews of pay equity within the organization and the external labor market through the benchmarking of practices. We design our salary structure and benefits package taking into consideration the needs and preferences of our target employee and candidate groups, and, at the minimum,legal requirements. An Employee Benefits Pulse Survey was conducted in 2022 to gather our employees’ views on the existing benefits program of the Company, its market competitiveness, and how it can support the future of work in the hybrid environment. The results highlighted the benefits that are important to and appreciated by our employees.

Directors

Directors of the Company receive a standard per diem for attendance at each board meeting and bonuses. Under the Company’s By-laws, directors do not receive any stated salary for their services, but per diem in the amount determined by the board of directors may be allowed for attendance at each meeting. A resolution was likewise passed by the stockholders of the Company fixing the maximum annual compensation of the board of directors at a certain percentage of the Company’s net income before income tax for the preceding year.

Strengthening our Health and Safety Performance and Wellness Programs

First Gen received 20 awards and citations from various Occupational Safety and Health (OSH) agencies, which are listed in the Awards section on page 199. The Company’s efforts to consistently strengthen the implementation of health and safety practices and programs resulted in zero fatality, with a 0.14 Total Recordable Incident Rate (TRIR) for 2022, surpassing the target of 0.18 TRIR. Two lost time incidents were incurred, and these were reported to Department of Labor and Employment (DOLE) as part of our monthly reportorial submissions, investigated, and addressed with appropriate corrective actions.

Guided by the Environmental and Safety and Health Policy (ESH Policy), all subsidiaries of First Gen have established an OSH Management System within their operations to cultivate a safe work environment for the employees, contractors, visitors, and the community. Our OSH Management System includes the following key processes:

Developing measurable leading and lagging OSH indicators, with periodic monitoring;
Identifying and assessing OSH hazards and risks planning for mitigating measures using hierarchy of controls, monitoring and appraising the effectiveness of mitigating actions;
Providing OSH training and awareness programs to all employees to help them perform their functions safely;
Complying with OSH regulations and promptly submitting reports;
Integrating OSH programs and safe work practices into operations through the Permit to Work (PTW) system for medium to high-risk works;
Determining and using of appropriate Personal Protective Equipment (PPE) for various tasks, and installing safety and emergency control systems in different areas of operations;
Empowering the employees to report hazards, risks, and incidents to prevent injuries and ill-health; and
Implementing and cascading tools for incident investigation and root cause analysis.

Keeping track of the subsidiaries’ OSH performance is done through compliance monitoring, work inspections and audits conducted by internal auditors, the corporate QESH, regulatory agencies, insurers, and certifying bodies. A total of 3,084 audits and inspections were conducted for the operating sites in 2022. The areas for improvement identified during the audits were thoroughly analyzed, and corrective actions were planned based on the results of cause analysis. The effectiveness of the implemented actions is closely monitored and confirmed through validation processes.

First Gen endeavors to comply with the OSH laws and regulations. Lapses in complying with the requirements of Rule 7, Section 33 of the DOE Circular No. 2012-11-0009 on the validity of safety personnel’s permit resulted into a fine of PHP1,220,000.00 by EDC. These incidents were acted upon and addressed. Further, our compliance obligation monitoring process was also revisited and improved.

Following our procedure for incident reporting and investigation, the employees report incidents to their superiors both verbally and in writing. A qualified and experienced team is formed to investigate and categorize the incidents. The corresponding actions to address the causes of incidents are reviewed by management. Approved actions are executed, monitored, and assessed for their effectiveness. These actions are included in the monthly committee meetings led by the President, who serves as the head of our ESH Committee.

In adherence to our established management protocols, First Gen conducts periodic meetings of the First Gen ESH Committee to assess the state of occupational safety and health (OSH) related metrics, result of risk assessments, safety and health incidents and investigations, adherence to OSH regulations, and initiatives to improve the OSH management system.The significant OSH risks form part of the enterprise risks reported and discussed to the Board Risk Oversight Committee (BROC).

At the same time, the Company focuses on enhancing employees’ skills and abilities to ensure they can carry out their roles efficiently and safely. The Company sponsored specific training sessions on Occupational Safety and Health listed below, which consumed a total of 4,024 employee hours.

Emergency Preparedness

Aside from safety during daily operations, First Gen initiates programs to continue safe business operations during emergencies. The emergency response plans for various situations were tested and reviewed for suitability and readiness. In 2022, 130 emergency drills were conducted across various sites. Moreover, firefighting equipment and other emergency tools, installations, and paraphernalia undergo periodic functional tests. The Company also initiated the Family Preparedness Program to cover practical emergency measures with the family members of said employees. Five sessions with topics on 1) emergency and disaster preparedness, 2) basic life support and first aid application, 3) managing home emergencies, 4) understanding earthquakes and volcanoes, and 5) readiness on weather disturbance were participated by the employees and their family members. Other emergency preparedness initiatives done in 2022 were:

Development of the LNG Emergency Response Plan and the Coordinated Emergency Response Plan document to include considerations for the LNG facility in FGCEC
Finalized the National Energy Contingency Plan (NECP) and Department Circular for the “Big One Scenario” in collaboration with the Department of Energy (DOE)
Use of Workday Learning on Demand Family Preparedness Videos Releases (5 Modules) – accessible to all employees for knowledge and guidance

Moreover, FPH and First Gen jointly initiated the FPH Emergency Operations Center (EOC) in 2022, a designated primary physical facility with provisions for virtual and hybrid arrangements depending on the circumstances of the emergency event. The EOC activation is triggered by events classified as serious or major that may affect the FPH Group business units. Depending on the scale of the event, the EOC serves as the Central point where information is coordinated, received, analyzed, tracked, distributed, and stored. The determination of enterprise response priorities, development of strategies, and allocation of critical resources to business unit operations occur within the EOC, which also serves as the primary hub for stakeholder coordination and collaboration. Various modes of communication are considered for briefings, information dissemination, and releases. Ongoing EOC capacity-building initiatives are aimed at improving and testing response capabilities and organizational efficiency for a coordinated, effective, and efficient emergency response.

COVID-19 response and regular OH programs

With COVID-19 cases starting to decline in 2022, First Gen adapted the FPH Group and Lopez Affiliates Risk-Based Guide in the Prevention and Control of COVID-19 Outbreak which serves as a playbook for all companies on managing risks until the outbreak is declared endemic. To prevent infections, we continue to use health declaration questionnaires, follow minimum public health standards, offer OH teleconsultation, and vaccination programs to employees and their families. A total of 4518 vaccine booster doses were administered to employees, contractors, and family members.

Moreover, other OH programs that we have been implementing pre-pandemic were continued:

Health risk assessment and management of health hazards in the workplace
Occupational Health Reporting and Recording
Health Services and Medical Emergency Response
Substance Abuse Management Program (Alcohol and Drugs)
Industrial Hygiene
Health and Wellness including Emotional Well-being, physical and fitness activities
Ergonomics in the Workplace
Blood Supply Programs
OH programs for contractor operations

Wellness

First Gen’s rapid development and expansion can be attributed to the valuable contributions of our talented personnel. However, growth naturally entails increased effort, ranging from heightened workloads to the acquisition of novel skills. In order to attend to our staff’s well-being and efficiency, we continued to provide wellness programs and services for the entire company. Despite the easing of health restrictions, we continued to deliver these wellness programs and services virtually. The efficacy of these virtual activities, as well as the high level of participation, have confirmed the escalating need for dependable support programs and lessons on self-help and life skills.

2022 Wellness Wednesdays Program

The Wellness Wednesdays Program (WWP) that began in 2020 provides monthly education and awareness sessions that promote holistic wellness. It takes a comprehensive approach to total well-being, including hard skills, soft skills (such as assertiveness, listening, and gender sensitivity), and life skills such as financial management. In 2022, a total of 23 WWPs were conducted, with 479 unique participants attending various learning sessions. Participants responded positively, giving the program an average rating of 3.7 out of 4 for the year.

We also continued our Employee Assistance Program, called Reach Out. The program offers 24/7 access to online resources for preventing self-injury, as well as scheduled counseling services for our employees and their family members. In 2022, over a total of 45 cases were managed, with 104 individual counseling sessions conducted under the program conducted throughout the year. Outside of the EAP we have also supported First Gen employees and dependents through our referral network of licensed and qualified professionals.

While the Reach Out initiative was well established, we investigated additional avenues to provide support. This led to the development of the Here4U program, which offers employees the opportunity to have mental health check-ins with trained volunteer employees (confidants). The confidants undergo certification and continuous training as psychological first-aiders.

This program aims to create a more accessible and relaxed environment for conversations, as employees are made aware that they have colleagues they can trust and turn to for support during times of difficulty arising from work, family, relationships, or other personal matters. As of December 2022, 21 psychological first-aiders completed the training, composed of employees from First Gen and companies within the Lopez group.

The 2022 engagement survey results show employee appreciation for First Gen’s wellness agenda. Wellbeing was among the top ten climate statements, with respondents sharing that senior management and immediate superiors support their wellness.

Understanding the ‘Voice of our People’

First Gen’s Employee Engagement Survey

The First Gen engagement survey for 2022 shows that 67% of the employee population is fully engaged, while 24% are partially engaged. Participation rate is at 98%.

Highlights and conclusions from the 2022 survey data include the following:

The Engagement Index remains significantly above the Philippines Norms by +10%.
Engagement Index by gender were at 73% (male), 62% (female), and 41% for (other gender/ prefer not to say). A third gender category, “I prefer not to say,” was introduced in 2022.
Company culture, values and care for employees are what employees like best about working at First Gen
Commitment to the vision and mission and responsible corporate citizenship are widely admired by employees
Many employees value the hybrid / work-from-home scheme and want it retained
Highest scoring organizational climate statements relate to the Company’s care for the community, employee well-being, and health and safety
91% of the respondents answered favorably in the statement targeting diversity and inclusion

Pulse Survey

In 2022, a subsidiary of First Gen conducted a Pulse Survey as a follow-up to their most recent engagement survey, which provided a check-in on key priority areas. With a participation rate of 98%, including 100% in Ilocos and 99% in Leyte, the survey showed that employees feel capable of contributing to their Group’s goals and are open to change. However, overall scores for Organization, Inclusion, and Change Management were lower compared to 2021 but still higher than the Philippine norms. Based on these results, it is recommended to review the 2021 Action Items, communicate the progress of the transformation, and prioritize work and healthy work habits.

Employee Communications

The Company conducts an annual Communications Checkpoint to gain insight into the employees’ perception of the information they receive and to identify opportunities to enhance the quality and effectiveness of information for work and engagement purposes.

Results from the 2022 survey showed improvements compared to the previous year’s scores, and observed across various campaigns, evaluating these based on content quality and quantity. Adequacy of leadership and other departmental communications were also covered. Based on the engagement survey, the key benefit of communications is keeping employees connected; “We have found effective ways to stay connected in the current environment” was one of the top ten scoring statements.

Our New Ways of Working

First Gen believes that a hybrid work model empowers employees to perform at their best. By offering greater freedom and independence in determining the most effective ways to be productive and by strategically balancing individual, stakeholder, and team needs, a hybrid approach allows our team to optimize work life integration and take advantage of both virtual and on-site opportunities.

Our Hybrid Work Principles, launched in 2021, guided employees on approaches to new ways of working. In 2022, we focused on translating these principles into actionable, everyday team norms. Through the Flex your WOW (ways of working) initiative, the Company conducted 25 workshops across various teams, empowering them to agree on their location, collaboration, and communication norms. Each set of norms is unique and is reflective of the best and most effective work practices from each department.

Simultaneously, the organization embarked on renovating office spaces to cultivate a pleasing hybrid experience. Our refreshed office spaces now have hot desks, project rooms, and more open collaboration areas that help spark creativity and innovation for our talents. Select meeting rooms are now also hybrid-ready, making use of technology that makes hybrid conferencing a seamless experience.

Company business processes have evolved significantly to maximize digital tools. Accounting and procurement processes are enabled by apps and automation, as are various approval, documentation, and customer management processes. HR operations have primarily operated through virtual means, encompassing recruitment, employee benefits, onboarding, and a majority of training sessions conducted through digital channels. Additionally, the Company employs digital and multimedia channels to ensure employees are informed effectively and efficiently.

To optimize the impact of engagement initiatives, we employed a combination of virtual and in-person interactions. In 2022, three virtual town halls were held to provide key updates on business matters, personnel programs, and the corporate vaccination program. The Year-End Party was hosted on-site, serving as the first organization-wide face-to-face interaction of the year. This event revitalized our employees and instilled hope for a prosperous 2023 at First Gen.

To know more how First Gen’s Human Capital is contributing to the effort to forge collaborative pathways for a decarbonized and regenerative future, please see our Strategic Positioning section.

Human Capital Performance