5

WILCON
 TABLE OF CONTENTS

3
MESSAGE FROM THE CEO

4
ABOUT OUR COMPANY

5
INTRODUCTION

5
CONTEXT AND IMPACT

6
MATERIAL ESG TOPICS

11
STRATEGIC AMBITION AND FRAMEWORK

15
2023 ESG HIGHLIGHTS

16
ECONOMIC

19
ENVIRONMENTAL

22
SOCIAL AND COMMUNITIES

28
GOVERNANCE AND BUSINESS ETHICS

ISSUE NO. 5
5
WILCON 2023 WILCON SUSTAINABILITY REPORT
MESSAGE FROM THE CEO
We at Wilcon have always been committed
to helping our customers achieve their dream
homes for a sustainable and comfortable
life. In so doing, we have nurtured our
people to grow and develop a caring mindset
and character toward our customers, our
suppliers, communities and environment.
We have to be caring of the needs and wants
of our customers to ensure that we deliver
the excellent service and experience that they
deserve.We have to be considerate of the
strategic goals and missions of our partner-
suppliers to ensure that we are aligned and
moving in the same direction. We have to be
caring of our communities to be the boon
that they deserve for giving us the
opportunity to serve their home improvement
needs at the same time contributing to their
economic upliftment by providing jobs and
income to some of their members. We have
to be caring of our environment to provide
sustainable products and innovative,
practical solutions that will shape the
behavior of our customers for better
environmental impacts of our business.
Our ESG journey is aimed to define,
organize, enhance and amplify all these
manifestations of our care and mission.

LORRAINE BELO-CINCOCHAN
DIRECTOR, PRESIDENT AND CHIEF EXECUTIVE OFFICER

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 ABOUT OUR COMPANY

Wilcon Depot, Inc, is the Philippines’ leading

home improvement and finishing construction
supplies retailer. We are a one-stop shop
carrying the complete spectrum of home
improvement products. We have the most
extensive product selection of trusted local and
international brands of tiles and flooring,
plumbing and sanitary ware, building materials,
paints, electrical and lighting, hardware and
tools, furniture, houseware and appliances.
In business since 1977, we have built an
extensive network of supplier-partners, and a
wide customer base of homeowners,
professionals and contractors, and property
developers.
A pioneer in introducing modern trade in the
construction supply industry in the Philippines, we
revolutionized our sector by enhancing the
customer’s shopping experience, evolving our
original traditional hardware chain into a
network of depot format branches.
After our public listing in March, 2017, we
embarked on an aggressive store network
expansion program, more than doubling the
number of our branches from 36 at the start of
2017 to 90 by the end of 2023.

COMPANY INFORMATION
COMPANY DETAILS
NAME OF ORGANIZATION Wilcon Depot, Inc. (PSE: WLCON)
LOCATION OF HEADQUARTERS No. 90 E. Rodriguez Jr. Avenue, Ugong Norte, Quezon City

LOCATION OF OPERATIONS Location of Operations see list of locations in Appendix A

REPORT BOUNDARY: Wilcon Depot, Inc.

LEGAL ENTITIES INCLUDED IN THIS REPORT

BUSINESS MODEL 2 retail formats – the depot store format and the home
essentials store format, which are known under the trade
names "Wilcon Depot" and "Wilcon Home Essentials",
SOURCE: HTTPS://EDGE.PSE.COM.PH/COMPANYINFORMATION/FORM.DO?CMPY_ID=665 respectively.

REPORTING PERIOD 31 December 2023

HIGHEST RANKING PERSON FOR THIS REPORT Lorraine Belo-Cincochan, President - CEO

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 INTRODUCTION

Sustainability is built into the business of Wilcon. We have been in the industry for 46
years, growing from a humble 60-square-meter shop into the Philippines’ leading
home improvement and construction supplies retailer. We achieved this because we
understand that a sustainable and comfortable life is the dream of every Filipino
family, and we made it our mission to support this aspiration.
With growth and development, dreams and aspirations get bigger. We are committed
to contributing the best expertise, knowledge, resources, and skills to promote
stronger, safer, and more sustainable homes and buildings for everyone as their lives
improve through the long-lasting quality products and solutions we provide. We
understand that as Wilcon continues to expand, we must manage our resources
responsibly while sharing this growth with our different stakeholders, internal and
external, and make sure these partnerships create value for everyone. Over these four
decades, we have promoted the growth of our business and in effect cultivated the
development and success of our employees within the company.
In 2023, to continue to advance our work in this area, we completed a carefully and
thoughtfully crafted 5-year Sustainability Strategy, which outlines Wilcon’s
sustainability action plans and ambitions.
This Sustainability Strategy was also developed in consideration of the United Nation’s
Global Goals (the SDGs). These goals were created to help solve the world’s toughest
challenges such as poverty, inequality and climate change by the year 2030. Internal
stocktaking of our operations and activities have enabled us to create positive
synergies and conditions that can address several developmental challenges, such as
responsible consumption and production, providing decent work, taking action on
climate change, sustainably using natural resources, and addressing gender equality.
We believe our Strategy is well aligned with the global goals and we will continue to
innovate our operations to demonstrate our support for tackling these compelling
issues.

UNDERSTANDING OUR SUSTAINABILITY

CONTEXT AND IMPACTS

Initially, the Securities and Exchange Commission’s sustainability reporting requirement among
publicly listed companies was an opportunity for Wilcon to take stock of everything that we have
done to deliver on our commitment and find ways to build our big ideas better. In 2019, we
undertook a rigorous two-month materiality process, which now allows us to focus our energies and
resources on a sustainability agenda that is strategic to the business, promotes its growth, manages
impacts and minimizes risks, and contributes to sustainable development.
Being an industry leader, we wanted to have a more comprehensive view of the sustainability
pressures and drivers that shape our business. To ensure this, we conducted a four-step materiality
process that covered:
A desktop review of key global drivers, trends and risks identified by international development
organizations, multilateral agencies, global sustainability surveys, and sustainability ratings
agencies, as well as sector-specific sustainability issues, including benchmarking against the
performance of three sustainability leaders in retail and real estate; and
Nine sets of stakeholder interviews, covering internal (permanent employees from different
departments of the business and members of senior leadership/C-suite) and external stakeholders
(suppliers of varying business size and nature of operations) in terms of their relevant issues with,
impacts of, and expectations from Wilcon.

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 UNDERSTANDING OUR SUSTAINABILITY
CONTEXT AND IMPACTS

To identify those topics most relevant to Wilcon out of a universe sustainability issues
identified in the research, we analyzed them vis-a-vis the results of stakeholder
engagement on Wilcon’s overall strategic priorities, existing programs and initiatives, and
investor queries regarding Wilcon’s environmental, social and governance (ESG) agenda.

Step 1: Step 2: Step 3: Step 4:

Identify global issues, Engage with stakeholders Identify Wilcon’s
Understand ESG issues
trends, risks affecting for relevance and material
at the sector level
sustainability prioritization sustainability topics

Toward the end of 2021, management saw the need to take stock of the Company’s ESG
progress in the light of the disruptions brought about by the Covid-19 pandemic. ESG
material topics were likewise assessed, prioritized and updated by the first quarter of
2022.
Up to fifteen internal and external stakeholders’ interviews were conducted to update and
expand the 2019 materiality process results and findings to include current business
targets as well as aligning with future business plans.
We recognize that as we achieve our short-term goals, our longer-term targets may
evolve and as such our work plans will be constantly updated. We are confident that this
new strategy will consistently provide Wilcon with a roadmap for success and will bring us
all closer to Building Big Ideas Better and living in a sustainable world.

OUR MATERIAL ESG TOPICS AND MANAGEMENT ACTIONS

Business Impacts of Impacts on local

Expansion and climate change communities Responsible
creating shared on business (Job creation, CSR, Sourcing
Infrastructure
value performance Development)

Emissions from
energy used and Waste
transport & management
delivery

Customer Meaningful Ethics and

Technology
satisfaction and communications compliance
People: Training, strategy
protection and market (governance of ESG at
OHS & D&I big data, cyber
(data privacy, H&S) Board level, anti corruption)
security, and e- shaping
commerce

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 OUR MATERIAL ESG TOPICS AND MANAGEMENT ACTIONS

Wilcon’s 2019 assessment process resulted in the above list of sustainability topics that are material to the business
and where we create the most impact. All these present Wilcon with opportunities for better and long-term value
creation. Conversely, we understand that they may pose risks to the business if we do not monitor and manage our
performance on these issues.

Thus, our materiality process provided us with the opportunity to identify the necessary management actions to begin
to address the risks and take advantage of the opportunities they present. These are:

Monitor and analyze markets and macro data to successfully anticipate changes and sufficiently respond to any
development on these material topics, while continuing to provide more and varied choices to our customers;

Provide company leaders and managers with more opportunities to be exposed to the external environment
concerning material ESG impacts, and receive proper training to use the information and knowledge in their
decision-making during planning and day-to-day operations;

Provide adequate support to the human resources department to be able to continuously recruit, train, and
deploy excellent personnel;

Strengthen relationships with a strong core of suppliers that can be relied on to deliver up-to-date, relevant, and
specifications-compliant products cost-effectively; and

Provide sufficient lead time in our construction projects.

We look forward to improving our understanding and responses as we further embed sustainability into our strategy
and operations. Thus we commit to the following next steps for a fuller picture of our sustainability journey ahead:

Include other stakeholder groups using existing touch points (e.g., customer management system) and separate
engagements for a 360-degree view of our impacts, risks, and opportunities in time for the next report in 2023;

Establish a regular materiality review every 2 to 3 years under the governance of senior management; and

Develop internal capacity to apply learnings from the materiality assessment in areas of our business and begin
to measure our performance on these material topics.

The 2022 ESG materiality re-assessment exercise resulted in the additional focus areas under People on labor
rights, gender equality and community development.

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OUR MATERIAL ESG AND KEY FINDINGS
MATERIAL ESG TOPICS

Wilcon must ensure the Non-availability of Sustainability as a

quality, safety, and products that meet growing customer
sustainability of the evolving customer preference
products and solutions it preferences and Wilcon’s Offer products that are
offers to its customers. quality standards suitable and relevant to
Addressing sustainability Inaccurate forecasting of the market’s taste
risks in products requires trends in customer Collaborations on
working with its suppliers behavior and preference innovations with suppliers
in promoting a and to respond to them in to cast a wider sphere of
transparent, fair, and a timely manner. positive impact.
responsible supply chain. Unmanaged or
unchecked increases in
price of more sustainable
products and make them
unaffordable.
Impacts on physical assets Ability to offer superior,
(e.g., flooding or more durable, more
construction delays from sustainable products that
Wilcon has demonstrate
extreme weather), can withstand harsh
its resilience in the face of
construction schedule, weather conditions
risks from climate change
workforce productivity, and Position Wilcon as a
customer behavior and partner in building and
shopping seasonality, which rebuilding
affect our financial Shape the market and
performance educate them on the
benefits of sustainable
products
Wilcon’s expansion into Cultural difference can Local employment
key fast-growing cities in hamper acceptance of the spurring economic growth
areas outside Metro brand and working in emerging cities
Manila creates jobs and relationship between Be recognized as an
simulates infrastructure management and locally inclusive brand by the
development and hired personnel community through
economic activities in Lack of acceptance for the appropriate and
these areas. communities in new store meaningful marketing.
locations.

Wilcon’s economic growth Cost of construction and Increased profitability

relies on its ability to open development through new markets
new stores in strategic Lack of qualified employees Growing preference for
locations. This growth Lack of available contractors sustainable products
needs to create value not or construction personnel Operational efficiencies
only for its shareholders Securing government and better use of
but also for its employees, approvals, permits and resources like materials,
business partners, licenses in a timely manner energy, fuel, and water
customers, and Significant competition from
communities where we other more established
operate business in new markets.

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OUR MATERIAL ESG AND KEY FINDINGS
MATERIAL ESG TOPICS

Wilcon’s growth translate Non availability of feasible/ Use alternative power and
to more impacts on the reasonably-priced/ fuel sources that are cost-
environment, specifically financially sensible fossil-fuel effective in the long run
emissions resulting from substitutes Reduce carbon footprint.
greater energy use and Cost of technology, know-
consumption of fuel for how and execution of
transport and delivery of efficiency and promoting
products, while relying on logistical processes and
external providers. programs.

Wilcon must be able to Accelerated price increase Faster product innovation

manage the waste it of new technology that will using waste as a possible
generates as it grows, improve waste management raw material.
specifically how it efficiency that will be
contributes to packaging prohibitive to use by the
waste, pollution and businesses.
toxicity. Human resources skills
available of reasonable cost
to implement.

Wilcon must ensure the Availability of trainable and Become the preferred
development and skilled human resource employer for the incoming
empowerment of its generation of workforce.
employees by providing Cost of training
them opportunities for
professional growth and Cost of new technology
economic well-being and
protecting their rights in
the workplace, including
occupational health and
safety.

Wilcon recognizes that in Availability of suitable More comprehensive

order to successfully human resource of specific talent pool critical for
execute its growth genders for specific accelerated growth
strategies, its employees functions and responsibilities
need to be empowered to Cost of structure and
maximize their process change to
contribution to the decentralize control and
company’s growth goals. empower downlines
Equitable opportunities Cost of training
should also be accorded
to each of its employees
pursuant to the basic labor
right of fair and just
treatment in the workplace

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OUR MATERIAL ESG AND KEY FINDINGS
MATERIAL ESG TOPICS

As customer preferences Reputational damage from Leverage Wilcon’s

and buying patterns threats to customer wellness positioning for high
evolve, Wilcon must be and safety. quality customer shopping
able to continue to deliver experience as
superior quality products differentiator.
and solutions while
providing excellent and
reliable service.

With big data shaping the Reputational damage from Market expansion without
growth of retail, Wilcon data breaches and system need to put up brick &
needs to ensure its ability failures mortar stores, decreasing
to optimize its information capital outlay.
technology systems to Lags and operational delays Requires less energy to
make operations more from data breaches system operate and generate less
efficient and reach more failures waste
customers while remaining Addresses possible
proactive against potential shortfall in capable
system failures and manpower.
breaches of security

As industry leader, Wilcon Resistance from consumers Address unmet needs

is in a position to shape to see value for money in through sustainable
the industry and the sustainable products and products and services
market towards the services.
adoption of more Enter new customer
sustainable products, segments.
services, and business
practices.

Increasing ESG regulation Subject to fines for non Establish a governance

and greater expectations compliance to future structure and management
for business to contribute regulations on ESG approach towards
to sustainable Governance sustainability
development while
ensuring value creation Ability to better respond to
and long term resilience investor queries.
require responsible
leadership and adoption
of sustainability at the
Board level.

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 STRATEGIC AMBITION AND FRAMEWORK

We understand that as Wilcon continues to expand, we must manage our resources responsibly
while sharing this growth with our different stakeholders, internal and external, and make sure these
partnerships create value for everyone.

By integrating our long-standing mission of Building Big Ideas Better into our strategic sustainability
ambition, we aim to lead our industry’s evolution to genuine sustainability by helping our customers
build, improve, and refine their homes for a more sustainable and comfortable life. As such, we are
committed to contributing the best expertise, knowledge, resources, and skills that promote stronger,
safer, and more sustainable spaces from the long- lasting, quality products and solutions we provide.

Our principles of integrity, true value, and doing the right thing all make this possible.

VISION MISSION
To become the preferred
company in our industry To help people build,
for all our key improve, and refine their
stakeholders: our VALUES homes for a sustainable
customers, our partners, Innovation and comfortable future.
our employees, our Leadership
shareholders, the Integrity to all
environment, and the Stakeholders
society we live in. Loyalty to our customers
and company
Excellence Customer
service
Customer Delight
Collaboration
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 STRATEGIC AMBITION AND FRAMEWORK

VISION FOR 2029

To lead our industry and continually enhance

the customer experience by innovating to offer
more sustainable products, reducing our
footprint, and taking care of our people and
communities.
All of which is underpinned by strong
sustainability governance standards embedded
across our operations.

STRATEGY FRAMEWORK

WILCON
BUILDING BIG IDEAS
BETTER
INNOVATE FOR TAKE CARE OF OUR PEOPLE REDUCE OUR
MORE SUSTAINABLE AND COMMUNITIES FOOTPRINT
PRODUCTS
Employee training and development Energy use and emissions
management
Product innovation, design Workplace culture, engagement and well-
and life cycle management being Waste management

Supply chain management Labor rights and employee welfare Water consumption and
and engagement management
Community development

Product quantity and safety Employee health and safety Climate change adaptation

EMBED SUSTAINABILITY
Business Ethics Corporate Governance

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STRATEGY FRAMEWORK

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STRATEGY FRAMEWORK

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 2023 ESG HIGHLIGHTS

PhP
2.4B
Taxes given to

PhP
Government
PhP
1.52B 24.2M
Investments to
Dividends given to Community
stockholders

20%
Reduction on Single-
use Plastic
Packaging in 2023

50 378,156.50
Recyclable Papers,
Plastic Packaging &
Branches with Solar
Scraps (in kg)
Power Systems

100%
Covered by OHSAS

50,687.46 53,955
Energy consumption GHG Emission
renewable resources (in Tonnes CO2e)

0
(in GJ)

Complaint on
Customer Privacy

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 ECONOMIC DATA

Expanding Reach and Fulfilling Commitments

We marched on in 2023, keeping our focus on our strategic goals to expand our reach and help
our customers build, improve and refine their homes for a sustainable and comfortable life.
Notwithstanding cyclical trends unfavorably impacting demand in the markets that we serve, we
remain customer-centric, consistently delivering excellent customer experience and product
offerings.

As a management approach, we anchor our push for a broader geographic presence on the
long-term, mutually beneficial relationships we have built with our partner suppliers, aligning our
strategic goals to support the realization of our respective missions and visions.
Coming out of the pandemic achieving record earnings in 2022, we continued pursuing our
expansion plans in 2023, adding nine new branches.

Economic Performance
Direct economic value generated and distributed (in
Php)

2022 2023

Direct economic value generated (Revenue) 33,994,029,730 35,130,135,825

Direct economic value distributed

A. Operating costs 7,879,337,131 8,940,010,592

B. Employee wages and benefits 1,437,492,006 1,531,047,694

C. Payments to suppliers, other operating costs 31,508,131,854 32,901,219,642

D. Dividends given to stockholders and interest 860,942,064 1,516,897,923

payments to loan providers

E. Taxes given to government 2,171,199,486 2,351,641,815

F. Investments to community 20,505,987 24,218,886

#1 90 660 828,249

HOME IMPROVEMENT/ STORES MEMBERS OF WILCON’S LOYALTY &

SUPPLIERS
CONSTRUCTION RETAIL NATIONWIDE REWARDS PROGRAM
SPACE

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 ECONOMIC DATA

COLLABORATING WITH PARTNER-

SUPPLIERS

Pursuant to our five-year sustainability strategy, we continued to engage with our partner-
suppliers in various focus areas of product quality and safety, supply chain management
and product innovation, design and life cycle management.

We continued to provide dedicated store shelves for green products, engaged with a wider
supplier-partner base to offer support and promote their development of sustainable
products.

We conducted product training and demonstrations to our sales experts to help our
customers select home improvement and construction supply solutions that deliver
environment-friendly benefits, which has become a customer priority.

We have an automated and real-time synching of online and offline inventory with regular
stock audits conducted to continuously monitor accuracy in order to implement improvements
in the system and process.

We have launched an ESG survey among our suppliers with a modest but encouraging
response rate.

We have finalized a Sustainable Procurement Policy and an ESG Criteria and Sustainable
Choice Product Checklist, which will be for approval in 2024.

We have drafted an ESG end-of-life cycle questionnaire as part of our initiative to work with
our partner suppliers to embed product lifecycle considerations into product design.

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 ECONOMIC DATA
HIGHLIGHT:
THE PRODUCT END-OF-LIFE AUDIT TOOL
The audit tool consists of a questionnaire designed to obtain information on the life cycles of the
various products to estimate their footprint in their respective full life cycles.

With the data, we will be able to offer responsible end-of-life product information to customers for
an informed purchase, procure and offer products with responsible end-of-life including
biodegradable or compostable products.

The scope of the questionnaire included:

END-OF-LIFE
GENERAL PRODUCT END-OF-LIFE
determines the efforts made by
PRODUCT DISPOSAL
overall approach of the the manufacturing supplier for
their products reaching end-of- explains the disposal process
manufacturing supplier done by the manufacturing
life.
concerning their product supplier for end-of-life
life cycle. PRODUCT products.
TAKEBACK
PRODUCT DESIGN provides the effective strategy of AUDIT/ASSESSMENT
the supplier in mitigating product EFFORTS
shows environmental
wastes from ending up in the
considerations such as this validates the environmental
landfill.
recyclability, and ease of disposal actions of the supplier and their
provided with information for compliance with international
proper disposal of the product. OTHERS
and/or local standards.
provides supplemental reports
regarding supplier’s corporate
social responsibility,
environmental policies, and other
sustainability reports.

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 ENVIRONMENT DATA
Environment Performance
Energy Consumption within the organization (in
KwH) DID YOU KNOW?
Wilcon designed their
2022 2023 buildings to maximize
natural light, only
Energy consumption (renewable sources) 53,489.97* 50,687.46* turning on lights in
the afternoon.
Energy consumption (electricity) 70,725,240 74,279,561

Energy reduction of energy consumption (in KwH)

53,955
Energy reduction (renewable resources) 14,858,324 14,079,849

Energy reduction (electricity) 70,725,240 74,279,561

GHG Emission

Air emission disclosures (in Tonnes CO2e) MITIGATION AMID

EXPANSION
Scope 1 GHG Emissions 897 1,053
Expansion activities were pursued in 2023,
opening nine branches, which expectedly
Scope 2 GHG Emissions 50,371 52,902
will add to the environmental impacts of the
Total GHG Emissions 51,267 53,955
company. Mindful of the collateral effects of
expansion activities to the environment and
Water consumption within the organization (in CBM) pursuant to the aspirations and targets set
forth in our five-year sustainability strategy,
Water withdrawal 455,003 290,060 we have rolled out programs to mitigate
such impacts.
Water consumption 455,003 290,060
While it was expected that power and water
Water recycled and reused 0.00 0.00 consumption will grow due to the increased
number of stores and personnel, power
Solid and hazardous waste generated (in kg) consumption on an average per store basis
dropped. Overall water consumption
Recyclable (papers & scraps) 339,478 378,156.50
similarly declined as a result of the re-fitting
of toilets in our stores and offices with water-
Not collected in Not collected
Landfilled 2022 in 2023 saving toilet seats and motion sensor faucets.
We rolled out a training course on behavior
Hazardous waste generated 11,292 11,528 formation focusing on the application and
practice of building positive habits to
Not collected in Not collected enhance personal and professional
Hazardous waste transported 2022* in 2023*
effectiveness that includes efficient use of
Environmental Compliance energy.

Monetary fines for non-compliance (Php) 300,000** 800,000** Conversely, environmental fees and
penalties increased as we continue with our
No. of non-monetary sanctions for non- housekeeping efforts, backtracking and
0 0
compliance correcting documentation and operational
gaps on old store buildings for a smoother
No. of cases resolved through dispute 0 0 implementation of our planned programs
resolution mechanism and projects.
* In GJ
** late submission of supporting documents

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 ENVIRONMENT DATA

HIGHLIGHT: SINGLE-USE PLASTIC PACKAGING REDUCTION CAMPAIGN

Single-use plastic packaging is ubiquitously

present in our stores to prevent product
damages of home improvement products such
as plumbing products, hardware and tools,
electrical and lighting, among others. In 2023,
we launched an Extended Producer
Responsibility (EPR) program in support of our
climate change adaptation ambition and in
compliance with Republic Act 11898 or the
Extended Producer Responsibility Act of 2022.

Under this program, we committed to

progressively recover, reuse and recycle our
plastic waste footprint generated during the
immediately preceding year.

Our commitment is as follows:

PERIOD TARGET

December 31, 2023 Twenty percent (20%)

December 31, 2024 Forty percent (40%)
December 31, 2025 Fifty percent (50%)
December 31, 2026 Sixty percent (60%)
December 31, 2027 Seventy percent (70%)
December 31, 2028
Eighty percent (80%)
and every year thereafter

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 ENVIRONMENT DATA

Target Single Use Plastic

SINGLE-USE PLASTIC Packaging Reduction

PACKAGING REDUCTION 80% YOY reduction

starting 2028 and
CAMPAIGN every year thereafter

We have outlined and started to implement programs and activities for the achievement of the above
targets. Among others:

We implemented a Return of Plastic Packaging campaign whereby we encourage to return the

plastic packaging or blister packs of Wilcon products to the stores by providing booths or drop
boxes in each store where they can drop their plastic packages or blister packs. We are
developing additional incentive programs to be rolled out to increase the effectivity of the
program. Plastic packages collected from this program shall be transferred to a waste recovery
facility, donated to the LGUs or to partner recycling companies.

Partnerships with Recycling Companies and/or Local Government Units to better facilitate the
recycling of the recyclable plastic items collected from the exchange or collection programs
implemented

Part of our engagement with our partner suppliers is to initiate discussion and possible
collaboration in reimagining product packaging and educating consumers on the downstream
impact of packaging waste and what is Wilcon doing in response.

Proper Labeling of Recyclable Packages to help instill awareness among our customers to recycle
the recyclable plastic packaging for their own use or for return to the Company. Labels or
information for proper disposal shall also be affixed on the products. Sustainable choice stickers
will also be affixed on sustainable products of the Company to guide the customers and inform
them of sustainable products that are available in store or online.

Roll out an educational campaign among employees of the company for better understanding
and appreciation of the features of sustainable products and sustainable packaging. Recorded
videos will also be played on television that are placed or installed at ABCDE lounges or waiting
area of each store to inform and guide customers about responsible consumption to minimize the
generation of plastic waste and responsible management of plastic waste.

WASTE MANAGEMENT
With the rolling out of our EPR program, recyclable waste collected increased but these in turn
are collected by partner recycling or upcycling companies or by local government units either for
upcycling, co-processing and recycling. In particular, single use plastic packaging collected
under the EPR program are sent to Republic Cement to be co-processed as a raw material for the
production of cement.

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 SOCIAL DATA

WORKPLACE CULTURE,
Employee Data
ENGAGEMENT AND WELLBEING
Female Male Wilcon has long engaged with employees to
strengthen corporate culture and identity. We
Employees by gender 1,660 1935
have clearly-defined mission, vision and values,
Employee benefits (% who availed) Female Male which are cascaded to all employees regularly as
stand-alone subject matters and also embedded
SSS 32.28 34.98 in various programs and activities we have
undertaken.
PhilHealth 4.40 1.86

We provide resources to support employee

Parental leaves:
groups based on common backgrounds (e.g.
Maternity/ Paternity Leave 7.71 0.00
LGBTQ+, single parents, mothers, etc.) to
promote diversity and inclusion. We provided
Solo Parent 2.09 0.15 gender-neutral restrooms for employees, allowed
parental leaves, allocated lactation rooms,
Magna Carta 0.18 0.00 among others.
Vacation leaves 81.70 81.50

Sick leaves 3.80 3.98

Medical benefits (aside from PhilHealth) 27.07 18.50

Housing assistance (aside from Pag-ibig) 0.00 0.00

Retirement Fund (aside from SSS) 0.00 0.00

Further education support 0.00 0.00

Company stocks option 0.00 0.00

Telecommunicating 12.95 7.44

flexible-working hours 22.59 18.09

Employee training and development Female Male

Total training hours provided 234 316

Ave. training hours provided 6.15 5.5

Labor Management Relations

% of employees covered in CBA 22.3

Number of consultations conducted with

employees concerning employee-related 2
policies

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 SOCIAL DATA
PROMOTING DIVERSITY AND INCLUSION
We implemented an anti-discrimination policy in 2023. Our
business as it is related to the construction industry has always 46% 54%
been perceived as a male-dominated business. Our commitment Female employees Male employees
to uphold our value of integrity to all stakeholders and its
practical application of fair treatment in the workplace is
8:7
manifested in the make of our leadership team. Our top All Female C-Suite Female:Male
management positions are now 54% (8 out of 15) occupied by Top Management

women, which includes an all-female C-Suite with 50% of our

senior officers are women. Meanwhile, our board of directors is 50% vs 50%
Female Male
composed of 28% women (2 out of 7), both of whom are Senior Officers
executive directors.

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 SOCIAL DATA

HIGHLIGHT: DEVELOPING TALENT AND HARNESSING

FULL POTENTIAL
Wilcon nurtures its employees from hiring and develops those with potential into future
leaders. While we see the value of attracting compatible and highly-skilled talents externally,
we are proud of the fact that 100% of store leadership grew organically from the ranks.

Aligned with our five-year sustainability

Toward these ends, we have:
strategy we aimed to:

Increase number of employees in the Continuing

Education Program through the development and
Sponsored the advanced courses / studies of top
implementation of policy and guidelines for
employees
eligibility requirements and increased budget
allocation for the program.

Continued to improve and implement modules in

Accelerate manager development through
our Learning Management System and Career
leadership management trainee program
Management Program

Continued to train representatives across to

Increase the Learning Network per
become Subject Matter Experts and Learning
department/unit
Development partner to facilitate trainings

Conducted regular needs analysis for training across

departments. Enhanced and implemented our
Advance the careers of deserving employees
performance management system with competencies
identified and aligned for every function/position.

Improve training delivery and channels of Increased employee access and use of digital
engagement. platform for completion of training programs.

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 SOCIAL DATA

Workplace conditions,
Workplace conditions, labor labor standards, and Attrition Rate
standards, and human rights Female Male human rights

2019 5.83%
Safe Man-Hours 1,459 1,724
2020 8.63%

No. of work-related injuries* 205 29 2021 6.84%

2022 14.94%
No. of work-related fatalities 0 0
2023 16.5%

No. of work-related ill-health 0 1

KEEPING WORKPLACES SAFE
No. of safety drills 4,393
We remain to be committed to our mission of
creating an environment that respects our
Labor Laws and Human Rights employees’ dignity as persons, cultivates knowledge
and talent, and empowers them to be the best they
No. of legal actions or employee can be through continuous career and development
grievances involving forced or child 0 opportunities.
labor
We have continuously invested in creating safe
stores and working spaces.
Forced labor (y/n) Y

Initiatives to keep our employees safe and healthy

Child labor (y/n) Y have been consistently implemented in Wilcon. We
have long invested in a management information
system that tracks and addresses incidents, reports
Human rights (y/n) Y and analyzes data and monitors feedback from
leadership.
Does Wilcon
consider the We are continuously improving employee
Supply Chain Management following when communications and training around health and
accrediting safety. We regularly communicate internally facts
suppliers and statistics on the prevalence of safety concerns
and strategies and programs to reduce risks through
general assemblies, memos and the likes.
Environmental Performance Y

We have formalized emergency response plans

Forced labor Y across locations and provided training for all
employees and appointed safety officers. In this
regard, we have conducted several training and
Child labor Y workshop sessions as part of the rollout of our
Business Continuity Plan. We also conducted
Human rights Y regular Emergency Response Training seminars and
the corresponding drills.
Bribery and corruption Y

*Minor injuries requiring basic first aid treatment

only. Zero hospitalized or confined incidences

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 SOCIAL DATA

EXEMPLARY CUSTOMER EXPERIENCE

Wilcon’s ever evolving delivery of excellent customer experience to always be in-step
with the changing customer shopping preferences is a landmark feature of Wilcon in
its rise to and sustainability in the industry leadership position.

Through the years we have actualized our responsibility to be a reliable, trustworthy

and excellent source of innovative solutions for the homes and buildings of our
customers. Fully embracing our corporate responsibility starts with being attentive to
the needs of our customers as a critical stakeholder in our business.
WILCON DEPOT WON AN AWARD
FOR ITS VR STORE EXPERIENCE.
Wilcon's VR Store Experience has been awarded
by the Digital Initiative of the Year Award for the
Philippines at the Retail Asia Awards 2023.
“We came up with this idea because we
understand how virtual reality technology is
becoming increasingly popular in the industry. It
really improves customer engagement and
transforms how customers shop,” Rosemarie
Bosch-Ong, Wilcon chief operating officer, said in
a video interview with Retail Asia.

Customer Management
Customer Satisfaction Score
Customer Survey ongoing

Health and Safety Quantity

No. of substantiated complaints on products or services health 0
and safety
No. of complaints addressed 0

Marketing and Labelling Quantity

No. of substantiated complaints on marketing and labelling 0

No. of complaints addressed 0

Customer Privacy Quantity

No. of substantiated complaints on customer privacy 0

No. of complaints addressed 0

No. of customers, users, and account holders whose information 0

is used for secondary purposes.
Data Security Quantity

No. of data breaches, including leaks, thefts and losses of data 0

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 COMMUNITY DATA

WILCON’S CHARITY INITIATIVE BUILDS STRONGER

HOMES AND COMMUNITIES

Wilcon and its employees have always been a first responder in times of natural disasters. In
2023, one of the stronger typhoons, Typhoon Egay, hit communities in Northern Luzon. Wilcon
donated emergency food provisions to affected families especially in the communities Wilcon
belongs in. The relief effort was undertaken in collaboration with the local government and
employee volunteers.

We have historically also been an active contributor to the Department of Education’s yearly
Brigada Eskwela program whereby they seek assistance or donations from various institutions to
help in repairing, improving and preparing public schools for the new school year.

Wilcon has also been a dependable participant and contributor to community events and activities
organized either by local governments or private entities aimed to build stronger community
relationships.

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 GOVERNANCE
EMBEDDING SUSTAINABILITY
In 2023, pursuant to our strategic goal of maintaining Aligned with our strategic ambition to create a
the highest corporate governance standards, we corporate culture of ethics, integrity, and sustainability
updated all relevant corporate governance policies with by following sound corporate governance practices, we
the addition of the anti-discrimination policy and the continuously monitored, updated and revised when
social media policy. necessary and re-oriented our employees on these
policies and practices.
The primary objective of our anti-discrimination policy
is to promote and support the well-being of our Toward the achievement of our target to incorporate
employees as well as their rights regardless of their ESG risks into risk management systems and protocols
sexual orientation. This also aims to strengthen the by identifying and quantifying ESG risks through
rights of every individual and mitigate or reduce factors workshops, we continued our conduct of trainings and
that would restrict, curb or create limitation on their workshops on business continuity management.
expression.
We likewise conducted our annual corporate
On the other hand, our social media policy was governance seminar for our board and top
created to guide employees in handling the official management. To achieve a more robust corporate
media accounts of the company and to promote governance culture within the company, corporate
responsibility, accountability and respect in using their governance trainings are also planned for all staff each
own personal accounts. year.

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APPENDIX A: List of Operations Location
BRANCH NAME LOCATION

1 ALABANG 8003 REAL ST., ALABANG ZAPOTE RD., ALMANZA UNO, LAS PIÑAS CITY

2 BALINTAWAK 1274 EDSA A. SAMSON, QUEZON CITY

3 LIBIS 90 E. RODRIGUEZ JR. AVE., BRGY. UGONG NORTE, DISTRICT 3, QUEZON CITY

4 MAKATI 2212 CHINO ROCES AVE., SAN LORENZO, MAKATI CITY

5 QUIRINO L119 C-1 MINDANAO AVE., TALIPAPA, QUEZON CITY

6 FILINVEST L1 B29 ALABANG ZAPOTE RD. COR. BRIDGEWAY AVE., FILINVEST CORPORATE CITY, ALABANG, MUNTINLUPA CITY

7 MEXICO GAPAN-OLONGAPO ROAD, LAGUNDI, MEXICO, PAMPANGA

8 SUCAT DR. A. SANTOS AVENUE, SAN DIONISIO, PARAÑAQUE CITY

9 FAIRVIEW 16 COMMONWEALTH AVE., BRGY. COMMONWEALTH, QUEZON CITY

10 TARLAC MC ARTHUR HIGHWAY, SAN RAFAEL, TARLAC CITY

11 DAU MC ARTHUR HI-WAY, DAU, MABALACAT, PAMPANGA

12 SAN FERNANDO FREEWAY STRIP OLONGAPO-GAPAN ROAD, DOLORES CITY OF SAN FERNANDO, PAMPANGA

13 CALAMBA NATIONAL ROAD, BRGY. HALANG, CALAMBA CITY, LAGUNA

14 BATANGAS LOT 2687-A DIVERSION ROAD, ALANGILAN, BATANGAS CITY

15 TAYTAY MANILA EAST ROAD, BRGY. SAN JUAN, TAYTAY, RIZAL

16 ANTIPOLO MARCOS HIGHWAY, BRGY. MAYAMOT, ANTIPOLO CITY, RIZAL

17 BALIUAG KM. 48 DRT HIGHWAY, BRGY. TARCAN, BALIWAG, BULACAN

18 DASMARIÑAS GOVERNOR'S DRIVE, PALIPARAN 1, DASMARIÑAS CITY, CAVITE

19 LAOAG AIRPORT ROAD, BRGY. 50, BUTTONG, LAOAG CITY

20 MANDAUE U.N. AVENUE, UMAPAD, MANDAUE CITY, CEBU

21 TALISAY LOT 2359, LAWA-AN II, TALISAY CITY, CEBU

22 KAWIT CENTENNIAL ROAD, MAGDALO, PUTOL, KAWIT, CAVITE

23 VALENZUELA 292 MC ARTHUR HI-WAY, DALANDANAN, VALENZUELA CITY

24 SAN PABLO DOÑA MARIA VILLAGE PHASE 2, BRGY. BAGONG BAYAN, SAN PABLO CITY, LAGUNA

25 VILLASIS NATIONAL HIGHWAY, BRGY. BACAG, VILLASIS, PANGASINAN

26 QUEZON AVE. 24 QUEZON AVE., LOURDES, QUEZON CITY

27 DAVAO MC ARTHUR HIGHWAY, MATINA, DAVAO CITY

28 IT HUB PASONG TAMO EXTENSION, BRGY. BANGKAL, MAKATI CITY

29 MOLINO BACOOR BOULEVARD, BRGY. MAMBOG IV, CITY OF BACOOR

30 STA ROSA TAGAYTAY ROAD, BRGY. PULONG, STA. CRUZ, STA. ROSA, LAGUNA

31 CDO ZONE 5 , BRGY. CUGMAN, CAGAYAN DE ORO CITY

32 BACOLOD MATAB-ANG TALISAY CITY, NEGROS OCCIDENTAL

33 BUTUAN BRGY. BAAN, KM. 3, BUTUAN CITY

LOT 2040-C-3-B & Lot 2040-C-4, SUMACAB ESTE, MAHARLIKA HIGHWAY, PUROK 6, SUMACAB ESTE, CABANATUAN
34 CABANATUAN
CITY

35 ILOILO NORTH DIVERSION ROAD, BRGY. DUNGON-B, JARO, ILOILO CITY

36 TACLOBAN PUROK SANTOL, BRGY. 80 MARASBARAS, TACLOBAN CITY, LEYTE

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APPENDIX A: List of Operations Location (cont.)
BRANCH NAME LOCATION

37 SILANG PUROK 9, BRGY. LALAAN II, SILANG, CAVITE CITY

38 ZAMBOANGA LOT 2235C I-A BOALAN, ZAMBOANGA CITY

39 NAGA BRGY. DEL ROSARIO, NAGA CITY

40 LIPA BRGY. BUGTONG NA PULO, LIPA BATANGAS

41 PANACAN, DAVAO BRGY. PANACAN VALLE VERDE, BUNAWAN, DAVAO CITY

42 TAYABAS BRGY. ISABANG, TAYABAS QUEZON

43 GEN. SANTOS PALEN, BRGY. LABANGAL, GENERAL SANTOS CITY

44 PUERTO PRINCESA BRGY. SICSICAN, PUERTO PRINCESA CITY, PALAWAN

45 GENERAL TRIAS BRGY. SAN FRANCISCO, GENERAL TRIAS CITY, CAVITE

46 STA. BARBARA, ILOILO LOT 506B BRGY. BOLONG OESTE, STA. BARBARA, ILOILO

47 OPOL, MISAMIS ORIENTAL ZONE 2A BRGY. BARRA, OPOL, MISAMIS ORIENTAL

48 STO. TOMAS, BATANGAS MAHARLIKA HIGHWAY, BRGY. STA. ANASTACIA, STO. TOMAS, BATANGAS

49 ANTIPOLO II LOT 2-A BRGY. SAN ISIDRO CIRCUMFERENTIAL RD. ANTIPOLO CITY

50 CALUMPIT BRGY. PIO CRUZCOSA, CALUMPIT, BULACAN

51 IGUIG, CAGAYAN BRGY. BAYO, IGUIG, CAGAYAN VALLEY RD.

52 SAN JOSE, BULACAN BRGY. TUNGKONG MANGGA, SAN JOSE DEL MONTE CITY, BULACAN

53 COMMONWEALTH II MATANDANG BALARA CAPITOL, QUEZON CITY

54 ORMOC BRGY. SAN ISIDRO, ORMOC CITY, LEYTE

55 MAYAMOT, ANTIPOLO III MARCOS HI-WAY, BRGY. MAYAMOT, ANTIPOLO

56 ALBAY BRGY. PEÑAFRANCIA, DARAGA, ALBAY

57 TAGUM, DAVAO BRGY. CANOCOTAN, TAGUM, DAVAO DEL NORTE

58 CORDON, ISABELA BRGY. MALAPAT, CORDON, ISABELA

59 PILA, LAGUNA BRGY. STA. CLARA SUR, PILA, LAGUNA

60 AKLAN BRGY. CALANGCANG, MAKATO, AKLAN

61 OLONGAPO NATIONAL ROAD, BRGY. BARRETTO, OLONGAPO CITY, ZAMBALES

62 TAYTAY II RIZAL AVE., ILOG PUGAD BRGY. SAN JUAN TAYTAY, RIZAL

63 CABUYAO, LAGUNA BRGY. SALA, CABUYAO, LAGUNA

64 LA UNION BRGY. PARINGAO, BAUANG, LA UNION

65 SORSOGON BRGY. MACABOG, SORSOGON CITY, SORSOGON

66 GAPAN, NUEVA ECIJA STO. CRISTO NORTE, GAPAN NUEVA ECIJA

67 MALAYBALAY, BUKIDNON SAN JOSE, MALAYBALAY CITY, BUKIDNON

68 BOHOL BRGY. BINGAG, DAUIS, BOHOL

69 CALAPAN, ORIENTAL MINDORO PUTING TUBIG, CALAPAN CITY, ORIENTAL MINDORO

70 BANTAY, ILOCOS SUR AGGAY, BANTAY, ILOCOS SUR

71 LEMERY, BATANGAS BRGY. TUBIGAN, LEMERY, BATANGAS

72 ABUCAY, BATAAN BRGY. CAPITANGAN, ABUCAY, BATAAN

30
WILCON
APPENDIX A: List of Operations Location
BRANCH NAME LOCATION

73 SAN JOSE, NUEVA ECIJA BRGY. MANICLA, SAN JOSE CITY NUEVA ECIJA

74 PANIQUI, TARLAC BRGY. APULID, PANIQUI, TARLAC

75 ALIMALL LG003/LG004 LOWER GRD FLR. ALIMALL II, ARANETA CENTER, SOCORRO, D3, CUBAO, QUEZON CITY

76 WCC ANCHOR 1, 121 VISAYAS AVE., BAHAY TORO, QUEZON CITY

77 STA. MESA 425 PIÑA AVE., BRGY. 585 ZONE 057, SAMPALOC, MANILA

78 MINDANAO AVE. L-5 B-7 MINDANAO AVE., BAHAY TORO I, QUEZON CITY

79 MUÑOZ 1066 EDSA, BAHAY TORO, QUEZON CITY

80 PASAY 16 C JOSE ST. COR. EDSA, MALIBAY, PASAY CITY

81 ILOILO GROUND FLOOR UNIT A25-A26, FESTIVE WALK MALL, ILOILO BUSINESS PARK, MANDURRIAO , ILOILO CITY

82 SAN FERNANDO MC ARTHUR HIGHWAY, BRGY. SAN NICOLAS, SAN FERNANDO, PAMPANGA

83 GUIGUINTO, BULACAN MCARTHUR HIGHWAY, TUKTUKAN, GUIGUINTO, BULACAN

84 ROSARIO, BATANGAS PUROK 5, BRGY. BAYBAYIN, ROSARIO BATANGAS

85 UPTOWN, CDO KM 6, UPPER BALULANG, CAGAYAN DE ORO CITY

86 STA. MARIA CENTRO ST. GUYONG, SANTA MARIA, BULACAN

87 ILIGAN CITY PUROK LA PURISIMA, TUBOD, ILIGAN CITY LANAO DEL NORTE

88 NAIC, CAVITE GOVERNOR’S DRIVE, BRGY. SABANG NAIC, CAVITE

89 SOUTH PARK MALL ANCHOR SPACE 1B, 1ST FLOOR SOUTH PARK CENTER, ALABANG, MUNTINLUPA CITY

90 TUY, BATANGAS SITIO CENTRO, BRGY. SABANG, TUY, BATANGAS

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