ALI Sustainability 2014

Lets build
sustainable
communities
2014 Sustainability Report
2014 Sustainability Report 1

Makati Central Business District
2 Lets build sustainable communities

Our Company
Ayala Land is the leading, most diversified property developer in
the Philippines today, with a proven track record in developing
large-scale, integrated, mixed-use communities that become
thriving economic centers in their respective regions. To achieve this,
we pioneer standards and practices that reflect an understanding
and respect for the importance of sustainability.
Following the success of the Makati Central Business District

(Makati CBD), Ayala Alabang, Cebu Park District, Bonifacio
Global City (BGC), and Nuvali, we continue to increase our
footprint in building estates that benefit more people nationwide.
With over 8,000 hectares of land bank, we are now present in
45 growth centers across the country, offering a balanced and
complementary mix of residential spaces, shopping centers, offices,
hotels and resorts, convenience stores, and healthcare facilities.
Our Vision and Mission

Our vision is to enhance our standing and reputation as the
Philippines leading real estate developer, and to be a strong partner
in nation-building. By developing integrated, masterplanned, and
sustainable mixed-use communities in vibrant growth centers all
over the country, we strive to continually elevate the quality of life
for all of our customers.
We shall be a responsible corporate citizen and act with integrity,

foresight, and prudence.
We shall empower our employees to deliver products that exceed

our customers expectations and build long-term value for our
shareholders.
Our Core Values

At Ayala Land, we value integrity, long-term vision, empowering
leadership, and commitment to national development.

Eco-efficiency
Creative use of passive design and
technology to minimize energy,
water, and waste footprint
Pedestrian-Transit
Connectivity
Facilities that promote
walkability, ease street congestion,
and improve the pedestrian
experience
Local Employment
Developments that provide
opportunities for job creation
Site Resilience
Open spaces, parks, and
resilient landscapes provide
respite and refuge
Greenbelt Mall Makati

About this
Sustainability Report
This is Ayala Lands eighth sustainability report. This report
complements our 2014 Annual Report where our financial
results and corporate governance practices are discussed. This
year, we adapt a new approach where we report our sustainability
performance in terms of our Four Focus Areas: Site Resilience,
Pedestrian-Transit Connectivity, Eco-efficiency, and Local
Economic Development. This approach enables us to provide
a comprehensive discussion on how we embed sustainability
in the way we conduct the business.
We also recognize that an empowered organization is

critical to the growth and sustainability of the Company.
We include a section on our efforts in enabling our people
to integrate sustainable practices in their line of work.
This report covers the economic, environmental, and

social performance and impact of Ayala Land and its
wholly owned subsidiaries. The specific boundary and
business units for which certain performance indicators are most
material and applicable is specified in the GRI Content Index.
This covers performance data from our operations in the
Philippines from January 1, 2014 to December 31, 2014.
For comparison, data from previous years are included where
available. (G4-18)
Contents
This report was prepared in accordance with the Core GRI
G4 guidelines, and was externally assured by DNV-GL using
the DNV-GL Report Verification Protocol (VeriSustain) 6 Presidents Message
covering economic, environmental, governance, and social
indicators. (G4-33) 10 Sustainability Framework
This report is available online for download at 16 Site Resilience

www.ayalaland.com.ph/sustainability.
22 Pedestrian-Transit Connectivity
28 Eco-efficiency
38 Local Economic Development
47 Notes, Appendix, and
GRI Content Index

Presidents Message
G4-1, G4-2
It is my pleasure to introduce an enhanced reporting

approach designed for better communication of
Ayala Lands sustainability performance to our diverse
stakeholders.
As the countrys pioneer developer of business districts

and catalysts for enduring economic growth, we have
long recognized that continued financial success is
supported by our healthy adherence to the precautionary
principle (principles of responsible corporate citizenship,
prudence, and due diligence). Our dedication to
improvements for society and the enhancement of built
and natural environments finds expression in the sustainable
communities we develop. For these reasons, sustainability
has and always will be a significant part of Ayala Lands
identity, values, and operating principles.
In 2014, I enjoined our units to focus on four areas that

would make the most difference for the Philippine
economy, society, and environment, as well as represent
our brands continued commitment to nation-building. It
is our fundamental belief that these four areassite resilience,
pedestrian and transit connectivity, eco-efficiency, and local
economic developmentembody the characteristics of
sustainable communities.
To determine these four focus areas, we reviewed our

risks and opportunities, as well as our impacts on real
estate development. We gathered stakeholder insights and
undertook iterative discussions with our sustainability
committee and company veterans in our project
development process.
By embedding these sustainability features into communities

that we develop, we create long-term value, and provide
Filipinos all over the country with distinctive spaces that
minimize their impact on the environment, address
vulnerabilities to climate change, promote healthy
lifestyles, and promote economic growth in their host
localities.

Through our masterplanning exercises, we are able to I am truly grateful for the continuing recognition of
give due respect to the balance between natural and built Ayala Lands efforts in sustainability, and for the
environment. We not only create value for the long term, foundation laid by my predecessor Tony Aquino, who
we also provide spaces for refuge, water absorption, and received for us the Green Luminary Award from Channel
healthy social interaction. More than 50,000 recorded NewsAsia Awards in the early part of 2014. This award
native trees populate the green spaces of our managed recognized Ayala Lands attention to sustainability in each
properties, providing much needed respite to thousands of step of our project development cycle, inspiring us to work
urban dwellers who use our gardens and landscaped areas. for consistency throughout our units.
We have also started to promote a culture of walking in our We recognize that measurement, tracking, and refining
various developments, starting with our mature estates, of our sustainability metrics continue to be our challenge.
the Makati Central Business District and Bonifacio Global I am, however, confident that our empowered organization
City. We look forward to raising the bar on pedestrian and is composed of men and women who possess values and
transit connectivity in our future estates. competencies that will uphold sustainability for years to come.
Our design, planning, and property management teams Finally, we thank all our stakeholders for continuing to be with
continue to develop and implement ways to use energy, us all the way in our sustainability journey. We appreciate
water, and materials efficiently, while lowering our carbon their feedback and willingness to continue to dialogue with
dioxide emissions per square meter. us, for we recognize that leadership in sustainability
requires that we share a common vision with the
We estimate that our P109 billion worth of construction communities we operate in.
projects has generated additional employment for
286,000 people. We look forward to fostering increased
productivity in different locations, creating more jobs in the
construction, retail, tourism, and health sectors through
our various estates.
In the short term, we will continue to refine indicators

that are appropriate for the Philippine property
development situation. In the medium and long term,
we look forward to continuing to work with scientists,
the academe, and other experts to add to the increasing
knowledge base for sustainable development in the
Philippines. As we learn and benchmark with global best
BERNARD VINCENT O. DY
practices and covenants, we also work toward responding
President and CEO
to unique conditions in our geographic location.

Large-scale
Sustainable Estates
Each Ayala Land estate has the attributes of our Four Focus Areas that
make it a sustainable community. By embedding these features, we create
long-term value for our stakeholders, provide distinctive developments that
benefit more people, and minimize impact on the environment.
P93.62M 318
worth of savings due hectares of open spaces
to energy conservation in our mature estates
initiatives
Eco-efficiency Site Resilience

Around
210,000 P1.6B
people walk along spent on construction
Ayala Avenues manpower and related costs
pedestrian facilities daily
Pedestrian-Transit Local Economic

Connectivity Development

Sustainability Framework
Building
the Foundations
of Sustainability
Ayala Lands commitment to the triple bottom line is best

expressed in its vision to be a strong partner in nation-building,
and its mission of developing sustainable mixed-use communities
that seek to uplift the quality of life of communities in vibrant
growth centers all over the Philippines. By continuing our
founders tradition of creating long-term value from the
land we develop, we uphold a legacy of foresight and
prudence, resulting in developments that respect the
environment and community, while serving as catalyst of
economic growth.
Ayala Land began its sustainability program and reporting in

2007 by identifying targets, and initiating programs, projects,
and activities under five pillars, namely Environmental
Stewardship and Impact Reduction, Community Stewardship
Ayala Avenue, 1960s
and Social Development, Personnel Development, Health and
Safety, and Market Shaping and Accountability. These pillars
embodied the Companys comprehensive contributions to the
Ayala Groups call for responses to a group-wide Sustainable
Development Policy.

Nuvali, Laguna
It was during this time that the Ayala Group of Companies Gearing for growth and efficiency in a time of climate
consolidated its position and vision of sustainable development change and rapid development, Ayala Lands environmental
not only for its member companies, but also for Philippine stewardship initiatives focused on solutions in the areas of
society. Ayala Land heeded this call to contribute to the eco-efficiency and green design. A culture of malasakit1
long-term and enduring success of the nation through its resulted in programs that considered the livelihood needs
own comprehensive and embedded sustainability program. of local communities in the vicinity of project areas.
Understanding that employees are the backbone of
Reporting initiatives were guided by then Presidents and sustainable business, activities were geared toward
CEOs Jaime I. Ayala (2007), and later Antonino T. Aquino, who increasing staff awareness of the triple bottom line
chaired the Ayala Land Sustainability Committee from 2008 to and their role in it. The Companys construction and
2014. Projects, programs, and activities under each pillar property management arms focused on firming up their
were championed by corresponding technical working health and safety programs by undergoing requisite
groups and support units. certifications.

Alviera, Pampanga
Finally, recognizing that a sustainable society is only

possible with the cooperation of various stakeholders,
including customers, Ayala Land embarked on marketing,
communications, and sustainability reporting to share
sustainable living concepts and communicate its progress
on targets under the market shaping and accountability
pillars.
Vertis North, Quezon City In 2009, Ayala Land mobilized its 5-10-15 strategy2, which
resulted in unprecedented successes as well as new mindsets,
practices, and new ventures for the Company. Nuvali, the
countrys first large-scale mixed-use estate built around the
theme of sustainability, was also fully activated in this period. Its
popularity among buyers and non-buyers alike indicated that
Filipinos were ready to embrace healthier and sustainable
lifestyles. New subsidiaries such as PhilEnergy and
DirectPower were established to undertake projects to
improve energy efficiencies in estates and commercial
centers. Ayala Lands entry into sustainable resort
development in El Nido, Palawan signified the Companys
recognition of the countrys destination potentials and
commitment to responsible tourism.

Circuit Makati
New residential subsidiaries Amaia and BellaVita also Today, under the leadership of President and CEO
emerged from this period of growth, using Ayala Lands Bernard Vincent O. Dy, Ayala Land reaffirms its dedication
expertise and track record in producing quality affordable to sustainability by building on this foundation, and further
and socialized housing for broader markets. embedding sustainability into the business by focusing on
four areas that best respond to the Philippine sustainability
Ayala Lands sustainability thrust also laid the context.
foundation for programs such as VoluntarALI3, Alay sa
Komunidad4, and continuing career development
programs such as Professionals in Development and
various executive training activities. An empowered
organization geared for sustainable growth emerged from
these efforts. Various support unit initiatives such as the
HR network, Business Integrity Program and Investor
Relations active compliance with the ASEAN Governance
Scorecard were also undertaken in this period.

Defining Material Aspects
From 5 Pillars
to Four Focus Areas
G4-12, G4-14, G4-18 to G4-20, G4-25 to G4-27
Identification and Prioritization
As Ayala Land continued to report using the Global Sustainability Framework

Reporting Initiative (GRI) framework, we also began
to see the recurrence of a number of sustainability
concerns outside the prescribed indicators. The GRI
G4 guidelines provided us with an opportunity to
revisit and refine our sets of indicators, through the
lens of the Philippine development context.
We also saw that while the Philippine economic outlook

was optimistic, the company saw four major areas that
were sources of both opportunity and risk. These are (a)
the Philippines vulnerability to climate change and
disasters, (b) growing urban traffic congestion,
(c) continuing loss of natural resources, and (d) uneven
socio-economic development. These four areas of
concern provided the filters for which indicators to
prioritize.
Iterative consultation processes within the company,

tracking of recurring themes from media reports,
project and operating teams, as well as customer
surveys, resulted in the identification of four focus We provide our customers with sustainable communities by
areas or themes: Site Resilience, Pedestrian and Transit embedding Ayala Lands Four Sustainability Focus Areas in
Connectivity, Eco-efficiency, and Local Economic the Project Development Process and Supply Chain.
Development. (Refer to p. 55 for Stakeholder
Sustainability Concerns)

The sustainability scorecard serves as the units
checklist for the identification of opportunities,
features, and targets that they must incorporate into
their products. This initial scorecard includes the
aspects categorized under the four focus areas.
(Refer to p. 54 for Sustainability Scoreboard Table)
On its first year of use, the scorecard served as a self-

assessment tool and a challenge to the project teams
to strengthen their sustainability position. To support
implementation, Planning and Finance group conducted
roadshows and consultations with the respective units
through their finance officers and heads to rally their
full support. Sustainability learning events continue to
be undertaken to share best practices and solutions.
The Companys Sustainability program is overseen by

the board level Sustainability Committee, composed
of two external directors and the CEO/President. The
Sustainability Team shepherds initiatives that support
implementation of the four focus areas. These include,
Validation but are not limited to, providing technical assistance to
business and support units, research and analysis, and
The Sustainability Team further consulted with the learning events.
various leads in charge of planning and design,
risk management, construction and property With the roll out of the scorecard, however,
management, as well as other units to identify risks sustainability becomes a responsibility of each unit
and opportunities under each of the aspects. An and each employee. The sustainability KR As provide
initial assessment of company strengths resulted in each team member with guidance on their roles until
the identification of four areas where Ayala Land can sustainability becomes second nature.
positively contribute to societal sustainability and
meet business goals.
How We Implement
Ayala Land recognizes that the key to the successful

implementation of the goals of the focus areas is an
empowered organization. In 2014, the Planning and
Finance Group worked closely to craft and roll out the
Focus Areas scorecard together with business units.

The wetland in Nuvalian expression of Ayala Lands commitment
to site resilience and one of its contributions to human and environmental well-being.

z
Site Resilience
EC7, EC8, EN12
Globally, the Philippines ranks third among the countries

that are most vulnerable to climate change. While
Ayala Land recognizes and fulfills its responsibility to
continuously manage and minimize its greenhouse gas
emissions to slow down climate change, it also has to
address the fact that Philippine property development
is continuously challenged by risks brought about by
the nature of its geographic location. As resilience is
best seen as the ability to weather these challenging
times, Ayala Land continuously develops projects that
are able to reduce risks and also thrive for generations.
To reduce risks and increase resilience, each Ayala Land

development undergoes careful study that focuses on
(a) site selection, masterplanning, and design through
technical due diligence and hazards-screening,
(b) employing soil and stormwater sensitive designs
and systems, and (c) using indigenous plants that are
appropriate for local conditions.
All these features come together in Ayala Lands

tradition of incorporating open and green areas for
refuge, rainwater absorption, and social interaction
into its estates and various products.

Ayala Triangle Gardens
Site Resilience Through Due Diligence
The art and science of disaster risk reduction, as As part of due diligence, Ayala Lands survey protocols
well as the balance between natural landscapes, continue to be refined to correctly identify existing
built spaces, and infrastructure, is a challenge that stands of native trees that can be incorporated into
Ayala Land takes very seriously. The task begins with projects. To further enhance climate resilience and
the careful consideration of a sites natural features contribute to the Philippines biodiversity stock, we
(including slope and native vegetation), development will continue to plant more native trees and protect
potentials, limitations, and business intentions. them. To date, 62 properties managed by
Planning in Ayala Land involves an iterative process Ayala Property Management Corporation (APMC)
that incorporates the inputs of various disciplines. have reported a total of 16,036 trees5 planted and
This process results in products that are valued by our retained, of which 45 percent are native. Likewise,
stakeholders. the Nuvali estate has a total of 51,986 trees since 2012.
44,540 of these trees are native, representing
Since 2011, at least 111 technical due diligence 76 percent of the total surviving trees.
studies have been undertaken in-house for Ayala
Land projects. As necessitated by specific project
requirements, additional detailed and focused
investigations on soils and waterways are also
conducted. These scientific studies enable planners
and designers to create amenity out of stormwater
management solutions, and/or undertake rectification
measures as additional precautions.

Green Spaces as Refuge Areas
For decades, Ayala Land has provided open spaces to

allow for social activity and to enhance the overall
experience in its properties. Beyond fulfilling
aesthetic goals, these natural landscapes provide
refuge, enable water absorption into the ground,
and promote biodiversity that contributes to climate
resilience. Where feasible, land disturbance is kept
to what is necessary for efficient construction and
maintenance of urban infrastructure. Planning and
development methods are continuously enhanced to
integrate an areas natural terrain and native vegetation
into estate plans.
Ayala Land pioneered the balancing of natural landscapes

and developed spaces, as demonstrated by its established
Greenbelt Park
estatesMakati CBD, Nuvali, and Bonifacio Global City
(BGC). The MCBD, through the Makati Commercial
Estate Association (MACEA), is maintaining 25,778
square meters of parks with its Legazpi, Velazquez/
Salcedo, and Washington Sycip Parks 6. By integrating
organized green spaces into its property developments
at Ayala Center and Ayala Triangle Gardens, the
Company contributes approximately 46,736 square
meters7 of open, landscaped, and permeable areas. This
adds up to about 72,514 square meters of open space
with greenery in the 163-hectare managed business
district.
BGC has also been able to apportion about 145,489

Dita in BGC
square meters of open greenery to the 142-hectare
development. An additional 373,251 square meters is
dedicated to road right of way, including sidewalks
and medians. To this, Ayala Land contributes the
pedestrian-dedicated Bonifacio High Street (BHS)
measuring 20,442 square meters or about two hectares.

Nuvali Lake
Similarly, Nuvalis masterplan allocated 297 hectares Case Feature: Nuvalis

of combined landscaped and natural space, or about Constructed Wetland
16 percent of its total of 1,860 hectares. Another
148.8 hectares or eight percent is dedicated for road Most regular visitors to Nuvalis Solenad and
pavement in the estate. On top of this, each residential Evoliving zones are familiar with its man-made lake,
locator is expected to add additional organized green a four-hectare body of water that runs through its
spaces within their respective developments. retail and business districts. The lake provides people
a perfect backdrop for dining and shopping, or simply
for relaxation and rejuvenation after a day or week of
work. One can choose to go on a boat ride or feed the
koi that inhabit its clean waters.

Behind the Evoliving Center is the equally important
South Evozone Wetland. Designed to take advantage
of a naturally low-lying area, the constructed wetland
is part of the stormwater management system of the
Nuvali estate. The system was created as a biological
(natural) filter that removes potential pollutants and
sediments from stormwater before it is slowly absorbed
into the ground or released to the lake.
A series of greenways and a main pond, altogether

measuring around 2.32 hectares, is planted with
predominantly indigenous trees and vegetation specified Wetland filters water into the lake.
for their ability to filter contaminants and provide a
habitat for wildlife that is critical to ecosystem balance.
The water-loving Putat (Barringtonia asiatica) and the

soil-conserving Matang-araw (Melicope triphylla) are
expected to dominate the landscape. The bamboo-lined
greenways, which also function as pedestrian routes
and bikeways, slowly convey water to a main pond
designed to hold 28,000 cubic meters of stormwater.
The wetland system can also delay stormwater by four
hours before it drains to the outfall.
The wetland in Nuvalian expression of Ayala Lands commitment to
site resilience and one
of its contributions to human and environmental well-being.
Constructed wetland in Nuvali

Elevated walkways facilitate smoother pedestrian flow and movement
around Ayala Center and the Makati Central Business District.

Pedestrian-Transit
Connectivity
EC7
Filipinos all over the archipelago need transport

infrastructure and public transit systems in order to
access economic opportunities that will uplift their
standard of living. As the countrys economic outlook
remains positive and urbanization contributes to growth,
the working Filipino continues to confront mobility
issues on an everyday basis. A 2014 study by the Japan
International Cooperation Agency (JICA) estimated
that the country loses P2.4 billion a day due to lost
work hours, lost business opportunities, and delays due
to traffic congestion in Metro Manila8. While other parts of
the country have yet to experience the same problems, Ayala
Land recognizes that there are opportunities to prevent the
same issues by providing pedestrian-friendly and transport-
oriented developments. The Companys pioneering work in
developing business districts and mixed-use communities
demonstrated that for pedestrian and public transit
facilities to work, collaboration with partners and
stakeholders is important.
Ayala Land contributes to connectivity by (a) applying

lessons learned from its mature developments to plan for
better pedestrian-friendly facilities in newer projects, and
(b) ensuring that its developments are better served by
public transport. As our experience in Makati shows, our
focus on improving the environment for pedestrians
and commuters can provide significant benefits. Our
newer projects, such as BGC are already applying and
reaping the benefits of the lessons we have learned from
the Makati Central Business District (MCBD).

Over the next two decades, an extensive and
interconnected network of pedestrian underpasses,
elevated walkways, covered sidewalks, public transport
terminals, rebuilt sidewalks, better landscaping, and
traffic management measures were implemented
which transformed the MCBD from a traffic- and
road-oriented district to a haven for pedestrians and
commuters. An estimated daytime population of about
a million people benefit from this extensive pedestrian
facility network that starts from the Ayala MRT3
station along EDSA up to the Ayala-Buendia area with
branches at Salcedo and Legazpi Village. This network
provides a safe, comfortable, and weather-protected
Greenbelts elevated walkway
walk for pedestrians and accessible public transport for
commuters, which created a viable alternative to using
a private car in the MCBD.
MCBD: A Haven for Pedestrians This pedestrian facility network increased the average
walking distance of pedestrians from 400 to 700
In the early nineties, the planners of Ayala Land and meters and enables people to walk all the way from
the Makati Commercial Estate Association (MACEA) Ayala Center to Rufino Street in about 15 minutes
embarked on a unique masterplanning effort to without ever having to cross through traffic. From
improve the walking experience in the 163-hectare 40,000 pedestrians crossing the intersections along
MCBD. A wave of economic development and Ayala Avenue in the MCBD in 1995, studies in 2011
construction in the Philippines premier business and 201311 showed that more than 210,000 people use
district brought not only progress, but also traffic the pedestrian facility network. The elevated walkway
congestion9. Approximately 400,000 people worked to Ayala Center alone serves 44,000 people a day.
in the MCBD in 199510. Many of them were
commuters who had to cross busy intersections and
walk along obstacle-filled sidewalks. MACEA, with
the technical assistance of Ayala Land and local and
foreign planning consultants, laid out a long-term
vision to be implemented over the next several years
to dramatically change and improve the experience of
pedestrians and commuters in the MCBD.

Prioritizing the Pedestrian
Ayala Land continues to transform the pedestrian

experience by applying lessons learned from the
MCBD. BGC, a partnership between Ayala Land,
Evergreen Holdings, and the Bases Conversion
Development Authority (BCDA) is one development
that has benefited.
In an unprecedented move, Ayala Land designed a

1.2-kilometer strip called Bonifacio High Street
(BHS) at the BGC estate for pedestrians only.
Instead of a road, BHS was intended to become a new
way of integrating retail, office, and residential
uses with each other. BHS has since become the
defining and most well-known feature of BGC, and
efforts continue to further improve BGCs pedestrian
environment through traffic improvement measures
such as pedestrian traffic signals, speed limits, speed
tables, and greenways, among others.
A tree-lined street at BGC
The Bonifacio Transport Corporation, a wholly owned
subsidiary of the Fort Bonifacio Development Corporation
(FBDC), operated 37 buses serving a reported count of
around 32,800 riders by the end of 2014. In a similar
manner, Ayala Land Offices ensure that the 100,000 full-
time employees of their tenants in 20 locations around
the Philippines have access to public transport including
bike racks in all of its establishments to support a growing
demand from bike riders.
BGC terminal here (to be provided)

Case Feature: MACEA and Ayala Land,
Walking Toward a Better CBD
The pedestrian experience in the MCBD would not have

happened without the combined forces of MACEA and
Ayala Land. Having recognized the worsening traffic
congestion in 1992, and having anticipated further growth
in the area, urban planners and consultants of MACEA
and Ayala Land recommended that the best solution
was to improve the walking experience within the
CBD to lessen the dependency on cars for short trips.
To create an environment that encouraged walking was

a challenge, as the planners and consultants had to work
within the confines of an already built-up area. The Legazpi Street Makati in 1994
answer was to lessen pedestrian and vehicular traffic

with an extensive system of pedestrian underpasses,
elevated walkways, covered sidewalks, public transport
stops and terminals, and rebuilt sidewalks.
In 1995, the first of several pedestrian underpasses

and covered sidewalks was constructed when a
portion of an existing street (Legazpi) was closed to
traffic, paved and landscaped for exclusive pedestrian
use, and connected to a pedestrian underpass across
Ayala Avenue12 . It was an immediate success, providing
a safe and traffic-free crossing along Ayala Avenue to
Part of Legazpi Street Makati todaya road dedicated to pedestrians
Greenbelt, and continues to be used by about 23,000
people a day.
To date, about P749 million has been spent on

pedestrian facility projects in the MCBD, with P679
million contributed by MACEA, P51 million by
Ayala Land, and P19 million by PLDT and Kuok. These
resources have transformed the walking habits of visitors
and residents of the Makati CBD, creating an exclusive
pedestrian network free of traffic.

An art-filled Makati underpass
An additional investment of P117 million has been

provided by MACEA for the extension of the elevated
walkway along Dela Rosa from Rufino up to the
intersection of Ayala Avenue and Gil Puyat which will
provide pedestrians a direct weather-protected walk to
Gateway and the extensive new developments that will
be happening in this area.
Transport terminal at Nuvali

At Ayala Land, eco-efficiency initiatives are driven by an astute team
of construction and property management experts.

Eco-efficiency
Materials such as steel, cement, energy, and water make
up the bulk of resources used in Ayala Lands project
development process. It is estimated that operating
commercial buildings account for approximately 40
percent of global energy use, but also offer the greatest
opportunity for energy reduction and global greenhouse
gas emissions13. Waste is produced throughout a propertys
life-cycle, i.e. during land development, construction,
demolition, and operations.
Ayala Lands eco-efficiency initiatives for the past seven

years have been focused primarily on supply chain and
process improvements by our two subsidiaries, Makati
Development Corporation (MDC) and Ayala Property
Management Corporation (APMC). These two support
units have been monitoring, managing, and undertaking
projects to improve performance in areas with the most
significant impacts, and where we could make the most
difference. These are in (a) materials such as steel and
cement, (b) energy consumption in investment properties,
(c) greenhouse gas emissions, (d) water consumption in
investment properties, and (e) residual waste management.
Our efforts in these aspects resulted in benefits for the

environment as well as the Companys bottom line.
We remain conscious of our resource consumption as
we continue to maintain the quality and service that
Ayala Land is known for, and set new heights for the
Company to grow14.

Wise Use of Construction Materials
EN2
In response to Ayala Lands call for wise resource use,

MDC, through the Green Procurement initiatives of
Ayala Lands Supply Chain Management Division
(SCMD), began to use steel containing 88.6 percent
post-consumer recycled content in 2010. In addition,
MDC was able to recycle 1,955 tons of rebars and metal
in our construction projects in 2014. We continue to
monitor consumption of reinforced bars, steel, and
cement. Our cement consumption grew by 21 percent
from last year, while our reinforced bars and steel
consumption grew only by 0.2 percent from 2013 to
2014. We look forward to more insights as construction
projects approach completion.
1,955 tons of recycled reinforced steel bars Another result of Green Procurement directives in the
and metal can be used to build 20 four-story supply chain was the specification of cement containing
affordable housing projects15 30 percent fly-ash replacement in 2012. This initiative
resulted in beneficial partnerships with cement companies
that supported green practices. Pre-fabrication of components
2014 Materials Consumption and establishment of cement batching plants in strategic
EN1 locations enabled MDC to reduce wastage, and minimize
travel time and fuel consumption.
Cement (tons)
191,558
231,208
Cement (thousand bags)

4,789
5,780
Rebars/Steel (tons)
96,648
96,857
2013 2014

Energy
EN6
Ayala Lands property management unit, APMC,

continues to realize better energy efficiencies as a result of
investments in technology and implementation of best
practices that it started as far back as 2007. Through
the efforts of property managers, we have slowed down the
growth of our electricity consumption from 24 percent in
the period 2012 to 2013, to only six percent in the period
2013 to 2014. As a result, we avoided the consumption
of 10,721 mWh of electricity in 2014, equivalent to
P93.62 million worth of savings. District-cooling systems
are also used in projects with the right mix of uses to
reduce energy demand.
Our energy intensity, measured as kWh consumption

per square meter of space, decreased by 36 percent
since 2011 despite a growth of 33 percent in
absolute energy consumption in the same period 16 .
This translates to an annual 13.8 percent reduction
From 2012 to 2014 APMC was able to save 15,321 mWh in three years, well beyond the target of a three-percent
of electricity, which is equivalent to providing electricity reduction in energy intensity annually for APMCs
to 13,600 households for one hour17. managed properties.

FUEL CONSUMPTION BY SOURCE
EN3, EN4
Fuel Consumption Stationary Sources Mobile Source

(in Liters) Diesel LPG Diesel Gasoline
APMC- managed 641,400.64 - - -
Properties
Hotels 241,452.00 193,141.00 1,680.00 -
Resorts 1,385,389.00 - 535,810.00 80,039.00
Diesel Stationary and Mobile Services
Construction 4,133,808.28
ELECTRICITY CONSUMPTION IN APMC-MANAGED PROPERTIES

EN3, EN4
2012* 2013* 2014
Car Parks 4,484,575.35 4,661,861.35 4,970,658.48
Estate 2,906,091.93 3,036,501.55 3,324,264.71
Mall 176,197,890.74 234,543,976.88 248,862,825.57
Office BPO 115,587,010.50 145,950,105.77 158,259,971.64
Office Traditional 45,773,966.50 43,585,122.20 41,917,587.78
Residential Horizontal 3,621,414.03 4,131,094.35 3,759,703.07
Residential Vertical 15,706,965.81 16,261,223.86 18,488,634.71
Grand Total 364,277,914.86 452,160,885.96 479,365,194.95
Note: Restated to include Visayas-Mindanao Group malls and offices
ELECTRICITY CONSUMPTION IN NON-APMC-MANAGED PROPERTIES

EN3, EN4
Electricity Consumption (kWh) 2012 2013 2014
Infographic: From 2012-2014 APMC was able to save 15,321

Construction 8,993,845.66 9,964,481.00 15,085,752.30
mWh of electricity, which is equivalent to providing electricity to
13,600
Hotelshouseholds for one hour . 15,725,416.92 40,297,966.12 41,721,166.00
Resorts - - 3,784,946.00

Reducing GHG Emissions Intensity
As Ayala Land recognizes that the pursuit of growth Investment Propeties Scope 2 GHG Intensity
will result in higher greenhouse gas (GHG) emissions,
Malls GHG per GLA
we began to voluntarily track our Scope 1 and Scope 2 Offices GHG per GLA
GHG emissions in 2008 to better understand causes Average GHG per GLA
and manage at source. With increasing occupancy and 332
350 308
opening of new projects, our absolute Scope1 and Scope 2 295
273
emissions increased to 290,117 t-CO2e in 2014, or by 300 267
251 252
244 241
9.22 percent from 265,618 t-CO2e in 2013. Our average 250
220
Scope 2 GHG intensity (Emissions per Gross Leasable
200 219 218 215 218 191
Area or GLA) in our investment properties18 went down
by 8.7 percent from the previous year. 150
100
From 2010 to 2014, we were able to decrease our GHG
intensity from investment properties by 17.6 percent. 50
Average GHG intensity from our shopping centers and
2010 2011 2012 2013 2014
offices went down by 24 and 12.5 percent, respectively,
from 2010. These decreases may be attributed to our
various energy-efficiency initiatives. Restated: differs from 2014 Annual Report table due
to inclusion of Iloilo BPO (G4-22)
Through the years, we have studied various approaches to
further reduce GHG emissions where practicable and
sustainable, considering the current limits of available
technologies. There is certainly more room for improvement, as
at the moment, our renewable energy consumption is at
.004 percent of our total. This comes from solar energy
posts and panels that we have installed in selected malls and
estates such as Nuvali, BGC, Trinoma, and Lio in El Nido19.
We also look forward to measuring potential emissions in
our residential developments in order to report and manage
Scope 3 emissions.

Managing the Water Cycle EN10
As a pioneer in real estate development, Ayala Land was

the first private sector player to construct large-scale
wastewater treatment plants in the Philippines. The Company
set up the Magallanes sewerage plant in Makati in the 1960s to
process wastewater generated from around 700 hectares of
residential and commercial developments in the Makati
CBD area 20. Estate developments such as Ayala Alabang,
Muntinlupa, and Cebu Business Park, also benefited from
the Companys environmental responsibility and long-
range thinking with their own sewerage treatment plants.
The plants in Magallanes and Alabang have subsequently
been taken over and expanded by water utility companies
in the early 2000s21, when the Philippine government
mobilized its water utilities privatization program.
To lessen the impact of our use of water, we have specific
Ayala Lands sustainability efforts in water management guidelines on water efficiency and savings. Annually, we
included the pilot operation of water recycling facilities have a target water metric per type of property that is
in properties such as UP Ayala Land TechnoHub and included in APMCs Key Result Areas (KRA).
Nuvali. We shall report on the results and impacts of
these water recycling facilities as soon as they are fully In APMC-managed properties, growth in water
operational. consumption slowed to 19 percent in 2014 versus
29 percent in 2013, as a result of water management
Ayala Land complies with the national law (Philippine initiatives in place since 2010. These include the
Water Code) and local policies regulating water installation of low-water consumption fixtures and
extraction and utilization. Our developments utilize occupant sensors for urinals, water closets, and faucets.
water district suppliers such as Manila Water and Water is also reused and recycled for landscaping and
Maynilad if they operate in the project sites. For toilet flushing at Nuvali and El Nido Resorts.
properties outside of their coverage area, Ayala Land
coordinates with the local water district suppliers to
lessen and ultimately eliminate the use of deepwell or
groundwater.

WATER CONSUMPTION IN APMC-MANAGED PROPERTIES
EN8
Water Consumption (m3) 2012* 2013* 2014
Mall 2,304,333.20 3,180,024.62 3,271,639.72
Office Traditional 314,864.37 293,729.63 296,039.17
Office BPO 822,188.54 1,091,181.97 1,311,901.27
Residential Vertical 226,778.49 248,267.26 357,692.21
Residential Horizontal 296,351.51 337,221.65 1,015,836.81
Car Park 38,654.39 30,117.17 31,536.67
Estate 217,603.24 214,197.03 201,337.55
Subtotal 4,220,773.74 5,434,739.34 6,485,983.39
*Restated to include Visayas-Mindanao malls and offices, and data correction (G4-22)
WATER CONSUMPTION IN NON-APMC-MANAGED PROPERTIES

EN8
Water Consumption (m3) 2012 2013 2014
Construction 411,734.22 630,000.00 1,547,771.51
Hotels 173,553.34 368,682.64 444,431.66
Resorts 87,510.10

Waste
Ayala Land began to monitor the solid waste from its

developments in the year 2000, by doing so, managed to
reduce its residual waste by 85 percent in 200722. This was
achieved by setting up Materials Recovery Facilities (MRF) to
recover materials that could be reused, recycled, or processed
into compost. As early adopters of the national Solid Waste
Management Act of 2000, Ayala Land was able to reap the
benefits early on.
Waste segregation continues to this date in APMC-managed

properties, and MRFs have long been regarded as standard in all
of Ayala Lands designs and plans. APMC managed to keep
the ratio of waste that are diverted from landfills at an
average of 55 percent from the years 2009 to 2014. The rest
of the waste are either recycled, sold to pig farms, or made
into compost. This translates to 90,926 tons of waste
diverted from 2009 to 2014, which is equivalent to
filling 6,635 ten-wheeler dump trucks.23
El Nido Resorts, which has a central MRF where the

waste of three island resorts are processed, was able to
produce 14,059.59 kilograms or four percent of their
total waste into compost. This compost is then used in
the resort gardens and its organic farms in the El Nido
mainland.
Complying with a target of 50 percent reduction in

residual construction waste set in 2014, MDC was able
to avoid P225,093,341.6 million in hauling costs, as
they recycled 662,039 cubic meters of waste.

WASTE GENERATED BY TYPE AND SOURCE
EN23
2014 Waste
Generation
(In 000 kg, unless
Recyclable FOOD RESIDUAL COMPOSTABLE TOTAL
stated otherwise)
AMPC-managed
4,477.22 7,850.26 16,191.48 5,541.11 34,060.07
properties
Construction (in
662.0424 - 1,310.91 - 1,869.25
000 cubic meters)
Hotels - - - - 1,014.84
Resorts 29.33 265.90 73.13 - 368.36
Waste Generation
48% 48%
45% 43% 41% 44%
52%
55% 57% 59% 56% 52%
2009 2010 2011 2012 2013 2014
Waste hauled to landfill (Residual Waste)

Waste diverted from landfill (Food, Recyclable, Compostable Waste)

Serving as engines of growth, Ayala Land developments spark
new job opportunities and business activities that benefit the community.

Local Economic
Development
EC7, EC8
Together with partners and other stakeholders throughout

the country, Ayala Land and its subsidiaries serve as
catalysts and engines of growth for new business activities
and settings through its masterplanned mixed-use
communities.
As a provider of spaces for homes, business, leisure,

culture, and other urban functions, Ayala Land is able
to stimulate local economic activity at every step of its
project development cycle.
The various stages involved in a project development cycle

provide jobs for various expertise from land assessment,
design preparation to construction, and ultimately during
operation. Our investments in human capital and local
productivity enable our partner communities to develop
and grow with the Company.
Ayala Lands expansion to other growth areas in the

country provides us with unique platforms for creative
and enduring property solutions, most appropriate
locations, and promote efficient and safe environments
of social activities (land uses).
For this focus area, we look into (a) the value we are
able to contribute through our developments all over
the Philippines, (b) numbers of direct (and indirect)
jobs created in the construction and operating phases
of the project development cycle, and (c) community
investments.

El Nido locals help boost tourism in the province.
Value Generated and Distributed
We continue to find ways to measure the economic impact Ayala Land has spent P19.9 billion in value for its
of Ayala Land and how our products might better serve manpower from 2011 to 2014. This includes spending for
Filipinos. This can be through the value we distribute and the its employees and construction, and for maintenance jobs
employment that we directly and indirectly create. In 2014, all over the country. As of 2014, Ayala Land has provided
Ayala Land generated a total of P95.52 billion in value resulting jobs for about 20,00025 people for our operations and
from its various activities in the Philippines. Around 82 percent construction activities. Our P109 billion worth of
of this value was distributed to our various stakeholders, while construction projects is estimated to have generated
only 18 percent was retained by the Company. Ayala Land additional employment of 286,00026 all over the country.
has also invested more than P250 billion for projects all
over the country over the course of three years.

2014 Economic Value Distributed and Retained Capital Expenditures (in million pesos)
(in million pesos)
4,342 27
90,000
4.56% .03%
83,298
8,344
80,000
8.76%
71,293
70,000 66,263
11,299 11.87%
60,000
50,000
18.41% 56.37%
53,663
17,524 40,000
29,914
30,000
Payments to suppliers/ contractors 20,000

Economic value retained
Payments to providers of capital
10,000
Payments to governments
Payments to employees
-
Payments to communities
2011 2012 2013 2014

Contruction Manpower Expense per Region (in million pesos)
Central Luzon
CALABARZON
NCR
Western Visayas
MIMAROPA Central Visayas
Negros Island
Northern Mindanao
Davao
2009 2010 2011 2012 2013 2014

NCR 226.96 349.85 328.29 461.35 1,060.71 1,248.80
CALABARZON 66.00 62.30 86.15 163.20 135.55 136.65
Central Visayas 11.04 14.78 28.48 85.10 115.20 117.96
Central Luzon 16.77 8.63 10.23 18.91 33.63 46.83
Davao - - 4.80 23.82 36.14 35.68
Negros Island 1.56 4.36 5.47 13.09 8.61 1.96
Northern Mindanao - - - 0.29 4.22 20.26
Northern Visayas - - - - 4.46 9.15
MIMAROPA - - - 3.22 5.49 1.07
TOTAL 322 440 463 769 1,404 1,618

Education drive initiated by Alviera and Ayala Business Club for Pampanga community.
Community Direct and Indirect

Investments
Not only do Ayala Lands estates and commercial centers P600 million in these initiatives. Ayala Land has also started
provide quality spaces that the public can enjoy, they are to invest in human capital required by our developments
also able to assist non-profit organizations by providing through manpower development trainings for potential
them opportunities to interact with their publics, raise construction, hotel, and property management personnel.
awareness, and support their sustainability.
Community partners are also given importance in the

project development cycle. As good corporate citizens,
project teams collaborate with local government units
in providing much-needed assistance in education,
disaster rehabilitation, and community infrastructure.
From 2010 to 2014, Ayala Land has invested around

An Empowered
Organization LA10
The year 2014 marked the completion of Ayala Lands

5-10-15 plan and signalled the beginning of its new 2020-
40 growth target, which seeks to achieve a net income of
P40 billion by the year 2020. This ambitious target
relies on various strategies that utilize the synergies
available across Ayala Lands business units. As this
target means that the Company must grow at an annual
rate of 20 percent, this also means that project teams
must be ready to identify and seize opportunities, and
be accountable where the Company can make a
differencein the development of sustainable
communities.
Ayala Land recognizes that the successful execution of

the 2020-40 plan relies on an empowered organization
Leadership learning session
committed to the mastery of sustainable development.
Sustainability in
Our KRAs
A major milestone for 2014 was the development and roll out of
a scorecard to enable teams to track and report on Ayala Lands
sustainability focus areas. Finance and sustainability teams
worked together to conduct roadshows and consultations
with various units through their finance officers and
heads. By incorporating the scorecard into performance
key result areas (KRAs), sustainability becomes a
responsibility of each unit and employee. The scorecard
is an evolving tool designed to provide project team
members with process and guidance on the four focus
areas until sustainability becomes second nature.
Sustainability learning session for marketing practitioners

Professional and
Organizational
Development
Our highly responsive Human Resources unit
continued to include sustainability orientations for
new employees in its Professionals in Development
(PID) program in 2014. Learning sessions on the
four focus areas were also initiated during the said
period. Experts provided inputs on geo-hazards
and how native plant use contributes to resilience.
Best practice exchange sessions on pedestrian and
transit connectivity, eco-efficiency, and economic
development, among other topics are scheduled for
2015.
To further empower various team members, we

rolled out the Break Out initiative in 2014. Break
Out is a methodology to develop practical solutions
quickly, by people managing a process and affected
Sustainability learning session for project managers
by a business problem. The process aims to simplify
existing processes, define clear lines of accountability,
and produce immediate short-term business results.
The sessions provided opportunities for the various
subsidiaries and the 2,992-strong workforce with
mastery over the complex processes in sustainable
property development.
Inspiring Confidence
Through Communication
Upholding the results of the previous years The improvement in overall Ayala Land engagement
Organizational Climate Survey, Ayala Land unit heads scores was driven primarily by the following:
and managers sustained inclusive communication practices 1) more inclusive decision-making process, 2)
in 2014, such as regular town halls, quarterly updates, and implementation of work procedures that promote
active multidisciplinary approaches to problem solving. high-quality results, 3) commensurate value given
These practices enabled various teams to effectively to responsibilities and workload, and 4) increased
harness creativity and diversity of their members while prospects for career advancement and promotions.
maintaining the rigor of work procedures.

Leaders of Ayala Lands Governance, Risk Management, and Compliance Summit
Case: Good Governance

Summit
Ayala Land held its first Governance, Risk Management, President and CEO Bernard Vincent O. Dy also stressed
and Compliance Summit on November 19, 2014. The that the strict adoption of corporate governancesimply
summit was an opportunity to affirm the gains of Ayala defined as doing the right things the right waybenefits
Lands enhanced Business Integrity Program which rolled the Company in concrete ways that are reflected on its
out Codes of Ethical Behavior, Ethical Procurement bottom line.
Conduct, as well as the Vendors Code of Ethics in 2012.
The summit also concluded that adhering to the highest
Top management used the occasion to point out that corporate governance standards will play a key role in
cultivating a culture of integrity at Ayala Land is achieving Ayala Lands ambitious program to grow
everybodys responsibility, and everybody should be revenues by 20 percent every year and record a net profit
Integrity Champions. of at least P40 billion by 2020.

Notes, Appendix,
and GRI Content Index

Notes
1
Malasakit can be roughly translated as compassion.
2
In 5 years, Php 10 billion in income and 15% on ROE.
3
Enabling employees to take 4 day leaves of absence per year to do volunteer work.
4
Alay sa Komunidad can be roughly translated as contribution to community.
5
Planted and retained in the past 20 years.
6
As measured through Google Maps, Legazpi Park is 8,392 sqm, Salcedo/ Velazquez Park is 6,452 sqm, Washington
Sycip Park is 10,934 sqm.
7
Ayala Triangle Gardens is 21,442 sqm; Glorietta is 9,949 sqm; Greenbelt is 15,345 sqm. Data is provided by Ayala
Property Management Corporation (APMC).
8
Rodis, Rodel (2014). Manilas traffic jams cost $57 million a day. Retrieved August 26, 2015,
from http://globalnation.inquirer.net/113269/manilas-traffic-jams-cost-57-million-a-day.
Japan International Cooperation Agency (2014). JICA transport study lists strategies for congestion-free MM by
2030. Retrieved August 26, 2015, from http://www.jica.go.jp/philippine/english/office/topics/news/140902.html.
Estimated 200,000 cars per day in How to Make Makati People-friendly by Marge Enriquez (Philippine Daily
9
Inquirer, 9 April 1995).

10
Salvador Tan, quoted by Lynette Corporal in The Greening of Makati(Manila Standard, 8 July 1995).
11
Based on 2013 traffic studies for Ayala Land estates.
12
Pedestrian-Friendly Streetscape in a Tropical Business District by Zenaida C. Galingan, 2009.
13
Asia Pacific Real Estate Association (APREA) Sustainability Handbook published in 2012.
We have also started to monitor top soil reuse, and are coming up with initiatives to improve surveys,
14
identification and utilization of existing native trees in our estates.

15
Based on a 4-story Amaia project with 625m floor plate (2,500m total CFA) with 40kg/CFA rebar ratio.
Base year: 2011 Ayala land Sustainability Report, All Areas APMC-Managed Accounts. Consumption
16
at 360,800,00 kWh.
17
Based on 1,125 kwh consumption per household in the Philippines.
(2015). Average Electricity Consumption Per Electrified Household. Retrieved August 26, 2015,
from https://www.wec-indicators.enerdata.eu/household-electricity-use.html.
18
Investment properties include our shopping centers and offices where we have operational control.
We have installed solar panels which are used to provide electricity for 10 rooms and the kitchen of El Nido Cove
19
Resort, located within our Lio development in El Nido town.

Makati South Sewage Treatment Plant Upgrade With On-Site Power Document Form. Retrieved August 26, 2015,
20
from http://www.dnv.com/focus/climate_change/upload/msstp%20pdd%20ver02_280307.pdf.
USAID (2008). Philippine Sanitation Alliance Quarterly Report. Retrieved August 26, 2015,
21
from http://pdf.usaid.gov/pdf_docs/PA00HWHW.pdf.
(2012). Environment Al Assessment Report Rehabilitation of Ayala Wastewater Treatment Plant. Retrieved
August 26, 2015, from http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2012/02/0
6/000333038_20120206214353/Rendered/INDEX/E26770v30EA0P10202020120Box365794B0.txt.
22
Based on the 2010 Ayala Corporation Annual Report.
23
Based on 15 tons (US) or 13.6078 metric tons capacity of a standard ten-wheeler dump truck.
24
Excludes recycled rebars and metal.
Ayala Land (Groupwide) 2,992 full-time employees, APMC 9,497 Outsourced Labor, MDC 7,486
25
Contractuals Total 19,975.

26
Based on employment multiplier of the construction industry.
Dumaua, M. B. (2010). Input-output multiplier analysis for major industries in the Philippines. 11th National
Convention on Statistics.

Appendix
FINANCIAL HIGHLIGHTS
IN MILLION PESOS,
2012 2013 2014
EXCEPT IF INDICATED
Revenue 59, 932.0 81,523.0 95,197.0
Net income 9,038.3 11,741.8 14,802.6
Market capitalization,
363.7 350.8 478.0
in billion pesos
Capital expenditures,
71.3 66.3 83.3
in billion pesos
ECONOMIC VALUE DISTRIBUTION EC1, EC9
IN MILLION PESOS 2012 2013 2014

Economic value generated
Total revenue 59,932.2 81,523.1 95,197.0
Economic value distributed
Payments to suppliers/
32,914.9 45,347.6 53,662.5
contractors
Payments to employees 4,432.2 5,766.6 4,341.6
Payments to providers
6,167.1 8,244.9 11,298.7
of capital
Payments to governments 4,772.5 6,416.4 8,343.7
Payments to communities 22.0 316.7 27.0
Economic value retained 11,623.5 15,430.9 7,523.5

MATERIALS CONSUMPTION
EN1
Materials Unit 2013 2014

Rebars/steel tons 96,648 96,857
Cement tons 191,558 231,208
Cement bags 4,788,948 5,780,209
ENERGY INTENSITY
EN1/CRE5
Unit 2011 2012 2013 2014

APMC-managed
kWh/sqm/year 60.78 57.94 40.95 38.87
properties
GHG EMISSIONS
NOTE
SCOPES GHG (t-CO2e)
Standards used for the computation are the GHG Protocol Corporate
Scope 1 EN 15 20,364
Standards. Calculation tool used for fuel stationary emissions: World Resources
Scope 2 EN 16 269,753 Institute (2015). GHG Protocol tool for stationary combustion. Calculation
tool used for fuel mobile emissions: World Resources Institute (2015). GHG
Scope 3 EN 17 7,057
Protocol tool for mobile combustion. Version 2.6. Emission factors used for
electricity are from the Philippine Department of Energy. Reference for the
TOTAL 297,173
GWP rates is the 2014 IPCC 5th Assessment Report. Scope 2 Emission Factor
is broken down into Luzon-Visayas Grid and Mindanao Grid. Gasses reported
include carbon dioxide (CO2), methane (CH4), and nitrous oxide (N2O).
GHG INTENSITY
EN18/CRE3/CRE4
AVERAGE SCOPE 2
GHG INTENSITY
2010 2011 2012 2013 2014
Investment
kg-CO2e/sqm 267 251 244 241 220
properties
Malls kg-CO2e/sqm 332 308 295 273 252
Offices kg-CO2e/sqm 219 218 215 218 191
HOTELS AND
MALLS OFFICE RESIDENTIAL CAR PARKS ESTATE
RESORTS
Total GHG
124,334 113,080 31,056 7,057 3,013 585
(t-CO2e)
Intensity
252 191 42 7.6 22.4 0.04
(kg-CO2e/GLA)
scope 2 only scope 2 only kg/room/day per common area per GLA per managed area

EMPLOYEE DISTRIBUTION G4-10, LA1
GENDER AGE DISTRIBUTION DISTRIBUTION BY POSITION DISTRIBUTION BY REGION
TOTAL MALE FEMALE % MALE % FEMALE UNDER 30 30 TO 50 OVER 50 % UNDER 30 % 30 % OVER 50 SENIOR MIDDLE % SENIOR % MIDDLE
STAFF % STAFF % LUZ % VIS % MIN
HEADCOUNT TO 50 MANAGEMENT MANAGEMENT MANAGEMENT MANAGEMENT
Ayala Land 498 228 270 46% 54% 110 315 73 22% 63% 15% 26 224 248 5% 45% 50% 99% 1% -
Alveo Land 118 41 77 35% 65% 64 54 - 54% 46% - - 18 100 - 15% 85% 95% 4% 1%
Avida Land 242 69 173 29% 71% 117 119 6 48% 49% 2% - 45 197 - 19% 81% 94% 5% 1%
MDC 329 242 87 74% 26% 54 211 64 16% 64% 19% 1 111 217 - 34% 66% 92% 7% 1%
Amaia Land 216 142 74 66% 34% 96 119 1 44% 55% - - 41 175 - 19% 81% 98% 2% -
Bella Vita 28 10 18 36% 64% 17 11 - 61% 39% - - 3 25 - 11% 89% 100% - -
APMC 319 212 107 66% 34% 144 161 14 45% 50% 4% 33 286 - 10% 90% - 90% 9% 1%
El Nido Resorts 333 244 89 73% 27% 110 201 22 33% 60% 7% 2 21 310 1% 6% 93% 100% - -
Seda Hotels 151 81 70 54% 46% 71 72 8 47% 48% 5% 35 61 55 23% 40% 36% 48% - 52%
Holiday Inn 99 53 46 54% 46% 44 53 2 44% 54% 2% 17 52 30 17% 53% 30% 100% - -
Fairmont 293 151 142 52% 48% 137 149 7 47% 51% 2% 6 65 222 2% 22% 76% 100% - -
Intercon 200 130 70 65% 35% 34 116 50 17% 58% 25% 18 97 85 9% 49% 43% 100% - -
Cebu Marriot 166 107 59 64% 36% 33 107 26 20% 64% 16% 10 12 144 6% 7% 87% 2% 98% -
Total 2,992 1,710 1,282 57% 43% 1,031 1,688 273 34% 56% 9% 148 1,036 1,808 5% 35% 60% 89% 8% 3%
EMPLOYEE DISTRIBUTION BY EMPLOYMENT CATEGORY G4-10, LA1
SENIOR MANAGEMENT MIDDLE MANAGEMENT RANK AND FILE
EMPLOYEE DISTRIBUTION GENDER AGE DISTRIBUTION GENDER DISTRIBUTION AGE DISTRIBUTION GENDER DISTRIBUTION AGE DISTRIBUTION
TOTAL UNDER 30
MALE FEMALE OVER 50 MALE FEMALE UNDER 50 30 TO 50 OVER 50 MALE FEMALE UNDER 30 30 TO 50 OVER 50
HEADCOUNT 30 TO 50
Ayala Land 498 21 5 - 9 17 108 116 3 185 36 99 149 107 121 20
Alveo Land 118 - - - - - 11 7 1 17 - 30 70 63 37 -
Avida Land 242 - - - - - 11 34 - 42 3 58 139 117 77 3
MDC 329 1 - - - 1 90 21 2 72 37 151 66 52 139 26
Amaia Land 216 - - - - - 16 25 2 38 1 126 49 94 81 -
Bella Vita 28 - - - - - 3 - - 3 - 7 18 17 8 -
APMC 319 23 10 - 30 3 189 97 144 131 11 - - - - -
El Nido Resorts 333 1 1 - 2 - 11 10 5 16 - 232 78 105 183 22
Seda Hotels 151 21 14 4 26 5 35 26 22 37 2 25 30 45 9 1
Holiday Inn 99 8 9 3 12 2 26 26 23 29 - 19 11 18 12 -
Fairmont 293 5 1 - 5 1 27 38 13 47 5 119 103 124 97 1
Intercon 200 8 10 - 16 2 55 42 17 60 20 67 18 17 40 28
Cebu Marriot 166 8 2 - 6 4 4 8 2 9 1 95 49 31 92 21
Total 2,992 96 52 7 106 35 586 450 234 686 116 1,028 780 790 896 122
2014 NEW HIRES GENDER DISTRIBUTION AGE DISTRIBUTION DISTRIBUTION BY POSITION DISTRIBUTION BY REGION
NEW HIRES MALE FEMALE UNDER 30 30 TO 50 OVER 50 SENIOR MIDDLE STAFF LUZ VIS MIN
MANAGEMENT MANAGEMENT
Ayala Land 33 19 14 19 14 - - 8 25 33 - -
Alveo Land 31 12 19 24 7 - - 1 30 29 2 -
Avida Land 65 15 50 47 18 - 5 60 - 57 5 3
MDC 96 66 30 37 47 12 - 15 81 83 13 -
Amaia Land 87 23 64 55 32 - - 6 81 85 2 -
Bella Vita 12 5 7 7 5 - - 2 10 12 - -
APMC 84 58 26 62 22 - 1 83 - 78 6 -
El Nido Resorts 43 27 16 27 14 2 - 3 40 43 - -
Seda Hotels 71 36 35 40 29 2 18 25 28 49 - 22
Holiday Inn 22 15 7 12 9 1 9 9 4 22 - -
Fairmont 52 25 27 28 20 4 1 15 36 52 - -
Intercon 27 10 17 11 15 1 5 19 3 27 - -
Cebu Marriot 27 16 11 15 12 - 1 2 24 - 27 -
Total 650 327 323 384 244 22 40 248 362 570 55 25

CONTRACTUALS DIRECT HIRES OUTSOURCED DAILIES
Ayala Land 73 147 -
Alveo Land 955 149 -
Avida Land 135 65 -
Amaia - 197 -
Bellavita - 27 -
APMC - 116 -
MDC 3846 111 7486
Seda BGC - 110 -
Seda Abreeza - 2 -
Seda CDO - 3 -
Seda Nuvali - 63 -
Fairmont - 338 -
Cebu Marriott - 185 -
Holiday Inn - 194 -
Intercon - 237 -
El Nido Resorts 20 26 -
Total 5,029 1,970 7,486
ATTRITION
EMPLOYEE TURNOVER GENDER DISTRIBUTION AGE DISTRIBUTION DISTRIBUTION BY REGION
TOTAL TOTAL TOTAL NO. OF ATTRITION MALE FEMALE UNDER 30 30 TO 49 50 AND UP LUZ VIS MIN
HEADCOUNT HEADCOUNT EMPLOYEES RATE
2013 LEAVING
Ayala Land 498 492 22 4% 11 11 8 14 - 22 - -
Alveo Land 118 95 14 13% 9 5 10 4 - 13 1 -
Avida Land 242 231 23 10% 12 11 16 7 - 22 1 -
MDC 329 268 17 6% 8 9 - 6 11 17 - -
Amaia Land 216 160 29 15% 8 21 14 15 - 28 1 -
Bella Vita 28 18 5 22% 2 3 5 - - 5 - -
APMC 319 289 61 20% 40 21 32 27 2 57 4 -
El Nido Resorts 333 328 42 13% 31 11 14 26 2 42 - -
Seda Hotels 151 99 41 13% 19 22 24 15 2 21 - 20
Holiday Inn 99 97 20 20% 14 6 6 12 2 20 - -
Fairmont 293 313 78 26% 37 41 27 46 5 78 - -
Intercon 200 197 21 11% 11 10 7 6 8 21 - -
Cebu Marriot 166 155 21 13% 12 9 6 12 3 - 21 -
Total 2,992 2,742 394 14% 214 180 169 190 35 346 28 20

2014 RATIO OF BASIC SALARY AND REMUNERATION OF WOMEN TO MEN BY EMPLOYEE CATEGORY

EMPLOYEE CATEGORY FEMALE MALE

Manager 1 1.45
Staff 1 0.78
2014 COMPOSITION OF GOVERNANCE BODIES AND BREAKDOWN OF EMPLOYEES

PER EMPLOYEE CATEGORY ACCORDING TO GENDER AND AGE GROUP
GENDER DISTRIBUTION COUNT AGE DISTRIBUTION COUNT
TOTAL FEMALE 30 TO 50
MALE UNDER 30 OVER 50
HEADCOUNT
Board of
9 89% 11% - - 100%
Directors
Management
9 89% 11% NA 33% 67%
Committee
Total 18 - - - - -
LA2 LA9
BENEFITS PROVIDED TO FULL-TIME, OVERALL AVERAGE TRAINING

REGULAR EMPLOYEES OF AYALA LAND HOURS PER EMPLOYEE CATEGORY
Life insurance
Senior Management
16.7
Health coverage inpatient and outpatient (MTF-UP)
Disability/invalidity coverage
Middle Management 22.0
(MTF-UP)
Retirement benefit
Leave benefits
Rank and File 27.5
Medical allowance

GRI G4 INDICATORS ALIGNED WITH AYALA LAND
SUSTAINABILITY FOCUS AREAS G4-21
Site Resilience Pedestrian- Eco-efficiency Local Economic Empowered

Transit Development Organization
Connectivity
EC1, EC7,
Economic - - - EC6
EC8, EC9
EN1,EN2,EN3,
EN11, EN12, EN14, EN4, EN5, CRE1,
EN29, EN6,EN7, CRE2,
Environmental - - -
EN31, EN34 EN8, EN10, EN15,
EN16, EN17, CRE3,
EN19, EN23
Society - - - SO1, SO2 SO3
HR4, HR5,
Human rights - - - HR1, HR8, HR9
HR6, HR12
Product
PR1 - - PR5
responsibility
LA1, LA2, LA4, LA6,

Labor - - - -
LA9, LA10
Local
employment
generated at
LA1, LA2, LA4,
- LA1, LA2, LA4 - each stage of -
LA6
the project
development
cycle
Total Indicators:
11 (for external 16 (for external
81 or 77 GRI G4 3 11 12
assurance) assurance)
indicators
SUSTAINABILITY SCORECARD
Site Resilience Pedestrian-Transit Eco-efficiency Local Economic Contribution

Connectivity
Technical due diligence for Monitoring and managing

Planning for
use in site selection, design, projects to improve Economic value distributed
pedestrian-friendly facilities
and planning performance in:
a. materials use
b. energy and water
Direct and indirect
Incorporation of public consumption
jobs created as a
Stormwater sensitive transport stops and c. GHG emissions
result of the project
terminals d. residual waste
development cycle
management
Direct
Use of indigenous and indirect
- -
plants for climate resilience community
investments

STAKEHOLDER SUSTAINABILITY CONCERNS G4-24 to G4-27
Stakeholder Sustainability Concerns Means of Engagement
Third-party accreditation process;

Adherence to highest level of moral
Business partners and suppliers vendor audits in accordance with
and ethical conduct
the Vendors Code of Ethics
Community engagement activities

and consultations through partners,
Quality of life in and around
Communities barangay (village) officials, homeowners
Ayala Land developments
associations, and non-government
organizations; third-party assessments
Delivery of best-in-class products and Customer surveys; feedback through

Customers
services website and social media
Adherence to Ayala Land Code of Regular town halls, quarterly briefings,

Employees Ethical Behavior; professional and bi-annual third-party administered
organizational development Organizational Climate Survey (OCS)
Economic development Participation in local development

Government
and nation-building councils, where applicable
Partnerships to uplift environmental,

Meaningful and effective engagement social, and economic conditions of poor
Non-government organizations
with communities communities near or adjacent
to our developments
Quarterly investor relations business

Timely and accurate
Media briefings; briefings on project launches;
news; transparency
press releases
Investor Relations website; quarterly

Access to timely, accurate,
Shareholders financial analysts briefings; annual
and relevant information
stockholders meetings

GRI Content Index
GRI G4 GENERAL STANDARD DISCLOSURES
INDICATOR SHORT DESCRIPTION FOUND IN PAGE/S
G4-1 Statement from the most senior decision-maker. SR pp. 6-7
G4-2 Description of key impacts, risks, and opportunities. SR pp. 6-7
G4-3 Name of the organization. AR p. 3
G4-4 Primary brands, products, and services. AR pp. 26-42
G4-5 Location of the organization's headquarters. AR p. 110
Number of countries where the organization operates, and names of countries

G4-6 AR p. 3
where either the organization has significant operations.
G4-7 Nature of ownership and legal form. AR pp. 3, 66, 111-114
Markets served (including geographic breakdown, sectors served, and types of

G4-8 AR p. 3
customers and beneficiaries).
G4-9 Scale of the organization. AR pp. 3, 6-7, 111-114

G4-10a
Total number of employees by employment and gender. SR p. 51-52
G4-10b
100% of non-management employees
of the Parent Company are covered by
G4-11 Percentage of total employees covered by collective bargaining agreements.
the results of our collective bargaining
agreements
G4-12 Describe the organization's supply chain. SR p. 14
Significant changes during the reporting period regarding the organizations size,
G4-13 AR pp. 114-117
structure, ownership, or its supply chain.
Whether and how the precautionary approach or principle is addressed by the
G4-14 AR pp. 76, 81, 86-87, SR pp. 14-15
organization.
Externally developed economic, environmental and social charters, principles, or

G4-15 AR p. 47
other initiatives to which the organization subscribes or which it endorses.
Memberships of associations (such as industry associations) and national or

G4-16 AR pp. 90, 92
international advocacy organizations.
G4-17 Entities included in consolidated financial statements and exclusions. AR pp. 111-114
a. Process for defining the report content and the Aspect Boundaries; b. How the
G4-18 SR pp. 5, 14-15
organization has implemented the Reporting Principles for Defining Report Content.
G4-19 Material Aspects identified in the process for defining report content. SR pp. 14-15, 17, 23, 29, 39, 54
G4-20 Whether the Aspect is material within the organization. SR pp. 14-15, 54, 59-65
G4-21 Whether the Aspect is material outside of the organization. SR pp. 54, 59-65
Effect of any restatements of information provided in previous reports, and the

G4-22 Energy, Water data from 2012-2013
reasons for such restatements.
Inclusion of Visayas-Mindanao properties
Significant changes from previous reporting periods in in resource consumption data. Inclusion
G4-23
the Scope and Aspect Boundaries. of Hotels and Resorts resource
consumption data
G4-24 List of Stakeholder Groups engaged by the organization. AR pp. 60-62, SR p. 55
G4-25 Basis for identification and selection of stakeholders with whom to engage. SR pp. 14-15, 55
Organizations approach to stakeholder engagement, including frequency of

G4-26 engagement by type and by stakholder group, and an indication whether any of the SR pp. 14-15, 55
engagement was undertaken specifically as part of the preparation process.
Key topics and concerns that have been raised through stakeholder engagement, and
G4-27 SR pp. 14-15, 55
how the organization has responded to those key topics and concerns.
G4-28 Reporting period (such as fiscal or calendar year). AR p. 5, SR p. 5

G4-29 Date of most recent previous report. 2014
G4-30 Reporting cycle. Annual

G4-28 Reporting period (such as fiscal or calendar year). AR p. 5
G4-29 Date of most recent previous report. 2014
G4-30 Reporting cycle. Annual
G4-31 Contact point for questions regarding the report or its contents. SR p. 69
G4-32 In accordance option the organization has chosen. Core

Organizations policy and current practice with regard to seeking external assurance
G4-33 SR pp. 5, 66-67
for the report.
Governance structure of the organization, including committees of the highest
G4-34 governance body. Identify any committees responsible for decision-making on AR pp. 80-82
economic, environmental and social impacts.
Process for delegating authority for economic, environmental and social topics from
G4-35 AR pp. 80-82
the highest governance body to senior executives and other employees.
Whether the organization has appointed an executive-level position or positions

G4-36 with responsibility for economic, environmental and social topics, and whether post AR pp. 80-82
holders report directly to the highest governance body.
Processes for consultation between stakeholders and the highest governance body
G4-37 on economic, environmental and social topics. If consultation is delegated, describe AR pp. 80-82
to whom and any feedback processes to the highest governance body.
G4-38 Composition of the highest governance body and its committees. AR pp. 71, 80-82, 90-92
Whether the Chair of the highest governance body is also an executive officer (and, if
G4-39 so, his or her function within the organizations management and the reasons for this AR pp. 71, 80-82, 90-92
arrangement).
Nomination and selection processes for the highest governance body and its
G4-40 committees, and the criteria used for nominating and selecting highest governance AR pp. 71, 80-82, 90-92
body members.
Processes for the highest governance body to ensure conflicts of interest are avoided
G4-41 AR pp. 58-59
and managed.
Highest governance bodys and senior executives roles in the development, approval,
G4-42 and updating of the organizations purpose, value or mission statements, strategies, AR pp. 47-57, 71, 80-82, 90-92
policies, and goals related to economic, environmental and social impacts.
Board competencies and performance evaluation measures taken to development

G4-43 AR pp. 88-90
collective knowledge of economic, environmental and social topics.
Processes for evaluation of the highest governance bodys performance with respect
to governance of economic, environmental and social topics. Report whether such
G4-44 AR pp. 81, 83, 90
evaluation is independent or not, and its frequency. Report whether such evaluation is
a self-assessment.
Highest governance bodys role in the identification and management of economic,
G4-45 environmental and social impacts, risks, and opportunities. Include the highest AR pp. 73-80, 86-87
governance bodys role in the implementation of due diligence processes.
Highest governance bodys role in reviewing the effectiveness of the organizations risk
G4-46 AR pp. 73-80
management processes for economic, environmental and social topics.
Frequency of the highest governance bodys review of economic, environmental and

G4-47 AR pp. 71, 80-82, 90-92
social impacts, risks, and opportunities.
Highest committee or position that formally reviews and approves the organizations
G4-48 AR pp. 71, 80-82, 90-92
sustainability report and ensures that all material Aspects are covered.
G4-49 Process for communicating critical concerns, nature and number. AR pp. 71, 80-82, 90-92
Nature and total number of critical concerns that were communicated to the highest
G4-50 AR pp. 71, 80-82, 90-92
governance body and the mechanism(s) used to address and resolve them.
G4-51 Remuneration policies for the highest governance body and senior executives. AR p. 85
Process for determining remuneration. Report whether remuneration consultants

are involved in determining remuneration and whether they are independent of
G4-52 AR p. 85
management. Report any other relationships which the remuneration consultants have
with the organization.
How stakeholders views are sought and taken into account regarding remuneration,
G4-53 AR pp. 78-79, 85
including the results of votes on remuneration policies and proposals, if applicable.

Process for determining remuneration. Report whether remuneration consultants are
involved in determining remuneration and whether they are independent of management.
G4-52 AR p. 85
Report any other relationships which the remuneration consultants have
with the organization.
How stakeholders views are sought and taken into account regarding remuneration,
G4-53 AR pp. 78-79, 85
including the results of votes on remuneration policies and proposals, if applicable.
Ratio of the annual total compensation for the organizations highest-paid individual in each
Omitted, not currently part of
G4-54 country of significant operations to the median annual total compensation for all employees
internal accounting metrics
(excluding the highest-paid individual) in the same country.
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 Omitted, not currently part of
G4-55
in annual total compensation for all employees (excluding the highest-paid individual) in the internal accounting metrics
same country.
Organizations values, principles, standards and norms of behavior such as codes of conduct
G4-56 AR pp. 3, 47, 62-64
and codes of ethics.
Internal and external mechanisms for seeking advice on ethical and lawful behavior, and
G4-57 AR pp. 63-64
matters related to organizational integrity, such as helplines or advice lines.
Internal and external mechanisms for reporting concerns about unethical or unlawful
G4-58 behavior, and matters related to organizational integrity, such as escalation through line AR pp. 63-64
management, whistleblowing mechanisms or hotlines.
Legend: Annual Report AR Sustainability Report SR

SPECIFIC STANDARD DISCLOSURES ECONOMIC
INDICATOR SHORT DESCRIPTION DATA, PAGES BOUNDARY
ASPECT ECONOMIC PERFORMANCE
We shall maintain our standing and reputation as the Philippines leading real-estate developer. We develop integrated,
masterplanned mixed-use communities in growth centers as platforms for our end-to-end real estate products ranging from
G4-DMA residential, retail and office developments, as well as hotels and island resorts, to construction and property management
services. Our long-term growth is built on this market-leading platform and our five-pillar strategy of growth, margin
improvement, capital efficiency, and brand building.
Direct economic value Ayala Land

G4-EC1 SR p. 49
generated and distributed and subsidiaries
ASPECT MARKET PRESENCE
Expansion into new growth centers provides us with opportunities for creative and sustainable solutions that distinguish
G4-DMA our real estate products. Our projects help stimulate the local economies, contribute to local employment, and improve public
infrastructure where we establish our presence.
Proportion of senior
100% of Senior Management, with rank Vice President Ayala Land
EC6 management from hired local
and above are Filipinos and subsidiaries
community
ASPECT DIRECT ECONOMIC IMPACT
G4-DMA We see ourselves as a strong partner in nation-building.
Development and impact of

All construction projects
EC7 infrastructure investment and SR pp. 20-27, 43
in 2014; mature estates
services supported
Significant indirect economic

All construction projects
EC8 impacts, including the extent SR pp. 20-27, 43
in 2014; mature estates
of impacts
ASPECT PROCUREMENT PRACTICES
Ayala Land utilizes a third-party vendor/supplier pre-qualification system to screen for legitimacy and credit worthiness of
our suppliers. Potential environmental impacts are identified during the technical evaluation of pre-qualified vendors and
products during the actual procurement exercises, most especially for projects with environmental sensitivities. Vendors and
G4-DMA suppliers are strongly encouraged to conform with Ayala Lands Vendors Code of Ethics, and abide by the same code in their
dealings with their subcontractors. The Code provides guidelines on the following aspects: labor practices, health and safety,
environment, management system, and ethics. Incidents involving the supply chain are also reviewed through the enterprise-
wide risk management system, and used as basis for improvement.
Ayala Land
EC9 Spending on local suppliers SR p. 49
and subsidiaries
SPECIFIC STANDARD DISCLOSURES ENVIRONMENTAL
ASPECT MATERIAL
G4-DMA We optimize plant resources and optimize materials efficiency in our construction activities.
Materials used by weight All 2014 construction

EN1 SR pp. 30, 50
and volume projects of MDC
1. Rebar - As per Steel Asia, there is 88.6% post

consumer recycled content and 6.5%
preconsumer recycled content
Percentage of material
EN2 used that are recycled 2. Cement - contains flyash of 30% cement MDC
input material replacement
3. 1,955 tons of rebars and metal

were recycled

ASPECT ENERGY
The Philippines has one of the highest energy costs in Southeast Asia, and energy efficiency is as much a business decision
as it is an environmental concern for Ayala Land. Energy savings are achieved by the Company through: 1) the use of low-
energy technology such as LED lights, motion sensors in common areas of new buildings, and retrofitting old ones, where
G4-DMA appropriate; 2) management systems using intelligent energy-efficient equipment to control pumps, motors; and 3) inclusion
of energy efficiency metrics in property managers performance evaluation. Ayala Land also has two subsidiaries, PhilEnergy
and DirectPower that design and install district cooling systems (DCS), engage in retail electricity supply, and explore new
energy savings technologies for Ayala Land properties and other clients.
Energy consumption All APMC-managed properties,

EN3 within the SR p. 32 construction activities, hotels
organization and resorts properties
Energy consumption
23 sold residential properites (vertical and horizontal) posted 23 residential properties
EN4 outside the
11,699,492 kWh of consumed electricity managed by APMC
organization
EN5/CRE1 Energy intensity SR p. 50 APMC-managed properties
The following initiatives in our investment properties enables

our locators, tenants, and customers to reduce their energy
requirements in the use of our development: 1) Replacement of
old chillers with high efficiency chillers that consumes 30% to 40%
lower electricity 2) Installation of Lepro seva which reduces energy
Reduction of energy consumption of pumps and motors by 25-40% 3) Installation of
EN6 APMC-managed properties
consumption Variable Frequency Drives allows us to generate savings of up to
20% 4) Installation of escalator sensors enables us to generate
5%-20% savings on escalator operation depending on passenger
traffic 5) Installation of LED lights which provide 15% savings on
lighting consumption.
ASPECT WATER
Ayala Land complies with the national law (Philippine Water Code) and local policies regulating water extraction and utilization.
Our developments only utilize water district suppliers such as Manila Water and Maynilad if they operate in the project sites.
For properties outside of their coverage area, Ayala Land coordinates with the local water district suppliers to lessen and
G4-DMA
ultimately eliminate the use of deepwell/ ground water. Annually, we have a target water metric per type of property that is
included in our Key Result Areas (KRA). On average, we improve our performance by at least
3% year-on-year.
Building water
CRE2 APMC-Managed Properties: 0.56 cum/sqm/year APMC-managed properties
intensity
All APMC-managed properties,

Total water
EN8 SR p. 35 construction projects, hotels
withdrawal by source
and resorts properties
Percentage and total In El Nido Resorts: Product water of STP used for toilet flushing
EN10 volume of water and watering plants. Landscaping and toilet flushing in NUVALI El Nido and Nuvali
recycled and reused Evoliving Center
ASPECT BIODIVERSITY
Ayala Land abides by local and national Philippine laws for biodiversity management. These laws include the National
Integrated Protected Areas System, Wildlife Act, Environmental Impact Statement Law, Marine Protected Areas, and other
relevant laws, directives and ordinances that protect biodiversity. Flora and fauna studies are part of our technical due
diligence processes. These studies guide masterplanning exercises, and best efforts are undertaken to minimize any impact
G4-DMA
on the habitat. We have started to increase the number of native plant species in our urban developments and identify
native/existing tree stands, and we exert best efforts to maintain heritage and protected tree/plant species. We apply
lessons learned from previous projects such as Anvaya to protect biodiversity, especially as we expand our hotels and
resorts portfolio and move into environmentally significant areas in the Philippines.
Operational sites
owned, leased,
managed in, or
adjacent to, Anvaya 470 hectares El Nido 25 hectares
EN11 Selected projects
protected areas of Alviera 1,125 hectares Nuvali 1,860 hectares
high biodiversity
value outside
protected areas 60 Lets build sustainable communities
Description of
significant impacts of
EN12 activities and products SR pp. 17-21 Mature estates
and services in
biodiversity
6 IUCN Red List Species. Olive Ridley Turtle (Lepidochelys olivacea) at

Total number of IUCN Anvaya Cove. Palawan Peacock Pheasant (Polyplectron napoleonis),
red list species and Palawan Hornbill (Anthracoceros marchei), Hawksbill Turtle (Eretmochelys Anvaya
EN14
national conservation imbrata), Green Turtle, (Chelonia mydas), Mantanani Scops Owl (Otus and El Nido Resorts
list species mantananensis) at El Nido Resorts. This list remains unchanged and was
externally assured in the 2013 Sustainability Report.
ASPECT EMISSIONS
The Philippines currently does not have regulations and policies for emissions and mainly focuses on adaptation measures
in its climate change policy. Ayala Land is voluntarily tracking its emissions. Our reduction policy increase efficiencies in
G4-DMA energy use of our projects through design, technologies and behavioral approaches. By tracking and measurement, and
refining our metrics we are able to identify areas for improvement, as well as best practices that we could use for design
and planning, as well as operations.
This covers 23 properties
managed by APMC which
had diesel requirement
Direct greenhouse for 2014, all construction
EN15 20,364 tons of GHG CO2e.
gas emission projects and batching
plants, 5 out 8 properties
under our hotels and
resorts portfolio.
Energy indirect Whole building kWh

EN16 greenhouse gas 269,753 tons of GHG CO2e. consumption including
emission tenants
Other indirect
23 sold residential
EN17 greenhouse gas 7,057 tons of GHG CO2e.
properties
emission
All APMC-managed
EN18/ Greenhouse gas properties, construction
SR p. 50
CRE3/CRE4 emission intensity projects, hotels and
resorts properties
Reduction of
5,864.3 tons of GHG CO2e (Visayas and Mindanao properties calculated
EN19 greehouse gas APMC-managed properties
with lower emission factor for a more conservative figure)
emissions
ASPECT EFFLUENTS AND WASTE
Projects with potential environmental impacts are required to secure an Environmental Compliance Certificate (ECC), which
also stipulates that multipartite monitoring teams (MMTs) conduct regular inspections. Regular Philippine feedback channels
such as the barangay (village) councils and LGUs have also been used by community members to provide feedback to the
G4-DMA
Company. In addition, our incident reporting process, which we call Business Integrity channels, provides a way to report
various concerns which may not necessarily be solely environmental in nature. Legitimate concerns are acted upon after due
process
Number of grievances
No major or significant grievances (causes major impacts on health,
about environmental
safety, life, livelihood, and property) about environmental impacts
impacts filed
have been filed against the Company. Ayala Land, however, keeps open Ayala Land and
EN34 addressed, and
communication lines with LGUs and acts accordingly on concerns from subsidiaries
resolved, through
immediate communities such as inconveniences due to traffic during
formal grievance
construction.
mechanism

SPECIFIC STANDARD DISCLOSURES LABOR PRACTICES AND DECENT WORK

ASPECT EMPLOYMENT
We believe that organizational development is a key pillar of our growth strategy. We empower our employees by providing
G4-DMA them a work environment that promotes personal fulfillment and professional advancement. We provide competitive
compensation and benefits package that is at par with industry standards.
Total number and rates of new

2,992 employees for 2014 vs. 2,742 in 2013
employee hires and employee Ayala Land
LA1 representing a 9% increase. Refer
turnover by age group, gender and and subsidiaries
to SR pp. 51-52
region
Benefits provided to full-time Life insurance, in-patient and out-patient health

employees that are not provided to coverage, disability and invalidity coverage, retirement Ayala Land
LA2
temporary or part-time employees, by benefits and medical allowance are the benefits received and subsidiaries
significant locations of operation by regular full-time employees
ASPECT LABOR MANAGEMENT RELATIONS

We believe in open lines of communication between management and employees. We conduct regular townhall meetings,
G4-DMA observe and implement formal and informal grievance mechanisms, and administer an Organizational Climate Survey every
two years.
Minimum notice periods regarding

operational changes, including We allot 30 days notice for significant operational Ayala Land
LA4
whether these are specified in changes and subsidiaries
collective agreements
ASPECT OCCUPATIONAL HEALTH AND SAFETY
Ayala Land ensures full and effective compliance with all relevant government regulations. Ayala Land employees to undergo
annual physical exams and regular flu, cervical, and pneumonia vaccinations. Employees receive health risk assessments,
timely information on prevention of serious diseases, and there is extensive health insurance coverage for both employees
G4-DMA and eligible family members. We have our clinic with a company nurse and doctor available to employees. A Safety Council
has been instituted in 2013 and there are programs and officers for Safety and Pollution Control for all field personnel. We
mandate the use of personal protective equipment, safety glasses, and dust masks among construction personnel. We have
a detailed Emergency Response Plan in place and regular fire, earthquake, and emergency response drills are conducted.
Ayala Land parent and APMC had zero incidence of

work-related injury/illness as reported to DOLE. MDC
recorded a total of: 1.02 Minor Total Recordable Incident
Type of injury and rates of injury, Rate (TRIR) (includes injuries such as abrasions, bruises).
occupational diseases, lost days, and 0.04 Major Total Recordable Incident Rate (TRIR) (includes Ayala Land Parent,
LA6
absenteeism, and total number of fatalities, property damage 50k up) which involves 96 APMC, and MDC
work related facilities persons injured, 4 Work-Related Fatalities, and 138
Persons involved in Near Misses. Data from hotels and
resorts are not yet included in this report, and will be
covered in the next period.
ASPECT TRAINING AND EDUCATION
We believe in holistic development of our talent and espouse the culture of building from within. We offer quality training
opportunities and custom-fit courses that recognize and address the needs of Ayala Lands Leadership Pipeline. Training
G4-DMA modules cover business and technical knowledge, skill-building, values, ethics and corporate governance. Knowledge
transfer and building of capabilities is done through the shared efforts of the individual and their boss, executives,
managers and subject-matter experts.
Average hours of training per year per

Ayala Land
LA9 employee by gender, and by employee 25.62 hours. Refer to SR p. 53
and subisidiaries
category
Programs for skills management and

lifelong learning that support the
Ayala Land
LA10 continued employability of employees SR pp. 44-46
and subisidiaries
and assist them in managing career
ending

SPECIFIC STANDARD DISCLOSURES HUMAN RIGHTS
ASPECT INVESTMENTS
Our due diligence processes in land acquisition ensures that our locational choices considers the rights of communities and
G4-DMA legitimate claimants, in accordance with Philippine laws. Joint venture partners and subsidiaries are expected to provide
support for legitimate community claims, and come up with mechanisms to protect minority rights.
Our due diligence process in land acquisition enables

us to recognize locations with potential human
rights impacts in relation to legitimate claims on
Total number and percentage of
ownership. We follow existing laws and regulations
significant investment agreements
that safeguards human rights, thus there is no Ayala Land
HR1 and contracts that include human
specific need of including human rights clauses in our and subsidiaries
rights clauses or that underwent
agreements and contracts. Adequate legal research
human rights screening
is undertaken to ensure that rights of legitimate
claimants are recognized, and potential impacts
mitigated.
ASPECT FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING

Ayala Land protects freedom of association and has neither policies nor aspects of our operations that will prohibit any
G4-DMA employee from exercising this freedom to unionize and the right to collective bargaining. Results of the collective bargaining
benefit all non-management employees, whether they are members of the union or not.
Operations and suppliers in which

the right to exercise freedom of
No aspect of our operations prohibits freedom Ayala Land
HR4 association and collective bargaining
of association and subsidiaries
may be at risk and actions taken to
support these rights
ASPECT CHILD LABOR

Our Compensation and Benefits guidelines and our regular performance reviews of all employees ensure that all work is
G4-DMA compensated according to Philippine labor laws and the Company's performance incentive program. Economic sanctions
placed on erring employees do not include any form of unpaid labor.
Operations and suppliers identified

No aspect of our operations has been identified as Ayala Land
HR6 as having significant risk for incidents
having significant risk for forced labor and subsidiaries
of forced labor
ASPECT INDIGENOUS RIGHTS

Our due diligence processes ensures that our locational choices considers the rights of indigenous peoples living in the area
of operation, in accordance with the Indigenous People's Rights Act (IPRA) of the Philippines. We work with legitimate
G4-DMA
community and non-profit organizations on capacity building programs to increase opportunities for indigenous and local
communities' participation in our value chain.
Total number of incidents of
None of our operations and developments are located
violations involving rights of Ayala Land
HR8 in ancestral domains, therefore there are no incidents
indigenous peoples and actions and subsidiaries
involving the violation of rights of indigenous peoples
taken
ASPECT ASSESSMENT
Human rights of employees and stakeholders of our value chain are protected through the Company's adherence to the
G4-DMA
Labor Code of the Philippines and other relevant laws protecting community rights.
Our due diligence process in land acquistion enables

us to recognize locations with potential human rights
Total number and percentage of impacts in relation to legitimate claims on ownership.
operations that have been subject At the moment, however, there is no tracking system Ayala Land
HR9
to human rights reviews or impact specifically covering human rights assessment. and subsidiaries
assessment Adequate legal research is undertaken to ensure that
the rights of legitimate claimants are recognized, and
potential impacts are mitigated

ASPECT HUMAN RIGHTS GRIEVANCE MECHANISMS
The Companys Business Integrity Channels enable individuals to freely report fraud, violations of laws, rules and regulations,
and any misconduct concerning Ayala Land directly, without fear of retaliation. Grievances are brought to our attention
G4-DMA
through various media such as the company website, customer service hotlines, external affairs division, and the concerned
Ayala Land business unit.
Number of grievnces about

human rights impact filed, There were no reported grievances against Ayala Land and
HR12 Ayala Land and subsidiaries
addressed, and resolved through the subsidiaries concerning impacts on human rights
formal grievance mechanism
SPECIFIC STANDARD DISCLOSURES SOCIETY
ASPECT LOCAL COMMUNITIES

We collaborate with and consult local government and local community organizations to ensure that our large-scale mixed-use
projects are relevant to host communities. Project teams review environmental, social, economic impacts of projects, design and
G4-DMA develop communities in a manner that promotes long-term value, and support community programs to mitigate negative impacts
on vulnerable groups in the area. As a company operating in a climate-vulnerable country, we also make sure that we respond to
the needs of communities affected by calamities
100% of large-scale land development projects (50,000

Percentage of operations square meters and above) were assessed for impacts and
with implemented local underwent the DENR Environmental Impact Assessment
Ayala Land
SO1 community engagement, impact Process, which include scoping for community impacts.
and subsidiaries
assessments, and development Project teams continue to monitor for impacts throughout
programs the project cycle and respond to concerns of affected
communities and local government units.
All new developments have possible impacts on

surrounding communities. Projects in already urbanized
areas have impacts on traffic and transport. To mitigate
these impacts, we undertake traffic studies and
ensure that the intensity and duration are abated and
are reversible. We work with local governments and
incorporate transport facilities in our projects to serve
Operations with significant actual
the riding public. Thus, there were no projects that Ayala Land
SO2 and negative impacts on local
had significant negative impacts on the communities. and subsidiaries
communities
Developments in non-urban areas may have impacts
on agriculture production in neighboring areas. Our
due diligence processes, however, ensure that our
developments are located in areas zoned for commercial
and residential use, minimizing the impact on agricultural
activities and maximizing the economic potential of land
resources.
ASPECT ANTI-CORRUPTION
Anti- corruption is important to us at Ayala Land. Our Company has been defined by our continued commitment and fidelity to
our values and to doing things the right way. Our strict adherence to these high standards have been the bedrock upon which we
have built our reputation. We have established policies and implemented best practices covering all entities and employees within
Ayala Land Group regarding anti-corruption. These include the following: 1. Code of Ethical Behavior for all employees; 2. Code of
G4-DMA Ethical Procurement Conduct; 3. Vendors Code of Ethics; 4. Conflict of Interest Policy; 5. Whistleblowing Policy; 6. Establishment
of ALI Business Integrity or Reporting Channels through https://services.punongbayan-araullo.com/extdata/proactive.nsf/goto/
aligroup; 7. Establishment of the Ayala Land Ethics Committee; and the 8. Implementation of the Vendor Audit. All told, our good
corporate governance practices, which include anti-corruption initiatives, have been manifested in the positive performance of
our businesses and in various corporate governance awards and recognition.
Our enterprise-wide risk assessment exercises assessed

100% of our core business units (Residential, Shopping
Total number and percentage Centers, Hotels and Resorts, Services like Property
of operations assessed for risk Management and Construction) where 24 key SBU-specific Ayala Land
SO3
related to corruption and the risks and 8 key risks common to several SBUs were and subsidiaries
significant risk identified identified. Fraud risk is one of the said 8 key risks which
is under the monitoring/mitigation of the office of the
Finance Group Head.

SPECIFIC STANDARD DISCLOSURES PRODUCT RESPONSIBILITY
ASPECT CUSTOMER HEALTH AND SAFETY
Safety is our topmost priority when it comes to our operating principles. Our technical due diligence and project development
process identify our potential positive and negative impacts on the environment, community, and customers from site
G4-DMA assessment to delivery of our real-estate products and property management. Our sustainability checklist enable us to
monitor in our projects the implemenation of proper design and operational procedures that ensure the safety of our
customers.
Percentage of significant product

All new projects are subjected to technical due diligence that
and service categories for which
PR1 assess for health and safety impacts on the environment, our Ayala Land and subsidiaries
health and safety impacts are
customers, and surrounding communities
assessed for improvement
ASPECT PRODUCT AND SERVICE LABELING
Customer service is a key component of Brand Building, one of Ayala Land's five pillar strategy. An annual customer
G4-DMA satisfaction survey is undertaken across all APMC-managed properties to monitor and improve customer experience in our
properties.
In 2014, APMC scored 3.49 out of a possible high grade of 4

from our Customer Satisfaction Survey results. APMC also
garnered higher satisfaction ratings of 94.33% (vs. 2013:
93.93%) on its Service Level Agreement (SLA). Our overall
recommendation score from residents in our residential
properties improved to 3.44 in 2014 (vs 2013: 3.30).
Results of surveys measuring Note: APMC and Residential

PR5
customer satisfaction The Customer Satisfaction Survey covers APMC-managed Business Units
properties less than three years old such as malls, offices, car
parks, estates and residential areas. This is facilitated by the
parent company, Ayala Land.
The Service Level Agreement ratings cover the same type of

APMC-managed properties older than three years. This survey is
conducted by APMC.

s

Acknowledgments
Produced by Ayala Land, Inc.
Board Sustainability Committee Data Contributors

Jaime Laya Leo Abot Ruel Llanes
Rizalina Mantaring Rodielyn Aguilar Jun Mabingnay
Bernard Vincent Dy Denmar Alarcon Chris Macasaet
Leah Alay-ay Joan Malang
Sustainability Council Arlene Arao Kath Mariano
Art Corpuz Rodney Asinas Jimmy Matias
Raul Irlanda Farah Atienza Natz Naasca
Joel Luna Allan Barrera Alvin Odejar
Lilit Tumbocon Dave Blas Gina Oris
Jaime Ysmael Benjie Borja Paolo Paterno
Noah Bubod Orl Paule
Sustainability Team Mary Ann Castaeda Peachy Peaflorida
Anna Maria Gonzales Ivan Daguio Kim Pomperada
Nathan Casanova Jason de las Alas Rhea Reyes
Oliver Dudler Che Sereno
Corporate Communications Dodo Enriquez Shirley Silva-Mazon
Suzette Naval Dindo Fernando Des Suarez
Kay Rivera Christian Gacias Buddy Tan
Maleene Camo Mike Garcia Maphi Tandoc
Arnel Hernandez Chelo Tirona
External Assurance Jeo Ignacio Agatha Valera
DNV-GL Richard Jumawan Pachot Villanueva
Randy Lim Eli Yaeza
Nikko Lim
Corporate Information
Tower One and Exchange Plaza Concept, Design, and Layout
Ayala Triangle, Ayala Avenue Medium3
Makati City, 1226 Philippines
Tel +63(2) 908 3000 Additional Photography
Fax +63(2) 848 5336 Cox Photography
North Eyes Productions
Corporate website: www.ayalaland.com.ph
For inquiries or concerns on this report, please contact:
30F Tower One and Exchange Plaza

Ayala Triangle, Ayala Avenue
Tel +63(2) 9083832
Fax +63 (2) 7594972
Sustainability website:
www.ayalaland.com.ph/sustainability
Tel +63(2) 845 5746

+63(2) 845 5038
Fax +63(2) 845 5515

Tower One and Exchange Plaza
Ayala Triangle, Ayala Avenue
Tel +63(2) 908 3000
Fax +63(2) 848 5336
www.ayalaland.com.ph

ALI Sustainability 2014

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ALI Sustainability 2014

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Lets build

2014 Sustainability Report

2014 Sustainability Report 1

2 Lets build sustainable communities

Following the success of the Makati Central Business District

Our Vision and Mission

We shall be a responsible corporate citizen and act with integrity,

We shall empower our employees to deliver products that exceed

Our Core Values

2014 Sustainability Report 3

Greenbelt Mall Makati

4 Lets build sustainable communities

We also recognize that an empowered organization is

This report covers the economic, environmental, and

This report is available online for download at 16 Site Resilience

38 Local Economic Development

47 Notes, Appendix, and

GRI Content Index

2014 Sustainability Report 5

It is my pleasure to introduce an enhanced reporting

As the countrys pioneer developer of business districts

In 2014, I enjoined our units to focus on four areas that

To determine these four focus areas, we reviewed our

By embedding these sustainability features into communities

6 Lets build sustainable communities

In the short term, we will continue to refine indicators

2014 Sustainability Report 7

Eco-efficiency Site Resilience

8 Lets build sustainable communities

Pedestrian-Transit Local Economic

2014 Sustainability Report 9

Ayala Lands commitment to the triple bottom line is best

Ayala Land began its sustainability program and reporting in

10 Lets build sustainable communities

2014 Sustainability Report 11

Finally, recognizing that a sustainable society is only

12 Lets build sustainable communities

2014 Sustainability Report 13

Identification and Prioritization

As Ayala Land continued to report using the Global Sustainability Framework

We also saw that while the Philippine economic outlook

Iterative consultation processes within the company,

14 Lets build sustainable communities

On its first year of use, the scorecard served as a self-

The Companys Sustainability program is overseen by

Ayala Land recognizes that the key to the successful

2014 Sustainability Report 15

16 Lets build sustainable communities

Globally, the Philippines ranks third among the countries

To reduce risks and increase resilience, each Ayala Land

All these features come together in Ayala Lands

2014 Sustainability Report 17

Site Resilience Through Due Diligence

18 Lets build sustainable communities

For decades, Ayala Land has provided open spaces to

Ayala Land pioneered the balancing of natural landscapes

BGC has also been able to apportion about 145,489

2014 Sustainability Report 19

Similarly, Nuvalis masterplan allocated 297 hectares Case Feature: Nuvalis

20 Lets build sustainable communities

A series of greenways and a main pond, altogether

The water-loving Putat (Barringtonia asiatica) and the

Constructed wetland in Nuvali

2014 Sustainability Report 21