In 2024, the inaugural Learning Festival was held at Opus Mall and served as a catalyst for knowledge-sharing, bringing together employees, industry leaders, and experts to explore ideas that drive long-term business resilience and environmental responsibility. Under the theme “Celebrate Meaningful Breakthroughs,” the event underscored the power of building partnerships, fostering innovation, and promoting sustainable growth across the organization in order to shape a sustainable and future-ready for all.

Various panel discussions and breakout sessions provided a platform for thought leaders to highlight ongoing efforts to embed responsible and innovative practices across the company’s operations. Experts across business units shared actionable strategies aimed at achieving corporate sustainability goals with three key themes: customer experience, sustainability and, digital transformation.

Customer Experience

• Redefining the Banking Experience: Lionel Lacad of GoTyme Bank presented how they are revolutionizing banking.
• Customer-Centric Homeownership: Chad Sotelo of Robinsons Land Corporation (RLC) shared insights on how a customer-focused approach helps fulfill clients’ homeownership dreams.
• Building Trust for Lasting Relationships: Apple Ignacio of Cebu Pacific emphasized the crucial role of customer trust in fostering strong, lasting connections.
• Innovation-Driven Customer Excellence: Elvis Contado Jr. of UNICON highlighted the insurance brokerage firm’s journey toward customer-centric excellence through innovation.
• Transforming Supplier Engagement Through Innovation: Bismarck Orbe of JG Summit & Donna Armas of Aspen Philippines discussed how innovation reshapes supplier engagement and drives industry-wide changes.

 Sustainability and Social Impact

• Advancing Circularity: Francis Paul Bayan of Robinsons Retail championed the 3Rs (Reduce, Reuse, Recycle), emphasizing the need for responsible resource management to minimize environmental impact.
• Building Sustainable Supply Chains: Dr. Shirlyn Reyes of Universal Robina Corporation (URC) detailed the company’s sustainability transformation journey, showcasing initiatives that improve efficiency and reduce waste.
• Environmental Awareness & Education: Ralph Joseph Roy of JG Summit Olefins Corporation (JGSOC) underscored the vital role of ecological education in fostering an environmentally conscious workforce.
• Decarbonization Efforts: Ves Yraola of Cebu Pacific outlined the airline’s roadmap toward reducing carbon emissions, aligning with global climate commitments.
• People-First Strategies: Ramon Rivero of Robinsons Land Corporation (RLC) emphasized how sustainability is embedded in workforce development and community engagement.

As for the digital transformation and leadership resilience experts from JG Summit, URC, Data Analytics Ventures, MaxiGroup, Boston Consulting Group, Amazon Web Services Philippines, Summit Media, IDEO, and Microsoft explored how leadership and technology play a transformative role in adaptability and innovation of a business across various industries. Interactive exhibits from various business units were also provided to showcase tangible demonstrations of innovation and advancements across retail, petrochemicals, aviation, and real estate. These exhibits encouraged cross-industry collaboration and inspired employees to integrate sustainable practices into their respective fields. The festival also introduced the Learning Festival App—a gamified platform designed to enhance participation through interactive challenges, networking features, and knowledge-sharing activities. This initiative exemplifies how technology can be harnessed to promote sustainability education and engagement at scale.

The festival concluded with an exciting preview of upcoming initiatives that will further embed sustainability into the company’s DNA, including the 2025 Pride in Performance Awards and the company Olympics—programs designed to sustain the momentum of continuous learning, employee recognition, and collaboration.

As JGSHI continues to advance its sustainability journey, the Learning Festival stands as a testament to its commitment to fostering a culture of innovation, resilience, and sustainability—equipping its people with the skills, knowledge, and mindset needed to build a greener and more prosperous future

In today’s fast-paced corporate environment, employee well-being is essential for maintaining productivity, engagement, and overall job satisfaction. Recognizing the importance of holistic wellness, our organization launched the Comprehensive Employee Wellness Program in 2022. This initiative was designed to address employees’ physical, mental, and emotional health, ensuring they have the resources to lead healthier, more balanced lives.

We developed a structured wellness program with multiple initiatives addressing different aspects of employee well-being. The program includes:

• Physical Wellness Initiatives – Step Challenge, Annual Physical Exam, Onsite Phlebotomy, ECG, and Ultrasound
• Educational & Awareness Initiatives – Monthly Wellness Webinars, Monthly Wellness Posters in Restrooms
• Preventive Healthcare Programs – Vaccination Program, Blood Donation Drives
• Mental Health & Emotional Well-being – Psychological Health & Safety Workshop, Free Mental Health Consultation
• Holistic Wellness & Lifestyle Support – Wellness Bazaar, Free Wellness App.

The program is executed through collaborations with trusted healthcare and wellness partners, including Maxicare, Unicon, Aspen, Red Cross, Southstar, MindCare Club, and Rebel. Key activities include:

• Step Challenge (Twice a Year): Employees track steps using the Rebel app, with rewards for top performers
• Monthly Wellness Webinars: Hosted by health and wellness partners covering various topics
• Blood Donation Drives (Twice a Year): Organized in partnership with the Red Cross
• Annual Physical Exams: Conducted onsite for convenient access to health check-ups
• Wellness Bazaar: Featuring vaccination programs, free medicine samples, and mental health resources
• Psychological Health & Safety Workshops: Training focused on stress management and mental resilience
• Rebel Wellness App: Providing fitness tracking, healthy recipes, and mental health resources
• Onsite Phlebotomy, ECG, and Ultrasound Services: Ensuring easy access to diagnostic healthcare
• Free Initial Mental Health Consultations: Employees can access consultations through MindCare Club

Since the program's launch, there has been a significant increase in employee participation in physical and mental wellness initiatives. Employees are more engaged in health activities, leading to improved morale and productivity. Notable outcomes include:

• Higher participation in step challenges and preventive health measures
• Greater awareness of mental health resources and support systems
• Improved overall employee satisfaction and well-being
• Stronger corporate commitment to sustainability through health-focused initiatives

Building on the program’s success, we plan to:

• Expand wellness webinars to include specialized topics like nutrition and stress management
• Explore partnerships with fitness centers to offer exclusive employee wellness programs
• Enhance mental health support by providing continuous access to resources and consultations

The Comprehensive Employee Wellness Program has transformed the organization’s approach to employee well-being. By integrating holistic health initiatives, the program fosters a healthier, more engaged workforce, ultimately driving productivity and reinforcing our commitment to organizational sustainability. Moving forward, we will continue evolving the program to meet the changing needs of employees, ensuring long-term success and impact.

A safe and secure workplace is essential for organizational success. Recognizing the importance of emergency preparedness, risk mitigation, and regulatory compliance, JGSHI has implemented a Comprehensive Workplace Safety and Preparedness Initiative. This initiative includes RET Fire Drill Program, GG Project Level Up ISO 45001:2018 Training, Basic Life Support (BLS) Training, GG Occupational Safety and Health (OSH) Council Meetings, GG OSH Convention, OSH Audit for GG Facilities, and Security and Third-Party Services Provider OSH Audit. These programs are designed to enhance emergency response, ensure compliance with occupational safety standards, and cultivate a proactive safety culture across the organization.

Before implementing these initiatives, the company faced several safety challenges. Employees had limited exposure to emergency response training, which led to uncertainty in critical situations. Additionally, there was a need to enhance compliance with occupational safety standards and equip employees with life-saving skills. The initiatives were developed to address these concerns and create a safer workplace in alignment with corporate sustainability goals.

To ensure a well-rounded approach, our organization implemented the following key initiatives:

• RET Fire Drill Program – Conducted annually to improve emergency response and evacuation procedures.
• Project Level Up ISO 45001:2018 Training – Designed to enhance workplace safety compliance with international occupational health and safety standards.
• Basic Life Support (BLS) Training – Hands-on training for Emergency Response Team (ERT) members, equipping them with critical life-saving skills.
• GG Occupational Safety and Health (OSH) Council Meetings (Twice a Year) – Regular meetings to review safety protocols, analyze workplace hazards, and implement continuous improvements.
• GG OSH Convention – Company-wide event focusing on safety awareness, training, and policy updates.
• OSH Audit for GG Facilities – Comprehensive evaluation of workplace safety standards across company locations.
• Security and Third-Party Services Provider OSH Audit – Ensuring that third-party contractors comply with organizational safety standards and regulations.

The initiatives were executed through structured activities, including:

• RET Fire Drill Program
  
  • Annual fire drills in coordination with RET emergency response teams and local fire authorities.
  • Fire safety training covering the use of fire extinguishers, emergency exits, and evacuation procedures.
  • Post-drill evaluations and feedback collection to refine response strategies.
• GG Project Level Up ISO 45001:2018 Training
  
  • Conducted in collaboration with safety professionals to ensure compliance with international safety standards.
  • Training sessions covering workplace hazard identification, risk assessment, and preventive measures.
  • Certification program for employees to reinforce safety culture and accountability.
• Basic Life Support (BLS) Training
  
  • Hands-on training sessions for ERT members, focusing on CPR.
  • Simulated real-life emergency scenarios to improve confidence and response effectiveness.
  • Collaboration with certified trainers to ensure high-quality instruction.
• GG Occupational Safety and Health (OSH) Council Meetings
  
  • Biannual meetings to assess workplace safety performance and update protocols.
  • Review of past incidents, near misses, and safety audit results.
  • Implementation of new safety policies and corrective measures based on feedback and industry best practices.
• OSH Audit for GG Facilities & Security and Third-Party Services Provider OSH Audit
  
  • Comprehensive audits to assess and ensure compliance with safety regulations.
  • Implementation of necessary corrective actions and safety improvements based on audit findings.
  • Strengthening collaboration with third-party service providers to maintain high safety standards.

Since the launch of these initiatives, the following outcomes have been achieved:

• Improved employee preparedness – Employees now respond more efficiently to emergency situations.
• Enhanced workplace safety culture – Greater awareness and adherence to safety protocols across all departments.
• Increased compliance with safety standards – Successful integration of ISO 45001:2018 guidelines into daily operations.
• Stronger emergency response capabilities – BLS-trained ERT members are equipped to handle medical emergencies effectively.
• Proactive risk management – OSH Council Meetings and safety audits have led to continuous improvements in workplace safety policies and hazard mitigation.
• Industry-wide engagement – Active participation in safety conventions has strengthened our network and knowledge base in occupational safety.

Building on the success of these initiatives, the company plans to:

• Expand safety training to include more advanced first aid and CPR certification for a broader group of employees.
• Continue the Project Level Up training. This year’s focus will be on Systems Documentation, with the primary goal of streamlining processes and ensuring compliance to further enhance workplace safety standards.
• Maintain biannual OSH Council Meetings to refine policies and identify emerging safety challenges.
• Enhance OSH audits to include more in-depth evaluations of third-party service providers.
• Increase company-wide engagement in safety conventions and industry-led safety programs.

The implementation of these workplace safety initiatives has significantly strengthened the company’s commitment to occupational health and safety. By integrating emergency preparedness, compliance audits, and safety training, the organization fosters a proactive safety culture. Through continuous improvement and adherence to best practices, the company ensures long-term workplace safety, regulatory compliance, and risk mitigation.

CEB fosters a culture of growth, innovation, and excellence by actively investing in and empowering its employees. Through structured training, career development, and diversity initiatives, CEB continues to build a future-ready workforce that is skilled, inclusive, and agile.

To keep up with the evolving aviation talent landscape, the relaunch of CEB University (CEB U) revitalized the Schools of Values, Performance, and Leadership. Led by internal experts, the program enhances learning through three key pillars: Unveil, which integrates AI and VR into digital transformation; Unleash, embedding learning into daily work through Learnesdays and interest-based programs; and Upskill, expanding leadership, customer-centricity, and digital transformation programs. With 27 CEB U programs, 524 training hours, and 1,044 unique learners, this initiative strengthens the airline’s long-term operational efficiency and employee growth. In parallel, the Learning is for everyJuan (LinkedIn Learning) initiative ensures that all employees have access to LinkedIn Learning for personal and professional development. Activation rate was 90% within the first 90 days. This program democratizes learning, driving business impact through a more skilled and agile workforce. 

A key part of workforce agility is the Functional Skills Program, which, in collaboration with Talent View, creates a competency-based framework for talent mobility and performance management. By integrating functional skills within HR processes like internal mobility, CEB enhances career development paths and job laddering, fostering a transparent and growth-driven culture. 

Meanwhile, Sky Camp is CEB’s structured training initiative for future aviation leaders. Covering Flight Operations and Engineering & Fleet Management, Sky Camp provides extensive training for new pilots and engineering graduates, ensuring a steady pipeline of skilled professionals. By the end of 2024, 50 first officers will have completed training, with 50% released as first officers, along with two batches of Sky Camp graduates.

Beyond skills development, CEB is dedicated to fostering a diverse and inclusive work environment. The Juan CEB Community is a prime example, expanding its 12 employee communities by adding three DEI-focused groups: empowHER for women’s empowerment, Rainbow Routes for LGBTQ+ inclusion, and Sky Parents for solo parent support. With 15 CEB communities, these groups employee engagement through diverse perspectives. To enhance inclusivity, CEB is exploring Neurodiversity Inclusion through a three-year agreement with The Vanguard Academy. With two intern batches deployed, this initiative fosters a more supportive workplace for neurodivergent and neurotypical individuals.

CEB also recognizes the importance of equality. The Extended Benefits for Same-Sex and Common-Law Partners initiative ensures registered partners receive travel benefits and HMO coverage. In 2024, at least 297 employees have registered their partners for travel benefit, reinforcing Cebu Pacific’s commitment to encourage a supportive and equitable workplace.

CEB’s commitment to a thriving workplace has earned it the Great Place To Work® certification for 2024, making it the first airline in Southeast Asia to receive this recognition. This distinction highlights CEB’s dedication to credibility, respect, fairness, pride, and camaraderie. Alongside this, CEB has been named one of the top employers in the Philippines for fresh graduates by Prosple and received the Best Employer Brand award at the 2024 LinkedIn Talent Awards, reinforcing its reputation as an exceptional workplace.

In 2022, URC, together with JGSHI subsidiaries and affiliates such as Robinsons Retail Holdings, Inc., launched a comprehensive strategy to tackle plastic waste management. Leading this initiative, URC developed an end-to-end approach that emphasizes packaging circularity and actively engages communities in collection and diversion efforts. This strategy ensures compliance with the Extended Producers Responsibility Law and promotes the sustainability of the programs. This initiative highlights URC's dedication to reducing its plastic footprint and advancing a more sustainable future.

Packaging Circularity 

The company has ongoing efforts to reduce its plastic packaging footprint by:

• Redesigning packaging of its coffee mixes wrapper to be recycle-ready
• Reducing trim waste of total print width by incorporating tonal scales in wrapper design
• Reducing cut length of Great Taste Premium and Granule sticks
• Reducing the thickness of shrink wrap used for C2
• Light weighting of C2 bottles

URC also undertook initiatives to lightweight its Refresh water bottles, reducing plastic usage while maintaining product integrity. The Refresh 330 mL bottle, originally weighing 13 grams, was replaced with a 350 mL version weighing only 7.85 grams. Similarly, the Refresh 500 mL bottle was reduced from 16 grams to 8.85 grams. These efforts aligned with URC’s commitment to sustainability by minimizing plastic consumption and promoting resource efficiency in packaging.

Community Engagement and Collection Programs 

URC recognizes that community engagements is essential to leverage ecosystem support and shared environmental goals. It also worked local government units and communities to create programs on plastic waste management. The company also actively collects and recovers post-consumer plastic waste through programs like ‘Juan Goal for Plastic, leveraging the Gokongwei Group ecosystem for its collection hubs.

Juan Goal for Plastic Program 

URC initiated this program in 2022 to support the company’s contribution to address marine pollution. Its primary objectives include establishing plastic waste collection programs in selected pilot communities and developing a communication and training manual that other Strategic Business Units (SBUs) can use to launch their plastic waste collection projects. The key outcomes and positive impacts of these environmental initiatives include:

• Raising awareness and knowledge about plastic waste recycling in communities and providing long-term solutions to address the issue.
• Engaging communities and fostering partnerships with Local Government Units and Environment and Natural Resources Office partners.
• Increasing employee engagement and volunteerism within JGSHI and RRHI.
• Supporting compliance with the Extended Producer Responsibility (EPR) required by law.
• These initiatives have gradually made a positive impact, influencing thousands of Filipino citizens to become more environmentally conscious, contributing to a happier and healthier environment step by step.

Waste Management Partnership with Holcim 

URC recognizes that addressing plastic pollution requires a comprehensive, circular approach, which can only be achieved through collaboration with organizations, private sector partners, institutions, communities, and local government units (LGUs). Through this shared understanding, URC continues to work with one of its existing partners, Holcim Philippines, as they endeavor to achieve this. 

URC, particularly the ESMO Plant, and Holcim Philippines have been in partnership in the management of the plant’s industrial waste wherein Holcim oversees the pre-processing and co-processing of waste material from the plant’s operations. This partnership enables URC ESMO Plant to divert their waste from the landfill and concurrently ensures its compliance to the LGU’s directive prohibiting landfill disposals.

 Building on this existing partnership, URC and Holcim ventured into an enhanced waste management partnership, partnering with Local Government Units, to work together on a program to support and incentivize waste workers in its partner communities to improve the efficiency of segregation of municipal solid waste. 

Through the tripartite partnership between URC, Holcim, and the LGUs, each player plays a role in the implementation of proper plastic waste management. This collaboration is a key component of the company’s strategy to manage plastic waste sustainably as well as fulfill its EPR Compliance. In 2024, URC and Holcim partners with LGUs in Obando, Bulacan, El Salvador City and Sto. Tomas Pampanga. These partnerships positively impacted more than 100 waste workers across 3 LGUs.

Diversion Initiatives 

As part of URC’s EPR strategy, the collected plastic waste from partner LGUs was processed through Holcim’s waste management arm – Geocycle. Using cement kiln co-processing, the plastic waste was converted into alternative fuels for Holcim’s cement kilns, integrating waste into industrial processes. 

Through these collaborative efforts, URC continues to advance its commitment to sustainable waste management, landfill diversion, and circularity, demonstrating the power of strategic partnerships in creating a lasting environmental impact.

Reduction Initiatives

As part of the company’s ongoing efforts to reduce water consumption, URC installed rainwater harvesting units to continuously collect rainwater as an alternative source of water for basic utility cleaning activities in various sites across URC. In 2024, a total of 6,652.46 cubic meters of rainwater was harvested. The company also increased its water efficiency through its continued use of level controllers and automatic shut off valves for feed water tanks in a number of Agro-Industrial Commodities (AIC) group sites. Additional actions around process improvements have significantly improved water usage like utilizing recycled water, eliminating wastage, optimizing water intensive cleaning activities, reducing frequent changeovers, to name a few. Leak detection and correction were also carried out in various sites across all business units, such as the underground pipe repair and replacement projects at Robina Farms and the rehabilitation of CMC water system in Flour Division.

The WaterCon projects for AIC were launched to help achieve year-over-year reductions which include several initiatives aimed at improving water management across different facilities. In Balayan, efforts focus on recovering cooling water, installing sub-meters in the factory, reusing treated wastewater for wet scrubbers, and implementing rainwater harvesting. At Robina Farm (RF), ongoing work includes repairing and replacing leaking underground pipes. The La Carlota Distillery (LCD) facility has resumed spent wash recycling, installed water meter, and corrected water line leaks. Meanwhile, at SONEDCO, leak detection and repair efforts are underway in both the mill and raw areas, along with repairing dilapidated roofing in these sections. Additionally, dry cleaning is conducted when necessary to optimize water use. Flour Davao has also installed high-level sensors in water tanks to automatically shut off the water pump when the tanks reach full capacity.

Re-Using Initiatives

To facilitate water reuse in its operations, URC has implemented steam recovery systems, including the construction of condensate lagoons and recovery lines for projects and make-up water at select sites. This process allows condensate to be returned and used for pre-heating boiler feed water. Additionally, Cleaning-in-Place (CIP) rinse water reuse and Reverse Osmosis (RO) reject water recovery systems have been established. Beyond these initiatives, the company also repurposes water for daily activities such as cleaning pallets, watering greenery, and flushing toilets.

Recycling Initiatives

Several URC sites minimize water wastage by utilizing treated wastewater in spray ponds and wet scrubbers and reusing the same for cooling tower systems. This practice is being implemented in SURE plants such as CARSUMCO, Balayan, Passi, SONEDCO, URSUMCO, La Carlota Sugar Mill, and La Carlota Distillery. Flour Pasig also utilizes barge ballast water to augment its water sources. The company also recycles water by using used water for the initial washing of key raw materials, such as unpeeled potatoes, one of the most water-intensive processes in its value chain. Additionally, wastewater effluent is repurposed as top-up water for cooling towers.

URC remains steadfast in enhancing and expanding its water conservation programs, reinforcing its commitment to achieving its water consumption targets.

Robinsons Malls launched the Araw-Araw for a Greener Future initiative to embed sustainability into everyday activities, encouraging consumers to adopt eco-friendly habits in shopping, dining, and entertainment. By addressing critical environmental concerns such as waste management, climate action, and community engagement, the initiative reinforced the mall’s commitment to green operations while promoting consumer participation in sustainability efforts.

The campaign’s waste management and circular economy initiatives significantly expanded in 2024. The waste collection program grew from four malls in 2023 to 14 in 2024, diverting 79.63 metric tons of recyclables from landfills. Through a partnership with Basuhero, 17.76 metric tons of recyclables were recovered, with the generated sales value donated to the QC Kabahagi Center. The Recycling Market, in collaboration with the Department of Environment and Natural Resources (DENR), processed 18.12 metric tons of recyclables, contributing a portion of the sales to the RLove Foundation. Additionally, Reverse vending machines were installed in two malls, collecting nearly 16,875 PET bottles to support a circular economy, while the e-waste collection program, in collaboration with PLDT-Smart, ensured the responsible disposal of electronic waste. The Food Rescue Program rescued 426 kg of surplus food, preventing 1,076 kg of CO₂ emissions and providing 1,787 meals to eight communities.

At the mall level, sustainability innovations were also implemented. The composting program processed 98.92 metric tons of fruit and vegetable scraps, repurposed 39.6 metric tons of paper and landscaping waste, and produced 103,800 liters of organic liquid fertilizer, along with 75,266 kg of natural compost. Robinsons Tuguegarao’s Waste Segregation Project preventing 148.68 metric tons of waste from reaching landfills and saving thousands per month on garbage collection fees.

Community engagement and cultural initiatives played a key role in fostering environmental awareness. Robinsons Malls actively participated in Earth Hour, saving energy and preventing CO₂ emissions. Cultural engagement projects, such as mural painting activities across 17 malls, involved nearly 2,000 participants. The Dreamify Festival supported 14 artists, nine startups, and 28 musicians, blending environmental advocacy with cultural appreciation. The Biodiversity Escape Room, which educated 120 participants, won the ASPAC Creative Award 2024, while Project KaLIKHAsan showcased sustainable fashion, eco-friendly art, and environmental storytelling through film.

The Araw-Araw for a Greener Future initiative exemplified stewardship by integrating waste reduction, climate action, and community empowerment. Unlike conventional sustainability initiatives, it blended environmental responsibility with cultural engagement and interactive participation, ensuring long-term impact. In 2024 alone, 81.97 metric tons of recyclables were collected with the generated revenue reinvested in sustainability initiatives. The campaign also prevented greenhouse gas emissions and secured government grants for sustainability projects. By embedding sustainability into its core operations and consumer experiences, Robinsons Malls established a benchmark for environmental and social responsibility in the retail industry, demonstrating how businesses could drive meaningful impact through innovation and community collaboration.

Cebu Pacific (CEB) continues to lead sustainable aviation in the Philippines, showcasing a record performance in carbon emission intensity since 2019. An airline's carbon emission intensity measures the amount of carbon dioxide (CO₂) emissions produced per unit of output, typically in grams of CO₂ per revenue passenger-kilometer (gCO₂/RPK). This key sustainability metric evaluates the environmental impact of air travel. It allows airlines to track improvements in efficiency and sustainability on a per-passenger basis, highlighting their progress in decarbonization efforts. The lower the carbon emission intensity, the more successful an airline is at reducing carbon emissions.

In 2024, CEB once again stands out among Philippine-based carriers for producing the lowest carbon emissions per passenger per kilometer. CEB achieved its best-ever carbon emission intensity performance of 80 gCO₂/RPK, surpassing its previous record of 81 gCO₂/RPK set in 2023. The airline also performs favorably compared to the global industry average. For context, the global average carbon emission intensity for airlines in 2019 was 90 gCO₂/RPK, according to the International Council on Clean Transportation. CEB's success in reducing carbon emissions is driven by its Five F (5Fs) Decarbonization Strategy, which integrates emission reduction principles, perspectives, and programs across various aspects of the airline's operations.

Fundamentals

CEB's low-cost carrier (LCC) model aligns with the aviation industry's push for sustainability and emissions reduction. By using high-density aircraft configurations, the airline significantly reduces emissions per passenger. CEB leads the industry in operating the most efficient A330neos, maximizing seat density to achieve the lowest carbon footprint per passenger-kilometer. Additionally, CEB optimizes fleet deployment by matching aircraft to specific route demands, utilizing larger-capacity A330s and A321s for high-density and longer routes.

Fleet

CEB operates one of the youngest fleets in the industry, with an average age of just 5.9 years as of the end of 2024, compared to the global average of 10.1 years. Aircraft modernization is at the heart of CEB's decarbonization strategy. Newer models like the Airbus A320neo (New Engine Option) offer fuel savings of 15–20% compared to previous engine technologies. These fuel-efficient aircraft significantly reduce fuel consumption, lowering emissions per passenger. By the end of 2024, CEB had further modernized its fleet, with 53% of its aircraft (51 out of 97) now comprising NEOs, resulting in an estimated 49.7 million kilograms of jet fuel saved and 157,000 tonnes of carbon emissions avoided in 2024.

In addition to its aircraft modernization program, CEB has launched an electrification initiative for its ground fleet to further reduce CO₂ emissions, including electric employee shuttles, passenger buses, and baggage tractors.

Fuel

CEB employs a variety of industry best practices to improve fuel efficiency across its operations, including optimized procedures for descent, taxiing, and cruise altitude. The airline also enhances fuel efficiency through flight optimization, taking more direct routes than traditional airways. Together, these strategies saved an estimated 10.8 million kilograms of jet fuel, avoiding 34,000 tonnes of carbon emissions.

CEB also pioneered the use of sustainable aviation fuel (SAF) in the Philippines, becoming the first low-cost carrier in Southeast Asia to incorporate SAF into its commercial operations, starting with a flight from Singapore to Manila in October 2022. SAF, an alternative to traditional crude-based jet fuel, can reduce CO₂ emissions by up to 80%. Today, CEB uses SAF for all its new aircraft deliveries from Airbus.

Footprint

Beyond managing carbon emissions from jet fuel, CEB actively reduces emissions across other areas of its operations. The airline has transitioned two key facilities, the Aplus and AirJuan buildings, to renewable energy sources, reducing electricity-related emissions. These facilities support CEB's maintenance, ground handling, and catering operations.

Finance

In 2024, CEB made history by securing Southeast Asia's first sustainability-linked loan (SLL) for a low-cost carrier, reinforcing its commitment to decarbonization. Under the loan agreement, CEB committed to sustainability performance targets to further reduce its carbon emission intensity. Achieving these targets will unlock financial incentives to support the ongoing modernization of CEB's fleet.

The Climate Action Program is URC’s mechanism to facilitate GHG reduction efforts geared towards identifying initiatives to reduce Scope 1 & 2 emissions. Kicked off in 2024, key functions across all URC business units globally were trained on GHG fundamentals such as inventory and accounting, and key decarbonization levers. Business units were onboarded on URC’s Climate Action priorities, goals, and key activities. The Climate Action Program streamlined energy-savings and RE adoption projects in the pipeline to measure its contribution to GHG reduction for URC, grouping them into decarbonization levers, providing a baseline view of the impact of future projects. 

Since 2020, URC has seen reductions in its GHG emissions. These reductions are attributed to the mentioned initiatives under the Energy consumption portion. In addition, adoption and increase of renewable energy in the company’s energy mix remains to be one of the key strategies to reduce emissions.