Robinsons Retail Holdings,INC.
Robinsons Retail Holdings,INC.
RRHI At a Glance
Joint Message from the Chairman and President/CEO Group FInancial Highlights
Directory
Creating Sustainable Value

As we navigate our business towards a post-pandemic economy, Robinsons Retail remains committed to integrating sustainability principles and practices in our value creation story.

Stakeholder Collaboration

Responsible Sourcing

We continue to empower local businesses and embed ESG principles in our supplier engagement practices

Product and Service Excellence

We constantly innovate in the delivery of our products and service to our customers.

Employee Development, Diversity, and Inclusion

We attend to the overall welfare of our people and promote a culture of inclusivity in the workplace.

Environmental Action

We manage our carbon and plastic footprints and overall environmental impacts.

Good Governance

This year, as we continue to appreciate the advantages of integrating sustainability to the way we create value and being cognizant of the evolving environmental and social trends, we fine tuned our sustainability framework across four environmental, social, and governance (ESG) focus areas: 1) responsible sourcing, 2) product and service excellence, 3) employee development, diversity, and inclusion, and 4) environmental action.

These focus areas were developed from a series of workshops we conducted with all our business units to look at global and local ESG issues and assess their impact to the business including but not limited to alignment of an issue to overall business strategy; capability and influence of the business to address an issue given its business model; contribution of the business to the aggravation of an issue; and the risk an issue poses to business objectives.

Materiality Assessment

Identification of relevant ESG issues

Assessment of ESG issues based on multiple criteria

Prioritization of ESG issues

Setting of ESG Focus Areas

The results of this materiality exercise developed a set of new ESG material topics, which were mapped further with our ongoing and upcoming ESG programs and the common ESG focus areas of the retail sector based on various global frameworks and retail-related articles in order to create our focus areas.

Responsible Sourcing

  • Supply Chain Sustainability
  • Local Sourcing

Product and Service Excellence

  • Product and Service Innovation
  • Product Quality and Safety
  • Customer Service
  • Data Security

Employee Development, Diversity, and Inclusion

  • Talent Development
  • Diversity, Equity, and Inclusion
  • Compensation and Benefits
  • Health and Well-being

Environmental Action

  • Climate Mitigation and Adaptation
  • Solid Waste Management

The pillars of stakeholder collaboration and good governance serve as crucial drivers for the success of our sustainability agenda since our continued success relies on meaningful partnerships with our stakeholders and every decision we make as a business is grounded on equitable governance practices.

Stakeholder Engagement

We recognize the importance of engaging with our stakeholders in developing a sustainable and growth-oriented strategy. By promoting dialogue with our key stakeholder groups, which we have identified as our customers, employees, suppliers, franchisees, and investors, we are able to gain valuable insights from their concerns and needs, which in turn help inform our decision-making to remain agile and responsive to changing needs and expectations.

Stakeholder group and why they are important

102-40, 102-42
How they are engaged and frequency of engagement

102-43
Concerns raised

102-44
Company response

102-44
Customers
  • Customer-centricity is a key aspect of the way we do business. We exist for our customers and their concerns, needs, and wants are integral to our operations and evolving business strategy.
  • Regular feedback through social media
  • Engagement with our front-line employees during store hours
  • Quality of products
  • Price of products
  • Accessibility of stores
  • We follow strict measures to ensure that all our products pass safety and quality regulations.
  • We price reasonably to reach a wider economic spectrum.
  • Through our disciplined expansion strategy, we carefully look into new locations and assess the viability of others in different areas across the country.
Employees
  • Our employees are our most valuable capital. They drive our operations and growth and represent the company in engaging customers.
  • Various engagement activities
  • Employee engagement survey
  • Wages
  • Leadership
  • Career development
  • We benchmark our wages and benefits against the best in the industry.
  • We maintain a work culture that is grounded on our corporate values. We also value leadership that drives growth without compromising employee concerns.
  • We value our employees and ensure that we provide avenues for them to develop their skills. As much as we can, we fill higher-level positions with internal candidates.
Suppliers and Franchisees
  • Our suppliers and franchisees are our partners in delivering value to our customers through the products that they (suppliers) produce or consolidate and the stores that they (franchisees) manage
  • Engagement through the operations managers and the buyers
  • Procurement terms
  • Payment schedule
  • Availability of stocks for fast moving SKUs
  • We value collaboration and ensure that we both leave the negotiating table as winners.
  • We are fair and reasonable in our terms, and we make it a point to engage the Treasury for prompt payment of products.
  • We are committed to improving our engagement with our supply chain for warehousing, distribution, and stocking to ease business transactions for all our partners.
Investors
  • As shareholders, our investors have a role in setting our direction based on their financial and non-financial expectations from our performance.
  • Ad hoc, monthly, and/or quarterly conference calls and in-person meetings with our investor relations team and senior management
  • Communication on plans, actions, and impacts on environmental, social, and governance (ESG) topics and how these affect brand and reputation
  • We publish annual and sustainability reports that detail our financial and non- financial performance and other related developments. This year, we have revised our sustainability framework as a starting step to better align our ESG targets and our value creation strategy.locations and assess the viability of others in different areas across the country.

Managing Our Risks, Creating Shared Value

Enterprise Risk Management (ERM) Framework

At Robinsons Retail, we take a proactive and comprehensive approach to managing our risks. We have adopted the Committee of Sponsoring Organizations (COSO) 2017 ERM Framework to enable us to manage our risks consistently across all aspects of our operations.

COSO 2017 ERM Framework
Governance and Culture
  1. Exercise Board Risk Oversight
  2. Establishes Operating Structures
  3. Defines Desired Culture
  4. Demonstrates Commitment to Core Values
  5. Attracts, Develops and Retains Capable Individuals
Strategy and Objective Setting
  1. Analyzes Business Context
  2. Defines Risk Appetite
  3. Evaluates Alterna- tive Strategies
  4. Formulates Business Objectives
Performace
  1. Identifies Risk
  2. Assess Serverity of Risk
  3. Prioritizes Risk
  4. Implements Risk Responses
  5. Develops Portfolio View
Review and Revision
  1. Assess Substantial Change
  2. Reviews Risk and Performance
  3. Pursues Improvement in Enterprise Risk Management
Information, Communication and Reporting
  1. Leverages Information and Technology
  2. Communication Risk Information
  3. Reports on Risk, Culture and Performance
Risk Classifications

Identifying and defining risks is a critical component for effective ERM. We have identified and defined seven (7) primary risks that have the greatest potential to impact Robinsons Retail. By understanding these risks, we are able to shape our decision-making and strategies to minimize potential impact.

01

Strategic Risk

Risks that potentially impact our short, medium, and long- term goals; business models and adaptive pivots in response to emerging trends in the retail industry.

02

Financial Risk

Risks that are associated with our performance across its key financial metrics, with emphasis on the net income.

03

Operational Risk

Risks that are present in the daily conduct of business, such as physical risks to stores and distribution centers, as well as disruptions in the supply chain.

04

Strategic Risk

Risks that affect stakeholder perspective on Robinsons Retail and its subsidiaries.

05

People Risk

Risks associated with labor management and employee satisfaction.

06

Legal and Governance Risk

Risks associated with compliance to pertinent laws and regulations, policy requirements, and relations with government.

07

Digital Risk

Risks within Robinsons Retail’s thrusts of incorporating relevant technologies in various aspects of business operations.