Jollibee is the largest fast food chain in the Philippines, operating a nationwide network of over 750 stores.

A
dominant market leader in the Philippines, Jollibee enjoys the lions share of the local market that is more than all the
other multinational brands combined. The company has also embarked on an aggressive international expansion
plan in the USA, Vietnam, Hong Kong, Saudi Arabia, Qatar and Brunei, firmly establishing itself as a growing
international QSR player.

A company that values family

Jollibee was founded by Tony Tan and his family with its humble beginnings as an Ice Cream Parlor which later grew
into an emerging global brand. At the heart of its success is a family-oriented approach to personnel management,
making Jollibee one of the most admired employers in the region with an Employer of the Year Award from the
Personnel Management Association of the Philippines, Best Employer in the Philippines Award from Hewitt
Associated and a Top 20 Employer in Asia citation from the Asian Wall Street Journal.
Aside from promoting a family oriented work environment, the brands values also reflect on their advertising and
marketing. Jollibee knows their target audience very well: the traditional family and all communication materials focus
on the importance of family values, making Jollibee the number one family fast food chain in the Philippines and a
growing international QSR player.

A Well-Loved Brand
Customer satisfaction has always been key to Jollibees success. Never losing sight of its goals, Jollibee has grown
to be one of the most recognized and highly preferred brands in the Philippines. Now the market leader among fast
food chains in the Philippines, claiming a market share that totals to more than half of the entire industry.

Great tasting products and quality systems

Jollibees growth is due to its delicious menu line-up like its superior-tasting Chickenjoy, mouth-watering Yumburger
and Champ hamburger, and deliciously satisfying Jollibee Spaghetti -ably complemented with creative marketing
programs, and efficient manufacturing and logistics facilities. It is made possible by well-trained teams that work in a
culture of integrity and humility, fun and family-like. Every Jollibee outlet welcomes customers with a clean and warm
in-store environment and friendly and efficient service.
And it is this tried and tested formula of delivering great-tasting food, adherence to world class operating standards
and the universal appeal of the family values the brand represents that are driving the expansion of Jollibee both
locally and in the overseas market.

Widest store network in the Philippines and an

emerging global player
Jollibee is the largest fast food chain in the Philippines, operating a nationwide network of more than 750 stores. A
dominant market leader in the Philippines, Jollibee enjoys the lions share of the local market that is more than all the
other multinational brands combined. The company has also embarked on an aggressive international expansion
plan, and currently has 80 stores outside the Philippines-USA (26), Vietnam (32), Brunei (11), Jeddah (7), Qatar,
Hong Kong, and Kuwait (1 each), firmly establishing itself as a growing international QSR player.

A Triumph for and of the Filipino and a source of

Filipino pride.
Jollibee dedicated its continuous success to the Filipinos who have been there from the very start.
Jollibee is so well-loved everytime a new store opens, especially overseas, Filipinos always form long lines to the
store. It is more than home for them. It is a stronghold of heritage and monument of Filipino pride.

Company Headquarters
Jollibee Plaza Bldg.
F. Ortigas Jr. Road (formerly Emerald Avenue)
Pasig City, Philippines
Telephone: (632) 634-1111
Website: www.jollibee.com.ph

THE JOLLIBEE GROUP OF COMPANIES

JFC Opens 98 Stores in Q4, 2013 Profit Up by 25%
Metro Manila, Philippines, February 14, 2014 - Jollibee Foods Corporation (PSE: JFC) Results for the
quarter ended December 31, 2013
The following are the highlights of JFCs results of operations for the quarter and year ended December 31, 2013
based on its unaudited financial statements:

Financial Summary

Quarter 4
Ended December 31

Year to Date
Ended December 31

2013

2012

%
Change

2013

2012

%
Change

System Wide Retail Sales

28,8
67

25,35
3

13.9%

104,0
90

92,27
1

12.8%

Revenues

22,4
29

19,56
0

14.7%

80,26
3

71,05
9

13.0%

Net Operating Income

1,93
7

1,327

46.0%

5,873

4,345

35.1%

Net Income

1,55
5

1,206

29.0%

4,694

3,712

26.5%

Net Income Attributable to Equity Holders

of the Parent Company

1,51
7

1,261

20.3%

4,641

3,727

24.5%

Earnings per Common Share Basic

1.44
2

1.206

19.6%

4.421

3.577

23.6%

Earnings per Common Share Diluted

1.41
4

1.200

17.8%

4.331

3.513

23.3%

*Amounts In PhP Millions, except % change and Per Share data.

Jollibee Foods Corporations net income attributable to equity holders of the parent company rose by 20.3% in the 4th
quarter over the same period year ago. Net income for the whole year of 2013 amounted to Php 4.6 billion, up by
24.5% versus 2012. System wide retail sales, a measure of all sales to consumers, both from company-owned and
franchised stores rose b 13.9% in the 4th quarter and by 12.8% in 2013 reaching Php 104.1 billion.

CSR

Jollibee Foods Corporations CSR Programs

(Published in Philippine Daily Inquirer last 27 January 2009)
Jollibee Foods Corporation (JFC) espouses the principle of shared value in its corporate social
responsibility (CSR) activities. As a company in the food industry, JFC through its CSR arm, the
Jollibee Foundation, implements programs that address access to education, livelihood
development, leadership development and disaster response, issues that are also of relevance to the
companys core business.
Jollibee Foundations Busog, Lusog, Talino (BLT) brings together local education stakeholders and
JFC employee volunteers to mitigate hunger and undernourishment, widely attributed causes of
school attendance decline and drop-out among lower grade pupils. Daily lunch is provided to below
normal weight-for-age Grades 1 & 2 pupils with food prepared by parent groups following menus
developed by Jollibee Foundation. The parents also attend seminars on food safety, cooking, health
and nutrition. For SY 2008-2009, BLT is being implemented in 54 public elementary schools
benefiting 1,822 pupil beneficiaries. Pupils exhibit marked improvements in weight and attendance
while their parents show improved budgeting and menu preparation skills as well as knowledge on
nutrition.
Aside from education, Jollibee Foundation also has initiatives in livelihood, leadership development
and provides assistance in times of calamities.

Busog, Lusog, Talino School Feeding Program

BLT School Feeding:
Our commitment to education is rooted in helping the Filipino reach his highest potential. Good
education has the power to change the quality of a persons life, and more importantly, his family,
community and the nation.
BUSOG, LUSOG, TALINO (BLT)

According to the United Nations World Food Programme, hunger is a key hindrance to learning
especially among school children. To help address this adverse reality, Jollibee Group Foundation
embarked on the Busog, Lusog, Talino (BLT) School Feeding Program with the goal of eradicating
hunger among Grades 1 and 2 public school pupils.

Since its inception in 2007, the Busog, Lusog, Talino (BLT) School Feeding Program has
endeavoured to work with communities towards addressing hunger among Grades 1 and 2 public
school pupils to help them stay in school and learn better. The program is composed of four (4) key
components, namely:
Daily Lunch: The 40 most undernourished pupils are provided with daily lunch for 120 days.

Parent Involvement: Parents of BLT pupils are given training in food preparation and
budgeting so they can apply this at home.

Stakeholder Engagement: The implementation of the program is via the support of a local
implementing partner. LIP works with teachers, PTA members, school principals, local
government health and nutrition workers and other volunteers.

Employee Volunteerism: The JFC Employee Volunteers conduct Food Safety Seminars for
BLT parents and monitor the BLT implementation.

Program Impact
Through the years, the BLT Program has demonstrated that it is possible to employ a management
system in doing school feeding that leads to:

Significant results: 80% of pupils gain Normal Body Mass Index (BMI) level after the
feeding cycle and maintain their normal weight beyond the feeding cycle. Results likewise
show improvement in attendance and academic performance among BLT pupils.
Sustainability: BLT becomes a permanent 120-day feeding activity through community

ownership as manifested by the cash and in-kind support from local government units,
individuals and organizations.

Scaling-up: BLTs simple, affordable and measurable model allows for easy replication
and scaling-up in more areas. From the initial eight (8) pilot schools in 2007, BLTs current
coverage is over 1,100 schools nationwide.

Community Ownership Takes Root

Community ownership is a component of BLT that makes the program sustainable. Program
partners from the different sites assume the management of the program and find their own
resources especially after the three-year partnership with JGF. For example, in 2013, through the
determination of the different local implementing partners, the city government of Davao has signed
a Memorandum of Agreement indicating P5.7 millionworth of rice as a support to the Busog, Lusog,
Talino (BLT) School Feeding Program. . This grant is equivalent to the continuous implementation of
the program in 142 public schools in Davao for the next five (5) years.

Public donation continues to pour in to BLT through the Jollibee Foundation coin banks placed in all
JFC stores nationwide. In the US, Jollibee and Red Ribbon stores in the states of California,
Nevada, and New York continued their coinbank collection from customers. This fundraising is in
partnership with the Philippine Development Foundation (formerly Ayala Foundation USA).

Farmer Entrepreneurship Program

Farmer Entrepreneurship Program
Jollibee Foods Corporation (JFC) is home to the largest quick-service food chains in the country. Its
daily requirement for raw ingredients such as rice and vegetables, puts the company in a unique
position to assist small farmers achieve a more sustainable livelihood. The Jollibee Group
Foundation as the corporate social responsibility arm (CSR) of JFC converted this opportunity into a
program it could develop to improve the incomes of small farmers.
The Farmer Entrepreneurship Program was launched in 2008 to improve small farmers income by
linking them to the supply chain of institutional markets like JFC The project is in partnership with the

Catholic Relief Services (CRS) Philippines and National Livelihood Development Corporation
(NLDC).
The Catholic Relief Services (CRS) Philippines promotes market-driven strategies that facilitate
farmers active participation in modern markets, such as: supermarkets, fast foods, hotels and
restaurants, and institutional caterers. With funding support from the United States Department of
Agriculture (USDA), CRS carried out the project, Small Farms and Marketing Project that assisted
3,000 farmers in five project sites in Mindanao. From this knowledge base, CRS developed a
practical, eight-step approach called the clustering strategy and documented this in a
guidebook, The Clustering Approach to Agro-enterprise Development for Small Farmers: The CRSPhilippines Experience.
The National Livelihood Development Corporation (NLDC) is a government corporation mandated to
provide for the credit needs of the farmers through its accredited microfinance institutions (MFIs),
such as rural banks, cooperatives, and non-government organizations (NGOs). In partnering with
CRS and Jollibee Foundation, NLDC saw the opportunity to strengthen its credit and capacity
building programs through a project that raises the competitiveness and productivity of small
farmers.
These three organizations came together in 2008 to set up the Bridging Farmers to the JFC Supply
Chain Project, now called Farmer Entrepreneurship Program, that aims to link small farmers to the
supply chain of institutional buyers like JFC. For the pilot year of the project (2008 2009), six (6)
municipalities in the provinces of Nueva Ecija, Nueva Vizcaya, Bukidnon, and Zamboanga Sibugay
participated in the project. The project provided training to increase the farmers productivity and gain
skills in enterprise management as well as improve their access to credit through the help of partner
finance institutions.
The results of the pilot project were varied. Farmers were able to deliver onions from Nueva Ecija
and Bukidnon as well as bell pepper from Nueva Vizcaya. But they were unable to sustain a year
round delivery due to lack of production and post-harvest facilities. Other products such as rice,
calamansi and carrots faced significant constraints prompting the group to review the inclusion of
either the products or the sites in the project.
for 2013 the program assisted 18 farmer groups from Luzon, Visayas, and Mindanao to deliver their
products to various institutional buyers such as fast food restaurants, supermarkets, and food
processors. In addition, 12 institutional markets are currently sourcing directly from smallholder
farmers for their vegetable material requirements through FEP. These companies practice inclusive
business by offering the farmers opportunities to be directly part of the supply chain. FEP has
partnered with more than 40 local institutions to develop over 900 farmers from 15 provinces
nationwide. The program was implemented in Ilocos Sur, Pangasinan, Nueva Vizcaya, Nueva Ecija,

Quezon, Oriental Mindoro, Albay, Antique, Iloilo, Negros Oriental, Cebu, Bukidnon, Compostela
Valley, Davao Oriental, and Agusan del Sur. The Department of Agriculture has also provided
training and agricultural materials.

The FEP experience has demonstrated that by combining the elements of market, finance and agroenterprise clustering, farmers can meet the volume, quality and timeliness requirements of
institutional buyers.

Jollibee Group FoodAID Program

Jollibee Group FoodAID Program

When Super Typhoon Yolanda hit the Philippines in 2013, JGF immediately set up a disaster
response center which then focused on giving food assistance to affected communities through
partner organizations. After further assessment of the situation, the Jollibee Group FoodAID
Program was formed to facilitate relief operations and setup of mobile kitchen in severely affected
communities in the Visayas region that benefited more than 160,000 survivors, with the help of
employee volunteers from all the business units of JFC. The Foundation was able to provide more
than 68,000 congee meals through its Mobile Kitchen. Over 16,000 relief packs were also distributed
to severely-affected families. The Foundation also provided assistance to full-time volunteers of
various relief organizations and served more than 17,000 meals.

JGF was able to raise P44M worth of donations from JFC, shareholders, franchisees, business
partners, executives, employees and from the public through the JGF coinbanks in all JFC stores
nationwide. Portion of this will go to the Foundations rehabilitation efforts.

Currently, the Foundation is undertaking two projects for rehabilitation:

A special school feeding program provides lunch to all enrolled students 3x a week, nourishing more
than 49,000 pupils in 134 schools. These schools are in the provinces of Aklan (Kalibo, 3 schools),
Iloilo (11 towns, 80 schools), Negros Occidental (Cadiz and Sagay, 7 schools), Capiz (Dao, 20

schools), Western Samar (Daram, 1 school) and Leyte (Ormoc, Palo and Tacloban, 23 schools).
Using a special congee mix formulated by JFC Commissary that is served twice a week, and a rice
meal every Friday, the feeding will continue until the end of the school year in March.
A livelihood recovery program will start in March to assist 650 small farmers rebuild their income
through farming and livestock raising. The program will provide financing, training and marketing
assistance to ensure that farmers generate income and start them off on a path to recovery. The
program is implemented in 4 provinces with 3 local partner institutions. These are in Cebu (150
farmers, LAMAC Multi-Purpose Coop), Aklan (50 farmers, Ahon sa Hirap Inc or ASHI), Antique (250
farmers, ASHI) and Iloilo (200 farmers, Taytay sa Kauswagan Inc.). The project is targeted to end In
July 2014.

Other Programs
OTHER PROGRAMS:
Environment-Friendly Initiatives

The Jollibee Group of Companies remains unwavering in its commitment to bring joy to our
customers, and that means doing our part in conserving our natural resources and keeping our
environment safe, clean, and beautiful.
Tree-Planting and Nurturing Program
In 2009, the Foundation worked with FPE3 (Fostering Peoples Education, Empowerment and
Enterprise) in mobilizing 388 JFC employees to assist in reforesting 8 hectares in Mount Banahaw
(in Quezon) and Biak na Bato (in Bulacan) watersheds.
In September 2010, led and facilitated once again by FPE3, 180 JFC employees participated in the
Tree Nurturing Project held in Brgy. San Josef Antipolo City for the reforestation of the Marikina
Watershed which is the major source of groundwater reserves being used for households and
industries in Metro Manila. A total of 8 hectares were reforested in 3 consecutive planting activities
during weekend.
In September 2011, facilitated by FPE3 and Bantay Kalikasan, 377 JFC employees participated in
the Tree Nurturing Project held in Markina Watershed in Antipolo and Ipo Watershed in Bulacan for
the reforestation of the major source of groundwater reserves being used for households and
industries in Metro Manila. A total of 11 hectares were reforested in 3 consecutive planting activities
during weekend.

In 2012, JGF worked with communities in Laguna and Bulacan to help reforest critical watersheds.
Together with other organizations, 370 JFC employee volunteers planted more than 2,000 trees in
areas covering six hectares of Mt. Banahaw in Liliw, Laguna, and Ipo Watershed in Norzagaray,
Bulacan.

In 2013, more than 400 JFC employees, in partnership with the Cavite State University and De La
Salle University Dasmarias, planted more than 3,000 seedlings in its efforts to reforest land areas
with kaong (sugar palm) trees in Cavite. More than 900 seedlings were also planted in La Mesa
Watershed by more than 120 JFC volunteers under the Toka-Toka Project of DENR, Manila Water
and Jollibee.
Water Management and Conservation
Part of our water management practice is the use of hygienic waterless urinals in our stores. This
odorless facility uses a special liquid sealant to prevent odors from escaping and funnel pure urine
down the drain. Each waterless urinal saves around 150,000 liters of water a year.
Energy Management and Conservation
In JFC stores, kitchens are equipped with powerful evaporative fresh air blowers that use only water
to convert hot dry air into fresh cool air. Through this facility, we are able to reduce our use of air
conditioners and save around 25,000 kilowatt-hours of energy a year with every unit.
Another mechanism the Jollibee Group has in its stores is the heat recovery water heater that
produces hot water without using electricity. Through this technology, the use of electric water
heaters for washing and cleaning are eliminated. The savings are equivalent to 12,000 kilowatthours of energy per year per unit.
Since conventional exhausts are necessary in our cooking operations, we utilize variable speed
drives in our stores to conserve electricity. This motor control automatically reduces the speed of the
fans during off-peak hours when less food is cooked. It saves us around 14,000 kilowatt-hours of
energy per motor per year.
Waste Management
We also take our responsibility in waste management very seriously, in full support and compliance
to the Ecological Solid Waste Management Act. The Jollibee Group is currently reducing its use of
styro packaging by shifting to washable melaware for dine-in services.
We also practice solid waste segregation through a comprehensive sorting process that begins at
the store and continues to secondary facilities for material recovery and reprocessing.

From the store, segregation already begins through separate trash bins for biodegradable or organic
waste and non-biodegradable waste. These waste materials are bagged, collected and transported
in sanitary closed vans to the Materials Recovery Facility, where secondary segregation takes place.
Here the waste is further sorted into styro, paper, plastic cups, spoons, forks and straws, food waste,
and residual or non-recyclable waste.
Styro goes through reprocessing where it is safely melted and reshaped into blocks that are shipped
overseas for further processing to produce new commercial and industrial applications.Plastics also
undergo a recycling process where they are ground, extruded into sheets, and thermoformed,
producing new items for the market.
Paper goes to another site for reprocessing into new items, while food waste is transferred to
composting and hog-feeding facilities.

College and Technical Training Scholarship

1. Project ACE

Program Description
In support of financially disadvantaged high school graduates seeking a bachelors degree, JGF
offers scholarships and management training in JFC stores.

Targets for 2013

50 scholars will begin their 4th year of college

50 scholars to enter the Management Trainee program at JFC stores

1. Technical Skills Training

Program Description
In partnership with Don Bosco Technical College (DBTC) Mandaluyong and Don Bosco Canlubang,
a 15-month technical skills training in Refrigeration and Air-conditioning Mechanics and
Mechatronics are offered to high school graduates who seek higher education but are financially
constrained from doing so. Value formation complements the technical training to develop the
scholars good moral character. As of April 2012, 108 scholars have been equipped with viable skills
to land them jobs after graduation.

Targets for 2013

All DB Mandaluyong scholars render their On-the-Job Training (OJT) with JFC Service
Contractors;

DB Canlubang scholars with Zenith Foods Corporation

10 DB Mandaluyong scholars graduated; 50% employed with JFC Service Contractors

10 DB Canlubang scholars graduated; 50% employed with Coop Service Contractors

5 new scholars in DB Mandaluyong; new scholars in DB Canlubang

Assistance to Jollibee-Gawad Kalinga Villages

Three JB-GK Villages found in Luzon, Visayas and Mindanao provide poor families with decent
homes and access to basic services:

JB-GK Village

JB-GK Village

JB-GK Village

Luzon

Visayas

Mindanao

Where

Sitio Pulo, Las Pias City

Bontoc, Southern Leyte

When built

June 2005

March 2007

June 2009

Turnover

December 2005

January 2008

January 2010

Beneficiaries

51 families

100 families

49 families

Volunteers

329 employees

30 employees

30 employees

SAGIP for elementary

SIBOL for pre-elementary

pupils and SIBOL for pre-

pupils and Bayan-Anihan

elementary pupils

agriculture project

Past support
projects

Barangay Mahayahay,
Butuan City

SIBOL for pre-elementary

pupils

In 2013, the three villages will be continuously monitored with the help of JFC employee volunteers
in order to ensure their cleanliness and orderliness. Further, the Foundation will continue to provide
teacher support to the SIBOL schools in the three JB-GK Villages.

Last September 26, 2006, Jollibee and Chowking were each presented with a Merit Award at the
Asian CSR Awards held at the Crown Plaza Hotel. Out of 178 entries from 14 countries, Jollibee and
Chowking garnered first-runner up accolades for their CSR programs.

The Merit Award under the Concern for Health category was given to Jollibee for its Deaf
Employment Programa program that has had over 300 hearing impaired trainees in the past eight
years at selected Jollibee stores, while Chowking emerged as a Merit Awardee under the Best
Workplace Practices category for its Cooks Certification Program.
For Jollibee, implementing the Deaf Employment Program not only allowed them to provide equal
opportunity to the differently-abled, it has also given them the opportunity to pass on valuable skills
to help the hearing-impaired assimilate into the mainstream workplace much more easily. Today,
many program members still continue to be part of the Jollibee family, while others have pursued
entrepreneurial endeavorsa path inspired by learning and working with Jollibee. It is JFCs plan to
spread this Deaf Employment Program to the other SBUs in the following years and begin employing
the hearing-impaired at all company-owned stores.

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