PHINMA – University of Pangasinan

College of Engineering and Architecture

Department of Architecture

-
WED/FRI (9:30-10:30 AM)

HOUSING DELIVERY PROCESS

IN THE PHILIPPINES
ARC 150: HOUSING

RESEARCH WORK NO. 1

JALLORINA, MARIZE CLAIRE C.

STUDENT

AR. ALEXANDER TENDILLA DORIA

INSTRUCTOR
 Table of Contents
1. Ayala Land ................................................................................................................. 4

Fast Facts .................................................................................................................... 5

Beginnings in Makati ................................................................................................... 5

Leading listed property developer .................................................................................. 5

Cresendo Estate ......................................................................................................... 7

New Downtown on the Rise ............................................................................................. 8

Sustainable Development ............................................................................................... 8

2. Megaworld Corporation .................................................................................................. 8

3. SM Prime Holdings ..................................................................................................... 15

Leader in Shopping Malls .............................................................................................. 15

4. Filinvest Land ............................................................................................................ 16

Creekside Park ............................................................................................................ 16

Central Park ............................................................................................................... 17

5. Federal Land ............................................................................................................ 18

6. DMCI Homes ............................................................................................................ 19

The Atherton ................................................................................................................. 19

7. Robinsons Land Corp. ................................................................................................. 21

8. Rockwell Land ........................................................................................................... 22

9. Century Properties...................................................................................................... 23

10. Shang Properties ...................................................................................................... 25

Pre-selling Development in Mandaluyong ............................................................................. 25

National Housing Authority (NHA) .................................................................................... 29

Vision...................................................................................................................... 30

Mission .................................................................................................................... 30

Core Functions .......................................................................................................... 30

PROGRAMS AND APPROACHES .................................................................................. 30

SPECIAL PROGRAMS ................................................................................................ 32

DELIVERY SCHEMES AND APPROACHES ...................................................................... 33

THE QUALITY MANAGEMENT SYSTEM .......................................................................... 33

Scope ..................................................................................................................... 33

NHA QMS Process Map ............................................................................................... 35

MANAGEMENT PROCESSES ....................................................................................... 35

CORE PROCESSES ................................................................................................... 37

SUPPORT PROCESSES.............................................................................................. 39

TYPHOON “YOLANDA” PERMANENT HOUSING PROGRAM ................................................ 40

I. HOUSING NEED ................................................................................................... 40

 A. Highly integrated firms or Real state Developers in the Philippines.

1. Ayala Land
Ayala Land is certainly one of the Philippines’ largest and most established property developers.
The company has over 150 years of experience in real estate. It has also consistently ranked among the Philippines’ top
developers, winning awards from major organizations like Frost & Sullivan.
It’s also the company behind one of the country’s most expansive planned communities – Bonifacio Global City. Ayala
also developed many parts of Makati, which is Manila’s business and financial center.
Today, Ayala Land has a wide variety of real estate projects in its portfolio. These range from resorts and malls to
residential developments, which offer buyers plenty of options in terms of pricing.
A condo at Anvaya Cove in Morong costs less than $150,000 while a house at the Courtyards is more than $400,000.

Ayala Land is the largest property developer in the Philippines, with a solid track record of developing large-scale,
integrated, mixed-use, sustainable estates that are now thriving economic centers in their respective regions.

Following the success of the Makati Central Business District, Ayala Alabang, Cebu Park District, Bonifacio Global City,
and Nuvali, Ayala Land continues to increase its footprint by building estates that reach and benefit more people.

With 12,192 hectares of landbank, 29 estates, and a presence in 57 growth centers across the country, Ayala Land
offers a balanced and complementary mix of residential developments, shopping centers, offices, hotels and resorts,
and other businesses. Construction and property management services are led by its subsidiaries, Makati Development
Corporation and Ayala Property Management Corporation, respectively.

It pioneers standards and practices in all its developments that reflect the value the company places on sustainability.
As a responsible corporate citizen, Ayala Land acts with integrity, foresight, and prudence.

Focused on its vision of “enhancing land and enriching lives for more people,” it empowers its employees to deliver
quality products and services and build long-term value for our shareholders.

ESTATE DEVELOPMENT
Ayala Land launched three new estates in 2019, enhancing its presence further in Metro Manila, Southern Luzon, and
Central Luzon. These new developments will build on the established and emerging estates across the country,
hastening local economic growth for more Filipinos.

With the launch of the new estates, the number of large-scale, integrated, mixed-use developments have reached a
total of 29. This is composed of five established estates, and 24 emerging estates–seven in Metro Manila, three in
Central Luzon, three in Calabarzon, six in Visayas, three in Mindanao, and two tourism estates.

Launched in October 2019, ALVEO-branded Broadfield is a 120-hectare mixed-use development in South Luzon’s
thriving residential, leisure, industrial, and manufacturing center. Eighty hectares of Broadfield is dedicated to mixed-use
and commercial spaces, while 40 hectares is allotted to residential communities, Venido and Aveia.

The Junction Place is an 11-hectare pocket urban development located in Novaliches, Quezon City launched in October
2019. It is envisioned as a sustainable area for commerce, recreation, and leisure in one of the city’s busiest areas. The
estate will be anchored by an Amaia development which will cater to the emerging economic segement.

Cresendo was launched in November 2019. It will be Ayala Land’s first estate in the province of Tarlac and will feature a
30-hectare downtown area to complement the current commercial center. It will host a 32-hectare industrial park, a
school by Don Bosco Technical Institute, and an Avida community.
Fast Facts

Beginnings in Makati

Ayala Land's beginnings are anchored on the development of an uncharted land known as Hacienda Makati. It is now
the leading financial and central business district in the Philippines.

Leading listed property developer

After its establishment in 1988, Ayala Land was listed in both the Manila and Makati Stock Exchanges in July of 1991.
Today, Ayala Land is recognized as the country’s leading real estate and property developer.
Ayala Lnads Awards and Accomplishments

As it celebrates its 33 years of empowering lives and nation building, ALI pops the champagne bottles as well for
reaping 36 global Stevie awards at the 2021 International Business Awards (IBA).

These awards, highly coveted in the field of business, are a testament to ALI’s continuous engagement with
stakeholders — its employees, customers, communities where it operates and shareholders — all in pursuit of
excellence.

2021 Grand Stevie Organization of the Year

ALI’s long list of Stevie Awards is topped by the prestigious Grand Stevie as Organization of the Year, which is no mean
feat, as it proves it is the best among the world’s best. The company, in fact, earned the most number of award points
this year and topped an IBA program that is considered the world’s leading omnibus business awards competition. The
IBA Stevies feature a wide variety of categories to recognize achievement in every facet of work life, including
management, new products, marketing, public relations, customer service, website design and more.

The Grand Stevie has become one of the world’s most coveted prizes.

They were created in 2002 to honor and generate public recognition of the achievements and positive contributions of
organizations and working professionals worldwide.

“The best-of-show Grand Stevie winners are emblematic of the breadth and quality of nominations we welcomed to the
IBAs in 2021,” said Maggie Gallagher Miller, president of the Stevie Awards.

Among Ayala Land’s Gold Stevie Award winning programs is its ‘Zero Waste’ Circular Waste Management Program.
This unique circular economy model established a process in which waste materials such as plastics were given
alternative destinations for recycling and reprocessing.

Makati Development Corp., the construction arm of Ayala Land, also won a Gold Stevie award as Materials and
Construction Company of the Year. It has been cited for its contributions to the creation of local employment, as well as
for the various process improvements and technological innovations it has implemented company-wide. Key
subsidiaries Ayala Land Logistics Holdings Corp. and Ayala Land Offices Inc. also won Gold Stevies for industry
contributions and organization achievements.

The rest of Ayala Land’s awards were also driven by employee, community and nation building initiatives.

As it celebrates its 33 years of empowering lives and nation building, ALI pops the champagne bottles as well for
reaping 36 global Stevie awards at the 2021 International Business Awards (IBA).

These awards, highly coveted in the field of business, are a testament to ALI’s continuous engagement with
stakeholders — its employees, customers, communities where it operates and shareholders — all in pursuit of
excellence.

It is relentless in fulfilling its mission to enhance value not only for its shareholders but for the country. Thus, it is not just
building structures and developing nurturing homes and communities for the Filipino family but it also continuously
strives to contribute to nation building.

Cresendo Estate

Ayala Land Inc. (ALI) is investing P18 billion to develop a 290-hectare in Tarlac, the property developer’s 29th estate so
far.

The estate is suitably dubbed Cresendo, as the destination will be the new downtown on the rise in Tarlac, promoting
employment, education, enterprise, and a balanced way of life.
It will build towards a balanced and fulfilling life through quality living — connecting lives, creating business and work
opportunities, and fostering a strong community spirit in a sustainable estate development.

New Downtown on the Rise

The estate will create a masterplanned community that builds on many local components resembling a new población or
bayan. Cresendo will have a 30-hectare urban core where the community can converge. It will include the 1.5 hectare
Cresendo Town Plaza, hospital, school and market or retail area, and church.

The new downtown of Tarlac will be a modern local community. It will build towards a balanced and fulfilling life through
quality living — connecting lives, creating business and work opportunities, and fostering a strong community spirit in a
sustainable estate development.

MASTERPLAN

Sustainable Development

Cresendo will feature a 1.5-km. long green parkway with dedicated pedestrian lanes and bike lanes will seamlessly
connect the estate’s active to more quiet zones. Roads will be lined with trees endemic to the area. The development
will be highly walkable with three-meter wide sidewalks and arcaded walkway as design features.

As the pioneering developer of sustainable mixed-use estates, Ayala Land has paid careful attention to the development
of these Tarlac plains. 31% of the estate has been dedicated to green open spaces, with seamless green connection
including a 7-hectare river terraces including a viewing deck, jogging paths and a rainwater detention system that will
ensure a safe and secure quality living.

2. Megaworld Corporation
 In the Visayas, it has six
townships, but only one
in Mindanao,
specifically in Davao.

The property giant

continues to change
the landscape of
communities where it
is present. This
includes its upcoming
sprawling lakeside
community, The
Hamptons Caliraya by
its subsidiary Global-
Estate Resorts, Inc.
(GERI), rising soon in
Lumban-Cavinti,
Laguna.
However, Megaworld
has more in store for
Mindanao — covering
about 2,000 hectares in
the next few years.
Just recently,
Megaworld’s chief
strategy officer Kevin L. Tan announced that the group is increasing its outlay for capital expenditures to P300 billion for
the period 2020 to 2024 to further expand its townships and integrated lifestyle developments across the country.
According to the younger Tan, “Megaworld has secured significant coverage of land in the areas we want to be in. Our
focus now is on developing the land in order to sustain and further propel our strong earnings moving forward.”
Based on Megaworld’s
2018 annual report, its
consolidated revenues
increased 14.6 percent in
2018 to P57.4 billion,
while its net income of
P15.8 billion that year
posted a 15.6 percent
growth.
Those revenues came
from the P38 billion real
estate sales recorded in
2018 and rental income of
P14.3 billion, as well as
hotel operations of P1.5
billion.
PIONEERING LIVE-WORK-PLAY TOWNSHIPS

Megaworld’s Metro
Manila townships
include the Newport
City in Pasay City,
which houses two of
the property giant’s
homegrown hotel
brands, Savoy and
Belmont. It also
hosts Resorts World
Manila and other
international hotels
brands under the
Travellers
International Hotel Group, which include the Mariott, Sheraton, Hilton, Holiday Inn Express (formerly Remington), Maxim’s,
and soon Hotel Okura and the country’s first-ever Ritz-Carlton.
Along with its development of homegrown hotel brands, Megaworld subsidiary Global Estate Resorts Inc. or GERI has
ventured into lifestyle resorts with the recently opened 126-room Twin Lakes Hotel located inside the 1,200 hectare Twin
Lakes development in Laurel, Batangas.
Other well-established townships in Metro Manila include the five hectare Forbes Town in Fort Bonifacio in Taguig City
which was its first development in the area, but has since expanded to its 15.4 hectare crown jewel — the Uptown
Bonifacio.
Uptown Bonifacio is the cosmopolitan development of Megaworld comprised of premium residential towers and office
spaces. These include the Alliance Global Tower which consolidates Megaworld’s subsidiaries under one roof.

Integral to the development of the townships are the lifestyle malls of the group which was first pioneered by the Eastwood
City Walk which set the template for subsequent mall developments, including one of its latest provincial lifestyle mall —
the Iloilo Festive Walk Parade.
Apart from providing a world-class retail shopping experience, it also has a wide selection of dining outlets and
entertainment venues.
Megaworld has also begun to address the cultural aspects of leisure through its first ever museum venture in Iloilo —
the Iloilo Museum of Contemporary Art or ILOMOCA which opened without much fanfare in 2018.
More recently, Megaworld
also opened its first
Chinese culture museum
at its latest Hotel Lucky
Chinatown located at its
Lucky Chinatown Mall in
the heart of Binondo,
Manila.
To date, Megaworld now
has 24 townships and is
present in 30
cities/municipalities all
over the country.

NURTURING THE
ENVIRONMENT

The company
propagates a culture of
responsible
stewardship by
promoting a number of environmental sustainability initiatives.
While it continues to expand its residential communities, commercial and office towers, and integrated lifestyle malls,
Megaworld never loses sight of its commitment to help protect and nurture the environment.
The property giant has spearheaded close to 70 green projects, protected 1,500 hectares of forestlands, and built 19
green buildings all over the country.
Among these office towers is the 25-story Global Service Centre of JPMorgan Chase Bank, N. A.
The building, which is currently being constructed in Uptown Bonifacio is in line for a Leadership in Energy and
Environmental Design (LEED) gold certification, with its interiors up for LEED platinum certification.
Many of Megaworld’s developments are also now incorporating either LED streetlights or solar-powered lights, while green
roofing is used for office buildings.
It has integrated smart technology in its townships to improve energy efficiency and reduce waste production.
 IMPACTING LIVES

The Newtown School of

Excellence at The
Mactan Newtown
provides a holistic
education to the young
generation of Filipinos
anchored on deep core
values.

All of its development, of

course, involves and
harness human resource.
In a recent speech of Mr. Tan, he revealed that the workforce of the Megaworld Group is nearly 8,200 employees.
The Group’s various development, he said, has resulted in employment opportunities for about 2.5 million direct and
indirect hires.
For Megaworld alone, the company offers continuing training for its employees through workshops, seminars, exposure
trips, online learning modules and various activities to hone the skills and competencies of its people — allocating an
average of eight hours of training per employee.
But looking further into the future, Megaworld has also ventured into education, opening in June 2018 its Newtown School
of Excellence in Mactan Newtown in Lapu-Lapu City.
The school’s curriculum is supervised by the Lasallian Schools Supervision Office. It offers primary education starting
from Nursery 1 and 2 and Kindergarten 1 and 2, and just this year began offering Grades 1, 2 and 3.
Megaworld hopes to eventually expand its education arm and replicate it in other developments and, hopefully, will be
able to harness its graduates to serve the community and corporation.

PAYING IT FORWARD
As the company continues to grow, Megaworld has also been giving back to the community by providing access to quality
education to deserving Filipino students.
As of today, Megaworld—through its socio-civic arm Megaworld Foundation — has granted more than 5,000
scholarships to young Filipinos to over 50 colleges and universities all over the country. Some of the scholar graduates
have also been employed in several companies under the Alliance Global Group, Inc.

NATION BUILDING
ILOMOCA serves as a platform for local Filipino artists to showcase their artistry.
After 30 years of having successfully established Megaworld as a cornerstone of the Philippine property sector, Andrew
Tan is now focused on moving forward further to contributing to the task of nation-building.
The company is helping provide the much needed connectivity of a growing metropolis. These plans include a planned
railway system from Uptown Bonifacio up to the EDSA thoroughfare connecting to the Metro Manila Subway system
project.
As Megaworld celebrates its 30th year, Mr. Tan admits, “Looking back, I can only say that perseverance puts you on the
path to your purpose. Without this company, I would not have been able to do my part to make people’s lives better.”

Since its founding in 1994, Megaworld Corporation has successfully completed over 250 real estate developments in the
Philippines.
Like Ayala, Megaworld has finished a variety of commercial and residential projects, including the Forbes Town Center
and McKinley Hill. The company primarily operates in Metro Manila, but it also has a presence in both Cebu City and
Davao.
Megaworld also has its fair share of awards and accolades. PropertyGuru Philippines has given its Best Developer Award
to the company on several occasions. Additionally, at its 2017 Philippines Property Awards, it nominated Megaworld in a
whopping 25 categories.
While Megaworld has shifted its focus to large-scale commercial and township developments, it still has many residential
offerings. Condos at the San Antonio Residences in Makati go for less than $100,000. Luxury condos at The Florence
Taguig cost just under $150,000.
Megaworld is most famous because of its malls. They also build a wide variety of condos, mixed-use projects,
and housing developments in the Philippines though.
 3. SM Prime Holdings

• Largest mall operator in the Philippines that has a stable mall portfolio with average 94% occupancy rate and 7%
same-store rental growth.

• For the past five years, overall revenue grew 8.5% annually while net income grew 12.5% annually. The
company earns 10.5% ROE, in line with industry average and above company's cost of capital.

• Multiple upside catalysts from pending reclamation deals, REIT spin-off, proposed tax reforms, and international
expansion.

Leader in Shopping Malls

The company has the biggest shopping mall portfolio in the country, with 67 malls (60 in the Philippines and 7 in China)
that has a total gross leasing area of 9 million square meters as of the end of 2016.

Its mall portfolio boasts of having 5 of the largest shopping malls in the world, being able to hold thousands of
restaurants and retailers. For instance, its flagship malls, SM North Edsa and SM Mall of Asia, have gross floor areas of
498,000 sqm and 406,962 sqm, respectively, larger than malls such as the Mall of America in Minneapolis (273,529
sqm) or the King of Prussia Mall in Philadelphia (259,500 sqm).

With its enlarged scale, SM Prime in early 2014 launched a five-year plan that calls for spending 400 billion pesos to
almost double its real estate projects and sales by 2019. The plan includes expanding the company's shopping centers
in the Philippines, from 48 at the end of 2013, to 74. This is on top of operations in China, where the company has five
malls.

SM Prime is managed by Hans Sy, a son of Henry Sy, SM Group founder and the Philippines' richest man.

In terms of revenue, SM Prime Holdings is one of the largest developers in the Philippines. The company earns more than
$400 million annually from its real estate assets, and it continues to grow.
SM Prime’s main area of business is building and managing shopping malls both at home and in countries like China. The
company also develops and manages offices, convention centers, and hotels.
Its residential development subsidiary, SM Development Corporation, is somewhat less established with just over 20
projects completed. However, given the company’s impressive track record in other real estate sectors, it has certainly
earned its place on this list.
Since SM Prime has only recently ventured into the residential sphere, its options are fewer than its competitors. The
company primarily owns mid to high-rise condo buildings, but it is currently constructing larger housing projects.

4. Filinvest Land
Filinvest Land is one of the Philippines’ most established developers. Its parent company, Filinvest Development
Corporation, emerged in 1955. Since then, it has built a variety of commercial, residential, and leisure properties
throughout the Philippines.
Like others on this list, the company is also financially sound. It’s consistently profitable, and it has plenty of new projects
in the works, such as Studio City.
Filinvest is best known for its mid-market developments, such as Alta Vida. At this development in San Rafael, buyers
can find houses for less than $100,000. However, the company has recently expanded into luxury projects like Brentville
International Community.

Buying a condo built by

Filinvest might be a good
choice if you’re looking for a
budget home in the Philippines.
They’re among the top
Philippine property developers
that specializes in economy
housing.

Creekside Park

The Riverside Park is an exciting green

attraction being developed in
Filinvest City that will feature retail
and dining establishments set in a
relaxing and inviting natural
environment for everyone to enjoy.
Central Park

A breath of freshness at the center of the city, the Central Park will have a distinct, lush landscape for residents, workers
and visitors to enjoy.

Bisected by the Spectrum Linear Park, this green retreat will be anchored on the northern end by the Festival Mall.
 5. Federal Land
As it approaches its 50th anniversary, Federal Land has become one of the best-known property developers in the
Philippines. In fact, the company is most famous for its role in building the GT Tower in Makati.
This firm also ranks alongside the most financially well-off developers on this list. In addition to its many successful
projects, it is a member of GT Capital Holdings and a partner of Metrogroup.
In general, Federal Land’s residential properties tend to cater to wealthy Filipinos and foreign investors. Some of its best
condo developments include the Grand Hyatt Residences and the Marco Polo Residences.
A typical Federal Land unit will cost upwards of $100,000, which is expensive by Philippine standards.

RESIDENTIAL
Over the years, Federal Land has contributed many firsts to the Philippine landscape. Among its iconic residential
towers are The Grand Midori Makati and Grand Hyatt Manila Residences. Coming soon are residential projects in
partnership with international partners: The Seasons Residences with Nomura Real Estate Development, The Estate
Makati with Norman
Foster, and The Grand
Midori Ortigas with
Tange & Associates.
 MASTERPLAN DEVELOPMENTS
Federal Land develops townships that combine residential and commercial establishments for a complete live-work-play
experience. Its township developments include the New York-inspired Grand Central Park in Bonifacio Global City
(BGC), the 36-hectare Metro Park in Pasay City, Tropicana Garden City in Marikina, the suburban Florida Sun Estates
in Cavite, and the hill-top community of Marco Polo Residences in Cebu City.

6. DMCI Homes
Founded in 1954, DMCI Homes is now one of the largest developers in Metro Manila. The company ranks among the
World’s Top 1000 Corporations, and ZipMatch lists it as the Philippines’ number one developer.
Unlike some of its competitors, DMCI Homes’ bread and butter is residential properties. The company has erected more
than 30 projects in Metro Manila with even more in the works.
DMCI has also developed other successful properties, including hotels and casinos. It also built some of Makati’s most
notable high rises, including the Philippine Stock Exchange Plaza.
On the residential side, DMCI is best known for its affordable condos throughout Metro Manila. Many of the company’s
units cost well under $100,000. The company has only recently begun to expand into housing and luxury developments.
The Atherton
Quadruple A developer DMCI Homes, known for devoting big spaces for outdoor amenities and generous cuts in the
units of its residential projects, is again making stride in developing livable and sustainable condominium communities
with its latest preselling project in Parañaque City—The Atherton.
Recognizing the
presence of young
families in the area,
DMCI Homes designed
the three-building gated
development in Dr. A.
Santos Avenue (formerly
Sucat Road) in
Paranaque City to
provide an environment
conducive for the holistic
development of its
residents.

A sizable portion or
almost 70 percent of the
approximately 1.76-
hectare land area has
been allotted to outdoor
amenities such as lap pool, leisure pool, kiddie pool, children’s play area, picnic area, activity lawn, covered court,
gazebo, jogging path, sunken garden, terraced garden, and roof-deck area.

On the other hand, indoor amenities in this condo for rent in Parañaque include lounge and game areas, sky lounge,
snack bar, fitness gym, entertainment room, and badminton court.
 Artist’s illustration of the leisure

pool.

“As a responsible developer, DMCI Homes always sees to it to provide more than enough open spaces, landscapes,
and gardens in our developments to ensure that residents especially children can enjoy a relaxed environment
outdoors,” said Rina Soriano, DMCI Homes Vice President for Architectural Design.

Soriano noted that bigger amenity spaces also mean more opportunities for residents to interact with neighbors which
helps DMCI Homes’ goal to build tightknit communities of unit owners within its condominium projects.

“Whether you are lounging by the pool, spending quality time with your family at the picnic area, or just playing
basketball with your neighbors, these dedicated spaces make a big difference,” Soriano said.

All three buildings of The Atherton namely Oak, Helicia, and Almond are now preselling with prices starting from P3.4
million onwards.
 Artist's illustration of the

balcony view.

The modern tropical-themed condominium features three-bedroom and four-bedroom tandem units apart from the
standard 1-bedroom and 2-bedroom unit offerings to provide large living spaces for the whole family.

With a total floor area of 91 square meters (sq.m) and 113 sq.m respectively, the

three-bedroom and four-bedroom tandem units aims to address a growing family’s need for a comfortable living
environment with easy access to a vibrant neighborhood where everything is within easy reach.

The Atherton is one of the developments of DMCI Homes, the country’s first Quadruple A real estate developer known
for building quality resort-inspired communities in Mega Manila, Baguio City, Boracay and Davao City. Each of its
properties is built with world-standard craftsmanship borne from D.M. Consunji Inc.'s over 60 years of expertise in the
construction and development industry.

7. Robinsons Land Corp.

Robinsons Land Corporation (“RLC”), incorporated in 1980, is the real estate arm of JG Summit. It is one of the leading
real estate and property developers in the Philippines, with a proven track record of over 40 years in the industry. It is the
second-largest mall operator in the country with its extensive portfolio of 53 lifestyle centers nationwide. It has 28 prime
office developments anchored on the resilient BPO sector, and it is the Sponsor of the biggest Philippine Real Estate
Investment Trust in terms of asset size and geographic spread. RLC also has five work.able centers in the growing flexible
workspace segment. It is the largest hotel developer and operator in terms of the number of hotels with its 24 diverse,
multi-branded hotel properties consisting of the first Filipino five-star hotel, upscale deluxe hotels, mid-market boutique
city, and resort hotels, essential service value hotels, and luxury resorts. RLC has seven industrial facilities capitalizing
on abundant opportunities in the logistics sector and over 100 residential properties, including three iconic joint venture
residential projects with some of the biggest real estate names in Asia. Furthermore, it has 20 mixed-use developments,
including three landmark Destination Estates that espouse the Live-Work-Play-Inspire lifestyle.

Each project of RLC has led to the rise of thriving, harmonious communities, in line with JG Summit’s vision to make life
better for the Filipino nation.
Buyers looking for reliability should turn to Robinsons Land Corp. The company has completed more than 140 projects
since its inception in 1980, and it continues to produce excellent work.
Currently, the company’s portfolio includes a variety of residential, commercial, and other buildings. Its projects have also
won awards for sustainability, interior design, and overall quality.
Robinsons’ units range from mid-level to luxury. More affordable units often cost under $50,000. Luxury developments,
such as the Trion Towers, will have options that cost more than $100,000.
Although the company has developed plenty of condo buildings, its focus appears to be shifting toward commercial
properties. Currently, Robinsons does not have any new residential projects in progress.

8. Rockwell Land

The rockwell land story began in 1995 with the transformation of an unused thermal power plant into a thriving, self-
sustained community. Now known as the Rockwell Center, this flagship development was the first of several exceptional
communities, which serve as the benchmark for living,leisure and business.
One of Rockwell’s keys to success is its perceptive understanding of the individual. Since life is not restricted
to the four-walled structure of a home, the property maverick recognized the need to extend its breadth. Today,
Rockwell’s signature of exclusivity and luxury is felt even outside the comforts of your residence.

Rockwell Land pioneered the “city within a city” concept that defines Manila’s real estate landscape today.
In the 1990s, the company developed Rockwell Center – a “mini-city” on the site of a former power plant. This development
quickly became popular among foreigners and Filipinos, and it launched a new trend of comprehensive real estate
developments.
Today, Rockwell Land is best known for its luxury real estate. Most of its projects are within Metro Manila, but it has a
presence in other major cities like Cebu.
As a high-end developer, most of Rockwell’s properties are expensive by Philippine standards. A townhome at 205
Santolan costs nearly $500,000. The company’s more affordable options, such as The Grove, still cost over $100,000.
 Rockwell Center is one of the Philippines’ first mixed-use developments, and still among its most famous
landmarks.

9. Century Properties
Century Properties is a leading Philippine real еstatе development company. Our pioneering real еstatе concepts and
industry firsts have resulted in some of the most exciting and truly remarkable real еstatе projects in the country.

Established in 1986 by our Executive Chairman of the Board, Jose E.B. Antonio, just 6 days before the EDSA People
Power Revolution, we’ve grown to become one of the top Philippine real еstatе firms with projects that have garnered
both local and international praise and recognition, redefining Philippine real еstatе and setting the bar high in terms of
architecture, design, amenities, and community living.

Our projects include the Gramercy Residences (one of

the tallest buildings in the Philippines), Azure Urban
Resort Residences (featuring the country’s first man-
made beach and beach club by Paris Hilton), Acqua
Livingstone interior design by MISSONIHOME (the first
in the world), Acqua Iguazu yoo inspired by Starck, The
Milano Residences, Trump Tower at Century City,
Century Spire designed by Daniel Libeskind and interior
designed by Armani/Casa, Centuria Medical Makati,
Century City Mall and many other innovative high-rise
residential and mixed-use developments.
 Our vision is to be the Philippines’ foremost creator
of innovative, well-designed, sustainable residential
and commercial developments, and to be the
trusted partner of global citizens in realizing their
goals of owning a home or an investment property
in the Philippines.

We hold fast to the principles of good design and

proper construction, knowing that successful
projects depend on their mastery and the
application of best practices.

We work with the most trusted names in

architectural design and luxury living to provide our
clients with great properties of life-enhancing value.

We treasure talented individuals and the synergy

they create when working as a solid, committed
team.

We work with purpose, creating properties that surpass the needs of our clients, encourage communities, and enhance
the surrounding landscape.

We strive for innovation, pursuing fresh ideas and architecture so that everything we make looks, feels, and behaves
like nothing else on the market.

We adapt sustainable practices and find that preserving our planet for future generations is a fun and engaging part of
our development philosophy.

We value every single Century Properties stakeholder like family and are committed to their dignity, personal growth,
and well-being by providing tangible love and care through superior products and services.

We are listeners, preferring hard truth over false acclaim, as honest appraisals are powerful means of growth and
progress.

We are pioneers, knowing that to influence an unknowable future we must never be afraid to step out in humble faith.

Founded in 1986, Century Properties is relatively young compared to others on this list. However, in the past three
decades, it has become one of the best Philippine property developers – especially in the residential housing sector.
In fact, during the 2010s, Century’s net profit nearly doubled.
The company is headquartered in Manila, and the vast majority of its buildings lie within the city. However, the company
has begun to expand to areas such as Batangas.
Though it has a handful of other projects, Century Properties specializes in high-rise condo buildings.
Most these developments are luxury units, which can cost upwards of $100,000. Yet Century does offer some affordable,
mid-level housing at Commonwealth and Acqua Private Residences.
 10. Shang Properties
Shang Properties is owned by the Kuok Group – the Singaporean real estate firm behind the Shangri-La hotel chain.
As such, most Filipinos know Shang Properties as the Philippine property developer that brought the Shangri-La brand to
their country.
In recent years, Shang Properties has shifted its focus from hotels to residential real estate. It primarily builds high-rise
luxury condos in prime locations, keeping in line with the Shangri-La brand.
A standard condo at One Shangri-La Place in Metro Manila will thus cost at least $100,000. Other properties, such as
Shang Salcedo Place, have slightly lower prices, but you’ll be hard-pressed to find a Shang property for less than $90,000.
Currently, Shang Properties plans to continue to expand into the residential market with even more projects on the horizon.

Pre-selling Development in Mandaluyong

A Sanctuary in the City. Shang Residences at Wack Wack is an exclusive resort-inspired residential property in the
verdant neighborhood of Wack Wack, Mandaluyong. Set in beautifully landscaped gardens neighboring one of Manila's
most iconic heritage golf clubs - The Wack Wack Golf & Country Club - these elegantly designed one, two, and three
bedroom homes enjoy some of the city's most sought after views: sweeping vistas over two 18-hole championship golf
courses or towards the dramatic Makati skyline. Beautifully-designed amenities are complemented by effortless
connections to Ortigas and Makati.
 HOUSING DELIVERY SYSTEM IN THE PHILIPPINES
HOUSING IN THE PHILIPPINESIn the Philippines, less than 1/3 can afford proper shelter. In Metro Manila
alone, there are 3.1 informal settlers;23% stay in government land, 22% in private properties, 15% in danger
zones (which include the streets, bridges,riversides, and along train tracks), and 40% on infrastructure sites.
There still exists a huge problem on housing in thePhilippines. Various factors affect this such as financing,
government policies and interventions, institutional subsidies,and the values and culture the Filipino people
illustrate.HOUSING PROBLEMS/ SOCIAL ISSUESThe Philippines is beset with a huge backlog in providing
for land security and housing for the poor. Two basic problemsbeing faced by the government in realizing a
successful housing program are:

Money
Availability of landOther issues hampering pro-poor land and housing programs:
High transaction costs due to the confusing and unclear land use policies
Non-cooperation of land owners to engage in the Community Mortgage Program (CMP)
Misinterpretation and/ or non-implementation of local government units (LGUs)
Other problems pertaining to housing is the provision of land and housing to internally displacedpersons (IDPs) due to
natural hazards and armed conflicts.INFORMAL HOUSINGThe magnitude of the housing need (defined as backlog plus
new households) is staggering and has beenestimated to reach more than 3.7 million in 2010.

In Metro Manila alone, the total backlog (to include new households)has been projected to reach close to 500,000
units.Addressing this backlog will roughly require about 3,000 hectares of land if designed to accommodate
detachedhousing units, a prospect that suggests the need for a higher density housing strategy if the housing deficit is
to beeffectively addressed. Beyond the provision of housing by the public sector, new approaches are needed
especially sincerural- urban migration is expected to continue and will exacerbate the housing problem.HOMELESSIn
cities of industrial countries, the numbers of homeless people have increased and their existence has become a
socialproblem since the 1980s. In cities of developing countries, the numbers of street homeless who cannot live even
insquatter areas have increased since the end of the 1990s. These people face serious problems in surviving on
thestreets. They are an urban minority deprived of human rights and excluded from society. However, the problem of
thestreet homeless has not yet been constructed as a social problem in developing countries because it is overwhelmed
bythe large- scale squatter problem. The street homeless have been regarded as a part of the squatter
homeless.HOUSING AFFORDABILITY AND DELIVERYA significant part of the problem plaguing the housing sector in
the country is the lack of affordability. Thefundamental solution to this problem is again rooted in economic growth,
which provides employment and income tohouseholds, which can then increase affordability levels. In the short to
medium term, increasing the availability of housing credit and financial resources and lowering the cost of land and
housing production can make a significantdifference.

GOVERNMENT HOUSING STRATEGIES

The National Shelter Program (NSP) represents the Philippine action agenda for housing. It is a comprehensivestrategy
of the government to assist homeless low- and middle-income families in meeting their housing needs throughaffordable
housing opportunities. Under the NSP are five major schemes categorized under two main groups:
DirectHousing
which includes: (i) housing production; (ii) community programs; (iii) developmental loans; and
IndirectHousing,
which is composed of: (iv) home mortgages and (v) guarantees. In this regard, Executive Order (EO) 90, seriesof 1986
outlines the mandates of the government agencies involved in the delivery of the NSP and recognizes the needto
engage the private sector in housing delivery and finance.

HOUSING AND THE GOVERNMENT AND ITS DELIVERY SYTEM

The responsibility of the government to ensure the provision of decent and affordable housing to every Filipinois
contained in the Constitution, which mandates the State to undertake a continuing program of urban land reform
andhousing, which will make available at affordable cost decent housing and basic services to underprivileged and
homelesscitizens in urban centers and resettlement areas.From 1978 to present, the NSP has remained the key
housing agenda of government. The program’s objective as
well as mechanisms to achieve that objective remain in force today.Initially, the government adopted a highly centralized
system of managing the program. This was done throughthe creation of a Ministry of Human Settlements (MHS) in
1978, which was served as the umbrella organization of all
shelter agencies that had evolved since the 1950’s. These agencies include the following:
1.National Housing Authority (NHA), in charge of social housing production specifically upgrading of sites andservices
2.Human Settlements Development Corporation (HSDC), also into shelter production and New Town andEstate
developments
3.National Housing Commission (NHC), supports the HSDC and NHA in shelter production
4.Human Settlements Regulatory Commission (HSRC), regulates subdivision development and socializedhousing
construction
5.National Pollution Control Commission (NPCC)
6.National Environmental Planning Council (NEPC)
7.Housing Finance Corporation (HFC), provides mortgage insurance or guarantees to encourage private banksand
financial institutions to grant housing loans on easy terms of payment
8.National Home Mortgage Finance Corporation (NHMFC), acted as a secondary market for housingmortgages
9.Home Development Mutual Fund (HDMF), a provident savings fund maturing after 20 years

Toward the end of the 1980s, a rationalization of the shelter agencies was undertaken. The Ministry of
HumanSettlements was dissolved, and in its place, the Housing and Urban Development Coordinating Council
(HUDCC) wasorganized. Comparatively, the HUDCC had limited powers over the shelter agencies, since its main task
was tocoordinate the shelter agencies in the implementation of the NSP. The reorganization also reduced the number of
keyshelter agencies from nine to five (originally) : NHA, SHFC, HDMF, HGC, NHMFC, AND HLURB. (But later
SHFC wasincluded.)

Legal Basis
• Executive Order No. 90 (December 17, 1986) created the Housing and Urban Development Coordinating Council
(HUDCC).
• Republic Act No. 7279 (March 24, 1992) mandated HUDCC through the key shelter agencies to formulate a national
Urban Development & Housing (UDH) framework and to report on its implementation.
• Republic Act No. 7835 (December 16, 1992), or the Comprehensive and Integrated Shelter Finance Act, empowered
HUDCC to determine the loanable amounts for socialized/low-cost housing limit eligible for development financing.
• Executive Order No. 153 (December 10, 2002) directed HUDCC to take the lead in the identification, curtailment, and
monitoring of professional squatters and squatting syndicates.
• Memorandum Order No. 102 (s.2003) mandated HUDCC to oversee and fast track through appropriate project
schemes and contractual arrangements the implementation and development of housing projects in areas proclaimed
as housing sites.
• Executive Order No. 577 (November 17, 2006) placed the Urban Asset Reform Project Management Office
(UARPMO) under the supervision and control of the HUDCC.
LOICAL FRAMEWORK OF HUDCC
 National Housing Authority (NHA)

The National Housing Authority (NHA) was organized as a government-owned and

controlled corporation, by virtue of Presidential Decree No. 757 dated 31 July 1975. It is
mandated to develop and implement a comprehensive and integrated housing program
which shall include, among others, housing development and resettlement, sources and
schemes of financing and delineation of government and private sector participation
Executive Order 90 (17 December 1986)
- Sole government agency engaged in direct shelter production. It shall focus its efforts
in providing housing assistance to the lowest 30% of urban income-earners through
slum upgrading, squatter relocation, development of sites and services and
construction of core housing units
- Undertake programs for the improvement of blighted urban areas and provide technical
assistance to private developers undertaking low-cost housing projects
 - May continue development of housing projects for income-earners above the lowest 30%
provided that funds generated thereon are utilized for the attainment of its primary
mandate (Section 1a)

Vision

By 2019, NHA would have provided 50% of the housing needs for homeless low-income families living
in danger areas, government infrastructure project sites and government-owned lands in Metro Manila
and all regions.

Mission

We provide decent, adequate and affordable housing to low-income families and ensure the provision of
community facilities and access to utilities, social services and economic opportunities.

Core Functions

1. Development and implementation of a comprehensive and integrated program:

• Housing Development
• Relocation and Resettlement
• Community Empowerment
• Asset Development and Management
2. Enabling LGUs, civil society organizations (CSOs), private sectors and participating stakeholders to
improve capabilities for housing development and delivery.

PROGRAMS AND APPROACHES

1. Regular Programs

A. Resettlement Program

Provision of new settlements for families occupying danger areas such as waterways/riverbanks,
railroad tracks, sidewalks, etc., and those displaced from sites earmarked for government infrastructure
projects.
To the extent possible, the in-city resettlement approach is adopted to minimize the social,
economic, cultural and political impacts of dislocation. Off-city resettlement is resorted to when all
means to implement the former has been exhausted. In the resettlement planning process, the following
spectrum of alternative site locations are considered:
• On-site/land sharing
• Near-site
• In-barangay
• In-city/in-town (high density housing)
• Near-city/near town
• Out-of-city/out-of-town
B. Regional Resettlement Program

Involves the implementation of local/ regional projects as joint national-local government undertakings. It
addresses the resettlement requirements of LGUs outside Metro Manila involving families in danger areas,
those affected by infrastructure projects and calamities and indigenous peoples.
 NHA also provides technical assistance designed to enhance and augment LGU capacities in various
aspects of housing development, project planning and packaging, works engineering and project
supervision, beneficiary selection/awards/disposition, collection and estate management.
C. Housing Assistance for Calamity Victims

A nationwide program intended mainly to respond to the shelter needs of low and marginal-income and/or
informal settler families affected by calamities such as typhoons, landslides, earthquakes, fires and other
human-induced calamities for relocation to safe, disaster resilient and sustainable settlements. The program
also involves the provision of housing materials
 assistance to families whose homes are partially damaged by calamities in the “build zone” and do not require relocation and
resettlement.
D. Settlements Upgrading

Provides security of tenure to qualified family occupants and undertake improvement of infrastructure and
services in the sites. It covers survey and titling of individual lots for disposition to qualified occupants,
infrastructure development, housing construction and rehabilitation of existing project sites.
E. Multi-level Housing

Involves the construction of low-rise and medium-rise buildings as in-city relocation approach for informal
settlers intended not only to mitigate the socio-economic effects of dislocation but also to maximize the use of
scarce and expensive land.
F. Housing for Low-Income Formal Sector

Provision of housing to minimum wage earners who cannot afford housing offered by private developers.
G. Community-Based Housing Programs

Programs that enable communities to mobilize resources for resolution of land tenure issues and/or site
development, where NHA may act as conduit between communities and financing institutions or
government/non-government institutions offering liberalized financing for land acquisition and other forms of
grants/inputs to people’s organizations.
H. Housing for Indigenous Peoples

Involves the implementation of local/regional resettlement projects as joint NG-LG undertakings to

address local resettlement requirements of local government units outside Metro Manila
I. Technical Assistance

The NHA likewise extends technical assistance to the community association/cooperative in terms of
community organization, negotiation with the land owner, preparation of development plans, formulation of
disposition and collection schemes, and coordination with other national government agencies for the
processing of required documents.

SPECIAL PROGRAMS

A. Housing Programs for Informal Settler Families Residing in Danger Areas in Metro Manila

• Involves relocation and resettlement of families residing in or along danger areas in Metro
Manila particularly those along waterways such as creeks, rivers and esteros.
• Undertaken mainly through in-city multi-storey housing development utilizing government owned land
• Off-city Resettlement where in-city projects are not feasible
• Also covers implementation of alternative in-city project schemes proposed by program
stakeholders (e.g. CSOs/LGUs)
• Funded out of the Php50.0 Billion fund released for said purpose

B. AFP/PNP Housing Program

• A 5-year program intended to provide permanent housing facilities for low-income military and police
personnel.
• A flagship project of the President of the Philippines for the Armed Forces of the Philippines
(AFP), Philippine National Police (PNP), Bureau of Jail Management and Penology (BJMP), and
the Bureau of Fire Protection (BFP) personnel. Implemented under AO No. 9 dated 11 April 2011
DELIVERY SCHEMES AND APPROACHES

1. Direct Delivery
• NHA undertakes housing development on its own through the award of civil works contracts
• Project planning, financing, implementation/contract supervision, and disposition of housing units
are undertaken directly by NHA

2. Community-Initiative Approach (CIA)

The CIA is an implementation strategy designed to build on the initiative and promote the
participation of affected families, through their Community Associations, in the housing development
decision-making process particularly in the choice of housing sites and to allow them to acquire housing
units in their selected sites.
3. Joint Venture

A strategy based on resource/expertise-sharing scheme with private landowners, private

developers, local government units, civil society organizations (CSOs) with equity contribution taking
the form of land or funds for development.
4. Technical Assistance

The NHA provides to its housing development partners the technical support and services in
various aspects of project development.

THE QUALITY MANAGEMENT SYSTEM

GENERAL REQUIREMENTS

Scope

This Quality Manual applies to NHA’s Quality Management System and covers all the processes required to
provide housing to its target beneficiaries. NHA shall establish, implement and maintain a QMS and is
committed to continually improve its effectiveness in accordance with the requirements of ISO 9001:2008.
The NHA QMS shall cover the core processes as follows:

1. Pre-Implementation Phase

• Targets, Priorities and Funding

• Land banking and Assembly
• Planning and Architectural & Engineering Design
• Pre-Relocation
• Social Preparation

2. Implementation Phase

• Contracts Management
• Physical Construction
• Relocation
• Community Development(Community Empowerment)
• Awards Documentation and Titling
3. Post-Implementation
• Asset Development and Management
• Community Management
 • Project disengagement

The NHA QMS shall initially be adopted in all departments/offices within the NHA Main Office, including the
Area Management Offices and one project Office, the Quezon City Project Office, all located at Diliman,
Quezon City. The QMS shall eventually be replicated to other regional and district offices of NHA.

NHA QMS Process Map

The NHA QMS Process Map describes the inter-relationships of the Management, Core and Support
Processes. NHA caters to housing beneficiaries to include the Informal Settler Families, Low –income formal
sector as well as calamity victims in need of housing. The inputs to the development of programs and projects
are anchored on the needs and requirements of these beneficiaries, the priorities set in national development
plans as well as government policies and issuances, The major final outputs are housing programs and
services, The management and support processes complete the map and are critically important to ensure the
continuing improvement of the service process.

MANAGEMENT PROCESSES

The Management processes listed below are for oversight and governance of the Authority to comply
with applicable legislation policies and standards.
a. Corporate Strategic Planning – involves the development of plans and programs for
implementation, review and monitoring.
b. Performance Management – involves its employees individually or collectively in improving
organizational effectiveness in the accomplishment of agency mission and goals.
c. Risk Management – identifies, quantifies and manages the risks to minimize market, operational,
strategic and financial risks.
 d. Internal Quality Audit – evaluates/compares actual performance vis-à-vis QMS.

e. Public Relations Management – creates, maintains, sustains, ensures, and manages

good/positive corporate image.
f. Organization Development – enables the optimum use of resources.

CORE PROCESSES

At the focal point of the map are the core processes which have been categorized by phases.
Pre-Implementation – covers the start-up activities of the housing processes as described below

a. Targets, Priorities and Funding— wherein priority programs, targets and budgetary requirements
for the year are identified, presented to, and approved by the NHA Management/Board.
b. Land Banking— Under the definition of terms in RA 7279 or UDHA of 1992, land banking refers to
the acquisition of land, at values based on existing use, in advance of actual need to promote planned
development and socialized housing programs.
c. Land Assembly—refers to the acquisition of adjacent lots from different owners through sale or
expropriation by the government and assembling or consolidating the parcels to form a contiguous
lot that will meet the project 0requirement in terms of lot size.
d. Planning and Architectural & Engineering Design – involves program/project identification based
on production targets and priorities. Determines project criteria i.e. project location, amenities/facilities,
lot and house size, and cost recovery schemes.
e. Pre-relocation – activities include provides direct services and/or technical assistance to
operating units, LGUs, NGAs and CSOs in the planning and implementation of pre-relocation
activities i.e. census and tagging, formation of relocation action center, organization of LIAC/PAC,
etc.
f. Social Preparation –facilitates project acceptance by the beneficiaries through consultation meetings
and formation of community organizations.
Implementation – involves the construction of completed housing units or developed lots, provision of basic
services and required community facilities.
a. Contracts Management – involves all matters pertaining to contracts i.e. invitation to bid, bid
evaluation, award, monitoring, billing of contractors, managing additive and deductive change orders,
etc.
b. Physical Construction – actual land development and construction activities.

c.Relocation and Resettlement – actual dismantling activities and transfer of households to resettlement
sites.
d. Community Development –involves the development of socio-economic programs i.e. livelihood
and affordability enhancement programs and strengthening linkages with LIAC, Sub-committee on
Livelihood, and other partner- stakeholders as a process towards community empowerment.
e. Award, Documentation and Titling– process formalizing the qualified beneficiary’s right over the
property or parcel of land through award documentation and issuance of corresponding title upon
full payment.
Post-Implementation

a. Asset Development and Management— Ascertains the management of the Authority’s assets
comprising of residential, commercial, industrial and mixed-use properties through leveraging and
other creative financing schemes.
 b. Community Management— assists in the advancement of the
community from just an association, federation or cooperative to well-
functioning, self-sufficient and empowered organizations that are
responsive to the needs of the community such as safe environment and
availability of socio-economic activities to ensure productivity and progress
thereby motivating the beneficiaries to stay. Effective community management is
to ensure the community’s ability to withstand challenges like the eventual
disengagement of NHA, flexibility to adjust to new obligations, among
others. Dependable leadership and strong spirit of community volunteerism
has already been achieved at this point.
c. Project Disengagement—proper turnover of the identified
project components to the LGUs, Community
Leaders/Organizations to assume Estate Management functions.

SUPPORT PROCESSES

The support processes provide the necessary resources to the core

processes to facilitate product realization, measurement, and monitoring
activities. These are listed as follows:
• Human Resource management
• Information and Communications Technology (ICT) Management
• Housing Technology Management
• Financial Management
• Work Environment Management
• Materials and Logistics Management
• Buildings and Property Management
• Legal Management
 NATIONAL HOUSING AUTHORITY

TYPHOON “YOLANDA” PERMANENT HOUSING PROGRAM

05 November 2015

I. HOUSING NEED
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