SUSTAINABILITYREPORT
2022

Mandarin Oriental, Lake Como – Herb and Vegetable Garden

WELCOME

Introduction................................................................................4
Executive Summary.................................................................5
Letter from the Group Chief Executive.……………………….7
About Us .....................................................................................8

SUSTAINABILITY,
IMPACT & ESG

Enhancement of ESG Policies.......................................... 10
Environmental Impact ......................................................... 10
Social Impact........................................................................... 10
Governance............................................................................. 11
Dedicated Sustainability Department ........................... 13

DOING THERIGHT THINGFOR OUR PLANET

Climate & Carbon.................................................................. 17
Energy....................................................................................... 18
Transport................................................................................... 20
Water ......................................................................................... 21
Waste ......................................................................................... 23
Design....................................................................................... 25
Plastic ....................................................................................... 26
Suppliers & Procurement................................................... 28

DOING THERIGHT THING
FOR PEOPLE

Our Stakeholders.................................................................. 30
Our Guests.............................................................................. 31
Activation & Communication............................................ 31
Health, Safety, Security..................................................... 32
Wellbeing & Mindfulness.................................................. 32
Survey Results.................................................................. 33
Our Colleagues..................................................................... 34
Health & Wellbeing........................................................... 34
Training & Development................................................... 35
A Commitment to Human Rights...................................... 37
A Commitment to Diversity & Inclusion............................ 37
Sustainability Champions................................................. 38
Our Communities.................................................................. 39
Fundraising, Philanthropy, Volunteering........................... 40
Supporting Marginalised & Disadvantaged People......... 41
Cultural Conservation & Heritage.................................... 42
Community-Based Experiences....................................... 42

Q&A

With Group Director of Sustainability............................. 45

ADDITIONAL
INFORMATION

Performance Data ............................................................... 48
Global Reporting Initiative Index..................................... 51
Sustainability Risk Assessment........................................ 56
LRQA Independent Verification Statement.................. 58
GLOSSARY.............................................................................. 59
LOOKING TO THE FUTURE............................................ 63

Aviation, as a sector, contributes 3.5% to global greenhouse gas emissions;
it is the biggest contributor to our personal carbon footprints, if we fly.
We are not yet reporting on Scope 3 emissions, but we recognise there areindirect activities that affect our business’s value chain, and as such, we areworking closely with our industry peers to help develop this framework via
the Net Zero Methodology for Hotels.

Mandarin Oriental, Marrakech

WELCOMEBACK TO CONTENTS

Welcome to our
Sustainability
Report 2022.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

WELCOMEAs we enter our twelfth year of official
sustainability reporting, we continue with the aimof being transparent about our progress in all
ways possible to help advance benchmarks inluxury hospitality. We are publishing our data andexamples of sustainability in action in a way thatproves as useful, representative and informative
as can be. Our ambition in communicating all ourconsiderations in striving for climate-friendlier
operations is to make even the most technicalaspects of our business as relatable as possible
to a wide audience. By sharing our metrics in aneasy-to-digest way, we invite all our stakeholders— our guests, communities, colleagues, owners,
shareholders, advisors, suppliers, and the
media – to join us on our journey. We hope thismight inspire other businesses to seek moresustainable solutions and unearth opportunities
to collaborate on real solutions that minimise ourcollective impact.

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Executive
Summary

Highlights of Mandarin Oriental’s
12th Sustainability Report
At our 36 hotels and 9 residencesin 24 countries and territories
around the globe, sustainability
is about doing the right thingby ourselves, by our colleagues,by our families, and by the planet.

Over the past year, we have made enhancements in
our ESG Policies, and disclosed climate-related financial
risks in our first Task Force on Climate-related Financial
Disclosures report in 2022.
Communication is a key to our success, and a dedicatedsustainability department was set up in 2022 to enhancethe overall sustainability governance structure.
We use Greenview Portal as our sustainability data
management system, and we are in progress of aligningwith the robust industry criteria set by Global Sustainable
Tourism Council (GSTC).
In 2022, we reduced our Scope 1 emissions from
16% in 2012 to 12%, while Scope 2 emissions increased
from 84% to 88% over the same period. We are not yetreporting on Scope 3 emissions, but we are working
closely with our industry peers to help develop thisframework.

We are on track with our Environmental Group Targets
for 2030, with positive progress made by our hotels inmeeting their individual property targets.
Energy audits in our hotels at three-year intervals provide
insights to hotel operations, which inform recommended
strategies and efficiency projects. Six energy audits
were performed in 2022 in line with guidance fromthe American Society of Heating, Refrigerating andAir-conditioning Engineers Procedures for Commercial
Energy Audits with estimated future savings of
US$1.1 million per annum.
We have continued our hard work of eliminating 99%
of single-use plastics across all operations in 2022
excluding supplier packaging. We estimate our efforts
avoid more than 930 metric tons of plastic waste yearly.

Mandarin Oriental Ritz, Madrid

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

Continuing our responsible procurement endeavours from2021, our key priority categories of endangered seafood,coffee, tea, cocoa, vanilla and paper achieved 100%
responsible sourced status, verified by Lloyd’s Register
Quality Assurance, our independent third-party assurance.

WELCOMEWe achieved a 30% carbon intensity reduction,
31% energy intensity reduction, and 16% water
intensity reduction against our 2012 baselines.

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The wellbeing of guests remains a top priority.
In 2022, we achieved an average group score of 93.4%
for our Safe and Sound audit, a solid achievement with anincrease of 0.65% from 2021. The year-end guest survey
result also found that 87.6% of guests were satisfied withMandarin Oriental’s sustainability efforts.

Our colleagues are the core of deliveringlegendary service, and we prioritise
supporting mental and physical healthand wellbeing.
We also place great emphasis on growing our talentand supporting diversity and inclusion throughout our
workforce – in 2022 two female senior managers partook
in a leadership programme with INSEAD.

Social impact is very important to us, as we
strive to provide support to the communities
in which we operate.

Greenview conducted a sustainability risk assessment for us,
taking into account climate, water, socioeconomic factors,
biodiversity and regulations for all 36 properties, where risks
and opportunities were identified and put in practice.
This sustainability report is different from our previous
reports – we are reducing our environmental impact by
publishing the report as PDF only to reduce our digital
carbon footprint, and ensuring all the key messages are
succinct and strong. We have created a more accessible andinclusive report which is more reader friendly and includes
an audio recording of the full report.

Mandarin Oriental, Bangkok

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

We stay true to our guiding principles:delivering service excellence to ourguests, supporting the development of ourcolleagues, serving the communities where
we operate, and acting with responsibility forour planet.

WELCOMEIn 2022:» 426 social impact initiatives were conducted bycolleagues.
» 19,000 volunteer hours were carried out by colleagues.
» USD$ 1.69M donations were made in total fromcolleagues and the Mandarin Oriental Foundation.

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letter fromthe Group
Chief Executive
James Riley

Sustainability is about doing
the right thing by ourselves,by our colleagues, by our families,
and by the planet.
Sharing the global concern regarding the climate crisis,

understanding of sustainability, to keep questioning

we continue to explore decarbonisation opportunities andand challenging the prevalent and varying ideas in society,ensure steady progress towards our 2030 environmental

and reexamine how we can conduct ourselves in a moretargets with property-led initiatives to reduce energy,

sustainable fashion in our daily lives.

switch to renewables, conserve water, and reduce waste.

Of course our industry can never be entirely sustainable,

We conducted a sustainability risk assessment for our

but we can endeavour to do our utmost to minimise ourportfolio to broaden our understanding of where to focus

planetary impact and act with responsibility. Luxury does not

our ongoing efforts. In 2023, we will continue to drive ourhave to be wasteful, and we can choose to support ethicalefficiency initiatives with an increased focus on improved

supply chains with integrity. Mandarin Oriental is a relatively

waste management.

small player on the world stage, but from the strength of our

We encourage our colleagues to challenge the statusbrand, we use our voice to advocate for change along thequo and share thoughts on how Mandarin Oriental canvalue chain. This enables us to influence other key players
in the market and the industry and bring our stakeholders
and partners along with us on our sustainability journey.

advance sustainability. Colleagues’ continual learning
is ingrained in our company culture, and 100% of ourcolleagues have completed our annual sustainability

2022 was an important year in making substantial progress

training. We are providing additional paid leave fortowards our sustainability goals and commitments, and wevolunteering in 2023, with every employee eligible forare proud to have achieved considerable success throughone paid day a year for charitable causes, to empowercollective action. We appointed Lloyd’s Register Quality

colleagues to interact with their communities andAssurance as our third-party auditor to verify each hotel’scontribute to causes close to their hearts.

compliance with our key commitments.

Our conviction for doing the right thing must resonate,

We have broadly achieved our target to eliminate single-

above all, with our guests, and our resulting sustainability

use plastics where possible, achieving an estimatedinitiatives with consumers rather than statisticians.

99% elimination across our operations and diverting
approximately 930 tonnes of plastic waste per annum
from landfills. Supplier packaging is excluded from ourestimated impact, although we continue to work closelywith our suppliers to eliminate single-use plastics. We
have advanced our responsible sourcing commitments,

Staying true to our guiding principles – delivering service
excellence to our guests, supporting the development ofour colleagues — we continue to serve the communities inwhich we operate, acting with responsibility for our planet.
Thank you all, sincerely, for joining us on this journey.

verifying 100% responsibly procured coffee, tea, cocoa,

James Riley

vanilla, paper, and avoiding endangered seafoods.

Group Chief Executive

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

WELCOMEWe always aim to enhance our knowledge andBACK TO CONTENTS

Mandarin Oriental’s collection of luxury hotels andresidences are found in the world’s most desirable
destinations – and with this comes a great sense ofrespect and responsibility. Our vision is to pursue
A World of Fans. Through this vision, we areextending our commitment to hospitality excellence
to all our customers, colleagues and communities.

36 hotels

09 residences

36 countries/territories

8,218 rooms
12,644 colleagues

EUROPE, MIDDLE EAST & AFRICA
LuzernBarcelona

MadridBodrumMarrakech

Doha

Milan

Dubai

MunichGenevaParis

Istanbul

PragueLake Como

RiyadhWELCOME

Abu Dhabi

LondonASIA-PACIFICAMERICAS

Bangkok

Sanya

BostonBeijingShanghaiCanouan

Guangzhou

Shenzhen

Miami

Hong Kong

Singapore

New York

Jakarta

Taipei

Santiago

Kuala Lumpur

Tokyo

Macau

Our People8

by EMPLOYMENT

by AGEby GENDER
14.7%
OVER 50

32.9%
UNDER 30

CONTRACTS

40.7%
FEMALE
59.3%
MALE

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98.1%
Full-time
52.5%
30–50

MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

1.9%
PART-TIME

Mandarin Oriental, Bangkok

SUSTAINABILITYIMPACT & ESG

BACK TO CONTENTS

Enhancement of ESG Policies
Faced with the complex, interlinked challenges of climate change and social equity,
the globally-recognised Environmental, Social and Governance (ESG) framework has
helped us shape group policies that maximise our environmental and social impact
within our destinations and supply chains.

Environmental Impact
In 2022, we updated our Code of Conduct to incorporate sustainability into every
level of decision-making. We adopted an Environmental Policy centred around ourgreen commitments – including improving energy, water and material sourcing
efficiency, reducing waste, and engaging stakeholders in sustainability efforts.
We also disclosed climate-related financial risks in our first TCFD (Task Force on
Climate-related Financial Disclosures) report as published in our Annual Report 2022,
as part of our commitment to measure and manage how climate change will likely
impact our business.
While our energy use and emissions rose in 2022 from a 2012 baseline, due to thegrowth in the number of hotels, spanning a floor area of 574,935 m2 in 2012 to more

In line with our industry’s pace, we are not yet reporting our Scope 3 emissions, but weplay an active role as advisory members in the development of the hotel industry-specific
Net Zero Methodology for Hotels – a joint initiative with a wide range of stakeholders,launched as part of the Glasgow Declaration at COP 26 in Glasgow. A breakdown of our
Scope 1, Scope 2 and Scope 3 emissions can be found in the appendix.

Social Impact
Our updated Diversity & Inclusion Policy is centred around fostering a diverse andinclusive working environment, fair HR practices, and career support for colleagues.
We have always been against modern slavery and human trafficking, but our new
Human Rights Policy promotes understanding of these key issues among our
suppliers. This, together with the newly instituted Supplier Code of Conduct, outlines
our intention to work with suppliers who meet our responsible procurement criteria
and take social sustainability practices seriously.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

Mandarin Oriental, Bangkok

S U S T A I N A B I L I T Y I M PA C T A N D E S G

than double at 1,315,007 m2 by 2022, our energy intensity per metre square fell by
27% from a 2012 baseline, while renewable energy use rose from 4% to 8% over thesame period. Our Scope 1 emissions reduced from 16% in 2012 to 12% in 2022, while
our Scope 2 emissions increased from 84% to 88% over the same period, which may
be attributed to a mixture of using more electricity rather than gas or diesel in our
kitchens as well as for heating, and a few more hotels using heating from city sources,
such as at Mandarin Oriental Wangfujing, Beijing.

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GovernanceOur sustainability governance structure contains five tiers, comprising seven groups, namely the
Executive Advisory Panel, Sustainability Department, Sustainability Leadership Council, Diversity &Inclusion Council, Task Forces, Working Groups and Sustainability Champions and Committees.
This structure enables us to collaborate effectively and harness synergies across the group.

EXECUTIVE ADVISORY PANEL
Chaired by our CEO with external technical advisory provided by Greenview,
it defines key priorities for the group and provides resources and mechanisms
for accountability. It meets at least once every quarter.

SUSTAINABILITY DEPARTMENT

DIVERSITY & INCLUSION(‘D&I’) COUNCIL
Comprising group and property-level
colleagues, it focuses on enhancing
employee engagement and driving
D&I-relevant performance.

SUSTAINABILITY
LEADERSHIP COUNCIL
Comprising group and propertylevel colleagues, it filters thematic
priorities into workstreams andfocused action points to be
implemented by the Working Groups.

TASK FORCES
Comprising group and propertylevel colleagues across various
departments to solve specificchallenges, gaps, and risks that aretransversal. They come together fora finite period of time to collaborate,
solve and implement solutions.

WORKING GROUPS
Comprising group and property-level colleagues, they address specific sustainability
topics and can either be permanent or temporary as needed.

SUSTAINABILITY CHAMPIONS& COMMITTEES
Comprising colleagues who are passionate about sustainability, a committee has been
established at every property. They advance the group’s sustainability commitments byleveraging group-wide sustainability programme resources and then identify innovation
initiatives that are specific to their location.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

S U S T A I N A B I L I T Y I M PA C T A N D E S G

Led by the Group Director of Sustainability and Director of Sustainability, Global
Development, it bolsters efficiency in internal coordination and strengthens mechanisms forverifying compliance and supporting sustainability improvements across the properties.

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our WORKING GROUPS& FOCUS AREAS

Diversity & Inclusion Council
Support a cultural shift that proactively encourages D&I throughleadership commitment and accountability, group-wide awarenessand engagement activities.

Environmental Impact
Develop group and property-level energy, carbon, water andwaste inventory management plans, which serve as the basis
for progressing towards 2030 Environmental Targets.

Eliminate single-use plastic and identify responsible
procurement and waste management opportunities in F&B.

Green Development
Develop and roll out internal guidance on integrating
sustainability across property development, design, andpre-opening phases.

Green SpasEngage guests and the wider community in health and wellness
activities, go paperless with digital innovations and continue toeliminate single-use plastic, and identify responsible procurement
opportunities in our spas.

Marketing & Communications
Strengthen internal sustainability communication processes anddevelop creative resources for external communication with guests.

Residences
Develop sustainability best practice sharing across residences
and identify ways to become a sustainability resource for residents.

Rooms & Quality
Introduce new sustainability Legendary Quality Experiences,go paperless with digital innovations and continue to eliminate
single-use plastic and identify responsible procurement
opportunities in rooms & quality.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

S U S T A I N A B I L I T Y I M PA C T A N D E S G

Food & Beverage Impact

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introducing the
Sustainability
Department
Mandarin Oriental’s dedicatedsustainability department wasformed in 2022 to honour ourgroup's desire to ‘do the right thing’— an ideology that has prevailed
since its very beginnings.

Iris Lam, Director of Sustainability, Global
Development, drives the strategy and leads the dayto-day function of the sustainability department. Iris
has been a part of Mandarin Oriental’s sustainability
governance structure since its 2018 inception;
she was previously a member of the Sustainability
Leadership Council as the F&B Impact Working Group
lead. Her experiences as a global food and beverage
specialist in design and development for more than adecade in corporate and operational contexts helps
drive win-win solutions for Mandarin Oriental, suchas responsible procurement commitments, singleuse plastic-free operations, decarbonising the value
chain, reducing waste and preserving biodiversity
for future generations. Iris combines a deep love ofdesign with a curiosity for cutting-edge commercial
and climate solutions.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

Florence Kwan, Sustainability Project Manager,transferred from working in revenue managementat Mandarin Oriental, Hong Kong to steer projectplanning and management, data analysis and reporting.
She also supports internal communications as a
key content developer. With more than a decadeof practical working experience in hospitality,
Florence exemplifies how the group is developing
sustainability talents from within.
Angelica Klein, Sustainability Coordinator, comesfrom a background of sustainability consultancies
and start-ups, having been an independent,
external sustainable food auditor for the Hong
Kong properties. Her passion and enthusiasm forbuilding a sustainable future shine through in her
project coordination, governance team support,
developing internal communications content, and asa sustainability ambassador for the group.

In less than a year, our dedicatedsustainability department has
demonstrated a strong synergy, and
we look forward to activating moreengagement and advancing climate
awareness at Mandarin Oriental.

S U S T A I N A B I L I T Y I M PA C T A N D E S G

Guiding principles include bolstering efficiency ininternal coordination, strengthening mechanisms forverifying compliance and supporting sustainability
improvements and colleague-led initiatives acrossall properties. Three full-time colleagues represent
a diversity of experience and female leadershipalongside Torsten van Dullemen, Group Director of
Sustainability, collaborating with motivated colleagues
and stakeholders from around the world so that
Mandarin Oriental has a positive impact on our people,
our communities, and our planet.

Mandarin Oriental, Bodrum

DOING THE RIGHT THING

for our

PLANETBACK TO CONTENTS

More than ever,deeper considerationof the climate is vitalin luxury hospitality.
This is not a new concern for us as a hotel group,
having been monitoring and measuring our impact
for many years. In 2022, we began amping up ourprocesses for gathering, calculating and maintaining
our energy, carbon, water and waste data in a groupwide Inventory Management Plan. Environmental
catastrophes are happening everywhere – asverified by the IPCC: this is directly linked tohumans overconsuming and emitting planet-heating
greenhouse gases. And it is universally acknowledged
these need to be taken more seriously by our industry.

THE GROUP MEASURES SUSTAINABILITY BY
BREAKING DOWN OUR GOALS INTO 4 PILLARS:

GuestsColleagues

Community

PlanetWithin these pillars, we have structured
group goals and hotel-specific goals and targets.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

GREENVIEW:Our Sustainability Software
Climate change is no longer a distant reality. We
have been measuring energy, emissions, water
and waste since 2012, using Greenview Portal
since November 2019, and working towards
reduction targets by 2020. Greenview supports
Mandarin Oriental’s sustainability programmewith the Greenview Portal, a sustainability data
management system that allows us to monitor our
progress and collective impact as a group, andindividually at each hotel. We regularly
open-source environmental targets and progress,and messages that matter, to internal andexternal stakeholders, using annual sustainability
reports, press releases, social media campaigns,
champions calls, and an internal intranet
system. We are also committed to align with theindustry criteria set by the Global Sustainable
Tourism Council, the non-profit initiated by acoalition of UN agencies, and we are on track
to receive official GSTC Recognition in 2023.
Individual hotels are encouraged to obtain GSTC
Certification at the same time.

FOR OUR PLANET

As we work towards our 2030 Environmental Targets
and weigh up more environmentally responsible
practices across our operations, we aim to demonstrate
how better efficiencies can contribute to long-term
profitability. Mandarin Oriental, of course, complies withenvironmental laws and regulations, but we are now
actively monitoring our progress toward energy, carbon,
water and waste reduction, as well as responsible
procurement in the regions we operate. In 2021,
we set new group targets for the decade, our 2030
environmental targets.

BACK TO CONTENTS“Increasingly, hotels need to manage the myriad risks relating to sustainability. These include
the obvious physical effects of climate change and water scarcity, but also the potential
impacts of policies that governments will put in place themselves. On the other hand, a hotel
can evaluate a wider range of data within the community and its habitats. By connecting aportfolio-wide assessment of risks, hotels are able to better value the actions to conserve
resources, and prioritise local actions to help address threats to species and protected areas,
as well as focus social impact efforts on issues identified within the community at property
level, and identify common themes and scalable actions across the portfolio.”— ERIC RICAURTE, FOUNDER & CEO, GREENVIEW

the BIGGER PICTURE
We actively use the Greenview Portal to trackdata and monitor progress against ourenvironmental targets.

We are an advisory council member of the Cornell Hotel
Sustainability Benchmarking Index, an industry-led
initiative to develop global benchmarking data onenergy, water, waste and carbon emissions.
We are committed to aligning with the industry
criteria set by the Global Sustainable Tourism
Council (GSTC), the sustainable tourism non-profit
initiated by a coalition of UN agencies. We seek topursue formal GSTC Recognition in 2023.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

FOR OUR PLANET

Previously, we set common targets for all properties, but this approach ignores the individual context, circumstancesand priorities. Now, we set property-specific targets. Every property is unique – for example, water risks are notdistributed evenly across the world, electric utilities run on different types of energy sources and on-site equipment
efficiency also varies. By implementing a tailored approach, we prioritise what is most important for each property.
An annual inventory for energy, carbon, water and waste figures will be maintained, enabling property-specificbaseline, targets, and year-on-year comparisons. The group’s performance targets will be established based on thetargets set by each property and a performance projection for new property openings.

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Climate & Carbon
Monitoring and reducing our footprint
When talking about climate adaptations, the business
community often refers to impacts with an in the futuremindset, but we are committed to the right now withan eye on a resilient future — faster than is happening
across the sector. In 2022, the world experienced an
unprecedented strain on natural resources due togeopolitical issues and climate change; this meant risingenergy costs and supply chain and logistic challenges.
A long-standing group environmental protocol has let us
manage anticipated climate-related physical risks andreduce our carbon footprint.

Risk Management Framework
THIRD-PARTY ASSESSMENTS FROM ISO AND COSO

Aligning with the ISO 31000 and COSO principles
helped identify, assess, and define strategies to monitor
and consider location-specific mitigation measuresfor climate-related risks, including insurance plans fornatural disasters, increased use of renewable energy,
and energy and water efficiency initiatives.

M A N DA R I N O R I E N TA L , S H E N Z H E N

How our coffee is helping
nurture wetlands andmangroves
We support the Shenzhen Mangrove
Conservation Foundation’s habitats for
migratory birds in Shenzhen Bay by donating
RMB 1 to this charity for every cup of coffee
ordered at The Mandarin Cake Shop, Bazaar
and LIAN Lounge. Team members have also
actively participated in MCF’s activities,
such as helping remove just under 100kg ofinvasive plants in Futian Mangrove EcologicalPark. It was helpful and rewarding to gaina deeper understanding of the mangroves,the importance of protecting migratory birds,
and their interconnected role in biodiversity.
Mangrove forests are essential for flood
protection, erosion reduction, carbon storageand nurseries for fish and crustaceans.

“Hospitality is responsible for 1% of global carbon emissions, with hotels
accounting for around 21% of the industry’s total emissions. Adding to this, 18%
of food bought by the hospitality and food service industries is wasted each year,
and in some locations, hospitality accounts for eight times more water used perperson than the local population.”— SUSTAINABLE HOSPITALITY ALLIANCE’S BUSINESS CASE FOR SUSTAINABLE HOTELS REPORT17|

MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

FOR OUR PLANET

In addition to self-monitoring across all properties, in
2022, we engaged a third-party consultant to conduct
a sustainability risk assessment for our portfolio. Thishighlighted individual hotels’ exposure to climate, water,
biodiversity, and socioeconomic and sustainabilityrelated regulatory risks. The evaluations analysed acute(floods, droughts and cyclones) and chronic (change
in long-term precipitation, temperature and sea levelrise) physical risks, as well as transition risks (change insustainability-related policies).

S U STA I N A B I L I T Y I N AC T I O N :C A R B O N S E Q U E S T R AT I O NBACK TO CONTENTS

Mandarin Oriental, Jakarta

EnergyAs a sector, deferring to science to inform the most impactful changes makes sense.
Energy audits across our hotels at three-year intervals have provided insights into
hotel operations, reflected in efficiency, coordinated by a close collaboration between
the group sustainability department and group engineering operations. Six energy
audits performed in 2022, in line with the American Society of Heating, Refrigerating,and Air-conditioning Engineers Procedures for Commercial Energy Audits, haveestimated future savings of US$1.2 million annually.

2022 PROGRESS

2030 TARGET

Carbon Intensity

REDUCTION

REDUCE
Carbon Intensity
byper sq m from a 2012 baseline

31 %Energy Intensity

REDUCTION

per sq m from a 2012 baseline

50%

REDUCE
Energy Intensity
by

30

%

S U STA I N A B I L I T Y I N AC T I O N : WAT E R - C O O L I N G WO N D E R
M A N DA R I N O R I E N TA L , M U N I C H

A little less chilled, a lot of savings
The hotel team observed that the chilled water supply in thecentrifugal chiller – part of the air-conditioning system – was set to 6⁰C.
They optimised the system and increased the chilled water supply temperatureby 2⁰C. Through this, not only have we been able to improve the room
experience for the guests but we were able to have 16% energy reduction
annually against our initial target of 4%.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

FOR OUR PLANET

30%

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RENEWABLE ENERGY
To mitigate climate change, we must all do our part intransitioning from the world’s reliance on fossil fuels toa greater use of clean energy. Our use of renewables
doubled year-on-year, reaching 8% of our total energy
use in 2022. We intend to continue working towards
reaching our 15% goal by 2030. Fewer properties
than many might appreciate are suited to solar panel
installations, so we encourage properties to selectsources that suit their needs.

M A N DA R I N O R I E N TA L , G UA N G Z H O USolar heating and heat pumps
Installing an energy-saving and emission-reduction
system that combines photovoltaic panels andheat pump systems in the rooftop areas of thehotel has resulted in extraordinary annual gas
savings of 152,000m³ and annual cost savingsof RMB 460,000 (USD$66,700), with a return on
investment expected — in less than 38 months.

2022 PROGRESS

Mandarin Oriental, Bangkok

8%

Total Energy Usefrom certified

RENEWABLE
SOURCES19|

MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

2030 TARGET
at least

15%

RENEWABLE
Energy Use

FOR OUR PLANET

Mandarin Oriental, Santiago received a certificate
commemorating their efforts to ensure that all theenergy received from 1 April to 31 December 2022
came from non-conventional renewable energy sources
via the Chilean electricity grid. In addition, our hotels
purchase renewable energy from certified sources,
such as Renewable Energy Certificates and Power
Purchase Agreements. Mandarin Oriental, Santiago has
installed a set of solar panels for providing electricity forthe lighting and irrigation system at the rooftop terrace.
The solar panel installation is part of a larger green
rooftop project to increase biodiversity througha vegetable plot, fruit trees and beehives.

S U STA I N A B I L I T Y I N AC T I O N :GREEN ENERGYBACK TO CONTENTS

Transport
Driving electric power

Greener transportation could be considered low-hanging fruit in thetransition towards cleaner fuels. We have invested greatly in charging
stations, and give guests the option to choose green transfers whilestaying with us. 71% of our hotels offer electric or hybrid hotel cars
— an 8% increase since 2022.

FOR OUR PLANETS U STA I N A B I L I T Y I N AC T I O N : E L E C T R I C C A R S
M A N DA R I N O R I E N TA L M U N I C HElectric Porsche Taycans
Just under 80% of our hotels offer electric or hybrid cars forhotel transfers. In partnership with the iconic German automobile
brand, Mandarin Oriental, Munich offers guest transfers in thesefully electric sports cars. They have an impressive range of up to
400 km, and the hotel’s garage charges them using local
green-energy supplier Stadtwerke München.
Mandarin Oriental, Munich

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Water

Every drop counts
Water conservation is a multi-dimensional issue,
and we continue to actively engage our colleagues
and guests to reduce, reuse and recycle water. Withless than 3% of freshwater available, it is one of the
Earth’s most precious natural resources, which isincreasingly threatened. At Mandarin Oriental, we
have our eye on conservation innovations and havetrained our colleagues on the importance of watersaving initiatives. The group sustainability department
and group engineering operations collaborate closely
to ensure that all properties have achievable targets
for water reduction. Regular audits allow for real-timedata and recommended adjustments to operations. An
exhaustive water risk assessment is conducted every
two to three years, with the next due in 2025.

2022 WATER RISK ASSESSMENT
We conducted a full sustainability risk assessment
and the outcome regarding water was that at least
50% of portfolio (by floor area) have high or very
high risks for both baseline and future water stress.
Another key finding was that over 70% of theportfolio will likely see increased operating costs inthe next five years due to water risks. Understanding
property-specific climate and water risk levels allows
us to better prioritise investments, assess insurance
coverage adequacy and implement preventive
maintenance and adaptation action plans.

2030 TARGET

16

40

%

Water Intensity

REDUCTION

per sq m from a 2012 baseline

Mandarin Oriental Bosphorus, Istanbul

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022%

Water Intensity

REDUCTION

per sq m from a 2012 baseline

FOR OUR PLANET

2022 PROGRESSBACK TO CONTENTS

S U STA I N A B I L I T Y I N AC T I O N :GREEN LINEN PROGRAMME
We have standardised this across the group to
be an ‘opt out’ programme, in alignment withindustry best standards, including the LQA andForbes. Laundry is a significant area of wateruse. Guests now have their linens and towels
changed every third day by default and can
opt in to have them changed more frequently.
Most Mandarin Oriental hotels depend onmunicipal water supplies, which account for
73% of our total water supply. The remaindersources come directly from desalination plants,
groundwater, and recycled water. For example,
Mandarin Oriental, Canouan uses desalinatedwater and Mandarin Oriental, Bodrum
predominantly uses groundwater purified byreverse osmosis.

FOR OUR PLANET“Hotel laundry operations are a prime example of the challenges
linked to water-energy nexus that is: the relationship between water and energy
consumption. Laundry operations can account for up to a 20% of energy usage
and 15% water consumption in hotels.”— PROFESSOR DR WILLY LEGRAND, AUTHOR ‘SUSTAINABILITY IN THE HOSPITALITY INDUSTRY:PRINCIPLES OF SUSTAINABLE OPERATIONS’ (FOURTH EDITION, 2023, PUBLISHED BY ROUTLEDGE)S U STA I N A B I L I T Y I N AC T I O N : WAT E R - SAV I N G TA P S
M A N DA R I N O R I E N TA L J U M E I R A , D U B A I

Halving water use across all restrooms
A water conservation strategy is vital in this desert destination,and installing water-saving taps in both the front andback-of-house restrooms resulted in a 50% reduction inwater consumption in just one month of installation!

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Waste

Revolutionising reduction, reuse, recycling
We are on track with commitments to reduce waste intensity by 50% by 2030, sending less waste to landfill thanks
to better segregation, and following our mantra ‘reduce, reuse, recycle, upcycle’, supporting our transition to acircular economy.

Waste monitoring is key

Better measurement
allows better management

More than 20% of hotels haveinstalled food waste digesters
Minimising food waste
A stand-out challenge across hospitality, this isespecially important to tackle, since organic waste
contributes up to 10% of global greenhouse gas
emissions, according to the UNEP Food Waste
Index 2021. We consider the growing, processing,
manufacturing, and transportation of all food in
our ecosystems. Our initiatives include colleague
educational campaigns, donating excess edible foodand diverting what is left through anaerobic biodigestors, creating compost and converting to green
energy, animal feed and fertilisers.
S U STA I N A B I L I T Y I N AC T I O N : WAS T E
THE LANDMARK MANDARIN ORIENTAL, HONG KONG

Upcycling linen napkins
Our naturally-tinted highest-quality
cotton napkins avoid environmentally-unfriendly
industrial bleaches in their manufacturing, and they
are part of our circular waste innovations. Mil Mill isthe first local pulp mill and education centre; theytake all of our end-of-life linens, work their magic,
and return them to us reborn as recycled paper
towels and eco-friendly toilet paper.

Artificial-Intelligence-Powered Food Waste Monitoring Systems
Winnow Vision’s award-winning AI-powered system is being trialled in many of our kitchens (spanning four
properties representing each major operating region), with a potential roll-out across all properties in 2024. By
identifying more than 600 food items, it overtakes human levels of accuracy in identifying waste. This advanced
food-waste-management technology and data analysis helps inform the team in how to optimise portioning.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

FOR OUR PLANET

Better measurement allows better management.
Segregation involves sorting waste into more than
20 categories, including paper, glass, plastic, organic,
and metals. Our sustainability department works
closely with our engineering and operations teams at
all levels to ensure this happens. Together we ensurethat all properties have achievable waste reduction
targets in place. Waste figures are recorded byeach property every month with two waste metrics:
waste intensity and waste diversion. Best practices
are shared through internal platforms, including oursustainability site and social app MyMO, driving ourtransition to a circular economy, across the board.

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2022 PROGRESS

2030 TARGET%
51
Waste Intensity

REDUCE

REDUCTION
per sq m from a 2012 baseline

Waste Intensity
by

50

%

Food waste contributes up to 10% of global greenhouse gas emissions- ACCORDING TO THE UNEPM A N DA R I N O R I E N TA L , JA K A R TA

Biopore Infiltration holes
730kg of food waste has been repurposed
through this programme to improve soil
condition and support efficient absorptionof rainwater since 2019. The way it works:
gateways capture rainwater and minimise
run-off allowing more hydration to penetrate
the soil. The holes are filled with organic
waste, luring microorganisms which act as soil
engineers, helping accelerate absorption.

M A N DA R I N O R I E N TA L , PA R I S

No more breakfast buffet
Hesitant at first, guests now largely support ourdecision to serve breakfasts à la carte, as they
appreciate and understand this is an effort to tackle
unnecessary overconsumption. When faced witha generous buffet, it is hard not to be tempted toover-serve ourselves or select more than we caneat. This spares superfluous resources from being
prepped and means less leftovers and their ensuinggreenhouse gases emissions.

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FOR OUR PLANETS U STA I N A B I L I T Y I N AC T I O N : WAS T E

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DesignGreener architecture and construction
Mandarin Oriental, Barcelona

Considering more sustainable construction and embodied carbon
needs to be a focus for all hospitality properties. Our development andtechnical services team recognises the impact of our buildings on theenvironment and rolled out our Product Standards & Guidelines (PS&G)
for Responsible Hotel Development (RHDG) in 2021. The purpose of
the RHDG is to provide documentation for all colleagues, owners anddesigners to refer to when addressing sustainability in design andconstruction. Since then, we have continued to monitor and amend theguidelines, where appropriate, to ensure our standards are current.

The built environment andconstruction sector accounts forjust under 40% of global carbon emissions– WORLD GREEN BUILDING COUNCILS U STA I N A B I L I T Y I N AC T I O N : G R E E N B U I L D I N G AS S E S S M E N T
M A N DA R I N O R I E N TA L , K UA L A LU M P U R

Top SEDA rating for the third year
The hotel received a Three Diamond Rating in the Voluntary Sustainable Energy Low Carbon Building
Assessment GreenPASS, driven by Sustainable Energy Development Authority in Malaysia. This third-yearin-a-row assessment result facilitates local authorities to develop a common carbon metric for low-carbon
city development. MOTAC — the Ministry of Tourism, Art & Culture — also awarded the hotel an Asean Green
Hotel Standard award, an initiative dedicated to promoting sustainable tourism practices.

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FOR OUR PLANETThe PS&G guidelines are intended to provide a quality standard ina hotel’s finished facilities and environment that will allow Mandarin
Oriental to continue delighting our guests and creating hotels with asense of place. Responsible hotel development includes consideringand integrating sustainability principles during all phases of new
developments and major refurbishments, as well as finding areas of
improvement within our current operating properties. A great exampleof RDHG in action is the upcoming Mandarin Oriental, Costa Navarino,
our first hotel in Greece equipped with a solar farm and water
reservoir, scheduled to open summer 2023.

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Plastic

Eliminating single-use
Every year, about eight million tonsof plastic waste enters our oceans.

The group is committed to eliminating all single-use plastic across allareas of our hotels, including rooms, spas, transport, restaurants andbars and in back-of-house areas not seen by guests, such as offices,colleague areas and kitchens, also encouraging suppliers to explore
using a reusable model where possible. For housekeeping products,
every property is encouraged to purchase in bulk, ensuring packaging
is returned to suppliers, closing the loop.

big wins FOR PLASTICS AVOIDED EACH YEARTONNES
7,700K 4,900K 1,800K 294 METRIC

Water Bottles

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Bath Amenity
Bottles

F&B Takeaway
Items

MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

Garbage Bags

TONNES
168 METRIC

Cling Film andFood Vacuum Bags

FOR OUR PLANET

Mandarin Oriental first set its ambitious goal of a total ban on singleuse plastic in 2018, intending to reach 100% eradication by March 2021.
Although we fell short of our initial goal due to restrictions imposedby the COVID-19 pandemic, we eliminated 99% of single-use plastic
in our operations by the end of 2022, excluding supplier packaging.
We conducted a sizing exercise with Greenview in 2021 on our mostcommonly used single-use plastics to approximate our collective
impact. By relentlessly pushing through on this commitment, we haveavoided more than 930 metric tons of plastic waste yearly.

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It takes more thanfollowing a set of
guidelines to makechange.
We foster a sense of responsibility with colleagues, which brings us to strive towards our 100% single-use
plastic elimination goal. We encourage the properties to apply innovative changes to operations. For example,
where possible, remove garbage bags and adopt new standard operating procedures to empty and sanitise.

Third-party assessment with LRQA

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

Our colleagues were encouraged to identify singleuse plastic items and solutions. They are equippedwith sample checklists, guidelines, training, andsharing of best practices and solutions over quarterly
Sustainability Champions calls, case studies and via theinternal social app, MyMO.

Working with our value chain
We work closely with our suppliers to identify ecoalternatives that meet our sustainability requirements.
We carefully selected and have partnered with an ISOcertified hospitality products supplier, Palatino, to designa full range of bespoke guest rooms amenity collections
to improve products to meet our quality requirements
and uphold our sustainability commitments. Challenges
include the hygiene mandates of local authorities andtackling the packaging that comes in from small-scale
suppliers. We do our best to stipulate that suppliersmust find eco-friendly solutions — and welcome any
ideas and innovations.

FOR OUR PLANET

We have been tracking our single-use plastic progressover the past few years. In 2022, we strengthened ourreporting process by engaging an independent third
party, Lloyd’s Register Quality Assurance, to verify ourhotels’ single-use plastic elimination status together
with the use of Greenview Portal as our sustainability
management system. While our relatively small footprint
limits our contribution to global plastic reduction, we
are in a strong position to inspire important changes in
the industry, such as normalising plastic-free supplierpackaging.

Empowering colleagues to identify
solutions

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Suppliers &Procurement
Our responsible procurement policy is made available to all in our supply chain. Guidelines ensure that
ingredients are grown using sustainable agricultural practices and farmers have been paid a fair, decent wage.
The group is strictly against any form of forced labour, child labour or unacceptable working conditions,which are included in full in our Modern Slavery Statement 2022 published on the company website.

Ethical, respectful, responsible

Certifications required, LRQA approved
We require all our hotels to self-monitor their ongoing
responsible procurement status and continue to be
independently verified. LRQA, our third-party independent
auditors, will verify that all suppliers or distributors forour priority categories have provided assurances orcertifications that their products meet our fair, equitable
and sustainable standards. We must continue ourengagement in strategic industry sessions, such as theHong Kong Sustainable Seafood Coalition, while the latest
findings from industry experts inform our sustainableseafood programme.

Responsible honey programme
Bees play a vital role in nature through pollination, andto support healthy native bee populations globally,
having professionally-tended urban beehives or
resting points is essential for creating safe havens.
Protecting and enhancing bee populations is essential
to supporting local biodiversity and food security, andour programme has been running for more than five
years, with on and off-site beekeeping incorporated
into the operations when we launch new hotels. Eight ofour hotels have on-site hives, and our other hotels havepartnered with local beekeepers in the community toharvest honey and support local bee populations.

Landmark Mandarin Oriental, Hong Kong

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Mandarin Oriental, Santiago

FOR OUR PLANET

Mandarin Oriental continues to pursue the ethical sourcing
of coffee, tea, vanilla and cocoa, and the avoidance ofserving any endangered seafood species as detailed in
the MOHG Avoid List, aligned with the latest 19 species
listed in the WWF Endangered Seafood Guide. Ourconsiderations extend beyond edible products to 100%
sustainably-certified paper for all hotel areas. By the endof 2023, we will ensure we only serve cage-free eggs andresponsibly-sourced sugar. We continue to keep up todate with industry best practices.

The efforts of the group’s restaurants have not goneunnoticed. We are proud to share that Amber at The
Landmark Mandarin Oriental, Hong Kong, received a
Green Star in the 2023 Michelin Guide, in addition to its
two Michelin stars for 15 consecutive years since 2008 inrecognition of its sustainability efforts.

Mandarin Oriental, Marrakech

DOING THE RIGHT THING

for our

PEOPLEBACK TO CONTENTS

Human wellbeing is
deeply intertwinedwith our naturalenvironment.

At Mandarin Oriental, oursustainability commitments gobeyond the environment as we
strive to ensure socio-economic
benefits for all the people andcommunities our work touches.

our STAKEHOLDERS
LocalsWe empower our guests tobecome decision-makers in oursustainability programmes.

We engage with communities
through local organisations,employ and upskill local talent, andsupport causes close to the heartsof our colleagues.

Industry

Colleagues

Participating in the Net Zero
Methodology for Hotels, Cornell Hotel
Sustainability Benchmarking Index andGreen Lodging Trends Report, helps
us raise our collective sustainability
ambitions in luxury hospitality.

Our Safe and Sound programme
promotes health and safety. We
work hard to develop talents
through career development
plans, and engage ourcolleagues to advance thegroup’s sustainability.

Owners andDevelopers

Shareholders

We maintain close partnerships andcommunications — from design anddevelopment to construction andmanagement with sustainability a
key consideration across all phases.

NGOs and Advisors:
We discuss our sustainability goals
with thought leaders across travel andtourism. Greenview sits on our EAP as
an advisor, and we also partner withinternational and local NGOs.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

We hold discussions with ourcontrolling shareholder Jardine
Matheson Group, on climate risk
management and sustainability
progress, for both transparency
and feedback.

Vendors, Suppliers,
Contractors:
Responsible procurement
opportunities are continually
researched and promoted within
our supply chain.

OUR PEOPLE

GuestsBACK TO CONTENTS

Our Guests
Legendary service is a longstanding
hallmark of Mandarin Oriental — andit is at the heart of luxury hospitality.
As well as our dedication to service excellence, we invite guests
to participate in a more responsible approach to luxury. We arefocused on doing the right thing for places, colleagues, guests andcommunities, offering guidance so that all our hotels can prioritisesustainability – this includes mystery shopping visits to verify
standards and raising awareness around impact.

Activation & Communication

Mandarin Oriental Hyde Park, London

S U STA I N A B I L I T Y I N AC T I O N : G R E E N E R R E TA I L

M A N DA R I N O R I E N TA L J U M E I R A , D U B A I

Eco-conscious concept store
Kind by M.O. is a beachside store selling
sustainable and cruelty-free apparel and gifts,
and many of the brands stocked are B Corp
certified. It showcases emerging designers andartisanal retailers focusing on giving back to thecommunity and environment.

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OUR PEOPLE

A green linen standard is a basic expectation today, and our in-roomcard explains that we change the bed and bathroom linens after
two nights unless the guest places the card accordingly to request adaily change. This is aligned with other luxury brands with an aim to
reduce water, energy, and detergent usage in all our hotels. Mandarin
Oriental guides each department to take ownership of its sustainability
standards, training colleagues to feel confident in talking to our guests
about why we have our initiatives in place.

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Health, Safety, Security“If we are not happy,
if we are not peaceful,
we cannot share peace andhappiness with others,
even those we love,
those who live under thesame roof.
If we are peaceful, if weare happy, we can smileand blossom like a flower,
and everyone in our family,
our entire society, will
benefit from our peace.”

After dealing with the ever-changing landscape of
COVID-19, we are well-versed in acting swiftly to keep
our guests safe. Our rigorous safety standards andongoing implementation of our WeCare programme
ensure that international and local health, safety
and hygiene standards are maintained. In 2022, weachieved an average group score of 93.37% for our
Safe and Sound audit, an increase of 0.65% from2021 – a solid achievement given the number of new
properties undergoing their first formal FHLSS audits.
We also treat guests’ data with extreme sensitivity.
Our Data Privacy Policy ensures the highest levels
of integrity to protect personal information within ourcontrol.

Wellbeing & Mindfulness— THÍCH NHẤT HẠNHMandarin Oriental, Guangzhou

S U STA I N A B I L I T Y I N AC T I O N : S I L E N T N I G H T

A L L M A N DA R I N O R I E N TA L H OT E L S PA S

Disconnect to reconnect
Every year, we host an evening of silence in all our spas. Given the
scarcity of silence in modern life, this was created to encourage
people to disconnect from technology, and take time for quiet
reflection. ‘Amid the hustle and bustle of the busy holiday season,
the search for stillness and calm is so important, which is why we
aim to create a space where people can press the pause buttonand have some time to think, meditate or just take a break frombeing inundated with the noise of modern urban life,’ says
Jeremy McCarthy, Group Director of Leisure, Spa and Wellness.

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OUR PEOPLE

Our world-class spa and wellness offerings are holistic,
bringing spa treatments and fitness together. The
Intelligent Movement Program was introduced in 2022
to encourage people to ‘move more and move better’.
Designed to encourage physical and mental movementin our typically inert lifestyles, it enables guests to
refocus their minds and set clear intentions — when
we are feeling good and giving our bodies the besttreatment, we can spread positivity.

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S U STA I N A B I L I T Y I N AC T I O N :F O R E S T B AT H I N G
M A N DA R I N O R I E N TA L , B O STO N

Sharing the benefits of
Shinrin Yoku in the Spa

S U RV E Y SAYS :OUR PEOPLE

Our guests recognise that
we care about sustainability

In partnership with New England Nature andForest Therapy Consulting, the Forest Therapy
Wellness Experience is based on this Japanese
research-driven wellness practice using
traditions of mindfulness, providing physicaland mental health benefits through immersion
in nature. Health benefits include soothing
the cardiovascular and immune systems, byspending time in outdoor environments, including
reservoirs, city parks and botanic gardens.

Climate awareness was upped through the guest
satisfaction post-stay questionnaires. Mandarin
Oriental asked guests to rate their overallsatisfaction with the hotel’s sustainability practices.
The 2022 year-end result found that
87.6% of guests were satisfied with thesustainability efforts — but of course, we know
we could and will do better.
*2022 Guest Survey (48,440 responses)

S U STA I N A B I L I T Y I N AC T I O N :A N I M A L- F R E E B E D R O O M S
EMIRATES PALACE MANDARIN ORIENTAL, ABU DHABI

Agriculture is responsible for ahuge slice of greenhouse gas
emissions: meat and dairy makeup nearly 60% of that carbon
footprint and the UN says that
farmed livestock globally
accounts for roughly 11% of
all human-created emissions.

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Vegan suites pioneer
These six newly launched rooms are entirely
free from animal-based products – wooden
floors, feather-free duvets and vegan bathroom
amenities. Wooden floors instead of woolbased carpets, faux leather furniture, featherfree duvets, and plant-based amenities arecomplemented by holistic vegan options acrossall dining outlets, and vegan-certified facials,
body treatments and massages at the spa.

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Mandarin Oriental, Doha

Our Colleagues
In the hospitality industry, our colleagues
are at the core of delivering the guest
experience — and their health andwellbeing is a priority.
Our annual colleague experience survey allows for continuous
improvement in training, development, mentoring and other key
services designed for our team members. The anonymous survey
welcomes genuine feedback and concerns, creating an open,aware culture.

As part of our stringent WeCare protocols, the group hosted afour-week long Inner Strength-Outer Strength course for a third
consecutive year in 2022, to provide resources and tools forcolleagues’ mental and physical health. We also held our seventh
annual Colleague Wellness Week, designed to boost everyone’s
physical health and mental resilience.

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OUR PEOPLE

Health & Wellbeing

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Training & Development

UNIVERSUM PARTNERSHIP

Mandarin Oriental values and encourages continuous
learning for colleagues, focusing on sustainability andcareer progression. All colleagues completed theannual sustainability colleague training in 2022, with anemphasis on place-based learning and sustainability
best practices. With the support of a newly hired Digital
Learning Manager, we are on track for a 2023 rollout of
The Loop, a digital learning system that brings a holistic,
contemporary learning experience for all colleagues.

In 2022, we undertook an extensive research projectwith the agency Universum, to reinforce our employer
value proposition and strengthen our global talentacquisition strategy. We now encourage all hotels tokeep an accessible, updated database to prioritise thepromotion of internal hires. In 2022, we launched Hiringwith Impact, which inspires hotels to replace reactive,
traditional recruitment methods with proactive, targeted
strategies in identifying talent, prizing diversity, inclusion
and the avoidance of unconscious bias.

Our Colleague Journey is curated to support different
individual skill sets and learning styles. Our learning& development team takes great pride in ensuring
their educational journey is smooth from the moment
they join, with a series of curated programmes such as
MOve Up, MOve Forward and MOve Ahead, and MBA
Executive Programmes.
MOSAIC MENTORING

Mandarin Oriental, Jakarta

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In November 2022, two senior Mandarin Oriental
colleagues from our corporate office, representing
group human resources and group commercial strategy,
attended the first flagship Women in Leadershipprogramme with INSEAD, designed for senior
executives within Jardines. They joined
16 female participants in a series of live webinars
and individual and group coaching to better
understand the systemic challenges women facein achieving gender diversity within an organisation –and how to strengthen their role as change agents.

OUR PEOPLE

Nurturing talent and providing mentorship to enable
personal and career development, the group’s
mentoring programme identifies high-potential
colleagues (Aspiring Leaders) to be coached bysenior colleagues (Inspiring Leaders) for a year. We
are committed to fostering an environment wherecolleagues can work harmoniously and passionately,
grow continually, and feel personally valued.

WOMEN IN LEADERSHIP WITH INSEAD

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S U STA I N A B I L I T Y I N AC T I O N : I N V E S T I N G I N TA L E N T

Rising Fans Programme
Our flagship Rising Fans Programme – designed to offer opportunities to fresh graduates, high potential andinternal colleagues across key hospitality departments across our hotels – fosters an inclusive, diverse andresilient culture while inviting contributions to the group’s sustainable development.

Paul Gouwy Mandarin Oriental, Geneva
Passionate about hospitality since he was 12, Paul graduatedfrom Vatel Brussels and acquired Mandarin Oriental internshipexperiences across France, the United Kingdom and Belgium.
“At the Rising Fans programme, the combination of operations,projects and administration allows me to understand, in detail,the challenges of a hotel within a world-renowned group.
It allows me to develop every day, thanks to the rotation
between departments and the different positions held.”

Laura Granados Mandarin Oriental Ritz, Madrid“What has surprised me positively about the programme isthat all colleagues I have met so far – superiors and peers –have been happy to share their knowledge and collaborate.
In addition to on-site training and ECornell e-Learning,
mentorship by an Executive Committee member has helped
my learning process, and I got valuable advice for myprofessional future.”

Kay Rong Mandarin Oriental, Macau
Having graduated from Macau University with a degree in HotelManagement, Kay was employed as a Guest Services Supervisor
in the Front Office.
“When I heard about the Raising Fans program, I expected it
would be a management training programme with a similar planfor everyone. After I joined, I discovered it offers a chance to be
cross-trained in other departments and unrivalled mentoring.
Guidance from senior management has a significant impact on
your professional and personal development.”

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OUR PEOPLE

Starting as an events trainee in 2017, Laura returned after her
studies as an events coordinator and Rising Fan.

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A Commitment to Human Rights
Mandarin Oriental is always committed to upholding
human rights at all hotels and residences and along
our entire supply chain. Our Supplier Code of Conduct
sets forth our principles and minimum standards for
supplier compliance while holding their suppliers andsubcontractors accountable and opening channels
to report any concerns. Our approach to child andforced labour, wages and working hours, health andsafety, freedom of association and non-discrimination is
informed by the United Nations Universal Declarationof Human Rights and the International Labour
Organisation’s Fundamental Conventions.

A Commitment to Diversity& Inclusion
We believe diverse perspectives – combined withan inclusive culture and equitable opportunities –stimulate innovation, increase organisational agility
and strengthen resilience to disruption. Our workforce
has representation from more than a hundred different
nationalities. We deliberately foster a workplace where
all colleagues can freely express themselves and theirbackgrounds without fear of discrimination or harassment.
We also provide support to advance social equity andremove barriers to prospects for all colleagues.
Our ongoing actions are driven by our D&I Council
and the Mandarin Oriental Diversity & Inclusion Policy,
maintaining education among senior leadership andexecutives and awareness among colleagues.

S U STA I N A B I L I T Y I N AC T I O N : U P P I N G I N C LU S I V I T Y

Partnering with the brand and communications
team in 2022, we publicly celebrated several
global events. On International Women’s Day, we
ran a dedicated campaign through internal andexternal communications in line with the 2022
theme, #BreakTheBias. Pride month was alsocelebrated where locally possible, with purposedesigned rainbow fan pins for participatingcolleagues and on social media.

Workshop on Leading a Safe, Respectfuland Inclusive Mandarin Oriental
In 2022, the D&I Council hosted workshops with General Managers of all hotels, and the group’s Operating
Committee, on Leading a Safe, Respectful and Inclusive Mandarin Oriental. The session examined realistic
and practical industry case studies, and, following a successful first phase, will be rolled out to all leadership
positions across the group.

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OUR PEOPLE

Celebrating global
D&I-themed events

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Sustainability Champions
Every year, we choose a colleague in each hotel,
someone who has shown determination and drive
to push forward our sustainability mission. Our
governance structure supports these sustainability
champions, and they are given toolkits to engage
colleagues and identify innovative initiatives for theirhotels. The champions come together to share bestpractices in dedicated quarterly calls and via ourinternal social app, MyMO.
SUSTAINABILITY STAR PROGRAMME
In 2022, we launched this colleague recognition
programme to recognise individual colleagues, teams
and departments who have gone above and beyond
to exemplify Mandarin Oriental’s values within the
hotel and their local community. All colleagues areencouraged to submit their sustainability actions
and/or plans to value diverse perspectives and growsustainability actions at work and home.

Forward-looking
hospitality today relies on
the integration of sustainability
in everyday operations.

OUR PEOPLE

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Our Communities
Social sustainability in luxury hospitality is notjust about colleagues in the built environment.
We believe our presence in a destination should also positively benefit its
communities. At Mandarin Oriental, we ensure this through education and skills
development opportunities for disadvantaged youth and adults, disaster relief efforts
fighting hunger, and promoting interconnected environment and animal welfare goals.

OUR PEOPLE

our COLLECTIVE IMPACT

426
initiatives

Conducted by colleagues

8,300KG>>

Items donatedsoap recycled

food & beverage

Such as hotel crockery
and clothes donated

Dedicated by colleagues

10,000KG>

durable goods+
19,000volunteer hours

700KG

US$1.69M + US$65,000
donatedmore than

39|

through concerted efforts
from colleagues and the
Mandarin Oriental Foundation

MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

donatedto US colleague
charities from US-based
FANtastic MatchBACK TO CONTENTS

Fundraising, Philanthropy, Volunteering
S U STA I N A B I L I T Y I N AC T I O N : TA I P E I , M U N I C H , H O N G KO N G

M A N DA R I N O R I E N TA L , TA I P E I

Love Share
The Christmas Charity Sales donated US$10,000
and 3,000 volunteer hours to Taiwan Pawprint
K9 Rescue and Taipei Stray Cats Protection
Association, supporting sheltered stray animals in
getting medical care and resources.

H O N G KO N G C O R P O R AT E O F F I C E

Mindbrew baristas

OUR PEOPLE

Jointly launched by MINDSET and JRG in 2020,
Mindbrew is an inclusive employment initiative that
equips persons-in-recovery with the necessary
skills to become professional baristas, helping
them reintegrate back into society.

M A N DA R I N O R I E N TA L , M U N I C H

Run for Life
The running team participated in this 6km run,raising €28,600 in donations for theGerman AIDS Foundation.

In 2022, we rolled out a group-wide commitment
for one paid day off for colleagues to devote tovolunteering.

40|

MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

BACK TO CONTENTS

Supporting Marginalised & Disadvantaged People
S U STA I N A B I L I T Y I N AC T I O N : M I L A N

M A N DA R I N O R I E N TA L , M I L A N

Riparto da me
Over the last five years, the hotel has been offeringorientation and training opportunities to help
reintegrate inmates from Milan Bollate Prison, backinto the working world.

OUR PEOPLE

M A N DA R I N O R I E N TA L , M I L A N

Twice Michelin-starred Seta
Seta serves the most nutritious and delicious
vegetables in town, thanks to their sourcing
from Pappaluga Farm, which hires individuals
with cognitive disabilities to cultivate vegetables
biodynamically and sustainably. Our acclaimed
Executive Chef, Antonio Guida, also supports
hospitality students in their studies and projects.

M A N DA R I N O R I E N TA L , M I L A N

Supporting L’Abilità Onlus
Chef Guida opens up his home, usually one Sunday a month,along with support from Federico Dell’Omarino, Marco Pinna, ManuelTempesta, Aline Arruda and other colleagues – for a special lunch
for up to 12 guests, raising about €8,000 per lunch for L’Abilità. This
organisation supports children with disabilities to lead an ordinary life.

41|

MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

BACK TO CONTENTSSUSTAINABILITY IN ACTION: MACAU & PRAGUEM A N DA R I N O R I E N TA L , P R AG U E

Supporting displaced
Ukrainian women
M A N DA R I N O R I E N TA L , M AC AU

Supporting the Fuhong Society of Macau
Three people from the Fuhong Society of Macau, a non-profit for
persons with intellectual disabilities and mental illness in rehabilitation,
were hired by the hotel in 2022 to work in laundry services.

Accommodation and accessto services, such as laundry,
were provided to three Ukrainian
women refugees for three months,
and two were employed by thehotel while living with us in the
Czech Republic capital.

Cultural Conservation & Heritage

ASIAN CULTURAL COUNCIL AND MANDARIN ORIENTAL FELLOWSHIP
Since 2005, we have been partnering with the Asian Cultural Council – a non-profit that supports thepreservation of indigenous arts, culture and traditions in Asia – through grants to artists, scholars andorganisations in the USA and Asia.

Integrating Community-Based Experiences In Guest Offering
As part of our luxury hospitality experience, we not only bring guests into our hotels but also engage
them in a meaningful way with our communities, wherever possible, supporting Indigenous peoples:
Mandarin Oriental, Guangzhou

Mandarin Oriental, Bangkok

Chinese calligraphy, traditional
painting and seal cutting.

Guests are blessed as they offer foodand flowers to local Buddhist monks
in the traditional morning alms-giving
ceremony by the Chao Phraya River.

Emirates Palace
Mandarin Oriental, Abu Dhabi
Tracing traditions from pre-modern
UAE through to today, we host visits
to a traditional oasis village and souk
(market), where guests meet local
potters, weavers and glass artisans.

42|

Mandarin Oriental, Taipei
Tea-roasting experiences with ourpartner Yoshan Tea, a tea housesteeped in history.

MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

Mandarin Oriental, Bodrum
Visits to one of the region’s last
nomadic villages, Yörük, give an
insight into Türkiye’s cultural andnatural heritage, olive making,and this community’s self-sufficient
lifestyle.

OUR PEOPLE

Going the extra mile to protect and preserve the cultural heritage of the destinations in which we operate,is part of our ongoing sustainability commitments. By partnering with cultural non-profits, integrating cultural
traditions in our guest experience, and supporting environmentally-focused local artists, we help protect
traditional cultures in a fast-changing world.

BACK TO CONTENTS

S U STA I N A B I L I T Y I N AC T I O N :S U P P O RT I N G S U S TA I N A B L E A RT
M A N DA R I N O R I E N TA L , G UA N G Z H O USupporting
up-and-coming artists
In July 2022, the hotel showcased emerging
Chinese designer Sean Wu’s Everlasting
Resonance of Bamboo artwork in the lobby.
Using the space as a medium, Sean Wu sought
inspiration from natural bamboo, and recycledglass water bottles to create a bamboo-shaped
lighting installation. The artwork’s collision ofstraight and curved lines presented an artistic
expression of Zen and vitality.

We take great pride in our 11-bladed fan, the symbol that ties all our hotels together into a single identity.
A fan is thoughtfully chosen for each hotel, and displayed to reflect that property’s uniquepersonality and shine a light on the cultural heritage of its location.

43

MANDARIN ORIENTAL,GENEVA

MANDARIN ORIENTAL,BOSTON

MANDARIN ORIENTAL,KUALA LUMPUR

Found in an antique shop in theold town and lovingly restored bya local artist, Mandarin Oriental,
Geneva’s fan was created by anartist thought to be from highsociety, and offered by EdmondTaillard to his fiancée in 1989.

Imported from China during thegolden age of the China tradein the late 1850s, Mandarin
Oriental, Boston’s fan highlights
this Massachusetts city’s close
association with the Far East.

This fan, designed and createdby Malaysian pewter brand Royal
Selangor, celebrates the uniqueartform of wayang kulit, or shadowpuppet theatre, a way of tellingstories in Malaysia for over a
thousand years. The fan features
shadow puppet figures by therenowned Fusion Wayang Kulit
studio, set against a 24-carat gilded
backdrop with Malaysian motifs.

|

MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

OUR PEOPLE

our Symbolic Signature Fans

Mandarin Oriental, Bangkok

Q&A

frequently ASKED QUESTIONSBACK TO CONTENTS

Q&A with

Torsten van DullemenGroup Director of
Sustainability

Q: HOW TO WALK THE TALK WITHOUT GREENWASH?
Our guests are full of praise, very pleased and very
appreciative of the brand’s sustainability efforts. Thereis a fine line, though, between turning it into a marketingmessage, which we do not want to do; our aim isthat through our brand we promote the importanceof sustainability. First and foremost, we consider our
impact in this way because it is the right thing to do.

45|

MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

Q: WHAT ARE THE GROUP’S STAND-OUT GOALS?
We are 99% single-use plastic-free in all of ourproperties, excluding supplier packaging, with amazing
strides made in responsible agricultural procurementof products such as coffee, cocoa and vanilla, andin avoiding all endangered species from menus,
including fish and shellfish. We have very strong targets
for energy management, and advancing our waste
management is one of our main priorities for 2023.
Q: ARE YOU SEEING AN INCREASE IN DEMAND FOR
MORE SUSTAINABLE LUXURY HOSPITALITY?
I believe luxury agents will become even moreparticular about the brands they work with, either by
personal choice or because clients demand it. I can see
the agents, booking platforms and consortia we workwith are getting more concerned about sustainability
and are starting to gravitate towards other people in
the travel world who are like-minded. Consumers now
look to make sustainable choices across all aspects of
their life. It is becoming a lifestyle for a lot of people, as
they have a shared concern and I believe that directly
or indirectly, it features in somebody’s decision making
when they buy something, whether that is food orcleaning products, or where they travel and who they
stay with.

Q&A

Q: WHY THE FRESH APPROACH TO MANDARINORIENTAL’S 12TH ANNUAL REPORT ON
SUSTAINABILITY…
For our 2022 edition, we set out to reflect ourrecognition that measuring our sustainability impact,
both positive and negative, provides necessarytransparency to all our stakeholders, ultimately driving
our accountability as an organisation and highlighting
opportunities for ongoing improvement. As well as
being Area Vice President, I am proud to have been
entrusted with the inaugural role of Group Director of
Sustainability, and now that we also have a dedicatedSustainability Department, it speaks to the investment
in resources we have placed to expand oursustainability governance structure further. We also
hope it means a wider audience than ever will enjoy
reading about our endeavours and better understandwhat goes into more responsible hospitality.

BACK TO CONTENTS

Q: HOW DOES THE GROUP CONSIDER SUSTAINABILITY
THROUGHOUT ITS WIDER SUPPLY CHAIN?
Mandarin Oriental already seeks out suppliers whooffer the most sustainable options, and not only are we
promoting and helping those who care as much as we
do about sustainability, but we are also pushing this
responsibility further down the supply chain. We are notgoing to accept everything being wrapped in single-use
plastic, because we are part of this process, and wehave an opportunity to extend our influence.

Q: HOW DO THE TEAMS SUPPORT LOCALCOMMUNITIES IN A HANDS-ON WAY?
Part of being sustainable as a business, is also playing
our part in giving back to the local communities in which
we operate. A pilot project launched last year saw
colleagues across six hotels offered a paid day off tovolunteer for a charity of their choice, the take-up has
been amazing, and this is something that will becomea cultural norm within Mandarin Oriental. We now givesustainability is at the forefront of our minds in the way
we build properties, the way we will deliver the service,
and minimising the negative impact something likethat can have, but also to see what we can do to help
develop the area in a very, very positive way.
Q: WHAT ARE THE GROUP’S NET ZERO TARGETS?
We may not yet be reporting on Scope 3 emissions– though we are in line with our industry’s pace andaiming to be ahead in many ways – but we are working
closely with our peers to help develop that frameworkand internally to understand our value chain emissions.
This includes our participation as advisory membersin the development of hotel industry-specific Net
Zero Methodology for Hotels, first edition, and also
the forthcoming update in the works – a joint initiative
between Greenview, Tourism Declares, the PacificAsia Travel Association (PATA), Sustainable Hospitality
Alliance and the World Travel & Tourism Council (WTTC),
supported by experts from hotel companies around theworld, and with input from a wide range of stakeholders.
It was launched alongside the Glasgow Declaration at
COP 26 in Glasgow, and it is reviewed and updated as
the landscape evolves.

one paid day leave for all employees for charitable
initiatives, as implemented across the group from 2023.

Mandarin Oriental Jumeira, Dubai

46|

MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

Q&A

Q: HOW TO ENSURE SUPPLIERS SHARE THE
GROUP’S COMMITMENT TO SUSTAINABILITY, AND
WHAT STANDARDS ARE REQUIRED OF THEM?
It is important that you are picky about who you do
business with. While most of the effort we will expend
on sustainability will be within our own four walls, we
can also make effort with the supply chain on eitherside, to try and push sustainability as far down the
supply line as we can, so it becomes something that
becomes a force for good. We have developed a Codeof Conduct that has to be signed by all of our suppliers,
and we issue a set of responsible procurement
guidelines so that all in our supply chain address oursustainability commitments.

Q: WHAT IS AN EXCITING SUSTAINABILITY
INITIATIVE ON THE HORIZON?
From a strategic development perspective, we lookto partner with owners who care about optimising theimpact of their buildings, and a great example of thisis the upcoming Mandarin Oriental, Costa Navarino,
our first hotel in Greece equipped with a solar farmand water reservoir, which is scheduled to open in
the second half of 2023. We are making sure that

additional

INFORMATIONBACK TO CONTENTS

Performance Data
Total Workforce
Total Workforce

Male

%

Female%Total

By Region

7,667

59.3%

5,261

40.7%

12,928

Asia

3,157

55.6%

2,525

44.4%

5,682

44.0%

Europe, Middle East & Africa

3,579

65.7%

1872

34.3%

5,451

42.2%

The Americas

826

54.2%

697

45.8%

1,523

11.8%

Corporate

105

38.6%

167

61.4%

272

2.1%

By Employment Contract

7,667

59.3%

5,261

40.7%

12,928Full-time

7,578

59.8%

5,103

40.2%

12,681

98.1%

Part-time

89

36.0%

158

64.0%

247

1.9%

By Colleague Category

7,667

59.3%

5,261

40.7%

12,928

Line Staff

4,182

58.2%

3,006

41.8%

7,188

55.6%

Management

3,298

60.4%

2,166

39.6%

5,464

42.3%

Executive

187

67.8%

89

32.2%

276

2.1%

By Age Group

7,667

59.3%

5,261

40.7%

12,928Under 30

2,346

55.2%

1,903

44.8%

4,249

32.9%

30 to 50

4,203

62.0%

2,578

38.0%

6,781

52.5%

Over 50

1,118

58.9%

780

41.1%

1,898

14.7%

By Generation

7,667

59.3%

5,261

40.7%

12,928

Gen Y

4,104

61.8%

2,532

38.2%

6,636

51.3%

Gen Z

1,428

53.6%

1,237

46.4%

2,665

20.6%

Other

2,135

58.9%

1,492

41.1%

3,627

28.1%

Executive Team andBoard of Directors

Male

%

Female

%

Total

%

By Age Group

10

Under 30

-

-

-

-

-

-

30 to 50

1

50.0%

1

50.0%

2

15.4%

Over 50

9

81.8%

2

18.2%

11

84.6%

By Nationality

10

Europe

8

80.0%

2

20.0%

10

76.9%

North America

1

50.0%

1

50.0%

2

15.4%

Oceania1

100.0%

0

0.0%

1

7.7%

New Hires

Male%

Female%Total% of Total

Hires by Age Group

2,994

56.3%

2,324

43.7%

5,318

41.1%

Under 30

1,520

54.0%

1,293

46.0%

2,813

52.9%

30 to 50

1,309

59.4%

894

40.6%

2,203

41.4%

Over 50

165

54.6%

137

45.4%

302

5.7%

|

13

3

MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

13

A D D I T I O N A L I N F O R M AT I O N

48

3

%

BACK TO CONTENTS

Male

%

Female%Total% of Total

Hires by Region

2,994

56.3%

2,324

43.7%

5,318

41.1%

Asia

1,104

53.1%

977

46.9%

2,081

39.1%

Europe, Middle East & Africa

1,519

60.6%

986

39.4%

2,505

47.1%

The Americas

353

52.1%

325

47.9%

678

12.7%

Corporate

18

33.3%

36

66.7%

54

1.0%

Total Turnover

Male

%

Female%Total% of Total

Separations by Age Group

2,182

58.1%

1,573

41.9%

3,755

Under 30

897

54.2%

758

45.8%

1,655

44.1%

30 to 50

1,106

61.2%

702

38.8%

1,808

48.1%

Over 50

179

61.3%

113

38.7%

292

7.8%

Separations by Region

2,182

58.1%

1,573

41.9%

3,755

Asia

899

55.5%

720

44.5%

1,619

43.1%

Europe

992

61.0%

635

39.0%

1,627

43.3%

The Americas

269

57.7%

197

42.3%

466

12.4%

Corporate

22

51.2%

21

48.8%

43

1.1%

Turnover Rate by Age Group

28.5%

29.9%

29.0%

Under 30

38.2%

39.8%

39.0%

30 to 50

26.3%

27.2%

26.7%

Over 50

16.0%

14.5%

15.4%

Turnover Rate by Region

28.5%

29.9%

29.0%

Asia

28.5%

28.5%

28.5%

Europe, Middle East & Africa

27.7%

33.9%

29.8%

The Americas

32.6%

28.3%

30.6%

Corporate

21.0%

12.6%

15.8%

Health & Safety Incidents
Performance Indicator

Unit

2020

2021

2022

% Compliance

91.8

92.7

93.3

Fatality rate0

Safe, Sound & Sustainable
Audit Results
Work-Related Injuries

1

0

0

Rate of high-consequence work-related injuries

Not available

2

0.01

0

Rate of recordable work-related injuries

Not available2

6.83

7.10

1. Calculated based on 200,000 hours worked.
2. We reported on Lost Time Incidents in our past reports per GRI 403: Occupational Health and Safety 2016. 2021 is the first year we are reportingon Work-related Injuries per GRI 403: Occupational Health and Safety 201849|

MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

A D D I T I O N A L I N F O R M AT I O N

New Hires Continued

BACK TO CONTENTS

Environmental Performance
Performance Indicator

Unit

2012

2020

2021

2022

GJ

1,045,228

1,381,850

1,520,954

1,739,819

MMBTU

990,685

1,309,742

1,441,586

1,649,030

MJ/sq m

1,812

1,129

1,243

1,323

MBTU/sq ft

160

99

109

117

Direct energy

percentage

31%

21%

23%

24%

Indirect energy

percentage

69%

79%

77%

76%

Energy from renewables

percentage

4%

3%

3%

8%

tons (metric) of CO2e

120,195

169,482

179,428

191,453

tons (US) of CO2e132,492

186,822

197,786

211,040kg CO2e / sq m

208

138

147

146

lb CO2e/ sq m

43

28

30

30

Scope 1percentage

16%

10%

11%

12%

Scope 2

percentage

84%

90%

89%

88%

2,563,907

4,296,552

4,538,336

4,901,791

million gallons (US)

677

1,135

1,199

1,295

litres/ sq m

4,445

3,511

3,708

3,728

gallons (US)/sq ft

109

86

91

91

metric tons

5,176

8,183

10,87915,549kilopounds

11,411

18,03923,98534,280metric tons

906

2,632

3,713

5,740

kilopounds

1,998

5,803

8,187

12,655kilograms/ sq m

12.62

5

6.13

7.86

pounds/ sq ft

2.58

1.02

1.26

1.61

percentage

18%

32%

34%

37%

EnergyAbsolute energy consumption(actual)Energy intensity (actual)

Emission
Absolute emissions (actual)

Water
Absolute water consumption(actual)

Water intensity

Cu m

Waste
Total waste

Diverted waste

Non-diverted waste intensity
Diversion rate

NOTES:
GHG emissions are calculated using GHG Protocol's market-based method. The group's 2022 location-based GHG emissions were 204,324 metrictons CO2e. Not inclusive of fugitive emissions from refrigerants. In 2022, this was 3,922 metric tons CO2e. There were some corrections made to the
GHG emissions reported in the group's Annual Report 2022's TCFD Response and this Performance Table contains the updated GHG emissions.
Mandarin Oriental, Washington was excluded from calculations as the property was sold in September 2022.
Mandarin Oriental Bosphorus, Istanbul and Mandarin Oriental, Canouan have been excluded from waste figures due to incomplete data.
Mandarin Oriental, Luzern and Mandarin Oriental, Shenzhen have been excluded from all figures due to incomplete data.
50|

MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

A D D I T I O N A L I N F O R M AT I O N

Emission intensity (actual)BACK TO CONTENTS

Global Reporting
Initiative Index

Economic, environmental and social indicators
As a leader in luxury hospitality, it is a priority for us to ensure our sustainability reporting correspondswith global standards. The index below represents our data for 1 January to 31 December 2022, in linewith the Global Reporting Initiative (GRI) standards.
GRI
Standard

Disclosure

Response and / or Location

GRI 2: General Disclosures 2021
About Us

2-1

Organisational details

2-2

Entities included in the organisation’s sustainability reporting

About Us

2-3

Reporting period, frequency and contact point

1 January 2022 to 31 December 2022. Annual.
sustainability@mohg.com

2-4

Restatements of information

None during the reporting period.

2-5

External assurance

We did not seek external assurance during the reporting period.

2022 Annual Report (p. 3)

2-6

Activities, value chain and other business relationships

Our approach to managing procurement and vendor
relationships is mostly decentralised with properties directly
selecting and purchasing most of the items used to support
daily operations – most notably food, cleaning and spa products.
Beyond our regular and ongoing purchases of items requiredfor daily operations, our group also procures building materials,
information technology, furniture, fixtures and equipment for ourhotels and residences.

2-7

Employees

Performance Data: Total Workforce and Turnover

2-9

Governance structure and composition

Governance

2-10

Nomination and selection of the highest governance body2022 Annual Report (Board composition and operational
management, pp. 110-114)

2-11

Chair of the highest governance body2022 Annual Report (Chairman, p. 3)

2-12

Role of the highest governance body in overseeing themanagement of impacts

2022 Annual Report (Directors, p. 3)

2-13Delegation of responsibility for managing impacts

2022 Annual Report (Corporate Governance, pp. 110-136)

2-14

Role of the highest governance body in sustainability
reporting2022 Annual Report (Corporate Governance, pp. 110-136,
TCFD Response, pp. 23-28)

2-19

Remuneration policies

2022 Annual Report (Remuneration Report, pp. 122-124)

2-20

Process to determine remuneration

2022 Annual Report (Remuneration Report, p. 122)

2-22

Statement on sustainable development strategy

Letter from the Group Chief Executive

ESG Policy Enhancements
2-23

Policy commitments

ESG Policies
Modern Slavery Statement 2022

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

A D D I T I O N A L I N F O R M AT I O N

Mandarin Oriental Hotel Group supports a large supply chain
with thousands of suppliers working with our hotels andcorporate office.

BACK TO CONTENTS

ESG Policy Enhancements
Activation & Communication

2-24

Embedding policy commitments

Health, Safety and Security
Inclusivity and Human Rights
Suppliers & Procurement
Human Rights Policy

2-25

Processes to remediate negative impacts

2-26

Mechanisms for seeking advice and raising concerns

MOHG Speak Up platform operated by Deloitte

2-27Compliance with laws and regulations

In 2022, there were no known instances of non-compliancewith laws and regulations.

Modern Slavery Statement 2022

Mandarin Oriental is a member of the Global Sustainable
Tourism Council (GSTC) which aims to be an agent of change
in the world of sustainable travel and tourism by fostering theincreased knowledge, understanding, adoption and demand
for sustainable tourism practices.
We actively participate in local stakeholder groups including:• Hotel Associations
2-28

Membership associations• Chambers of Commerce• Business Development Councils• Convention and Visitors’ Bureaus and Promotion
Organisations• Travel and Tourism Associations• Community Benefit Organisations
See further details under Our Stakeholders.

2-29

Approach to stakeholder engagement

Our Stakeholders

2-30Collective bargaining agreements

Data is not consolidated at the group level for the reporting period.

GRI 3: Material Topics 2021
The key material issues identified through a materiality
assessment built the foundation of the material topics that are
discussed in this report. Additional key sustainability issues
covered during ongoing internal and external stakeholder
engagement exercises have also been weaved into different
report sections to demonstrate how we are integrating theseengagements into business actions.

3-1

Process to determine material topics

The materiality assessment was facilitated by a third-party
consulting firm, Greenview, where the group evaluated a seriesof sustainability topics based on the degree of the group’s
economic, social and environmental impacts (both actual andpotential) and the level of stakeholder concern for each topic.
We also considered issues that are specific to the travel andtourism industry.
In 2022, we engaged key thought leaders from internationallyrecognised organisations to share their perspectives, to both
validate and enhance our scope of material topics.
See further details under Our Stakeholders.

GRI 201: Economic Performance 2016
3-3

Management of material topics

2022 Annual Report

201-1

Direct economic value generated and distributed

2022 Annual Report (Financial Statements, pp. 36-97)

201-2

Financial implications and other risks and opportunities due
to climate change

2022 Annual Report (TCFD Response, pp. 23-28)

201-3

Defined benefit plan obligations and other retirement plans

2022 Annual Report (Pension plans, pp. 60-63)

GRI 203: Indirect Economic Impacts 2016
Supplier Code of Conduct

3-3Management of material topics

Suppliers & Procurement
Our Communities

203-1
52

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Infrastructure investments and services supported
MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

Our Communities

A D D I T I O N A L I N F O R M AT I O N• Employer Organisations and Professional Associations

BACK TO CONTENTSGRI 205: Anti-corruption 2016

3-3

Management of material topics

Bribery and corruption are explicitly prohibited in our Codeof Conduct, with oversight from our Group Finance andRisk Management functions. Internal Control Audits are also
conducted at the group’s hotels and corporate offices in Asia
Pacific, Europe and the Middle East. In the United States, athird-party audit firm conducts the audits. Additionally, we
conduct background checks on prospective partners.
We maintain whistleblowing policies and procedures toencourage the reporting of any inappropriate activity. Any
failures to comply with the Code of Conduct are investigated anddisciplinary action is taken as appropriate, up to and including
termination.

205-3

Confirmed incidents of corruption and actions taken

MOHG has not identified any confirmed incidents of corruption
within the group and with business partners.

GRI 302: Energy 2016
3-3

Management of material topics

Energy302-1

Energy consumption within the organisation

Performance Data: Environmental Performance Summary

302-3

Energy intensity

Performance Data: Environmental Performance Summary

302-4

Reduction of energy consumption

EnergyPerformance Data: Environmental Performance Summary

GRI 303: Water and Effluents 2018
Management of material topics

303-3

Water withdrawal

Water
Water
Performance Data: Environmental Performance Summary

GRI 304: Biodiversity 2016
Climate and Carbon

3-3Management of material topics

EnergySuppliers & Procurement

304-1

Operational sites owned, leased, managed in, or adjacent to,protected areas and areas of high biodiversity value outside
protected areas

Sustainability Risk Assessment

GRI 305: Emissions 2016
Climate and Carbon

3-3Management of material topics

EnergyTransport

305-1

Direct (Scope 1) GHG emissions

Performance Data: Environmental Performance Summary

305-2

Energy indirect (Scope 2) GHG emissions

Performance Data: Environmental Performance Summary

305-4

GHG emissions intensity

Performance Data: Environmental Performance Summary

305-5

Reduction of GHG emissions

Performance Data: Environmental Performance Summary

GRI 306: Waste 2020
Waste

3-3

Management of material topics

306-3

Waste generated

Performance Data: Environmental Performance Summary

306-4

Waste diverted from disposal

Performance Data: Environmental Performance Summary

306-5

Waste directed to disposal

Performance Data: Environmental Performance Summary

Single-use Plastic Elimination

GRI 308: Supplier Environmental Assessment 2016
3-3

Management of material topics

Suppliers & Procurement308-1

New suppliers that were screened using environmental criteria

Suppliers & Procurement

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

A D D I T I O N A L I N F O R M AT I O N

3-3

BACK TO CONTENTS

GRI 401: Employment 2016
3-3

Management of material topics

401-1

New employee hires and employee turnover

Our Colleagues
Our Colleagues
Performance Data: Turnover

GRI 403: Occupational Health and Safety 2018
3-3

Management of material topics

403-9

Work-related injuries

Health, Safety and Security
Health and Wellbeing
Health and Wellbeing

Performance Data: Health & Safety Incidents

GRI 404: Training and Education 2016
Training and Development

3-3Management of material topics

404-2

Programs for upgrading employee skills and transition
assistance programs

Training and Development

Percentage of employees receiving regular performance andcareer development reviews

All hotel colleagues receive regular performance reviews. We
have an established online performance management system,
which gives colleagues and their managers the ability to track
performance, training and overall professional development
in real-time. The system prompts managers to have an annual
conversation about colleagues’ career aspirations and toestablish a Personal Development Plan, in collaboration witheach colleague

404-3

Sustainability Champions

3-3Management of material topics

405-1

Diversity of governance bodies and employees

Diversity and Inclusion Policy

Inclusivity and Human Rights
Performance Data: Total Workforce(Additional information on our Board of Directors can be foundin the Investors section of our corporate website.)

GRI 408: Child Labor 2016
3-3

Management of material topics

Human Rights Policy

408-1

Operations and suppliers at significant risk for incidents ofchild labor

Suppliers & Procurement

GRI 409: Forced or Compulsory Labor 2016
3-3

Management of material topics

Human Rights Policy

409-1

Operations and suppliers at significant risk for incidents offorced or compulsory labour

Inclusivity and Human Rights

GRI 413: Local Communities 2016
3-3

Management of material topics

Our Communities

413-1

Operations with local community engagement, impact
assessments, and development programs

Our Communities

GRI 414: Supplier Social Assessment 2016
3-3

Management of material topics

414-1

New suppliers that were screened using social criteria

Inclusivity and Human Rights
Suppliers & Procurement
Suppliers & Procurement

GRI 416: Customer Health and Safety 2016
3-3

Management of material topics

416-1

Assessment of the health and safety impacts of product andservice categories

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

Health, Safety and Security
Wellbeing & Mindfulness

Health, Safety and Security
Wellbeing & Mindfulness

A D D I T I O N A L I N F O R M AT I O N

GRI 405: Diversity and Equal Opportunity 2016

BACK TO CONTENTS

GRI 418: Customer Privacy 2016
3-3

Management of material topics

Health, Safety and Security
Mandarin Oriental’s Data Privacy Policy provides guidanceon information protection practices, which is focused on
maintaining the confidentiality, availability and integrity of guest
and colleague information.

Substantiated complaints concerning breaches of customer
privacy and losses of customer data

418-1

The information protection programme is designed to alignwith our Guiding Principles and leverage the strength of ourcompany’s culture. Policies and best practices are based on
the ISO 27001 and 27002 standards for information security,and globally accepted principles for the privacy of personal
information.
Our Group Risk Management Committee governs the
programme, with actions and responsibilities cascading to eachof our properties.
In the face of escalating threats to businesses over the past few
years, the Group has made a strong commitment to information
security with a focus on continuous improvement, so that we
can identify and appropriately mitigate our risks and potential
exposures to specific threats.
MOHG has not identified any substantiated complaints concerning
breaches of customer privacy. We continue to maintain andupdate a formal incident response plan in the event of a breach.

A D D I T I O N A L I N F O R M AT I O N

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BACK TO CONTENTS

Sustainability
Risk Assessment
Greenview analysis
In 2022, Greenview conducted a sustainability risk assessment for us – taking into account climate,water, socioeconomic, biodiversity and regulations – for all 36 properties. Using data from public
sources such as WRI Aqueduct, Ecolab Water Risk Monetizer and Cornell Hotel Sustainability
Benchmarking Index, the following metrics were assessed:
RISK AREA

Water

RISK AREA

KEY FINDINGSKEY FINDINGS

Baseline and future water stress:
High/very high risk for at least half theportfolio (by floor area).

Precipitation and temperaturechanges: High/very high long-term
impact on a third of the portfolio.

Operating costs: Highly likely toincrease in over 70% of the portfolio
in the next five years.

Sea level rise: High vulnerability
for 40% of the portfolio.

Climate» Understanding property-specific climate and water risks allows us to better
prioritise investments, assess insurance coverage adequacy, and implement
preventive adaptation action plans.
» Every property must implement an environmental efficiency project annually,
for measurable improvements in energy, water or waste.

Mandarin Oriental, Bodrum

RISING SEA LEVELS

Due to anthropogenic climate change, rising sea levels,
combined with warming waters, threaten vital marine
and coastal ecosystems and communities around the globe.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

A D D I T I O N A L I N F O R M AT I O NOPPORTUNITIES IDENTIFIEDBACK TO CONTENTSRISK AREA

Biodiversity

RISK AREA

KEY FINDINGSKEY FINDINGS

Recognised protected areas: Over 70% of properties
are within 20km; one in four properties within 5km.

Unemployed young people: A key risk for at least
around 35% of properties.

Socioeconomic

Endangered or critically endangered species:
All properties are within 50km of species identified
by IUCN Red List Criteria.
OPPORTUNITIES IDENTIFIED» Provide staff training on the significanceof biodiversity, and protection of nearby
endangered.

» Better engage with the community and address
local socioeconomic issues, based on local
context.
» Provide hospitality training and employment
opportunities to local youth.

RISK AREASINGLE-USE PLASTIC:

It is not just a waste
management problem;the production of
single-use plastic
directly involves
fossil fuels.

Regulatory
KEY FINDINGS
Climate-related regulations: Increasingly common in
our locations, ranging from carbon taxes to phase-out offossil-fuel vehicles.
Plastic use restrictions: Plastic bag and straw bansin most locations. Extends to mini toiletries and othersingle-use plastic in some locations.
OPPORTUNITIES IDENTIFIED» Encourage properties to increase renewables,
and the use of green transport, such as electricvehicles.
» We embarked on the journey of single-use
plastic elimination in 2018, well ahead of relevant
regulations.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

A D D I T I O N A L I N F O R M AT I O N» Promote responsible biodiversity experiencesfor guests.

OPPORTUNITIES IDENTIFIEDBACK TO CONTENTSLRQA Independent Verification Statement
Relating to Mandarin Oriental Hotel Group
This Verification Statement has been prepared for Mandarin Oriental Hotel Group in accordance with our Sustainability
contract.
Terms of Engagement
LRQA was commissioned by Mandarin Oriental Hotel Group (MOHG) to provide independent verification of its sustainability
management and statements to the market.
Our verification covered MOHG’s global operations and activities for areas identified in the following areas:•••

This is completed by on-site audits, to verify how each property is operating in this market.
LRQA’s responsibility is only to MOHG. LRQA disclaims any liability or responsibility to others as explained in the end footnote.
MOHG responsibility is for providing access to the data needed. Ultimately, the reports have been approved by, and remain
the responsibility of MOHG.
LRQA Opinion
Based on LRQA’s approach, nothing has come to our attention that would cause us to believe that MOHG is now working
towards or has achieved the standards it has set for its estate.
The opinion expressed is formed on the basis of a review of the reports generated in 2022 and is the professional judgementof the verifier.

LRQA’s Approach
LRQA ensures the selection of appropriately qualified individuals based on their qualifications, training, and experience. The
outcome of all verification is then internally reviewed by the Global Technical Manager to ensure that the approach appliedis rigorous and transparent.

SignedDated: 19th June 2023

Nigel S.L. Maud
Global Head of Retail & Hospitality
On behalf of LRQA

LRQA Group Limited, its affiliates and subsidiaries, including LRQA Ltd and their respective officers, employees or agents are, individually and collectively, referred to in this clause as LRQA.
LRQA assumes no responsibility and shall not be liable to any person or any loss, damage or expense caused by reliance on information or advice in this document or howsoever provided,
unless that person has signed a contract with the relevant Lloyd’s Register entity for the provision of this information or advice and in that cause any responsibility or liability is exclusively
on the terms and conditions set out in that contract.
The English version of this Assurance statement is the only valid version. LRQA Group Limited assumed no responsibility for versions translated into other languages.
This Verification Statement is only valid when published with the report to which it refers. It may only be reproduced in its entirety. Copyright © LRQA 2023.

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A D D I T I O N A L I N F O R M AT I O N

Seafood – Endangered Species
Ethical Sourcing (Responsible Procurement)
Single Use Plastics

BACK TO CONTENTS

Glossary Document
for the Mandarin Oriental Sustainability ReportA

COSO Framework – this is a system used to establish

ACC – Asian Cultural Council is a non-profit that promotesa deeper respect and understanding of Asian cultural arts.

processes.

Associazione L’Abilità Onlus – this volunteer organisationin Milan supports children with different types of
disabilities to experience more independent living.
Artificial-intelligence-powered food waste monitoring– we use Winnow Vision’s system.
ASHRAE – we follow guidelines from the American
Society of Heating, Refrigerating and Air-Conditioning
Engineers procedures for commercial energy audits.

internal controls to be integrated into business

D
Diversity & Inclusion – Diversity refers to therepresentation of people with different characteristics,
including but not restricted to race, ethnicity, gender,
sexual orientation, age, disability, socioeconomic
background, and religious beliefs. Inclusion focuseson creating an environment where all individuals feel
welcomed, respected, and invited to contribute fully.

B

E

Biopore infiltration holes – a system to naturally
process organic waste and enrich the soil.

Embodied carbon – the total amount of greenhousegas emissions associated with production,Cover its entire life cycle, typically used in the

Cage-free eggs — our eggs only come from hens thatare not confined to cages and these chickens are able
to walk, perch, and spread their wings.
Carbon Calculator – the group’s focus is reducing
emissions rather than offsetting through a third party.
For hotel guests that opt to independently calculate
their carbon offsets, our hotels will reference the Hotel
Carbon Measurement Initiative (HCMI) metric output,
which is an industry standardised metric for the carbon
footprint of a room night.

construction sector.

F
Fuhong Society of Macau – a non-profit providing
social services.
FHLSS – our hotels have undergone the Fire Life Health
Safety & Sustainability audit and achieved an averageGroup score of 93.37% for our Safe and Sound audit.

G

CHSB – Cornell Hotel Sustainability Benchmarking is anindustry-led global data collection and benchmarking
initiative.

GHG – greenhouse gas emissions are calculated using

Circular Economy – tracking the generation andprocessing of waste, including food waste, andimplementing measures to minimise what goes to landfill.

GLTR – Green Lodging Trends Report is the leading

CO2e – Carbon dioxide equivalent: the number of
metric tons of CO2 emissions with the same global
warming potential as one metric ton of anothergreenhouse gas, and is calculated using Equation A-1
in 40 CFR Part 98. The group’s 2022 location-based
GHG emissions were 204,324 metric tons CO2e. Not
inclusive of fugitive emissions from refrigerants. In
2022, this was 3,922 metric tons CO2e.

Green Key Award – this eco-label indicates a hotel has

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

GHG Protocol’s most widely used market-based method
and accounting standards.

global benchmarking study on sustainability bestpractices in hotels.

met a significant set of environmental criteria.
Greenview – this sustainability consultancy provides
the platform and portal through which we measure andanalyse the data from all our hotels.
GSTC – The Global Sustainable Tourism Council manages
the global standards for sustainable travel and tourism.

GLOSSARYtransportation, and disposal of a building or productBACK TO CONTENTS

Futian Mangrove Ecological ParkJ

Heat pump systems – energy-efficient devices that

Jardine Matheson Group – Mandarin Oriental Hoteltransfer heat from a lower temperature source to a

Group is a member of this diversified Asian-based

higher temperature sink, providing both heating andgroup founded in China in 1832.

cooling capabilities for buildings.

K

Hong Kong Sustainable Seafood Coalition – a coalition

Kind by M.O. - the eco-conscious sensitively-curated

of industry members aiming to advance the sustainable

outlet at Mandarin Oriental Jumeira, Dubai.

seafood market in Hong Kong through good sourcing

Lpractices.

I

LRQA — Lloyd’s Register Quality Assurance, is acertification body providing independent assurance

ILO Convention 138 – also known as the Minimum Age
Convention, this treaty adopted by the International
Labour Organization in 1973 sets out the minimum age
at which children can be employed.
IMP – our Inventory Management Plan outlines policies,
procedures, to inform an efficient operations throughgathering, calculating and maintaining our energy,
carbon, water and waste data.

services to companies to improve their management
systems and processes by assessing and certifying
them against international standards such as ISO 9001.

M
MCF – Shenzhen Mangrove Wetlands Conservation
Foundation is dedicated to environmental protection,and it runs the Futian Mangrove Ecological Park.
Michelin Green Star – this is given to restaurants inrecognition of their commitment to sustainable practices

IPCC – The Intergovernmental Panel on Climate(in terms of ingredient sourcing, waste management,

Change is a body established by the United Nations

energy usage, overall environmental impact) and isand the World Meteorological Organization, informed byseparate to the Michelin Guide’s traditional star systemthousands of scientists who share and assess the latest
scientific research on climate to provide policymakers
with objective assessments, impacts, and adaptation andmitigation options when it comes to the climate crisis.
IUCN – The International Union for Conservation of
Nature is an international organisation working in thewhich salutes culinary excellence.
Mindbrew – an initiative launched by non-profits
MINDSET and JRG in Hong Kong as an inclusive
employment initiative that trains people in mental healthrecovery to become professional baristas.
MOTAC Asean Green Hotel Standard –a Malaysian certification that a hotel adheres tofield of nature conservation and sustainable use ofgreen and sustainable practices and adopts energy

natural resources.

conservation measures.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

GLOSSARYH

BACK TO CONTENTSNSNature-based solutions – we are researching betterways to harness natural systems and biodiversity, suchas using biopore infiltration holes to process organic
waste (see B).

Safe and Sound – Mandarin Oriental’s comprehensive
Fire, Life, Health, Safety and Security guidelines
programme for all properties, supported by an annual
audit process conducted by a third-party assessor.

Net Zero Methodology for Hotels – this aims to define
net zero for the broader benefit of the hotel industry as
well as travel and tourism.

Scope 1 emissions – the greenhouse gases produced
from sources that an organisation owns or directly
controls as a result of its activity.

O

Scope 2 emissions – the gases which an organisation
indirectly causes, produced from where the energy ispurchased and used.

Overconsumption – this is the use of resources
beyond what is needed, and we tackle this issue inways such as transitioning from a breakfast buffet to a lacarte choices.

P
PPAs – our hotels have initiated Power Purchase
Agreements with local utility companies, for the
exclusive purchase of renewable energy.

Q

R
RECs – our hotels have been purchasing Renewable
Energy Credits to complement their move to cleaner,renewable energy.
RHDG Responsible Hotel Development Guidelines— the supporting documentation we provide to allcolleagues and external owners and designers to refer towhen addressing sustainability in design and construction.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

SDGs – The United Nations Sustainable Development
Goals are the set of 17 goals established by the UN in2015 to address global challenges and guide efforts
towards sustainable development by 2030, covering
poverty, hunger, education, gender equality, clean
energy, climate change, and more, helping to provide
a framework for governments, organisations, andindividuals to take action for a more inclusive, equitable,
and sustainable future for all.
Soap Cycling – Asia’s first social-impact-led soaprecycling organisation.
Sustainable Hospitality Alliance – a global
membership organisation of hospitality businesses.

GLOSSARY

Qualitative analysis – our new dedicated sustainability
department is ever evaluating the social and environmental
impacts of our operations, and exploring ways to improve
how our hospitality is having wider negative or positive
results in ways that are not easily quantified.

Scope 3 emissions – these are the emissions notproduced by the organisation itself or the resultof activities from assets owned or controlled bythem, but by those that it’s indirectly responsible for,
upstream and downstream, so that the footprint of theorganisation’s entire value chain can be measured; thisscope is usually the hardest to calculate.

BACK TO CONTENTS

Mandarin Oriental, Canouan

T
Taiwan Pawprint K9 Rescue and Taipei Stray Cats
Protection Association – charities supporting animal
welfare.

We Care - in response to the COVID-19 pandemic,
Mandarin Oriental implemented this programme ofstringent protocols to safeguard the comfort, health andsafety of guests and employees.

TCFD – Task Force on Climate-related Financial Disclosures

X

is an initiative from the Financial Stability Board and aframework we use to disclose climate-related risks.

U
UNWTO – The United Nations World Tourism
Organisation promotes responsible tourism worldwide.

V
Veganism – we honour and facilitate the practice of
eating food in no way derived from animals and we
support those who choose lifestyles that avoid the useof animal products in their diets.

W
Water Conservation – various group-wide initiatives
exist to allow for water intensity reduction, the rate at
which water is used within a given area.
Waste Management – we are continually advancing
our systems devoted to reducing the generation,
characterisation, minimisation, collection, separation,
treatment, and disposal of any refuse.
WWF Endangered Seafood Guide – a science- andresearch-based list published by the World Wildlife
Fund, regularly updated to reflect changes in the statusof species. We follow this colour-coded system, whichmeans avoiding any fish with a red rating, which means
it is endangered, only serving species which are wellmanaged, and responsibly caught or farmed using
marine-friendly methods.
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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

Y
Gen Y – also known as Millennials, those born between
the years 1981 and 1996 have grown up in the age of theinternet and fast technological advancements. They form
a substantial and well-integrated part of our workforce,and this generation is characterised by their preference forbrands with good corporate social responsibility.
Youth not in employment, education or training (NEET)– an indicator presents the share of people aged 1624 who are neither in employment nor in education ortraining, as a percentage of the total number of people
in the corresponding age group, by gender.

Z
Gen Z – born between 1997 and 2012, this age groupis known for holding brand ethics and corporate
responsibility in high regard – even more so thanMillennials. Very socially aware, we are delighted to see
so many of our talents who go out of their way to support
responsible brands, developing careers with us.

GLOSSARY

Universum – Employer specialist, a corporate memberof ESOMAR, data, research and insights community.

X-ray vision — this is representing what we encouragein all when it comes to scrutinise all sustainability claims.

LOOKING
to the

FUTUREBACK TO CONTENTS

A Sustainability Reportwith Impact
How we considered the eco-friendliness of thisvery document you are reading

We have been sensitive to our impact when creating this Sustainability Report, and we worked to make thisdocument a little lower in its footprint — which is why we hope the text is tighter and the look is lighter andbrighter. And in our endeavours to inspire eco X-Ray vision (see ‘X’ in our glossary), we thought you might
be interested in what makes a digital document more responsible.

A leaner, greener format

If you would like to print this report, to minimise
paper, we have created a more sustainable executive
summary distilling the report highlights, again tominimise any undue ink, energy or paper being used.

A more considered approach tocontent and design
All images are JPEGs, and we have borrowed frombest practice in web design by resizing each image totheir specific report dimensions, ensuring the smallest
file size possible. There is a slight reduction in image
quality/crispness, but we thought you would not mind atiny bit of pixelation if you zoom in, if it saves on space.
All text has been reworked and professionally edited
to tell our story succinctly and reduce the word countwithout losing any key information.

When you download this Sustinability Report andstore it digitally, your storage spaces still have anenvironmental impact from a cloud which requires
energy-powered and water-cooled servers somewhereto store the files, so we suggest bookmarking the pagerather than downloading it whenever possible.

Accessibility & Inclusivity
Throughout the report, we have increased the text size
from the standard 8pt found in most reports, to 10pt.
Keeping a light background and dark text for the bulk of
the document makes it clearer and easier to read.
By increasing the typeface and using muted colours,
we offer our executive summary in a more accessible
format on our website.
The highlights of this report are also available as anaudio recording for those who are visually impaired orfor those who are neurodiverse, and who preferto receive information aurally rather than visually.

CREDITSThis report has been put together by Mandarin Oriental’s sustainability department with contributions fromour sustainability champions, across the group, supported by group brand communications and edited
by Bouteco, which includes authors Juliet Kinsman and Shivya Nath, and project manager Claire Randon.
Design is by Concrete Creative, Alana Naylor.

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MANDARIN ORIENTAL SUSTAINABILITY REPORT 2022

LOOKING TO THE FUTURE

We are only publishing the report as a PDF — a
Portable Document Format — which will be emailed andavailable through our website. This reduces paper andink use, but also has a knock-on effect of saving time,negating the carbon footprint associated with delivery
and, in the long-term, all efforts towards a paperlessoffice reduce purchased consumables and ultimately
minimise plastics and heavy metals in landfill.

We have been mindful of minimising our digital
footprint and have kept the document under 7MB —which means it can be easily sent via email. To further
compress the PDF, we have avoided overlaying text
on imagery, as this can impede visibility and amount ofmemory required to load and save.

mandarinoriental.com/sustainability
An audio version with highlights fromthe Sustainability Report is also available online.

Published in 2023