Mandarin Oriental, Costa Navarino - Kalamata olives harvest

Sustainability
Report2023

Mandarin Oriental, Miami

Welcome2

About this Report

2

Executive Summary

DOING THE RIGHT THING

For Our People

38

3

Our Stakeholders

39

Group Chief Executive’s Vision

5Group Director of Sustainability’s Mission

7

Our Guests
Activation and Communication

40
41

Corporate Profile

9

Health, Safety and Security

42

Performance Highlights

10

Holistic Wellness

42

Sustainability Impact & ESG

15

Sustainability Brand Standards,
Legendary Quality Experiences

43

Sustainability Recognition

16

Enhancement of ESG Policies

16

Environmental Impact

16

Social Impact

17

Governance18

Our Working Groups and Focus Areas

20

DOING THE RIGHT THING

For Our Planet

21

Climate & Carbon

Our Colleagues
Health and Wellbeing

44
44

Training and Development

44

Commitment to Human Rights

46

Commitment to Diversity and Inclusion

47

Health, Safety and Wellbeing

47

Sustainability Champions

48

DOING THE RIGHT THING

For Our Communities

51

23

Our Collective Impact

52

Awards and Frameworks

25

Culture and Heritage

55

Energy

26

Water

28

Appendices and Miscellaneous

56

Waste

29

Performance Data

57

Design32

Environmental Performance Table 2023

59

Single-Use Plastic Elimination

33

Global Reporting Initiative Index

60

Suppliers and Procurement

35

Sustainability Risk Assessment

66

Biodiversity Conservation

35

LRQA Independent Verification Statement

68

And Finally…

69

The Anatomy of a Digital Report70

Credits and Thank You

71
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Mandarin Oriental Hyde Park, London

Introduction
ABOUT THIS REPORT
Welcome to our 13th year of official sustainability reporting — asever, we aim to be as transparent about our progress as possible.
Our vision is to boldly advance sustainability benchmarks in luxury
hospitality. Collaboration is more important than competition
these days. By sharing our own data and stories of sustainability
in action, we hope to open-source some of our practices andempower others to take action. This report is a rallying cry to
all stakeholders — guests, communities, colleagues, owners,
shareholders, advisors, suppliers and the media — to join us on
the journey to climate-friendly operations.

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Executive Summary
HIGHLIGHTS OF MANDARIN ORIENTAL’S
13TH SUSTAINABILITY REPORTAt our 38 hotels and nine residences in
24 countries and territories around theglobe, sustainability is about doing the rightthing by ourselves, by our colleagues,by our families, and by the planet.

GSTC-COMMITTED
Based on Mandarin Oriental’s strong commitment
to sustainability and by applying the GSTC Criteria,
we achieved this status with Global Sustainable
Tourism Council. With 11 Mandarin Oriental hotels
accredited with GSTC Certification in 2023, we havean ambitious goal to get all our hotels across theportfolio certified by 2025.
ENERGY AND EMISSIONS
While our overall combined energy use andemissions rose in 2023 from a 2012 baseline, due
to the growth in the number of hotels, our energy
intensity per square metre fell by 22% from a 2012baseline, and our renewable energy use rose from
4% to 8% over the same period.
SINGLE-USE PLASTIC ELIMINATION
By the end of 2022, we had eliminated 99% of
single-use plastic from Mandarin Oriental hotels andwe’re working hard to weed out the remaining 1%.
Some single-use plastics are difficult to avoid, given
limitations in alternatives and the lack of control overall packaging used by suppliers. As a group, we havealways pushed for 100% eradication and thanks tothis dedication we have avoided the equivalent of justunder 1,000 metric tons of plastic waste every year.

WORLD SUSTAINABLE HOSPITALITY ALLIANCE
Mandarin Oriental has a goal to reduce carbon
by 50% by 2030, and they are helping the wholeindustry progress by supporting development of
the Net Zero Methodology.
SUSTAINABILITY CHAMPIONS
Each of our hotels and residences has asustainability champion who brings determinationand drive to advance Mandarin Oriental’s mission.
They are supported by our robust sustainable
governance structure and provided with an array oftoolkits and resources.
RESPONSIBLE SOURCING
By 2023, all of our coffee, tea, vanilla, cocoa, paperand sugar is LRQA-verified responsibly sourced, andall 19 types of endangered seafood species avoided
as listed on our Endangered Seafood Avoid List,aligned with the latest WWF Endangered Seafood
Guide. We sourced almost 92% of our eggs fromcage-free chickens as a minimum welfare standard
and strive for 100% by 2024.

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DEVELOPING ECO-FRIENDLY AMENITIESWe have worked with leading suppliers to designa full range of bespoke guest room amenities,
including toothpaste sachets. Thinking outside of thebox – literally – we worked with our dry amenities
supplier to create sachets that almost entirely
eliminate plastic (save a very thin PLA protective
lining) and plastic-free options for sanitary bags,
shower caps, and shavers.
SUSTAINABILITY SURVEY RESULTS
As part of the post-stay survey, we ask
guests to rate their satisfaction with the hotel’ssustainability practices. 2023’s year-end result
found 88% of guests were satisfied overall (out ofalmost 34,500 responses).
FOOD WASTE REDUCTION WITH WINNOWThis food-waste-management technology uses
data analysis to inform optimisation of menus andportions and this award-winning AI-powered system
is being rolled out across all our kitchens. A stand-out
challenge across hospitality, organic waste contributes
up to 10% of global greenhouse gas emissions,according to the UNEP Food Waste Index 2021.

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. We areproud that our workforce represents more thana hundred different nationalities. We deliberately
foster a workplace where all colleagues can freely
express themselves and their backgrounds without
fear of discrimination or harassment.
UNIVERSAL DESIGN
Blending form with function in a way that everyone
regardless of age or disability can enjoy time inour non-discriminatory spaces, we follow productstandards and guidelines which consider the needsof all abilities. There’s the official promise to comply
with the ADA (Americans with Disabilities Act) andthe equivalent regulations in all regions. This covers
many considerations from having at least one lift
each to guestroom floor and public area, accessible
swimming pools, restaurants and bars which can beaccessed by wheelchair and handles, pulls, latches
and locks that are all easy to grasp.

VOLUNTEERING DAYSIn 2023, we rolled out a group-wide commitment
to ensure a paid day-off for colleagues to devote
to volunteering. We saw a 150% increase involunteer hours year on year, arising from thisgroup-wide initiative.

Mandarin Oriental, Costa Navarino

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BACK TO CONTENTSGroup Chief Executive’s Vision
Sustainability is not just a responsibility, but a cornerstoneof excellence for luxury. As stewards of some of the mostbeautiful and sought-after locations in the world, we arecommitted to continuing to innovate while setting the highest
standards in luxury hospitality, from the unique experiences wecreate for our guests, to the impact we have on the planet andthe communities where we operate.

Group Chief Executive - Laurent Kleitman

Natural beauty and cultural heritage have been at
the heart of the Mandarin Oriental experience since
our founding. The actions we are taking today, andwhich are detailed in this report, are essential toensuring that we continue to reduce our impact on
the planet so that future Fans will be able to enjoy
the same natural beauty and cultural treasures thatour guests do today.
We have been transparent about our commitment todriving progress in our sustainability agenda for overa decade. Our strategy is grounded in the belief thatsharing innovation, insights and learning is criticalto making collective progress against the reality ofclimate change — the single most defining challengeof our time.
I am pleased to say that the luxury hospitality sector
has made significant strides in recent years. And yet,there is still more work to do, especially now that weare approaching 2030 in a few years and the critical
milestone to meet the UN Sustainable Development
Goals. To make it happen, we must work as a team.
Since joining Mandarin Oriental as Group Chief
Executive last year, I have been struck by theexcellence of our colleagues in everything they do.
Their desire to always do the right thing for eachother, the planet, and the communities where we
operate, has been inspiring to witness.

This includes our Sustainability Champions, manyof whom I have had the pleasure of meeting — acolleague at each of our hotels and residences whochampions efforts to push forward our mission.
Looking ahead, as we set our sights on accelerated
growth over the next ten years, so too will we
continue to extend our commitment to exceptional
hospitality to all the people and places where we
operate. This includes driving sustainable action
across our energy and emissions, the elimination of
single-use plastics, responsible sourcing, sustainable
design practices and waste reduction, to name justa few areas of focus – ensuring we are scaling ourpositive impact as we grow. For example, our energy
intensity per square meter fell by 22% from a 2012baseline and our use of renewable energy use rosefrom 4% to 8% in the same period.
With each new property that we open, we havethe chance to innovate and refine our sustainability
strategies even further, by incorporating cuttingedge technologies and local insights to create
environmentally responsible and culturally
sensitive operations. Our growth will enable us toforge stronger and new partnerships, plan for the
long-term, and make meaningful contributions tocommunities where we can have the greatest impact– all essential tenets of luxury hospitality.

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Mandarin Oriental, Marrakech

And with every new Mandarin Oriental that opens,
we will both seek to elevate the guest experienceand become part of new local communities. As a
global brand we know that we have an important
responsibility to preserve, to care and be extremely
mindful of our local impact – from revitalisinglocal economies to supporting local culture andcraftsmanship. Mandarin Oriental can offer huge
opportunities and that is why I have been thrilled
to see the impact of initiatives like our groupwide#MOgiving, through which more than 52,000
volunteer hours have been dedicated by colleagues
to their local communities in the past year alone.
For me, sustainable and enduring luxury is about
creating the time and space for the most precious
experiences and relationships – with the world andwith each other.

Mandarin Oriental’s world of beauty, legendary
service, and exceptional experiences depend on theprosperity of the natural world and the vibrancy ofthe communities who help us bring our properties
to life so that we can attract our Fans from aroundthe world.
I am truly grateful to every colleague, every guest,
every partner and every stakeholder who shares in
our ambition to set new standards for sustainability
in luxury hospitality. As a Group, we are making thechanges that we all would like to see across ourindustry. And I am certain: our best days are still
to come.
Thank you,
LAURENT KLEITMAN

Group Chief Executive

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BACK TO CONTENTS“We’ve now got 401 hotels
and we want to grow further
without increasing ourcarbon footprint.”

Group Director of Sustainability, Area Vice President,
Operations - Torsten van DullemenGroup Director of
Sustainability’s Mission
Welcome. I am very pleased to be able to update you allon our sustainability journey.
As I often tell people, “Sustainability is about doing it,” and I’m
happy to be able to share not only what we have been doing
but also some of our plans for the future.

Last December, we achieved GSTC-Committed
status from the Global Sustainable Tourism
Council (GSTC) ensuring our hotels meet rigorous
benchmarks. By working with competitors andsupply lines, we help set industry guidelines andreporting standards, thus enabling legislation. The
more you can measure something, the easier it is
to build education around it. Our primary goal overthe next year is to ensure that any inefficiencies inthe system aren’t replicated. We’re maintaining ourcurrent commitments – such as being 99.9% singleuse plastic-free – and we want to grow without
increasing our carbon footprint. We’re investing inunderstanding our supply chains and construction
methods. Truly understanding our carbon footprint
and where we can make the biggest impact is
crucial.
Sustainability must be part of governance andfinance. We are setting aside capital for sustainable
investments to future-proof our business and meet
anticipated legislation. Our 5, 10, and 15-year plansinclude capital expenditures for operational efficiency
improvements, such as sustainable building
materials, energy sources, and new technologies.

1. At the date of publishing this, our 13th report, in June 2024

For example, at Mandarin Oriental Hyde Park, London
last year we replaced two boilers with six smaller
ones that operate based on occupancy, and we’re
installing solar water heating tubes on our roofs.
Success for us is about more than just money. It
is about doing the right thing. Sustainability drives
every decision we make. We source organic food,
local fish, vegetables, fruits, seasonal products andwe will buy items suppliers struggle to sell suchas less popular pieces of meat and fish. Our chefs
incorporate these into our menus, reducing waste
and supporting local suppliers. Our high-quality bed
linens are responsibly sourced, and there is no hintof modern slavery in our supply system.
Sustainability is good for business. Recruitment
becomes easier, and some organisations award
contracts only to companies with proven sustainable
practices. They appreciate our willingness to go theextra mile to ensure we have a positive impact on
people and the planet. Last year, each colleague
received a fully paid day to work on a charitablecause, resulting in 52,000 man-hours donated tocharity. As we grow, we will continue to support thisinitiative and grow our community giving efforts.

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Artificial intelligence is already proving to be anenormous enabler. As a trial in four hotels, we have
now installed an AI programme that measures whatis thrown away in terms of food waste and quantity.
We review the data each week and discuss thesefindings with the chefs to identify the reasons behind
it and consider changing ingredients, presentation,or portion sizes. So far, we’ve implemented thissystem in four of our hotels and, on average,
reduced waste by 45% as a percentage of foodcosts in installed kitchens. In addition to saving asignificant amount in food production, it financiallybenefits us, and we’ve decided to expand thisprogramme to all our hotels.

Our planet’s ecosystem is so finely balanced.
Whether you’re an organisation or a person, being
consciously aware of this when making any decision
can have an enormous positive impact. Of course,
working together makes this impact even stronger.
I look forward to continue collaborating with you andsupporting the wider industry on this journey.
Thank you,TORSTEN VAN DULLEMENGroup Director of Sustainability /Area Vice President, Operations

Good news fromthe wider worldin 2023
Feb 2023:
China’s three major stock markets – theShanghai Stock Exchange (SSE), Shenzhen
Stock Exchange (SZSE) and Beijing
Stock Exchange (BSE) – announced the
publication of new sustainability reporting
guidelines for listed companies.

Sep 2023:

Group Sustainability Team (L to R):
Angelica Klein - Sustainability Coordinator / Florence Kwan - Sustainability Project Manager/ Iris Lam - Director of Sustainability, Global Development

The EU parliament announces rules thatcut down on greenwashing. Genericterms such as ‘environmentally friendly’,‘natural’, ‘eco’ and ‘climate neutral arebanned without recognised proof.

Nov 2023:
The Financial Conduct Authority publishes
new eco-finance measures in the UK
including product labels that help investors
understand what their money is actually
being used for.

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Mandarin Oriental, Paris
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Corporate Profile
Mandarin Oriental’s acclaimed collection of luxury
hotels and residences are found in the world’s
most esteemed and desirable destinations.
Our vision is to extend our commitment to
exceptional hospitality to all our customers,
colleagues and communities.

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09

24

1, 015

HOTELS13, 615RESIDENCES

COLLEAGUES

8, 275RESIDENCEROOMS & VILLASCOUNTRIES/TERRITORIESASIAROOMS & SERVICED
APARTMENTSAMERICAS

Bangkok

Sanya

BostonBeijingShanghaiCanouan

Guangzhou

Shenzhen

Miami

Hong Kong

Singapore

New York

Jakarta

Taipei

Santiago

Kuala Lumpur

Tokyo

Macau

EUROPE, THE MIDDLE EAST & AFRICA
Abu Dhabi

GenevaMilan

Barcelona

Istanbul

MunichBodrumLake Como

Paris

Costa Navarino

LondonPragueDoha

LuzernRiyadhDubai

MadridZurichMarrakech

2023 Global Workforce
GENDERAGE
UNDER 30EMPLOYMENTCONTRACT

1.6%

32.0%

PART-TIME

30 TO 50

54.2%
59.3%
MALE

40.7%
FEMALEOVER 50

98.4%

FULL-TIME

13.8%
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Performance Highlights
Mandarin Oriental seeks to reduce environmental
impacts while maximising social and economic
benefits for the communities where we operate —as should be the focus of sustainability strategies.
We have been expanding our commitments
to cover all aspects of sustainability within ouroperations and across our supply chains. We
have remained steadfast in pursuing them withgreat passion shown by our corporate team andproperty-level colleagues.
*Goals are applicable across all Mandarin Oriental operations.

Mandarin Oriental Hyde Park, London

For Our Planet
CATEGORY & SDGS

Climate &Carbon Energy

GOALS

2023 PROGRESS

Reduce carbon intensity by 50%

Energy audits in our hotels at three-year intervals provide
insights into hotel operations, which inform strategies andefficiency. 18 energy audits were performed between 2022
and 2023, in line with guidance from the American Societyof Heating, Refrigerating and Air-conditioning Engineers
Procedures for Commercial Energy Audits.

Achieve at least 15% renewable energyuse

29% carbon reduction per sq m, 22% energy intensity per sq magainst 2012 baseline.

By 2030:
Reduce energy intensity by 30%

8% use of renewable energy of our total energy use.

Water
By 2030, reduce water intensity by 40%

12% water intensity reduction against 2012 baseline.

By 2030, reduce waste intensity by 50%

34% waste intensity reduction against 2012 baseline.

Waste

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BACK TO CONTENTSFor Our Planet
CATEGORY & SDGS

GOALS

Environmental
Project

2023 PROGRESS

90% of our hotels offer electric or hybrid hotel cars.
100% of hotels continue to implement
at least one environmental project withmeasurable energy, carbon, water orwaste performance improvements.

Over 63% of our hotels are engaged with on site or off site
composting.
100% of our hotels implemented at minimum a single stream
sorting system for waste.

Single-use Plastic
Maintain elimination of 99% single-use

Responsible
Procurement

plastics items in all areas.

Actively eliminated single-use plastics where possible acrossour hotels with LRQA’s verification.

Uphold 100% responsibly sourced coffee,
tea, vanilla and cocoa.

Achieved 100% LRQA-verified responsibly sourced coffee, tea,
cocoa, vanilla, sugar and paper.

Uphold 100% sustainably certified paper.

Innovative digital processes continued to significantly reduce
paper usage across operations.

Maintain 100% avoidance of Mandarin
Oriental’s Avoid List of endangered
seafood species and increase sourcing ofsustainably certified seafood.
By 2023, 100% cage-free eggs and100% responsibly sourced sugar.

Avoided serving 19 types of endangered seafood species which
are listed on Mandarin Oriental’s Endangered Seafood Avoid
List, aligned with the latest WWF Endangered Seafood Guide.
Sourcing of cage-free eggs (both shelled and liquid) is inprogress across our hotels, expected to be completed in 2024.

For Our Guests
CATEGORY & SDGS

Health, Safety& Security

Guest Satisfaction& Sustainability

GOALS

2023 PROGRESS

Maintain world-class health, safety andsecurity standards.

Ongoing implementation of WeCare programme of enhanced
health and safety protocols across our portfolio.

Engage guests more effectively insustainability.

Guest Satisfaction Surveys to rate overall satisfaction with the
hotel’s suitability practices.
Solicitation of direct and targeted feedback to inform quality
programmes.

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BACK TO CONTENTSFor Our Colleagues
CATEGORY & SDGS

Health, Safety& Security

Learning &Development

Diversity &Inclusion (D&I)

GOALS

Promote colleague health, safety
and well-being.

2023 PROGRESS

Organised a series of annual ‘Inner Strength-Outer Strength’
activities on Global Wellness Day to boost colleagues’ physicalhealth and mental resilience.

Rolled out a mandatory sustainability training for all colleagues
with a focus on waste management through online andin-classroom sessions.
Support colleague learning of relevant
sustainability issues.

24 Mandarin Oriental colleagues completed an eLearning
course via GIFT.ed, on sustainability. The course provided
sustainability champions at the hotels with sustainability related
topics regarding sustainable economics, supply chain andresource use.
Continued to support a cultural shift that proactively encourages
diversity and inclusion. Ongoing actions are focused on raisingawareness and education particularly with senior leadership andexecutives, listening and engaging with colleagues on the topic
and weaving D&I into the workplace experience.

Embed diversity and inclusion in
our culture.

At Mandarin Oriental, we’re proud to foster a culture ofinclusivity, empowerment and equal opportunity for all. Ensuring
gender equity is a clear priority, there are currently thirteen
female General Managers and Hotel Managers and more thana third of our management and above across the Group arefemale as we continue to nurture a diverse new generation ofleaders for the future.

For The Communities
CATEGORY & SDGS

GOALS

2023 PROGRESS

Social Impact

100% of hotels to implement at least twosocial projects with measurable impact.
Double benefit to US-based charities
supported by hotels through fundmatching programme, FANtastic Match.

CulturePromote cultural preservation by
maintaining strong financial support for
the Asia Cultural Council (ACC).

In recognising the groupwide #MOgiving initiative, allcolleagues are offered one-paid day volunteering from 2023.
Collectively we have clocked up more than 52,000 hours.
In-kind donations of US$196,000 and cash contributions of
US$413,000 were raised to support diverse social segments invarious communities.
More than 500 initiatives conducted by colleagues in supportof local causes chosen by our colleagues. Initiatives include
blood donation drives, mental health awareness, environmental
clean-ups, food supplies and other in-kind donation, andtraining opportunities for people with disabilities and special
needs.

We have reached 18 years of support for the ACC’s Mandarin
Oriental Fellowship for Cultural Heritage Preservation.

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Mandarin Oriental, DohaBACK TO CONTENTSSTORY HIGHLIGHTS ACROSS THE COMPANY

Green Key
Certification

Mandarin Oriental, Doha and Mandarin Oriental, Bodrum havecontinued to be certified with Green Key. What does this mean?
For our hotels which have chosen to apply for this eco-label it
denotes outstanding performance in environmental stewardship andsustainable practices within tourism and it means they are upholding
criteria outlined by the Foundation for Environmental Education.

World’s Best
Luxury Hotel
Brand 2023

As Luxury Travel Intelligence explained this award:

Forbes 5-Star
Awards by Forbes
Travel Guide

24 of our hotels and 16 spas at Mandarin Oriental have been
awarded this signifier of excellence. Forbes Travel Guide, says:‘Mandarin Oriental has always performed well in our annual report.
This year, they have improved further across all our touch points,
placing them at number one. It is an engaging brand with a loyal andgrowing following, who appreciate its commitment to excellence.’‘We are the only independent, global rating system for luxury hotels,
restaurants, spas and ocean cruises. Our incognito inspectors visit every
property we rate, evaluating based on up to 900 objective standards.’

What are the Sustainable
Development Goals?
The SDGs are a set of 17 global objectives adopted
by the United Nations’ 193 Member States to address
various social, economic, and environmental challenges.
Their aim is to end poverty, protect the planet andensure prosperity for all. The deadline? 2030. These
goals cover a wide range of issues including poverty,
hunger, health, education, gender equality, clean water,
renewable energy and climate action.

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Isn’t 2030 getting very close?
The SDGs or Global Goals act as a blueprint for agreener, fairer world for all. They’re interconnected,
actionable and crucially include 169 measurable
targets. Last year was the half-way point to 2030 –and only 15% of the goals were on track.
Achieving the terms laid out in the Paris Agreement– to keep the average global temperature as close
as possible to 1.5C above pre-industrial levels is
crucial if sustainable development is ever to be areality. However, the global average temperature
has already increased by around 1C. If current rates
of carbon dioxide emissions continue, we’re set toreach 1.5C by 2029.

The good news is that the luxury hospitality industry
has woken up to the significance of the goals. Many
hotel groups now draw on them to inform theirsustainability policies.
At Mandarin Oriental, we support and align all
our operational sustainable commitments with
the SDGs, and our sustainable development with
Goal 11: sustainable cities and communities, which
we’re addressing across six main areas – siting,energy and water, materials and resources, indoor
environmental quality, emissions and effluents,
and waste.
While significant strides have been made,challenges remain: progress towards achieving the
SDG’s varies depending on the goal, region andtimeframe. With just six years left until 2030, we
require more measurable changes in our sector,
ongoing innovation, and a more strategic andconsistent approach to reporting. Cooperation
between governments, businesses, civil society andindividuals worldwide are essential, as are regularmonitoring, evaluation, and adaptation of strategies.

How can we consider the
SDGs in our travels?
AUTHOR OF “THE ETHICAL TRAVELLER: 100 WAYS TO
ROAM THE WORLD” IMOGEN LEPERE, SUGGESTS:‘Some people find the scope of the SDG’s vision overwhelming.
Yes, they’re ambitious, but big challenges require bold actions to
overcome them. And the human species is good at big actions.
Between 2000 and 2015 we cut world poverty in half – whyshouldn’t we be able to finish the job?
Although travel and flying, in particular, do release carbon
emissions, they also present many opportunities to help hit that
2030 target. Taking action can begin before you’ve even left
the house and includes all planning considerations down tobooking hotels with sustainability policies rooted in the SDGs.’

Mandarin Oriental, Miami

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Sustainability
Impact & ESG
Mandarin Oriental, Guangzhou

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Mandarin Oriental, Bangkok

Certifications
As part of a strategy to seek external validation of
our commitment to responsible business practices,
we are delighted to have achieved Global
Sustainable Tourism Council’s GSTC-committed
status. With 11 Mandarin Oriental hotels accreditedwith GSTC Certification in 2023, we have an
ambitious goal to get all our hotels across theportfolio certified by 2025.

Enhancement of
ESG Policies
Faced with the complex, interlinked challenges
of climate change and social equity, theEnvironmental, Social and Governanceframework has helped us shape group policies
within our destinations and supply chains.
Compliance driven, reporting in ESG terms
speaks to where we stand in maximising ourenvironmental and social impact. Our policies
are published on our company sustainability site
– testament to us veraciously standing behind
our deepened commitments and goals.

Environmental Impact
We updated our Code of Conduct to incorporate
sustainability into every level of decision-making in
2022. We adopted an Environmental Policy centredaround our green commitments – including improving
energy, water and material sourcing efficiency,
reducing waste, and engaging stakeholders insustainability efforts. We also continued to disclose
climate-related financial risks in our second Task Forceon Climate-related Financial Disclosures (TCFD) reportas published in our Annual Report 2023, as part ofour commitment to measure and manage how climatechange will likely impact our business.
While our overall combined energy use and emissions
rose in 2022 from a 2012 baseline, due to the growthin the number of hotels, spanning a conditioned floorarea of 574,935 sq m in 2012 to more than double at
1,315,800 sq m by 2023, our energy intensity persq m fell by 22% from a 2012 baseline, and renewableenergy use rose from 6.7% to 8% over the same
period.

In line with our industry’s pace, we are not yet reporting
our Scope 3 emissions, but we play an active role asadvisory members in the development of the hotelindustry-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. We actively monitor and pursue action
to reduce greenhouse gas emissions, and manage
climate-related risks and opportunities. Our disclosures
are consistent with TCFD’s All Sector Guidance with
two areas pending further advancement – scenario
analysis and Scope 3 assessment. The complexities
and uncertainties in Scope 3 measurement posechallenges to deriving meaningful and comparable
figures. We have started developing an action plan
for assessing and addressing Scope 3 emissions,which includes a Scope 3 mapping exercise in
2024 to understand the type of data, resources, andenhancements in current systems and processes
required. A breakdown of our environmental
performance can be found in the appendix.

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Social Impact
Our Diversity & Inclusion Policy is centered on fostering a diverse
and inclusive working environment, fair People and Culture
practices, and career support for colleagues. We have always
acted against modern slavery and human trafficking, but our
Human Rights Policy promotes understanding of these key issues
among our suppliers. This, together with the newly instituted
Supplier Code of Conduct, outlines (see page 19) our intention towork with suppliers who meet our responsible procurement criteria
and take social sustainability practices seriously.

Mandarin Oriental, New YorkSPOTLIGHT ON

Samantha Furlong

Group Director of Rooms
A key member of our Sustainability Leadership Council anddriving our single-use-plastic-free amenities solutions in our guest
rooms, some of which are industry firsts, Samantha has been thepivot of identifying eco-alternatives that meet our sustainability
requirements. Having closely worked with key suppliers, Samantha
remains steadfast in spearheading sustainable guest amenities
solutions. After studying and gaining experience with luxury hotels
in Asia and Europe, Samantha joined Mandarin Oriental, Miami in2004 and relocated to the Hong Kong corporate office in 2007,
overseeing all aspects of Rooms Division, including Front Office,Housekeeping, and Guest Services.

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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 tocollaborate effectively and harness synergies across the group. We hold discussions with our Sustainability
Executive Advisory Panel (EAP), chaired by our Group Chief Executive, at least once every quarter onsustainability progress, challenges and directions. Greenview, a leading provider of sustainability and data
management for the sector, sits on the EAP as our technical advisor. Our colleagues are encouraged tocommunicate and share best practices and solutions over quarterly Sustainability Champions calls. Q&A
sessions and forums are set up involving the key internal stakeholders such as General Managers when weroll out group-wide programmes, for both transparency and feedback.

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

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

DIVERSITY & INCLUSION(‘D&I’) COUNCIL
Comprising group andproperty-level colleagues,

SUSTAINABILITY LEADERSHIP COUNCIL
Comprising group and property-level colleagues, it filtersthematic priorities into workstreams and focused action
points to be implemented by the Working Groups.

it focuses on enhancing

property-level colleagues

employee engagementand driving D&I-relevant
performance.

TASK FORCES
Comprising group and

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

across various departments tosolve specific challenges, gaps,
and risks that are transversal.
They come together for a finite
period of time to collaborate,
solve and implement solutions.

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

REPORT
DELEGATE / OVERSEE18

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Supplier Code of Conduct
THIS IS OUR MANIFESTO FOR A VALUE CHAIN
WHICH INVOLVES BUSINESSES THAT:
Do not use forced labour, slavery or human trafficking.
Honour diversity and inclusion, with all employees treated withrespect and dignity.
Have in place an environmental policy and management
system minimising the negative impact of their operations,products and services across all stages of their lifecycle.

Mandarin Oriental, Miami

What is the
GSTC?

We have aligned with the industry criteria set by Global Sustainable Tourism
Council. The GSTC is a non-profit which came about as an offshoot of the United
Nations as a global standard for sustainable travel and tourism initiated by acoalition of UN agencies UNEP and UNWTO.

THE GSTC CRITERIA COVER FOUR MAIN THEMES:

1

Sustainable
Management

In summary, about effective management of tourism destinations, including
governance, planning, stakeholder engagement, and monitoring ofenvironmental, social, and economic impacts.

2

Socioeconomic
Impacts

A key aspect of evaluating the impact of tourism is whether visitors are contributing
in a positive way to local communities, economies, and cultures, ensuring benefits
are fairly distributed and tourism activities respect and enhance local livelihoods.

3

Cultural Heritage

The preservation and promotion of cultural heritage, including sites, traditions,and Indigenous knowledge is a key part of responsible travel. Respecting local
cultures and traditions while promoting cross-cultural understanding is not only vitalfor businesses but valuable for engaging visitors with history, tackling myopia.

4

Environmental
Protection:

Explaining the how and why of saving natural resources, minimising negativeenvironmental impacts such as pollution, habitat destruction, and promoting
biodiversity conservation and climate change mitigation.

‘Based on Mandarin Oriental’s strong commitment to sustainability and by applying the
GSTC Criteria, we were honored to recognise your organisation as GSTC-Committed. You
have accomplished much and your leadership is committed to continual improvement.’— RANDY DURBAND, CEO OF THE GLOBAL SUSTAINABLE TOURISM COUNCIL

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Mandarin Oriental, MilanBACK TO CONTENTS

Our Working Groups & Focus Areas

Diversity & Inclusion Council

Green Development

Supports a cultural shift that proactively encourages
D&I through leadership commitment and accountability,
group-wide awareness and engagement activities,
aiming for more diversity in leadership.

Develop and roll out internal guidance on integrating
sustainability across property development, design,and pre-opening phases, balancing growth withscaling sustainable solutions.

Environmental Impact

Food & Beverage Impact

Develop group and property-level energy, carbon,
water and waste 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
across our F&B.

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

Residence
Develop sustainability best practice sharing
across residences and identify ways to becomea sustainability resource for residents and host agreener way of living.

Marketing & Communications
Strengthen internal sustainability communication
processes and develop creative resources forexternal communication with guests and spark longlasting behavioural change internally and externally.

Rooms & Quality
Introduce new sustainability Legendary Quality
Experiences, go paperless with digital innovations
and continue to eliminate single-use plastic andidentify responsible procurement opportunities inour rooms and quality.
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DOING THE RIGHT THING

For OurPlanetMandarin Oriental, Bodrum

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Mandarin Oriental, Paris

Can luxury travel
be responsible?
It has to be.

We have been monitoring and measuring our impact for many years. Gathering, calculating and maintaining
data on our energy, carbon, water and waste in a group-wide Inventory Management Plan started in 2022.
In 2023, we took this one step further. As we work towards our 2030 Environmental Targets and weigh up
ways we can improve across our operations, we aim to demonstrate how better efficiencies can contributeto long-term profitability.
We commit to regular, annual reporting on environmental issues to internal and external stakeholders.
Our annual sustainability reports, ad hoc press releases and social media campaigns are our main formats
of communicating with external stakeholders, and we have an intranet system in place to share reports
and communicate regularly with internal stakeholders.
Reconciling responsibility with world-class spas, fine dining and rooms with every comfort is ourongoing mission.

2030
ENVIRONMENTALTARGETS(from 2012 baseline)

Energy2030
TARGETSintensity reduction

2023
PROGRESS

down per sq m

30%
22%

Carbon50%

intensity reduction

29%

down per sq m

Water

40%

intensity reduction

12%

down per sq m

Waste

50%

Renewable
Energy15%intensity reduction

increase in use

34%

8%

down per sq m

use

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Climate & Carbon
A long-standing group environmental protocol
has let us manage anticipated climate-related
physical risks and reduce our carbon footprint.

Mandarin Oriental, Marrakech

SPOTLIGHT ON:

Greenview Portal

Our sustainability management system
We’ve tracked energy, emissions, water, and waste since 2012, and since 2019 we’ve uploaded ourdata in the Greenview Portal. Greenview works well to support Mandarin Oriental’s strategies to alignwith Global Sustainable Tourism Council (GSTC) Criteria, and monitor progress at each hotel and at
a group level. We share environmental goals and updates via reports, press releases, social media,
calls, and through our intranet.

‘We are glad to support Mandarin Oriental intheir GSTC certification preparation process
through our GSTC Recognized Greenview
Portal. The GSTC Criteria underscore thefundamentals for a robust sustainability
management system, with 42 criteria spanningfrom staff engagement and protecting cultural
heritage to local and sustainable purchasing
and biodiversity conservation. Given the
numerous criteria to fulfil, understanding
and consolidating efforts and evidence for

GSTC certification can be challenging andtime-consuming. With this in mind, we haveintegrated guidance, features and functionalities
into our platform to aid users on their GSTC
journey. Tracking relevant data and initiatives,
monitoring progress towards targets, anduploading supporting documentation are all
facilitated within one convenient location.’— ERIC RICAURTEFOUNDER & CEO, GREENVIEW

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Mandarin Oriental Jumeira, Dubai

What is the‘greenhouse effect’?
Glenn Thomas Trewartha, assistant professorof geography at the University of Wisconsin,
described the heating up of the Earth as far
back as 1937. Today’s global warming resultsfrom an increase in the sunlight-trapping
globe-swaddling layer of greenhousegases in the Earth’s atmosphere. Like a lotof topics in sustainability, it’s complicatedin some ways, and at the same time alsopretty simple. Plundering the planet for fossil
fuels, then burning coal, oil, and natural gas
while we lose carbon-sucking forests means
nature is out of balance, as global averagetemperatures continue to rise. Proceedingsof the National Academy of Sciences (2024),
researchers from Oregon State University
and the University of St Andrews carriedout a detailed chemical analysis of ancient
Antarctic ice and found that the rate of
atmospheric carbon dioxide increase iscurrently 10 times faster than at any point in
the past 50,000 years.

SPOTLIGHT ON

The CHSB Index
We are an advisory council memberof the the Cornell Hotel Sustainability
Benchmarking Index (CHSB), an industry-led
initiative to develop global benchmarking
data on energy, water, waste and carbon
emissions. Led by Cornell University’s
Center for Hospitality Research, the
CHSB initiative collects and analyses
data from hotels worldwide to benchmark
sustainability metrics such as energy use,water consumption, and carbon emissions.
Through this, hotels gain insights to improve
efficiency and reduce environmental impact,
fostering collaboration and continuous
improvement in sustainable operations
within the hospitality industry.

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Risk Management Framework
ISO AND COSO — THIRD-PARTY ASSESSMENTS
In addition to self-monitoring across all properties,
in 2022, we engaged Greenview, a thirdparty consultant to conduct a sustainability risk
assessment for our portfolio. This highlighted
individual hotels’ exposure to climate, water,
biodiversity, socioeconomic and sustainability
related regulatory risks.

Mandarin Oriental, Santiago

Aligning with the ISO 31000 and COSO principles

Carbon Intensity Reduction
2023 PROGRESS

29%

down per sq m

2030 TARGET

50%

down per sq m

helped identify, assess, and define strategies tomonitor and consider location-specific mitigation
measures for climate-related risks, including
insurance plans for natural disasters, increased
use of renewable energy, and energy and water
efficiency initiatives.
The evaluations analysed acute (floods, droughts
and cyclones) and chronic (change in long-term
precipitation, temperature and sea level rise)
physical risks, as well as transition risks (change insustainability-related policies).

(from 2012 baseline)

CASE STUDY

Hotel Green Awards in 2023
Mandarin Oriental, Singapore
Singapore Hotel Sustainability Award 2023
This award recognises hotels taking the lead inchampioning green practices and initiatives in theworkplace. Aligned with the GSTC certification
requirements, it attests to effective sustainability
management and initiatives benefiting theenvironment and local community.
ASEAN Green Hotel Standard(Association of South East Asian Nations,2022 through 2024).
BCA Green Mark Certification(Green building rating system, 2022 through 2025).

Mandarin Oriental, Bodrum
Blue Flag Beach Accreditation
This eco-label awarded achievements of their rigorous
standards for water quality, sustainable developmentin freshwater and marine areas for a consecutive year.

Mandarin Oriental, Macau
2022, 2024 Macao Green Hotel Award — Silver
The Environmental Protection Bureau with the
Macau Government Tourism Office gave this inrecognition of the commitment and achievements inenvironmental management: energy conservation,
protection of water resources, waste recycling,green procurement and noise control.

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Mandarin Oriental, Paris

EnergyAs a sector, science is what informs the mostimpactful changes. Energy audits in our hotels
at three-year intervals provide insights tohotel operations, which inform recommended
strategies and efficiency projects. 18 energy
audits were performed between 2022 to 2023
in line with guidance from ASHRAE’s Procedures
for Commercial Energy Audits.

Renewable Energy
RENEWABLE ENERGY
To tackle the effects of and reduce the causesof climate change, we must all do our part intransitioning from the world’s reliance on fossil
fuels to a greater use of clean energy. Our use ofrenewables increased year-on-year, reaching 8% of
our total energy use in 2023. We intend to continue
working towards reaching our 15% goal by 2030.
Fewer properties than many might appreciate aresuited to solar panel installations, so we encourage
properties to select sources that suit their needs.
A total of nine properties are procuring Renewable
Energy Certificates for their energy supply.
GREEN TRANSPORT
We have invested greatly in the necessary
infrastructure such as charging stations, and 90% of
our hotels offer electric or hybrid hotel cars, which isa 19% increase since 2022.

2023 PROGRESS

2030 TARGET

8%

at least

USE

15%
USE

(from 2012 baseline)

ENERGY CASE STUDY
In 2023, Mandarin Oriental, Paris focusedon the reduction of energy and optimisationof machinery in the property. This 135-room
grande dame on Rue Saint-Honoré focused on
optimising air handling units in front-of-house andback-of-house areas, allowing for more control
over the operation of these units. They also finetuned fan coils and lighting in the administrative
office spaces, to improve energy usage.

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Mandarin Oriental Hyde Park, London

SPOTLIGHT ON

Driving sustainability
with an electric fleet
Energy Intensity Reduction
2023 PROGRESS

22%

down per sq m

2030 TARGET

30%

down per sq m(from 2012 baseline)

Mandarin Oriental, Lago di Como
On top of the eight on-site charging stations,the resort has debuted the complimentary
shuttle service with the first fully electric
Volkswagen van, ID Buzz, to ferry guests
into the heart of historic Como. These
eco-friendly mobility options elevate theguest experience while minimising theresort’s environmental impact.

CASE STUDY

Carbon Neutrality Month
Mandarin Oriental, Santiago

During November, hotel guests were invited to try different‘zero carbon emissions’ experiences. Transfers were offered inelectric vehicles, and organic food provided in the high-altitude
garden, Azotea Viva which includes a high-rise orchard, abeehive, greenhouse and photovoltaic system at the hotel.
The hotel worked with Enel X throughout November 2023,
to calculate all carbon emissions generated through guest
activities. While retaining an emphasis on strengthening energy
efficiency and waste reduction measures, this was shared on
check-out along with details of relevant carbon credits as offsets.

Mandarin Oriental, Santiago

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Mandarin Oriental, Marrakech
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Water
At Mandarin Oriental, we have an eye forconservation innovations and have trained ourcolleagues on the importance of water-saving
initiatives. The Group Sustainability Department
collaborates closely with Group Engineering
Operations to ensure that all properties havein place achievable targets for water reduction.
The group water targets are based on regularwater audits. Regular reporting of these statistics
allows us to see real-time data and adjust ouroperations where needed. A water risk assessment
is conducted every two to three years, at our
properties.

Did you know…
CASE STUDY

Water Circularity

Mandarin Oriental, Guangzhou
A new water tank collects condensation waterfrom the air handling units is used for garden
irrigation, with an expected annual watersaving of 300 cubic meters.

Tourists can sometimes use more than eighttimes more water per person than the local
population — and often in water-scarce
destinations. According to the World Hospitality
Alliance, hotels guzzle an average of 1,500 litres
per room per day. Low-flow bathroom fixtures,
drip irrigation, and greywater recycling systems
are a few ways hotel heroes are fighting back.

Water Intensity Reduction1
2023 PROGRESS

12%

down per sq m

2030 TARGET

40%

down per sq m(from 2012 baseline)

Mandarin Oriental, Canouan
1
Irrigation water usage is excluded from total water usage metrics due to its significant variability across properties and its potential to distort averagewater use intensity, ensuring a more accurate comparison of core operational water use.

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Waste
BETTER MEASUREMENT ALLOWSBETTER MANAGEMENT
We aim to halve our waste by 2030, which
has meant upping out action plans to better
segregate and divert waste from landfill.
‘Reduce, Reuse, Recycle and Upcycle’ is ourmantra in transitioning to a circular economy.
The Group Sustainability Department is working
with Group Engineering Operations to ensure
achievable targets are in place across the Group.
WHAT DOES SEGREGATION INVOLVE?
We sort waste across 20 categories, including
food, paper, glass, plastic, organics, and metals.
Each property records waste figures every
month using the intensity and waste diversion.
Best practices are shared through internal
platforms, including our sustainability site andsocial app MyMO, driving our transition to acircular economy across the board.

Mandarin Oriental, Jakarta

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’s left to anaerobic biodigestors,
creating compost and converting to green energy,
animal feed and fertilisers.

Celebrating food provenance
Where our food originates from, how it was grown or produced, and transported are all considered
aspects of its “food provenance.” Understanding a product’s food origin helps consumers makeinformed decisions about the environmental and social implications of its production, processing,and distribution. Consumers are asking more questions and becoming more conscious of the sourceof their food, which is resulting in more responsible consumption practices. This in turn is driving
important conversation and demand for traceability and transparency from suppliers within ourcomplex food system.

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BACK TO CONTENTSSPOTLIGHT ON:

Winnow
This award-winning AI-powered system is being rolled out across all of our kitchens as of 2024 after asuccessful trial spanning four properties representing each of our major operating regions. This food-wastemanagement technology uses data analysis to inform those prepping the servings to optimise menus andportions. Less leftovers swerves a load of greenhouse gases, since organic waste as it decomposes, pumps
out methane which is 28 times more potent than carbon dioxide (although it leaves the atmosphere faster).

‘Between 5 and 15% of the food purchased by kitchens goes towaste – but chefs can’t be expected to tackle that unless they’reequipped with the data to understand what’s being wasted, andwhen. Mandarin Oriental has understood this from thestart of our partnership, and we’re thrilled to see that
Winnow’s AI is already supporting such significant results.
By optimising food preparation and reducing waste, Mandarin
Oriental is not just saving resources but significantly cutting
greenhouse gas emissions. This partnership is a powerfulexample of a luxury brand pioneering technological innovation
to drive real, sustainable change.’— MARC ZORNES, FOUNDER AND CEO OF WINNOW

Mandarin Oriental Hyde Park, London

Winnow reported an estimatedannualised total reduction at
the four pilot hotels of:

US$207,000
net savings after
Winnow cost

66

TONNESfood waste
weight reduced

289

TONNES

CO2e offset

MANDARIN ORIENTAL HYDE PARK, LONDON

Michelin-starred Zero-waste Menu
The Luncheon menu at Dinner by Heston Blumenthal alchemises
what might otherwise be off-cuts or food waste. Chef Adam
Tooby-Desmond’s future-forward past-appreciating cunningincludes Ragoo of Pigs Ear on toast and forced artichoke andpineapple and cardamom tart. Modelling circularity, and storytellingaround centuries-old recipes, all while overlooking the royal park
opened to the public by Charles I in the 17th century, previously
Henry VII’s private hunting grounds.
Mandarin Oriental, Bangkok

MANDARIN ORIENTAL, BANGKOK

Organic and Closed Loop Growing
In Kamphaeng Phet, the hotel works closely with Les Farmiers toconvert food waste (eggshells and coffee grounds) into fertiliser
in a dedicated greenhouse. The hotel has sent around 2,400 kg
of eggshells, 2,200 kg of coffee, and over 260 kg of compost
as of December 2023.

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THE LANDMARK MANDARIN ORIENTAL,
HONG KONG

Bread to Beer

Local brewery Young Master has created a dark
toast wild ale for Amber through their wild yeast
fermentation programme, using the hotel’s leftover
and overtoasted sourdough bread.

MANDARIN ORIENTAL, GENEVA

Minibar Mastery

Room Service has created a best-before-date system
for minibar items using software to track expiration
dates. By moving products nearer their expiry to highconsumption areas the team estimates that it is savingaround 2,000 CHF to 3,000 CHF a year.
THE LANDMARK MANDARIN ORIENTAL, HONG KONG

Limited-edition
Upcycled Lychee Ale

Our restaurant Amber has also collaborated withregenerative organic farming co-op Farmhouse
Productions for Amber Lychee Wild Ale artisanal brew.
This is made from the surplus harvest of Hong Kongorganic lychee which would otherwise rot in landfills.

Waste Intensity Reduction
2023 PROGRESS

34%

down per sq m

2030 TARGET

50%

down per sq m(from 2012 baseline)

Mandarin Oriental, Bangkok

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Mandarin Oriental, Costa Navarino
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DesignThe built environment accounts for an eyewatering percentage of overall global CO2e —according to the World Green Building Council, it’saround 39% of all carbon emissions. Recognisingthat the buildings in which we operate havea footprint, our Development and Technical
Services teams collaborated with our ProductStandards & Guidelines (PS&G) to create our
Responsible Hotel Development (RHDG) in 2021.
Emissions from construction, operation, thedemolition of buildings can vary greatly
depending on location, building materials, andenergy sources — this RHDG documentation
is a guide for all colleagues, owners anddesigners working in design and construction.
We strive for balance in considering andintegrating sustainability principles during
all phases of new developments and major
refurbishments, and to find areas of improvementin current operations. We are integrating
biodiversity considerations into analytical tools,
such as environmental site impact assessments.
The RHDGs are continually reviewed to ensure
we keep up with new technologies, policychanges and guest expectations.

MANDARIN ORIENTAL SAVOY, ZURICH
Working with ewz, the municipal electric utility in
Zurich, to heat and cool the hotel, using water from
Lake Zurich. Heat is extracted from the lake in winterto power energy-efficient electric heat pumps. In
summer, the system works in reverse, with the lakewater acting as a heat sink so that the heat pump
can cool the hotel. When lake temperatures allow,
free cooling saves heat pump energy.
MANDARIN ORIENTAL, KUALA LUMPUR
Recognised by the ISO14001 certification since2003 and awarded the ASEAN Green HotelStandard Award.

UNIVERSAL DESIGN
Blending form with function in a way that everyone
regardless of age or disability can enjoy time inour non-discriminatory spaces, we follow productstandards and guidelines which consider the needsof all abilities. There’s the official promise to comply
with the ADA (Americans with Disabilities Act) andthe equivalent regulations in all regions. This covers
many considerations from having at least one lift
each to guestroom floor and public area, accessible
swimming pools, restaurants and bars which can beaccessed by wheelchair and handles, pulls, latches
and locks that are all easy to grasp.
Mandarin Oriental, Kuala Lumpur
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Mandarin Oriental, Singapore

Single-use
Plastic Elimination
Some single-use plastics are difficult to
avoid, given limitations in alternatives andthe lack of control over all packaging usedby suppliers. As a group, we have always
pushed for 100% eradication and thanks to thisdedication we have avoided the equivalent ofjust under 1,000 metric tons of plastic waste
every year. And in terms of saved energy fromthat elimination of plastic, that’s equivalent toabout 10,000 barrels of oil.

Our commitment to eliminating single-use plastics
extends to all areas of our hotels, including rooms,
spa, transport, restaurants and bars, as well as inback-of-house areas which are not visible to guests,
such as offices, colleague areas and kitchens. In thepast few years, we have been tracking our singleuse plastic progress via internal processes. Our
Group Sustainability Department collaborates withall departments from the Group Rooms, Group Spa
and Group F&B to ensure that all properties haveachievable targets for single-use plastic elimination.
We have been tracking our single-use plastic
progress over the past few years. We engage an
independent third party, LRQA, to verify our hotels’
single-use plastic elimination status.

We also use the Greenview Portal as oursustainability management system. While ourrelatively 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 supplier packaging.
Our colleagues were encouraged to identify
single-use plastic items and solutions. They are
equipped with sample checklists, guidelines,
training, and sharing of best practices and solutions
over quarterly Sustainability Champions calls, casestudies and via the internal social app, MyMO.

Not-so-fun plastic facts.
A colossal 8.3 BILLION Metric Tons of plastic has been produced since thecontroversial material was introduced in the 1950s. A terrifying 79% of it still sits
in landfills or the natural environment. By the end of 2022, we had eliminated
99% of single-use plastic from Mandarin Oriental hotels. We continue to work on
the remaining 1%, largely due to supplier packaging.
Mandarin Oriental, Singapore

BIG WINS FOR PLASTICS AVOIDED EACH YEAR

7,700K
Water
Bottles

4,900K

Bath Amenity
Bottles

1,800KF&B Takeaway
Items

294 METRICTONNES
GarbageBags*estimated from a sizing exercise conducted

168 METRICTONNES

Cling Film andFood Vacuum Bags
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Eco Solutions
Mandarin Oriental, Singapore

CASE STUDY

Fruit Juice Triumph
Mandarin Oriental, Doha

We worked with suppliers to switch from plastic
bottles to glass, which were collected, sent back,washed, refilled and reused. Anticipated savings
are around 31,000 plastic bottles a year basedon previous consumption patterns.

EARTH-FRIENDLY AMENITIESWe love seeking out eco alternatives, and wehave designed alongside key suppliers a fullrange, including toothpaste sachets which havereceived lots of positive feedback. Certified ISO
14001 and ISO 9001, these products are certified
by international laboratories such as Intertek and
SGS. The cotton used is certified GOTS, while
papers and woods are all certified FSC.
We do our best to stipulate that suppliers mustfind eco-friendly solutions — and welcome
any ideas and innovations — but the hygiene
mandates of local authorities can be restrictive.
Small-scale purveyors can also be fiddly todeal with, but we are collaborating wherever
we can to identify solutions and adapting
standard operating procedures to drivechanges in the industry.

CASE STUDY

Plastic Bottles get the Heave-ho
Mandarin Oriental, Hong Kong

Mandarin Oriental, Hong Kong

Single-use water bottles have been eliminated by a takeback programme
for locally sourced glass alternatives. An annual CO2e reduction of 264
tonnes, equates to planting 10,565 trees, is expected. This reduces theoverall carbon footprint by editing out overseas shipping and sendingused glass bottles to landfill and more reliable local stock control. We haveworked with Swire Coca-Cola HK, the authorised bottler and distributorof the Coca-Cola Company, and BonAqua, Hong Kong’s leading bottled
water brand, on this takeback programme.

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Suppliers and Procurement
Our commitment to responsible procurement is sharedwith everyone in our supply chain. Our guidelines ensure
ingredients are grown using sustainable practices, and farmers
receive fair wages. We strictly oppose forced and child labour,and poor working conditions, as outlined in our Modern
Slavery Statement on our website.

Mandarin Oriental, Marrakech

At Mandarin Oriental, we are dedicated to ethical sourcing. We ensure our coffee, tea, vanilla, and cocoa are
responsibly sourced, and we avoid serving endangered seafood, following the WWF Endangered Seafood
Guide. Our sustainability efforts extend to using 100% sustainably-certified paper throughout. In 2023, we
expanded our commitments to include 100% responsibly sourced sugar and 100% cage-free eggs.
All our hotels are required to self-monitor their responsible procurement practices and undergo independent
verification. LRQA, our third-party auditors, ensure our suppliers meet our fair, equitable, and sustainable
standards. We actively participate in strategic industry sessions, such as the Hong Kong Sustainable Seafood
Coalition, and keep our sustainable seafood program updated with the latest expert insights.
Our restaurants’ sustainability efforts are gaining recognition. Amber at The Landmark Mandarin Oriental,
Hong Kong, maintained a Green Star for a consecutive year in the 2023 Michelin Guide, adding to its twoMichelin stars, which it has held for 15 consecutive years since 2008, in acknowledgment of its commitment
to sustainability.

Biodiversity Conservation
Habitat loss is one of the main drivers of biodiversity
loss. At Mandarin Oriental, Canouan, we have createda turtle sanctuary with an elevated platform to carefor hatchlings that need help and welcome guests tovisit and learn more. ‘Canouan’ is derived from the
Arawakan word for turtle and the island is famous for
its resident red-footed tortoises.
Mandarin Oriental, Canouan

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BACK TO CONTENTSSPOTLIGHT ON

Chef Richard Ekkebus

Director of Culinary Operations and F&B
The Landmark Mandarin Oriental, Hong KongAwarded the Distinguished Sustainability Leadership Awardby the Hong Kong Management Association in recognition ofChef Ekkebus’ success in raising awareness of the importanceof sustainability in the business community. Receiving this
distinction, Chef Ekkebus said:‘‘It is a great honour to be recognised for our sustainability
journey. None of this would have been possible without acommitted and creative team that has been supporting myvision from day one, or without the support from Mandarin
Oriental Hotel Group. We will continue offering modern finedining experiences that combine culinary excellence with ethicaland eco-friendly commitments, an inspiration for keen foodies
and the hospitality industry.’

Our Sustainable
Honey Programme
Protecting and enhancing beehive populations
is more important than ever: bees are vital for
pollinating plants, vegetables and fruit and forplaying a part in supporting biodiversity and foodsecurity. We’ve been running programmes across
our properties for more than five years. Urban
bee houses and resting points are safe havens
for bees and other pollinators and beekeeping isincorporated into operations whenever we launch
new hotels, on site and off.

Mandarin Oriental, Guangzhou

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Working with suppliers
Thinking outside of the box (literally), we’ve worked with
our dry amenities supplier to create a toothpaste sachet
that almost entirely eliminates plastic (save a very thin PLA
protective lining) and plastic-free options for sanitary bags,
shower caps, and shavers. These aren’t readily available in themarket, or products along these lines are not typically fit for aluxury hotel — but we’ve loved elevating eco options for all.

What are‘cage-free eggs’?
This is when egg-laying hens can roam
freely, and the chickens are housed
in a hen house or space with accessto food and fresh water. This status
is a minimum requirement at all our
properties, although procurement aims
to go beyond and we seek to sourcefrom best-quality farming conditions.

What does ‘responsibly
sourced’ mean?
Since 2019, we have sourced sugar, coffee, tea, cocoa, vanillaand paper which has been grown, harvested, traded andmanufactured in an ethical way with a fair treatment of workers.
Eco-labels we rely on are Fairtrade, Rainforest Alliance, UTZ
Certified or equivalent, and Bonsucro. Third-party assurances
include Ethisphere, EcoVadis, DNV Business Assurance andequivalent verification reports.

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DOING THE RIGHT THING

For Our
PeopleMandarin Oriental Jumeira, Dubai

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Legendary service
is the hallmark of
Mandarin Oriental.

We dedicate ourselves to delivering
service excellence, exceeding
expectations each day. Guests canrest assured that their comfort, healthand safety are well taken care ofduring their stay with us.

Our Stakeholders
Mandarin Oriental Pudong, Shanghai

At Mandarin Oriental, our sustainability
commitments go beyond the environment
as we strive to ensure socio-economic
benefits for all the people and communities
our work touches.

GUESTS
We promote guest awareness of sustainability issues, enabling them to partake in our initiatives
such as the green linen standard. We also offer Mindful Meetings and Meetings with Purpose,
which include green transportation, and invite guests to indicate sustainability preferences
for a greener stay through Fans of M.O. programme. We conduct guest satisfaction surveys toimprove our service quality and sustainability programme.
LOCAL COMMUNITIESWe engage with residents by participating with organisations, cultivating local talent andsupporting initiatives that benefit our immediate society. Our colleagues engage in communityand giving activities, which they are passionate about.

INDUSTRY PEERS AND TRADE ASSOCIATIONS
We participate in industry sustainability initiatives, such as the Net Zero Methodology for Hotels,
Cornell Hotel Sustainability Benchmarking Index and Green Lodging Trends Report, to advanceindustry sustainability and gain insights into our hotels’ performance against industry peers.

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BACK TO CONTENTSCOLLEAGUES
We listen to the voices of our colleagues across channels, including engagement surveys. Our
Safe and Sound programme checks health and safety, and we develop talents through careerdevelopment plans, performance reviews and training programmes. Under our sustainability
governance framework, colleagues are also engaged and empowered to advance the Group’s
sustainability efforts.

SHAREHOLDERS
We conduct ongoing and routine discussions with our controlling shareholder, Jardine
Matheson Group, on financial performance, risk management (including sustainability andclimate risks) and other current issues. We also conduct annual financial and sustainability
reporting and have feedback mechanisms for our shareholders.

NGOS AND OUTSIDE ADVISORS
We discuss our sustainability programme with key thought leaders across the travel andtourism industry and the broader sustainability field. Greenview, a leading sustainability
research and consulting firm, sits on our Sustainability Executive Advisory Panel (EAP) as
an advisor. We also partner with international and local NGOs.

OWNERS AND DEVELOPERS
We maintain close partnerships and regular communications with owners and developers, fromdesign and development to construction and property management. Sustainability is a key
consideration across all of these phases.

VENDORS, SUPPLIERS AND CONTRACTORS
We conduct meetings with vendors, suppliers, and contractors to discuss responsible
procurement opportunities and promote supplier awareness of sustainability — such as thetypes of endangered seafood to avoid. As part of our efforts to source locally, we also havepartnerships with local farmers, beekeepers, aquaculture farms, and fisheries.

Our Guests
Legendary service is a longstanding hallmark of
Mandarin Oriental — and it is at the heart of our luxury
hospitality. As well as we are well recognised fordelivering service excellence and operating our hotels
and residences in responsible and sustainable way,
we invite guests to join us in the pursuit of a more
responsible approach to luxury.

Mandarin Oriental, Miami

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Mandarin Oriental, Shenzhen
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Greenwashing —the origins of
this term.

Activation and Communication
A ‘green linen’ standard is a basic protocol today. Our in-room card
explains that we change the bed and bathroom linens every otherday, unless the guest places the card in such a way as to request
a daily refresh. 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 intalking to our guests about why we have our initiatives in place.

Jay Westerveld coined the termin 1986 to shame hotels leaving
eco-conscious notes for guests.
He proposed that asking guests
to reuse their towels as an act ofenvironmentalism was masking
their real motivation: reducing theirlaundry and housekeeping costs
as a money saver. So we’re careful
to go above and beyond inviting
guests to opt in and out of extra
laundering…

SPOTLIGHT ON:

Jill Goh

General Manager
of Mandarin Oriental,
Singapore

Jill Goh, General Manager of Mandarin
Oriental, Singapore, is always eager tocelebrate the benefits of talents with different
backgrounds, genders, and ethnicities —as profiled in Travel Weekly Asia:
A seasoned veteran with over 30 years inglobal luxury hospitality, Goh started hercareer with the Group in 1993.

She has expanded her leadership roles
throughout the years in London, Macauand Hong Kong. Her recent tenure at The
Landmark Mandarin Oriental was particularly
noteworthy, as she was recognised as
Hong Kong’s Best General Manager for two
consecutive years at the Travel+Leisure Luxury
Awards in 2022 and 2023.

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Health, Safety and Security
Having learned how to adapt to an ever-changing
landscape due to Covid, we are well-versed in acting
swiftly to keep our guests and colleagues safe. Our
rigorous safety standards and ongoing implementationof our WeCare programme ensure that international andlocal health, safety and hygiene standards are maintained.
In 2023, we achieved an average group score of 94.6%
for our Safe and Sound audit, an increase of 1.2% from2022 – a solid achievement given the number of new
properties undergoing their first formal FLHSS audits,
supported by our guidelines and resources available toall colleagues on our company intranet. Our Data Privacy
Policy, meanwhile, ensures the highest levels of integrity
to protect personal information within our control.
We also treat all data with extreme sensitivity.

WeCare Pack, Mandarin Oriental, Munich

Holistic Wellness
Our Intelligent Movement Programme continued to support guests around posture and mobility affected bya tech-driven lifestyle to address modern-day tendencies toward a head-forward posture, internally rotatedshoulders, anterior pelvic tilt and tight hamstrings.

The Wellness Music Programme
has been curated to draw onregional cultures and philosophieswith healing traditions in theirmusic. Launched on Global
Wellness Day, sound healing
events were offered to all, in all
our spas.

Oriental Sound Bath Ceremony, Mandarin Oriental, Bangkok

We took home the title of World’s Best Hotel Spa Brand for the second year at the World Spa Awards in 2023,
as an acknowledgement of our team’s dedication to our guests’ wellbeing, personalised holistic treatments
and carefully curated fitness and wellness.
Forbes Travel Guide Star Awards are some of the most important in the hotel industry, and we are proud tocontinue our lead with 15 Five-Star Spas.

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Mandarin Oriental, Bangkok

CASE STUDYThe Oriental Spa

Mandarin Oriental, Bangkok

SUSTAINABILITY SURVEY RESULTS
As part of the post-stay survey, we ask guests to rate
their satisfaction with the hotel’s sustainability practices.

2023’s year-end result
found 88% of guests
were satisfied overall.
*2023 Guest Survey (34,379 responses)

Since its founding in September 1993, The
Oriental Spa has been a trailblazer. As wecelebrate its 30th year, Thailand’s first hotel spa,
and the first high-end spa on the Chao Phraya
River demonstrated its enduring commitment toblending luxurious wellness experiences withtraditional Thai healing arts. For the anniversary,wellness activities, such as Step Dance, Aqua
Yoga, and Sound Bathing, were available tohotel guests and the public. These events not
only showcased our dedication to holistic healthbut aimed to elevate the health and appreciationof wellbeing of our wider community.

Mandarin Oriental Hyde Park, London

Sustainability Brand Standards, Legendary Quality Experiences (LQE)
Our LQEs follow our philosophy of ‘doing the right thing’ — for the planet, colleagues, guests, andcommunities — offering guidance to our hotels to act by our standards. The sustainability LQEs represent
our promise to maintain sustainability initiatives and awareness at our properties. It’s important to ensure ourstandards are met, and we follow approaches such as mystery shop audits, internal inspections, and care of
guest satisfaction surveys. It’s vital to be aware of areas for improvement and what deserves to be celebrated
as we strive to do our best in every way possible.

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Mandarin Oriental, Costa Navarino
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Our Colleagues
Our colleagues are at the heart of delivering
exceptional guest experiences in the hospitality
industry, and their health and wellbeing
are also priorities. Our annual colleague
experience survey allows for continuous
improvement in training, development,
mentoring and other key services designed
for our team members. The anonymous pollwelcomes genuine feedback and concerns,
creating an open, aware culture.

At Mandarin Oriental, we’re proud to fostera culture of inclusivity, empowerment, andequal opportunity for all. As we continue
to build a diverse and equitable team,
we aim to better spotlight our passionate
ambassadors of Mandarin Oriental, androle models who share our intention of
inspiring a greater number of leaders.

Health and Wellbeing

Training and Development

As part of our stringent WeCare protocols, thegroup hosted a four-week-long Inner Strength Outer
Strength course for a fourth consecutive year in
2023 to provide resources and tools for colleagues’
mental and physical health. We also held our eighth
annual Colleague Wellness Week, designed to boost
everyone’s physical health and mental resilience.

Mandarin Oriental values and encourages
continuous learning for colleagues, focusing onsustainability and career progression. All colleagues
completed a series of learning in 2023, including
the annual sustainability colleague training on waste
management and minimisation. Our colleagues
also completed ongoing learning about Information
Security, Code of Conduct and Hotel Safety.
In 2023, we were proud to launch The Loop, a digitallearning system that made a holistic, contemporary
learning experience accessible to all colleagues.
Our Colleague Journey is curated to support
different individual skill sets and learning styles. Ourlearning and development team takes great pridein ensuring their educational journey is smoothfrom the moment they join, with a series of curated
in-person programmes such as MOve Up, MOve
Forward, MOve Ahead Leadership Development
Programmes, and MBA Executive Programmes.

MOve Forward cohort
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Mentoring
Learning from others is a valuable way for ourcolleagues to advance their careers with Mandarin
Oriental. In addition to our global mentoring
programme, we refreshed our hotel mentoring
programme in 2023, with all hotels participating.
This programme brings colleagues together instructured conversations and development activities.

General Managers Leadership Gathering

Leading a Safe, Respectful, and Inclusive Mandarin Oriental Workshop:
In 2023, the D&I Council hosted leadership training workshops with all the general managers, hotel
executives, and corporate office senior executives. The workshop highlighted various themes that contributeto creating a safe and inclusive environment and examined these through realistic and practical case studies
from the industry. Following a successful first phase with resoundingly positive feedback, a similar eLearning
module will be rolled out to all colleagues across the group in 2024.

Hiring with Impact
In collaboration with the People and Culture team, the D&I Council rolled out thisHiring with Impact initiative in 2023. The intention is to make the group’s hiring
practices more inclusive by delivering unconscious bias in hiring workshops toall people and culture directors and hiring managers. This initiative is being fullyrolled out to colleagues involved in hiring new talent. It inspires hotels to replace
reactive, traditional recruitment methods with proactive, targeted strategies for
identifying talent, prizing diversity, inclusion, avoiding unconscious bias.

Training & Development at Mandarin Oriental Hyde Park, London

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BACK TO CONTENTSCASE STUDY

Mental Health First Aid
We are proud to have had over a hundred
colleagues certified as Mental Health First Aiders.
They are trained to spot the triggers and signs ofmental health and encourage good mental health bysignposting to the right type of support.

IWD Lunch & Learn event at Mandarin Oriental, Hong Kong Corporate Office

Mandarin Oriental, Macau
At The Pontiac Celebrate Diversity and Inclusion
event at the Vida Rica bar, Beckaly Franks of
The Pontiac celebrated her all-female teamwinning the Altos Bartenders’ Bartender Award
2023. The top peer-voted bartender by Asia’s
50 Best Bars, the co-founder gave a powerfulspeech of gratitude to Mandarin Oriental, Macau
for amplifying their message of inclusivity andembracing the Pontiac community through their
inclusive and progressive bar.

Celebrating global D&I-themed events

Pride Month Celebration at
Mandarin Oriental Hyde Park, London

The D&I Council was delighted to partner with the brand andcommunications team in 2023 to celebrate several global D&Irelated events. The group ran a dedicated International Women’s
Day campaign on internal and external communication platforms
in line with IWD 2023’s theme of #EmbraceEquity. Pride month
was celebrated globally within local contexts, with purposedesigned rainbow fan pins, back-of-house events for participatingcolleagues, and external social media coverage. Annual D&Irelated event celebrations will be expanded in 2024 with acontinued group-wide approach.

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

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Emirates Palace Mandarin Oriental, Abu Dhabi

Commitment to Diversity & Inclusion
We believe diverse perspectives – combined with an inclusive culture andequitable opportunities – stimulate innovation, increase organisational
agility and strengthen resilience to disruption. More than a hundred different
nationalities represent our workforce. We deliberately foster a workplace
where all colleagues can freely express themselves and their backgrounds
without fear of discrimination or harassment. We also support advancing
social equity and removing barriers to prospects for all colleagues. Our
ongoing actions are driven by our D&I Council and the Mandarin Oriental
Diversity & Inclusion Policy, which maintains education among seniorleadership and executives and awareness among colleagues.

Health, Safety and Wellbeing
Our top priority is ensuring our colleagues’ physicalhealth through our stringent WeCare protocols. We
held our eighth annual Colleague Wellness Week,
continuing our guarantee to bring everyday wellness
for all. Activities during the week ranged fromboosting colleagues’ physical health to increasing
mental resilience.

Mandarin Oriental Wangfujing, Beijing
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Sustainability Champions
A colleague is chosen at each of our hotels, thanks to their determination and drive to push forward our
mission. They are supported by our robust sustainable governance structure and provided with an arrayof toolkits and resources accessible through our intranet to engage colleagues and help all stay alert tosolutions and innovations.

What being a Sustainability
Champion means to me...

Sebastian Chung

Mandarin Oriental, Singapore
DIRECTOR OF SAFETY, HEALTH, HYGIENE & ENVIRONMENT‘Climate change and waste management are my main passions.
My push to help raise awareness spans: sharing sustainability
practices such as recycling and saving electricity with guests,
colleague engagement activities like beach clean-ups andgiving talks to students, as well as reminding friends and family
that they too can make a contribution. I advocate energysaving practices and how we can reduce plastic waste by using
reusable bottles. My nickname in the hotel is ‘Mr Sustainability’and my proudest moment was when our recycling rate improvedby 20% since 2012. We’ve won lots of local and regionalsustainability awards and have been invited to share our bestpractices in seminars and publications.’

Putthachat Inpitux

Mandarin Oriental, Bangkok
EXECUTIVE PERSONAL ASSISTANT TO GENERAL MANAGER‘Being a sustainability champion allows me to support theteam, which works hard at implementing sustainable practices
throughout the group. It is a great opportunity to see the worldof sustainability from a different angle and learn to understandpeople’s perceptions and approaches to sustainability. I incorporate
sustainability adaptations into my daily life by only buying what I
need and fully using the items I buy to reduce waste daily.’48

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Irina Kurbatova

Emirates Palace Mandarin Oriental, Abu Dhabi
DIRECTOR OF HEALTH SAFETY‘Sustainability has become integral to my life. Once you become passionate, it
becomes routine. I want to protect nature, support strained ecosystems, andcreate a more favourable world, balancing environmental responsibility with selfmotivation. Since 2012, I’ve been involved with People of Determination from theZayed Higher Organization. As a volunteer, I help educate students and have
improved the cooking-class facilities. I hope by showing leadership skills, resilience,and determination, I will inspire others to develop their career aspirations. Throughmentorship, I am also helping cultivate the next generation of female talent.
Recognitions include Sustainability Leader 2022 from Luxury Lifestyle Award, andHotelier ME has selected me to be part of their Women in Hospitality 2024 List.’

Paul Roquebert

Mandarin Oriental, Paris
FINANCE PROJECT MANAGER, RISING FAN‘For me, being a sustainability champion is the bridge between the
Mandarin Oriental Hotel Group and the property I work at. It alsomeans being a voice for my colleagues when communicating withmanagement or the corporate office. Being a sustainability champion
places me at the heart of hotel life, allowing me to connect colleagues
with diverse backgrounds and opinions on sustainability as we work
towards a common goal and a greener future.
In addition to implementing new policies, I have overseen multi-levelprojects on the property, from educating colleagues on the benefitsof recycling in the staff canteen to implementing a water solution
to produce bottled water on-site, reducing our carbon footprint
and waste production. This experience has taught me the broader
meaning of sustainability and provided a better understanding of whata hotel can achieve when a dedicated team drives progress.’

Nagihan Görür

Mandarin Oriental, Bodrum
FIRE LIFE HEALTH SAFETY AND SECURITY MANAGER‘We create a wide-scale impact by sharing Mandarin Oriental’s
responsible practices with local businesses and charities such as
Bodrum Health Foundation. We also share environmental activities with
Bodrum municipality, such as preserving endemic species and fishinginvasive ones. Take lionfish. By including it on our menu we help raiseawareness with locals, as well as removing some of these troublesome
specimens from our reefs. We also run special events at our mosaic andceramic atelier that are aimed at including those with different physicaland mental abilities.’49

BACK TO CONTENTSSPOTLIGHT ON:

The Change Leadership Forumat Mandarin Oriental, Bangkok
At the start of 2024, this event in Thailand
brought together colleagues from around theworld. Together, we celebrated:
Charity success: over a decade of supporting
the Baan Nokkamin Foundation, which provides
a home for orphans and street children, ourfundraising across the group has raised a total of
about US$200,000.

A dozen exceptional colleagues were alsocommended at this iconic hotel, including
Khun Somkiat, who joined The Oriental in1983 as a waiter, and now, 41 years later, is F&B
Ambassador at The Veranda, having served theKing and Queen of Thailand, Queen Elizabeth
II, Princess Diana and His Majesty Sultan Haji
Hassanal Bolkiah Mu’izzaddin Waddaulah from
Brunei, through to Khun Wanalee who’s been
in service 14 years, and as Sous Chef, she has
already prepared about 400,000 dishes.

Heroes from around the world, included
Janice Lee from Mandarin Oriental, Hong Kong, started as a clerk in 1996 and is now an AssistantHousekeeper. Always willing to help, whether assisting in F&B or the Flower Shop, a team player,
she sparks a true sense of camaraderie. Her volunteer work spans supporting the Animal Adoption
Centre and demonstrating a caring nature in her personal life and through her community activities.
Malik Dawouda from Mandarin Oriental, New York, and came to the US from Togo in 1985. He hadenrolled to study medicine, but when his wife became unwell, he had to leave his studies to take careof her. While working as a much-loved spa facilitator, he put his daughter through medical school.
Teddy Hale from Mandarin Oriental Hyde Park, London always goes above and beyond to support
those less privileged. For example Habte, who arrived in the UK as an asylum seeker and now works
as a kitchen porter. Touched by his story, Teddy dedicated his time to help him find housing, set
up a bank account and get a mobile phone. On seeing a colleague called Alfa upset after payday,
Teddy realised she had been overpaying large amounts in child support and was due a substantial
repayment. He personally chased the tax department to bring the payment forward, which meant Alfa
got a lump sum that allowed him to visit his elderly mother in Guinea-Bissau, a trip he described as‘life-changing’.
Nisha Premsingh Rawat from Mandarin Oriental, Doha, Junaidah Binti Abd Karim from Mandarin
Oriental, Kuala Lumpur, and Jasmine Fu from Mandarin Oriental Pudong, Shanghai were also
recognised as Unsung Heroes for the Group.

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DOING THE RIGHT THING

For Our
Communities
Mandarin Oriental, Jakarta

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Our Collective Impact
We believe our presence in a destination should positively impact the communities in which we operate.
In recent years, the language and narrative around positive impact for people in the places where luxury
travel brings guests to have evolved greatly — and it needs to. Box-ticking and lip service aren’t enough— and a deeper consideration of what truly benefits communities must be meaningful and measurable.
At Mandarin Oriental, we serve all citizens by providing education and skills development opportunities
for disadvantaged youth and adults, disaster relief efforts, fighting hunger, and promoting interconnectedenvironment and animal welfare goals.

Mandarin Oriental, Macau partaking a bakery workshop for Special Olympics

Mandarin Oriental Pudong, Shanghai visit to a nursing home

Collective social impact globally

529

INITIATIVES

conducted bycolleagues

Over

Over

52,000

US$651,000

dedicated bycolleagues

from colleagues and the
Mandarin Oriental Foundation

VOLUNTEER HOURS

DONATIONS RAISEDIn 2023, we rolled out a group-wide commitment
to ensure one day paid leave for colleagues todevote to volunteering. Knowing we can make agreater social impact by making volunteering moreaccessible, we encourage properties, residences,and corporate offices to take part in this commitment
moving forward.

Mandarin Oriental, Marrakech volunteering for village affected by the earthquake
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BACK TO CONTENTS‘What is theessence of life?
To serve others
and to do good.’It’s been heart-warming to see such huge
support from our colleagues, with a 150%
increase in volunteer hours year on year. As
we popularise this impactful outreach, we are
excited to see the desire to get involved grow,throughout our group.

—ARISTOTLE#MOgiving

MANDARIN ORIENTAL, MILAN

Adecco Foundation

The Adecco Foundation’s RITA project for equal opportunities
supported women in disadvantaged situations who, due to thepandemic, had lost jobs or were at risk of losing them. Upskilling
and reskilling were provided through this personalised andspecialised training activation.

MANDARIN ORIENTAL HYDE PARK, LONDONAge UK

Working with this charity, colleagues provided services andsupport for older people. The hotel invested £6,120 for runningcosts and raised a further £5,206 through raffle sales.

MANDARIN ORIENTAL, DOHA

Warm Hearts Campaign
For our cake box design collaboration from Qatar National Day,
Qatar Academy Msheireb students helped raise QAR 10,000 fora winter charity campaign delivering aid to more than 1.2 million
people, including internally displaced persons.

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Our Collective Impact

Mandarin Oriental, Macau
Internship opportunities given to three
students with learning disabilities.

Mandarin Oriental, Hong Kong
To celebrate the hotel’s 60th Anniversary in2023, the hotel committed to ‘giving back to
Hong Kong’ through 60 social impact MOments
including a cocktail event with Mekong Club
promoted insights on human trafficking.
Colleagues contributed 88 hours and US$2,200
to make the event a success.

Mandarin Oriental, Hong Kong

Mandarin Oriental Bosphorus, Istanbul
Just over US$10 was donated for every roomnight booked to Disaster and Emergency
Management Authority of Turkey for postdisaster humanitarian assistance, totalling
US$214,000 in 2023.

Mandarin Oriental, Marrakech
By selling animals from our farm, US$1,700
was raised to support families impacted by theearthquake.

Mandarin Oriental, Marrakech

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Mandarin Oriental Savoy, Zurich
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Culture and Heritage
Our iconic symbol is an 11-bladed fan, which ties
together the group’s hotels into a single identity.
Each Mandarin Oriental has its own fan, andevery fan thoughtfully reflects the hotel’s uniquepersonality, location, and cultural heritage.

Three signature fans from:
MANDARIN ORIENTAL, COSTA NAVARINO
Greek artist Dimitris Papaioannou was inspired by the splendour of ancient art
and the glorious past of Ancient Messene — where the resort resides. A merging
of Greek and Asian cultures, the design derives from abstract pictorial scenes
on ancient pottery and draws from the tranquil surrounding colours. Dark green
represents the olive groves, while brown and terracotta tones honour the earth.
As an ode to the sky, earthy pink and yellow depict the mesmerising sunsets anda light blue conjures the morning ether.

MANDARIN ORIENTAL AL FAISALIAH, RIYADH
Designed by Her Royal Highness Princess Nourah Al Faisal, this signature fantakes inspiration from the rich history of Saudi Arabia, its dynamic present and its
compelling future. The 13 circular panels of embroidered fabric – denoting theKingdom’s 13 provinces – represent the cultural heritage and diverse traditions.
Quartz, freely found in the desert dunes and fondly called ‘desert diamonds’, signifies
the present, while the prominent Saudi green colour symbolises a prosperous future.

MANDARIN ORIENTAL SAVOY, ZURICH
Created by Parisian interior designer Tristan Auer in collaboration with renowned
fan-makers Duvelleroy, this fan reflects the city’s urban lines and the hotel’s modern
design. Playing with the triangular shapes of the palmettes, the designer recalls
his kinetic and layering sensations in Zurich, acknowledging the sobriety of Swissarchitecture. During Auer’s initial discoveries of Zurich, the designer was struckby the colour palette: the variations of grey, the touches of blue on the church
rooftops, and the myriad shades of blue and green of the lake, mountains, and sky.

Mandarin Oriental Fellowshipwith the Asian Cultural Council (ACC)

Mandarin Oriental Wangfujing, Beijing– showcasing Hua Qing’s work

Since 2005, we have partnered with the ACC.
This non-profit supports the preservation ofindigenous arts, culture, and traditions in Asia
through grants to artists, scholars, and organisationsin the USA and Asia.

Beijing-based contemporary artist Hua Qing wasborn in Huaibei City, Anhui Province and his Chinesecontemporary art, exhibited in the hotel in 2023,
blends traditional ink painting techniques andmodern expressionism.

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Appendices andMiscellaneous
Mandarin Oriental, Marrakech

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Performance Data
Total Workforce
TOTAL WORKFORCE

MALE

%

FEMALE%TOTAL

By Region

8,070

59.3%

5,545

40.7%

13,615

Asia

3,331

55.3%

2,689

44.7%

6,020

44.2%

Europe, Middle East & Africa

3,751

65.7%

1957

34.3%

5,708

41.9%

The Americas

874

54.7%

723

45.3%

1,597

11.7%

Corporate

114

39.3%

176

60.7%

290

2.1%

By Employment Contract

8,070

59.3%

5,545

40.7%

13,615Full-time

7,992

59.7%

5,402

40.3%

13,394

98.4%

Part-time

78

35.3%

143

64.7%

221

1.6%

By Colleague Category

8,070

59.3%

5,545

40.7%

13,615

Line Staff

4,276

58.7%

3,005

41.3%

7,281

53.5%

Management

3,591

59.5%

2,440

40.5%

6,031

44.3%

Executive

203

67.0%

100

33.0%

303

2.2%

By Age Group

8,070

59.3%

5,545

40.7%

13,615

Under 30

2,374

54.5%

1,978

45.5%

4,352

32.0%

30 to 50

4,582

62.0%

2,803

38.0%

7,385

54.2%

Over 50

1,114

59.3%

764

40.7%

1,878

13.8%

By Generation

8,070

59.3%

5,545

40.7%

13,615

Gen Y

4,215

61.0%

2,697

39.0%

6,912

50.8%

Gen Z

1,502

54.8%

1,240

45.2%

2,742

20.1%

Other

2,353

59.4%

1,608

40.6%

3,961

29.1%

Executive Team andBoard of Directors

Male

%

Female

%

Total

%

By Age Group

10

Under 30

-

-

-

-

-

-

30 to 50

3

75.0%

1

25.0%

4

26.7%

Over 50

7

63.6%

4

36.4%

11

73.3%

By Nationality

10

Europe

7

63.6%

4

36.4%

11

73.3%

North America

1

50.0%

1

50.0%

2

13.3%

Oceania2100.0%

0

0.0%

2

13.3%

New Hires

Male%

Female%Total% of Total

Hires by Age Group

2,577

56.7%

1,969

43.3%

4,546

33.4%

Under 30

1,294

54.5%

1,079

45.5%

2,373

52.2%

30 to 50

1,152

59.7%

778

40.3%

1,930

42.5%

Over 50

131

53.9%

112

46.1%

243

5.3%

5

%

15

5

15

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New Hires Continued

Male

%

Female%Total% of Total

Hires by Region

2,577

56.7%

1,969

43.3%

4,546

33.4%

Asia

1,096

54.1%

929

45.9%

2,025

44.5%

Europe, Middle East & Africa

1,171

60.8%

754

39.2%

1,925

42.3%

The Americas

286

53.0%

254

47.0%

540

11.9%

Corporate

24

42.9%

32

57.1%

56

1.2%

Total Turnover

Male

%

Female%Total% of Total

Separations by Age Group

2,212

57.3%

1,650

42.7%

3,862

Under 30

933

55.0%

763

45.0%

1,696

43.9%

30 to 50

1,105

59.7%

745

40.3%

1,850

47.9%

Over 50

174

55.1%

142

44.9%

316

8.2%

Separations by Region

2,212

57.3%

1,650

42.7%

3,862

Asia

915

55.2%

743

44.8%

1,658

42.9%

Europe

1028

60.4%

674

39.6%

1,702

44.1%

The Americas

257

55.0%

210

45.0%

467

12.1%

Corporate

12

34.3%

23

65.7%

35

0.9%

Turnover Rate by Age Group

27.4%

29.8%

28.4%

Under 30

39.3%

38.6%

39.0%

30 to 50

24.1%

26.6%

25.1%

Over 50

15.6%

18.6%

16.8%

Turnover Rate by Region

27.4%

29.8%

28.4%

Asia

27.5%

27.6%

27.5%

Europe, Middle East & Africa

27.4%

34.4%

29.8%

The Americas

29.4%

29.0%

29.2%

Corporate

10.5%

13.1%

12.1%

Employee Training Hours

2022

2023

Manager

26.7

28.8

Non-Manager

23.5

26.3

Male

23.1

26.3

Female26.0

27.5

Average training hours per employee

24.3

26.9

Average training hours by employee category

Average training hours by gender

Health & Safety Incidents
Performance Indicator

Unit

2021

2022

2023

Audit Results% Compliance

92.7

93.3

94.56

Work-Related Injuries1

Fatality rate

0

0

0

Rate of high-consequence work-related injuries

0.01

0

0.02

Rate of recordable work-related injuries

6.83

7.10

5.49

Safe, Sound & Sustainable

1. Calculated based on 200,000 hours worked.

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Environmental Performance Table 2023
PERFORMANCE INDICATOR

UNIT

2012

2021

2022

2023

GJ

1,045,228

1,520,954

1,739,819

1,871,590

MMBTU

990,685

1,441,586

1,649,030

1,773,925

MJ/sq m

1,812

1,243

1,323

1,422

MBTU/sq ft

160

109

117

125

Direct energy

percentage

31%

23%

24%

24%

Indirect energy

percentage

69%

77%

76%

76%

Energy from renewables

percentage

4%

3%

7%

8%

tons (metric) of CO2e

120,195

179,428

192,599

203,660

tons (US) of CO2e132,492

197,786

212,304

224,496kg CO2e / sq m

208

147

146

155

lb CO2e/ sq m

43

30

30

32

Scope 1percentage

16%

11%

12%

12%

Scope 2

percentage

84%

89%

88%

88%

2,563,907

4,538,336

4,901,791

5,172,150

million gallons (US)

677

1199

1295

1366

litres/ sq m

4445

3708

3728

3931

gallons (US)/sq ft

109

91

91

96

metric tons

5,176

10,87915,54917,356kilopounds

11,411

23,98534,28038,262

metric tons

906

3,713

5,740

6,976

kilopounds

1,998

8,187

12,655

15,378kilograms/ sq m

12.62

6.13

7.86

7.89

pounds/ sq ft

2.58

1.26

1.61

1.62

percentage

18%

34%

37%

40%

EnergyAbsolute energy consumption(actual)Energy intensity (actual)

Emission
Absolute emissions (actual)

Emission intensity (actual)

Water
Absolute water consumption(actual)

Water intensity

Cu m

Waste
Total waste

Diverted waste

Non-diverted waste intensity
Diversion rate

NOTES:» Greenhouse gas emissions are calculated using GHG Protocol’s market-based method. The group’s 2023 location-based GHG emissions
was 218,891 metric tons CO2e.
» GHG emissions are not inclusive of fugitive emissions from refrigerants. In 2023, this was 3,494 metric tons CO2e.
» Mandarin Oriental, Bosphorus Istanbul and Mandarin Oriental, Canouan have been excluded from waste figures due to incomplete data.
» Mandarin Oriental, Singapore was excluded from all figures as it was under renovation for five months in 2023 and had incomplete data.

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Global Reporting Initiative Index
Mandarin Oriental Hotel Group has reported the information cited in this index for the period from 1 January
to 31 December 2023 with reference to the Global Reporting Initiative Standards. The GRI Standards are
an internationally recognised set of indicators for economic, environmental and social aspects of businessperformance. Details of the GRI Standards can be found at globalreporting.org/standards.
In the index, we provide references to locate content in this report as well as provide direct answers
to indicators and direct readers to external sources on our corporate website.
GRI
Standard

Disclosure

Response and / or Location

GRI 2: General Disclosures 2021
About this Report2-1

Organisational details

Corporate Profile2023 Annual Report (page 2)
About this Report

2-2

Entities included in the organisation’s sustainability
reporting

2-3

Reporting period, frequency and contact point

1 January to 31 December 2023.
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 thereporting period.

Corporate Profile

Mandarin Oriental Hotel Group supports a large supply chain withthousands of suppliers working with our hotels and corporate office.

2-6

Activities, value chain and other business
relationships

Our approach to managing procurement and vendor relationships
is mostly decentralised with properties directly selecting andpurchasing 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

2-9

Governance structure and composition

2023 Annual Report(Corporate Governance page 110–128; TCFD Response, page 22)

2-10

Nomination and selection of the highest
governance body2023 Annual Report(Board composition and operational management, page 115–124)

2-11

Chair of the highest governance body2023 Annual Report(Chairman’s Statement, page 6–7)

2-12

Role of the highest governance body in overseeing
the management of impacts

2023 Annual Report(The Board, page 112–118)

2-13

Delegation of responsibility for managing impacts

2023 Annual Report(Corporate Governance, page 110–124)

2-14

Role of the highest governance body insustainability reporting

2023 Annual Report(Corporate Governance, page 110–124; TCFD Response, page 22)

2-15

Conflicts of interest

2023 Annual Report(Principal Risks and Uncertainties, page 134-140)

2-16

Communication of critical concerns

2023 Annual Report (Whistleblowing Policy, page 125)

2-19

Remuneration policies

2023 Annual Report (Remuneration Report, page 126–129)

Performance Data: Total Workforce and Turnover
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GRIStandard

Disclosure

Response and / or Location

GRI 2: General Disclosures 2021 continued
2-20

Process to determine remuneration

2023 Annual Report (Remuneration Report, page 126–129)

2-22

Statement on sustainable development strategy

Group Chief Executive’s Vision

2-23

Policy commitments

Enhancement of ESG Policies
ESG Policies
Modern Slavery Statement
Enhancement of ESG Policies
Guest Satisfaction and Sustainability
2-24

Embedding policy commitments

Health, Safety and Security
Commitment to Human Rights
Commitment to Diversity and Inclusion
Responsible Procurement
Human Rights Policy

2-25

Processes to remediate negative impacts

2-26

Mechanisms for seeking advice and raisingconcerns

MOHG Speak Up platform operated by Deloitte:
https://secure.deloitte-halo.com/MOHGSpeakUp

2-27

Compliance with laws and regulations

In 2023, there were no known instances of non-compliance withlaws and regulations.

Modern Slavery Statement

Mandarin Oriental is a member of the Global Sustainable Tourism
Council.
We actively participate in local stakeholder groups including:• Hotel Associations• Chambers of Commerce
2-28

Membership associations• Business Development Councils• Convention and Visitors’ Bureaus and Promotion Organisations• Travel and Tourism Associations• Community Benefit Organisations• Employer Organisations and Professional Associations
See further details under Stakeholder Engagement.

GRI 2: General Disclosures 2021 continued
2-29

Approach to stakeholder engagement

Stakeholder Engagement

2-30

Collective 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 on-going 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 series of sustainability
topics based on the degree of the Group’s economic, social andenvironmental impacts (both actual and potential) and the level ofstakeholder concern for each topic. We also considered issues thatare specific to the travel and tourism industry.
In 2023, 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 Stakeholder Engagement.

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GRIStandard

Disclosure

Response and / or Location

GRI 201: Economic Performance 2016
3-3

Management of material topics

2023 Annual Report

201-1

Direct economic value generated and distributed

2023 Annual Report(Financial Statements, page 38-39)

201-2

Financial implications and other risks andopportunities due to climate change

2023 Annual Report(TCFD Response, page 22)

201-3

Defined benefit plan obligations and otherretirement plans

2023 Annual Report(Pension plans, page 63–66)

GRI 203: Indirect Economic Impacts 2016
Supplier Code of Conduct
3-3Management of material topics

Suppliers and Procurement
Doing The Right Thing for Our Communities

203-1

Infrastructure investments and services supported

Performance Highlights
Doing The Right Thing for Our Communities

GRI 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 and Risk
Management functions. Internal Control Audits are also conductedat the Group’s hotels and corporate offices in Asia Pacific, Europe
and the Middle East. In the United States, a third-party audit firm
conducts the audits. Additionally, we conduct background checks
on prospective partners.
We maintain whistleblowing policies and procedures to encourage
the reporting of any inappropriate activity. Any failures to comply
with the Code of Conduct are investigated and disciplinary 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
Environmental Impact
3-3Management of material topics

Climate & Carbon
Energy302-1

Energy consumption within the organisation

Performance Data: Environmental Performance Table 2023

302-3

Energy intensity

Performance Data: Environmental Performance Table 2023

302-4

Reduction of energy consumption

Climate & Carbon
EnergyPerformance Data: Environmental Performance Table 2023
GRI 303: Water and Effluents 2018
3-3

Management of material topics

303-3

Water withdrawal

Environmental Impact
Water
Water
Performance Data: Environmental Performance Table 2023

GRI 304: Biodiversity 2016
3-3

Management of material topics

304-1

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

Suppliers and Procurement
Sustainability Risk Assessment
Sustainability Risk Assessment

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GRIStandard

Disclosure

Response and / or Location

GRI 305: Emissions 2016
Climate & Carbon
3-3Management of material topics

EnergyDesign305-1

Direct (Scope 1) GHG emissions

Performance Data: Environmental Performance Table 2023

305-2

Energy indirect (Scope 2) GHG emissions

Performance Data: Environmental Performance Table 2023

305-4

GHG emissions intensity

Performance Data: Environmental Performance Table 2023
Climate & Carbon

305-5

Reduction of GHG emissions

EnergyDesignPerformance Data: Environmental Performance Table 2023

GRI 306: Waste 2020
Waste

3-3

Management of material topics

306-3

Waste generated

Performance Data: Environmental Performance Table 2023

306-4

Waste diverted from disposal

Performance Data: Environmental Performance Table 2023

306-5

Waste directed to disposal

Performance Data: Environmental Performance Table 2023

Single-use Plastic Elimination

GRI 308: Supplier Environmental Assessment 2016
3-3

Management of material topics

308-1

New suppliers that were screened using
environmental criteria

Eco Solutions
Suppliers and Procurement
Suppliers and Procurement

GRI 401: Employment 2016
3-3

Management of material topics

401-1

New employee hires and employee turnover

Our Colleagues
Our Colleagues
Performance Data: Total Workforce

GRI 403: Occupational Health and Safety 2018
Health, Safety and Security
3-3Management of material topics

Health Wellbeing
Mental Health First Aid
Health, Safety and Wellbeing

403-9

Work-related injuries

Training and Development
Performance Data: Health & Safety Incidents

GRI 404: Training and Education 2016
Training and Development
3-3Management of material topics

Mentoring
Sustainability Champions

404-1

Average hours of training per year per employee

404-2

Programs for upgrading employee skills andtransition assistance programs

Performance Data: Employee Training Hours
Training and Development

404-3

Percentage of employees receiving regularperformance and career development reviews

Mentoring
Leading a Safe, Respectful, and Inclusive Mandarin Oriental
Workshop
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 to establish
a Personal Development Plan, in collaboration with each colleague.

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GRIStandard

Disclosure

Response and / or Location

GRI 405: Diversity and Equal Opportunity 2016
D&I Policy
Social Impact

3-3Management of material topics

Leading a Safe, Respectful, and Inclusive Mandarin Oriental
WorkshopHiring with Impact
Celebrating global D&I-themed events
Commitment to Human Rights
Commitment to Diversity & Inclusion
Performance Data: Total Workforce

405-1

Diversity of governance bodies and employees(Additional information on our Board of Directors can be found inthe ‘Investors’ section of our corporate website.)

GRI 408: Child Labor 2016
3-3

Management of material topics

408-1

Operations and suppliers at significant risk forincidents of child labor

Human Rights Policy
Human Rights Policy
Social Impact
Suppliers and Procurement

GRI 409: Forced or Compulsory Labor 2016
3-3

Management of material topics

409-1

Operations and suppliers at significant risk forincidents of forced or compulsory labour

Human Rights Policy
Social Impact
Commitment to Human Rights
Commitment to Diversity & Inclusion
Modern Slavery Statement

GRI 413: Local Communities 2016
3-3

Management of material topics

413-1

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

Our Stakeholders
Doing The Right Thing for Our Communities
Doing The Right Thing for Our Communities

GRI 414: Supplier Social Assessment 2016
Social Impact
3-3Management of material topics

Commitment to Human Rights
Commitment to Diversity & Inclusion
Suppliers and Procurement414-1

New suppliers that were screened using social criteria

Suppliers and Procurement

GRI 416: Customer Health and Safety 2016
3-3

Management of material topics

416-1

Assessment of the health and safety impacts ofproduct and service categories

Health, Safety and Security
Holistic Wellness
Health, Safety and Security
Holistic Wellness

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GRIStandard

Disclosure

Response and / or Location

GRI 418: Customer Privacy 2016
Health, Safety and Security
Mandarin Oriental’s Data Privacy Policy provides guidance on
information protection practices, which is focused on maintaining
the confidentiality, availability and integrity of guest and colleague
information.

3-3Management of material topics

The information protection programme is designed to align with
our Guiding Principles and leverage the strength of our company’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 each of ourproperties.
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.

418-1

Substantiated complaints concerning breaches ofcustomer privacy and losses of customer data

MOHG has not identified any substantiated complaints concerning
breaches of customer privacy. We continue to maintain and update aformal incident response plan in the event of a breach.

65

Mandarin Oriental, Bodrum
BACK TO CONTENTS

Sustainability Risk
Assessment
GREENVIEW ANALYSIS
In 2022, the Group engaged sustainability researchand consulting firm, Greenview, to conduct asustainability risk assessment for its portfolio of 36
properties. For each property, sustainability risks
with regards to climate, water, socioeconomic,
biodiversity and regulations were assessed throughthe below listed metrics/indicators. The assessment
was conducted based on data from several public
sources such as WRI Aqueduct, Ecolab Water
Risk Monetizer and Cornell Hotel Sustainability
Benchmarking Index.

Water Risk

Biodiversity Risk

» Baseline Water Stress» Protected Areas within 20 km radius» Seasonal Variability» Threatened Species within 50 km radius» Future Water Stress 2030
» Future Water Demand 2030

Climate Risk

» Future Water Supply 2030

» Drought Risk

» Incoming Risk Likelihood» Flood Risk

» Water Risk Premium» Cyclone Risk

» Relative Market Water Intensity» Precipitation Change» Untreated Connected Wastewater» Temperature change» Coastal Eutrophication Potential» Sea Level Rise
» Relative Market Carbon Intensity

Socioeconomic Risk
Over 20 indicators including:» Youth Not in Employment, Education orTraining (NEET)» Gender Wage Gap» Population with access to basic drinking
water services (%)» Population with access to basic
sanitation services (%)

Regulatory Risk
Local ESG Regulatory Policies, including:» Climate Action and Carbon Reduction» Water» Waste and Circular Economy» Plastic» Green Building Standards» Reporting and Disclosure

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Key Findings
RISK AREA

KEY FINDINGS» For both baseline and future water stress,
at least 50% of portfolio (by floor area)
have high or very high risks.

Water» Over 70% of portfolio is highly likely to
see increased operating costs in the next
five years as a result of water risks.
» At least a third of the portfolio will beaffected by high or very high long-term
precipitation and temperature changes.

ClimateBiodiversity» At least one-tenth of the portfolio is
identified as having high vulnerability to
sea level rise.
» One in two properties are located within
5 km of a recognised protected area
and over 70% of the properties arelocated within 20 km of a recognised
protected area.
» All properties are within 50 km of anendangered or critically endangered
species identified by IUCN Red List Criteria

Socioeconomic» Youth not in employment is a risk forat least 35% of the properties.

» Climate related regulations are increasingly
common across the locations where we
operate, ranging from carbon taxes tophase-outs of fossil fuel vehicles.

Regulatory» Plastic use restriction is another common
ESG regulation. They typically include
plastic bag and straw bans, but are more
stringent in some locations, extending tovarious other mini toiletry bottles and othersingle-use plastic items.

OPPORTUNITIES IDENTIFIED

Understanding property-specific climate andwater risk levels allows us to better prioritise
investments, assess insurance coverageadequacy and implement preventive
maintenance and adaptation action plans.
Each year, every property is expected to
identify and implement an environmental
efficiency project that contributes tomeasurable improvements in the areas
where they are most lacking, and thisincludes energy, water and waste.

Based on the findings, there areopportunities to promote responsible
visitation of nearby protected areas andspecies to guests and provide training torelevant staff on their significance.

Understanding the local context allows us tobetter engage with the community and play ourpart in addressing local socioeconomic issues.
As a hospitality business, we are well
positioned to engage local youth throughhospitality training and employment
opportunities.
By understanding current and forthcoming
ESG regulations relevant to the locations
where we operate, we can take proactive
action to mitigate ESG risks.
Some of our climate actions include
encouraging properties to increase renewableenergy use and increasing the use of green
transportation modes, such as electric vehicles.
With regards to plastic reduction, the Grouphas embarked on its single-use plastic
elimination journey since 2018, well aheadof relevant regulations.

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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:••••

Seafood – Endangered Species
Ethical Sourcing (Responsible Procurement)
Single Use Plastics
Waste / Food Waste Management

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 not 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 2023 and is the professional
judgement of 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: 11th June 2024

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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And Finally...
Mandarin Oriental, Canouan

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Mandarin Oriental, Paris

The Anatomy of a Digital Report
CONSIDERING THE FOOTPRINT OF THIS REPORT

What makes a digital document more responsible?

Have we considered
the eco-friendlinessand accessibility ofthis very document
you are reading?

We don’t print the report, we only publish it as a PDF — a Portable
Document Format — which is emailed and available through our
website. This means a significant reducution on resources sinceno paper, water or ink is used, and plays into our efforts towards
a paperless office and the reduction of associated consumables.
It also means an elimination of transportation emissions throughdistribution, and avoids waste associated with printing, minimisingin plastics, papers and metals going to landfill.

In short, yes. We have been sensitive
to the impact of this document’s tighter
text and lighter, brighter look and leaner,greener formatting.

A considered approach to content and design

Downloading and storing thisSustainability Report digitally,
still has an environmental impact –a cloud requires energy-powered
and water-cooled servers
somewhere to store the files.
We suggest bookmarking thepage rather than downloading it,
whenever possible.

We have been mindful of minimising our digital footprint and have
kept the document under 7MB — so, crucially, it can be easily
sent via email. To further compress the PDF, we have avoided
overlaying text on imagery, as this can impede visibility andamount of memory required to load and save.
All images are JPEGs, and we have borrowed from best practices
in web design by resizing images to their specific reportdimensions, ensuring the smallest file size possible. Smaller filesizes require less energy to transmit and store: this can mean aslight reduction in image quality/crispness, but we hope you don’t
mind a tiny bit of pixelation if you zoom in, since it saves on space.
All text has been reworked and professionally edited to share ourstories as succinctly as we can, and to reduce word count without
losing key information.

Accessibility & Inclusivity

Think before you download?

Really need a printed version?
For those who want a printed
copy of the report, in order tominimise paper, we have createdan executive summary distilling
the report highlights into a singlepage document.

Throughout the report, we have increased text size from thestandard 8pt found in many documents, to 10pt. Keeping a lightbackground 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 an accessible format on our website.
The highlights of this report are also available as an audio recording for
those who are visually impaired or for those who are neurodiverse, andwho prefer to receive information aurally rather than visually.
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Credits and Thank You
Thank you to everyone who helps
contribute to Mandarin Oriental’s
positive impact.

Mandarin Oriental, Marrakech

This report has been put together by the
Sustainability Department spearheaded
by Iris Lam, Director of Sustainability, Global
Development, Florence Kwan, Sustainability
Project Manager, and Angelica Klein,
Sustainability Coordinator, with contributions
from our Sustainability Champions, acrossthe group, supported by Group Brand,
Chris Orlikowski, Winnie Chiu, and Alice Wu.
Authored by Juliet Kinsman of Bouteco,
with contributions from Imogen Lepere
and Lysanne Currie of Meet the Leader.
Design is by Concrete Creative, Alana Naylor,graphic designer and digital illustrator.

Group Sustainability Team and Group Brand Team (missing Chris Orlikowski).

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Glossary
Terms and acronyms featured in the
Mandarin Oriental Sustainability Report 2023

A
ACC – Asian Cultural Council is a non-profit that
promotes a deeper respect and understanding of
Asian cultural arts.
ASEAN Green Hotel Standard – The Association ofSoutheast Asian Nations (ASEAN) was establishedwith Member States include Brunei Darussalam,
Cambodia, Indonesia, Lao PDR, Malaysia, Myanmar,
Philippines, Singapore, Thailand and Vietnam. The
standard is to increase environmentally-friendly
and energy-conservation practices in the ASEAN
accommodation industry.
ASHRAE – we follow guidelines from the American
Society of Heating, Refrigerating and Air-Conditioning
Engineers procedures for commercial energy audits.

B
BCA Green Mark Certification — is aninternationally recognised green building scheme
for tropical climates.
Blue Flag Beach Accreditation – an award presented
to well-managed beaches with excellent water quality
and environmental education programmes.

C
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 theHotel Carbon Measurement Initiative (HCMI) metric
output, which is an industry standardised metric forthe carbon footprint of a room night.

CHSB – Cornell Hotel Sustainability Benchmarking
is an industry-led global data collection andbenchmarking initiative.
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.
COSO Framework — an acronym for the Committeeof Sponsoring Organizations, this system is used
to establish internal controls to be integrated intobusiness processes.

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

E
Embodied carbon – the total amount of greenhousegas emissions associated with production,transportation, and disposal of a building or productover its entire life cycle, typically used in theconstruction sector.
ESG – Environmental, Social, and Governance:
criteria used to assess a company’s performance inthese areas.

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BACK TO CONTENTSFFLHSS – our hotels have undergone the Fire Life
Health Safety & Sustainability audit and achieved
an average Group score of 93.37% for our Safe andSound audit.

G
GHG – greenhouse gas emissions are calculatedusing GHG Protocol’s most widely used marketbased method and accounting standards.

IPCC – The Intergovernmental Panel on Climate
Change is a body established by the United
Nations and the World Meteorological Organization,
informed by thousands of scientists who share andassess the latest scientific research on climate toprovide policymakers with objective assessments,
impacts, and adaptation and mitigation options whenit comes to the climate crisis.
ISO — International Organization for Standardisation
develops standards to ensure the quality, safety andefficiency of products, services and systems.

GLTR – Green Lodging Trends Report is the leading
global benchmarking study on sustainability bestpractices in hotels.

IUCN – The International Union for Conservation of
Nature is an international organisation working in thefield of nature conservation and sustainable use ofnatural resources.

Green Key Award – this eco-label indicates a hotel
has met a significant set of environmental criteria.

J

Greenview – this sustainability consultancy provides
the platform and portal through which we measure
and analyse the data from all our hotels.

Jardine Matheson Group – Mandarin Oriental HotelGroup is a member of this diversified Asian-based
group founded in China in 1832.

GSTC – The Global Sustainable Tourism Council
manages the global standards for sustainable travel
and tourism.

K

H
Heat pump systems – energy-efficient devices thattransfer heat from a lower temperature source to ahigher temperature sink, providing both heating andcooling capabilities for buildings.

Kitchen waste — organic waste which we measurethrough Winnow’s artificial-intelligence-poweredfood waste monitoring system.

Mandarin Oriental, MiamiI
ILO Convention 138 – also known as the Minimum
Age Convention, this treaty adopted by theInternational 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 through gathering, calculating andmaintaining our energy, carbon, water andwaste data.

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LPLRQA — an independent third party providing
independent assurance services to companies toimprove their management systems and processes
by assessing and verifying them against international
standards such as ISO 9001.

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

LQEs – Legendary Quality Experiences (LQEs) are
the guidelines focus on experiences rather thanbasic luxury standards, and are regularly reviewed in
response to guests’ ever-changing requirements.

M
Michelin Green Star – this is given to restaurants
in recognition of their commitment to sustainable
practices (in terms of ingredient sourcing, waste
management, energy usage, overall environmental
impact) and is separate to the Michelin Guide’s
traditional star system which salutes culinary
excellence.
MOTAC Asean Green Hotel Standard – a
Malaysian certification that a hotel adheres togreen and sustainable practices and adopts energy
conservation measures.
Net Zero Methodology for Hotels — this practicalguide aims to define net zero for the hotel industry,
travel and tourism.

O
Oscillation — we’re seeing more fluctuations inclimate systems, such as the El Niño-Southern
Oscillation, than ever, and we are guided by thechange in global weather and climate patterns toadapt our operations.

Q
Qualitative analysis – our new dedicatedsustainability department is ever evaluating thesocial and environmental impacts of our operations,and exploring ways to improve how our hospitality is
having wider negative or positive results in ways thatare not easily quantified.
Quality – we have a long-standing reputationfor excellent guest service. This focus on quality
management and continuous improvement has led
the Group to develop systems and processes which
guide generations of management in their efforts topursue excellence.

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 torefer to when addressing sustainability in design andconstruction.

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S

W

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.

Water Conservation – various group-wide initiatives
exist to allow for water intensity reduction, the rate at
which water is used within a given area.

Scope 1 emissions – the greenhouse gases
produced from sources that an organisation owns ordirectly controls because of its activity.
Scope 2 emissions – the gases which anorganisation indirectly causes, produced from where
the energy is purchased and used.
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 footprintof the organisation’s entire value chain can bemeasured; this scope is usually the hardest to
calculate.
SDGs – The United Nations Sustainable
Development Goals are the set of 17 goals
established by the UN in 2015 to address global
challenges and guide efforts towards sustainable
development by 2030, covering poverty, hunger,
education, gender equality, clean energy, climatechange, and more, helping to provide a frameworkfor governments, organisations, and individuals
to take action for a more inclusive, equitable, andsustainable future for all.

T
TCFD – Task Force on Climate-related Financial
Disclosures is an initiative from the Financial Stability
Board and a framework we use to disclose climaterelated risks.

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

Waste Management – we are continually advancing
our systems devoted to reducing the generation,
characterisation, minimisation, collection, separation,
treatment, and disposal of any refuse.
World Sustainable Hospitality Alliance – a global
membership organisation of hospitality businesses.
WWF Endangered Seafood Guide – a scienceand research-based list published by the World
Wildlife Fund, regularly updated to reflect changes
in the status of species. We follow this colour-coded
system, which means avoiding any fish with a red
rating, which means it is endangered, only serving
species which are well- managed, and responsibly
caught or farmed using marine-friendly methods.

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

Y
Yield – there is an undeniable tension between thegrowth of our business and sustainability, but wehope that as we expand, we can also scale a more
responsible approach to luxury hospitality and yield
more positive impact.

Z
Zero Emissions – this is the goal of eliminating
the release of all greenhouse gases into theatmosphere, and while this is an impossible take,we work closely with the Net Zero Methodology tomonitor and reduce our emissions where we can.

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 theuse of animal products in their diets.
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An audio version with highlights from the Sustainability Report is also available online.
Published in 2024
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