Sustainability Report 2O2O

table of contents

INTRODUCTION

1

NATURALLY BETTER FOR GUESTS

26

About this Report

2

Health, Safety and Security

27

Message from the CEO

3

Holistic Wellness

29

Corporate Profile

4

Guest Satisfaction and Sustainability

31

Performance Highlights

5

NATURALLY BETTER FOR COLLEAGUES32

SUSTAINABILITY APPROACH

8

Engaging Better Together

33

Naturally Better

9

Health, Safety and Well-being

34

Sustainability Governance10

Elevating the Colleague Experience

35

2020 AT A GLANCE

11

A World of Fans

35

Human Rights and Inclusiveness37

NATURALLY BETTER FOR THE PLANET

13

Champions of Sustainability

38

Environmental Stewardship

14

NATURALLY BETTER FOR THE COMMUNITIES

40

Carbon and Energy

15Serving Communities

41

Water

17

Waste

18

APPENDICES

46

Single-use Plastic Elimination

20

Performance Data

47

Responsible Procurement

23

Global Reporting Initiative Index

51

Biodiversity Conservation

25

Un Sustainable Development Goals Index

60

Modern Slavery Statement 2020

62

INTRODUCTIONINTRODUCTION

About this Report
This is Mandarin Oriental Hotel Group (MOHG or theGroup)’s tenth Sustainability Report covering the 2020
calendar year, January 1st to December 31st.
Having grown from its Asian roots into a global brand, theGroup currently operates 35+ hotels and seven residencesin 24 countries and territories. The Group continues toexpand its global presence with a strong pipeline of hotels
and residences under development.
This Report covers MOHG’s operations, including owned
and managed hotels, resorts and residences in key
destinations around the world. In the interest of continual
improvement and greater transparency, the progressof sustainability initiatives has also been monitored andreviewed. To enhance the comparability of data, only those
hotels with complete full-year data are included in theperformance summary and analysis.
The information presented in this report makes references
to the Global Reporting Initiative (GRI) Standards: Core
option. Key material sustainability issues were identified
through different stakeholder engagement exercises andare discussed in forthcoming sections. As a supporter of theUnited Nations Sustainable Development Goals (UN SDGs),
this Report demonstrates our commitment to them throughour various sustainability initiatives.

+ As of August 2021

Mandarin Oriental Hotel Group

Sustainability Report 2020

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INTRODUCTION

Message from the CEO
Our goal is to make Mandarin Oriental Naturally Better – for our Planet, Guests, Colleagues andCommunities. In October 2020, we launched our Naturally Better framework, which aligns ourcommitments with the United Nations Sustainable Development Goals whereby we focus on
reducing environmental impact, procuring responsibly, increasing social impact, and embedding
diversity and inclusion.
2020 was a year of unprecedented challenges due to the COVID-19 pandemic, but it also taught usthat obstacles can be overcome with teamwork. During the year, we made great strides toward ourambitious goal of eliminating single-use plastics by March 2021 and we showed that safety does nothave to come at the expense of our planet. The pandemic has accentuated the global demand for
disposable plastic items such as face shields, gloves, and takeaway containers, causing a surge inplastic use and marine plastic pollution. While many organisations may use this as a reason to relax
their sustainability focus, we have not.
Despite the pressure on our business, we remained true to our guiding principles, delivering service
excellence to our guests, supporting the development of our colleagues, serving the communities
where we operate and acting with responsibility for our planet.
As we look forward, we aim to enhance our efforts to limit the impact we and our operation haveon the world around us through our new sustainability roadmap for 2021-2023. We will continue towork towards procuring responsibly across the Group for example. We also strive to foster a culturethat embraces diversity and promotes equality and inclusion, thereby supporting our colleagues andour communities.
Our sustainability achievements in 2020 are the fruits of labour of the Group’s 10,298 colleagues.
I thank all of them for their continuing dedication, hard work and professionalism. At Mandarin
Oriental we look forward to continuing our holistic and action oriented approach to sustainability toensure a positive impact on our planet and those around us.

James Riley
Group Chief Executive

Mandarin Oriental Hotel Group

Sustainability Report 2020

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INTRODUCTION

Corporate Profile
Recognised for creating someof the world’s most sought-after
properties, the Group offers
contemporary luxury with its
signature oriental charm and has
a global presence, operatingin major cities and resort
destinations.

Asia-Pacific
Bangkok ♦ Beijing ♦ Guangzhou ♦ Hong Kong
Jakarta ♦ Kuala Lumpur ♦ Macau ♦ Sanya
Shanghai ♦ Singapore ♦ Taipei ♦ Tokyo
Europe, Middle East & Africa
Abu Dhabi ♦ Barcelona ♦ Bodrum ♦ Doha
Dubai ♦ Geneva ♦ Istanbul ♦ Lake Como
London ♦ Madrid ♦ Marrakech ♦ Milan ♦ Munich
Paris ♦ Prague ♦ Riyadh
America
Boston ♦ Canouan ♦ Miami ♦ New York
Santiago ♦ Washington DC

35

7

24

8,613

10,298

HotelsResidences

Countries/
Territories

Rooms

Colleagues++ As of August 2021

Mandarin Oriental Hotel Group

Sustainability Report 2020

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INTRODUCTION

Performance Highlights
Mandarin Oriental’s sustainability journeybegan nine years ago. Since 2012, Corporate
Responsibility Committees and Champions
have been designated at every hotel, and they
continue to be a main pillar of the Group’s overallsustainability strategy today. During this early phaseof our sustainability journey, programmes werelargely bottom-up, driven by passionate Champions
and colleagues at the property level.

In 2018, we updated our sustainability governance,
strategy and approach to implementation. We replaced
the term used earlier – ‘Corporate Responsibility’ – by
the term ‘Sustainability’ as we shifted our outlook fromcontributing to society out of responsibility to thoroughly
reshaping our operational strategy for a more sustainable
future. A four-tiered governance structure was created,composed of an Executive Advisory Panel, a LeadershipCouncil, thematic Working Groups, and our former
Corporate Responsibility Committees and Champions
renamed as Sustainability Committees and Champions.
Over the last year, we have refreshed our Working
Groups, adding new topics and providing colleagues
with training and support, to ensure they maximise theirimpact on introducing positive changes throughout
the Group with best practice, resource management,
recommendation of short and long-term goals andawareness campaigns. With the addition of three new
Working Groups last year, the full complement now
spans Environmental Impact, Food & Beverage Impact,
Green Spas, Green Development, Hotel Sustainability
Committee Support, Human Rights and Inclusiveness,
Marketing and Communications, and Residences.

Mandarin Oriental is committed to being Naturally
Better for our planet, guests, colleagues, andcommunities. Launched in October 2020, our
Naturally Better framework aligns our efforts with
the United Nations Sustainable Development
Goals, resulting in our commitment to theadvancement of our sustainability priorities,
focussed on reducing environmental impact,
responsible procurement, increasing social impact,and diversity and inclusion.
With a view to further embed sustainability within
the culture of Mandarin Oriental, we are launchinga renewed strategy for 2021-2023. This strategy
will enhance Groupwide Sustainability Governanceto engage more colleagues at all levels andfunctions, enabling efficiency and effectivenessin carrying out sustainability commitments;
driving sustainability commitments that align with
the UN SDGs and fit under our four pillars; andfurther drilling down areas of focus to specificcommitments that colleagues are accountable foron a routine basis.

Impact of COVID-19
2020 was a year with considerable challenges. The global pandemic continues to have a significant impact on our industry,business, colleagues, and guests. Throughout 2020 we took decisive actions in response to COVID-19, intended to ensure
Mandarin Oriental’s long-term future by protecting our guests and colleagues and strengthening our financial position.
In 2020, the Group reported substantial financial losses at an underlying trading level of US$206 million. While thereported financial loss was significant, the Group remains in a strong financial position, underpinned by low levels of debt
and considerable cash and committed debt facilities that ensure Mandarin Oriental can withstand losses arising from thepandemic. Further details of the Group’s financial performance in 2020, and the actions taken in response to the pandemic,
can be found in our 2020 Annual Report.

Mandarin Oriental Hotel Group

Sustainability Report 2020

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INTRODUCTION

Performance Highlights Continued

NATURALLY BETTERFOR THE PLANET
We have been striving to reduce our environmental
footprint by setting bold energy, emissions, waste andwater targets. In the nine years to 2020, we aimed for
reductions of 20–25% across these targets.
Against these targets we have been able to reportfavourable results in meeting reduced energy
consumption and emission targets and have madegood progress in waste despite falling short of ourgoals. We have faced some challenges related
to waste management, as waste treatment andrecycling capabilities vary between countries. Water
consumption has also been a challenging area inwhich we made considerable progress but again havebeen somewhat short from the original target, due
to the addition of a number of water intense resort
properties in recent years. A summary of our nine-year
performance is outlined below:

Key
Performance
Indicators

Due to the temporary closure of many hotels
during 2020 and reduced business levels becauseof Covid-19, it would be misleading to compare
environmental data around carbon, energy, water,
and waste reduction for the year 2020. There wasa reduction in our environmental consumption, but
this was largely due to fewer hotel guests. In 2021,
each hotel will set new individual 5 and 10 year
environmental performance targets, with the intentionof making demonstrable progress across the Group.

Single Use Plastic Free
In 2019, Mandarin Oriental set a bold goal; toeliminate single use plastics (SUPs) across its hotel
portfolio by March 2021. Great progress was madetowards this target, but slow stock depletion due tothe pandemic caused some hotels to be delayed intheir achievement of the March 2021 target. By theend of Q1 2021, the Group had achieved nearly 70%
reduction in its annual plastic footprint, avoiding 930
tonnes of plastic waste each year. All hotels will have
SUPs eliminated by the end of Q1 2022.

EnergyEmissions

Water

Waste

kWh / m2

Kg CO2e / m2

Litre / Guest

kg landfilled / Guest

10% Reduction

10% Reduction

10% Reduction

Achieved 10.6%

Achieved 13%

Not Achieved 8.8%

15% Reduction

17.5% Reduction

17.5% Reduction

10% Reduction

Achieved 20.3%

Achieved 22%

Not Achieved 13.9%

Not Achieved +2%2020 Goals

20% Reduction

25% Reduction

20% Reduction

25% Reduction2019 Actual

19.6% Reduction

27% Reduction

16.4% Reduction

21.3% Reduction2012 Goals
2016 Goals

N/A• Energy, emissions and water measured against 2007 data. Waste against 2012 data. • Renewable Energy Certificates (REC's) included in emission data.

Mandarin Oriental Hotel Group

Sustainability Report 2020

Responsible Procurement
Our Responsible Procurement Policies and colleague
training and tools, embed responsible procurement
principles into our purchasing decisions and include arobust Supplier Code of Conduct that extends to our
suppliers’ own subcontractors and suppliers.
We continue to make procurement choices that
promote human rights, accentuate fair working
conditions, and protect the environment. From 2018
onwards, we have been advancing our procurementof responsible coffee, tea, vanilla, cocoa, where ourgoal is to ethically source 100% of these items. The
focus has now been expanded to include paper andseafood, where the goal is to 100% use sustainably
certified corporate-use paper and to increase
procurement of sustainable seafood.
We have identified that we need to develop our
procurement systems to improve on our ability toeffectively capture and measure data, allowing us tofurther expand our positive impact in the long term by
driving consistency. Due to the nature of our business,each of our hotels are responsible for managing
their procurement needs locally, which can lead tochallenges in procuring responsibly, particularly indeveloping markets. The Group remains committed toensuring standards are applied consistently across its
portfolio.
6

INTRODUCTION

Performance Highlights Continued

NATURALLY BETTERFOR GUESTS

NATURALLY BETTERFOR COLLEAGUESNATURALLY BETTERFOR THE COMMUNITIESWe continued to evolve our Safe and Sound
programme, our proprietary Fire, Life, Healthand Safety program, where we work with areputable third-party auditor to ensure each hotel’s
compliance with stringent fire safety, security,
food safety, and business continuity management
guidelines. The same auditors verified ourprogramme, which was created in
response to Covid-19, introducing a heightened
set of health and safety protocols for guest andcolleagues to combat the risks and threats of thepandemic.

In early 2020 (pre-pandemic), we began to redesign our
approach to the overall MO colleague experience, withthe objective of enhancing multiple facets of it. Changes
are planned to improve the onboarding experience for
new hires through to enhanced learning and development
opportunities. The new Forever Fans initiative was launchedin 2020. This unique network for former colleagues within
the Group to reconnect will increase opportunities forformer colleagues to return to work for the Group. An
increased focus on Diversity and Inclusion is aligned with
our vision to build a World of Fans. These initiatives support
our efforts to nurture hospitality talent across the industry
and position ourselves as an employer of choice.

We proudly reflect on more than ten years ofcommunity service activities and continued
outreach and philanthropy efforts. While this year
presented numerous challenges to our annual
fundraising and community engagement, around6,000 volunteer hours were contributed bycolleagues in 2020. Beyond continued volunteering
efforts, in recognition of the trying times that many
communities have faced due to the pandemic,
hotels created a number of programmes andgenerated donations to support those mostaffected. In support of the local hospitality industry,
Mandarin Oriental Hyde Park, London donated
GBP 20,000 to Hospitality Action, which offers help
with mental and physical health, employment andfinancial aid to hospitality workers in need; while
Mandarin Oriental, Hong Kong, in partnership with
Oxfam Hong Kong, packed 16,680 masks and11,500 bottles of hand sanitisers that were given to
more than 250 underprivileged families and 1,300
street cleaners.

In September 2020, we held our fifth annual Colleague
Wellness Week. From yoga and sound baths to workouts
and culinary competitions, a variety of activities took place,either in person or remotely, to help develop teamwork
and cooperation and raise awareness of the importance of
wellbeing for our colleagues around the world.

The wellness of our guests is a top priority. The
Group has developed Mindful Meetings and Meetingwith Purpose, two innovative wellness offerings thatenhance traditional meeting offerings. Members ofFans of M.O. also have access to a range of online
wellness offerings that can be enjoyed at home orwhen travelling.

Mandarin Oriental Hotel Group

Sustainability Report 2020

The impact of the pandemic across the world was devastingon our hotel revenues, which collapsed. In response, theGroup reviewed staffing levels across the portfolio of hotels
as well as the corporate organisation. In some countries,
government financial support was available which helped topartially reduce salary costs. An assessment of the impactof the pandemic on both the hospitality industry as wellas individual Mandarin Oriental hotels, meant that staffing
levels had to be reduced, in most cases on a temporary
basis although some redundancies were also necessary.
At the end of 2020, the Group had 10,298 colleagues, a
reduction of approximately 20% from the beginning of the year.

7

SUSTAINABILITY APPROACH
We live in a time where the need foraction against the climate crisis andsustainable development challenges has
never been more pressing. As an awardwinning global luxury hospitality group,
we are committed to delivering hospitality
excellence in a sustainable manner thatis Naturally Better for our Planet, Guests,
Colleagues and Communities.

Mandarin Oriental Hotel Group

Sustainability Report 2020

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SUSTAINABILITY APPROACH

Naturally Better
In October 2020, the Group launched its Naturally Better
campaign to highlight our sustainability initiatives and themany ways our properties strive to have a positive impact
on the environment, their local communities and ourguests. The campaign ran across our digital platforms andfeatured initiatives under three Naturally Better topics:‘For the Planet’; ‘For Communities’ and ‘For You’.
The Naturally Better framework provides a simple
structure for us to deliver a key message to all our
stakeholders – that we are on a journey to make things
Naturally Better for the planet, for communities, andfor our guests and colleagues. As we renew the Group
Sustainability Strategy in 2021, we will be setting up our
new approach around the Naturally Better framework,
while continuing to align our objectives with the UN SDGs.

COLLEAGUESPLANET

Embed sustainability
values & practices

Address broader
planetary
problems (e.g.
climate change,
rescource
depletion)

GUESTS
Enable guests
to participate
in making a
positive impact

COMMUNITY
Promote local economies, cultrual
values & environmental protection

Mandarin Oriental Hotel Group

Sustainability Report 2020

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SUSTAINABILITY APPROACH

Working Group

Sustainability Governance
Sustainability Champions &Sustainability Committees

Our Sustainability Governance Structure consists of 4 tiers :Sustainability
Leadership Council

Executive
Advisory Panel

Comprising Group andproperty-level colleagues,
it filters thematic priorities
into workstreams andfocused action points tobe implemented by theWorking Groups.

Chaired by our CEO, it defines
key priorities for the Groupand provides both resources
and mechanisms foraccountability.

Comprising colleagues who are
passionate about sustainability, aCommittee has been establishedat every property. They advancethe Group’s sustainability
commitments by leveraging
Group-wide sustainability
programme resources and thenidentifying innovation initiatives
that are specific to their location.

Comprising Group andproperty-level colleagues,
they address specificsustainability topics andcan either be permanentor temporary as needed.

• Marketing and Communications Working Group
Activated to address the increasing demand forinternal and external sustainability communications• Environmental Impact Working Group
Activated to drive our overall environmental
performance• Measurement and Reporting Working Group
Deactivated with focus actions dispersed into the two
Working Groups above• Guest Engagement Working Group
Merged with HSC Support Working Group to
increase guest engagement on sustainability mattersat the property level

Develop guidance for the managementof energy, water and waste

Environmental
ImpactFood & Beverage
ImpactEliminate single-use plastic and identify
responsible procurement opportunities
in Food & Beverage

Eliminate single-use plastic and identify
responsible procurement opportunities
in SpasGreen Spas

Working
GroupsIn 2020, we made several changes to our Sustainability
Working Groups to enhance their effectiveness in
response to changing sustainability needs:

Focus Areas 2020

• Responsible Procurement Working Group
Dissolved with focus actions dispersed across all
relevant existing Working Groups and two temporarytaskforces with specific focus on effective tracking
and reporting of our responsible procurement
activities• Residences Working Group
Activated to advance sustainability across our
growing collection of Residences

Green
Development

Hotel Sustainability
Committee (HSC)
SupportHuman Rights andInclusivenessMarketing andCommunications

Develop guidance for the integration ofsustainability throughout property
development, design, and pre-opening
phasesEmpower Sustainability Champions indeveloping sustainability best practices
and engaging colleagues and guests

Advance modern slavery training andawareness activities for colleagues andidentify opportunities to promote
diversity and inclusion

Roll out the Naturally Better campaign
and establish sustainability webpages
for all properties

Review sustainability baseline andidentify ways to become a sustainability
resource for residents

Residences
Mandarin Oriental Hotel Group

Sustainability Report 2020

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SUSTAINABILITY APPROACH

2O2O AT A GLANCE
Implemented
Programme ofelevated health andsafety protocols
across all properties

7.7 million plastic
water bottles
eliminated on
an average year
through solutions
such as installationof on-site water
filtration systems

Distribution of We Carepackages, including
quality fabric masks, toprotect the health andsafety of guests
and colleagues

Phasing out use of bioplastic andsynthetic materials made fromplastic fibres, in fight against plastic
pollution beyond March 2021
Conducted dialogue session
and workshop with senior
management on unconscious
bias and inclusive leadershipas a start to a multi-phased planfor Diversity and Inclusion

Achieved 70%
reduction in its
annual plastic
footprint
Mandarin Oriental Hotel Group

Broadened
responsible
sourcing
commitments toinclude coffee,
tea, cocoa,
vanilla, paperand seafood

Sustainability Report 2020

Roll out of responsible
procurement and modern slavery
awareness training to colleagues
11

SUSTAINABILITY APPROACH

2O2O AT A GLANCEOver 500
creative ideas
sparked fromEngaging
BetterTogetherinitiative
to keep
colleagues
engaged andmotivated

Activation of three
new Sustainability
Working Groups
in response tochanging needs

15th anniversary of
our annual support
for the Asia Cultural
Council, via the
Mandarin Oriental
Fellowship for
Cultural Heritage
Preservation

Adopted 38 newbeehives at our
properties, in supportof the fuzzy pollinatorsand beekeeping

Launched Inner Strength-Outer Strength
Course to boost colleagues’ physicalhealth and mental resilience

14 properties
granted Forbes’‘Five Star Spa’award,
matching
record in 2019

Mandarin Oriental Hotel Group

Around 6,000
volunteer
hours were
contributed bycolleagues

Sustainability Report 2020

Donated almost
USD 300,000 to
support social andenvironmental
causes close to
the hearts of ourcolleagues
12

NATURALLY BETTERFOR THE PLANET“Amidst the Covid-19 pandemic,
the world is using more single-use
plastic than ever, contributing to
the growing plastic pollution crisis.
Plastics, or microplastics, which takehundreds of years to break down,
have become omnipresent in ourenvironment, food, and water. Theypose adverse consequences for ourwildlife, ecosystems, food supplies
and livelihoods. Mandarin Oriental has
therefore taken a bold stance against
single-use plastic and is implementing
eco-alternatives which balance ourrequirements of safety, luxury andsustainability.”
Christoph Mares
Chief Operating Officer

NATURALLY BETTER FOR THE PLANET

Environmental
Stewardship
Our natural resources are finite and as populations
grow and urbanisation spreads, the world’s resources
are put under increasing pressure. Resource scarcity,
coupled with climate change, will have a devastating
environmental and socio-economic impact. It is clearthat urgent global action is needed to safeguard ourenvironment.
Mandarin Oriental complies with environmental laws andregulations, setting goals and monitoring our progress
toward energy, carbon, water and waste reduction,
as well as responsible procurement. Since 2012, wehave been driving internal changes, adopting industry
best practices, and embracing innovation to enhance
operational efficiency. We currently utilise a dedicatedonline sustainability data management system tostreamline our data collection and monitor progress inreal-time. In 2019, we reported a significant reduction of
approximately one fifth of our environmental footprint
intensities when compared to our baseline years.

2020
Environmental
Targets

1
2

ENERGYINTENSITY
1
REDUCTIONCARBONINTENSITY
2
REDUCTIONWATER
INTENSITY
3
REDUCTIONWASTE
INTENSITY
4
REDUCTION

Goal: 20%

Goal: 25%

Goal: 20%

Goal: 25%

19.6%

27%

16.4%

21.3%

Energy intensity reduction per square metre from 2007 baseline
Carbon intensity reduction per square metre from 2007 baseline

Mandarin Oriental Hotel Group

Sustainability Report 2020

3
4

Water intensity reduction per square metre from 2007 baseline
Waste intensity reduction per guest night from 2012 baseline

This year completes our 2020 Environmental Targets
established in 2012. Due to Covid-19’s severe impacts
on occupancy levels, energy, carbon, water and waste
intensities have fallen drastically in 2020. Factoringin 2020’s performance figures would overstate theefficiency reductions the Group has achieved throughour efforts, thus they are excluded in the evaluation of
our overall performance against 2020 Environmental
Targets. Nonetheless, we are disclosing our 2020
performance figures in Appendix A for transparency
in communicating our environmental footprint. We areencouraged by the success we have achieved and nextyear, we will continue to advance our environmental
efforts with a new set of bold goals.
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NATURALLY BETTER FOR THE PLANET

Carbon andEnergyThe United Nations Environmental Programme’s
Emissions Gap Report 2020 revealed that the worldis heading for 3°C of warming this century, well above
the goal of 2°C that nations pledged to work towards
in the Paris Agreement. We are conscious that climatechange poses a range of risks for our business. These
include physical risks of extreme weather events that
could affect our operations and supply chains, regulatory
risks of increased carbon pricing and market risks ofchanging consumer behaviour and preferences towardsustainability-minded businesses.
We believe that these risks are also opportunities to beharnessed. They compel us to be proactive in preparing
for climate-related physical risks and reducing our carbon
footprint. At every hotel, energy consumption patterns
are actively monitored by the Director of Engineering.
It is recommended that every property performs anenergy audit once every three years. These audits yieldinsights about energy performance, recommended
strategies for areas of improvement and also influence
hotel-specific environmental goal setting. The audit
is based on guidelines from the American Society ofHeating, Refrigerating and Air-Conditioning Engineers(ASHRAE)’s Procedures for Commercial Energy Audits.
Re-commissioning or retro-commissioning is conductedto supplement energy audits, or when major changes
are to be made to the operation, due to renovations orproperty extensions.

Mandarin Oriental Hotel Group

Sustainability Report 2020

Green roofs of Mandarin Oriental, Bodrum

Renewable Energy and Nature-based Solutions

Energy Efficiency

We continuously identify opportunities to increase theshare of renewable energy used across our operations.
At Mandarin Oriental hotels in Washington D.C., Munichand Milan, operations run on electricity generated byrenewable energy sources. Solar thermal panels are
installed for water heating at many of our hotels, including
Barcelona, Bodrum, Doha and Dubai. Our hotels in Dohaand Beijing have also installed solar photovoltaic (PV)panels that help to cover part of the hotels’ electricity
needs.

One of the most significant areas of energy use islighting. Over the years, we have made consistent effort
to switch to energy-efficient light-emitting diode (LED)lighting. Currently, 68% of our lighting needs are fulfilled
by LED lighting. Compared to 2019, progress has fallen
by 3%, as a result of taking over the management ofproperties where LED lighting accounts for as little
as 15% of total lighting. Some LED installation plans in2020 have also been affected by temporary property
closures and reduced business levels. Nonetheless, theconversion to 100% LED lighting remains a key focus
and installation projects will continue to be rolled out inconjunction with renovation programmes.

Across our hotels, we also adopt solutions inspiredby nature to reduce our energy and carbon footprint.
A number of our hotels, including Mandarin Oriental,
Bodrum, have green roofs or walls that help to reduce theimpact of summer heat while improving thermal insulation,
thereby improving energy efficiency. These green
infrastructures also serve as potential habitat area forurban biodiversity including bees, butterflies, and birds.

To reduce unnecessary electricity consumption, Emirates
Palace hotel in Abu Dhabi has installed energy-efficient
control systems that have features such as manual
occupancy-linked controls, time scheduling and daylight
responsive controls and sensors. Similarly, at other hotels
including Dubai and Beijing, motion and light sensors arein place to save electricity. At Mandarin Oriental, Prague,
the cooling system is simultaneously used to heat water,
an initiative that has contributed to a 30% fall in gas
consumption.

15

NATURALLY BETTER FOR THE PLANETGreen Transportation
Beyond direct operations at our hotels, we are aware that carbon emissions also arise
from our guests and colleagues’ travel, as well as the carbon footprint associatedwith the entire lifecycle of goods we procure, from raw material extraction totransportation. While these carbon emissions are not reported as part of our annual
carbon footprint, we are implementing various measures to address them.
At Mandarin Oriental, Dubai, guests are offered transportation in the highly energyefficient Tesla X electric vehicle. At Mandarin Oriental hotels in Macau and Geneva,
electric vehicle charging stations have been installed for guests. Mandarin Oriental,
Geneva also offers guests complimentary public transportation and complimentaryelectric bikes to explore the city in order to reduce their carbon footprint.
To further reduce our transportation footprint, we aim to procure locally wherever
possible. Our responsible procurement process indicates a preference for suppliers
who have a smaller transportation footprint, achieved through measures such as
reducing the number of trips per week and by transporting in greater quantities.

Sustainability Excellence at DohaIn recognition of its all-roundedsustainability excellence, Mandarin
Oriental, Doha, has been awarded two
prominent sustainability certifications– the Leadership in Energy andEnvironmental Design (LEED) Gold
Certification and Green Key Certification.
LEED is an influential rating systemdeveloped by the U.S. Green Building
Council that evaluates green building
design, construction, operations andperformance, and Gold is one of the top
rating levels that a building can achieve.
The hotel is part of the ambitious
sustainable Msheireb Downtown Dohadevelopment which has one of thegreatest concentrations of LEED-certified
buildings in the world. Complementary
to LEED, is the Green Key Certification

Mandarin Oriental Hotel Group

which stands for excellence inenvironmental responsibility andsustainable operation within the tourism
industry. Mandarin Oriental, Doha’s
ongoing commitment to sustainability
excellence is verified through the
rigorous documentations and regular
audits by the Qatar Green Building
Council.

Carbon emissions are also embedded in the food we eat. Meat is one of the greatest
contributors of methane, a potent greenhouse gas, and a shift toward plant-based
diets holds another key to significantly reducing our agricultural carbon footprint.
At Mandarin Oriental hotels in Bangkok and Taipei, colleagues are encouraged toconsume less meat and dairy products through the introduction of vegan menus at
staff canteens. A growing variety of vegan and vegetarian options feature on themenus of all our hotel restaurants, in response to growing customer preference.

Mandarin Oriental, Doha makes the mostout of its geographic position, which
offers it great access to solar energy.
A total of 29 solar thermal panels fulfils
up to 80% of the hot water needs ofguestrooms. In addition, the hotel has 49
solar PV panels which produce around
16,560 kWh of electricity each year.

Sustainability Report 2020

Electric vehicle charging station at
Mandarin Oriental, Geneva
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NATURALLY BETTER FOR THE PLANET

Water

Mandarin Oriental, Miami

Fresh water is a natural resourcethat is impacted by urbanisation,
population growth, pollution andclimate change. Water scarcity is oneof the top five global risks according
to the Global Risks Report 2020. The
Group monitors progress towards water
conservation goals, adopting water-saving
practices, and holding regular performance
reviews. Regular recording of water consumption datafrom individual meters enables us to understand water
consumption patterns and trends across different areasof the property. In high water intensity areas, such as the
kitchen and laundry, the conduct of water audits helps
us to effectively identify water saving opportunities.
These opportunities include the optimisation of current
practices, processes and procedures, and upgrades ormodifications to existing equipment.
Most of our hotels are fully dependent on municipal
water supplies, and we rely partially on other sourcesof water including surface water, groundwater anddesalinated water. Through the use of a desalination
plant, Emirates Palace, Abu Dhabi does not draw fromthe municipality supply, but converts sea water into water
for irrigation.
Our hotels have been early adopters of water
conservation technology, including the installation ofwater-efficient fixtures and recycling of treated greywaterfor non-potable uses. More recently, we have also
started adopting smart technology to further improve ourwater savings. Mandarin Oriental, Miami has installed an
Internet of Things (IoT) – a smart irrigation system which
can save up to 6.8 million litres of water per year byoperating based on local weather forecasts, rain sensors
and through the use of high-efficiency nozzles.

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Sustainability Report 2020

Laundry is one of the most significant areas of water use
at a hotel. Apart from water conservation technology,
human attitudes and behaviour can also play a part in
improving water conservation. We promote awarenessamongst colleagues of the importance of water
conservation and share best practice across our hotels,
including detailed case studies shared on quarterly

Sustainability Champion calls. Guests are encouraged
to take part in our water conservation efforts by opting
to reduce their linen and towel reuse. As a token of
appreciation, guests are presented with thoughtful gifts,
such as bags of lavender, freshly harvested from on-site
gardens at Mandarin Oriental, Prague.

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NATURALLY BETTER FOR THE PLANET

Waste
In a world that faces increasing scarcity of resources,
we recognise that the old “take-make-waste” approachis not sustainable. Our strategy of “Reduce, Reuse,
Recycle and Upcycle” supports the transition to a circular
economy and is naturally better.
Waste monitoring is a key aspect of our waste
management, as what gets measured gets managed. To
better divert waste from landfill, waste is segregated into
more than 30 categories. Waste figures are recordedby each property on a monthly basis and two waste
metrics – waste intensity and waste diversion rate – aremonitored at both the property and Group level. Bestpractices are shared across hotels through our internal
platforms, including our sustainability site and social app
MyMO, driving improvements in our waste management
efforts. In 2020, one of the Group sustainability goals
was to implement a waste management initiative withcircular economy thinking in mind. Although Covid-19
posed disruptions to achieving this goal, two-thirds of ourhotels successfully implemented initiatives.
Food waste is a prominent problem for the hospitality
industry and negatively impacts the growing, processing,
manufacturing, and transporting of food. We prevent
food waste through initiatives such as colleague
educational campaigns, donating edible excess food anddiverting what is left through anaerobic bio-digestors,
compost and conversion to green energy, animal feed
and fertilisers. Our plans to trial an artificial intelligence(AI)-powered food waste monitoring system have been
postponed due to the Covid-19 situation and we intend
to revisit them when business volumes recover.

(Top & bottom) Anti-food waste campaigns of
Mandarin Oriental, Guangzhou and Doha

Mandarin Oriental Hotel Group

Sustainability Report 2020

To raise colleague awareness, our hotels in Dohaand Guangzhou conducted anti-food waste
campaigns that highlighted their foodwaste footprint. Mandarin Oriental,
Doha organises a No Bin Lunchevery Tuesday where the staff
canteen serves boneless andseedless meals and colleagues
are encouraged to leave noleftovers. Mandarin Oriental,
Paris has taken a bold step toreplace breakfast buffets with ala carte menus. Within guestrooms,
the property has also taken steps toreduce food waste by removing minibar
items with short expiration dates and using

in-room fresh fruits that are overripe in smoothies or cut
fruits, instead of discarding them.
Across our operations, digitisation has been anotherway that we are reducing wastage, particularly
printed materials. Mandarin Oriental, Bodrum
now offers an online In-Room Directory andother guest materials which can be easily
accessed by scanning QR codes. Mandarin
Oriental, Taipei has fully implemented
e-contracts with local corporate clients,
reducing paper usage for contracting by
80% and helping to speed up the contracting
process. Mandarin Oriental, Singapore has
digitised all report archives and only prints on
recycled paper in their Revenue Department.

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NATURALLY BETTER FOR THE PLANET

Circular Economy Approach toPaper Use
Hotels were challenged to rethink waste management
through the lens of the circular economy, looking for ways
to remove wastage and keep products and materials
in use for as long as possible. Paper is one of the mostcommon materials used and our hotels have been
reducing their paper footprint by digitisation processes,
sourcing of sustainably certified paper, and recycling of
paper waste.
To further improve circularity, Mandarin Oriental, Bangkok
collaborated with their supplier, SCG, to implement a
take-back recycling programme called Paper X Project.
Through this programme, used paper and cardboard
waste is sent back to the supplier to be recycled into newpaper products, which are in turn supplied to the property
once more, closing the resource loop. By participatingin this programme, the property is also rewarded withcomplimentary paper for their efforts. In an average year,
more than 3,500kg of used paper is recycled with the
supplier, providing approximately 78 reams of recycled
paper, worth nearly 7,000 THB. The more paper isrecycled, the greater the cost savings – reaping benefits
not just for the environment but also the bottom line.

ReduceReuse/Repair

RecycleUpcycleMinimising
Resource
Wastage

Giving a
Second Life
to Resources

Cradle-to-Cradle

Transforming
Waste Into
Material

e-Newspaper, paperlessguest communications
and marketing materials

Supplier take-backprogrammes

Coffee capsule recycling

Fabric masks recycled
for pet beds

Food donation to local
charities
Reduction of food waste
using bio-digesters
Anti-food waste
campaigns
Single-use plastic
elimination programme

Donation of reusable
items including
mattresses, linens,
towels and furniture tocolleagues, communities
and charity partners
Donation of used soap
and bottled amenities
to Clean the World andSoap Cycling forsanitisation andrepackaging before
distribution to people
in needBottle cork recycling
Local partnership forrecycling of electronic
and other hazardous
wastes
Metal, paper, plastic,
and glass bottle
recycling via local
partners

Upcycling of curtains
and cushions for bed
headboards
Repurposing of usedflowers as sustainablegifts for our guests
Upcycling of usedcooking oil into biofuel
Food and green waste
composting anddonation as farm feed
or fertiliser
Upcycling old uniforms
and linen into recycledfibresSCG

Recyling Station
ER

X

PA
P

ER

X

PA
P

Requestto Pickup

SCG

PAPER X
PA
P

ER

X

Packaging
Manufacturing

PA
P

ER

X

Return & Reward

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Sustainability Report 2020

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NATURALLY BETTER FOR THE PLANET

Single-use Plastic
Elimination
Our world is choking on plastic. It is estimated that by
2040, plastic waste that enters our oceans each year
will triple to nearly 29 million metric tons5. Amidst theCovid-19 pandemic, the world is using more singleuse plastic than ever, from face shields and gloves totakeaway food containers and plastic packaging for
online shopping. These non-biodegradable plastics area threat to our oceans and wildlife, while the presenceof microplastics in our air, water and food has a potential
negative impact on human health. Mandarin Oriental
has committed to leading the community-at-large inplastic reduction efforts. In 2018, we committed to an
ambitious goal of eliminating single-use plastic acrossthe entire portfolio by March 31, 2021. By the end of Q1
2021, the Group had achieved nearly 70% reduction in
its annual plastic footprint, avoiding 930 tonnes of plastic
waste each year. All hotels will have SUPs eliminated by
the end of Q1 2022. Covid-19 has posed difficulties inachieving our goals within our targeted timeframe, but
we continue to make progress.

Key aspects of our initiative include:• Eliminating unnecessary single-use plastic throughchanges in standard operating procedures. Our
goal has challenged us to think out of the box. We
evaluated our old status quos and developed new
operating procedures, from re-engineering drinks
without straws and eliminating guestroom garbage
bags.
• Replacing with eco-alternatives that are reusable,
recyclable (not single-use plastic) or made of natural
fibres and verified biodegradable materials. We
also opt for post-consumer recycled and certified
sustainable materials wherever possible, such as
the use of FSC-certified paper packaging for room
amenities.

• Raising awareness of the issue through ourengagement with guests, outreach activities withlocal communities, and knowledge-sharing at industry
conferences, such as the Phuket Hotels for Islands
Sustaining Tourism (PHIST) virtual conference.
Guests can also play a part through the Fans of M.O.
programme by indicating their preference to bring theirown toiletries.

5

Sustainability Report 2020

• Regularly tracking and communicating ourelimination progress, both internally and externally.
Progress is discussed during quarterly meetings by
the Executive Advisory Panel, Sustainability LeadershipCouncil and Sustainability Champions. The driving
force behind the Group’s ambitious goal is a dedicated
Sub-Committee made up of key Working Group
leaders and Rooms and Quality representatives who
comb through eco-alternatives chosen and address
obstacles faced.
• Collaborating with suppliers to eliminate unnecessary
packaging, develop solutions free of single-use plastic
and adopt reusable delivery packaging and systems.
A range of room amenities that are free from singleuse plastics has been developed with the supplier,
Palatino, and we have made advancements such as
reducing the plastic content of toothbrush bristles. Ecocling film and sous vide vacuum bags that are homecompostable have been improved with our feedback
and subsequently adopted into our operations as
we lead industry change on replacing traditionallychallenging items.

We tackled our ambitious goal by first identifying the
top single-use plastic items that are common acrossthe Group and then creating a Groupwide checklist
for 60 standard items with recommended alternatives.
Colleagues were then equipped with guidelines, training
and sharing of best practices and solutions over quarterly
Sustainability Champion calls, case studies and via theinternal social app, MyMO. We collaborated closely with
our suppliers in the sourcing of eco-alternatives. Where
quality solutions are not yet available in the market,
we conducted trials with potential partners to improve
products to meet our quality requirements, such as
home-compostable bioplastic cling film and sous-vide
vacuum bags.

Mandarin Oriental Hotel Group• Increasing on-site waste management facilities,
such as anaerobic bio-digesters and composts, tohelp close the waste loop at our hotels. End-of-life
considerations are incorporated into guidance andtraining for colleagues so they may choose the best
eco-alternatives for their local context.

Pew Charitable Trusts and Systemiq (2020). Breaking the Plastic Wave. https://www.pewtrusts.org/-/media/assets/2020/10/breakingtheplasticwave_mainreport.pdf

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NATURALLY BETTER FOR THE PLANET

In alignment with our single-use plastic elimination
goal, we worked to identify sustainable alternatives
for our Personal Protective Equipment. Clearly during
the pandemic, our guests’ and colleagues’ healthand safety remain of paramount importance. We
further demonstrated our care for our guests throughcomplimentary “We Care” packages featuring quality
fabric masks and multi-use aluminium bottled handsanitisers. To avoid wastage, these packages are onlyoffered upon request. Our colleagues are also offeredmasks made of quality fabric and are encouraged to use
them.
Beyond March 2021, we will continue to tackle supplierpackaging. These plastics are typically disposable
packaging that is delivered to the property along withthe goods. Given how ubiquitous plastic has becomein this area, over which we have no direct control, we
recognise that this an ongoing challenge. Nonetheless,we have initiated a process of engagement andcollaboration with our suppliers to implement take-backprogrammes for reusable delivery containers, as well asother more sustainable alternatives ideas. For example,

Mandarin Oriental Hotel Group

Sustainability Report 2020

at Mandarin Oriental, Bangkok, fruits and vegetables
are being delivered from suppliers in banana leaf andreusable baskets.
We are constantly reviewing the best eco-alternatives
and beyond March 2021, we will be phasing out
synthetic materials made with plastic fibres as they cancontribute to microplastics in the environment. We will
also be phasing out bioplastics wherever better ecoalternatives are available. Most commercially available
bioplastics such as PLA, although biodegradable, takea long time to break down in the absence of the rightcomposting conditions. Suitable composting facilities
are not commonly available, and it is also difficult tosort out bioplastic refuse since they are undiscernible
from plastic. Only for selected items, where there is an
opportunity for closed loop recycling on-site, have weidentified home-compostable grade bioplastic as analternative. These items include sous-vide vacuum bags,
cling film, and garbage bags for wet food waste which
may be sorted with food waste into on-site biodigesters
and compost sites.

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NATURALLY BETTER FOR THE PLANET

Case Study
Case Study
Case Study

Garbage Bags

Water Bottles
Avoided plastic footprint per average year:
7.7 million bottles
Plastic water bottles are one of the most heavily usedsingle-use plastic items in a hotel. We have replaced
plastic bottles with either glass or aluminium bottles
across all operational areas from restaurants and bars,
meeting venues, guestrooms, spa and fitness areas toairport-hotel transfer vehicles and back-of-house areas.
Over a third of our hotels have implemented in-housewater bottling using premium water from quality water
filtration systems such as Nordaq and Natura. Bottling
our water in-house helps to cut the plastic waste andtransportation footprint associated with transportingwater bottles.

As one of the forerunners implementing in-house hotel
water bottling in China, Mandarin Oriental was facedwith the challenge that no clear regulatory rules havebeen developed in this area. Working with our partner
Nordaq, we identified a solution that involves changes
to standard operating procedures and implementation ofregular hygiene audits. The solution is now being trialledat Mandarin Oriental Wangfujing, Beijing before beingrolled out to all our hotels in mainland China.

Mandarin Oriental Hotel Group

Sustainability Report 2020

Avoided plastic footprint per average year:
294 tonnes of garbage bags
Garbage bags are another significant source of plastic
use at hotels. We challenged the status quo thatgarbage bags were necessary in guestrooms andeliminated their use through a new empty-and-sanitise
procedure wherever feasible. Our hotels are adopting
this new operating procedure for smaller in-room bins in
our Spas and guestrooms.

Guestroom Bath Amenity Bottles
Avoided plastic footprint per average year:
4.9 million bath amenity bottles
In the hospitality industry, bulk amenity dispensers
for items such as shower gel and shampoo are
traditionally associated with low-budget properties, while
elegant single-use bottles are seen as their luxurious
counterparts. However, these small bottles constitutea significant amount of plastic waste and, while they
may be recycled once or twice, they are disposed of in
landfills or incineration plants eventually.

To maintain our high standards of hygiene for the
disposal of wet food waste, our preferred choice ishome-compostable bioplastic garbage bags. These
provide an opportunity to close the waste loop on-site,
via an anaerobic bio-digester or on-site compost.
Home-compostable bioplastic bags are priced at apremium compared to conventional plastic bags, andquality choices that met the Group’s standards are
difficult to source. However, through ongoing sourcing
and trialling efforts, we have conducted a successful trial
for BIO STARCHWARE garbage bags with the distributor
Plastic Conscious.
For all remaining areas where garbage bags arenecessary, such as housekeeping, we are switching
to home-compostable bioplastic bags as a better
alternative to plastic. We continue to identify ideas
and work with other stakeholders to tackle theelimination of larger garbage bags used in our bulk
bins, especially where local
waste regulations require
the use of specific plastic
garbage bags, but we will
strive to adopt sustainable
alternatives
within ouroperational
control.

Consequently, we are taking the lead in changing
perceptions for the luxury hospitality sector. We havecarried out successful pilot tests for wall mounted
dispensers filled with high quality, chemical-free
products from luxury brands such as Diptyque. To
prevent any potential contamination, we are using
refillable cartridges and tamper-proof bulk bottle
dispensers. The Covid-19 pandemic has slowed thedepletion of our existing stocks of small amenity bottles
but once these stocks are depleted, our new solution
will be rolled out across all hotels in the Group over theyear of 2021.

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NATURALLY BETTER FOR THE PLANET

Responsible
Procurement
In our day-to-day operations we are very consciousthat our purchasing decisions of many products andservices have an impact on broader society and theenvironment. One of our Guiding Principles is ‘Acting with
Responsibility’, and we aim to make procurement choicesthat promote human rights and fair working conditions,and also protect the environment.
In 2019, we initiated a formal Responsible Procurement
strategy and roadmap to improve our sourcing practices.
We established a Groupwide Responsible Procurement
Policy to embed responsible procurement principles into
our purchasing decisions. The policy includes a Supplier
Code of Conduct which not only sets out principles andminimum standards that the Group expects its suppliers
to comply with, but also ensures that they hold their own
suppliers and subcontractors accountable. The Group
maintains a whistle-blower policy where colleagues andsuppliers may report any concerns about malpractice.

Coffee, tea, vanilla, cocoa, paper and seafood arepriority categories that we have focused on in 2020,
as we believe these are items where we can make thegreatest impact. Goals were set for each key category
and progress was monitored at both property and Grouplevel. Disruptions to business posed by the pandemic
were a major challenge, but Mandarin Oriental has kept
pushing ahead with this important goal. In support ofanimal welfare, we are also driving actions across ouroperations to attain 100% global compliance with cagefree eggs by 2025. Currently, our performance data for
responsible procurement is based on as-reported figuresfrom our hotels and we are working on generating morerobust data. Dedicated Task Forces have been working
to develop improved ways of leveraging our existingprocurement systems for responsible procurement data.
When the objectives of the Task Forces are met in 2021,
we intend to publicly share this responsible procurement
progress.

Training on Responsible Procurement was introduced toequip hotels with the knowledge and tools to procure
responsibly. Sustainability Champions and procurement
colleagues received the training first in 2019, while thetraining content was later adapted for all colleagues
in 2020. Colleagues are also encouraged to makeresponsible purchasing decisions in their daily lives.
To support the training, Responsible Procurement
Guidelines were established in 2020, offering moredetailed instruction and guidance. Best practices in
responsible procurement were discussed and sharedacross hotels through internal platforms including
Sustainability Champion meetings, the Group’s
sustainability site and social app MyMO.

Mandarin Oriental Hotel Group

Sustainability Report 2020

23

NATURALLY BETTER FOR THE PLANETKey Category

Description

Coffee,tea, vanilla& cocoa

Goal 100% Ethically sourced• All suppliers or distributors are required to provide assurances orcertifications that their produce meets our standards of being fair, equitable
and sustainable• We do not tolerate any violation of human rights including child labour andforced labour, and support the better distribution of value to producers

Paper

Seafood

Goal 100% Sustainably-certified corporate-use paper• Our current focus is on corporate-use paper, which includes printing paperand facial tissue, that has the highest paper footprint within our hotels

Supporting Local Businessand On-site Fresh Produce• We are digitalising processes such as shifting to e-payslips, and procuring
paper that is marked sustainable by recognised certification schemes such as
the Forest Stewardship Council (FSC) and Programme for the Endorsement ofForest Certification (PEFC)

Supporting local produce strengthens the local economy,
reduces transportation emissions and offers guests
an authentic local experience. In our Beijing hotel, thepurchasing team conducts ongoing market research toincrease local procurement of seafood, poultry, milk anddairy products, fruit and packaged beverages.

Goal

Increase procurement of sustainable seafood and avoid
procurement of endangered seafood• We are promoting the procurement of sustainable seafood from reputable
certifications recognised by the Global Sustainable Seafood Initiative (GSSI),
such as the Marine Stewardship Council (MSC) and Aquaculture StewardshipCouncil (ASC) certifications• We have committed towards not serving the following endangered species:o Sharkso Marine mammals
o Sea turtles
o Wild-caught eelso Chilean wild-caught sea bass,
unless MSC certified
o Orange roughy
o Wild-caught sturgeon (caviar), especially if
originating from Caspian and Black Seas

• As a member of the Hong Kong Sustainable Seafood Coalition, we contributeto strategic industry dialogues and our sustainable seafood initiative isinformed by the latest findings from industry experts
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Sustainability Report 2020

Organic herb and vegetable gardens have been createdin many of our hotels, including Dubai, Jakarta and Lagodi Como, and offer a farm-to-table dining experience forguests, ensuring the freshness of produce. At Mandarin
Oriental, Jakarta fresh garden produce is also donatedfor a good cause. This year, fruits were donated to
Emmanuel Foundation, a non-profit which provides
support to infants, children with disabilities, malnourishedchildren, poverty-impacted and scavenger communities.
Emirates Palace, Abu Dhabi has also kick-started efforts
to become one of the first hotels in the world to havea desert vegetable garden. Seed varieties that are
home-grown, heat-resilient, low in water consumption
and full of flavour and nutrients are utilised, while thedrip-irrigation method is employed to further minimisewater usage. Through this initiative, the hotel hopes not
only to engage guests but also raise broader awarenessabout the importance of growing sustainable organic
vegetables that are adapted to the local climate.

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NATURALLY BETTER FOR THE PLANET

Biodiversity
Conservation
Beekeeping
Bees play a pivotal role in food production andvibrant ecosystems, pollinating 75% of our food crops
and nearly 90% of wildflowers6. Habitat loss due toincreasing urbanisation, climate change, chemical
pesticides, dangerous pathogens and invasive species
are taking a toll on the global bee population. Withbee populations fast declining, Mandarin Oriental iscommitted to raising awareness and playing a part inboosting bee populations. Our goal is for all our hotels
to either invest in their own beehives or work with alocal beekeeper. The original target date of late 2020
has been postponed to the end of 2021 due to Covid-19.
Around 30% of our hotels have successfully invested
in beekeeping and the remaining hotels have theirbeekeeping projects planned.
Despite the disruptions caused by Covid-19, we areproud of the efforts of two of our hotels in Abu Dhabi
and Miami, which have invested in a total of 38 newbeehives on-site in 2020. At Mandarin Oriental, Miami
each bee colony currently hosts around 50,000 bees.
At Emirates Palace, Abu Dhabi beekeeping complements
the organic desert vegetable garden, helping with thepollination of vegetables. Across our hotels that support
beekeeping, freshly harvested local honey is used in avariety of restaurants and bars, while beeswax is used tomake candles and soap. By offering these value-added
products to guests, we are able to spread awarenessof our beekeeping efforts. The revenue generated fromthese products contribute to the continued maintenanceand support of our beehives.

6

Wildlife and Habitat Conservation
Habitat loss is one of the main drivers of biodiversity
loss. Coral reefs are amongst the most diverse habitats
on the planet, as well as the most endangered. They are
crucial for life under water, protect the shoreline against
waves and storms and provide for the livelihoods ofmillions in the fishing industry. Mandarin Oriental, Jakarta
contributes to Livingseas Asia’s efforts in protecting andrestoring coral reefs in Bali and colleagues who are keen
divers also take part in coral planting.

Pollinators, Pollination and Food Production The Intergovernmental
Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES)

Mandarin Oriental Hotel Group

Sustainability Report 2020

25

NATURALLYBETTERFOR GUESTS“As a Hong Kong-based company weexperienced the 2003 SARS epidemic,
and so already had some of the world's
most stringent safety and cleanlinessmeasures in place. Since Covid-19, we
have enhanced those measures evenfurther under our global ‘We Care’initiative. Our guests already know
our reputation for quality, service andcleanliness and we have worked hardto ensure that we continue to maintainthe exceptional standards which they
expect and trust.”
Jeremy McCarthy
Group Director of Spa & Wellness

NATURALLY BETTER FOR GUESTS

Health, Safety and Security
The Covid-19 pandemic unfolded at an unprecedented
pace across the world in 2020 and continues to evolve.
At Mandarin Oriental, the health and safety of our guests
is of paramount importance. In response, we took swift
action to elevate our existing high standards of healthand safety by introducing the ‘We Care’ programme.

We CareThe programme follows the World Health Organisation’s
recommendations and leading international standards
and best practices. Across all our locations, bestpractices are adapted according to local advice fromhealth experts and government authorities. We also
partnered with global wellness specialist Delos to identify
and implement top innovations and technologies thathave proven effective in combating Covid-19.
To ensure that all grounds are covered, we have amonitoring team made up of representatives fromacross all departments who oversee the review andalignment of existing standards and procedures underthe ‘We Care’ programme. A complete repository of ‘We
Care’ resources by department – updated guidelines,
standard operating procedures, training materials andrecommended health and safety products – is sharedthrough the groupwide intranet. Colleagues are fully
trained on elevated health and safety standards andprocedures and the maintenance of good personal
health and hygiene.

Our ‘We Care’ initiatives include the following (see full list here):• Pre-arrival record of guests’ personal preferences
Guests can indicate their preferred level of service andinteraction prior to arrival• Personal protective equipment (PPE)
Mandarin Oriental-branded ‘We Care’ PPE for all
guests, including masks and disinfectant handsanitisers• Travel and health declarations
On arrival, travel and health declaration forms arecompleted as per local requirements• Temperature monitoring
Body temperature checks are a standard protocol
for all those entering our properties and high-quality
thermographic CCTV cameras installed at entrances
alert security teams in real time
• Increased cleaning and sanitisation
The levels and frequency of cleaning and sanitisation
have been enhanced, especially for air purification
systems and high-touch surfaces; self-disinfecting antimicrobial (titanium dioxide) coatings are used on hightouch surfaces like lift buttons for further assurance• Contactless technology and physical distancing
Contactless technologies for a range of services suchas payment, check-in/out and guest requests are being
introduced in phases; physical interaction is reduced
through physical distancing measures and staggeredschedules for colleagues, guests and suppliers• Rapid response and incident reporting
Through a mobile app, colleagues are able toreport potential Covid-19 incidents and retrieve
recommended actions immediately

An internationally recognised independent assessor,
Lloyds Register, audits our annual Safe and Sound
programme and has verified these new methods in placeas part of ‘We Care’. In 2021, our ‘We Care’ programme
will be re-verified for a further 12-month validity to ensureboth international and local health, safety and hygiene
standards are maintained at the highest of levels during
the pandemic and beyond.
Mandarin Oriental Hotel Group

Sustainability Report 2020

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NATURALLY BETTER FOR GUESTS

Case StudyEmirates Palace, Abu Dhabi
The Covid-19 pandemic has highlighted theimportance of early detection and intervention infighting the virus. At Emirates Palace, Abu Dhabi,
bi-weekly Covid-19 PCR screening for all colleagues
is conducted under the support of the local
government. This regular screening helps to ensure
early identification of Covid-19 positive cases, whether
symptomatic or not. In the next phase, the hotel will
be offering free Covid-19 vaccinations to colleagues.
All parties entering hotel premises have to comply
with the same arrival process as colleagues reporting
for work, including temperature screening and handhygiene. For suppliers, delivery times have been
staggered to ensure sufficient time for the sanitisationof the receiving area. In addition, as much of thehotel’s procured goods arrive from Dubai, suppliers
are required to present a negative Covid-19 PCR test
result when travelling into Abu Dhabi. These added
layers of stringent health and safety measures help toreassure the safety of our colleagues and guests.

The ‘We Care’ programme enhances the Group’s
rigorous Safe and Sound programme which covers
fire safety, security, risk management and food safety,
in addition to health and safety. We conduct annual
Safe and Sound audits to stay well prepared for any
potential crises and business disruptions, and the resultsof these audits affect executive compensation. This
year, we put ourselves to the test with unannounced
audits, as opposed to the announced audits in previous
years. Where physical inspection of our facilities waschallenging due to city lockdowns and other travel
restrictions, equally rigorous remote audits wereconducted using digital tools such as video conferencing
platforms. We are pleased to share that Safe and Soundaudit performance in 2020 has remained stellar, and theGroup’s overall average score is 91.8%.

Mandarin Oriental Hotel Group

Sustainability Report 2020

Data Privacy and Security
In a world that has grown increasingly digital, we also
recognise that data privacy and security must be treatedseriously. Our Data Privacy Policy clearly illustrates ourcommitment in handling personal data with the highest
levels of integrity, security, and care. We implementadministrative, organisational, and technical safeguards
and security measures to protect personal information
within our control from unauthorised access, acquisition,
disclosure, destruction or alteration, accidental loss,
misuse, or damage. These safeguards and measures are
regularly reviewed and monitored, and all colleagues
receive annual training on data privacy and security.

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NATURALLY BETTER FOR GUESTS

Holistic Wellness
The Covid-19 pandemic has brought about drasticchanges in the way we work, learn and live. To help us
cope with the changes taking place, it is important tofocus on physical, mental, and emotional wellness.
Maintaining the wellness of our guests is one of our
top priorities. We show how much we care throughenhanced safety measures and personalised recognitionof guests’ preferences and needs. Our goal is not only
to always keep our guests safe, but also to help them
become even healthier in the time that they spend with
us. At our Spas, guests are able to enjoy award-winningspa concepts that integrate our Oriental heritage andunique local cultures. Each Spa at Mandarin Oriental isindividually designed to offer the finest combination of
traditional holistic healing experiences, results-driven
beauty treatments and personalised fitness and wellness
assessments. A range of immunity boosting drinks andsnacks are also offered at our Spas. Our commitment
to truly exceptional Spa and wellness experiences isrecognised by international standards. In 2020, we
maintained the top spot amongst the Forbes’ ‘Five-StarSpa’ awards with thehighest number of hotel
awardees, achieving a
new record of 14.

Mindful Meetings and Meeting with Purpose
With our ‘We Care’ programme of stringent health andsafety protocols in place, guests may book meetingvenues with confidence. We bring traditional meetingsto new heights with our innovative wellness offerings
through Mindful Meetings. These events allow attendees
to experience the elements of nourishment, movement,
stillness, connection and well-being. Combined withmeeting venues ranging from rooftops to Michelinstarred restaurants, alfresco gardens or even beachfront
settings, Mindful Meetings seek
to inspire attendees. Attendees
may also opt for more natural,environmentally friendly, andlow-carbon elements suchas infused water, fresh local
food and vegan menus. This
innovative approach is designed
to improve engagement,
promote productivity, reducestress and enhance well-beingof attendees so they can deliver
the results that matter.
This year, we also launchedour ‘Meeting with Purpose’
initiative. This initiative offers
meeting planners a selection of
corporate social responsibility
experiences that can beincorporated into a meeting
agenda, with the aim ofproviding attendees purposeful
involvement in home-grownsustainability efforts. At Mandarin
Oriental Hyde Park, London,
guests can donate their time byjoining the hotel’s chefs in the
kitchen to prepare, cook and pack food for collection
and delivery to those in need.

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Sustainability Report 2020

29

NATURALLY BETTER FOR GUESTS

Food Made Good Hong Kong Awards 2020

Wellness at Home

Championing Sustainability in the Industry

During these times of restricted travel and quarantining,technology has helped us connect our guests,
colleagues and communities to a variety of wellness
activities. Our Spas have been offering a global calendarof live-streamed wellness classes that are free and open
to all. Through our guest recognition programme, known
as Fans of M.O., guests are extended complimentaryaccess to Grokker®, a digital wellness platform featuring
thousands of expert-led wellness videos offering classes
in yoga, fitness, meditation, and healthy cooking. We also
shared with our clients a special edition of Wellness at
Home online resources, which include guided meditation
videos and Mindfulness colouring books, among others.
Every year on Global Wellness Day, we open the doorsof our facilities to our local communities with a day of

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Sustainability Report 2020

complimentary wellness activities designed to help
people prioritise a healthy lifestyle. This year, many of ourhotels were closed in June during Global Wellness Day,
thus we offered ‘24-hours of Wellness’ instead, featuring
a programme of 24 different wellness activities that were
offered live every hour on our Instagram account.
Likewise, this year's annual Silent Night event
incorporated workshops on Instagram featuring our
Head of Group Spa Operations, Andrea Lomas-Gongand a mindfulness and meditation teacher from Mandarin
Oriental Hyde Park, London, Andrew Johnson. The
theme of this year's event was to take time for stillness,to reflect on the events of the past year and to help us
process all we have been through.

Apart from advancing the sustainability of our Spas, weare also committed to driving wider positive change
across the industry. Over the past year, we haveconnected with like-minded non-profit organisations,such as the Green Spa Network and The Sustainable
Spa Association and look forward to exploring potential
collaborations for the future of the industry.
We encourage and collaborate with our suppliers on
responsible procurement and are proud to share that
our long-time partner for spa and wellness products,
Aromatherapy Associates, has successfully achieved
its ethical B Corp certification in 2020. We believe insourcing ingredients that are naturally better and willcontinue our collaboration with suppliers and otherpartners who share our goals to bring more sustainableproducts to the spa industry.
30

NATURALLY BETTER FOR GUESTS

Guest Satisfactionand Sustainability
We are committed to exceeding
customers’ expectations by surprisingthem with our ability to anticipate andfulfil their wishes. As part of our ‘We
Care’ initiative, we developed Guest
and Colleague Journeys to tailor guest
experiences based on their preferredlevel of service and interaction under
Covid-19. Across all areas of the hotel,
we have enhanced cleaning andsanitisation, including the sanitisation of
guest registration iPads after every use.
We are also introducing a phased rolloutof contactless technologies. Through ourhelloMO mobile app, guests may simply
message from their own phone to makeenquiries or reservations. This is currently
in place at 23 hotels. At Mandarin Oriental, Boston
guests who wish to have a contactless check-in can opt
to be escorted to their guestroom by MOBI, the hotel'srobot butler. MOBI integrates with the elevator system so
he can call the lift himself to escort guests to their rooms
or deliver items in a socially distanced way.
Even as health and safety issues take precedence, we
continue to strive to create remarkable experiences
for our guests, as guided by our Legendary Quality
Experiences (LQEs) standard. In 2021, we will be rollingout a set of LQEs that is centred around our ‘Naturally
Better’ vision of the planet, colleagues, guests andcommunities. These sustainability LQEs represent
our promise to maintain sustainability initiatives andawareness. The Group believes that pulse checks areimportant to monitor and maintain our hotels’ service
performance if we are to be recognised as a leader inluxury hospitality. Apart from LQEs, Mandarin Oriental
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Sustainability Report 2020

Mandarin Oriental, Boston

utilises various quality benchmarking processes tomonitor and improve performance, including theinternational benchmarking standards establishedby Leading Quality Assurance (LQA). As of late 2019,in addition to service quality, we also gather guest
feedback on our sustainability performance throughguest surveys. In 2020, 83.6% of guests who took thesurvey are either very satisfied or satisfied with theoverall efforts that our hotels put towards sustainability
and 80.9% strongly agree or agree that Mandarin
Oriental makes it easy to make sustainable choices. Our
hospitality excellence has been recognised consistently
by influential global publications, including the American
Automobile Association, Restaurant Magazine – Asia’s
50 Best Restaurants, Condé Nast Traveller, Forbes Travel
Guide, Sina Weibo Taste and the Michelin Guide.

Fans of M.O.
We endeavour to offer truly personalised recognition
to our loyal guests through our guest recognition
programme. Fans of M.O. enjoy greater personalisationof their hotel stay, and the convenience of fasterbooking, complimentary WiFi and exclusive membersonly offers from our hotels and partners around theworld. This year, we introduced preference options forservice and interaction levels
in light of Covid-19, as well as
options related to sustainability
attributes. Prior to their arrival,
Fans of M.O. are now able toopt for linen and towel reuse,
to bring their own toiletries andrequest accessible rooms.
31

NATURALLY BETTER FOR COLLEAGUESThe engagement and retention ofcolleagues is critical to the Group’s
success as we work towards our
new vision ‘A World of Fans’.
We strive to deliver a compelling work
experience for colleagues at all levels todrive talent engagement and retention,with an approach that is relevant toour multi-generational workforce. We
are also ensuring that processes are inplace to listen to colleagues so that we
can respond appropriately, and we arestrengthening colleague engagement
through holistic communications
approaches and initiatives and establishingrelevant platforms to enable colleagues tocommunicate with one another.
In 2020, reduced business levels resulting
from the Covid-19 pandemic led to difficult
decisions being made with an approximate
20% reduction in colleague headcountacross the Group. In addition, many othercolleagues were placed on furloughor part-time work and salary measures
were introduced for those still working.
During this period, the engagement of ourcolleagues became even more important.
Ongoing internal communication was
critical and colleagues were kept engaged
through a wide variety of activities
including online learning, wellness
initiatives and virtual town hall sessions.

NATURALLY BETTER FOR COLLEAGUESEngaging Better Together
The ‘Engaging Better Together’ initiative was launched in
the early part of the year, to help colleagues better utilise
their time for self-development during the periods thatthey were on furlough or part-time work. A task force ofover 40 Human Resources and Learning & Development
colleagues conducted virtual sessions and shared over
500 creative topics and best practices to keep ourcolleagues engaged and motivated.
Whether related to skills at work, health and wellness, or
hobbies and interests, a vast amount of specially curated
content was thoughtfully delivered to colleagues throughinnovative use of technology. The Group-wide "SelfDevelopment Series" through live webinar sessions were
especially well-received, colleagues were also able torevisit recorded sessions during their own time. Sessions
included panel discussions with Corporate Colleaguesand Hotel General Managers on topics such as building
careers in hospitality as well as content as varied as
festive wine knowledge, clearing clutter and teambuilding
techniques. Through the use of virtual breakout rooms,
participating colleagues were able to exchange thoughts
and ideas in smaller intimate settings. In addition to theGroup’s self-development initiatives, our parent company
Jardine Matheson Group extended complimentarytraining through its Silver Lining Academy benefitting over
500 colleagues.
The pandemic may have kept colleagues apart physicallybut, with creative ideas and innovative use of technology,
colleagues from all parts of the organisation and acrossthe globe were brought together even closer than before.
Our internal social app MyMO became a key platform
through which colleagues could connect virtually andopened lines of communication which did not previously
exist. Weekly CEO posts as well as monthly ‘Ask Me
Anything’ sessions were very well appreciated andreceived the most likes from colleagues .
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Sustainability Report 2020

Self-Development Series
DELIVERYRESULTS

39 subjects

98% of colleagues have used

the knowledge learnt in the workplace

88 virtual sessions
6,400

100%

of colleagues
would recommend to a friend

colleagues
attended the live sessions

1,100 views of
the content library

96%

of colleagues found thesessions a valuable use of their time33

NATURALLY BETTER FOR COLLEAGUES

Mandarin Oriental,
Lago di Como

Health, Safety and Well-being“We value the health and safety of our colleagues and maintain high occupationalsafety standards at our hotels. In 2020, there were 6.98 incidents per 100 colleagues
resulting in lost time, relatively similar to 2019, with the majority of these incidents
being minor injuries. There were however regional differences in lost time incident
figures, with locations that were in lockdowns due to Covid-19 having reduced numberof incidents. We will continue to enhance associated training programmes, monitor
progress and implement actions to improve workplace health and safety.”
Paul Clark
Chief Human Resources Officer‘We Care’ became a rallying cry for the Group during2020. We made every effort to help our colleagues cope,and have provided well-being and training opportunities
during times when colleagues were unable to work. As
colleagues returned to work, we provided them with a‘We Care’ package which included embroidered clothmasks that matched their uniforms, a mask pouch as well across-body bag with easily accessible disinfectant wipes.
MOve Back In Workshops were conducted for returning
colleagues and included new safety standards for bothcolleagues and guests and refresher training on all service
standards. Sessions were also held to explore colleague
sentiments and issues that colleagues were facing.
We value the health, safety and well-being of ourcolleagues, and devote considerable time and resources
to cultivating a corporate culture of well-being. Numerous
programmes were initiated across the Group. In particular,
our Group-wide Inner Strength — Outer Strength Course,
a four-week wellness course, designed to help colleagues
use the time of disruption to develop new positive habitsthat would enable them to return to work feeling physically
healthy and mentally resilient. The course focused on
three areas:

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Sustainability Report 2020

• Vitality including fitness, exercise, yoga, nutrition andother practices to help our colleagues be physically
healthy, vibrant and resistant to illness.

Mandarin Oriental,
Guangzhou• Mindfulness including meditation and other practices
to help our colleagues to be resilient to stress and toremain focused on positive solutions.
• Authenticity featuring exercises based on Positive
Psychology to help colleagues become more awareof their own character strengths and how they can use
them every day in pursuit of their highest values andgoals.
In 2020 we launched the fifth iteration of our annual
Colleague Wellness Week, which has become a mainstay
event for the Group. Throughout the week of September
14, a variety of colleague wellness activities wereconducted at every hotel. Where physical events could
not be held, colleagues were engaged in live stream
and pre-recorded wellness events. The events ranged

Mandarin Oriental,
Macaufrom meditative activities like yoga and sound bathing tocombat stress, to intense workouts such as HIIT classes
and tennis drills to boost adrenaline levels. For example,
at Mandarin Oriental, Guangzhou, a total of six different
activities were held, including a cook-off competition
where colleagues from non-culinary departments
showcased their culinary skills and a fierce game of tugof-war that offered fun and excitement while developing
teamwork and cooperation.
34

NATURALLY BETTER FOR COLLEAGUESA World of Fans

Elevating theColleague
Experience
In early 2020, we embarked on a journey to redesign
our approach to enhancing our colleague experience.
in order to attract, engage and retain the ‘right talent’.
This initiative has become even more important given
the impact of COVID-19 and the need to focus on reintegration of colleagues to the workplace and, in somecases, to re-gain trust. This is a key pillar of our HR
strategy.

“Over the last half decade, Mandarin Oriental has achieved its vision of
becoming one of the best luxury hospitality groups in the world. As theGroup looks forward, we will be pursuing a new vision – to create A Worldof Fans. Through this vision, we are extending our commitment to hospitality
excellence to all the contacts and connections we make across the world.”
Jacqueline Moyse
Vice President of Organisational Development

Willis Towers Watson’s High-Performance Employee
Experience (HPEX) Model is being used as a framework todrive this critical focus. The key drivers of the model are:PurposeUnderstanding

Inclusion

Inspiration

Work

Organisation

Voice

Innovation

My
Success

Recognition

Capability

GrowthPeopleSupportCollaboration

Trust

A series of virtual workshops commenced in early October
during which teams from each hotel were familiarisedwith the HPEX model, they performed an initial analysis of
their colleague experience today and shared thoughts forthe future. The process will also be completed within thecorporate organisation. A Colleague Experience Survey
will then be launched to all MOHG colleagues in 2021.

GuestsColleagues
Alumni Colleagues
Future Colleagues

Fans of M.O.
Family of Fans
Forever Fans
Future Fans

This critical initiative will be led by the Group’s
management team with actions related to the key drivers
being articulated and implemented throughout theorganisation.
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Sustainability Report 2020

35

NATURALLY BETTER FOR COLLEAGUESFamily of Fans
The right people can make the most ordinary things
extraordinary. Our colleagues from all our hotels
throughout the world make up our Family of Fans who
help to deliver amazing experiences and create beautiful
memories for guests. We are committed to treating our
Family of Fans respectfully and creating an environment
where they can work harmoniously, passionately, growcontinually and feel personally valued. To elevate thecolleague experience, we invited colleagues to tell us
areas where we can improve. As a start, colleagues from24 properties have taken part in a preliminary feedback
session.
We continue to strive to provide a Mandarin Oriental‘Colleague Journey’ that exceeds colleague
expectations, from the initial interview process to thecomprehensive MOve In Orientation and on to ournumerous Learning and Development programmes.
As the pandemic accelerates the world’s adoption ofdigital technologies, we are also shifting our Learningand Development approach to groom A World of Next
Generation Fans. We will provide learning experiencesthat feature contemporary and relevant content anddelivery methods in modern learning spaces, including
the online environment.
To provide the highest service standards for our guests,
colleagues are well-trained in their scope of work andknowledgeable about their respective properties andour brand. At every hotel opening, a different groupof experienced Mandarin Oriental colleagues act as
Cultural Exchange Ambassadors (CEAs), sharing thebrand's culture with new colleagues whilst training themon comprehensive Standard Operating Procedures thatare tailored to the local context. This year, for the very
first time, we conducted our comprehensive pre-opening
training virtually for properties due to open in 2021. The
training format may have changed, but our trainers arepaying the same keen attention to ensure training of thesame high quality.
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Sustainability Report 2020

Upon joining the Mandarin Oriental family, newcolleagues undergo our mandatory MOve In Orientation
programme where they familiarise themselves withall aspects of the brand, from culture and heritage tosustainability. Colleagues are empowered to take chargeof their career growth through an online performance
management system which tracks performance, training
and overall professional development. This year, theGroup also launched the PROFILE app that enables
performance reviews to be completed easily, evenon the go. Advancing on their ‘Colleague Journey’,colleagues learn and grow through our signature MOve
Up, MOve Forward and MBA Executive programmes.
The MOve Up programme focuses on supervisors andjunior managers, while the MOve Forward programme isdedicated to experienced managers and during 2020,
much of the content was delivered online. A total of 28
colleagues participated in the virtual training format,
and for the first time, training was merged between
the regions of Asia and EMEA, allowing for a morediverse exchange of perspectives. Our MBA Executive
programme is a unique in-house programme that helps
us groom future leaders as part of our succession
planning. In 2020, 11 senior management colleagues
commenced their MBA studies.
To further facilitate the personal growth and careerdevelopment of colleagues, we launched the MOHG
Mentoring Programme in 2019. We believe that nurturing
relationships between mentors and mentees alsoenhances our organisational culture. In December 2020,
we introduced a talent development programme, MOsaic
Mentoring, where 20 high potential colleagues wereidentified, and following ‘Chemistry chats’, matched witha mentor.

Forever and Future Fans
As we broaden our vision to create A World of Fans, a
new focus is shined on forming deeper connections with
our alumni and future colleagues. Our alumni community
are our Forever Fans. Introduced this year, the ForeverFans initiative has been well received by former
colleagues. It offers access to the latest Group news on
growth, development and appointments, a Knowledge
Portal for learning and development, and a unique space
to connect with Forever Fans across the globe, among
others.
We are also placing an emphasis on the recruitment ofyoung talent, who are our potential Future Fans. Overthe years, we have built close relationships with manyeducational institutions in the hospitality field to help
nurture future talent at Mandarin Oriental and across theindustry. We will continue to maintain and further thesestrong connections, while enhancing all aspects of ourrecruitment process.

MBA
MOve
ForwardAn intensive 14-month“mini MBA” programme thatbroadens our colleagues’
areas of expertise and allows
them to further develop
business acumen. Participants
are shortlisted following arigorous selection process.

Our in-house MBA, run in
conjunction with the Royal
Melbourne Institute ofTechnology (RMIT), isoffered to colleagues atsenior level management.

MOve Up
MOve In
Orientation
Introduction to MOHG
corporate culture andheritage. This orientation isattended by all colleagues at
every level and details ourcommitment to staff
engagement and growth.

Eight core modules that
equip participants with theskillsets, including
management skills tofurther progress in theircareer paths.

36

NATURALLY BETTER FOR COLLEAGUESHuman Rights andInclusiveness
Human Rights
At Mandarin Oriental, ‘Acting with Responsibility’ is acore guiding principle. We believe that it is essential tooperate our business in a way that respects the dignity,
well-being and human rights of our colleagues, thepeople involved in supporting our supply chain andthe communities where we operate. Our approach isinformed by the United Nations Universal Declarationof Human Rights and the International Labour
Organisation’s Fundamental Conventions, with regard
to child and forced labour, wages and working hours,
health and safety, freedom of association and nondiscrimination.
To ensure that ethical business practices are robust andeffectively implemented across the Group and along
the supply chain, our Code of Conduct is incorporated
into every colleague employment contract. It requiresthat all operations comply with all applicable laws andregulations and that proper standards of businessconduct are maintained. The Group’s Responsible
Procurement Policy helps to ensure that purchasing
decisions are made respecting human and labour rights.
It also includes our Supplier Code of Conduct, which sets
out the principles and the minimum standards that theGroup expects its suppliers to comply with, and to which
they must hold their own suppliers and subcontractors
accountable.
Our approach is continuously enhanced by our Human
Rights and Inclusiveness Working Group, in line withinternational standards and evolving best practices in theindustry. In 2020, responsible procurement and modern
slavery awareness training was rolled out to colleagues
to promote understanding of the risks of modern slavery

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Sustainability Report 2020

Diversity & Inclusion
Diversity and inclusion is at the heart of ourorganisational culture and underpins the Group’s new
vision of A World of Fans. The goal of our colleague
brand is to create a harmonious, respectful, passionate
and nurturing culture in which everyone feels personallyvalued. We prohibit any form of workplace harassment or
discrimination based on visible or underlying differences
including race, colour, religion, gender, sexual
orientation, gender identity or expression, national origin,age, genetic information, disability, and veteran status.
At our properties we hire people with disabilities acrossvarious disciplines and strive to provide an inclusive andenabling work environment where all can thrive.

and labour exploitation in our business and supply
chain. Training was rolled out for all colleagues acrossour hotels and corporate offices in 2020. This training
complements our anti-human trafficking measures thatare in place as part of the Group’s Security Policies &Procedures Manual. We publish an annual statement on
modern slavery in support of the objectives of the UK’s
Modern Slavery Act and the latest version can be foundunder Appendix D.

As our business grows and our guest portfolio becomes
ever more diverse, evolving our colleague culture will
stay a priority. We will continue to deliberately foster an
inclusive and empowered culture, where colleagues feel
comfortable in being themselves and in voicing theirideas. In a multi-phased process, we are deep diving
into how diversity and inclusion is embedded within
our business, so that we may identify opportunities toimprove our current approach. This process is driven
by the D&I Council. As a start, dialogue sessions anda workshop with senior management have been
conducted on unconscious bias and inclusive leadership.

37

NATURALLY BETTER FOR COLLEAGUESChampions of
Sustainability
Our colleagues are the driving force behind oursustainability success. At every property, a passionate
Sustainability Champion and a dedicated Sustainability
Committee lead colleagues in identifying impactful ways
to support their local community and environmental
needs. The Group supports colleagues with tools
and resources, including an online sustainability
data management system for efficient and effective
performance monitoring, and a range of curated training
and guidance materials.
At Mandarin Oriental, sustainability is everyone’s
responsibility. From the moment that colleagues join thefamily, as part of their Move In Orientation, they completea Sustainability Training Programme that features theGroup’s sustainability commitment and approach. All
colleagues also participate in an annual Sustainability
Awareness Training Programme that features different
selected sustainability topics each year. Adapted froma more in-depth training that Sustainability Championsand Procurement colleagues received in 2019,2020’s training covered responsible procurement
and modern slavery, relevant to general hotel
operations, as well as the personal lives of colleagues.
Further programmes will be rolled out through 2021.
Local case studies were also incorporated to help
colleagues realise that acts of modern slavery could
be happening closer than they think.

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Sustainability Report 2020

The disruptions caused by the pandemic posed
difficulties to conducting training, but our Learning &Development colleagues found innovative ways toovercome them. At our hotels in Munich and Prague, theSustainability Awareness Training content was broken
down to smaller sections and shared with colleagues
working from home through short dial-ins lasting two to
three minutes. Creative and engaging approaches likethis have been initiated by our Learning & Development
colleagues over the years.
In addition to formal training, the Group is developing
Sustainability Guidelines through which properties
can seek step-by-step advice and be empowered
to implement localised actions. The first sections,covering sustainability governance and responsible
procurement, were launched in 2020 and further topics
will be added in 2021. Across sister properties, theexchange of sustainability best practices is facilitatedby quarterly Sustainability Champion meetings andthrough digital and social
media platforms, including
MyMO app and our internalsustainability website.
Internally, properties drive
their respective tailoredsustainability awarenesscampaigns, with messages
delivered through trainingclasses, via videos,competitions, posters andother interactive mediums.

38

NATURALLY BETTER FOR COLLEAGUESA Champion of Sustainability
Anne Ng, Director of Business Management Systems andSustainability Champion at Mandarin Oriental, Kuala Lumpur
is retiring after more than 20 years of dedicated service.
For nine of those years, she has been driving sustainability
efforts of the hotel and the Group. Before her departure,
she shares her experiences of how her hotel went fromground zero to gaining a reputation as
one of Kuala Lumpur’s most sustainable
hotels. She also offers words of advice
and encouragement for her fellow
colleagues.
Mandarin Oriental, Kuala Lumpur
maintains a high level of environmental
management standards that isinternationally recognised by the ISO
14001 certification and is a frequent
recipient of the ASEAN Green HotelAward, an initiative dedicated topromoting sustainable tourism practices across the region.
Adding to its list of green credentials is their latest strategic

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Sustainability Report 2020

partnership with WWF to work on key sustainability issues
for the hospitality sector, including single-use plastic, foodwaste and sustainable seafood.
Anne recounts that in the early days, the concept ofsustainability was occasionally confusing. Due to her
experience with overseeing ISO standards, she wasselected to be the first Sustainability
Champion at the hotel. Speaking
candidly, Anne admitted that being aChampion was “not an easy job” and thejourney to being a sustainable hotel was“an uphill climb”. The biggest challenge,
she cites, is “to get our colleagues
to understand why we needed to
be a sustainable organisation. Forthem to appreciate and be part of thejourney”. Over the years, Anne andher Sustainability Committee havegone through “every conceivable idea” from planting
trees to cleaning up wetlands, refurbishing a children’shome, organising fundraising, running events and evenperforming sketches. The times that she had spent withher colleagues in trying to make a difference, have madeher work “fun, (and) rewarding” despite the challenges.
From her experience, Anne states that the key factors
in moving the needle for sustainability include strong
leadership commitment, collaborative action across sister
properties toward common Group goals, and decisionmaking with sustainability in mind across all aspects.
She attributes much of her success as a Sustainability
Champion to a great team and a very supportive
General Manager who truly believes in sustainability
and influences the executive committee and colleagues
to jump onto the sustainability bandwagon. To her
fellow Sustainability Champions, she encourages them
to be “committed, creative, organised, (and) strong inexecution”, stressing determination as key. “Continual
improvement is key – find ways and means to overcome
hurdles,” she says, “Nothing is impossible.”

39

NATURALLYBETTERFOR THECOMMUNITIES“Covid-19 has affected us all,and we need to continue tosupport one another throughrecovery. Amidst the pandemic,
our colleagues have risen to
the challenge, volunteering
time and resources in creativeand safe ways to meet
community needs.”
Franck Droin
Leader of Hotel Sustainability Committee(HSC) Support Working GroupNATURALLY BETTER FOR THE COMMUNITIESServing
Communities
We are deeply aware and appreciative of the sacrificesthat our essential workers at the frontline have madeto protect public health and ensure that essential
services keep functioning. We are also conscious that
disadvantaged and marginalised groups need more
support now than ever before. The Group’s focus forthe year is to promote social inclusion in a manner thatwill engage colleagues and the community to the fullest.
Although Covid-19 local regulatory restrictions have
prevented us from conducting initiatives in the same
way as in previous years, our colleagues have continued
to lend a helping hand wherever they can in creativeand safe ways. Two-thirds of our hotels successfully
implemented community initiatives to support a more
inclusive society this year.

CanouanHong Kong

The US based Mandarin Oriental Foundation continues its
support for the Asian Cultural Council and the FANtastic
Match programme in the U.S, which matches thecontribution that hotels make to local charities. This year,
USD 68,000 was donated to the U.S. hotels’ designatedcharities – Franciscan Children’s Charity, Voices forChildren, City Harvest and Anacostia Riverkeeper.
Marrakech

Protecting Health
Playing our part in the battle against Covid-19, ourcolleagues distributed care packages to vulnerable anddisadvantaged groups. Mandarin Oriental, Hong Kong, inpartnership with Oxfam Hong Kong, packed 16,680 masks
and 11,500 bottles of hand sanitisers that were given to
more than 250 underprivileged families and 1,300 street
cleaners.
During these trying times, we also showed our support
for the healthcare institutions and workers. Mandarin
Oriental, Canouan provided much needed support to
Mandarin Oriental Hotel Group

Barcelona

Sustainability Report 2020

a village clinic, including the donation of gloves, andthe photocopying of Covid-19 test request forms for
documentation purposes. Mandarin Oriental, Marrakech
tailor-made reusable fabric masks for local hospitals
and brought healthcare workers bouquets of roses toshow their support and appreciation. Our hotels in Kuala
Lumpur, Miami and Singapore also delivered hot meals,
cookies, and care packages which contained personal
hygiene products to healthcare workers.

Being accurately informed about the Covid-19 pandemic
can help save lives. Mandarin Oriental, Barcelona raised
funds to support La Marató 2020, a charity programme
on local radio and television, which promotes awarenessabout Covid-19 and contributes to biomedical researchon the disease. Mandarin Oriental, Jakarta conducted
several ‘We Share’ virtual lectures with over 600
students from universities and a hotel vocational
school to share knowledge about the Covid-19 disease,personal hygiene and the elevated health and safetymeasures implemented by Mandarin Oriental.
41

NATURALLY BETTER FOR THE COMMUNITIESFighting Hunger

Enabling Education and Skills Development

The economic impact of Covid-19 has resulted in a lossof jobs and reduction in earnings for many, which has
led to an increasing number of people struggling tosupport their families. Partnering with charities and social
enterprises, Mandarin Oriental is helping to fight hunger.

Home-based learning poses a potential digital divide assome underprivileged students cannot afford laptops
and may lag behind their peers in learning. To bridge this
divide, colleagues from Mandarin Oriental, Hong Kong
helped to refurbish used laptops in support of students
from low-income families at Crossroads Foundation.

Mandarin Oriental, Tokyo donated nearly JPY 400,000
worth of food and beverages to the nation’s largest
food bank, Second Harvest, which distributes food tochildren's homes, single-mother shelters, centres for thedisabled and others in need.

At The Landmark Mandarin Oriental, Hong Kong, throughthe Ebenezer x LMO Training initiative, the visually
impaired are offered a chance to learn and practiceprofessional spa massages. The long-term vision of thisinitiative is to provide job opportunities for the visually
impaired and offer blind massage service within the
hotel’s Spa.
In support of employment of workers with disabilities,
Mandarin Oriental, Barcelona purchases ingredientsfrom Cuina Justa, a food catering social enterprise.
Colleagues also volunteer at the social enterpriseand help with the harvesting of fresh produce andpreparations for food delivery.

Mandarin Oriental Hyde Park, London raised a totalof GBP 10,000 for their food distribution charity, Felix
Project, as they clocked up wellness hours in responseto the ‘3RC Challenge’ of ‘Reimagining’ and ‘Reinventing’ways of ‘Connecting’ to their community.

Hong Kong

Mandarin Oriental, Miami packed hundreds of meals forhunger-relief organisation, Feeding South Florida, which
serves the needs of a quarter of the state’s food insecure
population.
Mandarin Oriental, Munich donated various food andbeverages to the Munich orphanage, a home for 140
children and young people from different social andcultural backgrounds.

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Sustainability Report 2020

Due to Covid-19 regulatory restrictions and safety
considerations, some of our properties have also taken
their initiatives online. Mandarin Oriental, Miami initiated‘WOW Center’ virtual sessions, which aim to meaningfully
engage individuals with developmental disabilities,
helping them to explore their potential, develop a senseof community and pursue independence and jobs, as
appropriate. Some of these sessions included singing
bowls and meditation, table etiquette, bed making 101,
how to communicate with a mask and top tips for a
successful interview.

42

NATURALLY BETTER FOR THE COMMUNITIESCaring for All

Environmental Conservation and Animal Welfare

The hospitality industry is amongst the most severely
affected by the pandemic. With a fall in business levels,
many properties have had to let go of contract staff andpart-timers. To support these workers, our colleagues at
Mandarin Oriental, Kuala Lumpur donated food supplies
every month to them. In support of the local hospitality
industry, Mandarin Oriental Hyde Park, London donated
GBP 20,000 to Hospitality Action, which offers help withmental and physical health, employment and financial aid
to hospitality workers in need.

Healthy environments with strong biodiversity are
essential for our well-being as they support vital
ecosystem services that provide us with clean air,water, and food. The record-breaking Australian
bushfire burnt up to 19 million hectares of land andimpacted three billion animals, putting the survivalof the country’s endangered species at great risk.
In response to this crisis, colleagues at Mandarin
Oriental, Dubai took part in the Desert Warrior
Challenge in association with WWF Emirates Natureand raised AED 8,000 to care for wildlife injured andaffected by the Australia bushfires. Environmental
pollution does not stop even as we grapple withthe pandemic, and we continue to play our partto protect the environment where local conditions
permit. Our colleagues from properties including
Hong Kong, Macau, Miami and Paris travelled toremote beaches, hiked forest trails and hit the streetsfor clean-up activities.

As city lockdowns and tightened travel restrictions took atoll on the livelihoods of taxi and private hire drivers, ourcolleagues also lent a helping hand. During the nation’s
Circuit Breaker period, Mandarin Oriental, Singapore
supported these drivers with complimentary freshly baked
breakfast and coffee sets.
During these difficult times, the welfare of children
remains a paramount concern to our colleagues. Mandarin
Oriental, Milan hosted charity dinners and lunches to raiseawareness and funds for Associazione Onlus l’Abilità, acharity that supports families and children affected bydisabilities. Mandarin Oriental Wangfujing, Beijing visitedthe Sun Village, which takes care of children of Chineseconvicts, and donated food, kitchen utensils and toys.
Mandarin Oriental, Jakarta brought joy to children when
they delivered toys and books to Cigobang, Banten ofWest Java, an area hit by a landslide in 2020.

Mandarin Oriental, Jakarta
Mandarin Oriental Hotel Group

Mandarin Oriental, Dubai

Mandarin Oriental, Taipei
Sustainability Report 2020

Mandarin Oriental, Macau

At Mandarin Oriental, Taipei, in support ofprogrammes to protect the endangered Formosanblack bear and leopard cats in
Taiwan, ‘MOre Love’ black bearand leopard cat cookies andstuffed toys were rolled out. Net
proceeds were donated to the
Taiwan Black Bear Conservation
Association and Leopard Cat
Association of Taiwan.
43

NATURALLY BETTER FOR THE COMMUNITIESCultural Heritage Preservation
The symbol of Mandarin Oriental Hotel Groupis an eleven-bladed fan that ties together theGroup’s hotels into a single identity. Each of theGroup’s hotels has its own fan, chosen to reflect
the hotel’s unique personality. As an example,
Mandarin Oriental, Lago Di Como’s uniqueEuropean, antique fan from circa 1880 is reflectiveof the hotel's sophistication and elegance. It
was chosen for its striking design of garlands ofgolden flowers and silver foliage which reference
the beautiful shores of Lake Como.
Mandarin Oriental, Lago Di Como’s Signature Fan

Mandarin Oriental Bosphorus, Istanbul’s Signature Fan

Mandarin Oriental Hotel Group

Sustainability Report 2020

Mandarin Oriental Ritz, Madrid’s Signature Fan

44

NATURALLY BETTER FOR THE COMMUNITIESMandarin Oriental Fellowship with
the Asian Cultural Council
Founded in 1963, the Asian Cultural Council (ACC)
is a non-profit organisation that seeks to reinforce
international respect and understanding for Asian
cultural arts through the provision of grants toartists, scholars and organisations from the U.S. andAsia. Since 2005, the Group has been a partner of
ACC with a dedicated ACC Mandarin Oriental Arts
Fellowship programme that focuses on preserving
the indigenous arts, cultures, and traditions of Asia.
In response to the impact of Covid-19 on international
travel and on the livelihood of arts communities,
the 2020 Mandarin Oriental Fellowship benefited
a constituency of artists in Asia responsible for theconservancy and vitality of dance (SEACN), insteadof a single individual recipient. In 2017, a group of
ACC Mandarin Oriental Fellows from Indonesia andThailand, along with dancers and arts professionals
from Cambodia and Vietnam, formed the Southeast
Asian Choreographers Network Program (SEACN).
The programme supported 45 individual danceartists and arts professionals from Indonesia,
Thailand, Vietnam, Singapore and Cambodia.

Mandarin Oriental Hotel Group

Sustainability Report 2020

45

APPENDICESAPPENDICESAPPENDIX A: PERFORMANCE DATA
Total Workforce
Total Workforce

Male

%

Female%Total

By Region

6,077

59%

4,221

41%

10,298Asia-Pacific

3,072

56%

2,418

44%

5,490

53%

Europe, Middle East & Africa

2,226

66%

1158

34%

3,384

33%

America

673

57%

500

43%

1,173

11%

Corporate

106

42%

145

58%

251

2%

6,077

59%

4,221

41%

10,298Full-time

5,820

60%

3,944

40%

9,764

95%

Part-time

48

32%

101

68%

149

1%

Casual

209

54%

176

46%

385

4%

6,077

59%

4,221

41%

10,298

Line Staff

3,178

59%

2,246

41%

5,424

53%

Management

2,557

60%

1,724

40%

4,281

42%

Executive

161

64%

89

36%

250

2%

Other (Casual/Trainee)

181

53%

162

47%

343

3%

By Age Group

6,077

59%

4,221

41%

10,298Under 30

1,775

55%

1,449

45%

3,224

31%

30 to 50

3,388

62%

2,091

38%

5,479

53%

Over 50

914

57%

681

43%

1,595

15%

Male

%

Female

%

Total

%

Under 30

–

–

–

–

–

–

30 to 50

1

100%

0

0%

1

9.1%

Over 50

8

80%

2

20%

10

90.9%

Europe

7

88%

1

13%

8

72.7%

North America

1

50%

1

50%

2

18.2%

Oceania

1

100%

0

0%

1

9.1%

By Employment Contract

By Colleague Category

Executive Team and Board of Directors%

By Age Group

By Nationality

Mandarin Oriental Hotel Group

Sustainability Report 2020

47

APPENDICESAPPENDIX A: PERFORMANCE DATA Continued

Turnover
New Hires

Male%

Female%

Total

Hires by Age Group

1,265

57%

972

43%

2,237

Under 30

786

53%

685

47%

1,471

65.8%

30 to 50

425

64%

243

36%

668

29.9%

Over 50

54

55%

44

45%

98

4.4%

Hires by Region

1,265

57%

972

43%

2,237

Asia-Pacific

590

53%

524

47%

1,114

49.8%

Europe, Middle East & Africa

595

61%

381

39%

976

43.6%

America

71

55%

58

45%

129

5.8%

Corporate

9

50%

9

50%

18

0.8%

Total Turnover

Male

%

Female%Total% of Total

Separations by Age Group

2,975

57%

2,268

43%

5,243

Under 30

1,379

53%

1,202

47%

2,581

49.2%

30 to 50

1,339

61%

858

39%

2,197

41.9%

Over 50

257

55%

208

45%

465

8.9%

2,975

57%

2,268

43%

5,243

Asia-Pacific

1,098

52%

1,008

48%

2,106

40.2%

Europe, Middle East & Africa

1,409

66%

718

34%

2,127

40.6%

America

439

48%

483

52%

922

17.6%

Corporate

29

33%

59

67%

88

1.7%

Separations by Region

Turnover Rate by Age Group

49.0%

53.7%

% of Total

50.9%

Under 30		77.7%		83.0%		80.1%
30 to 50		39.5%		41.0%		40.1%
Over 50		

28.1%		

30.5%		

29.2%Turnover Rate by Region
Asia-Pacific		35.7%		41.7%		38.4%
Europe, Middle East & Africa		

63.3%		

62.0%		

62.9%America		65.2%		96.6%		78.6%
Corporate		27.4%		40.7%		35.1%

Mandarin Oriental Hotel Group

Sustainability Report 2020

48

APPENDICESAPPENDIX A: PERFORMANCE DATA Continued

Health & Safety Incidents
Performance Indicator

Unit

Region

2018

2019

2020

88.4

92.7

91.8

ALL

6.03

6.82

6.98

		

Asia-Pacific

2.67

2.67

3.28

		

Europe, Middle East & Africa

9.38

11.02

11.26

America

15.62

15.84

11.38

ALL

27.88

28.04

37.43

		

Asia-Pacific

20.12

13.62

25.82

		

Europe, Middle East & Africa

41.74

47.38

59.29

America

42.81

53.31

19.02

Safe, Sound & Sustainable
Audit Result
Lost Time Incident Report% Compliance
Lost time incidents / 100 employees

1

Severity of incidents / 100 employees

2

1 
2

Calculated as the number of incidents per 100 employees
Calculated as the number of lost working days per 100 employees

Mandarin Oriental Hotel Group

Sustainability Report 2020

49

APPENDICESAPPENDIX A: PERFORMANCE DATA Continued

Environmental Performance Summary
Performance Indicator

Unit

2018

2019

2020

GJ

1,416,255

1,375,293

1,369,612

MMBTU

1,342,351

1,303,526

1,298,142

MJ/m2

1,576

1,700

1,122

MBTU/ft2

139

150

99

Scope 1

Percentage

32%

31%

22%

Scope 2

Percentage

68%

69%

78%

EnergyAbsolute Energy Consumption (Actual)

Energy Intensity (Actual)

Emission 			Absolute Emissions (Actual)

tons (metric) of CO2-E

158,426

143,466

166,397

tons (US) of CO2-E

174,633

158,143

183,420kg CO2-E/m2

176

177

136

lb CO2-E/ft2

36

36

28

Scope 1

Percentage

16%

16%

10%

Scope 2

Percentage

84%

84%

90%

m3

3,491,723

3,315,303

4,497,287

million gallons (US)

923

876

1,188

liters/guest night

952

951

1831

gallon (US)/guest night

251

251

484

metric tons

12,914

12,122

8,382

kilopounds

28,471

26,724

18,478metric tons

4,600

5,362

2,563

kilopounds

10,141

11,821

5,651

kilograms/guest night

3.03

2.94

5.60

pounds/guest night

6.68

6.49

12.35

percent

36

44

31

Emission Intensity (Actual)

Water  Absolute Water Consumption (Actual)

Water Intensity

Waste  Total Waste

Diverted Waste

Waste Landfill Intensity

Diversion Rate

Emirates Palace, Abu Dhabi, Mandarin Oriental Bodrum, Canouan, Marrakech and Sanya have been excluded from water intensity measures.
In general, properties have been excluded if the data is distorted by major changes or abnormally high values (where, for example, irrigation is included).
Emirates Palace, Abu Dhabi, Mandarin Oriental Canouan, Doha, Lake Como and Sanya have been excluded from the waste figures due toincomplete data.

Mandarin Oriental Hotel Group

Sustainability Report 2020

Past data have been restated due to:• Updated emission factors used for 2019 and for purchased chilled water across all years• Exclusion of Mandarin Oriental, Bangkok from all intensity measures in 2018 due to partial closure• Exclusion of Mandarin Oriental, London from all intensity measures in 2018 and 2019 due to partial closure• Improvements in accuracy of data collected from hotels

50

APPENDICESAPPENDIX B: GLOBAL REPORTING INITIATIVE INDEXThis report has been prepared following the Global Reporting Initiative (GRI) Standards, an internationally recognised set of indicators for economic, environmental and social aspects of businessperformance. Details of the GRI Standards can be found at www.globalreporting.org/standards.
In the GRI 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.

I. General Disclosures:
Indicator

Description

Location and/or Direct Answer

102-1

Name of the organisation

About this Report (p. 2)

102-2

Activities, brands, products, and services

Corporate Profile (p. 4)

102-3

Location of headquarters

Hong Kong, SAR

102-4

Location of operations

Corporate Profile (p. 4)

102-5

Ownership and legal form

2020 Annual Report (p. 2 of PDF)

102-6

Markets served

Corporate Profile (p. 4)

102-7

Scale of the organisation

Corporate Profile (p. 4)

Organisational Profile

102-9
Supply chain			Mandarin Oriental Hotel Group supports a large supply chain with thousands of suppliers working with ourhotels and corporate office.

			
			
			

Our approach to managing procurement and vendor relationships is mostly decentralised with properties
directly selecting and purchasing most of the items used to support daily operations – most notably food,cleaning and spa products.

			
			

Beyond our regular and ongoing purchases of items required for daily operations, our Group also procuresbuilding materials, information technology, furniture, fixtures and equipment for our hotels and residences.

102-10

The Group took over the management of Emirates Palace, Abu Dhabi in 2020.

Significant changes to the organisationand its supply chain

102-11
Precautionary Principle or approach
			
			
			
			

Health, Safety and Security (pp. 27-28)
Mandarin Oriental supports the precautionary approach to environmental challenges. (pp. 14-15)
Human Rights and Inclusiveness (p. 37)
Modern Slavery Statement (p. 62)
Responsible Procurement (pp. 23-24)

102-12

UN Sustainable Development Goals Index (pp. 60-61)

External initiatives

102-13
Membership of associations
			
			
			
			
			
			
			
Mandarin Oriental Hotel Group

Sustainability Report 2020

Mandarin Oriental actively participates in local stakeholder groups including:• Hotel Associations• Chambers of Commerce• Business Development Councils• Convention and Visitors’ Bureaus and Promotion Organisations• Travel and Tourism Associations• Community Benefit Organisations• Employer Organisations and Professional Associations
51

APPENDICESAPPENDIX B: GLOBAL REPORTING INITIATIVE INDEX Continued

I. General Disclosures:
Indicator

Description

Location and/or Direct Answer

Strategy102-14

Statement from the most senior decision-maker about
Message from the CEO (p. 3)
the relevance of sustainability and organisation’s strategy

102-15Key impacts, risks, and opportunities

Naturally Better (p. 9)

Ethics and Integrity
102-16
Values, principles, standards, and norms of behaviour
			
			
			
			

Naturally Better (p. 9)
Guest Satisfaction and Sustainability (p. 31)
Health, Safety and Security (pp. 27-28)
Human Rights and Inclusiveness (p. 37)
Responsible Procurement (pp. 23-24)

102-17
Mechanisms for advice and concerns about ethics
			
			
			

The Group conducts its global business in a highly professional and ethical manner. Our standards areclearly set out in the company’s Code of Conduct, a set of guidelines to which every colleague must
adhere. Our Code of Conduct requires that we comply with all applicable laws and regulations, and proper
standards of business conduct.

			
			
			

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.

			
			
			
			

The Group’s Employment Policy also prohibits all forms of harassment and discrimination, such as impeding
movement or creating an intimidating, hostile or offensive work environment, and provides procedures bywhich colleagues can raise, in confidence, any matters of serious concern such as suspected noncompliance or illegality.

Governance102-18Governance structure of the organisation, including
committees of the highest governance body andthose responsible for decision-making on economic,
environmental and social impacts.
			Sustainability Governance (p. 10)

			
			

With oversight from the Group’s Risk Management Committee, enterprise risks are also assessed andreviewed annually and shared with the Board’s Audit Committee.

			
			

(Additional information on our Board of Directors and governance structure can be found in the “Investors”
section of our corporate website.)

Mandarin Oriental Hotel Group

Sustainability Report 2020

Our CEO-chaired Sustainability Executive Advisory Panel is responsible for Mandarin Oriental’s overallsustainability strategy including the establishment of measurable goals, developing programmes, andpromoting and soliciting feedback on sustainability initiatives.

52

APPENDICESAPPENDIX B: GLOBAL REPORTING INITIATIVE INDEX Continued

I. General Disclosures:
Indicator

Description

Location and/or Direct Answer

Stakeholder Engagement102-40
List of stakeholder groups						

Mandarin Oriental Hotel Group serves a diverse group of stakeholders, which includes our guests;
colleagues; owners and developers of our properties; local communities in which we operate;shareholders; suppliers, vendors and contractors; industry associations and non-government organisations.

102-41

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

Collective bargaining agreements

102-42
Identifying and selecting stakeholders
			

Stakeholders are identified based on our respective economic, social and environmental impacts in thecontext of our value chain.

102-43
Approach to stakeholder engagement
Primary engagement methods among key stakeholder groups include:			• Guests: Guest Satisfaction Surveys, Solicitation of Direct and Targeted Feedback to Inform Quality
				Programmes						• Colleagues: Colleague Engagement Surveys, Career Development Plans and Performance Reviews,				 Hotel Sustainability Committees, Safe and Sound Programme, training			• Owners and Developers: Close partnerships and regular communications throughout design,				 development, construction and management of properties			• Local Communities: Participation in local Hotel Associations, Chambers of Commerce, Business				 Development Councils, Community Benefit Organisations, local Heritage Preservation Initiatives, local				 Talent Retention and Training Organisations and local Recycling Organisations
			• Shareholders: Ongoing and routine discussions with our controlling shareholder Jardine Matheson				 Group on Financial Performance, Risk Management and other current issues; Financial and Sustainability				 Reporting; Shareholder Feedback Mechanisms
			• Vendors, Suppliers and Contractors: Supplier Meetings to discuss sustainable sourcing opportunities;				 Food & Beverage Conference; partnerships with local farmers, ranchers and fisheries			• Industry Peers and Trade Associations: Participation in Industry Hotel Carbon and Water Measurement				 Initiatives; Monitoring and Evaluating Industry Corporate Responsibility Initiatives
			• NGOs and Outside Advisors: Interviews and Panel Discussions to discuss opportunities to improve				 Sustainability Programmes and Reports

Mandarin Oriental Hotel Group

Sustainability Report 2020

53

APPENDICESAPPENDIX B: GLOBAL REPORTING INITIATIVE INDEX Continued

I. General Disclosures:
Indicator

Description

Location and/or Direct Answer

Stakeholder Engagement102-44
Key topics and concerns raised
Identified topics of concern through stakeholder engagement among key stakeholder groups include:			• Guests: Guest Wellness, Food Safety, Information Protection					• Colleagues: Compensation and Benefits, Professional Development, Occupational Health and Safety,				 Sustainability, Community Engagement
			• Owners and Developers: Economic Performance, Energy Efficiency, Risk Evaluation and Monitoring			• Local Communities: Economic Presence and Participation, Local Talent Acquisition and Retention Skills				 Training, Culture and Heritage Protection			• Shareholders: Corporate Governance, Economic Performance, Customer Satisfaction, Environmental				 Performance. Risk Evaluation and Monitoring			• Vendors, Suppliers and Contractors: Economic Performance, Operational Eco-Efficiency, Climate and				 Water Risk, Sustainable Food, Human Rights in the Supply Chain
			• Industry Peers and Trade Associations: Carbon Emissions Reduction Targets, Human Rights in the Supply				 Chain and Tourism Industry			• NGOs and Outside Advisors: Energy, Water, Waste, and Greenhouse Gas Emissions, Colleague Training				 and Skills Development, Guest Engagement on Sustainability, Human Rights in the Supply Chain and				 Tourism Industry, Biodiversity, Supply Chain Responsibility

Reporting Practice102-45

Entities included in the consolidated financial statements

2020 Annual Report (“Principal Subsidiaries, Associates, Joint Ventures and Managed Hotels”, p. 77)

102-46

Defining report content and topic boundaries

About this Report (p. 2)

			
			
			
			

The key material issues identified through the materiality assessment built the foundation of the material
topics that are discussed in this report. Additional key sustainability issues covered during on-goinginternal and external stakeholder engagement exercises have also been weaved into different reportsections to demonstrate how we are integrating these engagements into business actions.

			
			
			
			

The materiality assessment was facilitated by a third-party consulting firm, Greenview, where the Group
Sustainability Committee evaluated a series of sustainability topics based on the degree of the Group’s
economic, social and environmental impacts (both actual and potential) and the level of stakeholder
concern for each topic. We also considered issues that are specific to the travel and tourism industry.

			
			

To validate and enhance the Committee’s preliminary assessment, we convened a stakeholder panel
which incorporated perspectives from internationally recognised organisations.

Mandarin Oriental Hotel Group

Sustainability Report 2020

54

APPENDICESAPPENDIX B: GLOBAL REPORTING INITIATIVE INDEX Continued

I. General Disclosures:
Indicator

Description

Location and/or Direct Answer

List of material topics

UN Sustainable Development Goals Index (pp. 60-61)

Reporting Practice102-47						Also, please refer to the Management Approach Disclosures in this GRI Content Index, where we haveprovided disclosures on selected economic, environment and social topics.

102-48

Restatements of information

None during the reporting period.

102-49Changes in reporting

None during the reporting period.

102-50

Reporting period

Our reporting period is calendar year 2020.

102-51

Date of most recent report2019 Sustainability Report102-52

Reporting cycle

Annual102-53

Contact point for questions regarding the reportsustainability@mohg.com

102-55

GRI content index

Appendix B: Global Reporting Initiative Index

102-56External assurance

We did not seek external assurance during the reporting period.

Management Approach
103-1
Explanation of the material topic and its Boundary						

Please refer to the Management Approach Disclosures in this GRI Content Index, where we aim to frame
our disclosures with an explanation of each topic’s importance to the organisation and our stakeholders,
as well as the scope of our impacts.

103-2
The management approach and its components			

Please refer to the Management Approach Disclosures in this GRI Content Index, where we discuss
policies, procedures and practices in addition to goals and objectives for material topics.

103-3
Evaluation of the management approach			Please refer to the Management Approach Disclosures in this GRI Content Index, where we aim to reporton challenges and opportunities in a balanced manner and identify future plans.

Mandarin Oriental Hotel Group

Sustainability Report 2020

55

APPENDICESAPPENDIX B: GLOBAL REPORTING INITIATIVE INDEX Continued

II. Specific Disclosures: Management Approach Disclosures and Indicators
Material Aspects

GRI Indicators

Location and/or Direct Answer

201

Management approach disclosure

2020 Annual Report

201-1

Direct economic value generated and distributed

2020 Annual Report (Financial Statements, pp. 32-100)

ECONOMIC
Economic Performance

201-2 Financial implications and other risks and		opportunities for the organisation’s activities		
due to climate change
			
			
			

In the World Economic Forum’s Global Risks Report 2021 3, risks associated with climate change werenamed among the world’s top five risks in terms of likelihood and potential impact.

			
			
			
			
			

With oversight from the Group’s Risk Management Committee, enterprise risks are assessed and reviewed
annually and shared with the Board’s Audit Committee. In addition to enterprise risks, local risk
assessments are conducted by each property. Based on these risk assessments, business continuity plans
are updated for each property. Business continuity plans consider a series of property-specific risks, which
includes terrorism, contagion and extreme weather events.

201-3 Coverage of the organisation’s defined		
benefit plan obligations

2020 Annual Report (Pension plans, pp. 58-61)

Indirect Economic Impacts
203 Management approach disclosure						

Naturally Better (p. 9)
Responsible Procurement (pp. 23-24)
Serving Communities (pp. 41-45)

Changing climate patterns may cause an increased occurrence of droughts, hurricanes and typhoons, risks
affecting our infrastructure, our colleagues in their livelihoods, our guests’ travel plans and the health of ourcommunities.

203-1 Infrastructure investments and services supported 2020 At a Glance (pp. 11-12)			Serving Communities (pp. 41-45)
Anti-Corruption
205 Management approach disclosure
			
			
			

Bribery and corruption are explicitly prohibited in our Code of Conduct, with oversight from our Group
Finance and Risk Management functions. Internal Control Audits are also conducted at the Group’s hotels
and corporate offices in Asia Pacific, Europe and the Middle East. In the United States, 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
			

Mandarin Oriental has not identified any confirmed incidents of corruption within the Group and withbusiness and actions taken partners.

3

World Economic Forum. “The Global Risks Report 2021” January 2021. https://www.weforum.org/reports/the-global-risks-report-2021

Mandarin Oriental Hotel Group

Sustainability Report 2020

56

APPENDICESAPPENDIX B: GLOBAL REPORTING INITIATIVE INDEX Continued

II. Specific Disclosures: Management Approach Disclosures and Indicators
Material Aspects

GRI Indicators

Location and/or Direct Answer

ENVIRONMENTAL
Energy302 Management approach disclosure
			

Water

Environmental Stewardship (p. 14)
Carbon and Energy (pp. 15-16)

302-1 Energy consumption within the organisation

Performance Data: Environmental Performance Summary (p. 50)

302-3 Energy intensity

Performance Data: Environmental Performance Summary (p. 50)

303-1 Interactions with water as a shared resource

Water (p. 17)

303-2 Management of water discharge-related impacts			
303-3 Water withdrawal

Wastewater discharge is monitored on a regular basis and we are compliant with the local environmental
regulations and standards.
Performance Data: Environmental Performance Summary (p. 50)

Biodiversity
304 Management approach disclosure			

Biodiversity Conservation (p. 25)
Serving Communities (pp. 41-45)

304-1 Operational sites owned, leased, managed in,		or adjacent to, protected areas and areas of		high biodiversity value outside protected areas

Biodiversity Conservation (p. 25)

Emissions

Carbon and Energy (pp. 15-16)

305

Management approach disclosure305-1 Direct greenhouse gas (GHG) emissions (Scope 1)
305-2 Energy indirect greenhouse gas (GHG)		emissions (Scope 2)
305-4 Greenhouse gas (GHG) emissions intensity
Waste
306-1 Waste generation and significant
		waste-related impacts

Environmental Compliance

Performance Data: Environmental Performance Summary (p. 50)
Performance Data: Environmental Performance Summary (p. 50)
Performance Data: Environmental Performance Summary (p. 50)
Waste (pp. 18-19)

306-2 Management of significant waste-related impacts

Waste (pp. 18-19)

306-3 Waste generated

Performance Data: Environmental Performance Summary (p. 50)

307

Environmental Stewardship (p. 14)

Management approach disclosure307-1 Non-compliance with environmental		laws and regulations

No significant fines or non-monetary sanctions for non-compliance were recorded in 2020.

Supplier Environmental Assessment 308

Management approach disclosure

Responsible Procurement (pp. 23-24)

308-1 New suppliers that were screened		using environmental criteria

Responsible Procurement (pp. 23-24 )Mandarin Oriental Hotel Group

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57

APPENDICESAPPENDIX B: GLOBAL REPORTING INITIATIVE INDEX Continued

II. Specific Disclosures: Management Approach Disclosures and Indicators
Material Aspects

GRI Indicators

Location and/or Direct Answer

401

Naturally Better for Colleagues (pp. 32-39)

SOCIAL
Employment

Management approach disclosure401-1 Employee turnover			

Naturally Better for Colleagues (pp. 32-39)
Performance Data: Turnover (p. 48)

403 Management approach disclosure
Occupational Health and Safety 4			Health, Safety and Security (pp. 27-28)
Health, Safety and Well-being (p. 34)

403-2 Type of injury and rates of injury, occupational		diseases, lost days, and absenteeism, and total		
number of work-related fatalities

Health, Safety and Well-being (p. 34)
Performance Data: Health and Safety Incidents (p. 49)

Training and Education
404 Management approach disclosure						Engaging Better Together (p. 33)
A World of Fans (p. 35)
Champions of Sustainability (pp. 38-39)

404-2 Programmes for upgrading employee skills and		transition assistance programmes

Engaging Better Together (p. 33)
A World of Fans (p. 35)

404-3 Percentage of employees receiving regular		
performance and career development reviews						All 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 also promotes more frequent manager
interaction by supplying tools for providing relevant feedback.

			
			
			
			

Colleagues and managers can add developmental or coaching comments at any time during the year. All
managers also complete a two-day training programme called “Managing Performance and Development”
to provide them with the skills and knowledge to complete effective performance reviews with theircolleagues.

Diversity and Equal Opportunity

Human Rights and Inclusiveness (p. 37)

405

Management approach disclosure405-1 Diversity of governance bodies and employees

Performance Data: Total Workforce (p. 47)

			
			

(Additional information on our Board of Directors can be found in the “Investors” section of our corporatewebsite.)Human Rights Assessment
412
Management approach disclosure			

Human Rights and Inclusiveness (p. 37)
Responsible Procurement (pp. 23-24)

412-2 Employee training on human rights		
policies or procedures

Human Rights and Inclusiveness (p. 37)
Modern Slavery Statement 2020 (p. 62)

4

We report against GRI 403: Occupational Health and Safety 2016 in this report and will report against GRI 403: Occupational Health and Safety 2018 from the next report onwards.

Mandarin Oriental Hotel Group

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58

APPENDICESAPPENDIX B: GLOBAL REPORTING INITIATIVE INDEX Continued

II. Specific Disclosures: Management Approach Disclosures and Indicators
Material Aspects

GRI Indicators

Location and/or Direct Answer

413

Serving Communities (pp. 41-45)

SOCIAL
Local Communities

Management approach disclosure413-1 Operations with local community engagement,		impact assessments, and development
		programmes

All operations had local community engagement programmes during the reporting period.

Supplier Social Assessment
414
Management approach disclosure			

Human Rights and Inclusiveness (p. 37)
Responsible Procurement (pp. 23-24)

414-1
		

Human Rights and Inclusiveness (p. 37)
Responsible Procurement (pp. 23-24)

New suppliers that were screenedusing labor practices criteria

Customer Health and Safety
416Management approach disclosure			

Health, Safety and Security (p. 27)
Holistic Wellness (pp. 29-30)

416-1
		

Assessment of the health and safety impacts
of product and service categories

Health, Safety and Security (p. 27)
Holistic Wellness (pp. 29-30)

Customer Privacy

Management approach disclosure

Health, Safety and Security (p. 27)

418

			
			

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.

			
			
			

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 our properties.

			
			
			

In the face of escalating threats to businesses over the past few years, the Group has made a strong
commitment to information security with a focus on continuous improvement, so that we can identify andappropriately mitigate our risks and potential exposures to specific threats.

418-1
		

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

Mandarin Oriental Hotel Group

Substantiated complaints regarding breachesof customer privacy and losses of customer data

Sustainability Report 2020

59

APPENDICESAPPENDIX C: UN SUSTAINABLE DEVELOPMENT GOALS INDEX
Mandarin Oriental Hotel Group aims to align its sustainability strategies, programmes and reporting with the UN Sustainable Development Goals — a plan of action for sustainable development thatemphasises people, planet, prosperity and partnerships.
The UN Sustainable Development Goals include 17 goals and 169 targets. For additional information, please visit: https://sustainabledevelopment.un.org/sdgs.
To assist readers, the UN Sustainable Development Goals Index provides page references to corresponding stories and information that can be found in our 2020 Sustainability Report.

Goal

Topic

Location

Goal 1No Poverty

Responsible Procurement (pp. 23-24)

Goal 2
Zero Hunger			

Waste (pp. 18-19)
Serving Communities: Fighting Hunger (p. 42)

Goal 3
Good Health and Well-Being
			
			
			

Health, Safety and Security (pp. 27-28)
Holistic Wellness (pp. 29-30)
Health, Safety and Well-being (p. 34)
Serving Communities: Protecting Health (p. 41)

Goal 4
Quality Education
			
			
			

Engaging Better Together (p. 33)
A World of Fans (p. 35)
Champions of Sustainability (pp. 38-39)
Serving Communities: Enabling Education and Skills Development (p. 42)

Goal 5

Gender Equality

Human Rights and Inclusiveness (p. 37)

Goal 6

Clean Water and Sanitation

Water (p. 17)

Goal 7

Affordable and Clean Energy

Carbon and Energy (pp. 15-16)

Goal 8Decent Work and Economic Growth						

Health, Safety and Well-being (p. 34)
Responsible Procurement (pp. 23-24)
Serving Communities (pp. 41-45)

Goal 9Industry, Innovation and Infrastructure			

Guest Satisfaction and Sustainability (p. 31)
Serving Communities: Enabling Education and Skills Development (p. 42)

Goal 10

Human Rights and Inclusiveness (p. 37)

Reduced Inequalities

Goal 11
Sustainable Cities and Communities
			
			
			
			

Carbon and Energy (pp. 15-16)
Waste (pp. 18-19)
Biodiversity Conservation (p. 25)
Cultural Heritage Preservation (p. 44)
Mandarin Oriental Fellowship with Asian Cultural Council (p. 45)

Goal 12
Responsible Consumption and Production
			
			
			
			

Carbon and Energy (pp. 15-16)
Water (p. 17)
Waste (pp. 18-19)
Single-use Plastic Elimination (pp. 20-22)
Responsible Procurement (p. 25)

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60

APPENDICESAPPENDIX C: UN SUSTAINABLE DEVELOPMENT GOALS INDEX Continued
Goal 13

Climate Action

Carbon and Energy (pp. 15-16)

Goal 14
Life Below Water						

Biodiversity Conservation (p. 25)
Single-use Plastic Elimination (pp. 20-22)
Responsible Procurement (p. 25)

Goal 15
Life On Land						

Biodiversity Conservation (p. 25)
Responsible Procurement (p. 25)
Serving Communities: Environmental Conservation and Animal Welfare (p. 43)

Goal 16
Peace, Justice and Strong Institutions
						

Human Rights and Inclusiveness (p. 37)
Responsible Procurement (pp. 23-24)
Modern Slavery Statement 2020 (p. 62)

Goal 17
Partnerships for the Goals
			
			
			
			

Waste (pp. 18-19)
Single-use Plastic Elimination (pp. 20-22)
Biodiversity Conservation (p. 25)
Holistic Wellness (pp. 29-30)
Serving Communities (pp. 41-45)

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61

APPENDICESAPPENDIX D: MODERN SLAVERY STATEMENT 2020
MOHG Modern Slavery Statement
This statement is made by Mandarin Oriental (UK) Limited and Mandarin Oriental Hyde Park Limited(“MOUK”) pursuant to the UK’s Modern Slavery Act 2015 for its financial year ending 31 December
2020. MOUK is part of the Mandarin Oriental Hotel Group (the “Group”) and its ultimate parent
company, Mandarin Oriental International Limited, is incorporated in Bermuda and has a standard
listing on the London Stock Exchange, with secondary listings in Bermuda and Singapore, andis a member of the Jardine Matheson Group. The Group is an international hotel investment
and management group which owns, manages and operates 35+ hotels and 7 residences in 24
countries and territories in Asia-Pacific, Europe, Middle East and the Americas.
The statement provides the measures taken by MOUK to ensure that its business and supply chain
remain free from modern slavery and human trafficking. MOUK does not operate a UK website, andthis statement will be included in the Group’s Annual Sustainability Report published each year on
the Group’s website operated by Mandarin Oriental Hotel Group Limited, the operating entity of
its office headquarters based in Hong Kong. This statement has been approved by the board of
directors of MOUK on 25 August 2021.
The Group aims to operate in a manner consistent with the United Nations (UN) Universal
Declaration of Human Rights and with the International Labour Organization’s Fundamental
Conventions regarding child and forced labour, wages and working hours, health and safety,
freedom of association and non-discrimination. The UN’s Sustainable Development Goals serve as
an important reference point for the Group as we execute our sustainability policy and programmes.
The following policies demonstrate the Group’s commitment to the above:• The Code of Conduct incorporated into every employee’s employment contract requires all
hotels, regional offices and corporate offices to comply with all applicable laws and regulations
and to maintain proper standards of business conduct.
• The Group has established a Responsible Procurement Policy to ensure purchasing decisions
are made respecting human and labour rights. The policy also includes a Supplier Code of
Conduct, which sets out the principles and the minimum standards that the Group expects
its suppliers to comply with and to hold their own suppliers and subcontractors accountable,
including ethical practices and compliance with all applicable legislation such as the Modern
Slavery Act in the UK.
• In support of the Group’s Code of Conduct and Supplier Code of Conduct, the Group has
established whistleblowing policies to facilitate employees and suppliers to report theirconcerns, including a “Speak Up” platform operated by Deloitte which offers three channels forreporting serious and genuine concerns about malpractice at the earliest practicable stage so
we can take appropriate action: – dedicated toll-free whistleblowing telephone lines; website+ As of August 2021

Mandarin Oriental Hotel Group

Sustainability Report 2020

(https://secure.deloitte-halo.com/MOHGSpeakUp); and email. The MOHG Speak Up website
is available in 12 languages and toll-free telephone lines are available in 24 locations and 10
languages.
• All hotels are required to comply with Group Policies and Procedures, including the Group
Security Operations Manual which sets out indicators of potential victims of human trafficking andsuggested responses.
The Group’s initiatives on human rights including modern slavery are overseen by our 4-tiered Group
Sustainability Governance Structure, headed by the Executive Advisory Panel consisting of theGroup’s CEO and key senior management personnel. They define the key priorities for the Groupand provide both resources and accountability mechanisms, while regular Panel meetings are held
to review progress in our sustainability priorities. Next, a Sustainability Leadership Council, consistingof colleagues at the Group and property levels, leads working groups with thematic priorities. The
Working Group on Human Rights and Inclusiveness which focuses on modern slavery (and Diversity& Inclusion) is responsible for considering modern slavery related initiatives in the Group.
In 2020, we rolled out a mandatory modern slavery awareness training across the globe, coveringboth hotels and corporate offices, featuring the areas of risk within the hospitality sector, and how
to identify, and help fight, modern slavery and human trafficking across our operations and supply
chain. This important training will be a recurring annual training for MOUK and all new colleagues
will undergo modern slavery awareness training as part of their onboarding induction. Externally, we
work closely with a number of NGOs both locally and on a Group-wide level, including the Mekong
Club and participate in its regular Hospitality Roundtable meeting to discuss initiatives to combat
modern slavery with industry peers. Our colleagues also benefit from the virtual training sessions
conducted by experts from the Mekong Club team. Leveraging on Mekong Club’s materials andtools, we will be initiating critical discussions at the General Manager-level that will shape our next
steps.
Mandarin Oriental Hotel Group is strongly opposed to all forms of modern slavery, and as part ofour sustainability initiatives we will continue to enhance our awareness training and collaborate withexternal experts to identify risks and implement solutions to tackle the evil of human trafficking.

JAMES RILEY
Chief Executive Officer
25 August 2021
Mandarin Oriental Hotel Group62