Section Subhead

SUSTAINABILITYREPORT 2018
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility Report

Se cti o n 00

Table of Contents
INTRODUCTION

3

Our Hotels

3

About Mandarin Oriental Hotel Group

4

INSIGHT, STRATEGY & HIGHLIGHTS

5

Message From the CEO

52018 Highlights

6

UN Sustainable Development Goals Support

8

Champions of Sustainability

9

DELIVERING EXCELLENCE

10

Guiding Principles

11

Guest Engagement

12

Safety & Security

13

Health & Wellness

14

Mandarin Oriental Talent

18

ADVANCING SUSTAINABILITY

22

Environmental Stewardship

23

Carbon and Energy

24

Water

26

Waste

28

Green Development31

Responsible Procurement33

Phasing Out Single-Use Plastic

33

Sustainable Food

35

CHAMPIONING COMMUNITY

38

APPENDICES

47

Performance Data

48

GRI G4 Content Index

51

UN Sustainable Development Goals Index

59

ENDNOTES

60

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

Mandarin Oriental, Barcelona

2Our Hotels
ASIAPACIFIC

Mandarin Oriental,
Kuala Lumpur

Mandarin Oriental,
Bangkok

Mandarin Oriental,
Guangzhou

Mandarin Oriental,
Hong Kong

The Excelsior,Hong Kong

The Landmark Mandarin Oriental,
Hong Kong

Mandarin Oriental,
Jakarta

Mandarin Oriental,
Macau

Mandarin Oriental,
Sanya

Mandarin Oriental,
Shanghai

Mandarin Oriental,
Singapore

Mandarin Oriental,
Taipei

Mandarin Oriental,
Tokyo

Mandarin Oriental,
BostonMandarin Oriental,
CanouanMandarin Oriental,
Miami

Mandarin Oriental,
New York

HotelSantiago

Mandarin Oriental,
Washington DC

Mandarin Oriental,
Barcelona

Mandarin Oriental,
BodrumMandarin Oriental,
GenevaMandarin Oriental Hyde Park,
LondonHotel Ritz,
MadridMandarin Oriental,
Marrakech

Mandarin Oriental,
MunichMandarin Oriental,
Paris

Mandarin Oriental,
PragueTHE
AMERICASEUROPE,MIDDLE
EAST &AFRICA

Mandarin Oriental,
Milan

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report3About Mandarin Oriental Hotel GroupThe Group is committed to exceeding
its guests’ expectations throughexceptional levels of hospitality,
while maintaining its position as aninnovative leader in the hotel industry.

Mandarin Oriental Hotel Group is an international hotel
investment and management group with deluxe andfirst-class hotels, resorts and residences in soughtafter destinations around the world. Having grownfrom its Asian roots into a global brand, the Group now
operates 32 hotels and six residences in 23 countries
and territories, with each property reflecting theGroup’s oriental heritage and unique sense of place.
Mandarin Oriental has a strong pipeline of hotels andresidences under development. The Group has equity
interests in a number of its properties and adjusted net
assets worth approximately US $5.8 billion as at 31st
December 2018.
Mandarin Oriental’s aim is to be recognised as theworld’s best luxury hotel group. This will be achievedby investing in the Group’s exceptional facilities
and its people, and seeking selective opportunities
for expansion around the world, while maximisingprofitability and long-term shareholder value. Mandarin
Oriental Hotel Group regularly receives recognition
and awards for outstanding service and quality
management. The Group is committed to exceeding
its guests’ expectations through exceptional levelsof hospitality, while maintaining its position as aninnovative leader in the hotel industry.
The parent company, Mandarin Oriental International
Limited, is incorporated in Bermuda and has astandard listing on the London Stock Exchange,
with secondary listings in Bermuda and Singapore.
Mandarin Oriental Hotel Group International Limited,which operates from Hong Kong, manages theactivities of the Group’s hotels. Mandarin Oriental is amember of the Jardine Matheson Group.

Mandarin Oriental, Canouan

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report4

I N S I G H T, S T R A T E G Y & H I G H L I G H T S

Message from the CEO
As a leader in luxury hospitality for over 50 years, Mandarin Oriental Hotel Group has been committed to delivering
service excellence and to operating its hotels and residences in responsible and sustainable ways.
It is our colleagues’ dedication and enthusiasm to deliver excellent service that differentiates us. This same
enthusiasm makes the sustainability efforts showcased in this report possible, such as reducing both energy andwaste by 21% through 2018. We empower our colleagues to carry this dedication through to positively impact theirlocal communities and preserve the natural capital unique to each destination.
When a fire shut down Mandarin Oriental Hyde Park, London in June 2018, our colleagues demonstrated
resilience and gratitude by focusing their time on the community. Through the FANtastic London programme,
they contributed over 40,000 hours to good causes while the hotel was under repair. I was truly impressed withthe outcomes that can be achieved through grass roots passion.
2018 saw a shift in public sentiment toward issues such as plastic and waste. We are no different from our peers
in taking action, and in 2018 set forth an initial plan for eliminating single-use plastic, which we believe is just the
beginning of a larger movement. I recognize that to be successful, these efforts require top-down commitment.
Therefore, I am committed to discussing sustainability in every Group meeting, challenging departments to show
progress and provide guidance to support our colleagues’ efforts until we have successfully eliminated all single use
plastics from our properties.
2018 was also an exciting year for Mandarin Oriental’s journey. We created an executive advisory panel for sustainability
which I personally chair for a mandate to act upon key issues such as plastic reduction, responsible sourcing, and others
identified through stakeholder engagement, extensive analysis and alignment with the UN Sustainable Development
Goals. To tackle these areas, we then set up a Groupwide leadership council and cross-functional working groups acrossjob functions and geographies. All of the participants share a passion to do more for a sustainable future. As we extend
our global footprint of hotels and residences, this coordination will enable our colleagues to share best practices andcross-pollinate solutions to arrive at the finish line of our 2020 goals.
Looking ahead for 2019, in addition to further reducing our energy, water, waste, and carbon emissions,
we will leverage our improved governance structure to eliminate most single-use plastics in our hotels and devise
a programme for responsible procurement.
Thank you to all our colleagues for your commitment and dedication, and I look forward to the results ahead that
we can achieve.

James Riley
Group Chief Executive

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report5

I N S I G H T, S T R A T E G Y & H I G H L I G H T S

2018 Highlights
Set actionable,
strategic plans tophase-out
single-use plastic

Extended ethical sourcing commitments
to cover cocoa and vanilla—in addition tocoffee and tea—ahead of our 2020 target

Spent 40,000 hours
volunteering at local
charities through FANtastic
London to give thanks for
local community support
received during the June2018 hotel fire

Donated over
US $500,000
to local andinternational
charities
since our“I’m a Fan”
campaignbegan

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

Launched a Mindful Meetings
programme with wellness
elements designed to inspire andengage participants in meetings

13 years of
support for
Asian Cultural Council’s
Mandarin Oriental
Fellowship for
Cultural Heritage
Preservation

Fundraised
US $78,500
for the Baan
NokkaminFoundation’s
orphanage in
Thailandsince 2015

6

I N S I G H T, S T R A T E G Y & H I G H L I G H T S

2018 Highlights
Supported morethan 200 charities
and community
organisations

Practised on and off-site
beekeeping at an increasing
number of our hotels,
contributing to ecological balance

Diverted 38% of wastefrom landfills (compared to2012 ratio of 17.3%)
On track to meet2020 goal of
converting to LED
lighting at all hotels
Reached energy intensity
reduction goal of 20%
two years ahead of schedule(from 2007 baseline)

Organisedvolunteer
events tocare for andhouse rescued
animals in the
United Statesand Asia

Improved sustainability governancestructure with a clear hierarchy andstrong emphasis on empowerment
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

13,780 kilogramsof used soap andbottled guestroom
amenities havebeen diverted fromlandfill and donatedto support those inneed through ourpartnership with
Clean the World
7

I N S I G H T, S T R A T E G Y & H I G H L I G H T S

UN Sustainable Development Goals Support
Doing More for a Sustainable Future
The Sustainable Development Goals (SDGs) are 17 global goals that were set by the United Nations General Assembly in 2015 for delivery by the year 2030. They serve as animportant reference point for the Group as we execute our sustainability policy and programmes. We have begun to prioritise specific SDGs that we believe can help to drive
progress and support critical global operations in each of the markets in which we operate:

SUSTAINABLE
AGRICULTURE

WELLNESS

We have strived topractice ethical sourcing
of food produce; achieving
100% ethically sourced
coffee, tea, vanilla andcocoa in 2018.

We aim to positively affectthe long-term health of
our guests and colleagues
through initiatives like
Mindful Meetings, wellness
spa treatments, and a staff
Wellness Week.

We follow set water use
reduction targets andmanage our water footprint,
specifically, with hotels inhigh water risk areas.

INCLUSIVE GROWTH& SUSTAINABLE
TOURISM

DIVERSE AND
INCLUSIVE
COLLEAGUESSUSTAINABLE
CONSUMPTION

Our Human Rights andInclusiveness Working Groupdrives our diverse, nondiscriminatory and inclusive
workforce.

We actively explore
opportunities to reduce
waste. The group-wide
phasing out of single-use
plastic has been a significant
achievement.

GREENHOUSEGAS EMISSIONSOCEANS

BIODIVERSITY

As we grow, we are inspired
to create local economic
opportunities and advancesustainable tourism.

We have embarked ona journey to reduce ourgreenhouse gas emissions
from our 2007 baseline.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

We have initiated sustainableseafood reviews and adoption
feasibility studies; colleagues
have actively participatedin river and marine life
conservation efforts.

WATER

Whether it’s green
development in sensitive
areas, purchasing low
impact products or
supporting conservation
activities, we are committed
to active participationand impact change.   

8

I N S I G H T, S T R A T E G Y & H I G H L I G H T SChampions of Sustainability
The Group Strategy for
2018–2020 is as follows:

Executive
Advisory Panel

Solidifying governance structure with1 	
continuity and accountability

2

LeadershipCouncilStrengthening and further empowering
Hotel Sustainability Committees (HSCs) withadditional resources and property goals

3

Working
GroupsAlign community efforts to support thedestinations where we are located

Clockwise, from left: Colleagues from Mandarin Oriental Hyde Park, London
assisting ‘GoodGym’, a charity that does good-deeds while promoting
fitness; Global Wellness Day at Mandarin Oriental, Macau; Mandarin Oriental,
New York ‘City Harvest’s Bid Against Hunger’; colleagues from
Mandarin Oriental, Tokyo volunteering as carriers at the Shinko festival.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

Hotel
Champions &Sustainability
Committees

Under the refined 4-tiered Group Sustainability
Governance Structure, our Executive Advisory
Panel consists of the CEO and key senior
management colleagues. They define the key
priorities for the Group and provide both resources
and accountability mechanisms, while regular panel
meetings are held to continuously review progressin our sustainability priorities. Next, a Sustainability
Leadership Council consists of colleagues at theGroup and property levels. They ensure that ourthematic priorities become operational throughworkstreams and focus actions across the Working
Groups, in alignment with best practices andtrends. These thematic Working Groups also
consist of Group and property-level colleagues,
addressing specific topics such as human rights
and inclusiveness, food and beverage impact,green development as well as measurement andreporting. Finally, Hotel Sustainability Committees(HSC) are established at each hotel and are madeup of passionate colleagues who are encouraged
and empowered to advance sustainability intheir innovative and location-specific ways.

9

Delivering Excellence

Mandarin Oriental Hotel Group’s mission is tocompletely delight and satisfy our guests. We
are committed to continual improvement, to making
a difference every day and to being the best. Our
long-standing guiding principles shape the way weseek to deliver excellence and create a sense of placefor our guests, colleagues and other stakeholders.
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

Mandarin Oriental, Jakarta

10

DELIVERING EXCELLENCE

Guiding Principles
Delighting our guests
We are committed to exceedingguest expectations by surprisingthem with our ability to anticipate
and fulfil their wishes.

Delighting our colleagues
We value each colleague and provide a caring,
motivating and rewarding environment for all.
We bring out the best in our people througheffective training and personal development,
enabling a fulfilling career with the Group.

“Our sustainability values are
deeply ingrained in
Mandarin Oriental’s heritage—
one of our key guiding principles is‘Acting with Responsibility’.
Mandarin Oriental is committed
to being best-in-class inluxury hospitality in a responsible
and sustainable way”.

Working together
We emphasise theimportance of teamwork
and treat one another withmutual respect and trust.
By working collaboratively,
we all contribute to theGroup’s success.

—Christoph Mares, Chief Operating Officer

Becoming the best
We intend to be an innovative
leader in the luxury hospitality
industry. We continually strive toimprove our service delivery, as
well as the quality of our products
and facilities, ensuring we appeal
to a multi-generational audience.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

Acting with responsibility
We maintain integrity, fairness andhonesty in all our internal and external
relationships. We support initiatives that
improve the environment and act as
responsible members of our communities.

11

DELIVERING EXCELLENCE

Guest Engagement
Legendary Quality Experiences
In line with our mission to completely delight and satisfy our guests, the Group created the Legendary Quality
Experiences (LQEs) guidance document to aid our colleagues in creating remarkable experiences for our guests.
The LQEs were reviewed and revised in 2017 and the updated version was introduced to our hotels in early 2018.
The revision saw a trim-down of guidelines by 30% to yield a more focused and effective guidance document.
With the restructuring of our pillars of service and revision of our guidance document, we aim to enable ourcolleagues to go above and beyond our Standard Operating Procedures to delight our guests.
We consistently and regularly measure our hotels’ service performance against the LQEs and share the results
across the Group. We believe that this kind of pulse check is critical if we are to be recognised as a leader inluxury hospitality.
At Mandarin Oriental, we believe that whatever gets measured, gets managed. All hotels receive three annual
audits for quality assurance, with the results then shared Group-wide. Mandarin Oriental maintains various quality
measurement processes to monitor and improve performance, including the international benchmarking standards
established by Leading Quality Assurance (LQA). We also measure ourselves against other international standards,
including the American Automobile Association in the United States, the Forbes Travel Guide and the Michelin Guide.
We endeavour to offer truly rewarding recognition to our loyal guests and consequently ‘Fans of M.O.’, Mandarin
Oriental’s new distinctive guest recognition programme, was rolled out in April 2018. Designed to further
enhance the guest experience, Fans of M.O. not only allows for a more personalised hotel stay, but also provides
immediate access to partner benefits and exclusive offers throughout our portfolio of hotels. In addition, members
who book through our website are able to further personalise their stay with a choice a of benefits including early
check-in or late check-out, a dining or spa credit, daily breakfast, or even a room upgrade.

Fans of M.O. not only allows for amore personalised hotel stay, butalso provides immediate access topartner benefits and exclusive offers
throughout our portfolio of hotels.
The Mandarin Cake Shop at Mandarin Oriental, Hong Kong

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

12

DELIVERING EXCELLENCE

Safety & Security
Our highest priority is the safety and comfort of our guests during their stays in our properties. We are committed
to not only creating a comfortable and aesthetically pleasing environment for our guests and colleagues, but alsoa safe and secure one.
Mandarin Oriental Hotel Group has established its Safe, Sound and Sustainable programme since 2000. The
Group is not satisfied with basic compliance but has continually revised and expanded the programme toincorporate best practices across different aspects of sustainability. These include fire safety and security, health &safety and risk management within our operations.
Programme guidelines are continuously improved and updated as methods evolve, and as statutory and corporate
requirements are updated.
Each fully operational property is audited annually so that its compliance with Safe, Sound & Sustainableguidelines can be closely monitored. These audits are conducted by an independent auditing company andinclude the verification of documentation and records in place, as well as a physical inspection of the facilities. The
annual audit process is aimed at ensuring that hotel management teams are focused on health and safety issues
and are prepared to manage crises and business interruptions. Executive compensation is based in part on the
programme’s annual audit results.

2018 Safe, Sound and Sustainable
Audit and Occupational Safety Results
Over the past ten years, the audit performancehas remained stable, within 2% of the Group’s
target of 90%. In 2018, the Group’s overall
average score was 88.4%. The Group’s overall
average scores in security, food and beverage
hygiene and risk management sections stoodout in particular, each exceeding the Group’s
target of 90%.

Mandarin Oriental
Hyde Park, London

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

In 2018, there were 6.0 incidents per 100
colleagues resulting in lost time, a 10%
decrease from 2017 and above the UnitedStates Bureau of Leisure and Hospitality’ssafety rate of 3.2 incidents per 100 colleagues1.
We are reinforcing our training and awarenessprogramme to reduce the number of work
related incidents.  

13

DELIVERING EXCELLENCE

Health & Wellness
An Authentic, Holistic and Personal Approach to Guest Wellness
No matter who you are, what your goals are or how you define success, we
believe one thing holds true: a healthy body and mind is essential if you want tolead a truly fulfilling life. Consequently, Mandarin Oriental strives to provide anenvironment and experience that is not only safe but also takes into consideration
the long-term wellness of our guests and spa customers.

“Be innovative. Be inspired.
Be energised. This is what we
aspire our guests to take away
after experiencing our services”.

—Jeremy McCarthy,Group Director of Spa

We aim to provide spa guests with authentic, holistic and personal experiences:

Authentic

Holistic

Personal

Guided by the Group’s oriental heritage but influenced
by local cultural diversity, Mandarin Oriental has
created distinctive concepts with a unique sense ofplace in every location. Whether in China, Turkey,
Morocco or elsewhere, our services embed cultural
practices that are specific to their location.

Each Spa at Mandarin Oriental is designed tooffer a complete holistic experience that goes wellbeyond simply delivering massages to tired bodies.
Additionally, we provide guests with targeted wellness
options and take pride in delivering a bespoke service.

We recognise that wellness is very
personal and take the time to understandeach guest’s individual needs and goals.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

14

DELIVERING EXCELLENCE

Mindful Meetings
Meetings are all about communication, problem-solving
and decision-making. At Mandarin Oriental, we take aprogressive approach to meetings to help our customers
drive better results through our creative “Mindful Meeting”
programme.
Launched in mid-2018, it consists of various wellness
elements that are specially designed to enhance
momentum, inspire and engage participants in meetings
by leaving them feeling less stressed, more productive
and ready to focus on achieving their objectives.

The Mindful Meeting is comprised of five key elements:

Well-being Movement

Stillness

During meeting time-outs,
guests can opt for spa
or stress management
sessions which revitalise andenhance productivity.

Guided meditation,
digital wellness tips andrelaxation zones can
all help clear the mind
and refresh focus.

Ideas flow when meetings
move. Our in-house
specialists tailor-make yoga
and stretching sessions
for breakout sessions.

Connections Nourishment
A positive environment is
specially created forparticipants to connect
more easily.

Cuisine specificallychosen to stimulate,nourish and fight fatigue.

In 2018 our Guest Engagement Working Group also developed a set of Green Meeting
Guidelines aiming to provide hotels with specific practical tips on how to offer low carbon andmore environmentally-friendly banqueting services. Once the Green Meeting Guidelines are
finalised, they will be rolled out and possibly integrated into the Mindful Meeting initiative.
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

15

DELIVERING EXCELLENCE“Digital Wellness”
Starting from 2016, we have introduced a Digital
Wellness initiative across all of our global spas. The
programme is designed to help guests find new ways tomanage their relationship with technology and the stressthat can come with a constantly connected, always-on
digital lifestyle.
To assist guests starting their ‘Digital Detox’ journey,
our spa team created a questionnaire and series of
exercises focusing on establishing personal boundaries
around using electronic devices, clearing mental chatterand creating a healthy, digitally-balanced lifestyle.
Therapists also provide guests with a booklet of Digital
Wellness Tips and explain the importance of healthy
habits around using technology at home.
Moving into its fourth year, our signature annual Silent
Night wellness event was held to offer guests a night ofsilence and escape from the hectic hustle and bustle,
allowing them to enjoy mindfulness and a sense of calm
before the festive season. Mandarin Oriental spas aroundthe world fell silent in the early evening which meantthat there was no talking or music, just a chance forindividuals to experience a quiet time of contemplationand mindfulness during their spa treatment.

Mandarin Oriental, Miami

Greening Our Spa
In 2017 Mandarin Oriental joined the Green Spa Network, a non-profit organisation dedicated to the ideathat “vital people can make a vital planet possible” through sharing best practices and helping to drive theindustry towards sustainable development.
As the first international hotel group to take their Group Sustainability Assessment, Mandarin Oriental
was then able to use the results to develop a Group-wide sustainability mission for spas. This mission
is supported by five goals that minimise resource consumption, reduce waste, positively impact local
communities, celebrate local cultural heritage and deepen colleague engagement on sustainability.
In 2018, a Group-wide Green Spa Working Group was established to support our sustainability strategy
for spas at Mandarin Oriental. One of the key first initiatives was the phasing out of single-use plastic waterbottles in spas. Instead of providing plastic bottled water to guests, we now offer two refreshment options
to our guests, namely fruit- or herb-infused water and water from the dispenser. Bottled water is discretely
offered upon request. Many spas sell reusable aluminium bottles in their retail space, both as a solution toeliminate plastic bottle waste and raise awareness around the issue.
As we look ahead to eliminating plastic waste still further, we are focused on identifying all single-use plastic
items used in the spas as we to plan to eventually phase them out.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

16

DELIVERING EXCELLENCE

Mandarin Oriental Wellness Culture
We extend the same dedication of health and wellness
given to our guests to our colleagues. We havecommitted substantial resources and time towards
creating a corporate culture with a strong emphasis on
wellness that includes activities around physical andmental health, nutrition, team building opportunities
and engagement with local communities.
At the core sits the annual Colleague Wellness Week,
held across the Group since 2016. This programme
has been so well received that most properties havedecided to build upon the momentum and establish
permanent programmes based on their Wellness
Week activities. We have arranged a range of physicalhealth training activities for colleagues such as thelaunch of a colleague fitness centre in the dormitory
at Mandarin Oriental, Sanya, or yoga, moxibustion
classes and jogging with the General Manager at
Mandarin Oriental, Boston.
Regarding mental wellness, properties have focused onstress management through the sharing of knowledge,
tools and resources that promote mental well-being, inaddition to aromatherapy sessions, meditation lessons
and financial decision-making classes. In 2018 there
were also events related to healthy eating including
a green market for colleagues at Mandarin Oriental,
Paris and a special nutrition and dietetics course forcolleagues held at Mandarin Oriental, Barcelona.  

At Mandarin Oriental, Macau, the hotel even extended
the Colleague Wellness Week to become a yearround initiative. They formed a committee to oversee
all wellness programmes including a “FANTAS-FIT”
Wellness Challenge which was particularly wellreceived. 60% of colleagues teamed up to lose weight,
losing a collective 60 kg by the end of the challenge.  
All our hotels also actively participated in Global
Wellness Day on June 9, 2018. This non-profit
campaign aims to raise awareness of the need to live
well in terms of both physical and mental wellness.
To mark the occasion, Mandarin Oriental, Boston
organised a two-mile group run around Boston
Common followed by a calming yoga class.

Colleagues and guests run with the General Manager of Mandarin Oriental, Boston; morning yoga class at Mandarin Oriental, Sanya; meditation class at Mandarin Oriental, Macau.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report17

DELIVERING EXCELLENCE

Mandarin Oriental Talent
Mandarin Oriental colleagues are instrumental
in shaping the memorable experiences that are
enjoyed every day by our guests. Therefore, we
put a significant emphasis on selecting, nurturing,developing and retaining the right talent. Throughout
our businesses, we seek to provide the rightenvironment and opportunities to allow our colleagues
to flourish.

Diversity & InclusivenessWe respect human rights, embrace diversity andinclusiveness. Mandarin Oriental Hotel Group
recognises international conventions and charters suchas the United Nations Universal Declaration of Human
Rights and the International Labour Organization’s
Fundamental Conventions regarding child labour,
forced labour, wages and working hours, health andsafety, freedom of association and non-discrimination.
The Group has also developed a Human Rights andInclusiveness Working Group which identifies areasof improvement with respect to the ethical code of
conduct across the global Group. These active steps
are made to ensure that all colleagues are awareof associated risks in supply chains and different
business areas. We plan to incorporate specifictraining into colleague orientation programmes, aswell as provide regular updates and communications.
The Group is also in the process of introducing
responsible procurement guidelines across its
portfolio to ensure that our suppliers, vendors andbusiness partners align with our values regarding
fundamental human rights. These guidelines, which
will be subject to regular evaluation, refer to antislavery, labour exploitation and human trafficking
laws and principles across all products, services andsupply chains.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report18

DELIVERING EXCELLENCE

Developing Our Intelligence
Our approach to learning and development is unique inthat we emphasise continuous and experiential learningover traditional classroom training methods. We utilise
our online platforms and other channels to conduct thetraining. To ensure efficiency and success, training forcompetency rather than hours continues to guide ourapproach. Our training is personalised and focuses on
the skills and abilities needed for each position.
We have an established online performance management
system which allows colleagues and their managers
to track performance, training and overall professional
development in real-time. Our signature MOve Up,
MOve Forward and MBA Executive programmes remain
our core learning and development tools. They target
supervisors, junior managers, experienced managers anddepartment heads. The Junior Management programme
MOve Up was rewritten and is set to be rolled out
in 2019, while the MOve Forward senior leadershipprogramme was also re-written and launched in 2018.
22 colleagues from Asia completed it in two separate
groups, while 12 participants from Europe and the
Middle East regions also completed the programme andgraduated in February 2019.

MBA

MOve Forward

To better empower colleagues with long-term potential toachieve future General Manager positions, we launched
two development tracks—the Tai Pan Track for seniorleaders and the Up and Coming pool for junior leaders.
Colleagues identified as suitable to join them would
then have priority access to join the MOve Forward andMOve Up leadership programmes. They would also be
mentored by a senior manager or the General Manager ofthe hotel and focus on accelerated career growth.
Additionally, The Mandarin Oriental Executive
Development Centre provides consultation
opportunities for senior managers to facilitate theirpersonal and career development as they advancetowards being a General Manager within our Group.
Performance and succession planning remain a criticalpriority as we seek to fulfil our colleagues’ career
aspirations while also supporting our ongoing global
expansion. In addition to regular feedback processes,
annual performance and succession planning reviews
are completed at all levels of the organisation.
Following our strong commitment to developing great teams
at our hotels, our hotel HR teams were well recognised withMandarin Oriental Hyde Park, London winning three Best
Employer awards and Mandarin Oriental, Singapore one.

Our in-house MBA, run in conjunction with theRoyal Melbourne Institute of Technology (RMIT) is
offered to colleagues at senior level management.
An intensive 14 month “mini MBA” programme thatbroadens our colleagues’ areas of expertise and allows
them to further develop business acumen. Participants
are shortlisted following a rigorous selection process.

MOve Up

Eight core modules that equip participants
with the skillsets and management
skills to further progress in their career paths.

MOve In Orientation

Introduction to MOHG corporate culture andheritage. This orientation is attended by
all colleagues at every level and details ourcommitment to staff engagement and growth.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

Mentorship for Our Future Leaders
Leaders are mostly made, not born and leadershipability requires a very complex set of skills thatare acquired primarily through experience, selfdevelopment and access to training. At Mandarin
Oriental, Macau, an eight-month mentorshipprogramme has been in place since 2017 where
junior managers with relevant competencies are
paired with suitable mentors at senior manager
level. Through monthly meetings, mentors provide
guidance on specific areas and establish actionplans to improve performance. Participants
reported positive programme feedback andmentor-mentee pairings increased from sevenpairs in 2017 to 16 last year. Colleague retention
rates also improved from 33% to 24.6% (indicating
less turnover) when compared with 2017. This
mentorship programme plans to expand further in2019 to include external mentoring that attracts
university students to join Mandarin Oriental,
Macau following their graduation.

19

DELIVERING EXCELLENCE

Building Sustainability Knowledge Across the Workforce
At Mandarin Oriental, sustainability is integrated into every colleague’s day-to-day work and life. All colleagues
should have a general understanding of sustainability issues and appreciate the value of sustainable practices at
Mandarin Oriental. In the Group’s mandatory MOve In Orientation programme, a two-and-a-half hour Sustainability
Training Programme delivers on this promise. New colleagues learn global perspectives on sustainability issues
that are important to Mandarin Oriental’s business and also discuss issues of concern in their local communities. A
Sustainability Awareness Refresher Training Programme is also available for existing colleagues.
This year, we also organised a pilot Hotel Sustainability Committee Engagement Workshop at Mandarin Oriental,
Bangkok. During the interactive sessions, the hotel’s Sustainability Committee discussed the sustainability
issues relevant to them and brainstormed potential solutions. The workshop was well-received by attendees andreinforced their passion for sustainability. Given the success of this pilot, Engagement Workshops will be rolled out
to all other hotels in 2019 and 2020.

Colleague Engagement and Turnover
Over the past three years, our global turnoverrates have been relatively stable, with a marginal
decline in 2018. It remains above the current
industry average, largely due to our seasonal
operations and the high level of departures bycolleagues under 30, who made up 56% of all
resignations.
In 2018, our overall Colleague Engagement
Survey (CES) score was 88%. In the eight CES
categories, MOHG rated on par or higher thanother companies in our labour market andmatched or exceeded the results of companies
in the hospitality industry in seven of the eightcategories. The three key drivers of engagement
are Mission, Vision and Guiding principles,
Customer Focus and Management

Hotel Sustainability Committee Engagement
Workshop at Mandarin Oriental, Bangkok

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

We are continuing our strategy of introducing
more frequent pulse surveys to monitor colleague
engagement and respond to opportunities as
they arrive.

De l i ve ri n g E xce l l e n ce 20

DELIVERING EXCELLENCE

Underprivileged Support
Every year, Mandarin Oriental Pudong, Shanghai joins
the Shanghai Young Bakers programme that provides
fully-sponsored French bakery and pastry training freeof charge to young, disadvantaged people. This year,
two trainees from Shanghai Young Bakers worked withus on a bi-weekly rotational basis.
We also place great emphasis on building an inclusive
workforce. In Mandarin Oriental Pudong, Shanghai,
people with disabilities were hired in departments
including Housekeeping, Food & Beverage, and Security.
In Mandarin Oriental, Geneva, three interns with refugee
status were hired as part of a local government programme
to better integrate refugees into the community.

The Resident Manager of Mandarin Oriental, Singapore
and the General Manager of The Landmark Mandarin
Oriental, Hong Kong also serve on the Steering
Committee of MINDSET, an organisation founded in 2002
by the Jardine Matheson Group that works to change
negative attitudes towards mental health disabilities.
Some of the programme participants are given the
chance to apply for positions within our company andmore broadly we continue to seek out opportunities toinclude people with disabilities in our teams.

under the Caterer.com 2018 People Awards, HR Teamof the Year granted by HR in Hospitality 2018 and Hotel
Cateys 2018 Extra Mile Award.

Following the fire in June 2018, Mandarin Oriental HydePark, London won three awards that were specificallyrelated to their achievements working with colleagues:
Employer Brand Campaign and HR Team of the YearThink Big, Think Loud
With the increasing impact of technology on our businesses, an open and innovative mindset is critical inorder to maintain our leadership in the luxury hospitality industry.
Launched in 2016 by our parent company Jardine Matheson Group, Innovate Jardines is an initiative designed
to challenge business units to come up with fresh business proposals that address disruptive influences andcreate opportunities for business development.
In November 2018, supported by Innovate Jardines and Techstars, we hosted our first ever hackathon in
Hong Kong. The two-day event saw corporate office and hotel colleagues come together to brainstorm andpresent their best ideas, pitching their business cases to a panel of judges made up of representatives from
Jardines, the Group’s senior management and also directors of external start-up companies. The businessproposal “REMOTE” won the competition and the Group has subsequently begun feasibility studies aroundintroducing a number of these ideas into the business.
REMOTE (WINNER) An online platform that integrates the check-in process with cross-selling of other hotel
products
Farm by MO (Second) Introducing vertical farming into non-revenue-generating hotel spaces
MO FLEX (Third) An app allowing colleagues to manage their own work schedule
At the individual hotel level, competitions were also organised to encourage our colleagues to think out-of-thebox with innovative business proposals. These included cost, energy and water-saving programmes as wellas profit-making initiatives. For instance, Mandarin Oriental, Macau launched a “Let’s Innovate” competition,
which resulted in a kitchen water-saving measure which helped to save 10% of average water usage.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report21Advancing Sustainability
As one of the world’s leading luxury hotel groups,
Mandarin Oriental strives to mitigate environmental
risks by embedding sustainability strategies into ourglobal business model. Our 2020 environmental
targets demonstrate our Group-wide commitment tointegrate best practices in operational efficiency,
green development and responsible procurement.

Mandarin Oriental, Sanya

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report22

A D V A N C I N G S U S TA I N A B I L I T Y

Environmental Stewardship“Climate change is an inevitableissue that we face, one which
will impact every aspect of ourbusiness. From planning tobuilding and operations, we havelong incorporated sustainability
practices into our business inorder to strengthen our resilience”.

—Vincent Marot,
Group Director of Technical Services

Mandarin Oriental, Bodrum

Our 2020 Environmental Targets

EnergyGreenhouse
Gas Emissions

Water

Waste

20%

25%

20%

25%

intensity reduction

intensity reduction

intensity reduction

intensity reduction

per square metre

per square metre

per square metre

per guest night(2007–2020)(2007–2020)(2007–2020)(2012–2020)

Status:Status:Status:Status:

Ahead

Ahead

Behind Schedule

On Track(20.6% reduction(26.3% reduction(13.8% reduction(19.5% reduction

from 2007–2018)from 2007–2018)from 2007–2018)from 2012–2018)

We are especially conscious of our ecological footprint that impacts the environment and local community. Basedon the principle of what gets measured gets managed, we established a 2020 vision with energy, emissions andwater reduction goals based on a 2007 baseline, along with interim 2016 goals to track our progress. From a Group
perspective, we regularly monitor progress through statistical modelling using regression analysis. Through a focusedand coordinated effort, we’ve achieved significant progress against our 2007 baseline.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report23

A D V A N C I N G S U S TA I N A B I L I T Y

Carbon and Energy
We use comprehensive management tools to monitor
our energy and emissions as part of our strategy to
reduce them. In the hotel, we have energy meters andsub-meters to log our energy consumption and help us
understand energy consumption patterns. Every three
years, we conduct energy audits with guidelines basedon the American Society of Heating, Refrigerating and
Air-Conditioning Engineers (ASHRAE)’s Procedures forCommercial Energy Audits. The audits also cover hotelspecific requirements and mechanical functions. A morecomprehensive retro-commissioning process is applied
to supplement the energy audit when needed, or whensignificant changes to the operation, due to renovations
or property extensions, have occurred.
Based on our regular energy performance review, anumber of equipment performance efficiency upgrades
have been identified and implemented. These are
tailored to individual hotel needs and include chiller
plant optimisation, converting pump systems to work on
variable flow, cooling tower capacity enhancement,
heat pump installation and LED lighting installation.

“We have learned valuable lessons
and made substantial progressover the past decade which haveprovided a foundation to drive
continued improvements as ourGroup expands across the globe”.

—Peter Lofgren,
Head of Group Engineering Operations

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

Let’s Chill Out
With our round-the-clock operations in hotels, air conditioning contributes the biggest portion of our energy
consumption. We therefore continue to invest in innovative technology, balanced with sound engineering
practices, for chiller optimisation. In 2017, this was implemented at Mandarin Oriental, Miami, Mandarin
Oriental, Washington DC and Mandarin Oriental, Boston. In 2018, the first full year of operating the
optimised chiller plants, the combined electricity savings at the three properties as a result of these projects
were 1,450,000 kWh, representing a saving of US $185,000.

Optimisation
During the development of ourhotels, energy-saving elements
are integrated into different areasof building design, but sometimes
the design may still not be as
efficient as expected. Mandarin
Oriental, Macau, approachedthis systematically, commencing
with an energy audit in 2011.
The chilled water system was
identified as a priority and achiller optimisation project wascompleted in 2012. This wasfollowed by retro-commissioning
the air-conditioning systems,
conversion to LED lighting andseveral minor projects. In 2018,
the project was completed by
the installation of heat pumps forthe domestic hot water system
which also serves as cooling forthe swimming pool during thesummer months. As a result,energy savings of 3,920 MWh
or 28% were achieved in 2018,
representing a reduction in the
hotel’s annual energy bill of morethan US $550,000.

24

A D V A N C I N G S U S TA I N A B I L I T Y

In order to present a more accurate picture of ourenergy performance over the years, while taking
Mandarin Oriental’s expansion into account, we haveused Group energy intensity instead of total energy
consumption to represent our environmental footprint.
Total energy consumption is then normalised per
square meter of property.
Our energy intensity has steadily decreased since2007, with a reduction of 20.6% from the 2007
baseline by 2018, including a further reduction of 0.1%
from last year.
Absolute energy consumption for the Group was
1,373 TJ, a decrease of 0.5% over 2017. With thecontinuous implementation of energy efficiency
measures, the Group avoided 284 TJ of energy
consumption in 2018. The total avoided consumption
over the past 12 years was 1,591 TJ.
As part of our ongoing commitment to combatingclimate change, we also monitor our carbon footprint.
The Group’s greenhouse gas emissions intensity2 was
175 kg CO2e per square metre, representing a further
decrease of 3.0% over the prior year and a 26.3%
reduction compared to the 2007 baseline. In 2018,absolute emissions generated by the Group amounted
to 154,700 metric tons of CO2 equivalent, including
reductions from RECs3.

ENERGY INTENSITY

Fugitive emissions typically occur from unintentionalleaks into the atmosphere from refrigeration systems
or whilst handling refrigerants. Because of its global
warming potential, a small quantity would still have asignificant impact on our carbon footprint. Throughour operational practices, we have managed tocontrol the fugitive emissions to 3.9% of our total
GHG emissions.

GREENH OU SE GA S EMI SSI ON I NTENSI TY(MJ/m2/year)(kg CO2-Eq/m2/year)

2000

215

175

180

179

191

193

30
195

213

221

LED Replacement Across Our Hotels
202

1,554

1,556

1,560

1,581

200

231

238

1,355

137
1,586

1,719

1,741

1,741

1,732

124
1,772

1,908

250

1,957
1500

From 2007–2018, our total avoided emissions are
estimated at an equivalent 260,000 metric tons of CO2.
This equates to taking 51,102 cars off the road.

150
1000

100

500
50

0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report02007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

With advancements in technology and thematurity of the LED market, LED lighting isincreasingly able to meet our brand quality
standards. As such, we have made themigration from our existing lighting to LED
lighting one of our key 2020 environmental
goals and we are currently ahead of our plannedschedule. In 2018 approximately half of ourlighting needs were fulfilled by LED lighting,across guestrooms, banquet areas, spas,
restaurants, corridors and back-of-house areas.
More LED installation has been scheduled for2019 and installation coverage is expected toincrease by a further 20%.

25

A D V A N C I N G S U S TA I N A B I L I T YConserving Water
Clean, accessible water is a precious natural resourcethat is crucial to our business. We are well aware that its
cost is under-represented and that we should consider
the potential negative impacts that water risks could
pose both to our business and the communities where
we operate.
Since 2015, a Group-wide water risk assessment has
been conducted every two years using World Resources
Institute’s Aqueduct tool4. The exposure to a seriesof risks are considered on a site-by-site basis due todiffering environmental constraints seen in the multiple
locations where we operate. These included baselinewater stress, flood occurrence and drought severity.  
Fourteen properties and one development project wereidentified in 2017’s assessment as located in highly
water-stressed areas. The key findings of the waterrisk assessment are therefore intended to help identify
and prioritise water conservation target actions andprogrammes.
Given the importance we place on water conservation,
we are also committed to influencing and inspiring ourcolleagues and guests alike to be aware of and practise
better water management.

Utilising recycled waterat Mandarin Oriental, Tokyo

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

By adopting the 3Rs principle, namely Reduce, Reuse
and Recycle, we have undertaken a range of water
conservation strategies to reduce our water footprint,
from investing in water efficient technologies tostimulating process improvements and reusing andrecycling water. Water-saving technologies we haveadopted are targeted primarily in our kitchens, laundryareas, gardens, spas, heating and cooling systems.
For example, at Mandarin Oriental, Kuala Lumpur, atunnel washer was installed in the laundry which wasable to reduce fresh water consumption during therinsing process.
At Mandarin Oriental, Marrakech, ground water is used
to irrigate their vegetable and landscaped gardens.
Mandarin Oriental, Hong Kong and Mandarin Oriental,
Tokyo both recycle water from the cooling towers fortoilet-flushing.  
Behavioural change is also critical. In 2018, our hotels
organised activities for colleagues to promote watersaving practices. For example, 300 colleagues at
Mandarin Oriental, Singapore committed to an “I Save
Water” pledge to raise water conservation awareness.

Water Saving in Singapore
According to our 2017 water risk assessment,
Mandarin Oriental, Singapore is located in aregion suffering extremely high water-stress. The
existing issues faced are also set to increase
considerably in the future. To ensure sustainable
hotel operations, a range of water-saving
initiatives have been initiated over the past few
years. These have included the introductionof dual-flushing cisterns to all guestrooms,
the installation of high-efficiency dishwashers
and water flow restrictors in guestrooms andkitchen sinks. The swimming pool balancing
tank overflow pipeline was also adjusted tohelp hold surplus water. At the same time,
water-saving practices have been sharedand engaging activities such as the ‘I Save
Water’ Pledge Day have been organised toencourage colleagues to contribute towards amore sustainable future. These hotel hardware
and software enhancements have reduced
their water intensity to 377 litres/guest night
and contributed to a 35% reduction in water
intensity comparing to 2007.

26

A D V A N C I N G S U S TA I N A B I L I T Y

2018 Performance: Water Consumption
In 2018, the Group’s absolute water consumption was 3,567,920 m3, an increase of 4.4% over the prior year.
The majority of Mandarin Oriental hotels are fully dependent on municipal water supplies. The exceptions are
Mandarin Oriental, Bangkok, which relies partially on river water, Mandarin Oriental, Marrakech, which uses
groundwater for irrigation, Mandarin Oriental, Bodrum, which predominantly uses groundwater purified by reverse
osmosis and Mandarin Oriental, Canouan, where sea water is purified through reverse osmosis. Municipal supply
therefore accounts for 92% and surface and groundwater 8% of our total water supply.

Water intensity recorded
a 13.8% reduction fromthe baseline year.
We will continue toinfluence and inspire ourcolleagues and guests
alike to be awareof and practise better
water management.
WAT E R I N T E N SI T Y
2007–2018 (litres/guest night)

980

960

1,003

982

930

1,008

1,065

1,059

1,015

1,101

1000

1,097

1,137

1200

800

600

400

200

0

Mandarin Oriental, Canouan

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 201827

A D V A N C I N G S U S TA I N A B I L I T Y

Waste
From experiences in the spa and guestrooms to dining
and banqueting, every step potentially involves thegeneration of waste. We have been particularly mindfulof this issue and waste audits have been organised in
hotels to closely review our waste performance. Our
hotels’ waste streams are mapped to more than 30
waste categories which include glass, aluminium, metal,
wood, paper, food, used oil, soap bars, bottled amenities,
landscaping waste, batteries, used appliances and printertoners. Based on audit findings, action plans have thenbeen developed for better waste segregation, diversion
and disposal.
The success of waste management relies heavily
on support from our colleagues and guests alike.
This behavioural change stems from training andengagement. During induction training for newcolleagues, we have a particular section on waste
management. It ensures that colleagues understandour expectations in the reduction of wastage, waste
segregation and how waste can be diverted fromlandfills through recycling, donating and composting.

Food collection at
Mandarin Oriental,
New York

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility ReportManaging waste is a complex issue in the sense thatfeasible waste diversion methods often differ from place
to place. Approaches also vary across waste streams.
Through our internal sustainability information-sharing
platform MONET, our sustainability Working Group
members and Sustainability Champions are able toeffectively share successful waste avoidance bestpractices. In this way, the “cross-pollination” of ideas andbest practices across our hotels is catalysed and further
waste reduction is anticipated. For example, Mandarin
Oriental Pudong, Shanghai has identified ways tomaximise the use of meat and fish trimmings.
We also partner with local food banks to donate surplus
food to serve communities in need. Mandarin Oriental,
Singapore partners with Food Bank Singapore to donate
surplus cooked food and also donates surplus bread andpastries to the underprivileged through Food from theHeart. Mandarin Oriental, Geneva and Mandarin Oriental,
Paris are members of the “Too Good To Go” initiative
which has developed a handy phone app. Restaurants
looking to clear excess food can do so at a reduced priceon the app, where they are then matched with buyers.

Mandarin Oriental, Singapore donatessurplus bread and pastries throughFood from the Heart

This helps to prevent perfectly good food from going towaste and ending up in the landfill.
Elsewhere, Mandarin Oriental Hyde Park, London
partners with the award-winning “Bio-bean” to recycle
their coffee grounds into advanced biofuels. Mandarin
Oriental, Hong Kong also has a coffee grounds recycling
programme. Through partnerships with local farms,
Mandarin Oriental, Boston donated their compost to
local pig farms, while Mandarin Oriental, Guangzhou sent
food waste to farms for use as feed. Mandarin Oriental,
Bangkok and New York have also begun to compost
plant waste.
We are moving into our ninth year of partnership with
Clean the World and look forward to continuing ourefforts in donating used soap and bottled amenities
to the vulnerable living in developing countries. We
understand implicitly that good hygiene is critical inpreventing millions of hygiene-related illnesses anddeaths and in 2018 sixteen of our properties donatedmore than 13,780 kg of soap and bottled amenities tosupport Clean the World in their work.

Soap donations for Clean the World at
Mandarin Oriental, Singapore

28

A D V A N C I N G S U S TA I N A B I L I T Y

ReduceBest Practices

Best Practices

Paperless meetings,
guest communications
and corporate materials

Donation of reusable items
including mattresses,
linen, towels andfurniture and food tocolleagues, communities
and charity partners

e-Newspapers
Office supply trading
across departments
to avoid unnecessarypurchase and disposal
Compacting food waste
using bio-digesters

UpcycleReuse

Collecting used toiletries
to be processed for reuseby the underprivileged indeveloping countries

Best Practices

RecycleBest Practices
Recycling coffee capsules
Collecting used cans tocontribute towards thecreation of prosthetic limbs
Local partnerships torecycle e-waste, metals,
lamps and batteries

Upcycling used light bulbs
Upcycling corks
for corkboards
Upcycling cooking
oil to biofuel
Composting food andgreen waste and donating
it as farm feed or fertiliser

Recycling bottle corks

Installation of water
filtration systems to avoid
single-use plastic bottles

We utilise the “Reduce, Reuse, Recycle and Upcycle”
model to reduce the amount of waste that gets sent to landfill.
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report29

A D V A N C I N G S U S TA I N A B I L I T Y

2018 Performance: Waste
In 2018, the Group recorded 2.89 kg waste sent tolandfill/guest night, a significant decrease over 2017
figures and 19.5% lower than our 2012 baseline of
3.59 kg. We attribute this decrease to our Group’s
enhanced colleague awareness and the adoption of
new food waste diversion initiatives.
Waste diversion performance is a useful indicator inreflecting how effective the properties are in diverting
waste from landfill. Since 2012, our waste diversion
factor has more than doubled. In 2018, our waste
diversion factor was 38%, compared to 17% in 2012.

WASTE INTENSITY AND D IV ER S IO N R ATE(kg/guest night and percentage)
WASTE INTENSITY
DIVERSION RATE
4.0

1,913
3.5

3.59

3.46

3.56

3.58

3.66

3.64

38%

34%
33%

3.0

To uphold our renowned levels of service as a luxury
brand and to continue giving our guests the very bestexperience, we regularly renovate and refurbish ourproperties. These planned renovation projects have an
eye on design but we also greatly emphasise keeping
our ecological footprint to a minimum throughout therefurbishment process. We strive to minimise energy
usage, noise pollution and waste generation, as well
as choose sustainable products.
The Landmark Mandarin Oriental, Hong Kong’s
recent restaurant renovation is an excellent exampleof how advanced project planning can help reduce
Donated furniture fromThe Landmark Mandarin Oriental, Hong Kong
waste, enhance colleague and guest engagement andpromote the spirit of serving the community. Amberis a two Michelin-starred fine dining restaurant whichstarted renovation in 2018 and completed in the latespring of 2019. When they arranged the dismantling works, they did a quick estimation of the quantity andquality of waste and explored possible outlets for their waste. As Amber’s furniture and kitchen equipment
were all in relatively good condition, the hotel partnered with DB Mothers & Friends, a social enterprise thatconnects donors of pre-loved items with those in need. Old furniture and kitchen equipment was therefore
donated to local schools and the underprivileged, while they arranged a sale of their antique furniture that
was attended by colleagues and loyal guests. Ultimately, 95% of the restaurant’s original renovation waste
was given a second life and saved from ending up in landfill.

2.89

31%
30%

2.5

Bio-Digester Implementation

2.0

24%

1.5

1.0

0.5

Plan Ahead to Save Resources

17%

0.0
2012

2013

2014

2015

2016

2017

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

2018

Food waste recycling facilities are not well established in many
cities, but Kuala Lumpur is one of them. To divert food wastefrom landfill, Mandarin Oriental, Kuala Lumpur decided to installa bio-digester on the premises, meaning that food waste wasno longer channelled to landfills. The bio-digester came at no
extra cost as it is part of the hotel’s agreement with their waste
management company. Aerobic digestion of food waste resultsfrom microbes and enzymes in the mixer chamber and within 24
hours, up to 500 kg can be broken down into water slurry that issent to the public sewage treatment plant.

30

Mandarin Oriental,
Bodrum

A D V A N C I N G S U S TA I N A B I L I T Y

Mandarin Oriental,
Barcelona

Mandarin Oriental, Dubai(opened in February 2019)

Mandarin Oriental,
Milan

Mandarin Oriental,
Washington DC

Mandarin Oriental,
MunichRenewable Energy as an Alternative
With the advancement of technology, renewable energy options havebecome more readily available from local utility companies. Currently,
Mandarin Oriental, Milan, Munich and Washington DC actively
purchase clean energy and we foresee more hotels following thislow-carbon path in the years to come.
Mandarin Oriental, Barcelona and Mandarin Oriental, Bodrum
capture solar energy to heat their domestic hot water.

Green Development
At Mandarin Oriental, one of our key focus areas is toemploy sound, sustainable principles throughout the
lifecycle of our properties, from development, design,pre-opening through to operations, maintenance andrefurbishment.
In 2018 we formed our very first Green Development
Working Group specifically to oversee developmentrelated sustainability in the hotel’s development, design
and pre-opening phases.
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report31

A D V A N C I N G S U S TA I N A B I L I T Y

Biodiversity Conscious
Sustainable ecosystems are vital for the sustainability of both society and business, and biodiversity is the foundation
on which they are built. To better understand potential negative environmental and cultural impacts resulting froma loss in biodiversity, in 2017 we conducted a Group-wide biodiversity risk assessment, both for our current andplanned properties. Results confirmed that no properties are in internationally determined protected areas; however,three of our properties (Mandarin Oriental, Prague, Mandarin Oriental, Washington DC and Mandarin Oriental, Milan)face higher biodiversity risks and are being further evaluated, with action plans to follow.
In the planning stages of new projects, the Group’s Technical Services department identifies whether they are locatedin sensitive areas and whether detailed assessments are required. Potential risks and considerations are reviewed to
identify the most appropriate way of executing the building’s construction.
Once in operation, our hotels consistently support the protection of biodiversity through projects and educational
initiatives that target both our colleagues and guests.
For example, we take proactive measures to prevent soil erosion. At Mandarin Oriental, Jakarta, we maintain50 biopori holes that enable the natural decomposition of food waste, help improve the condition of soil while
supporting proper absorption of rainwater, all of which minimises the risk of local floods.

Eco-design in Doha
Mandarin Oriental, Doha is an intimate andstylish urban retreat located in the centre of
Msheireb Downtown Doha, the new lifestyle andcultural heart of the city. Opened in March 2019,the hotel blends chic, contemporary design withtouches of Qatari heritage, bringing new levelsof luxury to Qatar.
As part of the “Msheireb Downtown Doha”(MDD) project, which aims to create a legacy
for sustainable urban development in Qatar,
the hotel’s entire development was designed toconsume fewer resources, generate less waste,
lower costs and achieve a reduced carbon
footprint. Mandarin Oriental, Doha’s aim is toachieve Leadership in Energy and Environmental
Design (LEED) Gold certification. The building islight coloured to reduce cooling requirements,
while photovoltaic (PV) panels and solar thermal
hot water panels were installed on the rooftop to
generate the building’s electricity and hot water.
From a water conservation perspective, efficientirrigation systems were installed and mostly
adaptive species were planted as some native
species can survive well in dry conditions andtherefore reduce landscape irrigation.

Mandarin Oriental,
JakartaM a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

The hotel’s sustainable design was wellrecognised and honoured with a Conservationand Energy Efficiency (Tarsheed) Award from theutility company General Electricity and Water
Corporation (Kahramaa).

32

A D V A N C I N G S U S TA I N A B I L I T Y

Responsible Procurement“Responsible procurement should not beviewed as a cost, but rather a businesscase that can meet our luxury standards”.

—Iris Lam, Food & Beverage Impact Working GroupWe believe that we can both protect the environment
and maintain the highest level of guest experience. We
are keen to lead the industry by example and therefore
work with partners and suppliers under a Group-wide
responsible procurement policy. We communicate withall our vendors and contractors that we prefer moresustainable products and services, while selected key
vendors and contractors have been approached toanswer sustainability questionnaires. Progress andfuture opportunities are reviewed on a monthly basis.

Phasing Out Single-Use Plastic
Globally, more than 8.3 billion tons of plastic waste havebeen generated since the early 1950s. Unfortunately,
only about 9% of all plastics ever made are likely to berecycled, while a slightly higher percentage of 12% getsincinerated. This means that 79%, the vast majority of
waste, accumulates in landfills and the environment5. At
this rate, it is estimated that by 2050 there will be more
plastic in the oceans than fish. At Mandarin Oriental, we
have begun a holistic and strategic single-use plastics
elimination campaign across our properties through athree part phase-out plan. We’re not only eliminating
single-use plastic water bottles, but also other singleuse plastic items used in our operations. Our inventoryof single-use plastic lets us look for alternative products

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Reportthat are assessed on viability of adoption, from easy
to difficult. By the end of 2020, we aim to be singleuse plastic-free, except where prevented by local
restrictions. 2018 was a year for groundwork andinternal alignment, cross-departmental collaborations
have since explored and identified alternatives andrelevant updates will be shared.
Additionally, supplier claims for biodegradable plastics
must be supported with assurances that the item is100% biodegradable and will work effectively with
regional-specific, reuseable, recyclable or compostableindustrial waste facilities.

Green Picks in Outlets
With the launch of our campaign to eliminate
single-use plastics, our Food & Beverage
operations have proactively engaged with
suppliers to look for alternatives.
Following the successful elimination of single-use
plastics from our operations, we will embark on a study
to completely phase out linen use in our restaurants,
bars, and banqueting to reduce the environmental
impact of laundering and associated chemical pollution
from detergents and bleach that contaminate our natural
water resources.

33

A D V A N C I N G S U S TA I N A B I L I T Y

Sustainably-Sourced Water in Our Hotels
Over the past two years, we have made significant strides in providing our guests an ecologically soundalternative to plastic bottles. In 2016, Mandarin Oriental, Geneva became the first hotel in our Group to introduce
reusable water bottles in guestrooms.
In 2018, The Landmark Mandarin Oriental, Hong Kong became the first hotel in the city to partner with leading
Swedish water filtration specialist Nordaq FRESH and introduced it’s own in-house, premium filtered and purified
bottled water in guestrooms and F&B outlets. Together with their plan to build a rooftop garden to grow fresh
food, this forms part of a long-term eco-strategy to provide guests with the best in sustainable luxury.
Through our internal sustainability intranet platform, and regular inter-hotel communication, this on-site waterbottling initiative has inspired other hotels to follow suit including Mandarin Oriental, Macau, Mandarin Oriental,
Sanya, Mandarin Oriental, Hong Kong and Mandarin Oriental, Taipei.
By 2018, most of our hotels had begun to provide guests with infused or fresh water stations in our restaurants,
fitness centres and spas as ecologically sound alternatives for our guests.
The Landmark Mandarin Oriental, Hong Kong partneredwith Swedish filtration system Nordaq FRESH.

Maximising Biodegradable Products
Mandarin Oriental, Kuala Lumpur now purchases
biodegradable toothbrushes, combs and shower
caps for its guestrooms. Sachets, which are used to
package these goods, are made of recyclable paper.
Eco-friendly carpet underlay is made from 100%
recycled fibres and is itself recyclable once it needs
to be replaced. Several hotels, including Mandarin
Oriental, Macau, Mandarin Oriental, New York andMandarin Oriental, Sanya use biodegradable bags forlaundry and garbage.
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report34

A D V A N C I N G S U S TA I N A B I L I T Y

Sustainable FoodAt Mandarin Oriental, we firmly believe that with ourcustomers’ increasing awareness of sustainability,
sustainably and ethically-sourced food is not only
a moral responsibility but actually a competitive
driver. As one of our key priorities, we have therefore
developed related initiatives including support forethical sourcing, beekeeping, local producers andsustainable seafood.  

Committing to Ethically
Sourced Commodities
Back in 2016, we established a four-year plan toethically source at least one product per year. The
first was tea, then coffee. We are happy to announce
that by the end of 2018 we successfully switchedto purchasing 100% ethically-sourced vanilla andcocoa. Suppliers or distributors are required toprovide assurances or certifications that theirproduce meets our standards.

Herb and vegetable garden at
Mandarin Oriental, Kuala Lumpur

Supporting Local and On-site Fresh Produce
We strive to support the communities where we are located as they are key stakeholders. Our chefs andsommeliers maintain close relationships with local suppliers who produce food and wine for our guests. Local
procurement guarantees the freshness of food produce and a lower transportation footprint. Mandarin Oriental,
Paris for example promotes seasonal fruit and vegetables during European Sustainable Week and even hosts a
farmer’s market on-site to kick-start the week-long event.
As we recognise that life on earth is mutually inter-dependent due to the scale of our operations, we areparticularly conscious of our impact on the stability of food supplies. We therefore tailor our menus accordingly
to align with seasonable produce wherever possible.  

Ethically sourced cocoa
utilised by Mandarin Oriental, Bangkok

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

We also explore every possibility regarding launching organic urban gardens at our properties. At Mandarin Oriental,
Kuala Lumpur, an Ag-tech and cartridge herb and vegetable garden have been implemented on the rooftop and alreadysupply produce to the hotel’s restaurant. An on-site rooftop garden is also in place in Mandarin Oriental, Paris, while
vertical farming on property, which requires less space and resources, is another possibility that we are exploring.
35

A D V A N C I N G S U S TA I N A B I L I T Y

Beehives
Around theCommunity

Bees are known as the world’s most important pollinator of food crops. It is estimatedthat one third of the food that we consume every single day relies on pollination, mainly
by bees. They play a vital role in either pollinating the vegetables and fruits that we eat, or
those that are eaten by animals that we ultimately consume. It’s not limited to pollination
however as honey and wax are two other important products that we enjoy thanks totheir efforts. A single bee colony can pollinate up to 300 million flowers each day.
Over the past decade, the global bee population has been decreasing at an alarming
and unprecedented rate, something which subsequently threatens our food supply.
At Mandarin Oriental, we believe it is a critical issue to be addressed. As such, wehave initiated a beekeeping programme with the objective to have all hotels invest in
beehives (either housed on-site or housed with a local beekeeper off-site) to support
honeybee population growth and also to harvest honey to serve our guests. This
perfectly blends sustainability into the guest experience.
On-site and/or off-site beekeeping have been incorporated as part of the agenda
when we launch new hotels. For example, during the pre-opening phase of Mandarin
Oriental, Doha, we embarked on a partnership with Bu Saif, a local apiary company
in Qatar. Fifteen beehives have been placed throughout Qatar and it is expected that
250 kg of honey can be harvested from them for use in food and beverage recipes, orbottled and gifted to guests. To allow our guests to gain a better appreciation of theenvironment and engage further on the topic, hotels offer them the chance to visit theapiaries where they can learn about the honey production process.
On-site beekeeping is currently also practiced at our other hotels including Mandarin
Oriental, Paris, which has featured a rooftop beehive since 2012.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report36

A D V A N C I N G S U S TA I N A B I L I T Y

Supporting Local Community
in Kuala Lumpur
We are aware of the environmental impact ofoverfishing and environmentally destructive
fishing methods. For example, Mandarin Oriental,
Kuala Lumpur purchases ASC/MSC-certified
high-quality fish from a local fish farm. We
arranged a visit to their aquaculture farm, Aqua
Ceria in Selangor, to help colleagues to embrace
responsible procurement and the concept ofsustainable fish farming. The floating cage farmcomprises of 720 cages of fish including Tiger
Grouper, Green Grouper, Giant Grouper (AsianCod), Red Snapper and Barramundi (Asian
Seabass). To help promote this sustainable
practice, we worked together with local media toshoot a video, one we shared within the Groupand also externally with our stakeholders.

Sustainable Seafood in Action
The ban on shark’s fin across all of our operations and restaurants has been in place since 2012, a criticalchange that also supported our journey towards sustainable seafood. The move reinforced the realisation that
preserving marine biodiversity doesn’t mean sacrificing economic returns, and that guests aware of the negativeenvironmental impacts created by non-sustainable fisheries support our stance.
The Group is further driven to do better by the dire state of our fisheries. As a result, we have initiated asustainable seafood review to identify any seafood in our inventory with higher conservation status—for example
those species well-recognised as overfished or caught via environmentally-destructive fishing methods—to allow
us to upgrade and standardise responsible procurement guidelines across our operations. With these guidelines inplace, we can work more closely with our suppliers on sustainable seafood.
Mandarin Oriental, Geneva increased its commitment to sustainable local fish by making local perch available onits menu only when in season, in alignment with local policies to prevent overfishing. Mandarin Oriental Pudong,Shanghai identified a new sustainable seafood supplier from New Zealand for its salmon. Across the Group, we
also try to minimise use of near threatened yellowfin tuna from our menus.
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

Instead of relying on shipping cocoa from abroad,which may mean premium charges and higher
carbon emissions, the Pastry Chef of Mandarin
Oriental, Kuala Lumpur explored alternatives andengaged their local cocoa farm. We audited theentire production process to make sure that thecocoa is high quality and ethically produced.
The key lesson learnt was that sustainability
certifications may be too expensive for small
vendors and that there are other ways to audit
vendors. Currently, 20 kg of local cocoa ispurchased every month.

Watch a video (accessible via
QR Code) about sustainable fish
farming practices supported by
Mandarin Oriental, Kuala Lumpur.

37

Championing Community

As a leader in luxury hospitality, Mandarin Oriental encourages
colleagues at each hotel to discover impactful ways to interact with
their communities, through meaningful outreach programmes and nonprofit partnerships with local organisations. We strongly believe that
acting with responsibility involves not just behaviours within the hotels
or engineering best practice, but also in making a difference to thecommunities where we operate. As such, we participate in charitablecauses ranging from the preservation of cultural heritage and poverty
eradication to food security and quality education.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report38

CHAMPIONING COMMUNITY

Goals and Commitments
To positively impact our local communities
and celebrate our cultural heritage

Practices
We allocate our time, talent and resources
to projects that enhance the well-being of
the communities in which we operate thoughprojects that aid and empower those in need

Future Directions
Further inspire our colleagues to drive
positive change and continue to monitor our
progress through the use of impact metrics  

ActorsStanley Tucci andChristoph Waltz;
Golf pro Adam Scott“I’m a Fan”
Since 2000, Mandarin Oriental’s award-winninginternational advertising campaign “He’s a Fan/
She’s a Fan”, has been much more than a sales
vehicle. The campaign is celebrated for its styleand simplicity by elegantly connecting our wellrecognised symbol—the fan—with internationalcelebrities who regularly stay at the Group’s hotels.
More importantly, however, none of our fans arepaid, but rather thanked for their participation
through a donation to the charity of their choice.
A wide range of impactful and worthwhile causes
have been supported and to date Mandarin
Oriental has donated more than half a million US
dollars to local and international charities.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report39

CHAMPIONING COMMUNITY

Mandarin Oriental
Hyde Park, London
Mandarin Oriental,
Guangzhou

Cultural Heritage
Mandarin Oriental’s widely-recognised 11-blade fanlogo is a profoundly meaningful symbol of the Group’s
oriental culture. In addition to our trademark logo, all
Mandarin Oriental hotels have their own hallmark fan
to represent the unique heritage of their property.
Each fan is therefore sensitively linked to the place
where it resides, leading to a visual representation of
the cultural soul of each location.

Mandarin Oriental,
Washington DC

Mandarin Oriental,
Milan

Mandarin Oriental, Canouan’s
Signature FanThis distinctive fan was created in Europe in thelate 19th century and represents the natural beautyof Mandarin Oriental, Canouan. The pink flowers
pay homage to the resort’s signature colour,
while the turquoise floral stems and sequined
embellishments honour the aquamarine waters andshimmering seas that surround the idyllic property.

Mandarin Oriental,
CanouanM a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report40

CHAMPIONING COMMUNITY

Mandarin Oriental Fellowship with the
Asian Cultural Council
The Asian Cultural Council (ACC) is committed tostrengthening international respect and understanding
through transformative cultural exchange. Founded in
1963, the non-profit works to provide grants to artists,
scholars and organisations from the United States andAsia. Mandarin Oriental Hotel Group partnered with
the ACC in 2007, establishing a dedicated fellowship
programme to preserve the arts, cultures, and traditionsof indigenous Asia. Since 2007, The ACC Mandarin
Oriental Arts Fellowship has supported twelve awardees
to pursue research and find new creative inspiration
through travel and exploration.
In 2018, the Mandarin Oriental Fellowship was awarded
to one of Cambodia’s leading curators of contemporaryart, Reaksmey Yean. The Fellowship grant provided
support for Yean to pursue his M.A. in Asian Art
Histories at LASALLE College in Singapore. From
engaging with different curatorial styles at local exhibits
to travelling across Southeast Asia and being movedby the art he has spent his career studying, Yean has
deepened his academic foundations as a curator.

“There are many people andinstitutions that madethis a reality, particularly
Mandarin Oriental
and ACC. I am honoured
to have had this opportunity
to further my education andsharpen my knowledge”.
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

It represents an exciting moment in Mr. Yean’s life as thisis his first university degree and marks the beginning of a
new chapter and set of possibilities. He remarked “There
are many people and institutions that made this a reality,
particularly Mandarin Oriental and ACC. I am honoured
to have had this opportunity to further my educationand sharpen my knowledge.” As an arts administrator,translator for visiting scholars, journalist, film production
assistant and curator, Yean has grown to become aleader in Cambodia’s expanding art scene.

41

CHAMPIONING COMMUNITY

Supporting Children, the Disabled and the Elderly
Rather than mandating one charity for the Group, we look to our colleagues at the hotel level to determine which organisations that they would like to support. Although thecharities vary from city to city, throughout our global portfolio we have seen a concerted effort to assist children, the elderly and the disabled.       

Ma

nda

Ma

Ma
nda

nda

rin

Orie

nta

l, Ja

kar

ta

rin

Orie

nta

l, M

rin

Orie

aca

u

nta

l, G

uan

gzh

ou

Ma

nda

Ma

nda

Ma

nda

rin

Orie

rin

Orie

nta

l, S

rin

Orie

nta

l, Ta

ipe

i

any

a

nta

l, W
ash

ing

ton

Baan Nokkamin Foundation and
Mandarin Oriental

DC

Mandarin Oriental, Jakarta provided free dental

Mandarin Oriental, Sanya volunteered with

consultation and examinations for 100 kids at the AlBadar elementary school in Menteng, Central Jakarta.
This initiative was in partnership with Mayapada Clinic
and Pepsodent, a leading dental product company.

Bright Connection to help children with cerebral
palsy, autism and impaired hearing. The hotel hosted
concerts, dinners and painting classes to support
the organisation, while colleagues also sent thechildren cards and gifts.

Mandarin Oriental, Washington held multiple
fundraisers throughout the year raising a total of
US $45,692 to benefit DC S.T.O.R.M. (Students Taught
Organization and Respect through Mentoring),
a local non-profit that provides mentoring to inner-city
middle school preteens.  
Mandarin Oriental, Macau participated in“Best Buddies Macau”, an initiative that fosters aglobal volunteer movement to create employment andleadership opportunities for people with intellectual anddevelopmental disabilities (IDD). From blood donations
to karaoke nights, colleagues hosted and participatedin a range of events to support the worthwhile cause.
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

Our colleagues at Mandarin Oriental,
Guangzhou hosted a fun birthday party at a
local nursing home for senior citizens born in June,
complete with birthday cake. Chinese New Year isa time to spread joy and come together so hotelcolleagues at Mandarin Oriental, Taipei
visited Haorun Senior Citizens’ Home and celebrated
with the elderly community by offering holiday
delicacies. The non-profit is run by the Department
of Social Welfare of Taipei City and is one of the very
few public organisations providing nursing services
to homeless elders.

Following the Group’s 2015 Global Food andBeverage Conference at Mandarin Oriental,
Bangkok, the Food & Beverage division
aimed to leave a lasting social imprint and has
therefore continued the relationship forged withthe children of a local orphanage, the Baan
Nokkamin Foundation. All hotels collectively
agreed to fundraise a minimum of US $500 eachper year for the orphanage until the next Food &Beverage conference. Each year hotel colleagues
are updated on the Foundation’s progress
and the impact of their collaborative efforts.  
Donations have now expanded to include newGroup properties and residences and to datealmost US $80,000 has been raised to support
education and tuition fees, school supplies andextracurricular sports for more than 300 children.
The group is on track to surpass its commitment
to raise US $100,000 over four years.

42

CHAMPIONING COMMUNITY

Supporting Wildlife and Saving Animals
Mandarin Oriental, Miami
Mandarin Oriental, Miami, have identified another innovative way to reuse vegetable scraps, namely bysending them to Everglades Outpost Wildlife Refuge. This programme was originally initiated by a hotelcolleague who used to separate the vegetable scraps by herself every day before sending them over to theEverglades Outpost. Her passion in rescuing surplus food, as well as her love of wild animals, subsequently
inspired others to help out. As a result, by the last quarter of 2018, her food-saving efforts had become
a hotel-wide initiative. Weekly leftover food is now donated to Everglades Outpost Wildlife Refuge, whereturtles, monkeys and other wildlife can feast to their hearts’ content. Apart from donating food, staff
volunteers from Mandarin Oriental, Miami have also visited the Wildlife Refuge Centre and helped out withdaily tasks like cleaning cages, weeding and feeding the animals.
As for any leftover food that is no longer edible, Miami colleagues separate this for on-site composting via an
ORCA biodigester.

Mandarin Oriental, Washington DC
supports Paws of Southwest, a local neighbourhood
non-profit that helps rescue dogs and save dog
parks. In 2018, for every Chinese New Year “Pets× MO” room package that was sold, they donated
US $10 and 10% of all pet fees to the organisation,
totalling approximately US $500.

Colleagues at Mandarin Oriental,
Guangzhou visited a local animal shelter that

Mandarin Oriental, Miami sourcing food for the Wildlife Refuge.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

rescues dogs and provides them with medicalcare and a safe home. Colleagues cleaned the
shelter, played with the dogs and fed themsome of the hotel’s pet-friendly cakes as a
special treat.

43

CHAMPIONING COMMUNITY

Addressing Global Hunger

MILAN

NEW YORKMIAMI
To celebrate Thanksgiving,
Mandarin Oriental, Miami
collected canned food for
Lotus House, a local women’sand children’s shelter.
Colleagues also donatedgoods and helped prepare
dinner for their community.

For six years,
Mandarin Oriental, New Yorkhas taken part in a numberof mobile markets and heldinternal fundraising eventsin support of City Harvest, a
non-profit that has provided
food rescue, distribution andeducation in the city since1982. General Manager
Susanne Hatje said that the
selection of this charity was a“team effort” as colleagues felt
a responsibility to give backto the communities in which
they live. In 2018, New York
colleagues logged more than
250 volunteer hours and raisedalmost US $18,000 thanks to
Mandarin Oriental’s
Fantastic Match grant.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

Along with his team, theExecutive chef ofMandarin Oriental, Milan,
Antonio Guida volunteered
as the guest chef at several
philanthropic events raisinga total of US $34,000 in
2018. Together, the hotel
and Chef Guida supported
many local causes, such as
the Azione Contro ‘la Fame’organisation helping toprevent child malnutrition.

BANGKOK

Mandarin Oriental, Bangkok
supported Wat Suwan Schooland Haroon mosque on
Thailand’s National Children’sday, with colleagues working
hard to provide healthy
meals for the children.

PARIS

Mandarin Oriental, Paris
supported two charities
working to feed the homelessduring the cold wintermonths. Colleagues helped
prepare meals for Banque
Alimentaire and Soupe Saint
Eusatche, local non-profits
who distribute meals daily. To
further support the charities,
the hotel also made significant
monetary donations.

HONG KONGKUALA LUMPUR

Colleagues at
Mandarin Oriental, Hong Kong
volunteered at Food Angel,a service that collects
leftovers from restaurants andprepares nutritious meals forunderprivileged communities.

Since 2015,
Mandarin Oriental,
Kuala Lumpur
has been supporting Reachout, a non-profit community
action group working to help
the homeless. Together in small
groups, colleagues went out onnightly runs and hand-delivered
hot meals to the homeless.
When the holiday season camearound, the hotel wanted to do
more so they added special gifts
to their deliveries to bring somefestive cheer to those in need.

44

CHAMPIONING COMMUNITY

Environmental Preservation
Mandarin Oriental, Barcelona

collected 1,050 kg of bottle caps throughout theyear. The materials were recycled in a facility and theproceeds were donated to the Seur Foundation, anon-profit working to help and protect children. The
hotel was excited to not only reduce their carbon
footprint but also support a good cause.

Mandarin Oriental,
Bangkok

contributed to various initiatives
to help the environment. These
included cleaning the Bangkok
and Chao Praya Rivers andsurrounding neighbourhoodstreets as well as donating 400
boxes of juice to the Green Roof.   

The colleagues at

Mandarin Oriental, Tokyo
believed that it was important
for them to be a true part ofthe community to deliver
authentic destination experiences
to guests. Consequently, incollaboration with neighbouringbusinesses, they participatedin multiple clean-up activities in
the Nihonbashi neighbourhood
including its historic and iconic
bridge. Everyone worked together
to clean up the streets anddispose of the resulting waste.

During their MOve In orientation, every colleague at  

Mandarin Oriental, Sanya

volunteered to clean up two local beaches.
The hotel also created a “Keep Clean” video
to educate their colleagues on how to
be green and maintain a clean environment.

(Clockwise, from top) Mandarin Oriental, Bangkok colleagues participating in a community clean up; Mandarin Oriental, Sanya beach clean up; colleagues from Mandarin Oriental, Tokyo cleaning the Nihonbashi River.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report45

CHAMPIONING COMMUNITY

Mandarin Oriental
Hyde Park Loves London
In June of 2018, while nearing the end of an extensive renovation, a fire
broke out at Mandarin Oriental Hyde Park, London. While luckily no one
was hurt, the property was forced to close for an extended period of timefor essential repair. The hotel viewed this challenge as an opportunity, andcommitted to keeping all 600 colleagues employed during the closure.
While some transferred to other properties within the Group, the remaining
400 colleagues were able to make the most of the months leading up to thereopening through FANtastic London, a charitable programme designed to thankthe local community for their care and support during this challenging time.
In total, colleagues spent more than 40,000 hours volunteering at local
charities who support the city’s less fortunate, as well as at neighbourhood
hospitals and the London Fire Brigade.
Commenting on the initiative, General Manager Amanda Hyndman stated:“We received so much support from the community that we wanted to
thank everyone that has reached out to us since. Giving away working
hours to the city we love was a simple way to express our gratitude to all.
Our colleagues are loyal, talented and passionate individuals that want toshare our expertise but also to show that we care, and that we are evenmore united than before.”

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report46

Appendices

Mandarin Oriental, Milan

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report47

APPENDICES

Total Workforce
Total Workforce6

Male

%

Female

%

Total

%

By Region

7,084

55%

5,790

45%

12,874

Asia

4,100

54%

3,446

46%

7,546

59%

Europe

1,657

60%

1,098

40%

2,755

21%

The Americas

1,197

53%

1,051

47%

2,248

17%
3%

Corporate

130

40%

195

60%

325

By Employment Contract

7,084

55%

5,790

45%

12,874Full-time

6,689

56%

5,235

44%

11,92493%Part-time

77

29%

185

71%

262

2%
5%

Casual

318

46%

370

54%

688

By Colleague Category

7,084

55%

5,790

45%

12,874

Line Staff

4,055

54%

3,401

46%

7,456

58%

Management

2,584

57%

1,927

43%

4,511

35%

Executive

152

59%

105

41%

257

2%

Other (Casual/Trainee)

293

45%

357

55%

650

5%

By Age Group

7,084

55%

5,790

45%

12,874

Under 30

2,444

52%

2,273

48%

4,717

37%

30 to 50

3,551

57%

2,657

43%

6,208

48%

Over 50

1,089

56%

860

44%

1,949

15%

Executive Team and Board of Directors

Male

%

Female

%

Total

%

By Age Group
Under 30

-

-

-

-

-

-

30 to 50

2

100%

-

-

2

13.3%

Over 50

10

77%

3

23%

13

86.7%

Europe

9

82%

2

18%

11

73.3%

North America

2

67%

1

33%

3

20.0%

Oceania

1

100%

0

0%

1

6.7%

By Nationality

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report48

APPENDICES

Turnover
New Hires

Male%

Female%Total% of Total

Hires by Age Group

3,112

54%

2,682

46%

5,794

45.0%

Under 30

1,893

52%

1,764

48%

3,657

63.1%

30 to 50

1,099

58%

798

42%

1,897

32.7%

Over 50

120

50%

120

50%

240

4.1%

Hires by Region

3,112

54%

2,682

46%

5,794

45.0%

Asia

1,540

51%

1,460

49%

3,000

51.8%

Europe

1,161

60%

787

40%

1,948

33.6%

The Americas

387

49%

395

51%

782

13.5%

Corporate

24

38%

40

63%

64

1.1%

Total Turnover

Male

%

Female%Total% of Total

Separations by Age Group

2,626

53%

2,303

47%

4,929

Under 30

1,384

50%

1,363

50%

2,747

55.7%

30 to 50

1,055

56%

814

44%

1,869

37.9%

Over 50

187

60%

126

40%

313

6.4%

Separations by Region

2,626

53%

2,303

47%

4,929

Asia

1,365

51%

1,309

49%

2,674

Europe

908

59%

640

41%

1,548

31.4%

The Americas

327

51%

317

49%

644

13.1%

Corporate

26

41%

37

59%

63

54.3%

1.3%

Turnover Rate by Age Group

37.1%

39.8%

38.3%

Under 30

56.6%

60.0%

58.2%

30 to 50

29.7%

30.6%

30.1%

Over 50

17.2%

14.7%

16.1%

Asia

33.3%

38.0%

35.4%

Europe

54.8%

58.3%

56.2%

The Americas

27.3%

30.2%

28.6%

Corporate

20.0%

19.0%

19.4%

Turnover Rate by Region

Health & Safety Incidents
Performance Indicator

Unit

Region

2016

2017

2018

Safe, Sound & Sustainable
Audit Results% Compliance

Lost Time Incident Report

Lost Time Incidents/100 employees

Severity of incidents/100 employees

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

89.3

88.7

88.4

ALL

7.17

6.71

6.03

Asia

3.03

2.35

2.67

Europe

10.58

9.26

9.38

The Americas

17.95

20.58

15.62

ALL

25.73

24.89

27.88

Asia

18.54

17.33

20.12

Europe

46.62

48.94

41.74

The Americas

25.08

24.31

42.81
49

APPENDICES

Environmental Performance Summary7
Performance Indicator

Unit

2016

2017

2018

EnergyAbsolute Energy Consumption (Actual)

GJ

1,359,795

1,379,399

1,372,906

MMBTU

1,288,837

1,307,418

1,301,263

GJ

1,569,018

1,621,890

1,657,373

MMBTU

1,487,142

1,537,255

1,570,886

MJ/m2

1,560

1,556

1,554

MBTU/ft2

137

137

137

Scope 1percentage

30%

30%

31%

Scope 2

percentage

70%

70%

69%

tons (metric) of CO2-e

156,115

159,951

154,693

tons (US) of CO2-e

172,086

176,314

170,518

tons (metric) of CO2-e

195,907

201,974

189,869

tons (US) of CO2-e

Absolute Energy Consumption (Baseline)
Energy Intensity (Actual)

EmissionsAbsolute Emissions (Actual)
Absolute Emissions (Baseline)

215,948

222,636

209,293kg CO2-e/m2

179  

180

175

lb CO2-e/ft2

37  

37  

36

Scope 1percentage

13%

13%

14%

Scope 2

percentage

87%

87%

86%

3,155,199

3,418,169

3,567,920

834  

903

943

3,434,907

3,679,507  

3,795,548
1,003

Emissions Intensity (Actual)

Water8Absolute Water Consumption (Actual)
Absolute Water Consumption (Baseline)
Water Intensity

m3
million gallons (US)m3
million gallons (US)

908

972

litre/guest night

1,003

960

980

gallon (US)/guest night

265

254

259

Waste9Total Waste
Diverted Waste
Waste Landfill Intensity
Diversion Rate

kilograms

15,743

16,312

12,479pounds34,70735,963  

27,511kilograms

5,363

5,437  

4,749

pounds11,823

11,987

10,470kilograms/guest night

3.66

3.64

2.89

pounds/guest night

8.07

8.02

6.37

percent

34

33

38

Mandarin Oriental, Sanya, Marrakech and Bodrum 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).
Mandarin Oriental, Bodrum, Marrakech, Bangkok and London have been excluded from the waste figures due to incomplete data.
Mandarin Oriental, Canouan has been excluded from all environmental data due to inconsistent data.
Mandarin Oriental Hyde Park, London has been excluded from all environmental data in 2018 as it was partially closed.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report50

APPENDICES

Global Reporting Initiative Index
To facilitate stakeholders in understanding and benchmarking our corporate responsibility performance, our reporting follows the Global Reporting Initiative (GRI) disclosure
framework, an internationally-recognised set of indicators for economic, environmental and social aspects of business performance.
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.
These GRI guidelines help companies in selecting material content and key performance indicators. For additional information, please visit www.globalreporting.org.
Indicator

Description

Location and/or Direct Answer

I. General Disclosures
Organisational Profile
102-1

Name of the organisation

Message From The CEO (p. 5)

102-2

Activities, brands, products, and services

About The Mandarin Oriental Hotel Group (p. 4)

102-3

Location of headquarters

About The Mandarin Oriental Hotel Group (p. 4)

102-4

Location of operations

About The Mandarin Oriental Hotel Group (p. 4)

102-5

Ownership and legal forms

About The Mandarin Oriental Hotel Group (p. 4)

102-6

Markets served

About The Mandarin Oriental Hotel Group (p. 4)

102-7

Scale of the organisation

About The Mandarin Oriental Hotel Group (p.4)

102-8Information on employees and other workers

2018 Performance Tables: Total Workforce (p. 48)

102-9

Supply chain

Mandarin Oriental Hotel Group supports a large supply chain with thousands of suppliers working with our hotels 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 procures building materials, information
technology, furniture, fixtures and equipment for our hotels and residences.

102-10Significant changes to the organisation  
and its supply chain

None during the reporting period.

102-11

Precautionary Principle or approach

Our Safe, Sound and Sustainable Programme (p. 13)
Our 2020 Environmental Targets (p. 23)

102-12External initiatives

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

UN Sustainable Development Goals Support (p. 8)

51

APPENDICES

Global Reporting Initiative Index
Indicator

Description

Location and/or Direct Answer

102-13

Membership of associations

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
Mandarin Oriental also participates in the World Travel and Tourism Council (WTTC) Task Force on climate change and industry Hotel Carbon andWater Measurement Initiatives (HCMI and HCWI), led by the WTTC and International Tourism Partnership.

Strategy102-14

Statement from the most senior decision-maker about
the relevance of sustainability and organisation’s
strategy

Message from the CEO (p. 5)

102-15Key impacts, risks, and opportunities

UN Sustainable Development Goals Support (p. 8)
2018 Highlights (pp. 6–7)

102-16

Values, principles, standards, and norms of behaviour   Guiding Principles (p. 11)
Safe, Sound and Sustainable Programme (p. 13)
Legendary Quality Experiences (p. 12)
Diversity & Inclusiveness (p. 18)

102-17

Mechanisms for advice and concerns about ethics

The Group conducts its global business in a highly professional and ethical manner. Our standards are clearly 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 andregulations, and proper standards of business conduct. The Code requires all colleagues to be treated fairly, impartially and with respect, and that
all managers ensure awareness and compliance by direct reports within their organisations.

Ethics and Integrity

We maintain a whistle-blower policy and procedure 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 by which colleagues can raise, in confidence, any matters of serious concern suchas suspected non-compliance 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.  

Our CEO-chaired Sustainability Executive Advisory Panel is responsible for Mandarin Oriental’s overall sustainability strategy including theestablishment of measurable goals, developing programmes, and promoting and soliciting feedback on sustainability initiatives.
With oversight from the Group’s Risk Management Committee, enterprise risks are also assessed and reviewed annually and shared with theBoard’s Audit Committee.
(Additional information on our Board of Directors and governance structure can be found in the “Investors” section of our corporate website.)

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

52

APPENDICES

Global Reporting Initiative Index
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

Collective bargaining agreements

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

102-42

Identifying and selecting stakeholders

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

102-43

Approach to stakeholder engagement

Primary engagement methods among key stakeholder groups include:
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, Soundand Sustainable Programme- 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, Training and Local Talent Retention Organisations and Local Collectives for Recycling- 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 and Beverage Conference;
Partnerships with Local Farmers, Ranchers and Fisheries- Industry Peers and Trade Associations: Participation in World Travel and Tourism Council’s Task Force on Industry Strategies for Climate
Change and 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

102-44

Key topics and concerns raised

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

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 andMonitoring- 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

53

APPENDICES

Global Reporting Initiative Index
Indicator

Description

Location and/or Direct Answer

102-45

Entities included in the consolidated financial
statements

2018 Annual Report (“Principal Subsidiaries, Associates, Joint Ventures and Managed Hotels”, p. 69)  

102-46

Defining report content and topic boundaries  

In alignment with the framework and best practices set forth in the Global Reporting Initiative (GRI)’s guidelines, we have conducted a materiality
assessment to inform the selection of topics for our Sustainability Report.

Reporting Practice

We conducted an internal workshop facilitated by a third-party consulting firm, Greenview, where the Group Sustainability Committee evaluated aseries of sustainability topics based on the degree of the Group’s economic, social and environmental impacts (both actual and potential) and thelevel 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 thefollowing organisations:- Conservation International- International Tourism Partnership- National Geographic Traveler- United States Green Building Council- World Wildlife Fund
102-47

List of material topics

UN Sustainable Development Goals Support (p. 8)
Also, please refer to the Management Approach Disclosures in this GRI Content Index, where we have provided 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 2018.

102-51

Date of most recent report2017 Sustainability Report102-52

Reporting cycle

Annual102-53

Contact point for questions regarding the reportsustainability@mohg.com

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 ofeach 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 togoals 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 report on challenges and opportunities in abalanced manner and identify future plans.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

54

APPENDICES

Global Reporting Initiative Index
Material Aspects

GRI Indicators

Location and/or Direct Answer

II. Specific Disclosures
Management Approach Disclosures and Indicators
ECONOMIC
Economic
Performance

201

Management approach disclosure

2018 Annual Report

201-1

Management approach disclosure

2018 Annual Report (Financial Statements, pp. 28–32)

201-2

Financial implications and otherrisks and opportunities for theorganisation’s activities due toclimate change

In the World Economic Forum’s 2018 Global Risk Report, risks associated with climate change were named among the world’s top five risks interms of likelihood and potential impact10.
Changing climate patterns may cause an increased occurrence of droughts, hurricanes and typhoons, risks affecting our infrastructure, ourcolleagues in their livelihoods, our guests’ travel plans and the health of our communities.
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.

Indirect Economic
Impacts

Anti-Corruption

201-3

Coverage of the organisation’s defined
benefit plan obligations

2018 Annual Report (Pension Obligations, p. 75)

203Management approach disclosure

UN Sustainable Development Goals Support (p. 8)Championing Community (pp. 38–46)

203-1

Infrastructure investments andservices supported

2018 Highlights (pp. 6–7)
Championing Community (pp. 38–46)

204

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 UnitedStates, a third-party audit firm conducts the audits. Additionally, we conduct background checks on prospective partners.
We maintain a whistle-blower policy and procedure 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.

204-1

Communication and training on anticorruption policies and procedures

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

All General Managers and senior colleagues are expected to actively support anti-corruption policies at individual hotels and properties.
Certifications of compliance with the Code of Conduct are obtained from all hotels annually with a mid-year update.

55

APPENDICES

Global Reporting Initiative Index
Material Aspects

GRI Indicators

Location and/or Direct Answer

ENVIRONMENTAL
EnergyWater

Biodiversity

Emissions  

Effluents andWaste

Supplier
Environmental
Assessment

302

Management approach disclosure

Our 2020 Environmental Targets (p. 23)
Carbon and Energy (pp. 24–25)
Renewable Energy as an Alternative (p. 31)

302-1

Energy consumption within theorganisation2018 Performance: Carbon and Energy (p. 25)
2018 Performance Tables: Environmental Performance Summary (p. 50)

302-3

Energy intensity

2018 Performance: Carbon and Energy (p. 25)
2018 Performance Tables: Environmental Performance Summary (p. 50)

303

Management approach disclosure

Our 2020 Environmental Targets (p. 23)
Conserving Water (pp. 26–27)

301-3

Water withdrawal by source

2018 Performance: Water Consumption (p. 27)
2018 Performance Tables: Environmental Performance Summary (p. 50)

304

Management approach disclosure

Biodiversity Conscious (p. 32)
Championing Community (pp. 38–46)

304-1

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

Biodiversity Conscious (p. 32)

305

Management approach disclosure

Our 2020 Environmental Targets (p. 23)
Carbon and Energy (pp. 24–25)
Renewable Energy as an Alternative (p. 31)

305-1

Direct greenhouse gas (GHG)
emissions (Scope 1)   

2018 Performance Tables: Environmental Performance Summary (p. 50)

305-2

Energy indirect greenhouse gas (GHG)
emissions (Scope 2)  2018 Performance Tables: Environmental Performance Summary (p. 50)

305-4

Greenhouse gas (GHG) emissions
intensity

2018 Performance: Carbon and Energy (p. 25)
2018 Performance Tables: Environmental Performance Summary (p. 50)

306Management approach disclosure

Our 2020 Environmental Targets (p. 23)
Waste (pp. 28–29)

306-2

Waste by type and disposal method

2018 Performance: Waste (p. 30)
2018 Performance Tables: Environmental Performance Summary (p. 50)

308Management approach disclosure

Responsible Procurement (pp. 33–37)

308-1

New suppliers that were screenedusing environmental criteria

Responsible Procurement (pp. 33–37)

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

56

APPENDICES

Global Reporting Initiative Index
Material Aspects

GRI Indicators

Location and/or Direct Answer

SOCIAL
Employment

Occupational
Health and
SafetyTraining and
Education

401

Management approach disclosure

Diversity & Inclusiveness (p. 18)
Developing our Intelligence (p. 19)

401-1

Employee turnover2018 Performance: Colleague Engagement and Turnover (pp. 19–20)
2018 Performance Tables: Turnover (p. 49)

403

Management approach disclosure

Our Safe, Sound and Sustainable Programme (p. 13)
Mandarin Oriental Wellness Culture (pp. 14–17)

403-2

Type of injury and rates of injury,
occupational diseases, lost days, andabsenteeism, and total number ofwork-related fatalities,

2018 Safe, Sound and Sustainable Audit and Occupational Safety Results (p. 13)
2018 Performance Tables: Health & Safety Incidents (p. 49)

404

Management approach disclosure

Developing our Intelligence (pp. 19–20)
Building Sustainability Knowledge Across the Workforce (p. 20)

404-2

Programmes for upgrading employee
skills and transition assistanceprogrammes

Developing our Intelligence (pp. 19–20)
Building Sustainability Knowledge Across the Workforce (p. 20)

404-3

Percentage of employees receiving
regular performance and careerdevelopment 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 forproviding 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 their colleagues.

Diversity and
Equal
Opportunity
Human Rights
Assessment

405

Management approach disclosure

Diversity & Inclusiveness (p. 18)

405-1

Diversity of governance bodies andemployees

2018 Performance Tables: Total Workforce (p. 48)(Additional information on our Board of Directors can be found in the “Investors” section of our corporate website.)

412

Management approach disclosure

Diversity & Inclusiveness (p. 18)

412-2

Employee training on human rights
policies or procedures

Diversity & Inclusiveness (p. 18)

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

57

APPENDICES

Global Reporting Initiative Index
Material Aspects

GRI Indicators

Local
Communities

413

Management approach disclosureChampioning Community (pp. 38–46)

413-1

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

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

Supplier
SocialAssessment
Customer
Health and
SafetyCustomerPrivacy

Location and/or Direct Answer

414

Management approach disclosure

Diversity & Inclusiveness (p. 18)

414-1

New suppliers that were screenedusing labour practices criteria

Diversity & Inclusiveness (p. 18)
Responsible Procurement (p. 33–35)

416

Management approach disclosure

Safety & Security (p. 13)
Health & Wellness (pp. 14–17)

416-1

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

Safe, Sound and Sustainable Programme (p. 13)
Health & Wellness (pp. 14–17)

418

Management approach disclosure

Mandarin Oriental’s information protection practices are focused on maintaining the confidentiality, availability and integrity of guest andcolleague 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 theprivacy 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 afocus on continuous improvement, so that we can identify and appropriately mitigate our risks and potential exposures to specific threats.

418-1

Substantiated complaints regarding
breaches of customer privacy andlosses of customer data

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report

We continue to maintain and update a formal incident response plan in the event of a breach.

58

APPENDICESUN Sustainable Development Goals Index
Mandarin Oriental Hotel Group aims to align its corporate social responsibility strategies, programmes and reporting with the UN Sustainable Development Goals—a plan ofaction for sustainable development that emphasises 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 2018
Sustainability Report.

Goal

Topic

Location

Goal 2

Food

Sustainable Food (pp. 35–37)
Addressing Global Hunger (p. 44)

Goal 3

HealthHealth and Wellness (pp. 14–17)
Waste (pp. 28–30)
Supporting Children, the Disabled and the Elderly (p. 42)

Goal 4

Education

Supporting Children, the Disabled and the Elderly (p. 42)

Goal 5

Women and Girls

Diversity & Inclusiveness (p. 18)

Goal 6

Water

Conserving Water (pp. 26–27)

Goal 8Decent Work and Economic Growth

Safety & Security (p. 13)
Mandarin Oriental Wellness Culture (pp. 14–17)
Diversity & Inclusiveness (p. 18)
Developing our Intelligence (pp. 19–20)
Support to Underprivileged (p. 42)
Responsible Procurement (pp. 33–35)

Goal 10

Diverse and Inclusive Colleagues

Diversity & Inclusiveness (p. 18)

Goal 11

Sustainable Cities

Green Development (p. 31)
Cultural Heritage (p. 40)
Mandarin Oriental Fellowship with Asian Cultural Council (p. 41)

Goal 12

Responsible Consumption and Production

Waste (pp. 28–30)
Responsible Procurement (pp. 33–35)

Goal 13

Climate Change

Carbon and Energy (pp. 24–25)
Renewable Energy as an Alternative (p. 31)

Goal 14

OceansPhasing out Single-use Plastic (pp. 33–34)
Sustainable Seafood in Action (p. 37)

Goal 15

Biodiversity

Biodiversity Conscious (p. 32)
Beehives Around the Community (p. 36)
Sustainable Seafood in Action (p. 37)
Environmental Preservation (p. 45)

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report59Endnotes
1

United States Bureau of Labor Statistics “Work-related Fatalities, Injuries, and Illnesses”, 2017. www.bls.gov/iag/tgs/iag72.htm

2 cope 1 emissions are composed of emissions from direct energy sources including natural gas, diesel and propane. Scope 2 emissions are the sum of emissions fromS
indirect energy sources, including electricity generation, chilled water and heated water/steam. Due to the nature of our business, indirect emissions (Scope 2) make up thelargest component of our emissions. Electricity emission factors for properties outside the US have been obtained from the International Energy Agency. Electricity emission
factors for US properties have been based on the eGrid of the US Environmental Protection Agency (EPA). Chilled water purchased from external sources, such as district or
centralised cooling, has been converted to energy and emissions using the simplified approach for electric-driven compressor and a COP of 4.2 as defined by the California
Climate Change Registry. Steam or heating purchased from external sources such as district or centralised heating has been converted to emissions using Energy Information
Administration, Voluntary Reporting of Greenhouse Gases, Appendix N.

3

Renewable Energy Certificates (RECs) are included in the emission calculations. Annual average greenhouse gas emissions per passenger vehicle is 5.10 t CO2-e per year as
in www.epa.gov/cleanenergy/energy-resources/refs.html. Emissions from stationary combinations, such as boilers, have been based on the Greenhouse Gas Protocol Cross
Section Tools.

4

WRI Aqueduct: http://www.wri.org/our-work/project/aqueduct

5

Production, use, and fate of all plastics ever made. Science Advances. R.Geyer, J.R. Jambeck, K.L. Law. 20176

Mandarin Oriental, Atlanta and Mandarin Oriental, Las Vegas have been excluded from workforce measures due to discontinuation of management in 2018.

7

 andarin Oriental, Canouan has been excluded from all environmental data due to inconsistent data. Mandarin Oriental Hyde Park, London has been excluded from allMenvironmental data in 2018 as it was partially closed.

8 andarin Oriental, Sanya, Marrakech and Bodrum have been excluded from water intensity measures. In general, properties have been excluded if the data is distorted byM
major changes or abnormally high values (where, for example, irrigation is included).

9

Mandarin Oriental, Bodrum, Marrakech, Bangkok and Hyde Park, London have been excluded from the waste figures due to incomplete data.

10 World Economic Forum “Global Risks 2018” 13th Edition, 2018. https://www.weforum.org/reports/the-global-risks-report-2018

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 8 S ustaina bility Report60