SUSTAINABILITYREPORT 2O21

TABLE OF
CONTENTSINTRODUCTION

1

NATURALLY BETTER FOR GUESTS

32

About this Report

2

Health, Safety and Security

33

Message from the CEO

3

Holistic Wellness

35

Corporate Profile

5

Guest Satisfaction and Sustainability

37

Performance Highlights

6

NATURALLY BETTER FOR COLLEAGUES39

SUSTAINABILITY APPROACH

10

Human Rights and Inclusiveness40

Naturally Better

11

Health, Safety and Well-being

43

Sustainability Governance12

Training and Development

44

Stakeholder Engagement

14

Elevating the Colleague Experience45

NATURALLY BETTER FOR THE PLANET

15

Champions of Sustainability

47

Environmental Stewardship

16

NATURALLY BETTER FOR THE COMMUNITIES

48

Carbon and Energy

17

Our Collective Impact

49

Water

20

Culture and Heritage

57

Waste

22

APPENDICES

59

Green Development

25

Single-use Plastic Elimination

27

Performance Data

60

Responsible Procurement

28

Global Reporting Initiative Index

64

Modern Slavery Statement 2021

73

INTRODUCTION

Introduction

ABOUT THIS REPORTThis is Mandarin Oriental Hotel Group (‘MOHG’ orthe ‘Group’)’s eleventh Sustainability Report covering
the 2021 calendar year, January 1st to December 31st.
This Report covers MOHG’s operations, including
owned and managed hotels, resorts and residencesin key destinations around the world. In the interestof continual improvement and greater transparency,
the progress of sustainability initiatives has also beenmonitored and reviewed. To enhance the comparabilityof data, only those hotels with complete full-year data
are included in the performance summary and analysis.
The information presented in this report makes
references to the Global Reporting Initiative (‘GRI’)
Standards: Core option. Key material sustainability
issues were identified through different stakeholder
engagement exercises and are discussed inforthcoming sections. As a supporter of the United
Nations Sustainable Development Goals (‘UN SDGs’),
this Report demonstrates our commitment to themthrough our various sustainability initiatives.

Mandarin Oriental Hotel Group   Sustainability Report 2021

2

Introduction

3

MESSAGE FROM THE CEO

Mandarin Oriental embarked on our sustainability
journey in 2007, starting with a focus on improving
our environmental footprint across operations.
This was the same year the Intergovernmental Panelon Climate Change (‘IPCC’) declared that warming of
the climate system was unequivocal and very likely
driven by human activities. The impacts of climatechange and other environmental issues may nothave been as well established and understoodback then as they are now, but it did not stop us
from taking the first steps toward improving thesustainability of our business. This initial focus on
resource efficiency was both in line with our core
Guiding Principle of ‘Acting with Responsibility’ anda pragmatic move that benefits our bottom line.
Our experience in advancing environmental
sustainability over the past decades has positioned
us well as one of the pioneers in sustainable luxury
hospitality. In the face of mounting global societal,
economic and environmental risks, we believe
sustainability is central to enduring success andresilience. We have thus been actively expanding
our sustainability programme to encompass a goodbalance of environmental, social and governancecomponents and deepening our commitments
and goals.

Mandarin Oriental Hotel Group   Sustainability Report 2021

In 2021, we renewed our sustainability strategy
with three main areas of focus. First, we identified
ways to improve the robustness of our governancestructure and processes. Second, we evaluatedopportunities to expand our programme, commitments,
and goals in alignment with the Group’s Naturally
Better pillars of Planet, Guests, Colleagues andCommunities and the UN Sustainability Development
Goals (‘SDGs’). Third, we sought improvements
in our approach of engaging and empoweringcolleagues to drive sustainability action in theirrespective areas of work.
The Group has also set new 2030 Environmental
Targets to replace our 2020 Environmental Targets
that have ended. Our past approach of setting
a common target for all hotels is now replaced
by a new paradigm. We aim to achieve the best
possible environmental performance across allof our hotels by setting differentiated targets thatconsider the unique circumstances and priorities
of every hotel and its location. To achieve thesetargets, every hotel will implement at least one
efficiency initiative which contribute to measurable
improvements toward their identified area of priority
each year.

Introduction

4

MESSAGE FROM THE CEO

In the past year, we have continued to push ahead
across our various sustainability goals and commitments
despite the ongoing impact of the COVID-19 pandemic,
and I am proud to share the remarkable success wehave achieved through collective action. We had set
an ambitious goal of single-use plastic elimination by
March 2021 before we realised that COVID-19 wasgoing to hit. We fell short of our original goal but are
still pushing through our commitment and aim to haveeliminated 99 % of single-use plastic by the end of 2022.
Fulfilling this commitment would mean an avoidanceof over 921 metric tons, or the equivalent of over 60
garbage truckloads, of plastic waste each year. Some of
the continuing challenges we face include the hygiene
mandates of local authorities, guest perception of
single-use plastic products as a safer choice and the
difficulty in addressing a myriad of plastic packaging
from suppliers. In response to these challenges, we havecommunicated our rigorous cleaning and sanitisation
procedures with local authorities and guests, andcollaborated with suppliers to identify solutions. Our
plastic footprint may make up a small portion of the
global plastic footprint but we are determined to inspireand drive further industry efforts.
Our efforts in responsible procurement started in 2012,
when we had been among the first luxury hospitality
organisations to ban shark’s fin from its global menus.
We have since expanded our responsible food andMandarin Oriental Hotel Group   Sustainability Report 2021

beverage commitments to cover our key priority
categories of seafood, coffee, tea, vanilla, cocoa andcage-free eggs. Our procurement colleagues seek
to ensure that properties operate in accordancewith our responsible procurement standards andcommunicate them to our suppliers. By the end of2022, we aim to stop serving endangered seafood
species as identified by the WWF and achieve 100 %responsibly sourced coffee, tea, vanilla and cocoa.
To ensure that our progress is measured and reported
in a transparent and robust manner, each hotel’s
responsible procurement status will be verified byan internationally recognised third-party assessor,
Lloyd’s Register Quality Assurance (‘LRQA’).
Beyond food and beverage, we have beenrethinking our needs for printed materials andintroducing new digital processes to cut unnecessary
paper use. Where paper use is still required, weseek to procure paper from certified responsible
origins. Guests can expect to see us strengthen
our responsible procurement commitments as we
continue to advance on this journey.
Our people are the driving force behind Mandarin
Oriental. As a global hospitality employer, we seek
to promote equal employment opportunities andfoster a culture of inclusivity and empowerment,
where colleagues of different backgrounds are

comfortable in being themselves and expressing
their ideas. The Group is also actively focused on
gender diversity and has been consistently improving
our performance in this area. As of July 2021, nearlya quarter of colleagues at the CEO level or the level
below are female, 39 % of our management are
women, and 56 % of the latest intake of graduate
trainees are women.
The Group encourages and empowers colleagues
at each hotel to discover impactful ways to interact
with their communities. From disaster relief efforts
in the Saint Vincent, to the support of enterprisingmothers in Kuala Lumpur, and the rescue of
endangered loggerhead sea turtle hatchlings in
Bodrum, we contributed a total of US$450,000
and 3,000 hours to causes close to the hearts ofour colleagues in 2021.
By staying true to our guiding principles – delivering
service excellence to our guests, supporting thedevelopment of our colleagues, serving thecommunities where we operate and acting withresponsibility for our planet – I am confident that
we will emerge better than before in 2022.

James Riley
Group Chief Executive

Introduction

5

CORPORATE PROFILE
Mandarin Oriental’s acclaimed collection of luxury hotels are located in the world’s most prestigious destinations.
Our vision is to pursue A World of Fans. Through this vision, we are extending our commitment to hospitality excellence
to all the contacts and connections we make across the world. Wherever you travel, Mandarin Oriental welcomes you
with 21st-century luxury that is steeped in the values of the Orient.

ASIA-PACIFIC

2021 Global Workforce

Bangkok ♦ Beijing ♦ Guangzhou
Hong Kong ♦ Jakarta ♦ Kuala Lumpur
Macau ♦ Sanya ♦ Shanghai ♦ Shenzhen
Singapore ♦ Taipei ♦ Tokyo

GenderFemaleMale

40.1  %
59.9 %EUROPE, MIDDLE EAST & AFRICA
Abu Dhabi ♦ Barcelona ♦ Bodrum ♦ Doha
Dubai ♦ Geneva ♦ Istanbul ♦ Lake Como
London ♦ Madrid ♦ Marrakech ♦ Milan
Munich ♦ Paris ♦ Prague ♦ Riyadh

AMERICA
Boston ♦ Canouan ♦ Miami ♦ New York

Age
Under 3030.5 %

30 to 5053.5 %

Over 50

16 %Santiago ♦ Washington DC

36

7

24

8,320

11,904

HotelsResidences

Countries/
Territories

Rooms

Colleagues

Mandarin Oriental Hotel Group   Sustainability Report 2021

Employment
Contract
Full-timePart-time
Casual96.6 %
1.6 %
1.7  %

Introduction

6

PERFORMANCE HIGHLIGHTS
For the Planet

Mandarin Oriental seeks to maximise social and economic benefits for the communities where
we operate, responsibly manage our environmental impact and fulfil our social commitments within
our operations and across our supply chains. We have been steadily expanding our sustainability
commitments and have remained steadfast in pursuing them even as challenges were faced under
COVID-19. Below are some of our highlights for 2021.

GOALS

2021 ACHIEVEMENTS1

By 2030:• Reduce energy intensity by 30 %• Reduce carbon intensity by 50 %• Achieve at least 15 % renewable energy use• 31 % energy intensity reduction against 2012 baseline• 30 % carbon intensity reduction against 2012 baseline• 3 % of total energy use is from certified renewable sources

ENERGY AND CARBON

WATER
By 2030, reduce water intensity by 40 %• 17 % water intensity reduction against 2012 baseline• 100 % of hotels offer a Green Linen Programme, where linens are changed
every third day by default unless the guest has other preferences

By 2030, reduce waste intensity by 50 %• 51 % waste intensity reduction against 2012 baseline

By 2022, 100 % of hotels to implement at least
one environmental project with measurable
energy, carbon, water or waste performance
improvements• 15 % of hotels generate on-site renewable energy• 71 % of hotels promote use of electric cars by offering charging stations• More than 20 % of hotels have installed food waste digesters

By 2022, eliminate 99 % of single-use plastics• Addressed challenges including delays in plastic stock depletion• Encouraged suppliers to reduce plastic packaging and switch to reusable alternatives

By 2022, offer 100 % responsibly sourced
coffee, tea, vanilla and cocoa• 90 % responsibly sourced coffee• 90 % responsible sourced tea• 94 % responsible sourced cocoa• 83 % responsible sourced vanilla

WASTE

ENVIRONMENTAL PROJECTSINGLE-USE PLASTICRESPONSIBLE PROCUREMENT

1

We exceeded some of our 2030 Environmental Targets due to reduced business levels in 2021, given the impact of COVID-19. We recognise that this is not representative of an average business year and beyond 2021, we will continue to strive for greater resource use efficiency and use of renewables.

Mandarin Oriental Hotel Group   Sustainability Report 2021

Introduction

7

PERFORMANCE HIGHLIGHTS

For the Planet Continued

GOALS

2021 ACHIEVEMENTS1

By 2022, use 100 % sustainably certified
paper• 87 % sustainably certified paper (office paper and guest rooms)

By 2022, stop serving MOHG Avoid List ofendangered seafood species2 and increase
sourcing of sustainably certified seafood• Expansion of MOHG Avoid List of endangered seafood species to align with WWF’s
Endangered Species Guide• 40 % of seafood are certified sustainable with eco-labels recognised by the Global
Sustainable Seafood Initiative (e.g. Marine Stewardship Council (‘MSC’) and Aquaculture
Stewardship Council (‘ASC’) )By 2023, offer 100 % cage-free eggs2• Sourcing of cage-free eggs (both shell and liquid) is in progress across our hotels

Maintain world-class health, safety
and security standards• 100 % of hotels are verified to the strict health and hygiene standards of our‘We Care’ programme• 100 % of hotels are audited against our Safe and Sound programme• Improved Group average score for Safe and Sound audit by one percentage point to 93 %Engage guests in sustainability• Grew our Legendary Quality Experiences (‘LQEs’), with four new Sustainability-related
brand standards• Achieved a guest satisfaction rate of 88 % for MOHG’s sustainability programme• Introduced new sustainability webpages to inform guests of every hotel’ssustainable offerings

Promote colleague health, safety
and well-being• Introduced Mental Health First Aiders• Ongoing implementation of ‘We Care’ programme of enhanced health and safety protocols
across all hotels• 100 % of hotels organised a wide range of colleague wellness activities including Global
Wellness Day and Colleague Wellness Week to promote physical and mental well-being

RESPONSIBLE PROCUREMENT Continued

For Guests
HEALTH, SAFETY & SECURITY

GUEST SATISFACTION & SUSTAINABILITYFor Colleagues
HEALTH, SAFETY & WELL-BEING

1

We exceeded some of our 2030 Environmental Targets due to reduced business levels in 2021, given the impact of COVID-19. We recognise that this is not representative of an average business year and beyond 2021, we will continue to strive for greater resource use efficiency and use of renewables.

2 Goal is applicable across all Mandarin Oriental operated food & beverage operations.

Mandarin Oriental Hotel Group   Sustainability Report 2021

Introduction

8

PERFORMANCE HIGHLIGHTSFor Colleagues Continued

GOALS

2021 ACHIEVEMENTS

Support colleague learning of
relevant sustainability issues• Sustainability e-learning rolled out to 100 % of colleagues• Mandatory training conducted on Data Security and Code of Conduct, which includeanti-harassment and whistleblowing policy

Embed diversity and inclusion in
our culture• Nearly a quarter of colleagues at the CEO level or the level below are female• 39 % of our management are women• 56 % of the latest intake of graduate trainees are women

100 % of hotels to implement at least
one social project with measurablesocial impacts• 153 social impact initiatives conducted by colleagues• Over US$450,0003 donated through concerted efforts from colleagues and the
Mandarin Oriental Foundation• Over 3,000 volunteer hours dedicated by colleagues• Over 700 kg of durable goods (such as clothes and hotel crockery) donated• Over 10,000 kg of food and beverages donated• Over 600 kg of soap donatedDouble benefit to US-based charities
supported by hotels through fundmatching programme, FANtastic Match• FANtastic Match bonus contribution of US$64,000 from the Mandarin Oriental Foundation• Benefitted four charities – Serve Your City, City Harvest, Voices for the Children andFranciscan Children’s

Promote cultural preservation by
maintaining strong financial support
for the Asia Cultural Council (‘ACC’)• 16th anniversary of support for ACC – Mandarin Oriental Fellowship 2021 was awarded
to Wu Jian’an, a celebrated artist who extends the traditional Chinese medium of paper
cut into contemporary art

LEARNING & DEVELOPMENT

DIVERSITY & INCLUSION

For the Communities
SOCIAL IMPACTCULTURE

3 Inclusive of FANtastic Match bonus contribution of US$64,000.

Mandarin Oriental Hotel Group   Sustainability Report 2021

Introduction

9

PERFORMANCE HIGHLIGHTS — HIGHLIGHTED SELECTION OF AWARDS AND RECOGNITION

ForbesEmirates Palace,
Abu Dhabi
recognised by
Condé Nast
Traveler’s Middle
East – Gold List as
the Best Hotel in
the Middle East

14 Five-Star Spas &8 Four-Star Spas

MICHELIN Green Star
awarded to Amber, The
Landmark Mandarin
Oriental, Hong Kongfor its dedication tosustainable gastronomy

MICHELIN
7 one MICHELIN-starred restaurants
8 two MICHELIN-starred restaurants &1 three MICHELIN-starred restaurant
Mandarin Oriental,
Tokyo recognised by
Condé Nast Traveler’s
UK – Gold List as theBest Hotel in Japan
Mandarin Oriental Hotel Group   Sustainability Report 2021

Our vision is toembed sustainability
within the culture of
Mandarin Oriental andprovide colleagues withthe processes, tools andgovernance structure
to drive sustainability
impact for the planet,
for communities andfor you.

SUSTAINABILITY
APPROACH

11

Sustainability Approach

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ag

Mandarin Oriental is on a journey to make things
Naturally Better for the planet, for communities, andfor our guests and colleagues. In 2021, we renewed
our sustainability strategy and took the opportunity
to enhance and expand our sustainability
programme, commitments, and goals.

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Learning from past experience, we identified threemain focus areas in our renewed strategy: toenhance group sustainability governance; to drive
sustainability commitments that align with our four
Naturally Better pillars and the UN Sustainability
Development Goals (‘SDGs’); and to set goals thatare tailored to the Group and each property for
greater success and impact.

anetMandarin Oriental Hotel Group   Sustainability Report 2021

12

Sustainability Approach

SUSTAINABILITY
GOVERNANCE

Executive Advisory PanelAt the end of 2021, we introduced Group-wide
dedicated sustainability roles to oversee theincreasing needs of internal coordination andperformance verification as we expand oursustainability commitments and goals. Oursustainability governance structure contains fivetiers, comprising seven groups, namely the
Executive Advisory Panel, Sustainability Office(effective 2022), Sustainability Leadership Council,
Diversity & Inclusion Council, Task Forces,
Working Groups and Sustainability Champions
and Committees. This structure enables us tocollaborate effectively and harness synergies
across the Group.

Diversity & Inclusion(‘D&I’) Council
Comprising Group andproperty-level colleagues,
it focuses on enhancing
employee engagement anddriving D&I-relevant
performance.

Chaired by our CEO, it defines key priorities for the Group andprovides both resources and mechanisms for accountability.
It meets at least once every quarter.

Sustainability Office (effective 2022)
Comprising the Group Director of Sustainability and Director of
Sustainability – Global Development, it bolsters efficiency in internal
coordination and strengthens mechanisms for verifying compliance andsupporting sustainability improvements across the properties.

Sustainability Leadership Council

Task Forces

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

Comprising Group andproperty-level colleagues
across various departments
to solve specific challenges,
gaps, and risks that aretransversal. They cometogether for a finite period oftime to collaborate, solve andimplement solutions.

Working Groups
Comprising Group and property-level colleagues, they address
specific sustainability topics and can either be permanent or
temporary as needed.

Sustainability Champions & Committees
Comprising colleagues who are passionate about sustainability,
a Committee has been established at every property. They advancethe Group’s sustainability commitments by leveraging Group-wide
sustainability programme resources and then identifying innovation
initiatives that are specific to their location.

Mandarin Oriental Hotel Group   Sustainability Report 2021

13

Sustainability Approach

SUSTAINABILITY GOVERNANCE — OUR WORKING GROUPS AND FOCUS AREAS IN 2021

Diversity &Inclusion Council

Environmental
ImpactFood & Beverage(‘F&B’) Impact

Support cultural shift that proactively
encourages D&I through leadershipcommitment and accountability,
Group-wide awareness andengagement activities

Develop Group and property-level
energy, carbon, water and waste
inventory management plans, which
serve as the basis for establishing2030 Environmental Targets

Eliminate single-use plastic andidentify responsible procurement
and waste management opportunities
in F&BGreen
Development

Green SpasHotel Sustainability
Committee Support

Develop and roll out internal guidanceon integrating sustainability acrossproperty development, design, andpre-opening phases

Marketing &Communications
Strengthen internal sustainability
communication processes anddevelop creative resources forexternal communication with guests

Mandarin Oriental Hotel Group   Sustainability Report 2021

Engage guests and wider community
in health and wellness activities, go
paperless with digital innovations andcontinue to eliminate single-use plastic
and identify responsible procurement
opportunities in Spas

Facilitate learning and exchange of bestpractices across properties and fromexternal experts, and develop colleague
recognition programme for stellar
sustainability performance

Residences

Rooms & Quality

Develop best practice manual andcollaterals to facilitate sustainability bestpractice sharing across Residences andidentify ways to become a sustainability
resource for residents

Introduce new sustainability Legendary
Quality Experiences (‘LQE’), go
paperless with digital innovations
and continue to eliminate single-use
plastic and identify responsible
procurement opportunities inRooms & Quality

14

Sustainability Approach

STAKEHOLDER ENGAGEMENT
Mandarin Oriental serves a diverse group of stakeholders. Effective engagement with our stakeholders
is crucial to understanding their viewpoints so that we can better align our business with their goals.
We actively engage both internal and external stakeholders through avenues including:

GuestsLocal Communities

Guest satisfaction surveys, solicitationof direct and targeted feedback to
inform quality programmes

Participation in local hotel associations,chambers of commerce, businessdevelopment councils, community
benefit organisations, local heritage
preservation initiatives, local talentretention and training organisations
and local recycling organisations

Colleagues

Shareholders

NGOs and Outside Advisors

Colleague engagement surveys, careerdevelopment plans and performance
reviews, hotel sustainability committees,safe and sound programme, training

Ongoing and routine discussions
with our controlling shareholder
Jardine Matheson Group on financial
performance, risk management andother current issues; financial andsustainability reporting; shareholder
feedback mechanisms

Interviews and panel discussions
on opportunities to improve sustainability
programmes and reports

Owners and Developers

Vendors, Suppliers
and Contractors

Close partnerships and regularcommunications throughout design,development, construction andmanagement of properties

Mandarin Oriental Hotel Group   Sustainability Report 2021

Supplier meetings to discuss sustainablesourcing opportunities; F&B conference;
partnerships with local farmers, ranchersand fisheries

Industry Peers andTrade Associations
Participation in industry hotel carbon
and water measurement initiatives;
monitoring and evaluating industry
corporate responsibility initiatives

We conduct materiality assessments
periodically and plan to re-examine ourmaterial issues in 2022. This process will
be conducted via a thorough stakeholder
engagement exercise, in alignment withguidance from GRI. We seek to identify
environmental, social and governanceissues that are material to the Groupand the wider travel and tourism industry,
analyse associated impacts, risks andopportunities, as well as the level ofstakeholder concern for each issue.

Naturally Betterfor the Planet
Our experience in advancing environmental
sustainability over the past decades has
positioned us well as one of the pioneers
in sustainable luxury hospitality. We areestablishing a new paradigm that recognises
the unique circumstances and priorities
of every property as we work toward our2030 Environmental Targets.

16

Naturally Better for the Planet

ENVIRONMENTAL
STEWARDSHIPIn 2007, the Intergovernmental Panel on Climate Change(‘IPCC’) drew the conclusion that there was no doubt that
global warming was happening and that human activities
were very likely to be driving climate change. This was a
wake-up call for governments, businesses and societies
globally. Guided by our principle of ‘Acting with Responsibility’,
Mandarin Oriental started taking steps to reduce ourenvironmental footprint. We believe that what getsmeasured, gets managed. In the same year, we started
tracking our energy, carbon, water and waste footprint.
This measurement process, along with the conduct ofaudits, allowed us to identify significant opportunities toreduce our operational footprint. Improved resource
efficiency also contributes to better bottom lines.
Our efforts in past years have paid off as we have madegood progress against our 2020 Environmental Targets.
With the passing of our 2020 targets, we are now
establishing a new paradigm to push for greater progressin environmental stewardship towards 2030. We used to
set common targets for all properties, but this approach
ignores the individual property’s unique circumstancesand priorities. Now, we set property-specific targets. Every
property is unique – for example, water risks are notdistributed evenly across the world, electric utilities run on
different types of energy sources and on-site equipment

The Group’s 2030
Environmental Targets1(driven by property-specific targets)efficiency also varies. By implementing a tailored approach,we prioritise what is most important for each property.
An annual inventory for energy, carbon, water and waste
figures will be maintained, enabling property-specificbaseline, targets and year-on-year comparisons to be made.
The Group’s performance targets will be established basedon the targets set by each property and a performanceprojection for new property openings.

Beyond our operations, we also work in partnership toadvance environmental action across the hospitality industry.
For example, Mandarin Oriental is a participant andadvisory council member of the Cornell Hotel Sustainability
Benchmarking (‘CHSB’) studies, an industry-led initiative todevelop global benchmarking data on energy, water andcarbon emissions.

30%

50%

40%

50%

15%

Energy Intensity
Reduction

Carbon Intensity
Reduction

Water Intensity
Reduction

Waste Intensity
Reduction

Renewable
Energy Use

1

Mandarin Oriental Hotel Group   Sustainability Report 2021

Intensity reduction targets are established against 2012 baseline

17

Naturally Better for the Planet

CARBON AND ENERGY
According to the Global Risks Report 2022, climate action
failure is a top global risk. We recognise that climate change
is more than an environmental issue. There are physicaland transition risks associated with climate change andthe manifestation of these risks will have far-ranging
consequences on society and our economies. For thehospitality industry, extreme weather events are alreadycausing an increase in operation costs and a fall in tourists
at some destinations. Hotels worldwide also find themselvesfacing increasingly stringent environmental regulations.
Mandarin Oriental is committed to reducing our energy andcarbon footprint to a minimum. This year, we institutionalised
our process for gathering, calculating and maintaining our2030

Environmental
Targets

2021

Progress

CASE STUDY

energy, carbon, water and waste data in an Group-wide
Inventory Management Plan (‘IMP’). Each property establishedtheir individual environmental data inventory in line with theIMP, to serve as the basis for property-level target setting
and progress projection. Moving forward, our hotels willcontinue to seek out the greatest areas of opportunity
for energy reduction and implement targeted projects.
Energy audits, performed by hotels at three-year intervals,
provide insights for hotel operations, recommended
strategies and efficiency projects. These audits are
conducted in line with guidance from the American Societyof Heating, Refrigerating and Air-Conditioning Engineers(‘ASHRAE’)’s Procedures for Commercial Energy Audits.

30%

50%

ENERGY INTENSITYREDUCTIONCARBON INTENSITYREDUCTION

per square metre

per square metre

31%

30%

ENERGY INTENSITYREDUCTIONCARBON INTENSITYREDUCTION

per square metrefrom 2012 baseline

per square metrefrom 2012 baseline

Mandarin Oriental Hotel Group   Sustainability Report 2021

Real-time Hot Water
Mandarin Oriental,
Santiago, took firstplace in theinternational 2022
American Society ofHeating, Refrigeratingand Air-Conditioning
Engineers (‘ASHRAE’)
Technology Awards,
across 132 countries,
for the category of
existing commercial
buildings. This award
recognises outstanding application of innovativebuilding design across the areas of occupantcomfort, indoor air quality and energy conservation.
The hotel was recognised for its implementationof an innovative hot water control and distribution
system that offers ‘real-time hot water’, in place ofthe traditional accumulation method. This projectis estimated to reduce associated natural gas
consumption by more than 30 % and cut carbon
emissions by 443.2 tons CO2e (certified by the
Chilean energy sustainability agency) each year.

Total Cost
US$84,472

Saving
US$71,758 per year

Return of Investment
14 months

CO2e Avoided
443.2 tons per year

18

Naturally Better for the Planet

CARBON AND ENERGY

Renewable Energy

Green Transportation

To mitigate climate change, a fundamental shift from theworld’s reliance on fossil fuels to greater use of clean
renewable energy is crucial. Our use of renewable energy
currently stands at 3 % of our total energy use and we
intend to increase this to 15 % by 2030 as it becomesincreasingly accessible in the markets where we operate.
Our hotels purchase renewable energy from certified
sources such as Renewable Energy Certificates (‘REC’s’)and Power Purchase Agreements (‘PPA’). This is further
complemented by the generation of on-site renewableenergy across 15 % our hotels, including at Mandarin
Oriental, Doha (solar PV system) and Mandarin Oriental,
Barcelona (solar thermal system).

This year, we have also made big strides in offering andpromoting green transportation to guests. 71 % of our hotels
offer a total of 66 electric car charging stations to facilitate
guest use of electric cars. For guest transfers, wherever
possible we are shifting away from diesel cars to fuelefficient cars. We also provide preferred parking lots forfuel efficient cars to further encourage their use. More thanjust reducing transport emissions, we also see this as anopportunity for us to engage guests in our sustainability
efforts. For example, Mandarin Oriental, Santiago invited
guests for a ‘Carbon Neutral Experience’ where they took
part in activities including travelling within the city via
an electric taxi, courtesy of the hotel, an initiative which
publicised the importance of reducing our carbon footprint
in day-to-day life.
Mandarin Oriental, Santiago

CASE STUDYNatural Heating and Coolingfrom the Lake
In 2021, Mandarin Oriental, Geneva joined the
GeniLac hydrothermal project which aims to
reduce the city’s overall carbon emissions by
80 %. This project involves the construction ofthermal networks to use lake water to heat andcool some fifty buildings in Geneva. This provides‘free’ cooling during the periods of the year
when the lake is sufficiently cold. Lake water
is an ideal local source of renewable energy
as it is practically inexhaustible.

Mandarin Oriental Hotel Group   Sustainability Report 2021

66

71%

Charging Stations

Offerselectric car
charging stations

53%

50%

Diesel cars
not used(guest transfers)

Preferred
parking for fuelefficient cars

47%

Promotes fuelefficient cars
(guest transfers)

Naturally Better for the Planet

19

CARBON AND ENERGY

Performance in 2021

Energy Intensity

Our absolute energy consumption increased by 22 %between 2019 and 2021, due to an expansion in our
portfolio. There was a significant drop in our energy
intensity from 2019 to 2020 before it increased slightly
in 2021, a trend corresponding largely with changes inbusiness levels due to the pandemic. Our main sourceof emissions comes from hotel operations and ouremissions intensity followed a trend similar to energy
intensity from 2019 to 2021. In 2021, we achieved 31 %reduction in energy intensity and 30 % reduction incarbon intensity compared to our 2012 baseline. We
recognise that this dip in energy and emissions intensity
is influenced by COVID-19 and may not fully reflectbusiness-as-usual levels. As travel returns, we willcontinue to make energy and carbon reductions
a top business priority.

MJ/m2/year

1,812 1,787

1,627 1,614 1,605 1,598 1,594

1,530
1,129

2012

2013

2014

2015

2016

2017

2018

2019

2020

1,243

2021

Greenhouse Gas (‘GHG’) Emission Intensity
kg CO2-Eq/m2/year

208

203

193

192

186

182

181

175
138

2012
Mandarin Oriental Hotel Group   Sustainability Report 2021

2013

2014

2015

2016

2017

2018

2019

2020

147

2021

20

Naturally Better for the Planet

WATER
The global distribution of freshwater resources is unequaland as the impacts of climate change intensify, wet areas
are likely to become wetter and dry areas drier. Our
property-specific environmental management strategy
offers hotels the flexibility to prioritise environmental
issues that matter most to their locations. Targets are
set based on water audits, benchmarking and colleague
engagement. We seek to identify and manage water risks
through water risk assessments, setting water conservation
goals, adopting water-saving practices and holding regularperformance reviews. A water risk assessment is conducted
every two to three years, with the next due in 2022.

Mandarin Oriental, Santiago

2030

Environmental
Target40%
WATER INTENSITYREDUCTION
per square metre

2021

Progress

17%
WATER INTENSITYREDUCTION
per square metrefrom 2012 baseline

Mandarin Oriental Hotel Group   Sustainability Report 2021

The majority of Mandarin Oriental hotels are fully
dependent on municipal water supplies, which accountfor 73 % of our total water supply. The remainder source
directly from desalination plants, groundwater and recycledwater. Mandarin Oriental, Canouan uses desalinatedwater and Mandarin Oriental, Bodrum predominantly
uses groundwater purified by reverse osmosis.
Water conservation is a multi-dimensional issue, and we
actively engage our colleagues and guests to reduce,reuse and recycle water. Laundry is a significant areaof water use. This year, we standardised our GreenLinen Programme across the Group to be an ‘opt out’

programme, in alignment with industry best standards
including the LQA and Forbes. Guests now have theirlinens and towels changed every third day by default
and can choose to opt out if they would like to.
Mandarin Oriental, Santiago implemented a water
efficiency project that yields an annual estimated savingof 240,000 litres of water. The project featured theinstallation of water meters in gardens and swimming
pools to proactively identify and mitigate leakages andachieve better management of water use. Our hotels willcontinue to identify and implement locally targeted water
conservation and stewardship initiatives.

Naturally Better for the Planet

21

WATER

Performance in 2021
Our absolute water consumption increased by 47 % between 2019 and 2021
due to an expansion in our portfolio. Our water intensity has nonethelessremained comparable as our hotels have continued efforts to minimise
their water footprint and improve water-saving awareness among colleagues
and guests. We observed a drop in water intensity between 2019 and2020 before it increased again in 2021 to 2019-levels. This reflects
the combined effects of a reduction in business levels and an increased
frequency and intensity of cleaning and sanitisation efforts during the
pandemic. In 2021, we achieved a 17 % reduction in water intensity
compared to our 2012 baseline.

Water Intensity
litres/m2

4,445 4,383

2012

Mandarin Oriental Hotel Group   Sustainability Report 2021

2013

3,805 3,719 3,691 3,935 3,961 3,757

2014

2015

2016

2017

2018

2019

3,511 3,708

2020

2021

22

Naturally Better for the Planet

WASTE
The transition to a circular economy is an essential shift toaddress the increasing scarcity of global resources and to
tackle problems arising from waste accumulation. We areaccelerating this shift across our operations through our‘Reduce, Reuse, Recycle and Upcycle’ strategy.
Our hotels identify and measure their waste across morethan 20 waste categories. Every month, these waste
figures are recorded and two waste metrics – waste
intensity and waste diversion rate – are monitored atboth the property and Group level. The practice of waste
segregation enables us to better divert waste away fromlandfill. The monitoring of waste performance metrics helps
us identify areas of improvement.

Performance in 2021
Our waste intensity fell between 2019 and 2020 before increasing slightly in 2021. A similar trend
in waste diversion rate was recorded. These changes in waste intensity and waste diversion rate
reflect occupancy levels. In 2021, we achieved a 51 % reduction in waste intensity compared toour 2012 baseline. Although this is ahead of our 2030 target of a 50 % reduction, we understandthat this is not representative of business-as-usual levels. We will continue to raise awarenessamongst our colleagues and guests to reduce waste intensity and improve waste diversion
rates. Food waste is one of our key upcoming focus areas. In the Hack.Asia 2022 competition
organised by our parent company Jardines, we will be challenging the best and brightest minds
across start-ups, students and innovators to identify all-round solutions for zero-waste restaurantsthat can be implemented across the Group.

We share best practices in waste management and circular
economy across hotels through internal avenues, including
our Sustainability Champion meetings.

Waste Intensity and Diversion Rate
2030

Environmental
Target51%
WASTE INTENSITYREDUCTION
per square metre

2021

Progress

50%
WASTE INTENSITYREDUCTION
per square metrefrom 2012 baselinekg/m2 and percentage
14.00

12.62 12.82 12.24

12.00

45 %

10.04

10.00

9.33

40 %

9.06

35 %

8.00

5.00

6.00

6.13

30 %
25 %
20 %
15 %

4.00

10 %

2.00

5%

0.00

0%

2012

Mandarin Oriental Hotel Group   Sustainability Report 2021

50 %11.60 12.04

2013

2014

2015

2016

2017

2018

2019

2020

2021

23

Naturally Better for the Planet

WASTE

ReduceReuse/Repair

Minimising Resource Wastage

Giving a Second Life to Resources

•

•
•

•
•
•

•
•

Paperless initiatives, e.g. online check-in/out,
e-folios, e-payslips and e-learning materials
Food donation to local charities
Reduction of food waste using bio-digesters
Creation of biopores for food waste
recycling with added benefits for soil andwater conservation, and flood prevention
Anti-food waste campaigns
Single-use plastic elimination programme••

Supplier take-back programmes
Donation of reusable items including
mattresses, linens, towels and furniture
to colleagues, communities andcharity partners
Donation of used soap and bottled
amenities to Clean the World and Soap
Cycling for sanitisation and repackaging
before distribution to people in need
Donation of damaged towels to pet shelters

To give e-waste a second life and in support of people withdisabilities and from challenging backgrounds, Mandarin
Oriental, Geneva donated nearly 800 kg of e-waste toEtablissements publics pour l’intégration (‘EPI’).
Mandarin Oriental, Geneva

RecycleUpcycleCradle-to-Cradle

Transforming Waste Into Material

•
•
•

•

•

Coffee capsule recycling
Bottle cork recycling
Local partnership for proper recycling ofelectronic and other hazardous wastes
Metal, paper, plastic, and glass bottle
recycling via local partners

•
•
•
•

Unused desk calendars donated to produce
Braille-printed instructional materials forthe blindUpcycling of used linen for face masks
Upcycling of used cooking oil into biofuel
Food and green waste composting anddonation as farm feed or fertiliser
Upcycling old uniforms and linen into
recycled fibres

In celebration of ‘World Earth Day’, Mandarin Oriental, Jakarta
targets to create 100 biopore holes.
Mandarin Oriental Hotel Group   Sustainability Report 2021

Mandarin Oriental, Jakarta

24

Naturally Better for the Planet

WASTE

Going Paperless
In 2021, one key Group initiative was to identify andimplement opportunities for paperless processes across
our operations. Supported by our Paperless Task Force,colleagues across hotels brainstormed innovative ideas
and identified partners to work with to make going
paperless a reality. A survey was also conducted acrossour hotels to identify top areas of paper use and the main
challenges faced in going digital or adopting other efforts
to go paperless. These findings will be used to develop
targeted solutions for the Group.

Hotels can have atremendous paper
footprint due tomany areas thatconventionallyrequire printed
materials. We are
rethinking these needs
and driving paperlesssolutions across the Groupto cut out unnecessary paper
waste. This move is alsoaligned with our shift towards
digital transformation and will
facilitate greater efficiency
and effectiveness in our
processes. Adjacent aresome ways that our hotels
are transforming existingprocesses to go paperless.

Mandarin Oriental Hotel Group   Sustainability Report 2021

Rooms

F&B

Spa & Wellness

Top Paper Item

Price and package approval folio

Receipts

Consultation forms

Main Challenge

Legal requirement

Legal requirement

System gaps

Other Hot Areas

Luggage tags, laundry forms
and waiver forms

Kitchen orders

Guest folios, class sign-in sheets,
gift card documents

Fans of M.O.

Check-in

Guests receive email
notifications with
QR code to accessprogramme information,
removing the need forprinted collaterals.

Electronic tablets replace
physical check-in forms.
Mobile check-in option
in pilot stage.

Daily briefings

1

1

2

Daily logs, operations briefings,
and quality reports are saved
and reviewed in a shared drive.

2

F&B menus
Menus can be accessed
via electronic tablets
or from guests’ mobile
devices by scanning
a QR code.

Hotel directory
Directory can beaccessed via
in-room television.

Various daily reports, such as
for guest arrivals, are sent torespective departments via
email and not printed.

3

Going Paperless
at Every Step
4

Newspaper

Daily reports

For Guests

3 Procurement
Stock requests are managed
digitally via supply chain
management system.

For Colleagues

7
Check-out

5

Online newspaper
can be accessed via
electronic tablets.

6E-folios are sharedwith guests via email.

Concierge services
HelloMO messaging system allows
guests to communicate needs andreceive information instantly.

4
5
Payroll
E-payslips replace
physical payslips.

Staff roster
E-roster system enables
more efficient andeffective arrangementof work schedules andleave approval.

25

Naturally Better for the Planet

GREEN DEVELOPMENT

Mandarin Oriental Hotel Group   Sustainability Report 2021

Mandarin Oriental is committed to developing sustainable
and iconic world-class properties that reflect the brand’srich oriental heritage. We recognise that buildings have an
impact on the environment and society across all stages of
their life cycle – from site selection and acquisition to designand development, operation, refurbishment and demolition.
Our Development and Technical Services teams place
great importance and care in understanding and minimising
the impact that our property developments have on theirlocal environment and immediate communities, whilst alsofinding ways to maximise potential positive impacts.

We align our sustainable development efforts with the UN
SDGs and have a particular focus on SDG 11 Sustainable
Cities and Communities. Sustainability considerations areincorporated across six main areas – siting, energy andwater, materials and resources, indoor environmental
quality, emissions and effluents, and waste.

SITINGINDOOR ENVIRONMENTAL QUALITY

ENERGY AND WATEREMISSIONS AND EFFLUENTS

MATERIALS AND RESOURCES

WASTE

26

Naturally Better for the Planet

GREEN DEVELOPMENT

In 2021, we rolled out our Product Standards & Guidelines(‘PS&G’) for Responsible Hotel Development (referred toas Responsible Hotel Development Guidelines ‘RHDG’), to
support our colleagues in better identifying and addressing
sustainability in design and construction. The guideline
provides a set of mandatory and non-mandatory
requirements for design (and operating) teams to follow.
Whilst matters such as mechanical performances as wellas health and safety related standards are mandatory,
the guidelines also contain high level recommendations
related to material procurement and specificationpreferences, community engagement and constructionwaste management.

The new RDHG are in addition to our existing PS&G library,
consolidating the various aspects of sustainability into a
coherent document that clearly sets out our expectations
and requirements. The guidelines are not intended toreplicate any of the established green building rating
schemes and whilst accreditation is generally supported,following the RHDG will ensure a balanced andnuanced approach to sustainability and responsible
hotel development. The Green Development Working
Group used the published rating systems requirements
to inform the stated fundamental requirements andrecommendations which take into account leading industry
best practices. Workshops were conducted to introduce

CASE STUDY

Highest LEED Residential Score in Thailand
The Residences at Mandarin Oriental, Bangkok, received Leadership in Energy andEnvironmental Design (‘LEED’) Gold certification with the top residential score in Thailand
in 2021. LEED is a global green building rating that evaluates design, construction,
operations and performance.
The outstanding rating from LEED, included a perfect score for the ‘Innovation in Design’
component and almost 90 % for ‘Sustainable Sites’ component. The design of the
Residences takes climate resilience into account, incorporating elements to protect thebuilding located along the Chao Phraya river from flash floods. It also boasts innovations
to reduce water use and achieve ‘Zero Waste Water’ which eliminates the release of
untreated wastewater. Other design highlights include the development of common
living space with the community for greater community engagement, better control ofbuilding cooling for energy savings, and excellent connectivity with public transport to
reduce transport emissions.

Mandarin Oriental Hotel Group   Sustainability Report 2021

colleagues worldwide to these guidelines and encourage
exchange of thoughts and ideas related to sustainable
development. In addition, these guidelines are also sharedwith owners and designers of our properties to facilitate
our collaboration on developing top-notch properties thatoffer both luxury and sustainability.
Some of our key sustainability requirements include
the conduct of risk assessment prior to each potential
development, and the preparation of a comprehensive andeffective waste management plan (‘WMP’) by contractors(during Tender phase). We have also begun piloting energy
modelling in the design phase to better gauge energy use
and identify energy efficiency opportunities

27

Naturally Better for the Planet

SINGLE-USE PLASTIC ELIMINATIONThe equivalent of one dump truck load of plastic enters ourocean every minute1. The magnitude of plastic pollution isunprecedented and microplastics are infiltrating our air,water and soil. Mandarin Oriental is committed to leading
the community-at-large in plastic reduction efforts. In 2018,
we set an ambitious goal of single-use plastic eliminationby March 2021. This was clearly before we realised that the
COVID-19 pandemic was going to hit. Although we havefallen short of our initial goal, we are still pushing throughour commitment and aim to eliminate 99 % of single-use
plastic by the end of 2022. Our goal is 99 % as we
recognise that there will be some single-use plastics thatare difficult to avoid given limitations in market options,plastics introduced due to heightened COVID-19 regulatory
requirements and the lack of direct operational control
over plastic packaging from suppliers. Fulfilling thiscommitment would mean avoiding more than 921 metrictons of plastic waste every year.

Our commitment to eliminating single-use plastics cover
all areas of our hotels including rooms, spa, transport,
restaurants and bars, as well as in back-of-house areasthat are not visible to guests, such as offices, colleague
areas and kitchens. In the past few years, we have been
tracking our single-use plastic progress via internal
processes. In 2022, we will strengthen our reporting
process by engaging an independent third-party, LRQA,
to verify our hotels’ single-use plastic elimination status.
As we progress along our journey in tackling single-use
plastics, we have found multi-stakeholder collaboration
to be the key to success. Our colleagues were engaged
in identifying single-use plastic items and solutions andwere equipped with sample checklists, guidelines, training
and sharing of best practices and solutions over quarterly
Sustainability Champion calls, case studies and via theinternal social app, MyMO. We also worked very closelywith our suppliers to identify eco-alternatives that meet

our sustainability requirements and ways to reduce theuse of unnecessary plastic packaging in the delivery of
supplies. Where quality solutions are not yet available inthe market, we conducted trials with potential partners to
improve products to meet our quality requirements, suchas home-compostable bioplastic cling film and sous-vide
vacuum bags.
Some of the continuing challenges we face include thehygiene mandates of local authorities, guest perceptionof single-use plastic products as a safer choice andthe difficulty in addressing a myriad of plastic packaging
from suppliers. In response to these challenges, we havecommunicated our rigorous cleaning and sanitisation
procedures with local authorities and guests and collaborated
with suppliers to identify solutions. While our relatively
small footprint limits our contribution to global plastic
reduction, we are in a strong position to drive importantchanges in the industry.

Big Wins for Plastics Avoided Each Year1

7,700 K

4,900 K

1,800 K

Water Bottles

Bath Amenity Bottles

F&B Takeaway Items

294 metric tons

168 metric tons

Garbage Bags

Cling Film and Food Vacuum Bags

WWF Initiatives – Plastics. https://www.worldwildlife.org/initiatives/plastics#:~:text=Plastic%20waste%20is%20choking%20our,materials%20communities%20most%20depend%20upon.

Mandarin Oriental Hotel Group   Sustainability Report 2021

28

Naturally Better for the Planet

RESPONSIBLE PROCUREMENT

We know that our impact goes beyond the four walls of
our hotels. In line with our Guiding Principle ‘Acting with
Responsibility’, we strive to make procurement choicesthat are naturally better for broader society and theenvironment by supporting suppliers who respect humanrights and fair working conditions while operating withenvironmental sustainability in mind.
In 2019, we formalised our strategy and roadmap for
Responsible Procurement. We established a Group-wide
Responsible Procurement Policy to embed responsible
procurement principles into our purchasing decisions.
The policy includes a Supplier Code of Conduct which
not only sets out principles and minimum standards that
the Group expects its suppliers to comply with, but also
ensures that they hold their own suppliers and subcontractors
accountable. The Group maintains a whistleblowing policy
where colleagues and suppliers may report any concerns
about malpractice. In 2021, colleagues underwent a
refresher training on the whistleblowing policy.
1

Moved forward our commitment for cage-free eggs from 2025 to 2023.

Mandarin Oriental Hotel Group   Sustainability Report 2021

Colleagues are equipped with the knowledge and tools to
procure responsibly through relevant training and a set of
Responsible Procurement Guidelines that contains detailed
instructions and guidance for embedding sustainability
in the overall procurement process and for each priority
category. Best practices in responsible procurement
are discussed and shared across hotels through internal
platforms including Sustainability Champion meetings,
the Group’s sustainability site and internal social app MyMO.

To ensure that our progress is measured and reported
in a transparent and robust manner, from 2022 onwards
each hotel’s responsible procurement status will be
independently verified by an internationally recognised
third-party assessor, LRQA. LRQA will verify that our
suppliers or distributors for our priority categories
have provided assurances or certifications that theirproduce meets our standards of being fair, equitable
and sustainable.

We have identified coffee, tea, vanilla, cocoa, paper,
seafood and cage-free eggs as our priority categories forresponsible procurement, where we can make the largest
impact. Our progress towards goals for each of thesecategories are monitored at both hotel and Group level:

Our advancement in responsible procurement is also
supported by partnerships with industry peers and NGOs.
We take part in strategic industry dialogues, such as theHong Kong Sustainable Seafood Coalition, while oursustainable seafood programme is informed by the latest
findings from industry experts. This includes our bold moveto expand our MOHG Avoid List of endangered seafoodfrom eight to nineteen seafood types, thereby covering
all at-risk seafood types as identified by the latest
WWF’s Endangered Seafood Guide. This was not an

By 2022, offer 100% responsibly sourced
coffee, tea, vanilla and cocoa
By 2022, use 100% sustainably certified
paper across all hotel areas
By 2022, stop serving endangered seafood
species from the MOHG Avoid Listand increase sourcing of sustainably
certified seafood
By 2023, offer 100% cage-free eggs129

Naturally Better for the Planet

RESPONSIBLE PROCUREMENT

easy decision as we will be phasing out common ‘luxury’
seafood items including bluefin tuna, caviar and abalone,
unless they can be certified to the robust standards of the
Marine Stewardship Council or Aquaculture StewardshipCouncil. But we believe that true luxury first needs to besustainable and we will put ourselves forward to rise to thischallenge in 2022. F&B colleagues will be trained on our
updated guidelines for sustainable seafood, procurement
colleagues will work closely with suppliers to identify
sustainable alternatives and guest-facing colleagues willraise guest awareness on sustainable seafood. In addition,
our hotels will make an annual financial contribution to
WWF in support of the critical work needed to accelerate
the global push toward sustainable seafood.
The efforts of the Group’s restaurants toward responsible
procurement have not gone unnoticed. We are proud
to share that Amber at The Landmark Mandarin Oriental,
Hong Kong, received a Green Star in the 2022 Michelin
Guide, in addition to its two Michelin stars. This award
was in recognition of the restaurant’s industry-leading
sustainable practices, including a dairy-free and lessmeat-centric menu, and the use of local organic produce,
sustainably harvested seafood and responsibly sourced
agricultural commodities.

1

90%

90%

94%

83%

87%

Responsibly
Sourced Coffee

Responsibly
Sourced Tea

Responsibly
Sourced Cocoa

Responsibly
Sourced Vanilla

Sustainably
Certified Paper(Office Paper andGuest Rooms)

40%

9%

21%

50%

39%

Seafood with
Certifications
Recognised by the
Global Sustainable
Seafood Initiative 1

Seafoodwith Other
Sustainability
Certifications

Seafood without
Certifications
but Sustainably
Harvested 2

Cage-freeEggs (Shell)

Cage-freeEggs (Liquid)

Member of theHong Kong Sustainable
Seafood Coalition(HKSSC)GSSI-recognised certifications include ASC, BAP, CQA, GLOBALG.A.P., G.U.L.F., IRFM, MSC, MEL V2 and RFM.

2 This category is for seafood that have been evaluated by hotels to be sustainably harvested based on species conservation status and sustainable fishing practices.
3 WWF Endangered Seafood Guide. https://www.worldwildlife.org/publications/endangered-seafood-guide.

Mandarin Oriental Hotel Group   Sustainability Report 2021

Expansion of MOHG Avoid
List from 8 to 19 SeafoodTypes, in line with WWF’s
Recommendation 3

Amber restaurant
Recognised witha Green Michelin Star for
Industry-leading Sustainable
Practices

30

Naturally Better for the Planet

RESPONSIBLE PROCUREMENT

MOHG Avoid List

CASE STUDY

Phase-out of the following seafood types are targeted at all MOHG-operated F&B outlets by end of 2022,
unless certified sustainable by the Marine Stewardship Council or Aquaculture Stewardship Council

1
2
3
4

Sharks and sawfish (All types)
Marine mammals (Whales, Porpoise and Dolphin)
Sea turtles (All types)
Wild caught freshwater eels (American Eel, European Eel,Japanese Eel, New Zealand Longfin Eel)

5 Orange roughy
6 Wild sturgeon (Caviar)
7 Blue fin tuna (Atlantic Bluefin Tuna, Pacific Bluefin Tuna, Southern
Bluefin Tuna)

8 Abalone (Black Abalone, Northern Abalone)
9 Conch (Queen Conch)
10 Grouper (Atlantic Goliath Grouper, Dusky Grouper, Giant Sea Bass,
Gulf Grouper, Hong Kong Grouper, Nassau Grouper)

11 Halibut (Atlantic Halibut)
12 Redfish and rockfish (Acadian/Atlantic Redfish, Beaked Redfish(from Europe only), Bocaccio Rockfish)

13 Sea cucumber (Black Teatfish, Brown Sea Cucumber, Golden
Sandfish, Japanese Spiky Sea Cucumber, Prickly Redfish, Sandfish,
White Teatfish)

14 Porgy (Threadfin Porgy)
15 Hake (Senegalese Hake)
16 Totoaba
17 Pufferfish (Balaasop Beauty, Bluebelly Toby, Chinese Puffer,
Pufferfish, St Helena Sharpnose Pufferfish)

18 Seabream (All types)
19 Skate and ray (All types)

Mandarin Oriental Hotel Group   Sustainability Report 2021

Supporting Local Fishermen in
the Saint Vincent and Grenadines
The people of the islands of Saint Vincent and
the Grenadines are dependent on fishing andmarine-based tourism as their main sources of
livelihood and income. Mandarin Oriental, Canouan
procures fresh seafood from local fishermen basedon seasonal availability. For instance, there are strictlaws relating to lobster harvesting and the hotel
only purchases lobster in the months of May toAugust when lobsters can be harvested legallyand sustainably, outside of their breeding season.
There is also a community understanding among
the fishermen that any fish caught that is deemed
too small (less than 1.5 lbs) is returned to the sea
immediately. Smaller fish are younger and may
not have spawned yet, thus returning young fish isimportant to the preservation of healthy fish stocks.

31

Naturally Better for the Planet

RESPONSIBLE PROCUREMENTCASE STUDY

Assessing Sustainability of Seafood Portfolio with WWF
Importance & Effort Indication
Importance to Mandarin Oriental, Kuala Lumpur teams

Since 2019, Mandarin Oriental, Kuala Lumpur has been collaborating with
WWF-Malaysia on several areas of sustainability, including seafood. In 2021, to
improve seafood sourcing efforts, WWF-Malaysia conducted a seafood supplierassessment for the hotel. The thorough assessment included a review against
WWF-identified at-risk species and an evaluation of the sustainability of seafood
products. The evaluation was based on several factors including level of fishstocks, fishing method, likelihood of pollution and presence of environmental
management processes. The assessment allowed Mandarin Oriental, Kuala
Lumpur to identify high risk seafood products to be replaced as a matter ofpriority. In addition, a half-day workshop for F&B colleagues was held to discuss
the findings of the assessment and help the hotel develop a roadmap foradvancing their sustainable seafood efforts.

2

1
5
4

3

7
6

Effort by Mandarin Oriental, Kuala Lumpur teams

Mandarin Oriental Hotel Group   Sustainability Report 2021

1

Raise awareness and educate
hotel guests

5

Sensitise staff through responsible serving
and communication

2

Show leadership and communicate
transparently – internally and externally6

Strengthen procurement criteria to opt outof high-risk items

3

Monitor risk-levels

7

Reduce reliance on high-risk items andencourage opting for alternatives

4

Set time-bound goals/targets tomove towards a low-risk portfolioNaturally
Better for Guests
Legendary service is the hallmark of
Mandarin Oriental. We dedicate ourselvesto delivering service excellence and exceeding
expectations each day. Guests can rest assured
that their comfort, health and safety are welltaken care of during their stay with us.

33

Naturally Better for Guests

HEALTH, SAFETY AND SECURITY
The health and safety of our guests is a top priority.
As the world continues to manage the COVID-19 pandemic,
Mandarin Oriental remains vigilant in monitoring developments
and takes advice from health experts and government
authorities to maintain our extremely high standards ofhealth and hygiene.

We CareOur ‘We Care’ programme is an additional set of stringent
protocols in response to the COVID-19 pandemic thatstrengthens our longstanding Fire, Life, Health, Safety& Security standards (‘Safe and Sound programme’).
The programme follows the World Health Organisation’s
recommendations and leading international standards
and best practices.
As part of the programme, all colleagues are fully trainedon elevated health and safety standards and procedures
and the maintenance of good personal health and hygiene.
These additional stringent protocols are verified by aninternationally recognised independent assessor, LRQA,
who audits our annual Safe and Sound programme.
Our ‘We Care’ initiatives include the following:
Pre-Arrival

Arrival• Health declaration forms required on arrival as
appropriate to each destination• Temperature checks are underway for all guests andcolleagues (this varies by location), as well as standard
protocols for handing temperature detections of
37.5 degrees Celsius and above• Thermographic CCTV cameras in place in most of
our hotels• Mandarin Oriental branded ‘We Care’ personal protective
equipment (‘PPE’) available for all guests to use during
their stay, which include face masks and disinfectant
hand sanitisers• Appropriate personal protective equipment are worn by
all colleagues throughout the hotel• Prior to arrival, guests will be asked if they would like todiscuss personal preferences on service levels andinteraction with colleagues

Mandarin Oriental Hotel Group   Sustainability Report 2021

• Enhanced health and safety training measures havebeen put in place for all colleagues, including the correct
procedures for wearing PPE equipment, social distancing
awareness and case notification protocols

34

Naturally Better for Guests

HEALTH, SAFETY AND SECURITY

We Care Continued
Hotel & Guest Rooms• Preventive measures have been distributed to all
suppliers and contractors• Significant increases in regular disinfection is conductedacross all hotel areas• Increased cleaning in place of air handing and fan coilunits as well as regular maintenance and filter changes

Data Privacy and Security
Our annual Safe and Sound audits help ensure that weare well prepared for any potential crises and businessdisruptions. We take health, safety and security very
seriously and the results of these audits influence
executive compensation. Even where physical inspectionof our facilities is challenging owing to city lockdowns
and other travel restrictions, we engaged in equallyrigorous remote audits using digital tools such as videoconferencing platforms. We are delighted to share that
we further improved our stellar Group average score for
Safe and Sound audit further by a percentage point to
93 % in 2021.

• Increased cleaning in place of all hard surfaces
throughout hotel public areas and in guest rooms –focusing on frequently used elements such as door
handles and lift buttons• Increased anti-viral disinfection measures in place for all
in room soft furnishings and surfaces e.g. telephones,
bedside buttons and ornaments• Bedding and linen washed at sufficiently hightemperatures to ensure sterilisation• Laundry, bedding and linens washed at sufficiently hightemperatures to ensure sterilisation• Table distancing measures in dining outlets to ensurealignment with local requirements• Increased use of anti-viral disinfection measures in placeacross all spa and wellness facilities• In many locations, our hotel spas and wellness areas
have introduced private areas for training and treatments

Mandarin Oriental Hotel Group   Sustainability Report 2021

93%
Average Score for
Safe and Sound Auditin 2021

Our commitment to the highest levels of guest service
includes protection of their privacy and personal
information. Our Data Privacy Policy clearly illustrates ourcommitment in handling personal data with the highest
levels of integrity, security, and care. We implementadministrative, organisational, and technical safeguards
and security measures to protect personal information
within our control from unauthorised access, acquisition,
disclosure, destruction or alteration, accidental loss,
misuse, or damage. These safeguards and measures are
regularly reviewed and monitored, while all colleagues
receive annual training on data privacy and security.

35

Naturally Better for Guests

HOLISTIC WELLNESS
Mandarin Oriental offers best-in-class, award-winning spa concepts which are guided by our Oriental heritage andinfluenced by unique local cultures. The Forbes Five and Four-Star Spa awards are some of the most important in the
hotel industry and we are proud to continue our lead with 14 Five-Star Spas and eight Four-Star Spas.
As health and wellness specialists, we understand the importance of maintaining physical fitness and mental strength,
especially during a stressful time of great change. This is why after a successful launch for colleagues last year, this year
we introduced the Inner Strength – Outer Strength programme for our guests. Our Global Wellness Day was similarly
themed this year. Each Spa at Mandarin Oriental combined elements of Inner Strength and Outer Strength to help ourguests become stronger, more well-balanced and more resilient to stress and illness. The two core components are:Outer Strength (Fitness, Health, Vitality)
Keeping ourselves physically strong is of the utmost
importance. Our outer strength is developed by building
our physical vitality through exercise, movement andhealthy nutrition. If there is one thing we have learned
from the pandemic, it is the importance of maintaining
our overall physical health and immunity.

Mandarin Oriental Hotel Group   Sustainability Report 2021

Inner Strength (Mindfulness, Resilience, Character)
During a stressful time of great change, it is important
to incorporate stillness into our lives to allow the mind
to process new information and reflect on appropriate
strategies to manage difficulties. Inner Strength isdeveloped by taking time for silence, contemplationand mindfulness.

As part of the programme, Mandarin Oriental have offereda variety of activities to improve physical vitality, from yoga
and fitness to Pilates and running. Expert trainers help
our guests to define new goals and routines or encouragethem towards the goals they have already established.

36

Naturally Better for Guests

HOLISTIC WELLNESS

Mindful Meetings and Meeting with Purpose

Sustainability in Spas

Our signature Mindful Meetings are designed to improveengagement, promote productivity, reduce stress andenhance well-being of attendees so they can deliver
the results that matter. Set across a diverse range of
exceptional meeting venues, ranging from rooftops toMichelin-starred restaurants, alfresco gardens or evenbeachfront settings, attendees immerse themselves in theelements of nourishment, movement, stillness, connection
and well-being during meetings. These meetings canbe paired with sustainable offerings including natural,environmentally friendly, and low-carbon elements such as
infused water, fresh local food and a vegan or vegetarianmenu. As part of the meetings, meeting planners can also
incorporate our Meeting with Purpose corporate social
responsibility experiences, which allow attendees toengage in meaningful activities that contribute to local
environmental and social initiatives.

Our Spas are constantly thinking of ways to improvesustainability in collaboration with our suppliers. Our
signature spa products are manufactured by Aromatherapy
Associates which is a certified B Corp. To reduce carbon
footprint, we are working with Aromatherapy Associates
on a new approach to our massage oils. Under the newconcept, our signature essential oils from Aromatherapy
Associates will be purchased in highly concentrated
forms in smaller packaging and base oils may bepurchased from local suppliers to reduce the needs
for international shipping.

Mandarin Oriental, Canouan

Mandarin Oriental Hotel Group   Sustainability Report 2021

CASE STUDY

Shopping Ethically andSustainably
From loungewear made of sustainable fabrics using
seaweed, bamboo and eucalyptus, to handmade
silver jewelry supporting local designers – theseare just a couple of highlights across the curated
sustainable product offerings you will find at
Mandarin Oriental, Dubai. The hotel actively seeksout brands that are local, ethical and sustainable
for their selection of products. Below aresome examples:• allSisters – purchase of responsible swimwear
made from recycled items contributes to WWF’s‘No Plastic in Nature’ campaign• Back label – certified B Corp offering Global
Organic Textile Standard-certified clothes• Evoke Panama – hats are made of ethically andsustainably sourced materials• Folpetto – children and babies’ swimwear are
made from recycled plastics and fishing nets fromthe ocean• L’Couture – All female-led company that focuseson inclusion, diversity and wellness• LOVE BRAND & Co. – purchase of clothes
made of organic, recycled or plant-based
fabrics contributes to the support of wildlife
conservation projects• PALA eyewear – purchase of eyewear madeof sustainable materials contributes to eyecare
projects in Africa

37

Naturally Better for Guests

GUEST SATISFACTION AND SUSTAINABILITY
Fans of M.O.

We endeavour
to offer truly
personalised
recognition to
our loyal guests
through ourguest recognition
programme. Fans of
M.O. enjoy greater
personalisation of
their hotel stay andthe convenience offaster booking, complimentary WiFi and exclusive
members-only offers from our hotels and partners aroundthe world. In 2021, we introduced preference options forservice and interaction levels in light of COVID-19, as well
as options related to sustainability attributes. Prior to theirarrival, Fans of M.O. can opt for linen and towel reuse,
to bring their own toiletries or request accessible rooms.

Mandarin Oriental Hotel Group   Sustainability Report 2021

Mobile Check-in

helloMO

Mandarin Oriental is always looking for ways to create
efficiencies in our processes so that we may spend moretime on creating personalised and enhanced experiences
for our guests. As check-in procedures can be heavily
administrative, it was clear to us that mobile check-in was
an opportunity to be seized. We piloted our online mobile
check-in option beginning from May 2021 in three hotels
in the Americas: Miami, Washington D.C., and Boston.
This option has been appreciated by our colleagues andguests alike, as many of our teams were working with
reduced staffing levels and some guests wanted to limit
contact when they first started travelling again. Whilst not
all guests wish to use such an option, it is important that
we provide them choices so that they use the option thatsuits them best. This has also allowed us to work towards
our efforts of being more sustainable through drastic
reductions in paper usage at the front office.

As of December 2021, 20 properties were live on
helloMO by Glowing.io, our instant messaging service,and four properties were in the process of onboarding.
We anticipate that 28 hotels will be using helloMO tocommunicate with our guests by the end of 2022.

Guests are invited to check-in 72 hours prior to arrivalfrom anywhere in the world and they can update
their profile information, process secured payment
details and provide details about
their arrival during this online
check-in process. This has
allowed guests who wish
to limit contact withcolleagues to simply
present their identification
cards upon arrival
to receive theirroom keys.

Our properties use helloMO as a tool to communicate
remotely with our guests at any stage – pre-, during, andpost-stay. Guests can pose queries over helloMO andreceive information and documents such as booking
confirmations, guest folios and boarding passes digitally
via the messaging platform of their choice. Messaging
platforms include WhatsApp, WeChat, Facebook
messenger and text. This allows a significant reduction
in call volume as well as printing. It has allowed for
efficient responses to our guests, not to mention the ability
to track communications all in one place. In times where
sustainability is so
important, and in the
midst of the pandemic
where many guests
remain sensitive todirect contact, thissystem has proven to
be crucial for guests
and our colleagues
in operations like,enabling them tocommunicate in a safe
and sustainable way.

38

Naturally Better for Guests

GUEST SATISFACTION AND SUSTAINABILITY

Guest Survey Sustainability Questions
All guests receive a post-stay survey where they can share
feedback on their overall satisfaction of our sustainability
practices. We are proud to report that out of 40,000
responses in 2021, 88 % of guests expressed satisfaction
with our sustainability efforts. In particular, guests havebeen impressed with our delivery of sustainable offeringsin line with our commitments, such as single-use plastic
free toiletries and refillable glass bottles with premium
filtered water. We greatly value guest feedback andsuggestions to help us ensure that we are doing all that
can to give back to our environment, while providing ourrenowned legendary service.

Sustainability Brand Standards,
Legendary Quality Experiences
Our brand standards, Legendary Quality Experiences(‘LQE’) are what define us. We are proud of each standard
and how we bring them to life through every guest
interaction. We are very excited to grow our LQEs evenfurther this year with the launch of our new Sustainability
LQEs, focusing on our ‘Naturally Better’ vision of theplanet, colleagues, guests and communities. As partof the global training initiatives for our colleagues,
we introduced sustainability LQEs and offered guidance
to hotels to act on the standards. The LQEs are alsomeasured in our mystery shop audits to help us
understand where we may still have opportunities toimprove and where we can celebrate the wonderfulachievements as we become even more sustainable.

Mandarin Oriental Hotel Group   Sustainability Report 2021

2021 Guest Survey(40,000 responses)

88%
Satisfaction Rate for
Our Sustainability
Programmes

Sustainability LQEs

We strive to make a positive environmental impact on our planet:
We actively participate in programme and initiatives to reduce our environmental impact.

We are passionate about sustainability in our workplace and beyond:

We act with responsibility and carefully consider our sustainability efforts beyond our work environment, striving to make a positive
impact wherever we can.

We provide our guests with sustainable choices:

We enable guests to make healthy, sustainable choices when they engage with us. We confidently share our initiatives, goals andachievements, both for our hotel and our Group.

We contribute to a sustainable community:

We play an active and positive role in supporting, sustaining, and growing our community.

Naturally Better
for Colleagues
Mandarin Oriental is committed tofostering a culture of inclusivity andempowerment where our colleagues fromdifferent backgrounds are able to develop
their full potential and contribute to thesustainable growth of the Group.

40

Naturally Better for Colleagues

HUMAN RIGHTS AND INCLUSIVENESS
Our Code of Conduct requires our operations to comply
with all applicable laws and regulations and uphold highstandards of business conduct. It is incorporated into
employment contracts of all colleagues and mandatory
training is carried out yearly to ensure effective implementationof ethical business practices across the Group. This year,
the refresher training for our Code of Conduct was
conducted online.
The Group is aware that our purchasing decisions
have an environmental, social and economic impact
beyond the four walls of our properties. We put our
Responsible Procurement Policy into practice and strive
to ensure that purchasing decisions are made respecting
human and labour rights. Our suppliers are expected tocomply with our Supplier Code of Conduct which setsout guiding principles and minimum standards acrossthe environmental, social and governance aspects of
their operations and along their supply chains.

Human Rights
We believe that businesses have the responsibility torespect human rights. Mandarin Oriental has processes
in place to protect the dignity, rights and well-being of
our colleagues and we encourage suppliers and otherstakeholders to support the human rights of the workers
along the supply chain and in the communities where we

Mandarin Oriental Hotel Group   Sustainability Report 2021

operate. Our approach is informed by the United
Nations Universal Declaration of Human Rights andthe International Labour Organisation’s Fundamental
Conventions, with regard to child and forced labour,
wages and working hours, health and safety, freedomof association and non-discrimination.

Colleagues are trained on responsible procurement
and modern slavery awareness for a better understandingof the associated environmental and social risks in ourbusiness and supply chain. This training complements
our anti-human trafficking measures that are in place aspart of the Group’s Security Policies & Procedures Manual.
We publish an annual statement on modern slavery insupport of the objectives of the UK’s Modern Slavery Act
and the latest version can be found under Appendix C.

Naturally Better for Colleagues

HUMAN RIGHTS AND INCLUSIVENESS

Diversity & Inclusion
The Group will continue to foster a culture of inclusivity
and empowerment, where colleagues with different
backgrounds feel comfortable in being themselves,in voicing their ideas and having equal opportunities
to thrive.
As a global hospitality employer, the Group believes inpromoting equal opportunities in recruiting, developing
and rewarding its people regardless of race, gender,
nationality, religion, sexual orientation, disability, age
or background and prohibits all forms of workplaceharassment or discrimination.
The high service expectations and overall quality of
the Mandarin Oriental brand necessitate that the Groupseeks the best people from the communities in which
it operates most suited to its needs.
All colleagues are encouraged and supported todevelop their full potential and contribute to thesustainable growth of the Group. Colleagues’ views
and ideas are essential and they are encouraged toexpress them respectfully with colleagues at all levels
within the organisation. We believe that everyone canthrive at work given the right opportunities and support
and we have actively hired colleagues with disabilities
and from other special circumstances.

Mandarin Oriental Hotel Group   Sustainability Report 2021

41

42

Naturally Better for Colleagues

HUMAN RIGHTS AND INCLUSIVENESS

Diversity & Inclusion Continued
The Company keeps the composition of its Board andsenior management positions under review to ensure thatit adapts to the changing business landscape. The Company
recognises that gender diversity is an important issue andis actively focused on it, seeking consistent improvementin this area. As of July 2021:

Nearly a quarter of colleagues at the CEOlevel or the level below are female
39% of our management are women
56% of the latest intake of graduate trainees
are women
Our D&I Council spearheads the Group’s efforts infostering an inclusive and empowered company culture.
As part of the Colleague Experience Survey in 2021, the
D&I Council included questions pertaining to D&I into thesurvey and reviewed with senior management the results
and recommendations. The D&I Council has also reviewed
the gender balance of the Group and discussed withsenior management the potential barriers to progression
for females. The Group will continue to work with otherbusiness stakeholders such as Human Resources toembed D&I into talent processes. The D&I Council has
also been active in engaging with other high performing

Mandarin Oriental Hotel Group   Sustainability Report 2021

companies on their respective D&I journeys, including
the Group’s parent company Jardine Matheson. In 2021,
as part of the Jardine Matheson cohort, the Groupparticipated in The Women’s Foundation’s Male Allies
Programme along with other prominent businesses inHong Kong. The D&I Council will be conducting training
on Leading a Safe, Respectful and Inclusive Workplacein 2022 to equip senior colleagues with a deeper
understanding of the importance of psychological safety
in the workplace and learning on how to prevent andrespond to disrespectful and inappropriate behaviours.

43

Naturally Better for Colleagues

HEALTH, SAFETY AND WELL-BEING
Our people are our greatest assets and we make every
effort to promote the health, safety and well-being of ourcolleagues. We safeguard our colleagues’ physical healththrough our stringent We Care protocols and provide
them with appropriate Personal Protection Equipment
during the COVID-19 pandemic. Our Group-wide Inner
Strength – Outer Strength Course, first introduced in 2020,
has been a resounding success with colleagues. In 2021,
we continued to offer this four-week wellness course in
2021 to help colleagues further enhance their physicalhealth and mental resilience.

Mental Health First Aid
To support colleagues’ mental well-being, we introduced
the Mental Health First Aid programme. After the
successful conduct of Mental Health First Aid training
and assessment for our first two cohorts, we now have
90 Mental Health First Aiders, representing at least one
for each of our hotels and corporate offices. To help
colleagues gain awareness of the availability of Mental
Health First Aiders, they were promoted through a poster
campaign on our internal social app, MyMO. A newpage dedicated to information and resources on Mental
Well-being was established on Central (our corporate
intranet site) and highlights our Mental Health First Aiders
around the world. Our special first aiders can also be
identified by colleagues through a Mental Health First
Aider badge in their Central profile. We intend to continue
the conduct of this great initiative in 2022 by involving our
Mental Health First Aiders in more group-wide initiatives tosupport colleague well-being.

Mandarin Oriental Hotel Group   Sustainability Report 2021

Colleague Wellness Week
2021 also marked the sixth iteration of our annual
Colleague Wellness Week. Throughout the week of
September 13-19, a number of colleague wellness activities
were conducted at every hotel, with highlights including:
Our team in Emirates Palace, Abu Dhabi had their very
own Olympic summer games which made for a very
action-packed week for colleagues. 14 teams of six, as wellas numerous wild-card participants, competed for points fortheir teams and departments. The week included 66 relay
runners joining a 5.8 km run around the property, followedby sunrise yoga. Other initiatives included a quiz night,
football game, swimming games in the pool and lazy river,
healthy and tasty cooking classes and a tennis match.
Mandarin Oriental, Doha ran a large array of activities
including eye checks, bootcamp classes, a wellness
kiosk, chair massages, vinyasa yoga classes and evena workshop on how to declutter.
Our colleagues in Mandarin Oriental Hyde Park, London
started the week with a healthy welcome breakfast, teamwalks through Hyde Park, spinning, yoga, ballet barre andnutrition sessions, together with skincare and body mass
analysis assessments.
At Mandarin Oriental, Hong Kong, our colleagues
enjoyed a restorative painting workshop where a numberof incredibly creative pieces were produced with canvas
and pots of acrylic paints. Colleagues also enjoyeda sound bathing event where they were fully immersed
in both Gong bathing and beautifully meditative
singing bowls.

We strive to provide a safe working environment
for our colleagues and constantly review ouroccupational health and safety performance toidentify areas of improvement. In 2021, for every
200,000 hours worked, we reported 0.01 casesof high-consequence work-related injuries and6.69 cases of recordable work-related injuries.
There were no fatalities due to injury.
To further reduce the incidence of injuries, weare strongly committed to increasing associatedtraining programmes and continually implementing
improvement actions.

44

Naturally Better for Colleagues

TRAINING AND DEVELOPMENT
Re-Engaging Better Together

Digital Learning System

The Engaging Better Together initiative, launched in 2020in light of the COVID-19 situation, continued to benefit
colleagues in 2021. Our task force of Human Resourcesand Learning & Development colleagues engage inmonthly virtual meeting sessions to share ideas andinitiatives to continue to care for, support and re-engage
colleagues following the challenges across the last two
years. Thoughtfully crafted sessions across a diverse
range of topics, including skills at work, health andwellness, or hobbies and interests, have been virtually
delivered to colleagues and these sessions are recorded
so that colleagues may revisit them in their own time.
The exchange of thoughts and ideas are facilitated via
thought-provoking virtual breakout sessions.

The pandemic has accelerated digital transformation
globally, bringing about drastic changes to how peopleinteract and how businesses operate. We are also shifting
our Learning and Development approach to target A Worldof Next Generation Fans. We will further leverage digitalplatforms to improve how colleagues learn and develop
and in 2022 we will be hiring a Digital Learning Manager

Leadership development opportunities were also extended
by our parent company Jardine Matheson Group. In 2021:

More than 100 colleagues in Financeand HR attended the Jardine’s
Academy programme
35 General Managers and Hotel Managers
underwent EdX development courses
More than 200 other colleagues benefitted
from free licenses to attend LinkedIn
Learning courses

Mandarin Oriental Hotel Group   Sustainability Report 2021

and rolling out our Digital Learning System. This initiative
aims to improve the colleague learning experiencethrough a more contemporary approach to training anddevelopment, with a diversification of engagement modes
from face-to-face events to new and innovative digitallearning experiences.

45

Naturally Better for Colleagues

ELEVATING THE COLLEAGUE EXPERIENCE
Our colleagues are key to the amazing guest experience that
Mandarin Oriental has to offer. They are our prized assets and
we are committed to providing them an inclusive and nurturing
work environment filled with exciting opportunities for learningand advancement. To improve colleague experience, we asked
colleagues to tell us areas where we can improve. 97 % ofcolleagues participated in the feedback survey and an action
plan is now underway based on their feedback.

conducted by region, saw 60 senior management colleagues
across the globe coming together to exchange different
perspectives while honing their leadership skills in this one-year
course. Our in-company Executive MBA programme helps us
to develop future leaders as part of our succession planning.
We currently have 11 senior management colleagues undertaking
this executive MBA course, with the support of Royal Melbourne
Institute of Technology (‘RMIT’).

Mandarin Oriental consistently strives to improve the design ofour ‘Colleague Journey’ so that we not only satisfy but surpass
their expectations. Our Learning & Development team takes
pride in offering colleagues the best experience at every stepof their journey – from the time they take part in initial interviews
to getting onboarded with MOve In Orientation and on to ournumerous training and development programmes.

As part of our strategy to nurture talent at an early stage, we arefurther developing the Mandarin Oriental Graduate Programme,a structured learning journey targeted at fresh graduates.
Comprehensive research has been undertaken and a workshop
was conducted in late 2021 to inform the design and content of
this updated programme.

Our MOve In Orientation programme helps new colleagues tofamiliarise themselves with all aspects of the brand, from culture
and heritage to sustainability. As colleagues advance on theirjourney, they are able to monitor their performance, training andoverall professional development in real-time through an online
performance management system. Since 2020, colleagues arealso able to complete performance reviews easily through the
PROFILE app that can be assessed on any mobile device.
To support the growth of our colleagues, the Group has a seriesof specially designed programmes, including MOve Up, MOve
Forward, Move Ahead and MBA Executive programmes. Our
signature leadership series includes the MOve Up programme
dedicated to training middle managers and MOve Forward
designed for senior leaders. In 2021 we introduced a third
leadership course, MOve Ahead programme, to further support
leadership development of our junior management andsupervisors. 2021 marked the first time a global programme
was launched. Our MOve Forward programme, typically

Mandarin Oriental Hotel Group   Sustainability Report 2021

We understand the importance of mentorship in encouraging
and enabling personal growth and career development ofcolleagues. The MOHG Mentoring Programme connects
colleagues as mentors and mentees, benefitting bothcolleagues and our organisational culture. Hotels are given theflexibility in running their own unique mentoring programmes,
empowered by the tool kits and training materials provided
by the Corporate Office. Our targeted mentoring programme,
MOsaic Mentoring, identifies high potential colleagues (‘Aspiring
Leaders’) to be mentored by senior colleagues (‘Inspiring
Leaders’) for a period of one year. Following an excellent first
iteration, a further 25 pairs of mentees and mentors haveembarked upon a one-year partnership, in 2022.
Further to our internal mentoring programmes, we collaborated
with the Oberoi group to launch cross-brand mentoring
programmes under the Oberoi-Mandarin Oriental Peer
Partnership. In 2021, a pilot group of five partnerships waslaunched with resounding positive feedback, progress thathas driven the launch of 15 further new partnerships.

MBA
Our in-house MBA, run in conjunction
with the Royal Melbourne Instituteof Technology (‘RMIT’) is offered tocolleagues at senior level management.

MOve Forward
An intensive 14 month ‘mini MBA’ programmethat broadens our colleagues’ areas ofexpertise 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 Ahead
Designed for supervisors and first-time
managers, this interactive development
programme consists of six courses toassist participants transition from a line
colleague to a leader.

MOve In Orientation
Introduction to MOHG corporate culture andheritage. This orientation is attended by allcolleagues at every level and details ourcommitment to staff engagement and growth.

46

Naturally Better for Colleagues

ELEVATING THE COLLEAGUE EXPERIENCE

Talent Acquisition and Engagement
We envision creating A World of Fans, which includes ourguests (‘Fans of M.O.’) and colleagues (‘Family of Fans’),as well as our alumni (‘Forever Fans’) and future colleagues(‘Future Fans’). Since 2020, we have rolled out initiatives
to strengthen our engagement with Forever Fans andFuture Fans. We offer Forever Fans access to the latest
Group news on growth, development and appointments,
a Knowledge Portal for learning and development, anda unique space to connect with other Forever Fans acrossthe globe, among others. By the end of 2021, we had
more than 7,600 Forever Fans registered in M.O. Alumni
Community. We will continue efforts to facilitate greater
engagement and registration in 2022.

GuestsColleagues

Fans of M.O.

Family of Fans

Alumni Colleagues

Forever Fans

Future Colleagues

Future Fans

Mandarin Oriental Hotel Group   Sustainability Report 2021

> 480,000
Followers on LinkedIn↑ 5.5%In 2021, we re-examined our recruitment strategies andmethods in attracting diverse young talent. We undertook
an extensive research project aimed at reinforcing our
Employer Value Proposition (‘EVP’), in partnership with
Universum. Insights from this research contributes to ourglobal Talent Acquisition strategy. In 2022, further work
will be conducted in this area, including the engagementof senior leadership in workshops on EVP.
We search for talent not just externally but also internally.
This is facilitated by the launch of the Talent Charteron PROFILE, our internal talent database, where hotels
can access up-to-date talent pools and high potential
talent streams.
We are also revamping the way that we hire external talent.
Our new initiative-in-the-making, Hiring with Impact, aims toinspire hotels to move away from reactive, traditional
recruitment methods toward proactive, targeted strategies
in hiring talent, with a focus on diversity, inclusion and the
avoidance of unconscious bias. This initiative is targeted
for launch in 2022.
To attract diverse talent, we are also expanding the useof online recruitment channels, in addition to traditional
recruitment channels. By the end of 2021, we hadgarnered more than 480,000 followers on LinkedIn,
recording a 5.5 % increase in new followers gained andranking first in comparison to our peers in luxury hospitality.
We continue to build our followers and will activate
recruitment marketing strategies, starting with a ‘thought
leadership’ campaign featuring leaders from various
backgrounds by gender, culture, and seniority.

47

Naturally Better for Colleagues

CHAMPIONS OF SUSTAINABILITY
usual classroom-based sustainability training to roll out
engaging online training video content. This year’s training,
entitled ‘Doing More for a Sustainable Future’, offeredcolleagues a brief introduction to sustainability and the
UN SDGs, and reiterated Mandarin Oriental’s sustainability
commitments and goals, as well as ideas on sustainability
best practices to spark further action. The video is
supplemented with follow-up quizzes to promote
understanding. For our Sustainability Champions, training
on social inclusion was held to help Champions gaina better understanding of key groups at risk of social
exclusion and pick up ideas from case studies of impactfulsocial initiatives to be applied to the initiatives that theirproperties conduct.

Sustainability at Mandarin Oriental has always been driven
ground-up by our passionate colleagues. A Sustainability
Champion, backed by a strong Sustainability Committee
from diverse departments, leads colleagues at each
property in identifying impactful ways to support theirlocal community and environmental needs. Colleagues
are empowered by the various tools and resources offeredby the Corporate Office, including an online sustainability
data management system for efficient and effective
performance monitoring, a range of curated training and

Mandarin Oriental Hotel Group   Sustainability Report 2021

guidance materials and various engagement channels to
exchange best practices across properties.
Right from the outset when colleagues join Mandarin
Oriental, they undergo a Sustainability Training Programmethat highlights the Group’s sustainability commitment
and approach, as part of their MOve In Orientation.
All colleagues also participate in an annual Sustainability
Awareness Training Programme that features a different
key topic each year. In 2021, we moved away from theAs the Group expands its sustainability commitments
and goals, there has been a need to develop further
Sustainability Guidelines, which offer colleagues
step-by-step advice to implement localised actions.
By the end of 2021, a total of 30 Sustainability Guidelines
were available on the Group’s sustainability site. They
cover topics ranging from sustainability governance,
tools and resources, to energy, carbon, water, waste,
responsible procurement, biodiversity, social impact, andvarious Group sustainability programmes. Across sister
properties, the exchange of sustainability best practices
continued to be facilitated by Sustainability Champion
meetings and through digital and social media platforms,
including MyMO app and our internal sustainability website.
The end of 2021 was marked with a vibrant exchange ofbest practices, challenges and opportunities across each
property’s efforts to go paperless, source sustainableseafood and carry out impactful social initiatives.

Naturally
Better for theCommunities
At Mandarin Oriental, we are committed
to impacting our local communities
positively and celebrating cultural heritageand diversity. The Group encourages andempowers colleagues at each hotel todiscover impactful ways to interact with
their communities through meaningful
outreach programmes and partnerships
with charitable organisations. We dedicate
time, talent and other resources to support
COVID-19’s frontline workers, contributeto disaster relief, fight hunger, promote
education and skills development
opportunities for disadvantaged youth
and adults and protect the environment
and animal welfare.

49

Naturally Better for the Communities

OUR COLLECTIVE IMPACT
In 2021, Mandarin Oriental collectively
contributed the following to support
our local communities.

153

Initiatives Conductedby Colleagues>

1

Out of US$450,000, US$104,000 was contributed by
Mandarin Oriental Foundation and the remainder was raisedby hotels and colleagues fundraising efforts and donations.

700 kgof Durable Goods(such as Clothes andHotel Crockery)Donated>

3,000

Volunteer Hours
Dedicated by Colleagues>

10,000 kg

of Food and Beverages
Donated> US$

450,000

Donated through Concerted
Efforts from Colleagues
and the Mandarin Oriental
Foundation1>

600 kgSoap Recycled with
Clean the WorldTOP

3

SDGs Supported byColleagues’ Initiatives>

11,700
Soap Bars
Distributed

FANtastic Match
Four charitable beneficiaries in the U.S.
partnered with our four U.S. hotels in
Boston, Miami, New York and Washington,
D.C. in 2021 under FANtastic Match.
Through volunteering, fundraising anddonations, we supported causes in
the U.S. for children and young people
as well as food-saving initiatives such as
City Harvest.

Mandarin Oriental Hotel Group   Sustainability Report 2021

Mandarin Oriental, Boston – Franciscan Children’s

Mandarin Oriental, Miami – Voices for Children

Provides a compassionate and positive environment
where children with complex medical, mental health andeducational needs receive specialised care from people
who are committed to excellence, innovation and family
support so that children can reach their fullest potential
and live their best life.

Raises funds to ensure that every abused, abandoned andneglected child in Miami-Dade County has a court-appointed
Guardian ad Litem (‘GAL’) and that financial assistance andother resources are available for their health, educational,
and social needs.

Mandarin Oriental, New York – City Harvest

Mandarin Oriental, Washington D.C. – Serve Your City

Collects excess food and delivers it free of charge
to 500 soup kitchens, food pantries and other community
food programmes across the five boroughs of New York City.

Provides life-changing experiences and opportunities
for at-risk D.C. students, giving children access torowing, swimming, yoga, tennis, tutoring and inspiringexperiences often not readily available to children fromunder-resourced families.

50

Naturally Better for the Communities

OUR COLLECTIVE IMPACT

Supporting Frontline Workers
In 2021, our hotels continued to support the fight against
the COVID-19 pandemic. Mandarin Oriental, Jakarta,
collaborated with the Indonesian Hotel and Restaurant
Association (‘PHRI’) to donate food necessities andmasks to COVID-19 victims in need of aid within Jakarta.
Colleagues from Mandarin Oriental, Kuala Lumpur,
volunteered 120 hours at the local vaccination centre(‘PPV’) and provided 100 healthy lunch sets to show
appreciation to other healthcare volunteers who cameforward to help with the local COVID-19 vaccination
programme. At Mandarin Oriental, Taipei, special bento
boxes with handwritten thank you notes were delivered
to medical workers to show appreciation and heartfelt
gratitude for their sacrifices on the frontline.

Kuala Lumpur

Taipei

Humanitarian Assistance and Disaster Relief
Natural disasters can be just as devastating as the
COVID-19 pandemic – this explains why, even as we
focused on supporting the fight against the pandemic,
we stayed proactive in contributing toward disaster
relief efforts. In April 2021, the La Soufrière volcano on
St. Vincent began a series of catastrophic eruptions thatcaused destruction to vital infrastructure on the Caribbean
island, displacing around 20,000 people from their homes.
Mandarin Oriental, Canouan, partnered with ‘Just Us
League’ to supply drinking water, basic hygiene items
and bedding to those affected by the eruption. Colleagues
also helped to service overwhelmed shelters. A total of
US$5,900 was donated through the combined efforts of
the hotel, employees and guests.

Mandarin Oriental Hotel Group   Sustainability Report 2021

In August 2021, Haiti was hit by a magnitude 7.2 earthquake
which caused large-scale damage and destruction to homes
and healthcare facilities. In support of the earthquake
victims, Mandarin Oriental, Miami collected 35 kg ofcanned food and daily necessities, including toilet paper,
baby diapers and feminine products, in partnership with
the United Way of Miami-Dade.
In December 2021, the east coast of Malaysia, Pahang,
was hit by a ‘once in 100 years’ flood which left thousands
homeless. In response to the crisis, colleagues at Mandarin
Oriental, Kuala Lumpur gathered and donated duvet
covers, bath towels, throw cushions and clothing toalleviate the predicament of the flood victims.

Canouan Cares
Mandarin Oriental, Canouan neither takes what we have, nor what wecreate, for granted.
Canouan is a veritable playground for beach lovers and water sports
enthusiasts. The region is well known for excellent sailing, diving anddeep-sea fishing, all of which can be enjoyed off Canouan’s shores andaround the many neighboring islands.
Mandarin Oriental, Canouan supports efforts that promote the health of
our natural resources and our community.
St. Vincent Volcano Relief
On April 9, La Soufrière volcano on St. Vincent began a series ofcatastrophic eruptions that have downed vital infrastructure on the
Caribbean island. An estimated 20,000 people have been displaced fromtheir homes, and the island now faces a growing humanitarian crisis.
Canouan Cares has joined the global effort to supply drinking water,
basic hygiene items, and bedding to those affected by the volcanic
eruption. In addition to actively sourcing and donating supplies, ourcolleagues are joining efforts on St. Vincent’s to help service
overwhelmed shelters.
With residents crowding into government shelters amid a pandemic,
necessities are still desperately needed. To make a donation, or to learn
more about Canouan Cares St. Vincent Volcano Relief efforts, kindly
contact our Executive Office.
Jacquie Thomas, Executive Assistantjathomas@mohg.com
784 432-2152

51

Naturally Better for the Communities

OUR COLLECTIVE IMPACT

Fighting Hunger
The paradox of world hunger and food waste is a global
challenge. In response to this challenge, our hotels form
strategic partnerships with impactful local food charities
to help extend their outreach to more people who arein need. Mandarin Oriental, New York has a long-term
partnership with City Harvest, the city’s largest foodrescue organisation, which helps to feed more than
1.5 million New Yorkers who struggle to put meals on
their tables each year. Despite COVID-19 restrictions
on volunteer numbers, colleagues contributed a totalof 72 hours at City Harvest’s food distribution drives.
Colleagues also helped to raise more than US$4,500
which will also be matched by corporate via the
FANtastic Match Programme.

Mandarin Oriental, Singapore is a partner of Willing
Hearts, a charitable organisation that prepares anddistributes around 9,500 meals each day to feed thosein need – including the elderly, people with disabilities,
low-income families, children from single-parent families
and migrant workers. This year, almost 300 kg of usedhotel crockery, such as plates and mugs, was donatedto the soup kitchen to support their operations.

Hong Kong

Paris

New York

Mandarin Oriental Hotel Group   Sustainability Report 2021

At Mandarin Oriental, Paris, colleagues volunteer withLa Soupe Saint-Eustache in their annual collection offood and hygienic products donated by shoppers at thesupermarket. These donations are then redistributed tofood charities who deliver hot meals to the homeless.

Through a fundraising activity named ‘#OnigiriforLove’,colleagues at The Landmark Mandarin Oriental, Hong Kong
attempted to spread love through the sales of onigiris,otherwise known as Japanese rice balls. The activity
successfully raised US$37,000 which allowed Feeding
Hong Kong to provide another 29,000 meals, while Impact
HK could provide shelter to 24 more individuals in need.

52

Naturally Better for the Communities

OUR COLLECTIVE IMPACT

Enabling Education and Skills Development
Education plays a critical role in uplifting the lives of
disadvantaged individuals and their families – as thesaying goes ‘Give a man a fish, and you feed him for aday. Teach a man to fish, and you feed him for a lifetime’.
During 2015’s Mandarin Oriental Global F&B Conference
held in Bangkok, we made a commitment to leavea lasting impact on the local community. Since then,we have been supporting Baan Nokkamin Foundation,a children’s orphanage in Bangkok which offers
assistance ranging from accommodation to educationand emotional development to orphans, street children
and underprivileged children. Over the years, we havefundraised more than US$110,000 for the Foundation fromour colleagues’ collective efforts across our Global F&B
operations. Mandarin Oriental, Bangkok has represented
us annually in a total of six social engagements over theyears, which involved visiting the orphanage over lunch,
activities and presenting our donations to Baan Nokkamin
Foundation. We have supported the upgrade of thecentre’s facilities for the children such as a music room
and a sports and recreation area. Mainly, our donations
go towards sponsoring the annual education tuition of
hundreds of children who access the centre and sending
gifted athletes to compete in regional sporting events.
During our last visit to Baan Nokkamin, we hosted lunch
and donated 105 items of clothing to the children.

Marrakech

Mandarin Oriental, Marrakech partnered with RIM on theirinitiative Sur Le Chemin de l’École (‘On the Way to School’)
which provides beds and lessons to girls who have totravel long distances to study. In support of better accessto education for girls, a total of US$1,800 was fundraisedby colleagues. Colleagues also paid visits to the girls anddonated clothing, books and food items to the association.
Bangkok

Mandarin Oriental Hotel Group   Sustainability Report 2021

53

Naturally Better for the Communities

OUR COLLECTIVE IMPACT

Enabling Education and Skills Development Continued
Mandarin Oriental Pudong, Shanghai is a proud partner ofMifan Mama, a non-profit organisation that aims to provide
basic necessities, educational and medical support toorphanages in Shanghai and surrounding provinces.
During their visit to the orphanage, colleagues leveraged
their skill sets – such as our engineering colleague who
helped to service their air conditioner and the culinary
team who whipped up a sumptuous lunch for the children.

Our hotels also contributed school equipment andsupplies to underprivileged students. Mandarin Oriental,
Bangkok donated a total of six used computers to two
schools located in mountainous Loei and in Nonthaburi,
a suburb of Bangkok, respectively.

Bangkok

In Tokyo, despite the COVID-19 State ofEmergency, Mandarin Oriental, Tokyo continued
to contribute to the community. They connectedwith the students of Tokiwa Elementary School
virtually and gave them English lessons.

Tokyo

At Mandarin Oriental, Washington, D.C., colleagues raised funds to purchase1,000 sets of backpacks and school supplies, and also donated 500 digital
devices to underprivileged students under the city’s Mutual Aid programme.

Shanghai

Mandarin Oriental Hotel Group   Sustainability Report 2021

Mandarin Oriental,
Washington, D.C.

1,000

500

Sets of Backpacks
and School
Supplies DonatedDigital Devices
Donated54

Naturally Better for the Communities

OUR COLLECTIVE IMPACT

Empowering Women and Supporting Local Entrepreneurship

Hospitality Action is a charity close to our hearts here at
Mandarin Oriental, as it offers hospitality workers in needhelp with mental and physical health, employment andfinancial aid. We know how hard many in our industry
have been hit throughout the pandemic and want tooffer our utmost support to them. Through a numberof sporting activities – running, cycling, walking andskating – colleagues at Mandarin Oriental Hyde Park,
London, clocked up as much distance as they could
muster in a week. Symbolic distances included theequivalent of running from Mandarin Oriental Hyde Park,
London to Mandarin Oriental Ritz, Madrid, Barcelona,
Paris and back, just as the hospitality industry iscoming back again, stronger than ever, together.
Through this fundraising activity, we raised US$13,300
for Hospitality Action.

During the COVID-19
pandemic, small local
businesses have taken
a bigger hit than larger
corporations due torestrictions, closuresand financial hardships.
Similarly, it has been
harder for single mothers
to cope, between workand caring for theirchildren. In these difficult
times, we have stepped
up to support local
entrepreneurship andsingle mothers in need.
Mandarin Oriental,
Kuala Lumpur
collaborated with
Ibupreneur, a social enterprise that empowers financiallydependent and vulnerable mothers by equipping them withthe right business tools to become micro-entrepreneurs,
by supporting their own home-grown talent. In conjunction
with Mother’s Day and Hari Raya Celebration, the hotel
promoted Ibupreneur’s bespoke products via the Mandarin
Oriental Online Shop and on the hotel’s Instagram page.
100 % of the proceeds went to the enterprising mothersof Ibupreneur.

Mandarin Oriental Hotel Group   Sustainability Report 2021

Caring for All

PragueAfter watching a documentary about the impact of
COVID-19 on single mothers, colleagues at Mandarin
Oriental, Prague took part in an initiative called ŠATNÍK
(‘Wardrobe’). Our colleagues there helped to gather
ten large bags of clothes, part of more than four metrictons collectively gathered, before it was distributed tosingle mothers and families through the initiative.

Mandarin Oriental,
Hyde Park, London

US$13,300Raised for
Hospitality Action

55

Naturally Better for the Communities

OUR COLLECTIVE IMPACT

Caring for All Continued
The pandemic has also made life more challenging for
migrant workers. Their employment may be suspended
or terminated as the pandemic spreads and they may not
be able to return to their home countries due to border
lockdowns. To help alleviate some of these challenges,
colleagues at Mandarin Oriental, Macau donated anddistributed rice, instant noodles and canned goods
to those migrant workers in need, in partnership with
Caritas Macau.

Macau

At Mandarin Oriental, Milan, great cooking comes from theheart. Chef Guida prepares special lunches at his home toraise funds for L’Abilità Onlus, an organisation that has
been working for more than 20 years to guarantee thewell-being of children with disabilities and their families.
The specific project they embrace is Spazio Gioco(‘Playground’): an educational day service for children
aged two to 11 with different types of disabilities. A totalof US$42,500 was raised in 2021.

Mandarin Oriental, Milan also supports Progetto Itaca
Onlus, a foundation that promotes information, prevention,
support and rehabilitation programmes for people withmental health issues and their families, through the project‘Tutti Matti per il Riso’. For every donation made, donors
receive a box of Carnaroli or Ribe Integrale rice together
with Chef Guida’s recipes. This nation-wide fundraising
event also culminates with a fundraising dinner by the Chef,
and a total of US$193,000 was successfully raised in 2021.

Milan

Milan

Mandarin Oriental Hotel Group   Sustainability Report 2021

56

Naturally Better for the Communities

OUR COLLECTIVE IMPACT

Environmental Conservation and Animal Welfare
Healthy ecosystems arefundamental for human life
as they purify our air, clean
our water, maintain our soil,
regulate our climate, andprovide us with food andother resources. They arealso important assets fortourism. Each year, ourcolleagues take part in avariety of clean-up activities to help safeguard the local
environment. Colleagues at Mandarin Oriental, Lago diComo engaged in cleaning, collecting, and monitoring
waste in the Blevio lakefront area. Mandarin Oriental,
Barcelona participated in the city’s 5th Annual Seabed
Cleaning Day and cleaned up a total 170 kg of waste. In
the aftermath of a typhoon, Mandarin Oriental, Sanya
similarly organised a clean-up to return the beach toits original condition. At
Mandarin Oriental, Hong
Kong, colleagues took
part in clean-up efforts
along ‘The Dragon’s
Back’, one of the mostpopular hikes in Hong
Kong, and have plans toextend the activity toguests who wish to join.

Lago di Como

Mandarin Oriental Hotel Group   Sustainability Report 2021

BodrumMandarin Oriental, Bodrum
nestles on the hillside andoverlooks the Aegean Sea.
Our colleagues play theirpart in keeping these scenic
views available for all to enjoy
with cleaning efforts on the beach, in the forest and on
roads. Colleagues also undergo forest fire awarenesstraining to help prevent forest fires. This year, Mandarin
Oriental, Bodrum rescued 165 Logerhead Sea turtle
hatchlings discovered on their beach with the help of
the local rescue and rehabilitation centre ‘DEKAMER’.
Passionate about contributing further to turtle
conservation, colleagues underwent training fromthe centre on turtle rescue and care.

Guangzhou

Colleagues at Mandarin Oriental in Dubai and Guangzhou
volunteer at animal shelters to feed rescued stray catsand dogs, clean their living environment and showering
them with love and affection. Our hotels also donate used
sheets, blankets and towels which get a second life at the
animal shelters as they keep the animals warm and dry.

57

Naturally Better for the Communities

CULTURE AND HERITAGE
Mandarin Oriental’s widely-recognised eleven-blade fanlogo is a profoundly meaningful symbol of the Group’s
oriental culture. In addition to the trademark logo for the
luxury hotel group, all Mandarin Oriental hotels have theirown fan which represents the unique heritage of theirproperty. Each hotel’s fan is sensitively linked to the placein which it resides and is a visual representation of thecultural soul of each location.

Mandarin Oriental, Shenzhen

Mandarin Oriental Ritz, Madrid

Chen Man, the renowned visual artist, created the stunning
fan of Mandarin Oriental, Shenzhen. The signature Fanreflects the traditions, crafts and skills of southern China,
focusing in particular on the lion dance. The beautiful fan,which features a bold, red abstract design on a neutral
backdrop, is also designed to capture the openness andinclusiveness that is found in Shenzhen, a city that is oneof China’s fastest growing.

A well-known cultural symbol of Spain, Mandarin Oriental
Ritz, Madrid’s fan is made of fine cream coloured lace,designed with a multitude of gilt and silver flowers andfoliage, mounted on mother of pearl sticks. This beautiful
genuine antique fan, with its transparent leaf, was commonlyused in the 19th Century as a charming dress accessory.

Mandarin Oriental Bosphorus, Istanbul
Inspired by antique Ottoman embroidery and modernised
by Turkish-born fashion designer Erdem Moralıoğlu, thesignature fan of Mandarin Oriental Bosphorus, Istanbul
reflects the sophisticated gardens of this unique urban
resort. The dominant blue echoes the hues of the
Bosphorus, Chinese cloud bands and tulips emphasise
the Asian influence on the Ottoman Empire’s Tulip Era,
and representative of traditional woodworking, floral
engravings adorn the fan sticks.

Mandarin Oriental Ritz, Madrid

Mandarin Oriental, Shenzhen

Mandarin Oriental Hotel Group   Sustainability Report 2021

Mandarin Oriental Bosphorus, Istanbul

58

Naturally Better for the Communities

CULTURE AND HERITAGE

CASE STUDY

Mandarin Oriental Ritz, Madrid

Mandarin Oriental Fellowship with
the Asian Cultural Council
Founded in 1963, the Asian Cultural Council (‘ACC’) isa non-profit organisation that seeks to reinforce international
respect and understanding for Asian cultural arts throughthe provision of grants to artists, scholars and organisations
from the U.S. and Asia. Since 2005, the Group has beena partner of ACC with a dedicated ACC Mandarin Oriental
Arts Fellowship programme that focuses on preserving theindigenous arts, cultures, and traditions of Asia.

Mandarin Oriental Ritz, Madrid sits in a Belle – Épôque building listed by the local authorities,
meaning that it enjoys the highest protection as part of the city’s cultural heritage. The hotel has
been a globally-known address for more than a century and is one of the three original Ritz Hotels,alongside Paris and London, created by famous hotelier César Ritz. With its leafy garden and elegant
terrace, The Ritz Madrid is an oasis of elegance, impeccable service, and architectural splendour
in the heart of Madrid, beside the Prado Museum in the Golden Triangle of Arts. The hotel has
been the centre of high society entertainment, from royalties to heads of state and internationallyacclaimed personalities, ever since its inauguration by King Alfonso XIII in 1910.
Today, after an extensive renovation with Paris based interior designers Gilles & Boissier, the classic
Belle-Épôque building blends perfectly with the more contemporary design of rooms, suites
and breath-taking public areas.

Mandarin Oriental Hotel Group   Sustainability Report 2021

In 2021, the Mandarin Oriental Fellowship was awarded toa Chinese independent artist and Professor at the China
Central Academy of Fine Arts, Wu Jian’an. As a celebrated
contemporary artist whose works have been exhibitedinternationally, Wu has been exploring the 1500-year-old
Chinese traditional medium of paper cutting. The Fellowshipsupports Wu in continuing to push the expressive possibilitiesof the medium and engaging with artisans and craftspeople
in China and Europe to explore ways of incorporating newmaterials and techniques into his work. Wu will be undertaking
research on Native American material culture and mythology
in museums, archives, and art centres serving thesecommunities.

APPENDICES

60

Appendices

APPENDIX A: PERFORMANCE DATA
Total Workforce
Total Workforce

Male

%

Female%Total

By Region

7,128

60 %

4,776

40 %

11,904

Asia

3,029

56 %

2,382

44 %

5,411

45.5 %

Europe, Middle East & Africa

3,129

67 %

1,557

33 %

4,686

39.4 %

America

871

56 %

698

44 %

1,569

13.2 %

Corporate

99

42 %

139

58 %

238

2.0 %

By Employment Contract

%

7,128

60 %

4,776

40 %

11,904Full-time

6,955

60 %

4,548

40 %

11,50396.6 %

Part-time

63

32 %

131

68 %

194

1.6 %
1.7 %

Casual

110

53 %

97

47 %

207

7,128

60 %

4,776

40 %

11,904

Line Staff

3,845

59 %

2,644

41 %

6,489

54.5 %

Management

3,014

61 %

1,938

39 %

4,952

41.6 %

Executive

197

66 %

100

34 %

297

2.5 %

Other (Casual/Trainee)

72

43 %

94

57 %

166

1.4 %

By Age Group

7,128

60 %

4,776

40 %

11,904

Under 30

1,988

55 %

1,644

45 %

3,632

30.5 %

30 to 50

3,998

63 %

2,374

37 %

6,372

53.5 %

Over 50

1,142

60 %

758

40 %

1,900

16.0 %

Male%

Female

%

Total

%

By Colleague Category

Executive Team and Board of Directors
By Age Group
Under 30

–

–

–

–

–

–

30 to 50

2

67 %

1

33 %

3

23.1 %

Over 50

9

90 %

1

10 %

10

76.9 %

9

90 %

1

10 %

10

76.9 %

By Nationality
EuropeNorth America

1

50 %

1

50 %

2

15.4 %

Oceania

1

100 %

0

0%

1

7.7 %

Mandarin Oriental Hotel Group   Sustainability Report 2021

61

Appendices

APPENDIX A: PERFORMANCE DATA

Turnover
New Hires

Male%

Female%Total% of Total

Hires by Age Group

2,696

56 %

2,111

44 %

4,807

40.4 %

Under 30

1,467

54 %

1,248

46 %

2,715

56.5 %

30 to 50

1,074

59 %

746

41 %

1,820

37.9 %

Over 50
Hires by Region

155

57 %

117

43 %

272

5.7 %

2,696

56 %

2,111

44 %

4,807

40.4 %

Asia

952

53 %

858

47 %

1,810

37.7 %

Europe, Middle East & Africa

1,492

60 %

1,010

40 %

2,502

52.0 %The Americas

239

50 %

235

50 %

474

9.9 %

13

62 %

8

38 %

21

0.4 %

Total TurnoverCorporate

Male%

Female%Total% of Total

Separations by Age Group

2,510

57 %

1,890

43 %

4,400

Under 30

1,144

55 %

935

45 %

2,079

47.3 %

30 to 50

1,135

59 %

787

41 %

1,922

43.7 %
9.1 %Over 50

231

58 %

168

42 %

399

2,510

57 %

1,890

43 %

4,400

Asia

988

53 %

876

47 %

1,864

42.4 %

Europe

1,327

61 %

854

39 %

2,181

49.6 %The Americas

174

55 %

141

45 %

315

7.2 %

Corporate

21

53 %

19

48 %

40

Separations by Region

Turnover Rate by Age Group0.9 %35.2 %

39.6 %

Under 30

57.5 %

56.9 %

57.2 %

30 to 50

28.4 %

33.2 %

30.2 %

Over 50
Turnover Rate by RegionAsia

37.0 %

20.2 %

22.2 %

21.0 %

35.2 %

39.6 %

37.0 %

32.6 %

36.8 %

34.4 %

Europe, Middle East & Africa

42.4 %

54.8 %

46.5 %The Americas

20.0 %

20.2 %

20.1 %

Corporate

21.2 %

13.7 %

16.8 %

Mandarin Oriental Hotel Group   Sustainability Report 2021

62

Appendices

APPENDIX A: PERFORMANCE DATA

Health & Safety Incidents
Performance Indicator

Unit

2019

2020

2021

Audit Result% Compliance

92.7

91.8

92.7

Work-related Injuries1

Fatality rate

0

0

0

Safe, Sound & Sustainable1

2

Rate of high-consequence work-related injuries

Not available

Not available

0.01

Rate of recordable work-related injuries

Not available

2

Not available

2

6.69

Calculated based on 200,000 hours worked.

2 We reported on Lost Time Incidents in our past reports per GRI 403: Occupational Health and Safety 2016. 2021 is the first year we are reporting on Work-related Injuries per GRI 403: Occupational Health and Safety 2018.

Mandarin Oriental Hotel Group   Sustainability Report 2021

2

63Appendices

APPENDIX A: PERFORMANCE DATA

Environmental Performance Summary
Performance Indicator

Unit

2012

2019

2020

2021

GJ

1,045,228

MMBTU

990,685

1,242,472

1,381,850

1,520,954

1,177,637

1,309,742

1,441,586

MJ/m

MBTU/ft2

1,812

1,530

1,129

1,243

160

135

99

109

EnergyAbsolute Energy Consumption (Actual)

Energy Intensity (Actual)2

Scope 1

Percentage

31 %

32 %

21 %

23 %

Scope 2

Percentage

69 %

68 %

79 %

77 %

Energy from Renewables

Percentage

4%

3%

3%

3%

tons (metric) of CO2-E

120,195

141,779

169,482

179,428

tons (US) of CO2-E

132,492

156,284

186,822

197,786

208

175

138

147

Emission
Absolute Emissions (Actual)

Emission Intensity (Actual)

kg CO2-E/m2
2

lb CO2-E/ft

43

36

28

30

Scope 1

Percentage

16 %

16 %

10 %

11 %

Scope 2

Percentage

84 %

84 %

90 %

89 %

2,563,907

3,050,079

4,296,552

4,538,336

Water
Absolute Water Consumption (Actual)m3
million gallons (US)

Water Intensity

677

806

1,135

1,199

4,445

3,757

3,511

3,708

gallon (US)/ft2

109

92

86

91

metric tons

5,176

12,1238,183

10,879kilopounds

11,411

26,72518,03923,985

metric tons

906

5,363

2,632

3,713

kilopounds

1,998

11,823

5,803

8,187

kilograms/m2

12.62

9.06

5.00

6.13

liters/m2

Waste
Total Waste

Diverted Waste

Waste Landfill Intensity

2

Diversion Rate

pounds/ft

2.58

1.85

1.02

1.26

Percentage

18 %

44 %

32 %

34 %

GHG emissions are calculated using GHG Protocol’s market-based method. The Group’s 2021 location-based GHG emissions was 182,808 metric tons CO2-E.
GHG emissions are not inclusive of fugitive emissions from refrigerants. In 2021, this was 6,614 kg CO2-E.
Mandarin Oriental Canouan and Sanya have been excluded from the waste figures for 2021 due to incomplete data.

Mandarin Oriental Hotel Group   Sustainability Report 2021

64

Appendices

APPENDIX B: GLOBAL REPORTING INITIATIVE INDEXThis report has been prepared following the Global Reporting Initiative (‘GRI’) Standards, an internationally recognised set of indicators for economic, environmental and social aspectsof business performance. Details of the GRI Standards can be found at www.globalreporting.org/standards.
In the GRI Index, we provide references to locate content in this report as well as provide direct answers to indicators and direct readers to external sources on our corporate website.

I. General Disclosures:
Indicator

Description

Location and/or Direct Answer

102-1

Name of the organisation

About this Report (p. 2)

102-2

Activities, brands, products, and services

Corporate Profile (p. 5)

102-3

Location of headquarters

Hong Kong, SAR

102-4

Location of operations

Corporate Profile (p. 5)

102-5

Ownership and legal form

2021 Annual Report (p. 2 of PDF)

102-6

Markets served

Corporate Profile (p. 5)

102-7

Scale of the organisation

Corporate Profile (p. 5)

102-8

Information on employees and other workers

Performance Data: Turnover (p. 61)

102-9

Supply chain

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

Organisational Profile

Our approach to managing procurement and vendor relationships is mostly decentralised withproperties 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.
102-10Mandarin Oriental Hotel Group   Sustainability Report 2021

Significant changes to the organisation andits supply chain

In 2021, four hotels opened and five new projects were announced.

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APPENDIX B: GLOBAL REPORTING INITIATIVE INDEX

Indicator

Description

Location and/or Direct Answer

102-11

Precautionary Principle or approach

Health, Safety and Security (pp. 33-34)
MOHG supports the precautionary approach to environmental challenges. (pp. 16-17)
Human Rights and Inclusiveness (pp. 40-42)
Modern Slavery Statement 2021 (p. 73)
Responsible Procurement (pp. 28-31)

102-12External initiatives

Mandarin Oriental aligns our sustainability commitments with the UN SDGs. (pp. 6-8, 11)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

102-14

Statement from the most senior decision-makerabout the relevance of sustainability andorganisation’s strategy

Message from the CEO (pp. 3-4)

102-15Key impacts, risks, and opportunities

We are aware of the environmental, social and governance risks and opportunities associated withour business and proactively manage them.

Organisational Profile Continued

StrategyThis includes climate-related risks of increased frequency and severity of extreme weather events(acute physical risks), as well as rising sea levels (chronic physical risks), which can have detrimental
impacts on our properties, destinations and supply chains.
We will be conducting a portfolio-wide sustainability risk assessment in 2022 to fully evaluate
the relevant risks and opportunities at every property.

Mandarin Oriental Hotel Group   Sustainability Report 2021

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APPENDIX B: GLOBAL REPORTING INITIATIVE INDEX

Indicator

Description

Location and/or Direct Answer

102-16

Values, principles, standards, and norms of behaviour

Naturally Better (p. 11)
Guest Satisfaction and Sustainability (pp. 37-38)
Health, Safety and Security (pp. 33-34)
Human Rights and Inclusiveness (pp. 40-42)
Responsible Procurement (pp. 28-31)

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 and regulations,and proper standards of business conduct.

Ethics and Integrity

We maintain whistleblowing policies and procedures to encourage the reporting of any inappropriate
activity. Any failures to comply with the Code of Conduct are investigated and disciplinary action is taken
as appropriate, up to and including termination.
The Group’s Employment Policy also prohibits all forms of harassment and discrimination, such as
impeding movement or creating an intimidating, hostile or offensive work environment, and provides
procedures by which colleagues can raise, in confidence, any matters of serious concern such assuspected 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.

Sustainability Governance (pp. 12-13)
Our CEO-chaired Sustainability Executive Advisory Panel is responsible for Mandarin Oriental’s overallsustainability strategy including the establishment of measurable goals, developing programmes, andpromoting and soliciting feedback on sustainability initiatives.
With oversight from the Group’s Risk Management Committee, enterprise risks are also assessed andreviewed annually and shared with the Board’s Audit Committee.
(Additional information on our Board of Directors and governance structure can be found in the‘Investors’ section of our corporate website.)

Mandarin Oriental Hotel Group   Sustainability Report 2021

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APPENDIX B: GLOBAL REPORTING INITIATIVE INDEX

Indicator

Description

Location and/or Direct Answer

102-40

List of stakeholder groups

Stakeholder Engagement (p. 14)

102-41

Collective bargaining agreements

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

102-42

Identifying and selecting stakeholders

Stakeholder Engagement (p. 14)

102-43

Approach to stakeholder engagement

Stakeholder Engagement (p. 14)

102-44

Key topics and concerns raised

Identified topics of concern through stakeholder engagement among key stakeholder groups include:• Guests: Guest Wellness, Food Safety, Information Protection

Stakeholder Engagement• Colleagues: Compensation and Benefits, Professional Development, Occupational Health and Safety,
Sustainability, Community Engagement• Owners and Developers: Economic Performance, Energy Efficiency, Risk Evaluation and Monitoring• Local Communities: Economic Presence and Participation, Local Talent Acquisition and Retention
Skills Training, Culture and Heritage Protection• Shareholders: Corporate Governance, Economic Performance, Customer Satisfaction, Environmental
Performance. Risk Evaluation and Monitoring• Vendors, Suppliers and Contractors: Economic Performance, Operational Eco-Efficiency, Climate andWater Risk, Sustainable Food, Human Rights in the Supply Chain• Industry Peers and Trade Associations: Carbon Emissions Reduction Targets, Human Rights in the
Supply Chain and Tourism Industry• NGOs and Outside Advisors: Energy, Water, Waste, and Greenhouse Gas Emissions, Colleague
Training and Skills Development, Guest Engagement on Sustainability, Human Rights in the Supply
Chain and Tourism Industry, Biodiversity, Supply Chain Responsibility
Reporting Practice102-45

Entities included in the consolidated
financial statements

2021 Annual Report (‘Principal Subsidiaries, Associates, Joint Ventures and Managed Hotels’, p. 77)

102-46

Defining report content and topic boundaries

About this Report (p. 2)
The key material issues identified through the materiality assessment built the foundation of the material
topics that are discussed in this report. Additional key sustainability issues covered during on-goinginternal and external stakeholder engagement exercises have also been weaved into different reportsections to demonstrate how we are integrating these engagements into business actions.
The materiality assessment was facilitated by a third-party consulting firm, Greenview, where the Group
Sustainability Committee evaluated a series of sustainability topics based on the degree of the Group’s
economic, social and environmental impacts (both actual and potential) and the level of stakeholder
concern for each topic. We also considered issues that are specific to the travel and tourism industry.
To validate and enhance the Committee’s preliminary assessment, we convened a stakeholder panel
which incorporated perspectives from internationally recognised organisations.

Mandarin Oriental Hotel Group   Sustainability Report 2021

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APPENDIX B: GLOBAL REPORTING INITIATIVE INDEX

Indicator

Description

Location and/or Direct Answer

List of material topics

Performance Highlights (pp. 6-8)

Reporting Practice Continued
102-47

Also, please refer to the Management Approach Disclosures in this GRI Content Index, where we haveprovided disclosures on selected economic, environment and social topics.
102-48

Restatements of information

None during the reporting period.

102-49Changes in reporting

None during the reporting period.

102-50

Reporting period

Our reporting period is calendar year 2021.

102-51

Date of most recent report2020 Sustainability Report102-52

Reporting cycle

Annual102-53

Contact point for questions regarding the reportsustainability@mohg.com

102-55

GRI content index

Appendix B: Global Reporting Initiative Index

102-56External assurance

We did not seek external assurance during the reporting period.

103-1

Explanation of the material topic and its Boundary

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

103-2

The management approach and its components

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

103-3

Evaluation of the management approach

Please refer to the Management Approach Disclosures in this GRI Content Index, where we aim to reporton challenges and opportunities in a balanced manner and identify future plans.

Management Approach

Mandarin Oriental Hotel Group   Sustainability Report 2021

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Appendices

APPENDIX B: GLOBAL REPORTING INITIATIVE INDEXII. Specific Disclosures: Management Approach Disclosures and Indicators:
Material Aspects

GRI Indicators

Location and/or Direct Answer

201

Management approach disclosure2021 Annual Report

201-1

Direct economic value generated
and distributed

2021 Annual Report (Financial Statements, pp. 33-99)

201-2

Financial implications and other risks andopportunities for the organisation’s activities
due to climate change

In the World Economic Forum’s Global Risks Report 2022, risks associated with climate change werenamed among the world’s top five risks in terms of likelihood and potential impact.

Economic
Economic Performance

Changing climate patterns may cause an increased occurrence of droughts, hurricanes and typhoons,risks affecting our infrastructure, our colleagues in their livelihoods, our guests’ travel plans and thehealth of our communities.
With oversight from the Group’s Risk Management Committee, enterprise risks are assessed andreviewed 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-specificrisks, which includes terrorism, contagion and extreme weather events.

Indirect Economic Impacts

Anti-Corruption

201-3

Coverage of the organisation’s defined
benefit plan obligations

2021 Annual Report (Pension plans, pp. 59-62)

203

Management approach disclosure

Naturally Better (p. 11)
Responsible Procurement (pp. 28-31)
Naturally Better for the Communities (pp. 48-58)

203-1

Infrastructure investments andservices supported

Performance Highlights (pp. 6-8)
Naturally Better for the Communities (pp. 48-58)

205

Management approach disclosure

Bribery and corruption are explicitly prohibited in our Code of Conduct, with oversight from
our Group Finance and Risk Management functions. Internal Control Audits are also conductedat 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 onprospective partners.
We maintain whistleblowing policies and procedures to encourage the reporting of any inappropriate
activity. Any failures to comply with the Code of Conduct are investigated and disciplinary action istaken as appropriate, up to and including termination.

205-3 Confirmed incidents of corruption andactions taken
3 World Economic Forum. ‘The Global Risks Report 2021’ January 2021. https://www.weforum.org/reports/the-global-risks-report-2021.

Mandarin Oriental Hotel Group   Sustainability Report 2021

MOHG has not identified any confirmed incidents of corruption within the Group and withbusiness partners.

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APPENDIX B: GLOBAL REPORTING INITIATIVE INDEX

Material Aspects

GRI Indicators

Location and/or Direct Answer

302

Management approach disclosure

Environmental Stewardship (p. 16)
Carbon and Energy (pp. 17-19)

302-1

Energy consumption within the organisation

Performance Data: Environmental Performance Summary (p. 63)

Environmental
Energy302-3 Energy intensity

Performance Data: Environmental Performance Summary (p. 63)

302-4 Reduction of energy consumption

Carbon and Energy (pp. 17-19)
Performance Data: Environmental Performance Summary (p. 63)

303

Management approach disclosure

Environmental Stewardship (p. 16)
Water (pp. 20-21)

303-3

Water withdrawal

Water (pp. 20-21)
Performance Data: Environmental Performance Summary (p. 63)

Biodiversity

304

Management approach disclosure

Green Development (pp. 25-26))
Environmental Conservation and Animal Welfare (p. 56)

Emissions

305

Management approach disclosure

Carbon and Energy (pp. 17-19)

305-1

Direct greenhouse gas (GHG) emissions(Scope 1)

Performance Data: Environmental Performance Summary (p. 63)

305-2 Energy indirect greenhouse gas (GHG)
emissions (Scope 2)

Performance Data: Environmental Performance Summary (p. 63)

305-4 Greenhouse gas (GHG) emissions intensity

Performance Data: Environmental Performance Summary (p. 63)

305-5 Reduction of GHG emissions

Carbon and Energy (pp. 17-19)
Performance Data: Environmental Performance Summary (p. 63)

Waste

306

Waste (pp. 22-24)
Single-use Plastic Elimination (p. 27)

306-3 Waste generated

Performance Data: Environmental Performance Summary (p. 63)

Environmental Compliance

307

Management approach disclosure

Environmental Stewardship (p. 16)

307-1

Non-compliance with environmental laws
and regulations

No significant fines or non-monetary sanctions for non-compliance were recorded in 2021.

308

Management approach disclosure

Responsible Procurement (pp. 28-31)

308-1

New suppliers that were screened using
environmental criteria

Responsible Procurement (pp. 28-31)

Water

Supplier Environmental Assessment

Mandarin Oriental Hotel Group   Sustainability Report 2021

Management approach disclosure

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Appendices

APPENDIX B: GLOBAL REPORTING INITIATIVE INDEX

Material Aspects

GRI Indicators

Location and/or Direct Answer

401

Management approach disclosure

Naturally Better for Colleagues (pp. 39-47)

401-1

Employee turnover

Naturally Better for Colleagues (pp. 39-47)
Performance Data: Turnover (p. 61)

403

Management approach disclosure

Health, Safety and Security (pp. 33-34)
Health, Safety and Well-being (p. 43)

SocialEmployment

Occupational Health and Safety4

Training and Education

Diversity and Equal Opportunity

Human Rights Assessment

Local Communities

403-9 Work-related injuries

Health, Safety and Well-being (p. 43)
Performance Data: Health & Safety Incidents (p. 62)

404

Management approach disclosure

Training and Development (p. 44)
Elevating the Colleague Experience (pp. 45-46)
Champions of Sustainability (p. 47)

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

Training and Development (p. 44)
Elevating the Colleague Experience (pp. 45-46)

404-3

Percentage of employees receiving
regular performance and careerdevelopment reviews

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

405Management approach disclosure

Human Rights and Inclusiveness (pp. 40-42)

405-1

Diversity of governance bodies andemployees

Performance Data: Total Workforce (p. 60)

412

Management approach disclosure

Human Rights and Inclusiveness (pp. 40-42)
Responsible Procurement (pp. 28-31)

412-2

Employee training on human rights policies
or procedures

Human Rights and Inclusiveness (pp. 40-42)
Modern Slavery Statement 2021 (p. 73)

413

Management approach disclosure

Our Collective Impact (pp. 49-56)

413-1

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

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

(Additional information on our Board of Directors can be found in the ‘Investors’ section of ourcorporate website.)

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

Mandarin Oriental Hotel Group   Sustainability Report 2021

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APPENDIX B: GLOBAL REPORTING INITIATIVE INDEX

Material Aspects

GRI Indicators

Location and/or Direct Answer

414

Management approach disclosure

Human Rights and Inclusiveness (pp. 40-42)
Responsible Procurement (pp. 28-31)

414-1

New suppliers that were screened using
labour practices criteria

Human Rights and Inclusiveness (pp. 40-42)
Responsible Procurement (pp. 28-31)

416

Management approach disclosure

Health, Safety and Security (pp. 33-34)
Holistic Wellness (pp. 35-36)

416-1

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

Health, Safety and Security (pp. 33-34)
Holistic Wellness (pp. 35-36)

418

Management approach disclosure

Health, Safety and Security (pp. 33-34)

Social Continued
Supplier Social Assessment

Customer Health and Safety

Customer Privacy

Mandarin Oriental’s Data Privacy Policy provides guidance on information protection practices, which is
focused on maintaining the confidentiality, availability and integrity of guest and colleague information.
The information protection programme is designed to align with our Guiding Principles and leverage
the strength of our company’s culture. Policies and best practices are based on the ISO 27001
and 27002 standards for information security, and globally accepted principles for the privacy of
personal information.
Our Group Risk Management Committee governs the programme, with actions and responsibilities
cascading to each of our properties.
In the face of escalating threats to businesses over the past few years, the Group has made a strong
commitment to information security with a focus on continuous improvement, so that we can identify
and appropriately mitigate our risks and potential exposures to specific threats.
418-1

Mandarin Oriental Hotel Group   Sustainability Report 2021

Substantiated complaints regarding
breaches of customer privacy and lossesof customer data

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

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Appendices

APPENDIX C: MODERN SLAVERY STATEMENT 2021
MOHG Modern Slavery Statement
This statement is made by Mandarin Oriental (UK) Limited and Mandarin Oriental Hyde Park Limited(‘MOUK’) pursuant to the UK’s Modern Slavery Act 2015 for its financial year ending 31 December
2021. MOUK is part of the Mandarin Oriental Hotel Group (the ‘Group’) and its ultimate parent
company, Mandarin Oriental International Limited, is incorporated in Bermuda and has a standard
listing on the London Stock Exchange, with secondary listings in Bermuda and Singapore, andis a member of the Jardine Matheson Group. The Group is an international hotel investment
and management group which owns, manages and operates 36 hotels and 7 residences in
24 countries and territories in Asia-Pacific, Europe, Middle East and the Americas.
The statement provides the measures taken by MOUK to ensure that its business and supply chain
remain free from modern slavery and human trafficking. MOUK does not operate a UK website,
and this statement will be included in the Group’s Annual Sustainability Report published each year
on the Group’s website operated by Mandarin Oriental Hotel Group Limited, the operating entityof its office headquarters based in Hong Kong. This statement has been approved by the boardof directors of MOUK on 29th April 2022.
The Group aims to operate in a manner consistent with the United Nations (UN) Universal Declarationof Human Rights and with the International Labour Organization’s Fundamental Conventions
regarding child and forced labour, wages and working hours, health and safety, freedom of
association and non-discrimination. The UN’s Sustainable Development Goals serve as animportant reference point for the Group as we execute our sustainability policy and programmes.
The following policies demonstrate the Group’s commitment to the above:•

The Code of Conduct incorporated into every employee’s employment contract requires all
hotels, regional offices and corporate offices to comply with all applicable laws and regulations
and to maintain proper standards of business conduct.

•

The Group has established a Responsible Procurement Policy to ensure purchasing decisions
are made respecting human and labour rights. The policy also includes a Supplier Code of
Conduct, which sets out the principles and the minimum standards that the Group expects
its suppliers to comply with and to hold their own suppliers and subcontractors accountable,
including ethical practices and compliance with all applicable legislation such as the Modern
Slavery Act in the UK.

•

In support of the Group’s Code of Conduct and Supplier Code of Conduct, the Group has
established whistleblowing policies to facilitate employees and suppliers to report theirconcerns, including a ‘Speak Up’ platform operated by Deloitte which offers three channels
for reporting serious and genuine concerns about malpractice at the earliest practicablestage so we can take appropriate action: dedicated toll-free whistleblowing telephone lines;

Mandarin Oriental Hotel Group   Sustainability Report 2021

website (https://secure.deloitte-halo.com/MOHGSpeakUp); and email. The MOHG Speak Up
website is available in 12 languages and toll-free telephone lines are available in 24 locations
and 10 languages.
•

All hotels are required to comply with Group Policies and Procedures, including the Group
Security Operations Manual which sets out indicators of potential victims of human trafficking
and suggested responses.

The Group’s initiatives on human rights including modern slavery are overseen by our Group
Sustainability Governance Structure, headed by the Executive Advisory Panel consisting of theGroup’s CEO and key senior management personnel. They define the key priorities for the Groupand provide both resources and accountability mechanisms, while regular Panel meetings areheld to review progress in our sustainability priorities. In 2021, we established our Group-level
Sustainability Office to bolster efficiency in internal coordination and strengthen mechanisms
for verifying compliance and supporting sustainability improvements across the properties.
The Sustainability Office will work with Group and property-level colleagues to combat modern
slavery and other human rights abuses.
Our colleagues worldwide undergo modern slavery awareness training. Through the training,they learn about the areas of risk within the hospitality sector, and how to identify opportunities
where modern slavery and human trafficking could potentially exist across operations and supply
chains and to ensure this does not happen in the Group. This important training occurs regularly
for existing MOUK colleagues, and all new colleagues as part of their onboarding induction.
Externally, we work closely with a number of NGOs both locally and on a Group-wide level,
including the Mekong Club, in whose Hospitality Roundtable we participate to discuss initiatives
to address modern slavery with industry peers.
Mandarin Oriental Hotel Group is strongly opposed to all forms of modern slavery, and as part ofour sustainability initiatives we will continue to enhance our awareness training and collaborate
with external experts to identify risks and implement solutions to tackle the evil of human trafficking.

James Riley
Group Chief Executive
29th April 2022
Mandarin Oriental Hotel Group