Section Subhead

SUSTAINABILITYREPORT 2017
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility Report

Se cti o n 00

Our Hotels
ASIAPACIFIC

Mandarin Oriental,
Kuala Lumpur

Mandarin Oriental,
Bangkok

Mandarin Oriental,
Guangzhou

Mandarin Oriental,
Hong Kong

The Excelsior,Hong Kong

The Landmark Mandarin Oriental,
Hong Kong

Mandarin Oriental,
Jakarta

Mandarin Oriental,
Macau

Mandarin Oriental,
Sanya

Mandarin Oriental Pudong,Shanghai

Mandarin Oriental,
Singapore

Mandarin Oriental,
Tapei

Mandarin Oriental,
Tokyo

Mandarin Oriental,
Atlanta

Mandarin Oriental,
BostonMandarin Oriental,
CanouanMandarin Oriental,
Las Vegas

Mandarin Oriental,
Miami

Mandarin Oriental,
New York

Mandarin Oriental,
Barcelona

Mandarin Oriental,
BodrumMandarin Oriental,
GenevaMandarin Oriental Hyde Park,
LondonMandarin Oriental,
MunichMandarin Oriental,
Paris

Mandarin Oriental,
PragueTHE
AMERICAS

Mandarin Oriental,
Santiago

Mandarin Oriental,
Washington DC

Hotel Ritz,
MadridMandarin Oriental,
Marrakech

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EUROPE,MIDDLEEAST& AFRICA

Mandarin Oriental,
Milan

2

About Mandarin Oriental Hotel Group
Mandarin Oriental Hotel Group is an international hotel
investment and management group with deluxe andfirst-class hotels, resorts and residences in soughtafter destinations around the world. Having grownfrom its Asian roots into a global brand, the Group now
operates 31 hotels and eight residences in 21 countries
and territories, with each property reflecting theGroup’s oriental heritage and unique sense of place.
Mandarin Oriental has a strong pipeline of hotels andresidences under development. The Group has equity
interests in a number of its properties and adjusted net
assets worth approximately US$5.7 billion as at 31st
December 2017.
Mandarin Oriental’s aim is to be recognised as theworld’s best luxury hotel group. This will be achievedby investing in the Group’s exceptional facilities andits people, while maximising profitability and longterm shareholder value. The Group is committed to
exceeding its guests’ expectations through exceptional
levels of hospitality, while maintaining its position as
an innovative leader in the hotel industry. The strategyof the Group is to open the hotels currently underdevelopment, while continuing to seek further selective
opportunities for expansion around the world. Mandarin
Oriental Hotel Group regularly receives recognition
and awards for outstanding service and quality
management.
The parent company, Mandarin Oriental International
Limited, is incorporated in Bermuda and has astandard listing on the London Stock Exchange,
with secondary listings in Bermuda and Singapore.
Mandarin Oriental Hotel Group International Limited,which operates from Hong Kong, manages theactivities of the Group’s hotels. Mandarin Oriental is amember of the Jardine Matheson Group.

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The Group is committed
to exceeding its guests’
expectations throughexceptional levelsof hospitality, while
maintaining its position
as an innovative leader
in the hotel industry.
3

Table of Contents

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

VIEWPOINTS, STRATEGY & HIGHLIGHTS

4

Message frrom James Riley, CEO

5

Supporting the UN Sustainable Development Goals

62017 Highlights

8

DELIVERING EXCELLENCE

12

Safety & Security

14

Health & Wellness

16

Inclusive Business

19

ADVANCING SUSTAINABILITY

23

Operational Footprint

24

Green Building & Eco-Design

33

Sustainable Food

37

CHAMPIONING COMMUNITY

40

APPENDICES

48

2017 Performance Tables

49

Global Reporting Initiative Index

52

UN Sustainable Development Goals Index

60

ENDNOTES

61

4

Message from the CEO
For more than 50 years Mandarin Oriental Hotel Group has been recognised as a leader in luxury hospitality.
The Group remains committed to delivering service excellence and to operating its hotels and residences in
responsible and sustainable ways.
As the Group extends its global reach, it is important to have a framework of sustainability strategies andprogrammes in place to address critical topics including decent work and economic growth as well as clean
energy and water scarcity. We believe that the travel and tourism industry is well-positioned to help support andaccelerate industry best practices for sustainable tourism. The Group is therefore focusing its sustainability efforts
around the United Nations Sustainable Development Goals.
This 2017 Sustainability Report shows the progress made towards the Group’s specific 2020 environmental goals,
as well as group-wide commitments and practices to deliver excellence, advance sustainability and champion thecommunities in which it operates. We highlight stories of innovation across our hotels and residences and aim to
be transparent about the challenges we face.
Our accomplishments in 2017 were made possible due to thehard work and dedication of the Group’s colleagues across theglobe who continue to identify impactful ways to respond to
local community and environmental needs.
As we look to the future, we aim to further integratesustainability into our operations and culture so that we candeliver measurable results by harnessing the passion anddedication of our colleagues.

‘We believe that the travel
and tourism industry is wellpositioned to help support andaccelerate industry best practices
for sustainable tourism, and
the Group is therefore focusing
its sustainability efforts aroundthe United Nations Sustainable
Development Goals’.

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James Riley
Group Chief Executive

5Supporting the UN Sustainable Development Goals
Doing More for a Sustainable Future
The Sustainable Development Goals (SDGs) serve as an important reference point for the Group as we execute our corporate responsibility policy and programmes. We havebegun to prioritise specific SDGs that we believe can help to drive progress and support critical global operations in each of the markets in which we operate:

SUSTAINABLE
AGRICULTURE

WELLNESS

Anchored by our awardwinning spas, we are guided
by a vision of wellness
across all touchpoints ofthe guest and colleague
experience.

We aim to further develop
and empower womenin our workforce andsupport causes that
promote opportunities
for women and girls.

WATER

INCLUSIVE GROWTH& SUSTAINABLE
TOURISMSUSTAINABLE
CONSUMPTIONOCEANS

BIODIVERSITY

We partner with local
farmers and ranchers
to promote sustainableagriculture and help tackle
hunger for those in need.

We maintain targets to
reduce our water intensity—
prioritising hotels located inwatersheds in those areas ofhighest water risk.

GREENHOUSEGAS EMISSIONS

We have embarked ona long-term strategy to
reduce our greenhouse gas
emissions from our 2007
baseline.

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As we grow, we are inspiredby a vision to create local
economic opportunities
across our operations,while advancing sustainable
tourism.

We aim to mitigate impacts
caused by overfishing andenvironmentally destructive
fishing methods, while
promoting clean, healthymarine life.

WOMEN & GIRLS

We actively identify
opportunities to promote a
circular economy throughour supply chain and achieve
our targets to reduce waste
intensity per guest room.

Guided by a Group-wide
biodiversity assessment, wehave identified a holistic setof actions encompassing
development, operations
and procurement.

6

Creating a Sense of PlaceAt Mandarin Oriental we believethat creating a sense of place iscritical to delivering excellence,advancing sustainability andchampioning communities.
In each community in which we operate, our goal is
not only to reduce our environmental footprint, butalso to support local economies, advance prosperity
and protect human rights. Within our sphere of
influence, we also aim to enhance the culturalauthenticity of each location through integrating local
architecture, design, goods and services; preserving
historic monuments and sites and protecting the local
heritage and traditions of communities.
Creating a sense of place is a source of pride in the
21 countries and territories where our hotels arelocated, providing a compelling mandate to connect
our sustainability programmes and initiatives. This
mandate also challenges us to continually ask
ourselves how we can do more for a sustainable
future in each community.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility Report72017 Highlights
Began installation of onsite
water filtration systems toprevent plastic bottles
from going to landfills
Conducted
disability
awareness weeks
in prioritised markets

Initiated pilot
sustainable procurement
and seafood standards

Reduced 2017 greenhouse gas emissions
intensity by 22.3% (from 2007 baseline)
On track to reach 25% target by 2020

Donating over
US$500,000
to local andinternational
charities since our“I’m a Fan”
campaign began
Diverted 33.2%
of waste from landfills(compared to 2012 ratio of 17.3%)
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Supported more than
50 charities andcommunity organisations

Expanded ourprogramme to achieve
our goal to onsite andoffsite beekeeping at
all properties to help
protect theworld’s bees

Completed
7th year of ourFantastic Matchprogramme
where we match
grants to ourhotels in the
United States

Extended our ethical sourcing
commitments to cover coffee and tea—with cocoa and vanilla targeted by 20208

2017 Highlights
Reduced 2017
water intensity
by 17.0%(from 2007 baseline)
On track toreach 20%
target by 2020

Organised volunteer
events to clean up
local beaches,rivers and forestsin the United States,
Europe and Asia

Advanced leadingedge Digital Wellness
programme tohelp guests andcolleagues improvewell-being in
the modern,connected world

On track
to meet 2020
goal to migrate
all hotels to
LED lighting

17th year of execution on theGroup’s Safe, Sound, and Sustainable
programme where each fully-operational
hotel is annually audited for complianceMore than
US$49 million saved
due to our energy conservation
measures since 2007
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12 years of support
for the Asian Cultural
Council’s Mandarin
Oriental Fellowship
for Cultural Heritage
Preservation

Completed year threeof Group-wide support for the
Baan Nokkamin Foundation’s
orphanage in Thailand

3.4% of greenhousegas emissions reduced
from the utilisation ofrenewable energy credits

Over 56,699 kilogramsof used soap andbottled guestroom
amenities diverted
from landfill to date anddonated to support
those in need throughour partnershipwith Clean the World9

“We are theChampions”
Our corporate responsibility programmes are
structured to align with our Group’s decentralised
nature, thereby allowing sustainability to beembedded throughout the organisation.
At the property level, Corporate Responsibility
Committees have been formed, led by a Corporate
Responsibility Champion and comprising at leastten colleagues. Specific roles are assigned tocolleagues based on particular areas of focus—
all support our environmental targets andcommunity objectives.
In order for each property to succeed in advancing
sustainability, the Corporate Responsibility
Committees are dedicated to working together
as colleagues—an important guiding principle
for Mandarin Oriental. In many cases, advancing
sustainability involves being innovative, striving tobe the best in order to make real change and to be
active members of our communities.

Guided by Corporate
Responsibility Champions,each hotel is empowered tochoose local initiatives tosupport and also encouraged
to find creative ways to improve
efficiency in their operations.

Clockwise, from top left: Kirtash Handicap Charity Home withMandarin Oriental, Kuala Lumpur; Mandarin Oriental Hyde Park, London
Halloween MOCARE; Mandarin Oriental, Miami colleagues volunteer at
Ronald McDonald House; Charity Run at Mandarin Oriental, New York.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility Report10Making Sustainability Part of the Guest Experience
At Mandarin Oriental we aim to deliver environmentally-sustainable luxury services that not only delight our guests, but also meet their expectations of a global luxury brand.
This requires a delicate balance. Across the globe, each of our properties are tasked with identifying unique ways to integrate sustainability into the guest’s luxury experience
whilst fostering the sense of place that makes each hotel special:

Where the Garden Grows
Mandarin Oriental hotels in Atlanta,
London and Paris feature onsite herb
and floral gardens that provide produce
used for the restaurants, bars and inroom guest amenities. Mandarin Oriental,
Marrakesh maintains a botanic garden attheir spa, thereby offering freshly-grown
herbal teas to spa guests after theirtreatments. The garden also grows fruits
and more than 20 varieties of vegetables
that are used in the hotel’s threerestaurants. The garden also grows morethan 100 varieties of roses.

The Libraryof the Future

A Warm, Local Welcome

Our hotels have begun providing guests,
upon check-in, access to an online
library of international newspapers
and magazines—an alternative thatavoids printed copies and provides
them a greater choice of media.

Guests at Mandarin Oriental, Kuala Lumpur are
greeted upon arrival with Tapping Tapir—a locallysourced sparkling soda with iconic Malaysian
spices and herbs that introduces guests both tothe hotel and also to the local culture.

Charging Up
We have begun installing electric vehicle charging
stations at our hotels and residences. The Tesla Model S
is now a guest transportation vehicle at selectMandarin Oriental hotels in the United States and Europe.

Vegan
Friendly
Several of ourhotels including
Mandarin Oriental,
Bodrum, London
and Washington
DC have
expanded theirvegetarian andvegan menus to
support guests’
dietary choices.

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Promoting Socially
Responsible Enterprises
Making Nature Fun
At Mandarin Oriental, Sanya, a popular destination
for families, children are provided with a fun activity
where they collect stamps for their own personalised“passport” and learn about the nearby Coral Bay’sfauna and wildlife in the process.

Mandarin Oriental, Marrakech has
partnered with a local foundation called“Sur Le Chemin de L’Ecole”, whichhelps girls from rural areas in Morocco
to access education. To support thefoundation’s programmes, the hotel
provides television advertisementson the guest channels as well as
information on the programme in rooms.
11Delivering Excellence

Mandarin Oriental Hotel Group’s
mission is to completely delight andsatisfy our guests. We are committed
to continual improvement, to making
a difference every day and to being
the best. Supported by our longstanding guiding principles, this is
how we aim to deliver excellence andcreate shared value for our guests,
colleagues and stakeholders.

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Our Guiding Principles
Working together

Delighting our guests

We emphasise theimportance of teamwork andtreat each other with mutual
respect and trust. By working
together cooperatively,
we all contribute to theGroup’s success.

We are committed to exceedingguest expectations by surprisingthem with our ability to anticipate
and fulfill their wishes.

Delighting ourcolleagues
We value each colleague andprovide a caring, motivating andrewarding environment for all. We
bring out the best in our people
through effective training andpersonal development, enabling afulfilling career with the Group.

Becoming the best
We intend to be an innovative
leader in the luxury hospitality
industry. We will continually improve
our service delivery, as well as
the quality of our products andfacilities, ensuring we appeal toa multi-generational audience.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility Report‘We are committed toleading through innovationand excellence, and oursustainability programmes
and practices will guide us
towards being thebest-in-class globally’.
—Christoph Mares,
Chief Operating Officer

Acting with responsibility
We maintain integrity, fairness and honestyin all our internal and external relationships.
We support initiatives that improve theenvironment and we act as responsible
members of our communities.

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Safety & Security
Our Highest Priority
Our guests spend a considerable amount of time inour hotels and they trust us to provide an environmentthat is not only comfortable and aesthetically
beautiful, but also one that serves as a safe haven
during their visit. It is also critical that our colleagues
are provided with a safe work environment.

Creating Legendary
Quality Experiences
We measure our hotels’ service performanceon a regular and consistent basis and share theresults across the Group. We believe that thisis critical if we are to continue to be recognised
as an industry leader.
To guide our colleagues, the Group has createdthe Legendary Quality Experiences (LQEs)—
containing more than 100 company guidelines
which focus on experiences over-and-above
basic luxury standards. The LQEs are centredon eleven pillars of service and cover all theimportant aspects of a guest visit. In 2017,
the LQEs were refreshed to further enable
our colleagues to go above and beyond ourStandard Operating Procedures.

All hotels receive
three annual audits for
quality assurance, theresults of which areshared Group-wide.

All hotels receive three annual audits for quality
assurance, the results of which are sharedGroup-wide. Mandarin Oriental maintains
various quality measurement processes tomonitor and improve performance, including
the international benchmarking standards
established by Leading Quality Assurance.
We also measure ourselves against otherinternational standards including the American
Automobile Association in the United States, theForbes Travel Guide and the Michelin Guide.
Mandarin Oriental
Hyde Park,
LondonMandarin Oriental,
Guangzhzou

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Our Safe, Sound and Sustainable Programme
Established in 2000, Mandarin Oriental Hotel Group’s Safe, Sound and Sustainable programme has expanded
to reflect our commitment to go “beyond compliance” and to incorporate best practices that support oursustainability strategy.
Programme guidelines are continuously improved upon and updated as methods evolve and as new impacts fromhotel activities are identified. Executive compensation is based in part on the programme’s annual audit results.
Our proprietary Safe, Sound and Sustainable Programme includes the following topics: ire Safety Inspection, testing and maintenance of all fire safety related installations.
F
Based on the internationally-recognised National Fire Protection Association guidelines

Occupational Health & Safety Health and safety topics in the workplace.
Based on the Occupational Safety and Health Administration (OSHA) standards of the United States government
Security Security of guests, colleagues and property. Based on international best practices
Health and Safety Health and safety topics related to guests. Based on British and European standards
Food & Beverage Health and safety related to Food and Beverage operations. Based on the accredited
international standard of Hazard Analysis and Critical Control Point standards (HACCP)
Business Continuity Planning & Risk Management Overall Risk Management and BusinessContinuity Management. Developed around proven risk assessment and risk management methodology
Spa, Fitness & Wellness Health and safety related to Spa, Fitness and Wellness operations.

2017 Safe, Sound and Sustainable
Audit and Occupational Safety Results
Over the past ten years, audit performancehas remained stable, within 2% of the Group’s
target of 90%. In 2017, the Group’s overall
average score was 88.7%. Group performancein the environmental section increased to 82.9%
and has improved dramatically from its initialscore of 42% in 2012 when the environmental
guidelines were first introduced.
In 2017, there were 6.7 incidents per 100
colleagues resulting in lost time, a 6% decrease
from 2016 and above the United States Bureau
Leisure and Hospitality safety rate of 3.3
incidents per 100 colleagues1. At 20.6 incidents
per 100 colleagues, the incident rate of ourhotels in the Americas was above the proximate
U.S. industry average, having increased fromthe previous year.
The incident severity rate, a measure of lostdays per incident, decreased by 3% to 24.89
lost days per incident per 100 colleagues. Whilst
the Group’s incident severity rate increased inEurope, the severity rate decreased in both Asiaand the Americas.
Please see our 2017 Performance Tables formore detailed results.

Based on international best practices

Environment Management of the property’s environmental impact. Based on international best practices
Each fully-operational hotel is audited annually to monitor their compliance with these Safe, Sound & Sustainableguidelines. Audits are conducted by an independent auditing company and include a verification of documentation
and records in place, as well as a physical inspection of the facilities. The annual audit process ensures that hotelmanagement teams are focused on health and safety issues and are prepared to manage crisis and businessinterruptions. The environmental guidelines cover the Hotel Corporate Responsibility Committee, the management ofenergy and water consumption, greenhouse gas emissions and generation and disposal of waste.
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Health & Wellness‘We look at every new spa that we open as an innovationlab, where we can test out new ideas, facilities andexperiences’. —Jeremy McCarthy, Group Director of Spa
An Authentic, Holistic and Personal Approach to Guest Wellness
As we are conscious of the critical importance of health and wellness to our guests, Mandarin Oriental strives
to provide environments and experiences that are not only safe but also take into consideration the long-term
wellness of our guests and spa customers.
We aim to provide spa guests with authentic, holistic and personal experiences:

AUTHENTIC

Guided by the Group’s oriental
heritage but influenced by local
cultural diversity, Mandarin Oriental
has created distinctive concepts
with a unique sense of place inevery location. Whether in China,
Turkey or Morocco, our services
embed cultural practices specificto where our hotels are located.

HOLISTIC

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

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PERSONAL

Follow Your Passions
We want to enable our guests to pursue their
passions while on the road. From runningclubs to new jogging maps using the Strava®
app to Peloton® bikes for virtual spin classes
and in-room and onsite yoga classes, weare constantly evolving our guest services.
This helps our guests maintain balance andconsistency in their own wellness journeys
during their stay with us. In most of our hotels
we now feature a selection of complimentarywellness videos from Grokker ® including yoga,
Pilates, fitness and meditation.
For those with a literary passion, in 2017
Mandarin Oriental, Washington DC joined
sister property Mandarin Oriental, New York, ininitiating a bedside reading programme enabling
guests to read and take home a complimentary
selection of books provided by their bedside;
this new programme is further enhanced by a
Loaner Lenses programme which allows guests
to borrow reading glasses from an exclusive
luxury purveyor of eyeglasses.

We recognise that wellness isvery personal and take the time tounderstand our guests’ individual
needs and goals.

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Sharpening Our Focus
on “Digital Wellness”
As new levels of technology continue to consume
daily life, it is becoming more difficult to detach fromthe digital world. Several of our spas have begun tooffer digital wellness programmes. Mandarin Oriental’s
digital wellness retreats encourage guests to use
their visit as a chance to disconnect and re-evaluate
their relationship with electronics. Exercises focus
on establishing personal boundaries on the useof electronic devices, clearing mental chatter andcreating a healthy, digitally-balanced lifestyle.
We also launched a “Digital Wellness Escape”,
an 80-minute experience concentrating on thehead, eyes, neck, shoulders, hands and feet. This
restorative treatment aims to ease stresses andstrains resulting from the frequent use of digital
devices. At the end of each treatment, therapists
provide guests with a booklet of Digital Wellness Tips
and explain the importance of healthy habits aroundusing technology in the home.

Industry Leadership on Greening Urban Spas
In 2017, Mandarin Oriental joined forces with the Green Spa Network, a non-profit organisation dedicatedto the idea that “vital people can make a vital planet possible”. The cooperation sought to advance thedevelopment of a tool to evaluate environmental practices for spa operations located in urban hotels.
The result was a “Group Sustainability Assessment” tool for use in global, multi-property hotel brands.
Mandarin Oriental was the first group to take the Group Sustainability Assessment and subsequently
became the first international hotel group to enlist all of its properties as members in the Green Spa
Network.
The results of the Group Sustainability Assessment have been used to develop a Group-wide sustainability
mission for spas, supported by goals that seek to minimise consumption of resources, reduce waste,
positively impact local communities, celebrate local cultural heritage and deepen colleague engagement
around sustainability. In 2018, a Group-wide working group was established to support our sustainability
strategy for the spas at Mandarin Oriental. Representatives from our Spa division then spoke at the Green
Spa Network’s annual conference to encourage others in the industry to take the same approach.

In 2017, we held our third annual Silent Night wellness
event to provide mindfulness and a sense of calm. As
part of the event, Mandarin Oriental spas around theworld went silent in the early evening. No talking, nomusic, just a chance for individuals to experience a quiet
time of contemplation and mindfulness during their spa
treatment.

Mandarin Oriental’s digital wellness
retreats encourage guests to use
their visit as a chance to disconnect
and re-evaluate their relationshipwith electronics.
The Spa at
Mandarin Oriental, Bangkok

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Expanding Our
Wellness Practitioners Programs
We are motivated by a vision of “Wellness Everywhere”
where wellness is cultivated not only in our spas but
across all touchpoints of the guest experience. We arefocused on harnessing the experience of our therapists
and their unique range of specialisations, ranging from
Tai Chi to Shanghainese pedicures. In addition, we
cotinue to host innovative visiting practitioners such as
iridologists, trichologists and specialised sound healers.
We also explore innovative partnerships and share bestpractices from our spa programmes to enhance thewellness of our colleagues.

At Mandarin Oriental, Macau, the hotel extended
wellness activities to cover an entire month andformed a wellness committee who took chargeof organising year-round activities for colleagues.
Mandarin Oriental, Singapore introduced a Legendary
Quality Wellness Experience colleague engagement
event, which integrated wellness with our signature
programme. As part of the curriculum, a fun ‘Stairway
to Heaven’ challenge was held where colleagues
where quizzed on guest experience standards while
climbing the hotel’s stairs.

Integrating Wellness into
Our Corporate Culture
Often inspired by our guest services, colleague
wellness has increasingly become part of thecorporate culture at our hotels. Colleague wellness
activities take into account both physical andmental health, while providing an opportunity tosupport team building and also engage with local
communities. In 2017 we continued to deploy
wellness initiatives across the enterprise including
a variety of fitness classes, from yoga and Pilates
to rock climbing and salsa dancing, as well as
weight loss programmes and educational events.
Colleagues also came together and connected
through running clubs and other wellness events at
many properties around the world.
In 2017, we held our second annual Colleague
Wellness Week across the Group. The Colleague
Wellness Week programmes were so well received
that most properties have decided to capitaliseon the momentum and establish new permanent
programmes based on the activities undertaken
during this time. For example, properties haveemphasised stress management and provided
colleagues with the necessary education andresources to promote mental well-being and soundfinancial decision-making. In 2017, events included
workshops on sleep therapy, sounds baths,
meditation, mandalas, aromatherapy and breathing.
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Inclusive BusinessRespecting and Protecting Human Rights
Mandarin Oriental Hotel Group aims to operate
in a manner consistent with the United Nations
Universal Declaration of Human Rights and with theInternational Labour Organization’s Fundamental
Conventions with regard to child and forced labour,
wages and working hours, health and safety, freedomof association and non-discrimination.

“Time to Get to Work”

The Group is taking active steps to ensure that allcolleagues are made aware of the risks of modern
slavery and labour exploitation in supply chains andbusiness. This includes specific training due to belaunched in the orientation programme along withregular updates and communications.

We recognise that there is always more that can be done to further promote diversity, inclusion and gender
equity across our value chain. Preparations are underway to launch a working group focused on expanding
human rights and inclusivity practices as well as identifying metrics to measure our progress.

For decades, Mandarin Oriental has maintained Group-wide hiring and employment guidelines as well as
strict anti-harassment and anti-discrimination policies. Every colleague receives training on our employment
policies upon hire. Our Group’s management approach to diversity and inclusion aims to go beyond thesebaseline practices—we believe that celebrating our differences supports and enhances both the guiding
principles within our organisation and how we deliver on our mission.

The Group is also in the process of introducing
responsible and sustainable purchasing guidelines
across its portfolio to ensure that our suppliers,
vendors and business partners share our values
with regard to fundamental human rights. These
guidelines, which will be subject to regular evaluation,require compliance and commitment to anti-slavery
and human trafficking laws and principles with respect
to all products, services and supply chains.

The Group is taking active steps
to ensure that all colleagues are
made aware of the risks of modern
slavery and labour exploitation in
supply chains and business.

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Developing Our Human Capital
Performance and succession planning remain a critical priority to satisfy the career aspirations of our colleagues
and support our continued global expansion. In addition to regular feedback processes, annual performance andsuccession planning reviews are completed at all levels of the organisation.
Our approach to learning and development is unique in that we emphasise continuous and experiential learningover traditional classroom training methods. Training for competency continues to be our pathway to ensure
success. Our training is personalised and focuses on the skills and abilities needed for each position.
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. We also maintain oursignature MOve Up, MOve Forward and MBA Executive programmes which target supervisors, junior managers,
experienced managers and department heads. Additionally, The Mandarin Oriental Executive Development Centre
provides senior managers with feedback to facilitate their personal and career development as they advancetowards a General Manager position within our Group.
In recognition of our efforts, Mandarin Oriental was honoured to receive the Best Leadership Development
Strategy Award at the Jardine Matheson 2017 Human Resources Conference.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility Report‘Every day, we work to create aculture where we can all growtogether. We take a personalized
approach to enable dynamic,
experiential learning experiences
for our colleagues’.
—Jacqueline Moyse, Head ofGroup Organisational Development

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

Building Sustainability Knowledge Across the Workforce
We provide a Sustainability Training Programme for all colleagues. The two-and-a-half hour course is designed to
improve knowledge of sustainability issues and reinforce the value of sustainable practices at Mandarin Oriental.
Colleagues gain a global perspective on environmental issues important to Mandarin Oriental’s business anddiscuss issues of concern in their local communities.
The Sustainability Training programme is part of the Group’s mandatory MOve In orientation programme for newcolleagues. Additional and more targeted training has been developed for our Corporate Responsibility champions
at each hotel.

2017 Performance:
Colleague Engagement and TurnoverWhilst our colleague satisfaction rate remains highand has steadily improved over the past decade,we operate in an industry that is characterisedby high turnover. In 2017, Mandarin Oriental
experienced a 1% decrease in our global turnoverrate; however, our global turnover rate remains
above the current industry average. Colleagues
under 30 continue to be the demographic with thehighest turnover rate.
We have found that, in addition to compensation
and benefits, the primary drivers for engagement
and retention among our workforce are careerdevelopment, a passion for customer service andpride in the reputation of our hotels.
In 2018, we are transitioning to using more
frequent pulse surveys to monitor colleague
engagement levels and respond to opportunities
on an ongoing basis.

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

De l i ve ri n g E xce l l e n ce 21

Raising Disability AwarenessOn an annual basis, Mandarin Oriental, Paris organises
a week-long programme to raise awareness about
disabilities in the workplace. Activities are held daily
with the aim of fostering empathy for both guests
and staff with disabilities. This includes offering Braille
instruction and hosting visually-impaired masseuses
onsite to provide massages. Colleagues are also
trained on how to welcome disabled guests, whilesome have participated in running sessions with Louis
Radius, a Paralympics medal winner.
The General Managers of Mandarin Oriental, Singapore
and The Landmark Mandarin Oriental, Hong Kong
also serve on the Steering Committee of MINDSET, anorganisation that works to change attitudes regarding
mental health disabilities. MINDSET was founded in
2002 by the Jardine Matheson Group. Some of theparticipants of the MINDSET programme are given theopportunity to apply for positions within our company.
We continue to seek out opportunities to include
people with disabilities to join our teams. For example,
Mandarin Oriental Pudong, Shanghai added nine new
employees with special needs to its workforce in 2017.

Joining Forces with Our Suppliers to Help the Disabled
Mandarin Oriental, Singapore collaborates with its Food and Beverage suppliers to bring awareness andmake contributions to its Ring Tabs Collection programme. Through it, used or discarded can tabs arerecycled to create prosthetic limbs for the disabled. The programme received additional support from ourcolleagues and their friends and family. To date, these ring tab donations have contributed to the productionof more than 100 prosthetic legs. Mandarin Oriental, Bangkok is also engaged in a similar programme—collecting nearly 200 kilograms of aluminium cans to be recycled for the creation of over 20 prosthetic limbs
over the past three years.

To date, Group ring tab donations
have contributed to the production of
more than 120 prosthetic limbs.
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De l i ve ri n g E xce l l e n ce 22

Advancing Sustainability
Guided by our 2020 environmental targets and inan effort to help protect the world’s ecosystems,
Mandarin Oriental strives to reduce our ecologicalfootprint through a coordinated Group-widecommitment to integrate best practices inoperational efficiency, green building, eco-designand sustainable sourcing.

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Operational Footprint‘We are incorporating sustainability into the DNA of how weplan, design, construct and operate our hotels and residences’.
—Vincent Marot, Group Director of Technical Services
Our 2020 Environmental Targets
Mandarin Oriental is committed to reducing our energy consumption, greenhouse gas emissions, water
consumption and waste footprint. Through a focused, coordinated effort, we’ve made significant progress against
our 2007 baseline.

EnergyGreenhouse
Gas Emissions

Water

20% intensity reduction
per square metre(2007–2020)

25% intensity reduction
per square metre(2007–2020)

20% intensity reduction
per square metre(2007–2020)

Status:On Track(20.6% reduction
from 2007–2017)

Status:On Track(22.3% reduction
from 2007–2017)

Status:On Track(17.0% reduction
from 2007–2017)

Waste
25% intensity reduction
per guest night(2012–2020)
Status:Behind Schedule(1.4% increase
from 2012–2017)

We believe that what gets measured, gets managed. We have therefore established a 2020 vision with energy andemissions reduction goals based on a 2007 baseline, along with interim 2016 goals to track our progress. Each hotelalso has individual short-term goals which are reviewed and adjusted annually. To track our true progress against 2020
goals, we also rigorously analyse our data and utilise regression analysis to evaluate the Group’s true performance. In
2018, we plan to continue increasing our operational eco-efficiency, developing a vision post-2020 that considers
science-based targets required to curb greenhouse gas emissions.
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility Report

Reflections on our Journey
2017 marked the tenth year of our journey tosignificantly reduce our operational footprint.
It has also presented an opportunity forreflection. We attribute much of our progress
to a rigorous approach to data monitoring,with accountability and ownership cascading
to individual properties. Third-party audits
and retro-commissioning studies were key
elements towards identifying initial projects andinvestments. To date, we estimate that nearly
US$49 million in savings have been made fromour efforts over the past decade, with dramatic
reductions at individual properties such as
Mandarin Oriental, Macau, which has reduced
its energy consumption by nearly 27% since its
initial 2011 energy audit.
As we look ahead to the next decade in ourjourney, colleague engagement will be essential,
as will engagement with key stakeholders
including owners and local municipalities. The
application of emerging technology and training
to encourage behavioural change will also benecessary to further reduce our energy, water
and waste footprint while maintaining andelevating the guest experience associated with
our luxury brand.
To measure progress against our 2020 reduction
goals for water and waste, we utilise the numberof guest nights as our intensity metric. However,variations in the number of guest nights canhave a considerable effect on our progress. Thishas been particularly challenging with regard towaste performance.

A d va n ci n g Su s ta i n a b i l i ty 24Energy and Emissions
Central to our energy and emissions reduction strategy
is the use of energy audits, retro-commissioning studies
and energy metering. As part of our Safe Sound andSustainable programme, we conduct energy audits
with guidelines based on ASHRAE’s Procedures forCommercial Energy Audits. The audits also consider
the requirements of each hotel and often target specificmechanical functions, such as chilled water or hot waterproduction. A more comprehensive retro-commissioning
process is applied as needed to supplement an energy
audit, or when significant changes to the operation,
due to renovations or property extensions, haveoccurred. The use of energy metres, which helps us tobetter understand consumption patterns, has become
increasingly operationalised through our Safe Sound andSustainable programme.
As LED lighting met our brand quality standards, weare now set to deploy this energy-saving feature witha goal to migrate all hotels to LED lighting by 2020.
We are on track and ahead of schedule to meetthis goal through the installation of LED lighting inguestrooms, banquet areas, restaurants, corridors,
parking garages and back-of-house areas.
Fugitive emissions typically occur from leaks
unintentionally released into the atmosphere fromrefrigeration systems or whilst handling refrigerants.
Fugitive emissions are notable for their high global
warming potential. By incorporating them in to theSafe, Sound & Sustainable programme, fugitive
emissions are down 52% and represented only
2.7% of total emissions in 2017.
To reduce our Scope 3 footprint associated with
commuting, in 2017 we also provided colleagues at
Mandarin Oriental, Geneva and Washington DC withnew resources for carpooling, bikeshare systems andpublic transit.

Real Time with Mandarin Oriental
We continue to invest in innovative technology
balanced with sound engineering practices that
do not adversely impact the guest experience.
Today, nearly all our hotel rooms are equippedwith automatic systems to reduce energy
consumption when guestrooms are unoccupied.
Chiller optimisation also continues to offer
significant improvements to our overall
environmental footprint with notable reduction
achieved in some hotels. Mandarin Oriental,
Miami’s performance optimisation approachis unique in that the property is installing
software and hardware inside the chiller plantand its HVAC and water supply systems. This
technology can monitor its performance in realtime and chiller efficiencies of approximately
18% are expected from the initiative.
Similarly, Mandarin Oriental, Washington DC
completed a major energy efficiency projectin 2017 whereby all pumps, fans and chillers
were optimised based on demand monitoring.
The investment is expected to yield substantial
energy savings and pay for itself within two
years. In 2017, Mandarin Oriental, Boston
also completed a chiller optimisation project,
expected to improve plant efficiency by 38%.

Mandarin Oriental, Geneva

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

We continue to invest ininnovative technology
balanced with soundengineering practices that
do not adversely impact
the guest experience.
A d va n ci n g Su s ta i n a b i l i ty 25

2017 Performance: Energy andGreenhouse Gas Emissions

per square metre of property. In 2017, the Group’s
emissions intensity decreased by 0.4% over theprior year to 185 kg CO2 per square metre. In 2017,absolute emissions generated by the Group amounted
to 175,900 metric tons of CO 2 equivalent (including
reductions from RECs) 4.

Absolute energy consumption for the Group totalled
1,481 TJ in 20172, an increase of 1.1% over 2016,
associated with a 1.6% increase in air-conditioned
floor area. By implementing energy efficiency
measures, the Group avoided 244 TJ of energy
consumption in 2017 3. The total avoided consumption
2007 to 2017 was 1,309 TJ.

Energy intensity is a normalised measure ofenergy consumption per square metre of property,
allowing us to evaluate our energy consumption
over time as the company develops and changes.
Our energy intensity has steadily decreased since2007 and, in 2017, annual energy intensity for theGroup decreased by a further 0.5% to 1,554 MJ /m 2 / year.

From 2007 to 2017, our total avoided emissions are
estimated at an equivalent 179,341 metric tons of
CO 2. This equates to taking 35,136 cars off the road5.

As a corollary to our energy consumption, we also
track the intensity of our greenhouse gas emissions

G REEN H O USE G AS EM I SSI O N I N TEN SI TY

E N ER G Y IN TEN SIT Y(kg CO2-Eq/m2/year)(MJ/m2/year)

2000

1,957

124

1,908
1,772

137

1,732 1,741 1,741 1,700

1,355

1,588 1,574 1,561
1,554

1500

1000

500

From 2007 to2017, our total
avoidedemissions are
estimated tobe equivalent
to takingapproximately
35,136 cars
off the road.

250

238

231
221

200

213

215
202

30
194

191

188

185

185

2014

2015

2016

2017

150

100

50

0

0
2007

2008

2009

2010

2011

2012

2013

2014

2015

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

2016

2017

2007

2008

2009

2010

2011

2012

2013

A d va n ci n g Su s ta i n a b i l i ty 26

Water
The availability of clean, accessible water is essential
to the services we provide and critical to the healthand economic vitality of the communities where we
operate. We also recognise that our guestrooms
and spas are water intense. As such, we take water
conservation seriously.
To reduce our water footprint, we execute a seriesof water conservation strategies including investingin water efficient technologies, stimulating process
improvements and reusing and recycling water. Eachof our hotels and residences are actively identifying
and implementing water efficiency technologies andprocess improvements to conserve water, targeting
kitchens, laundry areas, gardens, spas, and heating
and cooling systems. We also continue to retrofit
motion sensors and low flow fixtures in common
areas, back-of-house areas and guestrooms.
Behavioural change is also critical. In 2017, The
Excelsior, Hong Kong, Mandarin Oriental hotels in

Pudong, Shanghai, Washington DC and Tokyo
each identified colleague behavioural changes andnew technologies to reduce water consumption in
their kitchens.
Central to our water conservation plan is anincrease in the amount of water that we can recycle
and reuse, using alternative methods to provide
cooling to the chiller system whilst maintaining highsystem efficiency. This is best implemented at thedesign stage or in conjunction with major systemor property renovations. For example, Mandarin
Oriental, Sanya uses recycled treated grey water for
irrigation throughout the resort’s extensive gardens.
At Mandarin Oriental, Marrakech, ground water isused for irrigating its landscaping and vegetablegardens. Both Mandarin Oriental, Hong Kong and The
Excelsior, Hong Kong recycle water from the cooling
towers for toilet flushing. Mandarin Oriental, Tokyoalso uses recycled water for toilet flushing in parts ofthe building.

Understanding Local Water Risks
Water is a finite natural resource whose
value is not always reflected in its relatively low
cost. However, cost is merely a small part ofthe equation when considering the potential
implications that water risks could pose to
our business and the communities where
we operate.
Since 2015, Mandarin Oriental has conducted
an ongoing Group-wide water risk assessment
using the World Resources Institute’s Aqueduct
tool7. Based on the location of our properties,
we considered our exposure to a series of risks
on a site-by-site basis. These included baselinewater stress, flood occurrence and drought
severity. Our 2017 assessment reviewed thecurrent scenario as well as a projection for2020. We identified fourteen properties in our
existing portfolio and one development project
located in high water-stressed areas. The
key findings of the water risk assessment are
intended to help identify and prioritise target
water conservation actions and programmes.
In 2017, Mandarin Oriental, Singapore
participated in the city’s Water Ambassador
Programme to further train colleagues to serveas ambassadors and advocate for conservationand education in Singapore.

Mandarin Oriental, Sanya

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Mandarin Oriental has
conducted an ongoingGroup-wide water risk
assessment using
the World Resources
Institute’s Aqueduct tool.
A d va n ci n g Su s ta i n a b i l i ty 27

2017 Performance: Water Consumption
In 2017, the Group’s absolute water consumption
including irrigation, cooling towers, swimming pools
and guestrooms, was 3,584,630 cubic metres8, adecrease of 1.9% over the prior year.
Municipal water supplies provide water for all hotels
except for Mandarin Oriental, Bangkok, which
relies partially on surface water, Mandarin Oriental
Marrakech, which uses groundwater for irrigation,and Mandarin Oriental, Bodrum, which predominantly
uses groundwater purified by reverse osmosis.
Municipal supply accounts for 92% and surface andgroundwater represent 8% of our total water supply.

In 2017, the Group’s water
intensity including irrigation, cooling towers,
swimming pools and guestrooms
decreased by 3.5% over the prior year.

WATER INTENSITY
2007–2017 (litres/guest night)

1200

1,137

1,097 1,101

1000

1,059 1,065
1,015

983

955

979

902

944

800

600

400

200

0
2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

Mandarin Oriental, Marrakech

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WasteOur hotels’ waste streams are mapped to more than
30 waste categories, including glass, aluminium,
metal, wood, paper, food, used oil, soap bars,
bottled amenities, landscaping waste, batteries, usedappliances and printer toners.
For each of these waste streams, each hotel has
identified disposal methods that avoid landfills basedon local available options. These methods include
recycling, donation, composting, use for bioenergy
and use for farm feed. Approaches vary across waste
streams with significant strides made thus far to
reduce paper and e-waste.

We utilise the three “R”s—Reduce, Reuse and Recycle—as a model that support ourefforts to reduce the amount of waste sent to landfill per guest night:

ReduceReuse

RecycleBest Practices

Best Practices

Best Practices

Printer-less meetings,
guest communications
and corporate materials

Donations of reusable
items including mattresses, linens,
towels and food to colleagues,
communities, suppliers and partners

Waste stream segregation

Office supply trading acrossdepartments to avoid unnecessarypurchases and disposals
Compacting food waste
using bio-digesters
Installation of water filtration systems
to avoid use of plastic bottles

Waste audits and action plandevelopment

Composting and donating food,cooking oil and landscaping waste forbioenergy and farm feed

Colleague training and engagement

Upcycling used light bulbs

Engagement with local municipalities
and waste management partners

Collecting used toiletries for re-use in
the developing world
Collecting used cans tocreate prosthetic legs

Behavioural change

Local partnerships to recycle e-waste,
metals, lamps and batteries
Coffee capsule recycling

Since 2010, we have partnered with
Clean the World where used soap,
shampoo and other amenities are
donated for reuse to support those indeveloping nations. In 2017, eighteenof our properties donated more than
14,515 kilograms of soap and bottled
amenities to Clean the World.
Waste Not, Want Not: charity sale at
Mandarin Oriental, Kuala Lumpur. Allproceeds from the sale of donated items
supported local charities.

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Thinking Outside the Box
to Reduce Food Waste
Our efforts are primarily focused on eliminating
food waste. As such, we are working to transform
our operations so that the practice of sending
food waste to the landfill is consistently avoided.
For example, Mandarin Oriental Pudong, Shanghai
initiated a new program in 2017 to better ulitisemeat and fish trimmings. Mandarin Oriental HydePark, London has introduced a new award-winning“bio-bean” technology whereby coffee grounds
can be recycled into advanced biofuels.Mandarin
Oriental, Hong Kong also projects that 4,500
kilograms of landfill was avoided in 2017 thanks to
its new coffee grounds recycling program.
In the Americas, Mandarin, Oriental, Boston
donated over 100 metric tonnes of composted
materials to a local pig farm.
Mandarin Oriental, Bangkok and New York havealso begun to compost plant and flower waste.
Mandarin Oriental, Guangzhou achieved a 54%
landfill diversion rate in 2017, due in part to having
most of its food waste sent to farms for use as
feed and composting.
Several of our hotels have also invested in foodwaste bioreactor machines for composting.
Mandarin Oriental, Washington DC has had thegreatest success to date, with approximately
150,000 kilograms of food waste composted
annually using its two waste bioreactors.

We are working to transform ouroperations so that the practice ofsending food waste to the landfill
is consistently avoided.

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

Mandarin Oriental, Guangzhou
achieved a 54% landfill diversion rate in 2017,
due in part to having most of its food waste
sent to farms for use as feed and composting.

A d va n ci n g Su s ta i n a b i l i ty 30

Taking Steps Toward Plastic-Free Operations
About eight million tonnes of plastic enters the ocean every year. At this rate,
it is estimated that there will be more plastic in the ocean than fish by 20509.
At Mandarin Oriental, we have begun a multi-year journey to reduce theamount of plastic bottles that are used for drinking water provided to guests
in guestrooms, spa, fitness and wellness areas, restaurants, banqueting andlimousine services.
Over the past two years, we have made significant strides to provide ourguests with an alternative to the use of plastic bottles. Nearly all our hotels
have begun to provide guests with fresh water stations in our restaurants,
fitness centres and spas. In 2016, Mandarin Oriental, Geneva became the firsthotel in our Group to introduce reusable water bottles in guestrooms.
In 2017, The Landmark Mandarin Oriental, Hong Kong followed suit andbegan to replace plastic water bottle stations across nearly the entire hotel.
To celebrate this milestone, The Landmark Mandarin Oriental, Hong Kongdecorated its Christmas tree with plastic bottles representing one day’s
worth of landfill avoidance from the new water filtration systems across thehotel. Guests were engaged to help donate to a charity focused on removing
plastics from our oceans.
Mandarin Oriental, Tokyo has also demonstrated leadership in reducing plastic
from our waste streams. In 2018, plastic straws and spoons will be replacedwith biodegradable corn-based straw and paper spoons.
We acknowledge that there is still much more to be done. The reduction ofplastic waste will be further prioritised across our properties and Group’s Food
& Beverage and Spa operations.

Over the past two years, we have made significant
strides to provide our guests with an alternative tothe use of plastic bottles.
Christmas Tree at The Landmark
Mandarin Oriental, Hong Kong representing
Group efforts to reduce plastic waste.

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2017 Performance:
Waste-To-Landfill Diversion

WASTE BY D I SPO SAL M ETH O D
2017

In 2017, the Group assessed 3.64 kg waste sent
to landfill/guest night10 , a marginal decrease over2016 figures and 1.4% higher than our 2012 baselineof 3.59 kg. We attribute this increase in part to ourGroup’s enhanced data collection procedures andincreased data boundary.
Diverted
33.2%

We also monitor our waste diversion performanceclosely as this provides us with an indication on how
effective the properties are in diverting waste fromlandfill. Since 2012, our waste diversion factor has
more than doubled. In 2017, our waste diversion
factor was 33%, compared to 17% in 2012.

Landfilled
47%

Incinerated
20%
We actively seek torecycle plastics
whenever used.

WA STE IN TEN SITY A N D D I VE R S I O N R AT E
(kg/guest night and percentage)
WASTE INTENSITY
DIVERSION RATE
4.0

1,913
3.59
3.5

3.46

3.0

3.56

30%

3.58

3.66

3.64

34%

33%

2016

2017

31%

2.5

24%
2.0

1.5

17%

1.0

0.5

0.0
2012

2013

2014

2015

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We separate food waste
to divert from landfills.

A d va n ci n g Su s ta i n a b i l i ty 32

Green Building & Eco-Design
We aim to employ sound sustainable principles
throughout the lifecycle of our properties—from siting
to design, development, operations, maintenance andrefurbishment.

Green Building Certifications,Awards and Recognitions
Through the receipt of green building certifications,
we can demonstrate and promote best practices
across our Group. Mandarin Oriental, Paris is the firsthotel in France with the country’s HQE green building
certification for both construction and operations.
Additionally, Mandarin Oriental, Boston has beenrecognised with the TripAdivsor GreenLeaders Platinum
designation.
In 2017, Mandarin Oriental, Singapore completed
an initial assessment to be eligible for the region’s
Green Mark certification. The Green Mark certificationassesses practices with regards to sustainability
management, energy performance, resource
stewardship, healthy building and advanced practices.
In 2017, Mandarin Oriental, Singapore also received
the Singapore Green Hotel Awards for the second
consecutive year and was recognised by the National
Environmental Agency for its waste and supplierengagement programmes.

Integrating Renewable Energy
Several of our hotels purchase renewableenergy credits (RECs). Energy is sourced either
partially or fully from low-carbon sources, or
procured renewably directly from local utilities.
Currently, Mandarin Oriental, Milan, Munich andWashington DC actively purchase renewableenergy and we foresee more hotels following
suit in the coming years.
At Mandarin Oriental, Barcelona and Mandarin
Oriental, Bodrum, solar energy is used for hot
water heating. Mandarin Oriental, Marrakech
has replaced its gas-fired boilers with highefficiency biomass boilers that provide energy
for hot water production and heating at its mainbuilding and central pool.

La Table du Jardin
at Mandarin Oriental, Paris.

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We continue to monitor advancements madein the capabilities, pricing and reliability ofsolar, wind and other forms of low-carbon
energy. We hope that national agreements andcommitments made at the Paris UN Climate
Conference will accelerate innovation over the
coming decade and help grow the deploymentof viable low-carbon energy sources, that we
may in turn employ.

A d va n ci n g Su s ta i n a b i l i ty 33

Protecting Biodiversity
Biodiversity provides society with vital elements tosustain life and encourage growth. From food andwater to climate, the cohabitation of ecosystemservices provides countless benefits to our businessand the travel and tourism industry.
During the planning stage for new projects, the Group’s
Technical Services Department is responsible for
identifying whether planned projects are in sensitive
areas and whether detailed assessments are required.
Any potential risks and considerations are reviewed to
inform how we execute during the construction stage.
Once our hotels are open and operational, we
utilise our Safe, Sound and Sustainable Programme
to audit environmental practices. Our hotels
consistently endeavour to support the protection of
biodiversity with a focus on ecosystem protectionand educational initiatives.

Respecting Protected Areas
To better understand potentially negative natural and cultural impacts emanating from a loss in biodiversity,
we have conducted a Group-wide biodiversity risk assessment both for our current properties and thosethat are planned or in development. The assessment considered the International Union for Conservationof Nature (IUCN) Protected Areas, Ramsar Wetlands of International Importance, UNESCO World Heritage
Sites, Biosphere Reserves recognised within the framework of UNESCO’s Man and Biosphere Programme inaddition to Natura 2000 sites. Due to the location of our properties, endangered species habitats were notincluded in this assessment.
The biodiversity risk assessment confirmed that no properties are in internationally-determined protectedareas; however, nine of our properties are located near areas with biodiversity risk. Two of our properties—
Mandarin Oriental, Prague and Washington, DC—are located near IUCN protected areas. Additionally,
Mandarin Oriental, Milan is located near Valle del Ticino, an ecologically important ecosystem where two
key rivers meet, one that is recognised as a biosphere reserve within UNESCO’s Man and Biosphere
Programme. Based on the findings, these three properties will be subject to future evaluation as we engage
with their Corporate Responsibility Committees to determine future actions and opportunities.

For example, we take steps to protect soil in
consideration of its relationship to the function ofwaterways and ecoystems. At Mandarin Oriental,
Jakarta, we maintain 50 biopori holes that enable
food waste to be used to improve the soil condition,
while supporting the proper absorption of rainwater tominimise local flooding.

From food and water to climate,biodiversity and ecosystemservices provide countless
benefits to our business and thetravel and tourism industry.

Mandarin Oriental, Washington DC
is one of the prioritized properties
from our biodiversity risk assessment.

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‘Without sustainability, we will eventually end up with nothing’.

—Torsten Van Dulleman, General Manager and Vice President of Operations (Southern China)
Where Luxury Meets Eco-Design
To meet our needs and support our brand, each
hotel is encouraged to identify and partner with
suppliers who provide environmentally-preferable
purchasing opportunities, such as recycled andreusable materials.
Following the leadership of The Landmark
Mandarin Oriental, Hong Kong, we are beginningto implement a sustainable procurement policyGroup-wide based on procedures that were
initially piloted in the property’s Food & Beverageand Operations & Maintenance departments. As
part of the policy, all vendors and contractors
are notified that more sustainable products andservices will be deemed as “preferred”, while
selected key vendors and contractors will be asked
to complete a questionnaire. Specific products arereviewed to assess new environmentally-preferable
purchasing opportunities, including those related to
packaging and local products. Progress and future
opportunities are reviewed on a monthly basis.

Each year, new opportunities are identified. Recent
highlights have included:
Compostable Products Only
The Corporate Responsibility Committee at Mandarin
Oriental, Milan introduced a “compostable products
only” policy in its colleague dining room. As partof the policy, all consumables, such as tissues
and coffee cups, are 100% bio-degradable andeverything else is washable.
Biodegradable Guestroom Amenities
Mandarin Oriental, Kuala Lumpur now purchases
biodegradable toothbrushes, combs and shower caps
for its guestrooms. The biodegradable toiletries aredisposed of separately, with associated cost savings
used to help fund the hotel’s community and colleague
engagement activities. Several hotels, including
Mandarin Oriental, Macau, New York and Sanya use
biodegradable bags for laundry and garbage.
Reclaimed Wood and Materials
At The Landmark Mandarin Oriental, Hong Kong, thenew bar, PDT, features reclaimed wood and materials

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

to reduce the impact on forests. Additionally,
Christmas decorations at the hotel were made fromreconditioned wood.
The “Green” Ground Beneath Our Feet
Mandarin Oriental, Atlanta upgraded its fitness centre
to include flooring made from recycled tires. Whenrenovating its guest rooms, Mandarin Oriental, Kuala
Lumpur selected eco-friendly carpet underlay. Madefrom 100% recycled fibres, it is also recyclable once itneeds to be replaced. Mandarin Oriental, Singapore alsouses recycled rubber for its fitness centre floor mats.
Energy-Efficient Dishwashing and Laundry
In 2017, Mandarin Oriental, Tokyo invested inenergy-efficient dishwashers and laundry machinesthat are expected to be approximately 40% moreenergy-efficient.
We expect our sustainability procurement activities
to further evolve over the coming years and havetargeted the commencement of a working groupto help further deploy standards and best practiceGroup-wide.
A d va n ci n g Su s ta i n a b i l i ty 35

Greener, Better Cleaners
Cleaning supplies and detergents can have aconsiderable impact on both the environmentand human health through their ingredients,
manufacturing process, packaging, use
and disposal. Housekeeping colleagues at
our properties are making strides towards
the use of biodegradable chemicals overmore traditional cleaners. Through strategic
relationships with key suppliers focusedon sustainability, we also aim to use moresustainable products that incorporate thebest alternatives available across each of ourproperties.
In the Americas, we have partnered withhospitality procurement service company
Avendra to leverage their buying power withkey suppliers of cleaners and consumables.
With a wide range of available suppliers andproducts, Avendra have been working with ourGroup for several years to identify renewable,
recyclable and eco-friendly products that
support our sustainable procurement goals.
At The Excelsior, Hong Kong, colleagues haveidentified perhaps the greenest cleaner of all –using pineapple skins to absorb odours during
the renovation of guestrooms.

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility ReportA d va n ci n g Su s ta i n a b i l i ty 36

Sustainable Food
‘Mandarin Oriental is committed
to achieving the highest dining
standards throughout all of
our hotels and destinations.
In tandem, we are also committed
to doing everything possible
to ensure that we reduce ourenvironmental impact: fromsustainable fishing to ecologicaland ethically-sourced products’.
—David Nicholls,
Group Director of Food and Beverage

Our Food and Beverage Operations
Our Group maintains very complex food and beverage
operations with the highest commitment to service
and quality. Fifteen of our restaurants have beenhonoured with a total of 22 Michelin stars—more thanany other hotel brand in the world. Our restaurants
feature world-renowned chefs who are given freedom
to develop menus and space to express their culinary
creativity whilst respecting our commitment to theenvironment and sustainability.
A common thread is a determination to “be thebest” in the markets we serve. We believe thatsustainably and ethically-sourced food is not only amoral responsibility but also a competitive driver. As
such, we are sharpening our focus on key initiatives,
including support for ethical sourcing, beekeeping,local producers and sustainable seafood.

Committing to Ethically
Sourced Commodities
We are halfway through a four-year journey where
we committed to switch at least one product per
year to ensure that coffee, cocoa, tea and vanilla areultimately purchased only from fair trade producers.
In 2016, we started by reviewing our Group-wide
tea programme and reached out to our suppliers fortheir assurance of fairly sourced and traded businesspractices. We obtained assurances that the teas
served at our hotels met the standards set forth. In
2017, we expanded the programme to successfully
integrate ethically-sourced coffee, while in 2018and 2019, our goal is to implement a programme toensure ethically-sourced vanilla and cocoa.
A key lesson learned from this process is theimportance of terminology. Initially, we set our sights
on fair trade assurances but, through engagementwith our suppliers, we are learning about thechallenges—including additional expenses—that
many of our smaller suppliers have encountered.
Through supplier engagement, we refocused ourgoal to use the terminology of ethical sourcing
to maintain our values and expectations, whileallowing us to continue supporting smaller, quality
suppliers who have decided against pursuing formal
certification for financial reasons.

Fifteen of our restaurants
have been honoured with a total of
22 Michelin stars—
more than any other hotel brand in the world.
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility ReportA d va n ci n g Su s ta i n a b i l i ty 37

Protecting the World’s Bees
Bees are critical to food and vegetable production,in addition to protecting biodiversity. Bees pollinate
food crops that supply approximately 90% of theworld’s nutrition. Honey bees perform about 80%
of all pollination worldwide, including fruits, nuts
and vegetables. A single bee colony can pollinate
300 million flowers each day11.
In recent years, population declines for these
crucial pollinators have raised concerns about
the consequential impacts on our food supply
and ecosystem functions. At Mandarin Oriental,
we believe it is critical to address this issue. As
such, we have begun to expand our beekeeping
programme with the objective to have all hotels
invest in a beekeeper (either on- or off-site) tonurture population growth and harvest honeyto serve to guests. This will further integratesustainability into the guest experience.
Onsite beekeeping is a best practice currently inplace at some of our hotels including Mandarin
Oriental, Paris, which features a rooftop beehive.
In 2018, The Landmark Mandarin Oriental, Hong
Kong plans to opens a rooftop beehive that will
double as a garden. It will feature soil composted
with the property’s food waste and also an event
space where guests and colleagues can engage inyoga and other social activities. In 2017, Mandarin
Oriental, Munich and Pudong Shanghai begansupporting local bee colonies in their community.

A Rooftop Bee Hive at
Mandarin Oriental, Parisand “Honey” cocktails at
Mandarin Oriental Hyde Park, London.

In recent years, population
declines for these crucial
pollinators have raised concerns
about the consequential
impacts on our food supply andecosystem functions.
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility ReportA d va n ci n g Su s ta i n a b i l i ty 38

Partnerships with Local
Farmers and Ranchers
Our chefs and sommeliers maintain close relationships
with local suppliers who produce food and wine forour guests. As we are a large customer to several
local farmers and ranchers, we are conscious that amutual interdependence exists between us. We also
write our menus accordingly to align with the amountof protein and produce that these vendors can
produce.
We strive to embed this commitment into both ourguests’ and colleagues’ experience. For example,
Mandarin Oriental, Paris promotes seasonal fruits andvegetables each year during European Sustainable
Week and also hosts a farmer’s market onsite to markthe event. In 2017, Mandarin Oriental, Singapore
colleagues toured a farm to learn more aboutsustainable farming methods as well as the medicinal
qualities of herbs, spices and plants.

Support for Sustainable Seafood
We are sensitive to the impacts caused by overfishingand environmentally-destructive fishing methods. For
example, Mandarin Oriental, Geneva increased its
commitment to sustainable, local fish by adding to its
menu local perch that is only available seasonally, due
to policies implemented to avoid overfishing. In 2017,
Mandarin Oriental Pudong, Shanghai identified a newsustainable seafood supplier from New Zealand forits salmon. We are also seeking to avoid overuse ofyellowfin tuna.
Overall, inspired by a need to drive greater impact,
the Group has also initiated a project to upgrade
and standardise responsible and sustainablepurchasing guidelines across our portfolio to ensurethat all our suppliers work with sustainable seafood
and fish produce.

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

A Ban on Shark’s Fin
Since 2012, shark’s fin has been banned from all Group restaurants and banqueting menus worldwide.
Despite the prominence of this dish in ceremonial dining in Asia, business impact from the ban has beenminimal. We attribute the minimal economic consequences to the support of our guests who believe in theneed to preserve ocean biodiversity.

A d va n ci n g Su s ta i n a b i l i ty 39

Championing Community

Ch a mp i o n i n g Co mmu n i ty 40

How We Aim to Champion theCommunities We Serve
It is a Group priority to positively impact our local
communities and celebrate our cultural heritageand each hotel is encouraged to discover impactful
ways to do this. We allocate our time, talent andresources to projects that enhance the well-beingof the communities in which we operate thoughprojects that aid and empower those in need. Throughoutreach programmes and non-profit partnerships,
we call on our colleagues to develop long, meaningful
relationships with local organisations. We believethat acting with responsibility involves not just ourcolleagues or our environmental impact, but also
makes a tangible difference in the communities inwhich we operate. Collectively, the group has led
efforts in addressing hunger, providing education to
impoverished youth and acting as a primary resourcefor ‘at need’ community charity efforts.

“I’m a Fan”
Since 2000, Mandarin Oriental’s award-winninginternational advertising campaign “He’s a Fan/She’sa Fan”, has continued to collect fans from around theworld. The campaign is celebrated for its style andsimplicity by elegantly connecting our well-recognised
symbol—the fan—with international celebrities who
regularly stay at the Group’s hotels. Importantly, ourfans are not paid for their participation, but rather
thanked with a donation from Mandarin Oriental toa charity of their choice. To date, Mandarin Oriental
has donated over US$500,000 to various local andinternational charities that are supported by ourphilanthropic fans.

Actors Lucy Liu and Dev PatelM a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility Report

Ch a mp i o n i n g Co mmu n i ty 41

The Landmark Mandarin Oriental,
Hong Kong
Mandarin Oriental,
Sanya

Cultural Heritage

Mandarin Oriental,
Tokyo

Mandarin Oriental’s widely-recognised eleven-blade
fan logo is a profoundly meaningful symbol of theGroup’s oriental culture. In addition to the trademark
logo for the luxury hotel group, all Mandarin Oriental
hotels have their own fan which represents the unique
heritage of their property. Each hotel’s fan is sensitively
linked to the place in which it resides and is a visual
representation of the cultural soul of each location.

Mandarin Oriental, Bodrum’s Signature FanThis distinctive fan was created for Mandarin Oriental,
Bodrum by the resort’s interior designer, Antonio Citterio.
The fan’s colours are inspired by the warm orange of
Mandarin fruit and the hues of the setting sun, while
the rope tassel and marine-style knot at the base of thedesign reflects the resort’s coastal ambiance.

Mandarin Oriental,
BodrumMandarin Oriental,
PragueMandarin Oriental,
Paris

Mandarin Oriental,
JakartaM a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility Report

Ch a mp i o n i n g Co mmu n i ty 42

Mandarin Oriental Fellowship with the
Asian Cultural Council
Founded in 1963, the Asian Cultural Council(ACC) works to advance international respect andunderstanding through a programme of transformative
cultural exchange, providing grants to artists, scholars,
and organisations from the United States and Asia.
In 2007, Mandarin Oriental Hotel Group established a
dedicated fellowship programme with ACC to support
the preservation of indigenous Asian arts, cultures,and traditions. From performance and visual artists
to researchers of craft traditions, the ACC Mandarin
Oriental Arts Fellowship has supported eleven individuals
since the first fellowship was awarded in 2007.
To mark a decade of this successful partnership, acelebration was held at Mandarin Oriental, New Yorkin 2017. Among the guests were four fellows: Douglas
Brooks (ACC 2017), Jen Bervin (ACC 2016), Jin Hi Kim(ACC 2014), as well as Jennifer Koh (ACC 2011) aninternationally-acclaimed violinist who performed J.S.
Bach’s Partita No. 2 in D minor for solo violin, BWV
1004 Chaconne.
Ms. Koh, whose grant took her to South Korea
to explore traditional music and spiritual practice,reflected that its impact generated growing momentum.
Over five years, her experiences in Korea slowly
came together, resulting in her current project, 38th
Parallel, a piece tracing the impact of immigration anddisplacement, intertwined with her own family history.
ACC Executive Director Miho Walsh remarked
that while Mandarin Oriental is well-known for its
exceptional “attention to detail” and “unparalleledhospitality and warmth,” she has found through theirpartnership that the Group focuses on people andrelationships, something also at the core of ACC’s
mission. In Mandarin Oriental, she said, ‘ACC has
found a true partner’.

Jennifer Koh, ACC
Mandarin Oriental Arts Fellow, 2011.

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

Ch a mp i o n i n g Co mmu n i ty 43

Strengthening Communities Through Education
Mandarin Oriental firmly believes that ongoing educational opportunities are essential in fostering long-term cultural vitality. Our hotel colleagues make meaningfulcommitments to promote quality education and enhanced learning opportunities within our local communities. Our hope in supporting these initiatives is to directly affectissues such as youth unemployment, while also developing skill sets and fostering self-confidence.
A few of these success stories follow:

Mandarin Oriental, Washington DC
Assists Neighbourhood Schools
Mandarin Oriental, Washington DC takes a holistic
approach in supporting Amidon-Bowen Elementary
School and Jefferson Middle School Academy. With
more than 90% of the student body on Federal Aid,the schools are in desperate need of additional
support. Throughout 2017, the hotel spearheaded avariety of activities designed to support the students
and faculty. From Back to School supply drives,
participating in Career Day panels and most notably
raising US$15,000 in direct donations through hotel
sponsored charity events, hotel colleagues haveintegrated themselves into the ongoing support oftheir neighbourhood school system.

Mandarin Oriental Pudong, Shanghai
Supports Chinese Youth in Need
Launched in February 2009 by a team of twelve
French volunteers, Shanghai Young Bakers (SYB)
is a one-year training programme that combines
intensive classes in both French and Chinese baking
with practical internships at partnering luxury hotels.
This charity programme provides free training tomarginalised Chinese youth, aged from 17 to 23,
assisting participants after graduation in securing
qualified jobs, thereby enabling them to leadindependent lives. As a charity partner, Mandarin
Oriental Pudong, Shanghai offers a year-long pastryinternship for students, teaching them techniques andassisting them in the development of skills.
M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility Report

Mandarin Oriental, Paris Partners with
Global Education Charity
With a view to support educational efforts in theircommunity and beyond, the hotel forged a partnershipwith Libraries Without Borders (LWB). This non-profit
organisation works to ensure that, regardless of theircircumstances, people throughout the world can livewith dignity when given the opportunity to thrive throughaccess to information, education and culture.
Enlisting the support of hotel colleagues, Mandarin
Oriental, Paris successfully collected more than 100 new
and gently used books to donate to the organisation.
The books made their way not only to Parisian adults
and children in need, but also to twenty countries
around the world.
Ch a mp i o n i n g Co mmu n i ty 44

Supporting Local Orphanages
As we look for opportunities to support our communities, a natural focus turns to children. As a global company with a social conscience, we recognise that the plight oforphans is a worldwide issue that demands attention. A few of these success stories follow:

Baan Nokkamin Foundation and
Mandarin Oriental
Since the Group’s 2015 Global Food and Beverage
Conference at Mandarin Oriental, Bangkok, the Food
& Beverage division of each of the Group’s hotels has
continued to support the relationship forged with children
from a local orphanage, Baan Nokkamin Foundation.
All hotels collectively agreed to fundraise a minimum of
US$500 each per year for the orphanage until the next
Food & Beverage conference in 2019. Since 2015, notonly have all the participating properties honoured thispledge, but the donations have expanded to include
new Group properties and residences. Fundraising
activities ranged from a special event held at Mandarin
Oriental, New York, Mandarin Oriental, Tokyo hostinga charity Bazaar for guests and colleagues and a bakesale at Mandarin Oriental, Hong Kong. Additionally, allhotel colleagues were educated on the foundation’s
needs and how their collaborative efforts made an
impact. To date, more than US $50,000 has been raised

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility Reportto support education and tuition fees, school supplies
and extracurricular sports for more than 300 children.
In addition, funding has been invested in an agriculturalproject with fifteen breeder cows from the local farming
community, enabling the children to gain valuable appliedlearning experiences.

Mifan Mama and ‘The IndependentWheel’ Project
One of the most rewarding experiences for ourcolleagues is when a charitable partnership
evolves. For several years, Mandarin Oriental
Pudong, Shanghai has supported the local charity
organisation Mifan Mama, a non-profit that looks
after Chinese orphans. Though the Group’s Fantastic
Match programme, as well as colleague-led blood
drives, the hotel donated to Mifan Mama’s ‘Shining
Star’ programme which supports orphaned children
with congenital defects.

This year the partnership with Mifan Mama went beyondthe ‘Shining Star’ programme to assist in their ‘Independent
Wheel’ project, a fundraising effort to purchase wheelchairsfor disabled children. Both colleagues and guests wereinvited to support this worthy initiative. Guests could
contribute by purchasing any one or multiple parts of thechair (such as wheels, handles, pedals or cushion) via acash donation. Donations could also be made through thepurchase of a card designed by children in the ‘Shining Star’
programme, with all proceeds directly supporting the cause.

A Merry Christmas in Munich
Mandarin Oriental, Munich continued their tradition of
hosting a seasonal celebration at a local orphanage.
Last year it was Oktoberfest, This year, it was a
Christmas celebration. All colleagues dressed in festive
attire, helped to transform the hotel into a Christmas
wonderland, provided holiday treats and donatedcolourfully-wrapped gifts to the children.

Ch a mp i o n i n g Co mmu n i ty 45

Addressing Global Hunger
The United Nations reported that the number of hungry people in the world has increased for the first time since the turn of the century, sparking concern that conflict andclimate change could be reversing years of progress. All our hotels around the globe have taken special efforts and consideration to directly address this issue both in theircommunities and more widely.

Mandarin Oriental, Boston
Colleagues took part in a Turkey Drive,
collecting and donating turkeys to needy
Bostonians around the Thanksgiving Holiday
Mandarin Oriental,
Las Vegas
Ongoing support ofThree Square Food Bank
including monthly staff
volunteering and Holiday
food drives

Mandarin Oriental,
New York Joins Forces with
Non-Profit to Fight
Hunger in the City

Mandarin Oriental Hyde Park, London
A donation was made from every check at
Dinner By Heston for Dine for Good: Farm Africa

Mandarin Oriental, Paris
Bi-Annual food bank collection in a supermarket for the
charity La Soupe Saint-Eustache

For five years, Mandarin Oriental, New Yorkparticipated in various mobile markets and heldinternal fundraising events in support of City
Harvest, a non-profit that has provided foodrescue, distribution and education throughout
the city since 1982. General Manager Susanne
Hatje said that the selection of this charity
was a “team effort” as colleagues felt a
responsibility to give back to the communities
in which they live. In 2017, New York
colleagues logged more than 300 volunteer
hours and raised more than US$28,000 withMandarin Oriental’s Fantastic Match grant.

Mandarin Oriental,
Miami
Miami Rescue mission
helps to pack anddistribute food for thehomeless as well as
supporting the mission
financially throughfundraising and special
events.

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

Mandarin Oriental Pudong, Shanghai
Now an annual event, the MigrantChildren Holiday Party is a holiday
banquet for migrant children in need
Mandarin Oriental, Singapore
The hotel has several community partnerships
aiming to address hunger issues. For example,
they partner with the “Food from the Heart”
organisation, where surplus pastries and breads
are donated for distribution to shelters for the
impoverished, to children and senior citizens’
homes island-wide. In addition, ‘Food Bank
Singapore’ is a charity which takes surplus
hotel-prepared food items and distributes themto underprivileged communities in the city.

Mandarin Oriental, Tokyo
Direct financial support oflocal charity Eaton House throughbook and bake sales.

Mandarin Oriental, Kuala Lumpur:
Feeding the Homeless Programme
Since 2016, Mandarin Oriental, Kuala Lumpur has supported
local homeless shelters via their Reach Out programme. In 2017the hotel increased its daily meal donation from 25 to 35 andidentified a ‘special event’ day where teams visited multiple
shelters donating more than 80 meals. Additionally, whenever
the hotel hosts buffet dinners, the Reach Out Team ensures thatany excess food is immediately donated to the homeless.

The Excelsior, Hong Kong
Direct food donations to credited
NGO local charities (365 kilograms or
776 pounds of food donated).

The Landmark, Hong Kong
An ongoing initiative as colleagues
donate time to Food Angel, a foodrescue and assistance programme.

Ch a mp i o n i n g Co mmu n i ty 46

Environmental Conservation
Caring for Our River Basins
Mandarin Oriental, Washington DC, partnered with the
Anacostia Riverkeepers to create an impactful and stillongoing collaboration. Colleagues participated in an
intense education process which included riverboat
tours and examining local environmental statistics.
Armed with this knowledge, the team collected trashfrom the river bank, ensuring all recyclables werecorrectly disposed of. Mandarin Oriental, Singapore
has adopted the marina reservoir located acrossfrom the hotel while colleagues at Mandarin Oriental,
Geneva and Paris have worked to help clean up the
Rhône and Seine rivers respectively.

‘Recognising our responsibility to our neighbourhood, colleagues voiceda desire to become more engaged in protecting and preserving thewaterfront.’ —Mutsumi Mizuno, Champion, Corporate Responsibility Committee,
Mandarin Oriental, Washington DC

Cleaning our Neighbourhoods
Mandarin Oriental, Miami made their environmental
conservation contributions a ‘family affair’ ascolleagues and their extended family and friends
joined forces to clean two highly-polluted waterways
in Brickenbacker Causeway and Brickell Key.
Mandarin Oriental, Kuala Lumpur helped to enhance
one of the country’s most prized natural forests,
the Bukit Nanas Eco Forest, with litter removalfrom several of the park’s most high-traffic areas.
Finally, Mandarin Oriental, Prague made their impact
immediately felt by assisting a local charity home
for the visually-impaired. From tidying the home’s
grounds and enriching landscaping to planting andcultivating an on-site garden, their environmental
enhancements made a profound impression on the
charity’s recipients.

Colleagues from Kuala Lumpur, helping
to enhance the Bukit Nanas Eco Forest

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

Ch a mp i o n i n g Co mmu n i ty 47

Appendices

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility ReportA p p e n d i ce s 48

Total Workforce
Total Workforce

Male

%

Female

%

Total

%

By Region

7,076

54%

6,051

46%

13,127

Asia

3,923

54%

3,357

46%

7,280

55%

Europe

1,422

59%

1006

41%

2,428

18%

The Americas

1,608

52%

1,491

48%

3,099

24%
2%

Corporate

123

38%

197

62%

320

By Employment Contract

7,076

54%

6,051

46%

13,127Full-time

6,780

55%

5,559

45%

12,33994%

Part-time

105

33%

209

67%

314

2%
4%

Casual

191

40%

283

60%

474

By Colleague Category

7,076

54%

6,051

46%

13,127

Line Staff

4,413

55%

3,622

45%

8,035

61%

Management

2,043

54%

1,760

46%

3,803

29%

Executive

209

61%

135

39%

344

3%

Other (Casual/Trainee)

411

43%

534

57%

945

7%

By Age Group

7,076

54%

6,051

46%

13,127

Under 30

2,379

50%

2,360

50%

4,739

36%

30 to 50

3,582

56%

2,811

44%

6,393

49%

Over 50

1,115

56%

880

44%

1,995

15%

Executive Team and Board of Directors

Male

%

Female

%

Total

%

By Age Group
Under 30

-

-

-

-

-

-

30 to 50

1

100%

-

-

1

6.7%

Over 50

11

79%

3

21%

14

93.3%

Europe

9

82%

2

18%

11

73.3%

North America

2

67%

1

33%

3

20.0%

Oceania

1

100%

0

0%

1

6.7%

By Nationality

M a n d a r in O r i e n t a l H o t e l G r o u p | 2 0 1 7 S ustaina bility ReportA p p e n d i ce s 49

Turnover
New Hires

Male%

Female%Total% of Total

Hires by Age Group

3,606

55%

2,901

45%

6,507

49.6%

Under 30

2,129

53%

1,887

47%

4,016

61.7%

30 to 50

1,273

59%

881

41%

2,154

33.1%

Over 50

204

61%

133

39%

337

5.2%

Hires by Region

3,606

55%

2,901

45%

6,507

49.6%

Asia

2,068

56%

1,610

44%

3,678

56.5%

Europe

1,098

57%

843

43%

1,941

29.8%

The Americas

414

51%

402

49%

816

12.5%

Corporate

26

36%

46

64%

72

1.1%

Total Turnover

Male

%

Female%Total% of Total

Separations by Age Group

2,696

53%

2,424

47%

5,120

Under 30

1,396

50%

1,412

50%

2,808

54.8%

30 to 50

1,083

56%

844

44%

1,927

37.6%

Over 50

217

56%

168

44%

385

7.5%

Separations by Region

2,696

53%

2,424

47%

5,120

Asia

1,439

51%

1,387

49%

2,826

55.2%

Europe

847

58%

608

42%

1,455

28.4%

The Americas

392

50%

394

50%

786

15.4%

Corporate

18

34%

35

66%

53

Turnover Rate by Age Group

38.1%

1.0%

40.1%

39.0%

Under 30

58.7%

59.8%

59.3%

30 to 50

30.2%

30.0%

30.1%

Over 50

19.5%

19.1%

19.3%

Turnover Rate by Region
Asia

36.7%

41.3%

38.8%

Europe

59.6%

60.4%

59.9%

The Americas

24.4%

26.4%

25.4%

Corporate

14.6%

17.8%

16.6%

Health & Safety Incidents: Audit Results
Performance Indicator

Unit

Region

2014

2015

2016

2017

Safe, Sound & Sustainable
Audit Results% Compliance

Lost Time Incident Report

Lost Time Incidents/100 employees

Severity of incidents/100 employees

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

90.1

90.8

89.3

88.7

ALL

2.32

6.66

7.17

6.71

Asia

2.35

2.85

3.03

2.35

Europe

3.56

14.30

10.58

9.26

The Americas

1.44

13.84

17.95

20.58

ALL

25.07

24.29

25.73

24.89

Asia

22.69

19.84

18.54

17.33

Europe

31.98

33.12

46.62

48.94

The Americas

27.52

32.73

25.08

24.31

A p p e n d i ce s 50

Environmental Performance Summary
Performance Indicator

Unit

2013

2014

2015

2016

2017

EnergyAbsolute Energy Consumption (Actual)

GJ

1,199,172

1,332,327

1,449,334

1,464,554

1,481,226

MMBTU

1,136,596

1,262,803

1,373,704

1,388,129

1,403,932

GJ

1,336,540

1,449,528

1,644,669

1,672,601

1,725,268

MMBTU

1,266,795

1,373,887

1,558,846

1,585,320

1,635,239

MJ/m2

1.700

1.588

1.574

1.561

1.554

MBTU/ft2

150

140

139

137

137

Scope 1

Percentage

32%

29%

31%

30%

30%

Scope 2

Percentage

68%

71%

69%

70%

70%

tons (metric) of CO2-e

136,735

159,875

174,234

173,886

175,912

tons (US) of CO2-e

150,723

176,230

192,058

191,675

193,908

tons (metric) of CO2-e

155,631

181,867

202,159

202,050

209,074

tons (US) of CO2-e

Absolute Energy Consumption (Baseline)
Energy Intensity (Actual)

EmissionsAbsolute Emissions (Actual)
Absolute Emissions (Baseline)

171,552

200,471

222,840

222,720

230,462kg CO2-e/m2

194

191

189

185

185

lb CO2-e/ft2

52

61

66

66

67

Scope 1

Percentage

15%

13%

13%

13%

13%

Scope 2

Percentage

85%

87%

87%

87%

87%

3,115,732

2,999,818

3,233,580

3,301,374

3,584,630

823

793

854

872

947

3,208,705

3,234,307

3,410,695

3,575,284

3,821,647

Emissions Intensity (Actual)

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

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

848

855

901

945

1,010

liters/guest night

983

902

955

979

944

gallon (US)/guest night

260

238

252

259

249

Waste
Total Waste
Diverted Waste
Waste Landfill Intensity
Diversion Rate

kilograms

9,635

12,60014,446

15,743

16,287

pounds

21,242

27,77831,84834,70735,906

kilograms

2,286

3,742

4,419

5,363

5,411

pounds

5,040

8,250

9,742

11,823

11,930kilograms/guest night

3.46

3.56

3.58

3.66

3.64

pounds/guest night

7.63

7.84

7.89

8.07

8.02

percent

24

30

31

34

33

Operational Data
Total Air Conditioned Aream2

705,227

838,813920,705

937,935

952,935ft2

7,590,998

9,028,899

9,910,381

10,095,843

10,257,302

Please refer to the End Notes for further information on our data boundary and methodologies.

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Global Reporting Initative Index
To facilitate stakeholders in understanding and benchmarking our corporate responsibility performance, our reporting follows the Global Reporting Initiative (GRI) disclosure
framework, an internationally-recognised set of indicators for economic, environmental and social aspects of business performance.
In the GRI Index we provide references to locate content in this report, direct answers to indicators and readers to external sources on our corporate website.
The GRI guidelines help companies in selecting material content and key performance indicators. For additional information, please visit www.globalreporting.org.
Indicator

Description

Location and/or Direct Answer

I. General Disclosures
Organizational Profile
102-1

Name of the organisation

Message From The CEO (page 5)

102-2

Activities, brands, products, and services

About The Mandarin Oriental Hotel Group (page 3)

102-3

Location of headquarters

About The Mandarin Oriental Hotel Group (page 3)

102-4

Location of operations

About The Mandarin Oriental Hotel Group (page 3)

102-5

Ownership and legal forms

About The Mandarin Oriental Hotel Group (page 3)102-6

Markets served

About The Mandarin Oriental Hotel Group (page 3)

102-7

Scale of the organisation

About The Mandarin Oriental Hotel Group (page 3)

102-8

Information on employees and other workers

2017 Performance Tables: Total Workforce (page 49)

102-9

Supply chain

Mandarin Oriental Hotel Group supports a large supply chain with thousands of suppliers when aggregated across each property.
Our approach to managing procurement and vendor relationships is mostly decentralised with properties directly selecting and purchasing most of
the items used to support their daily operations—most notably food, cleaning and spa products.
Beyond our regular and ongoing purchases of items required for daily operations, our Group also procures building materials, information
technology, furniture, fixtures and equipment for our hotels and residences.

102-10Significant changes to the organisationand its supply chain

None during the reporting period.

102-11

Precautionary Principle or approach

Our Safe, Sound and Sustainable Programme (page 15)
Our 2020 Environmental Targets (page 24)102-12External initiatives

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Supporting the UN Sustainable Development Goals (page 6)

A p p e n d i ce s 52

Global Reporting Initative Index
Indicator

Description

Location and/or Direct Answer

102-13

Membership of associations

Mandarin Oriental actively participates in local stakeholder groups including:- Hotel Associations- Chambers of Commerce- Business Development Councils- Convention and Visitors’ Bureaus and Promotion Organisations- Travel and Tourism Associations- Community Benefit Organisations- Employer Organisations and Professional Associations
Mandarin Oriental also participates in the World Travel and Tourism Council (WTTC) Task Force on climate change and industry Hotel Carbon andWater Measurement Initiatives (HCMI and HCWI), led by the WTTC and International Tourism Partnership.

Strategy102-14

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

Message From The CEO (page 5)102-15Key impacts, risks, and opportunities

Supporting the UN Sustainable Development Goals (page 6)
Creating a Sense of Place (page 7)2017 Highlights (pages 8–9)

102-16

Values, principles, standards, and norms of behaviour

Our Guiding Principles (page 13)
Our Safe, Sound and Sustainable Programme (page 15)
Creating Legendary Quality Experiences (page 14)
Respecting and Protecting Human Rights (page 19)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 Codeof Conduct, a set of guidelines to which every colleague must adhere. Our Code of Conduct requires that we comply with all applicable laws,
regulations and proper standards of business conduct. The Code further requires that all colleagues be treated fairly, impartially and with respect.
All managers must also ensure awareness and compliance of these standards by their direct reports.

Ethics and Integrity

We maintain a whistleblower policy and procedure to encourage the reporting of any inappropriate activity. Any failures to comply with the Code of
Conduct are investigated and disciplinary action is taken as appropriate, up to and including termination.
The Group’s Employment Policy also prohibits all forms of harassment and discrimination, such as impeding movement or creating an intimidating,hostile or offensive work environment. We also provide procedures with which colleagues can raise, in confidence, any matters of serious concern
such as suspected non-compliance or illegality.
Governance102-18Governance structure of the organisation, including
committees of the highest governance body andthose responsible for decision-making on economic,
environmental and social impacts.

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

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Global Reporting Initative Index
Indicator

Description

Location and/or Direct Answer

Stakeholder Engagement102-40

List of stakeholder groups

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

102-41

Collective bargaining agreements

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

102-42

Identifying and selecting stakeholders

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

102-43

Approach to stakeholder engagement

Effective consultation and involvement with our stakeholders is crucial to understanding their viewpoints so that we can better align our businesswith their goals.
Primary engagement methods among key stakeholder groups include:- Guests: Guest Satisfaction Surveys, solicitation of direct and targeted feedback to inform quality programmes-C olleagues: Colleague Engagement Surveys, Career Development Plans and Performance Reviews, Hotel Corporate Responsibility Committees,
Safe, Sound and Sustainable Programme-O wners and Developers: Close partnerships and regular communications throughout design, development, construction andmanagement of properties- Local Communities: Participation in local hotel associations, chambers of commerce, business development councils, community benefit
organisations, local heritage preservation initiatives, training and local talent retention organisations and local collectives for recycling- Shareholders: Ongoing and routine discussions with our controlling shareholder Jardine Matheson Group on Financial Performance, Risk
Management and other current issues; Financial and Sustainability Reporting; Shareholder Feedback Mechanisms- Vendors, Suppliers and Contractors: Supplier meetings to discuss sustainable sourcing opportunities; food and beverage conference;
partnerships with local farmers, ranchers and fisheries- Industry Peers and Trade Associations: Participation in World Travel and Tourism Council’s Task Force on Industry Strategies for Climate
Change and Industry Hotel Carbon and Water Measurement Initiatives; Monitoring and evaluating industry corporate responsibility initiatives- NGOs and Outside Advisors: Interviews and panel discussions to discuss opportunities to improve corporate responsibility programmes and reports

102-44

Key topics and concerns raised

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

Identified topics of concern through stakeholder engagement among key stakeholder groups including:- Guests: Guest Wellness, Food Safety, Information Protection- Colleagues: Compensation and Benefits, Professional Development, Occupational Health and Safety, Corporate Responsibility,
Community Engagement- Owners and Developers: Economic Performance, Energy Efficiency, Risk Evaluation and Monitoring- Local Communities: Economic Presence and Participation; Local Talent Acquisition and Retention Skills Training; Culture and Heritage Protection- Shareholders: Corporate Governance, Economic Performance, Customer Satisfaction, Environmental Performance. Risk Evaluation andMonitoring- Vendors, Suppliers and Contractors: Economic Performance, Operational Eco-Efficiency, Climate and Water Risk, Sustainable Food,
Human Rights in the Supply Chain- Industry Peers and Trade Associations: 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

A p p e n d i ce s 54

Global Reporting Initative Index
Indicator

Description

Location and/or Direct Answer

102-45

Entities included in the consolidated financial
statements

2017 Annual Report (“Principal Subsidiaries, Associates, Joint Ventures and Managed Hotels”, page 81)

102-46

Defining report content and topic boundaries

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

Reporting Practice

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

List of material topics

Supporting the UN Sustainable Development Goals (page 6)
Also, please refer to the Management Approach Disclosures in this GRI Content Index, where we have provided disclosures on selected economic,
environment and social topics.

102-48

Restatements of information

None during the reporting period.

102-49Changes in reporting

None during the reporting period.

102-50

Reporting period

Our reporting period is calendar year 2017.

102-51

Date of most recent report2016 Sustainability Report102-52

Reporting cycle

Annual102-53

Contact point for questions regarding the reportsustainability@mohg.com

102-56External assurance

We did not seek external assurance during the reporting period.

Management Approach
103-1

Explanation of the material topic and its Boundary

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

103-2

The management approach and its components

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

103-3

Evaluation of the management approach

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

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Global Reporting Initative Index
Material Aspects

GRI Indicators

Location and/or Direct Answer

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

201

Management approach disclosure2017 Annual Report

201-1

Management approach disclosure2017 Annual Report (Financial Statements, pages 24–28)

201-2

Financial implications and otherrisks and opportunities for theorganisation’s activities due to climatechangeIn the World Economic Forum’s 2018 Global Risk Report, risks associated with climate change were named among the world’s top five risks interms of likelihood and potential impact11.
Changing climate patterns may cause an increased occurrence of droughts, hurricanes and typhoons, risks affecting our infrastructure, ourcolleagues in their livelihoods, our guests’ travel plans and the health of our communities.
With oversight from the Group’s Risk Management Committee, enterprise risks are assessed and reviewed annually and shared with the Board’s
Audit Committee. In addition to enterprise risks, local risk assessments are conducted by each property. Based on these risk assessments,
business continuity plans are updated for each property. Business continuity plans consider a series of property-specific risks, which includes
terrorism, contagion and extreme weather events.

Indirect Economic
Impacts

Anti-Corruption

201-3

Coverage of the organisation’s defined
benefit plan obligations

2017 Annual Report (Pension Obligations, page 36)

203

Management approach disclosure

Supporting the UN Sustainable Development Goals (page 6)Championing Community (pages 40–47)

203-1

Infrastructure investments andservices supported

2017 Highlights (pages 8–9)
Championing Community (pages 40–47)

204

Management approach disclosure

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

204-1

Communication and training on anticorruption policies and procedures

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

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

A p p e n d i ce s 56

Global Reporting Initative Index
Material Aspects

GRI Indicators

Location and/or Direct Answer

ENVIRONMENTAL
EnergyWater

Biodiversity

EmissionsEffluents andWaste

Supplier
Environmental
Assessment

302

Management approach disclosure

Our 2020 Environmental Targets (page 24)
Energy and Emissions (pages 25–26)
Integrating Renewable Energy (page 33)

302-1

Energy consumption within theorganisation2017 Performance: Energy and Greenhouse Gas Emissions (page 26)
2017 Performance Tables: Environmental Performance Summary (page 51)

302-3

Energy intensity

2017 Performance: Energy and Greenhouse Gas Emissions (page 26)
2017 Performance Tables: Environmental Performance Summary (page 51)

303

Management approach disclosure

Our 2020 Environmental Targets (page 24)
Water (pages 27–28)

301-3

Water withdrawal by source

2017 Performance: Water Consumption (page 28)2017 Performance Tables: Environmental Performance Summary (page 51)

304

Management approach disclosure

Protecting Biodiversity (page 34)
Championing Community (page 47)

304-1

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

Respecting Protected Areas (page 34)

305

Management approach disclosure

Our 2020 Environmental Targets (page 24)
Energy and Emissions (pages 25–26)
Integrating Renewable Energy (page 33)

305-1

Direct greenhouse gas (GHG)
emissions (Scope 1)2017 Performance Tables: Environmental Performance Summary (page 51)

305-2

Energy indirect greenhouse gas (GHG)
emissions (Scope 2)2017 Performance Tables: Environmental Performance Summary (page 51)

305-4

Greenhouse gas (GHG) emissions
intensity

2017 Performance: Energy and Greenhouse Gas Emissions (page 26)
2017 Performance Tables: Environmental Performance Summary (page 51)

306

Management approach disclosure

Our 2020 Environmental Targets (page 24)
Waste (pages 29–32)

306-2

Waste by type and disposal method

2017 Performance: Waste-To-Landfill Diversion (page 32)2017 Performance Tables: Environmental Performance Summary (page 51)

308

Management approach disclosure

Where Luxury Meets Eco-Design (page 35–36)
Sustainable Food (page 37–39)

308-1

New suppliers that were screenedusing environmental criteria

Where Luxury Meets Eco-Design (page 35–36)
Sustainable Food (pages 37–39)

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Global Reporting Initative Index
Material Aspects

GRI Indicators

Location and/or Direct Answer

SOCIAL
Employment

Occupational
Health and
SafetyTraining and
Education

401

Management approach disclosure

Developing Our Human Capital (pages 20–21)

401-1

Employee turnover2017 Performance: Colleague Engagement and Turnover (page 21)2017 Performance Tables: Turnover (page 50)

403

Management approach disclosure

Our Safe, Sound and Sustainable Programme (page 15)
Integrating Wellness into our Corporate Culture (page 18)

403-2

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

2017 Safe, Sound and Sustainable Audit and Occupational Safety Results (page 15)2017 Performance Tables: Health & Safety Incidents (page 50)

404

Management approach disclosure

Developing Our Human Capital (page 20)
Building Sustainability Knowledge Across Our Workforce (page 21)404-2

Programmes for upgrading employee
skills and transition assistanceprogrammes

Developing Our Human Capital (page 20)
Building Sustainability Knowledge Across Our Workforce (page 21)

404-3

Percentage of employees receiving
regular performance and careerdevelopment reviews

We have an established online performance management system, which gives colleagues and their managers the ability to track performance,
training and overall professional development in real-time. The system also promotes more frequent manager interaction by supplying tools forproviding relevant feedback.
Colleagues and managers can add developmental or coaching comments at any time during the year. All managers also complete a two-day
training programme called “Managing Performance and Development” to provide them with the skills and knowledge to complete effective
performance reviews with their colleagues.

Diversity and
Equal
Opportunity
Human Rights
Assessment

405

Management approach disclosure

Inclusive Business (page 19)

405-1

Diversity of governance bodies
and employees

2017 Performance Tables: Total Workforce (page 49)(Additional information on our Board of Directors can be found in the “Investors” section of our corporate website.)

412

Management approach disclosure

Respecting and Protecting Human Rights (page 19)

412-2

Employee training on human rights
policies or procedures

Respecting and Protecting Human Rights (page 19)

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Global Reporting Initative Index
Material Aspects

GRI Indicators

Local
Communities

413

Management approach disclosureChampioning Community (pages 40–47)

413-1

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

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

414

Management approach disclosure

Respecting and Protecting Human Rights (page 19)
Committing to Ethically Sourced Commodities (page 37)

414-1

New suppliers that were screenedusing labor practices criteria

Respecting and Protecting Human Rights (page 19)
Committing to Ethically Sourced Commodities (page 37)

416

Management approach disclosure

Safety & Security (pages 14–15)
Health & Wellness (pages 16–18)

416-1

Assessment of the health andsafety impacts of product andservice categories

Our Safe, Sound and Sustainable Programme (page 15)
Health & Wellness (pages 16–18)

418

Management approach disclosure

Mandarin Oriental’s information protection practices are focused on maintaining the confidentiality, availability and integrity of guest andcolleague information.

Supplier
SocialAssessment

Customer
Health and
SafetyCustomerPrivacy

Location and/or Direct Answer

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 forthe 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 afocus on continuous improvement, so that we can identify and appropriately mitigate our risks and potential exposures to specific threats.
418-1

Substantiated complaints regarding
breaches of customer privacy andlosses of customer data

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

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

A p p e n d i ce s 59

UN Sustainable Development Goals Index
Mandarin Oriental Hotel Group aims to align its corporate social responsibility strategies, programs and reporting with the UN Sustainable Development Goals—a plan ofaction for sustainable development that emphasizes people, planet, prosperity and partnerships.
The UN Sustainable Development Goals include 17 goals and 169 targets. For additional information, please visit: https://sustainabledevelopment.un.org/sdgs.
To assist readers, the UN Sustainable Development Goals Index provides page references to corresponding stories and information that can be found in our 2017
Sustainability Report.
Goal

Topic

Location

Goal 2

Food

Protecting the World’s Bees (page 38)
Partnerships with Local Farmers and Ranchers (page 39)
Thinking Outside the Box to Reduce Food Waste (page30)
Addressing Global Hunger (page46)

Goal 3

HealthHealth & Wellness (pages 16–18)
Supporting Local Orphanages (page 45)

Goal 4

Education

Strengthening Communities Through Education (page 44)

Goal 5

Women and GirlsTime to Get to Work (page 19)

Goal 6Water

Water (pages 27–28)

Goal 8Decent Work and Economic Growth

Creating a Sense a Place (page 7)
Respecting and Protecting Human Rights (page 19)
Developing our Human Capital (page 20)
Committing to Ethically Sourced Commodities (page 37)
Shanghai Young Bakers Training Prorgramme (page 44)

Goal 11

Sustainable Cities

Creating a Sense a Place (page 7)
Green Building Certifications, Awards and Recognitions (page 33)
Cultural Heritage (page 42)
Mandarin Oriental Fellowship with the Asian Cultural Council Heritage (page 43)

Goal 12

Responsible Consumption and Production

Waste (pages 29–32)
Where Luxury Meets Eco-Design (page 35)

Goal 13

Climate Change

Energy and Emissions (pages 25–26)
Integrating Renewable Energy (page 33)

Goal 14

OceansTaking Steps Toward Plastic-Free Operations (page 31)
Supporting for Sustainable Seafood (page 39)
A Ban on Shark’s Fin (page 39)

Goal 15

Biodiversity

Protecting Biodiversity (page 34)
Respecting Protected Areas (page 34)
Caring for Our River Basins (page 47)

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Endnotes
1

United States Bureau of Labor Statistics “Work-related Fatalities, Injuries, and Illnesses”, 2015. www.bls.gov/iag/tgs/iag72.htm

2	In 2017, we excluded Hotel Ritz, Madrid from our energy and emissions boundary as it is scheduled to close for a comprehensive renovation in 2018. Pink Sands Club, Canouan and Hotel Santiago, Chile, joined our Group in
2017, but are excluded from this report because full-year, credible data sets are not available.
3	Reductions—in energy use, greenhouse gas emissions and water use—are calculated as the difference between the absolute performance in the current year and a “baseline” value, which assumes that no measures havebeen taken to increase efficiency since the reference year 2007. The baseline is corrected for variable factors such as occupancy, weather or number of meals served, to ensure that data is comparable from year to year.
The method we developed follows the guidelines established by the International Performance Measurement and Verification Protocol (IPMVP).
4	Scope 1 emissions are composed of emissions from direct energy sources including natural gas, diesel and propane. Scope 2 emissions are the sum of emissions from indirect energy sources, including electricity generation,
chilled water and heated water/steam. Due to the nature of our business, indirect emissions (Scope 2) make up the largest component of our emissions. Electricity emission factors for properties outside the US have beenobtained from the International Energy Agency. Electricity emission factors for US properties have been based on the eGrid of the US Environmental Protection Agency (EPA). Chilled water purchased from external sources,
such as district or centralised cooling, has been converted to energy and emissions using the simplified approach for electric-driven compressor and a COP of 4.2 as defined by the California Climate Change Registry.
Steam or heating purchased from external sources such as district or centralised heating has been converted to emissions using Energy Information Administration, Voluntary Reporting of Greenhouse Gases, Appendix N.
5	Renewable Energy Certificates (RECs) are included in the emission calculations. Annual average greenhouse gas emissions per passenger vehicle is 5.10 t CO2-e per year as inwww.epa.gov/cleanenergy/energy-resources/refs.html. Emissions from stationary combinations, such as boilers, have been based on the Greenhouse Gas Protocol Cross Section Tools.
6	U.S. Environmental Protection Agency: www.epa.gov/cleanenergy/energy-resources/refs.html
7

WRI Aqueduct: http://www.wri.org/our-work/project/aqueduct8	Mandarin Oriental, Sanya, Mandarin Oriental Marrakech and Mandarin Oriental, Bodrum are included in absolute water consumption figures, but not included in water intensity figures due to incompatibility in the data. Hotel
Ritz, Madrid was excluded from our boundary as it is scheduled to close for a comprehensive renovation in 2018. Pink Sands Club, Canouan and Hotel Santiago, Chile, joined our Group in 2017, but are excluded from thisreport because full-year, credible data sets are not available.
9

New Plastics Economy, Ellen MacArthur Foundation: https://www.ellenmacarthurfoundation.org/publications/the-new-plastics-economy-rethinking-the-future-of-plastics

10

Mandarin Oriental, Bodrum, Mandarin Oriental, Marrakech and Hotel Ritz, Madrid have been excluded from our waste boundary due to incomplete data.

11

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

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