SUSTAINABILITYREPORT 2015

Mandarin Oriental Hotel Group
Corporate Office
281 Gloucester Road
Causeway Bay, Hong Kong

mandarinoriental.com

Table ofContents
INTRODUCTION

3

About Mandarin Oriental Hotel Group

3

Message from the CEO

4

Report Highlights

6

STRATEGY AND GOVERNANCE

8

Guiding Principles and Corporate Responsibility Policy

9Management and Governance12

Responsible Operating Practices

15Long-Term Outlook

16

STAKEHOLDER ENGAGEMENT
AND MATERIALITY

19

DELIVERING EXCELLENCE

25

Delighting our Guests

26

Committing to Health, Safety and Wellness30

Engaging our Colleagues

34

Investing in Training and Education

36

Promoting Diversity and Inclusion

38

ADVANCING SUSTAINABILITY

41

Reducing Energy and Emissions

42

Conserving Water

48

Managing Waste

52

Sourcing Responsibly

56

Respecting Biodiversity

60

CHAMPIONING COMMUNITY

63

APPENDICES

73

Performance Data

75

GRI G4 Content Index

76

ENDNOTES79

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ASIA-PACIFIC
Mandarin Oriental, Bangkok

Mandarin Oriental, Guangzhou

Mandarin Oriental, Hong Kong

The Landmark Mandarin Oriental, Hong Kong

The Excelsior, Hong Kong

Mandarin Oriental, Jakarta

Mandarin Oriental, Kuala Lumpur

Mandarin Oriental, Macau

Mandarin Oriental, Sanya

Mandarin Oriental Pudong, Shanghai

Mandarin Oriental, Singapore

THE AMERICAS
Mandarin Oriental, Taipei

Mandarin Oriental, Tokyo

Mandarin Oriental, Boston

Mandarin Oriental, Las Vegas

Mandarin Oriental, Atlanta

Mandarin Oriental, Miami

Mandarin Oriental, New York

Mandarin Oriental, Barcelona

Mandarin Oriental, Bodrum

EUROPE,MIDDLE EAST
AND AFRICA
Mandarin Oriental, Washington DC

Mandarin Oriental, Geneva

Mandarin Oriental Hyde Park, London

Hotel Ritz, Madrid

Mandarin Oriental, Marrakech

Mandarin Oriental, Milan

Mandarin Oriental, Munich

Mandarin Oriental, Paris

Mandarin Oriental, Prague

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About Mandarin Oriental Hotel Group
Mandarin Oriental Hotel Group is an international hotel investment and management group with deluxe and firstclass hotels, resorts and residences in sought-after destinations around the world. Having grown from its Asian roots
into a global brand, the Group now operates 29 hotels and seven residences in 19 countries and territories, witheach property reflecting the Group’s oriental heritage and unique sense of place. Mandarin Oriental has a strong
pipeline of hotels and residences under development, with the next hotel opening planned in Doha. The Group has
equity interests in a number of its properties and adjusted net assets worth approximately US$3.6 billion as of 31st
December 2015.
Mandarin Oriental’s aim is to be recognised widely as the best global luxury hotel group, providing 21st century luxury
with oriental charm in each of its hotels. This will be achieved by investing in the Group’s exceptional facilities and its
people, while maximising profitability and long-term shareholder value. The Group regularly receives recognition andawards for outstanding service and quality management. Mandarin Oriental is committed to exceeding its guests’
expectations through exceptional levels of hospitality, while maintaining its position as an innovative leader in thehospitality industry. The strategy of the Group is to open the hotels currently under development, while continuing toseek further selective opportunities for expansion around the world.
The parent company, Mandarin Oriental International Limited, is incorporated in Bermuda and has a standard listingon the London Stock Exchange as its primary listing, with secondary listings in Bermuda and Singapore. Mandarin
Oriental Hotel Group International Limited, which operates from Hong Kong, manages the activities of the Group’s
hotels. Mandarin Oriental is a member of the Jardine Matheson Group.

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Doing More for a Sustainable Future
For more than 50 years Mandarin Oriental has been recognised as a leader
in luxury hospitality. The hotels are renowned for service excellence, which isdelivered daily by 12,000 colleagues around the world. The Group remains
committed to operating its hotels to the highest standards and in responsible andsustainable ways.
As the Group extends its global reach, it is important to have a framework ofsustainability strategies and programmes in place to address topics such as
climate change and water scarcity.
In 2015, the Group sharpened its focus on sustainability—convening a
stakeholder panel of leading NGOs and experts to prioritize the most quantifiable
topics. As a result, this report is the first to be published using the G4 standards
from the Global Reporting Initiative, which is the leading standard for corporate
reporting on sustainability.

As the Group extends
its global reach,
it is important tohave a framework ofsustainability strategies
and programmes inplace to address topics
such as climate change
and water scarcity.

The 2015 report highlights the progress towards the Group’s 2020 environmental
goals as well as group-wide commitments and practices to deliver excellence,advance sustainability and champion the communities in which it operates. The
aim is also to be transparent about future sustainability challenges and ambitions.
The 2015 sustainability accomplishments were made possible due to the hard
work and dedication of the Group’s 12,000 colleagues:–F rom 2007–2015, Group-wide emissions and water intensity were reduced by
18.8% and 16.0% respectively—placing the company well on-track to meet its
2020 goals and resulting in cost savings in excess of US$36 million to date.
– The Group celebrated its 15th year of executing the Safe, Sound and Sustainable
Programme—exceeding the 2015 Group-wide performance target and improving
environmental performance scores for the fourth consecutive year.
–M andarin Oriental colleagues across all destinations, continued to identify andengage with local community needs in impactful and targeted ways.
Despite the company’s pride in these accomplishments, it recognizes that it must
continue to evolve and improve, particularly in the area of waste minimisation, inorder to meet the 2020 goal of a 20% reduction in waste intensity from 2012 levels.
Looking ahead, the Group will continue to encourage colleagues to advancesustainability, and engage with communities and stakeholders to achievemeasurable results over the decades to come. Thank you for following Mandarin
Oriental’s progress.

James Riley
Group Chief ExecutiveReport Highlights:
Scope of 2015 Operations
Nearly 900,000
square metres ofproperties acrossclose to 8,000 rooms

29 hotels and7 residences in
19 countries andterritories

Approximately
12,000 colleagues
employed representing
nationalities acrossthe globe

Goals, Commitments and Practices

25%

reduction by 2020 ingreenhousegas emissions intensity(from 2007 levels)

Reduced 2015 greenhouse gas
emissions intensity by

18.8%

20%

20%

reduction by 2020 inwater intensity(from 2007 levels)

reduction by 2020 inwaste to landfill per guestroom(from 2012 levels)

Reduced 2015 water intensity by

Reduced 2015 waste intensity by

16.0%

0.4%

(from 2007 level)(from 2012 level)

On track to reachinterim goal of

Behind schedule toreach interim goal of(from 2007 level)

On track to reach interim goal of

17.5%
by 2016

Committed to begin a
Food & Beveragefair trade sourcing
initiative in 2016

15%

10%

by 2016

by 2016

Convened
stakeholder panel
to support the Group’s
first materiality assessment

Conducted portfolio-wide
biodiversity andwater risk assessments
for hotels

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Safe, Soundand Sustainable
Programme

15th yearof execution on theGroup’s Safe, Sound, andSustainable programme

Guidelines evolve annually
to incorporate emerging
best practices and ourbeyond complianceapproach for environmental,
health andsafety management

Delivering
Excellence11of our restaurants
have been honoured
with a total of16

Michelin stars,
more than any otherhotel group in the world

Announced
Healthy Living
programme with
Mayo Clinic in
Bodrum, Turkey—
the first of its kind

Advancing
Sustainability

More than

US$36
millionsaved due to ourenergy andwater conservation
measures since 2007

4%of greenhouse gas emissions
reduced from utilisation ofrenewable energy credits

Championing
Community

10 yearsof support for the
Asian Cultural Council’s
Mandarin Oriental
Fellowship for Cultural
Heritage Preservation

Completed

5th yearof our Fantastic Matchprogramme, with over
$250,000 in matching grants
to our hotels in the
United States

Exceeded90%Group-wide target Safe,
Sound, and Sustainable
score in 2015

favourable rating oncolleague engagement
survey score(with consistentimprovement
since 2010)

Group-wide

85%

environmental scorein 2015

100%

increase in environmental
scores since introduced
four years ago

Supported more than85%

Delivered our
Sustainability
Training Programme
to all colleagues
Group-wide

50

7,300
kilogramsof used soap and bottled
guestroom amenities
diverted from landfill anddonated to support
those in need throughpartnership with
Clean the World

Developed plan tomigrate to
LED lighting
in all of our hotels by 2020charities andcommunityorganisations in 2015

Each property
identified and executed ontargeted community
support activities
in 20159Strategy andGovernance

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Guiding Principles and Corporate Responsibility Policy
Our Guiding Principles and How they Inform
our Corporate Responsibility Programmes
Mandarin Oriental Hotel Group’s mission is to completely
delight and satisfy our guests. Our mission is supported by ourlong-standing Guiding Principles that describe the values ofour company and our colleagues.

Our Corporate Responsibility Policy
Each of our Guiding Principles feeds into how we execute our
Corporate Responsibility policy.
Mandarin Oriental is committed to contributing to thecommunities in which we operate and responsibly managing
our environmental impacts and social commitments.
Our Corporate Responsibility policy is designed to enable thedevelopment of a series of complementary programmes thatcan be deployed across the company and integrated within
our corporate culture and across our operations.

The World Travel and Tourism Council
estimates that travel and tourism
generated 10% of global GDP and 11%
of jobs in the global economy in 2014.
Growth in tourism and the numberof global travellers are expected tocontinue to rise over the next ten years1.
Industry growth trends reinforce theimportance of the commitments reflectedin our Corporate Responsibility policy.

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Our Guiding Principles
Our Guiding Principles underpin everything that we do on a daily basis, ensuring that we operate to the highest
possible standards:

Delighting our guests

Being the best

We will strive to understand our client and guest
needs by listening to their requirements andresponding in a competent, accurate and timely
fashion. We will design and deliver our services
and products to address their needs. In fact, weare committed to exceeding their expectations by
surprising them with our ability to anticipate andfulfill their wishes.
To delight our guests, the management of corporate
responsibility topics, including Guest Satisfaction;
Guest Health, Safety and Wellness; and Information
Protection, are critical.

We will be an innovative leader in the hotelindustry and will continually improve products andservices. We will seek from our suppliers the highest
quality products and services at the best value.
Our corporate responsibility programmes are underpinnedby the belief that the best ideas come from our colleagues,
creating best practices that can be shared across ourCompany. In partnership with suppliers and vendors, we also
aim to continuously embed the principles of sustainability
into the delivery of modern luxury to our guests.

Delivering shareholder value
Working together as colleagues
We will emphasise the sharing of responsibility,
accountability and recognition through a climate of
teamwork. By working together as colleagues andby treating each other with mutual respect and trust,
we will all contribute to the Group’s overall successmore productively than if we worked alone.
Engaging our colleagues and fostering a culture ofDiversity and Inclusion are methods in which we bringthis Guiding Principle to life. Additionally, we promoteteam building through our corporate responsibility
activities and programmes.

Promoting a climate of enthusiasm
We are committed to everyone at Mandarin Oriental byproviding a caring, motivating and rewarding environment.
As an industry leader, we are committed to bringing out
the best in our people through effective training andmeaningful career and personal development, and byencouraging individuality and initiative.
Identifying and investing in targeted Learning andDevelopment initiatives that support our corporate
responsibility programmes is central to how we operate.

We are committed to being a growing company.
Our success will result in investment returns which areconsistently amongst the best in the hotel industry.
To deliver shareholder value, we emphasise strong corporate
governance practices and promote conservation, increased
operational eco-efficiency and targeted return on investment
projects through our corporate responsibility programmes.

Playing by the rules
We will maintain integrity, fairness and honesty inboth our internal and external relationships and willconsistently live up to our commitments.
We strictly enforce our Code of Conduct and promote ourvalues to our suppliers and business partners.

Acting with responsibility
We will actively participate in the improvement of theenvironment, just as we will be responsible membersof our communities and industry organisations.
The topics of Energy, Emissions, Water, Waste,
Biodiversity and Community Engagement are central
to our corporate responsibility platform. Through active
stakeholder engagement, we identify opportunities where
our corporate responsibility programmes can continue toimprove and evolve.

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Management And Governance
Our Group Corporate
Responsibility Committee
The Group Corporate Responsibility Committee (GCRC)
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. Since
formation, Terry Stinson, Group Development Director
and President, The Americas has directed the GCRC. Mr
Stinson is an executive-level member of the management
board who directly reports to our Chief Executive Officer.

From January 2016, Vincent Marot, our Group Directorof Technical Services, will be leading the GCRC upon
Mr Stinson’s retirement.

Hotel Corporate Responsibility Committees
At the property level, Hotel Corporate Responsibility
Committees (HCRCs) have also been formed. The
Committees must be cross-functional, headed by a
Corporate Responsibility champion and comprised of atleast 10 colleagues at each property. Specific roles are
assigned to colleagues based on particular areas of focus.

How We Execute our Corporate Responsibility Policy
The following directives anchor how we execute our corporate responsibility policy

Conservation

Conservation and the effective management of resources has been a theme for our
Company since its inception and informs how we communicate and deliver on oursustainability goals and aspirations.

LuxuryandSustainability

As a luxury brand, we aim to make the delivery of luxury services that delight ourguests as environmentally sustainable as possible, whilst aligning to the needs andexpectations of our guests. This requires a delicate balance.

AwarenessandIntegration

Throughout all levels of the organisation’s structure, we aim to continuously increaseawareness of sustainability concepts to foster collaboration and enable action.
Our Corporate Responsibility champions at the hotels and residences support these efforts.

Local
Empowerment

Accountability

Authenticity

Our corporate responsibility programmes are structured to align with our Group’s decentralised
nature and enable sustainability to be embedded throughout the organisation. Guided by the
Corporate Responsibility champions, each property is empowered to choose local initiatives tosupport as well as to find creative ways to improve efficiency in their operations.

We emphasise both internal and external reporting mechanisms on corporate responsibility
to create accountability, measure progress over time and identify opportunities for continued
improvement. Our culture of enthusiasm has shown itself to be a key factor in motivatingcolleagues and attaining positive results.

We aim to develop programmes and communications that are authentic to our brand, culture
and operating structure and also to maintain an honest view about our current challenges andopportunities relating to sustainability and corporate responsibility.

13

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In order to tackle each
property’s challenges ofadvancing sustainability,
our committees are
dedicated to working
together as colleagues—
an important guiding
principle for Mandarin
Oriental. In many cases,
advancing sustainability
involves being innovativeand striving to be thebest in order to makereal change and to be
active members of ourcommunities.

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Mand a ri n Ori e n ta l Ho te l Gro u p
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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” andto incorporate best practices that support our corporate
responsibility policy. Programme guidelines are continuously
improved upon and updated as methods evolve and as
new impacts from hotel activities are identified. Executive
compensation is based in part of the programme’s annual
audit results.
An important way that we have operationalised ourcommitment to corporate responsibility is through ourcompany’s proprietary Safe, Sound and Sustainable
Programme, which addresses the topics listed to the right.
Each fully operational hotel is audited annually to monitor
their compliance with Safe, Sound & Sustainable guidelines.
The audits are conducted by an independent company, PWT
Environmental Consultancy, a UK-based consulting firm, andinclude a verification of documentation and records in place,as well as a physical inspection of the facilities. The annual
audit process ensures that hotel management teams arefocused on health and safety issues and prepared to manage
crisis and business interruptions. The environmental guidelines
cover the Hotel Corporate Responsibility Committee,
management of energy and water consumption, greenhousegas emissions and the generation and disposal of waste.
Over the past few years, we have gradually migrated fromannounced to unannounced audits to better reflect how ouroperations are run on a daily basis. Hotels are eligible forunannounced audits four years after their opening, allowing
ample time to adapt to the programme. Despite the change,
there have been no significant impacts on audit scores,
indicating consistency in our operations. We will continue toexpand this effort, and all eligible Mandarin Oriental hotels will
eventually receive unannounced audits.

Our Performance: 2015 Audit Results
Over the past 10 years, audit performance has remained
stable, within 2% of the Group’s target of 90%. In 2015, theGroup’s overall average score was 90.8%, an improvement of
0.7 percentage points over the prior year and above the targetof 90%, with 23 of 26 hotels exceeding 85%. Additionally,
19 hotels (90% of all eligible properties) received unannounced
audits in 2015.
In 2015, Group performance in the environmental section
increased to 85%, an improvement over the prior year’s scoreof 77%. Over the past four years, the Group’s score has
improved dramatically from its initial score of 42% in 2012,
when the environmental guidelines were introduced.

Scope of Safe,
Sound & Sustainable
Programme		FIRE SAFETY
Inspection, testing and maintenance of
all fire safety related installations.
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) standardsof 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 the British andEuropean standards
		FOOD & BEVERAGE
Health and safety related toFood and Beverage operations.
Based on the accredited international
standard of Hazard Analysis andCritical Control Point standards (HACCP)		
BUSINESS CONTINUITY
PLANNING & RISK MANAGEMENT
Overall Risk Management andbusiness continuity.
Developed on proven risk assessment
and risk management methodology
		
SPA, FITNESS & WELLNESS
Health and safety related to Spa,
Fitness and Wellness operation.
Based on international best practices
		
ENVIRONMENTManagement of the property’s
environmental impact.
Based on international best practices

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Responsible Operating Practices
Enforcing Our Code of Conduct
The Group conducts business in a professional, ethical andeven-handed manner. Our ethical standards are clearly set out
in the company’s Code of Conduct, a set of guidelines to which
every colleague must adhere. Our Code of Conduct requiresthat we comply with all laws of general application, all rules andregulations that are industry specific and proper standards ofbusiness conduct. The code prohibits the giving or receiving ofillicit payments and requires all colleagues to be treated fairly,
impartially and with respect. It also requires that all managers
must be fully aware of their obligations under the Code of
Conduct and ensure awareness and compliance by direct reports
within their organisations. The Group has procedures in place
by which colleagues can raise, in confidence, matters of serious
concern in areas such as financial reporting or compliance.

Respecting and Protecting Human Rights
Mandarin Oriental Hotel Group strives to conduct our businessin a manner consistent with the United Nations Universal
Declaration of Human Rights and the International Labour
Organisation’s Fundamental Conventions with regard to childlabour and forced labour, wages and working hours, health andsafety, freedom of association and non-discrimination. We also
aim to ensure that suppliers, vendors and business partners
share our values with regard to fundamental human rights.

Managing Anti-Corruption Risk
Bribery and corruption are explicitly prohibited in our Codeof Conduct, with oversight from our Group Finance and Risk
Management functions. Additionally, 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.
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 backgroundchecks on prospective partners.
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.

Enterprise Risk Management
Since the Group’s formation in 1963, enterprise risk
management has been embedded into our culture andpractices. 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 foreach property. Business continuity plans consider a series ofproperty-specific risks, which includes terrorism, contagion
and extreme weather events.

In 2015, ourGroup Corporate
Responsibility
Committee oversaw
the developmentof the first Groupwide water andbiodiversity risk
assessments forour properties.

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M a nd a r in Or ie n t a l H o t e l G r o u p
2015 S u s t a i n a b i l i t y R e p o r tLong-Term Outlook
Our corporate responsibility policy and programmes help us to both monitor and respond within our sphere of influence to a seriesof emerging socio-economic topics that impact our business, our stakeholders and our brand. The following are four important
topics that inform our long-term outlook for corporate responsibility:

TOPICS

CLIMATECHANGEWATER
STRESSIMPLICATIONSIn the World Economic Forum’s 2016 Global
Risk Perception survey, the failure to address
climate change was named the world’s top riskin terms of perceived impact2.
Changing climate patterns may cause anincreased occurrence of droughts, hurricanes
and typhoons, risks affecting our infrastructure,
our colleagues in their livelihoods, our guests’
travel plans and the health of our communities.

According to the World Resource Institute, morethan a billion people currently live in waterscarce regions, and as many as 3.5 billion could
experience water scarcity by 20253.
Society and businesses depend on theavailability of safe, reliable supplies of water tomaintain life, sanitation and human activities.

STRATEGIES

Mandarin Oriental strives tohelp mitigate these risks byembedding sustainability
strategies into our global
business model. Investingin efficient technology andequipment, combined withintegrating sustainability
practices into our business,affords multiple benefits.

Mandarin Oriental formallyassesses water risks across
our portfolio to inform longterm strategies to conserve andprotect water.

SUSTAINABLE
FOOD

Determining a way to sustainably feed theworld’s growing population presents a seriesof challenges including soil erosion, destructive
fishing practices and the agriculture industry’s
own impacts on local climates, ecosystems
and water supplies.

Across our operations, we plan
to continue our support for andsourcing from farmers, ranchersand fisheries that engage insustainable methods for foodproduction.

CHANGING
CONSUMER
DEMOGRAPHICS AND
PREFERENCES

Augmented by technology, connectivity andglobalisation, the travel and tourism industry
is currently experiencing robust growth
and transformation, increased interest in
sustainability, a more diverse travel populationand the emergence of the sharing economy,
which are among the many trends that weclosely monitor.

Our corporate responsibility
programmes provide us withmethods that support how we canbetter understand and respond tothe changing market landscape ina manner that elevates our brandand how we will delight our guests
in the 21st century.

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Energy, water, health,biodiversity, sustainable
cities and other topics that
inform our long-term outlook
on corporate responsibility
are captured within the
United Nations’ Sustainable
Development Goals andthe associated targets foreach goal4. The Sustainable
Development Goals serve as animportant reference point for
our Company, as we execute
our corporate responsibility
policy and programmes.

19

ExoremStakeholder
Upsum
Engagement
Dolor Sit at
and Materiality

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Stakeholder Engagement
Mandarin Oriental Hotel Group serves a diverse group of stakeholders. Effective consultation and involvement with our stakeholders
is crucial to understanding their viewpoints so that we can better align our business with their goals:

STAKEHOLDERS

GUESTS

COLLEAGUESOWNERSAND
DEVELOPERSLOCAL
COMMUNITIESPRI M ARY 2 0 1 5 EN G A G EMEN T METH O D S– Guest Satisfaction Survey– Solicitation of Direct andTarget Feedback to Inform
Quality Programmes– Colleague Engagement
Survey– Career Development
Plans and Performance
Reviews– Hotel Corporate
Responsibility Committees– Safe, Sound andSustainable Programme

Close Partnerships andRegular Communications
throughout Design,
Development, Construction
and Management of
Properties

Participation in Local
Stakeholder Groups
including:– Hotel Associations– Chambers of Commerce– Business
Development Councils– Convention and Visitors’
Bureaus and Promotion
Organisations– Travel andTourism Associations– Community
Benefit Organisations– Local Heritage
Preservation Initiatives– Training and Local Talent
Retention Organisations– Local Collectives
for Recycling– Employer Organisations
and Professional
Associations

I DE NT I F I ED TO P I C S O F C O N C ER N
– Guest Wellness– Food Safety– Information Protection– Compensation and
Benefits– Professional Development– Occupational
Health and Safety– Corporate Responsibility– Community Engagement– Economic Performance– Energy Efficiency– Risk Evaluation andMonitoring– Economic Presence
and Participation– Local Talent Acquisition
and Retention– Skills Training– Culture andHeritage Protection– Topics Specific to
Individual Communities

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STAKEHOLDERSSHAREHOLDERSVENDORS,
SUPPLIERSAND
CONTRACTORSINDUSTRYPEERS
AND TRADE
ASSOCIATIONSNGOSAND OUTSIDEADVISORSPRI M ARY 2 0 1 5 EN G A G EMEN T METH O D S–O ngoing and routine
discussions with ourcontrolling shareholder
Jardine Matheson Groupon Financial Performance,
Risk Management andother current issues– Financial andSustainability Reporting– Shareholder Feedback
Mechanisms– Supplier Meetings to
discuss Sustainable
Sourcing Opportunities– Food and Beverage
Conference– Partnerships with Local
Farmers, Ranchers andFisheries– Participation in World
Travel and Tourism
Council’s Task Force on
Industry Strategies for
Climate Change– Participation in Industry
Hotel Carbon and Water
Measurement Initiatives– Monitoring and Evaluating
Industry Corporate
Responsibility Initiatives– Interviews and Panel
Discussion to discuss
opportunities to improve
Corporate Responsibility
Programmes and Reports

I DE NTI FI ED T O P I C S O F C O N C ER N
– Corporate Governance– Economic Performance– Customer Satisfaction– Environmental
Performance– Risk Evaluation andMonitoring– Economic Performance– Operational
Eco-Efficiency– Climate and Water Risk
– Sustainable Food
– Human Rights in the
Supply Chain– Carbon Emissions
Reduction Targets– Human Rights in the
Supply Chain andTourism Industry– Energy, Water, Waste, andGreenhouse Gas Emissions– Colleague Training andSkills Development– Guest Engagement on
Sustainability– Human Rights in the Supply
Chain and Tourism Industry– Biodiversity– Supply Chain
Responsibility

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2015 S u s t a i n a b i l i t y R e p o r tMateriality Assessment
In alignment with the framework and best practices set forthin the Global Reporting Initiative’s G4 guidelines, we haveconducted a materiality assessment to inform the selection of
topics for our Sustainability Report.
The process began with the conducting of 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 andenvironmental impacts (both actual and potential) and the levelof stakeholder concern for each topic. We also consideredissues 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 the following
organisations:– Conservation International– International Tourism Partnership– National Geographic Traveler– United States Green Building Council– World Wildlife Fund

Based on the findings of the materiality assessment, we identified topics to prioritise within theGroup’s corporate responsibility reporting and programmes, which include:

Guest Engagement
on Sustainability

Human Rights
and Diversity

Biodiversity

Guest Healthand Safety

EnergySupply Chain
Management

Information
Protection

Greenhouse
Gas Emissions

Local Community
Impacts

Colleague Training andSkills Development

Water

AntiCorruption

Colleague Health,
Safety and Wellness

Waste

ComplianceOur 2015 Sustainability Report includes expanded content that incorporates the
GRI G4 reporting guidelines, materiality assessment findings and specificfeedback from our stakeholder panel to improve our sustainability reporting.

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25

Delivering
Excellence

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2015 S u s t a i n a b i l i t y R e p o r t

Delighting our Guests
Goals and Commitments
To completely delight andsatisfy our guests

Practices
We evaluate our hotels’
performance on a regular andconsistent basis against morethan 200 of our company’s
Legendary Quality Experiences
guidelines

Future Directions
Continue to identify compellingways to further integratesustainability into the guest
experience

Mandarin Oriental’s reputation for providing legendary service is the hallmark
of our brand.

Creating Legendary Quality Experiences
Measuring our hotels’ performance on a regular and consistent basis, and sharing theresults across the Group is important if we are to be recognised as the best in our industry.
To help our colleagues on their mission, the Group has created the Legendary Quality
Experiences (LQEs)—over 200 company guidelines, which focus on experiences
rather than basic luxury standards. The LQEs are centred on 11 pillars of service andcover all the important aspects of a guest visit. The LQEs enable our colleagues to go
above and beyond our Standard Operating Procedures.
All hotels receive three annual audits for quality assurance, and the results are sharedGroup-wide. Mandarin Oriental maintains various quality measurement processes
to monitor and improve performance, including the international benchmarking
standards established by Leading Quality Assurance. We also measure ourselves
against other international standards, including the American Automobile Association,
the Forbes Travel Guide and the Michelin Guide.

Mandarin Oriental’s
reputation forproviding legendary
service is the hallmark
of our brand.

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Attention to detail at
Hotel Ritz, Madrid

Fostering Loyalty and
Adding a Personalised Touch
A personalised touch and attention
to the smallest details are critical to
how we are able to delight and satisfy
guests. For example, we take the timeand effort to remember and addresseach guest by name, document guest
preferences and customise meals
according to their dietary requirements.
When guests visit our hotels for special
events, we also take notice. In 2015,
several guests visited us in Tokyo and
New York to participate in marathons.
To celebrate this achievement,colleagues at Mandarin Oriental, Tokyo
used guests’ running numbers to findout their final times and print them acongratulatory card with their picture
when crossing the line, as well as
their time of completion at the race.
Colleagues at Mandarin Oriental, NewYork provided marathon runners withspecial menus and a goodie bag filledwith marathon essentials, such as
Vaseline, Epsom salts and arnica oil.

We also identify creative andmeaningful ways to acknowledge
some of our most loyal guests. In
2015 in Tokyo, a guest and avid
rugby fan, who has stayed with us
more than 200 times, celebrated hisbirthday at the hotel. Colleagues at
Mandarin Oriental, Tokyo prepareda birthday cake designed as arugby field, and gave him a rugby
shirt and a rugby ball signed by allcolleagues as gifts to commemorate
the occasion.

Incorporating
Sustainability into the
Guest Experience
In addition to partnering with guests
through linen and towel reuseprogrammes, we have begun to
identify compelling ways to further
integrate sustainability into the guest
experience. Here are highlights from2015 across our properties:
Going Electric The Tesla Model S is
now a guest transportation vehicle atselect Mandarin Oriental hotels in the
United States and Europe. In Miami
and Washington DC, the exclusive
use of the Tesla is also part of a
special guest package. Additionally,
we have begun installing electricvehicle charging stations at ourhotels and residences.
Sustainability and Style Mandarin
Oriental, Singapore created a “Swimin Style” guest package, which
includes eco-friendly swimwear
made of recycled materials in
addition to yoga treatments andspecial spa cuisine. The swimwear
is also featured and sold at thehotel’s spa.
Promoting Socially Responsible
Enterprises The Spa at Mandarin
Oriental, Boston now features a local
jeweller that uses recyclable metals,
with some of the proceeds fromsales being donated to Maloto, acharity focused on helping thepeople of Malawi.

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The Library of the Future Our
hotels have begun providing guests
with access to an online libraryof international newspapers andmagazines available upon check-in—analternative that avoids printed copies
and provides guests with greater choice.
Where the Garden Grows Mandarin
Oriental hotels in Atlanta and London
feature onsite herb and floral gardens
used for the restaurants and in-room
guest amenities.
Having Your Own Tree Mandarin
Oriental, Paris introduced an “Act for thePlanet” activity where guests can buy atree in Paris for under EUR10. In return,
guests receive a personalised certificatethat allows them to follow the evolutionof their tree in its natural environment,
and support forests and sustainableagriculture models in France.
Starting Young At Mandarin Oriental,
Sanya, a popular destination for

Floral Garden at
Mandarin Oriental
Hyde Park, London

families, children are provided with a
fun activity where they complete theirown personalised “passport” and learn
about the nearby Coral Bay’s fauna andwildlife in the process.
Moving forward, the inclusion for more
specific questions on sustainability ina guest survey and receipt of solicited
guest feedback will inform future guest
initiatives and programmes.

Listening to Our Guests
Managing quality service, andmeasuring and understanding guest
key drivers and detractors influences
all areas in our organisation andcreates awareness. These practices
enable us to be guest centric andadapt our services and offerings
according to ever changing guest
expectations. We utilise three
types of surveys: a guest post-staysurvey for new and repeat guests,
a meeting planner survey and a spa
survey for day visitors.

We also conduct a customer
satisfaction and loyalty survey with thehelp of a third-party organisation that
sends an online questionnaire following
a guest’s stay. Detailed, actionable
monthly feedback is then provided toour managers on property, which helps
to enhance our service delivery. In
2015, the Group received over 36,500
guest satisfaction surveys.
Furthermore, we ask guests for direct
and targeted feedback. Through guest
feedback and our quality assurance
results, we can then analyse andunderstand those areas to celebrate
and those that we need to improveupon. We also monitor TripAdvisor andother social media channels.

Solving Problems
Each of our hotels is committed toachieving its guest satisfaction goals,
and monthly reports highlight both
improvements made and “red flag”
areas that need to be addressed.

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An important mechanism utilisedby the Group to address these “redflag” areas is the Project Solving
Technology programme.
Over a duration of several months,
teams at the hotels are tasked withidentifying root causes to specificproblems, engaging in ideation to
identify solutions, presenting on theirsolutions and then measuring progress
based on designated key performanceindicators for the project. In 2015, we
began to refresh the programme andrevised its standards. In 2016, each
hotel is targeted to complete two
Problem Solving Technology projects.

Responding toEmerging Information
Protection Challenges
Mandarin Oriental’s information
protection practices are focusedon maintaining the confidentiality,
availability and integrity of guest,
colleague and company information.

The information protection
programme is designed to align with
our Guiding Principles and leverage
the strength of our company’s culture.
Policies and best practices are
based on the ISO 27001 and 27002
standards for information security.
Our Group Risk Management
Committee governs the programme,with actions and responsibilities
cascading to each of our properties.
In the face of escalating threats tobusinesses over the past few years, theGroup has made a strong commitment
to information security with a focus oncontinuous improvement, so that we
can identify and appropriately mitigate
our risks and potential exposures tospecific threats.
In 2015, we experienced a malware
incident. Further information on
the nature of the incident and ourcompany’s response can be found in
our press release dated 10 July 2015.

OUR PERFORMANCE

Guest Satisfaction
Mandarin Oriental’s overallsatisfaction ratings indicate
a consistently high level ofguest satisfaction and loyalty
to the brand, varying less than
three percentage points since2009. In 2015, we achieved an
overall satisfaction rate of 89%,
consistent with our performance
range between 88-89% since2011. We have identified
colleague engagement,
anticipation of guest needs anda smooth arrival process as key
drivers of customer satisfaction.

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M a nd a r in Or ie n t a l H o t e l G r o u p
2015 S u s t a i n a b i l i t y R e p o r tCommitting to Health, Safety and Wellness
Goals and Commitments
To provide an environment
where our guests
and colleagues can besafe and wellPractices
We rigorously manage healthand safety through ourSafe, Sound and Sustainability
programme but also create
authentic, holistic wellness
experiences for our guests
and colleagues

We are responsible for providing a safe environment for our guests.

The Importance of Health and Safety
Our guests spend a considerable amount of time in our hotels, and they trust us toprovide an environment that is not only comfortable and aesthetically beautiful, butthat also serves as a safe haven during their visit with us. It is also critical that ourcolleagues are provided with a safe work environment.
Hotel operations are complex and require a comprehensive approach to managing
the health and safety of our guests and colleagues. We conduct detailed safety
inspections, tests of relevant systems, cleaning and maintenance checklists andprocedures for ensuring safe use of facilities, equipment and supplies—all of which
are strictly audited. Additionally, work-related accidents and incidents are reported to
the Group Risk Committee and thoroughly investigated to identify the root cause andto initiate corrective and preventive measures.

Future Directions
Enabling “Wellness
Everywhere”—not only in ourSpas but across all touchpoints of the guest experience

OUR PERFORMANCE

Occupational Health and Safety
In 2015, there were 6.7 incidents per 1005 colleagues resulting in lost
time, an increase from 2014 and above the United States Bureau of
Leisure and Hospitality safety rate of 3.7 incidents per 100 colleagues.
The incident rate of our European hotels was above the proximate U.S.
industry average at 14.3 incidents per 100 colleagues, and increased
significantly from the prior year.
The incident severity rate, a measure of lost days per incident,
decreased 3% in 2015, to 24.29 lost days per incident per 100
colleagues. Asia demonstrated decreasing trends, whilst Europe andthe Americas increased slightly.
Please see the Appendix for more detailed results.

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An Authentic, Holistic and Personal Approach to Guest Wellness
Because we also know how important health and wellness are to our guests, Mandarin Oriental strives to provide
environments and experiences that are not only safe but also consider the long-term wellness of our guests and spa
customers. We aim to provide spa guests with authentic, holistic and personal experiences:
The Spa at
Mandarin Oriental,
Marrakech

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 in every location. Whether
in China, Turkey or Morocco, our services embed cultural practices
specific to where our hotels are located.

Personal
We recognise that wellness is very personal, and take the time tounderstand guests’ specific needs and goals.

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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In 2015, Mandarin Oriental
Group announced an
exciting new partnershipwith Mayo Clinic tointroduce the Mayo
Clinic Healthy Living
Programme at Mandarin
Oriental, Bodrum—thefirst of its kind. Witha focus on preventive
wellness and designed toinspire a more balanced
lifestyle, the wellness
programme offers guests
a choice of tailor-madeexperiences, from oneday assessments to fiveday retreats, as well as àla carte services.

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In alignment with this philosophicalapproach, our Group’s Global Spa andWellness team achieved a series ofmilestones in 2015, which included:– A coordinated Global Wellness
Day, where our spas offered acomplimentary wellness activity to local
communities around the globe– A piloted experimental Silent Night
event across all spas during theholiday season with no talking ormusic, in recognition that the spa is aplace to rest one’s mind
– Presented the Spa’s wellness activity
at the Group’s Food and Beverage
Conference to inform on changing
consumer trends and expectations in
the wellness arena and discuss future
developments and best practices toenhance our wellness offerings– Established a relationship with Mayo
Clinic, a leading research hospital in
the United States, to seek authentic
expertise in developing scientificallyvalidated wellness programmes

The Path Toward“Wellness Everywhere”
We are motivated by a vision of“Wellness Everywhere” where wellness
is cultivated not only in our spas but
also across all touch points of the

The piloted experimental
Silent Night event acrossall spas took place during
the holiday season withno talking or music inrecognition that the spa is aplace to rest one’s mind.

guest experience. To deliver on thisvision, we are focused on harnessing
the experience of our therapists
and their unique specialisations
that cover a wide range: from Tai
Chi to Shanghainese pedicures. In
addition, we plan to increasingly
host innovative visiting practitioners,
such as iridologists, trichologists
and specialised sound healers. We
also continue to explore innovative
partnerships and share best practices
from our spa programmes to enhance
the wellness of our colleagues.

Integrating Wellness into
our Corporate Culture
Often inspired by our guest services,colleague wellness has increasingly
become part of the corporate culture atour hotels. Colleague wellness activities
consider both physical and mental
health, and provide an opportunity tosupport team building. 2015 colleague
wellness highlights included:Start with a Stretch At Mandarin
Oriental, Macau, a stretching exercise
is now part of colleagues’ MOve In
orientation.
Betterment Through Wellness
Anchored by its “Wellness Fridays”,
Mandarin Oriental, Singapore hosted
team building activities that included
kickboxing, yoga, rock climbing andcycling. The hotel also held seminars
that covered skin care, posture, therelationship between food and mood,and motivational techniques.
Talking About Health Mandarin
Oriental, Kuala Lumpur hosted aseries of “Health Talks” covering topics
including insomnia, ergonomics andcancer awareness. Mandarin Oriental,
Hong Kong also conducted a colleague
seminar on stress management.
Run. Run. Run. Colleagues at
Mandarin Oriental Hyde Park, London
formed a running club that completed
a half marathon and night race where
21 colleagues raised nearly £500 to
support a paralysis charity.
Leading By Example Mandarin Oriental,
Kuala Lumpur’s General Manager joined
more than 20 colleagues to participate
in a run, which supported the Group’s
Global Spa and Wellness team in the#wellnesseverywhere social media
campaign. He also led the way up
31 floors during the hotel’s “Conquer
MOKUL” team event.
Knowledge is Power The Human
Resources team at Mandarin Oriental,
Washington DC conducted a healthfair for colleagues with on-site vendors
providing information on how toaccess the hotel’s wellness benefits.

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M a nd a r in Or ie n t a l H o t e l G r o u p
2015 S u s t a i n a b i l i t y R e p o r tEngaging our Colleagues
Goals and Commitments
To recruit, develop andretain the best talent

Practices
We engage our colleagues
through our benefits,
recognition and sustainability
programmes and closely
monitor findings from our
Colleague Engagement
Survey to drive future efforts.

Future Directions
Continuing to identify creativeand impactful ways todeepen our engagement withcolleagues on sustainability

In order to be a leader in the markets we serve, we have to recruit, develop and retain thebest talent. We want to be known as one of the best employers in the hospitality industry.

The Importance of an Engaged Workforce
It is well researched and documented that happy colleagues lead to happy guests.
For guests to have a delightful stay with us, it is imperative that our colleagues areengaged in their jobs. An engaged workforce also generates consistency of service
delivery, reduces recruitment costs and enables us to more easily transfer our culture
across new markets around the world.
We strive to remain an employer of choice and create an environment for colleagues
which is passionate and harmonious and where colleagues feel respected. We believethat every colleague should be and feel personally valued.

Beginning the Journey
In the same way that we consider the various touch points associated with our guests’
journey through our hotels, we also consider the colleague’s journey and how we can
improve upon the touch points that they experience during their employment with us.
Upon commencement with the Group, all new colleagues follow our extensive
MOve In orientation process, which introduces them to our unique company culture
and heritage.

Recognising Excellence and Tenure
Each of our hotels has a Colleague of the Month or Quarter programme, which isdeveloped locally to ensure that the recognitions and rewards are relevant to the
local environment. At the Group level, our Long Service Awards programme rewards

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2 015 Su s ta i n a b i l i ty R e p o rtcolleagues upon every five yearsof employment. We also recognise
colleagues through the MOstay
programme, which enables colleagues
to stay at our hotels at reduced rates.
During bi-monthly Human Resources
meetings, hotels share best practices
and ideas so that we can continue toenhance our colleague benefits andrecognition programmes.

Encouraging Feedback
and Monitoring thePulse of our Workforce
We utilise a series of mechanisms,
which include town hall meetings andfocus groups, to get feedback from ourcolleagues to identify areas where weare doing well and where we need to
improve. Our Colleague Engagement
Survey is the most valuable tool that
we employ at the Group level. The
survey is a voluntary and anonymous
online questionnaire that is issued tothe entire hotel workforce.
Results from the Colleague
Engagement Survey are reviewed at
the hotel, regional and Group levels.
Data is also analysed by age, lengthof service and gender to ensure that
we are able to identify any specificconcerns among these target groups.

During our annual Human Resources
Strategy Meeting, the Colleague
Engagement Survey results informthe development of the plan for theupcoming year.

Engaging our Colleagues
in Sustainability
An educated and engaged workforce
is key to operating our hotels moresustainably. Equally important,
we believe that our sustainability
programmes will also lead to greater
engagement among our colleagues
and connect them with a greater senseof purpose. In recent years, we havemade strides to increase colleague
awareness of our commitment tosustainability.
The following 2015 highlights exemplify
the types of activities that we can
expand upon:
Colleague Orientation Integration
At Mandarin Oriental, Sanya, all new
trainees took part in beach cleaning aspart of the resort’s MOve In orientation.
Harnessing the Ideas of Colleagues
Mandarin Oriental, Hong Konglaunched the i-Suggest campaign
where colleagues were invited tosubmit their suggestions on how tomake the hotel more sustainable.
Field Trips and Educational Site
Visits Colleagues at The Landmark
Mandarin Oriental, Hong Kong
visited a nearby Ecopark andplastic recycling centre in addition
to a “Clean the World” factory tounderstand how the hotel’s soap
is converted to new soap anddonated to people in developing
countries. Colleagues at Mandarin
Oriental, Bangkok visited a centre
at Sunny Banchak where 150,000
solar panels produce 38 megawattsof electricity for commercial
distribution. Mandarin Oriental,
Prague also arranged a colleague
visit to The Prague Museum of
Water Supply to learn more aboutwater distribution and storage.
Team Building Activities Mandarin
Oriental, Atlanta adopted a sectionof the Old Forth Ward Park near The
Atlanta Beltline for park cleanup. On
a quarterly basis, colleagues pullweeds and general cleanup of thedesignated area. This project has built
team morale and provided colleagues
with a chance to participate in a group
activity outside of the workplace.

OUR PERFORMANCE

Colleague Engagement and Turnover
The colleague response rate to our most recent survey in 2015 was
95% and revealed an 85% favourable rating (excellent or above
average). Since 2010, the percentage of colleagues rating Mandarin
Oriental Hotel Group as favourable has steadily improved fromapproximately 80%.
Whilst our colleague satisfaction rate remains high, turnovercontinues to be a challenge as we operate in an industry thatis characterised by high turnover. In 2015, Mandarin Oriental
experienced an increase in our global turnover rate of 7 percentage
points from the prior year and above the current industry average of
27.6%. The increase in turnover was mainly driven by the seasonal
separation of colleagues at Mandarin Oriental, Bodrum. Colleagues
under 30 continue to be the demographic with the highest turnoverrate of 57.7%.

In 2015, our colleague
engagement survey
included questions
to gauge colleague
awareness andsatisfaction with ourGroup’s sustainability
performance andpractices. Among all
topics, we achieved thehighest improvement for
the topic of sustainability,with 93% of colleagues
responding that theirrole to help the company
achieve its environmental
goals is made clear.

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Investing in Training and Education
Goals and Commitments
To provide opportunities wherecolleagues can grow within theGroup and develop our senior
managers from within

Practices
We emphasise continuous,
experiential learning andpartner with colleagues
to achieve professional
development

Future Directions
Enhance tools and resources
available to support colleague
learning and development

We know that career development is vitally important to all colleagues, and we are
passionate about their development at all levels of the organisation.

Partnering with Colleagues to Chart Their Careers
In our colleague engagement surveys, career development has been rated as thelead driver of colleague engagement. As such, performance and succession planningremain 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 and succession
planning reviews are completed at all levels of the organisation. We haveestablished an online performance management system, which gives
colleagues and their managers the ability to track performance, training andoverall professional development in real-time. The system also promotes more
frequent manager interaction by supplying tools for providing relevant feedback.
Colleagues and managers can add developmental or coaching comments at any
time during the year. All managers also complete a two-day training programmecalled “Managing Performance and Development” to provide them with the skills
and knowledge to complete effective performance reviews with their colleagues.

Continuous and Experiential Learning for All Colleagues
Our approach to learning and development is unique in that we emphasise
continuous and experiential learning over traditional classroom training methods.
Training for competency rather than hours of training continues to be our pathway toensure success. Our training is personalised rather than a “one-size-fits-all” approachand focuses on the skills and abilities needed for each position.
We carefully measure whether each colleague is able to accomplish the tasks of hisor her job to the required standards. We also reinforce the importance of learning
through our Line Colleague Certification Programme, which rewards new starters whocomplete their initial job training within their first three months of employment.

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In 2015, we piloted a new programme
to further develop the functional
competencies of our Hotel Managers.
To be a successful manager, leadershipcompetencies are not enough.
Knowing that our managers need towear many hats, the programme gives
managers deeper, “hands on” exposure
to many facets of our operations,
including sales, information technology,
finance, marketing, spa services andfood and beverage operations.
In 2016, we will focus on enhancing
colleague access to e-Cornell online
learning modules in a manner thatmaps target areas identified during acolleague’s performance review. We
also plan to develop a networking site
to connect colleagues and to “train
the trainers” to ensure consistency inthe way that we deliver our learningand development plans globally.

Developing andPromoting from Within
We aim to offer opportunities to growwithin the Group whilst developing ourown senior managers from within. The
Group utilises its Learning Framework as
a roadmap for colleague development
based on current and future careergoals, and we evaluate the efficacy ofour programmes against our 70 Learningand Development quality standards.
Signature learning and development
programmes at the Group include:
MOve Up A six-month course forsupervisors and junior managers
focused on competency building andindividual and team leadership skills

MOve Forward A twelve-month,wide-ranging management
development programme to enhancebusiness skills and leadership
qualities of our experienced managers
and department heads
MBA Executive Programme A
company-funded programme with
the Royal Melbourne Institute ofTechnology achieved over a threeto five-year period for hotel andcorporate senior managers
These programmes also create
value because they unify colleagues
who work in different hotels. In
2015, colleagues from six hotels
participated in our MOve Forward
programme in Europe. They had theopportunity to travel to other hotels
and, as a result, forged deeper
regional bonds. We believe that
there are opportunities to replicate
this model for future cross-location
learning programmes.
Ultimately, our success lies in thenumber of leaders that emerge
from within our ranks. For example,
the General Manager of Mandarin
Oriental, Prague began his careerwith us as a trainee and became a
General Manager, having completed
the MBA Programme. We seek
to highlight and celebrate theseexamples of career development. In
2015, we began the developmentof a dashboard that will track thenumber of internal promotions.
Additionally, we plan to promote
and track the number of internaltransfers.

Mandarin Oriental Executive Development Centre
Launched in 2014, the Mandarin Oriental Executive Development Centre
provides senior managers with feedback to facilitate their personal andcareer development. Through the Centre’s programme, senior managers
produce an individual development plan focused on maximising theirpersonal leadership style and enhancing leadership effectivenesstowards a General Manager’s position. The Mandarin Oriental Executive
Development Centre offers support and structure to help uncover ourmanagers’ potential for advancement within the Group.

Building
Sustainability
Knowledge Acrossthe Workforce
We provide a
Sustainability Training
Programme for allcolleagues. The
two-and-a-half hourcourse is designed to
improve knowledge ofsustainability issues andreinforce the value ofsustainable 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.
In 2015, all colleagues
completed theSustainability AwarenessTraining programme, and it
is now part of the Group’s
mandatory MOve In
orientation programme for
new colleagues. In 2015,
we developed targetedtraining for our Corporate
Responsibility champions
at each hotel.

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Promoting Diversity and Inclusion
Goals and Commitments
To create an environment
where each colleague feels
valued and respected

Practices
We maintain a diverse
population and cultivate
inclusive practices across
our operations

Future Directions
Continue to develop andpromote activities andprogrammes that celebrate
and leverage our colleagues’
individual differences,
cultures and perspectives

The more diverse our colleagues, the greater the set of skills and competencies
Mandarin Oriental will have at its disposal. This will assist us to thrive in ever changing
markets around the world.

Enforcing Our Guidelines and Policies
Mandarin Oriental has 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. However, our Group’s management
approach to diversity and inclusion goes beyond these baseline practices­­—webelieve that celebrating our differences supports and enhances how we deliver on
our Guiding Principles.

Increasing Our Productivity and Creativity
Greater diversity offers different ways of thinking. A broad mix of prior experienceand expertise in certain processes encourages colleagues to discuss and learn fromeach other. Different backgrounds, experiences and skills lead to greater innovationand creativity and enhanced collaboration and teamwork. With a broad range ofbackgrounds comes an increased level of creative talents and ideas.

Connecting with Our Global Guest Populations
With colleagues from a wide range of backgrounds and experiences comes agreater understanding of guests’ points of views. The more diverse and inclusive
our workforce, the more likely it is that we will be able to respond to our individual
guests’ needs.
Our ultimate goal is to have our hotels staffed with a majority of colleagues from thelocal community. When hiring managers, we must consider the balance between
recruiting locally or transferring from within. A local manager may know the market
and have a presence and reputation in the local community. By transferring amanager from within the company, we have an opportunity to introduce the brandand implement the company’s culture and operational standards.

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The Rosebury Roomat Mandarin Oriental
Hyde Park, London

Supporting Our Own
In the wake of a devastating 2015
earthquake in Nepal, our hotels
rallied to provide support to our
Nepalese colleagues. Colleagues
at Mandarin Oriental Hyde Park,
London raised funds from bakesales and the sale of old stock items
to help three Nepalese colleagues
build new homes for their families.
The London colleagues also placed
donation cards on every table in its
Rosebery Lounge to raise money
to purchase school uniforms for
Nepalese girls in partnership with
Faircloth & Supply. Across the globe,
colleagues at Mandarin Oriental,
Macau hosted a charity barbecue
with all proceeds being donated to
the Nepalese Help Association.

Raising Disability
Awareness
In 2015, Mandarin Oriental, Paris
organised a week-long programme
to raise awareness about disabilities
in the workplace. Activities were heldeach day, which included inviting deaf
instructors to teach the basics of sign
language and blind masseuses toprovide massages. Colleagues were also
trained on how to welcome disabled
guests. The General Managers of
Mandarin Oriental, Singapore and The
Landmark Mandarin Oriental, Hong Kong
serve on the Steering Committee of
MINDSET, an organisation that works tochange attitudes regarding mental healthdisabilities. Some of the participants
are given the opportunity to apply for
positions within our company.

A broad mix of priorexperience and expertisein certain processes
encourages colleagues
to discuss and learn
from each other.

41

Advancing
Sustainability

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M a nd a r in Or ie n t a l H o t e l G r o u p
2015 S u s t a i n a b i l i t y R e p o r t

Reducing Energy and Emissions
Goals and Commitments
To reduce energy intensity
by 20% and greenhouse gas
emissions intensity by
25% from 2007 levels by 2020
Our 2016 interim goals
are 15% and 17.5% forenergy and greenhouse gas
emissions reductions

Practices
We identify projects throughenergy audits, retrocommissioning studies andmonitoring technologicalinnovations. We rigorously
analyse our data andutilise regression analysis
to track our true progressagainst 2020 goals

Future Directions
Continue to increase
operational eco-efficiency,
and develop vision post-2020
that considers science-basedtargets required to curb
greenhouse gas emissions

Mandarin Oriental is committed to reducing energy consumption and greenhousegas emissions associated with our operations. Through a focused, coordinated effort,
we’ve made significant progress over the past eight years.

Mobilising to Reach our Energy and Emissions Reduction Goals
We have established a 2020 vision with energy and emissions reduction goals basedon a 2007 baseline and interim 2016 goals to track our progress. Each hotel also has
individual short-term goals, which are reviewed and adjusted annually.
People and process are vital to our overall success. Our colleagues’ dedication andenthusiasm for our sustainability efforts makes the difference. The environmental
achievements included in this report would not be possible without their commitment.

Key Strategies as We Begin our Journey
We acknowledge that we are still in the formative stages of a multi-decade journey todecarbonise our operations. We have established three main strategies that create afoundation and have driven notable performance improvements over the past several years:
Energy Audits As part of our Safe Sound and Sustainable programme, we conduct
energy audits with guidelines based on ASHRAE’s Procedures for Commercial Energy
Audits. The audits also consider the particular requirements of each hotel and often
target specific mechanical functions, such as chilled water or hot water production.
In 2015, five energy audits were completed, which identified energy measures that if
implemented would provide estimated savings of US$640,000 per year with a returnon investment of 2.25 years.
Retro-Commissioning We apply this process when it is clear that the testing
and commissioning process conducted as part of the project handover have beenineffective or when a specific area of concern is identified during an energy audit, suchas the balancing of the air conditioning, ventilation, heating or chilled water systems. A
more comprehensive retro-commissioning process is applied when there are significant
changes to the operation due to renovations or extensions of the property.
Technology and Innovation In addition to optimising the efficiency of our systems andequipment, we continue to invest in innovative technology balanced with fundamentallysound engineering practices that do not adversely impact the guest experience. For
example, 88% of our hotel rooms are now equipped with automatic systems to reduceenergy consumption when guestrooms are unrented or unoccupied.

US$36.8 million saved
The Importance of Operational Eco-Efficiency
Investing in efficient technology and equipment, combined withintegrating sustainability practices into our business, affords
multiple benefits. Since 2007, our Group has achieved costsavings of US$36.8 million through our energy and emission
reduction projects.

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Portfolio Highlights
As each Mandarin Oriental hotel is unique, we adapt our strategies to consider each hotel’s individual performance, local
conditions, technical structure, potential renovation plans and other business drivers. In 2015, portfolio highlights included:

Going for Gold

Mandarin Oriental, Las
Vegas has received LEED®
Gold certification.

Free Cooling

An Industry First
Mandarin Oriental, Paris is the first hotel in France withthe country’s HQE green building certification for bothconstruction and operations.

Changing Behaviors
In 2015, management at One HydePark, our Group’s residences in
London, began to monitor utility
consumption of all residents’apartments and investigate
abnormal usage. Additionally,
simple behavioural change
opportunities were identified forlandlord-controlled areas.

A Better Alternative

Our Group continued to replace diesel-operated
boilers with natural gas-fired boilers, which can
reduce emissions by nearly 80%. Since 2011,
diesel fuel usage has decreased from 10% of
total energy consumption to just 2% in 20156.
Mandarin Oriental, Geneva is scheduled toconvert their diesel fired boilers in 2016, leaving
the Group with only two remaining hotels withdiesel fired boilers.

Mandarin Oriental, Prague
optimised their chiller
system and replaced their
cooling towers in 2015.
This included a free coolingsystem, where cooling of
the building during thewinter months is provided
without operating thechillers. Similar installations
are also provided at ourhotels in Geneva, Munich,
Boston and Washington DC.

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M a nd a r in Or ie n t a l H o t e l G r o u p
2015 S u s t a i n a b i l i t y R e p o r t

Our goal is to migrate to
LED lighting in all hotels by 2020

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Let There Be LED LightFor many years, LED lighting technologies
were simply not a viable option for our Group,
because they did not meet our quality standards
and requirements for dimming controls in guest
contact areas. Fortunately, there have been great
advancements in the technology, and we have rapidly
acted to deploy LED lighting across our hotels.
In 2015, guestrooms were equipped with
LED lighting at The Landmark Mandarin Oriental,
Hong Kong and Mandarin Oriental hotels in
Hong Kong, Guangzhou, Jakarta, Macau,
Singapore, Sanya, Tokyo, Geneva, Prague,
Boston, Miami and Atlanta.
LED lighting was also installed in restaurants,
banquet areas, corridors, guestroom floors,parking garages and back of house areas at
properties in Hong Kong, Guangzhou, Shanghai,
Singapore, Barcelona, Geneva, London, Prague,
Miami and Washington DC.
It is our goal to migrate to LED lighting in all
hotels by 2020.

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M a nd a r in Or ie n t a l H o t e l G r o u p
2015 S u s t a i n a b i l i t y R e p o r t

The Power of Optimisation

OUR PERFORMANCE

Energy Consumption
Energy intensity is a normalised measure ofenergy consumption per square metre of property.
This measure allows us to evaluate our energy
consumption over time, since the footprint ofour company continues to change. Our energy
intensity has steadily decreased since 2007.
In 2015, annual energy intensity for the Groupdecreased further by 1.1% to 1,613 MJ/m2/year.
Absolute energy consumption for the Group
totalled 1,449 TJ in 2015, an increase of 8.8%
over 2014, associated with a 10% increase in air
conditioned floor area. By implementing energy
efficiency measures, the Group avoided 195 TJ ofenergy consumption in 20157. The total avoided
consumption 2007 to 2015 was 857 TJ.

Chiller optimisation continues to offer significant improvements
and has a positive impact on the guest experience. In 2015,
further improvements were completed to the chiller systems
at Mandarin Oriental, Macau and Mandarin Oriental, Prague,
where the “free cooling” project enabled domestic hot water tobe pre-heated through heat recovery on the chillers. In 2016,
chiller optimisation projects are planned for Mandarin Oriental,
Washington DC and Boston.

Industry Collaboration on
Climate Change and Carbon
In 2015, we served on a task force for the World Travel andTourism Council (WTTC) to prepare a report that assessed
the preparedness of our industry to address climate change
in advance of the UN Climate Conference in Paris. In thereport entitled Travel and Tourism 2015: Connecting Global
Climate Action, the following five priority areas were identified:(1) Integrating Climate Change into Business Strategy, (2)Supporting the Global Transition to a Low Carbon Economy,(3) Strengthening Local Resilience, (4) Promoting the Value of
Responsible Travel and (5) Engaging Across the Value Chain.

Our energy intensity has
steadily decreased since 2007
E NE R GY INT E NSIT Y

ABS OLUTE ENERGY CONSUM PTION(MJ/m2/year)

2007– 2015 (TJ/year)
ABSOLUTE ENERGY CONSUMPTIONREDUCED ENERGY CONSUMPTION
2000

2000

1,957

124

1,908
1,772

1,732

1,741

1,741

195
117

0

19

1,058

1,032

70
1,055

91
1,129

111

117

1,165

1,190

137

1,355

1,632

1,613

1,449

1,332

1,199
1000

500

500

0

137

1500

1500

1000

1,700

2007

2008

2009

2010

2011

2012

2013

2014

2015

0

2007

2008

2009

2010

2011

2012

2013

2014

2015

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Mand a ri n Ori e n ta l Ho te l Gro u p
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Mandarin Oriental also participates in the Hotel Carbon
Measurement Initiative (HCMI), led by the WTTC and theInternational Tourism Partnership. The HCMI is a standard
methodology for the hotel industry to calculate carbon
emissions. The HCMI’s common approach to carbon
measurement provides greater clarity to guests and event
planners that aim to better understand the environmental
impact of a guest stay.
Additionally, we participate in the Cornell Hotel Sustainability
Benchmark, an endeavour to deepen the understandingof the relative and collective greenhouse gas footprints
of hotels worldwide.

Addressing Fugitive Emissions
Fugitive emissions are emissions that are unintentionally released
into the atmosphere. Fugitive emissions typically occur from leaks
in refrigeration systems or whilst handling refrigerants. In 2012,
we began to manage these emissions in a more systematicway by incorporating these emissions in the Safe, Sound &Sustainable programme. Through these collective efforts, fugitive
emissions are down 62% since the start of the programme andrepresented only 2.3% of total emissions in 2015.

OUR PERFORMANCE

Greenhouse Gas Emissions
Emissions intensity is a normalised measure ofgreenhouse gas emissions per square metre ofproperty. In 2015, the Group’s emissions intensity
decreased by 1.3% over the prior year to 193
kg CO2 per square metre. Since 2007, we have
reduced our emission intensity by a total of 18.8%
In 2015, absolute emissions generated by theGroup amounted to 173,310 metric tons of CO2
equivalent (including reductions from RECs)8.
78% of our emissions were from electricity
consumption. From 2007 to 2015, our total
avoided emissions are estimated at 119,526
metric tons of CO2 equivalent9. This is equivalent
to taking 23,436 cars off the road10.

Our total avoided emissions from 2007–2015
is equivalent to taking 23,436 cars off the road
GR E E NHO USE GAS E MISSIO N INT E NSIT Y

ABS OLUTE GREENHOUSE GAS EM ISSIONS(kg CO2-Eq/m2/year)

2007– 2015 (1000 × t CO2-Eq/year)
ABSOLUTE GREENHOUSE GAS EMISSIONSREDUCED GREENHOUSE GAS EMISSIONS
250

250

238

231
221

200

30
22

150

0

2

128

125

7

9

132

139

12
144

18

19

138

137

200

50

50

0
2008

2009

2010

2011

2012

2013

2014

202

30
194

195

193

2013

2014

2015

150

100

2007

215

173

160

100

0

213

2015

2007

2008

2009

2010

2011

2012

48
M a nd a r in Or ie n t a l H o t e l G r o u p
2015 S u s t a i n a b i l i t y R e p o r tConserving Water
Goals and Commitments
To reduce water intensity
per guest night by 20% from2007 levels by 2020
Our 2016 interim goal is to
reduce water intensity by 15%

Practices
We execute on a series ofwater conservation strategies,
including investing in water
efficient technologies,
stimulating process
improvements and re-using
and recycling water

Future Directions
Leverage the findings fromour water risk assessment
to drive development of new
strategies and projects
with a focus on hotels in water
stressed locations

The availability of clean, accessible water is essential to the services we provide andcritical to the health and economic vitality of the communities where we operate.

Understanding our Water Risks
Water is a finite natural resource whose value is not always reflected in its relatively
low cost. When droughts and other water challenges arise, we experience notable
increases in costs. In recent years, the United States region has been most affected
on a cost basis, with rates estimated to have increased by 40% from 2010–201511.
However, cost is merely a small part of the equation when considering the potential
implications that water risks could pose to our business and the communities where
we operate.
In 2015, we conducted a Group-wide water risk assessment, using the World
Resources Institute’s Aqueduct tool12. Based on the location of our properties, weconsidered our exposure on a site-by-site basis to a series of risks, which included
baseline water stress, flood occurrence and drought severity. The assessment
reviewed the current condition as well as a projection for 2020. The water risk
assessment identified 13 properties in our existing portfolio and 7 development
projects that are located in high water stressed areas. In 2016, the key findings of thewater risk assessment will be used to identify and prioritise target water conservation
actions and programmes.

Implementing Conservation Best Practices
We have a set a goal to achieve a 20% reduction in our water consumption per guest
night from 2007 levels by 2020. As we work toward this goal, we are focused on
implementing best practices to conserve water:
Motion Sensors and Low Flow Fixtures We continue to install motion sensor
and low flow fixtures in our properties’ common areas, back of house areas andguestrooms. In 2015, Mandarin Oriental hotels in Hong Kong, Sanya, Singapore andWashington DC further integrated these features.

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Process Improvements From ourbuildings’ heating and cooling systems
to our kitchen, laundry and gardening
operations, the stimulation of process
improvements that conserve water
has helped to support the Group’s
progress toward our 2020 goal.
Behavioural Change Initiatives
Due to behavioural change initiatives,
we have been able to support aculture of conservation. For example,
at Mandarin Oriental, Hong Kong,
overnight cleaning water consumption
is monitored daily and water saving
opportunities are reviewed with the
kitchen team on a monthly basis.

– Mandarin Oriental, Jakarta
increased water efficiency byconnecting its dry cleaning machinecondenser cooling to the chilledwater system.

This is best implemented at thedesign stage or in conjunction
with major system or property
renovations. The following are someexamples where this is applied:– Mandarin Oriental, Macau andMandarin Oriental, Atlanta installed
automatic water blowdown controls on
the cooling towers in order to minimise
make up-water consumption.

– Mandarin Oriental, Sanya uses
recycled treated grey water for
irrigation throughout the resort’s
extensive gardens.

– One Hyde Park, The Residences
at Mandarin Oriental, London
also installed valves that have greatly
decreased the amount of waterassociated with irrigation.

Deploying Water
Efficient Technologies andProcess Improvements

Identifying Opportunities
for Water Reuse
and Recycling

To support our 2020 goals, each of
our hotels and residences are actively
identifying and implementing water
efficiency technologies and process
improvements to conserve water.
In 2015, highlights across ourproperties included:

Central to our water conservation
are plans to increase the amountof water that we are able torecycle and reuse as well as using
alternative methods to provide
cooling to the chiller system whilst
maintaining high system efficiency.

– Mandarin Oriental, Milan is using
groundwater for the chiller systemrather than evaporative cooling towers.
– Mandarin Oriental, Tokyo uses
recycled water for toilet flushing in partof the building.
– Mandarin Oriental, Hong Kong
and The Excelsior, Hong Kong
recycle water from the cooling towers
for toilet flushing.
– Mandarin Oriental, Bodrum isusing seawater for the chilled water
system rather than evaporative
cooling towers.

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M a nd a r in Or ie n t a l H o t e l G r o u p
2015 S u s t a i n a b i l i t y R e p o r t

OUR PERFORMANCE

Water Consumption
In 2015, the Group’s absolute water consumption including irrigation, cooling towers, swimming pools andguestrooms, was 3,233,580 cubic metres13. While 2015 water intensity increased over the prior year, wehave reduced our water intensity by a total of 16.0% since 2007.
Municipal water supplies provide water for all hotels with the exception of Mandarin Oriental,
Bangkok, which relies partially on surface water, and Mandarin Oriental, Bodrum, which predominantly
uses groundwater purified by reverse osmosis. Municipal supply accounts for 94.8% and surface andgroundwater represents 5.2% of our total water supply.

Water intensity was
reduced by a total of
16% since 2007

WAT E R INT E NSIT Y

ABS OLUTE WATER CONSUM PTION

2007–2015 (litres/guest night)

2007– 2015 (1,000 m3/year)
ABSOLUTE WATER CONSUMPTIONREDUCED WATER CONSUMPTION
1200

3500

177
3000

334
227

2500

2,419
2000

164
2,166

134
2,899

5
3,053

93
3,116

234

1,137

3,234

3,000

1,097

1,101

1000

1,015

1,059

1,065
983

955
902

2,575

2,414

800

600
1500
400
1000

200

500

0

0
2007

2008

2009

2010

2011

2012

2013

2014

2015

2007

2008

2009

2010

2011

2012

2013

2014

2015

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Mand a ri n Ori e n ta l Ho te l Gro u p
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Challenges and Opportunities
To measure progress against our 2020 reduction goals, we
utilise the number of guest nights as our intensity metric.
However, variations in the number of guest nights can either
accelerate or decelerate our progress. In 2015, our progressagainst our 2020 goals decelerated due in part to a reduction
in guest nights.
We continue to focus our efforts of reducing water
consumption in areas where it is not directly impacting guest
experience and the sense of luxury associated with our brand.
We recognise that our guestrooms and spas are very water

intense and that we therefore need to increase our efforts andidentify additional initiatives to further improve efficiencies inother areas. This includes application of technology as well as
training to encourage behavioural change.
As we see an increasing number of resorts in our portfolio, thisis likely to have a negative impact on our future performance.
Moving forward, we aim to improve communication processes
with developers on the importance of water efficiency,
continue to drive process improvements and capitalise onopportunities to reuse and recycle water. Additionally, ourwater risk assessment will play an important role in driving
future strategies, especially in water stressed areas.

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M a nd a r in Or ie n t a l H o t e l G r o u p
2015 S u s t a i n a b i l i t y R e p o r t

Managing Waste
Goals and Commitments
To reduce waste-to-landfill
per guest night by 20%
from 2012 levels by 2020
Our 2016 interim
goal is to reduce waste
intensity by 10%

Practices
We divert waste fromthe landfill through materials
reduction, reuse, recycling,
donation, composting
and conversion to bioenergy
and farm feed

Future Directions
Continue to develop new
partnerships and practices,and further engage colleagues
on the importance ofrecycling and diverting
waste from landfills

At Mandarin Oriental, we assume responsibility for reducing the amount of waste we
generate and strive to identify resourceful ways to minimise our environmental impact.

Managing Our Waste Streams
Our hotels’ waste streams are mapped to more than 30 waste categories, which
includes glass, aluminum, metal, wood, paper, food, used oil, soap bars, bottled
amenities, landscaping waste, batteries, used appliances and printer toners.
For each of these waste streams, each hotel has identified disposal methods
that avoid landfills based on the locally available options. These methods include
recycling, donation, composting, use for bioenergy and use for farm feed.
Over the past five years, we have engaged in significant efforts to obtain credible
data that will enable us to measure progress against our goals. In 2015, 96% of ouroperating hotels provided waste data compared with 63% when we started thisinitiative in 2012.

Reducing the Amount of Waste Generated
Several of our waste streams present opportunities to reduce the amount of wastethat we generate. Although the individual hotels are focusing their efforts in the areas
where it makes most sense for their operation, we have identified the following overalltarget areas for our Group:
Plastic bottles are used for drinking water provided to guests in rooms, spa,
fitness and wellness areas, restaurants, banqueting and limousine services.
Several of our hotels have provided alternatives, where reusable glass bottles ordrinking water units are used. Although we are at a very initial stage, we are optimisticthat this may replace a significant amount of plastic bottles in the near future.
Food waste has a significant impact on the overall weight of the waste being
disposed of. Our efforts are primarily focused on eliminating food waste in the firstplace. Most of our hotels have also identified locally available recycling options, suchas composting or animal feed.
Further expansion of these measures will enable us to reduce the amount ofgenerated waste whilst maintaining a luxury experience for our guests.

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Driving Positive Impact
Through Reuse

Addressing Food Waste

Our hotels have very strict standards
on which items can be “guestfacing”. For example, a chip on aplate will render that plate unusablefor our operations. That said, justbecause we can no longer use
specific items, these items can still
be reused and enjoyed by others
including our colleagues and thosein need. As such, donations are a
key method that enable us to divert
waste from landfills.

We are working to transform our operations so that the practice ofsending food waste to the landfill is consistently avoided. Severalof our hotels have invested in food waste bioreactor machines forcomposting. There has been a learning curve associated with using
these machines, with Mandarin Oriental, Washington DC having
the greatest success to date. In Washington DC, nearly 150,000
kilograms of food waste were composted in 2015 using its two wastebioreactors. Mandarin Oriental Hyde Park, London has installed afood macerator in its kitchen that compacts and macerates leftover
food, such as banana peels and egg shells—resulting in decreasing
waste volume.
Colleague engagement is critical and we aim to continue promoting
best practices, such as those at Mandarin Oriental, Hong Kong
where “Zero Food Waste” days are held in the staff canteen monthly
and colleagues are given chopsticks that promote the message of“Take just enough. Do not waste food.”

In 2015, highlights and best practices
across the Group included:– Mandarin Oriental, Singapore
partnered with the “Food from theHeart” organisation to donate surplus
pastries and breads monthly for
distribution to welfare homes, children,
senior citizens and other needy familieson the island.
– Mandarin Oriental, Macau donatedunusable towels to a local home for theelderly and a local charity. Colleagues
at Macau also identified the opportunity
to reuse guestroom linen as a massage
table cover in its spa.
– Mandarin Oriental, Miami donates
its used linen to local animal rescue
charities.
– Mandarin Oriental, Kuala Lumpur
expanded a pilot programme with avendor to convert slightly damaged
linen and towels into usable items forthe hotel. The programme is estimatedto have saved the hotel thousands ofdollars through avoided purchases.
– Mandarin Oriental, Atlanta enables
colleagues to reuse hotel mattresses,
linens, cooking equipment, china andsilverware in exchange for a nominal
fee, which was used to fund the hotel’s
corporate responsibility initiatives.
– Mandarin Oriental, New York
implemented a programme to reuse
all wire hangers in the hotel, diverting
approximately 75,000 hangers fromlandfills annually.

Additionally, nine hotels across our Group have partneredwith Clean the World, where used soap, shampoo andother amenities are donated for reuse to support those indeveloping nations. In 2015, Mandarin Oriental donated
7,300 kilograms of soap and bottled amenities to Clean
the World. We plan to extend our partnership with Clean
the World as their network expands to other locations
where we operate.

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M a nd a r in Or ie n t a l H o t e l G r o u p
2015 S u s t a i n a b i l i t y R e p o r tStrengthening our Organisation
Through Recycling
Recycling has provided unexpected revenues in many
locations, which has helped to fund corporate responsibility
initiatives at our hotels. For example, Mandarin Oriental,
Bangkok was able to generate thousands of dollars in 2015
from sending scrap metal from its renovation back to thecontractor for recycling.
Across the Group, we continue to identify newopportunities for recycling: from Mandarin Oriental,
Singapore’s identification of a local partner to recycle
expended lamps to Mandarin Oriental, Las Vegas’s
selection of a vendor to increase the amount ofelectronics and metals that can be recycled. In 2015,
Mandarin Oriental, Prague established a means to recycle
Nespresso capsules in guestrooms, diverting nearly 2,000
capsules from landfills each month.
Colleague engagement is critical to increasing the amountof recycled waste at each property. Led by our Corporate
Responsibility Champions, many of our hotels have enacted
awareness and education measures that also enable ourcolleagues to have fun in the process. Mandarin Oriental,
Boston engages colleagues in a “Trash-ket ball” game topromote recycling. At Mandarin Oriental, Paris, colleagues
participated in a waste sorting game in collaboration withMandarin Oriental, Macaucolleagues recycled 3,000
Chinese New Year envelopes

local waste partners, where awards were given based on
speed and accuracy. To promote the importance of recycling,
Mandarin Oriental, Macau developed an activity wherecolleagues collected and recycled 3,000 red envelopes,
presented as gifts during the Chinese New Year and normallydisposed of following the festive season.

Challenges and Opportunities
Moving forward, we aim to enhance how we account for
the high volume of heavy waste, such as “wet” waste andglass generated at our food and beverage operations. We
believe that is important to think globally but act locally inorder to adapt great concepts to practical processes. We
must also address specific local challenges. For example,
limited waste infrastructure for recycling and compostingis a challenge for some of our destinations. Waste
separation and measurement in hotels that are part ofa mixed-use development can also be a challenge. As
such, a review of the waste management process at theconstruction stage for new developments is particularly
important, especially for mixed-use developments.
To reach our 2020 goals, we must continue to build
awareness and education among our colleagues on theimportance of recycling and diverting waste from landfills.
This will continue to be a focus area for our Hotel Corporate
Responsibility Committees in 2016 and beyond.

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OUR PERFORMANCE

Waste-To-Landfill Diversion
In 2015, 96% of our hotels collectedcomprehensive waste data, up from 83% in 2014.
Waste data collection began in 2012, and we refer
to 3.59 kg waste sent to landfill/guest night as
our 2012 baseline year measurement. In 2015, theGroup assessed 3.58 kg waste sent to landfill/
guest night, a marginal decrease from 2012 but aslight increase of over 2014 figures. We attribute
this increase to the programme’s enhanced datacollection procedures and the fact that we havenow brought on line the large majority of our hotels.
Although not part of our goals, we monitor
our waste diversity performance closely, as thisprovides us with an indication of how effective
the properties are in diverting waste fromlandfill. In 2015, our waste diversion factor was
31%, up from 30% in 2014 and 17% in 2012.

WAS TE I NTENSITY AND DIVERSION RATE
(kg/guest night and percentage)
WASTE INTENSITY
DIVERSION RATEWA ST E BY DISPO SAL ME T HO D

4.0

2015
1,9133.59

3.5

3.46

3.56
30%

Dive

3.58
31%

Incin

3.0

24%

2.5

2.0

Landfilled
47%

17%
1.5

Incinerated
22%

1.0

0.5

0.0

Land

Diverted
31%

2012

2013

2014

2015

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Sourcing Responsibly
Goals and Commitments
To increase our purchasingof sustainable, ethicallysourced and local materials
across our operations

Practices
In close partnership withour colleagues, suppliersand vendors, we engage inenvironmentally preferable
purchasing and consider
broader societal issues
including fair trade practices,sustainable fisheries,
the world’s bee populationand human health

Future Directions
Develop and enhance
standards and practices
to be applied consistently
throughout the GroupWe support a complex, global supply chain that encompasses multinational vendors
and local farmers and ranchers. From our food and beverage to our cleaning andlaundry operations, we aim to accelerate our commitment to responsible sourcing.

Our Supply Chain
Mandarin Oriental Hotel Group supports a large supply chain with thousands ofsuppliers 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 daily
operations—most notably food, cleaning and spa products. Beyond our regular andongoing purchases of items required for daily operations, our Group also procuresbuilding materials, information technology, furniture, fixtures and equipment for ourhotels and residences.

Environmental and Social Screening
It is extremely important to our Group that we partner with vendors and suppliers
who actively support sustainability and act with social responsibility, because theirproducts and services are an extension of our services that we provide to guests.
As such, they should reflect our brand, values and guiding principles. Vendors andsuppliers that we work with are carefully selected to ensure they comply with local
regulations, match our values and take sustainability and social responsibility as
seriously as Mandarin Oriental Hotel Group does.

Environmentally Preferable Purchasing
Each hotel is encouraged to identify and partner with suppliers that provide
environmental preferable purchasing opportunities, such as recycled and reusable
materials, that meet our needs and support our brand. Each year, new opportunities
are identified. Our corporate offices also aim to lead by example. In 2015, we
switched to recyclable, re-usable bags for our corporate merchandising packaging.
In addition to having a higher retention value, these bags are also able to provide anenhanced aesthetic look to support our brand.

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Cleaning Supplies and Detergents
Cleaning supplies and detergents can have aconsiderable impact on both the environmentand human health through their ingredients,
manufacturing process, packaging, use anddisposal. Housekeeping colleagues at our
properties are making strides toward use of
biodegradable chemicals over more traditional
cleaners. Through strategic relationships with key
suppliers focused on sustainability, we also aim
to continue to use more sustainable products thatincorporate the best alternatives available acrosseach of our properties.
To reduce impacts associated with our laundry
operations, several properties utilise Ecolab
Aquanomic products that are less chemicallyintensive and require 40% less energy andwater use when compared to traditional laundry
operations. The energy and water efficiencies aredue in part to a streamlined wash process andsubsequent lower water temperatures.
In the Americas region, we have begun topartner with hospitality procurement service
company Avendra to leverage their buying powerwith key suppliers of cleaners and consumables.
With a wide range of available suppliers andproducts, Avendra has been working with ourGroup over several years to identify renewable,
recyclable and eco-friendly products. To be partof the Avendra network, suppliers must undergoa rigorous approval process. As such, we havebegun exploratory conversations with Avendra
to help inform the development of Group-wide
sustainable procurement procedures.

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The vegetable garden
at Mandarin Oriental,
Marrakech

Engaging with Our Suppliers
Our experience has been that our suppliers and vendors
are enthusiastic partners with our Group, share common
commitments to the highest levels of service and luxury,
and listen to our feedback—particularly as it relates to oursustainability goals and aspirations.
Beyond daily procurement processes, we also demonstrate
our values and engage with our suppliers through community
initiatives. We include suppliers and vendors in relevant
community initiatives and are able to drive greater positive
impacts as a result of their support. For example, in 2015,
local suppliers and vendors were invited to join Mandarin
Oriental, Singapore in donating food and basic necessities tochildren from low-income families. Alongside our colleagues,
suppliers and vendors volunteered their time as well help in
packing “goodie bags” for the children in need.

Our Food and Beverage Operations
Our Group maintains very complex food and beverage operations
with the highest commitment to service and quality. Eleven of
our restaurants have been honoured with a total of 16 Michelin
stars—more than any other hotel group in the world. Our
restaurants feature world-renowned chefs who are given freedom
to develop menus and space to express their culinary creativity.
A common thread, however, is a determination to “be thebest” in the markets we serve, and we believe that sustainably
and ethically sourced food is not only a moral responsibility.
Sustainably and ethically sourced food also simply tastes better.

Hallmarks of our management approach are as follows:
Partnerships with Local Farmers and Ranchers Our chefs
and sommeliers maintain close relationships with our local
suppliers that produce food for our guests. We know that amutual interdependence exists, as we are a large customer
to local farmers and ranchers. We also write our menus
accordingly to align with the amount of protein and producethat these vendors are able to produce.
Sustainable Seafood We are sensitive to the impacts
caused by overfishing and environmentally destructive fishingmethods. For example, Mandarin Oriental, Geneva increased
its commitment to sustainable, local fish in 2015: adding to its
menu local perch from the nearby lake that is only available
seasonally due to practices implemented to avoid overfishing.
Shark’s Fin Ban Since 2012, shark’s fin has been banned
from all Group restaurants and banqueting menus worldwide.
Despite the prominence of this dish for ceremonial dining in
Asia, business impact from the ban has been minimal. We
attribute the minimal economic consequences to the supportof our guests who believe in the need to preserve ocean
biodiversity.
Fair Trade Coffee, Cocoa and Tea In 2015, we committed toswitch at least one product per year over a four-year period toensure that coffee, cocoa and tea is purchased only from fairtrade certified producers.

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Ringing in a Difference
Mandarin Oriental, Singapore collaborates with its Food and Beverage suppliers to bring awarenessand make contributions to its Ring Tabs Collection programme. Through this programme, used or
discarded can tabs are recycled to create prosthetic limbs for the disabled. With the support of our
suppliers, in addition to our colleagues and their friends and family, Mandarin Oriental, Singapore wasable to collect approximately 288,000 ring tabs in 2015. Weighing 72 kilograms, the ring tab donations
contributed to the production of 95 prosthetic legs. Mandarin Oriental, Bangkok is also engaged in asimilar programme, collecting 24 kilograms of ring tabs in 2015 to be recycled for prosthetic limbs.

Protecting the World’s Bees Bees are critical to food andvegetable production, in addition to protecting biodiversity. In
2015, we have begun to develop a beekeeping programmewith the objective to have each of our hotels invest in abeekeeper and serve the honey to guests—further integrating
sustainability into the guest experience.
In 2015, a Group-wide Food and Beverage conference washeld in Bangkok with more than 60 participants, including
our leadership team. Sustainability topics were embeddedin the agenda to facilitate discussion around sustainability
topics and identify priority actions within food and beverage
procurement. We invited the Chief Executive Officer of The
Mekong Club to educate participants on human trafficking,modern day slavery and fair trade.

Challenges and Opportunities
With the recent commitments to Group-wide beekeeping,fair-trade sourcing and sustainability assessment procedures,
we have begun to develop the blueprints for a bolder vision
for supply chain responsibility. The principles of supply chain
responsibility are innately complex, with specific challenges
among product types, such as traceability and impacts on
ecosystem services, and within individual product categories.
The harmonisation of practices within the decentralised
management structure of our operations also presents
challenges. We believe that we are in the initial stagesof a multi-decade journey to source as responsibly andsustainably as possible.

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Respecting Biodiversity
Goals and Commitments
To promote biodiversity
protection and prevent any
potential adverse impacts toprotected areas within oursphere of influence

Practices
We have engaged in aformal process to assess
biodiversity risk andsponsor local initiatives
to support biodiversity

Future Directions
Deepen how we factor
biodiversity into thedesign, construction andoperation of our properties
and partner with guests
and suppliers toprotect biodiversity

Biodiversity provides society with vital goods and services to sustain life and encourage
growth. The cohabitation of ecosystem services provides countless benefits to ourbusiness and the travel and tourism industry.

Increasing Our Focus
Biodiversity enables the continuous flow of ecosystem services, such as foodproduction, clean water and climate regulation, which are critical to local economies
but not fully valued using traditional financial methods. Whilst our Group’s properties
are predominantly located in urban areas, the products of biodiversity are experienced
throughout our hotels: from our restaurants to our spas and public areas.
To better understand potential negative natural and cultural impacts from a loss
in biodiversity, we have conducted a Group-wide biodiversity risk assessment forour current properties in addition to those that are planned or in development. The
assessment considered the International Union for Conservation of 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, in addition to Natura 2000 sites. Endangered species
habitats were not included in this assessment due to the location of our properties.
The biodiversity risk assessment confirmed that no properties are located ininternationally-determined protected areas; however, nine of our properties arelocated near areas with biodiversity risk. Three of our properties—Mandarin Oriental,
Prague, Las Vegas and Washington DC—are located near IUCN protected areas.
Additionally, Mandarin Oriental, Milan is located near Valle del Ticino, an ecologicallyimportant ecosystem where two key rivers meet, that is recognised as a biosphere61
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Guests at
Mandarin Oriental, Sanyalearning about
coral conservation

reserve within UNESCO’s Man andBiosphere Programme. Based on thefindings, these four properties will be
subject to future evaluation, and weplan to engage with these properties’
Corporate Responsibility Committees
to determine future actions andopportunities.

Current Practices
During the planning stage for new
projects, the Group’s Technical
Services Department is responsiblefor identifying whether planned
projects are located in sensitive areasand conducting detailed assessments
as required. Any potential risks andconsiderations are reviewed to inform
execution during the construction
stage. Once our hotels are open
and operational, we utilise our Safe,
Sound and Sustainable Programme
to audit environmental practices.
Additionally, our hotels identify
local opportunities to support theprotection of biodiversity. Examples
include the following:
Taking Pride in the River Mandarin
Oriental, Tokyo partners with thelocal community to help keep the
Nihonbashi River clean. This river
runs behind the hotel, and many

tourists enjoy boat trips on the river.
Colleagues take pride in doing theirpart to keep the river clean andhealthy, particularly when fish can beseen in small shoals, indicating thehealth of the river system.
Engaging Guests, Protecting
the Turtles Mandarin Oriental,
Sanya guests learn about coralconservation through its Kid’s
Resort Passport programme.
Additionally, colleagues at thehotel participated in a 2015 beachcleaning at Dadong Bay and helped
to coordinate the release of turtles
with Sea Turtle 911, a non-profit
organisation focused on protecting
turtles in the South China Sea.
Getting Our Hands Dirty As part ofthe island’s Green Week, colleagues
at Mandarin Oriental, Macau rolled up
their sleeves to prune trees, aerate
the soil, and take on other handson activities, such as fertilising andweeding, to protect local ecosystems.
It is estimated that 73 trees were
protected by this colleague event.
The Art of Biodiversity Protection
Mandarin Oriental, Singapore has
adopted the marina reservoir acrossfrom the hotel. Additionally, the hotel

engages with the local community
on biodiversity protection. In
2015, the hotel participated in
the government’s Friend of Water
initiative—hosting a competition
where 50 local art students’creations were displayed in the hotel
and the top three winners wereawarded hotel stays and dining
experiences.
A Family Affair Colleagues at
Mandarin Oriental, Boston brought
their families along to join them in theInternational Coastal Clean Up eventat a nearby beach.

Our Path Forward
Building upon the findings of ourbiodiversity risk assessment, we
aim to enhance our considerationof potential impacts through allstages of its lifecycle: from planningto construction and operation.
Additionally, we aim to consider
supply chain impacts as products
derived from biodiversity resources
are consumed across all components
of property construction, operations
and management. We also have theopportunity to promote sustainable
recreational activities and excursions
that support conservation and help
to build awareness among guests.

63Championing
Community

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Championing Community
Goals and Commitments
To positively impact our
local communities andcelebrate our cultural heritage

Practices
We allocate our time,
talents and resources toprojects that enhance thewell-being of the communities
in which we operate throughprojects that aid andempower those in need

Future Directions
Further inspire colleague
imagination to drive positivechange and monitor our
progress through the useof impact metrics

As a leader in luxury hospitality steeped in the values of the Orient, Mandarin Oriental
Hotel Group understands the importance of culture and community to our brand.

Championing Community
From promoting local culture to organising charitable events, the dedication andenthusiasm of our colleagues creates value and unites us toward a higher purpose.
We encourage colleagues to commit time towards enhancing the wellbeing of thecommunities in which we operate through projects that aid and empower thosein need. Mandarin Oriental supports many worthy causes, with a special focus on
cultural heritage preservation, hunger eradication and local skills building.

Cultural Heritage
At Mandarin Oriental, we take pride in our Asian heritage and recognise the importanceof artistic and cultural preservation to ensure continued enjoyment for future
generations. A classic, elegant and meaningful symbol of oriental culture, the 11-bladed
fan logo is an iconic emblem of the Group’s identity. In addition to the trademark logo,
every Mandarin Oriental hotel is distinguished by its own unique fan which reflects each
property’s local charm.
Mandarin Oriental, Marrakech commissioned Moroccan fashion designer Zineb Joundy
and French fan maker Maison Duvelleroy to create the hotel’s signature fan. Featured in
the hotel’s lobby, the fan is directly inspired by the soothing grey and white tones of theresort, complemented with saffron-coloured highlights. The ‘palmettes’ of the fan are
strikingly large, measuring 60 centimetres, and the alternating grey and white silk has
been intricately crafted in a traditional Berber design.
The fan’s stained wooden frame is painted black and decorated with straw marquetry
and saffron tones created exclusively for Mandarin Oriental, Marrakech. A black
ribbon and hand-painted taupe palm leaf are tied together around the base,while a second ribbon surrounds the oversized bespoke tassel. The piece
took more than 100 hours to produce and bears the stamped rivet of adaisy, the signature emblem of Maison Duvelleroy.
Designed in China in the 20th century, the signature fanof Mandarin Oriental, Milan is a unique and rare piece.
Fashioned entirely from brisé wood, the fan has a simplicity
that highlights the elegance of the hotel’s surroundings
and reflects the unusual colours and textures of thismost natural and inspiring of materials.

The art fan of
Mandarin Oriental, Milan

The art fan design ofMandarin Oriental, Marrakech

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“My artistic path isexpanded by this lifechanging opportunity.”			—Jin Hi Kim

Mandarin Oriental Fellowship with
the Asian Cultural Council
Founded in 1963, the non-profit Asian Cultural Council (ACC) supports transformative cultural exchange by awarding grants
to Asian and American artists, scholars and organisations for creative work and study in the United States and Asia. Mandarin
Oriental Hotel Group has partnered with the ACC since 2005, when it established a dedicated fellowship for the preservationof indigenous arts, cultures and traditions of Asia.
In 2015, the Mandarin Oriental Fellowship was awarded to Korean-American contemporary composer and musician Jin Hi
Kim. A pioneer and master of the komungo, a Korean fretted board zither originating in the 4th century, Kim was born in
Korea and has spent thirty years of her professional career to help expand the American contemporary music scene. In her
work, Kim strives to balance her cerebral and intellectual way to creating music with the spiritually-based approach she left
behind when she moved to the United States.
As part of the Mandarin Oriental Foundation Fellowship, Kim spent four months of research and creative exploration inIndonesia. She delved into the country’s vast musical traditions and investigated their relationship to Indonesian religious
practices by traveling extensively to Indonesia’s rich artistic centres while collaborating with former ACC grantees. Inspired
and reinvigorated by performing artists she met during her fellowship, Kim is preparing to incorporate her new ideas into avariety of commissions and new projects in 2016.
“I am reshaping my artistic journey in the West with new perspective, which is now much more balanced between Asia andthe West”, Kim says. “My artistic path is expanded by this life-changing opportunity.”

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Empowering
FutureGenerations
Mandarin Oriental Pudong,Shanghai andShanghai Young Bakers
Mandarin Oriental
encourages colleagues
to continue the Group’s
tradition of championing
community, specifically insupport of young people inneed. Here are examples
of how our colleagues
have dedicated their timeand imparted key skills
to empower the future
generation.

Launched in February 2009 by a team of 12
French volunteers, Shanghai Young Bakers
is a charitable programme that provides free
training in French and Chinese baking skills tomarginalised youth in the local community. In
2015, Mandarin Oriental Pudong, Shanghai
offered one-month pastry internships tostudents, ranging from ages 17 to 23. Eachmonth, the hotel’s pastry team hosted one
student and taught them various cooking
techniques, as well as providing a glimpse
into the operations behind delivering afine-dining experience. With the support of
the Shanghai Charity Foundation and theFrench Consulate, Shanghai Young Bakers is
operated by the Chinese non-governmentalorganisation, Chi Heng Foundation, andstrives to help youth secure qualified jobs andlead independent lives after graduation.

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Mandarin Oriental, Miami
Championing Youth throughMusic and Career Awareness
The American Children’s Orchestra for
Peace (ACOP) provides music instruction tounderprivileged children in public schools,
parks and community centres in MiamiDade County. To support the organisation’s
important work to break the cycle of poverty,
Mandarin Oriental, Miami held their third
annual Hotel Charity Softball Tournament.
With the help of “The Fantastic Match”
programme, which matches funds raisedby colleagues through the hotel’s charitable
activities up to US$10,000 per year, thehotel raised US$11,000 to purchase newmusical instruments for children in the
ACOP programme.
Mandarin Oriental, Miami is a long-standing
participant of the Kids And The Power Of
Work (KAPOW). Part of the National Child
Labour committee, KAPOW is a network ofbusiness and elementary school partnerships
which introduces students to careerawareness through professionally developed
lessons taught by business volunteers in theclassroom. In 2015, Mandarin Oriental, Miami
worked closely with students from Southside
Elementary School and shared insight on theoperations of a Five-Star hotel. The KAPOW
year ended with an invitation to visit Mandarin
Oriental, Miami for a front and back of house
hotel tour and lunch with colleagues.

Mandarin Oriental, Singapore Participatesin the Work Experience Programme
Mandarin Oriental, Singapore has made significant strides
in making a positive change in the lives of young people
in its community. In 2015, 22 colleagues teamed with
the Work Experience Programme (WEP), which offers
students the opportunity to experience working life in boththe public and private sectors, interact with professionals
and explore possible career paths. From table service toengineering, nearly 200 students aged 14- to 18-years-old
were trained by hotel staff as part of a 12-week hospitality
course. Participants were awarded with a certificate
at the completion of the programme and top students
were invited to dine at the hotel in celebration of theiroutstanding performance.

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M a nd a r in Or ie n t a l H o t e l G r o u p
2015 S u s t a i n a b i l i t y R e p o r tCommunity
Programmes

Mandarin Oriental, Taipei Celebrates
Seniors in the Local Community
Part of Taipei City Government’s Department of Social
Welfare, the Haoren Senior Citizens’ Home is one of the
few public organisations in Taipei that provide nursing
care services for the homeless senior population.
Mandarin Oriental, Taipei colleagues paid a visit to
the facility and spent quality time with its residents incelebration of Mid-Autumn Festival, an important family
reunion holiday in Chinese culture. The hotel colleagues
also organised fun-filled birthday celebrations for seniors,complete with a wide selection of exciting games andculinary delights courtesy of the hotel’s Cantoneserestaurant, Ya Ge, which included handmade signature
mooncakes and a special birthday cake.

Mandarin Oriental, New York Volunteers
and Raises Funds for City Harvest
For the second straight year, Mandarin Oriental, New York
selected City Harvest as its “Fantastic Match” charity-ofchoice. As the world’s first food rescue organisation, City
Harvest works to end hunger across the city by helping to feednearly 2 million New Yorkers. Hotel colleagues contributed a
total of 230 volunteer hours at City Harvest’s Mobile Markets
throughout the year, raised more than US$6,000 during two
internal “Iron Spoon” cook-offs, donated their Thanksgiving
turkeys and participated in the organisation’s annual “BidAgainst Hunger” charity fundraiser event. In total, Mandarin
Oriental, New York helped raise more than US$25,000 for
City Harvest with Mandarin Oriental’s matching grant.

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Mandarin Oriental, Bangkok Colleagues “Clean Up the World”
On 18 September 2015, Mandarin Oriental, Bangkok joined forces with the Bangkok Metropolitan Administration to participate in
Clean Up the World, a global campaign led by the United Nations Environment Programme (UNEP). The programme aims to inspireand empower communities worldwide to clean, fix and conserve the environment. Over 70 colleagues and 25 district members
came together to clean Wat Muang Kae, a Buddhist temple situated within walking distance of Mandarin Oriental, Bangkok.
This community effort was part of the hotel’s Human Resources initiative called Happy Workplace, which is based on eight key
elements—soul, heart, body, mind, family, wealth, relaxation and community—and aims to promote a healthy work-life balance andoverall well-being for colleagues.

Mandarin Oriental, Paris Helps Feed the HomelessOn 27 November 2015, a group of 20 Mandarin Oriental, Pariscolleagues came together to support La Soupe Saint Eustache, a localorganisation that collects food and provides meal service to the poor
during the winter season in Paris. Hotel colleagues were stationed
outside a local supermarket and collected donated food items from
customers on behalf of La Soupe Saint Eustache. The colleagues’
efforts contributed to the nearly 10 tons of food donated to theorganisation in 2015.

Community Programmes
Here are some examples of charitable activities undertaken
by our hotels to support their local communities.

Mandarin Oriental,
Atlanta
In support of Breast Cancer AwarenessMonth, Mandarin Oriental, Atlanta
introduced a variety of creative
promotions to benefit the American
Cancer Society. The Spa offered theBody, Mind & Pink experience, in which
15% of each treatment booked was
donated. The Café & Bar offered amenu of pink beverages and donated
US$1 of every “pink” beverage sold.
Colleagues also participated in the
Making Strides Against Breast Cancer
Walk on 24 October 2015.

Mandarin Oriental,
Washington DC

Mandarin Oriental,
Miami
The Hospitality Institute is a programmeof the Miami International Hospitality
Center at Miami Dade College,
which connects residents in needwith job opportunities in the local
hospitality and tourism industry. Hotelcolleagues volunteered their time in2015 by providing individuals withjob readiness and customer service
training. Since its inception in 2007,
The Hospitality Institute has provided
training and job placement assistanceto thousands of participants in need.

For the fifth consecutive year,
Mandarin Oriental, Washington DC
took to the streets for its FANtastic
March, a 5K fundraiser event on
12 September 2015. With the Group’s
matching grant, colleagues donated
US$50,000 to Jan’s Tutoring House,
which provides educational andenrichment activities for inner city
youth in the District of Columbia.

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2 015 Su s ta i n a b i l i ty R e p o rtHotel Ritz,
MadridFundación Menudos Corazones (Little
Hearts Foundation) is a Spanish nonprofit organisation whose mission is toimprove the quality of life of children
with congenital heart defects andprovide support for their families. On
26 May 2015, Hotel Ritz, Madrid helda charity event in the hotel’s terrace
and garden to help raise awarenessfor this important cause among
members of the local community.
Heart-inspired jewelry was sold during
the event, with proceeds benefiting
the Little Hearts Foundation.

Mandarin Oriental,
Tokyo
The Tōhoku Disaster Relief Fund
provides assistance to local
communities still affected by thedevastating 9.0 magnitude earthquakethat struck the Tōhoku region in 2011.
Colleagues from Mandarin Oriental,
Tokyo participated in the organisation’sannual Fun Run to benefit disaster
relief. A group of 10 hotel staff raised
money and raced around Tokyo’s
Imperial Palace grounds in support ofthis important local cause.

Mandarin Oriental,
Kuala Lumpur
Mandarin Oriental, Kuala Lumpur
works closely with Reach Out
Malaysia, a non-profit organisation
which feeds the homeless, ruraland urban poor in the city. Eachnight after the hotel’s Mosaic
restaurant closes, the culinary teampacks leftover food into reusable
containers for collection by Reach
Out volunteers. Since 2010, Reach
Out Malaysia has distributed over
2,500 packets of food, clothes
and toiletries on a weekly basis.

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Future Directions
In 2015, we have endeavoured to increase the relevancy of our reporting and better inform our stakeholders
on sustainability issues in the future. As the Group’s first report to be published using the G4 standards fromthe Global Reporting Initiative, we are as focused as ever to work towards continuous improvement of ourenvironmental performance sustainability with the utmost transparency.
Looking ahead, we will provide our hotels with the necessary resources and leadership to achieve our 2020
environmental goals as well as group-wide commitments and practices to deliver excellence, advancesustainability and champion the communities in which we operate. The aim is to recognise and openly address
future sustainability challenges and ambitions as well as understand that each Mandarin Oriental property is
unique, and our strategies must be adapted to each hotel’s individual performance and local conditions.
As ever, stakeholder feedback supports our on-going efforts to improve our performance and to provide moretransparent communication. If you would like to share your views on our sustainability progress and on this report,
please contact our corporate responsibility team at sustainability@mohg.com.

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Total Workforce
TOTAL WORKFORCE

MALE

%

FEMALE%TOTAL

By Region

7,010

55%

5,843

45%

12,853

%

Asia

4,045

54%

3,396

46%

7,441

58%

Europe

1,522

59%

1,070

41%

2,592

20%

The Americas

1,327

53%

1,186

47%

2,513

20%
2%

Corporate

116

38%

191

62%

307

By Employment Contract

7,010

55%

5,843

45%

12,853Full-time

6,648

55%

5,352

45%

12,00093%Part-time

205

44%

256

56%

461

4%
3%

Casual

157

40%

235

60%

392

By Colleague Category

7,010

55%

5,843

45%

12,853

Line Staff

4,579

55%

3,780

45%

8,359

65%

Management

1,785

56%

1,406

44%

3,191

25%

Executive

194

61%

126

39%

320

2%
8%

Other (Casual/Trainee)

452

46%

531

54%

983

By Age Group

7,010

55%

5,843

45%

12,853

Under 30

2,452

51%

2,366

49%

4,818

37%

30 to 50

3,548

57%

2,689

43%

6,237

49%

Over 50

1,010

56%

788

44%

1,798

14%

12,853

By Nationality

7,010

55%

5,843

45%

Asia

4,197

53%

3,658

47%

7,855

61%

Europe

1,404

57%

1,038

43%

2,442

19%

North America

698

49%

735

51%

1,433

11%

South America

243

61%

158

39%

401

3%

Africa

329

70%

142

30%

471

4%

Oceania

15

58%

11

42%

26

1%

Other

124

55%

101

45%

225

2%

EXECUTIVE TEAM & BOARD OF DIRECTORS1

MALE

%

FEMALE

%

TOTAL

%

Under 30

-

-

-

-

-

-

30 to 50

2

-

1

33%

3

21.4%

Over 50

9

82%

2

18%

11

78.6%

By Age Group

By Nationality
Europe

8

80%

2

20%

10

71.4%

North America

2

67%

1

33%

3

21.4%

Oceania

1

100%

0

0%

1

7.1%

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M a nd a r in Or ie n t a l H o t e l G r o u p
2015 S u s t a i n a b i l i t y R e p o r t

Turnover
NEW COLLEAGUES

MALE

%

FEMALE%TOTAL% OF TOTAL

Hires by Age Group

3,200

54%

2,695

46%

5,895

45.9%

Under 30

1,913

51%

1,810

49%

3,723

63.2%

30 to 50

1,116

59%

791

41%

1,907

32.3%

Over 50

171

65%

94

35%

265

4.5%

Hires by Region

3,200

54%

2,695

46%

5,895

45.9%

Asia

1,656

52%

1,537

48%

3,193

54.2%

Europe

1,239

62%

768

38%

2,007

34.0%

The Americas

284

45%

341

55%

625

10.6%

Corporate

21

30%

49

70%

70

1.2%

TOTAL TURNOVER

MALE

%

FEMALE%TOTAL% OF TOTAL

Separations by Age Group

2,762

55%

2,258

45%

5,020

Under 30

1,466

53%

1,314

47%

2,780

55.4%

30 to 50

1,100

57%

814

43%

1,914

38.1%
6.5%

Over 50

196

60%

130

40%

326

Separations by Region

2,762

53%

2,258

45%

5,020

Asia

1,447

54%

1,248

46%

2,695

53.7%

Europe

974

62%

604

38%

1,578

31.4%

The Americas

329

48%

356

52%

685

13.6%

Corporate

12

19%

50

81%

62

1.2%

Turnover Rate by Age Group

39.4%

38.6%

39.1%

Under 30

59.8%

55.5%

57.7%

30 to 50

31.0%

30.3%

30.7%

Over 50

19.4%

16.5%

18.1%

Asia

35.8%

36.7%

36.2%

Europe

64.0%

56.4%

60.9%

The Americas

24.8%

30.0%

27.3%

Corporate

10.3%

26.2%

20.2%

Turnover Rate by Region

Health & Safety Incidents: Audit Results
PERFORMANCE INDICATORUNITREGION2013

2014 1

2015

ALL

88.3

90.1

90.8

3.01

2.32

6.66

Safe Sound & Sustainable
Audit Results

Lost Time Incident Rate

Lost Time Incident Severity Rate

% Compliance

Lost time Incidents /100 employees

Severity of incidents /100 employees

Asia

2.71

2.35

2.85

Europe

4.20

3.56

14.30

The Americas

3.06

1.44

13.84

ALL

27.30

25.07

24.29

Asia

26.89

22.69

19.84

Europe

40.42

31.98

33.12

The Americas

19.11

27.52

32.73

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Environmental Performance Summary
PERFORMANCE INDICATOR

UNIT

2013

2014

2015

GJ

1,199,172

1,332,327

1,449,334

EnergyAbsolute Energy Consumption(Actual)Absolute Energy Consumption(Baseline)
Energy Intensity(Actual)

MMBTU

1,136,596

1,262,803

1,373,704

GJ

1,336,540

1,449,528

1,644,669

1,266,795

1,373,887

1,558,846

1.700

1.632

1.613

MMBTU
MJ / m

2

150

144

142

Scope 1

Percentage

32%

29%

31%

Scope 2

Percentage

68%

71%

69%

tons (metric) of CO2-e

136,735

159,875

173,310

tons (US) of CO2-e

150,723

176,230

191,040

tons (metric) of CO2-e

155,631

181,867

202,893

tons (US) of CO2-e

171,552

200,471

223,649

MMBTU / ft

2

Emission
Absolute Emissions(Actual)Absolute Emissions(Baseline)

194

196

193

lb CO2-e / ft2

52

61

66

Scope 1

Percentage

15%

13%

13%

Scope 2

Percentage

85%

87%

87%

3,115,732

2,999,818

3,233,580

823

793

854

3,208,705

3,234,307

3,410,695

Emission Intensity(Actual)kg CO2-e / m

2

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

Water Intensity

m3
million gallons (US)m

3million gallons (US)

848

855

901

litres / guest night

983

902

955

gallon (US) / guest night

260

238

252

Waste
Total Waste

Diverted Waste

Waste Landfill Intensity
Diversion Rate

kilograms

9,635

12,59914,447

pounds

21,242

27,777

31,849kilograms

2,286

3,742

4,419

pounds

5,039

8,250

9,742

kilograms / guest night

3.46

3.56

3.58

pounds / guest night

7.63

7.84

7.89

percent

24

30

31

Operational Data
Total Air Conditioned Aream2

705,227

816,413898,305ft2

7,590,998

8,787,787

9,669,270

Mandarin Oriental, Sanya and Mandarin Oriental, Bodrum have been excluded from water intensity measures. In general, properties have been excluded if thedata is distorted by major changes or abnormally high values (where, for example, irrigation is included).
Mandarin Oriental, Bodrum has been excluded from the waste figures due to incomplete data.

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GRI G4 Content Index
To facilitate stakeholders in understanding and benchmarking our corporate responsibility performance, our reporting follows the Global Reporting Initiative G4
disclosure framework, which is an internationally recognized set of indicators for economic, environmental and social aspects of business performance. GRI
guidelines help companies in selecting material content and key performance indicators. For additional information, please visit www.globalreporting.org.
INDICATORDESCRIPTIONLOCATION

I . G e n e r a l S t a n d a rd Disc losure sStrategy and Analysis
G4-1Statement from the most senior decision-maker about
the relevance of sustainability and organization’s strategy

Message From The CEO (p. 4)

Organizational Profile
G4-3

Name of the organization

About The Mandarin Oriental Hotel Group (p. 3)

G4-4

Primary brands, products, and services

About The Mandarin Oriental Hotel Group (p. 3)

G4-5

Location of the organization’s headquarters

About The Mandarin Oriental Hotel Group (p. 3)

G4-6

Number of countries where the organization operates

About The Mandarin Oriental Hotel Group (pp. XX)

G4-7

Nature of ownership and legal form

About The Mandarin Oriental Hotel Group (p. 3)

G4-8Markets served, and types of customers and beneficiaries

About The Mandarin Oriental Hotel Group (p. 3)

G4-9

Scale of the organization

About The Mandarin Oriental Hotel Group (p. 3)
Scope of 2015 Operations (p. 6)

G4-10

Total number of employees by employment contract and gender

Appendix: Total Workforce (p. 73)

G4-11

Percentage of total employees covered bycollective bargaining agreements.

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

G4-12

Description of supply chain

Sourcing Responsibly (p. 56)

G4-13

Significant changes during the reporting period regarding theorganization’s size, structure, ownership, or its supply chain

There were no significant changes during the reporting period.

G4-14

Whether and how the precautionary approachor principle is addressed by the organization.

Goals, Commitments and Practices (p. 6)
Safe, Sound and Sustainable Programme (p. 14)
Long-Term Outlook (p. 16)

G4-15

Externally developed economic, environmental andsocial charters, principles, or other initiatives to which
the organization subscribes or which it endorses.

None during the reporting period.

G4-16

Memberships in associations andnational/international advocacy organizations

Stakeholder Engagement (pp. 20–21)

Identified Material Aspects and Boundaries
G4-17

All entities included in the organization’s consolidated
financial statements or equivalent documents

2015 Annual Report (“Principal Subsidiaries, Associates,
Joint Ventures and Managed Hotels”, p. 85)

G4-18

Process for defining the report content and the Aspect Boundaries

Materiality Assessment (p. 22)

G4-19

All the material aspects identified in
the process for defining report content.

Materiality Assessment (p. 22)

G4-20

The aspect boundary for each material aspect
within the organization and whether the aspect ismaterial for all entities within the organization

Materiality Assessment (p. 22)

G4-21

Whether the aspect boundary for each material
aspect is outside the organization

Materiality Assessment (p. 22)

G4-22

Effect of any restatements of information provided inprevious reports, and the reasons for such restatements.

None during the reporting period.

G4-23

Significant changes from previous reporting
periods in the Scope and Aspect Boundaries.

None during the reporting period.

Stakeholder Engagement
G4-24

List of stakeholder groups engaged by the organization.

Stakeholder Engagement (pp. 20–21)

G4-25

Basis for identification and selection of
stakeholders with whom to engage.

Stakeholder Engagement (pp. 20–21)

G4-26

Organization’s approach to stakeholder engagement

Stakeholder Engagement (pp. 20–21)

G4-27

Key topics and concerns that have been raised
through stakeholder engagement, and how the organization
has responded to those key topics and concerns

Stakeholder Engagement (pp. 20–21)
Materiality Assessment (p. 22)

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INDICATORDESCRIPTIONLOCATION

G4-28

Reporting period for information provided.

Our reporting period is calendar year 2015.

G4-29

Date of most recent previous report2014 Sustainability Report

G4-30

Reporting cycle

Annual

G4-31

Contact point for questions regarding the report or its contents.

sustainability@mohg.com

G4-32

GRI Index with “in accordance” option chosen
and references to External Assurance Reports

We have self-reported in accordance with theG4 framework at the “Core” level.

G4-33

Organization’s policy and current practice withregard to seeking external assurance for the report

We did not seek external assurance
during the reporting period.

Report Profile

Governance
G4-34

Governance structure of the organization, including committeesof the highest governance body and those responsible fordecision-making on economic, environmental and social impacts.

Management and Governance (pp. 12-13)(Additional information on our Corporate Governance Website(“Committee Composition”.)

Ethics and Integrity
G4-56

Describe the organization’s values, principles, standards and normsof behavior such as codes of conduct and codes of ethics.

Guiding Principles and Corporate Responsibility Policy (p. 10)
Responsible Operating Practices (p. 15)

I I . S P E C I F I C S TANDARD DISCLO SURES
Economic

Economic
Performance

DMA

Disclosure on management approach2015 Annual Report

G4-EC1

Direct economic value
generated and distributed2015 Annual Report (Financial Statements, pp. 28)

G4-EC2Financial implications and other risks andopportunities for the organization’s activities
due to climate changeEnterprise Risk Management (p. 15)
Long-Term Outlook (p. 16)

G4-EC3Coverage of the organization’s
defined benefit plan obligations

2015 Annual Report (Pension Obligations, pp. 41)

DMA

Disclosure on management approach

Reducing Energy and Emissions (p. 42–47)

G4-EN3

Energy consumption
within the organization

Our Performance: Energy Consumption (p. 46)
Appendix: Environmental Performance Summary (p. 75)

G4-EN5

Energy intensity

Our Performance: Energy Consumption (p. 46)
Appendix: Environmental Performance Summary (p. 75)

DMA

Disclosure on management approach

Conserving Water (p. 48–51)

G4-EN8

Total water withdrawal by source

Our Performance: Water Consumption (p. 50)
Appendix: Environmental Performance Summary (p. 75)

DMA

Disclosure on management approach

Respecting Biodiversity (pp. 60–61)

G4-EN11

Operational sites owned, leased,managed in, or adjacent to, protected areas
Respecting Biodiversity (pp. 60–61)
and areas of high biodiversity
value outside protected areas

DMA

Disclosure on management approach

Reducing Energy and Emissions (pp. 42–47)

G4-EN15

Direct greenhouse gas (GHG)
emissions (Scope 1)

Appendix: Environmental Performance Summary (pp. 75)

G4-EN16

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

Appendix: Environmental Performance Summary (pp. 75)

G4-EN18

Greenhouse gas (GHG) emissions intensity

Our Performance: Greenhouse Gas Emissions (pp. 47)
Appendix: Environmental Performance Summary (pp. 75)

Environmental Stewardship

EnergyWater

Biodiversity

EmissionsEffluents andWaste
Supplier
Environmental
Assessment

DMA

Disclosure on management approach

Managing Waste (pp. 52–55)

G4-EN23

Total weight of waste bytype and disposal method

Our Performance: Waste-To-Landfill Diversion (p. 55)
Appendix: Environmental Performance Summary (p. 75)

DMA

Disclosure on management approach

Sourcing Responsibly (pp. 56–60)

G4-EN32

Percentage of new suppliers that werescreened using environmental criteria

Environmental and Social Screening (p. 56)

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INDICATORDESCRIPTIONLOCATION

III. Labor Practices and Decent Work
Employment

Occupational
Healthand Safety

Training and
Education

Diversityand Equal
Opportunity

Supplier
Assessmentfor Labor
Practices

DMA

Disclosure on management approach

Engaging Our Colleagues (pp. 34–35)

G4-LA1

Employee turnoverAppendix: Turnover (pp. 74)

DMA

Disclosure on management approach

Safe, Sound and Sustainable Programme (p. 14)
Committing to Health, Safety and Wellness (pp. 30, 33)

G4-LA6

Type of injury and rates of injury,
occupational diseases, lost days, andabsenteeism, and total number of workrelated fatalities, by region and by gender

Our Performance: Occupational Health and Safety (p. 30)
Appendix: Health & Safety Incidents: Audit Results (p. 74)

DMA

Disclosure on management approach

Investing In Training And Education (pp. 36–37)

G4-LA10Programs for skills management andlifelong learning that support the continued
employability of employees and assist themin managing career endings

Investing In Training And Education (pp. 36–37)

G4-LA11Percentage of employees receiving
regular performance and careerdevelopment reviews, by genderand by employee category

Partnering with Colleagues to Chart Their Careers (p. 36)

DMA

Disclosure on management approach

Promoting Diversity and Inclusion (pp. 38–39)

G4-LA12Composition of governance bodies andbreakdown of employees per employee
category according to gender, age group,
minority group membership, and otherindicators of diversity

Appendix: Total Workforce (p. 73)

DMA

Disclosure on management approach

Sourcing Responsibly (pp. 56–60)

G4-LA14

Percentage of new suppliers that werescreened using labor practices criteria

Environmental and Social Screening (p. 56)

DMA

Disclosure on management approach

Sourcing Responsibly (pp. 56–60)

G4-HR10Percentage of new suppliers that werescreened using human rights criteria

Environmental and Social Screening (p. 56)

DMA

Disclosure on management approach

Championing Community (pp. 64–71)

G4-SO1

Percentage of operations
with implemented local community
engagement, impact assessments,
and development programs

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

DMA

Disclosure on management approach

Responsible Operating Practices (pp. 15)

G4-SO4

Communication and training on
anti-corruption policies and proceduresManaging Anti-Corruption Risk (pp. 15)

DMA

Disclosure on management approach

Safe, Sound and Sustainable Programme (p. 14)
Committing to Health, Safety and Wellness (pp. 30–33)

G4-PR1

Percentage of significant product andservice categories for which health andsafety impacts are assessed
for improvement

Safe, Sound and Sustainable Programme (p. 14)

DMA

Disclosure on management approach

Delighting Our Guests (pp. 26–29)

G4-PR5Results of surveys measuring
customer satisfaction

Our Performance: Guest Satisfaction (p. 29)

DMA

Disclosure on management approach

Responding to Emerging Information
Protection Challenges (p. 29)

G4-PR8

Total number of substantiated complaints
regarding breaches of customer privacy
and losses of customer data

Responding to Emerging Information
Protection Challenges (p. 29)

IV. Human Rights
Supplier
Human Rights
Assessment
V. Society

Local
Communities

AntiCorruption

VI. Product Responsibility

Customer
Health and
SafetyProduct
and Service
Labeling

CustomerPrivacy

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Endnotes
1	Economic Impact of Travel & Tourism, 2016 Annual Update: http://www.wttc.org/research/economic-research/economicimpact-analysis/
2

World Economic Forum “Global Risks 2016” 11th Edition, 2016. http://www3.weforum.org/docs/GRR/WEF_GRR16.pdf

3World Resources Institute, http://www.wri.org/our-work/topics/water

4

UN Sustainable Development Goals: https://sustainabledevelopment.un.org/sdgs5

United States Bureau of Labor Statistics “Work-related Fatalities, Injuries, and Illnesses”, 2013. www.bls.gov/iag/tgs/iag72.htm

6Diesel will remain the primary fuel source for stand-by generators.

7	Reductions—in energy use, greenhouse gas emissions and water use—are calculated as the difference between the absoluteperformance in the current year and a “baseline” value, which assumes that no measures have been taken to increase
efficiency since the reference year 2007. The baseline is corrected for variable factors such as occupancy, weather or numberof 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).
8	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 heatedwater/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 been obtained from the International Energy Agency. Electricity
emission factors for US properties have been based on the eGrid of the US Environmental Protection Agency (EPA). Chilledwater 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 California Climate Change
Registry. Steam or heating purchased from external sources such as district or centralised heating has been converted toemissions using Energy Information Administration, Voluntary Reporting of Greenhouse Gases, Appendix N.
9	Renewable Energy Certificates (RECs) are included in the emission calculations, Annual average greenhouse gas emissions
per passenger vehicle is 5.10 t CO2-e per year as in www.epa.gov/cleanenergy/energy-resources/refs.html. Emissions fromstationary combinations, such as boilers, have been based on the Greenhouse Gas Protocol Cross Section Tools.
10 U.S. Environmental Protection Agency: www.epa.gov/cleanenergy/energy-resources/refs.html
11	Circle of Blue: http://www.circleofblue.org/2015/world/price-of-water-2015-up-6-percent-in-30-major-u-s-cities-41-percentrise-since-2010/
12 WRI Aqueduct: http://www.wri.org/our-work/project/aqueduct
13	Mandarin Oriental, Sanya and Mandarin Oriental, Bodrum are included in absolute water consumption figures, but not included
in water intensity figures due to incompatibility in the data.

00
M a nd a r in Or ie n t a l H o t e l G r o u p
2015 S u s t a i n a b i l i t y R e p o r t

Mandarin Oriental Hotel Group
Corporate Office
281 Gloucester Road
Causeway Bay, Hong Kong

mandarinoriental.com

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