SUSTAINABILITYREPORT 2019

Table of Contents
Introduction

2

Message from the CEO
About this Report
Corporate Profile

3
4
5

Sustainability Approach

6

Doing More for a Sustainable Future
Sustainability Governance7
82019 at a Glance

9

Delighting Our Guests

11

Guest Satisfaction and Loyalty
Safety and Security
Sustainability Initiatives
Health and Wellness

12
13
14
15

Delighting Our Colleagues

17

Human Rights and Inclusiveness
Talent Engagement
Training and Development
Health and Safety

18
19
21
23

Acting with Responsibility

24

Carbon and Energy
Water
Waste
Biodiversity Conservation

25
28
30
33

Working Together

34

Responsible Procurement
Serving Community
Partnership

35
38
47

Becoming the Best

48

Appendices

50

Performance Data
GRI Content Index
UN Sustainable Development Goals Index
Modern Slavery Statement

51
55
63
64
Mandarin Oriental, Sanya

Mandarin Oriental Hotel Group | 2019 Sustainability Report1Introduction

Mandarin Oriental, tk

Mandarin Oriental Hotel Group | 2019 Sustainability Report2

INTRODUCTION

Message from the CEO
Corporate responsibility values are deeply ingrained in Mandarin Oriental’s culture, and sustainability
implications are carefully considered with each and every decision across the Group. As we grow ourportfolio of luxury hotels and residences around the world, we place great importance on operating ourhotels sustainably over the long term. Our colleagues are encouraged to act responsibly in everything thatthey do, with particular emphasis on how they can impact their local communities. 2019 was an extremely
busy year for the Group and was one in which we faced challenges but also made significant progress with
our sustainability efforts.
We have implemented a strong governance structure to guide us towards our objectives, by incorporating
sustainability elements into our policies and procedures. During the year, we strengthened colleague
engagement by conducting 29 sustainability workshops across our portfolio. These workshops not
only inspire greater colleague passion, but help us to better understand how best to support and drive
colleagues’ efforts.
We also set ourselves an ambitious goal of eliminating all single-use plastic from our hotels by the end of
March 2021. This is a significant challenge, and while our relatively small footprint limits our contribution to
the world’s plastic reduction, we are in a strong position to provide valuable leadership and drive importantchanges in the industry. The current COVID-19 pandemic will have some impact on our efforts, but weremain committed to our original objective of 100% elimination within our timeline, and I am delighted at how
our colleagues have embraced this task and to see the considerable progress that has been made so far. By
the end of 2019, the Group had identified and eliminated 86% of 23 of the most common items of singleuse plastic in use across the portfolio. Our hotels are now widening the scope of their work to identify andtrial viable eco-alternatives for the remaining single-use plastic items on property, with successes and bestpractice being shared across the Group and announced on a bi-annual basis.
Another key achievement in 2019 was to establish a programme for responsible procurement. Our respect
for nature and for the people who work in the supply chain has been an important factor in driving thiscommitment. Key priority items for responsible procurement have now been well defined, and relevant goals
and targets are being set for 2020 and beyond.
Finally in 2019, we opened four new hotels, in Beijing, Dubai, Doha and Lake Como, and with additional
properties in the pipeline, we fully recognise the importance of having a strong sustainability governancestructure to guide us towards our future objectives. I have confidence that we are well placed to move
forward with a sustainable growth trajectory.
The achievements in 2019 were made possible by the hard work and dedication of the Group’s 12,500
colleagues who continue to identify impactful ways to support their local community and environmental needs.
At a time when our industry and the Group is undergoing extensive transformation, we will continue to evolveand grow while holding true to our core values as we move along our sustainability journey. I look forward toseeing continued progress throughout 2020.

Mandarin Oriental Hotel Group | 2019 Sustainability Report

James Riley
Group Chief Executive

3

INTRODUCTION

About this Report
This is Mandarin Oriental HotelGroup (MOHG or the Group)’s eighth
Sustainability Report covering the2019 calendar year, January 1st to
December 31st.
The 2019 Report covers MOHG’sprogress in its sustainability initiatives
which have been monitored andreviewed. To enhance the comparabilityof data, only hotels with complete
full-year data are included in theperformance summary and analysis.
The information presented in thisreport makes references to the Global
Reporting Initiative (GRI) Standards:
Core option. Key material sustainability
issues were identified through different
stakeholder engagement exercises
and are discussed in forthcoming
sections. As a supporter of the United
Nations Sustainable Development Goals(SDGs), this Report demonstrates
our commitment to them through ourvarious sustainability initiatives.

Mandarin Oriental, Paris

Mandarin Oriental Hotel Group | 2019 Sustainability Report4INTRODUCTION

Corporate Profile
Recognised for creating someof the world’s most soughtafter properties, the Group
offers contemporary luxury
with its signature Oriental
charm. Over the past 56 years,
the Group has grown from its
Asian roots into a global brand,
operating in major cities andresort destinations.

THE AMERICAS
Boston • Canouan • Miami
New York • Santiago • Washington, D.C.

EUROPE, MIDDLE EAST & AFRICA
Abu Dhabi • Barcelona • Bodrum
Doha • Dubai • Geneva • Lake Como
London • Madrid • Marrakech • Milan
Munich • Paris • Prague

ASIA-PACIFIC
Bangkok • Beijing • Guangzhou
Hong Kong (2) • Jakarta • Kuala Lumpur
Macau • Sanya • Shanghai
Singapore • Taipei • Tokyo

33

Hotels7

Residences

Mandarin Oriental Hotel Group | 2019 Sustainability Report

23

Countries/
Territories

7,906
Rooms

12,600
Colleagues

5Sustainability Approach

Our mission is to delight and satisfy our guests. We seek to deliver our
mission in a manner that is viable, equitable and in harmony with our
natural systems. We believe that our continued success canonly be achieved if we take care of our people and planet.

Mandarin Oriental,Taipei

Mandarin Oriental Hotel Group | 2019 Sustainability Report

Mandarin Oriental, tk

6

S U S TA I N A B I L I T Y A P P R O A C H

Doing More for a Sustainable Future
Mandarin Oriental continuously strives to do
more for the sustainability of our common future.
We are committed to maximising social andeconomic benefits for the communities where we
operate, responsibly managing our environmental
impact and fulfilling our social commitments
within our operations and across our supply
chains. Our five Guiding Principles illustrate
how we aspire to engage all our stakeholders,from guests and colleagues to all partners,
in our relentless pursuit of sustainability andhospitality excellence. These principles are inalignment with the UN Sustainable Development
Goals1—a plan of action, and an urgent call forsustainable development that emphasises people,
planet, prosperity and partnerships. Detailed
correspondence to different UN Sustainable
Development Goals is set in Appendix C.

Delighting our Guests

Delighting our Colleagues

We are committed to exceedingguest expectations by surprising themwith our ability to anticipate and fulfil theirwishes when it comes to sustainability.

We value each colleague and provide
a caring, inclusive, motivating and rewarding
environment for all. We bring out thebest in our people through effective
training and personal development, enablinga fulfilling career with the Group.

Acting with Responsibility

Working Together

Becoming the BestWe maintain integrity, fairness and honesty inall our internal and external relationships. We
support initiatives that improve the environment andare responsible members of our communities.

We emphasise the importance of teamwork
and treat each other with mutual respect andtrust. By working cooperatively with bothinternal and external parties, we contributeto the Group’s success and the sustainable
development of cities where we are located.

We intend to be an innovative leader
in the luxury hospitality industry. We
constantly improve our service delivery,
as well as the quality of our products
and facilities, ensuring that we appeal
to our multi-generational audience.

Mandarin Oriental Hotel Group | 2019 Sustainability Report7

S U S TA I N A B I L I T Y A P P R O A C H

Sustainability Governance

FOCUS AREAS 2019

WORKING GROUP

Following the establishment of the Group
Sustainability Strategy for 2018—2020,
the robust 4-tier governance framework,in particular the formation of thematic
working groups, has successfully driven
multiple sustainability initiatives. By theend of 2019 a total of eight working
groups had been activated, each ofwhich sets its own targets and goals
in support of the Group’s broader
sustainability objectives, identifying
industry-wide best practices, as well as
facilitating cross-pollination of innovativeideas among sister hotels.

Hotel
Sustainability
Committee(HSC) Support

Provide HSCs
support, includingin the areas ofsustainability
training andsharing bestpractices

Guest
Engagement

Identify ways
to integratesustainability into
guest engagement

Mandarin Oriental Hotel Group | 2019 Sustainability Report

Hotel Champions &Sustainability Committees

Sustainability
Leadership Council

Executive
Advisory Panel
Chaired by our CEO, it defines key
priorities for the Group and provides
both resources and mechanisms foraccountability.

Composed of Group- andproperty-level colleagues, itfilters thematic priorities into
workstreams and focused action
points to be implemented by
the Working Groups.

Each hotel has established a
Committee composed of colleagues
who are passionate about sustainability.
Through leveraging Group-wide
sustainability programme resources,
they are then empowered to
implement location-specific,
innovative initiatives.

Working
GroupsComposed of Group- andproperty-level colleagues,
they address specificsustainability topics. EightWorking Groups are
currently active.

Human Rights
andInclusivenessFood &
Beverage
ImpactDevelop antihuman trafficking
and modern
slavery policies
and practices andmonitor gender
diversity

Eliminate singleuse plastic andidentify responsible
procurement
opportunities inFood & Beverage(e.g. coffee,
tea, seafood)

Green
Spas

Measurement
andReportingEliminate singleuse plastic andidentify responsible
procurement
opportunities
in SpasOversee the annual
sustainability
report, related
online datagathering
platforms andimplement online
sustainability
management
systemGreen
Development

Responsible
Procurement

Identify ways
to integratesustainability
throughout hotel
development,
design, and preopening phases

Maximiseopportunities
in responsible
procurement
and support theimplementationof responsible
procurement
programmes andrelated policies

8

S U S TA I N A B I L I T Y A P P R O A C H

2019 at a Glance
Reduced energy intensity by 19.6% in 2019*
ON TRACK
to reach 20% reduction target by 2020
Reduced water intensity by 16.4% in 2019*
ON TRACK
to reach 20% reduction target by 2020
Reduced greenhouse gas emission
intensity by 27.0% in 2019*13 hotels
grantedForbes’‘Five-Star Spa’award,
more than any
other hotel
group
Approximately 70,000 kilogramsof used soap and bottled guestroom
amenities have been diverted from landfill
and donated to support those in needthrough our Clean the World partnership

Announced strategicplan to eliminate
single-use plastic by
March 2021.
Achieved 63%
elimination successfor 60 mostcommon items2

AHEAD OF GOAL
to reach 25% reduction target by 2020
Diverted 45% of waste from landfills***from 2007 baseline**compared to 2012 ratio of 18%

US-based FANtastic Matchdonated over US$64,000 to
US colleague charities
Mandarin Oriental Hotel Group | 2019 Sustainability Report

Raised
US$110,000
for the Baan Nokkamin
Foundation’s
orphanage in Thailand
since 2016, exceeding
our original goal
9

S U S TA I N A B I L I T Y A P P R O A C H

2019 at a Glance
Making good
progresstowards
2020 goal of
converting to
LED lighting
at all hotels
14 years of support
for Asian Cultural Council’s Mandarin Oriental
Fellowship for Cultural Heritage Preservation
Practised on- and off-site beekeeping at
27% of our hotels, contributing to conservation of theworld’s bee populations and ecological balance

29 Hotel Sustainability Committee Engagement
Workshops conducted to raise awarenessMandarin Oriental Hotel Group | 2019 Sustainability Report

Launched responsible
procurement roadmap

27
Michelin stars
awarded to
17 of ourrestaurants

Spent 70,000 hours
volunteering at local
charities through FANtastic
London as our way toshow gratitude for the local
community’s support

Organised volunteer events
to care and find homes forrescued animals in the UnitedStates, Middle East and Asia

Supported
more than 200
charities andcommunityorganisations
10

Delighting Our Guests“With our guests’ heightened environmental and social
awareness, delighting and surprising them can no longer
be based solely on quality service and products. Ensuringthat we integrate sustainability into every detail is the key”.

—Brittany Anthony, Leader of Guest Engagement Working Group
Mandarin Oriental, Lago di Como

Mandarin Oriental Hotel Group | 2019 Sustainability Report

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DELIGHTING OUR GUESTS

Guest Satisfaction and Loyalty
Discreet, personalised service lies at the heart of everything
we do. The Group created the Legendary Quality Experiences(LQEs) guidance document to aid our colleagues in delighting
and creating remarkable experiences for our guests.
At Mandarin Oriental, we believe that pulse checks areimportant to monitor and maintain our hotels’ service
performance if we are to be recognised as a leader inluxury hospitality. All hotels receive three annual audits for
performance against the LQEs, with the results sharedGroup-wide. Apart from LQEs, Mandarin Oriental utilises
various quality benchmarking processes to monitor
and improve performance, including the international
benchmarking standards established by Leading Quality
Assurance (LQA). Starting from late 2019, in addition toservice quality, we also now gather guest feedback on
our sustainability performance. This comprises a newsustainability section with two multiple choice questions
and one open-ended question that have been added to
the guest LQA survey. The questions are designed to allow
us to better understand our guests’ satisfaction levels
pertaining to our sustainability efforts and also provide
suggestions for how we can improve.
At the same time, we also measure ourselves against otherinternational standards, including those awarded by theAmerican Automobile Association in the United States, theForbes Travel Guide and the Michelin Guide.
We continue to strive to offer better recognition to ourloyal guests. Fans of M.O., Mandarin Oriental’s distinctive
guest recognition programme, was designed to better
identify and delight our loyal guests. Fans of M.O. notonly allows for greater personalisation of a hotel stay,
but also provides immediate access to partner benefits
and exclusive offers throughout our portfolio of hotels.
Members who book through our website can further
benefit from stay perks such as early check-in or latecheck-out, a dining or spa credit, daily breakfast, or evena room upgrade.
Mandarin Oriental Hotel Group | 2019 Sustainability Report

Mandarin Oriental,Taipei

Fans of M.O., Mandarin Oriental’s
distinctive guest recognition
programme, was designed to better
identify and delight our loyal guests.
12

DELIGHTING OUR GUESTS

Safety & Security
The safety and security of our guests has always remained a top priority and is addressed through our Safe and Sound programme.
Established in 2000, this programme covers fire safety, security, risk management, food safety as well as health and safety for guests
and colleagues. Detailed guidelines, continuously updated based on recognised international standards and best practices, ensure that
we have a consistent approach across our operations.
Each fully operational hotel is audited annually to monitor their compliance with these Safe and Sound guidelines. Audits are conductedby an independent auditing company and include a verification of documentation and records in place, as well as a physical inspectionof the facilities. The annual audit process ensures that hotel management teams are focused on health and safety issues and areprepared to manage crises and business disruptions. Executive compensation is based in part on the hotel’s annual audit results.
Besides ensuring the safety of our guests’ physical assets, we also treat seriously the security of our guests’ personal private data. Our
Data Privacy Policy clearly illustrates our commitment in handling personal data with the highest integrity, security and care.

Mandarin Oriental, Dubai

2019 Safe and Sound
Audit and Occupational
Safety Results
The audit performance hasremained consistent over theyears and the Group’s overall
average score was 92.7% in 2019,
surpassing our target by 2.7%.

Mandarin Oriental, Miami

Mandarin Oriental Hotel Group | 2019 Sustainability Report

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DELIGHTING OUR GUESTS

Sustainability Initiatives
At Mandarin Oriental, we believe that creativity and innovation
allow us to provide luxurious and authentic service in anenvironmentally and socially conscious way. Consequently,
our hotels have incorporated sustainability elements acrossdifferent areas of our services:
To play a leading role within the community at large in eliminating
single-use plastics, we proactively identified our single-use plastic
inventories and have an all-encompassing programme to replacethem with environmentally-friendly alternatives.
Sustainable luxury goes beyond materials to impact all aspectsof the travel experiences we offer. Electric cars give rise toconsiderably lower GHG emissions over their lifetime compared

to conventional (internal combustion engine) vehicles. They havebecome increasingly popular and many luxury models are now
available, a number of which have been introduced into ourtransportation fleets. They are now an option at select Mandarin
Oriental hotels in the United States, Europe, Middle East and Asia,
providing further ways to reduce our carbon footprint. In 2019,
electric cars were added to Mandarin Oriental, Dubai, Mandarin
Oriental Wangfujing, Beijing and Mandarin Oriental, Sanya.
We have also leveraged advances in technology to further
improve the check-in and stay experience of our guests. Guest
registration at check-in across 23 hotels is now being done onan iPad using the new Property Management System. This has
shortened check-in time and also led to an 80% saving in printing
registration cards. Guests are also have accessto our online library of international newspapers
and magazines, which offers a greater selectionof global media and enables us to reduce theamount of paper consumed. Mandarin Oriental
Wangfujing, Beijing has taken things a stepfurther with their in-room interactive electronic
tablet. It features a special sustainability section,
where guests can choose from options suchas chemical-free laundry cleaning to opting outof daily bed linen changes. Eleven hotels havealso piloted using HelloMO, a digital messaging
service for guests to connect directly with ourhotel colleagues, resulting in an immediate andpersonalised response and service.
The dedication and commitment of ourhotels to sustainability may not always be
immediately recognised by guests. As such,to showcase our initiatives, hotels such
as Mandarin Oriental, Kuala Lumpur havecreated sustainability-themed infographics
that are displayed in guest elevators and inroom televisions.

Mandarin Oriental Hotel Group | 2019 Sustainability Report

Positively Impact theCommunity Together
Colleagues at Mandarin Oriental,
Bangkok have initiated meaningful
ways to interact with both guests
and communities through theirin-room donation programme andcharity partnerships with localorganisations. For example, adonation envelope and a ‘Doing
More for Sustainable Future’
recycle bag are provided to guests
so that they may donate money or
any items they wish to give away
to the beneficiaries. Supporting the
local community and its heritageis one of the key elements which
we believe contributes to an
overall sustainable business.

14

DELIGHTING OUR GUESTS

Health & Wellness
Guided by our Oriental heritage and influenced by local
cultures, the Group has created award-winning spa
concepts integrated with a unique sense of place in every
hotel location. Each Spa at Mandarin Oriental is individuallydesigned to offer the optimum combination of traditional
holistic healing experiences, results-driven beauty treatments
and personalised fitness and wellness assessments.
In 2019, we celebrated the 10-year anniversary of Mandarin
Oriental’s Signature Treatments and Products that areavailable at our spas around the world. In recognition of ourunique wellness and beauty offerings, Forbes’ ‘Five-StarSpa’ award was granted to a record 13 hotels in 2019, morethan any other hotel group in the world.

Mindful Meetings

Mandarin Oriental, Doha

“We notice that sustainability andwellness initiatives tend to go handin hand—and rightfully so, as people
cannot truly be well if we do not have awell planet. Moving away from singleuse plastic has led us to think more
holistically about the impact of our
choices and we now provide a larger
range of sustainable options acrosswellness-oriented offerings in our
fitness centres and meeting rooms”.
—Jeremy McCarthy, Group Director of Spa

We are taking traditional meetings to new heights with
innovative wellness add-on options for planners andattendees. Mindful Meetings incorporate elements ofnourishment, movement, stillness, connections andwell-being through customisable options in any of thehotel’s opulent meeting spaces. Meetings are designed
to be more mindful, support quality engagement, greater
focus and deliver an even more meaningful experience
for attendees. Developed by our Guest Engagement
Working Group, a set of Green Meeting Guidelines
was finalised in 2019 and prepared for integration into
Mindful Meetings. Guests can now opt for more natural,environmentally-friendly and low-carbon elements suchas infused water, fresh local food and a vegan menu.

Mandarin Oriental, Bangkok

Mandarin Oriental Hotel Group | 2019 Sustainability Report

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DELIGHTING OUR GUESTS

Greening Our Spa
Since 2017, Mandarin Oriental has
been a member of the Green Spa
Network, a non-profit organisation
dedicated to the idea that “vital people
can make a vital planet possible”, bysharing best practices and helping todrive the industry towards sustainable
development.
Following our commitment to eliminate
plastic waste, 63% of common
single-use plastics in Spas have now
been replaced with eco alternatives.
Additionally, 69% of our Spas are now
equipped with amenity dispensers, whilesmall plastic amenity bottles are nolonger provided.

Digital Wellness
Our signature Digital Wellness
initiative continues to offer our guests
a ‘Digital Wellness Escape’ journey.
The programme is designed to help
guests find new ways to manage
their relationship with technology
and the stress that can come with aconstantly connected digital lifestyle.
Our renowned annual Silent Nightwellness event takes place at all
Mandarin Oriental Spas leading up to
Christmas. With no talking or music
allowed, it provides the perfect chancefor individuals to experience a quiet
time of true contemplation and genuine
mindfulness during their spa treatment.

Forest Therapy
Bringing the natural world
further into our Spa offerings,
Forest Therapy was launched inpartnership with Aromatherapy
Associates at Mandarin Oriental
Boston, Singapore and The
Landmark, Hong Kong in 2019.
Inspired by the Japanese art of
Shinrin-Yoku—or Forest Bathing
rituals—this new treatment provides
calming benefits for mind andbody, similar to those experienced
in a peaceful natural landscape.
Mandarin Oriental, Bangkok

Mandarin Oriental Hotel Group | 2019 Sustainability Report

16Delighting Our Colleagues“Diversity is our strength. We value and respect the uniqueness of every colleague.
With a caring, motivating and rewarding environment for all, we believe that we can bringout the best in our people and enable them to thrive in their careers with the Group”.

—Paul Clark, Chief Human Resources Officer

Mandarin Oriental, Canouan

Mandarin Oriental Hotel Group | 2019 Sustainability Report

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DELIGHTING OUR COLLEAGUESHuman Rights and InclusivenessGlobalisation has enhanced diversity in the hospitality
and tourism industry. More than ever, a hotel is atrue melting pot of various cultures. As an employer,
we embrace people from diverse backgrounds
and are dedicated to fostering inclusiveness in theworkplace. All our colleagues are offered regulartraining, experiences and opportunities to advancetheir careers.
We profoundly respect human rights and arecommitted to the United Nations Universal Declarationof Human Rights and the International Labour
Organisation’s Fundamental Conventions. They
focus primarily on the prohibition of child and forced
labour, wages and working hours, health and safety,
freedom of association and non-discrimination.
Mandarin Oriental Hotel Group also complies withall applicable federal, state and local laws governing
non-discrimination in employment across all our
locations. Our Group’s Employment Policy applies
to all terms and conditions of employment including
recruiting, hiring, placement, promotion, termination,layoff, recall, transfer, leave of absence, compensationand training.
Mandarin Oriental Hotel Group expressly prohibits any
form of workplace harassment based on race, colour,
religion, gender, sexual orientation, gender identity or
expression, national origin, age, genetic information,
disability, or veteran status. Improper interference withthe ability of our colleagues to perform their job duties
may result in discipline up to and including dismissal.

Mandarin Oriental Hotel Group | 2019 Sustainability Report

Established in 2018, our Human Rights andInclusiveness Working Group, which includes senior
stakeholders from Legal, Finance, Human Resources,
Learning and Development, Sales and Marketing andOperations, leads the development of the Group’s
anti-human trafficking and modern slavery policies
and practices and also monitors gender diversity. The
working group is focused on ensuring ethical businesspractices across the Group and along the supply
chain, with an additional remit to promote awarenessof associated risks amongst colleagues. One of the
key achievements in 2019 was the incorporation of the
Human Trafficking Policies & Procedures in the Group
Security Policies & Procedures Manual. Mandarin
Oriental (UK) Limited and Mandarin Oriental HydePark Limited’s statement pursuant to the UK’s Modern
Slavery Act 2015 is set out in Appendix D.
To ensure that ethical business practices are robust andeffectively implemented across the Group and along
the supply chain, a Code of Conduct is incorporated
into every colleague’s employment contract requiringthat all operations comply with all applicable laws andregulations and that proper standards of businessconduct are maintained.
People with disabilities are highly-valued colleagues andit is important to recognise and tap their strengths so thatthey have the opportunity to unleash their full potential.
Every year, Mandarin Oriental Pudong, Shanghai and
Mandarin Oriental Wangfujing, Beijing hire people withdisabilities to work in various disciplines, ranging fromHousekeeping and Food & Beverage to Security.

Employee by Generation

Over 50
14%

Under 3037%

30 to 50
49%

Employee by Gender

Female
44%

Male
56%

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DELIGHTING OUR COLLEAGUES

Talent Engagement
To maintain the highest standards of service for our valuable guests, colleagues need to be well-trained andknowledgeable in their scope of work. Our colleagues are not just employees but also ambassadors of theirrespective hotels and our brand.

Sustainability Engagement
To advance in our sustainability journey, it is important to drive momentum across our hotels, starting with action
from Hotel Sustainability Committee members. In late 2018, the Hotel Sustainability Committee Engagement
Workshop was rolled out with an aim to enhance committee members’ understanding of the Group’s sustainability
commitment, provide an opportunity to revisit their sustainability achievement and challenges, as well as facilitate
their brainstorming of next steps to meet their sustainability goals and targets. Since the kick-off in late 2018,
30 Hotel Sustainability Committee Engagement Workshops have been conducted.

Colleague Engagement and Turnover
We operate in an industry that ischaracterised by high turnover rates.
We are pleased to report that we are goingagainst the industry norm as colleague satisfaction
remains high and has steadily improved over
the years. Through our Colleague Engagement
Survey platform, we actively solicit feedback fromcolleagues—not just addressing their scope ofwork, but also looking deeper to address specificneeds and purposes, from management down to
the department level. To facilitate a more robust
engagement, pulse surveys were launched in2019 to replace the conventional annual surveys.

Hotel Sustainability Committee Engagement Workshop
at Mandarin Oriental, Jakarta

On a global level we continued to work on thethree highest drivers of engagement, which were
Mission, Vision and Guiding principles, Customer
Focus and Management. In a similar vein toprevious years, we experienced a 38% global
turnover rate; it remains below the current industry
average. Colleages under 30 continue to be thedemographic with the highest turnover rate of 56%.

Hotel Sustainability Committee Engagement Workshop
at Mandarin Oriental, Macau

Mandarin Oriental Hotel Group | 2019 Sustainability Report

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DELIGHTING OUR COLLEAGUES

In support of MOHG’s pledge to eliminate single-use
plastic, our hotels have continued to actively engage
colleagues in this high-profile movement. Various
engaging, interactive and educational approaches
have been adopted by hotels to raise awareness andsupport amongst colleagues in phasing out single-use
plastic. Hotels including Mandarin Oriental, Paris andMandarin Oriental, Bangkok presented stylish waterbottles as a gift to colleagues and stopped offering
plastic water bottles back-of-house. Mandarin Oriental,
Munich launched a MyMO Challenge asking colleagues
to look for as many single-use plastic items as possible
in order to develop the most comprehensive single-use
plastic inventory list for elimination, offering an award
to the colleague who identified the most. Mandarin
Oriental, Hong Kong produced a video to raisecolleague awareness on single-use plastics.
Leveraging digital and social media platforms, sustainability
best practices were also shared amongst sister hotels
through our internal social app MyMO and internalsustainability web pages. Hotels rolled out their respective
tailored sustainability awareness campaigns, withmessages delivered through training classes, via videos,competitions, posters and other interactive means.

Colleagues of Mandarin Oriental, Paris
undertake “plogging”

In honour of World Environment Day in June, Mandarin
Oriental, Paris organised a Sustainable Development
Week where colleagues undertook initiatives including“plogging” (a combination of jogging and picking
up garbage) in the local neighbourhood, set up an
employee market for seasonal fruits and herbs andeven organised an internal workshop to create theirown natural deodorants.
MyMO App Mandarin Oriental, Bangkok

Reusable water bottles at
Mandarin Oriental, Paris

Mandarin Oriental Hotel Group | 2019 Sustainability Report20

DELIGHTING OUR COLLEAGUES

Training and Development
Given the ongoing expansion of the brand, developing well-trained and engaged
colleagues is more important than ever. From the initial interview process throughthe comprehensive MOve In orientation and on to our numerous Learning andDevelopment programmes, we are committed to providing a Mandarin Oriental‘Colleague Journey’ that exceeds colleague expectations. Our approach to Learningand Development is unique in that we emphasise continuous and experiential
learning supported by traditional classroom training methods. Our personalised andoccupational focus ensures that training is conducted effectively and efficiently.
Every hotel opening is planned meticulously and early involvement of intensively
trained and engaged colleagues is an essential step in this process. As such, atevery opening hotel, a group of Cultural Exchange Ambassadors (CEAs) work
alongside local colleagues as ambassadors of the Mandarin Oriental brand. Theseexperienced ambassadors infuse the brand’s culture among new colleagues whilst
training them on detailed and customised Standard Operating Procedures. The
composition of CEA teams frequently changes to introduce fresh perspectives at
each opening.
Once new colleagues join the Mandarin Oriental family, our mandatory MOve In
Orientation programme empowers them to learn about our culture, our heritage andour story. It includes a Sustainability Training Programme which introduces a general
understanding of sustainability issues and practices at Mandarin Oriental. An annual
Sustainability Awareness Refresher Training Programme is also available for all
existing colleagues. In 2019, the topics for both programmes were single-use plastic
and food waste.
To support career growth of our talent, our online performance management systemgives colleagues and their managers the ability to track performance, training andoverall professional development in real-time. Our signature MOve Up, MOve Forward
and MBA Executive programmes remain our core learning and development tools. The
Junior Management programme MOve Up targets supervisors and junior managers,
while the MOve Forward senior leadership programme targets experienced managers.
Seventeen colleagues from Asia were selected in late 2019 for the 2020 programme,
while 12 participants from the Europe and Middle East regions similarly embarked on
their MOve Forward journey. In parallel, in 2019 we launched the MOHG Mentoring
Programme to facilitate the personal growth and career development of colleagues.

Mandarin Oriental Hotel Group | 2019 Sustainability ReportMBA
Our in-house MBA,run in conjunction with
the Royal Melbourne
Institute of Technology(RMIT), is offered tocolleagues at seniorlevel management.

MOve Forward

MOve Up
Eight coremodules that equip
participants with theskillsets, including
management skills
to further progress intheir career paths.

An intensive 14-month “mini MBA”
programme that broadens ourcolleagues’ areas of expertise andallows them to further develop
business acumen. Participants areshortlisted following a rigorous
selection process.

MOve In Orientation
Introduction to MOHG
corporate culture and heritage.
This orientation is attended by
all colleagues at every level anddetails our commitment to staff
engagement and growth.

21

DELIGHTING OUR COLLEAGUESOur in-house one-of-a-kind MBA
programme continues to help us develop
future leaders within the Group as partof our succession planning. Another 12senior-level managers commenced their
MBA studies in March 2019.
We have built close relationships withmany institutes and hotel schools
around the world to help nurture future
talent at Mandarin Oriental and acrossthe hospitality industry. Whether at a
career fair or a job interview, we aim toprovide a memorable and rewarding
experience that lets the candidate“feel the brand”. Globally, we offered
Food & Beverage, Rooms and Spa
management development programmes
targeted at young talented hospitality
graduates. Mandarin Oriental, Barcelona
was recognised for their support to theindustry and was honoured with ‘The
Inspiring Young Talent Award 2019’ by
Les Roches Marbella.

Mandarin Oriental, Barcelona was honoured with
‘The Inspiring Young Talent Award 2019’

Mandarin Oriental Hotel Group | 2019 Sustainability Report

Mandarin Oriental Hyde Park, London

22

DELIGHTING OUR COLLEAGUES

Health and Safety
Encouraging colleague wellness has
always been an important component
at Mandarin Oriental and we havecommitted considerable time andresources to create a corporate culturethat places a strong emphasis on it.
Colleague wellness activities consider
physical health, mental health andnutrition, while they also provide an
opportunity to support teambuilding andengagement with local communities.

We strive to provide a safe working environment for our colleagues and constantly
review our occupational health and safety performance to identify areas of
improvement. In 2019, there were 6.8 incidents per 100 colleagues resulting inlost time, a slight increase from 2018, but majority of which were minor injuries.
To further reduce the incidence of injuries, we arestrongly committed to increasing associated training programmes
and continually implementing improvement actions.

2019 marked 10 Years of Wellness in theGroup. To commemorate the anniversary
all our properties celebrated Global
Wellness Day (8 June 2019) with a varietyof complimentary activities for both guests
and colleagues. From a meditation class
at Mandarin Oriental, Geneva to opting
for a healthier menu at Mandarin Oriental,
Bangkok, hotels organised engaging
activities to mark the special occasion.
Now in its fourth year, our annual
Colleague Wellness Week continues tobe the core driver of colleague wellness
activities held across the Group. A wide
selection of physical activities werearranged for colleagues such as aerobic
dance, meditative yoga, Pilates, Zumba
classes and even a cycling session
with the General Manager at Mandarin
Oriental, Boston. At Mandarin Oriental,
Doha, the hotel also arranged physicalfitness tests for colleagues, covering
eye exams and diabetes assessments.
Sound healing therapy, aromatherapy andmindful meditation sessions were alsoorganised to combat stress, while healthyeating classes were likewise well received.
Mandarin Oriental Hotel Group | 2019 Sustainability ReportColleagues participating in wellness activities at Mandarin Oriental, Boston (above), and Mandarin Oriental, Milan (top right)

23

Acting With Responsibility“Any global company, as we are, must be responsible, and must devote efforts toimprove the sustainability of our businesses and operations around the globe”.

Li Feng at Mandarin Oriental, Jakarta

Mandarin Oriental Hotel Group | 2019 Sustainability Report—Vincent Marot, Chief Technical Services Officer, Mandarin Oriental Hotel Group

Mandarin Oriental, tk

24

ACTING WITH RESPONSIBILITY

Carbon and Energy
In our day-to-day operations, we are particularly
conscious of our ecological footprint that impacts the
local community and the wider environment. Back in
2012, the Group had set 2020 Environmental Targets as
our long-term goals in order to drive internal changes,
adopt industry best practices and embrace innovation
to enhance operational efficiency. To ensure that weare on track to achieving these goals, we monitor thesustainability progress of our hotels through quarterly
management reviews.
Climate risk is inevitable in our business and compels us
to be proactive in reducing our carbon footprint.
Every hotel has to perform an energy audit at three-year
intervals. These provide insights about their operations
and recommended strategies going forward. The audit
is conducted based on guidelines from the American
Society of Heating, Refrigerating and Air-Conditioning
Engineers (ASHRAE)’s Procedures for Commercial
Energy Audits.

We have also implemented a Group wide standard forreporting and recording energy consumption levels, so that
we have hard data to analyse. We believe that what getsmeasured, gets managed. As a result of these reviews,
equipment efficiency performance upgrade projects are
identified and tailored to individual hotel needs.
One of our long-term goals has been to convert alllighting to light-emitting diode (LED) by 2020. The
progress has been impressive and most of the Group’s
properties are already using energy-efficient LED lighting
both in back-of-house and guest-facing areas, meaningthat in 2019 approximately 71% of our lighting needs
were fulfilled by LED.

2020
Environmental
Targets

Energy20%
Energy intensity
reduction
per square metre

On Track
19.6% reduction
from baseline 2007

However, there are still challenges to be resolved
during this upgrade process, such as compatibility withdimming light systems. We will continue our scheduled
LED installations in different properties through 2020
but acknowledge that some projects will be completed
in the years to come, in order to co-ordinate withrenovation programmes.

2020
Environmental
Targets

Carbon25%
Greenhouse Gas
Emissions intensity
reduction
per square metre

Ahead
27% reduction frombaseline 2007
Mandarin Oriental, Kuala Lumpur

Mandarin Oriental Hotel Group | 2019 Sustainability Report

25

ACTING WITH RESPONSIBILITY

Renewable Energy
We are progressively increasing our provision of renewable energy sources. Mandarin
Oriental Munich, Washington, D.C. and Milan are all using renewable energy sources fortheir electricity supply. All of our three newly-opened hotels, namely Mandarin Oriental
Wangfujing, Beijing, Mandarin Oriental, Doha and Mandarin Oriental, Dubai, haveinstalled solar thermal hot water panels to generate hot water for buildings. Mandarin
Oriental, Wangfujing also installed photovoltaic (PV) panels and generates more than
18,000 kWh electricity annually to support lighting. Since opening in March 2019, thissolar heating and electricity system has helped Mandarin Oriental Wangfujing, Beijing
save an estimated RMB113,000.

Our Carbon Zero Hotel at Santiago
Mandarin Oriental, Santiago has set
a good example of how a hotel cancontribute to a city’s sustainable
development. They engaged local
engineering talent to implement a“Heat Guard” project which optimises
the control system governing hot
water boilers. This has resulted in anatural gas saving of 31% (164 m3 ofnatural gas). This successful “HeatGuard” project was certified for anannual energy saving of 2,193,376
kWh, equivalent to 443 tons ofCO2. Mandarin Oriental, Santiago
is the first to receive this certificate
from the institution supported by
the Chilean Energy Ministry.
They also supported theirlocal electric vehicle charger
brand “ENEL X” as part of the “National Car Chargers Network of Chile”,
while an electric car charger has been installed for use by guests.
As part of the 2019 United Nations Climate Change Conference,
COP 25, Mandarin Oriental, Santiago, was one of five Chilean hotels invited
to participate in a “Hotel Carbono Zero” initiative through the “For the Planet”
programme. Taking 2018 as the baseline, the hotel’s 2019 carbon footprint wasmeasured and energy savings achieved through different initiatives was paidby “Colbun Company”, a power company, as a carbon credit equivalent3.
Moreover, the hotel was recognised with a Silver Category Energy Efficiency
performance certificate for 2019–2021. As part of the certification, Mandarin
Oriental, Santiago was given two complimentary scholarships to participate
in the Energy Manager Formation Programme, subsequently taken on by two
Engineering team members who are now recognised as “Energy Managers”.

Mandarin Oriental,
Wangfujing

Mandarin Oriental Hotel Group | 2019 Sustainability Report

26

ACTING WITH RESPONSIBILITY

Performance in 2019

Mandarin Oriental Hotel Group | 2019 Sustainability Report

Greenhouse Gas Emission Intensity(MJ/m2/year)(kg CO2-Eq/m2)

2000

178

176

182

191

186

30
193

201

205

221

215

217

244

1,573

1,548

1,562

1,567

1,727

1,746

1,750

1,732

1,355
200

1,578

1500

137

237

250

124

1,590

Our carbon footprint has been effectively controlled asa result of different greenhouse gas emission reduction
programmes, ranging from energy efficient projects
to progressive increases in the use of renewableenergy sources. In 2019, the absolute greenhouse gas(GHG) emissions generated by the Group amounted
to 143,088 metric tons of CO2 equivalent, including
reductions from renewable energy certificates (RECs).
As a round-the-clock business that provides services
in an indoor environment, electricity has always
been our primary energy consumption. Consequently
Scope 2 GHG emissions contributed 85% of the total
GHG emissions. The Group’s GHG emissions intensity
was 178 kg CO2e per square metre, representing
a 27% reduction compared to the 2007 baseline,
surpassing our 2020 goal of a 25% reduction.

Energy Intensity

1,771

Since starting our environmental management
programme in 2007, we have gradually phased out
diesel fuel for hot water and space heating, replacing
it either with gas-fired boilers or heat pumps. The last
diesel operated boiler was at The Excelsior, Hong Kongand was taken out of service when the hotel closed in
March 2019. Currently, diesel is only used as a backup in the event of gas interruption and for emergency
generators, thereby contributing less than 0.1% of our
total energy consumption in 2019.

—Peter Lofgren, Leader of Measurement and Reporting Working Group

1,909

Absolute energy consumption for the Group was
1,370TJ, a further reduction of 3.3% over 2018. Thisis the result of the partial closure of Mandarin Oriental,
Bangkok and Mandarin Oriental Hyde Park, London.

“In 2019, we launched our online Sustainability Data platform as
well as our internal Sustainability site to facilitate sustainability
performance reporting, best practice sharing, and data monitoring”.

1,958

Our energy intensity has gradually decreased since2007, with a reduction of 19.6% from the 2007
baseline by 2019. We are on track to reach our goal of
20% intensity reduction by the end of 2020.

150
1000
100

500
50

0

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 201902007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 201927

ACTING WITH RESPONSIBILITY

Water
According to Global Risk Report 20204, water crises
are one of the top ten global risks in terms of likelihoodand impact. Mandarin Oriental Hotel Group is well awareof the precious nature of water as a resource. Withextreme weather conditions such as droughts and floods
becoming more frequent, we continually seek to identify
and manage water risks through water risk assessments,
setting water conservation goals, adopting water-saving
practices and holding regular performance reviews.
The majority of Mandarin Oriental hotels are fully dependent
on municipal water supplies, which account for 94%
of our total water supply. The remaining 6% is sourced
directly from surface water, groundwater and desalination
plants. Mandarin Oriental, Bangkok relies partially on
river water, Mandarin Oriental, Canouan on desalinatedwater and Mandarin Oriental, Bodrum predominantly uses
groundwater purified by reverse osmosis.
Given that water conservation is a multi-dimensional
issue, we strive to actively engage our colleagues andguests to work together for a better future. Our water
conservation strategies at hotels are based on theprinciple of reduce, reuse and recycle.
Based on recent research5, laundry alone contributes toapproximately 16% of total water consumption in U.S.
hotels. Although most of our laundry is outsourced, we
have made efforts to reduce water usage associatedwith laundry. With the advancement of technology,
not only can laundry efficiency be improved, but water
consumption can also be drastically decreased. For

example, at Mandarin Oriental, Washington, D.C., newwashing machines were installed that have decreased
water consumption by 80%. Along with the use ofpolymer spheres, or XOrbs, linen is now washed moregently, potentially extending lifespan by 17%.
In terms of wastewater recycling, different hotels haveadopted different approaches. For Mandarin Oriental,
Doha, as part of the sustainable Msheireb Downtown
Doha development, its wastewater is treated at
Downtown Doha’s on-site water treatment plant,
currently the world’s largest of its kind, before getting
reused for district cooling and water flushing. As for
Mandarin Oriental, Hong Kong and Mandarin Oriental,
Tokyo, both recycle water from the cooling towers forwater flushing.

2020
Environmental
Targets

Water

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

On Track
16.4% intensity
reductionfrom baseline 2007

Mandarin Oriental, Bodrum
predominently uses groundwater
purified by reverse osmosis

Mandarin Oriental Hotel Group | 2019 Sustainability Report28

ACTING WITH RESPONSIBILITY

Performance in 2019

Less Water for MoreOur progress in water savings has been rewarding. In
2019, water intensity was 951 litres/guest night, marking
a 16.4% reduction from the baseline year 2007 andrepresenting a slight decrease of 0.8% compared tothe previous year. Our absolute water consumption was
3,296,310 m3, a figure that also reflected a decreaseof 6.1% compared to 2018. The gradual improvement
in water conservation was achieved mainly due toincreased water-saving awareness amongst colleagues
and guests alike. We will continue to influence andinspire our colleagues and guests to be aware of andpractise better water management.

As a hotel holding the “HQE Exploitation”(High Environmental Quality) label, Mandarin
Oriental, Paris’ building and equipment havebeen designed to maximise adoption of ecofriendly initiatives.
As almost half of the hotel’s water
consumption arises from direct use byguests, considerable efforts have been put
into water-saving measures in guestrooms, allwhilst maintaining the guest experience. For
all guestrooms, dual flushing toilet cisterns
and eco-mode handheld showers—which
use nine litres of water per minute insteadof the conventional 12—were installed.
To enhance guest awareness of water
conservation, a wooden butterfly with an ecomessage is placed on towels in the bathroom.
Guests can opt in to our linen and towel reuseprogramme by placing the wooden butterfly
on their bed. With this programme, laundryvolume has been largely reduced.

Water Intensity

2007– 2019 (litres/guest night)

951

959

938

966

939

922

1,010

1,063

1,049

1,009

1,094

1000

1,080

1,138

1200

In the back-of-house area, motionactivated sensors are installed for watertaps as a water-conservation measure. To
engage colleagues in water conservation
efforts, videos and images highlighting theimportance of water conservation are sharedprominently in colleague common areas andduring sustainability training.

800

600

400

200

0

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Mandarin Oriental Hotel Group | 2019 Sustainability Report

A wooden butterfly withan eco-message to enhance
guest awareness in use
at Mandarin Oriental, Paris

Finally, to keep its beautiful green wall
evergreen, a drip irrigation system is used.
Watering only takes place at night and in theearly morning to minimise water wastage
through evaporation.

29

ACTING WITH RESPONSIBILITY

Waste
With our commitment to a 25% reduction in waste intensity by 2020, the Group has developed action plans for morethan 30 waste categories to better segregate and divert waste away from landfill. We utilise the “Reduce, Reuse,
Recycle and Upcycle” model and support the transition to a circular economy.

2020
Environmental
Targets

Waste

25% Wasteintensity reduction
per guest night

On Track
21.3% waste intensity
reduction comparedwith 2012 baseline
Mandarin Oriental, Bangkok

Waste to Resources
From the removal of plastic straws to the switch to bagasse
takeaway containers and the replacement of plastic water bottles
by glass bottles, Mandarin Oriental, Miami has made significant
progress toward eliminating all 60 single-use plastic items
commonly found across the Group. By the end of 2019, 82% of
those commonly found single-use plastic items were replaced. To
facilitate the recycling of glass bottles, Mandarin Oriental, Miami
has installed a GLSand Machine, a compact glass bottle crusherthat reduces bottles in volume by 10:1 to a sand-like product.
The machine is designed for waste reduction, cost reduction andsustainability for food, hospitality and leisure industries. The sandgenerated is then used for the hotel’s man made beach.

Mandarin Oriental Hotel Group | 2019 Sustainability Report

The sustainableman-made beach at
Mandarin Oriental, Miami

30

ACTING WITH RESPONSIBILITY

ReduceReuse

RecycleUpcycleMinimising Resource Wastage

Giving a Second Life
to Resources

Cradle-to-Cradle

Transforming
Waste Into Material

Launch of Green Meetings
e-Newspaper, paperlessguest communications andcorporate marketing materials
Food donation to local charities
Reduction of food waste
using bio-digesters
Single-use plastic
elimination programme

Mandarin Oriental Hotel Group | 2019 Sustainability Report

Donation of reusable items
including mattresses, linens,
towels and furniture to colleagues,
communities and charity partners
Donation of used soap and bottled
amenities to Clean the World forsanitisation and repackaging before
distribution to underprivilegedin developing countries

Coffee capsule recycling
Bottle cork recycling

Repurpose used flowers assustainable gifts for our guests

Local partnership for
proper recycling of electronic
and other hazardous wastes

Upcycle of usedcooking oil into biofuel

Metals, paper, plastic and glass
bottle recycling via local partners

Donation of abalone shells to asustainable jewellery brandthat turns them into accessories
Food and green waste
composting and donation
as farm feed or fertiliser
31

ACTING WITH RESPONSIBILITY
Waste Intensity and Diversion Rate(kg/guest night and percentage)

Waste Monitoring
Based on our principle that what gets measured gets managed, the Hotel Sustainability Committees closely
monitor our waste performance at the hotel level, while the Sustainability Leadership Council do likewise at
the Group level. Best practices are shared across hotels through our internal sustainability platform, driving
improvements in their efforts to eliminate single-use plastic.
Food waste is becoming more of a focus for the Group and we are working on proactively addressing this problem
in our hotels and restaurants. We recently explored the use of a cloud-based software and artificial intelligence(AI) to intuitively identify the type of food thrown away and at what cost. The AI system produces real-time
analytical reports that pinpoint key opportunities to cut waste, as well as track and benchmark performance. Trial
participating hotels have been identified and trials are targeted to commence in 2020. If a successful Return on
Investment (ROI) trend is achieved, this will be rolled out to all of our hotels. From experience, kitchens tend to see
a 40–70% reduction in food waste within 6–12 months, generating food cost savings of between 2–8%, a change
which improves profit margins whilst enabling operations to be conducted in an ethical and environmentallyfriendly manner.

Performance in 2019
In 2019, waste landfill intensity recorded a 21.3% reduction compared to the baseline year, meaning that 2.8 kg
of waste was sent to landfill per guest night. Currently 45% of waste is diverted away from landfill. The significant
uplift of the waste diversion rate—from 18% in 2012 to almost half of the waste collected being diverted—
contributes to enhanced awareness among colleagues and the adoption of further food waste diversion initiatives.
Compared with 2018, the quantity of food waste diversion increased by 44%. Diverted food waste alone throughvarious approaches, ranging from composting through turning to animal feed and sewage, constituted 39% of thetotal diverted waste.

waste intensity
diversion rate
4.0

1,913
3.5

3.56

3.76
3.51

3.72

45%

3.69

3.45
33%

3.0

2.85
34%

2.5

35%

2.80

36%
34%

2.0

24%

1.5

25%

1.0

0.5

0.0

18%

2012

2013

2014

2015

2016

2017

2018

2019

We have also marked a decade of partnership with Clean the World where used soap and bottled amenities
are donated to the underprivileged in developing countries, helping to prevent hygiene-related illness. We havedonated around 70,000 kg of soap and bottled amenities to support Clean the World in their work since 2009,
also diverting this waste away from landfill.
We will continue to raise awareness amongst our colleagues and guests regarding saving resources, reducing
pollution and improving waste management. To challenge ourselves and to be more impactful, our hotels aredeveloping waste management initiatives that are innovative and embedded with circular economy thinking,covering aspects such as reducing, recycling and donating.

Mandarin Oriental Hotel Group | 2019 Sustainability Report

32

ACTING WITH RESPONSIBILITY

Biodiversity Conservation
Humble Honeybees
Bees visit over 90%6 of leading global crop types andpollinate 65% of all fruit and vegetables we consume.
They play a vital role in the ecosystem and their loss would
be catastrophic for farming and the global population.
In addition to the foods we eat, they also pollinate foodthat the animal food chain relies on, which we ultimately
consume. Honeybees are therefore crucial in securing ourfood supply chain. However, the global bee population
is declining at an alarming rate, attributed mainly to theloss of habitats and urbanisation. Even though the scaleof our contribution may be small, we believe that it isimportant we contribute to tackling this critical issue. As
such, we have initiated a beekeeping programme andare working towards a full commitment from all our hotels
to either invest in a minimum of two rooftop beehives orwork with a local beekeeper by the end of 2020. Currently,

Sustainable honeyfrom Mandarin Oriental, Doha

Mandarin Oriental Hotel Group | 2019 Sustainability Reportapproximately 30% of our hotels have taken part in thebeekeeping programme and on-site/off-site beekeeping
is practiced at at our hotels in Paris, Doha, Santiago andGuangzhou. The remaining hotels have put this in their2020 hotel plans. The cost of the hives can be offset by the
production of honey (whilst contributing to the increased
bee population for pollination), and is therefore beneficial
for all concerned. Our hope is that other restaurants andhotels will follow our initiative.
Honey harvested from our beehives is then served toour guests, further integrating sustainability into theguest experience. As our mission is to directly support
the bee population, we are not only driving the useof sustainable honey products but also investing in
more beehives. Doing so is not just about being agood corporate citizen but is also cost-effective for ouroperations in the long run.

Sustainable Seafood
Currently, nearly 90% of global fish stocks are fully
exploited, overexploited or depleted7. The public is
now more concerned than ever about the fragility ofthe marine ecosystem and how destructive overfishing
can be. At Mandarin Oriental, we have undertaken to
help shape a more sustainable seafood supply chain.
Consequently, in 2019 we took on as one of our 2020
goals the target of procuring sustainably-certified
seafood whenever possible, certified by the Aquaculture
Stewardship Council (ASC) or the Marine StewardshipCouncil (MSC). We believe that by increasing thedemand for sustainable seafood, we can help to drive
greater sustainability and transparency in seafood supply
chains. For the hotels that do not have sustainablycertified seafood readily available in their location, they
will be guided to source seafood items recommended
by sustainable seafood guides such as the ones byWWF, Monterey Bay Aquarium’s Seafood Watch andthe Good Fish Guide. To further support our colleagues,
we have arranged responsible procurement training for
Sustainability Champions and procurement colleagues
which includes step-by-step guidance on sourcing
sustainable seafood.
33

Working Together“As corporate citizens, we fundamentally believe that keeping
our business and supply chain free from modern slavery andhuman trafficking is our critical responsibility. Our policies andthe way we implement them underscore our firm commitment”.

—Alison Tsai, Leader of Human Rights and Inclusiveness Working Group

Mandarin Oriental, Santiago

Mandarin Oriental Hotel Group | 2019 Sustainability Report

Mandarin Oriental, tk

34

WORKING TOGETHER

Responsible Procurement
The hospitality industry is a unique business, one that involves the purchase of
thousands of different products
and services. We are conscious that every purchasing decision we make has an impact
on the environment and society. We also believe that sustainable choices require carefulconsideration of social, environmental and economic impacts.
2019 was the year we set the foundation and corporate strategy for responsible
procurement. A robust responsible procurement roadmap was therefore established to
improve our current sourcing practices.
At the corporate level, the Group has established a Responsible Procurement Policy
to ensure that purchasing decisions factor in social and environmental impact.
The policy also includes a Supplier Code of Conduct which sets out principles andminimum standards that the Group expects its suppliers to comply with and also holdtheir own suppliers and subcontractors accountable for. In support of the Colleagues’
Code of Conduct and Supplier Code of Conduct, the Group maintains a whistleblower policy to facilitate employees and suppliers to report any concerns about
malpractice.
To encourage hotels to develop strategic responsible procurement plans, a roadmap
was initiated, while training was also arranged for Hotel Sustainability Champions andassociated colleagues, in order to raise their awareness and understanding. There will
also be tools such as guidelines, policies and proceduresrolled out in 2020 that offer more detailed instruction and guidance.
On the procurement front, we are proud to announce that we have successfully
switched to purchasing 100% ethically sourced coffee, tea, vanilla and cocoa. All
suppliers or distributors have been required to provide assurances or certifications
that their produce meets our standards.
We are now expanding our focus to include other aspects of responsible sourcing
including seafood and cage-free eggs. We have started the process in Hong Kong,and we will continue to work with suppliers in all the regions in which we operate toincrease the percentage of cage-free eggs sourced globally, with a target of 100%
global compliance by 2025.

Ethically sourced chocolates

Mandarin Oriental Hotel Group | 2019 Sustainability Report35

WORKING TOGETHER

Single-use Plastic Phase-out
Plastic waste is one of the most serious environmental concerns affecting our planet today. Hotel groups are in aunique position to help decrease global plastic consumption and provide consumers with innovative single-use plastic
alternatives. As a leader in the luxury hospitality industry, Mandarin Oriental is eager to do its part and drive importantchange by eliminating all single-use plastic by the end of March 2021. This applies not just in the public spaces thatguests see, but concerns all single-use plastic items across all departments. To this end, we completed a thoroughstock inventory check to identify the most common items of single-use plastic used across our global portfolio.
A strategy for bathrooms free of single-use plastic was developed in 2019 to holistically outline MOHG’s approach tocreate a “win-win” outcome—maintaining elements both of luxury and sustainability. A new line of bathroom amenities
have now been identified and will be rolled out across the Group.
To help our colleagues identify the best eco-alternatives for different single-use plastic items, we developed a Plastic
Guide. It provides comprehensive information and considerations when selecting eco-alternatives and also recommends
the best available eco-alternatives for different items. In addition, we arranged internal training on plastic for all colleagues,
particularly our Sustainability Champions. The Group also continues to test concepts and invites colleagues from all hotels
to find solutions which can then be shared and rolled out across the Group as best practice.
To ensure we stay on track with the Group’s goal, we divided the most common single-use
plastic items into three phases of elimination. By the end of 2019, we replaced 63% of
the 60 most common items with eco-alternatives. In addition to items identified, hotels
have also started to identify and eliminate other remaining single-use plastic items,with a commitment to eliminate all of them by March 31, 2021. While our progress
is likely to be impacted by the unprecedented COVID-19 situation, we remaincommitted to our goals and to continuing our elimination process.
Leading a sizeable, critical and innovative change isnever easy. We have therefore worked closely with
our vendors and suppliers to push for best-in-classoptions and, thanks to increasing public environmental
awareness, it is encouraging to see that the suppliermarket is evolving and more eco-alternatives are
becoming available.

“We continue to push our vendors and can see alternative
options pop up more frequently now, which is encouraging”.
—Anja Luthje, Group Director of Rooms and Quality

Mandarin Oriental Hotel Group | 2019 Sustainability Report36

WORKING TOGETHER

Supporting Local Business and On-site Fresh Produce
MOHG is firmly committed to contributing to the communities where it operates,
responsibly managing its environmental impact and fulfilling its social commitments.
This key principle aligns with one of the tenets of responsible procurement, namelythat supporting local produce and purchasing helps in the fight against global
warming, reduces waste and boosts the economy. It also enhances local job creation
and wealth while strengthening the community’s cohesiveness. Naturally it also
guarantees the freshness of produce that we offer to our guests and colleagues.
Mandarin Oriental, Miami for example, added local craft beers to their menu toenhance the sense of place for guests, while Mandarin Oriental, Kuala Lumpur serves
fresh, sustainable fish from a local aquaculture farm.
Our hotels continue to provide farm-to-table food and beverage options for their guests.
For example, the organic herb and vegetable garden at Mandarin Oriental, Marrakech
regularly provides fresh harvests to serve the hotel’s restaurants, while guests at Mandarin
Oriental, Canouan are welcomed with coconuts freshly picked from their gardens.
In addition, MOHG kick-started a ‘Farm by MO’ project that built on the innovative
in-house vertical farming idea that came up during an internal colleague Hackathon
Competition to brainstorm new ideas. It developed in response to growing customer
concerns regarding issues including food sourcing and carbon footprint. Vertical farms
use a fraction of the water, land, and energy of conventional farming and can becustomised and implemented in non-revenue-generating spaces within our hotels. We
have commenced the validation process for this vertical farming technology and thesubsequent quality of its fresh produce. Any advancements will be disclosed in greater
detail in the next Report.

Local craft beers at
Mandarin Oriental, Miami

Mandarin Oriental Hotel Group | 2019 Sustainability Report

Organic vegetables at
Mandarin Oriental, Marrakech

Guests at Mandarin Oriental,
Canouan are welcomed withcoconuts freshly picked fromtheir gardens

37

WORKING TOGETHER

Serving Community
At Mandarin Oriental, we are committed to positively impacting our local communities and celebrating our cultural heritage. Rather than a top-down approach, the Group empowers
hotels to decide on their own charity partners and take part in activities that are meaningful and impactful for their local community. In particular, the Mandarin Oriental Foundation
has supported our community contributions via the FANtastic Match programme in the U.S. and via Mandarin Oriental Fellowship grants to the Asian Cultural Council. More than
US$94,000 was donated through the Mandarin Oriental Foundation in 2019.

FANtastic Match
Four charitable beneficiaries in the U.S. partnered with our four U.S. hotels in Boston, Miami, New York and Washington, D.C. in 2019 under FANtastic Match. Through volunteering,fundraising and donations, we supported causes in the U.S. for children and young people as well as food-saving initiatives such as City Harvest. From the Mandarin Oriental
Foundation’s US$94,000, US$64,000 was used to support FANtastic Match programmes.

Franciscan Children’s Charity

D.C. S.T.O.R.M.

City Harvest

Mandarin Oriental, Boston’s FANtastic Matchcharity partner, Franciscan Children’s has served
children and adolescents with complex medical,
mental health and educational needs since 1949.

Mandarin Oriental, Washington, D.C. partnered with
D.C. S.T.O.R.M. “Students Taught Organization and Respect
through Mentoring” providing positive role models to expand
horizons for inner-city middle school preteens and teenagers.

Mandarin Oriental, New York provides ‘hands on’ assistanceto City Harvest, a charity that collects excess food anddelivers it free of charge to 500 soup kitchens and other foodprograms across the five boroughs of New York City.

Mandarin Oriental Hotel Group | 2019 Sustainability Report38

WORKING TOGETHER

Mandarin Oriental Fellowship with the Asian Cultural Council

Huang-Sheng Su

The Asian Cultural Council (ACC) is a non-profit organisation founded in 1963. It aims tostrengthen international respect and understanding through the provision of grants to artists,
scholars and organisations from the U.S. and Asia. Mandarin Oriental Hotel Group has partneredwith ACC since 2005 and has established a dedicated ACC Mandarin Oriental Arts Fellowship
programme that focuses on preserving the indigenous arts, cultures, and traditions of Asia. In
2019, the Mandarin Oriental Fellowship was awarded to a Taiwanese ink painting artist,
Huang-Sheng Su. The Fellowship supported and provided opportunities for Mr. Su to meet
New York scholars and curators, to investigate contemporary art practices and ink art collectionsin the U.S. and to gain perspectives on his own work as a traditionally trained ink artist.

“The opportunity to visit artist studios is very rare in Taiwan,
but through the Mandarin Oriental Fellowship with
ACC, I was invited to visit artist studios in New York”. —­ Mr. Su
Mandarin Oriental Hotel Group | 2019 Sustainability Report

39

WORKING TOGETHERThe Fan Campaign
Our award-winning advertising campaign which launched in 2000, “He’s a Fan/She’s aFan”, simply and elegantly connects the Group’s well-recognised symbol—the fan—with
international celebrities who regularly stay at our hotels and are true fans of Mandarin
Oriental. In appreciation of their support, the Group donates to each celebrity’s individual
choice of charity. In 2019 the Group welcomed two new fans to the Group, the Oscarwinning actor, Rami Malek and visual artist, photographer and designer, Chen Man. It is
more than just a marketing campaign, however, as all celebrities are unpaid but thanked
for their participation with a donation made to the charity of their choice.

Chen ManTo find out why Rami Malek is a fan or to become a Fan of M.O. visit mandarinoriental.com BANGKOK • BARCELONA • BEIJING • BODRUM • BOSTON • CANOUAN • DOHA • DUBAI • GENEVA • GUANGZHOUHONG KONG • JAKARTA • KUALA LUMPUR • LONDON • MACAU • MARRAKECH • MIAMI • MILAN • MUNICH • NEW YORK • PARIS • PRAGUE • SANYA • SHANGHAI • SINGAPORE • TAIPEI • TOKYO • WASHINGTON D.C.

Rami Malek

Mandarin Oriental Hotel Group | 2019 Sustainability Report40

WORKING TOGETHER

Cultural Heritage Preservation
Mandarin Oriental’s widely-recognised 11-bladed fan logo isa symbolic piece of the Group’s oriental culture. In addition
to our trademark logo, all Mandarin Oriental hotels havetheir own hallmark fan to represent the unique heritage of
their property. Each fan, therefore, is a visual representationof the cultural soul of each location and invokes a sense ofplace unique to where it resides.

Mandarin Oriental,
Doha

Mandarin Oriental, Doha’s
Signature Fan
Designed locally and handcrafted by French fan
specialist, Maison Duvelleroy, Mandarin Oriental,
Doha’s fan is a celebration of Qatari identity witha mix of Middle Eastern-inspired design elements.
The burgundy tone and patterns on each of the
fan blades depict a series of connected symbols
that are intrinsic to Doha, while the tassel is abeautiful reminder of the significance of pearling to
the heritage of the city.

The following are four of the newest fans to join the
Mandarin Oriental Hotel Group.

Mandarin Oriental,
Dubai

Mandarin Oriental,
Santiago

Mandarin Oriental Hotel Group | 2019 Sustainability Report

Mandarin Oriental,
Wangfujing
41

WORKING TOGETHERFighting Hunger

Mandarin Oriental,
Paris

Mandarin Oriental,
New Yorksaves food from being
wasted and support theless fortunate through salesof surplus pastries from
Camelia Restaurant via thephone App Too Good To Go.
All proceeds are donatedto Soupe Saint Eustache, a
local non-profit organisationthat distributes meals daily
to the homeless. Colleagues
also volunteer in serving
the meals.

volunteers helped to redistribute
95,000 pounds of food to families
struggling with hunger in New York City.
The Fancy Food Show is the largest
specialty food trade show in North
America and our colleagues helped toreclaim 119 pallets of gourmet foodproducts. They also participated innutrition education and demonstrations
at mobile markets, donating volunteer
hours equivalent to US$9,990 to City
Harvest, a New York-based charity.

The Landmark
Mandarin Oriental, Hong Kong

regularly donates surplus perishable
produce to a local charity, Food Angel,that uses them to prepare meals for thecity’s underprivileged and elderly.

Mandarin Oriental,
Kuala Lumpur

has continued their support for a
local food charity called Reach Out.
Three nights a week, colleagues
join small groups of volunteers andgo out on nightly runs to handdeliver hot meals to the homeless.
Mandarin Oriental Hotel Group | 2019 Sustainability Report

Mandarin
Oriental,
Singapore

donates surplus
breads and pastries
to Food from theHeart, a non-profit
organisation devoted
to distributing food tothe less fortunate.

42

WORKING TOGETHER

Environmental Conservation
Mandarin Oriental, Bangkok participated in a clean-upof Bangkok’s Chao Phraya river. The hotel and theirneighbours cleaned up garbage from the river andsurrounding areas to promote environmental awareness,while they also introduced street food vendors to singleuse plastic alternatives.
Colleagues at Mandarin Oriental, Jakarta felt that inorder to deliver authentic destination experiences
to guests, it was important to partner with theneighbourhood and be a true part of the community.

They therefore participated in multiple regionaland national clean-up activities that collected a totalof 45,254.53 kg of litter from 133 locations acrossthe country.
Volunteers from Mandarin Oriental, Boston and Mandarin
Oriental, Doha spent time caring for companion andfarm animals at adoption centres by enhancing theirenvironment. Volunteers from Mandarin Oriental, Boston
also spent time contributing to ecological restoration
work by Emerald Necklace Conservancy that helps tokeep Boston’s 1,100 acres of parkland, named Emerald
Necklace, beautiful.

Supporting River
Clean-up in Cambodia
Pollution of water by plastic waste is a serious
global issue, especially in developing countries
where waste infrastructure lacks development.
Mandarin Oriental Hotel Group sponsored theWater Falling Festival, a plastic waste collection
campaign in Cambodia organised by Ocean
Recovery Alliance, with a US$15,000 donation.
As part of the festival, children and community
members near Tonle Sap Lake set nets to catch
plastic waste, thereby helping to protect the lake’s
biodiversity.
Caring foranimals at
Mandarin
Oriental,
Doha.
Mandarin Oriental, Bangkok
Chao Phraya river clean up
Mandarin Oriental,
Boston works with
the Emerald Necklace
Conservancy

Mandarin Oriental Hotel Group | 2019 Sustainability Report

43

WORKING TOGETHERChildren and Orphanages
Supporting children and orphanages in different parts of the world has been a key
community focus for several of our hotels. Colleagues in Mandarin Oriental, Marrakech
painted the walls of an orphanage to create a more vibrant environment for the children
living there. Mandarin Oriental, Taipei, Mandarin Oriental, Tokyo and Mandarin Oriental,
Guangzhou all organised Christmas parties and activities for disadvantaged children.
Following a successful 2019 fundraising campaign, Global F&B teams have now
contributed contributed to date almost US$110,000 for the orphans of Bangkok’s Baan
Nokkamin Foundation to date. Having started in 2016, our fundraising efforts haveexceeded our original goal of US$100,000. With our annual contributions, we are glad
to have made a difference by enabling opportunities for these underprivileged children.
Initiatives in 2019 alone included supporting a semester’s worth of education, schoolsupplies, and extracurricular sports for 153 children, ranging from primary through tohigh school ages. Our fundraising has also gone on to support young adults at Baan
Nokkamin, with 10 of 40 university students who received scholarships being on trackto earn their bachelor’s degree this year.

Children decorate
gingerbread houses
at a party at
Mandarin Oriental,
Guangzhou

In further support of our local community, Mandarin Oriental, Bangkok organised
multiple day trips in 2019, allowing 1,225 volunteers to help with the extensive
refurbishment of three schools in Ayutaya, Samut Prakan and Ratchaburi. They
committed more than 6,000 hours of work to beautify these schools.
Moving towards 2020, all hotels will be required to identify and execute a significant
social inclusion project that has maximum potential to engage both colleagues andthe community.

Colleagues of
Mandarin Oriental, Bangkok help tobeautify a local school

Mandarin Oriental Hotel Group | 2019 Sustainability Report

A holiday party for children at
Mandarin Oriental, Bangkok

44

WORKING TOGETHER

HealthSeveral hotels including Mandarin Oriental, Prague, Mandarin Oriental, Macau and The Landmark Mandarin Oriental,
Hong Kong supported the MOvember campaign, an annual charity event in support of prostate cancer that is held during
November. Through various fun internal competitions, hotels raised funds for the charity that aims to raise awareness ofmen’s health issues.

Mandarin
Oriental,
New York’s
humanribbonWe launched MOGoesPink Campaign in honour of October being
Breast Cancer Awareness Month. Hotels not only took part in the#HumanRibbonChallenge to help spread awareness about breast
cancer, but also initiated different activities to proactively engage
guests and colleagues around the subject. For example, Mandarin
Oriental, Taipei, Mandarin Oriental, Santiago and Mandarin Oriental,
Miami designed special F&B menus and donated a portion of proceeds
to breast cancer charities.

A pink tea
at Mandarin
Oriental,
TaipeiMINDSETfestive
donations

Mandarin Oriental, Canouan’sbeach side human ribbon

Mandarin Oriental Hotel Group | 2019 Sustainability Report

Mandarin Oriental contributes to parent company,
Jardine Matheson’s mental health MINDSET campaign.
The programme aims to raise public awareness andunderstanding of mental health issues, as well as
provide direct assistance to individuals, families andorganisations in need of help. Mandarin Oriental,
Singapore, The Landmark Mandarin Oriental, Hong
Kong and Mandarin Oriental, Macau all launcheddifferent projects in support of the MINDSET
programme. These ranged from festive donations andparticipation in charity walks to volunteering as Jardine
Ambassadors, all to help drive Jardine Matheson
Group’s charitable activities.

45

WORKING TOGETHER

tastic London

Following a fire at Mandarin Oriental Hyde Park, London in 2018, our colleagues spent more than
40,000 hours volunteering at local charities as a way to give back to the community. In recognitionof Mandarin Oriental, Hyde Park, London’s commitment, they were honoured with the Best CSR
Strategy award by the 2019 HR Excellence Awards for the Fantastic London campaign.
As a continuation of FANtastic London 2018, Mandarin Oriental Hyde Park, London pledged an
additional 10,000 volunteering hours in 2019. Activities included The Passage Summer Garden
Party at the College Garden in the grounds of Westminster Abbey, where the team deliveredbanqueting services including bartending, food running, van loading and washing-up. Two of
the biggest contributions were made with Oxfam, where colleagues volunteered 21,000 hours
in Oxfam shops across London, and also the Felix Project, who were supported with 6,000
hours of food sorting and redistribution. Our London team eventually volunteered a remarkabletotal of 70,000 hours of community service.

Mandarin Oriental Hotel Group | 2019 Sustainability Report46

WORKING TOGETHER

Partnership
Through partnerships with professional companies and organisations, we strive forcontinuous improvement and innovation amongst our hotels.
Examples in 2019 include Mandarin Oriental, Kuala Lumpur who signed a deal to workwith the World Wildlife Fund-Malaysia to work towards enhancing and improving theirsustainability best practices. The objective of the partnership is to improve sustainability
in four areas—reducing food waste; eliminating single-use plastic; increasingsustainable seafood procurement and using FSC-certified paper for paper products.
Mandarin Oriental, Kuala Lumpur aims to be a sustainability role model and a trailblazer
for the movement towards hotel sustainability in Malaysia.

Mandarin
Oriental,Bangkokpartnered with
Oceanic Global
for support intackling singleuse plastics.

As waste auditing is one of the effective approaches in identifying areas of improvement
in waste management, Mandarin Oriental, Bangkok partnered with Oceanic Global for
support in tackling single-use plastics. An intense 3-day training and single-use plastic
audit was conducted. Based on the plastic audit results, specific action plans weredeveloped, and a goal was set to attain the Plastic Free badge by 2020.

Sustainable seafood at
Mandarin Oriental,
Kuala Lumpur

Mandarin Oriental Hotel Group | 2019 Sustainability Report47

Becoming the Best

Mandarin Oriental, Boston

Mandarin Oriental Hotel Group | 2019 Sustainability Report

Mandarin Oriental, tk

48

BECOMING THE BESTWith our colleagues’ dedication and commitment to delighting our guests, Mandarin
Oriental hotels are renowned for luxury service and culinary excellence. In 2019, 18
Mandarin Oriental hotels received the highly-coveted Forbes Travel Guide 5-star rating. In
addition, 13 hotels have been granted Forbes’ ‘Five-Star Spa’ award, more than any otherhotel group in the world. Mandarin Oriental, Boston was also recognised as the Winnerof the World Spa Awards in the Massachusetts’ Best Hotel Spa 2019 competition. Fromfine dining to relaxed bistros, we offer a range of dining destinations spanning a world of
cuisines. With 27 Michelin stars awarded to 17 of our establishments, we are one of theworld’s most acclaimed hotel groups when it comes to recognition for our culinary offerings.
We were also delighted to be awarded the Best Luxury Hotel Brand at the APAC BusinessTraveller Awards. Mandarin Oriental, Hong Kong won Best Business Hotel in the World
while Mandarin Oriental, Kuala Lumpur took home the title of Best Business Hotel in Kuala
Lumpur at the same awards.
One of our MO Concierge colleagues in Mandarin Oriental, Geneva won the 2019 Les
Clés d’or Youth Award during the 66th International Congress of Union International desConcierges d’Hotels.
Striving to provide the most memorable home-away-from-home experience to our guests,
all our hotels underwent a revolutionary system transformation in 2019. With the new
system, internal communications have been further streamlined, further enhancing our
guests’ experience.

The team at
Mandarin Oriental
Hyde Park, London
celebrates theirFive-Star status

Mandarin Oriental Hotel Group | 2019 Sustainability Report

Mandarin Oriental, Bangkok
celebrates Forbes Five-Stars

Mandarin Oriental, Boston
mark their 5 Star honor

49

Appendices

Mandarin Oriental, Kuala Lumpur

Mandarin Oriental Hotel Group | 2019 Sustainability Report50

APPENDICES
Appendix A

Total Workforce
Total Workforce

Male

%

Female%Total

By Region

7,040

56%

5,568

44%

12,608

%

Asia

3,682

55%

3,009

45%

6,691

53%

Europe

2,043

61%

1309

39%

3,352

27%

The Americas

1,195

53%

1,052

47%

2,247

18%

Corporate

120

38%

198

62%

318

3%

By Employment Contract

7,040

56%

5,568

44%

12,608Full-time

6,731

57%

5,103

43%

11,83494%

Part-time

77

30%

178

70%

255

2%

Casual

232

45%

287

55%

519

4%

By Colleague Category

7,040

56%

5,568

44%

12,608

Line Staff

4,108

56%

3,284

44%

7,392

59%

Management

2,606

57%

1,954

43%

4,560

36%

Executive

152

55%

122

45%

274

2%
3%

Other (Casual/Trainee)

174

46%

208

54%

382

By Age Group

7,040

56%

5,568

44%

12,608Under 30

2,451

52%

2,259

48%

4,710

37%

30 to 50

3,579

59%

2,525

41%

6,104

48%

Over 50

1,010

56%

784

44%

1,794

14%

Executive Team and Board of Directors

Male

%

Female

%

Total

%

Under 30

-

-

-

-

-

-

30 to 50

1

50%

1

50%

2

14.3%

Over 50

9

75%

3

25%

12

85.7%

Europe

7

70%

3

30%

10

71.4%

North America

2

67%

1

33%

3

21.4%

Oceania

1

100%

0

0%

1

7.1%

By Age Group

By Nationality

Mandarin Oriental Hotel Group | 2019 Sustainability Report

51

APPENDICES
Appendix A

Performance Data: Turnover
New Hires

Male%

Female%Total% of Total

Hires by Age Group

3,340

54%

2,833

46%

6,173

49.0%

Under 30

1,902

52%

1,782

48%

3,684

59.7%

30 to 50

1,316

59%

926

41%

2,242

36.3%

Over 50

122

49%

125

51%

247

4.0%

Hires by Region

3,340

54%

2,833

46%

6,173

49.0%

Asia

1,351

51%

1,301

49%

2,652

43.0%

Europe

1,507

60%

1,004

40%

2,511

40.7%

The Americas

447

50%

452

50%

899

14.6%

Corporate

35

32%

76

68%

111

1.8%

Total Turnover

Male

%

Female%Total% of Total

Separations by Age Group

2,610

54%

2,227

46%

4,837

Under 30

1,376

52%

1,260

48%

2,636

54.5%

30 to 50

1,033

56%

815

44%

1,848

38.2%

Over 50

201

57%

152

43%

353

7.3%

Separations by Region

2,610

54%

2,227

46%

4,837

Asia

1,329

51%

1,279

49%

2,608

53.9%

Europe

1,038

61%

662

39%

1,700

35.1%

The Americas

220

47%

249

53%

469

9.7%

Corporate

23

38%

37

62%

60

Turnover Rate by Age Group

37.1%

1.2%

40.0%

38.4%

Under 30

56.1%

55.8%

56.0%

30 to 50

28.9%

32.3%

30.3%

Over 50

19.9%

19.4%

19.7%

Asia

36.1%

42.5%

39.0%

Europe

50.8%

50.6%

50.7%

The Americas

18.4%

23.7%

20.9%

Corporate

19.2%

18.7%

18.9%

Turnover Rate by Region

Mandarin Oriental Hotel Group | 2019 Sustainability Report

52

APPENDICES
Appendix A

Performance Data: Healthy & Safety Incidents
Performance Indicator

Unit

Region

2017

2018

2019

Safe, Sound & Sustainable
Audit Results% Compliance

Lost Time Incident Report

Lost Time Incidents/100 employees

Severity of incidents/100 employees

Mandarin Oriental Hotel Group | 2019 Sustainability Report

88.7

88.4

92.7

ALL

6.71

6.03

6.82

Asia

2.35

2.67

2.67

Europe

9.26

9.38

11.02

The Americas

20.58

15.62

15.84

ALL

24.89

27.88

28.04

Asia

17.33

20.12

13.62

Europe

48.94

41.74

47.38

The Americas

24.31

42.81

53.31

53

APPENDICES
Appendix A

Performance Data: Environmental Performance Summary
Performance Indicator

Unit

2017

2018

2019

EnergyGJ1,385,392

1,416,733

1,369,701

MMBTU

1,313,098

1,342,804

1,298,226

MJ/m2

1,562

1,544

1,562

MBTU/ft2

138

136

138

Scope 1percentage

32%

32%

31%

Scope 2

percentage

69%

68%

69%

tons (metric) of CO2e161,569

158,239

143,088

tons (US) of CO2e

178,097

174,426

157,726kg CO2e/m2

182

176

178

lb CO2e/ft2

37

36

36

Scope 1percentage

16%

16%

15%

Scope 2

percentage

84%

84%

85%
3,296,308

Absolute Energy Consumption (Actual)
Energy Intensity (Actual)

EmissionsAbsolute Emissions (Actual)
Emissions Intensity (Actual)

Water
Absolute Water Consumption (Actual)
Water Intensity

m3

3,416,030

3,511,620

million gallons (US)

903

928

871

litre/guest night

938

959

951

gallon (US)/guest night

248

253

251

Waste
Total Waste
Diverted Waste
Waste Landfill Intensity
Diversion Rate

metric tons

15,776

12,261

11,622kilopounds

34,78027,032

25,623

metric tons

5,428

4,447

5,204

kilopounds

11,967

9,804

11,473kilograms/guest night

3.69

2.85

2.80

pounds/guest night

8.14

6.28

6.17

percent

34

36

45

Mandarin Oriental, Sanya, Marrakech and Bodrum have been excluded from water intensity measures. In general, properties have been excluded if the data is distorted by major changes or abnormally high values (where, forexample, irrigation is included).
Mandarin Oriental, Canouan, Lake Como and Sanya have been excluded from the waste figures due incomplete data.
Mandarin Oriental, Bangkok and London has been excluded from all intensity measures in 2019 due to partial closure.

Mandarin Oriental Hotel Group | 2019 Sustainability Report

54

APPENDICES
Appendix B

Global Reporting Initiative Index
This report has been prepared following the Global Reporting Initiative (GRI) Standards, an internationally-recognised set of indicators for economic, environmental and social aspects of businessperformance. Details of the GRI Standards can be found at www.globalreporting.org/standards. In the GRI Index, we provide references to locate content in this report as well as provide direct answers toindicators and direct readers to external sources on our corporate website.
Indicator

Description

Location and/or Direct Answer

I. General Disclosures
Organisational Profile
102-1

Name of the organisation

About this Report (p. 4)

102-2

Activities, brands, products, and services

Corporate Profile (p. 5)

102-3

Location of headquarters

Hong Kong, SAR

102-4

Location of operations

Corporate Profile (p. 5)

102-5

Ownership and legal form

2019 Annual Report102-6

Markets served

Corporate Profile (p. 5)

102-7

Scale of the organisation

Corporate Profile (p. 5)

102-8

Information on employees and other workers

2019 Performance Tables: Total Workforce (p. 51)

102-9

Supply chain

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

102-10Significant changes to the organisationand its supply chain

The Group opened four new hotels in 2019 in Dubai, Doha, Beijing and Lake Como. At the same time, The Excelsior in Hong Kong closed forredevelopment.

102-11

Precautionary Principle or approach

Safe and Sound Programme (p. 13)
MOHG supports the precautionary approach to environmental challenges. (pp. 25–33)
Human Rights and Inclusiveness (p. 18)
Modern Slavery Statement (p. 64)
Responsible Procurement (p. 35)

102-12External initiatives

UN Sustainable Development Goals Index (p. 63)

102-13

Membership of associations

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

Mandarin Oriental Hotel Group | 2019 Sustainability Report55

APPENDICES
Appendix B

Global Reporting Initiative Index
Indicator

Description

Location and/or Direct Answer

102-14

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

Message from the CEO (p. 3)

102-15Key impacts, risks, and opportunities

Doing More for a Sustainable Future (p. 7)

102-16

Values, principles, standards, and norms of behaviour

Doing More for a Sustainable Future (p. 7)
Guest Satisfaction and Loyalty (p. 12)
Safe & Sound Programme (p. 13)
Human Rights and Inclusiveness (p. 18)
Responsible Procurement (p. 35)

102-17

Mechanisms for advice and concerns about ethics

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

Strategy

Ethics and Integrity

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

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

Mandarin Oriental Hotel Group | 2019 Sustainability Report

56

APPENDICES
Appendix B

Global Reporting Initiative Index
Indicator

Description

Location and/or Direct Answer

Stakeholder Engagement102-40

List of stakeholder groups

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

102-41

Collective bargaining agreements

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

102-42

Identifying and selecting stakeholders

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

102-43

Approach to stakeholder engagement

Primary engagement methods among key stakeholder groups include:- Guests: Guest Satisfaction Surveys, Solicitation of Direct and Targeted Feedback to Inform Quality Programmes-C olleagues: Colleague Engagement Surveys, Career Development Plans and Performance Reviews, Hotel Sustainability Committees, Safe andSound Programme, training-O wners and Developers: Close partnerships and regular communications throughout design, development, construction and management ofproperties-L ocal Communities: Participation in local Hotel Associations, Chambers of Commerce, Business Development Councils, Community Benefit
Organisations, local Heritage Preservation Initiatives, local Talent Retention and Training Organisations and local Recycling Organisations-S hareholders: Ongoing and routine discussions with our controlling shareholder Jardine Matheson Group on Financial Performance, Risk
Management and other current issues; Financial and Sustainability Reporting; Shareholder Feedback Mechanisms-V endors, Suppliers and Contractors: Supplier Meetings to discuss sustainable sourcing opportunities; Food & Beverage Conference;
partnerships with local farmers, ranchers and fisheries- Industry Peers and Trade Associations: Participation in World Travel and Tourism Council’s Task Force on Industry Strategies for Climate
Change and Industry Hotel Carbon and Water Measurement Initiatives; Monitoring and Evaluating Industry Corporate Responsibility Initiatives-N GOs and Outside Advisors: Interviews and Panel Discussions to discuss opportunities to improve Sustainability Programmes and Reports

102-44

Key topics and concerns raised

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

Mandarin Oriental Hotel Group | 2019 Sustainability Report

57

APPENDICES
Appendix B

Global Reporting Initiative Index
Indicator

Description

Location and/or Direct Answer

102-45

Entities included in the consolidated financial
statements

2019 Annual Report (“Principal Subsidiaries, Associates, Joint Ventures and Managed Hotels”, p. 77)

102-46

Defining report content and topic boundaries

About this Report (p. 4)

Reporting PracticeThe key material issues identified through the materiality assessment built the foundation of the material topics that are discussed in this report.
Additional key sustainability issues covered during on-going internal and external stakeholder engagement exercises have also weaved into different
report sections to demonstrate how we are integrating these engagements into business actions.
The materiality assessment was facilitated by a third-party consulting firm, Greenview, where the Group Sustainability Committee evaluated a seriesof sustainability topics based on the degree of the Group’s economic, social and environmental impacts (both actual and potential) and the level ofstakeholder concern for each topic. We also considered issues that are specific to the travel and tourism industry.
To validate and enhance the Committee’s preliminary assessment, we convened a stakeholder panel, which incorporated perspectives frominternationally recognised organisations
102-47

List of material topics

UN Sustainable Development Goals Index (p. 63)
Also, please refer to the Management Approach Disclosures in this GRI Content Index, where we have provided disclosures on selected economic,
environment and social topics.

102-48

Restatements of information

All historical environmental data have been restated due to the migration to the new environmental data management software.

102-49Changes in reporting

None during the reporting period.

102-50

Reporting period

Our reporting period is calendar year 2019.

102-51

Date of most recent report2018 Sustainability Report102-52

Reporting cycle

Annual102-53

Contact point for questions regarding the reportsustainability@mohg.com

102-56External assurance

We did not seek external assurance during the reporting period.

Management Approach
103-1

Explanation of the material topic and its Boundary

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

103-2

The management approach and its components

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

103-3

Evaluation of the management approach

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

Mandarin Oriental Hotel Group | 2019 Sustainability Report58

APPENDICES
Appendix B

Global Reporting Initiative Index
Material Aspects

GRI Indicators

Location and/or Direct Answer

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

201

Management approach disclosure

2019 Annual Report

201-1

Direct economic value generated
and distributed

2019 Annual Report (Financial Statements, pp. 33–75)

201-2

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

In the World Economic Forum’s Global Risks Report 20208, risks associated with climate change were named among the world’s top five risks interms of likelihood and potential impact.
Changing climate patterns may cause an increased occurrence of droughts, hurricanes and typhoons, risks affecting our infrastructure, ourcolleagues’ livelihoods, our guests’ travel plans and the health of our communities.
With oversight from the Group’s Risk Management Committee, enterprise risks are assessed and reviewed annually and shared with the Board’s
Audit Committee. In addition to enterprise risks, local risk assessments are conducted by each property. Based on these risk assessments,
business continuity plans are updated for each property. Business continuity plans consider a series of property-specific risks, which includes
terrorism, contagion and extreme weather events.

Indirect Economic
Impacts

Anti-Corruption

201-3

Coverage of the organisation’s
defined benefit plan obligations

2019 Annual Report (Pension plans, pp. 57–60)

203

Management approach disclosure

Doing More for a Sustainable Future (p. 7)
Responsible Procurement (p. 35)
Serving Community (p. 38)

203-1

Infrastructure investments andservices supported

2019 At a Glance (pp. 9–10)
Serving Community (p. 38)

204

Management approach disclosure

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

204-1

Communication and training on anticorruption policies and procedures

Mandarin Oriental Hotel Group | 2019 Sustainability Report

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

59

APPENDICES
Appendix B

Global Reporting Initiative Index
Material Aspects

GRI Indicators

Location and/or Direct Answer

ENVIRONMENTAL
EnergyWater

Biodiversity

EmissionsEffluents andWaste

Supplier
Environmental
Assessment

302

Management approach disclosure

Carbon and Energy (p. 25)
Renewable Energy (p. 26)

302-1

Energy consumption within theorganisation

Performance in 2019: Carbon and Energy (p. 27)
Performance Data: Environmental Performance Summary (p. 54)

302-3

Energy intensity

Performance in 2019: Carbon and Energy (p. 27)
Performance Data: Environmental Performance Summary (p. 54)

303

Management approach disclosure

Water (pp. 28–29)

301-3

Water withdrawal by source

Performance in 2019: Water Consumption (p. 29)
Performance Data: Environmental Performance Summary (p. 54)

304

Management approach disclosure

Biodiversity Conservation (p. 33)
Serving Community (p. 38)

304-1

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

Biodiversity Conservation (p. 33)

305

Management approach disclosure

Carbon and Energy (p. 25)
Renewable Energy (p. 26)

305-1

Direct greenhouse gas (GHG)
emissions (Scope 1)

Performance Data: Environmental Performance Summary (p. 54)

305-2

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

Performance Data: Environmental Performance Summary (p. 54)

305-4

Greenhouse gas (GHG) emissions
intensity

Performance in 2019: Carbon and Energy (p. 27)
Performance Data: Environmental Performance Summary (p. 54)

306Management approach disclosure

Waste (pp. 30–32)

306-2

Waste by type and disposal method

Performance in 2019: Waste Intensity and Diversion Rate (p. 32)
Performance Data: Environmental Performance Summary (p. 54)

308Management approach disclosure

Responsible Procurement (p. 35)

308-1

New suppliers that were screenedusing environmental criteria

Responsible Procurement (p. 35)

Mandarin Oriental Hotel Group | 2019 Sustainability Report60

APPENDICES
Appendix B

Global Reporting Initiative Index
Material Aspects

GRI Indicators

Location and/or Direct Answer

SOCIAL
Employment

Occupational
Health and
SafetyTraining and
Education

401

Management approach disclosure

Human Rights and Inclusiveness (p. 18)

401-1

Employee turnover

Talent Engagement: Colleague Engagement and Turnover (p. 19)
Performance Data: Turnover (p. 52)

403

Management approach disclosure

Safe and Sound Programme (p. 13)
Health and Safety (p. 23)

403-2

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

Health and Safety (p. 23)
Performance Data: Health and Safety Incidents (p. 53)

404

Management approach disclosure

Sustainability Engagement (p. 19)
Training and Development (pp. 21–22)

404-2

Programmes for upgrading employee
skills and transition assistanceprogrammes

Training and Development (pp. 21–22)

404-3

Percentage of employees receiving
regular performance and careerdevelopment reviews

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

Diversity and
Equal
Opportunity
Human Rights
Assessment

405

Management approach disclosure

Human Rights and Inclusiveness (p. 18)

405-1

Diversity of governance bodies andemployees

Performance Data: Total Workforce (p. 51)(Additional information on our Board of Directors can be found in the “Investors” section of our corporate website.)

412

Management approach disclosure

Human Rights and Inclusiveness (p. 18)
Responsible Procurement (p. 35)

412-2

Employee training on human rights
policies or procedures

Human Rights and Inclusiveness (p. 18)
Modern Slavery Statement (p. 64)

Mandarin Oriental Hotel Group | 2019 Sustainability Report

61

APPENDICES
Appendix B

Global Reporting Initiative Index
Material Aspects
Local
Communities

Supplier
SocialAssessment

Customer
Health and
SafetyCustomerPrivacyGRI Indicators

Location and/or Direct Answer

413

Management approach disclosure

Serving Community (pp. 38–47)

413-1

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

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

414

Management approach disclosure

Human Rights and Inclusiveness (p. 18)
Responsible Procurement (p. 35)

414-1

New suppliers that were screenedusing labor practices criteria

Human Rights and Inclusiveness (p. 18)
Responsible Procurement (p. 35)

416Management approach disclosure

Safety and Security (p. 13)
Health and Wellness (pp. 15–16)

416-1

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

Safe and Sound Programme (pp. 13)
Health and Wellness (pp. 15–16)

418

Management approach disclosure

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

418-1

Substantiated complaints regarding
breaches of customer privacy andlosses of customer data

Mandarin Oriental Hotel Group | 2019 Sustainability Report

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

62

APPENDICES
Appendix C

UN Sustainable Development Goals Index
Mandarin Oriental Hotel Group aims to align its sustainability strategies, programmes and reporting with the UN Sustainable Development Goals—a plan of action for sustainable development thatemphasises people, planet, prosperity and partnerships. The UN Sustainable Development Goals include 17 goals and 169 targets. For additional information, please visit: https://sustainabledevelopment.
un.org/sdgs. To assist readers, the UN Sustainable Development Goals Index provides page references to corresponding initiatives and efforts that can be found in our 2019 Sustainability Report.
Goal

Topic

Location

Goal 1No Poverty

Supporting Local and On-site Fresh Produce (p. 37)

Goal 2

Food

Waste (pp. 30–32)
Biodiversity Conservation (p. 33)
Fighting Hunger (p. 42)

Goal 3

Health and Well-Being

Health and Wellness (pp. 15–16)
Health and Safety (p. 23)
Health (p. 45)

Goal 4

Education

Training and Development (pp. 21–22)
Children and Orphanage (p. 44)

Goal 5

Gender Equality

Human Rights and Inclusiveness (p. 18)

Goal 6Water

Water (pp. 28–29)

Goal 7

Clean Energy

Renewable Energy (pp. 26–27)

Goal 8Decent Work and Economic Growth

Health and Safety (p. 23)
Responsible Procurement (p. 35)
Supporting Local and On-site Fresh Produce (p. 37)
Becoming the Best (p. 49)

Goal 9Industry, Innovation and Infrastructure

Carbon and Energy (pp. 25–27)

Goal 10

Diverse and Inclusive Colleagues

Human Rights and Inclusiveness (p. 18)

Goal 11

Sustainable Cities

Sustainability Initiatives (p. 14)
Carbon and Energy (pp. 25–27)
Waste (pp. 30–32)
Mandarin Oriental Fellowship with Asian Cultural Council (p. 39)
Cultural Heritage Preservation (p. 41)
Becoming the Best (p. 49)

Goal 12

Responsible Consumption and Production

Waste (pp. 30–32)
Responsible Procurement (p. 35)

Goal 13

Climate Change

Sustainability Initiatives (p. 14)
Carbon and Energy (pp. 25–27)

Goal 14

Life Below Water

Sustainable Seafood (p. 33)
Single-use Plastic Phase-out (p. 36)

Goal 15

Biodiversity

Biodiversity Conservation (p. 33)
Environmental Conservation (p. 43)

Goal 16

Peace, Justice and Strong Institutions

Human Rights and Inclusiveness (p. 18)
Responsible Procurement (p. 35)
Modern Slavery Statement (p. 64)

Goal 17

Partnerships for the Goals

Waste (pp. 30–32)
Partnership (p. 47)

Mandarin Oriental Hotel Group | 2019 Sustainability Report

63

APPENDICES
Appendix D

Modern Slavery Statement
This statement is made by Mandarin Oriental (UK) Limited and Mandarin Oriental Hyde Park Limited (“MOUK”) pursuant to the UK’s Modern Slavery Act 2015 for its financial year ending 31 December 2019.
MOUK is part of Mandarin Oriental Hotel Group (the “Group”) and its ultimate parent company, Mandarin Oriental International Limited, is incorporated in Bermuda and has a standard listing on the London
Stock Exchange, with secondary listings in Bermuda and Singapore, and is a member of the Jardine Matheson Group. The Group is an international hotel investment and management group which owns,
manages and operates 32 hotels and 7 residences in 23 countries and territories in Asia-Pacific, Europe, Middle East and the Americas.
The statement provides the measures taken by MOUK to ensure that its business and supply chain remain free from modern slavery and human trafficking. MOUK does not operate a UK website, andthis statement will be included in the Group’s Annual Sustainability Report published each year on the Group’s website operated by Mandarin Oriental Hotel Group Limited, the operating entity of its officeheadquarters based in Hong Kong. This statement has been approved by the board of directors of MOUK on 15 May 2020.
The Group aims to operate in a manner consistent with the United Nations Universal Declaration of Human Rights and with the International Labour Organization’s Fundamental Conventions regarding child andforced labour, wages and working hours, health and safety, freedom of association and non-discrimination. The UN’s Sustainable Development Goals serve as an important reference point for the Group as we
execute our sustainability policy and programmes.
The following policies demonstrate the Group’s commitment to the above:- The Code of Conduct incorporated into every employee’s employment contract requires all hotels, regional offices and corporate offices to comply with all applicable laws and regulations and to maintainproper standards of business conduct.
- The Group has established a Responsible Procurement Policy to ensure purchasing decisions are made respecting human and labour rights. The policy also includes a Supplier Code of Conduct, which sets
out the principles and the minimum standards that the Group expects its suppliers to comply with and to hold their own suppliers and subcontractors accountable, including ethical practices and compliancewith all applicable legislation such as the Modern Slavery Act in the UK.
- In support of the Group’s Code of Conduct and Supplier Code of Conduct, the Group has established whistleblowing policies to facilitate employees and suppliers to report their concerns, including a “SpeakUp” platform operated by Deloitte which offers three channels for reporting serious and genuine concerns about malpractice at the earliest practicable stage so we can take appropriate action: dedicated tollfree whistleblowing telephone lines; website (https://secure.deloitte-halo.com/MOHGSpeakUp); and email. The MOHG Speak Up website is available in 12 languages and toll-free telephone lines are available
in 24 locations and 10 languages.
- All hotels are required to comply with Group Policies and Procedures, including the Group Security Operations Manual which sets out indicators of potential victims of human trafficking and suggested responses.
The Group’s initiatives on human rights including modern slavery are overseen by our 4-tiered Group Sustainability Governance Structure, headed by the Executive Advisory Panel consisting of the Group’s CEO
and key senior management personnel. They define the key priorities for the Group and provide both resources and accountability mechanisms, while regular Panel meetings are held to review progress in oursustainability priorities. Next, a Sustainability Leadership Council consists of colleagues at the Group and property levels that lead working groups with thematic priorities. The Working Group on Human Rights andInclusiveness (which focuses on modern slavery, amongst others) includes senior stakeholders from Legal, Finance, Human Resources, Learning and Development, Sales and Marketing and Operations, to ensure athorough understanding and evaluation of risks associated with modern slavery.
Externally, we work closely with a number of NGOs both locally and on a Group-wide level, including the Mekong Club and participate in its regular Hospitality Roundtable meeting to discuss initiatives withindustry peers. In October 2019, the Mekong Club presented training on modern slavery to management at Mandarin Oriental, Singapore. Modern slavery awareness training is scheduled to be rolled out to
Mandarin Oriental Hyde Park, London and also to the Group’s corporate office in London in 2020. Further, our Learning & Development department is working with a sustainability consultant to include modern
slavery in their annual training in 2020.
Mandarin Oriental Hotel Group is strongly opposed to all forms of modern slavery, and as part of our sustainability initiatives we will continue to enhance our awareness training and collaborate with external
experts to identify risks and implement solutions to tackle the evil of human trafficking.
JAMES RILEY
Chief Executive Officer
15 May 2020
Mandarin Oriental Hotel Group

Mandarin Oriental Hotel Group | 2019 Sustainability Report64

APPENDICES

Endnotes
1

The UN Sustainable Development Goals include 17 goals and 169 targets. For additional information, please visit: https://sustainabledevelopment.un.org/sdgs.

2

Average elimination success across operating hotels

3

These carbon credits are excluded from our emission calculations.

4World Economic Forum. “Global Risks Report 2020” January 2020. https://www.weforum.org/reports/the-global-risks-report-2020

5

EPA Gov. “Saving Water in Hotels.” March 2016, https://www3.epa.gov/watersense/commercial/docs/factsheets/hotels_fact_sheet_508.pdf

6Pollinators, Pollination and Food Production The Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES)

7

Environment and Natural Resource Security, World Economic Forum, https://www.weforum.org/agenda/2018/07/fish-stocks-are-used-up-fisheries-subsidies-must-stop/

8

World Economic Forum. “Global Risks Report 2020” January 2020. https://www.weforum.org/reports/the-global-risks-report-2020

Mandarin Oriental Hotel Group | 2019 Sustainability Report65