Sustainability

Building our Sustainability Strategy

Sustainability Leadership Council

The SLC has senior-level membership from across the Group’s businesses and was formed with the aim of providing a forum for sharing knowledge, developing joined-up sustainability strategies and helping to mobilise activities to achieve them. It was also created to provide a sound structure for supporting and coordinating sustainability efforts across the Group.

The membership of the SLC consists of the chief executives or other members of the leadership teams of all of our principal businesses, together with the majority of the executive directors of Jardine Matheson and heads of Group functions. A Non-executive Director of Jardine Matheson is also a member. The SLC is supported by an external adviser.

From the first meeting of the SLC in July 2019, it was clear that there was a high level of enthusiasm and energy in all our businesses for developing a more coordinated sustainability approach on a Group-wide basis and for increasing the collaboration between our Group businesses.

It was also clear that each of our businesses believes that sustainability should be a fundamental part of how they do business and should be closely linked to their purpose and strategy, and that there is a real opportunity to rapidly progress sustainability performance.

In order to progress the Group’s sustainability strategy, it was recognised that it would be necessary to establish a number of ‘sustainability management’ building blocks, including a review of material sustainability issues, ensuring that the sustainability strategy of each business is aligned with its corporate strategy, suitable infrastructure for managing the delivery of the sustainability agenda and a governance system to underpin all these things and enable the Group and its businesses to ensure they deliver results and monitor and report on performance effectively.

Our Group Sustainability Strategy

The first stage in developing our sustainability strategy was to develop a framework, which was informed by a materiality assessment of key Group-wide issues. These issues were identified and prioritised with feedback gathered from each of our Group businesses. From the start it has been important to engage colleagues and involve them in the development and execution of our sustainability agenda, and an important first step in doing this was an employee ‘pulse check’ survey carried out in January 2020. This survey gathered feedback from colleagues from across the Group’s businesses on what they saw as the most important sustainability priorities for the Group. Over 5,000 colleagues responded and more than 1,000 of them also said that they would like to get more involved in the development and implementation of our sustainability agenda.

The framework evolved into a detailed sustainability strategy, which was approved by the SLC in January 2020. The aim of the strategy is to identify, prioritise and effectively manage material sustainability issues across our businesses and to enable our businesses to take advantage of new sustainable opportunities. We believe that this proactive approach to sustainability will mitigate risks and strengthen the competitiveness of our businesses by engaging our people, deepening relations with key stakeholders, and inspiring innovation. There is clearly greater value to be had in our businesses driving a sustainability agenda forward together, than in each of them working on a standalone basis. This strategy is also a key part of future-proofing our business.

The strategy, which we have called ‘Building Towards 2030’, has three core pillars: Leading Climate Action, Driving Responsible Consumption and Shaping Social Inclusion. There are a number of focus areas under each of the three pillars. The diagram below summarises the strategy:

The strategy is aligned with the UN’s Sustainable Development Goals (‘UN SDGs’), which are an internationally-recognised framework for sustainability efforts by corporates and governments. The UN SDGs which we believe have the greatest relevance for most of our businesses are:

SDG 3

Good Health and Wellbeing

SDG 4

Quality Education

SDG 8

Decent Work and Economic Growth

SDG 12

Responsible Consumption and Production

SDG 13

Climate Action

Leading Climate Action

We believe that addressing the climate issue is critical to the social, physical and economic wellbeing of the communities in which we operate. Our commitment to leading climate action, therefore, involves two specific areas of focus: climate risk management and decarbonisation.

Climate risk management involves mapping climate risk and developing mitigatory measures to future-proof our business from both physical risk (how a changing climate impacts on our assets) and transition risks (which include the impact of changing regulation, technology and markets, and reputational risks linked to our actions).

Decarbonisation requires the calculation and reporting of carbon inventories for each of our businesses. This will specifically involve a focus on Scope 1 and 2 emissions initially. The Group will consider a range of actions to address the need for decarbonisation of our businesses. In 2021, we will study carbon targets and formulate decarbonisation strategies at Group and business levels.

By driving the agenda on climate risk management and decarbonisation, we aim to build climate resilience within the Group’s businesses by formulating strategies that address both climate mitigation and climate adaptation.

Shaping Social Inclusion

Social Inclusion is a broad pillar involving three core elements of social and economic sustainability: Health, Education and Livelihood.

In the context of our sustainability strategy, these three elements are both internal-facing (focused on our colleagues) and external-facing (focused on our communities).

Our Health agenda will encompass the health, safety and wellbeing of our people, our suppliers, our customers and our communities, and include both physical and mental health.

We will focus on:

• encouraging the adoption of healthy and safe behaviours; and
• promoting a culture of health and safety within our businesses.

Education involves supporting the development of human capital within our sphere of influence, again looking both internally to our colleagues and externally into our communities.

We will focus on:

• providing our colleagues with continuing learning and development opportunities; and
• identifying and delivering support to meet the educational needs of our communities, in order to contribute to wider social and economic wellbeing.

Livelihood refers to our commitment to do business in a way that ensures access to opportunities that improve people’s quality of life, working with and for our colleagues and our wider communities.

We will focus on:

• supporting quality of life through the provision of active programmes that address community-relevant needs; and
• providing relief in response to natural disasters by making available our skills, networks and in-kind donations, where appropriate.

We will underpin the three core elements of our social inclusion strategy with a range of actions to help drive forward the social inclusion agenda, including structured volunteering initiatives in each of our businesses; collaborations and partnerships; and advocacy.

Responsible Consumption

Responsible consumption focuses on the active management and reduction of negative impacts in the areas of plastic, food and nature. Overall, this pillar addresses resource efficiency, in support of what is increasingly known as the circular economy.

We will focus on:

• Plastic is an important environmental challenge that all of our businesses need to address. The actions which our businesses may take include:
• measuring plastic waste streams;
• taking action to reduce waste to landfill, incinerator, or the natural environment;
• increasing the use of recycled materials;
• sourcing longer-life products, where possible; and
• developing a strategy to reduce single-use plastics in our operations.
• Reducing food waste needs to be a priority in all stages of the food eco-system, and our retail, restaurant and hotel businesses in particular have a great opportunity to take action in areas including reducing food waste and strengthening food systems. This may include:
• measuring food waste streams and sustainable food procurement;
• taking action to reduce food waste;
• identifying opportunities to strengthen food security in supply chains;
• educating customers about the importance of reducing food waste;
• sourcing and procuring more sustainable food options; and
• educating customers about sustainable food options.
• Nature addresses the topic of biodiversity, which is directly relevant to several of our businesses and their supply chains, and is an increasingly important focus more generally. The areas of focus which our businesses may explore include:
• developing strategies and/or plans in our operations and the land we own or occupy to protect local biodiversity; and
• exploring nature-based solutions to address climate change and other environmental challenges.

Individual Business Sustainability Strategies

Following the adoption of the Group sustainability strategy – Building Towards 2030 – each of the Group’s businesses which did not yet already have a sustainability strategy framework in place developed one during 2020, in each case aligned with the Group sustainability strategy. Our businesses are using these strategy frameworks to shape their future sustainability activities.

From the start we have emphasised the importance of each of our businesses taking the lead in driving forward their own sustainability agendas, within the framework of the individual sustainability strategies they have implemented, which in each case reflect what matters to their business at an industry and market level. The role of the Group is to support, encourage and advise our businesses as they do this.

Putting Sustainability at the Core of our Businesses

Sustainability Framework

We recognise that the challenges our businesses and the Group face in rolling out their sustainability strategies will be significant, and it will be necessary to integrate an effective response to the climate, social and other risks they face into both their enterprise risk management approach and their wider strategy. In effect, sustainability needs to become a core part of how we do business and intrinsically linked to strategy and business planning.

With this in mind, we have adopted a Sustainability Framework, which will both guide and underpin our sustainability efforts, integrating sustainability across all facets of our businesses and all levels of decision-making.

Group Sustainability Implementation Structure

Strong governance is a key element of an effective sustainability approach and we are putting in place an implementation structure which starts with the sustainability approach taken by each of our businesses and creates the opportunities for collaboration between them. It also provides support and oversight from the Group to ensure that our businesses stay focused on implementing their respective sustainability strategies.

The implementation structure is summarised in this diagram:

Individual Businesses

The role of each of the businesses is to:

• develop and adopt a sustainable business model;
• develop and implement a sustainability strategy, which is aligned with the Group’s strategy;
• set sustainability metrics and targets to address material issues and to support improved sustainability ratings;
• disclose performance to the Group and to external stakeholders;
• include a sustainability budget in the annual business budget;
• regularly report on sustainability progress to their respective Boards; and
• encourage collaboration with other businesses and provide relevant support and expertise to the Sustainability Working Groups.

Sustainability Working Groups

Sustainability Working Groups (‘SWGs’) are being established to support each of the three pillars of the sustainability strategy. They will drive activity across the Group in each of the three pillar areas and will also provide support to our businesses in developing and implementing their sustainability agendas.

The first of these working groups, the Climate Action Working Group, started to operate in early March 2021.

The members of the SWGs are colleagues from each of our businesses who are responsible for driving the related sustainability topics within their organisation. There is also representation from the centre of the Group. The primary objectives of each SWG are:

(i) to shape the agenda in their respective pillar area, in order to help improve the performance of our businesses and the Group. This will include providing support to businesses in setting appropriate metrics, gathering data to measure performance against those metrics and reporting against that performance;

(ii) to develop and drive Group-wide initiatives that will strengthen collaboration between businesses; and

(iii) to share knowledge and experience across businesses. The chairs of the SWGs will provide regular updates to the SLC.

Sustainability Leadership Council

The role of the SLC is to support and coordinate substainability efforts across our Group businesses, by:

• facilitating the sharing of knowledge and experience between businesses and the upskilling of businesses on relevant issues;
• helping our businesses mobilise activities in order to achieve their sustainability strategies;
• reviewing and approving Group sustainability policies and Group-wide initiatives;
• reviewing and discussing Group-wide sustainability risks and opportunities;
• reviewing and discussing the Group’s sustainability performance; and
• keeping the Jardine Matheson Board updated on all relevant sustainability-related matters.

Group Sustainability Capability

The Group Sustainability Capability is responsible for developing and managing the Group’s sustainability agenda. The team coordinates with representatives from individual businesses to facilitate cross-Group activity and works with Group functions to offer support and advice on sustainability matters such as metrics, budgets and reporting.

The team also monitors and identifies sustainability-related financial risks and opportunities, engages stakeholders on sustainability-related matters and coordinates the provision of sustainability expertise (either internal or external) and support to businesses.

Capital Allocation

Given the material nature of sustainability issues, the Group intends to integrate sustainability considerations and analyses into future capital allocation decisions. Our businesses are also encouraged to integrate material sustainability considerations into their capital allocation decisions.

Enterprise Risk Management

Sustainability issues are increasingly a material risk to our businesses and will therefore be integrated into risk management processes. We will aim to understand and report on current and emerging sustainability-related risks and articulate how the risks are being mitigated.

Budget process and Board reporting

Sustainability was for the first time this year an explicit focus of the budgeting and strategy process for each of our Group businesses. Each business included in its budget submissions an overview of how it intended to incorporate sustainability into its wider strategy plans and how those plans would drive sustainable growth. They also identified new business opportunities which were supporting or driven by sustainability.

Each business now brings regular updates to their board on the progress they are making in delivering their sustainability agenda.

Metrics and Reporting

ESG factors are becoming increasingly important in how the commercial success of businesses is measured. Climate and resource use are becoming key focus areas, while societal impact affects the ability of companies to win customers, recruit employees and retain their licence to operate. Good governance is essential to ensuring that businesses make good decisions around these issues and maintain trust. These transformational shifts mean that corporate reporting must demonstrate value beyond the financial accounts.

This will require Jardines and our Group companies to identify measurable metrics relating to ESG performance and to collect necessary information to show performance against those targets. We will also need to report those results in an effective and transparent manner.

In this year’s annual report we are focusing on showing the direction of travel and demonstrating the progress that has been made in shaping and implementing our sustainability approach. In subsequent years, starting with next year’s annual report, our sustainability disclosure will focus in increasing detail on performance against appropriate metrics.

Later in 2021, we also plan to expand the disclosure on our corporate website to provide more information about what is being done on sustainability across the Group.

Bringing Sustainability to Life – our People

In order successfully to involve colleagues and bring our sustainability strategy to life, we believe that we need to follow a grassroots approach which allows people at all levels of the organisation to engage as individuals. Colleagues must be given a voice in developing and implementing the sustainability agenda and we must facilitate the involvement of our colleagues in all aspects of our sustainability activity.

Volunteering is an important colleague engagement tool and we want to make it an intrinsic part of how each of our businesses delivers its sustainability agenda, with clear buy-in from senior management and leadership from the top, in order to really create impact with colleagues.

We are developing a blueprint for each of our businesses to use in rolling out a colleague volunteering programme. We held a workshop in November 2020 with participation from all the Group’s businesses, in order to scope out the key issues which need to be addressed in developing a volunteering blueprint, and working groups have since then been developing thinking on each of the elements of the blueprint (toolkit, partnering, communication and technology). The blueprint will be launched early in the second quarter of 2021 and a pilot programme involving several of our businesses will be rolled out thereafter.

WBCSD

During the year Jardines joined the World Business Council for Sustainable Development (WBCSD), a global, CEO-led organisation of over 200 leading businesses from all sectors and all major economies which work together to accelerate the transition to a sustainable world.

WBCSD aims to help make its member companies more successful and sustainable by focusing on the maximum positive impact they can make for shareholders, the environment and societies. It facilitates the sharing of knowledge and experience between member companies and also supports a number of projects and working groups addressing all aspects of sustainability.

2021 Priorities

Significant progress has been made in developing the Group’s sustainability agenda in the past year or so, but there is more to do. Key priorities for 2021 will be:

(i) ensuring our businesses drive forward their sustainability strategies and take meaningful action to implement them.

(ii) bedding in the Sustainability Framework to support our sustainability strategy;

(iii) identifying the right metrics and targets to demonstrate progress against the Group’s sustainability objectives and measuring against those metrics, together with effective reporting of the Group’s sustainability strategy and its implementation; and

(iv) achieving high levels of engagement by colleagues in developing and delivering the sustainability agenda and bringing sustainability to life. This will include effectively communicating what the Group and its businesses are doing.

Our Sustainability Activity Over the Past Year

The impact of COVID-19 has shone a spotlight on the importance of helping the most needy in our communities to survive these tough times, and this was a key element of our sustainability focus across the Group in 2020. The following section highlights some of the inspiring stories from our businesses focused on addressing the challenges of the pandemic. The remaining sections of this sustainability report summarise other sustainability initiatives which have been progressed in the past year, organised by reference to the three pillars of our sustainability strategy: shaping social inclusion, driving responsible consumption and addressing climate change.

Community Care during COVID

In Hong Kong, the Jardine Matheson Group donated 179,000 face masks and 30,000 bottles of hand sanitiser to health care workers and communities-in-need through 22 NGOs to help limit the spread of coronavirus. In addition, the Go Green Team of the Group, together with Maxim’s Group, organised a Surplus Donation Programme to collect toys and small electronic appliances, as well as non-perishable food items, to donate to those who are in most need through three local NGOs. This programme has been supported by all our businesses across 28 locations in Hong Kong and was also extended to over 40 of Hongkong Land’s retail tenants.

Through the ‘Heartfelt Give-Back’ Programme, Wellcome donated US$129,000 cash vouchers and one million meal vouchers to those most in need in Hong Kong, collaborating with over 70 charity partners who are helping to identify 250,000 beneficiaries for the voucher donations.

Members of the Gammon Young Professionals Group, colleagues and their children, together with a number of NGOs, distributed face coverings and hand sanitiser to low-income families and the elderly.

On the Chinese mainland, Mannings Guangzhou set up a ‘Love Relay Station’ for sanitation workers, couriers and city management staff. The station provided free drinks, food, and epidemic prevention products. Zung Fu China initiated a joint donation campaign with customers to donate medical materials to hospitals. A free fleet service was formed to pick up customers from blood donation centres.

In Indonesia, the annual Astra Terpadu Untuk (SATU) Indonesia Awards (Astra’s Unified Spirit for Indonesia) added a special category of ‘Selfless Heroes of the COVID-19 Pandemic’ this year to give special appreciation to five young individuals who have been extraordinarily selfless in their efforts to prevent the further spread of COVID-19, while alleviating the disease’s social impacts across Indonesia. Hero Group partnered with Human Initiative to launch online learning centres in two cities. The centres, which were equipped with smartphones, laptops and free internet access, helped underprivileged students impacted by school closures to continue their studies online. Funds for this programme were raised through a customer donation initiative run by Giant and Hero stores.

Giant Malaysia collaborated with The Lost Food Project in organising a community programme for the underprivileged which provided monthly support while the Movement Control Order continued.

Colleagues in Jardine Schindler Group (‘JSG’) Myanmar donated dinner boxes to health professionals from Yangon General Hospital who are supporting COVID-19 prevention and control. The team also contributed donations to purchase ambulances to carry COVID-19 patients, via Clean Yangon, a community support organisation.

Jardine Engineering Corporation Thailand made a donation to several local hospitals to purchase protective equipment for medical professionals. Staff also volunteered to set up a patient monitoring system in hospitals treating COVID-19 patients.

In Singapore, Jardine Cycle & Carriage (‘JC&C’) and its 100%-owned subsidiary, Cycle & Carriage Singapore, jointly raised US$62,000 for REACH Community Services Society’s ‘Be Our Beacon of Hope’ fund, which supports over 4,000 low-income families and isolated seniors.

Jardine International Motors (‘JIM’) in Singapore also organised a fund-raising campaign to support ‘Be Our Beacon of Hope’ fund.

Jardine Restaurant Group (‘JRG’) mobilised its extensive store network to support the communities in which they operate. The business contributed more than 31,900 meals with a value of US$320,000 to medical staff and the vulnerable across Hong Kong, Myanmar, Taiwan and Vietnam. In addition, the company set up a corporate-sponsored Employee Supporting Fund to provide financial assistance for employees in need.

Mandarin Oriental launched a number of initiatives across its global network during the pandemic to support local communities and health care workers, ranging from special accommodation rates for healthcare workers to delivering meals to hospitals and homeless shelters.

Shaping Social Inclusion

There was a large range of activity during 2020 under the three focus areas of our social inclusion pillar: health, education and livelihood.

Health

MINDSET Mental Health Programme

MINDSET is a registered charity in Hong Kong founded by the Group in 2002, focused on making a positive and sustainable difference in mental health – a vitally important yet underresourced area of global concern.

With operations in Hong Kong and Singapore, we collaborate with a number of mental health organisations and NGOs, advocacy groups and corporate partners, with the aim of raising awareness and changing perceptions and attitudes around mental health. Our mission is to challenge stigma through the education and empowerment of individuals to enable them to share with, and support, one another. We also provide direct assistance to people with mental ill-health.

Hong Kong

The inaugural MINDSET/Mind HK Youth Mental Health Conference, the flagship project of the partnership which we have forged with Mind HK, was held on 6th-8th November 2020. Over 1,600 people around the world participated virtually in 30+ panel discussions and hybrid workshops, including employees from more than 30 of our Group companies and business partners in Hong Kong, Malaysia and Singapore. The event brought together 45 international and local mental health experts to discuss important topics including youth mental health reform, parent-based interventions and more.

Another new initiative this year was the launch of the MINDSET e-newsletter, featuring the latest updates about the MINDSET programmes and sharing advice from mental health advocates and our NGO partners on how we can jointly fight against the stigma associated with mental health.

MINDSET also continued its Health-in-Mind programme, one of MINDSET’s longest running projects which aims to promote awareness and a positive attitude among young people towards mental illness. In 2019/2020 alone, the programme recruited more than 330 student advocates from 22 secondary schools in Hong Kong.

Singapore

Jardines and MINDSET Singapore were named a Champion of Good by the National Volunteer & Philanthropy Centre for the second time in 2020, for championing corporate philanthropy in Singapore. The Champions of Good programme recognises organisations that are exemplary in doing good and have also been a multiplier by engaging their partners and stakeholders on a collaborative journey.

On the fundraising front, the MINDSET Challenge and Carnival was held online for the first time, with participants undertaking the challenge of racing up one of five famed peaks/buildings around the globe. The Challenge raised over US$112,000.

Education

The Jardine Foundation awarded scholarships to 29 Jardine Scholars (14 undergraduate and 15 postgraduate students) from nine countries and regions to start courses at Oxford and Cambridge Universities in the 2020/21 academic year. The programme has supported more than 350 scholars since its inception in 1982.

The Jardine Cycle & Carriage Scholarship saw its first batch of scholars through their first year of University. A total of seven scholars from Singapore, Malaysia, Indonesia, Thailand and Vietnam were awarded scholarships under the scheme in 2020, following its launch during JC&C’s 120th anniversary celebrations.

JC&C’s support of the National University of Singapore’s JC&C Professorship continued by way of an endowment, which started in 1983. JC&C was also one of the founding donors of the Lee Kuan Yew School of Public Policy, as well as the Singapore Management University, when these institutions were first set up.

ACLEDA-Jardines Education Foundation was launched in 2017 with funds from the sale of Jardines’ interest in ACLEDA Bank in 2015. The Foundation provides learning opportunities for all Cambodian children – especially those living in remote rural and border districts – by building schools. It has made great progress, with two schools opening in 2019. A third school – in Kampong Preah Ent Village at Preah Viheaer province – welcomed its first students in November 2020.

Livelihood

Astra continued its citizenship efforts in 2020 by supporting communities, young leaders, and children. Key initiatives included the Kampung Berseri Astra (KBA) and Desa Sejahtera Astra (DSA) village development programmes. Astra consistently develops rural communities and encourages them to continuously innovate to improve their welfare. To date, Astra has developed a total of 116 KBAs and 755 DSAs in 34 provinces across Indonesia.

Dairy Farm Singapore partnered with The Food Bank Singapore to launch the ‘Better Together’ food donation initiative across Giant and Cold Storage stores. This initiative was a response to a study commissioned by The Food Bank Singapore which found that one in 10 families in Singapore face food insecurity. ‘Better Together’ aims to complement existing food donation efforts by focusing on more nutritious products, to provide vulnerable families with the long-term dietary requirements key to support healthy living. The goal of the campaign is to raise 10,000 meals monthly and Dairy Farm kick-started the initiative by donating 10,000 meals to inspire customers to do the same.

Hongkong Land has launched its multi-year US$13 million HOME FUND to focus on investing in the long-term community development of Hong Kong. The Fund aims to collaborate with different stakeholders in addressing the long-term underlying socio-economic issues faced by the Hong Kong community in recent years. Hongkong Land aspire to support Hong Kong youth in unleashing their potential, contributing to the fostering of an inclusive society. In its first phase, the Fund will collaborate with three charitable organisations in a series of programmes to benefit local younger generations and families with housing issues.

Youth unemployment is a key issue on the global agenda and vocational education is an important component of JSG’s corporate social responsibility approach. The group offers young people the opportunity to develop professional skills through vocational education by running apprenticeship programmes partnering with local educational institutions and authorities. In addition, a group of Jardine Schindler Taiwan employees partnered with Taiwan Fund for Children and Family to help build bicycles for underprivileged families.

Fundraising and Disaster Relief Efforts

JSG Philippines employees organised a two-day relief operation for the victims of typhoon Ulysses. They helped nearly one hundred families, donating toys and snacks to more than hundred children, and they also visited colleagues affected by the storm.

Driving Responsible Consumption

Our Group companies embraced responsible consumption and other environmental initiatives in 2020.

Astra’s Semangat Kurangi Plastik (Reduce Plastic Movement) was launched in conjunction with Astra’s 63rd anniversary in February 2020. The movement was established in response to the growing concerns of Astra’s employees about the environmental impacts caused by plastic waste. The movement aims to raise awareness among Astra employees and the public of the dangers of plastic waste. It also aims to educate them on ways to effectively process plastic waste and invites Astra Group and Astra foundations to reduce plastic waste. The movement is also a call to create a waste-inspired economic cycle.

Dairy Farm is investing in sustainable technologies to facilitate a circular economy and reduce the strain on landfill. In Singapore, the installation of a food waste management machine, known as an ecoDigester, enables the conversion of organic waste into water for washing. In Hong Kong, the group’s collaboration with O • Park allows them to divert organic waste for conversion into biogas and compost, the former for electricity generation and the latter for use in landscaping and agriculture. Moreover, Giant is currently trialling a new composting method with its NGO partner in Indonesia, where larvae decompose food waste into organic fertiliser. The group endeavours to roll out similar sustainable technologies in other markets and work towards developing a circular economy within its operations.

JIM launched its single-use plastic (SUP) quick win plan in 2020 and has already reduced approximately five tonnes of plastic group-wide. Zung Fu China organised a plastic reduction campaign in the office, encouraging colleagues to bring in their own lunch boxes. Cycle & Carriage Myanmar also launched a ‘No plastic challenge’.

Mandarin Oriental is committed to eliminating SUP by March 2021, with a focus on the phasing out of 60 of the most commonly used single-use items which are estimated to make up 95% of the total number of SUP items used at its hotels. The group is also working to resolve the challenge of eliminating SUP packaging used for goods being delivered into hotels and is working on supplier engagement, challenging vendors to come up with strategies to reduce the amount of plastic they use.

JRG has saved over 210,000 kg of plastics in 2020.

Addressing Climate Change

Hongkong Land (Property Management) Limited won ‘Sustainability Achievement of the Year’ at the RICS Awards 2020 Hong Kong. Hongkong Land’s carbon emissions in its Central Portfolio have fallen by more than 30% compared to 2008 levels and they aim to reduce emissions by 55% by 2030. The group’s projects continue to receive green building accolades and awards across the region, including the Hong Kong Green Building Award for existing buildings and green building certification. In addition, Hongkong Land and DBS Bank announced in the year that agreement had been reached to convert an existing five-year revolving credit facility of US$129 million, into a sustainability-linked loan, with the interest rate indexed against ESG targets.

Gammon has become the first Hong Kong company to have its greenhouse gas emissions inventory verified against the latest (2018) version of the ISO 14064 carbon accounting standard, Part 1. In addition, Gammon implemented one of the first green quarantees in the region with the support of Crédit Agricole Corporate and Investment Bank – a performance bond associated with a major residential project in Kai Tak area.

HACTL’s ‘Green Terminal’ programme achieved First Runner-up in the Hong Kong International Airport Carbon Reduction Awards. The ‘Green Terminal’ programme encompasses a wide range of measures such as LED lighting throughout SuperTerminal 1, energy efficient chiller plant and reuse and recycling of waste materials, which have seen Hactl reduce its carbon footprint by around 20% since 2015.