SUSTAINABILITY REPORT 2017 - Genting Singapore
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2 GE N TI N G SI N GAP ORE table of content message from our president G E NTI NG S IN G A P O R E 3 TABLE OF CONTENT MESSAGE FROM OUR PRESIDENT Dear Stakeholders, 03 MESSAGE FROM OUR PRESIDENT 2017 was an eventful year with than $6.2 million in cash and in- I would like to express my gratitude geopolitical events leading to kind donations to various charities to our partners, stakeholders and 04 BOARD STATEMENT pockets of uncertainty around the and organisations that are aligned team members who have joined us world. The US officially notified that with our corporate philosophies in our sustainability journey. We look it will withdraw from the Paris of community empowerment, forward to your continued partnership, 05 SUSTAINABILITY AND GENTING SINGAPORE Climate Agreement, resulting engagement and environmental support and engagement as we travel 06 GENTING SINGAPORE AT A GLANCE in a partial setback to global conservation. As children and to achieve new milestones. 08 PERFORMANCE OVERVIEW environmental initiatives. seniors are key focus in our CSR 09 SUSTAINABILITY21 STRATEGY outreach, 93% of all donations 11 MATERIALITY ASSESSMENT During the year, Singapore went towards children, youth and 12 STAKEHOLDER ENGAGEMENT reaffirmed its commitment to the elders-related causes in 2017. As Paris Climate Agreement and its part of RWS’ five-year commitment pledge on emissions. As part of the of $5 million in corporate giving 14 HOW WE REPORT global climate accord, Singapore to Community Chest, Universal will reduce the country’s overall Studios Singapore hosted the energy intensity by 36% by 2030. second edition of Community Chest 15 STAYING AHEAD: MARKETPLACE The Singapore Government also Charity in the Park in February 2017. – Tan Hee Teck, 16 GOVERNANCE announced plans for a carbon tax in Bringing together more than 4,000 President and Chief Executive Officer 20 GUEST SAFETY AND HEALTH 2019 and increased water price by donors, beneficiaries, caregivers 26 GUEST SATISFACTION 30% since July 2017. and volunteers, this event raised 31 SUSTAINABLE PROCUREMENT over $2 million benefitting charities We are aligned to the national supported by Community Chest. For commitment to combat climate these efforts, RWS was recognised 36 PROTECTING OUR FUTURE: ENVIRONMENT change. Our conservation initiatives with the Corporate Platinum Award in 37 ENERGY AND EMISSIONS are on track to achieve our targets of the 2017 Community Chest Awards. 41 WATER cumulative energy and water savings 42 EFFLUENTS AND WASTE of 63% and 15%, respectively, by This is the second year we are 44 BIODIVERSITY 2020. This year, grid electricity executing on our Sustainability21 consumption compared to 2016 Strategy and our fourth has fallen by 4%, while fresh water comprehensive sustainability report 49 EMPOWERING AND NURTURING: PEOPLE consumption saw a good reduction in accordance with Global 51 FAIR EMPLOYMENT PRACTICES of approximately 8%. New efforts in Reporting Initiative (GRI) G4 54 TALENT DEVELOPMENT the year also led to a 9% reduction guidelines. The results thus 56 WORKPLACE HEALTH AND SAFETY in waste production and an increase far are most encouraging. of nearly 25% in the use of recycled Since our inclusion as one materials. As a testament to our of the pioneering companies 60 GROWING TOGETHER: COMMUNITY good environmental practices, RWS’ on the Singapore Exchange 61 COMMUNITY INVOLVEMENT Hard Rock Hotel received the Award Sustainability Indices in 64 ADVOCACY of Excellence at the Singapore Green 2016, we are now one of the 71 OUR SUPPORT FOR NATIONAL SERVICE Hotel Award 2017-2018. top 10 constituents of the SGX Sustainability Leaders Through our corporate social Index and SGX Sustainability 72 GRI CONTENT INDEX responsibility (CSR) platform Leaders Enhanced Index. known as RWS Cares, we contributed to and enabled more
4 GE N TI N G SI N GAP ORE board statement G E NTI NG S IN G A P O R E 5 BOARD STATEMENT SUSTAINABILITY AND GENTING SINGAPORE As one of Asia’s largest integrated resort destinations, our businesses impact Singapore and the world. We recognise this and we have taken actions to support the national and global commitments. Genting Singapore PLC Board of Directors at L’Atelier de Joël Robuchon Restaurant GENTING SINGAPORE MATERIALITY AT A GLANCE ASSESSMENT 2017 marks the second year since we launched our With the recent introduction of SGX Listing Rule 711A, the Sustainability21 Strategy and we are starting to see Board recognises the greater importance being placed on good results towards achieving national and international sustainability goals. building sustainable business practices and disclosures. The Board attaches significance to being part of the SGX PERFORMANCE STAKEHOLDER Our Sustainability21 Strategy is built on 4 key pillars: Sustainability Leaders Index. We are committed to do our best in improving our performance, with sustainability OVERVIEW ENGAGEMENT Marketplace, People, Community and Environment, being at the core of our business operations. which helps the Board and senior management focus on developing policies and practices, setting performance targets and action plans, in order to create sustainable We believe that the Group is well-positioned to continue contributing to a more sustainable future for Singapore SUSTAINABILITY21 value for all stakeholders. and the world. Our sincere gratitude to all stakeholders participating in this journey with us. STRATEGY During the year, the Board maintained oversight over the Sustainability Working Committee and Sustainability Steering Committee, managing sustainability risks and opportunities, while ensuring all Environment, Social and Governance (ESG) matters significant to our business are aligned with our Sustainability21 Strategy.
6 GE N TI N G SI N GAP ORE genting singapore at a glance genting singapore at a glance G E NTI NG S IN G A P O R E 7 GENTING SINGAPORE ABOUT RESORTS WORLD SENTOSA AT A GLANCE 15,000M2 OF GAMING SPACE ENTERTAINMENT Genting Singapore PLC (Genting Singapore) is a renowned worldwide brand WORLD-CLASS ATTRACTIONS A venue Spectacular shows leader in sustainable integrated resort development, widely recognised OUR MISSION RWS is home to Southeast Asia’s first and only Universal providing guests and events ranging for its award-winning flagship project Resorts World Sentosa (RWS). We Studios theme park, S.E.A Aquarium, Adventure Cove with a holistic from original resident are one of the largest companies in Singapore listed on the Mainboard of To develop world-class integrated Waterpark, Dolphin Island and the newly re-opened entertainment productions to concerts Singapore Exchange (SGX), and a constituent stock of the Financial Times resorts that transform destinations, Maritime Experiential Museum. experience to public shows. Stock Exchange 100 Index (FTSE) Straits Times Index, as well as the SGX create jobs and re-invest in local through a variety Sustainability Leaders Enhanced Index and Sustainability Leaders Index. economies through sustainable of treats. Through our commitment to sustainable development, we aim to develop practices and development. world-class integrated resorts that transform destinations, create jobs and re-invest in local economies. RELAXATION OUR CORE VALUES ESPA’s award-winning MICHELIN-STARRED flagship spa in Asia. • Trustworthiness RESTAURANTS BEST INTEGRATED MEETINGS AND • Integrity Pampering guests with 50 F&B RESORT EVENTS • Mutual Respect outlets which includes Michelin- RWS has seven hotels Green Mark starred and award-winning with more than 2,000 Platinum meeting celebrity chef restaurants. RWS rooms and has been facilities for up to RETAIL is the first integrated resort named the “Best 35,000 delegates A diverse mix of luxury to achieve the most number Integrated Resort” including Asia’s brands and themed of Michelin stars under one since 2011, at the largest column- retail options including dining destination and remains TTG travel Awards free ballroom the newly opened as the single destination in which recognises the which can Hello Kitty Studio store Singapore with most number best of Asia-Pacific’s accommodate at Universal Studios of Michelin stars (six). Travel Industry. 6,500 guests. Singapore.
8 GE N TI N G SI N GAP ORE performance over view sustainability21 strategy G E NTI NG S IN G A P O R E 9 PERFORMANCE OVERVIEW SUSTAINABILITY21 STRATEGY REVENUE OPERATING COSTS EMPLOYEE WAGES AND BENEFITS In order to achieve our brand leadership as a world-class sustainable integrated resort, we analysed our operations across the value chain S$2,392,559 S$1,563,600 S$489,654 and identified key Environmental, Social and Governance (ESG) risks and PAYMENTS TO PROVIDERS PAYMENTS TO FINANCIAL ASSISTANCE FROM opportunities. We have studied four of these key ESG risks and their potential OF CAPITAL GOVERNMENT THE GOVERNMENT impacts to gain a comprehensive overview of mitigation approaches and how *in S$ thousands S$503,585 S$362,718 S$13,051 we could turn them into opportunities (Table 1). Table 1: Sustainability risks and opportunities WHAT IS OUR KEY ESG RISK? WHERE ARE THE ESG OPPORTUNITIES? MORE THAN CLOCKED MORE THAN 48,000 PEOPLE 5,600 MAN HOURS 1 Health hazards can arise from seasonal haze, mosquito-borne In staying ahead in the MARKETPLACE through achieving high standards of not just impacted this year through in volunteerism through RWS Cares diseases, and flu pandemics, which safety but business conduct. our RWS Cares PUBLIC HEALTH (See how we tackle this under “Guest Safety and may lead to a fall in visitor numbers. HAZARDS Health”, and “Workplace Safety and Health”.) In conserving and protecting our Marine animals in our care might ENVIRONMENT by providing a healthy and be exposed to disease outbreaks OVER 2 comfortable living condition for all marine S$6.2 25.0% and this has regulatory and social HEALTH AND SAFETY OF animals under our care. implications to our business. MARINE ANIMALS (See how we tackle this under “Biodiversity”. MILLION worth of community 4 MILLION INCREMENT in the use of In creating safe and enjoyable environment recycled materials Accidents that might occur from the KWH OF ENERGY SAVED 3 for PEOPLE to work and play in. 8.6% investment in cash and use of our facilities. (See how we tackle this under “Emergency in-kind donations1 SAFETY OF GUESTS AND Preparedness” and “Workplace Safety and Health”.) TEAM MEMBERS REDUCTION equivalent to the average monthly in wastes generated In preventing problem gambling electricity consumption of about 13.3% Societal harm might arise from through exercising suitable controls 7,142 households2 problem gambling at our casino and programmes within our premises 4 premises and such incidents might to contribute to our responsibility REDUCTION PROBLEM GAMBLING lead to sanctions from authorities to the COMMUNITY. 24 relating to total lost and reputational damages. (See how we tackle this under “Compliance” and day incidents HOURS “Responsible Gaming”.) P.A. 49.5% REDUCTION of employee training on average OVER 85.5% In response to the key ESG risks identified, we developed our Sustainability21 Strategy in 2016, which is made up of four main pillars (Table 2). Our five-year Sustainability21 Strategy framework is also in line with national and international in man days lost customer satisfaction results across RWS commitments and serves as our roadmap to how we operate and run our business. While we continue to maintain our performance in areas we have excelled in, our strategy also aims to set targets and action plans for improvement to bring us closer to achieving sustainable growth by 2020. 1 The CSR contributions for 2017 included cash and in-kind donations from RWS and cash donations raised from RWS sponsored events such as ChildAid and Community Chest Charity in the Park. 2 Source: Energy Market Authority of Singapore https://www.ema.gov.sg/cmsmedia/Publications_and_Statistics/Publications/ses/2017/energy-consumption/index.html
10 GE N TI N G SI N GAP ORE sustainability21 strategy materiality assessment G E NTI NG S IN G A P O R E 11 MATERIALITY ASSESSMENT Table 2: Sustainability21 Strategy Figure 1: ESG materiality matrix MARKETPLACE PEOPLE Achieve a high standard of Create a safe, dynamic and G GHS RP business conduct while meeting inclusive workplace to nurture Importance to External Stakeholders safety, quality and customer high potential human capital. FEP TD WHS We have re-assessed and reviewed our material topics every year for continued satisfaction standards. relevance using as a basis the formal materiality workshop conducted in 2013 E CI A G GHS RP FEP TD WHS involving senior management. This year, we have re-clustered our material Environmental, Social, and Governance (ESG) topics for clarity, as outlined in Target: Achieve guest satisfaction Target: To provide at least 22 hours Figure 1 and Table 3. The material ESG topics have been approved by our Board. rating of 90% for attractions and 85% of training per year per team member Importance to Genting Singapore for F&B operations while ensuring to deepen their skillset and enhance Table 3: List of material ESG topics and its corresponding GRI aspects zero non-compliance to regulations. customer service delivery FOUR PILLARS OF OUR MATERIAL TOPICS MAPPED GRI G4 ASPECTS SUSTAINABILITY21 STRATEGY • Anti-Corruption ENVIRONMENT COMMUNITY • Anti-Competitive Behaviour Commit to building a sustainable Contribute to community • Grievance Mechanisms for Impacts on Society business environment and development and encourage • Environmental Grievance Mechanisms practise conservation. increased staff volunteerism. • Labour Practice Grievance Mechanisms G Governance • Human Rights Grievance Mechanisms • Compliance E CI A • Product and Service Labelling MARKETPLACE • Marketing and Communications • Customer Privacy Target: Ensure our Responsible Gaming Target: Cumulative energy savings Guest Health • Customer Health and Safety (RG) programme maintains its world- GHS of 63% and freshwater savings of and Safety • Product and Service Labelling class standards by benchmarking it 15% by 2020, increase recycling against industry best practices and Responsible efforts and roll out more biodiversity RP • Procurement Practices ensuring we impact at least 45,000 Procurement conservation programmes. people through RWS Cares. • Employment Fair Employment • Non-Discrimination FEP Practices • Forced or Compulsory Labour Genting Singapore has a sustainability team working to ensure our business is aligned with our Sustainability21 • Human Rights Grievance Mechanisms Strategy. Our Sustainability Working Committee, made up of a team of selected representatives, is responsible for PEOPLE implementing and driving the Sustainability21 Strategy across all business units. The Sustainability Working Committee TD Talent Development • Training and Education reports every quarter to the Chairman of the overseeing Sustainability Steering Committee on the progress of the Sustainability21 Strategy. Workplace Health WHS • Occupational Health and Safety & Safety • Energy • Emissions ENVIRONMENT E Environment • Water • Effluents and Waste • Biodiversity Community CI • Local Communities Involvement COMMUNITY A Advocacy • Public Policy
12 GE N TI N G SI N GAP ORE stakeholder engagement stakeholder engagement G E NTI NG S IN G A P O R E 13 STAKEHOLDER ENGAGEMENT WHY WE ENGAGE OUR WHAT WE HEARD FROM THEM: WHY WE ENGAGE OUR WHAT WE HEARD FROM THEM: HOW WE ENGAGE THEM HOW WE ENGAGE THEM KEY STAKEHOLDERS THEIR MAIN CONCERNS AND INTERESTS KEY STAKEHOLDERS THEIR MAIN CONCERNS AND INTERESTS GUESTS • Privilege, recognition, quality, and value-for- • Guest satisfaction surveys LOCAL COMMUNITIES • Family bonding opportunities • RWS Cares Programme Create memorable experiences money are our guest’s primary concern • Personalised services Improve lives and bring • Daily necessities support • Ongoing dialogue for our guests. hope to the communities • Loyalty programmes: RWS Invites we operate in, through • Living condition improvement • Charity and donations and Genting Rewards engagement, empowerment and • Financial assistance • Responsible Gambling Programme environmental conservation. • Employment opportunities (RGP) TEAM MEMBERS • More career development and • Annual performance appraisal Needs of our environment: To develop high performing training opportunities • Training programmes • Plastic waste reduction and engaged workforce. • Teambuilding activities • Career development programmes • Food waste reduction • Internal department transfer opportunities • Bite-size learning initiatives • Marine protection • Network sessions • Focus group discussions • Internal communications MEDIA • Media transparency • Press releases • CEO and Business Unit townhalls Increase awareness of our • Early engagement • Media interviews offerings to strengthen the • Monthly magazines: aRWSome positioning of our integrated • Speed of dissemination of information • Media hospitality and Backstage Pass resort by providing timely and • More interview opportunities • Respond to media queries and • Annual performance appraisal accurate information about requests in a timely manner our products, services and company performance. GOVERNMENT AND • Performance indicators in complying with • Partnerships REGULATORS relevant laws and regulations • Regular meetings and dialogues NON-GOVERNMENTAL • Public education and awareness • Regular meetings Comply with all regulations and • Achieving common goals through synergies • On-site visits laws that impact our businesses. ORGANISATIONS (NGOs) • Updates on latest trends and developments • Ongoing dialogues Foster collaborative partnerships • Forum and event participation and hold ongoing dialogues to improve lives. as speakers INVESTORS • Growth prospects of the business • Dedicated Investor Relations team Provide timely and regular • Operational efficiency available to address concerns updates on financial performance, business • Sustainable shareholder value • More than 300 investor briefings SUPPLIERS • Tender shortlisting process and award criteria • Tender evaluation strategy and other shareholder • Return on investment yearly through individual and group Selection of suppliers based on a procedure and panel issues for investors to make meetings and investor conferences fair and competitive value policy. • Ongoing and collaborative dialogues informed decisions. • Quarterly financial results announcements • Regular updates on TRADE UNION • Fair and progressive employment practices • Membership in trade union company website Foster collaborative • Team Members’ well-being • Industry forums and dialogues partnerships through ongoing • Annual General Meeting dialogues to promote fair, • RWS-Union engagement for shareholders responsible and progressive sessions at Management employment practices. and Business Unit levels • Bite-size learning initiatives
14 GE N TI N G SI N GAP ORE how we repor t G E NTI NG S IN G A P O R E 15 HOW WE REPORT STAYING AHEAD: Since 2013, Genting Singapore has been putting out a sustainability report annually. In this 5th sustainability report, we continue to address ESG topics of significance to us, and present our progress so far in our sustainability journey. MARKETPLACE Unless otherwise stated, this report covers the period from 1 January 2017 to 31 December 2017, and encompasses the operations stated in Figure 23. Figure 2: Reporting scope REPORTING STANDARDS We relentlessly pursue our goal of sustainable growth by offering the world class RESORTS WORLD SENTOSA guest experience through our “Kampong spirit”. Simultaneously, we adhere This report has been prepared in accordance with the Singapore Exchange’s Fully integrated resort (SGX) “Comply or Explain” requirements for sustainability reporting. We have scrupulously to all regulatory compliance requirements. destination located on chosen to adopt the Global Reporting Initiative (GRI) G4 sustainability reporting the island of Sentosa framework – “Comprehensive” option, due to its internationally-recognised, robust guidance and universal application, allowing for comparability of our performance across sectors and geographies. We plan to transition to the new GENTING HOTEL JURONG (GHJ) GRI Standards in the next year. The relevant references may be found in our “Hotel in a garden”, a first in GRI Content Index (page 72). the Jurong Lake district GOVERNANCE GUEST SATISFACTION GENTING CENTRE (GC) Headquarter office of GUEST SAFETY SUSTAINABLE Genting Singapore AND HEALTH PROCUREMENT 3 Marine Aquaculture and Research Centre (MARC) has relocated to RWS in 2017. Going forward, its performance will be included as part of RWS.
16 GE N TI N G SI N GAP ORE governance governance G E NTI NG S IN G A P O R E 17 GOVERNANCE We stay convinced that good and effective governance is fundamental to business success. To achieve this, we have in place a rigorous corporate governance framework (Figure 3), overseen by our committed Board of 1. CORE PRINCIPLES AND CODE OF CONDUCT (THE CODE) The Code (Figure 4) aims to provide guidance on the core principles (Figure 5) of Genting Singapore. All team members5 within our organisation shall adhere to the Code and our anti-corruption policies, Directors. We also ensure our compliance to all relevant local and international which seek to promote the highest standards of personal and professional integrity, honesty and laws and regulations, including the principles and guidelines set out in the values in team members’ daily activities. They are also required to formally acknowledge annually Singapore Code of Corporate Governance 2012. More details can be found in the their adherence to these codes and policies. Genting Singapore Annual Report 2017. Figure 4: The Code Figure 5: Core principles Compliance CORE PRINCIPLES with laws and regulations Integrity in all that we do Best Workplace interests of safety and Compliance with the laws and regulations the Group environment and the Company’s codes and policies CODE OF Commitment to doing out best for CONDUCT our guests and the Company Exemplary Professional conduct Diversity and contributions of all integrity team members are to be valued Representing the Group to Together we grow, strive and create memorable external parties moments for our guests and our team Figure 3: Corporate governance framework To ensure that all team members understand the Code, we have a robust communication and training system in place (Figure 6). Figure 6: Communication and training system on the code Approach Entertainment Core principles and towards anti- and gifts and code of conduct competitive whistleblower (the code) behaviour policies Prevention of All new hires are required All new hires are assessed All team members are The bilingual code is Enterprise Risk money laundering to attend compulsory on their understanding required to acknowledge easily accessible by team Management and terrorism training on the Code which of the Code where an annual online members on our intranet. (ERM) financing (PMLTF) includes anti-corruption passing is compulsory. declaration that they agree framework policies and procedures. to comply with the Code. C ORP OR ATE GOVERNANC E FR AME WORK 5 The team members include Casino Special Employees, who holds Casino Special Employee License (CSEL) as certified by Casino Regulatory Authority (CRA) to support casino operations and management level team members.
18 GE N TI N G SI N GAP ORE governance governance G E NTI NG S IN G A P O R E 19 2. ENTERPRISE RISK MANAGEMENT (ERM) 5. ENTERTAINMENT COMPLIANCE We believe that adhering to our Company’s codes, policies and procedures We are committed to managing our operational risks to safeguard our assets and create a long- term value for stakeholders through a robust ERM framework. Our ERM framework is based on AND GIFTS POLICY and applicable laws and regulations is a critical behaviour as they underpin our stakeholders’ trust and our license to operate. We have zero tolerance of the Singapore Exchange Securities Trading Limited Listing Rule 1207(10) and Singapore Code of Corporate Governance 2012 Principle 11. Its objective is out in Figure 7. AND WHISTLE- non-compliance and encourage our stakeholders to report any incidences of non-compliance through our whistleblower and internal reporting channels. Figure 7: ERM objectives BLOWING POLICIES All incidences of non-compliance brought to attention are compulsorily investigated and addressed by our compliance and/or legal team. Manage risks in a planned and coordinated manner through: To manage our fraud risks, we have a Providing assurance to the robust internal control system, which In 2017, there were two cases of fines by the Casino Regulatory Authority (CRA) Board and stakeholders on the includes Whistle-Blowing Policy and relating to the casino business for two cases involving four minors who were Assured risk reporting Providing good governance adequacy and effectiveness Entertainment and Gifts Policy. In permitted to enter or remain on casino premises of RWS without reasonable using an established risk on management oversight to of the risk management and order to promote responsible and excuse. This was a drop from the previous year, which saw three incidences management methodology. the risk function. internal control system. secure whistleblowing, we have of fines including one similar case relating to minors being permitted to enter whistle-blower hotline and email the casino area. We will strive to continue to improve on our compliance channels6 which are accessible performance and work towards achieving zero non-compliance cases next year. The ERM framework is reviewed and endorsed by the and Risk Committee and Board of Directors every quarter throughout the year by all team Risk Management Committee (RMC) to ensure that on all risk management matters, playing a pivotal role members and external parties. We are proud to report that we have maintained our track record of zero the business objectives and strategies are aligned with in providing management action and direction on risk confirmed incidences related to corruption since 2016 and we will strive to the risk profile of Genting Singapore. Our RMC, which matters. Please refer to our Annual Report 2017 for more In 2017, we have received 27 maintain this unblemished record (Table 4). comprises of Senior Management, reports to the Audit information on RMC roles. reports through our whistleblowing channel most of which were relating to employee grievances Table 4: List of fines 3. APPROACH 4. PREVENTION OF MONEY LAUNDERING and customer feedback. No serious irregularities such as fraud or DESCRIPTION OF NON- AMOUNT CORRECTIVE ACTIONS TOWARDS ANTI- AND TERRORISM FINANCING (PMLTF) breaches of corporate governance were reported. All reports have COMPLIANCE INCIDENT FINED COMPETITIVE FRAMEWORK been investigated and resolved. Disciplinary Action letter received on 23 February S$20,000 All security officers and casino entry ambassadors BEHAVIOUR In line with the Board’s commitment to prevent money laundering and terrorism financing and to be in compliance with the Casino Control Act PMLTF 2017 for permitting two minors to remain on deployed to the casino premise have been briefed We are strictly against and do not take Regulation 2010, we have established a PMLTF Committee, comprising of the Casino premises on the circumstances part in any anti-competitive behaviour. Senior Management, to oversee the PMLTF framework (Figure 9). The PMLTF leading to the breaches This includes activities that prevent, framework is reviewed and updated on an annual basis by the Board. Disciplinary Action S$25,000 and have been reminded restrict, or distort competition within letter received on 3 July to perform “buddy checks” Singapore. Our commitment for In addition, internal policies and standard operating procedures have 2017 for permitting two when they encounter zero tolerance for such behaviour been established to provide guidance to the team members on the PMLTF minors to remain on cases of year of birth that is clearly demonstrated in our framework which are also communicated during the orientation and annual the Casino premises are 1996 and later. performance in Figure 8. refresher trainings through appointed PMLTF officers. Figure 8: Performance on Figure 9: PMLTF framework anti-competitive behaviour Legal actions or outcomes Reduction in the Compliance Identification Adoption of a risk- NO regarding anti-competitive, risk of having with legal and and adoption of based approach for anti-trust or monopoly practices products and regulatory risk-based, PMLTF- pre-employment services used for requirements related industry screening Dealings or co-operation with MLTF activities practices other companies involving NO anti-competitive, anti-trust or 6 Our whistleblower channels are as follows: • Hotline: +65 9111 6970 monopoly practices • Email: email@example.com • Website: http://gentingsingapore.com/#!/en/company/governance/whistleblower-policy
20 GE N TI N G SI N GAP ORE guest safety and health guest safety and health G E NTI NG S IN G A P O R E 21 Table 5: Guest safety and health management approach ATTRACTIONS HOTELS F&B OUTLETS COMPLIANCE TO SAFETY STANDARDS • Singapore’s Building and • Regular inspections of chlorine • HACCP-based food safety Construction Authority’s (BCA) and pH levels at swimming management system which Amusement Rides Safety Act. pools by our Quality Assurance details vendor selection, • Singapore’s Public Entertainment team, in compliance with temperature control, stock Licensing Unit requirements. National Environmental control, food preparation hygiene • Voluntary subscription to the Agency (NEA) requirements. and sanitation at all F&B outlets. ASTM International (ASTM) Committee F24 Standards which is followed by Universal Studios theme parks worldwide. • SS556 – Code of Practice for the Design and Management of Aquatic Facilities. • Full compliance with the Singapore Environmental Public Health Act Regulation 10. • Singapore Civil Defence Force (SCDF)-certified Fire and Rescue Management System. TRAINING AND DEVELOPMENT • Training under the Singapore • Every new hotel team member • Mandatory food safety training Workforce Skills Qualifications is required to attend WSQ for all chefs and food handlers (WSQ) credentialed Provide trainings, which covers food based on their experience and Safety & Security for Guests safety, workplace safety and work activities. program followed by annual security, during their induction • Mandatory NEA-approved recertification of attendants at and annual refresher program. F&B hygiene course prior to Universal Studios Singapore. • First Aid certification and employment and WSQ courses GUEST SAFETY We strive to give the best experience to our guests visiting our attractions, hotels and food and beverage (F&B) outlets by taking care of their safety, • Sharing of best practices at the Universal Parks & Resorts’ yearly technical/operations safety summit. refresher First Aid trainings are mandatory for all hotel team members especially our throughout the year. AND HEALTH7 health and satisfaction. This is achieved through our guest safety and health • All lifeguards are certified by E&A8. Duty Managers, Concierge, management approach outlined in Table 5. Our approach is built on relevant Front Office Supervisors, and laws and regulations and adherence to best industry standards backed by our Assistant Housekeepers. periodic inspections and audits. Our safety representatives continue to identify safety hotspots across the resort, as we know that a safe environment is a fundamental precursor to an enjoyable experience as reflected in our ongoing efforts in improving the accessibility across RWS. 7 This section only covers attractions which includes Universal Studios Singapore (USS), S. E. A. Aquarium (S.E.A.A), Adventure Cove Waterpark (ACW), Dolphin Island (DI), hotels and F&B outlets. 8 Jeff Ellis & Associates (E&A) is a leader in international aquatic safety and risk management consulting. Besides developing a comprehensive International Lifeguard Training Program, E&A has also developed the flagship Comprehensive Aquatic Risk Management Program, which encompasses aquatic safety audit and expert consultations. ACW received the E&A Platinum International Safety Award for achieving “Exceed Evaluation” for the twelfth quarters.
22 GE N TI N G SI N GAP ORE guest safety and health guest safety and health G E NTI NG S IN G A P O R E 23 ATTRACTIONS HOTELS F&B OUTLETS ON THE WHOLE INTERNAL CHECKS AND MONITORING ACCESSIBILITY • Daily checks by our operations • Property Walk-About is • Daily inspection by internal • Provide free shuttle bus services to guests and team members for easy commute between RWS and Harbourfront team and technical services team conducted on a daily basis Quality Assurance (QA) team for MRT Station as well as between RWS and GHJ. for safety functionality of all rides at by our hotel team to ensure all F&B outlets. • Periodically update the resort maps distributed in the form of leaflets in RWS. Universal Studios Singapore before safety and security aspects of • Monthly audits on food hygiene. • Maintain 15 interactive kiosks including two additional ones installed this year for guests to navigate within RWS. opening hours. our hotels which is followed • Formalised food incident • Identify areas requiring overhead directional signages throughout the RWS. • Check guests are safely seated by preventive maintenance investigation checklist for food • Install ramps at strategic locations within RWS to provide wheelchair-friendly environment. with no loose articles, before work when required. contamination cases. each ride commences at • Hotel Manager on Duty • Standardised microbiological EMERGENCY PREPAREDNESS Universal Studios Singapore. appointed as Manager of the and toxicological hazards for • Singapore Civil Defence Force Day will also walk through ready-to eat and cooked food, FLU PANDEMICS FIRE SAFETY HAZE (SCDF)-certified Fire and Rescue all hotel properties to check ice, and equipment. • Flu pandemics response plan • Ensure compliance to For Guests: Management System. on day-to-day operations, • In the event of any non- in line with Ministry of Health Fire Safety Act. • Recommend hotel guests to close • Routine chemical and bacteriological safety and security daily. compliance cases, Standard (MOH)’s national response plan • Carry out periodic all windows and balcony doors. testing by our Water Quality • Housekeeping team Operating Procedures set is in place which covers laundry maintenance and testing • Limit operating hours of Laboratory Team in all our pools. conducts checks and report followed to immediately highlight, disinfection and bio-hazard of automated fire detection outdoor facilities. faults identified during investigate and implement waste disposal procedures. and protection system. • Temporarily replace Universal their housekeeping duties corrective measures. • Control measures adopted for • Conduct fire evacuation Studios Singapore outdoor in the hotel rooms. four Disease Outbreak Response drills at locations with shows “Meets and Greets” System Condition (DORSCON) high human traffic flow. with indoor sessions. SAFETY LABELLING USE OF SAFE PRODUCTS AND SERVICES NUTRITIONAL FOOD alert levels as defined by MOH’s DORSCON framework. TERRORISM For Team Members: • All safety information and rider • Laminated floors instead • At RWS, we take a broad view • Temperature screenings to be • Comprehensive access controls • Dispense more liquids at Team requirements are stated in the of carpeting in guest of the term food control which executed in the event of a flu at various locations to weed Members’ canteen. Studio Guide on Universal Studios rooms which is less prone includes maintaining nutrient outbreak at strategic locations. out undesirable elements. • Ensure team member rotation at Singapore’s website and are to dust and durable. levels in food ingredients and • Ensure ready stock of Personal • RWS’ Security Command outdoor attractions and services. displayed at each attraction. For • Use of Green Seal9 standards formulating food with nutritional Protective Equipment for frontline Centre has oversight of all • Limit the number of outdoor example, height requirements for cleaning chemicals which profiles that contribute to diner Team Members on duty. security-related activities, performers in Universal all attractions at Universal Studios are non-toxic, non-irritating interest in healthful diets. including extensive CCTV Studios Singapore. Singapore is clearly visible to guests to skins and eyes, and for constant monitoring. • Have available stock of N95 through signboards at the entrances. readily biodegradable. RESPONSE PLAN TO MASS • Deployment of walk- masks for team members. • Detailed physical requirements FOOD POISONING through metal detectors put up for guests taking in • Establish the source of food when threat levels increase For Air Quality Management: experiential attractions such contamination and isolate it. and conducting bag check • Install indoor air purifiers and as Sea Trek® Adventure, Shark • Clean, disinfect and deodorise training for all appointed team ionisers, and where necessary, Dive and Open Ocean Dive. all areas where affected members during heighten extra air filters. • Safety instruction signages such as persons displayed food security situations. • Reduce the use of sliding doors. “Proper Riding Position” are placed. poisoning symptoms. • Physical controls, such as • Abstain from opening external • Traffic lights on ACW slides • Provide necessary medical anti-crash bollards and safe doors at lobbies and Resorts to signal when it is safe to attention to affected persons. buffer distances from the World Convention Centre. enter or exit the ride. • Trace suspected drop-off points to the entrances • Yellow lines are painted on curbs contaminated food. of RWS’ key attractions. to prevent accidental tripping. • Conduct an internal investigation • Constant monitoring for into the matter and support NEA terrorist incident, especially or MOH in their investigations. those in the region. • Bag checks at the entrances of RWS’ attractions. 9 Green Seal is a non-profit environmental standard development and certification organisation. The certification is based on Green Seal standards, which contain performance, health, and sustainability criteria.
24 GE N TI N G SI N GAP ORE guest safety and health guest safety and health G E NTI NG S IN G A P O R E 25 Our guest safety and health improvement performance is continuously tracked against the targets as set out in Table 6. In 2017, we carried out following safety initiatives and assessed their impacts since their implementation (Table 7). Table 6: Guest safety and health improvement performance and its targets Table 7: Guest safety and health improvement initiatives (i) 2017 TARGET STATUS (ii) WHAT WE HAVE ACHIEVED (iii) GOING FORWARD AREA SAFETY INITIATIVE SAFETY IMPACT ATTRACTIONS • CCTV enhancement work across RWS • Enhanced monitoring ability at attractions to improve safety Full compliance In July 2017 we were fined a nominal We have since rectified and set and incident investigation to safety laws amount of S$300 for a modification action plans to avoid any violation • Enhancement work for sunbrellas in RWS • Enhanced stability of sunbrellas to prevent and regulations. carried out at Casa Del Wild of fire safety laws during Singapore them from dislodging due to high winds restaurant which was treated by the Civil Defence Force (SCDF) • Leveling of drainage grating at LSS4 • Improved infrastructure of the inspecting authority as illegal and inspections by reviewing, proposing, at S.E.A.A. location which was done to On track violation of fire safety law. and formalising legal storage areas prevent trip and fall incidents ATTRACTIONS across our resort. • Replacement of signage at S.E.A.A. and DI • Improved readability and durability of the safety warning labels HOTELS • Installation of speed strips at Back-of- • Enhanced BOH traffic safety House (BOH) to reduce vehicle speed at Full compliance All hotels industry related laws and To continue to be in full compliance Universal Studios Singapore • Enhanced security aimed at to safety laws regulations such as Hotels Act were with safety laws and regulations. • Installation of barbed wires along BOH preventing trespassing and regulations. adhered to further ensure safety and fencing to deter unauthorised entry at health of hotel guests this year. Universal Studios Singapore Achieved • Addition of drainages at turnstile to • Improved infrastructure to prevent slips F&B OUTLETS prevent ponding at Universal Studios and falls Singapore • Improved security of guests which also Full compliance Team members are trained to meet To provide refresher courses for • Enhanced CCTV coverage at pool areas at aids incident investigation to safety laws high health and safety and service team members to attend when Hard Rock Hotel • Improved safety of guests at hotel and regulations. standards. Their performances necessary as well as counselling HOTELS • Installation of deck over pool areas at swimming pools are monitored and evaluated by sessions if anyone is found to be Hard Rock Hotel • Enhanced safety reminders especially to restaurant managers to ensure non-compliant to our standard • Installation of safety warning signage parents or guardians of children Achieved compliance to our safety and health, safety and service practices. across hotels at the resort • Improved safety of guests to prevent cuts and service practices. • Replacement of swimming pool tiles at Hard Rock Hotel and Festive Hotel Maintaining ‘A’ Attainment of NEA ‘A’ grade across To continue maintaining NEA ‘A’ grading at all F&B outlets in RWS and GHJ. grade and above. Strengthened safety trainings through: F&B outlets. • F&B Work Safety Induction Training • Increased safety awareness Achieved • F&B Tool Box Training • Enhanced safety knowledge and skills • F&B Daily WSH Briefing • Improved communication ON THE WHOLE F&B OUTLET among team members • F&B WSH Meetings • Periodic update communicated ACCESSIBILITY on WSH matters • F&B Risk Assessment Record update • Enhanced control measures Set up We have a total of 15 interactive Commence a feasibility study of • Improved housekeeping • Reduced workplace injuries two additional kiosks set up at strategic locations the Way Finding mobile application, interactive kiosks across the resort which includes the which will enable our guests to near the main additional two located at public area navigate within the resort using their entrance of before Universal Studios Singapore personal mobile devices. Universal Studios Achieved entrance and Equarius Hotel lobby. Singapore and Crockfords Tower.
26 GE N TI N G SI N GAP ORE guest satisfaction guest satisfaction G E NTI NG S IN G A P O R E 27 GUEST We believe the quality of our operations drives levels of guest satisfaction. Satisfied guests serve as a barometer of our success in providing a world-class Based on the results of our in-house surveys and CSISG scores, our attractions have seen improvements in guest satisfaction levels with the exception of Universal Studios Singapore. Universal Studios Singapore experienced a slight dip of less than 1% in guest satisfaction levels while ACW’s guest satisfaction levels improved substantially by about 6% SATISFACTION service experience. Besides tracking our guest satisfaction scores against the Customer Satisfaction Index of Singapore (CSISG)10, industry average, we conduct in-house surveys to gather feedback about guest experiences based on our as compared to last year. We aim to continue to improve our service quality based on the feedback and scores gathered to address guests’ needs and concerns and benchmark against our targets as summarised in Table 9 through various initiatives (Table 10). survey methodology (Table 8). Table 9: Guest satisfaction performance and targets In this year, we commenced conducting internal audits on attractions through 2017 TARGET STATUS WHAT WE HAVE ACHIEVED GOING FORWARD thorough inspection of the attractions’ service and efficiency. This has provided a more in-depth reflection of guest experience and our service quality, helping us ATTRACTIONS to understand how we can better serve our guests. Achieve While GSS rating of Universal Studios We aim to target for GSS rating of GSS rating Singapore and S.E.A.A. remained 90% at all attractions. of 90% at all relatively consistent at 88% and 90%, attractions ACW improved from 80% to 87% YoY On track (Figures 10 to 12) through various initiatives (Table 10). HOTELS Achieve GSS Achieved GSS rating of 95% (Figure 13). To maintain an accurate and rating of 93% true GSS rating of 93% at the minimum, we will implement digital version of survey which will be placed in identified Achieved strategic locations and aim to reach out to 1,000 guests per month simultaneously. Table 8: Guest satisfaction survey methodology F&B OUTLETS HOW WE EVALUATE GUEST SATISFACTION LEVELS Achieve GSS Achieved GSS rating of 86% (Figure 14). To place additional monitoring rating of 85% process via service factsheet DESCRIPTION OF SURVEY ATTRACTIONS HOTELS F&B OUTLETS inspection and aim to achieve GSS Achieved rating of 88%. Criteria Overall experience at Overall experience of in-house Overall dining respective attractions guests at RWS hotels and GJH experience Table 10: Initiatives to improve guest satisfaction Mode • Guests to provide • Face-to-face survey Guests to provide feedback by self- • Guest room forms feedback by self- WHAT WE HAVE DONE administration via iPads • Social media administration • Face-to-face survey via iPads Implementation of “Attraction Conducting regular Establishing Attractions Establishing our customer Signs Struck” initiative which reviews of our “Service Park Manager team to service project team Frequency Daily Monthly Monthly is a fun and unique way for Up!” programme to better provide a more consistent comprising different the managers to communicate address guests’ needs. service experience. business units, including No. of respondents 300 guests per month 300 guests per month 180 guests and encourage desirable guest Attractions, Hotels and F&B service behaviours among to share best practices team members. among team members. 10 CSISG is a landmark measure of customer satisfaction in the service industry of Singapore that is jointly developed by the Institute of Service Excellence at SMU and the Singapore Workforce Development Agency.
28 GE N TI N G SI N GAP ORE guest satisfaction guest satisfaction G E NTI NG S IN G A P O R E 29 Figure 10: Guest satisfaction performance results at Universal Studios Figure 11: Guest satisfaction performance results at S.E.A.A. Figure 12: Guest satisfaction performance results at ACW Figure 13: Guest satisfaction performance results across RWS hotels Singapore Guest satisfaction levels at Universal Studios Guest satisfaction level at Guest satisfaction level at ACW in Guest satisfaction level at RWS Singapore in comparison to CSISG11 S.E.A.A. in comparison to CSISG comparison to CSISG hotels in comparison to CSISG12 80 80 80 80 70 70 70 70 60 60 60 60 50 50 50 50 40 40 40 40 30 30 30 30 20 20 20 20 10 10 10 10 72.8 73.1 73.3 71.9 72.8 72.8 73.3 73.4 72.8 71.1 73.3 71.8 72.5 72.5 74.4 73.7 0 0 0 0 2016 2017 2016 2017 2016 2017 2016 2017 Legend: Legend: Legend: Legend: Industry Average Universal Studios Industry Average S.E.A.A. Industry Average ACW Industry Average Hotel Singapore Guest satisfaction levels of surveyed Guest satisfaction levels of surveyed Guest satisfaction level of surveyed Guest satisfaction level of surveyed guests at Universal Studios Singapore guests at S.E.A.A. guests at ACW guests at RWS hotels 100% 100% 100% 100% 80% 80% 80% 80% 60% 60% 60% 60% 40% 40% 40% 40% 20% 20% 20% 20% 90% 88% 90% 88% 90% 89% 90% 90% 90% 80% 90% 87% 90% 92% 93% 95% 0% 0% 0% 0% 2016 2017 2016 2017 2016 2017 2016 2017 Legend: Legend: Legend: Legend: Target Actual Target Actual Target Actual Target Actual “It was my first time, I was totally impressed with the “ The way the aquariums have been maintained and the wide “ It is well organised. There are lots of variety such as “ Overall check-in was a little slow and we had to queue twice, experience and the guidance of the staff and service. array of species of fishes and coral flora and fauna that I got waterslides, pool and tubing for all age groups. I love the once for the check-in and another to collect the room keys. I promise to visit again in 2018” to learn made my experience worthwhile.” thrilling experiences ACW offers.” However, housekeeping was prompt and fast.” - A guest from India - A guest from India - A guest from Australia - A guest from Singapore “ Waiting time was too long and the rides are a little repetitive.” “ Underwhelming experience, too crowded and little exhibitions.” “ There are not as many rides as we have expected. ACW did “ In my opinion, the hotel was very good and nice. Also, the - A guest from Singapore - A guest from Singapore not have enough inflatable pool rings which made us walk a hotel employees were very accommodating but it was hard longer distance.” to understand what they were saying as they often spoke - A guest from Australia too fast for tourists like me to understand. Although I had to communicate via body language to understand each other at 11 CSISG is a landmark measure of customer satisfaction in the service industry of Singapore that is jointly developed by the Institute of Service Excellence times, I am impressed that they can speak English.” at SMU and the Singapore Workforce Development Agency. 12 The CSISG for 2017 for RWS hotels include Hotel Michael. - A guest from Philippines
30 GE N TI N G SI N GAP ORE guest satisfaction sustainable procurement G E NTI NG S IN G A P O R E 31 SUSTAINABLE PROCUREMENT 13 Figure 14: Guest satisfaction performance results at F&B outlets GUEST INFORMATION PRIVACY Guest satisfaction level at F&B in At Genting Singapore, we treat every guests’ personal data and information as strictly confidential. Given the comparison to CSISG increasing threats to data security and ever evolving 80 information technology used to protect our guests’ Genting Singapore partners with its supply chain to develop and provide 70 data, we ensure that our approach taken prevents innovative products and services staying aligned with our sustainability cyber threats through effective controls in place. Our 60 data protection officers ensure full compliance with the commitment. In 2015, we implemented our Responsible Sourcing Strategy 50 Personal Data Protection Act 2012 (PDPA) in executing which focuses on three main areas shown in Figure 15. their duties below. 40 Figure 15: Sustainability at Genting Singapore procurement 30 20 Established the Personal Data RESPONSIBLE SOURCING STRATEGY 10 Protection Statement, which sets out 70.1 70.1 71.7 71.7 how we protect personal data (http:// 0 www.gentingsingapore.com/#!/en/privacy- 2016 2017 policy). This includes the use of various hardware Legend: and software technologies to ensure secure data SUSTAINABLE Industry Average F&B SUSTAINABLE SUPPLIER CODE transmissions over our various websites. PROCUREMENT BUSINESS PRACTICES OF CONDUCT Establish goals and Guest satisfaction level of surveyed monitor performance in Adopt fair and ethical Communicate our sustainable procurement, supplier selection expectations for sustainable guests at F&B while complying with laws processes and foster sound business practices to 100% Communicating out internal and regulations business partnerships our suppliers policies and practices to all our team members, so that they are aware of their 80% responsibilities toward guest privacy. 60% In 2017, the total number of suppliers engaged by us increased to about 3,500 and discussed in detail, later in this section. We steadfastly adhere to our Responsible Sourcing Strategy outlined below which guides us in managing our 40% Providing an opt-in/opt-out choice to impacts on the environmental, social, and governance aspects and our goal of supporting local business. guests, and respecting their decision on receiving marketing updates from us 20% on their preferred platforms. KEY HIGHLIGHTS FOR 2017: 85% 85% 85% 85% 86% 0% 2016 2017 > 27 TONNES REDUCTION In 2017, we had no reported cases of PDPA breach Legend: 72% and we continue to improve on our process in place Target Actual to ensure greater data privacy and confidentiality to in packaging waste our guests. LOCAL SUPPLIERS by number 65% 69% “ Team Members extend excellent service and go beyond to ensure my kids are happy and occupied.” of F&B suppliers sustainable seafood at 47% - A guest from Singapore of linen used in our hotels is HACCP CERTIFIED Ocean restaurant “ Service staff is not friendly, not willing to anticipate on ECO- >73% additional requests.” sustainable sourcing of F&B products from known origin and sourced - A guest from Singapore fishfeed from 32% in 2015 FRIENDLY from APAC Region 13 Our responsible sourcing efforts are mainly focused on our products and services in the casino, attractions, hotels and F&B outlets as these are the key business categories where we have the most impact.
32 GE N TI N G SI N GAP ORE sustainable procurement sustainable procurement G E NTI NG S IN G A P O R E 33 Table 11: Sustainable procurement performance and targets 1. SUSTAINABLE PROCUREMENT 2017 TARGET STATUS WHAT WE HAVE ACHIEVED GOING FORWARD Procurement at Genting Singapore spans across a wide array of products and services to support the attractions, hotels and F&B outlets, and casino operations. We encourage local procurement opportunities and our concerted effort of 1. CATERING AND FOOD MANAGEMENT supporting local businesses has resulted in 85% of our suppliers now being from Singapore (Figure 16). Drive food waste recycling Deployed two additional food • Enhance food Figure 16: Geographical spread of suppliers in 2017 for key caterers digester systems wastage monitoring system and scope Track food wastage at Drove food wastage down to 0.93% of net • Organise health talks main cafeteria food sales (approximately 665 kg/month) and deploy healthy diet programs Adopt Food On track Implemented Employee Healthy Diet Nutritional Pyramid Program to encourage low cholesterol and high fiber meals 2. CLEANING SERVICES Performance-based Deployed workforce management to • Quality Management contract track KPIs System upgrade Legend to prompt work Local: 85% Supplier Performance Supplier compliance to BizSAFE 3 or schedule, track Asia Pacific: 7% Scorecard and above safety standard completion joint initiatives • Explore robotic United States: 5% On track Switched to double-jet washing machine scrubbers across Other regions:3% for productivity improvement the resort’s common areas 3. F&B Our commitment for sustainable procurement is demonstrated through the identification of operational categories that would bring about the most business impact to Genting Singapore, the communities and the environment that we 60% of suppliers with 69% of suppliers are HACCP certified • > 70% of HACCP operate in. We have set up cross-category teams to champion sustainable procurement in top ten categories that are of HACCP by 2020 certified suppliers material impact to us and focused on the following key sustainable value drivers: • > 80% of F&B Support local procurement > 73% products with known Country of products with known and sustainable seafood Origin (COO) sourced from APAC region COO source of APAC region (by value) > 72% sustainable seafood at Sustainable Procurement Social Responsibility Compliance/Governance/ Supplier Performance Reduce. Reuse, Recycle On track Ocean Restaurant Certification Reduce packaging waste 3 tonnes/year egg packaging In 2017, RWS further aligned our sustainable procurement updated purchase order which now entails additional waste reduction practices to our Sustainability21 Strategy by voluntarily terms and conditions that are aimed at optimising the pledging support and signing the Singapore Packaging use of packaging materials especially from consumer 4. HOTEL AMENITIES, LINEN AND LAUNDRY Agreement (SPA)14 to join forces with other organisations products. Together with our key suppliers, we continue and NGOs to reduce packaging waste in Singapore which to work towards accomplishing 100% sustainable Adopt eco-friendly products 65% of linen used in our hotels • Explore “Flush constitutes about one-third by weight of Singapore’s total procurement through various actions as mapped out in is eco-friendly Me Not” initiative domestic waste disposed of. This is reflected in our newly Table 11. to reduce water Reduce packaging waste Achieved > 20 tonnes of packaging waste and chemical reduction by eliminating and reducing consumption packaging materials or packaging material • Reduce, Reuse and On track Recycle initiatives Reduce, Reuse or Recycle Participated in “Linen for Life” and 14 Singapore Packaging Agreement (SPA) is a joint initiative by National Environment Agency (NEA), industry and NGOs to reduce packaging waste. donated about 2,000 kg/year of used linen
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