SUSTAINABILITY REPORT 2017 - Genting Singapore
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SUSTAINABILITY REPORT 2017
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: whistleblow@gentingsingapore.com
• Website: http://gentingsingapore.com/#!/en/company/governance/whistleblower-policy20 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 Philippines30 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 linenYou can also read
