Hopewell Holdings Limited Sustainability Report 2010/11 1
Sustainability Report 2010/11
Hopewell focuses on
SuStainabiLity
Hopewell Holdings Limited Sustainability Report 2010/11 3
About This Report This is our first Sustainability Report, demonstrating our commitment to transparency
and accountability to our stakeholders. Since 2009, we have incorporated our
corporate social responsibility (CSR) report into our annual and interim reports.
In order to provide a more in-depth coverage of our sustainability activities and
performance, we have decided to publish an annual Sustainability Report starting
from 2011. A summary of this Report has been incorporated into our Annual
Report 2010/11 and the full version is available in our corporate website at
www.hopewellholdings.com/SUSTAINABILITY.
Scope of the Report This Report presents our company-wide economic, environmental and social
performance during the 2010/11 financial year, from 1 July 2010 to 30 June 2011.
It covers the activities of the Group, its key subsidiaries and joint venture operations
central to our core business activities in Hong Kong and Mainland China. Given that this is
our first comprehensive Sustainability Report, we will further develop our data collection
systems to report on more environmental and social indicators in future Reports.
How We Report The content of this Report has been defined by a process of stakeholder engagement
to identify and prioritise key issues of concern. Reviewing the reports of sector
leaders and identifying material issues to report on has also influenced our data
collection process. We report on both qualitative and quantitative information
taking into account the specific reporting period.
Measuring our Performance We have included commitments and future targets in this Report. These enable us
to track and guide our performance to better manage efforts in addressing our key
sustainability impacts.
Report Application Level We have written this Report according to the Global Reporting Initiative (GRI)
sustainability reporting G3.1 framework. We are pleased to declare our achievement
of a B level Report.
Contents
About This Report 2
Managing Director’s Message 3
Our Business 4
Corporate Governance and Sustainability 8
Stakeholder Engagement 10
Environmental Performance 14
Our People 26
Customers and Communities 30
Procurement and Supply Chain 36
Verification Statement 38
Economic Performance Table 39
Environmental Performance Tables 40
Social Performance Table 42
Glossary 44
GRI Index Table 45
Contact Us 48
romoting sustainability is just as important as
achieving long-term business growth. Over the
past 40 years since our establishment in the
late 1960s, we have made continuous efforts
to maintain a high degree of sustainability in
our operations in both Hong Kong and Mainland
China. Changes to the Board and management structure have
enabled us to better integrate social and environmental values
into our core business. We value the opportunities to learn more
about the needs and expectations of our communities and other
stakeholders. To this end, we established an independently reviewed
stakeholder engagement process in 2011. In the same year we also
established our Sustainability Steering Committee to strengthen
our management efforts in promoting sustainability through our
corporate governance, environmental protection, community
investment and workplace practices.
Our management approach is to look beyond regulations and
improve our practices across our different business divisions,
whilst balancing the needs of different stakeholders. With property
and infrastructure development being the main part of our core
business operations, we have placed significant emphasis on the
energy efficiency of the premises and highways that we develop
and manage. We believe sustainability should start at the design
stage. We consider environmental concerns at the early stage of
planning, all the way through to the construction and eventual
management and maintenance of our buildings and highways.
The strong engineering background and technological excellence
of our team has been central to our achievements. In particular, we
believe we have an important role to play in promoting road safety.
In view of our investment in a coal-fired power plant in Mainland
China, we recognise the responsibility we have to minimise the
environmental impacts of burning coal and producing greenhouse
gas emissions. We have therefore pioneered the implementation of
one of the most environmentally efficient coal-fired power plants
in Guangdong Province. We are also actively testing and developing
our own technology for large-scale wind turbines to respond to
the growing demand for clean renewable electricity. We do not
view our economic progress to be in competition to our social or
environmental progress.
This Report lays out our sustainability efforts in our 2010/11 financial
year and highlights areas where we want to improve. Responding
to employees’ needs and offering career and personal development
opportunities that go beyond common workplace practice is an
important part of our strategy. Increasing staff awareness about
health and safety issues, environmental performance and community
investment is part of our responsibility. This will enable us to
collectively achieve our business goals. Our sustainability efforts also
extend to business partners and suppliers to ensure high quality and
responsible services and products for customers.
We will continue to look for ways to improve our performance.
In the coming years, we look forward to enhancing engagement with
all our stakeholders and we will continue our legacy to operate in
a sustainable way, excelling for the long term.
thomas Jefferson Wu
Managing Director, Hopewell Holdings Limited
it is in our Dna to be pragmatic.
We constantly consider what is
possible and strive to achieve
economic, social and
environmental progress
simultaneously.
P
Managing DiRectoR’S MeSSage
4 Hopewell Holdings Limited Sustainability Report 2010/11 Hopewell Holdings Limited Sustainability Report 2010/11 5
our business
Hopewell Holdings Limited (HHL) was listed on the Main Board of the
Stock Exchange of Hong Kong Limited in 1972. Over the decades, we
have developed a solid track record in property and infrastructure
development not only in Hong Kong, but also in the Pearl River
Delta Region of Mainland China. Our current core business operations
involve property investment and development, hospitality, highways
and energy generation.
Property Investment and Development Division
* Please refer to the Annual Report 2010/11 of Hopewell Holdings Limited for the lists of principal subsidiaries and jointly controlled entities
under the Group.
group Structure
total gross Floor area (gFa) of completed Properties owned by Hopewell Holdings Limited: approximately 3.5 million square feet
office 38%
Hotel / Serviced Apartment16%
Retail 39%
gross Floor area (s.q.ft.)
by Property type
Conference & Exhibition 7%
ouR buSineSS
In regard to our property portfolio, we are mainly involved in
project planning, design supervision, tendering, cost and quality
control of premises from the conception to the completion stage
of each development. We also manage some of the premises after
completion and provide a full range of high quality property
sales and leasing services in Hong Kong and the Pearl River
Delta Region.
Hopewell Holdings Limited
Infrastructure SegmentProperty Segment
Hospitality Division
Energy Division
Property Investment and Development
Division
Highway Division
In Hong Kong, our major rental properties include commercial
buildings, shopping malls and serviced apartment. Our latest
residential development project, Broadwood Twelve, is currently
for sale. Our two new projects under development in Hong Kong
are Hopewell Centre II, featuring Hong Kong Island’s first conference
hotel, and the Lee Tung Street project, an urban renewal authority
redevelopment project with residential units and a shopping arcade.
In Mainland China, we have an on-going property development
project in the Huadu District of Guangzhou, named Hopewell New
Town, a multi-phase development project consisting of apartments,
townhouses, commercial areas and recreational facilities. Liede
Integrated Commercial Project in Guangzhou is a new project we are
investing under an operating lease arrangement with a local company.
Hospitality Division
We have a long history of working in the hospitality business.
The 5-star China Hotel in Guangzhou was our first hotel project in
Mainland China, dating back to the early 1980s, when we pioneered
the Build-Operate-Transfer (BOT) arrangement for this project.
In Hong Kong, we currently operate Panda Hotel through a wholly
owned subsidiary of the Group, with over 1,000 guest rooms
serving both business and leisure travellers. In addition, we operate
restaurant and catering businesses in our commercial properties.
Highway Division
In regard to our highway business, we focus on the initiation,
promotion, development, investment and operation of highway
projects in the Pearl River Delta Region. This division is run by
Hopewell Highway Infrastructure Limited (HHI), in which HHL, its
parent company, has an approximate 70% stake. HHI was listed on
the Stock Exchange of Hong Kong Limited in 2003. The four highway
projects we have initiated include the 122.8 km Guangzhou-
Shenzhen (GS) Superhighway on the east bank of the Pearl River
Delta Region, and Phases I, II and III of the Western Delta Route with
an aggregate length of about 98.2 km on the west bank. Phases I
and II of the Western Delta Route commenced operation in 2004 and
2010 respectively. The construction of Phase III is expected to be
completed by the first half of 2013. Over the past decade, the high-
quality and well-connected highways initiated by HHI have helped
to boost the economic growth of the cities along those routes. Our
interests in the GS Superhighway and the Western Delta Route are
held through two co-operative joint ventures, in accordance to the
applicable Mainland China law.
In July 2010, HHI successfully issued two-year RMB corporate bonds
to institutional investors, becoming the first non-financial institution
to issue RMB corporate bonds in Hong Kong. The bond issue has
opened up new financing channels for our highway business. In May
2011, the second issuance of RMB corporate bonds reflected strong
market confidence in our Group.
Energy Division
Our power plant operations in Mainland China date back to the mid-
1980s. At that time there was an acute shortage of infrastructure
facilities and power supply, and we undertook proactive initiatives
to participate in the infrastructure development of the country.
Building on our successful experience of over 20 years in the
sector, our subsidiary entered into a joint venture with Shenzhen
Energy Group Company Limited to operate a coal-fired power plant
in Heyuan City, Guangdong Province, which started commercial
operations in 2009.
Despite the increased coal price, the Heyuan Power Plant brought
profit to the Group during its first year of operation. The Group
currently holds a 35% effective stake in the 1,200 MW ultra
super-critical coal-fired power plant, which supplies electricity to
Guangdong Province, particularly Heyuan and Huizhou. To date, it
is one of the most environmentally efficient coal-fired power plants
in the Province.
We are also actively developing our own technology for large-scale
vertical-axis wind turbines in recognition of the on-going and
consistently strong global demand for clean renewable electricity.
6 Hopewell Holdings Limited Sustainability Report 2010/11
our business
Hopewell Holdings Limited Sustainability Report 2010/11 7
our business
6 4/2011caring company Logo
HHL and seven of its subsidiaries, namely HHI, Hopewell Real Estate
Agency Limited, Hopewell Property Management Company Limited,
KITEC Management Limited, Hopewell Centre Management Limited,
Panda Place Management Limited and Panda Hotel were awarded
the Caring Company Logo 2010/2011 by the Hong Kong Council of
Social Service in recognition of the active participation in community
activities and good corporate citizenship. Among these, Panda Hotel
received the 5 Years Plus Caring Company Logo.
7 6/2011corporate governance asia Recognition award and asian corporate Director Recognition award
HHL was awarded The Best of Asia Award in the 7th Corporate
Governance Asia Recognition Awards 2011 and Mr. Thomas Jefferson
WU, the Managing Director of HHL, was recognised at the 2nd Asian
Corporate Director Recognition Awards 2011 organised by Corporate
Governance Asia.
1 7/2010Hang Seng corporate Sustainability index
Our long-term commitment was well recognised as the Group
was selected as a constituent stock of the “Hang Seng Corporate
Sustainability Index” launched in July 2010.
2 11/2010Lifetime achievement award
CNBC presented The Lifetime Achievement Award to Sir Gordon WU,
the Chairman of HHL, at the 9th Asia Business Leaders Awards. The
award honours Sir Gordon WU for his significant contributions in
shaping, growing and developing the economic landscape.
3 11/2010Director of the year award
Mr. Thomas Jefferson WU, the Managing Director of HHL, was
awarded the Director of the Year Award 2010 by The Hong Kong
Institute of Directors, recognising his contribution in promoting good
corporate governance and director professionalism.
Selected Awards in 2010/11
Director of the Year Award Best IR Award & Best CSR Award Asia Pacific Customer Relationship Excellence AwardsLifetime Achievement Award
6 8 754321
Winner award
Hopewell Real Estate Agency Limited – Hopewell Centre
Integrated Support Team of the Year (Property Management)
Hopewell Real Estate Agency Limited – Broadwood Twelve
Field Support Team of the Year (Property Management)
Hopewell Property Management Company Limited
Outsourcing Team of the Year (Property Management)
4 3/2011Debt & equity-linked Deal of the year
The Renminbi bond issue of HHI, subsidiary of HHL, in July 2010
was named one of Debt & Equity-linked Deal of the Year at the
Asian Awards 2011 organised by the International Financial Law
Review, a leading magazine covering developments in the law of
international finance.
5 3/2011best iR award & best cSR award
HHL was presented the Best IR and Best CSR Awards at the 1st Asian
Excellence Recognition Awards organised by Corporate Governance
Asia, one of the most influential publications on corporate
governance in the region. The Asian Excellence Recognition Awards
aim to recognise excellence in investor communication, business
ethics, CSR, environmental practices and financial performance.
8 6/2011asia Pacific customer Relationship excellence awards
Two subsidiaries of HHL, Hopewell Real Estate Agency Limited and
Hopewell Property Management Company Limited, received three
accolades at the 2010 Customer Relationship Excellence Awards for
their quality service in property and facilities management.
coRPoRate goveRnance anD SuStainabiLity
8 Hopewell Holdings Limited Sustainability Report 2010/11
corporate governance and Sustainability
Hopewell Holdings Limited Sustainability Report 2010/11 9
Our commitment to sustainability has grown into a philosophy
permeating all levels of management and staff.
The Group’s highest governance body is the Board of Directors
(Board), which is committed to a high degree of transparency and
embraces principles of good corporate governance to mitigate
risks. We have put in place a sound internal control system to
increase the effectiveness and efficiency of our operations,
reliability of financial reporting, and the Group’s compliance with
applicable laws and regulations. We have also adopted an integrated
management approach to monitor and reduce our business exposure
to environmental, social, and governance risks.
The Role of the Board of DirectorsThe Board currently comprises eight Executive Directors (including
the Chairman and the Vice-Chairman), three Non-Executive
Directors and three Independent Non-Executive Directors.
It is responsible for setting the strategic direction and policies
of the Group and supervising management. In the reporting
year, the Board complied with all code provisions set out in the
Code on Corporate Governance Practices contained in the Rules
Governing the Listing of Securities on the Stock Exchange of Hong
Kong Limited. More information can be found in the Corporate
Governance Report of our Annual Report 2010/11 available on
our corporate website.
Hopewell Holdings Limited
Sustainability Steering Committee
Hospitality Management Committee
Human Resources Committee
Project Development Committee
Property Investment and Development Division
Highway DivisionHospitality Division Energy Division Corporate Functions
Board of Directors
Managing Director
As well as dealing with our economic performance, the Board
oversees the environmental and social initiatives undertaken across
the Group. To ensure employees understand the importance of
business integrity, we have hosted seminars on the prevention
of bribery and invited experts from the Independent Commission
Against Corruption (ICAC) to give presentations to staff of all grades,
including those from our Mainland China operations. In 2010/11, 210
of our permanent employees (15% of the Group’s total workforce)
were trained in anti-corruption seminars and workshops.
The Group has also put in place a Code of Conduct, whereby every
employee is required to declare potential conflicts of interest and
fully understand the Group’s policies on receiving gifts and benefits.
actions for 2011/12
• AppointadditionalIndependentNon-ExecutiveDirectors
to enhance the Board mix
Thomas Jefferson WU, Managing Director, Hopewell Holdings Limited
and Hopewell Highway Infrastructure Limited
Management of eSg risks is embedded in the integrated management approach of different business units.
Our Core Sustainability Values:• Weregardthepromotionofsustainablecommunitygrowth
just as important as achieving long-term business growth
• Webelieveathrivingcommunityfacilitatesourcontinuing
business success
• We consider the ongoing communication with our
stakeholders as vitally important to uphold the well-being
of the community
• Wewill continue to listen to our stakeholders’ views and
work together with them to achieve a win-win scenario
Sustainability Steering CommitteeA formal Sustainability Steering Committee was jointly
established by HHL and HHI in early 2011 to further promote
sustainability as part of the Group’s long term development.
The Committee serves as an important driver of our corporate
governance initiatives, as well as sustainability programmes in
the three core areas of community, environment and employees.
The Committee reports on corporate sustainability performance
and progress to the Managing Director of the Group. The current
members in the Committee are as follows:
name Position in the group
Thomas Jefferson WU (Chairman)
Managing Director of Hopewell Holdings Limited and Hopewell Highway Infrastructure Limited
Alan Chi Hung CHAN Deputy Managing Director of Hopewell Highway Infrastructure Limited
Albert Kam Yin YEUNG Executive Director of Hopewell Holdings Limited
Richard Cho Wa LAW Company Secretary of Hopewell Holdings Limited and Hopewell Highway Infrastructure Limited
Elina Kar Li LEE Head of Corporate Communications of Hopewell Holdings Limited
the duties of the Sustainability Steering committee are:
1. To establish and review the Group’s corporate sustainability vision, strategy and principles
2. To adopt policies and practices, approve initiatives and budgets, formulate objectives, key performance indicators and measures to oversee the Group’s performance in relation to corporate sustainability issues
3. To monitor progress in implementing initiatives, policies and practices, review quality and effectiveness and make recommendations to the Board where appropriate
4. To give directives to the working groups on the implementation of sustainability initiatives
5. To receive regular reports from the designated executive(s) in regard to the performance of the working groups and the Group’s corporate sustainability performance
The Committee has appointed executives of the Group to manage
and monitor working groups, which comprise representatives from
relevant business units. The Committee also accesses professional
advice where needed.
Building on strong management commitment, we have devoted
much effort to promote sustainability through soliciting support
from staff of all levels. The HH Social Club set up in early 2011 also
serves as an interactive communication platform for representatives
from different business units to meet on an informal basis to share
their sustainability ideas and experiences and provide feedback on
community initiatives that they have been involved in.
Risk ManagementDifferent guidelines, policies and procedures have been
established internally for the approval and control of the Group’s
expenditures and operations. Risk assessments are conducted for
all our investments and cover significant environmental, social and
governance (ESG) implications. We reject or divest from investments
that do not align with our sustainability philosophy. To minimise
ESG risks, we proactively engage with relevant stakeholders to enlist
their support of our investment projects.
StakeHoLDeR engageMent
10 Hopewell Holdings Limited Sustainability Report 2010/11 Hopewell Holdings Limited Sustainability Report 2010/11 11
Stakeholder engagement
The nature of our business requires us to take into account
stakeholder views when designing and implementing property and
infrastructure developments. Over the years we have developed
various communication channels that enable us to share information
with stakeholders and receive feedback on an on-going basis. We
also recognise that systematic engagement with all stakeholders is
essential for any long-term sustainability plan. We conducted our first
independent stakeholder engagement exercise to ensure the materiality
of our reporting. Stakeholder opinions are important to us and help
drive improvements in our business and operational performance.
Engaging Communities
Engaging our Employees We are long-time members of the Wan chai neighbourhood and we are in it for the long haul. We, too, want what is best for our neighbourhood.Albert Kam Yin YEUNG, Executive Director, Hopewell Holdings Limited
As an example of our efforts to keep stakeholders informed of our latest
projects, we have posted information of the Hopewell Centre II project
through a specially designed website (www.hopewellcentre2.com)
that clearly illustrates our vision and plans for the project. With the use
of animation and graphic presentation, we intend for our communities
to find it easier to understand our approach and plans.
We will develop a more formal strategy of consultation with
communities which will allow us to better understand the views and
expectations of our stakeholders relating to our major developments.
The HH Social Club engages the Group’s employees in a variety
of CSR, voluntary, sports and recreational activities, strengthens
internal communication and also promotes work-life balance.
The Club’s vision is to nurture a cohesive and sustainable workforce
that will grow with the Group. Monthly meetings are held with
employees from various business units and departments. In the
meetings, we review past CSR activities, update on upcoming
activities, and share information on community and volunteering
activities. For example, in 2011, we invited the Boys’ and Girls’
Clubs Association of Hong Kong to share experiences of corporate
volunteering. Apart from interaction through the HH Social Club, we
also utilise other internal communication channels such as Intranet
and newsletters to disseminate information to our employees.
Engaging our Investors
Consulting stakeholders on Hopewell Centre IIAfter rounds of consultation and internal review, the development
plan for Hopewell Centre II was revised in 2008. Taking note
of the concerns from local residents and the community, the
revised plan strikes a balance between economic development
and environmental protection. The scale of the project was
drastically reduced from 93 storeys to 55 storeys and the height
of the hotel to be built will be 210 metres, maintaining the island
ridge line in the backdrop.
In 2010/11, we continued to communicate with local stakeholders
on the progress of the project. Other important features of the
revised plan include the conservation of trees in the area and
the provision of a green park totalling 5,880 square metres.
We also propose to set up a consultative group to solicit views
on the design of the green park.
We endeavour to engage our stakeholders in the communities where
we operate, including local residents, tenants, NGO partners and
district councillors. We take their views into consideration during
the planning and design stage of our development projects with a
view to implementing projects which respond to the needs of the
community and promote sustainable community growth.
We promote effective communication with investors by using
different channels to disseminate information and receive feedback
in a timely manner. The Group regularly participates in investor
conferences, meetings and teleconferences to exchange views and
respond to enquiries. Briefings for analysts are arranged on a regular
basis. Apart from providing extensive information to investors
and analysts, these meetings also enable senior management to
understand investors’ expectations and concerns. We will continue
to pursue a proactive approach in investor relations.
Stakeholder engagement
12 Hopewell Holdings Limited Sustainability Report 2010/11 Hopewell Holdings Limited Sustainability Report 2010/11 13
Stakeholder engagement
actions for 2011/12
• Develop a formal stakeholder engagement strategy
within the next 12 months
• Developaconsultativegrouptosolicitviewsonthedesign
of the green park as part of Hopewell Centre II plans
Engaging our Suppliers and ContractorsWe actively participate in industrial bodies to equip ourselves with
the latest information on changes in regulations, occupational safety,
industrial trends and to learn from best practices. We share such
information with our contractors, suppliers and their workers.
We would like to see more communications from Hopewell in terms of its community investment initiatives in relation to its wider impact on local communities.Josephine LEE, Senior Manager, Corporate Venture,
St James’ Settlement, Hong Kong
Independent Stakeholder Engagement ProcessWe employed an independent facilitator to carry out interviews
with the following stakeholder groups: Community welfare NGOs,
tenants, institutional investors, corporate customers, and senior
management. The stakeholders were chosen from organisations with
whom we have had long standing relationships as well as individuals
strategic to the respective parts of our business. The questions
focused on social, environmental and governance performance, but
were kept broad enough to allow stakeholders to identify their own
issues of concern.
Dialogue with our stakeholders provided us with some useful feedback:
• Our stakeholders are supportive of our role in helping to
develop local communities such as Wan Chai district. In
particular stakeholders noted our building of footbridges
between buildings to extend convenience and safety for
pedestrians, putting in place conservation measures and
contributing to the preservation of important heritage sites
• Maintaining a low profile in terms of our community
contributions was recognised by our stakeholders, but it was
also felt that we could communicate more on our community
investment projects
• Ourstakeholderswantustodeveloplongtermrelationships
with NGOs, formalise our employee volunteering programme
and develop flagship projects
• Somestakeholdersperceiveusasbeingaleaderindeveloping
energy-efficient buildings in Hong Kong and our promotion
of electric vehicles was recognised. But we need to improve
on communicating our environmental performance
• Ourstakeholderswouldliketoseehowwedevelopourstaff
to enhance knowledge and skills and retain talent
• Safety and trustworthiness of products and services was
raised as a future area of concern for the industry and our
stakeholders would like to see how we are managing this
• Itwasfeltthatwecoulddevelopamoresystematicapproach
to our sustainability performance, setting a clear long term
strategic direction
• Ourstakeholdersappreciatedtheopportunitytoengageand
encourage us to develop plans to engage with all stakeholders
over a long term basis
• Our stakeholderswantus todemonstrate strong leadership
and play a key role in raising awareness on sustainable
development issues in the broader community
1 No data for Broadwood Twelve in 2009 because the property was only released for sale since May 2010
average customer Satisfaction Rate
2009 2010
100
80
60
40
20
0
97.63% 97.33% 96.16%98.53%
96.66%99.75% 98.51% 96.99%
94.25%
HopewellCentre
QREPlaze
KITEC PandaPlace
Broadwood 1
Twelve
Engaging our CustomersWe endeavour to engage our customers from our various business
operations. We publish news on the sustainability initiatives launched
in Hopewell Centre, our flagship property, in a quarterly newsletter with
both printed and online versions. We share information relating to energy
saving tips and the latest building enhancement work at our premises.
We make use of social networking sites to engage our customers,
disseminate news of our properties as well as receive customer feedback.
Facebook pages have been set up for The East and E-Max to strengthen
customer engagement.
We use evaluation forms and comment cards to gain feedback from
our hotel guests, office tenants, residents, and exhibition centre or
venue users. Site visits and interviews are also conducted. Every year,
we carry out a customer satisfaction survey at Hopewell Centre,
QRE Plaza, KITEC, Panda Place and Broadwood Twelve. Questionnaires
are sent to tenants or residents for their evaluation on our performance
on cleanliness and hygiene, security service, repair and maintenance,
water/electricity supplies, carpark management, shopping mall, shuttle
bus services, handling of enquiries or complaints, environmental
performance, staff performance, and overall satisfaction. Our results
showed that we have maintained a high level of customer satisfaction in
the properties evaluated.
List of Charters and Corporate Memberships:• Signatory to Carbon Reduction Charter, Environmental
Protection Department
• HongKongGreenBuildingCouncil(InstitutionalMember)
• TheCommunityChestofHongKong
• RealEstateDevelopersAssociationofHongKong
• HongKongGeneralChamberofCommerce
• TheChamberofHongKongListedCompanies
• TheHongKongManagementAssociation
• TheCanadianChamberofCommerce
• TheAustralianChamberofCommerceinHongKongandMacau
We address some of these concerns in this Report and we will
continue to engage stakeholders on an annual basis. In 2011/12,
we will develop a strategy to ensure regular contact with each
stakeholder group to feed into our reporting process and to identify
stakeholder issues as they emerge.
enviRonMentaL PeRFoRMance
14 Hopewell Holdings Limited Sustainability Report 2010/11 Hopewell Holdings Limited Sustainability Report 2010/11 15
environmental Performance
We have a long-standing commitment to the environment. As
stakeholders become more sophisticated and aware of environmental
issues, we are recognised for having invested in environmental
practices early on and at every stage of our developments.
We make efforts to promote sustainable development. We have
embarked on initiatives that generate greater innovation and growth
for the business and also greater benefits for the environment, such
as increasing the energy efficiency of our properties, promoting the
use of electric vehicles, providing cleaner energy and conducting
research in new wind power technologies.
Key Business ImpactsWe have assessed our major environmental impacts and we are
working on reducing our impact in all aspects of our business.
Key Business Operations
Property Investment
and Development
Hospitality Highway Energy Direct Environmental Impact
Resources use (electricity, paper, water, coal)
Waste generation (solid waste, wastewater, general office waste)
Noise, air and light pollution
Natural habitat degradation
The main risk relating to our environmental impacts is the possibility
of more stringent regulatory requirements in Hong Kong or Mainland
China. We are preparing for the Hong Kong Buildings Energy
Efficiency Ordinance in 2012, which requires mandatory building
energy audits to be conducted at least every 10 years. Hopewell
Centre has been conducting voluntary energy audits since 2008 and
we intend to have audits conducted every five years.
Heyuan Power Plant is planning to install additional equipment for
further reduction in emission of nitrogen oxides (NOX) to meet the
more stringent requirements to be implemented at the end of 2013
in Mainland China.
High Medium Lowimpact mitigation priority
Encouraging Green Office and Hotel Practices
Environmental Highlights for 2010/11• Thepromotionoftheuseofelectricvehicles
• Renewable energy— the development of our own large-
scale vertical-axis wind-turbine technology
• Theoperationofoneofthecleanestcoal-firedpowerplants
in Guangdong Province
• Energyefficiencyinitiativesinourpropertiesandhighways
• TheGoGreenWorkplaceCampaigninouroffices
• Internaleducationprogrammesonenvironmentalprotection
PrioritiesOur priorities for the future in creating a better living
environment are:
• Toaddressclimatechangebyreducingourcarbonemissions
• To continue to promote the use of electric vehicles to
achieve cleaner air
• TobuildHopewellCentreIIwithhighconsiderationforthe
local environment and community
Our Management ApproachOverall responsibility for environmental initiatives across the Group
lies with the Sustainability Steering Committee. Each business
division has the responsibility to set up appropriate structures
and assign job roles to oversee and report on environmental
practices. Each business unit/department has a Green Captain who
encourages colleagues to be energy efficient and to recycle. Our HH
Social Club also serves as an additional platform to raise employee
awareness on environmental issues and community needs.
For our property business, we have formed a special team to study
and implement a variety of green initiatives, including power
saving and recycling. Our environmental policy for property and
facility management highlights the importance of environmental
considerations in our management systems, compliance with
laws and regulations, pollution prevention, waste reduction,
and promotion of environmental awareness amongst staff. The
property and facility management services of all commercial
properties in the management portfolio of Hopewell Real Estate
Agency Limited, HHL’s wholly owned subsidiary, have satisfied
the requirements of the ISO14001 certification on environmental
management systems.
In our day to day office operations, we demonstrate our
commitment to environmental protection by engaging our staff
in green office practices such as energy saving, reduction of waste,
switching off electrical appliances when not in use, paper reuse
and recycling. Initiatives such as electronic filing help to reduce
paper use and saves office space.
We have formulated an office environmental sustainability
policy to promote responsible office behaviour for our staff by
highlighting economic, environmental and efficiency benefits.
At Group level, we aim to consolidate these policies into a group-
wide environmental policy.
At our Panda Hotel, guidelines are in place to support our efforts to
protect the environment. We encourage our guests to adjust their
room temperature and to re-use the linen and towels in order to
reduce the amount of energy and water used.
Environmental Considerations in Property Development: Material UseWhen developing our buildings, we incorporate environmental
considerations at every part of the construction phase. We pay special
attention to building design as we believe it is more effective to
use sustainable materials when buildings are initially constructed as
opposed to replacing and retrofitting once they are built. We promote
the application of sustainable materials using reclaimed, recycled and
recyclable products.
In our commercial developments we have refrained from using curtain
walls in the building design in order to reduce heat gain of the façade
and hence reduce electricity consumption from air conditioning. In the
Liede Integrated Commercial Project in Guangzhou, we plan to adopt
low-emissive glazing for windows to reduce energy consumption. The
greenery ratio will exceed 30% to enhance the natural environment
around the development project.
In our residential buildings we use lightweight concrete blocks that
reduce material use in manufacturing and reduce the amount of waste
produced in the construction phase, enhancing energy performance
as a result of their thermal conductivity. We also incorporate energy
saving features such as low-emissive glazing for windows, energy saving
lighting, solar water heaters and multi-speed ventilation systems.
Climate Change and Energy ManagementAs a Group, we recognise climate change as a significant challenge
and we reduce our impact through efficient energy management.
We manage carbon emissions from our own operations as well as
promoting emission reduction initiatives to the public. HHL has
been a “Carbon Audit, Green Partner” of the Environment Protection
Department since 2008, signing the Carbon Reduction Charter to
support efforts in reducing greenhouse gas (GHG) emissions.
We monitor and review energy consumption and carbon emissions
in our existing facilities with the aim of identifying further reduction
opportunities. Subsequent to the review of the energy consumption
patterns, extensive facility upgrade and enhancement work
procedures have been introduced in our operations.
environmental Performance
16 Hopewell Holdings Limited Sustainability Report 2010/11 Hopewell Holdings Limited Sustainability Report 2010/11 17
environmental Performance
enhancing energy efficiency in buildings and Reducing gHg emissions
In 2010, we completed carbon audits for our major properties:
Hopewell Centre, KITEC and Panda Place, representing over 80% of
our owned property portfolio GFA. Electricity consumption is our
main source of carbon emissions which accounts for over 78% of
our calculated carbon footprint.
We have set up systems to monitor our consumption through
the implementation of environmental management systems and
conducting annual carbon audits.
The annual energy consumption of our properties (Hopewell Centre,
KITEC, Panda Hotel and Panda Place) was reduced by 18.96% in
2010/11 compared to 2007/08, of which 15.17% of the savings were
due to the replacement of air-cooled chillers with more energy
efficient water-cooled ones in the central air conditioning systems.
This initiative also led to important monetary savings in electricity
costs including 25% in KITEC and 40% in Panda Place. The remaining
energy savings were achieved through the installation of energy
efficient LED lighting and T5 fluorescent tubes. To further reduce
energy consumption in Hopewell Centre, we plan to replace all
old light bulbs with energy efficient ones by 2014. We have also
replaced the refrigerant used in our air-conditioning systems with
refrigerants that have a lower impact on global warming.
Other initiatives are in place to reduce energy consumption
throughout our buildings, such as upgrading passenger lifts and
adjusting the operating hours and modes of lighting and air
conditioning in common areas and offices.
We promote and raise public awareness on carbon reduction through
encouraging tenants to adopt energy saving designs in their fitting-
out works and operational practices.
Renewable energy
Since 2008/09, we have initiated a research project to develop our
own large-scale vertical axis wind-turbine technology to meet the
global demand for clean, renewable electricity. A small experimental
turbine was built last year in Yangjiang, Guandong Province and a
new version has been refined and now built. The performance of
the new version is being tested and data been collected in order to
pave ways for the construction of a larger prototype in the future.
We also use small-scale renewable power wherever possible. For
instance, the surveillance cameras along the main road of Western Delta
Route are powered by a micro wind and photovoltaic hybrid system
and solar water heaters were adopted in the employee living quarters.
celebrating earth Hour
We participated in Earth Hour 2011 to help promote wise
consumption amongst our employees and sustainable lifestyles.
The exterior lighting of six major properties was switched off for an
hour from 8:30pm - 9:30pm on 26 March, 2011. This act of switching
off lights was a symbolic pledge of our commitments for the year
ahead. We also helped promote the event to the public by displaying
Earth Hour posters in our properties, as well as encouraging our
employees and tenants to participate.
Air QualityAir quality is a main concern for stakeholders in Hong Kong and
Mainland China. Several initiatives are in place to improve the indoor
and outdoor air quality for the communities in which we operate.
electric vehicles
Pioneering and promoting the use of electrical vehicles (EV) is an
integral part of our efforts to promote cleaner air by reducing
roadside emissions. We first introduced hybrid vehicles into our
company car fleet in 2006. In addition to the MyCar and i-MiEV
electric vehicles acquired in 2009 and 2010 respectively, we further
strengthened our green fleet with a LEAF EV which was delivered
in May 2011, the very first of these new cars in Hong Kong. When
purchasing new cars, our priority is to buy energy efficient vehicles
whenever possible. For example, we purchased two new vehicles
over the past two years and both are electric. We also prioritise the
usage of EVs or energy efficient vehicles when traveling.
We have established a special committee headed by senior
executives to monitor the development of EVs globally and to
explore the possibility of introducing more into the Group. Our
Managing Director, Mr. Thomas Jefferson WU, also serves as a
member of the Hong Kong SAR Government Steering Committee on
the Promotion of Electric Vehicles.
Property no. of Parking Spaces with ev chargers
Hopewell Centre 5
KITEC 6
Panda Place 4
Wu Chung House 9
Broadwood Twelve 20
To help popularise EVs, we have installed over 40 EV chargers in
our owned and managed properties. We also offer six hours of free
parking and charging services to EV users in the public car parks at
Hopewell Centre, KITEC, Panda Place and Wu Chung House. Apart from
the charging stations for public access, we also installed charging
stations in residential properties such as Broadwood Twelve and
Broadview Villa for the use of residents and visitors. We have been
tracking the energy consumption of our EV charging stations since
offering the service in our car parks in 2009. By end June 2011, the
aggregated electricity consumed by all our charging stations was
7,200 kWh. We will continue to identify appropriate sites for installing
more chargers in order to give users easier access to such facilities.
In November 2010, we held an exhibition featuring latest models of
EVs in Hopewell Centre Piazza to increase public awareness.
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
tonnes CO2e
2011/10 2010/09 2011/10 2010/09 2011/10 2010/09
Hopewell centre kitec Panda Place
Total emissions 14,087 12,944 14,143 13,390 2,017 1,946
Scope 1: Direct emissions 377 403 848 609 0 0
Scope 2: Electricity indirect emissions 13,554 12,396 13,282 12,765 2,013 1,942
Scope 3: Other indirect emissions 156 145 13 16 4 4
Intensity (kg CO2e/sq ft GFA) 16.77 15.41 8.04 7.61 8.81 8.50
We have always been promoting a low carbon lifestyle by supporting and promoting green transport.Thomas Jefferson WU, Managing Director, Hopewell Holdings Limited
and Hopewell Highway Infrastructure Limited
gHg emissions in investment Properties
12,94414,087 14,143
13,390
2,017 1,946
environmental Performance
18 Hopewell Holdings Limited Sustainability Report 2010/11 Hopewell Holdings Limited Sustainability Report 2010/11 19
environmental Performance
actions for 2011/12
• DevelopaGroup-wideenvironmentalpolicy
• Strengthen partnerships with environmental NGOs to
promote clean air
• Participate in WWF’s Low-Carbon Office Operation
Programme (LOOP)
• Continuetoidentifyenergysavingopportunitiesinour
operations
• Heighten efforts in encouraging environmental
awareness amongst our employees through the Go
Green Workplace Campaign
• Motivate employees to participate in environment-
related voluntary activities through the HH Social Club
• Print thehardcopy versionof our annual report using
paper certified by the Forest Stewardship Council
Heyuan Power Plant: Minimising impact through air Pollution technology
The Heyuan Power Plant is one of the most efficient and
environmentally responsible coal-fired power plants in Guangdong
Province. It is equipped with flue gas desulphurisation, a technology
used to reduce sulphur dioxide (SO2) from the exhaust flue gases
of fossil fuel power plants. We also ensure minimal pollutant
formation and reduction of NOx emissions by using low NOx burners.
Discharged smoke is treated with various engineering processes
including electrostatic precipitation to remove dust before releasing
it through a 210-metre high chimney. In order to prevent coal dust
scattering to surrounding areas, two 120 metre diameter closed
coal yards were built for housing the fuel. We have an online
emission monitoring system in place for controlling SO2, NOx and
dust emissions.
indoor air Quality
Water NoiseWe are committed to minimising the noise levels to which our
employees and neighbours are subjected. When planning new
developments, we implement advanced noise abatement practices.
As far as practicable we apply measures at our construction sites
including the use of hydraulic crushers instead of conventional
excavator mounted breakers, wire saws for concrete cutting instead
of excavator mounted breakers, acoustic enclosures for hand-held
breakers and generators, acoustic barriers for large equipment, and
the disposal of rubble through plastic chutes.
For our power plant operation, we opt for low-noise equipment
wherever possible, otherwise noise barriers or silencers are installed.
To minimise highway traffic noise, we have installed absorptive
noise barrier walls. We also use trees as natural noise barriers.
Waste ManagementThe proper handling of waste generated through our operations
can significantly reduce the impact on the environment. We have
initiatives in place to reduce, recycle and reuse waste.
Property and Hospitality
In selected properties we recycle paper, metal, plastic, batteries,
electronics and fluorescent lamps. To help reduce the quantity
of waste generated during festive seasons, we initiate recycling
programmes for mooncake and pudding boxes at Mid-Autumn
Festival and Chinese New Year. At Christmas, all the trees in Panda
Hotel were decorated with recycled materials that we collected such
as wine bottles, tissue rolls, plastic bottles, goblets, cans and other
resources to send out an eco-friendly message to our guests. KITEC
joined the programme on Source Separation of Commercial and
Industrial Waste run by the Environmental Protection Department in
early 2011. From July 2010 until May 2011, 175 tonnes of recycled
paper was collected on KITEC premises, representing 85% of the total
paper recycled on our premises, amounting to 205 tonnes.
Food Waste
Since November 2010, our hospitality outlets in Panda Hotel,
and Xi Shan and Menu at KITEC have adopted a new food waste
collection and recycling scheme. The food waste collected at these
three sites is recycled into animal feed, reducing its impact on the
environment. From the start of the programme to June 2011, we
collected a total of 348,480 litres of food waste, the equivalent
of 1,450 waste containers1. To date 94% of our restaurants have
implemented this scheme.
Residential buildings Waste
We work with our residents to reduce waste at source in our managed
residential estates. Throughout the reporting year, residents of Villa
Lotto, Hoi Kwong Court, and Broadview Villa were involved in the
recycling of computers, electronic and electrical equipment, books,
plastic and used clothes. Villa Lotto and Broadview Villa have both
received a “Class of Excellence” Wastewi$e Label.
Power Plant Waste
Heyuan Power Plant reuses the different types of solid waste that
it generates. 86,000 tonnes of gypsum were reused in producing
ceiling boards and 335,000 tonnes of pulverised fuel ash were
reused as a material component for concrete.
1 With a capacity of 240 litres
We have adopted a series of measures to improve indoor air
quality in our properties so as to offer a quality environment to
our tenants and visitors. At Hopewell Centre, the primary air unit is
periodically replaced to ensure that fresh air delivery is adequate
with no contamination. Air purifying machines were installed in all
passenger lifts to improve indoor air quality. Hopewell Centre was
awarded with the Indoor Air Quality Certificate (Good Class) by the
Environmental Protection Department. To reduce toxin levels in
indoor environments, we use low volatile organic compound (VOC)
paints in our buildings.
clean air education
We make efforts to promote initiatives to improve the air quality in
Hong Kong. We partnered with Clean Air Network and conducted a
clean air educational seminar for staff members in June 2011. Based
on positive feedback, we decided to continue running the seminar
for different subsidiaries in the second half of 2011. We are currently
considering the development of community education programmes
on the topic of “Clean Air”.
Initiatives have been implemented in our properties to reduce water
consumption, such as automatic water taps and dual flush toilets.
Water saving initiatives in the common areas of Panda Place led
to an almost 50% reduction in our water bill. We promote water
conservation and encourage users of public toilets in the shopping
malls to save water by posting water saving tips.
In 2010, Hopewell Centre and QRE Plaza were recognised as
complying with the requirements of the “Quality Water Recognition
Scheme for Buildings” initiated by the Water Supplies Department.
Emphasis is placed on the proper maintenance of plumbing systems
for ensuring water quality. We will continue to ensure water quality
by cleaning water tanks quarterly and conducting water sampling.
Wastewater treatment
Heyuan Power Plant has been designed to maximise the reduction
of water consumption from the Dongjiang River and the reduction
of wastewater produced during operations by recycling and reusing
treated water. It was also the first power plant equipped with a flue
gas desulphurisation wastewater treatment system in Mainland
China. The wastewater technology is implemented to achieve the
target of zero discharge of wastewater. By treating wastewater, the
upper stream of the Dongjiang River, which supplies fresh water to
Hong Kong, is not affected by our operations.
On our highways, we collect storm water run-off through a pipe
system and transport it to local water treatment facilities to ensure
better wastewater quality.
environmental Performance
20 Hopewell Holdings Limited Sustainability Report 2010/11 Hopewell Holdings Limited Sustainability Report 2010/11 21
environmental Performance
case Study (1): Sustainability begins with DesignHopewell Centre is the Group’s flagship property, with 66 storeys of
office space, a shopping arcade and car parking facilities. Its facilities
and services are continuously enhanced and more than HK$140
million was invested in refurbishment programmes over the past
10 years. Hopewell Centre obtained ISO 14001 certification for its
approach to environmental management in 2008.
Energy Efficiency in Design and Office managementHopewell Centre was one of the very few Hong Kong buildings
constructed in the 1980s to be recognised for its “Good Energy
Performance” under The Hong Kong Energy Efficiency Registration
Scheme for Buildings launched by the Electrical and Mechanical
Services Department. This was made possible as environmental
considerations were taken into account at the design and
construction stages.
Design features to enhance efficiency include:
• Acirculardesigncomplementedbythecolumnfreestructure
which ensures layout, materials and energy efficiency are
maximised. The circular shape ensures heat is not absorbed
• The structural wall system which allows better solar heat
reflection
• An air-conditioning system using primary and secondary
circuit systems which results in energy savings
Recent building enhancement work was performed to improve the
energy efficiency of Hopewell Centre through the application of
energy saving solutions. The investment leads to cost savings over
time: Hopewell Centre’s electricity cost is HK$1 per sq. ft. compared
to HK$1.7 per sq. ft. in other buildings. The implemented energy
saving initiatives led to savings of HK$1.4 million despite increased
electricity tariffs.
Energy saving retrofit initiatives include:
• Replacementofexistinglightinginofficetowerswithfluorescent
tubes and LED light tubes of lower power consumption leading
to energy savings ranging from 20% to 30%
• AdoptionofenergyefficientLEDlightingforallcommonareas
• Conversionoftheair-conditioningsystemfromair-cooledtoa
water cooled system
• Retrofit of the chiller plant to increase efficiency and reduce
power consumption during part-load operation
• Upgradeofelevators’drivesandmotors
• Installationofsensorautomaticcontrolsforthelightingsystem
We realise that significant energy savings can be achieved through
simple operational changes, such as increasing the chilled water
temperature in the air-conditioning system from 5.5oC to 7oC,
reducing the water flow rate at low-peak hours. These measures
were the main source of the 2.8% or 445MWh energy consumption
reduction in 2010/11 compared to 2009/10.
2002/03 2006/072004/05 2008/092003/04 2007/082005/06 2009/10 2010/11
17657.6417719.9 16582.8217178.35
17738.95
16135.9315690.87
19385.6
19957.2
Hopewell centre energy consumption (MWh)
case Story (2): Promoting an eco-efficient Lifestyle
Broadwood Twelve, a 45–storey luxury apartment building in
Happy Valley, is HHL’s latest residential property development
demonstrating how we integrated our sustainability values into
building design and management.
Environmentally Friendly Building DesignFrom the outset, we have integrated environmental considerations
into the building design. Green features of the building include:
• Naturalairventilation
• Increased day light penetration and reduced need for
electricity for lighting
• Low-emissivedoubleglazingonwindowsofthemainfaçade
reducing the amount of cooling needed
• Energy efficient fittings and lighting and energy saving
features installed in the lift operation system
• Electricvehiclechargingstations
• Consultation with experts on landscape design to ensure
conservation of the natural greenery
• Askygardenandapodiumgardentohelpbalancethebuilding
microclimate
Eco-efficient Building ManagementIn managing the building, we put great emphasis on promoting
an eco-efficient lifestyle to our residents. All units are finished
with high quality materials and fittings with sustainable and
practical considerations taken into account. Thoughtful design,
ready-to-use condition avoids redecoration, reducing hassle and
waste. Even for show flats, we furnished them with the original
fine wooden flooring and all original fittings and finishes of the
bathrooms and kitchen so as to minimise redecoration when they
are eventually sold.
To ensure the ongoing management of the building to be conducted
in a sustainable way, we have set up stringent environment
management guidelines. The facility and property management of
Broadwood Twelve has complied with the requirements of the ISO
14001 environmental management system.
Engaging Residents in Green InitiativesWe endeavour to increase the environmental awareness of our
residents. Green living news will be updated periodically and displayed
on our e-notice board to reduce printing and paper usage. We also
provide collection facilities for the recycling of paper, plastic, metals,
electronics, batteries and fluorescent lamps. All Broadwood Twelve
residences are invited to participate in the programme on Source
Separation of Waste promoted by the Hong Kong Environmental
Campaign Committee and Environmental Protection Department.
This encourages waste separation and expands on the variety of
recyclables to be recovered. To facilitate residents to adopt green
transportation, 20 EV chargers have been installed in its car park.
environmental Performance
22 Hopewell Holdings Limited Sustainability Report 2010/11 Hopewell Holdings Limited Sustainability Report 2010/11 23
environmental Performance
case Study (3): guangzhou-Shenzhen Superhighway
Following an independent energy audit conducted for the
operations of the superhighway joint venture company in April
2010, we have implemented the following recommended energy
saving measures:
Facilities Adminis- trative
building
Traffic control centre
Guest house
building
Living quarters
Energy saving measures
Maintenance and upgrade of lighting equipment (replaced T8 light fixtures with more energy efficient ones)
Hot drinking water supply system (installed a timer with an auto turn off function for after office hours)
Shutting down partial facilities
Sustained Efforts in Promoting Traffic SafetyWe have always put great emphasis on traffic safety and have been
upgrading and enhancing the safety and service facilities along the
GS Superhighway, aiming to provide drivers with a safe, comfortable
and speedy highway.
In July 2008, together with our joint venture company, we co-
organised a large-scale traffic safety education campaign with the
Traffic Management Department of Guangdong Provincial Public
gS Superhighway average daily traffic(No. of vehicles in thousands)
400
350
300
250
200
150
100
50
0 2007/08 2008/09 2009/10 2010/11
320 314
352
392
actions for 2011/12
• Install 66 additional automatic card-issuing lanes to
further enhance operational efficiency
• Develop a website to provide customers with traffic
updates
• Partner with a mobile communications company in
Mainland China to provide customers with an sms service
informing them of latest updates
Security Bureau. A total of 110,000 copies of the Chinese literature
“Analects of Confucius”, which combines lessons of Confucius and
road safety tips, were distributed to drivers and the public free
of charge. We organized safety campaigns to educate drivers and
invited local police to join our campaigns. We also provide yearly
road safety training to the drivers of our own car fleet.
resulting from frequent maintenance works. The highway design
comes with six lanes rather than four lanes in both directions in order
to prepare for growing demands of highway as well as solving the
congestion caused by roadworks, accidents, bad weather conditions
and road closures.
Congestion increases carbon emissions and therefore we closely
monitor the traffic activities and take necessary improvement works
to maintain a high level of service. We endeavour to relieve traffic
pressure and climate impacts by widening our highway. The busy
3.5 km road section between Wudianmei and Taiping interchange
was widened from six to ten lanes in dual directions in June 2011.
The GS Superhighway JV will begin widening the approximately
2 km section between the Hezhou and Fuyong interchanges from 8 to
10 lanes in dual directions in the coming months.
With operations started in 1994, the 122.8-km Guangzhou-Shenzhen
(GS) Superhighway is currently the only highway that connects the
four major cities of Guangzhou, Dongguan, Shenzhen and Hong
Kong. From the outset, we anticipated the growing demand for
operational efficiency and the Superhighway was built and managed
in a way that prepares for this. It is one of the busiest highways in
Mainland China and since its operation, it has helped to boost the
economic development of the nearby cities.
At the planning stage, we worked with local governments and
communities regarding the needs of people living in close proximity
to the highway and thus facilitated the socio-economic growth
of the area. We continue to work with these stakeholders on
road planning and cost sharing to enhance green areas along
the highway.
Energy Reduction InitiativesThe GS Superhighway actively promotes low-carbon operations and
has adopted various methods to reduce its energy consumption.
As lighting is the main source of energy consumption in our
operations, energy efficient lighting systems have been installed
in the tunnel section, toll plazas and office buildings. Replacing
the tunnel’s lighting systems has led to 40 to 60% reduction of
the amount of electricity consumed. In the next year, we will
install an energy efficient lighting system along the whole GS
Superhighway.
For our own car fleet of 160 vehicles, we constantly monitor fuel
consumption and we will replace part of the fleet with hybrid
vehicles later in 2011. We are also studying the possibility of
installing electric vehicle charging stations along the highway.
We review our facilities and operations on an on-going basis to
identify opportunities to increase energy efficiency.
Electronic changeable message signboards and traffic surveillance
cameras are installed along the main alignment and at all toll plazas.
We installed flashing road stubs to alert drivers at busy entry and exit
ramps. An intelligent traffic management system jointly developed with
the Traffic Management Department of Guangdong Provincial Public
Security Bureau has been put into operation along the GS Superhighway
since 2009. As the first of its kind in Guangdong, this system strengthens
traffic surveillance capabilities, enhances the efficiency of rescue
responses and accident handling, and also minimises the congestion
and casualty losses caused by traffic accidents.
Managing Traffic and Congestion To reduce the average length of time that vehicles spend at highway
exits and entrances, we have set up non-stop electronic toll collection
lanes and automatic card-issuing lanes. We are among the first batch
of highway operators in Guangdong Province to install an electronic
toll collection system to help vehicles enter the highway more quickly.
Within the next year, we plan to further install 66 automatic card-
issuing lanes. We also plan to develop a website to provide customers
with traffic updates on our highway and partner with a mobile
communications company in Mainland China to provide customers
with an SMS service informing them of any traffic problems on the
highway we manage.
As the demand for passenger and freight transportation continues to
grow with the strong economic vitality of Guangdong Province, the
average daily traffic volume of the GS Superhighway increased by
11% in 2010/11. To maintain the high operational efficiency of our
highway network, we make continuous efforts to relieve congestion.
During the design and construction stages of our projects, we foresee
strong growth in traffic volume and thus incorporate features that can
increase traffic efficiency and reduce congestion at the beginning. For
instance, the thickness of the road base we built is over one metre,
compared to the standard of 70 to 80 cm for highways in Mainland
China. This increases road durability and helps avoid congestion
environmental Performance
24 Hopewell Holdings Limited Sustainability Report 2010/11 Hopewell Holdings Limited Sustainability Report 2010/11 25
environmental Performance
Project details:
• Ultra-supercriticalcoal-firedpowerplant
• Two600MWgeneratingunits
• Supplies electricity to Guangdong Province, particularly
Heyuan and Huizhou
• Commencedcommercialoperationsin2009
Reduced Carbon EmissionsGiven the rapid development of the Chinese economy, we recognise
that coal will remain an important part of the nation’s fuel mix.
However, with the impact on climate change in mind, we are using
coal-fired combustion technology that can achieve higher efficiencies
than conventional coal-powered units, resulting in significant carbon
emissions reductions. An ultra-supercritical coal-fired plant consumes
less coal than existing plants to create the same amount of electricity
and emits less carbon dioxide per kilowatt generated. The plant is also
equipped with flue gas desulphurisation technology, low NOx burner and
electrostatic precipitation and an online emission monitoring system for
controlling SO2, NOx and dust emissions.
Community DevelopmentThe local community where the power plant is located is generally
supportive of the development, as it has helped to boost Heyuan‘s
economy. The Heyuan Power Plant has been identified as one of the
poverty alleviation projects supported by the Shenzhen Government.
This project of about RMB5.2 billion is the largest investment project
in Heyuan and the power plant provides a stable electricity supply
to the local community. We collaborate with Da Tong Coal Mining
Group, one of our long-term coal suppliers, in a project that supports
coal mining workers and their children to access university education.
• 7% coal saving compared to average industry practice
— can generate 1kWh electricity with 312g of coal
(2010/11) while conventional power plants need in
average 335g of coal (2010)
• 7% less co2 emitted than the average coal plant currently
installed in Mainland China
• 0.18 million tonnes of coal and 14 million cubic
meters of water saved every year compared to
conventional coal power plants, based on 2010/11
electricity sent out of 7,666 GWh
Heyuan Power Plant was formed under a joint venture between
H-Power Investor (HK) Limited, a subsidiary of Hopewell Holdings
Limited, and the Shenzhen Energy Group. It was named “SEC & Hopewell
Power (Heyuan) Co., Ltd.”. With low coal and water consumption,
the power plant is one of the most efficient and environmentally
responsible coal-fired power plants in Guangdong Province.
In 2010, the power plant was granted the “China Environmental
Friendly Enterprise” Award by the Chinese Government after an
official environmental audit conducted by the All-China Environment
Federation under the Ministry of Environmental Protection of
Mainland China. It was also awarded a Silver Medal in “National High
Quality Project” by the China Association of Construction Enterprise
Management, based on its environmental credentials.
case Study (4): Promoting clean coal technologies and Responsible Labour Practices
* Source: Website of China Shenhua Energy Company Ltd., Website of China National Coal Group Corp., Website of State-owned Assets Supervision and Administration Commission of the State Council, Website of China Coal information Institute & National Institute for Occupational Safety (CII & NIOS), 2010 Sustainability Report of Inner Mongolia Yitai Coal Co. Ltd., Website of State Administration of Work Safety, Energy Information Administration and United States Department of Labour
Young Staff DevelopmentHeyuan Power Plant trains graduates every year to develop their
work skills. Over 80 fresh graduates were recruited since 2008. The
power plant has a high number of young employees: one half of
the total number of employees are under 30 years old.
To address the needs of this employee category, the SEC & Hopewell
Power (Heyuan) Co., Ltd. Committee of the Communist Youth League
of China was formed. The Committee serves as a platform for young
staff to organise various activities, such as sports, community services
and leadership training programmes. The purpose of the Committee
is to encourage participation in team building and social activities.
The participation rate of the activities organised by the Committee is
high. For instance, over 200 employees of the power plant participated
in a marathon it organised.
Employee Safety
Safety in the Supply ChainCoal mining safety has long been a major concern in Mainland China,
where the average industrial fatality rate was 0.749 per million tons
of coal in 2010.
To ensure appropriate safety measures are in place down our supply
chain, we have chosen to work only with reputable suppliers with
low accident risk rates and good safety records.
Supplier Fatality rate per million tonnes of coal (2010)*
China Shenhua Energy Company Ltd. 0.0123
China National Coal Group Corp. 0.032
Datong Coal Mine Group Company 0.059
Inner Mongolia Yitai Coal Co. Ltd. 0
the committee will continue to support young employees to excel in the workplace, serve the community and promote their all-round development.Zi Qiao TANG, President of the SEC & Hopewell Power (Heyuan) Co.,
Ltd. Committee of the Communist Youth League of China
country Fatality rate per million tonnes of coal*
China (2010) 0.749
USA (2009) 0.0153
Heyuan Power Plant is now adopting the National Occupational
Safety Association (NOSA) system for the integrated management
of safety, health and environment in a power plant. NOSA is a
global standard designed to manage the risk to which individuals,
facilities, equipment and business environments are exposed and
is implemented on the basis of programmes incorporated into the
daily activities of each worker. To cater to employees’ medical needs,
medical insurance is extended to power plant employees and also
their children.
ouR PeoPLe
26 Hopewell Holdings Limited Sustainability Report 2010/11 Hopewell Holdings Limited Sustainability Report 2010/11 27
our People
Upgrading Physical Workplace ConditionsOur Management ApproachHuman resources issues are managed by the respective
departments of HHL, its subsidiaries and joint ventures.
At HHL this is headed by an Executive Director.
Our Corporate Code of Conduct sets out our principles for
acting responsibly in the course of our business. This Code
of Conduct applies to all employees under the Group’s
employment and includes issues related to conflicts of
interest, non-discrimination, equal opportunities and diversity,
workplace harassment, disciplinary issues, complaints and
dispute resolution procedures.
To ensure that employees are aware of these policies and
their implications they are communicated via appropriate
channels including orientation and induction sessions and
on our Group’s Intranet. All employees are required to sign
an acknowledgement form appended to the Code of Conduct
upon appointment.
Annual performance appraisals are conducted for all our
permanent employees. Feedback and recommendations
from employees will be channelled, via Human Resources,
to the Executive Directors.
Our PeopleWe regard our employees as our greatest asset. We endeavour to
provide good benefits, promote work-life balance, develop talent
and reinforce health and safety awareness amongst our staff. By
enhancing communication with our employees, we aim to cultivate
a sustainable workplace and responsible corporate culture.
As of 30 June 2011, the Group had 1,378 full-time employees in
Hong Kong and Mainland China, and 3,604 workers employed by
our highway and power plant joint venture companies in Mainland
China. Both the Group and joint venture companies ensure all
employees are paid beyond the legally required minimum wage
and there is no gender-based salary discrimination between men
and women working in similar jobs. Our Group’s senior management
work closely with the power plant partner to ensure that all workers
employed in the joint venture operation are treated fairly.
As an Equal Opportunities Employer, the Group is committed to
eliminating discrimination relating to disability, gender, marital
status, pregnancy, age, family status, sexual orientation and race.
We have adopted formal mechanisms through which employees
can make a complaint of discrimination or harassment. Grievance
or complaint procedures are outlined in the Employment Handbook
provided to staff on their first day of employment.
Employee Benefits and WelfareWe offer competitive remuneration packages to employees based
on prevailing market practices and individual performance. Share
options and share award schemes are provided to employees as
incentives. For details of the schemes, please refer to the Report
of the Directors in our Annual Report 2010/11. The Group offers
discretionary bonuses to employees based on individual and
business performance.
We provide medical insurance coverage to all staff and offer group
personal insurance cover to senior staff. We provide marriage,
compassionate, and examination leave on a case by case basis. We
allow people to rejoin us after fulfilling family obligations. With the
approval of respective divisional or department heads, employees
below managerial grade are eligible for compensation leave.
We have also launched the “Beyond the Expectations” Reward
Programme to recognise employees who demonstrate devotion
to their work and loyalty to the company. Incentives will include
overseas trips and holiday tours.
Nurturing Generation Y Employees and ManagersWe provide learning opportunities and career development which cater
to Generation Y employees. Internships and temporary positions are
offered to young people to enable them to gain valuable hands-on
exposure in our business, while our two-year Management Trainee
Programme focuses on long-term career development.
We have established a mentoring scheme, where experienced managers
are assigned to guide each trainee. Mentors offer close guidance and
coaching. Trainees also receive appraisals by their supervisors so as to
ensure that they receive regular feedback for improvement.
We provide three to four management trainee positions every year.
To keep both current trainees and prospective candidates abreast
of latest recruitment news and activities of the trainee programme,
our management trainees have set up a Facebook page containing
information about the programme.
We completed the renovation of the Group’s offices at Hopewell Centre
to offer those who work in them an enhanced working environment.
Oasis, a landscape pool garden on the 18th floor, is accessible to our
staff and Hopewell Centre office tenants during their breaks.
Between March and May 2011, Heyuan Power Plant renovated the
canteen of the site to provide a more comfortable dining environment
for the workers. The canteen is now fully air-conditioned and spacious
enough to accommodate 200 workers comfortably. Workers can also
watch news from the newly installed LCD televisions during their meal
hours. They are provided with subsidised meals every day and as the
power plant is 30 minutes’ drive away from the staff dormitory, free
shuttle buses are provided.
Promoting Work-Life BalanceWork-life balance is instrumental to maintaining a productive, healthy
and cohesive workforce. The Group launched a five-day work week
policy in March 2010, going beyond standard practice in Hong Kong.
For our frontline staff, we provide an alternate Saturday off arrangement.
Through our Employee Care Programme, we organise company-
sponsored activities, including bowling competitions, outings, dinner
gatherings and staff parties. All these serve to encourage interaction
between employees outside working hours.
Management trainees are important “catalysts” for corporate transformation. From my interactions with them, i was inspired by their energy and aspirations.Richard Cho Wa LAW, Company Secretary, Hopewell Holdings Limited and
Hopewell Highway Infrastructure Limited.
QueenlyHoiMeiLAM,ManagementTrainee2009,SeniorOfficer—
Asset Management, Hopewell Asset Management Limited
We have received constant guidance from top management and been exposed to a wide spectrum of businesses and projects to levate our potential to the fullest. Hopewell encourages us to become pillars of the society.
our People
28 Hopewell Holdings Limited Sustainability Report 2010/11 Hopewell Holdings Limited Sustainability Report 2010/11 29
our People
Our training programmes are designed to respond to the knowledge
and skills gaps identified during performance appraisals. We utilise
a Training Needs Identification Matrix that outlines the various
training courses that are targeted at staff at three different levels,
namely Management, Operational and Technical levels. Apart from
having our internal staff to conduct training sessions, external
speakers or outside training providers are also invited.
We gain feedback from our employees on the usefulness of training
courses and seminars held, which facilitates our planning for future
training programmes. We also support our employees who would
like to take job-related courses which are not organised by the
Group by providing training subsidies and reimbursements, subject
to the fulfilment of the course requirements.
Four of our employees, including a quantity surveyor, electrical
engineer, project manager, and assistant project manager, have
successfully completed the Building Environmental Assessment
Method Professionals (BEAM Pro) course and registered as Accredited
BEAM Pro. The course fee was fully sponsored by the Group as our
commitment to support green building design.
Reinforcing Health and Safety AwarenessThe health and safety of our employees is of paramount importance.
We are vigilant in addressing workplace health, safety and
environmental risks, and adopt relevant measures to increase the
awareness of our employees.
actions for 2011/12
• Develop a centralised data collection system that will
capture statistics on training, staff development and
other welfare programmes across all of our businesses
• Incorporate staff into our stakeholder engagement
process
• EnrichtheprogrammesoftheCorporateVolunteerTeam
to encourage active participation
go green WorkplaceTo instil the basic “3R”
concept of “Reduce, Reuse,
Recycle” amongst employees,
we launched a “Go Green
Workplace” programme. We
placed recycling bins at our
offices at Hopewell Centre
to allow our staff to dispose
of their waste appropriately.
Green Captains in each
of our business units and
departments encourage their
colleagues to categorise their
waste before disposal. An “Outstanding Green Performance”
award is organised to recognise the department with the
best performance. We have also launched a Green Column in
the Intranet to allow our staff to exchange their ideas about
environmental protection and their experience in the activities
that they have participated in.
Managing Employee Stress New employees in our properties are given comprehensive safety
guidelines. We have put in place fire safety measures in all our
premises and we work closely with the Fire Service Department of
Hong Kong in organising fire safety seminars, fire drills and training
of Fire Safety Ambassadors (FSA). To safeguard buildings where our
employees work, we conduct regular inspections of our premises
and carry out fire safety improvement works whenever necessary.
As retail trades, restaurants and hotels generally report the highest
number of workplace injuries in Hong Kong, we also place great
importance on worker safety in these functions. Employees working
at our restaurants or kitchens are made aware of the safety issues in
their respective workplaces through training and safety guidelines.
A total of over HK$200,000 was spent on compensation to all the
injured workers. Major causes of injuries included slippery floors,
mishandling of hot food, improper use of tools, improper lifting
techniques, faulty equipment, and carelessness. To minimise similar
injuries in the future, we have carried out skid-proof improvement
works, inspected all equipment or devices that can potentially cause
injury, reminded employees to follow our guidelines for proper use
of tools, and strengthened occupational safety training. We also
organise First Aid Care training in the workplace to educate staff on
basic first aid techniques which they can use to help themselves or
others when emergencies happen.
Employees who need to enter construction sites are required to
have a Construction Industry Safety Training Certificate (Safety Card).
This training ensures employees are aware of recent developments
in safety legislation and safety and health issues related to
construction work. Personal protective equipment is made available
on site for contractors, one of the conditions required by us during
the tendering process.
In addition to occupational safety concerns, we promote the general
health of our employees. In our property division, we have a Health
and Safety Committee made up of 13 staff members. The mission of the
committee is to enhance health and safety awareness. A number of talks
on various health issues, including stress management and nutrition,
were organised. Furthermore, we held talks on breast and prostate
cancers, given the increased prevalence of these diseases in Hong Kong.
For a healthier lifestyle, we encourage our employees to participate in
sports events (please refer to Customers and Communities section for
more details) as well as activities of the Bowling and Badminton interest
groups. Free bowling classes coached by Ms. Vanessa FUNG, Hong Kong
Bowling Team Representative, were organised for staff members as part
of our efforts in encouraging staff to participate in sports.
Enhancing Employee Engagement Involving our employees in environment-based community
initiatives is an effective way to increase their awareness of social
and environmental issues. To cultivate a responsible culture within
the workplace, we have a Corporate Volunteer Team which aims
to increase our impact on the community. The team currently
comprises 73 staff members who have actively supported initiatives
organised by us and our community partners.
We have selected a Green Captain from each business unit and
department to take the lead in influencing other colleagues to
participate in environmental initiatives.
a total of 52 training sessions, seminars, and workshops were held during the reporting year:
Occupational health and safety and general health training
• Firesafety• Firstaidatworkplace• Occupationalsafetyinthecateringindustry
• ConstructionIndustrySafetyTrainingCertificate• StressManagement• HealthyDiet
Regulations and voluntary codes • RaceDiscriminationOrdinance• PreventionofbriberybyICAC (Independent Commission Against Corruption)• ISOstandards(ISO26000onSocialResponsibility and ISO 31000 on Risk Management)
• Safetyregulationsrelatedto the catering industry• MinimumWageOrdinanceandimplications for human resources • Informationsecurityawareness
Soft-skills training • Presentationskills• Teambuilding• Timemanagement
• Businessandsocialetiquette• ProfessionalImagetraining, dressing strategies
Managerial training • Projectmanagement• Keyperformanceindicatorssetting• Problemsolvinganddecisionmaking• Dataprotectionforhumanresourcepractitioners
• CSRworkshop• Handlingemployeerelations• Mediahandling
Customer service skill training • Telephonemanners• OralMandarinandEnglishlanguage
• Communicationskills• Dealingwithdifficultcustomers
Technical training • Glasscleaning• Forklifttruckhandling
• Hotelcleaningandmaintenance• CertificateinWaterQualityControl for swimming pools
Helping employees to cope with stress is important. In 2010/11,
we invited speakers to discuss stress management issues with our
employees and launched an Employee Assistance Programme (EAP),
which provides hotline and face-to-face professional counselling.
Strengthening Talent DevelopmentWe offer a variety of training and development programmes to
enhance productivity and unleash the potential of our employees
to prepare for their future roles. In addition to formal training
programmes, we also provide on-the-job training and seminars to
relevant employees.
cuStoMeRS anD coMMunitieS
30 Hopewell Holdings Limited Sustainability Report 2010/11
customers and communities
Hopewell Holdings Limited Sustainability Report 2010/11 31
We believe that contributing to the local communities in which
we operate is just as important as excelling in customer service.
Communities are where our customers come from. Indeed, they
are inseparable.
海港中心
灣景中心大廈新鴻基中心
碼頭
QREPlaza
中環廣場
香港會議展覽中心新翼Hong Kong Convention & Exhibition Centre
(New Wing)
麥加力歌街McGregor Street
利東街項目Lee Tung Street ProjectQueen’s Road East 皇后大道東
太原街Tai Yuen Street
Johnston Road莊士敦道
建議於利東街興建行人隧道
建議興建行人天橋連接胡忠大廈及GARDENEast
現有行人天橋
建議之步行通隧道段
建議之行人天橋
建議之行車天橋附設之行人路
建議之步行街
現有行人天橋(步行通範圍)Existing footbridge
Proposed pedestrian subway
Proposed footbridge
Proposed �yover-cum-footbridge
Proposed pedestrian street
Existing footbridge (part of the Pedestrian Walkway)
“步行通”Pedestrian Walkway
建議擴建胡忠公園
Proposed pedestrian subway at Lee Tung Street
Proposed footbridge linking Wu Chung House and GARDENEast
Proposed extension of Wu Chung Park
GARDENEast花園
合和中心二期
Hopewell Centre II
Hopewell Centre
Wu Chung Park
Green area
Kennedy Road
堅尼地道
博覽道中
會議道
Expo Drive Central
Convention Avenue
Harbour Road
Gloucester Road告士打道
港灣道
Luar
d Ro
ad盧押道
Southorn Playground
Wan Chai MTR Station
修頓球場
合和中心
胡忠公園
Wu Chung House胡忠大廈
灣仔港鐵站
Hennessy Road
Lockhart Road
Flem
ing
Road
菲林明道
軒尼詩道
駱克道
Ja�e Road
Central Plaza
謝斐道
Hong Kong Convention &Exhibition Centre (O�ce Tower)
Great Eagle Centre Harbour Centre
ChinaResources Building
Causeway CentreSun Hung Kai Centre
Stew
art R
oad
Wanchai Road
灣仔道
史釗域道
香港會議展覽中心辦公大樓 鷹君中心
華潤大廈
Pier
Our Management ApproachcustomersOur quality control policy for property and facility
management highlights the importance of customer
experience, customer-oriented and quality services, team
work and continual improvement. The property and facility
management services of all commercial properties in the
management portfolio of Hopewell Real Estate Agency
Ltd., a wholly owned subsidiary of HHL, have satisfied the
requirements of the ISO 9001 certification system. Customer
complaints are promptly investigated and adequate remedial
actions are put in place to redress the situation and prevent
or minimise their recurrences in the future.
community investment We track the success of our community initiatives primarily
through stakeholder feedback. We are working towards
developing a more systematic way of managing our
community involvement initiatives, including the involvement
of our volunteer team, identification of a focus in community
programmes, and selecting longer term partnerships with
NGOs to provide greater positive impacts, especially in youth
development. We also provide help through cash or in-kind
donations in response to disasters.
Revitalisation of Wan ChaiAs a pioneer in the urban renewal of Wan Chai, we started the
development of Hopewell Centre in the early 1970s. With its
completion in 1980, the associated business activities have greatly
enhanced the development of the area. The district has gradually
been transformed into a major business centre. As a local business
operating in Wan Chai for over 40 years, we consider the needs of our
local community as a priority for all of our development projects. Our
aim is not only to develop buildings, but be a community oriented
partner that can offer convenience and uplift the local surroundings
of our business operations, thus benefitting people living, working,
commuting and doing business in the area. Our other property
developments in Wan Chai have contributed to the creation of a
dining, shopping and entertainment hub with footbridges between
buildings enhancing the safety and convenience of pedestrians.
Queen’s Road East is now one of Hong Kong’s major business centres.
We continue to position Wan Chai as a vibrant commercial district
through our efforts in local community renovation, refurbishment,
and tenant remixing. We proposed the building of a 1km pedestrian
walkway in Wan Chai encompassing a series of subways and
footbridges linking Wan Chai South to Wan Chai North. We look
forwardtothecompletionofourtwonewprojects—LeeTungStreet
Project and Hopewell Centre II, which will further strengthen Wan
Chai as a commercial and community friendly hub, by 2016.
We strive to strike a balance between the interests of our
community and other stakeholders. For example, to support
the Hong Kong Government’s initiatives in strengthening local
economy after the SARS incident, decorative LED lighting on
the exterior of Hopewell Centre is turned on for the “Symphony
of Lights” show every night to help promote tourism and the
skyline around Victoria Harbour. However, in response to residents’
feedback, we decided to turn off the lighting not facing the
harbour each night after the show to reduce light pollution and
disturbance to the neighbourhood.
Balancing Heritage Needs
Lee tung Street Project
Lee Tung Street Project began construction in May 2010. It is
an Urban Renewal Authority (URA) redevelopment project, in
cooperation with Sino Land Company Limited on a 50:50 joint
venture basis, at a total estimated investment cost of HK$9 billion.
Combining our long-term presence and experience in Wan Chai
with Sino Land’s strong track record in residential development and
experience in URA projects, we believe the synergy better serves
the local community.
customers and communities
32 Hopewell Holdings Limited Sustainability Report 2010/11
customers and communities
Hopewell Holdings Limited Sustainability Report 2010/11 33
The Lee Tung Street and McGregor Street area is widely known
as an iconic landmark with rich historical value. The project will
highlight its unique and distinctive characteristics by incorporating
redevelopment, heritage conservation, revitalisation and green
elements. A cluster of three historic buildings along Queen’s Road
East will be revitalised.
nam koo terrace
In response to increased stakeholder interest in the conservation of
heritage buildings and historic sites in Hong Kong, we will conserve
and revitalise Nam Koo Terrace on Ship Street, a Grade I historic
building with over 90 years of history.
Promoting Sustainable Growth: Hopewell Centre II
Hopewell Centre II, which will feature Hong Kong Island’s first
conference hotel, is targeted to start construction before the
end of 2011 with a planned completion in 2016. Taking local
stakeholders’ views into consideration, we are implementing a
revised development plan that strikes a balance between economic
development and environmental protection. Under the plan, we
have reduced the height of the conference hotel and reduced the
total floor area by 31%. The total planned investment for Hopewell
Centre II is around HK$5 billion, including a HK$400 million road
improvement plan, a green park open to the public and an extensive
tree-planting plan.
For the road improvement scheme, 10% of the land in the site will
be reserved for the expansion of the entrance of Hopewell Centre II
and the pedestrian pavement on Kennedy Road and the pavement
near the Hopewell Centre on Queen’s Road East will be converted
into an extra lane for the West bound traffic. The traffic of Queen’s
Road East / Spring Garden Lane will be improved significantly. Due to
concerns from the public relating to the conservation of various tree
species, we plan to invest about HK$20 million in a comprehensive
tree conservation, plantation and transplantation programme.
We estimate that the Hopewell Centre II project will create 4,000
jobs, including the construction and interior decoration stages as
well as positions held at the hotel and retail shops.
Facilitating a Barrier-Free Environment
Ensuring the Health and Safety of Customers and CommunitiesWhile our concern for the safety of pedestrians in Hong Kong extends
to the building of footbridges and walkways for public use, as a
highway developer, we are also concerned about the safety of the
drivers using our highways in Mainland China (for details, please
refer to the GS Superhighway Case Study).
In our hospitality business, we are particularly concerned about food
safety. At Panda Hotel, we conduct monthly laboratory tests for high
risk food items and request suppliers to provide health certificates
from relevant authorities.
All our restaurants in Panda Hotel have received Hong Kong Tourism
Board’s Quality Tourism Services (QTS) accreditation, recognising our
high product and service standards. The scheme ensures genuine
products with clearly displayed prices, clear display of product
information and frontline staff with extensive product knowledge.
We ensure all 241 of our own security personnel are aware of
their legal rights, particularly in relation to the use of force that
concerns individual safety. All of them are qualified holders of security
personnel permits and have fulfilled in-house and external training
programmes. We also invite an external professional body to conduct
16 hours of basic security service training to refresh our security staff’s
knowledge on their rights, patrol skills and relevant regulations.
In 2010/11, there was no incident of regulatory or voluntary codes
violation concerning the safety of our property and food offered to
our customers.
Enhancing Trust and CredibilityWe adhere to the Personal Data (Privacy) Ordinance to ensure
safety of our hotel guests’ personal data. Personal data obtained
from our guests are treated as strictly confidential and used for
communication purposes with Panda Hotel only.
Sales brochures, price lists, payment terms and advertisements
relating to our properties are prepared in accordance with the
guidelines of the Real Estate Developers Association of Hong Kong
to enhance the clarity and transparency of information. Our sales
brochures are also sent to the Estate Agents Authority, Lands
Department, Consumer Council and Transport and Housing Bureau
for record before any first sales launch.
Knowledge SharingWith our expertise and experience in buildings and infrastructure
development, we provide free consultation for communities. Our
infrastructure team provided free consultation for the development of the
Hong Kong-Zhuhai-Macau Bridge project. Our engineers and architects
have worked with the Hong Kong Football Association in planning
football fields. Following the Sichuan earthquake, our construction
experts travelled to the site to share knowledge on rebuilding the area.
Supporting Community NGOs and Charity Events
Our buildings offer convenient access to visitors with special needs
and we constantly upgrade our facilities, including the provision of
disabled car parking spaces, disabled ramps and tactile indicators
for visually impaired visitors. In August 2010, we invited the
Hong Kong Federation of Handicapped Youth to examine our
premises, Hopewell Centre and QRE Plaza, to test the extent of its
accessibility for disabled visitors. Our efforts in creating barrier-
free environments were acknowledged by the organisation.
Promoting Environmental Protection to Tenants and CustomersHopewell Centre promotes a “Green Office Management” initiative
and encourages its tenants to adopt the principles of Reduce, Reuse,
Replace, and Recycle. The quarterly Hopewell Bulletin sent to our
tenants promotes environmental initiatives, providing energy saving
tips. In 2011, we launched an electronics recycling programme
to collect used computers and equipment from Hopewell Centre
tenants. Items collected are donated to charities for reuse and
fundraising purposes. A hotline and online service is also in place
to collect tenant feedback. Tenants from Hopewell Centre expressed
interest in promoting the use of bicycles, increasing the frequency of
recycling paper collection and installing a voice system at escalators
for visually impaired tenants and visitors.
We support local community activities through sponsorship and
donations, both cash and in-kind, to various NGOs including:
• TheCommunityChestofHongKong
• St.James’Settlement
• HongKongFederationofYouthGroups
• HongKongAssociationofYouthDevelopment
• HongKongOutstandingStudents’Association
• HongKongJuvenileDiabetesAssociation
• HospitalAuthority
We offered venues in our properties without charge for the staging
of over 100 community and charitable events. We also made the
Hopewell Conference Centre located at Hopewell Centre available
for use by NGOs for hosting seminars and meetings.
customers and communities
34 Hopewell Holdings Limited Sustainability Report 2010/11
customers and communities
Hopewell Holdings Limited Sustainability Report 2010/11 35
actions for 2011/12
• StrengthentheCorporateVolunteerTeambyenriching
voluntary service programmes and encouraging more
employees to join the team
• Establishaformalpolicytoallowouremployeestotake
volunteer leave
• Devise plans for more youth sports and educational
initiatives, including those for disadvantaged youth
• Developamorecomprehensivecommunityinvestment
strategy to guide our efforts in this area
• Developlonger-termpartnershipswithselectedNGOson
significant community related projects
• Formalise an assessment system to examine the
effectiveness of our community involvement and
employee volunteering programmes
i was impressed by colleagues collaborating across various business units and departments, serving the community together. With our family members, athletes and secondary school students joining us, over 100 volunteers participated in the tuen ng elderly visit which is indeed a good demonstration of our focus on community partnerships.Alan Ming Fai TAM, Executive Director,
Hopewell Highway Infrastructure Limited
at Hopewell, i have been given plenty of opportunities to plan and implement projects, through which i now recognise my potential beyond my sports skills. My qualities as an athlete also prepared me to face the challenges in my new job.Clara Wing Hung TSE, Hong Kong Beach Volleyball Team Representative
The total amount of our community contributions was HK$8,749,853
(including sponsorship, cash donations and in-kind contributions).
Corporate Volunteer TeamThe Group’s formal volunteer team was established in early 2011.
One of the missions of the team is to share their experiences of
volunteering in community related projects with non-participating
employees so as to encourage further participation. Employee
volunteering up until June 2011 amounted to over 430 hours.
In May 2011, the inaugural activity of the team was held with over
100 volunteers, including more than 70 staff from the Group and
their family members, local athletes and members of the Hong Kong
Outstanding Students’ Association. The team visited over 100 elderly
people living in Wan Chai, Aberdeen, Kwun Tong and Tsuen Wan, and
presented them with healthy vegetarian rice dumplings and other
gifts to celebrate the Chinese Dragon Boat Festival.
Cultivating Youth Education and Sports Development
Developing joint teams with NGOs: Corporate Sports ChallengeTo strengthen the ties with our NGO partners, HHL and KITEC
formed joint teams with St James’ Settlement (SJS) and The Boys’
and Girls’ Clubs Association of Hong Kong (BGCA) to participate
in the Corporate Sports Challenge organised by the Community
Chest to raise funds for its children and youth services. After
several rounds of heated competition, the Hopewell SJS Team
won the championship in the Super Game Category. The Group
donated HK$200,000 for the two teams and HK$160,000 worth
of prizes for the winners. Our Managing Director, Mr. Thomas
Jefferson WU, personally invited eight other organisations to
participate in the event to raise more funds.
Art & CultureHK$590,500
7%
Youth DevelopmentHK$4,637,473
53%
Community support
HK$3,521,880 40%
community contributions
To support the community further, we encourage employees to
take part in charitable and community events initiated by our NGO
partners. For example, 160 of our employees participated in the
Walk for Millions organised by the Community Chest.
Our joint venture companies in Mainland China are also active
in supporting community events In November 2010, the GS
Superhighway Joint Venture sent 37 volunteer employees to the
2010 Asian Games and Asian Games for the Disabled held in
Guangzhou to help control traffic flow. The Heyuan Joint Venture
donated 476,000 bricks (worth over RMB 120,000) to three deprived
villages in Heyuan. Tables and other classroom supplies were also
donated to a rural primary school within the community.
Promoting Arts and Cultural Development
We have been supporting the Hong Kong Athletes Career and Education
Programme (HKACEP) initiated by the Sports Federation and Olympic
Committee of Hong Kong, China, since 2008. The objective of the programme
is to help serving and retired athletes integrate into the mainstream
society through a series of career development and educational activities.
Mr. Ka Ho CHENG, a former Hong Kong Wushu Team Representative, and
Ms. Clara Wing Hung TSE, a Hong Kong Beach Volleyball Team Representative,
were recruited to join the Group in 2008 and 2011 respectively.
We also facilitate the staging of large-scale sports events, including
bowling, dance, cue sports, Chinese martial arts, and boxing in Hong
Kong by offering venues complying with international standards
at KITEC.
With our versatile performance venues at KITEC, we have played
an increasing role in promoting arts and cultural development in
Hong Kong in addition to offering financial support to arts and
cultural events. A wide variety of such events, including concert,
musical, dance performance and multimedia shows, were held at
KITEC in 2010/11.
PRocuReMent anD SuPPLy cHain
36 Hopewell Holdings Limited Sustainability Report 2010/11
Procurement and Supply chain
Hopewell Holdings Limited Sustainability Report 2010/11 37
We carefully select contractors and suppliers to ensure that ethical
standards are adhered to and that they share the environmental and
social values of the Group.
Property and Facility ManagementTo ensure we provide quality and professional property and
facility management services, we have strict requirements on our
contractors and suppliers aligned with our quality control and
environmental policies. We maintain a database of 466 contractors
and 436 suppliers to support our real estate operations. To qualify,
the contractor or supplier has to register their interest and provide
their audit reports, along with background information of their
business. All qualified contractors or suppliers are required to
understand and officially acknowledge our Environmental Code of
Conduct for Contractors/Suppliers, which requires them to:
• Complywithallenvironmentallawsandotherrequirements
• Control the use of materials and resources and maximise
energy efficiency
• Use and/or provide recycled products ormaterials as far as
possible, and avoid using products or chemical materials that
could cause significant negative impact to the environment;
• Reducewaste at our premises and other designated sites, and
adhere to legal requirements related to waste water disposal,
other waste disposal and noise pollution, when carrying out duties
• If possible, provide recyclable materials and products, and
reuse or recycle waste;
• Ensure proper disposal, handling, storage and treatment of
chemical and non-chemical waste to prevent harm
• Regularlymaintainvehiclesused toprovide servicesand to
ensure noise, and air pollutants, are kept under control
• Familiarisethemselveswithourenvironmentalapproach
Apart from environmental considerations, we also evaluate the labour
practices of our contractors and suppliers, particularly in terms of the
welfare of workers that they provide for our sites. For security guards
and cleaners, we ensure that we comply with all statutory minimum
wage requirements. Our internal auditors check and ensure that their
take-home pay is at or above the minimum wage. In the reporting
year, all workers were paid above minimum wages.
We conduct spot inspections and annual assessments of our
qualified contractors and suppliers on a random basis. We have
developed six key factors to evaluate our contractors in terms of
knowledge, skills, quality, co-operation, safety, and cleanliness. We
implement a system whereby potential contractors can gain additional
points if they have internationally recognised safety systems in place,
such as OHSAS 18001. Annual assessments are conducted to measure
our contractors’ performance and their ranking will affect the type of
projects granted by the Group. In the case of any violation of policies
or regulations, we issue warning letters to contractors. Site supervisors
will have to rectify any conditions deemed dangerous or inconsistent
with statutory requirements and specifications in the agreements.
Contractors will be removed from our database after three warning
letters have been issued.
For our hotel supplies, such as toiletries, towels, and facilities
maintenance services, our suppliers and contractors are subject to
the same policies and codes of conduct applied to our property
and facility management operation.
Property and Infrastructure Development ProjectsFor property and infrastructure construction projects, contractors
are mainly made up of professionals (such as architects, civil
engineers and mechanical engineers) who have their own
stringent accreditation and standards in place. However, they
are also governed by the terms and conditions specified in our
contracts with them, which outlines our expectations on their
quality of work, environmental performance, occupational safety
and labour practices and all other statutory requirements (such
as the prohibition of child labour and minimum wage payments).
We ensure contractors are aware of our key performance indicators
related to energy efficiency and labour standards. We conduct spot
inspections at construction sites and have adopted a ranking system
to rate our contractors based on the performance assessment factors
we set and other specifications listed in our contracts to them.
For Phase III of the Western Delta Route currently under construction,
we have tendered out 100% of the contracts, which include a “Safety
Production Agreement” (安全生產合同) and “Warranty of Wage
Payment for Construction Site Workers” (建設工程農民工工資支付保證書).
actions for 2011/12
• Developagroup-widepolicyforresponsibleprocurement
and supply chain practice
Our Management ApproachWe aim to ensure that all purchasing practices are governed
by the highest professional and ethical standards.
For property and facility management, we apply an
Environmental Code of Conduct for contractors and suppliers.
Labour practices are also monitored through inspections and
annual assessments.
For property and infrastructure construction projects,
contractor or supplier contracts outline our expectations
relating to environmental performance, occupational safety
and labour practices. Our approach also includes inspections
and capacity building in the form of supplier briefings.
For our joint venture operations, Directors and Senior
Executives sit on the Boards and participate actively
in management decisions. Through this we are able to
communicate our stance on environmental and social issues.
Hong Kong staff members have been placed on secondment to
work closely with our joint venture partners on implementing
and monitoring projects, influencing supply chain matters at
the operational level.
We have imposed strict and effective monitoring systems
and management controls to detect and prevent bribery,
fraud, or other malpractice in the process of procurement
and tendering.
Coal-fired Power PlantWe ensure our coal comes from large and reputable suppliers which
demonstrate good safety records (for details, please refer to the Case
Study: Promoting Clean Coal Technologies and Responsible Labour
Practices). In selected major suppliers for the Heyuan Power Plant
have put in place effective management systems to monitor social
and environmental practices along their own supply chain.
econoMic PeRFoRMance tabLe
38 Hopewell Holdings Limited Sustainability Report 2010/11 Hopewell Holdings Limited Sustainability Report 2010/11 39
(HK$ million) 2009/10 2010/11
Revenue 1
– Property letting, agency and management 603 650
– Property development 349 1,918
– Hotel operations, restaurants and catering 327 388
– Toll road investments 1,940 2,275
– Power plant 1,055 1,530
– Treasury income 13 106
– Other 95 106
4,382 6,973
earnings before interest and tax (“ebit”) 1
– Property letting, agency and management 382 400
– Property development 106 184
– Hotel operations, restaurants and catering 55 94
– Toll road investments 1,029 1,065
– Power plant 118 123
– Treasury income 13 106
– Other (157) (117)
EBIT (before gain on completion) 1,546 1,855
Gain on completion of Broadwood Twelve 2,238 -
EBIT (after gain on completion) 3,784 1,855
economic value distributed
– Operating cost 2 737 776
– Employee wages and benefits 3 326 357
– Payment to providers of capital 4 940 947
– Government Tax 5 127 162
– HK Profits Tax 19 55
– PRC taxation 108 107
– Charitable donations 6 4 5
Notes:1 Please refer to Management Discussion and Analysis section of the Annual Report 2010/11 for definitions of Revenue and EBIT above, and reconciliation with
Consolidated Statement of Comprehensive Income2 Includes cost of sales and services, selling and distribution costs, administrative expenses, but excludes staff costs3 Represents staff costs disclosed in the Annual Report, including directors’ emoluments4 Represents dividends recognised as distribution during the year plus finance costs5 Deferred tax is not included in this figure6 In-kind contribution such as venue sponsorship and volunteering works are not included in this figure. Reader may refer to the community section for
further details
veRiFicationStateMent
enviRonMentaL PeRFoRMance tabLeS
40 Hopewell Holdings Limited Sustainability Report 2010/11
environmental Performance tables
Hopewell Holdings Limited Sustainability Report 2010/11 41
Property and Hospitality Division 1
indicator unit 2009/10 2010/11
energy use
Purchased electricity (non-renewable) MWh 56,383 55,901
GJ 202,978.8 201,243.6
co2e emissions
Direct CO2e emissions 2 Tonnes 1,225 1,012
Electricity indirect CO2e emissions Tonnes 35,818 34,732
Water
Fresh water used m3 330,569 364,229
Materials used
Paper Ream 8,206 7,230
1 The table includes data for the following buildings: Hopewell Centre, KITEC, Panda Place, Panda Hotel, QRE Plaza, GARDENEast and Broadwood Twelve unless otherwise specified. 2009/10 data does not include Broadwood Twelve as the building became operational in the 2010/11 reporting period
2 Hopewell Centre, KITEC and Panda Place are included
Highway Division 1
indicator unit 2009/10 2010/11
energy use
Purchased electricity (non-renewable) MWh 29,957 32,044
GJ 107,845.2 115,358.4
Renewable energy 2 MWh - 13.49
GJ - 48.564
Diesel Litres - 393,798
GJ - 27,744.18
Petrol Litres - 839,757
GJ - 14,333.1
co2e emissions 3
Electricity indirect CO2e emissions Tonnes 29,244 31,281
Waste disposal
Waste from construction and maintenance of highway 4 Tonnes - 5,344
Water
Fresh water used m3 - 608,130
Materials used 5
Cement Tonnes 264,944 975,279
Steel Tonnes 51,525 46,188
Steel strand Tonnes 4,158 1,268
Bitumen m3 51,093 14,223
1 The table includes data for the Guangzhou-Shenzhen (GS) Superhighway and Phases I, II and III of the Western Delta Route unless otherwise specified2 Estimated data based on the energy consumption of 22 surveillance cameras powered by micro wind and solar power on the Western Delta Route3 Calculation based on the purchased electricity figures applying the default Mainland China Southern Grid emission factor of 976.2 gCO2/KWh4 Data for GS Superhighway only5 Include the consumption of materials for repair and maintenance work in GS Superhighway and construction work in Phases II and III of the Western Delta Route
Energy Division
indicator unit 2009/10 2010/11
operation
Electricity sent out GWh 5,439 7,666
TJ 19,580.4 27,597.6
Own electricity consumption GWh 346 446
TJ 1,245.6 1,605.6
Coal consumed TJ 50,339 69,993
Oil consumed TJ 10 15
Thermal efficiency % 41.4 41.7
Availability factor % 78 92
air emissions
Direct CO2e emissions 1 kT 4,419 6,145
Indirect CO2e emissions 2 Tonnes 0.5 0.5
Power plant emission factor (Intensity) tCO2/GWh 807.98 797.08
SO2 3 kT 1.3 2.2
NOX 3 kT 3.8 5.7
Dust particles 3 kT 0.5 0.6
Waste produced
Pulverized Fuel Ash (PFA) kT 245 335
Gypsum kT 70 86
Slag kT 21 27
Crystalline Salt kT 0.2 0.4
Pebble Coal kT 22 28
Mud / Sludge kT 3.3 5.4
Waste recycled / reused
Pulverized Fuel Ash (PFA) kT 245 335
Gypsum kT 70 86
Slag kT 21 27
Crystalline Salt kT 0.2 0.4
Pebble Coal kT 22 28
Mud / Sludge kT 3.3 5.4
Water
Fresh water used kT 11,032 13,837
Reused / Recycled Water % 100 100
Wastewater discharged % 0 0
1 Calculations based on the 2006 IPCC Guidelines for National Greenhouse Inventories. Emission source included is the coal consumed. Emission factors used are CO2: 87.3tCO2/TJ, CH4: 0.001tCO2/TJ, N2O: 0.0015tCO2/TJ
2 Includes emissions related to transportation in the plant area3 SO2, NOx and dust particles data derived from plant emissions monitoring system
SociaL PeRFoRMance tabLe
42 Hopewell Holdings Limited Sustainability Report 2010/11
Social Performance table (Continued)
Hopewell Holdings Limited Sustainability Report 2010/11 43
indicator unit
2010/11
the group 1 West Route Jv 2 gS Superhighway Jv 3
Heyuan Power Plant Jv 4
total full-time workforce
by Location no.
Hong Kong 1203 5 2 3 0
Mainland China 175 656 2707 246
total Hk and china elmployees 6 1378 658 7 2710 8 246
by gender %
Female 53.92 39.21 41.88 9.75
Male 46.08 60.79 58.12 90.24
by age group %
Under 30 years old 32.09 72.04 62.99 55.69
30-50 years old 53.27 26.29 35.46 42.68
Over 50 years old 14.64 1.67 1.55 1.63
by employment category no. (%)
Senior Management 16 (1.16) 12 (1.82) 9 (0.33) 6 (2.44)
Managerial 120 (8.71) 19 (2.89) 30 (1.11) 24 (9.76)
General 1242 (90.13) 627 (95.29) 2671 (98.56) 216 (87.80)
Minority groups within workforce % 1 0 0 0
governance bodies 9
by gender no.
Female 3 0 1 11 1 12
Male 13 8 10 9 11 6 12
by age group no.
Under 30 years old 0 0 0 0
30-50 years old 5 6 6 6
Over 50 years old 11 2 4 1
1 The Group includes HHI management employees, which HHL, the parent company, holds a 70.27% stake in, and other subsidiaries under the control of the parent company
2 The Group has 35.13% stake in West Route JV through HHI 3 The Group has 33.73% stake in GS Superhighway JV through HHI4 The Group has 35% stake of the Heyuan Power Plant through a joint venture with Shenzhen Energy Group Company Limited 5 All full time employees of the Group are on a permanent contract. The Group has only 16 part-time employees, 15 in Hong Kong and 1 in Mainland China, and
all these part-time employees are not included in the above table6 No part-time employees have been hired by the three joint venture companies in Mainland China7 Six HHI employees also counted as employees of West Route JV 8 Four HHI employees also counted as employees of GS Superhighway JV 9 The Group’s Board of Directors is the highest governance body. Separate Boards of Directors govern the joint venture companies in Mainland China. 10 Four HHL directors were on the board of West Route JV, including the Managing Director of HHL and HHI11 Five HHL directors were on the board of GS Superhighway JV, including the Managing Director and Chairman of HHL and HHI12 Three HHL directors and management were on the board of Heyuan Power Plant JV
indicator unit
2010/11
the group 1 West Route Jv 2 gS Superhighway Jv 3
Heyuan Power Plant Jv 4
employee turnover rate 13 no. (%) 318 (23.08) 124 (18.84) 497 (18.34) 4 (1.63)
by gender no. (%)
Female 190 (13.79) 71 (10.79) 239 (8.82) 0 (0)
Male 128 (9.29) 53 (8.05) 258 (9.52) 4 (1.63)
by age group no. (%)
Under 30 years old 123 (8.93) 103 (15.65) 430 (15.87) 1 (0.41)
30-50 years old 163 (11.83) 20 (3.04) 65 (2.4) 0 (0)
Over 50 years old 32 (2.32) 1 (0.15) 2 (0.07) 3 (1.22)
new employee
No. of new employee no. 445 35 794 26
Rates of new employee hire 14 % 32.29 5.32 29.3 10.57
employees covered under collective bargaining agreement
% - 100 100 -
Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements.
no. 1 month - - -
occupational injuries
by Region no.
Hong Kong 52 15 0 0 N/A
Mainland China 0 1 12 1
by gender no.
Female 26 1 1 0
Male 26 0 11 1
Lost days due to injuries Days 634.5 13 No record 40
Work-Related Fatalities 0 0 0 0
Rates of injury per 1000 employees 16 37.74 17 1.52 4.43 4.02
employees receiving regular performance reviews
% 100 100 100 100
13 Employee turnover rate was calculated as: Total no. of employees who leave the organisation voluntarily or due to dismissal, retirement, or death in service divided by total workforce during the reporting year
14 Rates of New Employee Hire was calculated as: Total no. of new employees divided by total workforce15 Over half of the injuries occurred in the Hospitality sector. For further details, please refer to Our People section16 Rate of occupational injury was calculated according to the definition adopted by the Labour Department of Hong Kong Government, i.e., Total number of
occupational injuries per year / Total employment size X 1,000 employees = number of injuries per 1,000 employees during the reporting year17 Our hospitality division had reported the highest number of injury cases compared to other divisions. Compared to the industry average, where the accident injury
rate per 1000 employees of food and beverage services in Hong Kong was 34.7 as in 2010, our injury rate was slightly higher. During the reporting year, we have implemented several safety measures after those incidents (refer Our People section). We will also work towards strengthening the safety awareness of our employees, particularly in this sector
gLoSSaRy
44 Hopewell Holdings Limited Sustainability Report 2010/11 Hopewell Holdings Limited Sustainability Report 2010/11 45
Building Environmental Assessment Method (BEAM)
A voluntary scheme and leading initiative in Hong Kong aiming to benchmark and improve environmental performance of all building types. A common set of performance standards are available for developers, designers, architects, engineers, contractors and operators to encourage them to reduce the environmental impacts of buildings through the planning, design, construction, management and demolition life cycle
Carbon Audit A carbon audit, sometimes referred to as a ‘carbon footprint’, is a systematic means of measuring and recording the greenhouse gases emissions of an organisation or a building within a defined system boundary. This includes measurement of all greenhouse gases produced in daily operation through burning fossil fuels for electricity, heating, transportation, etc, usually in the unit of tonnes (or kg) of carbon dioxide equivalent
Energy Audit An energy audit is a regular review of the usage of energy in a building to increase effectiveness of energy. The auditors examine the energy account of energy consuming equipment, check the way energy is used in its various components, and identify saving opportunities.
Forest Stewardship Council (FSC) Set up in 1993 following the Rio environmental summit, the FSC is a non-governmental, non-profit organisation that promotes environmentally responsible, socially acceptable and economically sustainable use of forests. The most important tool used in the marketing of these forest products (such as paper) is the FSC seal that is placed on products meeting these criteria
Global Reporting Initiative (GRI) A multi-stakeholder-governed institution which provides a framework for sustainability reporting. This globally recognised framework sets out the principles and indicators that entities can use to measure and report their economic, social and environmental performance
Global Reporting Initiative ‘Level B’ This covers the Profile and Management Approach disclosures of the reporting company and minimum 20 GRI Performance Indicators, including at least one from each of the economic, environment and social indicators
Greenhouse Gas (GHG) Greenhouse gases include carbon dioxide (CO2), nitrous oxide (N2O), hydrofluorocarbons (HFCs), perfluorocarbons (PFCs), sulfur hexafluoride (SF6) and water vapour
Scope 1 emissions: Also known as direct emissions, occur onsite or from sources that a company owns and controls. This may include the combustion of fuels (e.g. boilers, furnaces, turbines); its vehicle fleet; and refrigerants
Scope 2 emissions: Indirect emissions that result from the generation of the electricity, heat or steam a company purchases
Scope 3 emissions: All indirect emissions other than those covered by Scope 2. Examples include emissions associated with waste-related emissions and any business travel or employee commuting in vehicles not owned or controlled by the company
Hong Kong Energy Efficiency Registration Scheme for Buildings
This scheme was launched by the Electrical and Mechanical Services Department for promoting the application of Building Energy Codes (BEC) since October 1998. It provides an official platform for interested parties to register their buildings which comply with BEC, which requires commercial buildings to conduct energy audits effective from 21 Feb 2011. Previously, energy audits were voluntary
NOSA NOSA stands for National Occupational Safety Association. It is a wholly owned subsidiary of MICROmega Holdings Limited, a company listed on the Johannesburg Stock Exchange. NOSA is a leading global supplier of occupational risk management services and products for mining operations
Panda Place Panda Place is a shopping mall located on the second floor, ground floor and three basement levels of Panda Hotel
Stakeholder Engagement The stakeholder engagement process starts with identifying an organisation’s key stakeholders who have vested interests in the organisation. Through a constructive conversation with them, this enables the organisation to collect feedback on its corporate performance (eg, in terms of its corporate strategies, operation, governance, environmental and social performance), and to identify what really matter to these key stakeholders and their various expectations on how things can be changed.
gRi inDeX tabLe
gRi indicators Reported cross-reference/Direct answer
1.1 Fully P.3
1.2 Fully P.3, 14-25
2.1 Fully Back Cover
2.2 Fully P.4-5
2.3 Fully P.4-5
2.4 Fully Back Cover
2.5 Fully P.4-5
2.6 Fully P.4-5
2.7 Fully P.4-5
2.8 Fully P.4-5, 39, 42-43
2.9 Fully No material changes in share capital structure during the reporting year.
2.10 Fully P.6-7
3.1 Fully P.2
3.2 Fully P.2
3.3 Fully P.2
3.4 Fully Back Cover
3.5 Fully P.2, 10-13
3.6 Fully P.2
3.7 Fully P.2
3.8 Fully P.2
3.9 Fully P.39
3.10 Fully No re-statement made because this is our first Sustainability Report.
3.11 Fully No significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report because this is our first Sustainability Report.
3.12 Fully P.45-47
3.13 Fully The Sustainability Report is not verified by an external body.
4.1 Fully P.8-9, 42
4.2 Fully P.8-9, Refer to Annual Report 2010/11. http://www.hopewellholdings.com/eng/images/investor/2011/e54_HHL_AR2011.pdf P.23-29
4.3 Fully P.8-9
4.4 Fully P.10-13
4.5 Fully P.26-29
4.6 Fully P.8-9
4.7 Fully Refer to Annual Report 2010/11. http://www.hopewellholdings.com/eng/images/investor/2011/e54_HHL_AR2011.pdf P.23-29
For full descriptions and requirements of each GRI indicators, please refer to GRI G3.1 Guidelines
on http://www.globalreporting.org/ReportingFramework/G31Guidelines/
gRi index table (Continued)
46 Hopewell Holdings Limited Sustainability Report 2010/11
gRi index table (Continued)
Hopewell Holdings Limited Sustainability Report 2010/11 47
gRi indicators Reported cross-reference/Direct answer
4.8 Fully P.8-9
4.9 Fully P.8-9
4.10 Fully Refer to Annual Report 2010/11. http://www.hopewellholdings.com/eng/images/investor/2011/e54_HHL_AR2011.pdf P.69-75
4.11 Fully P.8-9
4.12 Fully P.10-13
4.13 Fully P.10-13
4.14 Fully P.10-13
4.15 Fully P.10-13
4.16 Partially P.10-13
4.17 Fully P.10-13
DMa ec Fully P.3-5, 30-35
DMa en Fully P.14-25,36-37
DMa La Fully P.26-29
DMa HR Fully P.26-37
DMa So Fully P.8-9, 30-35
DMa PR Fully P.30-35
ec1 Fully P.39
ec3 Fully P.26-29
ec5 Fully P.26-29, 36-37
ec8 Fully P.14-35
en1 Fully P.14-21, 40-41
en2 Fully P.14-21, 40-41
en3 Fully P.40-41
en4 Fully P.40-41
en5 Fully P.14-21, 40-41
en6 Fully P.14-21, 40-41
en8 Fully P.14-21, 40-41
en10 Fully P.14-21, 40-41
en16 Fully P.14-21, 40-41
en17 Fully P.14-21, 40-41
en18 Fully P.14-21, 40-41
en20 Fully P.14-21, 40-41
en21 Fully P.14-21, 40-41
en28 Fully No significant fines received against environmental laws and regulations
gRi indicators Reported cross-reference/Direct answer
La1 Fully P.42-43
La2 Fully P.42-43
La3 Fully P.26-29
La4 Fully P.42-43
La5 Fully P.42-43
La7 Fully P.24-29, 36-37, 42-43
La8 Fully P.26-29
La11 Fully P.26-29
La12 Fully P.26-29, 42-43
La13 Fully P.42-43
La14 Fully P.26-29
HR4 Fully No incidences related to discrimination
HR8 Fully P.30-35
HR11 Fully No incidents of grievances related to human rights issues were identified through formal grievance mechanisms.
So1 Fully P.30-35, Not all our community programmes in terms of impact were measured, but we are working towards a more strategic approach for managing our community programmes in the coming year.
So3 Fully P.8-9
So4 Fully No incident of corruption was identified.
So8 Fully P.30-35
PR1 Fully P.22-23, 30-35
PR2 Fully P.30-35
PR5 Fully P.10-13
PR6 Fully P.30-35
PR7 Fully No incident of non-compliance identified in relation to marketing communication practices
PR8 Fully No incident of substantiated complaints identified in relation to customer privacy
PR9 Fully No significant fines received concerning the provision and use of products and services
64th FLOOR, HOPEWELL CENTRE, 183 QUEEN’S ROAD EAST, HONG KONG
TEL: (852) 2528 4975 FAX: (852) 2861 2068
www.hopewellholdings.com
Contact UsFor any comments and enquiries on this report and our sustainability programmes,
please contact us via email at [email protected].