04 Covid-19
08
2020
10
Contents
1.1
14
1.1.1
15
1.1.2
17
3.1
74
1.2
19
3.2
76
1.2.1
19
3.2.1
76
1.2.2
21
3.2.1
85
1.2.3
23
3.3
89
1.3
25
1.4
27
1.5
31
1.5.1
32
1.5.2
36
4.1
98
1.5.3
38
4.2
109
1.6
39
4.3
127
2.1
44
2.2
49
2.2.1
49
2.2.2
52
2.3
54
GRI Standards
136
2.3.1
54
SASB
139
-
Collection
56
140
2.3.2
62
2.4
64
2.4.1
64
141
2.4.2
68
2.4.3
142
69
2020
04
Chairman : There is no new thing under the sun
Eudaimonia
05
2020
Salesforce
CSR USR
Alphabet
John Hennessy
4C Thinking Collaboration
06
Creativity
Communication skills
Critical
2021
1665
Chairman
2020
(William Mompesson) 344 267
1947
Oran
07
2020 COVID-19
2020
1
UVC
FLIR
CLR
08
Chapter Covid-19
20
3
5
2020 271
12 518.2
09
2020 2020
6%-20%
98.75% 174.28
2020
100% 95%
0.16% 5
KEN CAN by Ken Chan 7
3
3
50
1
100%
98
4.41
2020
467 97% 2020
100%
CSR -
2020
1
Collection
4
2020
1,834 1.44
3 2020
100%
97% 79,826
8
10
4.6 4.3
Chapter
433
3
TTQS
5 63
250 Go Green
SDGs
206,215 213,928 6,587
38
2020
8
GAME
65
1,642 4.72 HACCP
6.5 33 LED
6
25
30
221
60 300
2020 CLR
2 250 360 84 3,253
271 27
11
Chapter
1
2020
1.1 2012 Collection
(
) Luxury( Culture(
)
Dream(
)
Luxury
Luxury
Live life luxuriously.
Dream
Dream Maker
Dreams come true.
Culture
!
Culture oriented innovation.
82 2012
12
11
2016
(
11
23
2748) 792
(
1,833,643 1,320,124 2,922,902 4,243,026
14
)
2020
12
31
)
211
Chapter
1.1.1
1
2015 world luxury hotel awards
Luxury Rooftop View
Hotel
23
PALAIS de CHINE Palais(
) v.s. de Chine(
) mix & match
2018-2020 2020 8
3
15
2020
Collection
2019
3
/
/
900
6
120
2021
4
30
10 360 207
66
6
1
LED
380
7
6
360
100
66
16
5
LED
雲品國際致力觀光旅館業及餐飲業，以貼心及客製化服務獲得良好口碑，旗下雲品溫泉酒店、君 品酒店等更獲獎無數，提供之服務深受客戶信賴及喜愛。
君品酒店 君品頤宮蟬聯三年榮獲「台北米其林指南評鑑三星餐廳」 君品頤宮榮獲攜程美食林「2020 美食林二星」
天
榮獲 Agoda 評選 2020「客戶好評獎」8.9 分
1 為
榮獲 Booking.com 評選 2020「住客評分卓越獎 (Traveller Review Awards)」8.9 分
Chapter
1.1.2 營運策略與績效
心
榮獲 Hotels.com 評選「2020 深受旅客喜愛獎」
立
榮獲 TripAdvisor 評選「 2020 旅行者之選 : 台灣前 25 大豪華飯店 」 第 10 名
地
榮獲 TripAdvisor 評選「 2020 旅行者之選 : 台灣前 25 大飯店 」第 14 名
榮獲臺北市環保局「服務業環保標章」感謝狀 取得「穆斯林友善餐旅認證」 榮獲
Haute Grandeur Global Excellence Awards
Best Lifestyle Hotel in Taiwan
Best Design Hotel in Taiwan
Best Luxury Boutique Hotel in Taiwan
雲品溫泉酒店日月潭 取得「金級環保旅館認證」
榮獲行政院環保署「國家企業環保獎」銀獎
取得衛服部「健康職場認證」健康促進標章
榮獲 Booking.com 評選 2020 「住客評分卓越獎 (Traveller Review Awards)」8.9 分 榮獲 Agoda 評選 2020「客戶好評獎」
榮獲 Hotels.com 評選「2020 深受旅客喜愛獎」
榮獲 2020 Tripadvisor 旅行者之選 - 台灣前 25 奢華酒店第 11 名 榮獲 2020 Tripadvisor 旅行者之選 - 台灣前 25 家庭旅店 第 9 名 榮獲 HotelsCombined 評選「台灣人氣旅宿早餐獎」
榮獲網路溫度計網路口碑之星「最佳溫泉旅宿」
榮獲南投縣政府「109 年度南投縣綠色產業資源回收評鑑」特優
17
2020
2020 1,833,643 446,442 91,043 (30,936) 121,979 1,387,201 355,399 75,483 13,088 0 (
)
108,891
2020
Collection
2020
2019
3,000,000
2380624 2,250,000
1833643
1707741
1,500,000 750,000
211370
183789
108891
0 2018
18
2019
2020
Chapter 1
1.2
1.2.1 AA1000 SES
(AA 1000 Stakeholder Engagement
Standard) 8 /
責任
Responsibility
張力
Tension
影響力
Influence
依賴性
Dependency
多元觀點 Diverse Perspectives
19
2020
20
Chapter
1.2.2
1 18 *
GRI
(GRI Standards)
3
320
7+3 7
3
>87%
2020 6.0
4.0
2.0
0.0 2.0
4.0
6.0
21
GRI Standards
2020
GRI
103
307 419
103
416
102
103
418
303 306
302
204 308 414
22
/
Chapter
1.2.3
(UN Sustainable Development Goals, SDGs)
1
SDGs 2020
3 5 Covid19
OJT
1.5 2.1 3.3 4.2
2020 91,043 5%
1.1
108,891 6%
97 %
–
2.4
88% Ken can by ken Chan 2.1 HACCP
23
2020
SDGs 2020
ESG 1.4
2020 2.3
2020 100% 4.2 2020
TCFD
2020 1%
4
4.2 64955.65
2020
(kWh)
85% 2.2 90% 100%
24
Chapter
1.3
(
(
1
)
) (
1
/
(
)
) (
)
(
)
(2
/
)
( (4
/
(2
)
)
/
(4
/
)
(4
/
)
) (
)
opinion@ldchotels.com (
) ( (
) )
(
)
/Email ( /
) (
)
(
/
) (
) (
)
(
)
/
(
Email/
(
/
)
(
)
)
(
)
25
2020 (ECCT)
(P.H.G)
26
Chapter
1.4 2020
1
2016 2019 2022
(impact tourism)
27
2020
(UN Sustainable Development Goals, SDGs)
(2020
)
943.3
13
250 63 3
2
eBike
4 64,955.62 100%
CLR by SUi 1 433
28
Chapter 1 (2021~2024
)
1%
1%
1
29
2020
2020
12
17
2
ESG
ESG
30
2020
Chapter
1.5
1
31
2020 1. 2. 3. 1. 2. 3. 4.
–
–
–
–
–
1.5.1
4
3
43% )
30
32
)
3
(
43%( 2018
5
30
2021
5
5G CSR
p.38
6
1
14% 43%
Chapter
2020
57% 3
30-50
86%
4
50
2020
( (
)
2009
College Lasalle-Hotel & Restaurant Management
33
2020
(
2020 (star group limited, EVP) PT Asia Global Media Commissioner, NET TV Indonesia
p.9-12
7
34
7
100%
95.24% p.23-24
(
2016 2020
)
(
)
7
0
100%
7
0
100%
7
0
100%
7
0
100%
7
0
100%
7
0
100%
6
1
85.71%
Chapter
2020
1
3
3
2020 2019
2019
98 2020
3
35
1.5.2 2020
2020
12
2016 1
5
31
1 2020 p.25
2020
5
93% (
36
)
(
5
0
100%
5
0
100%
4
1
80%
)
Chapter
薪資報酬委員會
雲品國際於 2015 年 9 月 18 日第二屆第四次董事會審議通過，訂定「薪資報酬
委員會組織規程」成立薪酬委員會，係以專業客觀之地位，就董事、監察人及
經理人之薪資報酬政策及制度予以評估，訂定及檢討董事、監察人及經理人績 效評估及薪資報酬之政策、制度、標準與結構。委員會成員人數為 3 人，由董
2020 年度薪酬委 員會議案內容請 詳見年報 p.38
事會決議委任之，皆由獨立董事擔任，其中 1 人為召集人，每年至少召開 2 次 會議。委員會成員之任期與委任之董事會屆期相同。
為
2020 年度共召開 3 次薪酬委員會議，平均出席率為 89%。
1 天
實際出 ( 列 ) 席次數
委託出席次數
實際出 ( 列 ) 席率
召集人
王全喜
3
0
100%
委員
張鎮安
3
0
100%
委員
張汝恬
2
1
67%
立
姓名
地
職稱
心
設立公司治理主管
雲品國際公司治理事宜由總管理處負責統籌，為進一步保障股東權益並強化董事會職能，雲品國
際於 2019 年 3 月經董事會決議通過，由現任總管理處處長暨發言人擔任公司治理主管，並定期 規劃相關進修課程，以確保公司治理主管掌握國內外最新相關趨勢，進而持續協助董事會提升運
作績效與治理品質，2020 年進修課程涵蓋企業社會責任、永續治理、公司治理、內線交易、科技 趨勢等，總時數達 12 小時。
2020 年公司治理主管進修時數 主辦單位
社團法人中華公司治理協會
財團法人中華民國證券暨期貨 市場發展基金會
課程名稱
公司治理藍圖下公司治理人員
進修時數 3
5G 關鍵技術與應用商機
3
大勢所趨的 CSR 與永續治理
3
109 年度防範內線交易暨內部人股權交易宣導說明會
3
37
2020
1.5.3
2020
( )
38
Chapter
1.6
1
39
2020 COVID-19 88.39%
40
Chapter 1 /
4.2
41
Chapter
2
Chapter 1
43
2020
2.1
12
2013 2016
(Hazard Analysis and
HACCP HACCP
HACCP
Critical Control Points, HACCP)
2018
KEN CAN
ARTBROSIA
(
)
139
50
10
124
HACCP ( ) HACCP HACCP
Ken can by ken Chan
44
(HACCP) 2020
2013 2016
9
5
4
HACCP 2013
HACCP
2018
HACCP
HACCP
(
170,951,318
251,038,221
239,756,507
541,341,944
299,528,973
259,322,999
32%
84%
92%
HACCP
HACCP 661,746,046
can by ken Chan
HACCP
)
2
Ken can by ken Chan
HACCP HACCP
Chapter
2012
2020 60%
HACCP
Ken
ken can by ken Chan
HACCP
45
2020
HACCP
7
3 SGS
(
81,663
80,814
80,814
139,790
383,081
6,798
28,374
0
53,586
88,758
0
0
0
13,333
13,333
653,042
0
0
604630
1,257,672
741,503
109,188
80,814
811,339
1,742,844
0.14%
0.04%
0.11%
0.31%
0.16%
)
3 :
(
900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0 2018
2019
2020
2018
46
2018
2019
2020
2018
2019
2019
2020
2018
2019
2020
)
Chapter
0.54%
0.52%
0.16%
1,406,228 2018 2019
2020
1,479.645
1,742.884
2019
2020
2
Q4
100 2020
174
(
) (
5 4
/ /
)
2 4
1 4
2 4
3 4
4
QR Code
47
2020
2020 156
20
198
20
20
468
41
0
0
0
0
0
16
9
156
20
198
20
20
484
50
100%
100%
100%
100%
100%
97%
82%
100% 1
100%
100%
95%
SGS
2
2020 4
(
3
,
1
) ,
107
2020
2020/1/10
2020/3/10 2020/3/12
13 0.5
23 0.5
2020/9/7
2020/10/7
8 0.5
2020/12/29
17 1
37 1
HACCP
48
28 0.5
17 1
82 1
2020/2/3
2020/5/5 2020/5/6
2020/9/16 2020/9/17
7 1 2020/10/28
Chapter 2
11 HACCP HACCP HACCP 2020
2.2 2.2.1 )
2020
100% 2020 467
2019
$4.41
2020
2020
49
2020 2020 0.1%
(
)
(
)
467
441,393,805
508
63,655,082
28
20,513,371
0.6% 1.7% 3.8% 11.8%
6.9%
2.5%
0.4% 1.7% 42.4%
50
19
3,296,535
4
587,169
76
9,420,089
1,102
538,866,051
46.1% 82.0%
Chapter
20 2020 4.1
2
13%
2020
100% KEN CAN by Ken Chan
5
(AMOT
-
AMOT )
100% FSC 2016
FSC
70%
2019
51
2020
FSC
2020 FSC
781,912
188,477
46,690
998,544
2,015,623
1,235,012
218,517
49,690
1,343,496
2,846,715
63%
86%
94%
74%
71%
2.2.2 2017
1
PDCA (P
Plan)
10
20% (D (C
Check)
Do) (A
Action)
2020 90%
(
) 2017
52
2020
Chapter
2020 82%
2020
2
97%
2020
(%)
188
80
52
147
467
133
80
52
120
385
8
9
8
22
47
71%
100%
100%
81%
82.4%
204,672,498
96,076,553
21,969,572
107,521,396
430,240,019
215,566,080
96,076,553
21,969,572
107,781,600
441,393,805
95%
100%
100%
100%
97%
53
2020
2.3 2.3.1 2020 2019
3
Collection
2020
Collection
10
Collection
13
Collection
1.0
54
2.0
3.0
Collection
11 16
2020
Collection
1
Chapter
2,400
2
55
2020 -
Collection Collection
Collection
56
Chapter 2
:
Collection
57
2020 Collection 2020
Immersive Gala
Party
58
Chapter
Collection
2
Collection
Collection
Collection
59
2020 Abby Jerry
Joanne
1. 2. 3. 4. 5. 6. Abby
Joanne
Collection
60
Chapter
Collection Collection
200 40 2
2
10 6
200
20 Collection Collection
Collection
Lesson
1
2 Lesson3 Lesson
Lesson Lesson Lesson Lesson
5 4 6 7
61
2.3.2 2020
5,966.13
286 54%
8,497.14
211
11%
39%
21%
27%
-
62
89%
48%
72%
Chapter 2
63
2020
2.4
2.4.1
QR Code 10
2020
100%
97%
95%
97%
100%
97%
99% 95%
98% 97%
90%
90%
85% 80%
95%
88%
2020 4
64
96%
85%
92%
2019
95% 93%
75%
97%
99%
Chapter
ReviewPro 2020
ReviewPro
2020 2020
(
4
9
LED
2
by ReviewPro)
89.7%
93.6%
91.3%
93.5%
92.8%
91.7%
96.8%
93.2%
65
2020 Check in
2020
11
2020
5
2020
9
Amy Amy
Amy Amy CP
,
,
,
, ,
66
Amy,
,
, ,
, 10 ,
,
,
, ,
Chapter 2
December 28, 2020
hiking and biking trails, temples and local village/townships to explore. We rented
high demand particularly with the pandemic. While the room rates are pricey, the
should not plan to diet while staying here!
stars rating. Like many mountain / lakeside resorts, the rooms can't be compared to
67
2.4.2 2020
2020
(
/
2020
10days QR CODE
Monthly
(Chatbot)
Facebook+LINE+
(CRM)
2020
79,826 Facebook Messenger
68
Line@
Facebook Messenger
LINE@
34,608
45,218
)
Chapter
2.4.3
2 GDPR 196/03
(
(
2016/678
)
)
2020
69
2020
70
Chapter 2
71
2020 72
Chapter
3
Chapter 1
73
2020
3.1
2020
74
1,510
52%
48%
7
18
147
152
43
39
8
20
122
144
327
373
700
64%
0
0
96
80
34
34
0
0
22
42
152
156
308
28%
0
0
12
15
10
1
0
0
18
34
40
50
90
8%
7
18
159
167
53
40
8
20
140
178
367
423
790
72%
0
0
96
80
34
34
0
0
22
42
152
156
308
28%
7
18
255
247
87
74
8
20
162
220
519
579 1,098
Chapter
2020
1
49
9
13
44
116
17%
0
51
8
0
49
108
15%
30
0
69
12
10
50
141
20%
31-40
1
21
2
2
22
48
7%
41-50
0
8
3
0
16
27
4%
51
0
2
0
1
5
8
1%
1
100
17
13
93
224
32%
0%
14%
3%
2%
13%
32%
3
76
18
10
35
142
20%
0
68
6
3
50
127
18%
30
1
91
16
9
42
159
23%
31-40
2
35
6
0
25
68
10%
41-50
0
14
1
2
12
29
4%
51
0
4
1
2
6
13
2%
2
144
24
13
85
269
38%
0%
21%
3%
2%
12%
38%
3
75
2020 25
326
93
28
318
790
3
92
23
13
153
284
0
0
0
0
0
0
12%
28%
25%
46%
48%
36%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0%
0%
1%
0%
0%
0%
3.2
3.2.1
(Talent Pool)
76
Chapter 3
Cross Training
1.
1.
1.
2.
2.
2.TTT
3.
3.
3.
4.
4.
4.
5.
5.
5.
6.
6.
6.
7.
7.
8.
8.
9.
9.
10.
10.
11.
77
2020
超五星計劃
雲品國際為了實踐公司經營理念與對員工之承諾，致力於投入加值人才培育，在 2020 年持續推動「超五 星計畫」，幫助員工發展潛能，作為實現自我職涯規劃之圓夢者，成為綻放光芒的雲品之星。
雲
技藝之星
品 國
提升同仁工作專業技能、創造力及團隊合作精神，並造積極學習和快樂工作的職場氛圍，以提 升公司競爭力，形塑雇主品牌。
行動
每年度定期辦理各項與工作相關的技能競賽。在本年度為了提升客房服務品質，辦理「房務清 潔比賽」，由總公司主管擔任評分員，以神秘客和突擊檢查的方式評分客房和公共區域。
際
目標
明日之星
技藝之星
伯樂之星
年度雲品之星
創意之星 目標
行動
78
創意之星
三度之星
強化以「顧客感受」做為提升「服務品質」的動力，優化既有產品設施或服務流程，利用多 一份的關懷、多一點的創意，更貼近顧客的需求。 不僅在總公司主管週會實施創意提案分享，也鼓勵員工發揮創意，於創意提案表提出對提升 服務品質、改善工作流程、降低營運成本等具體可行方案，由該分公司和集團審查後，方可 核定執行。每年均可產出30至45個創意提案。
Chapter 3 1. 2. 3.
79
2020 2016
65
DIY
80
Chapter 3 SDGs GAME 38
8 (SDGs)
6 10
81
2020 USR
(University Social Responsibility, USR)
2020
12
23
AI AR
CSR+USR
82
VR
Chapter
2014 TTQS
3 ( HACCP) TTQS
1450.81 (
) 672.53 0
(
) 2 219.63 146.77 2,449.74
83
2020 2020
64
72
148
2019
19
196
2018
63
877
(
(
HACCP
) (
HACCP
84
40
48
345
58
57
556
5
06
)
1,423
219
1,642
56
238
294
25.41
0.92
5.59
31,182
16,000
47,182
557
67
160
)
HACCP
1
59
24
4
40
127
5
4
1
15
25
8%
17%
25%
38%
20%
38
19
4
13
74
38
20
4
14
76
76
39
8
27
150
12
0
0
23
35
12
3
0
21
36
24
3
0
44
71
50
19
4
36
109
50
23
4
35
112
100
42
8
71
221
Taiwan Connection We care
Sen Trio d'anches
Chapter
3.2.1
3
85
2020 CLR
14
86
Chapter 3 50% 25%
10%
6%
2019 (
)
2020 751
658
93
(
)
586,077
552,873
33,204
(
)
500,739
486,498
14,241
87
360
2020 2020 100%
10
12
3
2015 360
6
(02)2998-6788 ext3020 (
ext.3111)
(02)8992-5988 (
)
opinion@ldchotels.com
FDC
88
Chapter
3.3
3
89
2020
2
1
18
(
/
90
=(
/
)
1
0
1
0
0
0
19
24
43
8
3
11
242,479
276,987
519,466
30,099.5
71,456
101,556
4.12
0
1.93
0
0
0
78.36
86.65
82.78
265.79
41.98
108.32
1 2
/
) * 200,000
Chapter
2020
2020
3
7%
SOP
/
/
SOP
SI P3 1
SOP
SI P1 1
SOP
91
2020
2019
163
92
Chapter
I care I care 4
3
I care
(>140/90mmHg) (BMI>24)
(>200)
(>100)
3
3
5
5
2
18
22
54
142
93
35
347
14
20
57
32
13
136
3
7
11
6
2
29
95
24
95
29
17
260
138
108
108
165
69
790
93
2020 80
94
Chapter 3
2020
35 16
2019 2020
75%
2020
14
21
2020
3
13
3
12
1
9
-
6
-
4
(%)= B/A
33%
75%
(%)= D/C
-
67%
2020
(A)
2020
(B)
2019
(C)
2019
2020
1
(D)
95
2020 96
Chapter
4
Chapter 1
97
2020
4.1 COVID-19
(GSTC)
(Global Sustainable Tourism Council; 2019
GSTC)
9
X
2022
:
: 60+ : :
98
X
Chapter 4 CNN 10
(
)
99
2020 2020
433
4~5
100
7
X
Chapter
:
X
4
DAKA
Vakangan
3
3~5 -
-
-
101
2020 5 2626 collection
Concierge
DAKA 2020
102
DAKA 12
Chapter
Take Action
Go Green!
4
.
SUP GI
5 10 19
250 44
63 2020
2019
103
2020 Volvo
104
Tesela
Chapter 4
Go Green, Take Action! Go Green
Take Action
2 Blupura
2020
Go Green 206,215 213,928 6,587
105
2020
. Go Green
106
Chapter 4 800
107
2020 : (WWF)
Earth Hour
3 190
1
8 3/28 APP
<
60+>
2020
Earth Hour 60+ 3/23( DNA
108
)
3/29(
)
20:30
21:30
Chapter
4.2 It was the best of times, it was the worst of times, We had everything before us, we had nothing before us, we were all going direct to Heaven, we were all going direct the other way. “The Period”, Book the First, A Tale of Two Cities, Charles Dickens.
2020
4
TCFD
(Shared Socioeconomic Pathway, (Task Force on
SSPs)
2
Climate-related Financial Disclosures TCFD)
1:SSP 5 1.
3.7 0C
2. 3.
(
)
4. 5.
21
109
:
2020 /
110
Chapter 4
SSP5
2:SSP 1 1.
2 0C
2. 3. 4.
111
2020 , /
112
Chapter 4
SSP1
:
1.
2.
1% LED
113
2020
2020
ISO14040 (Life Cycle Assessment, LCA)
RF 5F-10 3F/L 2F
KEN CAN
1F Qi Shiseido Salon and Spa
B1F/
*
114
/
ISO14044
(kgCO2e)
6.6%
3,376,537
(kgCO2e)
(kgCO2e)
40.4%
22.69
55.4%
31.16
2.6%
1.45
3.85
129,564
1.6%
0.87
2.32
8,357,472
100.0%
56.17
149.79
33.8% 4,636,357 215,013
(kgCO2e)
(kgCO2e)
60.52 83.10
36.4%
20.45
54.52
334,530
4.0%
2.25
6.00
4,514,878
54.0%
30.34
80.92
121,480
1.4%
0.82
2.18
215,013
2.6%
1.45
3.85
88,716
1.1%
0.60
1.59
40,848
0.5%
0.27
0.73
8,357,472
100.0%
56.17
149.79
2.4% 1.5%
4
(kgCO2e)
3,042,007
49.3%
Chapter
2020
1.6%
40.4%
58%
115
2020
(58%)
(54.0%)
49.3%)
(
2.4%
1.5% 40%
&
/
36.4%
4.0%
54.%
1.5%
2.6%
/
1.1%
0.5%
116
/
Chapter
Go Green
2019
4
GJ GJ
2018
2019
2020
429.28
219.90
492.15
5,644.62
4,799.67
2,132.99
12,588.46 27,144.44 22,461.39 17,643.89 2,745.47
2,779.47
47,728.66 63,836.25 56,382.78 84,034.91 98,745.73 84,248.77 1 2
2018
2019
2020
3
2021 2019
2018 2018
10 67%
117
2020
2018
(kWh)
/ /
(kWh)
/ /
(kWh)
/ /
(kWh)
/ / 1
118
2018
10
2019
2020
11,356
0
8,845
160,000
136,000
60,000
93,013
98,122
98,109
5,978,400
5,939,600
6,411,600
759,957
785,147
792,402
27,600
27,601
27601
0.13
0.13
0.12
216.6
215.20
232.30
988.26
6,735.00
6,235.25
0
500
690
80,050.50
492,252
380,130
40
728
2,013
306,533
7,129,400
6,248,200
298,322
1,062,847
642,644
18,291
18,291
19723
1.03
0.15
0.1
100.55
389.78
316.8
803.20
0.00
0.00
530
0
0
154,023
147,221
15
254,216
0
0
3,548,269
2,971,661
2,202,943
427,229
397,109
261,901
9,933
9,927
9,927
0.12
0.13
0.12
357.22
299.35
221.91
0
0
0
0
0
0
100,193
81,380
63,567
0
0
0
624,720
582,960
549,960
142,932
105,916
73,318
1,981
2,129
2,129
0.23
0.18
0.13
315.35
273.82
258.32
2018
)
772.28
155.53
188.44
289.69
1,405.94
699.52
945.61
153.07
0.00
1,798.20
228.79
733.28
119.56
0.03
1,081.66
3,162.57
1,018.92
346.09
1,965.74
6,493.32
3,290.54
3,799.97
322.96
1,646.30
9,059.77
2020
3,263.51
3,180.33
279.93
1,512.58
8,236.35
2018
3,934.85
1,174.45
534.53
2,255.43
7,899.26
3,990.06
4,745.58
476.03
1,646.30
10,857.97
2020
3,492.30
3,913.61
399.49
1,512.61
9,318.01
2018
760.00
298.32
142.90
427.23
1,628.45
2019
785.15
1,062.85
105.92
397.11
2,351.02
2020
792.40
642.64
73.32
261.90
1,770.27
2018
5.18
3.94
3.74
5.28
4.85
5.08
4.46
4.49
4.15
4.62
4.41
6.09
5.45
5.78
5.26
CO2e
2019 2020
( 2018 CO2e
2019
CO2e
2019
2019
/
CO2e
2020
)
Chapter
(
4
1 2
109/7/7
3
3.0.0 (GWP)
4
IPCC 2018
108
: 0.509
(2007) 10
119
2020
2019 2020 6.5 186
33
2020 LED
1,930.76 6
30
170
120
Chapter 4
Carpool Sharing
RC
SRC
CO2
121
2020 2020
COVID-19
2019
2019
(
:m3)
2018-2020
2018
2019
2020
131,983
113,164
156,092
38,066
151,626
115,122
87,946
18,314
37,600
10,562
4,682
3,300
16,836
32,949
23,877
285,393
320,735
335,991 2018
122
1
2018
2
WRI Aqueduct
10
2019
2020
Chapter 4
123
2020
<
>
14 2020
2020
124
Chapter (
98
)
4
( 70
)
COD BOD
SS
2018
(BOD) (TSS)
(m3) (m3) (m3) mg/L mg/L
2019 131,983 7,948 94,051 10.2 16.1
2020 113,164 11,452 101,712 13.1 9.1
156,092 21,567 134,525 24.9 14.4
1
) 2018
2019 21.99 2.14 5.72
2020 23.82 11.41 4.13
34.38 6.86 2.98
0.85
0.05
-
32.36 21.99 2.14 5.72 0.85 32.36 21.99 2.14 5.72 0.85 32.36 170,462.05
40.04 23.82 11.41 4.13 0.05 40.04 23.82 11.41 4.13 0.05 40.04 127,275.94
44.22 76.00 24.58 91.2 2.56 194.34 55.69 46.19 58.95 160.83 399.39
125
2020 2019
Blupura
2019
126
8
Chapter
4.3
“Only if we understand, will we care. Only if we care, will we help. Only if we help shall all be saved.”
4
B4SI
2020
23%
87%
2020
77%
B4SI
(Business for Social Impact Framework) 2020 13%
127
2020 2014 2020
60 2020
2
2017
250 2020
310
2014
2020
2020 (2020
128
)
Chapter 4 5/27
2014
1
8
1
1
30 10
1919
129
2020 360 2020
84 3,253 2020
3,613
COVID-19
130
Chapter 4 271 2020
27 2020
3,613
!
131
2020 by SUI 7 8 17
2020
132
21
Chapter 4
133
2020
134
135
2020
GRI Standards GRI 102
2016
102-1
1.1
14
102-2
1.1 2.3
14 54
102-3
1.1
14
102-4
1.1
14
102-5
1.1
14
102-6
1.1
14
102-7
1.1
14
102-8
3.1
74
102-9
2.2
49
102-10
1.1 2.2
14 49
102-11
1.6
39
102-12
4.1
98
102-13
1.5
31
102-14
04
102-15
1.2 1.6 4.2
19 39 109
102-16
1.5
31
102-18
1.5
31
102-22
1.5
31
102-23
1.5
31
102-24
1.5
31
102-26
1.5
31
102-27
1.5
31
102-28
1.5
31
102-30
1.6
39
102-32
1.4
27
102-34
1.4
27
102-40
1.3
25
102-41
136
-
102-42
1.3
25
102-43
1.3
25
1.3
25
102-45
141
102-46
1.2
19
102-47
1.2
19
102-48
-
102-49
-
102-50
141
102-51
141
102-52
141
102-53
141
102-54 102-55
GRI
141 GRI Standards
GRI
102-56
/
GRI 103:
2016
136 141 142
103-1
1.2
19
103-2
1.2
19
103-3
1.2
19
201-1
1.1
14
201-3
3.2
76
2.2
49
4.2
109
303-1
4.2
109
303-3
4.2
109
305-1
4.2
109
305-2
4.2
109
306-1
4.2
109
306-2
4.2
109
4.2
109
GRI 201:
2016
GRI 204:
2016
204-1 GRI 302:
2016
302-1 GRI 303:
GRI 305:
GRI 306:
GRI 307: 307-1
Appendix
102-44
2016
2016
2016
2016
137
2020
GRI 308:
2016
308-1
2.2
49
401-1
3.1
74
401-2
3.2
76
401-3
3.3
89
403-3
3.3
89
403-4
3.3
89
403-5
3.3
89
403-6
3.3
89
403-7
3.3
89
403-9
3.3
89
404-2
3.2
76
404-3
3.2
76
2.2
49
GRI 401:
GRI 403:
GRI 404:
2016
2016
2016
GRI 414:
2016
414-1 GRI 415:
2016
415-1
-
GRI 416:
2016
416-2 GRI 417:
2016
417-2
-
417-3
-
GRI 418:
2016
418-1 GRI 419: 419-1
138
2016 -
(1) (2) (3) FB-RN-130a.1 (1) SV-HL-130a.1 FB-RN-140a.1 (1) SV-HL-140a.1 FB-RN-250a.1
(2)
(3)
(2)
(1)
-
3.1
74 -
3.2
(1) FB-RN-150a.1 (3)
(2) 49%
-
(3) 11% (2)
/ (3)
FB-RN-150a.2 / (1)
(1) 41.00 (3) 77%
(2) 16%
-
(2)
FB-RN-430a.1
/ (1)
(2) (
FB-RN-430a.3
76
(1) 399.39
(2)
(1)
FB-RN-000.B
109
-
SV-HL-310a.4
FB-RN-000.A
4.2
(2)
FB-RN-310a.1 SV-HL-310a.1 FB-RN-310a.3 SV-HL-310a.2
FB-RN-430a.2
109
(1) 86% (2) 0%
(2)
FB-RN-250a.2 (1)
4.2
) (1)
(2)
(1)
(2)
2.2
49
2.2
49
1.6
39
2.1
44
2.1
44
-
SV-HL-160a.1
4.1
SV-HL-160a.2 SV-HL-450
98 -
100
SV-HL-000.A
2.3
54
SV-HL-000.B
2.3
54
SV-HL-000.C
2.3
54
2.3
54
SV-HL-000.D
Appendix
SASB
(1)
(2)
(3)
139
2020 2.1
44
3.2
76
-
140
2.2
49
2.1
44
2.2
49
2.2
49
2.1
44
3.2
76
4.2
109
2016
CSR
CSR
(http://www.fdc-i.com/csr) 2020
2020/1/1
2020/12/31 2018 2020 (2020
( )
) 2021
(2019
)
(2021
)
8
2020
8
2022
8
The Global Reporting Initiative, GRI GRI
GRI Standards
Standards Board, SASB
Sustainability Accounting SASB
( Revised
)
(Limited Assurance)
82
ISAE 3000 GRI Standards
12
CSR
http://www.fdc-i.com/csr
CSR
fdc2748@ldchotels.com +886 2 2998-6788 +886 2 8992-5988
141
2020
142
143
2020
144
FDC International Hotels Corporation
24886
66 02-2998-6788 www.fdc-i.com
6