Sustainability Report 2014 - Cathay Pacific Catering ...
Transcript of Sustainability Report 2014 - Cathay Pacific Catering ...
Sustainability Report 2014 01
Sustainability Report 2014 02
Table of Contents
Our CEO Message
About Cathay Pacific Catering Services (H.K.) Ltd
Our Business Our History Fast Facts & Figures
Vision, Mission & Core Values
Sustainable Development
Steering Committee Reporting Scope Materiality Compass
Organisation & People Development
Lean Management, Training & Programmes
2014 Highlights
Our Catering Business
Caring Catering Supply Chain & Sustainable Sourcing Food Safety & Quality Assurance
Beyond Catering
Certifications & Recognitions Environmental Management, Energy Efficiency & Carbon Reduction Recycling & Waste Management Occupational Health & Safety Employee & Community Engagement Stakeholder Engagement New Green Annex Facility Corporate Governance
Concluding Remarks
9
16
18
8
22
31
13
5
3
Sustainability Report 2014 03
2014 was a year of remarkable accomplishments in the triple bottom line of
Cathay Pacific Catering Services (H.K.) Ltd. (CPCS). I am incredibly proud to see the
progress we have made in our business, environment and community performance.
It is gratifying to see how prosperity and sustainability go hand in hand, becoming
an integral part of our operation and culture.
First and foremost, I have to congratulate all 1,600 CPCS colleagues for doing
a great job for breaking the all-time records of daily meals produced and flights
handled, especially against the backdrop of rising minimum wage and labour
shortage. Compared to last year, the total meals prepared in 2014 increased 5.9%;
yet the carbon intensity per meal decreased 1.4% to only 1.41 kg. Compared
to the 2008 baseline year, our carbon emission reduced a total of 25%. Our
investments in system and equipment upgrade, machine automation, Lean
management, organisational and people development indeed paid off significantly.
Special thanks go to every CPCS colleague for their unfailing support and collective
efforts for breaking through the resource constraints, with no compromise on
quality and service excellence.
During the year, the installation of over 5,000 LED lights, upgrade of condensers
and other energy efficiency initiatives harnessed an impressive annualised carbon
saving of 672 tons. The first tailpipe emission free electric vehicle and cleaner ramp
car fleet models were introduced to alleviate air pollution. In 2015, we have major
plans to install 2 heat pumps, replace 5 aged air cool chillers and ramp car fleet
with more efficient models, with an estimate of over 2,000 tons of annualised
carbon saving.
Our CEO Message
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With regard to local and responsible sourcing, we support
sustainably produced seafood and enhanced our local
vegetable portfolio, such as spinach and hydroponic salad
greens from local Hong Kong farms. 70-80% vegetables
were sourced across the border from the Mainland
China. Increasingly, we will source for Rain Forest Alliance
certified produce, Roundtable of Sustainable Palm Oil
approved palm oils and Animal Welfare guaranteed meats.
A comprehensive scheme for recycling and waste
management is in place. Food portioning and resource
consumption are closely controlled to minimise leftover
and wastage. Food scraps are recycled into animal feed
for a local pig farm. Food waste from canteens and fruit
peels are recycled into fish feed. Inbound glass containers
were transformed into environmental bricks. Waste
cooked oils are converted into bio-diesel. We will step up
our waste management so as to mitigate the potential
impact of the proposed Municipal Solid Waste Charging
of the HKSAR government.
As a catering company, food safety and quality assurance
have always been our top priority, particularly when facing
the outbreak of Ebola virus disease in West Africa. We
intensified all necessary safety and prevention measures.
We conduct over 1,200 microbiological tests a month
on average to ensure consistently high safety and quality
standards.
In enhancing workplace health, safety and productivity,
we have consciously recruited modern machinery to
automate and streamline our food preparation and
material management, in order to reduce accidents,
fatigue and workload of employees. This is very important
for CPCS when frontline staff is composing 80% of our
resource pool. The automatic tilting braising machine
simplifies the production in large quantity of fried rice,
stew, soup and congee. The new omelette making
machine produces 35% more omelettes. The inhouse
Trolley Repair Process Improvement Project helps to save
time. The new 23-meter long automatic tray-setting
machine is purposely designed to assemble one-third of
Cathay Pacific economy class meal trays, doubling the
manual speed setting maximum 400 meal carts daily.
With our interactions with stakeholders, we understand
more about the spectrum of environmental and social
issues that matter our triple bottom line. We put together
our first Materiality Compass (see page 12) to guide our
sustainability journey. Great progress has been achieved
but our journey is far from complete, denoted by an ever-
evolving set of challenges and opportunities. While our
Sustainable Development Steering Committee and Lean
Steering Committee offer strategic leadership, we recently
set up the Environment Committee as a working group
to conceive green activities, build capacity and bridge
communication across the organisation.
Moving forward, we are very confident of the
opportunities presented to us. The Airport Authority
Hong Kong extended our franchise to 2030. Our new
annex facility is being built in full swing, expecting to be
operational in the second half of 2016. The new annex,
incorporating many innovative sustainability features, is
designed to considerably enhance business processes,
operational efficiency, hygiene standard and production
output with much less carbon footprint under the Lean
regime, along with Kanban and visual management
installations. The new green facility aims to be a Gold
certified Hong Kong Building Environmental Assessment
Method (BEAM) Plus building. The combined daily
capacity of the new and current facilities will jump 40%,
total meals prepared will increase to 140,000 meals, and
flights handled will increase 67%. This will put us in a
very competitive position to capitalise on the third runway
expansion of the Hong Kong International Airport. We
will be readily set to serve partially the 30 million more
passengers upon the runway completion in 2023.
We are excited to be at a convergence of evolving business
and sustainability journey. We look much forward to
entering the new era of CPCS that goes beyond catering.
Mrs Jenny LamChief Executive Officer,
Cathay Pacific Catering Services (H.K.) Ltd
September 2015
Cathay Pacific Catering Services (H.K.) Ltd. (CPCS) is one of the largest flight
kitchens in the world. We are also the leading inflight catering solutions
provider in Hong Kong, supplying 65% of the catering market from the Hong
Kong International Airport. In 2014, we supplied 27 million meals for over 40
airlines for 68,000 flights.
Our Business
About CAthAy PACifiC CAtering ServiCeS h K Ltd CPCS
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Beyond catering, we seamlessly integrate menu design, authentic cuisines,
quality assurance, inventory control, logistic arrangement and distribution
management of all inflight materials to ensure a pleasant journey for every
passenger. On a daily basis, we uplift 2 million inflight items ranging from
magazines to headsets. We handle around 120 aircrafts with each allowing 45
minutes for cabin dressing for all seats and inflight material replenishment. We
perform over 1,200 microbiological tests a month on average to ensure food
safety. We also run airport lounges, e-shop, coffee kiosks and staff canteen.
We provide 12,000 meals every day to 29 schools, in addition to operating 26
tuck shops.
CPCS has a rich history of airline catering dating back to 1967. It all started
with the name of “Air Caterers Ltd.” at the old Hong Kong Kai Tak Airport,
a cooperative venture between the Swire Group, Cathay Pacific Airways and
Hong Kong & Shanghai Hotels. In 1974, it was changed to Swire Air Caterers
Ltd with the increase of shareholding of the Swire Group. Later in 1992,
Cathay Pacific Airways acquired the entire shareholding and renamed it as
Cathay Pacific Catering Services (H.K.) Ltd..
Our History
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2014 Fast Facts & Figures
Inflight Meals Market Share:
Menu Items Handled Daily:
Employees:
Laboratory Microbiological Tests:
Operating Hours: Meals Provision & Cabin Dressing Time: Cold Rooms:
Hi-loaders: Inbound & Outbound Loading Docks:
International Kitchens:
Floor Area of Our Facility:
Airline Customers:
Highest Daily Records:
Total Carbon Footprint in 2014:
Carbon Footprint Per Meal:
Total Meals Prepared in 2014:
65%from Hong Kong International Airport
1,000 menu itemsfor authentic Chinese, Indian, Japanese, Malay,
Singaporean, Middle East and Thai cuisines
Over 1,600 employeesincluding 14 chefs and 800 kitchen specialists
Over 14,400 a year,over 1,200 a month on average
7 daysa week/ 24 hours a day
45 minutesfor each aircraft
90 units
107 units 44 units
5 from Hong Kong,
Taipei, Cebu, Vancouver
and Toronto
50,400 square meter
Over 40airlines
94,002 meals
38,408 tonnes(4.9% increase from 36,617 tonnes in 2013)
1.41kg(1.4% decrease from 1.43 in 2013)
27,187,823 meals(5.9% increase from 25,681,989 meals in 2013)
212 flights about 9 football fields
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To be the most valued catering services partner in Asia, we focus on quality
and creativity to support our customers in achieving their ultimate goals.
Strive for the highest quality and safety standards throughout the supply chain.
Research and develop innovative solutions for mutual benefits of all business
partners.
Simplify our systems and processes to make it easy for our customers.
Pursue sustainable business growth to maximise returns on investment.
Engage and develop our people to excel.
Develop environmental and corporate social responsibility leadership.
Our core CREATE values integrate environmental, social and governance
principles in our daily business and operation.
Our Vision
Our Mission
Our Core Values
viSion MiSSion AndCore vALueS
Caring
Respect
Excellence
Adaptability
Teamwork
Ethics
CPCS has a long-standing commitment to sustainable development. We were the first Hong Kong company achieving ISO14001 international environmental certification in 1996. Since then, our corporate management and daily operation have blended in the triple bottom line goals of Prosperity, People and Planet. Our sustainable development strategy strives to create long-term value for our stakeholders and excel as a responsible corporate citizen. CPCS aims at creating a harmonious balance between the company’s triple bottom line goals as a whole.
Our Sustainable Development
SuStAinAbLe deveLoPMent
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Our Sustainable Development Steering Committee, led by our Chief Executive
Officer, governs our sustainable development strategy, action plan and
policy. As a best practice, we identify and evaluate the environmental and
social impacts, covering direct and indirect activities, products and services.
We monitor emissions to the atmosphere, the discharges to water, waste,
contamination of land, as well as the misuse of natural resources.
Structure of our Sustainable Development Steering Committee
Steering Committee
Chief Executive Officer
Engineering Manager
Executive ChefOperations Manager
Purchasing Manager
Expansion Programme Manager
Personnel and Training Manager
Operations Production Support
General Manager
Quality Assurance Manager
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Our Sustainable Development Policy integrates these five major aspects:
Environmental Policy: CPCS strives to be environmentally responsible by
minimising the impact on the environment.
Occupational Health and Safety Policy: All operations of CPCS will be
carried out in a manner that safeguards the health and safety of all our
stakeholders where it is reasonably practicable.
Employees Policy: CPCS excels to be an employer of choice with
comprehensive support to all employees by providing a fair working
environment with respect and recognition.
Business Partnership Policy: CPCS preaches to our supply chain on our
conviction in sustainable development. We favour suppliers who champion
our sustainable development policy.
Community Policy: CPCS fosters a good relationship with the communities
in which we operate and support its total growth with respect to the people,
culture and heritage.
This report covered the 2014 calendar year from 1 January to 31 December
2014 and addressed the environmental impacts of the Hong Kong operations.
The environmental impacts and initiatives associated with the operations
outside of Hong Kong were not included in this report.
Sustainability is a big topic embedding many different subject areas. It is
essential that we understand our materiality complexity so that we can
prioritise and align our resources accordingly to meet our triple bottom line
goals and fulfil the expectations of our stakeholder groups. While the following
Materiality Compass contains diverse elements that guide our sustainability
journey, we have identified four main categories, namely environment,
governance, stakeholder engagement and value chain, as listed on page 12.
Among which, the following subjects warrant our important attention:
Corporate Governance, Fair and Ethical Practices
Employee, Stakeholder and Community Engagement
Environmental Management including Energy Efficiency and Carbon Reduction
Food Quality and Assurance
Supply Chain Management and Sustainable Sourcing
Occupational Health and Safety
Organisational Development and Work Efficiency
Recycling and Waste Management
Reporting Scope
Materiality Compass
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Environmental management
Carbon reduction
Fair and ethical practices
Energy efficiency
Waste management and recycling
Corporate governance
Air quality management
Environment
Legal compliance
Governance
Competitive behaviour
Risk management and anti-bribery
Work-life balance
Stakeholder Engagement
Stakeholder and community engagement
Equal opportunities
Value Chain
Recruitment, development and retention
Employee engagement and communication
Organizational development and work efficiency
Sustainable sourcing and supply chain management
Innovation and operation efficiency
Food quality and assurance
Occupational health and safety
CPCS Materiality Compass
Productivity and efficiency form an integral part of corporate sustainability
and competitiveness. The key drivers behind thriving prosperity are
organisational efficiency and employee productivity, especially for CPCS as
a labour intensive business. Our workforce consists of 80% front line staff.
Facing rising labour costs, pressure on resources and rapid business growth,
we have been consistently reviewing and re-engineering our processes and
structure to streamline our operation and upscale our productivity.
Our Organisation & People Development
orgAniSAtion PeoPLe deveLoPMent
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Over the years, we have invested steadily in systems, methodologies and
training to empower our employees, feeling engaged and aligned with our
mission, vision, and values. The more we train and develop our workforce,
the better our performance and the happier our employees. The consecutive
record breaking credentials of meal production and flights handled indeed
are testaments to our concerted efforts and team morale, resulting from
Organisation Development (OD) Project, under the brand as “We Excel Project”
back in 2010.
Launched in 2013, Lean management has been instrumental to simplify
workflows and workplace being more efficient from end to end, as well as to
build team capacity and cooperation among colleagues. Our Lean Steering
Committee was set up to map out the holistic strategy and approach in
translating our mission “Engage and develop our people to excel” into reality.
This year, 94 staff members were trained. A total of 26 departments/
sections cooperated to complete 20 projects, with an annualised saving
of 9,117 man-hours or 1,139 man-days. This was an evidence of our
strong teamwork in achieving operational excellence through minimising
redundancies, wastes and non-value added processes.
Lean Management, Training & Programmes
Identify Customers and Specify Value Identify
and Map the Value Stream
Create Flow by Eliminating
Waste
Respond to Customer Pull
Pursue Perfection Value
Value Chain
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Into 2015, we target to launch 25 departmental Lean projects and arrange 2
company visits. We aim to engage 100% Level B/+ staff colleagues to take Lean
leader training and the refresher course through CX Online. All general staff
and new joiners will take Basics Lean introduction. About 100% operations
staff members will be arranged for 5S training. 5S is a simple tool to secure a
safe, clean, efficient, organised and repeatable working manner for productivity.
Externally, we visited and exchanged our Lean management experience with
sister and partnering companies, including Hong Kong Aero Engine Services
Limited (HAESL), Hong Kong Aircraft Engineering Company Limited (HAECO)
and Sheraton Macau Hotel.
Self-DisciplineStandardiseSanitise
Systematise
Business Improvement Lean Team
Structurise
Lean Steering Committee
5SLean Management Poster
Lean Steering Committee Group
identify, decide and facilitate the annual corporate strategic direction
establish project prioritization, framework, templates and guidelines
Lean Sponsors
Lean Champions
Lean Leaders
drive internal alignment, process thinking and problem solving
lead team to conduct improvement projects, take follow up actions,
stakeholder engagement, project milestones, performance metrics,
deliverables and timelines
JAnOur 2014 Highlights
Received the Airport Authority Hong Kong’s Outstanding
Housekeeping Safety Award on 20 January 2014
Equipped 3 new automatic tilting braising machines,
increasing productivity by 110% and 80% respectively
for braising beef and frying rice
2014 highLightS
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On 18 April 2014, CPCS again broke the all time record of
daily flights handled with 209 flights
febMAr
On 2 February 2014, CPCS broke the all time record of the
daily flights handled with 206 flights
Received the Clean Air Charter Certification from the
Hong Kong General Chamber of Commerce
Received the Excellence Award from Shenzhen Airlines
JuL
oCtAug
nov
deC
Aurora Airlines, a new airline serves Russia’ Far East Region
appointed CPCS to provide top-up catering services for
passengers and crew with effect from 2 July 2014
CPCS Cebu celebrated 18th Anniversary
On 2 Aug 2014, both the daily meals produced and flights
handled made history, topping 90,801 meals and 212 flights
Palau Pacific Airways, a brand new airline established in 2014,
appointed CPCS to provide full catering services with
effect from 7 November 2014
The new annex facility, adjacent to the CPCS head office,
began construction
Purchased the first electric vehicle with
zero tail-pipe emission
On 20 December 2014, CPCS reached a new height with
94,002 meals prepared on a daily basis
APrReceived the Wastewi$E Label - Class of Excellence of
Hong Kong Awards For Environmental Excellence
Equipped a new omelette making machine,
increasing productivity by 35%
We are a caring caterer. While our business requires full, around the clock support, we do not compromise for quality, consistency and safety. We uphold our high standards from inception through delivery. We carefully design and prepare what to include in our 1,000 menu items daily.
Caring Catering
our CAtering buSineSS
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We source the best and the freshest of the season's fare, where possible
locally and organically. Our menus feature a diversity of cuisines from around
the world, offering passengers a choice of wholesome meals to satisfy their
multifarious needs. We have 14 exquisite culinary chefs leading over 800
kitchen specialists from Hong Kong, Vancouver, Toronto, Cebu and Taipei to
prepare 14 types of cuisines: Chinese, Halal, Indian, Japanese, Korean, Kosher,
Malaysian, Middle Eastern, Philippines, Singaporean, Taiwanese, Thai, Turkish
and Western.
We care not only the taste, authenticity and freshness of our meals, but also
the special requirements of every single passenger related to their nationalities,
cultures, religions and dietary specifications, regardless of First, Business,
Premium Economy or Economy class. Specifically, we have a selection of 21
types of special meals, namely: Indian Vegetarian Meal, Baby Meal, Bland
Meal, Child Meal, Diabetic Meal, Fruit Platter Meal, Gluten Intolerant Meal,
Hindu Meal, Kosher Meal, Low Calorie Meal, Low Fat Meal, Low Salt Meal,
Moslem Meal, Low Lactose Meal, Vegetarian Raw Meal, Non-Beef Meal, Liquid
Diet Meal, Vegetarian Vegan Meal, Vegetarian Jain Meal, Vegetarian Lacto-
Ovo Meal and Vegetarian Oriental Meal. All these special meal orders could be
booked 24 hours before any scheduled flight.
Beyond catering, we are committed to supply chain sustainability. We support
sustainable purchasing. Favourable consideration will be given to suppliers
who have proven track records on meeting our sustainable purchasing
policies. We encourage collective actions from suppliers and contractors to
build long-term value for our economy, society and environment through
best responsible practices across the life cycles of foods, goods and services.
Whenever possible, we promote resource efficiency, support local economy,
responsible procurement and sourcing, demanding our suppliers to declare full
compliance to our code of conduct, ethics, anti-bribery in safeguarding fair
business practices, working conditions, human rights, food quality and safety,
in addition to good governance and risk mitigation.
Supply Chain & Sustainable Sourcing
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We pledge to preserve our biodiversity and natural resources. Overcatching
endangers some species and the ecosystems. Our choice of opting out
unsustainably produced food items and proactively asking for information
about the source of the food items could create momentum for effective
change in the industry at large. We ensure that the unsustainably produced
food items such as wild bluefin tuna, humphead wrasse, shark (shark’s fin),
snake, sturgeon/paddlefish (caviar), shelled turtle, black moss (fat choy) are
not consumed at company functions or provided as part of our offering.
Principally, we follow the WWF Seafood Guide listing over 60 seafood species
commonly available in Hong Kong and the seafood certification by reputable
organisations such as the Marine Stewardship Council.
Apart from sustainable seafood, we looked into other food categories. Seeing
a revival in the local vegetable farming industry, we deliberately purchased
more local vegetables to enhance our local supply portfolio in Hong Kong,
such as spinach and hydroponic salad greens. 70-80% vegetables were
sourced locally from the Mainland China. Our desire is to progressively
decrease imported vegetables and carbon intensity, while lending support
to local community and prosperity. Increasingly, we will step up our sourcing
for Rain Forest Alliance certified produce, Roundtable of Sustainable Palm Oil
approved palm oil and Animal Welfare guaranteed meats.
We are an ISO 9001 and Hazard Analysis and Critical Control Point (HACCP)
certified company producing a diversity of world-class quality international
cuisines. We comply fully with the International Air Transport Association
(IATA) Inflight Catering Quality Assurance Programme. Since the beginning,
food safety and quality are our top priority. CPCS has its own in-house
microbiological testing laboratory, testing over 1,200 samples per month
on average; the samples are drawn at random points in the manufacturing
process. Our production facility is built with a single flow design with
segregated preparation areas and respective dedicated Kitchens for Hot, Cold,
Bakery, Pastry, Japanese, Special Meals, Kosher and Halal food to ensure the
highest standards of food hygiene, safety and compliance standards. We serve
the best of the season’s quality and nutritious ingredients based on scientific
food safety systems that meet our stringent standards. We encourage our
suppliers to comply with the HACCP system that controls biological, chemical
and physical risks in raw materials during manufacturing and distribution.
Food Safety & Quality Assurance
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Research and Development is a key aspect of our sustainability. Our aim is to
create unique and authentic menus that fulfil the budgets and needs of our
customers and their passenger-customers. We constantly source, test and
explore new ingredients and technologies to refine our product base and
diversify our cuisine options, with respect to taste, visual appeal, production
standardisation and equipment automation. We make sure that all the
food served complies with the International Air Transport Association (IATA)
requirements. Every year, we create about 40 new dishes for all travel classes.
Management Information System drives daily efficiency and innovation.
We are proud to have developed our own Air Caterer Enterprise Resource
Planning (ACERP) system integrating warehouse inventory automation,
real-time flight tracking and instant data access of from flight movements and
meal orders to food production and temperature records. We are up-scaling
our infrastructure, such as the centralised storage to save space and power
consumption. Additionally, we are revamping our printing and document
management solutions to reduce paper usage.
Research & Development
Management Information Innovation
The list below denotes our pledge to environment, quality, safety and waste management.
Det Norske Veritas Classification A/S
ISO 14001:2004 Environmental Management System (1996-2014)
ISO 9001:2008 Quality System (1999-2014)
Hazard Analysis and Critical Control Point (HACCP) based Food Safety System (2011-2014)
Hong Kong Council of Social Service - Caring Company (2003-2014)
Shenzhen Airlines - Excellence Award (2014)
Hong Kong General Chamber of Commerce - Clean Air Charter Certification
Indoor Air Quality Certification Scheme (Good Class)
Airport Authority Hong Kong - Hong Kong International Airport (HKIA)
Carbon Reduction Programmes (2010-2015)
Hong Kong Awards For Environmental Excellence - Wastewi$E Label (Class Of Excellence)
Certifications & Recognitions
beyond CAtering
Sustainability Report 2014 23
There are challenges and responsibilities associated with environmental
management operating inherently in an international airport. At CPCS, we
have effective systems, measures and skilled workforce in place to address so.
Air quality has been a key concern in Hong Kong. In 2014, we purchased our
first electric vehicle with tail-pipe emitting zero carbon. All vehicles and fleet
underwent regular maintenance to ensure emission compliance to the Airport
Authority Hong Kong standard. Even the indoor air met a quality standard and
achieved the Indoor Environment Quality certificate.
In 2014, our carbon footprint indicated an impressive annualised reduction of
672 tons with major investments and installations:
In 2015, we have significant plans to replace 5 aged air cool chillers and install
2 heat pumps with more efficient models. It is estimated that about 2,700 tons
of carbon emissions could be saved annually.
For the past few years, we have actively participated in industry partnership,
such as the HKIA Carbon Reduction Programmes organised by the Airport
Authority Hong Kong. Compared with the previous year, the carbon intensity
per meal reduced 1.4% to 1.41kg in 2014, from 1.43kg in 2013, reversing the
5.9% increase or 27,187,823 total meals prepared in 2014 from 25,681,989
meals in 2013. The total carbon emissions rose 4.9% to 38,408 tonnes in
2014 from 36,617 in 2013. Compared with the baseline year 2008, the carbon
emissions reduced 25%.
Environmental Management, Energy Efficiency & Carbon Reduction
5,000 LED tubes were
installed at G/F Inbound,
Outbound, Equipment Packing,
Cutlery Packing and 2/F Tray
Set, Dishing and PRO corridors,
saving 523 tons of carbon
emissions annually.
40 old condensers were
replaced to enhance heat
exchange efficiency, saving
100 tons of carbon emissions
annually.
285 LED lights were installed
at staircases, saving 24 tons of
carbon emissions annually.
14 LED spot lights were
installed at the roof above
inbound and outbound parking
bays to replace the high-
power consuming traditional
spot lights, saving 25 tons of
carbon emissions annually.
Condensers at roof
Sustainability Report 2014 24
The total meals produced increased 5.9% but carbon footprint per meal
reduced 1.4%. How did we make it happen? Apart from equipment upgrade,
we also established and enforced various measures that were reported to the
Airport Authority Hong Kong twice a year, with some highlights listed below:
Reduced refrigerant leakage. Upgraded aging refrigeration components and
control software.
Replaced blast chiller's air cool with water evaporator.
Installed heat recovery system at steam boilers and heat pump technology
from air-conditioning to reuse waste heat to heat water.
Installed timers and sensors for the air-conditioning system and LED lights
whenever possible.
Increased staff awareness. Monitored energy consumption. Increased indoor
temperature by 1-2°C.
Adopted "automatic lights-off" policy. Switched off the company logo
outside the building at 1 am every day.
Reduced waste by adjusting food portion. Recycled aluminium cans, plastic
bottles, carton boxes, paper, magazines, used cooking oil, food, batteries,
light tubes, wine bottles and animal fat.
Installed plastic curtains in outbound cold rooms to reduce temperature by 1°C.
Purchased an electric vehicle. Phased out all Euro II hi-loaders.
15,081 14,749
29,423 31,439
-7,887TotalCO2: 36,617
Scope 1
Scope 2
Scope 3
TotalCO2: 38,408
2013 2014Meals: 25,681,989
kg-CO2 per meal: 1.43Meals: 27,187,823
kg-CO2 per meal: 1.41
-7,780
Airport Authority Hong Kong HKIA Carbon Reduction Programmes
At Cathay Pacific Catering Services (H.K.), it is a significant part of our
continuing commitment to reduce our carbon footprint with more energy
efficient systems to enhance the environment and air quality. CPCS has been
very supportive of the HKIA Carbon Reduction Programmes of the Airport
Authority Hong Kong and shall continue to collaborate with the airport
community to reduce carbon emissions and preserve our natural environment.
Quality Assurance Manager
Tonnes of CO2-e
Sustainability Report 2014 25
We value cooperation with like-minded partners. Besides the Airport Authority
Hong Kong, we have plans in 2015 to join the CLP Green Plus campaign,
comprising of Green Talk, Desk Plant DIY workshop, Green Mind Logo
creation, in addition to heat reduction film installation and motion sensor LED
light tube installation.
CPCS closely reviewed and monitored our resource consumption. In particular,
the food portioning and control process was strictly enforced to minimise
leftover and wastage. A comprehensive scheme for recycling and waste
management was in place. Food scraps, leftovers and end cuts were recycled
into animal feed for a local pig farm. We partnered with the Airport Authority
Hong Kong to upscale the scope by recycling the food waste and fruit peels
from our canteen for the production of fish feed. Inbound glass containers
were transformed into pavement bricks. Waste cooked oils were converted
into bio-diesel. Paper items were recovered into paper products and carton
boxes. Plastic items were reconditioned into textile products and plastic
containers. Metal items were recast into ingots. Unopened food items from
inbound flights were donated to help the needy and reduce landfill burden. In
a trial run in late 2014, 610 boxes of 1litre tetra pack juices were donated to
a local food bank. We are working to resolve the logistic and safety aspects to
make this a regular programme.
Recycling & Waste Management
Paper
1,692,420 kg
27,011 LFood Processing Oils
Food Scraps Glass
Plastic
Metal
687,779 kg 524,530 kg
41,692 kg
33,491 kg
2014 Recycled Materials
Sustainability Report 2014 26
All our operations are carried out in a manner that protects the health and
safety of all our employees, contractors, suppliers and other stakeholders. An
external independent auditor conducts our Occupational Health and Safety
performance annually. All new joiners have to attend safety training as part of
their orientation and handbook. Annual refresher courses are arranged, along
with continuous promotion via website, notice boards and staff newsletters.
As a labour and process driven business, we constantly invest in modern
machinery to streamline the food cooking process, in reducing staff workload,
safety incidents and injuries. The three new automatic tilting braising machines
increase productivity by 110% and 80% respectively for braising beef and
frying rice. The new omelette making machine produces 35% more omelettes
than the old one. The Trolley Repair Process Improvement Project helps to
save time. The tool storage was reorganised by using the 5S methodology to
facilitate tool location.
During 2014, there was not a single fatality case. The workplace safety
incidents and injuries recorded 90 cases.
With a large service team and more than 135 fleet vehicles, we rolled out the
following initiatives in 2014:
A new Safety Driving Video was produced. New better safety shoes and anti-
laceration gloves were adopted.
New LED lights were installed at outbound and inbound loading docks to
increase visibility and safety for evening driving.
Guide men’s hand signals were standardised to better navigate drivers when
approaching an aircraft in the ramp area.
Employees demonstrating excellent safety practice were rewarded.
We hope to maintain our zero fatality remit through robust training
programmes, standardised guidelines, streamlined processes and employee
efforts that continue to foster a healthy and safety culture year over year. Our
work is not finished and additional efforts such as new safety ramp operation
video, stretching exercise program, safety driving campaign and promotional
banners will be carried on.
Occupational Health & Safety
Sustainability Report 2014 27
Our employee and community engagement is rooted in our core values. These
values have become visible through various employee corporate donation,
volunteering, social and environmental initiatives. In 2014, our Champion
Group organised focused activities to promote our core values: Caring,
Respect, Excellence, Adaptability, Teamwork and Ethics. Our management
team served front-line colleagues in the canteen. Cooking Competition
and Photo Competitions were held successfully to promote Teamwork and
Excellence. The new Excellence Award bestowed 105 outstanding colleagues
who went the extra mile.
We are well aware that engaged employees are healthier and happier. They
are more motivated and productive, less vulnerable to incidents and injuries.
A variety of professional and community programmes are arranged and
communicated, on a regular basis both internally and externally, through
meetings, newsletters, websites, campaigns, exhibitions, education and
training encompassing environmental protection, recycling, volunteering,
donation, family visits, Lean management, occupational health and safety, but
to name a few.
For environment and community programmes, we participated in the World
Wide Fund’s Earth Hour to switch off all non-essential lighting for one hour.
An eco tour was organised to embrace the lustrous green and learn about
renewable energy on the Lantau Island. On the SWAP Day, 800 items (toys,
books and small electrical appliances) were collected with half being swapped
and the remaining were donated to Hong Kong Sheng Kung Hui Tung Chung
Integrated Services Centre. The swapped fund was donated to UNICEF. We
also joined our sister company Swire Properties to collect and donate moon
cake boxes, wall calendars and red packets and food items to local community
groups such as True Light Villa District Elderly Community Centre and Greeners
Action.
Employee & Community Engagement
Sustainability Report 2014 28
On the school front, we carried on engaging and educating schools on using
food waste decomposer machines, in order to minimise and separate food
waste with the meals at schools. In 2014, via our Deli Fresh, we approached 5
schools to join these programmes, receiving positive feedback from the Parent
Teacher Associations.
We engaged a social enterprise in Tung Chung, Hong Kong Outlying Islands
Women's Association, to perform Economy Class cutlery packing and
prepared the processing of certain vegetables. We also provided food hygiene
training and operation hardware, logistics and relevant technical support. Our
employee volunteering team served the underprivileged ones in Tung Chung
too. During festive seasons, they donated mooncakes in Mid-Autumn Festival
and gifts in the Chinese New Year.
In 2014, the team participated in the Healthy Walk and Elderly Day Celebration
Function in support of the needy families and the seniors in Tung Chung.
Additionally, CPCS and staff members contributed to the following:
The Hong Kong Institute of Certified Public Accountants - Hong Kong Grand
Prix Pedal Kart Race
The Community Chest of Hong Kong
Hong Kong International Airport - Charity Run
Hong Kong Sheng Kung Hui Integrated Services
Hong Kong Youth Hostels Association - Ngong Ping 360 Charity Walk
Orbis
Rehabilitation Schools
St. James’ Settlement - People's Food Bank
United Nations Children’s Fund
Our stakeholders are varied and many, including our shareholders, over 40
airline customers, hundreds of suppliers and business partners, thousands of
employees, millions of passengers and community neighbours. Stakeholder
engagement is central to our service and quality enhancement. Through
regular communications and open dialogues, we understand what the
stakeholders, customers and markets demand. We could then promptly
address any concerns and associated risks, as well as to proactively capitalise
on emerging trends and opportunities. We employ a diversity of training,
newsletters, websites, online tools, interactive meetings, workshops,
conferences, visits, surveys and exchange programs to build and maintain
mutual dialogues with our stakeholders.
Stakeholder Engagement
Sustainability Report 2014 29
In 2014, through inflight passenger questionnaires, we received 367
compliments with 89 % related to food and 11% related to services.
I would like to give my sincere compliment to my caterer. He was very
helpful, friendly, responsible and reliable. He carefully checked every single
food item with me and he paid attention to small details even like a plastic
cover of food garnish. He always confirmed with my understanding to ensure
he has given me a clear briefing. This was not my first time to meet him on
my flights but I noticed that he has been performing his excellence every time
when he worked. He is the best caterer I have met so far, please kindly pass
my appreciation to him and give him rewardful recognition if applicable.
The quality of the inflight meals was superb, as in my previous experience
with SQ. No matter it was western or oriental cuisine, bread or pasta, meat
or vegetable, etc., the taste and texture were definitely great and no other
airlines I flew before…! Again, it's not easy for an airline to maintain the high
standard throughout years, and in various flights. And you may have heard
most people did not consider inflight meals delicious. However, that's not
the case in SQ. Again, you did it, and you really raised the benchmark for
services, food and beverages in the airline industry.
Let me start by saying a big thanks to you and your team for the successful
meal presentation held at CPCS Inflight services. It was really an achievement
to get the dishes right for our New Frontier menus and it was one of
the smoothest and best presentation we have had. Thank you for the
overwhelming hospitality and unforgettable unique experience. Kindly convey
our sincere regards and good wishes to chef Jorg and the great chefs team.
a compliment dated 26 August 2014 from a First Class passenger
a compliment dated 5 September 2014 from an Economy Class passenger
a compliment dated 24 July 2014 on QR meal presentation
Sustainability Report 2014 30
Adjacent to the CPCS headquarters, the new annex facility embodies a
spectrum of state of the art innovative and sustainable features, ranging from
material, energy and water use to high-efficiency construction methods. It
aspires to be certified as a BEAM Plus Gold Standard building. BEAM Plus is
a comprehensive environmental assessment scheme for buildings recognised
by the Hong Kong Green Building Council. The new environmental friendly
facility is designed to considerably enhance our business processes, operational
efficiency, hygiene standard, energy efficiency and carbon reduction, under the
Lean regime, Building Information Modelling, Kanban and visual management
installations. These approaches come together to deal with design, product
and process complexity, saving process waste up to 32%.
Compared with the current facility, the new annex will incorporate water-
cooled refrigeration system that is 30% more energy efficient than air-cooled
systems. New ware wash technology is expected to save 20% in water and
energy consumption. Specialised vertical cold storage towers will immensely
improve cooling efficiency for the out-going meal carts, a critical aspect in
meeting hygiene standards.
As our major investment, we must ensure a sustainable return that raises our
operational productivity, energy efficiency and workplace vibrancy to the next
level. We have already mapped out our five-year Lean programme to empower
our colleagues with the effective methodologies and tools.
The construction of the new annex commenced in December 2014 is expected
to be operational in the second half of 2016. Combining the current and new
facilities, the daily capacity will jump 40%, from 100,000 to 140,000 meals
and from 180 to 300 flights.
New Green Annex Facility
At CPCS, we are proud of our reputation as a responsible corporate leader for
fair dealing and integrity in the catering business. We have a very robust set
of Code of Conducts that govern the best practices and maintain the highest
standards of products, services and behaviour among employees, suppliers,
business partners and other stakeholder groups. Our Code of Conducts
includes but not limited to: business ethics, bribery, discrimination, harassment,
disability, procurement, personal hygiene, dress code, equal opportunity,
intellectual property, occupational health and safety. In 2014, there was no
case of non-compliance or violation of any code of conducts from employees,
suppliers or any stakeholders.
Corporate Governance
Sustainability Report 2014 31
The year 2014 saw significant developments in the history of CPCS and the
aviation industry in Hong Kong. CPCS’ franchise agreement is extended to
2030. CPCS’ new annex is set to operate in 2016. Hong Kong’s new third
runway is expected to complete in 2023. As the largest caterer in Hong Kong,
we are very excited about serving potentially and partially 30 million more
passengers in one of the world's busiest airports.
At the same time, we realise that as our business prospers, so does our
responsibility to lead towards a more sustainable future. Between the covers of
this report, it is evident that sustainability has become an integral, normal part
of our operation, culture and the new facility in the making. Whilst much more
work lies ahead, we are determined to shift to a positive legacy where our
service will continue to create high value for our customers while contributing
positively and meaningfully to the local economies, communities and the
natural environment.
ConCLuding reMArKS