EXPLORE. - CIEL Group

Work Environment

Diversity& Ethics

Learning &Development

Conservation& Regeneration

Energy

Value Chains

Responsible& Innovative

Offering

LocalEconomy

CommunityEmpowerment

FOSTER AVIBRANT

WORKFORCE

ACTIVECLIMATE RESPONSE

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People At Heart

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CHAMPIONINCLUSIVE

ECONOMICGROWTH

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EXPLORE. ADAPT.INNOVATE.CIEL SUSTAINABILITYDASHBOARD 2019-2020

EXPLORE. ADAPT. INNOVATE. - SUSTAINABILITY AT CIEL GROUP 2

Employees by country (main operations)

Total employees Percentage of employee per cluster

1. Mauritius - 12,000 employees

2. Madagascar - 7,700 employees

3. India - 5,900 employees

4. Tanzania & Kenya - 4,100 employees

5. Bangladesh - 930 employees

6. Uganda - 810 employees

Engagement Scores by cluster (2019 survey)

31,788by end of FY 2020

1.15% Since 2019*

57.7% Textile

12.1% Hotels & Resorts

5.0% Finance

6.9% Healthcare

18.3% Property

Employee Engagement Score: The work environment indicator

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

85% Weighted average engagement score (last surveyed 2019)

Our employee engagement survey regroups a wide range of metrics allowing us to gage the wellbeing, the drive and the ability of our collaborators at work. It allows us to identify and act on areas for improvement.

Property

Healthcare

Finance

Hotels & Resorts

Textile

80%

85%

91%

63%

58%

FOSTER A VIBRANT WORKFORCEUnder this pillar, we consider employees across the Group’s main operations, including Alteo.

* Voluntary departures or compensated workforce, all under supervision of the authorities.


Gender balance in the hierarchy

Directors Management Total Workforce

% of Workforce Trained Training Hours per Employee

Learning & Development: training time

In FY 2020, time for learning became a way to keep our collaborators engaged through the uncertainties of the pandemic. While total training time dropped, we trained more people in nearly all clusters, albeit less intensively (reduced training time per person) in most cases, with some nuances in this overall observation as shown in the charts below.

As shown here, gender balance decreases towards the top of company hierarchies. This will be addressed by various means, not only via training and development of women but also through programmes aiming at tackling structural and cultural barriers, such as their unbalanced role in the household.

As the economic situation evolved in the financial year, the welfare of our people became a forefront concern, and we created the CIEL COVID Fund to support affected employees. HR, training departments and other key resources across the Group are working together to facilitate professional reintegration, focusing on staff health and wellbeing, mobility, and back-to-work capacity through training and strategic support. Find out more in our Integrated Report.

MenWomen

Textile

Hotels &Resorts

Hotels &Resorts

Finance

Healthcare

Property

2018/2019

CIEL COVID Fund

63%Medical assistancevoucher

19% Out placement

programme

17% Training by STI

1% External placement

1% Psychological support

18.0% Jun 2019

18.3% Oct 2020

25.2% Jun 2019

25.3% Oct 2020

Participation in CIEL COVID Fund Programmes

45% Jun 2019

45.8% Oct 2020 260,000HrsTechnical training

99,000HrsLeadership training

33.8% since 2019 31.8% since 2019

Textile

Finance

Healthcare

Property

65%

99%

80%

99%

92%

71%

60%

95%

14%

20%

22.51

8.38

34.75

26.32

25.69

33.52

6.13

10.02

8.01

5.02

2019/2020

Women at management level:

Healthcare 34.7%

Finance 29.4%

Hotels & Resorts 28.8%

Textile 20.5%

Property * 11.1%* Alteo figures not included here.

FOSTER A VIBRANT WORKFORCEUnder this pillar, we consider employees across the Group’s main operations, including Alteo.


FOSTER A VIBRANT WORKFORCE

Strategic Goals Key Initiatives Implemented Next Steps

• Achieve “Top Employer Brand” or equivalent status by 2025

• Employee engagement score at or above industry norm by 2022, at or above high performing norm by 2025A

• Achieve zero lost time injuries by 2030

• Work from Home and Flexitime where feasible

• CIEL COVID Fund set up to support impacted employees by COVID-19 crisis

• Encourage sports, leisure & good nutrition

• Facilitate annual health checks for employees

• Enhance employee experience through technology, ergonomics & air quality

PS 2PS 4

• Zero grievances on harassment, discrimination, corruption, bribery & fraud by 2030

• 100% of employees report being confident in grievance raising / whistle blowing mechanism by 2025

• Reach 35% women at management level* by 2025 and 30% at directorship level by 2030

• Code of Ethics and whistle blowing mechanism adopted

• Set up of CIEL women network

• Train all employees on ethicsB

• Conduct awareness campaigns on diversity, inclusion & gender bias

• Develop programmes to enhance employability of people with disabilities

• Develop programmes to empower and grow women within the organisation

PS 1PS 2

• Employee enablement score at or above industry norm by 2022, at or above high performing norm by 2025C

• 50% of new staff appointments from within the group by 2030**

• CIEL Textile Leadership Academy

• SUN Training Institute

• CIEL Textile Graduate Programme – on hold due to COVID-19

• CIEL HEC Leadership Programme for CIEL top talents

• Enhance mobility of staff within the group for career development purposes

• Offer further learning and skill development opportunities

• Promote learning and sharing of best practices and new technologies

PS 2PS 3

* Management refers to L and L-1 in the operations. Cluster CEOs are counted as part of directorship.** Applicable to L, L-1 and L-2. Staff mobility may be within (promotions) or across (hire by a different entity)

clusters or BUs for career development purposes.

Group instruments:A. Group employee engagement surveyB. Group Ethics Campaign and material to be shared with clusters and BUsC. CIEL Innovation Awards & associated programmes/CIEL HEC Leadership Programme for top talents

Work Environment

Diversity & Ethics

Learning & Development


CHAMPION INCLUSIVE GROWTHThis aspect of the new sustainability strategy is likely the most challenging, demanding a new focus on value creation for stakeholders from our neighboring communities to our most distant clients.

Due to the novelty of KPIs and pandemic related issues, we have limited data on the local economy and responsible offering dimensions. We believe however, that the new goals and KPIs will trigger action to measure and therefore manage these areas.

We therefore present data relating to community empowerment, in other words CSR activities from our clusters. For these, not all clusters are yet distinguishing one-off and long-term actions, which we’ll aim to streamline in accordance with the goal of increasing long-term community actions.

Total Number of beneficiaries

Total number of initiatives

Beneficiaries per 1000 MUR

Funding per action category

+ 760Hotels & Resorts

+ 19,000Finance

+ 21,000Healthcare

+ 60,900Textile

+ 3Hotels & Resorts

+ 20Finance

128,740.00Disability

2,051,078.06Education

3,957,980.46Citizenship

+ 530Healthcare

+ 420Textile

1,847,701.54Poverty

8,210,787.37Health

1.45Hotels & Resorts

3.74Finance

7.04Healthcare

5.76Textile

The above graphs show the key group-wide metrics related to community empowerment. Because different

clusters and sites engage in different activities that are relevant to their own context, at different costs and with

varying degrees of impact, a full CSR report would be needed for a detail interpretation of these figures. Hotels

and resorts are mostly active in education, poverty and health, Healthcare naturally tackles health issues, while

Textile and Finance address a variety of action areas throughout the year.

MUR19M

Funding by cluster (MUR)

10,563,829(Textile)55%

525,000 (Hotels & Resorts)

3%

2,983,987(Healthcare)

16%

5,073,627(Finance)

26%

CHANNELED TO CSR ACTIONS THIS FY



• Proactively develop responsible products / services / experiences in each cluster by 2025

• Develop inclusive products / services / experiences in each cluster by 2024

• KRED Microfinance in Madagascar supporting small entrepreneurs and businesses

• Ferney AgriHub promoting sustainable agriculture and agri-entrepreneurs

• C-Care programme to support fight against COVID-19 with PCR tests and vaccination centres

• Production of 6M masks by CIEL Textile

• Understand new or under-served markets

• Increase understanding of new sustainable consumer demands

• Consider existing and up-and-coming business models in our various sectors

• Partner with clients or other stakeholders for development of new products

PS 1PS 3PS 4

• Create an Impact / Venture Capital fund to support innovative local businesses, start ups and entrepreneurs by 2022D

• Source/buy at least 25% of food & beverages from local producers* by 2030, without compromising on nutritional value & quality

• BNI Madagascar: financial support to 155 business projects and startups

• Local sourcing at Ferney Falaise Rouge and in SUN hotels when possible

• Create financial products for responsible & innovative businesses, start-ups & entrepreneurs

• Develop a sustainable local businesses directory

• Investigate partnerships with local entrepreneurs & SMEs

• Develop intern and/ or mentor opportunities

PS 1PS 4PS 7

• By 2025, increase the proportion of long-term community actions** to 40%, and to 60% by 2030E

• By 2030, Facilitate industry job awareness and access to training and skills to a number of people equivalent to 1/3rd of our workforce per year

• COVID-19 relief provided via CIEL Foundation

• Act of Our Community programme ongoing, engaging employees in community actions

• Free antenatal classes given at C-Care

• Local CSR programmes ongoing across companies

• Consider partnerships with NGOs on meaningful, long-term community projects

• Facilitate jobs fairs & youth site visits focused on jobs & industry processes / practices

• Investigate opportunity to develop a financial literacy programme

• Support professional development and capacity building in NGOs

PS 1PS 4PS 7

CHAMPION INCLUSIVE GROWTH

* Food & Beverages grown, harvested and produced locally or at least partially manufactured locally from imported ingredients. ** The minimum criteria to qualify as “long term” is at least two activities/initiatives per year over 2 years, with the same NGO

or beneficiary group.

Group instruments:D. Impact Fund targeted at start-ups and entrepreneurs tackling social and environmental issuesE. Long term actions and NGO partnerships via CIEL Foundation & Actogether.mu

Reponsible & Innovative

Offering

Local Economy

Community Empowerment


ACTIVATE CLIMATE RESPONSE

6,240 Finance

Carbon Intensity (tCO2e/$m)

Main emissions by source

Share of Emissions per Cluster

Water

According to reported energy usage data, CIEL Textile has reduced its carbon intensity by nearly 24% in 2019/2020 compared to 2018/2019. The Covid-19 crisis has forced temporary closing of factories, slow release of existing stock and subsequent lower production volumes, explaining this decrease. We look forward to observing how this will change in the 2020/2021 data. Interestingly, carbon intensity increased by 10% in the hospitality sector, likely due to the drastic drop in revenue while maintaining a minimum of energy consumption. Healthcare saw a marked increase of 60% in carbon intensity, with both C-Care and IMG nearly doubling their electricity consumption. We also observe similar trends in water consumption.

One of our key goals for 2030 is to half our carbon intensity. We believe this is a more sensible metric than absolute carbon footprint, as it allows to better measure our improvements in “doing more with less”. This concerns Scopes 1 & 2 for now, meaning direct combustion and electricity consumption in our operations, and we will aim at tackling Scope 3 – emissions from the supply chain – in the coming years.

In FY 2019, the group consumed over 2.5 million m3 of water. This was almost halved in FY 2020 with a little over 1.3 million m3. Total water consumption includes both industrial water and potable water.2019

2020

2019 2020

Group

Textile

Hotels &Resorts

Healthcare

Finance

157.14

187.79

195.64

256.51

181.34

164.93

101.12

62.89

51.83

57.33

0 50 100 150 200 250 300

Electricity consumption remains the primary cause of emissions, a key area of action towards reaching our carbon intensity goal.

Electricity

Coal

HFO

Diesel

75% 12% 11%

1%

2018/2019

~125,000tCO2

~87,000tCO2

2019/2020

3% Healthcare

4% Finance

24% Hotels &Resorts

69% Textile

8% Healthcare

5% Finance

27% Hotels & Resorts

60% Textile

90,484.63 Healthcare

44,549.16 Textile

495,834.30 Hotels & Resorts

Total water consumption (m3) Potable Water Consumption (m3)

Textile

Hotels &Resorts

Healthcare

1,575,383.00

764,282.00

942,216.67

495,834.30

59,043.04

90,484.63



Downstream of the Value Chain: WasteDespite the certain effect of the pandemic on this aspect of our operations, waste data for this financial year has shown such a dramatic decrease that we consider it unreliable. We therefore report here on the “normal” breakdown for FY 2019.

Conservation & RegenerationThe Group is active in natural habitat restoration since 2008 at the Valley of Ferney, through a public-private partnership and a dedicated conservation zone, with the support of the Mauritius Wildlife Foundation.

Following the MV Wakashio oil spill in August 2020, the Trust aims at expanding its work to the coastal habitat through mangrove reforestation.~10,000tons

Total waste in 2018/2019

Over 20% from the Hotels Sector

Over 70% from the Textile Sector

4,591.24 Raw Material

250.99 Paper

137.99 Plastics

1,154.17 Food Waste

3.66 E-Waste

165.83 Carton

Waste per Cluster (tons)

Landfilled vs Recycled Waste (tons)

Waste Produced by Type (tons)

Textile

Healthcare

Finance

Hotels &Resorts

52.00

177.79

7,311.49

8,0006,0004,0002,0000

3,692.64 Uncharacterised

Habitat restoration in Ferney Fauna in Ferney

Renewable boiler fuels4,760.87Landfilled

5,216.98Recycled

In Madagascar, our factories use wood chips as boiler fuel and are required by law to replant trees, which will grow to replenish stocks. Our teams ensure regular monitoring of these plantations and will aim to go beyond compliance through partnerships with specialized NGOs and social enterprises to also contribute to food security and livelihoods of communities. We will report more precisely on this aspect in future reports.

2,455.25

32700 trees planted since 2008

2745 trees planted in FY 2020

12Ha restored as of June 2020

37 plant varieties in nursery

10 endangered species, 11 critically

20 pairs of Kestrels

40 Echo Parakeets

30 Pink Pigeons

Cuckoo-shrikes & Paradise Flycatchers sighted



• Establish accurate emissions baseline by 2022

• Decrease our Scope 1 & 2 carbon intensity by 50% by 2030 (tCO2/$M of revenue)F

• Zero coal as boiler fuel by 2030

• Adopt green (/bioclimatic) building practices as far as economically feasible for new buildings

• Aquarelle Samudra factory LEED Platinum certified

• Application for Solar PV in Mauritius (pending Central Electricity Board approval)

• Solar PV at 31 BNI Madagascar branches

• Biomass test for CFL boiler at CIEL Textile

• Submit Science Based Targets by 2022

• Reduce Energy Intensiveness

• Implement smart devices for efficiency

• Reduce traveling

• Implement renewable Energy projects

• Improve thermal insulation where relevant

PS 3PS 6

• 100% of value chain assessed by 2025, actions taken on all value chains by 2030G

• Achieve zero single use plastics in production* by 2022 except H&S constraints

• Reduce waste to landfill by 50% by 2030

• Reach industry leading water efficiency levels by 2030

• Supplier self-assessment in progress at CIEL Textile & SUN Resorts.

• Ongoing waste reduction programmes across operations

• Digitize & dematerialize

• Optimise material use

• Reduce packaging

• Reusable, recyclable or compostable materials

• Increase recycled content in production

• Reduce water intensity

• Enhance local and regional sourcing opportunities

PS 1PS 2PS 3

• Reach 500k people with nature conservation awareness material per year by 2025

• Replant 100,000 endemic trees in Mauritius by 2030H

• Reforest and/or Afforest 1000 Hectares of land by 2030

• La Vallee de Ferney Conservation Trust programme

• Project for mangrove regeneration in design phase at Ferney

• Act for our Environment programme ongoing, engaging employees in environmental actions

• C-Care One Life, One Tree project ongoing with one endemic tree planted for evert birth at C-Care

• Coral farming at La Pirogue Marine Biology Centre ongoing

• Develop relevant awareness material and events

• Support conservation projects

• Identify and develop high quality conservation / carbon offset projects

PS 3PS 6


* Non-biodegradable, petroleum based items that would be disposed of as waste after a single use. These may be replaced by alternative materials or eliminated altogether through adoption of new practices.

Group instruments:F. Initiative to facilitate implementation of Solar PV at suitable sites.G. Implementation of supply chain assessment by a specialist partner organisation. H. Strong focus on Ferney as an educational & conservation hub.

Energy

Value Chains

Conservation Regeneration


BUILD ORGANISATIONAL CAPACITYSince 2015, CIEL has adopted its sustainability policy and implemented an E&S management system across the Group. The strength of the 2015-2019 strategy resided in the creation of a dedicated governance structure and management system, whereby each cluster and significant business units assembled sustainability committees which included champions and members of the top management in the respective entities. This is part of the Group’s sustainability policy, updated in December 2020, and will be further reinforced going forward.

In February 2020, the Board of Directors of CIEL Limited adopted a new Sustainability Strategy 2020-2030 setting clear pillars and commitments for the Group with clear accountability at the level of each operation. The CIEL sustainability department will ensure that the Board of Directors is apprised of issues, opportunities, developments, and progress towards strategic objectives. This will be achieved at the very least through a yearly “deep dive” on sustainability at Board level and through bi-annual reporting updates.

Key committees

CIEL Sustainability

Committee

CIEL Board of Directors

CIEL Sustainability Department

Ferney

CIEL PropertiesCIEL Textile

Sustainability Committee (CTSC)

Woven Cluster Sustainability

Committee

Knits Cluster Sustainability

Committee

Knitwear Cluster Sustainability

Committee

CIEL Healthcare Sustainability

Committee

C-Care

IMG

Hotels

Washright

SUN Sustainability Committee

Bank One

Mitco

IPRO

KCP

BNI Madagascar

CIEL Finance

Biannual reports

Legend:

Committee in place

Dedicated resources (sustainability managers, champions) in place without need for a committee, or sustainability issues captured by alternative committee (small entities, e.g., Mitco under Welfare Committee)No dedicated resource


BUILD ORGANISATIONAL CAPACITYTeams’ engagementDuring the financial year, many collaborators were highly engaged in the development of the new 2020-2030 strategy, through various working sessions. Unfortunately, the annual forum was not convened but will be held virtually in 2020/2021, along with trainings for employees at various levels.

ESMS Self-Assessment

Based on the IFC guidelines for Environmental and Social Management Systems (ESMS), we have built an online self-assessment tool for key entities to use and analyze their performance. Here are the key results:

Average scores by cluster

Average scores by element

ESMS Self-Assessment - Key take-aways

1 - Policy 4.3

2 - Identification of Risks and Impacts 3.8

3 - Management Programs 4.1

4 - Organisational Capacity & Competency 3.9

5 - Emergency Preparedness and Response 4.2

6 - Stakeholder Engagement 3.6

7 - External Comm and Grievance Mechanisms 3.9

8 - Ongoing Reporting to Affected Communities 3.5

9 - Monitoring and Review 4.4

4.11 3.39

2.41 4.25

Hotels & Resorts

Finance

Healthcare Textile

By cluster:

CIEL Textile’s Woven cluster self-reports high ESMS standards, save for Aquarelle Kanakpura which requires attention on several elements, especially elements 2, 6 and 8. Knits also shows good scores in Mauritius, slightly lower in Antanarivo and Coimbatore. Knitwear shows more room for improvement.

CIEL Hotels and Resorts self-reports good standards with one system across hotels. Element 8 stands out as an area for improvement.

CIEL Finance entities Bank One and BNI Madagascar differ substantially in scores, with Bank One faring better overall but needs attention on element 6 – stakeholder engagement.

C-Care at CIEL Healthcare requires particular attention at almost every element, while International Hospital Kampala shows average scores overall, save for element 1 – Policy.

By element:

Element 1 – Policy, and Element 9 – Monitoring and review, score the highest across the group. Next are Element 5 – Emergency Preparedness and Response, and Element 3 – Management Programs.

Following are Element 2 - Identification of Risks and Impacts, 4 - Organizational Capacity and Competency, and 7 - External Communications and Grievance Mechanisms.

Least scoring are Elements 6 - Stakeholder Engagement, and 8 - Ongoing Reporting to Affected Communities. These areas require particular attention; however, they depend on other elements such as management programs and organisational capacity.

Jun-21

Current actions

Roll-out of Sustainability Strategy 2030 to key committees

Effective implementation of online data collection tool

Update of the Group Sustainability Policy

Hold Annual Sustainability Forum

Development of Cluster Sustainability Strategies

Targeted Completion Progress

90%

Dec-20

Dec-20

90%

Dec-20

100%

May-21

30%

0%

Dec-21

55%

Yearly deep-dive on sustainability at cluster boards


BUILD ORGANISATIONAL CAPACITY

A. Foster A Vibrant Workforce

A.2. Work Environment

Employee engagement score

Number of employees on flexitime & work from home

Total man-hours of exercise facilitated by company

Number of employees with medical cover

Number of man-hours lost as result of injuries

A.3. Diversity & Ethics

Number of employees having acknowledged code of ethics

Number of employees trained on ethics

Number of employee grievances received

Number of employee grievances solved

Total number of directors

Total number of women directors

Total number of employees at top management level

Total number of women at top management level

Number of men staff

Number of women staff

Number of men workers/operatives

Number of women workers/operatives

A.4. Learning & Development

Total Number of training hours (man hours)

Number of employees trained

Training hours for leadership development (man hours)

Training hours for technical capability (man hours)

A.6. Local Economy (HR aspects)

Number of employees from surrounding communities

Total number of interns (local & expatriates)

Number of local interns

B. Champion Inclusive Growth

B.1. General

Number of social incidents

Number of community related complaints (social)

B.2. Responsible Offering

Funds engaged in responsible & inclusive R&D

Sales revenue from responsible products

Sales revenue from inclusive products

Number of beneficiaries from inclusive products

Funds invested by customers/clients for initiatives

B.3. Local Economy

Spend on local sourcing on food & beverages

Total spend on food and beverages

B.4. Community Empowerment

Number of projects & initiatives

Funds engaged in long term actions

Number of direct beneficiaries from long-term actions

Funds engaged in one-off actions

Number of direct beneficiaries from one-off actions

Number of staff involved

C. Activate Climate Response

C.1. General

Number of environmental incidents

Number of fines and/or non compliances

Number of community related complaints (environment)

Number of projects & initiatives

Environment - number of staff involved

Funds engaged

C.2. Energy

Coal consumption

Diesel consumption

Gasoline consumption

HFO consumption

LNG consumption

LPG consumption

Wood consumption

Electricity consumption (MWh)

Electricity produced from renewables onsite (MWh)

C.3. Value Chains

Total number of suppliers

Number of suppliers assessed

Number of suppliers excluded, or corrective action taken

Water consumption - Industrial

Water consumption - Potable

Amount spent on single use plastics (for use in production)

Total waste to landfill

Kg of food waste redirected

Kg of e-waste sent for recycling

Kg of paper and carton sent for recycling

Kg of plastic sent for recycling

C.4. Conservation & Regeneration

Funds spent on conservation projects

Area afforested or reforested

Number of endemic trees planted

Number of people reached by awareness material

Online data collectionTo prepare this report and improve on it subsequently, data collection is essential and should be as hassle free as possible for our colleagues. To replace the traditional and inefficient exchange of excel files, we have designed an inhouse online tool where collaborators can enter their figures in a centralized system. Our next step is the design of relevant dashboard for automatic analysis and monitoring. See our current KPIs list on the next page.

Raw data required for Group KPIs



• Define and implement clear & efficient E&S management systems across all operations by 2022

• Develop cluster sustainability strategies by 2021

• Conduct yearly deep-dive on sustainability at cluster board level from 2021

• Cluster Sustainability Committees in place

• Integration of E&S risks in CIEL Limited’s Enterprise Risk Management

• Alignment of Group-cluster strategies

• Internal audit of sustainability function completed

• Regular audits of E&S management systems

• Appoint an independent expert member to the Sustainability Committee

• Consider E&S parameters in all new projects and developments

PS 1

• Implement group-wide data collection tool on non-financial KPIs by end of 2020*

• Seek independent sustainability assessment and audit of clusters by 2025

• Group KPIs list agreed

• Online KPI collection platform up and running

• SUN sustainability report ready for publication

• CIEL Textile sustainability report near completion

• Ensure completeness of data entry

• Ensure paper trails / traceability so data is verifiable & auditable

• Allocate resource person where necessary

• Hold bi-annual E&S workshops for champions from 2020 with focus on cross-cluster solutions**

• From 2020, hold annual CIEL sustainability forum***

• Train all employees on sustainability by 2025

• Engage with relevant trade organisations, public authorities and civil society

• Communication campaign on initiatives ongoing

• Awareness sessions on sustainability strategy ongoing

• Sustainability Forum and workshops planned for FY2021

• Continue regular and transparent communication

• Foster active engagement and participation internally and externally

• Facilitate regular trainings on sustainability

BUILD ORGANISATIONAL CAPACITY

Governance

Data Framework

Engagement

Group instruments:* Data collection tool & integrated reporting** Sustainability workshops for best practice exchange*** Annual sustainability forum


TRANSPARENCY ON FACTS AND ASSUMPTIONS

ScopeUnder “Foster a Vibrant Workforce”, we consider all clusters including Alteo. Under the next aspects, only the Finance, Healthcare, Hotels and Textile clusters are considered, as we do not have access to relevant data at Alteo and CIEL Properties, for which the management system is being organized.

Community EmpowermentThe contribution figures by each cluster and by countries were converted from Malagasy Ariary and Indian Rupee to Mauritian rupee to obtain the reported figures. However, we cannot guarantee that all entities reported precisely in their respective countries’ currency.

Note that the figures presented pertain to the clusters own CSR activities and do not account for the CIEL Foundation work, which is presented in detail in the Group’s Integrated Report.

KPIsAt Group level, we aim at keeping KPIs and data collection as simple as possible to prevent reporting fatigue. While some entities must still improve and put in place the necessary systems for gathering specific metrics (especially on inclusive growth), we believe the current list is appropriate for the purposes of reporting and strategy implementation at this stage.

Energy & Carbon footprint Carbon emissions calculations are for scopes 1 and 2 only and were not adjusted based on equity share of subsidiaries and investee companies. Furthermore, not all the clusters and companies were included in the calculation. Please see the below breakdown:

Finance:• BNI Head Office• Bank One Head Office• (Other CIEL Finance entities

not counted)

Healthcare:• Clinique Darné (C-Care)• Wellkin Hospital (C-Care)• (Other C-Care facilities

not counted)• International Hospital Kampala

(IMG)• (Other IMG entities not counted)

Hotels & Resorts:• SUN Resorts hotels only • (Four Seasons and Shangri-La

not counted)

Textile:• All operational sites

Where data inconsistencies were noted between the FY 2019 baseline and FY 2020 data, we considered whether they could be reasonably explained. If not, we considered the data unreliable (e.g., waste data). In some cases, when a reliable series can be reasonably used to extrapolate on another, we did so. This was the case for energy use in Textile, where a consistent proportion existed between garment making factories and fabric manufacturing factories. We applied this factor from the garment data to obtain the fabric data for 2020.

Emission FactorsEF Grid (Mauritius): 0.99 tCO2e/MWhEF Grid (India): 0.92 tCO2e/MWhEF Grid (Uganda): 0.543 tCO2e/MWhCoal: 2.5 kgCO2e/kgHFO: 2.98 kgCO2e/literDiesel: 2.65 kgCO2e/liter

Carbon intensityIntensity is expressed per million dollars of revenue (USD) at exchange rates of 36MUR/USD for FY 2019 and 39.5MUR/USD for FY2020.

Wood as fuelAs per the GHG Protocol, Wood was not included in our emissions calculation, being considered a renewable fuel. We will aim at determining if this is the case and include in the calculation accordingly.

OffsetsNo offsets are being purchased by the group at present. While la Vallee de Ferney Conservation Trust works on forest restoration, the carbon removal impact is considered negligible.

Cluster strategiesThis work is being carried out at various levels according to cluster internal context, geographic location and industry specificities. For example, CIEL Healthcare integrates sustainability in its Quality strategy, and CIEL Finance will adopt different approaches per entities, with Bank One, BNI, Mitco, Ipro and Kibo operating in business segments requiring particular attention.

The data contained in this report has been collected by various parties within our clusters and companies, striving for consistency and accuracy. In certain cases, however, assumptions were made, or data was missing, leading to approximations and interpolations.

Important DefinitionsWorkforce

Directorship: members of the boards of directors of the group, clusters or companies. Management level: refers to L and L-1 in the operations. Cluster CEOs are counted as part of directorship. Staff mobility: Applicable to L, L-1 and L-2. Staff mobility may be within (promotions) or across (hire by a different entity)

clusters or BUs for career development purposes.

Inclusive Growth Long term community actions: the minimum criteria to qualify as “long term” is at least two activities/initiatives per year

over 2 years, with the same NGO or beneficiary group. Long term actions focus on quality versus quantity. This may mean that less beneficiaries are directly reached, but meaningful impact through increased presence and focused action may be felt more strongly by indirect beneficiaries in the community.

Locally sourced f&b: Food & Beverages grown, harvested and produced locally or at least partially manufactured locally from imported ingredients.

Inclusive products & services: offerings developed explicitly to benefit under-served markets, including the informal economy, low-income populations. Such products and services address social needs where solutions are not otherwise available.

Responsible products & services: offering developed explicitly with sustainability in mind, mitigating environmental and social issues traditionally facing the product or service category.

Climate response Single use plastics: non-biodegradable, petroleum-based items that would be disposed of as waste after a single use.

These may be replaced by alternative materials or eliminated altogether through adoption of new practices. Here we refer to single use plastics in our operations.

Good to know:

Burning which fuels emits the most?Emissions vs. energy content

Different fossil fuels have different energy content, or “calorific value”: the higher it is, the most energy you get for the same mass of fuel. Fuels also emit different amounts of CO2 when burnt: their “emission factor”. The best fuels are those with high energy content and low emission factor, like LPG – these are often more expensive. The worst fuels have low calorific value and high emission factor – often the cheapest, like coal.

Data source: IPCC

COALHFOGas/DieselOil

MotorGasoline

60,000

65,000

70,000

75,000

80,000

85,000

90,000

95,000

50.00

NVC - Tj/GgKg CO2/Tj

40.00

35.00

45.00

30.00

25.00

100,000

LPG


TRANSPARENCY ON FACTS AND ASSUMPTIONS

Assessment and management of environmental and social risks

and impacts

Labor and working conditions

Resource efficiency and pollution prevention

Community health, safety, and security

Land acquisition and involuntary resettlement

Biodiversity conservation and sustainable management of living natural resources

Indigenous peoples

Cultural Heritage

IFC Performance StandardsThe International Finance Corporation’s Performance Standards on Environmental and Social Sustainability “provide guidance on how to identify risks and impacts, and are designed to help avoid, mitigate, and manage risks and impacts as a way of doing business in a sustainable way […]”, and have been CIEL’s reference on sustainability since 2015. The IFC performance standards are the following:


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EXPLORE. - CIEL Group

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