IMPACT REPORT
Cherish the Planet
2
IMPACT REPORT
Introduction
Commitment to creating positive change
Contents A word from our Founder and Chairman
3
The Scenic Story
4
Report Highlights
5
Our commitment to a sustainable future
6
Our Mission
7
Cherish the Planet – Six Pillars of Focus
8
1. Reducing Our Waste
9
2. Addressing CO₂ Emissions
13 15 16 17 18
Carbon Report Scope Carbon Intensity Emissions Carbon Reduction Plan
3. Sourcing Sustainably Cherish the Planet menu inclusions
21 23
4. Growing with Communities
25
5. Grow from Within / Value Diversity
28 30
Senior Leaders
6. Advocate Health, Safety & Security
32
Feedback 34 Appendix 35
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IMPACT REPORT
Introduction
A word from our Founder and Chairman Luxury travel around the world is our reason for being. At Scenic Group, we are acutely aware of the environmental and societal impacts tourism can have if done poorly. We also know that sustainability and travel can intersect and showcase the natural beauty of our planet in a way that is respectful and regenerative. Our commitment has always been (and continues to be) to provide exceptional holiday experiences with lasting memories whilst dedicating ourselves to reducing negative impacts and promoting positive experiences for our guests and collaborators that are low carbon, ethical and culturally responsible. Within this report, you will read about the technological advancements we have invested in for our ships and the variety of actions we are taking in accordance with our Cherish the Planet mission.
Glen Moroney
“
Promoting positive experiences for our guests and collaborators that are low carbon, ethical and culturally responsible.
“
Enjoy reading,
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IMPACT REPORT
Introduction
The Scenic Story
2013 - 2016
Scenic further expands its River sailing in Europe and Asia
Scenic’s most celebrated innovations over the past 37 years. Scenic Luxury Cruises & Tours is renowned for continuous innovation ensuring the guest experience is at the heart of everything we do. Across our ultra-luxury river and ocean cruises and handcrafted land journeys is a deep sense of delivering a truly all-inclusive philosophy enabling our guests to be immersed in their chosen destination and to relax knowing everything is taken care of.
To the magical South of France followed by Portugal and Myanmar
2008
Scenic enters the world of ship building With a desire to customise ships tailored to the Scenic guest came the first Scenic Space-Ship.
We invite you to learn more about our history and heritage:
2014-2019
Emerald Cruises launches in 2015 with first Star-Ships
2022
Emerald Cruises first 100 guest luxury yacht Emerald Azzurra, sails the Mediterranean for her inaugural season followed by Emerald Sakara in 2023.
Emerald Sky and Emerald Star, welcoming guests to the Rhine, Main and Danube. Over next 6 years fleet expands to includes ships on the rivers of the South of France and Douro River in Portugal as well as Emerald Harmony on the Mekong River in Asia.
2019-2023
Scenic sets the benchmark in ultraluxury cruising Scenic Eclipse
2006
Scenic Sets Sail on Europe River Cruising Scenic charters ships along Europe’s historic waterways giving guests a new way to explore the European continent.
1986
Warrnambool Scenic Tours commences tours to the Great Ocean Road Scenic expands into Australia and New Zealand luxury land journeys by 1992.
The World’s First Discovery Yacht launches in August 2019 with its inaugural season to Antarctica. Scenic Eclipse’s innovative world-class design, Polar 6 rating and expert discovery Team enables guest to experience the far reaches of the world in ultra-luxury from the Arctic to the Antarctic to the Mediterranean and the Caribbean.
2023-2024
Scenic Eclipse II is launched
1999
Scenic goes International Scenic Tours quickly becomes a leading tour operator, escorting guests to Canada and Alaska as well as across Europe, Russia, Asia, Africa and South-Central America.
With its inaugural sailing from Barcelona to Lisbon and brings about a new era of expedition cruising of unrivalled discovery. In 2024 Scenic Eclipse II will embark on her maiden Australian voyage to Newcastle, where Scenic was founded 37 years ago, with voyages in the Kimberley, South Pacific, Indonesia, New Zealand and East Antarctica.
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IMPACT REPORT
Introduction
Report Highlights
Eco-Matrix
DEVELOPED, DEPLOYED AND TRAINED STAFF
FOR CONTINUED UNDERSTANDING AND MORE ACCURATE MEASUREMENT OF WASTAGE
>2.2 million
LESS PLASTIC BOTTLES IN 2023
Fuel choice
95% LESS SULPHUR EMISSIONS
Scenic Eclipse II LAUNCHED IN 2023 FEATURES STATE-OF-THE-ART DESIGN TO MINIMISE ENVIRONMENTAL IMPACT
WHEN STACKED THIS WOULD REACH THE INTERNATIONAL SPACE STATION (APPROX:406KM)
WE USE THE LIGHTEST GRADE OF COMMERCIALLY AVAILABLE MARINE FUEL COMPARED TO OTHER OPTIONS.
Prioritise local CREATION OF SCENIC GROUP SUSTAINABLE PROCUREMENT GUIDELINES
SOURCE LOCAL INGREDIENTS FOR STRONG REGIONAL CONNECTION
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Introduction
IMPACT REPORT
Our commitment to a sustainable future The Cherish the Planet (CTP) manifesto is core to our overall mission and based on the United Nations Sustainable Development Goals (UNSDGs). We’ve crafted this report in alignment with our six Cherish the Planet pillars. One of my key takeaways from my work in implementing our ESG program is that rarely do things fall solely into one pillar or UNSDG. Initiatives and actions are symbiotic in nature, and while their focus may be channelled to a particular area they have flow on effects elsewhere. A great example of this is the case study on our clean water initiatives on page 11. This demonstrates how an initiative designed to address a particular focal point can create multiple co-benefits. It should also be noted that the achievements and future goals within this report are not an exhaustive list, but more a snap shot. In future reports we will be updating you on how we have performed and what additional goals we have set for ourselves to ensure our own accountability. We are comparatively young in our ESG journey but I am very proud of the steps we have taken and achievements we have made in a relatively short period of time. I am excited about what the future holds. We are under no illusions of the enormity of the challenges ahead of us but we are committed to being better than we were yesterday. If we can remain true to that commitment we will always be tracking in the right direction towards achieving both our internal and collective global goals.
Phil Jordan DIRECTOR OF SUSTAINABILITY
Cherish the Planet United Nations Sustainability Development Goals 17 Goals to transform the world The Sustainable Development Goals are the blueprint to achieve a better and more sustainable future for all. They address the global challenges we face, including poverty, inequality, climate change, environmental degradation, peace and justice. Our six pillars are aligned and will contribute to the United Nations Sustainable Development Goals.
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Introduction
Our Mission We are under no illusions of the sustainability challenges in front of us. Scenic’s Cherish the Planet is more than sustainability...It’s a commitment to creating positive change, to sustainability practices and rich community partnerships. We aim to leave as small a footprint as possible. Taking responsibility and protecting the people and places we visit is the only way we are prepared to do business. Our sustainability manifesto, Cherish the Planet, has six pillars which embody the United Nations Sustainable Development Goals (UNSDGs). The Cherish The Planet ethos aims to reduce our environmental impact and to ensure that collectively, we build a more sustainable way of operating and conducting business. We want to ensure that we can continue to offer our guests amazing experiences to explore all the natural beauty this planet has to offer.
IMPACT REPORT
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IMPACT REPORT
Introduction
Cherish the Planet – Six Pillars of Focus 1. Reducing Our Waste
Pillar 4
We are constantly looking at ways we can reduce the amount of waste we generate.
We are committed to respectful cultural interactions and to ensure local businesses benefit from our visits.
SA
2. Addressing CO2 Emissions
PLA N ET O
SP
Pillar 3
3. Sourcing Sustainably
We aim to source sustainably, supporting communities and minimising food storage and transportation impacts. SDG ALIGNMENT
RED UCIN G OUR W A S T E
Pillar 5
5. Grow from Within Value Diversity
Our people are at the very core of every memorable journey. We treat all crew and employees equally, regardless of identity. SDG ALIGNMENT
PR
SDG ALIGNMENT
PLE
SOURC ING SUSTAINABLY
We work with consultants to measure our carbon footprint and assist us in setting and developing emissions reduction strategies.
SDG ALIGNMENT
Y
Pillar 2
O PE
GR O W VAL FROM UE DIV W ER ITH SI T
IN
H ALT HE TY E R T U I CA SEC O V & AD ETY F
SDG ALIGNMENT
CO2
4. Growing with Communities
ER
GR CO O W M IN G M UN W IT H IT I ES
IT Y G IN S SS ION E R S ADD MIS E C0 2 CO
2
Pillar 6
6. Advocate Health, Safety & Security
We foster a supportive workplace focused on well-being, offering continuous training to embed our Cherish the Planet ethos. SDG ALIGNMENT
9
Reducing Our Waste
IMPACT REPORT
1. Reducing Our Waste
“
The waste we generate is something we treat very seriously at Scenic Group. This not only relates to our fleet of vessels but also our land tours, offices and beyond. We are always looking for ways we can reduce our waste and how we treat the waste in which we generate.
“
SDG ALIGNMENT
10 Reducing Our Waste
IMPACT REPORT
Achievements Food Waste Reduced buffets, increased live cooking stations, use of onboard herb gardens where available.
Plastic Reduction
Eco Matrix
Wastewater Treatment
Elimination of 95% of guest singleuse plastic on board all Scenic owned vessels.
This allows us to track all our key waste streams across our entire fleet.
Both black water and grey water are treated using a membrane biological reactor and microfiltration to transform it to clean effluent before discharge.
Use select ships to set a 2.5% per person per available passenger cruise night reduction target in permeate (black and grey waste water).
Continue to reduce our printed materials. Migrate to 100% digital surveys (already >80% of guests).
Update internal policies for operational efficiencies during voyaging to reduce fuel demand.
Future Goals Increase in local procurement using our sourcing sustainably guidelines to reduce both packaging waste and transport related emissions.
11 Reducing Our Waste
Case Study Providing clean water and education to guests and communities Eliminating single use water bottles
IMPACT REPORT
Changing perceptions PILLARS 6
Many of our guests arrive with a belief that sealed plastic water from a bottle is the safest option for them in the developing regions of the world. Whilst this may be true to an extent, there are important factors to be taken into consideration: 1.
Black Market water is not uncommon in developing regions. Discarded bottles are refilled from unsafe sources, relabelled, sealed and make their way back into the regular commercial market.
2.
Water storage and transport is important. We can control the temperature and conditions packaged products like water are stored at on our vessels. However, we cannot guarantee conditions and treatment prior to the arrival to the ship and what effect that may have on the end product.
PILLARS 1,2 & 3
The most obvious place to begin to reduce single use plastic was with plastic water bottles. We started by providing our cruise guests with high quality, refillable, stainless steel drinking bottles at the beginning of their journey. We then installed multiple refill stations (some fixed, some mobile) on all vessels. The water is treated through reverse osmosis, UV and carbon filtration and regularly tested to ensure the highest quality. We are also focusing on working with key partners and suppliers to provide alternatives to single use plastics.
Based on our knowledge and experience, we are confident the water we offer to our guests is the safest option.
12 Reducing Our Waste
IMPACT REPORT
Case Study Providing clean water and education to guests and communities Working with communities
PILLAR 4
As we progressed further along this journey we became better educated on how much of an issue unsafe drinking water and single use plastics are across Asia. As a result we partnered with VinaCapital Foundation on their Clean Water program which focuses on providing clean drinking water to those in need. To date we have jointly cofunded the installation of 5 water filtration units to 5 schools on the outskirts of Ho Chi Minh City. Along with the water filtration units, which provide clean drinking water to 5,591 students, 378 teachers and school staff, we provide education on the importance of clean water along with the issues of single use plastic and their effects. We firmly believe that by targeting young people in these regions we can have the greatest impact of this knowledge passing through to the older generations as well. We will continue to fund water filtration units for schools. Our goal is to provide at least one additional school with a filtration system each year.
Communication and engagement
PILLAR 6
Our ambition is to bring our guests along on this journey. Through communication with our guests prior to their trip, we will not only encourage them to bring along their own refillable bottle, but also encourage them to bring in excess bottles from home which would otherwise be unused or discarded. If they use a Scenic provided bottle we will give them the option to return it at the end of their journey to give the bottle a second life. This will allow us to: 1.
Reduce the volume of bottles we need to produce and assist us in reducing our carbon footprint.
2.
Donate returned and excess bottles to the next recipient school of the water filtration units. By providing refill bottles in conjunction with the filtration units and accompanying education we hope the clean water messaging will be better received and implemented.
3.
Engage and educate our guests in our journey and encourage more sustainable behaviours.
4.
Our future goal is to replicate this model outside of South East Asia to other areas of operations where similar issues exist.
13 Addressing CO2 Emissions
IMPACT REPORT
2. Addressing CO₂ Emissions Our window to avoid a climate disaster is closing rapidly. Globally we need to reduce our emissions by 90% by 2050 to have a chance of keeping global temperature rise within 1.5 degrees celsius of pre industrial levels.
Total carbon footprint 2019
Since we cannot manage what we do not measure, in 2022 we set out to quantify our carbon footprint. In January 2022, we started work with independent carbon consultancy, ecollective, to calculate our emissions but also our 2019 footprint so we would have a pre-pandemic baseline year upon which to base our Net Zero target.
Note: there is no data from 2020 when the pandemic caused us to close our passenger operations. We expect these numbers to change over time as we get better at calculating our footprint.
(tonnes CO2e)
2022*
2023*
103,825 110,210 153,737 As a comparison, a return flight from London to New York generates approx. 1.64 tCO2e per passenger
SDG ALIGNMENT
The above numbers are made up of scope 1, 2 and 3 emissions and the boundaries of our scope 3 emissions are clearly detailed in the appendix at the end of the document * The increase in our total carbon footprint was predominantly due to the increase in ocean operations which carries a significantly higher footprint due to fuel consumption. We also experienced certain pandemic-related supply chain challenges that caused us to make different purchasing decisions.
14 Addressing CO2 Emissions
IMPACT REPORT
Achievements Measuring our carbon footprint
Ship design
Engaging with ecollective to accurately measure our carbon footprint and identify key areas of focus.
Numerous elements of our ships are designed with emissions in front of mind to learn more see pages 19-20.
Creation of sustainable office policy.
Partnering with Klimate to invest in projects which help to address the emissions we create.
Set future targets for all ships on Scope 1 reductions.
Expansion of office polices to reduce emissions, adopt renewables, cut waste, and inspire sustainability in our workspace.
To create an emission focused staff travel policy and incentivise sustainable practice.
Offices
Strategic partnerships
Future Goals Continue to work with ecollective to improve our calculation methodology.
15 Addressing CO2 Emissions
Carbon Report Scope In undertaking this exercise, we are aware and acknowledge there is a lack of data in certain areas of our business (this was partially due to a loss of data following a cyber security breach). We want to be completely transparent about the fact that we have not included every aspect of what Scenic Group does within the total footprint. This includes things such as a guests flight to and from a Scenic Group Journey and staff travel. A detailed account of our approach to our footprint calculation and targets we have set for select vessels on emissions and key waste streams can be found in the appendix by clicking the link at the bottom of this page. Our goal is to collect more data for a more complete picture of the carbon footprint of our business. Due to 2021 being a recovery year from the pandemic, this report will focus on explaining the difference between our 2019, 2022 and 2023 footprint and what measures we will be taking going forward to reduce our carbon footprint.
2019 We started the process of measuring our emissions in 2022. At this time we wanted to measure our 2019 emissions to help set a benchmark for our emissions against a normal operating year that was not impacted by Covid. However, it is worth highlighting that our business has changed since 2019 when we had 3 fewer ocean ships compared to 2023.
IMPACT REPORT
16 Addressing CO2 Emissions
IMPACT REPORT
Carbon Intensity Scenic runs 3 different operation styles: ocean cruises, river cruises and land based tours. They each have different operational requirements and as such come with very different carbon footprints. As a result, we have reported our carbon intensity figure (amount of carbon emitted per person per night) separately for ocean, river and land in order to set appropriate carbon reduction targets and identify relevant reduction strategies for each. Certain assumptions were made to be able to make year on year comparisons. See appendix for more information.
Ocean
carbon footprint per person, per night (pppn)
2019
2022
2023
.516
.559
.505
tO2e pppn
tCO2e pppn
tCO2e pppn
River
carbon footprint per person, per night (pppn)
2019
2022
2023
.100
.089
.102
tCO2e pppn
Our ocean carbon intensity figure has fluctuated primarily due fluctuating occupancy rates in the different years. We also have added new ships to Scenic’s fleet which have different fuel efficiencies.
tCO2e pppn
tCO2e pppn
We did not have time to implement carbon reduction strategies between measurements so the changes in our river carbon intensity figure can most likely be attributed to shift in customer preferences. Our European river cruises have a lower carbon footprint than our Asian cruises. In 2022 we had fewer bookings for our Asian cruises and in 2023 we have more bookings on our Mekong cruises.
Land
carbon footprint per person, per night (pppn)
2019
2022
2023
.070
.059
.074
tCO2e pppn
tCO2e pppn
tCO2e pppn
The reduction in carbon intensity of our land based tours is due to customers travelling on trips with either less flights involved and/or less distances covered by transfers. During 2022 many Australian, New Zealand and Canadian customers used travel vouchers to travel domestically where no internal flights were included. However, in 2023 we had an increase in customers travelling on our Asian trips and Canadian trips resulting in a higher carbon intensity figure.
17 Addressing CO2 Emissions
IMPACT REPORT
Emissions
Product vs HQ emissions
Emissions by scope
62++17165A 50 62 50++4343A 41 41++5162A 45+1+54A 58+1+41A 55+1+44A 4.7
3.9
3.1
5.9
2 .3
40.7
1.1
%
Ocean Cruising
%
Land Tours
%
Headquarters
These charts show how much of our carbon footprint is related to the cruises and trips we create. Our offices, working from home, commuting, website, brochures and postal accounts for less than 5% of our emissions. Whilst there is value in addressing these emissions, we will achieve greater emissions reduction if we focus on our product. In terms of our product, fuel makes up the vast majority of our trip emissions. The other elements are meals, transfers, activities, staff / trip leaders, waste and electricity.
43.9
54.4
.1 51
1.1
River Cruising
2023
%
Scope 1
%
1
%
2022
58.2
9 16.
2019
55.1
2023
44.5
2022
40.7
49.7
62.5
2019
43.4
15 .
8
Scope 2
%
Scope 3
There has been a fairly significant shift in the proportion of scope 1 and scope 3 emissions. This is due to our scope 1 emissions increasing each year due to the additional fuel used in our ocean programme. Scope 2 and 3 emissions have remained fairly consistent and have fluctuated inline with passenger numbers.
18 Addressing CO2 Emissions
Carbon Reduction Plan Our goal is to reduce our carbon emissions on a per person per available night basis within each product mode. It’s important to be transparent and note that if the size of our fleet grows (especially in ocean) and the volume of passengers we service increases then our total footprint will inevitably get larger. This is why we have focused on reducing the emissions each passenger generates within each product mode as a tangible measure of progress along with aiming to have a more encompassing footprint measure. We are relatively young on this journey and appreciate we are on a steep learning curve. Our first goal was measurement. To that end we have made great progress but we still have a little way to go to get a complete picture. We recognise the need to work with industry experts to assist us in our journey. It is our intention to not only focus on emissions but other aspects which fall within the ESG realm and hold significance and can have very important compounding effects. With itineraries set so far in advance, our window for change in 2024 is largely already closed but we invite you to read the actions below we will be taking to help inform our target setting in the future.
What about the emissions we are unable to reduce? Scenic Group has partnered with Klimate to invest in a Blue Carbon Project with high environmental and societal co-benefits.
IMPACT REPORT
IMPACT REPORT
19 Addressing CO2 Emissions
Ships designed to reduce their environmental impact... Dynamic positioning
Hull form Advanced hull design to create fuel efficiency.
Ballast water treatment Ensures no invasive species are on board or discharged.
Advanced propulsion system
Allows the ship to maintain position without the use of an anchor thus protecting the sea floor.
Fuel Lightest grade of marine fuel reducing sulphur emissions by up to 95%.
Advanced HVAC systems
Minimises noise and vibration. Improved manoeuvrability and reduced fuel consumption.
On board generators Treated exhaust to reduce emissions. On board generators are equipped with advanced exhaust gas purification systems.
Extracts and filters external air and ensures no recirculation.
Oily water separation Oil sludge is removed onshore at approved facilities and not discharged.
IMPACT REPORT
20 Addressing CO2 Emissions
...and enhance the guest experience.
On board water Treatment and filtration of guest and staff on board water sources.
Shore power Utilise onshore electrical power sources to reduce emissions.
Advanced HVAC systems
Wastewater treatment
Extracts and filters external air and ensures no recirculation.
Wastewater is treated before being discharged.
LED lighting Use of LED fixtures throughout the vessels improving sustainability aspects.
21 Sourcing Sustainably
3. Sourcing Sustainably
At Scenic Group we are focused on exceptional quality and responsible sourcing, with a view to supporting local economies, minimising food storage and reducing environmental impacts from transportation and our operations in general.
SDG ALIGNMENT
IMPACT REPORT
22 Sourcing Sustainably
IMPACT REPORT
Achievements Guidelines Creation of the Sustainable Procurement Guidelines for both internal and external use.
Evaluation forms
Onboard produce
Menu inclusions
Creation of the supplier self evaluation forms to allow us to better communicate and work with our partners on this topic.
On select vessels we have our own micro and herb garden where we can hand pick fresh ingredients as required.
We have created our own criteria to promote the inclusions of sustainable dishes on our ships (see pages 23 and 24).
Partner with a like minded provider in the ESG space for available onboard merchandise.
Look to expand to other vessels the ability to produce herbs and other ingredients on board.
Internally certify at least one sustainable menu inclusion per cruise itinerary in Rivers and by region for Ocean.
Future Goals Internal and external training on how to maximise the benefits of our procurement guidelines, both internally and with all our global partners.
23 Sourcing Sustainably
Cherish the Planet menu inclusions 1. Ingredients How they’re grown, treated and their subsequent impact on the surrounding environment.
2. Suppliers Supporting local providers who share the same ethos in regards to sustainability in terms of how ingredients are packaged, transported and the environmental and societal co-benefits.
3. Culture The dish should be culturally relevant and link to the touring and destinations. Food should tell a story.
IMPACT REPORT
At Scenic Group, we believe that dining is about more than the ingredients on the plate. The story behind the dish can be just as important, making it relevant and memorable for our guests.
Dishes that qualify for our Cherish the Planet label would have a combination of some of these elements
24 Sourcing Sustainably
IMPACT REPORT
Case Study Scenic Spirit Sustainable Menu Inclusions NUM BANH CHOK Is a cherished breakfast offering savoured by the Khmer people for its light, refreshing taste. On the Mekong River, aboard the Scenic Spirit, we proudly feature this dish on our menu. The heart and soul of Nom Banh Chok lies in its delicately fermented rice noodles, the best of which are hand made, using techniques passed down from generation to generation. Beyond the noodles, the dish’s flavour varies by region: Phnom Penh is known for its Kroeung paste, Kampot for its dry shrimp paste, and Siem Reap for the distinct Prahok - a fermented fish paste. We source our Kroeung paste from Phnom Penh’s Psar Kandal Market. Here the vendors use fresh, locally-grown ingredients like lemongrass, galangal, and kafir lime leaf. Added to this are water lily stems from Kampong Puoy and an array of local flowers, including water hyacinth and banana blossom These components are all locally procured from the surrounding regions reflecting Cambodia’s dedication to home-grown produce. This commitment extends to every ingredient used, supporting a tradition of local farming and market sourcing that enriches our Nom Banh Chok, making it a genuine representation of Cambodian cuisine. For the perfect finishing touch, fresh herbs are picked from the vessel’s sun deck herb garden. Our staff love seeing the guests try a dish which is quintessentially Cambodian and sharing stories of their youth and what it means to them.
Kroeung paste
Nom Banh Chok noodles
Freshly made from Central Market, known as Psar Kandal Market in Phnom Penh. The local vendors there are famous for making their Kroeung paste by using only the freshest ingredients, all sourced from the surrounding countryside.
From the Old Market, known as Psar Cha, in Phnom Penh City. Our local suppliers use Cambodia’s famous and award-winning jasmine rice from the rice paddies within Battambang province.
Fresh herbs picked from the sun deck herb garden
25 Growing with Communities
4. Growing with Communities
We strive to establish positive relationships with the communities we interact with worldwide, ensuring that there is shared value for local businesses and individuals. We aim to promote meaningful interaction, learning, immersion and mutual enrichment as well as contribute to the communities’ sustainable development.
SDG ALIGNMENT
IMPACT REPORT
26 Growing with Communities
IMPACT REPORT
Achievements Clean water Installation of water filtration units for 5 Vietnamese schools and clean running water system for Chiro Village in Kampong Cham Province Cambodia.
Touring program
Helping communities
Social impact
Creation of our Cherish The Planet Sustainable Touring Inclusion program.
Building of sanitation blocks for Yandabo Village in Myingyan Township, Myanmar.
Rotated support of food, health and education supplies to various monasteries in Cambodia through close consultation with community leaders.
Aim for at least one Cherish the Planet sustainable touring inclusion for each River Cruise itinerary and per region for Ocean.
External training with key suppliers on the criteria surrounding our sustainable touring inclusion policy.
Partner with an NGO in Cambodia to allow for our Mekong vessels to be used for work placement and training for the underprivileged.
Future Goals Install at least one more water filtration unit per year along with accompanying education for a school in Vietnam.
27 Growing with Communities
IMPACT REPORT
Case Study The Alms, Cambodia Whilst cruising through Cambodia our guests visit a monastery to receive a blessing from a monk and partake in the Buddhist custom of alms giving which is a practice of offering. To spread the benefit, we work with multiple monasteries on the upstream and downstream legs of the cruise rotating our visits between different pagodas. Prior to the visits we contact the head monk to find out their specific needs which vary from food and drinks to pens and books, sanitation products or even materials for repairs. This ensures we support their needs and allows for our guests to be a part of ‘giving back’. We complete the ritual by providing the main meal for the day for the resident monks/nuns.
Growing with communities
28 Grow from Within / Value Diversity
5. Grow from Within / Value Diversity As an organisation with a global presence, Scenic Group recognises the importance and value of diversity in the workplace. We maintain an inclusive work environment that values different perspectives and promotes equality. Through our succession plan we aim to ensure diversity amongst our onboard crew.
SDG ALIGNMENT
IMPACT REPORT
29 Grow from Within / Value Diversity
IMPACT REPORT
Achievements Policy Creation and adoption of revised Diversity and Inclusion Policy.
Diversity Over 50 different nationalities employed around the globe.
Goals Promote from within Aim to have over 50% of all onboard supervisory/ managerial positions employed from our existing staff pool.
Training & awareness Create a worldwide Scenic Academy training course focusing specifically on diversity and inclusion in the work place.
10+19 17+34 21+41 22+7 60+38 10038+
Gender Breakdown
Male
1239
Female
Offices
Ships
420
237
120
2019
209
746
506
474
468
282
259
88
2022
2023
2019
2022
2023
30 Grow from Within / Value Diversity
Senior Leaders
IMPACT REPORT
Scenic Group champions diversity and inclusion, with a strong commitment to gender representation in leadership positions. Our strategic succession planning is aligned with our recently launched Diversity & Inclusion Policy. Below are some profiles of women in leadership positions at Scenic Group.
Kim Scoular
Elisabeth Sadler
Global Operations Manager
Katherine O’Neill
VP Product River Cruise
Director, Scenic Global Marketing Strategy & Branded Content
Role & Responsibilities
Role & Responsibilities
Role & Responsibilities
Once our Journey Designers have created amazing itineraries, operations will work with our suppliers and partners globally to secure the experiences for our guests. We manage system build and support before we finalise and confirm all guest arrangements for our delivery teams to deliver the wonder to our guests.
My role encompasses the collaborative leadership of the product management team across Scenic Luxury Cruises and Emerald Cruises for River Cruising. We are looking into the planning, development and delivery of itineraries, shore excursion programs and pre-/post cruise content for River Cruises.
My role within Scenic is instrumental in shaping the marketing strategy, defining our brand, and driving integrated marketing initiatives for our portfolio of ultra-luxury ocean and river cruises and land journeys.
“
The passion our team members have for our Scenic Voyages & Tours, and the commitment they show to always improving our guest experience, these are the people I work with every day and why I love what I do!
“
It is the team of people that are sharing same values and passion that makes working with Scenic so different.
“
I love our shared passion for continuous innovation, getting inspiration for the destinations we visit across all corners of the globe and the ultra-luxury experiences we deliver for our guests.
31 Grow from Within / Value Diversity
Senior Leaders
IMPACT REPORT
This approach underscores our dedication to fostering a leadership team that reflects the rich diversity of our global community, ensuring an equitable and vibrant workplace culture.
Azzurra Guarino
Emma Davie
Lisa McCaskill
Head of Operations Europe
Director, Trade Sales & Commercial Partnerships
Vice President Sales & Marketing, Scenic Group, Canada
Role & Responsibilities
Role & Responsibilities
Role & Responsibilities
My responsibilities include planning, organizing and supervising the delivery of service of our tour/ cruise operations, ensuring smooth logistics, guest satisfaction, and safety. I manage teams and collaborate with vendors to create exceptional river cruise experiences while maintaining high-quality service standards.
Currently, as the Canadian head of market for Scenic Group for the past 12 years, I’ve excelled in driving performance results. My success hinges on building solid partner relationships, maximizing revenues, enhancing profitability, and ensuring our team and top accounts are consistently achieving their quotas.
My role is to manage the trade partner commercial and marketing agreements in Australia & New Zealand for all consortia partners. Trade and Consumer event management and trade marketing support for Australia and New Zealand.
“
I cherish the way my personal growth parallels the company’s evolution, and the thrill of encountering fresh challenges daily.
“
It is the team of people that are sharing same values and passion that makes working with Scenic so different.
“
I get to work with such a dynamic company and resilient and fun industry. We pride ourselves at Scenic in trying to deliver and exceed peoples travel dreams. I enjoy nothing more than the feedback from trade partners and their clients on their experiences
32 Advocate Health, Safety & Security
IMPACT REPORT
6. Advocate Health, Safety & Security At Scenic Group the well-being of our staff and guests is a priority. We focus on fostering a healthy, safe, and secure workplace for our employees and a safe and secure experience for our guests.
330
ACTIVE COURSES WITHIN THE PAST FINANCIAL YEAR
SDG ALIGNMENT
67,000
TRAINING HOURS IN THE PAST FINANCIAL YEAR
3270+
CURRENT ACTIVE USERS THAT HAVE COMPLETED AT LEAST 1 COURSE
33 Advocate Health, Safety & Security
IMPACT REPORT
Achievements In-house training platform Scenic Academy covering a vast range of topics include health and safety.
Support services
Safety standards
Carbon literacy training
Access to free and confidential counselling services. Discount gym/ health club membership.*
Comprehensive and robust safety management system that addresses both our onboard and office-based operations.
Working with ecollective we have created a specific Carbon Literacy Training course.
Creation of more social groups to promote physical and mental wellbeing.
Enhanced onboard and in-office ambassador roles to help amplify staff voices.
Have our certified Carbon Literacy Training program rolled out to at least 50 Scenic Group staff.
Future Goals At least one sustainability focused Scenic Academy course to be created.
*Australian employees only
IMPACT REPORT
34 Advocate Health, Safety & Security
Feedback We continually strive to improve our framework, guided by the latest research and user insights. For any feedback or suggestions, please contact:
phil.jordan@scenic.com.au