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The Shangri-La story began in 1971 with our first deluxe hotel in Singapore.

Inspired by the legendary land featured in James Hilton's 1933 novel, Lost Horizon, the name Shangri-La
encapsulates the serenity and service for which our hotels and resorts are renowned worldwide.

Today, Hong Kong-based Shangri-La Hotels and Resorts is Asia Pacific's leading luxury hotel group. We are also
regarded as one of the worlds finest hotel ownership and management companies.

Owning and/or managing over 90 hotels and resorts throughout Asia Pacific, North America, the Middle East, and
Europe, the Shangri-La group has a room inventory of over 38,000.

In addition, new hotels are under development in Mainland China, Cambodia, Hong Kong, India, Myanmar,
Philippines, Qatar and Sri Lanka.

Our Brands
Shangri-La Hotels
Shangri-La Hotels are five-star luxury hotels located in premier city addresses across Asia Pacific, North America, the
Middle East, and Europe.

MANAGEMENT
Passion for excellence

We recognize that an ethos of excellence cascades from the upper levels of an organization. This is why the
executive team of Shangri-La has been selected with care.

Shangri-La's leadership is composed of some of the most talented professionals in the hospitality industry. Most have
more than 20 years in the field and many have moved up the ranks in Shangri-La over the last 10 years.

Since this seasoned group represents more than a dozen nationalities with work experience around the globe, our
corporate officers bring a vast variety of international perspectives to management and operational issues. This depth
and insight are invaluable assets as the company continues its rapid worldwide expansion.

Mr. Liu, Christopher Kung Wei

Managing Director and Chief Operating Officer


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Mr. Rao, Madhu

Acting President

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Mr. Toh, Hup Hock Benjamin

Chief Financial Officer

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Mr. Cottan, Michael

Executive Vice President

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Mr. Krueger, Wolfgang

Executive Vice President

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Mr. Offe, Jean Michel


Executive Vice President - Development and Innovation

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Mr. Paw, Chuen Kee

Executive Vice President

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Mr. Twomey, Kieran

Executive Vice President

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Mr. Nessmann, Lothar

Chief Operating Officer - Hotel Jen

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Mr. Taylor, Steven

Chief Marketing Officer

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COMPANY MILESTONES
Asian hospitality through the years

1940s
1949

Parent company, the Kuok Group, is established


1970s
1971

Shangri-La Hotel, Singapore, opens under the management of Western International Hotels

1979

Kuok Hotels is formed to manage three properties: -Shangri-La's Rasa Sayang Resort and Spa, Penang -Golden
Sands Resort, Penang, Malaysia -The Fijian, Yanuca Island, Fiji

1980s
1982

Shangri-La International Hotel Management Ltd. is founded

1984

Shangri-La International Hotel Management Ltd. assumes management of Shangri-La Hotel, Singapore

1984

First hotel in China opens in Hangzhou

1986

Shangri-La Hotel, Bangkok, opens, the first Shangri-La hotel in Thailand

1989

First Traders hotel opens in Beijing

1990s
1991

Shangri-La International Hotel Management Ltd. assumes management of all owned properties

1992
Shangri-La enters the Philippines with Edsa Shangri-La, Manila

1993

Shangri-La Asia Limited goes public

1994

Shangri-La enters Indonesia with Shangri-La Hotel, Jakarta

1997

Golden Circle guest loyalty programme is introduced

1997

Shangri-La Asia Limited (the property and hotel management company listed on the Hong Kong Stock Exchange)
buys Shangri-La International Hotel Management Ltd.

2000s
2003

Shangri-La enters Australia with Shangri-La Hotel, Sydney

2003

Shangri-La enters the Middle Eastern market with Shangri-La Hotel, Dubai

2004

Shangri-La Academy opens near Beijing

2005

First CHI, The Spa, opens in Bangkok, Thailand

2005

Shangri-La enters India with Shangri-La's Eros Hotel, New Delhi

2009

Shangri-La enters North America with Shangri-La Hotel, Vancouver

2009

Shangri-La Hotel, Tokyo, opens the first Shangri-La hotel in Japan


2010s
2010

Shangri-La launches new global brand campaign It's In Our Nature

2010

Golden Circle Loyalty Programme introduces Golden Circle Awards

2010

Shangri-La enters the European market with Shangri-La Hotel, Paris

2011

Introduction of Kerry Hotels brand with the opening of Kerry Hotel Pudong, Shanghai

Luxury need not cost the earth

Shangri-La Hotels and Resorts have unified all initiatives within five key areas of CSR namely, Environment, Health &
Safety, Employees, Supply Chain, and Stakeholder Relations under the umbrella brand of Sustainability.

This campaign strives to properly educate its stakeholders, inspire and engage its employees, enjoin its business
partners and align with the local community initiatives so that CSR can be used as a more significant tool towards
development.

The group has released its fourth Communication on Progress document, which details its achievements towards
meeting the principles of the United Nations Global Compact.

Shangri-La Asia Limited has also released it's 2012 Sustainability Report its second report covering Shangri-Las
financial years 2011-2012. The report is based on the Global Reporting Initiative Version 3 Guidelines (GRI G3.1) and
has been checked by GRI to achieve a Level B.

Shangri-Las Care For People Project

Embrace, Shangri-La's Care for People Project, was launched in September 2009. The project committed each hotel
to a 10 to 15-year partnership with a chosen beneficiary working on children's health or education programmes.
Whether it is a school, health center or orphanage, the entity must require resources that the hotel can very ably
deliver on. These include infrastructure support, fundraising, life skills training and even hotel apprenticeships.

Yearly goals and targets are defined for a period of 10-15 years, seeing children through until they would have
finished their higher education and are capable of caring for themselves and finding employment based on their own
merits. Whenever possible, hotels are encouraged to look at performing hotel skills training with the goal of offering
students a sustainable career, whether in or outside the hotel.

Our performance as of 2015:

Our colleagues devoted a record-breaking 135,000 volunteer hours in 2015, demonstrating a genuine care
for the communities in which we operate
92 identified "Embrace" beneficiaries in each city working on health and education programmes
156 successful traineeships/work positions have been offered to Embrace beneficiary recipients via the
EMBRACE++ programme

Shangri-Las care for nature project

SANCTUARY, Shangri-La's Care for Nature project was launched in 2010 with the aim of making a concerted effort
towards biodiversity conservation and habitat protection. Hotels work on individualised projects which are developed,
tracked and monitored after a biodiversity assessment takes place. To date, there are a total of 19 Sanctuary projects
in place engaging stakeholders worldwide. In 2012, Sanctuary, Shangri-Las Care for Nature Projects were launched
in city hotels in China in order to encourage the protection of local habitats and even wetlands.

One with Nature

Shangri-La Hotels and Resorts bring you luxury that you deserve, without compromising our natural resources. We
are committed to serving as good stewards of the environment. We ensure that every property respects local
traditions and culture, restores natural habitats, conserves biodiversity and manages waste, water and energy.

Shangri-La mitigates impacts on the environment by ensuring that our day-to-day operations promote and implement
responsible environmental practices and continual improvement.

The Group participates in the Carbon Disclosure Project with yearly submissions since 2011 to demonstrate the
importance given by senior management to the risks and opportunities that climate change presents to the
organisation. Many of its hotels are certified under ISO 14001 Environmental Management Systems. Hotels also
have the capacity to address local resource management issues through innovative solutions such as glass water
bottling, rainwater harvesting, use of solar energy and the incorporation of composting and herb gardens to manage
food waste.
Putting people first

Caring for our family means providing a safe and healthy environment at all times. Shangri-La ensures that only the
highest standards of health and safety are maintained for the benefit of all our stakeholders.

This includes overall food safety systems, hygiene and sanitation standards. In addition, various security and safety
initiatives are customised and implemented by each hotel based on timely assessments of the local situations.

Fire Life Safety (FLS) remains a top priority at Shangri-La and is driven by management through regular audits.
Inspections ensure performance and practices are adhered with a zero tolerance rule on non-compliance.

Shangri-La Hotels and Resorts have also commenced certification under the Occupational Health & Safety
Management Systems (OHSA: 18001). This gives paramount importance to working conditions and environments for
all hotel employees.

Our performance as of 2015:

46 hotels are OHSA 18001 certified


82% Fire Life Safety pass rate
84% average score for Shangri-La Food Safety Management System (based on HACCAP)

Our Family

Hospitality from the heart is best exemplified with our every smile and gesture. Our colleagues are our partners in
delivering the highest standards of service and comfort. We cultivate an environment that provides abundant
guidance, enabling our employees to become better individuals and helping them achieve their personal and
professional goals.

As a family, Shangri-La is an equal opportunity employer that embraces diversity in the workplace. We do not engage
in or tolerate unlawful workplace conduct, discrimination, or harassment. Fair labour practices are applied across all
departments, exceeding local standards and regulations in line with our commitment as signatories to the UN Global
Compact.

Shangri-La strongly encourages local community employment to contribute to the overall residents' quality of life. We
aim to provide people with disabilities (PWD) opportunities for upward mobility in every local community in which we
operate. A target for all hotels to employ PWDs amounting to 2% of permanent headcount was set in 2012.

Towards sustainable sourcing

Shangri-La is committed to working with business partners who share the values of corporate citizenship, respect for
the environment, human rights and social justice.
Whenever possible, Shangri-La prefers local community-based suppliers and eco-friendly products so as to promote
growth and development in the communities in which it operates.

In January 2012, Shangri-La announced its 'Sustainable Seafood Policy' including the commitment to cease serving
shark fin at all of its operated restaurants as well as accepting new orders for shark fin products in banqueting with
immediate effect. The new policy is a continuation of Shangri-La's journey towards environmental support.

During the same year, Shangri-La revised its supplier code of conduct to incorporate new criteria that aligns closely
with Shangri-Las core values and our commitment to the 10 principles of the UN Global Compact

Strength in Partnerships and Communication

Shangri-La is committed to meaningful communication and relevant actions with all


its stakeholders. The group aims to always engage them in a clear, honest and
respectful way.

In 2012 Shangri-La embarked on its first stakeholder engagement process to collect


feedback on issues relating to our CSR and sustainability performance,
communications and long-term plans. Through a mix of qualitative (i.e. interviews)
and quantitative (i.e. surveys) methods, six survey groups - including Shangri-La
colleagues and senior management, corporate clients, NGOs, investors and key
suppliers - were engaged with the aim of creating shared value and ownership of
CSR into our operations.

To further enhance communications regarding Shangri-Las sustainability


commitments with internal and external stakeholders, the group launched Shangri-
La Sustainability, a blog devoted to the groups responsible business initiatives and
the CSR activities of individual hotels and colleagues. With its weekly posts, the blog
creates awareness on Shangri-Las sustainability efforts among readers from 40
countries.

SUPPLIER CODE OF CONDUCT


What the code says:

The Shangri-La Supplier Code of Conduct (the Code) requires suppliers to provide safe and healthy working
conditions, use fair hiring practices, treat their workers and employees with dignity and respect, and adhere to
environmentally responsible practices in manufacturing. To that end, the Code incorporates international best
practices in the areas of Labour and Human Rights, Health and Safety, Environmental Impact, Ethics and
Management Commitment.

1. Compliance with Laws

In doing business with Shangri-La, all our suppliers and their designated manufacturing facilities must comply fully
with all applicable national, state or local laws and regulations including, but not limited to, those relating to labour
and employment, immigration, health and safety, intellectual property, corruption and the environment.

2. Labour Standards

Our suppliers should be able to demonstrate employment that is purely voluntary.

Shangri-La adopts a zero tolerance policy on indentured labour, trafficking, slavery or child labour.

3. Labour Hours

Suppliers must provide its workers and employees with reasonable working hours and proper rest days as may be
required by law.

4. Hiring and Employment Practices

Suppliers must implement hiring practices that accurately verify workers age and legal right to work in the country
prior to employment. All terms and conditions of employment including, but not limited to, hiring, pay, training,
promotion, termination, and retirement must be based on an individuals ability and willingness to do the job.

5. Compensation

Suppliers must compensate all their workers and employees fairly with wages, overtime premiums, and benefits that
meet or exceed standards required by law. Suppliers are encouraged to provide wages that meet or exceed local
industry standards.

6. Freedom of Association

Workers and employees must be allowed the right to join associations and trade unions if required by law.

7. Health, Hygiene and Safety

Suppliers must provide its workers and employees with a safe and healthy work place that (i) has in place adequate
fire and life safety measures, systems, and equipment; (ii) is free of harmful pollution, toxic material and waste; (iii)
has in place measures to prevent accidents and injury at work; and (iv) has adequate emergency preparedness and
responses as may be required by law.

Suppliers must take proactive measures to prevent workplace hazards and accidents.

Suppliers who provide residential and dining facilities for their workers must provide safe, hygienic, healthy and
proper sanitary facilities.
8. Environment

Suppliers must be compliant with local environmental laws and practices including but not limited to those pertaining
to waste disposal (proper handling of toxic and hazardous waste, segregation where regulated, etc), air emissions,
pollution, discharges, etc. Our suppliers must submit evidence of compliance with the local laws and regulations or
best practices (eg ISO 14001 certification or local counterpart).

9. Intellectual Property

Suppliers shall not engage in any activities which infringe the intellectual property rights of Shangri-La. The use of
any Shangri-La intellectual property including trademarks and/or any copyright materials is strictly prohibited unless
written consent/ authorization has been obtained from Shangri-La.

10. Gift & Entertainment

In the course of conducting our business, the Company recognizes that there will be occasions when it is appropriate,
out of courtesy and relationship building, to give or receive small gifts of nominal value or provide and receive modest
business entertainment to or from our business associates.

However, the Company is committed to conducting all business without undue influence. The Code requires us to
exercise good judgment and practice moderation in giving and receiving business gifts and entertainment.

We will respectfully decline entertainment, gifts or other benefits (which are lavish, excessive or expensive) that could
in any way be construed as, or give the appearance of, attempting to influence business decisions in favour of any
person or organization with whom the Group may have business dealings.

11. Conflict of interest

Suppliers must not enter into transactions with Shangri-la employees that create a conflict of interest.

12. Anti-Corruption

Shangri-La is committed to abiding by all laws and regulations or if necessary exceeding them to prevent bribery and
corruption wherever we do business.

Suppliers are prohibited from offering, paying, soliciting or receiving (whether directly or otherwise) any form of bribe
as an inducement or reward for any business transaction with or involving Shangri-La. The term bribe broadly
includes any illicit advantage such as (but is not limited to) cash, cash equivalents, property, loans, commissions,
services, benefits in kind or other advantages.

13. Ethics

Suppliers should treat their workers with dignity and respect and are prohibited from using corporal punishment,
threats of violence or other forms of physical, sexual, psychological or verbal harassment or abuse on its workers and
employees.

Suppliers will adopt non-discriminatory employment practices in areas such as wages, salary, benefits, advancement,
discipline, termination or retirement.
14. Financial Integrity

Suppliers must keep accurate records of all matters related to their business with Shangri-la in accordance with
standard accounting practices such as Generally Accepted Accounting Principles (GAAP) or International Financial
Reporting Standards (IFRS).

15. Communication, documentation and inspection

Suppliers are responsible for communicating the requirement of the Code to their employees. The Code should be
made freely available to employees in their local language and in a readily accessible place.

Suppliers must maintain records of all relevant documentation necessary to demonstrate compliance with the Code
and related laws and regulations, and where requested should agree to make these documents available for us or
our designated auditor as evidence of compliance. Where appropriate, suppliers may be asked to permit inspections
to have complete access to their workplaces, sites and facilities for verification purposes in line with the Code.

16. Community

Suppliers must respect the human rights of the communities in which they operate. Suppliers must strive to improve
the communities in which they operate.

17. Reporting Violations

Violations of Shangri-La standard can be reported confidentially in a local language. If you have knowledge that any
of these standards are being violated, you are encouraged to report the issue. Contact methods are listed below:

Kevin Liu,
Acting Head of Group Procurement
Shangri-La International Hotel Management Ltd.
28/F Kerry Centre, 683 King's Road, Quarry Bay,
Hong Kong
Telephone: (852) 2599 3000
Leave your comment

You may also refer to our whistle blower policy on the Shangri-La website.

Shangri-La Asia Limited Issues Second


Sustainability Report
2 May 2013

Shangri-La Asia Ltd.s 2012 Sustainability Report shows the company is making headway across its corporate social
responsibility (CSR) focus areas. Achieving sustainable operations is a major goal for Shangri-La International Hotel
Management Ltd., which manages 78 hotels and will open 36 more over the next three years, including 23 hotels in
mainland China.
With ongoing expansion in China and elsewhere, it can be challenging to balance CSR and commercial
responsibilities, said Shangri-La International Hotel Management Ltd. President and CEO Greg Dogan, who also
chairs the companys CSR Committee. Our China hotels have collectively shown its possible to drive social
development and environmental efficiency while maintaining commercial viability.

Issued last week, the 2012 Sustainability Report outlines achievements in the fiscal years 2011 and 2012 and future
steps in the companys CSR Focus Areas of environment, supply chain, stakeholder relations, employees and health
and safety. Its been five years since the Hong Kong-based hotel company launched Sustainability, Shangri-Las
social responsibility campaign. Shangri-La aligned its hotels to common CSR goals in 2009 and issued its first
sustainability report in 2010 with the commitment to issue one every two years in pursuit of transparency.

Well ahead of 2015 targets, environmental and conservation achievements in 2012 include a 20 percent reduction in
potable water consumption per guest night and 13 percent reduction in energy consumption per guest night across
the group compared with 2010 levels. Even with an increase in total number of hotels, Shangri-La reduced CO2
emissions by 16 percent per guest night over the two-year period. A number of Shangri-La hotels also achieved
international certifications and a wider adoption of occupational health and safety protocols, moving closer to the
group goal of a fully Integrated Management System.

Ownership of CSR and sustainability lies with each individual hotel and progress is tracked via a CSR scorecard. In
2012, the average overall CSR score for a mainland China hotel was 71.2 percent compared with the average score
of 63.5 percent for the 40 hotels located outside of mainland China covered in the report*.

The 2012 report shows Shangri-Las mainland China hotels performed evenly and consistently across the groups
five CSR focus areas. In addition, they nearly achieved the group target of two percent employment of people with
disabilities (employing 1.98 percent), and 98 percent of Shangri-Las China hotel colleagues completed Shangri-Las
new CSR training module, which was rolled out to 38,000 colleagues group-wide by 413 newly certified CSR
ambassadors.

SANCTUARY, Shangri-Las Care for Nature Project, was expanded from international resorts to urban hotels in
mainland China with water conservation projects in Shenyang, Qingdao and Beijing; a Nature Reserve project in
Xian, and a Care for Panda Project in Chengdu. All Shangri-La hotels are implementing strategic 10- to 15-year local
community programmes in Education and Health through EMBRACE, Shangri-Las Care for People Project. Shangri-
Las hotel colleagues rendered 60,000 volunteer hours in 2012 in support of these and other CSR projects.

Major CSR initiatives put in place last year included Shangri-Las Sustainable Seafood Policy, which was issued in
January 2012 with the commitment to immediately cease serving shark fin in all of its operated restaurants. The
company also instituted a Responsible Procurement Programme and introduced the Shangri-La Supplier Code of
Conduct incorporating criteria that align with Shangri-Las Core Values and the ten principles of the United Nations
Global Compact, which Shangri-La has been reporting progress on since 2012.

We are proud of our people who continue to reflect from the heart commitment to CSR, and appreciate the support
of our suppliers and other stakeholders, said Dogan. We know we have a long journey ahead, and there is much
work to be done. But we are in this for the long-term.

The 2012 Sustainability Report highlights the results of the first stakeholder engagement survey conducted by a third-
party service provider. The primary focus was on internal stakeholders, and this was supplemented by input from a
sample of key external stakeholders. Findings support the groups continued focus on improving energy and water
efficiency and conservation; enhancing measurement of CSR programmes effectiveness, especially on local
communities, and encouraging consistent uptake of CSR behavior across hotels. These will form part of Shangri-Las
latest CSR strategy.

To read the full report online, visit www.shangri-la.com/sustainabilityreport.

*The 2012 Sustainability Report (self-declared Level B report based on thewww.globalreporting.org GRI Version 3.1
Guidelines) covers the activities of a marina club and 72 of the 78 hotels operated by Shangri-La in Asia Pacific,
Europe, North America and the Middle East. Of the 72 hotels covered in the report, 32 are in mainland China. Outside
the scope of the report are new developments, properties open less than one calendar year, and Shangri-Las
business in property rentals, which are not directly managed by Shangri-La International Hotel Management Ltd.

Hong Kong-based Shangri-La Hotels and Resorts, one of the worlds premier hotel companies, currently owns
and/or manages 98 hotels under the Shangri-La brand with a room inventory of over 40,000. Over four decades the
group has established its brand hallmark of hospitality from the heart. The group has a substantial development
pipeline with upcoming projects in mainland China, Cambodia, Hong Kong, India,Myanmar, Philippines, Saudi Arabia
and Sri Lanka. For more information and reservations, please contact a travel professional or access the website
atwww.shangri-la.com.

Mass food poisoning


at Edsa Shangri-La
By: M.D., Rafael Castillo / @inquirerdotnet
Philippine Daily Inquirer / 11:13 PM June 17, 2011

A FEW weeks ago, heart specialists from all over the country
gathered at the Edsa Shangri-La Hotel for its annual convention to
discuss common heart problems. Quite out of the scientific program
on the last day, discussions turned to dealing with food poisoning as
around 30 of the doctors, including my wife and I had repeated bouts
of watery diarrhea the day before.

I was seeing patients in the clinic after attending the sessions at the
hoteleating lunch and snacks there earlier during the day, and
lunch and dinner the previous daywhen I started having nausea
and stomach cramps. I had to excuse myself in the middle of
examining a patient to rush to the toilet. This happened a few more
times.

My wife and I skipped dinner that evening and went straight to bed.
My wifes bum stomach was not as bad as mine; she usually has a
stronger resistance to diseases than me. I was feeling chilly and
drained. Several other episodes of watery diarrhea followed during
the night. It was good though I wasnt vomiting so I could replace by
drinking oral rehydrating solution the fluids I lost through the
diarrhea. The bananas I ate also helped preserve my likely dwindling
level of electrolytes.
ADVERTISEMENT

Simple solution

There are convenient effervescent tablets one can just dissolve in


plain water, and take the solution after every watery bowel
movement. But if one doesnt have these tablets at home, a simple
salt-sugar solution can be easily prepared. Just mix one level
teaspoon (5 ml) of salt with eight level teaspoons of sugar in a liter of
drinking water. For the potassium lost in the diarrhea, bananas would
make a good replacement source. Although the salt is very important
in the solution, using too much of it can also be harmful and has even
been reported to cause convulsions in extreme cases.

Another important thing to remember about food poisoning is that


the diarrhea is actually the bodys compensatory efforts to get rid of
the toxins that poisoned ones gut. So taking anti-diarrheal agents to
plug the ooze, as suggested by over-the-counter anti-LBM (loose
bowel movement) drugs, is not really medically sound. We should
allow the body to eliminate the infected food source, and just replace
the fluids and electrolytes we lose in the process. Taking anti-
diarrheal agents is only recommended for noninfectious causes of
diarrhea.
Going back to our food poisoning, some of our doctor colleagues had
worse cases than I had, and had to be brought to the hospital. These
included Doctors James Ho, Nikki Jara, Jean Capistrano, and an
Indonesian doctor undergoing medical training at UP-PGH. Dr. Nikki
even lost consciousness probably due to low blood pressure
secondary to dehydration. She related to me what happened to her.

I awoke at 3 a.m. when I felt like defecating (moving bowels) again.


While washing my hands in the toilet, I felt my vision go black. I stood
a while to think that it would go back. I groped around the sink to turn
off the faucet but since I could not see, I accidentally pushed a mug,
making it clatter on the sink and breaking it. My mother asked me if I
were ok, and I told her, Mommy, wala akong makita.

She was rushed to the Capitol Medical Center, hydrated with


intravenous fluids, and was discharged due to improved condition
after two days.

Responsibility

Despite best efforts at being careful with what we eat, even doctors
have bouts of food poisoning every now and then. But we found it
quite hard to believe that it could happen while eating in a 5-star
hotel. I talked to Lesley Tan, the hotels communications director, and
she said that after the incident, they sent all suspected foods and
water they had served the doctors to Intertech, a laboratory which
does testing for microbes present in food items, and all tests came
back negative for any pathogen or bacteria.

She reiterated their hotels stringent food safety policies, and raised
the possibility that the food poisoning could have come from the
snacksprepared by third partieswhich were served in the
hospitality suites by some pharmaceutical companies. This is a
possibility except that some of those who were downed with vomiting
and diarrhea never ate any of these snacks and attributed the
poisoning to the foods eaten in the hotel.

The hotel staff may have taken it upon themselves to investigate the
source of the poisoning, but since it involved a relatively big number
of people which may be considered an outbreak already, they should
have reported the incident to the Department of Health, which is
generally informed and involved in the investigation of any
unresolved disease outbreaks.

For some of the doctors who were downed by the food poisoning, it is
a public health issue that has to be looked into by our health
authorities. Even if the hotel is not legally mandated to do so, they
should be morally mandated, as a good corporate citizen, to make
that report. Since they have not done so more than two weeks after
the incident, I e-mailed Health Secretary Enrique Ona earlier this
week to report the mass food poisoning and leave it to his
department whatever needs to be done to make sure that such
unfortunate incident does not happen again.

Mistakes happen even with the best people employed to prevent


them, and loopholes occur even in the best of systems so the
occurrence of incidents like thisthough not acceptableis still
understandable even in supposedly clean hotels. Its quite
discomforting though that the source of the problem has not been
identified, yet there was no effort to report it to the proper health
authorities. As it is now, the pathogen that caused the mass food
poisoning is still at large and since it has not been identified, it can
wreak a more serious mess than it already did during our convention
at the Edsa Shangri-La Hotel.

LAST years session of the annual Shangri-La Dialogue, a shindig in Singapore for
Asia-Pacific defence chiefs, was better for journalists than for diplomats. A vitriolic
public row over Chinas behaviour in the East and South China Seas made for good
headlines. But it did little to advance peaceful compromise. So at this years
dialogue, which took place from May 29th to 31st, both America, in the person of
the secretary of defence, Ash Carter, and China were at pains to keep their tempers,
and to couch their disagreements in as positive a way as possible. Alarmingly,
however, those disagreements seem even more profound and irreconcilable than a
year ago.

The particular bone of contention is an extraordinary building boom in the South


China Sea, where China, Brunei, Malaysia, the Philippines, Taiwan and Vietnam have
overlapping and competing territorial claims. All claimants apart from Brunei have
built on one or more of the tiny rocks and islands over which they claim sovereignty.
China, however, has taken this to unprecedented lengths.

The risks of a confrontation in the South China Sea are growing

In his speech at the dialogue, Mr Carter reported that China has filled in over 2,000
acres (810 hectares), "more than all other claimants combined...and more than in
the entire history of the region." The construction wave has occurred in remarkably
short time, over the past 18 months. In addition to new buildings, China has added
harbours and airstrips, increasing their utility as military outposts. Mr Carter said it
was unclear how much farther China would go. "That is why this stretch of water
has become the source of tension in the region and front-page news around the
world."

Just before the dialogue, American officials reported that satellite pictures showed
that China introduced two mobile-artillery batteries to the man-made islands. Mr
Carter expressed concern about the "militarisation" of the sea. China's delegates
countered that the building work was for the international common good: to
contribute to maritime search and rescue; disaster prevention and mitigation;
meteorological observation; ecological conservation; navigation safety and fishery
services.

America says it takes no position on the sovereignty disputes. But it is concerned


about the "freedom of navigation"; a huge chunk of global trade traverses the sea.
Responding to what American officials took as evidence that freedom of navigation
and overflight was under threat, an American surveillance plane in late May flew
close to the expanding islands, with a television-news crew on board. The Chinese
navy sent the plane a message, warning it to go away as it had entered a military-
alert zone. American forces often sail and fly through areas of tension, to prove
that they have the freedom to do so. They are now stepping up these activities in
the South China Sea, infuriating China.

So a potentially alarming confrontation looms. Mr Carter demanded that China and


the other claimants implement an immediate and lasting halt to land-reclamation
projects. China shows no sign of doing this. And America is under pressure to go
further in testing the freedom of navigation. Also at the dialogue was a delegation
of senators, led by John McCain, an Arizonan and chair of the senates Armed Forces
Committee. At a press conference, Mr McCain dismissed Chinese territorial claims to
the sea around the man-made islands and encouraged American forces to continue
their activities.

The issue is a complicated one. Chinas claims are unclear. Its maps show a nine-
dash line encompassing most of the sea, and giving it ownership over all the land
features within it (and perhaps the surrounding waters, as well; China has never
clarified that particular point).

Under the international law of the sea, countries can claim territorial sea out to 12
nautical miles (22km) and a further 200km of exclusive economic zone (EEZ) off
the coast of their mainland and habitable islands. Uninhabitable rocks get the
territorial waters, but no EEZ; rocks that are submerged at high tide have no waters
at all. The status of the places where China is building has not been determined. It
is clear they are not "islands". But some may be rocks with territorial waters and
some "low-tide elevations" with none. Only "natural" features count: a low-tide
elevation cannot become a rock, nor a rock an island, merely by building on it.

America has sailed clear of the 12-mile zonesnot, it says, because it accepts
Chinese sovereignty over the land feature, or that China is entitled to territorial
waters. It merely, as one American naval officer put it, recognises that we are
pretty sure its not ours, and that it might once have included a "rock" with
territorial waters. Despite this care, dangers are growing. America may eventually
probe Chinas tolerance by intruding into claimed territorial waters and airspace. An
accidental collision there could have serious and unpredictable consequences. And
while America's involvement is now welcomed by China's neighbours, any
dangerous escalation that is seen as being America's fault will shake its support in
the region. That would be just fine, as far as China is concerned.
Wow factor, grand entrance and high level security.

Reviewed 3 days agoNEW


Wow factor, grand entrance and high level security...visually an amazing
hotel, sweeping staircases and magnificent floor furnishings everywhere.
Not a new hotel, yet maintained to highest standard. Ideal Makati City
location for business traveller, especially if you can get local USD$ rate!

Wow factor, grand entrance and high level security.

Reviewed 3 days agoNEW


Wow factor, grand entrance and high level security...visually an amazing
hotel, sweeping staircases and magnificent floor furnishings everywhere.
Not a new hotel, yet maintained to highest standard. Ideal Makati City
location for business traveller, especially if you can get local USD$ rate!

Old but Classic

Reviewed 1 week agoNEW


Room looks old but very clean and looking so classic. Love the mini bar.
Their lounge has really nice ambiance. Ordered the mojito while just chilling
and listening to the live jazz music. It's also very accessible to the shopping
malls. They have high speed wifi too.

First class all the way!

Reviewed 1 week ago NEW via mobile


Shagri-la Makati has kept up with its standards. First class! Absolutely the
best hotel around Makati. Well maintained clean rooms, staff were friendly,
food is great! Through the years it hasn't changed. Accessible to malls,
walking distance to everything. Perfect location for every traveler.

Great place
Reviewed 1 week ago via mobile
This very nice hotel. I feel very secure here. The hotel checks everyone
through secure checkpoint. Live music in the lobby. Also great food in the
hotel too. The hotel is in walking distance to everything.

Great location

Reviewed 1 week ago


All the Shangri-La hotels are awesome and this one is no exception!
Awesome live music at the bar and great atmosphere. Staff is exceptional!
They are so friendly and helpful. You'll feel like a diplomat.

Commitment to making a difference

We envision a community of responsible and educated citizens who are environmentally conscious, practice social
responsibility in their daily lives and inspire others to do the same.

We commit to operating in an economically, socially and environmentally responsible manner whilst balancing the
interests of diverse stakeholders.

We strive to be a leader in corporate citizenship and sustainable development, caring for our employees and
customers, seeking to enrich the quality of life for the communities in which we operate, and serve as good stewards
of society and the environment.

Our Approach

The diagram explains our overall approach to ensuring that we deliver on our CSR Commitments. Driven by our core
values, the areas of CSR that we work within are Our People, Our Business, Our Environment and Our Communities.

A luxurious sanctuary for the discerning


traveller

Shangri-La Hotels are five-star luxury hotels located in premier city addresses across Asia Pacific, North America, the
Middle East, and Europe.
"To treat a stranger as one of our own" characterizes the hospitality one can expect from Shangri-La. Discerning
travellers will enjoy world-class service amidst tranquil surroundings, coupled with inspirational architecture and
design. The finest dining experiences at every hotel and resort ensure that every palate is pampered.

But what makes each stay truly memorable is something even more exquisite and rare - Shangri-Las special kind of
hospitality. Hospitality from the heart.

The Shangri-La S

Our 'S' logo, which resembles uniquely Asian architectural forms, suggests majestic mountains reflected in the waters
of a tranquil lake.

Dr. John Hogan CHA CMHS CHE CHO


Phoenix, AZ United States
Phone: 602-799-5375
Visit Website | Send Email

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CONTACT

John Dr. John Hogan CHA CMHS CHE CHO


Send Email

MORE FROM JOHN HOGAN, CHA CHMS CHE CHO

Where will Hotel Owners learn what is needed for success this year? | By John J Hogan

11 February 2016

Leaving a Legacy the Impact that One Person Can Make on Others - Remembering Jack Vaughn, CHA

11 March 2015

What have Hotel Owners Learned in the Last Year? Where will we learn what we need for success this year? | By
John J Hogan

23 January 2015

30 January 2012

Share on
Todays Most Pressing Legal Issues for Hotel Owners and
Managers!
Hospitality Conversations

By Dr. John Hogan

When one reads general business and industry publications, it sometimes appears that social media has grabbed the attention of
many writers as the current trend and the topic needing additional coverage and insights. While it is very clear that social media
has become a major force, the discussion groups in many LinkedIn hospitality groups include questions and answers on many
additional topics. These include operations, hiring, training, development, customer service, technology and other areas.

"Learning never exhausts the mind"

Leonardo da Vinci

Keeping that in mind, our first 2012 Hospitality Conversations was with Dr. William Frye, CHE of Niagara University, who
has enhanced his professional knowledge by his active involvement in faculty internships with both Marriott and Hyatt Hotels.
Dr. Frye offered a diverse number of topics that he believes face hospitality business professionals today.

For our next Hospitality Conversations, I contacted another well-known professional who is a frequent guest speaker at
professional, legal and writing associations.

Karen Morris is a Judge, Lawyer, Professor and Author.http://judgekaren.com/ [i] She also someone who
"walks the talk":

Columnist at Hotel and Motel Management Magazine, "Legally Speaking" since


2007 (which followed the 20+ year "At Your Risk" series from the late Dr. Tony
Marshall)
Blogger for Cengage Publishing Company
Author of the textbook, Hotel, Restaurant and Travel Law
Professor with Monroe Community College since 1980 and was the
1st community college professor in the state university system to receive the designation of
Distinguished Professor (2006)
Published in 2011 Law Made Fun through Harry Potter's Adventures.
She has also been elected by town residents six times, serving more than 17 years as Brighton Town Justice, is the author of
numerous precedent-setting decisions, the Administrative Judge for Brighton Town Court and has Adjudicated 75,000 cases

I asked Lawyer Morris two questions:

1. What would you say have been the biggest changes in hospitality law affecting hotel owners in
the past 5 years?
2. What would you opine are the two biggest issues hotel managers face in the coming year?

Her responses were focused and to the point.

"The biggest issue hotel managers face in the coming year vis--vis the law is compliance with the myriad applicable statutes,
rules and duties owed.

A hotel faces potential legal consequences for all of the following:

negligence in the maintenance of its premises


failure to comply with the Fair Labor Standards Act (minimum pay, overtime pay, equal pay,
child labor)
discrimination against employees based on minority status
denial of services to guests perceived as illegal discrimination
contending with internet reviews, disagreements with a franchisor
overstepping bounds with unions
misapplying tip pools
eradicating bed bugs and other pests
dram shop violations
food issues
security concerns
insufficient insurance
trademark and copyright violations
securing and maintaining necessary business licenses
tax obligations
sanitation issues in spas
contract disagreements with suppliers
guests' rights to privacy
SEC mandates
Managing employees to ensure compliance with all of the above, and much more.

Missteps in any one of these areas can result in liability. Clearly hotel management is not for the faint of heart. "

Judge Morris is one of a team of professionals who, with Diana Barber of Georgia State University, that will leading asegment
at the upcoming February 8-10, 2012 HospitalityLawyer.com Conference in Houston, Texas that is always enjoyed by
participants. There will be brief summaries of the top 100+ cases that impacted the hospitality industry of the past year, with
highlights of the most interesting ones

The Hospitality Law Case reviews usually include

Food & Beverage Liability cases


Franchise disputes and resolutions
how to avoid negative publicity and liability by learning what "not to do
Fair Labor Standards Act (minimum wages, overtime pay, child labor, equal pay for equal
work),
Discrimination
tip pool issues
contract disputes
insurance matters
trademark and copyright violations
licensing requirements
spa lawsuits and more

Keys to Success | Hospitality Tip of the Week:

Focus on the Need to Keep Learning

"The need to keep learning "Anyone who stops learning is old, whether this happens at twenty or eighty. Anyone who keeps on
learning not only remains young, but becomes constantly more valuable regardless of physical capacity."

Harvey Ullman

KEYS TO SUCCESS is the inclusive title for my new 2012 workshops and keynote programs,
hospitality services, columns and a new series of online training options. 2012 year's writings will
expand to a series of topics for hotel owners, managers and professionals including:
HOSPITALITY CONVERSATIONS
Lessons from the Field
The P-A-R Principle
Hotel Common Sense and
Principles for Success
Professor Morris is the Author of Legal textbooks and, instructional software including Criminal
Law in New York (co-authored) - a treatise for lawyers , New York Cases in Business Law - College
Textbook , Hotel, Restaurant, and Travel Law - College Textbook , and is
She has taught both online and in person courses in Penal Law, Criminal Procedure,
Constitutional Law, Business Law, Legal Environment of Business and Hotel and Restaurant Law.
She has a number of professional recognitions including SUNY Chancellor's Award for
Excellence in Teaching, and MCC Excellence in Teaching Award, and served as Past President -
Faculty Senate, Past President - Northeast Academy of Legal Studies in Business and as a Former
Member - Governing Council Faculty Association.
She has served as past Faculty Advisor to a number of campus groups and in the Monroe
County Legislature.
All rights reserved by John Hogan and this column may be included in an upcoming book on
hotel management. Dr. John J Hogan, CHE, CHA, CMHS 602-799-5375 John@HoganHospitality.com
JOHN HOGAN, CHA CHMS CHE CHO
MARKET ANALYSIS

Marketing analysis for Shangri la


Hotels and Resorts
Published: 23, March 2015
A Shangri-la hotels and Resorts is founded in 1971 which is the first deluxe hotel in
Singapore by the Malaysian-Chinese tycoon Robert Kuok. The name was inspired
by British author James Hilton's novel "Lost Horizon". The meaning of Shangri-la is
ethnic youth, peace and tranquility.

Shangri-la hotels and Resorts is the first enter to a Chinese hotel market as a
foreign investor and built its headquarters in Hong-Kong.

From 1982 to 2002 the company went through aggressive expansion in Asia pacific
region specially focus on Chinese market. During expanding period Asia has a rapid
economic growth and a high demand of the luxury hotel for business travelers and
international tourists' needs in Asian. Therefore, the company was growing rapidly
and save more funds for future expansion. Also the company is the largest luxury
hotel chain in mainland China. From 2002, the company continues to expand of
brand globally with a strong foundation and great reputation in Asia.

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Today, the company is a world class deluxe Asian hotel chain and its business
throughout Asia Pacific, North American and the Middle East. Moreover, by 2010 the
company owned 69 hotel and resorts and 29 under development of new hotels
around the world. Due to its legendary service, Shangri-la hotel received many
international awards from the publication and hotel industry. As the result, Shangri-la
hotels and Resorts is the leading player in the Luxury hotel industry.

Mission
"To delight our guests every time by creating engaging experiences straight from our
hearts"

It identified the company's main task is attractive more customers in order to achieve
the business goals of expanding to be a leader in global hotel industry.

Vision
"To be the first choice for guests, colleagues, shareholders and business partners".
The company states that it puts its customers to be the first choice to attract more
customers in order to increase the business profit. The employee, shareholders and
business partner will get more benefit from the business. Moreover, due to excellent
services to customers, the reputation of company will increase.

Core Value
Respect, humility, courtesy, helpfulness, sincerity

This five core value is developed by Shangri-La Hospitality. It involves the positive
influences to successfully running the business. And the core value creates a
relationship between customer satisfactions and employees' behaviors.
Philosophy
Shangri-La Hospitality from a caring family.

It means the hotel will provide the great services and let the customer feel like being
home

Marketing Mix
Shangri-la had 4 main businesses segments

Hotel ownership and operations

Property development, it includes commercial building and services

Hotel management services to group owned and third party hotels

Spas at Shangri-La provides private spa suite and help the traveler relaxing and
restoring the balance to mind and body

It offers five star and four star hotels in four different brands. According to company's
logo "S", it presents unique Asian architectural forms of the hotel location designing.
It means hotel like a majestic mountain and the lake or ocean should surround it.
The most of five star Shangri-La hotel and resorts provide an ocean or lake view to
their customers. [1]

Also the company specially promotes Asian hospitality for high quality services to
meet the customer needs in different hotel brands. There are three main brands of
hotel in the company to target different customers' needs.

The brand of Shangri-La hotel is a five star luxury hotel and typically target market
comes from the higher income busy travelers. It is located in premier city.

Shangri-La resorts are a five star luxury hotel target high income travelers and
families. It offers a relaxing environment for customer vacation. It is located in some
of the world's most exotic destination.

Trader hotel is a four star luxury hotel and the price of the hotel is mid-range. It
offers an efficiency and functional environment for the budget-conscious travelers. It
usually mainly target market is business traveler who can afford to purchase service
and their expenses are supplied by their companies. It is located in business centers

Basic strategy
Differentiation strategy in niche market

The company offers different branding hotels to meet different niche groups of
customer expectations with a unique Asian hospitality services model such as spa
branding hotel and trader hotel.

Moreover, it divided the business into different segments. It provides various


services to their niche target market such as commercial and service apartment
market and management contracts of running business for other parties.

There is a distinct about lucrative of company' revenue and a competitive advantage


of expanding business globally by using of focused differentiation strategy.

External analysis
Industry overview
Economic factors: in Asia area, GDP is growth faster than others, but inflation rate is
increasing rapidly; in North America, the economic is recession now. In additional, as
a global business, exchange rate and interest rates directly affect the cost and profit
of the business.

Socio-cultural factors: because of global business arising, there is more business


people need to travel to overseas or other cities. Moreover, vacation on travelling
become more popular than before in Asian country. Asian consumers income
increasing and has a strong consuming abilities. In NA and European courtiers, most
people still like traveling during the vacation. Cultural differences in each area affect
the company's quality services.

Environment and legal factors: green issues and government policies in each
country affect the company's policies changes and company's positive social
responsibility.
Industry life cycle
The company is a growth market stage, because the consumer has brand
awareness on this company and potential market is very competitive environment
for new local hotels entering and existing global company in hotel industry. The
company should continue on differentiation strategy to increase the market share.
Moreover, the company needs to increase the customer loyalty and brand image to
get a high ratio on customer return. Also aggressive promotion and operations
expend can appeal to more customers. As these strategies, company can achieve
the goals of growing faster than market average.

Five forces analysis


Bargaining power of suppliers: low

Controlling the quality of the supplies

As a partnering or collaboration with selected suppliers

Switching cost to alternative supplier are low

Bargaining power of buyers: high

Customers switching cost are low

brand differentiation has increased market base

price and value of hotel is important to customer

The threat of potential new entrants: moderate

economies of scale is going down

few number of investor enter into the industry

fastest growing industry around the world

The threat of substitutes: high

Difference of substitute products is low


Improvement of substitute performance is low

Rivalry: high

Large number of competitors offer the same high quality services

Driving forces
Changes in an industry's long-term growth rate: in asian market, even though
economic growth is going up, development of asian market is a peak of business, it
affects the company growing slowly and force the company entry new market in
North American and Euupean.

Growing customer preferences for differntiated products instead of standardized


product: because of competitors increasing and different group customer needs, the
company forces to develop different core brands of hotel to gained the loyal and
increase marketing base.

Competitiors
Shangri-La hotel and resorts as one of the top luxurious hotel in Asia, still faces a
strong competition with many other top global hotel companies and demestic hotel
companies. The top of five competitiors of this company are:

Hong Kong and Shanghai Hotels Ltd: it has more than 24 deluxe hotels, commerical
and residential properties in Asia, Austrailia, Europea, and North America. [2]

Mandiarin Oriental Hotel Group: it operates over 42 hotels in 30 countries. [3]

New World Development: it offers a borad differetatian service lines to attract a width
range of costomers. Its business includes apartments, office buildings, hotels,
department stores, roads and power plants in Hong Kong, mainland China and
Southest Asia.

Strategic Map
In Appendix 1, by a strategic group map application, it shows the close competitors
is Mandiarin Oriental Hotel Group and Four season hoter and resort. These two
hotels have the almost same business strategies with Shangri-la. Also four seasons
hotel and resorts has the higher percentage of market share than Shangri-La hotel
and resorts in over the world. In addition Mandiarin Oriental Hotel Group has the
highest price level than other competitors.

Key success factors


Offered high quality of services and products increase brand image and customer
satisfaction

Differentiated products and services to focus on different target marketing

Culture training program in everyday performance specifically

Loyalty program to delight customer

Choose the favorable Location to fit the customer needs on each hotel

Effective on promotion and Special offer to attract the customers' attention

Effective process management to fast delivery services

Effective advertising on public commercial

Compensation and reward growth: reward employees for a high performances


standard and making employee more valuable by compensation motivation.

Internal Analysis
Finacial performances
" Fit " strategy analysis
The company's focused differentiation strategy matching the resources and
capabilities of the firm and arises the opportunities from the external environment. It
has advantages for competitive leisure industry and is capable to fit the economic
trends. Moreover, Shangri-La has a well management of its financial system, even
though, its revenue is lower than last year, and the company still keeps growth for
profit in each year. In addition, there is a the large investment to expanding of new
hotels and new projects in next 2 year, which it believes the company will add more
value to the shareholders and become stronger on its financial performance in next
few years. Therefore, the company still needs to be improved to increase its
revenues and profits, but the current financial performance is showing positive.

The company may consider the following qualitative efforts to fit success factors.

The company has to focus differentiation strategy and continues to increase the
brand awareness and loyalty to attractive more customers

The company should implement the human resource management by training


employees and unique high quality services.

In order to increase the revenues, the company should offer low budget brands of
hotel to appeal more customers

Innovation some unique high quality services to against strong competition such as
partnership with Airline Company or car Rental Company.

Due to stuff competition, the company should put more investment on the
employee's compensation in order to motivate their high performances.

Get Technical Analysis Chart(s) for:


Technical Analysis

SHANGRI-LA HOTEL PUBLIC COMPANY (Thailand)

Range: 1d 5d 1m 3m 6m 1y 2y 5y max Type: Bar | Line | Candle Scale: Linear | Log Size: M | L

Moving Avg: 5 | 10 | 20 | 50 | 100 | 200 EMA: 5 | 10 | 20 | 50 | 100 | 200

Indicators: MACD | MFI | ROC | RSI | Slow Stoch | Fast Stoch | Vol | Vol+MA | W%R

Overlays: Bollinger Bands | Parabolic SAR | Splits | Volume

SHANG.BK vs
Compare: Compare
Splits: none
Shangri-La Hotel Public Company Limited (SHANG.BK)
-Thailand

Prev Close: 67.00

Open: 63.00

Bid: 65.00

Ask: 67.00

1y Target Est: N/A

Beta: N/A

Next Earnings Date: N/A

Day's Range: 63.00 - 67.00

52wk Range: 60.00 - 89.50

Volume: 800

Avg Vol (3m): 5,131

Market Cap: 8.71B

P/E (ttm): 16.20

EPS (ttm): 4.14

Div & Yield: N/A (N/A)

Quotes delayed, except where indicated otherwise. Currency in THB.

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5.28
MY 0.0 0.57
R 3 %

Last 1 Month(s)

5.08 5.29

Trading Day

5.27 5.28

FriMonWedThuSat5.155.205.255.305.35

Advice Valuation October 15, 2016

ShangriLa Hotels Market Sensitivity


As returns on market increase, ShangriLa
Hotels returns are expected to increase less
than the market. However during bear market,
the loss on holding ShangriLa Hotels will be
expected to be smaller as well.

One Month Beta |Analyze ShangriLa Hotels Mal


Demand Trend

Check current 30 days ShangriLa Hotels


correlation with market (NYSE)

= 0.0859
ShangriLa Hotels Mal Risk Profiles
0.56
Mean Deviation
83
Standard Deviation 1.1

Variance 1.22

(0.01
Risk Adjusted Performance
)

Key Fundamentals
Current Valuation 2.34 B

Shares Outstanding 440 M

514.86
Revenue
M

More Fundamentals

ShangriLa Hotels Against Markets

ShangriL
a Hotels Profile

ShangriL
a Hotels Dashboard
0.57 98.0
5517 0%
% %

ShangriL
a Hotels Technical
analysis

Backtest
ShangriLa Hotels

SP 500 0.03 0% 5.0%


%
SP 500
Profile

SP 500
Dashboard

SP 500
Technical analysis

Backtest
SP 500

Nasdaq
Profile

Nasdaq
Dashboard
0.02
Nasdaq 0% 3.0%
%

Nasdaq
Technical analysis

Backtest
Nasdaq

NYSE 0.0091 3.0% 0%


%
NYSE
Profile

NYSE
Dashboard

NYSE
Technical analysis
Backtest
NYSE

Russell
2000 Profile

Russell
2000 Dashboard
0.26
Russel 46.0% 0%
%

Russell
2000 Technical analysis

Backtest
Russell 2000

Compare to Competition Compare Correlations

Fund Manager
Madam Kuok Chairman

Managing Director, Non-Independent Executive Director, Chairman of Policy


Implementation Committee, Executive Chairman of Shangri-La Hotel Limited -
Singapore, Managing Director of Shangri-La Hotel Public Company Limited
Thailand and Non-Executive Director of Shangri-La Asia Limited - Hong Kong

More...

ShangriLa Hotels Diversification Suggestion


Use ShangriLa Hotels to enhance returns of your portfolios. The stock experiences moderate
upward volatility. Check odds of ShangriLa Hotels to be traded at 5.81 in 30 days

ShangriLa Hotels Daily Price Distribution


The median price of ShangriLa Hotels for the period between Thu, Sep 15, 2016 and Sat, Oct 15,
2016 is 5.23 with a coefficient of variation of 0.89. The daily time series for the period is distributed
with a sample standard deviation of 0.05, arithmetic mean of 5.23, and mean deviation of 0.03. The
Stock did not receive any noticable media coverage during the period.
Catering to your every need

The experienced staff at Edsa Shangri-La, Manila, caters to the needs of guests by providing an extensive range of
services and facilities.

Should you require a service not listed here, please contact us and we will do our best to assist you.

Facilities

Business Centre
Conference Facilities
Facilities for the Physically Challenged
Hair / Beauty Salon
Hospitality Lounge
Non-smoking Rooms
Parking Facilities
Safety Deposit Box

Services

Butler Service in Suites


Complimentary Shoeshine Service
Express Check-in and Check-out Services
Laundry & Valet Service
Photo Processing Service
Postal / Courier Service

Children

Babysitting / Child Care

Travel & Transportation

Airport Transfer
Car Rental Service
Taxi & Limousine Service
Travel Agency / Tour Desk

Shops

Florist
Foreign Exchange Counter
Gift Shop
Shopping Arcade

Food & Beverage

24-hour Room Service


4 International Restaurants
Pastry Shop
Lobby Lounge

Business Centre

The Business Centre at the Edsa Shangri-La, Manila, offers a host of business amenities for the discerning executive
traveller.

Business amenities include:

Facilities

Conference Call / Videoconferencing Facilities


Meeting Rooms / Boardrooms

Services

Binding Services
Courier Services
Facsimile Services
Laser Printing
Photocopying & Scanning Services
Wireless Internet Service
Word Processing / Translation / Interpretation Services

Equipment

Audiovisual Equipment
Computers with Broadband Internet Access
LCD, Overhead & Slide Projector
Mobile Phones
Photocopier

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