CDL Hospitality Trusts - Sustainability Report 2022

ENABLING INCLUSIVENESS, SAFETY, GROWTH AND DIVERSITY OF OUR PEOPLE Our people form the backbone of our success. As the hospitality and tourism industries have reopened postpandemic, CDLHT’s portfolio of hotels strive to sustain a safe and engaging working environment for its employees. CDLHT’s portfolio of Singapore hotels have implemented the following to address the above: • Diversity Policy • Fair and merit-based employment and recruitment practices • Policies on performance evaluation, and career development • Tripartite Alliance for Fair and Progressive Employment Practices (“TAFPEP”) • Fair and competitive remuneration based on merit In our FY 2022 Report, we are restating our employee data for FY 2021 due to a correction in the employee count for the year by two of the hotels. CDLHT continues to strive to ensure that our data collection and internal control systems remain robust and hence have duly put in place internal controls to minimise the data discrepancies going forward. Employment And Employee Engagement With a resurgence in demand for hotel-related services, CDLHT remains committed to upholding fair employment standards and competitive remuneration for our employees on the foundation of merit and compliance with the relevant regulations in the jurisdiction of operation. Our Approach At CDLHT, we believe in the importance of continuous employee engagement from the point of induction of new joiners to ongoing communication with the more experienced staff. At both the Managers and portfolio property level, the HR policies maintain processes and channels that ensure employees’ needs are looked after. Continuous staff training and development, which is a key part of employee engagement, is addressed in our “Training and Development” subtopic below. Employee Well-being The Managers collate employee feedback via staff dialogue to obtain a comprehensive understanding of key areas of concern within CDLHT. During the commencement of an employee’s employment at CDLHT, we conduct meetings to understand the employee’s integration into their role and new environment. At the end of the employee’s tenure with us, we conduct an exit interview to receive feedback to inform us of any areas of concern. Additionally, we disseminate an employee handbook that details all policies and procedures pertaining to employment, performance evaluation and development. Together with the handbook, CDLHT provides guidance and related resources on informing employees of their benefits, such as medical coverage. As part of progressive work norms, we practise a flexible hybrid work arrangement that allows staff to work from the office and home. We also ensure the proper induction and on-boarding of all staff. The Managers’ staff are automatically enrolled to Hong Leong Group Sports & Recreation Club where the committee organise sporting competitions, shopping tours, movie nights and other interest group events to foster team bonding. There are staff benefits at F&B outlets and accommodation managed by the Sponsor group. Our hotels have engaged their employees on activities that nurture mental and physical welfare as part of looking after employee well-being. Employment and Employee Engagement Our hotels employed more than 2,000 staff in FY 2022 Health and Safety Zero fatalities from work-related injuries in FY 2022 Training and Development 24 hours of training on average across portfolios Diversity Inclusion & Equal Opportunity 41% permanent staff were female in FY 2022 115 OVERVIEW AND FINANCIAL REVIEW MARKET REVIEW LEADERSHIP STRUCTURE PROPERTY PORTFOLIO SUSTAINABILITY & GOVERNANCE FINANCIAL STATEMENTS AND OTHER INFORMATION