SUSTAINABILITY & GOVERNANCE 118 SUSTAINABILITY REPORT Training And Development We place great importance on the continuous training and development of our employees to nurture a resilient, competitive, and upskilled workforce. We also recognise that constantly evolving societal norms andexpectationsmay bring new work demands and job skills. In response, we encourage our hotels to expand their training offerings for the hotel employees and encourage them with training opportunities beyond what is mandatory to refresh and upgrade their skills, which supports the continuous development of their career aspirations and contributes value to the business. Our Approach CDLHT recognises the pivotal role that employee development and job design play in employee satisfaction. Respectively, our hotel’s HR policies reflect the emphasis we encourage in each area to ensure that their employees remain engaged and enjoy cross-functional opportunities. Continuous Training, Development And Upskilling At the Managers, biannual performance reviews are conducted to provide feedback to employees and evaluate their achievements, goals, and career trajectory. We conduct an informal mid-year discussion and a formal yearend performance appraisal. Key Performance Indicators are established, updated, communicated and pegged to individual roles prior to performance assessments to encourage continuous growth. Our hotels are committed to nurturing talent and fostering a culture of continuous learning and development. Our Sponsor group, Hilton, Marriott and Accor have a structured talent development strategy involving forecasting of hiring needs and actively developing new pools of talent to meet current and future demands. By identifying key roles and competencies, our hotels proactively groom and prepare employees for leadership positions, ensuring a smooth transition and continuity within the organisation. They also offer graduate apprenticeship program for recent graduates or entry-level employees to obtain valuable handson experience and mentorship. Through structured learning modules and on-the-job training, participants gain practical skills and insights into their chosen field while contributing meaningfully. The relevant HR department within the hotels provides general orientation as well as mandatory training courses to all those on-boarded. The respective HR departments undergo a training needs analysis to identify skill gaps and gauge employee interest when tailoring skill training programmes for dissemination. Once confirmed, HR encourages Heads of Departments (“HODs”) across the hotels to nominate relevant staff for specified training. These specialised training courses, including leadership training, are conducted by HODs, the internal training department or external providers. Our hotels also actively collaborate with educational institutions to develop or deliver joint training programs tailored to the specific needs of the staff. These partnerships facilitate knowledge exchange, industry insights, and access to professional training resources. By leveraging the expertise of academic partners, the hotels ensure the employees receive relevant and high-quality training that aligns with industry best practices and emerging trends. Job Redesign At CDLHT, we acknowledge the importance of equipping hotel employees with cross functional skills, thus ensuring talent retention and diversification of skillsets. The Orchard Hotel and W Singapore – Sentosa Cove in Singapore have embarked on a ‘Job Redesign’ initiative to improve employee efficiency, skills and resourcefulness through cross-functional training. As the Singapore government has been supporting this initiative, we have been engaging government agencies to encourage hotel employees to attend training relating to Job Redesign. Our Performance This year we achieved an average of 32.84 hours of training per employee across our portfolios. Average Training Hours (FY 2023) Number Of Employees All Properties Male Female Total Total number of employees (head count or FTE) 1,329 875 2,204 Total number of training hours provided to employees 46,060 26,322 72,382 Average training hours per employee 34.645 30.08 32.84 Average Training Hours (FY 2022) Number Of Employees All Properties Male Female Total Total number of employees (head count or FTE) 1,055 746 1,801 Total number of training hours provided to employees 37,154 21,474 58,628 Average training hours per employee 35.22 28.79 32.55 Our Targets Last year, CDLHT set a target to achieve a minimum of 20 hours of training per employee across all our portfolios in FY 2023. CDLHT has achieved its target for FY 2023. NEW MATERIAL TOPIC Fair Labour and Human Rights CDLHT is committed to responsible business practices throughout our operations and relationship with suppliers and hotel employees. Our commitment to enabling the safety and growth of our people includes upholding and supporting human rights. We recognise and understand the profound impact our operations can have on the lives of individuals and communities, both within and beyond our organisational boundaries. We place firm emphasis towards ensuring fair practices towards our employees as well as tackling unjust workplace practices. Our suppliers also play a vital role in our operations. As such we believe it is important that we work with our suppliers to prevent any unfair labour practices and/or violation of human rights.
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