SUSTAINABILITY & GOVERNANCE 134 SUSTAINABILITY REPORT Employee Engagement and Talent Management At CDLHT, our performance is underpinned by a dedicated and capable workforce. We place strong emphasis on the continuous training and development of our employees to cultivate a resilient, competitive, and future-ready organisation. As societal expectations and industry requirements evolve, new job demands and skillsets continue to emerge. In response, we encourage our operators to continually enhance their training offerings and provide learning opportunities beyond mandatory requirements, enabling employees to refresh and expand their skills, pursue long-term career development, and contribute meaningfully to business performance. Across our portfolio, CDLHT is committed to providing a safe, inclusive, and engaging working environment that supports employee wellbeing, development, and retention. To support these objectives, our hotels in Singapore have implemented a range of policies and practices, including: • 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 • Fair and competitive remuneration based on merit CDLHT is also committed to maintaining robust data collection and internal control systems, and has implemented internal controls to strengthen data integrity and reduce discrepancies in workforce related information. In addition, the Managers’ office and The Lowry Hotel uphold fair employment standards and competitive, merit based remuneration in compliance with relevant labour regulations in the jurisdictions in which they operate. Approach CDLHT places strong emphasis on employee engagement throughout the employment lifecycle, from onboarding to ongoing engagement with long-serving employees. Human resource policies at both the Managers’ office and The Lowry Hotel provide structured frameworks and communication channels to effectively support employee needs. We recognise that employee development and thoughtful job design are key drivers of satisfaction, motivation, and engagement. Accordingly, hotel HR policies are designed to foster a supportive and inclusive work environment that enables continuous learning, internal mobility, and cross-functional exposure. An example is at Orchard Hotel Singapore, where a comprehensive suite of employee engagement and wellness initiatives was implemented to strengthen appreciation, well‑being, continuous learning, and community involvement. This included having dedicated staff recognition days and themed celebrations to boost morale and acknowledge contributions. At The Lowry Hotel, Long Service Awards and Employee of the Month are also celebrated to recognise the efforts that our employees have placed. These initiatives ensure employees remain motivated, engaged, and well-equipped to navigate diverse career pathways within the organisation. Ongoing training and development form an integral part of CDLHT’s broader employee engagement strategy and reinforce our commitment to workforce capability-building. Employee Well-being We actively engage our employees to foster an inclusive and supportive workplace. Employee feedback is gathered through regular staff dialogues to provide insights into key areas of concern and improvement. Structured engagement is conducted at key stages of the employee lifecycle, including onboarding discussions to support integration into new roles and work environments, as well as exit interviews to gather feedback and address any outstanding issues upon an employee’s departure. At the Managers’ office, an employee handbook is provided to all staff, setting out policies and procedures relating to employment, performance evaluation and development. The handbook also serves as a reference for employee benefits, including medical coverage. In line with progressive workplace practices, the Managers adopt flexible work arrangements that support a hybrid model of working from both the office and home, in accordance with Singapore’s Tripartite Guidelines on Flexible Work Arrangements. To promote employee wellbeing and engagement, staff at the Managers’ office are automatically enrolled in the Hong Leong Group Sports & Recreation Club, which organises a range of social, sporting and interest based activities to encourage team bonding. In addition, the Sponsor group extends benefits to employees of the Managers and hotel staff, including dining privileges and discounted accommodation at selected hospitality properties. Across the portfolio, properties implement initiatives that support employees’ mental and physical wellbeing, reinforcing CDLHT’s commitment to caring for its workforce and fostering a positive work environment. Continuous Training, Development and Upskilling CDLHT adopts a structured and holistic approach to employee training, development, and upskilling to build a capable, motivated, and future-ready workforce. At the managerial level, a formal performance management process, comprising mid-year discussions and year-end appraisals, provides structured feedback on performance, career progression, and development needs. Rolespecific Key Performance Indicators are established and communicated in advance to support continuous performance improvement. Across our properties, talent development is supported by a strong culture of continuous learning. Our Sponsor group, Hilton, Marriott, and Accor, implement structured talent management frameworks that include workforce planning, succession planning, and the development of internal talent pipelines. These frameworks enable the proactive identification of critical roles and competencies, supporting leadership development, business continuity, and organisational resilience.
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