OVERVIEW AND FINANCIAL REVIEW MARKET REVIEW LEADERSHIP STRUCTURE PROPERTY PORTFOLIO SUSTAINABILITY & GOVERNANCE FINANCIAL STATEMENTS AND OTHER INFORMATION 135 CDL HOSPITALITY TRUSTS Annual Report 2025 Early-career capability building is supported through graduate apprenticeship programmes for fresh graduates and entry-level employees. These programmes combine structured learning, mentorship, and on-the-job training to equip participants with practical skills while contributing to daily operations. The relevant HR department across the properties or operators’ level oversee comprehensive onboarding, mandatory training, and ongoing training needs analyses to identify skills gaps and development priorities. Heads of Departments (“HODs”) nominate employees for relevant training, which is delivered through a mix of in-house programmes, HODled sessions, and external training providers. In addition, our hotels collaborate with educational institutions to deliver targeted training programmes aligned with industry standards, best practices, and emerging workforce needs. Job Redesign At CDLHT, we recognise the value of equipping hotel employees with cross-functional capabilities to enhance workforce agility, support talent retention, and diversify skill sets. To this end, Orchard Hotel and W Singapore – Sentosa Cove have implemented Job Redesign initiatives to enhance employee efficiency, adaptability, and resourcefulness through structured cross-functional training. These initiatives are aligned with broader workforce transformation efforts supported by the Singapore government. In support of this national agenda, CDLHT actively engages with relevant government agencies to facilitate and encourage employee participation in Job Redesign-related training programmes, enabling employees to acquire new competencies while strengthening organisational resilience. Performance In FY 2025, the Managers’ office and The Lowry Hotel employed a total of 239 staff with a mix of 49.8% male and 50.2% female. 113 employees left us, of whom 2% were from the Managers’ office and 98% were from The Lowry Hotel, while 106 newly joined, of whom 4% were for the Managers’ office and 96% were for The Lowry Hotel. As a result, our total rates of new hire employment and turnover were 46% and 48% respectively. New Employee Hires and Turnover for FY 2025 The Managers’ office The Lowry Hotel Male Female Total Male Female Total Employee Count 12 17 29 107 103 210 Number of New Employee Hires 3 1 4 66 40 106 Rate of New Employee Hires (%) 25 6 14 62 39 50 Number of Employee Turnover 2 0 2 41 72 113 Rate of Employee Turnover (%) 16.7 0 7 38 70 54 We aim to continuously work with the hotel managers within our direct control to minimise staff turnover rate and retain talent within our portfolio. This year, employees at The Managers’ Office and The Lowry Hotel completed an average of 18.7 hours of training per person, reflecting our commitment to continuous learning and professional development. Our training programmes cover a wide range of topics ensuring that employees are equipped with the knowledge and skills needed to excel in their roles. By supporting structured learning opportunities, we aim to enhance employee capabilities, improve service quality, and support career progression within the organisation. Average Training Hours for FY 2025 The Managers’ office The Lowry Hotel Number of Employees Male Female Total Male Female Total Total number of employees 12 17 29 107 103 210 Total number of training hours provided to employees 81 63 144 1,423 2,892 4,315 Average training hours per employee 6.75 3.7 4.97 13.3 28.1 20.5
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