Social
FRAMEWORK
STAKEHOLDER GROUPS
Our Aim
To understand our shoppers’ needs, enhance their experiences and improve the appeal of our malls
Engagement Channels
- Marketing and promotional events
- Loyalty programmes
- Online and mobile platforms
- Social media
- Shopper interviews
Focus Areas
- Quality and well-managed shopping malls
- Environmental, health and safety measures in properties
- Omnichannel shopping
- Experiential shopping
- New retail concepts
- Family-friendly facilities
- Easy access to public transport
- Positive customer experience
- Vibrant communities
Response
- Maintain efficient properties with green rating
- Keep properties relevant through proactive portfolio reconstitution and create an attractive tenant mix
- Leverage technology and digital platforms such as CapitaStar’s ecosystem to build loyalty
- Co-creation of concepts and shopper experience with tenants to differentiate offerings
Our Aim
To become a landlord of choice by understanding our tenants’ needs and concerns.
Engagement Channels
- Engagement programmes/activities
- Post-event feedback
- Meetings with key existing and new tenants and other informal tenant gatherings
- Tenant shop openings
- Joint promotions and strategic partnerships
- Value-added initiatives by centralising resources and leveraging technology
- Tenant satisfaction survey
- Office Tenant Relations Specialists (TRS) as regular contact points for tenants
- Fortnightly tenant newsletter – your Workplace Community
- Social media platforms
Focus Areas
- Quality and well-managed shopping malls and office buildings
- Environmental, health and safety measures in properties
- Knowledge-sharing and market trends
- Operational efficiency
- Positive customer experience
- Vibrant communities
Response
- Maintain efficient properties with green rating
- Keep properties relevant through an active portfolio reconstitution strategy
- Leverage technology to enhance product and service offerings and build tenant loyalty
- Engage tenant regularly to build relationships and ensure prompt responses to tenants’ needs
- Leverage mobile application CapitaStar@Work and link up with CapitaStar to extract synergies and cross-selling opportunities
Our Aim
To be a responsible corporate citizen and contribute to the communities in which we operate.
Engagement Channels
- Collaborate with CHF to contribute to nonprofit organisations
- Management of ESG issues
- Corporate social responsibility programmes
- Our Head, Engineering, Systems, Sustainability, Retail, Workspace is a member of various taskforce teams and committees in the BCA and a member of the Workplace Safety and Health (WSH) Council (Facilities Management) Committee
- Partnerships with government, national agencies and non-governmental organisations
Focus Areas
- Volunteerism and philanthropy
- Environment
- Sustainable buildings
- Community programmes to generate wider awareness of sustainability, health and wellness
- Environmental, health and safety measures in properties
Response
- Pursue green rating for all properties in our portfolio
- Grant three days of volunteer leave per employee
- Participate in community programmes with social/charity objectives
- Partner with government/ national agencies and tenants to promote sustainability and healthy living
Our Aim
To provide timely and consistent communication to investors and be a choice investment.
Engagement Channels
- CICT website (www.cict.com.sg)
- Annual general meetings
- SGXNet announcements
- Annual reports
- Biannual media and analysts results briefings
- Analyst group calls
- Roadshows, conferences, meetings, teleconferences
- Tours of CICT’s properties
Focus Areas
- Long-term sustainable distribution and total returns
- Business performance, expectations and strategies
- ESG risks and opportunities
Response
- Drive active portfolio reconstitution
- Manage portfolio and asset proactively
- Manage capital prudently
- Exhibit strong corporate governance
- Create value via disciplined approach to acquisitions and divestments
- Seek investor feedback during or after engagements
- Committed to annual sustainability reporting
- Participate in GRESB real estate assessment annually
- Build win-win partnerships
Our Aim
To develop a high-performance work culture that embraces diversity and teamwork.
Engagement Channels
- Informal and formal staff communications
- Employee engagement programmes - volunteer and recreation club activities
- Employee engagement surveys
- Performance appraisals
- Teambuilding workshops/ training courses
Focus Areas
- Business strategy communication and employee engagement
- Reward and recognition
- Training and development
- Work-life balance, employee welfare, health and well-being
Response
- Communicate financial performance, target performance indicators, business strategy and employee engagement plan at communication sessions
- Assess performance annually to review performance and identify training and development goals
- Monitor occupational health and safety issues
- Identify action plans to improve employee welfare and well-being
- Conduct online training on Fraud, Bribery & Corruption awareness annually, which was completed by 95% of employees and all of the Manager's staff in FY 2022
Our Aim
To be a fair and reasonable buyer of goods and services and share industry best practices.
Engagement Channels
- Term contractor/vendor evaluation system
- Collaborate with suppliers to manage EHS challenges
- Sharing of the following information with supply chain:
- CapitaLand’s EHS Policy
- SOPs, contractor management guidelines and house rules for compliance
Focus Areas
- Fair and reasonable treatment
- Alignment with EHS objectives and OHS practices
Response
- Recognise supply chain for exceeding standards in service quality (CapitaLand HOST Programme)
- Collaborate to manage EHS challenges such as an epidemic outbreak
- Monitor and report EHS performance quarterly
- Evaluate term contractors and vendors half-yearly and engage in feedback sessions for continuous improvement
- Share CapitaLand’s Supply Chain Code of Conduct with suppliers which sets out the requirements in the areas of legal compliance, anti-corruption, human rights, health and safety, as well as environmental management – All suppliers with new or renewal contracts in FY 2022 signed CapitaLand’s Supply Chain Code of Conduct
- Build win-win partnerships
View our community engagement activities here.
HEALTH & SAFETY
Occupational Health and Safety
Our stakeholders’ occupational health and safety (OHS) is of utmost importance. An effective OHS management system is part of risk management and enhances productivity, morale and well-being. CICT aims to provide a safe and secure environment at the properties to optimise both retail and office experiences.
CICT adopts CapitaLand’s Occupational Health and Safety Management System (OHSMS), which has been externally audited by a third-party accredited certification body to International Organization for Standardization (ISO) 45001 standards, a recognised international standard for OHS Management Systems. The framework involves identifying and reviewing OHS hazards, assessing their risks, establishing policies, ensuring accountability, developing action plans and engaging stakeholders.
CICT champions OHS with commitment from the board, senior management, and staff participation through an integrated EHS Management System as well as stakeholder engagement activities. Supplementing this management system is the Sustainability Committee which reviews major OHS incidents and helps to reinforce a culture of safety. CICT is committed to ensuring a high OHS performance and reducing occupational injury rates with the aim to achieve zero harm.
Risk Management of OHS Hazards
Identifying OHS hazards and assessing their risks are key components in the OHSMS. Hazards Identification and Risk Assessments (HIRA) are reviewed annually, or following an incident, or a significant change in processes. OHS hazards are identified for the administration, development and operational functions of the group’s businesses, and their risks are assessed. Examples of hazards include slip, trip and fall, fall from height and falling objects. Each business unit has established standard operating procedures (SOPs) to minimise the occurrence of such hazards.
Since October 2020, the Environment, Health, and Safety Impact Assessment (EHSIA) was made mandatory when evaluating new investments. The results of the EHSIA enable the investment team to consider OHS risks and opportunities upfront and to identify early mitigating measures.
CLI and CICT understand the important role that end-users of its buildings and its supply chain play. Staff, tenants, supply chain partners as well as the wider community are actively engaged to promote total well-being, health and safety.
Staff Wellness
CapitaLand implemented a "Total Well- Being Programme", which included an annual free on-site health screening in Singapore. Financial assistance, employee assistance programmes, and healthcare hotlines were already in place since the COVID-19 pandemic to support its staff. In 2022, both online and physical programmes were introduced to support staff in a hybrid work arrangement. More than seven online events were held, with some focused on nurturing our employees’ well-being and mental health. In addition, workout sessions, financial and retirement planning talks and personal grooming workshops were organised.
Employees attend training and awareness programmes to facilitate effective implementation of CapitaLand’s Environmental, Health and Safety Management System (EHSMS). New employees are introduced to CapitaLand’s EHS policy and EHSMS.
The CapitaLand Core Values Ambassador Awards was organised globally to recognise inspiring individuals who have strongly displayed CapitaLand’s Core Values. Within the Listed Funds group, The Thinking Cap Team launched initiatives such as The Ambassador Programme, Coffee & Learn and the inaugural CLI Listed Funds Symposium, to create more platforms for employees to gather and promote cross exchanges and learning.
Tenants and Community Safety and Wellness
As part of the group’s OHS Management System, emergency response procedures are in place to address potential OHS risks. Periodic briefings and biannual evacuation drills are conducted to familiarise tenants with the emergency response actions.
