35 Sustainability Report 2024 34 CapitaLand Integrated Commercial Trust Social Engaging Our Stakeholders A CURATED APPROACH FOR STAKEHOLDERS Engagement Channels Focus Areas Response Shoppers To understand our shoppers’ needs, enhance their experiences and improve the appeal of our malls • Marketing and promotional events • Loyalty programmes • Online and mobile platforms • Social media platforms • Shopper interviews • Q uarterly email messages from CEO, Commercial Management • Safe Environment: high quality and well-managed malls with amenities such as family-friendly facilities • Delightful Shopping Experience: omnichannel and experiential shopping with new retail concepts • Sustainable buildings: universal design and green features • M aintain efficient, green-rated properties • C urate and optimise tenant mix and reconstitute portfolio proactively • L everage technology and digital platforms such as CapitaStar’s ecosystem to build loyalty • Co-create concepts with tenants Communities To contribute to the communities as a responsible corporate citizen • C HF collaboration to contribute to non-profit organisations • ESG management • C orporate social responsibility programmes • M embership in national initiatives that promote sustainable buildings, and health and safety such as BCA Green Built-Environment Advisory Committee, and the Workplace Safety and Health Council • Sustainable buildings: universal design and green features • Community engagement: employee volunteerism and community programmes to raise awareness on various topics • P ursue green ratings for all properties in the portfolio • G rant three days of volunteer leave per employee • P articipate actively in community programmes with social/charity objectives • P artner with government/national agencies and tenants to promote sustainability and healthy living Tenants To be the landlord of choice by understanding our tenants’ needs, enriching their workplace experiences, and fostering vibrant communities with a sense of belonging • P rogrammes and activities • O ffice Tenant Relations Specialists and Key Account Managers • M eetings with key existing and new tenants and other informal tenant gatherings, such as shop/office openings • J oint promotions and strategic partnerships • M onthly newsletter “your Workplace Community” • Social media platforms • Post-event feedback • H alf-yearly email messages from CEO, Commercial Management • Safe Environment: high quality and well-managed offices with amenities • Sustainable buildings: universal design and green features • Partnerships: customer engagement and cross sharing • M aintain efficient, green-rated properties • C urate and optimise tenant mix and reconstitute portfolio proactively • L everage technology and digital platforms such as CapitaStar’s ecosystem, including its mobile application CapitaStar@Work, to extract synergies and cross-selling opportunities • R egular engagement with tenants to build relationships and ensure prompt responses to their needs Investors To provide timely and consistent communication to Investors and be a choice investment • CICT's website • Annual general meetings • SGXNet announcements • Annual reports • Sustainability reports • Biannual media and analysts results briefings • Analyst group calls • R oadshows, conferences, meetings, teleconferences • Property visits • Growth: sustainable long-term returns • Accountability: communicate performance, strategies, risks and opportunities • R econstitute portfolio proactively • Manage assets and portfolio proactively • Manage capital prudently • Uphold strong corporate governance • C reate value via a disciplined approach to acquisitions and divestments • Seek and evaluate investor feedback • Commit to annual sustainability reporting • Participate in GRESB real estate assessment annually • Build win-win partnerships Employees To develop a highperformance work culture that embraces diversity and teamwork • F ormal and informal staff communications • E mployee engagement programmes, including volunteer and recreation activities • Employee engagement surveys • P erformance feedback and appraisals • T eambuilding workshops and training courses • Engagement: regular staff engagement for reward & recognition • Development: work-life balance, training & development, health & well-being • H ost regular staff communication sessions to communicate financial performance, strategy, target performance indicators • C onduct annual performance review and identify training and development goals • M onitor occupational health and safety issues • I dentify action plans to improve employee welfare and well-being • C onduct annual training on FBC awareness. For 2024: ◊ 100% of CICTML employees completed the training ◊ 97% of CICT employees completed the training Suppliers To be a fair and reasonable buyer of goods and services and share industry best practices • T erm contractor/vendor evaluation system • S upplier collaboration to manage EHS challenges • F acilitate supply chain compliance to internal standard operating procedures such as CLI's EHS Policy • Engagement: regular engagement and feedback channel for improvements • Compliance: EHS objectives & OHS practices • R ecognise supply chain partners for exceeding standards in service quality via the CLI's HOST Programme • C ollaborate to manage EHS challenges such as an epidemic outbreak • M onitor and report EHS performance quarterly • E valuate term contractors and vendors half-yearly and engage in feedback sessions for continuous improvement • S hare CLI’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. For 2024: ◊ All suppliers with new or renewal contracts signed CLI’s Supply Chain Code of Conduct • Build win-win partnerships
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