Sustainability Report 2025 CapitaLand Integrated Commercial Trust
About CapitaLand Integrated Commercial Trust CapitaLand Integrated Commercial Trust is the first and largest real estate investment trust listed on Singapore Exchange Securities Trading Limited (SGX-ST) with a market capitalisation of US$14.1 billion or S$18.2 billion, as at 31 December 2025. It debuted on SGX-ST as CapitaLand Mall Trust in July 2002 and was renamed in November 2020 following the merger with CapitaLand Commercial Trust. As the largest proxy for Singapore commercial real estate, CICT owns and invests in quality income-producing assets primarily used for commercial (including retail and / or office) purpose, located predominantly in Singapore. CICT's portfolio comprises 20 properties in Singapore, two properties in Frankfurt, Germany, and three properties in Sydney, Australia, with a total property value of S$27.0 billion1 or US$21.0 billion based on valuations of its proportionate interests in the portfolio as at 31 December 2025. CICT is managed by CapitaLand Integrated Commercial Trust Management Limited, a wholly owned subsidiary of CapitaLand Investment Limited, a leading global real asset manager with a strong Asia foothold. Mission To deliver stable distributions and sustainable total returns to unitholders. Vision Asia’s premier commercial REIT. Purpose Creating inspiring work-play environments and delightful experiences anchored by a strong ESG commitment. Values • Winning Mindset • Integrity • Respect • Enterprising 2030 SMP : CLI 2030 Sustainability Master Plan AR 2025 : CICT's Annual Report 2025 BCA : Building and Construction Authority CaaS : Cooling-as-a-Service CICT / Trust : CapitaLand Integrated Commercial Trust CHF : CapitaLand Hope Foundation CICTML / Manager : CapitaLand Integrated Commercial Trust Management Limited, the manager of CapitaLand Integrated Commercial Trust CICTML Board / Board : Board of the Manager CIF : CapitaLand Innovation Fund CLI / Sponsor / CLI Group : CapitaLand Investment Limited CSXC : CapitaLand Sustainability X Challenge Directors : Directors of the CICTML Board EHS : Environmental, Health and Safety EMS : Environmental Management System ESG : Environmental, Social and Governance ESIA : Environmental & Social Impact Assessment ETS : Environmental Tracking System FBC : Fraud, Bribery and Corruption GFA : Gross Floor Area GHG : Greenhouse Gas GRI : Global Reporting Initiative GSR : Global Sustainability Report IFRS : International Financial Reporting Standards ISSB : International Sustainability Standards Board OHS : Occupational Health and Safety REIT : Real Estate Investment Trust RCSA : Risk and Control Self-Assessment SASB : Sustainability Accounting Standards Board SBG : Sustainable Building Guidelines SBTi : Science Based Targets initiative Sq ft : Square Feet SR / SR 2025 / Report : CICT's Sustainability Report 2025 UN SDGs : United Nations Sustainable Development Goals Unitholders : Unitholders of CICT Glossary 1 Excluding Bukit Panjang Plaza, which was divested on 27 February 2026.
International Standards and Guidelines With the Integrated Reporting Framework now housed under the IFRS Foundation, CICT is consolidating our disclosure strategy around the IFRS Sustainability Standards issued by the ISSB. This Report incorporates climate-related disclosures from IFRS S2 and the climate-relevant provisions of IFRS S1. This Report is prepared in accordance with the GRI Standards 2021 and aligns with the Monetary Authority Singapore (MAS) Guidelines on Environmental Risk Management for Asset Managers and complies with the SGX-ST Listing Manual Rules 711A and 711B. CICT adopts the GRI Standards for this Report due to its global recognition and coverage of sustainability disclosures pertinent to CICT’s business. This Report also references the UN SDGs and SASB real estate sectorspecific standards. CICT is committed to the 10 principles of the United Nations Global Compact (UNGC) in the areas of human rights, labour, environment and anti-corruption. This commitment aligns with that of our Sponsor, CLI, a signatory to the UNGC since 2015. CLI is also a signatory of the UN-supported Principles of Responsible Investing (UN PRI) since February 2023. As a testament to our efforts to enhance ESG standards and improve disclosures, CICT continues to be listed in ESG indices such as FTSE4Good Index Series. Reporting Scope and Period As a CLI-sponsored REIT, CICT is externally managed by wholly owned subsidiaries of CLI, including CICTML and the property managers who oversee the daily property operations. Employees1 of CICTML and the property managers are responsible for the Trust and its property and portfolio operations. Their respective teams are identified as employees of the Trust. The nonexecutive directors of the CICTML Board are not employees of CICT. This Report covers CICT’s portfolio for the financial period from 1 January 2025 to 31 December 2025 (FY 2025), unless otherwise stated. On 30 May 2025, CICT divested its 45% interest in CapitaSpring’s third-party managed serviced residence component, with GHG emissions accounted for under Scope 3. On 26 August 2025, CICT completed the acquisition of the remaining 55% interest in CapitaSpring’s commercial component, making it a wholly owned asset. As at 31 December 2025, CICT’s portfolio comprised 21 properties in Singapore, two in Frankfurt, Germany, and three in Sydney, Australia. Guided by GHG Protocol (operational control method) which sets the global standard on how to measure, manage and report GHG emissions, this Report details the environmental performance of properties under CICT's operational control. They include the 21 operating properties in Singapore, which account for S$25.9 billion or 94% of CICT's portfolio property value as at 31 December 2025. Of the 21 properties, ION Orchard is a 50% joint venture over which CICT does not have operational control, and hence its consumption data is reported under Scope 3 GHG emissions. The overseas assets, which are third-party managed, comprise the Australia and Germany portfolios accounting for S$1.5 billion or 6% of CICT’s portfolio property value as at 31 December 2025. This Report covers their consumption data for energy, water and waste, as available at the time of reporting. Additional environmental metrics are being tracked and monitored internally. Any restatements of previously reported data, if applicable, will be indicated and explained within the relevant sections of this Report. This Report has undergone a comprehensive internal review. Our Sponsor, CLI, is obtaining external assurance, with reference to the International Standard on Assurance Engagements 3000 (ISAE 3000), for its GSR 2025 performance data expected to be released by 31 May 2026. CICT’s properties and employees are included within the scope of CLI's external assurance engagement. This Report is to be read in conjunction with CICT’s AR 2025. In line with our commitment to environmental sustainability, this Report is not printed. 1 Employees hired by, and / or report to, and / or provide dedicated services to the Manager. About the Report Board Statement At CICT, we are committed to growing in a responsible manner, by delivering long-term economic value and contributing to the environmental and social well-being of our communities. The operations of CICT’s properties are managed by the property managers (which mainly comprise subsidiaries of CLI), in accordance with the property management agreements. The material ESG factors have been identified with set targets for 2030, considering CICT’s business focus and in alignment with the CLI 2030 SMP. Advancing towards a common set of goals, the CICTML Board has reviewed and endorsed the material ESG factors put up by the management team. CICT’s ESG factors aim to maximise impact through building portfolio resilience, optimising resources, enabling thriving and future-adaptive communities, and stewarding responsible business conduct and governance. The CICTML Board is responsible for overseeing CICT’s sustainability efforts and takes these ESG factors into consideration when determining its strategic direction and priorities. The CICTML Board also approves the executive compensation framework based on the principle of linking pay to performance. The Manager’s business plans are translated to both quantitative and qualitative performance targets, including sustainable corporate practices. Sustainability Report 2025 1
01 03 02 04 Integrity Enterprising Winning Mindset Respect Core Values UN SDGs Supported Contents Overview About The Report and Board Statement 01 Pathways & Trends 04 CEO Message 06 ESG Highlights 07 Corporate Governance Highlights 08 Awards & Recognition 09 Sustainability Approach 10 Environmental Commitments & Progress 14 Climate Resilience (Adaptation and Mitigation) 16 Carbon Emissions 21 Energy Efficiency 22 Water Management 24 Waste Management / Circularity 25 Biodiversity / Natural Capital 26 Innovative Solutions for A Sustainable Tomorrow 26 Social Commitments & Progress 28 Health & Safety 29 Social Integration 32 Engaging Our Stakeholders 33 Our Shoppers 36 Our Tenants and Community 40 Our Investors 44 Our Employees 46 Our Suppliers 51 Governance Commitments & Progress 52 Corporate Governance 54 Risk Management 56 Financial 57 References GRI Content Index 58 Information on CICT's Website Climate Scenario Analysis 2022 SR 2025 Data Pack, comprising: • GHG Emissions Data Methodology • Key ESG Data Summary • Portfolio Green Ratings and Universal Design Awards • IFRS S2 Content Index • IFRS Volume 36 – Real Estate Metrics • United Nations Global Compact Growing Responsibly We will grow in a responsible manner, deliver long‑term economic value, and contribute to the environmental and social well‑being of our communities. For Our Shoppers To understand our shoppers’ needs, enhance their experiences and improve the appeal of our malls For Our Tenants To be the landlord of choice by understanding our tenants’ needs and concerns and enrich their workplace experiences For Our Communities To build vibrant communities and create a sense of belonging For Our Investors To provide timely and consistent communication to investors and be a choice investment For Our Employees To develop a high-performance work culture that embraces diversity and teamwork For Our Suppliers To be a fair and reasonable buyer of goods and services and share industry best practices CapitaLand Integrated Commercial Trust 2 3 Sustainability Report 2025
CapitaLand Integrated Commercial Trust 4 1 CICT relies on CLI's external assurance conducted annually since its 2010 GSR under CapitaLand Limited. The assured data covers the sustainability performance of CLI’s global operations and portfolio, which includes CICT properties in Singapore. 5 Sustainability Report 2025 Pathways & Trends Leveraging CLI 2030 SMP Pathways The 2030 SMP sets out CLI’s sustainability ambitions and provides a framework aligned with its business strategy and climate science. CICT takes guidance from this framework in setting sustainability priorities to ensure our efforts are aligned and directed towards a common objective. The 2030 SMP is reviewed and refined periodically to remain relevant. CLI will adapt its strategies as technologies evolve, stakeholder expectations change, and new climate solutions emerge. For more information, please refer to the 2030 SMP here. Thriving and Future-Adaptive Communities Focus Areas: Social Impact Human Capital Development Health and Wellness Customer and Supplier Partnerships CapitaLand Hope Foundation as a vehicle to amplify the social impact of our contribution to the communities by collaborating with ecosystem partners to support key underserved needs of children, youth and seniors through donations, volunteerism and thought leadership. Build a culture of volunteerism among staff and leveraging its ecosystem to rally customers and business partners to do good together. Develop capability and build a culture of sustainability throughout the organisation. Empower staff with relevant knowledge and skillsets to make decisions that align with our sustainability goals. Cultivate stakeholder engagement through thought leadership and advocacy, towards ensuring CapitaLand as a sustainable brand that cares for the environment and communities that it serves. Enable Portfolio Resilience and Resource Efficiency Focus Areas: Low Carbon Transition Water Conservation and Resilience Waste Management and Circular Economy Integrate sustainability in the entire real estate life cycle. In particular, factoring environmental and social (including health and safety) impact assessments and an internal carbon price into the investment evaluation process. Source climate-technology solutions through the global CSXC for piloting and adoption throughout the portfolio. Use data analytics and digitalisation to track and analyse trends in environment parameters and use the insights for portfolio optimisation. Strengthen innovation and collaboration by tapping on the S$50 million CIF, and by sourcing globally and within CLI for new ideas and technologies to meet our bold sustainability ambitions. Work with partners to create shared values that benefit the wider real estate community through partnerships and mentorships. Raise capital through sustainable finance instruments. By embracing sustainable finance initiatives that demonstrate our sustainability leadership. Any interest rate savings can be redirected into our decarbonisation efforts. Build Responsible Business Conduct and Governance Focus Areas: Corporate Governance Transparent Reporting ESG Risk Management Ensure robust ESG governance structure, where the Board of CICTML reviews and endorses key material ESG issues and the sustainability strategy presented by Management. The management and the CICT sustainability committee are responsible for execution on the ground through cross-team collaboration. Monitor and report to ensure transparency of sustainability progress. Continue to validate performance by external assurance1 and align sustainability reports to international standards and frameworks. Integrate ESG into Balanced Scorecard Framework and sustainability targets embedded in policies, processes, best practices, and key performance indicators. Steward
CapitaLand Integrated Commercial Trust 6 CEO Message At CICT, we are committed to creating long-term value for our stakeholders by integrating sustainability into our business model. As Singapore’s largest REIT and a proxy for the commercial real estate market, we have a responsibility to build a resilient, future-ready portfolio. Guided by CLI's 2030 SMP, we continued to make steady progress towards our sustainability targets in 2025 through the collective efforts of our Board, management and teams, in close partnership with our stakeholders. Reducing our environmental footprint Our environmental strategy focuses on managing and reducing our environmental impacts, pursuing green initiatives and innovations that promote energy efficiency across our assets, and strengthening climate resilience by diligently identifying and managing our climate-related risks and opportunities. Our portfolio remained 100% green‑rated as at end-2025. During the year, three properties achieved higher levels of green building certifications. Notably, The Atrium@Orchard became Singapore’s first operational office-retail building to attain the BCA Green Mark Platinum (Super Low Energy) certification, which recognises buildings that achieve at least 60% energy savings while meeting stringent standards for renewable energy integration and intelligent energy management. Asia Square Tower 2 also attained the same distinction, affirming its position among best-in-class sustainable buildings. Raffles City Singapore was upgraded to Green Mark Platinum certification from GoldPLUS. These milestones reflect our commitment to sustainable asset management and operational excellence, amid increasingly stringent BCA standards. CICT also continued to be recognised by global sustainability benchmarks for its ESG performance. Under the GRESB Real Estate Assessment 2025, our ESG benchmark against global standards, CICT maintained its 5-Star Rating with a score of 92 points, a one-point improvement from 2024. We also maintained our MSCI ESG Rating of ‘AA’ for the fourth consecutive year, and continued to be included in the FTSE4Good Index in 2025, marking our 18th consecutive year of inclusion since September 2007. During the year, we continued to tap into sustainability-linked and green financing. In FY 2025, CICT increased its green financing with the issuance of S$150 million 3.088% 7-year fixed rate notes and S$300 million 2.25% 7-year fixed rate notes in March and September 2025 respectively. As at 31 December 2025, the total outstanding sustainability-linked and green financing was S$6.8 billion (31 December 2024: S$4.8 billion), and accounted for about 63% of total borrowings. Maximising social impact We believe our properties play an important role as social hubs that bring people together. In 2025, we continued to strengthen our engagement with tenants, shoppers and communities through many longstanding and diverse programmes held at our properties. These include tenant partnerships, wellness initiatives, and sustainability campaigns. Some examples are: carnivals on heart health in conjunction with National Heart Week and World Heart Day where shoppers could enjoy free health screenings and heart wellness talks; and exhibitions in celebration of SG60, where artwork created from found materials and community contributions were displayed. These efforts support vibrant and engaging spaces that foster meaningful connections and shared experiences, enhancing overall satisfaction. More details can be found in the Social: Engaging our Stakeholders section of this Report. Upholding strong governance Strong governance underpins our sustainability approach. We continue to embed sustainability considerations into our business strategy, risk management and decision-making processes, supported by transparent reporting and robust oversight. As a listed issuer and a constituent of globally recognised ESG indices, CICT has aligned this Report with the IFRS Sustainability Disclosure Standards (Standards) as mandated by SGX RegCo, enhancing the quality and relevance of our sustainability-related disclosures. Our efforts continue to be recognised by leading local and international benchmarks. As a testament to our efforts, CICT was named winner of the Singapore Corporate Governance Award (REITs & Business Trusts Category) at the SIAS Investors’ Choice Awards 2025 and ranked among the top five public listed companies (PLC) in Singapore and top 50 in ASEAN PLC at ASEAN Corporate Governance Awards 2025. Partnering for a sustainable future CICT’s properties continue to serve as testbeds for sustainability initiatives through CLI’s CSXC and CIF. We are excited to pilot new initiatives as featured in this Report. These collaborations allow us to pilot innovative solutions, build capacity across our ecosystem, and foster a culture of shared responsibility for environment stewardship. Looking ahead, we remain committed to integrating sustainability across our portfolio and alongside our tenants, driving meaningful initiatives that make a difference. By delivering consistent progress and practical outcomes, we aim to contribute positively to a more sustainable future while creating enduring value for our stakeholders. Tan Choon Siang Chief Executive Officer We remain committed to integrating sustainability across our portfolio and alongside our tenants, driving meaningful initiatives that make a difference.
To Reduce Absolute Scope 1 & 2 GHG Emissions1 Carbon Emissions Intensity Energy Consumption Intensity Water Consumption2 Intensity Waste Intensity in Daily Operations To Achieve Waste Recycling Rate in Daily Operations Renewable Energy by 46% by 72% by 15% by 15% by 20% 25% 45% Sustainability Report 2025 7 Advancing Our Low Carbon Transition Targets and Performance (reduction targets are based on a 2019 baseline) 13% 24% 21% 14% 16% 10% 2% 1 Refers to gross greenhouse gas emissions. For more information on greenhouse gases covered by this target, please refer to the GHG Emissions Data Methodology available in the SR 2025 Data Pack. CICT plans to address any remaining residual carbon with carbon offsets and are currently reviewing the carbon offsets strategy with CLI. Please see the Carbon Mitigation Hierarchy on page 20 of this Report. 2 All water withdrawn by CICT is assumed to be discharged. For the purposes of this report, the term “water consumption” has been used to represent the water used in CICT’s business operations. 2030 Targets ESG Highlights Embracing the Tenets of Sound Corporate Governance Fostering Positive Change through Social Good Zero Employee Work-related Fatality or Permanent Disability 100% of CICTML Employees Attended Fraud, Bribery & Corruption Awareness Training ~24 Training Hours per Employee ~54% Female Representation in Senior Management Level >98% of Employees Attended at Least One ESG Training 908 Volunteering Hours by Employees 100% Supply Chain Vendors Committed to Abide by Supply Chain Code of Conduct 2025 Progress
Corporate Governance Highlights Board Composition (9 Directors) Board Independence 67% Independent 33% Non-Independent Age Spread Gender Diversity 5 Males 4 Females Tenure Mix 22% 50 years & below 33% 51-60 years old 45% 61 years & above 11% 0-3 years 56% 3-6 years 33% >6 years Meeting Attendance Committee Composition Audit and Risk Committee 4 Members 100% Independent Executive Committee 3 Members 100% NonIndependent Nominating and Remuneration Committee 3 Members 67% Independent 98.4% Board Meeting 100% Audit and Risk Committee Meetings 100% Nominating and Remuneration Committee Meetings 100% Annual General Meeting CapitaLand Integrated Commercial Trust 8
Awards & Recognition Recognition & Rankings Sustainability Report 2025 9 SIAS Investors’ Choice Awards 2025 • Winner - Singapore Corporate Governance Award (REITs and Business Trusts category) Singapore Corporate Awards 2025 • Gold - Best Investor Relations • Gold - Best Annual Report (REITs and Business Trusts category) ASEAN Corporate Governance Awards • O ne of the Top 5 Public Listed Companies (PLC) in Singapore • Top 50 ASEAN PLC Included in the 2025 Fortune Southeast Asia 500 List Singapore Governance and Transparency Index (SGTI) 2025 Ranked 3rd with an overall score of 104.2 (REIT & Business Trust category) Constituent of the FTSE4Good Index Series since September 2007 Sustainalytics Rated 9.0 - Negligible Risk Included in the 2025 Top Rated ESG Companies List Equileap Ranked first in Singapore for gender equality in 2026 GRESB Real Estate Assessment 2025 • Maintained 5-Star Rating with a score of 92 points • Maintained ‘A’ for GRESB Public Disclosure with a score of 100 points REITs Symposium Award 2025 • Winner - Best Managed REIT Award • Winner - Most Preferred REIT Leadership Award
Sustainability Commitment CICT aligns its sustainability goals with CLI to achieve the sustainable performance of its portfolio. Both CICTML and the property managers oversee CICT's business and operations, ensuring adherence to CLI's sustainability framework, policies, and guidelines, including its ethics and business conduct code. Guided by the CLI 2030 SMP, CICT is committed to drive efforts on meeting the SBTi-approved Scope 1 and 2 GHG emissions targets aligned with a 1.5°C trajectory1. CICT is also aligned with CLI’s commitment to achieve Net Zero2 by 2050 for its Scope 1 and 2 GHG emissions. Specific pathways have been established for each ESG pillar and focus area, with strategies to evolve alongside advancements in technology and scientific research. Roadmaps and plans are developed to achieve CICT's sustainability objectives, which will enable the Trust to create a greater positive impact on both the environment and communities. Group-wide Commitment CLI's group-wide sustainability management comes under the purview of a CLI Board Committee – the Executive and Sustainability Committee (ESC)3. The ESC, which is a Board committee, is led by CLI's Chairman. Terms of reference for this committee include overseeing CLI’s sustainability strategies, including providing guidance to management and monitoring progress against achieving the goals of CLI’s sustainability initiatives, as well as oversight of matters relating to climate-related risks and opportunities. The CLI ESC is supported by the CLI Leadership Council which makes strategic resource allocation decisions. The sustainability work teams comprise representatives from CLI’s business units and corporate functions. Each business unit has its own EHS Committee to drive initiatives. More information about how the ESC takes into account sustainability issues, including climate-related risks and opportunities, when overseeing strategic and investment decisions can be found in CLI’s Corporate Governance Report in its Annual Report 2025. The property managers, led by the CEO of Commercial Management at CLI, have their own EHS committee. The property managers are supported by an Engineering, Systems and Sustainability team responsible for integrating sustainability into operations. Sustainability Approach 1 This is using the absolute contraction approach. 2 This refers to net greenhouse gas emissions. For more information on greenhouse gases covered by the target, please refer to the GHG Emissions Data Methodology. 3 The Executive Committee and the Strategy and Sustainability Committee merged to form the Executive and Sustainability Committee with effect from 1 January 2025. CICT Sustainability Committee CLI Sustainability Management Structure Sustainability work teams include BU representatives Sustainability Committee Chairman: CEO Management Team: • Portfolio Management • Investment • Finance • Investor Relations Focus Management and implementation of CICT’s sustainability objectives and strategies CICTML Board of Directors Working Committee Representatives: • Portfolio Management • Investment • Finance • Investor Relations • Asset Management • Property Management (including Engineering, Systems & Sustainability) Provide boardlevel strategic oversight of ESG policies and integration Provide senior management oversight of ESG implementation** Drive implementation of initiatives under ESG pillars Serve as sustainability champions (accountable for business unit performance) CLI Board of Directors Executive and Sustainability Committee CLI Leadership Council (Comprising Senior Management) Various Sustainability Work Teams / Committees comprising Business units and corporate departments covering Business Unit / REIT CEOs Business Unit / REIT Sustainability Committee Environment, Health and Safety* Stakeholder Engagement Investments, Asset Management Innovation Enterprise Risk Management Human Resource, Group Procurement, others * Includes EHS Internal Audit and Environment Tracking System (ETS) ** Including climate-related risks and opportunities Staff CapitaLand Integrated Commercial Trust 10
Role of CICTML Board, Management and Staff The CICTML Board considers sustainability issues as part of its strategic formulation and confirms the material ESG factors listed by the Manager and property managers. The Board oversees the management and monitoring of the key material ESG factors and determines the Trust’s risk appetite, guiding the nature and extent of material risks that CICT is prepared to accept in pursuit of its strategic and business objectives. Among the material risks, climate change (including climate-related risks and opportunities) is recognised as particularly crucial. The Board is actively involved in discussions on climate-related initiatives and regularly evaluates climate change risks as part of its Enterprise Risk Management (ERM) Framework. Updates to the Board are provided at least biannually during quarterly or ad hoc Board meetings, comprising various climate-related topics, such as the 2030 SMP, climate-related risks and opportunities, green capital expenditure, green ratings of properties, and performance metrics, including carbon emissions data, progress towards reduction targets, and stakeholder expectations regarding climate change. Reports of any environmental incidents, including climate-related damages or disruptions, are also presented to the Board. Environmental impact factors are integral to the asset investment evaluation process and strategy and are accordingly brought to the Board’s attention. The CEO of CICTML, who also serves as an Executive Director, chairs the Sustainability Committee. The committee provides strategic oversight, drives initiatives, and guides reporting on climate-related risks and opportunities, as well as broader environmental issues. The CEO is responsible for CICT’s climaterelated targets. A key objective of the senior management is to transit to a low-carbon business aligned with climate science and to build a resilient and resource-efficient portfolio. To support this, the Directors of CICTML, senior management and relevant stakeholders participate in training sessions regularly to enhance their capacity in managing climate-related risks and opportunities. The frequency and content of these capacity-building training courses are reviewed regularly to incorporate current and emerging issues relating to environmental risk management. Every Board member has participated in sustainability training as mandated by SGX, and all new and existing Board members are briefed on the 2030 SMP, sustainability management at CICT, and climate-related matters. Please refer to page 74 of CICT's AR 2025 for more information on Directors' Development. Roles Responsibilities CEO and Executive Director • Responsible for decisions on ESG-related targets and engagements with stakeholders. Portfolio Management • Works closely with Asset Management and Property Management teams to evaluate solutions relating to matters including green energy procurement, greening of the portfolio and related capital expenditure, and promoting workplace safety and health. • Engages with staff and investors on ESG matters. Investment • Responsible for seeking growth opportunities with climate change impact as one of the assessment criteria. Finance • Responsible for securing green financing and engaging with stakeholders such as bankers and debt investors. Investor Relations • Responsible for engagements with stakeholders including investors and ESG rating agencies as well as ESG reporting matters. Asset Management • Responsible for proposing solutions relating to matters including green energy procurement, greening of the portfolio and related capital expenditure. • Engages various internal stakeholders on ESG matters. Property Management – Operations, Engineering, Systems and Sustainability • Responsible for driving innovative ESG solutions and operational efficiency and processes, including innovations and green initiatives and execute potential scale-up, achieving target consumption savings, promoting workplace safety and health and engaging with staff, tenants, service providers and relevant government agencies for ESG matters. Roles and Responsibilities of CICT’s Sustainability Committee Maintaining Diversity on the Board The CICTML Board embraces diversity and has in place a Board Diversity Policy. The Board Diversity Policy ensures that the Board comprises talented and dedicated Directors with a diverse mix of expertise, experience, perspectives, skills and backgrounds, with due consideration to diversity factors. Diversity factors include, but not limited to, diversity in business or professional experience, age and gender. For more information, please refer to the Corporate Governance section of CICT’s AR 2025. Sustainability Report 2025 11
Materiality The CICTML Board endorses the material ESG issues that are most relevant and significant to CICT and its stakeholders, taking into consideration their relevance or impact to the business, strategy, financial planning, business model and key stakeholders. A double materiality approach is adopted, considering issues which are material from either the impact or financial perspectives1, or both. Potentially material ESG issues arising from activities across CICT and CLI’s value chain (including immediate and longer term risks and opportunities) are identified primarily through ongoing engagement with the CICT team, CLI’s business units and external stakeholders. In addition, we review various sources including investor questionnaires, and ESG surveys, benchmarks and frameworks such as GRESB and SASB to enhance our understanding of the industry's material ESG issues. In addition, CICT has a regular process to review, assess and feedback in relation to ESG topics. The FY 2025 review affirmed the robustness of core material topics, while introducing refinements to align with evolving standards and investor priorities. Key updates include a stronger emphasis on Climate Resilience (Adaptation and Mitigation) to address specific investor focus on climate-related risks, expanding the Waste Management topic to include Circularity and encompassing upstream and lifecycle activities like usage of recycled materials, as well as introducing references to Natural Capital alongside Biodiversity to acknowledge the growing relevance of the Taskforce on Nature-related Financial Disclosures (TNFD) and anticipated IFRS S3 Disclosure Standards on Biodiversity, Ecosystems and Ecosystem Services. Identified material issues are reported in a corporate risk register through the annual group-wide RCSA exercise2, which identifies, assesses and documents material risks and the corresponding internal controls to manage those risks. The material risks include fraud, bribery and corruption, climaterelated, safety, health and well-being, and human capital which are ESG-relevant. Identified material ESG issues are then prioritised based on the likelihood and potential impact on CICT’s business continuity. For external stakeholders, priority is given to issues important to the community and applicable to CICT and CLI. i Economic Performance, Market Presence and Governance are deemed to be material for CICT but not considered as ESG Factors. • Risk and Control Self Assessment Exercise • GRESB Assessment • S&P Dow Jones Sustainability Assessment • Surveys • Engagements • Feedback • ISSB • GRI Standards • UN SDGs • SASB real estate sector-specific standards Seek Board’s endorsement for prioritised material ESG factors Material ESG Factorsi Priority List • See table on the Prioritisation of Material ESG Issues on page 13 of this Report. Reference other ESG standards & frameworks: Review material ESG Factors through the assessment of: Regular Review, Assessment and Feedback Process for Material ESG Factors 1 To identify ESG issues which are potentially financially material, CICT takes reference from the SASB Standards for Real Estate and Real Estate Services, which identify sustainability factors that are material to short, medium, and long-term enterprise value for the industry. 2 For more information on CICT’s ERM and the group-wide RCSA exercise, please refer to the Risk Management section of CICT’s AR 2025 and the Risk Management section under Governance of this Report. Sustainability Approach CapitaLand Integrated Commercial Trust 12
1 Includes green leases and tenant engagement on ESG matters. 2 Includes products and services promoting customer health and safety, and green-certified buildings. 3 Includes consideration of compliance, economic performance and cybersecurity. 4 Relates to our zero tolerance stance regarding child / forced labour and covers employees and supply chain. Social Prioritisation of ESG Material Issues Environmental Critical • Climate resilience (adaptation and mitigation) • Energy efficiency • Water management Moderate and Emerging • Waste management / Circularity • Biodiversity / Natural capital Critical • Occupational health and safety • Human capital • Stakeholder engagement1 • Products and services2 • Supply chain management • Diversity (Board and staff) Moderate and Emerging • Human rights4 Governance Critical • Risk management3 • Business ethics Sustainability Report 2025 13
Environmental Commitments & Progress Please refer to CICT's website for information on our Environmental Framework. Low-carbon Transition Achieve science-based target of reducing absolute Scope 1 and 2 GHG emissions by 46% from 2019 baseline1 13% reduction in absolute Scope 1 and 2 GHG emissions Reduce carbon emissions intensity by 72% from 2019 baseline 24% reduction in carbon emissions intensity Continue to enhance climate‑related disclosures Reduce energy consumption intensity by 15% from 2019 baseline 21% reduction in energy consumption intensity Generate 45% of total electricity consumption from renewable sources 2% of total electricity consumption from renewable sources Achieve a minimum green rating for all operating properties 100% of CICT portfolio by GFA are minimally BCA Green Mark certified or equivalent Water Conservation and Resilience Reduce water consumption intensity by 15% from 2019 baseline 14% reduction in water consumption intensity Waste Management and Circular Economy Reduce waste intensity in our day‑to‑day operations by 20% from 2019 baseline 16% reduction in waste intensity Achieve 25% recycling rate in our day‑to-day operations 10% recycling rate Sustainable Innovation and Technology Actively embrace innovation to ensure commercial viability without compromising the environment for future generations 10 innovations and green initiatives are underway or pending installation in CICT properties (more details in "Innovative Solutions For A Sustainable Tomorrow" section on pages 26 to 27 of this Report) Sustainable Operation Excellence Obtain ISO 14001 certification for EMS Maintained ISO 14001 for EMS EMS is externally audited annually, providing assurance to top management and external investors on CICT's compliance and alignment to best practices 1 This refers to gross greenhouse gas emissions. For more information on greenhouse gases covered by this target, please refer to the GHG Emissions Data Methodology. CICT plans to address any remaining residual carbon with carbon offsets and are currently reviewing the carbon offsets strategy with CLI. Please see the Carbon Mitigation Hierarchy on page 20 of this Report. Areas of Focus 2030 Targets & Commitments 2025 Performance UN SDGs Supported CapitaLand Integrated Commercial Trust 14
Ensuring Sustainability and Safety of Operations and Properties Guided by CLI’s EHS Policy, CICT is committed to protecting the environment and upholding the occupational health and safety of everyone in the workplace and properties. This policy is readily available to all staff, suppliers, service providers and partners. CICT adopts CLI’s EMS to effectively track and manage its properties' environmental footprint. The EMS is integrated with the OHS Management System to form a comprehensive EHS Management System (EHSMS). The EHSMS is third-party audited and certified to ISO 14001 and ISO 45001 standards, ensuring compliance with globally recognised environmental and occupational health and safety management benchmarks. It provides a systematic framework to identify, assess, and mitigate significant environmental aspects of business operations, using a rigorous risk assessment methodology that considers occurrence probability, potential impact severity, and control measures. Staff actively contribute to reducing CICT’s environmental footprint by reporting environmental issues, non-compliances and non-conformities, fostering a proactive and comprehensive approach to sustainability. Internal and External Audits As a CLI-sponsored REIT, CICT taps into the internal and external audit system of CLI to ensure that the implementation of its EMS is effective and aligned with the ISO 14001 and ISO 45001 standards. External audits are conducted annually by a third-party accredited certification organisation. The ISO 14001 certification encompasses all business functions in Singapore covering property development, property management, corporate management and operations. Third-party managed properties in Australia and Germany are excluded. Through CLI’s ETS, CICT monitors energy and water usage, waste generation, and carbon emissions across its portfolio. The system evaluates initiatives such as efficiency measures, biodiversity risk assessments, and physical risk management, including flood risk and water management. Since migrating to a cloud-based platform, data tracking and accuracy have significantly improved, enabling better benchmarking and identifying efficiency opportunities. The platform also helps each property team to analyse targets, review trends, and refine consumption strategies. At the business unit and Group levels, consolidated data is assessed to track progress against reduction targets, with regular desktop audits ensuring compliance and performance monitoring. Since 2021, the ETS has started tracking the performance of its properties against the 2030 SMP targets and new indicators, such as green building certifications of each property. Committed to Green Building Rating CICT’s portfolio remained 100% green-rated as at 31 December 2025 with all 2025 renewals successfully extended or recertified. In 2025, The Atrium@Orchard became Singapore’s first operational office‑retail building to achieve BCA Green Mark Platinum (Super Low Energy), while Asia Square Tower 2 also attained the same certification. In addition, Raffles City Singapore was upgraded to Green Mark Platinum from GoldPLUS. The portfolio’s green certifications are shown in the chart below; the individual properties' green ratings are available in the SR 2025 Data Pack. Standardising our green ratings with globally recognised certification organisations strengthens the rigour and credibility of our portfolio’s green credentials. A diversified mix of green ratings enhances market recognition and alignment with evolving regulatory and investor expectations, while supporting local and international sustainability goals. This also helps keep our buildings resilient, resource-efficient and future-ready as we transition to a low carbon economy. Our properties hold green certifications including BCA Green Mark, BREEAM, EDGE, Green Star, LEED and NABERS. Each certification focuses on different sustainability dimensions: LEED and BREEAM emphasise on whole building efficiency; Green Star and NABERS prioritise environmental impact and operational performance; BCA Green Mark and EDGE focus on resource efficiency and sustainable design, amongst others. Green Ratings by GFA as at 31 March 2026 (%) BCA Green Mark Platinum 55.3 BCA Green Mark Gold & GoldPLUS 27.7 NABERS Energy 6.0 BREEAM Good 4.2 EDGE 3.5 LEED 2.8 Green Star 0.6 Sustainability Report 2025 15
Setting Green Rating Targets By 2030, CICT aims to have all its existing operating properties environmentally friendly and achieving a minimum certification level from a green rating system endorsed by a national government ministry / agency or the World Green Building Council. For new developments in Singapore, CICT sets the BCA Green Mark GoldPLUS as the baseline target certification. Committed to ongoing sustainability, CICT plans to regularly update and sustain its portfolio's green certifications, striving to attain at least the BCA Green Mark standard for all operating properties. Encouraging Tenant Green Lease Programme Beyond developing and investing in environmentally sustainable properties and managing them according to best practices, CICT acknowledges the importance of collaboration with tenants in influencing and supporting its sustainability goals. CICT’s Singapore properties have a green lease programme setting minimum standards for tenant equipment and lighting efficiency. Over 97% of CICT’s Singapore portfolio, based on net lettable area, has adopted these green leases as at 31 December 2025. In addition, a green fit-out guide is given to new tenants to encourage the adoption of greener fit-outs, lighting efficiency requirements and to promote green practices and behaviour. Climate Resilience (Adaptation and Mitigation) CICT aims to achieve operational efficiency and long-term sustainability for its real estate portfolio through efficient and responsible resource and waste management as well as the consideration of community impact. Managing climate-related risks and opportunities CICT recognises the impact of climate change on its portfolio presents both risks and opportunities. In pursuing a low-carbon transition, CICT aims to mitigate transition risks while building portfolio resilience against the physical risks of climate change through adaptation. CICT began incorporating initial climate-related disclosures aligned with the IFRS sustainability disclosures in FY 2024, and from FY 2025 is in full alignment with IFRS S2 and climate-relevant provisions of IFRS S1, following the mandatory requirement by SGX RegCo for climate-related disclosures. These disclosures build on CICT’s past disclosures following the TCFD recommendations, which are now incorporated into IFRS S2 and overseen by the ISSB. In response to evolving climate-related disclosure standards and investor demand for sustainability-related financial information, CICT will continue to enhance its reporting to meet emerging best practices and regulatory requirements. For identifying climate-related risks and opportunities, CICT generally considers the short-term time frame to be within two to three years, medium-term time frame to be until 2030, and long-term time frame to be beyond 2030. These timeframes align with our business planning cycles. IFRS S2 10(c), 10(d) CICT's Approach Climate Transition Plan – Governance The CICTML Board considers sustainability issues as part of its strategic formulation, determines the material ESG factors and oversees the endorsement and monitoring of the material ESG factors. The Board approves the Trust’s risk appetite, which determines the nature and extent of material risks that CICT is willing to take to achieve its strategic and business objectives. The Board oversees CICT’s Enterprise Risk Management (ERM) Framework, and regularly reviews CICT’s risk profile, material risks and mitigation strategies. IFRS S2 6(a)(i), 6(a)(iv) The Board is actively involved in discussions on climate-related initiatives and environmental performance metrics. Taking the lead from CLI, the Board is updated on relevant climate-related topics including the 2030 SMP, green capital expenditure plans, performance metrics such as carbon emissions, progress on the reduction targets, as well as stakeholders’ expectations on climate change. IFRS S2 6(a)(iii), 6(a)(v) Physical climate risks are also reported to the Board. EHS factors are considered as part of CICT's investment evaluation process and strategy, and presented to the Board as part of the proposed investment plan. IFRS S2 6(a)(iv) As CICT's portfolio is part of CLI's portfolio, its climate transition plan is aligned with the 2030 SMP. Please refer to pages 12-17 of the CLI Global Sustainability Report 2024 for more details on CLI's climate transition plan. More details on CICT's Sustainability Approach are found on pages 10 to 13 of this Report. IFRS S2 6(a), 6(b) Environmental CapitaLand Integrated Commercial Trust 16
Climate Transition Plan – Strategy CICT’s portfolio has gone through a process of climate scenario analysis in 2022 to understand how the identified climate‑related risks and opportunities could impact future operations. IFRS S2 22(b)(ii) The analysis considers scenarios based on the latest global and scientific developments (scenarios from 1.5°C to 3°C for immediate to long-term time frames), to draw conclusions on the financially material physical and transition risks and validate its current strategy. Together with CLI, CICT regularly reviews the mitigation and adaptation plans, and identifies opportunities, in alignment with the 2030 SMP. The 2030 SMP is designed to build resilience throughout CLI and CICT's operations and future-proof the real estate portfolio against climate change risks. The same plan will also avoid premature obsolescence and adopt available opportunities. IFRS S2 22(b)(i) From CICT’s climate scenario analysis, it was determined that CICT’s business strategy remains relevant and no changes to it are required to address identified climate-related risks and opportunities. IFRS S2 14(a)(i), 22(a)(i) While scenario analysis serves as a helpful tool to facilitate informed decision-making and test business resilience against plausible futures, it is not a precise predictor of future performance and outcomes. We acknowledge the inherent limitations and uncertainties associated with this modelling, particularly in relation to potential future changes in policy, market conditions and technology. Accordingly, these strategic insights should be interpreted in the context of evolving global climate trajectories and may require periodic review and update. IFRS S2 10(a), 10(b), 10(c), 10(d), 13(a), 13(b), 22(a) Potential impacts of climate-related risks and opportunities assessed across the portfolio were identified under the different scenarios. CICT faces more exposure to physical risks under the 3°C scenario in the long term relative to transition risks as minimal transition policies are expected to be in place and the development of low-carbon technology or related market changes may take time. Conversely, under the 1.5°C and 2°C scenarios, CICT faces higher levels of transition risks as more stringent climate-related policies are expected to be introduced and implemented. IFRS S2 22(b)(i) While CICT has disclosed the identified climate-related risks and opportunities and associated risk ratings as part of the climate scenario analysis, more detailed quantitative information relating to these risks are not currently disclosed. The financial effects of each known risk and opportunity are not separately identifiable at present, and contains an inherent level of measurement uncertainty. The insights on both quantitative and qualitative assessments of the risks identified provide a basis for the next steps in understanding the severity of risk impacts across time horizons1. IFRS S2 15(a), 15(b), 16(a), 16(b), 16(c), 16(d), 22(b) The outcomes of the 2022 climate scenario analysis for CICT’s portfolio and the mitigating measures can be found on pages 26 to 31 of CICT’s Sustainability Report 2023 and on CICT’s website. IFRS S2 10(a), 10(b), 10(c), 13(a), 13(b), 22(a), 22(b) For FY 2025, CICT has affirmed that the outcomes of the 2022 climate scenario analysis remain relevant to CICT’s portfolio. While the climate scenario analysis for physical risk indicated that CICT’s properties had no risk of fluvial flooding, we recognise that intense or prolonged rainfall can cause flooding in certain low-lying areas of Singapore. This reinforced the need for proactive measures. A case study on how we safeguard our properties with flood prevention measures is shared on CICT’s website. Additionally, we are engaging with our tenants to identify climate-related opportunities. As an ongoing process, CICT, alongside CLI, will review and update, if appropriate, the processes associated with risk management in order to account for the identified material environmental and climate-related risks. In 2023, a global CLI portfolio review was conducted to assess the capital expenditure (CapEx) required to meet the 2030 SMP environmental targets. This review aimed to ensure that sufficient CapEx to enhance assets’ environmental performance was incorporated into the annual budgets of the respective business units. To support the achievement of the 2030 SMP targets, CICT actively reviews and rejuvenates its portfolio assets to ensure their market relevance and long‑term value creation, while closely monitoring, tracking, and governing CapEx deployed for these asset enhancement initiatives. IFRS S2 14(a)(i), 14(a)(iv), 14(a)(v), 14(b), 29(e) CICT leverages CLI’s SBG to ensure environmental considerations are factored in all stages of a project, from feasibility, design, procurement, construction, operations to development. It covers new acquisitions, developments and refurbishments, as well as joint venture developments where CICT has management control. The SBG is regularly reviewed to ensure continuous improvement, with a focus on four key objectives of minimising carbon footprint and energy consumption, water management, reducing the generation of waste, and promoting biodiversity in the real estate life cycle. 1 Time horizons are defined in alignment with our business planning cycles for assessing climate-related risks and opportunities: short-term (2-3 years), medium-term (until 2030), and long-term (beyond 2030). Sustainability Report 2025 17
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