Sustainability Report 2015

Leadership and Culture

In line with CDL’s strategy to bring fresh perspectives to address a rapidly changing and competitive business landscape and to be less Singapore-centric, we announced several new appointments to our Senior Management Team (SMT) in 2014. These included a Deputy Chairman, Chief Executive Officer (CEO), Chief Investment Officer, Chief Strategy Officer, Chief Sustainability Officer and Chief Marketing Officer, to strengthen and deepen the expertise of the management team as the Company focuses on setting up synergistic platforms to capitalise on growth markets overseas and for risk diversification.

Communicating Within

Aligning our corporate culture and employees’ commitment with the Company’s strategic goals is key to our business sustainability. As such, we make it a point to provide employees with a clear direction through regular communication and review of processes at all levels. Our senior management and Heads of Departments (HODs), who are highly involved in setting the direction, meet regularly to look into key issues. Our review and communication processes include:

  • Weekly SMT Meetings to discuss and review strategic initiatives.
  • Monthly HOD Meetings for operational updates and senior leaders’ directions on operational initiatives.
  • Quarterly Business Operations Meetings where frontline HODs review operational issues.
  • Quarterly Risk Management Committee (RMC) Meetings chaired by our CEO and attended by members of SMT and HODs who are in charge of the strategic risks of the Company to provide risk management updates, guidance and reporting of key risk issues. The RMC also reports quarterly to the Board Audit and Risk Committee (ARC).
  • Regular taskforce meetings chaired by our CEO/ Group General Manager/ Chiefs on matters such as CSR, risk management and ISO 14001.
  • Previous Meet-the-Managing Director sessions were replaced by CEO staff dialogues where our CEO receives feedback from staff and shares top management’s vision for CDL.
  • Staff events throughout the year where top management communicates business directions and challenges, celebrates good results and addresses employees’ queries.
  • A structured induction programme where HODs brief new hires on their respective departments, and the Human Resources (HR) department shares on CDL’s organisation profile, Vision, Mission and Values (VMV).
  • Our intranet, CDL360, is an employee communications platform for CDL’s VMV, Code of Business Conduct and Ethics, company policies, news about CDL, CSR information and Company-wide announcements.

We recognise that organisational capital is intangible and it may not be meaningful to quantify its performance. However, where applicable, we have strived to align our policies and practices to best-in-class, international and national standards including:

  • ISO 9001 – Quality Management
  • ISO 14001 – Environmental Management
  • ISO 26000 – Guidance on Social Responsibility
  • ISO 50001 – Energy Management Systems
  • OHSAS 18001 – Occupational Health and Safety Management
  • Global 100 Most Sustainable Corporations in the World
  • FTSE4Good Index Series
  • Dow Jones Sustainability Indices
  • MSCI Environmental, Social and Governance (ESG) Indexes
  • Global Real Estate Sustainability Benchmark (GRESB)
  • Channel NewsAsia Sustainability Ranking

As part of continuous improvement, our CEO conducted a workshop in August 2014 with the SMT and key HODs to review CDL’s business directions. The team identified new goals, discussed changes to CDL’s VMV, and brainstormed on the critical success factors and challenges for our business. With inputs from our management, an employee taskforce involving a group of high potential employees and the Branding & Strategic Marketing team took on the task of rebranding CDL’s VMV. Employee focus group sessions reviewed the relevance of current VMV and identified gaps.

Such structures and processes not only build institutional knowledge, but also facilitate continuous improvement to achieve a critical advantage in an increasingly competitive and challenging industry.