Sustainability Report 2015

We view social and relationship capital as the sum of our trust-based networks and the goodwill forged with our stakeholders through the course of our business activities. While it is inherently challenging to build trust and goodwill, we consistently engage our stakeholders through various meetings and surveys where they can communicate their views and concerns.

Understanding the needs of our diverse stakeholders is critical as it underscores our capacity to mobilise resources effectively and enhance organisational and market performance. In the long-term, this enables us to deliver value more effectively and strengthens our social licence to operate. For this reason, we invest considerable resources in building strategic collaborations with the Public, Private and People (3P) sectors, to create a positive impact on the community.

We define our stakeholders as groups that our business has a significant impact on and those with a vested interest in our operations.

Our key stakeholders include employees, customers, business associates, builders and suppliers, and the local community. Other groups include regulators and key government agencies, non-governmental organisations (NGOs), representatives of the capital market and the media. They are mapped into groups based on their impact on the Company as detailed here.

As part of CDL’s materiality assessment conducted in 2014, we identified and engaged about 30 stakeholders to understand the material issues of CDL that are of concern to them. Details of the materiality assessment can be found here.

In addition, through the various engagement platforms that we have established, we seek to understand our stakeholders’ views, communicate effectively with them and respond to their concerns. Stakeholders’ issues of interest are outlined below.

Stakeholder Issues of Interest

  • Regular dialogue sessions with Senior Management
  • CDL 360 – Company intranet
  • Daily news bulletin
  • Staff Connect (SC) an inter-department committee that organises company-wide activities to foster work-life balance and reinforce team spirit
  • Frequent employee activities
  • Employee volunteering platform – City Sunshine Club (CSC)
  • Biennial Employee Engagement Survey
  • Five-yearly review of Company Vision, Mission and Values (VMV)
  • Employee Assistance Programme (counselling service) and grievance platforms
  • Training and development opportunities
  • Efforts to promote work-life balance
  • Remuneration and benefits
  • Employee welfare and well-being
  • Employee volunteerism
Human Capital,
Social and Relationship
  • Homebuyers – Temporary Occupation Permit (TOP)16 Welcome Parties, Green Living kits
  • Post-TOP customer satisfaction surveys
  • Tenants – Project: Eco-Office kits, recycling programme, 1ºC Up campaign, Green Lease Partnership Programme, green fitting out kits
  • Annual tenant satisfaction surveys
  • Workmanship
  • Design
  • Communication
  • Management of facilities
  • Customer experience
  • Support commitment to environmental conservation
Social and Relationship
Capital, Natural Capital
Builders and
  • Environmental, Health and Safety (EHS) Policy and quarterly EHS seminars
  • Quarterly EHS audits
  • Annual EHS Awards
  • EHS risk assessments at design and construction stages
  • Annual CDL EHS Cup soccer league
  • Design and construction vision
  • Annual vendor evaluation
  • Design and quality
  • Occupational health
  • Safety practices
  • Workers welfare and well-being
  • Environmental compliance
Human Capital,
Social and Relationship
Capital, Natural Capital
  • Public communications plan for residents within a 100 m radius of our new developments
  • Sustainability reports
  • Participation in external conferences/forums
  • Corporate advertisements
  • Consultation and sharing with academics, NGOs and business associations
  • “Beauty of Nature” calendar series
  • Informing the surrounding community about our development plans
  • Collaborations to raise eco-awareness amongst the community
  • Advocating best practices
  • Promoting youth engagement platforms
Social and Relationship
Analysts and
  • Annual general meetings
  • Biannual financial results briefings
  • Quarterly financial results announcements
  • Regular analyst and investor meetings
  • Media releases and interviews
  • Annual reports
  • Sustainability reports
  • Company website
  • Project launches (as required)
  • Timely and active response
    to Environmental, Social and
    Governance (ESG) rating agencies and analysts
  • Growth trajectory
  • Market diversification
  • Risk management
  • Corporate governance
  • EHS-related performance
  • Response to climate change
  • Sustainability
    reporting standards
  • Advocating green
    consumerism in
  • Programmes to
    advocate greener
    occupant behaviours
Financial Capital,
Social and Relationship
Agencies and
  • Senior Management representation on boards of various industry bodies and sustainability related public discussions
  • Regulatory readiness to the Singapore Government’s commitment to manage carbon emissions
  • Longstanding partner of various national programmes
  • Green building developments
  • Developing programmes to advocate greener occupant behaviours
  • Advocating green consumerism in Singapore
  • Collaborations to develop best practice toolkits
Social and Relationship


16 In Singapore, the Commissioner of Building Control will issue the TOP to a building project when it is completed. A building can only be occupied when a Certificate of Statutory Completion or TOP is granted.