Leadership and Culture
The Company has a strong commitment to the triple bottom line approach established by our late Deputy Chairman Mr Kwek Leng Joo two decades ago. Today the Company continues this strong DNA of doing well financially and doing good for the society and the environment, under the leadership of our CEO.
Refining our Vision, Mission and Values (VMV)
Our corporate VMV established since the mid-1990s has gained us good stead in directing our paths towards strong, ethical and sustained business growth. To complement the Company’s business strategy in today’s fast-evolving business environment, an enhanced set of corporate VMV has been set.
The refined VMV, proposed by our Top Management and approved by the Board in 2015, was the result of a rigorous process of internal consultations and gap analysis led by senior staff, Head of Departments (HODs), and a group of high potential employees. The new VMV can be found here. The enhanced VMV will guide our actions in supporting the Company’s new direction, expanded operating environments, and changing expectations of stakeholders, employees and customers.
A town hall involving all staff was held in April 2016 to launch the new VMV and our employees continue to share their stories of how they are applying CDL’s VMV in their everyday interactions towards an enduring and sustainable business.
Setting the Tone for Communication through All Levels
Aligning our corporate culture and employees’ commitment with the Company’s strategic goals is key to our business performance and sustainability. We provide employees with clear directions through regular communication and review of processes at all levels. Our Senior Management and HODs, who are highly involved in setting the direction, meet regularly to look into key issues. Our review and communication channels include:
- Weekly Senior Management Meetings to discuss and review strategic initiatives
- Monthly HOD Meetings for operational updates and senior leaders’ directions
- 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 Senior Management and HODs in charge of the Company’s strategic risks to provide 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, ISO 14001, risk management, and tenant engagement
- CEO staff dialogues where our CEO will receive feedback from employees and share Top Management’s vision for CDL
- Town hall and 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, while the Human Resources (HR) department shares on CDL’s VMV and organisation
- CDL360, an employee communications platform updated with CDL’s VMV, Code of Business Conduct and Ethics, corporate policies, HR initiatives, CSR information, Company-wide announcements and news about CDL
Aligning with Best Practices
We recognise that organisational capital is in general qualitative in nature and it may not be meaningful to quantify its performance. However, where applicable, we strive to align our policies and practices to best-in-class, international and national standards and rankings including:
- ISO 9001 — Quality Management
- ISO 14001 — Environmental Management
- ISO 14064 — Greenhouse Gas Emissions
- ISO 26000 — Guidance on Social Responsibility
- ISO 50001 — Energy Management Systems
- OHSAS 18001 — Occupational Health and Safety Management
- Singapore Quality Class
- 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
- Channel NewsAsia Sustainability Ranking
Such structures and processes not only build institutional knowledge, but also facilitate continuous improvement to achieve a significant advantage in an increasingly competitive and challenging industry.