sustainability report 2015 - listed...

SUSTAINABILITY REPORT 2015SUSTAINABILITY REPORT 2015

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CEO’S MESSAGE ON SUSTAINABILITY

As the Manager of Cambridge Industrial Trust (“CITM” or “the Manager”), we are delighted to present our inaugural sustainability report. This report is only available in limited printed copies and in electronic form on our website, in keeping with our sustainability and green efforts.

CIT was offi cially listed on the Mainboard of Singapore Exchange Securities Trading Limited (the “SGX-ST”) in July 2006 as the fi rst independent Real Estate Investment Trust (“REIT”) focusing on pan-Asia industrial real estate. As one of Singapore’s pioneer REITs, we aim to be amongst the fi rst to adopt progressive sustainability practices. We believe that operating our business in a sustainable way is not only “the right thing to do”, but also has a long-term profound positive effect on our business.

Good governance is the cornerstone of sustainability. As the Manager of CIT, we strive to uphold high standards of corporate governance as they are key to protecting the assets of CIT and the interests of its unitholders (“Unitholders”), as well as to enhancing the value of Unitholders’ investment in CIT. As we continue on our journey to become one of Asia’s greenest Industrial REITs, we also need to make sure that our business practices are considerate towards the environment and the community we operate in. We have been working closely with our tenants to adopt appropriate industry best practices in energy saving and cost effi ciency. In the past two years alone, nine of our properties have had solar energy systems installed. Other sustainability initiatives include recycling programmes

OUR COMMITMENT TO SUSTAINABLE GROWTH

and widespread use of energy saving products in our properties as well as in our own offi ce.

As the Manager of CIT, we recognise that our people are the invaluable asset that ensures business continuity and productivity. We believe that retaining the best talent is key to attracting tenants and building lasting relationships with our stakeholders. We provide competitive benefi ts, remunerate team members fairly and invest in developing their skills and careers. We also continuously engage our team members to seek feedback and make improvements.

We place priority on giving back to the community we operate in. Our team members regularly participate in public fund-raising and charity events. We also aim to expand our community engagement beyond the current individual activities to long-term strategic programmes, and engage key NGOs and government organisations to identify these community causes.

We strongly believe that in the long term, our focus on sustainability will place CIT in a stronger position to create value for Unitholders while looking after the broader stakeholder community.

We hope that you will enjoy reading our sustainability report.

MR PHILIP LEVINSON

Chief Executive Offi cer (“CEO”) and Executive Director

Mission and Vision

CEO’S MESSAGE ON SUSTAINABILITY 01Our Commitment to Sustainable Growth 01

INTRODUCTION 02About the Report 03Report Boundaries and Reporting Period 03Stakeholder Engagement 05Materiality Assessment 06Mapping of Material Issues to GRI 07

FINANCIAL PERFORMANCE 08

SUSTAINABLE BUSINESS & GOVERNANCE 09Singapore Economic Context and Land Tenure 09Capital and Asset Management 09Corporate Governance 09Responsibility of Sustainability 10Enterprise Risk Management 10Compliance 10

PRODUCT RESPONSIBILITY 11Product Responsibility 11Quality of Assets and Services 11Tenants and Visitors – Health, Hygiene and Safety 13Tenant Satisfaction 13

OUR PEOPLE 14Talent Attraction and Retention 14Team Profi le 14Diversity and Equal Opportunity 16Team Member’s Wellness and Engagement 17

COMMUNITY INVESTMENT AND DEVELOPMENT 19

ENVIRONMENT 20Energy and Carbon Emissions 20Water Stewardship 21Waste Management 21

GRI CONTENT INDEX 24General Standard Disclosures 24Specifi c Standard Disclosures 26

Property Locations

CONTENTS

MISSION AND VISION

Cambridge Industrial Trust (“CIT”) is committed to providing

its Unitholders with a stable and secure income stream,

through the pro-active management of its property portfolio

and with the intention to deliver long-term capital growth.

9 Bukit Batok Street 22Mission and Vision

CEO’S MESSAGE ON SUSTAINABILITY 01Our Commitment to Sustainable Growth 01

INTRODUCTION 02About the Report 03Report Boundaries and Reporting Period 03Stakeholder Engagement 05Materiality Assessment 06Mapping of Material Issues to GRI 07

FINANCIAL PERFORMANCE 08

SUSTAINABLE BUSINESS & GOVERNANCE 09Singapore Economic Context and Land Tenure 09Capital and Asset Management 09Corporate Governance 09Responsibility of Sustainability 10Enterprise Risk Management 10Compliance 10

PRODUCT RESPONSIBILITY 11Product Responsibility 11Quality of Assets and Services 11Tenants and Visitors – Health, Hygiene and Safety 13Tenant Satisfaction 13

OUR PEOPLE 14Talent Attraction and Retention 14

14Diversity and Equal Opportunity 16Team Member’s Wellness and Engagement 17

COMMUNITY INVESTMENT AND DEVELOPMENT 19

ENVIRONMENT 20Energy and Carbon Emissions 20Water Stewardship 21Waste Management 21

GRI CONTENT INDEX 24General Standard Disclosures 24

26

Property Locations

CONTENTS

MISSION AND VISION

Cambridge Industrial Trust (“CIT”) is committed to providing

its Unitholders with a stable and secure income stream,

through the pro-active management of its property portfolio

and with the intention to deliver long-term capital growth.

9 Bukit Batok Street 22

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* CITM and CIPM are 80% and 100% owned respectively by Cambridge Real Estate Investment Management Pte Ltd which is indirectly owned by two strategic sponsors, namely, National Australia Bank Group (“NAB”) (70%) and Oxley Global Limited (30%).

Property management

services

Property management and other fees

Ownership of assets

Management services

Management and other fees

Holdings of Units Distributions

Acts on behalf of

Unitholders

SHAREHOLDERS

70%National Australia

Bank Group*

30%Oxley Group*

PROPERTIES

UNITHOLDERS

SHAREHOLDERS

56%National Australia

Bank Group*

24%Oxley Group*

20%Mitsui & Co., Ltd

Cambridge IndustrialProperty Management Pte Ltd

(”CIPM“)

Cambridge Industrial Trust Management Limited

RBC Investor Services Trust

Singapore Limited

MANAGER TRUSTEE

PROPERTYMANAGER

Figure 1: The structure and relationship between CIT, CITM, Cambridge Industrial Property Management Pte Ltd (“CIPM”) and the Unitholders

INTRODUCTION

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About the Report This report has been prepared in accordance with the Global Reporting Initiative (“GRI”) G4 Guidelines – Core, and the GRI Construction and Real Estate Sector Supplement (“CRESS”).

This is CIT’s inaugural sustainability report. The Manager has formulated some specifi c targets for environmental indicators. More structured goals will be established in subsequent years. The Manager has not sought external assurance for this reporting period and will look to have the report verifi ed as reporting and data systems mature over time.

Report Boundaries and Reporting PeriodUnless otherwise stated, this report covers the governance, social and environmental performance of CIT’s properties

in Singapore from 1 January 2015 to 31 December 2015. The environmental performance relates only to the common areas in CIT’s multi-tenanted properties (“MTB”) (Table 1), where the Manager has the ability to monitor and infl uence utilities effi ciency. While the Manager does not have operational control over single-tenanted properties (“STB”), it is in the process of engaging master lessees on sustainability issues and appropriate data collection for future reporting. This report provides a performance comparison between 2015 and 2014 where available.

The Manager aims to publish CIT’s sustainability report on an annual basis, with the objective to track performance and outline the strategies to meet CIT’s sustainability commitments in line with its overall business strategy.

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3 Pioneer Sector 3

INTRODUCTION

Net property income

Trustee fees

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Stakeholder EngagementBoth CITM and CIPM regularly engage with key stakeholder groups in relation to CIT’s business activities. The approach towards stakeholder engagement is summarised below (Table 2). In 2016, additional efforts are taken to engage stakeholders on key governance, social and environmental topics.

Table 2: CITM’s and CIPM’s Approach to Stakeholder Engagement

Stakeholder Group

Modes of Engagement

Key Topics Raised by Stakeholder Group

Organisation's Responses

Unitholders / Investors

• Dedicated Investor Relations team

• Dedicated Investor Relations section in the company’s website

• Quarterly announcement of results

• Biannual results briefi ngs for analysts and the media

• Annual General Meeting• Regular investor meetings• Investor conferences and

Non-Deal Roadshows (“NDRs”)

• Long-term strategy and growth plans

• Operational updates on portfolio performance, asset and capital management, asset enhancement initiatives (“AEIs”), acquisitions and divestments

• Dividends and total returns

CITM continuously improves disclosure and calibrates the business strategy and operational execution to incorporate relevant feedback from investors and other stakeholders

Existing and Potential Tenants and Other End-Users

• Regular site visits, face-to-face meetings and phone calls

• Routine notices / email updates • CIT social / networking events• Targeted sponsorship to

support key tenants’ milestone corporate events

• Tenant satisfaction survey

• Safety and security • Competitive rental rates• Responses to feedback

CIPM will continue to engage tenants through regular sharing and invited interaction sessions, increase tenants survey response and satisfaction rate, and progressively upgrade facilities

Government Agencies and Industrial Organisations

• Periodic participation in industry forums and dialogues

• Membership in relevant industry associations such as APREA

• Meetings and dialogue sessions

• Policy updates and compliance with regulatory requirements (please refer to “Government Relations” for more details.)

• Change of industry regulations

CITM is aware of the regulations, complies with regulatory requirements, keeps up to date with the latest regulations and provides feedback to regulators

Board of directors, management team, team members

• New Directors’ Orientation and Training

• New Team members’ Orientation

• Annual Trainings• Monthly Team members

Meetings• Weekly Heads of

Departments’ Meetings• Bi-annual Performance

Reviews• Company orientation and

induction

• Competitiveness of remuneration and benefi ts

• Career progression• Work-life balance• Team members’ health and

well-Being

CITM provides a healthy working environment by supporting and engaging team members and helping them to achieve personal goals

Local Communities including non-profi t organisations and schools

• Participation in community events

• Partnerships

• Helping the needy groups in society

• Fostering strong community ties

• Strengthening partnerships with organisations of similar corporate values

CITM builds long-term partnerships with the community to fulfi l its role as a good corporate citizen, and aims to contribute to the development of a more caring and responsible society

Properties • 2 Jalan Kilang Barat• 11 Chang Charn• 11 Serangoon North

Ave 5• 12 Ang Mo Kio

Street 65• 21 Ubi Road 1• 54 Serangoon North

Avenue 4• 55 Ubi Avenue 3• 87 Defu Lane• 128 Joo Seng Road• 130 Joo Seng Road• 136 Joo Seng Road

• 9 Bukit Batok Street 22

• 3C Toh Guan Road East

• 30 Toh Guan Road

• 23 Woodlands Terrace

• 3 Pioneer Sector 3

CIT’s Sub-Sectors

Light Industrial• Single- or

multi-storey manufacturing / production facilities with low content of offi ce space

• Tenants are both multi-national corporations (“MNCs”) and local small and medium enterprises (“SMEs”)

• Used for light industrial activities such as light manufacturing, assembly, non-polluting industrial activities and businesses that engage in high technology, R&D or type 1 e-business activities

Warehouse• Single- or multi-

storey manufacturing warehouse facilities with low content of offi ce space

• Tenants are both MNCs and local SMEs

• Used predominantly as storage space for raw materials, semi-fi nished or fi nished goods, light industrial activities such as assembly and packing and self-storage business

General Industrial• Single- or multi-

storey manufacturing / factory facilities with low content of offi ce space

• Tenants are both MNCs and local SMEs

• Used for industrial purposes including but not limited to manufacturing, altering, repairing, fi nishing and precision engineering

Logistics• Single- or

multi-storey distribution and logistics facilities

• Tenants are third party logistics and supply chain management providers or trading companies

Table 1: Nature and List of Properties Included in Scope of Reporting*

INTRODUCTION INTRODUCTION

* Please refer to page 29 for property locations.

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INTRODUCTION INTRODUCTION

Materiality AssessmentThe fi rst formal materiality assessment was conducted in January 2016, guided by independent sustainability consultants. The assessment comprised a four-step process (Figure 2) which took reference from GRI G4 reporting guidelines. All CITM and CIPM heads of department participated in the materiality assessment discussions and their all-round internal and external perspectives were refl ected in the sustainability issues identifi ed as material.

The results of the materiality assessment are refl ected in the Materiality Matrix (Figure 3). Nine sustainability issues were determined to be material to both internal and external stakeholders.

Mapping of Material Issues to GRIFollowing the materiality assessment, the list of material issues identifi ed was subsequently mapped against the GRI G4 aspects (Table 3).

In addition, the Manager has chosen to report on eight other sustainability issues. Although these issues are not deemed material by CIT, they are signifi cant in the context of the real estate industry in which CIT operates in and more broadly in the context of Singapore as CIT’s home base.

All CITM and CIPM heads of department and selected team members voted on materiality issues in separate voting polls. The materiality framework that forms the basis of this report is therefore the result of the combined outcomes of the heads of department’ and the senior management’s voting scores, of which both groups’ anonymous votes were given equal weightage. In future years, CITM will consider involving selected external stakeholders in the assessment of its material issues.

Figure 2: Four-step process for stakeholder engagement

ActivitiesStep GRI Principles for Defi ning Report Content

Sustainability context &

stakeholder inclusiveness

Materiality & stakeholder inclusiveness

Completeness & stakeholder inclusiveness

Sustainability context &

sustainability inclusiveness

Identifi cation of issues

Prioritisation

Validation

Review

• An exhaustive list of governance, social and environment issues was fi rst identifi ed through:– Peer benchmarking and desktop review – Discussion with key representatives across business

units to understand their concerns, and – The concerns of key external stakeholders with whom

they interact the most with

• The issues were then prioritised through an unbiased, anonymous electronic voting exercise with the same selection of key representatives from Step 1.

• The following set of criteria was used to determine the materiality of each issue:– Alignment to the business vision and strategy– Signifi cance of impact on the continuity of the business – Signifi cance of infl uence on key internal and external

stakeholders’ decision-making process

• The results of the materiality exercise were tested in terms of industry and geographic context. The fi nalised issues were subsequently mapped to the GRI G4 reporting guidelines.

• The fi nalised issues were subsequently mapped to the GRI G4 reporting framework

• The material issues selected will continue to be reviewed in subsequent reporting periods to ensure they are still relevant going forward

Figure 3: Materiality Matrix

Material

Additional for

Reporting

NotMaterial

10 13 16

11 14 17

12 15

1 4 7

2 5 8

3 6 9

Imp

ort

ance

to

ext

erna

l sta

keho

lder

s

Importance to internal stakeholdersLow High

High

Table 3: Selected Issues for Reporting1

Matrix Reference Material Issue Mapped GRI Aspects

1 Governance General Standard Disclosure, Anti-corruption, Anti-competitive Behaviour

2 Regulatory Compliance Compliance3 Economic Impact Economic Performance, Local Communities4 Enterprise Risk Management General Standard Disclosure5 Diversity and Equal Opportunity Employment, Diversity and Equal Opportunity6 Team Member Wellness and Engagement General Standard Disclosure, Employment7 Quality of Assets and Services Non-GRI Aspect8 Tenant Satisfaction Product and Service Labelling9 Energy and Carbon Footprint Energy, Emissions

Matrix Reference Additional Issues for Reporting Mapped GRI Aspects10 Singapore Economic Context Non-GRI Aspect11 Lease Tenure Non-GRI Aspect12 Access to Capital Non-GRI Aspect13 Talent Attraction and Retention Employment14 Health, Hygiene & Safety Protection of

Tenants and VisitorsCustomer Health and Safety

15 Water Management Water16 Waste Management Effl uents and Waste17 Environmental Due Diligence

(Environmental Management)Overall, Compliance

1 The issues are not numbered in order of priority or importance. The matrix is an illustration of both material and additional issues selected for reporting. Non-material issues that are not disclosed in the report are not shown.

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FINANCIAL PERFORMANCE SUSTAINABLE BUSINESS & GOVERNANCE

CIT is listed on the SGX-ST and reports its fi nancial performance to its Unitholders on a quarterly basis. At the time of development of this report, the most recent fi nancial results released were for the fi nancial year ended 31 December 2015 (“FY2015”). Gross total revenue for the year was up 13.0% to $112.2 million and net property income increased by 10.7% to

Singapore Economic Context and Land TenureAccording to the Ministry of Trade and Industry (“MTI”), Singapore’s economy grew modestly by 2.0% in 2015, compared with 3.3% in 2014, and the moderation in growth was partly due to economic restructuring. Several policies and initiatives were introduced by the government since 2013 to ensure a sustainable industry property market. These include the imposition of a Seller’s Stamp Duty (“SSD”) on industrial properties, the introduction of a Total Debt Servicing Ratio (“TDSR”) framework for property loans, and the imposition of an Assignment Prohibition Period. For factory, warehouse and business park property markets, the projected trends showed rentals to further ease with passive business confi dence and softening of offi ce rents from oversupply. In addition, there is a general trend of shortened industrial property leases and this creates a challenge for industrial real estate investors as shorter tenures have an impact on the return on investments.

To help CIT better understand how its performance could be impacted by these broader economic and industry trends, the Manager has appointed an independent consultant to conduct a study of the industrial property market in Singapore and prepare a report for the purpose of the Annual Report. For more details on the industry study, please refer to page 48 of the Annual Report.

Capital and Asset ManagementThe Manager continues to focus on its strategy of providing Unitholders with a secure and stable income stream and achieving long-term growth in net asset value. Strong governance structure, appropriate access to capital and due consideration of the broader economic and business environment in Singapore are all key to the execution of this strategy.

The Manager aims to meet its commitment to its Unitholders through the following strategies:

1. Acquisition of value-enhancing properties2. Pro-active asset management3. Divestment of non-core properties4. Prudent capital and risk management

The Manager believes that tenants, individual unitholders, institutional investors and broader stakeholders will have increasingly high expectations for CIT to make positive contributions to society and the environment.

Therefore, these four key strategies also refl ect CIT’s long-term sustainability objectives. CIT has been proactive in upgrading assets by progressively installing solar panels on its properties. By utilising free and renewable energy to complement electricity from the grid, CIT is achieving considerable cost savings. In addition to cost savings, the solar panel initiative also improves environmental outcomes in the long-term and creates shared value for tenants and Unitholders alike through improved fi nancial returns. More information on CIT’s energy initiatives can be found at the ‘Environment’ section of this report.

Corporate Governance Good governance is the cornerstone of sustainability. Upholding high standards of corporate governance is key to protecting the assets of CIT, the interests of its Unitholders and enhancing the value of its Unitholders’ investment. Appointing qualifi ed and experienced professionals at both CITM and CIPM is key to upholding the highest corporate governance standards and gaining the trust of Unitholders. Responsible leadership in turn leads to sustainable long-term business continuity and creates stability in the market in which CIT operates in.

The Manager has general powers of management over the real estate and real estate related assets of CIT and its main responsibilities are listed below:

1. Manage assets and liabilities in the interest of Unitholders

2. Set strategic direction for the business of CIT3. Give recommendations to the trustee of CIT in

accordance with the stated investment strategy4. Capital and risk management of CIT5. Compliance with the applicable provisions of

the Securities and Futures Act (“SFA”) and all other relevant legislation, including the rules of the SGX-ST Listing Manual (“Listing Manual”), the Code on Collective Investment Schemes (including its property funds appendix (“Property Funds Appendix”)) and the trust deed, and lastly,

6. Supervision of the performance of the property manager of CIT.

For more details on CIT’s approach to corporate governance, including how Board members are appointed and remunerated, please refer to the ‘Corporate Governance’ section from pages 77 to 92 of the Annual Report.

$86.2 million. As of 31 December 2015, CIT’s total investment properties were valued at $1.42 billion compared to $1.37 billion in the previous year. For more details on CIT’s fi nancial performance in 2015, please refer to the fi nancial report starting from page 93 of CIT’s Annual Report for FY2015 (“Annual Report”).

Figure 4: Key fi nancial highlights for CIT in 2015

Invested

$40,000* In the Community

$61.8* Million of

Total Distributable Income

$86.2* Million of

Net Property Income

13%Increase in

Gross Total Revenue

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* All numbers shown are in Singapore Dollars (“$”).

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PRODUCT RESPONSIBILITYSUSTAINABLE BUSINESS & GOVERNANCE

Responsibility of SustainabilityIn view of the proposed amendments to the Listing Manual, such as the introduction of rule 711(B) which seeks to implement sustainability reporting on a ‘comply or explain’ basis, CITM has established a Sustainability Reporting Team which reports directly to the Sustainability Committee (Figure 5). Under the guidance of the Board, the Sustainability Committee is responsible for integrating sustainability principles and policies throughout the business in the coming years.

Product ResponsibilityIn line with its core strategies and commitment to produce sustainable growth and value for Unitholders, the Manager must continue to attract and retain high quality tenants for CIT. This is dependent upon providing high quality assets and services, in a safe and secure environment, and seeking and responding to relevant feedback from tenants with their best interests in mind.

Quality of Assets and Services The quality of CIT’s assets and services infl uences the capital value and income generation of CIT, which is critical to the interest of Unitholders. As such, the Manager has put in place Key Performance Indicators (“KPIs”), carried out initiatives to continuously improve the quality of CIT’s assets and aims to achieve appropriate certifi cations and awards that attest to these efforts. A list of Green Mark certifi cations and Solar Pioneer Awards that CIT has achieved are shown in Table 4. The Manager’s commitment to quality service is also evident through the careful selection of reputable vendors and suppliers, whose services are subject to a rigorous annual quality assessment.

The following risks relating to compliance and people are of particular relevance to sustainability and the material aspects in this report, as identifi ed by the Manager:

Regulatory and Compliance RiskAs a Capital Markets Services (“CMS”) licence holder, CITM is required to comply with the relevant legislation and regulations issued by the Monetary Authority of Singapore, SGX-ST and tax rulings issued by the Inland Revenue Authority of Singapore. Thus, any changes in these legislation and regulations may affect CIT’s business, results or operations. The Manager has established relevant regulatory related policies and procedures to ensure CIT’s and CITM’s compliance with the applicable legislation and regulations. Regulatory compliance is being monitored via the reporting of the results of the compliance monitoring programme, non-compliance instances, regulatory breaches and overdue internal / external / regulatory inspection fi ndings.

People RiskPeople are key to CIT’s business. Succession planning is in place for key personnel and staff remuneration is reviewed periodically to ensure it is aligned to the market to retain and reward staff.

For more details on risk management, please refer to pages 20 to 23 of the Annual Report.

ComplianceThe Manager is committed to complying with all laws and regulations to the benefi t of CIT, the Unitholders and the broader economic community. While compliance is mandatory, CIT also views laws and regulations as critical to its role in maintaining Singapore’s reputation as a fair and effi cient place to do business. The Manager monitors its compliance status continually and acknowledges that non-compliance with the laws and regulations is detrimental to Unitholders and may result in penalties (e.g. fi nes, public warnings or reprimands from the relevant authorities), and may even lead to the revocation of CITM’s CMS licence.

The Manager recognises that non-compliance could damage CIT’s reputation and affect the confi dence of the Unitholders and potential investors and is committed to maintaining a good compliance track record.

Enterprise Risk ManagementCITM recognises that risk management is about opportunities as much as it is about threats. To capitalise on opportunities, CITM has to take risks. Therefore risk management is not about pursuing risk minimisation as a goal but rather about optimising the risk-reward relationship, within known and agreed risk appetite levels. CITM therefore, takes risks in a prudent manner for justifi able business reasons.

Risk management is essential to business sustainability. The Manager approaches risk management as a top priority and adopts a formalised four-step process which involves:

1. Risk identifi cation and assessment 2. Risk management application3. Risk monitoring 4. Reporting

The Board of Directors is ultimately responsible for governing risks and ensuring that CITM maintains a sound risk management system and internal controls to safeguard Unitholders’ interests and CIT’s assets.

Figure 5: Sustainability Reporting Committee Structure

CITM BOARD OF DIRECTORS

CITM Sustainability Committee

Sustainability Reporting Team

Table 4: List of Certifi cation and Awards

Name of Awards / Certifi cations / Ratings / Labelling Schemes Property Address Year of Award

Awards

Solar Pioneer Award 2015 43 Tuas View Circuit, 25 Pioneer Crescent, 24 Jurong Port Road, 9 Bukit Batok Street 22, 3C Toh Guan Road East, 23 Woodlands Terrace, 55 Ubi Avenue 3, 11 Serangoon North Avenue 5, 54 Serangoon North Avenue 4, 3 Pioneer Sector 3

2015

Solar Pioneer Award 2014 30 Toh Guan Road 2014

Certifi cations

BCA Green Mark 'Certifi ed' Certifi cation 86 International Road 2Q2016BCA Green Mark 'Gold' Certifi cation 3 Pioneer Sector 3 (New Warehouse) 2015BCA Green Mark 'Certifi ed' Certifi cation 21B Senoko Loop 2015BCA Green Mark 'Certifi ed' Certifi cation 88 International Road 2014BCA Green Mark 'Certifi ed' Certifi cation 30 Toh Guan Road (Annexed warehouse) 2012

21B Senoko Loop 54 Serangoon North Avenue 4

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Tenants SatisfactionIt is part of CITM’s responsibilities to improve the tenants’ experience through regular and progressive upgrading of facilities. For example, in 2015, CIPM upgraded the toilets in seven of the portfolio buildings and enhanced a number of façades.

CIPM also carried out its yearly tenant survey at the end of 2015. 43% of the tenants responded to the survey and the tenant satisfaction achieved was rated above 70%. Feedback gathered centred around property management, service improvements and standards.

In 2016, CITM aims to achieve higher survey participation and improvement in overall satisfaction levels. The feedback received has helped CIPM to better target the facilities improvement programmes in 2016. Some planned improvement programmes include lift modernisation, façade enhancement, landscape improvement and greenery in the common spaces. CIPM will continue to engage the tenants in regular sessions such as networking nights, celebratory events and professional Health and Safety Talks.

PRODUCT RESPONSIBILITYPRODUCT RESPONSIBILITY

Case Study: 3 Pioneer Sector 3 3 Pioneer Sector 3 is a successful example of a landmark AEI which CITM embarked on and completed in 2015. The intiative was aimed at improving the quality of assets for the benefi t of tenants and ultimately investors. Awarded with a BCA Green Mark ‘Gold’ Certifi cation, the building has sustainable features and operational practices which result in signifi cant energy and water savings and reduced carbon emissions (Figure 6), further demonstating CIT’s commitment to sustainability practices.

In addition to the above green features, 3 Pioneer Sector 3 is equipped with a solar energy system, commissioned in December 2015, with an annual generation capacity of approximately 1,700 MWh (1.7 GWh). This installation marked the latest milestone in CIT’s journey to become Asia’s greenest Industrial REIT.

Figure 6: Case Study of 3 Pioneer Sector 3 (New Warehouse)

3 Pioneer Sector 3 (Block 2) is a new 4-storey ramp-up warehouse development with total GFA of 315,350 square feet. It has achieved a Green Mark GOLD certifi cation in 2015. Adjoining to 3 Pioneer Sector 3 (Block 1), it has a combined GFA of 716,510 square feet and is currently the second highest value asset in CIT’s portfolio.

Water Effi ciency Extensive use of High Water Effi cient Fittings with Excellent and Very Good Water Effi ciency Labelling Scheme (“WELS”) rating to promote water savings.

Extensive Use of Environmental Friendly Products Use of Environmental Friendly Products that are certifi ed by Singapore Green Labelling Scheme (“SGLS”) / Singapore Green Building Product (“SGBP”)

Good Building Orientation Building envelope has been designed to minimise direct west sun light and reduce the heat gain into building.

Natural Ventilated and Natural Daylighting Optimisation Design Concept Natural Ventilation and adopt Natural Daylight for all habitable space to optimise the daylight penetration which will help to cut down the usage of artifi cial lighting, thus saving energy.

Cross Ventilation for all Warehouse Space

Key KPIs Estimated Savings Remarks

Energy Saving 61.27% % saving compared to code compliance buildingCO2 emission reduction per year 306.08 tonnes Expressed in tonnes of CO2 (assuming 500g of

CO2 produced for every kWh electricity consumed. 1 tonne of CO2 is equivalent to 1,000kg of CO2)

Water Saving 40.43% % saving compared to code compliance building (operational phase)

70.4% Tenant Satisfaction

3 Pioneer Sector 3 15 Jurong Port Road

Tenants and Visitors – Health, Hygiene and SafetyCITM values the health and safety of its tenants and their visitors and seeks to provide an effi cient and comfortable working environment. CIPM abides by the requirements set out in Occupational Health and Safety Management Systems (OHSAS) 18001:2007, closely monitors operational activity to minimise risk, and carries out improvement measures where necessary.

CIPM is prepared for public health situations caused by seasonal haze and fl u pandemics. Flu pandemic exercises are conducted periodically while N95 masks are routinely made available during heightened haze conditions. In hazardous situations, CIPM would promptly take advice from the local authorities on the appropriate course of action.

Provision of private meters to monitor major water usage.

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OUR PEOPLEOUR PEOPLE

Talent Attraction and RetentionResearch has shown the strong link between job satisfaction and performance, team member engagement, productivity and team member wellness to reduced absenteeism, lower turnover and higher productivity. These social measurements impact business performance and in turn, Unitholders’ returns. The Manager recognises that talent attraction and retention is even more important to a lean workforce.

CIT’s sustained growth is dependent on the quality of the human capital of the Manager. Qualifi ed and motivated team members in turn attract good tenants, build strong relationships and maintain business continuity. The Manager continuously engages its team members to seek feedback and identify areas for improvements. In addition, the Manager provides competitive benefi ts, remunerates team members fairly and invests in developing their skills and career paths.

The Manager strives to provide an environment aligned to its team members’ lifestyle, wherever possible. Provision of additional leave days and fl exible working arrangements allows team members to concentrate on family when needed. During the year, 11 team members took parental leave and all returned to work in the same role. This highlights the Manager’s approach to retaining its team members.

Team Profi leCITM has a total staff strength of 26 team members as at 31 December 2015, comprising full-time and part-time team members (including temporary team members and interns). Out of this total headcount, the majority of the team members are Singaporeans aged below 40 years. This refl ects CITM’s preferred policy to employ team members with local experience. The chart (Figure 7) illustrates CITM team members’ diversity and age profi le in 2015.

Figure 7: Team Members’ Diversity and Age Profi le in 2015 (%)

Figure 9: Team Members’ Breakdown by Age and Gender (%)

Singaporeans 73% Permanent Residents 15% Others 12%

< 40 years old 69% 40 – 50 years old 23% > 50 years old 8%

Figure 8: Team Members’ Breakdown by Gender Composition and Employment Category (%)

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Female Male

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68

2015

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CITM’s recruitment policy does not specify any gender preference. Hiring is based on merit, relevant qualifi cations and experience. In 2015, the team gender composition was 54% female / 46% male.

The Human Resource department is now represented at senior management level, recognising the increased focus on talent management. This has increased 2015’s senior management percentage to 27% compared to last year’s 16%. The change in ratio is contributed by promotion of a manager to being a member of the senior management team. This illustrates CITM’s principle to “train and promote from within”, creating valuable opportunities for its team members.

The overall hiring rate decreased from 44% in 2014 to 35% in 2015, in line with the lower turnover rate in the same year. The Manager aims to reduce overall turnover rate in future years. During 2016, Mr David Mason resigned as Chief Operating Offi cer and Chief Financial Offi cer due to personal reasons and was replaced by Mr Shane Hagan, a veteran in the real estate sector with over 20 years of professional working experience. The transition was seamlessly carried out.

The Manager has consciously placed a succession plan for its key team members to minimise disruption in its operations. Being considerate in its implementation allows for smooth transition of responsibilities and ensures that impact to all stakeholders is minimal.

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2014 2015

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OUR PEOPLEOUR PEOPLE

Diversity and Equal OpportunitySingapore is a multi-racial society where every individual is given an equal opportunity regardless of gender, age, religion and ethnicity. To this effect, the Manager is committed to the Five Principles of Fair Employment Practices as set out in the Tripartite Guidelines on Fair Employment Practices. These principles include:

• Recruit and select team members on the basis of merit (such as skills, experience or ability to perform the job), regardless of age, race, gender, religion, marital status and family responsibilities, or disability

Team Member’s Wellness and EngagementThe Manager regards team members’ well-being as its top priority, because it creates greater job satisfaction, which in turn lowers turnover rates and increases productivity.

The Manager has developed a “Helping Employees Achieve Lifetime Health” (“HEALTH”) Charter that is centred around an integrated workplace health programme which in turn helps team members achieve an optimum level of physical, mental and social well-being. As part of the HEALTH programme, the Manager has introduced activities to enhance the health and well-being of team members through weekly exercises, health talks and annual health screening.

Figure 10: Team Members Turnover by Age and Gender (%)

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• Treat team members fairly and respectfully • Implement progressive human resource management

systems• Provide team members with an equal opportunity to be

considered for appropriate training and development programmes based on their strengths and needs, in order to help them achieve their full potential

• Reward team members fairly based on their ability, performance, contribution and experience

• Comply with labour laws and adopt the Tripartite Guidelines on Fair Employment Practices

These principles form the basis of the Manager’s Human Resource Management (“HRM”) Policy. The HRM Policy also includes processes on “grievance handling” as well as the Tripartite Guidelines on Re-employment of Older Workers.

In addition, the Manager understands the need to hire and develop a Singaporean core. It has accordingly aligned its recruitment process to the Fair Consideration Framework of the Ministry of Manpower. At the same time, as the Manager aims to expand its business outside of Singapore, complementary skills and expertise may also be required to fi ll in the gaps.

The recruitment policy also further details the criteria for selection to ensure that all candidates are assessed based on experience and growth potential with the Manager. CITM holds a CMS license issued by MAS. Consequently, thorough due diligence checks are conducted for all new hires to ensure that they meet the fi t and proper criteria.

The Manager also works with suppliers and contractors to advocate equal opportunity in their employment, to the extent possible. Potential concerns related to suppliers and contractors and risk mitigating measures have been implemented over time (Table 5).

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Table 5: Potential risks and risk mitigating measures in relation to suppliers and contractors

Risks Mitigation Measures

Labor and Social protection Compliance with Singapore’s Employment ActInternational and national labor standards In accordance with the Singapore’s Employment Act, employment contract for

CIPM (treated as Contractor in the Sustainability Report) includes specifi cations of the benefi ts

In addition to the basic welfare, the company provides more than the legislated requirement, subject to the Company’s fi nancial capacity

False employment relationships (workers disguising as self-employed or illegal)

All contractual arrangements undergo due diligence process, and potential confl icts of interests are identifi ed prior to formalising any contractual arrangements

Work performed without issue of legal contract

Team members are required to put approvals in writing in order to facilitate payment to contractors after work is completed

Work performed without legal contracts or signed agreements are considered invalid and as such, team members are reminded to follow the approval process to avoid such situations

On my fi rst month, I was invited to join the “Go Red for Women” Cycling Challenge organised by Singapore Heart Foundation. Knowing that the event will benefi t my health and a non-profi t charitable organisation at the same time, I participated whole-heartedly. For more than fi ve years now, I make it a point to join the weekly exercises despite my busy schedule. I make a conscious effort to free my Thursday afternoons in order to join the team in cycling, kickboxing, badminton and jogging sessions. I also participate in marathons like ISCA Run and most recently, the SCB Run. One of the most interesting sessions I had was the overnight cycling session with our CEO. It was tough but very fulfi lling.

Over the years, I have become more conscious of my diet. Through the nutrition health talks, I learned how to adjust my eating habits and within three months, I managed to lower my cholesterol level. I even shared some tips with my friends.

I like the fact that the company cares and puts a lot of effort to plan health activities. Participating in these activities with colleagues make them more memorable.

CITM works very closely with CIPM, the property manager of the Trust and includes its team members in the company’s physical and mental health activities. Edwin Ho joined CIPM in Feb 2010 and has greatly benefi tted from the health programme. Here is what Edwin says:

“I joined CIPM in Feb 2010 as Property Manager.

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COMMUNITY INVESTMENT AND DEVELOPMENTOUR PEOPLE

Giving back to the community and building a reputation as a socially responsible citizen is core to CIT’s business strategy, and Environment, Social and Governance (“ESG”) principles are incorporated into its core business strategy.

There are many planned activities that are made available to all team members, even to the interns. In 2015, 22% of all team members attended the planned activities and the Manager subsequently monitored the team members’ cholesterol, BMI and sugar levels. Moving forward, the Manager aims to increase the participation rate of the planned activities to 30%. To achieve this target, the Manager is looking to widen the range of activities, as well as provide access to more amenities such as providing corporate gym memberships to further encourage physical exercise and fi tness during non-offi ce hours.

In addition to the HEALTH programme, a comprehensive set of benefi ts are provided to team members. These benefi ts are reviewed on an annual basis. The following benefi ts are provided to full time team members:

• Insurance Cover: Term Life, Personal Accident and Permanent Disability, Hospital and Surgical, Outpatient / Specialist and Travel

• Flexi-Benefi ts Scheme• Comprehensive leave entitlements • Employee Shares Scheme• Flexible Working Hours and Work-From-Home

Arrangements

The Manager conducts an annual team member satisfaction survey to measure four key components

• Commitment of team members• Strength of the line managers

The Health Promotion Board in Singapore recognised the efforts made by CITM in improving its team members’ well-being and awarded CITM the Bronze Health Award in 2012 and the Gold Health Award in 2015. These initiatives were made possible with the full support of the Board, the senior management team and all the team members.

“Very often, I would not have any spare time in the morning to do some exercise, or even after offi ce hours. Everyone is so tired after a full working day and can’t wait to commute back home. Having a weekly fi tness activity during offi ce hours is very helpful especially for team members that have tight schedule. This ensures that a team member can engage in some form of exercise to maintain a healthy body.

I also fi nd the wide variety of healthy choices of snacks in the pantry benefi cial to maintaining a happy and productive outlook throughout the working day. From good coffee to yogurt and fruits, there are always plenty of options to keep me going.

CITM has one of the best benefi ts I’ve seen. I really feel that the management has the team members’ welfare and best interests at heart when coming up with these programs”.

Rudolph Delmundo, IT Applications Engineer

CITM regularly participates in public fund-raising and charity events such as the Institute of Singapore Chartered Accountants Run and Standard Chartered Bank Marathon. Some other examples of CITM’s community development initiatives are included in Table 6 below.

Table 6: Community Development Initiatives

Name of programs Objective

No. of team member volunteers / No. of team member volunteer hours

Value of funding provided

Description of programs

Scholarship Programme for team members

CITM aims to develop its team members by providing access to relevant training

2 $23,000 • Scholarship Programme (MSc in Real Estate Investment and MSc in Real Estate) for two full-time team members

Wishing Well Programme with the Student Advisory Centre

CIT aims to give back to the local Singapore education system and local community while providing opportunities for team members to engage with the community and form better team bonds

19 volunteers X 4 hrs each

$17,000 • Granted the wishes of 30 students from 2 secondary schools in Singapore. The wish list varies from food and book vouchers, sports shoes and laptops.

• Conducted life skills lesson for the students through facilitation of sand castle building activity

CITM aims to expand community engagement beyond ad-hoc individual activities to long-term strategic programmes. It also aims to engage key NGOs and government organisations to identify these community causes.

• Team spirit and collaboration• Strategy and leadership

In 2015, all team members participated in the survey and the Manager achieved an overall satisfaction rating of 73%. From the categories outlined above, the highest rating by a signifi cant margin came from ’commitment of team members’, refl ecting the team members’ dedication to performing their responsibilities and obligations to the company.

Personally, I feel that being part of this team has helped me build my self-confi dence. I believe that good physical and mental health benefi ts not only myself, but the people around me.

I hope to infl uence more people to do the same.“

Edwin Ho, Project Manager, CIPM

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ENVIRONMENT ENVIRONMENT

Energy and Carbon EmissionsIn view of global climate changes and its related consequences, nations across the world have negotiated the Paris Agreement in a joint effort to limit global warming to two degrees Celsius. Singapore has made a further commitment to reduce emissions intensity by 36% from 2005 levels by 2030. Projecting from 2005, Singapore’s business-as-usual (“BAU”) emissions are expected to reach 77.2 million tons in 2020 with approximately 13.8%4 contributed by the building sector.

Taking the lead in the built environment sector, the Building Construction Authority (“BCA”) has focused on improving energy effi ciency of the buildings in Singapore. Its targets include having at least 80% of the buildings in Singapore achieve a BCA Green Mark Certifi ed rating by 2030.

CIT aspires to be one of the greenest Industrial REITs in Asia and is fi rmly committed to these targets. The Manager believes that focusing on sustainability is also prudent as it responds to the increasing expectations from

Water Stewardship Singapore has limited land and natural resources, especially fresh water. Over the years, Singapore has negotiated international agreements and invested in innovative technologies to diversify its water supply sources. The government has continued to place great importance on the effi cient use of water.

The Manager has too embarked on water effi cient initiatives and targets to achieve a Water Effi cient Building (“WEB”) certifi cation for all upgraded toilets in its properties by 2017. A WEB certifi cation can be obtained through installation of water effi cient fi ttings and adopting water effi ciency fl ow rates / fl ush volumes. In 2015, a total of eight properties (Table 7) were upgraded with fi ttings and fi xtures rated 2-tick under the Public Utility Board (“PUB”)’s WELS. In 2015, the Manager obtained WEB certifi cation for 24 Jurong Port Road and 11 Chang Charn and is currently in the process of applying and obtaining the certifi cations for 87 Defu Lane, 23 Woodlands Terrace and 3C Toh Guan Road East.

stakeholders to reduce environmental impact and in turn lower operating costs over the long term.

The Manager targets a 5% reduction of Energy Use per unit GFA – Energy Utilisation Index (“EUI”) over a fi ve-year period from 2016 to 2020. The total landlord energy consumption in 2015 was 9,146,057 kWh, of which 741,245 kWh was generated by in-house solar energy harvesting. The installation of solar panels on several of CIT’s properties has contributed to a reduction of 320,366 kg CO2 emissions, and supports Singapore’s efforts to mimimise the impact of climate change. In addition, the Manager entered into bulk electricity procurement agreement directly with power suppliers.

Moving forward, the Manager will embark on the following initiatives:

• Installation of solar panels at more of our buildings• Conversion of non-effi cient light fi xtures to T5 Fluorescent

lamps or LED at a rate of two MTB / year• Use of energy effi cient motors for all new lifts and

modernisation works

Figure 11: Overview of Environmental Performance in 20152,3

2 The environmental scope of reporting has been restricted to the landlord’s consumption for common areas under the Property Manager’s operational control.

3 The emission factor used is the national average for CO2 Emissions per kWh from the Energy Market Authority, Singapore Energy Statistics 20154 National Climate Change Secretariat Prime Minister’s Offi ce Singapore – Singapore’s Emissions Profi le, Source:

https://www.nccs.gov.sg/climate-change-and-singapore/national-circumstances/singapores-emissions-profi le

Table 7: Properties upgraded with PUB WELS

Improved Properties

87 Defu Lane 1023 Woodlands Terrace 11 Chang Charn9 Bukit Batok3 Pioneer Sector 355 Ubi Ave 33C Toh Guan Road East24 Jurong Port Road

Waste ManagementThe National Environmental Agency (“NEA”) adopted waste-to-energy (“WTE”) incineration and its solid waste disposal infrastructure consists of the four WTE plants located at Tuas and Senoko, as well as an offshore sanitary landfi ll, Semakau Landfi ll. CIT properties across the island are served by NEA registered public waste collectors and NEA licensed general waste collectors.

In 2016, there were no incidences of non-compliance with waste disposal laws and regulations. The Manager will consider measuring its waste disposal in future years.

Electricity Consumption9,146,057 kWh

Equivalent to energy consumption by approximately of 1,625 5-room HDB and

executive fl ats for a year

Electricity Consumption Intensity195 kWh/m2

CO2 Emissions Intensity77.3 kg CO2/m

2

Water Consumption 77,411 m3

Equivalent to fi lling an estimated 31 Olympic-sized swimming pools

CO2 Emissions Released3,632,560 kg CO2

Equivalent to taking an estimated 686 economy class airplane trips around

the world

24 Jurong Port Road

11 Chang Charn Road

Cost Savings

Through the implementation of renewable solar energy harvesting and the installation of water-saving features, the Manager achieved cost savings of approximately $300,000 in 2015.

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GRI CONTENT INDEXGRI CONTENT INDEX

General Standard Disclosures

Profi le Disclosure Description Cross-Reference / Direct AnswerStrategy and Analysis

G4-1 Statement from the most senior decision-maker of the organisation about the relevance of sustainability to the organisation and the organisation’s strategy for addressing sustainability

CEO’S Message on Sustainability (Page 01)

Organisation Profi le

G4-3 Name of the organisation Annual report FY 2015 (Corporate Information)

G4-4 Primary brands, products, and / or services Annual report FY 2015 (Corporate Information)

G4-5 Location of organisation’s headquarters Annual report FY 2015 (Corporate Information)

G4-6 Number of countries where the organisation operates, and names of countries with either major operations or that are specifi cally relevant to the sustainability issues covered in the report

Reporting Boundary And Period (Page 03)

G4-7 Nature of ownership and legal form Annual report FY 2015 (Corporate Information)

G4-8 Markets served (including geographic breakdown, sectors served and types of customers / benefi ciaries)

Annual report FY 2015 (Corporate Information)

G4-9 Scale of the reporting organisation Annual report FY 2015 (Corporate Information)

G4-10 Total workforce by employment type, gender, employment contract and region

Team Profi le ()

G4-11 Percentage of employees covered by collective bargaining agreements

All employees within the scope of this report are not covered by collective bargaining agreements, as they are professionals in nature.

G4-12 Description of the organisation’s supply chain Quality Of Assets And Services (Page 11)

G4-13 Signifi cant changes during the reporting period regarding the organisation’s size, structure, ownership, or its supply chain

There were no signifi cant changes during the reporting year.

G4-14 Explanation of whether and how the precautionary approach or principle is addressed by the organisation

Annual report FY 2015 (Page 20)

G4-15 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses

Diversity and Equal Opportunity (Page 16)

G4-16 Memberships in associations (such as industry associations)

Stakeholder Engagement (Page 05)

Identifi ed Material Aspects and Boundaries

G4-17 Operational structure of the organisation, including main divisions, operating companies, subsidiaries, and joint ventures (list all entities in the consolidated fi nancial statements)

Annual report FY 2015 (Corporate Information)

G4-18 Process for defi ning report content and the aspect boundaries and explain how the reporting principles has been implemented

Materiality Assessment (Page 7)

Profi le Disclosure Description Cross-Reference / Direct AnswerIdentifi ed Material Aspects and Boundaries

G4-19 List all material aspects identifi ed Mapping of Material Issues to GRI (Page 07)

G4-20 The aspect boundary within the organisation: whether the aspect is material within the organisation; the list of entities included in G4-17 for which the aspect is or is not material; specifi c limitation regarding the aspect boundary within the organisation


G4-21 The aspect boundary outside the organisation: whether the aspect is material outside the organisation; the list of entities for which the aspect is material, relate to geographical location; specifi c limitation regarding the aspect boundary outside the organisation


G4-22 Explanation of the effect of any restatements Not applicable as this is the fi rst year of reporting

G4-23 Signifi cant changes from previous reporting periods in the scope and aspect boundaries

Not applicable as this is the fi rst year of reporting

Stakeholder Engagement

G4-24 List of stakeholder groups engaged by the organisation


G4-25 Basis for identifi cation and selection of stakeholders with whom to engage


G4-26 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group


G4-27 Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting; report the stakeholder groups that raised each of the key topics and concerns


Report Profi le

G4-28 Reporting period Reporting Boundary And Period (Page 03)

G4-29 Date of most recent previous report Not applicable as this is the fi rst year of reporting

G4-30 Reporting cycle Reporting Boundary And Period (Page 03)

G4-31 Contact point for questions regarding the report or its contents

Annual report FY 2015 (Corporate Directory)

G4-32 A. Report the ‘in accordance’ option the organisation has chosen

B. Report the GRI content index for the chosen option

About the Report (Page 03)

G4-33 Policy and current practice with regard to seeking external assurance for the report

About the Report (Page 03)

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GRI CONTENT INDEXGRI CONTENT INDEX

Profi le Disclosure Description Cross-Reference / Direct AnswerEnvironmental

Profi le Disclosure Description Cross-Reference / Direct AnswerGovernance

Emissions

EN16 Indirect greenhouse gas (GHG) emissions (Scope 2)

ENVIRONMENT (Page 20), Energy and Carbon Emissions (Page 20)

EN18 Greenhouse gas (GHG) emissions intensity ENVIRONMENT (Page 20), Energy and Carbon Emissions (Page 20)

Effl uents and Waste

EN23 Total weight of waste by type and disposal method Waste Management (Page 21)

Compliance

EN29 Monetary value of signifi cant fi nes and total number of non-monetary sanctions for non-compliance with environmental laws and regulations

Compliance (Page 10)

Overall

EN31 Total environmental protection expenditures and investments by type

Approximately $43 million for the Green Mark Gold property at 3 Pioneer Sector 3

Social

Labour Practices and Decent Work

Employment

LA1 Total number and rates of new employee hires and employee turnover by age group, gender and region

Team Profi le (Page 14)

LA2 Benefi ts provided to full-time employees that are not provided to temporary or part-time employees, by signifi cant locations of operations

Team Member Wellness and Engagement (Page 17)

LA3 Return to work and retention rates after parental leave, by gender

Talent Attraction and Retention (Page 14)

Diversity and Equal Opportunity

LA12 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity

Team Profi le (Page 14)Diversity and Equal Opportunity (Page 16)

Society

Community

SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs

Community Investment and Development (Page 19)

G4-34 Report the governance structure of the organisation, including committees of the highest governance body. Identify any committees responsible for decision-making on economic, environmental and social impacts

Annual report FY 2015 (Page 77), Responsibility of Sustainability (Page 10)

G4-36 Report whether the organisation has appointed an executive-level position or positions with responsibility for economic, environmental and social topics, and whether post holders report directly to the highest governance body


G4-38 Composition of the highest governance body and its committees


G4-39 Whether chair of the highest governance body is also an executive offi cer


G4-40 Nomination and selection process for the highest governance body and its committees, and the criteria used for nominating and selecting highest governance body members


G4-41 Processes in place for the highest governance body to ensure confl icts of interest are avoided


G4-48 Highest committee or position that formally reviews and approves the organisation’s sustainability report and ensures that all material aspects are covered


G4-51 Remuneration policies for the highest governance body and senior executives

Annual report FY 2015 (Page 77)

G4-52 Process for determining remuneration Annual report FY 2015 (Page 77)

Ethics and Integrity

G4-56 Describe the organisation’s values, principles, standards and norms of behaviour such as codes of conduct and codes of ethics

Corporate Governance (Page 09)

Specifi c Standard DisclosuresProfi le Disclosure Description Cross-Reference / Direct AnswerEconomic

Economic Performance

EC1 Direct economic value generated and distributed Community Investment and Development (Page 19)

Environmental

Energy

EN3 Energy consumption within the organisation Energy and Carbon Emissions (Page 20)

EN5 / CRE1 Energy intensity Energy and Carbon Emissions (Page 20)

EN6 Reduction of energy consumption Energy and Carbon Emissions (Page 20)

Water

EN8 Total water withdrawal by source Water Stewardship (Page 21)

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GRI CONTENT INDEX

Profi le Disclosure Description Cross-Reference / Direct AnswerSociety

Anti-Corruption

SO4 Communication and training on anti-corruption policies and procedures

Enterprise Risk Management (Page 10)

SO5 Confi rmed incidents of corruptions and actions taken Compliance (Page 10)

Anti-Competitive Behavior

SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes


Compliance

SO8 Monetary value of signifi cant fi nes and total number of non-monetary sanctions for non-compliance with laws and regulations


Product Responsibility

Customer Health and Safety

PR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning the health and safety impacts of products and services during their life cycle, by type of outcomes


Product and Service Labelling

PR5 Results of surveys measuring customer satisfaction Tenant Satisfaction (Page 13)

Compliance

PR9 Monetary value of signifi cant fi nes for non-compliance with laws and regulations concerning the provision and use of products and services


SENTOSA

SECONDLINK

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11

20

37

4

19

STRAITSOF JOHOR

KEPPELTERMINAL

SEMBAWANGWHARVES

JURONG ISLAND

PASIR PANJANGTERMINAL

JURONG PORT

STRAITSOF JOHOR

CHANGI INTERNATIONAL

AIRPORT

61

2

3

12 13

14

78

93

1

15

26

5 2

4

108

51

3

6

5

12

15

14

1

8

17

21

9

10

16

9

71

1

MAJOR HIGHWAYS

MRT ROUTES

LOGISTICS

1 1 Third Lok Yang Road and

4 Fourth Lok Yang Road

2 24 Jurong Port Road

3 3 Pioneer Sector 3

WAREHOUSING

1 31 Tuas Avenue 11

2 25 Changi South Avenue 2

3 23 Tuas Avenue 10

4 160 Kallang Way

5 120 Pioneer Road

6 79 Tuas South Street 5

7 4/6 Clementi Loop

8 30 Toh Guan Road

9 3C Toh Guan Road East

10 9 Bukit Batok Street 22

LIGHT INDUSTRIAL

1 2 Ubi View

2 1/2 Changi North Street 2

3 16 Tai Seng Street

4 70 Seletar Aerospace View

5 21/23 Ubi Road 1

6 55 Ubi Avenue 3

7 128 Joo Seng Road

8 130 Joo Seng Road

9 136 Joo Seng Road

10 2 Jalan Kilang Barat

11 11 Chang Charn Road

12 11 Serangoon North Avenue 5

13 54 Serangoon Avenue 4

14 87 Defu Lane 10

15 12 Ang Mo Kio Street 65

CAR SHOWROOM AND WORKSHOP

1 30 Teban Gardens Crescent

BUSINESS PARK

1 16 International Business Park

GENERAL INDUSTRIAL

1 9 Tuas View Crescent

2 28 Senoko Drive


4 21B Senoko Loop

5 22 Chin Bee Drive

6 31 Kian Teck Way


8 2 Tuas South Avenue 2


10 5/7 Gul Street 1

11 28 Woodlands Loop

12 25 Pioneer Crescent

13 11 Woodlands Walk

14 43 Tuas View Circuit


16 160A Gul Circle


18 23 Woodlands Terrace

19 30 Marsiling Industrial Estate Road 8

20 511/513 Yishun Industrial Park A

21 86/88 International Road

10 11

PROPERTY LOCATIONS

SENTOSA

SECONDLINK

134

218

11

20

37

4

19

STRAITSOF JOHOR

KEPPELTERMINAL

SEMBAWANGWHARVES

JURONG ISLAND

PASIR PANJANGTERMINAL

JURONG PORT

STRAITSOF JOHOR

CHANGI INTERNATIONAL

AIRPORT

61

2

3

12 13

14

78

93

1

15

26

5 2

4

108

51

3

6

5

12

15

14

1

8

17

21

9

10

16

9

71

1

MAJOR HIGHWAYS

MRT ROUTES

LOGISTICS

1 1 Third Lok Yang Road and

4 Fourth Lok Yang Road


3 3 Pioneer Sector 3

WAREHOUSING

1 31 Tuas Avenue 11


3 23 Tuas Avenue 10

4 160 Kallang Way

5 120 Pioneer Road


7 4/6 Clementi Loop

8 30 Toh Guan Road

9 3C Toh Guan Road East

10 9 Bukit Batok Street 22

LIGHT INDUSTRIAL

1 2 Ubi View

2 1/2 Changi North Street 2

3 16 Tai Seng Street

4 70 Seletar Aerospace View

5 21/23 Ubi Road 1

6 55 Ubi Avenue 3

7 128 Joo Seng Road

8 130 Joo Seng Road

9 136 Joo Seng Road

10 2 Jalan Kilang Barat

11 11 Chang Charn Road

12 11 Serangoon North Avenue 5

13 54 Serangoon Avenue 4

14 87 Defu Lane 10

15 12 Ang Mo Kio Street 65

CAR SHOWROOM AND WORKSHOP

1 30 Teban Gardens Crescent

BUSINESS PARK

1 16 International Business Park

GENERAL INDUSTRIAL

1 9 Tuas View Crescent

2 28 Senoko Drive


4 21B Senoko Loop

5 22 Chin Bee Drive

6 31 Kian Teck Way




10 5/7 Gul Street 1

11 28 Woodlands Loop

12 25 Pioneer Crescent

13 11 Woodlands Walk

14 43 Tuas View Circuit


16 160A Gul Circle


18 23 Woodlands Terrace

19 30 Marsiling Industrial Estate Road 8

20 511/513 Yishun Industrial Park A

21 86/88 International Road

10 11

PROPERTY LOCATIONS

61 Robinson Road#12-01 Robinson CentreSingapore 068893

T: (65) 6222 3339F: (65) 6827 9339E: [email protected]

www.cambridgeindustrialtrust.comCo. Reg. No. 200512804G

This sustainability report has been printed on environmentally friendly paper.

61 Robinson Road#12-01 Robinson CentreSingapore 068893

T: (65) 6222 3339F: (65) 6827 9339E: [email protected]

www.cambridgeindustrialtrust.comCo. Reg. No. 200512804G

This sustainability report has been printed on environmentally friendly paper.

sustainability report 2015 - listed...

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