71 Annual Report 2025 Diversity Targets, Plans and Timelines Targets Achieved/Progress Towards Achieving Targets Tenure To ensure that the Boards comprise Directors across the following tenure groups: Achieved – As at the end of FY 2025, the Boards comprise Directors across all 3 tenure groups. (a) less than 3 years; In particular: (b) 3 to 6 years; and (a) less than 3 years – 3 Directors (b) 3 to 6 years – 3 Directors (c) more than 6 years – 1 Director (c) more than 6 years, and to maintain such level of tenure diversity during the period leading up to 2026. The Managers believe that tenure diversity would facilitate renewal of the Boards progressively and in an orderly manner, whilst ensuring knowledge continuity about the Managers and CLAS and their business operations and sustainability of corporate performance. Skills & Experience To ensure that the Directors as a group, possess: Achieved/Achieving Targets – As at the end of FY 2025, the Boards comprise Directors who, as a group, possess a significant majority of the identified core skills and experience. The Boards will continue to look for opportunities to strengthen certain skill sets. In terms of skill sets, the Boards comprise Directors with a variety of skills and expertise in areas including hospitality, investment management, real estate, accounting, finance, governance, banking, capital markets and sustainability. In terms of experience, the Boards comprise Directors who are corporate and business leaders and who collectively have experience in general business management, have served on public listed company boards, have international or regional experience and have exposure in various industry sectors and markets. (a) a variety of skill sets, including in core competencies, domain knowledge and other fields of expertise, such as finance, banking, real estate and investment management; and (b) a mix of industry experience, management experience and listed company board experience by 2025, or (if applicable) to maintain such level of diversity in skill sets and experience during the period leading up to 2026. The Managers believe that diversity in skill sets would support the work of the Boards and Board Committees and needs of the Managers, and that an optimal mix of experience would help shape the Managers’ strategic objectives and provide effective guidance and oversight of Management and the Managers’ operations. The Managers continually endeavour to deepen the bench strength of the Boards with complementary and relevant expertise, including in the areas of lodging, hospitality and sustainability. Gender diversity is also considered an important aspect of diversity. The current Boards have three female members, one of whom is also the CEO, and the female representation on the Boards is 43%. It is noted that the Council for Board Diversity has a target of women making up 25% of the boards of SGX-ST listed companies by 2025 and 30% by 2030. The NRC has reviewed the size and composition of the Boards and their committees and is of the opinion that the current size is appropriate with an appropriate balance and diversity of skills, knowledge, talents, experience and backgrounds, taking into account the objectives of the Board Diversity Policy and CLAS’ business needs and plans, for effective decision-making and constructive debate. For further information on the Boards’ work in this regard, please refer to “Board Membership” under Principle 4 in this Report.
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