FOR A SUSTAINABLE FUTURE

FOSTER A VIBRANT WORKFORCE

Under this pillar, we consider our talents across the Group’s operations, including Alteo.

Work Environment

CIEL continues to reinforce its international footprint with more than 75% of its workforce based in Asia and Africa. An increase of 21% of the workforce due to business expansion mainly for CIEL Textile with the opening of new factories in India and reopening of borders positively impacting on our Hotel business.

Employees by Country (Main Operations) 2022

38,000+

TOTAL
EMPLOYEES

+21%

SINCE
2021

37

YEARS
average employee age

6

YEARS
average years of service

50%

EMPLOYEES
live less than 15km from work

Grievances

CIEL remains commited to creating a trustful and transparent working environment with nearly 100% of grievances solved within defined timelines.

99%

OF GRIEVANCES RESOLVED
IN FY 2022

OF GRIEVANCES RESOLVED IN FY 2022

27%

INCREASE OF EMPLOYEES WITH
DISABILITIES SINCE 2021

As part of its commitment to create a diverse and inclusive workforce, more employees with disabilities have been onboarded in our operations through a strong collaboration with our NGOs.

As a next step, CIEL Group will define specific targets on disability as part of its overall sustainability strategy.

Employee Mobility

True to its values, People at Heart, CIEL believes in growing talent internally with more than 1000 internal appointments within the last financial year.

Total number of internal appointments (transfers and internal promotion)

2021

675

2022

1,146

70%

Gender Balance

Gender Composition within the Group as at 30 Jun 2022.

Disclaimer: The Board of Directors exclude CIEL Agro cluster. Management refers to CEO (L), Executives and Heads of Department (L-1). Staff refers to all employees excluding top mananagement (CEO (L), Executives and Heads of Department (L-1)) and manual workers/operatives. Workers refers to manual workers (e.g. factory workers, messengers, gardeners, housekeeper, field workers,. Etc.)

Go Beyond Gender
Initiatives

The Go Beyond Gender initiative focussed on two projects during the last financial year, namely a qualitive and quantitative diagnosis which led to a Group action plan and development of a tailor-made training for all team leaders.

Group Action Plan

Establish Pay Parity by 2025

Assess the renumeration gap in each cluster and devise action plan to achieve parity.

Enhance Learning & Development by 2025

Set a recruitment policy of internal ‘women’ recruitment first
Train +100 women from management level

Create a Gender Friendly Environment by 2023

Adapt the work model for enhanced flexibility
Cater for a dedicated space for pregnant women and women who have recently given birth
Develop gender-friendly policies and procedures

Women At Management Level

CIEL is progressing positively on its Go Beyond Gender initiative to promote talented women at top management. The percentage of women in top management roles increased from 27% to 30%.

Disclaimer: % of Women at management level in 2021 restated for CIEL Hotels & Resorts and CIEL Agro clusters. Management level refers to CEO (L), Executives and Heads of Department (L-1). Directorship level refers to members of directors, including independent directors. The figures for Directorship Level exclude CIEL Agro cluster

Pay Gap Parity

As part of the quantitative research a pay gap analysis was conducted and the Group remains commited to establish pay parity by 2025.

29%

EXECUTIVE

12%

MANAGEMENT

5%

SUPERVISORY /
PROFESSIONAL

0%

ADMINISTRATIVE /
OPERATIONAL

Disclaimer: The figures exclude CIEL Agro Cluster. Executive refers to Senior Managers and Heads of Departments. Management refers to experienced Managers and Specialists. Supervisory/Professional refers to academically qualified professionals, with good knowledge of procedures and concepts within own technical/subject area. Administrative / Operational refers to clerical staff and academically qualified, skilled or technical aptitudes.

Investment in workforce training and development has reduced (except for Finance and Properties clusters) compared to the previous financial year which remained an exceptional one whereby some clusters took opportunity to further train their workforce during lockdown periods.

37,398HRS

LEADERSHIP TRAINING

181,758HRS

TECHNICAL TRAINING

% Of Workforce Trained
Training Hours per Employee

Percentages over 100 are indicative of staff attrition, i.e. the number of employees being trained during FY22 exceeds the total workforce at year-end