Learning And Development

All new employees are required to attend the CDL On-boarding Programme, which aims to induct and integrate new hires into the organisational culture seamlessly. Annual training needs analysis is conducted to ensure that there are necessary training interventions to level up competencies and professional knowledge.

Training Hours And Investments

In 2016, CDL invested over SGD 290,000 and clocked over 12,000 hours in training and development before any governmental funding. 100% of our workforce was provided the opportunity to attend training, while over 40% of the workforce achieved an average of four training days or more per employee. Approximately 68% of all employees also received sustainability-related training in 2016.

Education Sponsorships and Scholarships

CDL also sponsors part-time courses relevant to the employee’s work, conducted locally by recognised institutions and universities. In 2016, CDL sponsored one employee to upgrade their educational qualifications.

We believe in nurturing and investing in talents even before they join the organisation. Since 2001, CDL has been partnering BCA to offer the BCA-CDL Built Environment Undergraduate Scholarship for young adults who excel academically and are keen to pursue a career with CDL after graduation. So far, CDL has offered ten scholarships to local young talents, since 2001. There are currently five scholars in our workforce and one scholar who will join CDL upon her graduation.


In addition, CDL partners local tertiary education institutions to offer student internship opportunities for students interested in the property industry. In 2016, there were 12 interns assigned to various departments in CDL.

Talent Management

Developing a robust talent pool is crucial to strengthening CDL’s position as a leading property developer. The CDL Leadership Programme is structured to develop high-potential employees by sharpening their leadership and general management skills to enable them to become more effective leaders.

Today’s employees are more career conscious than ever. They are demanding more in terms of personal growth and development. With the shift in paradigm, there is a critical need to put in place a well designed job rotation programme to enhance the employees’ competencies, as well as to increase job satisfaction through job variation. Structured talent deployment within CDL is part of human resource planning, and it plays a major role in the following areas.

  1. Career Development
    By providing employees with either exposure to the various business operations, or by expanding their skills and knowledge, employees will be able to build both breadth and depth of experience and learning, hence maximising their potential and enabling them to be more well-rounded in their careers in CDL.
  2. Succession Planning
    Job rotation serves as an effective tool in developing the identified successors for the various critical leadership positions as it allows them to build up on the competencies that they may be lacking, and provides them with a more holistic view of CDL’s business, thereby ensuring that they are more prepared for the respective leadership roles.
  3. Talent Retention
    Job rotation motivates employees as it offers them a new set of challenges, hones their skills for bigger roles, and adds diversity to their current jobs, making work less mundane or routine.

Management Trainee Programme

The Management Trainee Programme was introduced in October 2016 to ensure sustainability of leadership and management capacity in the organization as it is vital for the organisation to develop a Talent Pipeline.

The purpose of the programme is to provide the Management Trainees with the exposure to various business areas so that they will have a better overview of CDL’s business. The programme structure also allows the Management Trainee to be assigned with additional special projects/overseas assignment outside of their attached department/division to enhance their development.

Building Capacity in Sustainability

We educate employees on our Corporate Social Responsibility (CSR) efforts and inspire action at every level of our business. This begins with the induction of new employees and the provision of learning opportunities on sustainability issues, including EHS.

To cultivate a “Safe and Green” corporate culture, EHS training and awareness programmes are planned for all CDL employees. Employees are also encouraged to attend relevant external conferences and workshops to strengthen their sustainability knowledge and EHS management skills. Over 3,900 training hours were dedicated to sustainability issues in 2016, which include ISO 26000 core subjects such as human rights, anti-corruption, and environmental protection.

In 2016, we continued to organise an annual Sustainability Forum for the board of directors of Hong Leong Group’s listed companies, as well as CDL’s senior management and CSR committee members to bring them up to speed with global sustainability trends and development. An esteemed panel comprising Mr Georg Kell, Founding Director of the UN Global Compact and Vice Chairman of Arabesque Partners, as well as sustainability experts from KPMG and Sustainalytics, shared insights on how ESG integration can enhance business value and long-term growth.