08 | CapitaLand Limited Annual Report 2014
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Expanding Footprint to New Growth Markets
For longer term diversimcation and balance,
we are expanding our portfolio in selected emerging
Southeast Asian cities of )o Chi Minh City and )anoi in
7ietnam, +akarta in Indonesia, and Kuala Lumpur and
Penang in Malaysia. We believe these are investment
destinations where we can fully leverage our diverse
real estate expertise. For example, CapitaLand has
built up 20 years of track record in 7ietnam as a reliable
developer delivering quality projects. We have also
built up meaningful experience in Indonesia since
1995 through Ascott’s serviced residence business.
What makes CapitaLand a meaningful contender in
these Southeast Asian cities is our experience
in Singapore and China, as well as in integrated
developments, which is highly relevant with respect to
these cities’ economic growth promles.
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CapitaLand is a leading real estate fund manager in Asia,
managing a total of mve listed REITs and 16 non-listed
real estate vehicles with S$42.4 billion of Assets Under
Management (AUM).
The fund management business is CapitaLand’s
strategic platform through which we diversify our
funding sources while expanding our AUM. At the
same time, we have taken great efforts to ensure
alignment of interests between our public shareholders
and private capital partners, including investing
meaningful stakes alongside them.
As investors and institutions continue to increase
allocations to real estate assets, we believe we are
one of the few Pan-Asia focused real asset developers
and managers who have the experience, capital and
operational capabilities to meaningfully participate in this
opportunity to grow our business.
Sharpening our Competitive Edge with Innovation
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The trends brought about by digital revolution continue
to unfold. As a market leader with scale and depth
across the entire real estate chain, it is incumbent on
us to lead the change. To this end, we have a dedicated
team to drive Group-wide innovation and make use
of technology and new ideas to sharpen our
competitive edge.
One much-discussed topic is how online retailing
changes conventional shopping habits. CapitaLand’s
fundamental approach remains highly relevant – to
develop quality shopping destinations that provide a
relevant and refreshing mix of offerings from fashion
and food, leisure and entertainment, to convenience
and services. Combining this with attractive elements,
such as the Westgate Wonderland, an 11,000 sq ft
outdoor playground at Westgate, a premier family and
lifestyle mall in the west of Singapore, we aim to make
our malls an essential part of the community’s social and
economic fabric.
Pilot programmes are being implemented to converge
digital shopping with physical space. To complete the
promling and understanding of the next generation of
shoppers, we introduced SPARKS, a programme for
CAPITASTAR members’ children who are under 16 years
old, in Singapore. CAPITASTAR is our cardless rewards
programme for shoppers. Since its launch in 2011,
CAPITASTAR has signed up more than a million members
across Singapore, China, Malaysia and India.
We have also rolled out several initiatives for our serviced
residence business. For example, a pilot programme has
been started at one of Ascott’s properties, The Mercer
)ong Kong, to provide guests with complimentary smart
phones that have unlimited 3G data connectivity and free
IDD calls to selected countries. To improve productivity
and cleanliness level, Ascott is test-bedding the use of
cleaning robots in certain properties.
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CapitaLand’s sustainability strategy is based on our
credo of ABuilding People. Building Communities.’.
We embrace innovation to advance sustainable
development of our business and environment, actively
implement initiatives to support the well-being of our
stakeholders and communities in which we operate,
and uphold high standards of corporate governance
and transparency to safeguard shareholders’ interests.
Our current position would not have been possible if
not for the hard work from our staff. )ere in CapitaLand,
we strongly believe in attracting the right talent, and
to nurture and retain them. Our consistent focus to
develop our talent pool ensures that we have depth
in our management bench strength. In addition,
we actively identify talent internally and externally for
future leadership succession. We will continue to provide
a positive and dynamic work environment for staff to
grow together with us.
The cornerstone of CapitaLand’s community development
effort was the establishment of CapitaLand )ope
Foundation (C)F) in 2005. Since then, more than
S$24 million has been donated to support programmes
for the education, healthcare and shelter needs
of underprivileged children in countries where
CapitaLand operates. C)F has also contributed to
building 27 CapitaLand )ope Schools in China
Overview
