Constance Hotels Services Limited | Annual Report 2025

ANNUAL REPORT 2025

45

1.3 Our Sustainability Governance

Pillar

Aim

SDG

People

True People

To contribute to the reduction of social inequalities and poverty by providing opportunities for mutual economic growth through corporate social actions and community development, promoting local employment and supporting local entrepreneurs.

Corporate Office

Management Committee Resort General Manager Heads of Department Sustainability Champions

Sustainability Committee

Board of Directors Corporate Governance Committee

Chief Executive Officer Chief Operations Officer Corporate Sustainability Manager

Sustainability Champions Employee Requirements

Planet

True Places

To identify and assess the environmental impact of our operations at both local and global levels, aiming to integrate environmental management into our daily operations by seeking greater efficiency in the use of natural resources and managing waste responsibly, while contributing to the preservation of biodiversity and ecosystems. To create competitive advantages within the industry through inspired service that not only meets but exceeds guests’ expectations, contributing to the economic well-being of the surrounding community through a stakeholder risk management approach, quality training, empowerment, ethical governance, fair trade and responsible sourcing.

Prosperity | Peace

True Service

Tour Operators /Guests

Legal Authorities

Industry Associations

Team Members

Local Communities

Suppliers

NGOs

Prosperity | Partnership

True Experiences To preserve both the tangible and intangible cultural and historical heritage of the communities in which we operate by remaining actively involved in local life, integrating the cultural, culinary and artistic characteristics of each location, and aiming to immerse our guests in the discovery and conservation of the rich cultural wealth of the destination.

The Sustainability Committee comprises members of Top Management, the Sustainability Manager, the Financial Controller, the Human Resources Manager, the Maintenance Manager, the Quality Manager, the Executive Chef, the Food & Beverages Manager and the Executive Housekeeper as the core team, with members from all departments forming the supporting team, where they act as ambassadors for sustainability engagement. The Sustainability Committee also engages in two-way communication with relevant stakeholders through a range of channels and formats, demonstrating professionalism, transparency and respect, while embodying generosity, innovation and creativity. Both internal and external stakeholders are encouraged to contribute their own ideas to the Committee for assessment, planning and validation. Progress updates are communicated through internal channels, web-based platforms and annual reports.

A transparent internal structure with defined roles and responsibilities allows sustainability topics to be handled rigorously and effectively throughout our different business units. The Board of Corporate Governance acts as the highest authority on sustainability, meeting three times a year, and setting the strategic direction. The Corporate Sustainability Manager acts as an interface for all aspects of sustainability within the business and is delegated responsibility for coordinating all sustainability activities, implementing the Corporate Sustainability strategy and overseeing reporting. At the business unit level, responsibility for integrating the Corporate Sustainability strategy lies with the General Manager and is supported by the Sustainability Champion and the Sustainability Committee, which meets on a monthly basis. They are responsible for developing sustainability initiatives, ensuring the effective expansion of stakeholder dialogue, and making relevant proposals to the Board.

Our Corporate Sustainability strategy is fundamentally based on identifying and analysing the topics that materially impact our business, stakeholders and society at large, with the Corporate Sustainability function facilitating and supporting its development and implementation in collaboration with the business units. To achieve a deep and thorough understanding of the economic, ethical, social, environmental and governance topics affecting our broader business performance, we conducted a materiality assessment and integrated the SDGs to help us understand their correlations and engage constructively on related opportunities, thereby strengthening dialogue with key stakeholders and informing our strategy through to 2030.

Our first materiality assessment, conducted in 2018–2019 among management and employee representatives across our business units, served as a management tool to:

– Adjust our commitments and targets – Strengthen CS thinking and integration – Strengthen stakeholder engagement – Enhance robustness and prioritise proactive reporting

We aim to review the assessment every three years to ensure that our efforts remain aligned with our stakeholders’ expectations. Our top three priorities for the period to 2027 are therefore as follows:

1. Biodiversity and Ecosystem Restoration (SDGs 15.9 and 14.2) 2. Decent Work and Inclusiveness (SDGs 8.5 and 10.2) 3. Sustainable Development through Education (SDG 4.7)