Sustainability Report 2018 - 2019 Overview TABLE OF CONTENTS How We Manage Sustainability

OVERVIEW 3 Our People Terminology HOW WE MANAGE SUSTAINABILITY 11 Landmark Group, The entire Landmark Group operation including Our Landmark or Group Landmark Retail, Landmark Hospitality and Landmark Partners OUR PEOPLE 16 Leisure, in the Middle East and India.

Landmarkers Employees of Landmark Group. OUR PARTNERS 23 Our Environment Brand The different brands that fall under the Group in the Middle East and India. OUR ENVIRONMENT 26 Geographies, Markets or The different countries where Landmark Group Our Territories operates. Customers OUR CUSTOMERS 30 Landmark Retail All brands, stores, warehouses and offices from the Retail business division located in the Middle East. Our OUR COMMUNITY 33 Community Landmark Hospitality All brands, outlets, warehouses and offices from the Hospitality business division located in the Middle East. ETHICS & COMPLIANCE 39 Landmark Leisure All brands, outlets, warehouses and offices from the Ethics and Leisure business division located in the Middle East. Compliance ANNEX 41 Landmark Arabia All brands, stores outlets, warehouses and offices from the Retail, Hospitality and Leisure business divisions located in Saudi Arabia. Annex

Landmark Middle East All brands, stores, outlets, warehouses and offices from the Retail, Hospitality and Leisure business divisions located in the Middle East.

Landmark India All brands, stores, outlets, warehouses and offices located in India. Legally known as Lifestyle International Pvt. Ltd.

Oasis Malls All Oasis Malls located in the Middle East.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 2 Overview About this Report How We Manage Sustainability

This is Landmark Group’s first sustainability report. In it, we Our demonstrate our performance across social, environmental and People governance practices from July 2018 to June 2019.

The report’s scope includes our facilities in the United Arab Emirates Our (UAE) and India with additional information from our markets across Partners the Middle East. We focus on Landmark Retail in the Middle East and India, including some key practices from Landmark Hospitality and Leisure in the Middle East. Our Environment

This report has been prepared in accordance with the GRI Standards: Core option. Our Customers We have also referred to other guidelines, including United Nations Global Compact (UNGC) principles, Sustainable Development Goals (SDGs) and country visions including UAE 2021, Saudi 2030 and The Our National Institution for Transforming India (NITI Aayog). Whenever Community possible, we have provided comparative information to help our stakeholders better understand our progress. As this is our first report, we haven’t sought external assurance for this year. Instead, Ethics and we followed an extensive internal assurance process to guarantee Compliance the quality and accuracy of all the information shared.

Annex

If you have any questions or would like to give us any feedback, please get in touch with: NATASHA CARELLA Head – Sustainability [email protected]

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-45) (102-48) (102-49) (102-50) (102-51) (102-52) (102-53) (102-54) (102-56) 3 Overview Letter from the How We Manage Chairwoman and CEO Sustainability

Our People We started with a single store in Bahrain in 1973, with the belief that every person should have access to great retail at the best value. Today, Landmark Group has Our grown into a family of over 50,000 people, with more than 2,200 outlets, including Partners stores, restaurants and hotels, across 24 countries. Our Environment Over the last four decades, whilst there have been many changes in both the retail industry and the world, as well as proactive transformations in our own business, we believe our ongoing success is because we’ve remained true to our Our Customers values, with an unwavering focus on our customers, employees and partners.

In 2017, we launched the Landmark Happiness Movement to reinforce that Our Community commitment to our employees and, today, we continue that commitment by publishing our first ever Sustainability Report, outlining our key priorities as Ethics and a Group, that were co-created by listening to our customers, employees and Compliance partners. We detail the steps we’ve taken towards sustainability across our organisation, and have aligned our priorities to global objectives such as the United Nations Sustainable Development Goals (SDGs), as well as national Annex agendas in the geographies where we operate.

At Landmark Group, we’ve always been invested in the future. We believe in looking ahead to build today and achieve tomorrow. As we continue to evolve, ensuring the sustainable development of both people and planet is inherent to our own growth. Simply put, as a large organisation, we deeply appreciate the large responsibility we have, and whilst we still have some way to go on this journey, we’re committed to delivering exceptional value for all the lives we touch.

RENUKA JAGTIANI Chairwoman & CEO, Landmark Group

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-10) (102-14) (102-15) 4 Overview About How We Manage Landmark Group Lebanon Iraq Sustainability Tunisia Jordan Algeria Egypt Kuwait Libya Bahrain HQ Our Qatar People Pakistan Saudi Arabia UAE Landmark Group began its journey Oman in 1973 with one store in Bahrain India Our Partners and has grown into Thailand

Our one of the largest Djibouti Environment Nigeria Sri Lanka retail and hospitality Kenya Malaysia

Tanzania Singapore Our conglomerates Customers in the Middle East, Our Africa and India. 24 Indonesia Community COUNTRIES

Ethics and Compliance OUR VALUES 26 50,000 48 OWN Annex EMPLOYEES BRANDS 22 FRANCHISE

We listen to understand. 2,200 We empower to succeed. STORES AND 30M We constantly adapt to stay ahead. OUTLETS SQ. FT. RETAIL SPACE We deliver our best always.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-1) (102-2) (102-3) (102-4) (102-6) (102-7) (102-16) 5 Overview Our Leadership Team How We Manage We take pride in our Sustainability

Our leadership team People which has built MICKY JAGTIANI RENUKA JAGTIANI Founder Chairman, Landmark Group Chairwoman & CEO, Landmark Group Our Partners Landmark Group A constant innovator, Micky has created and For over 20 years, Renuka has guided the led more than 27 diverse brand concepts. He Group’s corporate strategy and grown our into the business it is has spearheaded the growth of Landmark fashion and hospitality businesses. She led Our Group across different regions, with insight, our strategic expansion into new countries, Environment today. conviction and a passion for excellence. launched the Landmark International franchise Micky leads by example and inspires a division, initiated our e-commerce platform and culture of integrity. driven the Group’s community initiatives. Our Customers

Our AARTI JAGTIANI NISHA JAGTIANI RAHUL JAGTIANI Community Group Director, Landmark Group Group Director, Landmark Group Group Director, Landmark Group Aarti played a key role in the Nisha oversees strategic growth for Rahul was involved in the investment expansion of Home Centre and Lifestyle and leads Centrepoint’s vision arm of the business and now leads the Ethics and Compliance continues to lead the Home Division for ‘Stores of the Future’. She heads HR, Group’s digital functions, including and Oasis Malls Division of the Group. Communications & CSR across the Group. Web, IT, Analytics and Loyalty.

Annex VINOD TALREJA RAMANATHAN HARIHARAN MANU JESWANI Group Director, Landmark Group Group Director, Landmark Group Group Director, Landmark Group Vinod built Babyshop into the leading Ramanathan shaped the Group’s Value Manu has built the Middle East’s one-stop shop for children’s wear and Fashion Division and leads the Group’s largest footwear brand portfolio, while products across the region and was expansion in Southeast Asia, as well as spearheading Centrepoint and our integral in Centrepoint’s growth. heading strategy for the India business. Property Division.

RAZA BEIG RAM CHARAN KABIR LUMBA CEO - Splash & Iconic Board Member, Landmark Group Group Director, Landmark Group Raza has built the Group’s fashion Ram is a world-renowned business Kabir shaped Lifestyle International portfolio, driving the creative vision advisor, author and speaker working with into one of the most respected retail and growth for Splash & Iconic. top companies and boards, and has businesses in India. He now leads Max in advised the Group for the last 3 years. the Middle East.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-5) (102-18) (102-19) (102-20) (102-22) (102-23) (102-24) 6 Overview Our Business Divisions and Brands How We Manage Sustainability

Our People

Our Partners

Our Environment

Our Customers

Our Community

Ethics and Landmark Retail: Middle East Landmark Retail: India Compliance Landmark Retail provides a value-driven product range for the family, across Since launching in 1999, Landmark India has become one of the most fashion, beauty, home, electronics and kids through its brands: Centrepoint, respected retail organisations in the country, offering customers a vast Annex Babyshop, Splash, SHOEMART, Lifestyle, Max, Shoexpress, Home Centre, range of value fashion, homeware and food retail. Landmark India’s portfolio Home Box, Emax, Styli and UAE’s first food discounter VIVA. In addition to our of brands include Lifestyle, India’s leading department store, Home Centre, in-house brands, the Group holds the franchise rights for some of the world’s fashion brands Splash, Easy Buy and Max, which houses a mix of homegrown leading fashion and footwear brands in the countries where we operate. and international brands, as well as Spar hypermarkets.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-2) (102-45) 7 Overview Our Business Divisions and Brands How We Manage Sustainability

Our People

Our Partners

Our Environment

Our Customers

Our Community

Ethics and Landmark Hospitality Oasis Malls Compliance Landmark Hospitality is the Group’s portfolio of leisure, food and hospitality, Oasis Malls are shopper-friendly, neighborhood malls, popular for the providing customers access to hotels, wellness centres, restaurants and convenience it offers through their homegrown retail offering, well-planned Annex entertainment for the whole family. Brands in the Middle East include: food courts, cafés, ample parking and a host of other facilities. Having Landmark Leisure, Citymax Hotels, Fitness First and Foodmark, which successfully launched nine malls in Bahrain, Saudi Arabia, Oman and UAE, operates the Group’s own and franchise food outlets. In India, the Group’s Oasis Malls is expanding its footprint with six upcoming malls in the region. runs Fun City and holds the franchise rights for Krispy Kreme.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-2) (102-45) 8 Overview Key Highlights How We Manage Sustainability

Our OUR CUSTOMERS OUR PEOPLE People

Our OVER 46 MILLION MEMBERS 50,000+ Partners registered with our loyalty programmes, employees Shukran and Landmark Rewards Our 88 Environment nationalities Our Customers OUR COMMUNITY 6,600 Saudi national staff, Our Partnership with Beat Diabetes has seen 70% of whom are female Community EDUCATION FOR 100,000+ PARTICIPANTS EMPLOYMENT in the last 10 years 8 BRANDS Ethics and Compliance with a spotlight GREAT PLACE TO WORK on training and Landmark India’s community recruiting young programmes impact the lives of more than Annex Saudi women 1.4 MILLION PEOPLE

OUR PARTNERS OUR ENVIRONMENT

ENERGY SAVINGS OF 8-15% PRODUCT HEALTH & SAFETY SOLAR FIT FOR GROWTH in next 5 years, equal to powering tested by independent and sustainable sourcing 12,500+ homes in a year POWER globally certified laboratories

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 9 Overview Awards and Recognition How We Manage Sustainability

Both Landmark Group and our individual brands have received a number of awards and accolades over the Our years. This financial year saw incredible recognition with over 50 awards received across the Group. Here are People some of the latest awards and recognition received.

2019 2018 Our • Landmark Group ranked 20th in the ‘Top 25 Best • Landmark Group received the ‘CSR Label’ by the Dubai Partners Multinational Organizations’ in Great Place to Work: Chamber of Commerce and Industry Asia’s Best Workplaces 2019 • Landmark Group won ‘Happiness and Positivity Our Environment • Landmark Group’s Happiness Movement won ‘Best Company of the Year’ at the Gulf Business Awards Internal Communications Campaign’ at the Middle East PR Awards • Our team in Bahrain was recognized by The Ministry Our of Labour and Social Development for their Graduate Customers • Landmark India won ‘Best HR Initiative’ at the Trust for Development Programme Retailers & Retail Associates of India (TRRAIN) Retail In 2019, we won the Awards • Landmark India’s Legal and Corporate Affairs team first-ever Sports Our was recognized as ‘Retail Legal Team of the Year’ by Community • Landmark India was recognized as one of the 2019 the Retailers Association of India Imprint Award for ‘Best Companies to Work for’ by PeopleStrong and Business Today – India • Landmark India received the ‘Excellence in Employee our community Ethics and Engagement and Experience’ award by Business World Compliance • Splash came first in the ‘Sustainable Business Models’ engagement efforts category at the Gulf Sustainability and CSR Awards • Fitness First won 4 awards at FIT Awards: ‘Franchised Facility of the Year 2000+ Members’, ‘Small Specialty/ with Beat Diabetes, Annex • Landmark Leisure won ‘Best Sport / Adventure-based Boutique Studio of the Year’, ‘Rising Star of the Year’ Entertainment’, ‘Best Employees’ Engagement Initiative’ and ‘Instructor of the Year’. The brand was also presented to us by and ‘Best Customer Loyalty Programme’ at the MENA recognized at the GCC Best Employer Brands’ Award HH Sheikh Hamdan Leisure and Attraction Council Awards • Emax received ‘Best Customer Experience - Electronics bin Mohammed bin • Store Leadership Program won Silver for ‘Best Results Category’ at the Customer Experience Benchmark of a Learning Program’ and Bronze for ‘Best Advance Index Awards Rashid Al Maktoum, in Creating a Learning Strategy’ at the Brandon Hall Group HCM Excellence Awards • Lifestyle in India won ‘Most Admired Retailer of the the Crown Prince of Year: Department Store’ and ‘Most Admired Retailer • Max in India won ‘Most Admired Fashion Retailer of of the Year: Innovative Retail Concept’ at the IMAGES Dubai & Chairman of the Year for Large Format National MBO Chain’ at the North India Retail Awards the Executive Council, IMAGES Fashion Awards - India • Spar in India was awarded Silver for ‘Best Social Cause UAE • Home Centre was awarded ‘Home & Lifestyle Retailer of Case Study’ for its ‘Season of Joy’ campaign at the the Year’ at the Indian Retail & eRetail Congress Lighthouse Insights Digital Marketing Awards

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 10 Overview

How We Manage Sustainability

Our People

Our Partners

How We Manage Our Environment

Our Sustainability Customers

Our Community In financial year 2018-19, we engaged in a group- Ethics and wide effort with our stakeholders to identify key Compliance priorities that are important to the organisation’s sustainability journey. This was a natural Annex evolution of the Landmark Happiness Movement, which looks to embed our values and create an environment of care and well-being, driven by the philosophy of creating exceptional value for all.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 11 Overview Materiality Assessment How We Manage We integrated sustainability into our Sustainability business by following the below steps: MATERIALITY MATRIX 1. ALIGNMENT AND BENCHMARKING Our People We identified a range of issues 100% affecting Landmark Group by referring to the UN Sustainable 13 Development Goals (SDGs) and 11 Our 21 Partners the Global Reporting Initiative Standards, as well as national 30 8 14 12 10 agendas in our key markets, 6 Our including Saudi Arabia Vision 2030, 28 1 27 25 22 9 Environment UAE Vision 2021 and India’s NITI 17 24 7 Aayog. 26 15 29 2 20 3 18 23 19 16 Our 2. STAKEHOLDER ENGAGEMENT Customers The list of issues generated were 4 then prioritized as per their relevance to Landmark Group as to Stakeholders Releance Our well as stakeholder expectations. Community This process included participation of both internal business functions 5 and external stakeholders working 20% Ethics and with our organisation, as well as 20% Releance to Business 100% Compliance other external experts. The Materiality Matrix highlights the results of our stakeholder engagement, helping 3. SELECTING PRIORITIES us to identify the most releant topics for both our internal and external stakeholders. Our Partners Our Customers Our People 5 material issues (our priorities) Annex 1. Human and labour rights 14. Product quality, health and safety 21. Diversity and inclusion were identified as part of our 2. Health, safety and wellbeing 15. Sustainable products 22. Fair wages and decent working sustainability strategy and 3. Transparency and traceability 16. Responsible marketing environment framework, following thorough 4. Responsible purchasing practices 17. Integration of sales channels 23. Health, safety and wellbeing discussions with key representatives 18. Customer service and responsiveness 24. Attracting and retaining talent from our various business functions Our Environment 19. Digital innovation 25. Human capital development and leadership team. 5. Recycled/sustainably-sourced material 26. Nationalization 6. Chemical and waste management Our Community 4. SUSTAINABILITY ROADMAP 7. Water 20. Community development Other Identified Topics KPIs and multiple projects were 8. Animal welfare and biodiversity 21. Diversity and inclusion 27. Risk management developed in collaboration with 9. Packaging 28. Compliance, ethics and transparency internal stakeholders, with clear 10. Circularity 29. Economic performance targets and deadlines, aimed 11. Renewable energy at building collective ownership 12. Energy efficiency of our sustainability roadmap. 13. Carbon footprint This roadmap is currently being implemented throughout the The Materiality Matrix highlights the results of our stakeholder engagement, helping us to identify the most relevant topics organisation. for both our internal and external stakeholders.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-21) (102-31) (102-47) 12 Overview Our Sustainability Framework How We Manage Sustainability

Our People

Our Partners

Our Environment

Our Customers

Our Community VISION MISSION Creating eceptional value To become a sustainable for the lives e touch. organisation as One Landmark. Ethics and Compliance

Annex OUR OUR OUR OUR OUR PARTNERS ENVIRONMENT CUSTOMERS COMMUNITY PEOPLE

Ensure social, Create alue Nurture a health and safety Respect the and trust Strengthen culture where standards in our enironment through products communities Landmarkers supply chain and serices feel purpose

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 13 Overview How we impact the United Nations Sustainable Development Goals How We Manage Sustainability

The United Nation’s Sustainable Development Goals (SDGs) and the 2030 Agenda for Sustainable Development call on governments, businesses and civil society to take Our action to address social and economic challenges. We highlight some of the ways we look to contribute to the SDGs. People

SDG Alignment Our Partners

affected by floods in Kerala in 2018. A • We’ve impacted 1.2 million lives and packages as well as free annual SDG #1: further $400,000 worth of goods were through Landmark India’s check-ups for 5,000+ employees. Our Zero Poverty channeled to the flood-affected state programmes: Get Active, Eat Health, Environment through Emirates Red Crescent. Life Ahead and Beat Diabetes, • Landmark India’s Doctors at Work focused on preventive healthcare includes an in-house doctor at the • Landmark India’s Eat Healthy and managing non-communicable corporate office and visits twice a Our provided meals for 35,000 children diseases in urban marginalized areas month by doctors in stores. We also Customers SDG #2: in government schools across in India. launched an in-house DHA-approved Zero Hunger underserved regions in India, in clinic in our Jebel Ali warehouse for partnership with nonprofit Akshaya • Landmark India in collaboration over 1,500 warehouse employees. Our Community Patra Foundation. with nonprofit Apollo Telehealth Network Foundation, have trained 36,000 women in marginalized areas SDG # 10: Ethics and as Community Health Champions, Compliance Reduced promoting healthy lifestyles. Inequalities • We have a comprehensive Health Annex • We partnered with Education for and Safety Policy and management Employment, a nonprofit that trains system to ensure stringent health, and has connected 100,000+ youth to safety and security standards for our the world of work. employees, customers and visitors. SDG #3: • In Ramadan 2019, we launched our Good Health • Our RNA warehouse in UAE first cross-country community is certified in ISO 14001:2015 campaign through our loyalty and Well-Being (Environmental Management programme, Shukran. 1 million System) and BS OHSAS 18001:2007 customers participated, raising over • We launched Beat Diabetes in 2009 to (Occupational Health and Safety AED 2 million for nine community spread awareness on the prevention Assessment Series). organisations in eight countries. and management of diabetes. We reach 20 million people annually • A comprehensive Health and Well- • We donated over $400,000 in cash through initiatives including an Being programme was launched in for on-ground support to nonprofit annual walk, free blood glucose UAE, including revamped policies organisations, including Goonj testing, a children’s programme and and infrastructure, awareness Foundation, to help the relief and scholarship under SuperKidz, as well campaigns, sports events, health rehabilitation of 3,600+ families as other activities and events. sessions, exclusive medical screening

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 14 Overview • Landmark Headquarters in Dubai is SDG #4: SDG #5: SDG #8: certified as LEED Gold, recognized for efficient use of resources. How We Quality Gender Equality Decent Work and Manage Education Economic Growth Sustainability • In financial year 2018-19, we recycled 343,000 kgs of plastic, 1.8 million • Since 2012, we’ve partnered with • In financial year 2018-19, 47% of • Investing in people is inherent to kgs of cardboard and more than 2 Our Dubai Cares, a nonprofit which Landmark Middle East’s new hires our own growth. We’re committed to million kgs of paper. People aims to ensure inclusive and quality were female. providing a work environment that education, to raise funds through is safe, respectful and which fosters • All our products are tested by customer donations in stores, every • Landmark Arabia hired 4,600+ female professional and personal growth. independent and globally-certified Our Partners year during Ramadan. Saudi nationals, 70% of total Saudi laboratories to ensure high quality, national hires. safe products for our customers. • In partnership with GEMS Education, SDG # 9: we launched the SuperKidz Creative • Our brands have various women Our Industry, Innovation • Our retail brands continue to Environment Contest, awarding full educational empowerment programmes including and Infrastructure work on integrating responsible scholarships to two winners. SHOEMART ‘Leader from Within’ consumption and production in our which aims to provide female products. For example Splash is a Our • In financial year 2018-19, we invested employees with growth opportunities SDG #12: member of Better Cotton Initiative Customers over 629,500 hours in training for our and Splash’s ‘Her’ initiative to Responsible and Sustainable Apparel Coalition, employees across the Group. promote women’s equality at work. Consumption with 76% of its apparel made from and Production sustainably-sourced material. Our • Landmark India is in partnership Through ‘Life After Fashion’ the Community with IIMPACT to support 300 out-of- • We’ve invested in an Energy brand has collected 15 tonnes of school girls with primary education Management System the UAE. In the unwanted clothes, sent for re-use or next 5 years, our carbon emissions recycling with a local textile recycler. Ethics and Compliance • We developed a bespoke programme will reduce by up to 81,000 tonnes, with Education for Employment to with energy savings equivalent to • Our hospitality brands are train young Saudi Arabian women powering over 12,500 houses in a also committed to responsible from less privileged backgrounds. year. We’re expanding this solution consumption and production. Annex to Bahrain and Saudi Arabia, Citymax Hotels has eliminated plastic • Since 2008, we’ve partnered with Life making this the largest geographical spoons and stirrers, recycles its Foundation, a nonprofit supporting implementation of an energy waste and invests in energy efficient the public education system in management system in the region.. technologies. Carluccio’s eliminated Mumbai, in 2,000 child community SDG #7: plastic straws and bags from its UAE centres and in 160 public schools. Affordable and • We continue investing in energy outlets with plans to phase these out Clean Energy efficient facilities retrofits and in the rest of the region. innovative technologies in our warehouses, stores, outlets and • We built a single rooftop solar offices, such as automated lighting power system in our Dubai South controlling systems, LED technology, warehouse generating 3.4+ million dual flush systems, water taps kWh of energy annually, covering with sensors and aerators, energy 50% of the warehouse’s energy regenerative motors and optimizing consumption. We continue to invest air-conditioning systems, with the in solar power systems and increase aim to reduce energy consumption. our production of renewable energy.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 15 Overview

How We Manage Sustainability

Our People

Our Partners

Our Our People Environment

Our Customers With a workforce of more than 50,000 Our representing 88 nationalities, our people are at Community the heart of our organisation. We’re committed Ethics and to providing a work environment that is safe, Compliance respectful and which fosters professional and personal growth. Only through instilling a Annex culture true to our values will our people have the opportunity to embody the principles of creativity, collaboration and innovation.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-8) (103-1) (103-2) (103-3) 16 Overview Our People How We Manage Sustainability

Our TOTAL NO. OF July 2018 - June 2019 People EMPLOYEES 51,221 Our Partners

Employees by Gender Employees by Age Workforce Distribution by Activity (in %) Our Environment LANDMARK MIDDLE EAST LANDMARK MIDDLE EAST LANDMARK INDIA

Our Customers

Our Community LANDMARK INDIA

Ethics and Compliance

Employees by Years of Service Annex

LANDMARK MIDDLE EAST Gender Pay Gap (in %)

Newly-Hired Employees FEMALE MALE LANDMARK MIDDLE EAST LANDMARK INDIA

LANDMARK INDIA

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (401-1) (405-1) 17 Overview Women in our organisation are nationals are a key priority for local Diversity and Inclusion provided maternity leave in line with governments. local laws and regulations. We also How We Landmark Group has proactively Manage give mothers-to-be and new mothers At Landmark Group, diversity and worked to ensure we have a diverse Sustainability options for flexible working hours and, respect are key principles that population of employees with clear in certain circumstances, the option to underline our ethos. We believe targets, policies and initiatives in work remotely. For new mothers working Our every individual should be treated place that focus on recruiting, in our headquarters in UAE, we have a People equally and fairly in an environment retaining and growing local talent. that allows them to make the most dedicated nursing room. At the close of financial year 2018-19, of their abilities and grow within the People with Disabilities our Saudi team included 6,600 Saudi Our organisation, regardless of their Partners Landmark Group is committed to nationals, 70% of whom were women. background or characteristics. Female Recruitment in Saudi Arabia being inclusive and more diverse at Saudi Arabia is witnessing a every level of the organisation. We We strive for a workplace where Our have 216 individuals with disabilities sharing ideas is encouraged, opinions national shift in which the private Environment working in the Group and aim to are heard and achievements are sector is expected to become further invest in this talent pool, celebrated. We also appreciate that more active in hiring women as as well as continue to develop our customers and partners are part of the guidelines set by the Our conducive work infrastructures and also incredibly diverse and therefore Ministry of Labour. In financial Customers environments. understand the importance of having a year 2018-19, Landmark Arabia National Store Manager hired over 4,600 female Saudi Programme in Saudi workforce that reflects and respects this. Landmark India’s Swabhimaan (Hindi nationals and continues to grow Our for ‘pride’), is a programme to actively Arabia Community these numbers. RED in Kuwait recruit people with disabilities, whilst In 2019, we launched the National In 2018, our team in Kuwait ensuring measures are in place to Store Manager programme in launched ‘RED: Respect – Equality In the last few years, we’ve strived to provide an inclusive environment. Saudi Arabia, designed to provide Ethics and – Diversity’. This awareness improve our gender balance, with 47% Saudi employees with advanced Compliance programme aims to create a ‘RED’ of Landmark Middle East’s new hires Employees with operational knowledge and the mindset among all employees being female in financial year 2018-19. Disabilities in Splash skills to enable them to become Store Managers. The approach promoting diversity, tolerance, Splash in the Middle East has Annex We also have measures and protocols was a blend of self-learning, on- acceptance and inclusion for developed long-term partnerships in place against sexual harassment. the-job coaching and mentorship. everyone in the workplace. with local nonprofits dedicated By the end of the programme, 466 to people with disabilities, Leader from Within in Saudi employees were appointed Gender Equality including The Special Needs as Store Managers. Women, whether customers or SHOEMART Future Development Center, Al employees, are key to the organisation. ‘Leader from Within’ is a Noor Center and Manzil Center. We strive to attract, develop and programme by SHOEMART to Through the guidance of these retain female talent through various develop female leadership and social organisations, Splash Landmark Middle East initiatives including targeted female- growth opportunities. In 2018-19, continues to recruit employees hiring programmes in some of our 42 women were shortlisted for an with disabilities within a conducive countries in which we operate. in-depth three-month programme work environment. We’re actively working to increase that included individual the number of women working in and team-based projects Nationalization management positions through covering various functions, With 40% of Middle East’s population reforms in our HR systems and other including leadership and store under 25 and youth employment programmes. management. one of the highest in the world, employment opportunities for

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (103-1) (103-2) (103-3) (405-1) 18 Overview Landmark Happiness Policies, interventions and relevant in our offices, stores, outlets and Listening Help Desk infrastructure were introduced or warehouses to provide personal We have an efficient platform for Movement reformed, and over 50 new initiatives spaces for our employees to relax and How We employees to raise concerns or share Manage have been launched in the last two energize. We use these standards for feedback in the languages relevant to Sustainability years, across our warehouses, stores, all new facilities and continue to work our workforce. The listening portal was outlets and offices, with clearly defined refurbishing current spaces. also custom integrated into Workplace metrics, that give us insights into by Facebook for employees for easy Our People learnings and improvement. Workplace by Facebook access, anywhere on the go. Workplace is an enterprise platform by Facebook that enables employees to connect, communicate and Our Partners collaborate. We’ve successfully linked 100% of our employees onto Our people have been and continue a single social network. Not only to be our greatest strength and Our does it encourage collaboration and biggest brand ambassadors. Environment increased work efficiencies, but it also decreases our carbon footprint In 2017, we launched The Landmark by eliminating printed materials. Happiness Movement, built on the Happiness Workshops Our Customers inspiration of His Highness Sheikh Our workshops provide a platform We were recognized at the 2019 World Mohammed bin Rashid Al Maktoum, for employees to explore creativity, HR Summit & Expo in Dubai, as the Vice President and Prime Minister of innovation, health and other topics. first company in the Middle East to Our the UAE and Ruler of Dubai. The aim Both internal and external speakers adopt Workplace by Facebook as Community was to build a happier and healthier Happiness Calendar are invited to share their talents, a unified internal communication learnings and skills with employees. community, and what better place to Our happiness calendar is the platform across 12 countries. We cover everything from mental start than with our people. cornerstone of all our engagement Ethics and health, nutrition and social skills, to activities based on monthly Group- Compliance parenting workshops and women- We believe that happy people, wide themes co-created with focused sessions, as well as other working well together, in an inclusive employees. Our calendar includes interest groups. environment will do amazing things. cultural celebrations sports Annex competitions, outings, employee As a large, multi-faceted business, we volunteering and other team-building “I congratulate the Landmark Group on needed an engagement platform that activities. the launch of the Happiness Movement was personal, yet flexible enough to initiative, which aims to create a happy offer different experiences with one Yellow Day and positive working environment. I am unified message across brands and confident that this initiative will have a Once a month our employees come Wifi in Stores positive impact not only on Landmark regions. Spanning ten countries, the together to recognize, appreciate and In 2017, we re-vamped connectivity in employees but also on the UAE Movement reinforces our commitment engage across functions and brands. nine countries and in over 1,800 stores, community as a whole. I encourage to our people and our values, and to Office teams reconnect with store, to ensure digital engagement for all all private sector companies across nurture a One Landmark culture. outlet and warehouse teams through employees. This ensured employees the country to follow their example so a series of activities, defined by group- had seamless access to Workplace by we all contribute, in our own way, to We underwent a group-wide endeavor wide themes. Facebook, our learning & development making the UAE a happier and more to listen to our employees across programmes and other online store- positive place.” HE Ohoud Al Roumi territories, functions and businesses. Happiness Rooms based operational tools. We continue Minister of State for Happiness and This exercise was critical for informing We standardized the quality and to roll this out across our stores and Wellbeing, UAE our people priorities. requirements of breakout spaces outlets.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (401-2) 19 Overview Engagement Talent Mobility Programme Landmark Group believes in looking Open House in Landmark India How We internally for talent and nurturing Manage People engagement continues to career progression. Our internal Open House is a programme Sustainability be a key priority for us. We can’t online job portal gives our talent the conducted every quarter to give force happiness on anyone, but opportunity to cross ventilate within employees an update on the latest by putting our people first and the Group, across businesses and developments in the business Our People focusing on connecting, engaging geographies, whether in leadership, and in our industry. Following and empowering people, we strive to professional or operational roles. the update, employees and create conditions in which our people management engage in an open Our can thrive, adding value to their lives Since 2017, we’ve had over 500 discussion which includes healthy Partners and to Landmark. We continue to cases of career growth within the #YOUspeakWEListen debates and co-created, crowd- introduce initiatives that promote organisation. in Babyshop sourced suggestions. talent retention and growth, as well To build a value-driven culture at Our as give employees the opportunity to Babyshop, listening groups were Environment communicate freely, exchange ideas, launched across stores in the UAE. give honest feedback and voice #YOUspeakWEListen helps drive concerns. structured and focused listening Our forums where teams exchange Customers People Engagement Survey feedback and discuss solutions Every year we roll out an annual to address daily operational and Group-level survey to measure functional challenges. Our Community engagement across Landmark Group. Employee feedback give us clear direction on areas to focus on, Performance and Rewards Our rewards philosophy is based Ethics and which has led to some great success Compliance stories and seeing our CEOs driving on an unbiased, structured and engagement from the front; which transparent approach, with a robust we’re positive will lead to even better performance management system Annex results in the years to come. that aligns business and employee priorities. Engagement in In financial year 2018-19, the Fun City India engagement score for Landmark Every year, employees engage Fun City India reformed several Retail’s participating markets, was in an open dialogue with their employee initiatives including 72% and in Landmark India it was Being Max managers to discuss challenges and an improvised rewards and 80%. This year four of our country Being Max connects teams across opportunities and set tangible goals, recognition policy, town halls with operations in the Middle East were different business functions with continuous engagement through leaders, an on-boarding policy, as recognized as a Great Place to to share their goals, success quarterly conversations. well as talent management and Work, and Landmark Group was stories and learnings at a two- development programmes. The the 20th Best Workplace in Asia. day interactive event. The event We also conduct regular townhalls outcomes were reflected in the Lifestyle International Pvt Ltd, which features open discussions, within our businesses to ensure brand’s increased productivity comprises four of our brands in sessions with senior leaders, employees understand the system, and employee satisfaction, as well India–Lifestyle, Max, Homecentre and knowledge sharing and best which aims to build manager as reduced attrition. In 2018, Fun Easybuy–has been in the Top 10 Great practices. It also includes a capabilities, who, in turn, can City India was ranked as one of Places to Work in Retail in India for session for new joiners to get to help improve their employees’ the three ‘Most Engaged Places To seven years in a row. know their teams and learn about performance, as well as identify and Work’ at the Korn Ferry Employee Max’s values and culture. reward high performers. Engagement Awards.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (401-2) 20 Overview Learning and Frontline Development Functional Development Leadership Development Frontline programmes include: Functional programmes include: In 2018-19, 199 mid-senior leaders Development How We were enrolled in a Group Leadership Manage LEARN AND GROW ANALYTICS TEAMS Development in Landmark Middle Sustainability Career training for sales associates, Capacity-building online and East. Our learning programmes are supervisors and store managers that classroom courses for 95 data designed to optimize employee includes 70% on-the-job training, 20% analytics employees and customer Our People performance and growth, coaching with managers and 10% experience optimization sessions for disseminated across multiple workshops and e-learning. In Saudi 25 senior leaders. (Landmark Retail) geographies for our 50,000-strong Arabia, succession role assessments multicultural workforce. Our were piloted for 1,000 store managers. FINANCE TEAMS Partners (Landmark Retail) We worked with PwC to standardize Key objectives of our learning and finance processes across the Group development (L&D) include equipping and deliver workshops for 100 Our our frontline employees with the skills finance managers. (Landmark Retail) We also partnered with SP Jain Environment to provide a memorable experience Institute of Management & Research that enhance loyalty and word- PLANNING TEAMS and Indian Institute of Management of-mouth marketing through our Learn and Grow for planning and Ahmedabad to support growth and Our customers, as well as the ability to digitalizing planning fundamentals career development of High Potential Customers identify sales opportunities and for scalability, linked to career path. employees, co-delivered with an influence decisions to improve Knowledge assessment scores went internal faculty of leaders. 86 High productivity. We also support our STORE LEADERSHIP PROGRAM from 39% to 85% and individual Potentials took part in a nine-month Our Community leaders in developing and coaching Redefines capabilities of store development plans created for all 126 blended programme of workshops, their people, enabling them to managers as customer- and planners. (Landmark Retail) mentoring, action learning projects perform and grow with us. business-focused whilst improving and coursework. 24 of the 51 mid- Ethics and their work environment. In financial level High Potentials and 12 of the Compliance In financial year 2018-19, we invested year 2018-19, 986 Store Leaders 35 senior-level High Potentials were over 629,500 hours in training across participated with 101 High Potentials promoted or moved roles during or the Landmark Retail. Whether it’s identified to progress to the next level within six months of completing the Annex imbibing values through learning in their career. (Landmark Retail) programme. programmes, mentorship coaching, hands-on learning or developing CAREER PASSPORT Other programmes included future stars, our programmes aim to Tracks career progression of store Emerging Leaders for mid-level develop functional and leadership employees offering a structured managers and Leaders Coaching skills. plan for skill development. It ensures BUYING TEAMS Leaders, to equip employees with managers have a comprehensive We worked with Trendstop and WGSN the ability to play a proactive role in overview of employee performance on workshops for 35 buyers from our development of Landmark talent. over a long period of time, and not fashion and shoe divisions on trends, just on their recent achievements. product direction, commercial range Landmark India’s Executive Coaching (Max India) building and setting strategic buying Creating Leaders programme plans. (Landmark Retail) identifies senior leaders through RACE one-on-one coaching. A detailed skill Retail Academy for Career WAREHOUSE TEAMS assessment exercise is conducted Enhancement are certified courses to Emerging Supervisor Development to identify employees strengths create a talent pool for critical roles, Programme trains supervisors, and weaknesses, with bespoke while upskilling and retaining existing managers and senior managers on development plans created with talent coaches. (Landmark India) supervisory skills. (Landmark Retail) assigned coaches.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (103-1) (103-2) (103-3) (404-1) (404-2) 21 Overview Health, Safety Doctors at Work Health First in UAE We work closely with our insurance Landmark India’s Doctors at Work ‘Health First’ prioritizes our partners and medical service and Well-Being providers to continuously design How We includes an in-house doctor at the employees health and well-being. Manage corporate office and visits twice a While individual brands continue to better health benefits, exclusive Sustainability month by doctors in stores. drive various initiatives with their maternity packages for mothers- Health and Safety of our employees, teams, we also address this through to-be, a chronic management customers and visitors at our facilities In 2019, we launched an in-house Dubai a Group-wide programme as part of programme to ease employee needs Our People is a key priority for us. Our Health, Health Authority-approved clinic in the Landmark Happiness Movement. and provide various screening Safety and Environmental Policy our Jebel Ali warehousing facility packages at special discounted rates upholds our commitment to operating to cater to over 1,500 employees. The programme was built on data for employees and their families. a comprehensive health and safety Our Beyond medical services, the clinic gathered from our UAE medical Partners management system that complies runs regular wellness campaigns on insurance loss ratio and trends from with both local and international health, safety, hygiene, chronic illness annual employee health check ups, occupational safety bodies. Through management and nutrition. as well as from employee feedback. Our our policy we aim to provide a safe This led to our focus areas on a Fit Environment and hygienic working environment, as Frontline, Chronic Care, Wellness for well as supervision and training. MYZONE in Fitness First Women, Healthy Snacks as well as a Fitness First is the first health Safe and Secure Workplace. Our We have health and safety committees and fitness chain to introduce Customers across our territories to ensure MYZONE belt, an exercise tool, for employees are represented. These its employees. Given to every new committees implement various employee as part of their welcome Our actions to ensure safety in the kit, teams are incentivized to Dubai Fitness Community workplace, including first-aid and exercise, cultivating positive Challenge fire safety training and bi-annual habits and improving health We participated in the Dubai evacuation drills. In UAE, we partner outcomes. Ethics and Fitness Challenge by the Dubai Compliance with a Dubai Civil Defense approved Government. Over 300 employees training company, with more than across stores, outlets and offices 350 employees certified in Basic Fire The programme includes revamped attended a fitness class by Indian Annex Safety. Landmark headquarters have and new policies related to employee Contemporary Dance Academy, automatic external defibrillators health and well-being, improvements Shiamak Davar. Fitness First also on each floor that first aiders have to working environments, fitness developed a fitness calendar of been trained to use. We also have events, such as an annual two free events for employees. emergency evacuation chairs in the week sports competition and other building. Our RNA warehouse in Dubai sessions run by Fitness First, as is also certified BS OHSAS 18001:2007 well as year-round interventions (Occupational Health and Safety and campaigns related to health, Lost Time Injury Rate Assessment Series) and ISO 14001:2015 nutrition and mental health. (Environment Management System). Mental Health in Lifestyle India Every year, we conduct free annual Store employees are trained in Martial Arts in check ups for employees. Last year, listening techniques to identify over 5,000 employees were screened Home Centre mental or emotional challenges in camps set up across 200+ stores, Home Centre conducted martial their colleagues might be outlets, warehouses and offices. Each arts and self-defense classes for experiencing, with the aim to employee received a follow up with employees to foster mindfulness create support systems and a safe a doctor to discuss the results and Lost Time Injury Rate = # Lost Time and well-being. spaces for people to share. actions to be taken, if needed. Injury / Total # Hours Worked x 200,000

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (103-1) (103-2) (103-3) (403-1) (403-2) 22 Overview

How We Manage Sustainability

Our People

Our Partners

Our Partners Our Environment

Our Customers Integrity is at the heart of Landmark’s way of doing business and it’s important that we work Our Community with people who share our values. We respect our relationships with our partners and it’s our Ethics and Compliance responsibility to empower across our supply

chain, ensuring quality products of value, while Annex respecting human rights and the people who make them.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-9) (103-1) (103-2) (103-3) 23 Overview Our Partners Code of Conduct Product Health and Safety Our Quality Assurance teams Landmark Group’s Code of Business Providing customers with high quality, regularly conduct training sessions for our suppliers on regional product How We Conduct and Ethics defines how each safe products is a priority for Landmark Manage Landmark Group works with partners of us should conduct ourselves as Group. Quality assurance is a key part compliance norms, quality assurance Sustainability across the globe. Ensuring our representatives of the Group. of our group strategy and commitment guidelines and chemical safety supply chain is stable, flexible The principles underlined in the to our valued customers. We closely regulations. and sustainable is essential to Code determine how we behave follow developments in legal compliance Our People our business model and to our and deliver our business activities. requirements, social expectations, commitment to delivering quality This also governs how we work with as well as work to go over and above value to our customers. our partners and suppliers, each of expectations, such as exploring Our us responsible for operating in an technical and design innovations, to Partners Given our diverse portfolio, our brands ethical, environmental and socially ensure that we live up to the promise of Splash’s Code of Compliance operate semi-independently when sound manner. our brands. for Suppliers articulates its it comes to sourcing and selecting requirements for social and Our environmental compliance by its suppliers. This allows for agility and We hold all partners accountable All products are tested by independent Environment partners. growth but we also work to have long- to our moral code. In financial year and globally certified laboratories term relationships with our suppliers. 2019-20, we will be merging our brands before leaving the factory, from various The majority of its partner commitments and launching a sourcing country locations. We also Our factories are audited and Customers Strong partnerships are key to us group-wide Business Partner Code of have our in-house checks for goods certified by third party agencies collaborating on sustainable solutions Conduct and Ethics. once they’re received in our distribution together. centre. on social and environmental criteria. This includes the Our This will define our sustainability Community Worldwide Responsible Accredited Partner Onboarding commitment and expectations with Our product safety tests are in accordance with global standards. Production (WRAP), Business Social Our onboarding process is fairly our partners across the supply The tests include conformance to Compliance Initiative (BSCI) and standardized across our brands. chain, with a focus on respecting Ethics and Supplier Ethical Data Exchange and safeguarding human rights of our Restricted Substances List (RSL) Compliance and restricted chemicals which are (SEDEX). Splash will continue During the pre-qualification process, workers in our partner factories, and legally not allowed to be present in to build on ensuring a socially potential suppliers submit an protecting their health, safety and merchandise as per local laws. This responsible supply chain. application as well as other necessary security. Annex includes product safety regulations as documentation, depending on their per SASO in Saudi Arabia, ESMA in UAE, In addition, Splash aspires to industry. The code will cover several work with suppliers that run green sustainability commitments including: GOEIC in Egypt, to name a few. factories, which have adopted Labour rights, with a focus on health We take special care when it comes environmentally responsible and safety, are evaluated and site • compliance to local and regional to children’s merchandise to ensure processes into their production. visits are conducted when needed. laws. This includes methods that • zero tolerance for human rights that they are completely safe. A focus on functionality is part of our design produce less material waste, If any risks are identified, they’re violations. process, and with safety in mind. For recycling, water, fuel and thoroughly deliberated with the • a healthy and safe work environment. example, we make sure that dangerous electricity efficiencies as well as supplier to understand if they can • integrity with zero tolerance for cords are not used. other initiatives to reduce carbon be mitigated, If not, the supplier is bribery and corruption. emissions. disqualified. We will continue to build relationships We also provide our customers with information regarding a product, Qualified suppliers are registered and and communicate closely with non- including its content as well as care go through an onboarding process, government organisations and other label instructions. Our labels are in with clear expectations of both parties stakeholders to further support these accordance with local laws in each of communicated. commitments. our markets.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (103-1) (103-2) (103-3) (205-1) (205-2) (308-1) (412-1) (414-1) 24 Overview Fit for Growth Since its inception, Landmark Group’s How We brands have received raw materials Manage and other requirements from different Sustainability sources. This has made our brands flexible and autonomous. Our People As we continue to grow, it has become evident that unifying sources gives us a significant opportunity to exercise Our greater say in the partners we work Partners with. With this in mind, we established Fit for Growth, an initiative to consolidate our sourcing in 2016. Our Environment Our apparel brands in the Middle East – Babyshop, Max and Splash – collaborate under this programme, Our moving away from sourcing their Customers raw materials independently to a standardized and consolidated approach. Our Centralized Procurement Community This puts us in a better position to We have centralized our procurement work with leading suppliers, reduce for non-trading categories, such as administration, marketing and store Ethics and our costs and carbon footprint and Compliance minimize risks in our supply chain. capex.

In the coming year, we will continue In 2018, we implemented a Annex on this collaborative approach to Procurement Enterprise Resource develop sustainable practices in Planning (ERP) Supplier to Procure to our supply chain, particularly when Pay (S2P2P) solution from Oracle, to it comes to sourcing sustainable cater to all our non-trade purchases material, whether organic or within Landmark Retail. sustainably-produced, such as viscose. The platform connects our procurement teams across the entire supply chain within the organisation through a goods receipt process and finally to any payment issued to a vendor.

The system is designed to provide us with better control and transparency over the entire lifecycle of a purchasing cycle.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 25 Overview

How We Manage Sustainability

Our People

Our Environment Our Partners

Our Environment We’re committed to using resources more Our efficiently and reducing our environmental Customers impact. This includes how we effectively manage Our our water, energy, waste and carbon emissions. Community We continue to work on improving efficiencies Ethics and across our business; from our products and Compliance supply chain, to facilities across our markets,

including warehouses, stores, outlets and offices. Annex

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-12) 26 Overview TCS SMART ENERGY SOLUTION SOLAR POWER Our Environment Landmark Group, in partnership with In a continued effort to reduce our Tata Consultancy Services (TCS), is reliance on fossil fuels, we’ve taken How We Manage implementing an energy management the first step to produce of our own Energy and Emissions Sustainability solution across our warehouses, renewable energy. Like any business, we require energy stores, outlets and offices in the UAE. to run our operations. However, Our energy accounts for around 60% of Leveraging the power of machine People global greenhouse gas emissions. learning, Internet of Things (IoT) and We’re resolved to increasing our cloud computing, this self-learning energy efficiencies across our value system identifies and monitors key Our chain, maximizing our energy output Partners energy consumers and highlights whilst minimizing our energy demands. energy wastage across water, air, gas, electricity and steam (WAGES) in our Our facilities, through real-time insights Environment and predictive analytics, enabling us to optimize our energy consumption We’ve installed a 2.14 MWp single and decrease our CO2 emissions. rooftop solar power system in our Our warehouse facility in Dubai South. Customers TCS Energy Solution is an agnostic Generating over 3.4 million kWh of platform, which means it’s compatible energy annually, we’re now able to In financial year 2018-19, fuel with existing infrastructure, so, unlike cover 50% energy consumption of Our consumption in Scope 1 was 145,911 some energy management platforms, this 80,000 sqm facility with renewable Community litres of diesel and 2,219,531 litres of it doesn’t require replacing existing energy. The system is connected to petrol. Our electricity consumption in equipment, eliminating waste or the Dubai Electricity & Water Authority Scope 2 was 776,213,874 kWh. need for new materials. (DEWA) enabling us to transfer surplus Ethics and Compliance energy to the city’s electrical grid. Using the World Business Council for Sustainable Development and Global We’ve also linked our solar power Reporting Initiative (GRI) framework, system to our TCS Smart Energy Annex we calculated our carbon footprint as Solution to analyze and regulate 2,672,436 tonnes CO2 in financial year energy production. This enables us 2018-19, 4% less than the previous year. to understand when solar production Scope and assumptions: is high and adjust our demand • Scope 1: includes emissions from UAE and We continue to invest in energy schedules, lowering our need for other India, calculated using carbon conversion efficient technologies in new factors published by 2006 IPCC Guidelines Over the next 5 years, our smart energy resources and increasing facilities, and retrofitting existing for National Greenhouse Gas Inventories. facilities will reduce carbon emissions our output. To give an example, facilities across our warehouses, • Scope 2: includes emissions from by up to 81,000 tonnes, with energy chillers, which account for 60% of the stores, outlets and offices. This Landmark Retail and Landmark India savings equivalent to powering UAE’s energy load distribution, are includes improvements in lighting warehouses, stores (Lifestyle, Home over 12,500 houses (as per the 2015 automatically scheduled to run during Centre, Max) and offices, as per the (LED technology, automated lighting UAE State of Energy Report; 40kWh times of high solar production. ‘location-based’ method using grid control systems and daylight per home per day). We’re expanding average emissions factors. harvesting), intelligent elevators with this solution to Bahrain and Saudi In the coming year, we plan to invest • Scope 3: includes emissions derived energy regenerative motors and Arabia, making this the largest in renewable energy generation from business air travel from our Middle air-conditioning systems to reduce geographical implementation of an systems across our warehouses in the East offices, calculated using carbon our energy consumption and carbon conversion factors published by the energy management solution in the UAE, including our Mega Distribution emissions. International Civil Aviation Organization. Middle East. Centre in Jebel Ali Free Zone.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (103-1) (103-2) (103-3) (302-1) (302-4) (305-1) (305-2) (305-3) 27 Overview Water Waste Water is essential to life. Yet scarcity Combating waste is an urgent issue. Green Distribution Centres How We is a global challenge with 785 million Not only do we strive to maximize our Manage people lacking access to water. Two output, but we look to move towards In the last few years we’ve opened Sustainability of our main markets, Saudi Arabia a circular design for reuse and distribution centres in Saudi and UAE, are also considered high recycling. Arabia, Mudon DC, and UAE, water-stressed geographies, where Mega DC. Both centres were built Our People the demand for water is largely met In financial year 2018-19, total waste with green technologies in mind by desalination. We’re committed to generated in our headquarters, to minimize our environmental reducing our water impacts across Landmark India and Oasis Mall in impact. Our our value chain. Dubai was 3,627,671 kg, 16.8% less than Partners the previous year. This includes LED technology, In financial year 2018-19, our total hurricane fans to create natural water consumption across our Our hospitality brands have systems ventilation systems without using Our headquarters, Landmark India and in place to minimize food waste and electricity, optimized air-condition Environment Oasis Mall in Dubai was 235,074,380 some of our fashion brands run systems as well as installing litres, 6.4% less than the previous year. interventions to ensure clothing energy regenerative motors in our We’ll be expanding the scope of our doesn’t end up in landfills. We partner automated storage and retrieval Our water consumption in our next report with recycling agencies to recycle Landmark Headquarters systems (ASRS), so as ASRS are Customers to include other areas of our value waste in our operations including LEED Gold Certified being used, it produces energy which feeds back into the centres chain. paper, plastic and cardboard. We Leadership in Energy and continue to build on this year’s scope grid. Our Environmental Design (LEED) Community We have various interventions aimed to measure and strategize how we can is a worldwide green building Mega DC was awarded an at reducing our water consumption in minimize waste throughout our value certification programme developed our facilities including the installation chain, and implement activities to Environment, Health and Safety by nonprofit US Green Building Ethics and (EHS) certification from the Dubai of water saving devices, such as reduce, reuse and recycle. Council. In 2018, Landmark Compliance Government. We’re also expanding dual flush systems and tap aerators, Headquarters in Dubai was our solar power generation as well as sewage treatment plants certified as LEED Gold, recognized capabilities and will be installing which allows us to generate recycled for creating minimal impact on the a rooftop system on the centre in Annex water for our air-conditioning cooling environment. towers. Not only does this minimize the coming year. our wastewater, it also lowers our The tower has a carbon footprint energy consumption. savings of 1,332 metric tonnes per year, and whilst a typical building’s power consumption is 160 - 200 kWh/sqm, our consumption is 113 kWh/sqm. Our water consumption is also 40% lower than International Plumbing Council standards.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (103-1) (103-2) (103-3) (303-1) (306-2) 28 Overview

Our Brands COTTON Cotton is used by nearly every person How We on the planet and is the most used Manage Sustainability textile fibre in Splash. 80% of Splash’s cotton is sustainably sourced, including organic cotton (grown Our Only by maximizing resources and without pesticide, synthetic fertilizer RECYCLED POLYESTER People minimizing waste can we reduce or chemicals) and Better Cotton Recycled polyester is produced from our negative impacts and create (BCI). Splash’s goal is to use 100% recycled plastic. It’s better than a sustainable business model. It’s sustainably sourced cotton by 2020. conventional polyester as it reduces Our Partners worth highlighting that Splash was the use of virgin petroleum, diverts the first of our brands leading efforts PLANT-BASED MATERIAL used plastic from landfills or ending Plastic spoons and pens were to develop a circular economy: Man-made cellulosic fibres (MMCF) up in the ocean and it’s recyclable. eliminated from all 1,630 rooms from design, material selection and Our such as viscose, rayon and lyocell, are 50% of the polyester used in Splash and replaced with wooden stirrers production processes, through to Environment some of the most used materials after is recycled, equivalent to 28 million and pencils. Waste is recycled in product reuse and recycling. In cotton and an important fibre group plastic PET bottles. all properties, with colour-coded financial year 2018-19, 76% of materials bins on every floor. They continue for Splash. They’re made from plants Our used by Splash were recycled or to invest in energy efficient like wood pulp, so challenges include DENIM Customers sustainably sourced, with the aim to deforestation and biodiversity Making jeans requires large technologies, such as LED lights, increase this to 80% by financial year impacts. 75% of Splash’s plant-based quantities of water - from growing automated lighting controlling 2020-21. systems, water saving devices and fibres are sourced from certified cotton to dyeing the fabric and Our sustainably managed forests. washing in the final stages of air-conditioning systems. Community production. To minimize this negative impact, all Splash denim is produced using sustainable raw materials and Ethics and Compliance Better Cotton Initiative is a nonprofit eco-friendly garment processing membership organisation running techniques that use 70% less water the largest cotton sustainability and 30% less energy. programme worldwide. It exists to Annex make cotton production better for people who produce it and better for the environment. Splash was the first Biodegradable Packaging Life After Fashion brand from the Middle East to become Splash uses bioplastic packaging In 2017, Splash introduced used- a member. made from cornstarch, a biological clothing containers in their stores and material, instead of petroleum. offices, and have since collected 15 Bioplastic is compostable, turning tonnes of unwanted clothes. These are into organic waste in up to 180 days, sorted and sent for re-use or recycling Carluccio’s use paper straws and compared to typical plastic which with a local textile recycler, ensuring bags in the UAE, with plans to takes up to 1,000 years to decompose. the clothes don’t end up in landfills phase out single-use plastic across Sustainable Apparel Coalition is the and are given a new lease of life. the region. In 2019, they partnered apparel, footwear and textile industry’s Clothing Tags with Azraq, a marine conservation leading alliance for sustainable 100% of Splash’s clothing tags and nonprofit, on #uselessutensils. production, looking to produce no Over 30,000 plastic utensils were unnecessary environmental harm and packaging material are FSC certified have a positive impact on communities. (Forest Stewardship Council). This collected and made into sculptures In 2017, Splash became the only means the wood used to produce by students from local schools, to homegrown brand in the Middle East these items come from responsibly raise awareness on the negative to become a member. managed forests. impact of single-use plastic.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-13) 29 Overview

How We Manage Sustainability

Our People

Our Customers Our Partners

Our Environment Whether a toddler playing at Fun City, a young Our woman shopping at Lifestyle, newlyweds Customers buying furniture for their first home at Home Our Centre or a family sharing a meal in one of our Community restaurants, our customers’ happiness is the Ethics and essence of our business. We’re committed to Compliance bringing value to our customers, ensuring we

continue to listen and adapt to their needs. Annex

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (103-1) (103-2) (103-3) 30 Overview Loyalty Programmes How We Manage Our loyalty programmes are among Sustainability the largest and most active in the countries where we operate. Our People Shukran in the Middle East and Landmark Rewards in India aims to offer a world of privileges to our 10 MILLION MEMBERS 36 MILLION MEMBERS Our members. Partners Shukran Landmark Rewards The programme reflects Landmark Landmark Middle East were early Launched in 2001, Landmark Rewards Group’s commitment and passion movers into the loyalty space in the is our loyalty programme in India. Our Environment towards enhancing its relationship region, having launched the first With 36 million members and 350 with customers across diverse brands. iteration of our programme in 1999. participating stores, it’s one of the largest retail loyalty programmes in Our Today, Shukran is the Middle East’s country. Customers largest retail and hospitality loyalty programme with more than ten million Members can earn and spend points, active members, spanning eight get personalized coupons and offers Our countries, 2,000 stores and 55 brands, as well as gain exclusive access to Community offering rewards on over a million end-of-season sales. products. Multiple members in a family can also Ethics and Members earn Shukrans (points) on connect their accounts for increased Compliance their purchases and spend them rewards through the ‘My Family for instant savings on everything Account’ feature. the Group’s various brands offer, Annex including clothing, footwear, We’ve also partnered with BUDDY, accessories, salons and spas, home an app that facilitates in-store As Shukran and Landmark furnishings, electronics, sports, engagement. Customers can scan QR Rewards can now be entertainment and restaurants. codes via the app and connect to their accessed via an app Landmark Rewards account to receive or a customer’s mobile Customers can easily register for personalized recommendations as number, we’ve eliminated Shukran through our website well as offers in real time. shukran.com, at the point of sales the distribution of printed in any participating store, from our Customers using BUDDY in our stores cards in a bid to become brands’ websites and apps, or through also have access to Lifestyle EDGE, more environmentally downloading the Shukran app, a subscription programme where friendly. This has reduced available in the Apple and Google Play customers can pay an annual fee and our carbon footprint stores. sign up to benefits like priority billing, free parking, home delivery for certain and is in-line with the Shukran collaborates with customers products, birthday month offers and organisation’s strategy on fundraising initiatives for various experiential gift vouchers. regarding innovation. nonprofit organisations.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 31 Overview Data Analytics, Innovation & Technology How We Manage Landmark Group is invested in Blockchain RFID Technology Sustainability the future of retail. Innovation and In a major step forward in the Middle This year, Splash and Max rolled out technology has been a primary focus East’s retail industry adopting RFID to gain a significantly improved for the Group in the last decade with Our blockchain, Landmark Group and view of its inventory and provide real- People our commitment to building a Future HSBC completed a first-of-its-kind time merchandise location data. This Fit Landmark Group across different transaction that connected two is in line with the Group’s direction to facets of retail. independently-built blockchain continue to invest in technologies that Our platforms. Key participants along the give our customers a more customized Partners From supply chain and logistics to supply chain could view documents shopping experiences and meeting data analytics and omni-channel, and track progress of a shipment in their individual needs. More of our we’re on a robust innovation journey. real-time, reducing the overall time brands and stores are in the process Our to complete the transaction by up of adopting the technology in the Environment Our Omni-Channel Journey to 12 days, a 40% reduction, thereby coming year. Landmark Group uses an omni- reducing costs. It also helped reduce channel approach to provide a the need for paper, as retail supply Net Promoter Score Our Customers seamless shopping experience to our chains typically involve large numbers We use the globally-recognized customers across multiple platforms. of paper documents. Net Promoter Score (NPS) to gauge customer satisfaction and measure Since 2009, we’ve heavily invested Our As a value retailer, investing to keep our progress. This tool allows us to Community in innovation, e-commerce and costs down helps us provide better improve and build on our customer omnichannel, with nine of our leading value to our customers. Showing also a huge milestone for us and strategy and set targets to increase it brands online and adding more than reflects our commitment to driving how collaborative technologies can further. Ethics and 150,000 SKUs every year. accelerate international trade was transformation in the retail sector. Compliance Customer Happiness Week Data Labs In line with International Happiness Single View of Inventory Same Day Delivery Our Data Labs analyze customers’ Day every March, our brands in the Online orders can be fulfilled Online customers in the UAE Annex tastes, preferences, shopping patterns UAE look to honour their customers from stores based on availability can receive products on the and proximity of inventory. same day. and behaviour through machine- through unique experiences and learning algorithms and advanced rewards across our stores, outlets and demand-forecasting engines. online. Kiosks Easier Ways to Pay Customer and staff in stores Customers can pay using The aim is to enhance the shopping Under the theme ‘Happiness can look up online inventory Apple Pay in UAE and Saudi experience by helping our customers to find products or sizes that Arabia. We’ve also introduced Unlimited’, customer engagement has may not be available in stores. Equated Month Instalments find what they want, at the time they included kids carnivals at Babyshop, Payments are made using a for orders worth AED 1,000 or want it, in their preferred size, style surprise gifts at Centrepoint and more, for both store and online chip and pin device integrated and colour, at their favourite store. Max, free offers for customers like with kiosks. customers in UAE. makeovers at Lifestyle, rides for kids In 2019, the Data Labs team at at Fun City and desserts at Zafran, as Landmark Middle East held the first well as a range of other fun activities Click & Collect Return to Store Landmark Customer Summit, where Customers looking to return over three days. Given our diverse Online customers can buy business leaders from different products from our sites purchases made online have portfolio, we also take the opportunity brands shared success stories and or apps and collect them the option to drop off their to form cross-brand collaborations to in-store. returns at a store. best practices covering a range create exclusive shopping benefits for of topics through keynotes, panel our customers. discussions and case studies.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (417-1) 32 Overview

How We Manage Sustainability

Our People

Our Partners

Our Our Community Environment

Our Customers We’re deeply committed to making a difference Our in the communities where we live and work. We Community understand that community is who we are and it’s Ethics and our responsibility to contribute to causes where we Compliance can better the development of society. Annex

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-12) (103-1) (103-2) (103-3) 33 Overview Beat Diabetes programmes, community events and In 2019, the Group won UAE’s first- media campaigns, to manage and ever Sports Imprint Award presented SPORTS IMPRINT AWARDS prevent diabetes, reaching over 20 to us by HH Sheikh Hamdan bin How We Manage million people annually. Mohammed bin Rashid Al Maktoum, “Today we honoured Sustainability the Crown Prince of Dubai – an Landmark Group, the winner Key activities include Take the Test, incredible recognition of the of the first Sports Imprint free blood glucose testing, Get Active, Group’s decade-long efforts to build Our community-centric fitness events and awareness and preventive measures Award, organised as part People Eat Healthy, cooking sessions. The for diabetes. of the Nad Al Sheba Sports initiative’s activities culminate with Tournament, which aim to the Beat Diabetes Walk in November – Our “What the Landmark Group has encourage volunteering and Partners World Diabetes Month. achieved in the last ten years, by humanitarian work in sports... building awareness about In 2015, we launched SuperKidz, as Sincere thanks and gratitude diabetes and initiating blood Our a part of Beat Diabetes, to educate to Landmark’s founder Micky glucose tests through the Beat Environment children on living a healthy lifestyle. Jagtiani for these heartfelt Diabetes initiative, is indeed During its last iteration in 2018, we efforts.” commendable.” partnered with GEMS Education to Our reach students across 48 schools in Dr Abdul Razzaq Ali Al Madani HH Sheikh Hamdan Bin Mohammed Customers UAE. President - Emirates Diabetes Society Bin Rashid Al Maktoum Chairman - Gulf Group for Study of Crown Prince of Dubai & Chairman Diabetes, UAE of the Executive Council, UAE Our Community

Beat Diabetes in Numbers | Since 2009 Ethics and Compliance

Diabetes is recognized as a growing epidemic worldwide. An estimated 415 Beat 100,000+ Annex million people are living with diabetes and by 2040 this number is expected Diabetes walk participants to rise to 642 million. 11 walks 20% of people diagnosed with the condition live in the Middle East and India and the number is growing Our customers are also involved exponentially. in this initiative and have the 500,000+ 300,000+ opportunity to donate to the cause at In 2009, Landmark Group launched more than 550 retail and hospitality free blood glucose testing children reached Beat Diabetes to spread awareness outlets – through the month of on the prevention and management November, in association with Al Jalila of diabetes. The aim is to encourage Foundation. people to step out of their comfort zone and show how even 30 minutes of Since its inception Beat Diabetes 100+ Partnerships exercise every day can go a long way. has raised over USD one million for with private and public sector organisations The initiative conducts year-round diabetes care and research.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (413-1) 34 Overview Since 2012, through customer Landmark Middle East donations in stores every year during the holy month of Ramadan, we’ve How We Manage raised over AED 12 million for Dubai Youth and Employment Sustainability Cares. The Middle East has the largest youth population in the world, with children Our People توقفت عبير عن and young people (0-24 year olds) War has interrupted الدراسة بسبب الحرب. .accounting for nearly half of the Abeer’s education region’s population. Yet, Gulf countries ساعدها على اللحاق Help her catch up with still face high youth unemployment Our باألطفال من عمرها children her age by Partners من خالل إضافة rates. Landmark Group believes these adding AED 5 or more to 5 دراهم أو أكثر إلى .youth have the potential to become your purchase قيمة مشترياتك. agents of change, acting for a more prosperous and stable future for Our themselves and their communities. Environment “Enabling Saudi women to become more economically independent In 2018, we partnered with Education Employee Volunteering by participating in the labour Our for Employment (EFE), a nonprofit that In partnership with Community market has always been a priority Customers trains youth and links them to jobs for our Group. As one of the Development Authority in UAE, across the Middle East and North region’s leading private sector and across our various markets Africa. in the Middle East, 220 employees employers we are committed to Shukran Ramadan Our engaging with Saudi women by In Ramadan 2019, we launched contributed 600+ hours of volunteering Community investing in their education and our first cross-country community during the month of Ramadan in 2019. training.” campaign through Shukran, our Activities included beach cleaning loyalty programme. Customers could drives, Iftar meal distribution and Ethics and Compliance Nisha Jagtiani donate their Shukran reward points supporting various local nonprofit Group Director, Landmark Group to nine community organisations organisations. across eight of our markets, working Landmark Arabia also developed a towards various causes including Annex bespoke programme in Saudi Arabia Children’s Education child education, healthcare, where, despite female nationals nutrition, people with disabilities and Dubai Cares is a philanthropic accounting for 58% of university livelihoods. organisation focused on contributing students, comprise just 16% of the to the United Nations Sustainable workforce. Committed to employing 1 million customers raised over AED 2 Development Goal (SDG) 4, which women in the retail sector, and in-line million during the month-long charity aims to ensure inclusive and quality with Saudi Vision 2030, we worked with drive. education for all, by supporting EFE to train 50 Saudi young women programmes in early childhood from less privileged backgrounds, development, access to quality culminating in the opportunity to join primary and secondary education, our workforce, where 66% of our Saudi technical and vocational education national employees are women. and training for youth.

Landmark Arabia has other initiatives focused on Saudi talent, including on-the-job training, as well as partnerships with local universities and career fairs.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 35 Overview Landmark India We’ve also partnered with the Children and Youth Disaster Relief Government Primary Health System We’ve also partnered with IIMPACT, In August 2018, Landmark India, in Mysore and Karnataka Health How We a nonprofit dedicated to girls’ alongside Landmark Middle East, Manage Landmark India is focused on Promotion Trust, a non-profit focused education, to support 300 out-of- donated over $400,000 in cash for Sustainability preventive healthcare in marginalized on health and wellbeing, to implement school girls by providing quality on-ground support to nonprofit communities in urban India. an integrated care model addressing primary education. Learning centres organisations in India, including noncommunicable diseases by have been set up to complement Goonj Foundation, to help fund the Our People We have strong advocacy, screening improving urban primary health public schools in an effort to relief and rehabilitation of more than and outreach interventions for centre services, setting up community guarantee continuous learning to 3,600 families affected by the floods in noncommunicable diseases through wellness centres and promoting these girls. Kerala. awareness through behavioural Our programmes like Get Active, Eat Partners Healthy, Life Ahead and Beat Diabetes. change and communication. To date, A further $400,000 worth of goods, this initiative has directly impacted the including essentials like blankets lives of around 100,000 individuals. In addition, Landmark India also and towels, along with footwear and Our carries out various initiatives for clothing for women, men and children, Environment children in public schools aimed at were channeled to the flood-affected improving the quality of education. state through Emirates Red Crescent. Our Preventive Healthcare Customers Our flagship programme, Get Active, aims to create awareness of non- Our communicable diseases through early Community identification and management, in marginalized communities in urban India. In partnership with Apollo Ethics and Telehealth Network Foundation, a Compliance non-profit specializing in setting up rural telemedicine, Get Active conducts free screening camps for Annex anaemia, hypertension, diabetes, cardiovascular disease and dyslipidemia across six cities in India. 1.15 million individuals have been We also work with Akshaya Patra screened since its inception in 2015. Foundation, a nonprofit organisation Women Empowerment that runs school programmes across As a part of Life Ahead, in partnership India, and have provided nutritious with Apollo Telehealth Network meal for 35,000 children in government Foundation, we educate women that schools across underserved regions. live in marginalized areas to become The Eat Healthy initiative encourages Community Health Champions. Since children to continue their education 2015, training sessions have been while receiving a healthy meal. conducted for 36,000 women in various regional languages. The programme consists of blood sugar tests for the women of the community, followed by training sessions promoting a healthy lifestyle.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 36 Overview Life Foundation Health COMMUNITY CENTRES Good health is key to a person’s - working in 2,300+ centres with How We wellbeing and economic progress Manage 4,600 teachers impacting 40,000 children and findings show that healthier Sustainability - 900+ trainings for students tend to do better in school. 11,000+ adolescent girls Life Foundation’s health programmes - 2,000+ women trained as Life Leaders intersect with their educational efforts Our - 1,000+ workshops for 13,500+ parents HEALTH People in anganwadis, public schools and - screened 12,500+ surrounding communities. patients in 222 camps PUBLIC SCHOOLS - 300 families enrolled Our - engaging 18,500+ students in 58 schools in Life Food Bank Partners Founded in 2000, Life Foundation - 11,000+ classroom sessions - 1,000+ yoga sessions has devoted its work to supporting - 2,000+ life skills workshops for 22,000+ children the Indian government’s educational - 2,000+ counselling sessions Our Environment efforts with a focus on health. Today, the foundation is the largest Programmes include: • Student Counselling: academic, educational partner of the Municipal • Teacher Training: 90 sessions per career and personal development Our Corporation of Greater Mumbai and month enhancing teaching methods. with Differential Aptitude Tests and Customers has impacted over 2.3 million lives. • Kishori Development: educating individual plans. adolescent girls on rights, health, • Karate Classes: fostering confidence, HEALTH CAMPS Education nutrition, career and life skills. self-discipline and social skills. We partner with healthcare providers Our Education gives people the Community • Life Leaders: developing women to • Life Skills Workshops: engaging 128 to run various programmes including opportunity to overcome poverty, become community champions and public schools and 67,000 students dental camps, eye camps, anaemia build livelihoods and be better mentors for girls. in topics such as values, health, prevention interventions and prepared to take care of their health. • Parent Counselling: homes visits and hygiene and the environmental. Ethics and comprehensive check ups for public Compliance Life Foundation supports the public sessions on topics such as health, teachers working in anganwadis. system, building on the mantra hygiene, nutrition and child abuse. CHILDREN WITH DISABILITIES School-Chalo! (‘Let’s go to School!’). • Events: museum visits, ‘Joy in a Box’ Life Coaches work in all 17 public LIFE FOOD BANK Annex (educational toys) and ‘Women’s Day’ schools in Mumbai for children with Life Food Bank supports over 100 COMMUNITY CENTRES (AGE 3-6) to honour female educators. disabilities, training teachers on children with disabilities and their Anganwadis are community centres classroom techniques, managing families by providing monthly food that provide pre-school education PRE-PRIMARY SCHOOLS (AGE 4-6) support groups and organising supplies and managing support and run health programmes for In 2017, Life Foundation began working year-round events. Life Foundation groups. This year, they started families in marginalized communities. in 34 pre-primary government schools partners with Nair Hospital on working with severely malnourished There are more than one million with 60 Life Educators interacting with physiotherapy sessions and other children, providing 128 families with anganwadis in India, and with 5,000 in over 3,000 students. medical interventions. food packs and workshops. In serious Mumbai, Life Foundation works in over cases, children are taken to partner 2,300 centres with 4,600 female public SECONDARY SCHOOLS (AGE 14-18) ROSHNI hospitals for further interventions. teachers and teachers’ assistants. Life Foundation was the first NGO to Roshni (light) looks to improve the partner with government secondary quality of education for children living YOGA schools. It works with seven schools in orphanages and rescue homes. Yoga is an effective tool for mental and over 5,000 students through: Drawing from their educational and physical health, designed to programmes, Life Foundation works reduce stress and improve quality • Life Classes: supplementary English, in seven institutions, with over 2,500 of life. Life Foundation partners with

Maths and IT classes, and working to children, and also organises music, Kaivalyadhama to run classes in enhance teaching methods. dance, magic and talent shows. schools and orphanages they work in.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 37 Overview Our Brands #BeatAirPollution by Funday Sunday by Child Safety First by Lifestyle, Max, Home Centre Landmark Leisure Babyshop How We and EasyBuy Started more than a decade ago, Launched in 2005, Child Safety First Manage Pink Party by Fitness First In June 2019, we launched Funday Sunday takes place once a emphasizes the importance of child Sustainability Every October, Fitness First hosts a #BeatAirPollution as part of World month where children with disabilities safety while travelling, and is endorsed Pink Party in honour of Breast Cancer Environment Day. 6,400 employees visit our play facilities – Fun City, Fun by the Roads and Transports Authority Our Ville and Fun Works – across the UAE of Dubai (RTA), the Health Authority of Awareness month across UAE, Saudi participated and more than 5,000 People Arabia, Bahrain, Kuwait, Qatar and saplings were planted across different to enjoy a day of fun. We’ve welcomed Abu Dhabi and the Royal Oman Police. Jordan. Open to all women and locations in India. In addition, a children from various centres Today, it has gone beyond road safety including Al Shurooq, Al Noor, Zayed children, the event is a complimentary small urban forest was created near to encompass safety concerns and Our non-stop Zumba party led by Bellandur Lake in Bangalore. Foundation, Safe Center for Autism hazards at home, school and other Partners Fitness First’s certified instructors, and Asperger’s Syndrome, Senses public places. to celebrate and honour friends and Dubai, Rashid Center and Special family navigating, or having gone Families Support Group. Our through, breast cancer. Fitness First Environment also welcomes women to use any club throughout the month of October so that they can train for free. Our Customers

Our Community

Ethics and Compliance

Annex Season of Joy by SPAR Pink It Now by Lifestyle Since 2017, SPAR has collaborated with In 2019, during Breast Cancer customers and SOS Children’s Villages Awareness Month in October, Lifestyle India, a nonprofit organisation that partnered with Zulekha Hospital’s provides alternative homes and a Scholarship by SHOEMART on ‘Pink It Now’, a campaign to raise support network for children without awareness about breast cancer and Since 2017, SHOEMART has been adequate parental care. In the lead the importance of early detection. collaborating with Channel 4 Radio to up to Christmas, customers donated More than 7,600 women were offered support a student’s studies through 40,000 gifts, double the amount from free screenings and consultations a scholarship. Granted yearly during the previous year, which were then during this period, including our the Back to School season, the distributed to 7,200 children. employees. scholarship is worth more than $5,000.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 38 Overview

How We Manage Sustainability

Our People

Our Ethics and Partners

Our Compliance Environment Our Customers

Our Our values have been the foundation of Landmark Community Group, defining who we are. We’re determined to Ethics and live these values and foster an ethical culture with Compliance our teams, as well as with our customers, partners and the community. Not only do we adhere to Annex national regulations in our markets, we strive to go beyond compliance and demonstrate a further commitment to leading with integrity and respect.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-5) (102-11) 39

(102-5), (102-11) Overview Ethics and Compliance How We Manage Sustainability

Our standards, policies and Consequence Our employees are alert and expected Our procedures help us to integrate Management Policy to report any unusual or suspicious People our values for all our employees, Having robust, transparent and activity, requests from potential customers and stakeholders, and consistent practices for managing business partners for cash payments nurture a culture of trust. consequences of noncompliance of or other unusual payment terms. Our Partners our policies is an important priority We’re committed to doing business for us. the right way by complying with the law and promoting ethical conduct by Our consequence management Our Environment Leading with Integrity. guidelines define the necessary protocol and disciplinary outcomes Code of Conduct required for any workplace incidents, including employee grievances, sexual Our Landmark Group’s Code of Business Customers harassment, disciplinary issues, Conduct and Ethics defines how Code of Conduct violations and loss each of us conduct ourselves as Whistleblowing Policy prevention. representatives of Landmark Group. The Whistleblower policy encourages Our The code is grounded in two main employees to report any potential Gifts, Hospitality & Community principles of respecting one another ethics- or integrity-related breaches in Entertainment Policy and being transparent, and is a guide a confidential manner without any risk Gifts and concessions can impact Conflict of Interest Policy to help employees make the right of reprisal. A conflict of interest arises whenever Ethics and our independence in taking sound Compliance decisions for the business and live our business decisions. We always ensure our personal interest interferes with values. Prevention of Harassment that any offerings or acceptance our ability to make decisions that We are committed to providing a doesn’t compromise the Group and is benefit the Group. Our judgement is Annex Grievance Channels workplace which is safe and free of in-line with our Code of Conduct. one of our most valuable assets. We To maintain an equal, fair and harassment for all our employees. always avoid any activity, interest or transparent environment, we provide The organisation maintains a zero Transparent Financial association that conflicts or appears multiple grievance channels with full tolerance towards harassment and Transactions to compromise our independent confidentiality and protection from any reported cases is promptly dealt Landmark Group complies with all judgement in Landmark Group’s best any attempts of retaliation. with. laws that prohibit money laundering interest. or financing for illegal or illegitimate Employees who believe they have Beyond our policies, our Prevention of purposes. themselves experienced or witnessed Sexual Harassment (POSH) Committee We ensure to conduct business with “How we do our any form of injustice, harassment, or is responsible for reviewing cases and reputable business partners. We do business, is as wrongdoing are encouraged to file delivering appropriate disciplinary this by obtaining all identification important as what we a grievance through our Listening action. information required to confirm the Helpdesk. do for our business.” identity of a person with whom a The committee is made up of a gender relationship is being established, Micky Jagtiani The Helpdesk offers a toll-free number, mix with representation from across an account is being opened or a Founder Chairman an email address and a chat platform Landmark Group businesses and functions, to ensure significant transaction is being carried to all employees. neutrality and fairness of all cases. out.

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-16) (102-17) (102-25) (102-30) 40 Overview

How We Manage Sustainability

Our People

Our Partners

Our Annex Environment Our Customers

Our Stakeholder Relations Community

Ethics and Impact Boundaries Compliance

GRI Content Index Annex

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 41 Overview Stakeholder Relations How We Manage In 2019, we decided to translate our Sustainability Framework into tangible and measurable key performance indicators spread across the next five years. This exercise Sustainability engaged hundreds of internal and external stakeholders, almost all our Group departments, and our biggest brands in India and the Middle East.

The below description explains the steps we took to create our Sustainability Integration Roadmap. Our People Stakeholder Group Engagement Methods Frequency Stakeholders’ Sustainability-Related Topics

Our Ongoing - Supplier selection and onboarding • Human and labour rights Partners Our - Progress meetings On request • Health, safety and wellbeing Partners - Emails, phone calls and meetings • Responsible purchasing practices - Appreciation events Ongoing Our Environment

• Carbon footprint management Our - Monitoring our environmental footprint • Circularity of fashion Our Environment - Addressing circularity of fashion • Energy efficiency Customers - Environmentally-friendly sourcing of materials Ongoing • Ethically-sourced materials - Preserving natural resources • Chemical and waste management - Sustainability team • Renewable energy • Water management Our Community

- Specialized customer service teams • Sustainable products Ethics and - Stores, outlets, malls and online • Ethically-sourced materials Compliance - Social networks • Digital Innovation Our - Customers satisfaction surveys Ongoing • Integration of sales channel Customers - Call centres, emails and phone calls • Customer service and responsiveness - Advertisements, promotions and press releases • Responsible marketing Annex - Loyalty programmes • Product quality, health and safety

- Community programmes and initiatives • Community development - Cooperation with NGOs • Diversity and inclusion Our Ongoing Community - Social networks and events - Philanthropy and sponsorships

- Employee engagement surveys • Diversity and inclusion - Training and development programmes • Human and labour rights Our - Internal communications • Health, safety and wellbeing - Volunteer programmes Ongoing • Fair wages and decent working environment People - Face-to-face meetings • Attracting and retaining talent - Emails, calls and instant messaging software • Human capital development - Performance management programmes • Community development

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-40) (102-42) (102-43) (102-44) 42 Overview Impact Boundaries How We Manage Sustainability Material Topic Corresponding GRI Standards Material Topics Impact Boundaries Page

Animal welfare and biodiversity Biodiversity 29 Our People Attracting and retaining talent Employment 17-22

Carbon footprint Energy 27 Our Partners Chemical and waste management Effluent and Waste 28

Circularity Materials / Effluents and Waste 23-29 Our Community development Local Communities 33-38 Environment

Customer service and responsiveness General Disclosures (Organisational Profile - Scale of the Organisation) 30-32

Digital innovation General Disclosures (Organisational Profile - Scale of the Organisation) 32 Our Customers Diversity and inclusion Employment / Diversity & Equal Opportunity / Local Communities 18, 33-38

Energy efficiency Energy 27 Our Community Fair wages and decent working environment Employment, Local Communities 17-22

Health, safety and well-being Employment / Occupational Health and Safety / Suppliers Social Assessment 22-25 Ethics and Human and labour rights Child Labour / Forced or Compulsory Labour / Human Rights Assessment / 24 Compliance Suppliers Social Assessment

Human capital development Employment 21 Annex Integration of sales channel General Disclosures (Organisational Profile - Scale of the Organisation) 32

Nationalization Employment / Diversity & Equal Opportunity 18

Packaging Materials 23-29

Product quality, health and safety Materials / Marketing and Labelling 23-25

Recycled/sustainably-sourced material Materials 23-29

Renewable energy Energy 27

Responsible marketing Marketing and Labelling 32

Responsible purchasing practices Procurement Practices 24

Sustainable products Materials 29

Transparency and traceability Procurement Practices 24-25

Water Water 28

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-46) 43 Overview GRI Content Index For the Materiality Disclosures Service, GRI Services reviewed that the GRI content index is clearly presented and the How We references for Disclosures 102-40 to 102-49 align with appropriate sections in the body of the report. The service was Manage Sustainability performed on the English language version of the report.

Our GRI Standard Disclosure Page / URL Chapter Omissions UNGC Principles People GRI 101: FOUNDATION 2016 Our GENERAL DISCLOSURES Partners Organisational Profile 102-1 Name of the organization 5 102-2 Activities, brands, products, and services 5, 7, 8, 10 Our Overview Environment 102-3 Location of headquarters 5 102-4 Location of operations 5

102-5 Ownership and legal form 6, 18 Overview / Ethics and Compliance Our 102-6 Markets served 5 Customers Overview GRI 102: General 102-7 Scale of the organization 5 No Specific COP Disclosures 2016 102-8 Information on employees and other workers 16 Our People Requirements Our 102-9 Supply chain 23 Our Partners Community 102-10 Significant changes to the organization and its supply chain 4 Overview 102-11 Precautionary Principle or approach 39 Ethics and Compliance 102-12 External initiatives 26, 33 Our Environment / Our Community Ethics and Compliance 102-13 Membership of associations 29 Our Environment / How We Manage Sustainability Strategy 102-14 Statement from senior decision-maker 4 Statement of Annex GRI 102: General Continuing Disclosures 2016 Overview 102-15 Key impacts, risks, and opportunities 4 Support

Ethics and Integrity 102-16 Values, principles, standards, and norms of behavior 5, 40 GRI 102: General Overview / Ethics and Compliance Disclosures 2016 No Specific COP 102-17 Mechanisms for advice and concerns about ethics 40 Ethics and Compliance Requirements Governance 102-18 Governance structure 6 102-19 Delegating authority 6 Overview 102-20 Executive-level responsibility for economic, environmental, and social topics 6 102-21 Consulting stakeholders on economic, environmental, and social topics 12 How We Manage Sustainability 6 GRI 102: General 102-22 Composition of the highest governance body and its committees Principles 1-10 Disclosures 2016 102-23 Chair of the highest governance body 6 Overview 102-24 Nominating and selecting the highest governance body 6 102-25 Conflicts of interest 40 Ethics and Compliance 102-30 Effectiveness of risk management processes 40 102-31 Review of economic, environmental, and social topics 12 How We Manage Sustainability

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-55) 44 Overview GRI Standard Disclosure Page / URL Chapter Omissions UNGC Principles

Stakeholder Engagement How We 102-40 List of stakeholder groups 42 Manage Sustainability Collective bargaining 102-41 Collective bargaining agreements not permitted in UAE GRI 102: General Principles 1-10 Disclosures 2016 102-42 Identifying and selecting stakeholders 42 Annex 102-43 Approach to stakeholder engagement 42 Our People 102-44 Key topics and concerns raised 42 Reporting Practice

102-45 Entities included in the consolidated financial statements 3, 7, 8 Overview Our 102-46 Defining report content and topic boundaries 43 Annex Partners 102-47 List of material topics 12 How We Manage Sustainability 102-48 Restatements of information 3 Our 102-49 Changes in reporting 3 Environment 102-50 Reporting period 3 GRI 102: General No Specific COP Requirements Disclosures 2016 102-51 Date of most recent report 3 Overview 102-52 Reporting cycle 3 Our 102-53 Contact point for questions regarding the report 3 Customers 102-54 Claims of reporting in accordance with the GRI Standards 3 102-55 GRI content index 44 GRI Content Index Our 102-56 External assurance 3 Overview Community GRI 200 ECONOMIC STANDARD SERIES

Anti-corruption Ethics and Compliance 103-1 Explanation of the material topic and its Boundary 23 GRI 103: Management 103-2 The management approach and its components 23 Approach 2016 103-3 Evaluation of the management approach 23 Our Partners Principles 1-10 Annex GRI 205: Anti- 205-1 Operations assessed for risks related to corruption 24 corruption 2016 205-2 Communication and training about anti-corruption policies and procedures 24 GRI 300 ENVIRONMENTAL STANDARDS SERIES

Energy 103-1 Explanation of the material topic and its Boundary 27 GRI 103: Management 103-2 The management approach and its components 27 Approach 2016 103-3 Evaluation of the management approach 27 Our Environment Principles 7,8,9 302-1 Energy consumption within the organization 27 GRI 302: Energy 2016 302-4 Reduction of energy consumption 27 Water 103-1 Explanation of the material topic and its Boundary 28 GRI 103: Management 103-2 The management approach and its components 28 Approach 2016 Our Environment Principles 7,8,9 103-3 Evaluation of the management approach 28 GRI 303: 303-1 Water withdrawal by source 28 Water 2016

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-55) 45 Overview GRI Standard Disclosure Page / URL Chapter Omissions UNGC Principles

Emissions How We 103-1 Explanation of the material topic and its Boundary 27 Manage GRI 103: Sustainability Management 103-2 The management approach and its components 27 Approach 2016 103-3 Evaluation of the management approach 27 Our Environment Principles 7,8,9 305-1 Direct (Scope 1) GHG emissions 27 Our People GRI 305: 305-2 Energy indirect (Scope 2) GHG emissions 27 Emissions 2016 305-3 Other indirect (Scope 3) GHG emissions 27

Effluents and Waste Our 103-1 Explanation of the material topic and its Boundary 28 Partners GRI 103: Management 103-2 The management approach and its components 28 Approach 2016 Our Environment Principles 7,8,9 103-3 Evaluation of the management approach 28 Our GRI 306: Effluents 306-2 Waste by type and disposal method 28 and Waste 2016 Environment Supplier Environmental Assessment 103-1 Explanation of the material topic and its Boundary 24 GRI 103: Our Management 103-2 The management approach and its components 24 Customers Approach 2016 Our Partners Principles 7,8,9 103-3 Evaluation of the management approach 24 GRI 308: Supplier Environmental 308-1 New suppliers that were screened using environmental criteria 24 Assessment 2016 Our Community GRI 400 SOCIAL STANDARDS SERIES

Employment Ethics and 103-1 Explanation of the material topic and its Boundary 16 Compliance GRI 103: Management 103-2 The management approach and its components 16 Approach 2016 103-3 Evaluation of the management approach 16 Our People Principle 6 GRI 401: 401-1 New employee hires and employee turnover 17 Annex Employment 2016 401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees 19, 20

Occupational Health and Safety 103-1 Explanation of the material topic and its Boundary 22 GRI 103: Management 103-2 The management approach and its components 22 Approach 2016 103-3 Evaluation of the management approach 22 Our People Principle 6 403-1 Workers representation in formal joint management-worker health and safety GRI 403: 22 Occupational committees Health and Safety 2016 403-2 Types of injury and rates of injury, occupational diseases, lost days, and 22 absenteeism, and number of work-related fatalities Training and Education 103-1 Explanation of the material topic and its Boundary 21 GRI 103: Management 103-2 The management approach and its components 21 Approach 2016 103-3 Evaluation of the management approach 21 Our People Principle 6 GRI 404: Training 404-1 Average hours of training per year per employee 21 and Education 2016 404-2 Programs for upgrading employee skills and transition assistance programs 21

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-55) 46 Overview GRI Standard Disclosure Page / URL Chapter Omissions UNGC Principles

Diversity and Equal Opportunity How We 103-1 Explanation of the material topic and its Boundary 18 Manage GRI 103: Sustainability Management 103-2 The management approach and its components 18 Approach 2016 Our People Principle 6 103-3 Evaluation of the management approach 18 GRI 405: Diversity 405-1 Diversity of governance bodies and employees 18 Our and Equal Opportunity 2016 People Human Rights Assessment

103-1 Explanation of the material topic and its Boundary 24 Our GRI 103: Management 103-2 The management approach and its components 24 Partners Approach 2016 103-3 Evaluation of the management approach 24 Our Partners Principle 2 GRI 412: Human Rights 412-1 Operations that have been subject to human rights reviews or impact 24 Assessment 2016 assessments Our Environment Local Communities 103-1 Explanation of the material topic and its Boundary 33 GRI 103: Management 103-2 The management approach and its components 33 Our Approach 2016 Customers 103-3 Evaluation of the management approach 33 Our Community Principle 1 GRI 413: Local Communities 413-1 Operations with local community engagement, impact assessments, and 34 2016 development programs Our Supplier Social Assessment Community

103-1 Explanation of the material topic and its Boundary 24 GRI 103: Management 103-2 The management approach and its components 24 Ethics and Approach 2016 Our Partners Principle 1 103-3 Evaluation of the management approach 24 Compliance GRI 414: Supplier Social 414-1 New suppliers that were screened using social criteria 24 Assessment 2016

Marketing and Labeling Annex 103-1 Explanation of the material topic and its Boundary 30 GRI 103: Management 103-2 The management approach and its components 30 No Specific COP Approach 2016 Our Customers 103-3 Evaluation of the management approach 30 Requirements GRI 417: Marketing & 417-1 Requirements for product and service information and labeling 32 Labeling

LANDMARK GROUP SUSTAINABILITY REPORT 2018-2019 (102-55) 47 S R 2018 - 2019