Industry, regional, social and demographic drivers are bringing unprecedented change to CLP and are redefining the people agenda. There is no single solution to meeting these challenges – it requires a coordinated and integrated range of strategic initiatives to build an agile, inclusive and sustainable workforce.
While conventional energy needs will reduce in significance, the resourcing needs of low-carbon energy, new energy solutions businesses and digitised operating models will increase, together with addressing labour market challenges of an ageing workforce and increased competition for science, technology, engineering and mathematics (STEM)-qualified people.
In 2021, millennials will make up around 44% of CLP’s employees; this is expected to increase to 67% by the end of 2025. This digital-native generation of employees brings different expectations of work and how CLP should engage and support them. In this context, CLP must find ways to attract and retain a more gender and culturally diverse, multi-generational workforce and share talent effectively across the Group portfolio of businesses. Facilitating youth development, strengthening organisation capability to support CLP’s new businesses in Hong Kong and the Greater Bay Area, equipping leaders to lead transformation under increasingly complex social and political influences, and accelerating gender diversity progress are key priorities in 2021.
Energy transition, digital evolution and increasing social and political uncertainties and expectations in CLP’s markets are driving the need for greater organisational agility: the ability to adapt and succeed in a rapidly changing environment. Early steps in CLP’s path to agility are upskilling and empowering employees to respond rapidly to changing customer needs and drive breakthrough improvements, providing physical and virtual work environments that facilitate collaboration, and equipping employees to leverage new technologies. In 2021, cultural change efforts to encourage idea generation, experimentation and ownership will accelerate, along with helping employees adapt to structure and process changes over time.
As the energy industry evolves, CLP is committed to supporting its people to thrive in change. This means helping them embrace change, strengthening their wellbeing and resilience and developing more inclusive workplaces. In 2020, CLP invested in tools and resources to support employees’ physical and mental wellbeing and also enhanced flexibility policies as part of its COVID-19 response. This focus will continue in 2021 as employees return to the workplace.
CLP is mindful that it operates in a social context where there is increasing concern over inclusive growth, and the preservation of basic rights and freedoms in the workplace along with equality of income and opportunity. Consequently, employees and other stakeholders expect CLP to demonstrate values-based management in dealing with potentially divisive social issues. The Group is focused on providing competitive, fair and sustainable benefits and support to employees in need. Work to operationalise CLP’s commitments to respecting internationally recognised human rights through the application of Group labour standards continues.