Standards and procedures

CLP’s talent development initiatives seek to attract, retain and develop a diverse, multi-generational workforce, develop new skills and share talent effectively across the portfolio of businesses.

CLP has a comprehensive training and development framework in place to deliver a wide range of training and development programmes to help people to perform competently in their current roles and prepare them for future business challenges and opportunities. These include programmes for all employees and for contractors, where appropriate.

On-going technical and safety training is provided to develop the technical competencies and behaviours required. Strategic, general management and functional management programmes are used to help build future leaders. Training and development programmes are delivered internally (in Hong Kong through the CLP Learning Institute and Power Academy) and in partnership with leading academic institutions including the International Institute for Management Development (IMD), the Ivey Business School, Tsinghua School of Economics and Management, Chatham House and the École Polytechnique Fédérale de Lausanne (EPFL). Expert briefings and workshops are conducted on the latest global economic, political and technological trends. The topics include digital disruption, energy transition, cyber security, design thinking and data analytics.

CLP provides opportunities to young people in Hong Kong through internships and partners with local and overseas vocational and professional academic institutions to offer industrial placements to students. The CLP Power Academy in Hong Kong offers programmes to provide an alternative to school leavers and working adults to pursue careers in the energy industry.

Individual employee development needs are identified through CLP's performance management system. Company-supported education policies support employee-initiated self-development. CLP recruits externally for critical roles focused on innovation, digital and renewables capabilities.

Monitoring and follow-up

CLP conducts regular talent and capability reviews focused on both general management and engineering streams. The reviews monitor and follow up on actions to address current and future gaps and opportunities, including the progress of development programmes, recruitment campaigns, initiatives to strengthen gender diversity and cross-business assignments. The effectiveness of this approach is measured against a range of key performance indicators including retention of key talent, turnover, gender and ethnic diversity and engagement measures. The Board Human Resources & Remuneration Committee reviews talent and capability progress annually.

Standards and procedures

CLP has set several Group-wide gender diversity targets and continues to undertake initiatives to encourage more women into the workforce.

CLP’s human resources policies encourage the retention of employees through initiatives including flexible work arrangements, maternity leave, and other family-friendly policies and benefits. CLP’s recruitment processes are designed to be fair and non-discriminatory. In Hong Kong, this process follows the Equal Opportunities Commission Code of Practice including the use of consistent selection criteria. In other parts of the Group, CLP complies with local legislation and codes of practice on recruitment. When conducting senior level searches, CLP also requires external recruitment firms to identify candidates with diverse backgrounds, in line with Group's values.

CLP is a signatory to the International Energy Agency’s "Equal by 30" initiative, a commitment by public and private sector organisations to work towards gender equality in the energy sector by 2030, and to the Women’s Empowerment Principles established by the UN Global Compact and UN Women in India. Local Diversity & Inclusion Councils operate in Hong Kong, India and Australia to drive the Company's efforts on diversity.

Monitoring and follow-up

Gender progress is reviewed as part of regular general management and engineering talent reviews. The Board Human Resources & Remuneration Committee reviews progress against gender diversity targets annually. CLP also conducts regular reviews to identify any gender pay gaps and ensures equal pay for work of equal value.

CLP recognises that balancing work and family life can have a significant impact on health and relationships which enhances overall wellbeing and productivity at work. Enhancing employee wellbeing is important to help improve the health status of the workforce, manage the cost of medical benefits and reduce the impact of sickness absence on productivity.

CLP aims to provide work environments that are free of harassment or discrimination on the basis of gender, physical or mental state, race, nationality, religion, age, family status or sexual orientation; or any other attribute recognised by the laws of the country in which the Company operates.

Standards and procedures

The CLP Code of Conduct underpins the approach to supporting people. Family-friendly leave policies and flexible working arrangements are in place in different parts of the business, and work-life balance programmes and workshops are organised for employees covering areas of physical, social and emotional balance. Confidential employee assistance programmes are also offered to assist employees who may encounter work or personal issues and need professional support.

In 2020, to address the affects of COVID-19, special work arrangements, including work-from-home and flexible working hours, as well as special leave for purposes of self-isolation and family reunions, were offered to employees.

Monitoring and follow-up

CLP uses independent external consultants to conduct regular employee engagement surveys to understand employees’ views. Surveys were conducted across its Hong Kong, Mainland China and EnergyAustralia workforces in 2020 with high response rates and improved employee engagement scores.

In Hong Kong, joint consultative committees have been established which act as an additional channel of communication between the Company and employees’ selected representatives. Employee benefits are regularly benchmarked to ensure that appropriate support is provided.

GRI reference: 102-41

CLP's commitments

Human rights

In addition to local legal compliance, CLP respects internationally recognised human rights relevant to its operations and requires its business partners and suppliers to do the same. The commitment to upholding human rights is outlined in CLP’s Value Framework  and Responsible Procurement Policy Statement.

Discrimination and Harassment

CLP aims to provide work environments that are free of harassment or discrimination on the basis of gender, physical or mental state, race, nationality, religion, age, family status or sexual orientation; or any other attribute recognised by the laws of the country in which the Company operates.

Fair wages

CLP complies fully with any local legal requirements with respect to minimum wage, and in practice, its remuneration and benefits for permanent staff often significantly exceed local legal requirements. It is not Group policy or market practice to provide the same employment benefits to temporary staff as for regular permanent staff. However the benefits for temporary staff are competitive with local market practice and meet or exceed local legal requirements.

Use of temporary and contractor labour

CLP uses temporary labour for work that is time-bound or during peak activities and also engages labour employed by third parties for non-core work and/or work requiring specialist skills. The Group is committed to taking a responsible approach to managing the costs and risks of the contingent workforce. This includes considering whether there is the right strategic balance between the insourcing and outsourcing of capabilities, and whether the working hours and remuneration of workers employed by contractors are fair and reasonable.

Freedom of association

While CLP's management philosophy is that the most appropriate way to engage with colleagues is through direct communication rather than through intermediary organisations, CLP employees have the freedom of association to join organisations and professional bodies of their choice. CLP respects and fully complies with all legal requirements with regards to union membership and collective bargaining.

Standards and procedures

CLP’s Group Labour Standards and Group-wide Harassment-free Workplace Policy set a common framework of principles. Detailed policies in each country are fully compliant with local legislation. Regular refresher training is organised for employees. All operations are required to ensure that they do not use child, forced or compulsory labour. Steps taken include stringent checking and control procedures in selection and on-boarding processes, and training for key contractors who provide manpower or services.

EnergyAustralia has a Supplier Code of Coduct and, from 2021, will commence reporting annually on the risks of modern slavery in its operations and supply chains, as well as actions taken to address those risks.

Equal pay for work of equal value is ensured by applying objective and non-discriminatory mechanisms and processes of job evaluation, grading and pay determination. These processes have been confirmed to comply with the Hong Kong Equal Opportunities Commission guidelines on equal pay between men and women under the Sex Discrimination Ordinance. CLP’s Group-wide human resources policy guidelines also require all subsidiary businesses to have similarly objective and non-discriminatory processes in place. EnergyAustralia reports annually to the Workplace Gender Equity Agency in Australia.

Each of the businesses have an employee grievance procedure in place that reflects the CLP Value Framework and any applicable local legal requirements. In the case of any employee having concerns, established procedures are followed to address grievances. These procedures ensure fairness and independence in the investigation process, and respect for the confidentiality of the parties involved. CLP’s Whistleblowing Policy is publicly accessible, enabling employees and related third parties to raise concerns about any irregularity through a confidential channel. 

Monitoring and follow-up

CLP carries out independent audits of its human resources policies and procedures to proactively identify any risks of legal non-compliance and take remedial action if such risks are identified. Immediate action is taken to investigate and address any suspected breaches or issues that are brought to the Company’s attention.

Each year, CLP uses independent external consultants to benchmark remuneration and benefits with relevant recruitment markets. Decisions on remuneration are subject to the corporate governance process and the approval of the Human Resources & Remuneration Committee to ensure a balance between the interests of both employees and shareholders as key stakeholders.

In 2020, no Group operations were identified in which the right to exercise freedom of association and collective bargaining was violated or at significant risk .

In Australia, CLP engages in collective bargaining with approximately 830 employees via certified enterprise bargaining agreements. These agreements include both notice periods and provisions for consultation and negotiation. EnergyAustralia successfully concluded negotiations for Yallourn and Newport enterprise bargaining agreements which expired in late 2019. All agreements were reached without the occurrence of protected industrial action. Several other agreements have been extended with negotiations postponed due to COVID-19.

Central to CLP's values is its enduring belief in uniting its people by promoting inclusion, diversity and respect, safeguarding health and safety, and endeavouring to offer equal opportunities.