Stakeholder management

CLP is committed to open, transparent, regular and timely communication with its stakeholders and offers a readiness to address their concerns to build trust and confidence. This is delivered through the CLP Stakeholder Engagement Framework.

Strategies and procedures

CLP’s Stakeholder Engagement Framework provides open and transparent channels for stakeholder input and a review and consideration process where concerns about CLP's business are responded to in a timely manner.

GRI reference: 2-12, 2-16, 2-25, 2-29, 207-3, 413-1

While each business unit develops its own project-specific engagement plan depending on their needs, the plan they develop follows the framework steps below.

  1. Establishing engagement scope and aligning with business objectives

  2. Mapping issues and concerns

  3. Identifying relevant stakeholders: CLP's business activities involve a diverse range of stakeholders, each with distinct attributes, concerns and interests. In addition to regular communications with stakeholders (such as email updates, information kits, press releases and video stories), key stakeholder groups for each project are identified and prioritised based on the issues mapped, how the stakeholders will be impacted and their influence on the success of the business.

  1. Developing a communications and engagement plan: CLP uses a wide range of easily accessible public engagement channels, both formal and informal. Those channels include surveys, focus groups, briefings, visits, events, roadshows and online channels, all of which enable it to receive concerns, interest or feedback at any time during the year. Drawing on past experiences, the channels for each project are selected based on the project’s nature and the most effective means of reaching the identified stakeholders.

  2. Conducting engagement activities

  3. Capturing feedback and reporting on outcomes: CLP seeks to address stakeholders’ views and concerns and identify areas for improvement in a timely manner. To do so, we rely on a number of measures. They include: measuring the amount of stakeholder feedback captured; the outcomes following our stakeholder engagement; media monitoring and analysis; brand perception ratings; and public and industry recognition and awards.

CLP’s Stakeholder Engagement Framework

CLP’s stakeholder engagement channels

CLP engages in active and constructive dialogue with different stakeholders. The key concerns of stakeholders in 2022 are presented in this section.

GRI reference: 2-12, 2-25, 2-29

As one of the largest investor-owned power businesses in Asia serving over 80% of Hong Kong’s population and operating in other jurisdictions, CLP has a diverse range of stakeholders to serve.

The Company is committed to responding to their concerns about the business in a timely manner. Concerns vary depending on location and context and therefore require different actions or responses. General complaints about the Company are typically handled by the customer relations team, with the aim of resolving the issues at hand. The Company also discloses financial and non-financial performance through the Group website, Annual and Interim Reports and the Sustainability Report for transparency.

The following table summarises the key stakeholders, their key areas of interest during the year and how they were engaged.


Areas of Interest in 2022

Key Engagement Channels

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Capital providers

(including lenders, investors and shareholders)

  • Financial and operational performance and strategic direction

  • Impact of macroeconomic events and impact of interest rate hikes on liquidity, financing strategies and risk management

  • Cash flow, financial and debt management, capital structure, dividend policy, dividend prospects, and credit ratings

  • Progress of decarbonisation and CLP Climate Vision 2050

  • Approach to phasing out coal, replacement strategy, capital allocation and business opportunities

  • Adoption of new technology to achieve net zero

  • 2024-28 Development Plan for Hong Kong business

  • Partnership plans for EnergyAustralia, impact of market volatility and government intervention for the business

  • Pace of renewable energy investments in Mainland China

  • Apraava Energy and progress of partnership with CDPQ

  • Board refreshment and diversity

  • Nature, human rights and just transition

  • Annual General Meeting

  • Annual and Interim Results Analyst Briefings and webcasts

  • Corporate reports

  • CLP Investor Relations App

  • Climate Action Finance Report

  • Announcements, circulars, presentations and media releases

  • Direct engagement in form of bank and investor meetings, conferences, site visits, briefing calls and non-deal roadshows

  • Investor Relations mailbox

  • Outreach engagement following release of CLP’s updated Climate Vision 2050

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(including residential, commercial and industrial customers, electricity boards and grid companies)

  • Energy prices, tariff adjustment and tariff rebate schemes

  • Energy efficiency, demand side management and renewable energy offerings to customers

  • Energy reliability and availability

  • Customer experience

  • Customer privacy

  • Working groups, e.g. Customer Consultative Group, local customer advisory committees and small and medium enterprise (SME) consultative groups

  • Customer Service Centres, Customer Interaction Centre and online service portals

  • Customer satisfaction surveys, feedback forms and personalised communications through account managers

  • Participation in government schemes

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Our people

(including employees and contract staff)

  • Performance in health and safety

  • Employees’ health and wellbeing, in particular during the COVID-19 pandemic

  • Competitive remuneration and benefits

  • Career development opportunities

  • Gender diversity and equal opportunity

  • Employee engagement and safety culture surveys

  • Feedback channels (including online forms, suggestion boxes, townhall meetings, regular roadshows)

  • Employee newsletters, broadcasts, intranet, internal webinars

  • Discussion with trade union representatives in locations where collective bargaining power is recognized

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(including governments, regulators, suppliers and contractors)

  • Hong Kong – Scheme of Control Agreement, tariffs, environmental performance, reliability and safety and long-term decarbonisation strategy

  • Mainland China – Carbon emissions, safety, reliability and emergency readiness

  • Australia – Fuel prices reasonableness and price caps in fuel supply, direct rebates for customers, system security, carbon emissions and offsets, renewable energy, modern slavery

  • India – National Action Plan on Climate Change, power purchase agreements (PPA) and tariffs

  • Regular working group meetings and performance reporting

  • Written responses to public consultations and direct liaison with governments, regulators and relevant parties

  • Engagements and site visits for understanding CLP’s decarbonisation strategies

  • Contractors’ safety

  • Contractors’ supply chain management

  • Regular supplier management meetings and engagements

  • Safety workshops to engage contractors to uplift their safety awareness and capability

  • Periodical supplier performance evaluations

  • Regular risk and resillience review of key suppliers' supply chain risks

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(including community groups, legislators, NGOs, industry and professional organisations, and academia)

  • Community engagement and investment programmes related to education, empowerment of women, healthcare access, poverty alleviation, social inclusion, diversity and eliminating energy poverty

  • Employment opportunities, particularly for young people

  • Carbon neutrality by 2050,  future fuel mix and development of future electricity market

  • Supply reliability, responses to incidents, fuel cost and tariff level

  • Responses to social incidents and public sentiment and CLP’s role as a corporate citizen

  • Assistance to people in need and to different community sectors during the economic downturn and COVID-19

  • Progress on key green infrastructure projects

  • Energy efficiency and conservation, popularisation of electric vehicles and development of the green economy

  • Working committees, advisory committees, panels and meetings

  • Community investment programmes and volunteering services

  • Community perception surveys

  • Awards and scholarships

  • Seminars, lectures, workshops and online classes

  • Promotion through mass media and social media (including educational videos) and virtual events

  • One-on-one meetings and visitations

  • Engagements and site visits for understanding CLP’s decarbonisation strategies

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