Stakeholder management

CLP is dedicated to fostering open, transparent, regular and timely communication with its stakeholders, demonstrating willingness to address their concerns, and building trust and confidence. This commitment is delivered through the implementation of the CLP Stakeholder Engagement Framework.

Strategies and procedures

CLP’s Stakeholder Engagement Framework provides open and transparent channels for stakeholder input, along with a review and consideration process that responds to concerns about CLP's business in a timely manner.

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

Each business unit develops its own project-specific engagement plan according to their needs, based on the framework steps below.

  1. Establishing engagement scope and aligning with business objectives
  2. Mapping issues and concerns
  3. Identifying relevant stakeholders: CLP engages with a diverse range of stakeholders, each with distinct attributes, concerns and interests. Key stakeholder groups for each project are identified and prioritised based on the issues mapped, how stakeholders will be impacted, and the nature of their influence on the business.
  1. Developing a communications and engagement plan: CLP uses a wide range of easily accessible public engagement channels, both formal and informal. These channels include surveys, focus groups, briefings, visits, events, roadshows and online channels, where stakeholders can express their concerns, interests or provide feedback throughout the year. Drawing on past experience, the channels for each project are selected based on the project’s nature and the most effective means of reaching the identified stakeholders.
  1. Conducting engagement activities
  2. Capturing feedback and reporting on outcomes: CLP seeks to address stakeholders’ views and concerns while identifying areas for improvement. To do so, various measures are employed, including capturing stakeholder feedback, assessing the outcomes of CLP's stakeholder engagement efforts, monitoring and analysing media coverage; tracking brand perception ratings; and evaluating public and industry recognition and awards.
CLP's Stakeholder Engagement Framework

CLP’s stakeholder engagement channels

As one of the largest investor-owned power businesses in Asia, CLP serves a diverse range of stakeholders. Drawing on CLP’s active and constructive dialogue with different stakeholders, this section presents the key concerns expressed by stakeholders in 2023.

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

The Company is committed to responding to stakeholder 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. On the other hand, the Company ensures transparency by disclosing its financial and non-financial performance through the Group website, the Annual and Interim Reports and the Sustainability Report.

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


Areas of Interest in 2023

Key Engagement Channels


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 financing costs, liquidity, financing strategies and risk management
  • Impact of incidents or natural disasters on the company’s operations and insurance coverage
  • Cash flow, financial and debt management, capital structure, dividend policy, dividend prospects, and credit ratings
  • Progress of decarbonisation and CLP's Climate Vision 2050
  • Approach to phasing out coal and replacement strategy
  • Capital allocation, growth prospects, and business opportunities
  • Adoption of new technologies to achieve net zero
  • 2024-28 Development Plan for Hong Kong Scheme of Control business and 2023 Interim Review
  • EnergyAustralia’s financial and operational performance and Australian market conditions
  • Pace of renewable energy investments in Mainland China and exposure to geopolitical tensions
  • Growth in Apraava Energy with the partnership with CDPQ
  • 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 the release of 2024-28 Development Plan for Hong Kong Scheme of Control business


(including 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

Our people

(including employees and contractors)

  • Performance in health and safety
  • Employees’ health and wellbeing
  • 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, focus groups, regular roadshows)
  • Employee newsletters, broadcasts, intranet, internal webinars
  • Discussion with trade union representatives in locations where collective bargaining power is recognised


(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 – decarbonisation strategy, renewable energy projects development, carbon emissions, safety, reliability and emergency readiness
  • Australia – System stability and reliability; reserve capacity roles and investment in renewables; transmission planning and deployment; customer hardship, cost of living and retail tariffs; environmental, sustainability and carbon frameworks, policies and plans including modern slavery. 
  • India – National Action Plan on Climate Change (NAPCC), Power Purchase Agreements (PPA) and tariffs
  • Regular working group meetings, communications 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
  • Face-to-face meetings and visitations by top management to deepen strategic long-term partnerships for pursuing mutual growth and development
  • 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
approach_stakeholder_community icon_2023


(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
  • Upward mobility opportunities, particularly for young people
  • Carbon neutrality by 2050, future fuel mix and electricity market development
  • 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 in addressing emerging social needs
  • Progress on key green infrastructure projects
  • Energy efficiency and conservation, popularisation of electric vehicles and development of the green economy
  • Sustainable energy solutions to meet climate challenges and opportunities arisen in transition to net zero
  • Working committees, advisory committees, panels and meetings
  • Community investment programmes and volunteering services
  • Awards and scholarships
  • Seminars, lectures, workshops and online classes
  • Promotion through mass media and social media (including educational videos)
  • One-on-one meetings and visitations
  • Engagements and site visits for understanding CLP’s decarbonisation strategies
  • Senior management’s participation in speaking forums, briefings and engagement events to articulate CLP’s thought leadership on its climate vision

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