A safe, future-ready workforce

Recognising the challenge of increased competition for talent in all the Group’s markets, diversified strategies were applied including expanded efforts to develop talent supply at all levels, investment in talent acquisition capabilities and targeted retention initiatives. Graduate and internship opportunities were expanded, including introduction of a Digital Graduate Programme in Hong Kong. Collaborations with institutions in Hong Kong, Mainland China and overseas increased to promote CLP careers, and to create more opportunities for industry skills development through the CLP Power Academy.

CLP stepped-up efforts to expose high-potential team members to energy transition developments, with study tours now embedded in every development programme and over 100 team members participating in 2023 after COVID-19 border restrictions were lifted. Diversity and inclusion initiatives were expanded to include the establishment of an employee-led Gender Equity Affinity Group for awareness-building and peer support. Work continued to embed new leadership competencies across core markets, with refreshed management training programmes commenced. 

In core markets, CLP commenced implementing a refreshed approach to performance management, aimed at enhancing feedback to team members to support their development and increasing performance differentiation. Across all markets, CLP helped employees through retraining or providing supported transition into new roles. This included continued execution of EnergyAustralia’s structured programme to prepare for the announced closure of Yallourn in 2028, as well as redeployment of head office team members to business-based roles supporting decarbonisation projects and digital initiatives.

In Yallourn, a partnership with a local offshore wind farm in the Gippsland region has been established to enable redeployment of employees whose skills may be transferable to wind farms and continuous engagement with the workforce and communities impacted by the closure is underway through regular forums and meetings. Across the Group, more flexible work options and renovations to work environments were implemented to address employees’ needs at different life stages.

CLP continues to make progress on its multi-year “new ways of working” journey through a comprehensive refresh of its values and behaviours. This refresh was launched in early 2024 to guide team members to drive business success. To enable more digitalised and efficient ways of working, business processes continue to be streamlined and

modernised. CLP further refined its fit-for-purpose Operating Model in Hong Kong and Mainland China to locate execution capabilities closer to customers, while enhancing governance and oversight of business performance. Design thinking and digital capabilities programmes continued to be hosted to enhance skills and agile thinking.

To help CLP's people integrate wellbeing into work, CLP organised a year-round series of “Wellbeing as a Leadership Skill” workshops, covering wellbeing, demands and resources, resilience and various tools for leaders to support their teams. The workshops also offered leaders a chance to reflect on their own wellbeing and understand how this plays a part in creating a satisfying, healthy and psychologically safe workplace.

CLP has also provided its employees with an online digital wellbeing platform, Virgin Pulse, to support their physical and mental wellbeing. In 2023, there was an increase in the number of employees signing up for the platform, with around 40% of employees in Hong Kong now being members. In addition, CLP launched a Fitbit programme to raise employees’ awareness of their individual health and fitness levels.