Partners

In the face of the climate crisis, energy transition is a critical priority for governments around the world. CLP is continuing to engage with governments and regulators to formulate decarbonisation policies and plans, while promoting the sustainable development of energy systems. Through its participation in a range of industry and professional bodies, CLP is also providing input into the major issues affecting the energy sector and establishing itself as a thought leader for the industry.

CLP maintains a politically neutral stance and refrains from making political contributions. When considering proposals for CLP to become a member of an organisation, the respective Corporate Affairs teams review the proposals based on CLP’s business objectives and the purposes of engagement. All membership proposals are subject to the final approval of the senior management of the Group or its Business Units.

Joint efforts by the private and public sectors are essential for tackling the challenges emerging in the energy sector. In Hong Kong, CLP Power works actively with the Hong Kong SAR Government under the Scheme of Control (SoC) Agreement, which sets out the electricity regulatory framework and mechanism for the city’s electricity supply.

The current five-year Development Plan, covering 1 January 2024 to 31 December 2028, was approved by the government in 2023. It provides strong support for the government’s policy priorities with focuses on investments designed to drive Hong Kong’s economic and infrastructural development, the continued delivery of a world-class reliable electricity system, the transition to a smart and resilient city and the continuation of the decarbonisation journey.

As part of the interim review of the SoC Agreement, CLP continues to enhance information transparency on fuel costs and procurement, operating expenses and borrowing arrangements.

By maintaining regular communication with government officials and legislators through channels such as site visits and information sharing sessions, CLP is fostering mutual understanding of the strategies and policy directions needed for shaping a low-carbon future. CLP also actively participates in major government and industry consultations by putting forward the Group’s well-considered positions relevant to the energy sector’s development.

CLP’s responses to major public policy consultations, along with its position on critical issues such as climate change, are available on the Group’s websites and other online channels.

• CLP Power pledged full support for the Hong Kong SAR Government’s Hong Kong’s Climate Action Plan 2050 upon its announcement in 2021. One of the government’s key strategies is to promote the popularisation of electric vehicle (EV) in Hong Kong. CLP Power is actively supporting the Government in promoting green transport by both land and sea through accelerating the development of EV charging network, offering various power supply solutions to charging service operators to expedite the operation of public EV charging facilities and collaborating with petrol station operators to repurpose petrol-filling stations as quick-charging facilities.

• CLP Power has been promoting the wider use of electric commercial vehicles (ECVs) in Hong Kong through the eMobility Network which comprises 15 other businesses and organisations. In collaboration with Network members, CLP Power showcased the new EV Grid Management Platform and power supply solutions at the ReThink HK 2024 Sustainable Business Forum and Solutions Expo. At the event, the eMobility Network members also presented solutions to support Hong Kong in its transition to a low-carbon smart city, including state-of-the-art commercial EVs and associated equipment, a range of new charging technologies and green financial support services .
• CLP also promotes green office practices for energy saving and supports environmental charters and green campaigns organised by NGOs. In Hong Kong, CLP Power has signed the Energy Saving Charter and the 4T Charter (Target, Timeline, Transparency, Together) from the Electrical & Mechanical Services Department (EMSD). While employees are encouraged to support these green initiatives, an internal energy use target has been set to ensure energy utilisation remains below a reference Energy Utilisation Index (EUI).
• CLP also engages and collaborates with key stakeholders and communities to promote energy efficiency and saving. In 2024, CLP Power hosted workshops on power quality for newly elected district councillors and a seminar for property management professionals on energy saving, decarbonisation, power quality and transport electrification. CLP Power also teamed up with the Hong Kong Housing Society to promote sustainable lifestyles through raising residents' understanding on the benefits of “All-Electric Homes”.
• In India, Apraava Energy actively engages in domestic and global discussions on energy and climate change legislation and regulations. For example, it participated in stakeholder consultations by the Bureau of Energy Efficiency (BEE) on the design of the National Carbon Market in India and by the Central Electricity Authority (CEA) on reducing the Right of Way (ROW) width for transmission lines, a reduction which would minimises tree cutting and disruption to wildlife. Apraava Energy is also a member of the Product Advisory Committee of the National Commodity and Derivatives Exchange (NCDEX) which is working on the design of carbon market derivatives.
• CLP Group contributed to the public consultation on the exposure drafts of two inaugural standards, including the HKFRS S1 General Requirements for Disclosure of Sustainability-related Financial Information and the HKFRS S2 Climate-related Disclosures, issued by the Hong Kong Institute of Certified Public Accountants (HKICPA). The Hong Kong Standards are developed under the context of the Hong Kong SAR Government’s Vision Statement on Turning Obligations into Opportunities in Developing the Sustainability Disclosure Ecosystem in Hong Kong, with an aim to align local sustainability disclosure requirements with the globally recognised International Sustainability Standards Board (ISSB) Standards, enhancing the consistency and comparability of sustainability reporting for investors and other stakeholders.

None of CLP’s businesses receive any significant government financial assistance.

CLP actively engages with various organisations to keep abreast of different stakeholders’ perspectives, navigate policy uncertainties and shape informed policy-making. The table below outlines the total amount CLP has contributed to organisations influencing public policy. These contributions include membership fees, donations, sponsorships and input into policy position papers. CLP has a general policy of avoiding political contributions and no contributions were made to political parties, government officials or political candidates throughout the year.

As a priority, CLP engages with organisations actively involved in climate change and broader energy market policies. Considerable resources are devoted to the organisations listed below (in alphabetical order) through membership, sponsorship and other contributions, including active involvement by CLP senior management.

CLP’s Code of Conduct sets out 15 Principles that guard against corruption within CLP. The Code is applicable to the entire Group, including CLP Holdings and its wholly owned subsidiaries, joint ventures and companies under CLP’s operational control. It is available to the public in both English and Chinese.

All employees of CLP, irrespective of their position and function, are expected to fully adhere to the principles. In the case of joint ventures or companies in which CLP does not hold a controlling interest, CLP representatives are also expected to act in accordance with the Code and to make a concerted effort to influence those with whom they are working to follow similar standards of integrity and ethical behaviour. Likewise, contractors working for CLP are encouraged to follow the Code for the duration of their contract. Reports on Code of Conduct breaches are reviewed by an external auditor during the annual auditing period.

In addition to the Code, CLP has implemented an Anti-Fraud Policy as part of its Corporate Governance Framework. This is aimed at preventing and controlling fraud activities such as corruption, conspiracy, embezzlement, money laundering, bribery and extortion.

15 Principles of CLP’s Code of Conduct

CLP has a Whistleblowing Policy in place to encourage and assist employees and related third parties (including customers and suppliers) who engage with CLP to raise concerns about any real or perceived misconduct, malpractice or irregularity. The Whistleblowing Policy is available to the public in both English and Chinese. Concerns can be reported independently to CLP Group Internal Audit 24/7 through a dedicated and confidential whistleblower hotline or email. Any concerns received are handled with care and treated fairly and properly.

Training and awareness

Regular Code of Conduct training is mandatory for all staff joining the Company. CLP promotes the Code of Conduct and Whistleblowing Policy to employees, on a regular basis, by advising of any updates or revisions.

Every four years, the Company conducts a Group-wide Business Practice Review (BPR). This review includes refresher training for all employees to reinforce their understanding of the Code’s Principles and to ensure business practices remain compliant and ethical.

During the review sessions, potential issues are raised and reviewed with management. A number of case studies based on past violations are included to demonstrate the proper way to handle potential and actual situations involving Code violations. Contractors are encouraged to attend the sessions alongside CLP employees.

The latest BPR training was completed in 2022 for all regions, including Hong Kong, Mainland China, India and Australia. The next round of BPR training is scheduled to commence in 2025.

Monitoring and follow-up

The General Representation Letter (GRL) process serves as a reporting mechanism for instances of non-compliance with the Code of Conduct. Leaders in areas of responsibility are required to sign a GRL annually addressed to the Group Chief Executive Officer (CEO) and Chief Financial Officer (CFO), outlining their area’s adherence or otherwise to the Code of Conduct, amongst other Company policies.

This process reinforces the need for personal responsibility for good governance and facilitates internal assessment of the adequacy and effectiveness of controls at different levels within CLP. As part of this annual process, business practices are reviewed and fraud risks in different areas are assessed, with any irregularities or exceptions being reported to senior management. Leaders including managers or above, Finance and Procurement staff, secretaries in the Group and other key staff identified by management, must also sign an annual Code of Conduct Compliance Statement.

The Group-wide reporting system for Code of Conduct violations applies to any alleged or potential breaches. Potential cases of Code of Conduct violations can be reported to Group Internal Audit (GIA) by employees, vendors, contractors and GIA auditors through anonymous letters, emails or phone calls. The Group Code of Conduct Committee, which comprises the Chief Financial Officer, the Chief Strategy, Sustainability & Governance Officer and the Chief Human Resources Officer, reviews and endorses any disciplinary measures to be taken.

GIA regularly reviews compliance with the Code and investigates any potential violations except those related to human resources, which are investigated by the Human Resources (HR) department. Management control standards, such as CoC compliance statements, also deter non-compliance and reduce exposure to unethical practices. The number of Code breaches and any cases of corruption are reported annually to the Audit & Risk Committee (ARC), with the relevant data verified by a third party.

To expedite responses to Code of Conduct violations in Australia, EnergyAustralia has been delegated the responsibility of managing and addressing violations by its employees. Under this arrangement, EnergyAustralia informs the ARC of CLP Holdings of cases involving senior EnergyAustralia employees.

At Apraava Energy, a separate Internal Complaints Committee has been established to handle complaints of sexual harassment at the workplace in accordance with Indian laws.

In 2024, 31 breaches of the Code of Conduct were reported. None were financially or operationally material to the Group, and none involved employees at the grade level of senior manager and above.

In addition, there were no convicted cases of corruption. Any breaches were managed internally in accordance with CLP’s complaint handling process for violations of the Code of Conduct.

Regarding whistleblowing cases, 20 cases were received in 2024 compared with nine in 2023.

Records of confirmed cases of Code of Conduct Principles breaches during the past five years are shown in the table below. Between 2020 and 2024, CLP did not have any breaches related to six Code of Conduct principles, namely Political Contributions, Gift & Entertainment, Laws & Regulations, Representation, Response to Incidents and Compliance & Report.

CLP is a law-abiding company that aspires to go beyond legal requirements and bring international best practices to its operations. CLP voluntarily follows higher standards that reflect the Company’s principles and values and is prepared to forego opportunity or advantage to uphold the highest standards of corporate governance and integrity if necessary. Specific policies and guidelines for each operational area are in place to assist CLP in complying with differing jurisdictional laws and regulations relating to competition, personal data and privacy, intellectual property, health, safety, the environment, as well as employment and human resources amongst others.

Monitoring and follow-up

One of the responsibilities of the ARC is to review and monitor the Company’s compliance with the Code of Conduct, as well as the Company’s policies on compliance with applicable legal and regulatory requirements such as the Hong Kong Exchanges and Clearing Limited (HKEX) Listing Rules, the Companies Ordinance (Hong Kong) and the Securities and Futures Ordinance (Hong Kong). The ARC also reviews regulatory and legal issues. Every six months, Group Legal Affairs compiles a CLP Group Key Regulatory and Legal Compliance Issues Report for the ARC, which covers key regulatory compliance issues in addition to legal cases in which CLP is a named defendant.

CLP is often confronted with changes in the legal and regulatory regimes of the various jurisdictions in which it operates. The Company closely monitors emerging regulations and ensures that it is prepared for changes.

In reviewing new and amended laws and regulations which came into effect during the 2024 reporting year, CLP has identified those which had or will have a significant impact on the business for inclusion in this report. The threshold applied for assessing inclusion in the report is whether significant investment or expenditure was or will be required to ensure compliance. Laws and regulations that met this threshold are outlined in the respective sections of this report:

1. Emissions – air and GHG emissions, discharges into water and land and generation of hazardous and non- hazardous waste;
2. Employment – compensation, dismissal, recruitment and promotion, working hours, rest periods, equal opportunity, diversity, anti-discrimination and other benefits and welfare;
3. Health and Safety – safe working environment and protecting employees from occupational hazards;
4. Labour Standards – prevention of child and forced labour;
5. Product Responsibility – consumer data protection and privacy; and
6. Anti-corruption – bribery, extortion, fraud and money laundering.

CLP’s 2024 legal compliance performance is summarised below, according to the GRI Standards and the HKEX Environmental, Social and Governance Reporting Code.

The Company is also exposed to the risk of contractual disputes and litigation in the course of its normal operations. The Group considers each instance separately in accordance with legal advice and makes provision and/or discloses information as appropriate.

There was one new reportable case of legal non-compliance in 2024.

CLP’s Group Procurement Standard (GPS)

The GPS sets out a framework for strengthening CLP’s supply chain management capability to support its “Power Brighter Tomorrows” vision and match world-class procurement practices. The GPS provides a structured path for the business to deliver value outcomes and is regularly reviewed internally.

The latest version of the GPS, which places a special emphasis on safety across the supply chain, was released in early 2022. Its five dimensions are:

• Corporate strategy and guiding principles
• Business value outcomes
• Future-fit structures and collaboration
• People and technology
• Change management

For each dimension, the GPS defines levels of world-class practice from “basic” to “advanced”. Each business unit assesses the level of functional capability it requires to support its business outcomes and then develops a plan to progress from its current level towards more advanced practices.

CLP's Group Procurement Standard (GPS)

CLP’s Whistleblowing Policy and Harassment-Free Workplace Policy are also part of CLP's procurement operations and CLP encourages all suppliers to uphold the principles outlined in these policies.

The CLP Procurement team actively participates in membership of project steering committees, providing appropriate levels of oversight and governance in procurement decision-making. Procurement commitments in the Company’s various regions are made with reference to the clearly-defined authorities set out in the Company Management Authority Manuals.

CLP’s Supplier Code of Conduct (SCoC)

CLP's SCoC outlines sustainable procurement practices that support CLP’s environment, social and business objectives in 11 areas:

For each area, the SCoC specifies practices that the supplier must comply with and others that they should work towards achieving. While the SCoC is embedded in CLP's tender documents and contracts, the Group also encourages its suppliers to monitor, manage and disclose their performance in accordance with the SCoC. CLP extends similar principles to its own upstream supply chains.

EnergyAustralia’s latest SCoC also reflects CLP Group’s sustainable procurement practices. It includes a whistleblowing channel that suppliers may contact directly or raise any concerns with anonymously. The Code has been added to supplier contract templates and to EnergyAustralia Purchase Order Terms and Conditions.

Operational responsibilities

CLP’s sustainable procurement team engages with key internal and external stakeholders to promote procurement practices that reduce ESG risks and enhance the ability of supplier to meet CLP’s sustainability expectations. The Company is striving to shift from a reactive approach of risk mitigation to a proactive approach of advancing opportunities in the strategic sustainability agenda.

The Procurement Leadership Team, comprising each Region’s head of procurement, oversees aggregated future procurement needs, supply market opportunities and risks and the development of procurement strategies. The Group Procurement team has enhanced its in-house capacity by setting up a sustainable procurement team responsible for the planning and implementation of procurement practices relating to sustainability.

Sustainable Procurement Framework

Driven by the three-year Sustainable Procurement Roadmap, CLP's is in the process of enhancing its supply chain sustainability management with the foundation of the Sustainable Procurement Framework which cultivates long-term and mutually beneficial relationships with suppliers who share CLP’s values and goals. The framework is underpinned by the CLP Group Procurement Standard (GPS) which serves as a guide to the Group’s procurement and supply chain management practices.

In enabling CLP’s agenda of decarbonisation, building resilience and creating value in supply chain, the foundation of Sustainable Procurement draws on policies that include CLP's Value Framework, CLP Procurement Values and Principles and other procurement policies that govern daily CLP operations.

The Sustainable Procurement Framework now provides the foundation for all CLP’s supply chain sustainability management activities, including various strategies and procedures of CLP’s supply chain sustainability management, such as sustainability risk profiling and sustainability assessment. These are helping CLP to manage supply chain risks and communicate CLP’s values and principles to suppliers, alongside with the SCoC. Overall, the framework is improving CLP's competitive advantages by building commercially viable strategic relationships with preferred suppliers. It evaluates business value outcomes based on factors such as total cost of ownership management, environmental, social and governance (ESG) value, supply chain resilience and innovation.

Sustainable Procurement Programme

The Sustainable Procurement Programme has been developed to provide CLP with a consolidated view of supplier sustainability risk and opportunity, for better informed procurement decisions. Implementing the three-year Sustainable Procurement Roadmap is also a key component of the Sustainable Procurement Programme. The programme not only involves regular meetings with suppliers, but has added in the use of third-party sustainability profiling and ratings, helping to ensure compliance and enhance supplier awareness of their unique sustainability journeys.

Sustainability risk profile

CLP’s supplier sourcing strategies are designed to identify suppliers that best meet its requirements and that deliver value at an acceptable level of risk.

Under the standard procedure, supplier selections are conducted through competitive tendering, when each supplier’s ability to fulfil criteria of quality, health and safety, environmental protection, delivery, innovation, sustainability and cost are assessed. Every supplier contract is designed to safeguard CLP stakeholder interests and ensure the supplier meets its commitments and obligations in areas such as legal and regulatory compliance, intellectual property rights, data confidentiality and security.

To better manage supplier clusters, CLP segments its contracted suppliers into tiers based on relative contract value and potential business impact, taking into account risks relating to supply chain and sustainability factors. The tiers are reviewed on an annual basis. This process of segmentation allows CLP to apply appropriate levels of governance and engagement to different suppliers for more efficient supply chain management.

In the first year of the three-year Roadmap, a key focus has been to assure compliance. This has been done by implementing an ESG profile tool that screens suppliers’ inherent sustainability risks and any relevant incidents associated with the supplier company. Since the pilot launch of the ESG profile tool, over 1,300 suppliers have been screened by the tool and rated High, Medium or Low risk. Over 80% of the screened suppliers are rated Low risk. The tool will continue to monitor these Low risk suppliers for any changes in their risk level.

The remaining 20% of suppliers are rated Medium or High risk. These suppliers are required to attend supplier engagement meetings to address their specific sustainability risks, in accordance with the Supplier Code of Conduct requirements. They will also involved as a priority in a wider due diligence process which will involve in-depth Sustainability assessment.

CLP defines critical projects by considering their importance to its business operations, as well as their sustainability risks and contract value. All suppliers contracted for critical projects are subject to sustainability risk assessments. In 2024, these contractors represented 56.5% of CLP's total procurement project spend.

Suppliers for critical projects are assessed on their sustainability practices through tools such as questionnaires, proposal evaluations, site visits and where subcontracting is involved, audits on the subcontractor's capability to meet project requirements.

Ongoing supplier sustainability risk monitoring

In accordance with its Corporate Risk Matrix, CLP conducts ongoing risk profiles monitoring of strategic suppliers with high business criticality and spend value. The profiles are conducted in conjunction with supplier risk management and supplier relationship management processes, and cover risks related to modern slavery, labour practices, supplier continuity, employee health and safety and cyber security.

Past performance data, future business needs and technology and innovation roadmaps are regularly reviewed with suppliers. CLP takes a risk-based approach to sustainable procurement across the procurement lifecycle. ESG risks are identified and evaluated regularly at category, project and supplier levels, taking into account responsible procurement practices. This evaluation considers the following risks:

• Country-specific risks;
• Product/service-specific risks;
• Industry/category-specific risks;
• Legal and regulatory compliance risks;
• Cyber security risks;
• Labour practices and sub-contracting risks;
• Health and safety risks;
• Governance and business conduct risks;
• Environmental risks;
• Operational/supply chain risks; and
• Brand and reputational risks.

Specifically, the risk profiling process helps CLP manage ESG matters in areas such as labour practices, human rights, modern slavery, child labour, harassment, safety, environment, subcontractor management and anti-bribery along the value chain. The risk profiling results provide CLP with insights for developing sourcing strategies and risk mitigation measures for its strategic suppliers in each category.

Through year-round operational, business and executive reviews, CLP has continued to enhance its supplier relationship management process for strategic suppliers. The reviews consistently assess the delivery performance of each strategic supplier and are used to drive ongoing improvements.

Procurement and business unit personnel work collaboratively to review and assess the performance of incumbent suppliers in the market. They also monitor sustainability risks in the areas of human rights/modern day slavery, environment and community. These initiatives provide useful information for formulating effective sourcing strategies as well as managing risk and supplier relationships.

In line with its obligations under the Australian Modern Slavery Act 2018, EnergyAustralia submitted its fourth Modern Slavery Statement to the government in 2024. In 2024, EnergyAustralia implemented a Supply Chain Risk Management tool, Trust Your Supplier (TYS). This tool allows new suppliers to be onboarded and existing suppliers to be invited, through registration and includes questionnaires about employment standards and human rights. All new suppliers must complete the questionnaires and register before being onboarded. Existing suppliers are being invited to update their details in phases, starting with critical suppliers and moving on to other suppliers. The TYS tool provides ongoing risk monitoring for all suppliers using data from an independent third-party, which includes data on adverse media, sanctions and regulatory action.

EnergyAustralia remains committed to fostering indigenous inclusion by including indigenous participation clauses in its supplier contracts, particularly for contracts relating to generation sites. By doing so, it seeks to encourage its suppliers to help drive indigenous inclusion by increasing their indigenous business spend and employment as well as boosting their cultural awareness.

This initiative stems from EnergyAustralia’s Reconciliation Action Plan (RAP). The release of the second “Innovate” RAP in 2023 further clarified EnergyAustralia’s commitment to promoting reconciliation and cultural understanding as well as enhancing relationships with Aboriginal and Torres Strait Islander peoples and organisations. This year, EnergyAustralia partnered with Mob Jobs on a revised First Nations employment strategy, consulting with First Nations employees and Traditional Owner groups to ensure our approach to First Nations attraction, employment and development is inclusive and sustainable. We also engaged supplier diversity expert Kristal Kinsela to present to some of our Board and the Business Unit Leadership Team (BULT) on the value proposition of Indigenous procurement for EnergyAustralia. We have been working closely with Traditional Owner groups around our developing projects, ensuring cultural perspectives are listened to and considered. We implemented a First Nations Cultural eLearning Programme, making cultural learning accessible to all our people. This enhances our peoples understanding of the connections between EnergyAustralia’s project sites and local history and culture.

By the end of the year, the procurement team reported that it had sourced goods and services from 13 indigenous suppliers with a total of A$1,731,937 in spending.

Supplier engagement

CLP regularly conducts workshops for contractors to raise their safety, environmental and human rights awareness and capabilities. To enhance the professional development of contractor staff, workshops and training on procurement practices and supplier relationship management are conducted regularly.

CLP’s contract terms and conditions include specific sustainability requirements and expectations regarding business ethics. Suppliers are encouraged to align their practices with the requirements and expectations stated in the SCoC and are expected to adopt similar standards and practices when doing business with the Company. To ensure compliance with the SCoC and further promote sustainable procurement practices, the Company issued a letter from the Director to all suppliers, stating that suppliers must acknowledge the SCoC and be prepared to provide evidence of their adherence to its standards. This might involve submitting accreditations, certifications, sustainability assessments, compliance reviews and audit reports. This initiative has reinforced the Company's commitment to maintaining high ethical and operational standards across its supply chain. In 2024, over 1,800 of CLP's suppliers have agreed to abide by the SCoC requirements.

CLP also values direct feedback from its suppliers, since it offers candid two-way communication opportunities and, when it has a specific focus on technology roadmaps and innovation, helps CLP prepare for future challenges. In addition, CLP proactively engages with selected strategic suppliers to directly discuss sustainable procurement best practices, including ways of minimising GHG emissions. In 2024, CLP engaged first-tier wind turbine suppliers in Mainland China to understand their capabilities regarding Circular Economy (CE) in the context of wind turbine generator production. Additionally, CLP introduced the CE Strategy to internal stakeholders to foster collaboration on CE practices between CLP and the suppliers.

Capacity building

As part of the key focus in 2024 for the Sustainable Procurement program, the Sustainable procurement training series has kick-started to build awareness within Commercial & Supply Chain Management (CSCM) team to mitigate supply chain risks. Over 100 CSCM team members participated in the training series. The sessions included town-hall training by an internationally recognised certification body on both general awareness on Supply Chain sustainability and the ISO 20400 Sustainable Procurement guidance course. This was followed by a Climate Fresk session with 10 certified facilitators to actively engage and support the team in building the Sustainable Procurement Guide, driving sustainable practices across different categories.

In 2024, CLP Power also introduced several initiatives designed to enhance the management of its supply chain and the associated risks. These included:

• Holding contract law training sessions to reinforce the understanding of key contract terms relevant to potential supply chain disruptions or supplier non-compliance events; 
• Launching a Know Your Counterpart (KYC) questionnaire, and putting in place screening of existing and potential suppliers, to identify potential compliance and sanction risks arising from third party suppliers;
• Creating a Learning Portal to encourage self-learning in Commercial and Supply Chain Management; and
• Conducting a Supplier Survey to understand CLP's position in suppliers’ markets.

The CSCM team collaborating on the Sustainable Procurement Guide during the Climate Fresk session.