Stakeholder management

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

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

Each business unit has developed its own project-specific stakeholder engagement plan, based on the framework steps below.

1. Establish engagement scope and align with business objectives: Define the purpose, boundaries and intended outcomes of the engagement, ensuring full alignment with CLP’s business priorities and project goals.
2. Map issues and concerns: Identify potential issues, expectations and concerns that may arise from business operation and projects.  As part of this analysis, CLP assesses how different stakeholder groups, including local communities, may be affected and identifies any groups that may be considered vulnerable.
3. Identify relevant stakeholders: CLP engages with a diverse range of stakeholders, including affected communities, local stakeholders, and vulnerable groups, 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.
4. Develop 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. The channels for each project are selected based on the project’s nature and the most effective means of reaching the identified stakeholders.
5. Conduct engagement activities: Implement the planned engagement activities to facilitate open dialogue, proactively gather insights and strengthen relationships with stakeholders.
6. Capture feedback and report on outcomes: CLP seeks to address stakeholders’ views and concerns while identifying areas for improvement. It uses various measures to do this, including capturing stakeholder feedback, assessing the outcomes of CLPʼs stakeholder engagement efforts, monitoring and analysing media coverage, tracking brand perception ratings, and evaluating public and industry recognition and awards. Stakeholders can also provide feedback through other public channels such as customer service hotline and email.

CLPʼs stakeholder engagement framework

As one of the largest investor-owned power businesses in Asia, CLP serves a broad spectrum of stakeholders.

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

The Company is committed to responding to stakeholder concerns in a timely and effective manner. These concerns vary depending on location and circumstances, necessitating tailored actions or responses. General complaints about the Company are typically handled by the customer relations team. CLP upholds 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 lists out our key stakeholders and how they were engaged with.

Stakeholders		Key Engagement Channels
	Capital providers Download the annual report (including lenders, investors and shareholders)	Annual General Meeting Annual and Interim Results Analyst Briefings and webcasts Corporate reports including Climate Action Finance Report CLP Investor Relations App and mailbox Announcements, circulars, presentations and media releases Direct engagement in the form of bank and investor meetings, conferences, site visits, briefing calls and investor roadshows
	Customers Read more (including residential, C&I customers, electricity boards and grid companies)	Working groups, e.g. the Customer Consultative Group 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 Read more (including employees and contractors)	Employee participation forum and other trainings, workshops and development programmes. Employee listening surveys and feedback channels (including online forms, suggestion boxes, townhall meetings, focus groups, regular roadshows) Employee newsletters, broadcasts, intranet, internal webinars Discussion forum with trade union representatives in locations where collective bargaining is recognised
	Partners Read more (including governments, regulators, suppliers and contractors)	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 Meetings and visits by top management to deepen strategic long-term partnerships for mutual growth and development
		Regular supplier management meetings and engagements Safety workshops, jointly engaging contractors working towards a common goal to raise safety awareness and capability through mutual collaboration and shared expertise Periodical supplier performance evaluations Regular risk and resilience reviews of key suppliersʼ supply chain risks
	Community Read more (including community groups, legislators, NGOs, industry and professional organisations and academia)	Encourage and support staff to participate in government initiatives such as district committees and advisory bodies and campaigns   Working committees, advisory committees, panels and meetings, including local customer advisory committees Active participation in professional organisations through corporate memberships to enhance industry networking and exchanges Public education/community events and programmes Community investment programmes and volunteering services CLP Community Support Team 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 Senior management’s participation in speaking forums, briefings and engagement events to articulate CLP’s thought leadership on its climate vision University students case competition on Sustainable Procurement topic