2025 Sustainability Report / Our Sustainability Agenda / Future-ready workforce

Future-ready workforce

CLP is dedicated to making its workforce safe and future ready by attracting, developing and retaining diverse talent; upskilling and reskilling employees; fostering an agile, inclusive culture and ensuring its workplaces are safe and welcoming for all. Continuous investment in training and development and in process and policy improvements, enables CLP to attract top talent, innovate to seize opportunities and maintain a high-performing workforce.

Training & Development

51.9 training hours/employee (in line with 2024)
Over 17% were dedicated to upskilling and reskilling

New early and mid-career programmes to strengthen technical and management talent pipelines

New Ways of Working

In Hong Kong, over 500 colleagues completed CLP’s AI Challenge upskilling programme

Over 2,000 employees participated in curated activities aimed at building digital fluency and
confidence

Inclusion & Diversity (I&D)

Refreshed I&D strategy strengthens inclusivity through I&D pillars

Over 3,000 colleagues participated in the second I&D Awareness Week in Hong Kong

As the energy sector transforms, CLP is committed to ensuring that its workforce is safe and future-ready in terms of talent, skills and competencies, operating models and processes, and welcoming workplaces that enable everyone to perform at their best.

CLP invests in training and development to address both short- and longer-term needs, including reskilling and upskilling our workforce to build and operate an increased number of low- and non-carbon projects supported by digitalised networks and processes. CLP also invests in equipping managers and leaders with the skills needed to lead a diverse workforce into a non-carbon future.

Embedding new ways of working that are more flexible and commercial is critical to ensuring that CLP remains competitive. CLP’s operating model ensures day-to-day decision are made closest to customers and local stakeholders. Streamlined processes and digitalisation support swifter decision-making and greater business efficiency. These are underpinned by CLP’s refreshed Value Framework which sets behaviour expectations and is reinforced by performance management.

Attracting and retaining diverse talent; fair policies and ethical labour standards that safeguard the rights and wellbeing of everyone who works at CLP; offering flexible work arrangements and family-friendly practices; and encouraging everyone to speak up are imperative to a sustainable business and positioning CLP as an employer of choice.

Why is this topic material to stakeholders?

Ensuring workplace safety and upholding high labour standards are essential for the wellbeing and sustained high performance of employees, contractors and service providers. CLP’s upskilling and reskilling initiatives and ensure that team members are equipped with the skills necessary to run the business today and in the future and supported as CLP’s asset portfolio evolves. New ways of working ensure CLP is competitive today and agile to face the challenges and opportunities ahead. By promoting diversity, equity and inclusion, CLP is attracting diverse talent, supporting social mobility and ensuring that everyone contributes to improving how we work, and is supported to succeed.

Our people