In the context of an unpredictable and challenging world, CLP has remained steadfast in its purpose. In our core market of Hong Kong, we upheld our commitment to the provision of reliable, sustainable and affordable energy services for our community. At the same time, we advanced our energy transition, commissioning over 380MW of renewable energy projects in the Asia-Pacific region and progressing further towards our long-term decarbonisation goals.
Transitioning to net zero
The global energy transition is advancing at an unprecedented pace, presenting both opportunities and complexity. As an energy provider across the Asia-Pacific region, CLP recognises our responsibility to decarbonise while ensuring the energy systems that underpin daily life and economic activity remain secure, reliable and affordable.
Guided by our strategic priorities, we continued to deliver on our Climate Vision 2050 and further reduced the Group’s greenhouse gas emissions intensity to 0.50kg CO₂e per kilowatt hour in 2025. To support our transition to lower-carbon fuels, a pilot project assessing the feasibility of using hydrogen-blended natural gas at Black Point Power Station in Hong Kong is currently underway. The project will provide valuable insights into the scalability, efficiency and commercial viability of hydrogen. During the year, our China business commissioned over 300MW of additional wind and solar capacity and progressed more than 900MW of projects under construction. Apraava Energy has announced the sale of coal-fired Jhajjar Power Station, which is in line with our commitment to phase out coal-fired power generation before 2040.
CLP has a pledge to review its Climate Vision 2050 targets at least every three years, taking into consideration the latest climate science, policy drivers, technological advancement, industry trends and community expectations. To ensure our investment decisions remain consistent with the overall intent of the plan, we will commence the next review in 2026, following the most recent update published in 2024.
Exploring growth options
As electrification and digitalisation drive rising energy demand, we remained focused on supporting growth by investing in lower-carbon and digital energy infrastructure and developing practical customer solutions. In Hong Kong, CLP Power continued to work closely with EV charge point operators and the Government to accelerate the deployment of fast chargers, optimising our power supply to meet the rapidly-growing needs of EVs. CLPe also opened eight EV charging stations across Hong Kong in 2025, including one supporting cross-border travel under the Government’s "Southbound Travel for Guangdong Vehicles" arrangement.
This followed CLPe and its partner CNOOC Guangdong Water Transport Clean Energy Company Limited completing Hong Kong’s first liquefied natural gas bunkering with simultaneous cargo operations in June. Meanwhile, we continued our investments in smart grids and metering across Hong Kong and Australia to enhance energy management capabilities for millions of customers. Customer-centric solutions such as Cooling-as-a-Service, Solar-as-a-Service and electric vehicle infrastructure are helping businesses and communities lower emissions, improve efficiency and manage costs.
Harnessing digital innovation while safeguarding trust
Digital innovation is transforming the energy sector and is central to CLP’s ability to deliver safe, reliable and customer-centric services. In the first half of 2025, we completed the first phase of our Enterprise Resource Planning (ERP) transformation in Hong Kong, improving efficiency, transparency and decision-making across finance, human resources, supply chain and procurement. The next phase will deepen integration across the Group including asset management and customers, strengthen data consistency, and further enhance our ability to respond quickly to emerging business pathways and changing market conditions.
We also rolled out our 2025–2028 Digital Strategy to enhance agility, strengthen capabilities and drive sustainable growth. By integrating AI and data analytics into daily operations, colleagues are making more informed decisions, improving efficiency and delivering better service to customers. At the same time, we recognise that trust is foundational. Cybersecurity remains a core priority, supported by strengthened governance, security-by-design principles and enhanced threat detection and response capabilities.
Building a future-ready workforce
Our people are at the heart of CLP’s success. As the energy sector continues to evolve, we are committed to ensuring our workforce is safe, skilled and future-ready. Ongoing investment in training, upskilling and reskilling supports our transition to a lower-carbon and more digital energy system, while refreshed ways of working and streamlined processes strengthen agility and decision-making. In 2025, we relaunched the CLP Executive Development Programme to provide experienced colleagues with leadership mentoring, cross-unit rotations and exposure to strategic projects.
We also continue to foster an inclusive and values-driven culture, guided by CLP’s Value Framework. By promoting inclusion and diversity and maintaining high standards of safety and wellbeing, we are reinforcing CLP’s position as an employer of choice.
Safety has always been, and remains, our foremost priority. It is therefore with deep regret that we note several tragic fatal incidents during the year. In Hong Kong, there were two traffic incidents, one involving a member of the public and another involving a contractor worker at a CLP worksite. A fatality also occurred at a minority investment entity of CLP China, and Apraava Energy reported a fatal incident at its Sidhpur Wind Farm. These deeply saddening incidents are a reminder that our commitment to safety must be relentless. We will enhance further our oversight, culture and systems to protect everyone who works with us and the communities we serve.
Strengthening resilience across operations and supply chains
In an environment of heightened geopolitical, climate and supply chain uncertainty, resilience remains a key focus. In 2025, we advanced our Sustainable Procurement Roadmap, integrating sustainability considerations more deeply into procurement processes and strengthening engagement with strategic suppliers.
Creating positive impact in our communities
CLP’s relationship with the communities we serve is built on trust and long-standing partnership. Through targeted initiatives, subsidies and social programmes, we continue to support vulnerable groups, promote energy efficiency and contribute to social, educational and environmental outcomes. In 2025, this included our support for those affected by the devastating Tai Po fire in Hong Kong in November. Our sympathies are with the families who lost loved ones and all those impacted by this tragic event.
As we enter our 125th year, we reflect on the enduring bond between our company, our people and the communities we are privileged to serve. For a century and a quarter CLP has been an integral part of Hong Kong’s social fabric, and we look ahead with the same resolve to embrace innovation and new possibilities. Guided by a clear strategy and our purpose to Power Brighter Tomorrows, we remain committed to delivering reliable, sustainable energy to our customers in Hong Kong and beyond.
In this world of increasing uncertainty, we remain confident in CLP’s ability to navigate a changing energy landscape. Our strong financial foundation, disciplined strategy and proven capability will guide us forward as we continue to adapt and grow responsibly. We are particularly encouraged by the opportunities in our core market, and with the dedication of our people and the trust of our stakeholders, CLP will continue to deliver resilient growth and sustainable energy solutions for generations to come.
