Management Approach

Managing Human Capital

We attract, motivate and retain high performing employees through competitive pay and benefits, and it is important that this is sustainable.
Most Material Topic : Employment
Material Topic : Market Presence



To build and maintain a sustainable and innovative workforce, we emphasise diversity, equality of opportunity, competitive benefits, building new capabilities, and respect for human rights.

Our human resources policies and procedures are intended to ensure that we comply with all local laws and regulations in relation to compensation and dismissal, recruitment and promotion, working hours, rest periods, equal opportunity, diversity, anti-discrimination, and those covering benefits and welfare in the markets where we operate.

Given the technical complexities and ambiguities of some local laws and regulations, the risk of unintended breaches cannot be prevented entirely. We take immediate action to investigate and address any suspected breaches or issues that are brought to our attention.

We also carry out independent audits of our human resources policies and practices to proactively identify any risks of legal non-compliance, and take remedial actions if such risks are identified.

Occasionally there are disagreements with individual employees or unions over the interpretation or application of local laws and regulations. In such cases we will first attempt to resolve any issues amicably within locally determined procedures. If negotiation or conciliation is not successful, we comply fully with the final decisions of any relevant arbitration, tribunal or court.


Competitive and Sustainable Benefits

The ability to attract and retain talent with diverse thinking, background and tenure is essential to maintaining a sustainable workforce. Competitive pay and benefits play a key part in this.


Each year, we use independent external consultants to benchmark our remuneration and benefits with relevant recruitment markets to assess our relative competitiveness. In order to ensure that we balance the interests of both our employees and shareholders as key stakeholders, decisions on remuneration are subject to our corporate governance process and the approval of the Remuneration Committee.


Retirement benefits are a significant component of total remuneration at CLP. The retirement benefit plans for staff employed by the Group entities in Hong Kong are regarded as defined contribution schemes. The current scheme, the CLP Group Provident Fund Scheme (GPFS), provides benefits linked to contributions and investment returns on the scheme. There are also some legacy defined benefits schemes in EnergyAustralia.


Enhancing Employee Wellbeing

Medical benefits are not only important for attracting and retaining our staff, but also help to maintain a healthy and productive workforce.

Medical cost inflation poses a threat to the sustainability of medical benefits schemes. In Hong Kong, the associated premiums are rising rapidly. Enhancing employee wellbeing is therefore an important measure to help improve the health status of the workforce, manage the cost of medical claims, and reduce the impact of sickness absence on productivity.

Most Material Topic : Diversity and Equal Opportunity
Most Material Topic : Non-discrimination

Diversity and equal opportunity

Diversity of Leadership

The energy sector is facing transformational change. In this complex environment, it is essential for our leadership team to have diverse thinking and background in order to strengthen organisational decision making capability, agility and resilience.

The diversity of our broader workforce is also important, both as a reflection of the different communities in which we operate, and because a sustainable workforce requires us to have a broad base of recruitment.

Workforce diversity, particularly of tenure, has also been demonstrated to support innovation capability in organisations.

How we manage diversity must take into account that we operate in countries with very different social and cultural contexts. This means we must be sensitive to differences in culture, values, traditions and religions, and respect local approaches to the regulation of diversity issues.

Consequently we give flexibility to each subsidiary to develop locally specific approaches to diversity, within a consistent overall framework. 

Gender Equality

We focus our efforts on three priorities to improve our gender diversity. These priorities have been chosen because they reflect our business needs, align with the UN SDGs, and support the social and economic empowerment of women.

  • First, we aim to increase the number of women in leadership positions in CLP from 22% to gender balance by 2030. 
  • Second, we aim to increase the number of female engineers from 9% to 30% by 2030 through initiatives that encourage girls to study engineering in schools and attracting female graduates to join the company. 
  • Our third priority is to ensure gender pay equity. 
Discrimination and Harassment

Each of our businesses has an employee grievance procedure in place that reflects our Value Framework and any applicable local legal requirements. For example, our Hong Kong Grievance Resolution Policy encourages employees to discuss any issues freely and openly with their supervisors. They are encouraged to bring issues forward to the Human Resources Department or higher level of management if they think the issues are unresolved or are being unjustly handled. There will be no discrimination, coercion or retaliation for doing so.

Most Material Topic : Human Rights Assessment
Material Topic : Child Labor
Material Topic : Forced or Compulsory Labor

Human rights

Human Rights

In addition to local legal compliance we respect internationally proclaimed Human Rights across our value chain. We recognise that our corporate responsibility to respect human rights extends to our network of suppliers and contractors.

Child and Forced Labour

CLP prohibits the employment of child, forced or compulsory labour in any of our operations. We require all of our operations to ensure that they do not use child or forced labour.

Short-term Employment and Use of Contractor Labour

A flexible resourcing model is necessary for our business but needs to be managed responsibly. Our workforce includes not only our permanent staff, but also short term contract staff, temporary staff, and labour supplied by external contractors.

While short term employment contracts are sometimes necessary to meet temporary resourcing needs, the repeated renewal of such contracts is not an acceptable resourcing strategy. We limit the use of short term employment contracts to a maximum of four years, following which continued employment must be on permanent terms.

It is not our Group policy or market practice to provide the same employment benefits to temporary or part-time staff as to full time or permanent staff. However, the benefits for our temporary and part-time employees are competitive with local market practice and meet or exceed local legal requirements.

Most Material Topic : Labor / Management Relations
Material Topic : Freedom of Association and Collective Bargaining

Labour relations

Whilst our management philosophy is that the most appropriate way to engage with our colleagues is through direct communication rather than through intermediary organisations, our employees have the freedom of association to join organisations and professional bodies of their choice. We respect and comply fully with all legal requirements with regard to union membership and collective bargaining in the countries we operate in.
Most Material Topic : Training and Education

Capability building

Maintaining our core competencies and building new capability in the areas of new technologies and innovation are essential for us to cope with the challenges brought by energy transformation and digitalization.

We strengthen organisational capabilities through senior level strategic hires, diversifying recruitment channels, strengthening staff deployment and development processes, continuous investment in training and development and leveraging external strategic partnerships with academic institutions.