Management Approach

Managing Manufactured Capital – HSSE

Integrating Health, Safety, Security and Environment (HSSE) elements into our assets and processes helps achieve our goal of safe, secure and environmentally responsible operations.

Health, Safety, Security and Environment

Our commitment to protect people’s health, prevent incidents and injuries and minimise adverse environmental impact is set out in our Value Framework. Our Group Health, Safety, Security and Environmental (HSSE) Management System Standard helps us to deliver on our commitments, by organising ourselves in a planned and systematic way.

The standard:

  • is executed through a set of Standards and Guidelines to meet the requirements of the Policy Statements set out in the CLP Values Framework;
  • enables our regional organisations to incorporate HSSE requirements into their business programme; and
  • promotes and encourages compliance with the international standards for Health & Safety and Environmental Management such as, OHSAS18001 and ISO14001.

The Standard contains 15 Elements, each supported by a set of expectations which encourage excellence in HSSE performance across the CLP Group, whilst allowing some flexibility for implementation at a regional level. See the diagram on the right that summarises how the 15 elements fit into the Plan-Do-Check-Act cycle of continual improvement.

Download the HSSE Management System Standard

Goals and targets

A HSSE plan has clear targets, objectives, programmes, timeline, quantifiable key performance indicators (KPIs), suitable allocated resources that include sufficient HSSE professionals and budget to ensure safe operations.

Operational responsibilities

The Group HSSE Committee, chaired by the CEO, has the highest executive responsibility on HSSE related issues. Reporting to it is the cross-regional Operations HSSE Coordination Committee, chaired by the Group COO, which meets monthly to coordinate, monitor and share knowledge and experience in HSSE practices across the Group, with a special focus on achieving an overall higher level of safety performance.

We also have various Committees established to engage people at all levels, also involving partners and contractors. HSSE professionals facilitate the overall HSSE effort and give advice on HSSE matters, while responsibility for HSSE rests with line management.

Read more on how we manage environmental performance

Most Material Topic : Occupational Health and Safety

Occupational Health and Safety (OHS)

An occupational safety and health management system is in place to meet CLP Group’s safety values, expectations and goals, which is equivalent to international standards such as OHSAS18001.

Other group-level guidelines relating to occupational health include:

  • Fitness to Work Guideline
  • Medical Emergency Response Plan
  • Communicable Disease Management; and
  • Hearing Conservation.
Download an overview of the safety management systems in our assets

Monitoring and follow-up

Safety incidents for most of the assets which fall within CLP’s safety reporting scope are collected and centralised via our Group Safety Information System (GSIS).

The CLP Group Performance Monitoring and Reporting Standard (HSSE-STD-14-001) requires us to report our safety performance on a monthly basis, and clearly defines each of the safety performance indicator. We also report on the number of occupational diseases, although we do not have any workers involved in occupational activities which have high incidence or high risk of diseases related to their occupation. All health-related incidents are reported according to the Incident Management Process.

Training and awareness

Ensuring safe operations is essential, therefore personnel will only be asked to do work for which they are capable and competent to handle. This requires the careful selection, placement, training, ongoing competency assessment and authorisation of employees, with third party independent assessment where appropriate. We have a system in place to identify and deliver the training necessary to ensure individual competence and knowledge to understand the hazards, risks and control measures associated with their work.

To ensure the Group level policy can be implemented effectively, our assets have the flexibility to structure their own Safety and Health organisations and to design their approaches in providing relevant safety and health training, as well as monitoring of the percentage of contractors that have undergone the training. We include safety training requirements in all contracts and expect 100% of our contractors to undergo safety training relevant to their duties. We conduct spot checks to ensure compliance.

We seek to maintain effective, transparent and open communication internally and with our stakeholders, to increase awareness on HSSE and to create a culture that seeks excellence in HSSE performance.

Improvement

In 2017, our focus has been to reduce the exposure to serious injuries and fatalities (SIF). Find out more here.

Material Topic : Plant Decommissioning

Safety and nuclear power

Electricity generated from the Guangdong Daya Bay Nuclear Power Station (GNPS) provides for roughly 30% of the power supplied to our customers in Hong Kong. Safe operation is always the top priority for us and its management is also covered by our HSSE Management System Standard. At GNPS, the defence-in-depth principle (application of multiple independent and redundant layers of protection) is applied across a full spectrum of areas ranging from plant design to operational procedures to ensure robust safety back up support.

In line with good business practice, Guangdong Nuclear Power Joint Venture Company, Limited (GNPJVC), the entity which owns GNPS, has made a provision for the expenses associated with the decommissioning of GNPS as required under the joint venture contractual agreement. The amount of such a provision is commercially sensitive.

Monitoring and follow-up

Radiation levels that workers are exposed to are closely managed by GNPS both collectively and at the individual level as part of the operating protocols. Most of the radiation dosage of the workers is incurred during planned refuelling outages when much of the work is undertaken at the nuclear generating units. The number of planned refuelling outages in a year as well as the related work involved has been the primary driver of the collective radiation dosage over the years.

Training and awareness

Training is the key element to nuclear safety. On-site training school provides professional nuclear training with a well-established system. The career development is incorporated with stringent training and qualification to ensure the professionalisms of nuclear operators. The two years requalification mechanism ensures operators’ competency in plant operation with stringent procedures, nuclear safety and the human error awareness.


Material Topic : Security Practices

Security

Goals and targets

Security Management helps us protect our people, property, information and reputation against associated security risks. The security management process evaluates, in a systematic and risk-orientated way, the security status of any asset operated and owned by CLP. This enables the company to continuously evaluate its security processes and enhance them according to the perceived threat and vulnerability of the site.

Strategies and procedures

CLP’s approach to security can best be understood using the diagram on the right. There are in effect four separate lines of activity which together create a coherent approach.

Read about how we safeguard cyber security

 

Training and awareness

On the human rights front, we understand the importance of well-trained security staff in order to prevent harm to our staff and the wider public and their ability to help prevent reputational and litigation risks that arise from inappropriate conduct. Standards of conduct are informed by our Value Framework and Security Management System, which requires each CLP region and their sites to develop an appropriate system to effectively address the threats faced. All of our in-house security staff are required to comply with CLP’s Code of Conduct on an annual basis. In addition to national regulations and site-specific briefings, third-party vendor security staff receive training on CLP’s harassment-free policy, guidance on minimum wage policy and other non-discrimination training during induction before being granted access to the site(s) they are assigned to.


Material Topic : Disaster / Emergency Planning and Response

Emergency management

CLP maintains a robust and well-tested emergency management and response structure which is outlined in the diagram on the right.

The Group Crisis Management Plan provides the necessary information to enable a crisis to be effectively handled at CLP Group level:

  • It outlines our crisis management organisation, roles and responsibilities, procedures and processes.
  • It specifies all the tools needed to ensure our collective response to a Group crisis is well planned, well executed, and fully integrated across our organisation.
  • It describes the relationship and interface between the handling of regional and group level crises.
  • It details the processes that govern internal and external communication during emergencies. This ensures that the people responsible for managing the crisis have the necessary information to carry out their responsibilities and that key stakeholders are informed.

The Group Crisis Management Plan is supported at the Regional level by Regional Crisis Management Plans which mirror the Group document, but are tailored for each region. Allied to this are the highly detailed emergency response plans developed for each asset. They are designed to be used by first responders and, if the need arises, be supported by asset management.

Training and awareness

As specified in both Group and Regional publications, emergency response drills are conducted at least annually at each site, with smaller scale drills taking place more often to ensure they can be executed as planned during an emergency. Regional and Group Crisis Management plans are tested every three years. Regional Crisis Management exercises are conducted annually. All are looked at as part of our internal peer review process.

Travel Security

Since 2015, increasing emphasis has been placed on supporting our colleagues travelling for business purposes. Protocols and procedures are in place to respond quickly in the event of a travel emergency anywhere in the world.