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Business Model Business Model Business Model

Creating Value for Stakeholders

At CLP, we utilise a range of capitals, which represent stores of value that can be built up, transformed or depleted in the production of goods or services, to create value for shareholders, customers, employees and the wider community. Throughout the processes, we continuously identify, evaluate, monitor and mitigate all material risks to which the group and its entities are exposed, taking into account topics that are most material to us.


Financial Capital

  • Shareholders' funds of HK$105,455 million
  • Total borrowings of HK$52,349 million

Manufactured Capital

  • Generation capacity of 19,238 equity MW
  • Long-term capacity and energy purchase agreements of 4,777 MW
  • Transmission and high voltage distribution lines of 16,270 km
  • 15,099 primary and secondary substations in Hong Kong

Human Capital

  • 7,960 employees

Intellectual Capital

  • Research and development
  • Innovation and technology

Natural Capital

  • 485,453 TJ of coal consumed
  • 107,183 TJ of gas consumed

Social and Relationship Capital

  • 20,015 volunteer hours by staff and family members

What We Do

Digital technologies

Data analytics, artificial intelligence and Internet of Things (loT) enable new efficiencies and delivery of smarter and more connected energy services.

  • Design, build, operate and invest in centralised and decentralised power stations and generation facilities
  • Procure adequate and appropriate fuel and energy resources from diversified sources
  • Design, build and operate transmission networks
  • Enhance transmission networks to facilitate integration of more clean energy into the grid
  • Design, build and operate distribution networks
  • Integrate distributed energy resources into the grid
  • Develop and deploy customer-oriented, technology-enabled energy services that help customers become active participants of a power system

Dynamic System Balancing

Design, build and operate systems that integrate centralised and decentralised generation, and balance dynamic customer demand against different generation profiles to optimise cost efficiency, reliability and environmental performance.


  • Reliable, clean and affordable electricity supply to customers in each of the markets we operate in
  • Economic value generated of HK$87,517 million
Outcomes for Stakeholders
  • Staff expenses of HK$4,535 million
  • Donations of HK$21 million
Government and Regulators
  • Current income tax of HK$2,189 million
Suppliers and Contractors
  • Fuel and other operating costs of HK$58,985 million*
    *Excluding impairment of retail goodwill of HK$6,381 million
Capital Providers
  • Shareholders - total dividends of HK$7,782 million, HK$3.08 per share
  • Debt holders - finance costs of HK$2,033 million

Material topics
  • Responding to climate change
  • Harnessing the power of technology
  • Reinforcing cyber resilience and data protection
  • Building an agile, inclusive and sustainable workforce

Material risks to the Group
Regulatory risk
  • Uncertain regulatory changes, power sector reforms and regulatory compliance issues
Financial risk
  • Cash flow and liquidity, credit and counterparty risks, interest rate risks, foreign currency risks, and market-to-market fair value movements
Market risk
  • Economic structural changes, energy market competition and volatility as well as supply and demand imbalance
Commercial risk
  • Potential losses arising from inadequate gross margins and non-performance of trading partners or counterparties
Industrial and operational risks
  • Risks relating to Health, Safety, Security and Environment incidents, plant performance, human capital, data privacy, cyber attacks, and extreme weather events
As at 31 December 2019

CEO Outlining the Group Investment Strategy - Video