Traditional utility companies are at a crossroads, facing unprecedented challenges driven by rapid technological advancements, shifting regulatory landscapes, evolving customer expectations, and workforce shortages. This presentation explores the vision and strategies that CLP's leaders are implementing to equip the workforce with necessary skills and innovative ways of working. Discover how engaging team members in the transformation process, building strategic partnerships to cultivate new talent pools, and measuring the impact of initiatives can create a more resilient and agile organization. By preparing their teams for the future, leaders can not only meet emerging demands but also drive sustainable growth and success.

This panel discussion will explore the critical role of leadership in preparing the workforce for future challenges and opportunities. As industries evolve rapidly due to technological advancements and changing market demands, it is essential for leaders to proactively equip their teams with the skills and mindset necessary for success.

Since 2019, we have gone through social instability, the Covid-19 pandemic, heightened geo-political risks, the rise in AI, renewable energy tech, extreme climate events, etc. Interest rates were historically low pre-pandemic and were cut to near-zero during Covid. They then entered an aggressive hiking cycle from the end of 2022 to 2024; a gradual cut is happening now.

We've been searching for leaders to lead various transformation projects to cope with changing and challenging business environments, regulatory changes, meeting customer expectations. Often, we find 20% of the leaders taking on 80% of the projects. We need a bigger pool of leaders who can drive transformation, build resilience and future-proof the organisation.

Our C-suite then partner with HR to co-create talent strategy, map existing skills against strategic goals, redesign high-performance training and development programmes, and drive resilience culture.

We, as C-suite leaders, own people development. Our HRBPs are embedded in our business to translate business goals into talent priorities, to provide workforce analytics to support business outcomes, to foster psychological safety, inclusion, and innovation.

Hong Kong International Airport is transforming from a "city airport" into an Airport City under the brand of SKYTOPIA, aiming to develop into a destination in itself, comprising facilities for entertainment, leisure, yachting, art appreciation and storage, dining and retail, water sports, among others. SKYTOPIA will further enhance the airport's position as a leading international aviation hub by attracting more travellers to visit or transit at Hong Kong. The airport's workforce will continue growing to support the development, providing career opportunities not just in the aviation industry but also a wide array of professions. We are nurturing a close-knit and vibrant community for all who work at the Airport City.

The development of Skytopia and the Three-Runway System at Hong Kong International Airport will lead to an increasing need for skilled professionals to keep up with the airport's development, presenting new challenges for HR. The panel will address this by discussing how HR can play their role as a business partner to help organisations achieve success, while embracing technology to enhance workforce efficiency and management.

"The Great Compression Effect" explores how AI fundamentally transforms organisations across three key dimensions. First, skill compression shows AI dramatically reduces performance gaps between workers, with lower-skilled employees benefiting most from AI assistance, deepening talent pools and accelerating skill development. Second, motivation compression reveals how AI shifts creative work from 80% execution to rapid iteration, eliminating mediocrity and forcing strategic choices between cost leadership (quantity) or differentiation (quality). Third, team-size compression demonstrates AI's ability to enable smaller, more nimble teams to achieve superior outcomes, with individuals plus AI matching or exceeding traditional team performance.

These compression effects fundamentally reshape organisational design, talent management, and competitive strategy. Rather than simply replacing workers, AI acts as a great equaliser and amplifier, creating opportunities for growth while demanding new approaches to incentives, team structures, and strategic positioning. The presentation emphasises focusing on permanent organisational challenges—skills, motivation, and coordination—rather than technological change itself.

Today's leaders are overwhelmed: pulled in a dozen directions by meetings, messages, and mental fatigue. Learning now competes with overflowing inboxes, nonstop notifications, and shrinking attention spans. The instinct in many organizations has been to make learning faster, more efficient, and entirely solo. But that's the wrong response.

This session challenges that trend and offers a new thesis: the future of executive learning isn't about making it shallower — it's about making it deeper. Leaders need time to think, space to explore complexity, and opportunities to apply new ideas in real-world settings. Reimagined experiential learning connects learning directly to lived leadership challenges, building peer-driven insight, and creating momentum for action.

We'll explore how Ivey Executive Education is evolving its approach, and why learning that's immersive, relevant, and reflective is exactly what high-performing leaders and organizations need right now.

The average domestic household size in Hong Kong fell from 3.7 to 2.6 people in the past 4 decades. Against this backdrop, the working population increasingly juggles between work and family responsibilities due to lack of available help from family. Family-friendly Employment Practices (“FFEPs”) help individuals participate in the workforce without fully leaving behind their family responsibilities. Meanwhile, FFEPs also help employers retain talents and ensure a stable workforce by allowing employees to make predictable interruptions in their work.

The Equal Opportunities Commission has recently conducted research on FFEPs, and identified mutual grounds as well as gaps between the expectations of Human Resources (“HR”) professionals and family members of employees. Certain FFEPs may greatly benefit families without incurring additional costs to employers, and have the potential to increase employee productivity. HR professionals can stay creative and look for flexible solutions in enhancing work-family balance in order to create win-win situations.

This panel will discuss the opportunities presented to organisations to harness the strong business benefits of a diverse workforce. Panelists will share success stories while also highlighting the challenges they have faced in doing so.

From Fashion Designer to Airline Pilot, Christina's journey has been anything but ordinary. Each step came with challenges, doubts, and uncertainty. But what gives her the courage to venture into the unknown? In a world that's constantly changing, how do we find the strength to adapt, take risks, and create opportunities? In this presentation, Christina will share her story of transformation and explore how passion can guide us through life's uncertainties. It's not about where you started—it's about discovering where you're meant to go.