Stakeholder Management  

EGAT is committed to being the country’s leading electricity organization while fostering trust and creating shared value with both internal and external stakeholders in a responsible and sustainable manner. 

Targets for 2024	Performance
● Increase stakeholder engagement level by 2% compared to the baseline year (2022)	● Stakeholder engagement level increased by 5.78% compared to the baseline year (2022)
● Ensure that 75% of key stakeholder needs and expectations are effectively addressed	● 85.71% of key stakeholder needs and expectations were effectively addressed
● Resolve or close 60% of complaints within 30 days from the date of registration	● 76.29% of complaints were resolved or closed within 30 days from the date of registration
● Provide a publicly accessible complaint submission channel on EGAT’s official website	● A public complaint submission channel is available on EGAT’s official website

Policy and Commitment 

EGAT has established a stakeholder management policy and outlined practices in accordance with this policy in its corporate governance manual. This serves as a framework to ensure stakeholder management is carried out consistently across the organization. 

Operational Structure 

EGAT has assigned the Deputy Governor – Strategy to oversee the direction, monitoring and evaluation of stakeholder management at both the organizational and functional unit levels. This ensures that all units operate in alignment and respond to stakeholder concerns in a consistent manner. Each operational line is assigned responsibility for relevant stakeholder groups, in alignment with its mission and EGAT’s value chain. To ensure effective stakeholder engagement, EGAT selects appropriate engagement methods and communication channels tailored to each stakeholder group. Additionally, the organization conducts workshops to enhance knowledge and skills for personnel directly responsible for stakeholder-related tasks, particularly in the areas of issue analysis and stakeholder engagement. 

Management 

EGAT manages stakeholder engagement in accordance with the AA1000 Stakeholder Engagement Standard (AA1000SES). The organization drives stakeholder-related operations through the Stakeholder Management Master Plan which is communicated to relevant units for the development of corresponding action plans. Progress is monitored and reported quarterly to the Governance and Social Responsibility Committee to gather feedback and suggestions for continuous improvement toward achieving strategic goals. 

In 2024, EGAT successfully achieved 100% of its stakeholder management plan, with key initiatives carried out in collaboration with various stakeholder groups as follows:  

• Collaboration with MEA and PEA to organize the “Show and Share Innovation for the Better Life” exhibition, promoting knowledge exchange in research, inventions and innovations, and encouraging further development to meet evolving electricity consumption behaviors. 
• Partnership with the National Food Institute to enhance strong community enterprises by promoting local food products from communities surrounding EGAT facilities for domestic and international recognition, aiming to increase income and foster sustainable community growth. 
• Joint research and development with the Faculty of Engineering, Chulalongkorn University on nuclear power plant technology as a clean energy alternative, supporting Thailand’s carbon neutrality goals and ensuring long-term energy security and environmental sustainability. 
• Development of a prototype full-service electric vehicle charging station in collaboration with the Department of Energy Business, Ministry of Energy, and the Eastern Economic Corridor Office (EECO), to support the transition to electric vehicles in the Eastern Economic Corridor. 
• Participation in the Thailand – France Business Forum with Électricité de France (EDF), discussing potential cooperation in the study and development of Small Modular Reactors (SMRs). The dialogue focused on technology exchange, design and safety, spent fuel management, capacity building and public communication, contributing to clean energy alternatives aligned with Thailand’s carbon neutrality objectives. 

Additionally, EGAT reviewed and updated its stakeholder management policy, operational processes and stakeholder engagement protocol to enhance effectiveness. Inputs were derived from stakeholder engagement activities and stakeholder engagement surveys conducted across all units.  

EGAT also organized stakeholder management workshops with the following objectives: 

1. Analyze and identify stakeholders based on the value chain or organizational mission. 
2. Prioritize stakeholders using impact and dependency criteria. 
3. Identify stakeholder needs, expectations and challenges. 
4. Select key issues and develop action plans, projects or activities to address them. 

Stakeholder Identification 

EGAT identifies stakeholders at two levels: 

1. Organizational Level – Stakeholders are identified by the Sustainable Strategy Division based on EGAT’s roles and missions. 
2. Functional unit Level – Stakeholders are identified by divisions and project owners, considering which stakeholders are involved in each step of their operational processes. 

In 2024, EGAT continued to classify its organizational stakeholders into 11 groups as follows: 

Stakeholder Group	Definition
1. Government and Regulators	● Government agencies or independent organizations that formulate or regulate energy policies and other relevant policies affecting EGAT. ● Government agencies or independent organizations that grant approvals, licenses or coordinate with EGAT for operational purposes. ● EGAT’s shareholder: Ministry of Finance.
2. EGAT Board of Directors	● EGAT’s Board of Directors and other committees that include EGAT board representatives.
3. Communities	● Communities surrounding EGAT facilities, transmission systems, and projects, as well as those involved in EGAT’s key operations. ● Other significant communities as defined by EGAT.
4. Employees and Labor Union	● Executives, employees, contract staff, labor union members, retirees and former employees related to EGAT. ● Internal functional units or working groups within EGAT.
5. Customers and Electricity Users	● Metropolitan Electricity Authority (MEA), Provincial Electricity Authority (PEA) and direct customers as defined by royal decree ● Customers of EGAT related business and new business. ● General public and electricity users.
6. Media	● Traditional media networks such as newspapers, radio and television (both national and local). ● Online and social media networks.
7. Business Partners	● Individuals or entities that are suppliers, partners, contractors or subcontractors in EGAT’s electricity generation and transmission businesses, related businesses and key missions. ● Collaborators in support or other missions beyond those listed above.
8. Affiliates	● Subsidiaries, joint ventures or companies in which EGAT has direct investment or shareholding.
9. Academics and Civil Society	● Thought leaders, influencers, developers or activists who impact EGAT’s operations.
10. Financial Institutions	● Financial institutions involved in transactions with EGAT.  ● Creditors.
11. Competitors	● Competitors and benchmarks in electricity generation and transmission, related businesses and new ventures of EGAT.

Stakeholder Prioritization

EGAT prioritizes stakeholders based on the average scores of two key evaluation criteria: 

• Impact – The level of influence stakeholders have on EGAT’s operations. 
• Dependency – The degree to which stakeholders are affected by or dependent on EGAT’s operations. 

This dual-criteria approach ensures that stakeholder engagement is both strategic and responsive to mutual interests and impacts. 

Stakeholder Engagement^[2-29] 

EGAT engages with stakeholders to understand their needs, expectations and concerns through various formats. In addition to considering the characteristics of each stakeholder group, EGAT also takes into account other critical factors such as: 

• Language and cultural differences 
• Internal divisions or conflicts within communities 
• Data collection practices aligned with the Personal Data Protection Act (PDPA) 

A key example of stakeholder engagement is the stakeholder engagement survey, conducted every two years, with the most recent survey completed in 2024. The results indicated that stakeholders overall have a high level of engagement with EGAT, characterized as “Supportive”. This means stakeholders demonstrate trust and positive attitudes toward EGAT and willingly support EGAT’s operations. 

Stakeholder Engagement by groups 

Stakeholder Group	Engagement Approach	Responsible units		Issue	Response
		Tier 1	Tier 2
1. Government and Regulators  (Quarterly)	•  Meetings, dialogue and joint activities (At least 1-2 times a year)   •  Monitoring EGAT’s operations in accordance with the policies of regulatory agencies (At least 1-2 times a year)   •  Attending state ceremonies and engagement in social activities (4-5 times a year)   •  Stakeholder engagement survey (Every 2 year)   •  Channels for receiving feedback and complaints   • Communication through mass media including social media   •  Call Center 1416	•  Deputy Governor Strategy	•  Every operation line	•  Accurate, complete, and up-to-date electricity generation data   •  Compliance with laws and relevant Acts   •  Support and cooperation in government activities, such as public affairs engagement, payment of taxes and fees as required, implementation of clean energy policies, and adoption of measures to reduce carbon emissions from energy use   •  Providing timely and relevant data to support prompt decision-making	•  There are units that incorporate strategies, Acts, and laws as input factors in formulating organizational strategies   •  Continuously communicate and promote understanding of EGAT’s mission through various channels, such as public affairs activities, mission-related study visits, as well as online platforms, websites, and social media •  Develop joint projects with government agencies and policy regulators   •  Promote operations in accordance with standards to drive the organization toward sustainability  •  EIA/EHIA Reporting  •  Improve operational processes between EGAT and key government agencies  •  Develop policy and guidelines on stakeholder management
2. EGAT Board of Directors  (Quarterly)	•  Board Meetings (Quarterly)   •  Engagement activities or government relations activities (at least once per year)   •  Stakeholder engagement survey (Every 2 year)	•  Corporate Secretary Office	•  Every operation line	•  Operate with transparency, accountability and in compliance with laws and regulations  •  Conduct board meetings in accordance with the scheduled timeline and meeting standards  •  Report EGAT’s operational performance to the board to support effective management aligned with organizational missions •  Adapt to challenges, volatility and external changes  •  Encourage freedom of expression during meetings  •  Report performance outcomes based on assigned policies  •  Organize activities to promote understanding of EGAT’s missions  •  Enhance board participation in the formulation of EGAT’s key policies and strategies	•  Communicate and continuously promote understanding of EGAT’s mission  •  Improve meeting procedures to comply with established standards  •  Implement corrective actions based on recommendations and resolutions from board meetings  •  Provide operational information in response to inquiries or concerns raised by the board  •  Increase the use of digital technology (Digital Transformation) to enhance work quality and improve processes in addressing stakeholder needs and expectations  •  Report operational performance to the board on a quarterly basis  •  Operate in compliance with policies, laws, and regulations to drive the organization toward sustainability
3. Communities  (Monthly)	•  Community meetings, dialogues, and engagement activities around EGAT’s operational areas (at least 10–12 times per month)  •  Various CSR projects to foster stakeholder participation  •  Stakeholder engagement survey (Every 2 years)  •  Channels for receiving feedback and complaints  •  Communication through public signage and local media  •  Call Center 1416	•  Deputy Governor – Power Pant Development and Renewable Energy •  Deputy Governor Generation   •  Deputy Governor Transmission System •  Deputy Governor Strategy •  Deputy Governor Fuel	•  Deputy Governor Power Business  •  Deputy Governor Administration	•  Environmental management   •  Occupational health and safety, and efficient resource management   • Improving quality of life, respecting community rights, and promoting accessible public technology within communities •  Listening to public opinions, fostering two-way communication, engaging in dialogue, and ensuring transparency   •  Participating in the planning and development of projects with EGAT	•  CSR and community engagement projects that promote quality of life development  •  Clearly assign responsible units for sustainable community care and development •  Utilize survey results to improve sustainable collaboration processes with local communities  •  Increase community participation in planning and implementing local programs and activities  •  Develop stakeholder policies and engagement guidelines  •  Establish processes for gathering community feedback on local project development
4. Employees and Labor Union  (Monthly)	•  Executive visits with employee (at least 2–4 times per year)  •  Divisional or operational line level Synergy activities (at least once per year)  •  Annual satisfaction and engagement surveys  •  Channels for receiving feedback and complaints •  Communication through public relations media, including social media  •  Sustainability reporting  •  Microsoft VIVA Engage •  Call Center 1416 •  Townhall	•  Deputy Governor Administration	•  Every operation line	•  Job security, employment contracts, and compliance with labor laws   •  Fair compensation and benefits beyond legal requirements   •  Equal opportunity for skill development and professional growth   •  Anti-corruption practices both within and outside the organization and responsible political participation •  Protection measures for vulnerable groups   •  Opportunity for collective bargaining and access to management    •  Confidential complaint channels to ensure whistleblower safety   •  Safe spaces for employees to voice concerns and opinions	•  Incorporate human rights principles, international standards, and survey results into employee practice guidelines   •  Enhance two-way communication between management and staff through various channels   •  Design accessible personnel plans aligned with job roles   •  Update employee benefits to reflect current conditions •  Encourage volunteerism and social responsibility among employees •  Provide co-working space for employees   •  Implement a hybrid working policy to promote work-life balance •  Offer direct reimbursement rights for outpatient (OPD) medical expenses   •  Establish best practices to prevent sexual harassment   •  Promote and provide services related to safety, occupational health, working environment and legal compliance to ensure all units adhere to laws and standards
5. Customers and Electricity Users  (Quarterly)	•  Meeting, dialogue and joint activities (At least 2-4 times per month)   •  Visit, meet or interview to gather their need and expectation (At least quarterly)   •  Annual survey of satisfaction and engagement   •  Stakeholder engagement survey (Every 2 years)  •  Channels for receiving feedback and complaints •  Communication through public relations media and social media •  EGAT Sustainability Report   •  Call Center 1416	•  Deputy Governor Transmissions System •  Deputy Governor Power Business •  Deputy Governor Strategy   •  Deputy Governor Fuel	•  Every operation line	•  fair, transparent, and auditable contracts   •  High-quality, environmentally friendly services with accurate, complete, and timely information, along with reliable after-sales support •  Customer confidentiality measures and effective complaint response mechanisms •  Awareness raising in sustainable consumption •  Coordination and communication skills of employees   •  High standards in resolving customer complaints	•  Develop products and services that meet quality and safety standards, while responding to market needs  •  Manage product and service costs effectively •  Promote understanding of EGAT’s mission and encourage efficient electricity use •  Use survey feedback to enhance work processes, complaint handling, and service standards •  Enhance the use of digital technology to improve service quality and responsiveness to customer needs and expectations •  Upgrade communication systems, including radio and digital channels, and implement incident reporting tools such as feedback platforms and mobile applications •  Establish equipment replacement schedules to ensure reliable electricity supply •  Collaborate with PEA and MEA on substation planning to address voltage drops, outages and flickering issues  •  Utilize technology and innovation to monitor, inspect, and plan for equipment replacement, for example, using drones for high-voltage tower inspections and Lightning Location Systems (LLS) for transmission line design ในการออกแบบสายส่งไฟฟ้าแรงสูง •  Develop a comprehensive customer and market master plan •  Formulate stakeholder engagement policy and guidelines
6. Media (Monthly)	•  Meeting, dialogue and relationship activities (At least 5-10 times per month) •  Stakeholder engagement survey (Every 2 years)   •  Channels for receiving feedback and complaints •  Communication through public relations media including social media •  Call Center 1416	•  Deputy Governor Strategy	•  Deputy Governor Power Plant Development and Renewable Energy •  Deputy Governor Administration •  Deputy Governor Fuel  •  Deputy Governor Generation •  Deputy Governor Transmission System	•  Accurate, timely, transparent, and verifiable information  •  Improvements in the protocols and procedures for presenting public information •  Reliable, well-sourced data, especially information that affects electricity consumers, such as electricity rates and the Fuel Adjustment Charge (Ft)	•  Continuously communicate EGAT’s mission through public engagement activities, site visits and digital platforms •  Provide clear, accessible information on topics of public and media interest via EGAT’s website •  Formulate stakeholder engagement policy and guidelines
7. Business Partners (Yearly)	•  Seminar, visit, meet trading partners or interview to gather their need and expectation (At least once a year)   • Annual survey of satisfaction and engagement  •  การสำรวจระดับความผูกพัน ทุก 2  ปี •  ช่องทางรับความคิดเห็นและข้อร้องเรียน   •  การสื่อสารผ่าน สื่อประชาสัมพันธ์ รวมถึง Social Media   •  รายงานเพื่อการพัฒนาอย่างยั่งยืน •  Call Center 1416	•  Deputy Governor Administration	•  Every operation line	•  Fair contractor selection and contract management   •  Sustainability issues in the supply chain such as human rights •  Reliable delivery and fair, transparent and equitable procurement and bidding processes •  Procurement, audit and evaluation criteria that consider social, community, and environmental impacts   •  Supplier participation in product/service development, resource management, skill development and respect for rights and intellectual property •  Clear communication and feedback channels for suppliers and stakeholders	•  Establish Green Procurement policy and guidelines for business partners •  Simplify EGAT’s processes to facilitate collaboration with partners, including joint meetings to clarify procedures  •  Expand payment options for partners via bank transfer •  Implement EGAT’s Code of Conduct and supplier ethics assessments •  Promote social responsibility among business partners •  Support local suppliers and community-based products •  Adopt best practices in procurement and supply management •  Follow best practices under the complaint management policy   •  Formulate stakeholder engagement policy and guidelines •  Publish the updated 2023 feedback and anonymous complaint handling manual and conduct annual satisfaction surveys
8. Affiliates (Quarterly)	•  Meeting of EGAT executives and affiliates of EGAT Group (Twice a month) •  Relationship building or government affairs activities (at least once a year) •  Annual survey of satisfaction and engagement   •  Coordination via telephone at the operation level •  Annual Report or EGAT Sustainability Report •  Channels for receiving feedback and complaints  •  Communication through public relations media including social media •  Call Center 1416 •  Business Development Team Meeting	•  Deputy Governor Strategy	•  Every operation line	•  Clear business direction aligned with EGAT’s strategy •  Compliance with stock exchange standards •  Engagement activities between EGAT senior executives and affiliates   • Independence in business decision-making and management  •  Collaboration across all aspects of operations between EGAT and its affiliates	•  Continuously communicate and build understanding of EGAT’s mission •  Foster engagement activities between EGAT and its affiliates •  Promote joint investments and project collaborations between EGAT and affiliates  •  Develop the EGAT Way of Conduct to define a clear business direction for EGAT and its affiliates •  Organize knowledge sharing activities for the Business Development Team across the EGAT group to exchange ideas and research/innovation updates •  Invite affiliate executives to participate in EGAT’s public affairs activities with government stakeholders and regulators
9. Academics and Civil Society  (Yearly)	•  Engage in dialogue and collaborative activities through forums, research or joint initiatives (at least 3–4 times per year) •  Stakeholder engagement survey (Every 2 years) •  Channels for receiving feedback and complaints   •  Communication through public relations media including social media •  Call Center 1416	•  Deputy Governor Strategy	•  Deputy Governor Power Business •  Deputy Governor – Power Plant Development and Renewable Energy •  Deputy Governor – Administration •  Deputy Governor Fuel  •  Deputy Governor Generation •  Deputy Governor – Transmission System	•  Disclosure of factual and timely information  • Efficient management of environmental impact and resource use •  Stable and sufficient electricity supply   •  Public participation in energy-related projects and activities   •  EGAT as a leader in energy innovation	•  Continuously communicate EGAT’s mission and promote knowledge exchange through public forums   •  Provide accessible operational information via EIA/EHIA reports, website and social media •  Implement participatory projects in collaboration with government agencies, communities, academics and civil society  •  Prepare stakeholder policy and guidelines for practice   •  Organize energy innovation showcases such as “Show and Share: Innovation for the Better Life” with MEA and PEA •  Establish EGAT’s Innovation Master Plan to drive effective and tangible innovation
10. Financial Institutions  (Yearly)	•  Meeting and relationship activities (At least once a year) •  Annual Report or EGAT Sustainability Report  •  Annual survey of satisfaction and engagement •  Channels for receiving feedback and complaints   •  Communication through public relations media including social media  •  Call Center 1416	•  Deputy Governor Finance and Accounting	•  Deputy Governor – Power Business   •  Deputy Governor Strategy   •  Deputy Governor Generation   •  Deputy Governor Transmission System	•  Repay debts on schedule   •  Operate with transparency and accountability •  Manage risks appropriately •  Comply with financial agreements between EGAT and financial institutions	•  Review and plan reporting and financial statement submission, with KPIs and coordination meetings with relevant units •  Organize engagement activities to promote understanding of EGAT’s mission •  Formulate stakeholder engagement policy and guidelines
11. Competitors  (Yearly)	•  Annual Report or EGAT Sustainability Report •  Stakeholder engagement survey (Every 2 years)   •  Channels for receiving feedback and complaints •  Communication through public relations media including social media •  Call Center 1416	•  Deputy Governor Transmission System   •  Deputy Governor Power Business	•  Every operation line	•  Sell electricity under EGAT’s terms and conditions at fair prices   •  Ensure fair market competition •  Encourage collaboration with EGAT in developing energy products and services	•  Adhere to fair competition policies   •  Formulate stakeholder engagement policy and guidelines   •  Apply human rights principles and seven core subjects from international standards such as ISO 26000 •  Operate with transparency and accountability •  Communicate EGAT’s mission clearly and consistently

วิสัยทัศน์ด้านการบริหารจัดการผู้มีส่วนได้ส่วนเสีย

ประชาชน และทุกภาคส่วน พึงพอใจและเชื่อมั่น ในการเป็นองค์การที่เป็นผู้นำนวัตกรรม พลังงานไฟฟ้า ที่ใส่ใจสังคม ชุมชน สิ่งแวดล้อม และมีธรรมาภิบาล

พันธกิจด้านการบริหารจัดการผู้มีส่วนได้ส่วนเสีย

เป็นองค์การหลักด้านพลังงานไฟฟ้าของประเทศที่ดำเนินภารกิจ โดยมุ่งเน้นบริหารจัดการและร่วมสร้างความเชื่อมั่นและคุณค่ากับภาครัฐ หน่วยงานกำกับ ลูกค้า พันธมิตร ชุมชน สังคม และผู้มีส่วนได้ส่วนเสียที่สำคัญอื่นทั้งภายนอกและภายใน ของ กฟผ. อย่างใกล้ชิด เหมาะสม ยั่งยืน มีธรรมาภิบาล และบูรณาการกันทั่วทั้งองค์การ ผ่านการดำเนินงานตามแผนแม่บทบริหารจัดการผู้มีส่วนได้ส่วนเสียระยะยาว ของ กฟผ.

วัตถุประสงค์

1. เพื่อเป็นแนวทางในการกำหนดผู้มีส่วนได้ส่วนเสียที่สำคัญ
2. เพื่อเป็นแนวทางการจัดการและตอบสนองต่อประเด็นความต้องการ ความคาดหวัง ข้อร้องเรียนของผู้มีส่วนได้ส่วนเสียของ กฟผ. ในระดับองค์กร
3. เพื่อประเมินความเพียงพอของมาตรการการตอบสนองต่อผู้มีส่วนได้ส่วนเสียสำหรับกำหนดมาตรการเพิ่มเติมในการสร้างความเชื่อมั่น ตลอดจนพัฒนาความสัมพันธ์ที่ดีระหว่าง กฟผ. และกลุ่มผู้มีส่วนได้ส่วนเสียที่สำคัญทุกกลุ่ม

ขอบเขต

แผนแม่บทฯ ฉบับนี้ กำหนดให้ผู้บริหาร ผู้อำนวยการฝ่าย และหัวหน้าโครงการ กำกับดูแลการสานสัมพันธ์ให้สอดคล้องกับแนวปฏิบัติที่ดี ตามนโยบายด้านการบริหารจัดการผู้มีส่วนได้ส่วนเสีย กฟผ. และคู่มือการกำกับดูแลกิจการที่ดี เพื่อสนับสนุนการดำเนินงานตามภารกิจของ กฟผ.

เพื่อให้การดำเนินงานสอดคล้องกับภารกิจ และบทบาทในการเป็นองค์การหลักด้านพลังงานไฟฟ้าของประเทศไทยที่มุ่งเน้นการเติบโตอย่างยั่งยืนร่วมกับผู้มีส่วนได้ส่วนเสีย กฟผ. กำหนดแนวทางการบริหารจัดการผู้มีส่วนได้ส่วนเสีย ตามมาตรฐาน AA1000 Stakeholder Engagement Standard (AA1000 SES) และกรอบแนวทางการประเมินผลการดำเนินงานรัฐวิสาหกิจ ตามระบบ State Enterprise Assessment Model (SE-AM) ด้านการมุ่งเน้นผู้มีส่วนได้ส่วนเสีย โดยจัดทำเป็นแผนแม่บทบริหารจัดการผู้มีส่วนได้ส่วนเสีย ซึ่งจะเป็นกรอบแนวทางการบูรณาการการดำเนินงานร่วมกับ ผู้มีส่วนได้ส่วนเสียอย่างเป็นระบบที่สนับสนุนหน่วยงานที่มีหน้าที่ประสานงานกับผู้มีส่วนได้ส่วนเสียกลุ่มต่าง ๆ ให้สามารถกำหนดแนวทางการสานสัมพันธ์อย่างมีส่วนร่วม และยั่งยืน เหมาะสม และสามารถตอบสนองต่อความต้องการ ความคาดหวัง และข้อกังวลของผู้มีส่วนได้ส่วนเสียได้อย่างมีประสิทธิภาพ ทันท่วงที โดยในส่วนของการดำเนินงานในพื้นที่ กฟผ. มุ่งเน้นการให้ความสำคัญกับการประเมินผลกระทบต่อผู้มีส่วนได้ส่วนเสียของแผนงาน/โครงการที่ดำเนินการ เพื่อจัดทำแผนการลดผลกระทบ รวมถึงมีการกำหนดตัวชี้วัดสำหรับการติดตามผลการดำเนินงาน ซึ่งการดำเนินงานด้านผู้มีส่วนได้ส่วนเสียตามแผนแม่บทบริหารจัดการผู้มีส่วนได้ส่วนเสียนั้น จะถูกรวมรวมและรายงานโดยตรงรายไตรมาสต่อฝ่ายบริหาร คณะกรรมการบริหารการไฟฟ้าฝ่ายผลิตแห่งประเทศไทย และคณะกรรมการธรรมาภิบาล และความรับผิดชอบต่อสังคม ที่ได้รับมอบหมายจากคณะกรรมการ กฟผ. เพื่อพิจารณากลยุทธ์ ทบทวน ปรับปรุงแนวทางการดำเนินงานด้านผู้มีส่วนได้ส่วนเสีย