Stakeholder Engagement

Approach to Stakeholder Engagement (GRI 2-29)

CKPower recognizes the crucial role of stakeholder engagement in enhancing business operations and fostering long-term sustainability. To ensure a structured and transparent approach, CKPower has established a stakeholder engagement policy to guide the prioritization and understanding of stakeholder perspectives and expectations in the formulation of strategies and management approaches The Company conducted an annual review of stakeholder engagement activities and communication channels to ensure that all stakeholders have equal opportunities to participate, voice concerns, and contribute in a transparent and meaningful manner.

Stakeholder Engagement Process

CKPower's stakeholder engagement process consists of six key steps, as follows:

1
Stakeholder Identification
2
Stakeholder Prioritization
3
Development of Stakeholder Engagement Strategy
4
Stakeholder Engagement Planing
5
Implementation of the Stakeholder Engagement Plan
6
Monitoring, Reviewing, and Reporting on Stakeholder Engagement Activities

In relation to the process above, CKPower has identified eight key stakeholder groups:

CKPower’s stakeholder engagement process is aligned with the AA1000 Stakeholder Engagement Standard (AA1000SES), ensuring a comprehensive approach to identifying stakeholders who may be positively or negatively impacted by its business activities across environmental, social, governance, and economic dimensions. The Company also integrates human rights considerations into its engagement approach and includes stakeholders involved in both core business operations and supporting activities throughout the value chain.

Stakeholders are further assessed based on their level of influence on CKPower’s operations and the degree of interdependence between CKPower and each stakeholder group, enabling the Company to effectively address material issues through appropriate engagement.

Scope of Impact of Sustainability Issues
MATERIALITY TOPICS SCOPE OF IMPACTS OF SUSTAINABILITY ISSUES
Internal External
Employee Shareholders and Investors Customers Government Agencies and Relevant Authorities Suppliers and Contractors Communities Society Financial Institutions
Environmental Management
Energy Management and Climate Change
Biodiversity
Social and Community Care
Respect for Human Rights
Human Capital Management
Occupational Health and Safety
Corporate Governance
Risk and Crisis Management, Cybersecurity, and Data Privacy
Innovation Management
Business Model Resilience
System Reliability and Availability
Supply Chain Management
Customer Relationship Management

Stakeholder Group

CKPower has identified eight key stakeholder groups, comprising employees, shareholders and investors, financial institutions, government agencies and relevant authorities, customers, suppliers and contractors, communities, and society. On an annual basis, the departments responsible for each stakeholder group assess the roles, interests, and significance of these stakeholders, and design appropriate engagement approaches, methods, and levels of participation. The Company also prioritizes stakeholders within each group to ensure that engagement activities effectively address relevant issues.

CKPower regularly reviews its stakeholder engagement approach to ensure that its practices remain aligned with the evolving business context and continue to effectively respond to stakeholder expectations.

Stakeholder Prioritization Results by Stakeholder Group in 2025
Stakeholder Groups Significance Level Level of Engagement

Key Players

  • Employees
  • Shareholders and Investors
  • Financial Institutions
 High Influence – High Interest

Manage Closely

Empowering and Collaboration: Promoting empowerment and collaboration to encourage stakeholders to play an active role in management processes.

Context Setters

  • Government Agencies and Relevant Authorities
  • Customers
  • Suppliers and Contractors
 High Influence – Low Interest

Keep Satisfied

Consultation and Involvement: Two-way communication.

Subjects

  • Communities
 Low Influence – High Interest

Keep informed

Consultation and Involvement: Limited two-way communication

Crowd

  • Society
 Low Influence – Low Interest

Monitor

Informing: One-way communication to provide information
Actions in Responses to Stakeholder issues in 2025 (GRI2-26, 2-29)
Stakeholder Management Results in 2025
Issues of Interest/Expectations Engagement Approaches and Frequency Potential Benefits for Stakeholders Actions in Response to Stakeholder Issues in 2025
  • Respect for human rights and fairness in the workplace
  • Transparency in HR policies and promotion processes
  • Secure whistleblowing and grievance mechanisms
  • Efficient and timely recruitment processes
  • Positive onboarding experience for new employees
  • A supportive work environment that promotes engagement and well-being
  • Opportunities for skills development and career advancement
  • Quarterly communication through the Sustainability Committee
  • Quarterly onsite employee communication sessions
  • Employee Engagement Survey every two years
  • External facilitator-led focus group discussions during engagement surveys
  • Annual Town Hall meeting
  • Digital communication platforms
  • Suggestion boxes
  • Annual Stakeholder Engagement Session for Materiality Assessment
  • Fair protection of human rights in line with international standards
  • Strong sense of belonging and employee engagement
  • Transparent recruitment status and opportunities to recommend qualified candidates
  • Improved work-life balance through employee activities and clubs
  • Opportunities for skill development and career progression
  • Conducted human rights training for executives and employees
  • Organized regular employee meetings to communicate policies and organizational direction
  • Developed a Succession Framework to strengthen leadership capabilities in key positions
  • Held feedback sessions with new employees to improve onboarding experiences
  • Reviewed and enhanced technical training programs to align with organizational needs
  • Introduced soft skills development frameworks and e-learning programs
  • Supported employee club activities to promote well-being and engagement
  • Improved recruitment processes to enhance efficiency and speed
  • Prioritized recruitment interviews for positions with longer hiring lead times
  • Average employee training investment in 2025 was 12,545 baht per person
Stakeholder Management Results in 2025
Issues of Interest/Expectations Engagement Approaches and Frequency Potential Benefits for Stakeholders Actions in Response to Stakeholder Issues in 2025
  • Business growth direction
  • Generate sustainable and appropriate returns
  • Caring for all stakeholders
  • Equal treatment of all directors and shareholders
  • Board of Directors meetings, subcommittee meetings, and the Annual General Meeting of Shareholders
  • Quarterly Analyst Meetings (four times per year)
  • Opportunity Day once per year
  • Roadshows or Company Visits arranged with fund managers
  • Communication via telephone, email, website, and LINE
  • Receive transparent and comprehensive information regarding the Company’s performance and growth direction, while ensuring equal shareholder rights
 Timely, accurate, and equitable disclosure of information through multiple communication channels, including:
  • 4 Analyst Meetings
  • 2 Opportunity Day events
  • 2 SET Digital Roadshows
  • 5 Roadshows and Company Visits
  • Monthly and quarterly disclosure of operational statistics and performance results
  • Information disclosure and communication via telephone, email, website, and LINE
Stakeholder Management Results in 2025
Issues of Interest/Expectations Engagement Approaches and Frequency Potential Benefits for Stakeholders Actions in Response to Stakeholder Issues in 2025
  • Strict compliance with concession agreements, related contracts, and applicable laws and regulations
  • Proper monitoring and timely renewal of project licenses in full compliance with legal requirements
  • Communication through official channels required by government authorities
  • Submission of operational reports within prescribed timelines
  • Clarification of plans or reports upon request
  • Coordination of joint activities with government agencies
  • Annual Stakeholder Engagement Session for Materiality Assessment
  • Reduced legal and regulatory risks through strict compliance with concession agreements and relevant laws and regulations
  • Strengthened cooperation and constructive relationships with government authorities
  • Support for business operations that avoid adverse impacts on safety, the environment, society, and communities
  • Disclosed information and submitted reports in accordance with regulatory requirements in a timely and accurate manner.
  • Maintained ongoing communication and cooperation with government agencies
  • Participated in meetings and related activities with government authorities
Stakeholder Management Results in 2025
Issues of Interest/Expectations Engagement Approaches and Frequency Potential Benefits for Stakeholders Actions in Response to Stakeholder Issues in 2025
  • Reliability of the power system and power plant availability
  • Management of voltage fluctuations during maintenance
  • Clear communication regarding power system development policies
  • Reliability and availability of power plants
  • Accurate maintenance planning and power generation scheduling
  • Consistent electricity quality and reliable maintenance
  • Efficient power generation and operational support
  • Reliable electricity supply in accordance with agreed schedules
  • Standard communication channel
  • Power plant site visits once or twice per year
  • Annual customer satisfaction surveys
  • Annual customer relationship activities
  • Annual Stakeholder Engagement Session for Materiality Assessment
  • Effective joint problem-solving and reduced conflicts
  • Clear understanding of CKPower’s obligations under concession agreements, financing arrangements, and environmental and social requirements
  • Improved power system stability
  • Enhanced stability of the electricity transmission system
  • Accurate and efficient planning by the control center Other Major Customers
  • Reliable and high-quality electricity supply aligned with energy policies
  • Reduced power outage risks and lower carbon emissions compared with national grids
  • Ability to plan operations according to maintenance schedules
  • Participated in customer engagement activities organized by EGAT
  • Organized and joined relationship-building activities
  • Coordinated training programs and technology transfer with power plants
  • Arranged site visits to operating and under-construction projects Maintained ongoing communication and provided information as required
  • Coordinated with the control center and conducted satisfaction assessments
  • Organized annual customer relationship activities in 2025 and reported monthly electricity usage status
  • Conducted customer satisfaction surveys
Stakeholder Management Results in 2025
Issues of Interest/Expectations Engagement Approaches and Frequency Potential Benefits for Stakeholders Actions in Response to Stakeholder Issues in 2025
  • Transparent and fair procurement processes
  • Timely and reliable payments
  • Personal data protection
  • Opportunities for sustainable development and growth
  • Annual vendor listing process
  • Annual supplier satisfaction survey
  • Annual performance review meetings
  • Whistleblowing and complaint channels on the Company’s website (available 24 hours)
  • Capacity-building programs such as sustainability, procurement standards, legal compliance, and ESG development prior to procurement activities
  • Annual Stakeholder Engagement Session for Materiality Assessment
  • Strengthened trust, transparency, and fairness in business operations
  • Clear operational guidelines under the Supplier Code of Conduct
  • Capability development through knowledge and technology exchange
  • Opportunities to create value throughout the supply chain
  • Improved operational standards aligned with ESG principles
  • Long-term partnerships and sustainable growth
  • Conducted an annual supplier satisfaction survey to improve procurement processes
  • Organized supplier training on business ethics, legal compliance, ESG practices, and human rights
  • Improved systems for tracking delivery status and payment processes to enhance efficiency and accuracy
  • Promoted supplier capability development through knowledge-sharing and collaboration initiatives
  • Provided secure communication and complaint channels for suppliers via the Company’s website and email
Stakeholder Management Results in 2025
Issues of Interest/Expectations Engagement Approaches and Frequency Potential Benefits for Stakeholders Actions in Response to Stakeholder Issues in 2025

Communities surrounding power plants in Thailand

  • Improvement of community quality of life through renewable energy and livelihood development projects
  • Support for cultural, educational, and public health activities
  • Transparent disclosure of environmental and community performance

Communities surrounding power plants in Lao PDR

  • Timely communication of operational information and water level updates
  • Clear communication regarding access to power plant areas
  • Implementation of community development and infrastructure support projects
  • Monitoring of operations to ensure no significant impacts on communities
  • Meetings with environmental and community relations committees and community representatives once or twice per year
  • Quarterly monitoring and response to community complaint
  • Community visits and needs assessments at least once per year per power plant
  • CSR activities organized approximately twice per year
  • Participation in government partnership networks
  • Complaint and whistleblowing channels via the Company’s website
  • Annual Stakeholder Engagement Session for Materiality Assessment
  • Implementation of community development projects in line with the Company’s social value creation framework and community needs.
  • Community complaints are addressed in a systematic and timely manner.
  • Reduced complaints and increased understanding of power plant operations, strengthening positive relationships with communities.
  • Communities participate in the development of sustainability projects aligned with local needs.
  • Communities gain a better understanding of power plant operations and sustainability practices.
  • Communities build confidence in the Company through recognition of its sustainability performance at national and regional levels.
  • Enhanced access to renewable energy: Installed renewable energy systems totaling 62,770 watts, providing learning opportunities on renewable energy for 2,850 students and youth.
  • Enhanced environmental restoration and green space development: Expanded green areas by 5.1 rai and promoted environmental conservation awareness among 4,860 children and youth.
  • Community economic development through innovation: Developed four community products, generating 1,673,950 baht in income for local communities.
  • Supporting community well-being: Supported activities related to cultural traditions, public health, local economy, and access to basic utilities.
  • Community engagement: Conducted on-site communication to enhance community understanding of power plant operations based on local risk levels.
  • Grievance management: Monitored and resolved community complaints through a systematic process on a quarterly basis.
Stakeholder Management Results in 2025
Issues of Interest/Expectations Engagement Approaches and Frequency Potential Benefits for Stakeholders Actions in Response to Stakeholder Issues in 2025

Media

  • Clear communication of policies, business direction, sustainability strategy, and renewable energy development
  • Transparent and reliable disclosure of information

Educational Institutions

  • Collaboration in practical skill development, research support, and renewable energy knowledge sharing
  • Implementation of joint projects and activities with local authorities to create social

Local Authorities

  • Coordination and collaboration with local authorities to exchange information and implement development initiatives

Organizational Partners

  • Ongoing collaboration with partner networks to exchange knowledge and jointly advance sustainability initiatives

Media

  • Publication of news and articles related to energy and sustainability (1–2 releases per month)
  • Media visits and engagement activities once per year

Educational Institutions

  • Academic lectures and follow-up meetings approximately four times per year
  • Internship programs and knowledge exchange initiatives (1–2 cycles per year)

Local Authorities

  • Coordination and participation in community development activities (approximately three times per year)

Organizational Partners

  • Ongoing collaboration and partnership renewal activities at least twice per year

Media

  • Access to accurate, transparent, and timely information, enhancing understanding of the Company’s renewable energy and sustainability operations

Educational Institutions

  • Opportunities to develop practical skills and knowledge through educational collaboration and internship programs

Local Authorities

  • Strengthened collaboration and mutual trust, supporting effective implementation of sustainability initiatives and reducing complaints

Organizational Partners

  • Opportunities to jointly advance clean energy and sustainability goals through collaboration with partner networks

Media

  • Proactively communicated renewable energy and sustainability initiatives through press releases and articles
  • Organized media engagement activities and power plant/project visits to strengthen understanding and relationships (once per year)
  • Monitored and reported issues related to CKPower Group to management on a regular basis

Educational Institutions

  • Promoted and implemented internship programs, providing students with practical work experience (1–2 cycles per year)

Local Authorities

  • Coordinated with communities and invited participation in renewable energy, environmental, economic, and drawing competition projects

Organizational Partners

  • Strengthened partnerships through joint activities and ongoing membership renewal
Stakeholder Management Results in 2025
Issues of Interest/Expectations Engagement Approaches and Frequency Potential Benefits for Stakeholders Actions in Response to Stakeholder Issues in 2025

Financial Institutions

  • No breaches of contractual obligations
  • Strong debt repayment capability

Bondholders

  • No breaches of contractual obligations
  • Strong debt repayment capability

Financial Institutions

  • Direct communication through submission of required information monthly, quarterly, and as requested

Bondholders

  • Communication through bondholder representatives and submission of required information quarterly
  • Disclosure of operational statistics and performance results monthly and quarterly

Financial Institutions

  • Compliance with contractual requirements, with no breaches or legal disputes

Bondholders

  • Compliance with contractual requirements, with no breaches or legal disputes

Financial Institutions

  • Complied with contractual requirements and submitted reports completely on a monthly, quarterly, and as requested

Bondholders

  • Complied with contractual requirements and submitted reports on a quarterly basis
  • Disclosed operational statistics and performance results on a monthly and quarterly basis
The Company’s Value Chain (GRI 2-6)

CKPower places great importance on creating shared value throughout its electricity production and distribution process to efficiently meet stakeholders’ expectations across the entire value chain. Under the principles of Good Corporate Governance (GCG), the Company focuses on responsible supply chain management while fostering strong relationships and enhancing shared value with all stakeholders. This approach minimizes operational risks and mitigates potential impacts on the business.

CKPower’s value chain consists of both primary activities and supporting activities as follows:

Primary activities

Primary activities refer to activities that are directly involved in electricity generation and delivery to customers. These include:

1) Raw Material Management and Transportation : CKPower manages the procurement and management of key resources used in electricity generation, including water resources, solar energy, and natural gas, as well as the transportation of such resources to ensure sufficient and continuous supply for power generation. The Company places importance on cost efficiency, quality, and safety in transportation, storage, and resource management.

  • The primary energy sources used in CKPower’s electricity generation include hydropower, solar power, and natural gas. In particular, Bangpa-in Cogeneration Power Plant relies on natural gas and treated water as key inputs and energy resources supplied by suppliers.
  • The transportation and supply of natural gas and treated water are conducted through pipeline systems that are strictly regulated and controlled.
  • The Company and its suppliers implement metering and monitoring systems in accordance with power purchase and supply agreements, while adhering to stringent safety standards to ensure stable and efficient energy transportation.

2) Electricity and Steam Production : CKPower generates electricity and steam from various types of power plants, which represents the core activity of the Company’s business. This includes power plant operations, system maintenance, production quality control, efficiency improvement, as well as environmental and safety management. Currently, CKPower invests in companies involved in electricity generation and supply from three types of power plants:

  • Hydroelectric power plants
  • Cogeneration power plants
  • Solar power plants

The operation sites are located in Thailand and the Lao PDR, covering both renewable energy sources and fuel resources that can be efficiently managed for sustainable electricity production.

3) Electricity and Steam Supply : CKPower delivers electricity from its power plants to the electricity transmission systems of the national power utilities. This process includes transmission system management, maintaining power system stability, and coordinating with relevant authorities to ensure reliable and continuous electricity supply.

  • CKPower generates electricity and industrial steam while ensuring the stability of transmission and distribution systems to support continuous energy delivery and effectively meet customer demand.
  • Electricity is transmitted through the transmission lines and a substations, where voltage is stabilized before delivering power to consumers, ensuring system stability and safety.
  • Industrial steam, produced by the Bangpa-in Cogeneration Power Plants, is conveyed through steam pipelines to industrial estate customers, with the pressure and temperature adjustments tailored to industry-specific requirements.

4) Electricity Delivery/Distribution : CKPower delivers and distributes electricity to customers and power utilities in accordance with long-term Power Purchase Agreements (PPAs). This process includes contract management, electricity metering and recording, billing, and customer services to ensure customer satisfaction and maintain long-term business relationships. The Company supplies electricity under long-term PPAs to industrial customers and government power utilities, including:

  • Electricity Generating Authority of Thailand (EGAT)
  • Provincial Electricity Authority of Thailand (PEA)
  • Electricité du Laos (EDL)

5) Monitoring and Inspection of the Stability of Electricity after Delivery : CKPower monitors and evaluates electricity supply performance after delivery to ensure the stability and reliability of the power system. This process includes monitoring operational performance, verifying the quality of electricity delivery, and analyzing generation and consumption data to identify opportunities for efficiency improvement, problem resolution, and continuous service development. The Company also gathers customer feedback to further enhance operational performance and support continuous business improvement.

Supporting Activities

Supporting activities refer to activities that do not directly create value for customers but play a vital role in supporting and enhancing the efficiency of primary activities, ensuring that the Company’s electricity generation and supply processes operate effectively.

CKPower implements a centralized management system through a Shared Service Center (SSC), which enhances operational efficiency and ensures consistent quality management across all entities within the CKPower Group. This includes:

  • Procurement System
  • Internal Audit
  • Financial & Accounting Management
  • Human Resources Management
  • Training & Development
  • Customer Service Management

These supporting activities enable the Company to effectively support business expansion and respond to changes in the energy industry. These activities help reduce operational costs while strengthening the Company’s long-term competitiveness. CKPower has identified three key supporting activities as follows:

1) Centralized Management Center and Other Infrastructure : Activities that support the overall operations of the organization, including general management, strategic planning, risk management, corporate governance, and the management of organizational infrastructure. These activities ensure that operations are conducted efficiently and transparently.

2) Procurement, Production Input Management, and Selection of Equipment : The process of procuring materials, equipment, and services necessary for operations. This includes supplier selection, negotiation, contract management, and supplier performance evaluation to ensure the procurement of high-quality materials and services at competitive costs.

3) Financial Management, Investment Planning, and Financial Risk Management : Financial activities covering working capital management, financial planning, and the sourcing of funding for new investment projects. This also includes the management of financial risks such as foreign exchange, interest rate, and fuel price fluctuations to ensure strong financial liquidity and sustainable business growth.

Activities, Value Chain, Business Relationships, and Stakeholder Alignment Across the Value Chain (GRI 2-6, 2-29)
Primary Activities
01 02 03 04 05
Activities Raw Material Management and Transportation Electricity and Steam Production Electricity and Steam Supply Electricity Delivery/Distribution Monitoring and Inspection of the Stability of Electricity after Delivery
Primary Stakeholders
  • Suppliers and Contractors
  • Employees
  • Customers
  • Communities
  • Financial Institutions (Indirect)
  • Shareholders and Investors (Indirect)
  • Suppliers and Contractors
  • Employees
  • Customers
  • Communities
  • Government Agencies and Relevant Authorities
  • Financial Institutions (Indirect)
  • Shareholders and Investors (Indirect)
  • Society (Media and Research Institutions)
  • Customers
  • Suppliers and Contractors
  • Employees
  • Communities
  • Government Agencies and Relevant Authorities
  • Suppliers and Contractors
  • Employees
  • Customers
  • Communities
  • Government Agencies and Relevant Authorities
  • Financial Institutions (Indirect)
  • Shareholders and Investors (Indirect)
  • Society (Media and Research Institutions)
  • Customers
  • Suppliers and Contractors
  • Employees
  • Government Agencies and Relevant Authorities
Supporting Activities
01 02 03
Activities Centralized Management Center and Other Infrastructures Procurement, Production Factor Management, and Selection of Equipment Financial Management, Investment Planning, and Financial Risk Management
Stakeholders
  • Employees
  • Government Agencies and Relevant Authorities
  • Communities
  • Society
  • Suppliers and Contractors
  • Employees
  • Financial Institutions (Indirect)
  • Government Agencies and Relevant Authorities
  • Financial Institutions
  • Shareholders and Investors

Sustainability report 2025