In 2014, some communication channels that were previously used were maintained, and others were created to improve the communication and interaction with the internal public (employees). Additionally, and as part of the strategy to engage the internal public in provinces, events were decentralized with general informative meetings and management breakfasts held in Lima and provinces.

In addition, changes were made to the local intranet (Powernet) to optimize the information exchange with employees. An internal bulletin (Newsletter) was also implemented to communicate the main internal news in the company.

In printed format, the COMPower stopped being produced, and was replaced with People&Power, which is produced in full at the head office; however, last year this magazine covered news from all countries, thus reinforcing the global approach of the organization.

With respect to the external public –companies, government, suppliers and community-, a communication strategy was developed to start the positioning of Statkraft Peru and its global corporate management model. In 2014, the activities worth noting was the presence of our Country Manager in the national media, in specialized publications and in events in the sector, which generated positive results regarding the way we conduct the business. Additionally, we took part in a corporate social responsibility contest, which contributed to show how we live by the corporate business principles in the company, sustainable development, corporate responsibility and technical know-how of the team.

Table 17: Means of communication and topics with stakeholders