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As Malaysia’s national utility seeks to modernise its operations, one key priority is enhancing how it manages strategic relationships with stakeholders across all states. For this leading energy company, strong relationships with government officials, regulators, and community influencers are not just a formality; they are core to business continuity, policy alignment, and protecting the company’s reputation.
To achieve this, the company’s Retail team set out to digitise stakeholder engagement tracking, turning its informal, Excel-based processes into a scalable and strategic intelligence system. With hundreds of active users across multiple divisions engaging stakeholders weekly, the team needed a single source of truth to uphold institutional memory, ensure visibility, and report effectively.
The Retail team’s stakeholder engagement logging, tracking and reporting was time-consuming, manual, and lacked cross-team and state visibility. Each division was tracking meetings and events separately using spreadsheets, resulting in duplicative efforts and a lack of corporate memory.
Strategic engagements were being lost in inboxes and files, while reputational risks, especially when VIPs made critical comments, weren’t always caught in time. This limited the team’s ability to align efforts across its region, hit KPIs for engagement, and surface critical insights to leadership.
TSC implemented a secure Stakeholder Relationship Management (SRM) platform that digitised the company’s engagement intelligence process. The system centralised all stakeholder interactions, linked them to complaints, and enabled consistent reporting across the region. With custom media monitoring and briefing functions, the system also acts as an early warning tool for reputational risks, especially when VIPs speak publicly about the company.
The result: over 46,000 strategic stakeholder engagements logged, monthly engagement dashboards that update automatically, and internal knowledge built up across teams without reliance on the memory of a team member.
The Retail team has KPIs tied to the number of engagements logged per state. Yet, they relied on spreadsheets to record these touchpoints, leading to outdated records, duplication across the region, and a lack of oversight into VIP engagements.
TSC’s SRM system became a central platform where all teams could log engagements from more confidential 1:1s, to state-level events, to internal collaborations. The system allows for granular permission control, which secures the confidentiality of the engagements while contributing to corporate knowledge.
With automatic notifications, the right team members are always looped in. The resulting data forms a reliable, growing archive of strategic relationships and history, helping the company maintain alignment across hundreds of users and multiple divisions.
During Regulatory Period 4 (RP4), the company was entering sensitive discussions with the Malaysian government ahead of an energy tariff increase. At this crucial time, demonstrating strong engagement with government stakeholders was essential not only to meet internal KPIs but also to maintain legitimacy in the eyes of regulators and policymakers.
However, the reporting process was manual and inefficient. Preparing RP4 reports required collecting data from spreadsheets across divisions, consolidating personal meetings, events, and internal activities. The task could take more than 48 hours each week, often requiring staff to work over weekends. This slowed down the ability to provide timely insights to leadership during a period when visibility was most critical.
By shifting all stakeholder engagement tracking into the TSC system, the Regulatory Stakeholder Management team could generate accurate engagement reports automatically. Every interaction, whether with ministers, deputy ministers, district officers, or agencies, was captured and logged in real time. Monthly and weekly summaries were then easily compiled from the system, ensuring leadership had a clear, timely view of government engagement intensity during tariff negotiations.
This not only reduced reporting time drastically but also strengthened the company’s credibility by showing structured, data-driven engagement with key stakeholders during a politically sensitive period.
The team needed to stay on top of public commentary made by VIP stakeholders, such as ministers, deputy ministers, or district officers. Traditional media alerts or keyword tracking missed nuance and context, making it difficult to respond quickly or escalate risks. Additionally, the issues monitored are not linked to stakeholder data in traditional media monitoring tools. This makes it inefficient for the team to plan proper engagement with relevant stakeholders for the issues of interest.
TSC’s platform scans national, regional, and local news and publications for mentions of the company, focusing on those made by influential stakeholders. These media signals are linked to stakeholder profiles and surfaced via regular newsletters and alerts. When a VIP makes a comment, whether positive or critical, the team is notified and can escalate or respond accordingly. This ensures reputational risks are never missed, and proactive engagement strategies can be deployed.
By adopting TSC’s stakeholder engagement intelligence platform, this leading Malaysian energy provider transformed its approach to strategic relationships and reputational risk management. With over 46,000 stakeholder interactions captured and hundreds of users contributing to institutional memory, the company now operates with greater clarity, speed, and coordination. Reporting is streamlined, strategic visibility is enhanced, and the team is better equipped to protect and grow its relationships across the country.
As Malaysia’s national utility seeks to modernise its operations, one key priority is enhancing how it manages strategic relationships with stakeholders across all states. For this leading energy company, strong relationships with government officials, regulators, and community influencers are not just a formality; they are core to business continuity, policy alignment, and protecting the company’s reputation.
To achieve this, the company’s Retail team set out to digitise stakeholder engagement tracking, turning its informal, Excel-based processes into a scalable and strategic intelligence system. With hundreds of active users across multiple divisions engaging stakeholders weekly, the team needed a single source of truth to uphold institutional memory, ensure visibility, and report effectively.
The Retail team’s stakeholder engagement logging, tracking and reporting was time-consuming, manual, and lacked cross-team and state visibility. Each division was tracking meetings and events separately using spreadsheets, resulting in duplicative efforts and a lack of corporate memory.
Strategic engagements were being lost in inboxes and files, while reputational risks, especially when VIPs made critical comments, weren’t always caught in time. This limited the team’s ability to align efforts across its region, hit KPIs for engagement, and surface critical insights to leadership.
TSC implemented a secure Stakeholder Relationship Management (SRM) platform that digitised the company’s engagement intelligence process. The system centralised all stakeholder interactions, linked them to complaints, and enabled consistent reporting across the region. With custom media monitoring and briefing functions, the system also acts as an early warning tool for reputational risks, especially when VIPs speak publicly about the company.
The result: over 46,000 strategic stakeholder engagements logged, monthly engagement dashboards that update automatically, and internal knowledge built up across teams without reliance on the memory of a team member.
The Retail team has KPIs tied to the number of engagements logged per state. Yet, they relied on spreadsheets to record these touchpoints, leading to outdated records, duplication across the region, and a lack of oversight into VIP engagements.
TSC’s SRM system became a central platform where all teams could log engagements from more confidential 1:1s, to state-level events, to internal collaborations. The system allows for granular permission control, which secures the confidentiality of the engagements while contributing to corporate knowledge.
With automatic notifications, the right team members are always looped in. The resulting data forms a reliable, growing archive of strategic relationships and history, helping the company maintain alignment across hundreds of users and multiple divisions.
During Regulatory Period 4 (RP4), the company was entering sensitive discussions with the Malaysian government ahead of an energy tariff increase. At this crucial time, demonstrating strong engagement with government stakeholders was essential not only to meet internal KPIs but also to maintain legitimacy in the eyes of regulators and policymakers.
However, the reporting process was manual and inefficient. Preparing RP4 reports required collecting data from spreadsheets across divisions, consolidating personal meetings, events, and internal activities. The task could take more than 48 hours each week, often requiring staff to work over weekends. This slowed down the ability to provide timely insights to leadership during a period when visibility was most critical.
By shifting all stakeholder engagement tracking into the TSC system, the Regulatory Stakeholder Management team could generate accurate engagement reports automatically. Every interaction, whether with ministers, deputy ministers, district officers, or agencies, was captured and logged in real time. Monthly and weekly summaries were then easily compiled from the system, ensuring leadership had a clear, timely view of government engagement intensity during tariff negotiations.
This not only reduced reporting time drastically but also strengthened the company’s credibility by showing structured, data-driven engagement with key stakeholders during a politically sensitive period.
The team needed to stay on top of public commentary made by VIP stakeholders, such as ministers, deputy ministers, or district officers. Traditional media alerts or keyword tracking missed nuance and context, making it difficult to respond quickly or escalate risks. Additionally, the issues monitored are not linked to stakeholder data in traditional media monitoring tools. This makes it inefficient for the team to plan proper engagement with relevant stakeholders for the issues of interest.
TSC’s platform scans national, regional, and local news and publications for mentions of the company, focusing on those made by influential stakeholders. These media signals are linked to stakeholder profiles and surfaced via regular newsletters and alerts. When a VIP makes a comment, whether positive or critical, the team is notified and can escalate or respond accordingly. This ensures reputational risks are never missed, and proactive engagement strategies can be deployed.
By adopting TSC’s stakeholder engagement intelligence platform, this leading Malaysian energy provider transformed its approach to strategic relationships and reputational risk management. With over 46,000 stakeholder interactions captured and hundreds of users contributing to institutional memory, the company now operates with greater clarity, speed, and coordination. Reporting is streamlined, strategic visibility is enhanced, and the team is better equipped to protect and grow its relationships across the country.
As Malaysia’s national utility seeks to modernise its operations, one key priority is enhancing how it manages strategic relationships with stakeholders across all states. For this leading energy company, strong relationships with government officials, regulators, and community influencers are not just a formality; they are core to business continuity, policy alignment, and protecting the company’s reputation.
To achieve this, the company’s Retail team set out to digitise stakeholder engagement tracking, turning its informal, Excel-based processes into a scalable and strategic intelligence system. With hundreds of active users across multiple divisions engaging stakeholders weekly, the team needed a single source of truth to uphold institutional memory, ensure visibility, and report effectively.
The Retail team’s stakeholder engagement logging, tracking and reporting was time-consuming, manual, and lacked cross-team and state visibility. Each division was tracking meetings and events separately using spreadsheets, resulting in duplicative efforts and a lack of corporate memory.
Strategic engagements were being lost in inboxes and files, while reputational risks, especially when VIPs made critical comments, weren’t always caught in time. This limited the team’s ability to align efforts across its region, hit KPIs for engagement, and surface critical insights to leadership.
TSC implemented a secure Stakeholder Relationship Management (SRM) platform that digitised the company’s engagement intelligence process. The system centralised all stakeholder interactions, linked them to complaints, and enabled consistent reporting across the region. With custom media monitoring and briefing functions, the system also acts as an early warning tool for reputational risks, especially when VIPs speak publicly about the company.
The result: over 46,000 strategic stakeholder engagements logged, monthly engagement dashboards that update automatically, and internal knowledge built up across teams without reliance on the memory of a team member.
The Retail team has KPIs tied to the number of engagements logged per state. Yet, they relied on spreadsheets to record these touchpoints, leading to outdated records, duplication across the region, and a lack of oversight into VIP engagements.
TSC’s SRM system became a central platform where all teams could log engagements from more confidential 1:1s, to state-level events, to internal collaborations. The system allows for granular permission control, which secures the confidentiality of the engagements while contributing to corporate knowledge.
With automatic notifications, the right team members are always looped in. The resulting data forms a reliable, growing archive of strategic relationships and history, helping the company maintain alignment across hundreds of users and multiple divisions.
During Regulatory Period 4 (RP4), the company was entering sensitive discussions with the Malaysian government ahead of an energy tariff increase. At this crucial time, demonstrating strong engagement with government stakeholders was essential not only to meet internal KPIs but also to maintain legitimacy in the eyes of regulators and policymakers.
However, the reporting process was manual and inefficient. Preparing RP4 reports required collecting data from spreadsheets across divisions, consolidating personal meetings, events, and internal activities. The task could take more than 48 hours each week, often requiring staff to work over weekends. This slowed down the ability to provide timely insights to leadership during a period when visibility was most critical.
By shifting all stakeholder engagement tracking into the TSC system, the Regulatory Stakeholder Management team could generate accurate engagement reports automatically. Every interaction, whether with ministers, deputy ministers, district officers, or agencies, was captured and logged in real time. Monthly and weekly summaries were then easily compiled from the system, ensuring leadership had a clear, timely view of government engagement intensity during tariff negotiations.
This not only reduced reporting time drastically but also strengthened the company’s credibility by showing structured, data-driven engagement with key stakeholders during a politically sensitive period.
The team needed to stay on top of public commentary made by VIP stakeholders, such as ministers, deputy ministers, or district officers. Traditional media alerts or keyword tracking missed nuance and context, making it difficult to respond quickly or escalate risks. Additionally, the issues monitored are not linked to stakeholder data in traditional media monitoring tools. This makes it inefficient for the team to plan proper engagement with relevant stakeholders for the issues of interest.
TSC’s platform scans national, regional, and local news and publications for mentions of the company, focusing on those made by influential stakeholders. These media signals are linked to stakeholder profiles and surfaced via regular newsletters and alerts. When a VIP makes a comment, whether positive or critical, the team is notified and can escalate or respond accordingly. This ensures reputational risks are never missed, and proactive engagement strategies can be deployed.
By adopting TSC’s stakeholder engagement intelligence platform, this leading Malaysian energy provider transformed its approach to strategic relationships and reputational risk management. With over 46,000 stakeholder interactions captured and hundreds of users contributing to institutional memory, the company now operates with greater clarity, speed, and coordination. Reporting is streamlined, strategic visibility is enhanced, and the team is better equipped to protect and grow its relationships across the country.
As Malaysia’s national utility seeks to modernise its operations, one key priority is enhancing how it manages strategic relationships with stakeholders across all states. For this leading energy company, strong relationships with government officials, regulators, and community influencers are not just a formality; they are core to business continuity, policy alignment, and protecting the company’s reputation.
To achieve this, the company’s Retail team set out to digitise stakeholder engagement tracking, turning its informal, Excel-based processes into a scalable and strategic intelligence system. With hundreds of active users across multiple divisions engaging stakeholders weekly, the team needed a single source of truth to uphold institutional memory, ensure visibility, and report effectively.
The Retail team’s stakeholder engagement logging, tracking and reporting was time-consuming, manual, and lacked cross-team and state visibility. Each division was tracking meetings and events separately using spreadsheets, resulting in duplicative efforts and a lack of corporate memory.
Strategic engagements were being lost in inboxes and files, while reputational risks, especially when VIPs made critical comments, weren’t always caught in time. This limited the team’s ability to align efforts across its region, hit KPIs for engagement, and surface critical insights to leadership.
TSC implemented a secure Stakeholder Relationship Management (SRM) platform that digitised the company’s engagement intelligence process. The system centralised all stakeholder interactions, linked them to complaints, and enabled consistent reporting across the region. With custom media monitoring and briefing functions, the system also acts as an early warning tool for reputational risks, especially when VIPs speak publicly about the company.
The result: over 46,000 strategic stakeholder engagements logged, monthly engagement dashboards that update automatically, and internal knowledge built up across teams without reliance on the memory of a team member.
The Retail team has KPIs tied to the number of engagements logged per state. Yet, they relied on spreadsheets to record these touchpoints, leading to outdated records, duplication across the region, and a lack of oversight into VIP engagements.
TSC’s SRM system became a central platform where all teams could log engagements from more confidential 1:1s, to state-level events, to internal collaborations. The system allows for granular permission control, which secures the confidentiality of the engagements while contributing to corporate knowledge.
With automatic notifications, the right team members are always looped in. The resulting data forms a reliable, growing archive of strategic relationships and history, helping the company maintain alignment across hundreds of users and multiple divisions.
During Regulatory Period 4 (RP4), the company was entering sensitive discussions with the Malaysian government ahead of an energy tariff increase. At this crucial time, demonstrating strong engagement with government stakeholders was essential not only to meet internal KPIs but also to maintain legitimacy in the eyes of regulators and policymakers.
However, the reporting process was manual and inefficient. Preparing RP4 reports required collecting data from spreadsheets across divisions, consolidating personal meetings, events, and internal activities. The task could take more than 48 hours each week, often requiring staff to work over weekends. This slowed down the ability to provide timely insights to leadership during a period when visibility was most critical.
By shifting all stakeholder engagement tracking into the TSC system, the Regulatory Stakeholder Management team could generate accurate engagement reports automatically. Every interaction, whether with ministers, deputy ministers, district officers, or agencies, was captured and logged in real time. Monthly and weekly summaries were then easily compiled from the system, ensuring leadership had a clear, timely view of government engagement intensity during tariff negotiations.
This not only reduced reporting time drastically but also strengthened the company’s credibility by showing structured, data-driven engagement with key stakeholders during a politically sensitive period.
The team needed to stay on top of public commentary made by VIP stakeholders, such as ministers, deputy ministers, or district officers. Traditional media alerts or keyword tracking missed nuance and context, making it difficult to respond quickly or escalate risks. Additionally, the issues monitored are not linked to stakeholder data in traditional media monitoring tools. This makes it inefficient for the team to plan proper engagement with relevant stakeholders for the issues of interest.
TSC’s platform scans national, regional, and local news and publications for mentions of the company, focusing on those made by influential stakeholders. These media signals are linked to stakeholder profiles and surfaced via regular newsletters and alerts. When a VIP makes a comment, whether positive or critical, the team is notified and can escalate or respond accordingly. This ensures reputational risks are never missed, and proactive engagement strategies can be deployed.
By adopting TSC’s stakeholder engagement intelligence platform, this leading Malaysian energy provider transformed its approach to strategic relationships and reputational risk management. With over 46,000 stakeholder interactions captured and hundreds of users contributing to institutional memory, the company now operates with greater clarity, speed, and coordination. Reporting is streamlined, strategic visibility is enhanced, and the team is better equipped to protect and grow its relationships across the country.
As Malaysia’s national utility seeks to modernise its operations, one key priority is enhancing how it manages strategic relationships with stakeholders across all states. For this leading energy company, strong relationships with government officials, regulators, and community influencers are not just a formality; they are core to business continuity, policy alignment, and protecting the company’s reputation.
To achieve this, the company’s Retail team set out to digitise stakeholder engagement tracking, turning its informal, Excel-based processes into a scalable and strategic intelligence system. With hundreds of active users across multiple divisions engaging stakeholders weekly, the team needed a single source of truth to uphold institutional memory, ensure visibility, and report effectively.
The Retail team’s stakeholder engagement logging, tracking and reporting was time-consuming, manual, and lacked cross-team and state visibility. Each division was tracking meetings and events separately using spreadsheets, resulting in duplicative efforts and a lack of corporate memory.
Strategic engagements were being lost in inboxes and files, while reputational risks, especially when VIPs made critical comments, weren’t always caught in time. This limited the team’s ability to align efforts across its region, hit KPIs for engagement, and surface critical insights to leadership.
TSC implemented a secure Stakeholder Relationship Management (SRM) platform that digitised the company’s engagement intelligence process. The system centralised all stakeholder interactions, linked them to complaints, and enabled consistent reporting across the region. With custom media monitoring and briefing functions, the system also acts as an early warning tool for reputational risks, especially when VIPs speak publicly about the company.
The result: over 46,000 strategic stakeholder engagements logged, monthly engagement dashboards that update automatically, and internal knowledge built up across teams without reliance on the memory of a team member.
The Retail team has KPIs tied to the number of engagements logged per state. Yet, they relied on spreadsheets to record these touchpoints, leading to outdated records, duplication across the region, and a lack of oversight into VIP engagements.
TSC’s SRM system became a central platform where all teams could log engagements from more confidential 1:1s, to state-level events, to internal collaborations. The system allows for granular permission control, which secures the confidentiality of the engagements while contributing to corporate knowledge.
With automatic notifications, the right team members are always looped in. The resulting data forms a reliable, growing archive of strategic relationships and history, helping the company maintain alignment across hundreds of users and multiple divisions.
During Regulatory Period 4 (RP4), the company was entering sensitive discussions with the Malaysian government ahead of an energy tariff increase. At this crucial time, demonstrating strong engagement with government stakeholders was essential not only to meet internal KPIs but also to maintain legitimacy in the eyes of regulators and policymakers.
However, the reporting process was manual and inefficient. Preparing RP4 reports required collecting data from spreadsheets across divisions, consolidating personal meetings, events, and internal activities. The task could take more than 48 hours each week, often requiring staff to work over weekends. This slowed down the ability to provide timely insights to leadership during a period when visibility was most critical.
By shifting all stakeholder engagement tracking into the TSC system, the Regulatory Stakeholder Management team could generate accurate engagement reports automatically. Every interaction, whether with ministers, deputy ministers, district officers, or agencies, was captured and logged in real time. Monthly and weekly summaries were then easily compiled from the system, ensuring leadership had a clear, timely view of government engagement intensity during tariff negotiations.
This not only reduced reporting time drastically but also strengthened the company’s credibility by showing structured, data-driven engagement with key stakeholders during a politically sensitive period.
The team needed to stay on top of public commentary made by VIP stakeholders, such as ministers, deputy ministers, or district officers. Traditional media alerts or keyword tracking missed nuance and context, making it difficult to respond quickly or escalate risks. Additionally, the issues monitored are not linked to stakeholder data in traditional media monitoring tools. This makes it inefficient for the team to plan proper engagement with relevant stakeholders for the issues of interest.
TSC’s platform scans national, regional, and local news and publications for mentions of the company, focusing on those made by influential stakeholders. These media signals are linked to stakeholder profiles and surfaced via regular newsletters and alerts. When a VIP makes a comment, whether positive or critical, the team is notified and can escalate or respond accordingly. This ensures reputational risks are never missed, and proactive engagement strategies can be deployed.
By adopting TSC’s stakeholder engagement intelligence platform, this leading Malaysian energy provider transformed its approach to strategic relationships and reputational risk management. With over 46,000 stakeholder interactions captured and hundreds of users contributing to institutional memory, the company now operates with greater clarity, speed, and coordination. Reporting is streamlined, strategic visibility is enhanced, and the team is better equipped to protect and grow its relationships across the country.
As Malaysia’s national utility seeks to modernise its operations, one key priority is enhancing how it manages strategic relationships with stakeholders across all states. For this leading energy company, strong relationships with government officials, regulators, and community influencers are not just a formality; they are core to business continuity, policy alignment, and protecting the company’s reputation.
To achieve this, the company’s Retail team set out to digitise stakeholder engagement tracking, turning its informal, Excel-based processes into a scalable and strategic intelligence system. With hundreds of active users across multiple divisions engaging stakeholders weekly, the team needed a single source of truth to uphold institutional memory, ensure visibility, and report effectively.
The Retail team’s stakeholder engagement logging, tracking and reporting was time-consuming, manual, and lacked cross-team and state visibility. Each division was tracking meetings and events separately using spreadsheets, resulting in duplicative efforts and a lack of corporate memory.
Strategic engagements were being lost in inboxes and files, while reputational risks, especially when VIPs made critical comments, weren’t always caught in time. This limited the team’s ability to align efforts across its region, hit KPIs for engagement, and surface critical insights to leadership.
TSC implemented a secure Stakeholder Relationship Management (SRM) platform that digitised the company’s engagement intelligence process. The system centralised all stakeholder interactions, linked them to complaints, and enabled consistent reporting across the region. With custom media monitoring and briefing functions, the system also acts as an early warning tool for reputational risks, especially when VIPs speak publicly about the company.
The result: over 46,000 strategic stakeholder engagements logged, monthly engagement dashboards that update automatically, and internal knowledge built up across teams without reliance on the memory of a team member.
The Retail team has KPIs tied to the number of engagements logged per state. Yet, they relied on spreadsheets to record these touchpoints, leading to outdated records, duplication across the region, and a lack of oversight into VIP engagements.
TSC’s SRM system became a central platform where all teams could log engagements from more confidential 1:1s, to state-level events, to internal collaborations. The system allows for granular permission control, which secures the confidentiality of the engagements while contributing to corporate knowledge.
With automatic notifications, the right team members are always looped in. The resulting data forms a reliable, growing archive of strategic relationships and history, helping the company maintain alignment across hundreds of users and multiple divisions.
During Regulatory Period 4 (RP4), the company was entering sensitive discussions with the Malaysian government ahead of an energy tariff increase. At this crucial time, demonstrating strong engagement with government stakeholders was essential not only to meet internal KPIs but also to maintain legitimacy in the eyes of regulators and policymakers.
However, the reporting process was manual and inefficient. Preparing RP4 reports required collecting data from spreadsheets across divisions, consolidating personal meetings, events, and internal activities. The task could take more than 48 hours each week, often requiring staff to work over weekends. This slowed down the ability to provide timely insights to leadership during a period when visibility was most critical.
By shifting all stakeholder engagement tracking into the TSC system, the Regulatory Stakeholder Management team could generate accurate engagement reports automatically. Every interaction, whether with ministers, deputy ministers, district officers, or agencies, was captured and logged in real time. Monthly and weekly summaries were then easily compiled from the system, ensuring leadership had a clear, timely view of government engagement intensity during tariff negotiations.
This not only reduced reporting time drastically but also strengthened the company’s credibility by showing structured, data-driven engagement with key stakeholders during a politically sensitive period.
The team needed to stay on top of public commentary made by VIP stakeholders, such as ministers, deputy ministers, or district officers. Traditional media alerts or keyword tracking missed nuance and context, making it difficult to respond quickly or escalate risks. Additionally, the issues monitored are not linked to stakeholder data in traditional media monitoring tools. This makes it inefficient for the team to plan proper engagement with relevant stakeholders for the issues of interest.
TSC’s platform scans national, regional, and local news and publications for mentions of the company, focusing on those made by influential stakeholders. These media signals are linked to stakeholder profiles and surfaced via regular newsletters and alerts. When a VIP makes a comment, whether positive or critical, the team is notified and can escalate or respond accordingly. This ensures reputational risks are never missed, and proactive engagement strategies can be deployed.
By adopting TSC’s stakeholder engagement intelligence platform, this leading Malaysian energy provider transformed its approach to strategic relationships and reputational risk management. With over 46,000 stakeholder interactions captured and hundreds of users contributing to institutional memory, the company now operates with greater clarity, speed, and coordination. Reporting is streamlined, strategic visibility is enhanced, and the team is better equipped to protect and grow its relationships across the country.
As Malaysia’s national utility seeks to modernise its operations, one key priority is enhancing how it manages strategic relationships with stakeholders across all states. For this leading energy company, strong relationships with government officials, regulators, and community influencers are not just a formality; they are core to business continuity, policy alignment, and protecting the company’s reputation.
To achieve this, the company’s Retail team set out to digitise stakeholder engagement tracking, turning its informal, Excel-based processes into a scalable and strategic intelligence system. With hundreds of active users across multiple divisions engaging stakeholders weekly, the team needed a single source of truth to uphold institutional memory, ensure visibility, and report effectively.
The Retail team’s stakeholder engagement logging, tracking and reporting was time-consuming, manual, and lacked cross-team and state visibility. Each division was tracking meetings and events separately using spreadsheets, resulting in duplicative efforts and a lack of corporate memory.
Strategic engagements were being lost in inboxes and files, while reputational risks, especially when VIPs made critical comments, weren’t always caught in time. This limited the team’s ability to align efforts across its region, hit KPIs for engagement, and surface critical insights to leadership.
TSC implemented a secure Stakeholder Relationship Management (SRM) platform that digitised the company’s engagement intelligence process. The system centralised all stakeholder interactions, linked them to complaints, and enabled consistent reporting across the region. With custom media monitoring and briefing functions, the system also acts as an early warning tool for reputational risks, especially when VIPs speak publicly about the company.
The result: over 46,000 strategic stakeholder engagements logged, monthly engagement dashboards that update automatically, and internal knowledge built up across teams without reliance on the memory of a team member.
The Retail team has KPIs tied to the number of engagements logged per state. Yet, they relied on spreadsheets to record these touchpoints, leading to outdated records, duplication across the region, and a lack of oversight into VIP engagements.
TSC’s SRM system became a central platform where all teams could log engagements from more confidential 1:1s, to state-level events, to internal collaborations. The system allows for granular permission control, which secures the confidentiality of the engagements while contributing to corporate knowledge.
With automatic notifications, the right team members are always looped in. The resulting data forms a reliable, growing archive of strategic relationships and history, helping the company maintain alignment across hundreds of users and multiple divisions.
During Regulatory Period 4 (RP4), the company was entering sensitive discussions with the Malaysian government ahead of an energy tariff increase. At this crucial time, demonstrating strong engagement with government stakeholders was essential not only to meet internal KPIs but also to maintain legitimacy in the eyes of regulators and policymakers.
However, the reporting process was manual and inefficient. Preparing RP4 reports required collecting data from spreadsheets across divisions, consolidating personal meetings, events, and internal activities. The task could take more than 48 hours each week, often requiring staff to work over weekends. This slowed down the ability to provide timely insights to leadership during a period when visibility was most critical.
By shifting all stakeholder engagement tracking into the TSC system, the Regulatory Stakeholder Management team could generate accurate engagement reports automatically. Every interaction, whether with ministers, deputy ministers, district officers, or agencies, was captured and logged in real time. Monthly and weekly summaries were then easily compiled from the system, ensuring leadership had a clear, timely view of government engagement intensity during tariff negotiations.
This not only reduced reporting time drastically but also strengthened the company’s credibility by showing structured, data-driven engagement with key stakeholders during a politically sensitive period.
The team needed to stay on top of public commentary made by VIP stakeholders, such as ministers, deputy ministers, or district officers. Traditional media alerts or keyword tracking missed nuance and context, making it difficult to respond quickly or escalate risks. Additionally, the issues monitored are not linked to stakeholder data in traditional media monitoring tools. This makes it inefficient for the team to plan proper engagement with relevant stakeholders for the issues of interest.
TSC’s platform scans national, regional, and local news and publications for mentions of the company, focusing on those made by influential stakeholders. These media signals are linked to stakeholder profiles and surfaced via regular newsletters and alerts. When a VIP makes a comment, whether positive or critical, the team is notified and can escalate or respond accordingly. This ensures reputational risks are never missed, and proactive engagement strategies can be deployed.
By adopting TSC’s stakeholder engagement intelligence platform, this leading Malaysian energy provider transformed its approach to strategic relationships and reputational risk management. With over 46,000 stakeholder interactions captured and hundreds of users contributing to institutional memory, the company now operates with greater clarity, speed, and coordination. Reporting is streamlined, strategic visibility is enhanced, and the team is better equipped to protect and grow its relationships across the country.
As Malaysia’s national utility seeks to modernise its operations, one key priority is enhancing how it manages strategic relationships with stakeholders across all states. For this leading energy company, strong relationships with government officials, regulators, and community influencers are not just a formality; they are core to business continuity, policy alignment, and protecting the company’s reputation.
To achieve this, the company’s Retail team set out to digitise stakeholder engagement tracking, turning its informal, Excel-based processes into a scalable and strategic intelligence system. With hundreds of active users across multiple divisions engaging stakeholders weekly, the team needed a single source of truth to uphold institutional memory, ensure visibility, and report effectively.
The Retail team’s stakeholder engagement logging, tracking and reporting was time-consuming, manual, and lacked cross-team and state visibility. Each division was tracking meetings and events separately using spreadsheets, resulting in duplicative efforts and a lack of corporate memory.
Strategic engagements were being lost in inboxes and files, while reputational risks, especially when VIPs made critical comments, weren’t always caught in time. This limited the team’s ability to align efforts across its region, hit KPIs for engagement, and surface critical insights to leadership.
TSC implemented a secure Stakeholder Relationship Management (SRM) platform that digitised the company’s engagement intelligence process. The system centralised all stakeholder interactions, linked them to complaints, and enabled consistent reporting across the region. With custom media monitoring and briefing functions, the system also acts as an early warning tool for reputational risks, especially when VIPs speak publicly about the company.
The result: over 46,000 strategic stakeholder engagements logged, monthly engagement dashboards that update automatically, and internal knowledge built up across teams without reliance on the memory of a team member.
The Retail team has KPIs tied to the number of engagements logged per state. Yet, they relied on spreadsheets to record these touchpoints, leading to outdated records, duplication across the region, and a lack of oversight into VIP engagements.
TSC’s SRM system became a central platform where all teams could log engagements from more confidential 1:1s, to state-level events, to internal collaborations. The system allows for granular permission control, which secures the confidentiality of the engagements while contributing to corporate knowledge.
With automatic notifications, the right team members are always looped in. The resulting data forms a reliable, growing archive of strategic relationships and history, helping the company maintain alignment across hundreds of users and multiple divisions.
During Regulatory Period 4 (RP4), the company was entering sensitive discussions with the Malaysian government ahead of an energy tariff increase. At this crucial time, demonstrating strong engagement with government stakeholders was essential not only to meet internal KPIs but also to maintain legitimacy in the eyes of regulators and policymakers.
However, the reporting process was manual and inefficient. Preparing RP4 reports required collecting data from spreadsheets across divisions, consolidating personal meetings, events, and internal activities. The task could take more than 48 hours each week, often requiring staff to work over weekends. This slowed down the ability to provide timely insights to leadership during a period when visibility was most critical.
By shifting all stakeholder engagement tracking into the TSC system, the Regulatory Stakeholder Management team could generate accurate engagement reports automatically. Every interaction, whether with ministers, deputy ministers, district officers, or agencies, was captured and logged in real time. Monthly and weekly summaries were then easily compiled from the system, ensuring leadership had a clear, timely view of government engagement intensity during tariff negotiations.
This not only reduced reporting time drastically but also strengthened the company’s credibility by showing structured, data-driven engagement with key stakeholders during a politically sensitive period.
The team needed to stay on top of public commentary made by VIP stakeholders, such as ministers, deputy ministers, or district officers. Traditional media alerts or keyword tracking missed nuance and context, making it difficult to respond quickly or escalate risks. Additionally, the issues monitored are not linked to stakeholder data in traditional media monitoring tools. This makes it inefficient for the team to plan proper engagement with relevant stakeholders for the issues of interest.
TSC’s platform scans national, regional, and local news and publications for mentions of the company, focusing on those made by influential stakeholders. These media signals are linked to stakeholder profiles and surfaced via regular newsletters and alerts. When a VIP makes a comment, whether positive or critical, the team is notified and can escalate or respond accordingly. This ensures reputational risks are never missed, and proactive engagement strategies can be deployed.
By adopting TSC’s stakeholder engagement intelligence platform, this leading Malaysian energy provider transformed its approach to strategic relationships and reputational risk management. With over 46,000 stakeholder interactions captured and hundreds of users contributing to institutional memory, the company now operates with greater clarity, speed, and coordination. Reporting is streamlined, strategic visibility is enhanced, and the team is better equipped to protect and grow its relationships across the country.
As Malaysia’s national utility seeks to modernise its operations, one key priority is enhancing how it manages strategic relationships with stakeholders across all states. For this leading energy company, strong relationships with government officials, regulators, and community influencers are not just a formality; they are core to business continuity, policy alignment, and protecting the company’s reputation.
To achieve this, the company’s Retail team set out to digitise stakeholder engagement tracking, turning its informal, Excel-based processes into a scalable and strategic intelligence system. With hundreds of active users across multiple divisions engaging stakeholders weekly, the team needed a single source of truth to uphold institutional memory, ensure visibility, and report effectively.
The Retail team’s stakeholder engagement logging, tracking and reporting was time-consuming, manual, and lacked cross-team and state visibility. Each division was tracking meetings and events separately using spreadsheets, resulting in duplicative efforts and a lack of corporate memory.
Strategic engagements were being lost in inboxes and files, while reputational risks, especially when VIPs made critical comments, weren’t always caught in time. This limited the team’s ability to align efforts across its region, hit KPIs for engagement, and surface critical insights to leadership.
TSC implemented a secure Stakeholder Relationship Management (SRM) platform that digitised the company’s engagement intelligence process. The system centralised all stakeholder interactions, linked them to complaints, and enabled consistent reporting across the region. With custom media monitoring and briefing functions, the system also acts as an early warning tool for reputational risks, especially when VIPs speak publicly about the company.
The result: over 46,000 strategic stakeholder engagements logged, monthly engagement dashboards that update automatically, and internal knowledge built up across teams without reliance on the memory of a team member.
The Retail team has KPIs tied to the number of engagements logged per state. Yet, they relied on spreadsheets to record these touchpoints, leading to outdated records, duplication across the region, and a lack of oversight into VIP engagements.
TSC’s SRM system became a central platform where all teams could log engagements from more confidential 1:1s, to state-level events, to internal collaborations. The system allows for granular permission control, which secures the confidentiality of the engagements while contributing to corporate knowledge.
With automatic notifications, the right team members are always looped in. The resulting data forms a reliable, growing archive of strategic relationships and history, helping the company maintain alignment across hundreds of users and multiple divisions.
During Regulatory Period 4 (RP4), the company was entering sensitive discussions with the Malaysian government ahead of an energy tariff increase. At this crucial time, demonstrating strong engagement with government stakeholders was essential not only to meet internal KPIs but also to maintain legitimacy in the eyes of regulators and policymakers.
However, the reporting process was manual and inefficient. Preparing RP4 reports required collecting data from spreadsheets across divisions, consolidating personal meetings, events, and internal activities. The task could take more than 48 hours each week, often requiring staff to work over weekends. This slowed down the ability to provide timely insights to leadership during a period when visibility was most critical.
By shifting all stakeholder engagement tracking into the TSC system, the Regulatory Stakeholder Management team could generate accurate engagement reports automatically. Every interaction, whether with ministers, deputy ministers, district officers, or agencies, was captured and logged in real time. Monthly and weekly summaries were then easily compiled from the system, ensuring leadership had a clear, timely view of government engagement intensity during tariff negotiations.
This not only reduced reporting time drastically but also strengthened the company’s credibility by showing structured, data-driven engagement with key stakeholders during a politically sensitive period.
The team needed to stay on top of public commentary made by VIP stakeholders, such as ministers, deputy ministers, or district officers. Traditional media alerts or keyword tracking missed nuance and context, making it difficult to respond quickly or escalate risks. Additionally, the issues monitored are not linked to stakeholder data in traditional media monitoring tools. This makes it inefficient for the team to plan proper engagement with relevant stakeholders for the issues of interest.
TSC’s platform scans national, regional, and local news and publications for mentions of the company, focusing on those made by influential stakeholders. These media signals are linked to stakeholder profiles and surfaced via regular newsletters and alerts. When a VIP makes a comment, whether positive or critical, the team is notified and can escalate or respond accordingly. This ensures reputational risks are never missed, and proactive engagement strategies can be deployed.
By adopting TSC’s stakeholder engagement intelligence platform, this leading Malaysian energy provider transformed its approach to strategic relationships and reputational risk management. With over 46,000 stakeholder interactions captured and hundreds of users contributing to institutional memory, the company now operates with greater clarity, speed, and coordination. Reporting is streamlined, strategic visibility is enhanced, and the team is better equipped to protect and grow its relationships across the country.
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