SBU ASSET DEVELOPMENT 2024 Annual Operating Plan 2024-2026 Business Plan
SBU ASSET DEVELOPMENT IN A GLANCE
MEET OUR MANAGEMENT TEAM LOKMAN YUSOFF Head SBU Asset Development Ahmad Suhaimi Mohamed Project Director (Sector 2) Cheah Kean Hin Project Director (Sector 1) Shahriman Muhamad Lead (Business Development) Herdawati Mukhsin Chief Engineer (Kuala Lumpur) Mohd Fatimi Izani Chief Engineer (Selangor PjCj) Roshimee Mustapha Chief Engineer (East) Sazali Harun Lead PMO (South) Sharida Bahari Acting Chief Engineer (North)
SBU ASSET DEVELOPMENT’S ASPIRATION Since JEK endorsement in July 2019, Asset Development has operated as a strategic business unit to facilitate its readiness towards subsidiary: To prepare for competitive market reform To inculcate competitive and entrepreneurial mind set To capture and grow non-regulated business Profitability Improve Productivity Cost Efficiency Improve Key Success Factor Objectives Core Values New Business Growth SBU Asset Development is operating as service provider to DN and whereby it is still part of BAU operation as required by the regulator. Mission Aspirations Reputable Service Provider Operational Excellence Business Development & Service Diversification New Business Revenue Growth While serving regulated business, non-regulated services are explored to serve as minimal requirement to contribute to overall DN EBIT target. Opportunities to expand non-regulated business through partnership model with existing subsidiaries or external service provider Accelerate new technology adaption and innovation in the electricity industry Greater end-to-end service packaging for beyond the meter service
SBU ASSET DEVELOPMENT 2023 ACHIEVEMENT
SBU ASSET DEVELOPMENT 2023 ACHIEVEMENT TAKEAWAYS • Other than these KPI, SBU AD has shown improvements in other areas • Despite of the challenges in 2023, numbers of system project commissioned has increased almost 50% compared to 2022 • This trend also shown in SAIDI50 initiatives projects • Special taskforce to expedite execution of identified action plans to ensure timely BD refund. RM73.8million were refunded in 2023, surpassing its target. SBU EBIT RM291mil Professional Fee 6.12% OPEX/Customer RM0.19 IDC/(ABU+AUC) 5.31% SAIDI 46.1min HISES 77.6% RRSI 90% IBR Performance Indicator 100% SBU Migration 100% + 1 Product LTIF 0.55 EES 92% IHI 92% KPI #1 KPI #2 KPI #3 KPI #4 KPI #5 KPI #6 KPI #7 KPI #8
SBU AD ACHIEVEMENT & SUCCESS STORY 5.12% 6.14% 6.12% 7.01% 6.97% 6.76% 2021 2022 2023 PF, % 5.35% 5.34% 5.31% 4.66% 5.19% 5.38% 2021 2022 2023 OEI IDC, % -0.88 1.80 0.19 4.59 0.22 2.49 -2.00 3.00 2021 2022 2023 OEI OPEX, RM 286 291 228 263 2022 2023 SBU EBIT, RM,mil 100% 100% 100% 100% 100% 100% 2021 2022 2023 CPA, % 79% 68% 48% 73% 100% 100% 100% 2021 2022 2023 SAIDI50, % BANK DRAFT RECOVERY, RM PROBLEMATIC IDC REDUCTION, RM,mil SUPPORTING INITIATIVES • With continuous improvement to strengthen and enhance BD management, better visibility is gained for holistic overview including ageing BD. • Special taskforce to expedite execution of identified action plans to ensure timely BD refund. This is monitored at various platforms. • Blanket BG are established for JKR (100%) and PBT (48%) SUPPORTING INITIATIVES • TECO DAY – Every Thursday • MEGA TECO DAY • MEGA TECO WEEK • MEGA TECO MONTH • Engagements with APP, CMD, BP Finance • Workshops on Cancel/Defer Paper • Deep Dive Sessions in Zone SYSTEM PROJECT DELIVERY • Numbers of system project commissioned increased in 2023. • However, total number of system projects assigned to SBU AD by APP increased by 40% in 2023 compared to 2152 projects in 2022. • With same resources, this achievement is a positive outlook for SBU AD. • The increment could be due to stabilized material delivery in 2023 BANK DRAFT RECOVERY SYSTEM PROJECT DELIVERY REDUCTION OF IDC 829 157 1372 105 SLA Non-SLA SLA Non-SLA 2022 2023 Commissioned Proj., #
BETTER BRIGHTER COLLABORATIVE • Mesyuarat Pemantauan Projek APP S1 – SBU AD SOUTH • Perbincangan Status Wayleave Projek System Improvement SLA FY2023 bersama APP SSD, APP PTS dan AD • Sesi Embracing Change Session AMI for Asset Development • Taklimat Inisiatif Pickup Point North oleh P&SC • Mesyuarat Perundingan JCC DN & PET • Sesi Townhall JKR Kedah MINDFULNESS • Sesi Serahan Kenderaan Pacuan 4 Roda Kuala Lumpur • Hari Anugerah Cemerlang SBU AD PROFESSIONALISM • Townhall Perhimpunan Perdana Mid Year Kedah Perlis 2023 • Sesi Lawatan Tapak Bersama ES (Overhead) dan HSE di Felcra Semungkis • Sesi Penerangan Orang Bawah Kawalan (OBK) • Webinar Series • Technical, Certification & Skill Enhancement Program within SBU AD INTEGRITY • Taklimat Integriti FORWARD THINKING • Pre-Go Live Mobility For Construction of Service Supply 2.0 (North) • Bengkel Task Force Final Dash 2023 bersama talent SBU AD Serbis Kelantan • Final Dash SBU AD CUSTOMER CENTRIC • Perbincangan berkaitan status Projek Bekalan untuk pembangunan projek bekalan • Sesi Libaturus bersama REHDA • Sesi Libaturus berkaitan bekalan ke Data Centres LEADERSHIP • MBWA Selangor (Subang Jaya) • MBWA Kuala Lumpur • MBWA Kedah Perlis • MBWA East • MBWA South • MBWA Kota Bharu • MBWA Banting • MBWA Kedah • HOD Turun Padang
ENVIRONMENT, SOCIAL & GOVERNANCE Program Infaq Ramadhan 2023 with Rumah Anak Yatim dan Asnaf As-Solihin. Majlis Berbuka Puasa with Pertubuhan Kebajikan Ehsan Ash- Shakur (PEKEAS) Hiking at KL East Park SBU AD was awarded with Anugerah Kelestarian Distribution Network 2023 for outstanding achievement in promoting ESG programs throughout the year.
Hiking at Gunung Lang, Ipoh Penanaman Pokok Bakau di City Mangrove Park, Manjung, Perak ESG Sector 2 bersama suku kaum Semai, Kampung Tisong, Sungkai, Perak ENVIRONMENT, SOCIAL & GOVERNANCE
Pembersihan pantai di sekitar Tanjung Dawai ESG pembersihan Pantai, Chenang, LGK Eco Rimba Kledang Siong Cross-Country Trek ENVIRONMENT, SOCIAL & GOVERNANCE
SBU ASSET DEVELOPMENT 2024 OPERATING PLAN
2024 OUTLOOK 6 CULTURE CULTIVATION PROJECT IMPLEMENTATION PERFORMANCE 1 2 3 IMPROVEMENT COMPLIANCE 4 SBU MIGRATION 5 GOVERNANCE OPERATIONS STRATEGIC • Total CAPEX allocated to SBU AD for 2024 : RM2.36billion • Total project : 6516 • 4576 System Projects to be implemented • 1070 SAIDI50 Projects proposed by APP • 10 HIP projects to be reported to Suruhanjaya Tenaga • Bank Draft Recovery • Management By Walking About • ESG Activities • Knowledge Sharing Sessions • Total Wellness Programs • Team Building Activities • PSI revisions • SLA revisions • LOA revisions • HIRADC Revision • MCMS Implementations • RP4 Bulk Tender Preparation • SJHT Briefing • Dashboard Revamping • 3MS, MCMS Trainings • Staff Appreciation Program • Aims to roll-out structure by Q2 • Develop Business Model Canvas • Develop Financial Modelling • Migration Risk Assessment • Looking into potential growth opportunity in DN • Excellent P&L & EBIT • Improve Professional Fee • Better Project Delivery Index • Higher Project Completion rate • Lower IDC • Project Management Audit • Asset Capitalization Audit • OT (Desktop Audit) • Tools & Equipment Audit • SQA, CSWA & SQE Audit • MSL3b Audit • Bank Draft Audit • CWIP Audit • KKB Audit • Contract Management Audit
SBU ASSET DEVELOPMENT 2024 OPERATING PLAN SBU EBIT & PROFESSIONAL FEE OEI IDC (ABU+AUC) PROJECT DELIVERY PERMIT & BANK DRAFT ESG & SURVEY SAFETY SBU AD MONITORING PLAN
15 1 5 STRENGTHS THREATS WEAKNESSES OPPORTUNITIES SWOT ANALYSIS EBIT & PF • Achieving CAPEX • RJO, VVO and New Revenue Projects completed on time • Dealing with HIP • Managing IDC • TECO Projects • Lack of action taken for TPC and variance report • Lack of support to have high quality vendors • Poor OT management and right charging (timesheet) • Material shortage issue • Poor contractor performance • Staff retirement • No/less staff awareness on timesheet entry • Staff under medical leave for a long period • Poor performance of new business projects without experience • Inflation of material & service cost alongside staff salary • Implementation of Jointer Tower • SBU AD Migration to Subsidiaries • AD Profit Margin (%) on top of TPC • Monitor & Execute Variance Revision • Accept and track all new business projects • To recalculate /recheck LMT UMT for urban area (PEN, JOH, SEL)
SBU EBIT & PF Initiatives Planning NO. INITIATIVES RESOURCES REQUIRED PIC EVALUATION & MONITORING PLATFORM FREQUENCY (X) KPI 1 Control Project Variance TPC vs Actual CAPEX CAMSYS • PI • HQ Short Term: • Conduct PIP to determine scope of work at early stage . Revise using ENGR 1107 if necessary • Monitoring on SBU AD Dashboard - Variance Report Long Term: • Auto System generate Variance Report between APP & AD to ease monitoring and action needed. • Auto System generate cost saving for projects – for better tracking and reporting. Quarterly 2. Variance in TPC (APP vs AD) awareness using variance data (by virtue of sampling statistics) to APO for CPP betterment. CPP & ERMS • HQ • Report projects with variance for revision by APP Bi - Annually
SBU EBIT & PF Initiatives Planning NO. INITIATIVES RESOURCES REQUIRED PIC EVALUATION & MONITORING PLATFORM FREQUENCY (X) KPI 3. Expedite LKS/Payment Dashboard & ERMS • HQ • PD • P&SC • PI Short term: • Create standard GS/Dashboard PO Monitoring by subzone. • Monitor Ageing PO as at 2023 in Dashboard • Monitor SE/SA pending in Dashboard • Introduce monthly pending LKS report to PERNISMA & P&SC. Long term: • LKS digitalization • Work together with PSC to impose penalty to contractors on late LKS based on the monthly reporting. Monthly 12 months • OEI IDC 4 Maximize revenue from NonRegulated Business Dashboard SBU AD - new • HQ Register and track all new business project in Dashboard BAU 5 Managing Staff Overtime ESS Overtime Report • PI Monthly Overtime Monitoring Review Monthly • OEI OPEX/CUST 6 Monitor CAPEX utilization to achieve % target Dashboard SBU AD - CAPEX • PI Analyse the CAPEX gap performance and tackle the contributing factor. BAU • OEI IDC 7 Intensive monitoring on Right Charging Dashboard SBU AD – Right Charging • PI Set reminder to key in normal hour before each month-7 days Monthly • OEI OPEX/CUST
SBU EBIT & PF Annual Operating Plan INITIATIVES JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Coordination meeting with APP • Control Project Variance TPC vs Actual CAPEX • AD Profit Margin (%) on top of TPC. (KJ, PD, HAD with HOZA and KJ APP) Tracking Dashboard Audit • Accept and track all new business project. • Maximize revenue from Non-Regulated Business Plan Actual Expedite LKS/Payment • Introduce monthly pending LKS report to PERNISMA & contractors. • Create standard GS/Dashboard PO Monitoring by subzone. Monitoring PF (KJ REVIEW) • Managing Staff Overtime • Monitor CAPEX utilization to achieve target % • Intensive monitoring on Right Charging
SBU EBIT & PF Risk Assessment INITIATIVE # CAUSES CONTROLS (MITIGATIONS) CONTROL OWNER REDUCE (LIKELIHOOD/ IMPACT) #1 - Control Project Variance TPC vs Actual CAPEX APP revised TPC CPP same as actual cost (Breakeven with no profit) • PI estimate BQ and material (RM) during project in progress to ask APP revised CPP according to our estimation. PI Impact #7 - Manage OT Unreasonable OT hours >300hrs per month • Engage with Union and talents involved • Auto notification if OT hit 300 hrs/month - need approval higher level ICT, PD, KJ/PI Likelihood #8 – Manage CAPEX Material shortage and poor performance contractor • Follow closely with P&SC • Bulk contractor Job Outlook Plan PD, KJ & HQ & P&SC Likelihood #9 - Monitoring Right Charging Late key in timesheet • Run summary timesheet report • Auto Set reminder to key in normal hour before each month-7 days HQ, ICT & PI Likelihood
SBU ASSET DEVELOPMENT 2024 OPERATING PLAN SBU EBIT & PROFESSIONAL FEE OEI IDC (ABU+AUC) PROJECT DELIVERY PERMIT & BANK DRAFT ESG & SURVEY SAFETY SBU AD MONITORING PLAN
2 1 2 1 STRENGTHS • Amount of CAPEX • No of projects (new Projects-List PL/SLA, Non-SLA, Value Creation) • Structure of PMO (South) • Champion Team • Dashboard • Contract/bulk value THREATS WEAKNESSES OPPORTUNITIES SWOT ANALYSIS OEI IDC/ABU • Under utilize of dashboard • Project management • Less monitor project which contribute high IDC • TECO not on time • Combination of material and services in 1 WBS • Performance of vendors • Document LKS • Insufficient BULK tender/vendor –player • Projects delay due to site issue • Projects delay due to permit issuance • Projects delay due to material issue/shortage • Limited team of vendors • Poor of contractor performances • Pending LKS Payment (scrap credit issue/pending document submission by vendor) • Vandalism • Handover CPP with partial wayleave • TNB 229 not settle • PO Ageing • List Potential to TECO/WBS to TECO (zero commitment/project done comm) • List projects with IDC/AUC through dashboard/Champion/PMO • SLA Package 11kV (comm until HOC) • Turnkey projects (civil/electrical) • TECO Per WBS • 33kV – Task Force big impact IDC Cleansing
OEI IDC Initiatives Planning NO. INITIATIVES RESOURCES REQUIRED PIC EVALUATION & MONITORING PLATFORM FREQUENCY (X) KPI 1 Refresher E2E Project Management - ENGR-750-11 PERANCANGAN -ENGR-750-12 PERLAKSANAAN -ENGR-750-13 MULATUGAS -ENGR-750-14 PENUTUPAN “DO IT RIGHT 1st Time” Wayleave/permit Material management DARD/DAVD/F Location Scrap/kredit/ARMS HOC/Dokumen Penutupan PSI • PI • JK • PMO, • BD PSI Target Group: 1.Focus to New PI- Manage & control 2.Warehouse-PCD/ARMS 3.APP (Master Data Controller)-F/L 4.Maintenance Planner –DAVD Bi-annually • Project Delivery 2 War Room for potential problematic Project -To Monitor top 20 IDC zone a) Project with high IDC b) Problematic project - wayleave/permit - Legal issue - Vandalism - Separate problematic WBS Structure if applicable -Defer/Cancel *Case by Case List of top IDC project • ALL Dashboard • Potential to TECO • Top 20 IDC Monthly • Project Delivery
OEI IDC Initiatives Planning NO. INITIATIVES RESOURCES REQUIRED PIC EVALUATION & MONITORING PLATFORM FREQUENCY (X) KPI 3 Highlight APP on WBS Land List of projek with WBS Land • APO • BP Finance • PD • KJ Memo to BP Finance & APO Quarterly (New) • Project Delivery 4 Mega TECO DAY List Potential to TECO • PD • KJ • PI Dashboard • Potential to TECO -P1 & P2 • CWIP (Construction Works in Progress) - project comm pending TECO June, Sep,Nov • SBU EBIT 5 TECO (weekly) - MUST meet weekly target List of Potential to TECO AUC CWIP • PD • KJ • PI Dashboard Weekly • SBU EBIT 6 Monitoring Ageing PO List of Projects • PI • JK • PMO Dashboard-proposed new item Weekly (New) • SBU EBIT 7 Monitor Capex Utilization PL CAPEX • PI • JK • PMO • PD Dashboard Weekly/ Monthly • Prof. Fee
OEI IDC Annual Operating Plan INITIATIVES JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Initiative #1 • Seminar/Refreseher E2E Project Management Initiative #2 • War Room for potential problematic Project Initiative #3 Meeting with APP on WBS Land Plan Actual Initiative #4 Mega TECO DAY Initiative #5 TECO (weekly)
OEI IDC Annual Operating Plan INITIATIVES JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Initiative #6 -Monitoring Ageing PO/LKS Initiative #7 - Monitoring Capex Utilization Plan Actual
OEI IDC Risk Assessment INITIATIVE # CAUSES CONTROLS (MITIGATIONS) CONTROL OWNER REDUCE (Likelihood/ Impact) #1- Refresher E2E Project Management -Lack of Project Management -New Engineer -Audit finding -Delay of TECO WBS -Delay of TECO PD PSI BD Impact #2- War Room for potential problematic Project - IDC increase -Slow action to tackle high IDC -GIA audit Monitor through Dashboard/Sitrep/ PMO/KJ review PI/RP/Champion Impact #3- Highlight APP on WBS Land WBS land late TECO Dashboard/Coordination & Meeting With APP PI/RP/Champion Likelihood #4- Mega TECO DAY Stop/Reduce IDC ABU Dashboard PD Impact #6- Monitoring Ageing PO/LKS/SESA Ageing PO E-invoice /Late Payment Monitoring through Dashboard PI, JK, RP, PMO, Champion Likelihood #7- Monitor CAPEX Utilization Reduce Gap weekly/monthly Forecast utilization Monitoring through Dashboard PI, JK, RP, PMO, Champion, PD Impact
SBU ASSET DEVELOPMENT 2024 OPERATING PLAN SBU EBIT & PROFESSIONAL FEE OEI IDC (ABU+AUC) PROJECT DELIVERY PERMIT & BANK DRAFT ESG & SURVEY SAFETY SBU AD MONITORING PLAN
2 8 STRENGTHS THREATS WEAKNESSES OPPORTUNITIES SWOT ANALYSIS PROJECT DELIVERY • Synergetic Mastery Dashboard • Knowledgeable, Experience & Highly Committed Team • Good repo with PBT • Good teamwork amongst talents • PCD issue – changes of date (Material Collection & Scrap Credit) without BU approval • Limitation of Resources vs Increasing Numbers of projects (including New Business) • PSI not revised • Insufficient Material to fulfill projects demand • Low contractor performance to complete project as per schedule • Delay in Permit Approval (PBT & Grid) – lambakan kerja kepada KKB • Lack of material training to staff for new material/tools • Incomplete CPP deliver to SBU AD with limited timeframe • Limited number of vendor to participate tender • Empowerment to simplify contract process • To promote Turnkey Projects • Expertise Fee – UMAP, Wayleave, Meter installation • To limit number of contracts awarded to contractor • To reward High Performance Contractors • Procurement to simplify process of LAD • Increase SJHT limit value from 250k to 500k
Project Delivery Initiatives Planning NO . INITIATIVES RESOURCES REQUIRED PIC EVALUATION & MONITORING PLATFORM FREQUENCY (X) KPI 1 Finalization of SAIDI50 & non SAIDI 50 projects by Q1 • CPP Completion • PMO • APP • AD Dashboard • Google Sheet Q3 Year before & Q1 Year After 2 Masterplan of (timeline) projects • List of SLA & SAIDI50 • SRD Date • PMO • PI, • APP • Monthly meeting / URM • Kick Off Meeting • SITREP One off (Q1) 3 Engagement with PBT/JKR on permit and wayleave, KM & BP Submission (champion – Permit) • Champion Permit • Permit Manager • PI • Google Sheet • AD Dashboard Quarterly • RRSI 4 Refresher on PM Linkage to resolve Closing PD issue • PI need to key in data required (material, master data) • Course from ILSAS • HQ • ERMS One off April 2024 • OEI IDC 5 Execute, commission and TECO project in the same year • List project SLA • PI • Monitoring on active project and SLA Calendar • Progress meeting with contractor and sharing on SLA timeline Monthly • SBU EBIT • OEI IDC 6 Monitoring SLA /PDI • Packages SLA/MSL • RP • PMO Dashboard-proposed new item Monthly(New)
Project Delivery Initiatives Planning NO. INITIATIVES RESOURCES REQUIRED PIC EVALUATION & MONITORING PLATFORM FREQUENCY 1. Increase number of KKB • P&SC – Engage PERNISMA • ILSAS/ ES DN– Training/Competency • LBD • PD • Monthly meeting SBU AD with P&SC Monthly 2. Increase limit SJHT • Ongoing SEED Project • LBD • PD • Monthly meeting SBU AD with P&SC Monthly 3. Long Term/ Bulk Contract for Asset Replacement • Propose TNBES • Lead PMO 33kV • PD • TBC • Tender: GMTC/BTC – based on estimated value) 4. E2E Rehab Work • Asset Owner approval • Lead PMO 33kV • PD • TBC (to include proposal in Meeting with APO office 27/3/24) 5. New Strategy for Bulk Tender (RP4) • Budget • PD • Lead PMO 33kV • HOU Meeting/ HAD Rev. Meeting Weekly/ monthly
Project Delivery Annual Operating Plan INITIATIVES JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Initiative #1 • Finalization of SAIDI 50 and SLA Project List Initiative #2 • Master Plan of SAIDI 50 and SLA projects Plan Actual Initiative #3 • Engagement with PBT/JKR on permit and wayleave, KM & BP Submission (champion – Permit) Initiative #4 • Refresher on PM Linkage to resolve Closing PD issue
Project Delivery Risk Assessment INITIATIVE # CAUSES CONTROLS (MITIGATIONS) CONTROL OWNER REDUCE (IMPACT/LIKELIHOOD) #1- Finalization of SAIDI50 & SLA Delay in wayleave issue & incomplete CPP Wayleave, Land Tittle & CPP Approved is part of prerequisite to obtain Notice To Proceed (NTP) in the Service Level Agreement (SLA) KJ/PMO Lead Impact #2- Masterplan of (timeline) projects Untimely completion of SAIDI50 & SLA Project Project monitoring through Distribution Project Monitoring System (DPMS) & SBU AD Dashboard PI Impact #4- Refresher on PM Linkage Unable to complete handing over due to incomplete data in PM Linkage resulting to rejection from MP to approve and perform DAVD. To request PM Linkage refresher course from ILSAS HQ Impact #5 - Execute, commission and TECO project in the same year • Wayleave receive on Q3 • Poor management of vendors and workforce • Exclude project with late wayleave in the same year to be comm • Maximize vendor Proficiency - Contractor Job Outlook Plan. PI Likelihood #6- Monitoring SLA /PDI - Timeline to complete project. - Late Dokumen Penutupan/HOC - Avoid MSL breach MSL/PDI comply Monitoring through Dashboard PI/RP/PMO Likelihood
SBU ASSET DEVELOPMENT 2024 OPERATING PLAN SBU EBIT & PROFESSIONAL FEE OEI IDC (ABU+AUC) PROJECT DELIVERY PERMIT & BANK DRAFT ESG & SURVEY SAFETY SBU AD MONITORING PLAN
3 4 STRENGTHS THREATS WEAKNESSES OPPORTUNITIES SWOT ANALYSIS PERMIT & BD • Effective Tracking and monitoring method for BD issues – Dashboard AD • Experienced Project Managers assigned as Permit Managers • AD Personnels have good rapport with local PBTs/JKR • Flexible and adaptable to new requirements – fast response to complaints/changes • Lack of synergy/coordination between units in TNB • PO for SJHT – have a maximum of 6 months warranty while JKR/PBTs issued DLP period of 1 year to AD works.(Procurement) • Accuracy of project routes/method in CPPs (APP) • Handling of pre-VUP BD documents by respective unit/department before handing over to AD post-VUP (Finance) • Improper trench backfilling after emergency/breakdown (Operation/Maintenance) • Record keepings/Project Register –incomplete documents for BD recoveries, permit • AD do not have specific budgets allocated for engagement purposes • Political effects: • New regulatory body e.g LAUT in Terengganu (Lembaga Sumber Air Terengganu) –to impose yearly levy on cable routes • Fee collection agency e.g BKI (Badan Koridor Infrastruktur) • Economic effects : • Delayed BD recoveries from JKR/LAs can impact TNB’s cashflow • Unresolved/unclaimed ageing BD (over 7 year) –UMA • Extra Defect Liability Period borne by TNB • Legal liabilities: • Permit delay leads to Developers complaints due to project delays – ST complaints/Housing ministry complaints • Establish better rapport with JKR/LA’s through regular engagements • Enhance existing Dashboard e.g. efficient Permit Application tracking for High Impact Projects • Improve project control and monitoring through enforcing proper TMP application on site • Improve TNB Vendors workmanship especially cable works Introducing 100% blanket TWA/BD/BG to LAs which leads to better PDI and meet MSL3b/GSL objectives
Permit Management Initiatives Planning NO. INITIATIVES RESOURCES REQUIRED PIC EVALUATION & MONITORING PLATFORM FREQUENCY (X) KPI 1 Engagement with JKR - HQ level Budget • PD Number of problems resolved at state level - Dashboard • As required – coordinated by RSMD • RRSI • Project Delivery 2 Engagement with JKR, PBT & State Corridor Utilities – state level Budget • GM SSA • KJ Monitor through ECRM • Quarterly • RRSI • Project Delivery 3 TMP & UMAP Awareness – personnel competencies Budget • Permit manager Selective TMP audit on site • Monthly per state • RRSI • Project Delivery 4 To improve existing Dashboard for efficient Permit Tracking for HIP/SAIDI 50, Projek Wahyu/VVIP. Dashboard Team • Dashboard Team • PI • PM Dashboard SBU AD /Corridor Online Tracking • Bi -Weekly • Project Delivery 5 Awareness on PBT/JKR latest requirement for permit application to all PI N/A • PM Number of permit delays due to incomplete/changes from Internal customer • Every two months • Project Delivery 6 TMP & Trench backfilling refreshment Course Budget • PM • PI Number of site defect resolved/Reduce numbers of Complain for LA’s • Yearly • RRSI • Project Delivery 7 Posting Engagement Session in Social Media NA • PM • PI Facebook • Every session • ESG • HISES
Permit Management Annual Operating Plan INITIATIVES JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Initiative #2 • Engagement with JKR, PBT & State Corridor Utilities – state level Plan Actual Initiative #3 • TMP & UMAP Awareness – personnel competencies Initiative #5 • Awareness on PBT/JKR latest requirement for permit application to all PI Initiative #6 • TMP & Trench backfilling refreshment Course
Permit Management Risk Assessment INITIATIVE # CAUSES CONTROLS (MITIGATIONS) CONTROL OWNER REDUCE (LIKELIHOOD /IMPACT) #2- Engagement with JKR, PBT & State Corridor Utilities – state level Resolve permit delay Review our permit submission documentation PI/PM LIKELIHOOD Site defect reports/complaints To create special team to provide response to LA’s complaints PI IMPACT #4- To improve existing Dashboard for efficient Permit Tracking for HIP/SAIDI 50, Projek Wahyu/VVIP. Inconsistencies in permit approval process Identify problem areas PD, LBD IMPACT #7- Posting Engagement Session in Social Media To manage perception of delay permit approval from Local Authorities Consistently post in Facebook PI/PM IMPACT #6- TMP & Trench backfilling refreshment Course i) Compliance on Traffic Management/Traffic Control at site ii) To reduce Site defect reports/complaints i)Refreshment Course yearly ii) Consistent Daily reporting report on group Whatsapp. PI/PM/HQ Course Coordinator IMPACT
Bank Draft Initiatives Planning NO. INITIATIVES RESOURCES REQUIRED PIC EVALUATION & MONITORING PLATFORM FREQUENCY (X) KPI 1 Bank Draft Recovery engagement with all Pengarah JKR Negeri Budget • PI • PM • KJ • Dashboard GIA Audit Monitoring • GIA Google sheet Once • RRSI 2 JKR Meeting with JKR Finance And follow up meeting with JAPJ Budget • PI • PM • KJ • Dashboard GIA Audit Monitoring • GIA Google sheet Bi Monthly • RRSI 3 Special Engagement with JKR/PBT Budget • PI • PM • KJ • Google Sheet As per request • RRSI 4 Appreciation Dinner/Lunch/ Wellness program with JKR/PBT Budget • PI • PM • KJ • Google Sheet Once • RRSI 5 Issue appreciation certificate/letter to PIC in JKR/PBT who actively support AD/TNB Budget • PI • PM • KJ • Google Sheet Once • RRSI 6 100% blanket BD/BG establishment Budget • PM • HQ AD • PD • Google Sheet As per roadmap • Project Delivery
Bank Draft Annual Operating Plan INITIATIVES JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Initiative #1 • Bank Draft Recovery engagement with all Pengarah JKR Negeri Plan Actual Initiative #4 • Appreciation Dinner/Lunch/ Wellness program with JKR/PBT Initiative #5 • Issue appreciation certificate/letter to PIC in JKR/PBT who actively support AD/TNB Initiative#6 • 100% blanket BD/BG establishment • Engagement and Application of TWA/Blanket BD • Negotiation sessions until PBTs’ approval • Apply BD in BDA until blanket BD/BG handover to PBT
Bank Draft Risk Assessment INITIATIVE # CAUSES CONTROLS (MITIGATIONS) CONTROL OWNER REDUCE (Likelihood/Impact) #1- Bank Draft Recovery engagement with all Pengarah JKR Negeri To settle ageing BD issues especially those related to GIA/BAC • To submit list of BD to Pengarah • To get all Cagaran receipt for akuan sumpah • To get copy of wayleave for missing projects files cases PI/PM/KJ Impact #4- Appreciation Dinner/Lunch/ Wellness program with JKR/PBT To settle ageing BD issues especially those related to GIA/BAC • Monitor current status and action plan for BD recovery PI/PM/KJ Impact #5- Issue appreciation certificate/letter to PIC in JKR/PBT who actively support AD/TNB To settle ageing BD issues especially those related to GIA/BAC • Monitor current status and action plan for BD recovery PI/PM/KJ Impact #6- 100% blanket BD/BG establishment To stop new BD issuance • i) Engagement sessions and officiate TWA/Blanket BD • ii) Nego until get approval PBT • iii) Apply BD in BDA until blanket BD/BG handover to PBT PI/PM/KJ/Finance TGBS Impact
SBU ASSET DEVELOPMENT 2024 OPERATING PLAN SBU EBIT & PROFESSIONAL FEE OEI IDC (ABU+AUC) PROJECT DELIVERY PERMIT & BANK DRAFT ESG & SURVEY SAFETY SBU AD MONITORING PLAN
4 2 STRENGTHS THREATS WEAKNESSES OPPORTUNITIES SWOT ANALYSIS SURVEY & ESG • Collaborative ESG activity with HOZA & SSA team improves Synergy 360 together with mutual goal and ambition. • Serve SSA & HOZA’s priority list/complaints/urgent projects in advanced with proper vendor maximization to complete project in time. • Significant complaint reduce when excellent teamwork HOZA and AD involved. • Two way transparent communication with HOZA team and AD for room of improvisation and betterment. • TOC was not properly executed • Lack of project progress reporting to HOZA up to date. (Hoza need to know before complaints by customer being raised on particular project status) • Lack of participation AD in HOZA Review meetings. • Budget constrain to carry out ESG activity.( Food/souveniors/shirts) • Lack of info sharing on achievements, activities etc. (DN Comm) • Poor involvement by SSA/HOZA/PBT in ESG activity. • Less attention given to HOZA/SSA request in attending meetings and discussion. • Poor HOZA HISES results without prior discussion with AD team. • Poor engagement AD with HOZA team in resolving raising concerns and issues. • Numerous number of complaints by customer/developer potraits bad reputation to SBU AD • Appoint HOZA & SSA as VIP for High Profile Project Comm as appreciation and branding purpose. • Invite HOZA & SSA in AD high profile events such as Midterm Review, Final Dash and Saidi 50 reviews to get 360 synergy energy! • Focus on high impact project on time (Saidi50, FAM)
Survey & ESG Initiatives Planning NO. INITIATIVES RESOURCES REQUIRED PIC EVALUATION & MONITORING PLATFORM FREQUENCY 1 Quarterly meet up with HOZA & SSACounter AD Progress at Site & Blockers List of High Impact Projects & Complaints • PD • KJ • RP Teh Tarik Session Quarterly 2 Quarterly TOC Day (KJ SBU AD Handover to HOZA) TOC Files • RP Google Drive / e-Mail Quarterly 3 Icing on the cake for new PPU Commission / Saidi50/FAM Project List • KJ • RP • PI FB Announcement/ Bulletins /Site Events Monthly 4 Wellness Activity with SSA/HOZA/AD Program Proposal with SSA • RP • Champion FB Announcement/ Bulletins Once a year 5 ESG Activity- Carbon NetZero. Carpool/public transport for unit activities (KJ Review, URM/Engagement/AOP) ETS/KTM/Carpool • PIC FB Announcement/ Bulletins / Media Quarterly 6 Practice SITREP platform with HOZA team. Circulate SITREP updates to HOZA team (APP/OM) List of High Impact Projects & Complaints • BD • PD Engagement/URM/Coordination Meeting Weekly/Quarterly
Survey & ESG Annual Operating Plan INITIATIVES JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Initiative #1 • Quarterly meet up with HOZA & SSA Initiative #3 • Icing on the cake for new PPU Commission / Saidi50/FAM Plan Actual Initiative #2 • Quarterly TOC Day Initiative #4 • Wellness Activity- Bowling Tournament SSA/HOZA/AD
Risk Assessment INITIATIVE # CAUSES CONTROLS (MITIGATIONS) CONTROL OWNER REDUCE #1- Quarterly meet up with HOZA & SSA To make sure Synergy 360 HOZA/SSA achievable Teh Tarik Session ongoing as planned KJ/RP IMPACT #2- Quarterly TOC Day Awareness HOZA on AD project TOC CC email volume of TOC submitted to HOZA monthly PI IMPACT #3- Icing on the cake for new PPU Commission / Saidi50/FAM HOZA not notified on high profile projects Invitation for HOZA/SSA lead the ceremony/VIP RP/PI IMPACT #4- Wellness ActivityBowling Tournament SSA/HOZA/AD To make sure Synergy 360 HOZA/SSA achievable with same mission Collaboration with SSA for budget approval and teamwork RP/Champion IMPACT
SBU ASSET DEVELOPMENT 2024 OPERATING PLAN SBU EBIT & PROFESSIONAL FEE OEI IDC (ABU+AUC) PROJECT DELIVERY PERMIT & BANK DRAFT ESG & SURVEY SAFETY SBU AD MONITORING PLAN
4 7 STRENGTHS THREATS WEAKNESSES OPPORTUNITIES SWOT ANALYSIS SAFETY & LTIF • Experienced vendor approved by P&SC • Vendors’ OKST certified by ST • Work at site supervised by competent TNB’s supervisors • Consistent compliance to SQE, SQA, CSQA and daily reporting • Monitoring of Tools & Equipment through TEIS 2.0 system • Good rapport with HSE • Safety Champion appointed in all Zones to monitor on safety issues • Insufficient numbers of vendors • Unclear process of sub-contractors appointment • Vendors’ lack of awareness on daily reporting & CSQA • Lack of awareness and understanding on Kurang HIRADC/Safety Circular amongst Staff/Vendor. • Insufficient number of vendors’ team not according to requirement to execute work with proper work method • Safety first are not practiced by vendors • High volume of urgent projects • Insufficient number of TNB supervisors to monitor all ongoing projects • Increment of projects not align with capability & number of vendors • Reduce number of Safety NCR – towards net zero safety case & LTIF • Web-based CSQA & SQA • Increase knowledge and awareness on safety amongst staff & Vendor. • Impose penalty/ demerit/ charges to KKT & NTLSP.
Safety Initiatives Planning NO. INITIATIVES RESOURCES REQUIRED PIC EVALUATION & MONITORING PLATFORM FREQUENCY (X) KPI 1 Enforcement of SQE, SQA, CSQA • Present SQE/SQA to KJ review/HAD review (BAU) • CSQA update daily reporting (BAU) • Engagement Bersama HSE Cross AuditPermit Khas, SQE, SQA & CSQA (Inter-zon) • Champion/PI • KKB/KPB • Champion/PI • Dashboard Safety • Whatsapp Group • Semakan ditapak. • Monthly • Daily • Bi annually • Project Delivery 2 Enforcement of OKST’s roles and functions at sites • Briefing to all OKST/OBK by HSE. • Empowerment of OBK for Greenfield supervision • Cross Audit • Inter-zon • Champion/PI • PI • HSE AD HQ/ Champion • Webinar/Fizikal • Exec monitoring at site • Monitoring at site • Once • As required • Once • Project Delivery 3 Compliance with TNB procedures • Safety briefing by HSE for Vendor & staff TNB (Mac – Nov 2024) • Daily reporting using Whatsapp by PI subzone (BAU) • Audit store, tools and equipment, schedule waste management. • HIRADC revision • Compound/ Penalty/ demerit to contractors • Champion/PI • PI • KJ/Champion / PI • Champion/ HSE • KJ/HSE AD HQ/P&SC/ES • Webinar / Fizikal • Whatsapp Group • Site monitoring • Webinar • HSE Wallet/Dashboard AD • Once/zone • Daily • Bi-annual • As required • As required
NO. INITIATIVES RESOURCES REQUIRED PIC EVALUATION & MONITORING PLATFORM FREQUENCY (X) KPI 4 Safety Competency • Module/ Class Application & Certification (AP,QP, AGTES, CIDB,WAH,AESP) • CIDB validity through CIMS for all site worker • All staff • PI/Vendor • ILSAS/CIDB/NIOSH • CIMS • As required • As required • Project Delivery 5 Potential Incident • PI Explore Race Day/ PI Week/ PI Day (BAU) • Mega Explore Race • Reward to highest PI Report • PI • Champion • Dashboard PI • Dashboard PI • Once • Once • HISES 6 Project registration in CYBD and DOSH/JKKP • Refresher on CBYD to Vendor & TNB staff • Guidelines on Site Registration to DOSH/JKKP • Champion/PI/ Permit Manager • HSE, AD HQ • Webinar / Fizikal • Webinar • Once • Once • Project Delivery AGTES – Authorised Gas Tester Entry Supervisor AESP – Authorised Entrance Standby Person WAH – Working at Height CIDB CIMS – Centralized Information Management System Safety Initiatives Planning
Safety Annual Operating Plan INITIATIVES JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Initiative #1 • Engagement Bersama HSE Cross Audit SQE,SQA & CSQA (State/Subzone) Initiative #2 • Safety briefing by HSE for Vendor & staff TNB . • Internal Audit HSE • Audit store, tools and equipment, schedule waste management Initiative #3 • Compound/ Penalty/ demerit to contractors Plan Actual Initiative #4 • Module/ Class Application & Certification (AP,QP, AGTES,AESP, CIDB,WAH) Initiative #5 • PI Explore Race Day/ PI Day / PI Week • Mega Explore Race Initiative #6 • Refresher on CBYD to Vendor & TNB staff • Guidelines on Site Registration to DOSH/JKKP