Integrated DN Business Plan FY25-29

Likelihood (Probability of Risk occurring) Rare Unlikely Moderate Likely Almost Certain Below 5% chance of occurring 5% - 25% chance of occurring 25% - 50% chance of occurring 50% - 95% chance of occurring More than 95% chance of occurring 3. Potential Likelihood of Risk Happening SR 10 : Failure to mitigate physical risks caused by climate change Physical risk are the risk associated with weather and climate change which may cause financial and economic losses, along with physical losses and loss of lives. Physical risk can be either categorised as acute, which is related to extreme weather events or natural disasters, or chronic, which is associated with gradual shifts in climate. Global natural disasters, of which almost 60% were meteorological and climatological, have resulted in losses of around $5.2 trillion between 1980 and 2018, and these loss numbers are trending upwards. A utility like TNB is vulnerable to such physical risks, as our power assets are susceptible to extreme weather events such as floods, wildfires, storms and extreme precipitation. Likewise, TNB should also be prepared to deal with chronic physical risks that include rising sea levels, rising average temperatures and increased ocean acidification, which are by nature longer-term, but requires careful consideration and study to mitigate. Cause Mitigation Owner 1. Lack of awareness of climate-change related physical risks 1. Organize periodical awareness session with case studies of losses faced by other utilities CSO, CEO (SESB) 2. Provide training and certification for all key personnel on climate change risk management CPeO 3. Identifying key personnel and assigning them in groups that are related to climate change risk management CSO 2. Lack of leadership on managing climatechange impact 1. Initiate regular discussions on climate change impact at key meetings (e.g., SETC, JEK) CSO, CEO (SESB) 2. Establish climate-change risk mitigation as a KPI for core divisions which are most impacted MD (TPGSB), CGO, CDNO, CEO (SESB), CNEO, CSVO, CSO Physical Asset Risk Impact to EBIT Target FY25 RM8.88 bn Insignificant Minor Moderate Major Catastrophic Reduction of <5% of EBIT target Reduction of 5-10% of EBIT target Reduction of >10-20% of EBIT target Reduction of >20-30% of EBIT target Reduction of >30% of EBIT target 1. Risk Description 2. Potential Impact Arising from Risk 4. Risk Causes & Mitigations Legend: Gross Residual NOTE: Potential financial impact of this risk: • Total losses = ~RM1bn for all GenCo, Grid and DN assets (based on reinstatement plans' discussion of IMD with GenCo, Grid and DN during Kenyir landslide, which is currently the biggest climate change related incident experienced by TNB). Risk Owner : CGO, CDNO, MD (TPGSB) Mitigation Owners: All JEK1 , CEO (SESB) 1. All JEK: CEO, CFO, CRSMO, CSVO, MD TPGSB, CGO, CDNO, CReO, CPeO, CGBSO, CPO, CIO, CNEO, CSO and CoSEC 30 Chapter 7 Risks & Mitigation

Cause Mitigation Owner 3. Insufficient understanding of how the company is impacted by climate-change related physical risks 1. Identify and establish climate-change related physical risks affecting each BEs where appropriate All JEK1 , CEO (SESB) 2. Conduct group-wide scenario analysis to assess climate-change related physical risk exposure CSO, CGO, CDNO, MD (TPGSB), CNEO, CEO (SESB) 3. Conduct periodic climate-change impact and mitigation studies at BEs that are highly exposed to the risk MD (TPGSB), CGO, CDNO, CNEO, CEO (SESB) 4. Lack of systems and processes to manage climate change risks 1. Establish system to monitor climate change risk as part of organization’s risks to be monitored periodically e.g wear and tear/shorter lifecycle of assets due to hot weather and increase of frequency for O&M services required CSO, MD (TPGSB), CGO, CDNO, CNEO, CEO (SESB) 2. Establish processes to monitor environmental & meteorological parameters which affect the BEs CSO, MD (TPGSB), CGO, CDNO, CNEO, CEO (SESB) 5. Lack of funding to implement risk mitigation 1. Include climate-change mitigations into the regulatory period submissions CSO, CGO, CDNO, CReO, CEO (SESB) 2. Include budget for climate-change related mitigation in relevant Division’ annual budget MD (TPGSB), CGO, CDNO, CReO, CNEO, CFO, CEO (SESB) 6. Unavailability of competitive insurance cover 1. Ensure competitive insurance coverage is in place as a risk transfer mechanism CFO, MD (TPGSB), CEO (SESB) 4. Risk Causes & Mitigations SR 10 : Failure to mitigate physical risks caused by climate change 1. All JEK: CEO, CFO, CRSMO, CSVO, MD TPGSB, CGO, CDNO, CReO, CPeO, CGBSO, CPO, CIO, CNEO, CSO and CoSEC Physical Asset Risk 31 Chapter 7 Risks & Mitigation

Likelihood (Probability of Risk occurring) Rare Unlikely Moderate Likely Almost Certain Below 5% chance of occurring 5% - 25% chance of occurring 25% - 50% chance of occurring 50% - 95% chance of occurring More than 95% chance of occurring 3. Potential Likelihood of Risk Happening SR 11 : Disruptions to supply chain Supply chain disruptions have severe operational and financial consequences. It is crucial to address several key issues such as demand drops, demand surges by segment and supply shortages, inventory management challenges and reduced productivity. In addition, the supply chain disruption emerged among the greatest risks to business success and biggest threat to achieving strategic objectives. The Russia-Ukraine conflict, wider geopolitical implications and COVID-19 have compounded an already bleak global supply chain situation. Existing restrictions imposed on Russia and the potential for further restrictions continue to impact fuel costs, contributing to the wider supply chain crisis. As a utility company, TNB will be much affected by the fluctuation in pricing and disruptions to supplies; which may bring down our ability to provide efficient, reliable and safe electricity to consumers. Supply Chain Impact to EBIT Target FY25 RM8.88 bn Insignificant Minor Moderate Major Catastrophic Reduction of <5% of EBIT target Reduction of 5-10% of EBIT target Reduction of >10-20% of EBIT target Reduction of >20-30% of EBIT target Reduction of >30% of EBIT target 1. Risk Description 2. Potential Impact Arising from Risk 4. Risk Causes & Mitigations Legend: Gross Residual Risk Owner : CPO Mitigation Owners: All JEK1 , MD (TNBF) Cause Mitigation Owner 1. Event causing disruption to critical supply chain e.g., economic trade war, war, fluctuation in supply/demand etc. 1. Conduct pre-qualification exercise to identify new potential and reliable fuel suppliers MD (TNBF) 2. Diversify fuel suppliers based on established guideline to reduce over-reliance on any single country or supplier MD (TNBF) 3. Widen the range of coal specifications in the latest Coal Supply and Transportation Agreement (CSTA) for the flexibility of coal procurement MD (TNBF) 4. Establish obtainable supply source and contracts for alternative fuel e.g., distillate fuel MD (TNBF) 5. Preempt potential supply disruptions through frequent monitoring and timely interactions with foreign stakeholders & regulators (e.g., for Indonesian coal: stakeholders include Indonesian Ministry of Trade (Kemendag), Indonesian Coal Mining Association (ICMA) and etc.) MD (TNBF) 6. Establish P&SC Business Continuity Plan and collaborate/engage with key industrial suppliers according to historical performance CPO 7. Continuously monitor all key suppliers to avoid disruptions caused by performance issues and financial issues CPO 8. Develop vendor and supplier digital profiling CPO Note: • During Ukraine war (Feb 2022), for coal and gas, total cost increased by 86% (2022 vs 2019: war vs normal years) • If all coal to be bought from Australia instead of normal supply from Indonesia, it will incurred additional (freight cost) ~RM800mn to TNB = 9% of RM8.88bn EBIT by FY2025 1. All JEK: CEO, CFO, CRSMO, CSVO, MD TPGSB, CGO, CDNO, CReO, CPeO, CGBSO, CPO, CIO, CNEO, CSO and CoSEC 32 Chapter 7 Risks & Mitigation

Cause Mitigation Owner 2. No visibility into supply chain eco-system 1. Establish dedicated team to anticipate changes and/or disruptions to supply chains CPO 2. Leverage on data to maximize visibility into demand, inventory, capacity, supply and finances across the supply chain in the company CPO 3. On-board new suppliers and gain early visibility into any risk factors that might hinder production, leadtimes, initial performance, etc. CPO, CSO 3. Interruption in delivering equipment/products due to certain restriction e.g Movement Control Order (MCO), obstruction of Suez Canal’s traffic 1. Ensure knowledge transfer in terms of projects, equipment and tools know-how to reduce dependency on service providers/provider All JEK1 2. Establish database of alternate supplier for all equipment, especially for critical equipment/product CPO 3. Explore alternative and being flexible/adaptive to innovative products to ensure business continuity e.g leverage on alternative equipment/products All JEK1 4. Monitor performance affected by delay in materials supplies e.g. interest during construction (IDC) and GSL penalty CGO, CDNO, MD (TPGSB) 4. Unknown unethical activities conducted by suppliers 1. Execute background checks prior to appointing service provider All JEK1 2. Establish and practise supplier code of ethics CPO 4. Risk Causes & Mitigations SR 11 : Disruptions to supply chain Supply Chain 1. All JEK: CEO, CFO, CRSMO, CSVO, MD TPGSB, CGO, CDNO, CReO, CPeO, CGBSO, CPO, CIO, CNEO, CSO and CoSEC 33 Chapter 7 Risks & Mitigation

105 Refer to Appendix: DNFA AOP FY25 Implementation Plan Chapter 8 Implementation plan 8.1 & 8.2: Implementation Plan

1 Includes Other Regulatory Adjustments (ORA) 2 Assumes tax = 24% for FY24-29 and FY24 finance cost similar as FY25 3 Higher PAT recorded due to higher capital allowance 106 Source: RRM RP3 approval, BP Finance DN, DN IBR&C, DN AM, team analysis, DN RT2.0 documents Chapter 9 Financial projections +5% p.a. 31% 25% 30% 28% 25% 32% 29% Total Revenue RM mn EBIT RM mn RORAB % Base case 2,593 2,469 3,514 3,276 3,038 4,221 3,901 7.1% 6.0% 8.7% 7.7% 6.0% 8.8% 7.5% XX% EBIT margin Other income 1 Tariff revenue 2023 Actual 2024F 2025F 2026F 2027F 2028F 2029F 2023 Actual 2024F 2025F 2026F 2027F 2028F 2029F +7% p.a. Financial projections overview 9,633 9,784 11,357 11,540 11,860 12,953 13,237 282 279 303 308 313 313 313 2023 Actual 2024F 2025F 2026F 2027F 2028F 2029F 9,915 10,063 11,660 11,848 12,173 13,266 13,550 PAT2 RM mn 2,224 1,609 2,404 2,230 2,039 2,927 2,682 2023 Actual3 2024F 2025F 2026F 2027F 2028F 2029F +3% p.a. 9.1: Projected EBIT & PAT for FY25-29 and other targets

107 LTIF Score Smart meter installations (AMI) % of 9.1 mn Smart Grid Index Score (%) Future Workforce Customer & Technological leadership Sustainability 71% 79% 71% 80% 89% 89% 91% 91% ▪ Aspire top 20 global rank by 2029 ▪ Installations for 8.4 mn smart meters to be completed by 2029 based on 800k meter installation p.a. from 2025-2029 (RP4 base case CAPEX scenario) ▪ Completed installations as of 2023 at 3.55 mn (39%) 1 DN appointed UNITEN as a third-party evaluator to conduct the SGI assessment as SP Group took a pause to enhance the SGI criteria for future use (2023 Target: 73%) 2 Projection changed from the previous biz plan due to SGI criteria addition by SP Group for 2024 onwards and the projection up to 2029 is with assumption there is no criteria changes from 2024; A = Actual Chapter 9 Financial projections 2022A 2023A1 20242 2025 Other targets 2026 2027 2028 2029 0.77 0.70 1.00 1.00 1.00 1.00 1.00 1.00 2022A 2023A 2024 2025 2026 2027 2028 2029 29% 39% 49% 58% 66% 75% 84% 93% 2022A 2023A 2024 2025 2026 2027 2028 2029 ▪ Aspire to achieve zero fatality cases on top of LTIF score 9.1: Projected EBIT & PAT for FY25-29 and other targets

108 1 FY24 EBIT is based on DN EBIT KPI 2024 UMT proposal 2 Includes OPEX (UPOX) & LTIP 3 Includes UPOX 4 Allocation from Retained at Corporate OPEX and Ex-gratia are included in EBIT KPI 2024 5 IBR OPEX proposal is based on BST model starting from IBR RP4 (i.e. not based on OPEX categories) 6 Based on approved RRM RP3 & Forecast RRM RP4 Source: DN P&L Dec 2023, RRM RP3 approval, BP Finance DN, DN IBR&C, DN RT2.0 Documents, team analysis EBIT, RM bn Cost, RM mn Revenue, RM bn Depreciation, RM mn Demand, ‘000 TWh 2.59 2.47 3.51 3.28 3.04 4.22 3.90 +7% p.a. RORAB, % 7.1 6.0 8.7 7.7 6.0 8.8 7.5 R&M costs, RM mn Tariff, sen / kWh CCC, RM mn Staff cost, RM mn Other income (including ORA), RM mn Other General Expenses, RM mn RAB for generating revenue, RM bn 116 118 126 128 132 135 138 +3% p.a. 4,080 4,141 4,394 4,574 4,773 4,394 4,574 +2% p.a. 9.92 10.06 11.66 11.85 12.17 13.27 13.55 +5% p.a. 3,250 3,453 3,752 3,998 4,362 4,651 5,075 +8% p.a. 282 279 303 308 313 313 313 1,150 1,172 34.96 36.03 38.77 41.05 43.43 45.71 48.23 2023 24 25 26 27 28 2029 +6% p.a. - X + + + + CAPEX6 , RM mn = - 2023 24 25 26 27 28 2029 +9% p.a. Allocation from Retained at Corporate OPEX + Ex-gratia4 , RM mn + 0 52 0 0 0 0 0 4,415 4,481 5,939 6,394 6,707 6,848 7,372 1,981 1,892 468 512 432 513 2023 24 25 26 27 28 2029 2023 24 25 26 27 28 2029 2023 24 25 26 27 28 2029 2023 24 25 26 27 28 2029 2023 24 2023 24 2023 24 2023 24 2023 24 25 26 27 28 2029 24 27 28 3 20232 25 26 2029 2023 24 25 26 27 28 2029 24 27 28 1 2023 25 26 2029 8.28 8.28 8.99 8.99 8.99 9.61 9.61 +8.7%. +6.9%. BST Cost5 , RM mn 4,394 4,574 4,773 4,394 4,574 2025 26 27 28 29 + Chapter 9 Financial projections 9.2: CAPEX & OPEX Requirement for FY25 FY23–29 EBIT value driver tree: CAPEX & OPEX Requirement for FY25

109 ▪ Full DN Business Plan & Annual Operating Plan ▪ Appendices – DNFA AOP FY25 & SU 2030 Initiatives Contents

110 DNFA AOP FY25

111 1. Climate Change and Energy Efficiency DNFA AOP FY2025

Risk Cause Control Target Status Customer reluctance to accept smart meter installations • Customer health and safety concerns • Customer perception and expectations • Possible meter tampering issues • Review meter deployment strategy to minimise close interactions with customer. • Educate customers and liaise with relevant authorities / bodies to address perceptions and manage expectations (high bill, health and safety, smart meter benefits, installer identification). • Introduce elements addressing meter accuracy and possible energy theft cases into meter installation SOP. Dec-25 Unable to meet daily meter read performance level • Meters not functioning o Customer remove cut-out o Meter defect • Network related issues • System / Solution issues • Installed meters have "Bahaya" stickers to discourage customers from disabling meters. • Network design and meter deployment planning to be done together and in alignment with each other to get required mesh. • Implement Validation, Estimation and Editing (VEE) to identify and resolve missing meter reads and data synchronization issues. Dec-25 Delay in meter delivery • Shortage of Trilliant Communication Module (TCM) • Worldwide shortage of meter components • Delay progress on COI (Certification Of Integration) • Firmware Issue Post deployment • Active monitoring to trigger purchase for additional TCMs • Impose contractual actions toward meter vendors. • To create monthly buffer stock and warehouse capacity. • To diversify meter brand and increase total number of meter supplier vendors. • To shorten the period of new meter brand onboarding process • To focus on existing reliable meter supplier Dec-25 Delay in launch of benefits of smart meters to internal and external customers • Changes in customer benefit features based on constant feedback from Customer, Retail, ST • Pending approval from regulators. • Overall system readiness to support the volume and features of the proposed customer benefits. • To launch basic features of the customer benefits with multiple iteration in the future. • To conduct regular syndication meeting with retail/regulatory to update the progress of the customer offering. • To consistently monitor the system performance. • To conduct periodic assessment of the systems performance and capacity in identifying the upgrades required. Dec-25 Unable to install meters • Situations beyond installer control (KIVs): o Temporary obstacle, no electrical supply, premise not found, unsafe / unauthorized working conditions,appointment required,uncooperative customer, inaccessible panel, faulty meter, temporary supply, abandoned building, meter ageing,meter tampering •Installertoolandequipmentrelated• Introduced KIV approach o KIV taskforce activities: o Re-engage Residential Association / Management Office / Join Management Body to reduce • Develop lookahead plan for tools and equipment needs that take into account equipment calibration requirements and cycles. Dec-25 2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 Advanced Metering Infrastructure (AMI) 1 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status 1. To roll out 800,000 meters in Selangor, Penang and Johor RP4 in FY2025 To install 203,025 smart meters in Selangor, Penang and Johor RP4 in FY2025 Mar-25 To install 404,025 smart meters in Selangor, Penang and Johor RP4 in FY2025 Jun-25 To install 605,025 smart meters in Selangor, Penang and Johor RP4 in FY2025 Sep-25 To install 800,000 smart meters in Selangor, Penang and Johor RP4 in FY2025 Dec-25 2. Smart Meter users are enabled for auto billed from total smart meter installed To enable 4,653,283 (planned eligible meters) in FY2025 As at 31 Jan 2025: xx meters enabled (0% achievement) of xx (planned) eligible meter. Dec-25 3. Network Equipment To install 400 network equipment in Selangor, Penang and Johor As of 31 Jan 2025: xx equipment installed (xx%) Dec-25 4. CAPEX Utilization Planned Budget Utilization FY2025 is RM808.4mil As of 31 Jan 2025: Actual RMxxmil (xx%) Dec-25 9% 17% 26% 35% 44% 52% 61% 70% 78% 86% 93% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual 9% 17% 25% 34% 42% 51% 59% 67% 76% 84% 92% 100% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual Planned = RM64.68mil Actual = RM0mil Utilization = 0% Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 • To install 2.4 million meters under IBR RP4 with approved budget of RM2,507.6mil in remaining Selangor, Penang, Johor, Perak, Kedah and East Coast Capital. • To install 800,000 meters with budget of RM808.4mil by Dec 2025 in remaining Selaagor, Penang and Johor.

Advanced Metering Infrastructure (AMI) 1 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. Description Units ESG Pillar VC Type Beneficiary Baseline (Before Initiative) FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 1. NTL Avoidance : Average of RM91/customer (nationwide) • RM E Losses avoidance DN 322.51 36.40 182.00 254.80 327.60 327.60 2. Avoidance of conventional replacement based on 15 years asset life at RM315/meter (6.7% from total meter installed) • RM G Cost Avoidance DN 18.85 16.78 33.57 50.35 67.13 83.92 3. Avoidance of RE meter installation under NEMS @ RM1,500/meter • RM G Cost Avoidance DN 0.65 0.30 0.90 1.50 2.10 2.70 4. Avoided cost of customer calling for billing inquiry @ RM6/call (not reflected in P&L as call center will still be in operation) • RM G Cost Avoidance DN - 0.16 0.47 0.78 1.09 1.40 5. Energy consumption savings @ 1% reduction from average annual bill of RM1,727 • RM E Energy Efficiency Customer - 6.91 21.14 35.94 51.32 67.30 6. Value Creation (VC)

1 AMI 2022 2023 2024 2025 2026 2027 2028 2029 Dec 86% 76% B C D E I X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X Actual achievement DNFA No.1: Advanced Metering Infrastructure (AMI) End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) A Advanced Metering Infrastructure (AMI) A B C D E F A 1 Successful Roll Out in Melaka for 300,000 meters (Aug-2020) Rollout 838,830 meters for Klang Valley , Johor, Penang & Ipoh (Dec-22) Rollout 800,000 meters for Klang Valley, Johor & Penang (Dec-25) Rollout 888,000 meters for Klang Valley, Johor & Penang (Dec-24) Roll Out in Klang Valley and selected area in Ipoh, Langkawi & Kuala Nerang for 1.5 million meters (Dec-2021) Rollout 873,740 meters for Klang Valley, Johor & Penang (Dec-23) G H I Rollout 800,000 meters for Johor & Perak (Dec-26) Rollout 800,000 meters for Perak, Kedah & East Coast Capital (Dec-27) Installation of Smart Meter for nationwide, targeted to complete in RP5. Total 2.1 million meters to be completed (Dec-29) F G H

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00% J F M A M J J A S O N D % Plan CAPEX 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% J F M A M J J A S O N D % Planned MVAR % Actual MVAR 2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 Volt Var Optimization (VVO) 2 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status Reactive Power Device Installation • LVGM Capacitor Bank (20/100 unit) • LVPT Capacitor Bank (100/1000 unit) Apr 25 • LVGM Capacitor Bank (40/100 unit) • LVPT Capacitor Bank (400/1000 unit) • MVGM Capacitor Bank (3/14 unit) Jul 25 • LVGM Capacitor Bank (60/100 unit) • LVPT Capacitor Bank (700/1000 unit) • MVGM Capacitor Bank (8/14 unit) Oct 25 • LVGM Capacitor Bank (100/100 unit) • LVPT Capacitor Bank (1000/1000 unit) • MVGM Capacitor Bank (14/14 unit) Dec 25 Pilot VVO (Subjective to ST Approval) • Procurement of required service and material (40%) Jul 25 • Installation and commissioning of hardware and communication device (40%) Oct 25 • ICT system integration (10%) Dec 25 • Commissioning of Control Via ADMS (10%) Dec 25 Risk Cause Control Target Status Delay in commissioning of Pilot Volt Var Optimization Site • Extensive ICT cybersecurity requirements that require to be met before equipment can be linked to SCADA Master • Delay in key material component such as Communication Device. • Integration with DTM meter • Initiate staggered stages of ICT CSRA and VA assessment prior before project commencement. • Engagement with ICT personnel on CSRA and VA requirement prior to project execution • To selectively commission the communication system in stages while complying to relevant ICT requirement Apr 25 Jul 25 Delay in Reactive Power Roadmap Deployment • Delay in equipment arrival • Insufficient location for Capacitor Bank deployment due to site constraints • Project Team has initiated Procurement Request for material in FY2024 for Capacitor Banks. • On-going discussion with PQ&EE Team to initiate outdoor LVGM Capacitor Bank Specification Jun 25 CAPEX Underutilization • Delay in overall project delivery • Delay in material arrival • Procurement for Capacitor Bank related materials are currently underway for FY2025 for Capacitor Bank materials. • Procurement will begin for Voltage Control portion only upon approval by ST for relevant required budget. Apr 25 Planned = RM 40.98 Mil Actual = RM0 Utilization = 0% Planned = 100% Actual = 0% Project Delivery Index (PDI) = for 140MVAr • Project Overview : To conduct initiatives to further improve and enhance losses optimization initiatives in Distribution Network through reactive power compensation and voltage control while ensuring voltage remains within regulation limits • Key deliverables / Outcomes for FY2025: • The continuation of Reactive Power Compensation Roadmap through deployment of 140MVAr • Execution of 1 Pilot Site for extensive voltage and reactive power control through ADMS 0% 20% 40% 60% 80% 100% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Planned percentage Actual Percentage

Volt Var Optimization (VVO) 2 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. Description Units ESG Pillar VC Type Beneficiary Baseline (Before Initiative) FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 1 Technical Losses Savings (Reactive Management Roadmap) • kWh • RM E Losses Savings DN NA • 2.1 GWh • RM 0.887 Mil • 3.1 GWh • RM 2.091 Mil • 3.8 GWh • RM 2.5 Mil • 7.6GWh • RM 3.3 Mil • 7.6GWh • RM 3.3 Mil 2 Network Capacity Release • RM E CAPEX Prudency DN NA RM 2.4 Mil RM 1.54 Mil RM 0.9 Mil - - 3 Network Capacity Deferment • RM E Cost Avoidance GRID NA RM 8.5 Mil RM 4.5 Mil - - - 4 Conservation of Voltage Reduction • RM • GWh ESG Energy Saving DN & Customer NA 1.314GWh 4 GWh 6 GWh 8.3 GWh 8.3 GWh 5 Risk Avoidance from Overvoltage for Customers • RM S & G Risk Avoidance DN & Customer NA RM 0.3 Mil RM 0.8 Mil RM 1.3 Mil RM 1.3 Mil RM 1.3 Mil 6. Value Creation (VC)

VVO 1 (Reactive Roadmap) 2022 2023 2024 2025 2026 2027 2028 2029 Jan 75% 68.3 B C D X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X Actual achievement DNFA No.2: Volt Var Optimization (VVO) End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) A A Volt-VAR Optimization (VVO) Procurement, Installation, Testing and Commissioning of 140MVAR (Dec-23) A Procurement, Installation, Testing and Commissioning of 140MVAR (Dec-22) B C D 2 H E F G Procurement, Installation, Testing and Commissioning of 140MVAR (Dec-24) Procurement, Installation, Testing and Commissioning of 140MVAR (Dec-25) I Procurement, Installation, Testing and Commissioning of 70MVAR (Dec-26) VVO Voltage Control Melaka Implementation (Dec- 29) 2 VVO (Voltage Control) 100% VVO Voltage Control Pilot Site 1 (Dec- 26) VVO Voltage Control Pilot Site 1 (Dec- 27) VVO Voltage Control Pilot Site 1 (Dec- 25) E F G H I

2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 Advanced Distribution Management System(ADMS) 3 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status ADMS Project ADMS Parallel Run Jul-25 Common Information Model(CIM) Enhancement Integration & Migration Nov-25 Distributed Energy Resources Management System(DERMS) Enhancement Nov-25 Volt-Var Optimization(VVO) Enhancement Nov-25 ADMS Maintenance Nov-25 Dense Wavelength Division Multiplexing(DWDM) High Speed Fiber Connectivity Between RO1 & RO2 Nov-25 Risk Cause Control Target Status System Failure After Commissioning • Network readiness form control center to control center backup system • Vendors warranty & maintenance support • Hot standby (both RCC back up each other) 2025 - 2029 Low System Utilisation • Resistance from users to migrate from legacy system to new system • Syndication & engagement with stakeholders 2025 - 2029 System Reliability & Efficiency • Hardware & Software failure • Annual maintenance contract • Software Upgrade • Hardware Upgrade 2025 - 2029 Delay in project delivery • Network model from GIS is not ready • Readiness of other system to integrate with ADMS • Continuous monitoring on project progress and status via monthly SITREP • Weekly meeting 2024-2025 Delay in System Migration • Installation of Tele-Control Gateway is not completed. • Disturbance of current RTU when connected to the new master system. • Data network model discrepancies between ADMS with PSI Master System • Establish migration sub-committee to address migration issues and to prepare contingency / Fail-over Plan. (eg. System Parallel Run) • GIS to develop business process for network model updating 2024-2025 8% 14% 21% 28% 36% 45% 55% 65% 75% 84% 93% 100% 6% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual 4% 10% 19% 23% 33% 42% 54% 62% 73% 82% 89% 100% 3.4% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual Planned = RM30.30mil Actual = RM0.00mil Utilization = 0.0 % Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 • The ADMS project driver is to address the aging SCADA Master System equipment in accordance to its design, manage current & future distribution network (mission critical) & addresses new & integrated solutions CGIS, Renewables, Voltage-VAR Optimization • The replacement will also address the need to address cybersecurity challenges in the Operational Technology (SCADA systems) coupled with Information technology (ICT systems), addressing the DERMS integration and implanting NETR initiatives.

Advanced Distribution Management System(ADMS) 3 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. Description Units ESG Pillar VC Type Beneficiary Baseline (Before Initiative) FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 1. Reduction of Technical Losses (AFOR) • RM E & G Cost-Saving DN No Value* 0.386 M 0.386 M 0.386 M 0.386 M 0.386 M 2. Avoided Cost of Current DMS (Upgrade & Maintenance) • RM E & G CostAvoidance DN No Value* 3.864 M 3.864 M 3.864 M 3.864 M 3.864 M 3. Avoided Cost of DOMS Upgrade • RM E & G CostAvoidance DN No Value* 0.850 M 0.850 M 0.850 M 0.850 M 0.850 M 4. Control Centre Consolidation • RM E & G Cost-Saving DN No Value* 2.241 M 2.241 M 2.241 M 2.241 M 2.241 M 5. Field Crew Efficiency • RM E Productivity DN No Value* 2.921 M 2.921 M 2.921 M 2.921 M 2.921 M 6. Improvement of SAIDI • RM E Customer Value Customers No Value* 4.404 M 4.404 M 4.404 M 4.404 M 4.404 M 6. Value Creation (VC) *Value calculated by Consultant based on the business case and submission for RP. **RM 14.66 M VC created each year

3 ADMS 2022 2023 2024 2025 2026 2027 2028 2029 X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X Actual achievement DNFA No.3: Advanced Distribution Management System(ADMS) End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) ADMS BTC approved Memo to Award the tender (Apr 2019) Tender Award/ Contract sign (Dec 2019) Design preparation & review (Feb 2020 - Nov 2020) Network Model Building (Mar 2020 – Oct 2023) Integrations and Customizations Development (Sept 2021 - Mac 2023) Site Acceptance Test (Apr – July 2023) Parallel Run (April 2024 - Oct 2024) System Shipment (Aug 2021) System Installation (Sep 2021 – Jun 2022) A B C D E F G J K S L 3 Status Renovation (Handover) RO1 (NLDC, Bangsar) (Jun 2022) Status Renovation (Handover) (Seberang Jaya, Penang) (Jun 2022) Post SAT Training (October 24) Dual In-line Master Monitoring (May - Nov 2023) * DSO relocation M N O P Cutover / System Commissioning (May 2024) * accepted by DSO Q Factory Acceptance Testing (Jun 2021 - July 2021) Trainings (Jun – Aug 2021) H I R Point to Point Test ( July - Nov 2023) Pre SAT Training (Dec 2022) Pre DiMM (Dec 2022) ADMS Parallel Run 2 (Jul 2025) DERMS Enhancement (Nov 2025) DWDM Connectivity (Nov 2025) ADMS Maintenance (Nov 2025) CIM Enhancement Integration & Migration (Nov 2025) VVO Enhancement (Nov 2025) T U V W X Y ADMS 1st Z Upgrade (Nov 2026) Installation & Configuration for ADMS Disaster Recovery BCC (Nov 2026) LV Network Integration (Nov 2027) ADMS Functionality & Infrastructure Enhancement for RO1, RO2 & TCGs (Nov 2027) ADMS Energy Transition (Nov 2027) ADMS Maintenance (Nov 2026) Transformation of OMS (Nov 2027) AA AB AC AD AE AF AG ADMS Maintenance (Nov 2027) ADMS Maintenance (Nov 2028) ADMS Maintenance (Nov 2029) AH AI T U V W X Y Z AA AB AC AD AE AF AG I AH AI J Mac K L M N O P Q R S I J K L M N O Q

5% 10% 20% 28% 36% 47% 57% 67% 79% 87% 93% 100% 0% 0% 20% 40% 60% 80% 100% 120% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Planned Disbursement (DA) Actual Utilisation (DA) % 4% 12% 20% 30% 40% 50% 58% 67% 75% 83% 92% 100% 0% 0% 20% 40% 60% 80% 100% 120% J A N- 2 5 F E B - 2 5 M A R - 2 5 A P R - 2 5 M A Y - 2 5 J U N- 2 5 J U L - 2 5 A U G- 2 5 S E P - 2 5 O C T - 2 5 N O V - 2 5 D E C - 2 5 PLAN MILESTONE ACTUAL MILESTONE 2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 Distribution Automation (DA) 4 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Planned = RM13.1mil Actual = RM0mil Utilization = 0 % Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 Risk Cause Control Target Status Delay in project completion • Delay in delivery & installation of communication equipment. • Shortage of MRMU & RMU R/L • Shortage of 30Vdc BC • Shortage of RTU; Delay in DA Integrated Contracts • Ensure regular meetings with ICT to ensure delivery & installation is as planned. • Engagements with P&SC to secure MRMU (Indkom) for DA & allocate certain portion RMU R/L for DA Project. Dec 25 Inadvertent tripping during project implementation • Incompetent staff & contractor • Conduct In-house training, Toolbox talk & training for contractor. Dec 25 Control or monitoring facility for substation failed after commissioned • Equipment failure • Conduct rigorous product Inspections. Dec 25 Underutilized CAPEX utilization DA for IBR RP3 • Cancellation of Universal Head End System (UHES) contract & Delay of Integrated tender • New contract for EHES, New integrated contract in the procurement process. Dec 25 • Provide real time management of network operations in Distribution System • To equip all distribution network substations with Distribution Automation (DA) facilities by 2034 • Distribution Automation (DA) integrates with field equipment technologies enabled remote monitoring & control will increases supply reliability to various sectors of customers. • Focuses mainly in highly-sensitive & important areas, Central Business Districts (CDBs) & Industrial zones in major cities. Key Activity Milestone Target Status 1. To install & commission DA facilities at 11kV substations To install 982 substations with DA facilities Mar-25 To install 2,455 substations with DA facilities Jun-25 To install 3,682 substations with DA facilities Sep-25 To install 4,909 substations with DA facilities Dec-25 2. Data Concentrated Unit (DCU) To install & commission Data Concentrated Unit (DCU) upgrade for Single Sim Router (SSR) installation. Jun-25 3. Universal Head End System (UHES) To Install & commission Universal Head End System (UHES) for Dual Sim Router (DSR) installation Jun-25 4. Medium Communication To install 6,086 unit communication router (DSR & SSR) As of 31 Jan 2025: 0 equipment installed (0%) Dec-25 5. CAPEX Utilization Planned Budget Utilization FY2025 is RM262million As of 31 Jan 2025: Actual RM0 mil (0%) Dec-25

Distribution Automation (DA) 4 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay 6. Value Creation (VC) No. Description Units ESG Pillar VC Type Beneficiary Baseline FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target (Before Initiative) 1 Reduction in unserved energy • RM G Cost Avoidance Customer & DN 214mil 274mil 327mil 344mil 327mil *from CBA RP2, RP3 & RP4 (proposal) 2 Crew Cost Savings • RM G Cost Savings DN 0.139mil 0.185mil 0.226mil 0.239mil 0.228mil *from CBA RP2, RP3 & RP4 (proposal) 3 Reduction in carbon emission • tCO2e E Improve environmental sustainability Nation 11.1 12.3 13.5 14.6 15.8 4 Job Creation - Installation Teams - Manufacturing Company staff count • No. of headcounts (Installation teams, manufacturers, contractors) S Improve employment opportunities Nation 944 944 944 1,090 1,090

4 DA 2022 2023 2024 2025 2026 2027 2028 2029 40% 48% X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X Actual achievement DNFA No.4: Distribution Automation (DA) End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) A DA 25% DA Penetration from total substations (Dec 2021) 29% DA Penetration from total substations (Dec 2022) 33% DA Penetration from total substations (Dec 2023) 40% DA Penetration from total substations (Dec 2024) 4 48% DA Penetration from total substations (Dec 2025) 55% DA Penetration from total substations (Dec 2026) 62% DA Penetration from total substations (Dec 2027) 70% DA Penetration from total substations (Dec 2028) A B C D E F G H Jan 25 A B C D E F G H I 77% DA Penetration from total substations (Dec 2029) I

2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 SMART WORK & ASSET TOTAL SOLUTIONS (SWATS) 5 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status 1. MCMS (11kV Module) Roll Out Metro Jul 25 Roll Out East Aug 25 Roll Out North Dec 25 2. MCMS (Civil Module) Award & Kick Off Apr 25 3. iCPP LV System Go Live May 25 Roll Out S1, S2, C1 & C2 Jun 25 Roll Out E1, N1 & N2 Dec 25 4. MLAM 2.0 Roll Out North – 33kV Module Mar 25 Roll Out Central – 11kV Module Jun 25 Roll Out Central – SAVR Module Jun 25 5. TEIS 3.0 Roll Out Southern Aug 25 Roll Out Eastern Oct 25 6. SLAMS System Go Live Nov 25 7. MDCT Roll Out East (Terengganu & Kelantan) May 25 Roll Out North (Perak & Kedah) Nov 25 8. MVORR Roll Out Selangor Mar 25 Roll Out Kelantan Jul 25 Roll Out Melaka & Negeri Sembilan Dec 25 9. MSFM Roll Out S1, S2, E1, N1 Oct 25 10. SBU AD Dashboard Go Live Dec 25 11. iWAMS End to End Process Optimization & Design for IWAMS Development Dec 25 Prototype Showcase to ST (Maintenance Module) Oct 25 13% 13% 14% 18% 20% 36% 40% 46% 59% 62% 70% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 Plan Actual *Planned (2025 – 2027) = RM185.72 mil Planned 2025 = RM 59.37 mil Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 Risk Cause Control Target Status Delay in project delivery & roll out activity a) System developer capabilities to develop system according to requirements b) Changes of requirement by business process owner during system testing c) Dependency on other systems integration a) To include experienced SME, Functional Analyst and Change Manager as part of mandatory requirements in tender document b) To ensure BRD are thoroughly check & get through by BPO before sign off c) To consolidate in master timeline after kick off and to sync development with all related systems Dec 25 Under utilization of system solution (After Go-Live) a) System not updated in the PSI/ Polisi/Arahan Pengurusan b) Low IT Infrastructure performance leads to delay in Change Request/ Enhancement/ issues fixing c) Incomplete/ insufficient/ corrupted data a) Engage with BPO to update and establish PSI/ Polisi/Arahan Pengurusan for better enforcement b) Continous monitoring with BPO, ICT and to proceed with necessary action if needed and continous monitoring with ICT during sync up meeting c) Monthly report to BPO on system utilization Dec 25 • Since the establishment of Smart Work & Total Asset Solutions (SWATS) in 2014, Distribution Network has experienced a transformed operation processes by leveraging on technologies on enterprise asset management systems and mobile solutions to sustainably manage assets, associated performance, risks and expenditures. Listed under DN Smart Utility Projects, designed to modernize the distribution network and support the energy transformation towards enabling Smart Utility capabilities in realising SP 2050 aspirations • Objectives : To establish and enhance the work and asset management system (comprises of work management, asset management, mobile field force & management dashboard) by digitalizing, simplifying and automating the manual business processes by leveraging on digital platform and mobile applications to provide an end-to-end solutions to the whole DN value chain. • Deliverable FY2025 : Continuation of RP3 projects & IWAMS implementation *Based on RP4 submission to IBR

SMART WORK & ASSET TOTAL SOLUTIONS (SWATS) based on actual average VC 2021 - 2023 5 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No Description Units ESG Pillar VC Type Beneficiary Baseline (Before Initiative) FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 1. Office Consumable Saving • RM E Cost Paper Savings (OPEX) DN 6.30 mil 6.49 mil 6.68 mil 6.89 mil 7.091 mil 2. Communication Saving • RM E Communication Cost Savings (OPEX) DN 88,274,753 90,922,996 93,650,686 96,460,206 99,354,013 1.55 mil 1.60 mil 1.65 mil 1.70 mil 1.75 mil 3. Staff Cost Optimization Saving • RM E Productivity DN 16.5 mil 17.0 mil 17.6 mil 18.1 mil 18.6mil 4. Water Saved • Liters E Cost Saving (OPEX) Nation 88.27mil 90.92mil 93.65mil 96.46mil 99.35mil 5. Trees Saved • No. of trees E Cost Saving (OPEX) Nation 1576 1623 1672 1722 1774 6. Job Creation • No. of local companies (contractors) • No. of headcounts (contractors & TNB new staff) S Social Benefit Nation • 8 no. of vendors • 151 no. of headcounts • 10 no. of vendors • 176 no. of headcounts • 10 no. of vendors • 176 no. of headcounts • 7 no. of vendors • 164 no. of headcounts • 6 no. of vendors • 85 no. of headcounts • 6 no. of vendors • 55 no. of headcounts 7. Employees’ Training • XX training hours/ employee/year S Social Benefit TNB • 4 session/6 training hours/employee/y ear • SWATS : 36 staff • ICT : 32 staff • Total : 68 staff x 2 session x 2 days x 6hour : 1,632 hour • User : 3840 user • Total : 3840 user x 4 session x 2 days x 6 hour : 184,320 hour • 4 session/6 training hours/employee/year • SWATS : 36 staff • ICT : 32 staff • Total : 68 staff x 2 session x 2 days x 6hour : 1,632 hour • User : 3840 user • Total : 3840 user x 4 session x 2 days x 6 hour : 184,320 hour • 4 session/6 training hours/employee/yea r • SWATS : 36 staff • ICT : 32 staff • Total : 68 staff x 2 session x 2 days x 6hour : 1,632 hour • User : 3840 user • Total : 3840 user x 4 session x 2 days x 6 hour : 184,320 hour • 4 session/6 training hours/employee/ye ar • SWATS : 36 staff • ICT : 32 staff • Total : 68 staff x 2 session x 2 days x 6hour : 1,632 hour • User : 3840 user • Total : 3840 user x 4 session x 2 days x 6 hour : 184,320 hour • 4 session/6 training hours/employee/y ear • SWATS : 36 staff • ICT : 32 staff • Total : 68 staff x 2 session x 2 days x 6hour : 1,632 hour • User : 3840 user • Total : 3840 user x 4 session x 2 days x 6 hour : 184,320 hour • 4 session/6 training hours/employee/ye ar • SWATS : 36 staff • ICT : 32 staff • Total : 68 staff x 2 session x 2 days x 6hour : 1,632 hour • User : 3840 user • Total : 3840 user x 4 session x 2 days x 6 hour : 184,320 hour 6. Value Creation (VC)

5 SWATS 2022 2023 2024 2025 2026 2027 2028 2029 X V Z Smart Work & Asset Total Solutions (SWATS) X G U 5 Z APRIL 53% Y W 1A 1B 1C 1D 1E 1F 1L 1G 1H 1I 1J 1K 1M 1N 1O 1P 1Q 1R 1S 1T 1U 1B 1W 100 % A B C D E F G H I J K M N O P Q R S T L ICPP – Go Live(Pilot-Seremban & Rawang) Jun-22 CALBOT - Go Live (Nationwide) Oct-22 iNET 2.0 – Development Completed Nov-22 MSEM Protection– Roll Out Data (Perlis, Kedah, Penang, N. Sembilan & Putrajaya) MFFA 2.0 – Roll Out (Pahang, Kelantan & N2) MSMS 11kV – Roll Out (N1 & N2) iWAMS -) Project Planning (Procurement Submission) Metering Dashboard – Go Live (DO P1, DO P2, SEAL) Dec-22 MFFA 2.0 - Roll Out Terengganu Jan-23 Metering Dashboard - Go Live (System Ready) MDIC & Phase 3.1 MSMS 11kV - Roll Out E1 (June 23) May-23 MCSS - Roll Out East Jun-23 iCPP - Roll Out: C1, C2 Jul-23 MLAM 11kV - Roll Out E1 MLAM 33kV - Roll Out E1,N1,N2 Sept-23 MDCT - Go Live – System Ready Feb-24 MVORR - Roll Out Kedah CDA (3Ms) - Technical Go Live – System Ready (FEB) Mar-24 MCMS - Project Implementation & On-Site Support (PMO & 11kV Module) – Seremban & Kluang May-24 MLAM 11kV - Roll Out North MDCT - Go Live – Pilot (Pekan, Kuantan, Temerloh, Bentong) MLAM SAVR - Roll Out Kelantan – 4 BA Jun-24 CDA (3Ms) - Pilot (3 BA in Southern) – Dependency on MyTNB & BCRM completion iNET 2.0 - Go Live System Ready – Release 2 Jul-24 MDCT - Go Live – Roll Out Pahang MVORR - Roll Out Pahang & C1 MLAM33kV-RollOutCentralSep-24 N O A B C D E F H G I P Q R S L M J K MSMS 11kV - Roll Out C1 iCPP - Roll Out E1, N1 & N2 Oct-23 MCSS - Roll Out Outpost Perak, Kedah, P. Pinang MSEM Protection - Roll Out Pahang, P. Pinang & Kedah IWAMS – Tender Decision Dec 23 TEIS 3.0 - Go Live Oct-24 SBU AD Dashboard - Kick Off & Design Nov-24 MSEM Protection - Roll Out S1, C1 & C2 MSFM – Development MVORR - Roll Out Terengganu MCMS - Project & On-Site Support (PMO & 11kV Module) T Dec-24 MLAM 2.0 – Roll Out North (33kV) MVORR – Roll Out Selangor U Mar 2025 MCMS – Award & Kick Off (Civil) MSFM – Roll Out S1 & S2 V Apr 2025 MDCT – Roll Out East (Trg & Kel) iCPP LV – System Go Live May 2025 W X MLAM 2.0 – Roll Out Central (11kV & SAVR) Jun 2025 MCMS – Roll Out Metro (11kV) MVORR – Roll Out Kelantan MSFM – Roll Out E1 Y Jul 2025 MCMS – Roll Out East (11kV) TEIS3.0 – Roll Out Southern Z Aug 2025 TEIS3.0 – Roll Out Eastern MSFM – Roll Out N1 IWAMS – Prototype (Maintenance) 1A Oct 2025 SLAMS – System Go Live MDCT – Roll Out North (Prk & Kdh) 1B Nov 2025 MCMS – Roll Out North (11kV) iCPP LV – Roll Out E1, N1 & N2 MVORR – Roll Out Melaka & N9 SBU AD Dashboard – Go Live iWAMS – End to End Development 1C Dec 2025 MDCT – Roll Out Perlis MSFM – Roll Out C1 1D Jan 2026 MCMS – Development System Go Live (Civil) MLAM 2.0 – Roll Out Southern (33kV) MDCT – Roll Out N.Sembilan MVORR – Roll Out N2 1E Mar 2026 iWAMS – Deployment (New Supply) MSFM – Roll Out N2 & C2 1F Apr 2026 MDCT – Roll Out Melaka TEIS 3.0 – Roll Out Northern MCMS – Roll Out Nationwide (33kV) 1G May 2026 DNFA No.5: SMART WORK & ASSET TOTAL SOLUTIONS (SWATS) End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X Actual achievement

5 SWATS 2022 2023 2024 2025 2026 2027 2028 2029 X V Z Smart Work & Asset Total Solutions (SWATS) X G U 5 Z APRIL 53% Y W 1A 1B 1C 1D 1E 1F 1L 1G 1H 1I 1J 1K 1M 1N 1O 1P 1Q 1R 1S 1T 1U 1B 1W 100 % A B C D E F G H I J K M N O P Q R S T L 1H 1I MLAM 2.0 – Roll Out Eastern (11kV) iWAMS – Deployment (Maintenance Module) 1J SLAMS – Roll Out Northern MDCT – Roll Out Johor Jun 2026 July 2026 MLAM 2.0 – Roll Out Southern (SAVR) Sep 2026 1K TEIS3.0 – Roll Out Central 1L Oct 2026 SLAMS – Roll Out Southern MDCT – Roll Out Selangor & KL 1M Nov 2026 MCMS – Roll Out Nationwide (Civil) 1N Dec 2026 MLAM 2.0 – Roll Out Northern (SAVR) Mar 2027 1P SLAMS – Roll Out Eastern May 2027 1Q MLAM 2.0 – Roll Out Eastern (33kV) iWAMS - Deployment (Maintenance Module) Jun 2027 1R MLAM 2.0 – Roll Out Southern (11kV) Sept 2027 1S SLAMS– Roll Out Central Oct 2027 iWAMS – Deployment (Operation) 1T Dec 2027 1U MLAM 2.0 – Roll Out Central (33kV) Mar 2028 Jun 2028 MLAM 2.0 – Roll Out South (SAVR) 1O MLAM 2.0 – Roll Out North (11kV) 1V Sept 2028 1W iWAMS – Unified EAMS (Enhancement) Dec 2028 DNFA No.5: SMART WORK & ASSET TOTAL SOLUTIONS (SWATS) End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X Actual achievement

2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 ADVANCED ASSET ANALYTICS (AAA) 6 Completed WIP/On track Critical/delay Key Activity Milestone Target Status Sensor Procurement & Delivery Procurement process until tender award & sensors delivery May 25 Analytics Engine Enhancement APMS Enhancement – UAT & Go-Live Aug 25 Result evaluation Demonstration of findings / insights / success story Sep 25 Sensor Installation Completion of installation at selected substations with sensor (15 sites) Nov 25 ICT Infrastructure Completion of ICT related works in terms on network, server and integration Dec 25 Risk Cause Control General project delay Vendor incapable to deliver project in time • To incorporate every important aspect of the project scope, milestones, delivery time, stakeholders, and methodology to be used. • Frequent engagement with Operations for site validation, shutdown schedule and sensors monitoring. • To be monitored by AAA Project Implementation Committee (PIC) Delay in ICT scope of works Delay in ICT governance and implementation process • Frequent follow up meetings with ICT units and appointed SME’s and PM and issue letter if needed Low detection accuracy risks IoT sensors not detecting or has low accuracy • Identify root cause with vendor and seek rectification/replacement (under warranty period) Procurement delay Late delivery of materials from oversea • Frequent follow up meetings with Procurement units (before tender award) and appointed vendor 5% 10% 15% 30% 40% 45% 50% 60% 70% 75% 90% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual 0% 1% 2% 2% 3% 4% 23% 23% 24% 25% 62% 100% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual Planned = RM 26.6 mil Actual = RM 0 Utilization = 0.0% Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 • Project Overview: Advanced Asset Analytics refers to the technology of performing real-time, accurate and predictive analysis on the health condition of DN assets • Key deliverables / Outcomes for FY2025: To provide better insights into asset performance metrics (asset health index & risk index) by setting up end-to-end solution of AAA from sensors at the installed sites to analytics engine for Asset Health Index (AHI) & Asset Risk Index (ARI) calculation with the readiness of ICT and communication infrastructure. Annual Operating Plan FY2025

Advanced Asset Analytics (AAA) 6 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. Description Units ESG Pillar VC Type Beneficiary FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 1. Repair & maintenance cycle extension RM (mil) G Cost Savings DN 0.22 0.66 1.1 1.32 1.32 2. Materials & consumables cost reduction RM (mil) E Cost Savings DN 0.06 0.17 0.29 0.35 0.35 3. Breakdown cost avoidance RM (mil) G Cost Avoidance DN 1.29 3.86 6.44 7.73 7.73 4. CAPEX deferral due to asset life extension RM (mil) E & G Cost Savings DN 0.05 0.16 0.26 0.31 0.31 5. Improved Internal staff cost productivity RM (mil) S Productivity DN 0.47 1.42 2.37 2.84 2.84 6. Improved Internal Staff overtime cost optimization RM (mil) S Cost Savings DN 0.34 1.02 1.71 2.05 2.05 7. Site visit related Internal staff travel & expenses cost reduction RM (mil) S & G Cost Savings DN 0.07 0.22 0.37 0.44 0.44 8. Contractor cost reduction RM (mil) G Cost Savings DN 1.02 3.06 5.1 6.13 6.13 9. Reduction to travelling cost due to planning optimisation RM (mil) E & S Cost Savings DN 0.04 0.11 0.19 0.23 0.23 10. Complaint or incident- related call center inbound calls and cost reduction RM (mil) S Cost Savings DN 0 0.01 0.01 0.01 0.01 11. Customer business loss avoidance related to power outages RM (mil) S Customer value DN & Customer 0.02 0.07 0.12 0.14 0.14 12. Office consumable reduction due to further digitalization RM (mil) E & S Cost Savings DN 0.01 0.03 0.05 0.06 0.06 13. Value of Lost Load (per substation) RM (mil) S & G Customer value DN & Customer 0.02 0.05 0.08 0.1 0.1 3.61 10.84 18.09 21.71 21.71 6. Value Creation (VC)

Development of Framework, Roadmap & Realization Plan (Nov-19) Complete installation at selected substations with sensor - Site 5 - 10 (Sep-24) Complete installation at selected substations with sensor - Site 11 - 25 (Nov-25) APMS Enhancement – UAT & Go-Live (Aug-25) Complete installation at selected substations with sensor - Site 1 - 5 (Apr-23) Asset maintenance strategy revision (Dec-24) 6 AAA 2022 2023 2024 2025 2026 2027 2028 2029 20% 20% B C D E X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X Actual achievement DNFA No. 6: Advanced Asset Analytics (AAA) End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) B Advanced Asset Analytics (AAA) A 6 Complete installation at selected substations with sensor - Site 26 - 55 (Nov-26) Complete installation at selected substations with sensor - Site 56 - 100 (Nov-27) Simulation of asset risk analytics using Digital Twin & Artificial Intelligence (Aug-28) J F G H I Apr A B C D E F G H I Establishment of DN Asset Health Centre (May-29) J

2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 PULAU TENAGA HIJAU 7 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status Environmental Impact Assessment (EIA) Approval of EIA for overall PTH Project by Department of Environmental Mar-25 Submission of Environmental Management Plan (EMP) May-25 PMC LNG-to-Power Feasibility Study & Plant Design Concept July-25 Environmental Social Governance (ESG) ESG Program with Management and NGO Sept25 Energy Storage System + Energy Management System 1MWh BESS Pulau Tioman Oct-25 1MWh BESS Pulau Redang Oct-25 Risk Cause Control Target Status Project delay • Technical Specification Approval for additional scope • Delay in the process of awarding and finalizing the contract for the project • To request for special TC to align with the strict timeline mandated • Follow up with P&SC on monthly basis March -25 Delay in authority approval • EIA & EMP Approval for PTH Project • Follow up with EIA Consultant Jan25 Change of Initial Plant Design Concept • No players to deliver small batch LNG to Pulau Tenaga Hijau • Present to ST/Petra on change of Initial Plant Design Concept – LNG toPower. Aug25 8% 14% 21% 28% 36% 45% 55% 65% 75% 84% 93% 100% 6% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual 4% 10% 19% 23% 33% 42% 54% 62% 73% 82% 89% 100% 3.4% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual Planned = RM28.65 mil Actual = RM 0mil Utilization = 0.0 % Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 • Project Overview : Island electrification using greener and cleaner fuel with smart technology adoption. • Key deliverables / Outcomes for FY2025: EIA and EMP Approval, PMC LNG-to-Power Feasibility Study & Plant Design Concept, ESG Activities and Energy Storage System and Energy Management System

PULAU TENAGA HIJAU 7 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. Description Units ESG Pillar VC Type Beneficiary Baseline (Before Initiative) FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 1. Diesel Saving • kWh • RM E & G Non-tariff Revenue DN • 0 • 0 • 216,000 • 612,000 • 766,500 • 4,700,000 • 843,150 • 5,170,000 • 1,096,095 • 6,721,000 • 1,424,923 • 8,737,300 6. Value Creation (VC)

PULAU TENAGA HIJAU 7 2022 2023 2024 2025 2026 2027 March 24 100% PULAU TENAGA HIJAU – PULAU PERHENTIAN , PULAU REDANG & PULAU TIOMAN Distribution Network Focus Area (DNFA) B E F D J G I H K 37% P A C D AMI Deployment (Pulau Redang) Aug 2023 ESG Program with Management and NGO Sept 2024 COD RE Phase 1 (BIPV) Pulau Perhentian Nov 2023 F G I J EIA Report Submission Nov 2024 PULAU TENAGA HIJAU Engagement with Hoteliers Feb 2023 GIS Go Live Pulau Perhentian July 2023 RE Phase 1 Award Dec 2022 A B C D E AMI Deployment (Pulau Perhentian) Aug 2023 Award LNG Pulau Redang March 2026 K L 7 COD LNG Powerplants P. Perhentian Dec 2027 End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 LED Installation Sept 2022 COD RE Phase 2 P. Perhentian Sept 2026 COD Futsal Tioman Dec 2024 Award LNG Pulau Perhentian March 2026 COD RE Phase 2 P. Redang Sept 2026 COD 11kV DN Ret P. Perhentian Dec 2026 COD 11kV DN Ret P. Redang Dec 2026 COD LNG Powerplants P. Redang Dec 2027 GIS Go Live Pulau Perhentian Oct 2022 L O P Q S Y RE Phase 1B –Procurement BQ & General Req Approval by ST March 2023 PMC LNG Powerplant BQ & General Req Approval by ST April 2023 RE Phase 1B – Procurement Award Tender & Kick off May 2023 RE Phase 2 BQ & General Req Approval by ST March 2025 COD RE Phase 1A SK Redang May 2024 RE Phase 2 Award Sept 2025 2028 W X V MN R T U EIA Procurement Award Dec 2023 COD VAWT PR August 2024 Pulau Tioman as the 3rd PTH Jan 2024 EIA – Kick off Feb 2024 COD VAWT PP July 2024 COD Masjid Pulau Redang Dec 2024 H M N O P Q R S T U V W X Y Z AA AB AC AD AE Z AA AB AC AD AE AF X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X Actual achievement

2 4 23 28 33 58 62 77 82 86 91 100 0 20 40 60 80 100 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 Geographic Information System (GIS) 8 Completed WIP/On track Critical/delay Annual Operating Plan FY2025 Key Activity Milestone Target Status LV Data Production Complete award for LV Data Production Tender Mar-25 Smartview Enhancement Complete map engine upgrade to enhance Smartview application May-25 mySIGHT Enhancement Enhancement to include pole and feeder pillar in mySIGHT mobile application Jun-25 GSL (Guaranteed Service Level) Complete deployment and training to user on GSL Auto Rebate according to timeline Aug-25 Smartview Enhancement Complete panoramic images streaming in Smartview Sep-25 FARA 2.0 Complete development FARA 2.0 Nov-25 LV Data Production Complete LV data production for 13 grids according to timeline Dec-25 • Project Overview : • Geographic Information Systems is a computer-based tool that analyzes, stores, manipulates and visualizes geographic information on a map • Key deliverables / Outcomes for FY2025: • Complete award for LV Data Production Tender • Complete LV data production for 13 mainheads according to timeline • Complete map engine upgrade to enhance Smartview application • Complete panoramic images streaming in Smartview • Complete deployment and training to user on GSL Auto Rebate according to timeline • Enhancement to include pole & feeder pillar in mySIGHT mobile application • Complete development FARA 2.0 Risk Cause Control Target Status Delay in Project Delivery Vendor incapable to deliver the project on time Daily and monthly monitoring of project progress Dec 25 GIS Functions Low Utilization Network slow and unstable system Conduct performance testing - annually Dec 25 Data Corrupt Poor Conflict Management Enhance conflict management tool in Smallworld Dec 25 3.46 6.93 10.39 17.32 24.25 31.18 38.10 45.03 50.57 55.42 62.35 69.28 MYR 0 MYR 10 MYR 20 MYR 30 MYR 40 MYR 50 MYR 60 MYR 70 MYR 80 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Plan Planned = RM 69.28 mil Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00

Geographic Information System (GIS) 8 Completed WIP/On track Critical/delay Annual Operating Plan FY2025 No. Description Units ESG Pillar VC Type Beneficiary Baseline (Before Initiative) FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 1. Carbon Emission Reduction • tCO2e E Cost saving DN 50 53 56 58 61 64 2. Trees Saved • No. of trees E Cost saving Rakyat 138 144 151 159 167 175 3. Water Saved • Liters E Cost saving Rakyat 7,686,602 8,091,160 8,495,718 8,920,504 9,366,529 9,834,856 4. Job Creation • No. of local companies (manufacturers & contractors) • No. of headcounts (manufacturers, contractors & TNB new staff) S Spur local economy opportunities Rakyat 780 jobs created for LV Data Production 960 no. of jobs created for LV (Phase 4,5 & 6) 960 no. of jobs created for LV (Phase 4,5 & 6) 960 no. of jobs created for LV (Phase 4,5 & 6) 960 no. of jobs created for LV (Phase 4,5 & 6) 960 no. of jobs created for LV (Phase 4,5 & 6) 5. Employees’ Training • training hours/ employee/year S Competencies DN 16hrs 16hrs 16hrs 16hrs 16hrs 16hrs 6. Value Creation (VC)

8 GIS 2022 2023 2024 2025 2026 2027 2028 2029 Apr X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X Actual achievement DNFA No.8: Geographical Information System (GIS) Distribution Network Focus Area (DNFA) Geographical Information System (GIS) A B C D E F 8 CPP Function nationwide (retraining using Smallworld v5) H Complete LV Data (KL and Part of Selangor) D E G Complete ACLD function Complete LV Data for Melaka Initiate LV Data Production Tender for Phase 4 (Remaining Selangor, Kedah, Perlis) Complete SNC function (Bangi, P.Pinang, Melaka & Johor) A B C End-to-End Project Timeline and Key Milestones: FY2025-FY2029 71% 71% G P Complete LV Data for Johor and Pulau Pinang I H J K L M O N F Complete development of GIS-ADMS data sharing through CIM Integration I J Complete development of GIS – MCMS integration Complete LV data for Kg Morak K Complete award for LV Data Production for remaining states Q T U R S N O M Complete development FARA 2.0 Complete Smartview enhancement Complete deployment and training to user on GSL Auto Rebate L P Complete enhancement mySIGHT GIS development of data integration with AAA Q GIS data and function fully integrated with iWAMS R GIS as SSOT for MV and LV Asset Topology data for ADMS/SEMI S GIS Data - Maintenance and Update T Complete LV Data Production nationwide GIS System and Application - Maintenance and Update U

2. Progress Update • Project Overview : DN Data Management Solution is formed to focus on data activities including data governance, data quality, ensuring data availability, usability, consistency, integrity, security and establish processes to ensure effective data interoperability can be achieved throughout the enterprise in efforts to support Smart Utility (SU) in DN • Key deliverables/Outcomes for FY2025: Operationalize Data Governance, Data Management and Data Quality measurement for Master Data Value Chain (MDVC) Topology & Geospatial Data. 1. Project Overview 5. Project Progress for FY 2025 3. Risk & Mitigation Plan Update 6. CAPEX Utilization for FY 2025 Master Data Management 9 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status • Data requirement and metric • Identifying the new data attributes, elements, format & architecture application of new or existing DN asset • Inform & track the project team/system caretaker/system developer to incorporate the new requirements inside the identified platform May 25 Dec 25 • Data Integration • Review of DN Common Information Model (CIM) & understand the requirements • Approval by relevant committee on the new DN CIM and implementation timeline • Kick-off the implementation of DN CIM at GIS or ADMS or SEMI platform May 25 Aug 25 Nov 25 • Data Governance • Perform 2025 Pre-assessment Data Management Maturity Assessment (DMMA) • Perform 2025 Final assessment of DMMA July 25 Dec 25 • Change Management • Conduct training sessions, workshops, and communication campaigns on the importance of data management and data quality • Gamification on data management achievement based on MDVC, zone & subzone team/unit Dec 25 Dec 25 Risk Cause Control Target Status Inaccurate or incomplete data Data is not governed or managed properly, there is a higher likelihood of errors or inconsistencies in the data. This can lead to incorrect decisions, missed opportunities, or compliance issues. Operationalize data governance through Data Management & Quality Steering Committee (DMQSC) July 2025 8% 17% 26% 33% 40% 47% 54% 63% 74% 83% 92% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual Planned = CAPEX from AAA project Actual = RM 0 Utilization = 0 % Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 Capex from AAA Project

Master Data Management 9 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. Description Units ESG Pillar VC Type Beneficiary Baseline (Before Initiative) FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 6. Value Creation (VC) Note: Value Creation will be visible in SMART projects

9 MDM 2025 2026 2027 2028 Jan 100% X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X Actual achievement DNFA No.10: Master Data Management (MDM) Distribution Network Focus Area (DNFA) A B MASTER DATA MANAGEMENT A B D E 9 C D E U End-to-End Project Timeline and Key Milestones: FY2025 – FY2029 Pre-assessment DMMA 2025 Final assessment DMMA 2025 F G I J S T Data Require for Network Comm Asset Data repository for Smart Asset CIM Adaptor Development CIM management system System Studies & Data Dictionary Data requirement/Standard for TNB System for Primary and Secondary Equipment 2025 2026 2027 2028 2029 Pre-assessment DMMA 2026 Final assessment DMMA 2026 H K L M N Pre-assessment DMMA 2027 Final assessment DMMA 2027 O R Pre-assessment DMMA 2028 Final assessment DMMA 2029 Pre-assessment DMMA 2029 Final assessment DMMA 2028 V U Q P 2029 Implementation DQ metrics and KPI S T Implementation ISO 8000 Implement data quality in KPI Establish Library UUID Data quality guideline C F G H I J K L M N O P Q R V Perform format data sharing

2. Progress Update • IoT is seen as one of the technologies used as enable the implementation of Smart Utility Masterplan • IoT consist 4 layering – Device/Sensor , Communication, IoT Platform & Application, which this project will cover on the integration within sensor to IoT Platform to TNB Application • Implementing Secured IoT Platform for DN to ease on managing IoT platform by connection sensor from Online Feeder Pillar and PQ decoder • The usage of data form asset connected to Digital Twin 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 IoT INFRASTRUCTURE 10 Annual Operating Plan 2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status Development Development of Online Feeder Pillar Dashboard for operation purpose March 25 Consultation & Development Integration New Asset to IoT Platform – PQMS July 25 Procurement Establish Services TNBR for Digital Twin Development Aug 25 Prove of Concept Development of Digital Twin for Substation Oct 25 Development Establish of Digital Twin Framework Nov 25 Governance Present to SU Steerco for Digital Twin Framework Dec 25 Risk Cause Control Target Status Project Performance Risk Design is infeasible - excessively costly or doesn't support the requirements. Benchmark best practices from utilities May 25 Vendor components fail to meet requirements -misunderstands requirements or delivers components that are completely off the mark. Define well established requirements. July 25 Inadequate required Technical knowledge in emerging technologies used (blockchain, cloud, API etc) Equip staff with knowledge through relevant training programme Sept 25 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual Planned = RM 3,927,980 Actual = RM 0 Utilization = 0 % Planned = 100 % Actual = 0 % Project Delivery Index (PDI) = 0.00 Note : Budget will be covered under AAA

Completed WIP/On track Critical/delay No. Description Units ESG Pillar VC Type Beneficiary Baseline (Before Initiative) FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 6. Value Creation (VC) IoT INFRASTRUCTURE 10 Annual Operating Plan 2025 Note : Value Creation will be visible in AAA project

2023 2024 2025 2026 2027 2028 2029 2030 Feb 24 X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X Actual achievement DNFA No.10: IoT Infrastructure Distribution Network Focus Area (DNFA) 10 IoT 10 IOT INFRA L Approval DNDGC on Iot Platform ( (Apr 2023) M L Pilotto SG & TX (Aug 2023) N M N End-to-End Project Timeline and Key Milestones: FY2023 - 2026 O P Q R Appointment tnbr (Mac 2023) Training & Handholding (Sept 2023) R&D for reduction of cellular cost (Nov 2023) Study Load Profile (Dec 2023) O P Q R S T U V W S T Development IoT Platform for Elmina (FEB 2024) Operation & Maintenance for UIOT Platform (May 2024) U V Cyber security Guideline (July 2024) Connection Guideline (Oct 2024) W PSI for Smart Asset (Nov 2024) X Y Development of Online Feeder Pillar Dashboard for operation purpose (MAC 2025) Z A1 Integration New Asset to IoT Platform – PQMS (July 2025) Establish Services TNBR for Digital Twin Development (Aug 2025) B1 Development of Digital Twin for Substation (Sept 2025) C1 Establish of Digital Twin Framework (Nov 2025) Present to SU Steerco for Digital Twin Framework (Dec 2025) X Y Z A1 B1 A2 B2 C2 A2 B2 C2 A3 B3 C3 A4 B4 C4 A5 B5 C5 Development of Digital Substation using UIOT (Mac 2026) Integration Switchgear using UIOT (Mac 2026) Integration Transformer using UIOT (Mac 2026)

2023 2024 2025 2026 2027 2028 2029 2030 X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X Actual achievement DNFA No.10: IoT Infrastructure Distribution Network Focus Area (DNFA) 10 IoT IOT INFRA 10 L M N End-to-End Project Timeline and Key Milestones: FY2026 - 2029 O P Q R S T U V W X Y Z A1 B1 A2 B2 C2 A2 B2 C2 A3 B3 C3 A4 B4 A5 B5 A3 B3 C3 Development of Digital Substation using UIOT (Mac 2026) Integration Switchgear using UIOT (Mac 2026) Integration Transformer using UIOT (Mac 2026) Development of Digital Substation using UIOT (Mac 2027) Development of Implement Smart Devices Register (Mac 2027) Development of Smart Termination Via IOT (July 2027) A4 B4 Integration of Multiple IOT Using A5 DIS(Mac 2028) IoT sensors alert schedule to Work Management system(July 2028) Development of Controlling Feature in IOT (April 2029) Handing Over Process to Operation (July 2029) B5

5% 10% 25% 40% 45% 55% 65% 0.75 85% 90% 95% 100% 0% 0% 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Key Activity Milestones Plan Actual Actual Target Status Info gathering & timeline agreement Syndication with SWATS on overall BP Tx Timeline Jan 25 Syndication with BPO for New Supply & New Project Sponsor Feb 25 Business Process Transformations (BP Tx –Manage Supply Module) Revision of Business Process with BPO –MCMS 11kV Mar 25 Revision of Business Process with BPO –MCMS 33kV May 25 Revision of Business Process with BPO –i-CPP LV July 25 Revision of Business Process with BPO –i-CPP 11kV Aug 25 Business Process Agreement BRD Sign Off by BPO –MCMS 11kV Sept 25 BRD Sign Off by BPO –MCMS 33kV Oct 25 BRD Sign Off by BPO - i-CPP LV & 11kV Nov 25 2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan Update 5. CAPEX Utilization for FY 2025 KKB Transformation 11 Completed WIP/On track Critical/delay KKB Transformation project is aspired to empower contractors to perform works independently without the need of onsite supervision while enhancing the E2E efficiency by increasing the capabilities and accountability of the contractor. Thru this aspiration, the outcome that we will achieve are:- 1. High compliance culture -HSE 2. Best Quality of Works 3. Improve productivity through cost efficiency i-WAMS will be the sole digital platform for KKB Transformation to achieve this aspiration. All DN E2E business process will be transform to accommodate aspiration and i-WAMS as the main enabler. In FY2025, this project will focus on New supply business process. 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual Plan = 100% Actual = 0% Project Delivery Index (PDI) = 0.0 Plan = RM 0 Mn Actual = RM 0.0 Mn Utilization = 0% CAPEX will be capture in iWAMS project Key Risk Cause Level of Risk Control & Mitigation Residual Risk • BRD prepared not being used as references by PMO i-WAMS • PMO i-WAMS not being brief on BRD of existing Mobility Solutions system • Medium • Brief and explain the BRD’s during involvement of iWAMS system with PMO consultant to finalize iWMAS blueprint Low • Lack of acceptance and business continuity for the special features involving KKB • Affected stakeholders are not aware on the special features • High • Conduct change management program focusing on special features by i-WAMS project team Medium Annual Operating Plan FY2025

KKB Transformation 11 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. Description Units ESG Pillar VC Type Beneficiary Baseline (Before Initiative) FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 6. Value Creation (VC) Note : Value Creation will be captured in i-WAMS project

2019 2020 2021 2022 2023 2024 2025 X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X Actual achievement DNFA No.11: KKB Transformation End-to-End Project Timeline and Key Milestones: FY2025 – FY2029 Distribution Network Focus Area (DNFA) 11 KKB KKB Transformation 11 34% 34% G A D E F B C G H H Pilot project Initiation (Sep 2020) User Requirements (Jun 2019) A B C Pilot project completion in Negeri Sembilan (Mar 2021) DOIT Approval (Oct 021) 2 F G H I DOIT Approval (Dec 2019) D CEMA Development Low Risk Maintenance Job (Apr 2020) Finalize Conceptual Model (Aug 2019) E Conduct training for pilot station contractors (Sep 2020) Syndication with SWTAS on overall BP Tx Timeline for Maintenance Module (Feb 2022) Maintenance module New Supply module Operation module 16% S J K L Revision of Business Process with BPO-MLAM 33kV (May 2022) Business Process Transformation BRD sign Off –MSMS & MLAM (Dec 2022) Syndication with BPO for Maintenance Planner & Maintenance Executer process (Mar 2022) Revision of Business Process with BPO-MLAM 11kV (Jul 2022) M Revision of Business Process with BPO-MSMS 33kV (Sept 2022) N Revision of Business Process with BPO-MSMS 11kV (Nov 2022) O P Syndication with SWTAS on overall BP Tx Timeline for Manage Supply Module (Jan 2023) Q R Syndication with BPO for Manage supply (Feb 2023) Revision of Business Process with BPO-MSEM Scada (Mar 2023) Revision of Business Process with BPO-MSEM Protection (May 2023) Revision of Business Process with BPO-3MS (Jun 2024) Revision of Business Process with BPOMCMS (May 2025) T U W V Revision of Business Process with BPO-MCSS (Jun 2025) Business Process Transformation BRD sign Off –MSEM Scada (Aug 2023) X Z AA Syndication with BPO for New Supply process (Feb 2024) Syndication with SWTAS on overall BP Tx Timeline for New Supply Module (Jan 2024) Revision of Business Process with BPO-AMODA (Jul 2023) AB AC Revision of Business Process with BPO-i-CPP 33kV (Aug 2024) AD AE Revision of Business Process with BPO-iCPP LV (Mac 2025) AF Syndication with BPO for New Supply & Operation (Feb 2025) AG Business Process Transformation BRD sign Off –i-CPP 33kV (Nov 2024) AH Revision of Business Process with BPOMFFA- MV (Jul 2025) Revision of Business Process with BPO1H1T (Sept 2025) AJ Revision of Business Process with BPO-MFFA- LV (Aug 2025) AI I J K L 16% M N O 16% 100% 100% P Q R S T U V W 100% 100% Business Process Transformation BRD sign Off –MSEM Protection (Oct 2023) Business Process Transformation BRD sign Off –AMODA (Nov 2023) Revision of Business Process with BPO-Civil Work Process (Mar 2024) Business Process Transformation BRD sign Off –Civil (Aug 2024) Syndication with SWTAS on overall BP Tx Timeline for New Supply & Operation Module (Jan 2025) AK AK AL AM Business Process Transformation BRD sign Off –3MS (Oct 2024) 18% 25% 25% x z AA ABACADAEAF 2026 2027 2028 16% 16%

2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 LED Relamping (LED) 12 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status Preparation & Syndication Pre-Planning for deployment - Audit for KKB (tools, equipment, competency) - Material Planning - Material Delivery May-25 LED Relamping for 134,055 LED units 2 nd Quarter 30,000 LED Units Jun-25 3 rd Quarter 80,000 LED Units Sep-25 4 th Quarter 134,055 LED Units or Completion of LED installation in the approved cities by Suruhanjaya Tenaga Dec-25 Risk Cause Control Target Status Low Installation Rate (Asset & Process) •Inadequate competent contractor • TNBES to appoint out of zone or state KKB Jun-25 Material Shortage • Material Management • TNBES to organize material requirement meeting • TNBES to request for priority delivery Dec-25 Accident (People & Culture) • Human error/attitude/no PPE •Implementation of SQA/SQE from TNBES •Audit to ensure quality compliance Dec-25 • LED relamping is an initiative to replace High Pressure Sodium Vapour (HPSV) lamp with LED-type for street lighting under the Incentive Based Regulation (IBR). i. Actual installation FY 2018 – Mar 2024 = 611,488 LED units in 60 cities ii. Plan for FY 2025 = 134,055 LED units (Subject to approval from ST) 0% 2% 5% 10% 15% 25% 35% 50% 65% 85% 95% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual 8% 17% 25% 33% 42% 50% 58% 67% 75% 83% 92% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Jan-25 Feb-25 Mar-25 Apr-25 May-25 Plan Jun-25 Jul-25Actual Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Planned = RM (subject to IBR approval) Actual = RM0 Utilization = 0% Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0

LED Relamping 12 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. Description Units ESG Pillar VC Type Beneficiary Baseline (Before Initiative) FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 1. Carbon Emission Reduction • Tons E Losses Savings Environment • HPSV Rating – 150 W (~657kWh/year/unit) • LED Rating – 90 W (~394kWh/year/unit) 150,878 178,007 205,136 205,136 205,136 2. Trees Saved • No. of trees E Losses Savings Environment • Hardcopy LKS • Average of 220 page of LKS 20.43 24.15 27.87 27.87 27.87 3. Water Saved • Liters E Losses Savings Environment • Hardcopy LKS • Average of 220 page of LKS 1,144,139 1,352,459 1,560,779 1,560,779 1,560,779 4. Job Creation • No. of local companies (manufacturers & contractors) • No. of headcounts (manufacturers, contractors & TNB new staff) S Job Opportunity People • 123 local companies • *1,107 Headcounts • 123 local companies • *1,107 Headcounts • 123 local companies • *1,107 Headcounts • 123 local companies • *1,107 Headcounts • 123 local companies • *1,107 Headcounts • 123 local companies • *1,107 Headcounts 5 Local Supply Chain • Percent of contract awarded to local LED Supplier(%) S Job Opportunity People • 28% Foreign Supplier • 72% Local Supplier • 100% Local Supplier • 100% Local Supplier • 100% Local Supplier • 100% Local Supplier • 100% Local Supplier 6. Value Creation (VC) Note 1: ➢ 1 kWh = 0.709 kg of CO2 emission ➢ Reference: https://www.epa.gov/energy/greenhouse-gas-equivalencies-calculator#results Note 2: ➢ Data for 2028 & 2029 does not change due to RP4 proposal only up to 2027 ➢ *6 Personnel per KKB

Installation of 648,141 LED units Plan installation of 134,055 LED units 12 LED 2018-2022 2023 2024 2025 2026 2027 2028 2029 94% X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X X Actual achievement DNFA No.12: LED Relamping End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) LED Relamping A B 12 C D D C B Plan installation of 134,055 LED units Plan installation of 134,055 LED units A A A Installation of 602,200 LED units B B Installation of 595,427 LED units

150 2. Energy Transition and Innovation DNFA AOP FY2025