2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 SMART ENERGY MANAGEMENT INFRASTRUCTURE (SEMI) 13 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status Feasibility observation 1. User usage monitoring & engagement 2. System performance monitoring Feb – 25 Mac - 25 Enhancement for requirement session with user 1. EIP - To revisit new requested scope by user that is not included in 2024 for example workflow management 2. EIP - To replace power system study (PSS) adept and workflow for non-RE 3. EIP - EMS (Control & optimization of energy) for PTH 4. EIP - Push data to ADMS 5. E&CI – Roll out outage map Apr – 25 May – 25 Jun – 25 Jun – 25 July - 25 Development work 1. EIP – Development of new requested scope by user that is not included in 2024 for example workflow management 2. EIP – Development to replace power system study (PSS) adept and workflow for non-RE 3. EIP – Development of EMS (Control & optimization of energy) for PTH 4. EIP – Development to push data to ADMS 5. E&CI – Roll out activity for outage map July – 25 Aug – 25 Sept – 25 Sept – 25 Oct - 25 Roll out strategy 1. EIP- Roll out by stages as per GIS milestone 2. E&CI – Roll out for outage management whole nationwide Oct – 25 Oct - 25 Refine on data cleansing 1. SEMI Data readiness in data lake (EIP will serve as new data hub in datalake) Oct - 25 Risk Cause Control Target Status Delay due to data readiness and delay in system integration. • System data readiness from user • To work closely and conduct weekly follow up with involved unit for successful integration Dec - 25 Changes in requirement by user • New requirement from user to facilitate work process • Finalize on the requirement through BRD sign off and additional requirement will be delivered in next phase Dec - 25 Delay due to ICT governance • ICT governance architecture compliance • Frequent follow-up with ICT to get things right at first time Dec - 25 0% 0% 2% 8% 9% 12% 13% 25% 34% 42% 50% 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 = RM60.06mil Actual = N/A Utilization = 0% • Project Overview : SEMI is an integrated platforms that enables DN to provide capabilities in enabling energy transition. SEMI will enable end-to-end capabilities of connecting, monitoring, forecasting and managing Distributed Energy Resources (DERs) as well as functioning as a centralized data platform providing “data as a service” to internal & external end users. • Plan for 2025: Kickstart SEMI Delivery Next Stage to implement two (2) foundational core platforms - Energy Integration Platform (EIP) and Energy & Customer Insights Platform (E&CI). For 2025, roll-out for EIP & E&CI and enhancement based on user feedback and requirement. 3. Risk & Mitigation Plan 5% 15% 20% 25% 35% 50% 60% 70% 80% 90% 95% 100% 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 (Accmulative) Actual Planned = 100% Actual = N/A Project Delivery Index (PDI) = 0.0
13 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. Description Units ESG Pillar VC Type Beneficiar y Baseline (Before Initiative) FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 1. Cost Avoidance in Streamlining Technical Studies (Future Incremental Headcount Reduction) EIP-A3 • RM (Mil) G Cost Avoidance DN Total FTE cost to conduct PSS/NEMAS per year: RM1.62 mil (Total FTE cost spent conducting PSS/NEMAS) 0.40 0.60 0.57 0.86 1.12 2. Reduced Penalties from Supply Connection Incidences E&CI-A2 • RM G Customer Value TNB GSL 3: RM 0 GSL 4: RM50 (Total penalty amount incurred due to breach in New Supply Connection timeline) 1.6 1.8 2.0 2.2 2.5 3. Reduced calls to Call Center (DN Related Enquiries/Complaints) (Cost to Serve) E&CI-A3 • No. of calls G Customer Value TNB Total monthly cost to serve (from Retail to DN) for DN related New Supply Connection enquiries : RM38,346 Number of calls per month related to DN Supply Connection: 6391 calls per month Cost to serve: RM6 per transaction (currently resides under Retail OPEX until RP4) (No. of calls received to Careline for DN related New Supply Connection enquiries) 1.6 1.8 2.0 2.2 2.5 6. Value Creation (VC) SMART ENERGY MANAGEMENT INFRASTRUCTURE (SEMI)
SEMI 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 End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) DNFA No.13: Smart Energy Management Infrastructure (SEMI) 13 Smart Energy Management Infrastructure (SEMI) B C D E F N A O E&CI System Development – Phase 1 (Mar 25) Pilot System Ready (Nov 2025) E&CI Solution Blueprint – Phase 2 (Jul 25) E&CI System Development – Phase 2 (Oct 25) J K L M EM: Development: Build (Jul 25) Development: Analyse & Design Full Scale (Q1 29) Deployment: Full Scale Go-Live (Q4 29) Development: Build Full Scale (Q3 29) Development: Testing Full Scale (Q4 29) EM: Development: Analyse & Design (Feb 25) CM: Development: : Testing (May 25) CM: Deployment : Go-Live (June 25) EM: Development: System Integration (Jan 26) EM: Development: Testing (Oct 26) CM: Development: : Build (Apr 25) I G H 13 J A C B I L O P S T M N R K Q Q R P S T Feasibility observation (Feb 25) Enhancement for requirement session with user (Apr 25) Development work (July 25) Roll out strategy (Oct 25) Refine on data strategy (Oct 25) D E F G H
2018 2019 2020 2021 2022 2023 2024 2025 13 SEMI 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.12: Smart Energy Management Infrastructure (SEMI) Distribution Network Focus Area (DNFA) 13 Smart Energy Management Infrastructure (SEMI) SEMI Design (Mar 22) RFPs (April 22) Asset Strategy Framework (Jun 22) Project Team formation (July 22) EIP Vendor Appointment (July 23) EIP Kickoff (Aug 23) 60% 60% Obtain JEK approval on project proposal (Jun 20) Business Model (Oct 21) Operating Model(Dec 21) Consultant Appointment (Mar 21) RFI (Jan 22) Gap Analysis (July 21) EIP System Integration GIS & Dlake ( Aug 24) B C D E F I J K L M N Q R S T U V A B C D E F G H I J K L MN O P A A B C D E F EIP Elmina Showcase (Mar 24) E&CI Kick Off (Apr 24) EIP ESS Hotspot (June 24) E&CI – QW Development (Aug 24) E&CI Vendor Appointment (Apr 24) R Y EIP – Visibility & Monitoring (PTJY) (Sept 24) S G H I J End-to-End Project Timeline and Key Milestones: Proposal for AOP FY2023 Z A1 A2 A3 EIP Solution Blueprint – QW (Oct 23) EIP System Development – QW (Dec 23) E&CI – Solution Blueprint (Dec 24) EIP Advance Planning Module (Dec 24) Operating Model(Dec 21) RFI (Jan 22) G H O P W X A4 A5 A6 SEMI ET Dashboard (Apr 24) EIP – PTH Modeling (Oct 24) SEMI ET Dashboard (DGMS Migration) (Nov 24) E&CI System Development – Phase 1 (Mar 25) Pilot System Ready (Nov 2025) E&CI Solution Blueprint – Phase 2 (Jul 25) E&CI System Development – Phase 2 (Oct 25) T U V W X Y Z A1 A2 A3 A4 A5 A6 K L M N Mac 24 O P Q
2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 EV Charging Infra – New Technologies 14 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status 1. Research and feasibility Study - Pilot Implementation for Street Pole EV Charging Point Implementation Conduct a thorough study to assess the feasibility of using street poles for EV charging points. Apr-25 Analyze the existing infrastructure, including street poles, electrical grids, and traffic patterns. May-25 2. Research and feasibility Study - Pilot Time of Use (TOU) EV Charging Implementation Conduct a feasibility study to assess the implementation of Time of Use (TOU) pricing for EV charging. Apr-25 Analyze existing electricity usage patterns, peak demand times, and potential benefits of TOU pricing. May-25 3. Research and feasibility Study - Pilot Implementation of Analytics for Load Profiling to Detect Unlawful EV Charging Conduct a feasibility study to assess the implementation of analytics for load profiling to detect unlawful EV charging. Jun-25 Analyze existing smart meter data and charging patterns to identify potential indicators of unlawful charging. Jul-25 4. Research and feasibility Study - Pilot Implementation of Secondary Life EV Battery Energy Storage System Conduct a feasibility study to assess the implementation of secondary life EV batteries for an energy storage system. Jun-25 Analyze the technical, economic, and environmental aspects of using secondary life EV batteries. Jul-25 5. Technical Specification Development - Pilot Implementation for Street Pole EV Charging Point Implementation Develop technical specifications for the EV charging points Nov-25 6. Technical Specification Development - Pilot Time of Use (TOU) EV Charging Implementation Develop technical specifications for the TOU EV charging system Nov-25 7. Technical Specification Development - Pilot Implementation of Analytics for Load Profiling to Detect Unlawful EV Charging Develop technical specifications for the analytics system Dec-25 8. Technical Specification Development - Pilot Implementation of Secondary Life EV Battery Energy Storage System Develop technical specifications for the energy storage system Dec-25 5% 10% 15% 30% 40% 50% 60% 65% 70% 80% 90% 100% 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 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 = 100% Actual = 0% Utilization = 0% Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 • Project Overview : Pilot Project Implementation for Street Pole EV Charging Point Implementation, Time of Use (TOU) EV Charging Implementation, analytics for load profiling to detect unlawful EV charging, Secondary Life EV Battery Energy Storage System • Key deliverables / Outcomes for FY2025: i) Research and feasibility Study ii) Technical Specification Development No capex allocated for FY2025 Risk Cause Control Target Status • Project Delay Project manager incapable to deliver project on time To incorporate every important aspect of the project scope, milestones, detailed WBS, delivery time, stakeholders, and methodology to be used. Dec 25 • Poor project management Poor knowledge for implementation project To undergo technical and coordination training about EV ecosystem Dec 25 • Rapid Technology evolution Rapid technology evolution of EV lead to Obsolescence, Infrastructure Compatibility, Cost of Upgrades, Regulatory Challenges and Supply Chain Disruptions. i. Continuous Research and Development (R&D) ii. Standardization and Interoperability iii. Lifecycle Management Dec 25
14 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 • tCO2e E 2. Job Creation • No. of local companies (manufacturers & contractors) • No. of headcounts (manufacturers, contractors & TNB new staff) S 3. Employees’ Training • XX training hours/ employee/year S 6. Value Creation (VC) EV Charging Infra – New Technologies *Note: Value will be created after implementation of pilot project which is in 2026 and above
2023 2024 2025 2026 2027 2028 2029 2030 100% X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual X Actual achievement K Evaluate EV related Technologies and Applications in DN A B End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Study on DN existing masterplan, roadmap and report (Jun 2024) Propose EV new technology for DN application ( Aug 2024) Syndication Session (Oct 2024) SU SteerCo Endorsement (Nov 2024) G H I J EV-DERMS (Dec 2027) EV Hosting Capacity Platform (Dec 2028) Vehicle To Grid POC (Dec 2030) Wireless Electric Fleets Charging POC (Dec 2030) A B C D E F G H M N O Determine requirements, current practice & process (E2E) (Nov 2019) Technical Guidelines for Interconnection of EV to Distribution System (Jun 2020) Investigation on Technical Impacts of EV Charging to Distribution Network (Dec 2020) Finalisation of strategic objective and plan (Dec 2019) Network readiness (Oct 2021) I L J M N O EV Commercial Strategy (Dec 2021) Distribution Network Focus Area (DNFA) DNFA No.14: EV Charging Infra – New Technologies L Pilot EV New Technology (Dec 2026) K
2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 Community Energy Storage System (CESS) 15 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status New housing development To deploy 15 CESS in order to enable energy management ecosystem for new housing development Dec 25 Residential Area with High Solar PV & EV Concentration To deploy 50 CESS in order to enable energy management ecosystem for Residential area with Solar PV & EV concentration Dec 25 Risk Cause Control Target Status Not meeting IBR targets for CESS deployment • Insufficient equipment stock • Delay in regulatory approvals • Procurement delays • Weekly progress meeting with project team to monitor progress of deployment and deliveries • Continuous engagement and syndication with relevant ministry and regulatory body • Diversified vendors with local and overseas manufacturers Dec 25 Delay in network design and deployment • Capability of project partners in carrying out planned network design, deployment, and commissioning works. • Ability to obtain relevant approvals & permits from approving authorities. • Delay in procuring equipment • Strict contract and vendor management practices and regular and proactive engagement with partners • Proactively initiate engagements with approving authorities once regulatory approval is obtained. Develop Plan-B standby network design using temporary alternative network equipment • Plan ahead and active engagement with Procurement on category strategies Dec 25 8% 14% 21% 28% 36% 45% 55% 65% 75% 84% 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 4% 10% 19% 23% 33% 42% 54% 62% 73% 82% 89% 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 = RM46.7mil Actual = RM 0 mil Utilization = 0 % Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 • Project Overview : CESS is significant to ensure a centralized DER community can enjoy the optimum benefits from generating electricity on their own, while increasing the management of DER generation to avoid curtailment • Key deliverables / Outcomes for FY2025: To deploy 65 CESS in order to enable energy management ecosystem for new housing development and Residential area with Solar PV & EV concentration
Community Energy Storage System (CESS) 15 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 : Will be declared once project team has been appointed
Deployment of 15 CESS in New Housing Development (2025) 15 CESS 2022 2023 2024 2025 2026 2027 2028 2029 A C 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.15: Community Energy Storage System (CESS) End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) Community Energy Storage System (CESS) F 15 B D E F A B C D E Deployment of 50 CESS in Residential Area with High Solar PV & EV concentration (2025) Deployment of 15 CESS in New Housing Development (2027) Deployment of 15 CESS in New Housing Development (2026) Deployment of 50 CESS in Residential Area with High Solar PV & EV concentration (2026) Deployment of 50 CESS in Residential Area with High Solar PV & EV concentration (2027)
2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 Voltage Regulated Distributed Transformer (VRDT) 16 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status New housing development To deploy 15 VRDT to enable voltage level management at LV substations in new housing development Dec 25 Existing Development + mitigate system constraint To deploy 100 VRDT to enable voltage level management at LV substations in existing development including system constraint mitigation Dec 25 Risk Cause Control Target Status Not meeting IBR targets for VRDT deployment • Insufficient equipment stock • Delay in regulatory approvals • Procurement delays • Weekly progress meeting with project team to monitor progress of deployment and deliveries • Continuous engagement and syndication with relevant ministry and regulatory body • Diversified vendors with local and overseas manufacturers Dec 25 Delay in network design and deployment • Capability of project partners in carrying out planned network design, deployment, and commissioning works. • Ability to obtain relevant approvals & permits from approving authorities. • Delay in procuring equipment • Strict contract and vendor management practices and regular and proactive engagement with partners • Proactively initiate engagements with approving authorities once regulatory approval is obtained. Develop Plan-B standby network design using temporary alternative network equipment • Plan ahead and active engagement with Procurement on category strategies Dec 25 Customer reluctance to accept new technology such as VRDT • Customer worried on bill increment after VRDT due to lack of awareness and understanding • Increase education and awareness among customers through mass and personalized engagements, CareLine, TNB-wide Initiatives etc Dec 25 8% 14% 21% 28% 36% 45% 55% 65% 75% 84% 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 4% 10% 19% 23% 33% 42% 54% 62% 73% 82% 89% 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 = RM3.6mil Actual = RM 0 mil Utilization = 0 % Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 • Project Overview : To provide capabilities to manage voltage levels at LV substations automatically within the specific set limit even with the rapid voltage changes due to DER and usage of EV charging to the network • Key deliverables / Outcomes for FY2025: To deploy 115 units of VRDT in order to enable energy management ecosystem for new housing development and existing development plus mitigation of system constraints
Voltage Regulated Distributed Transformer (VRDT) 16 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 : Will be declared once project team has been appointed
Deployment of 15 VRDT in New Housing Development (2025) 16 VRDT 2022 2023 2024 2025 2026 2027 2028 2029 A C 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.16: Voltage Regulated Distribution Transformer (VRDT) End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) Community Energy Storage System (CESS) F 16 B D E F A B C D E Deployment of 100 VRDT in existing development + system constraints mitigation (2025) Deployment of 15 VRDT in New Housing Development (2027) Deployment of 15 VRDT in New Housing Development (2026) Deployment of 100 VRDT in existing development + system constraints mitigation (2026) Deployment of 95 VRDT in existing development + system constraints mitigation (2027)
164 3. Safety and Health DNFA AOP FY2025
Implementation of NDRS Initiative 17 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay 2. Progress Update • To achieve generative safety culture • Ensure all act and regulations on health, occupational safety and environment are adhered and complied 1. Project Overview 4. Project Progress for FY 2025 5. CAPEX Utilization for FY 2025 Completed WIP/On track Critical/delay 5% 17% 20% 35% 60% 65% 70% 75% 88% 95% 97% 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 Plan = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 3. Risk & Mitigation Plan Update Risk Cause Control Target Status Poor participation in webinar NDRS Poor promotion, lack of encouragement from IM More effective and continuous promotion together with buy in from IM Delay in engaging regulators & interested parties Lack of interest from regulators & interested parties Effective engagement with regulators & interested parties Budget Constraint Not budgeted in RP4 Early year, to reconfirm on budget status and allocation Key Activity Milestone Target Status 1. Enforcement : ISO 45001:2018 Audit DNS manual review May 2025 HIRADC review May 2025 Internal audit July 2025 SIRIM audit Sept 2025 2. Enforcement : Certification of ISO 14001 Working committee set up April 2025 Approval from JU KKKP&AS May 2025 Engage SIRIM (timeline finalization) July 2025 Awareness program on ISO14001 Sept 2025 ISO14001 Gap Analysis Sept 2025 Document preparation (review DN Safety Manual) Sept 2025 Internal Auditor competency & appointment Nov 2025 Stage 1 Audit – Internal Audit (2025) Dis 2025 3. Enforcement : Station Under The Radar (SUTRa) Identified target station May 2025 Review checklist Assessment Jun 2025 Surveillance at sites July 2025 Gap analysis and follow up action Nov 2025 4. Engagement : Engagement with regulators & interested parties Identify area for paddy & palm oil engagement session Mac 2025 Engagement session with ST & paddy machine operators May 2025 Engagement session with ST & palm oil operators July 2025 5. Engagement : Refresher Course for High Risks Works Identify High Risk Works Category April 2025 Gap Analysis Jun 2025 Budget allocation requirement July 2025 Finalize participant October 2025 Way forward (budget approval & training call up) Nov 2025 6. Digitalization : Digitalization of SQE/SQA/CSQA BAWC Approval for Phase 1 Mac 2025 DARAB Approval May 2025 BLC Approval Jun 2025 Review requirement for project implementation Oct 2025 7. Engineering : Empowerment of PI Reporting and Closing Awareness related to PI April 2025 System Improvement & Reporting of PI Improvement (Theme) Aug 2024 Monitor implementation & Closure rate Dis 2025 Key Activity Milestone Target Status 8. Engineering : SOHELP (Systematic Occupational Health Enhancement Level Program)– Chemical and Ergonomic Assessment Identify sites for SOHELP Mac 2025 Appointment of enabler, coordinator and PIC May 2025 Awareness training on SOHELP to enabler, coordinator, PIC and JKKP member July 2025 Training on chemical and ergonomic Nov 2025 Conduct assessment for ergonomic and ensure implementation action plan in CHRA. Dis 2025 9. NDRS Education – Webinar & Stand Down B4 Stand Down Developing material & contents Mac 2025 Webinar NDRS & Stand Down B4 Stand Down Dis 2025 Evaluation & assessment Dis 2025 10. Education – Initiative ‘Julang & Benam’ Evaluate and list out initiatives Dis 2025 Assess and execute ‘Julang dan Benam’ initiatives Dis 2025
Implementation of NDRS Initiative 17 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. NDRS initiative towards zero accident - Saving on potential compound (accident + PI) - Saving on cost of investigation • RM S & G Cost Savings (OPEX) DN • RM 3.6 million • RM 63 million • RM 63 million • RM 63 million • RM 63 million • RM 63 million 2. NDRS initiative towards zero accident - Increase Productivity • tCO2e S & G Productivity DN Minimize numbers of lost days due to MC for staff. Thus, availability of staff = productivity of TNB continuous running 3. Digitalization of SQE/SQA/CSQA - Trees Saved • No. of trees (1 tree = 10,000 paper) E Others (environme ntal) DN NA 2 (50% of usage) 4 4 4 4 4 Refresher Course for High Risks Works - Staff undergo competency refresher • RM S & G Non-tariff revenue ILSAS NA RM 1.285 million RM 1.284 million RM 1.285 million NA NA 6. Value Creation (VC)
Health Safety & Environment HSE-BP DN 2022 2023 2024 2025 2026 2027 2028 2029 DNFA No.17: Implementation of NDRS Initiatives Distribution Network Focus Area (DNFA) End-to-End Project Timeline and Key Milestones for AOP FY2025 -2029 0% Implementation of 17 NDRS Initiatives 17 Implementation of NDRS Initiatives A B C D E F G H I J K L M N O R S T U V W a Y Z h b c d e f g P Q DNS manual review HIRADC review Internal audit SIRIM audit Working committee set up Approval from JU KKKP&AS Engage SIRIM (timeline finalization) Awareness program on ISO14001 ISO14001 Gap Aanalysis Document preparation (review DN Safety Manual) Internal Auditor competency & appointment Stage 1 Audit – Internal Audit (2025) Identified target station Review checklist Assessment Surveillance at sites Gap analysis and follow up action Identify area for paddy & palm oil engagement session Engagement session with ST & paddy machine operators Engagement session with ST & palm oil operators Identify High Risk Works Category Gap Analysis Budget allocation requirement Finalize participant Way forward (budget approval & training call up) BAWC Approval for Phase 1 DARAB Approval BLC Approval Review requirement for project implementation Awareness related to PI System Improvement & Reporting of PI Improvement (Theme) Monitor implementation & Closure rate X Identify sites for SOHELP Appointment of enabler, coordinator and PIC Awareness training on SOHELP to enabler, coordinator, PIC and JKKP member Training on chemical and ergonomic Conduct assessment for ergonomic and ensure implementation action plan in CHRA. Developing material & contents Webinar NDRS & Stand Down B4 Stand Down Evaluation & assessment Evaluate and list out initiatives Assess and execute ‘Julang dan Benam’ initiatives i j k l m n o To be started by 2025 A B E C D F G H I J K L M N O R S T U V W a Y Z b c d e P Q X f g h i j k o n m k 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 Mobile Street Furniture Monitoring 18 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status Nationwide Roll-Out Pilot at Melaka Jan-25 Roll-out at Negeri Sembilan & Johor Apr-25 Roll-out at Pahang, Kelantan & Terengganu Jul-25 Roll-out at Kedah, Perlis & Penang Oct-25 8% 14% 21% 28% 36% 45% 55% 65% 75% 84% 89% 95% 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 Jan-26 Plan Actual 4% 10% 19% 23% 33% 42% 54% 62% 73% 82% 89% 95% 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 Jan-26 Plan Actual Planned = R1.54mil Actual = RM0mil Utilization = 0 % Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 • Project Overview : To develop Street Furniture (SF) monitoring system through mobility solution to ensure SF assets in Distribution Network are in safe & good condition to the public and staff • Key deliverables / Outcomes for FY2025: Pilot at Melaka and Nationwide Roll-Out Risk Cause Control Target Status User Acceptance Period Extended (During testing) Data validation issue due to various system integration Simulation & walkthrough session with users in staging environment Apr-25 Potential Change Request Additional request from user Comprehensive syndication session & sign off from relevant parties during requirement gathering Dec-25 Potential System Downtime (During development) Concurrent various system integration development Thorough assessment on system risk analysis by ICT before system integration development Dec-25 Potential Data Loading (After Nationwide Rollout) Limitation on system infra Register users’ complaint & monthly syndication with ICT on system performance & mitigation requirement Apr-26
Mobile Street Furniture Monitoring 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. Paper Cost • RM E Cost Savings (OPEX) DN 0.059 mil • 0.03 mil • 0.059 mil • 0.059 mil • 0.059 mil • 0.059 mil 6. Value Creation (VC) 18 Note : Value creation is declared under SWATS special project
DNFA Non-SMART Projects MOBILE STREET FURNITURE MONITORING 1H1T Support Maintenance (Jan 2019) 1H1T Support Enhancement (Mar 2019) Project Solution Architecture/Proposal (Jul 2019) 1H1T Web & App – Enlacements, Support & Maintenance Phase 2 (Oct 2020) Launching of ‘Ops Umbang’ feature in 1H 1T application (Feb 2020) Project Kick Off (Mac 2024) System Development ,Testing & Go-Live(Sprint 2) (Sept 2024) System Development ,Testing & Go-Live (Sprint 1) (Jun 2024) A B C D E J K L M N 18 1H1T Web & App – Enlacements, Support & Maintenance Phase 1 (May 2020) F G Engagement with HO (Mar 2021) Finalization of User Requirement (Jul 2021) Preparation & Approval Sitting from SU25 Steering Committee (July 2022) H I O System Development ,Testing & Go-Live(Sprint 3) (Dec 2024) Pilot (Melaka) (Jan 2025) Approval Stage (DNDGC) (Aug 2022) (September 2022) Approval DARAB (Digital & Architecture Review Board) (Jul 2023) Approval BLC (Business Leadership Committee) (Sept 2023) P Q R Roll-out at Negeri Sembilan & Johor (Apr 2025) Roll-out at Pahang, Kelantan & Terengganu (Jul 2025) Roll-out at Kedah, Perlis & Penang (Oct 2025) S T U Roll-out at Selangor & Putrajaya/Cyberjaya (Jan 2026) V Roll-out at Perak & Kuala Lumpur (Apr 2026) Mobile SF Monitoring 18 2019 2020 2021 2022 2023 2024 2025 Jan 2025 100% 80% 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.18: Mobile Street Furniture Monitoring End-to-End Project Timeline and Key Milestones: FY 2025 -FY2026 Distribution Network Focus Area (DNFA) A 2026 U Handing over to BPO (Jul 2026) A G H I J K L B C D E F M N O p Q R S T U V U
2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 Digitalization of Safety Culture 19 Completed WIP/On track Critical/delay 5. CAPEX Utilization for FY 2025 3. Risk & Mitigation Plan Update Key Activity Milestone Target Status Procurement Procurement Process Mac 2025 Change Management Change Management with stakeholders April 2025 Development Development of the application Jul 2025 Pilot Pilot in Perak on digital interlocking Sept 2025 Approval DOIT Council Approval on Pilot Finding and handover project to BPO Nov 2025 5% 10% 15% 30% 35% 40% 45% 50% 60% 70% 90% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Jan-25 Feb-25 Mac-25 Apr-25 May-25 Jun-25 Jul-25 Ogos-25 Sep-25 Oct-25 Nov-25 Dis-25 Plan Actual Plan = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00% 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 = RM 300,000 Actual = RM 0 Utilization = RM 0 i) DSC is an application to digitalize switching procedures at site ii) Consists Digital Interlocking which focuses on record and register during conducting shutdowns at the site iii) Deliverables for 2025: Change Management Activities, Development of the Application, Pilot project in Perak, DOIT Approval on Pilot in Perak Annual Operating Plan FY2025 Risk Cause Control Target Status Reluctance of user to use the system • Lack of syndication & awareness during pre & post implementation • Regular meeting & engagement with teams & BPOs •Regularly
19 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. Workforce Optimization • No of hours • No of jobs • No of staffs • RM S Productivity DN 6.4mil/month 470,208/month400,053/month 307,520/month Non Tangible Benefits - Safety 6. Value Creation (VC) RP4 Base Case CAPEX Digitalization of Safety Culture
2019 2020 2021 2022 2023 2024 2025 2026 Mac 2024 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.19: Digitalization Of Safety Culture Distribution Network Focus Area (DNFA) 100% E 100% Digitalization of Safety Culture 19 A B C D E F G DIGITALIZATION OF SAFETY CULTURE DOIT Approval (Oct 2019) BLC Approval and POC (Feb 2020) 19 A C B Development of UI UX for POC (Mar 2020) Pilot in KL (May 2020) Pilot finding (Oct 2021) DOIT approval on pilot finding (Jun 2022) D E F G Sign Off BPO (Sep 2019) Finalize requirement (Dis 2022) BAWC Approval for Phase 1 (May 2023) H I J K L H A B C D F G D I H M I J J DARAB Approval for Phase 1 (Sept 2023) K PRE PIS and VC Calculation (Jan 2024) PIS Approval (Apr 2024) DNDGC Approval (Jun 2024) M N BLC Approval (Jul 2024) O Project requirements and cost finalization with ICT (Sept 2024) P Procurement process (Nov 2024) Change Management with stakeholders (Feb 2025) Q R Development of the application (May 2025) S DNDGC Council Approval on Pilot Finding for phase 1 and handover project to BPO (Oct 2025) T Pilot on Phase 1 in Perak (Aug 2025) L M N I J K O P Q R S T 100% 100% End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 15%
174 4. Capacity Development DNFA AOP FY2025
0% 5% 10% 20% 30% 40% 50% 60% 70% 80% 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% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 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 2. Progress Update 1. Project Overview 5. Project Progress for FY 2025 3. Risk & Mitigation Plan Update DN Academy 20 Completed WIP/On track Critical/delay • The initiative is a continuation of creating 240 Business Leaders within DN and contribute towards DN EBIT achievement of RM3.14B by 2025. • DNA #4 program Completion • Kick Off of DNA #5 program. Key Activity Milestone Target Status Batch 5: Presentation to DNA WC Projects/Initiatives Filterations Feb-25 Batch 5: : Pembentangan kepada Business Architecture Working Comm (BAWC) 1 st group Presentation to BAWC Mar-25 Batch 5: Pembentangan kepada Project Investment Strategy (PIS) Comm 1 st group Presentation to PIS Apr-25 Batch 6: Participants Selection DNA Batch 6 Participant Nomination May-25 Batch 5: Project presentation for DOIT approval 1 st group Presentation to DOIT Jun-25 Batch 5: Program Post Mortem & Review Workshop for DNA Batch 5 Program Post Mortem & Review Jul-25 Batch 6: Pelancaran Program DN Academy Batch 6 Start DNA Batch 6 Program Aug-25 Batch 6: Presentation to DNA WC Projects/Initiatives Filterations Sept-25 Batch 6: Forum Finance & IBR Pembentangan kepada BAWC - 1st group Oct-25 Batch 6: Presentation to DNA WC Projects/Initiatives Filterations Nov-25 6. OPEX Utilization for FY 2025 Plan = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 Plan = RM2.1mil Actual = RM 0 % utilization = 0% Not due to start Risk Cause Control Target Status Inadequate coaches • Coach BAU Commitment • •Propose appointment strategic partner •Set & follow timetable strictly Mac-25 No/low application from target candidates • Current workload • To engage on early hype •Every HOD’s & HOZA’s to propose names Jun-25 Annual Operating Plan FY2025
DN Academy 20 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. Employees’ Training • 12,960 training hours/ employee/year S • Non-tangible: skill & knowledge. • Tangible: Initiative value may realize in implementation under SEED program DN • 12,960 • 12,960 • 12,960 • 8640 6. Value Creation (VC)
20 DNA 2022 2023 2024 2025 2026 2027 2028 2029 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.20: DN Academy (DNA) End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) 56% 56% 56% G H I J K L M N O P Q R S AH DNA 20 Jan A Present and obtain JEK approval for DNA Program (Mar 2019) Mar-19 B Gap analysis and selection of participant (Jun 2019) May-19 C 1st Batch Kick Off (Oct 2019) Oct-19 D 1st Batch Presenting Initiative to WC & DOIT (Nov 2019) Nov-19 E 1st Batch graduation (Apr 2020) Apr-20 F DNA #2: Mini DNA at HOZA Selangor Kick Off Oct-21 G DNA #3: Approval by DOIT May-22 H DNA #3: Orientation Aug-22 I DNA #3: Initiative/idea banks Sep-22 J DNA #3: Presentation to Pre-working Comm Nov-22 K Presentation to working comm Mar-23 L Post-mortem Program DNA Batch 3 Apr-23 M Pembentangan Initiatives/projects kepada DOIT - 1 st Group Sep-23 N DOIT Approval Jan-24 O Orientation & Forum 1 Apr-24 P Start Presentation to DNA WC Jun-24 Q Pembentangan kepada Project Investment Strategy (PIS) Comm - 1st group Aug-24 R Presentation to DOIT Oct-24 S Permulaan Program Batch 5: Forum 1 Nov-24 T Presentation Initiatives to DNA WC Feb-25 U Presentation to DOIT Jun-25 V Permulaan Program Batch 6: Forum 1 Aug-25 W Presentation Initiatives to DNA WC Nov-25 X Presentation to DOIT Mar-26 Y Permulaan Program Batch 7: Forum 1 May-26 Z Presentation Initiatives to DNA WC Aug-26 AA Presentation to DOIT Dec-26 AB Permulaan Program Batch 8: Forum 1 Feb-27 AC Presentation Initiatives to DNA WC May-27 AD Presentation to DOIT Sep-27 AE Permulaan Program Batch 9: Forum 1 Nov-27 AF Presentation Initiatives to DNA WC Feb-28 AG Presentation Initiatives to DOIT Jun-28 AH Presentation DNA Way Forward to DOIT Sep-28 G H I J K L M N O P Q R S T U V W X Y Z AA AB AC AD AE AF AG
2. Progress Update • DEC Executive Attachment program is special 15-weeks attachment program designed to equip DN's talent with best engineering practices through direct guidance from DN's Specialist & Technical Expert • Key Objectives: To reduce equipment failure rate through improved specification, performance and quality verification, maintenance technique & to improve executives technical competency through attachment to DEC • Deliverables for FY2025 are to continue with another 2 batches of Executive Attachment program (Batch 9 & 10) as well as Colloquium for Batch 6 & 7 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. OPEX Utilization for FY 2025 DN Engineering Centre (DEC) 21 Completed WIP/On track Critical/delay Key Activity Milestone Target Status DEC Batch 9 Registration Of DEC Batch 9 Apr 25 DEC Batch 10 Approval of the DEC Batch 10 Aug 25 DEC Batch 6&7 DEC Colloquium Sept 25 DEC Batch 10 Registration of DEC Batch 10 Oct 25 Risk Cause Control Target Status Delay in program approval Late name submission from PIC for each department & unit Early notification and syndication June 25 5% 10% 15% 20% 30% 40% 50% 60% 70% 80% 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% 3% 5% 7% 10% 30% 50% 55% 70% 80% 100% -10.0% 10.0% 30.0% 50.0% 70.0% 90.0% 110.0% 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 3,300,000 Actual = RM 0 Utilization = 0 % Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.0 Annual Operating Plan for 2025
DN Engineering Centre (DEC) 21 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. R&M Repair Cost Avoidance RM G Cost Avoidance DN 150 failure avoidance per year @ RM 26k per failure VC target not finalised yet. Subject to baseline calculation planned in mid 2024 2. Employees’ Training 18,000 training hours S Productivit y DN 28,800 training hours per year 28800 Program expected to end in 2025 6. Value Creation (VC) DNFA Non-SMART Projects
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 Distribution Network Focus Area (DNFA) DEC Approval on extension of executive attachment at DEC (Feb 2020) 2 nd batch of executive training (Feb 2020) Benchmarking through Gap Analysis visit by TEPCO PG(Feb 2020) DEC Virtual Learning (Dec 2021) Approval of interim measure due to COVID-19 (Mar 2021) A B C D E DEC Colloquium 1st batch(April 2021) F G DEC facilities enhancement at TNBR (Dec 2021) 21 3 rd H batch of executive training (Feb 2022) I 4 th J batch of executive training (July 2022) DEC Colloquium 2nd K batch (Apr 2023) Approval 6th batch of executive training (Jul 2023) 5 th batch of executive training (Feb 2023) L M N O P 6 th batch of executive training (Aug 2023) Q 7 th batch of executive training (Feb 2024) 8 th batch of executive training (Sept 2024) 9 th batch of executive training (Apr 2025) 10 th batch of executive training (Oct 2025) Approval 4th batch of executive training (Jun 2022) Approval 5th batch of executive training (DEC 2022) Approval 7 th batch of executive training (Dec 2023) R S T U V Approval 8 th batch of executive training (Jul 2024) Approval 9 th batch of executive training (Dec 2024) Approval 10 th batch of executive training (Aug 2025) W DNFA No.21: DN Engineering Center (DEC) End-to-End Project Timeline and Key Milestones: Proposal for AOP FY2025 M N O K P Q R S T U V W 21 DEC M KN O P Q X Table to DOIT for project closing (May 2026) X
181 5. Employment Culture DNFA AOP FY2025
2. Progress Update DN High Performance Culture (HPC) Plan is developed in accordance with the High Performing Organization (HPO) Framework to achieve the DN KPI target of 8.5 in Employee Experience Survey (EEX). Excellence in HPC will facilitate the execution of TNB’s strategy. The plan also aims to cultivate talents to understand, adopt & embrace DN’s HPC in their daily operation. 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. OPEX Utilization for FY 2025 DN High Performance Culture (HPC) 22 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status Packaging EEX Strategy 2025 • Syndication with RC Team GHR for EEX Onboarding • Gap Analysis Workshop with HPC Focus Group • Development of DN EEX/HPC Action Plan 2025 • Endorsement of DN EEX/HPC Action Plan 2025 Feb 2025 Feb 2025 March 2025 Apr 2025 Implementation • DIRECTION • DN Townhall 2024 • Coffee Chat with CDNO • SBU Migration Townhall • LEADERSHIP • CDNO Turun Padang • HOD Turun Padang • Open Communication Platform • CONTROL & COORDINATION • Safety Communication campaigns • COP Framework Approval • CULTURE & CLIMATE • Inspirational Talk • Middle Manager & Young Executives Forum • DN Influencers • MOTIVATION • Apresiasi Kecemerlangan DN • Tabung DN Prihatin • Wira Lapangan/Budaya April 2025 April 2025 May 2025 March 2025 April 2025 May 2025 Aug 2025 Feb 2025 March 2025 Aug 2025 June 2025 June 2025 Jan 2025 June 2025 Assessment • Pre EEX Survey Nov 2025 Risk Cause Control Target Status Direction change New leadership in DN Early planning and close engagement with the management Apr 2025 Service provider unable to deliver as planned Lack of accountability by the service provider • Clear project requirements and expectations • Regular project monitoring Dec 2025 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Plan Actual Planned = RM 0 Actual = RM 0 Utilization = 0 Planned = 100% Actual = 0% Project Delivery Index (PDI) =1.0 198 199 199 199 199 199 200 200 200 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 Oct- 2 5 Nov - 2 5 D e c - 2 5 OPEX Utilization (RM’000) 3. Risk Mitigation & Plan
DN High Performance Culture (HPC) 22 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. Description Units ESG Pillar VC Type Beneficiar y Baseline (Before Initiative) FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 1. Employee experience Survey • Index S Employee Experience DN 85% 85% 85% 85% 87% 87% 6. Value Creation (VC)
22 DN HPC 2018 2019 2020 2021 2022 2023 2024 2025 April X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : %Actual Distribution Network Focus Area (DNFA) A F H I Web of Change Management (Dec 2019) DN Engagement Effectiveness Survey (Jul 2020) Work Life Balance (Dec 2020) Cultivating Business Mindset (Dec 2020) Structured Communication (Dec 2020) Steering the Journey (Feb 2021) Leadership Role Modelling (Mar 2021) Communication and Engaging with Warga DN (Nov 2021) Aligning formal Mechanism (Nov 2021) Steering the Journey (Apr 2022) Leadership Role Modelling (Aug 2022) Communication and Engaging with Warga DN (May 2022) Aligning formal Mechanism (Nov 2022) DN Reimagining Culture (DN RC) 22 B C G D E I H G F E D C B A M L K J J L K M End-to-End Project Timeline and Key Milestones: Proposal for AOP FY2025 DNFA No.22: DN HIGH PERFORMANCE CULTURE (HPC) Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : %Actual Actual achievement Project Duration /Journey X X Barometer Survey Unpack (March 2023) EES/HPC Implementation - Direction (March 2023) EES/HPC Implementation - Leadership (May2024) P O N N V P U T S Q V EES/HPC Implementation –Motivation (July 2023) EES/HPC Implementation – Innovation (July 2023) W Packaging EEX Strategy 2024 (Apr 2024) EES/HPC Implementation - Direction (May2024) R Q T S U EES/HPC Implementation - Leadership (May 2023) EES/HPC Implementation - Control&Cordination (July 2023) R EES/HPC Implementation -Culture & Climate (Dec 2023) EES/HPC Implementation - Control&Cordination (Aug 2024) EES/HPC Implementation -Culture & Climate (Aug2024) EES/HPC Implementation –Motivation (July 2024 EES/HPC Implementation – Innovation (July 2024) Y Y Y Z AA AB EES/HPC Implementation - Leadership (May2025) V AE Packaging EEX Strategy 2024 (Apr 2025) EES/HPC Implementation - Direction (May2025) EES/HPC Implementation -Culture & Climate (Aug2025) EES/HPC Implementation –Motivation (July 2025) EES/HPC Implementation – Innovation (July 2025) AF Y Y AG AH AI EES/HPC Implementation - Control&Cordination (Aug 2025) AD AC Action plan for 2026 onwards to use existing action plan HPC, subject to change according to objective & framework High Performance Culture
185 6. Business and Financial Performance DNFA AOP FY2025
2. Progress Update 1. Project Overview WORKFORCE OPTIMIZATION 23 Completed WIP/On track Critical/delay Key Activity Milestone Target Status A. Workforce Optimization via Selective Replacement and Natural Attrition A1. Headcount Strategy Management proposal for DN ❖ List out natural attritions for 2025 ❖ DN Workforce Analysis FY2025 ❖ Establish workforce plan in alignment to RT Review and winning IBR RP4 ❖ Identify critical & non-critical position (complemented & non complemented position) for filling up position ❖ Obtain approval from relevant management ❖ Review on headcount strategy management proposal for DN (if required) A2. Reporting ❖ Q1 Workforce Update for Distribution Network Division ❖ Q2 Workforce Update for Distribution Network Division ❖ Q3 Workforce Update for Distribution Network Division ❖ Q4 Workforce Update for Distribution Network Division A3. Mapping of Temporary Positions into Complemented Structure (25%) ❖ Mapping of Temporary Positions into Complemented Structure Jan 2025 Feb 2025 Mar 2025 Mar 2025 May 2025 Aug 2025 Apr 2025 July 2025 Oct 2025 Jan 2026 Dec 2025 B. Workforce Optimization focusing on structure review B1. Review of DN Structure (Mainstream / Project Base) ❖ Structure Review for Mainstream / Project Base Dec 2025 Risk Cause Control Target Status A. Misalignment of Workforce Planning with DN Business aspirations and financial capabilities in meeting EBIT target i. Invisibility of DN business plan resulting in misinterpretation of data and info. ii. Erroneous mechanism in selective replacement iii.Delay in implementation of enablers i. Continuously collaborate with business unit and constant communication with BSR in ensuring mission and aspiration alignment. ii. Establishment of short term and longterm forecast Workforce requirement iii.To review and come out with new filling up strategy Ongoing Ongoing Ongoing B. Misalignment of workforce capacity, capability and flexibility in achieving DN aspiration of SU2030 ❑ Workforce capability does not support new and emerging technology introduced in DN ❖ Lack of acceptance & clarification amongst talent due to the change introduce by DN in preparing for the SU2030 ❑ Regular update on the Job Competency Profile (JCP) ❑ Regular update on the Learning Journey (LJ) ❑ Assisting in DN Capability Development Framework by OD ❑ Enhanced change management/communication ❑ Greater involvement of all related parties in establishing HR strategies Ongoing Ongoing Ongoing Ongoing Ongoing 3. Risk & Mitigation for FY2025 4. Project Progress for FY2025 5. Health Index FY2025 Month Jan Feb Mar Apr May Jun July Aug Sept Oc t Nov Dec Targe t Health Index (Staff Cost / Customer) (RM mil) 56 20% 35% 60% 70% 82% 84% 94% 94% 94% 100% 100% 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 Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 ❑ Workforce Optimization FY2025 is designed to align with IBR and EBIT Target ❑ Key Objective : Workforce Optimization will contribute to Staff Cost Optimization through the following areas : i. Manpower/Structure review with consideration of enablers ii. Correct charging of staff cost to R&M and CAPEX. ❑ To achieve Value Realization of RM 22 mil for HR Optimisation in FY2025 Annual Operating Plan FY2025
Workforce Optimization 23 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. Workforce Optimization • RM S & G Cost Savings (OPEX) DN RM 616 Mn* RM 591 Mn TBD TBD TBD TBD 6. Value Creation (VC) * Data from DN Annual Operating Plan FY 2024
2020 - 2022 2023 2024 2025 2026 2027 2028 2029 80 % 80% 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. 23: WORKFORCE OPTIMIZATION E n d-t o-E n d P r o j e c t T i m e l i n e a n d K e y M i l e s t o n e s : FY2025-FY2029 Distribution Network Focus Area (DNFA) A Monitor enabler/initiative progress by BPO (Jan-Dec 2020) Monitor and reporting for every Unit by Quarterly in DNSS/Monthly HOD (Quarterly 2020) Monitor initiative progress and reporting to JIBDN & BSR (Jan-Dec 2022) Monitor structure review for AMI & SBU Street Lightning (Jan – Dec 2022) Monitor initiative progress and reporting to JIBDN & BSR (Jan-Dec 2023) Monitor Structure Review for Mainstream / Project Base (Jan–Dec 2023) Monitor initiative progress and reporting to JIBDN & BSR (Jan-Dec 2024) Monitor Structure Review for Mainstream / Project Base (Jan–Dec 2024) Monitor initiative progress and reporting to JIBDN & BSR (Jan-Dec 2025) Monitor Structure Review for Mainstream / Project Base (Jan – Dec 2025) Monitor and reporting for every Unit by Quarterly in DNSS/Monthly HOD (Quarterly 2021). Monitor enabler/initiative progress by BPO (Jan-Dec 2021) WORKFORCE 23 OPTIMIZATION 23 WORKFORCE OPTIMIZATION April 2024 B C D E F G H I J K L M N A B C D E G F H I J K L M N O P Q R S T Monitor initiative progress and reporting to JIBDN & BSR (Jan-Dec 2026) Monitor Structure Review for Mainstream / Project Base (Jan–Dec 2026) O P Q R S T Monitor initiative progress and reporting to JIBDN & BSR (Jan-Dec 2027) Monitor Structure Review for Mainstream / Project Base (Jan–Dec 2027) Monitor initiative progress and reporting to JIBDN & BSR (Jan-Dec 2028) Monitor Structure Review for Mainstream / Project Base (Jan–Dec 2028) Monitor initiative progress and reporting to JIBDN & BSR (Jan-Dec 2029) Monitor Structure Review for Mainstream / Project Base (Jan–Dec 2029)
2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 5. CAPEX Utilization for FY 2025 Integrated Vegetation Management (iVEM) 24 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay 8% 14% 21% 28% 36% 45% 55% 65% 75% 84% 93% 100% 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 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 No CAPEX Needed Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.0 Under Reimagining Tenaga Focus exercise, TNB BOD has approved the RT projection with a revised target of RM7.64bn in 2023, RM7.77bn in 2024 and RM8.88bn in 2025. SVD has then established Project 360, whereby they identified potential levers to close the EBIT gap. Initiative under R&M cost optimization is focus on productivity savings in vegetation management.DN Cost Optimisation. Key Activity Milestone New target Status Project Key Milestone Review Key milestone review Risk Assessment Workshop Jan 25 Jan 25 SEED 15 Weet Mat Installation VC (monthly) and Evaluation Report (bimonthly) for 6 Months Post Installation Post POC #2 syndication with Project Sponsors Presentation to Pre-DOIT & DOIT Council Project Closing & Handing Over to SBU DM Mac 25 Apr 25 May 25 Jun 25 SEED 21 Span Fact Sheet (SPS) Monitor Pre Listing drone Handover to MP’s & Change Management Sessions BQ finalizing Process award (Tender VM) Monitoring Value Creation (VC) for Plan vs Actual Maintenance Planner proceed to implement SEED 21 project all states except Selangor Kelantan Jan 25 Mac 25 Feb 25 Jul 25 Sept 25 Oct 25 SEED 30 Expanded UAS Drone Surveillance Presentation to HO, SBU M on outcome of rollout Nationwide Presentation to Pre-DOIT & DOIT Council Project Closing & Handing Over to SBU DM May 25 July 25 Aug 25 Risk Cause Control Target Status Timely Project Completion 1.Inadequate Project Planning and Execution 1. Get PMO or expert to assist and train TNB staff on project management. PMO to monitor and track value creation of project and on-going risk Dec 2025 Adoption Risk – Low adoption of project technology 1.Insufficient Engagement 2.Lack of syndication and awareness with targeted users 3.Project fails to achieve the value creation expected 1. Appointment of Change Management Agent 2. Adequate awareness, bulletin & training session with the users 3. DOIT approval after POC result to validate the impact of implementation result and go/no go decision 4. MoC Checklist for PM as reference Dec 2025 RT EBIT Productivity Saving. 1. Delayed in project implementation & deployment 2. Changes on RT Refresh target 1. Analyze root cause and review value creation declared 2. Identify other BAU initiatives from SBU Dec 2025 Technology Investment. 1. Unforeseen changes in ecosystem & business process design 1. SU25 programmed to monitor the sequencing of deployment strategy & establish SU30 masterplan Dec 2025 3. Risk & Mitigation Plan
Integrated Vegetation Management (iVEM) 24 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. SEED NO Description Units ESG Pillar VC Type Beneficiar y Baseline (Before Initiative) FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 1. SEED 15 Routine maintenance cost savings for grass cutting • RM G Cost Savings (OPEX) DN 0.011mn 0.11 mn 0.11 mn 0.11 mn 0.11 mn 0.11 mn Reduce frequencies of vegetation management from 6 to 2 cycles annually And hence reduce petrol consumptions. • tCO2e E Others Nation 122 Tons 89.6 Tons of CO2 equivalent 89.6 Tons of CO2 equivalent 89.6 Tons of CO2 equivalent 89.6 Tons of CO2 equivalent 89.6 Tons of CO2 equivalent 2. SEED 21 Contract cost savings for overhead line VM • RM G Cost Savings (OPEX) DN 3. SEED 30 Contract cost savings for overhead line CBM • RM G Cost Savings (OPEX) DN NA 2.4 mn 2.4 mn 2.4 mn 2.4 mn 2.4 mn Online reporting through Vertikaliti Software - Reduce paper usage from the paper form – less trees cutting and water consumption to make paper. No of trees E Others Nation NA 0.28 trees (2230 paper sheet saved) 0.28 trees (2230 paper sheet saved) 0.28 trees (2230 paper sheet saved) 0.28 trees (2230 paper sheet saved) 0.28 trees (2230 paper sheet saved) 6. Value Creation (VC) tbc * Values subjected to be reviewed
24 SEED 15 2022 2023 2024 2025 2026 2027 2028 2029 Jan 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.24: TO INSTALL WEED MAT AT 10 INDOOR SA S/S IN KL AS “PROOF OF CONCEPT (POC) / TRIAL FOR 12 MONTHS BEFORE SCALING IT UP TO NATIONWIDE DEPLOYMENT End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) 2 POC Implementation and Assessment Installation works at 10 identified PE B1 Pilot Assessment and Proposal for process review - Phase 1 B2 B3 Pilot Assessment and Proposal for process review - Phase 2 B4 Pilot Assessment and Proposal for process review - Phase 3 Feasibility Studies and Pilot Project Kick-off 1 A1 Complete data gathering for 10 identified Substations for “Proof of Concept” in KL A2 Procurement BQ and documentations to PSC A3 Procurement Process for POC by PSC C3 • DOIT Council Approval for National Roll-out (Nov 22) Post POC & National Roll Out • Handover of Deployment to SBU DM and OM Zones (C2). (Dec 22) C1 • Post Pilot Engagement with Stakeholder (SBUM, OD, ES, PSC) C2 • Material Testing (resistivity) by TNBR (ES) 3 • Pre-Doit Syndication with OD and other stakeholders • Material Spec Comparison Test (Lab & Site) • Endorse on Inst. Method by ES (Sept22) C3 C4 C4 C5 • 2nd Pre-DOIT Syndication (Oct 22) C6 C7 C3 Post POC & National Roll Out 2 1 POC #1 Period End (3 Years) Pre-DOIT Syndication with Projects Sponsor (Final Assesment & Wayforward) Preparation for Presentation to DOIT Council (POC #1) Procurement Process for Extended POC #2 Installation to 200 PE under Extended POC #2 Evaluation Report for POC#2 (Every 2 Months) Post POC#2 Syndication With PS, OD & PM Post POC #2 Pre DOIT Syndication Preparation for Presentation to DOIT Council (POC #2) Handover to SBU-M for Further Rollout Plan 3 4 6 7 8 5 9 10
2022 2023 2024 2025 2026 2027 2028 2029 Jan 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.24: TO INSTALL WEED MAT AT 10 INDOOR SA S/S IN KL AS “PROOF OF CONCEPT (POC) / TRIAL FOR 12 MONTHS BEFORE SCALING IT UP TO NATIONWIDE DEPLOYMENT End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) H I J K L MN O H I J K L P Q R M N 0 P 98.20% 98.20% P R S T U V 1 Design and Build Nationwide Rollout 3 2 Pilot Implementation & Validation
24 SEED 30 2022 2023 2024 2025 2026 2027 2028 2029 Jan 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.24: SEED 30: EXPANDED UAS/DRONE SURVEILLANCE End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) Kick Of Roll Out Nationwide (Phase 2.0) – May 24 Preparation for Roll Out Nation wide – Jan 24 Change Management Session – May 24 Establish process, data & timeline for rollout nationwide – Jan 23 Discussion between SEED 12, 21 & 30 for consolidation – Jun 23 Syndication with Project Sponsor HO – Jul 23 Engagement with MP & ME all zones - Aug 23 Pil Design And Build 2 3 1 Pilot Deploy & Implementation Nationwide Rollout & Project Closing Establish Process & Requirement Phase 1 – Nov 20 DOIT Presentation – Dec 20 DOIT Approval – Pilot Drone - Apr 21 Phase 1 – Pilot Kick Off – Jun 21 Roll Out Drone KL & Selangor – Apr 22 Roll Out Zone North – May 22 A B C D E F G H I J K L M N O P Q E F G H I J K L M N O P Q 59% 59% Presentation to HO, SBU M on outcome of rollout Nationwide – May 25 Go-Live Phase 2 (Roll Out Nationwide) – Jun 24 Presentation to Pre-DOIT & DOIT Council – Jul 25 Project Closing & Handing Over to SBU DM – Aug 25
2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 5. CAPEX Utilization for FY 2025 Maintenance Cost Efficiency (MOCE) 25 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay 8% 14% 21% 28% 36% 45% 55% 65% 75% 84% 93% 100% 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 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 No CAPEX Needed Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.0 BOD has approved the RT Focus projection with a revised target of RM 8.88bn in 2025. There is a gap between 2022 performance and future forecast to be addressed under Project 360Initiative under R&M cost optimization is focus on productivity savings in maintenance activities. Key Activity Milestone New Target Status Project Key Milestone Review Key milestone review Risk Assessment Workshop Jan 25 Jan 25 SEED 12 Consolidation of CBM & Patrolling Redundancies Close Project - Present VC obtained for FY 2024 and Handing over to BPO (Jan 25) Jan 25 Risk Cause Control Target Status Timely Project Completion 1.Inadequate Project Planning and Execution 1. SEED Committee Meeting to monitor and track value creation of project and on-going risk Dec 2025 Adoption Risk – Low adoption of project technology 1.Insufficient Engagement 2.Lack of syndication and awareness with targeted users 3.Project fails to achieve the value creation expected 1. Appointment of Change Management Agent 2. Adequate awareness, bulletin & training session with the users 3. DOIT approval after POC result to validate the impact of implementation result and go/no go decision 4. MoC Checklist for PM as reference Dec 2025 RT EBIT Productivity Saving. 1. Delayed in project implementation & deployment 2. Changes on RT Refresh target 1. Analyze root cause and review value creation declared 2. Identify other BAU initiatives from SBU Dec 2025 Technology Investment. 1. Unforeseen changes in ecosystem & business process design 1. SU25 programme to monitor the sequencing of deployment strategy & establish SU30 masterplan Dec 2025 3. Risk & Mitigation Plan
Maintenance Cost Efficiency (MOCE) 25 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. SEED NO Description Units ESG Pillar VC Type Beneficiar y Baseline (Before Initiative) FY25 Target FY26 Target FY27 Target FY28 Target FY29 Target 1. SEED 12 Contract cost reduction for redundancy in Visual Inspections cycle with CBM • RM G Cost Savings (OPEX) DN NA 0.003 mn • 0.003 mn • 0.003 mn • 0.003 mn • 0.003 mn 6. Value Creation (VC) * Values subjected to be reviewed
25 SEED 12 2022 2023 2024 2025 2026 2027 2028 2029 Jan 82% 80% N 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.25: SEED 12 - Consolidation of CBM & Patrolling Redundancies End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) I J 1 Deploy & Implement I K Close Project - Present VC obtained for FY 2024 and Handing over to BPO (Jan 25) 2 Project Closing N L M Project Rollout- Discussion with MPs on status of VM tender dan potential VC for FY 2024 (Jan 24) Project Rollout- Simulation Case for Perak & Penang (Feb 24) BPO Briefing on the process (Apr to Jun 24) Familiarization Session with Maintenance Planner and Maintenance Executor (Jun to Aug 24) Project Rollout- To monitor implementation for FY 2024 with value creation for Perak & Penang (Dec 24) J K L M
2. Progress Update • As technology evolves, more advanced computer systems, software, and tools are developed. These advancements come with higher costs, especially if they provide significant improvements in performance, security and functionality. • Key Objective(s): to achieve IT cost optimization and to support DN to achieve targeted EBIT and efficiently manage on technology expenses while still delivering high-quality services and maintaining competitiveness. 1. Project Overview 4. Project Progress for FY 2025 5. CAPEX Utilization for FY 2025 Completed WIP/On track Critical/delay 5% 10% 15% 35% 40% 45% 50% 55% 60% 70% 85% 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 Plan = 100% Actual = 0% Project Delivery Index (PDI) = 0.0 3. Risk & Mitigation Plan Update Risk Cause Control Target Status Delay in budget utilization Ineffective budget tracking and monitoring systems 1. Enhanced planning and forecasting 2. Early issuance of RJO for charging Oct 25 Consolidation of contracts fails to achieve the target. Complexity of contract terms and conditions Conduct thorough analysis of existing contracts before consolidation Dec 25 Delay in ICT scope of works Delay in ICT governance and implementation process Frequent follow up meetings with ICT related units Jul 25 Procurement delay Late delivery of materials from oversea • Frequent follow up meetings with Procurement units (before tender award) and appointed vendor Aug 25 Key Activity Milestone Target Status Microsoft New Contract Contract Preparation Jan 25 Tender by Procurement Feb 25 Contract Sign Off Jul 25 New Opportunity DN ICT Cost optimization workshop Apr 25 Budget Optimization Charging monitoring notification Jul 25 RJO issuance Aug 25 DN charging Completion Oct 25 Contract Renewal AMI-Siemens M&S for IT Platform & Software (MDMS) – Level 3 support Nov 25 Supplementary Agreement Celcom new contract with new pricing Oct 25 NA 26 ICT COST OPTIMIZATION
ICT Cost Optimization 26 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. Description Units ESG Pillar VC Type Benefic iary Baseline (Before Initiative) FY24 Target FY25 Target FY26 Target FY27 Target FY28 Target 1. Switch Service Provider & Package based on price benchmarking & service readiness from multiple ISPs (including ALLO) • kWh • RM E & G Cost saving DN RM200,000 2. To review the requirements on internet connectivity • kWh • RM E & G Cost saving DN RM197,430.92 3. Renegotiate MDMS license cost with Siemens to reduce M&S Level 3 cost. M&S L3 cost is 20% of the license cost. • kWh • RM E & G Cost saving DN RM1,643,000.0 0 4. Commission TNB's own fiber optic link from PMU HKCK – PMU KULN in order to discontinue leasing dark fiber from Fibrecomm f or AMI network equipment connectivity • kWh • RM E & G Cost saving DN RM 53,760 5. Maintenance Support (L2& L3) with Sagecom upon contract expiry in Oct 2024 • kWh • RM E & G Cost saving DN RM182,000 6. Value Creation (VC)
ICT Cost Optimization 26 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. Description Units ESG Pillar VC Type Benefic iary Baseline (Before Initiative) FY24 Target FY25 Target FY26 Target FY27 Target FY28 Target 6. Revision of DSR AMC for year 2023 & 2024. (Revision workshop between DN and ICT completed on 9 March 2023. BLC approved 6 April 2023. In procurement process.) • kWh • RM E & G Cost saving DN RM111,000.00 7. Establish Supplementary Agreement with Celcom for SCADA, DA & DSR • kWh • RM E & G Cost saving DN RM2,620,944.000 8. Supplementary Agreement with Celcom for Remote Meter Reading (RMR) Services • kWh • RM E & G Cost saving DN RM332,125.56 9. Strengthen contract terms & pricing structure for AMI server & storage related services • kWh • RM E & G Cost saving DN RM218,001.32 10. Strengthen contract terms & pricing structure for AMI server & storage related services • kWh • RM E & G Cost saving DN RM70,471.40 6. Value Creation (VC)
ICT Cost Optimization 26 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay No. Description Units ESG Pillar VC Type Benefic iary Baseline (Before Initiative) FY24 Target FY25 Target FY26 Target FY27 Target FY28 Target 11. Strengthen contract terms & pricing structure for RMR server & storage related services • kWh • RM E & G Cost saving DN RM415,903.94 12. Strengthen contract terms & pricing structure for GIS Storage server & storage related services • kWh • RM E & G Cost saving DN RM13,580.49 6. Value Creation (VC)