Contract Preparation (Jan-25) Contract sign off (Jul-25) RJO Issuance (Aug-25) Charging monitoring notification (Jul-25) Tender by Procurement (Feb-25) DN-ICT Cost Optimization Workshop (Apr-25) ICT Cost Optimization 26 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.26: ICT Cost Optimization End-to-End Project Timeline and Key Milestones: FY2024 -FY2025 Distribution Network Focus Area (DNFA) ICT Cost Optimization A 26 A B D E F C I G H A B C D E F G H I DN Charging Completion (Oct-25) AMI-Siemens M&S for IT platform & software (MDMS) – Level 3 support (Nov-25) Celcom new contract with new pricing (Oct-25) a a Tender Preparation (Jan-24) b Tender by Procurement (Mar-24) b c Cost Optimization workshop (Apr-24) c RJO issuance (Aug-25) Charging completion (Oct-25) d Charging monitoring notification (Jul-24) e f d e f
2. Progress Update • Cost structure framework for DN’s new product & service offering has completed the conceptual pricing methodology using Time Driven Activity Based Costing (TDABC). • Key Objectives: To develop TDABC framework into a Digital Cost Structure Platform called as Configure, Price & Quote (CPQ) integrated with the SEMI platform. • Deliverable FY2025 : i. To finalize the cost structure ii. To complete the UAT process for the CPQ 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 27 DN COMMERCIAL FRAMEWORK Completed WIP/On track Critical/delay Key Activity Milestone Target Status • Kick-Off • Syndication with ICT on the kick-off CPQ development after procurement completion. Feb 2025 • Finalized EULA • To assist ICT on the End User License Agreement (EULA) completion. Apr 2025 • CPQ Development • Syndication with ICT on the CPQ development May 2025 • Cost Structure Review • Finalized the cost structure with respective departments July 2025 • UAT • To complete the CPQ UAT process Dec 2025 Risk Cause Control Target Status Delay in CPQ development • Unanticipated obstacles in the CPQ development process. • Regularly engage with ICT and CPQ Vendor Dec 2025 5% 10% 20% 30% 40% 50% 55% 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 0.0% 0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Jan-23 Feb-23 Mar-23 Apr-23 May-23 Jun-23 Jul-23 Aug-23 Sep-23 Oct-23 Nov-23 Dec-23 Plan Actual Planned = CAPEX to be updated after project award by Dec 2024 Actual = RM 0 Utilization = NA Planned = 0% Actual = 0 % Project Delivery Index (PDI) = 1 CAPEX Utilisation to be updated after project award.
DN COMMERCIAL FRAMEWORK 27 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. Profit from NonRegulated New Product & Services i. Testing Calibration Of Metering Devices for DG & PDL customers • RM G Non-tariff Revenue DN • RM • RM 331k • RM 331k • RM 331k • RM 331k • RM 331k 2. Trees Saved • No. of trees E DN N/A • 0.32 • 0.32 • 0.32 • 0.32 • 0.32 3. Water Saved • Liters E DN N/A • 17,920 • 17,920 • 17,920 • 17,920 • 17,920 6. Value Creation (VC) Note: VC to be updated after CPQ Go-Live based on each products and services (CPQ as enabler)
DN Commercial Framework 27 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.27: DN Commercial Framework Distribution Network Focus Area (DNFA) 27 DN COMMERCIAL FRAMEWORK A 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 : A O P F Y 2 5 - 2 9 A Activity Base Costing (ABC) Preparation Mar 19 B Pre-determined internal costing Jun 19 C Management endorsement Oct 19 D Submission for appointment of professional firm Dec 19 E Appoint ICT for online portal development Apr 20 F Appoint Professional firm for validation and benchmarking May 20 G Completion of validation and benchmarking Jul 20 H Review the timeline of CPQ development with ICT Feb 21 I Allocate budget for CPQ development after tender awarding Apr 21 J Start tendering process for CPQ development by ICT & Procurement Divisions May 21 K Assist ICT & Procurement in re-design Request For Information for new tendering specs, timeline and pricing. Nov 21 L Assist ICT on procurement processes for re-tendering the CPQ development. Dec 21 1 2 3 4 5 6 7 8 9 10 1 12 A B C1 D E F G H I J L M N O P Q R S T U V W X Y Z AAAB AC AD AE 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 K 1
DN Commercial Framework 27 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.27: DN Commercial Framework Distribution Network Focus Area (DNFA) 27 DN COMMERCIAL FRAMEWORK A 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 : A O P F Y 2 5 - 2 9 M Discuss with relevant departments on the way forward for CPQ Jan 22 N To propose options for the CPQ development Feb 22 O Propose the blueprint and architecture to incorporate CPQ with relevant platform Apr 22 P Seek management endorsement on the revised CPQ development Oct 22 Q Update ICT on finalizing CPQ development based on way forward from management Nov 22 R Seek management endorsement on the revised CPQ development Apr 23 S Propose DNFA 27 way forward during Mid Year DNFA review Aug 23 T Initiate discussions with SEMI team regarding CPQ developments in SEMI (E&CI) Sep 23 U To propose CPQ business case requirement in SEMI Dec 23 1 2 3 4 5 6 7 8 9 10 1 12 A B C1 D E F G H I J L M N O P Q R S T U V W X Y Z AAAB AC AD AE 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 K 1
DN Commercial Framework 27 2019 2020 2021 2022 2023 2024 2025 MAR 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.27: DN Commercial Framework Distribution Network Focus Area (DNFA) 27 DN COMMERCIAL FRAMEWORK A 1 2 3 4 5 6 7 8 9 10 1 12 A B C1 D E 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 : A O P F Y 2 5 - 2 9 V To update and finalized the ICT Business Requirement Document (BRD). Feb 24 W To assist ICT to complete the Request For Information (RFI) from vendors Apr 24 X To secure the architecture approvals from BAWC and/or PIS Jun 24 Y Update the DN cost structure with new data Sep 24 Z To support ICT in the CPQ procurement process Dec 24 AA Syndication with ICT on the kick-off CPQ development after procurement completion. Feb 25 AB To assist ICT on the End User License Agreement (EULA) completion. Apr 25 AC Syndication with ICT on the CPQ development May 25 AD Finalized the cost structure with respective departments Jul 25 AE To complete the CPQ UAT process Dec 25 F G H I J L M N O P Q R S T U V W X Y Z AAAB AC AD AE 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 1 1 2 3 4 5 6 7 8 9 10 1 12 K 1
2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan Update 5. CAPEX Utilization for FY 2025 New Product/Service Offering 28 Completed WIP/On track Critical/delay Individual Compound Lighting (ICL) Objective: 1. To provide customers with solution to brighten compound areas (optional offering instead of ISL) 2. To encourage EE efforts 3. To improve safety concerns for compound areas Key Activity Milestone Target Status • System Readiness • To enhance and integrate related systems Q1 25 • Approval • Obtain approvals from relevant committees to rollout Q2 25 • Marketing and Promotion • Collaborate with Retail to do marketing and promotion to potential customers Q3 25 • Go To Market • Marketing plan execution • Realization of value creation Q4 25 Risk Cause Control Target Status • Delay in product go to market • Consolidated all inputs from respective CFT members for NPS proposal. • Monthly tracking under CFT. • Monthly tracking with NPS`s implementers. Q4 25 20% 40% 60% 70% 80% 100% 100% 100% 100% 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 Plan = 100% Actual = 0% Project Delivery Index (PDI) =0.0 No CAPEX allocated for FY2025 Annual Operating Plan FY2025
New Product/Service Offering 28 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. FY2023 : Metering Lab Services for PDL DG • RM E Customer Value Customers 2. FY2024 : Individual Compound Lighting (ICL) • kWh • RM S Customer Value Customers 3. FY2025 : Customer Digital Appointment (CDA) Scheduler • CSI Score S & G Customer Value Customers • N/A • Est. baseline • Root Cause Analysis & Proposed Improvements • Increase CSI Score • Increase CSI Score • Increase CSI Score 4. FY2025 : Customer View Outage Map • CSI Score S & G Customer Value Customers • N/A • Est. baseline • Root Cause Analysis & Proposed Improvements • Increase CSI Score • Increase CSI Score • Increase CSI Score 6. Value Creation (VC)
New Product/ Service Offering 28 2022 2023 2024 2025 2026 2027 2028 2029 Mac 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.28: New Product/Service Offering A Metering Lab A B C D E 28 New Product & Service Offering A F A D C B E ST Approval & Management (Oct 2022) Syndication with RTS for system development (June 2023) System Development BCRM & ERMS (Nov 2023) To come out with the pricing of the services to be charged to the customers.(Nov – Feb 23) System Testing (Dec 2023 – Jan 2024) System Readiness (End of Jan 2024) A D C B E F G End-to-End Project Timeline and Key Milestones: Proposal for AOP FY2025 Distribution Network Focus Area (DNFA) 100% 80% Engaged with C&M to do marketing and promotion to potential customers (Apr 2024) G Remark: New timeline will be revised based on uniqueness NPS listing (low hanging fruit target) Awareness Program with Retail & DN (Feb 2024) H I J ICL Announcement & FAQ in myTNB portal (Mac 2024) Marketing plan execution & Realization of execution (June 2024) J I I H Remarks: Other products and services in the pipeline include:- 2024: ICL (New Product) Customer Digital Appointment (services) Customer View Outage map (services) A B C D E F G H I J ICL CDA Customer View Outage Map
2. Progress Update • SBU is established as the vehicle to deliver performance improvement, maintenance cost optimization and improve conductivity towards Distribution Maintenance subsidiary formation (refer to JEK paper) • To differentiate regulated and growth businesses, and subsidiaries formation to unlock the value within the organization • To identify and unlock the value of Distribution Maintenance by focusing on • Cost efficiency to maximize allowable returns from existing network • Growth into new markets and leveraging expertise in Malaysia • Growth into new businesses, leveraging existing asset base and experience in adjacent industries • Stabilizing SBU DM initiatives after migration in FY2023 • Readiness assessment activities on SBU migrations in FY2024 towards Distribution Maintenance subsidiary formation • Migration towards subsidiary formation in FY2026 1. Project Overview 3. Risk & Mitigation Plan (Subject to CMD endorsement) SBU MAINTENANCE 29 Completed WIP/On track Critical/delay Key Activity Milestone (depends on activity progress in FY2024) Target Status Migration towards subsidiary operation • Assessment of Operational Excellence • Assessment on maintenance and safety compliance • Review business process • Engagement with Operation & DN related parties • Establish new business process • Endorsement new business process and asset manager Feb 2025 May 2025 Migration towards subsidiary operation Prepare paper to IEC • Engagement with TNB ES / subsidiary • IEC Approval May 2025 Sep 2025 Migration towards subsidiary operation Resources readiness • Engagement on resources strategy (TNB ES / subsidiary) • Engagement with Union and staff • Proposal to subsidiary and DN Nov 2025 Risk Cause Control Target Status Project Performance Failure a. Failure to execute maintenance strategy initiatives b. Failure in adopting new maintenance approach a1. Assessment on post migration exercise a2. Continuously re-evaluate key initiatives including business plan and AOP a3. Enhance on monitoring performance tracking b. Identify & timely adoption of new maintenance approach for optimization Dec 2025 Failure in Effective Vendor Management a. Resistance from third party service providers on new SBU DM’s concept of vendor management a1. Engagement sessions a2. Introduce new contract management concept Dec 2025 Failure in migration for all scope of works a. Obstacles from Operation unit to serve SBU Maintenance works A1. To identify which scope of works to be maintained in DN and which to be migrated into subsidiary Dec 2025 4. Project Progress for FY 2025 6. OPEX Utilization for FY 2025 (Based on P&L SBU DM Report – to be reported after presented in SBU Council) 2% 8% 12% 20% 28% 36% 44% 52% 60% 72% 84% 100% 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 Actual Plan Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 0 100 200 300 400 500 600 700 800 900 1000 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Revenue (RM Mn) Expenses (RM Mn) Profit/(Loss) (RM Mn) Mth EBIT Jan Feb Mar Apr May Jun Mth EBIT Jul Aug Sep Oct Nov Dec Annual Operating Plan FY2025
SBU MAINTENANCE 29 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 based on direct negotiation process done in FY2025
2026 SBU MAINTENANCE 29 2018 2019 2020 2021 2022 2023 2024 2025 Mar X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual XActual achievement Distribution Network Focus Area (DNFA) A B C D E F G H I End-to-End Project Timeline and Key Milestones: : FY2025-FY2029 DNFA 29: SBU MAINTENANCE Wave 2: SBU Formation Wave 1: Conceptual Study & Approvals Wave 3: Performance & Readiness Assessment Wave 4: Migration towards subsidiary operation Wave 5: Post Migration Evaluation 65.16% 65.16% A JEK Approval for SBU (Jun 18) B C D E F Taking Over Southern Zone (Oct 20) Taking Over KL Zone (Aug 21) Taking Over East Zone (Sep 21) Taking Over North Zone (Nov 21) Taking Over Selangor Zone (Dec 21) F Refine SLA with all parties involved (Mar 24) G Review business model for Financial and risk to refine value proposition (Dec 24) Sign off of SBU DM capacity & capability to serves operation/DN effectively & SBU DM Value creation (Oct 24) I J K Prepare paper to IEC (Jun 25) L Resources readiness (Nov 25) Refine service offering, charging mechanism and deployment model (Feb 26) M Q Evaluate technical & financial performance for business process improvement (Dec 26) J K L M P Full migration of SBU DM to subsidiary (Sep 26) Change management (May 26) N N Q • Assessment of Operational Excellence (Feb 25) • Review business process , appoint asset manager (Mar 25) O Asses & review impact on SBU migrations (Aug 24) – OD & BSR (Steering Committee) H O P
2. Progress Update To facilitate Metering SBU for migration of Metering function to TNBES based on current direction from Management Breakout Session. Migration objectives are:- 1) To inculcate competitive and entrepreneurial mind set readiness 2) To capture and grow non-regulated business Deliverable FY2025: 1. To get approval from IEC for SBU Metering migration to TNBES 2. Migration to TNBES 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 SBU METERING 30 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Key Activity Milestone Target Status Migration to TNBES Obtain IEC approval for migration to TNBES Mar 25 Talent engagement completion May 25 Finalize contract, LOA & system requirement Jun 25 JIK structure approval Aug 25 Migration to TNBES Sept 25 Risk Cause Control Target Status • Delay in Endorsement for SBU Migration • Dynamic decisions on direction and criteria for SBU Metering Migration towards subsidiary • Workgroup syndication with SMD and IEC to realign direction and criteria Sept 25 • Align activities with SBU Deployment Plan facilitated by OD Sept 25 5% 10% 20% 30% 45% 55% 65% 75% 85% 90% 95% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Plan Actual 10% 15% 20% 25% 30% 40% 50% 60% 70% 80% 90% 100% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Plan Actual Plan = RM xx Actual = RM xx % Utilized = 0% Planned = 100 % Actual = 0 % Project Delivery Index (PDI) = 0.00
SBU METERING 30 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. New Business Revenue • RM E & G Non-tariff Revenue TNBES/TNB 0 • 1.922m • 398m • 409m • 421m • 453m 6. Value Creation (VC) Note: 1. Revenue forecast 2026 – 2029 are based on Financial Model simulation from regulated & non-regulated revenue (domestic & Indonesia market) and subject to change. 2. FY25 target is based on non-regulated revenue from Metering Lab offerings.
Metering SBU FY2024 (Wave 3) 2019 2020 2021 2022 2023 2024 2025 2026 D X Planned Key Milestone will be locked & any changes are subject to Management approval % Planned LEGEND : Project Duration /Journey %Actual Actual achievement Distribution Network Focus Area (DNFA) X DNFA 30: SBU METERING End-to-End Project Timeline and Key Milestones: 2025 30 SBU Metering Project Duration /Journey SBU METERING 100% 100% A B C D E F G H I J K L M N Project Duration /Journey (Wave 1 & Wave 2) Project Wave 3 P Q R S T U V A B C D E F G H Approval SBU Metering by JEK (March 2019) Approval Product Pricing Catalogue (June 2019) Pilot Project Lean Structure (DO&SEAL)-South(Aug 2019) Energy Audit Beyond Meter Service to Customer (Sep 2019) Pilot Energy Management System (EMS) (Sep 2019) Handing Over Metrology Unit to Metering SBU (Oct 2019) Handing Over MDIC and SEAL to Metering SBU (Nov 2019) Handing Over Device Operation to Metering SBU (Dec 2019) Metering SBU FY2019 (Wave 1) I J K L M N O New Product 2 Launching (July 2020) Finalise CPA & SLA for Metering with Retail (Apr 2020) New Product 1 Launching (Apr 2020) Financial, Business Gap & Risk Assessment (Jun 2020) DN Manager Takeover Finalised (Nov 2020) Financial Modelling Assessment & Refinement (Dec 2020) Reassessment SBU for Subsidiary & Presentation to JEK (Dec 2020) Metering SBU FY2020 (Wave 2) P Q R S T U V Review Business Model Canvas (BMC)(Mar 2021) Financial Assessment/ Modelling (Apr 2021) Existing Product Review 1 (Meter & CT Test) (Jun 2021) Business Case Realignment with Financial Target (July 2021) Assessment SBU KSF Achievement (Aug 2021) Existing Product Review 2 (EMS) (Oct 2021) SBU Gap & Risk Assessment Review (every 6 month) (Nov 2021) Metering SBU FY2021 (Wave 3) Project Wave 3 Y Z A’ 100% W W X Y Z A’ Business Model Canvas (BMC) Review (Mar 2022) New Business Product Implementation & Expansion (Apr 2022) Business Gap & Risk Assessment (July 2022) Financial Review & Realignment with Financial (Aug 22) Efficiency & Optimization Validation By Related Party (Apr 2023) Assessment SBU KSF Achievement (Dec 2022) Metering SBU FY2022 (Wave 3) 100% Mar 2024 X Project Wave 3 Approval SBU Migration Migration & Subsidiary Establishment Study by SBU Council (Jul 2023) Metering SBU FY2023 (Wave 3) Project Wave 3 Metering SBU FY2025 (Wave 3/4) Endorsement by SBU Council on SBU Migration to subsidiary (Dec 2023) E’ F’ G’ Project Wave 4 100% 100% O 100% 100% B’ C’ D’ Draft asset manager role & function (Jul 24) Draft business process (Aug 24) Risk & mitigation assessment (May 24) Conclude tax implication study (Jun 24) Obtain approval from SBU Council on SBU Migration to Subsidiary (Draft IEC) (Dec 24) B C D E F G H I 20% 20% H’ I’ J’ K’ IEC Approval (Mar 25) N J Talent engagement completion (May 25) K L JIK structure approval (Aug 25) M Finalize contract, LOA & system requirement (Jun 25) Migration to Subsidiary (Sept 2025) L M N
Key Activity Milestone Target Status SBU Subsidiarization Strategy •Investment Strategy Study Mar 25 •Finalize TAX implication & assessment on IBR Jun 25 •Risk Assessment Oct 25 Financial Review & Realignment •Finalize Business Model April 25 •Finalize Investment Strategy May 25 •Finalize Financial Model & Financial Projection Sept 25 Proposal Paper to IEC •Syndication with respective HOD Oct 25 •Proposal Refinement Nov 25 •To obtain IEC Approval Dec 25 2. Progress Update 1. Project Overview 5. Project Progress for FY 2025 3. Risk & Mitigation Plan Update 6. CAPEX Utilization Completed WIP/On track Critical/delay Risk Control Target Status ▪ Delay in organization migration process •Engage with staff to clearly explain SBU role and responsible. Aug 25 ▪ Failure to improve performance •Strategize and implement suitable action plan. Aug 25 0.0% 10.0% 20.0% 30.0% 40.0% 60.0% 70.0% 80.0% 90.0% 90.0% 100.0% 100.0% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Plan Actual Plan = 100 % Actual = 0% Project Delivery Index (PDI) = 0.0 1.00 31 SBU Asset Development 50 240 450 700 950 1,0001,3001,6001,8002,0002,300 2,840 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec CAPEX Plan vs Actual, RM,mil Planned Actual • To prepare for migration with thorough assessment and study for seamless transition • To establish business focus towards generating business revenue growth through innovative solution besides improvement in performance and cost efficiency operations. Annual Operating Plan FY2025
SBU Asset Development 31 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. Develop workforce technical skill - Project Management Professional Training Hours S Productivity DN 24 training hours/talents/ year 240 240 240 240 240 2. Performance & productivity improvement – Professional Fees • % G Productivity DN 6.12% 6.00% 5.8% 5.5% 5.3% 5.0% 6. Value Creation (VC)
2019 2020 2021 2022 2023 2024 2025 2026 G SBU Enhancement Program SBU AD C Approval of SBU Implementation from JEK (July 2019) D SBU Preparation M Obtain Approval and roll-out SBU N Post SBU deployment assessment E SBU Operationalized F Obtain Approval and roll-out SBU AD Prep. Activities to rest zones R Proposal Paper to IEC Q Financial Review & Realignment with Group Finance O SBU subsidiarization study P Establishment of SBU subsidiarization strategy T Develop team capabilities to prepare for growth in demand Wave 2: SBU Formation Wave 1: Conceptual Study & Approvals Wave 3: Performance & Readiness Assessment Wave 4: Migration towards subsidiary operation Wave 5: Post Migration Evaluation A Detailed study & development of SBU B Towards SBU Preparation Activities H SBU Financial Performance I SBU New Growth Initiatives J SBU Operational Efficiency U Refine service offering, charging mechanism and deployment model Refine service level commitments and contracts to customers & service providers V Further improve and refine value W proposition to each customer segment Establish asset manager role in migration plan S X Onboard into Subsidiary Y Performance Monitoring Evaluate technical & financial performances based on contracts Z 2027 Planned Key Milestone % Planned LEGEND : Project Duration /Journey %Actual X % WIP End-to-End Project Timeline and Key Milestones DNFA SBU Asset Development Migration DNFA SBU Asset Development Migration A B C D E F G H I J M S N O P Q R T U V W Y Z K SBU Workforce Empowerment L SBU Business Efficiency L K X Onboard into Subsidiary X Enabler (MCMS) being the critical path for structure roll out
219 7. Reliable Energy and Fair Tariffs DNFA AOP FY2024
2. Progress Update 1. Project Overview 5. Project Progress for FY 2025 32 Winning IBR RP4 Completed WIP/On track Critical/delay 6. CAPEX/OPEX Utilization for FY 2025 • To Identify, improve, document control related to monitoring a prudent and efficient RP4 implementation. • Deliverable FY2025:100% utilization of CAPEX, 98% utilization of OPEX, 100% PI achievement Task Target Status • Webinar 1 - sharing session on RP4 determination Feb 25 • Complete RP4 delivery strategy, identify risk & outline mitigation plan Feb 25 • Monthly reporting, analysis and action plan Q1 (Jan 25-Mar 25) Feb 25-Apr 25 • RP4 approval roadshow to all BPO in DN Apr 25 • Monthly reporting, analysis and action plan Q2 (Apr 25-Jun 25) May 25- Jul 25 • Monthly reporting, analysis and action plan Q3 (Jul 25- Sep 25) Aug 25- Oct 25 • Monthly reporting, analysis and action plan Q4 (Oct 25- Nov 25) Nov 25-Dec 25 8% 16% 24% 32% 40% 48% 56% 64% 72% 80% 88% 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 8% 17% 25% 33% 42% 50% 58% 66% 75% 83% 91% 100% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Plan Actual Planned = RM XXmil Actual = RM 0 mil Utilization = 0% 8% 16% 25% 33% 41% 49% 57% 65% 74% 82% 90% 98% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Plan Actual Planned = RM 0mil Actual = RM 0 mil Utilization = 0% CAPEX Allowed 2025= RM XX mn OPEX Allowed 2025= RM XX mn * Task to be added based on requirement for additional CAPEX requirement on any other regulatory related deliverables deemed necessary to win IBR RP4 Risk Cause Control Target Status Delivery of RP4 Projects Significant increase of CAPEX & new SMART projects • Project level- outlined delivery plan for projects with significant increase in investment • TNB level- ensure procurement & supply chain and internal resources readiness to deliver increased level of CAPEX Feb 25 OPEX Overutilization Uncontrollable cost increase due to geopolitical conflicts/ new requirements by authorities • Ensure PICs due necessary engagement to minimize the cost • Assist BP Finance to prepare required documents to trigger unexpected OPEX should the cost could not be minimized further Jan 25- Dec 25 CAPEX investment unable to drive OPEX efficiency Most of the CAPEX projects are for adherence to compliance, cost avoidance and customer benefit • Prioritize projects that delivers cost saving/ high risk value • Assist BSR/OD to come-up with more initiatives to drive OPEX Mar 25 DNFA Non-SMART Projects
Winning IBR RP4 32 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) DNFA Non-SMART Projects Note: No Value creation to be declared
Winning IBR RP4 32 2022 2023 2024 2025 2026 2027 2028 2029 A B C D E F G H I J K L M N O 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.32: WINNING IBR RP4 WINNING IBR RP4 A B 32 Webinar 1 - sharing session on RP4 determination Complete RP4 delivery strategy, identify risk & outline mitigation plan E F G H I J K L M N C O D End-to-End Project Timeline and Key Milestones: Distribution Network Focus Area (DNFA) Monthly reporting, analysis and action plan Q1 FY25 RP4 approval roadshow to all BPO in DN O Monthly reporting, analysis and action plan Q2 FY25 Monthly reporting, analysis and action plan Q3 FY25 Monthly reporting, analysis and action plan Q4 FY25 Monthly reporting, analysis and action plan Q1 FY26 Monthly reporting, analysis and action plan Q2 FY26 Monthly reporting, analysis and action plan Q3 FY26 Monthly reporting, analysis and action plan Q4 FY26 Monthly reporting, analysis and action plan Q1 FY27 Monthly reporting, analysis and action plan Q2 FY27 Monthly reporting, analysis and action plan Q3 FY27 Monthly reporting, analysis and action plan Q4 FY27 DNFA Non-SMART Projects
8% 16% 24% 32% 40% 48% 56% 64% 72% 80% 88% 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 4. Project Progress for FY 2025 Strategic IBR RP5 Regulatory Proposal 33 Completed WIP/On track Critical/delay 3. Risk & Mitigation Plan Update • To Identify, improve, document control and governance mechanisms and methodologies related to preparing a prudent and efficient RP5 proposal. • To maximize the approval of CAPEX and OPEX based on DN’s proposal. Risk Cause Control Target Status Delivery of RP4 Projects impacts RP5 proposal Significant increase of CAPEX & new SMART projects • Project level- outlined delivery plan for projects with significant increase in investment • TNB level- ensure procurement & supply chain and internal resources readiness to deliver increased level of CAPEX Feb 2025 Lack of new SMART Projects to drive CAPEX investment High-CAPEX projects such as AMI and DA would reach 100% (Accelerated ET scenario) • Identification of new technologies to support the required SU2030 capabilities • Identification of new technologies that could drive OPEX efficiency Jun 2025 Plan = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 Task Target Status • Completion of postmortem RP4 Determination Mac 25 • Kick-start RP5 Development (1st Cut): (i) OPEX forecast ( R&M, staff cost & OGE): define the key drivers/ productivity improvement & efficiency targets (ii) CAPEX forecast (Core) - gap analysis based on latest DAPC result (iii) CAPEX forecast (Smart Project) - SU 2030 and beyond Aug 25 • Engagement with Stakeholder (GW & site visit) i.e. ST, PETRA • Showcase SMART Project Progress Oct 25 • Completion of RP5 Development (1st Cut): Nov 25 • RP5 Development (1st Cut) briefing session to HOD & CDNO Dec 25
Strategic IBR RP5 Regulatory Proposal 33 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. EBIT • RM E & S Operating Profit DN • N/A • RM 3.51 bn • RM 3.28 bn • RM 3.04 bn • RM 4.22 bn • RM 3.90 bn 6. Value Creation (VC) DNFA Non-SMART Projects
33 IBR RP5 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.33: Strategic Proposal IBR RP5 Regulatory Proposal End-to-End Project Timeline and Key Milestones: FY25-29 Distribution Network Focus Area (DNFA) A Strategic Proposal IBR RP5 A B C D E F G 33 H I B C D E F G H I Completion of postmortem RP4 Determination Engagement with Stakeholder (GW & site visit) i.e. ST, KETSA Completion of 1st Cut RP5 Development 1 st cut RP5 Development briefing session to HOD & CDNO 2 nd cut RP5 submission to RSMD 3 rd cut submission to RSMD Engagement with Stakeholder (GW & site visit) RP5 proposal submission to ST Final cut submission to RSMD J RP5 Kick off Session with ETPU K Briefing to ST on RP5 Proposal Engagement with stakeholder – briefing on RP5 public version RP4 revised proposal submission based on ST 1 st draft determination Approval of RP5 Proposal L M N O K L M N O Kick start challenge session with ST appointed consultant/ST J
226 8. Customer Experience DNFA AOP FY2024
2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan Update Low Voltage Supply Connection (LVSC) 34 Completed WIP/On track Critical/delay • ZBD LVSC Project aims to improve customer service experience in LV Getting Electricity • LV service construction and meter installation functions are done seamlessly by AD Service team via single visit approach • For FY2025, the implementation strategy will be mainly focusing on roll out project at East Zone (Kelantan) & Selangor Key Activity Milestone Target Status • Engagement ➢ KKB Training for additional module for KKT SAVR ➢ Engagement with SBU AD Selangor ➢ Engagement with SBU AD East Jan 25 Feb 25 • Kelantan •LVSC roll out (Kelantan) ➢ 3Ms training ➢ Configuration & go live Apr 25 • Terengganu •LVSC roll out (Terengganu) ➢ 3Ms training ➢ Configuration & go live Jun 25 • Selangor •LVSC roll out (PJ, SJY, SAM, BBB) ➢ 3Ms training ➢ Configuration & go live Aug 25 • Selangor •LVSC roll out (KLG,PKG,BAN) ➢ 3Ms training ➢ Configuration & go live Oct 25 • Selangor •LVSC roll out (RWG,KSL) ➢ 3Ms training ➢ Configuration & go live Dec 25 5. OPEX Utilization for FY 2025 3% 6% 24% 43% 55% 65% 73% 83% 87% 90% 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 Plan = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 Key Risk Cause Control Target Status Delay in Roll out plan 1. Safety Requirement Module To arrange for Safety Module Revision in first half of 2024 & proceed roll out in 2025 to North, East & Selangor Dec 25 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 OPEX Utilization for FY 2025 Plan Actual Plan = RM 145,000 Actual = RM 0 % Utilization = 0% Annual Operating Plan FY2025
Low Voltage Supply Connection (LVSC) 34 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 Losses Savings Nation 3,283,028 2,462,271 615,567.75 615,567.75 615,567.75 615,567.75 6. Value Creation (VC) DNFA Non-SMART Projects
2018 2019 2020 2021 2022 2023 2024 2025 December 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.34: LVSC End-to-End Project Timeline and Key Milestones Distribution Network Focus Area (DNFA) 100% 90% 34 LVSC I A B C D E F G H I J K LM LVSC End of Capabilities Study (Apr 2019) Pilot Implementation in KL started (Jul 2019) Pilot KL Project Assessment (Dec 2019) DOIT approval for pilot KKB (Feb 2020) Pilot kick-off: KKB TNB KL borderless operation (Oct 2020) DOIT Approval: Roll-out plan (Mar 2021) A B C D E F G 34 KKB LVSC appointment for Seremban (Apr 2020) H I MCSS & 3Ms roll out for KKB Seremban (Jun 2020) Pilot kick-off: KKB TNB Seremban (Sep 2020) Kick-off: TNB Nilai & K.Pilah (Sept 2021) Kick-off: TNB Johor Utara (Sep 2021) J K Kick-off: TNB Johor Selatan (Oct 2021) DOIT Approval: Roll-out plan 2022 (Jan 2022) L M Go live LVSC Johor (Feb 2022) Seamless SO meter solution (May 2022) MCSS training for N.Sembilan outpost (July 2022) MCSS training for Johor outpost (Sept 2022) 3Ms training for N.Sembilan outpost (July 2022) DOIT approval for next roll out (Dec 22) N O P Q R S Rollout N. Sembilan & Johor Outpost stations Rollout Northern zone Rollout Eastern zone Rollout Selangor zone T Roll out to Northern zone (Dec 23) U Roll out to Eastern zone (Dec 24) V Roll out to Selangor zone (Dec 25) U V T S
2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 MEDIUM VOLTAGE SUPPLY CONNECTION (MVSC) 35 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay Risk Cause Control Target Status Project Delay Inadequate Project Planning and Execution - Working group coordination meeting between project team and resource person - Regular meeting with BPOs and users Dec 25 Lack of interest from the business partner and target group to take up the initiatives. Lack of motivation Appointment of BPO as the team member of work group Dec 25 The features or functionalities of the Operation Technologies not compatible with MVSC initiatives Availability of technology Early engagement & regular meeting with BP ICT & Project Development team Dec 25 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 = RM37.85mil Actual = RM0mil Utilization = 0 % Planned = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 • ZBD MVSC Project is initiated to revamp the supply connection process. The aspiration of the project is to provide exceptional customer on-boarding journey emphasizing on technology, empowerment, speed, transparency & tracking. • The implementation strategy is mainly focuses on 3 key areas : 1. Customer Centric Business Process (Ready Capacity, Turnkey) 2. Exceptional Digital Experience (i-CPP, MCMS, EnergySense) 3. Enhance performance measurement (MVSC E2E App) • 2025 implementation strategy is mainly focus on the Way forward of Turnkey Project, EnergySense (MVSC) and assessment of MCMS Project DNFA Non-SMART Projects Key Activity Milestone Target Status Turnkey Compilation of Overall Turnkey Mar 25 Presentation Way Forward to DOIT Jun 25 Draft New Pekelling Turnkey Aug 25 Pekeliling Turnkey Sign Off Oct 25 Familiarization Session Nov 25 EnergySense Finalized Requirement Phase 2 Feb 25 Committee Approval Oct 25 MCMS Assessment of post MCMS May 25
MEDIUM VOLTAGE SUPPLY CONNECTION (MVSC) 35 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) DNFA Non-SMART Projects VC under individual project: DNFA: SWATS, MVSC@EnergySense SEED: Turnkey
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 100% 86% 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.35: MEDIUM VOLTAGE SUPPLY CONNECTION (MVSC) Distribution Network Focus Area (DNFA) E A B D 36 MEDIUM VOLTAGE SUPPLY CONNECTION (MVSC) C E F G H I J K L A MVSC Application (Mar 2019) Approval from DOIT Council on Ready Capacity & Turnkey (Oct 2019) Complete MVSC for External (Dec 2019) A B C D E F Pilot Turnkey - Selangor Pilot Ready Capacity - Selangor EnergySense - Concept EnergySense Way forward (Nov 2021) Ready Capacity Endorse Interim G PSI/Circular (Oct 2021) Turnkey endorse interim PSI/Circular (Dec 2022) ICPP Go Live (Apr 2022) MCMS Go-Live (Apr 2022) H I J K L EnergySense Go-Live phase 1 (Jul 2022) EnergySense Go-Live phase 2 (Dec 2022) M M F H G End-to-End Project Timeline and Key Milestones Mar N O P Q R S T U Consolidate EnergySense with Project Manager (Mar 23) Consolidate MVSC E2E App (Pega) (Feb 23) N Syndication with ACEM (Jun 23) Consolidate MVSC Training Module (Mar 23) Consolidate Turnkey with Project Manager (Mar 23) O P Q R S Consolidate Ready Capacity with BPO (Apr 23) Consolidate iCPP & MCMS with SWATS (May 23) T Syndication with BPO (Jul 23) U V Presentation on project closing to DOIT (Nov 23) WEnergySense (phase 1) go live (Oct23) ICPP - Nationwide Rolled Out (Nov23) MCMS - S1 & S2 Rolled Out (PMO & 11kV Module) (Dec 23) Syndication with CDNO (Jan 24) X Y Z V W X Y Z Assessment Pilot Project (Nov 24) EnergySense Deployment (Jun 24) BOF submission for Phase 2 (Nov 24) Assessment iCPP (Aug 24) Tunrkey Way Forward (Jun 25) AA AB AC AD AE AB AA AC AD AE AF AG AH AI AJ AK AL Turnkey Sign Off (Oct 25) Committee Approval (Oct 25) Assessment MCMS (Jun 25) ES – Procurement (Apr 26) ES – Development (Nov 26) ES – Roll Out (Feb 27) AE AF AG AH AI AJ AK Assessment of ES ( Aug 27) AL
10% 20% 30% 40% 45% 50% 55% 60% 70% 80% 90% 100% 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 Plan Actual 2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 E&CI Platform – GSL/MSL Compliance Report 36 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay 5. CAPEX Utilization for FY 2025 3. Risk & Mitigation Plan Update UTILIZING CAPEX FROM SEMI PROJECT : FOR E&CI 50% OF RP3 BUDGET RM81.1mil • E&CI Platform is a dashboard which consolidates data from various sources to be displayed as MSL/GSL Reporting • Key Objective : To be the single source of truth for MSL/GSL Reporting which will be used as a comprehensive method of communication between DN and Retail. • Deliverable FY2025 : Vendor appointment, project kick-off, system design and develop. Key Activity Milestone Target Status Testing E&CI System Testing - Monthly meeting for project progress Q1 25 GO LIVE E&CI Implementation Q2 25 Monitoring Monitor performance of the system Q3 25 Risk Cause Control Status Schedule Risk & Scope Risk 1.Delay in project due to late appointment of vendor 1.Scope has included the timely and agile reference of EC and TNB direction 2.Frequent follow up and monitoring 3.To consult AM to coordinate the system and data architecture of the E&CI platform Plan = 100% Actual = 0% Project Delivery Index (PDI) = 0.0
E&CI Platform – GSL/MSL Compliance Report 36 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. E&CI Platform • Performance G Productivity DN • N/A • Est. baseline • Root Cause Analysis & Proposed Improvements • Maintain / Improve service level • Maintain / Improve service level • Maintain / Improve service level 6. Value Creation (VC) DNFA Non-SMART Projects *Intangible VC : More effective consolidation of data from various DN systems for critical reporting to Energy Commission on MSL and GSL
36 2022 2023 2024 2025 2026 2027 2028 2029 85% 85% 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) C E F G H A B 36 E&CI PLATFORM - GSL/MSL COMPLIANCE REPORT Phase 1: GSL/MSL/Complaint & KIV Management (Sep 2021) Phase 2: CES/CSI E2E 5 touch point roll-out (Oct 2021) G Procurement and tendering (Jul 2021) Input collection (Oct 2020) Mapping priorities & sequences (Nov 2020) RFI: Draft outcome (Dec 2020) System architecture assessment and model (Mar 2021) Data architecture assessment and model (May 2021) A C B D E F DOIT Approval (Jul 2020) H I E&CI D I PLATFORM - GSL/MSL COMPLIANCE REPORT S ICTGC Approval (Apr 2022) J L K P&STC Approval (Apr 2022) Kick Off (Mac 2024) M N O DARAB & BLC Approval (Feb 2022) Vendor Onboarding (Mac 2024) P Q Quick Win : Development (May 2024) I Phase 1 : UAT (Oct 2024) Phase 2 : Solution Blueprint (Sept 2024) R T S Phase 2 : Development (Oct 2024) U V Phase1 : Development (Aug 2024) Y Transfer to (E&CI) Platform – MSL/GSL compliance Phase 1: Solution Blueprint (Jul 2024) Quick Win : UAT (June 2024) J K L MN OPQ S R TUV R RFP Float (Jul 2022) Z End-to-End Project Timeline and Key Milestones: Proposal for AOP FY2025 DNFA No.36: E&CI PLATFORM - GSL/MSL COMPLIANCE REPORT Quick Win : Solution Blueprint (Apr 2024) W W Phase 2 : UAT (Apr 2025) Pilot System ready (June 2025) X Y X Y Mac
9% 18% 27% 36% 45% 54% 63% 72% 81% 90% 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 2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 Medium Voltage Supply Connection @EnergySense 37 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay 3. Risk & Mitigation Plan 5. CAPEX Utilization for FY 2025 • Project is to provide E2E digital platform for online technical document submission, construction and Metering visibility for (Medium Supply Connection Services) and enable integration with myTNB portal and iCPP, MCMS and 3Ms • As of FY2023, system development has completed for Energy Sense MVSC with iCPP. • FY2024 is focusing on deployment of the 1st phase and requirement gathering for 2nd phase on construction and Metering. • While FY2025 onwards will be focusing on approval and implementation of 2nd phase. Key Activity Milestone Target Status ▪ Requirement finalization ▪ Project requirement and cost finalization with ICT ▪ Feb-25 ▪ Approval ▪ DN Committee Approval: BAWC (March - April 25) PISWC (April – May 25) DNDGC (June - August 25) ▪ Oct-25 ▪ ICT Committee Approval: DARAB (May - June 25) BLC (August – October 25) Risk Cause Control Target Status Project development (Technical) : Delay in myTNB Portal and iCPP development • myTNB portal CR queue enhancements may triggers delay to customer to upload technical submission in EnergySense Portal • iCPP development delayed due to multiple CRs for nationwide implementation • Close syndicate and frequent follow up (weekly syndication or necessary) with ICT team to ensure portal development carried out timely • Close syndicate and frequent follow up (weekly syndication or necessary) with ICT team to ensure portal development carried out timely weekly Project Implementation: Lack of acceptance from Retail Management to support GoLive Activities • Retail Div may proposed to GoLive in pilot mode to ensure less risk. • Commercial stakeholder Account Manager from Retail Div may reluctant to support the handholding session with Consultant • E2E System and User Training to customer will also be conducted by DN and ICT to ensure consultant understand the process of online submission. Provide a list of FAQ published in myTNB Portal. Dec 2025 Information Management : Delay in data transfer from myTNB portal to EnergySense Portal • Failure in batch program execution in myTNB Portal • Timely data log monitoring and failure notification to be sent to respective supply planner on data transfer delay Bi-weekly Plan = 100% Actual = 0% Project Delivery Index (PDI) = 0.00 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 = RM xx Actual = RM 0 mil % Utilization = 0% • Phase 1: Planning stage (iCPP) • Phase 2: Construction & Meter stage (MCMS & 3Ms)
Medium Voltage Supply Connection @EnergySense 37 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 Reduction in carbon emitted Nation 7,694 6,155 6,155 6,155 6,155 6,155 6. Value Creation (VC)
Medium Voltage Supply Connection @EnergySense 37 2022 2023 2024 2025 2026 2027 2028 2029 B C D E F 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.37: Medium Voltage Supply Connection @EnergySense End-to-End Project Timeline and Key Milestones: FY2025 -FY2029 Distribution Network Focus Area (DNFA) A Medium Voltage Supply Connection @EnergySense Blueprint signoff (Feb 2020) Finalize Customer Journey (Jan 2020) BLC Approval (Oct 2021) 37 A D C BAWC Approval (June 2021) Workshop end-to-end MVSC (Mar 2021) H K J DOIT Approval (Mar 2020) Business Case Preparation (Nov 2021) DARAB Approval (July 2021) B E I Finalize Blueprint design using iCCP (Feb 2021) F G Kick off Meeting(Feb 2022) Business Case Sign off (Jan 2022) Deployment to Production for Phase 1(Jul 2024) EnergySense and iCPP Process Design (February 2023) SIT/ UAT for Phase 1 (May 2024) L O N M P GoLive Phase 1 (Nov 2024) Q myTNB portal Design and system development And Mock Up Testing (Apr 2022) R S T Sign off new requirements (July 2022) U V W X Y Z Develop EnergySense-ICPP-myTNB process (Original Scope) (June 2023) Develop EnergySense-MyTNB Forwarder Webservice API (July 2023) Development for MVSC Pages in myTNB Portal (Aug 2023) Development of ICPP & SOA Integration for ESMVSC and ICPP (Sept 2023) Development & integration of MVSC Modules in EnergySense (Oct 2023) Development of Additional CR for Overall MVSC (Nov 2023) EnergySense and iCPP System Development (Dec 2023) Discussion with BPO on Phase 2 (Mar 2024) Requirement gathering/ finalization for Phase 2 (Oct 2024) Z Discussion with ICT and BOF for Phase 2 (Nov 2024) Z AA Testing (Sept 2026) Development (Aug 2026) AB AC AD AE Project requirement and cost finalization with ICT (Feb 2025) DN and ICT Committee Approval (Oct 2025) Tender and award (Apr 2026) AF Roll out nationwide (Aug 2027) Change management (Feb 2027) AG AH Pilot (Nov 2026) AI J K L M N O P Q R S T U V W X Y ZAA AB AC AD AEAF AG AH AI • Phase 1: Planning stage (iCPP) • Phase 2: Construction & Meter stage (MCMS & 3Ms)
2. Progress Update 1. Project Overview 4. Project Progress for FY 2025 Service Level Agreement (SLA 2.0) 38 Annual Operating Plan FY2025 Completed WIP/On track Critical/delay 5. CAPEX Utilization for FY 2025 3. Risk & Mitigation Plan Update No capex required for FY2025 1. Development of Service Level Agreement (SLA) between Distribution Network Division with Grid System Operator 2. SLA will consist of commitment/service standard from both DN and Grid for agreed parameters and standards set in SLA. Risk Cause Control Target Status Prolonged negotiation Due to disagreement both parties on selected items • Strong negotiation skill required to win the argument. Negotiate with person that has capabilities to win argument. • Request support from expertise i.e. legal, finance, technical and commercial. • Escalate disagreement to Senior Officer Division for decision. Q4 25 Inaccurate data for performanc e review Performance data is recorded manually • To continuously engage BP for data validation and proofing. • Request BP for automation in data entry for reporting purposes to improve accuracy of data reporting. Q4 25 Enabler (dashboard reporting) not ready on time Short of resource, budget, and enabler assessment. • To focus and further study on interim enabler that could be ready within SLA period. Q4 25 Key Activity Milestone Target Status Direction • Identification of new parameter SLA DN-Grid Q1 25 Process & Data Source • Discussion and amendment of body of agreement with BP Legal DN for SLA Q2 25 Negotiation • Discussion with Grid • Service Catalogue discussion with BP Legal DN & BP Legal Grid • Finalization of Service Catalogue and Standard Parameter Q3 25 Sign off • Sign off SLA Grid Q4 25 Performance • Performance review SLA Grid Q1 26 0.05 10% 20% 40% 60% 80% 85% 90% 94% 96% 98% 100% 0%0 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 = 100% Actual = 0% Project Delivery Index (PDI) = 0
38 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. Service Level • Performance G • Productivity DN • N/A • Est. baseline • Root Cause Analysis & Proposed Improvements • Maintain / Improve service level • Maintain / Improve service level • Maintain / Improve service level 6. Value Creation (VC) Service Level Agreement (SLA 2.0)
SLA 2.0 38 A D C H K J B E I F G Appointment of work stream leaders and members (Jan 2020) Syndication with Retail & STAR (Nov 2019) Syndication with all BPOs & presentation to CDNO (Mar 2020) Determine business model , KPIs , and negotiations (Feb 2020) Finalization and endorsement with BP legal (Mar 2020) Sign off Retail Co (Apr 2020) Sign off other core SLAs ( 4 more) (May 2020) Performance review (Sep 2020) Finalization of Cost Optimization & Value Creation for all Business Partner (Feb 2021) Sign off SLA JPK, Vehicle, TGBS (Feb 2021) Sign off SLA P&SC (Feb 2021) Sign off SLA ICT (Nov 2021) Sign off SLA REVD (Nov 2021) Sign off SLA Supplemental Agreement Genset (Dec 2022) Identification of new parameter SLA DN-GSO (Dec 23) Finalization of Service Catalogue and Standard (June 2024) L N M P O Sign off SLA GSO (Dec 2024) R Performance Review (Dec 2024) Q 38 SLA 2.0 2022 2023 2024 2025 2026 2027 2028 2029 90% 85% 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.38: SLA 2.0 End-to-End Project Timeline and Key Milestones: Proposal for AOP FY25 -29 Distribution Network Focus Area (DNFA) A B C D E F G H I J L M K N O P Q R S Sign off SLA Grid (Dec 2025) S Mac
1. Project Overview Customer Effort Score (We Listen 2 U) Completed WIP/On track Critical/delay Customer Effort Score (CES) is introduced to gauge customer experience and feedback on real time basis, the moment customer interact and received TNB’s services. CES also will provide a tracking towards service performance, hence proper improvement plan could be developing accordance customers need and want. 10% 20% 30% 40% 50% 55% 60% 65% 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 Progress 4. Project Progress for FY 2025 Key Activity Milestone Target Status Project Kickoff • Project kickoff in sandbox environment Q1 25 Project Rollout • Project rollout Q2 25 Project Monitoring • Monitor progress or survey and findings Q3 25 Establish Baseline • First year survey results to be baseline for future Q4 25 Plan = 100% Actual = 0% Project Delivery Index (PDI) = 0.0 Annual Operating Plan FY2025 3. Risk & Mitigation Plan Risk Cause Control Target Status Delay in project delivery Delay in vendor Appointment To work closely and conduct weekly follow up with Retail and P&SC Q1 25 Delay in project delivery Delay in CES due to ICT governance architecture compliance Early engagement before kick-off and conduct weekly meeting with ICT Q2 25 2. Progress Update 5. CAPEX Utilization FY 2025 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 1.5mil Actual = RM 0 Utilization = 0 % 39
39 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. Customer Effort Score (We Listen 2 U) • CSI Score S Customer Value DN • CSI Score 8.8 FY2023 • Est. baseline • Root Cause Analysis & Proposed Improvements • Increase CSI Score • Increase CSI Score • Increase CSI Score 6. Value Creation (VC) DNFA Non-SMART Projects Customer Effort Score (We Listen 2 U)
2023 2024 2025 2026 2027 2028 2029 2030 20% 20% 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: AOP FY25 -29 Customer Effort Score (We Listen 2 U) Detail Milestones Customer Effort Score A D C B Procurement & Outsourcing E Project Kick off Project Implementation(trial & establish baseline) Proof of Concept ICT Assessment WL2U 39 Mac A B C D E
245 Smart Utility 2030 (SU 2030) Initiatives
246 Domain No. 1: Asset Management Smart Utility 2030 Initiatives
Asset Management 3.2 Manage Enterprise Asset Information 9 2022 2023 2024 2025 2026 2027 2028 2029 2030 3.4 Asset Investment Portfolio Planning 6 Interdependencies between projects (Before) Interdependencies between projects (After) AM39 SLC Management Strategy (AI) AM38 Ageing Cable Replacement Criteria (ES) AM73 Establishing Cybersecurity Roadmap for Network Data Protection (P2P) (AI) AM18 Integrated Asset Investment Planning (AIP) AM17 Integrated Asset Investment Planning (AIP) AM21 Strategy Paper on Active Distribution Network Management based planning (AIP) AM17 On Going On Going AM83 Establishing Cyber Security Criteria (VPP) (2030- 2033) AM48 GYRO Mapping, Utility Mapping, Cable Joint (SWATS) AM62 3MS Integration with GIS Demand Point (GIS) AM2 Consolidate EAM systems (SWATS) On Going WM2 AM61 MV & LV Data Production (GIS) AM41 Develop standard guideline (Primary & Secondary, Land & Building, Ancillary) (AI) AM68 Data Modelling for Integration System (AI) AM69 Universal Unique Identified (UUID) Platform Implementation (AI) AM20 Integrated Network Capacity Planning (AIP) Detailed Integrated Roadmap Asset Management and its relation between initiatives.
Asset Management 3.1 Manage Asset Management Strategy 18 2022 2023 2024 2025 2026 2027 2028 2029 2030 Interdependencies between projects (Before) Interdependencies between projects (After) AM45 Directional Overcurrent Earth Fault Protection & Directional Earthfault Indicator for Distributed Generation Networks (ES PROTECTION) AM42 11kV PE/SSU switchgear protection (ES PROTECTION) AM15 Talk to your Asset Initiative POC (ASP/AI) AM57 Specification of LPC meter with TNB DLMS Cosem (ES METERING) AM60 Study of implementation of Key Management System for RMR (ES METERING) AM58 Review Distribution Planning Eco system impacted by ET to improve planning framework leveraging on smart tech (AIP) AM7 Dynamic Line Rating PoC (ES) AM10 Implement Smart Devices Register (AI/SWATS) AM47 New Tech for underground Cable (ES U/G CABLE) AM66 Develop Operation & Maintenance Manual/Guideline/Process for Specific Technology as been specified in ET Roadmap (ICT/ES) AM32 Voltage regulated distribution transformer as initiative to reduce technical losses (ES SUBSTATION) AM53 New Technology for Overhead Lines (ES OH) AM78 New Tech for Secondary Asset (ES PROTECTION) AM44 Digital Substation – 33kV GIS busbar protection via reverse blocking (ES PROTECTION) AM67 Capacity reduction of MV capbank 3MVA (PQ & EE) (AM PQ) AM28 Ground mounted metering kiosk for LPC LV (Subs) (ES METERING) AM27 New technology for Switchgear (ES SUBSTATION) AM29 New Tech for substation (ES SUBSTATION) Detailed Integrated Roadmap Asset Management and its relation between initiatives.
Asset Management 3.3 Manage Asset Risk Performance & Improvement 28 2022 2023 2024 2025 2026 2027 2028 2029 2030 Interdependencies between projects (Before) Interdependencies between projects (After) AM51 Feasibility Study on Technologies for Line Surge Arrester (LSA) Health Conditions Monitoring (ES OH) AM43 Digital Substation (ES PROTECTION) AM77 Integration with secondary analytics (ES PROTECTION) AM72 Integration of multiple IOT using DIS AM12 Develop IOT based Asset Analytics Solution (ASP) AM16 Image analytics for Asset maintenance (ASP) AM26 New analytics technology for switchgear (ES SUBSTATION) AM25 Online Load Monitoring at Feeder Pillar ACLD (ES SUBSTATION) AM31 New technology for transformer (ES SUBSTATION) AM33 New analytics technology for transformer (ES SUBSTATION) AM74 Predictive Analytics (ES U/G CABLE) AM49 Online PD Mapping (ES U/G CABLE) AM50 Smart Termination (ES U/G CABLE) AM52 Feasibility Study on the Online Diagnostic Partial Discharge Mapping System in MV Overhead (ES OH) AM36 Provide DAM Supports through IWAMS for: Street Furniture Monitoring (SWATS) AM23 Provide AAA Supports through IWAMS for Digital Twin (AIP) AM37 Asset Data Integration With APMS (ASP) AM64 Flood Analysis & Risk Assessment (FARA 2.0) (GIS) AM82 Vulnerability Mapping Tool (GIS) AM40 Feasibility study for substation (ES SUBSTATION) AM30 MV GIS Maintenance Optimization (ES SUBSTATION) AM54 Provide DAM Supports through IWAMS for: Dynamic Line Rating (SWATS/ES) AM59 Life Data Analysis Incorporating Reliability and Accuracy Performances (ES METERING): AM12 AM24 AM12 AM13 AM7 AM75 Provide DAM Supports through IWAMS for: Real Time Risk & Conditional Based Maintenance (AAA/SWATS) AM76 Provide DAM Supports through IWAMS for: Remote Asset Monitoring (AAA/SWATS) AM12,A M13, AM16 AM13 Implement APMS across all asset types (ASP) On Going AM84 Tracing U/G Cable Illegal Tapping (ES METERING) AM24 (ACLD)-Develop a platform that provides visibility of LV Network (GIS) Detailed Integrated Roadmap Asset Management and its relation between initiatives.
Asset Management 2022 2023 2024 2025 2026 2027 2028 2029 2030 1.1 Manage Business Strategy & Performance 2 Interdependencies between projects (Before) Interdependencies between projects (After) AM46 Establishment, development & implementation of SU Learning Journey (OD) AM9 Strategy paper on Open Market Ecosystem (C&M) 5.2 Forecast Demand 1 AM63 Network Planning Tool (NPT) (SEMI) 5.4 Alt Solution Based Design AM22 Active distribution network control PoC (SWATS/AAA/AIP/ADMS/DSO) AM21 1 7.2 Distribute Power 1 AM19 Advanced Load Forecasting Solution (AIP) On Going Manage Grid Equipment Upgrade 10 AM70 Open-based Single/Dual Sim Router for SCADA Comm (ES TELECONTROL). AM71 RF Mesh for SCADA Communication (ES TELECONTROL) AM34 4G modem for SCADA communication (ES TELECONTROL) AM35 PLC on Pilot Cable for SCADA communication (ES TELECONTROL) AM79 IEC60870-5-104 for SCADA Communication (ES SCADA) AM80 Digital Integrator Switch with iRCB/Remote Controlled RCB (multiple protocol) (ES SCADA) AM81 Distributed RTU in substation (multiple panel/site) (ES TELECONTROL) AM55 AMI Alternative Communication Technology (ES METERING) AM56 Modular Comm for Spec Meter (ES) AM65 Communication (ASP) Detailed Integrated Roadmap Asset Management and its relation between initiatives.