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SP Energy HubAnnual ReportReliabilitySustainabilityInnovation RELIABILITY We invest in infrastructure, technology and manpower, and make long-term plans to renew aging assets, so that we can continue to provide our customers with efficient and reliable power supply. Engineer, 27, shares how she is undaunted by male-dominated energy industry & climbs the ranks People of Sp Faster repairs, fewer disruptions: Meet the innovative teams using smart tech to keep your piped gas supply flowing People of Sp Ground feedback, digital tools: How she helps 8,000 workers end their day safely People of Sp How this 'grid doctor' maintains the health of Singapore's electricity network so everything stays on People of Sp view more

SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Empowering talent RELIABILITY With a staff strength of more than 3,700, how do the People of SP stay connected and build a collaborative culture to achieve synergistic outcomes? We speak to Benjamin Festin, Vice President of Human Resource and Muhammad Ariff Bin Ramli, Technical Officer from Gas Operations at SP Group (SP). Benjamin describes how SP is constantly designing programmes for employees to grow and upskill, while Ariff shares how he feels empowered to assume greater responsibilities in his job role. What are your responsibilities at SP Group? Benjamin (B): I lead the talent development unit in the Human Resource department at SP. We are constantly on the lookout for people with diverse and unique skills who can contribute to the organisation’s rapid expansion locally and in the region. To build a strong and committed team, we ensure our workforce is equipped with current and future-ready capabilities, stay relevant and help groom our next generation of leaders. We invest in our staff’s professional growth, through training and development programmes. I also enjoy the role I double-hat in, as Chairman of the ReCharge Committee. Our team organises a range of activities to enhance and enrich staff well-being, such as sports, recreation, wellness and even our company’s Family Day! Ariff (A): I am part of the Gas Operations team that renews gas pipes for residential and commercial projects to ensure reliable gas supply for customers’ daily needs. We work closely with authorities and contractors, often completing projects within a tight timeline. An example would be a tunnelling project where we had to use a special digging machine at 30 meters beneath ground level to pave the way for laying of gas pipes. A key motivator for me is knowing that what I do impacts the daily lives of people in Singapore.   What’s one memorable work experience you’ve had? B: During the Covid-19 pandemic I was touched to witness the selflessness of our colleagues. They continued to carry out their work and endure long hours in hot protective gear to ensure critical services continue to be made available. I developed a newfound respect for our colleagues working on power grid services! Muhammad Ariff Bin Ramli (in yellow outfit), with contractors working on commissioning works during the pandemic. A: When most people could work from home during the pandemic to keep safe, our team and the contractors continued to expedite urgent gas renewal works. This was a particularly challenging as the daily rise in infection cases affected the number of workers available for work. Looking back, I am so proud we managed to push through during that period. What would you say to people considering a career at SP? Benjamin Festin (third from left) with the ReCharge committee at the SP Fun Walk 2023. B: It’s an exciting time to join us as we are expanding our presence in Singapore and the region. If you’re looking for a role that allows you to play a part in securing Singapore’s energy future, consider SP! We also play an active role in social and community service, with outreach programmes growing from strength to strength catering to seniors, kids and youth, that YOU can be part of. Ariff: We are always encouraged to upgrade ourselves with easy access to a variety of courses to prepare us for future challenges and demands. The team spirit is also high. It’s like working in a big family where we always have each other’s back! Find out more about our career opportunities here: spgrp.sg/3sbjyJ6 TAGS PEOPLE OF SPSUSTAINABILITYRELIABILITY YOU MIGHT BE INTERESTED TO READ Ground feedback, digital tools: How she helps 8,000 workers end their day safely Faster repairs, fewer disruptions: Meet the innovative teams using smart tech to keep your piped gas supply flowing Engineer, 27, shares how she is undaunted by male-dominated energy industry & climbs the ranks

FY 2025/2026 Sustainability Report About this report IFRS S1 20 | 21b | 22 | 24 | 59 | 64 Reporting Period and Scope This is SP Group’s (SP or the Group) seventh sustainability report outlining our sustainability performance and progress across our key business areas for the Financial Year (FY) ended 31 March 2026 (FY25/26). The reporting period is aligned with that of the Group’s Annual Report unless otherwise stated. This report covers SP Group and its subsidiaries, and includes operations in Singapore, China, Vietnam and Thailand. Sustainability progress for the Australia operations is reported separately and can be accessed on SGSP (Australia) Assets Pty Ltd’s (“SGSPAA”) website. The sustainability report is intended to be read in conjunction with the Chairman’s message 2026 and other sustainability-related resources available on the SP Group’s corporate website for a more comprehensive view of our sustainability efforts. Historical data has been included for comparison, and unless otherwise indicated, all monetary figures are presented in Singapore Dollars. intended to improve consistency and connectivity between the sustainability-related disclosures and the related financial statements. As a result, certain metrics continue to be reported on a substantially consistent basis, while others are affected by changes in reporting period, data collation approach, measurement basis or first-time adoption. Where prior-period information is not presented on a comparable basis, or is unavailable, this has been indicated in the relevant disclosure. Reporting Standards This report references the International Financial Reporting Standards (IFRS) S1: General Requirements for Disclosure of Sustainability‐related Financial Information. The Group has begun to incorporate aspects of IFRS S2: Climate‐related Disclosures, and will continue to progress alignment with IFRS S2 in accordance with the Accounting and Corporate Regulatory Authority’s (ACRA) mandatory reporting requirements and timeline. Volume 32 - Electric Utilities & Power Generators and Volume 34 - Gas Utilities & Distributors. The details are available on pages 75 to 79. We measure and report our carbon footprint in accordance with the Greenhouse Gas (GHG) Protocol: A Corporate Accounting and Reporting Standard (revised edition), the GHG Protocol Scope 2 Guidance, the Corporate Value Chain (Scope 3) Standard and Scope 3 Calculation Guide. Restatements No restatements of prior-period information have been made in this report. In instances where changes in reporting approach, methodology or assumptions affect comparability with prior-period information, this has been explained in the relevant sections of the report. External Assurance As of FY25/26, we have not obtained external assurance for information disclosed in this report. We are implementing a phased approach to improve data quality and readiness before introducing external assurance for Scope 1 and 2 in line with ACRA’s regulatory requirements for Large Non-Listed Companies (NLCos). Feedback We are committed to continually enhancing our sustainability performance and disclosures in the interests of our stakeholders. We welcome feedback and please direct any comments to SP Group’s Head of Sustainability through the feedback channels available in the “Contact Us” section of the SP Group website at www.spgroup.com.sg/contact-us. From FY25/26, SP has aligned the reporting period for its sustainability-related disclosures to the fiscal year reporting period of the Group’s annual report and financial statements. This is In addition, this report includes disclosures of relevant metrics with reference to the Industrybased Guidance on implementing IFRS S2 Climaterelated Disclosures for the Infrastructure Sector, Contents About Us 04 Our Business 05 Caring for Our People and Community 31 Workplace Safety & Health 32 Key Highlights FY25/26 06 Workforce Development & Management 41 Key Recognition 07 Sustainability Strategy and Approach 08 Our Sustainability Framework 09 Community Engagement & Relations 48 Championing Responsible Growth 51 Reliability & Customer Satisfaction 52 Materiality Assessment 10 Business Ethics & Compliance 62 Sustainability Governance 14 Risk Management 15 Stakeholder Engagement 17 Stewarding Environmental Action 18 Digitalisation, Cybersecurity & Data Privacy 65 Disclosure 69 Basis of Preparation 70 IFRS S2 Industry-based Metrics 75 Climate Action & Resilience 19 About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 04 About Us Our Business 05 Key Highlights FY25/26 06 Key Recognition 07 About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 05 Our Business SP Group is the leading utilities provider in the Asia Pacific region, delivering reliable electricity and gas services and enabling a low-carbon, smart energy future through its Sustainable Energy Solutions. SP Group owns and operates electricity and gas transmission and distribution networks in Singapore and Australia. As Singapore’s national grid operator, SP Group is focused on empowering the future of energy by serving around 1.7 million industrial, commercial, and residential customer accounts with world-class network reliability. Building on over 30 years of powering Singapore since 1995 after corporatisation, SP Group continues to transform with resilience under steady leadership. The Group has held fast to its tenets of operational excellence and safety while remaining committed to a greener energy future and creating long-term value for all stakeholders. Beyond traditional utilities, SP Group delivers integrated sustainable energy solutions across Singapore, China, Thailand, and Vietnam, reinforcing our role as a trusted partner in sustainability. These solutions include district cooling and heating, renewable energy, electric vehicle (EV) charging infrastructure, and digital energy platforms tailored for districts, communities, as well as commercial and industrial customers. Transmission Distribution Solutions & Services Commercial & Industrial Residential • Electricity Operations • Electricity Operations • Gas Operations • Gas Operations • Market Support Services • Renewable Energy • Energy Storage • Market Support Services • District Cooling & Heating • Digital Products • Engineering Services • Centralised Cooling • EV Charging Solutions • EV Charging Solutions About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 06 FY25/26 Key Highlights Stewarding environmental action Caring for our people and community Championing responsible growth 532,504 tCO 2 e Scope 1 and 2 (locationbased) emissions, with an ambition to reach Net Zero by 2050 3.53 million tonnes CO 2 e reduced for customers through our sustainable energy solutions since FY21/22 1 68 % of service fleet converted to electric vehicles and approx. S$2,000 invested per employee per year, focusing on emerging technologies 21,000 36 training hours 0.17 Lost Time Injury Frequency Rate Outperforming the 0.53 target, benchmarked against global utility companies S$7 beneficiaries reached and benefited from our corporate giving million in total contributions committed to sustained giving to meet the needs of the community, creating meaningful and lasting impact 0.328 min and 0.003 min SAIDI (Electricity) and SAIDI (Gas) Maintaining one of the world’s best and most reliable electricity & gas networks S$1,281 Achieved a 10.2% YoY growth alongside continued investment in asset resilience, maintenance discipline, and efficiency improvements ZERO tolerance for bribery, corruption, and fraud ISO 37001:2016 certified Anti-bribery Management System ASSURED million NPAT security and compliant digital operations Cybersecurity Act compliant, ISO 27001 certified, Data Protection Trustmark accredited 1. GHG emissions reduced for customers are estimated for the in-use phase by comparing the performance of the relevant solution against a baseline scenario. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 07 Key Recognition We are pleased that our sustainability efforts have received recognition from leading organisations. Workforce Transformation and Community Awards Influential Brands – Top Employer Asia (Energy & Utilities) 2025-2026 SkillsFuture Employer Award 2025 – Gold Outstanding Partner Award for SP Group, by Ministry of Social and Family Development, 2025 NTUC May Day Awards 2025 Medal of Commendation for Group CEO Stanley Huang, by National Trade Unions Congress 2025 Best Employers in Singapore for SP Group - Top 40 and Best in Utilities Sector, by The Straits Times and Statista, 2025 Singapore’s 100 Leading Graduate Employers for SP Group - 2nd in Energy, Oil and Gas, Utilities category, by gradsingapore, 2025 Community Chest Awards 2025 – Pinnacle Award, Volunteer Partner Award, Charity Platinum Award, Enable Award, SGSHARE Award NTUC May Day Awards 2025 Model Worker Award for Azhar Bin Mohamed Noor (Gas Engineer) Safety and Health Awards Industry Recognition Singapore Road Safety Award – Company Excellence Award (Light Goods Vehicle) for SP Services, Company Merit Award (Light Goods Vehicle) for SP PowerGrid, by Singapore Road Safety Council, 2025 Global Healthy Workplace – for SP Group by Global Centre for Healthy Workplaces, 2024 to 2026 bizSAFE Partner for SP PowerGrid, by Workplace Safety and Health Council, 2024 to 2026 Asian Power Awards 2025, by Asian Power • Power Utility of The Year – Singapore (as one of the most reliable electricity networks globally) • Transmission & Distribution Project of the Year Labrador Underground Substation • Smart Grid Project of the Year (for pioneering digital twin that virtualises substations and assets) Enlit Asia 2025 – Winner for transmission and distribution networks (first large-scale underground 230kV substation at Labrador), runnerup in grid innovation (multi-energy micro-grid network at Singapore Institute of Technology) About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 08 Sustainability strategy and Approach Our Sustainability Framework 09 Materiality Assessment 10 Sustainability Governance 14 Risk Management 15 Stakeholder Engagement 17 About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 09 Our Sustainability Framework SP Group views sustainability as a strategic imperative that underpins our goal of empowering the future of energy for everyone. In our unique national role, we enable Singapore’s energy transition while helping commercial and industrial customers decarbonise towards their climate targets. We carry out these national and ecosystem responsibilities supported by a consistent sustainability framework applied through the organisation. Within our sustainability framework, we focus our efforts on three strategic pillars: Stewarding Environmental Action, Caring for Our People and Community, and Championing Responsible Growth underpinned by seven material topics that were determined through a structured materiality assessment. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 10 Materiality Assessment Materiality Assessment Process IFRS S1 30a | 32b In 2025, SP Group completed its Double Materiality Assessment (DMA), evaluating our impacts on the economy, environment and people (impact materiality) and the potential financial effects of sustainability‐related risks and opportunities on the Group (financial materiality). The DMA’s financial materiality lens supports alignment with IFRS S1 and IFRS S2 by integrating financially material sustainability and climate considerations into governance, strategy, risk management and reporting. The DMA identified, assessed and prioritised sustainability-related impacts, risks and opportunities (IROs) through a structured approach. The outcomes guide strategy and reporting priorities and underpin ongoing monitoring through management reporting and governance oversight. The DMA draws on inputs including the Global Reporting Initiative (GRI) and Sustainability Accounting Standards Board (SASB) Standards, SP Group’s value chain map, its Enterprise Risk Management (ERM) framework, stakeholder engagement, and peer benchmarking to inform sustainability-related risk management. The DMA mapped IROs across our value chain and business model to identify their area of concentration and prioritise material topics through both impact and financial lenses. IROs were scored for each material topic using criteria aligned to the Group’s ERM consequence scoring framework, with thresholds anchored to the Group’s Net Profit After Tax (NPAT) materiality benchmark. Additionally, climate-related risks and opportunities (CrROs) were integrated to embed climate considerations throughout the assessment. The DMA identified seven material topics foundational to our business and three emerging, positioning SP Group ahead of the evolving sustainability landscape. In conducting our DMA, we considered our business model and value chain in line with the requirements of IFRS S1 and IFRS S2, which require sustainability‐related risks and opportunities to be assessed across the value chain. Our value chain reflects the broader ecosystem (own operations, upstream and downstream) in which we operate, encompassing regulatory bodies, business partners, suppliers, customers, and the communities we serve, recognising the interdependencies that shape our sustainability impacts, risks, and opportunities. Own operations refer to activities SP Group directly manages, while upstream operations are activities of suppliers and contractors that support our activities, and downstream operations are activities of customers and other parties that use or are affected by SP Group’s services. Understanding the business context SP Group mapped its business context, value chain and stakeholder landscape, identifying relevant stakeholders to engage with for validation. 1 Identification of impacts, risks and opportunities (IROs) SP Group compiled a long list of potential impacts, risks and opportunities (IROs) across each material topic using inputs from internal risk registers, regulatory developments, industry standards (GRI, SASB), peer benchmarking and external research. 2 Assessment and prioritisation of IROs SP Group assessed and prioritised IROs using the Group’s Enterprise Risk Management (ERM) consequence and likelihood scales from both impact and financial perspectives, informed by stakeholder validation and management workshops. 3 Determination of Material Topics The resulting material topics were reviewed by the Executive Leadership Team (ELT), endorsed by the Board Sustainability Committee (SC) and approved by the Board. 4 About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 11 Below, we map the IROs against our seven core material topics, indicate their position along the value chain and summarise key progress for each. Material topic Description of impacts, risks and opportunities Value chain 3 Our Approach & Achievements Climate Action & Resilience 2 Investing in green and smart grid technologies can reduce negative environmental impacts associated with electricity transmission losses and fugitive losses from gas pipelines. Through improved energy efficiency and optimised cooling systems, we can also reduce our own operational emissions and help our customers to decarbonise. Climate change poses risks such as regulatory shifts and infrastructure impacts, potentially affecting SP Group’s finances and assets. Adapting to these risks may incur costs to ensure asset resilience and impact stakeholders with additional costs. Innovations in climate solutions offer opportunities to enhance energy management, operational efficiency and financial resilience. • Own operations • Upstream • Downstream We aim for net zero for our Scope 1 and 2 emissions by 2050. Meanwhile, our net zero strategy is grounded in enabling grid decarbonisation, greening our own operations, and supporting our customers in advancing towards their climate targets. We are also conducting climate scenario analysis to ensure our business and assets are climate resilient. In FY25/26, our Scope 1 and 2 emissions totalled 532,504 tCO 2 e, of which 91% is attributable to electricity and gas transmission and distribution losses, which are partly influenced by the underlying energy sources and are not fully within SP’s direct control. Our pathway to net zero is underpinned by a two‐pronged approach. First, we will reduce the emissions we directly control (about 9% of Scope 1 and 2) through energy efficiency, onsite solar, and fleet electrification. Second, we will enable wider system decarbonisation by strengthening grid flexibility, reliability, and resilience to support the integration of low‐carbon technologies. Workplace Safety & Health Fostering a safety-first culture is key in protecting employees, contractors and customers, as safety hazards may potentially lead to work accidents and affect the health and safety of SP Group’s employees and community. Non-compliance with safety and health regulations poses regulatory, compliance and reputational risks if breached. Prioritising workplace safety & health can lower health and safety incidents, enhance employee loyalty and boost labour productivity, positively affecting SP Group’s financial performance. • Own operations • Upstream • Downstream SP Group manages workplace safety and health through an ISO 45001 certified management system, emphasising safety accountability, capability building, assurance and strong contractor partnerships, supported by leadership oversight and continuous improvement. During the year, we recorded zero fatalities and achieved a Lost Time Injury Frequency Rate (LTIFR) of 0.17, outperforming the 0.53 target, benchmarked against global utility companies. Safety performance was further strengthened through proactive inspections, full onboarding of contractors onto the SAFE365 digital safety platform, and sustained leadership engagement, reinforcing a strong safety culture across employees and contractors. Workforce Development & Management Fair, equal and inclusive human capital management can improve overall employee morale and satisfaction. Conversely, poor workforce processes and practices may affect the professional growth and wellbeing of employees. Inadequate training and skill gaps, including the lack of diversified talent, non-compliance with labour regulations, and collective agreements, may result in potential disruptions and reputational damage. • Own operations SP Group manages workforce development and management through a structured framework that aligns skills development, talent attraction and retention, fair employment practices and employee wellbeing with its long‐term strategy. In FY25/26, SP Group delivered an average of 36 training hours per employee, invested approximately S$2,000 per employee in training, maintained a low resignation rate among high performers, and continued building a future‐ready workforce through initiatives such as Learning Roadmap 2030, AI capability‐building and workforce transformation programmes. Effective workforce development and management enhance long-term value with a skilled workforce and an inclusive culture, and investments in training and wellbeing improve performance and retention. 2. The Climate Action & Resilience SrROs in this table were identified under the DMA exercise and specific CrROs will be included after the completion of the CSA in subsequent reports. 3. This signifies where along SP Group’s value chain the SrROs are concentrated. Own operations refer to activities SP Group directly manages, upstream operations are activities of suppliers and contractors that support our activities, and downstream operations are activities of customers and other parties that use or are affected by SP Group’s services. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 12 Material topic Description of impacts, risks and opportunities Value chain 3 Our Approach & Achievements Community Engagement & Relations Community initiatives and collaborations are important in strengthening social impact, including social resilience and improved wellbeing of local communities. These engagements complement SP’s presence and business activities in the community. Proactive engagement can foster the constituents’ closer association with SP Group. Strong community relations also boost brand reputation and investor confidence and a community-friendly operational framework for SP Group. • Own operations • Upstream • Downstream SP Group approaches community engagement through purposeful, long‐term investment, focusing on philanthropy and volunteerism, backed by close partnerships with social service agencies and targeted programmes that strengthen social resilience and support vulnerable individuals and families. In FY25/26, SP Group invested approximately S$7 million in community giving. Our staff contributed 12,000 volunteer hours, achieving 40% employee participation, and reached around 21,000 beneficiaries through initiatives supporting seniors, children and youth from lower income backgrounds. Reliability & Customer Satisfaction Providing safe, reliable, and efficient services ensures service continuity for the community and enhanced customer experience. Compromises in service quality and reliability may lead to potential disruptions of essential services and customer dissatisfaction. Reputational damage and increased costs may arise from frequent service disruptions, rising energy prices, and poor customer service. Reliable energy services enhance SP Group’s revenue through a strong reputation. Efficient utility services delivery boosts customer satisfaction, leading to repeat business and referrals. High satisfaction increases retention and revenue streams, positively impacting SP Group’s financial outcomes. • Own operations • Upstream • Downstream We maintain reliable energy supply through day‐to‐day operational excellence with forward‐looking investments in digitalisation, grid resilience and future‐ready infrastructure to support rising electrification, renewable energy integration and evolving customer needs. In FY25/26, SP Group continued to maintain world‐class network reliability by achieving a SAIDI of 0.328 min and 0.003 min for electricity and gas respectively. This means that a customer experienced an average disruption of only 19.7 seconds in electricity supply and 0.18 seconds in piped gas supply. Business Ethics & Compliance Strong corporate governance protects the energy needs of communities through robust ethical conduct and regulatory compliance. A weak corporate governance may reduce stakeholder trust and potentially limit access to essential services. Non-compliance can lead to fines, liabilities, reputational damage, loss of licence to operate, and limited financing access. Ethical breaches may result in financial penalties and reduced investor confidence, affecting SP Group’s stability and reputation. • Own operations • Upstream • Downstream Our approach to managing business ethics and compliance is anchored in strong corporate governance, a zero‐tolerance stance on bribery and corruption, and proactive regulatory compliance, integrated within enterprise risk management and internal audit processes. In FY25/26, SP Group achieved 100% completion of anti‐bribery and corruption training, maintained ISO 37001:2016 Anti‐Bribery Management System certification, and continued to reinforce ethical conduct through annual Code of Conduct training, conflict‐of‐interest declarations, active whistleblowing channels and rigorous compliance oversight. Maintaining robust risk management, and strong anti-corruption and anti-bribery compliance creates opportunities to safeguard SP Group’s finances and reputation, strengthen stakeholder confidence and support long-term, sustainable business performance. 3. This signifies where along SP Group’s value chain the SrROs are concentrated. Own operations refer to activities SP Group directly manages, upstream operations are activities of suppliers and contractors that support our activities, and downstream operations are activities of customers and other parties that use or are affected by SP Group’s services. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 13 Material topic Description of impacts, risks and opportunities Value chain 3 Our Approach & Achievements Digitalisation, Cybersecurity & Data Privacy Effective cybersecurity is critical for safeguarding data, continuing operations and maintaining trust with stakeholders. Without a strong protection system, cyber breaches may compromise customer and employee data. Cyber-attacks can lead to data theft, financial loss, and operational disruptions for SP Group. Evolving threats may increase security costs, and breaches can result in penalties and damage reputation. Innovation and digitalisation investments open new revenue streams, cut costs, and enhance SP Group’s market position and reputation. Strong cybersecurity reduces risks and stabilises finances. • Own operations • Upstream • Downstream SP Group advances digitalisation to enhance grid resilience, operational efficiency and customer empowerment, while embedding cybersecurity and data protection as foundational controls for critical infrastructure. Our technology strategy treats data as a strategic asset and integrates automation, AI and digital platforms across grid operations, workforce enablement and customer services. In FY25/26, SP Group continued to digitalise grid operations through smart grid technologies, digital twins and AI‐enabled asset management, expanded digital and self‐service customer channels, strengthened cyber resilience through advanced monitoring and an integrated Fusion Centre, and reinforced data protection and responsible AI governance. All our employees have completed the cybersecurity awareness training and PDPA e-learning. SP Group maintains the Data Protection Trustmark and ISO 27001 information security management systems certification. Full compliance with PDPA and Cybersecurity Act was also achieved. Cybersecurity risks remain a key area of focus. Potential incidents could result not only in regulatory penalties, but also broader financial and operational impacts, including service disruptions to critical infrastructure, and potential revenue loss from reduced customer trust. SP Group therefore continues to enhance preventive, detective and response capabilities to mitigate these risks and safeguard business continuity. Emerging Topics Through the DMA, we identified three emerging topics: Nature and Biodiversity, Resource Efficiency, and Supply Chain Management. These topics are recognised as relevant to SP Group’s operating context and may increase in importance as stakeholder expectations, regulatory requirements and market dynamics evolve. At this stage, our ability to define baselines, targets and consistent metrics is still developing, and further data gathering and studies are needed to understand the full extent of related impacts, risks and opportunities across our value chain. In line with stakeholder views on their current levels of materiality, we will engage with these topics in a measured and progressive manner, focusing on building internal understanding, strengthening data readiness and monitoring key developments. Their significance may vary across business segments and geographies. While these topics are not currently among our core material topics, they have the potential to influence our operating environment and value chain over time. Across our emerging topics, we will continue to track developments, deepen analysis of implications for our assets, operations, and suppliers, and refine our approach as industry practices, data availability, and disclosure standards continue to grow in maturity. 3. This signifies where along SP Group’s value chain the SrROs are concentrated. Own operations refer to activities SP Group directly manages, upstream operations are activities of suppliers and contractors that support our activities, and downstream operations are activities of customers and other parties that use or are affected by SP Group’s services. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 14 Sustainability Governance IFRS S1 27a | IFRS S2 6a | 6b | 34b Board’s Role SP Group has established a clear governance structure for sustainability and climate-related matters, led by the Board and supported by the Board Sustainability Committee (SC). The Board holds ultimate responsibility for sustainability and climate-related oversight, including sustainabilityrelated risks and opportunities (SrROs) and climate-related risks and opportunities (CrROs). As set out in the SC’s Terms of Reference (TOR), the Board formed the SC to oversee and monitor sustainability‐ and climate‐related disclosures, including SP Group’s sustainability reports, and coordinates with the Board and other relevant committees. It reviews and recommends related strategies, plans, commitments, and policies, and oversees the execution of Board‐approved initiatives. The SC plays a critical role in guiding the Management and Sustainability function to advance SP Group’s sustainability objectives and agenda. The SC convenes quarterly and the SC Chair updates the Board on key market developments and execution progress against the sustainability plan, including SrROs and CrROs, and mitigation and adaptation measures, after each quarterly meeting. We have integrated material sustainability-related risks into our enterprise risk management (ERM), governance framework, and decision‐making, and progressively incorporating climate-related risks. Our material topics inform corporate strategy, capital allocation decisions and the assessment of major investments and transactions. From a strategic growth perspective, we also review sustainability and climate trends as commercial and strategic opportunities, particularly in enabling customers’ energy efficiency and decarbonisation. The Sustainable Energy Solutions (SES) business was established in response to growing demand for integrated energy and sustainability solutions, reflecting a long‐term view of industry and customer needs. It demonstrates a clear outcome of climaterelated opportunities. Investment decisions consider commercial viability, customer value, and alignment with sustainability and climate objectives, alongside financial, operational, and regulatory factors, consistent with our focus on delivering reliable, affordable, and future‐ready energy. As a critical energy infrastructure provider, SP Group prioritises system reliability, safety and security while advancing decarbonisation. The Board evaluates decarbonisation pathways and sustainability‐ and climate‐related investments for their impact on operational resilience and reliability, weighing near‐term costs against long‐term risk mitigation and strategic objectives, informed by risk assessments and climate scenario analysis. Head of Sustainability Supported by the Sustainability Team Board Members Board Sustainability Committee (SC) Oversees progress against sustainability strategy and climate-related risks and opportunities Executive Leadership Team (ELT) Comprising SP Group’s senior management, responsible for steering the growth and development of SP Group SP Group recognises that robust Board capabilities are critical to effective oversight of sustainability- and climate-related matters. Accordingly, we provide ongoing training for the Board, the SC, and management to keep them current on emerging risks and opportunities and evolving regulatory requirements. In 2025, the Board, the SC and Executive Leadership Team (ELT) received training Partners with Sustainability Taskforce on IFRS S1 and IFRS S2 disclosure requirements including, the Board’s sustainability and climate oversight roles, data governance and controls, emissions accounting fundamentals, and climate resilience. SP Group will further enhance Board competencies in sustainability and climate through ongoing training and capability‐building. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 15 Management’s Role and Internal Controls business planning and investment evaluation processes, in collaboration with relevant business units and functions. The team also delivers training with regular meetings held with BUs and functions to ensure ground‐level alignment on sustainability matters. The Sustainability Taskforce meets monthly Risk Management IFRS S1 44a(i, iii, v, vi) | 44c | IFRS S2 25a(i, ii, v, vi) | 25b | 25c Management is responsible for implementing the Board-approved sustainability and climate-related strategy and for embedding material sustainability and climate-related risks and opportunities into SP Group’s enterprise risk management, internal control and business processes. This includes ensuring that such matters are systematically identified, assessed, monitored and managed as part of day-to-day operations and decision-making. Management establishes and operates the processes, controls and reporting mechanisms through which sustainability and climate-related matters are integrated into business planning, capital investment evaluation and operational decisions, alongside financial, operational and regulatory considerations. Management provides the Board and the SC with information necessary to enable effective oversight of material sustainability and climate-related matters, including updates on risk exposures, performance against targets, emerging developments and progress on strategic initiatives. The Sustainability team is responsible for coordinating sustainability and climate-related processes and disclosures across SP Group. This includes supporting the application of sustainability and climate considerations within enterprise risk management, and guidance to build organisational capability. The team coordinates the preparation of sustainability and climate-related disclosures, supports the setting, development and maintenance of policies, targets and metrics, and monitors progress against Board-approved commitments. These activities help ensure that sustainability and climate-related information provided for management decision-making and Board oversight is consistent, reliable and fit for purpose. Management is engaged on material sustainability and climate-related matters at least quarterly, ahead of SC meetings, and more frequently as required, to support informed decision-making and escalation to the Board. Further embedding sustainability across the organisation, SP Group has established a Sustainability Taskforce that works closely with the Sustainability Team. The Taskforce serves as a collaborative hub to drive and execute sustainability initiatives, align priorities with the business strategy, and promote cross‐functional engagement and accountability. It comprises representatives from business units and group functions. A sustainability business partner from the Sustainability Team is assigned to each business unit (BU) and function, to review progress and key issues. Reinforcing sustainability priorities, sustainability-related KPIs, including aspects of service reliability, cybersecurity, safety, workforce development, are embedded in executive and senior management remuneration, including at the Group level. Our internal control framework and sustainability considerations are integrated with core functions. Sustainability oversight is embedded within enterprise risk management, while sustainability considerations are incorporated into financial planning, capital allocation, and reporting. People and performance practices reflect our commitment to the material topics through policies, leadership accountability, capability building, and alignment of remuneration and regulatory expectations. In addition, supplier engagement and assessment processes strengthen sustainability reporting and risk management across the value chain. These governance, management and functional interfaces enable a coordinated, phased approach to embedding sustainability in core business processes, with climate considerations deepened over time. SP Group manages its risks through its Enterprise Risk Management (ERM) and governance frameworks. Risk owners within the Corporate Office and each Principal Operating Subsidiary (POS) apply the ERM methodology adopted within their respective departments to assess and prioritise risks. Risk analysis involves a review of the impact and likelihood of risk outcomes through qualitative and/ or quantitative analysis, while taking into account existing mitigating measures and their effectiveness and factors affecting likelihood and consequences. Risk information is captured in departmental risk registers, and key risks are discussed at the relevant POS-level Risk Management Committee (RMC) and, where applicable, escalated to the SP Grouplevel RMC and/or the relevant POS Board or other appropriate governance body. SP Group adopts both top-down and bottom-up approaches in its risk management methodology. The top-down approach is driven by guidance and directives from the Board Risk Management Committee (BRMC) and Management, including the setting of risk appetite, risk limits, and the required level of mitigation for key risks. The bottom-up approach empowers employees to identify and escalate risk-related issues arising from day-to-day operations to Management. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 16 Sustainability and climate‐related risks are identified Given the longer‐term and evolving nature of monitoring of climate-related risks, informed In recent years, this approach, supported by strategic through diverse data sources, including market sustainability, including climate risks, current use by our climate scenario analysis. This supports alignment, technological innovation and regional research, regulatory updates, expert insights is focused on strengthening Management and decision-making as we further enhance and refine growth, has positioned our business segment, SES, as and climate scenario analysis. Together, these Board’s understanding and informing longer‐term our approach. Climate-related opportunities are a growing long-term opportunity that creates both approaches foster risk awareness across SP Group planning, with further refinement, quantification managed through our existing business and strategy business value and positive climate impact. and support the proactive management of risks. and integration to be implemented as analytical processes, which support their identification, Identified material risks are monitored using existing capability and data maturity improve. prioritisation and integration into business internal controls and ERM processes, including defined risk ownership, business unit risk registers and periodic risk reviews. Sustainability and climate-related risks that We continue to strengthen our risk management processes for climate-related matters, including the identification, assessment, prioritisation and strategy and implementation plans. Business units and functions systematically embed emerging opportunities across operations to advance material topics and our sustainability agenda. are considered significant or most material are escalated to the BRMC, as and when required. Sustainability‐related risks, identified through our double materiality assessment, are assessed using the same risk assessment parameters as other enterprise risks and are considered within SP Group’s risk categories. Our risk management processes for nonclimate sustainability risks remained unchanged from the previous reporting period. Climate scenario analysis is used to identify and assess the most relevant climate‐related risks to our business, including physical and transition risks over different scenarios and time horizons. The results of the climate scenario analysis will inform the ERM process, where identified climate risks will be assessed in terms of their potential impact and likelihood considerations, considering their operational and financial implications. These climate risks will be integrated into the ERM framework and subject to ongoing review and monitoring alongside other enterprise risks. Labrador development: A landmark project featuring a Super Low Energy commercial tower and Southeast Asia’s largest 230kV underground substation, exemplifying SP Group’s commitment to grid reliability and sustainable energy solutions About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 17 Stakeholder Engagement SP Group values the interests of both our internal and external stakeholders and engage them through regular dialogues. Stakeholders are identified based on their ability to influence and be affected by our operations and ESG outcomes. We maintain structured, ongoing engagement to surface expectations, inform sustainability strategy, and strengthen overall ESG performance. The table below lists our key stakeholders, primary engagement channels, and priority topics. Stakeholders Stakeholder Priorities Main Modes of Engagement Regulator & Government agencies (Regulated electricity, gas, market support services and district cooling business, infrastructure leasing, etc.) Shareholder (Temasek Holdings) Suppliers • Compliance to performance standards, regulations and licence obligations for regulated businesses in Singapore for electricity and gas transmission and distribution licensed operations, district cooling and market support services, infrastructure leasing • Prompt redress of public feedback • Collaborations for public interests • Operational and financial performance • Business planning and strategy • Sustainability/ESG • Fair and transparent procurement practices • Payment terms and contract management • SP Group tender evaluation requirements including health, safety and sustainability-related expectations • Regulatory consultations and joint studies • Submissions on tariffs, performance standards reporting, compliance, regulatory audits • Other ad-hoc approvals • Meetings and correspondences with government agencies and regulators • Industry and sector working groups and panels • Annual Board Strategic Review • Regular business performance and strategy review engagement sessions with Portfolio Development Group • Direct engagements on other strategic matters • Supplier code of conduct • Half-yearly engagement sessions with key suppliers • Annual procurement plan uploaded on SP Group website to keep suppliers abreast of upcoming purchases • Tender process and briefings Stakeholders Stakeholder Priorities Main Modes of Engagement Customers Employees Union of Power and Gas Employees (UPAGE) Local community Bank lenders Institutional debt investors Rating agencies (i.e. Moody’s and S&P) • Reliable supply of electricity and gas • Efficient customer service • Data protection and cybersecurity • Sustainable energy solutions • Company strategy, progress and performance • Workplace safety and health • Wellbeing and benefits • Career development and capability building • Employee engagement and organisational culture • Employment terms and conditions • Workplace safety and health • Employee welfare • Capability building – upskill/ reskill, job changes • Safety • Works affecting road users/ communities • Community investment and outreach • Strategy and plans • Business performance and sustainability (including sustainability and climate-related risks) • Credit risk and covenant compliance • Liquidity and funding profile • Customer satisfaction survey and regular communications through account managers • Operational service channels such as Customer Service Centre, hotlines, and WhatsApp • Feedback mechanisms including website and SP app • Customer meetings and touchpoints • Seminars and conferences • Annual SP Group Townhall • Management dialogues with staff at business level • Internal communications including company intranet and emails • Wellbeing and cultural diversity events • Annual employee engagement survey • Regular dialogues at the branch, department, entity and senior management level • Company Training Committee (CTC) meeting • Annual UPAGE and senior management seminar • Community engagement and outreach programs • Dialogue sessions • Feedback mechanisms via website, hotlines, SP app • Ad-hoc meetings • Non-deal roadshows with institutional debt investors • Regular meetings with rating agencies (at least 3 times per year) About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 18 Stewarding Environmental Action Climate Action & Resilience 19 About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 19 Climate Action & Resilience IFRS S2 10a | 14a(ii) | 33f Climate change can present growing physical and transition risks for energy infrastructure operators, with implications for asset resilience, system reliability, and long‐term investment planning. As Singapore’s national grid operator and a provider of sustainable energy solutions in Singapore and across the region, SP Group’s ability to anticipate and manage climate‐related risks or tap on opportunities is critical to maintaining safe, reliable, and affordable energy supply while supporting the national transition to net zero. For SP Group, climate action and resilience are material not only because of our operational footprint, but because climate change has the potential to affect the infrastructure, systems and markets on which our business depends. Rising temperatures, more intense rainfall and flooding, shifting policy and regulatory expectations, evolving technologies, and changes in customer and market Target Net Zero for Scope 1 and 2 by 2050 4 100% fleet electrification by 2029 demand can all influence how we plan, operate and invest in our networks and solutions. At the same time, the transition to a lower-carbon economy creates opportunities for SP Group to enable electrification, integrate cleaner energy sources, strengthen grid flexibility and resilience, and support customers in their own decarbonisation journeys. Our approach therefore focuses on both managing risk and enabling transition. We continue to strengthen our understanding of emissions across the Group, enhance the quality and governance of climate-related data, and deepen the integration of climate considerations into business planning and decision-making. In parallel, we are updating our climate scenario analysis using the latest available climate science and relevant operational and financial data to assess how different physical and transition pathways could affect our business over time. These insights will help inform resilience priorities, strategic planning, asset lifecycle decisions and capital allocation, while supporting a more coordinated and forward-looking response to climate-related risks and opportunities across SP Group. FY25/26 Progress and Performance In FY25/26, our Scope 1 and 2 totalled 532,504 tCO 2 e. We are progressing towards establishing near-term emission reduction initiatives and/or targets within our operational control. As of March 2026, we have electrified 68% of our fleet, and we aim to electrify all our Light Goods Vehicles (LGVs) by 2026, which will lead to 80% of our fleet being electrified. We are on track to achieve our 2029 target. Management Approach IFRS S2 14a(v) | 29a(ii, iii) | 33a | 33b | 33c | 33d | 33g | 33h | 36b | 36c Managing our GHG emissions We are committed to achieving net zero Scope 1 and 2 greenhouse gas (GHG) emissions by 2050. This supports the Paris Agreement goal of limiting global temperature rise to 1.5°C above pre-industrial levels and aligns with Singapore’s national climate ambitions, including its nationally determined contribution (NDC). This target applies across SP Group and covers the relevant GHGs accounted for in our emissions inventory under the GHG Protocol, expressed in carbon dioxide equivalent (CO 2 e). The Board has oversight of our sustainability goals and targets and approved SP Group’s 2050 net zero target for Scope 1 and 2 in 2024. Unlike many companies whose Scope 1 and 2 emissions come mainly from offices, factories, or owned generation, SP Group’s footprint is shaped by our role operating Singapore’s electricity and gas networks. 91% of our reported Scope 1 and 2 emissions come from (i) electricity transmission and distribution (T&D) losses that occur when electricity is delivered across the national grid and (ii) fugitive emissions from gas network. Emissions associated with electricity T&D losses are calculated based on the quantity of losses and the applicable grid emission factor. As Singapore’s electricity supply decarbonises over time, the emissions intensity applied to losses is expected to decline; in parallel, we continue to minimise technical losses through network efficiency and asset renewal. Despite being the largest contributor to our carbon footprint, our loss rate remains low compared with global peers. This means our pathway to net zero has two parts. First, we are reducing the emissions we can directly influence (about 9% of our Scope 1 and 2 footprint) through initiatives such as greener buildings with better energy efficiency, onsite solar generation and consumption, and fleet electrification. Second, we are enabling broader system decarbonisation by getting the grid ready for a more decentralised, low-carbon energy system, strengthening flexibility, reliability and resilience so that cleaner generation, storage, electrification and other emerging technologies can be integrated and scaled safely. We continue to identify practical decarbonisation pathways and keep our methodologies under review so that our net zero commitment remains ambitious, credible and aligned with Singapore’s energy transition. SP Group manages and reports its GHG emissions through a structured and transparent approach grounded in the GHG Protocol Corporate Standard, Scope 2 Guidance and Corporate Value Chain (Scope 3) Standard. We use the operational control approach to define our organisational boundary, reporting emissions from operations where we have the authority to implement operating policies and manage emissions. Accurate measurement and reporting of emissions are foundational to SP Group’s decarbonisation strategy. By maintaining a clear understanding of our emissions profile, 4. While we aim to reach net zero by 2050, covering our absolute scope 1 and 2 emissions, Singapore faces constraints in renewable energy deployment and nascency in hydrogen technology. As more than 90% of our emissions are beyond our direct control - our aim to reach net zero is therefore contingent upon i) rapid decarbonisation of Singapore’s power generation and replacement of natural gas with hydrogen; ii) reliability, availability and economic viability of technological advances and low-carbon technologies, such as EVs for industrial uses, green transportation, fuels, SF6 and refrigerant replacements; and iii) effective international collaboration in areas such as carbon credits (e.g. Article 6 of the Paris Agreement). About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 20 SP Group is better positioned to identify material control throughout the reporting workflow. The emission sources, track performance over time, system will support data consolidation, enhance and inform planning and decision-making to GHG analysis, and strengthen data quality and support our net zero ambition, which is aligned auditability. These improvements aim to enhance with Singapore’s national climate goals and that of emissions monitoring and support readiness for countries we operate in. future external assurance in line with evolving To enhance emissions governance, SP is formalising a Group-wide Basis of Preparation (BoP) that sets out the data sources, organisational and operational boundaries, emission factors, estimation requirements under IFRS S2. Climate-related Risks and Opportunities (CrROs) CHINA methodologies, and key assumptions applied to Scope 1, Scope 2, and relevant Scope 3 categories. Establishing this framework supports consistency, traceability, and transparency in the compilation, interpretation, and governance of emissions data across business units. We have updated our calculation methodologies and emission factor database, incorporating a formal review and IFRS S2 10b | 10d | 22b | 22a(i) In 2021, SP conducted a climate scenario analysis (CSA) that adopts the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD). For more information on our 2021 CSA, please refer to pages 67 to 71 of our FY2024/2025 Sustainability Report. THAILAND VIETNAM update process into our BoP. We will continue to refine and enhance these processes to ensure our methodologies remain robust as our business and carbon accounting practices evolve. As our business portfolio has grown, and with the availability of updated climate data, we have built upon our previous TCFD efforts to progressively align with IFRS S2 requirements during the year. This SINGAPORE For instance, we have transitioned to using electricity T&D data based on the financial year, instead of the calendar year data. This improves alignment to IFRS S2 requirements. has deepened our understanding of climate-related risks and opportunities, enabling us to strengthen our management of climate resilience and enhance our long-term planning. AUSTRALIA As a next step, we are exploring the possibility to implement a GHG data management system to improve data integrity, automation, and quality About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 21 Progress on SP Group’s Evolved Climate Scenario Analysis (CSA) In our ongoing CSA, we will be covering all scopes of operations in Singapore, China, Thailand and Vietnam. In the meantime, SGSP (Australia) Assets Pty Ltd and its subsidiaries (collectively referred to as “SGSPAA”) conducted a separate CSA to cover our operations in Australia and comply with Australian regulatory Expected warming levels at end of century Transition Risk Scenarios (defined by The Network of Central Banks and Supervisors for Greening the Financial System - NGFS) Physical Risk Scenarios (IPCC scenarios, adopted by Singapore’s Third National Climate Study “V3” study) requirements. Furthermore, we have updated our time horizons and climate scenarios from those used in the previous 2021 CSA. Time horizon Short-term Medium-term Long-term <1.5°C Net Zero 2050 Assumes that ambitious climate policies are introduced immediately, reaching global net zero CO 2 emissions around 2050. Physical risks are relatively low but transition risks are high. Physical Risks 2030 2050 2080 Transition Risks and Opportunities 2030 2035 2050 For our climate scenarios, we select three scenarios for both physical risks and transition risks and opportunities. ~2°C Nationally Determined Contributions (NDCs) Assumes that climate policies are introduced immediately and become gradually more stringent reaching net zero after 2070. Physical risks are moderate to severe and transition risks are relatively low. SSP 1-2.6 (“Sustainability”) Sustainability-focused strong global cooperation with aggressive climate policies, rapid decarbonisation, high renewable energy share, strong carbon pricing leading to rapid decline in CO 2 emissions; net-zero CO 2 emissions around 2070. These scenarios were selected to minimally consider a scenario that limits the global temperature rise to 2°C or lower and aligns with the Paris Agreement. Additionally, high contrast scenarios were chosen to effectively stress test the climate resilience of SP Group’s business. We endeavour to disclose material physical climate risks and their implications to our business when the study concludes. In addition, we will outline the potential impacts of transition risks and opportunities arising from the low-carbon transition on our business model and value chain. Insights from these assessments ~3°C Current Policies Assumes that existing climate policies are maintained, without further strengthening. This pathway avoids immediate economic disruption but increases long-term physical risks. SSP 2-4.5 (“Middle-of-the-road”) Gradual policy tightening, moderate technology adoption, uneven progress with moderate challenges to mitigation/ adaptation, emissions decline slowly with no net-zero by 2100. SSP 5-8.5 (“Fossil-fuelled Development”) will guide resilience planning and investment decisions across SP Group, further enhancing business preparedness amid evolving climate conditions. As the owner and operator of electricity and gas transmission and distribution networks that form part of Singapore’s national critical infrastructure, SP Group’s climate scenario analysis draws on authoritative government data and publicly available scientific sources. This approach strengthens the robustness, >4°C Minimal climate policy, heavy reliance on fossil fuels, delayed mitigation with fossilfueled development: rapid economic growth, energy-intensive lifestyles leading to emissions doubling by 2050 and continue rising after. comparability, and forward-looking nature of our climate analysis as we progress towards alignment with the requirements of IFRS S2. We aim to disclose the results from our evolved CSA in subsequent sustainability reports. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 22 IFRS S2 Disclosure What has been established What is in-progress and/or planned References Governance • The Board has ultimate responsibility for sustainability and climate oversight, including sustainability-related risks and opportunities (SrROs) and climate-related risks and opportunities (CrROs). • SP Group has a robust governance structure and continues to maintain strong Board and Management oversight of sustainability and climate-related matters. Sustainability Governance, pages 14 to 15 • The Board Sustainability Committee (SC) oversees and monitors sustainability and climate disclosures, reviews and recommends related strategies, and guides Management and the Sustainability function to advance SP Group’s sustainability goals. • Management implements Board-approved sustainability and climate strategies, integrates SrROs and CrROs into Enterprise Risk Management (ERM), controls, and business processes, and reports key matters to the Board and SC. • The Sustainability team coordinates sustainability and climate processes and disclosures across SP. • Formed a Sustainability Taskforce, with members from business units and group functions, works with the Sustainability team to drive initiatives, align with business strategy, and foster cross-functional engagement and accountability. • Sustainability considerations are integrated with core functions, including Group Risk Management, Finance, HR and Procurement. Strategy • In 2021, SP conducted a climate scenario study to assess our climate change resilience and to identify the climate-related risks and opportunities material to our business. • We take into account the business impact of these key climate-related risks and opportunities and manage our strategic responses accordingly. • SP is in the process of updating the climate scenario study which will cover our operations and suppliers. The study will identify relevant physical risks as well as transition risks and opportunities. There will be three different climate scenarios and time horizons for physical risks and transition risks and opportunities respectively. The assessment results will inform the climate-related impacts on SP Group’s business operations, strategy and financial implications. SP Group FY2024/2025 Sustainability Report, pages 67 to 71 Climate Action and Resilience, pages 19 to 30 Risk management • SP assesses, prioritises and monitors sustainability and climate risks alongside strategic, operational, financial and regulatory risks through existing internal controls and ERM processes. • SP will continue to manage its sustainability and climate risks using established internal controls and procedures embedded within its ERM and governance frameworks. Risk Management, pages 15 to 16 • As we progress the climate scenario study as described above, climate-related risks will be integrated into our ERM, actively monitoring and managing our risks and enhancing our business resiliency. Metrics and targets • SP has committed to achieving net zero for Scope 1 and 2 GHG emissions by 2050. • We continue to disclose our Scope 1, 2 and 3 emissions, total electricity and fuel consumption and the percentage of electric vehicle (EV) in our fleet. • SP has implemented a range of near-term emissions reduction initiatives, including fleet electrification, energy efficiency improvements and onsite solar deployment. We continue to evaluate additional decarbonisation measures and potential near-term targets to support progress towards our 2050 Net Zero ambition. Climate Action and Resilience, pages 19 to 29 • We will deep dive into our controllable emissions, understanding available levers. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 23 Initiatives SP’s climate initiatives reflect both our responsibility to decarbonise our own operations and our role in enabling broader system-wide decarbonisation. Within our operations, we are focused on reducing emissions from sources within our direct control, including through energy efficiency measures, onsite solar deployment and fleet electrification. Beyond our organisational boundary, we also support customers in meeting their climate objectives through reliable, lower-carbon solutions, while contributing to Singapore’s broader low-carbon transition by strengthening grid flexibility, reliability and resilience, and enabling the integration of low-carbon technologies. Together, these initiatives reflect a balanced approach: reducing our operational footprint while leveraging SP’s infrastructure, capabilities and customer relationships to support decarbonisation across the wider energy ecosystem. SP Joins Pilot for Electric Prime Mover Adoption SP is participating in a pilot trial led by Enterprise Singapore to promote the adoption of electric prime movers (e‐PMs) for operational use. These e‐PMs are heavy‐duty electric trucks that replace diesel engines with electric motors and battery systems, generating zero tailpipe emissions, lower operating costs, and reduced noise levels. SP Group has deployed e‐PMs for operational activities such as transporting generators during supply restoration, with the vehicles equipped with advanced safety features to enhance stability. Heavy Goods Vehicles (HGVs) contribute approximately 30% of land transport emissions in Singapore, representing a significant decarbonisation challenge. At SP Group, HGVs also account for 30% of our entire vehicular fleet. Under the pilot, SP Group will evaluate fast-charging and battery-swapping solutions to overcome charging limitations, minimise downtime, and address range anxiety, thereby supporting wider adoption of electric HGVs. Beyond the pilot programme, SP Group continues to track developments in electric heavy‐duty vehicles as part of its broader fleet electrification strategy. As fleet electrification progresses, SP remains committed to fully electrifying all small‐sized vehicles by the end of 2026. SP Group deploys e-PM to transport generators during supply restoration. The e-PM is fitted with advanced safety features for enhanced stability Strengthening Grid Stability through Advanced Technologies As part of SP Group’s broader approach to enabling system-wide decarbonisation, we are progressively enhancing our energy performance capabilities through the development and piloting of advanced digital and operational technologies aimed at improving system reliability, efficiency, and resilience. Initiatives such as Digital Twins are being developed and trialled to support more accurate planning and condition assessment of grid assets. These emerging capabilities are intended to improve early risk identification, enhance maintenance and investment decisions. In parallel, SP is piloting solutions to manage renewable intermittency and evolving demand patterns. These include Distributed Energy Resources Management Systems, demand response programmes, and virtual power plants to enhance system flexibility and optimise peak load management. These efforts are complemented by ongoing trials of customer-facing clean energy and energy efficiency solutions delivered through SP Group’s businesses. Collectively, these initiatives represent a phased approach towards strengthening system-wide energy optimisation, supporting the integration of distributed energy resources, and advancing a more reliable, efficient, and lower-carbon energy future. Solarising SP’s Substations to Support Singapore’s Low-Carbon Future In 2025, SP Group completed the installation of rooftop solar PV systems at 26 electricity substations across Singapore and plans to do so for another 44 substations over the next two years. This achievement represents a key milestone in strengthening the grid’s low-carbon capabilities while supporting Singapore’s transition towards a more sustainable energy future. The initiative reflects SP’s continued commitment to integrating renewable energy solutions into critical infrastructure and enabling cleaner energy for all. Implemented over multiple years in three phases between 2023 and 2025, the programme was structured to optimise the solar potential of substations without affecting operational reliability. Each substation was fitted with solar PV systems of up to 1 MWac installed capacity, enabling effective utilisation of on-site renewable generation. Beyond expanding solar generation capacity on existing infrastructure, the initiative supports Singapore’s broader efforts to increase renewable energy deployment and advance the transition to a lower-carbon power system. By enabling distributed solar generation within the national grid, SP is helping to strengthen grid readiness for greater renewable integration, diversify energy sources, and support the greening of the grid. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 24 Achieved approximately 40 % energy savings relative to prevailing code-compliant buildings Case Study: Labrador Tower Completed in 2024, the 34‐storey Labrador Tower is among Singapore’s first commercial developments to attain the Building and Construction Authority (BCA) Green Mark Platinum Super Low Energy (SLE) certification. Featuring SP Group’s suite of sustainable energy solutions, the development was validated to have achieved approximately 40% energy savings relative to prevailing code-compliant buildings, demonstrating its strong environmental performance and high level of resource efficiency. Sustainability Features: • Energy‐Efficient Air‐Conditioning: Labrador Tower is equipped with hybrid active chilled beam systems integrated with variable air volume (VAV) technology, delivering cooled air only when required to reduce energy consumption and utility costs. • AI and IoT: A self-learning building intelligence system that utilises artificial intelligence (AI) and Internet of Things (IoT), is deployed to maintain optimal thermal comfort while maximising energy efficiency. Sensors and monitoring systems, supported by self-learning AI, optimise airflow and resource utilisation through predictive and preventive maintenance. • Underground Thermal Storage: Underground thermal storage tanks are utilised to maintain chillers at optimal operating efficiency. They provide stored cooling capacity, enabling chilled water to be produced in advance during off-peak periods and used during peak demand periods. This reduces • Solar Photovoltaic Systems: Integrated solar photovoltaic panels are installed within the roof landscaping of both the tower and podium to generate on-site renewable energy, supporting reduced reliance on grid electricity and enhancing the development’s overall energy efficiency. • Building Orientation and Façade Design: The tower is strategically oriented to minimise heat gain from morning and evening sun exposure, complemented by shading fins and a double‐glazed glass façade to further reduce thermal load. • High-efficiency Lights: Energy‐efficient LED lighting, combined with daylight sensors, automatically adjusts to natural light levels, reducing unnecessary electricity use and lowering operating costs while enhancing overall energy performance. • Green Spaces and Landscaping: The development incorporates five sky terraces, integrating greenery throughout the building to enhance environmental performance and occupant well‐being. peak electricity load while optimising system efficiency and supports lower operating costs by taking advantage of time-of-use electricity tariffs. Tenants have highlighted the advantages of the green workplace, including enhanced energy efficiency, access to ample natural daylight, close connection • Energy Management Systems: Tenants are to nature, and convenient accessibility. The opening empowered with an energy management platform of Labrador Tower represents a significant milestone that provides real-time insights into consumption in promoting sustainable, people‐centric work patterns, supporting informed decision-making and environments within Singapore’s built environment. the implementation of targeted energy saving actions. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 25 Electric Vehicle Charging Solutions: SP Group Launched Singapore’s Fastest EV Charger Paired with a Battery Energy Storage System with Huawei Under the Singapore Green Plan 2030, Singapore’s EV Roadmap aims to accelerate EV adoption through incentives, infrastructure deployment and regulation, supporting the transition to a cleaner-energy vehicle population by 2040. Through SP Mobility, our EV charging arm, we have installed more than 3,400 charging points across the island to support our national EV roadmap. Being the largest public high-speed EV charging network, we continue to advance and develop next-generation EV charging solutions. This year, SP Group collaborated with Huawei to deploy Singapore’s fastest public EV charger paired with a battery energy storage system at Temasek Polytechnic. This marks a significant advancement in the country’s EV charging ecosystems, which supports the acceleration of EV adoption in line with Singapore’s Green Plan 2030 and national EV roadmap. The ultra‐fast charger is capable of delivering up to 200 kilometres of driving range in around five minutes of charging and operates at a maximum output of up to 400 kW, subject to site power availability. The charger integrates liquid‐cooling technology with an integrated energy storage system to enable safe, efficient, and high‐performance charging for both passenger and commercial vehicles. This is particularly important as Singapore aims to scale its EV charging network towards 60,000 charging points by 2030 and advances towards a fully cleaner energy vehicle population by 2040, where charging infrastructure must support higher utilisation, faster turnaround times, and increasing electrification of commercial fleets. Case Study: Sustainable and Reliable Cooling for Singapore’s Marina Bay The Marina Bay District Cooling Network demonstrates how SP Group supports climate action, urban resiliency and reliable service delivery through sustainable energy solutions. Operated by SP Sustainable Energy Solutions, the network provides commercial developments in Singapore’s Marina Bay district with reliable, energy-efficient cooling at scale. By centralising the production and supply of chilled water, the system reduces the need for individual chiller plants, helping customers optimise space, improve operational efficiency and lower carbon emissions, while supporting dependable cooling for business continuity. The Marina Bay District Cooling network serves as shared urban infrastructure for sustainable cooling. with an installed capacity of over 65,000 RT These fast chargers will complement SP Mobility’s growing charging network, which includes 20 charging points at Temasek Polytechnic, adding to the 120 already available across Tampines on its charging network, with more to be installed over time. The installation enhances access to fast charging in Singapore’s eastern region and strengthens support for the transition towards cleaner electric mobility. (From Left) Stephanie Tan, CEO of EV-Electric (EVe); Deng Ming, Managing Director of Huawei Digital Power Singapore; Mr Baey Yam Keng, MOS for MCCY and MOT, and Mayor for North East District; Dean Cher, Managing Director, SP Mobility; and Patrice Choong, Principal and CEO, Temasek Polytechnic About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 26 Instead of each building operating its own standalone cooling system, the network consolidates cooling demand across multiple developments and delivers chilled water through centralised assets, integrated distribution infrastructure and professional operations. This supports higher system efficiency, strengthens reliability and frees up valuable building space for other uses. A key feature of the network is its thermal energy storage system, which stores cooling capacity in the form of chilled water or ice during off-peak periods for use when cooling demand is higher. This enables the network to better manage demand fluctuations, optimise chiller operations and maintain reliable cooling supply during peak periods. By shifting part of the cooling load away from periods of high electricity demand, thermal energy storage also supports more efficient energy use and enhances the overall resilience of the district cooling system. Since operations began in 2006, the network has recorded zero supply disruptions, reflecting SP Group’s strong operational discipline and round-theclock monitoring capabilities. With 28 buildings now connected, its continued expansion across the Marina Bay precinct reflects growing customer confidence Estimated 15 % up to lifecycle cost savings in district cooling as a reliable and lower-carbon solution. As the network scales, including through progressive connections to nearby developments, it supports business continuity, enhances cooling resilience and helps customers advance their sustainability objectives without compromising comfort or reliability. For customers and city planners, Marina Bay District Cooling shows how infrastructure-level solutions can support decarbonisation and energy efficiency at district scale. Its long operating track record demonstrates that sustainability and reliability can go hand in hand, while its continued expansion provides a practical model for how dense urban districts can manage growing cooling demand more efficiently. STMicroelectronics Ang Mo Kio TechnoPark: Scaling Sustainable Industrial Cooling In 2025, SP Group commenced operations of a centralised district cooling system at STMicroelectronics’ (ST) Ang Mo Kio TechnoPark (ST AMK). This project marks Singapore’s largest industrial district cooling network, reinforcing SP’s leadership in delivering large-scale, high-efficiency cooling solutions for energy-intensive industries. The system serves five manufacturing facilities spanning approximately 90,000 square metres, delivering reliable, uninterrupted chilled water through a closed-loop network designed to support mission-critical semiconductor operations. By centralising cooling production, SP Group enables customers to move away from fragmented, standalone chiller plants towards a district cooling solution that enhances operational reliability while optimising lifecycle costs. With an installed capacity of up to 36,000 refrigeration tonnes, the system allows for optimised load management and higher chiller efficiency. This translates into approximately 20% reduction in cooling-related electricity consumption, or approximately 41,000 megawatt-hours annually, demonstrating how SP’s solutions deliver immediate and measurable energy savings at scale. Beyond energy performance, SP’s district cooling system unlocks valuable space and decarbonisation benefits for customers. At ST AMK, approximately 4,000 square metres of space has been freed up, enabling the installation of advanced CFC abatement technology. This contributes to annual carbon emission reductions of up to 120,000 tonnes, supporting ST’s ambition to achieve global carbon neutrality by 2027. Our solution also integrates circular water management practices to enhance resource efficiency. Reject reverse osmosis water from ST’s manufacturing processes is repurposed for cooling tower operations, allowing the reuse of over 500,000 cubic metres of water annually. This demonstrates how our systems are designed not only for energy efficiency, but also for holistic resource optimisation across energy, water and space. This project exemplifies how SP Group partners customers to deliver end-to-end sustainable cooling infrastructure that improves operational efficiency, strengthens resilience, and accelerates decarbonisation outcomes for complex industrial environments. Building on this successful deployment, SP Group continues to expand its partnership with STMicroelectronics through additional optimisation projects across its Singapore operations. At ST’s Toa Payoh site, we are implementing a highefficiency chiller system expected to reduce carbon emissions by approximately 2,140 tonnes annually. This reflects our portfolio-wide approach to scaling sustainable cooling solutions, enabling customers to systematically decarbonise across multiple assets and facilities. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 27 Tampines Brownfield Distributed District Cooling thereby removing the need for their own chiller theme “Empowering the Energy Transition”, CEPSI capability and helps catalyse the partnerships In 2025, SP Group commenced operations for a distributed district cooling (DDC) network at Tampines Central, making it Singapore’s first town centre retrofitted with this sustainable cooling solution. Seven existing buildings across the town plants completely. This in turn optimises the installed cooling capacity, ensures chiller systems operate at maximum efficiency, and leads to more benefits including reducing equipment costs and freeing up leasable space. 2025 served as a strategic platform to bring together the energy ecosystem to accelerate cross-border collaboration, exchange practical insights and advance collective action towards a more secure, resilient and lower-carbon power future. needed to modernise power systems and enable the energy transition across Asia Pacific. Hosting CEPSI 2025 also provided an opportunity for SP Group to contribute to regional dialogue at a time when power systems are becoming centre are connected to the DDC network – Century The DDC network will strengthen Tampines’ Eco For participants, CEPSI provides more than an more interconnected, decentralised and complex. Square, CPF Tampines Building, Income at Tampines Town ambitions by helping the town centre reduce energy conference. It is a regional forum for utilities, Through its leadership of this platform, SP Group Junction, OCBC Tampines Centre 2, Our Tampines its annual carbon emissions by 1,000 tonnes and governments, regulators and solution providers contributed to shaping conversations on how grids Hub, Tampines Mall and Tampines 1. This follows achieve annual energy savings of more than to align on shared transition challenges, including can underpin clean energy ecosystems, strengthen a successful feasibility study on brownfield DDC 2,300,000 kilowatt-hours (kWh). This pioneering the ASEAN grid, grid modernisation, renewable resilience and support inclusive progress towards conducted in 2021. initiative by SP demonstrates how innovative integration, system flexibility, digitalisation, low- net zero. This reflects SP Group’s broader role not approaches to cooling deployment in existing carbon technologies, renewable energy imports only as a national grid operator, but also as an urban environments can support national climate and financing the transition. By fostering dialogue enabler of collaboration, innovation and collective objectives and enhance long-term climate resilience. across these stakeholders, the event supports the action needed to advance a sustainable energy exchange of best practices, strengthens industry future in Singapore and the wider region. Convening Regional Collaboration through CEPSI 2025 The distributed district cooling system at Tampines Central The DDC network is engineered for brownfield developments to deliver the same cooling comfort while improving energy efficiency and reducing carbon emissions. The DDC network utilises carefully evaluated existing in-building chiller plants, with selected injection nodes identified based on excess cooling capacity and high energy efficiency. By connecting the injection nodes through a piping network, the rest of the neighbouring buildings can obtain chilled water for their cooling needs, Climate action and resilience require not only internal decarbonisation efforts, but also stronger industry collaboration to build power systems that are secure, flexible and ready for a lower-carbon future. SP Group hosted the 25th Conference of the Electric Power Supply Industry (CEPSI) in Singapore. As President of Association of the Electricity Supply Industry of East Asia and Western Pacific (AESIEAP), we welcomed around 3,000 participants from across the region, including policymakers, regulators, utilities, grid operators, technology providers and industry leaders. Held alongside Singapore International Energy Week under the Dr Tan See Leng, Minister for Manpower and Minister-in-charge of Energy and Science & Technology (centre), with SP Group Chairman, Group CEO and AESIEAP’s Executive Council at the opening ceremony. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 28 Performance and Progress IFRS S1 51f | IFRS S2 14c | 29a(i,iii) | 29a(v) | 29a(vi) | 34c | 35 From FY25/26, SP Group has aligned the reporting period for its GHG emissions and related activity data with the fiscal year covered by its Annual Report and financial statements. This change is intended to improve consistency and connectivity between the Group’s climate-related disclosures and its related financial statements, in line with its continued alignment with IFRS S2. As this represents a change from the prior reporting basis, the Scope 1, Scope 2 and Scope 3 emissions disclosed for FY25/26 are not directly comparable with the emissions information presented in the FY24/25 Sustainability Report, which was prepared on a calendar-year basis. In addition, from FY25/26, SP Group has adopted IPCC AR6 global warming potential (GWP) factors in place of the AR5 factors used in the prior year. Prior-period GHG emissions have not been restated for either the change in reporting period or the change in GWP factors. Accordingly, prior-period emissions data are not directly comparable with the FY25/26 disclosures. SP Group reported a total of 532,504 tCO 2 e of Scope 1 and 2 (location-based) emissions in FY25/26, of which Scope 1 contributed approximately 14% and Scope 2 contributed 86% of the total. SP Group operates within the transmission and distribution value chain, ensuring the reliable and efficient delivery of electricity and gas to homes and businesses while upholding industry standards and regulatory requirements. It is noteworthy that 91% of SP Group’s total Scope 1 and 2 emissions stem from electricity and gas transmission and distribution losses, which are partly determined by the source of energy and are not within SP Group’s direct control, as we do not control the energy mix injected into the grid. In Singapore’s context, electricity transmission and distribution (T&D) losses are primarily driven by inherent technical losses arising from the transmission and distribution of electricity across the network. These losses represent the difference between the amount of electrical energy injected into and withdrawn from the network and arise due to various factors. The primary cause is the energy consumed by network infrastructure, such as transformers and cables, while facilitating the transportation of electricity. SP Group continues to implement measures to minimise technical losses, such as deploying high-efficiency equipment, closely monitoring asset health, and renewing assets in accordance with established lifecycle schedules, but some increase in losses is expected as part of normal Scope 2 (location based) system operations. In particular, losses may also rise as electricity is stepped down from high-voltage transmission to lower-voltage distribution levels to meet end-user requirements. As for gas transmission and distribution, there are ongoing efforts to reduce leakage through the progressive replacement of ductile iron pipes with plastic pipes. Sulphur hexafluoride (SF 6 ) is used as an insulating medium in switchgears to help electrical equipment operate safely and reliably. While it plays an important role in maintaining a stable power supply, SF 6 is also a potent greenhouse gas. We therefore monitor and manage its use carefully to minimise leakage and are piloting SF 6 -free alternatives where suitable. Wider deployment remains contingent on the maturity of SF 6 -free technologies for transmission applications. SP Group purchases contractual instruments (i.e. RECs) to reduce its Scope 2 market-based emissions by offsetting the Scope 2 emissions from SP Group’s headquarter and overseas corporate offices. SP Group’s Emissions (Scope 1 & 2 (location-based)) 14 % 86 % Scope 1 Electricity and gas T&D losses (beyond our direct control) Total: 532,504 tCO 2 e 91 % 9 % Operational emissions (within our control) Progress and Performance Emissions FY25/26 72,741 Total Scope 1 Emissions (tCO 2 e) 459,763 Total Scope 2 Emissions (tCO 2 e) (Location-based) 456,541 Total Scope 2 Emissions (tCO 2 e) (Market-based) 532,504 Total Scope 1 & 2 Emissions (tCO 2 e) (Location-based) 9.56 Scope 1 & 2 Intensity (kgCO 2 e/MWh) About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 29 Since FY22/23, we have measured and disclosed our Scope 3 emissions in accordance with the GHG Protocol’s Corporate Value Chain (Scope 3) Accounting and Reporting Standard. Of the 15 categories defined under the standard, nine are considered relevant and material to our operations. In FY25/26, SP Group reported a total of 966,125 tCO 2 e of Scope 3 emissions. Our Scope 3 emissions were mainly contributed by Category 1 for purchased goods and services and Category 2 for capital goods, Category 3 for fuel- and energy-related activities, Category 11 for use of sold products and Category 15 for investments, which in total take up 99% of our Scope 3 emissions. Scope 3 Categories Category 15 Category 1 Scope 3 Category Progress and Performance: Emissions (tCO 2 e) Category 1: Purchased Goods and Services 52,339 5.42% % of total Scope 3 Category 2 Category 2: Capital Goods 374,729 38.79% Category 3: Fuel- and Energy-Related Activities 125,783 13.02% Category 5: Waste Generated in Operations 54 0.01% Category 6: Business Travel 839 0.09% Category 7: Employee Commuting 2,688 0.28% Category 13 Category 11: Use of sold products 115,532 11.96% Category 13: Downstream leased assets 1,175 0.12% Category 11 Category 15: Investments 292,986 30.33% Category 7 Total 966,125 100% Category 6 Category 5 Category 3 About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 30 Energy Management We are committed to optimising our energy performance by improving energy efficiency and switching to cleaner energy technologies. Examples of our energy management measures include fleet electrification and onsite solar energy generation and consumption. Progress and Performance Total electricity consumption (MWh) 752 45,673 Renewable energy Non-renewable Total fuel consumption (litres) Certifications • BCA Green Mark Platinum Super Low Energy Certification (Labrador Tower) by SP Group, 2022 to 2027 • BCA Green Mark Platinum Super Low Energy Certification (SP Group Headquarters) for SP Group, 2024 to 2029 • BCA-IMDA Green Mark Platinum Certification for New Data Centre (SP Group Headquarters) for SP Group, 2023 to 2026 • SS564: Part 1: 2020 Certification for Provision of Green Data Centre Services for SP Services, 2022 to 2025 • ISO 50001:2018 Certification for Energy Management for Operations and Maintenance of Data Centre for SP Group, 2022 to 2025 • ISO 50001:2018 Certification for Energy Management System for Sakra Natural Gas Station for SP PowerGrid (Gas Operations), 2022 to 2025 • ISO 50001: 2018 Certification for Provision of Green Data Centre Services for SP Services, 2022 to 2025 • SS564:2013 (Energy & Environment Management System for Operations and Maintenance of Data Centre) for SP Group, 2022 to 2025 147,596 Diesel 86 Petrol As of March 2026, SP had electrified 68% of its fleet, an increase from 54% in FY24/25. We are on track to electrify all light goods vehicles by 2026. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 31 Caring for our people and community Workplace Safety & Health 32 Workforce Development & Management 41 Community Engagement & Relations 48 About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 32 Workplace Safety & Health Target FY25/26 Progress and Performance IFRS S1 30a | 33a | 51b | 51f Workplace Safety and Health (WSH) is a long-standing strategic priority for SP Group and a core enabler of safe, reliable and resilient operations across all geographies in which we operate. As an operator of critical energy infrastructure, SP Group recognises that strong WSH performance is fundamental to operational excellence, workforce confidence and the sustained delivery of essential services to customers and communities. <0.53 Lost Time Injury Frequency Rate (LTIFR) 100% of employees trained on safety We have achieved a 0.17 LTIFR for employees and contractors in Singapore, which means 0.17 lost time injuries per million man-hours worked over the 12-month period of FY25/26. 100% of employees completed annual safety training. Maintain ISO 45001 Occupational Health & Safety Management System SP continues to maintain its ISO 45001 Occupational Safety & Health Management System certification for Singapore Power Limited and its wholly-owned Singapore incorporated subsidiaries. Zero fatalities There were zero fatality cases in Singapore during the financial year. Safe work practices and proper use of personal protective equipment supporting safe operations In Singapore, SP Group operates within a mature and robust WSH regulatory and institutional ecosystem. This framework is designed to safeguard the health and safety of employees, contractors and other stakeholders, and to ensure compliance with applicable WSH laws and regulations in each jurisdiction. Across our overseas operations, the same high standards of safety and health are applied where applicable. Given the nature of our operations, WSH underpins effective workforce deployment, contractor management, operational continuity and regulatory compliance. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 33 Management Approach IFRS S1 30a | 33a SP Group adopts a structured and systematic approach to WSH through a Group-wide Occupational Health and Safety Management System (OHSMS) that is certified to ISO 45001 and applied consistently across its operations in Singapore. This management system provides the foundation for identifying, assessing and managing WSH-related risks and opportunities, and for promoting a strong and enduring safety culture across the Group. WSH Governance and Leadership WSH is overseen by senior management and embedded within SP Group’s broader governance and risk management framework. Clear roles, responsibilities and accountabilities are established to ensure that safety considerations are integrated into operational planning, project delivery and contractor management. Leadership commitment to WSH is reinforced through regular management reviews, performance monitoring and continuous engagement with employees and contractors. Safety is SP’s highest priority and is anchored in strong leadership commitment to fostering a pervasive and proactive safety culture across the Group. This commitment is formalised through the Group Safety and Health Policy, endorsed by the Group Chairman and Group Chief Executive Officer, and extends to both employees and contractors. Oversight of WSH is provided by the Management Safety and Health Committee (MSC), chaired by the Chief Corporate Officer and comprising senior management representatives from each business unit. At the operational level, WSH committees are established within each business unit and include representatives from management, unions, and ground staff, helping to embed safety considerations across all levels of the organisation. Safety at SP Group is firmly led from the top, with senior management playing a pivotal role in setting expectations, demonstrating visible commitment, and fostering a strong safety culture across the organisation. Through regular engagement and on‐site presence, management reinforces the message that safety is a shared responsibility and a core value in all operations. In 2025, more than 30,000 inspections, comprising both physical inspections and remote monitoring, were carried out across SP worksites, underscoring the Group’s sustained commitment to proactive safety oversight and continuous improvement. Safety leadership is key to ensure effective Safety and Health governance in SP Group. The WSH governance framework in SP Group is defined by the following structure: Business Entity Boards Business Entity WSH Committees Management Safety and Health Committee (MSC) SP Group BRMC SPL Board SPL WSH Committee The Board Risk Management Committee (BRMC), supported by the Management Safety and Health Committee (MSC) and SPL WSH Committee provides oversight of safety and health matters across SP Group and SPL. About Us Sustainability Strategy and Approach Stewarding Environmental Action Caring for Our People and Community Championing Responsible Growth Disclosures SUSTAINABILITY REPORT FY2025/2026 34 Risk Identification, Management and Monitoring In line with ISO 45001 requirements, SP Group systematically identifies workplace hazards and assesses WSH risks arising from its operations and upstream contractor activities, including risks of workplace incidents, regulatory non-compliance and operational disruption. These assessments consider routine and non-routine activities, changes in operating conditions and project-related risks. Regular safety inspections and leadership engagement on the ground reinforcing a strong culture of safety across our operations Appropriate preventive and mitigative controls are implemented to reduce the likelihood and severity of workplace incidents, injuries and ill health, and to ensure compliance with applicable legal and regulatory requirements across jurisdictions. SP Group monitors WSH performance through inspections, audits, incident reporting and management reviews conducted as part of its ISO 45001 management system. Incidents, near misses and non-conformances are investigated, with corrective and preventive actions tracked to closure. Insights gained are used to strengthen controls, enhance operational practices and reinforce a positive safety culture, supporting continual improvement over time, in addition to sound operational and strategic decision-making. At the same time, managing WSH-related risks associated with potential lapses in safety controls or non-compliance with regulatory requirements wit

SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Data Science and AI Deliver Efficient Energy Solutions to Customers INNOVATION Dr Hu Yiqun, Director, SP Digital, solves energy challenges using innovative solutions. Imagine this: An Energy Brain, brimming with intelligence amassed from large volume of energy consumption data from residential households and businesses. Together with complementary data, the Energy Brain analysed the data to offer our customers with data-driven solutions. This scenario, described by Dr Hu Yiqun, Director, SP Digital, showcases a future where data science, coupled with Artificial Intelligence (AI) can improve energy services and business intelligence to customers. “Data is the new currency in our economy. Increasingly, data provides insights and information to solve real-world problems. AI is the way for machines to extract these insights and information automatically. Through the Energy Brain, we successfully helped a shipyard reduce their electricity bills by predicting its electricity load with historical data, and optimising the Energy Storage System (ESS) to deploy energy. This helps to reduce the cost of drawing energy from the grid during peak demand,” explained Dr Hu. “With machine learning, the Energy Brain can make use of data to automate the release of electricity from the batteries, charge it back up when storage runs low,” he added. Another of Dr Hu’s project involves using data science and AI to improve the operational efficiency of SP’s metering and billing processes. By applying machine learning on the retrieval of smart meter data, we can automatically analyse and predict whether a meter reading is reasonable based on customer’s profile and usage patterns. This helps to achieve productivity gains and eliminate unnecessary on-site meter investigations. Over the last 12 months, SP saved close to S$500,000 in productivity costs, and reduced S$15,000 in man-hours. These savings enabled staff to focus on more value-added tasks to better serve our customers. “Another critical function of data and AI is fault diagnosis of our grid. AI-based fault diagnosis enables greater accuracy and shorter response time in locating fault-occurring sections, components or properties. This allows us to safeguard the health of our grid network and enhances our reliability,” shared Dr Hu. The energy sector is evolving and facing digitisation at a very fast pace.  Dr Hu believes that the energy sector can play an important role to combat climate change by adjusting the way energy is being consumed. Prior to joining SP, Dr Hu’s experience spans across academia research and development, banking, payments and e-Commerce. He describes his role at SP as one that can transform a traditional business to a digital enterprise powered by data. People always matter Dr Hu maintains that despite the digital evolution being the way forward, human interpretation of insights is the conduit between data sets and achieving business outcomes. “People matter the most. My goal is to use insights to understand our customers’ needs better, pre-empt issues and fix them before they arise. This, in turn, provides greater value and better service to our customers.” — 28 April 2020 TAGS PEOPLE OF SPSP DIGITALENERGY BRAININNOVATION YOU MIGHT BE INTERESTED TO READ SP partners Pyxis to launch direct-current fast charging point for electric harbour crafts Using GET™ to help Mercatus digitally manage their tenant utilities SP Group is partnering Mercatus Co-operative Limited to deploy SP Digital’s Green Energy Tech (GET™) solutions to Mercatus’ properties. Developing the digital core of sustainable energy solutions From coding to designing systems, Ibrahim develops and manages all the central platforms and systems that power the SP Utilities app, commercial solutions, and internal projects for SP.

Media Release Inaugural TOUCH J.A.M. Carnival kicks off with vibrant community celebration SP Group commits S$2.1 million to boost experiential learning for vulnerable youth and children SINGAPORE, 13 MARCH 2026 – TOUCH Community Services (“TOUCH” or “触爱社会服务”) launched its inaugural TOUCH J.A.M. Carnival this evening, kicking off a community-wide effort to raise S$3.3 million for its programmes. Held from 13 to 15 March 2026 at Ngee Ann City Civic Plaza, the carnival champions the community spirit of giving while creating memorable experiences for families through games and workshops. Supported by SP Group, the carnival was launched by Mr Eric Chua, Senior Parliamentary Secretary, Ministry of Law & Ministry of Social and Family Development. TOUCH Ambassador and MediaCorp artiste, Ms Rebecca Lim, made her first official appearance at the fundraising event. Celebrity emcee Mr Gurmit Singh hosted the launch, adding to the vibrant line-up of activities. At the event, SP Group affirmed its contribution of S$2.1 million over three years to TOUCH, facilitated through Community Chest. SP’s donation enables the formation of the SP CHAMP League, supporting over 700 children and youths aged 7 to 17 years from lower-income families. They will benefit from mentoring, academic tutoring, and access to structured enrichment activities to strengthen cognitive skills and improve social mobility. Children and youth beneficiaries from TOUCH, as well as beneficiaries with special needs, took to the stage to showcase their talents, expressing their confidence and growth through lively and heartfelt song, dance and drum performances. JOURNEY, a brand under TOUCH Community Services that promotes the creative talents of people with intellectual disabilities, featured a special JOURNEY x Snoopy merchandise pop-up which includes the launch of the limited-edition JOURNEY x Snoopy: Galactic Playground Collection. Mr James Tan (陈錦耀), Chief Executive Officer, TOUCH Community Services, said “At TOUCH Community Services, we are committed to building strong families and caring communities across generations. J.A.M. stands for Joy, Art, and Music, and reflects our commitment to spreading joy, celebrating creativity and fostering family and community bonding through shared experiences. Through this carnival, we hope to create moments that uplift, connect and remind us that strong communities are built when people come together with a shared purpose.” “We would like to thank SP Group for its S$2.1 million contribution to TOUCH in support of our children and youth beneficiaries. This generous gift will enable us to extend our reach, strengthen our programmes, and create meaningful, long-term impact in the lives of those we serve." Mr Stanley Huang (黄天源), Group CEO of SP Group said, “SP Group has journeyed with TOUCH for more than a decade, from sustained volunteering with seniors to funding vital programmes that help level the playing field for children and youth from lower-income families. Through the SP CHAMP League, we aim to empower the next generation with a strong educational foundation and holistic enrichment programmes to equip them with essential life skills and pathways to discover their talents and thrive.”  In 2024, SP contributed S$500,000 to TOUCH Community Services, to support at-risk youth from lower-income families, providing them with digital learning resources, academic coaching and immersive enrichment activities. Volunteers from SP, also known as SP Heart Workers, guided children and seniors around the carnival’s activity booths, ensuring a comfortable and enjoyable experience for everyone. Since 2015, SP Heart Workers have been volunteering regularly with TOUCH including befriending seniors at Active Ageing Centres and distributing SP Power Packs – sets of essential items customised for seniors, youth and children who are beneficiaries of TOUCH. Throughout the 2.5-day carnival, members of the public are encouraged to contribute to the fundraising effort. All proceeds will go towards TOUCH’s Heart of Community Fund to strengthen TOUCH’s programmes, and will benefit more than 216,000 children, youths, families, seniors, caregivers, and people with special and wellness needs.   

Empowering Green Capabilities SUSTAINABILITY With a staff strength of over 3,700, how do the People of SP stay connected and build a collaborative culture to achieve synergistic outcomes? We speak to Satinderpal Singh, Head of Sales of SP Digital – the digital arm of SP Group – and Fong Yi Kit, Deputy Director of Sustainable Energy Solutions. They deal with the polarising “hot” and “cold” elements, but share one thing in common: empowering organisations with tools to create a low carbon, smart energy Singapore. Tell us about your role at SP Group and what a regular workday is like. Satinderpal (ST): My team deploys green energy tech solutions for commercial and industrial buildings, to enhance energy efficiency, lower cooling costs, and reduce carbon emissions. Yi Kit (YK): In my role, I help companies achieve their sustainability goals by leveraging renewable energy technologies such as solar photovoltaic (PV) solutions and Energy Storage Systems. ST: I am constantly on the go, engaging prospects and customers to understand their green goals and offer them Green Energy Tech solutions to overcome their challenges. I also keep abreast of the latest industry trends and developments and coach my team on strategic selling and customer management skills. Yi Kit: You can often find me on rooftops, not to chill and have a drink, but to design and develop the best solar PV solutions. On other days, I meet customers over coffee to discuss how best we can provide sustainable energy solutions that add value to their businesses. Beyond that, I always make time to catch up with colleagues over lunch or a game of basketball! Head of Sales of SP Digital, Satinderpal Singh (right), discussing the implementation of Green Energy Tech solutions with his colleagues. What is your most significant project to date? ST: One of the most significant projects is the upcoming Labrador Tower mixed-use development that will be launched next year. Fully equipped with our suite of in-house sustainable energy solutions, the project attained the Super Low Energy Building certification awarded by the Building and Construction Authority – the highest sustainability rating for buildings. Yi Kit: We recently installed rooftop solar PV systems at six of the properties under AIMS APAC REIT, a major industrial real estate investment trust. The project involved installing about 20,000 solar panels that will help reduce the company’s carbon emissions by 5,900 tonnes and generate 14,500 Megawatt-hours (MWh) of energy each year, enough to power more than 4,000 three-room HDB flats yearly. Deputy Director of Sustainable Energy Solutions, Fong Yi Kit, pursued his Masters in Renewable Energy in the UK, sponsored by SP Group. Describe in one sentence your deepest impression about SP your company. ST: A vibrant and energetic team with a can-do mindset and a thirst for knowledge.  Yi Kit: Strong focus on engineering excellence with safety as our highest priority, and camaraderie as second nature among our people. What would you say to fresh graduates or mid-career switchers looking to join the energy industry? Satinderpal: This is an extremely exciting phase for the energy industry as it plays an eminent role in the energy transition towards cleaner and greener sources.  I encourage our younger generation to sign up and join what we do! Yi Kit: A sustainable energy future is no longer an ambition. It is a future we need to make a reality. Take the leap and you will reap what you sow. Find out more about our career opportunities here: spgrp.sg/3StEp4R TAGS PEOPLE OF SP YOU MIGHT BE INTERESTED TO READ SP Group partners KBC to study and develop Vietnam's first district cooling system for industrial parks SP Group launches Singapore’s first EV fast charging hub in a HDB carpark in Tengah DSTA appoints SP Group to roll out smart utilities management system across Singapore's defence facilities

OverviewScholarship & InternshipsMeet Our PeopleContact Us Careers Empowering Talent Fuel your passion in engineering. Join us and take pride in upholding Singapore's world-class network and drive sustainable energy solutions. We are looking for talent with the passion and agility to strive for high quality performance and develop cutting-edge innovative solutions for our customers in Singapore and the region. View Job Opportunities For a dynamic career in the energy industry click the appropriate hyperlink to view the available job opportunities. Administrative Positions Assistant Engineer/Technical Positions Corporate Function Positions Digital/Info Technology Positions Engineer Positions Scholarship Watch Our People at Work Watch how our people lead transformation and make their mark in their careers and fulfil their ambitions. Play Video Our Scholarship & Internship Programmes​ Harness the power of the SP scholarship Fulfil your ambition, lead transformation and make your mark in national-level initiatives and the global arena. As a scholar with SP Group, you are headed for a strong start in your engineering career. ​ Our engineers will go through a customised structured development programme varying from classroom, online and on-the-job training to accelerate the learning process. At the end of the structured training, they will be posted to key areas within SP Group, such as SP PowerGrid, Sustainable Energy Solutions or SP Services.​ We are looking for students pursuing a Diploma / Degree related to Electrical or Mechanical Engineering, with strong academic and co-curricular activities record. ​ Contact us at scholarship@spgroup.com.sg to find out more!​ Apply Online Energise your internship experience SP Internships offer a holistic experience for students with the desire to join the energy industry. Interns will be exposed to different aspects of our organisation, acquire practical skills through on-the-job training and build technical expertise by learning from dedicated mentors. We offer multidisciplinary internship roles in:​ Engineering (Electrical, Mechanical, etc.)​ Computing and Infocomm Technology (Data Analytics, Artificial Intelligence, Software Development, Information Security, etc.)​ Business (Human Resources, Finance, Marketing & Communications, etc.)​ Students from Universities, Polytechnics and Institute of Technical Education (ITE) are welcome to join our internship programme.​ Send your CV to internship@spgroup.com.sg to apply today! Meet our People Ground feedback, digital tools: How she helps 8,000 workers end their day safely Read more Faster repairs, fewer disruptions: Meet the innovative teams using smart tech to keep your piped gas supply flowing Read more Engineer, 27, shares how she is undaunted by male-dominated energy industry & climbs the ranks Read more How this 'grid doctor' maintains the health of Singapore's electricity network so everything stays on Read more S'pore engineer explains why bird poop is so dangerous to solar panels Read more Lighting the way: Following in his father’s footsteps to keep S’pore’s power grid running 24/7 Read more How this technical officer and robot SPock hunt hazards to protect Singapore’s power tunnels Read more Jerome Choong shares the extent of work behind the scenes that goes towards upholding Singapore’s electricity network reliability, while Jennifer Ong elaborates on SP’s expansion into overseas markets. Read more View More

Search [20210430] The Straits Times - What does it mean to be a smart and sustainable cityhttps://www.spgroup.com.sg/dam/jcr:d1eb0dd3-254c-4c02-99d8-9b3da06e5799 What does it mean to be a smart and sustainable city? In the eco-vanguard are Tengah’s innovative cooling system and Punggol’s open digital platform Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district (above) in 2006, enabling energy savings of up to 40 per cent, according to energy utilities provider SP Group. Tengah new town will be similarly equipped with a centralised cooling system adapted for residential use. PHOTO: SP GROUP test new concepts of living, working and service delivery for the neighbourhood. In Tengah, numerous initiatives – such as solar photovoltaic installations (which convert sunlight directly into electricity) and charging systems for electric vehicles, along with battery energy storage systems – are planned in an integrated manner. SP Group’s OneTengah digital platform will allow town council and facility operators to better measure, monitor and manage what systems are being deployed. Sustainable districts in a city hold huge promise for turning eco-conscious living into a collaborative endeavour. When such innovations are successfully implemented, the city is able to reap many benefits from systems-level integration and enjoy economies of scale, including energy savings. People: However, the success of these innovations ultimately rests on the people on the ground. Governments and developers can build the necessary infrastructure, but to actually reduce emissions, residents must do their part through individual lifestyle choices. A recent media survey found that nine in 10 Singaporean millennials are willing to make personal sacrifices to support climate change mitigation efforts. That’s why Tengah is designed to make it as easy and socially desirable as possible for residents to reduce their carbon footprint. One way Tengah will do this is through Eco Boards – digital displays that provide residents with block-level information on energy and water use. These will encourage utilities savings through “friendly competition” among blocks and allow town councils to achieve more efficient estate management. Additionally, the MyTengah app will allow residents to understand household utilities usage, intelligently control air-conditioning usage and buy energy-efficient appliances. Hugh Lim For The Straits Times Climate change and urbanisation are two of the most important challenges facing the world today – and they are inextricably linked. In South-east Asia, one of the most rapidly developing regions in the world, millions are moving out of rural settings into more urbanised areas every year. Sadly, this urbanisation is usually accompanied by an increase in greenhouse gas emissions. However, this need not be the case. Recent studies reveal that residents of denser city centres emit half the greenhouse gas emissions of their suburban neighbours. Moreover, cities have the unique ability to respond to a global issue such as climate change at a more local level, engaging residents directly. Cities are crucibles of innovation and usually offer more immediate and effective communication between the public and decision-makers. Therefore, cities that are well planned and managed may hold the key to balancing economic growth and environmental sustainability. REQUIREMENTS OF SUCCESS On a city scale, urban infrastructure and policies are required to drive emissions reductions through lifestyle choices. Take the example of Tengah, Singapore’s most ambitious smart and sustainable new town to date. The Housing Board, in collaboration with energy utilities provider SP Group, will implement Singapore’s first large-scale residential centralised cooling system there. Such collaborations and initiatives will aid Singapore in achieving its pledge to cap its emissions by 2030 and halve them by 2050. Its success will hinge on three things: power, process and people. Power: Geophysical constraints make it challenging for Singapore to adopt large-scale renewable energy solutions. This makes improving the performance of energy-consuming systems critical. The National Climate Change Secretariat predicts an increase in average surface temperatures of 2.9 deg C to 4.6 deg C under the RCP8.5 greenhouse gas trajectory for the period of 2070 to 2099, relative to 1980 to 2009. (RCP8.5 is a baseline scenario referring to the concentration of carbon that delivers global warming at an average of 8.5 watts per sq m across the planet.) What an increase in average surface temperatures means for Singapore is that there will be a commensurate increase in demand for air-conditioners. The amount of energy used to cool Singapore – which has the highest rate in the South-east Asian region of air-conditioners installed per capita – is projected to grow by 73 per cent between 2010 and 2030. The good news is that Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district in 2006, enabling energy savings of up to 40 per cent, according to SP Group. Tengah, which is scaled at around 220 to 300 HDB blocks, will be similarly equipped with a centralised cooling system adapted for residential use. Through centralised cooling, lifetime household energy consumption is expected to be reduced by 30 per cent. The upcoming Punggol Digital District, developed by national industrial infrastructure developer JTC Corporation, will be equipped with a smart energy grid that can lower energy usage, distribute green energy such as solar power seamlessly across the district and detect abnormal energy consumption. In Punggol Digital District, the buildings will be 30 per cent more energy-efficient than conventional commercial buildings, thanks to the sustainable design and smart optimisation enabled by the district’s open digital platform. Process: Sustainable districts can serve as test beds for urban systems innovation, enabling government agencies and industry partners to pilot a suite of complementary policies and actions to tackle greenhouse gas emissions. Take Punggol’s open digital platform, which will collect districtwide data through its network of sensors, including building data (to do with lifts, lighting and occupancy, for example) and environmental data (such as temperature and rainfall). These data sets will allow JTC to optimise resources in real time and fix issues before they become serious problems. The open digital platform’s digital twin technology will also provide an experimental environment for anyone in the district. It will allow industries and researchers to tap the open data to MAKING A DIFFERENCE Tengah and Punggol Digital District are in the vanguard of city-level eco-smartness, but there are ways for everyone to contribute, no matter where in Singapore you live. SP Group is helping its customers to do just that through the My Carbon Footprint and My Green Credits features on the SP Utilities app. These allow customers to track carbon emissions resulting from electricity, water and gas consumption, and match this with the purchase of an equivalent amount of green energy. With the right urban infrastructure and power of knowledge, it will be possible to achieve climate action goals at both the individual and national levels. stopinion@sph.com.sg • Hugh Lim is the executive director of the Centre for Liveable Cities (www.clc.gov.sg), under the Ministry of National Development. Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search [20210430] The Straits Times - What does it mean to be a smart and sustainable cityhttps://www.spgroup.com.sg/dam/jcr:d1eb0dd3-254c-4c02-99d8-9b3da06e5799 What does it mean to be a smart and sustainable city? In the eco-vanguard are Tengah’s innovative cooling system and Punggol’s open digital platform Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district (above) in 2006, enabling energy savings of up to 40 per cent, according to energy utilities provider SP Group. Tengah new town will be similarly equipped with a centralised cooling system adapted for residential use. PHOTO: SP GROUP test new concepts of living, working and service delivery for the neighbourhood. In Tengah, numerous initiatives – such as solar photovoltaic installations (which convert sunlight directly into electricity) and charging systems for electric vehicles, along with battery energy storage systems – are planned in an integrated manner. SP Group’s OneTengah digital platform will allow town council and facility operators to better measure, monitor and manage what systems are being deployed. Sustainable districts in a city hold huge promise for turning eco-conscious living into a collaborative endeavour. When such innovations are successfully implemented, the city is able to reap many benefits from systems-level integration and enjoy economies of scale, including energy savings. People: However, the success of these innovations ultimately rests on the people on the ground. Governments and developers can build the necessary infrastructure, but to actually reduce emissions, residents must do their part through individual lifestyle choices. A recent media survey found that nine in 10 Singaporean millennials are willing to make personal sacrifices to support climate change mitigation efforts. That’s why Tengah is designed to make it as easy and socially desirable as possible for residents to reduce their carbon footprint. One way Tengah will do this is through Eco Boards – digital displays that provide residents with block-level information on energy and water use. These will encourage utilities savings through “friendly competition” among blocks and allow town councils to achieve more efficient estate management. Additionally, the MyTengah app will allow residents to understand household utilities usage, intelligently control air-conditioning usage and buy energy-efficient appliances. Hugh Lim For The Straits Times Climate change and urbanisation are two of the most important challenges facing the world today – and they are inextricably linked. In South-east Asia, one of the most rapidly developing regions in the world, millions are moving out of rural settings into more urbanised areas every year. Sadly, this urbanisation is usually accompanied by an increase in greenhouse gas emissions. However, this need not be the case. Recent studies reveal that residents of denser city centres emit half the greenhouse gas emissions of their suburban neighbours. Moreover, cities have the unique ability to respond to a global issue such as climate change at a more local level, engaging residents directly. Cities are crucibles of innovation and usually offer more immediate and effective communication between the public and decision-makers. Therefore, cities that are well planned and managed may hold the key to balancing economic growth and environmental sustainability. REQUIREMENTS OF SUCCESS On a city scale, urban infrastructure and policies are required to drive emissions reductions through lifestyle choices. Take the example of Tengah, Singapore’s most ambitious smart and sustainable new town to date. The Housing Board, in collaboration with energy utilities provider SP Group, will implement Singapore’s first large-scale residential centralised cooling system there. Such collaborations and initiatives will aid Singapore in achieving its pledge to cap its emissions by 2030 and halve them by 2050. Its success will hinge on three things: power, process and people. Power: Geophysical constraints make it challenging for Singapore to adopt large-scale renewable energy solutions. This makes improving the performance of energy-consuming systems critical. The National Climate Change Secretariat predicts an increase in average surface temperatures of 2.9 deg C to 4.6 deg C under the RCP8.5 greenhouse gas trajectory for the period of 2070 to 2099, relative to 1980 to 2009. (RCP8.5 is a baseline scenario referring to the concentration of carbon that delivers global warming at an average of 8.5 watts per sq m across the planet.) What an increase in average surface temperatures means for Singapore is that there will be a commensurate increase in demand for air-conditioners. The amount of energy used to cool Singapore – which has the highest rate in the South-east Asian region of air-conditioners installed per capita – is projected to grow by 73 per cent between 2010 and 2030. The good news is that Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district in 2006, enabling energy savings of up to 40 per cent, according to SP Group. Tengah, which is scaled at around 220 to 300 HDB blocks, will be similarly equipped with a centralised cooling system adapted for residential use. Through centralised cooling, lifetime household energy consumption is expected to be reduced by 30 per cent. The upcoming Punggol Digital District, developed by national industrial infrastructure developer JTC Corporation, will be equipped with a smart energy grid that can lower energy usage, distribute green energy such as solar power seamlessly across the district and detect abnormal energy consumption. In Punggol Digital District, the buildings will be 30 per cent more energy-efficient than conventional commercial buildings, thanks to the sustainable design and smart optimisation enabled by the district’s open digital platform. Process: Sustainable districts can serve as test beds for urban systems innovation, enabling government agencies and industry partners to pilot a suite of complementary policies and actions to tackle greenhouse gas emissions. Take Punggol’s open digital platform, which will collect districtwide data through its network of sensors, including building data (to do with lifts, lighting and occupancy, for example) and environmental data (such as temperature and rainfall). These data sets will allow JTC to optimise resources in real time and fix issues before they become serious problems. The open digital platform’s digital twin technology will also provide an experimental environment for anyone in the district. It will allow industries and researchers to tap the open data to MAKING A DIFFERENCE Tengah and Punggol Digital District are in the vanguard of city-level eco-smartness, but there are ways for everyone to contribute, no matter where in Singapore you live. SP Group is helping its customers to do just that through the My Carbon Footprint and My Green Credits features on the SP Utilities app. These allow customers to track carbon emissions resulting from electricity, water and gas consumption, and match this with the purchase of an equivalent amount of green energy. With the right urban infrastructure and power of knowledge, it will be possible to achieve climate action goals at both the individual and national levels. stopinion@sph.com.sg • Hugh Lim is the executive director of the Centre for Liveable Cities (www.clc.gov.sg), under the Ministry of National Development. Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search [20210430] The Straits Times - What does it mean to be a smart and sustainable cityhttps://www.spgroup.com.sg/dam/jcr:d1eb0dd3-254c-4c02-99d8-9b3da06e5799 What does it mean to be a smart and sustainable city? In the eco-vanguard are Tengah’s innovative cooling system and Punggol’s open digital platform Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district (above) in 2006, enabling energy savings of up to 40 per cent, according to energy utilities provider SP Group. Tengah new town will be similarly equipped with a centralised cooling system adapted for residential use. PHOTO: SP GROUP test new concepts of living, working and service delivery for the neighbourhood. In Tengah, numerous initiatives – such as solar photovoltaic installations (which convert sunlight directly into electricity) and charging systems for electric vehicles, along with battery energy storage systems – are planned in an integrated manner. SP Group’s OneTengah digital platform will allow town council and facility operators to better measure, monitor and manage what systems are being deployed. Sustainable districts in a city hold huge promise for turning eco-conscious living into a collaborative endeavour. When such innovations are successfully implemented, the city is able to reap many benefits from systems-level integration and enjoy economies of scale, including energy savings. People: However, the success of these innovations ultimately rests on the people on the ground. Governments and developers can build the necessary infrastructure, but to actually reduce emissions, residents must do their part through individual lifestyle choices. A recent media survey found that nine in 10 Singaporean millennials are willing to make personal sacrifices to support climate change mitigation efforts. That’s why Tengah is designed to make it as easy and socially desirable as possible for residents to reduce their carbon footprint. One way Tengah will do this is through Eco Boards – digital displays that provide residents with block-level information on energy and water use. These will encourage utilities savings through “friendly competition” among blocks and allow town councils to achieve more efficient estate management. Additionally, the MyTengah app will allow residents to understand household utilities usage, intelligently control air-conditioning usage and buy energy-efficient appliances. Hugh Lim For The Straits Times Climate change and urbanisation are two of the most important challenges facing the world today – and they are inextricably linked. In South-east Asia, one of the most rapidly developing regions in the world, millions are moving out of rural settings into more urbanised areas every year. Sadly, this urbanisation is usually accompanied by an increase in greenhouse gas emissions. However, this need not be the case. Recent studies reveal that residents of denser city centres emit half the greenhouse gas emissions of their suburban neighbours. Moreover, cities have the unique ability to respond to a global issue such as climate change at a more local level, engaging residents directly. Cities are crucibles of innovation and usually offer more immediate and effective communication between the public and decision-makers. Therefore, cities that are well planned and managed may hold the key to balancing economic growth and environmental sustainability. REQUIREMENTS OF SUCCESS On a city scale, urban infrastructure and policies are required to drive emissions reductions through lifestyle choices. Take the example of Tengah, Singapore’s most ambitious smart and sustainable new town to date. The Housing Board, in collaboration with energy utilities provider SP Group, will implement Singapore’s first large-scale residential centralised cooling system there. Such collaborations and initiatives will aid Singapore in achieving its pledge to cap its emissions by 2030 and halve them by 2050. Its success will hinge on three things: power, process and people. Power: Geophysical constraints make it challenging for Singapore to adopt large-scale renewable energy solutions. This makes improving the performance of energy-consuming systems critical. The National Climate Change Secretariat predicts an increase in average surface temperatures of 2.9 deg C to 4.6 deg C under the RCP8.5 greenhouse gas trajectory for the period of 2070 to 2099, relative to 1980 to 2009. (RCP8.5 is a baseline scenario referring to the concentration of carbon that delivers global warming at an average of 8.5 watts per sq m across the planet.) What an increase in average surface temperatures means for Singapore is that there will be a commensurate increase in demand for air-conditioners. The amount of energy used to cool Singapore – which has the highest rate in the South-east Asian region of air-conditioners installed per capita – is projected to grow by 73 per cent between 2010 and 2030. The good news is that Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district in 2006, enabling energy savings of up to 40 per cent, according to SP Group. Tengah, which is scaled at around 220 to 300 HDB blocks, will be similarly equipped with a centralised cooling system adapted for residential use. Through centralised cooling, lifetime household energy consumption is expected to be reduced by 30 per cent. The upcoming Punggol Digital District, developed by national industrial infrastructure developer JTC Corporation, will be equipped with a smart energy grid that can lower energy usage, distribute green energy such as solar power seamlessly across the district and detect abnormal energy consumption. In Punggol Digital District, the buildings will be 30 per cent more energy-efficient than conventional commercial buildings, thanks to the sustainable design and smart optimisation enabled by the district’s open digital platform. Process: Sustainable districts can serve as test beds for urban systems innovation, enabling government agencies and industry partners to pilot a suite of complementary policies and actions to tackle greenhouse gas emissions. Take Punggol’s open digital platform, which will collect districtwide data through its network of sensors, including building data (to do with lifts, lighting and occupancy, for example) and environmental data (such as temperature and rainfall). These data sets will allow JTC to optimise resources in real time and fix issues before they become serious problems. The open digital platform’s digital twin technology will also provide an experimental environment for anyone in the district. It will allow industries and researchers to tap the open data to MAKING A DIFFERENCE Tengah and Punggol Digital District are in the vanguard of city-level eco-smartness, but there are ways for everyone to contribute, no matter where in Singapore you live. SP Group is helping its customers to do just that through the My Carbon Footprint and My Green Credits features on the SP Utilities app. These allow customers to track carbon emissions resulting from electricity, water and gas consumption, and match this with the purchase of an equivalent amount of green energy. With the right urban infrastructure and power of knowledge, it will be possible to achieve climate action goals at both the individual and national levels. stopinion@sph.com.sg • Hugh Lim is the executive director of the Centre for Liveable Cities (www.clc.gov.sg), under the Ministry of National Development. Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search [20210430] The Straits Times - What does it mean to be a smart and sustainable cityhttps://www.spgroup.com.sg/dam/jcr:d1eb0dd3-254c-4c02-99d8-9b3da06e5799 What does it mean to be a smart and sustainable city? In the eco-vanguard are Tengah’s innovative cooling system and Punggol’s open digital platform Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district (above) in 2006, enabling energy savings of up to 40 per cent, according to energy utilities provider SP Group. Tengah new town will be similarly equipped with a centralised cooling system adapted for residential use. PHOTO: SP GROUP test new concepts of living, working and service delivery for the neighbourhood. In Tengah, numerous initiatives – such as solar photovoltaic installations (which convert sunlight directly into electricity) and charging systems for electric vehicles, along with battery energy storage systems – are planned in an integrated manner. SP Group’s OneTengah digital platform will allow town council and facility operators to better measure, monitor and manage what systems are being deployed. Sustainable districts in a city hold huge promise for turning eco-conscious living into a collaborative endeavour. When such innovations are successfully implemented, the city is able to reap many benefits from systems-level integration and enjoy economies of scale, including energy savings. People: However, the success of these innovations ultimately rests on the people on the ground. Governments and developers can build the necessary infrastructure, but to actually reduce emissions, residents must do their part through individual lifestyle choices. A recent media survey found that nine in 10 Singaporean millennials are willing to make personal sacrifices to support climate change mitigation efforts. That’s why Tengah is designed to make it as easy and socially desirable as possible for residents to reduce their carbon footprint. One way Tengah will do this is through Eco Boards – digital displays that provide residents with block-level information on energy and water use. These will encourage utilities savings through “friendly competition” among blocks and allow town councils to achieve more efficient estate management. Additionally, the MyTengah app will allow residents to understand household utilities usage, intelligently control air-conditioning usage and buy energy-efficient appliances. Hugh Lim For The Straits Times Climate change and urbanisation are two of the most important challenges facing the world today – and they are inextricably linked. In South-east Asia, one of the most rapidly developing regions in the world, millions are moving out of rural settings into more urbanised areas every year. Sadly, this urbanisation is usually accompanied by an increase in greenhouse gas emissions. However, this need not be the case. Recent studies reveal that residents of denser city centres emit half the greenhouse gas emissions of their suburban neighbours. Moreover, cities have the unique ability to respond to a global issue such as climate change at a more local level, engaging residents directly. Cities are crucibles of innovation and usually offer more immediate and effective communication between the public and decision-makers. Therefore, cities that are well planned and managed may hold the key to balancing economic growth and environmental sustainability. REQUIREMENTS OF SUCCESS On a city scale, urban infrastructure and policies are required to drive emissions reductions through lifestyle choices. Take the example of Tengah, Singapore’s most ambitious smart and sustainable new town to date. The Housing Board, in collaboration with energy utilities provider SP Group, will implement Singapore’s first large-scale residential centralised cooling system there. Such collaborations and initiatives will aid Singapore in achieving its pledge to cap its emissions by 2030 and halve them by 2050. Its success will hinge on three things: power, process and people. Power: Geophysical constraints make it challenging for Singapore to adopt large-scale renewable energy solutions. This makes improving the performance of energy-consuming systems critical. The National Climate Change Secretariat predicts an increase in average surface temperatures of 2.9 deg C to 4.6 deg C under the RCP8.5 greenhouse gas trajectory for the period of 2070 to 2099, relative to 1980 to 2009. (RCP8.5 is a baseline scenario referring to the concentration of carbon that delivers global warming at an average of 8.5 watts per sq m across the planet.) What an increase in average surface temperatures means for Singapore is that there will be a commensurate increase in demand for air-conditioners. The amount of energy used to cool Singapore – which has the highest rate in the South-east Asian region of air-conditioners installed per capita – is projected to grow by 73 per cent between 2010 and 2030. The good news is that Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district in 2006, enabling energy savings of up to 40 per cent, according to SP Group. Tengah, which is scaled at around 220 to 300 HDB blocks, will be similarly equipped with a centralised cooling system adapted for residential use. Through centralised cooling, lifetime household energy consumption is expected to be reduced by 30 per cent. The upcoming Punggol Digital District, developed by national industrial infrastructure developer JTC Corporation, will be equipped with a smart energy grid that can lower energy usage, distribute green energy such as solar power seamlessly across the district and detect abnormal energy consumption. In Punggol Digital District, the buildings will be 30 per cent more energy-efficient than conventional commercial buildings, thanks to the sustainable design and smart optimisation enabled by the district’s open digital platform. Process: Sustainable districts can serve as test beds for urban systems innovation, enabling government agencies and industry partners to pilot a suite of complementary policies and actions to tackle greenhouse gas emissions. Take Punggol’s open digital platform, which will collect districtwide data through its network of sensors, including building data (to do with lifts, lighting and occupancy, for example) and environmental data (such as temperature and rainfall). These data sets will allow JTC to optimise resources in real time and fix issues before they become serious problems. The open digital platform’s digital twin technology will also provide an experimental environment for anyone in the district. It will allow industries and researchers to tap the open data to MAKING A DIFFERENCE Tengah and Punggol Digital District are in the vanguard of city-level eco-smartness, but there are ways for everyone to contribute, no matter where in Singapore you live. SP Group is helping its customers to do just that through the My Carbon Footprint and My Green Credits features on the SP Utilities app. These allow customers to track carbon emissions resulting from electricity, water and gas consumption, and match this with the purchase of an equivalent amount of green energy. With the right urban infrastructure and power of knowledge, it will be possible to achieve climate action goals at both the individual and national levels. stopinion@sph.com.sg • Hugh Lim is the executive director of the Centre for Liveable Cities (www.clc.gov.sg), under the Ministry of National Development. Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search [20210430] The Straits Times - What does it mean to be a smart and sustainable cityhttps://www.spgroup.com.sg/dam/jcr:d1eb0dd3-254c-4c02-99d8-9b3da06e5799 What does it mean to be a smart and sustainable city? In the eco-vanguard are Tengah’s innovative cooling system and Punggol’s open digital platform Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district (above) in 2006, enabling energy savings of up to 40 per cent, according to energy utilities provider SP Group. Tengah new town will be similarly equipped with a centralised cooling system adapted for residential use. PHOTO: SP GROUP test new concepts of living, working and service delivery for the neighbourhood. In Tengah, numerous initiatives – such as solar photovoltaic installations (which convert sunlight directly into electricity) and charging systems for electric vehicles, along with battery energy storage systems – are planned in an integrated manner. SP Group’s OneTengah digital platform will allow town council and facility operators to better measure, monitor and manage what systems are being deployed. Sustainable districts in a city hold huge promise for turning eco-conscious living into a collaborative endeavour. When such innovations are successfully implemented, the city is able to reap many benefits from systems-level integration and enjoy economies of scale, including energy savings. People: However, the success of these innovations ultimately rests on the people on the ground. Governments and developers can build the necessary infrastructure, but to actually reduce emissions, residents must do their part through individual lifestyle choices. A recent media survey found that nine in 10 Singaporean millennials are willing to make personal sacrifices to support climate change mitigation efforts. That’s why Tengah is designed to make it as easy and socially desirable as possible for residents to reduce their carbon footprint. One way Tengah will do this is through Eco Boards – digital displays that provide residents with block-level information on energy and water use. These will encourage utilities savings through “friendly competition” among blocks and allow town councils to achieve more efficient estate management. Additionally, the MyTengah app will allow residents to understand household utilities usage, intelligently control air-conditioning usage and buy energy-efficient appliances. Hugh Lim For The Straits Times Climate change and urbanisation are two of the most important challenges facing the world today – and they are inextricably linked. In South-east Asia, one of the most rapidly developing regions in the world, millions are moving out of rural settings into more urbanised areas every year. Sadly, this urbanisation is usually accompanied by an increase in greenhouse gas emissions. However, this need not be the case. Recent studies reveal that residents of denser city centres emit half the greenhouse gas emissions of their suburban neighbours. Moreover, cities have the unique ability to respond to a global issue such as climate change at a more local level, engaging residents directly. Cities are crucibles of innovation and usually offer more immediate and effective communication between the public and decision-makers. Therefore, cities that are well planned and managed may hold the key to balancing economic growth and environmental sustainability. REQUIREMENTS OF SUCCESS On a city scale, urban infrastructure and policies are required to drive emissions reductions through lifestyle choices. Take the example of Tengah, Singapore’s most ambitious smart and sustainable new town to date. The Housing Board, in collaboration with energy utilities provider SP Group, will implement Singapore’s first large-scale residential centralised cooling system there. Such collaborations and initiatives will aid Singapore in achieving its pledge to cap its emissions by 2030 and halve them by 2050. Its success will hinge on three things: power, process and people. Power: Geophysical constraints make it challenging for Singapore to adopt large-scale renewable energy solutions. This makes improving the performance of energy-consuming systems critical. The National Climate Change Secretariat predicts an increase in average surface temperatures of 2.9 deg C to 4.6 deg C under the RCP8.5 greenhouse gas trajectory for the period of 2070 to 2099, relative to 1980 to 2009. (RCP8.5 is a baseline scenario referring to the concentration of carbon that delivers global warming at an average of 8.5 watts per sq m across the planet.) What an increase in average surface temperatures means for Singapore is that there will be a commensurate increase in demand for air-conditioners. The amount of energy used to cool Singapore – which has the highest rate in the South-east Asian region of air-conditioners installed per capita – is projected to grow by 73 per cent between 2010 and 2030. The good news is that Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district in 2006, enabling energy savings of up to 40 per cent, according to SP Group. Tengah, which is scaled at around 220 to 300 HDB blocks, will be similarly equipped with a centralised cooling system adapted for residential use. Through centralised cooling, lifetime household energy consumption is expected to be reduced by 30 per cent. The upcoming Punggol Digital District, developed by national industrial infrastructure developer JTC Corporation, will be equipped with a smart energy grid that can lower energy usage, distribute green energy such as solar power seamlessly across the district and detect abnormal energy consumption. In Punggol Digital District, the buildings will be 30 per cent more energy-efficient than conventional commercial buildings, thanks to the sustainable design and smart optimisation enabled by the district’s open digital platform. Process: Sustainable districts can serve as test beds for urban systems innovation, enabling government agencies and industry partners to pilot a suite of complementary policies and actions to tackle greenhouse gas emissions. Take Punggol’s open digital platform, which will collect districtwide data through its network of sensors, including building data (to do with lifts, lighting and occupancy, for example) and environmental data (such as temperature and rainfall). These data sets will allow JTC to optimise resources in real time and fix issues before they become serious problems. The open digital platform’s digital twin technology will also provide an experimental environment for anyone in the district. It will allow industries and researchers to tap the open data to MAKING A DIFFERENCE Tengah and Punggol Digital District are in the vanguard of city-level eco-smartness, but there are ways for everyone to contribute, no matter where in Singapore you live. SP Group is helping its customers to do just that through the My Carbon Footprint and My Green Credits features on the SP Utilities app. These allow customers to track carbon emissions resulting from electricity, water and gas consumption, and match this with the purchase of an equivalent amount of green energy. With the right urban infrastructure and power of knowledge, it will be possible to achieve climate action goals at both the individual and national levels. stopinion@sph.com.sg • Hugh Lim is the executive director of the Centre for Liveable Cities (www.clc.gov.sg), under the Ministry of National Development. Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search [20210430] The Straits Times - What does it mean to be a smart and sustainable cityhttps://www.spgroup.com.sg/dam/jcr:d1eb0dd3-254c-4c02-99d8-9b3da06e5799 What does it mean to be a smart and sustainable city? In the eco-vanguard are Tengah’s innovative cooling system and Punggol’s open digital platform Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district (above) in 2006, enabling energy savings of up to 40 per cent, according to energy utilities provider SP Group. Tengah new town will be similarly equipped with a centralised cooling system adapted for residential use. PHOTO: SP GROUP test new concepts of living, working and service delivery for the neighbourhood. In Tengah, numerous initiatives – such as solar photovoltaic installations (which convert sunlight directly into electricity) and charging systems for electric vehicles, along with battery energy storage systems – are planned in an integrated manner. SP Group’s OneTengah digital platform will allow town council and facility operators to better measure, monitor and manage what systems are being deployed. Sustainable districts in a city hold huge promise for turning eco-conscious living into a collaborative endeavour. When such innovations are successfully implemented, the city is able to reap many benefits from systems-level integration and enjoy economies of scale, including energy savings. People: However, the success of these innovations ultimately rests on the people on the ground. Governments and developers can build the necessary infrastructure, but to actually reduce emissions, residents must do their part through individual lifestyle choices. A recent media survey found that nine in 10 Singaporean millennials are willing to make personal sacrifices to support climate change mitigation efforts. That’s why Tengah is designed to make it as easy and socially desirable as possible for residents to reduce their carbon footprint. One way Tengah will do this is through Eco Boards – digital displays that provide residents with block-level information on energy and water use. These will encourage utilities savings through “friendly competition” among blocks and allow town councils to achieve more efficient estate management. Additionally, the MyTengah app will allow residents to understand household utilities usage, intelligently control air-conditioning usage and buy energy-efficient appliances. Hugh Lim For The Straits Times Climate change and urbanisation are two of the most important challenges facing the world today – and they are inextricably linked. In South-east Asia, one of the most rapidly developing regions in the world, millions are moving out of rural settings into more urbanised areas every year. Sadly, this urbanisation is usually accompanied by an increase in greenhouse gas emissions. However, this need not be the case. Recent studies reveal that residents of denser city centres emit half the greenhouse gas emissions of their suburban neighbours. Moreover, cities have the unique ability to respond to a global issue such as climate change at a more local level, engaging residents directly. Cities are crucibles of innovation and usually offer more immediate and effective communication between the public and decision-makers. Therefore, cities that are well planned and managed may hold the key to balancing economic growth and environmental sustainability. REQUIREMENTS OF SUCCESS On a city scale, urban infrastructure and policies are required to drive emissions reductions through lifestyle choices. Take the example of Tengah, Singapore’s most ambitious smart and sustainable new town to date. The Housing Board, in collaboration with energy utilities provider SP Group, will implement Singapore’s first large-scale residential centralised cooling system there. Such collaborations and initiatives will aid Singapore in achieving its pledge to cap its emissions by 2030 and halve them by 2050. Its success will hinge on three things: power, process and people. Power: Geophysical constraints make it challenging for Singapore to adopt large-scale renewable energy solutions. This makes improving the performance of energy-consuming systems critical. The National Climate Change Secretariat predicts an increase in average surface temperatures of 2.9 deg C to 4.6 deg C under the RCP8.5 greenhouse gas trajectory for the period of 2070 to 2099, relative to 1980 to 2009. (RCP8.5 is a baseline scenario referring to the concentration of carbon that delivers global warming at an average of 8.5 watts per sq m across the planet.) What an increase in average surface temperatures means for Singapore is that there will be a commensurate increase in demand for air-conditioners. The amount of energy used to cool Singapore – which has the highest rate in the South-east Asian region of air-conditioners installed per capita – is projected to grow by 73 per cent between 2010 and 2030. The good news is that Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district in 2006, enabling energy savings of up to 40 per cent, according to SP Group. Tengah, which is scaled at around 220 to 300 HDB blocks, will be similarly equipped with a centralised cooling system adapted for residential use. Through centralised cooling, lifetime household energy consumption is expected to be reduced by 30 per cent. The upcoming Punggol Digital District, developed by national industrial infrastructure developer JTC Corporation, will be equipped with a smart energy grid that can lower energy usage, distribute green energy such as solar power seamlessly across the district and detect abnormal energy consumption. In Punggol Digital District, the buildings will be 30 per cent more energy-efficient than conventional commercial buildings, thanks to the sustainable design and smart optimisation enabled by the district’s open digital platform. Process: Sustainable districts can serve as test beds for urban systems innovation, enabling government agencies and industry partners to pilot a suite of complementary policies and actions to tackle greenhouse gas emissions. Take Punggol’s open digital platform, which will collect districtwide data through its network of sensors, including building data (to do with lifts, lighting and occupancy, for example) and environmental data (such as temperature and rainfall). These data sets will allow JTC to optimise resources in real time and fix issues before they become serious problems. The open digital platform’s digital twin technology will also provide an experimental environment for anyone in the district. It will allow industries and researchers to tap the open data to MAKING A DIFFERENCE Tengah and Punggol Digital District are in the vanguard of city-level eco-smartness, but there are ways for everyone to contribute, no matter where in Singapore you live. SP Group is helping its customers to do just that through the My Carbon Footprint and My Green Credits features on the SP Utilities app. These allow customers to track carbon emissions resulting from electricity, water and gas consumption, and match this with the purchase of an equivalent amount of green energy. With the right urban infrastructure and power of knowledge, it will be possible to achieve climate action goals at both the individual and national levels. stopinion@sph.com.sg • Hugh Lim is the executive director of the Centre for Liveable Cities (www.clc.gov.sg), under the Ministry of National Development. Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search [20210430] The Straits Times - What does it mean to be a smart and sustainable cityhttps://www.spgroup.com.sg/dam/jcr:d1eb0dd3-254c-4c02-99d8-9b3da06e5799 What does it mean to be a smart and sustainable city? In the eco-vanguard are Tengah’s innovative cooling system and Punggol’s open digital platform Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district (above) in 2006, enabling energy savings of up to 40 per cent, according to energy utilities provider SP Group. Tengah new town will be similarly equipped with a centralised cooling system adapted for residential use. PHOTO: SP GROUP test new concepts of living, working and service delivery for the neighbourhood. In Tengah, numerous initiatives – such as solar photovoltaic installations (which convert sunlight directly into electricity) and charging systems for electric vehicles, along with battery energy storage systems – are planned in an integrated manner. SP Group’s OneTengah digital platform will allow town council and facility operators to better measure, monitor and manage what systems are being deployed. Sustainable districts in a city hold huge promise for turning eco-conscious living into a collaborative endeavour. When such innovations are successfully implemented, the city is able to reap many benefits from systems-level integration and enjoy economies of scale, including energy savings. People: However, the success of these innovations ultimately rests on the people on the ground. Governments and developers can build the necessary infrastructure, but to actually reduce emissions, residents must do their part through individual lifestyle choices. A recent media survey found that nine in 10 Singaporean millennials are willing to make personal sacrifices to support climate change mitigation efforts. That’s why Tengah is designed to make it as easy and socially desirable as possible for residents to reduce their carbon footprint. One way Tengah will do this is through Eco Boards – digital displays that provide residents with block-level information on energy and water use. These will encourage utilities savings through “friendly competition” among blocks and allow town councils to achieve more efficient estate management. Additionally, the MyTengah app will allow residents to understand household utilities usage, intelligently control air-conditioning usage and buy energy-efficient appliances. Hugh Lim For The Straits Times Climate change and urbanisation are two of the most important challenges facing the world today – and they are inextricably linked. In South-east Asia, one of the most rapidly developing regions in the world, millions are moving out of rural settings into more urbanised areas every year. Sadly, this urbanisation is usually accompanied by an increase in greenhouse gas emissions. However, this need not be the case. Recent studies reveal that residents of denser city centres emit half the greenhouse gas emissions of their suburban neighbours. Moreover, cities have the unique ability to respond to a global issue such as climate change at a more local level, engaging residents directly. Cities are crucibles of innovation and usually offer more immediate and effective communication between the public and decision-makers. Therefore, cities that are well planned and managed may hold the key to balancing economic growth and environmental sustainability. REQUIREMENTS OF SUCCESS On a city scale, urban infrastructure and policies are required to drive emissions reductions through lifestyle choices. Take the example of Tengah, Singapore’s most ambitious smart and sustainable new town to date. The Housing Board, in collaboration with energy utilities provider SP Group, will implement Singapore’s first large-scale residential centralised cooling system there. Such collaborations and initiatives will aid Singapore in achieving its pledge to cap its emissions by 2030 and halve them by 2050. Its success will hinge on three things: power, process and people. Power: Geophysical constraints make it challenging for Singapore to adopt large-scale renewable energy solutions. This makes improving the performance of energy-consuming systems critical. The National Climate Change Secretariat predicts an increase in average surface temperatures of 2.9 deg C to 4.6 deg C under the RCP8.5 greenhouse gas trajectory for the period of 2070 to 2099, relative to 1980 to 2009. (RCP8.5 is a baseline scenario referring to the concentration of carbon that delivers global warming at an average of 8.5 watts per sq m across the planet.) What an increase in average surface temperatures means for Singapore is that there will be a commensurate increase in demand for air-conditioners. The amount of energy used to cool Singapore – which has the highest rate in the South-east Asian region of air-conditioners installed per capita – is projected to grow by 73 per cent between 2010 and 2030. The good news is that Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district in 2006, enabling energy savings of up to 40 per cent, according to SP Group. Tengah, which is scaled at around 220 to 300 HDB blocks, will be similarly equipped with a centralised cooling system adapted for residential use. Through centralised cooling, lifetime household energy consumption is expected to be reduced by 30 per cent. The upcoming Punggol Digital District, developed by national industrial infrastructure developer JTC Corporation, will be equipped with a smart energy grid that can lower energy usage, distribute green energy such as solar power seamlessly across the district and detect abnormal energy consumption. In Punggol Digital District, the buildings will be 30 per cent more energy-efficient than conventional commercial buildings, thanks to the sustainable design and smart optimisation enabled by the district’s open digital platform. Process: Sustainable districts can serve as test beds for urban systems innovation, enabling government agencies and industry partners to pilot a suite of complementary policies and actions to tackle greenhouse gas emissions. Take Punggol’s open digital platform, which will collect districtwide data through its network of sensors, including building data (to do with lifts, lighting and occupancy, for example) and environmental data (such as temperature and rainfall). These data sets will allow JTC to optimise resources in real time and fix issues before they become serious problems. The open digital platform’s digital twin technology will also provide an experimental environment for anyone in the district. It will allow industries and researchers to tap the open data to MAKING A DIFFERENCE Tengah and Punggol Digital District are in the vanguard of city-level eco-smartness, but there are ways for everyone to contribute, no matter where in Singapore you live. SP Group is helping its customers to do just that through the My Carbon Footprint and My Green Credits features on the SP Utilities app. These allow customers to track carbon emissions resulting from electricity, water and gas consumption, and match this with the purchase of an equivalent amount of green energy. With the right urban infrastructure and power of knowledge, it will be possible to achieve climate action goals at both the individual and national levels. stopinion@sph.com.sg • Hugh Lim is the executive director of the Centre for Liveable Cities (www.clc.gov.sg), under the Ministry of National Development. Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search [20210430] The Straits Times - What does it mean to be a smart and sustainable cityhttps://www.spgroup.com.sg/dam/jcr:d1eb0dd3-254c-4c02-99d8-9b3da06e5799 What does it mean to be a smart and sustainable city? In the eco-vanguard are Tengah’s innovative cooling system and Punggol’s open digital platform Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district (above) in 2006, enabling energy savings of up to 40 per cent, according to energy utilities provider SP Group. Tengah new town will be similarly equipped with a centralised cooling system adapted for residential use. PHOTO: SP GROUP test new concepts of living, working and service delivery for the neighbourhood. In Tengah, numerous initiatives – such as solar photovoltaic installations (which convert sunlight directly into electricity) and charging systems for electric vehicles, along with battery energy storage systems – are planned in an integrated manner. SP Group’s OneTengah digital platform will allow town council and facility operators to better measure, monitor and manage what systems are being deployed. Sustainable districts in a city hold huge promise for turning eco-conscious living into a collaborative endeavour. When such innovations are successfully implemented, the city is able to reap many benefits from systems-level integration and enjoy economies of scale, including energy savings. People: However, the success of these innovations ultimately rests on the people on the ground. Governments and developers can build the necessary infrastructure, but to actually reduce emissions, residents must do their part through individual lifestyle choices. A recent media survey found that nine in 10 Singaporean millennials are willing to make personal sacrifices to support climate change mitigation efforts. That’s why Tengah is designed to make it as easy and socially desirable as possible for residents to reduce their carbon footprint. One way Tengah will do this is through Eco Boards – digital displays that provide residents with block-level information on energy and water use. These will encourage utilities savings through “friendly competition” among blocks and allow town councils to achieve more efficient estate management. Additionally, the MyTengah app will allow residents to understand household utilities usage, intelligently control air-conditioning usage and buy energy-efficient appliances. Hugh Lim For The Straits Times Climate change and urbanisation are two of the most important challenges facing the world today – and they are inextricably linked. In South-east Asia, one of the most rapidly developing regions in the world, millions are moving out of rural settings into more urbanised areas every year. Sadly, this urbanisation is usually accompanied by an increase in greenhouse gas emissions. However, this need not be the case. Recent studies reveal that residents of denser city centres emit half the greenhouse gas emissions of their suburban neighbours. Moreover, cities have the unique ability to respond to a global issue such as climate change at a more local level, engaging residents directly. Cities are crucibles of innovation and usually offer more immediate and effective communication between the public and decision-makers. Therefore, cities that are well planned and managed may hold the key to balancing economic growth and environmental sustainability. REQUIREMENTS OF SUCCESS On a city scale, urban infrastructure and policies are required to drive emissions reductions through lifestyle choices. Take the example of Tengah, Singapore’s most ambitious smart and sustainable new town to date. The Housing Board, in collaboration with energy utilities provider SP Group, will implement Singapore’s first large-scale residential centralised cooling system there. Such collaborations and initiatives will aid Singapore in achieving its pledge to cap its emissions by 2030 and halve them by 2050. Its success will hinge on three things: power, process and people. Power: Geophysical constraints make it challenging for Singapore to adopt large-scale renewable energy solutions. This makes improving the performance of energy-consuming systems critical. The National Climate Change Secretariat predicts an increase in average surface temperatures of 2.9 deg C to 4.6 deg C under the RCP8.5 greenhouse gas trajectory for the period of 2070 to 2099, relative to 1980 to 2009. (RCP8.5 is a baseline scenario referring to the concentration of carbon that delivers global warming at an average of 8.5 watts per sq m across the planet.) What an increase in average surface temperatures means for Singapore is that there will be a commensurate increase in demand for air-conditioners. The amount of energy used to cool Singapore – which has the highest rate in the South-east Asian region of air-conditioners installed per capita – is projected to grow by 73 per cent between 2010 and 2030. The good news is that Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district in 2006, enabling energy savings of up to 40 per cent, according to SP Group. Tengah, which is scaled at around 220 to 300 HDB blocks, will be similarly equipped with a centralised cooling system adapted for residential use. Through centralised cooling, lifetime household energy consumption is expected to be reduced by 30 per cent. The upcoming Punggol Digital District, developed by national industrial infrastructure developer JTC Corporation, will be equipped with a smart energy grid that can lower energy usage, distribute green energy such as solar power seamlessly across the district and detect abnormal energy consumption. In Punggol Digital District, the buildings will be 30 per cent more energy-efficient than conventional commercial buildings, thanks to the sustainable design and smart optimisation enabled by the district’s open digital platform. Process: Sustainable districts can serve as test beds for urban systems innovation, enabling government agencies and industry partners to pilot a suite of complementary policies and actions to tackle greenhouse gas emissions. Take Punggol’s open digital platform, which will collect districtwide data through its network of sensors, including building data (to do with lifts, lighting and occupancy, for example) and environmental data (such as temperature and rainfall). These data sets will allow JTC to optimise resources in real time and fix issues before they become serious problems. The open digital platform’s digital twin technology will also provide an experimental environment for anyone in the district. It will allow industries and researchers to tap the open data to MAKING A DIFFERENCE Tengah and Punggol Digital District are in the vanguard of city-level eco-smartness, but there are ways for everyone to contribute, no matter where in Singapore you live. SP Group is helping its customers to do just that through the My Carbon Footprint and My Green Credits features on the SP Utilities app. These allow customers to track carbon emissions resulting from electricity, water and gas consumption, and match this with the purchase of an equivalent amount of green energy. With the right urban infrastructure and power of knowledge, it will be possible to achieve climate action goals at both the individual and national levels. stopinion@sph.com.sg • Hugh Lim is the executive director of the Centre for Liveable Cities (www.clc.gov.sg), under the Ministry of National Development. Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search [20210430] The Straits Times - What does it mean to be a smart and sustainable cityhttps://www.spgroup.com.sg/dam/jcr:d1eb0dd3-254c-4c02-99d8-9b3da06e5799 What does it mean to be a smart and sustainable city? In the eco-vanguard are Tengah’s innovative cooling system and Punggol’s open digital platform Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district (above) in 2006, enabling energy savings of up to 40 per cent, according to energy utilities provider SP Group. Tengah new town will be similarly equipped with a centralised cooling system adapted for residential use. PHOTO: SP GROUP test new concepts of living, working and service delivery for the neighbourhood. In Tengah, numerous initiatives – such as solar photovoltaic installations (which convert sunlight directly into electricity) and charging systems for electric vehicles, along with battery energy storage systems – are planned in an integrated manner. SP Group’s OneTengah digital platform will allow town council and facility operators to better measure, monitor and manage what systems are being deployed. Sustainable districts in a city hold huge promise for turning eco-conscious living into a collaborative endeavour. When such innovations are successfully implemented, the city is able to reap many benefits from systems-level integration and enjoy economies of scale, including energy savings. People: However, the success of these innovations ultimately rests on the people on the ground. Governments and developers can build the necessary infrastructure, but to actually reduce emissions, residents must do their part through individual lifestyle choices. A recent media survey found that nine in 10 Singaporean millennials are willing to make personal sacrifices to support climate change mitigation efforts. That’s why Tengah is designed to make it as easy and socially desirable as possible for residents to reduce their carbon footprint. One way Tengah will do this is through Eco Boards – digital displays that provide residents with block-level information on energy and water use. These will encourage utilities savings through “friendly competition” among blocks and allow town councils to achieve more efficient estate management. Additionally, the MyTengah app will allow residents to understand household utilities usage, intelligently control air-conditioning usage and buy energy-efficient appliances. Hugh Lim For The Straits Times Climate change and urbanisation are two of the most important challenges facing the world today – and they are inextricably linked. In South-east Asia, one of the most rapidly developing regions in the world, millions are moving out of rural settings into more urbanised areas every year. Sadly, this urbanisation is usually accompanied by an increase in greenhouse gas emissions. However, this need not be the case. Recent studies reveal that residents of denser city centres emit half the greenhouse gas emissions of their suburban neighbours. Moreover, cities have the unique ability to respond to a global issue such as climate change at a more local level, engaging residents directly. Cities are crucibles of innovation and usually offer more immediate and effective communication between the public and decision-makers. Therefore, cities that are well planned and managed may hold the key to balancing economic growth and environmental sustainability. REQUIREMENTS OF SUCCESS On a city scale, urban infrastructure and policies are required to drive emissions reductions through lifestyle choices. Take the example of Tengah, Singapore’s most ambitious smart and sustainable new town to date. The Housing Board, in collaboration with energy utilities provider SP Group, will implement Singapore’s first large-scale residential centralised cooling system there. Such collaborations and initiatives will aid Singapore in achieving its pledge to cap its emissions by 2030 and halve them by 2050. Its success will hinge on three things: power, process and people. Power: Geophysical constraints make it challenging for Singapore to adopt large-scale renewable energy solutions. This makes improving the performance of energy-consuming systems critical. The National Climate Change Secretariat predicts an increase in average surface temperatures of 2.9 deg C to 4.6 deg C under the RCP8.5 greenhouse gas trajectory for the period of 2070 to 2099, relative to 1980 to 2009. (RCP8.5 is a baseline scenario referring to the concentration of carbon that delivers global warming at an average of 8.5 watts per sq m across the planet.) What an increase in average surface temperatures means for Singapore is that there will be a commensurate increase in demand for air-conditioners. The amount of energy used to cool Singapore – which has the highest rate in the South-east Asian region of air-conditioners installed per capita – is projected to grow by 73 per cent between 2010 and 2030. The good news is that Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district in 2006, enabling energy savings of up to 40 per cent, according to SP Group. Tengah, which is scaled at around 220 to 300 HDB blocks, will be similarly equipped with a centralised cooling system adapted for residential use. Through centralised cooling, lifetime household energy consumption is expected to be reduced by 30 per cent. The upcoming Punggol Digital District, developed by national industrial infrastructure developer JTC Corporation, will be equipped with a smart energy grid that can lower energy usage, distribute green energy such as solar power seamlessly across the district and detect abnormal energy consumption. In Punggol Digital District, the buildings will be 30 per cent more energy-efficient than conventional commercial buildings, thanks to the sustainable design and smart optimisation enabled by the district’s open digital platform. Process: Sustainable districts can serve as test beds for urban systems innovation, enabling government agencies and industry partners to pilot a suite of complementary policies and actions to tackle greenhouse gas emissions. Take Punggol’s open digital platform, which will collect districtwide data through its network of sensors, including building data (to do with lifts, lighting and occupancy, for example) and environmental data (such as temperature and rainfall). These data sets will allow JTC to optimise resources in real time and fix issues before they become serious problems. The open digital platform’s digital twin technology will also provide an experimental environment for anyone in the district. It will allow industries and researchers to tap the open data to MAKING A DIFFERENCE Tengah and Punggol Digital District are in the vanguard of city-level eco-smartness, but there are ways for everyone to contribute, no matter where in Singapore you live. SP Group is helping its customers to do just that through the My Carbon Footprint and My Green Credits features on the SP Utilities app. These allow customers to track carbon emissions resulting from electricity, water and gas consumption, and match this with the purchase of an equivalent amount of green energy. With the right urban infrastructure and power of knowledge, it will be possible to achieve climate action goals at both the individual and national levels. stopinion@sph.com.sg • Hugh Lim is the executive director of the Centre for Liveable Cities (www.clc.gov.sg), under the Ministry of National Development. Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search [20210430] The Straits Times - What does it mean to be a smart and sustainable cityhttps://www.spgroup.com.sg/dam/jcr:d1eb0dd3-254c-4c02-99d8-9b3da06e5799 What does it mean to be a smart and sustainable city? In the eco-vanguard are Tengah’s innovative cooling system and Punggol’s open digital platform Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district (above) in 2006, enabling energy savings of up to 40 per cent, according to energy utilities provider SP Group. Tengah new town will be similarly equipped with a centralised cooling system adapted for residential use. PHOTO: SP GROUP test new concepts of living, working and service delivery for the neighbourhood. In Tengah, numerous initiatives – such as solar photovoltaic installations (which convert sunlight directly into electricity) and charging systems for electric vehicles, along with battery energy storage systems – are planned in an integrated manner. SP Group’s OneTengah digital platform will allow town council and facility operators to better measure, monitor and manage what systems are being deployed. Sustainable districts in a city hold huge promise for turning eco-conscious living into a collaborative endeavour. When such innovations are successfully implemented, the city is able to reap many benefits from systems-level integration and enjoy economies of scale, including energy savings. People: However, the success of these innovations ultimately rests on the people on the ground. Governments and developers can build the necessary infrastructure, but to actually reduce emissions, residents must do their part through individual lifestyle choices. A recent media survey found that nine in 10 Singaporean millennials are willing to make personal sacrifices to support climate change mitigation efforts. That’s why Tengah is designed to make it as easy and socially desirable as possible for residents to reduce their carbon footprint. One way Tengah will do this is through Eco Boards – digital displays that provide residents with block-level information on energy and water use. These will encourage utilities savings through “friendly competition” among blocks and allow town councils to achieve more efficient estate management. Additionally, the MyTengah app will allow residents to understand household utilities usage, intelligently control air-conditioning usage and buy energy-efficient appliances. Hugh Lim For The Straits Times Climate change and urbanisation are two of the most important challenges facing the world today – and they are inextricably linked. In South-east Asia, one of the most rapidly developing regions in the world, millions are moving out of rural settings into more urbanised areas every year. Sadly, this urbanisation is usually accompanied by an increase in greenhouse gas emissions. However, this need not be the case. Recent studies reveal that residents of denser city centres emit half the greenhouse gas emissions of their suburban neighbours. Moreover, cities have the unique ability to respond to a global issue such as climate change at a more local level, engaging residents directly. Cities are crucibles of innovation and usually offer more immediate and effective communication between the public and decision-makers. Therefore, cities that are well planned and managed may hold the key to balancing economic growth and environmental sustainability. REQUIREMENTS OF SUCCESS On a city scale, urban infrastructure and policies are required to drive emissions reductions through lifestyle choices. Take the example of Tengah, Singapore’s most ambitious smart and sustainable new town to date. The Housing Board, in collaboration with energy utilities provider SP Group, will implement Singapore’s first large-scale residential centralised cooling system there. Such collaborations and initiatives will aid Singapore in achieving its pledge to cap its emissions by 2030 and halve them by 2050. Its success will hinge on three things: power, process and people. Power: Geophysical constraints make it challenging for Singapore to adopt large-scale renewable energy solutions. This makes improving the performance of energy-consuming systems critical. The National Climate Change Secretariat predicts an increase in average surface temperatures of 2.9 deg C to 4.6 deg C under the RCP8.5 greenhouse gas trajectory for the period of 2070 to 2099, relative to 1980 to 2009. (RCP8.5 is a baseline scenario referring to the concentration of carbon that delivers global warming at an average of 8.5 watts per sq m across the planet.) What an increase in average surface temperatures means for Singapore is that there will be a commensurate increase in demand for air-conditioners. The amount of energy used to cool Singapore – which has the highest rate in the South-east Asian region of air-conditioners installed per capita – is projected to grow by 73 per cent between 2010 and 2030. The good news is that Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district in 2006, enabling energy savings of up to 40 per cent, according to SP Group. Tengah, which is scaled at around 220 to 300 HDB blocks, will be similarly equipped with a centralised cooling system adapted for residential use. Through centralised cooling, lifetime household energy consumption is expected to be reduced by 30 per cent. The upcoming Punggol Digital District, developed by national industrial infrastructure developer JTC Corporation, will be equipped with a smart energy grid that can lower energy usage, distribute green energy such as solar power seamlessly across the district and detect abnormal energy consumption. In Punggol Digital District, the buildings will be 30 per cent more energy-efficient than conventional commercial buildings, thanks to the sustainable design and smart optimisation enabled by the district’s open digital platform. Process: Sustainable districts can serve as test beds for urban systems innovation, enabling government agencies and industry partners to pilot a suite of complementary policies and actions to tackle greenhouse gas emissions. Take Punggol’s open digital platform, which will collect districtwide data through its network of sensors, including building data (to do with lifts, lighting and occupancy, for example) and environmental data (such as temperature and rainfall). These data sets will allow JTC to optimise resources in real time and fix issues before they become serious problems. The open digital platform’s digital twin technology will also provide an experimental environment for anyone in the district. It will allow industries and researchers to tap the open data to MAKING A DIFFERENCE Tengah and Punggol Digital District are in the vanguard of city-level eco-smartness, but there are ways for everyone to contribute, no matter where in Singapore you live. SP Group is helping its customers to do just that through the My Carbon Footprint and My Green Credits features on the SP Utilities app. These allow customers to track carbon emissions resulting from electricity, water and gas consumption, and match this with the purchase of an equivalent amount of green energy. With the right urban infrastructure and power of knowledge, it will be possible to achieve climate action goals at both the individual and national levels. stopinion@sph.com.sg • Hugh Lim is the executive director of the Centre for Liveable Cities (www.clc.gov.sg), under the Ministry of National Development. Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search [20210430] The Straits Times - What does it mean to be a smart and sustainable cityhttps://www.spgroup.com.sg/dam/jcr:d1eb0dd3-254c-4c02-99d8-9b3da06e5799 What does it mean to be a smart and sustainable city? In the eco-vanguard are Tengah’s innovative cooling system and Punggol’s open digital platform Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district (above) in 2006, enabling energy savings of up to 40 per cent, according to energy utilities provider SP Group. Tengah new town will be similarly equipped with a centralised cooling system adapted for residential use. PHOTO: SP GROUP test new concepts of living, working and service delivery for the neighbourhood. In Tengah, numerous initiatives – such as solar photovoltaic installations (which convert sunlight directly into electricity) and charging systems for electric vehicles, along with battery energy storage systems – are planned in an integrated manner. SP Group’s OneTengah digital platform will allow town council and facility operators to better measure, monitor and manage what systems are being deployed. Sustainable districts in a city hold huge promise for turning eco-conscious living into a collaborative endeavour. When such innovations are successfully implemented, the city is able to reap many benefits from systems-level integration and enjoy economies of scale, including energy savings. People: However, the success of these innovations ultimately rests on the people on the ground. Governments and developers can build the necessary infrastructure, but to actually reduce emissions, residents must do their part through individual lifestyle choices. A recent media survey found that nine in 10 Singaporean millennials are willing to make personal sacrifices to support climate change mitigation efforts. That’s why Tengah is designed to make it as easy and socially desirable as possible for residents to reduce their carbon footprint. One way Tengah will do this is through Eco Boards – digital displays that provide residents with block-level information on energy and water use. These will encourage utilities savings through “friendly competition” among blocks and allow town councils to achieve more efficient estate management. Additionally, the MyTengah app will allow residents to understand household utilities usage, intelligently control air-conditioning usage and buy energy-efficient appliances. Hugh Lim For The Straits Times Climate change and urbanisation are two of the most important challenges facing the world today – and they are inextricably linked. In South-east Asia, one of the most rapidly developing regions in the world, millions are moving out of rural settings into more urbanised areas every year. Sadly, this urbanisation is usually accompanied by an increase in greenhouse gas emissions. However, this need not be the case. Recent studies reveal that residents of denser city centres emit half the greenhouse gas emissions of their suburban neighbours. Moreover, cities have the unique ability to respond to a global issue such as climate change at a more local level, engaging residents directly. Cities are crucibles of innovation and usually offer more immediate and effective communication between the public and decision-makers. Therefore, cities that are well planned and managed may hold the key to balancing economic growth and environmental sustainability. REQUIREMENTS OF SUCCESS On a city scale, urban infrastructure and policies are required to drive emissions reductions through lifestyle choices. Take the example of Tengah, Singapore’s most ambitious smart and sustainable new town to date. The Housing Board, in collaboration with energy utilities provider SP Group, will implement Singapore’s first large-scale residential centralised cooling system there. Such collaborations and initiatives will aid Singapore in achieving its pledge to cap its emissions by 2030 and halve them by 2050. Its success will hinge on three things: power, process and people. Power: Geophysical constraints make it challenging for Singapore to adopt large-scale renewable energy solutions. This makes improving the performance of energy-consuming systems critical. The National Climate Change Secretariat predicts an increase in average surface temperatures of 2.9 deg C to 4.6 deg C under the RCP8.5 greenhouse gas trajectory for the period of 2070 to 2099, relative to 1980 to 2009. (RCP8.5 is a baseline scenario referring to the concentration of carbon that delivers global warming at an average of 8.5 watts per sq m across the planet.) What an increase in average surface temperatures means for Singapore is that there will be a commensurate increase in demand for air-conditioners. The amount of energy used to cool Singapore – which has the highest rate in the South-east Asian region of air-conditioners installed per capita – is projected to grow by 73 per cent between 2010 and 2030. The good news is that Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district in 2006, enabling energy savings of up to 40 per cent, according to SP Group. Tengah, which is scaled at around 220 to 300 HDB blocks, will be similarly equipped with a centralised cooling system adapted for residential use. Through centralised cooling, lifetime household energy consumption is expected to be reduced by 30 per cent. The upcoming Punggol Digital District, developed by national industrial infrastructure developer JTC Corporation, will be equipped with a smart energy grid that can lower energy usage, distribute green energy such as solar power seamlessly across the district and detect abnormal energy consumption. In Punggol Digital District, the buildings will be 30 per cent more energy-efficient than conventional commercial buildings, thanks to the sustainable design and smart optimisation enabled by the district’s open digital platform. Process: Sustainable districts can serve as test beds for urban systems innovation, enabling government agencies and industry partners to pilot a suite of complementary policies and actions to tackle greenhouse gas emissions. Take Punggol’s open digital platform, which will collect districtwide data through its network of sensors, including building data (to do with lifts, lighting and occupancy, for example) and environmental data (such as temperature and rainfall). These data sets will allow JTC to optimise resources in real time and fix issues before they become serious problems. The open digital platform’s digital twin technology will also provide an experimental environment for anyone in the district. It will allow industries and researchers to tap the open data to MAKING A DIFFERENCE Tengah and Punggol Digital District are in the vanguard of city-level eco-smartness, but there are ways for everyone to contribute, no matter where in Singapore you live. SP Group is helping its customers to do just that through the My Carbon Footprint and My Green Credits features on the SP Utilities app. These allow customers to track carbon emissions resulting from electricity, water and gas consumption, and match this with the purchase of an equivalent amount of green energy. With the right urban infrastructure and power of knowledge, it will be possible to achieve climate action goals at both the individual and national levels. stopinion@sph.com.sg • Hugh Lim is the executive director of the Centre for Liveable Cities (www.clc.gov.sg), under the Ministry of National Development. Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search [20210430] The Straits Times - What does it mean to be a smart and sustainable cityhttps://www.spgroup.com.sg/dam/jcr:d1eb0dd3-254c-4c02-99d8-9b3da06e5799 What does it mean to be a smart and sustainable city? In the eco-vanguard are Tengah’s innovative cooling system and Punggol’s open digital platform Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district (above) in 2006, enabling energy savings of up to 40 per cent, according to energy utilities provider SP Group. Tengah new town will be similarly equipped with a centralised cooling system adapted for residential use. PHOTO: SP GROUP test new concepts of living, working and service delivery for the neighbourhood. In Tengah, numerous initiatives – such as solar photovoltaic installations (which convert sunlight directly into electricity) and charging systems for electric vehicles, along with battery energy storage systems – are planned in an integrated manner. SP Group’s OneTengah digital platform will allow town council and facility operators to better measure, monitor and manage what systems are being deployed. Sustainable districts in a city hold huge promise for turning eco-conscious living into a collaborative endeavour. When such innovations are successfully implemented, the city is able to reap many benefits from systems-level integration and enjoy economies of scale, including energy savings. People: However, the success of these innovations ultimately rests on the people on the ground. Governments and developers can build the necessary infrastructure, but to actually reduce emissions, residents must do their part through individual lifestyle choices. A recent media survey found that nine in 10 Singaporean millennials are willing to make personal sacrifices to support climate change mitigation efforts. That’s why Tengah is designed to make it as easy and socially desirable as possible for residents to reduce their carbon footprint. One way Tengah will do this is through Eco Boards – digital displays that provide residents with block-level information on energy and water use. These will encourage utilities savings through “friendly competition” among blocks and allow town councils to achieve more efficient estate management. Additionally, the MyTengah app will allow residents to understand household utilities usage, intelligently control air-conditioning usage and buy energy-efficient appliances. Hugh Lim For The Straits Times Climate change and urbanisation are two of the most important challenges facing the world today – and they are inextricably linked. In South-east Asia, one of the most rapidly developing regions in the world, millions are moving out of rural settings into more urbanised areas every year. Sadly, this urbanisation is usually accompanied by an increase in greenhouse gas emissions. However, this need not be the case. Recent studies reveal that residents of denser city centres emit half the greenhouse gas emissions of their suburban neighbours. Moreover, cities have the unique ability to respond to a global issue such as climate change at a more local level, engaging residents directly. Cities are crucibles of innovation and usually offer more immediate and effective communication between the public and decision-makers. Therefore, cities that are well planned and managed may hold the key to balancing economic growth and environmental sustainability. REQUIREMENTS OF SUCCESS On a city scale, urban infrastructure and policies are required to drive emissions reductions through lifestyle choices. Take the example of Tengah, Singapore’s most ambitious smart and sustainable new town to date. The Housing Board, in collaboration with energy utilities provider SP Group, will implement Singapore’s first large-scale residential centralised cooling system there. Such collaborations and initiatives will aid Singapore in achieving its pledge to cap its emissions by 2030 and halve them by 2050. Its success will hinge on three things: power, process and people. Power: Geophysical constraints make it challenging for Singapore to adopt large-scale renewable energy solutions. This makes improving the performance of energy-consuming systems critical. The National Climate Change Secretariat predicts an increase in average surface temperatures of 2.9 deg C to 4.6 deg C under the RCP8.5 greenhouse gas trajectory for the period of 2070 to 2099, relative to 1980 to 2009. (RCP8.5 is a baseline scenario referring to the concentration of carbon that delivers global warming at an average of 8.5 watts per sq m across the planet.) What an increase in average surface temperatures means for Singapore is that there will be a commensurate increase in demand for air-conditioners. The amount of energy used to cool Singapore – which has the highest rate in the South-east Asian region of air-conditioners installed per capita – is projected to grow by 73 per cent between 2010 and 2030. The good news is that Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district in 2006, enabling energy savings of up to 40 per cent, according to SP Group. Tengah, which is scaled at around 220 to 300 HDB blocks, will be similarly equipped with a centralised cooling system adapted for residential use. Through centralised cooling, lifetime household energy consumption is expected to be reduced by 30 per cent. The upcoming Punggol Digital District, developed by national industrial infrastructure developer JTC Corporation, will be equipped with a smart energy grid that can lower energy usage, distribute green energy such as solar power seamlessly across the district and detect abnormal energy consumption. In Punggol Digital District, the buildings will be 30 per cent more energy-efficient than conventional commercial buildings, thanks to the sustainable design and smart optimisation enabled by the district’s open digital platform. Process: Sustainable districts can serve as test beds for urban systems innovation, enabling government agencies and industry partners to pilot a suite of complementary policies and actions to tackle greenhouse gas emissions. Take Punggol’s open digital platform, which will collect districtwide data through its network of sensors, including building data (to do with lifts, lighting and occupancy, for example) and environmental data (such as temperature and rainfall). These data sets will allow JTC to optimise resources in real time and fix issues before they become serious problems. The open digital platform’s digital twin technology will also provide an experimental environment for anyone in the district. It will allow industries and researchers to tap the open data to MAKING A DIFFERENCE Tengah and Punggol Digital District are in the vanguard of city-level eco-smartness, but there are ways for everyone to contribute, no matter where in Singapore you live. SP Group is helping its customers to do just that through the My Carbon Footprint and My Green Credits features on the SP Utilities app. These allow customers to track carbon emissions resulting from electricity, water and gas consumption, and match this with the purchase of an equivalent amount of green energy. With the right urban infrastructure and power of knowledge, it will be possible to achieve climate action goals at both the individual and national levels. stopinion@sph.com.sg • Hugh Lim is the executive director of the Centre for Liveable Cities (www.clc.gov.sg), under the Ministry of National Development. Searchhttps://www.spgroup.com.sg/search?tag=smart-city Search [20210430] The Straits Times - What does it mean to be a smart and sustainable cityhttps://www.spgroup.com.sg/dam/jcr:d1eb0dd3-254c-4c02-99d8-9b3da06e5799 What does it mean to be a smart and sustainable city? In the eco-vanguard are Tengah’s innovative cooling system and Punggol’s open digital platform Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district (above) in 2006, enabling energy savings of up to 40 per cent, according to energy utilities provider SP Group. Tengah new town will be similarly equipped with a centralised cooling system adapted for residential use. PHOTO: SP GROUP test new concepts of living, working and service delivery for the neighbourhood. In Tengah, numerous initiatives – such as solar photovoltaic installations (which convert sunlight directly into electricity) and charging systems for electric vehicles, along with battery energy storage systems – are planned in an integrated manner. SP Group’s OneTengah digital platform will allow town council and facility operators to better measure, monitor and manage what systems are being deployed. Sustainable districts in a city hold huge promise for turning eco-conscious living into a collaborative endeavour. When such innovations are successfully implemented, the city is able to reap many benefits from systems-level integration and enjoy economies of scale, including energy savings. People: However, the success of these innovations ultimately rests on the people on the ground. Governments and developers can build the necessary infrastructure, but to actually reduce emissions, residents must do their part through individual lifestyle choices. A recent media survey found that nine in 10 Singaporean millennials are willing to make personal sacrifices to support climate change mitigation efforts. That’s why Tengah is designed to make it as easy and socially desirable as possible for residents to reduce their carbon footprint. One way Tengah will do this is through Eco Boards – digital displays that provide residents with block-level information on energy and water use. These will encourage utilities savings through “friendly competition” among blocks and allow town councils to achieve more efficient estate management. Additionally, the MyTengah app will allow residents to understand household utilities usage, intelligently control air-conditioning usage and buy energy-efficient appliances. Hugh Lim For The Straits Times Climate change and urbanisation are two of the most important challenges facing the world today – and they are inextricably linked. In South-east Asia, one of the most rapidly developing regions in the world, millions are moving out of rural settings into more urbanised areas every year. Sadly, this urbanisation is usually accompanied by an increase in greenhouse gas emissions. However, this need not be the case. Recent studies reveal that residents of denser city centres emit half the greenhouse gas emissions of their suburban neighbours. Moreover, cities have the unique ability to respond to a global issue such as climate change at a more local level, engaging residents directly. Cities are crucibles of innovation and usually offer more immediate and effective communication between the public and decision-makers. Therefore, cities that are well planned and managed may hold the key to balancing economic growth and environmental sustainability. REQUIREMENTS OF SUCCESS On a city scale, urban infrastructure and policies are required to drive emissions reductions through lifestyle choices. Take the example of Tengah, Singapore’s most ambitious smart and sustainable new town to date. The Housing Board, in collaboration with energy utilities provider SP Group, will implement Singapore’s first large-scale residential centralised cooling system there. Such collaborations and initiatives will aid Singapore in achieving its pledge to cap its emissions by 2030 and halve them by 2050. Its success will hinge on three things: power, process and people. Power: Geophysical constraints make it challenging for Singapore to adopt large-scale renewable energy solutions. This makes improving the performance of energy-consuming systems critical. The National Climate Change Secretariat predicts an increase in average surface temperatures of 2.9 deg C to 4.6 deg C under the RCP8.5 greenhouse gas trajectory for the period of 2070 to 2099, relative to 1980 to 2009. (RCP8.5 is a baseline scenario referring to the concentration of carbon that delivers global warming at an average of 8.5 watts per sq m across the planet.) What an increase in average surface temperatures means for Singapore is that there will be a commensurate increase in demand for air-conditioners. The amount of energy used to cool Singapore – which has the highest rate in the South-east Asian region of air-conditioners installed per capita – is projected to grow by 73 per cent between 2010 and 2030. The good news is that Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district in 2006, enabling energy savings of up to 40 per cent, according to SP Group. Tengah, which is scaled at around 220 to 300 HDB blocks, will be similarly equipped with a centralised cooling system adapted for residential use. Through centralised cooling, lifetime household energy consumption is expected to be reduced by 30 per cent. The upcoming Punggol Digital District, developed by national industrial infrastructure developer JTC Corporation, will be equipped with a smart energy grid that can lower energy usage, distribute green energy such as solar power seamlessly across the district and detect abnormal energy consumption. In Punggol Digital District, the buildings will be 30 per cent more energy-efficient than conventional commercial buildings, thanks to the sustainable design and smart optimisation enabled by the district’s open digital platform. Process: Sustainable districts can serve as test beds for urban systems innovation, enabling government agencies and industry partners to pilot a suite of complementary policies and actions to tackle greenhouse gas emissions. Take Punggol’s open digital platform, which will collect districtwide data through its network of sensors, including building data (to do with lifts, lighting and occupancy, for example) and environmental data (such as temperature and rainfall). These data sets will allow JTC to optimise resources in real time and fix issues before they become serious problems. The open digital platform’s digital twin technology will also provide an experimental environment for anyone in the district. It will allow industries and researchers to tap the open data to MAKING A DIFFERENCE Tengah and Punggol Digital District are in the vanguard of city-level eco-smartness, but there are ways for everyone to contribute, no matter where in Singapore you live. SP Group is helping its customers to do just that through the My Carbon Footprint and My Green Credits features on the SP Utilities app. These allow customers to track carbon emissions resulting from electricity, water and gas consumption, and match this with the purchase of an equivalent amount of green energy. With the right urban infrastructure and power of knowledge,

Powering the Future SP Group, with its world-class power transmission networks and services, is expanding into the region and Executive Engineer Hor Thon Hern is proud to be part of it. Hor Thon Hern implements equipment renewal projects across Singapore in his role as Executive Engineer. He is an SP Mid-Term Scholar and he holds a Bachelor of Bachelor of Engineering (Electrical & Electronic Engineering) with First Class Honours from Nanyang Technological University. Hor Thon Hern’s love for electrical engineering since young fueled his passion to kickstart a career in the energy sector. When he interned with SP in 2015, he went behind the scenes to uncover first-hand, the importance of maintaining the reliability of the national grid so families can maintain their quality of life. His stint at the substation reaffirmed his decision to jumpstart his career with SP. The success of SP would not have been possible without its skilled and dedicated employees like 27-year-old Hor Thon Hern. The Executive Engineer shared with BrightSparks his engaging work with SP, and the opportunities presented to him as a recipient of the SP Mid-Term Scholarship. How did you get interested in power transmission? When I was a child, I always wondered how a power outlet could power appliances plugged into it. I also enjoyed fixing home appliances like electric fan and extension cord with my father when I was in primary school. It was not until secondary school when I learned about the science behind the flow of electricity which probably laid the foundation of my pursuit of a degree in Electrical & Electronics Engineering in Nanyang Technological University (NTU). During my internship at SP in 2015, I witnessed first-hand the process of the 66kV switchgear installation. From the delivery of the switchgear equipment to the rigorous testing, I was intrigued by the complexity of our transmission system. I had to be at the substation every day during the internship but I actually found it very fulfilling! You are a SP Mid-Term Scholar. In your opinion, why should students pursue a scholarship? Everyone needs a goal in life to stay motivated. A scholarship is like an engine that keeps you moving and driven throughout your undergraduate studies and eventually lands you your dream job! Rewinding a bit, how did you discover the scholarship and why did you shortlist it? I came across the SP scholarship programme while scrolling through the BrightSparks website for career opportunities. After researching on SP, I was particularly inspired by SP’s commitment in renewable energy to safeguard the environment for the future generations. What was the defining factor that made you apply for the scholarship? I felt that SP, as the national grid operator for Singapore, would be an excellent training ground for me to hone my technical skills to become a well-rounded engineer. And, what led to your decision to apply for a mid-term scholarship? It was when I was at a crossroads in my second year of undergraduate studies, uncertain on which modules to specialise in. The SP scholarship included an internship opportunity which I believed would offer a realistic insight into the workings of the energy industry which will help narrow my choice of specialisation. What was your biggest takeaway during your university days at NTU? Looking back, I deeply appreciate the opportunity to learn and discuss ideas with like-minded peers. I was born in a small town in Malaysia and furthered my tertiary education in NTU. University life was an eye-opener as I stepped out of my comfort zone and interacted with people from all walks of life. I slowly honed my life skills such as interpersonal, people management and social intelligence skills. It prepared me for the different situations posed to me during the daily work life now. How did you apply what you have learnt to your current work? My mentor at SP once told me that “every complex system you see is built from fundamentals”. I finally understood what he meant when I saw how our network system works. Whenever I face any engineering challenges, I always return to the fundamentals I’ve learnt to troubleshoot and derive practical solutions. I am so thankful to have a mentor who helped me navigate the first leg of my career! Tell us more about your role and responsibilities. I currently work in the Distribution Projects section which implements equipment renewal projects across Singapore. Our work encompass the renewal and replacement of aging equipment such as switchgear, cables and transformers ahead of time. To do this smoothly, we have to analyze network configurations for risk assessments before implementing the replacement work. The entire process is critical to ensure reliable services to our customers. What is your most significant career achievement to date? I attained the 22kV switching certificate in 2018 which was sponsored by SP. With the certification, it allows me to operate high tension equipment in the SP PowerGrid network. To attain such certification, we had to undergo comprehensive in-house training and one year of practical experience. This is to ensure that we are adequately trained and armed with sufficient technical knowledge before handling the equipment. The training deepened my skillsets and I was able to expand my job scope. What is the work culture at SP? At SP, safety is our highest priority. We are trained to keep ourselves safe at work and also ensure the safety of stakeholders whom we work closely with. SP also embraces innovation. Employees are encouraged to learn new skills such as building apps to improve productivity. One of the apps that I built is used to automate the submission of allowance claims. Now that I am more proficient in building apps, I am being tasked as a trainer for my colleagues who are keen to be app developers too! What possibilities are there for scholars working at your organisation? SP believes in investing in its people to help them be future-ready. Apart from our core engineering work, we are given the opportunity to attend senior management meetings to understand the strategic directives in this dynamic industry. One of SP’s growth areas is in renewable energies. Fresh graduates who share the passion should consider joining SP. What advice would you give to aspiring scholars looking to join SP? If you are inspired to be part of the team to power the nation, SP is the organization to realise your ambition. You will play an important part to maintain a world-class power network that reaches more than 1.6 million residential and business clients in Singapore. SP’s EDGE Programme, which caters to fresh graduates, aims to groom new engineers to grow with the energy utility industry with a structured multi-disciplinary training programme. Fellow engineers whom I speak to exude a sense of pride in upholding the nation’s grid and I believe you will feel the same if you join SP. This article was first published in BrightSparks Magazine July 2020. Republished with permission from CareerBuilder Singapore.

About SP GroupBoard of DirectorsExecutive Leadership TeamAwards & AffiliationsAnnual ReportsSustainability Sustainability Our Sustainability Commitment Sustainability is integral to our corporate purpose of empowering the future of energy through low-carbon, smart solutions. As Singapore’s national grid operator, we deliver reliable electricity and gas through one of the world’s most efficient networks. We also empower businesses in Singapore and the region with sustainable energy solutions, helping them achieve their sustainability goals. In creating long-term value for our stakeholders, we focus our sustainability efforts on three strategic pillars: Stewarding Environmental Action, Caring for Our People and Community, and Championing Responsible Growth. Read here SP Group Sustainability Framework Aligning towards shared focus areas, targets and metrics SP Group views sustainability as a strategic imperative that underpins our goal of empowering the future of energy for everyone. In our unique national role, we enable Singapore’s energy transition while helping commercial and industrial customers decarbonise toward their climate targets. We carry out these national and ecosystem responsibilities supported by a consistent sustainability framework applied through the organisation. Within our sustainability framework, we focus our efforts on three strategic pillars: Stewarding Environmental Action, Caring for Our People and Community, and Championing Responsible Growth underpinned by seven material topics that were determined through a structured materiality assessment. Material Topics 1. Stewarding Environmental Action Read more 2. Caring for our People and Community Read more Read more Read more 3. Championing Responsible Growth Read more Read more Read more * While we aim to reach net zero by 2050, covering our absolute scope 1 and 2 emissions, Singapore faces constraints in renewable energy deployment and nascency in hydrogen technology. As more than 90% of our emissions are beyond our direct control - our aim to reach net zero is therefore contingent upon i) rapid decarbonisation of Singapore’s power generation and replacement of natural gas with hydrogen; ii) reliability, availability and economic viability of technological advances and low-carbon technologies, such as EVs for industrial uses, green transportation, fuels, SF6 and refrigerant replacements; and iii) effective international collaboration in areas such as carbon credits (e.g. Article 6 of the Paris Agreement). Sustainability Governance The Board formed the Board Sustainability Committee (SC) to oversee and monitor sustainability and climate-related strategies, plans, committments and policies. The Executive Leadership Team (ELT), guided by the Sustainability Committee, is tasked with implementing practical applications of SP Group's sustainability strategy. The ELT is supported by the Sustainability Team. The Sustainability Team monitors sustainability matters, guides the organisation on its corporate sustainability reporting obligations, and embeds sustainability strategies and initiatives across the business. The Sustainability Taskforce comprising representatives from key business units, drives and executes initiatives to enhance sustainability integration across all facets of the organisation. The Taskforce works in close partnership with the Sustainability Team. Past Sustainability Reports and Reviews Sustainability Report FY2024/2025 Sustainability Report FY2023/2024 Sustainability Review FY2022/2023 Sustainability Review FY2021/2022 Sustainability Review FY2020/2021 Sustainability Review FY2019/2020