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Reliabilityhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/reliability/Empowering-talent 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! TAGS PEOPLE OF SPSUSTAINABILITYRELIABILITY YOU MIGHT BE INTERESTED TO READ Mentor gives out tough assignments to sharpen skills of next generation On any given day, Senior Principal Engineer and Technical Expert Chua Khim Mong, would pose a hypothetical engineering problem in a group chat, challenging his team of technical officers and technicians to solve it. Partnership with PUB in EMA’s Demand Response and Interruptible Load programmes SP Group SP has partnered PUB to participate in EMA’s Demand Response DR and Interruptible Load IL programmes. PUB is the first government agency to participate in the programmes. He connects the nation to Singapore’s electricity grid Electricity is crucial to sustaining life, quite literally, as SP PowerGrid (SPPG) Principal Technical Officer Abdul Latiff Muhamed Abdullah would tell you. Category: Reliability Searchhttps://www.spgroup.com.sg/search?tag=people-of-sp Search Reliabilityhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/reliability/Empowering-talent 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! TAGS PEOPLE OF SPSUSTAINABILITYRELIABILITY YOU MIGHT BE INTERESTED TO READ Mentor gives out tough assignments to sharpen skills of next generation On any given day, Senior Principal Engineer and Technical Expert Chua Khim Mong, would pose a hypothetical engineering problem in a group chat, challenging his team of technical officers and technicians to solve it. Partnership with PUB in EMA’s Demand Response and Interruptible Load programmes SP Group SP has partnered PUB to participate in EMA’s Demand Response DR and Interruptible Load IL programmes. PUB is the first government agency to participate in the programmes. He connects the nation to Singapore’s electricity grid Electricity is crucial to sustaining life, quite literally, as SP PowerGrid (SPPG) Principal Technical Officer Abdul Latiff Muhamed Abdullah would tell you. Category: Reliability Searchhttps://www.spgroup.com.sg/search?tag=people-of-sp Search Reliabilityhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/reliability/Empowering-talent 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! TAGS PEOPLE OF SPSUSTAINABILITYRELIABILITY YOU MIGHT BE INTERESTED TO READ Mentor gives out tough assignments to sharpen skills of next generation On any given day, Senior Principal Engineer and Technical Expert Chua Khim Mong, would pose a hypothetical engineering problem in a group chat, challenging his team of technical officers and technicians to solve it. Partnership with PUB in EMA’s Demand Response and Interruptible Load programmes SP Group SP has partnered PUB to participate in EMA’s Demand Response DR and Interruptible Load IL programmes. PUB is the first government agency to participate in the programmes. He connects the nation to Singapore’s electricity grid Electricity is crucial to sustaining life, quite literally, as SP PowerGrid (SPPG) Principal Technical Officer Abdul Latiff Muhamed Abdullah would tell you. Category: Reliability Searchhttps://www.spgroup.com.sg/search?tag=people-of-sp Search Reliabilityhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/reliability/Empowering-talent 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! TAGS PEOPLE OF SPSUSTAINABILITYRELIABILITY YOU MIGHT BE INTERESTED TO READ Mentor gives out tough assignments to sharpen skills of next generation On any given day, Senior Principal Engineer and Technical Expert Chua Khim Mong, would pose a hypothetical engineering problem in a group chat, challenging his team of technical officers and technicians to solve it. Partnership with PUB in EMA’s Demand Response and Interruptible Load programmes SP Group SP has partnered PUB to participate in EMA’s Demand Response DR and Interruptible Load IL programmes. PUB is the first government agency to participate in the programmes. He connects the nation to Singapore’s electricity grid Electricity is crucial to sustaining life, quite literally, as SP PowerGrid (SPPG) Principal Technical Officer Abdul Latiff Muhamed Abdullah would tell you. Category: Reliability Searchhttps://www.spgroup.com.sg/search?tag=people-of-sp Search Reliabilityhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/reliability/Empowering-talent 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! TAGS PEOPLE OF SPSUSTAINABILITYRELIABILITY YOU MIGHT BE INTERESTED TO READ Mentor gives out tough assignments to sharpen skills of next generation On any given day, Senior Principal Engineer and Technical Expert Chua Khim Mong, would pose a hypothetical engineering problem in a group chat, challenging his team of technical officers and technicians to solve it. Partnership with PUB in EMA’s Demand Response and Interruptible Load programmes SP Group SP has partnered PUB to participate in EMA’s Demand Response DR and Interruptible Load IL programmes. PUB is the first government agency to participate in the programmes. He connects the nation to Singapore’s electricity grid Electricity is crucial to sustaining life, quite literally, as SP PowerGrid (SPPG) Principal Technical Officer Abdul Latiff Muhamed Abdullah would tell you. Category: Reliability Searchhttps://www.spgroup.com.sg/search?tag=people-of-sp Search Reliabilityhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/reliability/Empowering-talent 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! TAGS PEOPLE OF SPSUSTAINABILITYRELIABILITY YOU MIGHT BE INTERESTED TO READ Mentor gives out tough assignments to sharpen skills of next generation On any given day, Senior Principal Engineer and Technical Expert Chua Khim Mong, would pose a hypothetical engineering problem in a group chat, challenging his team of technical officers and technicians to solve it. Partnership with PUB in EMA’s Demand Response and Interruptible Load programmes SP Group SP has partnered PUB to participate in EMA’s Demand Response DR and Interruptible Load IL programmes. PUB is the first government agency to participate in the programmes. He connects the nation to Singapore’s electricity grid Electricity is crucial to sustaining life, quite literally, as SP PowerGrid (SPPG) Principal Technical Officer Abdul Latiff Muhamed Abdullah would tell you. Category: Reliability Searchhttps://www.spgroup.com.sg/search?tag=people-of-sp Search Reliabilityhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/reliability/Empowering-talent 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! TAGS PEOPLE OF SPSUSTAINABILITYRELIABILITY YOU MIGHT BE INTERESTED TO READ Mentor gives out tough assignments to sharpen skills of next generation On any given day, Senior Principal Engineer and Technical Expert Chua Khim Mong, would pose a hypothetical engineering problem in a group chat, challenging his team of technical officers and technicians to solve it. Partnership with PUB in EMA’s Demand Response and Interruptible Load programmes SP Group SP has partnered PUB to participate in EMA’s Demand Response DR and Interruptible Load IL programmes. PUB is the first government agency to participate in the programmes. He connects the nation to Singapore’s electricity grid Electricity is crucial to sustaining life, quite literally, as SP PowerGrid (SPPG) Principal Technical Officer Abdul Latiff Muhamed Abdullah would tell you. Category: Reliability Careershttps://www.spgroup.com.sg/about-us/careers 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 Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/data-science-and-ai-deliver-efficient-energy-solutions-to-customers 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 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. SP Group awarded BCA grant to power next-gen green buildings SP Group (SP) was awarded a grant by the Building and Construction Authority (BCA) to develop and implement technologies and digital solutions to push the limits of buildings’ energy efficiency standards. Category: Innovation Sustainabilityhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/sustainability/empowering-green-capabilities 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. TAGS PEOPLE OF SP YOU MIGHT BE INTERESTED TO READ SP’s first batch of agrivoltaic assets in Guangdong Province, China In China, we are helping customers sustainably maximise farm yields – solar and agriculture – as we invest in our first batch of agrivoltaic assets in Guangdong Province. Expansion of SP’s district cooling network at Marina Bay SP’s district cooling network at Marina Bay will be expanded to include the developments of four customers – Marina View, Clifford Centre, OUE Bayfront and The Fullerton Heritage, which includes Fullerton Bay Hotel, Clifford Pier and Customs House, – increasing the network’s installed capacity to 75,000 refrigeration tonnes (RT) by 2027. Agreement with SABECO to install rooftop solar panels SP Group (SP) signed an agreement with Saigon Beer Alcohol Beverage Corporation (SABECO) to install 10.44MWp of rooftop solar panels across its nine factories in Ho Chi Minh City, Vietnam. Category: Sustainability SP Energy Hubhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Forging ahead for a greener future Click button below to read our Chairman’s Message for the year 2023 Read more Decarbonising Singapore one solar panel at a time SP Group’s Principal Engineer Xcel Lai is excited about the prospect of unlocking the viability of solar energy in Singapore. Read more International Women's Day: Priscilla Liu on taking a leap of faith Six years ago, Priscilla was looking for an opportunity to do something more meaningful in her career. Today, she leads a team of User Experience (UX) designers at SP. Read more Making air-conditioning greener: Helping Singaporean's reduce carbon footprint Sustainable Energy Solutions (SES) Principal Engineer Liu Yue is the deputy lead for the construction of the centralised cooling system in Tengah eco-town. Read more Empowering talent Benjamin Festin describes how SP is constantly designing programmes for employees to grow and upskill, while Muhammad Ariff Bin Ramli shares how he feels empowered to assume greater responsibilities in his job role. People of SpSustainabilityReliability Empowering Green Capabilities Satinderpal Singh and Fong Yi Kit deal with the polarising "hot" and "cold" elements at work, but share one thing in common: empowering organisations with tools to create a low carbon, smart energy Singapore. People of Sp Mentor gives out tough assignments to sharpen skills of next generation On any given day, Senior Principal Engineer and Technical Expert Chua Khim Mong, would pose a hypothetical engineering problem in a group chat, challenging his team of technical officers and technicians to solve it. Reliability view more Hor+Thon+Hern+SP+Group.pdfhttps://www.spgroup.com.sg/dam/spgroup/wcm/connect/spgrp/3316e7a8-bacd-43c3-9941-b675f3031d76/Hor+Thon+Hern+SP+Group.pdf?MOD=AJPERES 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. SP Group Annual Report FY0506https://www.spgroup.com.sg/dam/spgroup/pdf/annual-reports/SP-Group-Annual-Report-FY0506.pdf Our Core, Our Future ANNUAL REPORT 2005 Singapore Power Annual Report 2005 1 Contents Chairman’s Statement 7 Board of Directors 10 Corporate Governance 14 Senior Management 18 Corporate Highlights 20 Group Financial Highlights 23 Operational Review 25 • Singapore Power At Home 25 – SP PowerGrid 27 – PowerGas 37 – SP Services 45 • Singapore Power Overseas 51 – SP AusNet 53 – Asia 59 Our People, Our Community 61 2 Singapore Power Annual Report 2005 Our Mission We provide reliable and efficient energy utility services to enhance the economy and the quality of life. Our Values Commitment We commit to creating value for our customers, our people and our shareholders. We uphold the highest standards of service and performance. Integrity We act with honesty. We practise the highest ethical standards. Passion We take pride and ownership in what we do. Teamwork We support, respect and trust each other. We continually learn, and share ideas and knowledge. Singapore Power Annual Report 2005 3 Our Core, Our Future “ Growth, new challenges and adaptability are symbolised in this ceramic wall mural (facing page). The pillars depict the strength which is gained from unity, while the concentric configurations, made up of separate pieces, represent the role that each person has to play in contributing to the whole. Like the individuals who make up the organisation, each piece is unique. ” By Mural Artist Hasan Zolkifly Rahim 4 Singapore Power Annual Report 2005 Wall mural of stoneware with gold ash glaze at Singapore Power Building Singapore Power Annual Report 2005 5 Building on our strengths, we continued to achieve significant progress on many fronts during FY2005. It was a very successful year — SP AusNet was simultaneously listed in Australia and Singapore; network performance improved, maintaining world-class standards; continued investments were made to enhance and expand our electricity and gas networks; partnerships with customers were deepened; and new service initiatives launched. 6 Singapore Power Annual Report 2005 Chairman’s Statement Our Core, Our Future We celebrated our 10th Anniversary during the year under review. It was a significant milestone for all of us at Singapore Power (SP), marking a decade of changes, challenges, and achievements. In the relatively short span of 10 years, we have seen the liberalisation of the electricity industry in Singapore and the transformation of the market to one that is based on competition. The restructuring of the industry and the new rules of a competitive electricity market have had a profound impact on the nature and structure of our business and organisation. We can be justifiably proud of our achievements and our evolution in the liberalised electricity sector. We have done this by strengthening and deepening our core capabilities and expertise to enhance our standing and performance. Today, we are the sole electricity and gas transmission and distribution company in Singapore. Our Australian subsidiary, SP AusNet, owns the sole electricity transmission network and one of the electricity and gas distribution networks in Victoria. We also provide integrated utilities support services for electricity, gas, water and refuse collection in Singapore. And we have maintained our good credit ratings of “AA” from Standard & Poor’s and “Aa1” from Moody’s. Building on our strengths, we continued to achieve significant progress on many fronts during FY2005. FINANCIAL PERFORMANCE For the financial year ended 31 March 2006, SP Group reported a proforma net profit of $726 million, excluding exceptional and nonrecurring items, up 6% from a year ago. Total revenue rose 17.1% to $4.84 billion. Total assets stood at $18.7 billion. Currently, the Group has close to 3,800 staff. SP AUSNET LISTING A SUCCESS A major corporate highlight was the successful simultaneous listing of SP AusNet on the Australian and Singapore stock exchanges. The Initial Public Offering was greeted by enthusiastic response and support from investors in Australia, Singapore, United States and Europe. BIG GAINS IN ELECTRICITY NETWORK PERFORMANCE In Singapore, our network performance achieved considerable improvements, reflecting our commitment to maintaining a world-class power network. There was a shorter system average interruption time; fewer supply interruptions; and lower interruption frequency as well as interruption duration indices. Singapore Power Annual Report 2005 7 Chairman’s Statement Meanwhile, feedback from our second annual customer survey showed better customer satisfaction than that of the first survey in 2004. CONTINUING INVESTMENTS AND EXPANSION Without letting up, we continued to push ahead with investments in our electricity infrastructure to ensure an efficient and reliable delivery of quality power into the future. We also increased the capacity of our natural gas transmission network and expanded the reach of our natural gas and town gas distribution. Priming ourselves for increasing opportunities beyond Singapore, we launched a new initiative called SP Global Solutions (SPGS). It will leverage upon the Group’s core competencies and intellectual property to provide management consultancy to overseas utilities as a means to enter into new markets and seize new expansion opportunities. The natural gas projects could potentially see up to 15,000 properties having access to natural gas for the first time while the transmission network augmentation projects are intended to support and meet load growth in Victoria’s metropolitan and regional areas. DEEPENING PARTNERSHIP WITH CUSTOMERS We are also deepening our relationship with customers in Singapore, working in close partnership with individual companies as well as industry sectors. A high-level Power Quality Advisory Panel, which includes chief executives from industry as members, was formed to address power quality issues at a macro and strategic level. At the industry level, the Electronics & Semiconductor Power Quality Interest Group was inaugurated. Interest groups for the Pharmaceutical and the Chemical & Petrochemical sectors will be launched in the coming year. In Victoria, Australia, SP AusNet further entrenched itself as a leader in electricity transmission and electricity and gas distribution. This follows its success in securing a natural gas extension programme to supply natural gas to a dozen regional towns, in tendering for two major transmission network augmentation projects, and the further expansion and development of its electricity transmission and distribution networks. NEW SERVICE INITIATIVES We continued to move towards improving customer services. A Pay-As-You-Use (PAYU) metering scheme was successfully launched, enabling customers whose utility payments are in arrears to better manage their consumption while discharging their outstanding bills over a period of time. 8 Singapore Power Annual Report 2005 We also made it even easier and more convenient for customers to pay their utility bills by expanding the channels to include the island-wide 7-Eleven convenience store chain. Customers can now pay their utility bills at any 7-Eleven convenience store, at any time — day or night — using cash, NETS or CashCard. A new common utility enquiry hotline was also introduced for the convenience of customers. An independent “mystery” audit last year found that overall service level improved from 77% to 85% over a 12-month period. A Customer Satisfaction Survey reinforced this finding, with results showing that 83% of customers were satisfied with our services. SERVING THE COMMUNITY We have always strived to be a part of the community in which we operate, contributing to charities and worthwhile causes. We are happy that we were able to commemorate our 10th Anniversary Celebrations with the launch of the Singapore Power Heartware Fund. We have raised more than $1 million so far to support Home Help Service programmes administered by the Community Chest. We are committed to raising $1 million a year for three years. My fellow members on the SP Board of Directors have faithfully and diligently carried out their duties, and have been unstinting in their valuable counsel. I would like to extend my deep appreciation to Ms Engeline Teh Guek Ngor who retired from the Board in July 2005. Our achievements in FY2005 were also made possible because of the dedication and commitment of our staff, all of whom can be proud of their role and position in the organisation and its success. The Union of Power and Gas Employees (UPAGE) has been highly effective in representing our staff through their responsible dialogue and partnership with Management to further improve employee relations for the benefit of all. We are also fortunate to have customers and business partners who are willing and responsive in working closely with us. I look forward to your continued support as Singapore Power builds on its core competencies to secure its future. LAST BUT NOT LEAST It has, indeed, been a very busy year for the SP Group, and a very fruitful one too. It is with great pleasure that I acknowledge and thank all those who have been a part of it. NG KEE CHOE Chairman Singapore Power Annual Report 2005 9 Board of Directors MR NG KEE CHOE, CHAIRMAN Mr Ng Kee Choe, 61, is the non-executive Chairman of Singapore Power Limited. He was appointed Director on 1 September 2000 and became its Chairman on 15 September 2000. He is also the nonexecutive Chairman of SP AusNet*. Mr Ng’s other current board directorships include his position as Chairman of NTUC Income Insurance Cooperative Ltd, and Director of Singapore Airport Terminal Services Ltd and Singapore Exchange Limited. He is also the President Commissioner of PT Bank Danamon Tbk of Indonesia, a member of the Temasek Advisory Panel and a member of the Advisory Council of China Development Bank. For his contributions to public service, Mr Ng was awarded the Public Service Star Award in 2001. MR TAN GUONG CHING Mr Tan Guong Ching, 59, is a nonexecutive independent Director of Singapore Power Limited. He was appointed Director on 1 June 2000. He is the Chairman of various companies, including SP PowerGrid Limited, Singapore Technologies Aerospace Ltd, Singapore Technologies Telemedia Pte Ltd, STT Communications Ltd and StarHub Ltd. He is also a Director of Allco (Singapore) Limited and Singapore Pools (Private) Limited. Mr Tan was formerly the Permanent Secretary for the Ministry of Home Affairs. 10 Singapore Power Annual Report 2005 MR ALAN CHAN HENG LOON Mr Alan Chan Heng Loon, 53, is a non-executive independent Director of Singapore Power Limited. He was appointed Director on 1 June 2001 and is also the Chairman of SP PowerAssets Limited. Mr Chan is currently the Chief Executive Officer and a Director of Singapore Press Holdings Ltd. He is the Chairman of Urban Redevelopment Authority and is a member of the External Review Panel (Quality Assurance Framework for Universities), the Board of Trustees, Courage Fund, Board of Governors of The Singapore-China Foundation, INSEAD Singapore Council and INSEAD France. Previously, Mr Chan was the Permanent Secretary for the Ministry of Transport and held directorships in DBS Group Holdings Ltd, The Development Bank of Singapore Ltd and PSA Corporation Ltd. He is currently on the boards of MediaCorp TV Holdings Pte Ltd, MediaCorp Press Ltd, Singapore Press Holdings Foundation Limited and TOM Outdoor Media Group Limited. MR ERIC GWEE TECK HAI Mr Eric Gwee Teck Hai, 67, is a nonexecutive independent Director of Singapore Power Limited. He was appointed Director on 1 January 2001. He is the Chairman of SP Services Limited and a Director of SP AusNet*. Mr Gwee is also a Director of WorleyParsons Ltd and the Melbourne Business School Ltd. In addition, he is the Chairman of the Board of Governors for the Institute of Technical Education (ITE) and ITE Holding Pte Ltd. Mr Gwee was the Chairman of the Public Transport Council from 1989 to 2005. He was also the Chairman of CPG Corporation Pte Ltd and was a Director of ExxonMobil Singapore Pte Ltd till 2001. For his many years of dedicated service to the community, Mr Gwee was awarded the Public Service Star in 1994 and the Public Service Star (Bar)[BBM(L)] in 2004. DR GEORGE ALLISTER LEFROY Dr George Allister Lefroy, 66, is a non-executive independent Director of Singapore Power Limited. He was appointed Director of Singapore Power Limited on 1 June 2000. He is also a Director of SP AusNet* and Cobar Consolidated Resources Ltd, as well as the President/Commissioner of PT Chandra Asri. Dr Lefroy is the Chairman of the Cambridge Australian Trust, Victorian Committee and a State Councillor of St John Ambulance Australia (Victoria) Pty Ltd. He also founded the Bruce Lefroy Centre for Genetic Health Research. Dr Lefroy was formerly the Executive Vice-President of Shell Chemicals Ltd and held directorships in Shell Eastern Petroleum Ltd, Petrochemical Corporation of Singapore Pte Ltd, Basell Eastern Pte Ltd and Saudi Petrochemical Company Ltd. Singapore Power Annual Report 2005 11 Board of Directors MR KEITH TAY AH KEE Mr Keith Tay Ah Kee, 62, is a nonexecutive independent Director of Singapore Power Limited. He joined the Board on 1 January 2002. He currently serves on the boards of several public companies, including Singapore Reinsurance Corporation Ltd, Singapore Post Limited and Stirling Coleman Capital Limited, of which he is Chairman. He is also the Chairman of Aviva Ltd. Mr Tay is currently a board member of the Singapore International Chamber of Commerce, of which he was Chairman from 1995 to 1997. He is also Vice Chairman of the Singapore Institute of Directors. He was the President of the Institute of Certified Public Accountants of Singapore from 1982 to 1992 and was the Singapore Representative on the Council of the International Federation of Accountants from 1987 to 1990. Mr Tay was also Chairman and Managing Partner of KPMG Peat Marwick from 1984 to 1993. MR HO TIAN YEE Mr Ho Tian Yee, 54, is a non-executive independent Director of Singapore Power Limited. He joined the Board on 1 May 2003. Currently, Mr Ho is the Executive Director of Pacific Asset Management (S) Pte Ltd and holds directorships in publicly-listed companies, including Fraser & Neave Ltd, Singapore Exchange Limited and Great Eastern Holdings Ltd. He also sits on the boards of non-listed companies — The Overseas Assurance Corporation Ltd, Times Publishing Ltd and The Great Eastern Life Assurance Company Ltd. Mr Ho was awarded the Public Service Medal in 1997. Mr Tay qualified as a Chartered Accountant in London, UK, in 1968, and is a Fellow of the Institute of Chartered Accountants in England and Wales. He was conferred the first International Award for outstanding contribution to the profession by the Institute of Chartered Accountants in England and Wales in 1988 and the BBM Public Service Star in 1990. The Institute of Certified Public Accountants of Singapore also conferred on Mr Tay the Gold Medal for distinguished service to the profession and made him an Honorary Fellow in 1993. 12 Singapore Power Annual Report 2005 MR TAN CHEE MENG Mr Tan Chee Meng, 49, is a nonexecutive independent Director of Singapore Power Limited. He was appointed Director on 1 August 2005. He is also a Director of SP PowerAssets Limited. Currently, he is the Managing Partner of Harry Elias Partnership and was appointed a Senior Counsel in 2006. Mr Tan is a member of the Singapore Institute of Arbitrators and an Accredited Adjudicator of the Singapore Mediation Centre. He is also on the Panel of Accredited Arbitrators of the Singapore International Arbitration Centre, and of Badan Arbitrase Nasional Indonesia. MR BOBBY CHIN YOKE CHOONG Mr Bobby Chin Yoke Choong, 54, is a non-executive independent Director of Singapore Power Limited. He was appointed Director on 23 January 2006. Currently, he is the Chairman of Singapore Totalisator Board and Changi Airports International Pte Ltd. Mr Chin serves on the boards of the Competition Commission of Singapore and several publicly-listed companies including Oversea-Chinese Banking Corporation Limited, AV Jennings Limited, The Straits Trading Company Limited, Yeo Hiap Seng Limited and Stamford Land Corporation Ltd. He also sits on the Boards of Trustees of the Singapore Management University and the Singapore Indian Development Association (SINDA). He was the Managing Partner of KPMG Singapore from 1992 to 2005 and Chairman of Urban Redevelopment Authority from April 2001 to March 2006. In 2003, Mr Chin was awarded the Public Service Medal. MR QUEK POH HUAT Mr Quek Poh Huat, 59, is the Group Chief Executive Officer and a Director of Singapore Power Limited. Within the Singapore Power Group, Mr Quek serves as Director on the boards of SP PowerAssets Limited, SP PowerGrid Limited and SP Services Limited. He is the Chairman and a Director of PowerGas Limited and SPI Management Services Pty Ltd. Mr Quek is also a Director of SP AusNet*. He is a board director of publicly-listed Singapore Technologies Engineering Ltd. Mr Quek is Singapore’s non-resident Ambassador to Sweden. He was awarded the Public Service Star Award in 1994. Information as at 15 June 2006 * A stapled group comprising SP Australia Networks (Transmission) Ltd, SP Australia Networks (Distribution) Ltd and SP Australia Networks (Finance) Trust, acting through its responsible entity, SP Australia Networks (RE) Ltd. It is dual-listed on the Australian Stock Exchange and the Singapore Exchange Securities Trading Limited. Singapore Power Annual Report 2005 13 Corporate Governance Ethics and Accountability The SP Board is committed to good corporate governance. The principles set out in the revised Code of Corporate Governance 2005 (the Code) for listed companies are followed closely by SP although it is not required to do so. SP has used the Code as its guide and has put in place an internal framework to ensure good corporate governance in its business practices and activities. The Whistleblower Policy, which was launched during the financial year, strengthens ethical business conduct in the Group. SP endeavours to enhance shareholder value by ensuring the highest standards of corporate governance and accountability. SETTING DIRECTIONS The Board provides broad strategic directions for the Group and undertakes key investment and funding decisions. In addition, the Board ensures that Management maintains a sound system of internal controls to protect the Group’s assets, and reviews the Group’s financial performance. The Board meets at least four times a year to review the Group’s business performance. In the last financial year, the Board met seven times and held a Board retreat. Newly-appointed Board Directors attend an orientation programme to familiarise themselves with the Group’s business and governance practices. The Group also provides on-going education on Board processes and best practices. ACCESS TO INFORMATION The Board is provided with complete information prior to Board meetings and on an on-going basis. Board papers include management financial reports, annual budgets and performance against budget, announcement of results, matters requiring Board’s decision, updates on key outstanding issues and disclosure documents as well as updates on new legislative developments. The Board also has separate and independent access to Senior Management and the Company Secretary. The Company Secretary ensures that Board procedures are observed and that the Company complies with the requirements of the Companies Act and other applicable regulations. Should the Directors, whether as a group or individually, require independent professional advice to carry out their duties, the Company will arrange to appoint, at the Company’s expense, a professional advisor to render advice. 14 Singapore Power Annual Report 2005 ACCOUNTABILITY In presenting the annual financial statements to the shareholder, the Board aims to provide the shareholder with a balanced and comprehensive assessment of the Group’s position and prospects. Management currently provides the Board with appropriately detailed management accounts of the Group’s performance, position and prospects on a monthly basis. There is a strong element of independence in the Board composition — independent nonexecutive Directors constitute more than threequarters of the entire Board. The independence of each Director is reviewed annually by a Nominating Committee in accordance with the Code of Corporate Governance. The current size of 10 Board members is appropriate for effective decision-making, taking into account the scope and nature of the Group’s operations. Collectively, the Directors possess a wealth of expertise and experience in the management of business at senior and international levels. BOARD COMMITTEES The Board is supported by specialised committees to facilitate effective supervision of Management. These are the Audit Committee, the Risk Management Committee, the Finance Committee, the Nominating Committee and the Staff Development and Compensation Committee. Audit Committee The Audit Committee (AC) comprises three non-executive Directors, all of whom are independent Directors as defined in the Code. The Board is of the view that the members of the AC have the financial management expertise and experience to discharge the AC’s responsibilities. The members are: Mr Keith Tay Ah Kee (Chairman) Mr Tan Chee Meng Mr Timothy Chia Chee Ming (co-opted external member) The main function of the AC is to assist the Board in discharging its statutory and oversight responsibilities relating to the financial reporting and audit processes; the systems of internal controls; and the process of monitoring compliance with the applicable laws, regulations and codes of conduct. The AC holds at least three meetings each year and is responsible for the following: • review and approval of the audit plans of external and internal auditors; • review of the adequacy of the internal audit function; • review of the financial accounts of the Group and the Company; • review of the independence and objectivity of the external auditors; and • nomination of external auditors for re-appointment. Singapore Power Annual Report 2005 15 Corporate Governance Risk Management Committee The Risk Management Committee (RMC) assists the Board in fulfilling its risk oversight responsibilities. The members are: Mr Ho Tian Yee (Chairman) Mr Tan Guong Ching Mrs Oon Kum Loon (co-opted external member) The RMC reviews and approves: • the type and level of business risks (risk appetite) that the Company, its subsidiaries and associated companies undertake on an integrated basis to achieve their business strategy; and • the Group-wide risk policies, procedures and methodologies for identifying, measuring, monitoring and managing risks that are consistent with its risk appetite. The RMC meets at least three times a year. The RMC is supported by the Group Risk Management Unit in its oversight of SP Group risks. Although the risk management responsibilities of the Board are executed through the organisational set-up mentioned above, the ultimate risk ownership rests with the business groups. Finance Committee The responsibilities of the Finance Committee are to: • consider and recommend, for SP Board’s approval, SP Group’s annual operating and capital expenditure budgets and business plans; • consider and approve SP Group’s mergers, acquisitions, divestments or corporate financial restructuring; • consider and approve or endorse, as the case may be, SP Group’s borrowings and financings; and • consider and approve or endorse such other matters as provided from time to time in the Authority Manual of SP Board. The Committee holds at least two meetings a year. The members are: Mr Ng Kee Choe (Chairman)* Mr Ho Tian Yee Mr Eric Gwee Teck Hai Mr Quek Poh Huat* * Non-independent Nominating Committee The Nominating Committee (NC) is responsible for formulating policies and guidelines on matters relating to Board appointments and re-appointments. The Directors’ performance, contribution and independence are taken into consideration in the Committee’s review and assessment. The NC comprises three Directors. 16 Singapore Power Annual Report 2005 The Chairman of the NC is an independent non-executive Director. The members are: Mr Alan Chan Heng Loon (Chairman) Mr Ng Kee Choe* Mr Quek Poh Huat * * Non-independent The NC, in consultation with the Chairman of the Board, considers and makes recommendations to the Board concerning the appropriate size and needs of the Board. New Directors are currently appointed by way of a Board resolution, after the NC has endorsed their appointment. The new Directors must submit themselves for re-election at the next Annual General Meeting (AGM) of the Company pursuant to the Articles of Association of the Company. The Articles of Association of the Company requires not less than one-third of Directors to retire by rotation at every AGM. maintains an appropriate and competitive level of remuneration to attract, retain and motivate senior executives to manage the Group successfully. No Director is involved or has participated in any proceedings in respect of his own remuneration. The SDCC comprises three Directors, two of whom are independent Directors. The members are: Mr Ng Kee Choe (Chairman)* Mr Tan Guong Ching Mr Alan Chan Heng Loon * Non-independent COMMUNICATION WITH SHAREHOLDER The Company values communication and ensures that timely and adequate disclosures of material information of the Company are made available to the shareholder. Staff Development and Compen

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 Underground wonders Hasinah leads in the coordination between LTA and SP Group on island-wide projects such the Thomson-East Coast Line and the integrated North South Corridor. Guardians of the Grid Executive Engineer Mohamad Elmi Sha Bin Mohamad Nasir and his colleagues at SP Group's Distribution Control Centre are part of the unit that oversees Singapore’s electricity grid round the clock. Mentor gives out tough assignments to sharpen skills of next generation With nearly four decades of experience under his belt, Chua Khim Mong believes tough assignments can help his mentees stretch their capabilities and grow in their careers.

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

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 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. SP Group awarded BCA grant to power next-gen green buildings SP Group (SP) was awarded a grant by the Building and Construction Authority (BCA) to develop and implement technologies and digital solutions to push the limits of buildings’ energy efficiency standards.

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 [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 Sear

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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 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. SP Group awarded BCA grant to power next-gen green buildings SP Group (SP) was awarded a grant by the Building and Construction Authority (BCA) to develop and implement technologies and digital solutions to push the limits of buildings’ energy efficiency standards. Category: Innovation Searchhttps://www.spgroup.com.sg/search?tag=energy-brain Search Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/data-science-and-ai-deliver-efficient-energy-solutions-to-customers 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 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. SP Group awarded BCA grant to power next-gen green buildings SP Group (SP) was awarded a grant by the Building and Construction Authority (BCA) to develop and implement technologies and digital solutions to push the limits of buildings’ energy efficiency standards. Category: Innovation Searchhttps://www.spgroup.com.sg/search?tag=energy-brain Search Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/data-science-and-ai-deliver-efficient-energy-solutions-to-customers 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 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. SP Group awarded BCA grant to power next-gen green buildings SP Group (SP) was awarded a grant by the Building and Construction Authority (BCA) to develop and implement technologies and digital solutions to push the limits of buildings’ energy efficiency standards. Category: Innovation Searchhttps://www.spgroup.com.sg/search?tag=energy-brain Search Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/data-science-and-ai-deliver-efficient-energy-solutions-to-customers 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 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. SP Group awarded BCA grant to power next-gen green buildings SP Group (SP) was awarded a grant by the Building and Construction Authority (BCA) to develop and implement technologies and digital solutions to push the limits of buildings’ energy efficiency standards. Category: Innovation Searchhttps://www.spgroup.com.sg/search?tag=energy-brain Search Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/data-science-and-ai-deliver-efficient-energy-solutions-to-customers 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 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. SP Group awarded BCA grant to power next-gen green buildings SP Group (SP) was awarded a grant by the Building and Construction Authority (BCA) to develop and implement technologies and digital solutions to push the limits of buildings’ energy efficiency standards. Category: Innovation Searchhttps://www.spgroup.com.sg/search?tag=energy-brain Search Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/data-science-and-ai-deliver-efficient-energy-solutions-to-customers 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 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. SP Group awarded BCA grant to power next-gen green buildings SP Group (SP) was awarded a grant by the Building and Construction Authority (BCA) to develop and implement technologies and digital solutions to push the limits of buildings’ energy efficiency standards. Category: Innovation Searchhttps://www.spgroup.com.sg/search?tag=energy-brain Search Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/data-science-and-ai-deliver-efficient-energy-solutions-to-customers 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 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. SP Group awarded BCA grant to power next-gen green buildings SP Group (SP) was awarded a grant by the Building and Construction Authority (BCA) to develop and implement technologies and digital solutions to push the limits of buildings’ energy efficiency standards. Category: Innovation Searchhttps://www.spgroup.com.sg/search?tag=energy-brain Search Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/data-science-and-ai-deliver-efficient-energy-solutions-to-customers 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 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. SP Group awarded BCA grant to power next-gen green buildings SP Group (SP) was awarded a grant by the Building and Construction Authority (BCA) to develop and implement technologies and digital solutions to push the limits of buildings’ energy efficiency standards. Category: Innovation Searchhttps://www.spgroup.com.sg/search?tag=energy-brain Search Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/data-science-and-ai-deliver-efficient-energy-solutions-to-customers 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 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. SP Group awarded BCA grant to power next-gen green buildings SP Group (SP) was awarded a grant by the Building and Construction Authority (BCA) to develop and implement technologies and digital solutions to push the limits of buildings’ energy efficiency standards. Category: Innovation Searchhttps://www.spgroup.com.sg/search?tag=energy-brain Search Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/data-science-and-ai-deliver-efficient-energy-solutions-to-customers 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 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. SP Group awarded BCA grant to power next-gen green buildings SP Group (SP) was awarded a grant by the Building and Construction Authority (BCA) to develop and implement technologies and digital solutions to push the limits of buildings’ energy efficiency standards. Category: Innovation Searchhttps://www.spgroup.com.sg/search?tag=innovation Search Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/developing-the-digital-core-of-sustainable-energy-solutions SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Developing the digital core of sustainable energy solutions INNOVATION Ibrahim Ghouth Wu, Infrastructure and Platforms Lead at SP Digital. Ibrahim first started as a Senior Systems Engineer in IT Operations, ensuring that servers Category: Innovation Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/pushing-the-frontiers-of-innovation SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Pushing The Frontiers Of Innovation INNOVATION Brandon Chia, Managing Director of Investments, at SP’s Concept Lab. A former SP cable-jointing workshop at Woodleigh has been upcycled to be the birthplace of cutting-edge discoveries Category: Innovation Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/sp-unveils-blockchain-powered-renewable-energy-certificates-marketplace SP Energy HubAnnual ReportReliabilitySustainabilityInnovation SP Unveils Blockchain-Powered Renewable Energy Certificates Marketplace INNOVATION SP Group presented one of the world’s first blockchain powered marketplace platform that will promote the transaction of renewable energy certificates Category: Innovation Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/sp-group-s-innovative-battery-wins-ministry-of-national-development-award SP Energy HubAnnual ReportReliabilitySustainabilityInnovation SP Group’s Innovative Battery Wins Ministry of National Development Award INNOVATION At the Urban Sustainability R&D Congress 2019, SP Group was recognised for developing an innovative energy storage system that promotes the use Category: Innovation Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/data-science-and-ai-deliver-efficient-energy-solutions-to-customers 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 Category: Innovation Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/world-s-first-blockchain-powered-rec-marketplace SP Energy HubAnnual ReportReliabilitySustainabilityInnovation World’s First Blockchain-Powered Rec Marketplace INNOVATION SP Group launched the world’s first blockchain-powered renewable energy certificate (REC) marketplace . SP’s blockchain marketplace enables the trading of REC – for renewable Category: Innovation Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/helping-corporates-achieve-their-green-targets SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Helping Corporates Achieve Their Green Targets INNOVATION Ms May Liew, Head of Sustainability & Open Innovation, SP Group (seated, left) and Mr Jared Braslawsky, Secretary General of the I-REC Standard Foundation (seated, right), signed Category: Innovation Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/sp-group-and-hyundai-to-accelerate-adoption-of-evs-in-singapore SP Energy HubAnnual ReportReliabilitySustainabilityInnovation SP Group and Hyundai to Accelerate Adoption of EVs in Singapore INNOVATION SP Group (SP) and Hyundai will jointly develop a new business model for battery leasing, or Battery-as-a-Service (BaaS) – a first in Southeast Asia – where EV Category: Innovation Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/using-get--to-help-mercatus-digitally-manage-their-tenant-utilities SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Using GET™ to help Mercatus digitally manage their tenant utilities INNOVATION Dashboard view of GET™ TenantCare, which provides Mercatus with insights on utility usage data. SP Group (SP) is partnering Mercatus Co-operative Limited Category: Innovation Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/world-s-first-index-for-smart-grid SP Energy HubAnnual ReportReliabilitySustainabilityInnovation World’s First Index for Smart Grid INNOVATION SP Group launched the world's first smart grid index to help utilities measure and advance in key dimensions of grid development. Using publicly available data, SP applied the framework on 45 Category: Innovation Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/sp-group-to-roll-out-singapore-s-first-large-scale-smart-water-metering-system SP Energy HubAnnual ReportReliabilitySustainabilityInnovation SP Group to roll out Singapore’s first large-scale smart water metering system INNOVATION SP Group will roll out Singapore’s first large-scale smart water metering project following the award by National Water Agency PUB to supply Category: Innovation Innovationhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/innovation/sp-group-awarded-bca-grant-to-power-next-gen-green-buildings SP Energy HubAnnual ReportReliabilitySustainabilityInnovation SP Group awarded BCA grant to power next-gen green buildings INNOVATION SP Group (SP) was awarded a grant by the Building and Construction Authority (BCA) to develop and implement technologies and digital solutions to push the limits Category: Innovation 1 2 3 4 5 ..... 15 [20191029] The Business Times - Powering Singapore for the futurehttps://www.spgroup.com.sg/dam/jcr:b54cd553-54c8-4a3c-bd40-974dbb2db5e2 As Singapore continues to strike a balance between providing reliable supply and cost to consumers, it is modernising its grid and exploring opportunities that can be pursued in renewables, data analytics, control and consumer empowerment. This is key to addressing climate change. BT FILE PHOTO Powering Singapore for the future Advances in digital technologies will usher in the use of smart meters within a Smart Grid, communications networks and data management systems. BY SUBODH MHAISALKAR AND AMIT PATHARE CLIMATE change – a key topic during the Singapore International Energy Week – is the existential threat today. The drumbeats are getting louder, and the world is beginning to listen. On the other hand, with improving living standards, growth in global energy demand is seen as inevitable. These seemingly contradictory priorities of growth and reducing environmental impact are prompting governments and corporations to consider the challenges and opportunities presented by green growth where economic expansion is decoupled from energy usage. A large proportion of the global strategy for reduction in emissions intensity will rely on electrification and deployment of renewable energy. The world’s primary energy supply continues to rely on fossil fuels like coal, gas and oil. Renewables contribute only around a quarter of the energy mix, even though their share is growing. Driven by falling costs of solar cells and wind energy (88 per cent and 54 per cent reduction respectively from 2010 to 2019), investments in renewables capacity continue to outstrip those in new capacity of fossil fuel-based power generation. Battery costs have similarly fallen 86 per cent from 2010 to 2019, making electric vehicles progressively cheaper and easier to provide back-up for solar cells for when the sun doesn’t shine. Energy demand delivered by electricity (for example, transportation, cooking, cooling) will double from 19 per cent in 2017 to 40 per cent in 2050. This shift to renewables and electrification will require a fresh look at the power sector. The current “power grid”, designed in the late 19th century, is uni-directional where energy flows from central power plants to the customers. In Singapore, power-generation companies produce electricity which is transported to customers via the power grid owned and operated by SP Group. Integrating renewables and catering for large variable loads (such as charging of electric cars and buses) have created the need for the advent of the “Smart Grid”. THE SMART GRID Recent years have seen numerous advances in digital technologies. These advances include smart meters, communications networks and data management systems that enable two-way communication between utilities and customers. Better monitoring and control have enhanced both energy efficiency and reliability. The Smart Grid is thus an electricity network that enables integration of renewables and uses smart technologies to better serve consumers. SP Group’s Smart Grid Index 2019 compares 75 utilities from 35 countries. US and European utilities were ranked higher than many Asian utilities. This could be attributed to the US/European utilities’ continued focus on green energy adoption. Singapore was ranked 33rd (score of 66 per cent), while utilities from the Asean countries were ranked between the 50s and 60s with scores in the range of 45-50 per cent. Asia-Pacific utilities have also made significant improvements in Distributed Energy Resources, security and customer empowerment and satisfaction. US/European utilities fare better in areas including monitoring and control, data analytics, renewables integration, green energy, security as well as consumer empowerment. By one indicator – the System Average Interruption Duration Index which measures the average duration of interruption in power supply, indicated in minutes per customer – Singapore is the undisputed world leader. The Republic’s grid performance, measured in terms of both the frequency and duration of grid outages, is far better than that of even the other cities in the top 10 – including Tokyo, Frankfurt, London, Taipei and Hong Kong. Singapore’s high performance may be explained by our urban, high-density networks, continuous investments in advanced technological solutions, and the use of underground cables instead of overhead lines that are vulnerable to natural disasters. Singapore’s approach towards Smart Grids prioritises sustainable growth, energy security and affordability. The grid charges in Singapore for the average consumer are among the lowest in the world. Some consumers may be willing to pay more for fewer outages, but it is neither feasible to charge different prices according to the quality of electricity supply nor socially possible to impose high charges on everyone. As Singapore continues to strike a balance between providing reliable supply and cost to consumers, it is modernising its grid and exploring opportunities that can be pursued in renewables, data analytics, control and consumer empowerment. THE SMART GRID OF TOMORROW Source: The Business Times © Singapore Press Holdings Limited. Permission required for reproduction. Levelling up, the Smart Grid of tomorrow is envisioned to be a technology leap that will usher in the Internet of Energy, with the capability to manage millions of connected devices at all levels of the grid. Replacing today’s analog power-line transformers with power electronics will allow bi-directional energy flows, enable intelligent and remote network management, and usher in the era of a fully digital power grid. The grid will also require an added buffer of storage and demand sinks and an array of power devices that will allow it to absorb massive swings in supply and demand and cater for intermittency of renewables. These hardware improvements will be optimised by a range of software solutions driven by stochastic algorithms that integrate supply and demand movements. We can think of it in terms of a new Artificial Intelligence “brain” for the grid that can: ■ absorb and structure the vast amounts of data being continually generated by a multitude of devices; ■ deploy platforms and protocols for these devices to “communicate” with each other; and ■ adapt, learn and evolve in order to keep improving grid efficiency without compromising on security. Transactive platforms could potentially use blockchain technology with embedded encryption for power transactions enabled by ultra-fast 5G telecommunications networks. As Singapore’s challenges are markedly different from America’s and Europe’s, we require a different approach. Feed-in-tariffs, microgrids, natural disasters and transmission over hundreds of kilometres are not top challenges to the Singapore power grid. Instead, Singapore has to deploy and integrate renewables into its power system. Although the architectures of future grids are still emerging, Singapore’s priorities include clean energy generation, energy efficiency and grid resilience. Initiatives to support these include power generation from natural gas and potentially hydrogen in the future, deployment of solar cells coupled with energy storage, building and industrial energy efficiency, and electrification of transport. The time for incremental efforts is gone. A groundbreaking shift in clean energy deployment, underpinned by the right supporting infrastructure for scaleup of these solutions, is the way. In keeping with the Smart Nation vision, the Smart Grid offers an unparalleled opportunity to leverage the full potential of electrification that enhances security, reliability and affordability. This is key to addressing climate change and delivering sustainable development for Singapore. ❚ The writers are from the Energy Research Institute (ERI), Nanyang Technological University (NTU) of Singapore. Subodh Mhaisalkar is associate vice-president and professor at the School of Materials Science and Engineering at NTU, and also executive director of the ERI. Amit Pathare is a senior scientist and programme director at ERI. SP Group Sustainability Review FY2019-2020https://www.spgroup.com.sg/dam/spgroup/pdf/about-us/our-sustainability-commitment/SP-Group-Sustainability-Review-FY2019-2020.pdf SP Group Sustainability Review FY2019/2020 SP GROUP Sustainability Review FY2019/2020 Scope of Review This is the annual sustainability review published by SP Group for the financial year 1 April 2019 to 31 March 2020. The scope of this review covers SP Group’s Singapore-based operations. Sustainability Strategy SP Group’s mission is to deliver reliable and efficient utilities services to enhance the economy and the quality of life of our consumers. This mission is rooted in our value system of commitment, integrity, passion and teamwork. Sustainability is central to our mission and guides us to achieve our mission in a responsible and committed manner. As a leading energy utilities company, we anchor our sustainability strategy around the United Nation’s Sustainable Development Goal (SDG) 7 – to ensure access to reliable, sustainable and modern energy for all. For more information, please refer to https://www.un.org/sustainabledevelopment/energy/ 7.1 Enhance energy access SDG 7 has three key targets: 7.2 Increase renewable energy 7.3 Promote energy efficiency Industry collaboration in energy technology and investment in energy infrastructure are identified as key enablers to meet these targets. We aspire to be a leading utilities company in a low-carbon future and providing energy that is reliable and sustainable is central to this long-term strategy. We recognise that to enable this clean transition, we need to invest in innovative technologies and infrastructure. We also understand that our actions need to extend beyond our own operations, to those of our customers who can create a large share of the impact through their choices and decisions. With this in mind, we have identified three strategic areas that support our actions towards the achievement of SDG 7: (1) Network Reliability, (2) Innovation and (3) Customer Empowerment. Mission: Deliver reliable and efficient utilities services to enhance the economy and the quality of life Network Reliability Value System: Commitment, Integrity, Passion, Teamwork customer empowerment Innovation 02 SP GROUP Sustainability Review FY2019/2020 In addition to helping customers reduce their carbon footprint, SP Group is committed to reducing the environmental impact from our business operations. In 2019, an extensive data collection exercise was completed to calculate the greenhouse gas (GHG) emissions following the principles in the Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (revised edition). FY2019/2020 emissions Absolute, tonnesCO 2 e Intensity, kgCO 2 e/MWh sold Scope 1 25,966 0.54 Scope 2, location based 355,110 7.38 The bulk of SP Group’s GHG emissions in Scope 2 resulted from the dissipated energy emissions from technical losses via the distribution network and the transmission system in Singapore. While these emissions are inherent in the operations of the network, SP Group is committed to identifying opportunities to reduce the emissions from other key business activities that we operate and can influence. Value Add 30 Vision 2030 Reduce Carbon 30 We have set ourselves a “30-30-30” target to add at least 30 per cent value to our customers and reduce our carbon footprint by 30 per cent, by 2030. With FY2018/2019 as the baseline year where applicable, selected performance indicators will be measured and tracked in relation to our material topics of network reliability, innovation and customer empowerment. Our SAIDI performance for electricity network improved to 0.56 minute as compared to 0.87 minute in the previous year More than 29,000 tonnesCO 2 e avoided from our various low carbon solutions offered to our customers In FY2019/2020, our System Average Interruption Duration Index (SAIDI) for electricity network improved to 0.56 minute as compared to 0.87 minute in the previous year. Commonly used as a reliability indicator by electricity companies, SAIDI measures the average outage duration experienced by each customer served. Our improvement reflects the continuous efforts we have put in place to ensure our customers are provided with reliable electricity supply. We have also facilitated the switch for 46 per cent of residential customers and 43 per cent of small business customers in the Open Electricity Market, enabling them to enjoy savings of 20 per cent to 30 per cent off the regulated tariff. Customers also have the option of a non-standard price plan to buy electricity from the wholesale electricity market. The various initiatives that have resulted from our focus on innovation have helped to reduce the carbon footprint of our customers through avoided emissions. In FY2019/2020, the carbon dioxide (CO 2 ) emissions avoided amounted to more than 29,000 tonnes carbon dioxide equivalent (tonnesCO 2 e), which was 19 per cent more than the baseline year of FY2018/2019. 03 SP GROUP Sustainability Review FY2019/2020 Contributing to SDG 7 Targets SDG targets by 2030 Material topic Our key contributions 7.1 Energy Access Ensure universal access to affordable, reliable and modern energy services. Network reliability Innovation • Investing in network infrastructure upgrades • Deploying smart grid technologies to improve and maintain network reliability • Increasing electric vehicle charging stations Customer empowerment • Enabling access to the Open Electricity Market by empowering customers to choose electricity packages and enjoy savings • Deploying digital solutions for energy consumers 7.2 Renewable Energy Increase substantially the share of renewable energy in the global energy mix. Innovation • Deploying solar PV projects • Testing green hydrogen • Testing waste-to-energy solutions • Issuing and trading of Renewable Energy Certificates 7.3 Energy Efficiency Double the global rate of improvement in energy efficiency. Innovation Customer empowerment • Developing smart building and smart district level solutions • Deploying district cooling and energy saving solutions • Deploying smart technology through advanced electricity meters and SP Utilities mobile app • Spreading environmental awareness through GreenWall, GreenUP, Energy Challenge and My Carbon Footprint Refer to page 17 for more details on these initiatives 04 SP GROUP Sustainability Review FY2019/2020 Network Reliability Why This is Material SP Group serves a large customer base who expects uninterrupted power and a high-quality maintenance framework. We understand that people and businesses rely on us to provide consistent and reliable power. SP Group aims to deliver a high reliability rate with near-zero downtime. Network reliability will continue to be a key topic to SP Group as we strive to deliver excellence in our service provision and operations. Management Approach Network Maintenance Singapore has one of the best electricity and gas network systems in the world. Despite all our efforts, supply interruption is inevitable. They occur due to various reasons including network failure, damage by third parties, faulty equipment at customer sites or issues with the source of the supply. Electricity Network To minimise occurrence of power failure, SP Group carries out regular maintenance measures. One of the measures is online condition monitoring which checks the network around the clock. Any anomalies detected will trigger a response for the team to carry out rectification works to ensure the continued well-being of the equipment. In 2019, to enhance speed and accuracy in predicting anomalies, we have implemented online condition monitoring for newly installed 230kV and 400kV cable joints, and for all 230kV, 400kV and new 66kV switchgears. We are in the process of doing the same for all 22kV source station’s switchgears, to be completed by 2022. We also carry out physical monitoring every six to nine months. This measures the voltage and equipment condition when the checks are being conducted. If a power failure occurs, we take remediation actions to minimise the impact and downtime. Implemented online condition monitoring for newly installed 230kV and 400kV cable joints, and for all 230kV, 400kV and new 66kV switchgears to enhance speed and accuracy Employees work 24/7 at SP Group’s distribution control centre, the nerve centre of Singapore’s power grid, to ensure supply reliability. 05 SP GROUP Sustainability Review FY2019/2020 SP Group’s mobile generator crew is on standby 24/7. 1. Remote switching 2. Manual switching 3. Mobile generators 4. Cable jointing When a power fault is detected, this first course of action disconnects the affected equipment from the network and reconnects it to an alternative supply source. In 2019, we implemented remote switching capabilities for all 6.6kV distribution networks substations, enabling quicker restoration should a supply interruption occur. This is conducted when remote switching is unable to restore power supply. Power faults in low-voltage networks, such as damage to overground boxes that are used to transmit electricity to customers, are usually resolved through manual switching. These generators are deployed when power faults are reported and are used to provide temporary electricity supply while network issues are being resolved. This is conducted when switching is unable to resolve the power fault and the mobile generators cannot access the substation where the fault has occurred. Manual switching 06 SP GROUP Sustainability Review FY2019/2020 Gas Network SP Group owns and operates the gas network to supply gas to industrial, commercial and residential customers. The high pressure gas transmission system transports the main fuel source for Singapore’s power generation plants. A whole-of-life approach to asset management is adopted to manage risk and ensure that the gas network is developed, maintained and operated in a safe manner. The gas network is monitored round the clock in a system control centre. A Supervisory Control and Data Acquisition (SCADA) system is deployed on the transmission system to avail remote monitoring and operations capability, which enables immediate response to incidents. When incidents occur, response is centrally managed to ensure that performance recovery is quick and directed, and disruption to customers is minimised. SP Group checks the gas regulators regularly to ensure optimal gas supply pressure for customers. Regular inspections and maintenance are conducted on our assets to maintain reliability. An asset renewal programme tracks asset performance and replaces deteriorating assets efficiently. Patrol and leak survey of the pipelines are conducted to detect third party activities and gas leaks respectively. Dedicated planning of assets, selection of materials, project management and strict testing requirements are in place to maintain the integrity of the gas network. This enables continual good performance to existing consumers and supply to new consumers. International Collaboration In ensuring a more secure, accessible and sustainable energy future, SP Group is an active member of several international and regional working groups which benchmark and share best practices on grid operations. Participants at the 2019 HAPUA Council meeting. SP Group represents Singapore in the Heads of ASEAN Power Utilities Authorities (HAPUA) Pantone 2235C C75 M0 Y35 K0 R0 G176 B178 Pantone Red 032C C0 M91 Y87 K0 R239 G63 B54 Pantone 286C C100 M60 Y0 K6 R0 G98 B170 Pantone Process Yellow C C0 M0 Y100 K0 R:255 G242 B0 In the International Utility Working Group that was formed in 2003, SP Group is one of the utilities companies in the 10-member countries that meet annually to address grid reliability and security, integrating clean energy sources and meeting the digital needs of customers. In Southeast Asia, SP Group represents Singapore in the Heads of ASEAN Power Utilities Authorities (HAPUA). HAPUA’s key objectives include strengthening regional energy security through interconnection development and enhancing the quality and reliability of the electricity supply system. SP Group is the Chair of the Working Group #3 to focus on the areas of Distribution, Power Reliability and Quality. 07 SP GROUP Sustainability Review FY2019/2020 SP Group continues to invest in infrastructure to uphold network reliability. Initiatives Energy Access – SDG 7.1 Investing in Network Infrastructure Upgrades Planning and investing in network infrastructure upgrades is key to ensuring consumers have reliable and safe access to electricity. As part of our accelerated gas mains renewal programme, we have replaced more than 70km of aging ductile iron pipelines with more durable polyethylene pipes. This significantly reduces the risk of gas leaks and improves gas safety. We have embarked on the upgrading of two key operational systems, for gas network monitoring and control, and to support all gas market activities in Singapore. The final connection of our transmission network in the north of Singapore was also completed, enhancing the security and reliability of supply serving Liquefied Natural Gas (LNG) customers in the area. Commissioned a new 400kV substation to support more industrial capacity We have a long-term asset renewal strategy – based on the performance, condition and age of our equipment – to ensure that our electricity network remains resilient. We commissioned a new 400kV substation to support more industrial capacity and renewed one of two 230kV interconnections between Singapore and Malaysia. We have also replaced 606 switchgear panels, 158 transformers and 253km of cables in the distribution network. In 2012, we commenced an underground transmission cable tunnel project to support SP Group’s long-term plan of securing reliable and efficient electricity supply for Singapore. The project will allow us to install, repair and replace aging assets, and upgrade our network efficiently, with minimal inconvenience to the public. We have since installed and commissioned seven transmission cable circuits in our cross-island underground cable tunnels that were completed in 2019. These circuits, spanning close to 138km, are part of our long-term plan to replace aging assets and meet Singapore’s future electricity needs. 08 SP GROUP Sustainability Review FY2019/2020 Smart Grid Index In 2018, we launched the world’s first Smart Grid Index (SGI) to help utilities measure and advance in key dimensions of grid development. The SGI received strong endorsement from industry experts and stakeholders. Covering seven key aspects of an electricity grid – 1) supply reliability; 2) monitoring and control; 3) data analytics; 4) integration of Distributed Energy Resources (DER); 5) green energy; 6) security, and 7) customer empowerment and satisfaction – the SGI allows utilities to understand their strengths and areas they can improve in. Today, the SGI measures and benchmarks grid smartness across 75 utilities from 35 countries. In 2019, utilities in Asia Pacific nations made significant improvements in the rankings with an overall improvement of 10 percentage points from 2018. Improvements were most notable in areas of integration of DER, security, and customer empowerment and satisfaction. For further details on the benchmarking scores, please refer to https://www.spgroup.com.sg/what-we-do/smart-grid-index. SECURITY & SATISFACTION CUSTOMER EMPOWERMENT Best Practices by Dimensions GREEN ENERGY MONITORING & CONTROL DER INTEGRATION DATA ANALYTICS SUPPLY RELIABILITY Performance Network reliability is an important contributor to the economy and SP Group aims to ensure minimum disruption to electricity and gas supply for all businesses and households. There are two key indicators that our industry measures when assessing performance on network reliability: i) SAIDI, a system index of average duration of interruption in the power supply indicated in minutes per customers, and ii) System Average Interruption Frequency Index (SAIFI), a system index of average frequency of interruptions in the power supply. In FY2019/2020, our SAIDI for the electricity network improved by over 35 per cent. FY2018/2019 FY2019/2020 Electricity SAIDI (min) 0.87 0.56 SAIFI 0.0307 0.0366 Gas SAIDI (min) 0.0932 0.2637 SAIFI 0.0014 0.0019 To ensure minimal service disruption to our gas network, we have been actively replacing aging ductile iron pipelines with more durable polyethylene pipes to improve our gas SAIFI and SAIDI performance. Future Outlook To meet the 30-30-30 targets and minimise customer supply interruption, we actively invest in infrastructure, technology and engineering capabilities to uphold high performance standards. We continually look for innovative and cost-effective ways to deliver faster and better services and empower our staff with the knowledge they need to increase productivity and bring value to our customers and stakeholders. 09 SP GROUP Sustainability Review FY2019/2020 Innovation Why This is Material Singapore has pledged to reduce its Emissions Intensity by 36 per cent from 2005 levels by 2030. It has recently committed to enhance its nationally determined contribution to the absolute peak emissions level of 65 million tonnes of CO 2 equivalent around 2030. By 2050, Singapore aims to halve the amount of emissions it produces from its 2030 peak, with the view to achieve net-zero emissions as soon as viable in the second half of the century. Innovation and new technologies are central to facilitating this transition. SP Group can be a key facilitator and enabler for this change. Our investments in climate-friendly innovations will not only power a greener tomorrow for our business, they benefit the entire ecosystem, including organisations and individuals trying to reduce their own footprint. Management Approach SP Group takes an active approach to keep at the forefront of new technologies. Our approach has been to tap the global innovation ecosystem for exposure, test new solutions and build new capabilities to enable us to deliver value-added solutions to customers. SP has been actively engaging the global innovation ecosystem through programmes such as the Free Electrons Global Accelerator. In partnership with nine other global utilities, SP Group invites promising energy-related start-ups to apply for the accelerator programme which runs annually. Into its fourth edition in 2020, Free Electrons received a total of more than 850 start-up applications from 86 countries. Since 2017, Free Electrons has received more than 2,300 applications and investments were made in more than 100 pilot programmes while more than S$30 million has been invested in start-ups. SP Group invests in venture capital funds globally to access the innovation ecosystems and keeps abreast of market and technology developments. Our venture capital funds provide SP Group with deal flow access to start-ups globally including Asia, US and Europe. Through this innovation ecosystem, SP Group has been identifying relevant and promising technologies to run pilots. This approach allows us to validate the technologies and performance in our local environment, and build new capabilities as we partner start-ups and organisations to develop new solutions. By 2050, Singapore aims to halve the amount of emissions it produces from its 2030 peak, with the view to achieve net-zero emissions as soon as viable in the second half of the century Since 2017, Free Electrons has received more than 2,300 applications from innovative energy startups. More than 100 pilot programmes were initiated between the utilities and start-ups. More than S$30 million has been invested in the start-ups. Free Electrons utilities and start-up participants in Berlin, Germany. 10 SP GROUP Sustainability Review FY2019/2020 Initiatives Energy Access – SDG 7.1 Electric Vehicle Charging The switch to low-carbon electric vehicles (EVs) is seen as an increasingly viable route for the decarbonisation of the transportation sector globally. With our geographic size, economic landscape and existing infrastructure, Singapore is well-placed to adopt green mobility, and SP Group aims to drive this change. Over the past two years, SP Group has been partnering organisations to set up EV charging stations across the island, in line with the government’s longerterm plan to build 28,000 electric vehicle charging points by 2030. In 2019, the high-speed EV charging network was increased to 200 points across Singapore, including 52 direct current fast chargers. Locating the charging points can be done via the SP Utilities app. Through the app, users can start and stop charging, and pay for the electricity used. This allows for greater convenience to users to access the largest fleet of EV charging points in Singapore. Renewable Energy – SDG 7.2 Solar Panels SP Group has installed solar photovoltaic (PV) panels at our headquarters and district offices and developed storage systems to harness and deploy energy efficiently. This experience enables us to work with partners in the community and industrial customers to achieve similar sustainable outcomes. The Integrated Energy Solutions system includes features like the SP Group’s direct current fast charging points offer our customers a convenient and quick way to charge their electric vehicles. “ We are very pleased to work with SP Group on the enabling infrastructure for EVs at Paya Lebar Quarter. We see EVs as representing a better environmental solution for c

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’s Integrated Energy Solutions to Power Rangsit University’s Green Energy Transformation SP is partnering Rangsit University (RSU) in Thailand to transform RSU’s main campus into a smart energy, low-carbon academic environment. Empowering change 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. SP’s first batch of agrivoltaic assets in Guangdong Province, China In China, we are helping customers sustainably maximise farm yields – solar and agriculture – as we invest in our first batch of agrivoltaic assets in Guangdong Province.

SP Energy HubAnnual ReportReliabilitySustainabilityInnovation SUSTAINABILITY We are committed to helping our customers save energy and cost. To achieve this, we are tapping on innovation solutions, coupled with the use of renewables and energy storage solutions, to power a greener tomorrow. SP Group’s Integrated Energy Solutions to Power Rangsit University’s Green Energy Transformation SP is partnering Rangsit University (RSU) in Thailand to transform RSU’s main campus into a smart energy, low-carbon academic environment. SustainabilityThailand Empowering change 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. People of SpSustainabilityReliability Empowering Green Capabilities Satinderpal Singh and Fong Yi Kit deal with the polarising "hot" and "cold" elements at work, but share one thing in common: empowering organisations with tools to create a low carbon, smart energy Singapore. People of Sp SP’s first batch of agrivoltaic assets in Guangdong Province, China In China, we are helping customers sustainably maximise farm yields – solar and agriculture – as we invest in our first batch of agrivoltaic assets in Guangdong Province. SustainabilityAgrivoltaic view more

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.

Our Core, Our Future ANNUAL REPORT 2005 Singapore Power Annual Report 2005 1 Contents Chairman’s Statement 7 Board of Directors 10 Corporate Governance 14 Senior Management 18 Corporate Highlights 20 Group Financial Highlights 23 Operational Review 25 • Singapore Power At Home 25 – SP PowerGrid 27 – PowerGas 37 – SP Services 45 • Singapore Power Overseas 51 – SP AusNet 53 – Asia 59 Our People, Our Community 61 2 Singapore Power Annual Report 2005 Our Mission We provide reliable and efficient energy utility services to enhance the economy and the quality of life. Our Values Commitment We commit to creating value for our customers, our people and our shareholders. We uphold the highest standards of service and performance. Integrity We act with honesty. We practise the highest ethical standards. Passion We take pride and ownership in what we do. Teamwork We support, respect and trust each other. We continually learn, and share ideas and knowledge. Singapore Power Annual Report 2005 3 Our Core, Our Future “ Growth, new challenges and adaptability are symbolised in this ceramic wall mural (facing page). The pillars depict the strength which is gained from unity, while the concentric configurations, made up of separate pieces, represent the role that each person has to play in contributing to the whole. Like the individuals who make up the organisation, each piece is unique. ” By Mural Artist Hasan Zolkifly Rahim 4 Singapore Power Annual Report 2005 Wall mural of stoneware with gold ash glaze at Singapore Power Building Singapore Power Annual Report 2005 5 Building on our strengths, we continued to achieve significant progress on many fronts during FY2005. It was a very successful year — SP AusNet was simultaneously listed in Australia and Singapore; network performance improved, maintaining world-class standards; continued investments were made to enhance and expand our electricity and gas networks; partnerships with customers were deepened; and new service initiatives launched. 6 Singapore Power Annual Report 2005 Chairman’s Statement Our Core, Our Future We celebrated our 10th Anniversary during the year under review. It was a significant milestone for all of us at Singapore Power (SP), marking a decade of changes, challenges, and achievements. In the relatively short span of 10 years, we have seen the liberalisation of the electricity industry in Singapore and the transformation of the market to one that is based on competition. The restructuring of the industry and the new rules of a competitive electricity market have had a profound impact on the nature and structure of our business and organisation. We can be justifiably proud of our achievements and our evolution in the liberalised electricity sector. We have done this by strengthening and deepening our core capabilities and expertise to enhance our standing and performance. Today, we are the sole electricity and gas transmission and distribution company in Singapore. Our Australian subsidiary, SP AusNet, owns the sole electricity transmission network and one of the electricity and gas distribution networks in Victoria. We also provide integrated utilities support services for electricity, gas, water and refuse collection in Singapore. And we have maintained our good credit ratings of “AA” from Standard & Poor’s and “Aa1” from Moody’s. Building on our strengths, we continued to achieve significant progress on many fronts during FY2005. FINANCIAL PERFORMANCE For the financial year ended 31 March 2006, SP Group reported a proforma net profit of $726 million, excluding exceptional and nonrecurring items, up 6% from a year ago. Total revenue rose 17.1% to $4.84 billion. Total assets stood at $18.7 billion. Currently, the Group has close to 3,800 staff. SP AUSNET LISTING A SUCCESS A major corporate highlight was the successful simultaneous listing of SP AusNet on the Australian and Singapore stock exchanges. The Initial Public Offering was greeted by enthusiastic response and support from investors in Australia, Singapore, United States and Europe. BIG GAINS IN ELECTRICITY NETWORK PERFORMANCE In Singapore, our network performance achieved considerable improvements, reflecting our commitment to maintaining a world-class power network. There was a shorter system average interruption time; fewer supply interruptions; and lower interruption frequency as well as interruption duration indices. Singapore Power Annual Report 2005 7 Chairman’s Statement Meanwhile, feedback from our second annual customer survey showed better customer satisfaction than that of the first survey in 2004. CONTINUING INVESTMENTS AND EXPANSION Without letting up, we continued to push ahead with investments in our electricity infrastructure to ensure an efficient and reliable delivery of quality power into the future. We also increased the capacity of our natural gas transmission network and expanded the reach of our natural gas and town gas distribution. Priming ourselves for increasing opportunities beyond Singapore, we launched a new initiative called SP Global Solutions (SPGS). It will leverage upon the Group’s core competencies and intellectual property to provide management consultancy to overseas utilities as a means to enter into new markets and seize new expansion opportunities. The natural gas projects could potentially see up to 15,000 properties having access to natural gas for the first time while the transmission network augmentation projects are intended to support and meet load growth in Victoria’s metropolitan and regional areas. DEEPENING PARTNERSHIP WITH CUSTOMERS We are also deepening our relationship with customers in Singapore, working in close partnership with individual companies as well as industry sectors. A high-level Power Quality Advisory Panel, which includes chief executives from industry as members, was formed to address power quality issues at a macro and strategic level. At the industry level, the Electronics & Semiconductor Power Quality Interest Group was inaugurated. Interest groups for the Pharmaceutical and the Chemical & Petrochemical sectors will be launched in the coming year. In Victoria, Australia, SP AusNet further entrenched itself as a leader in electricity transmission and electricity and gas distribution. This follows its success in securing a natural gas extension programme to supply natural gas to a dozen regional towns, in tendering for two major transmission network augmentation projects, and the further expansion and development of its electricity transmission and distribution networks. NEW SERVICE INITIATIVES We continued to move towards improving customer services. A Pay-As-You-Use (PAYU) metering scheme was successfully launched, enabling customers whose utility payments are in arrears to better manage their consumption while discharging their outstanding bills over a period of time. 8 Singapore Power Annual Report 2005 We also made it even easier and more convenient for customers to pay their utility bills by expanding the channels to include the island-wide 7-Eleven convenience store chain. Customers can now pay their utility bills at any 7-Eleven convenience store, at any time — day or night — using cash, NETS or CashCard. A new common utility enquiry hotline was also introduced for the convenience of customers. An independent “mystery” audit last year found that overall service level improved from 77% to 85% over a 12-month period. A Customer Satisfaction Survey reinforced this finding, with results showing that 83% of customers were satisfied with our services. SERVING THE COMMUNITY We have always strived to be a part of the community in which we operate, contributing to charities and worthwhile causes. We are happy that we were able to commemorate our 10th Anniversary Celebrations with the launch of the Singapore Power Heartware Fund. We have raised more than $1 million so far to support Home Help Service programmes administered by the Community Chest. We are committed to raising $1 million a year for three years. My fellow members on the SP Board of Directors have faithfully and diligently carried out their duties, and have been unstinting in their valuable counsel. I would like to extend my deep appreciation to Ms Engeline Teh Guek Ngor who retired from the Board in July 2005. Our achievements in FY2005 were also made possible because of the dedication and commitment of our staff, all of whom can be proud of their role and position in the organisation and its success. The Union of Power and Gas Employees (UPAGE) has been highly effective in representing our staff through their responsible dialogue and partnership with Management to further improve employee relations for the benefit of all. We are also fortunate to have customers and business partners who are willing and responsive in working closely with us. I look forward to your continued support as Singapore Power builds on its core competencies to secure its future. LAST BUT NOT LEAST It has, indeed, been a very busy year for the SP Group, and a very fruitful one too. It is with great pleasure that I acknowledge and thank all those who have been a part of it. NG KEE CHOE Chairman Singapore Power Annual Report 2005 9 Board of Directors MR NG KEE CHOE, CHAIRMAN Mr Ng Kee Choe, 61, is the non-executive Chairman of Singapore Power Limited. He was appointed Director on 1 September 2000 and became its Chairman on 15 September 2000. He is also the nonexecutive Chairman of SP AusNet*. Mr Ng’s other current board directorships include his position as Chairman of NTUC Income Insurance Cooperative Ltd, and Director of Singapore Airport Terminal Services Ltd and Singapore Exchange Limited. He is also the President Commissioner of PT Bank Danamon Tbk of Indonesia, a member of the Temasek Advisory Panel and a member of the Advisory Council of China Development Bank. For his contributions to public service, Mr Ng was awarded the Public Service Star Award in 2001. MR TAN GUONG CHING Mr Tan Guong Ching, 59, is a nonexecutive independent Director of Singapore Power Limited. He was appointed Director on 1 June 2000. He is the Chairman of various companies, including SP PowerGrid Limited, Singapore Technologies Aerospace Ltd, Singapore Technologies Telemedia Pte Ltd, STT Communications Ltd and StarHub Ltd. He is also a Director of Allco (Singapore) Limited and Singapore Pools (Private) Limited. Mr Tan was formerly the Permanent Secretary for the Ministry of Home Affairs. 10 Singapore Power Annual Report 2005 MR ALAN CHAN HENG LOON Mr Alan Chan Heng Loon, 53, is a non-executive independent Director of Singapore Power Limited. He was appointed Director on 1 June 2001 and is also the Chairman of SP PowerAssets Limited. Mr Chan is currently the Chief Executive Officer and a Director of Singapore Press Holdings Ltd. He is the Chairman of Urban Redevelopment Authority and is a member of the External Review Panel (Quality Assurance Framework for Universities), the Board of Trustees, Courage Fund, Board of Governors of The Singapore-China Foundation, INSEAD Singapore Council and INSEAD France. Previously, Mr Chan was the Permanent Secretary for the Ministry of Transport and held directorships in DBS Group Holdings Ltd, The Development Bank of Singapore Ltd and PSA Corporation Ltd. He is currently on the boards of MediaCorp TV Holdings Pte Ltd, MediaCorp Press Ltd, Singapore Press Holdings Foundation Limited and TOM Outdoor Media Group Limited. MR ERIC GWEE TECK HAI Mr Eric Gwee Teck Hai, 67, is a nonexecutive independent Director of Singapore Power Limited. He was appointed Director on 1 January 2001. He is the Chairman of SP Services Limited and a Director of SP AusNet*. Mr Gwee is also a Director of WorleyParsons Ltd and the Melbourne Business School Ltd. In addition, he is the Chairman of the Board of Governors for the Institute of Technical Education (ITE) and ITE Holding Pte Ltd. Mr Gwee was the Chairman of the Public Transport Council from 1989 to 2005. He was also the Chairman of CPG Corporation Pte Ltd and was a Director of ExxonMobil Singapore Pte Ltd till 2001. For his many years of dedicated service to the community, Mr Gwee was awarded the Public Service Star in 1994 and the Public Service Star (Bar)[BBM(L)] in 2004. DR GEORGE ALLISTER LEFROY Dr George Allister Lefroy, 66, is a non-executive independent Director of Singapore Power Limited. He was appointed Director of Singapore Power Limited on 1 June 2000. He is also a Director of SP AusNet* and Cobar Consolidated Resources Ltd, as well as the President/Commissioner of PT Chandra Asri. Dr Lefroy is the Chairman of the Cambridge Australian Trust, Victorian Committee and a State Councillor of St John Ambulance Australia (Victoria) Pty Ltd. He also founded the Bruce Lefroy Centre for Genetic Health Research. Dr Lefroy was formerly the Executive Vice-President of Shell Chemicals Ltd and held directorships in Shell Eastern Petroleum Ltd, Petrochemical Corporation of Singapore Pte Ltd, Basell Eastern Pte Ltd and Saudi Petrochemical Company Ltd. Singapore Power Annual Report 2005 11 Board of Directors MR KEITH TAY AH KEE Mr Keith Tay Ah Kee, 62, is a nonexecutive independent Director of Singapore Power Limited. He joined the Board on 1 January 2002. He currently serves on the boards of several public companies, including Singapore Reinsurance Corporation Ltd, Singapore Post Limited and Stirling Coleman Capital Limited, of which he is Chairman. He is also the Chairman of Aviva Ltd. Mr Tay is currently a board member of the Singapore International Chamber of Commerce, of which he was Chairman from 1995 to 1997. He is also Vice Chairman of the Singapore Institute of Directors. He was the President of the Institute of Certified Public Accountants of Singapore from 1982 to 1992 and was the Singapore Representative on the Council of the International Federation of Accountants from 1987 to 1990. Mr Tay was also Chairman and Managing Partner of KPMG Peat Marwick from 1984 to 1993. MR HO TIAN YEE Mr Ho Tian Yee, 54, is a non-executive independent Director of Singapore Power Limited. He joined the Board on 1 May 2003. Currently, Mr Ho is the Executive Director of Pacific Asset Management (S) Pte Ltd and holds directorships in publicly-listed companies, including Fraser & Neave Ltd, Singapore Exchange Limited and Great Eastern Holdings Ltd. He also sits on the boards of non-listed companies — The Overseas Assurance Corporation Ltd, Times Publishing Ltd and The Great Eastern Life Assurance Company Ltd. Mr Ho was awarded the Public Service Medal in 1997. Mr Tay qualified as a Chartered Accountant in London, UK, in 1968, and is a Fellow of the Institute of Chartered Accountants in England and Wales. He was conferred the first International Award for outstanding contribution to the profession by the Institute of Chartered Accountants in England and Wales in 1988 and the BBM Public Service Star in 1990. The Institute of Certified Public Accountants of Singapore also conferred on Mr Tay the Gold Medal for distinguished service to the profession and made him an Honorary Fellow in 1993. 12 Singapore Power Annual Report 2005 MR TAN CHEE MENG Mr Tan Chee Meng, 49, is a nonexecutive independent Director of Singapore Power Limited. He was appointed Director on 1 August 2005. He is also a Director of SP PowerAssets Limited. Currently, he is the Managing Partner of Harry Elias Partnership and was appointed a Senior Counsel in 2006. Mr Tan is a member of the Singapore Institute of Arbitrators and an Accredited Adjudicator of the Singapore Mediation Centre. He is also on the Panel of Accredited Arbitrators of the Singapore International Arbitration Centre, and of Badan Arbitrase Nasional Indonesia. MR BOBBY CHIN YOKE CHOONG Mr Bobby Chin Yoke Choong, 54, is a non-executive independent Director of Singapore Power Limited. He was appointed Director on 23 January 2006. Currently, he is the Chairman of Singapore Totalisator Board and Changi Airports International Pte Ltd. Mr Chin serves on the boards of the Competition Commission of Singapore and several publicly-listed companies including Oversea-Chinese Banking Corporation Limited, AV Jennings Limited, The Straits Trading Company Limited, Yeo Hiap Seng Limited and Stamford Land Corporation Ltd. He also sits on the Boards of Trustees of the Singapore Management University and the Singapore Indian Development Association (SINDA). He was the Managing Partner of KPMG Singapore from 1992 to 2005 and Chairman of Urban Redevelopment Authority from April 2001 to March 2006. In 2003, Mr Chin was awarded the Public Service Medal. MR QUEK POH HUAT Mr Quek Poh Huat, 59, is the Group Chief Executive Officer and a Director of Singapore Power Limited. Within the Singapore Power Group, Mr Quek serves as Director on the boards of SP PowerAssets Limited, SP PowerGrid Limited and SP Services Limited. He is the Chairman and a Director of PowerGas Limited and SPI Management Services Pty Ltd. Mr Quek is also a Director of SP AusNet*. He is a board director of publicly-listed Singapore Technologies Engineering Ltd. Mr Quek is Singapore’s non-resident Ambassador to Sweden. He was awarded the Public Service Star Award in 1994. Information as at 15 June 2006 * A stapled group comprising SP Australia Networks (Transmission) Ltd, SP Australia Networks (Distribution) Ltd and SP Australia Networks (Finance) Trust, acting through its responsible entity, SP Australia Networks (RE) Ltd. It is dual-listed on the Australian Stock Exchange and the Singapore Exchange Securities Trading Limited. Singapore Power Annual Report 2005 13 Corporate Governance Ethics and Accountability The SP Board is committed to good corporate governance. The principles set out in the revised Code of Corporate Governance 2005 (the Code) for listed companies are followed closely by SP although it is not required to do so. SP has used the Code as its guide and has put in place an internal framework to ensure good corporate governance in its business practices and activities. The Whistleblower Policy, which was launched during the financial year, strengthens ethical business conduct in the Group. SP endeavours to enhance shareholder value by ensuring the highest standards of corporate governance and accountability. SETTING DIRECTIONS The Board provides broad strategic directions for the Group and undertakes key investment and funding decisions. In addition, the Board ensures that Management maintains a sound system of internal controls to protect the Group’s assets, and reviews the Group’s financial performance. The Board meets at least four times a year to review the Group’s business performance. In the last financial year, the Board met seven times and held a Board retreat. Newly-appointed Board Directors attend an orientation programme to familiarise themselves with the Group’s business and governance practices. The Group also provides on-going education on Board processes and best practices. ACCESS TO INFORMATION The Board is provided with complete information prior to Board meetings and on an on-going basis. Board papers include management financial reports, annual budgets and performance against budget, announcement of results, matters requiring Board’s decision, updates on key outstanding issues and disclosure documents as well as updates on new legislative developments. The Board also has separate and independent access to Senior Management and the Company Secretary. The Company Secretary ensures that Board procedures are observed and that the Company complies with the requirements of the Companies Act and other applicable regulations. Should the Directors, whether as a group or individually, require independent professional advice to carry out their duties, the Company will arrange to appoint, at the Company’s expense, a professional advisor to render advice. 14 Singapore Power Annual Report 2005 ACCOUNTABILITY In presenting the annual financial statements to the shareholder, the Board aims to provide the shareholder with a balanced and comprehensive assessment of the Group’s position and prospects. Management currently provides the Board with appropriately detailed management accounts of the Group’s performance, position and prospects on a monthly basis. There is a strong element of independence in the Board composition — independent nonexecutive Directors constitute more than threequarters of the entire Board. The independence of each Director is reviewed annually by a Nominating Committee in accordance with the Code of Corporate Governance. The current size of 10 Board members is appropriate for effective decision-making, taking into account the scope and nature of the Group’s operations. Collectively, the Directors possess a wealth of expertise and experience in the management of business at senior and international levels. BOARD COMMITTEES The Board is supported by specialised committees to facilitate effective supervision of Management. These are the Audit Committee, the Risk Management Committee, the Finance Committee, the Nominating Committee and the Staff Development and Compensation Committee. Audit Committee The Audit Committee (AC) comprises three non-executive Directors, all of whom are independent Directors as defined in the Code. The Board is of the view that the members of the AC have the financial management expertise and experience to discharge the AC’s responsibilities. The members are: Mr Keith Tay Ah Kee (Chairman) Mr Tan Chee Meng Mr Timothy Chia Chee Ming (co-opted external member) The main function of the AC is to assist the Board in discharging its statutory and oversight responsibilities relating to the financial reporting and audit processes; the systems of internal controls; and the process of monitoring compliance with the applicable laws, regulations and codes of conduct. The AC holds at least three meetings each year and is responsible for the following: • review and approval of the audit plans of external and internal auditors; • review of the adequacy of the internal audit function; • review of the financial accounts of the Group and the Company; • review of the independence and objectivity of the external auditors; and • nomination of external auditors for re-appointment. Singapore Power Annual Report 2005 15 Corporate Governance Risk Management Committee The Risk Management Committee (RMC) assists the Board in fulfilling its risk oversight responsibilities. The members are: Mr Ho Tian Yee (Chairman) Mr Tan Guong Ching Mrs Oon Kum Loon (co-opted external member) The RMC reviews and approves: • the type and level of business risks (risk appetite) that the Company, its subsidiaries and associated companies undertake on an integrated basis to achieve their business strategy; and • the Group-wide risk policies, procedures and methodologies for identifying, measuring, monitoring and managing risks that are consistent with its risk appetite. The RMC meets at least three times a year. The RMC is supported by the Group Risk Management Unit in its oversight of SP Group risks. Although the risk management responsibilities of the Board are executed through the organisational set-up mentioned above, the ultimate risk ownership rests with the business groups. Finance Committee The responsibilities of the Finance Committee are to: • consider and recommend, for SP Board’s approval, SP Group’s annual operating and capital expenditure budgets and business plans; • consider and approve SP Group’s mergers, acquisitions, divestments or corporate financial restructuring; • consider and approve or endorse, as the case may be, SP Group’s borrowings and financings; and • consider and approve or endorse such other matters as provided from time to time in the Authority Manual of SP Board. The Committee holds at least two meetings a year. The members are: Mr Ng Kee Choe (Chairman)* Mr Ho Tian Yee Mr Eric Gwee Teck Hai Mr Quek Poh Huat* * Non-independent Nominating Committee The Nominating Committee (NC) is responsible for formulating policies and guidelines on matters relating to Board appointments and re-appointments. The Directors’ performance, contribution and independence are taken into consideration in the Committee’s review and assessment. The NC comprises three Directors. 16 Singapore Power Annual Report 2005 The Chairman of the NC is an independent non-executive Director. The members are: Mr Alan Chan Heng Loon (Chairman) Mr Ng Kee Choe* Mr Quek Poh Huat * * Non-independent The NC, in consultation with the Chairman of the Board, considers and makes recommendations to the Board concerning the appropriate size and needs of the Board. New Directors are currently appointed by way of a Board resolution, after the NC has endorsed their appointment. The new Directors must submit themselves for re-election at the next Annual General Meeting (AGM) of the Company pursuant to the Articles of Association of the Company. The Articles of Association of the Company requires not less than one-third of Directors to retire by rotation at every AGM. maintains an appropriate and competitive level of remuneration to attract, retain and motivate senior executives to manage the Group successfully. No Director is involved or has participated in any proceedings in respect of his own remuneration. The SDCC comprises three Directors, two of whom are independent Directors. The members are: Mr Ng Kee Choe (Chairman)* Mr Tan Guong Ching Mr Alan Chan Heng Loon * Non-independent COMMUNICATION WITH SHAREHOLDER The Company values communication and ensures that timely and adequate disclosures of material information of the Company are made available to the shareholder. Staff Development and Compensation Committee The Staff Development and Compensation Committee (SDCC) oversees the remuneration of the Group Chief Executive Officer and senior executives. The SDCC establishes and Singapore Power Annual Report 2005 17 Senior Management MR QUEK POH HUAT Group Chief Executive Officer MR SIM KWONG MIAN Managing Director (SP PowerGrid) MR YAP CHEE KEONG Chief Financial Officer & Group Head (Corporate Services) MR NINO FICCA Managing Director (SP AusNet) MR ONG KENG KIAT Managing Director (SP Services) MR JOHN BAPTIST TAY Managing Director (PowerGas) 18 Singapore Power Annual Report 2005 MR WONG CHIT SIENG Head (Information Systems) MRS LYNN LOH Head (Human Resource & Administration) MS CHI PING HUEY Head (Legal & Corporate Secretariat) MS LOH HUI YIN Head (Corporate Communications) MR LIM HOWE RUN Head (Strategic Investments) & Head (Group Risk Management) MR WONG TOON SUAN Head (Group Initiatives) Singapore Power Annual Report 2005 19 Corporate Highlights Consolidation and Celebrations Two major events marked SP’s corporate calendar in FY2005 — SP AusNet’s public listing in Australia and Singapore, and SP’s 10th Anniversary Celebrations. Right: An SP AusNet IPO marketing balloon at Raffles Place in Singapore’s central business district In preparation for SP AusNet’s Initial Public Offering (IPO) and its listing, our business interests in Australia were restructured and consolidated. We sold our merchant energy business, and we integrated our transmission and distribution networks under SP AusNet. At the same time, a number of events and activities were organised to commemorate our tenth year of incorporation. In addition to the celebrations, we launched the Singapore Power Heartware Fund to focus our community efforts on helping the elderly in need of assistance. SP AUSNET IPO The SP AusNet IPO, which attracted much interest and was over-subscribed by more than two times, scored a number of firsts for SP and the capital market in Singapore. It is the first time the Group has listed one of its business units. When SP AusNet’s IPO was launched in November 2005, it was also the largest in Singapore since 1993. Additionally, it was the first dual Australian and Singapore IPO. SP AusNet has a primary listing on the Australian Stock Exchange and a secondary listing on the Singapore Exchange. Trading commenced on 14 December 2005. SP AusNet raised more than A$1.4 billion from investors in Australia, Singapore, United States and Europe. The complexity of having to comply with differing regulatory regimes in three separate markets was ably addressed by the team of in-house and external professionals. 20 Singapore Power Annual Report 2005 The SP AusNet IPO offered stapled securities, which is still relatively new in Singapore. Investors in SP AusNet hold triple-stapled securities consisting of one share of SP Australia Networks (Transmission) Ltd, one share of SP Australia Networks (Distribution) Ltd, and one unit in SP Australia Networks (Finance) Trust. SP, through wholly-owned subsidiary Singapore Power International Pte Ltd, holds a majority 51% stake in SP AusNet. SPI Management Services Pty Ltd (wholly-owned by SP) performs management services for SP AusNet under a management services agreement. The key benefits of stapled securities include cash distributions in excess of accounting profits and flexibility for future acquisitions. SP, through its wholly-owned subsidiary, SP (Belgium) Holdings SA, offered a 49% stake or 1.025 billion stapled securities in SP AusNet to investors. In Singapore, 210 million securities were allocated, of which 35 million went to the public. The strong support for the IPO resulted in SP AusNet fixing the price at A$1.38 ($1.75) per security. This represented an annualised forecast distribution yield of 7.96% for the financial year ended 31 March 2006, and increasing to 8.17% for the financial year ending 31 March 2007. Top: Group CEO Quek Poh Huat (right) and SGX CEO Hsieh Fu Hua at the start of trading for SP AusNet on the Singapore bourse. Left: First day of trading for SP AusNet on the Australian exchange Singapore Power Annual Report 2005 21 Corporate Highlights Minister of Trade and Industry, Mr Lim Hng Kiang, witnessing the presentation of the cheque for $750,000 to the National Council of Social Service SINGAPORE POWER 10TH ANNIVERSARY CELEBRATIONS Having successfully propelled itself from a domestic-based utility company to an international and dynamic group with a footprint across the Asia-Pacific region, SP celebrated its 10th Anniversary during the year. The highlight of the celebrations was the Anniversary Dinner held on 1 October 2005, which brought together key partners and players who have contributed to the development of the energy industry in Singapore. Some 700 guests and staff attended the Dinner, which was graced by the Minister of Trade and Industry, Mr Lim Hng Kiang, and Mrs Lim. The Minister launched the Singapore Power Heartware Fund during the Dinner at which a cheque for $750,000 was presented to the National Council of Social Service. Of the amount presented, $538,000 was raised through the sale of the dinner tables. The remaining amount was raised through donations from corporate sponsors and a pledge card drive among our staff, with SP matching staff pledges dollar-for-dollar. SINGAPORE POWER HEARTWARE FUND As SP celebrated a decade of progress and growth, the less fortunate in our society were not forgotten. As part of its 10th Anniversary Celebrations, the Singapore Power Heartware Fund was launched with the aim of achieving greater focus in our endeavours to enhance the quality of life of those in need of help. Thus, the Fund is committed to specifically helping the elderly in need, a segment of our population which is growing rapidly. The Fund will support Home Help Service programmes for the next three years. The programmes, administered by the Community Chest, benefit some 2,700 elderly people and their caregivers by providing essential services such as meal delivery, personal care hygiene, housekeeping, laundry and transport for medical consultations. A slew of fund-raising activities resulted in more than $1 million being raised for the Fund, with every dollar raised going to the beneficiaries. We are committed to raising $1 million a year for three years. A portion will be used to purchase hardware and equipment such as vans for old folks’ homes, and wheel chairs for the less mobile. All staff are also being encouraged to take part in voluntary work for the elderly under the various Home Help Service programmes, for which one day’s volunteer leave is given. 22 Singapore Power Annual Report 2005 Group Financial Highlights Key Financial Data REVENUE AND PROFIT ������������� �������������������� ����� ����� ����� ����� ��������� ����� ����� ����� ��� ��� ����� ��� � ��������� ��������� ��� ��� ��������� ��������� ������������� ������������������� ���������������� ASSETS AND SHAREHOLDER’S EQUITY ������������ �������������������� ������ ������ ������ ������ ��������� ������ ������ ����� ����� ����� � ��������� ��������� ��������� ��������� Singapore Power Annual Report 2005 23 24 Singapore Power Annual Report 2005 Operational Review Singapore Power At Home SP builds on its core capabilities and wealth of experience in the utilities industry to strengthen its future prospects. In the home market, we are firmly entrenched in electricity and gas transmission and distribution, and utilities support services through four major subsidiaries — SP PowerAssets, SP PowerGrid, PowerGas, and SP Services. Singapore Power Annual Report 2005 25 SP PowerGrid 26 Singapore Power Annual Report 2005 Operational Review management Mr Sim Kwong Mian Managing Director Mr Chan Eng Kiat General Manager (Regulatory & Network Planning) Mr Chang Swee Tong Deputy Managing Director Mr Albert Teow Director (Corporate Services) Mr Cheng See Tau General Manager (Network Management) Mr Law Chin Ho Director (Finance) Mr Chung Choon Heong General Manager (Network Development) Singapore Power Annual Report 2005 27 Our state-of-the-art Supervisory Control and Data Acquisition (SCADA) system ensures power supply reliability. At the Core of Power Quality 28 Singapore Power Annual Report 2005 Operational Review SP PowerGrid We have built up a robust electricity transmission and distribution network that is world-class in standard, employing leading-edge technology. At the heart of this network are two subsidiaries. They are geared towards providing quality power through investments in and management of a national electricity grid infrastructure that provides for future growth. SP PowerAssets (SPPA) is the owner of electricity transmission and distribution assets in Singapore. Its total fixed assets, valued at $6.5 billion, comprise a transmission network at 400kV, 230kV and 66kV, and a distribution network at 22kV, 6.6kV and 400V. SP PowerGrid (SPPG) manages and operates the electricity transmission and distribution networks owned by SPPA. SPPG adopts state-of-the-art technology and innovations to put in place a resilient infrastructure that ensures reliable and efficient supply of electricity to customers. Singapore Power Annual Report 2005 29 Checking gas content in cable oil: Our team of highly-skilled engineers and technicians is committed to ensuring that our transmission and distribution networks run smoothly. 30 Singapore Power Annual Report 2005 Operational Review SP PowerGrid RELIABILITY AND EFFICIENCY: NETWORK PERFORMANCE IMPROVEMENTS Key performance indicators for the electricity network for the year under review recorded major improvements over the same period last year. The system average interruption time, which has improved over the years, was further reduced from 4.32 minutes to 0.29 minute for the year, a significant improvement of 93% over the previous year. The number of supply interruptions, which saw continued reductions over the years, went down from 0.58 to 0.40 interruptions per 1,000 customers during the year under review, a healthy improvement of 31%. PREVENTIVE CHECKS: CONDITION MONITORING FOR BETTER PERFORMANCE SPPG’s efforts in condition monitoring continued to contribute to better performance, resulting in 55 potential failures being averted during the year. Since FY2001, a total of 255 potential failures were prevented, thus saving a repair bill of $26.4 million. WORKING IN PARTNERSHIP: IMPROVING SERVICE AND COMMUNICATION In its continual efforts to maintain close rapport with customers, SPPG organised the inaugural Power Quality Forum on 25 May 2005. The Forum, attended by customers, suppliers and retailers, provided a platform for knowledge sharing of power quality management experiences by renowned international experts. SHARING PRODUCTIVITY GAINS: GRID PRICING FURTHER REDUCED The average grid charge was reduced from 3.75 cents per kWh to 3.67 cents per kWh. This is the fourth consecutive year of price reductions to customers. High-tension customers were segmented into two new tariff categories — HT-Large (customers with monthly contracted capacity of at least 1,700kW) and HT-Small (contracted capacity of less than 1,700kW) — to better reflect the cost of service to the two groups of industrial customers. This is yet another way to help customers improve their competitiveness and make Singapore more attractive for investors. The setting up of Power Quality Interest Groups, which focus on high-technology industry sectors and provide opportunities for regular exchange of experiences and knowledge, was announced at the Forum. The Electronics & Semiconductor Power Quality Interest Group was inaugurated in October 2005, and interest groups for the Pharmaceutical and the Chemical & Petrochemical sectors will be established in the coming year. Singapore Power Annual Report 2005 31 Operational Review SP PowerGrid A high-level Power Quality Advisory Panel, led by SPPG Chairman with chief executives from industry as members, was formed for industry leaders to address power quality issues at a macro and strategic level. Customer Managers were appointed to enhance communication and working relations with SPPG’s key customers. There are about 150 key customers with whom SPPG maintains close rapport. A team of about 40 SPPG engineers visit these customers on a regular basis. REALITY CHECK: CUSTOMER SATISFACTION INDEX In the second annual customer survey conducted in December 2005, customers appraised SPPG with a customer satisfaction Work in progress at a new 400kV substation 32 Singapore Power Annual Report 2005 index of 7.5 out of 10. This is a significant improvement over the 6.6 rating in the previous year, and a testimony to the significant strides made by SPPG in meeting the needs of its customers. INVESTING FOR THE FUTURE: ON-GOING NETWORK DEVELOPMENT AND PLANNING The year in review saw good progress made on major 400kV and 230kV projects. Works are continuing well in the following, which are scheduled for completion in 2006 and 2007: • A 400kV substation to meet increasing electricity demand in the eastern part of Singapore; • A 230kV substation to meet anticipated demand growth in the northern part of Singapore; • The installation of a phase-shift transformer, allowing more efficient utilisation of transmission circuits to cater for additional power export from the northern part of the island; and • The installation of Time-of-Day (TOD) meters and telephone lines for some 4,700 contestable consumers under Phase 2 of the retail market liberalisation. In addition to on-going network development, major projects and initiatives in network planning were launched during the year. BREAKING NEW GROUND: 230/22KV SUBSTATION Singapore’s first substation with direct transformation from 230kV to 22kV will be installed in 2008/2009. Bypassing the 66kV voltage will result in a more efficient and reliable transportation of power to customers. The substation will serve as the primary power source for the new downtown at Marina Bay where the development will include the Integrated Resort and Business Financial Centre. ENHANCING EFFECTIVENESS: RE-ORGANISING FOR SHARPER FOCUS Organisational changes were made to achieve greater efficiency and effectiveness with existing functions. The Asset Management Branch and Procurement Branch were created; and a Corporate Relations Section was established under the Corporate Services Branch. The Asset Management Branch focuses on the optimisation of lifecycle management of network assets. Singapore Power Annual Report 2005 33 Operational Review SP PowerGrid The year saw good progress made on major projects, including an undersea cable tunnel. The Procurement Branch undertakes central procurement for the entire SP Group in Singapore. Through collaborative and consolidated procurement, SP can potentially enjoy price advantages. The Corporate Relations Section is tasked to develop the overall customer management strategy, co-ordinate customer management and communications programmes, and facilitate training for Customer Managers. QUALITY HUMAN RESOURCES: A PEOPLE DEVELOPER COMPANY SPPG joined the ranks of people-centric companies certified by SPRING Singapore as having attained the People Developer Standard. This achievement in January 2006 is a testimony of SPPG’s commitment to developing its people through the adoption and implementation of quality human resource development practices. 34 Singapore Power Annual Report 2005 Key Network Indicators SHORTER INTERRUPTIONS System Average Interruption Time (Minutes) FEWER INTERRUPTIONS Number of Supply Interruptions per 1,000 Customers � ��� ������������������� � � � � ���� ���� ���� ���� ����� ��������������������������������� ��� ��� ��� ���� ���� ���� ���� ���� ���� � ����� ����� ����� ����� ����� ����� ���� ��� ����� ����� ����� ����� ����� ����� �������������� �������������� POWERING ECONOMIC GROWTH Real GDP vs Electricity Net Demand Growth (% Change) POWER DELIVERY Electricity Transmitted and Distributed (GWh) �� ���� ������ ��������������������� � � � � � �� ��� ��� ��� ��� ����� ��� ��� ��� ��� ��� ��� ������� ���������������� ��� ������ ������ ������ ������ ������ ������ ������ ������ ������ �� �� �� �� �� �� �� � ����� ����� ����� ����� ����� ����� ������������� �������������� GWh percentage change based on Actual Sales GWh values based on Account Sales Singapore Power Annual Report 2005 35 PowerGas 36 Singapore Power Annual Report 2005 Operational Review management Mr John Baptist Tay Managing Director Mr Lim Song Hau Director (Network Development) Mr Tai Seng Chong Director (System Operation) Mr Chin Terk Chung Director (Network Management) Singapore Power Annual Report 2005 37 Growing Gas Networks 38 Singapore Power Annual Report 2005 Laying of gas transmission pipelines that will cater to future needs Operational Review PowerGas Being Singapore’s oldest and most established gas company, PowerGas has a wealth of expertise that comes from more than 140 years of serving the local gas industry. Today, PowerGas is the sole gas transporter and system operator in Singapore. It manages a transportation network of about 2,800km of transmission and distribution pipelines. INCREASING CAPACITY: TRANSMISSION NETWORK EXPANDED PowerGas commissioned the 15-km pipeline extension to Tuas Power on 27 April 2005, about one and a half months ahead of schedule. With this completion, the three major generation companies have access to two sources of natural gas supply. Further work will be carried out in 2006 to enable additional gas injection from the Tuas Pipeline into the Sakra- Senoko pipeline system. Singapore Power Annual Report 2005 39 Gas analysis checks are part of a quality control system at the natural gas facility of PowerGas. 40 Singapore Power Annual Report 2005 Operational Review PowerGas Another 6km of gas transmission pipeline is being constructed to transport Malaysian gas to Keppel Energy’s 500MW co-generation power plant on Jurong Island. Work started in December 2005 and is expected to be completed by the third quarter of 2006. EXPANDING REACH: DISTRIBUTION AND TOWN GAS NETWORKS ENHANCED The natural gas distribution network in Jurong and Tuas was extended by about 1km to support the delivery of natural gas to industrial customers. Supply reliability will be further improved by end-2006 with the development of offtake stations in the western part of Singapore to enable additional injection points from the transmission system into the distribution network. Maintenance (left) and monitoring (below) are essential to gas supply reliability. Singapore Power Annual Report 2005 41 The Meter Testing Laboratory of PowerGas has received SAC-SINGLAS Certificate of Accreditation. 42 Singapore Power Annual Report 2005 Operational Review PowerGas The town gas network was extended by 16km to reach more customers in new Housing & Development Board estates, as well as private residential and commercial premises. The year also saw 13km of old pipelines renewed, and the diversion of 5km of pipelines affected by mass rapid transit extension works. PASSING THE TEST: ACCREDITATION OF METER TESTING LABORATORY The Meter Testing Laboratory of PowerGas, located at its National Gas Control Centre, was accredited under the Singapore Accreditation Council-Singapore Laboratory Accreditation Scheme. It received its Certificate of Accreditation on 9 May 2005. With this accreditation, the laboratory can test meters up to a capacity of five cubic metres per hour, and verify the meters’ accuracy to international standards. GEARING UP: THE NEW GAS INDUSTRY FRAMEWORK Under the new gas industry framework, PowerGas will be the sole transporter and gas system operator (GSO). It will own and operate the onshore gas transportation network, which includes the pipelines currently owned and operated by SembCorp Gas Pte Ltd. The interconnection of the existing network of PowerGas and that of SembCorp Gas is being studied by the Energy Market Authority (EMA). The new industry framework will enable an open-access gas transportation network in a multi-shipper, multi-retailer market environment. The Gas Network Code was approved by the EMA in October 2005. Work is continuing by the Standard Operating Procedures (SOP) Industry Working Group to develop SOPs. These will enable close co-ordination between the Transporter/GSO, shippers, end-users and Power System Operator under various operating scenarios, including contingency operations under the Gas Network Code framework. To meet the requirements of the Gas Network Code and SOPs, PowerGas is developing the Gas Transportation System Solution, a web-based IT system. It will facilitate gas nominations by shippers, as well as scheduling and the balancing of gas injections and withdrawals in the transportation network. Singapore Power Annual Report 2005 43 SP Services 44 Singapore Power Annual Report 2005 Operational Review management Mr Ong Keng Kiat Managing Director Mrs Jeanne Cheng General Manager (Services & Marketing) Mr Lim Ah Kuan Director (Operations) Ms Lily Tan Acting Director (Information Systems) Ms Derbin Kwek Deputy Director (Finance & Accounts) Singapore Power Annual Report 2005 45 An integrated customer service call centre is dedicated to attending to the needs of our more than one million utility customer accounts. At the Heart of Customer Service 46 Singapore Power Annual Report 2005 Operational Review SP Services SP Services provides a convenient one-stop customer service for electricity, water, piped gas supplies and refuse collection in Singapore. It is also the Market Support Services Licensee in the New Electricity Market, enabling a smooth and seamless operation of the competitive electricity market for the benefit of consumers and the industry as a whole. SP Services provides services such as meter reading and data management, and facilitates consumer registration and transfers from one retailer to another. It also provides other utilities support services such as billing and payment collection on behalf of SP PowerGrid (SPPG) and other utility service providers. These include the Public Utilities Board (PUB), City Gas and various refuse collection companies. Leveraging on its experience in consolidated billing and payment collection, SP Services provides an efficient and convenient service for every home and business in Singapore. SURPASSING BENCHMARKS: SERVICE QUALITY SP Services views feedback and suggestions from principals and customers as critical to further improvements. In line with this focus, in the last quarter of 2005, it conducted a comprehensive Customer Satisfaction Survey of 800 customers who were randomly selected. Singapore Power Annual Report 2005 47 Operational Review SP Services SP Services’ branch at Woodlands Civic Centre was recently renovated and is one of our initiatives to go the extra mile for our customers. The survey results were very good — 83% of the customers surveyed were satisfied with SP Services. The high rating also placed SP Services ahead of five other major service providers in Singapore that were chosen as benchmarks for comparison. The survey also helped SP Services identify areas for improvement. SP Services’ commitment towards service excellence is also shown in its service level performance. It exceeded all the regulated service levels and also introduced several new initiatives to boost service quality. THE EXTRA MILE: NEW INITIATIVES IN SERVICE EXCELLENCE Providing quality service and greater convenience for its customers continued to be the focus of SP Services. The year under review saw the launch of several new customer service initiatives. SP Services successfully launched the Pay- As-You-Use (PAYU) metering scheme on 16 May 2005. As at 31 March 2006, some 9,000 customers have signed up for the prepaid metering scheme. The scheme enables customers to better manage their consumption while paying their arrears over a period of time. In another customer service initiative, SP Services partnered DBS Bank to launch the POSB Everyday Card on 30 September 2005. Customers can pay their utility bills conveniently and, at the same time, enjoy a wide array of benefits. These include instant cash rebates, ranging from 1% to 20%. The cash rebates in the form of Daily$ can be used to offset 48 Singapore Power Annual Report 2005 payment for items such as utilities, petrol, groceries as well as cable television and mobile phone charges. Customers who pay their utility bills through the POSB Everyday Card enjoy a 1% cash rebate on their utility payment. Given the company’s continuous efforts to improve service to customers, SP Services teamed up with the 7-Eleven convenience store chain to introduce a new payment mode. Since 12 December 2005, customers have been able to pay their utility bills at any of the more than 300 7-Eleven stores island-wide at any time of the day, and night, using cash, NETS or CashCard. The service has been well-received by customers. (Smile, Timely, Accessible, Reliable) service guidelines and customer servicing skills. All frontline staff went through customised programmes to acquaint or refresh themselves with the STAR service and to learn new service skills. SP Services was awarded the People Developer Standard in May 2005. The award recognises that SP Services has adopted sound, effective strategies on staff development. The PAYU metering scheme helps customers better manage their utility consumption. SP Services introduced a new common utility enquiry hotline — 1800-2222 333 — for the convenience of customers who call the various utility service providers. This initiative is a joint effort of SP Services, SPPG, PUB and City Gas. Customers who call the billing enquiry hotline are routed to SP Services, SPPG, PUB or City Gas, depending on the nature of their enquiries. ESSENCE OF EXCELLENCE: OUR PEOPLE AND OUR PROCESSES SP Services obtained its ISO 9001:2000 certification in July 2004. A surveillance audit by external assessors conducted in February 2006 affirmed that SP Services had continued to comply with the ISO (International Organization for Standardization) certification standards. SP Services is committed to developing its staff, firmly believing that a trained and skilled workforce will enable the company to meet the challenges ahead. During the year, it provided 91 training hours per person for all levels of staff. PLAYING AN INTEGRAL ROLE: ELECTRICITY MARKET DEREGULATION SP Services continued to play an integral role in expanding the liberalisation of the electricity market. During the year, more contestable consumer accounts were activated, bringing the total number of contestable customers to 9,264 as at 31 March 2006. These consumers can choose to buy electricity from retailers, or directly or indirectly from the wholesale electricity market. In 2005, the company collaborated with its training partner to develop and roll out a series of service skills training programmes incorporating the Strategic Service Intent STAR Singapore Power Annual Report 2005 49 50 Singapore Power Annual Report 2005 Operational Review Singapore Power Overseas SP envisions itself becoming a leading energy player in the Asia-Pacific region. We have a strong presence in Australia through SP AusNet, which was publicly-listed in 2005, and investments in South Korea and Taiwan. Singapore Power Annual Report 2005 51 SP AusNet 52 Singapore Power Annual Report 2005 Operational Review management Mr Nino Ficca Managing Director Mr Charles Popple General Manager (Regulatory & Business Strategy) Mr Paul Adams General Manager (Network Services Group) Mr John Azaris General Manager (Human Resources & Communications) Mr Norm Drew General Manager (Transmission Network Development) Mr Peter Merritt General Manager (Business Systems & Services) Mr Peter Buck General Manager (Distribution Network Development) Mr Adrian Hill Director (Strategic Projects) Mr Terry Fowler General Manager (Finance) Ms Elizabeth Mildwater General Counsel & Company Secretary Singapore Power Annual Report 2005 53 New Phase for SP in Australia 54 Singapore Power Annual Report 2005 Operational Review SP AusNet The past year certainly brought many changes to SP’s Australian arm, SP AusNet, culminating in its dual public listing in Australia and Singapore. Leading up to this, the merchant energy business was divested, and the electricity transmission business and the electricity and gas distribution businesses integrated. These changes herald a new era for the Australian energy sector, and a new phase for SP in Australia. SP AusNet, which has an ”A1” rating from Moody’s and an “A” rating from Standard & Poor’s, is the largest combined electricity transmission and electricity and gas distribution business in Australia. It is 51% owned by Singapore Power International Pte Ltd, a whollyowned subsidiary of SP, following SP AusNet’s Initial Public Offering (IPO). SPI Management Services Pty Ltd (whollyowned by SP) performs management services for SP AusNet under a management services agreement. The business transition this past year was comprehensive and beneficial, and the focus on extracting and capitalising on the synergies of bringing together the network businesses proved fruitful. SP AusNet is committed to ensuring that equipment remain in the best working order. Singapore Power Annual Report 2005 55 SP AusNet provides electricity to over one million homes in Victoria. 56 Singapore Power Annual Report 2005 Operational Review SP AusNet A new integrated business structure and the market launch of a new brand name, SP AusNet, was just the beginning of a hectic and successful year, with the highlights of the SP AusNet calendar being its IPO in November 2005 and the start of trading in Australia and Singapore the following month. The strong local management team has a wealth of experience in running the company, and SP AusNet — situated in four of the five growth corridors in Victoria — has strong organic growth potential, contributing to its asset base and regulated revenue streams. GOING REGIONAL: NATURAL GAS EXTENSION PROGRAMME A A$40 million natural gas extension programme for the supply of natural gas to 12 regional towns across the west of the State was rolled out. This programme could potentially see up to 15,000 properties having access to natural gas for the first time. The construction programme, which began in March 2005, constitutes six discrete projects with a total of 12 towns to be reticulated by the end of 2007. When completed, SP AusNet will own and operate the new gas infrastructure. By the close of 2005, the first connection was completed in Creswick, with work underway in the towns of Gisborne, New Gisborne, Macedon, Port Fairy, and Woodend. Connections in all of these towns are due for completion by the end of 2006. In 2007, the towns of Barwon Heads, Camperdown, Lancefield, Maiden Gully, Riddells Creek and Romsey will follow. These first-stage works have increased SP AusNet’s regulated gas asset base by 131km of mains and eight major regulating facilities. These, in turn, position SP AusNet to extend the network in each town as further growth occurs. Planning for the rollout of the natural gas infrastructure was carried out in consultation with a wide spectrum of stakeholders, including Regional Development Victoria, local communities, environmental agencies and councils. Delivery of natural gas to regional areas benefits the local communities through lower energy costs, and drives future investment and employment growth. NETWORK EXPANDS: ELECTRICITY CONNECTIONS IN GROWTH CORRIDORS Many regions across SP AusNet’s operating area have benefited from the expansion and development of the electricity distribution network to support social and economic infrastructure activities. Near the northern border town of Wodonga, the establishment of a large distribution centre for a major retail company called for SP AusNet to install a new zone substation. In the rural east, the expansion of manufacturing plants and industrial estates resulted in network augmentations in Leongatha, Morwell, Sale, Traralgon and Warragul. Singapore Power Annual Report 2005 57 Operational Review SP AusNet Closer to Melbourne, the network’s capacity was boosted to meet the growing demand of manufacturing plants at Monbulk and Rowville as well as the growth in population in the northern and south-eastern growth corridors. New connections were made for urban residential customers in the northern metropolitan corridor (Epping, Mernda, Doreen and South Morang) and the south-eastern corridor of Cranbourne, Pakenham, Berwick and Narre Warren. A marked increase in the energy required to power upgraded water and sewerage infrastructure in growth corridors led to distribution network upgrades in the northern Melbourne growth corridor and, regionally, at Morwell. One area of Victoria state requiring both network upgrades and new connections is South Gippsland where Wonthaggi, Inverloch, Lakes Entrance and several other coastal towns have benefited from the sea-change phenomenon that is driving growth in all sectors. This phenomenon refers to the growing shift in population to the coast. In December 2005, SP AusNet was successful in a competitive tendering process for two major transmission network augmentation projects at Rowville and Moorabool. The two competitive contracts were awarded by VENCorp, the Victorian energy system planner, and are intended to support load growth in Victoria’s metropolitan and regional areas. SP AusNet will provide natural gas to twelve new Victorian towns by end of 2007. 58 Singapore Power Annual Report 2005 Operational Review Asia Investments in Asia SPI SEOSAN CO-GENERATION AND WATER TREATMENT, SOUTH KOREA SP’s investment in South Korea comprises a co-generation plant of 92MW and a water treatment plant of 840 tons/hour. The Seosan industrial utilities complex provides electricity, steam and water treatment services to Samsung Total Petrochemicals Co Ltd, one of the largest petrochemical companies in the country. The utilities complex continued to provide reliable services to Samsung Total during the year. It achieved 100% availability in the supply of water and steam, and 99.9% availability in electricity supply. The complex also completed on schedule a major overhaul in conjunction with the petrochemical complex turnaround in June 2005. The Seosan complex achieved a good safety record, meeting the zero lost time incident standard mandated by Korea Occupational Safety & Health Agency. EVER POWER, TAIWAN SP’s investment in Taiwan comprises a 25% stake in Ever Power IPP Company, an independent power producer, which operates a 960MW combined-cycle power generation plant. The power plant supplies electricity to Taiwan Power Company. During FY2005, Ever Power continued to maintain good availability, meeting the dispatch requirements of Taiwan Power Company. Ever Power also achieved good profitability and maintained a consistent dividend payout to shareholders. The Seosan industrial utilities complex continued to provide reliable services to Samsung Total during the year. Singapore Power Annual Report 2005 59 Beyond Business 60 Singapore Power Annual Report 2005 Our People, Our Community It’s never too early to learn about efficient use of electricity. Our staff explains basic concepts to these young visitors at the Electricity Efficiency Centre at Singapore Power Building. PEOPLE AND COMMUNITY SP Group has a staff strength of close to 3,800 in its Singapore and overseas operations. Just as we are committed to creating value for our customers and shareholders, we are similarly committed to our people, and our community. We support both, we continually learn from each other, and we share ideas and knowledge for a brighter future. Our People: Developing Employees and Expanding the Talent Pool SP accords high priority to staff development, with each staff receiving an average of 61 learning hours a year. In all, 90 in-house training courses were made available to staff during the year, as well as various public seminars, apprenticeship training schemes, overseas training, on-the-job training, and e-learning. Leading-edge training technology was utilised for more effective and “just-in-time” learning. Three new e-learning courses were developed in-house during the year to provide customised training on the Customer Management System. Singapore Power Annual Report 2005 61 Our People, Our Community Right: Our scholarship programme provides us with a growing talent pool. Extreme right: Fostering Union- Management relations through regular dialogue We continued to expand our talent pool through our scholarship programme. A total of five scholarships, three for local universities and two for overseas universities, were awarded in the year. Upon completion of their university studies, our graduating scholars join us as Management Associates and are exposed to different functional areas within the Group. Other leadership training programmes are also provided — such as job rotation across the subsidiaries, specialised courses and challenging assignments on strategic initiatives. Union-Management Relations A strong partnership exists between the Union of Power and Gas Employees (UPAGE) and Management. The Union-Management Seminar held in Kuching in September 2005 is testimony to the efforts made to foster greater understanding between UPAGE and Management. With the support of the Union, SP was able to carry through many initiatives and changes. Working in close liaison with UPAGE, SP participated in the launch on 7 February 2006 of the National Trades Union Congress (NTUC) initiative on the employability of mature workers. Two colleagues who were on re-employment after retirement, Mr Lim Ah Kok and Mr Nadaison Pookays, were featured in an NTUC video presentation. SP’s initiative on employability of mature workers was also featured in Chinese daily Lianhe Zaobao, and on Channel 5’s news bulletin. Keeping In Touch, Engaging Our People An Employee Opinion Survey was conducted as part of our continuing efforts to engage our staff. Results of the survey and follow-up action plans were shared with the staff at the Management Annual Plan 2006. The year under review also saw the introduction of the Singapore Power ACE (Appreciation for Commitment and Excellence) Award. Aimed at motivating staff to continue to excel and strive for improvements, the award recognises SP staff who have displayed outstanding work performance, made significant contributions outside their scope of work, and exhibited exemplary conduct and work attitude. 62 Singapore Power Annual Report 2005 The Wellness Award was introduced during the year to reward employees who do not take any medical leave for a calendar year. Singapore HEALTH Award For the second consecutive year, SP clinched the Singapore HEALTH (Helping Employees Achieve Life-Time Health) Gold Award, which underscores our commitment in helping employees lead a healthy lifestyle. Left: Kick-off meeting for an Economic Value Cross-Functional Project Below: Engaging staff at our Management Annual Plan meeting The inaugural ACE Award winner was Mr Azhar Bin Mohamed Noor from PowerGas. The Merit Award winners were Mr Lawrence Lee Siew Ming from SP Services, Mr Jason Tan Chee Kean from SP PowerGrid (SPPG) and Mr Rosle Bin Gaus from HR&A Department. Reward for Performance The Economic Value Added (EVA)-based long-term incentive plan for executive staff in Singapore was introduced. To further encourage commitment to the performance of the company, staff in Singapore and Australia were given priority in the allocation of SP AusNet securities during its initial public offering. Singapore Power Annual Report 2005 63 Our People, Our Community Our performance appraisal system was also further refined to recognise important competencies, valued behavioural traits and subscription to corporate values. Right: Artist’s impression of Singapore Power Building’s new façade Below: A billiard room is one of several new facilities for staff to enjoy at our newly-opened recreation club. Creating Value During the year, a total of $12,295 was awarded to staff who contributed their ideas via the Value Creation Idea Award (VCIA) scheme. In all, 348 ideas to improve operations were accepted. An Economic Value Project (EVP) Workshop series was organised company-wide. Eleven cross-functional projects were identified at these workshops. Team leaders and members were selected to work on these projects, leveraging on synergies between the company’s value centres. 64 Singapore Power Annual Report 2005 Reaching out at a roadshow in Tampines Upgrading of Singapore Power Building Our headquarters in Singapore Power Building was renovated to enhance the working environment, and our offices integrated and clustered to streamline workflow and to facilitate staff communication and interaction. A new recreation club was built to provide facilities such as a gymnasium, sauna, and billiard and karaoke rooms. The recreation club was opened to staff in February 2006. The exterior of Singapore Power Building is currently being refurbished. The façade is being re-cladded, replacing the tiled finishes with matching aluminium panels. External windows are being replaced to enhance sound and thermal insulation for the building which also houses non-SP tenants. Our Community: Contributing to Society We pride ourselves as a socially responsible corporate citizen, contributing actively to society and the less fortunate in our midst. We have contributed to numerous charities in our efforts to enrich the quality of lives of thousands of needy children, the elderly, and people with disabilities. We have also donated to civic organisations and other causes that strive to make a positive change in society. During the year under review, SP launched the Singapore Power Heartware Fund, initially raising more than $1 million to help the needy elderly. In addition, we contributed over $385,000 in financial assistance to some 20 charities and associations, including the MILK Fund, Rainbow Centre and Asian Women’s Welfare Association Welfare Fund. SP staff also donated more than $50,000 as part of the Community Chest SHARE programme, with SP matching contributions dollar-for-dollar. Reaching Out Two roadshows, attracting more than 20,000 visitors, were organised as part of SP’s Public Outreach Programme to increase awareness of SP, its operations and the role it plays in the energy sector. The programme also included briefings to Members of Parliament, grassroots leaders and the media. National Day In support of nation building, SP made a record contribution of $250,000 to the celebration of Singapore’s 40th birthday last year. The sponsorship placed SP as one of the top-tier sponsors of the National Day Celebrations. Singapore Power Annual Report 2005 65 Our People, Our Community SP AusNet supports environmental groups such as the Landcare and is committed to the environment. Victorian Energy Education and Training (VEET) Programme The VEET Programme forges links between industry, education providers and community leaders. The programme provides young people with a first-hand understanding of the energy industry, plus the opportunity of a job placement and a potential career. Contribution Towards the Nation In recognition of its outstanding support and contribution towards national defence, SP was accorded the Minister for Defence Award 2005 and the Ministry of Home Affairs Award for National Servicemen’s Employers 2005. The Minister for Defence Award is the highest accolade for employers accorded by the Ministry of Defence. SP was one of 21 employers who received the award in 2005. Community Development Fund The Community Development Fund was developed by SP AusNet to contribute positively to the long-term growth and development of Australia’s Victorian communities. The Fund demonstrates that SP AusNet does more than deliver safe and reliable energy to over a million customers across Victoria. SP AusNet launched the fund in South Gippsland Shire in FY2005. Two projects are being undertaken in this area with the help of the Fund. REACH Foundation Regional Workshops SP AusNet sponsors the REACH Foundation to run school-based workshops in key regional towns. The workshops empower young people with life skills and raise questions that stimulate positive and critical thinking. Landcare Sponsorship SP AusNet has maintained a long and mutuallybeneficial relationship with Landcare Victoria since 1999. Over this period, SP AusNet has targeted funding to preserve and improve the native landscape; develop and maintain suitable native vegetation near easements; and educate landowners on selecting and managing vegetation near powerlines. The Landcare programme provides the basis of a working partnership between the community, government and industry. As part of its commitment to the environment, SP AusNet also encourages its security holders to register to receive their security holder notices and annual report electronically through the eTree programme. For each investor who signs up, SP AusNet donates A$2 to Landcare Australia to fund the planting of indigenous trees in the community. 66 Singapore Power Annual Report 2005 Designed and produced Singapore by Key Power Communications Annual Report Pte 2005 Ltd 67 Singapore Power Limited 111 Somerset Road #10-01 Singapore Power Building Singapore 238164 Tel: (65) 6823 8888 Fax: (65) 6823 8188 www.singaporepower.com.sg 68 Singapore Power Annual Report 2005

Sustainability Review FY2021/2022 Table of Contents About this report 3 Materiality 4 About SP Group 5 Our sustainable energy ecosystem 6 Our impact 7 Sustainability strategy 8 Alignment with the global goals 9 Financing sustainable energy solutions 9 Sustainability governance 10 Board’s role 10 Management’s role and internal controls 11 Group risk management 12 Resilience to climate change 13 Metrics and targets 16 Focus areas 17 Grid 2030 17 Sustainable energy solutions 22 Energy as a Service 30 People and the Community 36 Disclosures 41 Contribution to SDGs 41 Task Force on Climate-related Financial Disclosures (TCFD) 42 Emissions audit statement 44 03 FOCUS AREAS SUSTAINABILITY GOVERNANCE ABOUT THIS REPORT SUSTAINABILITY STRATEGY DISCLOSURES About this report This is SP Group’s (SP) third sustainability review and the first to incorporate the reporting recommendations of the Taskforce on Climate-related Financial Disclosures (TCFD). It reflects our commitment to accountability to stakeholders as well as our drive for continuous improvement in our sustainability performance, towards climate action. This review showcases the initiatives and performance of our operations across our key business areas for the financial year from 1 April 2021 to 31 March 2022 (FY21/22), unless otherwise stated. The scope of this review covers SP’s operations in Singapore, China, and Vietnam. The report is to be read in conjunction with the Chairman’s message and other sustainability-related information on SP’s corporate website, SP Energy Hub. We have included historical data from FY19/20 and FY20/21 for comparison where applicable. 04 Materiality The contents of this review have been informed by an assessment of the material sustainability topics that are of greatest importance to our business and stakeholders. We have identified three material topics that support our actions towards the achievement of the targets of United Nation’s Sustainable Development Goals (SDG) 7 and 9, 1) Network Reliability, 2) Innovation and 3) Customer Empowerment. DISCLOSURES Focus business area Grid 2030 Sustainable Energy Solutions Energy as a Service FOCUS AREAS Network Reliability • Network reliability is missioncritical to SP as we strive to Innovation • Innovation and new technologies are central to facilitating the Customer Empowerment • As a sustainable energy solutions provider, SP aims to empower deliver excellence in our service transition to a low carbon future. customers to achieve their and operations to 1.6 million SP invests in climate-friendly climate ambitions through various customers in Singapore with rising innovations which will power a innovative products and services. expectations of uninterrupted greener tomorrow and benefit • These solutions enable power supply. the entire ecosystem. productivity and efficiency • We invest in capabilities that • To keep at the forefront of and enable organisations and uphold reliable, efficient power new technologies, we test individuals to achieve their supply to households and new solutions and build new climate ambitions. businesses and also enable the capabilities to deliver valueadded green energy transition. solutions to our customers. In 2021, our Executive Leadership Team (ELT) reviewed the identified material topics and they were determined to be valid. The urgency to address the identified material topics have heightened and we need to tackle the challenges expeditiously. Furthermore, we recognised the need to incorporate corporate governance disclosure in our sustainability review. We also assessed the climate-related risks and opportunities that are material to SP. The process and results of this exercise are presented in the Resilience to climate change section of this report. SUSTAINABILITY GOVERNANCE SUSTAINABILITY STRATEGY ABOUT THIS REPORT 05 About SP Group SP Group (SP) is a leading utilities group in Asia Pacific, empowering the future of energy with low-carbon, smart energy solutions for our customers. We own and operate electricity and gas transmission and distribution businesses in Singapore and Australia, and sustainable energy solutions in Singapore, China, and Vietnam. In 2021, SP updated its tagline to “Empowering the Future of Energy” to reflect our 2030 ambition to create a low carbon, smart energy Singapore and be a regional leader in sustainable energy solutions. DISCLOSURES As Singapore’s national grid operator, about 1.6 million industrial, commercial, and residential customers benefit from our world-class transmission, distribution, and market support services. These networks are amongst the most reliable and cost-effective in the world. SP provides a full suite of sustainable energy solutions including district cooling, electric vehicle charging, renewables, and energy as a service to achieve our 2030 ambition: FOCUS AREAS Grid District cooling Electric vehicle charging SUSTAINABILITY GOVERNANCE Renewables Energy as a Service (Smart Metering, Digital Solutions, and RECs) SUSTAINABILITY STRATEGY SP’s sustainable energy solutions enable green buildings and sustainable infrastructure, enhance efficiency, and empower customer with sustainable tools. District cooling for business districts and residential townships enhances energy efficiency. Electric vehicle charging and renewable energy enables decarbonisation of the transportation and power sectors, while digital energy management tools provide customers with the information to make greener choices. ABOUT THIS REPORT 06 Our sustainable energy ecosystem DISCLOSURES Building Energy Efficiency Management: Utilities Monitoring & Insights | TenantCare | Micro-climate control DERMS Solar Microgrid RECs FOCUS AREAS Grid Districts Households ASEAN Electricity Import Digital Twin Energy Storage Vehicle2Grid EV Charging District Cooling Smart Meters SP app SUSTAINABILITY GOVERNANCE Empowering the Future of Energy At the SP energy ecosystem, we Enhance Grid reliability and enable renewable energy integration Decarbonise transport with electric vehicle charging SUSTAINABILITY STRATEGY Green buildings and districts with district cooling systems and building efficiency solutions Empower consumers with data and carbon solutions ABOUT THIS REPORT 07 Our impact Overall DISCLOSURES 0.11 min and 0.1979 min SAIDI achieved for Electricity and Gas Grid respectively More than 190,000 RT of district cooling secured regionally 525 EV charging points installed in Singapore¹ 111 MWp solar capacity secured across Asia. 1.5 million downloads of the SP app 40x increase in RECs volume FOCUS AREAS Almost 320 MWp under development 2 Environmental Scope 1 emissions of 78,173 tonnes CO 2 e SUSTAINABILITY GOVERNANCE Scope 2 (market-based) emissions of 419,959 tonnesCO 2 e People and Community Emissions avoided - more than 206,000 tonnesCO2e, equivalent to planting more than 10 million rain trees 3 or taking more than 180,000 cars off the road for a year 4 . SUSTAINABILITY STRATEGY 179,000 hours of staff training and development provided Zero fatalities, Lost time injury frequency rate of 0.42 per million working hours $4.5 million in donations, sponsorships and volunteer manpower ABOUT THIS REPORT ¹ As of 31 May 2022. ² As of 31 July 2022. ³ One mature rain tree absorbs 0.0201 tonnesCO 2 a year - data from My Carbon Footprint study by South Pole 4 Annual carbon emissions from 1 internal combustion engine (ICE) car of 1.1tCO 2 e/year. Data from SP Group and Temasek (August 2021): Taking The Heat Off Cooling: A Greener Way to Cool. 08 Sustainability strategy SP is a leading utilities company that creates value and enables the climate ambitions of our stakeholders. With the development and implementation of our Corporate Strategy 2030, a 10-year roadmap that guides us towards a low carbon, smart energy Singapore - sustainability has become central to achieving our mission and business objectives in a responsible and committed manner. DISCLOSURES To embed sustainability considerations across our key roles as a grid operator, utilities and sustainable energy solutions provider, we have defined three material topics for our business: Network Reliability Maintaining world-class grid reliability in a distributed energy landscape With the proliferation of distributed and intermittent energy sources, we continue to invest in innovative technologies and integrate renewables into our world-class grid while maintaining stability and reliability. Innovation Becoming the leading sustainable energy solutions player in Asia Pacific Leveraging our strengths and experience in enabling a sustainable energy future for customers in Singapore, we are bringing our solutions and expertise to overseas markets such as China and Vietnam to benefit more customers in the region. Customer Empowerment Empowering customers to achieve their sustainability objectives To create a low carbon, smart energy Singapore, we extend our efforts beyond our own operations to empower residential, commercial, and industrial customers to make changes to their daily behaviours and operations. Innovative solutions such as district cooling solutions in new HDB towns and installing EV charging points are key to achieving this goal. In addition, we seek to educate local residents and equip them with tools on how to live more sustainably. Through the SP app, users can monitor their energy consumption, measure their carbon footprint, and learn ways to decarbonise, all in one integrated digital platform. SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS Alignment with the global goals | Financing sustainable energy solutions ABOUT THIS REPORT 09 Alignment with the global goals Based on the three material topics of our sustainability strategy, our initiatives to enable a sustainable future are aligned with SDG 7 - to ensure access to reliable, sustainable and modern energy for all. SDG 9 - to build resilient infrastructure, promote inclusive and sustainable industrialisation and foster innovation. Additional details of our contribution to these SDGs can be found in the Disclosures: Our contribution to the SDGs. DISCLOSURES SP’s Mission: Deliver reliable and efficient utilities services to enhance the economy and the quality of life Core Values: Commitment, Integrity, Passion, Teamwork CUSTOMER EMPOWERMENT RENEWABLE ENERGY ENERGY ACCESS SDG 7 AFFORDABLE AND CLEAN ENERGY ENERGY EFFICIENCY NETWORK RELIABILITY SDG 9 RELIABLE INFRASTRUCTURE INDUSTRY, INNOVATION AND INFRASTRUCTURE SUSTAINABLE INFRASTRUCTURE Financing sustainable energy solutions INNOVATION To deepen the integration of our sustainability ambitions within our financing strategy, we established a Green Financing Framework 5 in 2020. The Framework is benchmarked against relevant international principles and guidelines. Under the Framework, the group, and its subsidiaries are able to issue green financing instruments to finance and/or refinance eligible green projects in four categories, namely: 1) clean transportation, 2) energy efficiency projects, 3) renewable energy and 4) green buildings. This allows investors and lenders to have greater visibility of the use of proceeds and the positive environmental impact of the group’s investments in sustainable energy solutions as well as projects that are funded by green financing instruments. ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS Alignment with the global goals | Financing sustainable energy solutions 5 SP’s Green Financing Framework can be accessed HERE 10 Sustainability governance At SP, sustainability governance is embedded in the corporate governance structure – from Board-level committees to management-level Group functions and business units. One of our key sustainability-related priorities this year was the adoption of the TCFD recommendations, which were designed to help companies identify, measure and respond to climate risks and align their disclosures to meet investors’ expectations. DISCLOSURES Metrics and targets We commenced our journey on TCFD reporting by embedding climate-related risks into our Enterprise Risk Management (ERM) framework and incorporating climate-related scenario analysis in assessing the resilience of our assets and operations. We analysed various climatic scenarios, both physical and transitional, and identified the main risks and opportunities of climate change that may affect us in the short, medium and long term. The exercise validated our strategy in the two focus areas of Clean and Smart Energy, and Reliable and Sustainable Infrastructure. FOCUS AREAS Resilience to climate change Types of climate-related risks and opportunities. Image source: TCFD (2017) Board’s role The Board of Directors (Board) has overall responsibility for sustainability and reviews long-term business and organisational goals while also providing strategic direction for the organisation’s sustainability practices. The Board undertakes key investment and funding decisions, ensures that SP’s management maintains a robust system of internal controls to protect the company’s assets and reviews its financial and non-financial performance. The Board meets at least four times a year to review SP’s business performance, of which sustainability and climate-related issues are incorporated into the discussions at two of these meetings. The Board Risk Management Committee (BRMC), established by the Board, assists the Board in providing oversight of the business risks faced by the group. They also ensure that risks and opportunities, especially climate-related ones, are appropriately considered and adequately managed. The Board Executive Committee (ExCo) assists the Board in overseeing the performance of the Company, its subsidiaries, and its associated companies. The ExCo provides direct advisory supervision on SP’s sustainability strategy, material environmental, social and governance (ESG) issues, work plans and performance targets. ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE Board’s role Management’s role and internal controls Group risk management 11 Management’s role and internal controls Reporting to the ExCo is the Executive Leadership Team (ELT) which has the strategic responsibility to assess and manage sustainability issues for SP. The team oversees key sustainability initiatives on climate risks and opportunities, greenhouse gas (GHG) accounting, and disclosures. Heading the ELT is the Group Chief Executive Officer, who has executive-level responsibility for ESG matters. The Group Risk Management’s (GRM) role is to help establish and manage our ERM Framework and to carry out its independent identification and analysis of the climate-related risks faced by SP. The GRM reports to the BRMC every quarter on all business risks. Essentially, the GRM acts as a critical central node of communication through which risk issues are surfaced and directives are passed down to cover the end-to-end risk management process. The Head of Strategy and Sustainability regularly reports to and seeks guidance from the ELT on the sustainability roadmap and initiatives. The Strategy and Sustainability team monitors climate change issues and updates the ELT on emerging risks and opportunities. It also leads GHG reporting, corporate sustainability reporting and TCFD implementation. Overall responsibility on sustainability and provides strategic directions SP Board FOCUS AREAS DISCLOSURES Resilience to climate change Metrics and targets Oversight on sustainability, strategy, performance and risks Board Executive Committee Board Risk Management Committee SUSTAINABILITY GOVERNANCE Group risk management Strategic responsibility to manage sustainability issues Executive Leadership Team SUSTAINABILITY STRATEGY Management’s role and internal controls Support operational matters on sustainability and risk management Strategy and Sustainability (Under Finance) Group Risk Management ABOUT THIS REPORT Board’s role 12 Group risk management SP’s ERM framework aims to identify, prioritise, document, and manage key risks, opportunities, and resources. For risk management practices to be effective, three pillars are emphasised: • Board and Senior Management oversight • Sound risk management policies and processes • Risk ownership and culture DISCLOSURES Metrics and targets Risk management BOARD AND SENIOR MANAGEMENT OVERSIGHT Strategic Planning • BRMC Oversight • Corporate Governance Structure • Risk Management Committees • Risk Appetite Framework STAKEHOLDERS COMMUNICATION RISK OWNERSHIP AND CULTURE Review And Continual Improvement • Risk Workshops/ Registers • Risk Dashboard • Risk Awareness • Control Self-Assessment SOUND RISK MANAGEMENT POLICIES AND PROCESSES Implementation • Risk Mgmt. Policy • Risk Mgmt. Process and Methodology SP implements a ‘Top-Down’ and ‘Bottom-Up’ approach to facilitate communication and participation by both management and employees. For effective risk management, all aspects of the business must be considered so that the Board and Management can identify risks and assess those risks properly and swiftly. The ‘Top-Down’ approach facilitates oversight and guidance on material risks from both the BRMC and Management. An in-depth analysis is done to avoid strategic risks, and if not, contained through mitigation measures. The ‘Bottom-Up’ approach allows employees to identify and escalate risks in their day-to-day operations to Management. This enables the Management to be informed of major risks in all business operations and approve actions to be taken. This approach allows every employee in SP Group to proactively participate in highlighting the risks they face in the course of their work. ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS Board’s role Management’s role and internal controls Group risk management Resilience to climate change 13 Resilience to climate change At SP, we recognise that climate change is one of the greatest threats to the prosperity and well-being of people and our planet earth. According to the Intergovernmental Panel on Climate Change (IPCC), human activities are responsible for approximately 1.1°C of warming since 1850-1900, and this has implications for our climate. The world must act now to reduce global GHG emissions and accelerate the transition to a lower-carbon economy to reduce the effect of climate change. In line with Singapore’s climate ambitions, it has never been more critical for us to ascertain the potential impact on our business strategies and operations due to climate change. In 2021, we commissioned a study to assess our climate change resilience and to identify the climate-related risks and opportunities material to our business. Through this detailed study, material physical and transition risks were identified in the short to long term range. The material climate risks identified have since been integrated into ERM risk workshops and Risk Management Committee meetings across business units for further evaluation and risk mitigation. Climate risk assessment and scenario planning Two scenarios were identified to understand the extent of the risks and opportunities – “Net Zero” as the best-case scenario and “Business-as-usual” as the worst-case. In defining the physical risks for these scenarios, we selected two of the climatic projections developed by the IPCC on a global scale, characterised by the Representative Concentration Pathway which is the concentration pathway extending up to 2100. For transition risks, the parameters were selected from Network for Greening the Financial System (NGFS) to understand how climate change would affect transition risks such as policy and technology trends in the future. FOCUS AREAS DISCLOSURES Resilience to climate change Metrics and targets Best-Case scenario: NET ZERO Worst-Case scenario: BUSINESS-AS-USUAL Time Horizons Physical Risks IPCC RCP 2.6 NGFS Net Zero 2050 This pathway represents a stringent mitigation scenario. Warming is limited to 2°C by 2100 and the radiative forcing peaks at approximately 3W/m 2 before 2100 and shows a decline. IPCC RCP 8.5 This pathway represents a future where warming exceeds 4°C by 2100 and radiative forcing reaches as high as or even greater than 8.5 W/m 2 by 2100 and continues to rise for some amount of time. Short term: 2020-2050 Medium term: 2040-2070 Long term: 2070-2100 Transition Risks In this ambitious scenario, the global community agrees on the need to decarbonise to limit warming to 1.5°C through stringent and immediate climate policies. In this scenario, physical risks are relatively low, but transition risks are high. NGFS Nationally Determined Contributions (NDCs) This path assumes that the moderate climate ambition reflected in the NDCs in early 2021 continues over the 21st century and presents relatively low transition risks. With the NDCs, emissions demonstrate decline but still result in approximately 2.5°C of warming Short term: 2025 Medium term: 2030 Long term: 2050 ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE Board’s role Management’s role and internal controls Group risk management 14 Insights from the climate risk assessment Physical risks We performed this assessment at an asset level, overlaying local climate hazards, asset costs and operation needs. We evaluated our key assets in Singapore, China and Vietnam and the business-as-usual scenario revealed that there are four material risks in the medium to long term range (2050-2100) across our Transmission and Distribution (T&D), District Cooling (DC), Solar Photovoltaic (PV) assets: DISCLOSURES Metrics and targets Riverine flooding Coastal flooding Heavy Precipitation Air Surface Temperature Change Physical risk parameter Impact SP’s strategic response FOCUS AREAS Resilience to climate change Riverine Flooding Coastal Flooding Heavy Precipitation Flooding may lead to erosion of our above ground infrastructure and underground cables may become susceptible to deterioration if there is moisture ingress. Our above ground infrastructures are located above the nationally mandated Minimum Platform Level (MPL). Maximum flood levels are below the MPL. We will monitor updates for future Singapore flood maps. SUSTAINABILITY GOVERNANCE Group risk management Air Surface Temperature Change An increase in air surface temperature will reduce the efficiency of the T&D network and accelerate the rate of insulation degradation of equipment. Air surface temperature rise can result in a larger DC cooling load and result in efficiency losses. Increased temperatures cause a decrease in the conversion efficiency of solar PV cells, affecting the maximum possible power output. Currently, maximum air surface temperatures are within the equipment specifications. SP will continue to monitor maximum air surface temperatures and ensure that equipment specifications are within the limits regularly. SUSTAINABILITY STRATEGY Management’s role and internal controls As there is limited flood risk data specific to Singapore currently, we will be monitoring the updates in this area to accurately evaluate the scale of impact and identify the mitigation actions accordingly. ABOUT THIS REPORT Board’s role 15 Transition risks Based on a qualitative assessment, we identified three material transition risks that would potentially have the most impact on our business without any intervention or mitigation. This is especially evident in the Net Zero scenario with more stringent policies and requirements being put in place. Material risk parameter Impact SP’s strategic response DISCLOSURES Metrics and targets FOCUS AREAS SUSTAINABILITY GOVERNANCE ABOUT THIS REPORT SUSTAINABILITY STRATEGY Increased expectations from regulatory bodies for organisations Starting from FY21/22, climate risk disclosure will be included in SP’s Policy and Legal to track and publicly report on GHG annual Sustainability Review, with the emissions or climate risks. Under both GHG emissions data externally assured. scenarios, there may be penalties associated with non-disclosure. Market A shift in investor preference and emergence of responsible investment mandates. In the Net Zero scenario, failure to incorporate climate risks into Climate risks discussions will become part of the Board agenda and will be incorporated into the company’s strategy. the company’s strategy may diminish investor confidence and reduce access to capital. Changing the energy mix due to the adoption of distributed renewable energy resources may impact overall grid stability and flexibility. Especially SP will actively invest in the upgrading of our grid network infrastructure and adopt new technologies to make our grid network “smarter”. when capacity additions in solar and Technology For more details, please refer to the storage capacity are expected to Grid 2030 section. increase in both scenarios. Investments in energy-efficient technologies will be required to meet national energy efficiency targets. Transition opportunities With the right initiatives, selected transition risks can be transformed into opportunities, by way of increasing access to new markets, and developing innovative products and services. As a sustainable energy solutions provider, we have started leveraging these opportunities to enable our customers to achieve their climate ambitions. The initiatives are further elaborated in the respective sections for each business area of Grid 2030, Sustainable energy solutions and Energy as a Service. Resilience to climate change Group risk management Management’s role and internal controls Board’s role 16 Metrics and targets To manage our climate-related risks and opportunities, and ensure we are enabling a low carbon and smart energy future, we have established metrics to track our performance and drive improvement. A primary focus is the reduction of GHG emissions from our direct business activities, which contributes to Singapore’s net-zero emissions ambitions. Since 2019, we undertake an annual data collection exercise to calculate the GHG emissions from our business activities following the principles in the Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (revised edition) and GHG Protocol Scope 2 Guidance. DISCLOSURES Metrics and targets For FY21/22’s GHG emissions data, we have taken a step further to seek external assurance according to ISO 14064-3:2019 standards to provide credibility to our data and demonstrate our alignment with international best practices. Learn more in Disclosures: Emissions audit statement. Absolute, tonnesCO 2 e Intensity, kgCO 2 e/MWh sold Emissions FY19/20 6 FY20/21 6 FY21/22 FY19/20 FY20/21 FY21/22 Scope 1 78,546 90,088 78,173 1.63 1.92 1.58 FOCUS AREAS Resilience to climate change Location-based 375,102 384,578 423,225 7.81 8.19 8.56 Scope 2 Market-based 375,102 382,972 419,959 7.81 8.15 8.49 GHG emissions from our activities can be mainly traced back to the indirect carbon dioxide (CO2) emissions from electricity use/losses, the fugitive emissions along the length of the gas pipelines and to a lesser extent, the sulphur hexafluoride (SF6) leakages across our transmission and distribution network. The bulk of SP’s Scope 2 GHG emissions resulted from the dissipated energy emissions from technical losses from the transmission system and distribution network in Singapore. SP is actively investing in the digitalisation and automation of the electricity grid to reduce these losses and increase reliability. While these emissions are relatively stable and inherent in the operations of the network, SP is committed to identifying opportunities to reduce emissions from other key business activities. We are also actively accounting for our indirect emissions along the value chain (Scope 3) to evaluate our total carbon footprint. To reduce the impact of our direct operations through the support of renewable energy, we have pledged to cover 100 per cent of the electricity consumption at SP’s Singapore headquarters with Renewable Energy Certificates (RECs) from October 2020 onwards. SP’s low carbon initiatives such as district cooling, solar and electromobility have enabled customers to avoid more than 206,000 tonnesCO2e in FY21/22. This is equivalent to planting more than 10 million rain trees or taking more than 180,000 cars off the road for a year. Measuring this progress against the target of helping customers reduce their carbon footprint, these initiatives have achieved more than a seven-fold increase in the CO2 avoided since 2018. The significant increase in the avoided CO2 for our customers demonstrated an increased demand for sustainable energy solutions and augment our role in enabling our customers reduce their carbon footprint. ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE Board’s role Management’s role and internal controls Group risk management 6 FY19/20 and FY20/21 emissions are restated to account for categories not included prior to the GHG audit in FY21/22. 17 Focus areas Grid 2030 The grid of the future is increasingly complex. A greater role for distributed energy that is low in carbon but intermittent in nature will require a grid that is reliable, safe, and updated. Despite Singapore having one of the best electricity and gas network systems in the world, supply interruption is inevitable and may occur due to various reasons including network failure, damage by third parties, faulty equipment at customer sites or issues with the source of the supply. Electricity network To minimise the possibility of supply interruption, SP follows a systematic regime of maintenance, timely replacement of ageing equipment and close monitoring of equipment performance. If a power failure occurs, we take four remediation actions to minimise the impact and downtime: When a power fault is detected, this first course of action disconnects the affected equipment from the network and reconnects it to an alternative supply source. Since 2019, we have Remote switching implemented remote switching capabilities for all 6.6 kV distribution networks substations, allowing for quicker restoration should a supply interruption occur. This is conducted when remote switching is unable to restore the power supply. Power faults Manual switching in low-voltage networks, such as damage to over ground boxes that are used to transmit electricity to customers, are usually resolved through manual switching. These generators are immediately deployed when power faults are reported and are used to Mobile generators provide temporary electricity supply while the network issues are being resolved. This is conducted when switching is unable to resolve the power fault and the mobile generators Cable jointing cannot access the substation where the fault has occurred. Gas network SP has adopted an asset life cycle approach to our asset management so that we can manage risks and ensure that our gas network is consistently developed, maintained and operated in a safe and reliable manner. The gas transmission network is monitored round the clock in a system control centre. Regular inspections and maintenance are also conducted on our network assets to maintain reliability. An asset renewal programme tracks asset performance and replaces deteriorating assets efficiently. Patrol and leak surveys of the pipelines are conducted to detect illegal third-party activities and gas leaks respectively. We monitor network pressure closely by deploying pressure sensors across the entire transmission network. Our gas network operations team monitors the pressure readings to ensure that network pressure at different nodes is maintained within an optimal range. To enhance our remote monitoring capability and productivity, we have developed a prototype machine learning solution that learns from pressure data to detect deviations from expected pressure levels and alert the operations team of an anomaly in the gas network. ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES Grid 2030 Sustainable energy solutions Energy as a Service People and the Community 18 A supervisory control and data acquisition system is deployed on the transmission system to avail remote monitoring and operations capability, which enables us to respond immediately to incidents. When incidents occur, the response is centrally managed to ensure that performance recovery is quick and directed, thus minimising disruption to customers. To further improve network reliability and enable the transition to a green economy, we invest in numerous solutions and innovative technology. SP GROUP-NTU JOINT LAB SP contributed $30 million for research and education initiatives at the Nanyang Technological University (NTU) in Singapore aiming to enhance the resilience of Singapore’s electricity network, improve the reliability and efficiency of supply to customers, and nurture experts in the energy sector. Under this collaboration, the SP Group-NTU Joint Lab is also exploring energy-related projects in the areas of asset management and network operations. Project 4: Online Condition Monitoring for Distribution Switchgear Green energy imports SP actively supports the upgrading of infrastructure to tap into regional power grids for cleaner energy resources and further diversify Singapore’s energy supply. SP is working with partners to import low carbon energy from other countries by constructing and operating interconnectors to strengthen our regional grid architecture. One such project is a feasibility study, with French utility EDF Group, on a subsea cable that could potentially transmit green energy generated from a 1-GWp solar photovoltaic plant in Indonesia to Singapore. Singapore has one of the most reliable electricity networks globally. We must continue to develop and grow our local capabilities to prepare for the future. This collaboration between NTU and SP Group will boost our network resilience and develop innovative solutions that will serve our future energy needs. ~ Dr Tan See Leng, Second Minister for Trade and Industry ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES Grid 2030 Sustainable energy solutions Energy as a Service People and the Community 19 DERMS for effective integration of renewables Renewable energy will play a greater role to enable a smarter grid for a low carbon Singapore. To prepare for this, SP has piloted a Distributed Energy Resources Management System (DERMS) to manage the influx of solar photovoltaic generation, energy storage systems and electric vehicles that will be connected to the network in the future. Through realtime monitoring and smart control capabilities, the integration of these distributed energy resources can be optimised while ensuring the reliability of our electricity network. A pilot conducted on the implementation of DERMS on the 22kV network has been completed and a research and development collaboration with NTU is ongoing to demonstrate the distributed management of technologies at substation level via Grid-Edge control. DISCLOSURES People and the Community A visual representation of the distribution system Energy Storage Systems SP has deployed Singapore’s first utility-scale Energy Storage Systems at a substation in Woodlands which is designed for local conditions to manage solar intermittency and other network applications. It is also capable of incorporating additional renewables and other sustainable energy solutions into our electricity grid. Vehicle2Grid To enhance Singapore’s grid reliability when it phases out internal combustion engine (ICE) cars by 2040, SP embarked on a trial of vehicle-to-grid (V2G) technology – the first of its kind in Southeast Asia. The trial studies tapping electric vehicles (EVs) as energy storage facilities via a bi-directional energy transfer between the EV and the grid to support load and frequency management. This innovation can be used to balance and stabilise the grid, acting as a cost-effective solution to overcome intermittency from renewable energy sources. EV owners could potentially be compensated for their vehicles acting as storage units. Staff charging the V2G car ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS Grid 2030 Sustainable energy solutions Energy as a Service 20 ASSET HEALTH DIGITAL TWIN The Digital Twin, a digital representation of the power grid, is an important innovation that SP is creating in-house. It consists of a Network Twin and the Asset Twin. DISCLOSURES People and the Community The Asset Twin, developed in conjunction with NTU, is a virtual replica of the physical network and assets that can perform functions such as condition monitoring, analysing asset health and optimising asset failure mitigation measures. The Asset Twin consists of a one-stop integrated dashboard containing up-to-date information on all distribution assets of over 12,000 substations across our entire electricity network. Virtual 3D models of actual electrical assets are also created to visualise assets in a substation. This helps to identify specific components that require attention. Field technician crews are then equipped with vital information prior to heading on-site for an inspection. Sensors are also installed to remotely monitor assets for signs of anomalies and deterioration. The prototype of the Asset Twin was developed in 2021 and trials were held to develop the system further. A virtual representation of Singapore’s physical power grid assets and network to improve the reliability of its electricity supply and support the deployment of cleaner energy sources The Asset Twin is a crucial component to the future grid of Singapore that ensures network reliability and safety to electricity users, as well as SP technicians and staff who regularly monitor grid health. ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS Grid 2030 Sustainable energy solutions Energy as a Service 21 Our Performance Two key indicators that our industry measures to assess network reliability performance are System Average Interruption Duration Index (SAIDI), a system index of average duration of interruption in the power supply indicated in minutes per customer, and the System Average Interruption Frequency Index (SAIFI), a system index of average frequency of interruptions in the power supply indicated in number per customer. In FY21/22, our SAIDI for the electricity network improved by 26.7 per cent. FY18/19 FY19/20 FY20/21 FY21/22 SAIDI (min) 0.87 0.56 0.15 0.11 Electricity SAIFI 0.0307 0.0366 0.0073 0.0043 SAIDI (min) 0.0932 0.2637 0.4223 0.1979 Gas SAIFI 0.0014 0.0019 0.0024 0.0024 Smart Grid Index Electricity Gas SAIDI (min) SAIFI SAIDI (min) SAIFI FY 18/19 19/20 20/21 21/22 FY 18/19 19/20 20/21 21/22 FY 18/19 19/20 20/21 21/22 FY 18/19 19/20 20/21 21/22 To measure and benchmark our performance in operating the best-in-class electricity grid, SP developed the world’s first Smart Grid Index (SGI). The SGI measures the grid on seven key dimensions: Supply Reliability Monitoring & Control Data Analytics SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES Sustainable energy solutions Energy as a Service People and the Community Integration of Distributed Energy Resources (DER) Green Energy Security Customer Empowerment & Satisfaction In 2021, utilities companies around the world deepened their commitment to tackling climate change and speeding up energy transition. As a result, the SGI indicates around 65 per cent of utilities companies have solar and wind energy contributing more than 10 per cent of system demand, an increase of nine per cent from a year ago. About 45 per cent of utilities companies have enabled the use of electric vehicles through public charging infrastructure. SP maintained a high score of 75.0 from the previous year, due to our near-zero network reliability downtime and high customer satisfaction scores. For further details on the benchmarking scores, please refer to the SP Group Website. ABOUT THIS REPORT Grid 2030 22 Sustainable energy solutions To facilitate the transition to a low carbon future, we develop sustainable solutions for individuals and organisations, powered by our in-house energy technology and digital capabilities. District cooling across all customer segments District cooling and heating are important tools in SP’s arsenal to battle climate change and provide smart, sustainable, energy-efficient, and low-carbon solutions that help districts, cities and townships achieve their decarbonisation goals. Since 2006, SP has operated the world’s largest fully underground district cooling network in the Marina Bay financial district. In May 2010, SP commissioned its second district cooling plant at the Marina Bay Sands. Five new and retrofit developments have committed to subscribing to district cooling in early 2022, bringing the total number of buildings served by SP’s Marina Bay operations to 28. The world’s largest fully underground district cooling network in Singapore’s Marina Bay financial district In FY21/22, the Marina Bay district cooling system helped customers in the area avoid more than 21,000 tonnesCO2, equivalent to planting more than 1 million rain trees or taking more than 19,000 cars off the road. SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES ABOUT THIS REPORT Sustainable energy solutions Energy as a Service People and the Community Grid 2030 23 TAMPINES ECO- TOWN SP has also established capabilities for district cooling in brownfield development cluster settings. Our approach applies the concept of interconnecting chiller plants to create a centralised district cooling system within the cluster, which lowers the overall carbon footprint for all the buildings within the development. This novel approach is suitable for highly developed and dense cities such as Singapore, where most land has previously been utilised and buildings are operating their standalone chiller plants for air-conditioning. Applying the concept of having interconnected chiller plants to create a district cooling system within the cluster lowers the overall carbon footprint for all the buildings within the development. Together with Temasek and the Ministry of Sustainability and the Environment, SP has been working to execute Singapore’s first brownfield district cooling system in Tampines Central. The system leverages existing chiller assets that are more efficient and have excess capacity to support the cooling demands of the other buildings in the vicinity. All in, this Distributed District Cooling (DDC) network will help the town centre reduce its carbon emissions by 1,359 tonnes annually, equivalent to removing 1,236 cars off our roads. It will also achieve energy savings of more than 2,800,000 kilowatt-hour (kWh) annually, which can power more than 905 three-room HDB households for a year. In addition to the energy savings and reduction in carbon emissions, this network will provide building owners combined life-cycle economic benefits of up to $50.8 million over 30 years. Through interconnection across the various buildings, the network will also reduce the current unutilised cooling capacity by up to 42 per cent, freeing up chiller plant gross floor area that can be converted to commercial and lifestyle spaces. Reduce carbon emissions by 1,359 tonnes annually Singapore’s first brownfield district cooling system in Tampines Central Removed 1,236 cars off our roads SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES Sustainable energy solutions Energy as a Service People and the Community Powered more than 905 three-room HDB households for a year Provide building owners combined life-cycle economic benefits of up to $50.8 million over 30 years ABOUT THIS REPORT Grid 2030 24 Tengah residential town In the residential space, SP is bringing its first large-scale residential district cooling system to Tengah’s future residents. Chilled water is centrally produced and distributed to individual residential homes for indoor cooling. This residential district cooling system provides an alternative to the conventional split unit air-conditioning system commonly in use in residential homes. The system will be operating in a more energy-efficient, reliable, and resilient manner thus achieving long-term environmental and economic benefits compared to conventional split unit AC systems. It is expected to save at least 30 GWh of electricity per year. This is equivalent to powering 6,300 four-room flats, removing 800,000m 3 of carbon emissions from the air or taking around 400,000 cars off the road annually. DISCLOSURES People and the Community The first large-scale residential district cooling system in Tengah Tengah is a showcase of SP’s integrated sustainable energy solutions to help residents become greener, and more sustainable and provide a blueprint for the future of residential living in Singapore – in alignment with the government’s plan to make every HDB estate an eco-town by 2030. In addition, SP’s solutions empower individuals to make conscious decisions to lower their carbon footprint and factor in habits that promote sustainability in the daily lives of Singaporeans. Learn more about our initiatives in the Energy as a Service section of this report. As of end March 2022, almost 7,000 Tengah households have signed up for the centralised cooling system, which could help homeowners save as much as 30 per cent in life cycle costs. Future Tengah homeowners at MyTengah Experience Centre ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS Grid 2030 Sustainable energy solutions Energy as a Service 25 STMicroelectronics In what is set to be the largest industrial district cooling facility in Singapore, SP has secured a project with STMicroelectronics (ST) to build a district cooling plant with up to 36,000 RT cooling capacity at ST Ang Mo Kio (AMK) Technopark. SP’s district cooling plant will help ST achieve 20 per cent savings in cooling-related electricity consumption annually by improving aggregated chiller system efficiency, as well as enable ST to reduce carbon emissions of up to 120,000 tons per year, equivalent to taking 109,090 cars off the road. This is achievable by lowering energy consumption, increase capacity to incorporate solar energy and Perfluorocarbons (PFC) abatement equipment. More than 4,000 square meters (sqm) of chiller plant space will be freed up once the district cooling plant is operational. For this plant, one of the most efficient 2,000-tonne HFO Chiller will be deployed for this project. HFO or Hydrofluro-Olefins is the new generation of synthetic refrigerants with zero ozone depletion effect and is designed to significantly reduce the Global Warming Potential. Reduce carbon emissions of up to 120,000 tons per year Equivalent to taking 109,090 cars off the road SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES People and the Community Energy as a Service Sustainable energy solutions Achieve 20% savings in cooling-related electricity consumption annually Repurposing more than 4,000 square meters (sqm) of chiller plant space ABOUT THIS REPORT Grid 2030 Images provided by STMicroelectronics 26 Exporting our expertise Beyond our shores, SP has exported our district cooling expertise and capabilities to China. Since 2019, we have been operating a 15,000 RT plant in Raffles City Chongqing, the largest shopping mall in Chongqing, China, enabling more than 40 per cent energy savings for the building owner. In FY21/22, the plant helped the building avoid more than 4,000 tonnesCO2, equivalent of planting more than 210,000 rain trees or taking more than 3,800 cars off the road. OVERSEAS CAPABILITIES Leveraging our operational track record in Raffles City Chongqing as well as our brownfield experience in Singapore, SP is supporting the rejuvenation of the Wuhou Heritage District, in Chengdu, Sichuan province. Started in 2021, we will be designing, building and operating an integrated energy solution that includes district cooling and heating system, smart metering, energy management and monitoring for four existing buildings over the next 25 years. Similarly, SP will bring our Marina Bay experience to the Guangzhou Knowledge City – a cluster of commercial buildings, and cultural and convention centres. We will install and operate an 8,000 RT district cooling system for Knowledge Tower. There is also potential for expansion of the cooling systems to encompass other buildings within the business district to achieve greater cost savings and energy efficiencies. Artist’s impression of the International Urban Design Centre in Wuhou district in Chengdu, China Photo credit: Three Kingdoms Themed Innovation Park Management Committee of Wuhou District, Chengdu Intelligent micro-climate control Besides district cooling, SP also offers 75F – an intelligent, micro-climate control solution that helps save more than 30 per cent in energy consumption while improving occupant comfort in buildings. The solution applies artificial intelligence (AI) and the Internet of Things (IoT) to consider factors like occupancy levels and the weather into the optimisation of airflow that distributes cooling evenly throughout a building. It is also a self-learning, intuitive system that regulates air conditioning to improve operational efficiency and occupant experience by dividing large open spaces into smaller zones while balancing the temperature, airflow, and carbon dioxide levels within each zone. This micro-climate solution also optimises air conditioning operations by using the least amount of energy to maintain desired comfort levels. ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES Grid 2030 Sustainable energy solutions Energy as a Service People and the Community 27 Electric vehicle charging As more Singaporeans switch from ICE cars to low-carbon EVs, SP continues to support this with more charging stations installed across the nation. As of March 2022, we are operating more than 480 charging points out of which 30 per cent consist of DC fast charging points, making us the largest fast public charging network operator in Singapore. By May 2022, the number of charging points has increased to 525. We are also one of the most diverse in terms of locations. SP has installed EV chargers across petrol stations, residential, commercial, and industrial areas allowing drivers greater accessibility to a charging point island-wide. Compared to the carbon emissions from a typical internal combustion engine vehicle, the electricity sold from the charging points helped EV customers avoid almost 800 tonnesCO2e in FY21/22. Leveraging the extensive and diverse charging network that SP operates, we are aligning our business strategy with the government’s target of installing 60,000 charging points by 2030. We are supporting their target of replacing all ICE cars on the road with EVs by 2040 by ensuring access to EV drivers remains convenient, affordable, and reliable. We will continue to work with our partners to provide convenient charging locations to EV users all around Singapore. For example, we will continue our collaboration with fleet operators such as Strides Transportation and Grab for their fleet electrification by extending our charging points to their vehicles. At SP, we are progressively converting our fleet of service vehicles from diesel engines to electric. As of March 2022, we have converted around 17 per cent of them to EVs, avoiding an estimated total of more than 100 tonnesCO2e. 525 Charging points secured SP’s direct current (DC) fast charging points for electric vehicles (EVs) SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES Sustainable energy solutions Energy as a Service People and the Community Singapore’s largest fast-charging EV network Data as of May 2022 ABOUT THIS REPORT Grid 2030 28 Renewables SP combines our rooftop solar expertise with proprietary digital energy management services for commercial and industrial facilities as our key market differentiator. We continue to extend our solar expertise to commercial and industrial clients as we aim to provide green energy solutions that align with our target of building a low-carbon, smart grid for Singapore. For example, our solar implementation for Sembcorp Marine Shipyard – the largest shipyard in Singapore – utilises integrated energy solutions and the Green Energy Tech (GET™) system to bring energy storage capabilities, energy sensors and a real-time digital platform to the array, helping to monitor, analyse, and optimise energy usage. The initial 4.5 Megawatt-peak (MWp) of solar energy commissioned (in 2018) at Sembcorp Marine’s flagship Tuas Boulevard Yard’s steel fabrication facility has been expanded to include an additional 4.0 MWp across seven rooftops in May 2022. The total solar capacity of 8.5 MWp can deliver up to 10,400 megawatt-hours (MWh) of electricity annually, or equivalent to power more than 2,300 four-room flats each year. DISCLOSURES People and the Community Largest shipyard rooftop solar for Sembcorp Marine Photo credit: Sembcorp Marine The GET™ leverages the IoT, AI, sensors, and advanced metering infrastructure to manage the generation of solar power and monitors the deployment and storage of the generated electricity, optimising the energy consumption of the shipyard. This provides close to 60 per cent of electricity consumed by the shipyard’s steel fabrication facility at peak load. For our customers, a total of 4.5 MWp of solar panels were installed as of March 2022. Based on an average estimated generation yield in Singapore, the panels have helped the customers avoid more than 2,300 tonnesCO2e, equivalent to planting more than 110,000 rain trees or taking more than 2,100 vehicles off the road. Across our premises, we have installed almost 800 kWp of solar panels to access renewable energy. Collectively, they have helped us to avoid close to 370 tonnesCO2e in FY21/22. ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS Grid 2030 Sustainable energy solutions Energy as a Service 29 Regional renewables Our strategy to build renewable energy capacity abroad has led SP to partner with Vietnam’s Bamboo Capital Group, a clean energy project developer, and China Three Gorges, one of the largest power companies in China, to pursue utilities and distributed scale projects in the two countries. The joint ventures will open new doors for SP to tap into overseas markets as well as to develop our own expertise in our pursuit to become a leading regional player in renewable energy. In January 2021, SP opened a regional office in Ho Chin Min City to seek growth opportunities in renewables and district cooling. In July 2021, a joint venture with Bamboo Capital was formed to acquire a rooftop solar portfolio of 47 MW and further secured 28 MW of new projects. In addition, SP has self-originated solar rooftop projects serving the customers in industrial parks to provide them with an option to ‘green’ their operations. We have also built a network of channel partners such as CJ OliveNetworks Vina Co. (CJ ONS), a subsidiary of South Korea’s CJ OliveNetworks in Vietnam. In March 2022, the partnership with CJ ONS aims to boost Vietnam’s clean energy transformation through the development of rooftop solar projects. A memorandum of understanding was signed to jointly invest, build, and develop up to 50 MWp of rooftop solar projects across Vietnam over the next two years. Through this partnership, SP and CJ ONS will combine their expertise, experience, and resources in sustainable energy solutions to explore solar projects for CJ ONS’ affiliates and other commercial and industrial customers in Vietnam. The partnership leverages SP’s capabilities in sustainable energy and digital solutions to create value-added solutions for its customers in Vietnam, and is aligned with SP’s ambition to be a leading sustainable energy solutions player in Asia Pacific. SP’s partnership with China Three Gorges, the world’s leader in hydropower, allows us to capture renewables growth organically. SP, through its 100 per cent owned subsidiaries, has secured a 5 MWp of rooftop solar project in Sichuan, as well as another 6 MWp of rooftop solar project in Shandong that supplies green electricity to the local industrial park via the local grid. SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES Sustainable energy solutions Energy as a Service People and the Community Partnering CJ OliveNetworks to develop rooftop solar projects in Vietnam ABOUT THIS REPORT Grid 2030 30 Energy as a Service Energy efficiency plays a central role in tackling climate change and is one of the key ways the world can meet energy service demand with lower energy use. As energy efficiency offers some of the fastest and most cost-effective actions to reduce GHG emissions, SP recognises the importance of educating our customers and supporting their adoption of energy efficient practices. With our innovative sustainable energy solutions, we enable customers to make decisions that can help reduce their carbon footprint and increase cost savings where possible. DISCLOSURES SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS ABOUT THIS REPORT People and the Community SP deploys a host of digital solutions for business districts, commercial buildings, and households to be more energy efficient, and we aim to expand our offerings to more customers to help them become more sustainable. Our journey started with the digitalisation of our services through the SP app, our bill payment services and smart electricity and water meters, empowering Singaporeans to become more efficient through energy, water, and gas consumption monitoring. The app then evolved to become an integrated tool for promoting sustainability amongst local residents. Enhanced features to promote sustainable living allow users to measure their carbon footprint, ‘green’ their power usage by purchasing Renewable Energy Certificates (RECs), providing a platform to charge their EVs, and so much more. Sustainable energy solutions Energy as a Service Grid 2030 31 SP expanded its sphere of influence to buildings in commercial and industrial complexes and districts. In 2020, we developed Green Energy Tech (GET™) – a suite of digital solutions that integrates different building management systems and diverse data sources to create a seamless, sustainable energy management experience for customers. Powered by EnergyTech, IoT and AI, GET enables building owners to make smarter decisions that improve the overall building performance, sustainability and occupant well-being. Building managers and developers can also purchase RECs through SP to achieve their decarbonisation goals. As SP continues to expand our energy solutions, we believe that smart cities are the next stage of the evolution and the future of a sustainable and green economy. We are committed to developing our energy of our energy services at scale, promoting convenience and sustainability to our consumers, and empowering them with tools to build a greener and more sustainable world. Our key digital solutions include: DISCLOSURES People and the Community GET TENANTCARE GET™ TenantCare is a smart submetering solution designed to help landlords and property owners efficiently manage tenant energy consumption. Powered by SP Digital’s advanced metering infrastructure, GET™ TenantCare simplifies operational challenges involved in utilities management while providing accurate billing and metering. In 2021, four new building owners (Jurong Point 1 & 2, Ang Mo Kio Hub & One Marina Boulevard) adopted this solution. GET INSIGHTS Launched in April 2021, this utilities monitoring and insights dashboard allows facilities management teams and tenants to manage, monitor, report, analyse and optimise utilities usage while also helping identify wastage, achieve cost savings, and reach their sustainability targets. With access to real-time consumption information, adjustments can easily be made to improve energy efficiency. In 2021, six new customers implemented this solution to gain better insights into their utilities usage, reduce these costs and, achieve their energy efficiency targets. SMART METERS AND THE SP APP SP has deployed smart electricity meters in all households. We have installed over 648,000 smart meters nationwide as of March 2022. Through the SP app, residents can monitor their electricity usage every half hourly. Electricity, gas and water consumption can be tracked through a time chart, giving users a better picture of their energy usage patterns. This enables residents to quickly implement energy-saving measures to reduce costs and achieve their green goals. Today, consumers are empowered with sustainability tools via the SP app, on top of the usual energy monitoring feature. The app integrates the utilities bill payment channel, EV charging, My Green Credits, GreenUP™, and My Carbon Footprint to cater to differing needs of the users. With more than 1.5 million app downloads, customers are submitting their meter readings, viewing their bills and paying them directly via the SP app. Customers can pay with credit cards and enjoy The SP app enables a greener lifestyle with features providing you with insights to help reduce your utilities consumption, ways to go green through your purchases when you’re out and about, and even a special calculator to tabulate your carbon footprint. ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS Grid 2030 Sustainable energy solutions Energy as a Service 32 rebates and rewards offered by banking partners for bill payments through the app. We have processed over 5.6 million transactions through the app since 2019, offering customers greater convenience. When they are ready to charge their vehicles, EV owners can log onto the app and search for the nearest charging location, scan the QR code on our charging points, and make payment conveniently. Households can also learn more about their carbon footprint by measuring it on the app and purchasing RECs to green their energy usage. Consumers learn more about sustainability through our GreenUP™ platform on the app – a fun way to earn retail rewards by adopting sustainable practices and lifestyle changes. Beyond smart electricity meters, SP rolled out Singapore’s first large scale smart metering project to supply, install and manage around 300,000 smart water meters across seven locations islandwide from early 2022. We are supplying, installing, and operating smart water meters for businesses and households, and will leverage our wireless communications network and develop supporting IT infrastructure for the retrieval and management of water meter data. This data is crucial to helping homes and businesses better understand their consumption patterns and aims to support the sustainable use of our water resources for decades to come. RENEWABLE ENERGY CERTIFICATES SP provides a one stop Renewable Energy Certificates (RECs) service platform to allow both small and large scale customers to achieve their green targets with ease. Customers can utilise RECs to make clean energy usage claims for GHG scope 2 reporting. With SP, customers can choose from a variety of RECs across Asia. In 2021, we saw a 40-fold increase in transacted volume compared to the previous year. SP REC Platform Security Convenience Cross Border Empowerment Savings MY GREEN CREDITS A feature on the SP app that was launched in October 2020 to provide all with easy access to green their electricity, My Green Credits promotes accessibility to RECs as they are sold in multiples of kilowatt-hour (kWh). This allows residential consumers and individuals to “green” any percentage of their monthly electricity consumption. The purchase of these certificates drives awareness of renewable energy and allow customers to achieve their green goals and to play their part in helping Singapore transit to a low carbon economy. SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES ABOUT THIS REPORT Sustainable energy solutions Energy as a Service People and the Community Grid 2030 33 GREEN BUILDINGS Climate-friendly and energy-efficient buildings are crucial to achieving the Paris Agreement’s goal of keeping global warming under 2°C, and preferably under 1.5°C. Yet there are many challenges associated with the design and management of these buildings. Ever rising demand for energy services– particularly electricity to power cooling equipment, appliances and connected devices – has been outpacing energy efficiency for many years. At SP, we are committed to addressing these challenges by helping to accelerate digitalisation and by embracing the IoT, AI and other innovative digital technologies. We are confident that Singapore can achieve smarter, healthier, and more sustainable buildings and we are investing in creating solutions that will help in this endeavour. Singapore Institute of Technology SP and the Singapore Institute of Technology (SIT) are building the country’s first multi-energy urban microgrid at the university’s campus in Punggol Digital District. The microgrid will integrate electricity and thermal energy into a unified smart energy network through multiple phases of execution. The new SIT campus will also be powered by solar energy, generated by building-integrated photovoltaics and thermal sources. SP also plans to install energy storage technologies, a microgrid controller, and smart metering to optimise consumption and reduce carbon emissions. The campus will serve as a living lab for future test-bedding of innovative solutions that will help Singapore decarbonise and become more sustainable. Singapore’s largest private microgrid at Singapore Institute of Technology Photo credit: Singapore Institute of Technology DISCLOSURES FOCUS AREAS SUSTAINABILITY GOVERNANCE SUSTAINABILITY STRATEGY ABOUT THIS REPORT People and the Community Energy as a Service Sustainable energy solutions Grid 2030 34 MAXIMISING SPACE AND MINIMISING ENERGY One of SP’s core strengths is our ability to combine many of our solutions and in an integrated manner to achieve optimal energy efficiency, sustainability and decarbonisation. To develop sustainable infrastructure and space optimisation in landscarce Singapore, SP has embarked on a journey to construct Southeast Asia’s first large-scale underground electrical substation at Labrador. The 230 kV substation, scheduled to be completed in 2024, occupies a land size of three hectares, or about the area of four football fields. Aboveground, a 34-storey super low energy commercial building will be built. Labrador Tower, is a showcase of all of SP’s sustainable energy solutions and has recently achieved certification in June 2022 as a Green Mark Platinum Super Low Energy (SLE) building under the Singapore BCA Green Mark Certification Scheme. This award highlights its best-in-class energy performance, use of renewable energy and other intelligent energy Labrador Tower - achieved Green Mark Platinum Super Low Energy (SLE) certification in June 2022 management strategies. The building incorporates energy-saving features such as a smart air conditioning system, high-performance façade, optimal building orientation and floor plates. With its various sustainable features, Labrador Tower is expected to use at least 40 per cent less energy annually compared to other conventional similar-sized buildings. Combining a 255 kWp rooftop photovoltaic system, the GET Control, an efficient chiller plant, thermal energy storage and electric vehicle charging stations, these sustainable energy solutions work with regular building systems like lighting and controls to achieve the SLE certification. With the SLE certification for Labrador Tower with SP’s suite of solutions, SP hopes to answer the government’s Green Plan which targets 80 per cent of buildings to be green, 80 per cent of new buildings to be SLE and an 80 per cent improvement in energy efficiency by 2030. SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES Sustainable energy solutions Energy as a Service People and the Community Smart air conditioning system High-performance façade Optimal building orientation ABOUT THIS REPORT Grid 2030 35 Environmental awareness SP is committed to doing our part for Singapore’s environmental sustainability by raising awareness through various initiatives and platforms such as My Carbon Footprint, GreenUP™ and Eco boards. Launched in 2020, My Carbon Footprint on the SP app enables everyone in Singapore to gain a deeper understanding of what a carbon footprint is and how much carbon emissions they emit. By answering a few simple questions about the user’s daily routine, their annual carbon emissions are calculated. Accessed via the SP app and the web version, users can keep track of their emissions, using a monthly tracking chart that will be released in the second half of 2022. This feature allows users to view their emissions trends in a single glance and enables them to be more precise when purchasing any carbon offsets or RECs that can reduce their monthly carbon emissions. Another feature on the SP app is GreenUP which provides a fun and engaging way to help customers adopt a more sustainable lifestyle. Daily challenges such as going meatless and using reusable cups aim to help users reduce their carbon emissions and earn rewards. Users have completed over 9 million challenges since its launch in September 2019. Building on the success of this initiative, in 2021, we worked with more than 45 like-minded partners to create the GreenUP sustainability programme to create various challenges to help app users adopt green habits such as forgoing disposable cutlery when ordering food. We are also partnering popular consumer brands such as Amazon, Foodpanda, Huggs coffee and many more, to promote more conscious buying through various green challenges and integrating sustainable habits into our customers’ lives. SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES ABOUT THIS REPORT Sustainable energy solutions Energy as a Service People and the Community Grid 2030 36 People and the Community We are committed to safe operations and we work diligently to protect the health and safety of employees, customers, visitors and contractors at all of our operations. We achieve this by providing thoughtful, targeted training to our team so that they have the skills and knowledge needed to help us become Asia Pacific’s leading sustainable energy solutions player. Health and safety Safety Performance: Zero Zero Fatalities Fatality rate 0.42 Lost Time Injuries Frequency Rate 7 At SP, safety is our highest priority and we strive for zero accidents. The commitment to safety stems from our top management. They play an instrumental role in developing and committing to a safe working culture. Over 500 management staff conduct site safety inspections to bring the message of safety to all staff and contractors. In FY21/22, we recorded almost 30,000 inspections (physical and remote monitoring) conducted at our work sites. We achieve this using SP’s Occupational Health and Safety Management System which was developed based on the ISO 45001 framework and covers all of SP’s Singapore operations. This system is subject to regular annual reviews including an internal and external audit by ISO 45001 auditors as well as a safety & health management review by our Management Safety Committee (MSC). Should any areas for improvement be identified during these reviews, they are followed through to completion. SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES ABOUT THIS REPORT Sustainable energy solutions Energy as a Service People and the Community Grid 2030 7 Lost Time Injury Frequency Rate per million manhours. Includes staff and contractors’ injuries with more than 1 day lost time. 37 Eight key risks associated with the nature of our work include: Excavation & Trenching Traffic Management Working at height Lifting Operation DISCLOSURES People and the Community Confined Space Hot Works Electrical/Gas Works Slips, Trips & Falls Any incidents, including near misses, that occur within SP’s premises or as a result of work activities performed by the group and/or its contractors are reported to the MSC. The person involved in or is witness to the incident shall notify the reporting officer as soon as reasonably practicable. The reporting officer then notifies management and the MSC of the incident within one hour. The location of any incident is immediately secured ensuring that only authorised persons can enter the incident location. No equipment, material or other evidence of the incident is removed unless deemed necessary to prevent further injury or damage or upon instruction by management. Photographs at the scene of any incident are taken and attached to an incident report. An investigation team is formed to investigate incidents and establish accountability and make recommendations to prevent a recurrence. Progress is regularly reported to the MSC on addressing these risks via established risk control activities, namely safety inspections by the Management team, Group Safety and Health (GS&H) and independent HSE inspectors, project safety reviews for all SP projects, and thrice-yearly risk assessment workshops conducted by sections with the departments, supported by GS&H officers. Overall health and safety management is governed by the MSC which is chaired by the Chief Risk Officer and comprises senior management representatives of each business unit. The respective business units have their own Health, Safety and Environmental (HSE) committees chaired by senior management to provide health and safety leadership in those units. Units that have formed HSE Committees, comprising senior management, middle management, and ground staff from the various operational entities. To ensure relevant information on occupational health and safety is readily available to our staff, we utilise a Safety Information Management System that is available to all staff to access information on health and safety via our intranet. Documentation relating to ISO 45001 is available to staff via the portal. We also host regular communication sessions and on-site training, such as monthly section communication sessions to share up to date health and safety information to ground staff, ‘Safety Pauses’ for contractors to communicate key issues with contractors and share best practices, and on-site safety inspection training for new management inspectors. Additional health and safety information is regularly communicated to staff and contractors via various platforms, such as mass email, yammer, safety alerts, circulars, town halls and briefings. ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS Grid 2030 Sustainable energy solutions Energy as a Service 38 We have also developed a comprehensive workplace health programme which is based on the WHO model for healthy workplaces. The programme has been developed with the objective of occupational disease prevention and personal health promotion and is backed by the Union of Power and Gas Employees (UPAGE) and supported by the joint efforts of the MSC, the workplace health programme committee, and the ReCharge committee. Beyond our Occupational Health and Safety Management System, we host numerous voluntary health promotion services and programmes for our staff. Highlights include: • An annual health screening, which is available to all staff at no charge. This provides staff with an assessment of their current health status such as cholesterol levels, BMI, and diabetes risk so that they are aware and able to take timely action where required. The data collected is also taken into consideration when developing their work plan for the following year. • A lifestyle survey was conducted with staff as part of our health promotion initiative. The outcome of the survey guides the development of programmes, targeted at everyone’s interest areas, such as physical or mental health workshops or smoking cessation programmes. • We have a network of Care Ambassador volunteers who are trained to aid staff who are suffering from mental health issues. Care Ambassadors undergo formal training to prepare themselves for their roles. • Turning-23 (Weight Management) Programme was launched for all staff to assist in managing their BMI. $100 vouchers are given to staff who achieve a 10% weight reduction and additional $20 vouchers are given to staff who attend all associated group exercises and workshops. • Mental Health Week, organised in Oct 2021, in conjunction with World Mental Health Week aimed to create awareness of mental health issues and to reach out to staff who may need assistance in managing their mental health. • Launched a one-stop Online Health Portal – With the increasing isolation and inactivity due to the work-fromhome arrangement, it became even more important to bring our health resources online expeditiously. GS&H and HR set up a one-stop e-depositories on health matters and a line-up of activities (LIVE WELL and ReCharge) and publicity of programmes over the company intranet, common TVs in offices and on screensavers of individual laptops. We also hosted several physical and mental health workshops, launched “Zoom with ActiveSG Masters” for staff to work out at home daily, held monthly bite-size talks to equip participants with self-help tips, and more. To ensure all our staff and contractors are aware of and maintain SP’s standards for health and safety, training is provided through a variety of means. All new staff are required to attend a safety induction e-training course when joining the company. Annually, a safety e-learning refresher course is rolled out to all staff to provide more in-depth learning about safety in various work environments and mitigation measures to address key safety risks. There is an assessment at the end of each module to reinforce key concepts and learnings. In addition, Site Safety Inspection Training is delivered to SP Project Officers and Management Staff to enhance their skills in identifying safety hazards and understanding safety regulatory requirements relating to actions undertaken by each operation. These skills are required when conducting a safety inspection at SP worksites. For contractors, a mandatory safety course conducted in the native language of foreign workers called Safety@SPPG has been provided since 2014. The objective is to raise safety awareness and to equip them with the necessary skillsets and knowledge to carry out works safely at sites. All workers are required to undergo Safety@SPPG before deployment onto SP worksites. In 2021, the course was extended to include practical stations, covering high-risk work activities, to enhance the learning experience of the participants. We also rolled out a new Project Safety Management Course in January 2022. Targeted at all Contractor Project Managers, Workplace Safety and Health Officers, Project Coordinators and Supervisors the course is designed to build their capabilities and enhance site safety management skills. The training also helps them to better understand SP safety requirements and the importance of working safely. ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES Grid 2030 Sustainable energy solutions Energy as a Service People and the Community 39 Training and development 3,574 179,000 50 7.1 100% Number of employees (as of end Mar 2022) To prepare our company for growth now and in the future, we have trained our employees in “Core” and “Future-Ready” programmes in the key areas below. Examples of the programmes are: Safety • Defensive driving and riding • Condition monitoring of switchgear • Singapore’s gas network • Online Condition Monitoring for Transmission and Distribution Equipment • Operation and Maintenance of Energy Storage System (ESS) • Distributed Energy Resources Management System (DERMS) • Trends for Microgrid • OT/loT Cybersecurity Network Reliability Cybersecurity • Advanced Penetration Testing • Advanced Malware AnalysisTrends for Microgrid Total Training Hours Network Reliability Average training hours per employee per year Core programmes Customer First • Go-the-extra-mile service • Project a positive and professional image Future-ready programmes Electric Vehicle Charging • Introduction to Electric Vehicle (EV) and EV Charging System • Electric Vehicle Charging System • Grid Connected Electric Vehicles Data and Artificial Intelligence • Al and Machine Learning • Data Science and Artificial Intelligence Average training days per employee per year Functional-Specific • Project management • Chilled water terminal system • Foundational Workshop on Energy Efficiency • Power BI • PowerApps Development 23 of our staff received a regular performance and career development review 8 • Effective communication • Operational teamwork and collaboration Energy Efficiency App Creation Soft-skill SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES Sustainable energy solutions Energy as a Service People and the Community To ensure that our employees continued to be upskilled during the pandemic, courses were converted to virtual platforms such as e-learning or blended training approaches. For our other training providers and Singapore Institute of Power and Gas, trainers adapted their course materials to enable virtual delivery. For transition programmes for employees going into retirement, reporting officers engage them about six months prior to re-employment to discuss possible arrangements, and training needed should they be redeployed to a different job role. There is also flexible work arrangements subject to operational needs extended to returning retirees, for example shorter workweeks as a transition to eventual exit. ABOUT THIS REPORT Grid 2030 8 Including all men, women, executives and non-executives 40 Community engagement Our initiatives for the community are aligned with our mission – to improve quality of life and create sustainable solutions for the community, today and for future generations. We recognise that we have a responsibility to demonstrate our contribution to the community by educating them on energy efficiency practices and providing innovative products and services with adequate support to help them meet their decarbonisation targets. As the world learns to live with the Covid-19 pandemic, SP is committed to helping communities in need through sustained philanthropy, and skills-based volunteering. Collectively in the past year, we have contributed $4.5 million to various community causes, education, and industry initiatives. A key initiative is SP’s $1.35 million donation to the Institute of Technical Education to establish the SP Group Engineering Study Award. The award provides monthly financial support to 450 engineering school students from low-income families over three years. This initiative builds on SP’s contribution over the years, through book prizes for ITE’s electrical engineering students and job exposure as part of its commitment to nurturing the next generation of technical officers and engineers for Singapore. SP Power Packs amounting to $1.1 million for 10,000 low-income families A $1.35million donation to ITE Education Fund We increased by five-fold the reach of our annual SP Power Packs charity drive, committing $1.1 million for 10,000 lowincome families to receive bags of food and essential items to guard against Covid-19, such as Antigen Rapid Test kits, sanitiser, hand wash, wet wipes, and vitamins. Through the SP Heartware Fund, we have supported programmes for vulnerable seniors to promote active ageing and prevent social isolation. At Toa Payoh West – Thomson, we have provided more than 13,000 meals for seniors. SP Kids at Heart, set up last year, has benefited 2,000 KidSTART pre-schoolers from low-income families through educational tools, books, toys, and electronic devices such as tablets and internet routers to support online and home-based learning. Our staff volunteers, known as SP Heart Workers, have continued to drive outreach activities such as packing and delivering Power Packs and SP Kids at Heart learning packs and organising festive gatherings and grocery shopping for seniors. Our teams have also supported nationwide activities, including Temasek Foundation’s pandemic response programmes by manning the public hotline, as well as the Ministry of Health’s Covid-19 helpline to address queries from patients and the public. In total, our staff have contributed more than 63,000 hours towards these activities. ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES Grid 2030 Sustainable energy solutions Energy as a Service People and the Community 41 Disclosures Contribution to SDGs SDG Target by 2030 7.1 Energy access SDG 7 AFFORDABLE AND CLEAN ENERGY Ensure universal access to affordable, reliable and modern energy services 7.2 Renewable energy Increase substantially the share of renewable energy in the global energy mix 7.3 Energy efficiency Double the global rate of improvement in energy efficiency SDG 9 INDUSTRY, INNOVATION AND INFRASTRUCTURE Initiatives to support the targets Clean and Smart Energy - Leveraging on the climate opportunities in the provision of low carbon solutions, aligning with the SDG 7 targets: • Increasing electric vehicle charging stations • Enabling access to the Open Electricity Market by empowering customers with options for electricity packages and to enjoy savings • Renewable energy imports from the region • Deploying solar PV projects • Encourage use of Renewable Energy Certificates for clean energy claims • Launch of My Green Credits™ on the SP app to enable households to match their electricity consumption with an equivalent amount of green energy produced • GET™ TenantCare • Utilities Monitoring & Insights • Deploying smart technology and SP app to access half-hour electricity usage • Spreading environmental awareness through Eco-Boards, GreenUP and My Carbon Footprint • Deploying smart technologies for Tengah smart energy town Reliable and Sustainable Infrastructure – Ensuring resiliency in the infrastructure through addressing the climate risks to uphold reliability of our services in alignment with relevant SDG 9 targets: SUSTAINABILITY GOVERNANCE FOCUS AREAS DISCLOSURES TCFD Emissions audit statement 9.1 Reliable infrastructure Develop quality, reliable, sustainable, and resilient infrastructure, including regional and transborder infrastructure, to support economic development and human well-being, with a focus on affordable and equitable access for all 9.4 Sustainable infrastructure Upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities • Investing in network infrastructure upgrades • Deploying smart grid technologies • Asset Health Digital Twin to monitor equipment health – prototype in place • Constructing the first large-scale underground substation in Southeast Asia to optimise space in land-scarce Singapore • Deploying district cooling and energy-saving solutions • Developing urban micro-grid • Capacity upgrades for the Interconnector between Singapore and Peninsular Malaysia to support a regional grid energy import pilot • Developing DERMS to enable the effective integration of renewables • Developing a utility-scale energy storage system SUSTAINABILITY STRATEGY ABOUT THIS REPORT Contribution to SDGs 42 Task Force on Climate-related Financial Disclosures (TCFD) TCFD’s Core Element Governance TCFD recommendations Describe the board’s oversight of climaterelated risks and opportunities. Describe management’s role in assessing and managing climaterelated risks and opportunities. SP Group’s Approach The Board is committed to integrating sustainability into SP Group’s strategic directions and plans. The Board Risk Committee was established by the Board and is responsible for the oversight of the climate risks faced by the group. The Board Executive Committee (ExCo) assists the Board and provides advisory supervision on SP’s sustainable strategy, material ESG topics and targets. The Executive Leadership Team (ELT) reports to the ExCo and is headed by the Group Chief Executive Officer (GCEO). The ELT’s role is to oversee and manage material sustainability initiatives. The Group Risk Management identifies and analyses the climate-related risks faced by SP and reports to the Committee every quarter. Addressed in Sustainability Review Board’s role, pg [10] Management’s role and internal controls, pg [11] FOCUS AREAS DISCLOSURES Emissions audit statement The Strategy and Sustainability team monitors climate change issues and gives regular updates to the ELT. Risk Management Describe the organisation’s processes for identifying and assessing climaterelated risks. Describe the organisation’s processes for managing climaterelated risks. The Strategy and Sustainability team and Risk Management team had jointly conducted a climate risk assessment to identify material climate risks under different climate scenarios. The risks identified were then integrated into the Enterprise Risk Management (ERM) Framework. The Board Risk Management Committee is supported by the Group Risk Management (GRM) and provides oversight of the business risks that the group faces. The implementation and management of the ERM Framework are undertaken by the GRM and ERM workshops on material risks are held across business units. “Top-Down” and “Bottom-Up” approaches are adopted across the entire group so management and employees communicate and participate in effective risk management. Group risk management, pg [12] Group risk management, pg [12] SUSTAINABILITY GOVERNANCE TCFD Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organisation’s overall risk management. The Group Risk Management then reports to the Board Risk Management Committee and provides updates on the risk management activities of the group’s operations. All risks that are considered material to operations and are considered as strategic business risks and managed under the Enterprise Risk Management (ERM) Framework, including risks that arise from climate change. Physical and transitional risks are closely monitored by the related business units and escalated to the Risk Management Committee when necessary. Climate risk assessment and scenario planning, pg [13-15] SUSTAINABILITY STRATEGY ABOUT THIS REPORT Contribution to SDGs 43 Task Force on Climate-related Financial Disclosures (TCFD) TCFD’s Core Element TCFD recommendations Describe the climaterelated risks and opportunities the organisation has identified over the short, medium, and long term. SP Group’s Approach The adoption of two United Nations Sustainable Development Goals (SDG) shows the group’s support of the global call to action that all would enjoy peace and prosperity by 2030. SP had conducted our first climate risk assessment in FY21/22 based on a net-zero and business-as-usual scenario, where short to long term horizons were considered. The adoption of TCFD’s reporting framework was done in FY21/22, focusing on the physical and transition risks and opportunities that occur with climate change. Addressed in Sustainability Review Sustainability strategy, pg [8] Climate risk assessment & scenario planning, pg [13-15] DISCLOSURES Emissions audit statement Strategy Describe the impact of climaterelated risks and opportunities on the organisation’s businesses, strategy, and financial planning. Strategy 2030 aims to create a low carbon, smart energy Singapore and be a regional leader in sustainable energy solutions. SP provides a full suite of solutions to customers and businesses to assist them in their sustainability journey. Our sustainable energy ecosystem, pg [6] FOCUS AREAS Matrices and Targets Describe the resilience of the organisation’s strategy, taking into consideration different climaterelated scenarios, including a 2°C or lower scenario. Disclose the metrics used by the organisation to assess climate-related risks and opportunities in line with its strategy and risk management process. Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the related risks. Describe the targets used by the organisation to manage climaterelated risks and opportunities and performance against targets To strengthen the sustainability resiliency of our strategies, SP has done a detailed study on two climate change scenarios. Of which, one scenario is considered a net-zero scenario, where warming temperatures are kept below 2°C. To demonstrate our commitment to sustainability, SP is committed to reducing our own emissions and also helping our customers achieve their green goals through digital solutions, energy-efficient technologies and accelerating the transition to renewable energy. The TCFD reporting framework was adopted in FY21/22 to address the increasing demand for clear, comprehensive and high-quality information on climate-related risks and opportunities. To track the progress of our goals, metrics have been provided since the base year of FY19/20. SP has been reporting our Scope 1 and 2 GHG emissions since FY19/20, in accordance with the GHG Protocol Corporate Accounting and Reporting Standard. To ensure that our GHG emissions data is aligned with international best practices, we had our data externally validated in accordance with ISO 14064-3:2019, ‘specification with guidance at the organisational level for quantification and reporting of greenhouse gas emissions and removals’. Corporate strategy 2030 aims to create a low carbon, smart energy Singapore and be a leading player in sustainable energy solutions by 2030. Climate risk assessment & scenario planning, pg [13-15] Sustainable energy solutions, pg [22-29] Energy as a Service, pg [30-35] Metrics and targets, pg [16] Metrics and targets, pg [16] Emissions audit statement, pg [44] Sustainability strategy, pg [8] ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE Contribution to SDGs TCFD 44 Emissions audit statement LRQA Independent Assurance Statement Relating to SG Group’s GHG Report for the Financial Year 2021/22 DISCLOSURES Emissions audit statement Terms of Engagement This Assurance Statement has been prepared for SP Group. LRQA Limited (Singapore Branch) (LRQA) was commissioned by SP Carbon Solutions Pte. Ltd. to assure SP Group’s GHG Report for the financial year 2021/22 (hereafter referred to as “the Report”). The financial year is from 1 April to 31 March. FOCUS AREAS The Report relates to direct GHG emissions and Indirect GHG emissions from imported energy. Management Responsibility SP Group’s management was responsible for preparing the Report and for maintaining effective internal controls over the data and information disclosed. LRQA’s responsibility was to carry out an assurance engagement on the Report in accordance with our contract with SP Impact Pte Ltd. Ultimately, the Report has been approved by, and remains the responsibility of SP Group. LRQA’s Approach Our verification has been conducted in accordance with ISO 14064–3:2019, ‘Specification with guidance for verification and validation of greenhouse gas statements’ to provide limited assurance that GHG data as presented in the Report have been prepared in conformance with ISO 14064–1:2018, ‘Specification with guidance at the organizational level for quantification and reporting of greenhouse gas emissions and removals’. To form our conclusions the assurance engagement was undertaken as a sampling exercise and covered the following activities: • conducted site visits covering SP Group’s key activities: • SP Group’s HQ building, including data centre at 2 Kallang Sector, Singapore 349277, • Substation for electricity transmission and distribution, • National Gas Control Centre (NGCC), Onshore Receiving Facilities, pressure regulator station and metering station for gas transmission and distribution, • Central warehouse, and • District cooling plants; • reviewed processes related to the control of GHG emissions data and records; • interviewed relevant staff of the organization responsible for managing GHG emissions data and records, both during the site visits and at a sample of overseas locations; • reviewed activity data at the summarised source data, both during the site visits and at a sample of overseas locations; • interviewed relevant staff of the organization responsible for managing GHG emissions data and records; • verified historical GHG emissions data and records at an aggregated level for the financial year 2021/22; and • verified the emission factors used for fossil fuel, lubricant oil/grease, fugitive sources, electricity with the source reference and confirmed its appropriateness. ABOUT THIS REPORT SUSTAINABILITY STRATEGY SUSTAINABILITY GOVERNANCE Contribution to SDGs TCFD Page 1 of 2 45 Level of Assurance & Materiality In accordance with our contract agreement, the assurance was conducted at a limited level of assurance at a materiality of 5% for Categories 1 and 2. The opinion expressed in this Assurance Statement has been accordingly formed. DISCLOSURES Emissions audit statement LRQA’s Opinion Based on LRQA’s approach nothing has come to our attention that would cause us to believe that the GHG emissions for Category 1 direct GHG emissions and Category 2 indirect GHG emissions from imported energy disclosed in the Report as summarized in Table 1 below are not materially correct, and that the Report has not been prepared in conformance with ISO 14064–1:2018. FOCUS AREAS Signed Dated: 28 June 2022 Cindy Zhang LRQA Lead Verifier LRQA Limited (Singapore Branch) 18 Cross Street, #02-101, Suite S2039, Singapore 048423 On behalf of LRQA Limited 1 Trinity Park, Bickenhill Lane, Birmingham B37 7ES, United Kingdom SUSTAINABILITY GOVERNANCE TCFD LRQA reference number: SNG00000324 Table 1. Summary of SP Group, GHG Emissions Report FY2021/22 Scope of GHG emissions Tonnes CO 2 e Direct GHG emissions (Category 1) 78,173 Indirect GHG emissions from imported energy (Category 2, Location-based) Indirect GHG emissions from imported energy (Category 2, Market-based) 423,225 419,959 Location based and Market based are terminologies from Annex E of ISO 14064- 1:2018. This Assurance Statement is subject to the provisions of this legal section: LRQA Group Limited, its affiliates and subsidiaries and their respective officers, employees or agents are, individually and collectively, referred to in this clause as LRQA. LRQA assumes no responsibility and shall not be liable to any person for any loss, damage or expense caused by reliance on the information or advice in this document or howsoever provided, unless that person has signed a contract with the relevant LRQA entity for the provision of this information or advice and in that case any responsibility or liability is exclusively on the terms and conditions set out in that contract. The English version of this Assurance Statement is the only valid version. LRQA assumes no responsibility for versions translated into other languages. SUSTAINABILITY STRATEGY AB

TUESDAY, OCTOBER 29, 2013 MONEY B11 One man demonstrated ‘outstanding leadership’ in searching for solutions to the energy sector’s manpower challenges, while an organisation made a sustained effort in promoting energy awareness among youth. Another organisation received special mention for rallying youth around energy causes. The Straits Times speaks to the inaugural winners of the Singapore Energy Award, which honours those who have made transformational changes in the energy sector, and finds out what fuels their passion. Energy Matters A series brought to you by the Energy Market Authority Powered by pure passion SINGAPORE Power’s (SP) senior adviser Quek Poh Huat lays the ground rules at the start of the interview. “This isn’t about me, okay? The Singapore Energy Award belongs to the company. I was just fortunate to be here to oversee all this,” says the 67-year-old, ironically also the inaugural winner of the Individual category of this year’s awards. Mr Quek was appointed a director of SP Ltd in 2001 and became the group chief executive of SP from May 2004. He stepped down in January last year but is still on the frontline of addressing the sector’s manpower crisis. He recently chaired the Power Sector Manpower Taskforce (PSMT) to develop recommendations for building manpower capabilities for Singapore’s power sector. The challenges it highlighted included the ageing technical workforce and the difficulty of attracting and retaining younger Singaporeans (see previous story). “At Singapore Power (SP), the average age of our workers is 43. And as the workforce ages, we need them to be replaced. We also want to ensure know-how is transferred,” he said. “Working in the power sector is not seen as easy. People think that they will have to deal with harsh working conditions – having to be in substations and being on the ground. “But these conditions aren’t always harsh. We also need to make people understand the opportunities.” Mr Quek is no stranger to challenging situations. When SP introduced integrated billing for power, water and waste removal over 2000 and 2001, a computer glitch meant some households did not receive a bill for a year, then got them all at once. “It took 12 months to correct the faults,” he recalls. “We had to work out instalment schemes. I even went to Parliament to explain to the MPs how to trickle down the information to their concerned constituents.” Mr Quek was also under heat when, in 2004, the country experienced two outages. The first, in April, lasted 59 minutes and knocked out electricity supply to about 80,000 homes. The second, in June, left 30 per cent of the island in the dark for close to two hours. “Since then, most of the outages have been minor. Touch wood!” he says. Despite being in the sector just nine years, Mr Quek’s list of contributions to it is long. Under his watch, SP has become one of the largest energy utility companies in the Asia Pacific with revenues of $8.97 billion in financial year 2012/2013. He has also been developing capabilities within the industry and addressing the sector’s talent crunch through a variety of measures, including cultivating a close relationship with the unions. His efforts earned him the NTUC May Day Award – Medal of Commendation (Gold) in May last year. Mr RKS Nachiappan, general-secretary of the Union of Power & Gas Employees, says Mr Quek put in place more frequent meetings – both formal and casual – to understand the challenges and issues. “He has a real soft spot for the low-income group, and knows training is the best way to help make their lives better,” Mr Nachiappan adds. In 2010, Mr Quek was heavily involved in implementing an industry-wide Work Skills Qualification (WSQ) System and even before re-employment of older workers was legislated, SP put such a scheme in place. Mr Quek also lent his support to bond-free scholarships for power workers and mooted the idea of the Singapore Power Heartware Fund to help the needy elderly in our community. “The three most important ENERGY WARRIORS Singapore Power’s senior adviser Quek Poh Huat with a mural of the Singapore night skyline behind him at the SP offices. The 67-year-old is the inaugural winner of the Individual category of the Singapore Energy Award. PHOTO: EDWARD TEO FOR THE STRAITS TIMES things in my life are family, friends and faith. I follow that when dealing with the union, staff, new recruits and retirees. We are a family, Singapore Power,” Mr Quek says. Now retired, Mr Quek’s focus will be on the Singapore Power Training Institute (SPTI). It currently conducts about 200 training sessions under 70 programmes annually covering areas such as electricity and gas network operations, business continuity management, and safety and power quality. His plan is to retain the expertise present in the industry by inviting retired power workers back to teach. He also sees room for Singapore to share what it knows with the region. “Singapore has invested so much and learnt hard lessons developing its know-how. This can A LOVE for Lego was what drew 22-year-old Rochelle Hung to the National University of Singapore’s student organisation Energy Carta. Earlier this year, Energy Carta organised an event called Changing the Game, which visualised energy usage through the use of Lego bricks. Ms Hung, a major in Project and Facility Management at NUS’ School of Design and Environment (SDE), heard about it through a department e-mail blast. A long-time lover of Lego, she signed up. “I was determined to understand more about the energy field, especially sustainability, and be able to plan the future that I want to be in, that is, one with smart and sustainable buildings,” she recalls. Ms Hung eventually became one of the student leaders of Energy Carta, which has earned a Special Mention Award in the Organisation category of the inaugural Singapore Energy Award. Energy Carta, which draws part of its name from the ancient historical document Magna Carta, or Latin for “great charter”, was founded by 30-year-old NUS alumnus Yujun Chean in 2008. The then final-year engineering student had been working with a Silicon Valley start-up and attending classes at Stanford University under a year-long NUS student programme, when he saw former US vice-president Al Gore deliver a landmark speech ahead of the screening of his documentary An Inconvenient Truth. Separately, he also attended a conference by a now-defunct Stanford organisation that convinced him students could make a difference. Back at NUS, it dawned on him that he could do something similar. “I penned down names of prominent individuals within the be packaged and exported,” he says. Also a priority is to ensure that Singapore continues “keeping the lights on”. Singaporeans experience an average of just 25 seconds of outage a year. “And there is just a 0.01 per cent chance of a blackout. That’s the best in the world,” he says, beaming. It is a long way to have come for a man who remembers running through back lanes barefoot, electric trams in Orchard Road and calling it a night when daylight ended. “The next 20 years will also be dramatically different from how it is now,” he said, adding that the priority is finding the people who can keep things humming while also handling areas like electric cars and smart grids. “We cannot afford to fail.” Senoko is on the cutting edge of various energy innovations, including adopting and testing electric vehicles. PHOTO: ELECTRIC VEHICLE TASKFORCE Undergrads’ ‘great charter’ for environment Youth organisation Energy Carta, founded by NUS alumnus Yujun Chean (front row, left) in 2008, is one of the three inaugural winners of the Singapore Energy Award. Energy Carta has raised more than $170,000 in sponsorships from corporations such as PowerSeraya, Chevron, Sembcorp, Singapore Airlines and UOL. PHOTO: YUJUN CHEAN, ENERGY CARTA clean-tech world,” he recalls. “I also tried to get my friends excited about creating a student-run conference as a final year project.” In the end, an event he thought would simply allow him to “leave school with a bang” ended up having a much greater impact. First, Professor Chou Siaw Kiang, executive director of the NUS Energy Studies Institute, encouraged him not to set up the organisation as a Stanford offshoot but as an independent Singapore-rooted organisation. Then, the Economic Development Board (EDB) threw in its support and the Energy Market Authority (EMA) agreed to make Energy Carta its youth partner at the inaugural Singapore International Energy Week in 2008. “This gave us a lot of credibility when we were pitching for support, speakers and funding, and accelerated our growth curve,” says Mr Chean. What resulted was the Asian Youth Energy Summit in 2008, which became the largest student-led energy conference in Singapore, attracting over 500 participants and featuring 30 industry speakers. The following year, Energy Carta added the Chevron Case Challenge, where 97 teams vied to develop the best 20-year energy plan for a fictional city. A year later, the winner of the Singapore round of the Cleantech Open Global Ideas Competition was flown to the United States for the global leg of the competition. Energy Carta has raised more than $170,000 in sponsorships from corporations such as PowerSeraya, Chevron, Sembcorp, Singapore Airlines and UOL. “These funds have enabled us to organise large-scale events, reaching well over a thousand participants,” says Mr Chean. “The belief is that while most people may not be intrinsically keen to solve climate change, they may indirectly do so by building a career in the sector, and Energy Carta aims to get them started on that path,” he explains. Senoko’s activities to engage the young IT IS a Saturday but one of Senoko Energy’s vice-presidents is at Woodgrove Secondary School helping staff to develop an education module for next year and exploring how the school can become more energy-efficient. Woodgrove Secondary is one of 18 schools that has been adopted by Singapore’s largest power generation company as part of the NEA Corporate and School Partnership Programme (Casp). Senoko offers the schools training attachments, plant tours and project sponsorship among other things, and Mr Kwong Kok Chan has made it his personal mission to work with them. “When I first started in 2004, I saw it as just part of my job. Now I can’t differentiate between work and personal interest,” says the 60-year-old, an engineering graduate from the University of Malaya. “The students treat me like an uncle, and I’ve also learnt from the way they see things. One Admiralty student even challenged me, asking why Singapore didn’t harness electricity from lightning. I had no idea what to say!” It is people like Mr Kwong that Senoko Energy president and chief executive officer Brendan Wauters credit for the company’s win in the Organisation category of the inaugural Singapore Energy Awards. “The award reflects the continued and consistent efforts we have put in over the past decade,” he says. “A lot of people like Mr Kwong are instrumental to what we have done. Mr Kwong loves to interact with students and their teachers. His passion is infectious.” But Casp is only one of many community outreach activities undertaken by Senoko, the only power generation company located in the north of Singapore. “Being in the north, we are closer to residential areas, so it important that we have a relationship with our neighbouring communities,” explains Mr Wauters. Senoko has also partnered with the PUB to adopt Sungei Sembawang and help make young people aware of the need for water conservation. In 2012, the company launched the Senoko Sustainability Challenge, which challenged students from primary schools to junior colleges to come up with solutions to environmental problems. “It aims to create awareness of the importance of sustainability in general and climate change in particular among the younger generation, who are ultimately the ones who can impact future outcomes the most,” says Mr Wauters. A total of 120 teams from 52 schools participated this year. Senoko, which started in 1975, has, through the years, delivered several firsts. In 1991, it became the first power generation company to import natural gas into Singapore from Malaysia. It was a landmark moment, representing the nation’s first step away from liquid fuel. Senoko was also the first to use combined cycle gas turbine (CCGT) technology in 1995. Being able to fire with either natural gas or fuel oil or a mix of both translated into about 10 per cent in energy efficiency gains and cleaner emissions. Senoko was also the first company to take the 3R principles of reduce, reuse and recycle to a new level: Its “repowering” approach so far has resulted in a more than 40 per cent drop in carbon intensity over 1990 levels. Senoko is still on the cutting edge of other innovations, including adopting and testing electric vehicles. “Power companies are often seen as part of the problem in terms of the environment, but in Singapore, we can say we have become part of the solution,” says Mr Wauters.