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

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

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

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

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

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

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

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

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