TNB IAR 2019v2 PDF
TNB IAR 2019v2 PDF
TNB IAR 2019v2 PDF
Cover Rationale
Our cover design encapsulates our transformation journey towards our aspiration to become a renewables leader in the ASEAN region,
whilst ensuring sustainable business growth and value creation. We will continue to empower the progress of the people and the Nation,
with our extensive suite of products and services.
We will achieve this by leveraging on innovation and emerging technologies, diversifying our energy sources, upgrading into digitally-
enabled networks, enhancing customer experience and working towards a stable and sustainable regulatory landscape.
In tandem with this, we will continue to inculcate sustainability practices into all our operations to ensure we meet future challenges,
build fruitful relationships and create value for all our stakeholders.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 002
Our Reporting
Journey
As the largest electricity utility in Malaysia, we are a key contributor to Nation building. In
recent years, we have also embarked on our sustainability agenda through efforts such as
renewable energy and other environmental as well as social initiatives as we seek to add value
to all our stakeholders. We believe these activities will not only take Tenaga Nasional Berhad
(TNB) into the future, but also continue to grow our business in the long term as we transform
ourselves into to be one of the world’s top 10 global utility by 2025.
This report aims to deliver a transparent, concise and balanced overview of our business
direction, strategies and performance as well as an assessment of our ability to create value.
This report provides information relating to our strategy and business model, performance, prospects and governance, for the
period 1 January 2019 to 31 December 2019, unless otherwise stated.
Refers to the pool of funds that is available Refers to intangibles associated with
to the organisation for use in the an organisation’s brand and reputation,
production of goods or the provision of knowledge-based intangible systems
Future Generation Sources services, which includes funds obtained as well as intellectual property such
through financing or generated by means as patents and copyrights.
of productivity.
Grid of The Future Refers to manufactured physical objects Refers to the competencies and
that are available to an organisation for capabilities of an organisation’s
use in the production of goods or the employees, including their motivations
provision of services, including physical to innovate.
infrastructure or technology, such as
equipment and tools.
Winning The Customer
SOCIAL AND
NATURAL CAPITAL
RELATIONSHIP CAPITAL
Refers to resources such as water, fossil Refers to the relationships between
fuels, solar energy, crops and carbon sinks, an organisation, its stakeholders and
which cannot be replaced and are other networks, and the ability to share
Future Proof Regulations essential to the functioning of the information to enhance individual and
economy as a whole. collective well-being.
PG. 003
OV ERV I E W O F T N B
CONTENTS REGULATIONS COMPLIED
INT E G RATE D
ANNUAL RE POR T • Provides a comprehensive • Companies Act 2016
2019
assessment of the Group’s • Main Market Listing Requirements of
performance for 2019 and Bursa Malaysia Securities Berhad
outlook for 2020
• Malaysian Code on Corporate Governance
2017
OUR RE PO RTI N G SU I T E
At TNB, we produce a range of corporate reports for the benefit of our stakeholders, to provide them with critical information
on our business operations and performance. Our 2019 Annual Report Suite provides a comprehensive account of our value
creation activities. Our Integrated Report is a key document in the suite and should be read in conjunction with the Corporate
Governance & Financial Statements 2019.
TNB’s IR has been produced with the objective of providing our stakeholders with • MMLR
a comprehensive overview and a balanced assessment of our financial and non-
• IIRF by the IIRC
financial performance.
• Companies Act 2016
Our stakeholders are informed of our strategy, businesses and performance, approach
to governance and risks as well as future aspirations. • Malaysian Financial Reporting Standards
(MFRS)
The report demonstrates our accountability and strengthens the trust of our
stakeholders. • International Financial Reporting Standards
(IFRS)
Corporate Governance & Financial Statements (CGFS) 2019 • MCCG by Securities Commission
TNB’s CGFS presents detailed reporting of Corporate Governance Statements, including • Corporate Governance Guide (3rd Edition)
Corporate Governance Overview Statement, Board Nomination and Remuneration issued by Bursa Malaysia
Committee Report, Board Audit Committee Report, Board Risk Committee Report
• MMLR
and Statement on Risk Management and Internal Control.
• Companies Act 2016
Our CGFS also includes our Audited Financial Statements consisting of Directors’
Report, and Independent Auditors’ Report. • MFRS
The CGFS provides detailed governance and financial disclosures to our shareholders, • IFRS
investors, analysts and other interested parties.
TNB’s Board of Directors (Board) acknowledges its responsibility in ensuring the integrity of this Integrated Report, which in the
Board’s opinion addresses issues that are material to the Group’s ability to create value and fairly presents the integrated
performance of TNB.
This report has been prepared in accordance with the IIRC <IR> Framework.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 004
Overview
of TNB
C O R P O R AT I O N S I N E N E R G Y A N D
R E L AT E D B U S I N E S S E S G L O B A L LY
OUR MISSIO N
W E H AV E S ER V ED O U R I N D U S T R I A L , C O M M ER C I A L A N D R E S I D EN T I A L
C U S T O M E R S I N M A L AY S I A F O R O V E R 7 0 Y E A R S .
W HO WE SERVE
OV ERV I E W O F T N B
OUR CUSTOMERS’ PROFILE
B R E A K D OW N O F C U S TO M E R S
OUR CREDIT RATINGS (P enin s ular Malay sia o nl y )
17.6%
27.3%
2.32%
a n in cr e a s e f r o m F Y 2018
TNB
Foreign Shareholding
13.8% Shareholding
CUSTOMER SATISFACTION INDEX (CSI)
Pacific Africa
8.1
0.1% 0.1%
7.1% 18.1%
Asia 16.1%
Europe 30.2%
26.3%
Total Government
Agencies 68.6% TOTAL ENERGY SOLD
North America
43.3% P E R S E C TO R
Khazanah Nasional Berhad
Permodalan Nasional Berhad OTHERS*
38.6%
Other Government Agencies
Local Corporation & Retail DOMESTIC
Foreign Shareholding 23.6%
123,252.0
GENERATION FUEL MIX GWh
in P e nin s ula r M al ay s ia f o r F Y 2019
COMMERCIAL
Hydro
3.10% Solar
34.8%
Others
0.60%
0.10%
* O
thers includes Agriculture, Mining, Public Lighting,
EGAT, LPL, TNBI (UK WIND)
E N E R GY U N I T S S O LD BY R E G I O N
122,101.7GWh
Gas
42.30% Coal
53.90%
(P e n in s ul a r M al ay s i a a n d S ab ah)
1,150.3GWh
(P ak i s t a n , U n ite d K in g d o m)
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 006
How We Are
Structured
TNB TNEC GMR ENERGY
TNB FUEL MANJUNG CONSTRUCTION
LMT CAPITAL
LIMITED
SERVICES SDN. BHD. 30%
FIVE SDN. TNB SDN. BHD. LEKIR BULK (Dormant)
SDN. BHD. BHD. WESTERN (Dormant) TERMINAL 100%
ENERGY SDN. BHD.
100% 100% 100% SAUDI-MALAYSIA
BERHAD
100% 50% WATER &
100% BANGSAR ELECTRICITY CO.
TNB ENERGY PELABUHAN LESS 1 SHARE LTD.
JANAMANJUNG SYSTEMS LUMUT SDN. LUMUT 50%
TNB PRAI
SDN. BHD. BHD. MARITIME
SDN. BHD. SDN. BHD. TERMINAL
100% 100% SDN. BHD. MALAYSIAN
100% 100%
SELESA SHOAIBA
ENERGY LBT TWO SDN.
100% BHD. (Dormant) CONSORTIUM
ALLO TNB SYSTEMS SDN. BHD.
NORTHERN SDN. BHD.
TNB PASIR TECHNOLOGY
ENERGY (Dormant) TREK KEMBARA 20%
GUDANG SDN. BHD. BERHAD SDN. BHD.
70% 100%
ENERGY 100% (In Members’
SDN. BHD. 100% Voluntary Winding Up)
INDEPENDENT
100% ABRAJ POWER
SEGMEN KEMBARA
INTERNATIONAL
TNB COOLING SDN. BHD.
LTD.
ENGINEERING LLC AIRPORT (In Members’
TNB TOPAZ COOLING Voluntary Winding Up) 100%
ENERGY CORPORATION 49%
ENERGY
MALAYSIA SDN. BHD. 100%
SDN. BHD. SUPPLY
TRANSFORMER 100% SDN. BHD.
100% POWER AND
MANUFACTURING 77%
INTEGRAX ENERGY
SDN. BHD.
BERHAD INTERNATIONAL
100% TNEC TOMEST
OPERATIONS ENERGY
(MAURITIUS)
TNB RETAIL 100% LTD.
AND MANAGEMENT
SDN. BHD. MAINTENANCE SDN. BHD.
SDN. BHD. (In Members’ Voluntary 100%
100% (Dormant) Winding Up)
100% 51%
Te n a g a N a s i o n a l B e r h a d
* GVO Wind Limited and Bluemerang Capital Limited Group of Companies are detailed out on pages 121 to 124 of the Corporate Governance & Financial
Statements 2019.
PG. 007
OV ERV I E W O F T N B
30% SAUDI-MALAYSIA
OPERATION &
OASIS PARADE MAINTENANCE SERVICES LEGEND:
100% COMPANY LIMITED
SDN. BHD.
Subsidiaries Simple Investments
GAMA ENERJI
ANONÎM ȘÎRKETÎ Associates Trust Foundations
TNB OPERATIONS
30% & MAINTENANCE Joint Ventures
INTERNATIONAL 10% ALIMTIAZ
OPERATION &
LTD. MAINTENANCE
GLOBAL POWER 100% COMPANY ASSOCIATES
ENERJÎ SANAYÎ VE LIMITED
TÎCARET ANONÎM 49% FIBRECOMM NETWORK (M) SDN. BHD.
ȘÎRKETÎ TRICHY ENERGY
TRICHY
LIMITED 20% TEKNOLOGI TENAGA PERLIS CONSORTIUM SDN. BHD.
100% (Dormant) POWER
LIMITED
100% (Dormant)
20% GB3 SDN. BHD.
ARUNA 100% 20% JIMAH ENERGY VENTURES HOLDINGS SDN. BHD.
SERVICIOS
TNB REMACO
INTEGRALES PAKISTAN 100% JIMAH ENERGY VENTURES SDN. BHD.
S.L.U. (PRIVATE) LIMITED
100% 100% JOINT VENTURE
DORMANT COMPANIES
100% 70% 60%
TNB JIMAH EAST KAPAR ENERGY 100% TNB CAPITAL (L) LTD.
POWER POWER SDN. VENTURES SDN.
DAHARKI BHD. BHD. 100% TNB RISK MANAGEMENT SDN. BHD.
LTD.
100% TNB HIDRO SDN. BHD.
Our
Value Chain
GENERATION GRID
As the key component of our electricity production, the Generation The Grid Division links the power produced
Division is entrusted to operate and maintain TNB’s portfolio by our Company and IPPs throughout
of power generating assets, comprising of thermal generation Peninsular Malaysia with the Distribution
facilities and major hydro-generation schemes in Peninsular Division’s network. Electricity is also
Malaysia. In addition, the Division also supports the operations and transmitted directly to large industrial
maintenance of six (6) Independent Power Producers (IPPs). customers via the National Grid.
456 Unit s
AVAILABILITY for wholly-owned transmission network Peninsular Malaysia
Equivalent Availability Factor (EAF)
NUMBER OF TRANSMISSION TRANSFORMERS OPERATED
83. 35 % 1, 304 Unit s
for wholly-owned power plants in Peninsular Malaysia
for wholly-owned transmission network Peninsular Malaysia
SYSTEM AVAILABILITY
OV ERV I E W O F T N B
DISTRIBUTION NETWORK RETAIL
The Distribution Network Division is responsible The Retail Division strives to win our
for the asset lifecycle of the Nation’s distribution customers by building long-term
electricity supply system to the end-users, and meaningful relationship through
ensuring an uninterruptible supply of power to continuous ongoing customer centric
businesses and homes. approaches.
87,113 Unit s
for wholly-owned distribution network Peninsular Malaysia
ELECTRICITY DISTRIBUTED
SERVICE RELIABILITY
System Average Interruption Duration Index (SAIDI)
Our International
Footprint
WH ERE WE OPERA T E
UNITED KINGDOM
Power Plant
26.1MW
VORTEX SOLAR INVESTMENTS S.A.R.L.
(50% Equity)
Capacity:
365MW
Total Capacity:
391.1 M W
Energy Source:
• Wind • Solar
KUWAIT
Power Plant
225MW
DOHA WEST WATER DISTILLATION
STATION
Capacity:
240MW
SHUAIBA NORTH POWER Operations & Management
GENERATION & WATER Services TURKEY
DISTILLATION PLANT
Capacity: – Maintenance Services Agreement
Power Plant
900MW – Mechanical Works
DOHA WEST PLANT
204,000 m 3 /day water GAMA ENERJI A.Ş.
(30% Equity)
– Instrumentation & Control Systems
Total Capacity: Capacity:
SHUWAIAKH PLANT
LEGEND:
Active Contracts Completed
PG. 011
OV ERV I E W O F T N B
PAKISTAN
Power Plant
235MW
Total Capacity:
INDIA
235MW
Energy Source:
Power Plant
• Natural Gas
GMR ENERGY LTD
(30% Equity) Operations & Management
Capacity: Services
2,299MW – TNB REMACO & BALLOKI POWER PLANT
(as at September 2019, including the
NATIONAL POWER PARK MANAGEMENT
capacity of Barge)
COMPANY LIMITED – Balloki Power Plant
Energy Source:
Capacity:
84MW
– HUB POWER COMPANY LTD
– Diesel Power Plant
Capacity:
225MW
SAUDI ARABIA
Power Plant
INDONESIA
SHUAIBAH INDEPENDENT WATER & POWER
PROJECT (IWPP) (6% Equity)
Interconnection
Capacity:
1,039,000 m 3 /day
Capacity:
Energy Source:
Fuel Oil
600MW
Energy Source:
Operations & Management Services
Development of a
– TNB REMACO for Shuaibah IWPP
System to System
Capacity: Interconnection
900MW
KEY MESSAGES
15
Chairman’s Letter to Shareholders
18
President/Chief Executive Officer’s Review
The management and employees of TNB
wish to convey our sincerest gratitude and
utmost respect to Tan Sri Leo Moggie for his
contribution as the Chairman of TNB over the last
16 years.
Chairman’s Letter
to Shareholders
K E Y M E S S AG E S
DEAR VALUED SHAREHOLDERS
The year 2019 was significant for TNB at the organisational and industry levels. While the Group celebrated
the momentous occasion of our 70 th anniversary, we also witnessed the industry enter a new era marked
by increased liberalisation and competition brought about by the Malaysian Electricity Supply Industry
(MESI) 2.0 reform initiatives.
As a utility that has served the Nation’s power needs for seven decades, transformation ANNUAL ELECTRICITY
is integral to our DNA. We have transformed from the Central Electricity Board (CEB) SALES (GWh)
2 .7%
to the National Electricity Board (Lembaga Letrik Negara, or LLN) and, finally, TNB.
Starting off as a state-owned entity, we have evolved our operations at key turning
points in our history, the last being when we were privatised and encountered competition
for the first time with the introduction of Independent Power Producers (IPPs) in the
1990s. HIGHER
Transformation, therefore, is nothing new, and has been managed well as we remain
true to our commitment to ‘keep the lights on’ whilst balancing the energy trilemma;
to provide safe and reliable electricity supply in an environmentally sustainable manner
and at a cost that is equitable for all stakeholders. With this as our primary focus, we TOTAL DIVIDEND
have powered the Nation’s economic progress over the years, and are now in the midst
RM1.00*
of our own strategic blueprint: Reimagining TNB 2025. As its name suggests, our strategy
is to transform ourselves and bring about profound changes across our operations, from
what we do to how we do it. The objective is to create value for all our stakeholders
p e r o rd i n ary share
as we strengthen our business model at its core.
* Inclusive of RM0.50 special dividend
per ordinary share
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 016
Since Reimagining TNB unfolded in 2016 PERFORMANCE IN 2019 bringing the total dividend per share to
we have invested substantially in RM1.00, amounting to RM5.69 billion.
renewable energy (RE) to contribute The year saw TNB continue to grow from This is TNB’s highest dividend payout to
towards low-carbon generation through strength to strength and achieve date, which has been made possible by
our participation in the Large Scale Solar commendable performance, with a efficient operations as well as effective
(LSS) programmes locally and other substantial 18.7% increase in profit after capital management. I would like to
opportunities internationally. Downstream, tax (PAT) to RM4.45 billion. This was the commend all the relevant teams for their
we are empowering customers by result of a 1.1% increase in revenue to remarkable performance.
enabling them to generate energy for RM50.94 billion as well as enhanced
their own use, and feeding any excess performance by our international
power into the grid. To this end, we have businesses, which are reaping the benefits CREATING A BRIGHTER FUTURE
in 2019 provided an avenue for customers of turnaround programmes implemented.
While rewarding our shareholders, I am
to purchase green energy through proud to say that TNB has further
Malaysian Green Attribute Tracking Based on our results, I am pleased to
deepened our commitment to
System (mGATS) and myGreen+ schemes share that the Board has approved a
sustainability efforts via programmes that
for those who wish to purchase green final single-tier dividend of 20.0 sen per
have been instituted to give back to
energy for their consumption without share. This adds to the interim single-tier
society, and especially to empower those
having to commit to any on-site dividend of 30.0 sen per ordinary share
who are marginalised. Two areas were
generation installation. and bringing the total to 50.0 sen per
featured prominently in our community
share for financial year 2019, which
initiatives – education and the environment
Efforts such as these have been well translates into a payout ratio of 56.0%
– and it gives me great pleasure to share
received, leading to TNB achieving a of the Group’s adjusted profit after tax,
some of the highlights for the year 2019.
Customer Satisfaction Index (CSI) of 8.1 amortisation and minority interests
for four consecutive years. More importantly, (PATAMI). Of note, it is the third
Various initiatives have been implemented
they position TNB on a firm footing to consecutive year that we have offered a
targeting students from the lowest 40%
meet the challenges of an open industry. dividend at the higher end of our stated
income bracket (B40). They include the
The ultimate objective of MESI 2.0 is to policy of paying between 30% and 60%
provision of basic school supplies to 6,100
better serve the end consumer. As an of our adjusted PATAMI.
students through our Ceria ke Sekolah
organisation that has always placed the programme; 3,564 scholarships for tertiary
rakyat above all else, we fully embrace As a token of appreciation to our loyal
studies in Science, Technology,
this new industry paradigm. Indeed, we shareholders, in conjunction with our
Engineering and Mathematics under the
are doing all we can to ensure its 70th anniversary, we are also offering a
second installation of our flagship
successful implementation. special dividend of 50.0 sen per share,
Dermasiswa My Brighter Future
programme; and the delivery of corrective
glasses to 600 students under our Better
Brighter Vision initiative organised in
partnership with Tun Hussein Onn Eye
Hospital. In addition, between 2019 to
2020, we extended financial assistance
to 150 secondary school students,
specifically those in Form Three, from
B40 families to attend development
programmes of their choice outside
school.
K E Y M E S S AG E S
Nation’s journey towards what we envision
as a brighter future and look forward to
contributing in any way we can to
restructure the industry so as to ensure
its sustainability and, by extension, the
sustainability of all stakeholders
concerned.
ACKNOWLEDGEMENTS
It is both an honour and privilege to present TNB’s Integrated Annual Report 2019 following my appointment
as the Group’s President/Chief Executive Officer in April 2019. An honour, given TNB’s 70-year legacy of
powering the nation; and a privilege given the trust bestowed in navigating the utility in these times of
systemic change.
DAT U K S E R I A M I R H A MZ A H B I N A Z I Z A N
P r e s i d e nt /Ch i e f E xe cut i v e O f f i ce r
PROFIT AFTER TAX We are experiencing a great transition in the global energy space in response to
18.7%
environmental and business imperatives which can broadly be categorised as the
4Ds – decarbonisation, decentralisation, digitalisation and deregulation. Decarbonisation
is the industry’s response to climate change with greater focus on renewable
Growth from 201 8 energy (RE) sources such as solar and wind. Decentralisation is to do with the
creation of greater efficiency, flexibility and resilience in electricity production
through distributed generation and storage in a decentralised grid architecture.
GROUP REVENUE Digitalisation provides the IT infrastructure needed to support decentralisation.
RM50.94
Finally, deregulation is the ultimate goal of creating efficiencies in energy industries
such that they are able to operate as open markets, determined by the forces
of supply and demand.
B illion
1.1% i n c r ea s e f ro m 2 01 8
The 4Ds are becoming more pertinent to TNB as liberalisation and reform of the
MESI gains momentum. In September 2019, the Government announced the
MESI 2.0 Reform Initiatives, a master plan aimed at transforming the industry,
making it more efficient and competitive.
PG. 019
Amid concerns that MESI 2.0 will be sector thus future proofing the industry To prepare for MESI 2.0
K E Y M E S S AG E S
disruptive to TNB’s performance, I’m for the benefit of all players and
The year 2019 marked a significant
pleased to share that TNB had already consumers.
milestone for TNB as we became the
anticipated these changes and has been
first to bring in an liquified natural gas
preparing for them even prior to 2016, A key focus area for TNB currently is to
(LNG) cargo from a third party –
when we launched our own 10-year support the successful roll-out of MESI
demonstrating TNB’s pledge and
strategic plan – Reimagining TNB 2025 2.0 reforms. We have been engaging with
commitment in supporting the
(RT). This focuses on what we believe to our Government and Regulators on MESI
Governments’ initiative on natural gas
be fundamental to a leading global 2.0, providing research-based analysis
market liberalisation. This saw our
electric utility company, namely: diversified and input to ensure its objectives are
subsidiary, TNB Fuel Services Sdn. Bhd.
generation sources including renewables; met with minimal impact to the security
secure LNG for our gas power plants at
a digitalised, efficient grid; and the best and affordability of supply.
a competitive price. The successful
customer service, in delivering products
delivery of this maiden LNG cargo into
and services beyond the sales of kWh, We look forward to a future MESI
the system tested the governance and
that creates more value and better characterised by greater choice, stronger
operationalisation of the Third Party
experiences for our customers. incentives for efficiency, and a push
Access (TPA) system for gas, enabling
towards sustainability, and we remain
stakeholders to learn from the experience,
Set for the period 2016-2025, in 2019 we steadfast in our commitment to serving
thus supporting the aspirations of the
began reviewing our strategic plan in line the rakyat with a better, brighter future
Government for an open fuel market
with MESI 2.0 and revised some of our via continued collaboration with the
under MESI 2.0.
objectives in accordance to the current Government and our Regulators in setting
situation and future outlook. We also MESI on the pathway to successful
Another key development during the
established certain signposts along our reforms together.
year was obtaining shareholders’ approval
journey to guide us and ensure we are
to create two separate subsidiaries to
on track towards achieving our aspirations.
As a result, we believe that RT will be
able to navigate the company towards
achieving its aspirations, during this period
of industry transition in the midst of the
4Ds.
MESI 2.0
better manage our generation and retail plants in preparation for the expected Our System Minutes, meanwhile, came in
businesses following through from our introduction of a capacity and energy at 0.27 minutes, less than 0.35 minutes in
2018 exercise to split the Retail Division market. Both TNB Retail and TNB Power 2018, making it the 11th year that we have
from the Distribution Division. This Generation are expected to be operational kept consistently below two-minute.
approval from our shareholders gives the as wholly owned subsidiaries of TNB by
nod to proceed with preparations to the start of Q3 2020. In addition, we deployed another 120,677
establish TNB Retail Sdn. Bhd. and TNB smart meters in Melaka, Klang Valley and
Power Generation Sdn. Bhd. by July 2020, Putrajaya/Cyberjaya to close the year with
each with its own board and management HIGHLIGHTS OF THE YEAR 2019 a total of 281,066 smart meters. We will
for undiluted business focus and the In preparing for the disruptions that are accelerate the installation process as we
means to raise capital for further re-shaping the global energy industry, seek to meet our target of having
enhancement of core functions. and MESI 2.0 more specifically, we have 1.5 million smart meters by end of 2020.
continued to strengthen our operations,
We are also taking steps to ensure our achieving significant progress, which With a resilient performance in 2019, we
operations across the entire value chain further strengthen our leadership position unfortunately faced significant challenges
are able to hold their own against in a rapidly evolving industry. due to major outages at key power plants.
competition. Plant assessments and This is something we take seriously and
upgrades are ongoing while we continue have committed resources to address
to ensure the delivery of the Grid of the Enhancing Our Grid the underlying operational issues as we
Future including the Advanced Metering In 2019, we completed RM6.9 billion worth maintain our goal of assuring security of
Infrastructure (AMI) – one of the many of grid enhancements in line with the supply at all times.
enablers for a more competitive industry Incentive Based Regulation (IBR)-approved
environment. investment plan. These include the Value Generation
installation of 2,441 new substations and
TNB Retail will enhance collection 26,471 additional circuit-km of new lines. A key highlight of the year for TNB was
efficiency, promote rooftop solar generation We also upgraded 3,850 distribution the successful completion and
as well as push beyond kWh service substations to allow for faster response commercialisation of our 2,000MW Jimah
offerings such as multi-utility billing, fibre- through remote operations, which East Power Plant in Port Dickson, Negeri
to-the-home broadband, and sales of contributed to a further lowering of our Sembilan. Unit 1 of the plant, with a
third-party products. Meanwhile, TNB System Average Interruption Duration Index capacity of 1,000MW, was commercialised
Power Generation will focus on improving (SAIDI) from 48.22 minutes in 2018 to 48.13 on 22 August 2019 followed by Unit 2
the performance of our domestic power minutes per customer per year in 2019. on 27 December 2019. Both units utilise
ultra-supercritical technology, an efficient
coal-burning technology with 40%
efficiency as compared to a conventional
coal-fired power plant which has a 36%
efficiency. Meanwhile, the 2 x 720MW
combined cycle gas-fired Southern Power
Generation in Pasir Gudang, in which we
have 51% equity, made steady progress
and was 98% complete as at year end.
K E Y M E S S AG E S
TNB continues to play an important role in driving high-speed broadband (HSBB) access in Malaysia by partnering with Maxis through its
fully-owned subsidiary, Allo Technology Sdn. Bhd.
A setback was experienced in the fourth Retailing More than kWh Cyberjaya and Bangsar South bringing
quarter, when two units in TNBJ and the total number of homes to 39,000.
TNB Retail is our customer-facing division
KEV experienced prolonged forced In 2018, a wholly-owned subsidiary, Allo
responsible not only for sales, electricity
outages due to technical faults. While Technology Sdn. Bhd. (Allo), was
connection and bill collection; it is also
both units were back online by the first established to manage our HSBB business.
our interface with customers for beyond
quarter of 2020, this event served as a In December, Allo signed an Access
electricity related ventures such as solar
crucial reminder that we cannot afford Agreement with Maxis for the telco to
self-generation.
to be complacent. Operational excellence provide HSBB services riding on our
is one of our top priorities, and we will infrastructure.
During the year, we saw an increase in
further strengthen our asset reliability
the retail self-generation business under
framework to prevent future forced Meanwhile, we continued to enhance our
the Net Energy Metering (NEM) scheme
outages. customer service with an enhanced
and Supply Agreement for Renewable
myTNB app and portal, and the installation
Energy (SARE) managed by our wholly-
In the RE space, we are making good of more tablets as well as payment kiosks
owned subsidiary, GSPARX Sdn. Bhd.
progress in the 30MW LSS plant in Bukit across our Kedai Tenaga. We also engage
GSPARX secured 126 new contracts with
Selambau, Kedah, which was 87% regularly with customers through seminars
industrial, commercial and residential
completed as at end December. In the and other events on energy efficiency.
customers for the installation of solar
United Kingdom (UK), we saw increased I am pleased to share these efforts to
panels with total capacity of 25.2MWp
generation at Vortex Solar Investments serve our customers to the best of our
at customers’ premises.
S.A.R.L. while technology enhancements ability and share that the impact is
of our wind asset, Tenaga Wind Ventures reflected in the high Customer Satisfaction
We also successfully completed a pilot
UK Ltd, resulted in a much-improved Index (CSI). For the fourth year running,
project in Jasin, Melaka under which we
performance. We are also pleased to see we achieved a steady CSI score of 8.1,
provided affordable access to broadband
positive recovery from the turnaround which is higher than the average CSI
service with speeds up to 1Gbps to 1,100
programmes implemented at GAMA score of American and UK utilities over
premises using our fibre optic
Enerji in Turkey, and GMR Energy Ltd in the same period. Additionally, we are
infrastructure. We are now extending our
India. proud of the fact that Malaysia was ranked
HSBB network to another 15,000 premises
fourth in terms of ease of getting electricity
in Melaka, and 24,000 premises in
for the second year running by the World
Bank in its Doing Business report.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 022
The fast pace with which we are rolling SUSTAINABILITY higher career tracks. Currently, we have
out our new solutions, was disrupted in four such programmes targeting different
April and May due to a system glitch Having celebrated our 70th anniversary levels of employees:
leading to a significant number of in 2019, there can be no doubt that TNB
is a sustainable organisation, partly driven • The School Leavers Mobility Programme
complaints on excessively high bills. We
by a strong tradition of capacity and enables staff with only SPM
were able to restore our customer
capability building within the industry. qualifications to acquire the skills and
confidence in light of this disruption
certification needed to qualify for a
thanks to the speed and manner in which
Through Universiti Tenaga Nasional technician or administrative assistant
our tireless retail frontliners proactively
(UNITEN), we have been contributing role.
kept engaging our customers to set things
right. towards the development of skills and • The Non-Executive Certification
talent required by our industry. Today, Programme provides our technicians
we are taking this commitment further and administrative assistants with the
FINANCIAL PERFORMANCE through programmes such as Dermasiswa opportunity to upgrade themselves
My Brighter Future (MyBF) and PROTÉGÉ. with the skills and certification needed
Despite a slowdown in gross domestic
Under MyBF, we provide financial to move up their chosen skill ladder.
product growth in 2019, demand for
assistance to students from the B40
electricity in Peninsular Malaysia continued • Successful technicians and
group to take up undergraduate studies
to grow by 2.7%, contributing to a 1.1% administrative assistants can further
in Science, Technology, Engineering and
increase in Group revenue year on year upgrade themselves through our Non-
Mathematics (STEM). As of December
from RM50.39 billion to RM50.94 billion. Executive Upward Mobility Programme
2019, this programme has been extended
Group PAT, meanwhile, grew by an that leads to a bachelor degree or
to 2,672 students. Under the Government’s
encouraging 18.7% from RM3.75 billion equivalent certification, qualifying
PROTÉGÉ programme, meanwhile, we
to RM4.45 billion driven by improved them for executive positions within
provide on-the-job training to unemployed
performance in our International Business. the Group.
graduates with the objective of enhancing
their employability. While some of the • The Executive Mobility Programme
Turnaround programmes initiated for GAMA
participants are subsequently offered provides executives with the
and GMR are beginning to show positive
full-time employment at TNB, others go opportunity to pursue professional
signs of recovery, with GAMA recording
on to contribute the skills and knowledge certifications and/or postgraduate
higher earnings before interest, tax,
gained in other technology-based degrees.
depreciation and amortisation (EBITDA)
companies.
margin as a result of improved operations
At the same time, through our well-
and GMR executing a restructuring exercise
Internally, continued emphasis on training entrenched and recognised Vendor
through asset monetisation which is
and career development opportunities Development Programme, we continue
expected to benefit its shareholders. Vortex
for our employees saw us clock 1.09 million to build a robust Subject Matter Expert
Solar Investment S.A.R.L. and Tenaga Wind
training hours in 2019. In addition to (SME) ecosystem to support the energy
Ventures UK Ltd, meanwhile, generated
sending employees for training, TNB runs industry. All these efforts contribute
14% and 57% higher EBITDA in 2019
various upward mobility programmes towards enhancing Malaysia’s
respectively compared to the previous year.
that serve to upgrade individuals into competitiveness in a rapidly globalising
marketplace.
ACKNOWLEDGEMENTS
K E Y M E S S AG E S
As MESI 2.0 rolls out, the industry will
be in a state of flux over the next couple
of years. I believe this is a time for even
greater collaboration and cooperation
among all relevant stakeholders to ensure
continued stability and sustainability of
our energy supply. As the main player in
the country’s electricity ecosystem over
the last 70 years, there can be no doubt
that TNB has derived great strength from
the support of various parties. Now, as
the industry opens up, it is even more
critical that all parties – our regulators,
IPPs, fuel suppliers, business partners and
our customers – continue to work together
to see to a seamless transition into the
more dynamic and transparent future
Our collaboration with Malaysian Green Technology and Climate Change Centre (MGTCCC)
has succesfully expanded the network of electric vehicle (EV) charging stations throughout that is envisaged.
the nation.
To our Board of Directors, thank you for
grid, and the latter creating an RE e e ect en anced erfor ance of o r the trust placed in appointing me to the
marketplace based on Renewable Energy generation assets together with full-year position of President/CEO. Thank you also
Certificates which generators can sell to contribution from our new 2,000MW for your wisdom and counsel, which is
customers. Further promoting a low- Jimah East power plant. increasingly important as we navigate
carbon econo e are collaboratin through the current phase of
with the MGTCCC to expand the network At the corporate level, our restructuring transformation. In particular, I would like
of EV charging stations throughout the will be completed by the third quarter to acknowledge the immense
nation. In 2019, we have added 38 new of 2020, when TNB Power Generation contributions of Tan Sri Leo Moggie, who
charging stations all over the country. and TNB Retail become operational. This served as our Chairman for 16 years.
will lead to more efficient generation Tan Sri has been an exceptional leader
In line with the global initiatives on climate and retail operations. In terms of the in the industry – having held senior
change, we are constantly monitoring and latter, we are committed to continuously ministerial positions at the federal and
assessing our Greenhouse Gas (GHG) enhancing our service levels and to grow state levels for over 38 years in addition
emissions. In 2018, we recorded a GHG our offerings, especially those beyond to leading our Board. On behalf of the
emissions intensity of 0.57 tCO2e/MWh. kWh such as rooftop solar products entire warga TNB, we thank you for your
managed by GSPARX. invaluable contributions to TNB and wish
you all the best in a very well-deserved
OUTLOOK Meanwhile, we have completed our retirement.
In light of the shadow cast by the Regulatory Period 3 (RP3) 2021–2023
COVID-19 pandemic, growth projection proposal and have submitted it to the Meanwhile, to all employees, thank you
for Malaysia’s electricity industry is Government in January 2020 for for your hard work and commitment to
uncertain and will be dependent on the consideration by the relevant authorities. TNB which is evident in all we have
Nation’s economic recovery post COVID-19. Negotiations are expected to begin in achieved. Let us continue to do our best
We are closely monitoring the related earnest in the third quarter of the year to deliver on our targets to ensure we
risks and potential impact as well as with the Government’s decision to be keep the lights on for Malaysia in a more
implementing necessary measures to announced in the following quarter. We efficient, effective and sustainable manner.
ensure electricity demands are met in a believe that we have submitted a forward-
sustainable manner. For 2020, we look looking proposal that not only safeguards
forward to the 1,440MW gas-fired plant the reliability and affordability of electricity
in Pasir Gudang, Johor and the 30MW supply but also contributes towards a
LSS in Bukit Selambau, Kedah coming collaborative future in which increased
on-stream in July and December participation from renewables will be
re ectivel t t e a e ti e avin seamless, with no disruption to the grid
or, ultimately, our customers.
resolved the technical issues at TNBJ, DATUK SERI AMIR HAMZAH BIN AZIZAN
President/Chief Executive Officer
2019
KEY HIGHLIGHTS
26
Awards and Achievements
30
Group Business Model
32
Key Highlights
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 026
Awards and
Achievements
CSR Malaysia Awards 2019 Best Employer Brand – Graduates’ Choice Award 2019
Company of the Year Award Overall Category – Utilities & Energy Champion – Government-Linked Companies
Company of the Year Award – Education & Conservation
KEY HIGHLIGHTS
20 1 9
MSWG-ASEAN Corporate Governance Awards
2018
Excellence Award for CG Disclosure (5th Place)
Excellence Award for Overall CG & Performance
(5th Place)
14 th Employers’ Federation of
Pakistan Best Practices Awards on
OSH 2018
2019 International ARC Awards
2nd Prize Power Utility & Allied Sector
SHARE/GUIDE ICT Award 2019
33rd Annual Celebration of the World’s – TNB Repair and Maintenance
TNB Cyber Threat Intelligence Framework Project Best Annual Reports – Silver Winner (Kasur, Punjab)
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 028
Global HR Excellence Awards 2019 Human Resources Asia Recruitment Awards 2019
Award for Use of Media & Other Recruitment Methods Most Innovative Recruitment Strategy – In House
KEY HIGHLIGHTS
20 1 9
HR Asia Best Companies to Work
for in Asia 2019 Awards
Certificate of Achievement
Group
Business Model
O U R S T R AT E GY OUR C API TAL S
F UTURE GENER A TI O N SO U R C ES F IN AN C IAL C AP IT AL
Total
GRID OF THE F U TU R E
15,101.6MW
Top Priorities
734,835(1) 45.66%
6,895.37 MW
17.19%
2,596.32 MW
1.50%
226.58 MW
Circuit kilometres of Coal-fired plant Large Hydro plant Oil-fired plant
transmission and
• U pgrading existing network infrastructure distribution lines 92,213(1) 33.17% 2.47%
into a smart, automated and digitally-enabled Primary and secondary 5,009.92 MW 373.42 MW
substations. Gas-fired plant Renewables plant
network
• Optimising network’s productivity, efficiency For more information, please refer to page 50
and reliability
• L everaging innovation in the network to
N AT UR AL C AP IT AL
transform customer experience
Fuel Use (2)
For more information, please refer to page 42
COAL OIL GAS DISTILLATE
361,956.3 TJ 783.8 TJ 193,147.7 TJ 5,386.4 TJ
36,307
TNB Group 79.2% 20.8%
F UTURE PRO O F R EG U L A TI O NS MALE FEMALE
• W
orking together with key stakeholders S O C IAL AN D R E LAT IO N S H IP C AP IT AL
towards a stable and sustainable regulatory
landscape Customers Trade-Union
Employees
FY2019 FIGURES
Input from the six capitals ensure we maintain a sustainable business. We recognise that an organisation depends on all forms of
capitals, not just financial capital to contribute to the success of our business models. Our ability to enhance the stocks or values of
these capitals are essential to the growth of our business.
T H E VA L U E S CR E AT E D AN D I TS I MPACT
ECONOMIC O P E R AT IN G P R O FIT
Suppliers and
Contractors
Capital Providers Employees RM8,206.8
million
Fuel and Other Staff Expenses 9,364.0
Shareholders Total 9,072.0
Operating Costs
dividends RM3,747.7 8,627.6
KEY HIGHLIGHTS
8,206.8
RM3,014.1 million
Fuel cost million 6,875.6
20 1 9
RM10,847.9
million Government and
Regulators
Lenders Financial cost
Other Operating cost
RM3,382.7 Taxes 3,014.0
RM28,965.9 million
million RM1,032.7
million
RM4,529.2
million
CUSTOMERS
7,367.6
6,904.0
CSI:
6,118.4
Total Energy Units Total Energy Sold Peninsular Malaysia Sabah
Sold(3): by Region (GWh)
8.1 7.9 4,529.2
9.9
5,576.0 SYSTEM MINUTES: (Restated)
1,070.8
Peninsular Malaysia Sabah
million Peninsular Malaysia
Sabah
0.27 13.41 * Financial Period Ended 31 December 2017
International (4)
Notes:
ENV IRONMENT
(1) For TNB operations in Peninsular Malaysia and
Sabah only.
Key
Highlights
FINANCIAL HIGHLIGHTS
UN IT DE M A ND EBIT D A M ARG IN
G ROWT H
2 .7% 36.1%
OPE RATIN G E X P E NS E S RET U RN ON ASSET S (ROA)*
IN C RE ASE / ( D E C R E A S E )
RM(293.2)
MILLION
2 .8%
* Based on adjusted net profit
N E T PROFIT A T T R I B U T A B L E C AP EX
T O OWN E R S O F T H E CO M P A NY
RM4,529.2
MILLION
RM11,261.7
MILLION
RM75,408.1
MILLION
USD79.3
MT
T OT AL ASS E T S T OT AL REVEN U E
RM178,847.2
MILLION
RM50,939.7
MILLION
MANAGEMENT
DISCUSSION & ANALYSIS
Our Operating
Environment
Industry Review and Outlook
As a result of several decades of industry restructuring, forward-looking policies and an orientation towards continuous improvements,
Malaysia today has one of the most secure and reliable electricity systems in the world. However, there is no room for complacency
given major shifts in the global environment driven by an energy transition, climate change, disruptive technologies and customer
innovations – all of which are happening at unprecedented speed and scale. It is within this context that the broad plan to
reform the MESI 2.0 reform initiatives were developed.
Broadly, the future MESI should seek to balance five objectives: 1) maintain security of supply; 2) drive efficiency to support
affordability; 3) maintain fair shareholder value to ensure continued investments in the system; 4) elevate Malaysia’s green agenda;
and 5) ensure we continue to deliver a world-class customer experience.
Protecting vulnerable
segments
Facilitating private
Security Efficiency Value Green Experience sector investments
Transitioning to the
workforce of the future
Increase energy
Efficient efficiency by 8%1
performance and
service delivery Reduction of
emissions intensity
by 45% by 20302
S u pp l y S e c u r i t y
Using widely accepted parameters such as the SAIDI and System Minutes, security of supply in Malaysia has improved
significantly over the years and, today, is considered to be high. In 2019, Peninsular Malaysia achieved a SAIDI of 48.13 minutes
per customer, which is 30% lower than SAIDI recorded 10 years ago, in 2009. Our transmission network, meanwhile, operates
at world-class standards, recording system minutes of 0.27 minutes. These achievements are among the best in Southeast
Asia, putting us on par with developed electricity systems/industries such as France and the UK.
Another measure of system security and reliability is the reserve margin, which represents the amount of generation capacity
available in reserves over and above system peak demand. The regulator has set the target of maintaining the reserve margin
between 25% to 28% while ensuring cost efficiency. In 2019, our reserve margin stood at 32% and is expected to remain
above 31% from 2020 until 2025.
Moving forward, however, as the volume of RE increases, there will be greater decentralisation and bidirectional, intermittent
electricity flows, necessitating an enhanced grid infrastructure to maintain reliability. Towards this end, TNB is investing in
various technologies to ensure a Grid of the Future that is resilient, efficient and sufficiently flexible to manage RE.
D I S C U S S I O N & A N A LYS I S
M A N AG EM EN T
SA I DI (minutes/customer/year)
Efficiency of the system is reflected in the tariffs. In this ASEAN average tariff comparison
regard, Malaysia’s performance is once again very
encouraging, as we offer one of the most affordable RM/kWh
0.6 0.59
tariffs in Southeast Asia. Our domestic tariff is lower
Avg. Tariff: 0.42 RM/kWh
than that in Indonesia, Singapore, Thailand, and the 0.5
0.43 0.43
Philippines; while our commercial and industrial tariffs 0.39
0.4 0.35
are below average in some cases. 0.34
0.3
The IBR framework put in place in 2014 as part of the
0.2
MESI 1.0 drives greater efficiencies in the grid and retail
segments. This framework enforces a prudent investment 0.1
regime and efficiency improvements – the benefits of
0.0
which are passed on to customers.
Philippines Singapore *Thailand *Malaysia *Vietnam *Indonesia
F a ir S ha reho l d e r V a l u e
Over the past decade, over RM100 billion has been invested throughout the Malaysian electricity value chain. This has been
enabled by progressive and business-friendly investment frameworks that encourage private sector investments such as the
Power Purchase Agreement (PPA) and IBR frameworks.
Investors in Malaysia today have a high degree of familiarity and confidence in the industry given its decades-long track
record. Today, performance is being sustained by the IBR framework, which has been very positively received as it creates
greater transparency of efficiency levels for the different segments of the electricity supply value chain, from generation to
transmission and distribution.
Continued robustness and transparency of the energy industry will be critical to maintain investors’ confidence in the system.
At the same time, it is crucial that private sector investment continues to be encouraged by enabling fair returns as this
would further strengthen the sustainability of the industry for all relevant stakeholders.
G oing G reen e r
In 2019, the total installed RE capacity in Peninsular Malaysia stood at 8% excluding large hydro plants; and 16% with the
contributions of the country’s dams in Peninsular Malaysia. In terms of GWh, RE contributed 4% to our total generation,
which is comparable with other Southeast Asian countries.
While it is crucial that MESI addresses our Nation’s green objectives and contributes to the global decarbonisation agenda,
it is equally important that the reforms are carried out in a gradual and phased manner to protect the interests of the
system, the environment and consumers.
Looking forward, the Government has announced a progressive target of RE capacity for Malaysia. To achieve this, several
initiatives are already under way including the LSS bidding programme and the NEM scheme.
In 2019, two new incentives were introduced; the expansion of the SARE programme to include solar leasing, and the joint
announcement by the Energy Commission (EC) and TNB on the myGreen+ initiative, a green rider tariff scheme that allows
customers to purchase green energy without having to invest in their own RE installation.
Realising the importance of RE as a potential new source of growth in a changing energy market, TNB will continuously
participate in these initiatives and aspires to become the ASEAN leader in RE. TNB’s wholly-owned subsidiary, TNB Sepang
Solar Sdn. Bhd. was awarded by the EC to develop a LSS project (50MWac) through the first cycle of the competitive bidding
exercise. The project successfully achieved its Commercial Operation Date (COD) on 23 November 2018, and its units generated
as at December 2019 was 110.1GWh.
Additionally, TNB Bukit Selambau Solar Sdn. Bhd. was also successful in securing a LSS project through the second cycle of
the competitive bidding process. The PPA was signed on 19 March 2018. TNB Bukit Selambau Solar will operate a solar facility
located in Kuala Muda, Kedah, with a 30MWac capacity. Its progress as of 31 December 2019 was at 87% and its PPA expected
COD is 31 December 2020.
Cu stom e r Exc e l l e n c e
TNB has been enhancing our service delivery over the years In terms of power connection, Malaysia ranked 4th in the
along with corporatisation and then privatisation of the industry. World Bank’s Ease of Getting Electricity 2019 and 2020
Today, as we are poised for further liberalisation of the sector rankings, with a score of 99.3, placing us ahead of countries
and the potential entry of new players, it is more important such as the UK, France and Singapore, and marking a
than ever to establish TNB as the preferred energy provider. significant improvement from our 2012 ranking of 59. This
measures the procedures, time and costs involved for a
Consequently, we have been investing in digital channels to business to be connected to the grid. TNB also excels in
interact with our more than 9.2 million customers; we are Customer Empowerment and Satisfaction according to
engaging with and educating customers about RE; we are Singapore Power’s Smart Grid Index.
also empowering them to better manage their consumption
and bills. As a result, we managed to increase our CSI from In addition, TNB was named Brand of the Year in the power
7.0 in 2009 to 8.1 in 2016, maintaining this until 2019. category of the World Branding Awards for 2019-2020.
D I S C U S S I O N & A N A LYS I S
8.0 7.5 7.6
7.2
M A N AG EM EN T
6.0
4.0
2.0
0
2012 2013 2014 2015 2016 2017 2018 2019
Our CSI achieved 8.1 for the fourth consecutive year and benchmarks competitively against CSI in the UK market and the American Customer
Satisfaction Index scores.
59th rank
Looking forward, TNB intends to go beyond traditional investments in grid expansion to develop the Grid of the Future.
This includes digitalising the grid to improve operational efficiency, as well as deploying technologies that enable distributed
energy resources and the electrification of mobility, appliances and industry. We believe that the IBR framework already
provides a robust platform to plan and prioritise such future investments.
Meanwhile, we acknowledge the opportunity to better serve our customers. Indeed, rapidly evolving customer expectations,
combined with new solutions made possible by disruptive technologies, place increasing pressure on TNB to step up our
innovation game to meet our customers’ needs.
We remain steadfast in our commitment to serving the rakyat with a better, brighter future, and look forward to continued
collaboration with our Government and regulators on setting the pathway to deliver a stronger, more innovative and resilient
electricity supply industry.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 038
Our
Strategy
TO BE ONE OF
THE WORLD’S
TOP 10 GLOBAL
UTILITY BY 2025
STR A T E G I C PI LLA R S & KEY PRIORITIES :
D I S C U S S I O N & A N A LYS I S
M A N AG EM EN T
W I N N I N G T H E CUST O ME R FUTURE PROOF REGU L A TI ONS
Future Generation
Sources
The future of generation lies in renewable and low-carbon
sources of energy as stakeholders gravitate towards
decarbonisation to mitigate climate change.
OVERVIEW
Wholly-owned
Coal 2 4,080.00 4,080.00 25,853.60
Gas 8 4,186.43 4,186.43 24,004.55
Non-carbon 38 2,619.76 2,619.76 4,088.57 30.00
Others
Majority-owned
Coal 2 3,600.00 2,360.00 10,856.45
Gas 2 923.40 577.82 1,163.02 1,440.00
Non-carbon 59 103.95 85.49 424.18
Others 18 207.93 172.58 375.14
Minority-owned
Coal 2 1,650.00 455.37 9,442.00
Gas 1 853.00 245.66 3,000.21
Non-carbon 34 639.73 264.48 1,149.95 180.00
Others 1 900.00 54.00 6,932.68
DEVELOPMENTS IN 2019
OPERATIONAL EFFICIENCY
Following the success of the pilot turnaround programme conducted at TNB Janamanjung, where a total value of RM121 million
in enhanced efficiencies has been realised up to 2018, the programme was rolled out to our plants in Connaught Bridge, Prai,
Port Dickson and Kapar, where it is currently in Phase 3 (Initiatives Implementation). Meanwhile, Phase 1 (Assessment) has begun
at the SSJ Sungai Perak, SSJ Cameron Highlands and SSJ Kenyir hydro stations; Pasir Gudang Energy, Putrajaya and Gelugor
thermal stations with an estimated total initial impact worth RM85 million. To ensure the programme’s success, its working
structure is chaired and overseen by our Chief Generation Officer.
PG. 041
We are continuously enhancing the We are committed to ensuring sustainable Through our ICBDM exercises, we strive to
sustainability of our thermal plants and productive employment to our generation mitigate and manage the impact of natural
through implementation of 154 energy employees through the establishment of disasters to the community around our Sungai
efficiencies initiatives Generation Academy Perak Hydroelectric stations
Further enhancing our asset performance, we have strengthened our operational systems and approach via:
For more information on our generation asset performance, please refer to ‘Manufactured Capital’ on pages 50 and 51 in Our
Capitals section.
D I S C U S S I O N & A N A LYS I S
FUEL SOURCING COMPETENCY BUILDING
M A N AG E M E N T
A highlight was to test the TPA mechanism implemented in We continue to develop a strong pipeline of generation SMEs
the gas supply industry, as part of MESI 2.0. For the first time throughout the organisation. In 2019, a total of 80 executive
ever, following a government request, our subsidiary TNB Fuel and non-executive participants graduated from the sixth and
Sdn. Bhd. purchased LNG from the open market for use by our seventh SME programmes conducted at the Generation Academy.
plants in Connaught Bridge and Port Dickson. The exercise was For 2020, we expect another 82 graduates to be produced as
completed successfully, with LNG purchased at below the we continue to develop our talent pipeline to achieve our Future
domestic regulated price, its savings shared between TNB and Generation Sources strategy. SDG 8
the rate payers. This indicates viability of the mechanism in an
open fuel market.
DISASTER MANAGEMENT
At the same time, a dedicated bypass conveyor system was In 2019, Integrated Community-Based Disaster Management
completed at the Lekir Bulk Terminal (LBT) on 27 June, further (ICBDM) exercises were conducted around the Cameron Highlands,
safeguarding the security of coal supply from LBT to TNB Kenyir and Sungai Perak Hydroelectric Stations to enhance the
Janamanjung. emergency response plans and create awareness of possible
flooding among local authorities and residents. We also continued
ENERGY EFFICIENCY to educate the local populations on the functions of dams with
respect to flood mitigation, water supply and irrigation. To
More than 154 programmes have been identified to improve the further improve our dam safety management, we participated
energy efficiency of our thermal stations, carrying potential savings in the 2019 International Conference on Dam Safety Management
of RM100 million per annum. To ensure the success of these and Engineering. SDG 11
programmes, an Energy Efficiency War Room has been set up
to monitor energy consumption at the stations while a specialist
team has been put together at our headquarters to conduct
energy audits and provide energy efficiency solutions. SDG 7
OUTLOOK
The 2 x 720MW combined cycle gas-fired Southern Power Generation plant in Pasir Gudang, Johor, in which we will have
51% equity, was 97.8% complete at year end. Once commissioned in July 2020, it will be the world’s first Combined Cycle
Gas Turbine (CCGT) plant to use 9HA.02 gas turbine technology with efficiency exceeding 60%.
We expect to complete the Ulu Jelai-Telom transfer tunnel scheme on schedule in August 2020. This project is expected
to increase the amount of firm energy for Ulu Jelai Hydroelectric plant by 40%.
In line with preparations for MESI 2.0, we are setting up a new subsidiary, TNB Power Generation to manage all our domestic
generation assets, including their development, as well as our subsidiaries TNB Repair and Maintenance Sdn. Bhd. (REMACO)
and Integrax Berhad. Its focus will be to optimise the performance of generation assets and services under its portfolio.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 042
Grid of
the Future
The grid of the future is fully automated and digitalised,
supporting bidirectional flow in a decentralised system that
empowers self-generation and greater energy efficiency
among consumers.
OVERVIEW
GRID STATISTICS
KEY DEVELOPMENTS
A key development in 2019 was to outline long-term strategic plans for both our high-level transmission grid (operating at 132kV
– 500kV) and medium/low-level distribution grid (operating at 240V – 33kV). Due to their different operating levels and proximity
to customers, our transmission and distribution grids are driven by different sets of parameters, and require separate plans to
address their individual complexities.
GRID STRATEGY
Our 10-year transmission grid strategy framework (2019-2029) addresses six key objectives:
1. Sustain system reliability and quality through enhanced 4. Increase grid productivity through digital workforce
infrastructure planning and adoption of maintenance
5. Drive sustainability with world-class safety culture, an
best practices
open data platform and skilled technicians
2. Enhance grid intelligence through smart technology,
6. Accelerate capacity building through the development
digitalisation and intelligent operations
of more SMEs at Grid Academy
3. Improve stakeholder and customer engagement
PG. 043
We are committed to ensuring sustainable We are continuously improving the resilience We are increasingly digitalising our
and productive employment to our network of our network through increased automation operations and services to ensure
employees through the establishment of both so as to improve the safety of the cities, regions sustainable consumption of natural
Grid and Distribution Network Academies and nation we serve resources
Our five-year distribution grid framework (2020-2025) allows ENHANCING DISTRIBUTION GRID INTELLIGENCE
us to address the expected industry changes as a result of
MESI 2.0 by focusing on nine key areas: Four major initiatives are ongoing to enhance our distribution
performance: Distribution Automation (DA), Geospatial Information
1. Developing a smarter distribution grid which will be more System (GIS), AMI and Mobility Solution for our field force.
efficient and resilient to enable distribution level energy
transactions • DA integrates Supervisory Control and Data Acquisition
(SCADA) technologies with field equipment technologies
2. Transforming workforce capability by building capacity
such as earth fault indicators and SCADA-rised circuit breakers
and improving productivity
allowing for remote restoration of supply in the event of
3. Understanding of regulatory rules and framework power outages. As at year end, 16,004 substations have been
4. Adoption of high safety culture automated under the DA initiative, representing 17.5% of
5. Preparation for industry liberalisation all substations in Peninsular Malaysia. SDG 11
6. Digitalisation of current work process and culture • GIS is a computer-based tool that analyses and stores
geographic data, providing accurate asset location, detailed
7. Establishment of platform for distribution related services
asset information and network connectivity to enhance our
and solutions
service while reducing costs and enabling better decision
D I S C U S S I O N & A N A LYS I S
8. Enhancing accountability and focus on certain business making. During the year, we completed the mapping of all
areas through subsidiarisation
M A N AG E M E N T
medium voltage (MV) distribution assets in Peninsular Malaysia
9. Building commercial capability except Perak, which is targeted for completion by March
2020. Meanwhile, low voltage (LV) mapping was completed
Both these frameworks have been crucial in outlining our Grid for Cheras and Putrajaya/Cyberjaya. To expedite the process
Asset Investment Plan for the upcoming RP3, from 2021-2023, for the remaining seven stations in this phase of deployment,
which focuses on six important areas: the team will embark on mobile mapping.
1. Grid system expansion to cater for system expansion and • AMI is an integrated and intelligent system of smart meters
mitigation of system constraints that supports RE initiatives such as NEM and enables
customers to monitor and reduce their energy usage. Since
2. Refurbishment of existing network infrastructure
this initiative began in 2018, we have installed 281,066 smart
3. Risk reduction through safety and environment compliance meters in Melaka, Klang Valley and Putrajaya/Cyberjaya. SDG 12
4. Establishing self-healing grid that will allow for immediate • Mobility Solution provides important data for field workers to
and reliable mitigation of system disruptions carry out their functions effectively. As at year end, 12 mobility
5. Data analytics and digital intelligence to drive operational solution modules had been rolled out, increasing field force
excellence productivity through simplification of tasks, elimination of
6. Smart tools for more efficient maintenance work paperwork and automation of data collection. SDG 12
OUTLOOK
Fifteen strategic initiatives have been mapped to achieve the objectives of our transmission grid strategic plan. These will
continue to be rolled out in 2020 and beyond. In 2020 itself, we will continue to engage with key stakeholders on the
need to complete the existing 500kV grid superhighway interconnections, the backbone of our Grid of the Future.
Among the core initiative for 2020 is the rollout of AMI in Melaka, Klang Valley and Putrajaya/Cyberjaya to meet the target
of 1.5 million AMI deployed. In addition to improved billing and metering quality, AMI deployment is key in ensuring that
MESI 2.0 reforms on retail liberalisation are delivered.
2020 will also be the year in which we will be negotiating on the development plans for RP3. We submitted our proposal
in December 2019 and look forward to the start of discussions at the end of the first quarter of 2020.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 044
Winning the
Customer
In line with impending competition in the energy market,
it is imperative to not only provide reliable supply of
electricity but to become a customer-centric organisation
which offers meaningful customer experience by meeting
all our customers’ energy-related needs along with the
best service delivery.
OVERVIEW
With competition comes empowerment, where our customers will be given the choice to shop for the best rates, best experience
and wider range of services that extend beyond conventional energy solutions. In response to this, among others, TNB is increasing
focus towards digitalisation in our solutions and service delivery whilst engaging more closely with our customers on energy
efficiency, to increase literacy and provide customers with the tools to manage their consumption while generating or simply
opting to purchase green energy.
Customer-centricity remains our top priority as we continue to explore and enhance our solutions and services to provide seamless and
meaningful experience for our 9.25 million customer base.
CUSTOMERS
519,308
505,239
488,270
9,000,000
452,469
471,943
8,000,000
92,906
84,409
98,479
7,000,000
7,553,229
7,378,425
7,181,846
6,984,366
6,920,122
6,000,000
1,453,805
1,553,607
1,575,198
1,475,313
1,510,341
2,000,000
1,600,000
5,504
6,042
6,335
5,824
6,129
1,200,000
2,827
1,598
1,589
1,553
1,991
800,000
65,888
70,402
75,463
67,944
72,554
30,520
27,668
28,867
29,749
14,459
28,321
13,733
14,261
400,000
11,721
4,313
38
53
28
45
34
0
2019
2019
2019
2019
2019
2019
2016
2016
2016
2016
2016
2016
2018
2018
2018
2018
2018
2018
2015
2015
2015
2015
2015
2015
2017
2017
2017
2017
2017
2017
We continue to ensure access to We are committed to ensuring sustainable We are contributing to building
sustainable energy for our customers and productive employment to our retail resilient and inclusive infrastructure
through our new products such as employees through the establishment of our with our venture to provide HSBB
mGATs, REC and GSPARX solar rooftop Retail Academy access to undeserved areas
ACHIEVEMENTS IN 2019
At TNB, we deliver our services and interactions towards “Click”, Another key achievement was to launch two solutions to promote
“Call” and “Come Over” channels. We continuously enhance our a greener lifestyle. In October, we extended the option to
solutions to give our customers what they want in an increasingly subscribe to green energy through myGreen+ and mGATS. With
digital-savvy world, anchoring on three digital pillars, interactions, the rollout of myGreen+, customers may purchase green energy
solutions and enterprise. We also concurrently focus on enhancing attributes without installing their own solar rooftops or other RE
the delivery and interactions at all our Kedai Tenaga. Moreover, systems. Similarly, through mGATS, we have successfully established
during the year, we further enhanced the performance and a marketplace for the trade of Renewable Energy Certificates
features for the myTNB app and portal towards customer needs (RECs), each carrying the value of 1MWh of RE. By year end,
to be more user friendly, while adding Twitter and Instagram myGreen+ had attracted 46 subscribers who signed up for a
as part of our social media platforms. total of 1,016MWh of energy. SDG 7
In order to delight the customers who like to visit our Kedai Meanwhile, beginning 1 January 2019, NEM has been made
D I S C U S S I O N & A N A LYS I S
Tenaga outlets, we have equipped all our Kedai Tenaga with more attractive by eliminating the differential between selling
easy-to-use tablets, enabling customers to carry out their and purchase price. Every 1kWh exported back to the grid will
M A N AG E M E N T
transactions digitally, thus avoid having to queue. We have also be offset against 1kWh consumed. This has led to an increase
installed almost 300 payment kiosks nationwide that offer in the number of NEM customers to approximately 1,273 with
increased payment options and increase in credit limit to facilitate an installed capacity of about 74.5MW in Peninsular Malaysia.
towards our customers’ needs. Since introducing these payment In 2019, our subsidiary GSPARX secured 139 solar rooftop
kiosks, the number of over-the-counter transactions has indeed contracts with a total capacity of 25.3MW. SDG 7
seen a reduction, allowing our customer officers to focus on
providing more on value-add advisory services and personalised Further encouraging the adoption of EV we continue to partner
solutions. the Malaysian Green Technology Corporation (MGTC) to increase
the ChargEV station facilities in major cities. A model of the
In order to ensure we always exceed our customers’ experience ChargEV was exhibited at the International Greentech & Eco
and provide increasingly higher levels of service, we continuously Products Exhibition & Conference Malaysia 2019 held in Kuala
enhance our Retail employees’ competencies. Our Retail Lumpur from 9-11 October 2019.
Academy was set up in November 2019 and has successfully
delivered its first batch of 142 employees. In addition to Retail
Academy, almost 2000 frontliners also attended our “Delivering BEYOND KWH
Customer-Centric Solutions” courses to reinforce our ‘service Beyond energy, we are leveraging our extensive fibre optics
from the heart’ culture, while almost 600 employees underwent infrastructure to provide HSBB access to underserved areas in
functional and soft skills training. SDG 8 Malaysia. In 2019, we completed our National Fiberisation and
Connectivity Plan (NFCP) pilot in Jasin, Melaka, through which
For more efficient meter-reading and bill delivery, we equip we made available access to broadband speeds up to 1Gbps
our meter readers with personal digital assistants (PDAs) which, to 1,100 premises. This is in addition to our existing consumer
together with the availability of more convenient channels of fibre network that is connected to 24,000 homes and 200
payment, has contributed to improvement in our overall offices within Malaysia’s Multimedia Super Corridor designated
collections. In 2019, our collection rate increased to 88.4%, areas (i.e. Cyberjaya and Bangsar South). SDG 9
which is above the industry benchmark of 88% and our Aged
Debt to Revenue ratio successfully dipped to below 4% for the
first time. CUSTOMER SATISFACTION
With the setting up of TNB Retail, there will be more and great focus to increase our service delivery standards and to
exceed customer experience. New solutions will continuously be developed while we continue to enhance existing offerings
such as rooftop solar and smart home solutions. All these efforts are made in our bid to become the retailer of choice for
our customers.
At the same time, we will complete the deployment of our NFCP network in 2020 to cover approximately 100,000 premises
leveraging our 18,000km of fibre network across Peninsular Malaysia.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 046
Future Proof
Regulations
As the energy industry in Malaysia enters a new phase of
liberalisation, it is important to protect the interests of all
relevant stakeholders – from producers to end users – to
ensure sustainability of the system.
OVERVIEW
MESI 2.0
In September 2019, the Government announced it was embarking on industry reforms via MESI 2.0 with the aim of delivering
reforms across the value chain. The potential reforms are as follows:
Fuel Open fuel procurement for power generators, allowing them to source their own fuel to optimise costs
Generation Gradual introduction of a capacity and energy market while maintaining existing PPAs
Grid Enable TPA to the grid system for electricity transmission and distribution while ensuring that the Grid
is able to facilitate distributed energy resources under the GotF
Retail Facilitate greater choice in the retail segment, allowing players to offer new products and services
Governance In ensuring a competitive and transparent system and eventual opening of the market, enhance governance
of Single Buyer (SB) and the Grid System Operator (GSO) in a move towards an Independent Market
Operator
MESI 1.0 reforms that were launched in 2009 significantly strengthened the overall governance of the sector with the ring-
fencing of SB and GSO. It introduced a robust and transparent framework for setting tariffs that incentivises efficiencies while
enabling the system to recover its costs and fair returns.
In many ways, these reforms have been responsible for creating a strong foundation for MESI 2.0 which aim to ensure sector
efficiency, robustness and sustainability. Therefore it is crucial that reforms “do no harm” to an already strong and stable industry.
As reforms being considered for market liberalisation are heavily interdependent, the unique starting point of MESI should be
taken into consideration when designing reform initiatives. Translating thoughtfully designed reforms into positive outcomes
requires careful sequencing of enablers and initiatives as well as rigorous implementation. It is therefore prudent for the reforms
to be carried out in a gradual and controlled manner.
Overall, we recognise the need for the sector to further evolve, as reforms are needed to enable the massive technology transition
and prepare for the demand of new future-proof jobs. A MESI built on the foundation of a strong regulatory framework, presents
a distinctive opportunity to be an economic catalyst for Malaysia.
PG. 047
The extension of the EPWA We are currently upgrading our interconnection Our continued support for the APG
agrement will allow us to continue with Singapore as part of our efforts to improve will pave way for the trading of non
to purchase non carbon energy the resilience of our national grid and nation’s carbon energy amongst the ASEAN
from Laos PDR for our customers supply reliability countries
In 2019, the Government continued with the Imbalance Cost Pass-Through (ICPT) mechanism for two six-month cycles, beginning
in January and then July 2019. ICPT is a tariff adjustment mechanism that allows for the pass-through of variation in fuel costs
and generation costs into the customer’s tariff in Peninsular Malaysia via surcharge or rebates accordingly. The Government
announced the pass-through of additional generation costs of RM948 million for the January – June 2019 period, and RM1,148 million
for the July – December 2019 period. The additional cost was mainly due to the increase in coal prices that were on average
higher than the forecasted coal price set under the base tariff of USD75 per MT. Higher electricity demand has also resulted in
the increase in the fuel and generation cost for the period.
40
35
30
LNG
D I S C U S S I O N & A N A LYS I S
25
M A N AG EM EN T
20
Piped Gas
15
10
Coal
5
0
Jan-17 Mar-17 May-17 Jul-17 Sep-17 Nov-17 Jan-18 Mar-18 May-18 Jul-18 Sep-18 Nov-18 Jan-19 Mar-19 May-19 Jul-19 Sep-19 Nov-19
CROSS-BORDER INTERCONNECTIONS
TNB has been actively supporting the realisation of the ASEAN MALAYSIA-SINGAPORE INTERCONNECTION
Power Grid (APG) through cooperation with our ASEAN
The interconnection between Peninsular Malaysia and Singapore
counterparts and pursuing interconnection initiatives with
acts as a mutual energy transfer in times of need. Realising
Malaysia’s bordering countries. SDG 17
the opportunities of power trade in the future as part of achieving
APG aspirations, both TNB and Singapore Power have agreed
LAO PDR – THAILAND – MALAYSIA POWER INTEGRATION
to upgrade the existing 250MW HVAC lines connecting both
PROJECT
countries into 2 x 550MW HVAC lines. The cable upgrading
The Energy Purchase and Wheeling Agreement (EPWA) between work will be completed in 2020. SDG 11
Laos PDR, Thailand and Malaysia is the first multilateral energy
trading initiative in ASEAN under which Malaysia purchases hydro SUMATRA – PENINSULAR MALAYSIA INTERCONNECTION
power of up to 100MW from Laos PDR via Thailand. Given the
Finally, TNB and PT PLN (Persero), Indonesia are further analysing
project’s successful implementation in 2017, all parties agreed to
the possibility of connecting Peninsular Malaysia with Sumatra
a two-year extension from 1 January 2020 which will allow for the
and entered into a Memorandum of Understanding on the
purchase of electricity up to 300MW. SDG 7
25 September 2019.
OUTLOOK
Our immediate focus is our corporate restructuring that will include the creation of two separate subsidiaries to better
manage our generation and retail businesses; continuing our transformation journey under Reimagining TNB 2025; working
with our Government and Regulator on safeguarding the reliability and affordability of electricity supply via the determination
for tariffs in our RP3; and supporting the design and extensive implementation of the Governments aspirations under MESI
2.0 reforms.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 048
Financial
Capital
We recognise the importance of managing our financial capital efficiently in order to be able to support our daily operations
and growth plans while providing sufficient returns to our valued shareholders and fulfilling our obligations to other providers
of financial capital.
0
The Group’s PAT – impacted by regulatory adjustments which
2015 2016 2017 2017* 2018 2019
were returned to the industry, forex transaction losses, finance Restated
cost and fair value changes of financial instrument – came in
at RM4.45 billion. * Financial Period Ended 31 December 2017
BORROWINGS
TNB’s strong financial standings are backed by its credit ratings accorded by both local and international rating agencies (AAA
Stable by RAM, AAAis/AAA Stable by MARC, A3 Stable by Moody’s and BBB+ Stable by S&P) was able to tap into local and
international funding sources including the capital market, banks and other financial institutions.
We are governed by our Treasury Policy in managing forex and interest rate exposures with the objective of protecting the
Group’s profit from material adverse movements due to rate fluctuations.
We have been managing our short-term forex exposures through hedging a minimum of 50% of known foreign currency exposure
up to a 12-month period through forward exchange contracts and natural hedges.
2019 Highlights
1.3%
5.3% 0.1% RM598.7 4,000 3,867.2
RM2,414.8 RM52.9
17.3% 3,000
RM7,873.2
DIVIDEND
For the financial year 2019, TNB’s Board of Directors had approved a total RM5.69 billion in dividend payout. This includes a
special dividend of 50.0 sen per share on top of a core dividend of 50.0 sen. The total dividend issuance of RM1.00 per ordinary
share as compared to 53.3 sen in financial year 2018 is a record high and definite indicator of TNB’s strong fundamentals.
The core dividend payout amounting to RM2.84 billion translates to a 56.0% dividend payout ratio from the Group’s adjusted
PATAMI of RM5.08 billion. This is consistent with our Dividend Policy of providing shareholders between 30% and 60% of the
Group’s consolidated net PATAMI excluding extraordinary, non-recurring items.
In compliance with the Companies Act 2016, we applied prudent financial risk management by assessing the Group’s solvency
and ability to settle short-term loan obligations in deciding on our dividend issuance.
The Board decided on payment of the special dividend in a show of appreciation to our loyal shareholders for their continuous
support.
D I S C U S S I O N & A N A LYS I S
M A N AG EM EN T
2019 Highlights
100
50.0
80
60
44.0
23.0 20.0
40
22.0
20 19.0 30.3 30.0
21.4
17.0
10.0 10.0
0
2015 2016 2017 2017 2018 2019
Restated*
60 55.8 56.0
50.0
50
44.0
40
30
26.8
20 24.5
7.5
10
4.3 3.9
2.6 2.2 1.4
0
2015 2016 2017 2017 2018^ 2019^
Restated*
Manufactured
Capital
Our assets are critical to the smooth functioning of our operations and form the backbone of our business model.
POWER GENERATION ASSETS • Added 1,400MW to Group equity capacity • Creation of TNB Power Generation
through commercialisation of 2,000MW ultra o per at i ng a s a w h o lly - o w n e d
Thermal generation plants: supercritical coal Jimah East Power plant subsidiary
• 6 coal-fired • Strengthened plant operations with completion • Commercialisation of 1,440MW
• 11 gas-fired of turnaround programme at Janamanjung; and Southern Power Generation plant
• 19 oil/distillate-fired rollout of turnaround programme to 11 other by July 2020
plants/hydro stations • Commercialisation of 30MW LSS
Non carbon plants: • Successfully conducted a trial cargo of LNG at Bukit Selambau by December
• 12 large hydro plants under the gas TPA framework which was 2020
• 119 RE (mini hydro, solar, wind) consumed by Tuanku Jaafar Power Station and • Completion of tunnel works at Ulu
Connaught Bridge Power Station Jelai Hydroelectric Project by
• TNB Generation Division sustained ISO 55001 August 2020
certification by SIRIM • Phase 3 (implementation) of
turnaround programme at CBSB,
PRAI, TJPS and KEV throughout
2020
POWER NETWORK ASSETS • Domestic networks continued to achieve world- • Deployment of 1.2 million smart
class performance – with transmission system meters in selected area of Klang
Transmission network assets minutes at 0.27 minutes and SAIDI at 48.13 Valley and Putrajaya/Cyberjaya
• 26,890 circuit km of transmission • Completed RM6.91 billion worth of domestic • Completing RM5.79 billion worth
network network enhancement, including: of domestic network enhancement
• 502 transmission substations – 26,472 circuit km of network and 2,441 new • ISO 55001 recertification
substations • Formation of a centralised grid
Distribution network assets – Installation of 120,677 smart meters, now control tower to strengthen delivery
• 707,945 circuit km of distribution totalling 281,066 of strategic plan, grid digitalisation
network – Automation of 3,850 distribution substations, initiative and Grid Academy talent
• 91,711 distribution substations adding to a total of 7,522 automated development
substations in RP2
– 10-year transmission network strategic plan
(2019-2029) developed, to address changes
in line with TNB’s strategic plan and expected
industry changes as a result of MESI 2.0
• 5-year distribution network strategic plan (2020
-2025) developed to ensure the delivery of both
TNB’s strategic plan and industry reform MESI 2.0
• Mapping of MV asset and customers for electrical
distribution using GIS
• TNB has installed 326,053 units of LED for the
streetlight relamping project as at December 2019
NON-POWER ASSETS • Completion of our HSBB pilot project in Jasin, • Extension of our HSBB network to
Melaka involving 1,100 premises passes approximately 100,000 premises
• 5.2 mil sq ft of office and operational • Continued efforts to optimise TNB real estates including expansion beyond Jasin
work space costs and utilisation at reduced costs and higher to about 15,000 premises in Melaka
• 18,000 km of fibre optic network service level • M anag e a ll T N B ’ s r e a l e s ta te
• 4,026 vehicles • Establish TNB’s Fleet Service Centre along with development projects which
staff upskilling to better improve quality contribute to a total costs for
• Upgrading of TNB’s fleet with installation of GPS RM1.4 billion
tracking for 800 frontline field crew for improve • Digitalisation of TNB’s fleet
response time management current process and
manual system
PG. 051
2019 Highlights
100 93.26
88.51 91.49 89.92
90 83.35
79.65 80.69
80 73.28 71.89
70
60
50
40
30
20
10
0
D I S C U S S I O N & A N A LYS I S
FY2017 FY2018 FY2019
M A N AG EM EN T
Peninsular Malaysia Sabah International
14
11.91
12
10.17
9.55
10
8
6.63
6 4.85
4 3.24
2.69 2.88
1.82
2
0
FY2017 FY2018 FY2019
0 0
FY2017 FY2018 FY2019 FY2017 FY2018 FY2019
Natural
Capital
We seek continuously to minimise our carbon footprint while ensuring all emissions and effluents meet regulatory standards.
At the same time, we are committed to reduce our use of natural resources and to protect the country’s rich biodiversity.
Protect natural heritage • Conducted biodiversity management programmes at three Continued protection, conservation
through biodiversity- (3) of our 12 hydroelectric stations, including: and recovery of natural capital in
enhancing programmes o Establishment and monitoring of Kelah fish sanctuaries the areas where we operate
o Collaboration with State Government, Department of
Wildlife and National Parks, Department of Forestry, Forest
Research Institute of Malaysia and along various local
universities to protect and conserve Sungai Perak and
Hulu Terengganu Hydroelectric Station’s Catchment
o Development of a fish resources management plan to
improve the sustainability of fish populations impacted
by operations of hydroelectric plants
o Multiple awareness programmes involving secondary
school students to preserve and protect local river
ecosystems
• Reforestation within TNB project sites by planting of tropical
rainforest species at Ulu Perdik, Hulu Langat at Akekchep
Sungai Tiang and at Hulu Terengganu Hydroelectric Station
• Expanded firefly colony conservation programme from
Kampung Kuantan in Kuala Selangor, Selangor to Kampung
Yak Yah in Kemaman, Terengganu; Kampung Sungai Timun
in Rembau, Negeri Sembilan; and Kampung Dew in Taiping,
Perak
Protect the environment • Water usage in plants, substation and buildings (2018) was Establish baseline for GHG emission
through proper effluents, 8,047 megalitres
emission and waste • Four of our conventional power plants complied with the
management new Clean Air Regulations enforced in July 2019, while the
remaining were issued with Clean Air Regulations License
to Contravene
• Ensured effluents met regulated minimum standards based
on DOE requirements
• Adopted best practices in scheduled waste management
and recycled used parts
Adoption of sustainable • Continued retrofitting TNB premises to enhance building Continued improvement of our
business practices across our energy efficiency (EE), resulting in 782MWh of saved energy sustainable business practices
value chain • Identified more than 154 EE initiatives at our thermal stations
• Established an online GHG Emission Management System
(GEMS) to track our emissions systematically
• 29 ChargEV stations installed and 49 potential sites identified
• Promoting green energy by introducing tradable RE
Certificate (MGATS) and optional green tariff (myGreen+)
• Our Generation Division continues to be certified ISO 14001
Environmental Management System
• Publication of Sustainability Report
PG. 053
D I S C U S S I O N & A N A LYS I S
M A N AG EM EN T
5.75 million tCO2e
of GHG Emissions were mitigated in 2018
tCO2e/MWh tCO2e
0.60 40,000,000
37,117,610
33,503,804 35,000,000
0.58
29,061,190 30,000,000
0.57
25,000,000
0.56
0.55
20,000,000
0.54
0.54
15,000,000
10,000,000
0.52
5,000,000
0.50 0
FY2016 FY2017 FY2018
* Emission mitigated for FY2016 - FY2018, figures for FY2019 are in progress TNB has been a long-standing supporter in conserving firefly colonies
in Malaysia.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 054
Intellectual
Capital
As we seek to future proof TNB, it is imperative to continuously enhance our intellectual capital in order to support our operational
and technology needs.
Investment into new • Invested RM81 million into environmental management, power delivery Continue to invest
technologies that would and power generation research via TNB Research Sdn. Bhd. in 2019 in research and
benefit the energy sector • Entered into collaboration with Malaysia Space Agency (Angkasa) on development as one
electromagnetics and vibration technology of the key enablers
• Set up a Scanning Electron Microscope (SEM) lab that has been in addressing the
accredited by the Department of Standards Malaysia oncoming industry
• UNITEN was a recipient of the Leaders in Innovation Fellowship from wide challenges
the Royal Academy of Engineering, UK
• Formation of innovation working group to plan and further strengthen
research and commercialisation processes
• Development of an in-house hydro turbine control system that is able
to upgrade performance of existing Pelton turbine
Develop innovations to • Collaboration with Vietnam Electricity (EVN) to further enhance EVN
optimise operations, enhance maintenance practice through the adoption of Condition Based
asset management and Maintenance methodology
reduce costs • Our internally deployed Integrated Community Based Disaster
Management (ICBDM) system to manage and mitigate hydroelectric
dam environmental risks is being considered by Electricite Du Laos for
use at five of their hydroelectric dams
• Enhancement of existing floating solar photovoltaic system enabling
higher system power output
Invest in innovation to • Entered into partnership with SWCorp to develop a biogas technology Continue to focus on
enhance revenue from anaerobic digestion of food waste, its business model and establish business Innovation
a potentially new revenue stream for TNB for B2C, B2B and B2G
• Developed a Minimum Viable Product (MVP) of Digital Market Place with the aim of
and identified the first three solutions to be offered on the marketplace creating value for our
• Developed TNB’s first net zero energy home showcase through leveraging customers
on services and offerings from within the TNB group
• Piloting EV car-sharing platform in partnership with SOCAR
2019 Highlights
R&D Investment (RM million)
^
Breakdown of R&D ^ investment by research area
81.7
80 72.9
59.6
60 26.6%
40 40.8%
20
Conventional thermal generation
0 Renewable energy and environment sustainability
FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Enhancing grid network
^ R&D performed by subsidiary TNB Research Sdn. Bhd. Others – power quality, management systems
PG. 055
D I S C U S S I O N & A N A LYS I S
6. Smart appliances will use the electricity generated
M A N AG E M E N T
from the solar panel & roof tiles.
PROJECT DESCRIPTION
An automated easy-to-use solution for collecting and disposing trash/garbage in water bodies
Trash Buster Craft
such as reservoirs, rivers, streams, dams and lakes
Boiler Tube Inspection System Cutting-edge innovation to enable visual inspection of the inner surface of boiler tubes
Advanced Security Surveillance Cutting-edge technology combined with sensitive hybrid connectivity, enables law enforcement
System to prevent crime and theft
Advanced methods to determine the chemical make-up, quality and regulatory compliance
Solid Fuel Testing Technologies
for coal, metallurgical coke, biomass fuels, and other solid carbon-based fuels
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 056
Human
Capital
We recognise the immense value of our human capital and seek to build the capabilities and competencies of our people in
order to realise their full potential while ensuring their health and safety.
Inculcate data-driven culture • Formed HR analytics community of practice comprising 35 • Develop mid- and long-term
in human resource (HR) individuals who have obtained HR Analytics Foundation & HR strategy (2020-2025) to
through analytics capability, Intermediate certification, with six (6) members also completing ensure alignment with new
while establishing data Enterprise Data Analyst (EDA) programme HR business model post RT
governance framework • Five (5) high-impact HR analytics studies are ongoing while • Embark on culture
HR Data Governance Framework has been developed and transformation programme
implemented throughout TNB
Develop HR as trusted • Proactive management of Group’s medical expenses to ensure • Review HR policies and
strategic business driver in expenses growth is kept below 5% processes to ensure relevance
catalysing business growth • Flexible working hours introduced for executives to the new business model
and cost efficiency
Create a safe and healthy • Successfully reduced Loss Time Injury Frequency (LTIF) rate • Target to achieve Generative
workplace eliminating work- in 2019 by 30% in comparison to the previous year Safety Culture score of 4.5
related injuries and illnesses • Strengthened our company wide Health, Safety and Environment by 2021
(HSE) management system and audit standards through the • Establish wellness profiles
adoption of a Health, Safety and Environment Management for all TNB employees, and
System (HSEMS) manual reach out to employees who
• Implementation of Behavior Assessment Program (BAP) and may need support in
re-enhanced Defensive Riding training module resulted in a overcoming health issues
40% reduction in motor vehicles incident among meter readers
group-wide
• Launched HSE wallet mobile app to promote the reporting of
Potential Incident (Unsafe Act & Unsafe Condition) by employees,
resulting in 72,577 hazards being reported in the year
• Implementation of Tenaga Safety Culture & Spiritual Hour
Activation Program focusing on transforming the hearts and
mind of employee towards achieving Generative Safety Culture
• Developed Safety Health Committee (SHC) Online platform
focused on mitigating local HSE issues
Encourage adoption of • Total Wellness Programme and awareness sessions conducted
healthy lifestyle among at 159 TNB stations nationwide to date, through which we
employees have compiled basic health data on 15,687 employees
• Provision of wellness facilities, eight (8) certified healthy
cafeterias and 61 TNB gyms equipped with latest equipment
and certified trainers, in our larger workplaces
• Allocation of one (1) hour per week for Total Wellness programme,
while encouraging employees to go for yearly medical check-ups
Building leadership readiness • Delivered 108% leadership readiness for senior management
positions across the Group
• To date, 113 employees have undergone our in-house experiential
learning programme which combines classroom lessons with
mission-based work assignments
• 32 leadership talent selected to participate in our corporate
MBA programme with UNITEN in partnership with Melbourne
Business School, University of Melbourne
• 38,000 hours allocated for leadership training
PG. 057
Maintain core competencies • Total of 1.09 million training hours, averaging six (6) man-days
and build new capabilities of training per employee
in technology and innovation • 2,100 participants involved in the in-house upward mobility
programme in 2019
• Establishment of four (4) academies to develop functional
SMEs adept in both technical and business matters
o Grid Academy – developed 32 transmission grid SMEs in
2019
o Distribution Network Academy DNA – developed 30
D I S C U S S I O N & A N A LYS I S
Business Leaders in 2019
M A N AG EM EN T
o Generation Academy – developed 80 generation SMEs in
2019
o Retail Academy – launched in November 2019 with 142
participants
2019 Highlights
16,000 12,000
12,000 9,000
s c or e h a s i m p r ove d b y 3% c om p a red t o 2 0 1 8
2.5
89% 89%
2.08
2.0
Generation – 0.42
1.06
1.0 Transmission – 0.66
Distribution – 1.12
0.5
Retail – 3.72
0.0
2016 2017 2018 2019
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 058
Investors
Provides the investment community • Successfully addressed the investment community’s concerns on MESI Reform Continue to proactively engage the
with transparent, clear and holistic 2.0 and the Group’s business strategy and direction through various engagement investment community to address
picture of the Group’s performance forums any concerns raised and to avoid
and prospects through proactive • Achieved Investor Relations survey score of 85.3%, marked the highest score ever misrepresentation with regards to
engagements. recorded the Group’s performance and strategy
moving forward
Continuously create long-term value
for the shareholders. Exploring innovative solutions
and best practice to improve
communication and engagement in
order to better serve the investment
community
Trade unions
Maintain harmonious relationship • Concluded the 9th Collective Agreement between management and executive Negotiate and conclude latest
with unions and involve leaders in union representing majority of TNB’s executive officers, Persatuan Eksekutif TNB Collective Agreement (2020-2022)
labs, syndications, meetings and • Collaborate to resolve various work and workers related issues through Joint between management and
field trips Consultative Council between management representatives and union leaders at representative of the three unions
corporate level, division level and state/zone level for each of TNB’s three registered
unions and two workers associations Continue to maintain harmonious
• Continue to maintain open door policy in which union leaders are able to access relationship between company and
any of the senior management members including CEO to discuss and deliberate employees
of issues close to our workers heart
Customers
Forge meaningful relationships via • Deployed 281,066 smart meters in Melaka, Klang Valley and Putrajaya/Cyberjaya
increased focus towards customer’s • Continued to provide Home Energy Reports, Home Energy Management System,
choice and literacy, quality customer Energy Performance Contracts (EPCss) to promote energy efficiency and sustainable
service, innovative solution and lifestyles
ef fective communication and • Conducted 37 energy efficiency sessions to increase literacy and awareness to
engagement government agencies, NGOs, community leaders, universities, schools, as well as
TNB staff
• Helped 1,155 customers install RE systems and feed into the grid through NEM
and SARE
• Achieved CSI score of 8.1 for the fourth consecutive year, for quality service delivery
and experience across all channels
Vendors/suppliers
We support local businesses as far • RM9.3 billion spent on local suppliers in FY2019 Continue our efforts to support and
as possible to spur the local • We treat all our suppliers fairly and with integrity, establishing strong working develop our local vendors through
economy with our suppliers and contractors, based on mutual respect our vendor development programmes
Community
Ensure Malaysians in rural and • Connected electricity supply to 13 remote villages, reaching 270 household as Develop and implement student
remote areas have access to part of our Rural Electrification Programme development framework that will
electricity • Under the Better Bright Shelter Programme, we helped to provide temporary allow us to run programmes to
accommodation at Hospital Melaka for families whose members are undergoing improve underprivileged students
Contribute to higher standard of treatment there. This brings the number of hospitals supported by this programme leadership and soft skills
living by ensuring Malaysians have to three
proper homes to live in • We built/upgraded 212 homes and rewired another 93 homes under our Home Complete our commitment to deliver
for the Needy Programme and Home rewiring Programme benefitting underprivileged electricity supply to 30 remote
Uplift marginalised communities families villages, connecting 615 houses to
through education • Provided assistance to 1,862 students for tertiary studies under Yayasan Tenaga the grid
Nasional scholarships and convertible loans
• Contributed to 26 under-performing schools nationwide under the Trust Schools
Programme and PINTAR school adoption programme, benefitting total of 7,111 students
• Provided Ceria ke Sekolah school sets to 6,100 underprivileged students
• Our Dermasiswa My Brighter Future programme assisted 3,564 B40 students to
take up STEM subjects at qualified Malaysian universities and colleges total of
RM6 million towards hockey development in the country
PG. 059
2019 Highlights
D I S C U S S I O N & A N A LYS I S
Home Energy Management System (HEMS) helps domestic customers
270 households in remote areas are now connected to the grid monitor their electricity consumption, automate their home appliances
M A N AG EM EN T
as part of our Rural Electrification Programme. and improve their home security, through a downloadable app.
MyBF dermasiswa
28,817
Best Storytelling for
Occasions for TNB
followers Raya 2019 Konvoi
Epik Fantastik.
TNB Careline
282,166
followers
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 060
Our
Scorecard
31.08.2015 31.08.2016 31.08.2017 31.12.2017 31.12.2018 31.12.2019
Equivalent unplanned outage factor(2) 3.85% 4.44% 2.69% 4.46% 3.24% 6.63%
(1)
For Peninsular Malaysia only.
(2)
TNB’s wholly-owned generating capacity in Peninsular Malaysia.
(3)
TNB conducts its employee engagement survey biennially. The scores for both FY2016 and FY2017 are based on survey conducted in
FY2016.
(4)
The respective surveys was not conducted during this 4-month Annual Report period.
(5)
Financial Period Ended 31 December 2017 (Restated).
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 062
PERFORMANCE REVIEW
Key Financial
Highlights
GROUP COMPANY
SHARE INFORMATION
Per share (sen)
Basic earnings 79.64 65.62
Diluted earnings 79.64 65.39
Dividend (sen):
– Interim 30.00 30.27
– Final 20.00 23.00
– Special 50.00 –
Net assets per share attributable to owners of the Company 1,019.6 1,017.0
FINANCIAL RATIOS
Return on assets – ROA (%) 2.8 3.2
EBITDA margin (%) 36.1 26.5
Debt-equity (net of cash) ratio 0.53 0.50
PG. 063
Group Quarterly
Financial Performance
FY2019
RM Million Q1 Q2 Q3 Q4 Year
Profit before taxation and zakat 2,073.6 1,082.8 1,546.5 774.8 5,477.7
Profit attributable to owners of the Company 1,556.8 1,116.2 1,202.9 653.3 4,529.2
Earnings per share (sen) – basic 27.38 19.63 21.15 11.49 79.64
D I S C U S S I O N & A N A LYS I S
FY2018
M A N AG E M E N T
RM Million Q1 Q2 Q3 Q4 Year
Profit before taxation and zakat 2,415.4 1,523.9 904.6 202.7 5,046.6
Profit attributable to owners of the Company 2,119.7 1,237.3 501.0 (134.3) 3,723.7
Earnings per share (sen) – basic 37.41 21.82 8.83 (2.37) 65.62
^ interim dividend
* final dividend
#
inclusive a special dividend of 50.0 sens per share
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 064
PERFORMANCE REVIEW
Six-Year Group
Financial Summary
GROUP
SHARE INFORMATION
Per share (sen)
Basic earnings 108.41 130.55 122.00 46.32 65.62 79.64
Diluted earnings 108.41 130.16 121.52 46.21 65.39 79.64
Gross dividend 29.00 32.00 61.00 21.41 53.27 100.00
Net assets per share attributable to owners
of the Company 836.5 928.3 1,009.2 1,007.2 1,017.0 1,019.6
Share price as at reporting date (RM) 11.18 14.74 14.28 15.26 13.60 13.26
FINANCIAL RATIOS
Return on assets – ROA (%) 6.6 6.4 5.4 5.3 3.2 2.8
Return on shareholders’ equity – ROE (%) 16.3 16.1 13.3 13.2 8.3 8.5
Gearing (%) 34.2 39.5 40.3 41.6 44.8 43.4
EBITDA margin (%) 32.2 33.2 32.6 32.3 26.5 36.1
Effective weighted average cost of funds (%) 4.8 5.1 4.7 5.0 5.0 5.1
Interest coverage (%) 14.7 14.2 10.6 9.5 7.9 5.4
Currency mix (RM: Foreign) 78:22 83:17 77:23 79:21 74:26 76:24
Debt-equity (net of cash) ratio 3 0.33 0.33 0.37 0.44 0.50 0.53
1
Amounts for period ending 31 December FY2017 have been restated for the Amendments to MFRS15 which was adopted in FY2018
2
Balances at 31 December 2017 have been restated for the Amendments to MFRS15 which was early adopted in FY2018
3
Cash includes financial assets at fair value through profit or loss (FVTPL)
PG. 065
Six-Year Group
Growth Summary
REVENUE NET PROFIT ATTRIBUTABLE TO SHAREHOLDERS’ EQUITY
(RM MILLION) OWNERS OF THE COMPANY (RM MILLION)
(RM MILLION)
59,282
57,585 57,989 59,052
7,368
6,904 52,600
50,393 50,940
47,417 47,208
6,118
43,287 44,532
4,529
3,724
2,622
15,692
D I S C U S S I O N & A N A LYS I S
M A N AG E M E N T
FY2015 FY2016 FY2017 FY2017* FY2018 FY2019 FY2015 FY2016 FY2017 FY2017* FY2018 FY2019 FY2015 FY2016 FY2017 FY2017* FY2018 FY2019
(Restated) (Restated) (Restated)
47,832
178,847 45,412
41,444 6.6
38,847 6.4
153,695
142,012 144,250 34,307
132,902 5.4 5.3
117,135
24,699
3.2
2.8
FY2015 FY2016 FY2017 FY2017* FY2018 FY2019 FY2015 FY2016 FY2017 FY2017* FY2018 FY2019 FY2015 FY2016 FY2017 FY2017* FY2018 FY2019
(Restated) (Restated) (Restated)
14.7
14.2
44.8 43.4 130.6
41.6 122.0
39.5 40.3
10.6 108.4
34.2
9.5
7.9 79.6
65.6
5.4
46.3
FY2015 FY2016 FY2017 FY2017* FY2018 FY2019 FY2015 FY2016 FY2017 FY2017* FY2018 FY2019 FY2015 FY2016 FY2017 FY2017* FY2018 FY2019
(Restated) (Restated) (Restated)
PERFORMANCE REVIEW
31.3%
61.4%
31.12.2019
16.6%
3.5%
5.6% 72.5%
2.7%
31.12.2018
1.1%
4.4%
0.9%
Property Plant and Equipment Trade and Other Receivables Other Assets
Inventories Deposits, Bank and Cash Balances
PG. 067
TOTAL LIABILITIES
& EQUITIES
5.2%
0.04%
18.8%
3.5%
D I S C U S S I O N & A N A LYS I S
M A N AG EM EN T
25.4%
2.1% 31.12.2019
5.2%
0.1%
2.1%
6.4%
5.2%
4.4% 3.7%
31.12.2018
7.5%
7.7% 31.1%
PERFORMANCE REVIEW
Statement of
Value Added
31.12.2019 31.12.2018
Distribution of
Value Added
19.3%
Employment Cost
60.3%
Depreciation and
Retained Profit 2019 5.3%
Taxation and Zakat
D I S C U S S I O N & A N A LYS I S
M A N AG EM EN T
15.1%
Dividends and
Non-Controlling Interest
24.2%
Employment Cost
47.8%
Depreciation and
Retained Profit 2018
8.6%
Taxation and Zakat
19.4%
Dividends and
Non-Controlling Interest
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 070
PERFORMANCE REVIEW
Core
Revenue
FINANCIAL YEAR ENDED 31 DECEMBER 2019
1.5% 4.2%
0.2% Others* SESB
1.3%
1.0% Others*
LPL
4.6%
SESB 93.4%
TNB
2019 2018
92.7%
TNB
** Others include Agriculture, Mining, Public Lighting, EGAT, LPL, TNBI (UK WIND), Net Imbalance Cost Pass-Through (ICPT)
and other regulatory adjustment, SESB Tariff Support Subsidy
*** Others include Agriculture, Mining, Public Lighting, EGAT, LPL, TNBI (UK WIND)
* *** Others include Mining, Public Lighting, Agriculture
^ Number of Customers represents TNB and SESB only
PG. 071
Financial
Calendar
ANNOUNCEMENTS OF CONSOLIDATED RESULTS
DIVIDENDS
D I S C U S S I O N & A N A LYS I S
M A N AG EM EN T
Interim Single-Tier Dividend of 30.0 sen per ordinary share Final and Special Single-Tier Dividends of 20.0 sen and
for the Financial Year ended 31 December 2019 50.0 sen per ordinary share respectively for the Financial
Year ended 31 December 2019
PERFORMANCE REVIEW
Investor
Relations
WE STRIVE TO MAINTAIN A TRANSPARENT AND STURDY ACTIVE ENGAGEMENTS WITH THE INVESTMENT
RELATIONSHIP WITH THE INVESTMENT COMMUNITY COMMUNITY
In the context of continuous improvement in our disclosure, During the year, our Investor Relations team and the Senior
transparency and corporate governance, the Board and the Management have actively engaged the investment community
Senior Management aim to provide the investment community where we hosted as well as joined one-on-one and group
with transparent, clear and complete picture of the Group’s meetings with our shareholders, analysts and potential investors.
performance and prospect. These include our active participation in investor conferences
and non-deal roadshows, both locally and abroad, to ensure
We have a dedicated investor relations team and multiple that we are able to reach out and engage to as many investors
effective communication channels where we are fully committed as possible. Details of our engagements are as below:
in maintaining high standards in the distribution of relevant
and material information on the development of the Group to
Key Events FY2019 FY2018 FY2017
our investment community such as on business strategies,
financial performance and current initiatives taken in achieving
Number of Analyst Briefing 4 5 4
Reimagining TNB. We believe by consciously and proactively
(Annual/Quarterly Results
engaging our investment community, this will enhance our
Announcement and Special
shareholders’ understanding on the Group’s current and way-
Briefing)
forward plans.
Number of Investor 8 6 7
Our list of communication channels are as follows: Conferences & Non-deal
Roadshows (NDR)
• Quarterly and Full Year Financial Results Announcements
Number of engagements 615 461 454
• Engagement session with the investment community through (analysts/fund managers) via
one-on-one/group meetings, investor conferences and non- in-house/external meetings,
deal roadshows investor conferences and
• IR Corporate Day NDR
• Interactive sessions with shareholders at the Annual General
Meeting IR Calendar of Events for FY2019
• Site Visits to TNB’s power plants
4 January 2019
• IR section in TNB’s website > CIMB 10’ Malaysia Corporate Day (Kuala Lumpur, Malaysia)
• Bursa filings & Press Releases
• Annual Integrated & Sustainability reports 18 January 2019
> CLSA Renewable Day (Kuala Lumpur, Malaysia)
Our investor relations’ section in TNB’s website at www.tnb.com.my
is the key platform for our stakeholders, both local and foreign, 11 – 15 March 2019
to secure the latest as well as historical corporate financial > Nomura NDR (New York, Boston, San Francisco & Los Angeles,
and other investor-related information of TNB. This information USA)
will aid them in making sound investment decisions.
19 March 2019
Furthermore, the Investor Relations team updates the Board > Maybank Invest Malaysia (Kuala Lumpur, Malaysia)
and the Senior Management on our shareholdings, investor
relations activities, consensus from analysts and investment 24 – 25 June 2019
community, as well as share price performance on a regular > CIMB NDR (Singapore)
basis to ensure that the Management is constantly up-to-date
with the market condition. This information will aid them in 2 – 5 July 2019
creating long-term value for our shareholders. > Maybank NDR (London & Edinburgh, UK)
18 July 2019
> TNB Sepang Solar Site Visit (Selangor, Malaysia)
4 September 2019
> Citi’s Malaysia Investor Symposium 2019 (Kuala Lumpur,
Malaysia)
PG. 073
D I S C U S S I O N & A N A LYS I S
and investors during these sessions and any key concerns are Bank of America BIMB Securities CGS-CIMB
M A N AG E M E N T
regularly reported to the Board and the Senior Management (BofA) Research Securities
for their deliberation and actions.
Citi Research CLSA Credit Suisse
SHAREHOLDER INFORMATION
As at 2 March 2020, Khazanah Nasional Berhad remained as our largest shareholder, with 27.3% of shareholding. Other Government
related agencies cumulatively holds around 41.3% with Permodalan Nasional Berhad at 18.1%, Employees Provident Fund at 16.1%
while others at 7.1%. The balance of 31.4% are held by Other Local Corporations, Malaysian Retail and Foreign Shareholders.
Based on the geographical spread of our foreign shareholding, the largest shareholding base is North America with 43.3%, followed
by our shareholders from Asia (excluding Malaysia) and Europe, which accounted for 30.2% and 26.3% of the shares respectively.
17.6%
PERFORMANCE REVIEW
Investor Relations
TNB SHARE PRICE, FBM KLCI INDEX AND VOLUME TRADED IN FY2019
Share Price (RM) KLCI Index
15.0 1,750
28 Feb’19
AB 4QFY’18 30 Aug’19
14.5 Closing Share AB 2QFY’19
Price: RM13.42 Closing Share 1,700
Price: RM13.96
14.0
1,650
13.5
13.0 1,600
10 Sep’19
Announcement made to
12.5 Bursa Malaysia on Interim 27 Nov’19
Dividend dates for FY2019 AB 3QFY’19 1,550
13 Mar’19 Closing Share Price: RM14.00 Closing Share
12.0 Announcement made to Price: RM13.56
Bursa Malaysia on Final
Dividend dates for FY2019 1,500
Closing Share Price: RM14.00 28 May’19
11.5 AB 1QFY’19
Closing Share Price: RM11.66
11.0 1,450
Volume (million)
25.0
20.0
15.0
10.0
5.0
0
Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec -19
LEADERSHIP
76
Corporate Information
77
Organisational Structure
78
Board of Directors
80
Our Board of Directors
82
Our Senior Management
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 076
Corporate
Information
BOARD OF DIRECTORS
TAN SRI AHMAD BADRI NORAINI BINTI CHE DAN ONG AI LIN
MOHD ZAHIR Senior Independent Non-Executive Director Independent Non-Executive Director
Chairman
Non-Independent Non-Executive Director GEE SIEW YOONG DATO’ ROSLINA BINTI ZAINAL
(Redesignated as Chairman Independent Non-Executive Director Non-Independent Non-Executive Director
w.e.f. 12 March 2020)
Organisational
Structure
BOARD OF DIRECTORS
CHIEF
INTERNAL
AUDITOR COMPANY
SECRETARY
CHIEF RISK BOARD
OFFICER COMMITTEES
CHIEF INTEGRITY
DEVELOPMENT
OFFICER
Chief Financial Officer
PRESIDENT/ (Group Finance Division)
CHIEF EXECUTIVE Chief Strategy & Regulatory Officer
OFFICER (Strategy & Regulatory Division)
LE ADERSHIP
(Group Human Resource Division)
Chief Grid Officer
(Grid Division) Chief Corporate Officer
(Group Corporate Communications
Division)
CORE NON-
Chief Distribution Network Officer Chief Procurement Officer
BUSINESS CORE
(Distribution Network Division)
BUSINESS (Procurement & Supply Chain
Division)
HEAD HEAD
(Real Estate Ventures) (Legal Services) Single Buyer
HEAD HEAD
(Fleet Management) (Health, Safety Grid System Operator
& Environment)
HEAD Ring-fenced
(Security Services)
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 078
Board
of Directors
DATO’ CHEOK LAY LENG
DATO’ ROSLINA
Independent
Non-Executive Director BINTI ZAINAL
(Appointed w.e.f. 2 March 2020) Non-Independent
Non-Executive Director
DATUK SERI AMIR
HAMZAH BIN AZIZAN
NORAZNI BINTI President/Chief
MOHD ISA Executive Officer,
AMRAN HAFIZ GEE SIEW YOONG Non-Independent
Company Secretary
BIN AFFIFUDIN Independent Executive Director
Non-Independent Non-Executive Director
Non-Executive Director
PG. 079
LE ADERSHIP
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 080
Our Board
of Directors
TAN SRI AHMAD BADRI TAN SRI LEO MOGGIE DATUK SERI AMIR HAMZAH
MOHD ZAHIR Non-Independent BIN AZIZAN
Chairman, Non-Executive Director* President/Chief Executive Officer,
Non-Independent Non-Executive Director* (Cessation of Office as Chairman w.e.f. 12 March 2020) Non-Independent Executive Director*
(Redesignated as Chairman w.e.f. 12 March 2020) * Appointed Director by MoF Inc., the Special Appointed Director by MoF Inc., the Special
* Appointed Director by the Minister of Finance Shareholder of TNB Shareholder of TNB
(Incorporated) (MoF Inc.), the Special
Shareholder of TNB
F F
AMRAN HAFIZ BIN AFFIFUDIN NORAINI BINTI CHE DAN GEE SIEW YOONG
Non-Independent Non-Executive Director* Senior Independent Non-Executive Independent Non-Executive Director
ppointed Director by Khazanah Nasional
A Director
Berhad, the Major Shareholder of TNB
A F NR R L R T
F NR L I
Board at a Glance
COMPOSITION ETHNICITY AGE GENDER
The current Board’s age distribution falls Female Directors currently represent
within the respective age groups as 50% of Board Composition in line
Senior Independent with government aspiration which
follows:
Non-Executive also consistent with Practice 4.5 of
Director the Malaysian Code on Corporate
3 Chinese
1 age 40-49 1 Governance 2017
Non-Independent 1 1
3 Non- 1 3
Executive Director Indian age 70-79
Independent age 50-59
Non-Executive
5 5
Directors
(including the
Independent Chairman)
5
Non-Executive 5
age 60-69 MALE FEMALE
Directors 6 Malay
PG. 081
NR L T R I A R A R I
I
LE ADERSHIP
DATO’ ROSLINA BINTI DATO’ CHEOK LAY LENG
ZAINAL Independent Non-Executive Director
Non-Independent Non-Executive Director (Appointed w.e.f. 2 March 2020)
A F T
A COMMITTED BOARD
Chairman of Board Nomination
Respective NR and Remuneration
SKILLS AND EXPERIENCE MATRIX Committee Committee
1 1
For complete details of the Board of
Finance & Legal Engineering Others Directors’ Profile, please refer to pages 2 to
Accounting
12 in Corporate Governance & Financial
Statements 2019.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 082
Our Senior
Management
DATUK SERI AMIR HAMZAH NAZMI BIN OTHMAN DATUK FAZLUR RAHMAN
BIN AZIZAN Chief Financial Officer BIN ZAINUDDIN
President/Chief Executive Officer Chief Strategy & Regulatory Officer
GEMC GPC GMTC ComPEC BIC IBRC TMSC GEMC GPC GMTC ComPEC BIC IBRC TMSC GEMC GPC GMTC ComPEC BIC IBRC TMSC
Ir. ROSLAN BIN ABD RAHMAN DATUK Ir. HUSAINI BIN HUSIN DATUK Ir. BAHARIN BIN DIN
Chief Generation Officer Chief Grid Officer Chief Distribution Network Officer
GEMC GPC GMTC ComPEC BIC TMSC CRSC GEMC GPC GMTC BIC IBRC TMSC CRSC GEMC GPC GMTC BIC IBRC TMSC CRSC
Ir. MEGAT JALALUDDIN BIN DATO’ NOR AZMAN BIN MUFTI DATO’ MUHAMMAD RAZIF BIN
MEGAT HASSAN Chief Ventures Officer ABDUL RAHMAN
Chief Retail Officer Chief People Officer
GEMC GPC BIC IBRC TMSC CRSC GEMC GPC GMTC TMSC CRSC GEMC GPC IBRC TMSC CRSC
PG. 083
DATUK WIRA ROSLAN BIN AMIR MAHMOD BIN ABDULLAH FAZIL BIN IBRAHIM
AB RAHMAN Chief Procurement Officer Chief Information Officer
Chief Corporate Officer
GEMC GPC GMTC TMSC CRSC GEMC GPC ComPEC BIC CRSC GEMC GPC GMTC BIC CRSC
LE ADERSHIP
MOHD SHAHAZWAN MOHAMAD ARIFF BIN ZAINOL NORAZNI BINTI MOHD ISA
BIN MOHD HARRIS Chief Global Business Solutions Company Secretary
Chief International Officer
GEMC GPC BIC CRSC GEMC GPC GMTC IBRC CRSC GEMC GPC CRSC
MEMBERSHIP KEY
GEMC GROUP EXECUTIVE MANAGEMENT COMMITTEE For complete details of the Profile of Senior
Management, please refer to pages 14 to
GPC GROUP PEOPLE COMMITTEE
21 in Corporate Governance & Financial
GMTC GROUP MANAGEMENT TENDER COMMITTEE Statements 2019
86
Protecting Value Through Effective Governance
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 086
Protecting Value
Through Effective Governance
ABOUT OUR INTEGRATED REPORT (IR)
TNB is committed to the Good corporate governance creates and sustains shareholder value; ensures
that our behaviour is ethical and promotes positive outcomes for all
highest standards of stakeholders.
governance, ethics and
integrity
PG. 087
02
Values-driven objectives of our Board: Pillar of sustainable value-creation
Values-driven objectives of our Board are rooted in corporate governance principles and
best practices espoused in the Malaysian Code on Corporate Governance 2017 (MCCG),
reporting disclosures and increased compliance requirements (Main Market Listing
Requirements of Bursa Malaysia Securities Berhad (MMLR), Companies Act 2016 and other
applicable regulations).
The Board’s governance oversight is guided by its commitment to its responsibilities and
governance objectives. The governance objectives provide a mechanism to measure and
evaluate performance in applying the MCCG principles and outcomes.
G OV E R N A N C E
setting and does not remain static. Challenge governance through its Board Committees.
and teamwork are essential features of the
Board. In decision-making, Board members
act with independence, competence, diligence,
inclusivity, insight and courage.
• Sustainable Growth and Stakeholders
In providing leadership and vision to the
Group, the Board ensures sustainable growth
• Strategy, performance and reporting and delivery of the Group’s purpose and
The Board takes accountability for the Group’s objectives for the benefit of all stakeholders.
performance. The Board sets the Group’s
strategic aims and ensures that the necessary The Board will ensure a stakeholder inclusive
resources are in place to meet its objectives approach.
and review Management’s performance.
03
Collective responsibilities of the Board
04
The Board bears legal responsibility to govern the organisation. Engaging with the Company’s
Board members have a collective responsibility and individuals business on strategic matters
do not hold separate authority. Our Board is collectively
responsible for the long term success of TNB and delivering
Although the Board maintains its
sustainable value through oversight of the management of
independence, it is important that
the Group’s business.
it engages with Management on
multiple levels to understand fully
The Board is committed to continuous improvement of our
the Company’s business:
corporate governance principles, policies and practices and
does so through awareness of evolving regulation and best • Board members serve on the
practices. various Board committees and
engage in strategy sessions and
The Board strives to ensure that good governance is practiced other specific matters such as
throughout TNB as a fundamental part of discharging its financial results.
primary governing roles and responsibilities to protect and
• Board debates and approves the
enhance stakeholders’ value and raise the performance of the
Company’s business plan and
Company.
budget. In 2019, the Board dealt
with key focus areas which were
The main functions of the Board include the following:
discussed during the 2019 Board
• formulates, reviews, approves and monitors strategic business Breakout Session, among others
plans, goals and policies are, Malaysia Electricity Supply
• identifies and manages principal risks affecting the Company Industry (MESI) 2.0: Developing
• reviews the adequacy and integrity of the Company’s the Future Electricity Sector
internal control system Blueprint and TNB Participation
• ensures appropriate policies are in place, adopted, executed in Telco and National Fiberisation
effectively and regularly reviewed and Connectivity Plan.
• oversees and evaluates the conduct and performance of
the Management and the Group’s business • Board conducts on-site visits to
• succession planning with regards to Top Management operations and business units and
positions and their remuneration meetings with Management may
• ensures and provides accountability to its members or be requested from time to time.
shareholders and to some extent, towards a wider range
of stakeholders
05 06
Risk Management Board Independence
Risks arising from a constantly shifting The Board is diverse in demographics, skills and
global Volatility, Uncertainty, Complexity experience.
and Ambiguity (VUCA) market environment
are among the major challenges our The Board comprises 60% of Independent
business faces in progressing with our goal Directors who promote independent judgement
of growing shareholders’ value in a and diverse mind-sets and opinions. All Directors
sustainable manner. must exercise their judgement independently,
irrespective of status. All Directors are assessed
Risk management is fundamental to the annually via the Board Effectiveness Evaluation
Group’s strategy and our electricity utility and Board Independence Assessment. The
business. The pervasiveness of risk in this Directors assessed in 2019 maintained their
industry means that the Board deems risk independent status.
management as an integral part of our
business strategy.
G OV E R N A N C E
relevant and sustainable. Diversity that embraces
The business environment within which gender, race, ethnicity and skills/experience at
TNB operates, requires us to be vigilant in Board level is a key consideration in our Board
our risk management and to continuously selection process.
ensure effective mitigation are in place.
Female Directors currently represent 50% of the
We have identified six risks that may Board composition in line with the Government’s
prevent the Group from achieving its aspiration and Practice 4.5 of the MCCG.
strategic and long-term objectives, namely,
• Inability to keep pace with changing Diversity at Board level (skills & experience,
customers’ expectations gender, nationality)
100%
• Inability to leverage on available and
50%
new technology Male
• Ineffective engagement and
Malaysian
communication to stakeholders
• Regulatory constraints that can
negatively impact TNB businesses
50%
Female
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 090
08 09
Board Skills Board Tenure and Experience
The Board has members with a broad range of A blend of experience and new insight
skills that can help create value in the interests
of all stakeholders.
1
With the appropriate mix of skills and experience
the Board is assured that it is well equipped to
guide and steer TNB’s strategy into the future
and thereby create value.
Executive and
3 Non-Executive
Directors: Age
10%
30%
60 years & above
1
50% 2
Below 1 year
1 – 3 years
Above 3 years
PG. 091
10
Board of Directors
G OV E R N A N C E
Chairman: BAC Chairman: BIC
Member: FIC, BNRC, BRC and BLTIP Member: BAC and BRC
11 12
Ensuring and Protecting Value Our Approach to Compliance
• clear leadership and commitment through the Our business compliance covers a wide
establishment of the Board Risk Committee (BRC) to range of ethical and regulatory areas,
ensure the Group has in place a sound and robust among others including anti-competition,
enterprise risk management framework. strategic trade, anti-bribery and
• a structured risk assessment process to guide the Group corruption, international sanctions and
to identify, analyse, evaluate and treat risks. data protection.
• an online real-time tool and database of risk information
that is accessible by all employees to enable monitoring, The principles governing our ethical
review and reporting of risks. standards and compliance can be found,
among others, within the TNB Code of
• a risk management policy where all employees are
Ethics, TNB Ethics & Integrity Policy,
accountable and responsible to manage risk and to
TNB Confidentiality Policy, Whistleblowing
continually cultivate a risk culture that is transparent,
Procedure, Corporate Disclosure Policy
collaborative and adaptive.
and the TNB Corporate Integrity
• an independent internal audit function.
Management System Handbook.
• a Group Corporate Governance Framework that monitors
the application of the principles and practices of the
MCCG and other regulatory requirements.
Stakeholders
Trade- Communities
Customers Investors Unions
15
13 Fair and Responsible Remuneration
14 sustainable value.
Conflict of Interest 17
G OV E R N A N C E
A Director is prohibited from using his or her Engaging with Investors on
position or confidential or price-sensitive Environment, Social and Governance
information to benefit herself or himself or any (ESG) Matters
related third party, financially or otherwise.
18
Ethics and Human Rights
An organisation must fundamentally add value for stakeholders by adopting a responsible business philosophy.
At TNB, we believe in doing business responsibly. The Board assumes ultimate responsibility for TNB’s ethics performance
and adherence to human rights principles. This responsibility is delegated to Management which uses various tools to
fulfil its mandate, among others including:
In our efforts to apply high standards of ethical decision-making, taking stakeholder requirements into consideration
to ensure value creation, we undertook the following actions during the financial year:
TNB has a well-thought-out set of Shared Values made publicly available and communicated to the workforce. First
among the TNB Shared Values is Integrity. The five (5) Principles of Integrity are:
5 PRINCIPLES OF INTEGRITY
PRINCIPLE 1
Adhere to all set rules, regulations and guidelines
PRINCIPLE 2
Perform to our best ability with very high standards
whilst continuously improving the quality of our services
PRINCIPLE 3
Adopt an open and honest attitude in all aspects
PRINCIPLE 4
Deliver products and services to customers as pledged
PRINCIPLE 5
Have pride in contributing towards TNB’s success
The Handbook covers five (5) TNB Corporate Integrity Management System (TCIMS) policies which are Anti Bribery
Policy, Gifts, Hospitality and Related Benefits Policy, Conflicts of Interest Policy, Whistleblowing Policy and Integrity Pact
and Committee Integrity Pledges Policy.
PG. 095
19
Our Board and Board Committees
The Board provides leadership and strategic guidance to safeguard stakeholder value creation within a framework of prudent
and effective controls. This makes it possible for the Group to assess and manage risk to ensure long-term sustainable
development and growth.
The Board is ultimately accountable and responsible for the performance and affairs of TNB and ensures that the Group
adheres to high standards of ethical behaviour.
The Board Committees assist the Board in the discharge of its duties and responsibilities.
Each Board Committee has a formal written Terms of Reference that are effectively delegated in respect of some of the
Board’s responsibilities.
The Board monitors these responsibilities to ensure effective coverage of and control over, the Group’s operations.
TNB Group
Board of Directors:
G OV E R N A N C E
statements in compliance with legal to the Board for approval of the annual Procurement & Supply Chain Policy and
and regulatory requirements and and supplementary budgets, capital budgets Procedures.
applicable accounting standards. and investments of TNB.
– To advise the Board regarding the details
– To assess the effectiveness of the – Review and evaluate, as may be appropriate, and implementation of TNB’s Procurement
Group’s internal control framework information relating to the Company’s & Supply Chain Policy and Procedures
as well as internal and external audit investable assets, its investment policies, framework.
functions. strategies, objectives and activities.
– To assist the Board in regulating the
– The BAC’s TOR is available on the – Monitor and review investments in compliance of Top Management and
Company’s website at subsidiaries and associated companies, and Executive Director with TNB’s Procurement
www.tnb.com.my. to evaluate & consider and make appropriate & Supply Chain Policy and Procedures.
recommendations on proposals for any
new investments/divestments proposed by – To ensure TNB complies with the
the Management. applicable laws, regulations, rules and
guidelines to achieve best business
– To provide input on the valuation of the practices in its procurement of
proposed investments/divestments taking equipments, materials, works and services.
into account compliance with the
Investment Policy, risk management analysis,
findings of the due diligence and written
report from external advisers, as applicable.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 096
19
Our Board and Board Committees (Cont’d)
– To identify and recommend new nominees – To oversee the establishment and – To manage disciplinary issues and actions
to the Board, Board Committees and implementation of the risk management with regard to employees’ misconduct,
Boards of TNB Group. framework that is embedded into the except for the hearing of appeal of
culture, processes and structures of the executives of grade M15 and above or
– To consider/review the Executive Director Company and is responsive to changes equivalent grade with regard to
and Top Management’s succession in the business environment. disciplinary cases, for which the power
planning. lies with the Board.
– To approve the Risk Management
– To review the Board’s required mix of Policies on behalf of the Board. – To review the disciplinary procedures,
skills, experience and other qualities, whenever applicable, subject to the
including core competencies which Non- – To ensure the principles and Board’s approval.
Executive Directors should bring to the requirements of managing risk are
Board. consistently communicated and
adopted throughout the Company.
– To implement the process formulated by
the Board to assess the effectiveness of
the Board, Board Committees, Self and
Peer.
– The BNRC’s TOR is available on the Board Long Term Incentive Plan
Company’s website at www.tnb.com.my. Committee (BLTIP)
Chairman:
• JUNIWATI RAHMAT HUSSIN
20
Our Group Top Leadership Team
The Group Leadership Team is a diverse and experienced Management team that comprises the following:
DATUK SERI AMIR HAMZAH NAZMI BIN OTHMAN DATUK FAZLUR RAHMAN
BIN AZIZAN Chief Financial Officer BIN ZAINUDDIN
President/Chief Executive Chief Strategy & Regulatory
Officer Officer
Ir. ROSLAN BIN ABD DATUK Ir. HUSAINI DATUK Ir. BAHARIN BIN
RAHMAN BIN HUSIN DIN
Chief Generation Officer Chief Grid Officer Chief Distribution Network
Officer
G OV E R N A N C E
Chief Retail Officer Chief Ventures Officer Chief People Officer
DATUK WIRA ROSLAN BIN AMIR MAHMOD BIN FAZIL BIN IBRAHIM
AB RAHMAN ABDULLAH Chief Information Officer
Chief Corporate Officer Chief Procurement Officer
101
Sustainability at TNB
107
Spirit of Responsibility
108
Delivering Sustainable Value
113
Feature Story: Reliable Energy with Affordable Tariffs
114
Customer Centricity
116
Feature Story: Smart Meters
117
Minimising Environmental Impacts
119
Climate Change
120
Feature Story: myGreen+ and mGATS
121
Enhancing Capabilities
126
Prioritising Health, Safety and Personal Well-Being
128
Strengthening Partnerships Brightening Surrounding Communities
129
Feature Story: Rural Electrification
134
Feature Story: My Brighter Future
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 100
Sustainability
Statement
At TNB, we believe that sustainability
is integral to our strategy to be
amongst the top utility companies
globally. We are committed to
operating as a socially and
environmentally responsible
organisation, nurturing world-class
talents and harnessing continuous
innovation and technology for
continuous growth.
Reporting Framework, Scope and For the purposes of this statement, the The scope excludes joint ventures and
Boundary scope and boundary of the information supplier activities, unless otherwise stated.
covers TNB’s key business, mainly
This statement was prepared based on
comprising: Please refer to our upcoming Sustainability Report
Bursa Malaysia Securities Berhad’s (“Bursa 2019 for detailed information.
Malaysia”) Main Market Listing Requirements, • TNB Company, which is defined as all
Bursa Malaysia Sustainability Reporting TNB divisions. We have highlighted Reporting Period
Guide 2nd Edition, the Global Reporting the instances where the scope has
Initiative (GRI) Standards: Core Option and been extended to TNB Group, which The statement period covers TNB’s
the GRI Electric Utilities (EU) Sector covers TNB Company and its Financial Year of 2019 (FY2019), which is
Disclosures. We are also progressively subsidiaries. from 1 January 2019 to 31 December 2019.
aligning our sustainability practices to the Where data for FY2019 is not available,
• Operations in Peninsular Malaysia. the most recent data is provided.
United Nations Sustainable Development
Goals (UN SDGs) and are currently studying
We have also indicated where our
the adoption of Task Force on Climate-
disclosures cover international operations.
Related Financial Disclosures (TCFD)
framework.
PG. 101
SUSTAINABILITY AT TNB
Managing Sustainability
Driven by the unprecedented scale of climate change, the world is undergoing energy transition, from a carbon-intensive system
towards a low-carbon and renewables-driven future. The progress towards a sustainable energy future, however, needs to be
delicately balanced against the imperative to develop and sustain the well-being of the nation and communities.
Ability to provide Transition of energy TNB remains steadfast in providing affordable electricity to
vir
universal access to system towards the public while improving service quality and minimising
on
ta
Our Sustainability Strategy guides the management of sustainability in our daily operations, enabling the achievement of our
strategic plan for 2017 to 2025, Reimagining TNB, as depicted in the following diagram:
S U S TA I N A B I L I T Y
impact
S TAT E M E N T
In FY2019, we are studying the adoption of
SOCIAL the TCFD framework, starting with a climate
• Empower our people
• Inculcate safety culture GRID OF THE FUTURE scenario analysis. We will progressively enhance
• Brighten the lives of our our disclosures in line with TCFD.
communities
07 AFFORDABLE AND
CLEAN ENERGY 08 AND
DECENT WORK
ECONOMIC
GROWTH
13 CLIMATE
ACTION 17 PARTNERSHIPS
FOR THE GOALS
Sustainability Governance
The SDC’s role is to review, evaluate and advise In FY2019, the SDC has discussed the following
TNB’s Group-wide sustainability is overseen by on sustainability and green energy-related matters including, but not limited to:
the TNB Board of Directors (“the Board”) who initiatives prior to further review from other
is also cognisant of the importance of integrating • Review of material matters
relevant committees, including the Board.
sustainability in the strategic direction of the Decisions to escalate issues to higher approving • Sustainability disclosures
organisation, decision-making processes and authorities are subject to our Procurement & • Sustainability projects under TNB Green
operational performance. TNB’s sustainability Supply Chain Policy and Procedures, and Limits Energy Development Fund (TGEDF)
initiatives and performance fall under the of Authority (LOA) guidelines. • GHG emissions assessment and monitoring
purview of the relevant management
• TNB’s contributions to the UN SDGs, SPV
committees, including the Sustainability Sustainability initiatives and their implementation 2030 and future plans
Development Committee (SDC), chaired by the are cascaded to divisions and subsidiaries for • Climate-related disclosures and alignment
President/Chief Executive Officer. incorporation into their respective business and to the TCFD
operational areas.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 102
Sustainability Statement
Our customers comprise of domestic, commercial and industrial customers, including Small & Medium-
Customers
sized Enterprises and large corporations
Engagement Platforms Frequency of Engagement Areas of Interest or Concern Our Response by Topic
• Customer service outlets • Ongoing • Accessible and reliable supply of • Delivering Sustainable Value,
• Call centre • Ongoing electricity page 108
• myTNB mobile application and • Ongoing • Affordable electricity tariffs • Customer Centricity, page 114
online portal • Energy efficiency
• Customer surveys • Ongoing • Billing and payment platforms
• Social media • Ongoing • New technologies (e.g. smart
• Roadshows • As needed meters)
• Campaigns • Ongoing • Customer service
• Green energy/Renewable Energy
(RE)
The Malaysian Federal and State Governments, parliamentarians, municipal councils, regulators and federal
Government
& state agencies
Engagement Platforms Frequency of Engagement Areas of Interest or Concern Our Response by Topic
• Meetings and briefings • Monthly • Regulatory and operational • Our Governing Principles,
• Site visits • As needed compliance page 107
• Round table sessions • As needed • Regulatory framework (including • Delivering Sustainable Value,
• One-to-one engagements • Ongoing Malaysia Energy Supply Industry page 108
• Outreach programmes • Ongoing (MESI) 2.0 and Renewable Energy • Strengthening Partnerships
Transition Roadmap) Brightening Surrounding
• Social and environmental risk of Communities, page 128
new projects and development
• Disaster management
• Cyber security risks and initiatives
• New initiatives and technology
• Nation-building initiatives, including
community development
• Security & reliability of supply
• Accessibility of electricity supply
• Affordable tariff
Investors Institutional and retail investors, analysts and potential investors with interest
Engagement Platforms Frequency of Engagement Areas of Interest or Concern Our Response by Topic
• Financial results announcements • Quarterly • Group business strategy and • Delivering Sustainable Value,
• Annual and Sustainability internal reorganisation page 108
Reports • Annually • Malaysia Electricity Supply Industry • Our Governing Principles,
• Investor relations events, (MESI) 2.0 reform page 107
conferences and roadshows • Based on Investor Relations • Changes in the regulatory • Customer Centricity, page 114
• One-to-one and group annual programme framework and electricity supply • Minimising Environmental
engagements • Quarterly industry Impacts, page 117
• Site visits • Operational and financial • Climate Change, page 119
• Annual General Meeting (AGM) • Once/twice a year performance • Enhancing Capabilities, page 121
• Investor Relations Corporate • Annually • Current and future Environment, • Prioritising Health, Safety and
Day Social & Governance (ESG) efforts Personal Well-Being, page 126
• Annually • Strengthening Partnerships
Brightening Surrounding
Communities, page 128
PG. 103
Engagement Platforms Frequency of Engagement Areas of Interest or Concern Our Response by Topic
• One-to-one engagements • Ongoing • Talent and skill development • Enhancing Capabilities, page 121
• Townhalls • Annually • Career development • Prioritising Health, Safety and
• Turun padang and other • As needed • Employee well-being and Personal Well-Being, page 126
outreach programmes workplace culture
• Online portal (intranet), • Ongoing • Health and safety
newsletters, emails and TV TNB • Employee satisfaction
• Employee surveys • Biannually • Employee engagement on TNB’s
• Corporate Social Responsibility • Ongoing strategies and initiatives
(CSR) events
• Social media • Ongoing
Three (3) registered unions and two (2) workers associations that cover all executive and non-executive
Trade Unions
employees
Engagement Platforms Frequency of Engagement Areas of Interest or Concern Our Response by Topic
• Joint meetings and engagement • Annually • Employee welfare and issues • Enhancing Capabilities, page 121
sessions • Collective bargaining
• Negotiations • As needed • Employee engagement on TNB’s
• Collective agreements • As needed strategies and initiatives
• One-to-one engagements • As needed
Engagement Platforms Frequency of Engagement Areas of Interest or Concern Our Response by Topic
• One-to-one engagements • As needed • Training and capability development • Delivering Sustainable Value,
• Training and workshops • As needed • Industry support for business page 108
• TNB Vendors Day • Annually growth • Prioritising Health, Safety and
• Outreach programmes • Annually • Potential health and safety impacts Personal Well-Being, page 126
• Procurement processes
Communities Local communities in or near areas where we operate, including those affected by our operations
Engagement Platforms Frequency of Engagement Areas of Interest or Concern Our Response by Topic
S U S TA I N A B I L I T Y
• Outreach programmes • As needed • Community development and • Strengthening Partnerships
S TAT E M E N T
• CSR events • Ongoing support Brightening Surrounding
• Townhalls • As needed • Communication on development Communities, page 128
• Dialogue sessions • As needed plans and projects • Minimising Environmental
• Sporting events • Annually • Potential health and safety impacts Impacts, page 117
• Potential environmental impacts
Non-Governmental
Consumer associations, environmental groups and chambers of commerce
Organisations (NGOs)
Engagement Platforms Frequency of Engagement Areas of Interest or Concern Our Response by Topic
Sustainability Statement
WHAT MATTERS TO US
Our Material Matters and Commitment to the UN SDGs
Our materiality assessment workshop was conducted in FY2017 (ending 31 August 2017) to identify material sustainability matters
that could have significant economic, environmental and social impacts, both to our business and to our stakeholders. We
conduct an annual review of our material matters to determine their importance by considering various factors that would
impact TNB, including the latest industry trends, regulations and sustainability issues, as well as our stakeholders’ interests and
concerns. In FY2019, we reviewed the material matters with Top Management and the SDC, and have concluded that all existing
material matters remain our priorities. As we recognise the urgency and significance of climate change towards the industry
and our business, we have redefined the “Greenhouse Gas (GHG) Emissions” material matter to “Climate Change”, as approved
and endorsed by the SDC. This is to reflect our progressive efforts in line with the Government’s commitment to the Paris
Agreement.
We disclose our management of material matters through our eight (8) topics under four (4) sustainability themes: Spirit of
Responsibility, Empowering the Nation, Environmental Stewardship and Embracing Relationships. We also continue to map our
relevant direct or indirect contribution to the UN SDGs against each topic.
Governance Our Governing Principles • Responsible and Ethical Business Indirect SDGs:
Spirit of Promoting ethical and safe practices is driven Practices
Responsibility by the TNB Board and shared by our
management and employees to reinforce a
sound business and forward-looking culture.
Economic Delivering Sustainable Value • Business and Financial Performance Direct SDGs:
Empowering the Regulatory changes in the energy landscape, • Energy Efficiency
Nation along with the shift in focus towards • Fuel Mix Policy
renewable energy and digitalisation require • Efficient Technology and Innovation
TNB to be both cost-effective and efficient • Asset Optimisation Indirect SDGs:
to remain competitive. • Cyber Security Management
• Sustainable Supply Chain
• Reliable Energy and Fair Tariffs
• Renewable Energy
Prioritising Health, Safety and Personal • Safety and Emergency Preparedness Direct SDGs:
Well-Being • Health and Well-being
We prioritise our employees’ occupational
health and safety, and well-being as it not
only facilitates higher workplace productivity Indirect SDGs:
but also builds their sense of confidence
and security.
Please refer to page 106 for more information on our contributions to the four (4) UN SDGs.
S U S TA I N A B I L I T Y
S TAT E M E N T
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 106
Sustainability Statement
SDG 7: Affordable and Clean Energy Ensure access to affordable, reliable, sustainable and modern energy for all
Achieving this goal will contribute to economic, environmental, social development and well-being. We are focused on this goal by prioritising
energy efficiency, clean energy technology and related infrastructure.
Equivalent Availability Factor (EAF) System Average Interruption System Domestic renewable
99.78%
energy generation
capacity
Performance for wholly-owned
power plants in Peninsular Malaysia 48.13 minutes/
customer/year
85.39 MW
Please refer to page 110 for more information on our operational performance in FY2019.
Promote sustained, inclusive and sustainable economic growth, full and productive
SDG 8: Decent Work and Economic Growth
employment and decent work for all
We have always placed great importance in creating employment opportunities that value and respect human rights. This goes well beyond
legal compliance or upholding our reputation, as we also strongly believe that this is the backbone of positive business performances across
our value chain.
Total number of new hires Employability rate within six Revenue for FY2019 Total training hours
in FY2019 by TNB Company (6) months upon graduation
RM50,939.70 (general and leadership)
94% million
SDG 13: Climate Action Take urgent action to combat climate change and its impacts
We support Malaysia’s commitment to the Paris Climate Change Agreement signed at COP 21, recognising the increasing importance of
mitigating and adapting to climate change. In this regard, we seek to reduce our GHG emissions intensity and the environmental impacts
resulting from our operations.
Strengthen the means of implementation and revitalise the global partnership for
SDG 17: Partnerships for the Goals
sustainable development
We will continue to form partnerships with all stakeholders including Government agencies, industry experts, businesses and NGOs, both within
and outside the energy sector. This is to meet future electricity demands in a sustainable manner, as well as to give back to the community.
Total contribution to community TNB’s partnership with Yayasan TNB’s partnership with TNB Energy Services Sdn. Bhd.
development programmes Kebajikan Nasional (YKN) and Institut telecommunication (TNBES) partnership with Malaysian Green
Jantung Negara Foundation (IJNF) for companies for the National Technology Corporation (MGTC) to install
S P I R I T O F RE S PO NSIBILITY
Full roll out of TNB Introduced new 4,538 employees Related Material Matter(s):
Corporate Integrity reporting channel attended the Integrity • Responsible and Ethical
Management for whistleblowing Engagement Business Practices
System (TCIMS) Programme (IEP)
At TNB, we are committed to conducting and conduct periodic reviews of risks to As part of the TCIMS effort, there was an
business responsibly, with honesty and ensure relevance and effectiveness. In update to the Whistle Blowing procedure.
integrity to strengthen the confidence of upholding high standards, the Management Whistleblowers now have an option to
our stakeholders. The Board is cognisant and Board regularly review and approve make a direct report to five key personnel,
of its crucial role in demonstrating high Group policies, codes and procedures as in addition to the current channels of
standards of corporate governance. The continual improvement for risk mitigation. the Whistle Blowing Information System
Board also ensures this Shared Value of (https://wbis.tnb.com.my/). Further details
integrity is effectively cascaded within the For more information, please refer to Statement can be found at https://www.tnb.com.my/
on Risk Management and Internal Control section
Group. on pages 54 to 59 of CGFS 2019. ethics-governance/whistle-blowing/.
S U S TA I N A B I L I T Y
S TAT E M E N T
Our Corporate Governance Model defines We have retained our certification of ISO 4,538 employees. Another of our key
the conduct we expect from our employees 37001:2016 Anti-Bribery Management initiatives include the TNB-MACC
and external parties across the organisation. System and are implementing the TNB Corruption Prevention Programme, a
It includes the TNB Risk Management Corporate Integrity Management System strategic collaboration with the Malaysian
Framework that governs and integrates (TCIMS) across the Group to drive an Anti-Corruption Commission (MACC) to
risk management into our business and integrity-based culture and compliance provide anti-corruption education and to
decision-making processes, in line with with local and international anti-bribery shape a high-integrity workforce. The
the ISO 31000:2018 Risk Management – standards. programme, held in four series from July
Guidelines. We go beyond compliance to November 2019, was participated by
200 employees.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 108
Sustainability Statement
Implemented the Jimah East Power RM9.28 billion Related Material Matter(s):
National Fiberisation (2 X 1,000MW) spent on local • Business and Financial • Asset Optimisation
and Connectivity commercially suppliers in Performance • Safety and Emergency
Plan (NFCP) pilot operational in FY2019 • Energy Efficiency Preparedness
project in Jasin, FY2019 • Fuel Mix Policy • Cyber Security Management
Melaka • Renewable Energy • Efficient Technology and
• Reliable Energy and Fair Innovation
Tariffs • Sustainable Supply Chain
Awards won:
“Most Outstanding Utility Sector in Malaysia”
(Asia Money Awards 2019)
PG. 109
Mini hydro
Other key highlights for FY2019:
21.76MW
TNB has partnered with governmental and private bodies to install solar PV
panels on Government buildings, residential units, educational institutions as
well as commercial and industrial properties. These partnerships have enabled
TNB to secure a peak generation close to 25MW through more than 100
projects.
S U S TA I N A B I L I T Y
Domestic
S TAT E M E N T
Biogass
3.20MW GSPARX Sdn. Bhd. (GSPARX) facilitates the implementation of the Net Energy
Metering (NEM) scheme and the Supply Agreement for Renewable Energy
Biomass
Solar
(SARE). GSPARX has secured rooftop solar PV projects totalling 25MW (24MW
10.00MW
50.43MW for commercial & industrial buildings and 0.5MW for residential buildings) in
FY2019. To date, 0.43MW worth of solar PV projects have been completed
and entered the domestic RE mix.
Wind
143.60MW
The construction of our 20th mini hydroelectric station at Sungai Tersat, Kuala
Berang, Terengganu with a designed capacity of 4MW is currently 70%
completed and is expected to operate in 2020.
Sustainability Statement
For more information on our performance and initiatives, please refer to our Strategic Business Review section on pages 50 to 51.
The reliability of our operations can be reflected through our performance in the following parameters:
0.35
50.24 0.84 0.86 0.83
48.22 48.13
0.27
0.23
* Performance for wholly-owned power plants in Peninsular Malaysia FY2017 FY2018 FY2019
Asset Optimisation
Given the importance of energy to national security, our assets are classified as Critical National Information Infrastructure (CNII).
We recognise our responsibility to ensure this infrastructure is maintained and protected, hence we have adopted a holistic
asset management approach to fulfil this need.
Our Asset Management Plan is an effective asset management system with ISO 55001:2014 Asset Management certification
provides TNB the roadmap for achieving greatest value from physical assets by optimising cost, risk and performance across the
asset lifecycle. Under this plan, we outline the implementation activities necessary to realise TNB’s asset management policy,
strategy and objectives. We have also implemented Asset Performance Management System (APMS) as part of our enterprise
asset management solution to establish and verify a holistic view of asset management throughout its lifecycle, thus, facilitating
analysis of investments, operations, maintenance, risks and opportunities, as well as performance and sustainability.
PG. 111
We continue to undertake the following asset management and optimisation initiatives for FY2019:
Project Description
Preventive Maintenance (PM) and Condition- Ensure assets in optimal condition and monitors certain indicators for signs of decreasing
Based Maintenance (CBM) performance or upcoming failure.
Enables early detection of defects, asset replacement and introduction of new technologies.
SAIDI 50 Initiatives
Focuses on reduction in frequency & duration of planned/unplanned outages.
Aims to unlock asset potential and enhance performance of TNB’s generation power plants
Business Turnaround Programme
through cost savings, cost avoidance and better inventory management.
Intelligent Predictive and Diagnostic Utilises a software that enables plant operators to detect anomalies in the operations of
Monitoring (IPDM) System major assets, thus allowing for early preventative actions.
Asset Mid-life Overhaul Enables safer and more cost-efficient overhead line maintenance.
Drones Enhances land planning functions and Geospatial Information System (GIS) data.
Online Monitoring System for Gas Analysis Assesses the condition of transformer bushings and gas-insulated switchgears.
Automatic Fault Analysis and Fault Location Assists operation and maintenance team for faster decision-making during restoration
Identification System processes.
Business Continuity Management through drills against various plant-specific Our cyber security governance is cascaded
emergency scenarios. There were 12 drills to the divisional level throughout the
Our TNB BCM Framework has been
conducted in FY2019. business, with committees specifically
designed to provide a structured approach
tasked to oversee policies, mitigation
in managing business continuity in TNB
We also conducted Integrated Community actions and response plans, as well as
Group by enabling prompt and effective
Based Disaster Management (ICBDM) initiatives to strengthen our defence
response and recovery before, during and
exercises together with local agencies at against cyber threats. For FY2019, we have
after a crisis. Each division uses the BCM
our hydroelectric power plants, as a subset conducted one cyber drill exercise
Framework as a guideline to design and
of ERP. This exercise is tailored specifically covering critical business areas across the
implement a business continuity plan
for communities who live within close organisation. This includes periodic cyber
that specifically caters to their respective
proximity of our hydroelectric power attack simulations, cyber security
business functions. Our customised plans
plants to educate the local residents on awareness sessions for our employees,
that are in place include Emergency
the procedures and actions to be taken and an internal cyber security conference.
Response Plan (ERP) at our power plants
against potential disasters. Examples of
and cyber security management.
activities under ICBDM include evacuation
drills as well as dam safety awareness
For more information, please refer to Statement
briefings and workshops.
on Risk Management and Internal Control section
on pages 54 to 59 of CGFS 2019.
Cyber Security Management
Cyber security at TNB encompasses the
Emergency Preparedness
S U S TA I N A B I L I T Y
protection of data integrity and
S TAT E M E N T
All TNB power plants require Emergency accessibility to ensure uninterrupted
Response Plan (ERP) to ensure their power supply from our power transmission
resilience in avoiding disruption to the system. We are safeguarded by our Cyber
power generation business. The Security Operation Model (CSOM) and
effectiveness of ERP is measured by the are ISO 27001:2013 Information Security
ability of the emergency management
team to carry out a timely and appropriate
Management System certified. We conduct
regular audits at the National Load
Awards won:
response. All power plants are required Despatch Centre on relevant critical “Cyber Security Project of the Year 2019”
to design, implement and conduct regular infrastructure. (Malaysia Cyber Security Awards 2019
tests on the effectiveness of their ERP held by CyberSecurity Malaysia)
Sustainability Statement
Advanced Metering Enhances meter reading by Deployment of smart meters continued in Melaka (Phase 1), while deployment
Infrastructure (AMI) introducing remote automated in Klang Valley (Phase 2) commenced in November 2019. In FY2019, there were
readings and detailed load profile 281,066 units of smart meters installed primarily in Melaka. Moving on, the next
information, thus enabling better phase of installation will be in selected areas in Klang Valley, with a target to
load management and future tariff install 1.2 million smart meters by 2020.
options.
For information on smart meters, please refer to Feature Story: Smart Meters on page
116.
Mobility Solutions Increases work efficiency amongst There is a roadmap to roll out mobility solutions for projects linked to distribution
field employees. automation, asset management systems, substation maintenance systems and
information systems.
Volt-VAr Optimisation Enables TNB to perform control and This project has delivered a total of 272MVAr, which is an increase from 113MVAr
system network optimisation, which last year.
improves electricity supply quality,
increases its efficiency and provides
electricity savings to customers.
Geospatial Information Provides accurate location Successfully rolled out 11kV CPP Online Approval function and 33kV CPP function to
System (GIS) information to manage, operate and APP users nationwide. In addition, GIS also successfully rolled out 11kV CPP functions
analyse TNB’s network assets. to APP and AD users in Selangor, Perlis, Pulau Pinang, Kelantan and Melaka.
Medium voltage data production has been completed for all states except Perak
which is targeted to be completed by 2020.
Distribution Automation Provides real-time management of To date, 22% out of the 72,729 11kV substations have been equipped with SCADA.
network operations.
Digital Connectivity
We have completed the NFCP Pilot project at Jasin, Melaka in
FY2019 to test the technical, safety and security aspect of the
open-access network and to assess commercial viability of the
wholesale broadband business. The project enabled 1,100 homes
with better broadband coverage with a speed of up to 1Gbps.
We are also in partnership with telecommunication companies to
leverage our network infrastructure and widen the coverage of
broadband access nationwide.
PG. 113
SPV 2030:
FEATURE STORY: Strategic Thrust 6:
UN SDG:
Goal Seven (7)
AFFORDABLE TARIFFS
As the national electricity provider, TNB is committed towards contributing to Goal 7 of the
UN SDGs by providing access to affordable, reliable and sustainable energy for all. TNB is
delicately balancing the energy trilemma to deliver a high quality supply and service while
assisting transformation of MESI to the benefit of Malaysian customers. In pursuing clean
energy, TNB also balances the accessibility and security of electricity supply to achieve the
nation’s long-term development goals and ensure the upliftment of all communities. This goal
is in line with the Government’s SPV 2030 Strategic Thrust (ST) 6 on regional inclusion by
providing affordable and reliable energy.
The electricity tariff model is subject to the Government’s regulatory mechanism, featuring the
Incentive Based Regulation (IBR) framework. IBR is a framework for electricity tariff setting,
with built-in incentives to improve efficiency of regulated entities and give greater transparency
for customers. Under IBR, tariffs comprise the base tariff and Imbalance Cost Pass-Through
(ICPT). The base tariff rate is maintained over a three-year period, while ICPT, which includes
rebates or surcharge, is reviewed every six months.
Base tariff is set to reflect the base cost for fuel and generation,
the capital cost, as well as the operation, maintenance and
administration costs of all the regulated business entities. ICPT,
on the other hand, is another element in the electricity tariff
which acts as an adjustment mechanism to reflect changes in
fuel and generation costs in customers’ tariffs. This is to ensure
financial sustainability and reliability of supply in the system.
(Based on
actual fuel If global fuel prices and generation costs decrease, the difference
prices)
between the price and cost assumptions and the base tariff will
S U S TA I N A B I L I T Y
be reflected through rebates for customers and thus, reduce their
S TAT E M E N T
electricity bill. Conversely, an increase in global fuel prices and
generation costs cause a surcharge to be imposed on customers.
Base Subject to Government’s approval, any surcharge as a result of
Tariff
(sen/kWh) additional fuel and generation costs may be cushioned by the
Kumpulan Wang Industri Elektrik (KWIE). Domestic customers
with a monthly consumption of more than 300kWh are subjected
to the ICPT mechanism. However, to lessen the burden of lower-
income groups, domestic customers with a monthly consumption
of 300kWh and below are not affected by the ICPT mechanism.
Source: www.energywatch.com.my
Details on the ICPT rebates and surcharges to the customers can
be found at https://www.tnb.com.my/faq/tariff/.
Additionally, in lower-income households, the Government has a targeted assistance programme to finance their monthly electricity bills, with a
subsidy of up to RM40. Those eligible to the subsidy mainly comprise underprivileged and hardcore poor communities who are registered in the
eKasih system.
The contribution of IBR and ICPT aims to safeguard our customers’ access to affordable energy while supporting a sustainable energy industry.
This is to ensure financial sustainability of the system and give greater transparency and certainty in tariff setting to the customers.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 114
Sustainability Statement
C U S TO ME R CE NTRI CITY
WINNING AND SUSTAINING enhance our communication with them. protecting our customers’ data and security
OUR CUSTOMERS We constantly value feedback from our is becoming top priority. At TNB, data
customers which will enable us to take privacy and access are managed through
The opening up of the retail space through
proactive actions leading towards the Cyber Security Operating Model
MESI 2.0 in the future will allow customers
continuous improvement in our service (CSOM), policies and security controls. To
to have more choices in both the supply
delivery and customers’ experience. We date, we have implemented over 100
and demand for electricity. Likewise, TNB
have a systematic approach to resolve all security controls as part of the initiatives
is moving into a position where customers
received feedback to ensure that all service to strengthen our online payment security
will play a more significant role in the
requests, complaints, comments, enquiries through the Payment Card Industry Data
electricity supply industry.
and concerns are effectively addressed in Security Standard (PCI DSS). So far, there
a timely manner. have been no reported complaints
Customer Engagement and
regarding breaches of customer privacy
Satisfaction
Safeguarding Customer Privacy or loss of customer data.
We value the insights, feedback and
concerns of our customers, and aim to With the greater integration of technology For more information on cyber security, please refer
in people’s lives as well as big data trends, to page 108 in the “Delivering Sustainable Value”
strengthen their trust in us as well as for section.
the development of new solutions. Thus,
we leverage on our various customer TNB Customers in Peninsular Malaysia in FY2019
interaction channels for strong and regular
engagements. Our annual CSI is the
primary platform to gauge how happy
our customers are with our service delivery
and solutions. Our CSI takes into
consideration several aspects such as Domestic Commercial
TNB’s reputation, branding, reliability of 7,553,229 1,575,198
electricity supply and energy efficiency. TOTAL
In FY2019, we scored 8.1 in our CSI, same 9,248,922
as the previous year.
For more information on smart meters, please refer to the Feature Story: Smart Meters on page 116.
In FY2019, we conducted 39 EE programmes which include the sharing of EE leaflets, gallery walk and EE talk with various
groups such as Government agencies, industrial & commercial users, residential customers, NGOs, community leaders, university
students, school pupils as well as TNB staff. During these programmes, we also promoted our EE solutions and long term
sustainable lifestyle through the following:
Projects Description
Making Electricity Visible (MaEVI) An energy management system that helps customers monitor their electricity
consumption, automate their appliances and improve their home security, through
a mobile application.
Energy Performance Contracts (EPCs) An arrangement between energy services companies and facility owners with
the primary purpose of improving EE through investment in energy efficient
equipment.
Home Energy Report (HER) Provides customers with personalised energy usage reports through myTNB.
S U S TA I N A B I L I T Y
S TAT E M E N T
mGATS allows customers to purchase Renewable Energy Certificates (REC).
For more information on myGreen+ and mGATS, please refer to the Feature Story: myGreen+ and mGATS on page 120.
Sustainability Statement
SPV 2030:
FEATURE STORY: Strategic Thrust 2: UN SDG:
SMART METERS
Key Economic Growth Goal Eight (8)
Activities
In view of Reimagining TNB’s transition towards Grid of the Future journey, TNB is diligently implementing Advanced
Metering Infrastructure (AMI), or also known as Smart Meters to help improve our services efficiently and provide new
customer experience through digitalisation. The initiative aligns with TNB’s commitment towards Goal 8 of the UN SDG
and SPV 2030’s ST2 by driving productivity & digital innovation, and key economic growth activities.
Compared to the conventional electricity meter, smart meters are equipped with additional digital and telecommunication
facilities for two-way communication. This enables the smart meter to record customers’ electricity usage and automatically
communicates the information daily through various channels, primarily using Radio Frequency (RF) and to a lesser extent
Power Line Carrier (PLC) and Cellular Network technologies. This information is available through myTNB mobile application
and myTNB Portal (data down to 30 minutes interval), allowing customers to easily track their previous days’ consumption
data. Through these applications, customers are empowered to manage their energy consumption more efficiently,
resulting in a reduction of electricity bills and carbon footprint.
TNB has set a target of installing 9 million smart meters across Peninsular Malaysia in phases under the AMI initiative
by year 2026. A total of 281,066 smart meters were successfully installed primarily in Melaka and with limited numbers
in Klang Valley as of December 2019. Phase 2 of the initiative targets to install 1.2 million smart meters in selected urban
areas by 2020.
PG. 117
Environmental Stewardship
S U S TA I N A B I L I T Y
performance is overseen by the that it has on the environment. managed, disposed and/or discharged as
S TAT E M E N T
Environmental Management Committee per the regulatory requirement set by the
(EMC), which comprises the Environmental We continue to implement initiatives to Department of Environment (DOE). Our
Performance Monitoring Committee enhance our resource efficiency. All our Health, Safety and Environment (HSE)
(EPMC) and the Environmental Regulatory power plants have a system that tracks Guidelines on Scheduled Waste
Compliance Monitoring Committee water consumption monthly under the Management, along with our optimisation
(ERCMC). plant optimisation and waste minimisation programmes further guide our proper
programme, in compliance with ISO waste management.
14001:2015. Any high water consumption
that deviates from the norm will be
investigated and followed up with an
action and mitigation plan. In FY2018,
our total water consumption across all
TNB operations came up to 8,047.94
megalitres.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 118
Sustainability Statement
BIODIVERSITY MANAGEMENT
The nature and scale of our operations, as well as the geographical spread, will raise inherent environmental challenges.
Conservation and management of environmental risks are not only essential to ensure our long-term business sustainability, but
it also benefits the communities where we operate.
TNB works with environmental organisations to understand how to better protect areas that are rich in biodiversity and contribute
to the well-being of our communities. This year, we have continued the International Union for Conservation of Nature (IUCN)’s
Red List study at the Hulu Terengganu Hydroelectric Station, Sungai Perak Hydroelectric Station (Temenggor Dam), and Sungai
Perak Hydroelectric Station (Pergau Dam). In FY2019, a total of RM5.68 million, RM0.26 million and RM1.76 million were spent
on these three sites, respectively.
Site:
Site: Sungai Perak Hydroelectric Station (Pergau Dam)
Hulu Terengganu Hydroelectric Station Species Group Number of Species
Fish 0 0 0 0 45 3 3 Terrestrial 0 3 0 6 41 1 3
Terrestrial N/A*
* There is no quantitative data for FY2019 as the study on terrestrial species for the site were concluded in FY2018.
These hydroelectric stations continue to pursue and implement other biodiversity-related initiatives, as highlighted below:
C L I M A T E CHA NGE
Environmental Stewardship
5,750,636.42 tCO2e Rolled out the Wisma TNB Jalan Anson Related Material Matter(s):
GHG emissions GHG Emissions won First Runner Up in • Climate Change
mitigated (scope 1 Management the National and ASEAN • Renewable Energy
and 2)* System (GEMS) Energy Awards 2019 for • Energy Efficiency
Energy Management in
Building
* Emission mitigated for FY2018, figures for FY2019 are in progress.
ADDRESSING CLIMATE CHANGE change through a more holistic manner OUR CARBON FOOTPRINT
by studying the adoption of the TCFD
Climate change mitigation and adaptation Monitoring carbon footprint helps us to
framework, which will facilitate the
are both equally important and time- identify the business activities that are
management of climate change through
sensitive in tackling today’s climate crisis. more carbon-intensive and thus allowing
the four recommended aspects of
As a response, the Malaysian Government us to develop emissions management
Governance, Strategy, Risks, and Metrics
remains committed to achieve its target plans. To track our carbon footprint
& Targets. This will eventually help
of reducing 45% of GHG emissions through a more systematic approach, we
determine the climate change mitigation
intensity by 2030 relative to the emissions have introduced GEMS in FY2019. We
and adaptation measures for TNB Group.
intensity of GDP in 2005. This consists of have recorded a GHG emissions intensity
S U S TA I N A B I L I T Y
35% on an unconditional basis and a of 0.57 tCO2e/MWh in FY2018, which is
S TAT E M E N T
In line with the recommendations from
further 10% upon receipt of climate an increase compared to FY2017, due to
the TCFD Framework, we have initiated a
finance, technology transfer and capacity the addition of TNB power plant. We will
scenario analysis and study to identify
building from developed countries. TNB continuously work towards mitigating our
climate-related risks and opportunities in
is supportive of the Government’s goal GHG emissions through our low-carbon
our business. The study is targeted for
as we transit towards a low-carbon generation assets and EE initiatives.
completion in 2020. Meanwhile, we have
economy. This approach addresses our
conducted a climate risk awareness
stakeholders’ concerns while ensuring For more information on our low-carbon generation,
workshop for the relevant departments please refer to page 109 under How We Generate
business resilience against climate change.
and executives as part of our ongoing Energy.
effort to enhance internal capability and
Our mitigation efforts are reflected
awareness on TCFD and climate change.
through the monitoring of our carbon
footprint, the expansion of low-carbon
The management of climate-related
generation portfolio and cleaner power
matters is currently under the purview of
assets, as well as EE practices. This year,
the SDC, with oversight from the Board.
we are looking into addressing climate
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 120
Sustainability Statement
* This data has been restated due to additional emission mitigation from advanced combined cycle technology (TNB Prai Sdn. Bhd.) and electric vehicles.
Managing Energy Efficiency MESTECC awarded Wisma TNB Jalan for Energy. Furthermore, we provided EE
Since 2014, TNB buildings have been Anson, Pulau Pinang as the First Runner training to all TNB employees as well as
undergoing EE improvement programmes Up in the National Energy Awards 2019 conducted a series of EE awareness
via systematic performance management. for Energy Management in Buildings and programmes to develop more energy
Initiatives in the pipeline include Industries – Small/Medium Building managers.
improvement of equipment and enhancing category. This same building went on to
employees’ competencies on EE. win the First Runner Up in the ASEAN As a result of our EE programmes, a total
Energy Awards 2019 for Energy of 782,259kWh were saved this year.
We retrofit facilities across our office Management in Buildings and Industries
buildings to improve EE. Our EE retrofitting under the Small/Medium Building
effort has been recognised, for example, category, awarded by the ASEAN Centre
AND
Regional Inclusion
EN H A N CING CA PABILITIES
Embracing Relationships
1.09 million training Established Grid Top 50 best companies Related Material Matter(s):
hours for TNB and Distribution to work in Asia by HR • Diversity and Inclusion
Company Academy Asia Awards • Workplace Culture
• Employee Engagement
• Capability Development
We are committed to attract, develop and retain the right talent as we recognise that the capability of our employees and the
workplace culture are key components in delivering our Reimagining TNB strategy. We have been recognised as an “Employer
of Choice” and are driven to consistently prove it.
Our Human Resources (HR) strategy, HR Leap 6, launched in FY2018, implements HR guiding principles and aligns TNB’s people
development with Reimagining TNB.
HR GUIDING PRINCIPLES
S U S TA I N A B I L I T Y
S TAT E M E N T
Focused on People with Care Clarity of Actions with Knowledge Simplicity of Processes with Trust
HR LEAP 6
HR policies and process categorised into 6 pillars
Business Learning Adaptive
Driven Organisation Mindset
Sustainability Statement
Since 2018, individualised “Learning Journeys” were rolled out to all employees, providing them with an opportunity to discuss
career aspirations and carve out their chosen career path. As of FY2019, the Learning Journeys have been fully implemented
across core divisions, while implementation is still in progress for other divisions.
CEM Highlights
Career Enhancement Management (CEM)
TNB’s CEM is a platform that helps to closely align an employee’s role to their
38 project specific skillset and competencies throughout their employment period up until
their planned retirement. This is especially useful for periods of transition within
assignments the company as many of the affected individuals will be reskilled for the requirements
in the CEM platform
of their current and future roles.
CEM Engagement
Score of
91.39%
PG. 123
Division Academies
This initiative is a collaboration with TNB Integrated Learning
Solution Sdn. Bhd. (ILSAS) to develop Subject Matter Experts
(SMEs) who will be able to provide on-the-job technical training
and upskilling within their respective divisions. SMEs play a
significant role in the Division Transformation Programme and
help deliver a sustainable high business performance.
To date, the following divisions have set up their respective academies, and the key highlights for FY2019 include:
Grid
FY2019 Highlights
Leadership and business acumen skills development programme
• 30 executives attended this 16-week programme
• 19 cost-efficiency projects were initiated
Leadership Development
Leadership development is an integral this strategy. So far, 46 positions have We also offer Master of Business
part of structured succession planning at been identified. Administration (MBA) programme which
TNB. As such, we have identified Internal equips future leaders with strategic
S U S TA I N A B I L I T Y
Leadership Competencies and integrated Furthermore, one of our key infrastructures thinking and essential business skillsets
S TAT E M E N T
these desired skills and qualities within is the Leadership Development Centre from one of the leading universities in
our employees’ Competency Assessment (LDC), which specialises in formulating the world. The MBA is offered by Universiti
and Technical Competencies. This assures experiential leadership and development Tenaga Nasional (UNITEN), in partnership
the establishment of a strong network of programmes catered to employees at all with the Melbourne Business School,
capable and confident leaders. levels. A key initiative under the LDC is University of Melbourne, Australia. In
our Leadership Drive (LD). The LD integrates FY2019, 32 selected employees are
Since FY2017, TNB’s Transformation experiential learning with classroom expected to graduate from the fourth
Accelerator Strategy has been supporting lessons and mission-based work cohort of this programme, from February
the delivery of Reimagining TNB by assignments to train employees who 2019 to October 2020.
identifying candidates for the important showcase the potential to become
role of Delta Leaders. Individuals chosen business leaders. To date, there have been
for this position are recognised as being three batches, as below:
able to contribute the most to TNB’s value
• LD Batch One: 32 trainees
creation. They would have shown high
competency in quantitative assessments • LD Batch Two: 11 trainees
and are matched to specific roles to drive • LD Batch Three: 70 trainees
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 124
Sustainability Statement
TALENT RETENTION
We strive to retain our employees through competitive benefits and remuneration, meaningful engagements and impactful
career development. It is important for our employees to feel secure in that their well-being is safeguarded and they have
exposure to the necessary learning and capability development.
We encourage two-way communications interim survey before the upcoming EES We will consistently engage our employees
with our employees and leverage on to identify critical areas of improvement to ensure that our workforce is energised
various channels to provide opportunities for immediate action from heads of and focused on creating value and positive
for open discourse on their experience business units. Two (2) EPS have been impacts. With the understanding that
working at TNB. conducted in May and August 2019, which employees require safe channels to express
received a score of 88% and 90% their concerns, or grievances, we have
Our Employee Engagement Score (EES) respectively, showing better rating than also provided a formal grievance policy
survey is conducted biennially to measure EES 2018’s score of 86%. This positive and whistleblowing channel.
engagement level within the organisation. trend highlights that we are moving in
An action plan workshop was conducted the right direction to address our To read more on our Whistle Blowing Procedures,
please refer to the Ethics, Integrity & Trust section
to address areas of improvement raised employees’ needs and effectively on page 62 of CGFS 2019.
in the 2018’s EES. Engagement Pulse empowering them to strive for excellence.
Surveys (EPS) were introduced as an
PG. 125
Total Number of Employees for TNB Company Employee Breakdown Employee Breakdown
for FY2019 by Gender (%) by Age Group (%)
28,825
32.0 19.0
18.4
16.2
14.4
20.5
20.3
20.0
20.5
Sabah
4
34.2
32.7
37.2
East
80.0
4,290
79.5
79.5
79.7
North
6,128
49.0
48.9
49.6
48.4
Central FY2017 FPE
31.12.2017*
FY2018 FY2019 FY2017 FPE
31.12.2017*
FY2018 FY2019
13,131
South Millenials (<35 years old)
Women in Senior Management (%) Employees with Disabilities (No.) Employee Turnover by Gender (No.)
7.0 188.0
188.0
6.0 201.0
19.0
4.0
16.7
15.8
4.0
14.7
58.0
1,041.0
57.0
48.0
44.0
1,279.0
1,189.0
33.0
390.0
FY2017 FPE FY2018 FY2019 FY2017 FPE FY2018 FY2019 FY2017 FPE FY2018 FY2019
31.12.2017* 31.12.2017* 31.12.2017*
Female Male Female Male
S U S TA I N A B I L I T Y
S TAT E M E N T
Employee Turnover by Employee Turnover Rate by Employee Turnover Rate by
Age Group (No.) Gender (%) Age Group (%)
1.2
2.2
63.0 163.0
2.4
3.3
3.3
0.7
3.4
316.0
333.0
0.7
0.6
67.0
64.0
371.0 59.0
0.4
1.8 1.0**
1,241.0
994.0
845.0
17.0
20.3
0.2
22.9
21.6
4.5
5.7
5.3
7.2
17
FY2017 FPE FY2018 FY2019 FY2017 FPE FY2018 FY2019 FY2017 FPE FY2018 FY2019
31.12.2017* 31.12.2017* 31.12.2017*
Sustainability Statement
Embracing Relationships
Launched the HSE wallet A decrease in the Roll out of the Related Material Matter(s):
mobile application as a Lost Time Injury Total Wellness • Safety and Emergency
platform to practice Frequency (LTIF) BookDoc Mobile Preparedness
Tenaga Safety Culture from 2.08 in Application to • Health and Well-being
and report any potential FY2018 to 1.47 in employees
incidents FY2019
WHAT HEALTH AND SAFETY Safety and Health Committee that workplace and assess the related risks.
MEANS TO US convenes on a quarterly basis to discuss These risks are then further analysed and
their strategic direction for HSE-related addressed through a hierarchy of controls
As a responsible employer, it is important matters, safety performance and before the necessary control action is
to create a safe and healthy workplace mitigations. identified.
and take effort to eliminate work-related
injuries and illnesses. We consistently seek To cascade our safety culture to all Our other initiatives to expedite HSE
to uphold high standards of safety, as employees and workers, we mainly compliance include:
reflected in the progressive certifications leverage on our Tenaga Safety Culture
from OHSAS 18001:2007 Occupational • Conducting various risk assessments,
(TSC) that is centred around four (4) safety such as Chemical Health Risk
Health and Safety Assessment Series to core values, which are Assess, Comply,
ISO 45001:2018 Occupational Health and Assessment (CHRA) and Ergonomic
Intervene and Actively Caring. We continue Risk Assessment (ERA), at relevant
Safety in some of our core divisions. We to implement TNB’s Life-Saving Rules,
have policies and management systems divisions to identify critical risks in our
comprising nine (9) rules on life-saving business operations.
in place, which is complemented by our and injury-prevention measures that
efforts to instil a safety culture that ensures people on site as well as those • Engage an in-house Occupational
encourages shared responsibility values on the road “Get Home Safe”. We also Health Doctor to enable the early
in our employees, workers, suppliers and communicate the best practices and detection of occupational diseases.
surrounding communities. lessons learned across all our business This is in line with the Department
operations through the Behaviour Based Occupational Safety & Health (DOSH)’s
TNB’s Safety and Health Policy guides our Safety programme. OSH Masterplan 2020 which focuses
safety governance framework. We are also on inculcating a sense of responsibility
in the process of implementing the Health, We believe in encouraging employees amongst employees to drive a
Safety and Environment Management and workers to take ownership in ensuring preventative culture at the workplace.
System (HSEMS), which replaces the Safety safety in their respective work areas to • Participating in the Systematic
Excellence Management System. This year, prevent work-related hazards or hazardous Occupational Health Enhancement
the first edition of the HSEMS Manual situations. As such, we empower our Level Programme (SOHELP), which is
was launched by our CEO during our HSE employees and workers to play a role in a strategic partnership with DOSH to
Technical Conference, where all heads of identifying HSE risks. They can utilise the increase the occupational health
business units were present. At the same Hazard Identification, Risk Assessment competency amongst HSE practitioners.
time, TNB has an overarching Health, and Determining Control (HIRADC) This year, five (5) power plants were
Safety and Environment Steering procedures to identify hazards at involved.
Committee, supported by division-level
PG. 127
Safety Performance, Training and Awareness SUPPORTING EMPLOYEE HEALTH AND WELLNESS
For continual improvement of our health and safety system, We believe that supporting the health and well-being of our
we regularly engage with our employees and workers to gather employees is an integral part of building resilience, work
their feedback. While the divisional Safety and Health Committee satisfaction and high productivity. As such, we conduct various
serves as the main channel to convey HSE-related matters, we programmes and events to promote a healthy lifestyle amongst
also have in place the TNB Safety Information System, Potential our employees and their families. Some highlights for FY2019
Incident Platform, Safety Quality Audit, Safety Quality Enforcement, include:
Safety Inspection and Management by Walk-about, amongst
• The Ministry of Health’s Komuniti Sihat Pembina Negara
others. We are progressively utilising more digital technology
(or “KOSPEN PLUS”) programme, for which TNB is a signatory,
as a key strategic driver for TNB’s HSE business plan. We
focuses on six (6) scopes, healthy diet, no smoking, active
launched the HSE wallet mobile application as a platform to
lifestyle, weight management, health screening and healthy
practice Tenaga Safety Culture and report any potential incidents.
mind.
In FY2019, 72,577 incidents were reported through this application.
• Facilities that are focused on healthy lifestyle and habits
Additionally, we take into account current safety issues in TNB to have been established in several of our workplaces, including
tailor our safety training and awareness sessions for our employees eight (8) certified healthy cafeterias and 61 TNB gyms that
and workers, examples of which include HSE Technical Conference, have the latest equipment and in-house certified trainers.
Gallery Walks, AP Refresher Training and Safety Weeks. • The Total Wellness Programme and corresponding awareness
sessions have been conducted in 159 TNB stations nationwide
In this regard, we have seen a decrease in the Lost Time Injury to date. Through this programme, we have compiled the
Frequency (LTIF) from 2.08 in FY2018 to 1.47 in FY2019. The basic health data of 15,687 employees.
majority of the injuries were due to motor vehicle accidents
• TNB Family Wellness Day saw a turnout of 8,439 employees
and slip, trip and falls.
in April 2019 and 9,921 employees in October 2019. The
event featured several booths providing healthy food, health
TNB’s Safety Performance for FY2019
and cancer marker screenings as well as sports items.
N u m b e r o f L o s t N u m b e r o f L o s t Lost Days Severity • TNB’s Energy Night Run was held on 27 July 2019 in
Time Injuries (LTI) Days Rate (per million conjunction with TNB’s 70th anniversary to not only encourage
man-hours) a healthy lifestyle, but also to educate the public on energy
114 2,565 33.16 conservation. This event saw participation from 3,500
individuals and employees.
Lost Time Injury Frequency (LTIF) We are leveraging on technology to promote a healthy lifestyle
(per million man-hours) through the BookDoc Mobile Application. In FY2019, there
have been over 10,000 downloads by our employees. We have
also launched the BookDoc Premium Programme to encourage
employees to achieve 70 billion steps collectively. A total of
2.08
S U S TA I N A B I L I T Y
11,801 TNB employees participated in this programme.
S TAT E M E N T
1.54
1.44
1.47
Sustainability Statement
Embracing Relationships
RM40.25 million Achieved the BOLD2025 212 households Related Material Matter(s):
of total (UNITEN’s strategic plan) benefitted from • Community Development
contributions target to be top 200 by Projek Baiti • Education
and sponsorships 2021 as UNITEN was ranked Jannati and • Stakeholder Relationship
#195 for the QS Asia Program Mesra
Rakyat
At TNB, we aspire to better the lives of surrounding communities by creating positive impacts and contributing to nation-building.
Our investment in community programmes, initiatives and activities help ensure that we are delivering meaningful change for
our stakeholders and beneficiaries, and we also encourage our employees to get involved. In FY2019, we invested a total of
RM40.25 million to community programmes, based on our three beliefs for community upliftment:
We believe that capability, social, We believe that the future of our We believe that education can
and community development planet and next generation depends transform lives of not just one
supports liveability and enhances on our responsible behaviour today. individual but families and
livelihood by uplifting the economic generations.
and social quality of life.
PG. 129
SPV 2030:
FEATURE STORY: Strategic Thrust 2: UN SDG:
RURAL ELECTRIFICATION
Key Economic Growth Goal Seventeen (17)
Activities
It has been our ongoing effort to make electricity accessible to as many Malaysians as possible, especially communities
still without a connection to the national grid. Our strategic actions to realise this commitment contribute towards Goal
17 of the UN SDGs.
We have been working closely with the Government to provide electricity infrastructure in rural areas, Orang Asli settlements,
small estates, islands and other remote villages. This partnership and corresponding initiatives are in line with SPV 2030’s
S U S TA I N A B I L I T Y
S TAT E M E N T
ST 2 in providing equitable economic opportunities by improving living conditions.
With the support of the Ministry of Rural Development (Kementerian Pembangunan Luar Bandar, KPLB), the Rural
Electrification Programme (Bekalan Elektrik Luar Bandar, BELB) aims to supply power to villages that are beyond the
operational area of local authorities. We help connect these villages to TNB’s grid lines or through off-grid alternatives,
such as solar hybrids, generator sets, mini hydro and the like, for settlements that are too remote to be connected to our
grid lines. A total of 26 villages have benefitted from this initiative to date, allowing them to have access to basic needs
for their day-to-day activities as well as to create opportunities for economic growth.
With a similar purpose, the Village Street Lighting Project (Projek Lampu Jalan Kampung, LJK), launched in 2002, ensures
that public areas in remote villages such as police stations, religious buildings and roads, are well lit at night to support
safe communal activities. Also funded by KPLB, a total of 37,835 units of street lights were installed in 7,911 villages at a
cost of RM30.76 million.
Additionally, we continued our Home Rewiring Programme that was introduced in 2017. This programme aims to rewire
underprivileged homes in Peninsular Malaysia. It is our target to rewire 1,000 homes through this initiative. To date, 93
homes have been refurbished under this programme, with RM306,399.00 spent in FY2019.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 130
Sustainability Statement
Through the Home for the Needy programme, we provide liveable spaces that have
electricity, water and proper sanitation, by refurbishing or building new homes. In
collaboration with State Governments, the target beneficiaries from this programme
include single parents, senior citizens and individuals with disabilities. This programme
consists of the Projek Baiti Jannati (PBJ), and Program Mesra Rakyat (PMR). In
FY2019, both these programmes benefitted 181 and 31 families, respectively, through
a total contribution of approximately RM9.96 million.
With the help of our subsidiary, TNBES, we have carried out a few initiatives to
install RE fittings in community buildings. This includes the installation of smart
self-generative solar PV systems in a newly-built dementia day-care centre, Pusat
Jagaan Harian Dementia in Perak. The installation, which supports the NEM scheme,
is expected to generate about 3,900kWh per month with approximately RM2,000
cost savings from monthly electricity bills.
PG. 131
ENVIRONMENTAL SUSTENANCE
As part of our environmental stewardship, we have been carrying out conservation
efforts to restore forest spaces.
TNB Janamanjung Sdn. Bhd. (TNBJ) has been conducting an annual mangrove planting
programme to improve the protection of coastal environments and encourage the
production of sustainable fisheries in the Janamanjung vicinity. Since 2013, over 1,000
mangrove saplings are planted per year, and to date, we have planted 9,200 saplings.
In FY2019, TNBJ’s mangrove planting initiative took place at Kampung Sungai Tiram,
Lekir, Perak with 3,200 new saplings planted. We have also expanded this mangrove
planting initiative to Group-wide, with 1,000 mangrove saplings planted in Hutan
Simpan, Pulau Ketam, Kuala Perlis.
TNB has also been a long-standing supporter in conserving firefly colonies in Malaysia.
The project was originally a collaboration with the Selangor State Government via
the Kuala Selangor District Council (Majlis Daerah Kuala Selangor, MDKS) to carry
out the project in Kampung Kuantan which has one of the largest firefly colonies in
Southeast Asia. The success of the pilot project resulted in the expansion of locations
to Kampung Yak Yah, Kemaman, Terengganu; Kampung Sungai Timun, Rembau,
Negeri Sembilan; and Kampung Dew, Taiping, Perak. In FY2019, approximately
illion a ent on t i ro ect it illion ent on re earc and
development.
To read more on our biodiversity protection efforts, please refer to the “Minimising Environmental Impacts”
section on page 117.
Our key education institutions comprise our EduHub – UNITEN, LDC and TNB ILSAS as well as our foundation, Yayasan Tenaga
Nasional (YTN).
S U S TA I N A B I L I T Y
for energy research given TNB’s position in the electricity supply industry.
S TAT E M E N T
UNITEN Highlights
Sustainability Statement
Key initiatives and highlights for ILSAS in FY2019 include: • Approved by the Energy Commission (EC) to carry out
competency courses
• Training programmes related to smart meters, drones,
• Approved as a City and Guilds (UK) Centre
digital innovation amongst others, as well as those carried
out under PROTÉGÉ, Distribution Academy and Retail • Certified as an Institute of Leadership Management (ILM) (UK)
Academy Centre
• Certified as a Department of Occupational Safety and Health
• Collaboration with TNB’s Retail Division to execute capability
(DOSH) Examination Centre
development and application of knowledge (e.g. Retail
Academy and Retail Innovation) • Authorised Centre for Sustainable Energy Development
Authority (SEDA)
In FY2019,
1,862 students
have benefitted from the YTN scholarships and
convertible loans to pursue tertiary education
PG. 133
Our key initiative, the Trust Schools Programme is a public-private partnership between
the Ministry of Education (MoE) and Yayasan AMIR, a non-profit foundation established
in 2011 by Khazanah Nasional. Teachers are exposed to new teaching and learning
methods that would benefit the students who will be put through an effective co-
curriculum framework.
TNB has also committed RM800,000 respectively to eight (8) schools to improve the
delivery of curriculum and enhance the school management with the view of promoting
sustainable education practices. The eight (8) schools that benefitted from this
programme are:
Likewise, the Pintar Schools Adoption Programme assists under-performing schools with the view to improve the academic and
extracurricular performance. Initiatives such as motivational camps, tuition classes, examination seminars and workshops, and
hockey trainings are organised at the respective schools. Since 2017, TNB has adopted 18 schools nationwide under this programme.
In FY2019, up to 120 students have benefitted and TNB has contributed a total of RM2.19 million to this programme.
S U S TA I N A B I L I T Y
school supplies, such as school uniforms, bags, shoes and stationeries. This
S TAT E M E N T
programme caters specifically to primary school students from low-income families.
In FY2019, 6,100 students benefitted in 37 locations nationwide.
Launched in 2018, TNB also carries out the B40 Programme with a total of 300
students being adopted to date. This programme is targeted for secondary school
students, specifically those in Form 3, from B40 families. Three (3) schools in Kuala
Lumpur are our beneficiaries: Sekolah Menengah Kebangsaan Bukit Bandaraya,
Sekolah Menengah Kebangsaan Bangsar and Sekolah Menengah Kebangsaan Seri
Pantai. From 2018 to 2020, each student will receive RM1,500 a year and
sponsorships to attend self-development programmes organised by TNB, including
motivational camps and outreach programmes. In addition, we have launched
the Better Brighter Vision programme in partnership with Tun Hussein Onn Eye
Hospital to provide eye screening procedures and corrective glasses for primary
and secondary students from B40 families that need this support. We have
allocated a total of RM67,000 for this programme, which has benefitted 600
students from five (5) schools in Kuala Lumpur.
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 134
Sustainability Statement
SPV 2030:
FEATURE STORY: Strategic Thrust 2: UN SDG:
Key Economic Growth Goal Eight (8)
MY BRIGHTER FUTURE Activities
MyBF not only provides financial aid but also the opportunity for students to develop the necessary skills to prepare them
for future success. YTN conducts multiple development programmes for MyBF recipients throughout the year. These
programmes allow students to sharpen their professional and entrepreneurial skills, as well as facilitate networking sessions
between scholars and industry leaders.
Muhamad Akidd Mohd Sharif, a recipient of MyBF scholarship enrolled in BSc Electrical Engineering Technology at Universiti
Teknikal Malaysia Melaka (UTeM), was the first batch of MyBF beneficiaries at UTeM. “I feel very fortunate to have been
offered the MyBF scholarship. I am now motivated to finish my studies and to realise my dream of becoming a professional
engineer. I hope as I graduate, I will be able to support my family and empower my community by sharing my experiences.
I wish to continue YTN’s legacy by establishing an NGO that helps underprivileged youths gain access to tertiary education
and provides opportunities to the less fortunate communities to achieve socio-economic growth.”
At TNB, we believe education is an important tool in our efforts for sustained economic growth and nation-building. Through
YTN, we have invested a total of up to RM21.22 million in FY2019 MyBF programme.
In FY2019, TNB sponsored RM4 million to this programme for various leagues and
championships organised by the Malaysian Hockey Confederation. Additionally, up to
RM2 million was contributed to workshops for TNB coaches, allowance for TNB employees
involved in the programme and other activities to promote hockey in Malaysia.
PG. 135
Notice of the
30th Annual General Meeting
NOTICE IS HEREBY GIVEN THAT the Thirtieth Annual General Meeting (30 th AGM) of Tenaga
Nasional Berhad (“TNB” or “the Company”) will be held on Tuesday, 30 June 2020 at 10.00 a.m.
at Dewan Serbaguna, Kompleks Sukan TNB, Jalan Pantai Baru, 59200 Kuala Lumpur, Malaysia to
transact the following businesses:-
AGENDA
AS ORDINARY BUSINESS:
1. To receive the Audited Financial Statements for the Financial Year ended 31 December
2019 together with the Reports of the Directors and Auditors thereon.
Please refer to Explanatory Note (a)
2. To re-elect the following Directors who retire by rotation in accordance with Clause 64(1)
of the Company’s Constitution and being eligible offer themselves for re-election:
(i) Amran Hafiz bin Affifudin Ordinary Resolution 1
(ii) Noraini binti Che Dan Ordinary Resolution 2
Gee Siew Yoong, who holds office until the conclusion of the 30th AGM, has expressed her intention
of not to seek for re-election and shall retain office until the conclusion of the 30th AGM.
Please refer to Explanatory Note (b)
3. To re-elect Dato’ Cheok Lay Leng who was appointed to the Board and retires in accordance
with Clause 63(2) of the Company’s Constitution and being eligible offer himself for re-election. Ordinary Resolution 3
Please refer to Explanatory Note (b)
4. To approve the payment of the following Non-Executive Directors’ fees from the 30th AGM
until the next Annual General Meeting (AGM) of the Company:
(i) Director’s fee of RM30,000.00 per month for the Non-Executive Chairman
(ii) Director’s fee of RM20,000.00 per month for each Non-Executive Director
(iii) Director’s fee of RM7,000.00 and RM5,000.00 per month for TNB Subsidiaries
Category I and II respectively to Non-Executive Chairman. Ordinary Resolution 4
Please refer to Explanatory Note (c)
AS SPECIAL BUSINESS:
7. Proposed Grant and Allotment of Shares to Datuk Seri Amir Hamzah bin Azizan.
“THAT the Board (save for Datuk Seri Amir Hamzah bin Azizan) be and is hereby authorised
at any time and from time to time, to cause or procure the offering and the allocation to
Datuk Seri Amir Hamzah bin Azizan, the President/Chief Executive Officer of the Company,
S H A R E H O L D ER S ’
I N F O R M AT I O N
of up to 900,000 ordinary shares in TNB (TNB Shares) under the Long Term Incentive Plan
for the Eligible Employees of TNB and Its Subsidiaries and Executive Directors of TNB (LTIP)
as they shall deem fit, which will be vested to him at a future date, subject always to such
terms and conditions of the By-Laws of LTIP.”
“AND THAT the Board be and is hereby authorised to allot and issue new TNB shares
pursuant to the LTIP to him from time to time pursuant to the vesting of his Grant.” Ordinary Resolution 7
Please refer to Explanatory Note (e)
8. To transact any other business of which due notice shall have been given in accordance
with the Companies Act 2016 (Act).
Te n a g a N a s i o n a l B e r h a d I nte g rate d A n n ua l R eport 2019 PG. 136
FURTHER NOTICE IS HEREBY GIVEN THAT for the purpose of determining a member who shall be entitled to attend this
30th AGM, the Company shall be requesting Bursa Malaysia Depository Sdn. Bhd. (Bursa Depository) in accordance with Clause
45(2) of the Company’s Constitution and Section 34(1) of the Securities Industry (Central Depositories) Act 1991 (SICDA) to issue
a General Meeting Record of Depositors (ROD) as at 23 June 2020. Only a depositor whose name appears on the ROD as at
23 June 2020 shall be entitled to attend the said Meeting or appoint proxy/proxies to attend and/or vote on his/her behalf.
Kuala Lumpur
10 April 2020
(a) Agenda No. 1 is meant for discussion only as the provision of Amran Hafiz bin Affifudin, Appointed Director by Khazanah
Section 340(1)(a) of the Act does not require shareholders’ Nasional Berhad, the major shareholder of TNB, is also standing
approval for the Audited Financial Statements. As such, it is for re-election.
not put forward for voting.
The Board on 28 February 2020, had approved on the
(b) Ordinary Resolutions 1 to 3 – Proposed Re-election of Directors appointment of Dato’ Cheok Lay Leng, as Independent
in accordance with Clauses 64(1) and 63(2) of the Company’s Non-Executive Director with effect from 2 March 2020. With
Constitution his expertise/experience that he may bring to the Board, shall
further strengthen the Board composition and dynamics.
Clause 64(1) of the Company’s Constitution provides among
others, that one-third (1/3) of the Directors at the time being Gee Siew Yoong has expressed her intention of not to seek
of whom have been longest in office shall retire by rotation for re-election and shall retain office until the conclusion of
at the AGM of the Company and shall be eligible for re-election. the Company’s 30th AGM.
Clause 63(2) of the Company’s Constitution provides among The BNRC and Board hereby recommend for the re-election
others, that the Directors shall have power at any time and of each Director who is retiring at the 30th AGM.
from time to time to appoint any other person to be a Director
(c) Ordinary Resolutions 4 to 5 – Non-Executive Directors’
of the Company either to fill a casual vacancy or as an addition
Remuneration
to the existing Directors. Any Director so appointed shall hold
office only until the next following AGM of the Company and Section 230(1) of the Act stipulates among others that the
shall then be eligible for re-election. fees and any benefits payable to the Directors of a listed
company and its subsidiaries shall be approved at a general
The Board Nomination and Remuneration Committee (BNRC)
meeting. As agreed by the Board, the shareholders’ approval
and Board have conducted an assessment on the independence
shall be sought at the 30th AGM on the Non-Executive Directors’
of all Independent Directors including Noraini binti Che Dan
remuneration of the Company and TNB Subsidiaries
and are satisfied that she had complied with the independence
Category I and II through two (2) separate resolutions as follows:
criteria as required by the Main Market Listing Requirements
of Bursa Malaysia Securities Berhad (MMLR) and continues to (i) Ordinary Resolution 4 on the payment of Non-Executive
bring independent and objective judgment to the Board Directors’ fees for the Non-Executive Chairman and each
deliberations. Non-Executive Director from the 30th AGM until the next
AGM of the Company.
The BNRC and Board have also considered the Board Evaluation
including the Self and Peer Assessment results of Noraini binti (ii) Ordinary Resolution 5 on the payment of benefits
Che Dan and Amran Hafiz bin Affifudin and agreed that they (excluding Non-Executive Directors’ fees) to the Non-Executive
have met the Board’s expectation in terms of experience, Directors from the 30th AGM until the next AGM of the
expertise, integrity, competency, commitment and individual Company.
contribution by continuously performing their duties diligently
as Directors of the Company.
PG. 137
The last increment of the Non-Executive Directors remuneration/benefits was made in 2013. The Board on 11 April 2018, engaged
Willis Towers Watson (WTW) to conduct a holistic and independent review of the Non-Executive Directors’ Remuneration with the
aim to determine its market competitiveness and alignment with the latest regulations/corporate governance guidelines in Malaysia.
Overall, TNB is at par with the market, for most of the compensation elements. WTW recommended that the existing remuneration
policy remains and to be reviewed in one (1) to two (2) years time to stay relevant with the market.
The proposed Ordinary Resolution 4 for the payment of fees to the Non-Executive Directors of the Company and its subsidiaries
from the 30th AGM until the conclusion of the next AGM is tabled herewith in line with the provision of the Act and best practices
of corporate governance to ensure full disclosure.
The existing remuneration policy of Non-Executive Directors in TNB and its subsidiaries is as follows:
Non-Executive Non-Executive
Description Chairman Directors Chairman Directors
In determining the estimated total amount of benefits payable, EXPLANATORY NOTES ON SPECIAL BUSINESS:
the Board has considered various factors including the number
(e) Ordinary Resolution 7 – Proposed Grant and Allotment of
of scheduled and special meetings for the Board, Board
Shares to Datuk Seri Amir Hamzah bin Azizan
Committees and boards of subsidiaries along with the number
of Non-Executive Directors involved. The proposed Ordinary Resolution, if passed, is to empower
the Directors at any time and from time to time to cause or
Payment of Non-Executive Directors’ benefits will be made by
procure the offering and the allocation to Datuk Seri Amir
the Company and its subsidiaries on a monthly basis and/or
Hamzah bin Azizan, the President/Chief Executive Officer of
as and when incurred, provided that the proposed Ordinary
the Company, of up to 900,000 TNB Shares as they shall
Resolution 5 be passed at the 30th AGM. The Board is of the
deem fit, which will be vested to him at a future date, subject
view that it is fair and justifiable for the payment of benefits
always to such terms and conditions of the By-Laws of LTIP,
to the Non-Executive Directors be made as and when incurred,
which was approved at the Extraordinary General Meeting of
after the Non-Executive Directors have discharged their
the Company held on 18 December 2014.
responsibilities and rendered their services to the Company.
The Proposed Grant is the maximum number of TNB Shares
Details of the Directors’ Remuneration for the Financial Year
that may be vested to Datuk Seri Amir Hamzah bin Azizan
ended 31 December 2019 are enumerated on page 41 of the
subject to the stretched individual and Company performance
Corporate Governance Overview Statement of the Corporate
targets set by the Board Long Term Incentive Plan Committee
Governance & Financial Statements 2019.
(BLTIP) and Board, upon the vesting exercise. The BLTIP and
(d) Ordinary Resolution 6 – Re-appointment of Auditors Board (save for Datuk Seri Amir Hamzah bin Azizan) have
deliberated on the proposal and concurred that the proposed
Based on the External Auditors Assessment Result for the
maximum allowable number of TNB Shares allocation is fair
Financial Year under review, the Board Audit Committee and
and reasonable, to link the interest of the Executive Director
S H A R E H O L D ER S ’
NOTES:
1. A member of a Company shall be entitled to appoint another person as his/her proxy to exercise all or any of his/her rights to
attend, participate, speak and vote at a meeting of members of the Company, in accordance with Section 334(1) of the Act.
2. Where a member is an authorised nominee as defined in accordance with the provisions of the SICDA, it may appoint up to two
(2) proxies in respect of each Securities Account it holds with ordinary shares in the Company standing to the credit of the said
Securities Account.
3. A member entitled to attend and vote at the Meeting is entitled to appoint not more than two (2) proxies to attend and vote
on his/her behalf. Where a member appoints two (2) proxies, the appointments shall be invalid unless the proportion of the
shareholdings to be represented by each proxy is specified.
4. The instrument appointing a proxy/Proxy Form shall be in writing under the hand of the appointer or of his attorney duly appointed
under a power of attorney. Where the instrument appointing a proxy/Proxy Form is executed by a corporation, it shall be executed
either under its common seal or under the hand of any officer or attorney duly appointed under a power of attorney.
5. A corporation which is a member may by resolution of its Directors or other governing body authorise such person as it thinks
fit to act as its representative at the Meeting in accordance with Clause 51 of the Company’s Constitution.
6. Duly completed Proxy Form must be deposited to the Boardroom Share Registrars Sdn. Bhd., 11 th Floor, Menara Symphony,
No. 5, Jalan Prof. Khoo Kay Kim, Seksyen 13, 46200 Petaling Jaya, Selangor Darul Ehsan, Malaysia not less than 24 hours before
the time appointed for the taking of the poll or no later than 29 June 2020 at 12.00 p.m.
7. Alternatively, you may lodge the Proxy Form via the Boardroom Smart Portal at www.boardroomlimited.my before the abovementioned
cut-off time. For further details on proxy lodgement, kindly refer to the Annexure of the Administrative Details of 30th AGM.
8. Pursuant to Paragraph 8.29A of the MMLR, voting at the 30th AGM of the Company will be conducted by poll.
Registration of Members/Proxies
Registration of members/proxies attending the Meeting will start from 7.00 a.m. on the day of the Meeting and shall remain open
until such time as may be determined by the Chairman of the Meeting. At the closure thereof, no person will be allowed to register
for the Meeting nor enter the Meeting venue. Members/proxies are required to produce identification documents for registration.
The Directors who are retiring by rotation in accordance with Clause 64(1) of the Company’s Constitution and seeking
for re-election:
(i) Amran Hafiz bin Affifudin
(ii) Noraini binti Che Dan
The Director who was appointed to the Board and is retiring in accordance with Clause 63(2) of the Company’s
Constitution and seeking for re-election:
(i) Dato’ Cheok Lay Leng
The profiles of the above Directors are set out in Board of Directors’ Profile on pages 2 to 12 of the Corporate Governance &
Financial Statements 2019.
Save for Datuk Seri Amir Hamzah bin Azizan and Dato’ Roslina binti Zainal, none of the above Directors has any interest in the
securities of the Company or its Subsidiaries. The details of their shareholdings in the Company is set out in the Directors’ Report
on page 67 of the Corporate Governance & Financial Statements 2019.
Proxy Form
30TH ANNUAL GENERAL MEETING
(Before completing the form, please refer to the notes overleaf)
– –
I/We,
(FULL NAME OF SHAREHOLDER AS PER NRIC/CERTIFICATE OF INCORPORATION IN CAPITAL LETTERS)
(FULL ADDRESS)
FULL NAME OF PROXY AS PER NRIC IN CAPITAL LETTERS NO. OF SHARES PERCENTAGE (%)
Proxy
1 or failing him/her
NRIC No./Passport No.:
Proxy
2 or failing him/her
NRIC No./Passport No.:
TOTAL 100%
* the Chairman of the Meeting, as my/our proxy, to attend and vote for me/us and on my/our behalf at the 30TH ANNUAL GENERAL MEETING
(30TH AGM) of TENAGA NASIONAL BERHAD (“TNB” or “the Company”) to be held at Dewan Serbaguna, Kompleks Sukan TNB, Jalan Pantai
Baru, 59200 Kuala Lumpur, Malaysia on TUESDAY, 30 JUNE 2020 at 10.00 a.m. and/or at any adjournment thereof.
NO. RESOLUTIONS
FOR AGAINST
ORDINARY BUSINESS
Re-election of the following Directors who retire in accordance with Clause 64(1) of the Company’s Constitution:
Re-election of the following Director who retire in accordance with Clause 63(2) of the Company’s Constitution:
4. Approval for payment of the following Non-Executive Directors’ fees from the ORDINARY RESOLUTION 4
30th AGM until the next Annual General Meeting (AGM) of the Company:
(i) Director’s fee of RM30,000.00 per month for the Non-Executive Chairman
(ii) Director’s fee of RM20,000.00 per month for each Non-Executive Director
(iii) Director’s fee of RM7,000.00 and RM5,000.00 per month for TNB Subsidiaries
Category I and II respectively to Non-Executive Chairman
5. Approval for payment of benefits to the Non-Executive Directors (excluding ORDINARY RESOLUTION 5
Non-Executive Directors’ fees) from the 30th AGM until the next AGM of the
Company
SPECIAL BUSINESS
7. Proposed Grant and Allotment of Shares to Datuk Seri Amir Hamzah bin ORDINARY RESOLUTION 7
Azizan
Please indicate with an “X” in the box provided for each Resolution as how you wish your votes to be cast. If no voting instruction is given,
the proxy(ies) is/are hereby authorised to vote or abstain from voting at his/her/their discretion.
* If you do not wish to appoint the Chairman of the Meeting as your proxy/one (1) of your proxies, please strike out the word “the Chairman
of the Meeting” and insert the name(s) of the proxy(ies) you wish to appoint in the blank spaces provided.
1. Fold Here
AFFIX
STAMP
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