Search Searchhttps://www.spgroup.com.sg/search?tag=tengah Search Searchhttps://www.spgroup.com.sg/search?tag=tengah Search Sustainabilityhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/sustainability/enabling-green-mobility-in-tengah SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Enabling green mobility in Tengah Searchhttps://www.spgroup.com.sg/search?tag=tengah Search Searchhttps://www.spgroup.com.sg/search?tag=tengah Search Sustainabilityhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/sustainability/enabling-green-mobility-in-tengah SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Enabling green mobility in Tengah SP Group Opens Singapore’s First Smart Energy Town Showcase at MyTengah Experience Centrehttps://www.spgroup.com.sg/about-us/media-resources/news-and-media-releases/SP-Group-Opens-Singapore-s-First-Smart-Energy-Town-Showcase-at-MyTengah-Experience-Centre at Tengah, will be open to the public from 20 October 2020. SP will bring Singapore’s first large-scale residential centralised cooling system to Tengah. Located at the HDB Hub in Toa Payoh, the MyTengah Experience Centre will give future Tengah residents and visitors a first-hand look and feel of living Sustainabilityhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/sustainability/enabling-green-mobility-in-tengah SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Enabling green mobility in Tengah SUSTAINABILITY SP Group (SP) is partnering Toyota’s authorised car distributor Borneo Motors Singapore (BMS) on EV sharing and leasing schemes for residents of Tengah. SP and BMS signed an MOU to explore Category: Sustainability [20250226] Berita Harian - First six EV chargers installed in Tengahhttps://www.spgroup.com.sg/dam/jcr:2350da72-6b8b-4590-bdf0-ecd969890d50 Sustainabilityhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/sustainability/powering-tengah--singapore-s-first-ai-enabled--eco-friendly--smart-energy-town SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Powering Tengah, Singapore’s First AI-enabled, Eco-friendly, Smart Energy Town SUSTAINABILITY Speakers and moderator at the virtual Ecosperity Conversations on “Sustainable Districts for a Sustainable City”. Photo credits: Temasek How Category: Sustainability Borneo Motors Singapore and SP Group to Pilot Singapore’s First Electric Car-Sharing Programme in Tengah, Singapore’s First Integrated Smart Energy Townhttps://www.spgroup.com.sg/about-us/media-resources/news-and-media-releases/Borneo-Motors-Singapore-and-SP-Group-to-pilot-Singapore-s-first-electric-car-sharing-programme-in-Tengah--Singapore-s-first-integrated-smart-energy-town News Release Borneo Motors Singapore and SP Group to Pilot Singapore’s First Electric Car-Sharing Programme in Tengah, Singapore’s First Integrated Smart Energy Town • The partnership aims to accelerate Singapore's transition to green mobility by increasing awareness on sustainable mobility [30062022]+Media+Release+-+BMS+and+SP+to+pilot+SG's+first+electric+car+sharing+programme+in+Tengah.pdfhttps://www.spgroup.com.sg/dam/spgroup/wcm/connect/spgrp/7aacef70-9cf0-44e6-8484-b84ac03837ec/%5B30062022%5D+Media+Release+-+BMS+and+SP+to+pilot+SG's+first+electric+car+sharing+programme+in+Tengah.pdf?MOD=AJPERES&CVID= News Release BORNEO MOTORS SINGAPORE AND SP GROUP TO PILOT SINGAPORE’S FIRST ELECTRIC CAR-SHARING PROGRAMME IN TENGAH, SINGAPORE’S FIRST INTEGRATED SMART ENERGY TOWN • The partnership aims to accelerate Singapore’s transition to green mobility by increasing awareness on sustainable mobility Searchhttps://www.spgroup.com.sg/search?tag=mobility -Capabilities-via-Investment-in-The-Mobility-House Media Release SP Group Boosts Electric Mobility Searchhttps://www.spgroup.com.sg/search?tag=tengah Search Sustainabilityhttps://www.spgroup.com.sg/about-us/media-resources/energy-hub/sustainability/enabling-green-mobility-in-tengah SP Energy HubAnnual SP Group launches Singapore’s first EV fast charging hub in a HDB carpark in Tengahhttps://www.spgroup.com.sg/about-us/media-resources/news-and-media-releases/SP-Group-launches-Singapore-first-EV-fast-charging-hub-in-a-HDB-carpark Media Release SP Group launches Singapore’s first EV fast charging hub in a HDB carpark in Tengah   Eight DC and six AC charging points at Singapore’s first eco-smart town enable quick and convenient charging   Singapore, 16 May 2026 - SP Mobility, part of SP Group (SP), is bringing more high-speed Searchhttps://www.spgroup.com.sg/search?tag=smart-city digital platform Singapore is piloting more energy-efficient technologies, including district cooling systems like the one implemented in the Marina Bay district (above) in 2006, enabling energy savings of up to 40 per cent, according to energy utilities provider SP Group. Tengah new town [20201020] The Straits Times - 1,000 households opt in for Tengah's cool new featurehttps://www.spgroup.com.sg/dam/jcr:fea163a3-bd12-4186-8b21-42be5337b24c ” of Tengah, where some 8,000 Build-To-Order (BTO) flats have been launched so far. Home owners who opt for the energy-efficient system will save around 15 per cent to 20 per cent in upfront costs compared with current market rates, and up to 30 per cent in life cycle costs, energy utilities provider SP 1 2 3 4 5 ..... 15

SP Group labur $30j dalam inisiatif penyelidikan dan pendidikan bersama NTU PENGENDALI grid elektrik nasional SP Group telah mengetepikan $20 juta untuk melancarkan makmal bersama dengan Universiti Teknologi Nanyang (NTU) dan memberi sumbangan $10 juta untuk menubuhkan dua dana endowmen. Makmal itu, yang terletak di NTU, akan memberi tumpuan kepada projek berkaitan tenaga dalam bidang urusan aset dan operasi rangkaian. Apabila siap pada 2021, makmal itu akan menempatkan 60 penyelidik, 85 mahasiswa dan pelajar possiswazah, dan berperanan sebagai platform latihan bagi jurutera SP Group. Kolaborasi $30 juta itu akan “mempertingkat daya tahan rangkaian elektrik Singapura, mempertingkat keandalannya dan keberkesanan bekalan elektrik dibekalkan kepada pengguna dan memupuk pakar bagi sektor tenaga,” kata SP Group dan NTU dalam kenyataan bersama semalam. Satu dana endowmen itu, Dana Jawatan Profesor SP Group, akan memberi sokongan kepada dua anggota fakulti cemerlang dalam penyelidikan dan biasiswa. Dana kedua bertujuan memberi sokongan kepada saintis dan jurutera penyelidikan pada awal kerjaya mereka dalam bidang tenaga dan sistem kuasa. Penerima kededua dana akan memberi sumbangan kepada penyelidikan yang dilakukan di makmal itu, kata kenyataan itu. Menteri Kedua Perdagangan dan Perusahaan Dr Tan See Leng berkata: “Singapura mempunyai antara rangkaian elektrik yang paling andal di dunia. Kita perlu terus membangun dan mempertingkat keupayaan setempat bagi persediaan masa depan. “Kerjasama antara NTU dan SP Group ini akan memberi rangsangan kepada daya tahan rangkaian kita dan membangun huraian inovatif yang boleh memenuhi keperluan tenaga di masa depan,” kata Dr Tan. Makmal baru itu akan diperlengkapkan dengan teknologi kecerdasan buatan dan pembelajaran mesin supaya penyelidik boleh menganalisis dan memantau aset SP Group dalam masa sebenar. Ini membolehkan mereka meramalkan masalah yang boleh dihadapi rangkaian itu di masa hadapan, sebelum ia berlaku. Buat masa ini, teknik pemantauan yang ada hanya boleh dilaksanakan pada skala lebih kecil dalam rangkaian penyaluran tenaga, tetapi makmal baru itu membenarkan SP Group dan penyelidik NTU untuk membuat rekaan dan membangun sistem berkesan dari segi kos dan yang boleh diperluas menggunakan teknologi.

Consumption_Elect Average consumption of Electricity (kWh) Premises Types Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Jan-26 Feb-26 HDB 1-Room 119 128 136 150 143 150 136 136 144 127 124 119 HDB 2-Room 156 169 181 195 190 195 177 177 188 164 165 158 HDB 3-Room 231 250 265 284 273 280 257 259 271 242 239 231 HDB 4-Room 309 341 363 390 381 388 358 355 377 334 330 322 HDB 5-Room 359 399 425 457 450 459 423 417 444 392 386 378 HDB Executive 445 495 522 562 554 562 520 513 546 478 472 462 Apartment 417 476 516 548 536 541 513 501 538 500 451 429 Terrace 714 775 823 881 848 866 817 818 836 785 734 735 Semi-Detached 960 1,031 1,080 1,173 1,123 1,121 1,072 1,056 1,107 1,016 951 940 Bungalow 1,904 2,016 2,154 2,244 2,175 2,168 2,190 2,074 2,202 2,040 1,950 1,863 Note: The figures exclude electricity consumption for PAYU customers and customers who are not purchasing electricity at the regulated tariff.

Media Coverage Catch the latest news on SP All Years 05 Nov 2025 Smart electricity and water meters to be installed across all national defence facilities Source: Lianhe Zaobao © SPH Media Limited. Permission required for reproduction 22 Oct 2025 Large cooling structure for the industrial estate in Ang Mo Kio Source: Tamil Murasu © SPH Media Limited. Permission required for reproduction 21 Oct 2025 Singapore's largest industrial cooling system achieves a win-win situation in both environmental protection and efficiency Source: Lianhe Zaobao © SPH Media Limited. Permission required for reproduction. 21 Oct 2025 Largest industrial district cooling system begins operations in AMK Source: The Straits Times Online © SPH Media Limited. Permission required for reproduction. 21 Oct 2025 Largest industrial district cooling system begins operations in AMK Source: The Straits Times © SPH Media Limited. Permission required for reproduction. 09 Oct 2025 SP Heart Workers volunteer to accompany the visually impaired to supermarkets Source: Shin Min Daily News © SPH Media Limited. Permission required for reproduction 05 Oct 2025 SP Group donates $1m to charity supporting kids from lower-Income families Source: The Sunday Times © SPH Media Limited. Permission required for reproduction". 05 Oct 2025 Suncare SG receives $1m donation from SP Group to help 200 low-income families Source: Lianhe Zaobao © SPH Media Limited. Permission required for reproduction". 05 Oct 2025 Suncare SG Fund helps ease living costs, boosts children's self-confidence Source: Berita Harian © SPH Media Limited. Permission required for reproduction". 05 Oct 2025 SP Group donates $1 million to help underprivileged children Source: Tamil Murasu © SPH Media Limited. Permission required for reproduction 1 ... 3 4 5 ... 49

The Business Times | Friday, August 25, 2023 | C OMPANIES & MARKETS 5 SP Group, Frasers Property to jointly develop smart energy solutions in Vietnam industrial park Partnership will help the development to enhance energy savings and reduce carbon emissions for all tenants By Mia Pei yxmiap@sph.com.sg SP GROUP and Frasers Property will jointly develop and implement smart energy solutions at Binh Duong Industrial Park (BDIP) in Vietnam. Both parties have inked a memorandum of understanding (MOU), they said in a joint statement on Thursday (Aug 24). The partnership will help the Frasers Property-owned industrial park to accelerate the adoption of green energy solutions, enhance energy savings and reduce carbon emissions for all tenants. SP will design, invest, install, operate and maintain smart energy solutions for the industrial service centre at BDIP in the initial phase of the MOU. These include the installation of various green infrastructure, such as solar cells, electricvehicle charging stations, as well as smart energy optimisation and management systems. Binh Duong Industrial Park is Frasers Property Vietnam’s first industrial park development in Vietnam. SP and the property developer will then collaborate on a feasibility study to implement a green micro-grid for BDIP. This will accelerate its clean energy transition by easing access to renewable energy and providing greater power reliability and resilience for the tenants. BDIP is Frasers Property Vietnam’s first industrial park development in Vietnam, and the first phase is now at over 90 per cent occupancy. The park’s industrial service centre occupies 837 square metres. To maximise energy efficiency and thermal comfort, SP will deploy smart building energy management systems, Green Energy Tech, which uses artificial intelligence to regulate the air-conditioning based on changes in occupancy and weather conditions. The parties expect to save up to 30 per cent on cooling energy and reduce carbon emissions by nearly 18 per cent. Brandon Chia (second from left), MD, sustainability energy solutions for South-east Asia and Australia, SP Group; and Lim Hua Tiong (third from left), CEO of Frasers Property Vietnam, at the MOU signing ceremony. PHOTO: SP GROUP

ASEAN Business Global Enterprise SP Group, Frasers Property team up for green project in Vietnam industrial park Mia Pei Published Thu, Aug 24, 2023 · 4:17 pm Brandon Chia (second from left), managing director, sustainability energy solutions for South-east Asia and Australia, SP Group; and Lim Hua Tiong (third from left), CEO of Frasers Property Vietnam, at the MOU signing ceremony. PHOTO: SP GROUP Both parties have inked a memorandum of understanding (MOU), they said in a joint statement on Thursday (Aug 24). The partnership will help the Frasers Property-owned industrial park to accelerate the adoption of green energy solutions, enhance energy savings and reduce carbon emissions for all tenants. SP will design, invest, install, operate and maintain smart energy solutions for the industrial service centre at BDIP in the initial phase of the MOU. These include the installation of various green infrastructure, such as solar cells, electric-vehicle charging stations, as well as smart energy optimisation and management systems. SP and the property developer will then collaborate on a feasibility study to implement a green micro-grid for BDIP. This will accelerate its clean energy transition by easing access to renewable energy and providing greater power reliability and resilience for the tenants. BDIP is Frasers Property Vietnam’s first industrial park development in Vietnam, and the first phase is now at over 90 per cent occupancy. The park’s industrial service centre occupies 837 square metres. To maximise energy ef ciency and thermal comfort, SP will deploy smart building energy management systems, Green Energy Tech, which uses artificial intelligence to regulate the air-conditioning based on changes in occupancy and weather conditions. The parties expect to save up to 30 per cent on cooling energy and reduce carbon emissions by nearly 18 per cent.

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

SP GROUP AND GARDENS BY THE BAY PILOT ZERO-WASTE GASIFICATION SYSTEM System paves way for sustainable district solutions in Singapore Media Release Singapore, 6 June 2019 – SP Group (SP) and Gardens by the Bay announced plans to pilot a zerowaste solution at the Gardens. Using compact gasification technology to convert waste into thermal energy and biochar (carbonised biomass), the system could help to reduce carbon emissions by up to 20 per cent. The smart waste management system could enable sustainable zero-waste districts to be viable in Singapore, bringing the country closer towards a circular economy. At Ecosperity Week 2019, SP and Gardens by the Bay signed an agreement on the rollout of the system, supported by Temasek. The signing was witnessed by Minister for the Environment and Water Resources, Mr Masagos Zulkifli. Gasification is an alternative to incineration and it reduces waste to only five per cent of its original volume. There is also no need for the sorting of plastics from general or food waste. This addresses some of Singapore’s key waste disposal challenges. Without the need to transport waste to offsite incineration plants, the use of refuse trucks will also be reduced significantly. This will help to ease traffic conditions and further reduce carbon emissions. The pilot system can handle up to one tonne of waste per day and converts the waste into energy by-products as well as biochar for the Gardens. The main by-product is synthesis gas (syngas) that can be used for thermal heating. The biochar has been known to be used as a soil amendment in agriculture and horticulture, to condition the soil. Mr Jimmy Khoo, CEO, Singapore District Cooling, SP Group, said, “We are developing district solutions to help Singapore achieve its sustainability goals. This paves the way for decentralised waste management for other businesses and residential estates. We are pleased to work with Temasek and Gardens by the Bay towards a zero-waste green space for Singaporeans to enjoy.” Mr Felix Loh, CEO, Gardens by the Bay, said, “As a garden that values nature and sustainability, we have a responsibility towards finding innovative ways to protect our environment. Gardens by the Bay is uniquely placed to allow for the testing of such an onsite system because waste collected in the Gardens can be directly converted and repurposed into by-products, which can in turn be used in the Gardens.” Besides providing an experimentation site and supplying waste for the pilot, Gardens by the Bay will also be studying the usefulness and viability of biochar in improving local soil conditions. Waste generation in Singapore increased seven-fold over the past 40 years. In 2018, 7.7 million tonnes of solid waste was generated and this figure is projected to increase. Even with waste incineration, Singapore’s only landfill at Pulau Semakau will be full by 2035. Building new offshore landfill sites is also not sustainable in land-scarce Singapore. About SP Group SP Group is a leading energy utilities group in the Asia Pacific. It owns and operates electricity and gas transmission and distribution businesses in Singapore and Australia, and district cooling businesses in Singapore and China. SP Group is committed to providing customers with reliable and efficient energy utilities services. About 1.5 million industrial, commercial and residential customers in Singapore benefit from SP Group’s world-class transmission, distribution and market support services. These networks are amongst the most reliable and cost-effective world-wide. SP Group also drives digital solutions to empower customers to manage their utilities, reduce consumption and save cost. For more information, please visit spgroup.com.sg or for follow us on Facebook at fb.com/SPGroupSG and on Twitter @SPGroupSG. About Gardens by the Bay An integral part of Singapore’s “City in a Garden” vision, Gardens by the Bay is a national garden and premier horticultural attraction that showcases the best of garden and floral artistry for all to enjoy. Spanning 101 hectares in the heart of Singapore’s downtown Marina Bay, it comprises three waterfront gardens – Bay South, Bay East, and Bay Central. Bay South, the largest at 54 hectares, officially opened on 29 June 2012. Guided by the vision to be a world of gardens for all to own, enjoy and cherish, the Gardens’ extensive plant collection, ever-changing floral displays, and myriad of engaging programmes have captured the imagination of many, while its Gift of Gardens community initiative, with President of the Republic of Singapore Madam Halimah Yacob as Patron, reaches out to people from all walks of life. Since opening, Gardens by the Bay has welcomed more than 50 million visitors and garnered numerous international awards including Best Attraction Experience in the Singapore Tourism Awards 2019 and ASEAN Sustainable Tourism Award presented by ASEAN Tourism in 2018. The Gardens continues to refresh and refine its offerings, to be a place that everyone can enjoy – a garden where wonder blooms. For more information, visit www.gardensbythebay.com.sg.

Media Coverage Catch the latest news on SP All Years 03 May 2024 The Straits Times - Steps to ensure economy continues humming Source: The Straits Times © SPH Media Limited. Permission required for reproduction. 02 May 2024 Lianhe Zaobao - SP Group and Makino Asia conferred highest honours at May Day Awards Source: Lianhe Zaobao © SPH Media Limited. Permission required for reproduction. 29 Apr 2024 Tamil Murasu - Suntec City to join Marina Bay district cooling network Source: Tamil Murasu © SPH Media Limited. Permission required for reproduction. 29 Apr 2024 Lianhe Zaobao - SP Group takes over management of Suntec City's system from today Source: Lianhe Zaobao © SPH Media Limited. Permission required for reproduction. 29 Apr 2024 The Straits Times - Suntec City to join Marina Bay district cooling network by 2027 Source: The Straits Times © SPH Media Limited. Permission required for reproduction. 28 Apr 2024 Berita Harian - Courses to enhance knowledge and skills of workers in power plant operations Source: Berita Harian Online © SPH Media Limited. Permission required for reproduction. 09 Apr 2024 Lianhe Zaobao - 7 Frasers Property buildings to install solar panels Source: Lianhe Zaobao © SPH Media Limited. Permission required for reproduction. 09 Apr 2024 The Business Times - Frasers Property to install 4,500 sq m of solar panels in SP Group tie-up Source: The Business Times Online © SPH Media Limited. Permission required for reproduction. 12 Mar 2024 Lianhe Zaobao - First Centralised Power Plant Simulator in Singapore to standardise training standards for employees Source: Lianhe Zaobao © SPH Media Limited. Permission required for reproduction. 10 Mar 2024 The Business Times - Singapore Pools, SP Group contribute to 2 initiatives that support children Source: The Business Times © SPH Media Limited. Permission required for reproduction 1 ... 9 10 11 ... 49

News Release SP Group Partners Frasers Property Vietnam To Bring Integrated Smart, Clean Energy Solutions To Binh Duong Industrial Park Strategic partnership will elevate sustainable industrial real estate in Vietnam Smart and clean energy initiatives will benefit industrial tenants of Binh Duong Industrial Park with greater power reliability and resilience, lower operating costs and reduced carbon footprint Ho Chi Minh & Singapore, 24 August 2023 – SP Group (SP), A leading energy utilities group and sustainable energy solutions provider in Singapore and Asia Pacific and Frasers Property Vietnam (FPV), one of Vietnam’s leading diversified property developers, have signed a Memorandum of Understanding (MoU) to jointly develop and implement integrated smart energy solutions at FPV’s Binh Duong Industrial Park (BDIP). This partnership will help the industrial park accelerate the adoption of green energy solutions, enable energy savings and carbon emissions reduction for all tenants. In the initial phase, SP will design, invest, install, operate, and maintain integrated smart energy solutions for BDIP’s Industrial Service Centre (ISC). This includes the installation of solar photovoltaics for renewable energy, digital building solutions, electric vehicle charging, and smart energy optimisation and management systems. Subsequently, SP and FPV will collaborate on a feasibility study to implement a green micro-grid for BDIP that will accelerate the clean energy transition for the industrial park, facilitate access to renewable energy and will provide greater power reliability and resilience for tenants. The 837sqm ISC will cater to the business and social requirements of all BDIP tenants with shared facilities including meeting rooms, outdoor sport & recreational facilities, F&B options, and open green spaces. To regulate the ISC’s indoor environment balancing energy efficiency with users’ thermal comfort and wellbeing, SP will deploy its suite of smart building energy management solutions – Green Energy Tech (GETTM). A key innovative solution is GETTM Control, a self-learning building intelligence system that utilises artificial intelligence (A.I.) and Internet of Things (IoT) to optimise and regulate air-conditioning based on changes in occupancy and ambient weather conditions. Expected to potentially save up to 30 per cent on cooling energy and reduce carbon emissions by close to 18 per cent, the micro-climate control system utilises sensors and smart dampers to ensure cool air is sent to where it is needed. This enhances the well-being and thermal comfort for occupants while maximising energy and operational efficiency. Mr. Brandon Chia, Managing Director, Sustainability Energy Solutions, Southeast Asia and Australia, SP Group, said, "Our collaboration with Frasers Property Vietnam underscores our goal of empowering the sustainability ambitions of industrial parks and contributing to the net-zero targets of Vietnam. Through our bespoke and integrated system of smart and sustainable energy solutions, industrial parks can seamlessly harness renewable energy sources and transition to energy-efficient operations that will enhance cost savings, carbon emission reductions, and promote productivity." Leading the MoU signing ceremony on behalf of Frasers Property, Mr. Lim Hua Tiong, CEO of Frasers Property Vietnam, said: “As a multinational real estate developer, we take a long-term view for all our projects. We want to create buildings that are durable, adaptable, and resilient to the changing environment and needs of our customers. That is why we have applied our expertise in design and masterplanning to our first industrial showcase in Vietnam, Binh Duong Industrial Park. By partnering with SP, we are adopting industry-leading energy management practices to further improve the energy efficiency and sustainability credentials of our properties.” Also present at the signing ceremony was Frasers Property’s Group Head of Sustainability, Mr. Paolo Bevilacqua, who shared: “It is heartening to see the overall efforts we are making in adopting renewable energy sources for powering our properties, which is critical if we are to decarbonise to achieve our vision of sustainable real estate. This partnership between like-minded organisations demonstrates how our net-zero carbon goal can bring tangible benefits to tenants and customers with lower operational costs and a reduced carbon footprint.” Located in one of Vietnam’s key southern economic hubs in Binh Duong province, BDIP is FPV’s first industrial park development in Vietnam well served by National Route 13 and connected to major seaports and airports in the region. BDIP sits on more than 106 hectares of land, providing high quality industrial facilities built to international standards. The industrial park is amongst one of few developments in Vietnam to be LEED (Leadership in Energy and Environmental Design) Certified, which accredits for healthy, efficient, carbon and cost-saving green buildings. BDIP is appealing to sustainability-minded tenants, with Phase 1 now at over 90 per cent occupancy. The next development phase for BDIP is now open for pre-committed tenants in both ready-built and built-to-suit configurations. Realising sustainable real estate in Vietnam As a Group, Frasers Property is committed to be a net-zero carbon corporation by 2050, encompassing Scopes 1, 2 and 3 emissions. One of Frasers Property’s sustainability goals focuses on green-certifying its owned and asset-managed properties, which is also a business commitment of Frasers Property Vietnam to achieve green certification for all buildings in its portfolio. In late 2022, Frasers Property Vietnam became the first real estate company in Vietnam to be endorsed by the Science Based Targets initiative (SBTi). It received approval from SBTi for its detailed net-zero carbon roadmaps and carbon reduction targets that help reduce greenhouse gas (GHG) emissions. As part of its SBTi plans, the company intends to progressively install rooftop solar panels, allocate renewable energy for street lighting and introduce energy- and water-efficient building equipment renewable energy across its developments. Achieving a low-carbon future for Vietnam This partnership with FPV highlights SP’s commitment to help Vietnam’s energy-intensive sectors decarbonise, and to contribute towards Vietnam’s sustainability targets through the proliferation of various sustainability energy solutions. Earlier this year, SP acquired two solar farms of 100 Megawatts-peak (MWp) in Vietnam’s Phu Yen province. The acquisition builds SP’s capability and expertise to help customers achieve 100% clean energy consumption when the Direct Power Purchase Framework in Vietnam is in place. It also demonstrates SP’s long-term commitment to be a one-stop provider of sustainable energy services that enables commercial and industrial customers to achieve their net-zero ambitions.   ABOUT SP GROUP SP Group is a leading utilities group in the Asia Pacific, empowering the future of energy with low-carbon, smart energy solutions for its customers. It owns and operates electricity and gas transmission and distribution businesses in Singapore and Australia, and sustainable energy solutions in Singapore, China, Vietnam and Thailand. As Singapore’s national grid operator, about 1.6 million industrial, commercial and residential customers benefit from its world-class transmission, distribution and market support services. These networks are amongst the most reliable and cost-effective world-wide. Beyond traditional utilities services, SP Group provides a suite of sustainable and renewable energy solutions such as microgrids, cooling and heating systems for business districts and residential townships, solar energy solutions, electric vehicle fast charging and digital energy solutions for customers in Singapore and the region. For more information, please visit spgroup.com.sg or for follow us on Facebook at spgrp.sg/facebook, LinkedIn at spgrp.sg/linkedin and Instagram at spgrp.sg/instagram. ABOUT FRASERS PROPERTY LIMITED Frasers Property Limited (“Frasers Property” and together with its subsidiaries, the “Frasers Property Group” or the “Group”), is a multinational investor-developer-manager of real estate products and services across the property value chain. Listed on the Main Board of the Singapore  Exchange Securities Trading Limited (“SGX-ST”) and headquartered in Singapore, the Group has total assets of approximately S$40.1 billion as at 31 March 2023. Frasers Property's multinational businesses operate across five asset classes, namely, residential, retail, commercial & business parks, industrial & logistics as well as hospitality. The Group has businesses in Southeast Asia, Australia, Europe and China, and its well-established hospitality business owns and/or operates serviced apartments and hotels in over 20 countries and more than 70 cities across Asia, Australia, Europe, the Middle East and Africa. Frasers Property is also the sponsor of two real estate investment trusts (“REITs”) and one stapled trust listed on the SGX-ST. Frasers Centrepoint Trust and Frasers Logistics & Commercial Trust are focused on retail, and industrial & commercial properties, respectively. Frasers Hospitality Trust (comprising Frasers Hospitality Real Estate Investment Trust and Frasers Hospitality Business Trust) is a stapled trust focused on hospitality properties. In addition, the Group has two REITs listed on the Stock Exchange of Thailand. Frasers Property (Thailand) Public Company Limited is the sponsor of Frasers Property Thailand Industrial Freehold & Leasehold REIT, which is focused on industrial & logistics properties in Thailand, and Golden Ventures Leasehold Real Estate Investment Trust, which is focused on commercial properties. In Vietnam, Frasers Property has a well-diversified portfolio across asset classes. Signature commercial developments include Melinh Point, a Grade A boutique office building in Ho Chi Minh City's District 1, and modern-styled serviced-office Worc@Q2. Its industrial business spans more than 180 hectares in the north and south of Vietnam, which will eventually develop close to a million square metres of international grade and green certified facilities. Its Fraser Hospitality business maintains an active presence with Fraser Suites Hanoi and Fraser Residence Hanoi. The Group is committed to inspiring experiences and creating places for good for its stakeholders. By acting progressively, producing and consuming responsibly, and focusing on its people, Frasers Property aspires to raise sustainability ideals across its value chain, and build a more resilient business. It is committed to be a net-zero carbon corporation by 2050. Building on its heritage as well as leveraging its knowledge and capabilities, the Group aims to create lasting shared value for its people, the businesses and communities it serves. Frasers Property believes in the diversity of its people and are invested in promoting a progressive, collaborative and respectful culture. For more information on Frasers Property, please visit frasersproperty.com or follow us on LinkedIn. Photo caption: From left, Mr. Nguyen Thanh Phat – SP Group’s Managing Director for Vietnam, Mr. Brandon Chia - SP Group’s Managing Director, Sustainable energy solutions (South-east Asia & Australia), Mr. Lim Hua Tiong - CEO of Frasers Property Vietnam, and Mr. Paolo Bevilacqua - Frasers Property’s Group Head of Sustainability at the MOU signing ceremony on 8 August 2023.

06 2024 年 4 月 10 日 星 期 三 新 加 坡 星 狮 地 产 七 建 筑 将 安 装 太 阳 能 板 苏 秉 苓 报 道 sohpl@sph.com.sg 太 阳 能 是 热 带 国 家 丰 富 的 绿 色 能 源 , 随 着 越 来 越 多 建 筑 业 者 投 入 可 持 续 发 展 行 列 , 星 狮 地 产 集 团 不 落 人 后 , 今 年 底 将 在 旗 下 七 个 产 业 安 装 太 阳 能 系 统 , 预 计 每 年 能 节 省 约 22 万 元 的 能 源 开 销 。 星 狮 地 产 星 期 二 (4 月 9 日 ) 与 新 加 坡 能 源 集 团 (SP Group) 签 署 合 作 协 议 。 新 能 源 将 负 责 安 装 太 阳 能 系 统 , 总 面 积 约 4500 平 方 米 , 这 将 是 我 国 至 今 规 模 最 大 的 零 售 商 场 太 阳 能 项 目 。 当 这 些 太 阳 能 板 启 用 后 , 预 计 一 年 可 生 产 9 2 万 千 瓦 时 (kilowatt-hour, 缩 写 kWh) 电 力 , 相 当 于 为 约 450 个 四 房 式 组 屋 家 庭 供 电 。 这 些 太 阳 能 电 力 , 可 满 足 星 狮 七 个 产 业 平 均 2% 的 能 源 需 求 。 预 计 一 年 下 来 , 所 节 省 的 能 源 费 用 约 22 万 元 , 碳 排 放 量 也 会 减 少 至 少 370 公 吨 , 相 当 于 路 上 少 了 约 80 辆 汽 车 行 驶 。 星 狮 地 产 新 加 坡 首 席 执 行 官 孙 素 玲 说 , 太 阳 能 项 目 彰 显 了 集 团 对 2050 年 实 现 净 零 碳 排 放 的 承 诺 , 同 时 配 合 我 国 计 划 在 2030 年 生 产 至 少 2 千 兆 峰 瓦 (megawattpeak, 缩 写 MWp) 太 阳 能 的 目 标 。 随 着 这 个 项 目 的 推 出 , 星 狮 地 产 集 团 在 新 加 坡 拥 有 或 管 理 的 10 个 零 售 和 商 业 产 业 , 铺 设 的 太 阳 能 板 面 积 总 共 有 1 万 4250 平 方 米 。 七 个 将 安 装 太 阳 能 板 的 建 筑 物 分 别 是 : 亚 历 山 大 科 技 园 (Alexandra Technopark)、 长 堤 坊 、 世 纪 广 场 、 后 港 坊 、 纳 福 城 ( 北 翼 )、 淡 滨 尼 一 号 (Tampines 1) 和 白 沙 购 物 中 心 。 世 纪 广 场 和 淡 滨 尼 一 号 , 也 参 与 新 能 源 在 棕 地 推 出 的 分 布 式 区 域 供 冷 系 统 。 这 两 座 建 筑 生 产 的 冷 却 水 不 仅 能 自 足 , 也 能 满 足 周 边 建 筑 的 冷 却 需 求 , 预 计 每 年 可 为 这 一 区 域 节 省 280 万 千 瓦 时 的 能 耗 , 相 当 于 为 660 多 间 四 房 式 组 屋 家 庭 供 电 一 年 。 这 个 项 目 计 划 在 2025 年 上 半 年 竣 工 并 投 入 运 作 。

News Release CapitaLand, SP Group and Sembcorp to Study Use of Integrated Energy Solutions to Green Data Centres CapitaLand’s data centre is the first to pilot in Singapore under SP’s Energy Partnership Programme Singapore, 5 November 2020 – CapitaLand, SP Group (SP) and Sembcorp Industries (Sembcorp) have signed a Memorandum of Understanding (MOU) to jointly study the use of integrated energy solutions to power data centres. CapitaLand’s data centre is the first to pilot in Singapore under SP’s Energy Partnership Programme. The integrated energy solutions will potentially include a combination of solar photovoltaic, green hydrogen and energy storage amongst others. These will be further enhanced with smart technologies to increase energy efficiency and effectiveness. CapitaLand’s drive for sustainability The study covered under the MOU will initially focus on developing solutions to power CapitaLand’s flagship data centre, 9 Tai Seng Drive with green energy. 9 Tai Seng Drive has been certified with the top rating of Green Mark Platinum for data centres by the Building and Construction Authority and Infocomm Media Development Authority. The feasibility study results planned for the second half of 2021, would potentially be applicable to benefit other data centres in Singapore. This initiative dovetails with CapitaLand’s 2030 Sustainability Master Plan to elevate its commitment to global sustainability. Among CapitaLand’s 2030 sustainability targets unveiled on 1 October 2020, it aims to reduce its carbon emissions intensity by 78% by 2030, reduce its energy consumption intensity at its operating properties by 35% and increase its proportion of total electricity consumption from renewable sources by 35% by 2030. CapitaLand also aims to green its entire global portfolio by 2030, including its data centres. Mr Kelvin Fong, Managing Director, Data Centre, CapitaLand Group, said: “As a responsible company, CapitaLand is partnering SP and Sembcorp to further enhance the sustainability of our data centres to support the growth of a clean digital economy. The ability to leverage smart energy solutions and tap renewable energy sources at our data centres will extend CapitaLand’s competitive advantage within the data centre industry while meeting our commitments towards global sustainability. Besides powering our data centres with renewable energy, we aim to offer energyefficient designs and facility operations at our data centres. CapitaLand remains committed to contribute to the environmental and social well-being of the communities we operate in.” SP’s Energy Partnership Programme This collaboration between CapitaLand, SP and Sembcorp is the first under SP’s Energy Partnership Programme. The programme aims to help corporates meet their green ambitions and overcome energy-related business challenges using integrated energy solutions. Leveraging SP’s technical expertise in smart energy solutions, research and testing will be undertaken at SP’s Concept Lab1 . Corporates enjoy the benefits of researching and testing the viability of sustainable solutions before advancing to real-world applications. Mr Chuah Kee Heng, Chief Executive Officer, Sustainable Energy Solutions, SP Group, said: “We are pleased to work with CapitaLand and Sembcorp to green CapitaLand’s data centres. Under SP Group’s Energy Partnership Programme, we provide expertise and a conducive environment to help corporates solve their energy challenges and contribute to a low carbon, smart energy Singapore.” Sembcorp harnesses the power of collaboration As an integrated energy player across the utilities and energy value chain, Sembcorp brings expertise in providing urban sustainability solutions to energy-intensive businesses with customised combinations of solar energy, energy storage, sustainable energy retail and other innovative energy solutions. One of the targeted outcomes for Sembcorp in this partnership is to determine how green hydrogen fuel cell technologies can be most efficiently deployed in Singapore to reduce the carbon footprint of data centres. Mr Lim Yeow Keong, Senior Vice President, Singapore and Southeast Asia (Energy), Sembcorp Industries, said: “Sembcorp looks forward to this collaboration with CapitaLand and SP. A key goal of this project is to find the most efficient way to lower the carbon footprint of data centres without compromising their operational resilience. With growing demand for data centres, finding carbonefficient solutions to power them is key to enable a sustainable future.” CapitaLand’s joint study with SP and Sembcorp is another of its efforts to strengthen the use of renewable energy and reduce its carbon footprint. In collaboration with Sembcorp, over 21,000 solar panels were installed atop CapitaLand’s six industrial properties2 held under Ascendas Real Estate Investment Trust (Ascendas Reit) in Singapore in 2019. It is the largest combined rooftop solar facility in Singapore by a real estate company. These solar farms can collectively generate around 10,292 megawatt hours of energy annually, equivalent to powering about 2,300 four-room HDB flats each year3. CapitaLand’s corporate offices in Singapore will be 100% powered by renewable energy. Three of its corporate offices will be 100% powered by renewable energy by end 2020 through Renewable Energy Certificates from the clean energy generated atop these industrial properties. Greening data centres for a low-carbon future The joint study is timely, given current trends in data network electricity use. According to a June 2020 report by the International Energy Agency, global data centre electricity demand in 2019 contributed close to one per cent of global demand4 . Demand for data services is expected to continue its exponential growth over the coming years, which in turn will lead to an accelerated growth in data centre loads. 1 SP’s Concept Lab is the group’s innovation space to test new concepts and technologies and develop solutions for its customers. 2 The six properties are LogisTech, 1 Changi Business Park Avenue 1, 9 Changi South Street 3, 2 Senoko South Road, 40 Penjuru Lane, and Techpoint. 3 Average annual electricity consumption of a four-room HDB household is based on Singapore’s Energy Market Authority’s 2019 Singapore Energy Statistics 4 Data Centres and Data Transmission Networks (https://www.iea.org/reports/data-centres-and-data-transmissionnetworks). Global data centre electricity demand in 2019 was approximately 200 TWh, which is equivalent to the annual consumption of about 47 million 4-room HDB flats and 83.76 million tonnes of carbon emissions.   About CapitaLand Limited (www.capitaland.com) CapitaLand Limited (CapitaLand) is one of Asia’s largest diversified real estate groups. Headquartered and listed in Singapore, it owns and manages a global portfolio worth about S$133.3 billion as at 30 September 2020. CapitaLand’s portfolio spans across diversified real estate classes which includes commercial, retail; business park, industrial and logistics; integrated development, urban development; as well as lodging and residential. With a presence across more than 220 cities in over 30 countries, the Group focuses on Singapore and China as its core markets, while it continues to expand in markets such as India, Vietnam, Australia, Europe and the USA. CapitaLand has one of the largest real estate investment management businesses globally. It manages six listed real estate investment trusts (REITs) and business trusts as well as over 20 private funds. CapitaLand launched Singapore’s first REIT in 2002 and today, its stable of REITs and business trusts comprises CapitaLand Integrated Commercial Trust, Ascendas Real Estate Investment Trust, Ascott Residence Trust, CapitaLand Retail China Trust, Ascendas India Trust and CapitaLand Malaysia Mall Trust. CapitaLand places sustainability at the core of what it does. As a responsible real estate company, CapitaLand contributes to the environmental and social well-being of the communities where it operates, as it delivers long-term economic value to its stakeholders. Follow @Capital and on social media Facebook: @capitaland / facebook.com/capitaland Instagram: @capitaland / instagram.com/capitaland Twitter: @capitaLand / twitter.com/capitaland Linkedin: linkedin.com/company/capitaland-limited YouTube: youtube.com/capitaland About SP Group (www.spgroup.com.sg) SP Group is a leading utilities group in the Asia Pacific, enabling a low-carbon, smart energy future for its customers. It owns and operates electricity and gas transmission and distribution businesses in Singapore and Australia, and sustainable energy solutions in Singapore and China. As Singapore’s national grid operator, about 1.6 million industrial, commercial and residential customers benefit from its world-class transmission, distribution and market support services. These networks are amongst the most reliable and cost-effective world-wide. Beyond traditional utilities services, SP Group provides a suite of sustainable energy solutions such as cooling and heating systems for business districts and residential townships, electric vehicle fast charging and green digital energy management tools for customers in Singapore and the region. For more information, please visit spgroup.com.sg or follow us on Facebook at fb.com/SPGroupSG, on LinkedIn at spgrp.sg/linkedin and on Twitter @SPGroupSG. About Sembcorp Industries (www.sembcorp.com) Sembcorp Industries (Sembcorp) is a leading energy and urban development player, driven by its purpose to do good and play its part in creating a sustainable future. Leveraging its sector expertise and global track record, Sembcorp delivers innovative energy and urban solutions that support the energy transition and sustainable development. Sembcorp has a balanced thermal and renewable energy portfolio of over 12,600MW, with more than 2,600MW of renewable energy capacity globally. The company also has a proven track record of transforming raw land into sustainable urban developments, with a project portfolio spanning over 12,000 hectares across Asia. Sembcorp is listed on the main board of the Singapore Exchange. It is a component stock of the Straits Times Index and sustainability indices including the FTSE4Good Index, the Dow Jones Sustainability Asia Pacific Index and the iEdge SG ESG indices. For more information, please visit www.sembcorp.com