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Utility Bill Avg_With Gas Utility Bill Average ($) for households with gas Premises Types Feb-24 Mar-24 Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 HDB 1-Room 78.99 81.28 87.54 87.29 84.83 81.86 87.86 87.69 83.11 84.19 79.07 78.29 HDB 2-Room 91.78 94.78 103.49 102.84 98.53 96.07 102.96 101.39 96.90 97.62 92.27 91.27 HDB 3-Room 115.94 120.33 132.29 128.10 124.29 121.74 129.94 128.83 123.83 123.57 117.18 114.72 HDB 4-Room 137.04 142.66 156.01 153.34 147.42 143.11 152.92 152.86 146.17 146.88 140.21 135.59 HDB 5-Room 144.16 151.97 165.19 162.85 156.27 149.96 161.67 162.41 156.08 156.45 149.31 142.48 HDB Executive 160.98 168.72 184.59 180.19 172.48 168.80 178.86 180.50 172.04 172.61 163.45 157.40 Apartment 163.04 179.66 198.71 191.52 184.01 175.50 181.94 191.11 186.36 183.84 175.37 163.41 Terrace 270.34 290.38 311.38 286.03 283.33 283.80 289.68 301.49 291.00 290.49 277.89 263.67 Semi-Detached 335.52 370.67 392.95 372.29 354.71 361.00 367.73 385.46 366.17 370.19 349.08 335.83 Bungalow 619.13 718.02 776.44 731.30 675.72 711.32 685.95 762.28 719.32 712.26 661.91 659.36 Note: The figures exclude electricity charges for PAYU customers and customers who are not purchasing electricity at the regulated tariff. Utility Bill Avg_WO Gas Utility Bill Average ($) for households without gas Premises Types Feb-24 Mar-24 Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 HDB 1-Room 69.30 71.92 78.05 78.52 76.28 73.55 78.77 78.62 74.36 75.37 70.55 69.80 HDB 2-Room 82.23 85.21 93.42 93.59 89.84 87.41 93.80 92.26 88.22 88.72 83.62 82.58 HDB 3-Room 102.84 107.06 118.11 115.38 112.09 109.70 116.95 115.78 111.35 111.05 105.02 102.49 HDB 4-Room 120.97 126.03 138.53 137.64 132.74 128.46 137.02 136.76 130.76 131.35 125.25 120.76 HDB 5-Room 126.60 133.43 145.81 145.63 140.07 134.00 144.16 144.59 138.87 139.24 132.77 126.41 HDB Executive 142.35 149.14 163.91 161.79 155.45 151.54 160.36 161.59 153.95 154.44 146.15 140.37 Apartment 140.09 155.96 175.31 171.33 164.80 156.02 161.06 169.18 164.23 161.75 154.01 142.43 Terrace 243.21 259.98 282.50 262.69 259.01 258.83 264.59 274.69 263.93 263.37 250.88 239.06 Semi-Detached 305.12 337.24 359.90 342.81 328.12 331.78 338.46 354.82 336.52 340.26 319.77 307.20 Bungalow 570.77 662.48 717.39 678.65 633.29 661.40 638.62 711.71 667.03 661.57 617.06 610.72 Note: The figures exclude electricity charges for PAYU customers and customers who are not purchasing electricity at the regulated tariff.

SP Energy HubAnnual ReportReliabilitySustainabilityInnovation World’s First Index for Smart Grid INNOVATION SP Group launched the world's first smart grid index to help utilities measure and advance in key dimensions of grid development. Using publicly available data, SP applied the framework on 45 utilities across 30 countries. The published results allow utilities to identify best practices by leading players. This supports industry development in using smart grids to enhance service and save cost. The Smart Grid Index (SGI) was welcomed and met with strong endorsement from industry experts and stakeholders when previewed at renowned industry platforms such as the International Utility Working Group and the  Conference of the Electric Power Supply Industry (CEPSI). The index’s methodology was also validated by the Energy Research Institute @ NTU (ERI@N). The SGI was designed to be simple and quantifiable for utilities to easily determine what aspects they are strong in and where they can improve.  It covers seven key aspects of an electricity grid: supply reliability; monitoring and control; data analytics; integration of Distributed Energy Resources (DER); green energy; security; and customer empowerment and satisfaction. For more information of the index, visit https://www.spgroup.com.sg/what-we-do/smart-grid-index. — 7 November 2018 TAGS INNOVATION YOU MIGHT BE INTERESTED TO READ SP partners Pyxis to launch direct-current fast charging point for electric harbour crafts Using GET™ to help Mercatus digitally manage their tenant utilities SP Group is partnering Mercatus Co-operative Limited to deploy SP Digital’s Green Energy Tech (GET™) solutions to Mercatus’ properties. Developing the digital core of sustainable energy solutions From coding to designing systems, Ibrahim develops and manages all the central platforms and systems that power the SP Utilities app, commercial solutions, and internal projects for SP.

Natural Gas Connection Policy and Procedures Updated 1 April 24 Table of Contents 1. General Information ..................................................................................................................... 1 1.1 Purpose of this Document .......................................................................................... 1 1.2 Singapore Gas Transportation System ...................................................................... 1 1.3 Definitions ..................................................................................................................... 2 1.4 Codes of Practices and Regulatory Requirements .................................................. 3 1.5 Submission of Application .......................................................................................... 3 2. Procedures for Gas Connection and Gas Admittance ............................................................. 4 2.1 Apply for Gas Connection .......................................................................................... 4 2.2 Make Payment .............................................................................................................. 5 2.3 Engage DR for Consumer’s Gas Installation .............................................................. 6 2.4 Apply for Gas Admittance .......................................................................................... 7 2.5 Apply for Supply and Gas Turn On ............................................................................ 8 3. Guidelines for Other Applications .............................................................................................. 9 3.1 Apply for Replacement, Addition & Alteration Works ............................................. 9 3.2 Apply for Disconnection ............................................................................................. 9 3.3 Apply for Re-connection ............................................................................................. 9 3.4 Other Applications ....................................................................................................... 9 4. Charges ........................................................................................................................................ 10 4.1 Connection Policy ...................................................................................................... 10 4.2 Connection Charge ................................................................................................... 10 5. Unauthorised Connection and Supply of Gas ......................................................................... 11 6. Appendices ................................................................................................................................. 12 Appendix 1 – Demarcation of responsibility ................................................................................ 12 Appendix 2 – Transmission Connection Flow Chart................................................................... 13 Appendix 3 – Transmission Connection Application Forms ...................................................... 15 Appendix 4 – Distribution Connection Flow Chart ..................................................................... 16 Appendix 5 – Distribution Connection Application Forms ........................................................ 18 Appendix 6 – Reference Rates for Transmission Project ........................................................... 19 Appendix 7 – Reference Rates for Distribution Project .............................................................. 20 Appendix 8 – Deductible Component for Natural Gas Distribution Connection .................... 21 Natural Gas Connection Policy and Procedure Updated 1 Apr 24 Page 1 1. General Information 1.1 Purpose of this Document PowerGas is licensed by the Energy Market Authority (“Authority”) to be the Gas Transporter (“Transporter”) which owns, operates, and maintains the piped gas network in Singapore. SP PowerGrid (“SPPG”) is licensed by the Authority to be the Gas Transporter Agent to operate and maintain the piped gas network in Singapore on behalf of PowerGas. SPPG’s gas business is to plan, design, operate and maintain gas network assets in a manner that supports the delivery of safe, reliable, efficient, and quality services to customers. Under the Gas Transporter Licence, the Gas Transporter has to develop separate fees and charges for separate gas transportation services such as connection services and transportation services. This document sets out the connection policy and procedure for Natural Gas supply. 1.2 Singapore Gas Transportation System PowerGas owns an extensive gas transmission and distribution network throughout Singapore. The network is generally buried underground and transports natural gas to the western and northern parts of Singapore, and town gas to the whole of Singapore. The gas assets comprise the transmission network (operating at higher pressures), which forms the main reticulation backbone and the distribution network (operating at lower pressures). • Town gas is manufactured in Senoko Gasworks and delivered to approximately 900,000 customers in Singapore. The customers are made up of industrial, commercial, and residential gas users. Residential customers consist mainly of gas users from HDB, condominiums and landed premises. The town gas transmission network operates at 3 barg whereas the distribution network operates at pressure regimes ranging from 1 kPa to 50 kPa. Natural gas is supplied to about 200 customers and is imported from four sources (two submarine pipelines from Indonesia, one submarine pipeline from Malaysia and internationally through the Liquefied Natural Gas Terminal). Under the Gas Network Code, Gas Shippers/Retailers represent the customers that are connected to the natural gas networks. These natural gas customers are typically commercial or industrial and include all power stations. The natural gas transmission network operates mainly at two pressure regimes, 28 barg and 40 barg, and the distribution network operates at pressure regimes ranging from 3 barg to 6 barg. Natural Gas Connection Policy and Procedure Updated 1 Apr 24 Page 2 1.3 Definitions The following terms shall have the following meanings when used in this document. “Authority” means the Energy Market Authority of Singapore established under the Energy Market Authority of Singapore Act (Cap.92B); “Gas Transporter” or “Transporter” means a representative holding a gas transporter’s licence; “Gas Retailer” or “Retailer” means a person who supplies gas to Retail Customers and who holds a Retailer’s Licence; “Gas Shipper” or “Shipper” means a person holding a gas shipper’s licence; “Gas Network Code” refers to the Gas Network Code issued by the Authority, setting out common terms and conditions between the Gas Transporter and Shippers who engage the Gas Transporter to transport natural gas though the gas pipeline network; “DR” known as designated representative means a professional engineer or a licensed gas service worker appointed by the developer or a responsible person for the premises; “PE” known as professional engineer means any person who is registered as a professional engineer in the mechanical engineering discipline under the Professional Engineers Act (Cap. 253); “LGSW” known as licensed gas service worker” means a person who is licensed under section 12 (3) of the Gas Act (Chapter 116A); “gas service work” means any work carried out on any gas installation or gas appliance, in whole or in part, including any design, construction, installation, commissioning, erection, testing, repair, addition, alteration or maintenance work; “gas service isolation valve (“GSIV”)” means a valve, located at or near the boundary line of any property or the apron of any building, used by a gas transporter to isolate the supply of gas to that property or building; “gas service pipe” means a pipe or any part thereof, other than a gas main, used for the purpose of conveying gas from a gas main to a gas service isolation valve, and includes any pipe owned by, or under the management or control of, a gas transporter which is used for the purpose of conveying gas from the gas service isolation valve to the meter at a consumer’s premises as defined in the Gas Act (Chapter 116A); “gas fitting” includes any pipe, valve, meter, regulator or other device for the control, measurement and use of gas as defined in the Gas Act (Chapter 116A); Natural Gas Connection Policy and Procedure Updated 1 Apr 24 Page 3 “gas installation” means a discrete grouping of gas fittings linking a gas service pipe to a gas appliance as defined in the Gas Act (Chapter 116A); “Gas Meter Control Valve” means a valve at the inlet of any meter used for the purpose of turning on or off a supply of gas through such meter to any gas installation as defined in the Gas (Supply) Regulation; “Meter Installation” means any meter and its associated equipment and installation including associated pipework, filter, valve, pressure regulating equipment, seal, housing, mounting, telemetry equipment, gas chromatograph and flow computer 1.4 Codes of Practices and Regulatory Requirements This connection procedure shall be read in conjunction with the provisions in the Gas Act, Gas (Supply) Regulations, Gas (Metering) Regulations, Gas Supply Code, Gas Metering Code, Gas Network Code, Singapore Standard, SS608 (where applicable) – Code of Practice for Gas Installation and relevant Retailer’s Handbook of Gas Supply, where applicable. The demarcation of responsibility from the gas service pipe to the gas installation is provided in Appendix 1 for reference purpose. 1.5 Submission of Application Please submit all connection enquiries, applications for gas connection and admittance request via the Gas Shipper/Retailer on SP Group’s eBusiness Portal (“Portal”): https://ebiz.spgroup.com.sg/index.html For all other matters, please submit your request to: gasenquiry@spgroup.com.sg Natural Gas Connection Policy and Procedure Updated 1 Apr 24 Page 4 2. Procedures for Gas Connection and Gas Admittance Gas users, applicants for gas supply, are advised to apply through the Shipper/Retailers for connection to the gas main network. The Shipper/Retailer will liaise with the Transporter on behalf of the applicant for gas connection and admittance. The key steps for gas connection and gas admittance are outlined below. The detailed process flow chart and Natural Gas connections application forms can be found in Appendices 2 to 5. Apply for Gas Connection Make Payment Engage DR Apply for Gas Admittance Apply for Gas Supply and Turn On 2.1 Apply for Gas Connection Transmission Connection Consumer’s pressure requirement of at least 18 barg shall be eligible for connection to a transmission pipeline, subject to Gas Transporter’s assessment. The actual delivery pressure would vary depending on the location of the offtake point. Consumers requiring higher or lower pressure than the transmission network operating pressure shall at its own cost install the necessary equipment to achieve the required pressure. To apply for a natural gas transmission connection, the Shipper shall submit the following documents and information through the Portal: • Endorsed Form GT1 - “Application for Gas Transmission Connection”; and • A plan showing the connection point endorsed by the responsible person or applicant; and • Consumer Project Data Information. The Transporter shall seek the Authority’s approval for the proposed transmission connection and notify the Shipper on the outcome of the application within 21 days, after obtaining a reply from the Authority. If the application is successful, the connection charge and project lead time will also be made known to the Shipper. Natural Gas Connection Policy and Procedure Updated 1 Apr 24 Page 5 As the Transporter will need to determine the feasibility of the new connection and establish relevant procedures for the operational phase of the connection, Shippers are advised to request for a consultation through the Portal for the Transporter to arrange a site discussion with the Shipper and Applicant prior to sending in the application. Distribution Connection To apply for a natural gas distribution connection, the Retailer shall submit the following documents and information through the Portal: • Endorsed Form GD1 - “Application for Gas Distribution Connection”; and • Location / site plan showing the project site and proposed connection point(s) endorsed by the responsible person or applicant; and • Location of Meter Installation The Transporter shall notify the Retailer on the outcome of the application within 14 days from the date of receipt of the application. If the application is successful, the connection charge will also be made known to the Retailer. 2.2 Make Payment The Shipper/Retailer shall confirm the project by making payment for the connection charge. Transmission Connection The Shipper shall confirm the project by making payment for the connection charge and book firm capacity in accordance with the requirements set forth in the Gas Network Code (“GNC”). Upon project confirmation, the Transporter shall commence permit application, procurement and construction works to extend gas pipeline up to and including the gas service isolation valve (“GSIV”). Distribution Connection The Retailer shall confirm the project by making payment for the connection charge. The Retailer’s appointed Shipper shall subsequently, where necessary, book firm capacity in accordance with the requirements set forth in the GNC. Upon project confirmation, the Transporter shall commence permit application, procurement and construction works to extend gas pipeline up to and including the GSIV. Natural Gas Connection Policy and Procedure 2.3 Engage DR for Consumer’s Gas Installation Updated 1 Apr 24 Page 6 The applicant shall engage a PE or a LGSW, as the case may require, as the DR for the project. Transmission Connection The Shipper and the DR shall liaise with the Transporter on the connection point at the property boundary, and where applicable, the location of the Meter Installation within the premises, the work schedule and other related matters throughout the entire project until final commissioning. The DR is responsible for the design, procurement, and construction of the Gas Fittings from the GSIV to the appliance/equipment including the Meter Installation, where applicable, in accordance with the Gas Act and its subsidiary legislations and applicable Code(s). Distribution Connection The Retailer and the DR shall liaise with the Transporter on the connection point at the property boundary, the work schedule, the location of the Meter Installation within the consumer’s premises and other related matters throughout the entire project until commissioning. The DR is responsible for the design, procurement, and construction of the Gas Installation from the GSIV to the appliance/equipment, excluding the Meter Installation, in accordance with the Gas Act and its subsidiary legislations and applicable Code(s). Natural Gas Connection Policy and Procedure Updated 1 Apr 24 Page 7 2.4 Apply for Gas Admittance Transmission Connection The DR shall certify completion and successful testing of the Gas Fittings and the Meter Installation, where applicable. When the Gas Fittings, the Meter Installation and the site are ready to receive gas, the DR/applicant shall apply, through the Shipper, to the Transporter to connect and admit gas into the Gas Fittings up to the Meter Installation, where applicable, by submitting the following form: • Form GT2 - “Application for Admittance of Gas” The DR shall conduct the necessary proof test and complete Form GT3 “Certificate of Proof Test” prior to the Transporter interim admittance of gas into the Gas Fitting up to the Meter Installation. The Transporter shall carry out gas admittance from the GSIV up to the Meter Installation. Upon successful interim admittance of gas, the Transporter shall issue the “Statement of Interim Admittance of Gas”. Thereafter, the DR shall proceed to purge and commission the Gas Fittings up to the Meter Installation, where applicable. The Transporter shall issue the “Statement of Admittance of Gas” upon certification by the DR of successful purging and commissioning of the Gas Fittings up to the Meter Installation. The owner of Meter Installation shall liaise with the Applicant/DR and the Shipper to purge the Meter Installation. Distribution Connection The DR shall certify completion and successful testing of the Gas Installation. When the Gas Installation is ready to receive gas, the DR/applicant shall apply, through the Retailer, to the Transporter to connect and admit gas into the Gas Installation up to, but excluding, the Meter Installation by submitting the following form: • Form GD2 - “Application for Admittance of Gas” The DR shall conduct the necessary proof test and submit the completed Form GD3 “Certificate of Proof Test” and request for interim admittance of gas immediately prior to the Transporter connecting the Gas Installation to the gas pipeline network and admitting gas into the Gas Installation up to, but excluding, the Meter Installation. Upon successful interim admittance of gas, the Transporter shall issue the “Statement of Interim Admittance of Gas”. Thereafter, the DR shall proceed to purge and commission the Gas Installation up to, but excluding, the Meter Installation. Natural Gas Connection Policy and Procedure Updated 1 Apr 24 Page 8 The Transporter shall issue the “Statement of Admittance of Gas” upon certification by the DR of successful purging and commissioning of the Gas Installation up to the Meter Installation. 2.5 Apply for Supply and Gas Turn On The applicant shall liaise with the Shipper/Retailer to carry out gas turn-on when the installation/equipment and the site are ready to receive gas. Transmission Connection Where the Meter Installation is owned by the Transporter, the Applicant/DR shall submit Form GT4 “Authorisation to Turn on Gas Meter Control Valve” to instruct the Transporter to open the Gas Meter Control Valve for gas turn-on from the Meter Installation to the appliances/equipment. For purging of the Meter Installation and gas turn on, the Shipper shall nominate for gas flow in accordance to Gas Network Code. Distribution Connection The Retailer shall carry out gas turn-on from the Meter Installation up to the appliances/equipment. The applicant is advised to refer to the Retailer’s Handbook on Gas Supply for the latest procedures. A summary of the procedures is shown below. • The DR shall: • certify completion and successful testing of the Consumer’s Internal Pipe; and • apply to the Retailer for connection and gas turn-on up to the appliances/equipment when the Consumer’s Internal Pipe is ready to receive gas. • The Retailer shall: • ensure appropriate tests, before and after the installation of the meter, are performed on the gas installation from and including the meter to the gas appliance before the as supply is turned on at the relevant Gas Meter Control Valve; • arrange for the connection of the Consumer’s Internal Pipe to the outlet of the Meter Installation thereafter; and • issue the “Statement of Turn-on of gas” to the applicant. Natural Gas Connection Policy and Procedure 3. Guidelines for Other Applications 3.1 Apply for Replacement, Addition & Alteration Works Updated 1 Apr 24 Page 9 Any application for replacement of, or addition or alteration to, the gas installation or gas fitting located from the GSIV to (and including) the Meter Installation, where applicable, shall be made by the applicant through the Shipper/Retailer to the Transporter’s email address in Section 1.5. 3.2 Apply for Disconnection An application to disconnect a gas installation or gas fitting from a gas pipeline network shall be made by the responsible person to the Transporter in the following instances: • When the gas supply to the premises has been discontinued; or • When the supply of gas is no longer required; or • When the premised are undergoing renovation or demolition and gas supply has to be disconnected for safety reasons. Any application for the disconnection of the gas installation or gas fitting shall be made to the Transporter’s email address in Section 1.5. 3.3 Apply for Re-connection Any application for the re-connection of the gas installation or gas fitting shall be made to the gas transporter only when the applicant has rectified the defects on the gas installation/fitting. The application should be made through the Shipper/Retailer via the Transporter’s Portal. The Transporter shall respond to the Shipper/Retailer on the outcome of the application within 14 days from the date of receipt of the application. 3.4 Other Applications The applicant is advised to consult with the Transporter if it has a request for gas connection that has not been covered in the procedures above. The applicant shall send its request to the Transporter’s email address in Section 1.5. Natural Gas Connection Policy and Procedure Updated 1 Apr 24 Page 10 4. Charges 4.1 Connection Policy The cost to connect a customer’s gas installation or gas fitting to the Transporter’s gas pipeline network varies from case-to-case, due to the proximity of the customer’s location and the cost of the materials and services required for the gas connection. Where possible, the Transporter will envisage to propose the most cost-effective connection to the applicant. 4.2 Connection Charge The connection charge payable for all gas connection applications is the sum of the project cost less the deductible cost, subject to a minimum connection charge of zero. The description of each of the cost components are shown below. (1) Project cost All costs related to the provision of gas connection from the Transporter’s gas pipeline network to the GSIV, including the Meter Installation (where applicable). (2) Deductible cost The Transporter’s investment value based on the committed gas demand from the applicant for the new gas connection. For distribution connections, the investment value is derived based on the net present value of the 5-Year revenue of the average consumption for each consumption category (see Appendix 8). For transmission connections, the connection charges are calculated individually on a case-bycase basis. In addition, a Last Mile Connection Charge (“LMCC”) will be levied to recover the cost of the “last mile” connection of the gas installation to the GSIV from the applicant. The natural gas transmission/distribution connection deductible cost, LMCC and unit rates used in the determination of the transmission/distribution pipeline estimated capital investment shall be reviewed and adjusted when deemed necessary by the Transporter. The Transporter reserves the right to review the connection charge paid for any new connection and seek reimbursement for the first 5 years under-recovered revenue from the Shipper/Retailer if the actual gas consumption after 5 years of operation is more than 10% below the projected gas demand declared during application. Natural Gas Connection Policy and Procedure Updated 1 Apr 24 Page 11 5. Unauthorised Connection and Supply of Gas In accordance with the Gas Act, any person who: • lays or causes to be laid gas pipe or fitting to connect to the gas network belonging to or managed by the Transporter without consent of the Transporter; • fraudulently abstracts, uses or consumes the supply of gas; • tempers any gas meter shall be guilty of an offence and shall be liable on conviction to a fine or imprisonment, or both. The Transporter may disconnect the premises of, or the gas retailer may discontinue supply of gas to the premises of, the person. Natural Gas Connection Policy and Procedure Updated 1 Apr 24 Page 12 6. Appendices Appendix 1 – Demarcation of responsibility Natural Gas Connection Policy and Procedure Appendix 2 – Transmission Connection Flow Chart Updated 1 Apr 24 Page 13 Start Responsible person applies for connection through Shipper via e-Business portal • Form GT1 • Connection Point Plan • Customer Project Data Information Is there sufficient existing pipeline capacity? No Shipper may request for issuance of Open Season Invitation Yes Upon approval by EMA, Transporter issue quotation within 21 days, with the following information: • Connection charge • Project lead time Has Shipper paid connection charge? No Works shall not commence. If connection quotation expires, Responsible person to apply for connection again. Yes Project confirmed • Transporter commences permit application, procurement and construction • Consumer engages PE and commence design, procurement and construction • Shipper liaises with consumer and Transporter on the project • Shipper applies for transmission network offtake in accordance with GNC. a Yes Is Transporter building the Meter Installation? No b Natural Gas Connection Policy and Procedure Appendix 2 – Transmission Connection Flow Chart (Cont’d) Updated 1 Apr 24 Page 14 a b Transporter designs and constructs Meter Installation PE designs and constructs Gas Fitting and Meter Installation Gas Fitting and Meter Installation and site ready to receive gas Gas Fitting and Meter Installation and site ready to receive gas PE applies for gas admittance • Form GT2 PE applies for gas admittance • Form GT2 PE conducts proof test immediately prior to gas admittance • Form GT3 PE conducts proof test immediately prior to gas admittance • Form GT3 Transporter issues “Statement of Interim Admittance of Gas” and PE proceed to purge and commission up to, but excluding, the Meter Installation Transporter issues “Statement of Interim Admittance of Gas” and PE proceed to purge and commission up to, but excluding, the Meter Installation Transporter purges and commissions Meter Installation Transporter issues “Statement of Admittance of Gas” Transporter issues “Statement of Admittance of Gas” Consumer instruct Transporter to open Gas Meter Control Valve for gas turn on • Form GT4 Consumer proceed to perform gas turn on End Natural Gas Connection Policy and Procedure Appendix 3 – Transmission Connection Application Forms Updated 1 Apr 24 Page 15 S/No. Form No. Description 1 GT1 Application for Gas Transmission Connection 2 GT2 Application for Admittance of Gas 3 GT3 Certificate of Proof Test 4 GT4 Authorisation to Turn On Gas Meter Control Valve Natural Gas Connection Policy and Procedure Appendix 4 – Distribution Connection Flow Chart Updated 1 Apr 24 Page 16 Start Responsible person applies for connection through a Retailer • Form GD1 • Connection Point Plan Transporter notifies Retailer within 14 days, applicable connection charge, lead time and other relevant information Has Retailer paid connection charge? Yes No Works shall not commence. If connection quotation expires, Responsible person to apply for connection again. Project confirmed • Transporter commences permit application, procurement and construction • Retailer liaises with consumer/DR and Transporter on the project • Retailer’s appointed Shipper applies for distribution network offtake in accordance with GNC. • DR designs and constructs gas installation from GSIV to Meter Installation a Natural Gas Connection Policy and Procedure Appendix 4 – Distribution Connection Flow Chart (Cont’d) Updated 1 Apr 24 Page 17 a Gas Installation up to the Metering Installation and the site ready to receive gas DR/ Consumer applies for gas admittance • Form GD2 DR conducts proof test immediately prior to gas admittance • Form GD3 Transporter issues “Statement of Interim Admittance of Gas” and DR proceed to purge and commission up to, but excluding, the Meter Installation Transporter issues “Statement of Admittance of Gas” End During Gas Turn-on, where applicable, the Retailer may authorise the Transporter to operate the Meter Control Valve via Form GD4 Natural Gas Connection Policy and Procedure Appendix 5 – Distribution Connection Application Forms Updated 1 Apr 24 Page 18 S/No. Form No. Description 1 GD1 Application for Gas Distribution Connection 2 GD2 Application for Admittance of Gas 3 GD3 Certificate of Proof Test 4 GD4 Authorisation to Turn On Gas Meter Control Valve Natural Gas Connection Policy and Procedure Appendix 6 – Reference Rates for Transmission Project Updated 1 Apr 24 Page 19 This sets out a non-exhaustive list of the main cost drivers and the corresponding unit rates used in the estimation of the capital investment for a new transmission pipeline. For the avoidance of doubt, the information set out here is provided solely for reference only and is subject to changes in actual contract rates. S/No. Description Size 1 2 3 Laying of underground steel pipeline ($/m) Boring and installation of concrete pipe sleeve Pipe jacking and pipeline ($/m) Construction of jacking and receiving pit ($/pair) Unit Rate ($) excl. GST Unit Rate ($) incl. 9% GST 300mm 6,200 6,758 - 8,500 9,265 - 1,013,000 1,104,170 4 Installation of underground valve ($/set) 300mm 315,000 343,350 5 6 Electrical and Instrumentation Hot tapping works Installation of surveillance system, SCADA RTU and Security RTU ($/set) Tee-off from existing 700mm dia pipeline ($/job) - 787,000 857,830 300mm 177,000 192,930 Note: • The amount of LTA road opening charges may vary due to the scope of the transmission project. For better clarity, please refer to LTA’s website for the charging methodology for LTA road opening charges. • Figures may not reflect the full GST effect due to rounding. Natural Gas Connection Policy and Procedure Appendix 7 – Reference Rates for Distribution Project Updated 1 Apr 24 Page 20 This sets out a non-exhaustive list of the main cost drivers and the corresponding unit rates used in the estimation of the capital investment for a new distribution pipeline. For the avoidance of doubt, the information set out here is provided solely for reference only and is subject to changes in actual contract rates. S/N o. Description Size Unit Rate ($) excl. GST Unit Rate ($) incl. 9% GST 1 Supply and Laying of PE pipes and fittings ($/m) 315mm 860 938 2 Connection to existing pipes ($/job) 315mm 12,900 14,601 3 Installation of Valve ($/job) 300mm 7,800 8,502 4 Reinstatement of rigid pavement / concrete panel ($/m 2 ) 480 524 5 Milling and Patching of road (min 250m 2 ) ($/m 2 ) 31 34 Note: • The amount of LTA road opening charges may vary due to the scope of the transmission project. For better clarity, please refer to LTA’s website for the charging methodology for LTA road opening charges. • Figures may not reflect the full GST effect due to rounding. Natural Gas Connection Policy and Procedure Updated 1 Apr 24 Page 21 Appendix 8 – Deductible Component for Natural Gas Distribution Connection (wef 1 Apr 24) c = Consumption per Annum (MMBtu) Distribution connection within JIT ($) Distribution connection outside JIT ($) c ≤ 5,000 nil nil 5,000 < c ≤ 15,000 80,000 185,000 15,000 < c ≤ 25,000 160,000 365,000 25,000 < c ≤ 35,000 235,000 550,000 35,000 < c ≤ 45,000 315,000 735,000 45,000 < c ≤ 55,000 395,000 915,000 55,000 < c ≤ 65,000 475,000 1,100,000 65,000 < c ≤ 75,000 550,000 1,285,000 75,000 < c ≤ 85,000 630,000 1,465,000 85,000 < c ≤ 95,000 710,000 1,650,000 95,000 < c ≤ 105,000 790,000 1,835,000 105,000 < c ≤ 115,000 865,000 2,015,000 115,000 < c ≤ 125,000 945,000 2,200,000 125,000 < c ≤ 135,000 1,025,000 2,385,000 135,000 < c ≤ 145,000 1,105,000 2,565,000 145,000 < c ≤ 155,000 1,180,000 2,750,000 155,000 < c ≤ 165,000 1,260,000 2,935,000 Beyond 165,000 1,295,000 2,970,000

Joint News Release SP GROUP PARTNERS SINO-SINGAPORE GUANGZHOU KNOWLEDGE CITY TO DEVELOP ENERGY-SAVING SOLUTIONS Singapore & China, 31 August 2020 – SP Group (SP) today signed an agreement with the Sino- Singapore Guangzhou Knowledge City Investment and Development Co. Ltd (GKC Co) to establish a joint venture (SP-GKC JV Co) to develop district cooling, heating and integrated energy solutions that will help the China-Singapore Guangzhou Knowledge City (CSGKC) to achieve energy savings. The joint venture agreement was signed by SP’s Group Chief Executive Officer Mr Stanley Huang and GKC Co’s Chief Executive Officer Mr Chen Changxin at the 11th Singapore-Guangdong Collaboration Council (SGCC) meeting. The meeting, held over video conference in Guangzhou and Singapore, was co-chaired by Guangdong Governor Mr Ma Xingrui and Singapore’s Transport Minister Mr Ong Ye Kung. As part of the agreement, SP and GKC Co are working together to develop district cooling and heating solutions for the Knowledge Tower at the Jiulong Lake area in GKC. Leveraging the technology and SP’s experience in the energy industry, both parties will also focus on integrating sustainable energy solutions such as distributed energy, energy storage, energy efficiency and energy management systems. In the next phase of development, these solutions could be extended to other projects in the Sino- Singapore International Technology Innovation Cooperation Demonstration Area within CSGKC, to enable more customers to enjoy substantial energy and cost savings. This will translate to a cleaner and more sustainable energy future for CSGKC and Guangzhou city. Mr Stanley Huang, Group Chief Executive Officer of SP Group said: “Our technology and operations at Raffles City Chongqing and Singapore’s Marina Bay have helped customers achieve cost savings and reduce energy consumption by 40 per cent. Through this partnership with CSGKC, SP Group looks forward to supporting China’s goal to build an ecological civilisation and Beautiful China 1 , with our smart and sustainable energy solutions. Together, we aim to enable customers in China to enjoy a sustainable, low-carbon future.” 1 The Beautiful China initiative is a plan for the sustainable development of the Chinese nation as well as for China to fulfill the United Nations’ 2030 Agenda for Sustainable Development. 1 Mr. Chen Changxin, CEO of GKC Co said: "As an important platform for China-Singapore collaboration, GKC Co has started the exchanges and cooperation with SP Group since the ground-breaking of GKC. This year marks the 30th anniversary of China-Singapore diplomacy and the 10th anniversary of GKC, it is a milestone for us to jointly establish a joint venture to develop the smart energy business. Based on the principle of “government-supported, enterprise-led, market-driven” and with the Knowledge Tower project at the Jiulong Lake as a start, we will implement investment, construction and operation of district cooling and heating solutions centred on the smart micro-grids layout, promote the development of smart energy businesses in GKC and gradually extend to GBA, so as to achieve synergistic improvement of commercial value, corporate benefits and social effects, and jointly create another successful model of China- Singapore collaboration." Raffles City Chongqing, where SP Group operates its advanced energy-efficient cooling and heating system, commenced operations in September 2019. SP’s cooling operations enabled Raffles City Chongqing to reduce energy consumption by more than 40 per cent savings, compared to conventional building chiller plants. SP designed and operates the world’s largest underground district cooling system at Singapore’s Marina Bay Financial district. Besides achieving substantial energy efficiency, the Marina Bay district cooling network achieved 100% reliability for 13 consecutive years, since it commenced operations in 2006. -Ends- 2 新 闻 稿 新 加 坡 能 源 集 团 携 手 中 新 广 州 知 识 城 实 现 节 能 解 决 方 案 ( 新 加 坡 、 中 国 ,2020 年 8 月 31 日 ) 新 加 坡 能 源 集 团 (SP Group) 今 天 宣 布 与 中 新 广 州 知 识 城 投 资 开 发 有 限 公 司 ( 简 称 “ 知 识 城 合 资 公 司 ”) 签 署 合 作 协 议 , 双 方 成 立 合 资 企 业 开 发 区 域 供 冷 供 热 及 综 合 能 源 解 决 方 案 , 帮 助 中 新 广 州 知 识 城 ( 简 称 “ 知 识 城 ”) 实 现 节 能 减 排 目 标 。 新 加 坡 能 源 集 团 总 裁 黄 天 源 和 知 识 城 合 资 公 司 总 裁 陈 长 新 在 新 加 坡 - 广 东 合 作 理 事 会 ( 简 称 “ 新 粤 合 作 理 事 会 ”) 第 十 一 次 会 议 上 签 署 了 该 合 资 协 议 。 广 东 省 省 长 马 兴 瑞 先 生 和 新 加 坡 交 通 部 长 王 乙 康 先 生 分 别 在 广 州 和 新 加 坡 主 持 了 此 次 线 上 视 频 会 议 。 按 照 协 议 , 新 加 坡 能 源 集 团 与 知 识 城 合 资 公 司 将 共 同 开 发 知 识 城 九 龙 湖 “ 知 识 塔 ” 片 区 的 区 域 供 冷 供 热 解 决 方 案 。 同 时 , 借 助 新 能 源 集 团 在 能 源 领 域 的 经 验 和 技 术 , 双 方 还 将 关 注 一 体 化 能 源 解 决 方 案 , 如 分 布 式 能 源 、 储 能 、 能 效 管 理 及 整 合 能 源 管 理 系 统 等 方 面 。 下 一 阶 段 , 这 些 技 术 将 拓 展 到 广 州 知 识 城 “ 中 新 国 际 科 技 创 新 合 作 示 范 区 ” 的 其 他 项 目 中 , 使 更 多 客 户 受 益 于 能 耗 和 成 本 的 大 幅 下 降 。 这 也 将 为 知 识 城 和 广 州 市 更 清 洁 、 可 持 续 的 能 源 事 业 发 展 助 力 。 新 加 坡 能 源 集 团 总 裁 黄 天 源 先 生 说 :“ 我 们 创 新 的 技 术 和 营 运 为 重 庆 来 福 士 和 新 加 坡 滨 海 湾 的 客 户 节 约 了 百 分 之 四 十 的 能 耗 。 新 加 坡 能 源 集 团 希 望 能 够 通 过 这 次 中 新 广 州 知 识 城 的 合 作 , 用 我 们 的 智 慧 可 持 续 能 源 解 决 方 案 , 继 续 支 持 中 国 的 生 态 文 明 和 ‘ 美 丽 中 国 ’ 2 建 设 , 实 现 低 碳 和 可 持 续 发 展 的 未 来 。” 知 识 城 合 资 公 司 总 裁 陈 长 新 说 :“ 这 个 合 资 企 业 的 建 立 正 值 中 新 建 交 30 周 年 和 广 州 知 识 城 成 立 10 周 年 , 对 于 知 识 城 智 慧 能 源 产 业 发 展 来 说 有 着 里 程 碑 式 的 意 义 。 我 们 将 坚 持 ‘ 政 府 引 导 、 企 业 先 行 、 市 场 化 运 作 ’ 的 原 则 , 以 九 龙 湖 知 识 塔 项 目 为 起 点 , 围 绕 智 能 微 2 ‘ 美 丽 中 国 ’ 建 设 是 中 国 实 现 联 合 国 2030 年 可 持 续 发 展 议 程 的 计 划 。 3 网 布 局 实 施 区 域 制 冷 和 供 热 解 决 方 案 的 投 资 、 建 设 和 运 营 。” 陈 长 新 表 示 , 双 方 还 将 持 续 提 升 知 识 城 智 慧 能 源 产 业 发 展 水 平 , 并 将 成 功 经 验 推 广 至 粤 港 澳 大 湾 区 , 从 而 实 现 商 业 价 值 、 企 业 效 益 和 社 会 效 应 的 协 同 提 高 , 共 同 打 造 中 新 合 作 的 又 一 成 功 典 范 。 新 加 坡 能 源 集 团 在 新 加 坡 滨 海 湾 金 融 区 设 计 打 造 了 世 界 上 最 大 的 地 下 区 域 供 冷 系 统 。 该 系 统 自 2006 年 投 入 运 营 以 来 已 连 续 十 三 年 实 现 100% 的 可 靠 性 。2019 年 9 月 正 式 营 业 的 重 庆 来 福 士 广 场 也 采 用 了 新 能 源 集 团 的 尖 端 高 效 节 能 供 冷 供 热 系 统 , 实 现 了 高 达 40% 以 上 的 节 能 效 果 。 新 加 坡 能 源 集 团 将 以 中 新 广 州 知 识 城 合 作 项 目 为 契 机 , 为 中 国 持 续 带 来 高 效 节 能 的 解 决 方 案 , 助 力 “ 美 丽 中 国 ” 建 设 。 - 完 - 4 Notes to Editor About the Marina Bay District Cooling Network Artist Impression of Knowledge Tower 5 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 follow us on Facebook at fb.com/SPGroupSG and on Twitter @SPGroupSG. About China-Singapore Guangzhou Knowledge City & GKC Co China-Singapore Guangzhou Knowledge City (CSGKC) is a state-level bilateral collaboration project between China and Singapore, also an iconic cooperation project between Guangdong Province and Singapore, which is located at the geometrical center of Guangzhou, as well as in the northern part of Huangpu District, with a total planned area of 178 square kilometers and a total planned population of around 700,000-1,000,000 people. CSGKC is positioned as a unique, vibrant and sustainable city that is highly attractive to both talents and knowledge-based industries. In 2019, as the core innovation platform of Guangzhou-Shenzhen-Hong Kong-Macao Science and Technology Innovation Corridor, CSGKC was included in the strategic planning of the GBA. Since the ground-breaking in 2010, CSGKC has developed into a prototype of a future city in ten years’ time. Sino-Singapore Guangzhou Knowledge City Investment & Development Co., Ltd (GKC Co), is a 50- 50 joint-venture company established by Guangzhou Development District Administrative Committee (GDDAC) and CapitaLand. GKC Co is responsible for developing the Southern Start-Up Area (SUA) as the first phase, and subsequently the rest of CSGKC in stages. With GKC Co as the platform, China and Singapore have collaborated strategically in technological innovation, city development, intellectual property rights, talent exchange and training. For more information, please visit http://www.ssgkc.com. 6

Media Statement Electricity Supply Disruption ELECTRICITY SUPPLY DISRUPTION Singapore, 18 September 2018 – Electricity supply to parts of Singapore was disrupted at about 1.18 am today. Supply was fully restored within 38 minutes, by 1.56 am today. (Timing updated) We apologise for the inconvenience caused and thank the public for their patience. About 146,797 residential and commercial customers were affected. Our officers were immediately deployed to the affected areas and our priority was to restore supply as safely and quickly as possible. The areas affected were Boon Lay, Choa Chu Kang, Clementi, Jurong, Pandan Loop, Aljunied, Geylang, Tanjong Rhu, Mountbatten, Kembangan, Bedok, East Coast, Ang Mo Kio, Bishan, Thomson, Mandai, Admiralty, Sembawang and Woodlands. In our preliminary findings, the disruption was due to partial loss of supply from two power generation units. Our investigations are ongoing.

__________________________________________________________________________________ SPSRM Supplier Registration Guide __________________________________________________________________________________ (Version 1.01, May 2019) SPSRM Supplier Registration Guide Version 1.01 TABLE OF CONTENTS CHANGE LOG ........................................................................................................................... 3 1. GENERAL INFORMATION .................................................................................................. 4 1.1. PURPOSE OF SUPPLIER REGISTRATION GUIDE ................................................................ 4 1.2. SPSRM PORTAL ................................................................................................................ 4 1.3. CONTACT US .................................................................................................................... 4 2. SYSTEM REQUIREMENTS .................................................................................................. 5 3. THINGS TO NOTE BEFORE REGISTRATION ......................................................................... 6 3.1. AUTHORISED REPRESENTATIVE ....................................................................................... 6 3.2. SUPPORTING DOCUMENTS TO BE ATTACHED ................................................................. 6 4. SELF-REGISTRATION ......................................................................................................... 7 4.1. SELF-REGISTRATION FORM .............................................................................................. 7 4.2. GENERAL COMPANY INFORMATION ............................................................................... 9 4.3. AUTHORISED REPRESENTATIVE INFORMATION ............................................................ 11 4.4. CATEGORIES ................................................................................................................... 12 4.5. ATTACHMENT ................................................................................................................ 13 4.6. NOTES ............................................................................................................................ 15 4.7. DECLARATION, DATA PRIVACY STATEMENT AND HUMAN VERIFICATION .................... 16 4.8. SUBMIT FORM ............................................................................................................... 18 4.9. REGISTRATION REQUEST PROCESSING AND OUTCOME ............................................... 19 Page 2 of 19 SPSRM Supplier Registration Guide Version 1.01 CHANGE LOG Version Date Change details 1.0 24 Apr 2019 Initial publish 1.01 10 May 2019 Section 3.2: Added note to censor identification number, retain only the final 4 characters. Page 3 of 19 SPSRM Supplier Registration Guide Version 1.01 1. GENERAL INFORMATION 1.1. PURPOSE OF SUPPLIER REGISTRATION GUIDE This User Guide is intended to provide SPSRM Suppliers guidelines on the following: • Supplier Self-Registration __________________________________________________________________________________ 1.2. SPSRM PORTAL URL to SPSRM Portal: https://srm.spgroup.com.sg __________________________________________________________________________________ 1.3. CONTACT US If you have any enquiries, please contact us at: SRM Support Telephone: 65 6916 8839 E-mail address: srmsupport@spgroup.com.sg Please note the operating hours (Singapore Time): - Mon to Fri: 8:30am to 12:30pm; 1:30pm to 5:00pm - Closed on Sat, Sun & Public Holidays __________________________________________________________________________________ Page 4 of 19 SPSRM Supplier Registration Guide Version 1.01 2. SYSTEM REQUIREMENTS The following are required to access and perform activities on SPSRM portal. • Internet connection • Computer with the following web browser: o Windows Operating System: Chrome or Edge o Mac Operating System: Safari • Browser settings: o Pop-up blocker must be disabled/turned off o Zoom is set to 100% Page 5 of 19 SPSRM Supplier Registration Guide Version 1.01 3. THINGS TO NOTE BEFORE REGISTRATION 3.1. AUTHORISED REPRESENTATIVE The Supplier shall nominate a personnel to be the Authorised Representative. The nominated Authorised Representative must be a valid person who has the authority to represent the Company in all transactions carried out in SPSRM System. The Authorised Representative will be assigned with Administrator rights to perform the following activities in SPSRM System: • Maintain Company Data (Product Category selection) • Create Contact Person Account* • Maintain Contact Person Data (Name, Phone/Fax Numbers, E-mail Address) • Lock / Unlock Contact Person Account • View RFx • RFx Response related activities (e.g. Create, Submit, etc) * Contact Person Account is a non-Administrator account which will have basic rights such as display Company/Own Data and bidding activities (e.g. View RFx, RFx Response related activities). __________________________________________________________________________________ 3.2. SUPPORTING DOCUMENTS TO BE ATTACHED Softcopies of the supporting documents are to be attached at the “Attachment” section of the registration form. 3.2.1. Mandatory Documents • Documentation for verification of Supplier’s Company Name o E.g. 1: Company’s Accounting & Corporate Regulatory Authority Business Profile o E.g. 2: Company’s Certification of Incorporation if not registered with Accounting & Corporate Regulatory Authority • Directors' Resolution authorising the Authorised Representative to transact for and on behalf of the Company in SPSRM Sample of Directors’ Resolution available here • Documentation for verification of Authorised Representative's identity Note: The identification number must be censored to retain only the final four (4) characters (e.g. 123A). o E.g. 1: NRIC/Employment Pass (Front Side only) o E.g. 2: Passport Particulars Page 3.2.2. Optional Documents • Company’s GST/VAT profile • GeBIZ Supply Heads registration profile • BCA Workheads registration profile • WSHC bizSAFE registration profile Page 6 of 19 SPSRM Supplier Registration Guide Version 1.01 4. SELF-REGISTRATION 4.1. SELF-REGISTRATION FORM i. Go to https://srm.spgroup.com.sg. ii. Click on New Supplier Registration hyperlink. Page 7 of 19 SPSRM Supplier Registration Guide Version 1.01 iii. The Self-Registration Form will be displayed in a new window. All fields demarcated with an asterisk (*) are mandatory fields. Note: There is an inactivity time-out period of 15 minutes for this form. When it has timed-out, you may see the following error when entering data into the form or when you click the “Submit” button. If you encounter this error, you must close this window and restart the process again from Step ii above. Page 8 of 19 SPSRM Supplier Registration Guide Version 1.01 4.2. GENERAL COMPANY INFORMATION GENERAL COMPANY INFORMATION COMPANY NAME Enter Company Name in Company Name1, exceeding which to be continued at Company Name2. The entered Company Name shall be in accordance with the Company’s Accounting & Corporate Regulatory Authority Business profile (or the local equivalent for Foreign Suppliers). • Entries should not contain special characters ( ~ # $ %, etc). SUPPLIER TYPE Singapore (Local): Singapore registered/incorporated entity Overseas: Any non-Singapore registered/incorporated entity Page 9 of 19 SPSRM Supplier Registration Guide Version 1.01 GENERAL COMPANY INFORMATION UNIQUE ENTITY NUMBER (UEN) The Unique Entity Number (also known as Business Registration Number) shall be entered as per the Company’s Accounting & Corporate Regulatory Authority Business profile (or the local equivalent for Foreign Suppliers). • This field is mandatory for Supplier Type: Singapore (Local). • Entries should not contain any special characters ( - / ~ @ #, etc). GST/VAT Reg. No. If applicable, the GST (also known as Goods & Services Tax) or VAT (Value- Added Tax) shall be entered as per the Company’s Inland Revenue Authority profile for GST/VAT (or the local equivalent for Foreign Suppliers). • Entries should not contain any special characters ( - / ~ @ #, etc). ADDRESS The address provided here will be used to post communications to the Company. • Country is a mandatory field. • Special characters other than . , / - are not allowed. COMMUNICATION Phone and Fax numbers: The phone/fax numbers provided here must be the same as the Authorised Representative’s phone/fax numbers. E-Mail Address: The e-mail address must be the same as the Authorised Representative’s e-mail address. 1. Telephone & Fax number format should be: • Singapore registered: [4 digits] [space] [4 digits] (e.g. 1234 5678) • Foreign registered: [Country code] [Space] [Area code] [Space] [Phone number] (e.g. 1 234 567 8901) 2. Enter Telephone / Fax number extension, if applicable Page 10 of 19 SPSRM Supplier Registration Guide Version 1.01 4.3. AUTHORISED REPRESENTATIVE INFORMATION AUTHORISED REPRESENTATIVE INFORMATION PARTICULARS Enter the Authorised Representative’s Name as per the NRIC/Employment Pass or Passport Particulars page. COMMUNICATION Phone and Fax numbers: The phone/fax number provided here may be used to contact and/or transmit communications to the Authorised Representative. E-Mail Address: The e-mail address provided here will be used for the transmittal of Login ID and password upon approval of the registration request. It will thereon be used to transmit RFx, Purchase Orders and Contracts related communications. Do ensure the e-mail address is active and entered without any typographical error. 1. Telephone & Fax number format should be: Page 11 of 19 • Singapore registered: [4 digits] [space] [4 digits] (e.g. 1234 5678) • Foreign registered: [Country code] [Space] [Area code] [Space] [Phone number] (e.g. 1 234 567 8901) 2. Enter Telephone / Fax number extension, if applicable • Country is a mandatory field. SPSRM Supplier Registration Guide Version 1.01 4.4. CATEGORIES Select the applicable categories you are interested to be notified when opportunities are published. These are the sub-categories. This set of sub-categories are under Category: Administrative and Training. Orange background: These are the Categories. When Orange background: selected, the sub-categories (white background) under These are the Main it will all be selected. Categories. When selected, the subcategories (white background) under it will all be selected. Page 12 of 19 S SRM Supplier Registration Guide Version 1.01 4.5. ATTACHMENT Supporting documents listed in 3.2 SUPPORTING DOCUMENTS TO BE ATTACHED are to be attached here. • Maximum file size limit per file is 10MB. • Recommended to keep file name within 20 characters. • Allowed file types: .bmp, .doc, .docx, .jpeg, .jpg, .ods, .odt, .pdf, .png, .ppt, .pptx, .rtf, .xls, .xlsx, .zip • Supplier is recommended to zip all files into a zip file (not exceeding 10MB) for ease of upload. 4.5.1. Add Attachment i. Click on Browse button. ii. At the file locator dialog box, navigate to the file location and select the file. Click on Open button. File locator dialog box auto-closes. iii. Click on the Upload button. iv. Attachment successfully added. Repeat steps i to iii to continue uploading files if required. Page 13 of 19 S SRM Supplier Registration Guide Version 1.01 4.5.2. Delete Uploaded Attachment i. Select the attachment to be deleted by clicking the selection box on the left of the attachment. ii. The selected attachment will be shown with an orange background. Click on the Delete button. iii. A pop-up box will be displayed for you to confirm the deletion. Click Yes button to proceed. Click No button to cancel. iv. After clicking Yes button, the selected attachment will be removed. Repeat steps i to iii to delete other attachments if required. Page 14 of 19 S SRM Supplier Registration Guide Version 1.01 4.5.3. View Uploaded Attachment i. Click on the hyperlink of the uploaded attachment you intend to view. ii. A pop-up box will be displayed at the bottom of the window. Click on the Open button. Document will be displayed when download is complete. __________________________________________________________________________________ 4.6. NOTES This is an optional field. If you have any message for our Supplier Registration Team, you may enter it here. Page 15 of 19 S SRM Supplier Registration Guide Version 1.01 4.7. DECLARATION, DATA PRIVACY STATEMENT AND HUMAN VERIFICATION 4.7.1. Declaration and Data Privacy Statement When all the fields have been completed, you can only proceed to form submission after the acceptance of the Declaration and Data Privacy Statement. Acceptance is indicated by ticking the respective checkboxes. Suppliers are reminded that any discrepancy / falsified / fraudulent information may result in rejection of the request. Page 16 of 19 S SRM Supplier Registration Guide Version 1.01 4.7.2. Human Verification You must complete the Human Verification before proceeding to submit the form. The Human Verification question will be in one of the following variations: 1. Text description of a number - the numeric value to be entered 2. An arithmetic question - the numeric result to be calculated and entered Variation 1 example: Variation 2 example: Page 17 of 19 S SRM Supplier Registration Guide Version 1.01 4.8. SUBMIT FORM Error messages will be displayed at the top of the screen. All errors must be resolved before the form can be submitted. i. Upon completion of the earlier sections, click on Submit button at the top left of the screen. ii. A pop-up box will be displayed to inform you the submission is successful. Click on the Close button to close the message box and the form. iii. On successful submission, an acknowledgement e-mail will be sent to the Authorised Representative’s e-mail. Please quote the Request Reference Number (e.g. SLCxxxxxxx) or your full company name if you need to get in touch with us regarding your registration request. Page 18 of 19 S SRM Supplier Registration Guide Version 1.01 4.9. REGISTRATION REQUEST PROCESSING AND OUTCOME 4.9.1. Processing Please allow us time to review and process your registration request. This may take up to five (5) working days. Suppliers are reminded that omission of any mandatory supporting document or data discrepancies between the entries in the Form and supporting document(s) may result in the rejection of the registration request. __________________________________________________________________________________ 4.9.2. Registration Outcome The Authorised Representative will receive e-mail notification on the outcome of the registration request. Approved The Authorised Representative will receive two separate e-mails containing the Login ID and Password respectively. Rejected The Authorised Representative will be informed of the rejection through an e-mail. The reason for rejection will be included in the e-mail. This will allow the Authorised Representative to understand why the earlier request was rejected so that any issue can be addressed in the new registration request. - End of Document - Page 19 of 19

SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Growing Greener and Cooler Outdoors SUSTAINABILITY Photo: NDP 2018 Exco Powering Singapore’s birthday celebrations comes with a greener and cooler upgrade. Back for a second year, SP Group and ST Engineering have an improved outdoor cooling solution at the National Day Parade 2018, to help spectators beat the heat. The system will cool sections seating beneficiaries with special needs, such as those in wheelchairs. These spectators can enjoy the parade, performances and festivities in cool comfort outdoors, through this made-in-Singapore innovation. This year’s improved version has direct individualised air outlets with adjustable louvers that uniformly distributes cold air as low as 22 degrees celsius throughout the area. It has also been designed to blend into the seating area to optimise space and avoid obstructing spectators’ view. "It's a brilliant idea that is cooling everyone. It's helping all the spectators here, making them so comfortable. I was here last year and this makes it a world of difference." — Suresh Vanaz "This is my first NDP, and when I arrived, I was surprised to find this cooling solution at my seat. It certainly makes it a more comfortable and enjoyable experience." — Theresa Lee Building on SP’s underground district cooling network at Marina Bay, this solution also consumes 90 per cent less energy than conventional air-conditioning for the same cooling capacity. — 6 August 2018 TAGS SUSTAINABILITYOUTDOOR COOLINGDISTRICT COOLING YOU MIGHT BE INTERESTED TO READ SP Group expands sustainable energy operations in China with Chongqing Transport Hub project win STMicroelectronics enhances sustainability with chiller cooling system at Toa Payoh SP signs PPA with BASF for rooftop solar deployment

Media Release Temasek Cares Extends Its 'Stay Prepared' Initiative To Help Build Community Resilience In Singapore Singapore, Monday 5 May 2014 Temasek Cares is partnering Singapore Power and Singapore Post to extend its "Stay Prepared" initiative by encouraging individuals and families to be prepared for emergencies. Conceived by Temasek Cares with Singapore Power to prompt individuals and families to be prepared well ahead of any emergencies, a total of 1.2 million "Stay Prepared" Starter Kits will be distributed by Singapore Power and Singapore Post to all households in Singapore from 6 to 12 May 2014. Each "Stay Prepared" Starter Kit contains three 3M™ N95 face masks, instructions on how to wear the masks and emergency contact numbers. About 17,000 Starter Kits will also be delivered to charity homes, and another 300,000 Kits have been prepared on standby for needy families in case of severe haze or flu pandemic emergencies. Mr Richard Magnus, Chairman of Temasek Cares, said, “Singapore is a safe city. However, unforeseen events may adversely impact us and our community from time to time. All of us – individuals, families, companies – have to be prepared. For this reason, Temasek Cares wants to help build the resilience of our community, through its "Stay Prepared" initiative. “Temasek Cares is very pleased to partner Singapore Power and Singapore Post for this initiative to provide "Stay Prepared" Starter Kits to every household in Singapore. The Starter Kit includes three N95 masks so that each household can have an initial stock in case of a flu pandemic or severe haze from the forest fires in the region. We hope the Starter Kits will prompt individuals and families to develop their own emergency plans. The Starter Kit with the emergency contact numbers and the N95 masks can be useful additions to their family or personal emergency grab bags.” Mr Magnus added, “The Starter Kits programme is a significant step to fulfill Temasek Cares‟ vision of a resilient Singapore community – one that is ready for the unexpected, responds effectively to crises and recovers quickly from adversity. We will continue to come alongside people and partners in Singapore to create greater awareness of additional ways to be prepared. We believe such community initiatives are a useful way to complement national and individual efforts to keep Singapore safe.” Tan Sri Mohd Hassan Marican, Chairman of Singapore Power, said, “At Singapore Power, it is mission critical to respond to emergencies swiftly, safely and effectively. This readiness enables us to power every household and business in Singapore with world-class reliability, round the clock. We would like to encourage emergency preparedness among the community, so that it becomes second nature to everyone.” Tan Sri Hassan added, “We have mobilised our meter readers and technicians to distribute the "Stay Prepared" Starter Kits. We are running a call centre to address public queries on this effort. In addition, our staff volunteers will be distributing 17,000 starter kits to more than 140 charity homes for the elderly, disabled and other residential facilities . We would like to touch all facets of society in this outreach.” Mr Lim Ho Kee, Chairman of Singapore Post said: “We are happy to be part of this nationwide community effort to help Singapore households stay prepared. Over the next few days, some 1,200 postmen and postwomen will distribute the "Stay Prepared" Starter Kits to every HDB and high-rise household. As a responsible and trusted national postal service provider, SingPost remains committed to deploy our last mile delivery capability and resources to help with such meaningful initiatives.” Singapore Power has set up a hotline where members of the public can get information about the delivery of the "Stay Prepared" Starter Kits. The delivery hotline (Tel: 1800-738-2000) will be in operation from Monday 5 May 2014, to Saturday 24 May 2014, from 8.00 am to 8.00pm daily. If the "Stay Prepared" Starter Kit cannot be delivered to a postal address, residents will receive a delivery advice with information on where they can collect their Starter Kits. The "Stay Prepared" Starter Kits programme and the umbrella "Stay Prepared" initiative are backed by the Temasek Emergency Preparedness Fund, which was established by Temasek Holdings with an endowment of S$40m in March 2014, as part of its 40th anniversary community initiative. More information on the 'Stay Prepared' initiative is available at www.stayprepared.sg. Useful tips on how individuals and families can prepare their own emergency grab bags can be found at www.e101.gov.sg. Health advisory on haze or other health hazards may be found at: www.moh.gov.sg www.moh.gov.sg/haze Weather, air and other climatic or pollution developments may be tracked on www.nea.gov.sg.   Additional Information About the ‘Stay Prepared’ initiative and the Temasek Emergency Preparedness Fund (TEPrep Fund) "Stay Prepared" is a Temasek Cares initiative to help people in Singapore be prepared for emergencies and crises, and build a more resilient community. Programmes under this initiative are supported by the Temasek Emergency Preparedness Fund launched in March 2014, as a Temasek community endowment to mark its 40th anniversary. "Stay Prepared" supports programmes that: Help people in Singapore be ready for a range of emergencies Build longer term capability and capacity of the community in emergency preparedness Provide assistance in emergencies Complement national efforts and foster collaboration with private sector partners, voluntary welfare organisations (VWOs) and community groups to achieve emergency preparedness. The first program under the "Stay Prepared" initiative was with KK Women‟s & Children‟s Hospital to help train staff and volunteers from interested VWOs to support children who have suffered trauma. For more information, please visit www.stayprepared.sg.   About Temasek Cares Temasek Cares CLG Ltd is a Temasek funded non-profit philanthropic organisation (NPPO) that aims to help improve the lives of underprivileged individuals, families and communities in Singapore; and to build the capability and capacity of all people in Singapore to be prepared for emergencies. Set up in 2009 as an Institution of a Public Character, it works in partnership with various voluntary welfare organisations, non-profit organisations, government agencies, Ministries and other institutions to support programmes that contribute to the well-being, dignity, livelihood, and emergency preparedness of its beneficiaries. For more information, please visit www.temasekcares.org.sg. About Singapore Power Singapore Power Limited is a leading energy and utility company in the Asia Pacific. It owns and operates electricity and gas transmission and distribution businesses in Singapore and Australia. The Singapore Power Group is wholly owned by Temasek Holdings (Private) Limited. In Singapore, more than 1.4 million industrial, commercial and residential customers benefit from Singapore Power‟s world class transmission, distribution and market support services. The networks in Singapore are amongst the most reliable and cost effective worldwide. In powering economies and improving quality of life, Singapore Power is committed to initiatives that help communities in need live independently and with dignity. These efforts include the Singapore Power Heartware Fund that reaches out to the needy elderly through a range of social service programmes. For more information, please visit www.singaporepower.com.sg. About Singapore Post Limited Singapore Post Limited (SingPost) is the national postal service provider in Singapore offering trusted communications through domestic and international postal services as well as end-toend integrated mail solutions covering secure data printing, letter-shopping, delivery and mailroom management, among others. As the trusted communications service provider for more than 150 years, SingPost today goes beyond physical postal communications to offer secure digital communications solutions as part of integrated solutions to its customers. With its competencies in mail, logistics and e-commerce, SingPost is able to offer integrated ecommerce logistics solutions tailored to customers‟ needs. Having one of the largest multichannel distribution networks in Singapore, regional operations in 12 countries and access to a global postal network of more than 220 countries/territories, SingPost is also well-positioned to provide end-to-end e-commerce logistics solutions such as warehousing, pick and pack, delivery and returns management for B2B, B2C and B2B4C customers in Singapore and the region. SingPost won the UPU-approved World Mail Award for People Management in June 2013 and was ranked the top postal agency in an Accenture report in March 2013. SingPost also gained international acclaim when it was bestowed the Service Provider of the Year 2012 award by Postal Technology International. SingPost is the only company to win to the Universal Postal Union‟s EMS Cooperative award for its Speedpost courier service every year since 2001. SingPost was listed on the Main Board of the Singapore Exchange in 2003. To learn more about SingPost, please visit www.singpost.com. About 3M 3M captures the spark of new ideas and transforms them into thousands of ingenious products. Our culture of creative collaboration inspires a never-ending stream of powerful technologies that make life better. 3M is the innovation company that never stops inventing. With $31 billion in sales, 3M employs 89,000 people worldwide and has operations in more than 70 countries. 3M Singapore is a wholly owned subsidiary of 3M Company. The company serves a wide range of consumer and industrial markets, which include electronics, health care, transport engineering, chemicals, building and construction, and consumer retail. 3M‟s presence in Singapore includes two manufacturing plants at Woodlands and Tuas, an R&D Center at Woodlands, and a Customer Technical Centre, laboratory and other supply chain and business operations based at Yishun. For more information on 3M, please visit www.3M.com.sg. About Temasek Holdings Temasek celebrates its 40th anniversary this year, with a community initiative endowment of S$40 million for the Temasek Emergency Preparedness Fund (“TEPrep Fund”). This endowment is to be managed by Temasek Cares, a non-profit philanthropic organisation, to support community initiatives for emergency preparedness. Temasek is a Singapore based investor with a portfolio of S$215 billion as at 31 March 2013. Iconic Singapore companies such as Singapore Power, Singapore Airlines, Singapore Telecommunications, PSA and DBS are among the Temasek Portfolio Companies (TPCs). Please visit www.temasek.com.sg to learn more about Temasek.

Registration Form SINGAPORE INSTITUTE OF POWER AND GAS REGISTRATION FORM (COMPANY) PART A: COURSE DETAILS COURSE TITLE COURSE CODE COURSE DATE FULL COURSE FEE PART B: PARTICULARS NAME OF BILLING COMPANY UEN REGISTERED ADDRESS SME (Y/N) NAME OF CONTACT PERSON DESIGNATION EMAIL ADDRESS CONTACT NUMBER NOTE: # Required for SSG Funding D Full NRIC is Required for SSG Funding Ä For Security Clearance to Substations " Required for Professional Development Point (PDU) · Required to Access Learning Management System No. Full Name (as in NRIC/FIN) #D NRIC/FIN No. (Last 4 Characters eg.468A) # Date of Birth (dd/mm/yy) Ä Place of Birth # Nationality # Race # Residential Status # Gender (M / F) Designation # Highest Qualification " PE Number (if applicable) · Personal Mobile No. · Personal Email Address 1 2 3 4 5 6 7 8 PART C: PAYMENT 1) All prices for the courses are subjected to prevailing GST 2) Payment is required to be made before course/programme commencement for securing the training places. By Bank Transfer Bank Name: United Overseas Bank Limited Bank Branch: UOB Main Address: UOB Plaza 1, 80 Raffles Place, Singapore 048624 Account Name: Singapore Institute of Power and Gas Pte Ltd Bank Code: 7375 Branch Code: 1 Account Number: 451-302-969-6 Swift Code: UOVBSGSG By Vendors@Gov Business Unit Code Attention to By Cheque Cheque Number Issuing Bank Note: Please indicate conmpany name and invoice number behind the cheque Cheque shall be made payable to SINGAPORE INSTITUTE OF POWER AND GAS PTE LTD and mailed to: SP Group, 2 Kallang Sector, Level 2, Singapore 349277 Attn: Singapore Institute of Power and Gas, Training Ops PART D: DECLARATION & PERSONAL DATA PROTECTION ACT By submitting and signing this registration form, I hereby declare that all information given in this form is true and accurate, and I agree to the terms and conditions stated below. I/We acknowledge and agree that SIPG may collect, use and disclose to any third party any and all particulars relating to my/our personal information for the purposes of: (i) providing the requested services in respect of the course(s); (ii) billing and account management (including debt collection or recovery); (iii) conducting surveys or obtaining feedback; (iv) informing me/us of services and offers by SIPG, its related entities and business affiliates (unless I/we duly inform you otherwise); and (v) complying with all applicable laws and regulations, and business requirements. Name of Authorised Personnel Designation Signature Date TERMS AND CONDITIONS 1) The company and individual applicant has read and understood the terms of the course information and registration form. 2) The information collected on this form is used for course registration, account servicing of course-related activities and/or for application of course-related funding to appropriate funding agencies. 3) This registration form must be submitted to SIPG at least 3 weeks before course commencement. 4) Payment must be made to SIPG before the due date of tax invoice. 5) SIPG reserves the right to amend any details relating to the course without any prior notice. 6) Request for withdrawal/transfer/replacement must be made in writing at least 5 working days before course/programme commencement and are subjected to approval by SIPG. Administrative charges of $50 (before prevailing GST) will be imposed for each approved request/pax. 7) Trainees need to achieve 75% attendance per module to be eligible to sit for the exam. 8) Trainee shall be bound by the terms and conditions of any applicable funding scheme as approved by SIPG. a. Funding grant is only applicable to Singapore Citizen, Singapore Permanent Resident and Long-Term Visit Pass plus. Trainees need to achieve 75% attendance per module, sit and pass all exams to be eligible for funding. b. In the event that the trainee fails to meet any of the requirements set under the funding scheme or has been granted funding for the same course before, thereby resulting that his/her funding application is rejected by the funding agency, the trainee is liable to pay the balance of the full course fee to SIPG. For trainees who are making payment via SFC and withdraw during the programme, you will be required to make payment in full via non-SFC payment methods. c. Absence due to valid reasons[i] will not be counted as part of the 75% attendance requirements. Trainees will need to provide supporting documents for any absence due to valid reasons within 3 working days from date of absence. For non-valid reasons[ii], it will consist of all other reasons not covered under the valid reasons. Trainees will not be allowed to take the assessment if they do not meet the 75% attendance requirement. d. There will be no postponement/replacement of schedule allowed for any session missed without valid reasons. e. Trainees will be allowed ONE re-assessment for each assessment component. Re-assessment shall be taken within 60 calendar days from the module end date. Re-assessment fee of $100 (before prevailing GST) will be applicable to each assessment component. In the event that the trainee do not pass the re-assessment or fail to take the re-assessment within 60 calendar days from end of the module, trainees will need to re-enrol for the module with full module fee. 9) Video and/or photographs of trainees may be taken at the event for SIPG’s marketing materials and other publications. Note: [i] Valid reasons refer to medical leave, hospitalization leave and compassionate reason. [ii] Non-valid reasons include work commitment, reservist, overseas trip (business/personal), not prepared for exam & etc. &9&K01+032SIPG-FORM-007 (V1) &9&K01+048Address: SP Group, 2 Kallang Sector, Singapore 349277 ● Main Line: 6916-7930 ● Email: training-institute@spgroup.com.sg &9&K01+048Page &P of &N Data Gender Race Nationality Residential Status Highest Qualification Place of Birth M CN:Chinese SG:Singapore Citizen SC:Singapore Citizen No Formal Qualification / Lower Primary Singapore F EU:Eurasian AU:Australian PR:Permanent Resident Primary China IN:Indian BD:Bangladeshi EP:Employment Pass Holder Lower Secondary India MY:Malay BU:Burmese LTVP+: Long-Term Visit Pass plus Secondary Malaysia OT:Others CN:Chinese WP:Work Permit Holder Post-Secondary (Non-Tertiary) Afghanistan HK:Hong Kong OT:Others GCE ‘N’/’O’ Level or equivalent Albania ID:Indonesian GCE ‘A’ Level or equivalent Algeria IN:Indian National ITE Certificate (NITEC) or equivalent American Samoa JP:Japanese Higher NITEC Andorra KP:Korean, North Polytechnic Diploma Angola KR:Korean, South Professional Qualification & Other Diploma Anguilla LK:Sri Lankan Bachelor's Degree or equivalent Antigua MO:Macau Master Argentina MY:Malaysian Doctorate Armenia OT:Others Other Education Aruba PH:Filipino Not Reported Australia PK:Paskistani Austria TH:Thai Azerbaijan TW:Taiwanese Bahamas UK:British Bahrain US:American Bangladesh VN:Vietnamese Barbados Belarus Belgium Belize Benin Bermuda Bhutan Bolivia Bosnia-Herzegovina Botswana Brazil British Antarctic Territory British Indian Ocean Territory British Virgin Islands Brunei Bulgaria Burkina Faso Burundi Cambodia Cameroon Canada Canton & Enderbury Islands Cape Verde Cayman Islands Central African Republic Chad Channel Islands Chile Christmas Island Cocos Keeling Island Colombia Comoros Congo Cook Islands Costa Rica Croatia Cuba Cyprus Czech Republic Denmark Djibouti Dominica Dominican Republic East Timor Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Faeroe Islands Falkland Islands Fiji Finland France French Guiana French Polynesia French Southern & Antarctic Territories Gabon Gambia Gaza Georgia Germany Ghana Gibraltar Greece Greenland Grenada Guadeloupe Guam Guatemala Guernsey Guinea Guinea-Bissau Guyana Haiti Heard & Mcdonald Island Honduras Hong Kong Sar Hungary Iceland Indonesia Iran Iraq Ireland Isle Of Man Israel Italy Ivory Coast Jamaica Japan Johnston Island Jordan Kazakhstan Kenya Kirghizia Kiribati Korea, North Korea, South Kuwait Kyrgyzstan Laos Latvia Lebanon Lesotho Liberia Libya Liechtenstein Lithuania Luxembourg Macau Sar Macedonia Madagascar Malawi Maldives Mali Malta Marshall Islands Martinique Mauritania Mauritius Mayotte Mexico Midway Islands Moldova Monaco Mongolia Montenegro Montserrat Morocco Mozambique Myanmar Namibia Nauru Nepal Netherlands Netherlands Antililles New Caledonia New Zealand Nicaragua Niger Nigeria Niue Island Norfolk Island Norway Oman Pacific Island Trust Territory Pakistan Palau Palestine Panama Panama Canal Zone Papua New Guinea Paraguay Peru Philippines Pitcairn Island Poland Portugal Puerto Rico Qatar Reunion Romania Russia Rwanda Samoa San Marino Sao Tome & Principe Saudi Arabia Senegal Serbia Seychelles Sierra Leone Slovak Republic Slovenia Solomon Islands Somalia South Africa Spain Sri Lanka St. Helena St. Kitts-Nevis St. Lucia St. Pierre & Miquelon St. Vincent Sudan Suriname Swaziland Sweden Switzerland Syria Tadzhikistan Taiwan Tajikistan Tanzania Thailand Togo Tokelau Islands Tonga Trinidad & Tobago Tunisia Turkey Turkmenistan Turks & Caicos Islands Tuvalu Uganda Ukraine United Arab Emirates United Kingdom United States Upper Volta Uruguay Us Virgin Islands Uzbekistan Vanuatu Vatican City State Venezuela Vietnam Wake Island Wallis And Futuna Western Sahara Yemen Yugoslavia Zaire Zambia Zimbabwe List of Courses Course Code Course Title ECL04 High Voltage Distribution Cable Identification, Spiking & Fault Location ECL05 High Voltage Cable Jointing Techniques ECL06 Low Voltage Distribution Cables, Joints & Terminations ECL07 WSQ Detect & Locate Underground Power Cables (sFw) ECL08 Underground Service Detection Course ECL11 Underground Services Detection Course (Re-Attempt) ECL13 Low Voltage Cable Identification ECL15 Distribution Low Voltage Cable Jointing Proficiency ECL16 Distribution High Voltage Cable Jointing Proficiency EFD01 A Primer to Electricity EFD02 Essential Test Instruments for Low Voltage EFD08 Singapore Electricity Network and Market ENO32A Electrical Principles ENO32A_C&S Electrical Principles (Classroom & Synchronous) ENO32B Electrical Installation Design ENO32B_C&S Electrical Installation Design (Classroom & Synchronous) ENO32C Testing & Maintenance of Electrical Systems ENO32D Safety & Connection Process ENO32E Electrical Installation Less than 45kVA ENO32F Inspection & Testing ENO33A Electrical Circuit Theory & Analysis ENO33A_C&S Electrical Circuit Theory & Analysis (Classroom & Synchronous) ENO33B Distribution System & Protection ENO33B_C&S Distribution System & Protection (Classroom & Synchronous) ENO33C Electrical System Design ENO33C_C&S Electrical System Design (Classroom & Synchronous) ENO33D Electrical Machine & Control ENO33D_C&S Electrical Machine & Control (Classroom & Synchronous) ENO33E Safety & Connection Requirements ENO33F Commercial & Industrial Low Voltage Installation ENO33G Testing Methods ENO33H High Voltage Switching Operations & Procedures ENO39 Electrical Testing & Inspection for Non-licensed Electrical Installation ENO50 Electrical Safety for Distribution Works ENO51 Distribution Switchboard Maintenance for Commercial and Industrial Low Voltage Installation ENO63 Condition Monitoring Techniques for Distribution Switchgear & Transformer EPG01 Overview of Power Generation Plants EPG03 Process Control & Monitoring of Power & Process Plants EPG04 Power Plant Maintenance Principles & Strategies EPG05 Power Plant Reliability EPG06 Power Plant Efficiency EPG07 Requirements for Installation & Commissioning of Grid-Tied Photovoltaic System ERG01 SS638 Code of Practice for Electrical Installations ERG03 The Electricity Regulatory Framework ERG04 An Overview of Transmission Code ERG05 Lightning and Lightning Protection ERG06 Electrical Earthing Principles and Practices ESG04 Operation & Maintenance of High Voltage Switchgear ESG06 Design, Installation & Testing of Electrical Switchboard & Supply Turn-On ESG08 Installation & Commissioning of Distribution Switchgear ESG13 Technical Specifications of Distribution Switchgear ETF02 Operation & Maintenance of Distribution Transformer ETF12 Installation & Commissioning of Distribution Transformer GPL05 Gas Pipe Fitter GPL10 Perform Polyethylene Pipes Joining Process GRG02 Gas Market Structure & Gas Network Code GRG03 Introduction to Code of Practice for Gas Installation (SS608:2015) & its Application NGD03 Introduction to Microgrid Systems NGD06 Network Impact and Planning Practices for Connection of Distributed Energy Resources NPV01 Network Impact of Large Solar Farm and Interconnection PDC201 Electric Vehicles & the Grid SFC04 Project Safety Management SFC07 Safety@SP (General) SFC08 Safety@SP (Building & Construction) SFY05 Workplace Safety & Health for Power Sector WBC04 ISO22301 Business Continuity Management System WPD03 Lean Applications for Productivity (Lean Workforce) WPD05 Implementation-Based Project (IBP) - Lean WSO01 Energy Managers Programme WSO02 Registered Earthworks Supervisor WSO04 Registered Earthworks Supervisor Revision and Assessment (Re-Attempt) WSO07 Strategic Decision Making for Energy Traders X

SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Going underground to optimise space and enhance security RELIABILITY   SP Group is constructing the first large-scale underground substation in Southeast Asia. Located at Labrador, SP will build its 230kV electrical substation underground to optimise space in land-scarce Singapore for urban growth and development. The substation alone will free up three hectares of prime land space, or the equivalent of four football fields. When in service, the substation will serve the electricity needs of nearby towns such as Alexandra, Clementi, Keppel, Pasir Panjang, and the Science Park district. Group Chief Executive Officer of SP Group, Stanley Huang, said: “In our business of enabling a low carbon, smart energy future, we are building sustainable and resilient infrastructure. Taking a holistic approach, we are constructing this substation underground, freeing up space above for a 34-storey development. This is in line with Singapore’s urban renewal plans and our own United Nation’s Sustainable Development Goals of ensuring access to reliable, sustainable and modern energy for all and tapping on innovation to build sustainable infrastructure.” In addition to optimising land resources for other purposes, underground substations have a lower risk of being exposed and damaged. This will enhance asset and network security.  The Labrador underground substation is part of the Urban Redevelopment Authority’s underground Master Plan 2019. The underground electricity substation at Labrador and an above-ground commercial building are scheduled for completion in 2024.   TAGS RELIABILITY YOU MIGHT BE INTERESTED TO READ Engineer, 27, shares how she is undaunted by male-dominated energy industry & climbs the ranks Lighting the way: Following in his father’s footsteps to keep S’pore’s power grid running 24/7 How this technical officer and robot SPock hunt hazards to protect Singapore’s power tunnels

The Business Times | Tuesday, June 27, 2017 | Digital transformation in the spotlight Panel members: ■ Prashant Agarwal, Director, AIA Edge (Group Innovation) ■ Tan Yoong Heng, Singapore Office Leader, ARUP ■ Chia Hock Lai, President of Singapore FinTech Association ■ Philip Heah, Senior Director (Next Generation Infrastructure & SMEs), Development Group, IMDA ■ Lai Weng Yew, Vice-President, Business Application Services, NCS ■ Neo Chia Yann, Director, Consulting Practice, Business Application Services, NCS ■ Tamsin Greulich-Smith, Chief, Smart Health Leadership Centre ■ Bernard Leong, Head of Post Office Network and Digital Services, Singapore Post ■ Chang Sau Sheong, Managing Director, Digital Technology, SP Group ■ Yeo Choon Chong, Deputy CEO, Urban Development, Surbana Moderator: Poon King Wang, Director, Lee Kuan Yew Centre for Innovative Cities, SUTD SPONTANEITY can easily go wrong. But this was not the case at the second BT–NCS roundtable discussion. Immediately after host Lai Weng Yew, vice-president, Business Application Services at NCS, welcomed the panelists, the exchange of views at this discussion was free-flowing and easygoing. The topic of the discussion was on point about what companies are facing today – Transformative Leadership in the Age of Digital Disruption. The roundtable was moderated by Poon King Wang, director, Lee Kuan Yew Centre for Innovative Cities at the Singapore University of Technology and Design (SUTD). During the discussion, the terms “digital transformation” and “digital disruption” came up frequently, but Mr Poon defined that digital transformation is generally the response to digital disruption. While the participants at the discussion may have been technology leaders from the public and private sectors, their focus was resolutely centred on people – their employees and customers. Some of their concerns were guiding their teams through the ongoing digital transformation and how to avoid isolating their customers along the way. The speakers agreed that digital transformation was not easy to implement to bring about the desired results. PEOPLE MATTER Leaders have to cultivate support for transformation at various levels of an organisation. Bernard Leong, head, post office network and digital services, Singapore Post (SingPost) said: “People love to talk about transformation, but they don’t love to change.” Prashant Agarwal, director, AIA Edge (Group Innovation) added: “(It) is natural to look for excuses to hang on to what one knows.” Tamsin Greulich-Smith of NUS-ISS, Smart Health Leadership Centre, noted that in the approach taken with the Smart Nation initiative, the government has set out the vision and plays the role of enabler while encouraging people to drive the changes. She said it’s an exciting approach to cascading sustainable change, but some people need time to adjust to it, perhaps feeling they have been put into the driver’s seat without instructions. Leaders have to be customer-centric too. Neo Chia Yann, director, Consulting Practice, Business Application Services at NCS, gave an example of how her team is working with their customers in their digital transformation. That is using digital solutions to solve their customers’ problems. This involves “design thinking” and “looking from the user’s perspective”, she added. Chia Hock Lai, president, Singapore FinTech Association, said: “Customer expectations are driving the digital transformation.” He shared his observation that the customer’s last favourable experience is what they expect on their next visit. He also noted that user reactions to technology changes varied across age groups. His point was supported by Ms Greulich-Smith who said that “in any kind of transformation, it’s about offering choice”. Focusing on how people benefit from tech and infrastructure is key in a Smart Nation. Present at the roundtable was Philip Heah, senior director (next generation infrastructure & SMEs), development group, IMDA. He shared that the term “smart nation” evolved from the idea of a “smart city”, where government was not only helping to pull technology and industry, but also national policy and the community into a cohesive whole, hence not just enabling “hardware” but also “heartware” with the community. Yeo Choon Chong, deputy CEO, urban development, Surbana Jurong Consultants, concurred. A smart city is often defined as one that has smart infrastructure. He considered the smart nation an idea with a higher purpose. Mr Lai of NCS also spoke up for “humanising technology” to encourage broader adoption of digital technologies. SPEED AND SURVIVAL By Poon King Wang IS digital transformation something new or something old? After all, many high-tech sectors have been innovating digitally for decades. Why all the fervour now? It is because these high-tech sectors’ innovations have now proliferated to all sectors of the economy and society. They are now grist for the mill for everyone. Thus, any company or city embarking on a transformation can borrow from the experiences of others. Here are five lessons – drawn from the Roundtable conclusions – that corporate and government leaders can adopt and adapt: ■ From “What Tools” to “So What? Who Cares?” Technology is no longer just a tool, department or support function. Smart companies and cities must now also ask what organisations can do – sector and city-wide – and who cares about what it can do. For example, it is not what artificial intelligence or data is that matters. It is what it does – how we use it to create new value for how people live, love, learn and earn. ■ From Concept to Context. Creating new value that people care about means designing solutions that are context-specific. We must add context to concept. To understand context and develop empathy, reports and surveys no longer suffice. We can dig deeper, for example, through simulations, virtual reality, sensors, data analytics, and design thinking. We can also spend time on the frontline, and must translate for citizens/customers/employees, what transformation means for them. DIGITAL DISRUPTION Issues facing firms of today were discussed at length by the technology leaders of public and private sectors. BY JANICE WU Do’s and Don’ts about Digital Transformation From left: Yeo Choon Chong; Chang Sau Sheong; Bernard Leong; Philip Heah; Neo Chia Yann; Tamsin Greulich-Smith; Poon King Wang; Tan Yoong Heng; Prashant Agarwal; Chia Hock Lai; Lai Weng Yew. Don’t assume there’s an endpoint – Ms Greulich-Smith of Smart Health Leadership Centre People love to talk about transformation but they hate to change. Adopting the “Do’s” takes time – Dr Leong of SingPost Patience – Mr Agarwal of AIA Edge Persevere and lead by example – Dr Leong Respect people’s preferences if they choose not to pursue digital transformation – Mr Chang of SP Group Let go of your own stereotypes because digital transformation can mean different things to different people – Mr Agarwal Do challenge assumptions – Ms Greulich-Smith Be customer-centric. But this does not mean acceding to the customer all the time – Dr Leong Try to understand what the experience is like from the customer’s perspective – Ms Greulich-Smith Don’t think of technology first, do think of getting everyone involved – Mr Heah of IMDA Be open and willing to listen to the younger generation – the digital natives. If I’m prepared to hire millennials, I must be prepared to listen to them, in terms of digital transformation – Ms Neo of NCS Don’t assume expertise lies at a certain tier in the organisation. All your stakeholders bring a different expertise to the project – Ms Greulich-Smith Everyone should feel they have a role to play, rather than feeling that they have to work their way up to a position before they can do so – Ms Greulich-Smith Sometimes we can ask ourselves “why not?” – Mr Tan of ARUP With digital transformation, what we are looking at is a reboot of the business model, instead of making incremental enhancements to a business operation – Mr Lai of NCS “When we think of digital transformation and disruption, who is the poster-child? We think of the Ubers, the Airbnbs and so on . . . And when you look across these poster-children, what’s common? What they have in common is speed. What they have in common is analytics to empower, to give mass personalisation . . .(and they) can do that at practically zero incremental cost . . . So these are some of the attributes that lie behind successful digital transformation.” Lai Weng Yew, vice-president, Business Application Services at NCS and co-host of the roundtable discussion Leaders must not conflate implementing digital technology with taking on digital transformation. Mr Lai said that for digital transformation, the criticality of it does not lie only in operating more efficiently. It is about addressing “an existential risk”. That is, if a company does not “reboot” its business quickly, it may go out of business very quickly. The added challenge today is: a company’s competition may not necessarily come from its own industry. Noting that the ongoing digital transformation takes place under the pressure of speed, Mr Agarwal of AIA Edge shared: “People have to realise that you will make the best decision based on what you knew then. And not all of them will play out. And in today’s world, the price of inaction is way higher than the price of a mistake. You can recover from a mistake. It’s very difficult to recover from inaction.” Ms Neo of NCS said that sometimes the inaction is caused by spending too much time in search of a perfect solution. Instead a quick and acceptable one that is refined over time may yield better results in the fast-paced environment. Dr Leong of SingPost added that digital transformation could be tailored to take a problem-centric approach that focuses on the customer and the business outcomes to be achieved. That said, the same digital technologies Five lessons for leaders of the future ■ From Secure+Stabilise to Explore+ Experiment. Transformation creates a dilemma: how to keep key services and infrastructure secure and stable, but yet explore and exploit new opportunities? We can create two tiers of organisation structure and infrastructure. One tier takes charge of and anchors the business-as-usual; the second experiments – and allows for experiments – with new possibilities (for example, a Digital Business Unit; an API layer for collaborators’ access). ■ From Experts to Expert Novices. We used to strive to be experts; we must now strive to be expert novices too. Transformation never ends as digital advances always accelerate. Experts easily become novices with the next technological wave. Experts constantly have to pick up new understanding, empathy, mindsets, and skills. Experts will have to learn to learn from anyone who knows the context best, regardless of age, hierarchy, and qualification. Source: The Business Times © Singapore Press Holdings Limited. Permission required for reproduction. that disrupt can also be used to speed up transformation. Here, it might be appropriate to bring in an example that was related by Tan Yoong Heng, Singapore office leader, ARUP. He said that in ARUP, the design stage of a project can take place across three or four offices around the world at the same time. This is enabled by digital design and virtual collaboration. In ARUP’s case, this was driven by the need to optimise their resources; in particular the company’s deep-skill professionals. Virtual collaboration enabled an ARUP professional to work on several projects within tight timelines, without incurring hefty travel expenses. COMPLEXITY Digital transformation is hence a complex endeavour. In view of the complexity required, the moderator Mr Poon of SUTD, brought back an earlier insight by Chang Sau Sheong, managing director, digital technology, SP Group, who pointed out that digital innovation had been par for the course for decades for many high-tech sectors. Mr Poon asked if “digital transformation” was an accurate or even sufficient description of the changes that businesses have to make in response to digital disruption. Mr Chang suggested: “Just take out the word ‘digital’ and go with ‘transformation’.” Mr Heah of IMDA talked about an “engaged economy” while Ms Neo of NCS mentioned an “immersive economy”. In general, the responses revealed the multi-faceted complexity that leaders have to grapple with. Just as crucial to solving transformation problems – be it with perfect or optimal solutions – is developing the skills to do so. To this end, Ms Greulich-Smith from Smart Health Leadership Centre suggested that “disruptive transformation” might be a more accurate description for digital transformation. She explained that disruptive transformation usually happens when incremental innovations have been done but more is needed to fix the problem. Dr Leong of SingPost offered an alternative view: “We have to be very stubborn on the vision, but very flexible on the implementation.” To pull off digital transformation, he suggested: “Give the P&L (profit & loss) responsibility to the digital leader. Once the digital leader owns the P&L, his first inclination will be ‘what are the quick wins of using technology to resolve a problem?’.Once he has some quick wins established, he can build on them to achieve medium and long term wins.” Mr Lai of NCS listed some traits associated with companies that have been successful with digital transformation. He said: “When we think of digital transformation and disruption, who is the poster-child? We think of the Ubers, the Airbnbs and so on . . . And when you look across these poster-children, what’s common? What they have in common is speed. What they have in common is analytics to empower, to give mass personalisation . . . (and they) can do that at practically zero incremental cost . . . So these are some of the attributes that lie behind successful digital transformation.” And there you have it, choice pickings from a discussion that looks at how leaders and their organisations can thrive in this age of digital transformation. For the lessons distilled from this conversation, the moderator Mr Poon of SUTD, has succinctly presented them in the adjacent story. Panel in discussion about the fervour surrounding high-tech sectors' innovations. ■ From Role of Technology to Role of Humans. Digital transformation discussions tend to focus on the role of technology. But for anyone involved in and affected by these transformations, the people matters quickly loom large. We should shift the discussions to centre on the role of humans. We must account for human capacities, experiences, aspirations and fears. We have to be clear on the human values that will guide us as we make choices that involve and affect people. Because ultimately, digital transformation is a very human endeavour. ❚ The writer is director of LKY Centre for Innovative Cities and moderator for this event This page is brought to you by: 5