Search SP Group Annual Report FY0809https://www.spgroup.com.sg/dam/spgroup/pdf/annual-reports/SP-Group-Annual-Report-FY0809.pdf Staying Focused BUILDING A SUSTAINABLE FUTURE Annual Report 2008 CONTENTS 01 ABOUT SP GROUP 04 FROM THE CHAIRMAN 07 FINANCIAL HIGHLIGHTS 08 GROUP STRUCTURE 10 CORPORATE REVIEW 12 CORPORATE GOVERNANCE 12 Board of Directors 16 Organisational Structure 17 Ethics & Accountability 20 Senior Management 24 OPERATIONS REVIEW – SINGAPORE OPERATIONS 26 SP PowerAssets 28 PowerGas 30 SP PowerGrid 34 SP Services 37 SP Global Solutions 39 Singapore District Cooling 40 OPERATIONS REVIEW – AUSTRALIA OPERATIONS 42 SP AusNet 46 SPI (Australia) Assets / Jemena 50 AWARDS & ACCOLADES 52 OPERATIONAL SUPPORT 52 Human Resource 55 Information Systems 56 Enterprise Risk Management 57 COMMUNITY & ENVIRONMENT 61 FINANCIAL SUMMARY OUR MISSION We provide reliable and efficient energy utility services to enhance the economy and the quality of life. OUR VALUES COMMITMENT We commit to creating value for our customers, our people, and our shareholders. We uphold the highest standards of service and performance. INTEGRITY We act with honesty. We practise the highest ethical standards. PASSION We take pride and ownership in what we do. TEAMWORK We support, respect and trust each other. We continually learn, and share ideas and knowledge. ABOUT SP GROUP Singapore Power Group (SP) is a leading energy utility company in the Asia Pacific. We own and operate electricity and gas transmission and distribution businesses in Singapore and in Australia, primarily in Victoria, New South Wales and Queensland. Over a million Singapore industrial and domestic customers benefit from SP’s world-class electricity and gas transmission and distribution, and market support services. Singapore has one of the fewest and shortest power outages of cities worldwide as rated by international industry indices. In Australia, SP owns a diversified energy utility company, SPI (Australia) Assets, which includes the Jemena companies, and 51 per cent of SP AusNet, which is publicly-listed on the Australian and Singapore Stock Exchanges. As one of Singapore’s largest corporations, SP achieved revenue of S$6.6 billion and managed S$26.3 billion of assets in FY 08/09. Staying Focused BUILDING A SUSTAINABLE FUTURE Reliability is the hallmark of SP’s energy utility services. We build on our foundations, and strive to improve continually. Focused on our operations and ever strengthening our competencies and capabilities, we aim to build a sustainable future. FROM THE CHAIRMAN Staying Focused BUILDING A SUSTAINABLE FUTURE Ng Kee Choe CHAIRMAN FY 08/09 saw the global economy slip into recession. Business conditions deteriorated across major economies as the financial crisis took hold. Demand for electricity dipped with the contraction of the economy. The difficult operating environment notwithstanding, the Singapore Power Group turned in a creditable performance. 04 SP Annual Report 08 Financial Performance Our Group’s net profit for financial year ended 31 March 2009 was S$616 million, excluding exceptional and non-recurring items. This was comparable to the previous year’s results. Group revenue rose by 22 per cent to S$6.6 billion, mainly from higher pass through cost of electricity and full year contribution from our Australian subsidiary, SPI (Australia) Assets, while total assets declined by 9 per cent to S$26.3 billion, mainly as a result of a weakened Australian dollar. The Group’s return on equity stood at 14.4 per cent, excluding exceptional and non-recurring items. Despite the volatile debt markets, we successfully refinanced our maturing debts and secured funding for capital expenditure at competitive terms. A total of S$11 billion financing was completed in FY 08/09, demonstrating strong support from financial institutions and investors. With completion of the financing, SP is better placed to focus on strengthening our businesses. Upholding Excellence SP PowerGrid continued to excel in its electricity and gas network performances in FY 08/09. The System Average Interruption Duration Index (SAIDI) score of 0.69 minutes for our electricity grid was a significant improvement over the 1.14 minutes registered in FY 07/08. For the second time in our Group’s history, electricity SAIDI went below a minute, which is equivalent to a network reliability of 99.99%. Similarly, the SAIDI score for our gas network was 0.125 minutes, bettering FY 07/08’s score of 0.491 minutes. SP Services has done well in its stride towards service excellence. For the fourth consecutive year, it was ranked top among benchmarked service providers in Singapore for customer satisfaction. In a separate benchmarking study by KEMA, an international utility consultant, SP Services was highlighted for being very cost effective in providing a high level of service. SP Services’ cost to serve per customer was found to be lowest among major utilities in USA, Europe, Australia and Asia with performance standards that were very competitive by international standards. SP AusNet became the first business in Australia to receive certification to British Asset Management Specification – BSI PAS 55. The specification is recognised as the leading global standard against which asset-intensive industries, such as utilities, are benchmarked. Towards a Sustainable Future The Group underwent restructuring to streamline operations towards better corporate governance, business alignment, efficiencies and positioning for growth. In Singapore, the integration of electricity and gas operations under a restructured SP PowerGrid was completed. In Australia, Jemena (ex-Alinta) has been restructured to give clear focus to the separate businesses of asset ownership and asset servicing. SP AusNet also adopted a new organisational functions model, strengthening itself to meet challenges and opportunities ahead. SP AusNet’s and Jemena’s information technology services were outsourced to EB Services (Australia) Pty Ltd, a newlyformed subsidiary of SPI Pte Ltd, to achieve operational efficiencies. The SP Group is rapidly coming together to derive greater synergy and stronger competitive advantage. Major Developments and Projects In October 2008, SP PowerAsset’s second regulatory reset was concluded. This determines its annual revenue cap for the electricity transmission and distribution charges for the next five years. SP Services successfully launched a new billing system, named Enterprise Business System (EBS) on 9 August 2008, after 11 months of rigorous system integration and user acceptance tests. The system enables SP Services to enhance the quality of its customer services and streamline its business processes for better performance. Singapore’s gas market was restructured with effect from 15 September 2008 to facilitate the liberalisation of the gas market. The restructuring involved the transfer of SembCorp Gas’ pipeline to PowerGas, in line with PowerGas’ role as the sole licensed gas transporter and gas system operator in Singapore, delivering both town gas and natural gas. In support of the restructured gas market, PowerGas developed and implemented a web-based 24/7 Gas Transportation System Solution to manage the transportation of natural gas in accordance with the rules of the Gas Network Code. The unfavourable economic circumstances notwithstanding, SP’s infrastructure development went on as planned. We invested S$1 billion in capital expenditure in Singapore and Australia. Notable among our investments is a new 400kV circuit to Paya Lebar substation commissioned in September 2008. In Australia, Jemena achieved an Australia-first with its design and building of the A$104 million Colongra Lateral gas line. The line not only delivers gas to the power station, but can also store enough gas to allow the station to run at full capacity for five hours. SP Annual Report 08 05 FROM THE CHAIRMAN In early February 2009, the state of Victoria was impacted by bushfires. The Victorian Government subsequently established a Royal Commission of Inquiry into the Victorian bushfire crisis and SP AusNet is extending its full support and assistance to the Inquiry. On 16 April 2009, SP AusNet was served with a writ, an earlier version of which was previously filed in the Supreme Court of Victoria on 16 February 2009, and other associated documents. The writ alleges that “faulty and/or defective power lines” caused loss and damage. SP AusNet believes the claim is both premature and inappropriate, given the establishment of the 2009 Victorian Bushfires Royal Commission. SP AusNet will vigorously defend the claim. SP AusNet has liability insurance which provides cover for bushfire liability. SP AusNet reviews its insurance cover annually and ensures it is commensurate with the scale and size of its operations and the risks assessed to be associated with its operations and with industry standards and practice. SP AusNet’s bushfire mitigation and vegetation management programmes fully comply with Electricity Safety (Bushfire Mitigation) Regulations and are audited annually by Energy Safe Victoria. All bushfire mitigation programmes, including vegetation management, were completed prior to the declaration of the bushfire season in December 2008. Together as One We continue our emphasis on people development through Individual Learning Roadmaps for each SP staff. To encourage team bonding among staff and to build leadership skills, a corporate core programme comprising Team Engagement and Motivation (TEAM) and Leading Excellence and Development (LEAD) was launched. In Australia, Jemena relaunched its Development Programmes, focused on building people management and leadership capability at all levels within the company. An integrated talent management initiative was also implemented to support staff development. In April 2008, SP strengthened our partnership with the Union of Power and Gas Employees (UPAGE) through our signing of the Employers’ Pledge of Fair Employment Practices. This reinforces our commitment to endorse the key principles of fair and merit-based employment practices. Recognising our strong dedication and contributions towards serving the less privileged elderly in our community, the Community Chest awarded SP the SHARE Corporate Gold Award and Special Events Platinum Award at its awards ceremony in 2008. In Australia, following the bushfires in February 2009, Jemena matched personal staff donations dollar-for-dollar to raise over A$100,000 for the Red Cross Victorian Bushfire Appeal to help fire victims in their time of need. SP AusNet, through the company’s Community Development Fund, contributed A$30,000 towards community groups and various charities for Special Children. Everybody Counts We are privileged to have the services of highly qualified Board members with vast experience in management and business. They provide sound judgement and guidance which contribute in no small measure to the resilience and success of SP. I would like to thank our Board members for their invaluable counsel. To our stakeholders including our business partners, I thank you for your unstinting support and cooperation. Not least, I would like to thank the management and staff for their dedication and hard work in keeping SP on course towards further excellence. Our appreciation also goes to UPAGE for its unrelenting support in upholding the interests of its members while partnering our management. Making the Future More than ever, SP has the scale of operations, a sound and prudent financial strategy, strategic focus, and a complete range of transmission and distribution competencies for electricity and gas. Led by a highly competent and experienced management, our dedicated workforces in Singapore and Australia have in recent times proven, as they had done before, their resilience and ability to stand up against the adverse business conditions. The future is what we make it to be. I am confident we in SP have the talent and passion to achieve our vision of being a leading energy infrastructure group in the Asia Pacific. Community Caring Our commitment to aiding the needy elderly was reaffirmed through our pledge of continued support for the Home Help Service for the period October 2008 to September 2009. SP also sponsored the fund-raising efforts of various charities for their cost of direct mailers. Ng Kee Choe Chairman 17 June 2009 06 SP Annual Report 08 FINANCIAL HIGHLIGHTS S$ Million 7,000 6,000 5,000 4,000 3,000 2,000 Operating Revenue 6,618 5,243 5,447 S$ Million 30,000 25,000 20,000 15,000 10,000 18,271 Total Assets 29,043 26,298 1,000 5,000 0 FY 06/07 FY 07/08 FY 08/09 0 FY 06/07 FY 07/08 FY 08/09 S$ Million Net Profit After Tax S$ Million Shareholders’ Equity 1,400 1,200 905 1,086 458 4,800 4,600 4,615 1,000 235 719 4,400 800 600 400 670 628 103 616 4,200 4,000 3,800 3,912 4,052 200 3,600 0 FY 06/07 FY 07/08 FY 08/09 3,400 FY 06/07 FY 07/08 FY 08/09 Exceptional & Non-recurring items Recurring Profit S$ Million 450 400 350 300 250 200 150 100 50 0 Economic Value Added (EVA) – Proforma 370 220 172 Percentage Return On Shareholders’ Equity 0 FY 06/07 FY 07/08 FY 08/09 FY 06/07 FY 07/08 FY 08/09 35 30 25 20 15 10 5 23.2% 5.8% 17.4% 25.5% 9.9% 15.6% 16.6% 2.2% 14.4% Exceptional & Non-recurring items Recurring Profit SP Annual Report 08 07 GROUP STRUCTURE Singapore Power Limited Singapore Operations Australia Operations Main Businesses Other Businesses Main Businesses SP PowerAssets* SP Global Solutions SP AusNet* (51%) PowerGas* SP Telecommunications SPI Management Services** SP PowerGrid** Singapore District Cooling (60%) SPI (Australia) Assets* SP Services Jemena Asset Management Companies** * Asset owning companies ** Management services companies 08 SP Annual Report 08 Singapore Operations Our Singapore Operations has four main business units – SP PowerAssets, PowerGas, SP PowerGrid and SP Services. It also has a technical management consultancy arm and related businesses. SP PowerAssets owns the electricity transmission and distribution assets in Singapore. PowerGas owns the gas transmission and distribution assets in Singapore. SP PowerGrid manages and operates the electricity and gas transmission and distribution networks owned by SP PowerAssets and PowerGas. SP Services provides market support services to electricity, gas and water customers, and facilitates electricity retail market competition. SP Global Solutions provides consultancy, training and management services, leveraging SP’s expertise in developing and operating energy utility infrastructure and businesses. SP Telecommunications provides telecom infrastructure services, leveraging SP’s expertise in managing and developing infrastructure assets. Australia Operations Our Australia Operations has four main business units – SP AusNet, SPI Management Services, SPI (Australia) Assets and Jemena Asset Management Companies. SP AusNet owns and operates Victoria’s primary electricity transmission network, an electricity distribution network in eastern Victoria, and a gas distribution network in western Victoria. SPI Management Services is the management company operating the business of SP AusNet under a management services agreement. SPI (Australia) Assets is the holding company for assets acquired from the former Alinta Ltd. SPIAA and its subsidiaries own gas transmission pipelines, gas and electricity distribution networks, and an asset services provider business. Jemena Asset Management Companies manage the assets owned by SPI (Australia) Assets and its subsidiaries. They also provide third party asset development, construction and management services. Singapore District Cooling is a joint venture company providing chilled water for the air-conditioning of commercial buildings. SP Annual Report 08 09 CORPORATE REVIEW The 2008/2009 financial year was one marked by unprecedented changes which have altered the global financial and economic landscape. The credit crisis that hit global financial markets in mid-2007 continued throughout the financial year. Singapore Power Group’s strategic focus on electricity and gas transmission and distribution assets and businesses has stood us in good stead, providing SP with defensive, stable and predictable revenues and earnings. These assets have positioned us well in times of increased volatility. Despite the difficult economic conditions, we have continued to strengthen our core capabilities and expertise in operations and human resource through our investments in our competencies and people. In the midst of these turbulent times, we have been able to hold our ground due to the strengthening of our key pillars of growth: Investment Strategy Financing Strategy and Capital Management Operational Excellence Human Capital Investment Strategy In Singapore, SP owns and operates electricity and gas transmission and distribution businesses, and provides energy market support services. In Australia, where two-thirds of SP’s assets are located, we own and operate electricity and gas transmission and distribution businesses in Victoria, New South Wales, Queensland and the Australian Capital Territory. SP has continued to drive organic growth of our regulated asset base. Capital investments in our networks during the past 12 months exceeded S$1 billion. These investments secure future regulated revenues for the business and enhance service to our customers. The newly acquired businesses in Australia have also enabled SP to venture into new growth areas such as water distribution network development and the provision of electricity infrastructure services for the growing wind farm developments in Australia. Given the significant size of our operations in Australia, SP is now well placed to derive synergies from the Australia business, particularly in the areas of IT operations, capital works and asset management services. To this end, EB Services (Australia) Pty Ltd (“EB Services”) was established on 1 October 2008 to provide IT services to the Australia entities in the SP Group. Leveraging size and scale, EB Services will create efficiencies in the delivery of IT services and achieve synergies through the consolidation of IT personnel and resources. 10 SP Annual Report 08 Financing Strategy and Capital Management Despite the volatility in debt markets, SP successfully refinanced our maturing debts and funded our capital expenditure at competitive rates. These include the following: � � � ��� ����������� ����� ��� ��� ��������� ������� � A$3.4 billion syndicated bank debt facility in July 2008. �� ������ ������� ��������� � ���� ������� ������� Sterling bond issue in June 2008. �� ����������� ������� �������� ������������ ������ S$600 million of fixed rate notes in August 2008. The issuance comprised both 7-year and 12-year notes and was issued under the SPPA’s Global Medium Term Note Programme. The success of these financing transactions reflects the strength of our underlying business fundamentals and attests to the support of the market for our prudent and disciplined debt strategy. The Group is committed to an optimal capital structure and to maintaining our strong credit ratings. SP is currently rated AA- by Standard & Poor’s and Aa3 by Moody’s Investors Service. Operational Excellence SP outperforms our peers operating comparable underground networks. In Singapore, the average duration of unplanned electricity supply interruption a customer experienced was less than a minute, which represents a system reliability of 99.9999 per cent. Similarly, our gas network achieved its best network reliability performance in the past 12 years, where a customer experienced only an average of 7.5 seconds of unplanned gas interruptions during the year. These stellar network performances were achieved through SP’s intensive network infrastructure development and planning. SP PowerGrid took on the additional role of managing the gas network in July 2008, ahead of the gas market restructuring. This integration of electricity and gas management staff allows synergistic management of SP’s electricity and gas networks, streamlining operations for better efficiencies and enhanced performance. SP AusNet and SPI (Australia) Assets achieved operational efficiencies, particularly in the information technology area. Through operational agreements concluded between SP AusNet and the SP Group, SP AusNet now delivers end-to-end network metering services, technical services and vegetation management services to the electricity and gas networks owned and managed by Jemena. SP AusNet also implemented a new operating structure to provide more focus on growing this important part of its business to the wider market. Building Human Capital SP’s continued success depends on our people and their capabilities giving us a competitive advantage in the global marketplace. Today, the Group has about 6,500 staff located in Singapore and Australia. We remain firmly committed to investing in our people to empower them to achieve their full potential. We groom and nurture them to continuously grow their talents. We upgrade their skills by offering education, on-the-job training, participation in special projects, overseas postings, job rotations and mentorship programmes. We support them in their pursuit of lifelong learning by providing subsidies for personal development courses. We actively cultivate and create communication avenues to listen to them and understand their needs. We introduced flexible work arrangements such as flexi-hours and pro-family leave schemes to help them to balance the demands of work and family. We harvest their ideas, and harness their skills and creativity through the Value Creation Idea Award Scheme and Economic Value Projects. Recognising the need to renew our talent pool, we continued our search for talented people to join and rejuvenate our organisation through participation in scholarship fairs, career fairs, internships and referrals. Our core values of teamwork, integrity, commitment and passion guide the actions and decisions of our people towards achieving SP’s strategic and business goals. SP Annual Report 08 11 BOARD OF DIRECTORS Mr Ng Kee Choe Mr Ng Kee Choe, 64, is the non-executive Chairman of Singapore Power Limited. He was appointed Director on 1 September 2000 and became its Chairman on 15 September 2000. He is also the non-executive Chairman of SP AusNet*. Mr Ng is also Chairman of NTUC Income Insurance Co-operative Limited and President Commissioner of PT Bank Danamon Indonesia Tbk. His other directorships include those of Singapore Airport Terminal Services Limited, Singapore Exchange Limited and Fullerton Financial Holdings Pte Ltd. He is also a member of the Temasek Advisory Panel, a member of the International Advisory Council of China Development Bank and Chairman of Tanah Merah Country Club. Mr Ng was the Vice-Chairman of DBS Group Holdings. He retired from his executive position in July 2003 after 33 years of service with DBS. Mr Ng was conferred the Public Service Star in 2001 for his contributions to the public service. Mr Alan Chan Heng Loon Mr Alan Chan Heng Loon, 56, is a non-executive independent Director of Singapore Power Limited. He was appointed on 1 June 2001 and is also the Chairman of SP PowerAssets Limited and PowerGas Limited. Mr Chan is currently the Chief Executive Officer and a Director of Singapore Press Holdings Limited. He is the Chairman of the Urban Redevelopment Authority and SPH Magazines Pte Ltd. He is a member of the Board of Governors of The Singapore-China Foundation and the Board of the Casino Regulatory Authority of Singapore. Previously, Mr Chan was the Permanent Secretary for the Ministry of Transport and held directorships in DBS Group Holdings Ltd, The Development Bank of Singapore Ltd and PSA Corporation Ltd. He sits on the boards of MediaCorp TV Holdings Pte Ltd, MediaCorp Press Ltd, Singapore Press Holdings Foundation Limited, TP Ventures Pte Ltd, GMM Times Company Limited, OpenNet Pte. Ltd., Business China, Magazines World Sdn Bhd, Blu Inc Holdings Malaysia Sdn Bhd, and Blu Inc Media Sdn Bhd. Mr Chan was awarded the Public Administration Medal (Gold) in 2002. 12 SP Annual Report 08 From far left: Mr Ng Kee Choe Chairman, Mr Alan Chan Heng Loon, Mr Eric Gwee Teck Hai, Mr Ho Tian Yee & Mr Tan Chee Meng, SC Mr Eric Gwee Teck Hai Mr Eric Gwee Teck Hai, 70, is a non-executive independent Director of Singapore Power Limited. He was appointed on 1 January 2001. He is the Chairman of SP Services Limited and a Director of SP AusNet*. Mr Gwee is also a Director of WorleyParsons Ltd and the Melbourne Business School Ltd. He was the Chairman of the Board of Governors for the Institute of Technical Education (ITE) and the Public Transport Council until 2001. For his many years of dedicated service to the community, Mr Gwee was awarded the Public Service Star in 1994 and the Public Service Star (Bar)[BBM(L)] in 2004. He was also honoured with the Meritorious Service Medal in 2007. Mr Ho Tian Yee Mr Ho Tian Yee, 56, is a non-executive independent Director of Singapore Power Limited. He joined the Board on 1 May 2003 and is also a Director of SP AusNet*. Currently, Mr Ho is the Managing Director of Pacific Asset Management (S) Pte Ltd and holds directorships in publicly-listed companies including Fraser and Neave Limited and Singapore Exchange Limited. He is a member of the Risk Committee of The Government of Singapore Investment Corporation Pte Ltd and the Chairman of Times Publishing Limited. Mr Ho was a former director of Great Eastern Holdings Limited, The Overseas Assurance Corporation Limited and The Great Eastern Life Assurance Company Limited. He was awarded the Public Service Medal in 1997. Mr Tan Chee Meng, SC Mr Tan Chee Meng, 52, is a non-executive independent Director of Singapore Power Limited. He was appointed on 1 August 2005. He is also a Director of SP PowerAssets Limited and PowerGas Limited. Mr Tan is Head (International Projects) and a Partner of WongPartnership LLP. He was appointed Senior Counsel in January 2006, and a Specialist Judge in July 2006 for a period of two years. Mr Tan is a Fellow of the Singapore Institute of Arbitrators and an Accredited Adjudicator of the Singapore Mediation Centre. He is a Regional Panel Arbitrator of the Singapore International Arbitration Centre and is on the Panel of Accredited Arbitrators of Badan Arbitrase Nasional Indonesia. Mr Tan is also a board member of the National Council of Social Service, Urban Redevelopment Authority and St Gabriel’s Foundation. SP Annual Report 08 13 BOARD OF DIRECTORS Mr Bobby Chin Yoke Choong Mr Bobby Chin Yoke Choong, 57, is a non-executive independent Director of Singapore Power Limited. He was appointed on 23 January 2006. Mr Chin is the Chairman of Singapore Totalisator Board. Mr Chin serves on the boards of the Competition Commission of Singapore and Singapore Labour Foundation. He is a director of several listed companies including Oversea-Chinese Banking Corporation Limited, AV Jennings Limited, Yeo Hiap Seng Ltd, Ho Bee Investment Limited, Neptune Orient Lines Limited and Sembcorp Industries Limited. He also sits on the Board of Trustees of the Singapore Indian Development Association (SINDA). Mr Chin was the Managing Partner of KPMG Singapore from 1992 to 2005. He served as Chairman of the Urban Redevelopment Authority from April 2001 to March 2006. In 2003, Mr Chin was awarded the Public Service Medal. Prof Jeremy Guy Ashcroft Davis AM Prof Jeremy Guy Ashcroft Davis, 66, is a non-executive independent Director of Singapore Power Limited. He was appointed on 1 August 2006 and is also a Director of SP AusNet*. Prof Davis is the Chairman of UNSW Professorial Superannuation Pty Ltd and the Deputy Chairman of AMWIN Management Pty Ltd. He currently serves as a Director of the Transurban Group, CHAMP Ventures Pty Ltd, Australian Institute of Management NSW & ACT Ltd and the Australian Institute of Management Canberra. He was the former AMP Society Professor at the Australian Graduate School of Management. Prof Davis earlier spent 10 years as a management consultant with the Boston Consulting Group. He also served as a Director of the Australian Stock Exchange from 1990 to 1996, and as a Director and Chairman of AIDC Limited and Amdel Holdings Pty Ltd. Mr Paul Chan Kwai Wah Mr Paul Chan Kwai Wah, 55, is a non-executive independent Director of Singapore Power Limited. He was appointed on 1 August 2006. He is a Director of SIA Engineering Company Limited, National Healthcare Group Pte Ltd and Integrated Health Information Systems Pte Ltd. He was a former Director of Verigy Ltd, the Singapore Economic Development Board, Noel Gifts International Ltd and Singapore Telecommunications Limited. 14 SP Annual Report 08 From far left: Mr Bobby Chin Yoke Choong, Prof Jeremy Guy Ashcroft Davis AM, Mr Paul Chan Kwai Wah, Mr Choi Shing Kwok & Mr Quek Poh Huat Mr Chan was formerly the Senior Vice President & Managing Director (Asia Pacific & Japan) of Hewlett- Packard Asia Pacific Pte Ltd and the Vice President & Managing Director (Asia Pacific) of Compaq Computer Asia Pacific Pte Ltd. He was also a member of the Tax Review Committee, Ministry of Finance and the Listings Committee of the Stock Exchange of Singapore. Mr Chan sat on the Advisory Board of the Lee Kong Chian School of Business at the Singapore Management University. He was awarded the Public Service Star (BBM) in 2005. Mr Choi Shing Kwok Mr Choi Shing Kwok, 50, is a non-executive independent Director of Singapore Power Limited. He was appointed on 1 August 2006. He is currently the Permanent Secretary of the Ministry of Transport. He was formerly a Director of Singapore Technologies Electronics Limited, Sembawang Resources Development Corporation Ltd, Singapore Automotive Engineering Ltd and Chartered Ammunition Industries Pte Ltd. He has also served as a Board member of the National University of Singapore Council, the Singapore Broadcasting Authority and the Jurong Town Corporation. Mr Choi was awarded the Meritorious Service Medal in 2000 and the Long Service Award (25 years) in 2004 by the Government of Singapore, and has also received state awards from foreign governments. Mr Quek Poh Huat Mr Quek Poh Huat, 62, was appointed a Director of Singapore Power Limited in November 2001 and Group Chief Executive Officer in May 2004. Within the Singapore Power Group, Mr Quek serves as Director on the boards of SP PowerAssets Limited, PowerGas Limited and SP Services Limited. He is currently Chairman of SP PowerGrid Limited, SPI Management Services Pty Ltd, SPI (Australia) Assets Pty Ltd and Enterprise Business Services (Australia) Pty Ltd. He retired as Director of SP AusNet* in July 2008. He is also a board director of publicly-listed Singapore Technologies Engineering Ltd and Chairman of ST Kinetics Ltd. Mr Quek is Singapore’s non-resident Ambassador to Sweden. He was conferred the Public Service Star in 1994. * A stapled group comprising SP Australia Networks (Transmission) Ltd, SP Australia Networks (Distribution) Ltd and SP Australia Networks (Finance) Trust, acting through its responsible entity, SP Australia Networks (RE) Ltd. It is dual listed on the Australian Stock Exchange and the Singapore Exchange Securities Trading Limited. As at 9 May 2009 SP Annual Report 08 15 ORGANISATIONAL STRUCTURE Board of Directors Chairman Mr Ng Kee Choe Nominating Committee Chairman Mr Alan Chan Heng Loon Finance Committee Chairman Mr Ng Kee Choe Board Risk Management Committee Chairman Mr Ho Tian Yee Staff Development & Compensation Committee Chairman Mr Ng Kee Choe Audit Committee Chairman Mr Bobby Chin Yoke Choong Head (Internal Audit) Ms Madalene Hee Subsidiaries’ Internal Audit Group Chief Executive Officer Mr Quek Poh Huat General Counsel & Company Secretary Ms Chi Ping Huey Chief Operating Officer Mr Ong Boon Hwee Chief Financial Officer Ms Lim Lay Hong Managing Director SPI Management Services & SP AusNet Mr Nino Ficca Managing Director & Acting Executive General Manager (Infrastructure Services) Jemena Ltd Mr Paul Adams Managing Director SP PowerGrid Mr Sim Kwong Mian Deputy Managing Director (Gas) Mr John Baptist Tay Deputy Managing Director (Planning & Strategy) Mr Jimmy Khoo Deputy Managing Director (Network Management) Mr Chang Swee Tong Deputy Managing Director (Network Development) Mr Chung Choon Heong Head Human Resource & Administration Mrs Lynn Loh Information Systems Corporate Affairs SP Global Solutions Subsidiaries’ Corporate Services Managing Director SP Services Mr Wong Chit Sieng Deputy Managing Director SP Services Mrs Jeanne Cheng Managing Director Strategic Investments Mr Lim Howe Run Finance � ��������� ���������� � �������� � ����� �������� � ����� ��� � ���� ���������� � ����������� � �������� � ���������� ���������� Group Risk Management Reports to Board Risk Management Committee Subsidiaries’ Risk Management Deputy Managing Director & Acting Executive General Manager (Asset Strategy) Jemena Ltd Mr Lim Howe Run Subsidiaries’ Finance 16 SP Annual Report 08 CORPORATE GOVERNANCE ETHICS & ACCOUNTABILITY The SP Board is solidly committed to good corporate governance. The principles set out in the revised Code of Corporate Governance 2005 (the Code) for listed companies are adhered to closely by the Company. The Company has used the Code as its guide and best practice standard and has put in place an internal framework to ensure good corporate governance in its business practices and activities. The Whistleblower Policy, which was launched in 2005, seeks to strengthen ethical business conduct in the Group. The Group endeavours to enhance shareholder value by ensuring the highest standards of corporate governance, transparency, accountability and integrity. Setting Directions The Board provides broad strategic directions for the Group and undertakes key investment and funding decisions. In addition, the Board ensures that Management maintains a robust system of internal controls to protect the Group’s assets and reviews the Group’s financial performance. The Board meets at least four times a year to review the Group’s business performance. In the last financial year, the Board met four times and held a Board Strategic Review in November 2008. Access to Information The Board is provided with relevant information prior to Board meetings and on an ongoing basis. Board papers include management financial reports, annual budgets and performance against budget, announcement of results, matters requiring the Board’s decision, updates on key outstanding issues and disclosure documents as well as updates on new legislative developments. Newly-appointed Board Directors attend an orientation programme to familiarise themselves with the Group’s business and governance practices. The Group also provides ongoing education on legislative updates and best practices. The Board has separate and independent access to the Senior Management and the Company Secretary. Should the Directors, whether as a group or individually, require independent professional advice to carry out their duties, the Company will arrange to appoint, at the Company’s expense, a professional advisor to render due advice. Accountability In presenting the annual financial statements to the shareholder, the Board aims to provide the shareholder with a balanced and comprehensive assessment of the Group’s position and prospects. The Management provides the Board with appropriately detailed management accounts of the Group’s performance, prospects and a risk dashboard on a monthly basis. There is a strong element of independence in the Board composition – independent non-executive Directors constitute more than three-quarters of the entire Board. The independence of each Director is reviewed annually by the Nominating Committee in accordance with the Code. The current size of ten Board members is appropriate for effective decision-making, taking into account the scope and nature of the Group’s operations. Collectively, the Directors have a wealth of expertise and experience in the management of business at senior and international levels. SP AusNet, as a publicly-listed stapled entity on the Australian Stock Exchange and the Singapore Exchange Securities Trading Limited, has established its own Audit and Risk Management Committee, Nomination Committee, Remuneration Committee as well as Compliance Committee to ensure a high standard of corporate governance. SP Annual Report 08 17 CORPORATE GOVERNANCE Board Committees The SP Board is supported by specialised board committees to facilitate effective supervision of Management. These are the Audit Committee, the Board Risk Management Committee, the Finance Committee, the Nominating Committee and the Staff Development and Compensation Committee. As and when required for specific projects, special board steering committees and due diligence committees will be constituted to provide support and guidance to Management. Audit Committee The Audit Committee (AC) comprises four nonexecutive Directors, all of whom are independent Directors as defined in the Code. The Board is of the view that the members of the AC have the financial management expertise and experience to discharge the AC’s responsibilities. The main function of the AC is to assist the Board in discharging its statutory and oversight responsibilities relating to the financial reporting and audit processes, the systems of internal controls and the process of monitoring compliance with the applicable laws, regulations and codes of conduct. The AC holds at least three meetings each year and is responsible for the following: � ������ ��� �������� �� ��� ����� ����� �� �������� ��� internal auditors; � ������ �� ��� �������� �� ��� �������� ����� ��������� � ������ �� ��� ��������� �������� �� ��� ����� ��� the Company; � ������ �� ��� ������������ ��� ����������� �� ��� external auditors; and � ���������� �� �������� �������� ��� ��������������� The members are: Mr Bobby Chin Yoke Choong (Chairman) Mr Tan Chee Meng Mr Choi Shing Kwok Mr Timothy Chia Chee Ming (co-opted external member) Board Risk Management Committee The Board Risk Management Committee (BRMC) assists the Board in fulfilling its oversight responsibilities. The BRMC reviews and approves: � ��� ���� ��� ����� �� �������� ����� ����� ��������� that the Company, its subsidiaries and associated companies undertake on an integrated basis to achieve their business strategy; and � ��� ���������� ���� ��������� ���������� ��� methodologies for identifying, measuring, monitoring and managing risks that are consistent with its risk appetite. The BRMC meets at least three times a year. The members are: Mr Ho Tian Yee (Chairman) Mr Paul Chan Kwai Wah Mr Tan Chee Meng (appointed wef 3 Dec 08) Mrs Oon Kum Loon (co-opted external member) Mr Quek Poh Huat (ex-officio)* The BRMC is supported by the Group Risk Management Office in its governance of SP Group risks. Although the risk management responsibilities of the Board are executed through the organisational set-up mentioned above, the ultimate risk ownership rests with the business groups. Finance Committee The Finance Committee (FC) assists the Board in reviewing proposed mergers, acquisitions, disposals and corporate restructuring and financing for the SP Group. The responsibilities of the FC are to: � �������� ��� ���������� ��� ��� ������� ��������� SP’s annual operating and capital expenditure budgets and business plans; � ������� �� ������� �������� ������������� divestments or corporate restructuring; � ������� �� ������� ���� ���������� ��� financings; and � ������� �� ������� ���� ����� ������� �� provided from time to time in the Authority Manual of SP Board. The FC holds at least two meetings a year. The members are: Mr Ng Kee Choe (Chairman)* Mr Ho Tian Yee Mr Eric Gwee Teck Hai Mr Quek Poh Huat* 18 SP Annual Report 08 Nominating Committee The Nominating Committee (NC) is responsible for formulating policies and guidelines on matters relating to Board appointments, re-appointments, retirement and rotation of Directors. The Directors’ performance, contribution and independence are taken into consideration in the NC’s review and assessment. The NC, in consultation with the Chairman of the Board, considers and makes recommendations to the Board concerning the appropriate size and needs of the Board. New Directors are currently appointed by way of a Board resolution after the NC has endorsed their appointment. The new Directors must submit themselves for re-election at the next Annual General Meeting (AGM) of the Company pursuant to the Articles of Association of the Company. The Articles of Association of the Company also requires not less than one-third of Directors to retire by rotation at every AGM. The NC meets at least twice a year. The NC comprises three Directors. The Chairman of the NC is an independent non-executive Director. The members are: Mr Alan Chan Heng Loon (Chairman) Mr Ng Kee Choe* Mr Quek Poh Huat* Staff Development and Compensation Committee The Staff Development and Compensation Committee (SDCC) oversees the remuneration of the Group Chief Executive Officer and senior executives. The SDCC establishes and maintains an appropriate and competitive level of remuneration to attract, retain and motivate senior executives to manage the Group successfully. No Director is involved or has participated in any proceedings with respect to his own remuneration. The SDCC meets at least twice a year. The SDCC comprises three Directors, two of whom are independent Directors. The members are: Mr Ng Kee Choe (Chairman)* Mr Alan Chan Heng Loon Mr Bobby Chin Yoke Choong Communication with Shareholder The Company values communication and ensures that timely and adequate disclosures of material information on the Company are made available to its shareholder. It holds regular dialogue and liaison sessions with the shareholder. Board Composition Board Members Audit Committee Board Risk Management Committee Finance Committee Nominating Committee Staff Development & Compensation Committee Mr Ng Kee Choe, Chairman* – – Chairman Member Chairman Mr Alan Chan Heng Loon – – – Chairman Member Mr Eric Gwee Teck Hai – – Member – – Mr Ho Tian Yee – Chairman Member – – Mr Tan Chee Meng Member Member – – – Mr Bobby Chin Yoke Choong Chairman – – – Member Prof Jeremy Guy Ashcroft Davis – – – – – Mr Paul Chan Kwai Wah – Member – – – Mr Choi Shing Kwok Member – – – – Mr Quek Poh Huat* – Ex-officio Member Member – Board Committee Members Mr Timothy Chia Chee Ming Co-opted Member – – – – Mrs Oon Kum Loon – Co-opted Member – – – As at 9 May 2009 * Non-independent SP Annual Report 08 19 SENIOR MANAGEMENT Mr Quek Poh Huat Mr Quek Poh Huat, Group Chief Executive Officer, is Chairman of SP PowerGrid Limited, SPI Management Services Pty Ltd, SPI (Australia) Assets Pty Ltd and Enterprise Business Services (Australia) Pty Ltd, and a Director on the boards of Singapore Power Limited, SP PowerAssets Limited, PowerGas Limited and SP Services Limited. He retired as Director of SP AusNet* in July 2008. Mr Quek has a Bachelor of Science (Chemical Engineering) degree with First Class Honours from University of Leeds, UK and a Master of Science (Management) with Distinction from the Naval Postgraduate School, Monterey, US. He has also completed the Advanced Management Program at the Harvard Business School, US. Mr Ong Boon Hwee Mr Ong Boon Hwee, Chief Operating Officer, oversees SP’s business units in Singapore as well as corporate services at the Group level. He also drives business development initiatives in the region. Prior to joining SP, he was Temasek’s Managing Director for Strategic Relations, and concurrently CEO of Temasek Management Services. Mr Ong is Director of ST Kinetics, Aetos Security Management and Singapore Institute of Management. He also serves on the committees of non-profit organisations such as the National Volunteer & Philanthropy Centre, A*STAR and Temasek Foundation. Mr Ong graduated from the National University of Singapore with a First Class Honours in Economics, and holds a Masters in Military Art & Science from the US Leavenworth General Staff College. Ms Lim Lay Hong Ms Lim Lay Hong is the Chief Financial Officer of the SP Group where she is responsible for providing financial strategy and leadership. This includes overseeing the corporate finance, treasury, financial management, tax planning and risk management functions of the Group. She is also responsible for corporate planning and strategic investments and has oversight of the SP Group’s overseas investments, including its Australia operations. Prior to joining SP, Ms Lim held a number of management and executive positions in a Singapore bank. Ms Lim holds a Bachelor of Accountancy degree from the National University of Singapore and a Master of Business Administration (Finance) from New York University. 20 SP Annual Report 08 From far left: MR QUEK POH HUAT Group Chief Executive Officer MR ONG BOON HWEE Chief Operating Officer MS LIM LAY HONG Chief Financial Officer MR SIM KWONG MIAN Managing Director SP PowerGrid MR NINO FICCA Managing Director SPI Management Services & SP AusNet Mr Sim Kwong Mian Mr Sim Kwong Mian, Managing Director, SP PowerGrid, has been with SP for 14 years. Prior to this, he was with the Public Utilities Board for 18 years. Mr Sim represents Singapore in the Heads of ASEAN Power Utilities/Authorities, which leads the power interconnection project to link the member countries’ electricity networks. He also represents Singapore in the Association of Electricity Supply Industry of East Asia and Western Pacific (AESIEAP). Mr Sim is a registered Professional Engineer with the Professional Engineers Board, Singapore, and a Senior Member of the Institution of Engineers, Singapore. He holds a Bachelor of Engineering (Electrical) degree from the University of Singapore, a Master of Science (Electrical) from the University of Manchester Institute of Science & Technology, UK, and a Diploma in Management Studies from the Singapore Institute of Management. He has also completed the Advanced Management Program at the Harvard Business School, US. Mr Nino Ficca Mr Nino Ficca, Managing Director, SPI Management Services, is also Managing Director, SP AusNet. He is a Director of SP Australia Networks (Transmission), SP Australia Networks (Distribution), SP Australia Networks (RE) and SP PowerGrid, as well as Managing Director of SPI PowerNet. Mr Ficca has worked in the energy industry for over 25 years, including in a number of senior management roles. He was a Director and Deputy Chairman of the Energy Supply Association of Australia until December 2007, and a member of the National Electricity Market Operations Committee. Mr Ficca holds a Bachelor of Engineering (Electrical) Honours degree and a Graduate Diploma in Management from Deakin University, Australia. He has also completed the Advanced Management Program at the Harvard Business School, US. * A stapled group comprising SP Australia Networks (Transmission) Ltd, SP Australia Networks (Distribution) Ltd and SP Australia Networks (Finance) Trust, acting through its responsible entity, SP Australia Networks (RE) Ltd. It is dual listed on the Australian Stock Exchange and the Singapore Exchange Securities Trading Limited. SP Annual Report 08 21 SENIOR MANAGEMENT Mr Paul Adams Mr Paul Adams was appointed Managing Director of Jemena Ltd in November 2008. He was previously General Manager, Network Services Group at SP AusNet. Mr Adams has a breadth of experience having worked in various roles in the electricity and gas industries for more than 25 years, including transmission, distribution, generation, trading and retailing. Mr Adams holds a Bachelor of Engineering Degree (First Class Honours) and a Graduate Diploma of Financial Management. He has completed courses in Leading Change and Organisational Renewal (Harvard), Executive Development Program (Australian Graduate School of Management) and Company Directors Course (Australian Institute of Company Directors). Mr Adams is also a Director of the Energy Networks Association of Australia and Member of the Institution of Engineers (Australia). Mr Wong Chit Sieng Mr Wong Chit Sieng, Managing Director, SP Services, is concurrently the Head (Information Systems). He has over 30 years’ experience in strategic business IT planning and the development and management of banking application systems. Before joining SP, Mr Wong was Director of Operations and Principal Consultant, Asia Pacific & Japan, at a US banking software company. He was also with the Overseas Union Bank for nine years as its Senior Vice President & Deputy CIO, and Vice President of Chase Manhattan Bank for 10 years. Mr Wong has a Bachelor of Business Administration degree with Distinction and a Master of Business Administration from the Royal Melbourne Institute of Technology, Australia. Mr Lim Howe Run Mr Lim Howe Run, Managing Director, Strategic Investments and Deputy Managing Director, Jemena Ltd, is responsible for the management of SP’s overseas investments. Prior to his appointment as Managing Director and Deputy Managing Director, he held various positions in risk management, asset management and business development within the Group. Mr Lim holds a Bachelor of Engineering (Mechanical) degree from the National University of Singapore. 22 SP Annual Report 08 From far left: MR PAUL ADAMS Managing Director & Acting Executive General Manager (Infrastructure Services) Jemena Ltd MR WONG CHIT SIENG Managing Director SP Services & Head (Information Systems) MR LIM HOWE RUN Managing Director Strategic Investments & Deputy Managing Director & Acting Executive General Manager (Asset Strategy) Jemena Ltd MS CHI PING HUEY General Counsel & Company Secretary MRS LYNN LOH Head (Human Resource & Administration) Ms Chi Ping Huey Ms Chi Ping Huey, General Counsel & Company Secretary, provides legal advice on all the Group’s major M&A deals including the acquisition of SPI (Australia) Assets in 2007. She is responsible for implementing policies involving board governance and reviews complaints under the Whistleblower policy for submission to the Audit Committees. Prior to joining SP, Ms Chi held various senior positions in the Singapore Technologies Group including Head (Legal) at Singapore Aerospace Ltd. She has more than 20 years of legal experience which spans negotiations with military and commercial customers, M&As, banking projects and a working stint with leading aviation insurance brokers and underwriters in The Lloyds/London. She began her career with a major local bank and has also been in private practice. Ms Chi is a member of the Singapore Law Academy. An OCBC scholar, she has a Bachelor of Law degree with Honours from the National University of Singapore and was admitted as an Advocate and Solicitor to the Supreme Court in 1985. Mrs Lynn Loh Mrs Lynn Loh, Head (Human Resource and Administration), has over 20 years’ experience in human resource. Mrs Loh is overall responsible for the Human Resource policies, programmes and services of SP. Before joining the Group, she was with the Central Provident Fund Board, Changi International Airport Services, PepsiCo Group International and Singapore General Hospital. She is the Vice President on the Council of Singapore Human Resources Institute and a National Assessor for the People Developer Standard. She is also a member of the Manpower Skills and Training Council of Singapore Workforce Development Agency, a statutory board under the Ministry of Manpower. Mrs Loh was previously a resource member of the Government Parliamentary Committee for Manpower. Mrs Loh holds a Bachelor of Arts degree majoring in Economics from the National University of Singapore and a Master of Business Administration (Accountancy) from the Nanyang Business School, Nanyang Technological University. As at 17 April 2009 SP Annual Report 08 23 OPERATIONS REVIEW SINGAPORE Operations Singapore Operations has four main business units – SP PowerAssets, PowerGas, SP PowerGrid and SP Services. It also has a technical management consultancy arm, SP Global Solutions, and related businesses such as Singapore District Cooling. OPERATIONS REVIEW SP POWERASSETS Meeting Singapore’s Growing Power Needs SP PowerAssets invests in infrastructure development to meet the growing power needs of Singapore. 26 SP Annual Report 08 SP PowerAssets owns the electricity transmission and distribution assets in Singapore. Its S$7.2 billion fixed assets base comprises modern and robust networks at 400kV, 230kV and 66kV for transmission, and 22kV, 6.6kV and 400V for distribution. In FY 08/09, SP PowerAssets continued its network infrastructure development, planning for additional capacity to meet the growing power needs of Singapore. Progressive upgrading and replacement of existing transmission assets were also carried out to ensure the continuity of the electricity grid’s track record of high reliability. � � � � � � � ��� ����� ������� �� ���� ����� ���������� was commissioned in September 2008 and an additional 400/230kV 500MVA transformer in February 2009 to further reinforce the 400kV transmission connection to the eastern part of Singapore. ����� ����������� ���� �� ��� ��� �� ������� Drive-Labrador cable tunnel was completed in March 2009. Installation of 400kV cables for the two Seraya-Labrador 400kV circuits, targeted to be completed in the third quarter of 2009, will bring more power from the western to the central part of Singapore. ��� ������������ �� � ��� ����� ���������� at Rangoon Road to meet growing electricity demand in central Singapore will commence in 2009 and is targeted for commissioning by end-2013. ����� �������� ������ ��� ����� ������� 75MVA transformers were commissioned and a new 230kV substation at Labrador will be commissioned in the second quarter of 2009 to meet load growth. ����� ����� ����������� ��� ��������� ����� constructed at Marina South, Choa Chu Kang and Tampines. ������� �������� ���� ����������� ��� ����� progressively upgraded as part of a network renewal programme. Five substations have since been commissioned. The Harbour Drive-Labrador cable tunnel will bring more power to the central part of Singapore when cable installation is completed. SP PowerAssets is developing two major cable tunnels for the future installation of transmission cables on the island. Soil investigation work is expected to be completed in the third quarter of 2009. The project, comprising a 17 km East-West tunnel and an 18 km North-South tunnel, will provide secure corridors for faster and more efficient installation of transmission cables, as well as enable ageing 230kV circuits to be replaced in an orderly and controlled manner. SP PowerAssets concluded a second 5-year regulatory price reset with the Energy Market Authority (EMA). Grid charges were reduced by an average of 8-11 per cent in various customer supply categories on 1 October 2008, without compromising the high quality performance standards of its transmission and distribution networks. SP Annual Report 08 27 OPERATIONS REVIEW POWERGAS Being Singapore’s Sole Licensed Gas Transporter and System Operator Laying of gas transmission pipelines that will cater to future needs. 28 SP Annual Report 08 PowerGas owns the gas transmission and distribution networks in Singapore which include two onshore natural gas receiving facilities and 2,900 km of underground pipelines. With the transfer of Sembcorp Gas pipeline assets to PowerGas on 15 September 2008 following the restructuring of the gas market, PowerGas became the sole licensed gas transporter and gas system operator in Singapore, delivering both natural gas and town gas. New Gas Industry Framework The new restructured gas market came into effect on 15 September 2008 with the implementation of the Gas Network Code (GNC) regime, a multi-lateral contract between PowerGas and gas shippers for transporting natural gas from injection points to end-user offtake points. PowerGas has developed and is operating the web-based 24/7 Gas Transportation IT System Solution (GTSS) which manages the transportation of natural gas according to the rules of the GNC. Enhancing the Town Gas Network PowerGas successfully extended the town gas network by 15.6 km to reach more customers in new public housing estates, private residences and commercial premises. In FY 08/09, PowerGas also renewed and reinforced 6.9 km of pipelines and diverted 1.6 km of pipelines affected by the Mass Rapid Transit (MRT) system extension works. PowerGas continues to renew and reinforce gas pipelines. PowerGas is the sole licensed gas transporter and gas system operator in Singapore, delivering both natural gas and town gas. SP Annual Report 08 29 OPERATIONS REVIEW SP POWERGRID Management MR SIM KWONG MIAN Managing Director MR JOHN BAPTIST TAY Deputy Managing Director (Gas) MR JIMMY KHOO Deputy Managing Director (Planning & Strategy) MR CHUNG CHOON HEONG Deputy Managing Director (Network Development) MR CHANG SWEE TONG Deputy Managing Director (Network Management) MR CHENG SEE TAU General Manager (Operations & Maintenance) MR LAW CHIN HO Director (Finance) & Head (Regulatory) DR YOON KOK THEAN Director (Procurement) 30 SP Annual Report 08 SP POWERGRID Ensuring High Reliability SP PowerGrid manages and operates the electricity and gas transmission and distribution networks in Singapore. SP PowerGrid’s network performance for its electricity operations in FY 08/09 was well within regulatory targets and an improvement over the previous year’s performance. Its network performance for gas operations was also well within regulatory targets. For FY 08/09, electricity’s System Average Interruption Duration Index (SAIDI) score of 0.69 minutes was better than the 1.14 minutes registered in FY 07/08. Gas’ SAIDI score of 0.125 minutes was a significant improvement over FY 07/08’s score of 0.491 minutes. Electricity’s System Average Interruption Frequency Index (SAIFI) score of 0.016 was better than its score of 0.023 in FY 07/08. Gas’ SAIFI score was 0.0020 interruptions compared to the previous year’s score of 0.0011. SAIDI measures the average duration of unplanned electricity or gas interruptions a consumer experiences in a year and SAIFI, the average number of such interruptions. SP PowerGrid’s impressive network performance is founded on the use of cutting-edge technology in condition monitoring, rigorous quality processes, and investment in network infrastructure and staff expertise. Condition Monitoring for Better Performance SP PowerGrid’s comprehensive efforts in condition monitoring continued to enhance electricity network performance with 43 potential failures averted in FY 08/09. The Oscillating Wave Testing System (OWTS), which monitors the condition of the underground 66kV, 22kV and 6.6kV cables, has successfully prevented 88 potential cable failures since its inception in January 2006. In FY 08/09, OWTS was conducted on nine 66kV circuits. OWTS for 230kV cables will be introduced in May 2009. The wireless SCADA system helps SP engineers monitor the electricity grid, swiftly isolate any fault and restore supply. The 230kV switchgear in Kampong Java substation was fitted with an online condition monitoring system. Remote Monitoring of Distribution Network The installation of the wireless Supervisory Control and Data Acquisition (SCADA) system for remote monitoring of the 6.6kV distribution network is in progress. By the third quarter of 2009, some 1,000 substations supplying densely populated public residential estates will be fitted with wireless SCADA to enable real-time monitoring of the network and further reduce outage time. As of February 2009, installation works at 800 substations were completed. Enhancing Communication Network The Time Division Multiplex over Ethernet (TDMoE) technology was commissioned and deployed in the Metropolitan Area Network (MAN) in December 2008. The use of this new technology for SCADA application resulted in lower maintenance costs. SP Annual Report 08 31 OPERATIONS REVIEW The tender for the wireless network connection to the MAN was awarded in January 2009. The wireless technology will be deployed at about 100 substations and installations to further extend the coverage for applications like SCADA, condition monitoring, power quality monitoring and security surveillance. Strengthening Customer Relationships During the year in review, SP PowerGrid implemented new initiatives aimed at serving its customers better. In August 2008, a new Power Quality Interest Group was formed for the essential services industry. This enables SP PowerGrid to better support the sector’s needs and future growth. Three meetings were held for the semiconductor & electronics, pharmaceutical, and chemical & petrochemical interest groups. Chief Executive Officers representing these high-tech industries on the Power Quality Advisory Panel also met in April 2008 to discuss power quality issues across industry sectors. SP PowerGrid organised four half-day workshops in July 2008 and a two-day workshop in February 2009 to share with large industrial and commercial customers its knowledge on the latest technologies and practices to enhance power quality. SP PowerGrid embarked on new initiatives to provide a higher level of customer service to affected public housing residents during electricity supply interruptions. Standby teams working on three shifts and decentralising mobile generators to six locations have improved the response time to site and shortened supply restoration time by up to 30 minutes. Service vans with LED panels are deployed to keep customers informed on the progress of supply restoration during an outage. As part of efforts to keep customers informed during supply interruptions, service vans with LED panels are deployed to provide residents with timely information on the progress of supply restoration. ISO Certification SP PowerGrid first obtained its ISO 9001:2000 certifications in 2002. In FY 08/09, it received ISO 9001:2000 recertification for the development and management of its electricity transmission and distribution networks, and for its gas operations covering network management and system operations. It also continued to comply with ISO 9001:2000 standards for the operation, control and monitoring of the distribution network as well as the management of network incidents and customer calls. These certifications affirm SP PowerGrid’s institutionalised quality processes that drive consistently high performance standards. SP PowerGrid’s institutionalised quality processes drive consistently high performance standards. Challenging Economic Environment The current economic downturn has impacted on domestic electricity demand. Electricity demand began to slide in the second half of the year as the deepening global financial crisis took its toll, particularly on Singapore’s export-dependent industries. In FY 08/09, the volume of electricity transmitted and distributed shrank by 1.0 per cent year-on-year to 37,464 GWh. The reduction in electricity consumption was broad-based, affecting both the manufacturing and non-manufacturing sectors. 32 SP Annual Report 08 SP POWERGRID Singapore Has One Of The World’s Best Performing Electricity And Gas Networks SYSTEM AVERAGE INTERRUPTION DURATION INDEX (SAIDI) measures the average duration of unplanned interruptions a consumer experiences in a year 10 2.5 Interruption minutes per customer per year 8 6 4 2 0 5.37 5 3.7 4 3.85 2.2 2.25 1.21 1.14 1.99 0.69 0.47 97/98 98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 Up to Mar 09 Electricity SAIDI – Singapore Interruption minutes per customer per year 2.0 1.5 1.0 0.5 0 2.101 1.422 1.020 0.577 0.451 0.331 0.387 0.491 0.269 0.149 0.199 97/98 98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 Up to Mar 09 Gas SAIDI – Singapore 0.125 SYSTEM AVERAGE INTERRUPTION FREQUENCY INDEX (SAIFI) measures the average number of unplanned interruptions a consumer experiences in a year Interruptions per customer per year 0.12 0.10 0.08 0.06 0.04 0.02 0.00 0.106 0.090 0.073 0.071 0.053 0.097 0.097 0.041 0.011 97/98 98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 Up to Mar 09 Electricity SAIFI – Singapore 0.031 0.023 0.016 Interruptions per customer per year 0.025 0.020 0.015 0.010 0.005 0.000 0.0216 0.0147 0.0105 0.0058 0.0035 0.0028 0.0021 97/98 98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 Up to Mar 09 Gas SAIFI – Singapore 0.0047 0.0040 0.0011 0.0020 0.0016 KEY NETWORK INDICATORS – SINGAPORE % Change Year-On-Year 10 8 6 4 2 0 (2) (4) 1.6 (2.4) 5.0 4.1 3.8 2.4 9.3 7.3 4.6 4.4 8.4 3.3 7.8 4.2 1.5 1.1 Real GDP Growth (%) Demand Growth (%) 01 02 03 04 05 06 07 08 Calendar Year GWh 40,000 35,000 30,000 25,000 0 29,960 31,446 32,199 33,635 34,995 36,287 37,838 37,464 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 Financial Year Real GDP Vs Electricity Demand Growth (% Change) Electricity Transmitted and Distributed (GWh) SP Annual Report 08 33 OPERATIONS REVIEW SP SERVICES Management MR WONG CHIT SIENG Managing Director MRS JEANNE CHENG Deputy Managing Director MR LAWRENCE LEE Acting Director (Operations) MS LILY TAN Acting Director (Information Systems) MR HEY BONG KOI Head (Finance & Accounts) 34 SP Annual Report 08 SP SERVICES Putting the Customer First SP Services provides every household and business in Singapore with a convenient and efficient one-stop utility service, including for electricity, water, and piped gas supplies. As the Market Support Services Licensee, SP Services offers meter data management, billing and payment collection services to the electricity market. It also facilitates competition in the retail market by enabling consumers to switch seamlessly between retailers, and between buying from retailers and from the electricity pool. For the convenience of customers, SP Services also provides billing and payment collection on behalf of other utility service providers such as the PUB for water charges, City Gas for gas charges, and the various refuse collection companies for refuse removal fees. Enhancing operational efficiency and cost effectiveness without compromising service quality will continue to be the key to SP Services’ success in weathering the current economic crisis. During the year in review, SP Services continued to focus on re-engineering its operations and business processes, combining the use of technology with service innovation in meeting the evolving lifestyle needs and expectations of IT-savvy customers today. Leveraging technology, the Integrated Call Centre Home Agent Pilot Scheme allows customer service officers to attend to service requests from home and process transactions for customers’ accounts remotely. The initiative has increased work productivity and provided flexible work arrangements for employees. Delivering Service Excellence Providing quality service and greater convenience has always been a key priority for SP Services. To assess its service performance level, SP Services engages independent research agencies to conduct customer surveys across all service touch points. The surveys also allow us to proactively gather feedback from customers for service improvements. Results from the customer satisfaction survey conducted during the year showed that SP Services was ranked top among local benchmarked service providers in Singapore for the fourth consecutive year. Leveraging Technology to Delight Customers Tapping on modern info-communications technology, SP Services embarked on a pilot scheme to explore the work-from-home concept for its field operations and Integrated Call Centre staff, with the aim of achieving savings in rental and other overhead costs which could be a win-win proposition for customers, staff and the business in the long run. The Wireless Workforce Management System enables technicians to receive their job orders daily for supply turn-on and cut-off through their PDAs. The application of wireless communications technology minimises the technicians’ travelling time and enhances their punctuality for appointments with customers. The Wireless Workforce Management System is used in field operations to provide real-time information for better customer servicing and optimal resource allocations. SP Annual Report 08 35 OPERATIONS REVIEW Introduced in 2005, the SP Services Pay-As-You-Use Metering Scheme continued to help 13,000 customers with utility arrears better manage their consumption while paying for their arrears over time. SP Services was ranked top among local benchmarked service providers in Singapore for responsive and courteous service. Customers were satisfied with the responsive and convenient services they received. SP Services staff were also rated highly for their responsiveness, helpfulness and courtesy, and providing clear information. In its latest ‘Mystery Shopping Audit’ conducted annually, its service performance index leapt from 88 per cent in the previous year to 92 per cent this year. In another benchmarking study conducted by KEMA, an international utility consultancy, SP Services scored highly for performance standards in comparison with its peers in other countries. The survey findings also highlighted that SP Services placed emphasis on its customer service while maintaining cost-effectiveness. It has the lowest cost-toserve per customer and the lowest metering cost. Customer-driven, Service-oriented Working in close partnership with utility service providers, SP Services’ Customer Service Centre is co-located with City Gas at Somerset Road. Customers enjoy a seamless one-stop convenience for all their utility needs – electricity, water and piped gas. Major Projects SP Services completed a major upgrading of its billing and payment system during the year. After 11 months of rigorous system integration and user acceptance tests, the new Enterprise Business System went live on 9 August 2008. This initiative was recognised under SAP’s Awards of Customer Service Excellence 2009 (ACE) scheme as the Most Outstanding Project. This is an award given to project partners who have achieved exemplary performance in project implementation, demonstrated their commitment to providing good customer satisfaction, and invested in training. The upgraded system enables SP Services to enhance the quality of its customer services and streamline its business processes for better customer service. It allows for faster information retrieval and reduces transaction time, contributing towards an enhanced service experience and customer satisfaction. Moving forward, SP Services will further enhance the system to gain even more operational efficiencies. In support of market liberalisation, SP Services participated in the Electricity Vending System (EVS) pilot project trial run initiated by Energy Market Authority. The objective of the EVS is to re-engineer the electricity retail process to provide competition through smart meter technology and e-payment systems. Smart meters will enable consumers to choose from different retail packages and help them better monitor their consumption. Service Commitment Going forward, providing quality service and greater convenience for customers will remain SP Services’ focus in an increasingly competitive and demanding environment. Founded on its strong service-oriented culture, SP Services will continue to explore ways to further improve its customer service and operational efficiency. Young visitors learn about efficient use of electricity at SP Services’ Electricity Efficiency Centre. 36 SP Annual Report 08 SP GLOBAL SOLUTIONS New Markets, Enhanced Capabilities SP Global Solutions (SPGS), as a recently established consultancy arm of Singapore Power, leverages the experience, operational expertise and domain knowledge of our people and institutions to provide practical solutions, services as well as training to a widening market of utilities clients in the region. FY 08/09 was an engaging and meaningful year for SPGS as it continued to build the capacity in providing a wider spectrum of services to reach out to new markets and to strengthen its network of partners. Besides taking on a number of new projects, SPGS also hosted numerous overseas delegations in Singapore and participated in various local and overseas industry forums. SPGS made headway in India, securing a consultancy contract with CESC Limited. CESC Vice Chairman Sanjiv Goenka (left) and SP Chief Operating Officer Ong Boon Hwee sealed the partnership with a warm handshake. Delegates from Beijing Electric Power Company participating in hands-on workshops in Singapore to learn different condition monitoring techniques. SP PowerGrid engineers conducting Oscillating Wave Testing System tests in Kolkata, India. SP Annual Report 08 37 OPERATIONS REVIEW CEOs of companies under Druk Holding and Investments Limited of Bhutan were hosted by SP Senior Management and engaged in a lively exchange of views and possible collaboration. SPGS conducted a seminar on Condition Monitoring for Taiwan Power Company. The seminar, held in Taipei, was attended and well received by engineers and management from Taipower. Through SPGS, overseas delegates from Shenzhen Gas Corporation attended training on gas network conducted by SP AusNet in Australia. Delegates from Guangzhou Power Supply Bureau receiving a briefing on the role of the Geographical Mapping System in operations management of the network. 38 SP Annual Report 08 SINGAPORE DISTRICT COOLING Working Towards Sustainable Development Singapore District Cooling, an SP joint venture company, produces chilled water for the air-conditioning of commercial buildings. It completed its third year of commercial operation with performance exceeding its own targets and regulatory requirements. In FY 08/09, revenue rose to S$8.6 million and an EBITA of S$0.8 million was achieved. The Supply Availability Index 1 was 99.99 per cent compared to the regulatory standard of 99.50 per cent. Growing its Customer Base Several major development sites, including the Integrated Resort and Marina Bay Financial Centre, will soon be connected to the district cooling system. The demand for district cooling system is projected to grow six to seven fold from the current base of 18 MWr to 120 MWr by mid-2010. Expanding Capacity To meet the quantum leap in demand for district cooling service, Singapore District Cooling is implementing major capital projects to expand the district cooling system. An aggregate of 100 MWr production capacity will be added to the existing district cooling plant located at One Raffles Quay Development and the new plant located at the Integrated Resort. A new piping network is being installed within the Common Services Tunnels to link the two district cooling plants and various customer intake stations. The capital projects are funded with a S$140 million limited recourse credit facility. The successful funding arrangement in the current cautious financial market is a testament to the robust fundamentals of the project. Complementary Services for Environment Protection In an initiative to contribute to environmental sustainability, Singapore District Cooling will be providing hot water services to the hotels and convention centre of the Integrated Resort. Heat pumps will extract the heat energy for hot water production that would otherwise be discharged to the atmosphere at the cooling towers. Installation of a new piping network in the Common Services Tunnels will link the district cooling plants and customer intake stations. OHSAS Certification for Occupational Health & Safety Singapore District Cooling achieved its BS OHSAS 18001:2007 certification in July 2008, affirming the company’s commitment and institutionalised processes towards occupational health and safety management. The existing district cooling plant also achieved zero accident record for work safety during the year. Looking Ahead Singapore District Cooling will continue to work with government agencies and building owners to broaden its customer base beyond its current service area at Marina Bay. 1 Measured in terms of supply temperature being maintained within specifications SP Annual Report 08 39 OPERATIONS REVIEW AUSTRALIA Operations Australia Operations has four main business units – SP AusNet, SPI Management Services, SPI (Australia) Assets and Jemena Asset Management Companies. Its business activities span Victoria, Queensland and New South Wales. OPERATIONS REVIEW SP AUSNET Management MR NINO FICCA Managing Director MR CHARLES POPPLE Group General Manager (Networks Strategy and Development) MR NORM DREW Group General Manager (Integrated Network Services) MR GEOFF NICHOLSON Chief Financial Officer & General Manager (Finance and Strategy) MS SUSAN TAYLOR General Counsel and Company Secretary MR JOHN KELSO General Manager (Select Solutions) MR JOHN AZARIS General Manager (Operations & Services) MS CLAIRE HAMILTON General Manager (Risk and Assurance) MR PETER MERRITT General Manager (Information Technology) MR MICHAEL BESSELINK General Manager (People and Safety) (acting) 42 SP Annual Report 08 SP AUSNET Sustainable Growth SP AusNet is the largest diversified energy infrastructure business in Victoria. It owns and operates a state-wide electricity transmission network, as well as an electricity distribution network in eastern Victoria and a gas distribution network in western Victoria. In FY 08/09, SP AusNet connected more than 26,000 new customers to its gas and electricity network. Undertaking maintenance works near Benalla. SP Annual Report 08 43 OPERATIONS REVIEW SP AusNet’s financial performance and transmitted 51,777 GWh of electricity. SP AusNet invested A$140.1 million to improve network performance on the transmission system. Electricity Distribution The electricity distribution network carries electricity from the transmission network to substations for distribution to connected electricity customers in eastern metropolitan Melbourne and eastern Victoria. The network is 47,000 km in length, spans an area of approximately 80,000 square km and services more than 600,000 customers. SP AusNet crew working on distribution insulators. Electricity Transmission SP AusNet’s electricity transmission network comprises over 6,500 km of transmission lines that carry electricity from power stations to electricity distributors and large customers in Victoria. The network is centrally located among the five eastern states of Australia that form the National Electricity Market and provides key links between the electricity transmission networks of South Australia, New South Wales and Tasmania. In FY 08/09, the electricity transmission network contributed A$492.2 million in regulated revenue to In FY 08/09, the electricity distribution network contributed A$509.2 million in revenue to SP AusNet’s financial performance, and distributed 7,894 GWh of electricity. SP AusNet invested A$262.4 million to improve network performance and connected 9,500 new customers across eastern Victoria. The electricity distribution business was affected in 2009 by bushfires, extreme heat conditions and storms. SP AusNet, however, continues to monitor and improve business resilience and operational response to incidents of this nature. Gas Distribution SP AusNet’s 10,000 km distribution pipelines carry natural gas from the transmission network to over 554,000 customers across 60,000 square km in central and western Victoria. It also owns 183 km of gas transmission pipelines. In FY 08/09, the gas distribution network contributed A$179.2 million revenue and distributed 75.3 PJ of gas. SP AusNet invested A$69.0 million to expand the network and connected 17,100 new customers across western Victoria. Gas distribution works with gas meters. 44 SP Annual Report 08 SP AUSNET The Condition Monitoring team identifies potential network failures before they occur. SP AusNet secured long-term operational agreements with the Singapore Power Group to deliver competitive niche services to the Jemena group of companies. These arrangements allowed SP AusNet to extend its footprint to implement these services into New South Wales for the first time and obtain operational efficiencies through the Information Technology area. SP AusNet also implemented a new operating structure to provide more focus on growing this important part of its business to the wider market. This year, SP AusNet became the first business in Australia to receive certification to British Asset Management Specification – BSI PAS 55. The specification is recognised as the leading global standard against which assetintensive industries, such as utilities, are benchmarked. Looking ahead, SP AusNet is planning the rebuilding of new terminal stations in Thomastown, Ringwood, Richmond, Geelong and Hazelwood. It is also planning the securing of electricity supply for an additional 120,000 customers in the Northern corridor growth region of Melbourne. SP AusNet will also continue its extensive gas mains renewal programme, improving supply capacity and making the gas distribution network safer and more reliable. SP Annual Report 08 45 OPERATIONS REVIEW SPI (AUSTRALIA) ASSETS / JEMENA Management MR PAUL ADAMS Managing Director & Acting Executive General Manager (Infrastructure Services) MR LIM HOWE RUN Deputy Managing Director & Acting Executive General Manager (Asset Strategy) MR IAN WELLS Chief Financial Officer MR DAVID CLERK Executive General Manager (Strategy and Business Development) MR SHAUN REARDON Executive General Manager (Infrastructure Investments) MS LINDA DAWSON Executive General Manager (People, Safety and Services) MS CATHY BIBBY Chief Information Officer MS YASMIN BROUGHTON General Counsel and Company Secretary 46 SP Annual Report 08 SPI (AUSTRALIA) ASSETS / JEMENA Building on Core Capabilities SPI (Australia) Assets Pty Ltd, together with its Jemena subsidiaries, builds, owns and maintains a combination of major electricity, gas and water assets. In FY 08/09, new growth paths were achieved through the acquisition of electricity and water infrastructure service companies. It also focused on optimising its core business in the areas of electricity and gas and asset management services, and on leveraging its people and safety capabilities. A New Beginning The Jemena brand was launched in August 2008, marking a new beginning for the company renowned for its high quality gas, water and electricity infrastructure and contracted works services. Jemena is an aboriginal word meaning ‘to hear, to listen and to think’, and it aptly represents how the company conducts its business and focuses on delivering the best services. Jemena Gas Network In FY 08/09, the gas distribution network contributed A$373 million in revenue to the Group and distributed 100 PJ of gas. A total of A$96 million was invested to maintain and expand the network. This investment was across a range of activities including market expansion, capacity development, facilities renewal and upgrade, metering, mains and services renewals, and ancillary equipment. The customer base continued to grow with the connection of an additional 25,013 new customers. Major projects included the construction of a 2.5 km steel main, at approximately A$5.0 million, through one of Sydney’s oldest and most congested areas, the Eastern Suburbs. A Jemena worker conducts maintenance work on gas transmission pipelines. SP Annual Report 08 47 OPERATIONS REVIEW Workers consult with one another before fixing overhead power lines. Jemena Electricity Networks Network revenue of A$200 million was A$1.7 million above target and A$4.0 million higher than the prior year, reflecting the higher level of energy delivered – 4,446 GWh compared to 4,021 GWh in the prior year. Capital investment in the network of A$100 million included A$25 million of investment in the initial design and planning phase of the Advanced Interval Meter Rollout Program mandated by the Victorian Government. A maintenance optimisation project was delivered by Jemena to reduce the ongoing maintenance costs on the Jemena Electricity Networks. This project realised a A$1.7 million benefit in FY 08/09 by adjusting maintenance frequencies, scopes and resource requirements, aligning them to industry benchmarks and completing risk assessments to ensure the changes were acceptable. Development of Major Assets The major Mila Compressor Station project was completed in July 2008 and has increased the pipeline capacity by 24 per cent. The pipeline transports natural gas from Bass Strait to Canberra, Nowra, Tallawarra (near Wollongong), Port Kembla and Sydney. The Queensland Gas Pipeline expansion project, consisting of the installation of the Rolleston and Banana Compressor Stations and Looping from Oombabeer to Callide, will increase the pipeline capacity by 69 per cent when completed in 2010. The addition of compression will also allow for more effective control of the pipeline. A significant new delivery point is also being constructed at Yarwun to deliver gas to Rio Tinto’s upgraded aluminium refinery. 48 SP Annual Report 08 SPI (AUSTRALIA) ASSETS / JEMENA In an Australia-first, Jemena designed and built the A$104 million Colongra Lateral gas pipeline which delivers gas to the new Delta peaking power station near Newcastle, and provides sufficient gas storage to allow the station to run at full capacity for five hours in the event of a major interruption to the normal supply of gas. Safety First During the year in review, the business faced a number of challenges in the safety arena. In response to these challenges Jemena put in place systems and procedures to focus on and help achieve “Zero Harm – Safety First”. The new initiatives include establishing electricity and gas safety taskforces charged with identifying, capturing and implementing new ideas to improve safety in the business, such as independent performance reviews to recommend change, ensuring all staff undertake “Safety First” training and rewarding the display of safety behaviour. A monthly Safety Hero Award was also established to recognise individuals or teams for their outstanding contribution to safety at Jemena. FY 09/10 will see a continued focus on safety and ensuring “Zero Harm – Safety First”. Heatwave Heroes In late January 2009, Victoria experienced unprecedented hot weather conditions, resulting in three separate emergency events. The staff of Jemena worked tirelessly to restore power during these extraordinary conditions. Its field personnel, along with contractors and line workers from around the country, worked for days in temperatures exceeding 40°C to repair network damage and restore power to over 200,000 customers. Equally important were those who managed the response around the clock as well as Jemena volunteers who looked after the field personnel and answered calls at the call centre. Fixing a power line in Melbourne. The Year Ahead Jemena is on track to deliver over A$300 million of contracted services work in FY 09/10, as well as an additional A$300 to A$400 million per annum in contracts for work over the next three to five years as a result of being appointed to various client panels. The new structure supports the growth in Contracting Services while focusing on maximising return from its assets, developing new assets and partnering with other developers where it makes good business sense. SP Annual Report 08 49 AWARDS & ACCOLADES Business Alliance Award 2008 � Singapore Power Group by the Australian Chamber of Commerce, Singapore Best Syndicated Loan (Best Australia Deals 2008) � SPI (Australia) Assets Pty Ltd, by The Asset ISO/IEC 17025 for Calibration and Measurement of Meters � �������� by Singapore Accreditation Council-Singapore Laboratory Accreditation Scheme, 2005 to present BSI PAS 55 Certification to British Asset Management Specification ISO 9001:2000 Certification for Quality Management System � �� ������ by Asset Management Consulting Limited, 2008 � � � � �� ��������� (Distribution Control & Customer Services Section) by Certification International, FY 06/07 to present �� ��������� (Network Development) (Electricity) by Certification International, FY 02/03 to present �� ��������� (Network Management) (Electricity) by Certification International, FY 02/03 to present �� ��������� (Gas Operations) by SGS International Certification Services Singapore Pte Ltd, FY 08/09 ISO 9001:2008 Certification for Quality Management System � �� �������� by BSI Management System, FY 04/05 to present Singapore Quality Class Certification � �� �������� by SPRING Singapore, 2006 to present SAP Most Outstanding Project Award � �� ��������, 2009 OHSAS Certification for Occupational Health & Safety Management System � ��������� �������� �������, 2008 People Developer Standard by SPRING Singapore � ��������� ����� �����, 2000 to 2010 � �� ���������, 2005 to 2012 � �� ��������, 2005 to 2009 Singapore H.E.A.L.T.H. (Helping Employees Achieve Life-Time Health) Award, Gold � ��������� ����� ����� by Health Promotion Board, 2004 to 2010 50 SP Annual Report 08 Work-Life Achiever Award � ��������� ����� ����� by Ministry of Manpower, 2006 to 2010 Leading HR Practices Awards in Employee Relations & People Management, Quality Work-Life, and Health & Employee Wellness, the Singapore HR Awards � ��������� ����� ����� by Singapore Human Resources Institute, 2008 Special Mention in Learning & Human Capital Development, E-HR Management, and HR Communications, the Singapore HR Awards � ��������� ����� ����� by Singapore Human Resources Institute, 2008 Minister for Defence Award � ��������� ����� ����� by Ministry of Defence, 2005 to 2010 The Minister’s Honours Roll & Minister for Home Affairs Award � ��������� ����� ����� by Ministry of Home Affairs, 2008 to 2010 Labour Relations/Human Capital Management Award, Ethical Investor Australian Sustainability Awards � �� ������, 2008 SHARE Corporate Gold Award � ��������� ����� ����� by Community Chest, 2003 to 2007 5-Year Outstanding SHARE Award � ��������� ����� ����� by Community Chest, 2007 Special Events Platinum Award � ��������� ����� ����� by Community Chest, 2006 to 2007 SP received the 2008 Business Alliance Award from the Australian Chamber of Commerce in Singapore for our outstanding contributions to the Singapore-Australia business relationship. SP Annual Report 08 51 OPERATIONAL SUPPORT HUMAN RESOURCE Developing Capabilities Staff expertise and commitment contribute significantly to SP’s superior performance. As such, the company invests considerable resources to develop the skills and core competency of its workforce, and expand and groom its talent pool. This is further supported by a healthy work-life balance strategy and a strong union-management partnership. Continuous Staff Training During the year in review, SP invested an average of 54 training hours for each staff. An annual Total Training Plan was drawn up, incorporating staff’s Individual Learning Roadmaps. Team Engagement and Motivation (TEAM), a corporate core programme, was launched to provide each functional section with the opportunity to bond and foster a close and supportive relationship through fun and challenging activities. This was supplemented by the Leading Excellence and Development (LEAD) programme for unit heads to hone their people management skills and leadership style so that they can better manage and engage their teams. 76 employees were sponsored for part-time courses in FY 08/09 under the Union of Power and Gas Employees (UPAGE)-SP MOU. To date, the scheme has sponsored a total of 348 employees for nationally certified programmes leading to a technical certificate or a diploma. “My Learning Path” was launched to encourage junior staff to upgrade themselves through the national Employability Skills System on workplace literacy and numeracy. Some 38 employees have completed either the Beginner or Intermediate level. To encourage continuous learning among staff, SP put together 54 e-courses, four of which are specific to its business and developed in-house, on its Human Resource Management System. SP is committed to promoting work-life balance through various Quality Life Programmes, such as the Sports for Life event. 52 SP Annual Report 08 SP’s scholars and Management Associates are trained and developed through attachments, job rotations and specially tailored training courses. Five employees from SP and one from SP AusNet were given overseas postings ranging from six months to more than two years, to provide them with international exposure and professional development opportunities. Such attachments also facilitate the exchange of technical expertise and knowledge across countries. Growing and Grooming the Talent Pool SP awarded seven scholarships in FY 08/09, bringing its pool of undergraduates to 21. Upon graduation, these scholars will undergo a series of job rotations under the Management Associate Scheme. They will be exposed to different aspects of SP’s business and operations and specially tailored training programmes in finance, business and personal development to equip them for corporate management roles. In Australia, SP AusNet continued to recruit apprentices, graduates and trainees under its ‘Skilling for the Future’ programme to ensure operational sustainability. The Jemena Companies also conducted a number of graduate programmes, aimed at developing a talent pool for the business to ensure leadership succession. These programmes have enjoyed much success, attracting excellent candidates. They have contributed to positive retention rates and garnered positive feedback from both managers and employees alike. Jemena relaunched its Development Programmes aligned with its business strategy, focusing on building people management and leadership capability at all levels within the company. More than 200 staff benefited from the programmes. An integrated talent management initiative was also rolled out to support staff development. This process identifies successors for business critical roles and career moves. Development opportunities are subsequently planned for these successors. The successor development programme instills market confidence and ensures a competitive edge through the retention of knowledge and skills within the business. SP Annual Report 08 53 SP’s support of the UPAGE Endowment Fund was a testament to the strong partnership between SP and UPAGE. Recognition by Awards For its efforts in promoting a healthy work-life balance among staff and nurturing a dynamic and meaningful work environment, SP was accorded the Singapore H.E.A.L.T.H (Helping Employees Achieve Life-Time Health) Gold Award by the Health Promotion Board in 2008 and the Work-Life Achiever Award by the Ministry of Manpower. SP also won three Leading HR Practices Awards from Singapore HR Institute for Employee Relations & People Management, Quality Work-Life, and Health & Employee Wellness. It received special mention in three other categories, namely Learning & Human Capital Development, E-HR Management and HR Communications. SP was a finalist in the HRM Awards 2009 for the categories of “Best Training, Learning and Development”, and “Best Use of Technology”. In Australia, SP AusNet was awarded the Labour Relations/Human Capital Management award at the 2008 Ethical Investor Australian Sustainability Awards. The award recognised SP AusNet’s acknowledgement of the greater contribution that women can make to a male-dominated engineering industry and its focus on diversity. Strategic Union-Management Partnership SP enjoys a strong partnership with UPAGE that is built on an open and consultative approach to resolving operational and strategic issues. In a milestone partnership with UPAGE to create a harmonious and progressive work environment, SP signed the Employers’ Pledge of Fair Employment Practices in April 2008. The pledge reinforces its commitment towards endorsing the key principles of fair and merit-based employment practices, including equal opportunities for training and development for employees. SP also pledged S$200,000 a year for five years to the UPAGE Endowment Fund. The Fund contributes towards the long-term financial independence of UPAGE, thereby assisting the Union to continue providing benefits to its members. 54 SP Annual Report 08 OPERATIONAL SUPPORT INFORMATION SYSTEMS Investing in Technology Technology enables the automation of key processes, freeing staff from manual tasks and improves productivity. At SP, IT initiatives are aligned closely with business unit goals to ensure efficient and effective execution of business strategies. Common shared systems and infrastructure across the Group drive greater synergies. Supporting the Gas Network The Singapore gas market was de-regulated on 15 September 2008. PowerGas developed and launched a web-based IT system, Gas Transportation System Solution (GTSS), to manage the transportation of natural gas according to the rules of the Gas Network Code. The Information Systems Department (ISD) worked closely with the system integrator, Accenture, to ensure that the design of the GTSS is robust and reliable. The supporting infrastructure and computer operations processes were tested very thoroughly to ensure that they meet system performance expectations and reliability standards. Enhancing Human Resource Management with Business Intelligence Tools ISD spearheaded the design and implementation of a business data warehouse for business intelligence for the Human Resource department. The solutions became operational in January 2009. The system allows for the creation of analytical reports detailing manpower statistics through the Enterprise Portal. It also enables key business users to slice and dice the data and to perform ad-hoc analysis and reporting via an on-line interface, hence improving productivity and efficiency. Users can also access this function via the internet, thereby granting them 24-hr global access. Automated Monitoring The ISD Data Centre operates 76 units of UNIX servers, 280 Intel servers and 175 networking equipment. During the year, ISD implemented an Enterprise Management System to proactively monitor all critical systems, hardware and services. This has led to improved management of the inventory of hardware and software, and automation of the performance reporting for critical servers and the patch management of the Microsoft Operating Systems. Common shared systems and infrastructure across SP drive greater synergies. SP Annual Report 08 55 OPERATIONAL SUPPORT ENTERPRISE RISK MANAGEMENT Managing Risk Proactively Staff employ a systematic and holistic approach to identify, assess, mitigate, report and monitor risks. SP is committed in its practice of Enterprise Risk Management and recognises risk management as a fundamental tool of effective corporate governance and operational efficiency. SP adopts a proactive and structured approach to risk management as an integral part of day-to-day activities at all levels within the organisation. Institutionalised and comprehensive enterprise-wide risk management policies and procedures within SP ensure that practices enhance stakeholders’ value. A systematic and holistic approach is implemented to identify, assess, mitigate, report and monitor the different types of risks, which include operational and IT risk, regulatory risk, financial risk, legal risk as well as strategic and reputational risk. The Group’s guiding principle is that all employees are responsible for risk management in their respective areas of work. The roles and responsibilities of risk escalation and communicat

CPMS Annual Assessment FY22/23 (1 st April 2022– 31 st March 2023) For FY22/23, the top 5 contractors who obtained the highest overall Annual Score are as listed below in alphabetical order and not in any ranking sequence - Top 5 Contractors HIAP ENGINEERING & CONSTRUCTION PTE LTD HYUNDAI ENGINEERING & CONSTRUCTION CO., LTD LIH MING CONSTRUCTION PTE LTD MO GUAN CONSTRUCTION ENGINEERING PTE LTD YEW ANN CONSTRUCTION PTE LTD As per our CPMS Policy, the top 5 contractors for the assessment year will be given an incentive of 2% of the total annual value of their respective contracts capped at S$100,000.00 per year per contractor. The bottom 2 contractors (listed in alphabetical order) for the annual assessment are as shown below: Last 2 Contractors HI POWER PTE LTD TAIHAN CABLE & SOLUTION CO., LTD. With immediate effect, as per CPMS Policy 6.0, the 2 contractors with the lowest annual scores will be subjected to a penalty deduction to their PQS scores in all subsequent SP Group tenders published during the next Assessment Year. In addition, they would also have to comply with performance improvement requirements specified by SP Group to address areas of deficiency. SP Group 2 Kallang Sector, Singapore 349277, www.spgroup.com.sg

DISTRIBUTED ENERGY RESOURCE (DER) SYSTEM: CHECKLIST AND DECLARATION OF COMPLIANCE TO SP POWERGRID’S (SPPG) TECHNICAL REQUIREMENTS (To be submitted together with CS1 application) PART I: INSTALLATION DETAILS Consumer Name: Installation/Premises Address: For official use only Application No. Electrical Installation License No.: Installation Intake Voltage: Existing Site Approved Load: kVA / kW (to delete accordingly) PART II: DER SYSTEM DETAILS Total Short Circuit Current Contribution: Amps Metering Point Existing DER System Details Description of Metering Point kWp/kWh kWac 1,3 System Type Location ☐PV ☐BESS ☐Others:___ ☐PV ☐BESS ☐Others:___ ☐PV ☐BESS ☐Others:___ Total Existing Generation Capacity Metering Point Description of Metering Point Location Total Applied Generation Capacity Total Generation Capacity Applied DER System Details kWp/kWh kWac 1,3 System Type Owner of DER system 2 kWp/kWh kWac ,1.3 ☐PV ☐BESS ☐Others:___ ☐PV ☐BESS ☐Others:___ ☐PV ☐BESS ☐Others:___ ☐ Consumer ☐ 3 rd party ☐ Consumer ☐ 3 rd party ☐ Consumer ☐ 3 rd party 1. Based on inverter rated AC capacity. 2. If DER is owned by 3 rd party, please state Company Name: 3. The Consumer shall declare if the Owner of the applied DER system has an aggregated Generation Capacity of ≥ 1MWac installed in this premise. If yes, the Owner of the applied DER system shall furnish the Wholesaler/Generation License at point of Turn-On. ☐ No ☐ Yes New DER Inverter(s) Information: S/N Brand Model Rated Power (kWac) Quantity PART III: DOCUMENT CHECKLIST Please check the boxes to acknowledge that you have submitted the following documents: � Letter of Consent � Single Line Diagram (SLD) (from DER System to Point of Common Coupling (PCC)) Page 1 of 3 Ver 6.0 � PQ Compliance Report � Short Circuit Current Contribution Report � Inverter(s) Specifications � Voltage and Frequency Protection Settings � Inverter(s) Type Test Reports (Harmonics, Voltage Unbalance, Flicker, DC Injection) � Solar panel(s)/Batteries Specifications � Isolation Transformer Specifications (if used) � Dynamic Simulation Model (for aggregated capacity as per Transmission Code C7.2 ) � Other Supporting Documents (if any) Please submit the following documents to the respective Distribution Network (DN) sections upon commissioning of the DER system. 1) Certificate of Compliance 2) Commissioning Declaration of DER System PART IV: TECHNICAL REQUIREMENTS We confirm that the application complies with the following requirements at PCC: 1) Power Quality Harmonics Voltage at PCC (kV) 0.23 / 0.4 6.6 / 22 66 230 / 400 Total harmonic voltage distortion, VTHD < 5% < 4% < 3% < 1.5% Individual harmonic voltage (odd) < 4% < 3% < 2% < 1% Individual harmonic voltage (even) < 2% < 2% < 1% < 0.5% DC Injection Max DC injection per phase < 0.5% of inverter rated output current DC injection is deprecated Voltage Fluctuation Flicker Voltage Unbalance The LEW shall submit technical justification in the PQ compliance report for consideration, if the DER system DC injection at the PCC deviates from this requirement. Percentage difference from nominal voltage < ±3% Short term flicker severity, PST < 1.0 Long term flicker severity, PLT < 0.8 Max ratio of negative phase sequence to positive phase sequence voltage < 1% 2) Protection Abnormal Voltage Response Minimum Holding Time (s) - requirement Maximum Tripping Time (s) - requirement Abnormal Voltage Range (% of nominal voltage) V < 50 50 ≤ V < 88 110 < V < 120 > 0.6 > 2.0 > 1.0 ≤ 1.6 ≤ 3.0 ≤ 2.0 The DER generating unit shall be capable of disconnecting from the transmission system if under or over voltage is detected at the connected person’s incoming switchboard or at the generating unit terminal. Depending on the abnormal voltage range, the generating unit shall remain in operation for a minimum holding time and disconnect before the maximum tripping time as specified above. Abnormal Frequency Response Operating Time Continuous operation Frequency Range (Hz) 47.5 ≤ f ≤ 52 47 ≤ f < 47.5 Remain in operation for at least 20s each time frequency falls below 47.5Hz. 3) Reconnection The DER system shall also cease to energize the transmission system for faults on the service connection between the DER system to the PCC. The DER system may reconnect to the transmission system 1 minute after the voltage and frequency at its connection point have recovered and remained within the ranges listed as follows: (a) Frequency within 49.8Hz and 50.2Hz; Page 2 of 3 Ver 6.0 (b) Transmission network voltage within ±3% of the nominal value or distribution network voltage within ±6% of the nominal value. 4) Inverter Specification Reactive power control mode: Q(V) Control 4 If other mode is selected, please indicate the details: _____________________________________________ 4. By signing below (Part IV), you agree that the above reactive power control mode will be set before inverter(s) energization, in compliance with the requirements stipulated in the Transmission Code. For more details on the settings, please refer to Transmission Code F12. PART V: CHOICE OF BACKUP SCHEME FOR EMBEDDED GENERATION (DER) (Must be filled for Intake Voltage at HT and above) We understand that consumers connected at HT and above with embedded generation (DER) are required to choose a backup scheme 5 for their service connection. Please prepare a Supplemental Agreement for Consumer based on the backup scheme of their choice (please tick one backup scheme): ☐ 1) Summation Scheme (please tick one metering option): ☐ Installation of Summation meters (Where there are no generation meters installed, summation meters will be provided by SPPA) ☐ Generation meters (If generation meters are already installed, there is no need to install additional summation meters as the generation meters can double up as summation meters) ☐ Solar Generation Profile (Applicable for contestable consumers who have embedded generation (PV) below 10 MWac and are registered with SPS/EMC) ☐ 2) Capped Capacity Scheme ☐ 3) Extended Capped Capacity Scheme 5. For more details on backup scheme, please refer to Handbook on “How to Apply for Electricity Connection” (Appendix 39). PART VI: DECLARATION OF COMPLIANCE TO SPPG’S TECHNICAL REQUIREMENTS I, (LEW No.: ), (Name) the undersigned Licensed Electrical Worker (LEW) for the DER installation at the above premises, declare that I have evaluated and confirmed that the DER system complies with the above, including requirements as per “Technical Requirements of Distributed Generation (DG) and New Extra High Tension (EHT) Connection”. Signature: Date: (DD/MM/YYYY) Page 3 of 3 Ver 6.0

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

SP Group’s role in electricity industry As published in Straits Times Forum Letter (29 Sept 2018) We thank readers for their letters and the queries they raised (How are new retailers able to offer better prices than SP Group? by Mr Max Leong; Maintaining cost savings tough in the long term by Mr Goh Boon Kai and Many concerns over changes in power market by Mr Ong Soon Yam for their letters, all on Sept 25). SP Group operates and maintains the electricity grid and provides market support services such as billing and meter reading. Under the regulated tariff set by the Energy Market Authority (EMA) for the period of July 1 to Sept 30, SP Group is paid 5.71 cents per kWh (SP Component) for the above services, out of 23.65 cents per kWh paid by residential consumers. The remaining tariff components go to the generation companies, Energy Market Company for market administration, and EMA for power system operator costs. Under the Open Electricity Market (OEM), consumers will be able to buy electricity from retailers, at the retail electricity price, instead of buying under the tariff set by the EMA. The electricity price offered by retailers will also include the SP Component. Whether consumers buy electricity under tariff, or through a retailer, the SP Component collected from consumers is the same. It is regulated by the EMA, and has been stable the past 10 years, even as the electricity tariff fluctuated. Chuah Kee Heng Managing Director SP Services Jan-08 Apr-08 Jul-08 Oct-08 Jan-09 Apr-09 Jul-09 Oct-09 Jan-10 Apr-10 Jul-10 Oct-10 Jan-11 Apr-11 Jul-11 Oct-11 Jan-12 Apr-12 Jul-12 Oct-12 Jan-13 Apr-13 Jul-13 Oct-13 Jan-14 Apr-14 Jul-14 Oct-14 Jan-15 Apr-15 Jul-15 Oct-15 Jan-16 Apr-16 Jul-16 Oct-16 Jan-17 Apr-17 Jul-17 Oct-17 Jan-18 Apr-18 Jul-18 Reference Low Tension Electricity Tariff for Residential Customers 35 30 25 20 15 10 5 0 Grid Charge MSS Fee Market Admin & PSO Energy Cost Q3 2018 TARIFF (July – September) Market Admin & Power System Operator Fee to EMA (No change) 0.05¢/kWh (<1%) Market Support Services Fee to SP Group (No change) 0.40¢/kWh (1. to7%) Network Costs to SP Group (No change) 5.31¢/kWh (22.5%) Energy Costs to electricity generation companies (Increase by 1.50¢/kWh compared to previous quarter) 17.89¢/kWh (75.6%)

SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Driving urban decarbonisation efforts in Thailand and Asia Pacific SUSTAINABILITY Our partnership with Banpu Next will empower a clean energy future in Thailand and Asia Pacific. SP and Banpu Next recently signed an MOU to develop sustainable and smart city solutions in Thailand and the Asia Pacific. This will tap on the expertise of both companies in clean and sustainable energy solutions to drive urban decarbonisation efforts in the region. Both companies will explore the applications of district cooling systems, cross-border renewable energy certificates (RECs) platform and other low-carbon, high efficiency solutions to support sustainable growth.  Banpu Next is a subsidiary of Banpu PCL, a leading smart clean energy solutions provider in Thailand and Asia Pacific with a strong portfolio of renewable energy and energy storage businesses across the region, including solar farms in China, Japan, the United States and Australia; wind farms in Vietnam; energy storage business in Singapore; and smart city development projects in Thailand’s Phuket and Chonburi provinces. — 2 December 2021 TAGS SMART CITYSUSTAINABILITYRECSDISTRICT COOLING YOU MIGHT BE INTERESTED TO READ SP Group partners KBC to study and develop Vietnam's first district cooling system for industrial parks SP Group launches Singapore’s first EV fast charging hub in a HDB carpark in Tengah DSTA appoints SP Group to roll out smart utilities management system across Singapore's defence facilities

Media Coverage Catch the latest news on SP All Years 18 Jun 2026 Hidden 25 meters deep, the 'heart of Singapore's power' Southeast Asia's largest underground substation strengthens Singapore's energy resilience Source: Lianhe Zaobao © SPH Media Limited. Permission required for reproduction. 13 Jun 2026 Play It Forward Festival 2026 for underprivileged children Source: Tamil Murasu © SPH Media Limited. Permission required for reproduction 13 Jun 2026 SP Group donates $1.1 million to help 2,700 KidSTART families educate their children through play Source: Berita Harian © SPH Media Limited. Permission required for reproduction 13 Jun 2026 $1.1 million donation to KidSTART to benefit more than 3000 low-income families with books and learning resources Source: Lianhe Zaobao © SPH Media Limited. Permission required for reproduction 12 Jun 2026 SP Group donates $1.1 million to help 2,700 KidSTART families educate their children through play Source: Berita Harian © SPH Media Limited. Permission required for reproduction 12 Jun 2026 $1.1 million donation to KidSTART to benefit more than 3000 low-income families with PlayFULL Packs and books Source: Lianhe Zaobao © SPH Media Limited. Permission required for reproduction 17 May 2026 First EV Fast-charging hub launched within an HDB car park at Tengah Source: Tamil Murasu © SPH Media Limited. Permission required for reproduction 16 May 2026 First EV Fast-charging hub launched within an HDB car park at Tengah Source: Lianhe Zaobao © SPH Media Limited. Permission required for reproduction 15 May 2026 First EV Fast-charging hub launched within an HDB car park at Tengah Source: The Business Times © SPH Media Limited. Permission required for reproduction 14 Mar 2026 Charity to open new, active ageing centres, spaces for those with intellectual disabilities Source: The Straits Times © SPH Media Limited. Permission required for reproduction 1 2 3 4 5 ... 49

SP Energy HubAnnual ReportReliabilitySustainabilityInnovation Next-Generation Solutions for Your Future Needs INNOVATION Today, cutting-edge energy solutions are closer to you than ever before, and within the reach of everyone in the community. In the heartlands, SP’s digital energy-saving solution, integrated with solar, battery storage and sensor monitoring capabilities, has enabled Bukit Panjang Community Club to reduce its energy consumption by 31 per cent. We partnered South West Community Development Council in an energy-saving challenge for residents, which reaped savings of 50,000 kWh – enough to power 160 three-room HDB flats for a month. More new technologies are being deployed to serve you better. South West CDC Mayor Low Yen Ling (in green), with Group CEO of SP, Wong Kim Yin (seated, extreme left) presenting a starter kit to residents to help them participate in the Power Savers-for-Charity@South West energy-saving challenge. SP Group's digital energy-saving solution helped Bukit Panjang Community Club reduce its energy consumption by 31 per cent. Together with seven other international utilities leaders, we have launched a global energy accelerator programme called Free Electrons. It supports start-ups developing solutions in areas such as clean energy, energy efficiency and mobility, digitisation, and on-demand customer services. SP Group, Energy Web Foundation and other global energy players are developing blockchain technologies that will enable greater integration of renewable energy sources on the electricity grid and lower transaction costs for customers. SP has partnered seven other international utilities to launch Free Electrons, the world’s first global energy accelerator, to nurture start-ups in creating next-generation customer solutions. We are partnering General Electric to develop Industrial Internet of Things capabilities and intelligent applications to enhance the reliability and efficiency of Singapore’s power network. With Siemens, we are creating a software platform for SP’s 24/7 control centres to enable more robust planning, surveillance and predictive maintenance of the electricity network, and technologies for new urban electricity microgrids which will incorporate renewable sources of energy. Similarly, the SP Centre of Excellence continues to invest in next-generation technologies for sustainable living. The SP Centre of Excellence signing Memoranda of Understanding with partners from 3M, GE Grid Solutions, IJENKO, Singapore Economic Development Board, NEC, Space-Time Insight and OMNETRIC Group. SP Group is supporting Singapore Polytechnic students with a S$1million sponsorship over five years to build solar cars to compete in the biennial World Solar Challenge. The latest edition of the car, SunSPEC5, was launched in July 2017. It features advanced solar and energy storage capabilities close to commercially viable vehicles. We are also offering SunSPEC polytechnic and university sponsorships for students who are part of the solar car team. They will secure jobs at SP Group with customised training and exposure in critical areas such as electricity and gas planning and operations. Through a S$1 million SP Group sponsorship, Singapore Polytechnic students are building solar cars and competing in the biennial World Solar Challenge in Australia. One of the electric vehicles in SP’s service fleet. TAGS YEAR IN REVIEW 2017INNOVATION 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.

Singapore Power Group Contractor Performance Management System Frequently Asked Question Questions: General .......................................................................................................................................................................................... 6 1. How does your CPMS strengthen partnership and improve safety and performance standard? ... 6 2. Can I opt out from CPMS and choose to remain under the old CSM scheme? ...................................... 6 3. Will CPMS disadvantage or penalize contractors who have more contracts with SP? ......................... 6 4. We used to be able to get incentives for every contract. Now, I must be in the top 5 to get incentives, in fact you are actually not encouraging us to do the right things. Are we taking a step back? ...................................................................................................................................................................................... 7 5. Why do SP only reward top 5 contractors? In order to motivate us, you should reward whoever that meets certain cut off scores. Similarly, is it fair to suspend the bottom 2 contractors if they have done well but ranked last nonetheless? .................................................................................................................. 7 6. What is the purpose of suspending contractors if your objective is to partner us? ................................ 7 7. For those contractors who is just doing supplying of cables, how does it apply to this CPMS as cable supply category is not covered under CPMS? ......................................................................................... 8 8. Contractors may participate in various SP projects (i.e. Cable laying, milling-and-patching, buildingand-construction etc.) under a single company name and under different roles such as maincontractor and sub-contractor. Kindly confirm if only the main-contractors will be subjected to CPMS, please. .................................................................................................................................................................... 8 9. What happen to my current contracts? Will you make any changes to them? ...................................... 9 10. Are all my demerit points will be wiped clean from 1 Oct? ............................................................................. 9 11. How can I be assured that the demerit points will cease after 1 Oct given it is currently in our contracts? ............................................................................................................................................................................ 9 12. What about my safety incentives? Will it be void after 1 Oct? ...................................................................... 9 13. If I am issued with demerit points just before 1 Oct that cause me to exceed 100 points, will I still be suspended for next 3 months or will it be reset after 1 Oct? Likewise, how does it work if I am serving my suspension now that straddle into 1 Oct?....................................................................................... 10 14. I have many contracts with SP. Some still have quite runway to go while some have only a few months left and some just started less than one month before your quarter end or annual end. So which contracts will be caught under your CPMS for a particular quarter or year?.............................. 10 15. Does this mean that a contractor just gets a job with you at Q4 will have an unfair advantage over contractors who have been carrying out work over the entire year or have many jobs during the year since he has little chance to make mistakes? ............................................................................................. 10 16. How does your suspension work? Assuming I am suspended from Jan to end Mar. There is a tender published in Feb but close only in Apr. Can I participate? ............................................................... 11 17. Similarly, I have submitted my tender when it closed in Mar but you have not awarded yet. But I get suspended from Apr to end Jun, am I still considered for the tender?............................................... 11 18. If someone has already been suspended for the rest of the year already and also, score less than 50 for a quarter during the year or rank bottom 2 at end of year, how do all these overlapping suspension work? ............................................................................................................................................................ 11 19. What will happen to my existing contracts when I get suspended from tender? ................................. 11 Contractor Performance Assessment (CPA) ................................................................................................................... 12 20. What is the annual period of assessment for your CPMS? Given you have start only in 1 Oct 16, when will the first annual period end?.................................................................................................................... 12 21. For the first annual period starting 1 Oct 16, if it is going to be a shortened one instead of full 12 months, will the reward be prorated? Likewise, the suspension period? ............................................... 12 22. How is my reward computed, especially if I have many contracts with varied amounts and outstanding contract periods? ................................................................................................................................... 12 23. What happen if there is tied score that results in more than 5 contractors in Top 5? Likewise, what happen if same thing happens in bottom 2? ....................................................................................................... 12 24. How are you going to rank us? Given the nature of work are different across contractors, is it fair to rank us together? You have to agree that a small contractor is not comparable to a big one. Likewise, someone doing a simple job cannot be compared with another one doing a complex job. ........................................................................................................................................................................................ 13 25. If I happen to score less than 50 for Q4, will I get suspended in the next 3 months which is actually a new year or will this be wiped clean instead since you are starting a new year? ............................. 13 26. Kindly confirm if the bottom-two-annual-ranks and/or BUS suspension in one of the category of work where the non-conformance or violation is unique to the category of work, would affect tender participation in all categories or specific to the category where non-conformance or violation is found please .............................................................................................................................................. 13 27. Who will be assessing me? How do I know if it is an objective process? ............................................... 13 28. Will the CPMS scores be reset annually? ............................................................................................................... 14 29. Can I confirm that for each critical incident, points are deducted at my overall average quarterly score and not just for the contract in question? So, if I have three violations, there will be three points deduction? ........................................................................................................................................................... 14 30. For critical incidents, why are points deducted at contractor level and not only against the contract in question? Is this fair especially if the rest of the contracts are performing well? Should one poor contract wipe out all the other good work I have done? Again, this seems to put contractors with more contracts at a higher risk of scoring poorly. ............................................................................................. 14 31. Can you share with us the detailed scorecard and weightage you will be using to assess us? Just like exam, we must prepare ourselves. .................................................................................................................. 15 32. In the worst case, can a quarterly score go into negative range? ............................................................... 15 33. If I have just started work on a new contract a few weeks or days before the end of a quarter or my work is completed very shortly after the start of a quarter, how will I be scored for the quarter? ............................................................................................................................................................................................... 15 34. Do you tell us where we stand or will I know that I get suspended out of the blue after your end of year assessment or quarterly assessment and how do I know if I am suspended or win the reward? Will the public know who is suspended or rewarded? ................................................................ 15 Tender Evaluation Framework (TEF) .................................................................................................................................. 16 35. How do I know that the same standard will be applied to all of us when you carry out your SET assessment? Who will assess us? ............................................................................................................................ 16 36. If I fail your SET the first time, can I apply again to be reassessed? Is there a limit to the number of reassessment I can take in a year? ........................................................................................................................... 16 37. Will you be helping us to improve if I fail the first SET so that we can improve and ultimately qualify? ............................................................................................................................................................................................... 16 38. You say we will be assessed for the SET annually. Is your SET valid annually based on your year end or for one year from the date I am qualify? If it is the later, does it mean that I got cleared in Jan and because your year end is Mar, I must do one more assessment in again to be valid for Apr to Mar next year again? If so, this does not make sense and waste our time........................................ 17 39. How does Turnkey Contractor complete the SET questionnaire as they are mainly supplying cable? ............................................................................................................................................................................................... 17 40. If we understand your scheme correctly, there will not be past 2 years CPMS records for you to score us in the initial period. But if I have been doing a good job, you will agree that I should be given advantage over new ones at tender evaluation from 1 Oct? How will this be handled? ..... 18 41. What happen if there is a tie at your Q-P score stage? .................................................................................... 18 42. Kindly confirm if the weightage of CPMS to Quality score, and weightage of Quality score to Price score are transparent to contractors, please. ....................................................................................................... 18 Business under Surveillance (BUS) ...................................................................................................................................... 19 43. Does it apply by contract or by contractor? How does this work? ............................................................. 19 44. Why do you apply the BUS by contract but aggregate them at contractor level? Is this correct as the nature of work for each contract (or even work within same contract) can be different? ...... 19 45. The critical incidents are based on whose observations, project officers or safety officers’ inspections? ...................................................................................................................................................................... 19 46. What happens if a project officer on a routine site supervision basis identifies major nonconformances? Does it land us on BUS? ............................................................................................................... 19 47. How do you count the 3 major non-conformances? ......................................................................................... 20 48. If there are 2 or more major non-conformances observations during a safety inspection, is the number of non-conformance taken a 1 or based on the number of observations? Does the number of major non-conformances and number of bus get reset every quarter? ............................................ 20 49. How do you count the number of BUS? Is it one for safety and a separate one for operation violations? ......................................................................................................................................................................... 20 50. If I am on 2 BUS programmes for safety related violations, and I then have a BUS programme for cable damage, why should they be counted together? They are not related, is it fair and correct? ............................................................................................................................................................................................... 21 51. What happen if I get offloaded after 2 BUS programmes but before the quarter ends, I get another BUS programme, does this mean I am on 3 programmes now and will be suspended till end of the year? ............................................................................................................................................................................. 21 52. If I am on a BUS programme and another BUS programme is triggered, is it still counted as 1 st programme or the 2 nd programme will start and how will this work? Does this mean the total time for the 2 BUS programme s is now shorter than the standard 14 weeks? ................................................. 21 53. If I am on a BUS program and there are major non-conformances observed, does the counting for 3 major non-conformances start again; or am I given an amnesty since I am under rehabilitation? .................................................................................................................................................................. 22 54. If someone committed at the same time say two critical violations at the same time inspections, is the consequence one or two BUS programs? What about the point’s deduction? ........................... 22 55. If a safety major non-conformance or critical violation also results in cable damage, is the consequence one or two BUS programs? What about the point’s deduction? .................................. 22 56. How do you ascertain that I can or cannot be offloaded from the BUS after 5th week or 7th week? Who will do that? ........................................................................................................................................................... 23 57. What happen if I still cannot get offloaded after the 3rd BUS? .................................................................... 23 58. If someone got 3 BUS programs in Q1, he will be suspended till end of the year, i.e. for approx. 9 months. If someone gets only 3 BUS programs in Q4, he will only be suspended for a much shorter period. Is this fair? ......................................................................................................................................................... 23 59. If I am on a BUS program and it straddle across two quarters? Which quarter will this BUS be marked against? ............................................................................................................................................................. 23 60. If I am on a BUS program on Q1 and your week 5/7 straddles into Q2, and assuming I do not manage to get myself offloaded, you will put me on another BUS program again. Does this new BUS count as BUS program 2 for Q1 or program 1 for Q2? ............................................................................ 24 61. If I am on 2 BUS programs in Q2 and it happens that either one or both straddles into Q3? And I did not get myself offloaded in Q3 and need to trigger the next BUS, does it mean my 3rd BUS counts for Q2 or does it mean I am lucky and this will be counted as a fresh 1st BUS for Q3? ....... 24 62. You say that if I cannot get off the BUS after the 3rd time in a quarter, you will not want to spend time and resource with me anymore. Can I confirm this is the case? What about if I am on 3 BUS rides in Q1 already and either did not get myself offloaded or commit a violation that leads me to another BUS during the same quarter, do you mean there is no more BUS ride for me in the quarter? .............................................................................................................................................................................. 24 63. If I am on only 1 BUS for Q1, likewise for Q2 and Q3, will you still put me on a 4th BUS if I get myself a violation either in Q3 or Q4 again? ...................................................................................................................... 24 64. If you give up on a contractor after 3 BUS programs and not going to put him on another BUS, are you not encouraging “don’t care” attitude from those erroneous contractors and at the same time goes against the your aim to work with and help contractors improve? And it means you are not taking any more action against them, isn’t this unfair to the responsible ones? .................................... 25 65. If you mean that you will not trigger any more BUS only if a contractor cannot get himself offloaded after 3 BUS programs or trigger a 4th BUS in the same quarter and everything reset after end of each quarter, then does this mean that this contractor if a poor one, will require to be on BUS again if he commits violations in the next quarter? Doesn’t this go against your concept of not wanting to spend more time with contractors who do not want to change? ........................................................ 25 66. I have only one contract and one work site under it. What happen if I am already near the end of the site work and am put on BUS but the remaining work itself will not have sufficient time for me to complete the BUS ride? ......................................................................................................................................... 25 67. For cable damages, you mean we will be on BUS regardless whether it is our fault or not? .......... 26 68. Do you mean stop work on site or stop issuing new work orders? .......................................................... 26 69. When on BUS, are the stop work and other training measures applicable to only the site involved or for all sites under the same contract? How does it work? ....................................................................... 26 70. I have a few sites under a contract doing different work. I get onto BUS because of one violation in a particular site. Does it mean that if I do not have enough work for that site to complete the BUS program, my other sites will have to substitute for it despite of different nature? ..................... 26 71. Is it practical to impose stop work if the road is opened and need to be closed ASAP to meet regulatory requirements? Likewise, if it is a critical urgent work like supply restoration in the case of cable damage? .......................................................................................................................................................... 27 72. How does the BUS scheme help contractors instead of punishing them? In what way is it a partnership arrangement? .......................................................................................................................................... 27 73. Why need to suspend me if I am on more than 2 BUS in a quarter? ......................................................... 27 74. If you keep sending us on BUS, how do complete our work? ................................................................... 27 General 1. How does your CPMS strengthen partnership and improve safety and performance standard? CPMS adopts 3 main components to help SP work together with our contractors to improve both safety and quality standards: a. Contractor Performance Assessment helps to give our contractors timely feedback on their performance and identify areas where improvement is needed. It also includes an incentive scheme where top performers will receive a significant incentive at the end of each Assessment Year. b. The BUS programme is a stop and assist programme where SP deploys our personnel to help contractors identify root causes and mitigation measures when incidents occur in the course of their work. c. The new Tender Evaluation Framework that takes into account the contractor’s past CPMS scores will give due recognition to contractors who have consistently performed well by giving them an advantage in their tenders. 2. Can I opt out from CPMS and choose to remain under the old CSM scheme? No, this is a SP’s company policy that we will apply to all in the spirit of transparency and fairness. 3. Will CPMS disadvantage or penalize contractors who have more contracts with SP? No. SP awards multiple contracts to a contractor on the basis that the contractor must be able to cope with multiple contracts without compromise to safety or quality. Hence this system will not penalize those with more contracts if they can still manage them well. We discourage contractors bidding for new tenders that are beyond their capacity as it places lives in danger and the project at higher risk of failure. 4. We used to be able to get incentives for every contract. Now, I must be in the top 5 to get incentives, in fact you are actually not encouraging us to do the right things. Are we taking a step back? Safety and quality standards should be maintained consistently across all contracts. Hence a contractor level incentive scheme would better support this objective than the previous individual contract based incentive. In addition, the new incentive is now pegged at a higher quantum of 2% (capped at $100,000) of the contractor’s total contract value for the particular Assessment Year. This means that a typical contractor with Four (4) 2-year term contracts who perform consistently well may be able to get up to $200,000 over 2 years instead of up to $120,000 under the old scheme. 5. Why do SP only reward top 5 contractors? In order to motivate us, you should reward whoever that meets certain cut off scores. Similarly, is it fair to suspend the bottom 2 contractors if they have done well but ranked last nonetheless? As you know the Singapore environment is becoming increasingly more difficult to work with higher expectation from public and more congested site conditions. Hence CPMS seeks to establish a continuous improvement framework by on-going competition so that complacency will not set in. This allows us to provide a higher quantum for the incentive and also give contractors a higher level of achievement and reputation. 6. What is the purpose of suspending contractors if your objective is to partner us? Suspension is only a temporary break from giving more contracts and is only applied if the contractor in question is facing serious issues or persistently unable to fix the current issues. Hence the temporary break is important to allow such contractors to focus in getting their fundamentals correct and not aggravate their situation by overstretching their capacity to take on more work. 7. For those contractors who is just doing supplying of cables, how does it apply to this CPMS as cable supply category is not covered under CPMS? For tenders where the scope of work is only for the supply of cables, CPMS does not apply. Hence companies that only engage in the supply of cables can participate. For tenders where the scope of work is for the supply AND installation of cables, CPMS will apply. All companies bidding for such jobs would require to be SET pre-qualified. Companies that only supply cables can participate through one of the following ways: a. Participate in the bid through a local installation contractor that is SET Prequalify b. Participate in the bid themselves by obtaining SET pre-qualification for their company. During the initial implementation of the CPMS, an exception may be granted on a case-by-case basis to companies that are not able to participate through either methods explained above. The exception may be granted if the company fulfills the following criteria: � � � Company is a pure supplier that does not carry out any Construction- Related work Appoints a sub-contractor that undertakes ALL installation and construction work under the contract. The appointed sub-contractor must be a SET qualified Subcontractor 8. Contractors may participate in various SP projects (i.e. Cable laying, milling-andpatching, building-and-construction etc.) under a single company name and under different roles such as main-contractor and sub-contractor. Kindly confirm if only the main-contractors will be subjected to CPMS, please. CPMS is applicable to the Main-Contractor. However, it must be noted that the Main Contractor is also responsible for their sub-contractors performance. During the initial implementation of the CPMS, an exception may be granted on a case-by-case basis to apply CPMS to the sub-contractor if the Main Contractor fulfills the following criteria: � � � Main Contractor is a pure supplier that does not carry out any Construction-Related work Appoints a sub-contractor that undertakes ALL installation and construction work under the contract. The appointed sub-contractor must be a SET qualified Subcontractor 9. What happen to my current contracts? Will you make any changes to them? For any existing contract that CPMS will apply, their demerit point scheme will be discontinued with effect from 1 Oct 2016. Incentive Scheme will continue for current contracts. 10. Are all my demerit points will be wiped clean from 1 Oct? Yes. 11. How can I be assured that the demerit points will cease after 1 Oct given it is currently in our contracts? We will be sending a letter to contractors with on-going contract to formalize the removal of the demerit point scheme. 12. What about my safety incentives? Will it be void after 1 Oct? As the main objective of the CPMS is about improvement and raising standards, any incentive scheme that is already incorporated into existing contracts will be honored by SP if one meets the criteria. At the same time the same work will also be eligible for incentive under the new CPMS. 13. If I am issued with demerit points just before 1 Oct that cause me to exceed 100 points, will I still be suspended for next 3 months or will it be reset after 1 Oct? Likewise, how does it work if I am serving my suspension now that straddle into 1 Oct? Any Suspension imposed under the current demerit point scheme before 1 Oct 2016 will continue to apply accordingly until its expiry. 14. I have many contracts with SP. Some still have quite runway to go while some have only a few months left and some just started less than one month before your quarter end or annual end. So which contracts will be caught under your CPMS for a particular quarter or year? Any contract (under the CPMS eligible categories) that are still valid as of 1 Oct 2016 will fall under the new CPMS. This means that the BUS programme will apply to them until the expiry of the contract. For CPMS Score, any contract that have works carried out in that quarter or part thereof will be scored at the end of that quarter. Annual assessment will only apply for Contractors who have at least 2 quarterly scores. 15. Does this mean that a contractor just gets a job with you at Q4 will have an unfair advantage over contractors who have been carrying out work over the entire year or have many jobs during the year since he has little chance to make mistakes? No, he will only get a score for Q4 based on that one job in Q4 but will not be eligible for the annual assessment if there are no other scores in Q1 – Q3. 16. How does your suspension work? Assuming I am suspended from Jan to end Mar. There is a tender published in Feb but close only in Apr. Can I participate? Suspension is placed on the contractor’s ability to submit a tender. Hence if the tender only closes in April after the suspension has been lifted, then the contractor can still participate. 17. Similarly, I have submitted my tender when it closed in Mar but you have not awarded yet. But I get suspended from Apr to end Jun, am I still considered for the tender? You can be considered for the tender however we will take into account the reasons for the Apr – Jun suspension when evaluating your tender. 18. If someone has already been suspended for the rest of the year already and also, score less than 50 for a quarter during the year or rank bottom 2 at end of year, how do all these overlapping suspension work? Suspension will run concurrently until the end of the longer suspension period. 19. What will happen to my existing contracts when I get suspended from tender? Your existing contract will continue till the end date. But if one continues to perform poorly such as continued to have occurrence of critical incidents, we need to consider whether he is even fit to continue to carry out work for SP under existing contracts. Contractor Performance Assessment (CPA) 20. What is the annual period of assessment for your CPMS? Given you have start only in 1 Oct 16, when will the first annual period end? The annual assessment period will start from 1 Apr and end on 31 Mar the next year. The first annual assessment will be carried out in March 2017 but will only apply for contractors that have scores in at least 2 quarters. 21. For the first annual period starting 1 Oct 16, if it is going to be a shortened one instead of full 12 months, will the reward be prorated? Likewise, the suspension period? The reward will be contract value based on the 6 month period from 1 Oct 16 to 31 Mar 17 and the suspension period will remain the same. 22. How is my reward computed, especially if I have many contracts with varied amounts and outstanding contract periods? Reward = 2 % of Sum of Annual value of the each contracts (cap at $100K) Annual Value of each contract is calculated by: Contract Sum / Contract Period (weeks) x No. of weeks (or part thereof) of works were carried out in that year. 23. What happen if there is tied score that results in more than 5 contractors in Top 5? Likewise, what happen if same thing happens in bottom 2? We will rank out all the contractors based on their score. The first 5 will get the reward and if the 6th or subsequent position contractor has the same score as the one in the 5th position, they will all get the same reward. For the bottom 2, we will use the no. of critical incidents and major non-conformances to determine the one to suspend. 24. How are you going to rank us? Given the nature of work are different across contractors, is it fair to rank us together? You have to agree that a small contractor is not comparable to a big one. Likewise, someone doing a simple job cannot be compared with another one doing a complex job. Although different contractors may carry out different works, all contractors under CPMS carry out physical construction or civil work where safety and quality plays a critical role regardless of the job’s size and complexity. A simple job can easily cause fatality if safe work procedures are not used as a complex job. And a complex job means that the risk are even higher and hence all the more important to carry out the work safely. 25. If I happen to score less than 50 for Q4, will I get suspended in the next 3 months which is actually a new year or will this be wiped clean instead since you are starting a new year? No. Quarter to Quarter suspension will still continue across the New Year. 26. Kindly confirm if the bottom-two-annual-ranks and/or BUS suspension in one of the category of work where the non-conformance or violation is unique to the category of work, would affect tender participation in all categories or specific to the category where non-conformance or violation is found please Any suspension imposed under CPMS will be applied across all categories. 27. Who will be assessing me? How do I know if it is an objective process? Scoring will be done by the relevant sections together with our Group Safety. No one individual can determine the CPMS score so that there is a check and balance in the process to ensure objectivity. 28. Will the CPMS scores be reset annually? Each annual assessment will only take into account the scores for that particular year. However, all quarterly Contractor performance score will be kept in our database for reference in evaluating new tenders. 29. Can I confirm that for each critical incident, points are deducted at my overall average quarterly score and not just for the contract in question? So, if I have three violations, there will be three points deduction? Critical Incidents are taken into account at the Contractor level as these are very serious incidents. Each violation will result in its own reduction in score. 30. For critical incidents, why are points deducted at contractor level and not only against the contract in question? Is this fair especially if the rest of the contracts are performing well? Should one poor contract wipe out all the other good work I have done? Again, this seems to put contractors with more contracts at a higher risk of scoring poorly. These are very serious incidents that reflect breaches in very fundamental procedures and mindsets which mean a breach in one contract can also happen in others. Moreover these incidents can have very dire consequences of one or multiple fatalities. Multiple contracts does not necessarily mean higher risk if the fundamental preventive measures are effectively in place. It usually happens if the contractor has overstretched his resources and cannot cope hence resulting in these serious lapses. 31. Can you share with us the detailed scorecard and weightage you will be using to assess us? Just like exam, we must prepare ourselves. The detailed scorecard is based on the specific requirements of the contract where the broad areas of focus have been explained. However, the specific questions in the scorecard is confidential to SP. 32. In the worst case, can a quarterly score go into negative range? No. The lowest score is zero. 33. If I have just started work on a new contract a few weeks or days before the end of a quarter or my work is completed very shortly after the start of a quarter, how will I be scored for the quarter? If the initial period is not sufficient for scoring for new contracts, the sections carrying out the scoring can defer it to the next quarter. For expiring contracts, any remaining contract period in a quarter will be scored accordingly. If any scoring criteria is not applicable, it will not be considered for scoring. 34. Do you tell us where we stand or will I know that I get suspended out of the blue after your end of year assessment or quarterly assessment and how do I know if I am suspended or win the reward? Will the public know who is suspended or rewarded? At the end of each quarter, contractors will be given a grade that reflects their performance in the past quarter. At the end of each Assessment Year, the top 5 contractors that obtain the incentive will be announced publicly. In the spirit of full transparency, SP Group will publish the identities of contractors in each grade from next quarter onwards FY16/17 Q2. The contractors who are being suspended will be informed directly and published in our website. Tender Evaluation Framework (TEF) 35. How do I know that the same standard will be applied to all of us when you carry out your SET assessment? Who will assess us? The SET assessment will be carried out by a committee to ensure a consistent and robust assessment process. 36. If I fail your SET the first time, can I apply again to be reassessed? Is there a limit to the number of reassessment I can take in a year? If you fail the first time, you can apply to be reassessed from the beginning of the next calendar quarter. The prequalification is required for each financial year (Apr-Mar) and is valid till the end of the financial year. Note: in the first year of CPMS, the prequalification is valid up to end March 2018. During the FY, SP can demand prequalified contractor for prequalification again when there are significant changes on the safety background (e.g. if the contractor committed a serious incident at either SP’s site or other client’s site or under MOM stop work order etc) 37. Will you be helping us to improve if I fail the first SET so that we can improve and ultimately qualify? SP will help you identify the areas that require improvement but it will be up to the individual companies to take the necessary actions. 38. You say we will be assessed for the SET annually. Is your SET valid annually based on your year end or for one year from the date I am qualify? If it is the later, does it mean that I got cleared in Jan and because your year end is Mar, I must do one more assessment in again to be valid for Apr to Mar next year again? If so, this does not make sense and waste our time. The Annual SET assessment will be conducted from 1 Feb to 31 Mar that will grant SET qualification that is valid for 1 year starting from 1 Apr. If the application by the contractor overlaps with the annual SET assessment period, then the validity period shall commence from the date of grant until the end of the next assessment year (i.e. 1 Apr – 31 Mar). Any application outside of the annual assessment period will take up to 2 months to process and hence contractors are strongly advised to apply early. 39. How does Turnkey Contractor complete the SET questionnaire as they are mainly supplying cable? SET aims to inculcate a mindset of safety being the highest priority among our contractors, hence any company that wishes to assume the role of the main contracting party with SP must meet the requirements of SET pre-qualification. During the initial implementation of the CPMS, an exception may be granted on a case-by-case basis to apply CPMS to the sub-contractor if the Main Contractor fulfills the following criteria: � � � Main Contractor is a pure supplier that does not carry out any Construction-Related work Appoints a sub-contractor that undertakes ALL installation and construction work under the contract. The appointed sub-contractor must be a SET qualified Subcontractor 40. If we understand your scheme correctly, there will not be past 2 years CPMS records for you to score us in the initial period. But if I have been doing a good job, you will agree that I should be given advantage over new ones at tender evaluation from 1 Oct? How will this be handled? In the initial launch of CPMS, all contractors new or old would start afresh as it would not be fair to measure anyone since the system have not been made known previously. However, over time with the passing of each quarter, your actual CPMS score will be taken into account which will start giving good performing contractors the advantage over poor performing and new contractors. 41. What happen if there is a tie at your Q-P score stage? SP will take all other relevant factors into consideration before making a choice. 42. Kindly confirm if the weightage of CPMS to Quality score, and weightage of Quality score to Price score are transparent to contractors, please. Both Price and Quality is important to SP. The weightage for each may vary depending on the nature of works involved. The specific weightage for each tender is however confidential and will not be made known to Contractors. Business under Surveillance (BUS) 43. Does it apply by contract or by contractor? How does this work? The BUS program applies at the contract level. It is activated when there are occurrences of critical incidents or frequent major non-conformances. Frequent major NCs means 3 or more inspections in a quarter for the same contract was found to have major NCs. 44. Why do you apply the BUS by contract but aggregate them at contractor level? Is this correct as the nature of work for each contract (or even work within same contract) can be different? The no of BUS program aggregated at the contractor level reflect the overall safety performance of the contractor. While the nature of work may vary from one contract to another, the safety management practices are very much the same. 45. The critical incidents are based on whose observations, project officers or safety officers’ inspections? Critical incidents can be identified by any SP personnel (not limited to only those from projects or GS&H) and members of public. For major NCs, only those identified by GS&H will be counted for the purposes of activating the BUS program. 46. What happens if a project officer on a routine site supervision basis identifies major non-conformances? Does it land us on BUS? For major NCs, only those identified by GS&H will be counted for the purposes of activating the BUS program. However, for any issues discovered by project officers, GS&H will follow up with the project officers to work with the contractor on corrective actions. 47. How do you count the 3 major non-conformances? When one or more major non-conformances areas spotted in three separate safety inspection, the BUS program will be activated for that contract. However, the total number of non-conformances from the three inspections will be used in the quarterly CPMS Safety Evaluation, which measures the quarterly safety performance. 48. If there are 2 or more major non-conformances observations during a safety inspection, is the number of non-conformance taken a 1 or based on the number of observations? Does the number of major non-conformances and number of bus get reset every quarter? It will be taken as 1 for the purposes of the BUS program. However, the total number of non-conformances from the three inspections will be used in the quarterly CPMS Safety Evaluation, which measures the quarterly safety performance. Yes, the number of non-conformances for BUS program purpose is reset in the new quarter. 49. How do you count the number of BUS? Is it one for safety and a separate one for operation violations? In a calendar quarter, a BUS will be computed as on the start date of the BUS and not its completion date. If, arising from the first BUS, a contractor is required to attend a second BUS and the second BUS starts within the same calendar quarter, this will count as 2 BUS programmes for that calendar quarter. If the second BUS starts on the next quarter, then the computation will be one (1) BUS programme for each of the two calendar quarters. The Conditions on BUS (Safety) and BUS (Quality) are different. When counting the no of BUS at contractor level, we will include all types of BUS programmes activated. 50. If I am on 2 BUS programmes for safety related violations, and I then have a BUS programme for cable damage, why should they be counted together? They are not related, is it fair and correct? The aggregation of BUS programmes at the contractor is a reflection of overall contractor performance. Both Safety and Quality is important to SP. 51. What happen if I get offloaded after 2 BUS programmes but before the quarter ends, I get another BUS programme, does this mean I am on 3 programmes now and will be suspended till end of the year? Yes. Any contractors who have more than two BUS programmes activated within a quarter will be suspended from further tender till the end of the Assessment Year. 52. If I am on a BUS programme and another BUS programme is triggered, is it still counted as 1 st programme or the 2 nd programme will start and how will this work? Does this mean the total time for the 2 BUS programme s is now shorter than the standard 14 weeks? If you are on the BUS program and another BUS program is activated for nonrelated issues, then both BUS programs will run concurrently to address the different problems. If Both BUS programs are activated for the same reason, then the current BUS is superseded by the 2nd BUS. During the BUS period, Contractor is expected to stay more vigilant on safety during the BUS Period. 53. If I am on a BUS program and there are major non-conformances observed, does the counting for 3 major non-conformances start again; or am I given an amnesty since I am under rehabilitation? During the BUS program, if new major safety non-conformance was spotted that meets the condition of BUS, the 2nd BUS program will be activated. Likewise, if a contractor commits a critical violation during a BUS program before he gets offloaded, the contractor will have a new BUS program activated immediately. 54. If someone committed at the same time say two critical violations at the same time inspections, is the consequence one or two BUS programs? What about the point’s deduction? If they were different critical violations then two separate BUS programs will be activated to address the different issues. If they are the same type of critical violation then only 1 BUS program will be activated. However, the two critical violations will be counted in the quarterly CPMS evaluation and each will be subject to point’s deduction. 55. If a safety major non-conformance or critical violation also results in cable damage, is the consequence one or two BUS programs? What about the point’s deduction? 1 BUS program will be activated if the cause for both violations are is due to the same incident. However, the separate violations will result in separate point reductions accordingly. 56. How do you ascertain that I can or cannot be offloaded from the BUS after 5th week or 7th week? Who will do that? At the end of the 5th or the 7th week, GS&H or Operation Audit (whichever is relevant) will carry out the inspection. The contractor will be offloaded when mitigation measures have been properly implemented and there is no further non-conformance spotted. 57. What happen if I still cannot get offloaded after the 3rd BUS? Firstly, any contractor who is on board BUS more than two times in a quarter will be suspended from future tender till the end of Assessment Year. For a contractor who can’t be offloaded after the 3rd BUS, we will review on case by case whether the contractor is still suitable to work in SP environment. 58. If someone got 3 BUS programs in Q1, he will be suspended till end of the year, i.e. for approx. 9 months. If someone gets only 3 BUS programs in Q4, he will only be suspended for a much shorter period. Is this fair? Suspension is for the purpose of allowing contractor time to focus on fixing the problems at hand so that he does not continue to perpetuate the same problems further in new contracts which may aggravate the problem and result in more serious consequences such as debarment or termination. 59. If I am on a BUS program and it straddle across two quarters? Which quarter will this BUS be marked against? The BUS is counted on the starting date. 60. If I am on a BUS program on Q1 and your week 5/7 straddles into Q2, and assuming I do not manage to get myself offloaded, you will put me on another BUS program again. Does this new BUS count as BUS program 2 for Q1 or program 1 for Q2? The new BUS is counted in Q2. 61. If I am on 2 BUS programs in Q2 and it happens that either one or both straddles into Q3? And I did not get myself offloaded in Q3 and need to trigger the next BUS, does it mean my 3rd BUS counts for Q2 or does it mean I am lucky and this will be counted as a fresh 1st BUS for Q3? The BUS program is counted from the start of the program. Hence the last BUS will be counted as in Q3. 62. You say that if I cannot get off the BUS after the 3rd time in a quarter, you will not want to spend time and resource with me anymore. Can I confirm this is the case? What about if I am on 3 BUS rides in Q1 already and either did not get myself offloaded or commit a violation that leads me to another BUS during the same quarter, do you mean there is no more BUS ride for me in the quarter? It is unlikely to get more than 2 BUS in a quarter. If it happened, the contractor will be suspended from future tender till the end of Assessment Year. The contractor will also be under closely monitored to determine his suitability to continue working for SP even under existing contracts. 63. If I am on only 1 BUS for Q1, likewise for Q2 and Q3, will you still put me on a 4th BUS if I get myself a violation either in Q3 or Q4 again? Yes, because this will only be the 2nd BUS in Q3 or 1st BUS in Q4 given number of BUS is reset every quarter. Under this situation, we will review whether you are still the suitable contractor to SP and work in SP environment. 64. If you give up on a contractor after 3 BUS programs and not going to put him on another BUS, are you not encouraging “don’t care” attitude from those erroneous contractors and at the same time goes against the your aim to work with and help contractors improve? And it means you are not taking any more action against them, isn’t this unfair to the responsible ones? For this situation, the contractor will be closely monitored by SP and we will review case by case whether you are still the suitable contractor to SP and work in SP environment. Our main concern here is safety of the workers. If the contractor is found to be no longer suitable to carry out works safely, his current contracts may also be terminated. 65. If you mean that you will not trigger any more BUS only if a contractor cannot get himself offloaded after 3 BUS programs or trigger a 4th BUS in the same quarter and everything reset after end of each quarter, then does this mean that this contractor if a poor one, will require to be on BUS again if he commits violations in the next quarter? Doesn’t this go against your concept of not wanting to spend more time with contractors who do not want to change? For this situation, the contractor will be closely monitored by SP and we will review case by case whether you are still the suitable contractor to SP and work in SP environment. Our main concern here is safety of the workers. If the contractor is found to be no longer suitable to carry out works safely, his current contracts may also be terminated. 66. I have only one contract and one work site under it. What happen if I am already near the end of the site work and am put on BUS but the remaining work itself will not have sufficient time for me to complete the BUS ride? Under such unique situation, we will modify the Bus Programme as deemed appropriate. 67. For cable damages, you mean we will be on BUS regardless whether it is our fault or not? Considering the protection measures already put in place for cables and gas pipes and there should be cable/pipes detection conducted before starting work, any damage is likely to be due to some non-conformances to requirements or work processes. The BUS program will not be activated if indeed it was found that it was wholly not contractor’s fault. 68. Do you mean stop work on site or stop issuing new work orders? It means stop the work at site. 69. When on BUS, are the stop work and other training measures applicable to only the site involved or for all sites under the same contract? How does it work? Only the affected worksite will be required to stop work to prevent further aggravation. In other words, the workers of these sites are required to attend Safety@SPPG as refresher, and project/safety people of contractor for this contract are required to attend project safety management training as refresher. 70. I have a few sites under a contract doing different work. I get onto BUS because of one violation in a particular site. Does it mean that if I do not have enough work for that site to complete the BUS program, my other sites will have to substitute for it despite of different nature? Only other sites with similar nature of work will be considered as substitutes for the BUS program. However, under such situation, we will modify the Bus Programme as deemed appropriate. 71. Is it practical to impose stop work if the road is opened and need to be closed ASAP to meet regulatory requirements? Likewise, if it is a critical urgent work like supply restoration in the case of cable damage? We will review this on case by case basis if the work has to complete on time to meet regulatory requirement. 72. How does the BUS scheme help contractors instead of punishing them? In what way is it a partnership arrangement? The approach of BUS programme is correctional first. Contractors are will not put on BUS immediately. If they commit minor non-conformance, we will work with them to fix it on the spot. When committing major non-conformance, we will activate a safety pause with the aim to fix the non-conformance and educate their workers of the safe work procedures. In other words, contractors are given opportunities to make correction on the non-conformance. Our aim is to work with them to make their work safe. Only contractors who have repeatedly commit major non-conformance or critical violation will be put on BUS. 73. Why need to suspend me if I am on more than 2 BUS in a quarter? When a contractor is on BUS more than two times, it indicates that their safety capability or/and work quality is weak and so they may not be suitable to be our contractor. The suspension provides an opportunity to improve on their safety and work capability to make them a suitable contractor to SP. 74. If you keep sending us on BUS, how do complete our work? You cannot finish work when your execution is not safe. To be able to complete on time, one must make sure that the work is executed safely. The BUS program helps contractor fix the lapse when spotted and before next incident occurs.

08 2024 年 5 月 3 日 星 期 五 新 加 坡 职 总 表 扬 42 企 业 和 组 织 新 能 源 与 牧 野 亚 洲 获 劳 动 节 奖 最 高 荣 誉 今 年 有 42 家 企 业 、 机 构 和 组 织 获 得 职 总 颁 给 组 织 的 劳 动 节 奖 章 ;18 家 公 司 、 机 构 及 组 织 因 支 持 工 运 , 获 颁 工 运 合 作 伙 伴 奖 。 卢 慧 菁 报 道 fcloo@sph.com.sg 在 新 加 坡 能 源 集 团 工 作 超 过 15 年 的 技 术 员 沙 米 尔 积 极 进 取 , 把 握 公 司 提 供 的 培 训 机 会 提 升 技 能 , 如 今 是 集 团 内 九 名 获 认 证 的 无 人 机 操 作 员 之 一 , 日 常 工 作 包 括 负 责 操 作 无 人 机 检 查 电 力 站 , 确 保 设 施 完 好 无 损 。 新 能 源 因 重 视 员 工 培 训 和 福 祉 , 获 颁 今 年 全 国 职 工 总 会 劳 动 节 奖 章 组 织 类 别 中 的 最 高 荣 誉 —— 公 司 表 扬 奖 牌 ( 星 )。 另 一 家 获 同 样 荣 誉 的 公 司 , 是 精 密 器 材 制 造 商 牧 野 亚 洲 (Makino Asia)。 职 总 颁 给 组 织 的 劳 动 节 奖 章 共 分 四 个 类 别 : 公 司 表 扬 奖 牌 ( 星 )、 公 司 表 扬 奖 牌 ( 金 )、 公 司 表 扬 奖 牌 , 以 及 工 运 合 作 伙 伴 奖 。 今 年 有 42 家 企 业 、 机 构 和 组 织 获 表 彰 , 会 在 5 月 10 日 在 滨 海 湾 金 沙 会 展 中 心 举 行 的 颁 奖 仪 式 上 领 奖 。 为 员 工 培 训 与 发 展 新 能 源 已 投 资 5200 万 元 雇 用 3 7 0 0 名 员 工 的 新 能 源 , 自 2018 年 推 出 “ 每 個 人 的 未 來 技 能 ” 计 划 (Future Skills in Everyone, 简 称 FUSION), 为 员 工 制 定 结 构 化 的 职 业 和 发 展 路 能 源 集 团 技 术 员 沙 米 尔 把 握 机 会 提 升 技 能 , 目 前 是 集 团 内 九 名 获 认 证 的 无 人 机 操 作 员 之 一 。 新 能 源 因 重 视 员 工 培 训 和 福 祉 , 获 颁 公 司 表 扬 奖 牌 ( 星 )。( 能 源 集 团 提 供 ) 线 图 , 以 提 高 就 业 能 力 。 迄 今 集 团 已 投 资 5200 万 元 用 于 员 工 培 训 和 发 展 , 投 入 的 培 训 时 间 多 达 110 万 小 时 , 沙 米 尔 (Muhammad Shamil,43 岁 ) 是 受 益 者 之 一 。 除 了 提 升 员 工 技 能 , 新 能 源 也 与 电 力 与 煤 气 业 雇 员 联 合 会 密 切 合 作 , 持 续 改 善 员 工 福 利 , 这 包 括 让 较 低 薪 员 工 的 常 年 加 薪 翻 倍 , 及 通 过 银 色 计 划 , 提 前 鉴 定 资 深 员 工 在 职 场 所 面 临 的 潜 在 挑 战 , 并 提 出 解 决 方 案 。 新 能 源 集 团 总 裁 黄 天 源 表 示 很 荣 幸 获 得 这 项 最 高 荣 誉 , 并 感 谢 工 会 一 路 支 持 ,“ 它 证 明 我 们 长 久 以 来 工 会 与 管 理 层 合 作 伙 伴 的 关 系 良 好 , 致 力 于 打 造 一 支 充 分 准 备 的 团 队 , 以 满 足 这 个 行 业 多 样 及 不 断 变 化 的 需 求 。” 根 据 职 总 文 告 , 新 传 媒 和 日 本 贸 易 企 业 住 友 商 事 亚 洲 和 大 洋 洲 (Sumitomo Corporation Asia & Oceania) 获 颁 公 司 表 扬 奖 牌 ( 金 )。 另 有 20 家 企 业 及 机 构 , 包 括 公 共 巴 士 业 者 Go-Ahead 新 加 坡 得 到 公 司 表 扬 奖 牌 。 通 过 应 用 简 化 工 作 流 程 年 长 巴 士 车 长 也 适 应 Go-Ahead 新 加 坡 在 本 地 聘 用 超 过 1000 名 员 工 , 其 中 逾 800 人 是 巴 士 车 长 , 所 有 本 地 车 长 都 受 益 于 渐 进 式 薪 金 模 式 , 除 收 入 增 加 , 技 能 也 获 提 升 。 Go-Ahead 新 加 坡 也 响 应 职 总 号 召 , 成 立 企 业 培 训 委 员 会 。 公 共 巴 士 业 者 Go-Ahead 新 加 坡 获 颁 职 总 劳 动 节 奖 章 公 司 表 扬 奖 牌 。 公 司 执 行 总 监 李 则 隆 透 露 , 在 设 立 企 业 培 训 委 员 会 及 引 进 新 技 术 后 , 成 功 提 高 生 产 力 。( 梁 麒 麟 摄 ) 公 司 执 行 总 监 李 则 隆 受 访 时 告 诉 《 联 合 早 报 》, 他 们 采 取 技 术 创 新 方 式 , 来 与 巴 士 车 长 共 同 前 进 。 他 透 露 , 所 有 车 长 都 会 获 得 公 司 派 发 、 装 有 “BC Click” 应 用 的 智 能 手 机 , 这 款 应 用 数 码 化 和 简 化 车 长 日 常 工 作 流 程 , 比 如 可 网 上 提 交 车 辆 状 况 检 查 和 事 故 报 告 , 较 年 长 的 车 长 经 过 适 当 培 训 后 , 如 今 也 适 应 科 技 世 界 。 办 公 室 要 处 理 文 件 的 行 政 时 间 随 之 减 少 。 其 他 的 技 术 创 新 , 包 括 使 用 可 实 时 监 测 巴 士 “ 健 康 ”, 如 轮 胎 气 压 是 否 足 够 的 车 载 信 息 系 统 , 从 而 减 少 潜 在 的 车 辆 故 障 和 延 误 事 故 。 李 则 隆 说 , 自 企 业 培 训 委 员 会 成 立 及 引 进 新 技 术 后 , 生 产 力 有 所 提 升 。 随 着 新 加 坡 迈 向 更 清 洁 能 源 车 队 , 除 了 内 部 培 训 ,Go-Ahead 新 加 坡 也 持 续 派 员 到 新 加 坡 巴 士 学 院 、 陆 路 交 通 管 理 局 上 课 , 近 期 也 有 工 程 技 术 人 员 参 与 全 国 电 动 车 专 员 安 全 认 证 课 程 , 多 管 道 不 断 优 化 员 工 电 动 巴 士 相 关 的 知 识 。 此 外 , 合 格 保 安 代 理 协 会 、 新 加 坡 宿 舍 协 会 、 幼 儿 培 育 署 及 客 工 援 助 组 织 康 侍 等 18 家 公 司 、 机 构 及 组 织 , 也 因 支 持 工 运 , 获 颁 工 运 合 作 伙 伴 奖 。 除 了 颁 发 奖 章 给 组 织 , 职 总 也 会 颁 奖 给 贡 献 卓 著 的 工 运 领 袖 、 劳 资 政 三 方 合 作 伙 伴 及 模 范 工 友 , 个 人 得 奖 名 单 将 在 近 期 公 布 。

Utility Bill Avg_With Gas Utility Bill Average ($) for households with gas Premises Types Jun-23 Jul-23 Aug-23 Sep-23 Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24 Apr-24 May-24 HDB 1-Room 81.09 78.98 79.00 78.86 80.17 80.39 77.86 77.18 78.99 81.28 87.54 87.29 HDB 2-Room 96.52 91.92 92.92 92.62 94.12 94.79 90.73 89.63 91.78 94.78 103.49 102.84 HDB 3-Room 119.49 114.80 116.91 116.30 118.85 118.49 112.22 112.11 115.94 120.33 132.29 128.10 HDB 4-Room 139.94 134.96 137.64 137.70 140.19 140.04 133.47 131.31 137.04 142.66 156.01 153.34 HDB 5-Room 147.54 142.78 145.35 145.56 148.64 148.87 141.61 136.79 144.16 151.97 165.19 162.85 HDB Executive 164.05 158.23 162.29 161.77 166.18 164.43 154.00 153.21 160.98 168.72 184.59 180.19 Apartment 175.53 167.39 164.61 167.46 175.43 177.46 164.16 156.19 163.04 179.66 198.71 191.52 Terrace 267.44 262.12 265.22 265.40 276.88 276.46 260.00 252.25 270.34 290.38 311.38 286.03 Semi-Detached 340.32 333.05 332.47 336.34 351.53 349.78 325.65 324.20 335.52 370.67 392.95 372.29 Bungalow 666.12 646.66 633.47 662.99 688.41 699.45 627.26 650.18 619.13 718.02 776.44 731.30 Note: The figures exclude electricity charges for PAYU customers and customers who are not purchasing electricity at the regulated tariff. Utility Bill Avg_WO Gas Utility Bill Average ($) for households without gas Premises Types Jun-23 Jul-23 Aug-23 Sep-23 Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24 Apr-24 May-24 HDB 1-Room 72.46 71.03 70.38 70.28 71.48 71.86 69.16 67.69 69.30 71.92 78.05 78.52 HDB 2-Room 87.55 83.48 84.15 83.90 85.46 85.94 81.99 80.46 82.23 85.21 93.42 93.59 HDB 3-Room 107.51 103.13 104.73 104.06 106.59 106.15 100.27 99.66 102.84 107.06 118.11 115.38 HDB 4-Room 125.27 120.86 122.70 122.47 125.06 124.99 118.78 116.20 120.97 126.03 138.53 137.64 HDB 5-Room 131.50 127.51 129.05 128.83 131.93 132.27 125.43 120.56 126.60 133.43 145.81 145.63 HDB Executive 147.11 141.81 144.94 144.02 148.42 146.81 137.03 135.88 142.35 149.14 163.91 161.79 Apartment 157.00 149.45 145.14 146.83 154.44 156.79 144.07 135.03 140.09 155.96 175.31 171.33 Terrace 244.04 239.52 241.71 240.94 251.32 251.12 235.05 227.31 243.21 259.98 282.50 262.69 Semi-Detached 313.22 305.01 304.96 308.47 323.21 319.99 297.18 295.56 305.12 337.24 359.90 342.81 Bungalow 621.34 599.37 589.03 615.12 636.98 650.72 578.80 597.47 570.77 662.48 717.39 678.65 Note: The figures exclude electricity charges for PAYU customers and customers who are not purchasing electricity at the regulated tariff.

Media Coverage Catch the latest news on SP All Years 15 Feb 2025 Nationwide phishing test to be part of Exercise SG Ready for first time Source: The Straits Times © SPH Media Limited. Permission required for reproduction. 11 Feb 2025 HSBC buys stake in Singapore EV charging operator SP Mobility Source: The Business Times © SPH Media Limited. Permission required for reproduction. 24 Jan 2025 Simulated power outages from 'phishing' attack during exercise in Feb Source: The Straits Times © SPH Media Limited. Permission required for reproduction. 24 Jan 2025 Two-week exercise to prepare for disruptions such as power outages Source: Tamil Murasu © SPH Media Limited. Permission required for reproduction. 24 Jan 2025 More than 800 organisations participate in Exercise SG Ready in February simulating power disruption Source: Lianhe Zaobao © SPH Media Limited. Permission required for reproduction. 23 Jan 2025 800 schools and organisations participate in emergency readiness exercise in February Source: Shin Min Daily News © SPH Media Limited. Permission required for reproduction. 13 Jan 2025 In partnership with SP Group, Airbus Training Centre to deploy district cooling Source: Lianhe Zaobao © SPH Media Limited. Permission required for reproduction. 13 Jan 2025 Airbus partners SP Group to reduce energy usage at Singapore training centre Source: The Business Times © SPH Media Limited. Permission required for reproduction. 07 Jan 2025 Promoting play-based learning Source: Tamil Murasu © SPH Media Limited. Permission required for reproduction. 05 Jan 2025 SP Group donates an additional $1.1 million to KidSTART Singapore Source: Berita Harian © SPH Media Limited. Permission required for reproduction. 1 ... 6 7 8 ... 49