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TNB Vision

"To Be Among the Leading Corporations in Energy and Related Businesses Globally"

TNB Mission
“We Are Committed to Excellence in Our Products and Services”

TNB Shared Values

Customer Business
Integrity Caring
Focus Excellence

Tenaga Nasional Berhad (TNB) is the largest electricity utility in Malaysia with more than RM67.0
billion in assets. The Company is listed on the main board of Bursa Malaysia and employs
approximately 28,000 people to serve a customer base of over seven million in Peninsular Malaysia
and Sabah. TNB plays an integral role in the national, economic and social prosperity of the country
by providing reliable and efficient services.

The Company has earned a reputation for outstanding performance, regionally and globally. TNB is
the only Asian energy company short-listed as one of five finalists for the “Power Company of the
Year” in the 2007 Platts Global Energy Awards.

TNB’s core businesses are in the generation, transmission and distribution of electricity. It has a
total installed generation capacity of about 11,200 MW (including SESB and Kapar Energy
Ventures). In Peninsular Malaysia, TNB contributes to 55 per cent of the total industry capacity
through six thermal stations and three major hydroelectric schemes. TNB also manages and
operates a comprehensive transmission network, the National Grid. Spanning the peninsula, the
grid links TNB power stations and IPPs to the distribution network. The grid is also interconnected to
Thailand’s transmission system in the North and Singapore’s transmission system in the South.
TNB’s distribution network is managed through a comprehensive distribution system, customer
service centres and call management centres.

Today, TNB is also involved in diversified activities linked to the power industry. Through
subsidiaries, the Company is in the manufacture of transformers, high voltage switchgears and
cables; the provision of professional consultancy services; architectural, civil and electrical
engineering works and services, repair and maintenance; as well as in research and development;
property development; and project management services.

In advancing human capital, Universiti Tenaga Nasional (UNITEN) has been established to produce
well-rounded competent individuals in various fields. A major part of the Company’s corporate social
responsibility in education, sponsorships and contributions, is channeled through our trust
foundation - Yayasan Tenaga Nasional.

To ensure the Company’s continued service excellence and to support its strategic vision of global
leadership, employee competencies are continuously enhanced through structured programmes. As
a responsible corporate citizen, TNB also places great emphasis on its engagement with the
community to ensure society gains and benefits from our efforts.
History

The Story Of Electricity

The earliest record of power generation in


Malaysia can be traced back to Rawang, a
small mining town in Selangor. Here, two
enterprising individuals, Loke Yew and
Thamboosamy Pillai, installed an electric
generator in 1894 to operate their mines!
Mining operations appear to have taken
immediate advantage of the vast potential of
electricity. The Sempam Hydroelectric Power
Station in Raub, the first power station in
Malaysia, was built by the Raub Australian
Gold Mining Company in 1900.

A Board Of Electricity

The story of electricity supply had clearly entered a new era characterized by scales of magnitude
quite unthinkable by pre-war planners. Ever burgeoning demand could not be resolved by half-
hearted and small capital commitments or technical inputs. Large scale planning and huge sums
of capital from overseas would have to be raised, and foreign technical experts hired. The time
had come for a Board!

In the course of 1948, a proposal to set up the Central Electricity Board (CEB) was formulated.
Specifically, the board was to become heir to the three major projects considered by the
Electricity Department following its re-establishment in April 1946: the Connaught Bridge Power
Station, the Cameron Highlands Hydroelectric Project and the development of a National Grid. To
meet the demand for power to run factories and tin mines and to meet the social and economic
aspirations of the population at large, the country’s generating capacity would need to be doubled
in less than a decade.

A draft bill was formally submitted to the Federal government. In essence, it consisted of three
parts. The first was concerned with the constitution, functions and powers of the Board. The
second dealt with financial provisions and the third with powers of compulsory acquisition of
private undertakings supplying electric power.

The draft bill was not without its problems. Land rights, tax exemptions, water rights, and the
appeals of the CEB Junior Officers Union (JOU) had to be studied and considered.

The Central Electricity Board

Public-listed Tenaga Nasional Berhad (TNB) is the largest electricity utility company in Malaysia
with more than RM65 billion in assets and a customer base of about 6.8 million throughout
Peninsular Malaysia and Sabah.

Globally and regionally, TNB enjoys a reputation for outstanding performance. TNB is the only
Malaysian energy company to rank among the top 50 energy companies in Asia in 2006, based on
the prestigious Platts’ survey of the top 250 Global Energy Companies. Internationally, Platts
ranks TNB at 168th among the top 250 Global Energy Companies.

A highly integrated company, TNB’s core business is the generation, transmission, and distribution
of electricity. TNB controls Malaysia’s largest generation capacity of about 11,000 MW (inclusive of
Kapar Energy Ventures). TNB also manages and operates a complete transmission network,
spanning the whole of Peninsular Malaysia forming a loop known as the National Grid, linking the
electricity power producers, made up of TNBEventually, through skillful negotiations and
government assistance, the Board was exempted only from stamp duties. The concerns of the
JOU were translated into the privileged position which the employees of the Board came to enjoy
vis-à-vis other public service departments.

The Central Electricity Board (CEB) of the Federation of Malaya came into being on 1 September
1949. On the day of its birth, CEB became the owner of 34 power stations with a generation
capacity of 39.88 MW. It included a steam power station at Bangsar with a capacity of 26.5 MW, a
hydroelectric power station at Ulu Langat of 2.28 MW with the rest being various diesel affairs
with a total capacity of 11.1 MW.

The CEB also became owner of the related transmission and distribution systems above and below
ground. These fixed assets were valued at close to thirty million dollars. But the most valuable
asset must surely be the list of 45,495 consumers and a staff strength of 2,466. To this, we must
add the gratitude of a government that recognized the central role of the power industry in
developing the nation economically and socially.

With the creation of the CEB, its hierarchy of professionals and technocrats were in full command
of this body within the ambit set by the Electrical Ordinance No. 30, 1949 passed as law in the
Federal Council. The Chairman of the Board was the head of a statutory body that effectively
could dictate the power policy of the country. It was unique power.

Ubiquitous electrical power serving the length and breadth of this country was to be an impending
reality. The age of private generators only for the homes of the rich and well-to-do or the
powerful had come to an end. In the future, people from different social strata, classes and all
walks of life would ‘drink from a common pool of power’

Spirit Of Merdeka

Eight years into the existence of the Board, an event of singular distinction energized the
nation. Villages, towns and cities of the nation reverberated as one with the shout of Merdeka
on the last day of August 1957. For TNB staff, the period of tutelage, full of shared
experiences, of knowledge transfer and of learning tinged with pain and impatience at other
times, had to come to an end.

Malayanisation

Malayanisation was a logical outcome of Merdeka. But Malayanisation could only succeed if a
sufficient number of engineers and technocrats were trained in this demanding field. In 1951,
three local Shift Engineers had left for training in the UK with the British Electrical Authority –
Abu Zarim bin Haji Omar, Tengku Daud bin Tengku Besar Burhanuddin and Tengku Yaacob
Shah.

Between 1954 and 1957, the trickle had become a stream. An ever increasing number of
Malaysians were sent overseas for the purpose of acquiring professional qualifications relevant
to the Board’s needs. These were the pioneer scholarship holders who eventually took over the
running of the Board from the expatriates.

The second expatriate General Manager of the CEB, J. Sharples, retired in 1964. For the first
time, a Malaysian, Raja Zainal bin Raja Sulaiman, was appointed to the post. Raja Zainal is
credited with accomplishing the process of Malayanisation in a brief span of twelve years
against the twenty originally considered as necessary. There was individual pain and heartache
on both sides. But by far and large, the inevitable was accepted with good grace. ‘Team
Malaya’ would continue with distinction in the years to come.

New skills and knowledge had to be mustered in the service of a sovereign nation. The
Connaught Bridge power station had been successfully commissioned and was running at full
steam. The first phase of the Cameron Highland Hydroelectric Project was nearing completion
and in Selangor the precursor of the National Grid was slowly taking shape. The Bangsar Power
Station was connected to the newer Connaught Bridge Power Station and the line subsequently
extended to Malacca.

The National Electricity Board

On 22 June 1965, CEB of the Federation of Malaya was renamed the National Electricity Board of
the States of Malaya (NEB). In line with national aspirations, the Board’s new title and now firmly
led by a Malaysian as CEO did not result in any dramatic shift in policy or mode of operations. The
Board was committed to long term programme of growth and expansion backed by plans carefully
crafted and laid down in the period of the CEB.

The National Grid is a continuously charged ring of energy into which power is fed endlessly from
electricity generating plants strategically located at Paka in Terengganu, Temengor, Kenering,
Bersia and Batang Padang in Perak, Connaught Bridge, Kapar and Serdang in Selangor, Cameron
Highlands in Pahang, Prai in Penang, Port Dickson in Negeri Sembilan, Pergau in Kelantan and
Pasir Gudang in Johor and in Malacca.

The central area network with Connaught Bridge Power Station at Klang at its heart was the
precursor of the energy grid. At the same time that the central network tapped into the Cameron
Highlands Hydro scheme from the Sultan Yussuf Power Station, it was extended into a western
network as well.

As work on the western network bore fruit, efforts were directed at extending the eastern
network. Later still in the 1980s, the loop was completed through some of the most formidable
terrain at the northern extremities of the Peninsula to bring Kota Bahru within the grid. On
completion of the western and eastern networks, the grid encircled the central ‘waist’ of the
Peninsula and had two ‘arms’ extending north and south.

The National Grid is connected to Thailand and Singapore. In the case of Thailand in the north, it
is connected to the transmission system of the Electricity Generating Authority of Thailand (EGAT)
through a 117 MVA, 132 kV Single Circuit Line which has since been upgraded to a HVCD line. The
Grid is connected to the transmission system of the Public Utilities Board of Singapore (now
reconstituted as Singapore Power Limited (SP) from the Sultan Iskandar Power Station to SP’s
Senoko Power Station through 250MVA – 230 kV transmission lines and submarine cables. These
connections to Thailand and Singapore provide for the first evidence of the rudimentary ASEAN
grid on the drawing board.

The plants within the Grid form a power bloc governed by technological alliances and
arrangements to further the common good of all. They can ‘communicate’ with each other through
a center, a centralized brain of computerized sophistication, the National Load Despatch Centre.
This Centre can ‘see’, ‘sense’ and ‘feel’ the needs of the community it serves.

Equations And Equities

By the mid-80s when the first concrete guidelines were issued by the government for the
privatisation of state-owned enterprises, the NED could look back with pride on an era of
unprecedented growth and development. The Board supplied the whole Peninsula with power
having taken over the areas formerly served by the Perak River Hydro Electric Power company
(PRHEP) and its subsidiary Kinta Electrical Distribution Co. Ltd. (KED) in 1982, Penang
Municipality in 1976 and in 1964 those areas supplied by Huttenbach Ltd. which were Alor Setar,
Sungai Petani, Kulim, Lunas, Padang Serai, Telok Anson, Langkap, Tampin and Kuala Pilah. Its
transmission lines now stretched over 6,300 kilometres compared to the previous 1,560
kilometres just a decade ago

By 1984, installed capacity had more than doubled to 1,379.2 MW exceeding peak demand by a
healthy margin. Its consumer base now numbered 1,965,162. Revenue was some RM2.2 billion
and its fixed assets stood close to RM 5.5 billion. Staff strength had peaked at 24,882. The Board
was producing handsome profits over its annual operations. And through the years, the Board had
enjoyed leadership of the highest caliber.
It could even, for the first time in its history, afford to give a significant reduction in tariffs. To
round up the achievements, the Board received a rare accolade from the World Bank. It was
recognized as a well-run and financially sound entity, with an appropriate pricing policy,
investment planning, and with adequate autonomy.

But all was not rosy. For one, the Board’s loans had mounted significantly to fuel its expansion
plans. Loans from foreign sources and the government stood at approximately RM1 billion each
while internal borrowings were another RM1 billion. Staff wage costs and numbers had risen
significantly. Besides, it had to grapple with the new power of international capital and the
emerging trend of globalisation.

TThe Prime Minister, Dato Seri Dr. Mahathir Mohamad, stated that the government would embark
on a policy of privatisation. Dr. Mahathir fervently believed that there was every danger that the
government designed to serve the people would become a burden to all. In short, the government
and its services and agencies had to become more efficient and competitive.

The Full Circuit

The new policy of privatisation, however, had a stamp of Malaysianess about it. It had four main
objectives as its rationale. It aimed to relieve the administrative and financial burden of the
government, improve the effectiveness and quality of the public services, encourage the spread of
private entrepreneurship in the public sector and lastly contribute to the attainment of the goals
set for the New Economic Policy (NEP). The NEP is the new social compact for a more equitable
distribution of the nation’s wealth to further strengthen political unity and stability of all the
constituent races that make up the people of this country.

The government was fully aware that privatisation was a watershed in the economic life of the
nation. Much thought, expert help and consultancy services were enlisted to ensure the success of
turning the NEB into a corporatised entity. It would eventually be open to equity participation like
any other private enterprise. The final decision to privatise was made by the government on 4
May 1988.

There was a ground swell of anxiety and fear in the ranks of all staff, for their future was at stake.
They articulated their views and concerns through the medium of the unions. There were protests
and protests notes. Their objections were centred on three issues. They believed that the public
good would be sacrificed in the desire to profit. Secondly the Board could pass to foreign
ownership through share purchases in the open market. And thirdly, they argued passionately
that the NEB was a profitable and going concern and therefore should never have been earmarked
for privatisation, in line with the oft-held perception (by not just the unions) that only sick and
ailing entities were candidates for privatisation.

A Private Company

In tandem with efforts to address employee anxiety and fears, plans were pushed ahead for
privatization. The myriad details and technicalities were ironed out. The government as the
elected arbiter of the nation’s well being and progress relentlessly pursued the ultimate objective.
Two pieces of legislation were passed to replace the existing Electricity Act and to provide for the
establishment of the new corporation – TENAGA NASIONAL BERHAD (TNB). This entity would take
the place of the NEB (Successor Company Act). Datuk Hj. Ibak bin Abu Hussein was the last
Deputy Chairman and General Manager of the NEB and the first Managing Director of TNB.

On 1 September 1990, a ceremony was staged, with all due pomp and protocol befitting a historic
occasion, at the Kompleks Sukan TNB grounds at Bangsar. Here, the Prime Minister of Malaysia
Dato Seri Dr. Mahathir bin Mohamad proclaimed officially the fact that TNB had become heir and
successor to NEB.

TNB had now emerged as a private company wholly-owned for the time being by the government
with ‘would be shareholders’ waiting eagerly in the wings. Tan Sri Dato’ Haji (Dr) Ani bin Arope
was appointed Chairman at the inception of TNB on 1 September 1990.
TNB TRANSMISSION SDN BHD

The Transmission Division manages and operates the


132kV, 275kV and 500kV transmission systems that form
an integrated network known as the National Grid. TNB’s
National Grid system spans the whole of Peninsular
Malaysia, connecting power stations owned by TNB and
IPPs to customers.

The grid is interconnected to Thailand’s transmission


system operated by the Electricity Generating Authority of
Thailand (EGAT) in the North via a HVDC interconnection
with a transmission capacity of 300MW and a 132kV AC
overhead line with maximum capacity of 80MW.

In the South, the National Grid is connected to


Singapore’s transmission system at Senoko via 2 X 230kV
submarine cables with a firm transmission capacity of
200MW.
The National Grid represents the backbone of the
electricity industry and the Transmission Division is
responsible for the safe, adequate, reliable and
economical operation of the grid system in conformance
to the Malaysian Grid Code.

GUNG HO!
Spirit of the Squirrel
making sure people know their work is worthwhile

Way of the Beaver


making sure people are in control of achieving the goal.
Gift of the Goose
making sure we are cheering each other on.

Transmission adopts 3 Principles of Gung Ho! spirit


in our organization

FOSTER TEAMWORK
Get people to work together in harmony to advance TNB’s interests.
Remember the story of “An Elephant with Four Blind Men”

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