annual report - Tenaga Nasional Berhad

President/CEO’s Review[ Tenaga Nasional Berhad ] [ Annual Report 2008 ]To meet the nation’s future electricityneeds, TNB signed a Head OfAgreement on 7 May 2008 with SarawakEnergy Berhad (SEB) for the supplyof power to Peninsular Malaysia fromhydro-electric schemes via High VoltageDirect Current (HVDC) overhead linesand submarine cable, and coal powerplants in Sarawak. In this agreement,apart from Bakun, SEB also agrees tosupply 3,000 MW of electricity to TNBfrom 2017 to 2020 and a further 5,000MW from 2021 to 2030. To mitigatethe energy supply security issue, TNB isexploring the viability of nuclear poweras an alternative energy resource forthe future. We have been workingclosely with other stakeholders andagencies, in particular the MalaysianNuclear Agency (Nuclear Malaysia) andAtomic Energy Licensing Board (AELB)on this option. Last but not least, weare also investigating suitable means toincrease the penetration of RenewableEnergy (RE) and Energy Efficiency (EE)alternatives to supplement our effortsin the conventional fossil and hydroschemes towards ensuring our nationalenergy security for the near future.Driving Capacity BuildingTNB’s greatest asset is its workforceof almost 25,000 employees and weare committed to developing theircapabilities. Even as we explore newfrontiers globally, we are investing ina talent pool of able leaders that willcarry the torch for the Group’s longtermgrowth and ensure we maintainour competitive edge. In line with theGovernment’s call for capacity building,we have embarked on several initiativesto develop a highly competent workforceand leaders of high competency andunwavering integrity.TNB’s Succession ManagementProgramme aims to ensure there isa ready pool of good leaders andprofessionals with critical skills tosustain our businesses and move TNBforward. The programme incorporatesindividual development plans for highpotentialexecutives to prepare them foradvancement to higher positions withinTNB. To date, we have 288 talents inour talent pool, while there are 254key leadership positions. Potentialsuccessors have been nominated for85% of these positions.The Specialist Career Path programmeaims to address the imbalance betweentechnical and management skills byretaining and rewarding technicalexperts in their respective fields ofspecialisation while teaching themmanagerial skills. It is implemented as adual-career path strategy covering bothtechnical and management aspects. Thescheme has been in existence for fouryears and to date two specialists and24 technical experts have participatedin the programme. Two of them evenreceived international recognition fortheir flashover analysis tool and powerquality guidebook initiatives.In June 2008, the inaugural GLC TalentExchange initiative amongst GLCs waslaunched. Two of our top candidateswere assigned to Celcom Berhad andMalaysian Building Society Berhad(MBSB) for one year. In return, weaccepted two candidates, one eachfrom Malaysia Airports Holdings Berhadand MBSB.During the period under review, 114developmental and 1110 mandatorytechnical and non-technical trainingprogrammes were conducted fore x e c u t i v e s a n d n o n - e x e c u t i v e srespectively. The programmes have beendesigned to ensure that TNB employeesare equipped with competencies thatraise organisational efficiency andproductivity. On top of this, TNB’straining institute, the TNB IntegratedLearning Solution Sdn. Bhd. (ILSAS),conducted supplementary programmesto educate staff on the commercialaspects of running an organisation.40