We will start our session now. Good morning, everyone.

Thank you for joining our fourth-quarter FY 2025 analyst briefing. A very warm welcome to our Yang Berbahagia Dato' Ir.

Megat Jalaluddin Megat Hassan, President and Chief Executive Officer of Tenaga Nasional Berhad; our Chief Financial Officer, Mr. Badrulhisyam Fauzi.

I also extend a very warm welcome to each and every one of you joining us here today in this hall. We also have 27 attendees joining us virtually via Webex.

Today's session will be covered in two parts: firstly, our CEO, Dato' Megat, will provide an overview of TNB's group strategy and outlook, followed by, secondly, our CFO, Mr. Badrul, will present TNB's fourth-quarter FY 2025 performance.

We will then open for Q&A before we end the session at 12:00 p.m. With that, I'm pleased to invite Dato' Ir.

Megat Jalaluddin Megat Hassan to kick off our session for today. Thank you.

Thank you, Edwin. Assalamualaikum and a very good morning to everyone.

Once again, thank you for joining us today in this analyst briefing for the financial results 2025 for Tenaga Nasional. For the Muslim analysts, I would like to say selamat berpuasa and hopefully this Ramadan will be better compared to the previous Ramadan.

Coming back to the performance of Tenaga Nasional, I'm pleased to share some of the key highlights for the financial year 2025. Despite a year of both challenges and opportunities, TNB delivered resilient performance in 2025, recording a core profit adjusted for forex translation and MFRS 16 of equivalent to RM4.8 billion compared to RM4.2 billion in financial year 2024, reflecting the underlying strength of our core business and the effectiveness of our ongoing initiatives to drive efficiency and sustainable growth.

This positive business growth has allowed us to continue to reward our shareholders at higher end of our dividend policy, dividend payout of 65.6%, equivalent to a total dividend of 53 cents per share for the year 2025. The stronger financial year 2025 performance was driven by improved performance across all our four business pillars.

The first pillar is under generation, as part of our strategy to deliver clean generation. GenCo performance improved to the expectations based on the turnaround program that we conducted over the last two years, with higher core PAT of RM315 million.

This was supported by stronger operational efficiency, as reflected by an improved equivalent availability factor of 87.8%, comparatively close to the max that we want to target. Second, under developing energy network, we deployed RM12 billion in regulated capex, comprises of RM10.3 billion in base capex, and we have started to use the portion of the contingency capex of RM1.7 billion.

This intensified investment has strengthened grid resilience, supporting the demand growth for the country and facilitated renewable energy integration under RP4. Third, under dynamic energy solution, looking at the customer space for the year 2025, there are now 5,719 EV charge points in the ecosystem, contributing to RM7.1 million in revenue.

During the year, at the same time, Tenaga Nasional, through Electron brand, installed 119 new TNB charge points, bringing the total cumulative for TNB Electron of 256 TNB charge points in our EV network. This is to reinforce our commitment and our belief to support the country growing EV infrastructure.

This is also being seen by the increase of the registration of the EV cars in the market, and it is driven primarily by Proton. As for data centers, we have 35 projects in the system with a total maximum demand of 4.5 gigawatt, agreed EASC of 4.5 gigawatt, contributing to 148% growth year-on-year.

In addition, we recorded the highest Customer Satisfaction Index in TNB history with a score of 90% or 9/10. This was largely driven by the improved residential sentiment following the new tariff structure that has been introduced by the government and also the operational efficiency with fewer repetitive complaints and outage-related calls.

This is one area that we are happy most because, on top of the business performance, we are also getting the good feedback from our customers with respect to our services. Lastly, under driving regulatory evolution, the IBR framework remained upheld, providing earning stability and regulatory clarity.

Importantly, we have secured revenue recognition for contingent capex similar as base capex, allowing us to recognize revenue in the same year the expenditure is incurred, effective from 2025. This is part of the agreement that we have with the Energy Commission and how the recognition of the contingent capex should be done.

This reduced regulatory lags and enhanced our earning visibility. The enhanced AFA mechanism, which was introduced recently, enabled more immediate cost recovery from 6 months to 1 month, improving the cash flow of Tenaga and the working capital efficiency.

Throughout the period, we also see that most of the AFA mechanism is actually on the negative, which is a reflection of the tariff structure that we currently have. Together, this enhancement reinforced the resilience of our regulated business and support sustainable shareholder return.

Following our resilient financial performance, strong governance and ESG discipline remain fundamental enablers of sustainable value creation. In other words, apart from business performance, we look at how Tenaga Nasional, as a company, address our sustainability agenda.

In financial year 2025, TNB was recognized at the National Corporate Governance and Sustainability Award 2025, where we received the Overall Excellence Award, placing us, TNB, among the top 10 companies, as well as the Industry Excellence Award in the utilities category. This recognition reflects the strength of our governance framework and our continued commitment to transparency, accountability, and responsible leadership.

From a broader reputational perspective, our Corporate Reputation Index improved to 88% compared to 80% previously, indicating a strengthen of stakeholder confidence to Tenaga Nasional. As disclosed in last quarter, Brand Finance ranked TNB as the second strongest utility brand globally with a AAA brand strength rating, underscoring the resilience of our brand and the credibility of our long-term strategy, especially in this energy transition environment.

In addition, we were honored at The Edge Billion Ringgit Club Awards 2025, receiving recognition for delivering the highest return to shareholders over the 3-year period in the super cap category. This reinforced our disciplined capital management and our focus on sustainable shareholder value.

Beyond this recognition, we have also recorded notable improvement in our ESG performance. We improved our FTSE4Good score from 3-star to 4-star, and 4-star is actually the highest ranking in the FTSE4Good, which is recognized by Bursa Malaysia.

Our FTSE Russell rating improved to 4 from 3.5 previously. Our Sustainalytics risk score improved to 26.3, transitioning from high risk to medium risk.

We also maintained our MSCI rating of A and our CDP rating of C. This improvement reflect the consistency of our governing practices, disciplined execution of our energy transition, and a strengthened risk management framework.

Moving on to our key achievement across the three strategic pillars in 2025, I would like to share that under deliver clean generation, we made a solid progress across gas, solar, and battery storage. For gas, under RP category 2 new generation capacity, we were awarded with 1,400 for the new Paka combined cycle gas turbine power plant with a target COD by December 2028.

This represents a significant milestone for Tenaga to strengthen Malaysia medium-term security of supply and reflect the competitiveness of the generation electricity price that TNB, as the leading energy company, can offer to the Malaysian market. As previously announced in quarter 3 results, we also secured extension under category 1 totaling 1,260 megawatt across three gas power station, reinforcing system reliability for the country.

We are very positive with respect to the pipeline growth of generation sector while we address the supply and demand for the country. Under battery storage, the battery energy storage system at Lahad Datu, Sabah, in which Tenaga Nasional has a stake in it, was successfully achieved COD in August 2025, strengthening the grid stability and supporting the renewable integration for the Sabah grid.

Moving on to the land-based solar: first, the large-scale solar 5 project, LSS Sabah, commenced construction in November 2025, and as far as the planned COD, it is very much on time. Under the Corporate Green Power Programme, CGPP, all three sites that are under construction are progressing well at about 95% completion and remain on track to achieve COD in this first quarter 2026.

Finally, for the centralized solar park, we have signed principle terms of bilateral energy supply agreement with one of the leading data center in the country, DayOne Data Center, a strong indicator of growing green energy demand both from corporate customers, and this is also enabling the CREST system for the Tenaga. Lastly, under hydro, the Nenggiri hydro project reached 88% completion, including the installation of 400-ton overhead crane, the largest capacity electric overhead traveling crane.

The Sungai Perak hydro life extension program has achieved 28% overall progress with major refurbishment work completed. For the Kenyir hybrid hydro-floating solar project, we have reached 70% of pre-development completion and successfully concluded the EPCC tender evaluation.

Once again, we are also seeing that, as far as the thematic generation on the RE front, everything are going as planned. While we continue to strengthen our domestic portfolio, we continue to advance our international energy pipeline and expand our global footprint, particularly in the United Kingdom and Australia.

I'm glad to inform that in the United Kingdom, our 102-megawatt solar greenfield development projects at East Field, equivalent to 35 megawatt-peak, and Buckers Hill, equivalent to 67 megawatt-peak, successfully achieved COD in July 2025 and has started the generation of income for Vantage Solar in the UK. This marked an important milestone as this asset begin contributing to the current international earning base that we already have.

In Australia, momentum remain encouraging. There are three main projects that we are looking at.

The first one is at Dinawan Energy Hub, 1.3 gigawatt development at the border of New South Wales. We were awarded approximately 1 gig access right, while 357-megawatt Dinawan Wind Farm Stage 1 successfully secured the Australian Government Capacity Investment Scheme in October 2025, providing revenue visibility and mark the start of the project over there in New South Wales.

For Walter Creek Solar Project, equivalent to 710-megawatt development, we have executed a connection process agreement with Transgrid, meaning that we are executing the process to be connected to the grid and successfully submitted Capacity Investment Scheme bid to secure the revenue support, meaning that both technical and the commercial front are very much within the progress. Meanwhile, the third site that we are working on at the Mallee Wind Farm, 400-megawatt, we have completed ecology surveys for the alternative connection route and secured the necessary land easement for the interconnection line.

This step support the alternative grid connection strategy outside the REZ zone. Bear in mind that, based on our experience, the connectivity for the RE to the grid for this so-called Australia market, it may take some time, but once it is very much connected, then the revenue is also quietly consistent and secured.

Overall, our international portfolio continues to progress steadily, reinforcing our long-term growth pipeline beyond our Malaysian shore. Next, we move to investment into the grid under our second strategic pillar, develop energy transition network.

We delivered Year 1 RP4 with a disciplined and efficient regulated capex deployment. Total regulated capex utilization reached RM12 billion against the original budget plan of RM7.8 billion, exceeding 100% of our 2025 target budget.

This investment was strategically allocated across three priorities. We invest RM5.4 billion to maintain security of supply, RM5.3 billion to support demand growth, and RM1.3 billion for the category of energy transition project.

Achievement for the key projects: first, we significantly outperformed our smart meter target, installing over 1 million units in 2025 alone, bringing the total installation to about 5.6 million units, now covering more than half of our customer base. As for distribution automation initiative, we expanded deployment to over 5,100 substations during the year, bringing the total to over 38,000 substations in the system.

We have also fully completed 500-kV overhead line, Ayer Tawar to Bentong South and Lenggeng project, with a total of 854 transmission towers and around 335 kilometers transmission length, reinforcing the backbone of the 500-kV national grid system. Meanwhile, our 100-megawatt/400-megawatt-hour battery energy storage system pilot project at Santong is progressing well, reaching 85% completion.

The next dimension of our strategy is regional integration. Recently, we signed the tripartite energy wheeling agreement Phase 2 under the Lao PDR-Thailand-Malaysia-Singapore Power Integration Project, or known as LTMS-PIP version 2.0.

This marked another important milestone in advancing ASEAN Power Grid and strengthening cross-border energy cooperation. Under this arrangement, Malaysia plays two key roles: first, TNB supply RE energy up to 100 megawatt from Laos to Singapore, with a single buyer determining and collecting the energy charges; second, TNB acts as the wheeler, transmitting the energy through Peninsular Malaysia to Singapore.

For 2025, the total energy export under this arrangement amounted to approximately 10.5 gigawatt-hour, reinforcing Malaysia evolving role as the regional energy hub. Complementing this, we have also operationalized Energy Exchange Malaysia, Enegem, with a total energy export of 500.8 gigawatt to Singapore in 2025.

This represents a significant national achievement in strengthening Malaysia position as RE leader in Southeast Asia through a transparent and competitive bidding commercial mechanism. Beyond commercial values, this regional interconnection enhance grid flexibility, support cross-border RE integration, and strengthen long-term energy security across the region.

We will continue working closely with our regional partners to deepen cooperation and expand business opportunity under the ASEAN Power Grid framework. Moving to our third strategic pillar, dynamic energy solution, electricity demands continue to grow resiliently in 2025.

Total units sold reached 133,895 gigawatt-hour, reflecting a sustained demand momentum. This growth largely underpinned by commercial sector, which account 38% of the total units sold.

Commercial demand grew 10% year-on-year, led primarily by data centers, which contribute 7.1%, followed by subsector of malls, business, and accommodation services at 2.4%, and other retailer sectors contributing to 0.5%. In terms of sales contributions, malls, business, and accommodation services made up 80% of the total units sold, other subsectors contributing about 16%, while data centers account for 4% of the total sales in financial year 2025.

Having said that, importantly, data center continue to anchor structural demand growth. As for 2025, we have 35 projects in the system with a total maximum demand of around 4.5 gigawatt and cumulative maximum demand in the pipeline of about 7.5 gigawatt, underscoring Malaysia growing position as digital investment hub.

From a load utilization perspective, we reached 850 megawatt in December 2025, reflecting the steady ramp-up of operational facilities for data centers. Overall, demand fundamentals remain strong, supported by structural commercial growth and electrification trend.

Alongside the robust demand growth, we also see positive momentum across our customer-focused energy transition initiative, mainly under the EV ecosystem. We continue to expand our charging network with 256 cumulative charge points installed, including adding 190 in the year 2025 alone.

Under the green lane supply connection initiative for EV charge point operator, progress remain encouraging. To date, we have commissioned approximately 32 megawatt of supply connection, and in 2025 alone completed 110 projects, representing around 14 megawatt of maximum demand.

This demonstrate our ability to facilitate expedited connection, particularly for high-growth sector. From a financial perspective, our EV charging ecosystem generate about, as mentioned, RM7.1 million in revenue, representing an approximately 88% year-on-year increase, in which around RM2.7 million come from TNB-owned charge point, reflecting steady adoption and increasing utilization of our infrastructure.

Moving to solar rooftop through GSPARX, since inception in 2019, we have secured 3,125 projects, representing 536 megawatt-peak of secured capacity. As of December 2025, we have installed 290 megawatt-peak, generating approximately RM100 million in revenue for 2025.

We continue to see strong participation from key customer segments, such as government, data centers, and construction for the solar rooftop. On energy efficiency, myTNB app is now adapted by more than 8 million customers, representing approximately 75% of our customer base.

Of this, more than 2.6 million users have subscribed to myTNB energy budget feature, collectively helping to save 106 gigawatt-hour of energy and avoid 74,000 equivalent ton of carbon emission as of December 2025. Under the time-of-use scheme, or TOU scheme, that recently introduced, adoption continue to show encouraging progress.

As at December 2025, approximately 102,000 customers are actively benefiting from the scheme by optimizing their electricity usage during off-peak periods. This is further supported by the streamlined application process via myTNB app, which is now available, enabling seamless participation and a greater customer accessibility.

Overall, this initiative support cost optimization for the customers while enhancing load management and overall system efficiency. We believe that the TOU scheme will be a hit among our customers in time to come.

With that, I will now pass to our CFO, Encik Badrul, to provide a detailed overview of our financial year 2025 financial performance. Please, Badrul.

Thank you, Dato', and good morning, everyone. Good to see so many of you this morning, and we have now close to 60 people online as well.

I hope you're happy with the numbers that you have seen so far. All right, let me start by saying that our performance this year, we are showing stronger financial performance, but most importantly, this is actually driven by regulated business, as well as effective capital management.

If you look at across the three financial metrics, revenue, EBITDA, and PAT, all three across the line are showing positive year-on-year growth. For revenue specifically for 2025, actually increased by 19.4% compared to previous year, mainly driven by higher electricity sales.

Implementation of cost-reflective RP4-approved tariff actually is supporting our revenue and demonstrating continued stability of our regulated business. Most importantly, if you look at EBITDA, EBITDA has improved, supported of course by the higher revenue, but EBITDA increased around 2.8% year-on-year to RM20.5 billion already this year.

Most importantly, EBITDA margin actually strengthened a little bit to 31.6%. Obviously, this is showing improved efficiency as well as operational improvement that we are pursuing across the company.

To us, this is important because it shows that all our effort to improve efficiency are continuing to progress. This is of course paired together with cost management, as well as strong operational improvement as well.

This bring us to the profit line, where the profit grew mainly because of stable operational performance, as well as all this cost improvement initiative that we have actually put in into the company. Our core profit, adjusting for forex translation and MFRS 16, stood at RM4.769 billion.

That is a 14.7% increase year-on-year compared to RM4.157 billion in the same period last year. Based on that, I think it's quite clear that if you look at our overall performance, operational performance is being supported as well by lower net finance costs, as well as forex movement, which has actually provided additional uplift to our numbers.

However, most importantly, core operation remained the main driver of our performance for 2025. With that, the numbers for 2025 obviously is on track for us to continue growing, supported by resilient operations and prudent financial management to make sure that we continue to deliver this sustainable performance not just for 2025, but for the many years, going ahead for the next many years.

Next one, I think you will be able to see that our group earnings is supported by two important factors: the first one is improved generation performance, as well as of course our world-class network performance. If you dive in into more detail, the group earnings are contributed by solid technical performance, which is now supported by much improved plant performance and world-class network performance across of course our transmission and distribution system.

As far as generation is concerned, the EAF at 87.8% in 2025 is a marked improvement compared to 83% that we recorded same period last year. Again, this improvement really reflects the overall plant performance improvement because of the turnaround initiative that we have put in place and starting to bear fruit now.

This is something that is very close to our heart. Definitely, we remain committed to maintain this high availability, as well as operational excellence to make sure continued financial performance across GenCo.

In our transmission, our system minutes for 2025 is at 0.15 minutes, which is well below even our own internal threshold of actually 1.5 minutes. This again underscores our continued performance to make sure that we have a highly reliable as well as stable transmission network.

On the distribution side, SAIDI for 2025 improved to 46.93 minutes, against well below our internal threshold of 48 minutes. This is important because the strength of our world-class network continue to safeguard the earnings of our regulated business, but most importantly as well, ensuring better services for our consumers.

That's how we have been able to achieve just now customer satisfaction score of 9 out of 10. It is now being demonstrated not just on the network side, but also being felt by our customers as well.

If we move along on the capital management side, you'll be able to see that stronger collection has actually reduced receivables on our book, and we have also demonstrated in 2025 that we have optimized capital deployment to make sure that we have a healthier cash flow position. If you look at our trade receivables, it started the year at RM4.4 billion, and we ended the year actually at RM3.9 billion.

For those who have been tracking this for a long time, you have not seen a figure below RM4 billion for quite a while. This is something that we are very proud of, and the fact that we have also improved the collection period.

Beginning of the year at around 25, we are now ending the year with 23 days as of December. When we drill down further into what we have actually achieved, of course, there are reasonable explanation for this.

This is the outcome of what we're putting in place, and collection in particular have been identified actually the outcomes of three main initiative that we're putting in place. The first one is the fact that we have now established a dedicated task force for our high-voltage and medium-voltage customers with dedicated, personalized account manager to actually make sure that they are taken care of for all their needs.

Of course, most importantly, they must also pay their bills, right? That's why, as part of the overall process, they now become a lot more personalized customer.

This is our value-add to our customers. Second one, over the years, we have also, and this year, intensified our push to promote our customer to move into payment channel of direct debit.

This will make sure that, obviously, on time, the payment are made. That's helped to push the collection into much better territories.

Lastly, item number three, to all of us here, Dato' mentioned just now we have 8 million customers on myTNB app. We need to check all your phones, make sure you are on it.

If you are on it, you will notice actually this year we have introduced a new function because we have now pre-due notice of payment. What we're saying before this, all of you, we know you want to pay on time, but sometimes life get in the way, you get delayed, you forget about it, that's why you're not paying.

Now we're helping you with one more step: we make you pre-due noticed so that you know that we can nudge you to pay on time. That actually has helped us to make sure that the collection across not just the major customers, but all our accounts become more timely.

Most importantly, yes, that's on the receivable and collection side, but if you look at our capital allocation side as well, 2025, we have demonstrated very strong operating cash flow, and this is of course the outcome as well from our more optimized capital deployment model. During the year, Dato' Megat mentioned just now, we have deployed close to RM15 billion in capex, and this is reflecting our continued investment in regulated network expansion, renewable capacity growth, as well as system resilience.

This is important because, for us, the ability to scale up investment was undertaken while still maintaining a balanced and robust balance sheet position. At the same time, you will notice that we are actively optimizing our cost of borrowing, where net cost of borrowing actually improved to 4.63% as opposed to 4.83% in 2024.

This reflects a proactive liability management, improved our credit positioning, and favorable funding outcomes being supported by all the banks working with us. It is important for us to reiterate the point that, yes, capital allocation is very important to us, and we are making sure that it's balanced to support our growth of investment while preserving our financial flexibility and maintaining balance sheet strength.

If we move along to more detail of RP4 capex, you will notice that we continue to deliver robust regulated capex spending. During the year, most importantly as well, we have actually finalized contingent capex recognition, which is a key factor that we have been working towards the end of the year.

Just to take a step back, and if you look at our total capex under RP4 for '25 to '27, total was supposed to be RM42.82 billion, out of which RM26.55 billion would be base capex, and the balance of RM16.27 billion being contingent capex. Where we stand today, based on the progress of the project and what we know, we believe that we expect to utilize approximately 80% to 85% of the contingent capex under the current regulatory period, of course subject to project approval as well as demand requirements.

You will notice that over the last few quarters, that number was 70%. Now as it become clearer to us, we believe that will be around 80% to 85%, and some of the projects, of course, we are exploring as well to expedite or push for other projects to be included inside that.

For FY 2025, we actually achieved regulated capex utilization of, as mentioned by Dato' Megat just now, RM12 billion, out of which RM10.3 billion are base capex, and RM1.7 billion contingent capex. This represents around 30% utilization of total RP4 allowed in Year 1, and this is important for us because this shows that we have been able to execute this project and scale up our investment.

If you recall in 2024, the final year of RP3, we delivered capex of RM8.8 billion. Yes, it's massive, but scaling up from RM8.8 billion to RM12 billion over 1 year, so that's something that we have demonstrated.

I think this is the part where we want to be assure you that as far as the RP4 numbers are concerned, these are real, and we are able to operationally execute these investments. That's why if you look at our capex going ahead, we expect that for 2026, that number will be around RM13 billion, and that will grow to further to around RM15 billion by 2027.

If you do the maths, RM12 billion in 2025, RM13 billion this year, RM15 billion next year, that will be around RM40 billion. That's because the guidance on the contingent capex that we put there, that's around 80% to 85%.

Of course, we're not resting on our laurels. I have put there as well those dotted bar to shows that there are potentially uplift to that number if we are able to push for a little bit more approvals on the contingent capex, and hopefully, riding on stronger demand, then, subject to regulatory approval, we believe that we should be able to optimize that number to the amount that is being approved under RP4.

I just want to conclude this the fact that, yes, we talk about base and contingent capex, and before this, we have not been able to recognize the revenue from contingent capex, but now it's very clear in our financial statement you have seen that whatever contingent capex that we spend this year, that is already being recognized in our financial statement in the same year. It's being treated the same as base capex as far as recognition is concerned.

This hopefully have reduced one of your key overhang regulatory concern, but most importantly, this will enable you to have a clear visibility of our earnings going forward. For us, regulated capex development, we are making sure that those are of course in line with the approved allowance, but most importantly, this will support the security of supply, and as well as support the demand growth and energy transition initiatives.

Before I pass back to Dato' Megat, we have this final slide. Hopefully, you have seen the numbers.

For us, this is a reflection of our ability to continue stable dividend payout, and most importantly, reflect our commitment to rewarding our shareholders. Some of the major shareholders reps are here.

Hopefully, you're happy with that. At the same time, we continue to maintain prudent capital management.

If you look at the philosophy behind our payment this year, you have seen, yes, I've been talking about good performance in 2025, for us, this is a reflection that we performed better in 2025, we continue to reward our shareholders better as well. As far as dividend is concerned, we already paid 25 cents interim beginning of the year, and now we are declaring 28 cents final dividend, bringing the total to 53 cents.

If you compare that against the last year's payment of 51 cents, and it's also reflecting the trend of our payment growing the dividend from 40 cents in 2021 to where it is today, 53 cents. Total dividend payout this year amount to RM3.1 billion, and we are pleased to commit that, yes, you are seeing our dividend policy here, 30% to 60%, which we of course will continue honoring.

I think, most importantly as well, you should be rest assured that we will try our best to make sure that we sustain the current trend of dividend payment going forward, including for this year. With that, I'll pass the mic back to Dato' Megat.

Thank you, Dato'.

Thank you very much, CFO Badrul. This is Ramadan.

I think I'm probably start to lose some of the voices that I have, pardon me. Looking ahead, the medium to long-term outlook of Tenaga, at the core of our strategy remains the energy transition journey that we have.

As you can see here, our long-term aspiration is clear: to achieve net zero emission by 2050, in line with Malaysian National Energy Transition Roadmap, which target a 70% RE capacity by 2050. Realizing this ambition, we require sustained and disciplined investment.

Under the Regulatory Period 4, we have already secured and lock in our capex commitment up to 2027, providing visibility and execution certainty for the near term. This is about the phase of delivery of the regulated capex.

However, achieving the 70% RE capacity target will require continued acceleration beyond RP4, both in the generation and the grid infrastructure. Towards this objective, I think TNB now is looking forward to what the outlook can be with respect to RP5.

More current to that is to support the current pathway, we are intensifying our effort across all the three business pillars. The first, deliver clean generation, our priority is to accelerate generation decarbonization in a responsible and structured manner.

First, we will decarbonize our thermal fleet through optimization and fuel transition, including coal blending, and while maintaining system reliability and security of supply. Second, we will scale RE energy capacity in line with national energy transition priorities, renew expansion core, drive towards the 70% RE target by 2050, and we believe the CREST framework provide those opportunities for a company like Tenaga.

Third, we will advance low-carbon technologies to support firm and dispatchable clean power, looking at the latest technology such as hydrogen. Fourth, we will selectively expand our RE portfolio across priority market with disciplined capital allocation, especially looking at the international expansion, ensuring sustainable return while supporting our decarbonization goal.

Moving to our second pillar, develop energy transition network, as RE penetration increases, system complexity will also rise. The grid must therefore evolve to become more flexible, digitalized, and decentralized, supported by distributed energy resources, or DER, environment.

We are centering advanced system planning, grid flexibility solution, and higher energy storage deployment to safeguard the grid reliability. Regional interconnection will also play a growing role as we expand cross-border link under APG initiative, positioning Malaysia as the regional hub for Southeast Asia.

Ultimately, the grid will evolve from a passive transmission network, as we have seen in the past, from a carrier into an intelligent, flexible, and interconnected platform that enables Malaysia low-carbon transition. Lastly, under dynamic energy solution, electrification will continue to drive demand growth over the next decade.

BEV adoption is expected to increase significantly, boosting electricity demand while supporting national decarbonization target. At the same time, we are building an integrated ecosystem, combining the digital platform, billing solution, rooftop solar, energy storage, green energy offering, which is very much part of the customer domain, at the center of this ecosystem is the empowered customer of the future.

We see customers evolving into omnisumers, customer who not only consume electricity, but also generate, store, and actively manage their energy usage as part of the whole energy participation for the customer. Through digital platform, such as myTNB and smart metering, in which we now want to move further with the next-generation solution for the customer, we are unlocking new growth opportunity while strengthening customer engagement.

Please be mindful, there'll be a lot more stories with respect to our customer journey in the future. Having outlined our medium to long-term priorities, let me now turn to the short-term 2026 outlook and targets.

In 2026, we will continue to drive disciplined execution across the three pillars. So 2026 is the delivery and execution years, accelerating growth while progressing towards our net zero ambition.

Part of delivery under clean generation, first is the Nenggiri hydro project is targeted to reach 93% completions by 2026 and with COD targeted in the second quarter 2027. Under the Sungai Perak hydro life extension program, we are targeting to sign the new PPA for the Chenderoh unit by the 1st December 2026, meaning the COD will follow suit after the signing of the PPA.

The hybrid hydro-floating solar at Kenyir is progressing through regulatory approval and finalization of the EPCC award. The Corporate Green Power Programme to achieve COD in first quarter 2026, while the remaining solar and wind projects are targeted to achieve financial investment decision within this year.

In addition, we will continue advancing the newly awarded Paka combined cycle gas turbine with financial close targeted by the second quarter of 2026. Under develop energy transition network, we are expected to utilize the base capex of around RM9.3 billion for the year 2026, with a contingent capex of RM3.7 billion, a total of about RM13 billion subject to regulatory approval.

Execution remain the key. In 2026, we target installation of 1 million smart meters, another 1 million smart meters, distribution automation upgrade of more than 2,000 substations, and scheduled to achieve COD for our pilot energy battery storage system at Santong by April this year.

We will also continue discussion and centering regional interconnection under the ASEAN Power Grid with estimated 625 megawatt of ongoing available capacity for energy trading. Under dynamic energy solution, our 2026 focus is clear: to scale electrification, expand customer solution, and capture sustainable growth opportunities.

First, under EV, we aim to deploy additional 250 charge point in 2026, further expanding the EV ecosystem. Secondly, to support the industry, we target to commission 28 megawatt of completed connection, supported by the 461 application in pre-consultation, representing 128 megawatt of potential demand for 2026.

Cumulatively, connected capacity is estimated to increase 3.3 times, and it is projected to reach 60 megawatt by the year 2026. So 60 megawatt is now the expected target, and it is almost the size of a single machine as far as generation is concerned.

Through GSPARX, we aim to secure additional 100 megawatt-peak of capacity on a yearly basis. Under energy efficiency, we want to continue to scale digital engagement and solution via myTNB platform with the strong adoption of energy budget, and we're also targeting another 150 to 200k new customers application to TOU scheme, reinforcing our smart meter installation and providing the customer with the empowerment of their energy usage.

Overall, this initiative enhance customer stickiness and position TNB to capture growth from electrification and energy transition. Looking forward for 2026 guidance, we anticipate the projected electricity demand remain in line with GDP growth between 4% to 4.5%.

In terms of our group capex, we plan to invest a total of RM18 billion this year: approximately RM13 billion from the regulated business and another RM5 billion on the non-regulated business for the projects that we have described above. Our investment remain aligned with national priorities, strengthening the grid, supporting demand growth, and accelerating Malaysia's energy transition.

We remain committed to delivering projects that drive growth and sustainable return. This is where our capital allocation, once again, will play a vital role with respect to TNB growth.

At the same time, we maintain prudent capital management and optimize our capital structure through disciplined funding strategies, which I believe as well as the KPI for the CFO in 2026. Delivering values to our shareholders, as mentioned and reiterated many times by CFO in his presentation, we expect to sustain our current trend of dividend payment in line with our dividend policy, whereby in the past, historically, we would like to deliver at the upper range of the dividend policy that we have established 10 years ago, of course subject to the performance and financial situation of Tenaga Nasional.

On sustainable growth, ultimately, our focus on ensuring business growth while supporting Malaysia NETR aspiration and centering our position as a leading provider of sustainable energy solution. We will continue to position TNB as a leading provider of sustainable and reliable energy solution, creating value for our customers, communities, shareholders, and not to forget our employees.

Thank you very much.

Thank you, Dato' Megat and Mr. Badrul, for your presentations just now.

Let us now transition to the Q&A session. We will begin by taking questions from the floor before we allow participants from Webex to ask their questions.

With that, I open the floor for questions. Please feel free to raise your hand, and our staff will pass you the microphone so that you can ask your questions.

Kindly introduce yourself and share your questions.

I hope everybody will be easy on us this morning. Seriously, it's Ramadan.

Hi, good morning. Daniel from Hong Leong.

I have two questions. Firstly is on the contingent capex.

You mentioned just now you guys start to recognize this revenue on the contingent capex. Just want to know what is the mechanism for this contingent capex, the return, and then from where do you get this revenue from specific commercial users or from overall public spread over, or what?

Second question is on the tax. Can you give us update on what are we expecting on the tax, how much you can claim, and then over how many years you can use on the ITA, all this?

Thank you.

I give a try for the first question, maybe CFO can add. With respect to the contingent capex, as mentioned, we understand that what we are now going to deliver is actually a combination of base and contingent capex.

What is important for us is that we have gotten some approval for the contingent capex, meaning that we can start using the contingent capex even in the first year of the implementation, whereas the expectation will be that in the third year of the implementation, this is where the contingent capex will be heavily used. Progressively, we want to deliver the base capex on the yearly basis, but definitely the contingent capex is supposed to be, or planned to be, heavy in the third year.

The good thing is that we can recognize it as we use it, in the similar concept as the base capex. With that, the meaning is that the base and the contingent capex, once approval is gotten, it actually can be implemented in any year, at any time, with a consistent revenue recognition.

What will be the return for this contingent capex? It is the same as the base capex, which is at 7.3%.

Maybe CFO want to add that?

Maybe if I just want to add is the fact that Daniel was asking whether it's specific revenue. It's not.

Actually, base and contingent capex are considered the same as regulated asset base, the return are looked at as overall. It's just by the name of it, in terms of approval of the project, it's either base or contingent.

You will recall that when we talk about contingent capex in the past, we list around 90-plus projects with specific projects pre-approved. Of course, there is a process where, before we implement it, we need to get it approved so that we can recognize the revenue.

It's the same thing. That's why we keep reiterating that base and contingent capex differs only on the approval process.

As far as the return, it's the same 7.3%, and revenue is the entire regulated asset base overall, we don't differentiate between the two. Dato' want to take the second question as well?

We will start to give some answers, and CFO can elaborate further, because it's all a numbers game, right? I think with respect to the tax issue that was overhang for probably a number of years, more than 20 years, I think the position of Tenaga, first, I think we are glad that this overhang has been removed with a key decisions.

The key decisions that, yeah, we receive a fair and reasonable portion of the requested amount of the request for the tax incentive. At the same time, at this moment in time, we are not at the liberty to disclose specifically the numbers.

Nevertheless, I think the Investment Allowance Credit, as we understand it, which is the reasonable portion that we have gotten, will be utilized and spread over a similar period of the tax allowance assessment. That is the concept that it will be planted, and if you probably look at the numbers in the financial statement, probably that will become visible.

Right, Badrul?

I think Dato' covered it all already. I think, if anything, just you would notice that in third quarter, we guided that our effective tax rate would be high.

At that time, it was at 29%, and we did say we are managing everything that we can, and we were guiding you that we will end up probably somewhere around 26%, 27%. You have seen the number yesterday, effective tax rate would be around 22.8%.

That's explained in itself how much we have utilized this year. You obviously shows that we are utilizing it, but as mentioned earlier, the incentive is no longer tied to future capex, but the capex that we have done in the past, but there are conditions for us before we can utilize it.

That's why we are only able to utilize whatever that is being utilized for the year that is being reported. That's probably as much as we can say.

Thank you.

Hi, Lee Yen from UOB. Sorry, Badrul, to put you on the spot, but does it mean that the adjustments for ETR will only be done in every fourth quarter or how should we look at this?

We don't adjust ETR, Lee Yen, to begin with. Obviously, it's the outcome of the bottom-up tax payable across the group.

In the 2025, we only got the approval in November last year. That's why at that time, we said we were still finalizing the impact of the assessment.

That's why in quarter 4, tax is payable once a year only. That's why by the end of quarter 4, we finalize the calculation for the full year.

Going forward, obviously, we will be accruing and estimating the amount so that it will be spread out in a more stable numbers across the quarters. It will not be year-end bigger impact like this.

That

would

be much better. Maybe just another question from me.

Are there any low-hanging fruits when it comes to cost discipline? EBITDA margin looks really healthy.

How should we look at it for '26 year?

I

think if you look at the Tenaga Nasional operations, many of our procurement and supply chain chief is here as well. I think many of our operations are related to the market prices.

We will continue because TNB is actually an infrastructure company, we actually develop and construct infrastructure. Many of our costs are actually related to this infrastructure.

What we are seeing from the perspective of the market, there is a good stability with respect to the cost of equipment, for example, PPE, across the world. This actually help us with respect to how do we budget for it.

At the same time, this stability provide us with the so-called incentive in the procurement and supply chain, and recently, internally, we has introduced what we call the value-based procurement, in the sense that we try to instill a value with respect to our procurement and supply chain. I think from that perspective, I think we are, for 2025, we are managing that quite well.

That's why you can see that the costs are very much contained against our budget. We believe we can continue to optimize this over the years.

One of the key elements that enable this value-based procurement is actually data analytics, which now being aggressively embarked in the procurement and supply chain. We are quite positive with respect to using data on the prediction, as well as getting the best price that we can.

Hi. Mahadhir from Nomura.

For the contingent capex, does battery consider as contingent? Because that's managing the loads for electricity distribution.

Is it considered as contingent capex, or is that part of generation capex, which is non-regulated?

At the moment, the battery project that we are doing at Santong is under the base capex. It's

under the base capex,

Santong. Because that's why the different between base and contingent is quite simple.

If we can determine the project to be a sure project before the start of the RP4, it become base capex. Anything that require further analysis or demand, then it become contingent.

All right.

Then

also on top of that, currently you have your Lahad Datu and your Santong, and I understand those places are in far-flung, remote areas to manage the electricity load there. Are there any more utility-scale battery projects that you're looking to do as well, aside from those two?

Aside from the two that has been done, basically.

I think recently, if you aware or search the market, there is a tender by the Energy Commission for four sites.

Can you disclose all the four sites?

At the moment, that is the four sites that has been identified. Of course, we believe that will be coming in a series of tender by the Energy Commission.

Where are the location at for this four sites, if I may ask?

The location has been determined, but I cannot remember exactly offhand. Why, then you may ask why four?

Because based on our grid stability and reliability, we can manage the so-called integration of RE even without battery up to certain point. That threshold is, I think, is about 6,500 megawatt of RE integration, then the system will doesn't require the battery backup.

Before that, yeah, we require a specific number of a battery backup until 13,000. In terms of the grid planning, that is where it is going.

What my message is that, battery will be introduced progressively based on the so-called integration of the RE project that we are going to have.

That's more on the solar SS 6, right? Okay.

The other thing that I wanted to ask is on your projects in Australia, the solar panels. With the recent VAT issue in China, the rebate removal, is that going to impact your economics for the Australia venture?

I think definitely, when there is changes with respect to the policy, such as VAT, it will change the dynamic. The good thing is about the Australian market, it is a supply and demand perspective.

If any changes to the supply side, it will actually commensurate at the demand side. For Tenaga, we are managing this with respect to the margin that we are going to get.

That's where the capital allocation and the hurdle rate become very important for us to venture into the project. We believe, as in the past, the supply and demand dynamics in a competitive market is always guaranteed, in the sense that the players can and will sustain their margin.

Two more questions. On the Paka, what's the split of ownership between the other party and yourself, because that hasn't been disclosed.

I was just wondering.

I think definitely we are on the

Majority side.

very well in the majority side.

Okay. That gives an idea.

Right.

Yeah. Because I think in the proper time, it will be because we have not reached the financial close,

I

probably would not want to set it, but we are in the good majority.

Okay.

CFO said, "Good and significant majority." Then

on data center, there was this article a few days ago. Anwar, Prime Minister Anwar, says that he wants to stop on new data centers.

Is that the case at the moment? There's a strict freeze on new data center application?

If we look at the statement and in greater details, my understanding is that the focus will be the data centers with the AI capability rather than the normal data centers. Because we know there are basically three type of data center: one is for the commercial application, that is for the trading that we normally buy from Shopee.

There's nothing intelligent about it, it's just a transaction to make it good. That is a normal data center.

The second one is the slightly complex application of the data center, which require a good latency, as well as size. For example, TikTok, this is the second category.

People use it, some for commercial, but it require a good latency, and meaning that the speed has to be, otherwise you're not going to see the video in a very good form. The third one is actually the high-end data center that really process data and actually look at, for example, the solution for the future.

For example, how do you predict the next 1 week of cloud in Malaysia? That is the AI data centers that require the GPU rather than CPU.

I think a simpler analogy probably the GPU-based data center are still encouraged, but the CPU data center is very much discouraged. That's how we understand it.

This is our conversation, and we are supporting this so-called direction from the government through MIDA. Now all the data center, in fact in the past 1 year, we have been communicating with MIDA to ensure that the country get the best of the data centers of the world.

All right, that's all from my side. Thank you.

Thank you, Dato' and Encik Badrul, for the presentation. Hazmy here from CLSA.

I have a couple of questions, but I'll start first on how have you seen the impact of EFA mechanism for overall FY 2025 under RP4?

It has been very good, in fact. That's why if you look at our receivables now, long gone are the days where you see significant amount in terms of the ICPT.

If you look at the numbers now, it's only have a substantial amount of around RM1.3 billion, but that's not because of AFA. That is because of the adjustment for transitioning from January to July, because RP4 tariff was announced in July, but January was using still the old tariff.

AFA has been superb for us. It helps our overall cash flow, and this is the part where we're saying, obviously, AFA is based on forecasted price.

Unlike ICPT, which was lagging 6 months, what happens is that we forecast the price for next month, and we build it accordingly already. By the time you finish collecting the bill, all fuel costs are already recovered.

Because of the favorable prices at the moment, you have seen that it is in rebate position. It's been good for both consumers, and it's been good for us.

For us, this is the part where AFA helped our overall cash flow, then we can plan our cash flow better, then we can deploy the capital better as well.

Just on the tax questions earlier, just for my understanding and better clarity, you mentioned this year is about 22%, and going forward, should we expect roughly around that or higher or lower? What kind of direction?

There are two sides of the equations. One is the incentive allowance that we will be utilizing, so that's one I think is what we like it to be, and the plan is to be consistent, coming from the bucket that the allowance that is provided to us.

The second part of the tax is actually how well the business is going to be moving forward. There are two perspectives.

The absolute amount may change because of the second part, because we would like to pay higher taxes provided that we are making better businesses. I think that's the intent.

In terms of the percent, yeah, I think we would like it to be in a very control manner as what you mentioned. Anything you want to add?

I think they're looking at a number, obviously. I think if you are forecasting long term, I think it will be prudent to keep it at around 24% for the longer term, which is what the effective tax rates.

Yes, we have this investment allowance incentive, but there is conditions to it. Obviously, for a company of TNB size, there are other factors, such as interest restriction, fair value changes, and accounting adjustment that would not qualify for tax deduction.

Yes, this year slightly better, but I think long term, I think push it to 24%, and that should be what we endeavor to deliver over the next many years.

Thank you. On contingent capex, two side of it.

You mentioned I think about 80% utilization of that RM16 billion. Will that be spread evenly across this coming 2 years, or will it be back-ended?

Also, you mentioned in terms of the difference between contingent and the base capex is the approval process. Can you just elaborate a bit how different it is?

If we can pull up the slides on the contingent capex just now, because as far as the capex quantum are concerned, that's why we have RM13 billion and RM15 billion. You look at 2025, obviously, I split it between base and contingent.

For '26, '27, if you think about it, the RM10 billion of the base capex out of RM26 billion is already spent in '25, the balance is only RM16 billion. Just now, Dato' Megat also guided that for 2026, contingent capex is around RM3 billion.

I think what we're saying is, yes, the majority of 2027 would be from contingent capex. If you look at it, we are not really looking it internally that you have to top up all the other.

It's really planning the capex of delivering the RM40 billion or RM43 billion maximum. Where it come from, yes, you are right, it's a matter of process.

If you remember before this, we talked about the base capex being reflected in the base tariff already, and then the contingent capex, at the point of RP4, it wasn't certain yet, so that's why it goes into contingent capex. The moment it goes into the regulated asset base, it becomes the overall return, and it's not differentiated where the revenue comes from.

It's the same thing. To us, we are not so concerned about whether it's base or contingent anymore, and you shouldn't be also, because the moment it goes into capex, let's say RM13 billion next year, whatever the composition, you will get the 7.3%, and you will get the return from that.

That's the way we look at it. Yes, there is upside there, but that is if we can deliver more than 80% of the contingent.

That's the way we should look at it. That's why we keep saying that the recognition now is the same as base.

As far as the numbers are concerned, of course, the operation side, they need to think about how to get the approval, because the base capex is approved, contingent capex is pre-approved, but you need approval before you spend it. This is the trigger.

This is still consistent what we told you when we got the approval the last time. It hasn't changed.

It takes a bit longer for contingent capex, and now that we know how the mechanism works, obviously, we will pre-plan ahead so that by the time we get to spend it, it's already approved. Yeah.

Just last question, I think I saw there's an elevated IT spending on computer software during the quarter. Is that a one-off thing, or would that be repeated?

This is something that we are trying to manage, and to a certain extent, we have a discussion with the IT providers. It is very much to the so-called software licensing that we have been having with the current service provider that we have.

What we have done at least for one service provider is actually because in the past, the formula is always very rigid. It is the number of employees of Tenaga Nasional, regardless whether you are the user or non-user for that specific software, but it's taken to that dimension.

The published number of employees is the base versus the fee. We are having a communication with the service provider, how best we actually handle this moving forward so that it will reflect actually the actual utilization and the fee that we are going to cost us, and we have gotten some positive response towards that.

We believe this is something that, yeah, it is a concern, but I think we want to address it. I believe we see always there.

I believe we are going to manage it in 2026.

That's all. Thanks.

Okay. Now, we'll move on to take a question from Webex.

We have Foong from CIMB on the line. You have been unmuted.

You can ask your question now.

Good afternoon, everyone. Thank you so much for the call and the presentation.

Just two questions from me. Firstly, just wanted to go back to the earlier question on the non-fuel cost, particularly related to the software licensing.

I wanted to understand whether these are incurred on the regulated side of the business, and therefore, are these costs, when we see them going up, are they recoverable through the IBR framework or not? That's the first question.

My second question is, I noted that there is a recovery of insurance claim at GenCo subsidiaries in the fourth quarter. Is this related to Manjung 4 or something else?

How much was the amount, and would there be further recovery in 2026? Those are my two questions.

Thank you.

In question one is still on non-fuel cost, example, software licensing. These are incurred under the regulated cost, and it is not only software licensing, the IT also include the cybersecurity measures that we are taking.

Those are basically recoverable through our IBR scheme. Recovery of insurance claim in GenCo, is it related to M4?

How much? Second question, will there be more recovery in 2026?

Partly, I think the recovery is actually coming from GenCo, and with respect to the GenCo recovery, we will continue in 2026, how best we get those recovery. We are talking also to the OEM together with the insurance, respectively.

Probably that is the answer. We already started in 2024 for M4 recovery, 2025, it will continue in 2026.

Most accounting refer that to as one-off item.

Okay. Due to time constraint, we'll now take the last question from a participant on Webex.

The participant is Rachel Tan from UBS. You have been unmuted.

You can ask your question now. Hello, Rachel.

Can you hear us?

Hi. Can you hear me?

Oh,

yes. We can hear you.

Hi. Great.

Thank you so much for taking my question. I had four, but I guess now I have to choose one.

I guess I can ask the more broader question. For the contingent and base capex, I think there's a lot of interest among investors about what the nature of the capex is.

Will you, in time, be able to share with us the nature of the projects being done? I think people will really be interested in the color that you can provide.

Thank you very much. As mentioned, the definition of base capex and contingent capex is the grouping with respect to the so-called project, but it relate to the same nature, meaning that is the infrastructure that Tenaga will be building upon, meaning that is the transmission line, the substation, the distribution network, the small substations, PE, SS, as we call it, as well as up to the customer interaction, for example, smart meter.

It is this nature of capex that Tenaga spend, and the intent or the objective of those capex are basically three: first, it's actually demand growth, meaning that we are going to build new substations, we are going to build smaller substation at the grid, at the distribution level for new growth, with all the equipment in place; second is replacement of our existing asset, meaning that the asset that has been there for, based on the lifespan, 25 years, that require replacement. This is the second objective of the capex.

The nature still the same: if the substation is more than 30 years, we will do a rehab, meaning that we will do the replacement of all the equipment, including the lines. The second objective is actually replacement, that we call it as security of supply, meaning that that will ensure the objective of security of supply.

These are the two. The third one is specific to the so-called energy transition perspective.

For example, there is a requirement for us to do the integration of RE from solar rooftop as well as a solar farm, or even from hydro, as well as the gas power plant. That is part of the energy transition capex.

We also include smart meters, for example, as part of the energy transition capex. The definition and the objective can varies, but the nature of the capex are the same.

It's about the infrastructure of electricity that we are going to build or replace or the new technology that we are going to introduce for the grid, as well as the distribution network, and also for the customer benefit. I think the details, I think the team probably can share, because it's not something that is a secret so that we can have those understanding.

All right. Thank you.

Okay. Thank you, Rachel.

I hope you have given us the most difficult questions, and I believe the other three questions, you can still pose it, and the team will address it accordingly.

Thank you so much.

Ladies and gentlemen, that is all the time we have for Q&A today. I would like to thank you all for your questions.

Now, I'll pass to Dato' Ir. Megat Jalaluddin Megat Hassan, President and CEO of TNB, for his closing remarks.

Thank you once again, Edwin. This is the closing remarks.

Ladies and gentlemen, thank you for your questions and the listening. As always, please reach out to our investor relations group for any questions and further clarification that we are not able to cover today.

To summarize today's session, recap: financial year 2025 performance reflect the strength and resilient of TNB business model. Our regulated segment continue to provide earning stability with cash flow visibility, supported by disciplined RP4 executions and improving operational performance.

We delivered across all our pillars, securing new generation capacity under category 2, strengthening grid resilience, advancing RE integration, as well as expanding driven customer solution. At the same time, we progress regional interconnection initiative, enhance our ESG performance, reinforcing our long-term competitiveness and also funding access.

In conclusion, we remain committed to delivering sustainable return to our shareholders. Our dividend policy thus far remain intact, and we expect to sustain on current trend of dividend payment, of course subject to performance and financial condition, in which the management will try our best to deliver the excellence performance.

With your continued trust and support, we remain confident in our ability to build a stronger, greener, more resilient energy future for the nation. Rewarding our shareholders remain a top priority, and we truly value your continued confidence in us.

Once again, thank you very much, ladies and gentlemen, and have a pleasant day ahead. Wabillahi taufiq wal hidayah, wassalamualaikum warahmatullahi wabarakatuh, and we see each other in the future in a different platform.

Thank you very much.

Thank you, Dato' Megat. Ladies and gentlemen, we have now come to the end of our session.

On behalf of Tenaga Nasional Berhad, we thank you for your participation in today's briefing, be it present physically or virtually. For any questions that remain unanswered, rest assured that we will promptly address them following this event.

If you require further clarification and inquiries, please feel free to contact our investors relations officer and email us at [email protected]. As you leave the hall, we warmly invite all analysts who have yet received their door gifts and packed food to kindly collect them before departing.

To those observing the holy month of Ramadan, wishing you a blessed and peaceful Ramadan. Thank you, and have a wonderful day.