JPS - Transitioning to a Modern Energy Company

TRANSITIONING TO A MODERN ENERGY COMPANY

THE FUTURE IS SELF GENERATION DIGITAL TOOLS FOR CUSTOMERS AND OPERATIONS ELECTRIC VEHICLES AND OPERATIONS SOLAR AND WIND ENERGY GENERATION

HOW WE ARE CHANGING? ORGANISATION

PEOPLE

CUSTOMER EXPERIENCE

MARKETING

We are leaving behind outdated legacy processes systems and mind-sets to creating a business with:

From rigid project management processes and employee specialisation to placing more focus on:

Currently, we aim to provide “safe and reliable services�. We will work to enhance customer service by creating a personal relationship with customers through data analytics and providing more digital support such as extensive use of the JPS Mobile App.

Customer interaction is limited to turning on lights, opening bills or

EFFICIENCY

GROWTH

Our current ways of operation:

At present, we are heavily focused on Asset Management.

More agility Performance based compensation

Diversity in workforce Behavior and skill-set

Collaborative, safe and environmentally friendly ways of work

Speed of execution

DIGITAL TRANSFORMATION We are proud of the launch of our smart meter.

PROGRESSIVE REGULATORY COMPACT

We aim to have a Full Digitalisation of

We are now pursuing favourable rate-base determinations.

internal processes and customer

value-chain as well as 100% smart meter

penetration and widespread use of digital sensors and control to form backbone of smart grid.

Creating learning and teams that work transversely and across functions

We look forward to the ability to set flexible tariffs with minimal regulatory constraints and fair, equitable and predictable regulatory construct.

Automation of some processes Mostly manual processes Several paper-based processes The future will have increased productivity with: Fully Automated Crew Management Fully automated Meter to Cash process

complaints.

We are designing a more proactive approach to Marketing and Public Relations with a strong commercial mindset.

In the years to come, our business will have diversified revenue sources DER , EVs, storage, sales and consultancy services integrators and managers of customer and utility owned DER.

OUR FIVE STRATEGIC PILLARS

GIVE CUSTOMERS MORE CHOICE AND CONTROL

PROTECT OUR CORE BUSINESS AND IMPROVE FAST

LEVERAGE OUR CORE COMPETENCIES TO DEVELOP NEW PROFITABLE BUSINESSES

FOSTER A PASSIONATE, AGILE TEAM AND CULTURE

Transforming to a Modern, Agile and Profitable Energy Business

ACCELERATE DIGITAL TRANSFORMATION

HOW WE MEASURE SUCCESS? 2 1 AGILE BUSINESS

4

PASSIONATE WORKFORCE

3 POSITIVE FEEDBACK AND TRUST FROM CUSTOMERS

PROFIT GENERATION AND SATISFACTION FROM STAKEHOLDERS

ASPIRATIONAL VALUES INNOVATION We try new ways and “fail fast”, using every opportunity to learn and succeed

PASSION We work with conviction and vigor

I P

M

MINDSET CHANGE

We never settle — we challenge in order to better meet the needs of our customers and achieve our goals

COLLABORATION

We are committed to working together on shared goals and visions

C

A T

AGILITY We anticipate and nimbly respond to changes and cease every opportunity

TRANSPARENCY

We are committed to providing complete visibility into the operations of our business

How I plan to make an IMPACT‌ to Leverage Our Core Competencies so we can Develop New & ProďŹ table Businesses

I will encourage more innovation and out-of-the box thinking among my team members, so they can hone their skills and expertise; build on their solid achievements; and develop new and relevant solutions for customers.

How I plan to make an IMPACT‌ to Protect Our Core Business and Improve Fast!

I will make an indelible and long lasting mark on each customer that I come in contact with. I will work to change the customer mindsets that are harmful to our business by being transparent and dependable.

How I plan to give Customers more Choice and Control

I will work more closely with our customers - building partnerships, listening more to understand what they want, and serving with integrity, accountability and transparency.

How I plan to make an IMPACT‌ to Foster a Passionate, Agile Team and Culture

I will intentionally increase my sense of urgency and affect others accordingly. I remain teachable and go after data to make informed decisions.

How I plan to make an IMPACT‌ to Accelerate Digital Transformation

I will lead the coordination and optimisation of customer-centric digital transformation initiatives and prioritising cross-functional collaboration.