SLNG Sustainability Report 2022 by singaporelng

Our Vision

Our Values

FORWARD-LOOKING COLLABORATIVE

COURAGEOUS

ENGAGING

ENTERPRISING

ENERGISING

Teamwork and partnerships for win-win outcomes.

Resolve and conviction about our strategy for the future; commited to doing the right thing now.

Connecting and reaching out to share ideas and solutions.

Willingness to try new things and to go the extra mile to get things done.

Bringing openness, ideas and passion to relationships, so that others are motivated to do more.

Seeing what’s possible – focusing on opportunities and solutions rather than obstacles.

Singapore LNG Corporation

TABLE OF CONTENTS

INTRODUCTION

ENVIRONMENTAL

About the Company

Board Statement

Climate Change and Resource Efficiency

About This Report

- Energy

- Greenhouse Gas Emissions

SUSTAINABILITY AT SLNG

- Climate Risk

Sustainability Approach

Procurement Practices

Sustainability Governance

Stakeholder Engagement

SOCIAL

Materiality Assessment

Employee Experience and Stakeholder Engagement

ECONOMIC

- Employment and Employee Wellbeing

Facilitate Energy Security

- Diversity and Equal Opportunity

Facilitate and Support New Energy Transition

- Training and Education

Value Creation and Sustainable Growth

- Union Relations

Occupational Health and Safety

Customer Experience

Technology

- Asset Integrity and Critical Incident Management

- Digitalisation

Community Engagement

- Cybersecurity

Performance Data

GRI Content Index

Sustainability Report FY2022

INTRODUCTION ABOUT THE COMPANY Singapore LNG Corporation Pte Ltd (“SLNG”) is the owner and operator of Singapore’s and Asia’s first open-access, multi-user liquefied natural gas ("LNG") terminal. Located on Jurong Island, the LNG terminal features two jetties for LNG vessels ranging from 2,000m³ to 265,000m³, four storage tanks with a total capacity of 800,000m³, and an annualised average gas supply capacity of 9 million tonnes per annum ("Mtpa"), with a peak capacity of up to 11 Mtpa. Presently, the Terminal supplies about 50% of Singapore’s total natural gas demand for power generation. SLNG’s vision is to Catalyse New Possibilities in the Energy Transition, which guides our efforts in helping to enhance Singapore's energy security; being an advocate for sustainable new energy developments and innovations; and supporting the development of the LNG eco-system.

We fully support a national-level LNG strategy for Singapore that will facilitate the growth of LNG-related businesses in Singapore and establish Singapore as an LNG hub for the region. In this regard, we offer an extensive range of services, including throughput, spot throughput, storage and reload, gassing-up/cool-down, transhipment, LNG bunkering and truck loading services. We are collaborating with like-minded partners to explore opportunities offered by low-carbon alternatives, such as ammonia and hydrogen; as well as harnessing cold energy to support decarbonisation. At SLNG, we are committed to taking action, and being innovative to create a positive impact in the market, and the LNG eco-system. We view this as complementary to our vital role in helping to secure Singapore’s energy future.

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BOARD STATEMENT

ABOUT THIS REPORT

SLNG is pleased to present our third Sustainability Report for the financial year from 1 April 2022 to 31 March 2023 (“FY2022”) covering our operations in Singapore. SLNG’s Board of Directors (“Board”) is committed to the responsible and proactive management of our most important Economic, Environmental and Social impacts, risks and opportunities. The Board reviewed the relevance of material ESG topics which may impact the business and ensured that they were still current. This includes a strategic focus on energy security, supporting the global energy transition, continuing with our carbon reduction efforts, promoting energy efficiency and delivering lasting value to all our stakeholders. These efforts are supported by regular stakeholder engagement to maintain the responsiveness of our approach, as well as close collaboration with our suppliers and customers.

This Report has been prepared with reference to the Global Reporting Initiative Sustainability Reporting Standards (“GRI Standards”). The GRI Reporting Principles have been applied in the development of our Report’s content to help increase accountability and enhance transparency and demonstrate our commitment to the United Nations’ Sustainable Development Goals (UN SDGs). This Sustainability Report 2023 presents detailed information on SLNG’s Sustainability Performance from 1 April 2022 to 31 March 2023 and defines our targets for each of our material ESG topics and our longer-term commitments. The scope of our Report covers the following locations:

The volatility in global gas markets that persisted throughout FY2022, arising from geopolitical conflict and other factors that further constrained markets, highlighted the importance of energy security. We also witnessed a transitional shift to cleaner and more reliable energy sources, with LNG considered by many to be the preferred transitional fuel. Therefore, it is increasingly clear that energy security and the energy transition are critical and will require effective management and investment as required. Previously in FY2021, SLNG had embarked on a review of the recommendations made by the Task Force on Climate-Related Financial Disclosures (TCFD), starting with the identification of physical climate-related risks. This resulted in key climate risks being considered in a structured way, allowing us to prioritise the most material risks for a scenario analysis exercise. A Climate Change Task Force (CCTF) was subsequently established to to monitor annually and act, where needed, on the key risk indicators identified in this study from FY2022 onwards. We are also focused on doing our part to reduce the carbon footprint of the LNG supply chain and plan to incorporate ESG criteria as part of our supplier evaluation process in the near future. Throughout the year, SLNG's management continued to lead in accordance with our core values, encouraging development and promoting inclusivity, both inside and outside of the workplace. In addition to our continued investment in our people, SLNG also supported our communities in areas such as education, environment, and empowering those who may be marginalised and vulnerable.

SLNG’s Office located at Alexandra Road

SLNG’s Terminal located on Jurong Island All information and data in this Report are disclosed voluntarily and in good faith. We will continue to publish our Sustainability Report annually, which will be accessible via our website. We welcome feedback from our stakeholders. Please contact us via email at Sustainability@SLNGCorp.com.

Sustainability Report FY2022

SUSTAINABILITY AT SLNG SUSTAINABILITY PERFORMANCE HIGHLIGHTS IN FY22

Energy Security • Zero incidence of gas supply disruption, equipment failure, or human errors impacting the send out or resulting in gas leakages

Value Creation and Sustainable Growth • 5 new LNG offtake deals of 0.63 MTPA secured

Customer Experience • Zero customer complaints due to the terminal's operational lapse • 84% positive Stakeholder Engagement Survey

Climate Change and Resource Efficiency • 0.9% reduction in carbon emissions from Baseline1 period • Established an Energy Management System (EnMS) per NEA's requirements • Established a digital Energy Information Management Platform (EMIS) for tracking and optimising energy performance

Procurement Practices • ESG Readiness Survey for Tier 1 suppliers conducted

Occupational Health and Safety • Zero incidence of workplace fatality and work-related ill health • Zero process safety incidents

Employees Experience • Achieved at least 30 hours of training hours for all employee categories

From Q4 2018 to Q3 2019 BAU (Business as Usual) period.

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SUSTAINABILITY APPROACH Our approach to environment and social responsibility, and commitment to our key stakeholders is mapped out in the SLNG Sustainability Framework, which sets out our Sustainability Vision supported by the core pillars of Economic, Environment and Social. Robust corporate governance ensures our business practices are conducted ethically and responsibly.

SLNG Sustainability Vision

Sustainability Pillars

Harnessing Sustainability to facilitate energy security, support the energy transition, drive business opportunities and livelihoods responsibly, and future-proof our organisation.

ECONOMIC

ENVIRONMENT

SOCIAL

Contributing to Singapore’s energy security and economic growth, while enabling a sustainable circular economy

Minimising our environmental impact and risks, mitigating and offsetting Green House Gas ("GHG") emissions

• Facilitating energy security and supporting energy transitions in Singapore • Driving value creation and sustainable growth • Providing excellent customer experience

• Managing and reducing energy and resource consumption • Reducing GHG emissions • Responding to physical climate risks • Engaging in sustainable procurement

Ensuring the safety, wellbeing and welfare of internal and external stakeholders (where relevant) and developing human capital and skills for the future

Sustainability Enablers

Commitment To secure Singapore’s energy security and facilitate Singapore’s new energy transition

Commitment To materially reduce our GHG emissions by 30% by 2030 and strive to attain carbon neutrality by 2050 (if viable)

• Prioritising occupational health and safety • Becoming the employer of choice while fostering diversity and inclusivity • Upsklling employees and growing the nation's LNG expertise • Outreach to key external stakeholders and the local communities

Commitment To positively impact the lives of SLNG’s key stakeholders. (including employees and local communities)

Governance: Upholding good corporate governance and ethical business practices

Shared Values and Our Value Chain: In partnership with our stakeholders, drive Sustainability in a collaborative manner with the LNG ecosystem Figure 1: SLNG’s Sustainability Framework

Sustainability Report FY2022

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SUSTAINABILITY GOVERNANCE The Board determines the direction of SLNG’s Sustainability strategy and oversees the incorporation of Sustainability into the company's strategies. The Sustainability Steering Committee (“SSC”) was appointed by the Board in March 2021 to support its efforts in driving Sustainability-related matters and it reports to the Board biannually. Sustainability initiatives are driven by various cross-functional work groups which make up the Sustainability Task Force to ensure that organisation-wide Sustainability initiatives are rolled out in a holistic and consistent manner. Where needed, representatives from various departments and functions may further form specific work groups to develop and implement various initiatives. Our staff play a significant role in supporting company-wide initiatives to reduce SLNG’s environmental footprint, and the ongoing monitoring, management and reporting of key Sustainability focus areas for SLNG, to ensure that we achieve our key Sustainability goals. Special Note: With the increasing importance of Sustainability in our business, we have reviewed the Sustainability management structure in FY2023 (1 September 2023). The SSC which consists of Senior Management members, led by the Chief Executive Officer (“CEO”) will be supported by a Senior Sustainability Manager who will be responsible for implementing SLNG’s Sustainability strategy, managing and monitoring overall Sustainability performance, and ensuring progress towards our Sustainability targets. ESG priorities have been integrated with SLNG’s strategy and annual business plans. Monitoring, reporting and grievance systems have also been put in place.

BOARD

The Board determines the direction of SLNG’s Sustainability agenda, oversees the incorporation of Sustainability issues as part of the company’s strategic formulation, and approves, directs, and reviews ESG topics material to the business.

SUSTAINABILITY STEERING COMMITTEE

SUSTAINABILITY TASK FORCE

ALL STAFF

The Sustainability Steering Commitee (SSC) supports the Board with its efforts in driving Sustainability-related matters. The SSC, which consists of senior management members, develops Sustainability objectives and strategies, manages and monitors overall Sustainability performance, and reports to the Board.

This Task Force will drive Sustainability programmes across the organisation. This group would include representives across functions and business groups. Separate working groups will be set up to pursue key focus areas.

All SLNG Staff are expected to do their part to execute action plans and achieve key Sustainability goals; and where applicable, assist in ongoing monitoring and management of key Sustainability focus areas.

Figure 2: SLNG’s Sustainability Governance Structure

STAKEHOLDER ENGAGEMENT We are committed to understanding and safeguarding our stakeholders’ interests, maintaining transparent, two-way communication with all stakeholders about their concerns and expectations, and making every effort to address them. SLNG has identified seven key stakeholder groups, including employees. A summary of how we interact and communicate with our stakeholders is outlined on the right.

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Key Stakeholders

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Approach to Stakeholder Engagement

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Engagement Frequency

• Reputational impact in the event • Updates via Monthly Management reports of non-delivery of services by SLNG or major safety issues • Shareholder representative on the Board of Directors

• Monthly

• In-person or email communications on a need basis.

• Ad-hoc

• Townhall sessions (either in person or virtual)

• Quarterly

Shareholders

• Security of employment • Competitive remuneration and benefits package • Fair and equal treatment • Career progression • Growth of SLNG

Employees

• Quarterly Board and EXCO meetings and whenever the need arises

• Monthly e-newsletters and postings on • Monthly topical microsites • Staff workshops

• Ad-hoc

• Focus group discussions

• Ad-hoc

• Representation on work committees

• Ad-hoc

• Employee Engagement Surveys

• Every 2-3 years

• Pulse Surveys

• Ad-hoc

• HR representative based at Terminal for Terminal-based employees

• Competitive pricing • Efficient delivery of services • Ease of doing business

Customers

• Security of gas supply to Singapore • Reliability and Safety

Regulators

• Union representation

• Quarterly and ad-hoc

• Communication via email, Intranet, and mobile app

• Weekly

• Account managers to liaise with customers

• Daily

• Customer forums and networking events

• Bi-annually

• Stakeholder engagement surveys

• Annually

• Webinars

• Ad-hoc

• Telephone connection to the Power Supply Operation Division of EMA

• On a need basis

• Meetings and emails with EMA representatives

• On a need basis

• Project kick off meetings • On a need basis • Safety • Fair competition, equal • Workplace Health and Safety Committees • Monthly treatment, and ethical practices • Toolbox meetings for onsite contractors • Daily • Timely payment • Permit to work meetings

• Daily

• Annual Vendor Evaluation at the end of contract

• On a need basis

• After Action reviews at the end of contract

• On a need basis

• Progression, upskilling and employability for Junior Professionals • Equity and Fairness

• Consultation at least twice a year (either in person or virtual)

• Bi-annually

• Email / phone calls

• On a need basis

• Continuity of support from SLNG for their causes

• Events

• Average, 2-3 times a year

• Emails / phone calls to keep them updated

• On a need basis

Supplier and Contractors

Union

Communities

Table 1. Stakeholder Engagement in SLNG

In FY2022, apart from in-persons meetings, SLNG continued to engage its stakeholders by leveraging on technology and digital platforms, such as video conferencing and virtual meetings to keep them updated.

Sustainability Report FY2022

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MATERIALITY ASSESSMENT A materiality assessment workshop was conducted in-house to review the material topics and ensure that they were up-to-date and relevant to the business. This was conducted with members from the Sustainability Steering Committee and SLNG staff. Through peer benchmarking, review of the recently published GRI Standards Oil and Gas Sector Standard (GRI 11), as well as a review of key industry and Sustainability trends and business needs, a list of potential ESG topics were selected. The ESG topics were then prioritised based on the level of importance to SLNG’s business and stakeholders. The list of prioritised ESG topics were then reviewed and endorsed by the Board. Three additional material topics – “Digitalisation,” “Cybersecurity” and “Asset Integrity and Critical Incident Management” have been included. Using the matrix below, 12 material topics identified as medium and high risk to the business and stakeholders were prioritised for inclusion in the Sustainability Report (bounded by the red box). Where the material topics were synergistic, we have grouped them together under a common material topic.

Concern to Stakeholders

Climate Change and Resource Efficiency

Facilitate and Support New Energy Transition

Facilitate Energy Security

Customer Experience

Value Creation and Sustainble Growth

Procurement Practice

Asset Intergrity and CM-Process Safety (GR11)

Occupational Health and Safety

Stakeholder Engagement and Welfare

Technology and Digitalisation

Cybersecurity

Water Comsumption

Socioeconomic Compliance

Effluent and Waste

Environmental Compliance

Employee Experience

Circularity Initiatives

Human Rights

Air Emission GRI11

Biodiversity

Anti-Corruption

Economic Impact GRI11

Low

Economic Environmental Social

SustainabilityLinked/Green Financing

Medium

High

Significance to Business Figure 3. Materiality Matrix with Identified and Prioritised ESG Topics Important to SLNG

The material topics were then mapped to the Economic, Environmental and Social pillars as shown on the next page and relevant GRI Topic Standards identified. We have also explained why each of these material topics is important for SLNG. SLNG works actively to support the United Nations Sustainable Development Goals (UN SDGs) and we believe that businesses have a key role to play in implementing the goals. We contribute to social and economic development in the societies and communities we operate in, as well as do our part on climate action and conducting responsible business activities. SLNG supports all the 17 UNSDGs and contributes in particular to the following nine goals: Good Health and Well-Being (SDG 3), Quality Education (SDG 4), Gender Equality (SDG 5), Affordable and Clean Energy (SDG 7), Decent Work and Economic Growth (SDG 8), Industry, Innovation and Infrastructure (SDG 9), Reduced Inequalities (SDG 10), Responsible Consumption and Production (SDG 12), and Climate Action (SDG 13).

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MATERIAL ESG TOPICS ECONOMIC

Facilitate Energy Security SLNG owns and operates Singapore’s only LNG Terminal. We have a responsibility to Singapore’s energy security by ensuring uninterrupted send-out of natural gas. Facilitate and Support New Energy Transition With SLNG’s infrastructure, we facilitate the adoption of LNG by the marine and other sectors and facilitate transition to other more sustainable, lower-carbon fuels. This helps to build a better, cleaner energy future for the people in Singapore and beyond. Value Creation and Sustainable Growth SLNG can help position Singapore as a regional LNG trading hub and grow the LNG eco-system. We can leverage on our Terminal infrastructure and operational expertise to promote LNG bunkering in Singapore, develop other ancillary services and grow the portfolio of LNG services and product offerings. Technology Digitalisation: Through the adoption of digital solutions, we aim to increase efficiency and productivity for our employees. Cyber Security: With an increasing number of digital threats, data breaches and cyber-attacks, it is important for us to implement the right security measures to protect our IT environment and business information. Customer Experience We want a win-win partnership with all customers, partners, and collaborators. Ensuring a positive customer experience through meeting and supporting our customers’ evolving needs, strengthens this relationship.

ENVIRONMENT

Climate Change and Resource Efficiency GRI 302: Energy Energy: It is important for SLNG to efficiently manage and reduce the use of energy (electricity) and where possible, to produce and use clean energy. GRI 305: Emissions GHG Emissions: While meeting the nation’s energy needs, we also seek to reduce our carbon footprint and potential Greenhouse Gas emissions when planning future infrastructure. GRI 201: Economic Climate Risks: With SLNG being a critical installation, it is important to understand and manage physical climate change risks to the Terminal infrastructure and operations. We recognise our company’s increasing exposure to the low-carbon economy transition and the need to plan, adapt and mitigate associated risks. Procurement Practices GRI 308: Supplier Environmental Assessment GRI 414: Supplier Social Assessment In supporting the Singapore Green Plan, it is necessary to incorporate environmental and social considerations into SLNG’s procurement, to reduce our impact.

SOCIAL

Occupational Health and Safety GRI 11: Oil and Gas Sector Asset integrity and Critical Incident Management: The need for a high level of asset integrity is of paramount importance to SLNG because of the criticality of these assets. Being able to resolve critical incidents in a timely manner is important to ensure there is little or no disruption to the supply operations. GRI 403: Occupational Health and Safety Ensuring the safety of our employees, customers, contractors, and terminal users is our priority. Employee Experience and Stakeholder Engagement GRI 401: Employment Employment and Employee Wellbeing: Employees are our greatest asset Improving employee wellbeing can translate into improved efficiencies and reduced staff turnover rate, thereby reducing the cost of business and ensuring the attraction and retention of the right talent. GRI 404: Training and Education Training and Education: SLNG needs to train and build the capability of its employees to ensure they are equipped for their current and future roles, able to fulfill their potential, and meet personal development goals. GRI 405: Diversity and Equal Opportunity Diversity and Equal Opportunity: We focus on providing equal opportunities to our employees, as encouraging diversity creates a positive work environment, strengthens our employees’ commitment to the organisation, fosters innovation, and ensuring continuity of our business. Union Relations: The Union is the bridge between the Management, employees, and our partners, and helps to strengthen employer-employee relations. Community Engagement1 SLNG aims to create social value with the communities or sectors that our employees have selected, such as marginalised children, youths, and families. Other efforts include financial assistance and support on educational fronts.

This was previously referenced as GRI 413 Local Communities but has been revised to Community Engagement to better reflect the activities which SLNG undertakes.

ECONOMIC As the owner and operator of Singapore’s first LNG terminal, SLNG plays a vital role in strengthening Singapore’s energy security. We also look beyond our mandate to explore new possibilities in the energy transition, to help create a better, more secure energy future for Singapore. We strive to establish and maintain a resilient infrastructure that will provide a consistent, stable, and reliable supply of gas for power generation, while we explore ways to create value and uncover new business opportunities.

Sustainability Report FY2022

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FACILITATE ENERGY SECURITY Countries around the world face three main challenges when it comes to energy: security, affordability and sustainable energy. For Singapore, natural gas is currently the best option for power generation, offering a suitable balance in this "energy trilemma". More than 90% of Singapore’s electricity is currently generated using natural gas and SLNG has been entrusted by the Energy Market Authority (“EMA”) to support Singapore’s energy security requirements. We are fully committed to ensuring that our facility and people are able to deliver the highest reliability and availability in the send-out of natural gas for the domestic market. In this regard, we have ensured a high level of redundancy in our Terminal’s facilities, equipment, and critical spares. Strict operating and maintenance regimes are also in place to ensure that we adhere to the EMA Performance Standards2. Any issues related to operations and gas sendout are raised and resolved expeditiously through robust systems and protocols put in place throughout the years.

We strive to continue to meet zero breaches of EMA Performance Standards. We also aim to participate in a leading capacity, in the possible development of an additional LNG storage and regasification facility in Singapore.

Incident Management System

Any near miss incident which may potentially affect gas supply and customers is captured in the J5 incident reporting system.

Operation Abnormality Report (“OAR”) Procedure

An OAR is raised in situations of any abnormal operation which may potentially affect gas supply or customers.

Management of Change Procedure

All modifications, from intiation to implementation, are assessed, reviewed, controlled, and documented to prevent undesirable or unexpected consequences resulting from the modifications.

Plans and Procedures Review Process

All production and maintenance procedures, including Terminal Gas Send-Out Operating Philosophy, are constantly reviewed to ensure compliance, effectiveness, and efficient operations.

Permit to Work System

All works are to be thoroughly reviewed, assessed, and approved for safety and gas supply related risks before execution.

There are also ongoing efforts to pursue initiatives that will continually enhance equipment and system robustness and reliability, i.e.: • • •

FUTURE TARGET

Reliability Studies Alarm Monitoring Program Life Cycle Management Planning

Since we started reporting on this material topic in FY2020, we have not had any incidences that breached the EMA Performance Standards3. We have met our FY2022 target.

EMA Performance Standards for SLNG as a LNG terminal operator, where SLNG has to adhere to requirements such as reliability of supply, restoration of supply and quality of supply.

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FACILITATE AND SUPPORT NEW ENERGY TRANSITION SLNG's LNG terminal is designed with the flexibility and scalability to expand its facilities as necessary, in response to future market demand, and is positioned to facilitate the adoption of LNG across industries, and support the transition to more sustainable fuel sources.

DEVELOPING A GREATER INFRASTRUCTURE TO SUPPORT A GROWING ECOSYSTEM FOR LNG ADOPTION AS A CLEANER, LOWER CARBON EMISSION MARINE FUEL SOURCE. THIS INCLUDES STUDYING: • Future-proofing solutions for the new infrastructure design enabling capability to handle alternative low carbon emission marine fuels.

DEVELOPING SLNG’S LOW CARBON FUELS LONG TERM STRATEGY: • Assessment and feasibility studies of cleaner, new fuels, like Ammonia and Hydrogen.

DEVELOPING GREEN ENERGY VIA LNG COLD RECOVERY INITIATIVES: • Explore cold energy recovery and apply it to various applications, such as decarbonising technology for Terminal and Jurong Island. • In December 2021, an MOU was signed with Linde Gas to explore the feasibility and development of a CO2 liquefaction and storage facility.

Recognising the increasing exposure to the low-carbon economy transition, SLNG is also exploring opportunities to register for carbon credits to offset emissions and is considering internal carbon pricing to develop a framework for investment decision making.

FUTURE PLANS

We seek to establish a firm and approved business case for green or decarbonisation projects in the future and support potential circular economy initiatives within Jurong Island.

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VALUE CREATION AND SUSTAINABLE GROWTH SLNG can help position Singapore as an LNG trading hub for the region and facilitate the growth of the LNG ecosystem. Our current service offerings include storage and reload (including small and mid-scale breakbulking), gassing up and cooldown, LNG transhipment, LNG truck loading, and LNG bunkering. In FY2022, we continued to work on the following initiatives in order to create value and grow our business: 1.

Pursuing development of additional storage capacity Allowing customers to receive Storage and Reload services at SLNG for the long-term, and cater to future energy transition requirements.

Pursuing development of additional jetty infrastructure solutions for small and mid-scale LNG and LNG bunkering businesses To meet the growing customer demand for jetty infrastructure and enable a more competitive value chain.

Establishing partnerships with GenCos To collaborate on new business offerings to increase flexibility and drive LNG offtake.

FUTURE PLANS

SLNG shall continue to secure customers’ interests in our longterm services and future-proof our infrastructure to meet energy transition demands, and provide appropriate market and/or decarbonisation solutions.

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CUSTOMER EXPERIENCE Customers are our partners and collaborators; meeting and supporting their needs is one of the keys to strengthening such relationships.

FUTURE TARGETS

To enhance the experience for our customers, we regularly initiate stakeholder engagements to understand their needs, and adopt industry best practices to improve our operations and service delivery. Through periodic internal audits on customerfocused operations and service provided, we identify areas for improvement and ensure customer requirements are fulfilled.

In FY2023, we strive for zero service unavailability at our jetty and trucking operations.

As part of our monitoring of customer experience, we have been tracking our performance in these areas:

Feedback for all vessels using the SLNG Terminal, including feedback on safety, security, reliability, and efficiency.

0 LOPs

Truck loading unavailability of services.

The Marine Team will also track LOPs3 due to operational lapse to maintain zero target per year, and develop an Internal Marine Assurance audit roadmap to strengthen the safety and efficiency of marine operations.

In FY2022, there were Zero LOPs that resulted in personnel injuries, demurrage, or assets damage due to operational lapse.

Through our complaint procedure, we have identified all feedback received from the vessels are due to minor communication issues related to transfer rates delays. Seperately, any Letters of Protest ("LOP") received from vessels were also responded to with justifications and closed. For Truck loading services, all customers' feedback on operational issues were investigated and clarified, with all findings addressed.

84% Favourable

A Stakeholder Engagement Pulse Survey was carried out in Q4 of FY22 and SLNG achieved 84% favourable responses for “Engagement Opportunities” and “Efficiency of Processes and Systems".

Valid LOPs shall have clear impact relating to Asset, People, Environment, Reputation. A valid LOP shall constitute, but not limited to; a. Incidents or occurrence resulted in injury and loss inclusive of asset damage, delays and/or reputation due to Terminal’s operations, b. A deviation in contractual requirement or expectation as a prudent operator, c. Unacceptable actions or practices that compromise safety of operations, caused harm to people, asset, environmental and/or resulting in reputational impacts. The Marine Team will verify validity of all LOPs in order to establish an investigation.

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TECHNOLOGY

Digitalisation

FUTURE PLANS

SLNG aims to be at the forefront of the LNG industry and employs digital technology to achieve four key objectives, namely reliable energy supply for Singapore, ease of doing business for our customers, business growth, and a fully empowered workforce. To this end, a digital transformation roadmap that is endorsed by the Board has been in force since 2019. Following this roadmap, new digital initiatives are being implemented every year to ensure that SLNG stays relevant, agile and competitive. Starting with digitising and automating manual operational processes, SLNG has since progressed to adopting the use of facial recognition, digital twin, predictive maintenance, remote operating vehicles, and data analytics. SLNG's migration to a new Enterprise Resource Planning software in July 2021 allowed the company to leverage on cloud capabilities to improve system reliability, scalability, and staff productivity.

SLNG will continue to pursue the initiatives per the digital roadmap to guide the organisation in our business, operation, and workforce goals.

Description of Implemented Intiatives in FY22 1

Ship Manager Feedback Form

Throughput Business Dashboard

LMBS Business Dashboard

Finance Dashboard

Drones for Inspection

Cybersecurity Dashboard

Panelman Checklist

Panelman Logbook

CCTV Video Analytics

Virtual Reality Terminal Plant Tour for Visitor Centre

We are continually assessing various technologies such as drones, robotics, mixed reality, and artificial intelligence (AI), and will adopt them accordingly if they meet our business and operational needs. Cybersecurity As the world moves towards being increasingly digitised and connected, cybercrimes have become more prevalent and harder to defend against, making cybersecurity a mounting issue for all organisations operating today. Given its heavy responsibility for energy security, SLNG takes cybersecurity very seriously. The Cybersecurity and Governance Team is set up to:

Ensure compliance Raise Raise awareness, conduct awareness, conduct to cybersecurity policies phishing phishing campaigns campaigns andand and procedures provide ongoing training provide ongoing training on cybersecurity threats on cybersecurity threats

Facilitate routine internal and external audits to provide assurance on SLNG security controls

The Team will continue to enforce good governance on cybersecurity, using appropriate tools and metrics, so as to protect information assets and ensure the safety and security of our systems.

FUTURE TARGETS

In FY2023, our target is to ensure that there are zero cyber incidents.

ENVIRONMENTAL

We are committed to reducing and responsibly managing the environmental impacts associated with our operations. This commitment is supported by our Health, Safety and Environmental Policy and Energy Policy supported by our comprehensive energy management system, which is aligned with local regulatory requirements by National Environment Agency.

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CLIMATE CHANGE AND RESOURCE EFFICIENCY

Energy GRI 302-1

FUTURE TARGETS

Electrical energy is critical to our Terminal’s operations. Hence, an Energy Team was set up to carry out energy management reviews, and implement effective initiatives to improve the Terminal’s energy efficiency. The Terminal’s total energy consumption and the specific consumption of high energy consuming equipment (e.g., in-tank pumps, booster pumps, seawater pumps, boil-off gas compressors, etc.) were monitored and measured. The effectiveness of energy efficiency opportunities that were implemented were also analysed to verify the reduction of carbon emissions that resulted from them. The chart below shows SLNG’s energy consumption4 for FY2022.

Various initiatives to enhance energy efficiency have been implemented, and will continue to be implemented as per the Terminal 5-Year Carbon Reduction Roadmap. SLNG has set a target to not exceed 0.0249 kWh/Nm3 of overall site specific energy consumption, in FY2023.

Energy Consumption (TJ) FY2022 FY2021 FY2020

Compared to FY2021 436.0 355.6

348.3

The total energy consumed (from only electricity use) has increased by 25%. This is due primarily to an increase in the SLNG Terminal operations resulting from an increased volume of natural gas send-out.

36.0

Fuel *

0.7

Electricity

2.7

Solar

* Energy from fuel consumption was not reported in previous years reports.

Total Energy Consumed from Renewable and Non-Renewable Sources

2.7 TJ

>90%

Electricity

Fuel

In FY2022, the total energy consumed from renewable and non-renewable sources was 472 TJ. The energy consumed from electricity contributed to more than 90% of our total energy consumed, while the energy from fuel consumption was approximately 8% of our total energy consumption. Our proportion of energy generated and sold from renewable sources (solar energy) was 2.7 TJ.

Energy consumption is calculated using a conversion factor of 1kWh to 3.6×10-6 Terajoule [TJ]

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CLIMATE CHANGE AND RESOURCE EFFICIENCY

Greenhouse Gas Emissions GRI 305-1, 305-2 Annually5, our energy usage and GHG emissions are reported to the National Environment Agency (NEA). In FY2022, Scope 1 emissions6 increased by 91% due to a greater volume of fuel usage from Gas Engine Generators (GEGs). Scope 2 emissions7 also increased by 25%, correlating with the increase in electricity consumption at the SLNG Terminal and office. To approximate our GHG intensity, we have used our total Scope 1 and 2 GHG emissions and divided by total throughput8 for the year. Our overall GHG emissions intensity in FY2022 was 0.016 kgCO2e/Nm3 which is approximately 12% more than our GHG intensity in FY2021 of 0.014 kgCO2e/Nm3.

Scope 1 and 2 GHG Emissions (tCO2e) 49,131.40

FY2022 FY2021 FY2020

40,356.29

39,470.00

22,448.15

10,324.97

11,738.58

Scope 1

Scope 2

Scope 1 and 2 GHG Emissions from SLNG’s Terminal and Office

EnMS

One of our key projects in FY2022 was the setting up of the Energy Management System or EnMS to meet the National Environment Agency’s requirements. With the help of a digital Energy Management Information System (EMIS) established in FY2021, energy use and flow were monitored, identifying shortfalls in energy efficiencies effectively. The data collected will also be used to facilitate reporting, thereby saving man-hours and improving efficiency.

Under the Carbon Pricing Act and the Energy Conservation Act, SLNG is required to submit energy usage and greenhouse gas emissions information to NEA annually using the reckonable and non-reckonable emissions spreadsheet.

Intergovernmental Panel on Climate Change (IPCC) factors were used in the calculation of Scope 1 emissions. Scope 1 includes emission of CO2, CH4, N2O, HFCs, SF6. Scope 1 emissions include emissions from fuel consumption, and industrial processes and product use (including flares, fugitive emissions, refrigeration, and air-conditioning, use of lubricants and paraffin waxes).

Grid emission factor (0.4057 kg CO2/kWh) published by the Energy Market Authority for FY2022 was used in the calculation of Scope 2 emissions, this include emissions from electricity consumption. Refer to link for emission factor: https://www.ema.gov.sg/resources/singapore-energy-statistics/chapter2.

Methodology of GHG intensity is still being refined, currently assuming a simplification that Throughput Services includes the jetty services and the gas send-out to end users.

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Examples of energy efficiency projects which were implemented to aid in the reduction of our GHG emissions include the following: Energy Efficiency - Carbon Reduction Initiatives

Higher Efficiency Lighting Replacement (Phase 2 and 3)

Lighting Scheduling Optimisation (Phase 2)

Replace damaged lightings within Terminal with higher efficiency lightings i.e. LEDs in order to reduce energy consumption

Optimise lighting scheduling within the Terminal (Admin Building) to reduce energy consumption

Phase 2 Complete (0.02%)

Complete (0.004%)

Phase 3 ongoing: Feb 23 to start installation and target completion by end FY22

NEW: Reduction of Flare Gas from HPBP Strainer Cleaning

NEW: BOG Precooler Replacement

Divert purged gas, N2 during Booster Pumps Strainer Cleaning back to Tanks instead of flare

Reduction in BOG generation

Complete (0.01%)

0.86%

Complete (0.83%)

In FY2022, we have achieved a 0.86% reduction in our GHG emissions compared to our 2018/19 calculated Baseline.

GHG Emissions

Our longer term target is to materially reduce our GHG emissions by 30% by 2030, as compared to projected 2030 emissions. This target will be reviewed again in FY2023/24.

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FUTURE TARGETS

Various initiatives to enhance energy efficiency have been implemented, and will continue to be implemented as per our Terminal 5-Year Carbon Reduction Roadmap. SLNG has set a stretch target for FY2023 to reduce GHG emissions by 0.6% from 2018/19 Baseline.

Sustainability Report FY2022

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CLIMATE CHANGE AND RESOURCE EFFICIENCY

Climate Risk GRI 201-2 The SLNG Terminal is a critical infrastructure for Singapore's energy security. The physical climate risks and opportunities that the assets and operations are exposed to need to be understood and managed as they can impact SLNG’s business, strategy and financial planning over the short term (0-3 years), medium term (3-10 years) and long term (10+ years). The SLNG Board, its Sustainability Steering Committee and an instituted Climate Change Task Force (CCTF) consider climate-related issues when reviewing and setting strategy, developing policies and financial planning. Methodology Key considerations when identifying and assessing these climate risks include identifying risks across SLNG’s value chain across various time frames aligned with the life of the Terminal. Financial implications are calculated as illustrative estimates, given within the context set out by each scenario. From the 31 identified physical climate risks, 8 risks were prioritised for scenario analysis.

Likelihood (% chance of occuring during Terminal’s lifetime)

Portfolio-Wide Climate Risk Assessment/Prioritisation

5 Extreme (>90%)

4 Serious

1G 3C 7B

2C 3B 4C

Prioritised Risks 20

Risk Code

Risk Description

Operational downtime due to changes in marine biology due to ocean acidification (blockages by sea water life)

Operational downtime onsite caused by utility downtime during extreme storm events

Operational downtime from utility outages caused by pluvial flooding events

Higher electricity usage due to extreme heat events

Asset damage due to extreme storm events at the Terminal (incl. maritime operations)

Pluvial flooding events causing delays in onsite construction

1A 2A

1F 4A 8B 4

4B 8A

(60%-90%)

3 Moderate

12 9A

(30%-60%) 2

2 Minor

2B 1D 4D

(5%-30%)

8 2E

Upstream risks 2

1 Negligible

5A 9B

4E 1B

3 5C

4 1E

(<5%)

1 Remote

2 Low

3 4 Moderate High

5 Extreme

(<S$1 Mil, <5 mins)

(S$1-5 Mil, 5-15 mins)

(S$5-50 Mil, 15-30 mins)

(>S$75 Mil, >60 mins)

(S$50-75 Mil, 30-60 mins)

Impact (Financial Severity, Operational Severity) High

Medium

Low

Key:

Additional risks to be considered under scenario analysis due to SLNG’s vulnerability to coastal flooding and its apparent climate risk in the long term

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Climate Scenario Analysis

FUTURE TARGETS

Reference scenarios recommended by the TCFD guidance that are most relevant to our business were selected to evaluate the potential effect of future conditions. The scenarios reflect a range of trajectories, based on different assumptions, in which the increase in global temperature vary from 2.0oC to 8.5oC by 2100 compared to pre-industrial levels. In each scenario, we assumed that we have the same activities as today.

In FY2023, SLNG will conduct its annual review and update the current Climate Change Risk Register if necessary. SLNG will also be reviewing prospective transition risks that could become material to SLNG. These include impact of carbon tax, preference for lowemissions fuel options by our partners who may have set Scope 3 emission targets.

We applied a qualitative analysis approach, alongside knowledge of our business and operating environment to enhance the scenario evaluations. The scenario analysis is part of our strategic assessment to better understand what risks are more material in the medium and long run. Outputs from the scenario analysis showed that most risks throughout the different scenarios were assessed to be immaterial till 2040. Risk 1A, 1C, 1F are seeing the most significant change throughout the different scenarios, with risk 1A becoming the most material in the long-term.

Paris-Alinged Scenario SSP1-RCP2.6 Risk Code

Risk Name

Current Commitments Scenario SSP2-RCP4.5

High Emissions Scenario SSP5-RCP8.5

2025

2040

2060

2025

2040

2060

2025

2040

2060

Operational downtime due to changes in marine biology due to ocean acidification

Operational downtime onsite caused by utility downtime during extreme storm events

Operational downtime from utility outages caused by pluvial flooding events

Operational downtime caused by coastal flooding during extreme sea storm events

Asset damage caused by coastal flooding during extreme sea storm events

Higher operational costs due to extreme heat events

Asset damage due to extreme storms

Pluvial flooding events causing delays in onsite construction

Baseline materiality risk Risk Scoring: Low Medium

High

Risk increase or decrease per scenario, relative to Current Commitments Scenario (e.g., for 9A when comparing year 2040, risk rating increases in RCP8.5 vs RCP4.5)

As new data becomes available i.e. for example revised projections of weather events or ocean acidification that may lead to operational downtime under various conditions, we will continue to use climate scenario analysis to assess the effects that climate change may have on our business and will ensure we have appropriate mitigations in place to remain competitive in the future environment in which we will operate.

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PROCUREMENT PRACTICES

Supplier Social Assessment GRI 414 SLNG aims to incorporate environmental and social considerations into procurement activities with the purpose of reducing environmental and social impact and managing ESG-related risks. In addition to energy efficiency criteria being part of SLNG’s supplier assessment criteria, the Sustainability Steering Committee endorsed a Sustainable Procurement Framework which underpins a 3-year implementation roadmap starting FY2022. In FY22, as part of a pilot program, we have completed an assessment of the "ESGreadiness" level of Tier 19 suppliers, to determine their ESG maturity. Questions in the supplier survey included policies and performance related to GHG monitoring, GHG reduction and waste reductions.

FUTURE TARGETS

In FY2023, the Procurement Team will implement an ESG screening platform for Tier 1 suppliers and formulate a plan to follow up on critical ESG issues identified. In the following FY, SLNG will enhance vendor bid/tender evaluation criteria to include more thorough ESG criteria in addition to the existing Health, Safety, Security and Environmental (HSSE) compliance questions.

Tier 1 Suppliers are defined as OEM (Original Equipment Manufacturers), critical vendors (i.e. raw material scarcity or specialized services) and in-house contractors.

Singapore LNG Corporation

SOCIAL People are SLNG’s key asset. We believe that diversity of backgrounds, outlook and experiences in our people is key to helping us achieve our vision of catalysing new possibilities in the energy transition. As a pioneer of Singapore’s LNG industry, we are looking to inspire and grow the next generation of LNG talents – people that will take us into and through tomorrow’s energy transitions.

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EMPLOYEE EXPERIENCE AND STAKEHOLDER ENGAGEMENT

Employment and Employee Wellbeing GRI 401-1 We have always been focused on providing equal opportunities to our diverse pool of employees. This has helped strengthen their commitment to the organisation, and helped us attract and retain the right talent. Pledge of Fair Employment Practises SLNG is signatory to the Employer’s Pledge of Fair Employment Practices. We recruit and select employees based on merit (such as skills, experience, ability to perform the job), regardless of age, race, gender, religion, marital status and family responsibilities, or disability. All employees are treated fairly and with respect. To help all our employees achieve their full potential, they are provided with fair opportunities for training and development based on their strengths and needs. Employee Value Proposition SLNG’s recruitment efforts seek to attract diverse and highly skilled individuals by offering competitive compensation and benefits. To attract and retain the best talents, SLNG offers a comprehensive Employee Value Proposition that provides more than just a competitive remuneration package. We are committed to continually ensure a compelling brand statement that resonates with the aspirations and needs of employees in different demographics and phases of their career, by providing them with the room to grow while nurturing them in a supportive environment. This remains the key to retaining the right talents. We will continue to conduct our employee engagement surveys and the state of engagement of employees, with the aim to sharpen the Employee Value Proposition.

161 Employees

21.1%

Hiring rate in FY2022

• As at 31 March 2023, SLNG’s total staff strength was 161 employees. • Our overall hiring rate in FY2022 was 21.1% compared to FY2021’s rate of 19.4%. • The ratio of males and females that were hired was 5:3. • Approximately 9% of our new hires in FY2022 were aged 30 years and below and no turnovers were seen for employees in this age group. • Employees aged between 30-50 years presented the highest turnover rate of 25.4%.

SLNG has implemented a talent development programme to identify high-potential employees, groom them for leadership positions and track their development. We will continue to identify and groom suitable employees to move up at least once in their career and/or job rotation.

FUTURE TARGETS

We aim to achieve a reduction in voluntary attrition rate of the right talents in SLNG to less than 10% annually by 2024. We also aim to achieve a score on the Sustainable Employee Engagement Index of 3% points above the Singapore National Norm and Singapore HQ Organization Norm for FY2023.

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Hiring Rate by Age Group

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Hiring Rate by Gender

Male Female

FY2022

30.0% 22.1%

19.4%

21.4%

24.5%

18.2%

13.8%

FY2021 10.7%

18.0%

FY2022

Turnover Rate by Age Group

22.2%

FY2021

<30 years old 30-50 years old >50 years old

Turnover Rate by Gender

Male Female

26.4% 22.2%

FY2022

25.4% 24.1%

FY2022

FY2021

FY2021 18.2% 11.7%

12.7% 17.9%

18.5%

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Diversity and Equal Opportunity GRI 405-1

FUTURE PLANS

We treat our employees fairly, equally and without prejudice, irrespective of gender, race, age, disability, sexual orientation or any other attributes. We believe that a diverse range of backgrounds, experiences and ideas helps support an empowered and innovation driven culture, making us stronger and more effective as a company.

25%

Since we started reporting on our workforce diversity in FY2020, the number of women in senior management has increased from 38% in FY2020 to 43% in FY2022. 25% of our Board of Directors currently are females.

We shall continue to support diversity across our workforce to foster an equitable environment where all stakeholders and their differences are respected, welcomed and valued. Board Diversity

Diversity Within Organisation's Governance Body by Age Group

FY2022

FY2021

FY2020

30-50 years old

>50 years old

12.5%

87.5%

14.3%

85.7%

13%

88.0%

Diversity Within Organisation's Governance Body by Gender Male FY2022

FY2021

FY2020

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75.0%

71.4%

75.0%

Female 25.0%

28.6%

25.0%

We will continue to recruit and develop the right talents regardless of gender for SLNG, and create a career path to reach senior management and/or leadership roles.

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Workforce Diversity

Diversity Within Organisation's Employees by Age Group

<30 years old

30-50 years old

>50 years old

FY2022 Senior Management

71.4%

28.6%

Middle Management

Executive

72.2%

10%

27.8%

79%

11%

FY2021 Senior Management

62.5%

Middle Management

Executive

37.5%

69.8%

8.7%

30.2%

81.7%

9.6%

FY2020 Senior Management

63%*

38%*

Middle Management

62%

38%

Executive

* These percentages have been rounded up by one decimal place from 62.5% and 37.5%, respectively.

81%

11%

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Diversity Within Organisation's Employees by Gender Male

Senior Management

FY2022

57.1%

42.9%

69.0%

Executive

62.5%

Senior Management

FY2021

Middle Management

Executive

Executive is known as Junior Professionals in the previous Sustainability Report.

39.6%

71.2%

63.0%

Senior Management

31.0%

37.5%

60.4%

Middle Management

Executive

FY2020

37.3%

64.8%

Middle Management

Female

28.8%

38.0%

46.0%

54.0%

70%

30%

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Training and Education GRI 404-1, 404-3

FUTURE PLAN

We have adopted a structured, competency-based training approach to equip our employees with the relevant knowledge and skills for their current and future roles. Guided by our Learning and Development Procedure to ensure a structured learning management system, our Learning and Development team facilitates the learning and knowledge transfer process. We have been using the SAP Success Factor Career Development Plan and Learning Management System to capture the learning and development activities since FY2021, and are looking into enhancing the system functionality to improve user-friendliness and provide better monitoring. As part of the roadmap in building our workforce capability, we are on track to implement, or have implemented, various initiatives such as: 1

Tracking the completion of Individual Development Plans (IDPs) for employees.

Implementing an on-going Enabling Programme for Managers for our People Managers to acquire the relevant behavioural and leadership competencies.

Tracking and evaluating the pipeline for leadership positions through the Bi-Annual SLNG Talent Review session with our Senior Management Team.

Targeting to conduct an annual review of SLNG’s talent and skills inventory against future capabilities to develop a learning plan that addresses current gaps in employees’ skill sets.

Continually identifying learning needs at Company, Business Group and Individual levels to ensure our employees keep up with the changes in business and market developments.

Supporting employees in their career development through financial assistance/sponsorship to pursue part-time academic programmes or professional certifications.

Providing new hires with a better understanding of our business, process and culture through SLNG101.

On-going competency-based training and assessment for Technicians and Supervisors in Operations to ensure they are competent and qualified in their roles.

Engaging the Senior Management Team through workshops (i) to identify LEAN improvement opportunities that support our Business Strategy and, (ii) define and implement LEAN projects with LEAN Leads.

100% of employees clocked at least 30 hours of training 10

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We are planning to review the Business Groups Functional Competency Maps to capture the competencies and proficiency levels for each role so that this document, together with the Career Maps, can be used during the IDP discussion.

Employees’ learning and development is one of our top priorities. In FY2022, 100% of employees clocked at least 30 hours of training. All employees have also received regular performance and career development reviews with their Reporting Managers. In FY2022, 97% of our employees10 had completed their Individual Development Plan (IDP) reviews with their Reporting Managers.

Employees who are eligible for IDP are those who have been employed at SLNG for at least one year.

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Average Training Hours by Gender

FY2022

FY2021

FY2020

Male Female

49 71

In FY2023, our Business Groups and Individuals will play a bigger role to ensure that they clock at least 30 hours of training as well as review, update and complete at least 1 development goal set in their IDPs.

61 69 117 93 FY2022

Percentage of Employees who Completed IDP Based on Gender and Employee Category Gender

Employee Category

Male

97%

Middle Management

95%

Female

95%

Executive Level

97%

Total

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97%

Union Relations

FUTURE TARGET

We regard the Union as our vital partner, serving as a bridge between Management and employees. By establishing strong union relations, we also further strengthen employer-employee relations.

Timely renewal of Collective Agreement.

The strides that SLNG has made in engaging with its employees and helping them grow and develop, is partly attributable to its close collaborative relationship with the Union of Power and Gas Employees (UPAGE). UPAGE brings to the table useful perspectives in industrial relations, shares best practices in enhancing the well-being of its members, and most importantly sentiments from SLNG’s employees on which the union may have a stronger pulse.

Continue to upkeep strong bipartism relationship via zero escalation of employee-related matters for external arbitration.

SLNG has in place a Collective Agreement since April 2021. Through the Company Training Committee set up in partnership with UPAGE in FY2020, we continue to identify the skills and trainings that employees need to support SLNG’s strategic vision and direction and to keep up with industry transformation. Approximately 50% of our workers are currently covered by collective bargaining agreement.

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OCCUPATIONAL HEALTH AND SAFETY

GRI 403-1, 403-2, 403-3, 403-4, 403-5, 403-6, 403-7, 403-9, 403-10 We are committed to ensuring the health and safety of our employees, customers, contractors, and Terminal users by implementing world-class health and safety standards and practices, wherever possible. SLNG is certified to the ISO 45001 standards for Occupational Health and Safety Management System standards and the SS651:2019 Safety and Health Management System for the Chemical industry. We have various occupational health and safety policies, safe work practices and procedures in place to protect against possible occupational risks and prevent accidents from happening in the workplace. Annual Health Assessments are provided for our staff involved in critical functions such as emergency response to ensure that they are fit for work while other staff are entitled to annual health screenings. Yearly Outpatient Medical Allowance provided to all staff to encourage them to stay fit and healthy, any unutilised amount from this outpatient medical allowance is credited to the staff’s Medisave account at the end of each year.

Workplace Safety and Health Committee Meetings held along with safety inspections with representation from different employee groups and in-house contractors. Information on new policies, safe work procedures and observations on safety inspections and related follow up actions are shared, and minutes of meetings are distributed to all staff and in-house contractors. “Safest Contractor Program” was organised to commend contractors with outstanding safety performance during monthly WSH Meeting as part of the efforts to promote worker health for subcontractor workers.

Hazard and Operability Study (HAZOP) is a process and activity-based risk assessments where potential workrelated hazards are identified and mitigation measures put in place. These include hazards related to fire and explosion due to process safety incidents, and high-risk activities such as heavy lifting of equipment, working at height, working with equipment/ pipes containing hydrocarbon. Toolbox Talks are conducted daily on-Site prior to each on-site duty at the Terminal, in the form of “Take 3” (i.e. 3 minutes briefing), to ensure risk and compliance are communicated. Occupational health and safety matters are also discussed during daily Production and Maintenance Tool Box Meetings respectively and in all Operations meetings. Activities on Physical and Mental Well-Being are conducted regulary to promote worker health, for example regular futsal activity after COVID-19 restrictions were lifted in 2022. CERT Members (SLNG’s Emergency Response Team members) and nominated employees are equipped with occupational first aid and AED training so that they can respond to emergencies and life-threatening situations. Regular drills are also conducted so that staff and in-house contractors know how to respond in an emergency at the Terminal. Incident Management System requires thoroughly investigated, with root cause analyses and preventive action plans developed by trained and qualified staff and recorded should an incident occurs. We also encourage all employees to report near misses and incidents for the prevention of similar incidents and for knowledge retention. All information are accessible to all SLNG employees.

Sustainability Report FY2022

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FUTURE TARGETS In FY2022, SLNG had zero workplace fatality, zero recordable work-related ill health fatality and zero recordable work-related ill health incidents.

FATALITY

However we had one recordable work-related injury case, in which a Mechanical in-house contractor was injured while changing a drill bit on a drilling machine at the maintenance workshop. This resulted in a recordable workplace incident rate of 1.8211.

Asset Integrity and Critical Incident Management SLNG stores and handles large quantities of flammable materials at low temperatures, which could potentially lead to serious process safety incidents if not properly handled. In a worst-case scenario, fires and/or explosions caused by leaks could cause fatalities. Other consequences may include substantial disruption to the gas supply to customers, and additional rectification costs. SLNG has implemented comprehensive measures to ensure process safety, which include detailed risk assessments, emergency management plans, inspection and maintenance, investigations and audits and trainings. Tier 1 and Tier 2 process safety incidents12 are referenced to API Recommended Practice 754 (Process Safety Performance Indicators for the Refining and Petrochemical Industries) to report on our process safety incidents which include liquid spills and natural gas releases. Using this system, we determine which incidents are significant and reportable. These would then need to be reported to our Board of Directors. Other references or guidelines that we are required to comply with include MOM’s requirements for Major Hazard Installation (MHI) to report process-related safety incidents.

Continue to achieve zero workplace fatality, zero recordable workplace injury, zero work-related ill-health fatality and zero recordable work-related ill-health incidents Continue to comply and meet all regulatory requirements Continue working on Human Factors Gap Analysis according to the Human Factors Roadmap

FUTURE TARGETS

CASES OF TIER 1 AND TIER 2

11 12

In FY2022, we had zero cases of Tier 1 and Tier 2 process safety incidents.

Our target for FY2023 is to have zero reportable process safety incident.

Rate is calculated based on 1,000,000 man-hours worked. Tier 1 Process Safety Event - A Tier 1 process safety event is a loss of primary containment of the greatest consequence. It is an unplanned and/or uncontrolled release of flammable or hazardous material that directly results in: an employee, contractor or subcontractor “days away from work” injury; any injury to a third party that is serious enough to require hospital admission; an officially declared community evacuation or community shelter-in-place; any fire or explosion that is not small enough to be classified as Tier 2. Tier 2 Process Safety Event - A Tier 2 process safety event is a loss of primary containment that results in a lesser consequence.

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COMMUNITY ENGAGEMENT We believe strongly in upholding our Corporate Social Responsibility by supporting and building strong relationships with the communities in which we live and work. We are focused on driving community development through local skills training, job creation and targeted community investments. This helps support the long-term growth of our local communities and builds critical relationships and talent pipelines that underpin our business success. We implement a comprehensive approach to community engagement to build respectful, collaborative relationships and respond proactively to our communities’ needs and concerns. We also strive to avoid and minimise any negative impacts on local communities and address them quickly if they do occur. Our community engagements and investments are primarily focused on three areas:

Empowering Marginalised and Vulnerable Communities One of our long-term partnerships is with Life Community Services Society (LCSS), a social organisation that seeks to empower children from low-income and vulnerable backgrounds through services that focus on intervention work, including preventive, remedial and holistic development in character, moral values, social and emotional well-being. Our collaboration with LCSS has included regular annual donations in support of their activities, outings for the children, and staff sponsorship of Lunar New Year care packages. In FY2022, SLNG sponsored game booths at the LCSS Christmas Carnival held on 17 December 2022 and some staff also volunteered to man the booths. About 300 children and their families, from various programmes run by LCSS, attended the event.

Education

Environmental Issues

SLNG supports the Union of Power and Gas Employees (UPAGE) Education Grant annually. The purpose of the Grant is to offer financial assistance and encouragement to school-going children of UPAGE members, from primary school to university.

As a member of the Jurong Island Circular Economy (JICE) Council initiated by JTC, SLNG collaborates with other companies on Jurong Island to share data on waste, water, and energy on Jurong Island, while exploring collective synergies to improve the environment.

We greatly value community service and societal contributions, and since FY2021, have allowed all employees to take the equivalent of a day off work to engage in volunteer work.

FUTURE PLANS

We aim to organise more volunteer activities to encourage greater employee participation in FY2023. We strive to have 1 Sustainability-related activity once every quarter.

Sustainability Report FY2022

PERFORMANCE DATA Energy Consumed (TJ) Energy Consumption (TJ)

FY2022

FY2021

FY2020

Fuel

36.0

N.A.

Electricity

436.0

348.3

355.6

2.7

0.7

FY2022

FY2021

FY2020

22,448

11,739

10,325

–

49,324

39,397

40,267

71,580

51,209

50,681

445

308

325

FY2022

FY2021

Solar N.A.: Data was not reported previously Scope 1 and 2 GHG Emissions GHG Emissions Scope 1 Emissions (tCO2e) Scope 2 Emissions (tCO2)

SLNG Terminal SLNG Office SLNG Terminal SLNG Office

Total Emission Emission Intensity (tCO2e/ employee) Hiring Rate Hiring No. and Rate

By Age Group

By Gender

< 30 years old

3 (30.0%)

2 (18.2%)

30 - 50 years old

27 (22.1%)

27 (21.4%)

> 50 years old

4 (13.8%)

3 (10.7%)

Male

21 (19.4%)

20 (18.0%)

Female

13 (24.5%)

12 (22.2%)

34 (21.1%)

32 (19.4%)

FY2022

FY2021

< 30 years old

0 (0.0%)

2 (18.2%)

30 - 50 years old

31 (25.4%)

16 (12.7%)

> 50 years old

7 (24.1%)

5 (17.9%)

Male

24 (22.2%)

13 (11.7%)

Female

14 (26.4%)

10 (18.5%)

38 (23.6%)

23 (13.9%)

Overall Total Turnover Rate Turnover No. and Rate

By Age Group

By Gender Overall Total

Singapore LNG Corporation

Board Diversity

By Age Group

By Gender

FY2022

FY2021

FY2020

< 30 years old

0.0%

30 - 50 years old

12.5%

14.3%

13.0%

> 50 years old

87.5%

85.7%

88.0%

Male

75.0%

71.4%

75.0%

Female

25.0%

28.6%

25.0%

Workforce Diversity FY2022 FY2021 FY2020 Diversity Within Organisation's Senior Middle Executive Senior Middle Executive Senior Middle Executive Employees Management Management Management Management Management Management By Age Group < 30 years old

0.0%

10.0%

0.0%

8.7%

0.0%

8.0%

30 - 50 years old

28.6%

72.2%

79.0%

62.5%

69.8.0%

81.7%

63.0%

62.0%

81.0%

> 50 years old

71.4%

27.8%

11.0%

37.5%

30.2%

9.6%

38.0%

11.0%

Male

57.1%

64.8%

69.0%

62.5%

60.4%

71.2%

63.0%

54.0%

70.0%

Female

42.9%

37.3%

31.0%

37.5%

39.6%

28.8%

38.0%

46.0%

30.0%

By Gender

Occupational Health and Safety and Ill Health Statistics FY2022

FY2021

Number of Cases

Rate

Number of Cases

Rate

Total Number of Workplace Fatalities

Total Number of High-Consequence Work-Related Injuries (excluding fatalities)

Total Number of Recordable Workplace Injuries (MOM reportable incidents)

1.82

Total Number of Work-Related Ill Health Fatalities

Total Number of Recordable Workplace Ill Health (excluding fatalities)

Number of Man Hours Worked

548,056

449,753

Rate calculated in the table above is based on 1,000,000 man-hours worked. Average Training Hours Per Employee Based on Gender and Employee Category FY2022 By Gender

By Employee Category

FY2021

FY2020

Male

Female

117

Senior Management

Middle Management

Executive

Not applicable as different reporting categories were applied

Sustainability Report FY2022

GRI CONTENT INDEX Statement of Use

SLNG Corporation Pte Ltd has reported the information cited in this GRI content index for the period 1 January 2022 to 31 December 2022 with reference to the GRI Standards.

GRI 1 used

GRI 1: Foundation 2021

Applicable GRI Sector Standard(s)

GRI 11: Oil and Gas Sector 2021

GRI Standard

Disclosure

Disclosure Title

Location

2-1

Name of the organisation

2-2

Activities, brands, products, and services

2-3

Location of headquarters

2-4

Location of operations

2-5

Ownership and legal form

2-29

Approach to stakeholder engagement

3-1

Process to determine material topics

3-2

List of material topics

GRI 3: Material Topics 2021

3-3

Management of material topics

Facilitate Energy Security

N.A.

GRI 2: General Disclosures 2021

GRI 3: Material Topics 2021

Facilitate Energy Security

Facilitate and Support New Energy Transition GRI 3: Material Topics 2021

3-3

Management of material topics

Facilitate and Support New Energy Transition

N.A.

Value Creation and Sustainable Growth GRI 3: Material Topics 2021

3-3

Management of material topics

Value Creation and Sustainable Growth

N.A.

GRI 3: Material Topics 2021

3-3

Management of material topics

Customer Experience

N.A.

GRI 3: Material Topics 2021

3-3

Management of material topics

Technology and Digitalisation

N.A.

GRI 3: Material Topics 2021

3-3

Management of material topics

Cybersecurity

N.A.

GRI 3: Material Topics 2021

3-3

Management of material topics

Procurement Practices

N.A.

Customer Experience

Technology and Digitalisation

Cybersecurity

Procurement Practices

GRI Sector Standard Ref. No.

Singapore LNG Corporation

GRI Standard

Disclosure

Disclosure Title

Location

GRI Sector Standard Ref. No.

Climate Change and Resource Efficiency • Energy GRI 3: Material Topics 2021

3-3

Management of material topics

GRI 302: Energy 2016

302-1

Energy consumption within the organisation

11.1.2

3-3

Management of material topics

18-19

11.1.1

305-1

Direct (Scope 1) GHG emissions

18-19

11.1.5

305-2

Energy indirect (Scope 2) GHG emissions

18-19

11.1.6

GRI 3: Material Topics 2021

3-3

Management of material topics

20-21

11.2.1

GRI 201: Economic Performance 2016

201-2

Financial implications and other risks and opportunities due to climate change

20-21

11.2.2

3-3

Management of material topics

31-32

11.9.1

403-1

Occupational health and safety management system

31-32

11.9.2

403-2

Hazard identification, risk assessment, and incident investigation

31-32

11.9.3

403-3

Occupational health services

31-32

11.9.4

403-4

Worker participation, consultation, and communication on occupational health and safety

31-32

11.9.5

403-5

Worker training on occupational health and safety

31-32

11.9.6

403-6

Promotion of worker health

31-32

11.9.7

403-7

Prevention and mitigation of occupational health and safety impacts directly linked by business relations

31-32

11.9.8

403-9

Work-related injuries

11.9.10

403-10

Work-related ill health

11.9.11

•

Emissions

GRI 3: Material Topics 2021 GRI 305: Emissions 2016 •

•

Climate Risk

Occupational Health and Safety

GRI 3: Material Topics 2021

GRI 403: Occupational Health and Safety 2018

GRI Standard

Sustainability Report FY2022

Disclosure

Disclosure Title

Location

GRI Sector Standard Ref. No.

Total number of Tier 1 and Tier 2 process safety events

11.8.3

Asset Integrity and Critical Incident Management Additional sector disclosure

N.A.

Employee Experience • Employment and Employee Wellbeing GRI 3: Material Topics 2021

3-3

Management of material topics

24-25

11.10.1

GRI 401: Employment

401-1

New employee hires and employee turnover

24-25

11.10.2

GRI 3: Material Topics 2021

3-3

Management of material topics

26-28

11.11.1

GRI 405: Diversity and Equal Opportunity 2016

405-1

Diversity of governance bodies and employees

26-28

11.11.5

3-3

Management of material topics

29-30

11.10.1

404-1

Average hours of training per year per employee

29-30

11.10.6

404-3

Percentage of employees receiving regular performance and career development reviews

29-30

Diversity and Equal Opportunity

Stakeholder Engagement and Welfare • Training and Education GRI 3: Material Topics 2021

GRI 404: Training and Education 2016

Singapore LNG Corporation Pte Ltd 991G Alexandra Road, #03-29C Singapore 119975 Singapore LNG Terminal No. 6 Meranti View Singapore 627600 T +65 6376 7856 E enquiries@SLNGCorp.com www.slng.com.sg