PETRONAS GAS BERHAD INTEGRATED REPORT 2025

PROGRESSING WITH RESILIENCE

Each tree ring captures the essence of our journey – it symbolises growth, steady progress and resilience shaped over time.

Overview of PGB

Malaysia’s leading gas infrastructure and utilities company and one of the largest companies on the local exchange in terms of market capitalisation, with core businesses in Gas Processing, Gas Transportation, Regasification and Utilities.

Statement of Purpose

A Progressive Energy and Solutions Partner Enriching Lives for a Sustainable Future

Shared Values

Loyalty

Integrity

Professionalism

Cohesiveness

How We Differentiate Ourselves

  • Our Profitable and Balanced Business Portfolio
  • Our Integrated Gas Infrastructure and Utilities Facilities
  • Our Operational Excellence and Reliable Product Delivery at Competitive Cost
  • Our High-Performing People

Cultural Beliefs

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Customer Focused

I deliver solutions from the customer lens

Innovate Now

I challenge norms and push boundaries

Be Enterprising

I seek opportunities and make them happen

Speak Up

I express my views openly

Courage to Act

I take action to progress with pace

Corporate Video

Learn how PGB delivers reliable energy through integrated infrastructure and operational excellence.

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2025 Key Highlights

In 2025, PGB continued to deliver long‑term value creation in line with the PGB Strategic Agenda. Performance across Gas Processing, Gas Transportation, Regasification and Utilities remained resilient, driven by sustained product reliability, disciplined asset management and ongoing enhancements in safety and operational oversight. The year also saw steady progress in growth initiatives, capability development and the wider adoption of digital tools to support governance and decision‑making, alongside strengthened sustainability efforts across the value chain. These collective efforts reinforce PGB's long‑term stability while maintaining maximised returns for shareholders.

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Financial Highlights

Revenue

RM6.4 billion

Profit After Tax

RM1.8 billion

EBITDA

RM3.4 billion

Dividend Declared

72.0 sen per share

Total Assets

RM19.8 billion

Market Capitalisation

RM35.9 billion

Business Highlights

Operational Excellence

  • Maintained 100 per cent Product Delivery Reliability across all Gas Processing product
  • Sustained above world-class Overall Equipment Effectiveness across Gas Processing, Regasification and Utilities segments

Health, Safety, Security, and Environment (HSSE)

  • Recorded Zero Fatality, Major Loss of Primary Containment case and Major Security incident
  • Recorded One Lost Time Injury and One Major Fire incident
  • Proactive monitoring of leading indicators to improve governance compliance and HSSE culture

Strategic Growth

  • Completed expansion of Liquefied Natural Gas (LNG) storage facilities at Regasification Terminal Pengerang
  • Completed and commenced operations of Kluang Compressor Station
  • Received Letter of Notification and commenced development of 120MW power plant in the Federal Territory of Labuan
  • Achieved Final Investment Decision for fibre optic infrastructure project along Peninsular Gas Utilisation's Right-of-Way

Building Capabilities and Culture

  • Achieved high scores on all cultural anchors for the in-house Organisation Culture Assessment
  • Introduced in-house leadership programmes to strengthen the leadership pipeline and build future-ready capabilities
  • Facilitated 307 participants through the Nurturing Young Leaders Programme, including the Commercial Excellence Academy
  • Launched the Leading with Empathy programme for Managers and Senior Managers, with 37 participants equipped to foster inclusion and empathy across the organisation

Advancing Digital Technologies

  • Utilised low earth orbit satellite connectivity for turnaround activities to maintain reliable on-site communications
  • Introduced the myGovernance Advisor AI Agent under the PGB Generative AI Programme to enhance governance and assurance practices
  • Strengthened operational efficiency and risk oversight through the analytics-enhanced Electronic Permit to Work+ 2.0 Dashboard

Sustainability Highlights

Positive Social Impact

Greenhouse Gas (GHG) Emissions

  • Achieved a 175,778 tonnes CO2e reduction in GHG Emissions
  • Included three additional material Scope 3 categories, comprising Categories 3, 10 and 15

Waste Management

  • Achieved a 4R (Recover, Recycle, Reuse and Reduce) rate of 86 per cent, exceeding the target of 65 per cent, showcasing our commitment to sustainable operations Water Management
  • Advanced water efficiency initiatives at selected Utilities and Gas Processing facilities, including condensate reuse, system refurbishment and leak rectification efforts
  • Implemented measures such as rainwater harvesting and optimisation of water treatment systems to support reductions in freshwater dependency and improved water use efficiency

Energy Management

  • Enhanced energy management practices through alignment of energy performance terminology with updated PETRONAS technical standards, in compliance with global standards
  • Initiated preparations to comply with the Energy Efficiency and Conservation Act requirements, including energy governance enhancements where applicable
  • Implemented targeted energy efficiency initiatives at selected Utilities facilities to improve turbine and heat recovery system performance

Leadership Message

Datuk Adif Zulkifli

Chairman

Abdul Aziz Othman

Managing Director/Chief Executive Officer

Shahrul Azham Sukaiman

Chief Financial Officer

Datuk Adif Zulkifli

Chairman

Abdul Aziz Othman

Managing Director/Chief Executive Officer

Shahrul Azham Sukaiman

Chief Financial Officer

Chairman's Message

Stewarding Responsible Value Creation in a Shifting Energy Landscape

Dear Valued Shareholders,

2025 was a year that tested the resilience of our organisation and the strength of our convictions. In navigating a complex and demanding landscape, we remained steadfast in our duties and focused on safeguarding long-term value while upholding the trust placed in us.

MD/CEO’s Review

Upholding Resilience, Discipline and Responsible Growth

Dear Valued Shareholders,

The year 2025 was a challenging year for PGB as we navigated the evolving energy sector. Despite a demanding operating context, we maintained clarity of direction and delivered steady progress across our operational and growth priorities. Our teams delivered with resilience and dedication, ensuring that we continued to support the nation’s energy security while responding to new and emerging risks.

CFO’s Review

Disciplined Execution, Sustained Financial Strength

Dear Valued Shareholders,

PGB delivered steady financial results as operational performance remained resilient during the year, underpinned by our continuous focus on operational reliability, commercial excellence, disciplined cost-optimisation efforts and capital efficiency initiatives.

Our Value Creating Business Model

Business Review

Our business model is structured around four strategic business units that actively collaborate and integrate, ensuring optimal resource utilisation.

Gas Processing

Gas Processing

Process PETRONAS’ upstream natural gas from offshore Peninsular Malaysia into sales gas, ethane, propane, butane and condensate.

Gas Processing

Gas Transportation

Transport sales gas, propane and butane to end-customers through Peninsular Gas Utilisation pipeline network.

Gas Processing

Regasification

Receive and store in Regasification Terminals Sungai Udang and Pengerang, and convert Liquefied Natural Gas to sales gas.

Gas Processing

Utilities

Produce, market and supply electricity, steam, industrial gases and other utility products to various petrochemical businesses and third parties.

Non-Financial Index

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Global Reporting Initiative (GRI) Standards

GRI 2: General Disclosures 2021
2-1 Organisational details
IR 2025 > Who We Are, page 6-9
2-2 Entities included in the organisation's sustainability reporting
SR 2025 > About This Report, page a2
2-3 Reporting period, frequency and contact point
SR 2025 > About This Report, page a2
2-4 Restatements of information
SR 2025 > About This Report, page a2
2-5 External assurance
SR 2025 > About This Report, page a2 ; Independent Limited Assurance Statement, page 152-153
2-6 Activities, value chain and other business relationships
IR 2025 > Our Group Business Activities and Processes, page 10-13
2-7 Employees
SR 2025 > Equal Opportunity, Diversity and Inclusion, page 105-106 ; Talent Management, page 113; IR 2025 > Value Creating Business Model, page 40-41
2-8 Workers who are not employees
SR 2025 > Talent Management, page 113
2-9 Governance structure and composition
SR 2025 > Sustainability Governance, page 12-15 ; IR 2025 > Corporate Governance Overview Statement, page 96-99
2-10 Nomination and selection of the highest governance body
IR 2025 > Corporate Governance Overview Statement, page 99-104
2-11 Chair of the highest governance body
SR 2025 > Sustainability Governance, page 12 ; IR 2025 > Corporate Governance Overview Statement, page 100
2-12 Role of the highest governance body in overseeing the management of impacts
SR 2025 > Sustainability Governance, page 12-16 ; IR 2025 > Board Sustainability and Risk Committee Report, page 139
2-13 Delegation of responsibility for managing impacts
SR 2025 > Sustainability Governance, page 12-16 ; IR 2025 > Board Sustainability and Risk Committee Report, page 140
2-14 Role of the highest governance body in sustainability reporting
SR 2025 > About This Report, page a2 ; Sustainability Governance, page 14
2-15 Conflicts of interest
IR 2025 > Board Audit Committee Report, page 124-125
2-16 Communication of critical concerns
SR 2025 > Human Rights, page 99-101 ; IR 2025 > Board Audit Committee Report, page 120-121
2-17 Collective knowledge of the highest governance body
SR 2025 > Sustainability Governance, page 16 ; IR 2025 > Board at a Glance, page 79 ; Corporate Governance Overview Statement, page 110
2-18 Evaluation of the performance of the highest governance body
SR 2025 > Sustainability Governance, page 16 ; IR 2025 > Corporate Governance Overview Statement, page 112
2-19 Remuneration policies
IR 2025 > Corporate Governance Overview Statement, page 113-114
2-20 Process to determine remuneration
IR 2025 > Nomination and Remuneration Committee Report, page 132-138
2-22 Statement on sustainable development strategy
SR 2025 > Foreword by the Chairman of the Board Sustainability and Risk Committee, page 2-5 ; Managing Director/Chief Executive Officer's Statement, page 6-9 ; Sustainability Blueprint, page 17
2-23 Policy commitments
SR 2025 > Human Rights, page 93-97 ; Business Ethics and Transparency, page 147 ; Occupational Safety and Health, page 116 ; Cybersecurity and Data Privacy, page 150
2-24 Embedding policy commitments
SR 2025 > Human Rights, page 93-97 ; Business Ethics and Transparency, page 147-148 ; Occupational Safety and Health, page 116 ; Cybersecurity and Data Privacy, page 150
2-25 Processes to remediate negative impacts
SR 2025 > Human Rights, page 99-101 ; Occupational Safety and Health, page 124 , 126-129
2-26 Mechanisms for seeking advice and raising concerns
SR 2025 > Human Rights, page 99-101
2-27 Compliance with laws and regulations
SR 2025 > Pollution Management, page 64-65 ; Business Ethics and Transparency, page 149 ; Cybersecurity and Data Privacy, page 150-151
2-28 Membership associations
SR 2025 > Climate Change Management, page 46-47
2-29 Approach to stakeholder engagement
SR 2025 > Engaging Our Stakeholder, page 24-27
2-30 Collective bargaining agreements
SR 2025 > Human Rights, page 97
GRI 3: Material Topics 2021
3-1 Process to determine material topics
SR 2025 > Determining Our Material Matters, page 18-19
3-2 List of material topics
SR 2025 > Determining Our Material Matters, page 20-23
3-3 Management of material topics – Sustainable Value Creation
SR 2025 > Sustainable Value Creation, page 29-32
3-3 Management of material topics – Pollution Management
SR 2025 > Pollution Management, page 60-63 , 66
3-3 Management of material topics – Climate Change Management
SR 2025 > Climate Change Management, page 41-55
3-3 Management of material topics – Energy Management
SR 2025 > Energy Management, page 35-36 , 38-39
3-3 Management of material topics – Waste Management
SR 2025 > Waste Management, page 67-69 , 71-73
3-3 Management of material topics – Water Management
SR 2025 > Water Management, page 75-78 , 82
3-3 Management of material topics – Biodiversity Management
SR 2025 > Biodiversity Management, page 83-91
3-3 Management of material topics – Occupational Safety and Health
SR 2025 > Occupational Safety and Health, page 116-134
3-3 Management of material topics – Talent Management
SR 2025 > Talent Management, page 107-110
3-3 Management of material topics – Human Rights
SR 2025 > Human Rights, page 93
3-3 Management of material topics – Sustainable Supply Chain
SR 2025 > Sustainable Supply Chain, page 139
3-3 Management of material topics – Equal Opportunity, Diversity and Inclusion
SR 2025 > Equal Opportunity, Diversity and Inclusion, page 103-104
3-3 Management of material topics – Community Engagement
SR 2025 > Community Engagement, page 142-145
3-3 Management of material topics – Business Ethics and Transparency
SR 2025 > Business Ethics and Transparency, page 147-149
3-3 Management of material topics – Cybersecurity and Data Privacy
SR 2025 > Cybersecurity and Data Privacy, page 150-151
GRI 201: Economic Performance 2016
201-1 Direct economic value generated and distributed
SR 2025 > Sustainable Value Creation, page 33
201-2 Financial implications and other risks and opportunities due to climate change
SR 2025 > Climate Change Management, page 50-51
201-4 Financial assistance received from government
No financial assistance received from government in 2025
GRI 202: Market Presence 2016
202-2 Proportion of senior management hired from the local community
SR 2025 > Sustainable Value Creation, page 33
GRI 203: Indirect Economic Impacts 2016
203-1 Infrastructure investments and services supported
SR 2025 > Sustainable Value Creation, page 30 ; Community Engagement, page 143-145
203-2 Significant indirect economic impacts
SR 2025 > Sustainable Value Creation, page 33 ; Sustainable Supply Chain, page 140-141 ; Community Engagement, page 143-145
GRI 204: Procurement Practices 2016
204-1 Proportion of spending on local suppliers
SR 2025 > Supplier Social Impacts, page 141
GRI 205: Anti-corruption 2016
205-1 Operations assessed for risks related to corruption
SR 2025 > Business Ethics and Transparency, page 149
205-2 Communication and training about anti-corruption policies and procedures
SR 2025 > Business Ethics and Transparency, page 149
205-3 Confirmed incidents of corruption and actions taken
SR 2025 > Business Ethics and Transparency, page 149
GRI 206: Anti-competitive Behavior 2016
206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
SR 2025 > Business Ethics and Transparency, page 149
GRI 302: Energy 2016
302-1 Energy consumption within the organisation
SR 2025 > Energy Management, page 37-39
302-4 Reduction of energy consumption
SR 2025 > Energy Management, page 37-39
302-5 Reductions in energy requirements of products and services
SR 2025 > Energy Management, page 38
GRI 303: Water and Effluents 2018
303-1 Interactions with water as a shared resource
SR 2025 > Water Management, page 76-78
303-2 Management of water discharge-related impacts
SR 2025 > Water Management, page 75-82
303-3 Water withdrawal
SR 2025 > Water Management, page 79, 81
303-4 Water discharge
SR 2025 > Pollution Management, page 64 ; Water Management, page 80-81
303-5 Water consumption
SR 2025 > Water Management, page 80-81
GRI 304: Biodiversity 2016
304-1 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas
SR 2025 > Biodiversity Management, page 87-89
304-2 Significant impacts of activities, products and services on biodiversity
SR 2025 > Biodiversity Management, page 89
304-3 Habitats protected or restored
SR 2025 > Biodiversity Management, page 90-91
304-4 IUCN Red List species and national conservation list species with habitats in areas affected by operations
SR 2025 > Biodiversity Management, page 86
GRI 305: Emissions 2016
305-1 Direct (Scope 1) GHG emissions
SR 2025 > Climate Change Management, page 57-58
305-2 Energy indirect (Scope 2) GHG emissions
SR 2025 > Climate Change Management, page 57
305-4 GHG emissions intensity
SR 2025 > Climate Change Management, page 56
305-5 Reduction of GHG emissions
SR 2025 > Climate Change Management, page 59
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions
SR 2025 > Pollution Management, page 65
GRI 306: Waste 2020
306-1 Waste generation and significant waste-related impacts
SR 2025 > Waste Management, page 67-74
306-2 Management of significant waste-related impacts
SR 2025 > Waste Management, page 67-69 , 74
306-3 Waste generated
SR 2025 > Waste Management, page 70 , 73-74
306-4 Waste diverted from disposal
SR 2025 > Waste Management, page 70 , 74
306-5 Waste directed to disposal
SR 2025 > Waste Management, page 73-74
GRI 401: Employment 2016
401-1 New employee hires and employee turnover
SR 2025 > Talent Management, page 111-113
401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees
SR 2025 > Talent Management, page 114
401-3 Parental leave
SR 2025 > Talent Management, page 113
GRI 403: Occupational Safety and Health 2018
403-1 Occupational health and safety management system
SR 2025 > Occupational Safety and Health, page 116-120
403-2 Hazard identification, risk assessment and incident investigation
SR 2025 > Occupational Safety and Health, page 121-123 , 125-126
403-3 Occupational health services
SR 2025 > Occupational Safety and Health, page 127-128
403-4 Worker participation, consultation, and communication on occupational health and safety
SR 2025 > Occupational Safety and Health, page 118-121 , 124 , 128
403-5 Worker training on occupational health and safety
SR 2025 > Occupational Safety and Health, page 129
403-6 Promotion of worker health
SR 2025 > Occupational Safety and Health, page 130
403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships
SR 2025 > Occupational Safety and Health, page 130-133
403-8 Workers covered by an occupational health and safety management system
SR 2025 > Occupational Safety and Health, page 135
403-9 Work-related injuries
SR 2025 > Occupational Safety and Health, page 135-136
403-10 Work-related ill health
SR 2025 > Occupational Safety and Health, page 136-137
GRI 404: Training and Education 2016
404-1 Average hours of training per year per employee
SR 2025 > Talent Management, page 114
404-2 Programs for upgrading employee skills and transition assistance programs
SR 2025 > Talent Management, page 109-110 , 115
404-3 Percentage of employees receiving regular performance and career development reviews
SR 2025 > Talent Management, page 115
GRI 405: Diversity and Equal Opportunity 2016
405-1 Diversity of governance bodies and employees
SR 2025 > Equal Opportunity, Diversity and Inclusion, page 105-106
GRI 408: Child Labor 2016
408-1 Operations and suppliers at significant risk for incidents of child labor
SR 2025 > Human Rights, page 97
GRI 409: Forced or Compulsory Labor 2016
409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor
SR 2025 > Human Rights, page 97
GRI 410: Security Practices 2016
410-1 Security personnel trained in human rights policies or procedures
SR 2025 > Human Rights, page 101
GRI 411: Rights of Indigenous Peoples 2016
411-1 Incidents of violations involving rights of indigenous peoples
SR 2025 > Human Rights, page 97
GRI 413: Local Communities 2016
413-1 Operations with local community engagement, impact assessments, and development programs
SR 2025 > Community Engagement, page 142-145
GRI 414: Supplier Social Assessment 2016
414-1 New suppliers that were screened using social criteria
SR 2025 > Supplier Social Impacts, page 141
414-2 Negative social impacts in the supply chain and actions taken
SR 2025 > Supplier Social Impacts, page 141
GRI 418: Customer Privacy 2016
418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data
SR 2025 > Cybersecurity and Data Privacy, page 151

International Financial Reporting Standards (IFRS) S2: Climate-related Disclosure

Governance
6 (a)(i) How responsibilities for climate-related risks and opportunities are reflected in the terms of reference, mandates, role descriptions and other related policies applicable to the governance body(s) or individual(s)
SR 2025 > Sustainability Governance, page 12-15
6 (a)(ii) How the body(s) or individual(s) determined whether appropriate skills and competencies will be developed to oversee strategies designed to respond to climate-related risks and opportunities
SR 2025 > Sustainability Governance, page 16
6 (a)(iii) How and how often the body(s) or individual(s) is informed about climate-related risks and opportunities
SR 2025 > Sustainability Governance, page 13
6 (a)(iv) How the body(s) or individual(s) takes into account climate-related risks and opportunities when overseeing the entity's strategy, its decisions on major transactions and its risk management processes and related policies
SR 2025 > Sustainability Governance, page 13
6 (a)(v) How the body(s) or individual(s) oversees the setting of targets related to climate-related risks and opportunities, and monitors progress towards those targets
SR 2025 > Sustainability Governance, page 13
6 (b)(i) Whether the role is delegated to a specific management-level position or management-level committee and how oversight is exercised over that position or committee
SR 2025 > Sustainability Governance, page 13 , 16
6 (b)(ii) Whether management uses controls and procedures to support the oversight of climate-related risks and opportunities and, if so, how these controls and procedures are integrated with other internal functions
SR 2025 > Sustainability Governance, page 16
Strategy
10 (a) Describe climate-related risks and opportunities that could reasonably be expected to affect the entity's prospects
SR 2025 > Climate Change Management, page 48-55
10 (b) Explain, for each climate-related risk identified, whether the entity considers the risk to be a climate-related physical risk or climate-related transition risk
SR 2025 > Climate Change Management, page 48-55
10 (c) Specify the time horizons over which the effects of each climate-related risk and opportunity could reasonably be expected to occur
SR 2025 > Climate Change Management, page 50-51 , 53
10 (d) Explain how the entity defines 'short term', 'medium term' and 'long term' and how these definitions are linked to the planning horizons used by the entity for strategic decision-making
SR 2025 > Climate Change Management, page 41
13 (a) A description of the current and anticipated effects of climate-related risks and opportunities on the entity's business model and value chain
SR 2025 > Climate Change Management, page 51-53
13 (b) A description of where in the entity's business model and value chain sustainability-related risks and opportunities are concentrated
SR 2025 > Climate Change Management, page 48-54
14 (a)(i) Current and anticipated changes to the entity's business model, including its resource allocation, to address climate-related risks and opportunities
SR 2025 > Climate Change Management, page 52-54
14 (a)(ii) Current and anticipated direct mitigation and adaptation efforts
SR 2025 > Climate Change Management, page 50-51
14 (a)(iii) Current and anticipated indirect mitigation and adaptation efforts
SR 2025 > Climate Change Management, page 50-51
14 (a)(iv) Any climate-related transition plan the entity has, including information about key assumptions used in developing its transition plan, and dependencies on which the transition plan relies
SR 2025 > Climate Change Management, page 41-43
14 (a)(v) How the entity plans to achieve any climate-related targets, including any greenhouse gas emissions targets
SR 2025 > Climate Change Management, page 42-43
15 (a) The effects of climate-related risks and opportunities on the entity's financial position, financial performance and cash flows for the reporting period (current financial effects)
SR 2025 > Climate Change Management, page 50-52
15 (b) The anticipated effects of climate-related risks and opportunities on the entity's financial position, financial performance and cash flows over the short, medium and long term (anticipated financial effects)
SR 2025 > Climate Change Management, page 50-52
16 (a) How climate-related risks and opportunities have affected its financial position, financial performance and cash flows for the reporting period
SR 2025 > Climate Change Management, page 50-52
16 (b) The climate-related risks and opportunities for which there is a significant risk of a material adjustment within the next annual reporting period to the carrying amounts of assets and liabilities
SR 2025 > Climate Change Management, page 50-52
16 (c)(i) How the entity expects its financial position to change over the short, medium and long term, given its strategy to manage climate-related risks and opportunities — investment and disposal plans
SR 2025 > Climate Change Management, page 50-52
16 (c)(ii) Planned sources of funding to implement its strategy
SR 2025 > Climate Change Management, page 50-52
16 (d) How the entity expects its financial performance and cash flows to change over the short, medium and long term, given its strategy to manage climate-related risks and opportunities
SR 2025 > Climate Change Management, page 50-55
22 (a)(i) The implications, if any, of the entity's climate resilience assessment for its strategy and business model, including how the entity would need to respond to the effects identified in the climate-related scenario analysis
SR 2025 > Climate Change Management, page 52-54
22 (a)(ii) The significant areas of uncertainty considered in the entity's assessment of its climate resilience
SR 2025 > Climate Change Management, page 54-55
22 (a)(iii) The entity's capacity to adjust or adapt its strategy and business model to climate change over the short, medium and long term, including availability of financial resources, ability to redeploy assets, and effect of current and planned investments in climate resilience
SR 2025 > Climate Change Management, page 54-55
22 (b)(i) How and when the climate-related scenario analysis was carried out, including which scenarios were used, whether a diverse range of scenarios was included, whether scenarios address transition or physical risks, and whether a scenario aligned with the latest international climate agreement was used
SR 2025 > Climate Change Management, page 52-54
22 (b)(ii) The key assumptions made in the analysis, including climate-related policies, macroeconomic trends, national or regional variables, energy usage and mix, and developments in technology
SR 2025 > Climate Change Management, page 55
22 (b)(iii) The reporting period in which the climate-related scenario analysis was carried out
SR 2025 > Climate Change Management, page 52-54
Risk Management
25 (a)(i) The processes and related policies the entity uses to identify, assess, prioritise and monitor climate-related risks, including information about the inputs and parameters the entity uses
SR 2025 > Climate Change Management, page 48-49
25 (a)(ii) Whether and how the entity uses climate-related scenario analysis to inform its identification of climate-related risks
SR 2025 > Climate Change Management, page 52-53
25 (a)(iii) How the entity assesses the nature, likelihood and magnitude of the effects of those risks
SR 2025 > Climate Change Management, page 49
25 (a)(iv) Whether and how the entity prioritises climate-related risks relative to other types of risk
SR 2025 > Climate Change Management, page 49
25 (a)(v) How the entity monitors climate-related risks
SR 2025 > Climate Change Management, page 49
25 (a)(vi) Whether and how the entity has changed the processes it uses compared with the previous reporting period
SR 2025 > Climate Change Management, page 48-49
25 (b) The processes the entity uses to identify, assess, prioritise and monitor climate-related opportunities, including whether and how the entity uses climate-related scenario analysis
SR 2025 > Climate Change Management, page 48-49
25 (c) The extent to which, and how, the processes for identifying, assessing, prioritising and monitoring climate-related risks and opportunities are integrated into and inform the entity's overall risk management process
SR 2025 > Climate Change Management, page 49
Metrics and Targets
29 (a)(i) Absolute gross Scope 1, Scope 2 and Scope 3 greenhouse gas emissions, expressed as metric tonnes of CO₂ equivalent
SR 2025 > Climate Change Management, page 57-58
29 (a)(ii) Greenhouse gas emissions measured in accordance with the Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (2004)
SR 2025 > Climate Change Management, page 56
29 (a)(iii) The measurement approach, inputs and assumptions the entity uses to measure its greenhouse gas emissions, including reason for chosen approach and any changes made during the reporting period
SR 2025 > Climate Change Management, page 43-45 , 56-58
29 (a)(iv) Scope 1 and Scope 2 greenhouse gas emissions disaggregated between the consolidated accounting group and other investees
SR 2025 > Climate Change Management, page 57-58
29 (a)(v) Location-based Scope 2 greenhouse gas emissions and information about contractual instruments
SR 2025 > Climate Change Management, page 45 , 57
29 (a)(vi) Scope 3 greenhouse gas emissions — categories included in the entity's measure, and additional information about Category 15 emissions if applicable
SR 2025 > Climate Change Management, page 44-45 , 57-58
29 (b) Climate-related transition risks — the amount and percentage of assets or business activities vulnerable to climate-related transition risks
SR 2025 > Climate Change Management, page 52
29 (c) Climate-related physical risks — the amount and percentage of assets or business activities vulnerable to climate-related physical risks
SR 2025 > Climate Change Management, page 54
29 (d) Climate-related opportunities — the amount and percentage of assets or business activities aligned with climate-related opportunities
SR 2025 > Climate Change Management, page 52
29 (e) Capital deployment — the amount of capital expenditure, financing or investment deployed towards climate-related risks and opportunities
SR 2025 > Climate Change Management, page 52
29 (f)(i) Internal carbon prices — whether and how the entity is applying a carbon price in decision-making
SR 2025 > Climate Change Management, page 52
29 (f)(ii) The price for each metric tonne of greenhouse gas emissions the entity uses to assess the costs of its greenhouse gas emissions
SR 2025 > Sustainable Value Creation, page 31; Climate Change Management, page 52
29 (g)(i) A description of whether and how climate-related considerations are factored into executive remuneration
SR 2025 > Sustainability Governance, page 16
29 (g)(ii) The percentage of executive management remuneration recognised in the current period that is linked to climate-related considerations
SR 2025 > Sustainability Governance, page 16
33 (a) The metric used to set the target
SR 2025 > Climate Change Management, page 41-43 , 55-59
33 (b) The objective of the target (e.g. mitigation, adaptation or conformance with science-based initiatives)
SR 2025 > Climate Change Management, page 41-43
33 (c) The part of the entity to which the target applies
SR 2025 > Climate Change Management, page 41-43
33 (d) The period over which the target applies
SR 2025 > Climate Change Management, page 41-43
33 (e) The base period from which progress is measured
SR 2025 > Climate Change Management, page 41-43
33 (f) Any milestones and interim targets
SR 2025 > Climate Change Management, page 41-43
33 (g) If the target is quantitative, whether it is an absolute target or an intensity target
SR 2025 > Climate Change Management, page 41-43
33 (h) How the latest international agreement on climate change has informed the target
SR 2025 > Climate Change Management, page 43 , 46-47
34 (a) Whether the target and the methodology for setting the target has been validated by a third party
SR 2025 > Climate Change Management, page 43
34 (b) The entity's processes for reviewing the target
SR 2025 > Climate Change Management, page 43
34 (c) The metrics used to monitor progress towards reaching the target
SR 2025 > Climate Change Management, page 55-59
34 (d) Any revisions to the target and an explanation for those revisions
SR 2025 > Climate Change Management, page 42
35 Performance against each climate-related target and an analysis of trends or changes in the entity's performance
SR 2025 > Climate Change Management, page 59
36 (a) Which greenhouse gases are covered by the target
SR 2025 > Climate Change Management, page 41-44 , 55-59
36 (b) Whether Scope 1, Scope 2 or Scope 3 greenhouse gas emissions are covered by the target
SR 2025 > Climate Change Management, page 41-43 , 55-59
36 (c) Whether the target is a gross or net greenhouse gas emissions target
SR 2025 > Climate Change Management, page 41-43
36 (d) Whether the target was derived using a sectoral decarbonisation approach
SR 2025 > Climate Change Management, page 43
36 (e)(i) The extent to which, and how, achieving any net greenhouse gas emissions target relies on the use of carbon credits
SR 2025 > Climate Change Management, page 41-43 , 47 , 55-59
36 (e)(ii) Which third-party scheme(s) will verify or certify the carbon credits
SR 2025 > Climate Change Management, page 47
36 (e)(iii) The type of carbon credit, including whether the underlying offset will be nature-based or based on technological carbon removals, and whether achieved through carbon reduction or removal
SR 2025 > Climate Change Management, page 47
36 (e)(iv) Any other factors necessary to understand the credibility and integrity of the carbon credits the entity plans to use
SR 2025 > Climate Change Management, page 47

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