excellence of our generation fleet, with an emphasis on identifying and implementing strategies to reduce operating costs further. A significant focus remains on the accelerated retirement of coal plants, transitioning towards cleaner and more sustainable energy sources in line with our efforts to reduce carbon emissions. In addition, we are making steady progress on the 300MW Nenggiri hydroelectric power project, anticipated to commence commercial operations by 2027, which aligns with our goal to enhance our RE capacity significantly. Aligning with NETR and the government’s aspiration for increased domestic investments, we will be recalibrating our strategy to prioritise investments in Malaysia. This involves acquiring operational and/or late-stage RE assets to bolster TNB’s expertise in the RE sector and spearhead the energy transition. We are also set to expedite the developmentof early-stage projects, transforming them into operational assets within the stipulated budget and timeline. On the international front, TNB is committed to grow its presence through both our international RE platforms and will continue to provide support, especially in Australia, where the current focus is on converting development pipelines into operational assets, which may involve tender participation. This strategy will leverage TNB’s extensive experience in developing power projects in both international and domestic markets, along with knowledge and technology transfer within the TNB Group. Our RE capability is further demonstrated by a capable team in the UK handling various RE technologies as well as managing different stages of RE projects i.e., construction, development, operations, and maintenance. In addition, TNB’s international RE platforms are also exploring alternative revenue mechanisms, such as the Contract-for-Difference scheme, corporate Power Purchase Agreements and Battery Energy Storage System based opportunities. These initiatives, introduced through recent acquisitions, promise to diversify income sources