(international & domestic) Growing TNB’s non-regulated business is a key strategy of TNB’s future growth plans. Inability to be competitive would result in difficulty to attract new customers and potential partners leading to stagnant or decline in market share and potential revenue. Inadequate competitiveness may result in lower operational efficiencies and higher costs that may hamper our ability to access capital while reducing the overall returns. Customer 7. Inability to remain as the electricity provider of choice by customers TNB supplies electricity to the entire nation, and we need to continue doing it reliably, safely and at a high quality to retain the trust and confidence of the people. At the same time, we need to continue growing TNB’s brand and reputation. Failure to do so may cause customerdissatisfaction and impact our sales, EBIT and reputation. CREATING VALUE THROUGH STRONG GOVERNANCE Sec 4 187 Review, Monitor and Report The BRC/BSRC approved the TNB 3-Year Cycle Risk Governance Plan for implementation from FY2022 to FY2024. This plan is implemented by the RMD to assist the BRC/BSRC in meeting its terms of reference. The plan outlines three (3) risk governance activities, which are risk review, risk maturity assessment and desktop risk assessment. According to plan, RMD in collaboration with TNB business entities, conducted 15 risk reviews, five (5) risk maturity assessments and eight (8) desktop risk assessments in the year under review. As per the TNB Risk Management Framework, TNB business entities are responsible to assess respective risks and register into the TNB Risk Information System (TRIS), a centralised online real-time tool and database, for monitoring and reporting. Risks are also reviewed annually by the business entities with participation and eventual approval from the risk owners. Half-year risk reports are submitted by business entities to RMD for consolidation. Group-wide consolidated half-year risk reports, which include reports of emerging risks, are deliberated and