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Transcript of Reports... · PETRONAS GAS BERHAD (101671-H) Tower 1, PETRONAS Twin Towers, Kuala Lumpur City...
PETRONAS GAS BERHAD (101671-H)
Tower 1, PETRONAS Twin Towers, Kuala Lumpur City Centre
50088 Kuala Lumpur
Tel : (03) 2051 5000 • Fax: (03) 2051 6555
www.petronasgas.com
PETRONAS GAS BERHAD
BEYONDANNUALREPORT 2016
GOING
3ZERO100 BEYONDTRANSFORMATIONPGB
SUSTAINABLE SAFE AND RELIABLE OPERATIONSEFFICIENT AND EMPOWERED ORGANISATIONCOMPETITIVE GLOBAL BENCHMARKING IN COST, ENERGY AND MANPOWER
PETGAS_AR16_01_At a Glance.indd 2 16/03/2017 1:10 PM
PERFORMANCEORGANISATION
HIGH
SUSTAINABLE SYSTEMS & WORK PROCESS HIGHLY ENGAGED WORKFORCE
An
nu
al R
epo
rt 2
016
ABOUT OUR REPORTS
RATIONALE
IR6 Read more on the basis of preparation on page 84.
The journey continues for PETRONAS Gas Berhad (PGB) as we strive to attain sustainable world class
standards befitting our role as A Leading Gas Infrastructure and Utilities Company. Our approach is focused
on changing mindsets and pushing boundaries to take the Company’s performance beyond expectations.
Our steadfast focus on improving Company-wide safety and operating efficiencies through our ongoing
3ZERO100 Transformation programme will also serve to enhance our overall sustainability and profitability.
We are continuously working towards our goal of becoming a high performance organisation by completely
transforming our work culture and mindset. We will continue in this vein to sustain our legacy of high
performance, strong leadership and value creation for our shareholders.
In line with this year’s theme, Going Beyond, the cover image depicts PGB’s commitment towards achieving
results that exceed the norm.
Annual Report Regulations Complied
Regulations CompliedFinancial Report
Primary source of
information on our
Group’s financial and
non-financial
performance for
FY2016 and outlook
for FY2017 across our
operations in Malaysia
Navigation icons• Bursa Malaysia Main
Market Listing
Requirements
• Companies Act
2016
• Bursa Malaysia Main
Market Listing
Requirements
• Companies Act,
1965
• Malaysian Financial
Reporting Standards
Summary of financial
information and full set
of Group’s Audited
Financial Statements
Refer to website
www.petronasgas.com
Integrated Reporting
cross-referencing
IR
This report covers our 2016 fiscal year, from 1 January 2016 to 31 December 2016. This year, besides our continued
effort in improving integrated reporting, we have also included Sustainability Report in our Annual Report. This
embedded sustainability report is in line with FTSE4Good Bursa Malaysia Index (FTSE4Good), which shows our ongoing
commitment towards transparency and accountability.
IR7 Our sustainability report can be read from page 218 onwards of this Annual Report.
Kuala Lumpur
Convention Centre
Monday, 17 April 2017
10.30 a.m.
ANNUAL GENERAL MEETING
AR
/20
16
34 th01 AT A GLANCE
8 Facts At A Glance
10 2016 Key Highlights
12 5-year Financial Summary
02 WHO WE ARE AND WHAT WE DO
16 Vision, Mission, and Shared Values
17 Corporate Information
18 Corporate Milestones
20 Our Profile
22 Our Presence and Operations
24 Strategic Business Unit
26 Group Corporate Structure
27 Group Organisational Structure
03 MESSAGE TO SHAREHOLDERS
32 Chairman’s Statement
04 LEADERSHIP
38 Board of Directors
40 Our Board at A Glance
41 Profile of Directors
48 Leadership Team
50 Profile of Leadership Team
05 MANAGEMENT DISCUSSION AND ANALYSIS
A STRATEGIC REVIEW AND OUTLOOK62 MD/CEO’s Message
68 Operating Environment
and Outlook
70 Business Model and
Integrated Value Chain
72 Sustainable Value Creation
74 Our Strategy
81 Key Risks and Opportunities
83 Mitigating Risks
84 Material Matters Impacting
Our Strategy
INSID
B PERFORMANCE REVIEW
88 Group Financial Review by
Chief Financial Officer
98 5-year Group Financial Analysis
100 5-year Group Financial Information
101 Group Quarterly Performance
102 Performance Scorecard
106 Key Performance Indicators
108 Simplified Group Statement on
Financial Position and
Segmental Analysis
112 Key Interest Bearing Assets
and Liabilities
112 Statement of Value Added
113 Distribution of Value Added
114 Investor Relations
119 Share Perfomance
121 2016 Investor Relations Calendar
121 2017 Investor Relations Planner
07 SUSTAINABILITY REPORTING
218 About This Report
220 Sustainability Highlights
222 Sustainability Framework
226 Sustainability Statements
226 Economic
230 Environment
236 Social
08 ACHIEVEMENTS
254 2016 Significant Events
256 2016 Media Milestones
258 2016 Calendar of Events
262 Awards and Achievements
265 Past Awards
09 STAKEHOLDER INFORMATION
268 Analysis of Shareholdings
268 Classification of Shareholders
269 Share Capital
269 List of Substantial Shareholders
269 List of Directors’ Shareholdings
270 List of 30 Largest Shareholders
272 Summary and Usage of
Landed Property,
Plant and Equipment
282 Top 10 Landed Plant,
Property & Equipment
283 Corporate Directory
284 FTSE4Good Index
292 Independent Assurance Statement
294 Notice of Annual General Meeting
298 Administrative Details for
the 34th Annual General Meeting
299 Glossary
• Proxy Form
C BUSINESS REVIEW
126 Gas Processing
136 Gas Transportation
144 Utilities
154 Regasification
06 CORPORATE GOVERNANCE
166 Corporate Governance Statement
181 Status of Observance with The
Principles and Recommendations
of The Malaysian Code on
Corporate Governance 2012
184 Statement on Risk Management
and Internal Controls
198 Board Audit Committee Report
204 Nomination and Remuneration
Committee Report
210 Business Continuity Management
212 Internal Policies
THIS REPORTDE
Kimanis Power Plants, Kimanis, Sabah
AT A GLANCE
8 Facts At A Glance
10 2016 Key Highlights
12 5-year Financial Summary
01
MORE THAN
2,000 mmscfd
SIX GAS PROCESSING PLANTS
processing capacity throughSupply of
INDUSTRIAL UTILITIES
to petrochemical and industrial customers in Kertih and Gebeng
MORE THAN
2,500across Malaysia
kmGAS TRANSMISSION PIPELINE
FACTS AT A GLANCE
OPERATING
300MW
Power Plant in Kimanis, Sabah
PAGE: 8
PETRONAS GAS BERHAD
PETRONAS Gas Berhad (PGB) has been in
business for more than three decades and is
still growing strongOUR STRENGTH
UNDER CONSTRUCTION
Air Separation Unit (ASU) Pengerang, Johor490 mmscfd
LNG Regasification Terminal Pengerang, Johor
Oxygen
Nitrogen
41,000 Nm3/HR
25,900 Nm3/HR
530mmscfd
LNG REGASIFICATION
TERMINALSungai Udang, Melaka
PAGE: 9
ANNUAL REPORT 2016
PAGE: 10
PETRONAS GAS BERHAD
DIVIDENDS
RM1.22016: 62 sen/share
billion
+3%
2015: 60 sen/share
MARKET CAPITALISATION
RM42.1billion
2015: RM44.9 billion
-6%
REVENUE
RM4.62015: RM4.5 billion
billion
+2%
TOTAL ASSET
RM16.62015: RM14.4 billion
billion
+15%
PROFIT AFTER TAX
RM1.72015: RM1.7 billion*
billion
-0.4%
2016 KEY HIGHLIGHTS
* Based on normalised FY2015, excluding tax incentives
and unrealised foreign exchange of RM243.2 million.
AIR SEPARATION UNIT PROJECT AT PENGERANG (ASU)
Achieved Final Investment Decision of
USD172 million
Pengerang Gas Solutions Sdn Bhd was
incorporated in August 2016, a joint
venture with Linde Malaysia Sdn Bhd to
undertake the ASU project
EXCELLENT LIQUID PLANTEXTRACTION PERFORMANCE
Achieved 12 months Performance Based
Structure income of RM69 million
EXTERNAL FINANCING
Secured USD500 million term loan
from Mizuho Bank Ltd
PGB TRANSFORMATION
Completion of 3ZERO100
Transformation which focuses on
improvement of asset integrity, people
& culture and system & process
LNG REGASIFICATION TERMINALPENGERANG PROJECT
Advancing well at 75% completion
and on track to achieve commercial
operations by quarter four of 2017
PAGE: 11
ANNUAL REPORT 2016
Year 2012 2013 2014 2015 2016
Revenue (RM million) 3,576.8 3,892.1 4,391.7 4,455.9 4,561.3
Profit after tax (RM million) 1,404.9 2,078.9 1,842.1 1,985.9 1,736.3
Dividends per share (sen) 50.0 55.0 55.0 60.0 62.0
Earnings per share (sen) 71.0 105.1 93.1 100.4 87.9
Total assets (RM million) 12,438.3 13,222.4 13,260.5 14,382.0 16,553.6
Total equity (RM million) 9,167.2 10,265.5 10,569.0 11,594.9 12,161.2
Market capitalisation (RM million) 38,624.8 48,043.6 43,848.7 44,917.2 42,147.0
Share price (RM) 19.52 24.28 22.16 22.70 21.30
PAGE: 12
PETRONAS GAS BERHAD
5-YEAR FINANCIAL SUMMARY
‘12 ‘13 ‘14 ‘15 ‘16
3,5
76
.8
3,8
92
.1
4,3
91.
7
4,4
55
.9
4,5
61.
3
Revenue(RM million)
1,4
04
.9
2,0
78
.9
1,8
42
.1
1,9
85
.9
1,73
6.3
‘12 ‘13 ‘14 ‘15 ‘16
Profit After Tax(RM million)
71.
0
105
.1
93
.1
100
.4
87.
9
‘12 ‘13 ‘14 ‘15 ‘16
Earnings Per Share (EPS)(sen)
PAGE: 13
ANNUAL REPORT 2016
50
.0 55
.0
55
.0 60
.0
62
.0
‘12 ‘13 ‘14 ‘15 ‘16
Dividends Per Share(sen)
9,1
67.
2
10,2
65
.5
10,5
69
.0
11,5
94
.9
12,1
61.
2
‘12 ‘13 ‘14 ‘15 ‘16
Total Equity(RM million)
12,4
38
.3
13,2
22
.4
13,2
60
.5
14,3
82
.0
16,5
53
.6
‘12 ‘13 ‘14 ‘15 ‘16
Total Assets(RM million)
38
,62
4.8
48
,04
3.6
43
,84
8.7
44
,917
.2
42
,14
7.0
‘12 ‘13 ‘14 ‘15 ‘16
Market Capitalisation(RM million)
19.5
2
24
.28
22
.16
22
.70
21.
30
‘12 ‘13 ‘14 ‘15 ‘16
Share Price(RM)
Gas Processing Plant, Kertih, Terengganu
02
WHO WE ARE AND WHAT WE DO
16 Vision, Mission, and Shared Values
17 Corporate Information
18 Corporate Milestones
20 Our Profile
22 Our Presence and Operations
24 Strategic Business Unit
26 Group Corporate Structure
27 Group Organisational Structure
PAGE: 16
PETRONAS GAS BERHAD
PAGE : 16
PETRONAS GAS BERHAD
VISION
MISSION
SHARED VALUES
A LEADING GAS INFRASTRUCTURE AND UTILITIES COMPANY
• WE ARE A BUSINESS ENTITY
• GAS INFRASTRUCTURE
AND UTILITIES IS
OUR CORE BUSINESS
• WE OPERATE SAFELY, RELIABLY AND
COMPETITIVELY
• WE OPTIMISE THE GAS VALUE CHAIN TO
MAXIMISE RETURNS FOR OUR
STAKEHOLDERS
LOYALTY INTEGRITY PROFESSIONALISM COHESIVENESS
BOARD AUDIT COMMITTEE
HABIBAH ABDUL
(Chairman)
DATO’ AB. HALIM MOHYIDDIN
EMELIANA DALLAN RICE-OXLEY
HENG HEYOK CHIANG @ HENG HOCK CHENG
NOMINATION AND REMUNERATION COMMITTEE
DATO’ AB. HALIM MOHYIDDIN (Chairman)
HABIBAH ABDUL
HENG HEYOK CHIANG @ HENG HOCK CHENG
COMPANY SECRETARIES
INTAN SHAFINAS (TUTY) HUSSAIN
(LS 0009774)
YEAP KOK LEONG
(MAICSA 0862549)
REGISTERED OFFICE AND BUSINESS ADDRESS
Tower 1
PETRONAS Twin Towers
Kuala Lumpur City Centre
50088 Kuala Lumpur
Malaysia
Tel : (+603) 2051 5000
Fax : (+603) 2026 5505
REGISTRAR
Symphony Share Registrars Sdn Bhd
(378993-D)
Level 6, Symphony House
Pusat Dagangan Dana 1
Jalan PJU 1A/46
47301 Petaling Jaya
Selangor Darul Ehsan
Malaysia
Tel : (+603) 7841 8000
Fax : (+603) 7841 8151/7841 8152
AUDITORS
KPMG PLT (LLP0010081-LCA&AF0758)
Chartered Accountants
10th Floor, KPMG Tower
8, First Avenue, Bandar Utama
47800 Petaling Jaya
Selangor Darul Ehsan
Malaysia
Tel : (+603) 7721 3388
Fax : (+603) 7721 3399
BANKING SERVICES PROVIDER
PETRONAS Integrated Financial Shared Services
Centre (IFSSC)*
STOCK EXCHANGE LISTING
Main Market of Bursa Malaysia Securities Berhad
WEBSITE
www.petronasgas.com
* Banking requirements are managed centrally by IFSSC to
enable more efficient banking management for the Group
and the Company.
PAGE: 17
ANNUAL REPORT 2016
CORPORATE INFORMATION
1992• First salesgas delivery to Senoko
Power Station in Singapore via
submarine pipeline.
• Commissioning of GPP2 and
GPP3.
1994
• Commissioning of GPP4.
1995• Execution of 20-year Gas
Processing and Gas
Transmission Agreement (GPTA)
between PGSB and PETRONAS
on 31 March 1995, with
effective date 1 April 1994.
• Listed as PETRONAS Gas
Berhad (PGB) on the Main
Board of Bursa Malaysia
Securities Berhad (Bursa
Malaysia) which is formerly
known as Kuala Lumpur Stock
Exchange.
PAGE : 18
PETRONAS GAS BERHAD
CORPORATE MILESTONES
1983 • Incorporation of PETRONAS
Gas Sdn Bhd (PGSB) as a
wholly-owned subsidiary of
Petroliam Nasional Berhad
(PETRONAS) on 23 May 1983.
1984• Commissioning of Peninsular Gas
Utilisation (PGU) 1 and commissioning
of Gas Processing Plant (GPP) 1.
• First gas in and first salesgas delivery
to power and industrial customers.
1987 • Appointment of PGSB as a
throughput and servicing agent to
PETRONAS for PGU via Throughput
Agreement executed on 2 November
1987.
1991• Commissioning of PGU 2.
• Officiation of the Segamat Gas
Transmission Centre by the then
Prime Minister of Malaysia, Tun Dr.
Mahathir Mohamad.
1998• Completion of PGU 3.
• Execution of first Sale
and Purchase Agreement
with Centralised Utility
Facilities (CUF).
1999
• Commissioning of GPP5
and GPP6.
• First delivery of
electricity from CUF
Kertih and CUF Gebeng
to customers.
2000
• Secured RM1.4 billion from
domestic private debt securities
via Islamic Financing to partly
finance CUF project.
2005
• First gas in from
Malaysia-Thailand Joint
Development Area.
• Execution of Operation
and Maintenance
Services Agreement
with Trans Thai-
Malaysia (M) Sdn Bhd.
2010
• Announcement of the
development of
Malaysia’s first liquefied
natural gas (LNG)
Regasification Terminal
in Sungai Udang, Melaka
(RGTSU) by Prime
Minister of Malaysia,
Dato’ Sri Mohd Najib
Tun Haji Abdul Razak on
10 June 2010 under the
10th Malaysia Plan.
PAGE : 19
ANNUAL REPORT 2016
2011• Execution of Engineering,
Procurement, Construction,
Installation and Commissioning
Alliance Agreement between PGB
and consortium of contractors for
the development of RGTSU on 25
February 2011.
• PGB Network Code was
announced to Bursa Malaysia on
23 December 2011.
2009• Ground breaking ceremony
of Kimanis Power Plant
project by Chief Minister of
Sabah, Datuk Seri Panglima
Musa Haji Aman on 26
November 2009.
2013• Commissioning of
RGTSU on 23 May 2013.
• Commissioning of
Kimanis Power Plant.
2015• Completion of
Plant Rejuvenation
and Revamp
Project for GPP2,
3 and 4.
2016• Execution of USD500 million
Term Loan Facility Agreement
with Mizuho Bank Ltd to fund
capital projects.
• Successful completion of both
LNG tanks for LNG
Regasification Terminal at
Pengerang.
2014
• Operationalisation of Kimanis
Power Plant in November
2014.
• Executed a series of
agreements for the
development of Malaysia’s
Second LNG Regasification
Terminal in Pengerang
(RGTP).
• Execution of Heads of
Agreement with Linde to
develop an Air Separation
Unit for Pengerang
Integrated Complex.
• Execution of the new Gas
Processing Agreement (GPA)
and Gas Transportation
Agreements (GTA) with
PETRONAS for another
20 years.
PETRONAS Gas Berhad (PGB) was initially a wholly-owned
subsidiary of PETRONAS, the Malaysia’s national oil
corporation, which upon listing owns 60.63% of its shares
while the remaining 39.37% is held by financial institutions
and retail shareholders.
Today, we are one of the largest companies on the local
bourse, in terms of market capitalisation. We are is also
Malaysia’s leading gas infrastructure and utilities company with
core businesses in Gas Processing (GP), Gas Transportation
(GT), Utilities (UT) and Regasification (RGT).
We process PETRONAS’ natural gas piped from offshore
fields, transports the processed gas via Peninsular Gas
Utilisation (PGU) pipeline network to PETRONAS’ customers
in Malaysia and Singapore. In addition, we also supply
electricity, steam and industrial gases for our customers at
Kertih Integrated Petrochemical Complex in Terengganu and
Gebeng Industrial Area in Pahang.
PAGE: 20
PETRONAS GAS BERHAD
OUR PROFILE
PETRONAS GAS BERHAD
(PGB) WAS INCORPORATED
IN 1983 AND WAS LISTED
ON THE MAIN MARKET
OF BURSA MALAYSIA
SECURITIES BERHAD
ON 4 SEPTEMBER 1995
We have staff strength of 2,117 employees nationwide. The
majority of the staff are based at its plant operations located in
Kertih and Santong, Terengganu and in Gebeng, Pahang.
We operate from our headquarter at the PETRONAS Twin
Towers in Kuala Lumpur as well as nine regional offices in
Peninsular Malaysia and three in East Malaysia.
In 2013, we further broadened its business portfolio with the
commissioning of the liquefied natural gas (LNG) Regasification
Terminal in Sungai Udang, Melaka, the Malaysia’s first
regasification facility.
Over the years, we have expanded our business and this
includes venturing into power generation in Sabah in 2011,
through a 60% joint venture company, Kimanis Power Sdn
Bhd, which commenced its full commercial operations end
of 2014.
We are also constructing two new plants, second LNG
Regasification Terminal and Air Separation Unit (ASU) in
Pengerang, Johor which are expected to complete by end
2017 and end 2018 respectively.
PAGE: 21
ANNUAL REPORT 2016
MAIN PIPELINE LENGTH GAS – IN
PGU I : Kertih - Teluk Kalong 32 km 1983
PGU II 714 km
Sector I : Teluk Kalong - Segamat 265 km 1991
Sector II : Segamat - Kapar 241 km 1991
Sector III : Segamat - Plentong 208 km 1991
MAIN PIPELINE LENGTH GAS – IN
PGU III 450 km
Sector I : Meru - Lumut 184 km 1996
Sector II : Lumut - Gurun 130 km 1996
Sector III : Gurun - Pauh 136 km 1996
Loop 1 : Kertih - Segamat 266 km 1999
Loop 2 : Segamat - Meru 228 km 2000
PULAUPINANG
GPS
Utilities Kertih
Utilities Gebeng
GPK
STRAITSOF MELAKA
SOUTH CHINA SEA
PERAK
SELANGOR
PAHANG
KEDAH
KELANTANTERENGGANU
MELAKA
JOHOR
SINGAPORE
NEGERISEMBILAN
PERLIS
In Progress
PAGE: 22
PETRONAS GAS BERHAD
OUR PRESENCE AND OPERATIONS
SALESGAS CUSTOMERS (PENINSULAR MALAYSIA)
POWER1. TNB Tuanku Jaafar
2. Segari Energy Ventures
3. TNB Paka
4. Panglima Power, Teluk Gong
5. Genting Sanyen Power
NON-POWER1. Gas Malaysia Bhd
2. PETRONAS Penapisan Melaka (M) Sdn Bhd
3. PETRONAS Chemical Fertiliser Kedah Sdn Bhd
4. LOTTE Chemical Titan (M) Sdn Bhd
5. White Horse Ceramic Industries Sdn Bhd
EXPORT1. Senoko Energy
2 Keppel Energy
N
SARAWAK
Miri
Bintulu
SABAH
Kimanis
SOUTH CHINA SEA
Tenaga Nasional Berhad
Power Station
Independent Power
Producer Power Station
Kimanis Power Plant
Gas Processing Plant
(GPP)
Utilities Plant
Compressor Station
Offshore LNG
Regasification Terminal
Industry
SALESGAS CUSTOMERS (EAST MALAYSIA)
SARAWAK1. SESCO Miri Power Station
2. Sarawak Gas Distribution System
3. Bintulu Edible Oils Sdn Bhd
4. Syarikat Sebangun Sdn Bhd
5. Sime Darby Austral Sdn Bhd
6. Biport Bulkers Sdn Bhd
SABAH1. Kimanis Power Plant
2. SPR Energy (M) Sdn Bhd
3. PETRONAS Chemical Fertiliser Sabah Sdn Bhd
PGB TOTAL PIPELINE LENGTH (IN OPERATION) LENGTH (km)
Main 1,690
Lateral 458
Liquid 373
Sarawak 39
RGTSU 30
Total 2,590
COMPLEX GPP CAPACITY (mmscfd)
Gas Processing Kertih 1 310
2 250
3 250
4 250
Gas Processing Santong 5 500
6 500
Total 2,060
LNG REGASIFICATION TERMINAL CAPACITY (mmscfd)
Sungai Udang, Melaka 530
Onshore LNG
Regasification Terminal
Air Separation Unit
PAGE: 23
ANNUAL REPORT 2016
STRATEGIC BUSINESS UNIT
Gas Transportation is operated by Gas
Transmission and Regasification (GTR) Division, whereby we
manage the gas transmission pipelines covering much of
West Malaysia known as the PGU pipeline network. We
operate the pipeline network from our main Control Center
located in Segamat, Johor and the salesgas is transported to
PETRONAS’ customers in power and non-power sector via
our 2,551 km PGU pipeline. Our current PGU pipeline
network has the capacity to transport up to 3,000 mmscfd
of gas. We also transport small volumes of salesgas for
PETRONAS’ customers via our gas distribution system in Miri
and Bintulu, Sarawak, as well as manage the gas pipeline in
Kimanis, Sabah. We receive gas transportation fees based on
capacity booking following the 20-year Gas Transportation
Agreements (GTA) with PETRONAS.
Gas Processing
is one of our primary business
segments and is operated by Gas
Processing and Utilities (GPU) Division.
Our six gas processing plants in
Terengganu are located in two complexes,
Gas Processing Kertih (GPK) and Gas Processing
Santong (GPS), which have a combined capacity to
process over 2,000 million standard cubic feet per day
(mmscfd) of feedgas. These plants processes feedgas
from offshore of East Peninsular Malaysia into salesgas,
ethane, propane and butane on behalf of PETRONAS which
are then supplied to PETRONAS’ customers through our
Peninsular Gas Utilisation (PGU) pipeline network. In return, we
receive gas processing fees, comprising mainly fixed
reservation charges under a 20-year Gas Processing
Agreement (GPA) with PETRONAS.
PAGE: 24
PETRONAS GAS BERHAD
OUR FOUR CORE
BUSINESS SEGMENTS ARE
GAS PROCESSING,
GAS TRANSPORTATION,
UTILITIES AND
REGASIFICATION.
Regasification is operated by GTR Division. We operate
and maintain our offshore liquefied natural gas (LNG)
Regasification Terminal Sungai Udang in Melaka (RGTSU),
which began its commercial operations in the second
quarter of 2013 and soon will be the operator for LNG
Regasification Terminal in Pengerang, Johor (RGTP).
The facility receives vessels carrying PETRONAS’
LNG imported from around the world, stores it
in two floating storage units and converts
the LNG into gas before injecting it into
the PGU pipeline network for
distribution to PETRONAS’
customers. We receive
regasification fee based on
capacity underwritten from
the 20-year
Regasification services
Agreement (RSA)
with PETRONAS.
Utilities is operated by GPU Division comprising
two complexes – Utilities Kertih (UK) in Terengganu and
Utilities Gebeng (UG) in Pahang. The utilities plants provide
reliable supply of electricity, steam, industrial gaseous and
other by-products such as liquid oxygen, liquid nitrogen,
demineralised water, raw water, cooling water and boiler
feed water to various petrochemical plants operating in the
Kertih Integrated Petrochemical Complex (KIPC) in
Terengganu and Gebeng Industrial Area in Pahang. We
receive utilities revenue based on the volume of products
sold to customers.
We have expanded our utilities business by venturing into
power generation in Kimanis, Sabah through a 60% joint
venture company, Kimanis Power Sdn Bhd, which
commenced its power plant operations fully from end
of 2014.
PAGE: 25
ANNUAL REPORT 2016
PETRONAS GAS BERHAD
SUBSIDIARIES JOINT VENTURES ASSOCIATE
PENGERANG LNG (TWO) SDN BHD
65%PETRONAS GAS BERHAD
25%DIALOG LNG SDN BHD
10%STATE SECRETARY
JOHOR (INCORPORATED)
36%PUBLIC SHAREHOLDERS
31%MMC BERHAD
18%TOKYO GAS-MITSUI
HOLDINGS
15%PETRONAS GAS BERHAD
INDUSTRIAL GASES SOLUTIONS SDN BHD
GAS MALAYSIA BERHAD
KIMANIS POWER SDN BHD*
KIMANIS O&M SDN BHD*
PENGERANG GAS SOLUTIONS SDN BHD*
REGAS TERMINAL (SG. UDANG) SDN BHD
REGAS TERMINAL (PENGERANG) SDN BHD
REGAS TERMINAL (LAHAD DATU) SDN BHD
* Although the Group has more than 50% ownership
in the equity interests of Kimanis Power Sdn Bhd,
Kimanis O&M Sdn Bhd and Pengerang Gas Solutions
Sdn Bhd, the Group treats these companies as joint
ventures in accordance with Malaysian Financial
Reporting Standards. Read more details on page 66
of the Financial Report.
100%PETRONAS GAS BERHAD
50%PETRONAS GAS BERHAD
50%LINDE MALAYSIA SDN BHD
60%PETRONAS GAS BERHAD
40%NRG CONSORTIUM (SABAH)
SDN BHD
60%PETRONAS GAS BERHAD
40%NRG CONSORTIUM (SABAH)
SDN BHD
51%PETRONAS GAS BERHAD
49%LINDE MALAYSIA SDN BHD
100%PETRONAS GAS BERHAD
100%PETRONAS GAS BERHAD
PAGE: 26
PETRONAS GAS BERHAD
GROUP CORPORATE STRUCTURE
BOARD OF DIRECTORS
BOARD AUDITCOMMITTEE
INTERNALAUDIT*
GAS PROCESSINGAND UTILITIES
LEGAL ANDCORPORATE
SECRETARIAT*
GAS TRANSMISSION
AND REGASIFICATION
BUSINESS EXCELLENCE
FINANCE
BUSINESS DEVELOPMENT AND
COMMERCIAL
HUMAN RESOURCE
MANAGEMENT
NOMINATIONAND
REMUNERATIONCOMMITTEE
MANAGING DIRECTOR/CHIEF EXECUTIVE OFFICER
LEADERSHIP TEAM
* Internal Audit and Legal and Corporate Secretariat
functions are undertaken by Group Internal Audit,
PETRONAS and Group Legal, PETRONAS respectively.
PAGE: 27
ANNUAL REPORT 2016
GROUP ORGANISATIONAL STRUCTURE
03
MESSAGE TO SHAREHOLDERS
32 Chairman’s Statement
DATUK MOHD ANUAR TAIB Chairman
PETRONAS Gas Berhad
TRANSFORMING TO A GREATER
HEIGHTS
PAGE: 32
PETRONAS GAS BERHAD
CHAIRMAN’S STATEMENT
“THE GROUP’S RESILIENT PERFORMANCE HAS ALLOWED US TO SUSTAIN A MARKET CAPITALISATION OF RM42 BILLION. WITH
OUR HEALTHY PROFIT, MOREOVER, WE ARE ABLE TO PAY OUR HIGHEST EVER DIVIDEND OF 62 SEN PER SHARE FOR THE
FINANCIAL YEAR 2016, WHICH REPRESENTS A PAYOUT RATIO OF 71%, ON PAR WITH THE INDUSTRY AVERAGE.”
Dear Shareholders,
The world in 2016 continued to be in the grips of a challenging economic landscape, with
dampened trade, low levels of investment and reduced productivity leading to economic
slowdowns generally. In Malaysia, despite slower economic growth that of 2015, private
investments and domestic demand remained robust.
Within this environment, PETRONAS Gas Berhad (PGB) continued to enjoy financial stability through
long-term agreements for processing, regasifying and transporting gas from PETRONAS to its
customers. In addition, PGB benefited from the performance – based revenue by achieving its world
class performance level and additional revenue from sales of utilities to customers in Kertih, Terengganu
and Gebeng, Pahang.
The significant improvement in performance is an outcome of our extensive Transformation Plan under
the banner 3ZERO100. The first phase, 3ZERO100 Transformation, completed in December 2016
followed by the second phase called 3ZERO100 Beyond. Each phase consists of a period of two years.
3ZERO100 Beyond seeks to further elevate our competitiveness and efficiencies to be on par with
world benchmarks in terms of cost, energy utilisation and manpower, while achieving sustainable, safe
and reliable operations. Health, Safety, Security and Environment (HSSE), which featured prominently in
the first phase, will continue to be a key focus area as the safety of our people and contractors
will always be our top priority.
PAGE: 33
ANNUAL REPORT 2016
REVENUE
2016: RM4.6 billion
+2.4%
PROFIT AFTER TAX
2016: RM1.7 billion
-0.4%
I am pleased to share that early wins
under the 3ZERO100 Transformation,
together with a robust business base,
enabled us to record a commendable
financial performance in 2016. We
maintained a healthy revenue of
RM4,561.3 million, which was 2.4%
higher than in FY2015, while our profit
stood at RM1,736.3 million, just 0.4%
less than the normalised profit
excluding tax incentives and foreign
exchange loss recorded in FY2015. This
minor reduction in profit is due to
investments in asset integrity and
reliability as part of 3ZERO100
Transformation, a needed and prudent
investment to ensure long-term
sustainability of our business.
Our performance have been recognised
both nationally and internationally. In
2016, our list of accolades expanded
with recognition by the United
Kingdom-based Royal Society for the
Prevention of Accidents (ROSPA) and
the International Convention on Quality
Control Circles (ICQCC) for our high
standards of occupational health and
safety, as well as for innovation and
quality. In addition, we were
acknowledged by the National Annual
Corporate Report Awards (NACRA) and
the Minority Shareholder Watchdog
Group (MSWG) for the third
consecutive year, for our commitment
to transparency, strong governance and
good corporate reporting.
While strengthening our foundations
we continue to grow for the future. It
gives me great pleasure to share that
we are making steady headway in two
new projects in the Pengerang
Integrated Complex (PIC) in Johor.
During the year, we formed a joint
venture company with one of the
world’s leading industrial gas players,
Linde Malaysia Sdn Bhd, to undertake
the development of the Air Separation
Unit (ASU), which is the third in the
Group. Concurrently, our second
liquified natural gas (LNG)
Regasification Terminal is progressing
as planned and is expected to be
completed by end 2017. These two
developments will increase our capacity
and will integrate us into PIC, which is
set to become a major regional oil and
gas downstream hub.
Going into 2017, we will continue to
focus on our core businesses. At the
same time, we will work closely with
the Energy Commission (EC) to ensure
the smooth implementation of the Gas
Supply (Amendment) Act 2016. The
amendment, which provides for
Third Party Access to our pipelines and
regasification capacity, marks a defining
change to the industry. We are
supportive of this development and
preparing ourselves well to be the
safest, most reliable and efficient gas
transporter and utilities management in
the country.
The Group will look continuously for
growth opportunities leveraging on our
core competencies in the gas
infrastructure and utilities business.
Towards this end, we have close
collaboration with the Malaysian
Industrial Development Authority
(MIDA), East Coast Economic Region
(ECER), Economic Planning Unit (EPU)
and EC to identify potential ventures
that would enable us to expand our
existing business with the ultimate
objective of ensuring higher returns to
our shareholders.
It is paramount that we ensure our
growth is achieved in a manner that is
sustainable. This, in turn, is reflected by
elements of sustainability that have been
fully integrated into the Company’s
business value chain, as highlighted in
our Sustainability Report. The report itself
is a new development, and underlines
our commitment to creating
transparency in matters that are
important to our stakeholders.
A key consideration in upholding
corporate governance is to ensure a
good balance of perspectives, diversity
and views on the Board. With this in
mind, during the year, we appointed
three new Directors, Emeliana Dallan
Rice-Oxley, Wan Shamilah Wan
Muhammad Saidi and Heng Heyok
Chiang @ Heng Hock Cheng, who
bring with them vast skills and
expertise in divergent fields, further
enhancing the collective experience of
the PGB Board.
* Based on normalised FY2015, excluding tax incentives and
unrealised foreign exchange of RM243.2 million
*
PAGE: 34
PETRONAS GAS BERHAD
CHAIRMAN’S STATEMENT
We also bid farewell to Dato’ N.
Sadasivan N.N. Pillay, Datuk Rosli Boni,
Ir. Pramod Kumar Karunakaran, Lim
Beng Choon and my predecessor, Tan
Sri Dato’ Seri Shamsul Azhar Abbas. On
behalf of my colleagues, I would like
to express our gratitude to them for
their time and dedication, and
especially to Dato’ N. Sadasivan N.N.
Pillay for his 21 years of commitment
to the PGB Board, and Tan Sri Dato’
Seri Shamsul Azhar Abbas for his
exemplary leadership and wise counsel.
To our shareholders, it gives me
pleasure to share that the Group’s
resilient performance has allowed us to
sustain a market capitalisation of RM42
billion. For the financial year 2016, we
are able to pay dividend of 62 sen per
share, our highest ever. This represents
a payout ratio of 71%, on par with the
industry average.
The Company is certainly making great
strides, to enhance our shareholders
value. For this, I would like to
acknowledge the support provided by
various federal and state agencies
involved in the gas industry.
A big thank you also goes to the true
‘engine of growth’ of this company
– our very able Leadership Team as
well as all our dedicated employees.
With your hard work and commitment,
we can make great things happen.
Thank you.
ANUAR TAIB
PAGE: 35
ANNUAL REPORT 2016
04
LEADERSHIP
38 Board of Directors
40 Our Board at A Glance
41 Profile of Directors
48 Leadership Team
50 Profile of Leadership Team
BOARD OF
DIREC
From left:
1. WAN SHAMILAH WAN MUHAMMAD SAIDI
(Non-Independent Non-Executive
Director)
2. HENG HEYOK CHIANG @ HENG HOCK CHENG
(Independent Non-Executive Director)
3. EMELIANA DALLAN RICE-OXLEY
(Non-Independent Non-Executive
Director)
4. DATUK MOHD ANUAR TAIB
(Chairman, Non-Independent
Non-Executive Director)
PAGE: 38
PETRONAS GAS BERHAD
CTORS
5. YUSA’ HASSAN
(Managing Director/
Chief Executive Officer)
6. HABIBAH ABDUL
(Senior Independent Director)
7. DATO’ AB. HALIM MOHYIDDIN
(Independent Non-Executive
Director)
8. INTAN SHAFINAS (TUTY) HUSSAIN
(Company Secretary)
9. YEAP KOK LEONG
(Company Secretary)
PAGE: 39
ANNUAL REPORT 2016
PAGE: 40
PETRONAS GAS BERHAD
OUR BOARD
AT A GLANCEBOARD COMPOSITION
SKILLS AND EXPERIENCE
01
02
03
04
05
06
07
3
4 4
5
7 7
4
3 3
6 6
3 2 1 1
Non-Independent
Non-Executive Directors
(Including the Chairman)
Fin
an
ce
/Au
dit
Ec
on
om
ics
En
gin
ee
rin
g/T
ec
hn
ica
l
Co
mm
erc
ial/
Ma
rke
tin
g
Op
era
tio
ns
Co
rpo
rate
Pla
nn
ing
an
d D
ev
elo
pm
en
t
Hu
ma
n R
eso
urc
e
Oil
an
d G
as
Ba
nk
ing
an
d F
ina
nc
e
Sh
ipp
ing
/Lo
gis
tic
s
Re
gio
na
l/In
tern
ati
on
al
Independent
Non-Executive Directors
Executive Director
(Managing Director/
Chief Executive Officer)
Senior Independent
Director
Declaration
None of the Directors have been changed for any offences within the past five years other
than traffic offences, if any
DATUK MOHD ANUAR TAIB Chairman, Non-Independent Non-Executive Director
Malay, Malaysian (age 48, Male)
Date of Appointment: 1 January 2017
Length of Service (As at 17 February 2017): 2 months
ATATATATATATATATATATAcademic/Professional Qualifications
• Bachelor of Science in Mechanical Engineering, Case Western Reserve
University, United States of America
• Masters of Business Administration in International Management, Royal
Melbourne Institute of Technology University, Melbourne, Australia
Present Directorship
Listed Entities:(i) PETRONAS Gas Berhad
Public companies: Nil
Present Appointments
• Executive Vice President and Chief Executive Officer, PETRONAS Upstream
• Member, PETRONAS Executive Leadership Team
• Chairman of Advisory Council, Society of Petroleum Engineers Asia Pacific
• Board Member, various companies in PETRONAS
Past Experience
• Chief Executive Officer, PETRONAS Development and Production
• Senior Vice President, PETRONAS Upstream Malaysia
• Chairman, Shell Malaysia
• Chairman, Shell Refining Company (Federation of Malaya) Berhad
• 27 years of extensive experience in oil and gas industry
Declaration
• No family relationship with any Director/Major Shareholder
• No conflict of interest with PETRONAS Gas Berhad
PAGE: 41
ANNUAL REPORT 2016
PROFILE OF DIRECTORS
YUSA’ HASSANManaging Director/Chief Executive Officer
Malay, Malaysian (age 54, Male)
Date of Appointment: 1 July 2013
Length of Service (As at 17 February 2017): 3 years 7 months
YHYHYHYHYHYHYHYHYHAcademic/Professional Qualification
• Bachelor of Science in Mechanical Engineering, West Virginia University, United
States of America
Present Directorships
Listed Entities:(i) PETRONAS Gas Berhad
(ii) Gas Malaysia Berhad
Public companies: Nil
Present Appointments
• Managing Director/Chief Executive Officer
• PETRONAS Skill Group Advisor for Mechanical Engineers SKG12
• Board Member, various companies in PETRONAS
Past Experience
• Head of Olefins and Derivative Business, PETRONAS Chemicals Group Berhad
• Head of Fertiliser and Methanol Business Division, PETRONAS Chemicals Group
Berhad
• Held various senior and top management positions in PETRONAS Penapisan
(Terengganu) Sdn Bhd and PETRONAS Chemicals MTBE Sdn Bhd
• Involved in the design, construction and commissioning of greenfield Ammonia
Syngas Project, PETRONAS Ammonia Sdn Bhd (now known as PETRONAS
Chemicals Ammonia Sdn Bhd
Declaration
• No family relationship with any Director/Major Shareholder
• No conflict of interest with PETRONAS Gas Berhad
PROFILE OF DIRECTORS
PAGE: 42
PETRONAS GAS BERHAD
HAHAHAHAHAHAHAHAHAHAHABIBAH ABDUL
Senior Independent Director
Malay, Malaysian (age 61, Female)
Date of Appointment: 13 September 2013
Length of Service (As at 17 February 2017): 3 years 5 months
Academic/Professional Qualifications
• Bachelor of Economics (Accounting), University Malaya
• Member, Institute of Chartered Accountants in England and Wales
• Member, Malaysian Institute of Certified Public Accountants
• Member, Malaysian Institute of Accountants
Present Directorships
Listed Entities:(i) PETRONAS Gas Berhad
(ii) KLCC Property Holdings Berhad
Public companies:Nil
Present Appointments
• Chairman, Board Audit Committee, PETRONAS Gas Berhad
• Member, Nomination and Remuneration Committee, PETRONAS Gas Berhad
• Member, Board Audit Committee, KLCC Property Holdings Berhad
• Member, Nomination and Remuneration Committee, KLCC Property Holdings Berhad
Past Experience
• Member of Securities Commission
• Experienced in providing audit and business advisory services to several large
public listed, multinationals and local corporations
• Partner, Arthur Andersen
• Partner, Ernst & Young
Declaration
• No family relationship with any Director/Major Shareholder
• No conflict of interest with PETRONAS Gas Berhad
PAGE: 43
ANNUAL REPORT 2016
HMHMHMHMHMHMHMHMHMHMDATO’ AB. HALIM MOHYIDDIN Independent Non-Executive Director
Malay, Malaysian (age 71, Male)
Date of Appointment: 4 August 2011
Length of Service (As at 17 February 2017): 5 years 6 months
PROFILE OF DIRECTORS
PAGE: 44
PETRONAS GAS BERHAD
Academic/Professional Qualifications
• Master of Business Administration, University of Alberta, Canada
• Bachelor of Economics in Accounting, University Malaya
• Diploma in Accountancy, University Malaya
• Member, Malaysian Institute of Certified Public Accountants
• Member, Malaysian Institute of Accountants
Present Directorships
Listed Entities: (i) PETRONAS Gas Berhad
(ii) MISC Berhad
(iii) Amway (Malaysia) Holdings Berhad
(iv) KNM Group Berhad
Public companies: Nil
Present Appointments
• Chairman, MISC Berhad
• Chairman, Amway (Malaysia) Holdings Berhad
• Chairman, KNM Group Berhad
• Chairman, Nomination and Remuneration Committee, PETRONAS Gas Berhad
• Chairman, Board Audit Committee, Amway (Malaysia) Holdings Berhad
• Chairman, Nomination Committee, KNM Group Berhad
• Chairman, Audit Committee, KNM Group Berhad
• Member, Board Audit Committee, PETRONAS Gas Berhad
• Member, Nomination Committee, Amway (Malaysia) Holdings Berhad
• Member, Remuneration Committee, Amway (Malaysia) Holdings Berhad
• Member, Remuneration Committee, KNM Group Berhad
Past Experience
• Partner, KPMG/KPMG Desa Megat & Co
• Member, Education Committee International Federation of Accountants
Declaration
• No family relationship with any Director/Major Shareholder
• No conflict of interest with PETRONAS Gas Berhad
EROEROEROEROEROEROEROEROEROEROEMELIANA DALLAN RICE-OXLEYNon-Independent Non-Executive Director
Anglo-Bisaya, Malaysian (age 54, Female)
Date of Appointment: 1 September 2016
Length of Service (As at 17 February 2017): 6 months
Academic/Professional Qualifications
• Degree in Geology University of South Carolina, United States of America
• Advanced Management Programme, Harvard Business School
Present Directorship
Listed Entities:(i) PETRONAS Gas Berhad
Public companies: Nil
Present Appointments
• Vice President, Exploration PETRONAS Upstream
• Member, Board Audit Committee of PETRONAS Gas Berhad
• Member, Upstream Leadership Team, PETRONAS
• Member, Upstream PDC, PETRONAS
• Champion, Upstream PETRONAS Leading Women Network
• Board Member, various companies in PETRONAS
Past Experience
• Vice President of Exploration Malaysia, PETRONAS
• Led PETRONAS strategy to accelerate monetisation of the gas-rich resources
in East Malaysia as well as international exploration growth
• Served numerous technical and managerial roles in Malaysia, Central North
Sea, Brazil, Onshore United States of America and Latin America for Shell
• Exploration Portfolio and Planning Manager for Asia Pacific region for Shell
Declaration
• No family relationship with any Director/Major Shareholder
• No conflict of interest with PETRONAS Gas Berhad
PAGE: 45
ANNUAL REPORT 2016
WSWSWSWSWSWSWSWSWSWSWAN SHAMILAH WAN MUHAMMAD SAIDI Non-Independent Non-Executive Director
Malay, Malaysian (age 46, Female)
Date of Appointment: 1 September 2016
Length of Service (As at 17 February 2017): 6 months
Academic/Professional Qualifications
• Degree in Economics and Accounting, University of Bristol, United Kingdom
• Fellow, Institute of Chartered Accountants in England & Wales
• Advanced Management Programme, Harvard Business School
• Member, Malaysian Institute of Accountants
Present Directorship
Listed Entities:(i) PETRONAS Gas Berhad
Public companies:Nil
Present Appointments
• Chief Digital Officer, PETRONAS
• Board Member, various companies in PETRONAS
Past Experience
• Senior General Manager, Corporate Strategic Planning, PETRONAS
• Chief Financial Officer, PETRONAS Chemicals Group Berhad
• Senior General Manager, Crude Oil Group, PETRONAS
• General Manager Finance, Malaysia LNG Sdn Bhd
• General Manager Finance, PETRONAS Gas Berhad
Declaration
• No family relationship with any Director/Major Shareholder
• No conflict of interest with PETRONAS Gas Berhad
PROFILE OF DIRECTORS
PAGE: 46
PETRONAS GAS BERHAD
HCHCHCHCHCHCHCHCHCHCHENG HEYOK CHIANG @ HENG HOCK CHENG
Independent Non-Executive Director
Chinese, Malaysian (age 68, Male)
Date of Appointment: 1 January 2017
Length of Service (As at 17 February 2017): 2 months
Academic/Professional Qualification
• Bachelor of Science (Honours) in Chemical Engineering University of
Birmingham, United Kingdom
Present Directorships
Listed Entities:• PETRONAS Gas Berhad
• Malaysian Marine and Heavy Engineering Holdings Berhad
• Shell Refining Company (Federation of Malaya) Berhad
Public companies: Nil
Present Appointments
• Chairman, Board Bid Committee, Malaysian Marine and Heavy Engineering
Holdings Berhad
• Member, Nomination and Remuneration Committee, PETRONAS Gas Berhad
• Member, Board Audit Committee, PETRONAS Gas Berhad
• Member, Board Audit Committee, Shell Refining Company (Federation of Malaya)
Berhad
• Member, Board Audit Committee, Malaysian Marine and Heavy Engineering
• Member, Nomination and Remuneration Committee, Malaysian Marine and Heavy
Engineering
• Advisor, Dialog Group Berhad
Past Experience
• Chairman, Shell China
• Managing Director, Shell Gas & Power Malaysia
• Technical Director, Sarawak Shell Berhad/Sabah Shell Petroleum Co. Ltd.
• Extensive experience in Upstream, Downstream and Gas & Power Divisions with Shell
Description
• No family relationship with any Director/Major Shareholder
• No conflict of interest with PETRONAS Gas Berhad
PAGE: 47
ANNUAL REPORT 2016
PAGE: 48
PETRONAS GAS BERHAD
LEADERSHIP TEAM
PAGE: 49
ANNUAL REPORT 2016
YHYusa’ was appointed to his current position on 1 July 2013
Responsibilities
• Spearheads PETRONAS Gas Berhad (PGB) overall business
growth and transformation strategies
• Responsible for driving the execution of PGB Group’s
business targets to meet its aspirations and visions
• Oversees and ensures an optimum balance between
driving operational excellence and strong governance in
creating sustainable values for shareholders and all
stakeholders
Experience
• 30 years of experience in petrochemicals, refinery and
gas businesses in PETRONAS; covering areas like
operations, projects and commercial
• Held various engineering and management positions for
numerous operating units in PETRONAS
• Appointed as Head of Olefins and Derivative Business,
PETRONAS Chemicals Group Berhad
Qualification
• Bachelor of Science in Mechanical Engineering, West
Virginia University, United States of America
Committee Memberships/Appointments
• Chairman of:
– Kimanis Power Sdn Bhd
– Kimanis O&M Sdn Bhd
– Regas Terminal (Sg. Udang) Sdn Bhd
– Regas Terminal (Pengerang) Sdn Bhd
– Regas Terminal (Lahad Datu) Sdn Bhd
– Pengerang LNG (Two) Sdn Bhd
External Appointment
• Director, Gas Malaysia Berhad
YUSA’ HASSANManaging Director/Chief Executive Officer (MD/CEO)
Malaysian
54 Years
Male
N
A
G
PAGE: 50
PETRONAS GAS BERHAD
PROFILE OF LEADERSHIP TEAM
KN
Mohd Kabir was appointed to his current position on 1 July 2015
Responsibilities
• Responsible for the overall management and operations
of Gas Processing and Utilities facilities by ensuring safe,
optimum and efficient plant operations
• Ensure delivery of contracted utilities which satisfies
customers’ requirements as well as achieving optimum
gas value chain for PETRONAS and PGB
• Ensure compliance with regulations and statutory
requirements
Experience
• Began his career in 1991, serving as a member of
Production Technology at PETRONAS Penapisan
(Terengganu) Sdn Bhd (PP(T)SB)
• Production Specialist in PETRONAS Penapisan (Melaka)
Sdn Bhd (PP(M)SB) from 1993 until 1998, and
subsequently progressed his career in various positions
within PP(M)SB
• Appointed as the General Manager of Operation at
Malaysia LNG Sdn Bhd (MLNG) in 2011
• Appointed as Head of Production, Gas Processing and
Utilities Division (GPU) in April 2015
Qualification
• Degree in Chemical Engineering, University of Leeds,
United Kingdom
Committee Membership/Appointment
• Director of Industrial Gases Solutions Sdn Bhd
External Appointment
• Nil
MOHD KABIR NOORDINHead of Gas Processing and Utilities Division
Malaysian
51 Years
Male
N
A
G
PAGE: 51
ANNUAL REPORT 2016
BA
BURHAN ABDULLAHHead of Gas Transmission and Regasification Division
Burhan assumed his current position on 1 January 2017
Responsibilities
• Responsible for the overall management and operations
of Gas Transmission and Regasification facilities by
ensuring safe, optimum and efficient pipeline network and
regasification operations
• Ensure delivery of gas which satisfy PETRONAS’
customers requirements as well as achieving optimum
gas value chain for PETRONAS
• Ensure compliance with regulations and statutory
requirements
Experience
• Started his career in 1991 as Operation Engineer at
PETRONAS Penapisan (Terengganu) Sdn Bhd (PP(T)SB)
• Part of commissioning team to commission PETRONAS 1st
Ethylene Cracker, Ethylene Malaysia Sdn Bhd in 1996
• Served as Shift Supervisor and later as Utilities Offsite and
Process Manager from 1997 to 2006. Subsequently,
served as Senior Operation Managers, Gas Processing
Kertih and later on to Gas Processing Santong from 2007
until 2013
• Appointed as Vice President Operations, Trans-Thai
Malaysia (Thailand) Ltd (TTMT) in 2014 until 2016
Qualifications
• Bachelor of Chemical Engineering from University of
Texas A&I, United States of America
• First Grade Steam Engineer from Malaysian Department of
Occupational Safety & Health
Committee Membership/Appointment
• Chief Executive Officer of Regas Terminal (Sg. Udang)
Sdn Bhd
External Appointment
• Nil
Malaysian
50 Years
Male
N
A
G
PROFILE OF LEADERSHIP TEAM
PAGE: 52
PETRONAS GAS BERHAD
AAJAida Aziza is currently the Chief Financial Officer effective September 2012
Responsibilities
• Responsible for the Group’s financial, planning and
reporting, capital funding and treasury management,
procurement and investor relations
• Develop and implement initiatives and strategies to
manage financial risks and improve the Group’s capital
structure and financial performance
• Provide strategic support to the business particularly in
new business ventures and commercial arrangements
Experience
• Began her career with PETRONAS in October 1996 as
Executive in the Budget Department
• Subsequently, held various positions within PETRONAS
until 2005 covering areas of reporting, planning and
budgeting and taxation
• Appointed as Manager, Operations Accounting and Loan
Management, PGB from 2005 to 2008
• Appointed, as General Manager of Finance and Accounts
Services in PETRONAS from 2011 to 2012, responsible for
financial reporting including accounting standards setting
for PETRONAS Group of companies
Qualifications
• Bachelor of Accounting and Finance, University of
Lancaster, United Kingdom
• Fellow of the Association of Chartered Certified
Accountant of United Kingdom
Committee Memberships/Appointments
• Director of
– Pengerang LNG (Two) Sdn Bhd
– Kimanis Power Sdn Bhd
– Kimanis O&M Sdn Bhd
– Pengerang Gas Solutions Sdn Bhd
– Gas District Cooling (UTP) Sdn Bhd
– TTM Sukuk Berhad
External Appointment
• Alternate Director, Gas Malaysia Berhad
AIDA AZIZA MOHD JAMALUDINChief Financial Officer
Malaysian
43 Years
Female
N
A
G
PAGE: 53
ANNUAL REPORT 2016
ARSAbdul Razak assumed the position of Head of Business Development and Commercial Division (formerly known as Commercial and Corporate Services Division) in February 2013
Responsibilities
• Responsible to maximise profitability for the Group through
effective business development, commercial negotiations and
resolutions, business ventures management, land acquisition &
management and Third Party Access (TPA) & regulatory
Experience
• Started his 24 years of career as a Procurement Executive
in PGB Transmission Operation Division (currently known
as Gas Transmission and Regasification Division) in 1992
and held various technical positions within PGB until 2002
• In September 2002, seconded to East Australia Pipeline
Marketing Pty Ltd based in Sydney for three years, where he
managed the capacity marketing for the 3,000 km Moomba-
Sydney gas pipeline under TPA regime, involved in the
front-end development of the Papua New Guinea–
Queensland pipeline project
• Appointed as Manager, Gas Supply Planning, Gas Business
Unit, PETRONAS in 2006 and headed the department
from 2008 until 2011
• Appointed as General Manager, Gas Business
Development Department, Gas Business Unit in 2011
Qualification
• Degree in Mechanical Engineering (Hons), University of
Wollongong, New South Wales, Australia
Committee Memberships/Appointments
• Director of:
– Industrial Gases Solutions Sdn Bhd
– Regas Terminal (Pengerang) Sdn Bhd
– Regas Terminal (Lahad Datu) Sdn Bhd
– Gas District Cooling (UTP) Sdn Bhd
• Alternate Director on the Board of Pengerang LNG (Two)
Sdn Bhd
• Chief Operating Officer (COO) and Director of BAKIPC
Sdn Bhd (until June 2016)
External Appointments
• Director, Transasia Pipeline Company Pty Ltd
• Commissioner, PT Transportasi Gas Indonesia
ABDUL RAZAK SAIMHead of Business Development and Commercial Division
Malaysian
50 Years
Male
N
A
G
PAGE: 54
PETRONAS GAS BERHAD
PROFILE OF LEADERSHIP TEAM
BH
Barishah was appointed as Head of Human Resources Management Division in March 2013
Responsibilities
• Formulate the people strategies and initiative in
developing the capable leaders and workforce across PGB
Group including attracting, developing and retaining
talents
• Provide HR advisory support to the business in new
business ventures
Experience
• Began her career with PETRONAS in February 1988 as an
Executive at the Education Sponsorship Unit
• Held various positions within HRM of PETRONAS from
1991 to 2004 in the areas of remunerations, people
development, capability development and HR information
system
• Assigned as Manager (HR Planning) in PGB in January
2005
• Appointed as Manager, HRM in PETRONAS Chemicals
Fertiliser (Kedah) Sdn Bhd in 2006
• Appointed as Manager of Sponsorship and Talent
Sourcing at Talent Sourcing and Employee Relations
Department, HRM Division, PETRONAS in December 2011
• Major accomplishments during her 29 years of service
include the implementation of HRIS System and the
outsourcing of medical administration for PETRONAS, the
decentralisation of talent sourcing initiative as well as
recruitment brand enhancement initiatives
Qualification
• Bachelor in Business Administration (Cum Laude),
University of Toledo, Ohio, United States of America
Committee Membership/Appointment
• Joint secretary of the Nomination and Remuneration
Committee
External Appointment
• Nil
BARISHAH MD HANIPAHHead of Human Resources (HR), Management Division
Malaysian
53 Years
Female
N
A
G
PAGE: 55
ANNUAL REPORT 2016
TH
Intan Shafinas assumed the position on March 2012
Responsibilities
• Responsible for all legal affairs and company secretarial
services of the Group
Experience
• Five years working experience at several financial
institutions prior to joining PETRONAS
• Joined Petrochemical Business, PETRONAS, in 2001 as
Legal Executive
• From 2007 till 2010, was attached to the Corporate
Services and Technology Department, Legal Division,
providing legal advisory services in the areas of
intellectual property, commercialisation of technologies as
well as corporate matters
• Appointed as Senior Legal Counsel of PETRONAS
Chemicals Group Berhad in 2011
• Appointed as Head, Legal and Corporate Secretariat
Department, PETRONAS Gas Berhad in March 2012 and is
the appointed joint Company Secretary of the Company
• Currently holds the position of Head, Legal PGB, Legal
Downstream, Finance & Technology, Group Legal,
PETRONAS
Qualifications
• LLB (Hons), Universiti of Leicester, United Kingdom
• Certificate in Legal Practice (Legal Profession Qualifying
Board, Malaysia)
• Licensed Company Secretary
Committee Memberships/Appointments
• Company Secretary for:
– Pengerang LNG (Two) Sdn Bhd
– Kimanis Power Sdn Bhd
– Kimanis O&M Sdn Bhd
– Industrical Gas Solutions Sdn Bhd
– Regas Terminal (Sg. Udang) Sdn Bhd
– Regas Terminal (Pengerang) Sdn Bhd
– Regas Terminal (Lahad Datu) Sdn Bhd
– Gas District Cooling (UTP) Sdn Bhd
External Appointment
• Nil
INTAN SHAFINAS (TUTY) HUSSAIN
Head of Legal and Corporate Secretariat
Malaysian
44 Years
Female
N
A
G
PAGE: 56
PETRONAS GAS BERHAD
PROFILE OF LEADERSHIP TEAM
ILIrwan assumed his current position as CEO of Kimanis Power Sdn Bhd on 1 November 2016
Responsibilities
• Responsible for the overall business and operations of
Kimanis Power Sdn Bhd and Kimanis O&M Sdn Bhd in
managing a 300 MW Combined Cycled Gas Turbines
Power Plant, Kimanis, Sabah
Experience
• Starts his career in PGB as the first batch of Process
Supervisor in Operation Department of Gas Processing in
Paka, Terengganu in 1997
• Held managerial position in Operation Department and
then as Asset Manager at Utilities Kertih, Terengganu from
2007 to 2010
• Appointed as the Head of Central Engineering
Department in 2013
• In 2014, appointed as Head of Health, Safety and
Environment (HSE) and Operational Excellence (OE) of
PGB, responsible to develop and implement strategies to
ensure sustainable plant operational performance as well
as effective implementation of HSE Policy and assurance
framework within PGB Group
Qualification
• Bachelor in Petroleum Engineering, Universiti Teknologi
Malaysia, Johor
Committee Membership/Appointment
• Member, Sabah Labuan Grid Code Committee
External Appointment
• Nil
IRWAN ABDUL LATIF
Chief Executive Officer (CEO) of Kimanis Power Sdn Bhd
Malaysian
44 Years
Male
N
A
G
PAGE: 57
ANNUAL REPORT 2016
MANAGEMENT DISCUSSION AND ANALYSIS
STRATEGIC REVIEW AND OUTLOOK62 MD/CEO’s Message
68 Operating Environment
and Outlook
70 Business Model and
Integrated Value Chain
72 Sustainable Value Creation
74 Our Strategy
81 Key Risks and Opportunities
83 Mitigating Risks
84 Material Matters Impacting
Our Strategy
05A
YUSA’ HASSANManaging Director/Chief Executive Officer
PETRONAS Gas Berhad
GOING BEYOND
TO ACHIEVECOMPETITIVENESS,
PRODUCTIVITY & EFFICIENCY
PAGE: 62
PETRONAS GAS BERHAD
MESSAGE
WITHIN A CHALLENGING ECONOMIC LANDSCAPE, PETRONAS GAS BERHAD (PGB) CONTINUED TO FOCUS ON ENHANCING OUR
OPERATIONAL EFFICIENCIES AND SAFETY STANDARDS TO RECORD NEW HIGHS IN KEY PERFORMANCE PARAMETERS. THIS, IN TURN,
WAS REFLECTED IN YET ANOTHER ROBUST FINANCIAL PERFORMANCE, ALLOWING US TO PRESENT HEALTHY
RETURNS TO OUR SHAREHOLDERS.
MD/CEO’s
T he financial year 2016 continued to be challenging, with the global economy seeing one of
the lowest Gross Domestic Product (GDP) growths since the financial meltdown in 2008,
estimated by the International Monetary Fund (IMF) to measure 3.1%. This was marked by
dampened trade, low levels of investment and reduced productivity. Slowdowns were pandemic across
developed nations and were mirrored in China and Japan, major trading partners for most countries in
Asia. Yet, the region remained one of the fastest growing. In Malaysia itself, the economy expanded at
4.2%, according to the Malaysian Institute of Economic Research (MIER). Although this was lower than
the 5.0% recorded in 2015, private investments and domestic demand remained relatively stable and
look set to further increase along with expected, though gradual, recovery.
For the oil and gas industry in particular, the low oil price regime has become the ‘new norm’
requiring all players to re-think their business strategies in order to manage tighter margins. A new
‘survival mentality’ has been spawned which is spurring greater focus on efficiencies to ensure
profitability in this period of lower capital expenditure (CAPEX) and expansion. In response to the
industry downturn, PETRONAS has declared CAPEX cuts over the next four years. This, however, has
not affected investments in the Pengerang Integrated Complex (PIC) in Johor.
PAGE: 63
ANNUAL REPORT 2016
MD/CEO’S MESSAGE
As the sole gas processor and
transporter and liquified natural gas
(LNG) regasification service provider in
the country, PGB is not directly
affected by the low oil and gas
environment. However, we are
inevitably impacted by the long-term
dynamics of gas supply and demand in
Malaysia, as well as by demand for
utilities in the industrial and
petrochemicals complexes we supply.
We continue to fulfil the needs of
PETRONAS to supply gas to its
customers while also supplying utilities
to our own long-term customers in
Kertih Integrated Petrochemical
Complex and Gebeng Industrial Area.
The services we provide to PETRONAS
are determined by long-term gas
processing, transportation and
regasification agreements which afford
us stable and fixed revenue – with the
potential of earning additional income
from Performance Based Structure
(PBS) incentives for Gas Processing.
I am pleased to share that we were
able to leverage on this during the year
as a result of increased operational
efficiencies, driven by an effective asset
integrity programme under our
Transformation Programme.
3ZERO100 TRANSFORMATION
Towards end 2014, PGB embarked on
an extensive 3ZERO100 Transformation
programme to enhance our
performance across the board as we
prepare for our next wave of growth.
The two-year 3ZERO100
Transformation, aimed at achieving
ZERO HSE incidents, ZERO
interruptions, ZERO non-compliance
and 100% product delivery reliability,
was completed in December 2016.
As a result of various strategic
initiatives focusing on Key Results Area
(KRA), we successfully enhanced our
assets performance and management
system strategy, work processes and
talent development to build a high
performance work culture. This has, in
turn, been reflected in commendable
operational performance, with our
plants attaining world-class standards,
recording higher reliability as well as
Overall Equipment Efficiency (OEE) and
attaining 100% product delivery.
Our key achievements to date include:
• Gas Processing exceeding its OEE
targets for each of the four gases
– salesgas, ethane, propane and
butane – resulting in significantly
higher PBS income. This was
supported by flawless execution of
major turnarounds at the Gas
Processing Plant (GPP) 3 and GPP4.
• Resolution of post-commissioning
issues at our LNG Regasification
Terminal Sungai Udang (RGTSU),
resulting in 100% OEE, the best so
far since its commissioning in 2013.
• Accelerated implementation of Work
Process (WP) and Operational
Excellence Management System
(OeXMS), which were completed in
September 2016, three months
ahead of schedule.
• Significant reduction in HSE
incidents and ZERO non-
compliance case.
HIGHEST EVER ETHANE RELIABILITY
98.8%IR1 Read more on our strategy from pages 74 to 80.
OPERATIONAL PERFORMANCE
Along with enhanced operational
performance across the board, we have
been able to elevate our service
reliability to customers.
The year saw our Gas Processing
Plants processed a total of 1,672
million standard cubic feet per day
(mmscfd) of salesgas. Adding to this
was 327 mmscf of salesgas fed from
the Malaysia-Thailand Joint
Development Area (MTJDA) to the
Peninsular Gas Utilisation (PGU) pipeline
network, and another 153 mmscfd of
salesgas from RGTSU. Accordingly, we
delivered a total of 2,152 mmscfd of
salesgas to PETRONAS’ customers via
the PGU.
A key accomplishment of our Gas
Processing segment was to record the
highest ever ethane production. This
was achieved as a result of enhanced
plant reliability, which increased to
98.8% from 95.5% in 2015. Our Gas
Processing Plants also collectively
recorded a higher load during the year,
accompanied by greater product
recovery in Kertih and Santong.
Salesgas reliability was maintained at
99.2%, while the reliability of both
propane and butane rose from 96.5%
to 99.1% year-on-year. In each key
performance parameter, we either met
or exceeded the world-class standard
of 98%.
PAGE: 64
PETRONAS GAS BERHAD
OUR ENHANCED OPERATIONS MEANT
THAT WE WERE ONCE AGAIN ABLE TO MEET
OUR OBLIGATIONS TO PETRONAS UNDER THE
GAS PROCESSING AGREEMENT (GPA), GAS
TRANSPORTATION AGREEMENTS (GTA) AND
REGASIFICATION SERVICES AGREEMENT
(RSA), THUS SECURING A HEALTHY FINANCIAL
SCORECARD.
I am pleased to share that this year
our Utilities segment also achieved
world-class performance, with reliability
for electricity and industrial gases
increasing from 96.4% and 94.4% to
98.8% and 99.9% respectively; whilst
steam drop slightly to 94.5% from
95.9%. These encouraging results can
be attributed largely to intent focus on
Key Result Area (KRA) to enhance the
reliability of our Air Separation Unit,
complemented by preventive
maintenance work at our gas turbines
in Kertih and Gebeng.
Gas Transportation forms the backbone
of our business, ensuring the safe and
reliable transmission of gases to
customers throughout Peninsular
Malaysia, as well as certain sectors of
Sabah and Sarawak. Focusing on the
integrity of our pipeline and equipment,
Gas Transportation once again
achieved world-class performance in
terms of transmission reliability and
availability, exceeding targets that had
been set. The segment also attained
notable successes in ongoing projects.
Work on the Sabah-Sarawak Gas
Pipeline (SSGP) post Lawas was
completed earlier than scheduled,
enabling supply to Malaysia LNG Sdn
Bhd (MLNG) to recommence in March,
as opposed to July 2016.
Our Regasification segment added to
security of natural gas supply in the
country, by converting imported LNG
into salesgas which is then transmitted
to PETRONAS’ end users through the
PGU. Since its commissioning in 2013,
our RGTSU – currently the only such
terminal in the country – has steadily
improved in various performance
parameters including reliability and
availability. This year, we were proud to
see it achieved 100% OEE.
While focusing on our existing
operations, we also made significant
headway in our investments in PIC. In
August 2016, we entered into a
Shareholders Agreement with Linde
Malaysia Sdn Bhd (Linde) to set up
Pengerang Gas Solution Sdn Bhd
(PGSSB) which will undertake the
development of the Air Separation Unit
(ASU) project. The ASU plant will
separate atmospheric air into gaseous
nitrogen and oxygen, to be supplied as
feedstock to utilities providers,
petrochemical plants, refineries and the
LNG Regasification Terminal in PIC.
Meanwhile, our second LNG
Regasification Terminal project in
Pengerang (RGTP) is progressing well,
and was close to 75% completion as at
year end. The terminal, which will
primarily serve PIC’s needs, will have a
maximum regasification capacity of IR2 Read more on our business segments
performance from pages 126 to 161.
3.5 million tonnes per annum (MTPA)
and total storage capacity of 400,000m³.
Given the rate at which it is being
constructed, we are confident of the
project being completed and
commissioned at end 2017, as per
schedule.
Unfortunately, our operational successes
were marred by three fatalities during
the year in three separate incidents, one
at the Pengerang Gas Pipeline Project
(PGPP), one at the Segamat Operation
Centre and another at one of our Gas
Processing Plants. These incidents were
extremely disheartening and served to
further intensify our focus on HSSE as
we implement additional safeguards to
ensure the safety of all workers,
including those of our contractors, at
our sites.
PAGE: 65
ANNUAL REPORT 2016
MD/CEO’S MESSAGE
FINANCIAL PERFORMANCE
Our enhanced operations meant that
we were once again able to meet our
obligations to PETRONAS under the
Gas Processing Agreement (GPA), Gas
Transportation Agreements (GTA) and
Regasification Services Agreement
(RSA), thus securing a healthy financial
scorecard.
Given lower plant downtime and higher
OEE for ethane, butane and propane,
Gas Processing recorded a 1.5%
increase in revenue from PBS income.
Our Utilities segment also achieved a
notable increase in revenue – of 9.8%
– on the back of two fuelgas tariff
revisions. Meanwhile, the Regasification
segment saw a 0.9% decrease in
revenue resulting from the downward
revision of Floating Storage Unit (FSU)
charges which was passed to our
customer.
Taking the performance of all our
business segments, the Group’s
revenue remained healthy, increasing
2.4% to RM4,561.3 million.
The Group’s profit after tax (PAT),
however, was RM1,736.3 million,
marking a slight decrease compared to
the normalised profit achieved in 2015.
This was mainly due to investments
into asset integrity and reliability as part
of our Transformation programme,
which will bring us long-term benefits.
Losses resulting from foreign exchange
volatility on our USD denominated
finance lease were, however, mitigated
during the year by the adoption of
hedge accounting at the beginning
of 2016.
AWARDS AND RECOGNITIONS
While our efforts to enhance our
operational efficiencies and attain
world-class standards in plant and
safety performance, it is always
encouraging to receive independent
recognition of our accomplishments.
Over the years, each of our four
business segments has gathered a string
of awards reflecting high standards of
quality, innovation and creativity. This
year was no different.
Gas Processing won a Gold Award at
the International Convention on Quality
Control Circle (ICQCC) 2016 for
Particle Analysis in Natural Gas Project
held in Bangkok, Thailand in October.
Both Gas Processing and Utilities
continued to win Gold Awards at the
Mini Team Excellence Convention,
Regional Team Excellence Convention
for the East Coast Region 2016 and
National Team Excellence Convention
2016 for value creation. Gas Processing
had outlined a shorter, cost-saving
preventive maintenance and overhaul
programme, while Utilities had
developed an initiative to enhance the
reliability of our co-generation plant
and ensure uninterrupted power supply
to customers.
Another feather to our cap this year
was our Gas Transmission and
Regasification Division receiving the
Silver Award for Culture Excellence at
the Downstream Operational Excellence
Forum Awards (DOEFA) 2016, organised
by PETRONAS. We were also
recognised by the Minority Shareholder
Watchdog Group (MSWG), Focus
Malaysia and ACCA Malaysia for strong
governance, transparency and
sustainability. Along with industry
accolades, we maintained our place on
the FTSE4Good Bursa Malaysia Index.
Meanwhile, PGB’s Annual Report for
the year 2015 was once again named
the best within our industry at the
National Annual Corporate Report
Awards (NACRA), indicating a high level
of disclosure and operational
transparency.
CHALLENGES AND MITIGATIONS
Our risk profile changes along with the
operating environment, is monitored
on a regular basis by our Leadership
Team.
Currently, a major risk is that posed by
the new Gas Supply (Amendment) Act
2016. We need to ensure compliance
with the Act, as well as be able to face
increased competition and regulated
tariffs. We are already in compliant
with most of the requirements and will
be fully compliant in the near future.
At the same time, we are looking into
ways to ensure the continued stability
of our revenue while embarking on
various cost-reduction initiatives to
streamline our operations.
IR5 Read more on our financial performance
from pages 88 to 97.
PAGE: 66
PETRONAS GAS BERHAD
Another key risk are HSE incidents,
which could damage our reputation
and assets and, most importantly, pose
grave danger to our people if not
properly managed. In this regard, we
continue to reinforce safe processes
and behaviours at our work sites
among employees as well as
contractors’ staff. We also make a
concerted effort to take appropriate
action as recommended by our safety
audits, and continuously enhance the
capabilities and accountability of key
personnel.
A third key risk is not maintaining
optimum operational efficiency, which
would affect the quality of our
products and/or our ability to deliver
within budget and schedule. Towards
this end, we continuously invest
significant amounts into upgrading our
plants and facilities to enhance our
OEE, production as well as delivery.
IR10 Read more on our top key risk on page 83.
OUTLOOK
As we enter the year 2017, we have
our journey mapped for us in the form
of 3ZERO100 Beyond, which represents
the second phase of our
Transformation programme. Upon the
early completion of Phase 1 focusing
on the basics of operational and safety
excellence in December 2016, Phase 2
revolves around creating a competitive
and efficient organisation. Guided by
3ZERO100 Beyond, we aim to further
entrench the safety and reliability of
our operations to continue to deliver
our service commitment to customers
while managing our costs.
Our end goal with 3ZERO100 Beyond
is for PGB to be included in the top
quartile worldwide for cost and energy
efficiencies; and to create a more
empowered organisation through
shared leadership.
We welcome the new Gas Supply
(Amendment) Act 2016 as we believe in
the benefits of a liberalised gas market
to all affected stakeholders, and
especially end users or customers. As
the Energy Commission is to regulate
all transmission and regasification
activities under the new Act, we are
working closely with the Commission
and providing our input to ensure all
the changes are implemented smoothly.
Recognising the changing face of the
gas industry, we are undertaking an
intensive study jointly with key
stakeholders on the issues and
challenges in Peninsular Malaysia. Insight
from this study will be used to steer
PGB as we pursue profitable growth
opportunities within our core expertise,
while supporting PETRONAS’ value chain.
In the immediate future, we have
identified two areas of focus: 1)
growing our Utilities services in Kertih
to meet increasing demand by new as
well as existing plants in the Kertih
Integrated Petrochemical Complex
(KIPC) as well as East Coast Economic
Region; and 2) creating opportunities
to serve more customers who do not
have access to the PGU.
At the same time, we remain
committed to adding value to our
shareholders and will continue to strive
for enhanced financial performance so
as to be able to offer attractive returns
in the form of dividends on par with
average industry payout ratios. This has
enabled us to provide our shareholders
with an attractive rate of return on
their investments over the years.
ACKNOWLEDGEMENTS
Despite operating in a very challenging
environment, PGB has managed to
grow from strength to strength. The
many successes we have enjoyed to
date are the result of the contributions
of various stakeholders – from our
shareholders to our customers, business
partners, employees and our Board.
I would like to take this opportunity to
thank our shareholders for their trust in
our ability to deliver; our customers for
their loyal support; our business partners
for continuing to work collaboratively
with us; and our employees for their
hard work and commitment to the
Group, without which we would not be
where we are today.
Finally, on behalf of the Leadership
Team, I would like to express our
gratitude to our Board of Directors for
their wisdom and counsel. In particular
we wish to thank Dato’ N. Sadasivan
N.N. Pillay for his 21 years of
commitment to PGB Board, former
Chairman, Tan Sri Dato’ Seri Shamsul
Azhar Abbas, for his sound leadership;
and to welcome his successor, Datuk
Mohd Anuar Taib, who takes over as
Chairman as of 1 January 2017.
Thank you.
YUSA’ HASSAN
IR11 PGB is undertaking necessary strategies
and initiatives, in respond to the
challenging economic environment. Read
more from pages 68 to 69.
PAGE: 67
ANNUAL REPORT 2016
THE GAS INDUSTRY IS AFFECTED BY VARIOUS MACRO-ECONOMIC FACTORS AS WELL AS MEGATRENDS WHICH ULTIMATELY IMPACT OUR BUSINESS.
The global economy influences the
industry by affecting demand for
natural gas. The current economic
downturn, accompanied by lower
consumer spending, has dampened
demand for a range of goods and
services, thus reducing demand for fuel
and therefore also gas. However, there
are indications that the global
economy is picking up. Accompanied
by continuously expanding populations,
we can reasonably expect demand for
energy fuel to keep increasing in the
long term.
Although environmental concerns and
fear that depletion of our oil and gas
reserves have spurred investments into
alternative fuels and especially
renewable and green sources of
energy, there is no question that oil
and gas continue to be the primary
source of fuel for most people around
the world today and the situation is
likely to last until hydrocarbon
resources truly start to dry up. The
predictions of ‘peak oil’ has been
continuously proven wrong as new
reserves are discovered along with
better and more accurate technologies.
Although experts do not dispute there
may come a day when earth will not
be able to produce any more
hydrocarbon fuels to support our
needs, this is likely to happen only in
the distant future. The very same
experts will also not dispute, however,
that remaining reserves of oil and gas
are in remote or harder to access
areas and we will require more
advanced technologies to extract.
These technologies will include more
robotics and other forms of automation
as it would be too costly and
dangerous to send humans into the
uncharted terrains. Already, there are a
sprinkling of unmanned platforms in
Malaysia, not because of their remote
locations but rather because they are
more cost efficient. Their numbers are
bound to increase over time.
Aside from depletion of oil and gas,
there are strong environmental
grounds for the development of
non-hydrocarbon forms of fuel to
support the industry. Nations across
the world are becoming more
concerned about climate change and
other environmental issues. At the
United Nations Climate Change
conference held in Paris in December
2015, representatives from 195
countries adopted the first ever
universal, legally binding global climate
deal – agreeing to cut down carbon
emissions to limit global warming to
below 2° above pre-industrial levels.
Environmental concerns are, however,
positive for the gas industry given that
it is the cleanest fossil fuel. Efforts to
reduce our carbon emissions have
resulted in the emergence of natural
gas vehicles (NGVs) as well as electric
vehicles.
Meanwhile, it is becoming increasingly
important for oil and gas players to
show a commitment, as responsible
corporate citizens, to reduce their
carbon footprint as far as possible. Not
only is this being observed across the
board, the bigger players are even
contributing to research on alternative
forms of energy such as solar and
hydro-power.
Another challenge facing by the oil and
gas industry has been the shortage of
talent. Added to this is the need for
industry players to take into account
changing work styles of those entering
the workforce. According to estimates,
the industry will need to recruit
120,000 new employees globally over
the next ten years. In order to do this,
oil and gas companies will have to be
seen attractive to Generation X,
Millennials, Post Millennials and women.
Many initiatives are being undertaken
to attract and retain women, enabling
them to balance their professional and
personal obligations, and to enjoy
equal opportunities for advancement as
their male colleagues.
IR5 PGB has taken measures to overcome the
encumbrance on talent shortage and
reduce carbon emission. Refer pages 72 to
73 on how we create value.
PAGE: 68
PETRONAS GAS BERHAD
OPERATING ENVIRONMENT AND OUTLOOK
In Malaysia, Petroliam Nasional Berhad
(PETRONAS) Group is still seen to be a
prestigious company to work for, given
its contribution to national wealth and
its international reputation, being one
of the few Malaysian corporations
belong to Fortune 500. Nevertheless,
PETRONAS Gas Berhad (PGB) takes
seriously the challenges posed by
today’s talent as we do with other
trends that have an impact on our
operations.
Key among these is the new Gas
Supply (Amendment) Act (GSA) 2016,
passed on 14 June 2016, which aims
to ensure gas supply security in
Malaysia by liberalising the sector and
allowing third party operators to
import, regasify, transport and distribute
gas to consumers via existing gas
infrastructure. This will promote healthy
competition in the gas supply industry,
benefiting consumers.
Under the GSA, gas tariff and terms of
services will be regulated and
determined by the Energy Commission.
This marks a departure from the
practice to date, where both
transmission and regasification tariffs
have been agreed between PETRONAS
and PGB, taking into account our
investments in the infrastructure
required to supply gas to PETRONAS’
customers. There is a need, therefore,
for the Energy Commission to be fully
apprised of the costs involved in
developing essential gas infrastructure,
and we are working closely with the
regulator to ensure the provisions of
Third Party Access (TPA) are equitable
to all stakeholders.
IR1 Read more about our strategy from
pages 74 to 80.
PAGE: 69
ANNUAL REPORT 2016
OUR CORE BUSINESSES AND ACTIVITIES
F
F
M
M
EMPLOYEES
EMPLOYEES
1,120
417
12%
13%
88%
87%
GA
S
PR
OC
ES
SIN
G (
GP
)G
AS
TR
AN
PO
RT
AT
ION
(G
T)
ACTIVITIES
ACTIVITIES
ASSETS
ASSETS
INPUT*
INPUT*
OUTPUT*
OUTPUT*
REVENUE STRUCTURE
REVENUE STRUCTURE
COST STRUCTURE
COST STRUCTURE
CUSTOMER
CUSTOMER
KEY RESOURCES
KEY RESOURCES
Processes feedgas from
offshore Peninsular Malaysia
into a high-value products to
be transported to PETRONAS’
customers by our GT
business
Transports processed gas from
our GPP, Joint Development
Area (JDA) in Thailand and
LNG Regasification Terminal in
Sungai Udang, Melaka to
PETRONAS’ customers in
Peninsular Malaysia, Sabah,
Sarawak and Singapore
• Six Gas Processing Plants (GPP) located
at Gas Processing Kertih (GPK) and Gas
Processing Santong (GPS), Terengganu
• One Export Terminal Facility located at
Tanjung Sulong, Kemaman, Terengganu
(TSET) for export purposes
• 2,551 km pipelines covering much of
West Malaysia known as the Peninsular
Gas Utilisation (PGU) pipeline network
• A distribution systems in Miri and Bintulu
in East Malaysia
Natural gas from
offshore platforms
• Salesgas from
GPP and JDA
• Ethane, butane
and propane
from GPP
• Regasified LNG
from RGT
Transported
salegas
• Reservation charge
• Flowrate charge
• Performance Based Structure
Income
Transportation fee
• Depreciation and operational costs such
as repair and maintenance, materials and
supplies, as well as professional and
purchased services
• Depreciation and operational costs such
as repair and maintenance as well as
materials and supplies, as well as
professional and purchased services
• Mainly PETRONAS
• PGB distributes the output
to PETRONAS’ customers
– Power and non-power
sector, including
Petrochemical sector
• Mainly PETRONAS
• PGB distributes the output
to PETRONAS’ customers
– Power and non-power
sector including
Petrochemical sector
Salesgas
Propane
Ethane
Butane
IR2 Read more about our business segment performance from pages 126 to 161.* Input and output belong to customer.
BUSINESS MODEL
PETRONAS GAS BERHAD
OUR BUSINESS MODEL IS BUILT TO SUPPORT AND ACTIVELY INTERACT WITH EACH OTHER
LEAVING MINIMUM RESOURCES UNUTILISED. OUR INTEGRATED BUSINESS MODEL ALLOWS
DECISION MAKING, EXECUTION AND GROWTH IN OUR FIELD AS DYNAMIC AS WE CAN AND
ENABLES US TO DELIVER THE BEST OUTCOME FOR BOTH PETRONAS GROUP AND OUR OWN
STAKEHOLDERS.
F
F
M
M
EMPLOYEES
EMPLOYEES
212
94
6%
3%
94%
97%
IR4 Our business strategy is underpinned by integrated business model illustrated from pages 70 to 71, which encompasses the entire value chain.
UT
ILITIE
S (U
T)
RE
GA
SIFIC
AT
ION
(RG
T)
ACTIVITIES
ACTIVITIES
ASSETS
ASSETS
INPUT
INPUT*
OUTPUT
OUTPUT*
REVENUE STRUCTURE
REVENUE STRUCTURE
COST STRUCTURE
COST STRUCTURE
CUSTOMER
CUSTOMER
KEY RESOURCES
KEY RESOURCES
Manufactures, supplies and
markets electricity and a
range of industrial utilities to
the various petrochemical
businesses and third parties
Converts PETRONAS’ Liquidified
Natural Gas (LNG) into salesgas
to be delivered to PETRONAS’
customers by our GT business.
The LNG is imported from
around the world and stored in
RGT’s floating storage units
before it being regasified
Four types of facilities located at both
Utilities Kertih (UK) and Utilities Gebeng (UG):
• Cogeneration plant (COGEN)
• Air Separation Unit (ASU)
• Water plant
• Nitrogen Generation Unit (NGU)
• Offshore LNG Regasification Terminal in
Sungai Udang, Melaka (RGTSU)
• 27 km onshore pipeline
• 3 km offshore pipeline in Sungai Udang,
Melaka
• Two leased Floating Storage Units (FSU)
• Salegas from
GPP
• Chemicals
• Raw Water
• Air
Liquefied Natural
Gas (LNG)
• Electricity & steam
• Industrial gaseous
such as gaseous
oxygen & nitrogen
• Demineralised
water, raw water,
cooling water and
boiler feed water
Regasified LNG
• Regasification fee
• Throughput fee
• Storage fee
Sales of utilities
• Depreciation and operational costs such
as fuelgas, repair and maintenance,
materials and supplies, as well as
professional and purchased services
• Depreciation and operational costs such
as repair and maintenance, materials and
supplies, as well as professional and
purchased services
• Petrochemical and industrial
customers in Gebeng
Industrial Area, Pahang and
Kertih Integrated
Petrochemical Complex,
Terengganu
• Mainly PETRONAS
• PGB distributes the output
to PETRONAS’ customers
– Power and non-power
sector, including
Petrochemical sector
LNG LNG
ANNUAL REPORT 2016
PE
TR
ON
AS
UP
ST
RE
AM
WA
TE
RA
IRFU
ELG
AS
PE
TR
ON
AS
LNG
CA
RG
OM
AL
AY
SIA
-
TH
AIL
AN
D J
OIN
T
DE
VE
LOP
ME
NT
A
RE
A
GPS
RGTSU
GPK
UK
UG
FSU
ACTIVITIES AND PROCESSESSOURCES
GA
S P
RO
CE
SS
ING
(G
P)
Feedgas
Feedgas
Air
LNG LNG
Raw Water
Chemical
Salesgas
Others
Salesgas
Salesgas
Salesgas
Salesgas
Propane
Steam
Ethane
Industrialgases
Butane
Electricity
RE
GA
SIF
ICA
TIO
N (
RG
T)
UT
ILIT
IES
(U
T)
Storage in
FSU
Regasification
Unit
3 km offshorepipeline
Power Substation
input from GPP
GasTransportation (GT)
GasTransportation (GT)
GasTransportation (GT)
PAGE: 70
PETRONAS GAS BERHAD
ASU
RGTP
PGPP
TSET
PETRONAS AND PGB CUSTOMERS GROWTH
Legend
ExportTerminal
Export
Power substation
27 km onshorepipeline
Pip
elin
e n
etw
ork
mo
re t
han
2
,50
0 k
m a
cro
ss P
en
insu
lar
Mala
ysi
a
Petrochemical Plants
TNB
Large industries
Independent Power Producers (IPP)
LNG RegasificationTerminal
Pengerang (RGTP)Project
Air Separation Unit (ASU)
Pengerang Project
Refinery and Petrochemical
Integrated Development
(RAPID)
Senoko/Keppel
Smallindustries
Smallcommercial
Residential Resources
Electricity Transmission Grid
Products
PGU pipeline
UT pipelineto KIPC complex
Pengerang Gas Pipeline Project
GasTransportation (GT)
GasTransportation (GT)
PAGE: 71
ANNUAL REPORT 2016
INPUTS
INTEGRATED
OUR INTEGRATED VALUE CHAIN MODEL PROVIDES LONG TERM VALUE
CREATION TO ITS STAKEHOLDERS FOR SUSTAINABLE, PROFITABLE AND
CONTINUOUS BUSINESS GROWTH.
VALUE CHAIN
FINANCIALEquity funding
Debt funding
Internally generated
cash flows
NATUREGas consumption
Air consumption
Water consumption
Physical locations
ASSETPlants
Pipeline
INTELLECTUALSystem and
process
HUMAN CAPITALEngaged workforce
Ethical values
Specific knowledge
and skills
SOCIAL AND RELATIONSHIPBusiness partners
Suppliers
Customers
Investors & funding institutions
Communities
Government agencies/authorities
Unions
IR8
OUTPUTS VALUE CREATED
Details of value created can be found
on pages 72 to 73.
• GAS PROCESSING SERVICESProcesses PETRONAS’
upstream feedgas delivered
from offshore Peninsular
Malaysia into salesgas and
other by-products such as
ethane, propane and butane
• GAS TRANSPORTATION SERVICESTransports processed gas to
PETRONAS’ end customers
through Peninsular Gas
Utilisation (PGU) pipeline
network and smaller
distribution system in Miri and
Bintulu
• UTILITIES PRODUCTSManufactures and supplies
steam, electricity, industrial
gaseous and others to various
petrochemical businesses and
third parties
• REGASIFICATION SERVICES Receives PETRONAS’
imported Liquefied Natural
Gas (LNG), stores it in
Floating Storage Units (FSU)
and converts the LNG
to salesgas
• OPTIMISING FINANCIAL CAPITALGrowth opportunities
Prudent gearing levels
Sustainable returns for investors
• MANAGING NATURAL RESOURCESEnergy efficiency
• ELEVATING ASSET PERFORMANCEZERO HSE Incident
ZERO Interruption
• LEVERAGING INTELLECTUAL CAPITALWorld class performance of asset reliability
ZERO Non-Compliance
• NURTURING PEOPLEJob creation
Highly engaged and capable workforce
• ENGAGING STAKEHOLDERSNational energy security
We create value by continuously
delivering our obligations to
shareholders whilst meeting
society’s and the country’s needs
in a responsible manner.
0102
03
OPTIMISING FINANCIAL CAPITAL
To ensure long term sustainable returns to
our investors, we strategise our business
model by effectively leveraging on our
financial strengths which enable us to raise
funding at the best possible rates. We also
firmly stand on continuous investment as
well as growth initiative with a considerable
target return on capital to sustain the
current business.
Key Input 2015 2016
Market capitalisation (RM billion) 45 42
Equity funding 100% 70%
Debt funding - 30%
WACC1 9.2% 7.8%
Interest earned from investments (RM million) 32 54
1 Source: Bloomberg
How We Create Value
• USD500 million Term Loan Facility
executed between PGB and Mizuho
Bank Ltd attained competitive pricing
lower than the market average
• Continuous assessment on various
funding alternatives to cater for the
scale of our capital requirement
including planned growth initiative
Key Output 2015 2016
Revenue (RM million) 4,456 4,561
Operation profit (RM million) 2,017 2,137
Cash generated from operating profit (RM million) 2,846 2,761
Dividend paid to shareholders (RM million) 1,148 1,187
Earnings per share 100.4 sen 87.9 sen
MANAGING NATURAL RESOURCES
We convert natural capital (i.e gas and water)
into a high-value products (i.e salesgas,
ethane, propane butane, electricity, steam,
industrial gaseous and other utility products)
by deploying our technology and other
resources. While monetising natural capital to
deliver country’s need, we also aim to
minimise the impact of our business on the
environment by reducing our carbon footprint
e.g. greenhouse gas emission and promotion
of energy efficiency and waste management.
Key Input 2015 2016
Natural gas (mmscfd) 2,037 2,063
Water consumption (million Sm3) 7.4 6.4
Land area (hectare) 5,044 5,044
How We Create Value
• Strategically invest in research and
development as well as technologies to
cushion negative impact on natural
elements by promoting water stewardship
and minimising pollution
• RM2 million allocated for effective waste
disposal and a target of 3% annual
reduction in waste disposal
• ‘Sayangi Sungai Paka’ programme
conducted to preserve the biodiversity
of Sungai Paka in Terengganu
Key Output 2015 2016
Greenhouse gas emission (Million tonnes) 5.6 4.0
Waste generated (tonnes) 1,360 4,269
Waste recycled (tonnes) 10.0% 3.2%
Water recycled 25.0% 37.5%
Asset value (RM million) 9,317 8,773
ELEVATING ASSET PERFORMANCE
Ongoing capital investment in our plants
and equipments enable us to operate the
assets safely, reliably and competitively for
an extended period.
Key Input 2015 2016
Plant and pipelines (RM million) 19,358 19,440
Project in progress (RM million) 1,586 3,147
How We Create Value
• Progressive investment in Pengerang
LNG (Two) Sdn Bhd (PLNG2) to build
a LNG Regasification Terminal in
Pengerang, Johor
• New investment for the development of
Air Separation Unit (ASU) in Pengerang,
Johor
• Routine and emerging maintenance
works in accordance with necessity
eventually leading to optimised capital
allocation
Key Output 2015 2016
Capital expenditure (RM million) 4,843 4,009
Depreciation and impairment (RM million) 777 877
IR7 Read more about our environmental
sustainability activities from pages 230 to 235.
IR7 Read more on our assets performance
on page 103.
IR5 Read more about our financial
performance results from pages 88 to
page 97.
PAGE: 72
PETRONAS GAS BERHAD
SUSTAINABLE
In sustaining profitability and
growing our business, we
consider all our key resources and
how we can create values from
the Six Key Capitals.
04
05
06
LEVERAGING INTELLECTUAL CAPITAL
Intellectual capital development goes hand in
hand for both the equipment and operators
(workforce). These intangible assets such as
new patents, system revamps and upgrades,
procedures, protocols as well as practical
courses are the competitive advantages that
are needed to excel in this industry. In
return, the results produced fulfill
requirements and generate high return on
investments. As one of the leaders of the
industry, we revolve around the innovation
theme through strategic partnerships and
keeping all our systems at par if not higher
compared to international standards.
Key Input
• Skilled, experienced and technically
qualified employees, industry thought
leaders and experts
• Our business processes and
management system
How We Create Value
• Implementation of standardised Work
Process at all assets and rolled out to
key enablers
• Implementation of Operational Excellence
Management System (OeXMS) with the
first Management System Review (MSR)
conducted in October 2016
Key Output
• OeXMS – a one-stop-center for all
systems and requirements that assure
safe and reliable executions, with a
built-in self assurance process,
incorporates best practices and continual
improvement cycles
• New standardised Work Process
covering end to end value chain
NURTURING PEOPLE
We offer challenging, meaningful and
fulfilling careers for our people in a
value-driven organisation. We have
experienced a reduction in our workforce
by 3.2% as a result of implementation of
standardised Work Process and empowered
organisation. This enables higher
optimisation of talents and costs.
Key Input 2015 2016
No. of employees 2,187 2,117
How We Create Value
• Our 2,117 talented workforce are
exposed to world class working
environment, culture and ethics in
nurturing leadership capability.
• Health, Safety, Security and Environment
(HSSE) priorities with introduction of
policies and development of HSSE skill
enhancement workshops and courses.
• Accelerating Culture Change (ACC)
programme designed to enhance
leadership competencies.
• Enhancing the Building Leaders
Programme (BLP) Framework.
Key Output 2015 2016
Total wages and salaries (RM’000) 283,240 281,798
Investment in training (RM) 7,824 6,348
Training mandays per employee (days) 9.8 10.3
No. of work-related fatalities 0 3
ENGAGING STAKEHOLDERS
We believe that gaining the trust of our
stakeholders is important to create value.
Social and relationship capital is an initiative
beneficial to the surrounding community
and ourselves in the long run. Constant
engagement with government bodies and
society to address social issues and needs
gives positive impact to the business.
Programmes held and organised by our
own staff, ensure more personal experience
thus stimulating a sense of belonging for all.
Key Input
• Management and employees
• Investors
• Government representatives and
regulators
• Business partners and contractors
• Customers and suppliers
How We Create Value
• Corporate Social Investment
programmes
• Develop vendors (Vendor Development
Programme), centrally organised by
PETRONAS
• Continuous engagements with
stakeholders
• Sponsorships and relief assistance to the
underprivileged families
Key Output 2015 2016
Tax paid to Government (RM million) 169 122
Corporate Social Responsibility programmes 16 18
IR7 Read more about our social
sustainability activities from pages 248
to 249.
IR7 Read more about how we invest in our
talent from pages 245 to 247.
PAGE: 73
ANNUAL REPORT 2016
VALUE CREATION
WE ARE COMMITTED TO REALISE
OUR VISION OF BECOMING A LEADING GAS INFRASTRUCTURE AND UTILITIES COMPANY.
THE THREE PILLARS OF OUR
STRATEGIC FOCUS AREAS
ARE AS FOLLOWS:
PAGE: 74
PETRONAS GAS BERHAD
OUR STRATEGY
HEALTH, SAFETY, SECURITY & ENVIRONMENT (HSSE)
Robust HSSE governance and assurance
• We are committed to exhibiting leadership in the area of HSSE and ensuring compliance with all
HSSE governance and assurance frameworks including the PETRONAS Mandatory Control
Framework at all times to safeguard lives, assets and ensure our overall business continuity.
Institutionalisation of Process and Behavioural Safety
• We are determined to increase our efforts to instill safety-at-heart in all members of our
workforce to achieve safe operationalisation of the Company’s assets.
OPERATIONAL EXCELLENCE
Superior product delivery and reliability
• We are striving to elevate our Overall Equipment Effectiveness (OEE), which would translate into
higher product delivery reliability to our customers.
Sustainable improvement of key operational indicators
• We are committed to improve and sustain our plant operational performance towards optimising
the value delivered to our stakeholders.
VALUE OPTIMISATION & GROWTH
Optimum cost control and asset utilisation
• We endeavour to minimise value leakages and improve overall asset utilisation, which in turn
would yield higher returns to our shareholders.
Improved energy efficiency
• We are committed to utilise energy-efficient technologies to reduce energy per unit cost of
production, which contributes to lower production cost and a reduction in overall energy
intensity and carbon footprint.
Strategic growth in gas infrastructure and utilities
• We are determined to pursue, explore and execute new business ventures within the core areas
of the Company’s expertise to establish new revenue streams and value for our shareholders.
Excellence in project delivery
• We are focused on implementing a seamless project execution strategy for all projects which
translates into on time and on budget project completion and delivery.
01
02
03
IR2 The business strategies of our four business segments are built on these three pillars. Read more about
respective business strategies on pages 130, 140, 148 and 158.
PAGE: 75
ANNUAL REPORT 2016
OUR STRATEGY
3ZERO100 TRANSFORMATION
We successfully completed our two-year 3ZERO100 Transformation programme, the first phase of 3ZERO100 roadmap, in
December 2016. Through three Key Strategic Thrusts namely Asset, System & Process and People & Culture, various strategic
initiatives have been implemented to drive the organisation towards achieving ZERO Health, Safety and Environment (HSE)
incident, ZERO non-compliance, ZERO interruption and 100% product delivery reliability.
3ZERO100
ORGANISATION
PERFORMANCE
HIGH
0 HSE Incident 0 Non-compliance
0 Interruption100% Product
Delivery Reliability
Efficient & Sustainable System & Work Process
Highly Engaged & Capable Workforce
PGB TRANSFORMATION
WE HAVE OUTLINED A ROADMAP TO TAKE US TO OUR DESTINATION OF BEING A
HIGH-PERFORMANCE ORGANISATION BY 2020. THIS IS THE 3ZERO100 JOURNEY – A
STRATEGIC BLUEPRINT THAT DRIVES US TO KEEP BETTERING OURSELVES.
3ZERO100 ROADMAP
Brilliant at Basic Efficiency & Competitiveness Sustain for the Future
2015 2016 2017 2018 2019 2020
3ZERO100TRANSFORMATION
Safety & Reliability
• ZERO HSE Incident
• ZERO Non-Compliance
• ZERO Interruption
• 100% Product Delivery Reliability
3ZERO100GENERATION 3.0
World Class Organisation
• World Class competitiveness:
Overall Quartile 1 in Global
Benchmark
• Empowered Organisation: Self
Directed
3ZERO100BEYOND
Competitiveness,
Productivity & Efficiency
• Sustainable safe and reliable
operations
• Efficient and Empowered
Organisation: Shared Leadership
• 1st Quartile in Cost and Energy,
2nd Quartile for manpower in
Global Benchmarking
• Cost reduction
IR5 Brilliant at Basic has contributed to achievement of a sustainable performance in 2016. Read more on our Performance Scorecard from pages 102 to 105.
IR1 To understand further on how material matters are reflected in our roadmap, refer to page 85.
Safe, Reliable & Efficient
Cost Reduction
PEOPLE& CULTURE
SYSTEM & PROCESS
ASSETS
PAGE: 76
PETRONAS GAS BERHAD
At the end of 3ZERO100 Transformation
programme, PGB continued to record a
progressive improvement towards its
target. In 2016, we recorded the highest
production and delivery of ethane in
history, consistently well above our
customer’s requirement under the Gas
Processing segment resulting in
additional revenue through the
Performance Based Structure (PBS)
income for twelve months. We achieved
high reliability for both Utilities facilities
and sustained world class performance
of our Gas Transmission. A
commendable reliability performance
was also demonstrated at our
Regasification facility. These
improvements are represented by a
higher number of Great Days, a
measurement of all assets of the Group
meeting the Key Performance Indicators
(KPI) on a daily basis, from 40 days in
2015 to 126 days in 2016.
The standardisation of Work Process
(WP) was successfully implemented at all
assets while the newly developed PGB
Operational Excellence Management
System (OeXMS) was also introduced.
With the deployment of both the WP
and OeXMS, the organisation is geared
towards ensuring operating discipline and
continuous improvement. In addition,
focus has been put towards shaping
PGB’s organisational culture anchored to
the PETRONAS Cultural Beliefs and
nurturing internal technical and
leadership capabilities which has shown
a good improvement as indicated
through the cultural survey results.
While a number of key operational
parameters showed significant
improvements, our Health, Safety,
Security and Environment (HSSE)
performance was marred with three
fatalities in three separate incidents
involving three contractors personnel.
We shall continue to strive for zero
incident as HSSE has always been and
continues to remain our top priority.
ZERO HSE Incident Reduction in number of incidents by 52%
ZERO Non-Compliance Reduction in number of non-compliance by 32%
ZERO Interruption Reduction in asset interruptions by 35%
100%
Product Delivery Reliability
Gas Processing
• Received 12 months PBS income
• Completion of major shutdown and plant
improvement projects
• Achieved highest delivery of ethane (138 MT/hr) and
highest ethane Overall Equipment Effectiveness (OEE)
record in history, well above world class target of 95%
Gas Transportation
• Sustained world class reliability performance above
99.9%
Utilities
• Achieved the highest OEE performance for industrial
gaseous at 100.0%
Regasification
• Achieved the world class reliability performance
above 98% and sustained performance above 99.9%
since May 2016
Growth
• Achieved Final Investment Decision (FID) for the Air
Separation Unit (ASU) project in August 2016 and on
track to achieve Initial Acceptance (IA) by end of
2018
• LNG Regasification Terminal Project in Pengerang, Johor
continued to progress well towards Commercial Operation
Date (COD) for the first tank in quarter four, 2017
Efficient and Sustainable
System & Work Process
• Successfully completed the implementation of
standardised WP at all assets and rolled out to key
enablers
• Completed the implementation of OeXMS with the
first Management System Review (MSR) conducted in
October 2016
Highly Engagedand
Capable Workforce
• High manpower strength level with selective
recruitment of technical professionals and experience
staff to fill up critical and vacant positions
• Improved organisational technical capability and staff
competency through in-house training and
PETRONAS certification programme
• Progressive improvement towards a culture of
accountability
• Engaging workforce with a healthy organisation climate
RESULT IN 2016TARGET
IR2 Read details on our business segment achievements on pages 126 to 161
PAGE: 77
ANNUAL REPORT 2016
OUR STRATEGY
THE SIX KEY PRODUCTIVITY ENABLERS
WORKPROCESSES
EMPOWEREDTEAMS
PERFORMANCECULTURE
ORGANISATIONALDESIGN
COMPETENCIESIN WORKFORCE
MANAGEMENTSYSTEMS
3ZERO100 BEYOND
Amid the new challenging business landscape of the oil and gas industry, PGB has initiated the next phase of 3ZERO100
roadmap in our pursuit to become a World Class Organisation by 2020. The second phase coined as 3ZERO100 Beyond, is
a continuous effort towards a safe, reliable and efficient organisation. This second phase commences from 2017 until 2018
and focuses on elevating the competitiveness, productivity and efficiency of our organisation. The targets are to achieve
sustainable, safe and reliable operations, efficient and empowered organisation to the level of shared leadership, improving
our position in global benchmarking in cost, energy and manpower. These challenging targets will be achieved through the
implementation of six key productivity enablers, namely, work processes, empowered teams, performance culture,
competencies in workforce, organisational design and management systems.
Safe, Reliable & Efficient
Cost Reduction
PAGE: 78
PETRONAS GAS BERHAD
RESULTS MATTER
NURTURETRUST
OWN IT!
TELL ME
FOCUSEDEXECUTION
SHARED SUCCESS
I always keep
my promise
and build
mutual trust
I own the
results and
don’t blame
others
I seek, give and
act positively
on feedback
I plan, commit,
and deliver
with discipline
I stretch my
limits to deliver
superior results
I collaborate
for greater
good of
PETRONAS
PETRONAS CULTURAL BELIEFS (PCB)
To accelerate the journey towards becoming the World Class Organisation, PGB continues to adopt PCB to strengthen the
culture of personal accountability in delivering results as part of the 3ZERO100 roadmap. We believe that by changing the
Company culture, it will transform the organisation and deliver sustainable, safe, reliable, and efficient performance. The
focus is on leaders creating the culture by providing the right experience to the staff, which will in turn creates the right
beliefs in the organisation. The six PETRONAS Cultural Belief are:
PETRONAS
CULTURAL BELIEFS
PAGE: 79
ANNUAL REPORT 2016
OUR STRATEGY
PGB DESIRED CULTURE (C2)“Highly accountable and ownership towards safe,
reliable and competitive organisation”
A healthy organisational
culture with employee
BAROMETER SCORE1
3.13average
score
PGB C2 CULTURE SCORE1
3.12average
score
involved Managing
Director/Chief
Executive Officer
Engagements36conducted in 2016
Leadership
Engagements146
Staff attended
PCB Programme100%
participated in
Culture Drive
challenges!
98%PGB Culture (C2) Drive Programme2
conducted by leaders
on contribution
towards the
organisation & staff
development
Coaching
Sessions170
WHAT WE DID
In creating a culture of accountability, PGB has developed PGB Desired Culture (C2). In year 2016, our continuous
engagements and development programmes has contributed towards an improved level of staff satisfaction, which has
resulted in the much improved performance.
Note:1. Barometer & Culture survey is an internal initiative conducted by PGB to determine the level of staff satisfaction. The highest score is 4.00. PGB
score in 2015 was 2.98.
2. PGB Culture Drive Programme was conducted over nine months period targeted for all leaders to create new experience and drive the
organisation towards PGB desired culture adopting PCB.
Leaders
PAGE: 80
PETRONAS GAS BERHAD
RISK MANAGEMENT POLICY
The Group’s Risk Policy provides a clear communication on
the Management’s expectations with regard to risk
management implementation and business continuity
practices.
The Risk Policy encompasses three areas of business
resiliency namely, Enterprise Risk Management (ERM), Crisis
Management (CM) and Business Continuity Management
(BCM), to strengthen the current practices and places greater
emphasis on PGB Leadership Team expectations with regard
to risk management implementation and business continuity
practices.
RISK MANAGEMENT FRAMEWORK
Our Risk Management Framework adheres to the PETRONAS
Resiliency Model, which entails an enhanced PETRONAS
Enterprise Risk Management (ERM) Framework that adopts
the ISO 31000:2009 Risk Management requirements.
IR9 For more comprehensive report on the Risk Management
Framework, refer to page 186
PGB GROUP RISK MANAGEMENT
PRACTICES HAVE BEEN AN INTEGRAL
PART OF OUR ORGANISATIONAL
PROCESS AND ARE FIRMLY EMBEDDED
IN THE MANAGEMENT SYSTEM. WE
ADOPT A STRUCTURED APPROACH IN
IDENTIFYING, ASSESSING, TREATING AND
MONITORING RISKS TO ENHANCE THE
ORGANISATION’S ABILITY TO ACHIEVE
OUR STRATEGIC OBJECTIVES.
RISK OVERSIGHT STRUCTURE
The Group oversight structure allows risk information flow
for effective oversight on risk management implementation
at all levels.
At Division level, the Plant Leadership Teams chaired by the
Head of Divisions, take up the responsibility in ensuring the
implementation of effective risk management for our plants
and facilities.
At Group level, the Risk and Compliance Committee (RCC),
which is chaired by the Managing Director/Chief Executive
Officer (MD/CEO) is obliged to ensure that an appropriate
and effective risk management framework is in place and
implemented throughout the Group as well as its
compliance with the statutory, regulatory requirements and
policies applicable to it.
The Board Audit Committee (BAC) is authorised by the
Board to review the adequacy and effectiveness of risk
management practices and procedures as well as conducting
risk profiling reviews the Group, on a quarterly basis. The
BAC also deliberates the Group’s Enterprise Risk Report on a
quarterly basis, including risk exposures and the mitigation
plans required, subsequent to review by the RCC.
PAGE: 81
ANNUAL REPORT 2016
KEY RISKS AND OPPORTUNITIES
ENTERPRISE RISK PROFILING
Enterprise Risk Profiling and Assessment follows a structured
process which ensures a comprehensive and consistent
approach in assessing and analysing risks faced by PGB.
Risks are reviewed annually with involvement from the
Management and Subject Matter Experts (SMEs) from
Divisions and Departments across the Company.
CONTEXT SETTING
Prior to risk profiling and assessment activities, various inputs
are analysed in setting the context of the assessment, which
include both internal and external factors that may impact
our business and operations. The Group’s annual risk
profiling and assessment process is guided by its approved
strategies and plans. Discussions are focused on risks which
could potentially impede the Group from meeting its
objectives.
On a regular basis, other various operational risk profiles
namely project risks, new business venture risks as well as
plant and facilities risks under Gas Processing and Utilities
(GPU) and Gas Transmission and Regasification (GTR)
Divisions are reviewed to identify significant risks to be
escalated to the Enterprise Risk Profile (ERP). Other key
discussions include recent Health, Safety, Security and
Environment (HSSE) issues or audit findings, operational
issues as well as project issues.
From an external context, any recent changes in regulatory/
statutory requirements as well as shifts in industry outlook
and landscape are also analysed as they may have direct or
indirect impact on the Group’s operations.
IR10 Further information on PGB 2016/17 ERP is provided on page 187.
BOARD
MANAGING DIRECTOR/ CHIEF EXECUTIVE OFFICER
RISK &COMPLIANCECOMMITTEE
BOARD AUDIT COMMITTEE
RISK MANAGEMENT UNIT
HEAD, BUSINESS EXCELLENCE
High Level Group Risk Oversight Structure
Reporting flow Information flow
RISK ASSESSMENT AND TREATMENT
Each risk is mapped based on a five-scale matrix which
specifies its likelihood and impact. Likelihood rating specifies
how likely it is for the risk to happen whilst impact rating
indicates the extent of its impact if it did happen. Risk
impact is analysed from both qualitative and quantitative
perspectives.
The PGB Enterprise Risk Matrix is adopted from the
PETRONAS ERM Framework and adapted based on the PGB
risk appetite and tolerance level.
Depending on risk treatment strategies adopted, mitigation
plans are outlined to mitigate the risks to an acceptable
level.
Key Risk Indicators (KRIs) are identified to facilitate
monitoring of the risks which provide an early warning signal
on potential emerging risks. Risk Owners, Risk Mitigation
Owners and Risk Focal Persons are assigned for each risk to
ensure the risk mitigations developed are appropriately
implemented, monitored and regularly reported.
IR9 Refer to page 188 for our Risk Assessment process.
VHVH
H
H
M
L
H
H
M
L
L
H
M
L
L
L
M
L
L
L
L
VH
H
H
M
Almost Certain
Likely
Possible
Unlikely
Remote
Insignificant Minor Moderate Major Severe
LIK
EL
IHO
OD
IMPACT
Risk Assessment Matrix
Note:
L: Low
M: Medium
H: High
VH: Very High
PAGE: 82
PETRONAS GAS BERHAD
CONTINUOUS IMPROVEMENTS
We continue to enhance risk
management awareness and capability
building across the Company and our
subsidiaries through various sharing of
information efforts and application of
best practices.
In addition, we benefit from being part
of the PETRONAS Group, which has an
established Board Governance and Risk
Committee that primarily provides
guidance and reviews strategies and
policies on Risk Management
implementation. The Company is also
part of various Community of Practice
(CoP) discussions driven by PETRONAS
Downstream Business, which provides
platforms for PETRONAS Downstream
companies to share and learn best
practices, discuss on issues and
improvements relating to Risk
Management and BCM implementation.
Efforts are also ongoing to reinforce
risk assurance exercises within the
Company to validate controls and
mitigations supporting its risks, as part
of its aspirations to achieve safe,
reliable and effective organisation.
We will also continue our focus on
institutionalisation of risk management
as a culture throughout the Group.
The Group has identified three main key risks mainly in the area of Commercial and Assets as described in detail below:
Our Strategy
IR1
Risk Category
IR9
Top Risks
IR2
Implications Treatment Measures
ZERONon-Compliance
Commercial Risk
• Gas Supply
(Amendment) Act
2016 and Third Party
Access (TPA)
regulations that are
not favourable to
PGB
• Occurrence of the
risks will hinder PGB
from achieving its
aspirations and
vision to be A
Leading Gas
Infrastructure and
Utilities Company
and as a result
erode its value and
returns to its
stakeholders
• As PGB is
aggressively driving
its 3ZERO100
BEYOND efforts in
achieving safe,
reliable and efficient
organisation by
2018, these top
risks need to be
effectively mitigated
and managed
• Strengthen engagements with
Energy Commission with
regards to TPA regulations
and its impact on PGB
ZEROHSE Incident
Health, Safety, Security &
Environment (HSSE) Risk
• Occurrence of
major HSSE
incidents due to
non-compliance
with HSSE
requirements/
policies affecting
PGB business and
reputation
• Strengthen HSSE processes
and behaviours amongst
both staff and contractors
• Focus on closure of audit
findings
• Enhance capabilities and
accountability of key
personnel
ZEROInterruption
100% Product Delivery
Reliability
Operation & Project Risk
• Ineffective project
management
towards ensuring
quality delivery
within HSSE, budget
and schedule
• Rectifications and upgrading
of plant and facilities which
have direct impact on
salesgas, ethane and utilities
production and delivery
improvements
Top key risks identified under the PGB Enterprise Risk Profile are regularly monitored to ensure timely completion of their mitigations
IR1 Our achievements resulting from implementation of Key Strategic Thrusts is provided on page 77
IR2 For details on key risks and mitigations relevant to each business segment, refer to pages 131, 141, 149 and 159
IR9 For a comprehensive disclosure of our material risk, refer to pages 189 to 190
PAGE: 83
ANNUAL REPORT 2016
MITIGATING RISKS
An issue is material when it impacts our ability to remain
commercially viable and socially relevant in which we operate. In
particular, material issues are those that have a strong influence on
our stakeholders’ judgement and decisions about the Group’s long
term sustainability and its commitment to their needs. We also
take into consideration those factors that may affect financial
stability and economic growth and in turn our business. Effectively
managing this is critical to achieve our strategic objectives.
TO DETERMINE OUR
MATERIAL MATTERS, WE
ADOPT THE FOLLOWING
APPROACH:
01
02
03
IDENTIFY
PRIORITISE
REPORT
• Board meeting, board audit
committee meeting and
senior management
meeting
• Conferences, analysts
meeting
• Risk assessment matrix/
workshop
• Our strategy
• Our code and ethics
• Materiality
• Industry and global trend
REPORT MATTERS WHICH CREATE VALUES TO STAKEHOLDERS
REVIEW
ASSESSMENT
VALUE CREATION
IDENTIFY CRITICAL AREAS THROUGH:
PRIORITISATION BASED ON ITS IMPACT AND VALUE CREATION TOWARDS:
• Materiality matrix
• Industry news
• Strategy
• Policies, code of conducts
• Sustainability indices
• Sustainability
• Economic growth
• Financial stability
PAGE: 84
PETRONAS GAS BERHAD
MATERIAL MATTERS IMPACTING OUR STRATEGY
IR3 To understand how we create value to our stakeholders, refer pages 72 to 73.
.
IMPACT TO PGB TIMEFRAME PGB STRATEGY
Human Capital • Productive, innovative and
competitive workforce
• Highly Engaged,
Capable & Empowered
Workforce
Compliance to
regulations
• Full compliance to statutory and
regulatory requirement
• ZERO Non-compliance
Working environment • Safe and healthy working
environment promoting work-life
balance
• ZERO HSE Incident
• Efficient & Sustainable
System and Work
Process
Plant and pipeline
reliability
• Product Delivery Reliability
• World class Overall Equipment
Effectiveness (OEE)
• ZERO Interruption
• ZERO HSE Incident
• 100% Product Delivery
Reliability
• Efficient & Sustainable
System and Work
Process
Energy consumption
and waste emission
• Efficient running of operations
and green technology
• 1st Quartile in Cost &
Energy
Gas market
liberalisation and
economic
regularisation of
transportation and
regasification business
through Gas Supply
(Amendment) Act 2016
• Effective cost reduction to achieve
sustainable profit following the
impact of regulated tariff
• Cost reduction
• 1st Quartile in Cost
• Potential revenue from various
services and expansion of market
arising from healthy competition
in the gas industry
• Value optimisation and
growth
Revenue growth • Incremental return to
shareholders
• Value optimisation and
growth
Gas supply and
demand outlook
• Strategic growth in gas
infrastructure and utilities
• Value optimisation and
growth
MA
TE
RIA
L M
AT
TE
RS
Our material matters are those matters which may influence our judgement to deliver a strategic priorities, and create a
sustainable value in short, medium and long term towards our stakeholders.
Immediate Long Term
PAGE: 85
ANNUAL REPORT 2016
05
MANAGEMENT DISCUSSION AND ANALYSIS
PERFORMANCE REVIEW88 Group Financial Review by
Chief Financial Officer
98 5-year Group Financial Analysis
100 5-year Group Financial
Information
101 Group Quarterly Performance
102 Performance Scorecard
106 Key Performance Indicators
108 Simplified Group Statement of
Financial Position and
Segmental Analysis
112 Key Interest Bearing Assets
and Liabilities
112 Statement of Value Added
113 Distribution of Value Added
114 Investor Relations
119 Share Perfomance
121 2016 Investor Relations Calendar
121 2017 Investor Relations Planner
B
AIDA AZIZA MOHD JAMALUDINChief Financial Officer
AS A TRUSTED BUSINESS PARTNER, FINANCE’S FOCUS IS PROVIDING INSIGHTFUL AND VALUE ADDED ANALYSIS AND REPORTING, IMPLEMENTING RISK MITIGATION, OPTIMISING COST OF CAPITAL AND MAINTAINING EFFICIENT DELIVERY OF SERVICES.
* Based on normalised FY2015, excluding tax incentives and unrealised foreign exchange (forex) of RM243.2 million.
billion
RM4.6+2.4%
billion
RM16.6+15.1%
billion
RM1.7-0.4%
sen
87.9-0.4%
REVENUESustained revenue strength, driven by long
term agreements on gas processing, gas
transportation and regasification.
ASSETSStrengthened by RM2.2 billion
supported by strong Group’s cash
balance and property, plant and
equipment.
PROFIT AFTER TAX*Stable despite higher operating costs to
sustain higher assets integrity and
reliability.
EARNINGS PER SHARE*Declined by 0.3 sen in tandem with
lower net profit attributable to
shareholders.
PAGE: 88
PETRONAS GAS BERHAD
GROUP FINANCIAL REVIEW BY CHIEF FINANCIAL OFFICER
VALUE ADDED ANALYSIS AND REPORTING
One of our key focus as a strategic business
partner is to deliver value added and insightful
analysis and reporting, which support and enable
business decision making.
MITIGATING RISK
The Group are exposed to various financial risks
arising from the normal course of business,
comprising credit risk, liquidity risk and market risk.
Policies and guidelines have been developed to
identify, analyse, appraise and monitor the dynamic
risks we face.
Credit Risk
We minimise credit risk by entering into contracts
with high credit rated counterparties and
implementing other credit enhancement measures
such a cash deposits and bank guarantees.
Liquidity Risk
To ensure smooth running of the business and our
projects, the Group maintain sufficient cash and
liquid marketable assets. The Group and Company’s
cash and cash equivalents stood at RM1.8 billion
and RM1.6 billion respectively as at the 31
December 2016, sufficient to maintain our
operational needs for the next one year
notwithstanding cash requirements for financing
and investing activities. Financing for growth
projects is via external term loans and loans from
corporate shareholders of joint ventures.
Market Risk
The market price changes that the Group are
mainly exposed to include changes in interest rates
and foreign currency exchange rates.
All interest rate exposures are monitored and
manage proactively in line with our policies and
guidelines including our recently secured USD500
million Term Loan Facility which is a floating rate
instrument.
As of 1 January 2016, the PETRONAS Gas Berhad
(PGB) Group had adopted cash flow hedge
accounting to mitigate accounting treatment
mismatch between USD finance lease liabilities (FLL)
outflows, which was intended to hedge exposure
on variability of cash flow from storage fees due to
foreign currency exchange rate volatility.
Upon adoption of the hedge accounting, the
unrealised foreign exchange (forex) gain or loss on
FLL is recognised in equity instead of profit or loss.
(FY2015: RM199.9 million unrealised forex loss.)
OPTIMISE CAPITAL STRUCTURE
Our strong business model has always assured us
sufficient capital to run our operations and support
projects that ensure reliability of our plants.
Nevertheless, lowering cost of capital to remain
competitive is also our focus.
On 7 January 2016, PGB had executed a Facility
Agreement with Mizuho Bank Ltd for a USD500
million five year Term Loan Facility to finance the
Group’s capital expenditure (CAPEX) requirements.
A LEADING FINANCE FUNCTION
In Finance, we strive to provide sustainable and
reliable services to the business. During the year, in
support of the implementation of 3ZERO100 Beyond
we completed standardisation and alignment of
finance Work Processes to ensure consistency in
practices, operating discipline, continuous
improvement and retention of knowledge. This in
turn, would enable the implementation of new
empowered and efficient Finance organisation
structure effective 1 January 2017.
External accreditation also reflects our level of
competency relative to our peers. In 2016, PGB was
recognised as fifth Most Transparent Company in
2016 by Focus Malaysia, accredited with Industrial
Excellence award at the National Annual Corporate
Report Awards 2016 and Malaysia-Asean Corporate
Governance Transparency Index, Findings and
Recognition 2016. PGB was also shortlisted in ACCA
Malaysia Sustainability Reporting Awards 2016.
OU
R F
OC
US
PAGE: 89
ANNUAL REPORT 2016
As a strategic business partner, Finance enables the business in various
strategic initiatives including:
Acquisition of non-controlling interest in a subsidiary
On 10 February 2016, the Company had acquired the remaining 1% interest in
its subsidiary, Regas Terminal (Lahad Datu) Sdn Bhd (RGTLD) from a non-
controlling party, Sabah Energy Corporation Sdn Bhd (SEC) for a purchase
consideration of RM1,000 upon termination of the Shareholders Agreement.
Accordingly, the Group increased its ownership in RGTLD from 99% to 100%.
Formation of a joint venture
On 15 August 2016, pursuant to Final Investment Decision (FID) obtained from
the respective Boards to develop an Air Separation Unit plant (ASU) in
Pengerang, Johor, the Company had formed a joint venture company,
Pengerang Gas Solutions Sdn Bhd (PGSSB) with Linde Malaysia Sdn Bhd
(Linde) where PGB and Linde owned 51% and 49% equity interests
respectively.
Financing growth projects
As at 31 December 2016, PGB had drawdown USD177.4 million from the
Facility and on-lent on a back-to-back basis to Pengerang LNG (Two)
Sdn Bhd (PLNG2) and PGSSB, a subsidiary and joint venture respectively of the
Group. The interest costs arising from this Facility is capitalised as part of the
respective projects cost.
SUPPORTING GROWTH
million
million
USD177.4
USD500
Drawdown
Raised Term Loan Facility
from the Facility and on-lent on a back-to-back basis to projects
from Mizuho Bank Ltd
GROUP FINANCIAL REVIEW BY CHIEF FINANCIAL OFFICER
PAGE: 90
PETRONAS GAS BERHAD
Upward Fuelgas Price Revision
Government implemented two upward fuelgas price revisions by RM1.50/mmbtu
effective 1 January 2016 and 1 July 2016 respectively. The revision of price has no
significant impact to the results as the increase in price is passed through to
utilities customers except for electricity. The impact to electricity is being
mitigated through fuelgas optimisation. Meanwhile, fuelgas is provided by our
customer within Agreed Operating Parameters for Gas Processing (GP) and Gas
Transportation (GT) businesses.
Improving Asset Integrity
One of the Key Strategic Thrusts under 3ZERO100 Transformation is elimination of
asset Bad Actors to sustain and improve the Group’s asset integrity. Completion of
various Key Results Area (KRA) activities have translated to achievement of higher
Performance Based Structure (PBS) income of RM68.8 million in line with the GP
plant’s higher liquid extraction performance.
Maximising Shareholders’ Return
It is always our aspiration to maximise shareholders’ return. Nevertheless, it
needs to balance between cash requirements for the business operations and
capital requirement for growth and dividend payouts to shareholders. To
determine dividends to shareholders, PGB amongst others, benchmark dividend
payout ratio of our industry peers and ensuring sustainable dividends
for the future.
For 2016, the Company had declared dividends totalling 62 sen per ordinary
share, our highest ever which is equivalent to a 70.7% dividend payout ratio.
HIG
HLI
GH
TS
OF
TH
E Y
EA
R
million
billion
RM68.8
70.7%RM1.2
Highest PBS income
Dividend
62 sen per ordinary share
Dividend payout ratio
PAGE: 91
ANNUAL REPORT 2016
PGB Group delivered a solid financial performance for the year ended 31 December 2016 supported by
its strong fundamentals in GP, GT, Utilities (UT) and Regasification (RGT) business segments.
Revenue for the year sustained at RM4,561.3 million, contributed largerly by the above key business
segments. Compared to corresponding year, it was an increase of 2.4% primarily driven by higher
utilities revenue, as a result of higher sales prices to customers in line with upward fuelgas price
revision and higher GP revenue.
Profit for the year stood at RM1,736.3 million, marginally lower than normalised profit excluding tax
incentives and forex loss recorded in FY2015.
Notes:
* Excluding tax incentives and forex (FY2013: RM567.7 million, FY2014: RM101.0 million and FY2015: RM243.2 million)
Profit After Tax (PAT) including tax incentives and forex PAT excluding tax incentives and forex
‘12 ‘13 ‘14 ‘15 ‘16
3,5
76
.8
3,8
92
.1
4,3
91.
7
4,4
55
.9
4,5
61.
3
Revenue(RM million)
‘12 ‘13* ‘14* ‘15* ‘16
1,4
04
.9
2,0
78
.9
1,5
11.2 1,8
42
.1
1,74
1.1
1,9
85
.9
1,74
2.7
1,73
6.3
Profit After Tax(RM million)
‘12 ‘13 ‘14 ‘15 ‘16
1,8
06
.8
1,9
47.
3
2,1
79
.5
2,3
16.5
2,4
95
.4
Costs of Revenue(RM million)
OVERVIEW OF FINANCIAL PERFORMANCE
GROUP FINANCIAL REVIEW BY CHIEF FINANCIAL OFFICER
PAGE: 92
PETRONAS GAS BERHAD
Gas Processing
Gas Transportation
Utilities
Regasification
908.8
836.6
328.6
302.5
913.2
837.8
344.8
339.6
2016
2015
Cost of Revenue(RM million)
Revenue
The Group’s revenue for the year ended 31 December 2016
reached RM4,561.3 million, an increase of RM105.4 million or
2.4% as compared to 2015. This was primarily driven by
higher utilities, and gas processing revenue.
Utilities revenue rose by RM95.5 million to RM1,069.1 million,
primarily contributed by higher average sales price in line
with upward fuelgas price revision by RM1.50/mmbtu
effective 1 January 2016 (to RM18.20/mmbtu) and 1 July
2016 (to RM19.70/mmbtu) respectively.
Directly as a result of higher asset integrity under the
Group’s 3ZERO100 Transformation, GP revenue improved by
RM23.6 million mainly attributable to higher PBS income
resulting from GP plant’s higher liquid extraction
performance.
RGT revenue was at RM631.1 million, a decrease of RM6.0
million resulting from a pass through revision of Floating
Storage Unit (FSU) Operating Expenditure (OPEX) charter hire
to customer.
GT segment registered revenue of RM1,303.9 million,
reflecting a slight decrease of RM7.7 million from RM1,311.6
million in corresponding year due to downward revision of
Gas Transportation Sabah tariff in the second quarter of
2016.
Cost of Revenue
Cost of revenue for the Group increased by RM178.9 million
(7.7%) to RM2,495.4 million in FY2016, mainly due to higher
depreciation expense in line with completion of various
capital projects and accelerated depreciation for our
turnaround expenditure, higher UT segment cost of sales
due to upward fuelgas price revision as well as higher repair
and maintenance to improve assets integrity.
Gross Profit
In line with higher cost of revenue, gross profit for the year
under review declined by RM73.5 million (3.4%) to RM2,065.9
million in view of lower contribution from GP segment by
RM48.6 million (7.0%), GT segment by RM33.8 million (3.3%)
and RGT segment by RM11.2 million (3.8%). Only UT
segment delivered higher contribution by RM20.1 million
(14.8%) as compared to last year.
Gas Processing
Gas Transportation
Utilities
Regasification
1,557.2
1,533.6
1,303.9
1,311.6
1,069.1
973.6
631.1
637.1
2016
2015
Revenue(RM million)
Gas Processing
Gas Transportation
Utilities
Regasification
648.4
697.0
975.3
1,009.1
155.9
135.8
286.3
297.5
2016
2015
Gross Profit(RM million)
PAGE: 93
ANNUAL REPORT 2016
Other Income
Other income for the Group was higher by RM7.0 million
(4.1%) primarily driven by higher investment income from cash
and fund investment mainly attributed to higher cash balance
and higher income from operations and maintenance services
to Sabah Sarawak Gas Pipeline (SSGP) upon recommissioning
of its operations in March 2016.
Other Expenses
Other expenses were lower by RM190.2 million (92.7%) mainly
due to lower unrealised forex loss on FLL as a result of
adoption of cash flow hedge accounting effective 1 January
2016. In 2015, PGB Group recorded RM199.9 million forex loss
arising from the translation of USD denominated FLL.
Share of Profit After Tax (PAT) of Associate and Joint Ventures
The Group’s associate, Gas Malaysia Berhad (GMB), contributed
RM18.7 million whilst our joint ventures Kimanis Power Sdn
Bhd (KPSB), Kimanis O&M Sdn Bhd (KOMSB), Industrial Gases
Solutions Sdn Bhd (IGS) and PGSSB contributed a combined
share of PAT of RM44.9 million.
The total share of PAT from our equity accounted associate
and joint ventures amounted to RM63.6 million, a decrease by
RM11.6 million (15.4%) from FY2015 as a result of lower
contribution from KPSB.
Tax Expenses
Tax expense was higher by RM354.3 million compared to last
year as PGB Group had recognised tax incentives totalling
RM443.1 million in FY2015 arising from investment tax
allowance (ITA) and reinvestment allowance (RA) granted by
Malaysian Investment Development Authority (MIDA) for Plant
Rejuvenation and Revamp (PRR) project.
Profit
As a result, the Group’s profit for the year declined by 12.6%
or RM249.6 million, primarily due to lower tax expenses in
FY2015.
Against normalised result in FY2015, profit decreased slightly
by RM6.4 million or 0.4% due to higher operating costs.
Results by Segment
Revenue
Cost of Revenue
Gross Profit
1,557.2
1,533.6
908.8
836.6
648.4
697.0
Revenue
Cost of Revenue
Gross Profit
1,069.1
973.6
913.2
837.8
155.9
135.8
Revenue
Cost of Revenue
Gross Profit
1,303.9
1,311.6
328.6
302.5
975.3
1,009.1
Revenue
Cost of Revenue
Gross Profit
637.1
631.1
339.6
344.8
297.5
286.3
2016
2016
2016
2016
2015
2015
2015
2015
Gas Processing(RM million)
Utilities(RM million)
Gas Transportation(RM million)
Regasification(RM million)
GROUP FINANCIAL REVIEW BY CHIEF FINANCIAL OFFICER
PAGE: 94
PETRONAS GAS BERHAD
Gas Processing (GP)
Segment revenue improved by RM23.6 million as compared to
the corresponding year mainly attributable to higher PBS
income resulting from the plant’s higher liquid extraction
performance.
GP contributed RM648.4 million to the Group’s gross profit
which was lower by RM48.6 million due to higher operating
costs primarily due to depreciation expense in line with
completion of capital projects and accelerated depreciation for
its turnaround expenditure. These were partially offset by lower
utilities cost due to running of its new cogeneration plant to
produce electricity internally.
Gas Transportation (GT)
Segment revenue was at RM1,303.9 million, reflecting a slight
decrease of RM7.7 million from RM1,311.6 million in
corresponding year due to downward revision of Gas
Transportation Sabah tariff in the second quarter of 2016.
GT contributed RM975.3 million to the Group’s gross profit
which was lower by RM33.8 million mainly due to higher land
assessment fees and depreciation expense.
Utilities (UT)
UT revenue for 2016 rose by RM95.5 million to RM1,069.1
million, primarily contributed by higher average sales price to
customers in line with two upward fuelgas price revisions
effective 1 January 2016 and 1 July 2016 respectively.
UT contribution to the Group’s gross profit improved by
RM20.1 million, as compared to the corresponding year in
tandem with higher revenue. This was partially offset by higher
operating costs.
Regasification (RGT)
Segment revenue for the year was RM631.1 million, a decrease
of RM6.0 million resulting from pass through revision of FSU
OPEX charter hire to customer.
RGT contribution to the Group’s gross profit of RM286.3
million was lower by RM11.2 million as a result of higher repair
and maintenance costs to improve asset integrity.
Assets
1,763.1
12,807.5 2016RM16,553.6
1,983.0
PPE
Other Assets
Cash & Cash Equivalents
1,827.4
11,323.8
2015RM14,382.0
1,230.8
PPE
Other Assets
Cash & Cash Equivalents
The Group’s total assets stood firm at RM16,553.6 million as
at 31 December 2016, representing an improvement of
RM2,171.6 million (15.1%) from the RM14,382.0 million of the
corresponding year.
PAGE: 95
ANNUAL REPORT 2016
Property, Plant and Equipment (PPE)
Property, plant and equipment increased by RM1,483.7 million (13.1%) to RM12,807.5 million mainly contributed by CAPEX for
growth projects namely LNG Regasification Terminal, Pengerang and Pengerang Gas Pipeline projects as well as capital
expenditure to sustain and improve the plants’ asset integrity.
Cash and Cash Equivalents
The Group generated RM2,761.0 million cash from operations during the year. This was sufficient to sustain the current year’s
dividend payments of RM1,187.2 million to the shareholders’ and partly finance the Group’s CAPEX activities totalling
RM1,954.6 million.
During the year, the Group had drawdown RM776.1 million from its USD Term Loan Facility as well as from corporate
shareholder of a subsidiary amounting to RM287.3 million to finance the Group’s growth projects namely the LNG
Regasification Terminal and ASU projects in Pengerang, Johor.
Consequently, the Group’s cash and cash equivalents increased by RM532.3 million (43.2%) to RM1,763.1 million as at 31
December 2016.
Other Assets
Other assets increased by RM155.6 million to RM1,983.0 million as at 31 December 2016 mainly contributed by higher trade
and other receivables and higher investment in joint ventures.
Liabilities
Total liabilities for the Group rose by RM1,605.3 million (57.6%) from RM2,787.1 million to RM4,392.4 million as at 31
December 2016.
The increase was mainly due to drawdown from USD Term Loan Facility and loan from corporate shareholder of a subsidiary
amounting to RM776.1 million and RM287.3 million respectively as well as increase in trade and other payables by
RM208.5 million.
2,249.5
1,131.0 2016RM4,392.4
1,011.9
Borrowings
Deffered tax
Trade and other payables
Taxation
1,058.3
922.6
2015RM2,787.1
803.4
Borrowings
Deffered tax
Trade and other payables
Taxation
2.8
GROUP FINANCIAL REVIEW BY CHIEF FINANCIAL OFFICER
PAGE: 96
PETRONAS GAS BERHAD
Equity
Total equity attributable to shareholders of the Company as at 31 December 2016 rose by RM527.9 million (4.6%) primarily
contributed by profit attributable to shareholders of the Company, partially offset by dividend payments.
Earnings Per Share (EPS)
Earnings per share was lower by 12.55 sen, in tandem with lower net profit attributable to shareholders of the Company.
Excluding impact of tax incentives and forex, EPS decreased by 0.33 sen or 0.4%.
Earnings Before Interest, Taxes, Depreciation and Amortisation (EBITDA)
EBITDA was higher by RM186.4 (6.6%) mainly due to lower unrealised forex loss on FLL as a result of adoption of hedge
accounting effective 1 January 2016 and higher revenue but partially offset by higher operating costs.
Dividends
During the financial year, the Company declared four interim dividends totalling 62 sen per share amounting to RM1,226.8
million for FY2016, the Company’s highest ever dividend payout to shareholders.
Indeed, this represents a dividend payout ratio of 70.7% on profit attributable to the shareholders of the Company, on par
with – if not better than – the industry average.
2015(sen)
1st interim 2nd interim 3rd interim 4th interim
14.0
14.0 15
.0 17.0
14.0
14.0
1st interim 2nd interim 3rd interim 4th interim
15.0
19.0
2016(sen)
PAGE: 97
ANNUAL REPORT 2016
Item 2012 2013 2014 2015 2016
Profit after tax (RM million) 1,404.9 2,078.9 1,842.1 1,985.9 1,736.3
Normalised profit after tax* (RM million) 1,404.9 1,511.2 1,741.1 1,742.7 1,736.3
2012
1,404.9
2,078.9
1,511.2
1,842.1
1,741.1
1,985.9
1,742.71,736.3
2013 2014 2015 2016
Profit After Tax(RM million)ANALYSIS
2012
• Profit of RM1.4 billion was contributed by three business
segments comprising Gas Processing (GP), Gas
Transportation (GT) and Utilities (UT).
• Compared to 2011, the Group results increased due to gain
on partial disposal of investment in an associate, Gas Malaysia
Berhad of RM100.0 million through initial public offering.
2013
• Profit of RM2.1 billion was contributed by four business
segments comprising GP, GT, UT and newly commissioned
operations, Regasification (RGT).
• Achieved commercial operations of Malaysia’s First LNG
Regasification Terminal in Sg Udang, Melaka (RGTSU) in May
2013.
• Compared to 2012, the Group results improved due to
recognition of deferred tax assets (DTA) arising from
investment tax allowances (ITA) granted by Malaysian
Investment Development Authority (MIDA) amounting to
RM626.4 million.
• Excluding impact of DTA, profit sustained at RM1.5 billion.
2014
• Signing of new Gas Processing Agreement (GPA) and Gas
Transportation Agreement (GTA) with PETRONAS for 20-year
period.
• Kimanis Power Plant achieved full commercial operations in
November 2014.
• Compared to 2013, excluding impact of DTA on ITA from
RGTSU and Kimanis Power Sdn Bhd (KPSB), the Group’s
profit increased attributable to profit contribution from KPSB,
full year contribution from RGTSU and strentghening of GT
revenue base under new GTA.
2015
• Completion of the last series of plant revamp and rejuvenation
project (PRR) for GP segment (PRR for Gas Processing Plant
(GPP) 2 and 3 was completed in 2013 and PRR for GPP4 was
completed in 2015).
• Compared to 2014, the Group’s profit increased as a result of
recognition of tax incentives arising from ITA and
reinvestment allowances granted by MIDA on PRR totalling
RM443.1 million.
• This was partially offset by unrealised foreign exchange
(forex) loss on USD finance lease liabilities totalling RM199.9
million due to weakening of the Ringgit.
• Excluding impact of tax incentives and forex, profit remained
strong at RM1.7 billion.
2016
• Compared to 2015, excluding impact of tax incentives and
forex, profit remained steady at RM1.7 billion.
* Excluding tax incentives and forex (FY2013: RM567.7 million, FY2014: RM101.0 million and FY2015: RM243.2 million)
PAGE: 98
PETRONAS GAS BERHAD
5-YEAR GROUP FINANCIAL ANALYSIS
Item 2012 2013 2014 2015 2016
Total assets (RM million) 12,438.3 13,222.4 13,260.5 14,382.0 16,553.6
12,438.3
13,222.4 13,260.5
14,382.0
16,553.6
2012 2013 2014 2015 2016
Total Assets(RM million)ANALYSIS
Item 2012 2013 2014 2015 2016
Property, plant and equipment 9,777.9 10,611.1 10,858.5 11,323.8 12,807.5
Fixed assets 5,443.6 8,913.8 9,230.6 9,737.9 9,660.8
Project-in-progress 4,334.3 1,697.3 1,627.9 1,585.9 3,146.7
Cash and cash equivalents 912.1 1,706.2 637.7 1,230.8 1,763.1
ANALYSIS
2012
• Total assets of RM12.4 billion mainly consist of plant,
property and equipment (PPE) from the three business
segments: GP, GT and UT.
2013
• Compared to 2012, total assets further strengthened following
completion of RGTSU and PRR for GPP2 and GPP3.
2014
• Compared to 2013, total assets remained steady at RM13.3
billion mainly consist of PPE from four business segments:
GP, GT, UT and RGT.
2015
• Compared to 2014, total assets of the Group increased was
mainly attributed to higher PPE arising from completion of
PRR for GPP4 and higher cash balances.
2016
• Compared to 2015, total assets surged to RM16.6 billion as
the Group embarked into Malaysia’s Second LNG
Regasification Terminal and Air Separation Unit plant projects
in Pengerang, Johor.
PAGE: 99
ANNUAL REPORT 2016
Year 2012 2013 2014 2015RM million
2016
Key results Revenue 3,576.8 3,892.1 4,391.7 4,455.9 4,561.3
By segment:Gas Processing 1,511.2 1,497.4 1,480.2 1,533.6 1,557.2 Gas Transportation 1,119.4 1,189.4 1,286.7 1,311.6 1,303.9 Utilities 946.2 867.2 1,008.6 973.6 1,069.1 Regasification – 338.2 616.2 637.1 631.1
By geographical:Peninsular Malaysia 3,559.3 3,873.8 4,365.5 4,428.8 4,545.4 Sabah – – 8.5 8.5 (3.3)Sarawak 17.5 18.3 17.7 18.6 19.2
Interest income 71.5 41.8 36.9 31.8 54.2 Cost of revenue 1,806.8 1,947.3 2,179.5 2,316.5 2,495.4
By segment:Gas Processing 742.5 746.1 778.5 836.6 908.8 Gas Transportation 280.1 287.0 280.0 302.5 328.6 Utilities 784.2 739.5 812.6 837.8 913.2 Regasification – 174.7 308.4 339.6 344.8
Financing costs 20.3 50.1 76.3 90.1 93.9 Administration expenses 156.0 120.0 74.8 89.5 93.1 Operating profit 1,859.6 1,903.7 2,142.1 2,016.9 2,137.1 Earnings before interest, taxes,
depreciation and amortisation 2,463.0 2,628.6 3,180.8 2,837.2 3,023.6 Profit before taxation 1,851.3 1,896.4 2,354.5 2,002.1 2,106.8 Profit for the year 1,404.9 2,078.9 1,842.1 1,985.9 1,736.3 Profit attributables to the shareholders
of the Company 1,405.0 2,078.9 1,843.2 1,987.5 1,739.1
Key statement of financial positionProperty, plant and equipment 9,777.9 10,611.1 10,858.5 11,323.8 12,807.5 Cash & cash equivalents 912.1 1,706.2 637.7 1,230.8 1,763.1 Total assets 12,438.3 13,222.4 13,260.5 14,382.0 16,553.6 Borrowings 1,246.7 841.8 882.3 1,058.3 2,249.5 Total liabilities 3,271.1 2,956.9 2,691.5 2,787.1 4,392.4 Share capital 1,978.7 1,978.7 1,978.7 1,978.7 1,978.7 Reserves 7,188.7 8,287.0 8,555.1 9,460.1 9,988.0 Total equity attributable to the
shareholders of the Company 9,167.4 10,265.7 10,533.8 11,438.8 11,966.7 Non-controlling interests (0.2) (0.2) 35.0 156.1 194.5 Total equity 9,167.2 10,265.5 10,569.0 11,594.9 12,161.2
Share informationEarnings per share (sen) 71.0 105.1 93.1 100.4 87.9 Dividends per share (sen) 50.0 55.0 55.0 60.0 62.0 Net assets (sen) 4.63 5.19 5.32 5.78 6.05 Closing share price 19.52 24.28 22.16 22.70 21.30 Number of ordinary shares (’000) 1,978,732 1,978,732 1,978,732 1,978,732 1,978,732 Market capitalisation (RM million) 38,624.8 48,043.6 43,848.7 44,917.2 42,147.0
PAGE: 100
PETRONAS GAS BERHAD
5-YEAR GROUP FINANCIAL INFORMATION
2016In RM Million
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Year 2016
Operating revenue 1,130.6 1,119.0 1,157.8 1,153.9 4,561.3
Operating profit 591.9 502.9 542.3 500.0 2,137.1
Profit before taxation 578.8 497.9 546.3 483.8 2,106.8
Profit for the period/year 447.4 403.5 422.1 463.3 1,736.3
Profit attributable to shareholders
of the Company 447.3 403.9 422.8 465.1 1,739.1
Earnings per share (sen) 22.6 20.4 21.4 23.5 87.9
Dividends per share (sen) 14.0 14.0 15.0 19.0 62.0
2015In RM Million
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Year 2015
Operating revenue 1,101.3 1,083.6 1,134.3 1,136.7 4,455.9
Operating profit 568.4 545.0 415.6 487.9 2,016.9
Profit before taxation 571.3 527.1 415.5 488.2 2,002.1
Profit for the period/year 450.0 817.8 307.2 410.9 1,985.9
Profit attributable to shareholders
of the Company 450.0 818.0 305.0 414.5 1,987.5
Earnings per share (sen) 22.7 41.4 15.4 20.9 100.4
Dividends per share (sen) 14.0 14.0 15.0 17.0 60.0
GROUP QUARTERLY PERFORMANCE
PAGE: 101
ANNUAL REPORT 2016
IR7 PGB is committed to deliver a sustainable value for all stakeholders by ensuring a safer environment, boosting economy and
improve social relationship. Read more on our Sustainability Report from pages 218 to 249.
The two-year 3ZERO100 Transformation programme launched in 2015, strived the organisation to achieve ZERO
Health, Safety and Environment (HSE) incident, ZERO non-compliance, ZERO interruption and 100% product
delivery reliability. Various Key Results Area (KRA) activities under Key Strategic Thrusts: Assets, System & Process
and People & Culture have contributed to the following achievements for the year. We achieved no major Lost
of Primary Containment (LOPC) and major fire in 2016. However, we were unfortunate with the three fatalities
and six Lost Time Injury (LTIs). PGB will put its utmost priorities in HSSE to prevent recurrence of the incidents.
IN ACHIEVING OUR STRATEGIC OBJECTIVES, PGB ALSO DEVELOPS NON-FINANCIAL
KEY PERFORMANCE INDICATORS (KPI) TO ASSESS THE PERFORMANCE OF OTHER
KEY ACTIVITIES WITHIN THE ORGANISATION. OUR PERFORMANCE SCORECARD
PROVIDES AN OVERVIEW ON HOW WE HAVE PERFORMED DURING THE YEAR.
ObjectivesUnits of
measurement Description 2014 2015 2016 YoY Trend
Fatality AccidentNumber of
incidents
Total number of reportable fatalities
(staff, contractor and third party).3 0 3
LTINumber of
incidents
An injury is assessed to be a LTI when
the injured person cannot return for
duty during next shift or next day.
8 5 6
Major LOPCNumber of
incidents
Total number of LOPC related to
process safety incidents with the
greatest consequences.
1 3 0
Major Fire IncidentNumber of
incidents
Total number of fire or explosion
resulting in the greatest consequences. 1 1 0H
EA
LTH
, S
AFE
TY
, S
EC
UR
ITY
AN
D E
NV
IRO
NM
EN
T (
HS
SE
)
PAGE: 102
PETRONAS GAS BERHAD
PERFORMANCE SCORECARD
Higher Overall Equipment Effectiveness (OEE) achieved for Gas Processing, Utilities and Regasification has
translated into higher Product Delivery Reliability (PDR) to customers. Higher Transmission reliability demonstrated
our world class performance in transmission operations, ensuring security of gas supply to the nation.
Gas Processing OEE1 (%)
Salesgas Ethane Propane Butane
Power Steam Industrial Gases Transmission Reliability2 (%)
Regasification OEE1 (%)
Utilities OEE1 (%)
90
.5
87.
1
89
.3
86
.6
88
.8
91.
7
100
.0
92
.196
.3
99
.92
99
.92
99
.96
100
.0
99
.1
94
.1
’14 ’15 ’16 ’14 ’15 ’16 ’14 ’15 ’16 ’14 ’15 ’16’14 ’15 ’16
’14 ’15 ’16’14 ’15 ’16 ’14 ’15 ’16 ’14 ’15 ’16
98
.6
94
.096
.6 97.
7
90
.8
87.
6
96
.6
88
.6
88
.4
96
.6
89
.9
88
.6
ObjectivesUnits of
measurement Description 2014 2015 2016 YoY Trend
Sales Gas PDR %
Product delivered meet the customer’s
nomination on monthly basis.
100.0 100.0 100.0
Power PDR % 99.99 99.98 100.0
Steam PDR % 99.84 99.91 100.0
Ethane Production (MT/hr)Annual average ethane production
from the gas processing plants.117 135 142
OP
ER
AT
ION
S
Note 1: OEE – A measure of plant performance against its limits and identified sources of loss within the plant and a measure of how well
equipment is used when available.
Note 2: Reliability – A measure to determine the impact of unscheduled downtime on the availability of the plant.
* World Class Performance benchmark for OEE is 95% and Reliability is 98%.
PAGE: 103
ANNUAL REPORT 2016
PGB has adopted empowered and efficient organisational structure to ensure clear demarcation of roles. We
always achieved optimum level of manning to ensure sustainability of our operations.
We provide continuous Leadership and Capability Development programmes to enhance the staff professional
and personal development. In 2016, we further enhanced Building Leaders programme and 31 managers have
attended the Accelerated Cultural Change (ACC) programme designed to enhance competencies to drive
direction and lead change.
HU
MA
N C
AP
ITA
L
ObjectivesUnits of
measurement 2014 2015 2016
Total employees Number of staff 2,111 2,187 2,117
Other nationality Number of staff 2 14 14
Employee turnover % 0.8% 1.1% 0.7%
Staff costs RM million 294.3 283.2 281.8
Mandays training
per employee
days 8.0 9.8 10.3
Training investment
per employee
RM’000 6.4 7.8 6.3
Employee
satisfaction1
% 1.83 2.98 3.13
20
16
2,060 (97%)
2015: 2,032 (93%)2014: 2,085 (99%)
210Baby Boomers2015: 2242014: 258
575Gen X2015: 5922014: 590
1,331Millenials2015: 1,3702014: 1,263
1Post Millenials
2015: 12014: 0
Permanent
38% 2015: 33%2014: 33%
Women in Leadership
Team
43% 2015: 13%2014: 13%
Women in Board
Composition* Data is based on internal survey conducted by PGB to determine the level of staff
satisfaction. The highest score is 4.00.
PERFORMANCE SCORECARD
PAGE: 104
PETRONAS GAS BERHAD
We believe that it is our duty to care for the well-being of the communities surround our operations.
In 2016, we actively reached out to the community through several programmes:
ObjectivesUnits of
measurement 2014 2015 2016 YoY Trend
Corporate Social
Responsibilities
(CSR) Programme
Number of
programme36 16 18
CSR ParticipationNumber of
Staff1,369 592 1,179
SO
CIA
L
PGB Livelihood programme which aims to impart baking and entrepreneurship skills to
women from low-income households.
Program Sentuhan Kasih PETRONAS where we donated 10 kg of rice each to 95
low-income families during Ramadhan.
Program Sentuhan Ilmu offers academic and non-academic assistance to under performing
students from low-income families.
In preserving the environment, PGB allocated RM2 million for waste disposal and set a
target of reducing waste by 3% annually.
Preserve the biodiversity of Sungai Paka in Terengganu through ‘Sayangi Sungai Paka’ programme.
1
2
3
4
5
YOY – Year on year
PAGE: 105
ANNUAL REPORT 2016
The financial indicators assess the Group’s current year performance as compared to the corresponding year.
GROUP PERFORMANCE RATIOS
All analysis below is after excluding impact of tax incentives and unrealised foreign exchange.
39.1%
Normalised 2015
Normalised 2015
2015
2015
2015
2015
2015
2016
2016
2016
2016
2016
12.1%
48.0%
52.0%
44.6%
13.8%
45.3%
54.7%
38.1%
10.5%
Sustained within healthy levels. Due to higher operating costs.
Continuous improvement towards assets
integrity.
Slightly lower due to higher spending on growth
projects yet to generate returns.
Net profit margin is defined as a ratio
of net profit after tax to revenue.
Gross profit margin is defined as a
ratio of gross profit to revenue.
Cost to Income (CTI) is a measure of
cost of revenue divided by revenue.
Return on Asset (ROA) is an indicator that
measures the Company’s efficiency in using
the total assets to generate profit.
2.3
2.5
Higher attributed to high cash balances.
Current ratio is defined as the Company’s
ability to meet its short term obligations.
PAGE: 106
PETRONAS GAS BERHAD
KEY PERFORMANCE INDICATORS
Normalised 2015
2015 2015
2015
2016 2016
2016
Normalised 2015 2015 2016 Normalised 2015 2015 2016
sen
sen
88.2
100.4
87.9
In line with steady profit for the year.
Within the industry average of DPR.
Earnings Per Share (EPS) represents the
portion of the Company’s distributable
income allocated to each equity share.
Dividend Payout Ratio (DPR) is defined as the
percentage of earnings paid to shareholders in dividend.
77.0%
59.8%
70.7%
15.2%
17.4%
14.5%
Respectable returns from investments.
Return on Equity (ROE) is defined as profit
attributable to shareholders divided by the average
shareholders’ equity for the financial year.
60.0
62.0
5.1%
-3.4%
Higher dividend payout in respect of FY2016 in
tandem with strong performance of the Group.
Due to decline of share price during the year.
Dividends Per Share (DPS) is dividends declared
for the shareholders divided by the number of
ordinary shares issued.
Total Shareholder’s Return (TSR) is measure of
share price performance and dividends paid during
the year, divided by the opening share prices.
PAGE: 107
ANNUAL REPORT 2016
2015
2016
Total Assets
Total Assets
Property, Plant and Equipment 77% Cash and Cash Equivalents 11% Investment in Joint Ventures 4% Trade and Other Receivables 4% Deferred Tax Assets 3% Investment in Associate 1% Long Term Receivables 0%*
Tax Recoverable 0%*
Trade and Other Inventories 0%*
Property, Plant and Equipment 79% Cash and Cash Equivalents 9% Investment in Joint Ventures 4% Trade and Other Receivables 4% Deferred Tax Assets 3% Investment in Associate 1% Trade and Other Inventories 0%*
RM14.4 billion
RM16.6 billion
* Insignificant percentage (%)
* Insignificant percentage (%)
PAGE: 108
PETRONAS GAS BERHAD
SIMPLIFIED GROUP STATEMENT ON FINANCIAL POSITION AND SEGMENTAL ANALYSIS
2015
2016
Total Liabilities & Shareholder’s Equity
Total Liabilities & Shareholder’s Equity
Reserves 66% Share Capital 14% Non-Current Borrowings 7% Deferred Tax Liabilities 6% Trade and Other Payables 6% Non-Controlling Interests 1% Deferred Income 0%*
Current Borrowings 0%*
Taxation 0%*
Reserves 60% Non-Current Borrowings 13% Share Capital 12% Deferred Tax Liabilities 7% Trade and Other Payables 6% Non-Controlling Interests 2% Deferred Income 0%*
Current Borrowings 0%*
Taxation 0%*
RM14.4 billion
RM16.6 billion
* Insignificant percentage (%)
* Insignificant percentage (%)
PAGE: 109
ANNUAL REPORT 2016
Gas Transportation(RM million)
Gas Transportation(RM million)
Gas Transportation(RM million)
Gas Processing(RM million)
Gas Processing(RM million)
Gas Processing(RM million)
2,575.14,376.4
1,009.1697.0
1,311.61,533.6
2,620.14,321.6
975.3648.4
1,303.91,557.2
SEGMENT OPERATING REVENUE
SEGMENT GROSS PROFIT
SEGMENT ASSETS
2015
2015
2015
2016
2016
2016
RM4.6 billion
RM2.1 billion
RM14.2 billion
for the financial year ended 31 December
for the financial year ended 31 December
for the financial year ended 31 December
2016
2016
2016
SIMPLIFIED GROUP STATEMENT ON FINANCIAL POSITION AND SEGMENTAL ANALYSIS
PAGE: 110
PETRONAS GAS BERHAD
Regasification(RM million)
Regasification(RM million)
Regasification(RM million)
Utilities(RM million)
Utilities(RM million)
Utilities(RM million)
637.1
297.5
4,389.31,184.5
135.8
973.6
631.1
286.3
5,896.31,317.9
155.9
1,069.1
2015
2015
2015
2016
2016
2016
RM2.1 billion
RM12.5 billion
RM4.5 billion
2015
2015
2015
PAGE: 111
ANNUAL REPORT 2016
2015 2016
As at 31 December
RM million
EffectiveInterest Rate
%
InterestIncome/
(Expenses)RM million
As at 31 December
RM million
EffectiveInterest Rate
%
InterestIncome/
(Expenses)RM million
Interest earning assets
Cash and cash equivalents 1,230.8 3.9 31.8 1,763.1 3.6 54.2
Interest bearing liabilities
Finance lease liabilities 1,058.3 9.1 (90.1) 1,166.6 9.1 (93.9)
Team loan – – – 795.6 1.7 –*
Loan from corporate
shareholder of a subsidary – – – 287.3 6.5 –*
* Interest expenses are being capitalised as part of projects-in-progress.
2015RM million
2016RM million
Revenue 4,455.9 4,561.3
Purchase of goods and services (1,300.2) (1,386.8)
Value added by the Company 3,155.7 3,174.5
Other income and expenses (32.9) 164.3
Financing costs (90.1) (93.9)
Share of profit after tax of equity accounted associate and jointly controlled entity 75.2 63.6
Value added available for distribution 3,107.9 3,308.5
PAGE: 112
PETRONAS GAS BERHAD
KEY INTEREST BEARING ASSETS AND LIABILITIES
STATEMENT OF VALUE ADDED
2015RM million
2016RM million
To employees
Employment costs 326.9 324.5
To government
Taxation 71.9 113.7
To shareholders
Dividends 1,147.8 1,187.2
Non-controlling interest (1.5) (2.8)
Retained for reinvestment and future growth
Depreciation and amortisation 778.9 877.2
Deferred tax expense/(income) (55.7) 256.8
Retained profit 839.6 551.9
3,107.9 3,308.5
10%
3%
51%
FY2016
36%
Retained for reinvestment and future growth
To shareholders
To employees
To government
11%
2%37%
FY2015
50%
Retained for reinvestment and future growth
To shareholders
To employees
To government
PAGE: 113
ANNUAL REPORT 2016
DISTRIBUTION OF VALUE ADDED
HIGHLIGHTS
RE
SU
LTS
BR
IEFI
NG 04
INV
ES
TO
RS
ME
ET
ING 34
IR
CO
NFE
REN
CES
04
PLA
NT
VIS
ITS
02
IN TODAY’S DYNAMIC ENVIRONMENT,
IT IS ESSENTIAL TO HAVE AN EFFECTIVE
CHANNEL TO KEEP OUR STAKEHOLDERS
ABREAST WITH THE LATEST
INFORMATION ON THE GROUP. PGB’S
INVESTOR RELATIONS HELPS TO
PROVIDE AN UP TO DATE INFORMATION
TO THE INVESTMENT COMMUNITY
THROUGH ITS VARIOUS ENGAGEMENT
PROGRAMMES.
FORTIFYING TIES IN INVESTMENT COMMUNITY
PETRONAS Gas Berhad (PGB) acknowledges the importance
of engaging its stakeholders particularly its investors and
analysts on the financial and operational performance of the
Group as well as on its strategic direction, growth initiatives
and major projects updates. The Investor Relations unit
facilitates communication to the investment community via
an extensive programme approved by the Senior
Management and obtains feedback from them to assess the
effectiveness of each programme held.
The year kicked off with PGB participating in the CIMB 8th
Annual Malaysia Corporate Day on 6 January 2016 at Hilton
Kuala Lumpur. During the year under review, PGB
participated in two conferences locally and two overseas
conferences, held in Japan and Singapore. In comparison,
PGB participated in three international conferences during
FY2015. We believe that continuous investor engagement will
promote transparency and is essential if the Company is to
thrive in challenging economic conditions. Our Managing
Director and Chief Executive Officer (MD/CEO), Chief
Financial Officer and Head of Investor Relations were fully
committed to dedicate their time to meet the investors to
provide the latest Company’s updates.
We viewed the conferences to be successful as our foreign
shareholdings sustained at 8.4% as at 17 February 2017. In
addition, regular meetings and conference calls with analysts
and potential investors were held on a frequent basis to
demonstrate our commitment to engage with the
investment community.
PAGE: 114
PETRONAS GAS BERHAD
INVESTOR RELATIONS
Breakdown of Shareholdings by Local & Foreign
Foreign Shareholdings
Category of Shareholder by Individual, Corporate Body, Institutions & Nominees
‘15 ‘16‘14‘13‘12 ‘17*
8.48.8
8.57.46.66.4
* as at 17 February 2017
8.4%
Local shareholdings
Foreign shareholdings
91.6%
0.1%
0.6%
83.3%
16.0%
Nominees
Body Corporate
Individuals
Instituitions
QUICK FACTS
PGB shareholders are mainly local investors. Out of this group, 83.3% shares belong to
nominee companies.
By geographical, our foreign shareholders are mainly from United States of America (4.5%), Ireland
(0.5%), Singapore (0.4%) and Hong Kong (0.3%).
PGB’S SHAREHOLDING
PAGE: 115
ANNUAL REPORT 2016
For the year under review, PGB announced its performance results on a quarterly basis. Through its quarterly result briefings
PGB provided timely releases of financial results, growth initiatives and updates on major projects. The quarterly results were
facilitated by our Head of Investor Relations while the presentation and questions and answers were undertaken in the
presence of our MD/CEO and Chief Financial Officer. The webcasts and tele-conferences received overwhelming
participation from analysts. On average, a total 35 analysts participated in our quarterly result briefings. The scope of
information disseminated was extended from only internal news to external factors that impacted the business. Among key
issues deliberated were the impact of the recent Gas Supply (Amendment) Act 2016 towards regasification and the
transportation businesses, exposure on foreign exchange volatility particularly in relation to PGB’S external loan as well as the
trend of the industry.
The top three key topics discussed with our analysts are summarised in page 120.
Our analysts coverage is highlighted on page 120.
No Report Title Quarter & Date Financial Institutions
1 Flowing Smoothly Q1 2016 (09.05.2016) CIMB Bank
2 Steady earnings continue; defensive play with
dividend upside potential; reiterate OW
Q1 2016 (09.05.2016) J.P. Morgan Chase Bank Berhad
3 1Q16 No Surprises Q1 2016 (10.05.2016) Kenanga Investment Bank Berhad
4 No Negatives Q1 2016 (10.05.2016) Maybank Investment Bank
5 Largely Routine Q1 2016 (11.05.2016) Maybank Investment Bank
6 Marginal decline in earnings not unexpected Q1 2016 (10.05.2016) MIDF Amanah Investment Bank Berhad
7 Rich valuations with slow growth prospects Q1 2016 (09.05.2016) Nomura Holdings
8 Business as usual Q1 2016 (11.05.2016) TA Securities Holding Berhad
9 2Q16 In Line Q2 2016 (10.08.2016) Kenanga Investment Bank Berhad
10 Earnings buoyed by upward tariff revisions Q2 2016 (10.08.2016) MIDF Amanah Investment Bank Berhad
11 Largely In-Line Q2 2016 (10.08.2016) TA Securities Holding Berhad
12 Near Term Looks Sleepy Q2 2016 (11.08.2016) TA Securities Holding Berhad
13 3Q16 Disappointing; Cut To UP Q3 2016 (03.11.2016) Kenanga Investment Bank Berhad
14 Nothing Untoward Q3 2016 (03.11.2016) Maybank Investment Bank
15 Smooth Earnings from Stable Biz Q3 2016 (03.11.2016) TA Securities Holding Berhad
16 More Colour on Looming Gas Liberalisation Q3 2016 (04.11.2016) TA Securities Holding Berhad
INVESTOR RELATIONS
PAGE: 116
PETRONAS GAS BERHAD
PGB also organised two plant visits namely, to Utilities Gebeng and Kuantan Compressor Station, Pahang and Segamat
Operations Centre, Johor. This is a way to show appreciation to our shareholders and to bring them closer towards
understanding our business. A total of 60 shareholders participated in the plant visits.
Main Control Building, Utilities Gebeng, Pahang 15 August 2016. Shareholders’ Briefing Session, 15 August 2016.
Shareholders’ Visit at Kuantan Compressor Station, Pahang, 15 August 2016.
PAGE: 117
ANNUAL REPORT 2016
ANNUAL GENERAL MEETING (AGM)
PGB held its AGM on 26 April 2016 at the Mandarin Oriental, Kuala Lumpur. All resolutions proposed were duly passed.
En Yusa’ Hassan presenting performance of the Group for FY2015.
Press conference after AGM.
Question and answer session during the AGM.
INVESTOR RELATIONS
PAGE: 118
PETRONAS GAS BERHAD
PGB SHARE PRICE PERFORMANCE
Sustained strong share price underpinned by our strong and robust business model, despite changing economic landscape.
Accordingly, PGB market capitalisation stood at RM42.1 billion as at 31 December 2016.
1,450
1,500
1,550
1,600
1,650
1,700
1,750
1,800
1,850
18.00
18.50
19.00
19.50
20.00
20.50
21.00
21.50
22.00
22.50
23.00
23.50
RM22.90
RM20.82
Q4 FY2015
25 Feb
Q1 FY2016
10 May
Q2 FY2016
10 AugShare Price (RM) FBM KLCI (‘000)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Highest Share Price for 2016Lowest Share Price for 2016
Jan Feb
Q3 FY2016
3 Nov
SHARE PRICE DIVIDENDS PER SHARE DIVIDEND PAYMENT DATE
EARNINGS PER SHARE
TOTAL SHAREHOLDERS’RETURN
AVERAGE DAILY VOLUME TRADED (’00)
RM22.70 (OPENING) 62 sen (2016)Q1 14 sen
8 June 2016
Q2 14 sen 8 September 2016
Q3 15 sen 2 December 2016
Q4 19 sen 22 March 2017
87.9 sen (2016)
28,644 (2016)
60 sen (2015)
MARKET CAPITALISATION
RM42.1 billion (2016)
RM44.9 billion (2015)
100.4 sen (2015)
30,967 (2015)
RM21.30 (CLOSING)
RM22.90 (PEAK)
-3.4% (2016)
5.1% (2015)
PAGE: 119
ANNUAL REPORT 2016
SHARE PERFORMANCE
Implementation of New Gas Supply (Amendment) Act 2016
The new amendment exposed PGB to increased competition due to Third Party
Access implementation and economic regulation.
Increasing Trend of Repair and Maintenance Cost
The Group incurred higher repair and maintenance cost in FY2015 and FY2016 to
address assets integrity issues as part of its Key Results Area under 3ZERO100
Transformation.
Future Growth Strategy
The Group continue to focus on delivering the existing growth projects and initiatives
which are expected to complete by FY2018. The Group has yet to announce its future
growth plan, which will continue to leverage on its core competencies.
01
03
05
07
09
11
13
15
02
04
06
08
10
12
14
16
ANALYST COVERAGE
ANALYST AREA OF CONCERN
01
02
03
SHARE PERFORMANCE
PAGE: 120
PETRONAS GAS BERHAD
2016 INVESTOR RELATIONS CALENDAR
33rd
INVESTOR CONFERENCE
PLANT VISITS (RETAIL SHAREHOLDERS)
ANNUALGENERALMEETING
LOCAL
15 AUGUST 2016
INTERNATIONAL
21 SEPTEMBER 2016
CIMB 8th Annual Malaysia Day
10 May 2016
03 March 2016
10 August 2016
24 February 2017
26 April 2016
Daiwa Investment Conference 2016
Maybank Invest Malaysia 2016
Nomura Investment Forum Asia 2016
Hilton, Kuala Lumpur
PGB Corporate Office, Kuala Lumpur
Utilities Gebeng and Kuantan Compressor
Station, Pahang
Mandarin Oriental, Kuala Lumpur
Segamat Operations Centre, Johor
Tokyo, Japan
Shangri-La Hotel, Kuala Lumpur
SingaporeANALYST BRIEFING
PAGE: 121
ANNUAL REPORT 2016
• Closed period
• Q4 Results Announcement
• IR Conference
• Analyst Meetings
Q1 Q2
Q4 Q3
2017 INVESTOR RELATIONS PLANNER
Q1 Q2 Q3 Q4
• Closed period
• Q2 Results Announcement
• Analyst Meetings
• IR Conference
• Shareholders’ Plant Visit
• Closed period
• Q1 Results Announcement
• Analyst Meetings
• Annual General Meeting
• Closed period
• Q3 Results Announcement
• Analyst Meetings
• Shareholder’ Plant Visit
LNG Regasification Terminal Sungai Udang, Melaka
05
MANAGEMENT DISCUSSION AND ANALYSIS
BUSINESS REVIEW126 Gas Processing
136 Gas Transportation
144 Utilities
154 Regasification
C
GAS PROCESSINGA visual of our Gas Processing segment (GP)’s achievements, contributions and milestones during the year.
LTIF2 FATALITY
7.51982 million safe manhours
achieved
HUMAN CAPITAL
OPERATIONAL PERFORMANCE
1 Inclusive of safe manhours achieved after LTI incident.2 LTIF – Lost time injury frequency is defined as loss of productive work
time due to injury suffered, relative to total hours worked during the year.
98.6% 100.0% 100.0% 100.0%97.7% 99.2%
1,120
96.6% 96.6%
C1 Salesgas C2 Ethane C3 Propane C4 Butane
‘12 ‘13 ‘14 ‘15 ‘16 ‘12 ‘13 ‘14 ‘15 ‘16 ‘12 ‘13 ‘14 ‘15 ‘16 ‘12 ‘13 ‘14 ‘15 ‘16
99
.1
96
.5
96
.5
95
.5
99
.2
95
.6
95
.6
95
.199
.4
91.
3
91.
3
89
.1
99
.9
91.
7
91.
7
90
.1
99
.9
99
.1
98
.8
99
.2
1,015 (90.6%)
105 (9.4%)
Technical Non-Technical
PRODUCTIVITY CAPITAL
OVERALL EQUIPMENT EFFECTIVENESS (OEE) PRODUCT DELIVERY RELIABILITY (PDR)
Reliability (%)
C1 C1
142 MT/hr 138 MT/hr
C2 C2C3
10,100
C3C4 C4
0.4 1
Ethane (C2) Performance
Total Manpower
Strength
Production 2016 Delivery 2016
Highest since 2012 (135 MT/hr) despite of lower C2
composition in feedgas (6.2% in 2016 vs 6.9% in 2012)
Highest since 2011 (128 MT/hr) contributed
by highest demand from petrochemicals business
M
PAGE : 126
PETRONAS GAS BERHAD
BUSINESS REVIEW
YEAR IN REVIEW
mandays of training
and development
138F
HEALTH, SAFETY, SECURITY & ENVIRONMENT (HSSE)
‘12
‘12
‘13
‘13
‘14
‘14
‘15
‘15
1,5
33
.66
97.0
1,5
57.2
64
8.4
1,4
80
.270
1.7
1,4
97.4
75
1.3
1,5
11.2
76
8.7
higher by 1.5% attributed to Performance
Based Structure (PBS) income on the back of higher
liquid plant reliability and availability.
RM1.6REVENUE
billion
’16
’16
Revenue (RM million)
Gross Profit (RM million)
FINANCIAL PERFORMANCE
7.0% lower due to higher operating costs
RM648.4GROSS PROFIT million
68.4%
31.4%
contribution to
PGB Group
31.4%Gas Processing
Gross Profit
• Surpassed world benchmark for salesgas reliability at
99.2%.
• Best reliability performance for ethane, propane and
butane in the last five years at 98.8%, 99.1% and 99.1%
respectively, which contributed to PGB’s highest
achievement in Performance Based Structure (PBS) income
for FY2016.
• Gas Processing Plant (GPP) performed better in Overall Equipment Effectiveness (OEE) for salesgas (98.6%), ethane
(97.7%), propane (96.6%) and butane (96.6%).
• GPP Ethane Recovery Improvement initiative contributed to
the highest ethane production and delivery and
subsequently improvement to the PETRONAS value chain.
• 100% completion of Key Results Area (KRA) activities which
have led to excellent reliability performance for each
liquid products.
• Revenue surged by RM23.6 million from RM1,533.6 million
in 2015, attributable to the higher PBS income received for
ethane (RM64.0 million), propane (RM2.5 million) and butane
(RM2.3 million).
• Contribution to the Group’s gross profit decreased by
RM48.6 million (7.0%) due to higher operating costs in line
with the Company’s effort in improving asset integrity.
HIGHLIGHTS OF THE YEAR
Other business segments
PAGE: 127
ANNUAL REPORT 2016
GP is one of PGB’s primary business segments, and is operated
by our Gas Processing and Utilities (GPU) Division. Our six
plants in Terengganu are divided into two complexes, namely
Gas Processing Kertih (GPK) and Gas Processing Santong (GPS).
In the beginning, GPP1 and Tanjung Sulong Export Terminal
(TSET) were commissioned and both commenced operations
in 1984. In view of increasing national gas demand, GPP2,
GPP3 and GPP4 were constructed and commissioned in 1992
and 1994 respectively at GPK, followed by GPP5 and GPP6 in
1998 at GPS.
With total salesgas processing capacity of over 2,000 million
standard cubic feet per day (mmscfd), these plants currently
process feedgas (raw gas) from offshore of East Peninsular
Malaysia on behalf of PETRONAS into salesgas (C1) and
other by-products, such as ethane (C2), propane (C3) and
butane (C4). These products are then supplied to PETRONAS’
customers in power and non-power sectors via PGB’s
Peninsular Gas Utilisation (PGU) pipeline network.
In return for the gas processing services, PGB receives gas
processing fees comprising mainly fixed reservation charges
under the 20-year Gas Processing Agreement (GPA). The
agreement also provides for PBS income, if GP exceeds the
liquid extraction performance target set by our customer.
BUTANE
STABILISED CONDENSATE
TERENGGANU CRUDE OIL TERMINAL
PROPANE ETHANE SALESGAS
PGU LINE
DE-BUTANISERCOLUMN
DE-PROPANISERCOLUMN
DE-ETHANISERCOLUMN
DE-METHANISERCOLUMN
PRODUCT RECOVERY UNIT
Seperate feedgas to salesgas
LOW TEMPERATURESEPARATION UNIT
Water & chloride CO2 MoistureH2S Mercury
45
CONDENSATE STRIPPER
6
FEED GAS
Gas
Liquid
Product
Contaminants
By-product
FEED LIQUID
70 barg
(300C)
1 to 59 barg
(30 to 1200C)
Remove water and chloride
Remove lighter components in feed liquid
Remove moisture
ACID GASREMOVAL
UNIT
DEHYDRATION &MERCURY REMOVAL
UNIT
FEEDPRE-TREATMENT
UNIT
1 3
Remove hydrogen sulphide and carbon dioxide
5 barg
(48 to 1280C)
15 barg
(46 to 1220C)
27 barg
(5 to 950C)
23 to 55 barg
(-101 to 250C)
155 barg
(250C)
Simplified Flow Diagram of Gas Processing Plants
Separate feedgas to liquid products
PE
TR
ON
AS
UP
ST
RE
AM
2
PAGE: 128
PETRONAS GAS BERHAD
BUSINESS REVIEW – GAS PROCESSING
WHO WE ARE
Petrochemical plants
Large industries
REVENUE STRUCTURE
• Reservation charges which
are intended to recover all
capital expenditure and
operating expenditure for
making available capacity
up to 1,750 mmscfd.
• Flow rate charges which
are intended to recover
additional variable cost for
gas processing.
• PBS income for
performance of plant
liquid extraction exceeding
targets as governed by
our GPA.
COST STRUCTURE
• Operating costs
– repair and maintenance,
materials and supplies
and professional and
purchased services.
• Depreciation costs.
ASSETS
• GPP1, GPP2, GPP3, GPP4
in Gas Processing Kertih.
• GPP5, GPP6 in Gas
Processing Santong.
• Tanjung Sulong Export
Terminal.
ACTIVITIES
• Processing PETRONAS’
feedgas from offshore
Peninsular Malaysia.
KEY RESOURCES
• 1,120 employees from
both technical and
non-technical.
• 88% of male and 12% of
female employees.
OUTPUT*
• Salesgas (C1)
• Ethane (C2)
• Propane (C3)
• Butane (C4)
CUSTOMER
• PETRONAS, which is the
main aggregator of gas
from upstream in
Peninsular Malaysia.
– The output is
subsequently distributed
to PETRONAS’ power
and non-power
customers, including
petrochemical plants.
ASSETS
CUSTOMER
ACTIVITIES
REVENUESTRUCTURE
KEYRESOURCES
COSTSTRUCTURE
OUTPUT
* Output belong to customer
PAGE: 129
ANNUAL REPORT 2016
BUSINESS MODEL
1. HEALTH, SAFETY, SECURITY & ENVIRONMENT (HSSE)
Robust HSSE governance and assurance
GP is committed to exhibit
leadership in the area of safety
and ensuring our compliance with
the various HSSE governance and
assurance frameworks as well as
the PETRONAS Mandatory Control
Framework at all times to
safeguard lives, assets and our
overall business continuity.
Institutionalisation of process and behavioural safety
GP is determined to increase its
efforts to instil safety-at-heart in
all members of our workforce, to
achieve safe operationalisation of
the Company’s assets.
Strengthening HSSE culture
through implementation of the
Hearts and Minds programme
which integrates and complements
all other ongoing efforts in
uplifting GP to a generative safety
culture and providing process as
well as tools to facilitate lasting
behavioural change.
2. OPERATIONAL EXCELLENCE
Superior product delivery and reliability
GP strives to elevate its reliability
and availability of its assets which
would ultimately translate into
higher OEE, world class salesgas
reliability and 100% product
delivery reliability to our
customers.
Sustainable improvement of key operational indicators
GP is committed to improve and
sustain its plant operational
performance in optimising the
value delivered to our
stakeholders.
GP is accredited with national and
international awards and
certifications consistent with its
high standards in operations.
3. VALUE OPTIMISATION & GROWTH
Optimum cost control and asset utilisation
GP is dedicated to minimise value
leakages and improving overall
asset utilisation, which would
translate into higher returns to its
shareholders.
Improved energy efficiency
GP is committed to utilise energy
efficient technologies to reduce
energy per unit cost of gas
processing, which would translate
into lower production cost and a
reduction in overall energy
intensity and carbon footprint.
Value optimisation and strategic growth in gas infrastructure
GP is determined to optimise its
current business and to pursue,
explore and execute new business
ventures within the core areas of
the Company’s expertise to
establish new revenue streams and
value for its shareholders.
Excellence in project delivery
GP is focused on implementing
seamless project execution
strategy for all of its projects to
improve its asset reliability and
enhancing PETRONAS’ value chain
which translates into timely and
within budget project delivery.
PAGE: 130
PETRONAS GAS BERHAD
BUSINESS STRATEGY
BUSINESS REVIEW – GAS PROCESSING
Safe, Reliable & Efficient
Cost Reduction
4. PGB TRANSFORMATION PROGRAMME
In line with the PGB
Transformation Programme, GP is
committed to undertake activities
under Key Strategic Thrusts –
Assets, System & Process and
People & Culture.
GP is committed to improve asset
reliability and availability through
the implementation of KRA to
eliminate the Bad Actors.
In FY2016, GP completed various
KRA activities to improve its asset
integrity, higher plant load initiative
to maximise ethane production and
higher product recovery at GPK and
GPS. These activities contributed
positively to the liquid plant
performance, consistently exceeding
the OEE target in FY2016 which in
turn resulted in the achievement of
12 months PBS income.
Improved GP performance and
greater collaboration between
upstream, PGB and PETRONAS
Chemicals Group Berhad (PCG)
have also contributed to the
GP MANAGED ITS RISKS
VIA ENTERPRISE RISK
MANAGEMENT (ERM) AND
PLANT & FACILITIES RISK
MANAGEMENT (PFRM).
UNDER ERM AND PFRM,
RISKS RELEVANT TO THE
DIVISION ARE ASSESSED,
MONITORED AND
REPORTED TO THE
DIVISION PLANT
LEADERSHIP TEAM (PLT)
AND PGB’S RISK
COMPLIANCE
COMMITTEE (RCC).
General key risk areas facing by GP are
mainly in relation to HSSE such as
fatality and incidences and GPP
reliability issues resulting in interruption
of ethane supply to the petrochemical
business.
Mitigations for each high and medium
risks have been assigned to the
respective key risk owners in reducing
and eliminating the risks associated with
the business, HSSE and operations. The
mitigations have been implemented
through HSSE and Process Safety
Management (PSM) enhancement
programmes such as Mechanical
Integrity (MI) and Loss of Potential
Containment (LOPC) framework,
improvements in Confined Space Entry
(CSE) process as well as further
strengthening on implementation of the
Balance of Consequence Management
together with KRA improvement
activities which are continuation efforts
from 2015.
highest ethane volume production
and delivery in 2016 since the last
highest in 2012 and 2011
respectively.
GP aspire to improve and sustain
workforce productivity through
structured work management with
implementation of standardised
Work Process (WP) and Operational
Excellence Management System
(OeXMS) at all GP area.
The GP Barometer Survey 2016
score showed improvement in the
staff’s commitment and cultural
shift indicating progressive
improvement achieved in the
3ZERO100 Transformation journey.
This has paved the way for the
implementation of 3ZERO100 Beyond initiative which is set to
be achieved by end of 2018. It is
a continuous effort towards
achieving sustainable safe and reliable operations, efficient and empowered organisation at shared leadership level and improved performance in global benchmarking in cost, energy and manpower.
PAGE: 131
ANNUAL REPORT 2016
KEY RISKS & MITIGATIONS
During the year under review,
GP recorded its highest
achievement on OEE
improvement for ethane, propane
and butane. This is in line with PGB’s
Transformation Programme which
focuses on operational excellence,
reflecting PGB’s true performance as
an infrastructure services provider.
The OEE for ethane improved
significantly by 6.9% to 97.7%
contributed by higher product
recovery for ethane extraction
efficiency. Propane and butane
registered 96.6% which was also a
significant improvement by 8.0% and
6.8% respectively.
The reliability of salesgas at 99.2%
consistently surpassed world class
performance benchmark at 98.0%.
Reliability for ethane, propane and
butane achieved its best performance
for the last five years, stood at
98.8%, 99.1% and 99.1% respectively,
mainly contributed by lower
unplanned downtime during the year.
Coupled with improved OEE, GP
sustained its 100% Product Delivery
Reliability (PDR) for salesgas,
propane and butane. PDR for
ethane showed significant
improvement by 2.3% to 99.2%
contributed to the highest
ethylene production of PCG as
compared to previous years.
Ultimately as a result, we have
increased our production volume of
ethane by 5% with total production
volume of 1,239,887 MT which is
the highest since 2012. Production
for propane and butane stood at
1,130,113 MT and 775,835 MT
respectively.
GP RECORDED ITS HIGHEST ETHANE PRODUCTION SINCE 2012 AS A RESULT OF ENHANCED PLANT AVAILABILITY AND RELIABILITY. OUR PLANTS ALSO ACHIEVED THEIR HIGHER OEE PERFORMANCE DURING THE YEAR, ACCOMPANIED BY GREATER PRODUCT RECOVERY IN KERTIH AND SANTONG, WHICH TRANSLATED TO OUR BEST PBS INCOME ACHIEVED SO FAR.
• Plant improvements under KRA activities which have contributed
to enhancing ethane OEE:
– Improvement of Key Rotating, Electrical and Instrument
equipment reliability such as Loop Robustness at GPK and Air
Inlet Filtration System works at GPS.
– Enhancement of Acid Gas Removal Unit (AGRU) pump reliability
at GPS, GPK AGRU and steam system, GPU Special Scheme
Inspection (SSI) implementation, Dehydration Unit (DHU), GPS
Instrument Air system and GPU Inspection Reference Plan (IRP)
& Scheme of Examination (SoE) enhancement.
• Completion of Key Strategic Thrusts on People & Culture such as
Gas Academy and Root Cause Failure Analysis (RCFA) Leaders
Programme.
• Increased productivity with implementation of WP and higher
operating discipline with OeXMS implementation.
WH
AT
WE
DID
TO
AC
HIE
VE
3Z
ERO
100
TR
AN
SFO
RM
AT
ION
TA
RG
ETS
‘15‘15‘15 ‘16
C4
11%13%5%
C3C2
‘16‘16
1,17
9,5
07
1,0
02
,94
3
70
0,9
12
775
,83
5
1,13
0,1
13
1,2
39
,88
7
Liquid Production Volume (MT)
MOHD KABIR NOORDINHead of Gas Processing and Utilities Division
OPERATIONS
Plant Performance
PAGE: 132
PETRONAS GAS BERHAD
REVIEW OF PERFORMANCE FOR THE YEAR
BUSINESS REVIEW – GAS PROCESSING
Projects Delivery
• Plant turnaround activities for GPP3
and GPP4 with timely completion
resulted to early start up and
minimum downtime.
• Resolving Bad Actors such as Heat
Exchanger replacement project
which successfully eliminated
unplanned shutdown.
• Reinstatement of the flare system at
TSET improved the reliability of the
flare system and enhancing
PETRONAS’ value chain.
• Improvement of Industrial Effluent
Treatment System (IETS) for Sludge
Dewatering, Chemical Treatment
and Dissolved Air Flotation (DAF)
at GPS.
FINANCIAL
GP continued to deliver commendable
performance during the year and
sustained revenue of RM1.6 billion
contributing about 34.1% to the
Group’s revenue base.
Improvement in revenue by
RM23.6 million (1.5%) was supported
by higher PBS income received
from excellent liquid plant extraction
performance amounting to RM68.8 million from RM44.6 million in
FY2015.
GP contribution to PGB’s gross profit
however decreased by RM48.6 million
as a result of higher operating costs
particularly due to higher repair and
maintenance in line with efforts to
intensify plant reliability and availability.
AWARDS AND RECOGNITIONS
Health, Safety, Security and Environment (HSSE)
GP is recognised at both national and
international levels for its achievements
in commendable safety and health
records and higher improvement in
occupational safety and health
processes through sound management
systems. In 2016, GP received the
following awards:
• Highest awards for RoSPA International Health and Safety Awards (Gold Award) for 2016 by
The Royal Society for the
Prevention of Accidents (RoSPA);
and
• National Level OSH Award & Recognition (MSOSH 2015) Awarded the MSOSH OSH Grand
Award Winner 2015 (Superior OSH
Performance) for GPK. Awarded
MSOSH OSH Gold Class 1 Award
Winner 2015 (Very Good OSH
Performance) for GPS.
Innovation and Improvement
The recognitions garnered from
industry and statutory bodies have
inspired GP to continue to deliver the
best level of performance in the years
to come.
• Gold Award at International Convention on Quality Control Circle (ICQCC) 2016 for the
Particle Analysis in Natural Gas
project held in Bangkok, Thailand
from 23 to 25 October 2016. The
result of the analysis prevented an
opportunity loss of RM2.1 million
from ethane unavailability;
• Consistently attained Gold Award Winners in the Mini Team Excellence Convention, Regional Team Excellence Convention for East Coast Region 2016 and National Team Excellence Convention 2016 under Malaysia
Productivity Corporation (MPC) for
value creation on cost saving of
RM0.1 million, and reduction of
duration for overhaul of Boiler
Feedwater pump from five months
to two months; and
• The IKM (Institut Kimia Malaysia)
2016 LAB Excellence Award
accorded to three GP labs at GPK,
GPS and TSET.
SUSTAINABILITY
Environment
GP acknowledges the additional
responsibility of ensuring its processes
and systems are efficient and safe at all
time to minimise impact to the
environment. This is achieved through
the following:
• Sustenance of Flare Gas Recovery
Unit (FGRU) GPK and GPS to
reduce black smoke.
• Discharging on-specification
industrial effluent in compliance
with Industrial Effluent Regulation
(IER) 2009.
• Keeping abreast with potential
regulation introduced by regulatory
bodies such as Clean Air Regulation
(CAR) 2014 and undertaking
necessary actions to ensure
compliance.
PAGE: 133
ANNUAL REPORT 2016
• GP looks forward to further
improve its high performance
by focusing on sustaining safety
and reliable operations towards
productive, efficient and
competitive assets via
continuous plant improvement,
preventive maintenance and
turnaround activities.
• GP continues to uphold its
obligations under the GPA
which is expected to provide
GP stable income with potential
PBS income to be derived from
excellent plant liquid
performance.
• In line with the 3ZERO100
Beyond, GP will continue to
develop an empowered team by
enhancing leadership
competencies and optimising
cost which is competitive
against other organisations in
global benchmarking.
• Together with the
implementation of WP and
OeXMS, GP is committed to
increase staff productivity,
capability and accountability in
decision making.
• GP is also expected to extract
higher ethane volume
attributable to higher feedgas
composition received from
TGAST facilities, once TGAST
project completed by
PETRONAS Carigali Sdn Bhd.
Community
GP is also responsible for sustaining
cohesive relations with the local
community through its Corporate Social
Investment (CSI) activities such as:
• Continuous support of the “Sayangi
Sungai Paka” programme in
collaboration with Malaysian Nature
Society (MNS), PETRONAS East Cost
Regional Office (ECRO) and
government agencies by sharing
and providing awareness to
surrounding communities during
Hari Alam Sekitar Negara (HASN) on
22 October 2016 and during
Control of Industrial Major Accident
Hazards (CIMAH) Day on 16 May
2016. These events which focus on
environmental awareness and
conservation are part of a CSI
initiative by PGB and undertaken
by GP.
• Various Corporate Social
Responsibility (CSR) activities
conducted throughout the year
with the involvement of local
communities, schools and
authorities including cleaning of
mosques, schools and residential
housing areas.
• Led Occupational Safety and Health
(OSH) Open Day in collaboration with
other PETRONAS subsidiaries to foster
a closer relationship between local
communities and the Terengganu
Department of Occupational Safety
and Health (DOSH).
Workplace
GP is committed to protect the health
of people at our workplace and
provides conducive workplace to staff
and contractors through various
programmes such as:
• Employee driven programmes
through HSSE Action Teams such as
Safety Observation, Safety Audit,
Mega Housekeeping, supporting
Equipment Basic Care and GPU Safe
Raya Campaign.
• Medical counselling carried out by
Occupational Health doctors which
is aimed at promoting healthy
lifestyle to employees.
• Series of “Hari Bertemu Pelanggan”
with its objective to increase health
awareness among staff including
carrying out medical screening at
GPK, GPS and TSET.
• Healthy lifestyle programme such as
Biggest Loser, Mountain Bike (MTB)
Competition, Green Run, Zumba
exercise, Body Measured Index
(BMI), Blood Donation Drive and
others.
Marketplace
GP’s focus was on further
strengthening its relationship with
stakeholders through various activities
which included:
• Recreational activities consisting of
bowling tournaments and friendly
futsal engagements with GP’s
customers and suppliers.
• Management engagement and
networking such as the Gas
Customers Annual Focus Engagement
with PETRONAS Ethylene Sdn Bhd
(PCESB), Plant Leadership Team visit
to PETRONAS Penapisan (Melaka) Sdn
Bhd (PP(M)SB), PETRONAS Chemicals
Olefins Glycols and Derivates Sdn
Bhd (PCOGD) and PCESB.
• Contractors Forum 2016 which
provided GP and contractors a
platform for a two way
communications and engagement
with each other.
OUTLOOK
PAGE: 134
PETRONAS GAS BERHAD
BUSINESS REVIEW – GAS PROCESSING
PAGE: 135
ANNUAL REPORT 2016
GAS TRANSPORTATION
A visual of our Gas Transportation segment (GT)’s achievements, contributions and milestones during the year.
HUMAN CAPITAL
OPERATIONAL PERFORMANCE
417
Reliability Availability
‘12 ‘13 ‘14 ‘15 ‘16 ‘12 ‘13 ‘14 ‘15 ‘16
99
.87
99
.92
99
.85
99
.92
99
.95
99
.98
99
.99
99
.99
99
.90
99
.96
57 (13.7%)
360 (86.3%)
Technical Non-technical
PRODUCTIVITY CAPITALReliability and Availability (%)
PRODUCT DELIVERY RELIABILITY (PDR)
Total Manpower
Strength
PAGE : 136
PETRONAS GAS BERHAD
BUSINESS REVIEW
LTIF2 FATALITY
4.41
HEALTH, SAFETY, SECURITY & ENVIRONMENT (HSSE)
million safe manhours
achieved
1 Inclusive of safe manhours achieved after LTI incident.2 LTIF—Lost time injury frequency is defined as loss of productive work
time due to injury suffered, relative to total hours worked during the year.
0.5 2
361M
mmscfd salesgas
delivered
56F
YEAR IN REVIEW
4,396
100.0%
2,152
mandays of training
and development
47.2%
Gas Transportation
Gross Profit
3.3% lower due to higher operating costs
RM975.3GROSS PROFIT million
contribution to
PGB Group
47.2%
0.6% decrease due to downward revision
of Gas Transportation Sabah tariff
Other business segments
52.8%
PAGE: 137
ANNUAL REPORT 2016
1,3
11.6
1,0
09
.1
1,3
03
.99
75
.3
1,2
86
.71,
00
6.7
1,18
9.4
90
2.4
1,11
9.4
83
9.3
RM1.3REVENUE
billion
Revenue (RM million)
Gross Profit (RM million)
FINANCIAL PERFORMANCE
• Sustained world class performance in transmission reliability and availability at 99.96% and 99.90% respectively through pipeline integrity assurance and
rectification programmes.
• Stable revenue generation at RM1,303.9 million with only
a slight decrease by RM7.7 million (0.6%) from FY2015.
• Gross profit of RM975.3 million, was lower by RM33.8
million (3.3%) from FY2015, attributed to higher operating
costs.
• Successfully re-commissioned the Sabah-Sarawak Gas
Pipeline (SSGP) in March 2016 with zero HSE incident and
subsequently increase its contribution to GT profitability by
RM24.7 million.
HIGHLIGHTS OF THE YEAR
‘12 ‘13 ‘14 ‘15 ’16
‘12 ‘13 ‘14 ‘15 ’16
PAGE: 138
PETRONAS GAS BERHAD
PIPELINE
POWER
NON-POWER
COMPRESSORSTATION
METERINGSTATION
Measure the gas flow rate
Pressurise gas to
transport it from
one location to
another
GT is operated by our Gas Transmission and Regasification
(GTR) Division. We manage gas transmission operations through
pipelines covering much of West Malaysia known as the
Peninsular Gas Utilisation (PGU) pipeline network.
We operate from our main Control Centre located in Segamat,
Johor and the salesgas is transported to PETRONAS’ customers
via our 2,551 km PGU pipeline. Starting off our operations
upon completion of PGU 1 in 1984, our PGU pipeline network
has expanded and currently has the capacity to transport up to
3,000 million standard cubic feet per day (mmscfd) of gas.
In addition, we also transport small volumes of salesgas for
PETRONAS’ customers via our gas distribution system in Miri
and Bintulu, Sarawak, as well as manage the gas pipeline in
Kimanis, Sabah.
In return for the gas transportation services, PGB receives gas
transportation fees which are mainly postage tariff under the
20-year Gas Transportation Agreements (GTA).
GT also acts as the operations and maintenance (O&M)
operator for SSGP and Trans Thai-Malaysia (M) Sdn Bhd’s
pipeline from the northern Malaysian border to Seberang Prai
in Pulau Pinang.
Pipeline Network
Gas Processing
Plants
Tenaga Nasional
Berhad
Gas Malaysia Berhad
Petrochemical Plants
Large Industries
Independent Power
Producers (IPP)
Senoko/Keppel
LNG Regasification
Terminal
Malaysia - Thailand
Joint Development
Area
WHO WE ARE
Salesgas
Salesgas Delivered
to Customer
BUSINESS REVIEW – GAS TRANSPORTATION
* Output belong to customer
PAGE: 139
ANNUAL REPORT 2016
BUSINESS MODEL
REVENUE STRUCTURE
• Capacity reservation
which is based on
capacity booking at tariff
RM per gigajoule (GJ)
governed by the GTA.
COST STRUCTURE
• Operating costs
– Repair and maintenance
(includes preventive),
payroll cost and
benefits, insurance,
taxes and licenses, and
others.
• Depreciation costs.
ASSETS
• Transmission pipelines
covering much of West
Malaysia (known as the
PGU pipeline network).
• Smaller distribution
systems in Miri and
Bintulu in East Malaysia.
ACTIVITIES
• Transportation of gas to
PETRONAS’ customers in
Peninsular Malaysia and
Singapore. Source of gas
are through three
injection points:
– Gas processing plants
– Malaysia-Thailand Joint
Development Area
– LNG Regasification
Terminal in Sungai
Udang, Melaka
• Transportation of gas to
PETRONAS’ customers in
Sabah and Sarawak.
KEY RESOURCES
• 417 employees from
both technical and
non-technical
backgrounds.
• 87% of male and 13% of
female employees.
OUTPUT*
• Gas transportation
services consist of mainly
delivery of salesgas as
well as ethane, propane
and butane.
CUSTOMER
• Solely PETRONAS.
ASSETS
CUSTOMER
ACTIVITIES
REVENUESTRUCTURE
KEYRESOURCES
COSTSTRUCTURE
OUTPUT
PAGE: 140
PETRONAS GAS BERHAD
1. HEALTH, SAFETY, SECURITY & ENVIRONMENT (HSSE)
Robust HSSE governance and assurance
GT is committed to exhibit
leadership in the area of safety
and ensuring our compliance with
the various HSSE governance and
assurance frameworks as well as
the PETRONAS Mandatory Control
Framework at all times to
safeguard lives, assets and our
overall business continuity.
Institutionalisation of process and behavioural safety
GT is determined to increase its
efforts to instil safety-at-heart in
all members of our workforce, to
achieve safe operationalisation of
the Company’s assets.
Strengthening HSSE culture
through implementation of the
Hearts and Minds programme
which integrates and complements
all ongoing efforts in uplifting GT
to generative safety culture and to
facilitate lasting behavioural
change.
2. OPERATIONAL EXCELLENCE
Superior product delivery and reliability
GT strives to sustain its asset
reliability and availability for
superior operational excellence.
Sustainable improvement of key operational indicators
GT is committed to improve and
sustain our transmission
operational performance in
optimising the value delivered to
our stakeholders.
3. VALUE OPTIMISATION & GROWTH
Optimum cost control and asset utilisation
GT is dedicated to minimise value
leakages and improve overall asset
reliability, which would translate into
higher returns to its shareholders.
Improved energy efficiency
GT is committed to utilise energy
efficient technologies to reduce
energy per unit cost of
transmission which would translate
into lower transmission cost and a
reduction in overall energy
intensity and carbon footprint.
Value optimisation and strategic growth in gas infrastructure
GT is determined to optimise
current business and to pursue,
explore and execute new business
ventures within the core
competencies of the Company to
establish new revenue streams and
value for its shareholders.
Excellence in project delivery
GT is focused on implementing
seamless project execution strategy
across all of its projects to improve
its asset reliability and enhancing
PETRONAS’ value chain which
translates into timely and within
budget project delivery.
BUSINESS STRATEGY
BUSINESS REVIEW – GAS TRANSPORTATION
Safe, Reliable & Efficient
Cost Reduction
PAGE: 141
ANNUAL REPORT 2016
4. PGB TRANSFORMATION PROGRAMME
In line with PGB Transformation
programme, GT is committed to
undertake activities under Key
Strategic Thrusts on Assets, System
& Process and People & Culture.
GT is committed to improve asset
reliability and availability by
elimination of Bad Actors through
the implementation of Key Results
Area (KRA) and GTR Taskforce.
In 2016, GT completed various KRA
activities, which have enabled GT in
sustaining its pipeline reliability and
availability, such as:
• Inspection of Above Ground
Piping System
• Enhancement of Equipment
Reliability Strategy (ERS) & Bill
of Material (BOM)
• Pipeline Integrity Enhancement
Programme
• PETRONAS Risk Based
Inspection (PRBI) Enhancement
• Safety Criticality Element (SCE)
Development & Implementation
GT MANAGED ITS RISKS VIA ENTERPRISE RISK MANAGEMENT (ERM) AND PLANT & FACILITIES RISK MANAGEMENT (PFRM). UNDER ERM AND PFRM, RISKS RELEVANT TO THE DIVISION ARE ASSESSED, MONITORED AND REPORTED TO THE DIVISION PLANT LEADERSHIP TEAM (PLT) AND PGB RISK COMPLIANCE COMMITTEE
(RCC).
General key risk areas facing by GT are
mainly in relation to HSSE such as
fatality, incidences, loss of primary
containment and supply interruption
due to external factors such as geo-
technical instability and third party
activities.
GT is also exposed on the risk of
implementation of the new Gas Supply
(Amendment) Act (GSA) 2016, in
particular on increased competition and
economic regulation.
Mitigations for each high and medium
risks have been assigned to the
respective key risk owners in reducing
and eliminating the risk associated with
business, HSSE and operations. The
mitigations have been implemented
through HSSE and Process Safety
Management (PSM) enhancement
programmes and further strengthening
Balance of Consequence Management,
as well as to conduct public awareness
and geo-technical assessment on
regular basis. Other than that, GT will
also ensure compliance with the GSA
and looking into ways to ensure
stability of its revenue and performance
while embarking on various cost
reduction initiatives.
• Quality Assurance/Quality
Control (QA/QC) Scheme
Development
GT also carried out other initiatives
namely:
• Pipeline Weldment Integrity
Assurance
• Kuantan Compressor Station
Reliability Enhancement
The GT Barometer Survey 2016
score showed improvement in
staff’s commitment and cultural
shift indicating progressive
improvement in 3ZERO100
Transformation journey.
This has paved the way for the
implementation of 3ZERO100 Beyond initiative which is set to
be achieved by end of 2018. It is
a continuous effort towards
achieving sustainable safe and reliable operations, efficient and empowered organisation at shared leadership level and improved performance in global benchmarking in cost, energy and manpower.
KEY RISKS & MITIGATIONS
PAGE: 142
PETRONAS GAS BERHAD
We have started to reap the
positive impact arising
from the Transformation
programme despite the challenges
and volatile economy outlook.
During the year, GT achieved zero
interruption and sustained world
class performance of reliability and
availability at 99.96% and 99.90%
respectively.
GT achieved zero supply
curtailment through effective
management of the PGU supply
and delivery chain, resulting to
uninterrupted gas delivery to
PETRONAS’ customers. GT
managed to transport and supply a
total of 2,152 mmscfd of salesgas
during the year.
• Pengerang Gas Pipeline project
(PGPP) progressing at 94.4%,
expected to be commissioned
in March 2017 and completed
in June 2017.
• Pipeline Relocation Sungai
Skudai project (PIRESS) has
been completed in December
2016 to resolve operational
risks at that particular area.
GAS TRANSPORTATION CONTINUED TO SUSTAIN WORLD-CLASS PERFORMANCE IN
TRANSMISSION RELIABILITY AND AVAILABILITY, EXCEEDING TARGETS THAT HAD BEEN SET.
THIS, ULTIMATELY, CONTRIBUTES TO THE SECURITY OF GAS SUPPLY TO THE NATION.
BURHAN ABDULLAHHead of Gas Transmission and
Regasification Division
• KRA initiatives, such as:
• Enhancement of Equipment Reliability Strategy (ERS)
• Inspection of Above Ground Piping System
• Pipeline Integrity Enhancement Programme
• Completion of GT Taskforce activities, such as:
• Pipeline Weldment Integrity Assurance
• Kuantan Compressor Station Reliability Enhancement
Programme
• Completion of Key Strategic Thrusts of People & Culture such as
GTR Academy and GTR Root Cause Failure Analysis (RCFA) and
Leaders Development Programme
• Increase productivity with implementation of Work Process (WP)
and higher operating discipline with Operational Excellence
Management System (OeXMS) implementation
WH
AT
WE
DID
TO
AC
HIE
VE
3Z
ERO
100
TR
AN
SFO
RM
AT
ION
TA
RG
ETS
REVIEW OF PERFORMANCE FOR THE YEAR
OPERATIONS
Transmission Performance Projects Delivery
BUSINESS REVIEW – GAS TRANSPORTATION
FINANCIAL
GT registered revenue of RM1,303.9
million for FY2016, reflecting a marginal
decrease of 0.6% from last year, mainly
due to downward revision of the Gas
Transportation Sabah tariff.
GT contributed RM975.3 million to the
Group’s gross profit, decreased by
RM33.8 million (3.3%) in tandem with
lower revenue and higher operating
costs, particularly land assessment fees
and depreciation expense.
AWARD AND RECOGNITION
GT won Silver Award for Culture
Excellence at the Downstream
Operational Excellence Forum Awards
(DOEFA) 2016.
SUSTAINABILITY
Environment
GT acknowledges the additional
responsibility to ensure its pipeline
network are efficient and safe at all
times to minimise impact to the
environment. This is achieved through
compliance towards Clean Air
Regulation (CAR) 2014 that was
gazetted in 2014 by Department of
Environment.
Community
GT is committed to contribute to the
society through PGB Corporate Social
Investment (CSI) programme. In
September 2016, GT completed the
renovation and installation of
equipment for the training center at
Dewan Serbaguna Kampung Air Bah,
Segamat. 20 participants attended the
seven months training on
We expect our Gas Transportation business to continue generating sustainable returns next
year on the back of GTA.
GT will continuously emphasise on the HSSE
implementation to ensure zero HSE
incident at all times.
In line with the 3ZERO100 Beyond, GT is expected to
continue sustaining its assets performance,
enhance WP and the OeXMS implementation to improve productivity and efficiency with lean
and empowered organisation.
entrepreneurship conducted at the
center. A graduation ceremony was
held on 29 September 2016, where the
participants were given graduation
certificates from PETRONAS and Kolej
Komuniti Hulu Langat to recognise and
acknowledge their dedication and
success.
Workplace
GT is committed to protect the health
of people at our workplace and
provides conducive working
environment to staff and contractors
through various programmes such as:
• Health talk and medical checkup by
Segamat District Health Office
which are aimed to promote
healthy lifestyle to employees.
• Healthy lifestyle programme such as
aerobic session, Zumba exercise,
Blood Donation drive and others.
Marketplace
GT focused to further strengthen
relationship with stakeholders through
various activities such as:
• Public awareness session with
factory adjacent to PGB’s Right of
Way (ROW) at KP197, Taman Desa
Cemerlang has been conducted to
address HSSE issue at Ulu Tiram
leak incident.
• Visit from Jabatan Bomba dan
Penyelamat Malaysia Zon Muar in
May 2016, for Disaster Management
Exercise (D’Max).
• Participated in Hari Alam Sekitar
Peringkat Negeri Johor 2016 to give
awareness to local community on
PGB pipeline network at Dataran
Bandaraya Johor Bahru in October
2016.
OUTLOOK
PAGE: 143
ANNUAL REPORT 2016
UTILITIESA visual of our Utilities (UT)’s segment achievements, contributions and milestones during the year.
200
HUMAN CAPITAL
OPERATIONAL PERFORMANCE
90.5%
100.0%
86.6%
100.0%
212
100.0%
100.0%
Electricity Steam Industrial Gases
‘12 ‘13 ‘14 ‘15 ‘16 ‘12 ‘13 ‘14 ‘15 ‘16 ‘12 ‘13 ‘14 ‘15 ‘16
94
.495
.996
.4
99
.0
97.9
97.8
98
.6
98
.1
98
.0
95
.6
94
.9
99
.9
99
.9
94
.5
98
.8
4 (1.9%)
208 (98.1%)
Technical Non-technical
PRODUCTIVITY CAPITAL
OVERALL EQUIPMENT EFFECTIVENESS (OEE)
Reliability (%)
Electricity
Electricity
Steam
Steam
Industrial Gases
Industrial Gases
PRODUCT DELIVERY RELIABILITY (PDR)
Total Manpower
Strength
M
PAGE : 144
PETRONAS GAS BERHAD
BUSINESS REVIEW
LTIF2 FATALITY
1.41 million safe manhours
achieved
1 Inclusive of safe manhours achieved after LTI incident.2 LTIF—Lost time injury frequency is defined as loss of productive work
time due to injury suffered, relative to total hours worked during the year.
0.7 0
12F
YEAR IN REVIEW
3,736mandays of training
and development
HEALTH, SAFETY, SECURITY & ENVIRONMENT (HSSE)
higher by 9.8% attributed to industrial
gases, steam and electricity sales.
Other business segments
PAGE: 145
ANNUAL REPORT 2016
973
.613
5.8
1,0
69
.115
5.9
1,0
08
.619
5.9
86
7.2
127.7
94
6.2
162
.0RM1.1REVENUE
billion
Revenue (RM million)
Gross Profit (RM million)
FINANCIAL PERFORMANCE
14.8% increase was contributed by higher revenue
RM155.9GROSS PROFIT million
92.5%
7.5%
contribution to
PGB Group
7.5%Utilities
Gross Profit
• UT continued to deliver commendable performance with
reliability at 98.8% for electricity, 94.5% for steam and
99.9% for industrial gases and significantly improvement on PDR at 100% for all products.
• The above achievements were as a result of completion of
Key Results Area (KRA) activities under the 3ZERO100 Transformation and plant improvement project. UT also
recorded higher OEE for electricity at 90.5% and industrial
gases at 100%.
• UT recorded revenue of RM1,069.1 million, an increase of RM95.5 million (9.8%) from FY2015 attributable to higher
sales of industrial gases, steam and electricity in line with
two fuelgas price revisions in FY2016.
• UT contribution to PGB’s gross profit increased by RM20.1 million (14.8%), in tandem with the increase of revenue
but partially negated by higher operating costs.
HIGHLIGHTS OF THE YEAR
‘12 ‘13 ‘14 ‘15 ’16
‘12 ‘13 ‘14 ‘15 ’16
FEEDSTOCK UTILITIES CUSTOMERS
GAS TRANSMISSION GRID
WATER SUPPLY
Natural Gas
Treated Water
Effluent Water Waste Water
Ambient Air
DEMIN PLANT
COGENERATION PLANT
COOLING WATER PLANT
EFFLUENT TREATMENT PLANT
AIR SEPARATION/NITROGEN GENERATION UNIT
Electricity
Condensate
UK: 6 GT (5 online + 1 standby)
UG: 3 GT
UK: 2 units (ASU)
UG: 2 units (NGU)
Electricity/LP Steam/ IP Steam/HP Steam/
HHP Steam
Demineralised WaterTreated Water
Fire Water
Low Pressure N2High Pressure N2High Pressure O2
Liquid N2Liquid O2
Liquid Argon
LP : Low Pressure
IP : Intermediate Pressure
HP : High Pressure
HHP : High High Pressure
ASU : Air Separation Unit
NGU : Nitrogen Generation Unit
N2
: Nitrogen
O2
: Oxygen
Product
By-product
PAGE: 146
PETRONAS GAS BERHAD
UT is operated by our Gas Processing and Utilities (GPU)
Division, consisting two complexes of Utilities Kertih (UK) and
Utilities Gebeng (UG).
UT’s operations began in 1998 when PGB expanded into
manufacturing, supplying and marketing a range of industrial
utilities to the various petrochemical businesses and industries
in the Kertih Integrated Petrochemical Complex in Terengganu
and the Gebeng Industrial Area in Pahang.
UK and UG are strategically located and provide a competitive
edge to the petrochemical plants and surrounding industries
with reliable supply of electricity, steam, industrial gases and
other by-products like liquid oxygen, liquid nitrogen,
demineralised water, raw water, cooling water and boiler feed
water. UT’s first delivery of electricity to its customers was in
1999 and it has since increased its customers base to help
PGB maximise shareholders value. Given its size and scale of
facilities, output from UT is cost efficient, allowing customers
to focus on their respective core business.
UT operates on merchant mode where it manufactures,
supplies and markets products to customers and receives
payment based on products delivered in accordance with the
respective sales and purchase agreements.
Simplified Flow Diagram of Utilities Plants
WHO WE ARE
BUSINESS REVIEW – UTILITIES
PAGE: 147
ANNUAL REPORT 2016
REVENUE STRUCTURE
• Based on volume of
products sold to
customers at prices
stipulated in sales
and purchase agreements
with prices comprising
fixed cost, variable cost
and inflation.
COST STRUCTURE
• Operating costs
– fuelgas, repair and
maintenance, materials
and supplies and
professional and
purchased services.
• Depreciation costs.
ASSETS
• Cogeneration plant, Air
Separation plant and
Water plant at Utilities
Kertih.
• Cogeneration plant,
Nitrogen Generation plant,
and Water plant at
Utilities Gebeng.
ACTIVITIES
• Manufacturing, supplying
and marketing electricity
and a range of industrial
utilities to the customers.
KEY RESOURCES
• 212 employees comprising
both technical and
non-technical
• 98% of male and 2% of
female employees
OUTPUT
• Electricity
• Steam
• Industrial gases
• Other products such as
liquid oxygen, liquid
nitrogen, demineralised
water, raw water, cooling
water and boiler feed
water
CUSTOMERS
• Petrochemical plants
• Industrial
ASSETS
CUSTOMER
ACTIVITIES
REVENUESTRUCTURE
KEYRESOURCES
COSTSTRUCTURE
OUTPUT
BUSINESS MODEL
PAGE: 148
PETRONAS GAS BERHAD
1. HEALTH, SAFETY, SECURITY & ENVIRONMENT (HSSE)
Robust HSSE governance and assurance
UT is committed to exhibiting
leadership in the area of safety and
ensuring our compliance with the
various HSSE governance and
assurance frameworks as well as
the PETRONAS Mandatory Control
Framework at all times to safeguard
lives, assets and our overall business
continuity.
Institutionalisation of process and behavioural safety
UT is determined to increase its
efforts to instil safety-at-heart in
all members of our workforce, to
achieve safe operationalisation of
the Company’s assets.
Strengthening HSSE culture
through implementation of the
Hearts and Minds programme
which is integrated and
complements all other ongoing
efforts in uplifting UT to a
generative safety culture and
providing process as well as tools
to facilitate lasting behavioural
change.
2. OPERATIONAL EXCELLENCE
Superior product delivery and reliability
UT strives to elevate its plant
reliability and OEE by
implementing gap identification to
improve equipment reliability and
increase system robustness for
electricity generation, protection
and distribution which would
translate into 100% PDR to our
customers.
Sustainable improvement of key operational indicators
UT is committed to improve and
sustain its plant operational
performance in optimising the
value delivered to our
stakeholders.
UT is accredited with national and
international awards and
certifications consistent with its
high standards in operations.
3. VALUE OPTIMISATION & GROWTH
UT is dedicated to minimise value
leakages and improve overall asset
utilisation, which would translate
into higher returns to its
shareholders.
Improved energy efficiency
UT is committed to utilise energy
efficient technologies to reduce
energy per unit cost of production,
which would translate into lower
production cost and a reduction in
overall energy intensity and carbon
footprint.
Value optimisation and strategic growth in utilities business
UT is determined to optimise its
current business and to pursue,
explore and execute new business
ventures within the core areas of
the Company’s expertise to
establish new revenue streams and
creating value for its shareholders.
Excellence in project delivery
UT is focused on implementing
seamless project execution
strategy for all of its projects to
improve its asset reliability and
enhancing PETRONAS’ value chain
which translates into timely and
within budget project delivery.
BUSINESS STRATEGY
BUSINESS REVIEW – UTILITIES
PAGE: 149
ANNUAL REPORT 2016
4. PGB TRANSFORMATION PROGRAMME
In line with the PGB
Transformation programme, UT is
committed to undertake activities
under Key Strategic Thrusts –
Assets, System & Process and
People & Culture.
UT is dedicated to improve overall
asset reliability and availability
through the implementation of
KRA to eliminate Bad Actors.
UT is inspired to improve and
sustain workforce productivity
through structured work
management with implementation
of standardised Work Process (WP)
and Operational Excellence
Management System (OeXMS) at
all UT area.
UT MANAGED ITS RISKS
VIA ENTERPRISE RISK
MANAGEMENT (ERM) AND
PLANT & FACILITIES RISK
MANAGEMENT (PFRM).
UNDER ERM AND PFRM,
RISKS RELEVANT TO THE
DIVISION ARE ASSESSED,
MONITORED AND
REPORTED TO THE
DIVISION PLANT
LEADERSHIP
TEAM (PLT) AND PGB
RISK COMPLIANCE
COMMITTEE (RCC).
General key risk areas facing UT are
mainly in relation to HSSE such as
fatality and incidences and interruptions
of utility supply to the customers i.e.
industrial gases, electricity and steam
due to Utilities plant failure.
Mitigations for each high and medium
risks have been assigned to the
respective key risk owners in reducing
and eliminating the risks associated
with the business, HSSE and operations.
The mitigations have been implemented
through HSSE and Process Safety
Management (PSM) enhancement
programmes such as Mechanical
Integrity (MI), Loss of Potential
Containment (LOPC) framework,
improvements in Confined Space Entry
(CSE) process as well as further
strengthening on implementation of the
Balance of Consequence Management
and KRA improvement activities which
are continuation efforts from 2015.
The UT Barometer Survey 2016
score showed improvement in the
staff’s commitment and cultural
shift which indicating progressive
improvement in 3ZERO100
Transformation journey, recently
completed.
This has paved the way for the
implementation of 3ZERO100 Beyond initiative which is set to
be achieved by end of 2018. It is
a continuous effort towards
achieving sustainable safe and reliable operations, efficient and empowered organisation at shared leadership level and improved performance in global benchmarking in cost, energy and manpower.
KEY RISKS & MITIGATIONS
Safe, Reliable & Efficient
Cost Reduction
PAGE: 150
PETRONAS GAS BERHAD
During the year under review,
UT recorded its highest
achievement on OEE
improvements for electricity and
industrial gases products. This is in
line with the PGB Transformation
programme which focuses on
operational excellence, reflecting
PGB’s true performance as an
infrastructure and utilities gas
services provider. Our UT segment
has shown downward trend in
plant interruption, in addition to
successfully meeting the PDR
target.
Electricity and industrial gases
reliability exceeded the world class
benchmarks, at 98.8% and 99.9% respectively, while steam at 94.5% was only 0.5% below the benchmark.
Better OEE for electricity and
industrial gases were mainly
attributed by intensive maintenance
activities and lower unplanned
activities undertaken during the year.
Ultimately, UT shown improvement from 2015 by 3.4% to 90.5% for electricity and by 7.9% to 100.0% for industrial gases. Coupled with
improved OEE, UT scored 100%
PDR for each products, which were
a significant improvement compared
to 2015.
Utilities products delivery, however,
fell as a result of lower electricity
export in line with fuelgas
optimisation initiative and lower steam
customers offtake caused by
customers internal steam optimisation.
Electricity delivery stood at 1,664 gigawatt hour (GWh); steam at 3,787 kilometric tonnes (KMt); and industrial gases at 677 mega normal cubic meters (MNm3).
UTILITIES MARKED SIGNIFICANT IMPROVEMENT IN ITS PERFORMANCE. RELIABILITY FOR ELECTRICITY AND INDUSTRIAL GASES EXCEEDED THE WORLD CLASS BENCHMARK AS A RESULT OF INTENT FOCUS ON OPERATIONAL TARGETS, COMPLEMENTED BY PREVENTIVE MAINTENANCE WORK AT OUR GAS TURBINES AND AIR SEPARATION UNIT IN KERTIH AND GEBENG.
MOHD KABIR NOORDINHead of Gas Processing and Utilities Division
• Plant improvement activities which have contributed towards enhancing Product Delivery Reliability such as:
• UT KRA activities for improvement of ASU reliability by resolving Main Air Compressor Bad Actors, improving steam efficiency and equipment performance.
• ASU1 and ASU2 Power Supply Segregation (ASPIRE) and Overall Boiler Integrity Management (OBIMA) project to enhanced ASU reliability and upgrading boiler to restore mechanical integrity and eliminate bad actors issues.
• Completion of Key Strategic Thrusts on People & Culture such as Gas Academy and Root Cause Failure Analysis (RCFA) Leaders programme.
• Increase productivity with implementation of WP and higher operating discipline with OeXMS implementation.
WH
AT
WE
DID
TO
AC
HIE
VE
3Z
ERO
100
TR
AN
SFO
RM
AT
ION
TA
RG
ETS
‘15‘15‘15 ‘16
14%7%2%
Electricity (GWh) Steam (KMt) Industrial Gases (MNm3)‘16‘16
1,70
4
4,0
76
59
4
677
3,7
87
1,6
64
Utilities Volume
OPERATIONS
Plant Performance
REVIEW OF PERFORMANCE FOR THE YEAR
BUSINESS REVIEW – UTILITIES
Projects Delivery
• Completion of plant turnaround
activities for demineralised water
plant at UK, nitrogen plant at UG
and gas turbine major overhaul at
UK and UG.
• Enhancing ASU plant reliability by
segregating power supply to serve
on dedicated basis for ASU1 and
ASU2 equipment under ASPIRE
project.
• OBIMA project to improve capacity
and reliability steam production in
order to support additional steam
supply to BASF PETRONAS
Chemicals Sdn Bhd (BPC) for their
new Aromatic plant effective August
2016.
FINANCIAL
UT registered revenue of RM1.1 billion
for FY2016, reflecting an improvement
of RM95.5 million (9.8%) as compared
to 2015 mainly attributable to higher
sales of industrial gases, steam and
electricity.
The increase was mainly contributed by
higher effective price charged to
industrial gases and steam customers
in line with two fuelgas price revisions
in FY2016.
UT contribution to PGB’s gross profit
increased by RM20.1 million in line
with of higher revenue despite higher,
fuelgas, operations and maintenance
cost during the year to support with
the Company’s effort in improving
plant reliability and availability.
AWARDS AND RECOGNITIONS
Health, Safety, Security and Environment (HSSE)
UT is recognised at both national and
international level for its achievements
in commendable safety and health
records and higher improvement in
occupational safety and health
processes through sound management
systems. In 2016, UT received the
following awards:
• Highest awards for RoSPA International Health and Safety Awards (Gold Award) for 2016 by
The Royal Society for the Prevention
of Accidents (RoSPA).
• National Level OSH Award & Recognition (MSOSH 2015) Awarded the MSOSH OSH Grand
Award Winner 2015 (Excellence
OSH Performance) for UK. Awarded
MSOSH OSH Gold Class 1 Award
Winner 2015 (Very Good OSH
Performance) for UG.
Innovation and Improvement
The recognition garnered from industry
and statutory bodies have inspired UT
to continue to deliver the best level of
performance in the years to come.
• Consistently attained Gold Award Winners in the Regional Team Excellence Convention for East Coast Region 2016 and National Team Excellence Convention 2016
under Malaysia Productivity
Corporation (MPC) for value
creation on Co-generation plant
reliability and uninterrupted power
supply to customers.
• Award Winner under Top 10 Award
for Manufacturing Sector in National
Team Excellence Convention 2016.
• The IKM (Institut Kimia Malaysia)
2016 LAB Excellence Award accorded
to two UT labs namely UK and UG.
SUSTAINABILITY
Environment
UT acknowledges the additional
responsibility of ensuring its processes
and systems are efficient and safe at all
time to minimise impact to the
environment. This is achieved through
the following:
• Discharging on-specification industrial
effluent in compliance with the
Industrial Effluent Regulation (IER)
2009.
• Keeping abreast with potential
regulation introduced by regulatory
bodies such as Clean Air Regulation
(CAR) 2014 and undertaking
necessary actions to ensure
compliance.
Community
UT has also established and sustained
close relationship with local community
through its Corporate Social Investment
(CSI) activity such as:
• Continuous support of the “Sayangi
Sungai Paka” programme in
collaboration with Malaysian Nature
Society (MNS), PETRONAS East Cost
Regional Office (ECRO) and
government agencies by sharing and
providing awareness to surrounding
communities during Hari Alam Sekitar
Negara (HASN) on 22 October 2016
and during Control of Industrial Major
Accident Hazards (CIMAH) Day on 16
May 2016. The events which focus
on environmental awareness and
conservation are part of a CSI
initiative by PGB and undertaken
by UT.
PAGE: 151
ANNUAL REPORT 2016
• Moving foward, UT performance
would be very much dependent
on the demand by Petrochemical
business.
• UT is looking forward to further
improve its high performance
by focusing on sustaining safety
and reliable operations towards
productive, efficient and
competitive assets through
continuous plant improvement
such as UG cogeneration plant
expansion, the Generator and
Turbine Control System
Upgrade (GETS-UP), preventive
maintenance and turnaround
activities.
• In line with the 3ZERO100
Beyond, UT will continue to
develop an empowered team by
enhancing leadership
competencies and optimising
cost which are competitive
against other organisations in
global benchmarking.
• Together with the
implementation of WP and
OeXMS, UT is committed to
increase staff productivity,
capability and accountability in
decision making.
• UT is also committed to pursue
new business opportunities to
maximise utilisation of its assets.
• Various CSR activities conducted
throughout the year with the
involvement of local communities,
schools and authorities including
cleaning of mosques, schools,
welfare, and residential housing
areas.
• Led Occupational Safety and Health
(OSH) open day in collaboration
with other PETRONAS subsidiaries
to foster relationship between local
communities and Terengganu
Department of Occupational Safety
and Health (DOSH).
• Second Runner Up in Gebeng
Emergency Mutual Aid (GEMA)
competition on First Aid category
organised by Polyplastic Sdn Bhd.
Workplace
UT is committed to protect the health
of people at our workplace and
provides conducive workplace to staff
and contractors through various
programmes such as:
• Employee driven programmes
through HSSE Action Teams such as
Safety Observation, Safety Audit,
Mega Housekeeping, Supporting
Equipment Basic Care, and GPU
Safe Raya Campaign.
• Medical counselling carried out by
Occupational Health Doctors aimed
to promote healthy lifestyle to
employees.
• A series of “Hari Bertemu
Pelanggan” to increase health
awareness among staff including
carrying out medical screening at
UK and UG.
• Healthy lifestyle programme for
example achieving First Runner Up
during Football league with
PETRONAS Recreation Club,
Biggest Loser, Mountain Bike (MTB)
Competition, Green Run, Zumba
exercise, Body Measured Index
(BMI), Blood Donation drive and
others.
Marketplace
UT’s focus was on further
strengthening its relationship with
stakeholders through various activities
which included:
• Recreational activities consisting of
bowling tournament and friendly
futsal engagement with UT
customers and suppliers.
• Leadership Team engagement and
networking such as the Gas
Customers Annual Focus Engagement
with PETRONAS Chemical Ethylene
Sdn Bhd (PCESB) and PETRONAS
Chemicals Ammonia Sdn Bhd
(PCASB) and Plant Leadership Team
visit to PETRONAS Penapisan (Melaka)
Sdn Bhd (PP(M)SB), Linde Malaysia
Sdn Bhd (Linde), PETRONAS Chemical
Olefins, Glycol & Derivatives Sdn Bhd
(PCOGD), Air Liquide Melaka Plant
and PCESB.
• Engagement with potential
customers and contractors forum
which provided UT a platform for a
two way communications and
engagement with each other.
PAGE: 152
PETRONAS GAS BERHAD
OUTLOOK
BUSINESS REVIEW – UTILITIES
PAGE: 153
ANNUAL REPORT 2016
PETRONAS GAS BERHAD
REGASIFICATIONBUSINESS REVIEW
PETRONAS GAS BERHAD
PAGE: 154
A visual of our Regasification segment (RGT)’s achievements, contributions and milestones during the year.
91
OPERATIONAL PERFORMANCE
94
Reliability % Availability % OEE %
‘14 ‘15 ‘16 ‘14 ‘15 ‘16 ‘14 ‘15 ‘16
99
.1
83
.1
86
.3
94
.1
73
.079
.2
100
.0
88
.2
98
.4
4 (4.3%)
90 (95.7%)
Technical Non-technical
PRODUCTIVITY CAPITAL
OVERALL EQUIPMENT EFFECTIVENESS (OEE)
LNG cargoes from
all over the world
PRODUCT DELIVERY RELIABILITY (PDR)
Total Manpower
Strength
M
20
3F
LTIF1 FATALITY
656 thousands safe
manhours achieved
1 Lost time injury frequency (LTIF) is defined as loss of productive work time due to injury suffered, relative to total hours worked during the year.
0 0
HUMAN CAPITAL HEALTH, SAFETY, SECURITY & ENVIRONMENT (HSSE)
YEAR IN REVIEW
1,651mandays of training
and development
100.0% 100.0%
Revenue decreased by 0.9% as compared
to previous year.
Other business segments
PAGE: 155
ANNUAL REPORT 2016
‘13
‘13
‘14
‘14
‘15
‘15
29
7.5
63
7.1
63
1.1
28
6.33
07.9
616
.2
33
8.2
163
.5RM631.1REVENUE
million
‘16
‘16
Revenue (RM million)
Gross Profit (RM million)
FINANCIAL PERFORMANCE
• RGT achieved regasification reliability of 98.4%, an
improvement from 86.3% recorded last year. Availability was
also elevated to 88.2% from 83.1% in FY2015.
• RGT achieved 100% OEE which translated to higher overall
asset reliability and availability through the implementation
of Key Results Area (KRA) under 3ZERO100 Transformation.
• During the year, RGT complex received 20 cargoes from all
over the world. The RGT Minimum Send Out Capability
Improvement (RGTEC) initiative to optimise the overall gas supply chain of PETRONAS and enhance plant reliability and availability was progressing at 96.9% and is expected
to be fully completed by quarter two of 2017.
• RGT recorded revenue of RM631.1 million, slightly
decreased by RM6.0 million (0.9%) from FY2015, attributed
to downward revision of Floating Storage Unit (FSU) OPEX
charter hire which was a pass through to PETRONAS.
• RGT registered gross profit of RM286.3 million, a slight
decline by RM11.2 million (3.8%) from FY2015 as a result of
lower revenue and higher repair and maintenance to
improve the assets integrity.
HIGHLIGHTS OF THE YEAR
3.8%RM286.3GROSS
PROFIT million
86.1%
13.9%
contribution to
PGB Group
13.9%Regasification
Gross Profit
decrease in gross profit attributed to lower
revenue and higher operating costs.
BOIL OF GAS COMPRESSOR
SUCTION DRUM
METERING SKID
PROPANE PUMP
RECONDENSOR
HIGH PRESSURE PUMPS A/B
LOW PRESSURE BOOSTER PUMPS
A/B/C
1 2
34
5
LNG FROM
FSU
WITH
130,000M3
CAPACITY
EACH
NATURAL
GAS TO PGU
NATURAL GAS TRIM HEATER
LNG EVAPORATOR
BOIL OF GAS COOLER
PROPANE TANK
PROPANE EVAPORATOR
A/B/C
PROPANE PRE-HEATER
Measure natural
gas quality and
quantity
Acts as buffer tank to
transfer LNG from FSU to
Low Pressure Booster
Pumps.
Transfer LNG to Recondensor
by increasing the pressure.
Transfer LNG to Regas Train
by increasing the pressure.
Convert LNG into natural gas using propane and seawater
Legend
LNG/natural gas
Boil of Gas (BOG)
Sea water
Propane
Propane system
Product
SEA WATER
PAGE: 156
PETRONAS GAS BERHAD
RGT is operated by our Gas Transmission and Regasification
(GTR) Division. We operate and maintain our offshore liquefied
natural gas (LNG) Regasification Terminal in Sungai Udang,
Melaka (RGTSU), which began commercial operations in the
second quarter of 2013.
The facility receives vessels carrying LNG imported from around
the world, stores it in two floating storage units and converts
the LNG into gas before injecting it into the Peninsular Gas
Utilisation (PGU) pipeline network for distribution to PETRONAS
customers.
PGB receives regasification fee based on capacity underwritten
from the 20-year Regasification Services Agreement (RSA) with
PETRONAS.
The commissioning of RGTSU in 2013 paved way for the
importation of LNG to cater the increasing gas demand in
Malaysia.
Regas Terminal (Sg. Udang) Sdn Bhd will also be the operator
of the LNG Regasification Terminal in Pengerang, Johor (RGTP),
which is still under construction and targeted for commercial
operation by quarter four of 2017.
WHO WE ARE
TRAIN 1/2/3
Simplified Flow Diagram of LNG Regasification Facilities
BUSINESS REVIEW – REGASIFICATION
* Output belong to customer
PAGE: 157
ANNUAL REPORT 2016
BUSINESS MODEL
REVENUE STRUCTURE
• Fees governed by our
RSA consist of:
• Regasification fee
• Throughput fee
• Storage fee
COST STRUCTURE
• Operating costs
– repair and maintenance,
material and supplies
and purchased sevices.
• Depreciation costs.
ASSETS
• Offshore RGTSU
• A 27 km onshore and
3 km offshore pipeline
• Two leased floating
storage units.
ACTIVITIES
• Receiving vessels carrying
LNG imported by
PETRONAS from around
the world which
subsequently stored into
floating storage units.
• The LNG is then
converted to gas through
regasification process
before being injected into
the PGU pipeline network
for distribution to
PETRONAS’ customers.
KEY RESOURCES
• 94 employees from both
technical and non-
technical background
• 97% of male and 3% of
female employees.
OUTPUT*
• Regasified LNG which is
subsequently injected into
PGU system.
CUSTOMER
• PETRONAS, which fully
underwrites the capacity
of our facilities.
ASSETS
CUSTOMER
ACTIVITIES
REVENUESTRUCTURE
KEYRESOURCES
COSTSTRUCTURE
OUTPUT
PAGE: 158
PETRONAS GAS BERHAD
1. HEALTH, SAFETY, SECURITY & ENVIRONMENT (HSSE)
Robust HSSE governance and assurance
RGT is committed to exhibit
leadership in the area of safety
and ensuring our compliance with
the various HSSE governance and
assurance frameworks as well as
the PETRONAS Mandatory Control
Framework at all times and to
safeguard lives, assets and our
overall business continuity.
Institutionalisation of process and behavioural safety
RGT is determined to increase its
efforts to instill safety-at-heart in
all members of our workforce to
achieve safe operationalisation of
Company’s assets.
Strengthening HSSE culture
through implementation of Hearts
and Minds programme which
integrates and complements all
other ongoing efforts in uplifting
RGT to a generative safety culture
and to facilitate lasting behavioural
change.
2. OPERATIONAL EXCELLENCE
Superior product delivery and reliability
RGT strives to elevate its OEE for
equipment reliability, which would
translate into 100% product
delivery reliability to our
customers.
Sustainable improvement of key operational indicators
RGT is committed to improve and
sustain our facilities operational
performance in optimising the value
delivered to our stakeholders.
3. VALUE OPTIMISATION & GROWTH
Optimum cost control and asset reliability
RGT is dedicated to minimise
value leakages and improve overall
asset reliability, which would
translate into higher returns to its
shareholders.
Improved energy efficiency
RGT is committed to utilise energy
efficient technologies to reduce
energy per unit cost of
regasification, which would
translate into lower regasification
cost and reduction in overall
energy intensity and carbon
footprint.
Value optimisation on strategic growth in gas infrastructure
RGT is determined to pursue,
explore and execute new business
ventures within the core
competencies of the Company to
establish new revenue streams and
value for its shareholders.
Excellence in project delivery
RGT is focused on implementing a
seamless project execution
strategy across all of its projects,
which translates into timely and
within budget project delivery.
BUSINESS STRATEGY
BUSINESS REVIEW – REGASIFICATION
Safe, Reliable & Efficient
Cost Reduction
PAGE: 159
ANNUAL REPORT 2016
4. PGB TRANSFORMATION PROGRAMME
In line with the PGB Transformation
programme, RGT is committed to
undertake activities under Key
Strategic Thrusts on Assets, System
& Process and People & Culture.
RGT is committed to improve
asset reliability and availibilty
through the implementation of
KRA to eliminate the Bad Actors.
In FY2016, RGT completed various
KRA activities, which have enabled
RGT in sustaining its overall asset
reliability and availability, such as:
• Resolution of Low Temperature
and Maximise Capacity
• Enhancement of Propane Pump
Reliability
• Nitrogen Supply and Air
Compressor Enhancement
RGT MANAGED ITS RISKS
VIA ENTERPRISE RISK
MANAGEMENT (ERM) AND
PLANT & FACILITIES RISK
MANAGEMENT (PFRM).
UNDER ERM AND PFRM,
RISKS RELEVANT TO THE
DIVISION ARE ASSESSED,
MONITORED AND
REPORTED TO THE
DIVISION PLANT
LEADERSHIP TEAM (PLT)
AND PGB’S RISK
COMPLIANCE COMMITTEE
(RCC).
General key risk areas facing by RGT
are mainly in relation to HSSE and
failure of seawater outlet which
affecting RGT operations.
Mitigations for each risks have been
assigned to respective key risk owners
in reducing and eliminating the risks
associated with business, HSSE and
operations. The mitigations have been
implemented through HSSE and
Process Safety Management (PSM)
enhancement programmes and further
strengthening Balance of Consequence
Management and to conduct the study
on overall main seawater system
vibration.
The RGT Barometer Survey 2016
score showed improvement in the
staff’s commitment and cultural shift
indicating progressive improvement
in the 3ZERO100 Transformation
journey recently completed.
This has paved the way for the
implementation of 3ZERO100 Beyond initiative which is set to
be achieved by end of 2018. It is
a continuous effort towards
achieving sustainable safe and reliable operations, efficient and empowered organisation at shared leadership level and improved performance in global benchmarking in cost, energy and manpower.
KEY RISKS & MITIGATIONS
PAGE: 160
PETRONAS GAS BERHAD
During the year under review,
RGT received 20 LNG
cargoes and RGT OEE stood
at 100%, significantly improved its
performance as compared to
FY2015.
Notwithstanding that, RGT has
eliminated Bad Actors and the
positive impact of this was
reflected in the reduction of
facilities trips. We also
strengthened RGT’s HSSE and
operational compliance through
various assurance programmes.
RGT has successfully completed
internal LNG Regasification
modules under Transmission
Academy encompassing operations,
mechanical, electrical and
instrumentation development for
RGT. A total of eight Competency
Based Training sessions have been
conducted for RGT staff
encompasses of 30 newly
developed RGT specific modules
which contributes to overall 1,651
training mandays recorded for RGT
in 2016.
Projects Delivery
• Resolving Bad Actors such as
Resolution of Low Temperature,
Enhancement of Propane Pump
Reliability as well as Nitrogen
Supply and Air Compressor
Enhancement improved
reliability and availability and
eliminated potential downtime
and tripping numbers.
• RGTEC is progressing at 96.9%,
expected to be completed in
quarter two of 2017.
OUR LNG REGASIFICATION TERMINAL IN SUNGAI UDANG, MELAKA ACHIEVED ITS BEST
EVER PERFORMANCE WITH 98.4% RELIABILITY AND 100% OEE. MEANWHILE, OUR
SECOND LNG REGASIFICATION TERMINAL PROJECT IN PENGERANG IS PROGRESSING
WELL AND IS EXPECTED TO BE COMMISSIONED BY END 2017.
• Completion of Key Strategic Thrusts of People & Culture such
as Transmission Academy and Root Cause Failure Analysis
(RCFA) Leaders Programmes.
• Increased productivity with implementation of Work Process
(WP) and higher operating discipline with Operational Excellence
Management System (OeXMS) implementation.
WHAT WE DID TO ACHIEVE 3ZERO100 TRANSFORMATION TARGETS
OPERATIONS
Regasification Performance
REVIEW OF PERFORMANCE FOR THE YEAR
BUSINESS REVIEW – REGASIFICATION
BURHAN ABDULLAHHead of Gas Transmission and
Regasification Division
PAGE: 161
ANNUAL REPORT 2016
FINANCIAL
RGT recorded stable revenue of
RM631.1 million, contributing about
13.8% to the Group’s revenue.
RGT’s gross profit was RM286.3 million,
a decrease of RM11.2 million or 3.8%
from the previous year. The lower
gross profit was mainly due to lower
revenue and higher operating costs
mainly on repair and maintenance to
improve assets integrity.
AWARD AND RECOGNITION
GTR won Silver Award for Culture
Downstream Operational Excellence
Forum Awards (DOEFA) 2016.
SUSTAINABILITY
Environment
RGT acknowledges the additional
responsibility to ensure its processes
and systems are efficient and safe at all
time to minimise impact to the
environment. This is achieved through
its compliance with Environmental
Impact Assessments (EIA) and RGT
Environmental Management Plans such
as third party environmental audit,
quarterly ambient air and noise
boundary monitoring including semi-
annually stack emission monitoring.
Community
RGT is also responsible for sustaining
cohesive relations with the local
community through its Corporate
Social Investment (CSI) activities. RGT
has conducted a social programme in
July 2016 at Tanjung Kling with the
Leadership Team by meeting the
villagers and providing donations to 20
orphanages within Tanjung Kling
vicinity.
We anticipate the revenue for our
Regasification business will contribute
positively to the Group income and remain
sustainable on the back of capacity reservation
by PETRONAS under the RSA.
In line with the PGB Transformation
journey, RGT is expected to
continue improving its assets’
performance and enhancing WP
and OeXMS’ implementation to
improve productivity.
The development of our RGTP is on
track. The commissioning of RGTP
is anticipated in quarter three of
2017 and will be in full operations
by quarter four of 2017. The new
terminal will supplement the
business growth of PETRONAS’
Pengerang Integrated Complex (PIC)
and further strengthen security of
gas supply to the nation.
OUTLOOKWorkplace
RGT is committed to protect the health
of people at our workplace and
provides conducive working
environment to staff and contractors
through various programmes such as:
• HSSE Stand Down to reflect the
HSSE Alert issues by PETRONAS.
• HSSE Programmes including safety
observation by each staff and
Hearts and Minds Programme to
inculcate the safety culture among
staff.
Marketplace
RGT focused to further strengthen its
relationship with stakeholders through
various activities which included a
series of engagement sessions to foster
a good rapport with authorities such as
Melaka State Chief Policies, Director of
Melaka Tengah Health Department and
State Director of Jabatan Bomba dan
Penyelamat Malaysia (JBPM).
06
CORPORATE GOVERNANCE
166 Corporate Governance Statement
181 Status of Observance with The
Principles and Recommendations
of The Malaysian Code on
Corporate Governance 2012
184 Statement on Risk Management
and Internal Control
198 Board Audit Committee Report
204 Nomination and Remuneration
Committee Report
210 Business Continuity Management
212 Internal Policies
THE BOARD OF DIRECTORS
(THE BOARD) OF PETRONAS
GAS BERHAD (PGB OR THE
COMPANY) BELIEVES THAT
EXCELLENCE IN
CORPORATE GOVERNANCE
STANDARDS
DEMONSTRATES THE
COMMITMENT BY THE
BOARD TO ACHIEVE THE
HIGHEST STANDARDS OF
PROFESSIONALISM AND
BUSINESS ETHICS ACROSS
THE COMPANY’S
SPECTRUM OF ACTIVITIES.
THE BOARD
ACKNOWLEDGES THAT
IT IS A FORM OF
SELF-REGULATION WHICH
IS AIMED AT ENHANCING
BUSINESS PROPOSITIONS
AND MAXIMISING
SHAREHOLDERS’
VALUE AND PROTECT
STAKEHOLDERS’ INTERESTS.
This Corporate Governance Statement
seeks to provide investors with vital
insights into the corporate governance
practices of PGB. In this statement, the
Board reports on the manner the
Group has adopted and applied the
principles and best practices as set out
in the Main Market Listing
Requirements (MMLR) of Bursa Malaysia
Securities Berhad (Bursa Malaysia), the
Malaysian Code on Corporate
Governance 2012 (MCCG 2012) and
the Minority Shareholder Watchdog
Group (MSWG).
BOARD OF DIRECTORS
Principal Roles and Responsibilities of the Board
The Board is generally entrusted with the overall governance of the Company, the
responsibility to exercise reasonable and proper care of the Company’s resources for
the best interests of its shareholders as well as to safeguard the Company’s assets.
In discharging its fiduciary and leadership functions, the roles and responsibilities of
the Board are, inter alia, as follows:
THE BOARD’S MAIN FUNCTIONS
STRATEGY FORMULATION
MONITORING AND SUPERVISING EXECUTIVE ACTIVITIES
POLICY MAKING
PROVIDING ACCOUNTABILITY
• Reviewing, approving and monitoring the strategic business plans, goals and
key policies proposed by the Management to ensure sustainability and
optimisation of long term returns.
• Identifying, continuously assessing and managing the principal risks affecting
PGB Group and the implementation of an effective system of internal controls,
mitigation measures and risk management;
• Overseeing the conduct and the performance of the Management as well as
PGB Group’s businesses;
• Overseeing the appropriate succession plan for members of the Board and
Management; and
• To review the adequacy and integrity of the Company’s internal systems including
systems for compliance with applicable laws, regulations, rules and guidelines.
• To ensure that appropriate policies are in place, adopted effectively and are
regularly reviewed in light of the changing circumstances.
• Policies are normally developed by the Management and where appropriate, be
approved by the Board. In some situations, the Board may set the policies
themselves.
• In other cases, the Board may delegate the policy making to the Managing
Director/Chief Executive Officer (MD/CEO) and the Management.
• The Board is accountable to its members or shareholders. The Board may
have some accountability towards a wider range of stakeholders affected by
PGB’s decision such as employees, suppliers, customers, the local community
and the state where PGB is operating.
IR9 Our Board has exhibited an exemplary responsibility towards promoting good governance as explained
in the Board Charter on page 167.
PAGE: 166
PETRONAS GAS BERHAD
CORPORATE GOVERNANCE STATEMENT
In discharging its duties and roles
effectively, the Board is guided by its
Board Charter, a document which sets
out the principles and guidelines that
are to be applied by the Board and the
Board Committees. The Board Charter
was developed based on the principles
and recommendations as set out in the
MCCG 2012.
The Board Charter shall be periodically
reviewed and updated from time to
time to reflect relevant changes to
policies, procedures and processes as
well as amendments to rules and
regulations.
On 2 November 2016, the Board
reviewed and approved revisions to the
Board Charter, which included
delineating the roles of the Chairman
and MD/CEO and updating various
provisions to ensure the document
remains relevant and consistent with
applicable rules and regulations and
recommended best practices.
The Board Charter is accessible to
the public for reference on the
Company’s official website at
www.petronasgas.com.
Composition of the Board
The Board currently comprises seven
members, one of whom holds an
Executive Office, having a dual role as
Managing Director as well as Chief
Executive Officer. There are three
members who are independent and
non-executive and three other non-
independent and non-executive
members, including the Chairman. In
addition, none of the Board Members
is a former MD/CEO of PGB in the last
two years.
In accordance with the Board Diversity
Policy and in line with the Country’s
aspirational target of 30%
representation of women, the Board is
pleased to report that female directors
currently represents 43% of its
composition.
As at the date of this Annual Report,
the Board composition is as follows:
Executive Director(MD/CEO)
1 out of 7
Independent Non-Executive Directors 3 out of 7
Non-Independent Non-Executive Directors(including Chairman)
3 out of 7
14%43%
43%
Board composition
The composition of the Board exceeds
the requirements of Paragraph 15.02 of
the MMLR as more than one-third of
its members are Independent Non-
Executive Directors. This composition
enables an effective and objective
check and balance on the Board’s
deliberation and decision making. The
presence of the Independent Non-
Executive Directors is also crucial in
the mitigation of any possible conflict
of interest in relation to related party
transactions.
During the financial year under review,
the Board underwent a few changes in
its composition following the
retirement of Datuk Rosli Boni and
resignation of Ir Pramod Kumar
Karunakaran. They vacated their
positions as Directors of the Company
effective 1 September 2016. Datuk Rosli
Boni and Ir Pramod Kumar Karunakaran
are succeeded by Emeliana Dallan
Rice-Oxley and Wan Shamilah Wan
Muhammad Saidi, whose profile are
available on pages 45 and 46 of this
Annual Report.
As at the date of this Annual Report
and as announced to Bursa Malaysia,
on 2 November 2016 and 9 December
2016 respectively, Lim Beng Choon,
Dato’ N. Sadasivan N.N. Pillay and Tan
Sri Dato’ Seri Shamsul Azhar Abbas also
ceased to be Directors of the
Company effective 1 January 2017.
IR9
PAGE: 167
ANNUAL REPORT 2016
Lim Beng Choon has been succeeded by an Independent Non-Executive Director, Heng Heyok Chiang @ Heng Hock Cheng
whilst Tan Sri Dato’ Seri Shamsul Azhar Abbas has been succeeded by Datuk Mohd Anuar Taib as the new Chairman on 1
January 2017. PGB is currently evaluating potential candidates to replace Dato’ N. Sadasivan N.N. Pillay. The Board wishes to
extend its gratitude to the outgoing Directors for their outstanding contribution and services during their tenure as Directors
of PGB.
The Directors are selected based on their individual merits and experience. The current Board’s composition comprises
individuals of diverse backgrounds with expertise and skills in the oil and gas industry, economics, engineering/technical,
finance, operations and corporate planning. The current Board’s composition has the adequate size and diversity of age,
gender and ethnicity. These are important to ensure diversity of views, facilitate effective decision making and constructive
Board deliberation during its meetings.
The profile of each Director is presented on page 41 to page 47 of this Annual Report.
Skill and Experience Matrix of The Board of Directors
* Required Skills and/or Experience
Datuk Mohd Anuar Taib
Yusa’ Hassan
Habibah Abdul
Dato’ Ab. Halim
Mohyiddin
Emeliana Dallan
Rice-Oxley
Wan Shamilah
Wan Muhammad
Saidi
Heng Heyok Chiang @
Heng Hock Cheng
Finance/Audit
Economics
Engineering/Technical
Commercial/Marketing
Operations
Corporate Planning
and Development
Human Resource
Oil and Gas
Banking and Finance
Shipping/Logistics
Regional/International
* Includes tertiary and professional experience.
IR9 The Board has an appropriate mix of skills and experience to effectively govern and steer the direction of the Company.
CORPORATE GOVERNANCE STATEMENT
PAGE: 168
PETRONAS GAS BERHAD
The Non-Executive Directors possess
the necessary expertise and experience
to ensure that the strategies proposed
by the Management are fully
deliberated and examined, taking into
account the long term interests of the
shareholders and stakeholders. They
contribute to the formulation of policy
and decision making through their
expertise and experience. They also
provide guidance and promote
professionalism and competence
among Management and employees.
The Independent Non-Executive
Directors do not participate in the
day-to-day management of the Group
and do not engage in any business
dealing or other relationship with any
companies within the Group. The
Independent Non-Executive Directors
play a significant role in providing
unbiased and independent views,
advice and judgment taking into
account the interest of relevant
stakeholders including minority
shareholders of the Group. For the
financial year under review, the
Independent Non-Executive Directors
have reaffirmed their independence
based on the criteria of Independent
Non-Executive Directors as provided in
the MMLR.
In accordance with the MMLR, none of
the members of the Board holds more
than five directorships in listed
companies.
Prior to acceptance of any other
appointment for directorships in other
listed companies, the Directors are
required to first notify the Chairman to
ensure that such appointments would
not unduly affect their time
commitments and responsibilities to
the Board.
Chairman and MD/CEO
There is clear demarcation of duties
and responsibilities between the
Chairman, MD/CEO and Non-Executive
Directors to ensure a balance of power
and authority. The positions of
Chairman and MD/CEO are held by
two different individuals.
The Chairman is primarily responsible
for the stewardship and smooth
functioning of the Board, whilst the
MD/CEO is responsible for the overall
operations of the business,
organisational effectiveness and the
implementation of the Group’s
strategies and policies. Given the
Company’s synergetic business
operational integration with Petroliam
Nasional Berhad (PETRONAS), the
Chairmanship of the Company remains
with a Non-Independent Non-Executive
Director.
The MD/CEO also manages the
respective responsibilities of the
divisions and departments in the
Company and he is assisted in the
management of the business by the
Leadership Team (LT). The LT ensures
that effective systems, controls and
resources are in place to execute
business strategies and decisions taken
by the MD/CEO and/or the Board.
Senior Independent Director
Habibah Abdul who fulfils the criteria
under the definition of Independent
Director pursuant to MMLR is the
Senior Independent Director of the
Company (SID). As a SID, she acts as
the main liaison between the
Independent Non-Executive Directors
and the Chairman on matters that may
be deemed sensitive and also provides
an alternative communication avenue
for shareholders and stakeholders to
convey their concerns and raise issues
so that these can be channeled to the
relevant parties.
All queries relating to the Group can
be channeled to the following address:
Habibah AbdulSenior Independent Director
PETRONAS Gas Berhad
Level 51, Tower 1,
PETRONAS Twin Towers
Kuala Lumpur City Centre
50088 Kuala Lumpur
Email address:
PAGE: 169
ANNUAL REPORT 2016
Roles of Chairman, MD/CEO and Senior Independent Director
Chairman
(i) Leading the Board in setting the
values and ethical standards of
PGB.
(ii) Chairing the Board meetings and
stimulating debates on issues and
encouraging positive contributions
from each Director.
(iii) Consulting with the Company
Secretary in setting the agenda for
board meetings and ensuring that
all relevant issues are on the
meetings’ agenda.
(iv) Maintaining a relationship of trust
with and between the MD/CEO
and Non-Executive Directors.
(v) Ensuring the provision of accurate,
timely and clear information to
Directors.
(vi) Ensuring effective communication
with shareholders and relevant
stakeholders.
(vii) Conducting performance
assessment of the Board, its
Committees and individual
directors, including assessment of
the independence of Independent
Non-Executive Directors.
(viii) Facilitating effective contribution of
Non-Executive Directors and
ensuring constructive discussions
at Board meetings.
(ix) Ensuring that all Directors are
properly apprised on issues arising
at Board meetings and there is
sufficient time allowed for
discussion on complex or
contentious issues and where
appropriate, arranging for informal
meetings beforehand to enable
thorough preparations.
(x) Allowing every Board resolution to
be voted on and ensuring the will
of the majority prevails.
(xi) Casting his votes in accordance
with the prescribed Articles in the
Constitution of the Company.
(xii) Ensuring that all Board Members,
upon taking up their office, are
fully-briefed on the terms of their
appointment, time commitment,
duties and responsibilities, and the
business of PGB.
(xiii) Acting as liaison between the
Board and Management, and
between the Board and the
MD/CEO.
MD/CEO
(i) With regard to the Board and PGB:
(a) To develop and recommend
to the Board the long term
strategy and vision for PGB
and/or Group that leads to
the creation of long term
prosperity and stakeholder
value.
(b) To develop and recommend to
the Board the operational plan
and budget that support PGB’s
and/or Group’s long term
strategy.
(c) To foster a corporate culture
that promotes ethical
practices, encourages
individual integrity and the
fulfilment of PGB’s corporate
social responsibilities.
(d) To maintain a positive and
ethical working environment
that is conducive to attracting,
retaining and motivating a
diverse workforce at all levels.
(ii) With regard to the Management
and business operation:
(a) To recommend suitable
management structure and
operating authority levels
which include delegations of
responsibilities to the
Management.
(b) To ensure an effective LT
below the level of the
MD/CEO and to develop an
appropriate succession plan.
c) To formulate and oversee
implementation of major
corporate policies.
d) To be accountable to the
Board for the financial
management and reporting,
including forecasts and
budgets of PGB.
(e) To make reports to the Board
periodically on its financial
positions, key performance
indicators and business
development from time to
time.
(f) To ensure continuous
improvement in quality and
value of PGB’s products and
services.
(g) To serve as spokesperson for
PGB.
IR9 Specific actions and role of the Senior
Management are highlighted above.
PAGE: 170
PETRONAS GAS BERHAD
CORPORATE GOVERNANCE STATEMENT
Senior Independent Director
The SID acts as the point of contact between the Independent Non-Executive Directors and Chairman on sensitive issues
and has been identified as a designated contact to whom shareholders’ concerns or queries may be raised, as an alternative
to the formal channel of communication with shareholders.
Board Diversity
The Board recognises that diversity is one of the key drivers to enhance the Board’s effectiveness as diversity broadens the
debate within the Board. In August 2016, the Board approved the Diversity Policy whose objective is to ensure that the mix
and profiles of the Board Members, in terms of age, ethnicity and gender, provide the necessary range of perspectives,
experience and expertise required to achieve effective stewardship and management.
As at the date of this Annual Report, all of the seven Directors are Malaysian. Of the total, five are Malay; one Chinese and
the other is of an Anglo-Bisaya ethnicity. On the other hand, the Board is made up of four male Directors while the
remaining are females.
The current Board’s age distribution falls within the respective age groups as follows:
The Board Diversity Policy is accessible to the public for reference on PGB’s official website at www.petronasgas.com.
4
1
2AG
E G
RO
UP 40-54
55-64
65-74
Number of Directors
IR9 The Board diversity is highlighted above.
PAGE: 171
ANNUAL REPORT 2016
Board Meetings
The Board meets at least quarterly with additional meetings convened as and when necessary. The Board meetings for the
2016 financial year are scheduled in November 2015 to facilitate the Directors in planning ahead and incorporating the Board
meetings into their respective schedules. This also serves to provide the members with ample notice of the meetings.
The Board has a formal schedule of matters reserved at Board meetings which includes corporate plans, annual budgets,
operational and financial performance reviews, major investments and financial decisions, management performance
assessment, changes to the management and control structure within the Group, including key policies and procedures and
delegated authority limits. The reports of the Board Audit and Nomination and Remuneration Committees are also presented
and deliberated at Board meetings. All proceedings of Board meetings are duly recorded in the minutes of each meeting and
signed minutes of each Board meeting are properly kept by the Company Secretary.
During the financial year under review, the Board met in total of five times. All Directors complied with the minimum
attendance requirement of at least 50% of Board meetings held during the financial year pursuant to the MMLR.
The breakdown of the meetings of the Board Committees and Annual General Meeting held and the attendance of the
Directors who had served PGB during the financial year under review, are as follows:
Board ofDirectors’ Meetings
Board Audit Committee
Meetings
Nomination and Remuneration
Committee Meetings
Annual General Meeting
Name of Directors Att
end
ance
Per
cen
tag
e
Att
end
ance
Per
cen
tag
e
Att
end
ance
Per
cen
tag
e
Att
end
ance
Per
cen
tag
e
Tan Sri Dato’ Seri Shamsul Azhar Abbas*** 5/5 100 1/1 100
Yusa’ Hassan 5/5 100 1/1 100
Dato’ N. Sadasivan N.N. Pillay*** 5/5 100 4/4 100 2/2 100 1/1 100
Datuk Rosli Boni** 4/4 100 3/3 100 1/1 100
Dato’ Ab. Halim Mohyiddin 5/5 100 4/4 100 1/1 100
Ir. Pramod Kumar Karunakaran** 4/4 100 1/1 100
Lim Beng Choon***# 5/5 100 3/3 100 2/2 100 1/1 100
Habibah Abdul# 5/5 100 3/3 100 2/2 100 1/1 100
Emeliana Dallan Rice-Oxley* 1/1 100 1/1 100
Wan Shamilah Wan Muhammad Saidi* 1/1 100
* Appointed on 1 September 2016
** Vacated office on 1 September 2016
*** Vacated office on 1 January 2017# Appointed as Board Committee members on 24 February 2016
The Board’s strategic conversation with the LT of PGB was held on 13 September 2016 to deliberate on the market outlook,
external environment analysis and the Group’s strategic and growth plans.
PAGE: 172
PETRONAS GAS BERHAD
CORPORATE GOVERNANCE STATEMENT
Dealing in Shares
On a quarterly basis, the Company
Secretary issued a Notice of Closed
Period to Directors and Management,
highlighting the requirements with
regard to dealing in the Company’s
shares during the “Closed
Period”/”Outside Closed Period” as they
are in a possession of price sensitive
information relating to PGB.
During the financial year under review,
none of the Directors and the
Management of PGB have any dealing
in shares during the “Closed Period”.
Supply and Access to Information
Prior to each Board meeting, the
agenda and a set of board papers
encompassing qualitative and
quantitative information relevant to the
business of the meeting are circulated
to all Directors within five business
days of the meeting dates. This enables
the Directors to have sufficient time to
peruse the board papers and seek
clarification or further details from the
Management or the Company Secretary
before each meeting to ensure
preparedness for the meeting. Any
Director may request matters to be
included in the agenda. Urgent papers
may be presented and tabled at a
meeting under the item Any Other
Business, subject to the approval of
both the Chairman and MD/CEO. The
content of the board papers are
comprehensive and include objectives,
background, critical issues, implications,
risks, strategic fit, recommendations
and other pertinent information to
enable informed decision making by
the Board.
Presentations and briefings by the
Management and relevant external
consultants, where applicable, are also
held at Board meetings to advise the
Board. In this regard, relevant
information is furnished and
clarification given to assist the Board in
making a decision.
Access by the Board to board papers is
carried out online through a
collaborative software which allows the
Directors to securely access Board
documents and collaborate with other
Board Members and the Company
Secretary electronically. The online
accessibility facilitates the Directors to
read and review documents or
communicate with other Board
Members at any time.
The Directors have direct access to the
Management and have unrestricted
access to any information relating to
the Group to enable them to discharge
their duties. The Directors also have
direct access to the advice and services
of the Company Secretaries and are
regularly updated on new statutory and
regulatory requirements relating to the
duties and responsibilities of the
Directors. The Directors, whether as a
full Board or in their individual capacity,
may seek independent professional
advice at the Company’s expense in
furtherance of their duties.
Board Committees
To assist the Board in discharging its
duties, the Board has established two
Board Committees namely the Board
Audit Committee (BAC) and the
Nomination and Remuneration
Committee (NRC). The reports of these
Committees can be found on pages
198 to 209 of this Annual Report.
Continuing Development Programme for Directors
All the Directors except for Datuk
Mohd Anuar Taib and Wan Shamilah
Wan Muhammad Saidi have attended
the Mandatory Accreditation
Programme (MAP) as required under
the MMLR of Bursa Malaysia.
Datuk Mohd Anuar Taib and Wan
Shamilah Wan Muhammad Saidi will
complete the MAP on 6-7 April 2017
and 20-21 February 2017 respectively.
The Directors are regularly updated on
the Group’s businesses and the
competitive and regulatory environment
in which the Group operates. As an
integral part of orientation programme
for new directors, the Company
provides comprehensive briefings on
the Group’s operations and financial
performance as well as site visits to the
Group’s projects and facilities.
In line with Recommendation 4.2 of
the MCCG 2012, the Directors
recognise the importance and value of
attending conferences, training
programmes and seminars in order to
keep themselves abreast with the
development and changes in the
industries in which the Group operates,
as well as to update themselves on
new statutory and regulatory
requirements. During the financial year
under review, the Directors attended
and participated in programmes,
conferences and seminars that covered
the areas of corporate governance,
financial, relevant industry updates and
global business developments which
they considered as useful in
contributing to the effective discharge
of their duties as directors. The
Directors also participated in a
familiarisation visit to PGB’s project site
situated at Pengerang, Johor.
PAGE: 173
ANNUAL REPORT 2016
During the financial year under review, the Directors participated in seminars and training programmes in various capacities
as delegates and/or speakers, the details of which are set out below:
Attendee(s) Training/Conferences Date
Tan Sri Dato’ Seri
Shamsul Azhar Abbas
1. Sustainability Engagement Series for Directors and CEOs
2. Site Visit at Pengerang Integrated Complex (PIC) Pengerang, Johor
– Overview of LNG Regasification Terminal (RGT) and Air Separation
Unit (ASU) Projects
3. 5th PETRONAS BAC Forum 2016
4. MISC Berhad Board Annual Training
– Ethics and Compliance
– Financial Reporting – Updates on Changes in Reporting Standards.
31 March 2016
23 July 2016
16 August 2016
11 November 2016
Yusa’ Hassan 1. Daiwa Investment Conference 2016
2. Invest Malaysia 2016 “Leadership Think LAB”
3. Briefing on Securities Commission Malaysia Annual Report 2015
4. Strategic Insights Forum with IHS
5. Sustainability Engagement Series for Directors and CEO
6. Site Visit at PIC Pengerang, Johor
– Overview of RGT and ASU Projects
3 – 4 January 2016
10 March 2016
10 March 2016
22 April 2016
1 June 2016
23 July 2016
Dato’ N. Sadasivan
N.N. Pillay
1. 5th PETRONAS BAC Forum 2016
2. The Interplay between CG, NFI and Investment Decision – What
Boards of Listed Companies Need to Know
3. Related Party Transactions
– Their Implications to the Board of Directors, Audit Committee &
Management
16 August 2016
28 September 2016
25 October 2016
Datuk Rosli Boni 1. Site Visit at PIC Pengerang, Johor
– Overview of RGT and ASU Projects
23 July 2016
Ir. Pramod Kumar Karunakaran 1. Site Visit at PIC Pengerang, Johor
– Overview of RGT and ASU Projects
23 July 2016
Dato’ Ab. Halim Mohyiddin 1. Corporate Governance Breakfast Series
– Future of Auditor Reporting
– The Game Changer for Boardroom
2. Independent Directors Programme: The Essence of Independence
3. MFRS Update 2016 (Run 2)
4. Annual Planning Forum
5. Site Visit at PIC Pengerang, Johor
– Overview of RGT and ASU Project
6. 5th PETRONAS BAC Forum 2016
6 March 2016
23 March 2016
28 March 2016
13 July 2016
23 July 2016
16 August 2016
Lim Beng Choon 1. Sustainability Engagement Series for Directors and CEOs
2. Site Visit at PIC Pengerang, Johor
– Overview of RGT and ASU Projects
3. 5th PETRONAS BAC Forum 2016
4. MISC Berhad Board Annual Training
– Ethics and Compliance
– Financial Reporting – Update on Changes in Reporting Standards
31 March 2016
23 July 2016
16 August 2016
11 November 2016
Habibah Abdul 1. Site Visit at PIC Pengerang, Johor
– Overview of RGT and ASU Projects
2. Tax Budget by Ernst & Young
3. Conference – Malaysian Institute of Accountants
23 July 2016
27 October 2016
15 – 16 November 2016
Emeliana Dallan Rice-Oxley 1. Mandatory Accreditation Programme (MAP) 13 – 14 October 2016
Wan Shamilah
Wan Muhammad Saidi
1. Advanced 1: Best Practices for Board Excellence Programme
2. Advanced 2: Effective Strategy for Stakeholders Management
3. Advanced Management Programme, Harvard School
3 August 2016
17 October 2016
28 March – 20 May 2016
PAGE: 174
PETRONAS GAS BERHAD
CORPORATE GOVERNANCE STATEMENT
Re-appointment and Re-election
In accordance with Article 93 of the
Constitution of the Company, at every
Annual General Meeting (AGM),
one-third of the Directors shall retire
from office by rotation and may offer
themselves for re-election. The
Constitution of the Company also
provides that all Directors are subject
to retirement by rotation at least once
in every three years and shall be
eligible for re-election. Directors who
are appointed by the Board during the
financial year are subject to re-election
by shareholders at the first AGM held
following their appointments.
The Companies Act 2016, has now
replaced the Companies Act 1965
effective 31 January 2017. With the
enforcement of the new Act, the
Companies Act 1965 was therefore
repealed. Previously, under section 129
of the Companies Act 1965 a Director
who is over 70 years of age must
retire at the AGM of the Company, and
may be re-appointed by shareholders
with not less than a three-fourths
majority. Pursuant to new Companies
Act 2016 Directors who attain the age
of more than 70 years are no longer
required to retire at the AGM of the
Company.
Recommendations 3.2 and 3.3 of the
MCCG 2012, states that the tenure of
an Independent Non-Executive
Directors should not exceed a
cumulative term of nine years. Upon
completion of the nine years, an
Independent Non-Executive Director
may continue to serve on the Board
subject to the directors’ re-designation
as a Non-Independent Director or the
Board must justify and seek
shareholders’ approval in the event it
retains the Director as an Independent
Director.
For the financial year under review,
none of PGB’s Independent Director
has exceeded the nine years tenure.
Board Effectiveness Evaluation
The Company conducts an annual
evaluation of the effectiveness of its
Board and Committees. It comprises a
Board Evaluation, a Committee
Evaluation, Board Skills and
Competency Mapping and Individual
Director Self and Peer Evaluation
(Board Evaluation). The purpose of the
Board evaluation is to measure the
effectiveness of the performance of the
Board and Committees as a whole and
the Directors individually as well as to
address the Board’s and Committees’
attention on areas for improvement as
part of discharging each members’ role
as a Director of the Company. The
Board Evaluation also addresses the
Board’s and each Committee’s
attention on areas for improvement as
part of discharging his/her role as a
Director of PGB.
The questionnaires on the Board
Evaluation are prepared internally
incorporating applicable best practices.
The indicators for the performance of
the Board include factors such as
conduct, participation and
communication with the Management
and stakeholders as well as overall
strategy and planning for the Company.
The performance indicators for
individual Directors include roles,
leadership and contribution to the
Company.
Upon completion of the evaluation by
the Directors, the Company Secretary
collates and analyses the feedback
received. The analysis conducted is
presented to the NRC for deliberation.
In addition, the Chairman may conduct
individual feedback sessions with the
Board Members with a view to
enhance strengths and discuss areas
for improvement.
For the financial year under review, a
Board evaluation was undertaken with
the Board providing its feedback and
assessment on the performances of
both the MD/CEO and the Chairman.
From the Board Evaluation, it was
noted that the MD/CEO and
Chairman’s roles were balanced and
linked to the current strategy and
future aspirations of the Company.
Directors’ Fees
The fees structure of Non-Executive
Directors of the Company consists of
the following:
• Fees for duties as Directors and
additional fees for undertaking
responsibilities as Chairman of the
Board;
• Meeting allowances for each
meeting attended;
• Fuel allowance; and
• Directors and Officers Liability
Insurance.
The fees and allowances for Non-
Executive Directors are determined by
the Board and are subject to the
approval of the shareholders of the
Company at the AGM. The review of
Directors’ fees and allowances is under
the purview of the NRC before any
recommendation is tabled to the Board.
The Director’s fees and meeting
allowances for certain Non-Independent
Non-Executive Directors who are also
employees of PETRONAS and holding
positions of Vice President and above
are paid directly to PETRONAS. The
presence and participation of the
Non-Independent Non-Executive
Directors who are employees of
PETRONAS provide the Board with a
deeper insight into the operations of
PETRONAS.
PAGE: 175
ANNUAL REPORT 2016
Pursuant to Article 84 of the Constitution of the Company, PGB also reimburses reasonable expenses incurred by Directors,
where relevant, in the course of carrying out their duties as Directors.For the financial year under review, the breakdown of
the Directors’ fees is as follows:
Name of Directors
Directors’ Fees(RM)
Board Meeting
Attendance Fees^ (RM)
Audit Committee
Meeting Attendance
Fees^
(RM)
Nomination and
Remuneration Committee
Meeting Attendance
Fees^
(RM)AGM(RM)
Others**
(RM)Total
(RM)
Tan Sri Dato’ Seri
Shamsul Azhar Abbas 108,000 20,000 N/A N/A 4,000 6,000 138,000
Yusa’ Hassan N/A N/A N/A N/A N/A N/A N/A
Dato’ N. Sadasivan N.N.
Pillay 72,000 15,000 9,000 4,000 3,000 6,000 109,000
Datuk Rosli Boni 48,000 12,000 6,000 N/A 3,000 6,000 75,000
Ir Pramod Kumar
Karunakaran
36,000
12,000
6,000
6,000 N/A N/A
3,000
1,000
45,000*
19,000
Dato’ Ab. Halim
Mohyiddin 72,000 15,000 8,000 N/A 3,000 6,000 104,000
Lim Beng Choon 72,000 15,000 6,000 6,000 3,000 3,000 105,000
Habibah Abdul 72,000 15,000 9,000 4,000 3,000 6,000 109,000
Emeliana Dallan Rice-
Oxley 24,000 3,000 2,000 N/A N/A N/A 29,000*
Wan Shamilah Wan
Muhammad Saidi 24,000 3,000 N/A N/A N/A N/A 27,000
Total 540,000 110,000 40,000 14,000 22,000 34,000 760,000
* Fees paid to PETRONAS
** Others includes petrol/fleet card.
^ Meeting attendance fees are based on the number of meetings attended by the Directors.
PAGE: 176
PETRONAS GAS BERHAD
CORPORATE GOVERNANCE STATEMENT
The remuneration package for the
Executive Director of the Company is
balanced between fixed and
performance linked elements. A portion
of the Executive Director’s
compensation package is variable in
nature and is Key Performance
Indicator (KPI) driven, which includes
the Group’s performance. As an
Executive Director, he is not entitled to
receive Directors’ fees as well as
meeting allowance.
Yusa’ Hassan, the MD/CEO and an
Executive Director of the Company, is
an employee of PETRONAS and is
seconded to the Company. In
consideration of the service of the
MD/CEO, the Company is required to
pay fee to cover all payroll-related costs
and benefits ordinarily incurred by him
in the course of his employment. During
the year, RM787,320 was paid for his
services as MD/CEO of the Company.
Management staff and executives of
PGB have also been seconded from
PETRONAS. Their training, succession
planning and performance appraisal are
aligned to the PETRONAS’ Human
Resources Policies and Strategies. The
Board ensures that only appropriate
personnel with the relevant skills and
experiences are appointed to the
Management positions of PGB.
The Directors’ fees are broadly categorised into the following bands:
Number of Directors
Range of Fees Executive Non-Executive
RM50,000 and below – 2
RM50,001 to RM100,000 – 2
RM100,001 to RM150,000 – 5
RM700,000 to RM1,000,000 1 –
IR5 The remuneration package is well balanced and directly linked to the Group performance. Read more
on our performance scorecard and key performance indicators from pages 102 to 107.
Fixed
Group Performance
Variable
PAGE: 177
ANNUAL REPORT 2016
RELATIONSHIP WITH SHAREHOLDERS
Communications between the Company and its investors
The Board recognises the importance of
effective communications with the
Company’s shareholders and other
stakeholders including the general
public. Information on the Group’s
business activities and financial
performance is disseminated timely
through announcements to Bursa
Malaysia, postings on the Company’s
website, press releases, issuance of the
Annual Report and where required,
press conferences. Immediately after the
conclusion of the AGM, the Company
will hold a press conference with the
media and any materials distributed
during the press conference are
published on the Company’s website.
The MD/CEO together with the Chief
Financial Officer and the Company’s
Investor Relations Unit conduct regular
dialogues with the Company’s
institutional shareholders and analysts,
and hold quarterly analysts briefings to
further explain the Group’s quarterly
financial results. This is to promote
better understanding of the Group’s
financial performance and operations.
Visits to the Group’s facilities are also
organised periodically to facilitate
better appreciation and insight into the
Group’s business and operations.
The Company actively updates its
website www.petronasgas.com
with the latest information on the
corporate and business aspects of the
Group. Press releases, announcements
to the Bursa Malaysia, analyst briefings
and quarterly results of the Group are
also made available on the website and
this helps to promote accessibility of
information to the Company’s
shareholders and all other market
participants. Communication and
feedback from investors can also be
directed to the email address
alternatively, it can be addressed to:
Harris HarunHead Investor Relations
Level 51, Tower 1
PETRONAS Twin Towers
50088 Kuala Lumpur
Malaysia
Annual General Meeting (AGM)
The AGM is the principal forum of
open dialogue with shareholders. The
notice and agenda of the AGM
together with Forms of Proxy are given
to shareholders at least 25 days before
AGM, which gives shareholders
sufficient time to prepare themselves to
attend the AGM or to appoint proxies
to attend and vote on their behalf.
Each item of ordinary business
included in the notice of the AGM will
be accompanied by an explanatory
statement on the effects of the
proposed resolution. For the past two
years, 28 days’ notice were issued to
shareholders.
At each AGM, shareholders are
encouraged and given sufficient
opportunity as well as time by the
Board to raise questions on issues
pertaining to the Annual Report,
resolutions being proposed and the
business of the Company or the Group
in general prior to seeking approval
from members and proxies on the
resolutions. The Board, LT, external
auditors and other advisors, as
applicable are present at the AGM to
provide answers and clarifications to
shareholders. The Chairman informs on
the availability of poll voting via
electronic polling by shareholders on
matters raised during the AGM.
Pursuant to Paragraph 8.29A of the
MMLR, each resolution to be tabled at
an AGM is to be voted by poll.
Consequently, decisions at PGB’s AGM
scheduled to be held on 17 April 2017
will be conducted via electronic
polling. For this purpose, PGB will
engage independent scrutineers to
validate the voting at the AGM for each
proposal presented to shareholders.
ACCOUNTABILITY AND AUDIT
Financial reporting
The Board is committed to provide a
fair and objective assessment of the
financial position and prospects of the
Group in the quarterly financial results,
annual financial statements, Annual
Reports and all other reports or
statements to shareholders, investors
and relevant regulatory authorities.
The Statement of Responsibility by
Directors in respect of preparation
of the annual audited financial
statements is set out on page 22 of
the Financial Report.
PAGE: 178
PETRONAS GAS BERHAD
CORPORATE GOVERNANCE STATEMENT
Related Party Transactions and Conflict of Interest Situations
All related party transactions including
recurrent related party transactions
entered into by the Company or its
subsidiaries are reviewed by the BAC.
The list of transactions entered into
with related parties are incorporated at
page 82 of the Financial Report.
The Company has established its
policies and procedures on related party
transactions and conflict of interest
situations, including recurrent related
party transactions, to ensure that they
are undertaken on normal commercial
terms and are not to the detriment of
the Company’s minority shareholders.
The policies and procedures are
embodied in the PGB Related Party
Transaction/Recurrent Related Party
Transactions Policies and Procedures.
The Statement on Risk Management
and Internal Control provides a
comprehensive overview of the Group’s
policies and procedures on related
party transactions and recurrent related
party transactions. This is set out
on page 193 to page 194 of this
Annual Report.
Risk Management and Internal Control
The Board continues to maintain and
review its risk management processes
and internal control procedures to
ensure a sound system of risk
management and internal control to
safeguard shareholders’ investments
and the assets of the Company and
the Group.
The Statement on Risk Management
and Internal Controls provides an
overview of the risk management and
internal controls within the Group as
set out on page 184 to page 197 of
this Annual Report.
INTEGRITY AND ETHICS
The Board further acknowledges its
role in establishing a corporate culture
that encompasses and embraces
ethical conduct within the Group. In
line with this principle, the Board has
adopted the PETRONAS Code of
Conduct and Business Ethics, the
Whistleblowing Policy, the Corporate
Disclosure Guide and the Anti-Bribery
and Corruption Manual. The adoption
of these policies is to ensure that the
conduct of business and the
Company’s employees are consistently
carried out ethically and with integrity.
IR9 PGB is committed to uphold the ethical value
as mentioned above.
Code of Conduct and Business Ethics
The Group adopts and practices the
PETRONAS Code of Conduct and
Business Ethics (CoBE). Further
information on CoBE can be found on
page 212 of this Annual Report.
The CoBE is also accessible to
the public for reference on the
Company’s official website at
www.petronasgas.com
Whistleblowing Policy
The Group has adopted the PETRONAS
Whistleblowing Policy which provides
an avenue for the Group’s employees
and members of the public to disclose
any improper conduct in accordance
with the procedures as provided under
the Policy.
Further information on the PETRONAS
Whistleblowing Policy can be found on
page 213 of this Annual Report.
The Whistleblowing Policy is also
accessible to the public for reference
on the Company’s official website at
www.petronasgas.com
Corporate Disclosure Guide
The Company has established an
internal Corporate Disclosure Guide to
facilitate the disclosure and conduct on
the dissemination of information. This
Guide is based on the requirements as
set out in the MMLR, the Corporate
Disclosure Guidelines [2nd Edition] by
Bursa Malaysia and promotes
transparency and accountability in the
communication and dissemination of
material information amongst the
Company organisation and public. A
detailed guide is available at
www.petronasgas.com
Trading on Insider Information
Notices on the Closed Period for trading
in the Company’s shares are sent to the
Directors and Principal Officers on a
quarterly basis as a reminder on the
prohibition to trade during the identifying
timeframe during which the Directors
and the Principal Officers are prohibited
from dealing in the Company’s shares.
Directors are also reminded not to deal
in the Company’s shares when price
sensitive information is shared with them
in the proposal papers.
None of the Directors and Principal
Officers breached the above ruling
during the financial year under review.
Selection of Vendors
The Group has adopted the PETRONAS
Tendering process and governing
principles that are embedded in the
PETRONAS Supply Chain Management
Policy for vendors’ selection. Generally,
the main selection criteria is based on
technically acceptable and
commercially lowest bid.
PAGE: 179
ANNUAL REPORT 2016
The Group has established Tender
Committees to carry out independent
assessment on bidders’ proposals and to
ensure tendering activities are carried
out in accordance with the Tender
Committee’s Terms of Reference.
Tendering processes are as follows:
(i) Tender Plan Approval
(ii) Technical Evaluation
(iii) Commercial Evaluation
(iv) Award Recommendation
QUALIFIED AND COMPETENT COMPANY SECRETARIES
The Company has two Company
Secretaries. The Company Secretaries of
the Company are qualified to act as
company secretaries pursuant to Section
235 of the Companies Act 2016. One of
them has a legal qualification and the
other is a Fellow of the Malaysian
Institute of Chartered Secretaries and
Administrators. The Company Secretaries
play an advisory role to the Board,
particularly with regards to the
Constitution of the Company, Board
policies and procedures and the
Company’s compliance with regulatory
requirements, codes, guidance and
legislation.
The Company Secretaries ensure that
the discussions and deliberations at
Board and Board Committee meetings
are well documented, and subsequently
communicated to the relevant
Management for appropriate actions.
The Company Secretaries update the
Board on the follow-up of its decisions
and recommendations by the
Management.
The Company Secretaries constantly
keep themselves abreast of the
evolving capital market environment,
regulatory changes and developments
in corporate governance through
continuous training. The Board is
satisfied with the performance and
support rendered by the Company
Secretaries to the Board in discharging
their functions.
RELATIONSHIP WITH AUDITORS
External Auditor
Through the BAC, the Company
maintains a professional and transparent
relationship with its external auditors,
KPMG PLT. The BAC met the external
auditors twice during the financial year
under review without the presence of
the Management to review the scope
and adequacy of the Group’s audit
process, the annual financial statements
and their audit findings. At the meeting,
the external auditors highlighted to both
the BAC and the Board on matters that
warranted their attention.
The role of the BAC in relation to the
external auditors is described in the
BAC Report on page 202 of this
Annual Report.
Internal Auditors
The Company’s Internal Auditors, whose
function is undertaken by the Group
Internal Audit (GIA) Division of
PETRONAS reports directly to the BAC
and has unrestricted access to the BAC.
The GIA function is independent of the
activities or operations of other
operating units. The GIA conducts
regular audits on the effectiveness of
internal controls, compliance with
internal and regulatory requirements.
The audit report which highlights any
findings, along with the
recommendations are tabled to the BAC.
Further information on Internal Audit
can be found on pages 202 to 203 of
this Annual Report.
STATEMENT BY THE BOARD ON COMPLIANCE
The Board has deliberated, reviewed
and approved this statement. The
Board is satisfied that the Company
and the Group have fulfilled their
obligations under the relevant
paragraphs of the MMLR, MCCG 2012
and MSWG Malaysia-ASEAN Corporate
Governance Scorecard on corporate
governance and applicable laws and
regulations throughout the financial
year ended 31 December 2016.
The table highlighting the Company’s
observance of the Principles and
Recommendations of the MCCG 2012
is set out on pages 181 to 183 of this
Annual Report.
This statement is made in accordance
with the resolution of the Board of
Directors dated 23 February 2017.
Datuk Mohd Anuar TaibChairman
Yusa’ HassanManaging Director/
Chief Executive Officer
PAGE: 180
PETRONAS GAS BERHAD
CORPORATE GOVERNANCE STATEMENT
The table below sets out the status of the observance of PETRONAS Gas Berhad with the principles and recommendations
of Malaysian Code on Corporate Governance 2012 in respect of FY2016.
Principle/Recommendation Page Remarks
Principle 1 – Establish Clear Roles and Responsibilities
1.1 The Board should establish clear functions reserved for the
Board and those delegated to management
166,
169, 170
Complied
1.2 The Board should establish clear roles and responsibilities in
discharging its fiduciary and leadership functions
166 Complied
1.3 The Board should formalise ethical standards through a code of
conduct and ensure its compliance
179, 195,
212 – 213
Complied
1.4 The Board should ensure that the Company’s strategies
promote sustainability
166,
217 – 222
Complied
1.5 The Board should have procedures to allow its members access
to information and advice
173 Complied
1.6 The Board should ensure it is supported by a suitably qualified
and competent company secretary
180 Complied
1.7 The Board should formalise, periodically review and make
public its Board Charter
167 Complied
Principle 2 – Strengthen Composition
2.1 The Board should establish a Nominating Committee which
should comprise exclusively Non-Executive directors, a majority
of whom must be independent. The chair of the Nominating
Committee should be the Senior Independent Director
204 – 205 Currently the Senior Independent
Director of PGB serves as the Chairman
of the BAC. As such, the Board has
instead elected Dato’ Ab. Halim
Mohyiddin as the Chairman of the NRC
in order to have different Director
chairing the committees so as to
leverage on different dynamics. This will
also ensure that each Independent
Director has equitable roles and
responsibilities.
2.2 The Nominating Committee should develop, maintain and
review the criteria to be used in the recruitment process and
annual assessment of Directors
175,
206 – 207,
209
Complied
PAGE: 181
ANNUAL REPORT 2016
STATUS OF OBSERVANCE WITH THE PRINCIPLES AND RECOMMENDATIONS OF THE MALAYSIAN CODE ON CORPORATE GOVERNANCE 2012
Principle/Recommendation Page Remarks
2.3 The Board should establish formal and transparent remuneration
policies and procedures to attract and retain Directors
175 – 176 The policy is currently being developed
and will be presented to the Board for
approval in due course.
Principle 3 – Reinforce Independence
3.1 The Board should undertake an assessment of its Independent
Directors annually
209 Complied
3.2 The tenure of an Independent Director should not exceed a
cumulative term of nine years. Upon completion of the nine
years, an Independent Director may continue to serve on the
Board subject to the Director’s re-designation as a Non-
Independent Director
175 Complied
3.3 The Board must justify and seek shareholders’ approval in the
event it retains as an Independent Director, a person who has
served in that capacity for more than nine years
175 Complied
3.4 The positions of Chairman and Chief Executive Officer should
be held by different individuals, and the Chairman must be a
Non-Executive member of the Board
169 – 170 Complied
3.5 The Board must comprise a majority of Independent Directors
where the Chairman of the Board is not an Independent
Director
167 The Chairman of the Company is
currently a Non-Independent Non-
Executive Director. This is premised on
the high level of integration between
PGB and PETRONAS Group of
Companies. The Board’s composition
comprises three Independent Non-
Executive Directors, three Non-
Independent Non-Executive Directors
and one Executive Director. The current
Board composition is balanced and
complies with paragraph 15.02 of the
MMLR of Bursa Malaysia, as 1/3 of the
Board Members are Independent
Directors. The Company intends to
maintain the current Board composition.
Principle 4 – Foster Commitment
4.1 The Board should set out expectations on time commitment
for its members and protocols for accepting new directorships
169 Complied
4.2 The Board should ensure its members have access to
appropriate continuing education programmes
173 – 174 Complied
PAGE: 182
PETRONAS GAS BERHAD
STATUS OF OBSERVANCE WITH THE PRINCIPLES AND RECOMMENDATIONS OF THE MALAYSIAN CODE ON CORPORATE GOVERNANCE 2012
Principle/Recommendation Page Remarks
Principle 5 – Uphold Integrity in Financial Reporting
5.1 The Audit Committee should ensure financial statements
comply with applicable financial reporting standards
201 Complied
5.2 The Audit Committee should have policies and procedures to
assess the suitability and independence of External Auditors
202 The Company does not have a policy
and procedures to assess the suitability
and independence of the external
auditors. However, as part of the annual
audit exercise, the Company obtains
assurance from the external auditors
confirming their independence
throughout the year under review.
Principle 6 – Recognise and Manage Risks
6.1 The Board should establish a sound framework to manage risks 179,
184 – 191,
203
Complied
6.2 The Board should establish an internal audit function which
reports directly to the Audit Committee
202 – 203 Complied
Principle 7 – Ensure the Timely and High Quality Disclosure
7.1 The Board should ensure the Company has appropriate
corporate disclosure policies and procedures
179 Complied
7.2 The Board should encourage the Company to leverage on
information technology for effective dissemination of
information
173 Complied
Principle 8 – Strengthen Relationship between Company and Shareholders
8.1 The Board should take reasonable steps to encourage
shareholder participation at general meetings
178 Complied
8.2 The Board should encourage poll voting 178 Effective 2017, general meetings will be
conducted via e-polling. Independent
Scrutineers and Poll Administrator will be
appointed to conduct the polling
process and verify the results of the poll.
8.3 The Board should promote effective communication and
proactive engagements with shareholders
178 Complied
PAGE: 183
ANNUAL REPORT 2016
The Board is committed to maintain and continuously improve the Group’s system of risk
management as well as internal control and is pleased to provide the following statement
which outlines the nature and scope of risk management and internal control of the Group
during the year under review.
As internal control is an integral part of the Group’s risk and control continuum to achieve the
Group’s objectives, the Group adopts PETRONAS’ shared values of loyalty, integrity,
professionalism and cohesiveness which set the tone for a sound system of risk management
and internal control.
BOARD’S ACCOUNTABILITY
The Board acknowledges the importance of a sound risk management system and internal control practices for good
corporate governance with the objective of safeguarding shareholders’ investments and the Group’s assets. The Board affirms
its overall responsibility for the Group’s system of risk management and internal controls and has undertaken a review of the
adequacy and effectiveness of those systems and compliance with relevant laws and regulations.
In view of the limitations that are inherent in any system of internal control, this system is designed to manage, rather than
eliminate, the risk of failure of achieving the corporate objectives. Accordingly, it can only provide reasonable but not
absolute assurance against material misstatement or losses or the occurrence of unforeseeable circumstances.
The Group has in place an ongoing process for identifying, evaluating, monitoring and managing all significant risks faced by the
Group and its achievement of objectives and strategies for the year under review and up to the date of approval of this Statement
on Risk Management and Internal Control for inclusion in the Annual Report. This process is regularly reviewed by the Board in
accordance with the Statement on Risk Management and Internal Controls: Guidelines for Directors of Listed Issuers.
RISK MANAGEMENT
Risk Management is regarded by the Board to be an integral part of the Group’s organisational processes, with the objective
of maintaining a sound system and ensuring its continuing adequacy and integrity. Risk Management is firmly embedded in
the Group’s management system. The Group’s Risk Management Policy is to adopt an effective and progressive Enterprise
Risk Management (ERM) system to identify, evaluate and monitor the risks faced by the Group and to take specific measures
to mitigate these risks.
THE STATEMENT IS MADE PURSUANT TO PARAGRAPH 15.26 (B) OF THE MAIN
MARKET LISTING REQUIREMENTS (MMLR) OF BURSA MALAYSIA SECURITIES
BERHAD (BURSA MALAYSIA) WHERE THE BOARD OF DIRECTORS OF PUBLIC
COMPANIES ARE REQUIRED TO PUBLISH A STATEMENT ABOUT THE STATE
OF THE INTERNAL CONTROL OF THE LISTED ISSUER AS A GROUP.
PAGE: 184
PETRONAS GAS BERHAD
STATEMENT ON RISK MANAGEMENT AND INTERNAL CONTROLS
Risk Oversight Structure
The Group risk oversight structure allows risk information flow for effective oversight on risk management implementation at
all levels. Risks are reviewed at various levels namely Divisional Plant Leadership Teams (PLTs) and Project Steering
Committees (PSCs) within the Group before it is deliberated at the PETRONAS Gas Berhad (PGB) Group Risk and Compliance
Committee (RCC) and Board Audit Committee (BAC).
BOARD
MANAGING DIRECTOR/ CHIEF EXECUTIVE OFFICER
RISK &COMPLIANCECOMMITTEE
BOARD AUDIT COMMITTEE
RISK MANAGEMENT UNIT
HEAD, BUSINESS EXCELLENCE
High Level Group Risk Oversight Structure
Reporting flow Information flow
The BAC is authorised by Board to review the adequacy and
effectiveness of risk management practices and procedures as well
as conducting risk profiling reviews of the Group, on a quarterly
basis. The BAC also deliberates on the Group’s Enterprise Risk
Report on quarterly basis, including risk exposures and the
mitigation plans required, subsequent to review by the RCC.
The RCC, which is chaired by the Managing Director/Chief Executive
Officer (MD/CEO), is obliged to ensure that an appropriate and
effective risk management framework is in place and implemented
throughout the Group as well as its compliance with the statutory,
regulatory requirements and policies applicable to it.
Risk Management Unit (RMU) is entrusted with the
responsibility of ensuring effective risk governance and
implementation in the Group. RMU is also undertaking the
secretariat roles of RCC.
The Group’s Risk Policy provides communication on
Management’s expectations on risk management
implementation and business continuity practices. In addition,
the Group’s risk appetite statement further enhances clarity
on the risks that the Group is willing to pursue or retain:
“PETRONAS Gas Berhad shall take reasonable and practicable steps to mitigate or eliminate risks to ensure safe, reliable and competitive business operations towards achieving PGB’s objective to be A Leading Gas Infrastructure and Utilities Company.”
PAGE: 185
ANNUAL REPORT 2016
Risk Management Framework Implementation
(a) Enterprise Risk
The Group’s Enterprise Risk Management (ERM) adheres to the PETRONAS Resiliency Model, which includes an
enhanced PETRONAS ERM Framework that adopts ISO 31000:2009 Risk Management requirements. The enhanced ERM
Framework provides a standard and consistent approach in implementing ERM in an entity. There are six key
requirements of ERM under the Framework:
Enterprise Risk Profiling and Assessment follows a structured process which ensures a comprehensive and consistent
approach in assessing and analysing risks faced by the Group. Risks are reviewed annually with involvement from
Management and Subject Matter Experts (SMEs) from divisions and departments across the Group. Prior to risk profiling
and assessment activities, various inputs are analysed in setting the context of the assessment, which include both
internal and external factors that may impact the Group’s businesses and operations.
The Group’s annual risk profiling and assessment process are guided by its approved strategies and plans. Discussions
are focused on risks which could potentially impede the Group from meeting its objectives. On a regular basis existing
risk profiles namely project risks, plant and facilities risks, and new business venture risks are reviewed to identify
significant risks to be escalated to the Enterprise Risk Profile (ERP). Other key discussions include recent Health, Safety,
Security and Environment (HSSE) or audit findings, operational issues as well as project issues.
GOVERNANCECONTINUALIMPROVEMENT
CONTEXT SETTINGRISK MONITORING & REVIEW
RISK ASSESSMENTRISK TREATMENT
• Risk Policy
• Organisational Structure
• Roles & Responsibilities
• System Monitoring
& Review
• Risk Assurance
• ERM Capability
• External Context
• Internal Context
• Risk Appetite
• Risk Criteria
• Risk Reporting
& Monitoring
• Risk Information
System
• Risk Identification
• Risk Analysis
• Risk Evaluation
• Risk Treatment Strategy
• Risk Treatment Plan
PAGE: 186
PETRONAS GAS BERHAD
ERMFRAMEWORK
STATEMENT ON RISK MANAGEMENT AND INTERNAL CONTROLS
From external context, any recent changes in regulatory or statutory requirements as well as shifts in industry outlook
and landscape are also analysed as they may have direct or indirect impact to the Group operations.
Each risk is mapped based on a matrix which specifies its likelihood (how likely is the risk to happen) and its impact (the
extent of its impact if it did happen), analysing from both qualitative and quantitative perspectives. The matrix is adopted
from PETRONAS ERM Framework and adapted based on the Group’s risk appetite and tolerance level. Depending on risk
treatment strategies adopted, mitigation plans are outlined to mitigate the risks to an acceptable level.
Context of PGB 2016/17 ERP is based on various inputs to reflect the latest environment and expectations
PGB 2016/17 ENTERPRISE RISK PROFILE
PGB 2015/16
Risk Profile &
P4R Risk Profile
PGB Risk Policy
& Appetite
PGB 3ZERO100
BEYOND & PGB
Results 2
Latest
Development
Common Audit
Findings
Industry Outlook
New Regulatory/
Legal
Requirements
PGB Corporate
House; Vision and
Mission
Management
Expectation
OPERATING DIVISIONS
Plant and Facilities Risk
Report to:
Division Plant Leadership Team
PROJECTS
Project Risk
Report to:
Respective Projects
GROWTH / NEW BUSINESS TRANSACTIONS
Business Ventures Risk
Report to:
Respective Project/Commercial
Steering Committee
Operational and common project issues, plant performance, HSE incidents,
common audit findings, new development
PAGE: 187
ANNUAL REPORT 2016
Key Risk Indicators (KRIs) are identified to facilitate monitoring of the risks
which provide an early warning signal on potential emerging risks. Risk
Owners, Risk Mitigation Owners and Risk Focal persons are assigned for each
risk to ensure the risk mitigations developed are appropriately implemented,
monitored and regularly reported.
The RMU previously under
Planning and Risk Management
Department (PRMD) (now has
been restructured to be part of
Business Excellence Division) is
entrusted with the responsibility of
ensuring effective risk governance
and implementation in the Group.
The RCC is responsible to oversee
the overall risk management
activities and implementation in
the Group. The RCC is chaired by
Managing Director/Chief Executive
Office (MD/CEO) with RMU
undertaking the secretariat roles.
RMU provides updates on the
Group’s ERM implementation to
both the Group’s RCC and BAC in
the form of quarterly Enterprise
Risk Report (ERR). The report
covers the risk profile and status
of risk mitigation implementation,
KRIs as well as risk management
framework implementation and risk
initiatives.
In the last review, key issues and
risks were deliberated at length
focusing on the key risks of the
Group, comprising Very High, High
and Medium risks. The rationale of
the likelihood and impact rating
assigned to the key risks were also
discussed against the
Management’s risk tolerance and
appetite. Further mitigations were
identified for the key risks, mainly
in the commercial, operational and
HSSE areas. These mitigations are
in line with the Group’s focus in
driving its business plans and
strategies to achieve its aspirations
as set out in page 74.
Risk mitigations validation and
assurance exercise were also
conducted during the year to
validate the controls and
completed mitigation actions. The
exercise were conducted both
internally as well as by PETRONAS
Downstream Business Unit. There
were six risks selected for the
assurance which included five
High and one Low risks from the
Group’s ERP. The outcome of the
assurance including corrective
actions were reported to the
Management. Overall, all of the
risks selected were rated as
satisfactory based on the risk
mitigation effectiveness. No major
findings were noted that could
significantly impair achievement of
the overall intended objectives of
the identified risk mitigations.
The Company had also provided
guidance to one of its joint
venture companies, on the
establishment of Risk Management
Framework.
Risk assessments are also
conducted on new business
ventures and strategies. During the
year under review, six Business
Venture Risk Assessment (BVRA)
were facilitated by RMU where the
reports were included as part of
business development proposal
presented to the Commercial
Steering Committee (CSC), relevant
Project Steering Committees (PSC)
or Divisional Plant Leadership
Team (PLT) for Management’s
approval and where relevant, in
the Final Investment Decision (FID)
proposals for the Board’s approval.
PGB Enterprise Risk Assessment adheres to a structured process which complies with PETRONAS ERM Framework.
02
Identify risks &
existing controls
03
Identify likelihood
& impact
04
Identify risk mitigations
& key risk indicators
05
Determine risk owners
and mitigations owners
06
Obtain approval of risk profile
from Leadership Team & BAC
07
Periodically monitor & report
mitigation action status to
Leadership Team & BAC
01
Establish internal &
external context
PAGE: 188
PETRONAS GAS BERHAD
(b) Plant and Facilities Risk
The PLT is responsible in ensuring
adequate and effective Plant and
Facilities Risk Management (PFRM)
at the divisions. The Group
managed its operational risks via
PFRM. Under PFRM, risks relevant
to operations at the divisions were
assessed, monitored and reported
to the respective Divisions’ PLT.
As per Enterprise Risk, the risks
were rated based on its probability
and impact to the divisions’
operations. Appropriate mitigation
plans are put in place for every
key risk.
During the year under review, the
plant and facilities risk review was
conducted for both Gas
Processing and Utilities (GPU)
division, and Gas Transmission and
Regasification (GTR) division. The
respective divisions’ risk profiles
were deliberated, updated and
approved at Division’s PLT.
Subsequently, the risks were
monitored with mitigation actions
tracked and periodically reported
to the respective PLT at the
operating divisions.
(c) Project Risk
The Group continues to
implement Project Risk
Management processes in line with
the PETRONAS Project
Management System (PPMS)
requirements. The Group carries
out Project Risk Assessments,
Independent Reviews and Lessons
Learnt for all its major and critical
projects.
Updates on project risk mitigations
status are included as part of the
monthly project progress report to
the relevant committees e.g.
respective Divisions’ PLT, the
relevant PSCs and RCC for proper
monitoring.
At Group level, the PSC is chaired
by PGB MD/CEO and meets on
regular basis to deliberate on key
project progress, risk areas and
their mitigations. Updates on
project progress are also
incorporated as an agenda
deliberated in the monthly
Management Committee (MC)
(now known as PGB Leadership
Team (LT)) meetings, and quarterly
Board meetings.
Project risk report which includes
project status and areas of
concerns are also incorporated
into the ERR and submitted to the
RCC and BAC on a quarterly basis.
During the year under review,
PETRONAS Project Delivery &
Technology (PD&T) rolled out a
revised PPMS incorporating an
enhanced project gated process.
The Group is working closely with
PD&T to ensure compliance to the
new requirements.
(d) Contractor Risk
Contractor risk is managed through
tendering evaluation exercises
facilitated by the Company’s
Procurement Department, PD&T
and Procurement Downstream &
Indirect Spend (PDIS) prior to the
award of contracts in compliance
with the PETRONAS Group
tendering and contract procedures
and guidelines.
The Contractor Risk Assessment
(CoRA) process is an integral part
of the contractor selection process
which is being applied prior to
awarding the contract to the
contractor. Upon award of contract,
the results of CoRA together with
its mitigation plans are
implemented, monitored and
resolved by the relevant teams
involved in the project.
(e) Finance Risk
The Group has adopted
PETRONAS Corporate Financial
Policy (CFP) which sets forth the
governing policy in effecting the
practice of Financial Risk
Management across the Group.
The policy stipulates a consistent
framework in which financial risk
exposures are identified and
strategies developed to mitigate
such risks. The Group has
established CFP supporting
guidelines to manage its finance
risk exposures that includes
counterparty risk, liquidity risk,
foreign exchange risk and interest
rate risk. These guidelines align the
Group’s practices with PETRONAS’
policies and guidelines.
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ANNUAL REPORT 2016
(f) Credit Risk
To reduce its credit risk exposure,
the Company continues to apply
the Credit Risk Management
processes based on PETRONAS
Credit Risk Rating methodology
whereby the customers are
assessed using the PETRONAS
Credit Risk Rating System (PCRRS)
to ensure alignment with the
credit assessment process adopted
by the PETRONAS Group. The
system evaluates the credit
worthiness and assigns credit risk
ratings to all of the Company’s
external customers. Annual reviews
are conducted on the assigned
credit risk ratings of these
customers while the trend of the
customers’ financials are also
analysed to detect early signs of
financial distress and to provide
early warning to the Management.
The trade and non-trade
receivables ageing are also
deliberated by the PGB LT as well
as Commercial Steering
Committee on monthly and
quarterly basis respectively.
(g) Contingency Planning and Business Continuity Management
The Group has in place
contingency planning that defines
the structure and processes for
managing emergencies at
operational and company level.
There is a three-tier response
system in place which provides a
clear demarcation of roles and
responsibilities between emergency
site management, Division PLT and
PGB LT. Business Continuity Plan
(BCP) is also in place to ensure
business continuity in the event of
crises, or business disruptions. The
BCP implementation is part of the
Group’s Business Continuity
Management set out in page 210.
The above Contingency and
Business Continuity Plans should
enhance the Group’s readiness in
dealing with disruptive incidents,
reduce its impact and ensure
continuity of Group’s critical
functions within a reasonable
period of time. A sound business
continuity plan is crucial towards
sustaining the operational survival
thus protecting business,
stakeholders and customers during
crisis or disaster.
(h) Health, Safety, Security and Environment (HSSE) Risk
The Group leverages on the
PETRONAS HSE Management
System (HSEMS) to manage HSSE
risks and ensure that operations
are in compliance with the HSSE
regulatory requirements. The
HSEMS ensures that HSSE risks
within the business are managed
effectively. In addition, the Group
subscribes to PETRONAS HSSE
Mandatory Control Framework to
strengthen HSSE governance
within the Group through clear
HSSE requirements.
The Group has established a
governance structure in managing
the HSSE risks, in tandem with the
PETRONAS HSEMS and HSSE
Mandatory Control Framework.
The governance structure includes
the identification of HSSE risks,
develop HSSE strategic initiative,
establish annual plan and targets,
internal compliance review and
appointment of Result Managers
for monitoring the implementation.
Amongst new Key Results Areas
for the year under review is the
rollout of Hearts & Minds
programme to all staff and
implementation of online database
for evaluation of regulatory
compliance.
The Group has established multiple
platforms to conduct periodic
management review on HSSE
related risks and events in
addressing changes that are
triggered from past incidents and
plant modifications activities. PGB
MD/CEO chairs the Health, Safety,
Environment and Operational
Excellence (HSEOE) Steering
Committee which comprises
members from the Management
to discuss HSSE matters
concerning the Group on monthly
basis. Similar HSSE Leadership
Team (HSELT) Committee
meetings are held at the facilities,
projects as well as at division level
which are chaired by respective
Management personnel.
The Group has also put in place a
series of assurance programmes to
review and verify the effectiveness
of the HSEMS and HSSE risk
mitigations. The HSSE assurance
programme adheres to the
requirement of PETRONAS HSEMS,
Mandatory Control Framework,
PETRONAS Technical Standards,
and international standards such as
ISO 14001 for Environmental
Management System, OHSAS
18001 and MS 1722 for
Occupational Health and Safety
Management System.
During the year under review,
internal audits which involved
PETRONAS Downstream Business
as well as PETRONAS Group
Health, Safety and Environment
(GHSE), were conducted at Gas
Processing Kertih (GPK) and Gas
Processing Santong (GPS). The
Group also performed various
HSSE-related assurance
programmes and audits on its
facilities. HSSE Peer Review were
conducted on several assets of the
Group. The Group is committed to
PAGE: 190
PETRONAS GAS BERHAD
STATEMENT ON RISK MANAGEMENT AND INTERNAL CONTROLS
continue with its rigorous HSSE
assurance programmes in ensuring
the effectiveness of its HSEMS
implementation.
Risk Initiatives
The Group continues to enhance risk
management awareness and capability
building across the Group through
various sharing of information and
application of best practices.
The Group benefits from being part of
the PETRONAS Group, which has an
established Board Governance and Risk
Committee that primarily provides
guidance and reviews strategies and
policies on Risk Management
implementation. The Group has also
participated in various sharing platforms
established at PETRONAS level through
the Community of Practice (CoP)
discussions.
Moving Forward
The Group will continue its focus in
implementing key risk management
strategies and initiatives towards
institutionalisation of risk management
as a culture throughout the Group.
INTERNAL AUDIT FUNCTION
The Board recognises that the internal
audit function is an integral part of the
governance process. PETRONAS Group
Internal Audit (GIA) Division undertakes
the internal audit function of the Group
and provides independent assurance on
the adequacy and effectiveness of the
internal control systems implemented
by the Group, and reports its findings
directly to the BAC.
The internal audit function includes
undertaking reviews of the Group’s
system of internal controls, its
operations and selected key activities
based on risk assessment and in
accordance with the annual internal
audit plan which is presented and
approved by the BAC.
BAC receives and reviews all GIA audit
reports including the agreed corrective
actions to be undertaken by the
auditees. GIA also monitors status of
the agreed corrective actions through
Quarterly Status Audit Report submitted
by auditees which are assessed and
verified by GIA. The consolidated status
of the audit issues is submitted and
presented to the BAC for deliberation
on a quarterly basis.
GIA adopts the standards and principles
outlined in the International
Professional Practices Framework of
the Institute of Internal Auditor.
The key activities of the internal audit
function are set out in the BAC Report
on page 202 of this Annual Report.
OTHER SIGNIFICANT ELEMENTS OF INTERNAL CONTROL SYSTEM
The other significant elements of the
Group’s internal control system are
tabulated below.
(a) Board
The Board meets at least once a
quarter, in order to maintain its
full and effective supervision on
the overall governance of the
Group. The MD/CEO leads the
presentation of Board Papers and
provides comprehensive
explanation on pertinent issues. In
arriving at any decisions, based on
recommendations by the
Management, a thorough
deliberation and discussion by the
Board is a prerequisite. In addition,
the Board is kept updated on the
Group’s activities and its
operations on a regular basis.
The Board reviews all significant
issues arising from changes in the
business environment, which may
result in significant risks to the
Group. The Chief Financial Officer
(CFO) provides the Board with the
Group quarterly performance
report.
Where areas for improvement in
the system are identified, the
Board will consider the views and
recommendations made by the
BAC and Management.
(b) Organisation Structure
An organisational structure which
defines the formal lines of
responsibility and delegation of
authority is in place to assist in
implementing the Group’s
strategies and day-to-day business
activities. A process of hierarchical
reporting has been established
which provides a documented and
auditable trail of accountability.
Effective 1 January 2017, the
Company implemented new
organisational structure in line with
the strategy to transform our
organisational towards an efficient
and empowered organisation. The
Company’s organisational structure
is set out on page 27 of the
Annual Report.
The Company has a Leadership
Team (LT) which serves as an
advisory capacity to PGB MD/CEO
in accomplishing the vision,
mission, strategies and objectives
set for the Group. Additionally, the
GPU and GTR Division PLTs
provide operational directions and
manage operational issues at the
respective divisions.
PAGE: 191
ANNUAL REPORT 2016
Various functional committees
have also been established across
the Group to ensure the Group’s
activities, major projects and
operations are properly aligned
towards achieving the
organisation’s goals and objectives.
(c) Budget Approval
Budgets are an important control
mechanism used by the Group to
ensure an optimum allocation of
Group resources and the
operational managers are
sufficiently guided in making
business decisions. The Group
undertakes a comprehensive
planning and budgeting exercise
which include the development of
business strategies for a five-year
period and establishment of
performance indicators against
which operating units and
subsidiaries are evaluated. The
Group’s plans and budget shall be
approved by the Board.
Variances against the approved
budget are analysed and reported
to the PGB LT and BAC/Board on
a monthly and quarterly basis
respectively and corrective actions
will be taken where necessary.
Any additional budget requirement
is to be managed by budget
transfer or supplementary budget
and is approved by the relevant
approving authority in accordance
to the Limits of Authority.
(d) Limits of Authority
A documented Limits of Authority
(LOA) with clear lines of
accountability and responsibility
serves as a tool of reference to
identify the appropriate approving
authority at various levels of
management including matters
that require the Board’s approval.
A full review of LOA is undertaken
every five years and realignment of
LOA is performed to cater for a
change in the organisational
structure to ensure effective
decision making. The Company
has undertaken a full review of the
LOA in 2016 where the new
revised LOA has been
implemented effective 1 January
2017.
(e) System and Control
System and Control Unit of
Finance Division conducts
scheduled governance and
compliance audits in addition to
the internal audits conducted by
GIA. The audits are meant to
provide assurance to the
Management on the Group’s
internal control effectiveness and
compliance to the Company’s
Enterprise Resource Planning
system’s established roles and
segregation of duties, LOA, policies
and work procedures. At the end
of each audit, a report is
presented to the RCC highlighting
findings and the agreed corrective
actions. The status of the audit
issues are monitored and reported
to the RCC on a quarterly basis.
During the year under review,
self-assessment on PGB SAP Users
Profile Maintenance Exercise were
undertaken, with an overall
assessment of FAIR.
(f) Tendering and Procurement
The Group has defined
authorisation procedures and
authority limits set for awarding
tenders and all procurement
transactions covering both capital
and revenue expenditure items.
Tender Committee structure with
defined level of responsibilities is
in place to govern the tendering
activities. Subsequent to the review
by the relevant Tender
Committees, the contracts will be
subject to approval by the relevant
approving authority who is
independent from the Tender
Committee. Tenders are called for
and are awarded based on factors
such as technical and financial
capability, quality, HSSE,
performance track record,
schedule and cost.
In inculcating integrity and
compliance culture among
contractors and their employees,
the Group has jointly conducted
the inaugural Integrity Pledge
signing ceremony with contractors
together with PETRONAS Chief
Integrity Officer (CIO)’s Office and
Company’s Procurement
Department on 30 November
2015, with 10 contractors signing
the pledge. A similar ceremony
was held during PGB Contractors
Forum on 2 August 2016, with
further 32 contractors signing the
pledge.
The Vendor Integrity Pledge is a
documented declaration on
contractors’ commitment to
uphold the Anti-Corruption
Principles. By signing the pledge,
contractors are making a unilateral
declaration that they will not
commit corrupt acts, will work
PAGE: 192
PETRONAS GAS BERHAD
STATEMENT ON RISK MANAGEMENT AND INTERNAL CONTROLS
towards creating a business
environment that is free from
corruption and will uphold a zero
tolerance to bribery in its business
and interaction with its business
partners and Government.
(g) Operating Procedures and Guidelines
As part of the Company’s efforts
in promoting self-assurance and
self-governance, the Company has
embarked on the implementation
of Operational Excellence
Management System (OeXMS)
which serves as a one-stop-centre
for all systems and requirements,
with a built-in self-assurance
process. It incorporates best
practices and continual
improvement cycles and embed
mandatory requirements into
day-to-day work practices,
translated into four levels of
structured document (Level 1,
Level 2, Level 3 and Level 4). The
system leverages on internal
governance processes that ensures
disciplined execution at all levels
of the Company.
(h) Financial Control Framework
The Group has adopted
PETRONAS Financial Control
Framework (FCF) with the principal
objective of enhancing the quality
and integrity of the Group’s
financial reports through a
structured process of ensuring the
adequacy and effectiveness of key
internal controls operating at
various levels within the Group at
all times. FCF requires among
others, documentation of key
controls, remediation of control
gaps as well as a regular conduct
of testing of control operating
effectiveness.
During the year, the Group
embarked on Governance, Risk
and Compliance system focusing
on Process Control which is a
single solution for end-to-end
control management including
documentation, testing, monitoring
and certification. The system
functions as central depository of
internal control documentation for
FCF for PETRONAS Group and
Operating Units (OPUs).
On a semi-annual basis, each key
process owner at various
Management levels is required to
complete and submit a Letter of
Assurance which provides
confirmation of compliance to key
controls for the areas of the
business for which they are
accountable. Subsequently, PGB
MD/CEO and the CFO provide
overall assurance to the Board on
the adequacy and effectiveness of
key internal controls of the Group.
During the year under review, the
Group assisted roll out of FCF to
two of its joint ventures.
(i) Information and Communication Technology
The Group leverages on
Information and Communication
Technology (ICT) as key enabler to
enhance productivity and decision
making process. Being part of
PETRONAS Group, the Group
adheres to PETRONAS Group ICT
Policy and adopts PETRONAS
Group ICT Strategy and roadmap.
Internal ICT audit and system
reviews are conducted periodically
to ensure compliance against
PETRONAS Group policies and
procedures.
(j) Related Party Transaction
The Group has established policies
and procedures with regard to
Related Party Transactions (RPT)
and Conflict of Interest (COI) to
ensure full compliance to the
MMLR of Bursa Malaysia. This
includes the PGB RPT/Recurrent
RPT (RRPT) Policies and
Procedures.
During the financial year under
review, the BAC had endorsed
revisions to the policies and
procedures, which was
subsequently approved by the
Board. The revisions were made to
ensure PGB’s policies and
procedures are updated and in line
with the requirements of MMLR.
The policies and procedures
require the use of various methods
to ensure that RPT/RRPT are
conducted on normal commercial
terms, which are consistent with
the Group’s normal business
practices and policies, and that the
terms will not be to the detriment
of the Group’s minority
shareholders. Such methods
include the review and disclosure
procedures as follows:
• Directors and Officers of the
Company and its Group shall
not enter into transactions with
related parties unless these
transactions are carried out on
normal commercial terms and
are not to the detriment of the
Group’s minority shareholders.
PAGE: 193
ANNUAL REPORT 2016
• All Directors are required to
make annual written declaration
involving their interest, either
directly or indirectly, to the
Company Secretary. They can
also notify the Company
Secretary at Board meetings of
any interest in RPT or COI
situation when it becomes
known to them.
• As per the RPT/RRPT policies
and procedures, RPT/RRPT will
be reviewed by the BAC for
the BAC’s endorsement of the
transaction. Such transactions
are then approved by the
relevant approving authority as
prescribed in the Company’s
LOA. The Directors further
acknowledged that they are
required to abstain from
deliberation and voting on
relevant resolutions in which
they have conflict of interest at
the Board or any general
meeting convened (if any).
• Where possible, to conduct
benchmarking on the prices of
similar services/product
available in the market.
• The Board has the overall
responsibility to ensure
compliance to the established
guidelines and procedures to
approve and monitor RPT/RRPT
and COI situations. The Board
and/or BAC may also appoint
individuals and Committees to
examine the RPT/RRPT, as
deemed appropriate.
The Company has been granted
various waivers by Bursa Malaysia
from complying with the
requirements of Paragraph 10.08
and 10.09 of the MMLR of Bursa
Malaysia from having to seek
shareholders’ mandate for RRPT
entered into with parties that are
related to PETRONAS Group of
Companies vide letters dated 2
March 2011, 26 March 2014, 23
May 2014 and 27 October 2015.
The said exemptions were subject
to conditions which essentially
state that the exempted RRPT
must be transacted on an arm’s
length basis.
(k) Human Rights Commitment
The Group is committed to uphold
internationally recognised human
rights in areas of its operations,
complying with its Code of
Conduct, Business Ethics, and all
relevant legal requirements.
The Group subscribes to
PETRONAS Social Performance
Framework. The introduction of
this framework covers the supply
chain, community well-being,
labour and working conditions for
contractors, and third party
security which will strengthen the
commitment of social
responsibility. The Group are
working closely with GHSE to
increase the human rights
awareness in PGB. Human Rights
Awareness Session has been
conducted for Management level,
and will be rolled-out to all level.
Meanwhile, the Group is vigilant to
ensure all projects will comply not
only with the safety and
environment, but also with social
dimension. Prior to any
development of projects, social
impact assessment will be
conducted as part of the
Environmental Impact Assessment
process under the jurisdiction of
the Department of Environment.
Aspects and matters arising from
community health (dust, noise
pollution), safety (construction
debris, traffic flow prone to
accidents), community sensitivities
(cultural heritage, relocation of
local’s important socio elements
– pre-historical buildings etc) were
aptly addressed. Stakeholder
engagements were carried out
with the local communities to
reach to a mutual level of
understanding that benefit both
sides and without any prejudicial
or lopsided implication to the
latter.
(l) Employee Performance Management
In order to maintain the Group as
a high performing organisation,
the Group continues to strengthen
and enhance its Employee
Performance Management. The
Group has established a systematic
assessment of staff’s performance
against the set performance
indicators which is reviewed on
periodical basis.
PAGE: 194
PETRONAS GAS BERHAD
STATEMENT ON RISK MANAGEMENT AND INTERNAL CONTROLS
(m) Capability Development
The Group invests in accelerating
the capability of its staff. The
Group aligns its capability
development efforts to the
PETRONAS Accelerated Capability
Development Framework for its
technical staff and Online
Functional Assessment for the
non-technical staff, where their
capabilities are continuously
developed and periodically
assessed.
The Group has also established a
platform to deliberate staff
capability matters through the
Company Capability Development
Working Committee (CDWC). This
platform is crucial to discuss on
staff capability and intervention
plans to close capability gaps for
each Skill Group together with
dedicated Discipline Resource
Person (DRP).
(n) Code of Conduct and Business Ethics
The Group adopts and practices
PETRONAS Code of Conduct
and Business Ethics (CoBE).
The CoBE is accessible to the
public for reference on the
Company’s official website at
www.petronasgas.com
which places significant
importance in upholding the
principle of discipline, good
conduct, professionalism, loyalty,
integrity and cohesiveness that are
critical to the success and well-
being of the Group. The CoBE
detailed policy statements on the
standards of behaviour and ethical
conduct expected of each
individual to whom the CoBE
applies. The Group also expects
that contractors, sub-contractors,
consultants, agents and
representatives and others
performing work or services for or
on behalf of the Group to comply
with the relevant parts of the
CoBE when performing such work
or services. The CoBE expressly
prohibits improper solicitation,
bribery and other corrupt activity
not only by employees and
directors but also by third parties
performing work or services for or
on behalf of companies in the
PETRONAS Group.
In compliance with the CoBE, the
Company adopts the PETRONAS
Anti-Bribery and Corruption (ABC)
Manual which governs the
prevention of corruption and
unethical practices within the
Group. ABC Manual sets forth the
policy statement and guidelines on
how to deal with improper
solicitation, bribery and other
corrupt activities and issues that
may arise in the course of
business.
(o) Whistleblowing Policy
The Group has adopted the
PETRONAS Whistleblowing Policy
(WBP) which provides an avenue
for the Group employees and
member of the public to disclose
any improper conduct committed
or about to be committed in
accordance with the procedures
as provided under the policy.
The WBP is accessible to the
public for reference on the
Company’s official website at
www.petronasgas.com.
Under the WBP, a whistle blower
will be accorded with protection
of confidentiality of identity, to the
extent reasonably practicable. An
employee who whistle blows
internally will also be protected
against any adverse and
detrimental actions for disclosing
any improper conduct committed
or about to be committed within
the Group, to the extent
reasonably practicable, provided
that the disclosure is made in
good faith. Such protection is
accorded even if the investigation
later reveals that the whistle
blower is mistaken as to the facts
and the rules and procedures
involved.
(p) PETRONAS Raid Protocol
The Company’s policies are
aligned to the PETRONAS Raid
Protocol in ensuring appropriate
manner in handling interaction
with, and submission of
information and data to the
authorities in the event that raids
are carried out in PETRONAS’
offices worldwide. It is an internal
procedure in response to the
powers of the authorities under
relevant laws and various
jurisdictions.
PAGE: 195
ANNUAL REPORT 2016
(q) Succession Planning
The Succession Planning process
is aimed to enable the matching
of the right talents to the right
positions for breakthrough
performance. The process starts
with identification of critical
positions at business and
corporate level. The Company
invests in developing the
Succession Planning for the
focused group of staff i.e.
Technical and Non-Technical
Managers as well as for Technical
Professional Positions. This
exercise is crucial in managing
talents within the Company and
from other Operating Units or
Business Units. The Succession
Planning information will then
facilitate the Management in
deliberating and charting staff’s
career progression including
mobility internally within the
Company or across businesses
within PETRONAS Group for wider
exposure as well as capability gap
closure through an identified
development plan.
(r) Leadership Development
The Management recognises the
importance of Leadership
Development in ensuring the
organisation has sufficient leaders
in the future. The PETRONAS
Leadership Competencies and
PETRONAS Cultural Beliefs
behaviours guides staff to better
understand the PETRONAS
Leadership Philosophy,
emphasising on Leadership
Competencies and Cultural Beliefs
behaviours to promote better
internalisation.
(s) Human Resource Policies and Procedures
The Group’s Human Resource (HR)
policies are aligned to the
PETRONAS policies and
procedures on all areas of human
resources. This is to ensure that
the Group practices best in class
HR policies and procedures
especially with regards to Human
Capital Development. Other HR
areas which are established in the
Group include Job Management,
Succession Planning and
Leadership Development.
MANAGEMENT ROLE
Management is accountable to the
Board for the implementation of the
processes in identifying, evaluating,
monitoring and reporting of risks and
internal control as prescribed above.
The MD/CEO and the CFO have
provided the Board with assurance that
the Group risk management and
internal control system is operating
adequately and effectively, in all
material aspects, to ensure
achievement of corporate objectives. In
providing the above assurance by
MD/CEO and CFO, similar letters of
assurance have also been obtained
from PGB LT members confirming the
adequacy and effectiveness of risk
management practice and internal
control system within their respective
areas.
WEAKNESSES IN RISK MANAGEMENT AND INTERNAL CONTROL THAT RESULT IN MATERIAL LOSSES
There were no material losses incurred
during the year as a result of
weaknesses in risk management and
internal control. The Management
continues to take measures to
strengthen the control environment
and monitor the risk management and
internal control framework. Accordingly,
the Board is satisfied that the Group’s
risk management and internal control
system is adequate and effective.
IMPLEMENTATION OF RISK MANAGEMENT AND INTERNAL CONTROL IN MATERIAL JOINT VENTURE (JV) COMPANIES AND SUBSIDIARIES
The implementation of the relevant risk
management and internal control
systems at the Group’s material JV is in
place.
The implementation of the relevant risk
management and internal control
systems at the Group’s subsidiary,
Pengerang LNG (Two) Sdn Bhd will be
in place progressively upon completion
of the project and commencement of
the operations.
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PETRONAS GAS BERHAD
STATEMENT ON RISK MANAGEMENT AND INTERNAL CONTROLS
REVIEW OF THIS STATEMENT
The external auditors have reviewed
this Statement on Risk Management
and Internal Control pursuant to the
scope set out in Recommended
Practice Guide (RPG) 5 (Revised),
Guidance for Auditors on Engagements
to Report on the Statement on Risk
Management and Internal Control
included in the Annual Report issued
by the Malaysian Institute of
Accountants (MIA) for inclusion in the
Annual Report of the Group for the
year ended 31 December 2016, and
reported to the Board that nothing has
come to their attention that causes
them to believe that the statement
intended to be included in the Annual
Report of the Group, in all material
aspects:
(a) has not been prepared in
accordance with the disclosures
required by paragraphs 41 and 42
of the Statement on Risk
Management and Internal Control:
Guidelines for Directors of Listed
Issuers, or
(b) is factually inaccurate.
RPG 5 (Revised) does not require the
external auditors to consider whether
the Directors’ Statement on Risk
Management and Internal Control
covers all risks and controls, or to form
an opinion on the adequacy and
effectiveness of the Group’s risk
management and internal control
system including the assessment and
opinion by the Board of Directors and
Management thereon. The auditors are
also not required to consider whether
the processes described to deal with
material internal control aspects of any
significant problems disclosed in the
Annual Report will, in fact, remedy the
problems.
This Statement on Risk Management
and Internal Control is made in
accordance with the resolution of the
Board dated 23 February 2017.
Datuk Mohd Anuar Taib Chairman
Yusa’ Hassan Managing Director/
Chief Executive Officer
PAGE: 197
ANNUAL REPORT 2016
THE BOARD AUDIT COMMITTEE (BAC) OF PETRONAS GAS BERHAD
(PGB OR THE COMPANY) IS PLEASED TO PRESENT THE BAC REPORT FOR
THE FINANCIAL YEAR ENDED 31 DECEMBER 2016 IN COMPLIANCE WITH
PARAGRAPH 15.15 OF THE MAIN MARKET LISTING REQUIREMENTS
(MMLR) OF BURSA MALAYSIA SECURITIES BERHAD
(BURSA MALAYSIA).
HABIBAH ABDUL HENG HEYOK CHIANG @ HENG HOCK CHENG
EMELIANA DALLAN RICE-OXLEYDATO’ AB. HALIM MOHYIDDIN
The BAC members as at 23 February 2017.
PAGE: 198
PETRONAS GAS BERHAD
BOARD AUDIT COMMITTEE REPORT
COMPOSITION
The BAC was formed by the Board pursuant to its meeting held on 14 August 1995.
Emeliana Dallan Rice-Oxley was appointed as a member of the BAC of PGB effective 1 September 2016 in place of Datuk
Rosli Boni who had retired from PETRONAS.
As at 31 December 2016, the composition of the BAC is as follows:
No Name of Members MembershipDate of
Appointment Tenure on the BAC
1 Habibah Abdul
(Chairman)
Senior Independent Director 24 February 2016 10 months
2 Dato’ N. Sadasivan N.N. Pillay Non-Independent Non-Executive
Director
29 August 1995 21 years
3 Dato’ Ab. Halim Mohyiddin Independent Non-Executive
Director
4 August 2011 5 years
4 Lim Beng Choon Independent Non-Executive
Director
24 February 2016 10 months
5 Emeliana Dallan Rice-Oxley Non-Independent Non-Executive
Director
1 September 2016 3 months
The Chairman of the BAC, Habibah Abdul and Dato’ Ab. Halim Mohyiddin are both qualified accountants. Habibah is
currently a Member of the Institute of Chartered Accountants in England and Wales, Malaysian Institute of Certified Public
Accountants and Malaysian Institute of Accountants whilst Dato’ Ab Halim is a Council Member of the Malaysian Institute of
Certified Public Accountants and a Member of the Malaysian Institute of Accountants. In this regard, the Company is in
compliance with Paragraph 15.09(c)(i) of the MMLR which requires at least one member of the BAC to be a qualified
accountant.
During the year under review, the Board assessed the performance of the BAC through an annual Board Committee
effectiveness evaluation. The Board is satisfied that the BAC has discharged its functions, duties and responsibilities in accordance
with the BAC Terms of Reference.
As at the date of this Annual Report and as announced to Bursa Malaysia on 2 November 2016 and 9 December 2016
respectively, effective 1 January 2017, both Lim Beng Choon and Dato’ N. Sadasivan N.N. Pillay ceased to be Directors of the
Company. Lim Beng Choon has been succeeded by an Independent Director, Heng Heyok Chiang @ Heng Hock Cheng
whilst the Company has not identified a replacement for Dato’ N. Sadasivan N.N. Pillay. The BAC wishes to record its
appreciation and gratitude to both outgoing Directors for their contribution and guidance during their tenure as Members of
the BAC.
PAGE: 199
ANNUAL REPORT 2016
As at the date of the Annual Report, the composition of the BAC is as follows:
No Name of Members Directorate
1 Habibah Abdul (Chairman) Senior Independent Director
2 Dato’ Ab. Halim Mohyiddin Independent Non-Executive Director
3 Emeliana Dallan Rice-Oxley Non-Independent Non-Executive Director
4 Heng Heyok Chiang @ Heng Hock Cheng Independent Non-Executive Director
The above composition is in compliance with Paragraph 15.09(1)(b) of the MMLR and the Malaysian Code on Corporate
Governance 2012 (MCCG 2012) where all four BAC members are Non-Executive Directors including three Independent
Directors who fulfill the criteria of independence as defined in the MMLR. None of the Independent Directors has appointed
alternate Directors.
TERMS OF REFERENCE
The Terms of Reference of the BAC set out the authority, duties and responsibilities of the BAC which are consistent with
the requirements of the MMLR and the MCCG 2012. The Terms of Reference of the BAC are accessible to the public for
reference on PGB’s official website at www.petronasgas.com.
MEETINGS
The BAC meets at least quarterly with additional meetings convened as and when necessary. The BAC meetings for the 2016
financial year are scheduled in November 2015 to facilitate the Directors in planning ahead and incorporating the BAC
meetings into their respective schedules. This also serves to provide the members with ample notice of the meetings.
During the financial year under review, the BAC held four meetings. The meeting attendance record of each member is as
follows:
No Name of Members No. of meetings attended
1 Habibah Abdul1 (Chairman) 3/3 (100%)
2 Dato’ N. Sadasivan N.N. Pillay 4/4 (100%)
3 Dato’ Ab. Halim Mohyiddin 4/4 (100%)
4 Lim Beng Choon1 3/3 (100%)
5 Emeliana Dallan Rice-Oxley3 1/1 (100%)
6 Datuk Rosli Boni2 3/3 (100%)
1 Appointed as BAC members on 24 February 20162 Resigned as BAC member on 1 September 20163 Appointed as BAC member on 1 September 2016
PAGE: 200
PETRONAS GAS BERHAD
BOARD AUDIT COMMITTEE REPORT
By invitation, the Managing Director/
Chief Executive Officer, Company
Secretaries, Chief Financial Officer,
Head of Risk Management Division,
external and internal auditors attend
the BAC meetings to provide the BAC
their input and advice and furnish
appropriate relevant information.
The Head of Group Internal Audit (GIA)
Division of PETRONAS presents the
internal audit reports to the BAC. In this
regard, relevant members of the
Management are invited to apprise the
BAC on specific issues arising from the
audit findings. The external auditors also
attend the BAC meeting to present the
external audit plan for the year as well as
the outcome of the statutory audit
conducted on the Company and its
subsidiaries. In addition, the BAC meets
with the external auditors once during
the financial year without the presence of
the Management.
The agenda and a set of meeting
papers encompassing qualitative and
quantitative information relevant to the
business of the meeting are distributed
to the BAC members five days prior to
the meeting dates.
Deliberations during the BAC meetings
include performance review of the
Company, the proposed annual and
interim financial reporting to Bursa
Malaysia, assessment of related party
transactions (RPT) and recurrent related
party transactions (RRPT) proposed to be
entered into by the Company, status of
open audit findings together with the
agreed corrective actions, risk
management activities and proposed
interim dividends.
The above assists the BAC Chairman to
effectively convey to the Board the
matters deliberated at the BAC meetings.
Minutes of a BAC meeting are tabled for
confirmation at the next BAC meeting,
after which they are circulated to the
Board for notation. In addition to
communicating to the Board on matters
deliberated during the BAC meeting, the
BAC Chairman also recommends to the
Board the approval of annual financial
statements, quarterly financial results and
proposed interim dividends.
SUMMARY OF WORK OF THE BAC DURING THE FINANCIAL YEAR 2016
The BAC carried out the following
work in 2016:
Financial Reporting
(a) Reviewed the quarterly results for
announcements to Bursa Malaysia
before recommending the same
for approval by the Board upon
being satisfied that, it had
complied with the applicable
approved Malaysian Financial
Reporting Standards (MFRS) issued
by the Malaysian Accounting
Standards Board (MASB), MMLR
and other relevant regulatory
requirements.
(b) Reviewed the Company’s annual
and quarterly management
accounts.
(c) Reviewed the audited financial
statements of the Company prior
to submission to the Board for the
Board’s consideration and
approval, upon the BAC being
satisfied that, inter alia, the audited
financial statements were drawn
up in accordance with the
provisions of the Companies Act
1965 and the applicable approved
MFRS issued by the MASB.
Internal Control
(a) Reviewed the effectiveness of the
system of internal controls, taking
account of the findings from
internal and external audit reports.
(b) Reviewed the Statement on Risk
Management and Internal Controls
(SORMIC), which was supported by
an independent review by
KPMG PLT.
(c) Quarterly review of all RPT and
RRPT.
(d) Reviewed the revisions to the PGB
RPT/RRPT Policies and Procedures.
Further details on RPT and RRPT
policies and procedures are set out
under the SORMIC on pages 193
to 194 of the Annual Report.
(e) Reviewed PGB’s Revised Limit of
Authority for Procurement.
Annual Reporting
The statements for the BAC Report
and the SORMIC for the financial year
ended 31 December 2016 for the
purpose of inclusion in the Company’s
2016 Annual Report, were reviewed
and endorsed by the BAC on 16
February 2017.
Related Party Transactions and Conflict of Interest
The BAC reviews all RPT and RRPT in
accordance with the PGB RPT Policies &
Procedures to monitor, track and identify
RPT and RRPT so as to ensure the
transactions are at all times carried out
on arms-length basis and are not to the
detriment of minority shareholders.
During the financial year under review,
the BAC reviewed on a quarterly basis,
the status update of the Company’s RPT
and RRPT. The BAC also ensures that
any conflict of interest situation that may
arise in the deliberation of a transaction
is appropriately declared in advance.
Internal Audit
(a) Reviewed and deliberated on reports
of audits conducted by the GIA.
(b) Monitored all corrective actions on
audit findings identified by the GIA
until all issues were resolved.
(c) Reviewed the annual internal audit
plan for the year including its
scope, basis of assessments and
risk ratings of the proposed areas
of audit.
PAGE: 201
ANNUAL REPORT 2016
External Audit
(a) Reviewed with the external auditors’ audit strategy and scope for the statutory audit of the Company’s financial
statements for the financial year ended 31 December 2016.
(b) Reviewed with the external auditors the results of the statutory audit and the audit report.
(c) Reviewed and endorsed the proposed fees for the statutory audits.
(d) Reviewed and approved the non-audit services provided by the external auditors while ensuring there was no
impairment of independency or objectivity. This included monitoring the fee of the total non audit work carried out by
the external auditors so as not to jeorpardise their independence status. In relation to this, the BAC reviewed the
assurance letter from the external auditors confirming their independence throughout the financial year under review.
(e) PGB engaged the external auditors for non-audit services. Total fees paid to the external auditors is as follows:
2016 2015
ParticularsGroup
RM’000CompanyRM’000
GroupRM’000
CompanyRM’000
Audit Fees
• Statutory audit
• Other audit related services fees
43934
27515
377
15
244
15
Total Statutory Audit and Audit Related fees 473 290 392 259
Total Non-audit Fees
• Tax services – – – –
Percentage of Non-audit Fees over Statutory Audit &
Other Audit Related Services Fees – – – –
Risk Monitoring
Reviewed on a quarterly basis the Company’s Enterprise Risk Report and Status of Risk Monitoring. The BAC also deliberated
on the risk exposures and the mitigation plans required.
INTERNAL AUDIT
The PETRONAS GIA supports the BAC in their responsibilities by providing an independent and objective assurance designed
to add value and improve the PETRONAS Group’s operations.
GIA key functions are to assist the Group in accomplishing its goals by bringing a systematic and disciplined approach to
evaluate and improve the effectiveness of risk management, control and governance processes within the Group. The internal
audit function of PGB is carried out by GIA and is currently headed by Asril Rahman Abdul Hadi who reports to the BAC.
PAGE: 202
PETRONAS GAS BERHAD
BOARD AUDIT COMMITTEE REPORT
GIA maintains its impartiality,
proficiency and due professional care,
as outlined in its Internal Audit Charter,
by having its plans and reports directly
under the purview of the BAC. The
BAC has full access to internal auditors
and receives reports on all audits
performed.
GIA performs independent audits in
diverse areas within the PGB including
overall governance and control,
operations, projects, accounting and
financial activities, in accordance with
the risk-based annual audit plan
presented to the BAC for approval.
GIA adopts the Standards and
Principles outlined in the International
Professional Practices Framework of
The Institute of Internal Auditors (IPPF)
and Committee of Sponsoring
Organisation of the Treadway
Commission (COSO) Internal Control
Framework, a comprehensive,
structured and widely used auditing
approach, in conducting the audit
activities. Based on the COSO
Framework, all aspects of controls are
given emphasis in order to ensure risk
is well managed and mitigated.
The audits conducted for PGB during
the financial year under review were:
No. Audit Titles Conducted in 2016
1 Audit on Overall Project
Management Activities of PGB
2 Audit on Operation and
Maintenance of Utilities Kertih,
Export Terminal and Kertih
Shared Marine Facility of PGB
3 Audit on Operations and
Maintenance of Gas
Transmission of PGB
The resulting reports from the audits
were reviewed by the BAC and
forwarded to the auditee’s Management
for the necessary corrective actions.
The auditee’s Management is
responsible for ensuring that corrective
actions are taken within the stipulated
time frame and all outstanding/open
items are reported to the BAC. This is
performed through Quarterly Audit
Status Report (QASR) submitted by the
auditees which will be assessed and
verified by GIA. The consolidated QASR
is submitted and presented to the BAC
for deliberation by PGB Risk
Management Unit.
In addition to the above audit
exercises, GIA also conducted a review
of PGB’s RRPT and RRPT Policies and
Procedures so as to provide assurance
to the BAC that the Policies and
Procedures conforms to the
requirements of Bursa Malaysia and
operations adhered to the Policies and
Procedures.
The said reviews were conducted on a
quarterly basis as well as for the year
ended 31 December 2016.
All internal audit activities for the
financial year under review were
performed in house by 22 internal
auditors from diverse backgrounds and
disciplines such as accounting and
finance, business administration and
management, engineering and
information technology.
GIA undertakes to ensure that the staff
are competent and adequately
equipped in carrying out their duties
and responsibilities by having structured
development programmes and
providing sufficient and relevant
trainings.
The total fees payable to GIA for the
internal audit function of the Company
and the Group for the financial year
was RM668,091.
RISK MANAGEMENT
The Board has established an
organisation structure with clearly
defined lines of responsibility and
accountability pursuant to its business
and operational requirements while
ensuring appropriate risk management
processes are in place to protect
shareholders and stakeholders value.
The Risk Management Unit (RMU) of
PGB has been tasked to conduct
assessment of risks for the PGB Group
of Companies. RMU reports to the BAC
on a quarterly basis or as and when
necessary.
Pursuant to Recommendation 6.1 of
the MCCG 2012, Risk Management is
enforced through an Enterprise Risk
Report (ERR) reporting tool. Further
details on Risk Management are
provided under the SORMIC on page
186 of this Annual Report.
BAC plays a vital role in reviewing the
adequacy and effectiveness of the Risk
Management processes within the PGB
Group. In this regard, BAC reviews and
challenges the ERR which entails
amongst others the risk profile and
status of risk mitigation implementation.
REPORTING TO THE EXCHANGE
For the financial year under review, the
BAC was of the view that the
Company was in compliance with the
MMLR and as such, the reporting to
Bursa Malaysia under Paragraph 15.16
of the MMLR was not required.
Habibah AbdulChairman
Board Audit Committee
16 February 2017
PAGE: 203
ANNUAL REPORT 2016
IN COMPLIANCE WITH PARAGRAPH 15.08A OF THE MAIN MARKET LISTING
REQUIREMENTS (MMLR) OF BURSA MALAYSIA SECURITIES BERHAD
(BURSA MALAYSIA), THE NOMINATION AND REMUNERATION COMMITTEE (NRC) OF
PETRONAS GAS BERHAD (PGB OR THE COMPANY) WAS ESTABLISHED ON 14
NOVEMBER 2011. THE NRC IS PLEASED TO PRESENT THE NRC REPORT FOR THE
FINANCIAL YEAR ENDED 31 DECEMBER 2016.
COMPOSITION
As at 31 December 2016, the NRC comprises three Independent Non-Executive Directors. In line with the Malaysian Code on
Corporate Governance 2012 (MCCG 2012), all NRC members including the Chairman are Non-Executive Directors.
The members of the NRC as at 31 December 2016 are:
No. Name of Members Directorate
1 Lim Beng Choon (Chairman) Independent Non-Executive Director
2 Dato’ N. Sadasivan N.N. Pillay Non-Independent Non-Executive Director
3 Habibah Abdul Senior Independent Director
HABIBAH ABDUL HENG HEYOK CHIANG @ HENG HOCK CHENG
DATO’ AB. HALIM MOHYIDDIN
PAGE: 204
PETRONAS GAS BERHAD
NOMINATION AND REMUNERATION COMMITTEE REPORT
NRC members as at 23 February 2017.
As at the date of this Annual Report and as announced to Bursa Malaysia on 2 November 2016 and 9 December 2016
respectively, effective 1 January 2017, both Lim Beng Choon and Dato’ N. Sadasivan N.N. Pillay ceased to be Directors of the
Company. Lim Beng Choon has been succeeded by an Independent Director, Heng Heyok Chiang @ Heng Hock Cheng,
whilst PGB is currently evaluating potential candidates to replace Dato’ N. Sadasivan N.N. Pillay. The NRC wishes to record its
appreciation and gratitude to both outgoing Directors for their contribution and guidance during their tenure as Members of
the NRC.
The NRC is now chaired by an Independent Director, Dato’ Ab. Halim Mohyiddin effective 1 January 2017.
The MCCG 2012 has recommended that the NRC be chaired by the Senior Independent Director of the Company. However,
the Senior Independent Director of PGB currently serves as the Chairman of the Board Audit Committee. As such, the Board
has instead elected Dato’ Ab. Halim Mohyiddin as the Chairman of the NRC in order to have different Directors chairing the
committees so as to leverage on different perspectives and dynamics. This will also ensure that each Independent Director
has equitable roles and responsibilities.
As at the date of the Annual Report, the composition of the NRC is as follows:
No. Name of Members Directorate
1 Dato’ Ab. Halim Mohyiddin (Chairman) Independent Non-Executive Director
2 Habibah Abdul Senior Independent Director
3 Heng Heyok Chiang @ Heng Hock Cheng Independent Non-Executive Director
The current composition of the NRC comprises exclusively Independent Non-Executive Directors, in compliance with the
requirement of Paragraph 15.08A (1) of MMLR, which provides that the NRC must comprise exclusively Non-Executive
Directors, the majority of whom are Independent Directors. This is also in line with the Recommendation 2.1 of the
MCCG 2012.
Based on the Board Evaluation carried out by the Board of Directors (Board), the Board is satisfied with the performance and
effectiveness of the NRC in providing sound advice and recommendations to the Board.
TERMS OF REFERENCE
The NRC is governed by the NRC Terms of Reference (TOR) which are consistent with the requirements of MMLR and
MCCG 2012. The TOR of the NRC are accessible to the public for reference on PGB’s official website at
www.petronasgas.com.
PAGE: 205
ANNUAL REPORT 2016
MEETINGS
During the financial year under review, the NRC met twice and the attendance of each member is as follows:
No. Name of Members No. of meetings attended
1 Lim Beng Choon (Chairman) 2/2 (100%)
2 Dato’ N. Sadasivan N.N. Pillay 2/2 (100%)
3 Habibah Abdul 2/2 (100%)
Managing Director/Chief Executive
Officer (MD/CEO), Company
Secretaries, Head of Human Resource
Management Division and any other
persons deemed necessary by the NRC
are invited to attend the NRC meeting
and are present for deliberations which
require their input or advice. The
Company Secretaries and the Head of
Human Resource Management Division
act as Joint Secretaries to the NRC.
The NRC meetings for the financial
year 2016 were scheduled in
November 2015 to facilitate the
Members in planning ahead and
incorporating the NRC meetings into
their respective schedules. This also
serves to provide the Members with
ample notice of the meetings.
The agenda and a set of meeting
papers relevant to the business of the
meeting are distributed to the NRC
Members in advance of the meeting
date.
All proceedings of the NRC meetings
are duly recorded in the minutes of
each meeting and signed minutes of
each NRC meeting are properly kept
by the Secretary. The draft NRC
minutes are circulated to the NRC
members subsequent to the NRC
meeting and approved by the NRC
prior to the Board meeting. This assists
the NRC Chairman to effectively
convey to the Board matters
deliberated at the NRC meeting. The
minutes of the NRC are also distributed
to members of the Board for their
notation.
BOARD APPOINTMENT PROCESS
The Company practices a formal and
transparent procedure for the
appointment of new Directors.
Nomination of Directors to the Board
is made either by Petroliam Nasional
Berhad, being the majority shareholder,
or through engagement of a
professional recruitment firm to find
suitable candidates to fill in the
position of Independent Non-Executive
Directors.
In its selection of suitable candidates,
the NRC is guided by the guidelines
stipulated in the Board Selection
Criteria. The guideline will assist the
NRC in evaluating potential candidates
for the purpose of appointment and
re-appointment of Directors with
proper selection criteria that consider
competencies, skills and personal
attributes.
All nominees to the Board are first
considered by the NRC, taking into
consideration a mix of skills,
competencies, experience, integrity and
time commitment required to
effectively discharge his or her role as
a director. Diversity in terms of age,
gender and ethnicity are also
considered in selecting the best
candidate.
PAGE: 206
PETRONAS GAS BERHAD
NOMINATION AND REMUNERATION COMMITTEE REPORT
PROCESS FLOW FOR APPOINTMENT OF A DIRECTOR
Circumstances giving rise to the appointment of Director
The NRC develops and deliberates selection criteria combining
competencies and attributes required
Search for candidates
Assess and shortlist the potential candidates in consultation
with the NRC
Interview shortlisted candidates
Deliberation by the NRC on the suitability of the candidate
PGB Board Approval
Orientation/Induction
Continuous Training & Annual Performance Assessment
In accordance with the Board Diversity Policy of the Company, the NRC is pleased to inform that the Board has successfully
met its target of 30% women Directors in line with the country’s aspirational target of 30% representation of women
Directors on Boards.
The three female Directors on the Board of PGB represents 43% of the current Board Composition.
PAGE: 207
ANNUAL REPORT 2016
DIRECTORS’ RE-ELECTION AND RE-APPOINTMENT
Based on the schedule of retirement by rotation, the NRC is responsible for recommending to the Board those Directors
who are eligible to stand for re-election or re-appointment. The recommendation is based on the performance of the
Directors, taking into account their contribution to the Board through their skills, experience, strengths and qualities in
particular the level of independence and ability to act in the best interests of the Company.
Article 93 of the Constitution of the Company (CC) provides that one-third of the Directors of the Company for the time
being shall retire by rotation at an Annual General Meeting (AGM) of the Company. With the current Board composition and
with exclusions of Directors retiring under other applicable provisions of the CC, one Director is to retire in accordance with
Article 93 of the CC. The eligible Director may seek re-election at the forthcoming AGM.
The NRC at its meeting held on 23 January 2017 had endorsed for Habibah Abdul to retire and seek for re-election at the
34th AGM pursuant to Article 93 of the CC for re-election at the forthcoming AGM.
Article 96 of the CC provides amongst others, that the Board shall have the power to appoint any person to be a Director
to fill a casual vacancy or as an addition to the existing Board, and that any Director so appointed shall hold office until the
next following AGM and shall then be eligible for re-election.
As at the date of this Annual Report, the following resignations and appointments have taken place:
No Resignations Directorships New Appointments Appointment Date
1 Datuk Rosli Boni Non-Executive Director Wan Shamilah
Wan Muhammad Saidi
1 September 2016
2 Ir Pramod Kumar Karunakaran Non-Executive Director Emeliana Dallan Rice-Oxley 1 September 2016
3 Tan Sri Dato’ Seri Shamsul
Azhar Abbas
Chairman Datuk Mohd Anuar Taib 1 January 2017
4 Lim Beng Choon Independent
Non-Executive Director
Heng Heyok Chiang @ Heng
Hock Cheng
1 January 2017
5 Dato’ N. Sadasivan N.N Pillay Non-Independent
Non-Executive Director
Yet to be identified N/A
In view of the above, the following Directors shall retire at the next AGM pursuant to Article 96 of the CC and offer
themselves for re-election:
1. Emeliana Dallan Rice-Oxley
2. Wan Shamilah Wan Muhammad Saidi
3. Datuk Mohd Anuar Taib
4. Heng Heyok Chiang @Heng Hock Cheng
The NRC at its meeting held on 23 January 2017 had recommended to the Board re-election of the above four Directors at
the forthcoming AGM.
PAGE: 208
PETRONAS GAS BERHAD
NOMINATION AND REMUNERATION COMMITTEE REPORT
BOARD EVALUATION
Every year, under the purview of the
NRC, a formal evaluation is undertaken
to assess the effectiveness of the
following:
(a) The Board as a whole and the
various Board Committees.
(b) Contribution of each individual
Director.
(c) Independence of Independent
Directors.
This is conducted through a Board
Evaluation process which consists of a
Board and Peer Annual Assessment
(Board Evaluation). The Board
Evaluation focuses on maximising the
effectiveness and performance of the
Board in the best interests of the
Company.
The Board Evaluation assessed the
following areas:
(a) Board Structure;
(b) Board Operations and Interactions;
(c) Board Communications; and
(d) Board Roles and Responsibilities
The NRC had, on 23 January 2017,
reviewed the outcome of the Board
Evaluation for 2016 and initiated
improvement actions.
SUCCESSION PLANNING FOR DIRECTORS
The Board Succession Plan will assist
the Company in ensuring the orderly
identification and selection of new
Non-Executive Directors in the event
of an opening on the Board, whether
such opening exists by reason of an
anticipated retirement, an unanticipated
departure, the expansion of the size of
the Board, or otherwise. In addition, a
thoughtful Succession Planning can
improve the composition and
effectiveness of a Board.
SUMMARY OF ACTIVITIES OF THE NRC COMMITTEE
The following activities were carried
out by the NRC during the financial
year ended 31 December 2016:
(a) Assessment on the effectiveness of
the Board as a whole, the
Committees of the Board, as well
as the contribution of each
individual director through a Board
Effectiveness and Directors’
Evaluation exercise.
(b) Reviewed the performance of
PGB’s Senior Management.
(c) Reviewed the Directors’ Training
Requirements.
(d) Reviewed and endorsed the
re-election of Directors.
(e) Reviewed and endorsed the
nomination of Datuk Mohd Anuar
Taib as the Chairman of the
Company.
(f) Reviewed and endorsed the
nomination of Emeliana Dallan
Rice-Oxley, Wan Shamilah
Wan Muhammad Saidi and Heng
Heyok Chiang @ Heng Hock
Cheng as members of the Board
and Board Committees.
(g) Reviewed and endorsed the NRC
Report for 2015 Annual Report.
(h) Reviewed potential candidates for
PGB Directorship.
(i) Reviewed and endorsed the
Management Fees for PGB’s MD/
CEO.
Dato’ Ab. Halim Mohyiddin
Chairman
Nomination and Remuneration
Committee
23 January 2017
PAGE: 209
ANNUAL REPORT 2016
THE GROUP PRACTICES A STRUCTURED BUSINESS CONTINUITY MANAGEMENT
(BCM) TO ENSURE CONTINUITY OF THE GROUP’S OPERATIONS AND SERVICES IN
THE EVENT OF DISRUPTIONS OR CRISES
PGB BUSINESS CONTINUITY MANAGEMENT FRAMEWORK
Standards
People
Process
Infrastructure
Risk Profiling &
Control
Business Impact
Analysis
Strategy Selection
Business Continuity
Plan
Test &Exercise
Continual Improvement
BCM scope encompasses various elements to ensure readiness in responding to business disruptions.
The Group’s BCM provides a systematic approach from managing its operational risks to building capability towards effective
response during disruptions or crises.
PAGE: 210
PETRONAS GAS BERHAD
BUSINESS CONTINUITY MANAGEMENT
BCM GOVERNANCE
The Risk Management Unit (RMU) is
entrusted with the responsibility of
ensuring effective BCM governance and
implementation in the Group. At
operating divisions, there are focal
persons assigned from the Operational
Excellence and Improvement (OE&I)
Department to drive implementation of
the framework and processes rolled
out by RMU and ensure effective
execution of BCM at the respective
divisions. On regular basis, RMU guides
Divisions to ensure compliance to the
Group’s BCM requirements.
BCM PROCESS
The Group’s BCM process involves
various elements towards enhancing
readiness in responding to business
disruptions and crises.
As set out on page 184 of this Annual
Report, risks are periodically assessed
and monitored to ensure the Group’s
critical risks are managed and
mitigated.
Business Impact Analysis prioritises the
Group’s key business functions and
spells out the timeframe to resume
each function in the event of
disruptions.
The Group has in place a Gas Supply
Business Continuity Plan (BCP) which
adopts a three-tiered approach in
escalating response to gas supply
disruptions from operations to
management. The BCP will assist the
Group in effectively responding and
managing gas supply disruption. The
Group is also currently enhancing the
BCP for its utilities supply in Kertih and
Gebeng, in particular to formalise the
thresholds for BCP escalation criteria in
responding to utilities supply disruption.
The Company has also formulated BCP
in responding to the inaccessibility of
PETRONAS Twin Towers where its
Head Office operates. An alternate
worksite has been established to
resume its Head Office’s critical
functions in the event the PETRONAS
Twin Towers is inaccessible.
The Group acknowledges the
importance of capability building in
managing crisis. Continuous awareness
and capability building programmes are
being carried out for various level of
staff of the Group.
The Group has various programmes in
place to drive continuous
enhancements in the Group’s BCM as
well as to keep Management and staff
up-to-date on the requirements and
processes. These are periodically tested
to ensure business continuity and
effective response to crises and
business disruptions.
PAGE: 211
ANNUAL REPORT 2016
PGB IS GUIDED BY
PETRONAS’ SHARED
VALUES OF LOYALTY,
INTEGRITY,
PROFESSIONALISM AND
COHESIVENESS IN
CARRYING OUT OUR
BUSINESS ACTIVITIES.
CODE OF CONDUCT AND BUSINESS ETHICS (CoBE)
CoBE outlines the ethical conduct
expected of our employees, Directors
as well as third parties working for or
on behalf of the PETRONAS Group.
Among the pertinent areas covered in
the code are conflict of interest,
anti-corruption, competition, anti-
money laundering, international trade
and export controls.
The code also places emphasis on
discipline, good conduct,
professionalism, loyalty, integrity and
cohesiveness – all principles that are
critical to the success and well-being
of the Company. Contractors,
sub-contractors, consultants, agents,
representatives and others performing
work or services for or on behalf of
the Company are required to comply
with the relevant parts of the CoBE
when undertaking such work or
services.
The CoBE and supporting documents
are available on our corporate website
at www.petronasgas.com.
ANTI-BRIBERY AND CORRUPTION COMPLIANCE PROGRAMME
PETRONAS mandates zero tolerance
for all forms of bribery and corruption,
and has implemented a No Gift Policy
since 1 April 2012. The PETRONAS
Integrity Compliance Framework (PICF)
which was developed to inculcate a
stronger culture of ethics and integrity
within the Company, and complement
the CoBE focusing on: Policies and
Procedures, Systems and Processes,
and People and Culture.
An Anti-Bribery and Corruption (ABC)
Manual has been developed to
supplement the general policy
statements set out in the CoBE on
fighting corruption and unethical
practices. The ABC Manual, applicable
across the PETRONAS Group, contains
detailed explanation on procedures for
dealing with improper solicitation,
bribery and corruption, as well as
addressing ethical issues in sensitive
situations.
This includes dealing with gifts,
entertainment and corporate hospitality;
facilitation payments; dealing with third
parties, including promoting PETRONAS’
whistleblowing channels to all
employees as well as third parties.
Mandatory online ABC training was
rolled out in December 2015 to all
staff. The ABC Manual is also available
online at www.petronasgas.com.
All employees are required to adhere
strictly to the provisions on anti-bribery
and corruption stipulated in the CoBE
as well as ABC Manual. The Company
may suspend an employee when
investigating a suspected breach of
CoBE or law on internal procedures.
We may also institute disciplinary
action against an employee should
findings reveal concrete and cogent
evidence in support of the alleged acts
of misconduct. Consequences of
breaching the CoBE include dismissal,
among others.
Managing Bribery and Corruption Risks
To further strengthen the Group’s
anti-bribery and corruption compliance
programme, PETRONAS introduced a
Compliance Desktop in 2015. This
integrated solution provides online
training on the ABC Manual, and an
online register for employees to
declare gifts, entertainment and
conflicts of interest, while facilitating
compliance activities related to third
party screening and due diligence.
PAGE: 212
PETRONAS GAS BERHAD
INTERNAL POLICIES
WHISTLEBLOWING POLICY AND PROCEDURES
The Whistleblowing Policy launched by
PETRONAS in 2012 allows employees
and members of the public to disclose
any improper conduct, criminal offence
or malpractice to the Company. Under
the policy, a whistleblower will be
accorded with protection of
confidentiality of identity to an extent
that is practicable. An employee who
whistleblows internally will also be
protected against any adverse actions
for their disclosure, to an extent that is
practicable, provided that the disclosure
is made in good faith.
Such protection is accorded even if
subsequent investigations reveal that
the whistleblower was mistaken as to
the facts or the rules and procedures
involved. The Whistleblowing Policy
and related procedures are accessible
to the public for reference on the
Company’s official website at
www.petronasgas.com.
HEALTH, SAFETY AND ENVIRONMENT (HSE) POLICY
Managing the safety of people, assets
and the environment is PGB’s top
priority. The emphasis is to develop
adequate and effective controls on
identified Health, Safety and
Environment (HSE) risks.
The HSE Policy governs and reinforces
our commitment to safeguarding our
employees, and to preserving the
reliability of our facilities and
operations. This, in turn, translates into
efficient business activity. The Policy,
which is applicable to all employees
and third-party service providers, is
supported by an HSE Mandatory
Control Framework (MCF) to strengthen
HSE Governance within the Company
while providing clear requirements on
operational safety, environment and
health for consistent and effective
implementation.
HUMAN RIGHTS
The Human Rights Commitment was
launched by PETRONAS in October
2015 and has subsequently been
adopted by PGB, underlining our
allegiance to respecting internationally
recognised human rights principles,
laws, best industry practices and
standards in managing our operations.
The Commitment is applicable to all
employees of PGB, our contractors,
subcontractors and any third parties
within our premises or performing
work and/or business for or on behalf
of PGB. It complements the CoBE,
Anti-Bribery and Corruption (ABC)
Policy and Whistleblowing Policy.
Human Rights is embedded across the
five key areas within PETRONAS’ Social
Performance Framework that could
potentially affect our operational
activities namely Health, Safety,
Environment, Security and Socio-
economic and Cultural.
Among others, the Commitment
addresses labour and working
conditions for contractors, third-party
security, the supply chain and
community well-being.
PAGE: 213
ANNUAL REPORT 2016
Sungai Paka, Terengganu
SUSTAINABILITY REPORTING
218 About This Report
220 Sustainability Highlights
222 Sustainability Framework
226 Sustainability Statements
226 Economic
230 Environment
236 Social
07
Corporations exist within ecosystems, and their long-term
sustainability depends largely on the value they are able to
bring to the stakeholders within these ecosystems. Broadly
speaking, these values are linked to the Economic,
Environmental and Social (EES) well-being of their
stakeholders and the natural environment surrounding their
operations.
We have been disclosing our non-financial performance in
the Corporate Responsibility (CR) sections of the previous
Annual Reports. This is our first effort in producing a new
format of Sustainability Report, which highlights the key EES
initiatives.
Information in this report covers the sustainability efforts
undertaken by PGB and our regional offices nationwide
throughout the 12-month period from 1 January to
31 December 2016. Views and feedbacks from our
stakeholders have been compiled to help us identify,
prioritise and address material sustainability issues in our
business strategies. We endeavour to report all issues which
are material to the Company and our stakeholders, as
determined by our policies, surveys, analyses of internal
documents, interactions and media reports. We acknowledge
that there will be gaps in our disclosure, but we are
committed to strengthening our internal mechanisms to
monitor, report and verify key data each successive year.
SCOPE
PETRONAS GAS BERHAD (PGB)
RECOGNISES THAT THE
SUCCESS OF A COMPANY IS
MEASURED NOT ONLY BY ITS
PROFITABILITY BUT ALSO THE
MANNER IN WHICH IT IS BEING
ACHIEVED.
PAGE: 218
PETRONAS GAS BERHAD
ABOUT THIS REPORT
In producing this report, we are guided by the local and
international statutory and reporting frameworks, particularly
Bursa Malaysia Securities Berhad (Bursa Malaysia)’s newly
introduced guidelines relating to Sustainability Statements as
well as the FTSE Environmental, Social and Governance
(ESG) assessment indicators.
We value feedbacks and welcome comments on our
reporting. Please direct them to:
PETRONAS Gas Berhad
Sustainability Reporting Team
Corporate Affairs
PETRONAS Gas Berhad
Level 51, Tower 1, PETRONAS Twin Towers
Kuala Lumpur City Centre
50088 Kuala Lumpur
Malaysia
or email: [email protected]
APPROACH FEEDBACK
PAGE: 219
ANNUAL REPORT 2016
Board Leadership Team
PAGE: 220
PETRONAS GAS BERHAD
SCORECARD
ECONOMIC
ENVIRONMENT
SOCIAL
100%
Dividends
HSSE
EMPLOYEES
COMMUNITIES
Profit After Tax
Revenue
Product Delivery Reliability
62
0
3
43% 38%
38%
96%
6 LTI
2,117 31.7
4.6
2
3%4.0
1.7
5,044 2,152RM42.1
sen
fatalities
RM
RM
RM
billion
million
tonnes Co2e
million
million
billion
billion
mmscfdhectares
2015: 60 sen
2015: 0
2015: 1
2015: 13% 2015: 33%
2015: 10%
2015: 93%
2015: RM4.5 billion
2015: 5
2015: RM1.7 billion
2015: 5.6 million tonnes Co2e
LAND NATURAL GAS
MARKET CAPITALISATION
MALAYSIAPOPULATION*
EMPLOYEES
(salesgas,
power, steam)
* source: Department of Statistics Malaysia
Lost Time Injury Major Fire
Women Composition
CARBON EMISSION Sayangi Sungai Paka
WATER RECYCLED
Permanent Employees
PROGRAM
SENTUHAN
KASIH
PETRONAS
PGB
LIVELIHOOD
PROGRAMME
PROGRAM
SENTUHAN
ILMU
allocated for
waste disposal
effort
annual target on reduction in waste disposalEcosystem baseline assessment
SU
STA
INA
BIL
ITY
HIG
HLIG
HTS
PAGE: 221
ANNUAL REPORT 2016
KEY MILESTONE
2005 - 2010
20112012
2013
2014
2015
2016
• Program Sentuhan
Kasih PETRONAS
• Building Leaders
Programme
• Acid Gas Oxidiser
(AGO) to reduce acid
gas emission
• Certified with MS ISO
14001:2004 (Environmental
Management System)
• Implemented 4G Initiative
(Green Care, Green Mind, Green
Ownership and Green Growth)
• 32% savings of waste
handling costs resulted
from 4G Initiative
• Implementation of
Program Bakti
Pendidikan (PBPP), which
is now rebranded as
Program Sentuhan Ilmu
PETRONAS (PSIP)
• 50% reduction of energy
consumption resulted from 4G
Initiative
• Seeding Programme to develop
future talents by recruiting fresh
graduates
• PGB greenhouse gas emission
reporting enhancement via
SANGEA® software
• Commissioning of Flare Gas
Recovery Unit (FGRU), resulted
in flaring emission reduction
• Mercury management through
HycaptureTM Hg
• Installation of high pressure
online washing at Gas Turbines
inlet to reduce energy
consumption
• Installation of cogeneration
(COGEN) unit
• Collaboration with Malaysian
Nature Society (MNS) to
preserve the biodiversity of
Sungai Paka
• Collaboration with Yayasan
Salam Malaysia on the
Livelihood Programme
• Certified with ISO 14001:2015 (Environmental Management System)
• Developed a structured Leak Detection and Repair (LDAR)
programme to monitor fugitive emission
• Installation of Predictive Emission Monitoring System (PEMS)
• Accelerating Culture Change (ACC) programme
SU
STA
INA
BIL
ITY
HIG
HLIG
HTS
SUSTAINABILITY GOVERNANCE
At PGB, leadership sustainability is part of our organisational approach and is led by the Leadership Team (LT), who oversees
and ensures the Group pursues our regulatory and commercial objectives and remain as a responsible organisation. Relevant
sustainable policies are approved by the Board for implementation.
The LT is supported by our Health, Safety and Environment Steering Committee (HSESC) and sustainability material matters
are reported on a regular basis to the Plant Leadership Team (PLT), LT and Board Audit Committee (BAC). We believe such
cross-functional approach helps us to better identify and manage material issues arising across all our businesses.
These material issues are taken into consideration during our decision-making processes and set the direction for our
sustainability initiatives. The LT also enhances our risk management and contribute to the development of effective
stakeholders’ communication.
Code of Conduct and
Business Ethics (CoBE)
Anti-Bribery and
Corruption Policy and
Guidelines
Health, Safety and
Environment (HSE) Policy
HSE Management System
and Mandatory Control
Framework
Sustainable Development
Management System
Corporate Sustainability
Framework
Carbon Commitments
Energy and Loss
Management System
Water Management Guide
Human Rights
Commitment
PETRONAS Technical
Guidelines on Social Risk
Assessment, Human Rights
Due Diligence and
Grievance Mechanism
Our sustainability efforts are guided by a robust framework as follows:
Our sustainability effort focuses on our management of Economic, Environment and Social (EES) risks and opportunities.
PAGE: 222
PETRONAS GAS BERHAD
SUSTAINABILITY FRAMEWORK
SUSTAINABILITY ENVIRONMENT
GOVERNANCE
ECONOMIC
SOCIETY
01
02
03
04
05
06
PGB
Transformation
programme
Internal documents
such as business
plans and
management
reports
PETRONAS’ Corporate
Sustainability
Framework
Input from our
operations, businesses,
shareholders and
stakeholders
Media reports
about the
Company
Sustainability
Reporting guidelines
and assessment
requirements
Cost Reduction
IDENTIFYING MATERIALITY
Elements of material sustainability are embedded into the Company’s business strategy to deliver excellence in our operation
and project deliveries underpinned by the Transformation programme to boost our resilience especially during the current
low oil price environment. The content of this report was generated by reviewing several internal and external sources of
information as well as findings, which were then deliberated with our internal subject matter experts in various steering
committees.
The following resources are assessed to identify sustainability materiality:
We are committed to continuously enhance our reporting process along with improved materiality mapping. We
acknowledge that a comprehensive exercise will require time and resources as it would entail obtaining inputs from our
various internal and external stakeholders. We will continue to undertake greater stakeholder engagement through formal and
informal channels.
PAGE: 223
ANNUAL REPORT 2016
Key input Impact to strategyHow we create valueHow we engage
• Financing (equity and debt
funding)
• Highly engaged investors
• Quarterly result announcements
and financial reports
• Audited Financial Statements
• Annual General Meeting
• Analysts & Investors briefing
• PGB website
• Plant visits
• Conferences
• Investor Relations
• Capital growth
• Sustainable dividend
• Good corporate governance
• Optimal gearing ratio
• 100% Product Delivery
Reliability
Key input
Key input
Impact to strategy
Impact to strategy
How we create value
How we create value
How we engage
How we engage
• Incentives (tax)
• Property, plant and
equipment
• Demand
• Revenue
• Continuous engagement
through formal and informal
events
• Constructive feedback
sessions
• Participate in surveys, forum
& reporting
• Seek consultation
• Sponsorship
• Corporate Integrity Pledge
• Satisfaction survey
• Customers feedback system
• Customers relationship
management
• PGB website
• Consultation meetings
• One-to-one engagement
• Diligent taxpayer
• Conformance to legislation
and license requirements
• Reduction of waste
• Corporate social investment
and job creation
• Managing environment
impact
• Health and safety assurance
• Quality products and services
• Security of supply
• Responsive to customers'
need and feedback
• ZERO Non-Compliance
• 100% Product Delivery
Reliability
Customers
CREATING VALUE TO STAKEHOLDERS
Building credibility, trust and mutual respect with our stakeholders is crucial to PGB as these relationships have a direct and
indirect impact on our business. During the year under review, we continued to engage actively with our various stakeholder
groups in ways that are meaningful to each.
Investors & funding institutions
Government agencies authorities
PAGE: 224
PETRONAS GAS BERHAD
Key input Impact to strategyHow we create valueHow we engage
• Intellectual capital (system &
process)
• Financing equity funding
• Specific knowledge and skills
• One-to-one engagement
• Contractors forum
• Joint venture meetings
• Supply chain management
• No Gift Policy
• Code of Conduct and
Business Ethics
• Corporate Integrity Pledge
• Timely payment
• Business opportunity
• Profit sharing
• Fair treatment
• ZERO HSE Incident
• ZERO Non-Compliance
• ZERO Interruption
• 100% Product Delivery
Reliability
Key input
Key input
Impact to strategy
Impact to strategy
How we create value
How we create value
How we engage
How we engage
• Demand
• Growth opportunity
• Intellectual property
• Specific knowledge, skills
and expertise
• Highly ethical employees
practising PETRONAS
Cultural Belief
• Through Corporate Social
Investment programmes
• Providing once-off relief
assistance to the
underprivileged families in
area of our operations
• Responding to request from
our strategic stakeholders
through monetary
contributions
• Employee survey
• Performance Management
System
• Periodic union meetings
• Training and attachment
programme
• Regular leadership
engagement sessions
• Internal newsletters & intranet
• Badan Rekreasi & Kebajikan
Sukan (BRKS)
• Badan Kebajikan Islam
PETRONAS (BAKIP)
• Health and safety assurance
• Social engagements
• Managing of environmental
impact
• Social economic
• Philanthropic assistance
• Sponsorship/donation
• Job security
• Performance management
• Competitive remuneration
• Career progression
• Competency and capability
management
• Health and safety assurance
• Engagement
• ZERO HSE Incident
• Product Delivery Reliability
• ZERO HSE Incident
• ZERO Non-Compliance
• ZERO Interruption
• 100% Product Delivery
Reliability
• Efficient & Sustainable
System & Work Process
• Highly Engage & Capable
Workforce
Business partners and suppliers
Communities
Employees and unions
PAGE: 225
ANNUAL REPORT 2016
ECE
PGB CONTRIBUTES TO THE ECONOMY OF THE COUNTRY THROUGH THE SUPPLY OF GAS TO THE MALAYSIA’S POWER
SECTOR, WHICH CHANNELS POWER SUPPLY TO THE WHOLE NATION. TO ENSURE ECONOMIC
SUSTAINABILITY, WE ARE COMMITED TO MAINTAIN HIGH PLANT AND PRODUCT DELIVERY RELIABILITY.
THIS TRANSLATES INTO A SUSTAINABLE PERFORMANCE AND SUSTAINABLE RETURN TO
OUR SHAREHOLDERS.
ECONOMICSUSTAINABILITY
It is essential that our shareholders receive consistent and positive economic returns such as dividends and share capital
appreciation from their investments in PGB to protect and add value to their wealth portfolios. Our major shareholders, such as
PETRONAS, the Employee Provident Fund (EPF) and Kumpulan Wang Persaraan (Diperbadankan) (KWAP), indirectly distribute their
wealth to the Government and public communities. The performance of their investments in PGB therefore has a significant impact
on the economic well-being of the nation.
In our pursuit for profits through the generation of revenue, PGB has contributed to its stakeholders through various activities
including procurements, servicing taxes and giving employment opportunities. These economic outflows benefit our shareholders,
vendors, employees and the Government.
PAGE: 227
ANNUAL REPORT 2016
In line with our vision for sustainable growth, we are continuously evolving our services to meet the needs of the industry
and we continuously seek opportunities to invest in technology, asset integrity and business growth.
Power Steam Salesgas Regasification Transmission
Reliability (%)
98
.8
96
.497.
8
94
.5
95
.997.
9
99
.2
99
.2
99
.4
99
.96
99
.92
99
.92
98
.4
86
.3
79
.2
’14 ’15 ’16 ’14 ’15 ’16 ’14 ’15 ’16 ’14 ’15 ’16’14 ’15 ’16
Performance Based Structure (PBS) income
million
RM68.8
INVESTING IN ASSET INTEGRITY
PGB plays major role in gas value chain by processing, regasifying and delivering gas to power sector which subsequently
channel power supply to the whole nation as well as non-power sector. Security of gas supply is therefore of national
interest as it significantly impacting the nation, Malaysia economy and livelihood of people.
The Group therefore ensures high plant reliability via five-year integrated maintenance plans through which we conduct
reactive and preventive repair and maintenance, major repair and maintenance, major inspections and turnarounds, as well as
revamp and rejuvenation programmes in addition to acquiring or constructing new major assets. We also conduct studies on
life cycle improvement and modernisation of assets.
As part of the 3ZERO100 Transformation programme, we have invested significantly in improving our assets integrity and
reliability. As a result of various strategic initiatives focusing on Key Result Areas (KRAs), we successfully delivered
commendable operational performance, with our plants attaining world-class standards, recording higher reliability as well as
Overall Equipment Efficiency (OEE) and attaining 100% product delivery. This has also resulted in additional revenue through
the Performance Based Structure (PBS) income.
INVESTING IN TECHNOLOGY
PGB has invested on Gas Processing Plant (GPP) Ethane Recovery Improvement
initiative which contributed to the higher ethane production and delivery as well
as subsequently improvement to the PETRONAS value chain. PGB has also
invested on RGT Export Compressor (RGTEC) project which is currently ongoing.
The RGTEC project aims to allow our LNG Regasification Terminal in Sungai
Udang (RGTSU) to be on standby mode with zero send out without flaring. This
will enable RGTSU to recover the Boil off Gas and send it to the pipeline, which
in return results to zero flaring. The cost of flaring based on current gas price
(approximately USD6 per mmbtu) is estimated to be USD67,000 per day.
SUSTAINABILITY STATEMENTS – ECONOMIC
PAGE: 228
PETRONAS GAS BERHAD
Value creation to stakeholders:
GOVERNMENT
EMPLOYEES
SUPPLIERS
INVESTING IN BUSINESS GROWTH
PGB has entered into two new projects in Pengerang Integrated Complex (PIC). The LNG Regasification Terminal in Pengerang
(RGTP) is progressing well and is expected to provide primary gas supply to the Refinery and Petrochemical Integrated Development
(RAPID), the Pengerang Cogeneration Plant (PCP) as well as the existing Peninsular Gas Utilisation (PGU) pipeline network.
During the year, PGB has formed a joint venture company with one of the world’s leading industrial gas player, Linde
Malaysia Sdn Bhd to undertake development of the Air Separation Unit (ASU) plant in the PIC. The ASU will be the sole
facility for the supply of industrial gaseous to PIC customers.
These projects is expected to contribute positively to PGB’s bottom line.
INVESTING IN TECHNOLOGY
INVESTING IN ASSET INTEGRITY
REVENUE
PROFIT AFTER TAX
INVESTING IN BUSINESS GROWTH
DIVIDEND
SUSTAINABILITY MATTERS
HOW THEY ARE MANAGED
WHY ARE THEY IMPORTANT
We continuously seek
opportunities to grow our
revenue and profit by:
Additional capacity ofOxygen
Nitrogen
Nm3/hr
Nm3/hr
41,00025,900
Additional capacity of
via RGTPmmscfd490
1.2RM
billion2015: RM1.1 billion
Return to shareholders
Gas supply for power generation
to the country
PAGE: 229
ANNUAL REPORT 2016
4.6RM
billion2015: RM4.5 billion
1.7RMbillion
2015: RM1.7 billion
122RM
million2015: RM169 million
282RM
million2015: RM283 million
31.7Malaysia population
1.4RM
billion2015: RM1.3 billion
TAX PAID TO
PAYMENT TO
SALARIES
MALAYSIA
GOVERNMENT
SUPPLIERS
Economic and livelihood of
million
PGB SUPPORTS THE GOVERNMENT’S NATIONAL DETERMINED CONTRIBUTION (NDC) BY
PROMOTING NATURAL GAS AS LOW CARBON FUEL FOR THE POWER AND MANUFACTURING
SECTORS, IN ADDITION TO DELIVERING ENERGY EFFICIENCY IN ALL OF OUR
OPERATIONS.
EVENVIRONMENTSUSTAINABILITY
Sungai Paka, Terengganu
PAGE: 231
ANNUAL REPORT 2016
COMPLYING TO ENVIRONMENTAL, LEGAL AND OTHER REQUIREMENTS
Towards this end, we have taken steps to manage the
impact of our operations on the environment. We are also
committed to further enhancing our sustainability approach
and disclosure, and identifying other environmental matters
that may be material to our business.
We achieved another year of 100% compliance with
regulatory requirements. During the year under review, PGB
was certified with ISO 14001: 2015 Environmental
Management System by SIRIM Berhad. We also carried out
periodic cross-departmental peer reviews on compliance as
part of internal assurance programmes in the area of
environment management.
To further strengthen our regulatory compliance assurance,
we have implemented an online Legal Easy System
which enables easy interpretation of legal and regulatory
requirement, and helps the evaluation of regulatory
compliance and action tracking to be more efficient.
SUSTAINABILITY STATEMENTS – ENVIRONMENT
PAGE: 232
PETRONAS GAS BERHAD
REDUCING AIR AND CARBON EMISSIONS
To comply with the Clean Air Regulation 2014, we have developed a structured Leak Detection and Repair (LDAR)
programme to monitor and track fugitive emissions. We are installing Continuous Emission Monitoring Systems (CEMS) and
Predictive Emission Monitoring Systems (PEMS) at our plants. In 2016, we set up a PEMS at one of our auxiliary boilers in
Gas Processing Santong (GPS) in Kertih, Terengganu. This has resulted in reduction of greenhouse gas (GHG) and air
emissions by about 20%.
In 2016, PGB’s annual GHG emissions amounted to 4.0 million tonnes CO2e
which is reduction compared to GHG emissions in
year 2015. The reduction was primarily driven by improvements at flared gas recovery units and cogeneration plants installed at
our Gas Processing Kertih (GPK) and GPS. Furthermore, the GHG accounting software was upgraded and more accurate emission
factors were applied, which improved the overall GHG.
Natural gas
firing Natural gas
firing
PAGE: 233
ANNUAL REPORT 2016
FLARE STACKS
FGRU FLARE STACKS
BOILERBOILER
Flare gas from
processing
plants
WITHOUT FGRU WITH FGRU
Flare gas from
processing
plants
Flare gas recovered
carbon, filters and other contaminated scheduled materials
to the recovery company. As a result, we achieved the 3%
waste reduction for 2016, which translated into savings of
almost RM800,000.
We have also enhanced our IETS at the Gas Processing
Santong (GPS) which focused on the sludge and chemical
treatments as well as the Dissolve Air Floatation (DAF). This
is part of our efforts to effectively manage the waste and
water quality, to meet the DOE standard before discharging
it into the monsoon drain.
IMPROVING ENERGY EFFICIENCY
Our energy saving efforts are undertaken through monitoring
of our performance on a monthly basis via the Energy Index.
For the year under review, the energy consumption for PGB
was 48,190,373GJ.
Gas Processing Kertih, Terengganu.
MANAGING WASTE AND EFFLUENT
PGB is committed to managing our hazardous and non-
hazardous wastes in accordance with regulatory
requirements. We have invested in Industrial Effluent
Treatment System (IETS) to treat our industrial effluent to be
in compliance with parameters standard set by the
Department of Environment (DOE). In 2016, a total of RM2.0
million has been allocated to ensure our waste is disposed
properly at identified premises in Malaysia by Kualiti Alam
Sdn Bhd and TRIENEKENS Sdn Bhd.
Having set a target of reducing our waste by 3% annually,
we explored the option of chanelling some of our waste to
a recovery company (that uses waste as raw material to
generate secondary products). To ascertain the viability of
this option, we first identified the most significant wastes
generated at our facilities and had these analysed at an
accredited laboratory. Based on the lab results, we are
satisfied that it is safe to dispatch used lube oil, activated
SUSTAINABILITY STATEMENTS – ENVIRONMENT
PAGE: 234
PETRONAS GAS BERHAD
CONSERVING WATER
Our operations, maintenance and
non-process activities all consume
water. We measure our water
consumption based on freshwater
usage in m3 and percentage of
recycled water from freshwater usage.
We consumed a total of 6,424,751 m3
of water in 2016, 38% of which was
recycled for operations and
maintenance purposes. Water
conservation forms part of our
environmental agenda, and the
programme initiated by our
Demineralised Water Unit, Utilities
Kertih, has been recognised for its
excellence in an Environment
Campaign Competition within the
PETRONAS Group of Companies.
PRESERVING BIODIVERSITY
In 2016, we entered the second year
of a collaboration with the Malaysian
Nature Society (MNS) to preserve the
biodiversity of Sungai Paka in
Terengganu. As a mangrove ecosystem,
Sungai Paka presents an ideal habitat
for fish to lay eggs and for fry to grow
due to low predatory pressure and
abundant source of food biodiversity.
However, a preliminary year-long study
we undertook on birds, mammals,
insects, fish and plants in and around
the river showed that the Sungai Paka
ecosystem is under stress from human
interference. The study involved
engagement with 14 families living
along the river as well as sampling of
17 genus and 18 species by PGB
employees, MNS volunteers and the
relevant local authorities. More
extensive studies will follow in 2017
along with several planned activities
such as planting of river vegetation,
catch-and-release of selected fish
species and throwing of mud balls, to
help rejuvenate Sungai Paka.
Volunteers among PGB staff, Paka community and school children collecting samples from Sungai Paka.
MSN volunteer inspecting the river plants.
PAGE: 235
ANNUAL REPORT 2016
SSCS
OUR PEOPLE AND THE COMMUNITY SURROUNDING OUR OPERATIONS MATTER MOST TO US. WE HELP TO PROTECT,
ELEVATE AND NURTURE THE TALENT OF OUR PEOPLE AS WELL AS THE COMMUNITY.
OUR CULTURE BELIEF AND VALUES GUIDE US TO BUILDING A STRONGER INSTITUTION THAT HAS
LONG TERM SUSTAINABILITY AND ENDURING VALUE THAT BENEFIT BOTH THE COMMUNITY
AND OUR PEOPLE.
SOCIAL SUSTAINABILITY
PAGE: 237
ANNUAL REPORT 2016
We focus on the employee and communities for our social sustainability with the upmost focus is on health and safety.
INSTILLING HEALTH AND SAFETY CULTURE
Safety considerations are embedded in all that we do, where every person is entrusted to collectively take ownership in
upholding safety. Technically complex operations with diverse and multidisciplinary teams of people are subjected to
stringent PGB HSE standards.
Great emphasis is placed on the PETRONAS Zero Tolerance (ZeTo) Rules, applicable to all personnel working at PGB’s assets
and facilities, with compliance being monitored by top Management.
Efforts to raise awareness on Health, Safety, Security and Environment (HSSE) matters were also led by the Leadership Team
(LT) through regular Management walkabouts, engagement sessions with internal and external stakeholders to foster shared
accountability on HSSE matters, including learning from internal and external incidents.
The key elements in embedding the health and safety culture are illustrated as below:
BOARD OF DIRECTORS
LEADERSHIP TEAM
EMPLOYEESOVERSIGHT
PERFORMANCEMONITORING
COMPLIANCE
EMPLOYEES'INVOLVEMENT
RISKASSESSMENT
POLICY
01 06
02
03 04
05
SUSTAINABILITY STATEMENTS – SOCIAL
PAGE: 238
PETRONAS GAS BERHAD
Health and Safety Oversight
EMPLOYEES & UNIONS COMMUNITIES BUSINESS PARTNERS &
SUPPLIERS
GOVERNMENT
AGENCIES &
AUTHORITIES
BOARD
BOARD AUDIT COMMITTEE
PGB LEADERSHIP TEAM
GPU PLANT LEADERSHIP TEAM
GTR PLANTLEADERSHIP TEAM
The Board is generally entrusted with the overall governance of the Company, as well as to safeguard the Company’s assets
together with the Health and Safety of all stakeholders.
Oversight of Health and Safety are as follows:
Oversight Authority Frequency of Health and Safety matters presented and deliberated
Board Quarterly
Board Audit Committee Quarterly
PGB Leadership Team Monthly
GPU Plant Leadership Team Monthly
GTR Plant Leadership Team Monthly
PAGE: 239
ANNUAL REPORT 2016
Performance Monitoring
Regrettably, PGB has recorded three
fatalities involving contractor workers in
2016, despite its effort to improve the
safety and health performance in the
Company, with a clean fatality incident
recorded in the year before.
The Loss Time Injury Frequency (LTIF)
has thus increased from the previous
year of 0.31 to 0.37 in year 2016 (in
year 2014, LTIF – 0.53). The
unfortunate incidents serve as a painful
reminder that we need to do more to
improve the current HSSE standards, in
particular in managing contractor,
through a more rigorous safety
awareness and assurance programmes.
With the implementation of HSSE
culture improvement programme –
Winning Hearts and Minds towards a
generative safety culture rolled out to
all staff across 17 operating facilities in
PGB, the similar safety programme will
have to be expanded to contractor as
part of safety improvement programme.
Compliance
In 2016, we have continued with another
year of compliance to safety, health,
legal and regulatory requirements
without any fines or compounds. During
the year under review, 13 (76%) of PGB
site facilities have been certified with ISO
18001 Occupational Health and
Management System.
We have embarked on Operational
Excellence Management System
(OeXMS), streamlining all PETRONAS
HSE Management System (HSEMS), HSE
Mandatory Control Framework (MCF),
ISO requirement into operational work
flow and procedures. We conducted
the inaugural OeXMS Management
System Review in year 2016, identifying
implementation gaps for improvement
from frontline to management level.
The OeXMS Management System
Review was attended by corporate
management representatives, operating
divisions’ management representative
and staff representatives.
In addition to the inaugural OeXMS
Management System Review, we
manage our safety and health through
a periodic HSE and Operational
Excellence Steering Committee chaired
by our Managing Director/Chief
Executive Officer at the corporate level;
and HSSE Leadership Meeting chaired
by the Operating Divisions’ Heads at
the Operating Divisions level, enabling
issues escalation and resolution.
We have completed one of our HSSE
key result area in strengthening the
regulatory compliance assurance,
through the implementation of online
Legal Easy System. It enables easy
interpretation of legal and regulatory
requirement, which helps the
evaluation of regulatory compliance
and action tracking to be more
efficient.
Policies
PGB is committed to Health, Safety,
Security and Environment (HSSE)
excellence in all its activities, with the
HSSE risks identified and managed to
as low as reasonably practical. We
manage identified HSSE risks to ensure
integrity of assets in safeguarding our
workforce, third party personnel and
the community living around the
operating facilities. This commitment is
stated in our HSSE Policy. The policy
statement encompasses its employees,
as well as its contractors.
The commitment towards safety is
extended with Stop Work Policy, which
empower staff, contractors or partners
at the frontline to stop any work
should any immediate risk arise that
would cause harm to people or
damage the environment.
In managing our HSSE activities, we
adopt PETRONAS HSEMS and
PETRONAS HSE MCF.
Our safety considerations in our
operations are subjected to the
stringent requirement of the PETRONAS
HSE Management System and
PETRONAS Technical Standards. We
leverage on the lesson learnts and best
practices across the PETRONAS Group
of Companies that are updated to the
PETRONAS Technical Standards.
The HSSE requirements are cascaded
to members of the workforce and
contractors via various platforms such
as contractual obligations, formal and
informal engagement sessions,
including other means of
communication such as trainings and
briefings. Assurance programmes are
established to review and verify the
effectiveness of the HSSE controls. The
approach to safety involves ensuring
the design, technical and operational
integrity of assets, focusing on the
adequacy as well as effectiveness of
control barriers.
Risk Assessment
In line with the PETRONAS HSE
Management System (HSEMS) and
PETRONAS Technical Standards (PTS),
risks relating to our activities are
managed to ensure they are mitigated
to as low as reasonably practical.
Occupational safety and health as well
as process safety related risks are
managed not only at enterprise level
but also at operational level.
SUSTAINABILITY STATEMENTS – SOCIAL
PAGE: 240
PETRONAS GAS BERHAD
At enterprise level, major safety and
health risks are identified, assessed
managed and reviewed periodically
through the PGB Enterprise Risk
Register and Plant and Facilities Risk
Register.
At operational level, different risk
assessments are used on activity-based,
such as Hazard and Operability Study
(HAZOP), WHAT-IFs, Process Hazard
Analysis (PHA), Layer of Protection
Analysis (LOPA), Health Risk Assessment
(HSA), Chemical Health Risk Assessment
(CHRA), Job Hazard Analysis (JHA).
Operational hazards are also identified,
assessed, registered and managed
through Hazard and Effect Register
(HER), as part of Hazard and Effect
Management programme. In the year
under review, with the collaborated
effort with PETRONAS Group, we have
obtained the approval from Department
of Occupational Safety and Health
(DOSH) in using a Generic Chemical
Health Risk Assessment (CHRA) on Gas
Transmissions, thus providing a more
consistent, time and cost saving
approach in managing chemical risk.
Operating with hydrocarbon hazards,
managing fire safety has always been
one of the safety focuses. We have
embarked on Fire Safety Assessment
exercise at our facilities, which includes
tier-1 and tier-2 assurance programme
on fire safety based on the PTS on
Management of Fire Protection System.
In addition, adequacy of fire safety
protection system of RGTSU, our only
offshore operation facility, was also
reviewed, based on the latest PTS
requirements.
PAGE: 241
ANNUAL REPORT 2016
Employees’ Involvement
PGB adopts a holistic approach on safety across its business value chain in Malaysia.
The following activities are continuously carried out by employees to strengthen existing controls for identified HSSE risk
areas:
(i) Safety Process
We work towards enhancing the design, technical and operational integrity of our assets by deploying engineering
solutions based on internationally accepted codes and standards on process safety. This means, Design it Right, Operate
it Right and Maintain it Right in line with the requirements of PETRONAS’ HSEMS and MCF. The ultimate aim is to
protect the environment and ensure continual improvement of the Company’s HSSE management and performance. This
includes preventing Loss of Primary Containment (LOPC).
HSSE AT HEART PROGRAMME
STAFF
Safety Processes
Capability Development
Emergency Preparedness and Crisis
Management
Fire Safety Assessment
2,117
SUSTAINABILITY STATEMENTS – SOCIAL
PAGE: 242
PETRONAS GAS BERHAD
(ii) HSSE Capability Development
PGB’s frontline personnel are the centre to the
Company’s growth and contribute significantly towards
HSSE value creation, a central component for enhanced
operational excellence. Considering this, three areas of
specialisation, particularly operation safety, industrial
hygiene, and occupational health were included as part
of the Technical Trade Specialist (TTS) framework for
non-executives. This scheme, while providing an
alternative career progression opportunity, retains the
tacit technical knowledge and niche HSSE skills.
We leverage on the structured training programmes
provided by PETRONAS Competency Assessment System
(PECAS) for technical non-executives, Accelerated
Capability Development (ACD) for technical executives,
and Skill Group Health, Safety, Environment technical
trainings in providing the necessary skillsets in managing
HSSE. Apart from that, PGB also enlisted 36 HSSE
compulsory trainings into our in-house Gas Academy
and Transmission Academy training programmes, made
available to all staff through scheduled training.
PAGE: 243
ANNUAL REPORT 2016
(iii) Emergency Preparedness and Crisis Management
Ongoing emergency response and crisis management
exercises as well as programmes further elevated the
Group’s preparedness, including response capabilities to
manage major fires and oil spills, among others. The
primary aim being to minimise harm on people via
effective solutions and swift response time, while
upholding business resilience by adequately controlling
exposure to current and emerging risks.
Regular training and engagement sessions with various
parties such as local government agencies, host country
authorities, business partners, contractors and local
community members wherever PETRONAS operates
underscores the strategy to foster a closer working
relationship in addressing emergencies as well as crisis
situations. A multidisciplinary internal task force was
formed to enhance existing current emergency plans
and processes, based on findings derived from the
various exercises conducted.
(iv) Fire Safety Assessment
PGB conducted Fire Safety Assessments (FSA) at
selected operating facilities to assess the adequacy as
well as operational readiness of its fire protection
systems. Training and coaching sessions on the FSA
were held for plant personnel to strengthen internal
capacity for conducting the necessary reviews based on
the PETRONAS Technical Standard on Management of
Fire Protection Systems, while instilling greater
ownership and accountability among the identified
individuals. Classroom sessions on the FSA techniques
were supported by practical plant inspection activities to
assess the operational conditions of the existing fire
protection systems.
To promote safety culture among staffs, Winning Hearts
& Minds programme were rolled out to 17 sites in PGB,
with 30 sessions of HSSE culture improvement
workshops conducted with collaboration with
PETRONAS Leadership Centre (PLC). Each session of the
workshop was attended by 20 staffs of all level, to
improve on HSSE culture awareness, work risk
assessment, and HSSE site supervision. In addition, HSE
Week was executed at all sites between August to
November 2016 by the respective facility site, including
programme namely HSE Fun Quiz, HSE Explorace, Plant
Mega Housekeeping and HSE Recognition Day.
In 2016, the following activities were organised by
employees at site:
a) 2016 GPS Green Run and Green Cyclethon in
conjunction with National Environment Day was
held on 21 September 2016 which involved 107
staff as well as contractors.
b) Awards was given to employees and contractors
who had shown outstanding performance in areas
related to HSSE during Gas Processing Unit (GPU)
Recognition Day on 9 October 2016. The event
also includes motivation talk on Occupational
Safety and Healthy (OSH) and blood donation drive.
c) Periodic HSE Audits in plants to promote safe
behaviour and to educate the importance to follow
HSSE rules and work safely during turnaround days.
d) Health Programme namely Biggest Loser which had
assisted obese staff to reduce weight under series
of motivational talks and physical activities.
Previous recognitions received for the HSSE
programmes:
• Gas Processing Kertih (GPK), the Malaysian Society
for Occupational Safety and Health (MSOSH) OSH
Grand Award Winner 2015-Superior OSH
Performance
• Utilities Kertih (UK) MSOSH OSH Gold Merit Award
Winner 2015-Excellent OSH Performance
• Gas Processing Santong (GPS) MSOSH OSH Gold
Class 1 Award Winner 2015-Very Good OSH
Performance
• Utilities Gebeng (UG) MSOSH OSH Gold Class 1
Award Winner 2015-Very Good OSH Performance
SUSTAINABILITY STATEMENTS – SOCIAL
PAGE: 244
PETRONAS GAS BERHAD
INVESTING IN OUR PEOPLE
The Company aspires to attract and retain the best talent, develop and nurture a highly engaged and capable workforce to
become an efficient and empowered organisation, as this is critical for PGB to remain relevant. To ensure our employees
have the right skills and capabilities to execute their roles efficiently and effectively, we provide continuous Leadership and
Capability Development Programmes to enhance their professional and personal development.
EMPLOYEE DATA 2015 2016
No of Staff Under Collective Bargaining Agreements 1,107 1,133
Long Service Award 139 331
15 56 105
20 20 96
25 10 78
30 16 7
35 5 8
Retirees 32 37
EMPLOYEE DEVELOPMENT
Total mandays training per employee 9.78 days 10.33 days
Planned mandays 7 days 7 days
Training investment per employee (RM) RM7,824.19 RM6,347.90
Malaysian
Total Employees
Female
ATTRITION RATE
Technical
Non-Technical
Male
35 years
35 years
Other Nationalities
age
age142,103
2,117
2015: Malaysian = 2,173
2015: Technical = 80% 2015: 1%
2015: Male = 1,810 2015: Above 35 years = 52%
2015: Other Nationalities = 14
2015: Non-Technical = 20%
2015: Female = 377 2015: Below 35 years = 48%
1,788
46%
0.7%
80%
20%
< >
54%329
PAGE: 245
ANNUAL REPORT 2016
Talent Capability
As at December 2016, we had 2,117 employees at 15
locations. The number was less than the total of 2,187 at
end 2015 due to a new empowered and efficient
organisational structure implemented effective 1 January
2017, as well as business needs.
Accelerating Culture Change (ACC) for PGB Leaders
To support our 3ZERO100 Transformation, 31 managers
attended the Accelerating Culture Change (ACC) programme,
designed to enhance their competencies to Drive Direction
and Lead Change, as well as Innovation and Interpersonal
Effectiveness. The two-day programme adopted PETRONAS’
leadership tools as well as its Culture Beliefs to provide
clarity of required leadership and accountability as a
foundation of change efforts.
IR9 Our effort to instill PGB Desired Culture (C2) in decision making process.
Enhanced Building Leaders Programme (BLP)
We further enhanced the BLP which serves to develop
leadership qualities in talents from the senior executive level
to managers. We were more selective in the selection of
participants, adopting PETRONAS’ Employee Potential (EP)
criteria, and reinforced the content to lend further support
to our 3ZERO100 Transformation. The participants will
undergo a two-year customised Leadership Programme. The
30 talents selected for the enhanced BLP are still undergoing
training while 122 past graduates have assumed various
leadership roles in PGB and PETRONAS.
Grievances Management
In addressing grievances among staff, we have adopted
PETRONAS’ Grievance Management Policies and Procedures
where staff can express their grievances in an official manner
and ensure that proper and fair treatment were given to
them. For minor grievances, the cases will be managed at
departmental level and may escalate up to PETRONAS level
should it is still not resolved.
Long Services Award 2016 at Gas Processing and Utilities Division.
Employee Engagement
We engage frequently with our employees through various
activities and provide open platforms on which we share
common interests and work together to address any
differences. The higher level engagement sessions have
managed to drive change and accelerate our transformation
through common understanding of the Company’s strategy.
Formal Sessions
• Majlis Sekalung Budi held at the PETRONAS Twin Towers
in Kuala Lumpur, Segamat, Johor and Kertih, Terengganu
• 36 HR engagement sessions with staff
• Quarterly briefing sessions with the Trade Union
representative
SUSTAINABILITY STATEMENTS – SOCIAL
PAGE: 246
PETRONAS GAS BERHAD
Informal Sessions
We engage with employees – from non-executives to
Leadership Team – in informal settings to further enhance
working relationships, engender a feeling of belonging, and
strengthen our team spirit. New activities were introduced to
keep high interest level and these include the Super Heroes
League, a monthly game session held at our Head Office
during lunch breaks. Other informal sessions include board
and miniature games as well as puzzles.
In order to encourage our staff to be fit and healthy, we
organised a two-month PGB Biggest Body Transformation
programme, under which twice weekly fitness-related activities
were held, such as aerobics and circuit training classes. These
were conducted by three PGB staff who are certified fitness
trainers. Participants’ baseline data such as body weight, body
fat and body measurements were recorded at the initial and
final weeks of the challenge. At the end of the programme,
three participants each from the male and female categories,
were named as winners based on the approved judging criteria.
PAGE: 247
ANNUAL REPORT 2016
ENRICHING COMMUNITIES
We believe we have a duty to care for the well-being of the marginalised and underprivileged in the communities that
surround our operations, and actively reach out to such individuals through our Corporate Social Responsibility (CSR) efforts.
We constantly reinforce our Corporate Social Investment (CSI) through the following flagship programmes.
Livelihood Programme
We collaborate with Yayasan Salam Malaysia on the Livelihood programme which aims to impart baking and entrepreneurial
skills to women from low-income households (of RM3,000 or less a month). Classes are held twice a week at the
community centres in Hulu Langat, Selangor and Segamat, Johor. Apart from baking and pastry-making, the women are
taught basic accounting and marketing skills. 2016 was the second year of our involvement in this programme. We were
pleased when participants at the Hulu Langat centre secured some RM60,000 worth of orders for Aildifitri cakes and cookies.
Free Market
We organised our second Free Market, a variation on the theme of a flea market, where our staff offered their own pre-loved
items, from clothes to toys, to underprivileged families. The event was held in collaboration with Kuala Lumpur-based charitable
organisation Nadi Annissa during Ramadan in aid of 60 families in Desa Mentari, Subang, Selangor. At the event, we also
presented 111 boys and girls with new baju melayu and baju kurung.
SUSTAINABILITY STATEMENTS – SOCIAL
PAGE: 248
PETRONAS GAS BERHAD
Program Sentuhan Kasih PETRONAS (PSKP)
PSKP, launched in 2005, aims at nurturing the spirit of giving
and volunteerism among PETRONAS’ employees and
affiliates. In 2016, we gave 10kg of rice each to 95 low-
income families from the Desa Mentari flats during Ramadan.
The donation was organised together with Nadi Annissa
which helped to identify the deserving families.
Program Sentuhan Ilmu PETRONAS (PSIP)
PSIP was introduced in 2002 by PETRONAS to offer academic
and non-academic assistance to underperforming students
from low-income families at selected primary schools.
Academically, the programme helps to improve the children’s
performance in English, Science and Mathematics. In 2016, we
continued to facilitate various fun learning and other activities
under this programme for the students of Sekolah Kebangsaan
Cherana Puteh in Simpang Ampat, Melaka which we adopted
in 2013.
PSIP Programme at Sekolah Kebangsaan Cherana Puteh, Simpang Ampat, Melaka.
PAGE: 249
ANNUAL REPORT 2016
08
ACHIEVEMENTS
254 2016 Significant Events
256 2016 Media Milestones
258 2016 Calendar of Events
262 Awards and Achievements
265 Past Awards
2016 SIGNIFICANT EVENTS
Execution of a Facility Agreement with Mizuho Bank Ltd
on 7 January 2016 for a USD500 million Term Loan Facility
to finance the Group’s general corporate funding purposes
including, but not limited to, capital expenditure.
Signing ceremony of Shareholders Agreement Between PETRONAS Gas Berhad and Linde Malaysia Sdn Bhd for
the development of the Air Separation Unit (ASU) project in
Pengerang, Johor.
PGB’s involvement in the ASU project is an expansion to
its existing business of providing industrial gasses from the
Centralised Utilities Facilities (CUF) in Kertih, Terengganu
and Gebeng, Pahang.
Successful completion of both Liquefied Natural Gas (LNG) tanks for LNG Regasification Terminal in Pengerang, Johor (RGTP) located
within the Pengerang Integrated
Complex (PIC). The achievement was
not only significant to the development
of RGTP which is expected to
commence its operations by the fourth
quarter of 2017, but also complements
the overall development of the PIC.
The milestone achievement were
signified by the momentous air-rising
of the tanks roof which took about
three hours respectively and followed
by five hours of welding works
respectively, to secure the roofs into
position.
7 JANUARY
28 AUGUST
15 AUGUST
PAGE: 254
PETRONAS GAS BERHAD
PGB signed Long Term Service Agreement (LTSA) with TNB Repair and Maintenance Sdn Bhd (TNB REMACO) of
gas turbine and related equipment at Utilities Kertih and
Utilities Gebeng. The six-year contract will see TNB REMACO
performs the maintenance work at both facilities. The scope
will cover the supply of turbine spare parts, manpower
supply during the inspections and refurbishment of the
turbine components.
Gas Processing and Utilities Division (GPU) was awarded with five gold awards of the Royal Society for the Prevention of Accidents (RoSPA) Occupational Health and Safety Awards 2016 ROSPA. This was as a result of GPU
excellent performance and demonstration of well-developed
occupational health and safety management system and
culture, outstanding control of risk and very low levels or
error, harm and loss. The awards also further reaffirmed PGB’s
pledge in promoting HSE-compliant working environment.
PGB won for the third consecutive year the Industry Excellence Award for Listed Companies of the
prestigious National Annual Corporate Report Awards (NACRA) for the Industrial Products and Technology
category.
The theme for Annual Report 2015, “Transform to
Perform”, reflects PGB’s continued focus on its ongoing
transformation journey to attain sustainable world class
standards befitting PGB’s role as a Leading Gas
Infrastructure and Utilities Company.
26 NOVEMBER15 SEPTEMBER
6 DECEMBER
PAGE: 255
ANNUAL REPORT 2016
PAGE: 256
PETRONAS GAS BERHAD
2016MEDIAMILESTONES
PAGE: 257
ANNUAL REPORT 2016
PAGE: 258
PETRONAS GAS BERHAD
2016 CALENDAR OF EVENTS
Visit by Director of
Department of
Occupational and
Health (DOSH)
Terengganu to Gas
Processing and
Utilities (GPU)
Visit by Bangladesh Minister of Ports and Shipping with PETRONAS LNG Ltd to LNG Regasification Terminal Sungai Udang (RGTSU)
Visit by top officials
from Department of
Occupational Safety
and Health (DOSH)
to Sabah-Sarawak
Gas Pipeline (SSGP)
2 FEBRUARY
17 APRIL
5 FEBRUARY
25 FEBRUARY
20 MARCH
16 APRIL
19 APRIL
28 – 29 MARCH
Visit by SAMSUNG Korea together with PETRONAS LNG Ltd
to RGTSU
Visit by Malaysian
Investment Development
Authority (MIDA) to Gas
Processing Plant (GPP) 3
PACAT pilot plant, of Gas
Processing Kertih (GPK)
Kimanis Power Sdn Bhd organised Corporate Social
Responsibility (CSR) together with Hemophilia Society –
Sabah Chapter to celebrate the inaugural ‘World Hemophilia
Day’ in Sabah with about 100 Hemophilia patients and their
families, nurses, doctors and volunteers
Shah Alam
Regional Office
conducted public
awareness
programme and
engagement
session with Local
Authority, Majlis
Perbandaran
Subang Jaya
Ex-Batang Berjuntai
Emergency Response Exercise
(ERE) at Shah Alam Regional
Office
PGB 33rd Annual General Meeting
PAGE: 259
ANNUAL REPORT 2016
19 APRIL
11 JUNE
2 AUGUST
3 AUGUST19 JUNE
26-30 JUNE
26 APRIL
28 JUNE
Public Awareness
programme at
Pantai Puteri Hotel,
Melaka with local
authorities, local
community and
customers
CSR Rice Donation
programme, Projek
Perumahan Rakyat Miskin
Tegar (PPRT) Desa
Mentari, Petaling Jaya
Environment Institute of
Malaysia, Department of
Environment visit to
Gas Processing Kertih
and Gas Processing
Santong
PGB Contractors Forum 2016
was attended by 50 PGB
contractors from various fields
such as turnaround,
maintenance and projects.
Objectives of the event was to
impart best practices between
PGB and Contractors as well as
to serve as a platform for
continuous engagement
between both parties. At the
event, PGB, together with its
contractors also signed the
Contractors Integrity Pledge
“Free Market” CSR
activity in conjunction
with Aidilfitri for 100
less fortunate families
where they were
invited to choose items
ranging from clothing,
shoes, shirts, trousers,
shoes, and many more
Kimanis Power
Sdn Bhd visited
70 homes of less
fortunate people
in five villages of
Kimanis District
during Ramadhan
month
Engagement session and
public awareness
programme with factory
operator nearby PGB’s
Right of Way
2016 CALENDAR OF EVENTS
PAGE: 260
PETRONAS GAS BERHAD
Engagement session and
familiarisation visit by
community leaders from
Mukim Kertih and Kemasek
to GPK with the objectives
to enhance relationship and
to create public awareness
on the operations and
safety
15 AUGUST
29 AUGUST28 SEPTEMBER
22 SEPTEMBER
26 SEPTEMBER
11 OCTOBER
23 SEPTEMBER
25 AUGUST
Shareholders’
familiarisation visit
to PGB facility at
Gebeng to learn
more about the
Utilities facility
Public awareness programme and engagement session
organised by Miri Regional Office with petrol stations
operator located near the pipelines
Visit by newly appointed BOMBA State Director of Melaka to
RGTSU to learn and experience the offshore terminal and
facilities
Miri Regional Office Emergency Response Exercise
Tier 1 Field #03 for Miri Gas Distribution System
(MGDS) Operation and Maintenance
Engagement session
and familiarisation
visit by community
leaders from Kuantan
area to Utilities
Gebeng with the
objectives to
enhance relationship
and to create public
awareness on the
operations and safety
Engagement session with delegates from Majlis
Perbandaran Seremban
Beach cleaning activity at Esplanade, Miri as part of
PGB’s CSR Programme on environment
PAGE: 261
ANNUAL REPORT 2016
Visit by officials from Bank
Negara Malaysia, Suruhanjaya
Tenaga, Ministry of Finance,
Ministry of Domestic Trade,
Co-operative and
Consumerism (KPDNKK),
Department of Statistics and
Malaysia External Trade
Development Corporation
(MATRADE) to GPK
24 NOVEMBER
21 – 22 OCTOBER
22 NOVEMBER
31 OCTOBER
9 NOVEMBER
24 NOVEMBER
25 JANUARY
3 NOVEMBER
Corporate Social Investment (CSI) activity by Kimanis Power
Sdn Bhd through contribution of school facilities such as tables
and chairs to SK Kambizaan, Papar and SK Mandahan, Kimanis
Exhibition: Program Hari Alam Sekitar Negara, Peringkat
Negeri Johor
Ex-Gadut Tier 2 Drill Exercise at
Seremban City Gate Station
Ex-Long Kevok Tier 2 Field Exercise was carried out at East
Malaysia Office SSGP
Visit by
Asia-Pacific
Economic
Cooperation
together with
Energy
Commission
to RGTSU
Visit by Tenaga Nasional Berhad (TNB) Kenyir to Utilities Kertih
Engagement on
2015 Annual
Report Scorecard
with Minority
Shareholder
Watchdog Group
(MSWG)
PAGE : 262
PETRONAS GAS BERHAD
AWARDS AND
ACHIEV
PAGE : 263
ANNUAL REPORT 2016
EMENTS
20
16
AW
AR
DS
1. SIRIM
PETRONAS Gas Berhad (PGB):
i. Information Security Management System
Certification (ISO/IEC 27001:2005)
ii. SIRIM International Quality Management
System Certification (ISO 9001)
iii. Environment Management System
Certification (ISO 14001:2004)
iv. Occupational Health and Safety
Management System (OHSAS 18001:2007)
v. Occupational Health and Safety
Management System (MS 1722:2011)
Gas Processing and Utilities (GPU):
i. Information Security Management System
Certification (ISO/IEC 27001:2005)
2. Royal Society for the Prevention of Accidents (ROSPA) Occupational Health and Safety Awards 2016
Five Gold Awards for GPU (Gas Processing
Kertih, Gas Processing Santong, Utilities Kertih,
Utilities Gebeng and Tanjung Sulong Export
Terminal) by the ROSPA registered in England
3. Malaysian Society for Occupational Safety and Health (MSOSH) Award 2015
GPU Plant:
i. Gas Processing Kertih (GPK)
• MSOSH OSH Grand Award Winner 2015
– Superior OSH Performance
ii. Utilities Kertih (UK)
• MSOSH OSH Gold Merit Award Winner
2015 – Excellence OSH Performance
iii. Gas Processing Santong (GPS)
• MSOSH OSH Gold Class 1 Award
Winner 2015 – Very Good OSH
Performance
iv. Utilities Gebeng (UG)
• MSOSH OSH Gold Class Award Winner
2015 – Very Good OSH Performance
4. Focus Malaysia
Ranked fifth in the Most Transparent Big
Stock Award in a research undertaken by
Focus Malaysia, a leading English business
weekly newspaper
5. Minority Shareholder Watchdog Group (MSWG) Malaysia – Asean Corporate Governance Transparency
Award winner under the Industry Excellence
– Oil and Gas Category
6. National Annual Corporate Report Award (NACRA) 2016
Award winner under the Industrial Products
and Technology category for the third
consecutive year
7. FTSE4Good Bursa Malaysia Index
PGB remains a constituent of the FTSE4Good
Bursa Malaysia Index, following the 2016
assessment. The FTSE4Good Index Series is
designed to identify companies that
demonstrate strong Environmental, Social and
Governance practices measured against
globally recognised standards
8. Association of Chartered Certified Accountants (ACCA) Malaysia Sustainability Report Award (MaSRA) 2016
Top 20 companies shortlisted in MaSRA 2016
AWARDS AND ACHIEVEMENTS
PAGE: 264
PETRONAS GAS BERHAD
20
15
20
14
1. Focus Malaysia
Ranked ninth in the Most Transparent
Big Stock Award in a research
undertaken by Focus Malaysia, a
leading English business weekly.
2. National Annual Corporate Report Awards (NACRA) 2015
Award winner under Industrial
Products and Technology category.
3. FTSE4Good Bursa Malaysia Index
PGB remains a constituent of the
FTSE4Good Bursa Malaysia Index,
following the 2015 assessment.
PGB was bestowed with the IKM
Laboratory Excellence Award 2015
certified by the Institut Kimia Malaysia
(IKM) [Malaysia Chemical Institute] in
the testing of gas, water and waste
water for each of its laboratory -
GPS, GPK, UK and TSET, all located in
Terengganu; as well as UG in Pahang.
• Jabatan Alam Sekitar Award for
compliance with all stipulated
conditions related to the management
of scheduled wastes.
• IQNet and SIRIM International Quality
Management System ISO 9001:2008.
AW
AR
DS
AW
AR
DS
CERTIFICATIONSCE
RT
IFIC
AT
ION
S
PAGE: 265
ANNUAL REPORT 2016
PAST AWARDS
1. Finance Asia Award
Named the third Best Managed
Company in Malaysia.
2. MSWG-ASEAN Corporate Governance Index 2014
The best corporate governance
practices including transparency and
performance in the Oil and Gas
sector.
3. The Edge Billion Ringgit Club
Best Performing Industrial Stock with
a market capitalisation of more than
RM10 billion in the Industrial sector.
4. Focus Malaysia Award
Named the fourth Most Transparent
Big Stock in Malaysia.
5. National Annual Corporate Report Awards (NACRA) 2014
Award winner in the Industrial
Products and Technology category.
6. FTSE4Good Bursa Malaysia Index
PETRONAS Gas Berhad was included
in the FTSE4Good Bursa Malaysia
Index, a newly-launched Index by the
local bourse, which is designed to
identify companies that demonstrate
strong Environmental, Social and
Governance practices measured
against globally-recognised standards.
09
STAKEHOLDER INFORMATION
268 Analysis of Shareholdings
268 Classification of Shareholders
269 Share Capital
269 List of Substantial Shareholders
269 List of Directors’ Shareholdings
270 List of 30 Largest Shareholders
272 Summary and Usage of
Landed Property,
Plant and Equipment
282 Top 10 Landed Plant,
Property & Equipment
283 Corporate Directory
284 FTSE4Good Index
292 Independent Assurance Statement
294 Notice of Annual General Meeting
298 Administrative Details for the
34th Annual General Meeting
299 Glossary
• Proxy Form
CategoryNo. of
Shareholders% of Total
ShareholdersNo. of Shares
% of Total Shareholdings
Less than 100 643 6.41 3,580 0.00
100 - 1,000 6,774 67.52 6,182,895 0.31
1,001 - 10,000 1,842 18.36 6,198,268 0.31
10,001 - 100,000 468 4.66 18,310,797 0.93
100,001 to less than 5% of issued shares 303 3.02 454,424,743 22.97
5% and above of issued shares 3 0.03 1,493,611,632 75.48
Total 10,033 100.00 1,978,731,915 100.00
Category
No. of Shareholders No. of Shares Shares Percentage
Malaysian Foreigner Malaysian Foreigner Malaysian Foreigner
Individuals 8,444 95 11,709,715 283,709 0.59 0.01
Body Corporate
Banks/Finance companies 65 0 313,029,100 0 15.82 0.00
Investment Trusts/Foundation/
Charities 6 0 139,000 0 0.02 0.00
Other types of companies 189 6 2,225,904 1,363,600 0.11 0.07
Government Agencies/
Institutions 6 0 1,435,000 0 0.07 0.00
Nominees 656 566 1,483,930,257 164,615,630 74.99 8.32
Others 0 0 0 0 0.00 0.00
Total 9,366 667 1,812,468,976 166,262,939 91.60 8.40
* As at 17 February 2017
PAGE: 268
PETRONAS GAS BERHAD
ANALYSIS OF SHAREHOLDINGS*
CLASSIFICATION OF SHAREHOLDERS*
No. NameNo. of Shares
% of TotalShareholding
1. Datuk Mohd Anuar Taib Nil Nil
2. Dato’ Ab. Halim Mohyiddin 5,000 0.00
3. Habibah Abdul Nil Nil
4. Yusa’ Hassan Nil Nil
5. Emeliana Dallan Rice-Oxley Nil Nil
6. Wan Shamilah Wan Muhammad Saidi Nil Nil
7. Heng Heyok Chiang @ Heng Hock Cheng Nil Nil
LIST OF LEADERSHIP TEAM’S SHAREHOLDINGS*
None of the Leadership Team members held any shares in PGB.
* As at 17 February 2017
No. NameNo. of Shares
% of TotalShares
1. CIMB Group Nominees (Tempatan) Sdn Bhd
- Exempt AN for Petroliam Nasional Berhad
- Exempt AN for Petroliam Nasional Berhad (PRF)
1,199,768,000
536,400
60.63
0.03
TOTAL 1,200,304,400 60.66
2. Employees Provident Fund Board 200,491,732 10.13
3. Kumpulan Wang Persaraan (Diperbadankan) 108,079,100 5.46
Share Capital : RM1,978,731,915 comprising 1,978,731,915
Class of Shares : Ordinary Shares
Voting Rights : One Vote Per Ordinary Share (On A Poll)
PAGE: 269
ANNUAL REPORT 2016
SHARE CAPITAL*
LIST OF DIRECTORS’ SHAREHOLDINGS*
LIST OF SUBSTANTIAL SHAREHOLDERS*
No. NameNo. of Shares
% of Total Shareholdings
1. CIMB GROUP NOMINEES (TEMPATAN) SDN BHD
EXEMPT AN FOR PETROLIAM NASIONAL BERHAD
1,199,768,000 60.63
2. CITIGROUP NOMINEES (TEMPATAN) SDN BHD
EMPLOYEES PROVIDENT FUND BOARD
190,205,132 9.61
3. KUMPULAN WANG PERSARAAN (DIPERBADANKAN) 103,638,500 5.24
4. AMANAHRAYA TRUSTEES BERHAD
AMANAH SAHAM BUMIPUTERA
62,577,300 3.16
5. AMANAHRAYA TRUSTEES BERHAD
AMANAH SAHAM MALAYSIA
29,958,300 1.51
6. CARTABAN NOMINEES (ASING) SDN BHD
EXEMPT AN FOR STATE STREET BANK & TRUST COMPANY (WEST CLT OD67)
22,874,960 1.16
7. AMANAHRAYA TRUSTEES BERHAD
AMANAH SAHAM WAWASAN 2020
20,683,400 1.05
8. AMANAHRAYA TRUSTEES BERHAD
AMANAH SAHAM BUMIPUTERA 2
16,316,300 0.82
9. AMANAHRAYA TRUSTEES BERHAD
AS 1MALAYSIA
15,358,100 0.78
10. MALAYSIA NOMINEES (TEMPATAN) SENDIRIAN BERHAD
GREAT EASTERN LIFE ASSURANCE (MALAYSIA) BERHAD
(PAR 1)
13,515,000 0.68
11. HSBC NOMINEES (ASING) SDN BHD
BBH AND CO BOSTON FOR VANGUARD EMERGING MARKETS STOCK INDEX FUND
12,659,496 0.64
12. AMANAHRAYA TRUSTEES BERHAD
AMANAH SAHAM DIDIK
10,944,000 0.55
13. HSBC NOMINEES (ASING) SDN BHD
EXEMPT AN FOR JPMORGAN CHASE BANK, NATIONAL ASSOCIATION (U.S.A)
10,757,250 0.54
14. AMSEC NOMINEES (TEMPATAN) SDN BHD
MTRUSTEE BERHAD FOR CIMB ISLAMIC DALI EQUITY GROWTH FUND (UT-CIMB-
DALI)
9,461,700 0.48
15. CARTABAN NOMINEES (TEMPATAN) SDN BHD
PAMB FOR PRULINK EQUITY FUND
8,687,000 0.44
PAGE: 270
PETRONAS GAS BERHAD
LIST OF 30 LARGEST SHAREHOLDERSREGISTERED AS AT 17 FEBRUARY 2017
No. NameNo. of Shares
% of Total Shareholdings
16. MAYBANK NOMINEES (TEMPATAN) SDN BHD
MAYBANK TRUSTEES BERHAD FOR PUBLIC ITTIKAL FUND (N14011970240)
7,300,000 0.37
17. AMANAHRAYA TRUSTEES BERHAD
PUBLIC ISLAMIC DIVIDEND FUND
7,223,000 0.37
18. PERMODALAN NASIONAL BERHAD 6,947,900 0.35
19. AMANAHRAYA TRUSTEES BERHAD
PUBLIC ISLAMIC SELECT ENTERPRISES FUND
5,739,200 0.29
20. AMANAHRAYA TRUSTEES BERHAD
PUBLIC ISLAMIC SECTOR SELECT FUND
4,961,500 0.25
21. MAYBANK NOMINEES (TEMPATAN) SDN BHD
MAYBANK TRUSTEES BERHAD FOR PUBLIC REGULAR SAVINGS FUND
(N14011940100)
4,897,500 0.25
22. CARTABAN NOMINEES (ASING) SDN BHD
GIC PRIVATE LIMITED FOR GOVERNMENT OF SINGAPORE (C)
4,688,400 0.24
23. AMANAHRAYA TRUSTEES BERHAD
PUBLIC ITTIKAL SEQUEL FUND
4,650,800 0.24
24. PERTUBUHAN KESELAMATAN SOSIAL 4,122,600 0.21
25. CITIGROUP NOMINEES (TEMPATAN) SDN BHD
EMPLOYEES PROVIDENT FUND BOARD (CIMB PRIN)
3,577,900 0.18
26. CITIGROUP NOMINEES (TEMPATAN) SDN BHD
EMPLOYEES PROVIDENT FUND BOARD (NOMURA)
3,342,700 0.17
27. CITIGROUP NOMINEES (ASING) SDN BHD
LEGAL & GENERAL ASSURANCE (PENSIONS MANAGEMENT) LIMITED (A/C
1125250001)
3,325,322 0.17
28. AMANAHRAYA TRUSTEES BERHAD
PUBLIC ISLAMIC EQUITY FUND
3,231,600 0.16
29. HSBC NOMINEES (ASING) SDN BHD
HSBC BK PLC FOR ABU DHABI INVESTMENT AUTHORITY (TRANG)
3,228,065 0.16
30. DB (MALAYSIA) NOMINEE (ASING) SDN BHD
SSBT FUND DU22 FOR CAISSE DE DEPOT ET PLACEMENT DU QUEBEC
2,931,142 0.15
PAGE: 271
ANNUAL REPORT 2016
A summary and usage of the landed property, plant and equipment of PETRONAS Gas Berhad and its subsidiaries as at
31 December 2016:
LocationAcquisitionDate Tenure
Descriptionand usage
Land Area
(hectare)
Age of Plant and
Building (years)
Build-up Area
(sq. m)
Net Book Value
as at 31 December
2016 (RM’000)
TERENGGANU
Gas Processing Plants,
Kertih Km 105,
Jalan Kuantan-Kuala Terengganu,
24300 Kertih, Kemaman,
Terengganu Darul Iman
Lot No. 1903
Lot No. 3541
Lot No. 1902
30.09.1991
30.09.1991
30.09.1991
Leasehold
Expiry:
28.02.2043
(Sub-Lease
60 years)
03.04.2050
(60 years)
26.02.2082
(99 years)
Leasehold land
Plant
GPP 1
GPP 2
GPP 3
GPP 4/DPCU 2
Compressor
station
Office
Administration
building 1
Administration
building 2
Fire station
87.9
34.6
2.7
32.3
24.4
24.1
22.5
25.1
31.4
26.7
28.8
95,998
123,310
123,310
266,400
65,010
1,282
6,892
3,248
2,220,613
PAGE: 272
PETRONAS GAS BERHAD
SUMMARY AND USAGE OF LANDED PROPERTY, PLANT AND EQUIPMENTAS AT 31 DECEMBER 2016
LocationAcquisitionDate Tenure
Descriptionand usage
Land Area
(hectare)
Age of Plant and
Building (years)
Build-up Area
(sq. m)
Net Book Value
as at 31 December
2016 (RM’000)
Gas Processing Plants,
Paka Km 8, Kg. Tok Arun,
Off Jalan Santong
23100 Paka, Dungun,
Terengganu Darul Iman
Lot No. 7346
Lot No. 7220
03.08.1997
03.08.1997
Leasehold
Expiry:
13.07.2058
(60 years)
20.06.2058
(60 years)
Leasehold land
Plant
GPP 5
GPP 6
DPCU 3
Office
Administration
building
(Vacant)
189.6
26.9
17.9
17.0
18.3
19.2
200,000
220,000
60,000
12,220
866,341
Export Terminal Operation,
Tanjung Sulong,
24000 Kemaman,
Terengganu Darul Iman
Lot No. 1314
Lot No. 1333
24.07.1993
24.07.1993
Leasehold
Expiry:
19.03.2025
(40 years)
11.03.2027
(40 years)
Leasehold land
Plant
Unit 1, 2, 3, 4
Office
Administration
building
Marine facility
Breakwater
Jetty
9.7
2.8
32.1
32.1
1,146
251,746
PAGE: 273
ANNUAL REPORT 2016
SUMMARY AND USAGE OF LANDED PROPERTY, PLANT AND EQUIPMENTAS AT 31 DECEMBER 2016
LocationAcquisitionDate Tenure
Descriptionand usage
Land Area
(hectare)
Age of Plant and
Building (years)
Build-up Area
(sq. m)
Net Book Value
as at 31 December
2016 (RM’000)
Utilities Plant, Kertih
Kertih Integrated Petrochemical
Complex,
Km 105, Jalan Kuantan-
Kuala Terengganu,
24300 Kertih,
Kemaman,
Terengganu Darul Iman
Lot No. 8065 21.12.1999
Leasehold
Expiry:
19.08.2060
(60 years)
Leasehold land
Plant
CGN B
CGN C
CGN D, E, F
Water plant
CGN G
ASU
Lab & workshop
Control room
Office
Administration
building
37.1
17.1
17.1
16.6
16.6
16.7
15.8
15.8
15.6
15.9
667
667
2,000
2,000
667
15,451
729
1,820
514
461,691
PAHANG
Kuantan Regional
Operations Office Lot 1, Sector 1,
Bandar Indera Mahkota
25200 Kuantan,
Pahang Darul Makmur
Lot No. PT16756 04.01.1989
Leasehold
Expiry:
04.01.2088
(99 years)
Leasehold land
Office
Regional office
11.2
25.2 2,428
7,786
Kuantan Compressor Station,
Kampung Mahkota,
Km 19, Jalan Gambang,
26070 Kuantan,
Pahang Darul Makmur
Lot No. 104462 04.01.1989
Leasehold
Expiry:
26.08.2101
(99 years)
Leasehold land
Plant
Compressor
station
Compressor
station
20.1
23.1
7.2
1,142
4,378
113,967
PAGE: 274
PETRONAS GAS BERHAD
LocationAcquisitionDate Tenure
Descriptionand usage
Land Area
(hectare)
Age of Plant and
Building (years)
Build-up Area
(sq. m)
Net Book Value
as at 31 December
2016 (RM’000)
Utilities Plant, Gebeng
Lot 139A, Gebeng Industrial Area,
Phase III,
26080 Kuantan,
Pahang Darul Makmur
Lot No. PT15127
17.11.1999 Leasehold
Expiry:
08.01.2100
(99 years)
Leasehold land
Plant
CGN A
CGN B
CGN C
N2GEN
Water plant
Office
Maintenance
building
Warehouse
18.8
17.1
17.1
17.1
17.1
16.6
15.6
15.6
667
667
667
360
2,000
1,015
1,004
248,246
JOHOR
Segamat Operation Centre,
Gas Transmission System,
KM 10, Lebuhraya
Segamat-Kuantan,
85000 Segamat,
Johor Darul Takzim
Lot No. PTD564 22.09.1991
Leasehold
Expiry:
18.02.2102
(99 years)
Leasehold land
Plant
Compressor
station
Office
Operation centre
61.3
19.0
24.4
2,792
8,080
51,701
Pasir Gudang Regional Operations
Office,
PLO 332, Jalan Perak 4,
Pasir Gudang Industrial Area,
81700 Pasir Gudang,
Johor Darul Takzim
Lot No. PTD84942 23.04.1989
Leasehold
Expiry:
22.04.2088
(99 years)
Leasehold land
Office
Regional office
4.1
24.5 2,428
7,164
PAGE: 275
ANNUAL REPORT 2016
SUMMARY AND USAGE OF LANDED PROPERTY, PLANT AND EQUIPMENTAS AT 31 DECEMBER 2016
LocationAcquisitionDate Tenure
Descriptionand usage
Land Area
(hectare)
Age of Plant and
Building (years)
Build-up Area
(sq. m)
Net Book Value
as at 31 December
2016 (RM’000)
NEGERI SEMBILAN
Seremban Regional Operations
Office,
KM 11, Jalan Seremban – Tampin,
71450 Sg. Gadut, Seremban,
Negeri Sembilan Darul Khusus
Lot No. 21958 16.02.1994 Freehold
Freehold land
Office
Regional office
14.0
25.4 2,428
6,199
SELANGOR
Shah Alam Regional Operations
Office,
Lot 1, Jalan Jemuju Lima 16/13E,
Shah Alam Industrial Area,
Section 16,
40200 Shah Alam,
Selangor Darul Ehsan
Lot No. PT606 12.10.1990
Leasehold
Expiry:
11.10.2089
(99 years)
Leasehold land
Office
Regional office
2.9
25.1 2,428
6,933
Meru Compressor Station,
Lot 1586 (G3907),
Mukim of Jeram,
District of Kuala Selangor,
Selangor Darul Ehsan
Lot No. PT6875 04.08.1998
Leasehold
Expiry:
10.08.2107
(99 years)
Leasehold land
(Vacant)
5.4 N/A N/A 1,003
PERAK
Sitiawan Regional Operations Office,
Lot 33263,
Jalan Dato’ Ahmad Yunus,
32000 Sitiawan,
Perak Darul Ridzuan
Lot No. PT4535 04.11.1997
Leasehold
Expiry:
27.06.2101
(99 years)
Leasehold land
Office
Regional office
3.2
19.2 1,604
4,577
PAGE: 276
PETRONAS GAS BERHAD
LocationAcquisitionDate Tenure
Descriptionand usage
Land Area
(hectare)
Age of Plant and
Building (years)
Build-up Area
(sq. m)
Net Book Value
as at 31 December
2016 (RM’000)
KEDAH
Gurun Regional
Operations Office,
PO Box 31,
KM 1, Jalan Jeniang
08300 Gurun,
Kedah Darul Aman
Lot No. 8173 18.12.1997
Leasehold
Expiry:
22.04.2102
(99 years)
Leasehold land
Office
Regional office
2.9
18.3 1,604
5,171
8.0 km TTM Pipeline land at District
of Kubang Pasu, Kuala Muda,
Pendang,
and Pokok Sena,
Kedah Darul Aman
1.11.2006 Leasehold
Expiry:
31.10.2105
(99 years)
Leasehold land
Pipeline
Pipeline across
8.0 km
24.7
11.8 N/A
750
SARAWAK
Miri Operations Office,
Lot 2075, Block 4,
Jalan Cattleya 2B,
Piasau Industrial Area,
PO Box 1504,
98008 Miri, Sarawak
N/A Pipeline
Meter Station
Pipeline across
42.2 km
N/A – located
along road
reserve area
26.8 2,066 14,236
Bintulu Gas Meter Station,
Kidurong Industrial Area,
Part of Lot 155,
Block 20,
Kemena Land District,
97007 Bintulu, Sarawak
Lot No. 1646 21.10.2004
Leasehold
Expiry:
16.07.2067
(60 years)
Leasehold land
Pipeline
Meter Station
Pipeline across
4.2 km
0.1 20.2 630
84
PAGE: 277
ANNUAL REPORT 2016
SUMMARY AND USAGE OF LANDED PROPERTY, PLANT AND EQUIPMENTAS AT 31 DECEMBER 2016
LocationAcquisitionDate Tenure
Descriptionand usage
Land Area
(hectare)
Age of Plant and
Building (years)
Build-up Area
(sq. m)
Net Book Value
as at 31 December
2016 (RM’000)
MELAKA
LNG Regasification Terminal,
Sungai Udang PSR-1/MG3 Retrofit
Site Office Revamp PETRONAS
Penapisan Sungai Udang, Melaka
01.07.2011
01.10.2012
Leasehold
Expiry:
30.06.2038
(25 years)
30.04.2036
(24 years)
Regasification
Floating Storage
Units
Facilities Jetty
Office
Administration
building
N/A
0.3
3.6
1.5
N/A
3,000
2,806,323
15,157
PIPELINES
PGU I – total gas pipeline
comprises 6 km from Kertih to
Paka, Terengganu & 32 km from
Kertih to Teluk Kalong, Terengganu
and two 40 km of lateral lines
from the GPPs to the Export
Terminal in Tanjung Sulong,
Terengganu Darul Iman
20.03.1985 Leasehold
Expiry:
(40, 60 and
99 years)
Pipelines
Pipelines in
leasehold land
Terengganu:
43 lots
Terengganu:
237.3
32.3 N/A 29,765
PAGE: 278
PETRONAS GAS BERHAD
LocationAcquisitionDate Tenure
Descriptionand usage
Land Area
(hectare)
Age of Plant and
Building (years)
Build-up Area
(sq. m)
Net Book Value
as at 31 December
2016 (RM’000)
PGU II – total gas pipeline comprises
Sector 1 – 233 km from
Teluk Kalong, Terengganu to
Segamat, Johor,
Sector 2 – 241 km from Segamat,
Johor to Kapar, Selangor, &
Sector 3 – 211 km from Segamat,
Johor to Singapore
01.01.1992 Leasehold
Expiry:
(99 years)
Pipelines
Pipelines in
leasehold land
Terengganu:
19 lots
Pahang:
338 lots
Johor:
644 lots
(Inclusive Loop 1
& Loop 2)
Melaka:
139 lots
Negeri
Sembilan:
263 lots
Selangor:
138 lots
Terengganu:
79.8
Pahang:
559.7
Johor:
968.3
Melaka:
191
Negeri
Sembilan:
463.9
Selangor:
295.7
25.1 N/A 518,455
PAGE: 279
ANNUAL REPORT 2016
SUMMARY AND USAGE OF LANDED PROPERTY, PLANT AND EQUIPMENTAS AT 31 DECEMBER 2016
LocationAcquisitionDate Tenure
Descriptionand usage
Land Area
(hectare)
Age of Plant and
Building (years)
Build-up Area
(sq. m)
Net Book Value
as at 31 December
2016 (RM’000)
PGU III – total gas pipeline
comprises
Sector 1 – 184 km from Meru,
Selangor to Lumut, Perak,
Sector 2 – 176 km from Lumut,
Perak to Gurun, Kedah and
Sector 3 – 90 km of NPS 36"
mainline from Gurun to Pauh,
Perlis, Indera Kayangan
06.01.1996 Leasehold
Expiry:
(99 years)
Pipelines
Pipelines in
leasehold land
Selangor:
93 lots
WP Kuala
Lumpur:
14 lots
Perak:
362 lots
Penang:
100 lots
Kedah:
261 lots
Perlis:
77 lots
Selangor:
184.6
WP Kuala
Lumpur:
17.9
Perak:
543.9
Penang:
119.5
Kedah:
468.8
Perlis:
87.3
Sector 1:
21.1
Sector
2 & 3:
19.2
N/A
N/A
498,645
PGU Loop 1 – total gas pipeline of
265 km from Kertih, Terengganu to
Segamat, Johor
04.10.1999 N/A Pipelines
Pipelines in
leasehold land
Terengganu:
77 lots
Pahang:
315 lots
Terengganu:
158.9
Pahang:
104.6
17.4 N/A 311,183
PAGE: 280
PETRONAS GAS BERHAD
LocationAcquisitionDate Tenure
Descriptionand usage
Land Area
(hectare)
Age of Plant and
Building (years)
Build-up Area
(sq. m)
Net Book Value
as at 31 December
2016 (RM’000)
PGU Loop 2 – total gas pipeline of
226 km from Segamat, Johor to
Meru, Selangor
01.11.2000 N/A Pipelines
Pipelines in
leasehold land
(Part of PGU’s
document of
title)
Melaka:
4 lots
Negeri
Sembilan:
4 lots
Melaka:
1.31
Negeri
Sembilan:
1.1
16.4 N/A 326,141
TOTAL 8,773,877
PAGE: 281
ANNUAL REPORT 2016
Name of Facilities and Location DescriptionNet Book Value
(RM'000)
LNG Regasification Terminal,
Sungai Udang
Floating Storage Units, Jetty Regasification
Unit and Pipelines and Administration Buildings
2,821,480
Gas Processing Plants, Kertih Leasehold land, Plant and Office Buildings 2,220,613
Gas Processing Plants, Santong Leasehold land, Plant and Office Buildings 866,341
PGU II Leasehold land and Pipelines 518,455
PGU III Leasehold land and Pipelines 498,645
Utilities Plants, Kertih Leasehold land, Plant and Office Buildings 461,691
PGU Loop 2 Leasehold land and Pipelines 326,141
PGU Loop 1 Leasehold land and Pipelines 311,183
Export Terminal Leasehold land, Plant and Marine Facility 251,746
Utilities Plants, Gebeng Leasehold land, Plant and Office Buildings 248,246
PAGE: 282
PETRONAS GAS BERHAD
TOP 10 LANDED PLANT, PROPERTY & EQUIPMENT
GAS PROCESSING AND UTILITIES DIVISION
Gas Processing Plant, KertihKM 105, Jalan Kuantan-Kuala
Terengganu
24300 Kertih, Kemaman
Terengganu Darul Iman
T: +(609) 831 2345
F: +(609) 827 1710
Gas Processing Plant, SantongKm 8, Kg. Tok Arun, Off Jalan Santong
23100 Paka, Dungun
Terengganu Darul Iman
T: +(609) 831 2345
F: +(609) 827 4578
Utilities Plant, KertihKertih Integrated Petrochemical
Complex
KM 105, Jalan Kuantan/Kuala
Terengganu
24300 Kertih, Kemaman
Terengganu Darul Iman
T: +(609) 830 5500
F: +(609) 830 5514
Utilities Plant, GebengLot 139A, Gebeng Industrial Area Fasa III
26080 Kuantan
Pahang Darul Makmur
T: +(609) 586 3300
F: +(609) 586 3311
Tanjung Sulong Export TerminalTanjung Sulong,
24000 Kemaman
Terengganu Darul Iman
T: +(609) 831 2345
F: +(609) 827 1710
GAS TRANSMISSION AND REGASIFICATION DIVISION
Gurun Regional OfficeKM 1, Jalan Jeniang, P.O. Box 31
08300 Gurun
Kedah Darul Aman
T: +(604) 468 5518
F: +(604) 468 5519
Sitiawan Regional OfficeLot 33263, Jalan Dato’ Ahmad Yunus
32000 Sitiawan
Perak Darul Ridzuan
T: +(605) 692 5611/12/13/14
F: +(605) 692 5615
Shah Alam Regional OfficeLot 1, Jalan Jemuju Lima 16/13E
Kawasan Perindustrian Seksyen 16
40200 Shah Alam
Selangor Darul Ehsan
T: +(603) 5510 6222
F: +(603) 5510 1528
Seremban Regional OfficeKM 11, Jalan Seremban, Tampin
71450 Sungai Gadut
Negeri Sembilan Darul Khusus
T: +(606) 677 6777
F: +(606) 677 7799
Regas Terminal (Sg. Udang) Sdn Bhdc/o PSRI/MG3 Retrofit Buiding
Petronas Penapisan Melaka
Sungai Udang
76300 Melaka
T: +(607) 352 3801
Pasir Gudang Regional OfficePLO 332, Jalan Perak 4
Kawasan Perindustrian Pasir Gudang
81700 Pasir Gudang
Johor Darul Takzim
T: +(607) 251 0333
F: +(607) 251 0400
Segamat Operation CentreKM 10, Lebuhraya Segamat-Kuantan
85000 Segamat
Johor Darul Takzim
T: +(607) 935 3000
F: +(607) 931 6521
Kuantan Regional OfficeLot 1, Sektor 1, Bandar Indera Mahkota
25200 Kuantan
Pahang Darul Makmur
T: +(609) 573 2811
F: +(609) 573 2813
Kertih Regional OfficeAras 1, Kompleks Pejabat PETRONAS
Wilayah Pantai Timur
24300 Kertih, Kemaman
Terengganu Darul Iman
T: +(609) 867 3500
F: +(609) 864 0375
Bintulu Operation CentreLot 8, Block 16, Kemena Land District
KM 39.5, Bintulu/Miri Coastal Highway,
97000 Bintulu
P.O. Box 2190, 97011 Bintulu, Sarawak
T: +(6086) 85 4800
F: +(6086) 85 4999
Kimanis Operation CentreLot 2, Block A, Ground Floor
Membakut Jaya
89728 Membakut, Sabah
Miri Regional OfficeLot 1590 & 1591
Eastwood Valley Industrial Area
Jalan Miri By Pass,
P.O. Box 1504
98008 Miri, Sarawak
T: +(6085) 42 2811
F: +(6085) 41 6410
+(6087) 88 6217/224
F: +(6087) 88 6219
PETRONAS GAS BERHAD
Level 49-51, Tower 1, PETRONAS Twin Towers, Kuala Lumpur City Centre, 50088 Kuala Lumpur, Malaysia
T: +(603) 2331 5000
F: +(603) 2051 6992 (General), +(603) 2051 6555 (Corporate Secretary)
PAGE: 283
ANNUAL REPORT 2016
CORPORATE DIRECTORY
Indicator Reference Indicator Description
Page Reference
Biodiversity
EBD02 At Critical sites:
(a) Targets to address biodiversity impact
(b) Commitment to net positive biodiversity impact (or compensation for
negative impact)
103, 133, 151,
134, 220, 221,
235
EBD05 Assessment of biodiversity risks for:
(a) Potential new operations or projects (due diligence)
(b) Existing operations or projects
105, 134, 151,
235
EBD06 Disclosure of biodiversity habitats:
(a) Within or adjacent to business operations
(b) Protected or restored by the company
235
EBD08 To reduce the loss of biodiversity engages with:
(a) Governments or Regulators
(b) International Organisations and NGOs
105, 134, 151,
235
EBD09 Biodiversity Action Plan (BAPs) audits:
(a) At some sites
(b) At all relevant sites
105, 134, 151,
235
EBD17 Policy or commitment statement on biodiversity to:
(a) Address the issue
(b) Reduce or avoid the impact
105, 134, 151
Climate Change
ECC01 Policy or commitment statement on climate change impact including CO2/
GHG emissions to:
(a) Address the issue
(b) Improve efficiency, reduce or avoid the impact
133, 140,
220, 221, 233
ECC02 Recognition of climate change as:
(a) A significant issue
(b) A material issue for their business
133, 140,
220, 221, 233
ECC03 Demonstrating support to mitigating climate change through:
(a) Membership of business associations
(b) Company position on public policy and regulation
232
ECC12 Intensity of operational GHG emissions is:
(a) Measured and disclosed
(b) Reduced
72, 220, 221,
233, 234
PAGE: 284
PETRONAS GAS BERHAD
FTSE4GOOD INDEX
Indicator Reference Indicator Description
Page Reference
ECC37 Disclosure of results measured against previously disclosed targets to reduce
energy consumption:
(a) Unquantified progress
(b) Quantified progress
221, 234
ECC40 Disclosure of results measured against previously disclosed targets to reduce
operational GHG emissions:
(a) Unquantified progress
(b) Quantified progress
72, 220, 221,
233
Polution and Resources
EPR01 Supplier policy or commitment statement that addresses:
(a) Energy use
(b) Climate change impact including CO2/GHG emissions
134, 152, 191
EPR02 Policy or commitment statement on waste to:
(a) Address the issue
(b) Improve efficiency, reduce or avoid the impact
105, 220, 221,
234
EPR05 Targets to reduce or avoid waste:
(a) Not quantified, process targets
(b) Quantified
220, 234
EPR08 Progress against previously set targets to reduce or avoid waste:
(a) Unquantified, process targets
(b) Quantified targets
220, 234
EPR28 Percentage of sites covered by recognised environmental management systems
such as ISO14001 or EMAS
221, 232
Supply Chain (Environment)
ESC02 Supplier policy or commitment statement that addresses:
(a) Energy use
(b) Climate change impact including CO2/GHG emissions
134, 152, 189,
191, 192
ESC03 Supplier policy or commitment statement that addresses:
(a) Water use
(b) Biodiversity impacts
134, 152, 189,
191, 192
ESC04 Supplier policy or commitment statement that addresses:
(a) Environmental issues
(b) Pollution
134, 152, 189,
191, 192
ESC05 Supplier policy or commitment statement that addresses:
(a) Waste
(b) Resource use
134, 152, 189,
191, 192
PAGE: 285
ANNUAL REPORT 2016
FTSE4GOOD INDEX
Indicator Reference Indicator Description
Page Reference
ESC08 Environmental policy/policies integrated with suppliers through:
(a) Communication
(b) Training of relevant supplier staff
134, 189, 190,
259
ESC09 Risk Assessment regarding environmental issues for:
(a) Potential new suppliers (due diligence)
(b) Existing suppliers to identify those that are high risk
141, 190, 240,
241
ESC10 Action taken to manage the environmental impact of suppliers through
encouraging:
(a) Reporting
(b) Reduction
134, 152, 191,
192
ESC11 Monitoring of suppliers including:
(a) Physical inspection audits, or report number or proportion of suppliers
monitored or audited
(b) Results and specific action taken on any non-compliances
189, 190
ESC12 Company involvement in initiatives, or commitment to frameworks, on
environmental impacts in supply chain:
(a) Participation in workshops or industry/topic specific initiative or
collaboration
(b) Member in an industry or topic specific related initiative
189, 190, 259
Water Use
EWT12 Percentage of water recycled (non-potable) for use in own operations 220, 235
Health and Safety
SHS01 Policy or commitment statement on health and safety to:
(a) Address the issue as relevant and important
(b) Apply to contractors or other external stakeholders
75, 130, 140,
141, 148, 149,
158, 159, 213
SHS03 Board oversight of health and safety:
(a) Committee reporting into the board or clear board oversight over the issue
(b) Named individual/position responsible at board level
167, 185, 191,
203
SHS05 Employee involvement in health and safety improvements, through:
(a) Participative initiatives such as employee health and safety committees
(b) Management discussions on health and safety with worker representatives
or trade unions
134, 143, 152,
244, 247
SHS08 Performance monitoring and management of health and safety:
(a) Performance and progress against previously set targets
(b) Benchmarking against industry standards
240
SHS10 Independent verification of health and safety data:
(a) Independent verification by third party
(b) International assurance standard used and level of assurance declared
240
PAGE: 286
PETRONAS GAS BERHAD
Indicator Reference Indicator Description
Page Reference
SHS13 Number of staff trained on health and safety standards within the last year 242
SHS39 Policy or commitment statement on reducing health and safety impact through:
(a) Commitment to continuous improvement
(b) Time-specific, quantitative targets to reduce incidents
78, 131, 141,
149, 159
Human Rights and Community
SHR03 Statement of principles or process by which community investments are made
(a) Defined focus areas
(b) Focus area linked to business strategy
194, 213
SHR10 Human rights impact or risk assessment for:
(a) Potential new projects
(b) Existing company operations
189, 194, 213
SHR16 Mechanisms to facilitate employee engagement and involvement with charitable
partners
(a) Evidence of recognising volunteering
(b) Specific foundations, targets, structures set up
143, 161, 248,
249
Labour Standards
SLS26 Amount of time spent on employee development training
(a) Total hours as a company, or
(b) Average hours per employee
104, 245, 246
SLS29 Employee personal development training:
(a) Policy or commitment statement to provide employee personal
development training
(b) Detailed description of the personal development training that is provided
72, 80, 104,
245
Supply Chain (Social)
SSC02 Supplier policy addresses prevention of forced labour:
(a) Statement addressing issue
(b) Policy/Principles/Code
194, 213
SSC03 Supplier policy addresses non-discrimination or equal opportunities:
(a) Statement addressing issue
(b) Policy/Principles/Code
194, 213
SSC05 Supplier policy or statement supports the right to collective bargaining:
(a) Refers only to compliance with local law on collective bargaining
(b) Covers the respect or support of the right to collective bargaining
179, 180, 189
SSC06 Supplier policy addresses the elimination of excessive working hours:
(a) Comply/not exceed local law on working hours/overtime
(b) Clear policy on reducing excessive working hours
179, 180, 189
PAGE: 287
ANNUAL REPORT 2016
FTSE4GOOD INDEX
Indicator Reference Indicator Description
Page Reference
SSC07 Supplier policy supports the right to a minimum or living wage:
(a) Comply with minimum wage
(b) Commitment to exceed minimum wage/meet living wage
179, 180, 189
SSC08 Supplier policy addresses health & safety standards:
(a) Statement addressing issue or limited to legal compliance
(b) Policy/Principles/Code
179, 180, 189
SSC09 Social Supply Chain policy or code:
(a) Communicated globally to suppliers
(b) Translated into relevant languages
179, 180, 189
SSC11 Social Supply Chain policy integrated into:
(a) Buyer training
(b) Purchasing policy or supplier contract
179, 180, 189
SSC12 Monitoring of suppliers for social issues:
(a) Physical inspection audits, assessments are carried out
(b) Quantification of number or proportion of suppliers monitored or audited
179, 180, 189
SSC17 Capacity building in suppliers:
(a) Supplier training
(b) Supplier mentoring, secondments, or supporting suppliers sharing best
practice
179, 180, 189
Anti Corruption
GAC01 Policy or commitment statement addresses:
(a) Countering bribery
(b) At least 2 different forms of bribery related activities
179, 212
GAC02 Policy or commitment statement addresses:
(a) Anti-corruption
(b) Specific forms of corruption (including but not limited to money
laundering, embezzlement, obstruction of justice)
179, 195, 212
GAC03 Board has oversight of anti-corruption policy:
(a) Covers elements of corruption including bribery
(b) Covers anti-corruption specifically
166, 179, 184
GAC04 Due diligence of new business partners addresses corruption:
(a) Covers elements of corruption including bribery
(b) Covers anti-corruption specifically
179, 195
GAC05 Confidential or anonymous whistle-blowing mechanism for staff:
(a) Covers elements of corruption including bribery
(b) Covers anti-corruption specifically
179, 195
GAC07 Communication of anti-corruption policy to all employees:
(a) Covers elements of corruption including bribery
(b) Covers anti-corruption specifically
179, 195
PAGE: 288
PETRONAS GAS BERHAD
Indicator Reference Indicator Description
Page Reference
GAC08 Training for staff on the anti-corruption policy:
(a) Covers elements of corruption including bribery
(b) Covers anti-corruption specifically
193, 195
GAC09 Corruption risk assessment for company operations:
(a) Covers elements of corruption including bribery
(b) Covers anti-corruption specifically
179
GAC10 Procedures are in place to address corruption in operations that are assessed
to be ‘high risk’:
(a) Covers elements of corruption including bribery
(b) Covers anti-corruption specifically
179, 189
GAC11 Process for intermediaries (including contractors, agents or joint ventures):
(a) Corruption risk assessment or procedures to address corruption for
intermediaries
(b) Anti-corruption policy is communicated to intermediaries
195
Corporate Governance
GCG01 Separate Chairman and CEO
(a) Separate Chairman and CEO, where Chairman is not independent or his
independence is not declared
(b) Separate Chairman and CEO, where Chairman is independent
169
GCG02 Disclosure of details about Directors:
(a) Expertise
(b) Other Directorships
41 – 47
GCG03 Number of Board Directors 168
GCG04 Number of Independent Directors on the Board 167
GCG05 Number of women on the board 171
GCG06 Commitment to gender diversity on the Board:
(a) Statement of support
(b) Targets in place to improve gender ratio
167
GCG07 Board addresses:
(a) Conflicts of interest
(b) Abuse in related party transactions
41 – 47
GCG08 Periodic evaluation of board effectiveness:
(a) Review with no clear timeframe
(b) Evaluation with a clear timeframe (e.g. annually)
175
GCG09 Disclosure of:
(a) Board committees
(b) Their terms of reference or equivalent
173, 200,
204, 205,
290
PAGE: 289
ANNUAL REPORT 2016
FTSE4GOOD INDEX
Indicator Reference Indicator Description
Page Reference
GCG10 Disclosure of number of times each committee has met per annum:
(a) The Board
(b) Each Sub-committee
172
GCG11 Disclosure of the attendance rate for:
(a) Some individual Board/subcommittee member attendance rates, or an
average attendance rate
(b) All individual committee member’s attendance rate at Board and sub
committee level
172
GCG14 Disclosure of fixed and variable remuneration for:
(a) Executive board members
(b) Non-executive board members
176, 177
GCG19 Number of working days before the Annual General Meeting that the agenda is
published
178
GCG21 Shareholders have the right to vote on executive remuneration:
(a) Evidence of shareholders voting in the AGM
(b) The right to vote annually is explicitly covered in a company policy
proxy form
GCG22 Shareholders have the right to vote on Director appointments and dismissals:
(a) Evidence of shareholders voting in the AGM
(b) The right to vote annually for election/re-election of all directors is
explicitly covered in a company policy
proxy form
GCG26 Disclosure of voting results
(a) In a limited format (eg. Webcasts)
(b) In an official document
178, 183, 297
GCG42 Does the company provide for one share one vote for all company meeting
resolutions?
proxy form,
297
GCG44 Financial expertise on the audit committee:
(a) At least one independent financial expert on the audit committee
(b) A majority of independent financial experts on the audit committee
199
GCG46 There is a fully non-executive Audit Committee or Audit Board with:
(a) At least half independent members
(b) All independent members
200
GCG47 There is a fully non-executive Remuneration Committee with:
(a) At least half independent members
(b) All independent members
205
GCG49 Disclosure and nature of fees paid to the auditor 202, 203
PAGE: 290
PETRONAS GAS BERHAD
Indicator Reference Indicator Description
Page Reference
Risk Management
GRM01 Board:
(a) Has oversight of risk management
(b) Reviews the effectiveness of the risk management
179, 185
GRM02 There is a senior executive or committee responsible for risk:
(a) Reporting to the CEO or Board
(b) Separate from Head of Audit or equivalent
185, 191, 203
GRM04 Reference to external standards to inform the company’s risk management
system and reporting transparency:
(a) Risk management standards or frameworks such as ISO31000, COSCO,
IRM, FERMA, BASEL
(b) Reporting standards such as GRI, Integrated Reporting (IIR((c) ,
SASB
186
GRM05 Board applies oversight over:
(a) Code of Conduct or equivalent
(b) ESG risks
179, 195, 212
GRM07 The company’s charter/policy documents or equivalent:
(a) Describes the company’s risk management framework
(b) The framework covers ESG risks
186
GRM08 The company has a corporate-wide approach to non-compliance including:
(a) Procedures to investigate and follow up on any non-compliances identified
(b) Reporting of the number of substantiated claims or incidents of non-
compliance
76, 77, 83,
85, 193
GRM10 The company commits to:
(a) The regular rotation of auditors/audit partner
(b) To tender for a new audit firm on a regular basis
202
GRM11 The company addresses major ESG catastrophic events and incidents through:
(a) Scenario planning or stress testing
(b) Response plans or emergency procedures in place
190
GRM20 There is a confidential or anonymous whistle-blowing or equivalent mechanism
to notify breaches of company codes or policies for:
(a) Staff
(b) External Stakeholders
179, 195, 213
PAGE: 291
ANNUAL REPORT 2016
Board Audit Committee PETRONAS Gas Berhad Level 51, Tower 1PETRONAS Twin Towers50088 Kuala Lumpur
16 February 2017
Dear Sirs,
REVIEW ON METHODS OR PROCEDURES IN DETERMINING AND REVIEWING TRANSACTION PRICES AND TERMS OF RECURRENT RELATED PARTY TRANSACTIONS (RRPT)
1 INTRODUCTION
PETRONAS Gas Berhad (‘PGB’), a subsidiary of Petroliam Nasional Berhad (‘PETRONAS’), is listed on the Main Market of Bursa Malaysia since 1995. PETRONAS Gas Berhad (‘PGB’) business portfolio is divided into four core operations which are Gas Processing, Gas Transmission, Utilities and Regasification.
This letter has been prepared for the purpose of inclusion in the Annual Report for the financial year ended 31 December 2016 pursuant to the waiver for compliance with Paragraph 10.09 of Bursa Malaysia Main Market Listing Requirements granted by Bursa Malaysia based on its letter to PGB dated 27 October 2016 (‘the Waiver’).
As part of the Waiver which was granted for the following agreements;
(i) Nitrogen and Oxygen Supply Agreement with PRPC Refinery Cracker Sdn Bhd and PRPC Polymer Sdn Bhd(ii) Nitrogen Supply Agreement with PRPC Utilities and Facilities Sdn Bhd(iii) Land Lease Agreement with PETRONAS Hartabina Sdn Bhd(iv) Project Management Consultancy Services Agreement for EPCC of Pengerang LNG Regasification Facilities with PTSSB
PGB is required to disclose in its Annual Report after the date of the Exchange’s letter dated 27 October 2016, an independent financial adviser’s opinion that the methods or procedures in determining the transaction price and terms for the agreements stated above are adequate to ensure that the transactions will be carried out on normal commercial terms and will not be to the detriment of its minority shareholders (the ‘Minority Shareholders’).
2 TERMS OF REFERENCE
To comply with the condition attached to the waiver as described above, PricewaterhouseCoopers Capital Sdn Bhd (‘PwCC’) has been appointed as the independent financial adviser to provide an opinion on whether the methods or procedures in determining the transaction price and terms of the agreement stated above (i-iv) are sufficient to ensure that the transactions will be carried out on normal commercial terms and will not be to the detriment of Minority Shareholders.
PwCC’s views as set forth in this letter are based on the prevailing market and economic conditions, and our analysis of the information provided to us by PGB up to the date of this letter. Accordingly, this opinion shall not take into account any event or condition which occurs after that date.
PwCC’s work is solely in respect of the review of methods or procedures in determining the transaction prices and the agreements terms and conditions of the services. PWCC is not involved in the formulation of these procedures adopted by the Company.
In the course of our evaluation of the procedures, we have performed the following:
• Performed desktop reviews of standard operating procedures and relevant Board and Management reports that are used to determine and review the transaction prices and terms of the RRPTs under review
• Performed a walkthrough on the RRPTs under review, to assess procedures undertaken to determine transaction prices and terms of the RRPTs
• Held discussions with selected members of Senior Management on the methods and procedures employed by PGB to
determine and review the transaction prices and terms of the RRPTs under review
PAGE: 292
PETRONAS GAS BERHAD
INDEPENDENT ASSURANCE STATEMENT
2 TERMS OF REFERENCE (continued)
• Interviewed Board members, including the Audit Committee Chairman to understand the Board’s role in reviewing the
RRPTs under review
• Developed report highlighting the results of work performed and recommendations for consideration
• Developed our opinion on whether the methods and procedures in determining the transaction prices and terms of
the RRPTs under review are sufficient to ensure that the transactions will be carried out on normal commercial terms
and will not be to the detriment of minority shareholders
Other than the review on the methods and procedures of the transactions as stipulated in this letter, we have not
conducted any other procedures on information included in PGB’s 2016 Annual Report.
3 REVIEW PROCEDURES IN DETERMINING AND REVIEWING THE TRANSACTION PRICE AND TERMS
Details of such review procedures and threshold limits are set out in PGB’s Related Party Transactions Policies and
Procedures document as approved by the Board Audit Committee (‘BAC’) on 10 February 2014. These procedures are
summarised in the Statement of Corporate Governance of this Annual Report, and Shareholders are advised to read the
information carefully.
In our review of procedures for determining the transaction prices of the contracts above (i-iv), we have considered the
following:
a) The Directors’ rationale and the benefits accruing to PGB arising as a result of entering into the RRPT contracts; and
b) The review procedures for each of the contracts stated above (i-iv);
Bursa Malaysia had on 27 October 2016 granted PGB a waiver from complying with Chapter 10.09 of the Main Market
Listing Requirements of Bursa Malaysia, of having to seek shareholders’ approval in relation to the services pertaining to
the contracts stated above (i-iv).
During the period of review, PGB undertook adequate process which involved:
a) Determining suitable tariffs and prices for the contracts above (i-iv);
b) Negotiating with the relevant parties on pricing and terms and conditions in respect of the transactions; and
c) Obtaining the required approvals from the BAC and Board, which were aligned to the approved policies and
procedures.
Based on the result of our review, there were no exceptions relating to the price determination process and terms and
conditions for the contracts stated above (i-iv).
4 OPINION
Our test did not note any material exception as it relates to the methods and procedures undertaken to determine that
the transaction price and terms of the RRPT are carried out on normal commercial terms and will not be to the detriment
of its Minority Shareholders.
We have prepared this letter for the use of PGB in connection with the conditions of the Waiver imposed by Bursa
Malaysia. A copy of the letter may be reproduced in the Annual Report.
Yours faithfully,
PricewaterhouseCoopers Capital Sdn Bhd
PAGE: 293
ANNUAL REPORT 2016
NOTICE IS HEREBY GIVEN THAT the 34th Annual General Meeting of PETRONAS Gas Berhad (the Company) will be
held at Conference Hall 2, Level 3, Kuala Lumpur Convention Centre, Jalan Ampang, 50088 Kuala Lumpur, Malaysia on
Monday, 17 April 2017 at 10.30 a.m. for the following businesses:
AGENDA
1. To receive the Audited Financial Statements for the financial year ended 31 December 2016 together with the Reports
of the Directors and Auditors thereon.
Please refer to Explanatory Note A.
2. To re-elect Habibah Abdul, who retires in accordance with Article 93 of the Constitution of the Company and, being
eligible, offer herself for re-election: (Resolution 1)
Please refer to Explanatory Note B.
3. To re-elect the following Directors pursuant to Article 96 of the Constitution of the Company:
(a) Datuk Mohd Anuar Taib (Resolution 2)(b) Emeliana Dallan Rice-Oxley (Resolution 3)(c) Wan Shamilah Wan Muhammad Saidi (Resolution 4)(d) Heng Heyok Chiang @ Heng Hock Cheng (Resolution 5)
Please refer to Explanatory Note B.
4. To approve the Directors’ Fees of up to RM1 million with effect from 1 January 2017 until the next Annual General
Meeting of the Company payable to Non-Executive Directors. (Resolution 6)
Please refer to Explanatory Note C.
5. To re-appoint KPMG PLT, as Auditors of the Company for the financial year ending 31 December 2017 and to authorise
the Directors to fix their remuneration. (Resolution 7)
Please refer to Explanatory Note D.
6. To transact any other business for which due notice has been given.
By Order of the Board
Intan Shafinas (Tuty) Hussain (LS 0009774) Yeap Kok Leong (MAICSA 0862549)
Company Secretary Company Secretary
Kuala Lumpur
20 March 2017
PAGE: 294
PETRONAS GAS BERHAD
NOTICE OF ANNUAL GENERAL MEETING
NOTES:
Proxy and/or Authorised Representative
1. For the purposes of determining a member who shall
be entitled to attend and vote at the forthcoming 34th
Annual General Meeting (AGM), the Company shall be
requesting the Record of Depositors as at 7 April 2017.
Only a depositor whose name appears on the Record
of Depositors as at 7 April 2017 shall be entitled to
attend and vote at the meeting as well as for
appointment of proxy(ies) to attend and vote on his/her
stead.
2. A member may appoint not more than two proxies to
attend the same meeting. A proxy may but need not
be, a member of the Company and a member may
appoint any person to be his proxy without limitation.
There shall be no restriction as to the qualification of
the proxy.
3. Where a member of the Company is an authorised
nominee as defined under the Securities Industry
(Central Depositories) Act, 1991 (SICDA), it may appoint
at least one proxy but not more than two proxies in
respect of each Securities account it holds with ordinary
shares of the Company standing to the credit of the
said Securities accounts.
4. Where a member of the Company is an exempt
authorised nominee which holds ordinary shares in the
Company for the omnibus account, there is no limit to
the number of proxies which the exempt authorised
nominee may appoint in respect of each omnibus
account it holds. An exempt authorised nominee refers
to an authorised nominee defined under the SICDA
which is exempted from compliance with the provisions
of subsection 25A(1) of SICDA.
5. Where a member or the authorised nominee appoints
two proxies, or where an exempt authorised nominee
appoints two or more proxies, the proportion of
shareholdings to be represented by each proxy must be
specified in the instrument appointing the proxies.
6. The instrument appointing a proxy shall be in writing
under the hand of the appointer or his attorney duly
authorised in writing or if the appointer is a corporation
either under seal or under the hand of an officer or
attorney duly authorised and must be deposited at the
Company’s Share Registrar, Symphony Share Registrars
Sdn. Bhd., Level 6, Symphony House, Pusat Dagangan
Dana 1, Jalan PJU 1A/46, 47301 Petaling Jaya, Selangor,
Malaysia, not less than 48 hours before the time fixed
for holding the meeting.
7. If the Proxy Form is signed under the hand of an officer
duly authorised, it should be accompanied by a
statement reading “signed as authorised officer under
Authorisation Document which is still in force, no notice
of revocation having been received”. If the Proxy Form
is signed by an attorney duly appointed under a power
of attorney, it should be accompanied by a statement
reading “signed under Power of Attorney which is still in
force, no notice of revocation having been received”. A
copy of the Authorisation Document or the Power of
Attorney, which should be valid in accordance with the
laws of the jurisdiction in which it was created and is
exercised, should be enclosed with this Proxy Form.
PAGE: 295
ANNUAL REPORT 2016
NOTICE OF ANNUAL GENERAL MEETING
Explanatory Notes
Note A
Audited Financial Statements for the Financial Year Ended 31 December 2016
The audited financial statements are laid before the
shareholders pursuant to the provisions of Section 244(2)(a)
of the Companies Act 2016. The same is for discussion and
not put forward for voting.
Note B
Re-election of Directors who retire in accordance with Article 93 of the Constitution of the Company
Article 93 of the Constitution of the Company provides that
one-third of the Directors of the Company for the time
being shall retire by rotation at an AGM of the Company
provided always that all Directors, shall retire from office
once at least in each three years but shall be eligible for
re-election at the AGM.
Article 96 of the Constitution of the Company provides that
the directors may at any time appoint any person to be a
director, either to fill a casual vacancy or as an addition to
the existing directors. Any appointed directors shall hold
office only until the next following Annual General Meeting
of the Company and shall be eligible for re-election.
The Nomination and Remuneration Committee of the
Company determines the eligibility of each director standing
for re-election at the AGM based on the performance of the
Directors, taking into account the results of their latest
Board Evaluation, contribution to the Board through their
skills, experience, strengths and qualities, level of
independence and ability to act in the best interest of the
Company in decision making.
The profiles of the retiring Directors are set out in the
Profile of the Board of Directors on pages 41 to 47 of the
2016 Annual Report.
The Board endorsed the Nomination and Remuneration
Committee’s recommendation that the Directors who retire
in accordance with Article 93 and Article 96 of the
Constitution of the Company are eligible to stand for
re-election.
Note C
Non-Executive Directors’ Fees
Pursuant to Section 230(1) of the Companies Act 2016, the
fees of the directors, and any benefits payable to the
directors including any compensation for loss of
employment of a director or former director of a public
company or a listed company and its subsidiaries, shall be
approved at a general meeting.
The fee structure of the Non-Executive Directors (NEDs) of
the Company is as follows:
• Monthly fixed fees for duties as Director/Chairman;
• Meeting allowance for each Board/Board Committee
attended;
• Fuel allowance; and
• Directors and Officers Liability Insurance
The Directors’ fees and meeting allowances for Datuk Mohd
Anuar Taib and Emeliana Dallan Rice-Oxley being the
Non-Independent Non-Executive Directors who are also
employees of Petroliam Nasional Berhad (PETRONAS) and
holding positions of Vice President and above are paid directly
to PETRONAS. They are not entitled to fuel allowance.
The shareholders at the last AGM held on 26 April 2016
approved the Directors’ fees of RM986,000 per annum. The
actual Directors’ fees amount paid to NED for the financial
year ended 31 December 2016 is RM760,000 whilst the
Directors’ fees for NED for the period from 1 January 2017
until the next AGM to be held in year 2018 is estimated to
be RM1 million.
The Directors’ fees proposed for the financial year ending 31
December 2017 until the conclusion of the next AGM
(FYE2017/2018) are calculated based on the number of
scheduled Board’s and Board Committees’ meetings and on
assumption that all the NEDs will remain in office until the
next AGM. This resolution is to facilitate payment of the
Directors’ Fees for FYE2017/2018.
The Board will seek shareholders’ approval at the next AGM
in the event the Directors’ fees proposed is insufficient.
Details of the fees and allowances payable to the NEDs for
the financial year ended 31 December 2016 are enumerated
on page 176 of the 2016 Annual Report.
PAGE: 296
PETRONAS GAS BERHAD
Note D
Re-appointment of Auditors
The Board at its meeting held on 23 February 2017 endorsed
for the re-appointment of KPMG PLT as External Auditors of
the Company for the financial year ending 31 December
2017 be presented to the shareholders for approval.
KPMG had converted its legal entity status from unlimited
liability partnership pursuant to Partnership Act 1961 to
limited liability partnership pursuant to Section 29 of the
Limited Liability Partnerships Act, 2012 (LLP Act 2012)
effective 27 December 2016. Accordingly, KPMG had been
registered in the name of KPMG PLT. In this instance, PLT
means “Perkongsian Liabiliti Terhad”. There was no change
to the Partners serving the Company.
In any event, pursuant to Section 36 of the LLP Act 2012,
any agreements/engagements already made between the
Company and its Group and KPMG will continue to be in
force as if KPMG PLT were a party to the agreements.
Accordingly, all engagement letters signed with KPMG
continue to be in force until these are superseded.
Other Information
The Company has engaged independent scrutineers to
count, audit and validate the votes for each proposal
presented to shareholders.
PAGE: 297
ANNUAL REPORT 2016
REGISTRATION
(1) Registration will start at 8.00 a.m. on 17 April 2017 in front of the Conference Hall 2, Kuala Lumpur
Convention Centre, Kuala Lumpur.
(2) Please produce your original Identity Card (“IC”) to the registration staff for verification. Please make
sure you collect your IC thereafter.
(3) Upon verification, you are required to write your name and sign on the Attendance List placed on the
registration table.
(4) You will also be given an identification tag. No person will be allowed to register on behalf of another
person even with the original IC of that person.
(5) The registration counter will handle only verification of identity and registration.
HELP DESK
(1) Please proceed to the Help Desk for any clarification or enquiry.
(2) The help desk will also handle revocation of proxy’s appointment.
PARKING
(1) Please take note that PETRONAS Gas Berhad (PGB) will not be providing cash reimbursement for
parking. Instead, you are advised to park at Kuala Lumpur Convention Centre or Suria KLCC. Please
bring your parking ticket for validation at the counter near the Conference Hall 2.
(2) By validating the parking ticket, you will not be charged for parking when you leave. Please be advised,
that the parking ticket will expire by 3 p.m. on 17 April 2017. Any additional cost incurred for parking
after 3 p.m. will not be borne by PGB.
(3) Please be advised that PGB will not reimburse any parking costs incurred at any other location. As such,
please observe the abovementioned parking area.
SITE VISIT
(1) Please take note that there will be a registration booth available for the Shareholders’ Visitation
Programme, which will take place at a later date, to be informed by PGB.
PAGE: 298
PETRONAS GAS BERHAD
ADMINISTRATIVE DETAILS FOR THE 34TH ANNUAL GENERAL MEETING
ABC Anti-Bribery and Corruption
ACC Accelerating Cultural Change
ACD Accelerated Capability Development
AGO Acid Gas Oxidiser
AGRU Acid Gas Removal Unit
ASPIRE ASU1 and ASU2 Power Supply Segregation
ASU Air Separation Unit
BAC Board of Audit Committee
BCM Business Continuity Management
BCP Business Continuity Plan
BLP Building Leaders Programme
BOM Bill of Material
BPC BASF PETRONAS Chemicals Sdn Bhd
BVRA Business Venture Risk Assessment
CAPEX Capital expenditure
CAR Clean Air Regulation
CC Constitution of the Company
CDWC Capability Development Working Committee
CEMS Continuous Emission Monitoring System
CFO Chief Financial Officer
CFP PETRONAS Corporate Financial Policy
CG Corporate Governance
CHRA Chemical Health Risk Assessment
CIMAH Control of Industrial Major Accident Hazards
CIO Chief Integrity Officer
CM Crisis Management
CoBE Code of Business Ethics
COD Commercial Operation Date
COGEN Cogeneration plant
COI Conflict of interest
COP Community of Practice
CoRA Contractor Risk Assessment
CR Corporate Responsibility
CSC Commercial Steering Committee
CSE Confined space entry
CSI Corporate Social Investment
CSR Corporate Social Responsibility
CTI Cost to income
CUF Centralised Utility facilities
DAF Dissolved Air Flotation
DHU Dehydration Unit
DOEFA Downstream Operational Excellence Forum
Awards
DOSH Department of Occupational Safety and
Health
DPR Dividend payout ratio
DPS Dividend per share
DRP Discipline Resource Person
DTA Deferred tax assets
EBITDA Earnings before interest, tax, depreciation
and amortisation
EC Energy Commission
ECER East Coast Economic Region
ECRO PETRONAS East Cost Regional Office
EES Economic, Environment and Social
EPF Employees Provident Fund
EPS Earnings per share
EPU Economic Planning Unit
ERM Enterprise Risk Management
ERP Enterprise Risk Profile
ERR Enterprise Risk Report
ERS Equipment Reliability Strategy
ESG FTSE Environmental, Social and Governance
FGRU Flare Gas Recovery Unit
FID Final Investment Decision
FLL Finance lease liabilities
FOREX Foreign exchange
FSU Floating Storage Unit
GEMA Gebeng Emergency Mutual Aid
GHG Greenhouse Gases
GHSE Group Health, Safety and Environment
GIA Group Internal Audit
GJ Gigajoule
GMB Gas Malaysia Berhad
GP Gas Processing
GPA Gas Processing Agreement
GPK Gas Processing Kertih
GPP Gas Processing Plant
GPS Gas Processing Santong
GPU Gas Processing and Utilities
GSA Gas Supply (Amendment) Act 2016
GT Gas Transmission
GTA Gas Transportation Agreement
GTR Gas Transportation and Regasification
GWh Gigawatt hour
HASN Hari Alam Sekitar Negara
HR Human Resource
HSE Health, Safety and Environment
HSELT HSE Leadership Team
HSEMS HSE Management System
HSEOE Health, Safety, Environment and Operational
Excellence
HSESC Health, Safety and Environment Steering
Committee
PAGE: 299
ANNUAL REPORT 2016
GLOSSARY
GLOSSARY
HSSE Health, Safety, Security and Environment
IA Initial Acceptance
ICQCC International Convention on Quality Control
Circles
ICT Information and Communication Technology
IETS Industrial Effluent Treatment System
IFSSC PETRONAS Integrated Financial Shared
Services Centre
IGS Industrial Gas Solutions Sdn Bhd
IKM Institut Kimia Malaysia
IPP Independent power producers
IPTM Inspection, Testing, Preventive Management
IRP Inspection Reference Plan
ITA Investment tax allowance
JBPM Jabatan Bomba dan Penyelamat Malaysia
JDA Joint Development Area
JV Joint Venture
KIPC Kertih Integrated Petrochemical Complex
KMt Kilometric tonnes
KOMSB Kimanis O&M Sdn Bhd
KPI Key performance indicators
KPSB Kimanis Power Sdn Bhd
KRA Key Results Area
KRI Key Risk Indicators
LDAR Leak Detection and Repair
LINDE Linde Malaysia Sdn Bhd
LNG Liquified Natural Gas
LOA Limits of Authority
LOPC Loss of primary containment
LT Leadership Team
LTI Lost Time Injury
LTIF Loss Time Injury Frequency
MAP Mandatory Accreditation Programme
MASB Malaysian Accounting Standards Board
MASRA Malaysia Sustainability Reporting Awards
MC Management Committee
MCCG 2012 Malaysian Code on Corporate Governance
2012
MCF Mandatory Control Framework
MFRS Malaysian Financial Reporting Standards
MI Mechanical Integrity
MIA Malaysian Institute of Accountants
MIDA Malaysian Industrial Development Authority
MLNG Malaysia LNG Sdn Bhd
MMLR Main Market Listing Requirement
MMSCFD Million standard cubic feet per day
MNm3 Mega normal cubic meters
MNS Malaysian Nature Society
MPC Malaysia Productivity Corporation
MSR Management System Review
MSWG Minority Shareholder Watchdog Group
MT Metric tonne
MTJDA Malaysia-Thailand Joint Development Area
MTPA Million tonnes per annum
NACRA National Annual Corporate Report Awards
NGU Nitrogen Generation unit
NGV Natural Gas vehicals
NRC Nomination and Remuneration Committee
O&M Operation and maintenance
OBIMA Overall Boiler Integrity Management
OE&I Operational Excellence and Improvement
OEE Overall Equipment Efficiency
OeXMS Operational Excellence Management System
OPEX Operating expenditure
OPU Operating units
OSH Occupational Safety and Health
PAT Profit after tax
PBPP Program Bakti Pendidikan
PBS Performance based structure
PCASB PETRONAS Chemicals Ammonia Sdn Bhd
PCB PETRONAS Cultural Beliefs
PCESB PETRONAS Chemical Ethylene Sdn Bhd
PCG PETRONAS Chemical Group
PCOGD PETRONAS Chemical Olefins, Glycol and
Derivatives
PCP Pengerang Cogeneration Plant
PCRRS PETRONAS Credit Risk Rating System
PD&T PETRONAS Project Delivery and Technology
PDIS Procurement Downstream and Indirect
Spend
PDR Product delivery reliability
PECAS PETRONAS Competency Assessment System
PEMS Predictive Emission Monitoring System
PETRONAS Petroliam Nasional Berhad
PFRM Plant and Facilities Risk Management
PGPP Pengerang Gas Pipeline Project
PGSSB Pengerang Gas Solution Sdn Bhd
PGU Peninsular Gas Utilisation
PIC Pengerang Integrated Complex
PIRESS Pipeline Relocation Sungai Skudai
PLC PETRONAS Leadership Centre
PLNG2 Penegerang LNG (Two) Sdn Bhd
PLT Plant Leadership Team
PPE Property, plant and equipment
PAGE: 300
PETRONAS GAS BERHAD
PPMS PETRONAS Project Management System
PPMSB PETRONAS Penapisan (Melaka) Sdn Bhd
PRBI PETRONAS Risk Based Inspection
PRMD Planning and Risk Management Department
PRR Plant Rejuvenation and Revamp
PSC Project Steering Committee
PSIP Program Sentuhan Ilmu PETRONAS
PSKP Program Sentuhan Kasih PETRONAS
PSM Process Safety Management
QA Quality assurance
QASR Quarterly Audit Status Report
QC Quality control
RA Reinvestment Allowance
RAPID Refinery and Petrochemicals Integrated
Development
RCC Risk and Compliance Committee
RCFA Root Cause Failure analysis
RGT Regasification
RGT2 Pengerang LNG Regasification Terminal
RGTEC RGT Minimum Sent Out Capability
Improvement
RGTLD Regas Terminal (Lahad Datu) Sdn Bhd
RGTP LNG Regasification Terminal Pengerang
RGTSU LNG Regasification Terminal Sungai Udang
RMU Risk Management Unit
ROA Return on Asset
ROE Return on Equity
ROSPA Royal Society for the Prevention of
Accidents
ROW Right of way
RPG Recommended Practice Guide
RPT Related Party Transaction
RRPT Recurring Related Party Transaction
RSA Regasification Service Agreement
SCE Safety Criticality Element
SEC Sabah Energy Corporation Sdn Bhd
SID Senior Independent Director
Sm3 Standard cubic meter
SME Subject matter experts
SoE Scheme of Examination
SORMIC Statement of Risk Management and Internal
Controls
SSGP Sabah-Sarawak Gas Pipeline
SSI Special Scheme Inspection
TOR Term of reference
TPA Third Party Access
TSET Tanjung Sulong Export Terminal
TSR Total shareholder’s return
TTS Technical Trade Specialist
UG Utilities Gebeng
UK Utilities Kertih
UT Utilities
WACC Weighted average cost of capital
WBP Whistleblowing Policy
WP Work process
YoY Year on year
ZeTo PETRONAS Zero Tolerance
PAGE: 301
ANNUAL REPORT 2016
This page has been intentionally left blank.
No. of Ordinary Shares Held
CDS Account No.
I/We Tel: (Full Name In Capital Letters)
of (Full Address)
being a Member of PETRONAS Gas Berhad (the Company) hereby appoint:
Full Name (in Block) Proportion of Shareholdings
NRIC/Passport No. No. of Shares %
Address
and/(delete as appropriate)
Full Name (in Block) Proportion of Shareholdings
NRIC/Passport No. No. of Shares %
Address
or failing him/her, the Chairman of the Meeting as my/our proxy to vote for me/us on my/our behalf at the 34th Annual General
Meeting of the Company to be held at the Conference Hall 2, Level 3, Kuala Lumpur Convention Centre, Jalan Ampang, 50088
Kuala Lumpur, Malaysia on Monday, 17 April 2017 at 10.30 a.m. and at any adjournment thereof.
Resolutions For Against
1. Re-election of Habibah Abdul as a Director
2. Re-election of Datuk Mohd Anuar Taib as a Director
3. Re-election of Emeliana Dallan Rice-Oxley as a Director
4. Re-election of Wan Shamilah Wan Muhammad Saidi as a Director
5. Re-election of Heng Heyok Chiang @ Heng Hock Cheng as a Director
6. Directors’ Fees of up to RM1 million with effect from 1 January 2017 until the next
Annual General Meeting of the Company payable to Non-Executive Directors
7. Re-appointment of KPMG PLT, as Auditors of the Company
* Please refer to the Notice of Annual General Meeting for full details of the proposed Resolutions.
(Please indicate with an “X” in the spaces provided whether you wish your vote to be cast for or against the Resolutions. In the
absence of specific directions, your proxy will vote or abstain as he/she thinks fit)
Date: 2017.
Signature/Common Seal of Shareholders
PETRONAS Gas Berhad (101671-H)
PROXY FORM
SYMPHONY SHARE REGISTRARS SDN BHD
Level 6, Symphony House,
Pusat Dagangan Dana 1,
Jalan PJU 1A/46, 47301 Petaling Jaya,
Selangor Darul Ehsan, Malaysia
FOLD HERE
FOLD HERE
AFFIX
STAMP
Notes:
1. For the purposes of determining a member who shall be entitled to attend and vote at the forthcoming 34th Annual General Meeting, the Company shall be requesting
the Record of Depositors as at 7 April 2017. Only a depositor whose name appears on the Record of Depositors as at 7 April 2017 shall be entitled to attend and vote at
the meeting as well as for appointment of proxy(ies) to attend and vote on his/her stead.
2. A member of the Company entitled to attend and vote at the meeting may appoint not more than two proxies to attend and vote on his behalf. A proxy may but need
not be a member of the Company and a member may appoint any person to be his proxy. There shall be no restriction as to the qualification of the proxy.
3. Where a member of the Company is an authorised nominee as defined under the Securities Industry (Central Depositories) Act, 1991 (SICDA), it may appoint at least one
proxy but not more than two proxies in respect of each Securities account it holds with ordinary shares of the Company standing to the credit of the said Securities
accounts.
4. Where a member of the Company is an exempt authorised nominee which holds ordinary shares in the Company for the omnibus account, there is no limit to the
number of proxies which the exempt authorised nominee may appoint in respect of each omnibus account it holds. An exempt authorised nominee refers to an
authorised nominee defined under the SICDA which is exempted from compliance with the provisions of subsection 25A(1) of SICDA.
5. Where a member or the authorised nominee appoints two proxies, or where an exempt authorised nominee appoints two or more proxies, the proportion of
shareholdings to be represented by each proxy must be specified in the instrument appointing the proxies.
6. The instrument appointing a proxy shall be in writing under the hand of the appointer or his attorney duly authorised in writing or if the appointer is a corporation either
under seal or under the hand of an officer or attorney duly authorised and must be deposited at the Company’s Share Registrar, Symphony Share Registrars Sdn. Bhd.,
Level 6, Symphony House, Pusat Dagangan Dana 1, Jalan PJU 1A/46, 47301 Petaling Jaya, Selangor, Malaysia, not less than 48 hours before the time fixed for holding
the meeting.
7. If the Proxy Form is signed under the hand of an officer duly authorised, it should be accompanied by a statement reading “signed as authorised officer under
Authorisation Document which is still in force, no notice of revocation having been received”. If the Proxy Form is signed by an attorney duly appointed under a power
of attorney, it should be accompanied by a statement reading “signed under Power of Attorney which is still in force, no notice of revocation having been received”. A
copy of the Authorisation Document or the Power of Attorney, which should be valid in accordance with the laws of the jurisdiction in which it was created and is
exercised, should be enclosed with this Proxy Form.
PETRONAS GAS BERHAD (101671-H)
Tower 1, PETRONAS Twin Towers, Kuala Lumpur City Centre
50088 Kuala Lumpur
Tel : (03) 2051 5000 • Fax: (03) 2051 6555
www.petronasgas.com
PETRONAS GAS BERHAD
BEYONDFINANCIALREPORT 2016
GOING
An
nu
al R
epo
rt 2
016
ABOUT OUR REPORTS
RATIONALE
The journey continues for PETRONAS Gas Berhad (PGB) as we strive to attain sustainable world class
standards befitting our role as A Leading Gas Infrastructure and Utilities Company. Our approach is focused
on changing mindsets and pushing boundaries to take the Company’s performance beyond expectations.
Our steadfast focus on improving Company-wide safety and operating efficiencies through our ongoing
3ZERO100 Transformation programme will also serve to enhance our overall sustainability and profitability.
We are continuously working towards our goal of becoming a high performance organisation by completely
transforming our work culture and mindset. We will continue in this vein to sustain our legacy of high
performance, strong leadership and value creation for our shareholders.
In line with this year’s theme, Going Beyond, the cover image depicts PGB’s commitment towards achieving
results that exceed the norm.
Annual Report Regulations Complied
Regulations CompliedFinancial Report
Primary source of
information on our
Group’s financial and
non-financial
performance for
FY2016 and outlook
for FY2017 across our
operations in Malaysia
• Bursa Malaysia Main
Market Listing
Requirements
• Companies Act
2016
• Bursa Malaysia Main
Market Listing
Requirements
• Companies Act,
1965
• Malaysian Financial
Reporting Standards
Summary of financial
information and full set
of Group’s Audited
Financial Statements
Refer to website
www.petronasgas.com
Integrated Reporting
cross-referencing
IR
Navigation icons
THIS REPORTTHIS REPORTINSIDE
AT A GLANCE
2 Facts At A Glance
4 2016 Key Highlights
6 5-year Financial Summary
PERFORMANCE REVIEW
8 5-year Group Financial Analysis
10 5-year Group Financial Information
11 Group Quarterly Performance
12 Key Performance Indicators
14 Simplified Group Statement on Financial Position and
Segmental Analysis
18 Key Interest Bearing Assets and Liabilities
18 Statement of Value Added
19 Distribution of Value Added
OUR RIGHT RESULTS
22 Statement of Directors’ Responsibility in
relation to the Financial Statements
23 Audited Financial Statements
MORE THAN
2,000 mmscfd
SIX GAS PROCESSING PLANTS
processing capacity throughSupply of
INDUSTRIAL UTILITIES
to petrochemical and industrial customers in Kertih and Gebeng
MORE THAN
2,500across Malaysia
kmGAS TRANSMISSION PIPELINE
FACTS AT A GLANCE
OPERATING
300MW
Power Plant in Kimanis, Sabah
PAGE: 2
PETRONAS GAS BERHAD
PETRONAS Gas Berhad (PGB) has been in
business for more than three decades and is
still growing strongOUR STRENGTH
UNDER CONSTRUCTION
Air Separation Unit (ASU) Pengerang, Johor490 mmscfd
LNG Regasification Terminal Pengerang, Johor
Oxygen
Nitrogen
41,000 Nm3/HR
25,900 Nm3/HR
530mmscfd
LNG REGASIFICATION
TERMINALSungai Udang, Melaka
PAGE: 3
ANNUAL REPORT 2016
PAGE: 4
PETRONAS GAS BERHAD
DIVIDENDS
RM1.22016: 62 sen/share
billion
+3%
2015: 60 sen/share
MARKET CAPITALISATION
RM42.1billion
2015: RM44.9 billion
-6%
REVENUE
RM4.62015: RM4.5 billion
billion
+2%
TOTAL ASSET
RM16.62015: RM14.4 billion
billion
+15%
PROFIT AFTER TAX
RM1.72015: RM1.7 billion*
billion
-0.4%
2016 KEY HIGHLIGHTS
* Based on normalised FY2015, excluding tax incentives
and unrealised foreign exchange of RM243.2 million.
PAGE: 5
ANNUAL REPORT 2016
PAGE: 5
ANNUAL REPORT 2016
AIR SEPARATION UNIT PROJECT AT PENGERANG (ASU)
Achieved Final Investment Decision of
USD172 million
Pengerang Gas Solutions Sdn Bhd was
incorporated in August 2016, a joint
venture with Linde Malaysia Sdn Bhd to
undertake the ASU project
EXCELLENT LIQUID PLANTEXTRACTION PERFORMANCE
Achieved 12 months Performance Based
Structure income of RM69 million
EXTERNAL FINANCING
Secured USD500 million term loan
from Mizuho Bank Ltd
PGB TRANSFORMATION
Completion of 3ZERO100
Transformation which focuses on
improvement of asset integrity, people
& culture and system & process
LNG REGASIFICATION TERMINALPENGERANG PROJECT
Advancing well at 75% completion
and on track to achieve commercial
operations by quarter four of 2017
PAGE: 6
PETRONAS GAS BERHAD
Year 2012 2013 2014 2015 2016
Revenue (RM million) 3,576.8 3,892.1 4,391.7 4,455.9 4,561.3
Profit after tax (RM million) 1,404.9 2,078.9 1,842.1 1,985.9 1,736.3
Dividends per share (sen) 50.0 55.0 55.0 60.0 62.0
Earnings per share (sen) 71.0 105.1 93.1 100.4 87.9
Total assets (RM million) 12,438.3 13,222.4 13,260.5 14,382.0 16,553.6
Total equity (RM million) 9,167.2 10,265.5 10,569.0 11,594.9 12,161.2
Market capitalisation (RM million) 38,624.8 48,043.6 43,848.7 44,917.2 42,147.0
Share price (RM) 19.52 24.28 22.16 22.70 21.30
5-YEAR FINANCIAL SUMMARY
‘12 ‘13 ‘14 ‘15 ‘16
3,5
76
.8
3,8
92
.1
4,3
91.
7
4,4
55
.9
4,5
61.
3
Revenue(RM million)
1,4
04
.9
2,0
78
.9
1,8
42
.1
1,9
85
.9
1,73
6.3
‘12 ‘13 ‘14 ‘15 ‘16
Profit After Tax(RM million)
71.
0
105
.1
93
.1
100
.4
87.
9
‘12 ‘13 ‘14 ‘15 ‘16
Earnings Per Share (EPS)(sen)
PAGE: 7
ANNUAL REPORT 2016
50
.0 55
.0
55
.0 60
.0
62
.0
‘12 ‘13 ‘14 ‘15 ‘16
Dividends Per Share(sen)
9,1
67.
2
10,2
65
.5
10,5
69
.0
11,5
94
.9
12,1
61.
2
‘12 ‘13 ‘14 ‘15 ‘16
Total Equity(RM million)
12,4
38
.3
13,2
22
.4
13,2
60
.5
14,3
82
.0
16,5
53
.6
‘12 ‘13 ‘14 ‘15 ‘16
Total Assets(RM million)
38
,62
4.8
48
,04
3.6
43
,84
8.7
44
,917
.2
42
,14
7.0
‘12 ‘13 ‘14 ‘15 ‘16
Market Capitalisation(RM million)
19.5
2
24
.28
22
.16
22
.70
21.
30
‘12 ‘13 ‘14 ‘15 ‘16
Share Price(RM)
PAGE: 8
PETRONAS GAS BERHAD
Item 2012 2013 2014 2015 2016
Profit after tax (RM million) 1,404.9 2,078.9 1,842.1 1,985.9 1,736.3
Normalised profit after tax* (RM million) 1,404.9 1,511.2 1,741.1 1,742.7 1,736.3
2012
1,404.9
2,078.9
1,511.2
1,842.1
1,741.1
1,985.9
1,742.71,736.3
2013 2014 2015 2016
Profit After Tax(RM million)ANALYSIS
2012
• Profit of RM1.4 billion was contributed by three business
segments comprising Gas Processing (GP), Gas
Transportation (GT) and Utilities (UT).
• Compared to 2011, the Group results increased due to gain
on partial disposal of investment in an associate, Gas Malaysia
Berhad of RM100.0 million through initial public offering.
2013
• Profit of RM2.1 billion was contributed by four business
segments comprising GP, GT, UT and newly commissioned
operations, Regasification (RGT).
• Achieved commercial operations of Malaysia’s First LNG
Regasification Terminal in Sg Udang, Melaka (RGTSU) in May
2013.
• Compared to 2012, the Group results improved due to
recognition of deferred tax assets (DTA) arising from
investment tax allowances (ITA) granted by Malaysian
Investment Development Authority (MIDA) amounting to
RM626.4 million.
• Excluding impact of DTA, profit sustained at RM1.5 billion.
2014
• Signing of new Gas Processing Agreement (GPA) and Gas
Transportation Agreement (GTA) with PETRONAS for 20-year
period.
• Kimanis Power Plant achieved full commercial operations in
November 2014.
• Compared to 2013, excluding impact of DTA on ITA from
RGTSU and Kimanis Power Sdn Bhd (KPSB), the Group’s
profit increased attributable to profit contribution from KPSB,
full year contribution from RGTSU and strentghening of GT
revenue base under new GTA.
2015
• Completion of the last series of plant revamp and rejuvenation
project (PRR) for GP segment (PRR for Gas Processing Plant
(GPP) 2 and 3 was completed in 2013 and PRR for GPP4 was
completed in 2015).
• Compared to 2014, the Group’s profit increased as a result of
recognition of tax incentives arising from ITA and
reinvestment allowances granted by MIDA on PRR totalling
RM443.1 million.
• This was partially offset by unrealised foreign exchange
(forex) loss on USD finance lease liabilities totalling RM199.9
million due to weakening of the Ringgit.
• Excluding impact of tax incentives and forex, profit remained
strong at RM1.7 billion.
2016
• Compared to 2015, excluding impact of tax incentives and
forex, profit remained steady at RM1.7 billion.
* Excluding tax incentives and forex (FY2013: RM567.7 million, FY2014: RM101.0 million and FY2015: RM243.2 million)
5-YEAR GROUP FINANCIAL ANALYSIS
PAGE: 9
ANNUAL REPORT 2016
Item 2012 2013 2014 2015 2016
Total assets (RM million) 12,438.3 13,222.4 13,260.5 14,382.0 16,553.6
12,438.3
13,222.4 13,260.5
14,382.0
16,553.6
2012 2013 2014 2015 2016
Total Assets(RM million)ANALYSIS
Item 2012 2013 2014 2015 2016
Property, plant and equipment 9,777.9 10,611.1 10,858.5 11,323.8 12,807.5
Fixed assets 5,443.6 8,913.8 9,230.6 9,737.9 9,660.8
Project-in-progress 4,334.3 1,697.3 1,627.9 1,585.9 3,146.7
Cash and cash equivalents 912.1 1,706.2 637.7 1,230.8 1,763.1
ANALYSIS
2012
• Total assets of RM12.4 billion mainly consist of plant,
property and equipment (PPE) from the three business
segments: GP, GT and UT.
2013
• Compared to 2012, total assets further strengthened following
completion of RGTSU and PRR for GPP2 and GPP3.
2014
• Compared to 2013, total assets remained steady at RM13.3
billion mainly consist of PPE from four business segments:
GP, GT, UT and RGT.
2015
• Compared to 2014, total assets of the Group increased was
mainly attributed to higher PPE arising from completion of
PRR for GPP4 and higher cash balances.
2016
• Compared to 2015, total assets surged to RM16.6 billion as
the Group embarked into Malaysia’s Second LNG
Regasification Terminal and Air Separation Unit plant projects
in Pengerang, Johor.
PAGE: 10
PETRONAS GAS BERHAD
Year 2012 2013 2014 2015RM million
2016
Key results Revenue 3,576.8 3,892.1 4,391.7 4,455.9 4,561.3
By segment:Gas Processing 1,511.2 1,497.4 1,480.2 1,533.6 1,557.2 Gas Transportation 1,119.4 1,189.4 1,286.7 1,311.6 1,303.9 Utilities 946.2 867.2 1,008.6 973.6 1,069.1 Regasification – 338.2 616.2 637.1 631.1
By geographical:Peninsular Malaysia 3,559.3 3,873.8 4,365.5 4,428.8 4,545.4 Sabah – – 8.5 8.5 (3.3)Sarawak 17.5 18.3 17.7 18.6 19.2
Interest income 71.5 41.8 36.9 31.8 54.2 Cost of revenue 1,806.8 1,947.3 2,179.5 2,316.5 2,495.4
By segment:Gas Processing 742.5 746.1 778.5 836.6 908.8 Gas Transportation 280.1 287.0 280.0 302.5 328.6 Utilities 784.2 739.5 812.6 837.8 913.2 Regasification – 174.7 308.4 339.6 344.8
Financing costs 20.3 50.1 76.3 90.1 93.9 Administration expenses 156.0 120.0 74.8 89.5 93.1 Operating profit 1,859.6 1,903.7 2,142.1 2,016.9 2,137.1 Earnings before interest, taxes,
depreciation and amortisation 2,463.0 2,628.6 3,180.8 2,837.2 3,023.6 Profit before taxation 1,851.3 1,896.4 2,354.5 2,002.1 2,106.8 Profit for the year 1,404.9 2,078.9 1,842.1 1,985.9 1,736.3 Profit attributables to the shareholders
of the Company 1,405.0 2,078.9 1,843.2 1,987.5 1,739.1
Key statement of financial positionProperty, plant and equipment 9,777.9 10,611.1 10,858.5 11,323.8 12,807.5 Cash & cash equivalents 912.1 1,706.2 637.7 1,230.8 1,763.1 Total assets 12,438.3 13,222.4 13,260.5 14,382.0 16,553.6 Borrowings 1,246.7 841.8 882.3 1,058.3 2,249.5 Total liabilities 3,271.1 2,956.9 2,691.5 2,787.1 4,392.4 Share capital 1,978.7 1,978.7 1,978.7 1,978.7 1,978.7 Reserves 7,188.7 8,287.0 8,555.1 9,460.1 9,988.0 Total equity attributable to the
shareholders of the Company 9,167.4 10,265.7 10,533.8 11,438.8 11,966.7 Non-controlling interests (0.2) (0.2) 35.0 156.1 194.5 Total equity 9,167.2 10,265.5 10,569.0 11,594.9 12,161.2
Share informationEarnings per share (sen) 71.0 105.1 93.1 100.4 87.9 Dividends per share (sen) 50.0 55.0 55.0 60.0 62.0 Net assets (sen) 4.63 5.19 5.32 5.78 6.05 Closing share price 19.52 24.28 22.16 22.70 21.30 Number of ordinary shares (’000) 1,978,732 1,978,732 1,978,732 1,978,732 1,978,732 Market capitalisation (RM million) 38,624.8 48,043.6 43,848.7 44,917.2 42,147.0
5-YEAR GROUP FINANCIAL INFORMATION
PAGE: 11
ANNUAL REPORT 2016
2016In RM Million
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Year 2016
Operating revenue 1,130.6 1,119.0 1,157.8 1,153.9 4,561.3
Operating profit 591.9 502.9 542.3 500.0 2,137.1
Profit before taxation 578.8 497.9 546.3 483.8 2,106.8
Profit for the period/year 447.4 403.5 422.1 463.3 1,736.3
Profit attributable to shareholders
of the Company 447.3 403.9 422.8 465.1 1,739.1
Earnings per share (sen) 22.6 20.4 21.4 23.5 87.9
Dividends per share (sen) 14.0 14.0 15.0 19.0 62.0
2015In RM Million
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
Year 2015
Operating revenue 1,101.3 1,083.6 1,134.3 1,136.7 4,455.9
Operating profit 568.4 545.0 415.6 487.9 2,016.9
Profit before taxation 571.3 527.1 415.5 488.2 2,002.1
Profit for the period/year 450.0 817.8 307.2 410.9 1,985.9
Profit attributable to shareholders
of the Company 450.0 818.0 305.0 414.5 1,987.5
Earnings per share (sen) 22.7 41.4 15.4 20.9 100.4
Dividends per share (sen) 14.0 14.0 15.0 17.0 60.0
GROUP QUARTERLY PERFORMANCE
PAGE: 12
PETRONAS GAS BERHAD
KEY PERFORMANCE INDICATORS
The financial indicators assess the Group’s current year performance as compared to the corresponding year.
GROUP PERFORMANCE RATIOS
All analysis below is after excluding impact of tax incentives and unrealised foreign exchange.
39.1%
Normalised 2015
Normalised 2015
2015
2015
2015
2015
2015
2016
2016
2016
2016
2016
12.1%
48.0%
52.0%
44.6%
13.8%
45.3%
54.7%
38.1%
10.5%
Sustained within healthy levels. Due to higher operating costs.
Continuous improvement towards assets
integrity.
Slightly lower due to higher spending on growth
projects yet to generate returns.
Net profit margin is defined as a ratio
of net profit after tax to revenue.
Gross profit margin is defined as a
ratio of gross profit to revenue.
Cost to Income (CTI) is a measure of
cost of revenue divided by revenue.
Return on Asset (ROA) is an indicator that
measures the Company’s efficiency in using
the total assets to generate profit.
2.3
2.5
Higher attributed to high cash balances.
Current ratio is defined as the Company’s
ability to meet its short term obligations.
PAGE: 13
ANNUAL REPORT 2016
Normalised 2015
2015 2015
2015
2016 2016
2016
Normalised 2015 2015 2016 Normalised 2015 2015 2016
sen
sen
88.2
100.4
87.9
In line with steady profit for the year.
Within the industry average of DPR.
Earnings Per Share (EPS) represents the
portion of the Company’s distributable
income allocated to each equity share.
Dividend Payout Ratio (DPR) is defined as the
percentage of earnings paid to shareholders in dividend.
77.0%
59.8%
70.7%
15.2%
17.4%
14.5%
Respectable returns from investments.
Return on Equity (ROE) is defined as profit
attributable to shareholders divided by the average
shareholders’ equity for the financial year.
60.0
62.0
5.1%
-3.4%
Higher dividend payout in respect of FY2016 in
tandem with strong performance of the Group.
Due to decline of share price during the year.
Dividends Per Share (DPS) is dividends declared
for the shareholders divided by the number of
ordinary shares issued.
Total Shareholder’s Return (TSR) is measure of
share price performance and dividends paid during
the year, divided by the opening share prices.
PAGE: 14
PETRONAS GAS BERHAD
SIMPLIFIED GROUP STATEMENT ON FINANCIAL POSITION AND SEGMENTAL ANALYSIS
2015
2016
Total Assets
Total Assets
Property, Plant and Equipment 77% Cash and Cash Equivalents 11% Investment in Joint Ventures 4% Trade and Other Receivables 4% Deferred Tax Assets 3% Investment in Associate 1% Long Term Receivables 0%*
Tax Recoverable 0%*
Trade and Other Inventories 0%*
Property, Plant and Equipment 79% Cash and Cash Equivalents 9% Investment in Joint Ventures 4% Trade and Other Receivables 4% Deferred Tax Assets 3% Investment in Associate 1% Trade and Other Inventories 0%*
RM14.4 billion
RM16.6 billion
* Insignificant percentage (%)
* Insignificant percentage (%)
PAGE: 15
ANNUAL REPORT 2016
2015
2016
Total Liabilities & Shareholder’s Equity
Total Liabilities & Shareholder’s Equity
Reserves 66% Share Capital 14% Non-Current Borrowings 7% Deferred Tax Liabilities 6% Trade and Other Payables 6% Non-Controlling Interests 1% Deferred Income 0%*
Current Borrowings 0%*
Taxation 0%*
Reserves 60% Non-Current Borrowings 13% Share Capital 12% Deferred Tax Liabilities 7% Trade and Other Payables 6% Non-Controlling Interests 2% Deferred Income 0%*
Current Borrowings 0%*
Taxation 0%*
RM14.4 billion
RM16.6 billion
* Insignificant percentage (%)
* Insignificant percentage (%)
PAGE: 16
PETRONAS GAS BERHAD
Gas Transportation(RM million)
Gas Transportation(RM million)
Gas Transportation(RM million)
Gas Processing(RM million)
Gas Processing(RM million)
Gas Processing(RM million)
2,575.14,376.4
1,009.1697.0
1,311.61,533.6
2,620.14,321.6
975.3648.4
1,303.91,557.2
SEGMENT OPERATING REVENUE
SEGMENT GROSS PROFIT
SEGMENT ASSETS
2015
2015
2015
2016
2016
2016
RM4.6 billion
RM2.1 billion
RM14.2 billion
for the financial year ended 31 December
for the financial year ended 31 December
for the financial year ended 31 December
2016
2016
2016
SIMPLIFIED GROUP STATEMENT ON FINANCIAL POSITION AND SEGMENTAL ANALYSIS
PAGE: 17
ANNUAL REPORT 2016
Regasification(RM million)
Regasification(RM million)
Regasification(RM million)
Utilities(RM million)
Utilities(RM million)
Utilities(RM million)
637.1
297.5
4,389.31,184.5
135.8
973.6
631.1
286.3
5,896.31,317.9
155.9
1,069.1
2015
2015
2015
2016
2016
2016
RM2.1 billion
RM12.5 billion
RM4.5 billion
2015
2015
2015
PAGE: 18
PETRONAS GAS BERHAD
2015 2016
As at 31 December
RM million
EffectiveInterest Rate
%
InterestIncome/
(Expenses)RM million
As at 31 December
RM million
EffectiveInterest Rate
%
InterestIncome/
(Expenses)RM million
Interest earning assets
Cash and cash equivalents 1,230.8 3.9 31.8 1,763.1 3.6 54.2
Interest bearing liabilities
Finance lease liabilities 1,058.3 9.1 (90.1) 1,166.6 9.1 (93.9)
Team loan – – – 795.6 1.7 –*
Loan from corporate
shareholder of a subsidary – – – 287.3 6.5 –*
* Interest expenses are being capitalised as part of projects-in-progress.
2015RM million
2016RM million
Revenue 4,455.9 4,561.3
Purchase of goods and services (1,300.2) (1,386.8)
Value added by the Company 3,155.7 3,174.5
Other income and expenses (32.9) 164.3
Financing costs (90.1) (93.9)
Share of profit after tax of equity accounted associate and jointly controlled entity 75.2 63.6
Value added available for distribution 3,107.9 3,308.5
KEY INTEREST BEARING ASSETS AND LIABILITIES
STATEMENT OF VALUE ADDED
PAGE: 19
ANNUAL REPORT 2016
2015RM million
2016RM million
To employees
Employment costs 326.9 324.5
To government
Taxation 71.9 113.7
To shareholders
Dividends 1,147.8 1,187.2
Non-controlling interest (1.5) (2.8)
Retained for reinvestment and future growth
Depreciation and amortisation 778.9 877.2
Deferred tax expense/(income) (55.7) 256.8
Retained profit 839.6 551.9
3,107.9 3,308.5
10%
3%
51%
FY2016
36%
Retained for reinvestment and future growth
To shareholders
To employees
To government
11%
2%37%
FY2015
50%
Retained for reinvestment and future growth
To shareholders
To employees
To government
DISTRIBUTION OF VALUE ADDED
OUR RIGHT RESULTS
22 Statement of Director’s
Responsibility in relation to the
Financial Statements
FINANCIAL STATEMENTS23 Directors’ Report
28 Statement by Directors
28 Statutory Declaration
29 Consolidated Statement of
Financial Position
30 Consolidated Statement of Profit
or Loss and Other
Comprehensive Income
31 Consolidated Statement of
Changes in Equity
33 Consolidated Statement of
Cash Flows
34 Statement of Financial Position
35 Statement of Profit or Loss and
Other Comprehensive Income
36 Statement of Changes in Equity
37 Statement of Cash Flows
38 Notes to the Financial Statements
106 Independent Auditors’ Report
to the Members of
PETRONAS Gas Berhad
The financial statements of the Group and of the Company as set out on pages 29 to 105, are properly drawn up so as to
give a true and fair view of the state of affairs of the Group and of the Company as at 31 December 2016 and of the results
of its operations and cash flows for the year ended on that date.
The Directors consider that in preparing the financial statements of the Group and of the Company:
• appropriate accounting policies have been used and consistently applied;
• reasonable and prudent judgements and estimates were made;
• all Malaysian Financial Reporting Standards and the Malaysian Companies Act, 1965 have been followed; and
• are prepared on a going concern basis.
The Directors are responsible for ensuring that the accounting and other records and registers required by the Malaysian
Companies Act, 1965 to be retained by the Company and its subsidiaries have been properly kept in accordance with the
provisions of the said Act.
The Directors also have general responsibilities for taking such steps that are reasonably available to them to safeguard the
assets of the Group and the Company, and to prevent and detect fraud and other irregularities.
PAGE: 22
PETRONAS GAS BERHAD
STATEMENT OF DIRECTOR’S RESPONSIBILITY IN RELATION TO THE FINANCIAL STATEMENTS
The Directors have pleasure in submitting their report and the audited financial statements of the Group and of the Company
for the financial year ended 31 December 2016.
PRINCIPAL ACTIVITIES
The principal activities of the Company in the course of the financial year remain unchanged and consist of separating
natural gas into its components and storing, transporting and distributing such components thereof for a fee and the sale of
industrial utilities.
The principal activities of the subsidiaries, associate and joint ventures are as stated in note 5, note 6 and note 7 to the
financial statements respectively.
RESULTS
Group Company
RM’000 RM’000
Profit for the year 1,736,301 1,784,854
Attributable to:
Shareholders of the Company 1,739,052 –
Non-controlling interests (2,751) –
DIVIDENDS
During the financial year, the Company paid:
(i) a fourth interim dividend of 17 sen per ordinary share amounting to RM336,384,000 in respect of the financial year
ended 31 December 2015 on 23 March 2016;
(ii) a first interim dividend of 14 sen per ordinary share amounting to RM277,022,000 in respect of the financial year ended
31 December 2016 on 8 June 2016;
(iii) a second interim dividend of 14 sen per ordinary share amounting to RM277,022,000 in respect of the financial year
ended 31 December 2016 on 8 September 2016; and
(iv) a third interim dividend of 15 sen per ordinary share amounting to RM296,810,000 in respect of the financial year ended
31 December 2016 on 2 December 2016.
The Directors had on 23 February 2017 declared a fourth interim dividend of 19 sen per ordinary share amounting to
RM375,959,000 in respect of the financial year ended 31 December 2016.
The financial statements for the current financial year do not reflect the declared interim dividend. The dividend, will be
accounted for in equity as an appropriation of retained profits in the financial statements for the financial year ending 31
December 2017.
PAGE: 23
ANNUAL REPORT 2016
DIRECTORS’ REPORT FOR THE YEAR ENDED 31 DECEMBER 2016
RESERVES AND PROVISIONS
There were no material movements to and from reserves and provisions during the year other than as disclosed in the
financial statements.
DIRECTORS OF THE COMPANY
Directors who served since the date of the last report are:
Datuk Mohd Anuar bin Taib (appointed on 1 January 2017)
Habibah binti Abdul
Dato’ Ab. Halim bin Mohyiddin
Yusa’ bin Hassan
Emeliana Dallan Rice-Oxley (appointed on 1 September 2016)
Wan Shamilah binti Wan Muhammad Saidi (appointed on 1 September 2016)
Heng Heyok Chiang @ Heng Hock Cheng (appointed on 1 January 2017)
Datuk Rosli bin Boni (resigned on 1 September 2016)
Pramod Kumar Karunakaran (resigned on 1 September 2016)
Dato’ N. Sadasivan N.N. Pillay (resigned on 1 January 2017)
Lim Beng Choon (resigned on 1 January 2017)
Tan Sri Dato’ Seri Shamsul Azhar bin Abbas (resigned on 1 January 2017)
In accordance with Article 93 of the Company’s Articles of Association, Habibah binti Abdul will retire by rotation from the
Board at the forthcoming Annual General Meeting, and being eligible, offers herself for re-election.
In accordance with Article 96 of the Company’s Articles of Association, Datuk Mohd Anuar bin Taib, Emeliana Dallan
Rice-Oxley, Wan Shamilah binti Wan Muhammad Saidi and Heng Heyok Chiang @ Heng Hock Cheng who respectively were
appointed to fill casual vacancies on the Board, will retire at the forthcoming Annual General Meeting, and being eligible,
offers themselves for re-election.
In accordance with Section 129(6) of the Companies Act, 1965, Dato’ Ab. Halim bin Mohyiddin is retiring at the forthcoming
Annual General Meeting. Dato’ Ab. Halim bin Mohyiddin offers himself for re-appointment and is eligible to be re-appointed.
DIRECTORS’ INTERESTS
The Directors in office at the end of the year who have interests in the shares of the Company and of its related
corporations other than wholly owned subsidiaries (including the interests of the spouses and/or children of the Director
who themselves are not Directors of the Company) as recorded in the Register of Directors’ Shareholdings are as follows:
Number of ordinary shares of RM1.00 each in the Company
Balance at Balance at
Name 1.1.2016 Bought Sold 31.12.2016
Dato’ Ab. Halim bin Mohyiddin 5,000 – – 5,000
PAGE: 24
PETRONAS GAS BERHAD
DIRECTORS’ REPORTFOR THE YEAR ENDED 31 DECEMBER 2016
DIRECTORS’ INTERESTS (CONTINUED)
Number of ordinary shares of RM0.50 each in Malaysia Marine and Heavy Engineering Holdings Berhad
Balance at Balance at
Name 1.1.2016 Bought Sold 31.12.2016
Dato’ Ab. Halim bin Mohyiddin 5,000 – – 5,000
Number of ordinary shares of RM0.10 each in PETRONAS Chemicals Group Berhad
Balance at
Name
1.1.2016/at appointment
date Bought SoldBalance at 31.12.2016
Tan Sri Dato' Seri Shamsul Azhar bin Abbas 20,000 – (20,000) –
Dato’ Ab. Halim bin Mohyiddin
– own 5,000 – – 5,000
– others 5,000 – – 5,000
Wan Shamilah binti Wan Muhammad Saidi 6,000 – – 6,000
None of the other Directors holding office at 31 December 2016 had any interest in the ordinary shares of the Company
and of its related corporations during the financial year.
DIRECTORS’ BENEFITS
Since the end of the previous financial year, no Director of the Company has received nor become entitled to receive any
benefit (other than the benefit included in the aggregate amount of emoluments received or due and receivable by Directors
as shown in the financial statements or the fixed salary of a full time employee of the Company or of related corporations),
by reason of a contract made by the Company or a related corporation with the Director or with a firm of which the
Director is a member, or with a company in which the Director has a substantial financial interest.
There were no arrangements during and at the end of the financial year which had the object of enabling Directors of the
Company to acquire benefits by means of the acquisition of shares in or debentures of the Company or any other body
corporate.
ISSUE OF SHARES
There were no changes in the issued and paid up capital of the Company during the financial year.
OPTIONS GRANTED OVER UNISSUED SHARES
No options were granted to any person to take up unissued shares of the Company during the financial year.
PAGE: 25
ANNUAL REPORT 2016
OTHER STATUTORY INFORMATION
Before the financial statements of the Group and of the Company were made out, the Directors took reasonable steps to
ascertain that:
(i) there are no bad debts to be written off and adequate provision has been made for doubtful debts; and
(ii) any current assets which were unlikely to be realised in the ordinary course of business have been written down to an
amount which they might be expected so to realise.
At the date of this report, the Directors are not aware of any circumstances:
(i) that would render it necessary to write off any bad debts or provide for any doubtful debts; or
(ii) that would render the value attributed to the current assets in the financial statements of the Group and of the
Company misleading; or
(iii) which have arisen which render adherence to the existing method of valuation of assets or liabilities of the Group and of
the Company misleading or inappropriate; or
(iv) not otherwise dealt with in this report or the financial statements that would render any amount stated in the financial
statements of the Group and of the Company misleading.
At the date of this report, there does not exist:
(i) any charge on the assets of the Group or of the Company that has arisen since the end of the financial year and which
secures the liabilities of any other person; or
(ii) any material contingent liability in respect of the Group or of the Company that has arisen since the end of the
financial year.
No contingent liability or other liability of any company in the Group has become enforceable, or is likely to become
enforceable within the period of twelve months after the end of the financial year which, in the opinion of the Directors, will
or may substantially affect the ability of the Group and of the Company to meet their obligations as and when they fall due.
In the opinion of the Directors, the financial performance of the Group and of the Company for the financial year ended 31
December 2016 have not been substantially affected by any item, transaction or event of a material and unusual nature nor
has any such item, transaction or event occurred in the interval between the end of that financial year and the date of this
report.
PAGE: 26
PETRONAS GAS BERHAD
DIRECTORS’ REPORTFOR THE YEAR ENDED 31 DECEMBER 2016
SIGNIFICANT EVENT DURING THE FINANCIAL YEAR
There were no significant events during the financial year other than as disclosed in the financial statements.
SUBSEQUENT EVENTS
There were no material events subsequent to the end of the financial year.
AUDITORS
The auditors, KPMG PLT, (converted from a conventional partnership, KPMG, on 27 December 2016) have indicated their
willingness to accept re-appointment.
Signed on behalf of the Board of Directors
in accordance with a resolution of the Directors:
Datuk Mohd Anuar bin Taib
Yusa’ bin Hassan
Kuala Lumpur, 23 February 2017
PAGE: 27
ANNUAL REPORT 2016
In the opinion of the Directors, the financial statements set out on pages 29 to 104, are drawn up in accordance with
Malaysian Financial Reporting Standards, International Financial Reporting Standards and the requirements of the Companies
Act, 1965 in Malaysia so as to give a true and fair view of the financial position of the Group and of the Company at 31
December 2016 and of their financial performance and cash flows for the year ended on that date.
In the opinion of the Directors, the information set out in note 36 on page 105 to the financial statements has been
compiled in accordance with the Guidance on Special Matter No.1, Determination of Realised and Unrealised Profits or
Losses in the Context of Disclosures Pursuant to Bursa Malaysia Securities Berhad Listing Requirements, issued by the
Malaysian Institute of Accountants, and presented based on the format prescribed by Bursa Malaysia Securities Berhad.
Signed on behalf of the Board of Directors
in accordance with a resolution of the Directors:
Datuk Mohd Anuar bin Taib Yusa’ bin Hassan
Kuala Lumpur, 23 February 2017
I, Aida Aziza binti Mohd Jamaludin, the officer primarily responsible for the financial management of PETRONAS GAS BERHAD, do solemnly and sincerely declare that the financial statements set out on pages 29 to 105 are, to the best of my
knowledge and belief, correct and I make this solemn declaration conscientiously believing the declaration to be true, and by
virtue of the Statutory Declarations Act, 1960.
Subscribed and solemnly declared by the above named
Aida Aziza binti Mohd Jamaludin at Kuala Lumpur in
Wilayah Persekutuan on 23 February 2017.
BEFORE ME:
PAGE: 28
PETRONAS GAS BERHAD
STATEMENT BY DIRECTORS
STATUTORY DECLARATION
31.12.2016 31.12.2015
Note RM’000 RM’000
ASSETS
Property, plant and equipment 3 12,807,524 11,323,848
Prepaid lease payment 4 4,645 4,518
Investment in associate 6 130,162 128,063
Investment in joint ventures 7 605,990 547,647
Deferred tax assets 8 408,042 456,360
Long term receivables 10 47,905 –
TOTAL NON-CURRENT ASSETS 14,004,268 12,460,436
Trade and other inventories 11 68,468 46,367
Trade and other receivables 12 711,914 644,389
Tax recoverable 5,865 –
Cash and cash equivalents 13 1,763,117 1,230,815
TOTAL CURRENT ASSETS 2,549,364 1,921,571
TOTAL ASSETS 16,553,632 14,382,007
EQUITY
Share capital 14 1,978,732 1,978,732
Reserves 15 9,988,048 9,460,067
Total equity attributable to the shareholders of the Company 11,966,780 11,438,799
Non-controlling interests 16 194,469 156,137
TOTAL EQUITY 12,161,249 11,594,936
LIABILITIES
Borrowings 17 2,216,869 1,029,596
Deferred tax liabilities 8 1,131,032 922,594
Deferred income 18 5,907 6,852
TOTAL NON-CURRENT LIABILITIES 3,353,808 1,959,042
Trade and other payables 19 1,006,007 796,539
Borrowings 17 32,568 28,664
Taxation – 2,826
TOTAL CURRENT LIABILITIES 1,038,575 828,029
TOTAL LIABILITIES 4,392,383 2,787,071
TOTAL EQUITY AND LIABILITIES 16,553,632 14,382,007
The notes set out on pages 38 to 105 are an integral part of these financial statements.
PAGE: 29
ANNUAL REPORT 2016
CONSOLIDATED STATEMENT OF FINANCIAL POSITIONAT 31 DECEMBER 2016
2016 2015
Note RM’000 RM’000
Revenue 20 4,561,280 4,455,955
Cost of revenue 20 (2,495,424) (2,316,526)
Gross profit 20 2,065,856 2,139,429
Administration expenses (93,086) (89,468)
Other expenses (15,029) (205,211)
Other income 179,345 172,213
Operating profit 21 2,137,086 2,016,963
Financing costs 22 (93,943) (90,055)
Share of profit after tax of equity-accounted associate and joint ventures 63,626 75,202
Profit before taxation 2,106,769 2,002,110
Tax expense 23 (370,468) (16,240)
Profit for the year 1,736,301 1,985,870
Other comprehensive income
Item that may be reclassified subsequently to profit or loss
Net movement from exchange differences 30,743 55,955
Cash flow hedge (51,703) –
Share of cash flow hedge of an equity-accounted joint venture 7,887 28,939
TOTAL COMPREHENSIVE INCOME FOR THE YEAR 1,723,228 2,070,764
Profit/(loss) attributable to:
Shareholders of the Company 1,739,052 1,987,452
Non-controlling interests 16 (2,751) (1,582)
PROFIT FOR THE YEAR 1,736,301 1,985,870
Total comprehensive income attributable to:
Shareholders of the Company 1,715,219 2,058,705
Non-controlling interests 8,009 12,059
TOTAL COMPREHENSIVE INCOME FOR THE YEAR 1,723,228 2,070,764
Basic and diluted earnings per ordinary share (sen) 25 87.9 100.4
The notes set out on pages 38 to 105 are an integral part of these financial statements.
PAGE: 30
PETRONAS GAS BERHAD
CONSOLIDATED STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOMEFOR THE YEAR ENDED 31 DECEMBER 2016
Attributable to shareholders of the Company
Non-distributable
Share capital
Share premium
Hedging reserve
Foreign currency
translationreserve
Note RM’000 RM’000 RM’000 RM’000
Balance at 1 January 2015 1,978,732 1,186,472 12,546 –
Net movement from exchange differences – – – 42,314
Share of cash flow hedge of an equity-
accounted joint venture – – 28,939 –
Profit for the year – – – –
Total comprehensive income for the year – – 28,939 42,314
Issuance of shares to non-controlling interest – – – –
Dilution of equity shareholding in a subsidiary 26 – – – (5,943)
Dividends – 31.12.2014 interim 24 – – – –
Dividends – 31.12.2015 interim 24 – – – –
Total transactions with shareholders of the Company – – – (5,943)
Balance at 31 December 2015 1,978,732 1,186,472 41,485 36,371
Balance at 1 January 2016 1,978,732 1,186,472 41,485 36,371
Net movement from exchange differences – – – 19,983
Cash flow hedge – – (51,703) –
Share of cash flow hedge of an equity-
accounted joint venture – – 7,887 –
Profit for the year – – – –
Total comprehensive income for the year – – (43,816) 19,983
Issuance of shares to non-controlling interest – – – –
Dividends – 31.12.2015 interim 24 – – – –
Dividends – 31.12.2016 interim 24 – – – –
Total transactions with shareholders of the Company – – – –
Balance at 31 December 2016 1,978,732 1,186,472 (2,331) 56,354
continue to next page.
The notes set out on pages 38 to 105 are an integral part of these financial statements.
PAGE: 31
ANNUAL REPORT 2016
CONSOLIDATED STATEMENT OF CHANGES IN EQUITYFOR THE YEAR ENDED 31 DECEMBER 2016
Attributable to shareholders of the Company
Distributable
Retainedprofits Total
Non– controlling
interestsTotal
equity
Note RM’000 RM’000 RM’000 RM’000
Balance at 1 January 2015 7,356,128 10,533,878 35,125 10,569,003
Net movement from exchange differences – 42,314 13,641 55,955
Share of cash flow hedge of an equity-
accounted joint venture – 28,939 – 28,939
Profit for the year 1,987,452 1,987,452 (1,582) 1,985,870
Total comprehensive income for the year 1,987,452 2,058,705 12,059 2,070,764
Issuance of shares to non-controlling interest – – 102,833 102,833
Dilution of equity shareholding in a subsidiary 26 (177) (6,120) 6,120 –
Dividends – 31.12.2014 interim 24 (296,810) (296,810) – (296,810)
Dividends – 31.12.2015 interim 24 (850,854) (850,854) – (850,854)
Total transactions with shareholders of the Company (1,147,841) (1,153,784) 108,953 (1,044,831)
Balance at 31 December 2015 8,195,739 11,438,799 156,137 11,594,936
Balance at 1 January 2016 8,195,739 11,438,799 156,137 11,594,936
Net movement from exchange differences – 19,983 10,760 30,743
Cash flow hedge (51,703) (51,703)
Share of cash flow hedge of an equity-
accounted joint venture – 7,887 – 7,887
Profit for the year 1,739,052 1,739,052 (2,751) 1,736,301
Total comprehensive income for the year 1,739,052 1,715,219 8,009 1,723,228
Issuance of shares to non-controlling interest – – 30,323 30,323
Dividends – 31.12.2015 interim 24 (336,384) (336,384) – (336,384)
Dividends – 31.12.2016 interim 24 (850,854) (850,854) – (850,854)
Total transactions with shareholders of the Company (1,187,238) (1,187,238) 30,323 (1,156,915)
Balance at 31 December 2016 8,747,553 11,966,780 194,469 12,161,249
continued from previous page.
The notes set out on pages 38 to 105 are an integral part of these financial statements.
PAGE: 32
PETRONAS GAS BERHAD
CONSOLIDATED STATEMENT OF CHANGES IN EQUITYFOR THE YEAR ENDED 31 DECEMBER 2016
2016 2015
Note RM’000 RM’000
CASH FLOWS FROM OPERATING ACTIVITIES
Cash receipts from customers 4,486,543 4,574,476
Cash paid to suppliers and employees (1,657,332) (1,591,607)
2,829,211 2,982,869
Interest income from fund investments 54,227 31,755
Taxation paid (122,403) (168,987)
Net cash generated from operating activities 2,761,035 2,845,637
CASH FLOWS FROM INVESTING ACTIVITIES
Dividends received from associate and joint ventures 31,664 29,165
Prepaid lease payment – (4,133)
Purchase of property, plant and equipment (1,954,614) (1,169,372)
Reimbursement of project cost – 56,236
Proceeds from disposal of property, plant and equipment 478 368
Investment in a joint venture (20,593) –
Loans and advances to a joint venture (47,036) –
Net cash used in investing activities (1,990,101) (1,087,736)
CASH FLOWS FROM FINANCING ACTIVITIES
Dividends paid (1,187,238) (1,147,664)
Financing costs paid (114,188) (88,814)
Drawdown of term loan 776,078 –
Drawdown of loan from corporate shareholder of a subsidiary 287,255 –
Repayment of finance lease liabilities (31,245) (23,861)
Proceeds from shares issued to a non-controlling interest 30,323 102,833
Net cash used in financing activities (239,015) (1,157,506)
NET INCREASE IN CASH AND CASH EQUIVALENTS 531,919 600,395
NET FOREIGN EXCHANGE DIFFERENCE 383 (7,326)
CASH AND CASH EQUIVALENTS AT BEGINNING OF THE YEAR 1,230,815 637,746
CASH AND CASH EQUIVALENTS AT END OF THE YEAR 13 1,763,117 1,230,815
The notes set out on pages 38 to 105 are an integral part of these financial statements.
PAGE: 33
ANNUAL REPORT 2016
CONSOLIDATED STATEMENT OF CASH FLOWSFOR THE YEAR ENDED 31 DECEMBER 2016
31.12.2016 31.12.2015
Note RM’000 RM’000
ASSETS
Property, plant and equipment 3 7,664,844 7,608,286
Investment in subsidiaries 5 2,855,740 2,776,901
Investment in associate 6 76,466 76,466
Investment in joint ventures 7 212,843 192,250
Long term receivables 10 794,642 –
TOTAL NON-CURRENT ASSETS 11,604,535 10,653,903
Trade and other inventories 11 66,140 44,197
Trade and other receivables 12 554,523 553,519
Tax recoverable 5,865 –
Cash and cash equivalents 13 1,606,663 1,116,541
TOTAL CURRENT ASSETS 2,233,191 1,714,257
TOTAL ASSETS 13,837,726 12,368,160
EQUITY
Share capital 14 1,978,732 1,978,732
Reserves 15 9,503,976 8,906,360
TOTAL EQUITY 11,482,708 10,885,092
LIABILITIES
Borrowings 17 795,602 –
Deferred tax liabilities 8 1,131,032 922,594
Deferred income 18 5,907 6,852
TOTAL NON-CURRENT LIABILITIES 1,932,541 929,446
Trade and other payables 19 422,477 550,796
Taxation – 2,826
TOTAL CURRENT LIABILITIES 422,477 553,622
TOTAL LIABILITIES 2,355,018 1,483,068
TOTAL EQUITY AND LIABILITIES 13,837,726 12,368,160
The notes set out on pages 38 to 105 are an integral part of these financial statements.
PAGE: 34
PETRONAS GAS BERHAD
STATEMENT OF FINANCIAL POSITIONAT 31 DECEMBER 2016
2016 2015
Note RM’000 RM’000
Revenue 20 3,930,123 3,818,817
Cost of revenue 20 (2,150,554) (1,976,943)
Gross profit 20 1,779,569 1,841,874
Administration expenses (93,854) (89,262)
Other expenses (8,756) (2,158)
Other income 435,185 532,260
Operating profit 21 2,112,144 2,282,714
Financing costs 22 (5,139) –
Profit before taxation 2,107,005 2,282,714
Tax (expense)/income 23 (322,151) 38,834
PROFIT FOR THE YEAR REPRESENTING TOTAL COMPREHENSIVE INCOME FOR THE YEAR 1,784,854 2,321,548
The notes set out on pages 38 to 105 are an integral part of these financial statements.
PAGE: 35
ANNUAL REPORT 2016
STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOMEFOR THE YEAR ENDED 31 DECEMBER 2016
Attributable to shareholders of the Company
Non-distributable Distributable
Sharecapital
Sharepremium
Retainedprofits Total
Note RM’000 RM’000 RM’000 RM’000
Balance at 1 January 2015 1,978,732 1,186,472 6,546,004 9,711,208
Profit for the year – – 2,321,548 2,321,548
Total comprehensive income for the year – – 2,321,548 2,321,548
Dividends – 31.12.2014 interim 24 – – (296,810) (296,810)
Dividends – 31.12.2015 interim 24 – – (850,854) (850,854)
Total distribution to shareholders of the Company – – (1,147,664) (1,147,664)
Balance at 31 December 2015 1,978,732 1,186,472 7,719,888 10,885,092
Balance at 1 January 2016 1,978,732 1,186,472 7,719,888 10,885,092
Profit for the year – – 1,784,854 1,784,854
Total comprehensive income for the year – – 1,784,854 1,784,854
Dividends – 31.12.2015 interim 24 – – (336,384) (336,384)
Dividends – 31.12.2016 interim 24 – – (850,854) (850,854)
Total distribution to shareholders of the Company – – (1,187,238) (1,187,238)
Balance at 31 December 2016 1,978,732 1,186,472 8,317,504 11,482,708
The notes set out on pages 38 to 105 are an integral part of these financial statements.
PAGE: 36
PETRONAS GAS BERHAD
STATEMENT OF CHANGES IN EQUITYFOR THE YEAR ENDED 31 DECEMBER 2016
2016 2015
Note RM’000 RM’000
CASH FLOWS FROM OPERATING ACTIVITIES
Cash receipts from customers 3,851,396 3,941,100
Cash paid to suppliers and employees (1,592,311) (1,390,395)
2,259,085 2,550,705
Interest income from fund investments 69,699 26,390
Taxation paid (122,403) (168,986)
Net cash generated from operating activities 2,206,381 2,408,109
CASH FLOWS FROM INVESTING ACTIVITIES
Repayment of advances from subsidiaries 8,710 64,050
Subscription of additional shares in existing subsidiaries (78,839) (262,134)
Dividends received from a subsidiary, associate and joint ventures 241,717 384,217
Investment in a joint venture (20,593) –
Loans and advances to:
Subsidiaries (694,287) –
Joint venture (47,036) –
Purchase of property, plant and equipment (704,396) (822,879)
Proceeds from disposal of property, plant and equipment 478 368
Net cash used in investing activities (1,294,246) (636,378)
CASH FLOWS FROM FINANCING ACTIVITIES
Dividends paid (1,187,238) (1,147,664)
Drawdown of term loan 769,859 –
Finance costs paid (4,634) –
Net cash used in financing activities (422,013) (1,147,664)
NET INCREASE IN CASH AND CASH EQUIVALENTS 490,122 624,067
CASH AND CASH EQUIVALENTS AT BEGINNING OF THE YEAR 1,116,541 492,474
CASH AND CASH EQUIVALENTS AT END OF THE YEAR 13 1,606,663 1,116,541
The notes set out on pages 38 to 105 are an integral part of these financial statements.
PAGE: 37
ANNUAL REPORT 2016
STATEMENT OF CASH FLOWSFOR THE YEAR ENDED 31 DECEMBER 2016
PETRONAS GAS BERHAD is a public limited liability company, incorporated and domiciled in Malaysia and is listed on the Main
Market of Bursa Malaysia Securities Berhad. The address of the principal place of business and registered office of the
Company is as follows:
Tower 1, PETRONAS Twin Towers Kuala Lumpur City Centre
50088 Kuala Lumpur
The Company is principally engaged in separating natural gas into its components and storing, transporting and distributing
such components thereof for a fee and the sale of industrial utilities. The principal activities of its subsidiaries, associate and
joint ventures are as stated in note 5, note 6 and note 7 to the financial statements respectively.
The holding company as well as the ultimate holding company is Petroliam Nasional Berhad (PETRONAS), a company
incorporated in Malaysia.
The consolidated financial statements of the Company as at and for the financial year ended 31 December 2016 comprises
the Company and its subsidiaries (collectively referred to as the “Group”) and the Group’s interest in an associate and joint
ventures.
1. BASIS OF PREPARATION
1.1 Statement of compliance
The financial statements of the Group and of the Company have been prepared in accordance with Malaysian
Financial Reporting Standards (MFRS), International Financial Reporting Standards and the requirements of the
Companies Act, 1965 in Malaysia.
These financial statements also comply with the applicable disclosure provisions of the Listing Requirements of Bursa
Malaysia Securities Berhad.
As of 1 January 2016, the Group and the Company have adopted amendments to MFRS and IC interpretations
(collectively referred to as “pronouncements”) that have been issued by the Malaysian Accounting Standards Board
(MASB) as described fully in note 33. The adoption of these pronouncements do not have any material impact to
the financial statements of the Group and of the Company.
MASB has also issued new and revised pronouncements which are not yet effective for the Group and the
Company and therefore, have not been adopted for in these financial statements. These new pronouncements
including their impact on the financial statements in the period of initial application are set out in note 34. New and
revised pronouncements that are not relevant to the operation of the Group and of the Company are set out in
note 35.
These financial statements were approved and authorised for issue by the Board of Directors on 23 February 2017.
1.2 Basis of measurement
The financial statements of the Group and the Company have been prepared on the historical cost basis except
that, as disclosed in the accounting policies below, certain items are measured at fair value.
PAGE: 38
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
1. BASIS OF PREPARATION (CONTINUED)
1.3 Functional and presentation currency
The individual financial statements of each entity in the Group are measured using the currency of the primary
economic environment in which the entity operates (“the functional currency”). The Group’s and the Company’s
financial statements are presented in Ringgit Malaysia (RM), which is the Company’s functional currency.
All financial information is presented in RM and has been rounded to the nearest thousand, unless otherwise stated.
1.4 Use of estimates and judgments
The preparation of the financial statements in conformity with MFRS requires management to make judgments,
estimates and assumptions that affect the application of accounting policies and the reported amounts of assets,
liabilities, income and expenses. Actual results may differ from these estimates.
Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are
recognised in the period in which the estimates are revised and in any future periods affected.
In particular, information about significant areas of estimation, uncertainty and critical judgments in applying
accounting policies that have the most significant effect on the amounts recognised in the financial statements are
described in the following notes:
(i) Note 3 : Property, plant and equipment;
(ii) Note 6 : Investment in associate;
(iii) Note 7 : Investment in joint ventures;
(iv) Note 8 : Deferred tax; and
(v) Note 31 : Financial instruments.
2. SIGNIFICANT ACCOUNTING POLICIES
The accounting policies set out below have been applied consistently to all periods presented in these financial
statements and have been applied consistently by the Group and the Company, unless otherwise stated.
2.1 Basis of consolidation
Subsidiaries
Subsidiaries are entities controlled by the Company. The Group controls an entity when it is exposed to, or has
rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its
power over the entity. Potential voting rights are considered when assessing control only when such rights are
substantive. The Group considers it has de facto power over an investee when, despite not having the majority of
voting rights, it has the current ability to direct the activities of the investee that significantly affect the investee’s
return.
The financial statements of subsidiaries are included in the consolidated financial statements of the Group from the
date that control commences until the date that control ceases.
All inter-company transactions are eliminated on consolidation and revenue and profits are related to external
transactions only. Unrealised losses resulting from inter-company transactions are also eliminated unless cost
cannot be recovered.
PAGE: 39
ANNUAL REPORT 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.1 Basis of consolidation (continued)
Business combinations
A business combination is a transaction or other event in which an acquirer obtains control of one or more
businesses. Business combinations are accounted for using the acquisition method. The identifiable assets acquired
and liabilities assumed are measured at their fair values at the acquisition date. The cost of an acquisition is
measured as the aggregate of the fair value of the consideration transferred and the amount of any non-controlling
interests in the acquiree. Non-controlling interests are stated either at fair value or at the proportionate share of the
acquiree’s identifiable net assets at the acquisition date.
When a business combination is achieved in stages, the Group remeasures its previously held non-controlling equity
interest in the acquiree at fair value at the acquisition date, with any resulting gain or loss recognised in the profit or
loss. Increase in the Group’s ownership interest in an existing subsidiary is accounted for as equity transactions with
differences between the fair value of consideration paid and the Group’s proportionate share of net assets acquired,
recognised directly in equity.
The Group measures goodwill as the excess of the cost of an acquisition and the fair value of any previously held
interest in the acquiree over the fair value of the identifiable assets acquired and liabilities assumed at the acquisition
date. When the excess is negative, a bargain purchase gain is recognised immediately in profit or loss.
Transaction costs, other than those associated with the issuance of debt or equity securities that the Group incurs in
connection with a business combination, are expensed as incurred.
Non-controlling interests
Non-controlling interests at the end of reporting period, being the portion of the net assets of subsidiaries
attributable to equity interests that are not owned by the Company, whether directly or indirectly through
subsidiaries, are presented in the consolidated statement of financial position and statement of changes in equity
within equity, separately from equity attributable to the shareholders of the Company. Non-controlling interests in
the results of the Group are presented in the consolidated statement of profit or loss and other comprehensive
income as an allocation of the profit or loss and total comprehensive income for the year between non-controlling
interests and shareholders of the Company.
Losses applicable to the non-controlling interests in a subsidiary are allocated to the non-controlling interests even
if doing so causes the non-controlling interests to have a deficit balance.
The Group treats all changes in its ownership interest in a subsidiary that do not result in a loss of control as equity
transactions between the Group and its non-controlling interest holders.
Any difference between the Group’s share of net assets before and after the change, and any consideration
received or paid, is adjusted to or against Group reserves.
PAGE: 40
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.1 Basis of consolidation (continued)
Loss of control
Upon the loss of control of a subsidiary, the Group derecognises the assets and liabilities of the former subsidiary,
any non-controlling interests and the other components of equity related to the former subsidiary from the
consolidated statement of financial position. Any surplus or deficit arising on the loss of control is recognised in
profit or loss. If the Group retains any interest in the former subsidiary, then such interest is measured at fair value
at the date that control is lost. Subsequently, it is accounted for as an equity-accounted investee or as an available-
for-sale financial asset depending on the level of influence retained.
2.2 Associate
An associate is an entity in which the Group has significant influence including representation on the Board of
Directors, but not control or joint control, over the financial and operating policies of the investee company.
Associate is accounted for in the consolidated financial statements using the equity method. The consolidated
financial statements include the Group’s share of post-acquisition profits or losses and other comprehensive income
of the equity accounted associate, after adjustments to align the accounting policies with those of the Group, from
the date that significant influence commences until the date that significant influence ceases.
The Group’s share of post-acquisition reserves and retained profits less losses is added to the carrying value of the
investment in the consolidated statement of financial position. These amounts are taken from the latest audited
financial statements or management financial statements of the associate.
When the Group’s share of post-acquisition losses exceeds its interest in an equity accounted associate, the
carrying amount of that interest (including any long-term investments) is reduced to nil and the recognition of
further losses is discontinued except to the extent that the Group has an obligation or has made payments on
behalf of the associate.
When the Group ceases to have significant influence over an associate, it is accounted for as a disposal of the
entire interest in that associate, with the resulting gain or loss being recognised in profit or loss. Any retained
interest in the former associate at the date when significant influence is lost is re-measured at fair value and this
amount is regarded as the initial carrying amount of a financial asset.
When the Group’s interest in an associate decreases but does not result in a loss of significant influence, any
retained interest is not re-measured. Any gain or loss arising from the decrease in interest is recognised in profit or
loss. Any gains or losses previously recognised in other comprehensive income are also reclassified proportionately
to the profit or loss if that gain or loss would be required to be reclassified to profit or loss on the disposal of the
related assets and liabilities.
Unrealised profits arising from transactions between the Group and its associate are eliminated to the extent of the
Group’s interests in the associate. Unrealised losses on such transactions are also eliminated partially, unless cost
cannot be recovered.
PAGE: 41
ANNUAL REPORT 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.3 Joint arrangements
Joint arrangements are arrangements of which the Group has joint control, established by contracts requiring
unanimous consent for decisions about the activities that significantly affect the arrangements’ returns.
Joint arrangements are classified as either joint operation or joint venture. A joint arrangement is classified as joint
operation when the Group or the Company has rights to the assets and obligations for the liabilities relating to an
arrangement. The Group and the Company account for each of its share of the assets, liabilities and transactions,
including its share of those held or incurred jointly with the other investors, in relation to the joint operation. A
joint arrangement is classified as joint venture when the Group has rights only to the net assets of the
arrangements. The Group accounts for its interest in the joint venture using the equity method as described in note
2.2.
2.4 Property, plant and equipment and depreciation
Freehold land and projects-in-progress are measured at cost less any accumulated impairment losses and are not
depreciated. Other property, plant and equipment are measured at cost less accumulated depreciation and
accumulated impairment losses.
Cost includes expenditure that are directly attributable to the acquisition of the assets and any other costs directly
attributable to bringing the assets to working condition for their intended use, and the costs of dismantling and
removing the items and restoring the site on which they are located. The cost of self-constructed assets also
includes the cost of materials and direct labour. Purchased software that is integral to the functionality of the
related equipment is capitalised as part of that equipment.
When significant components of an item of property, plant and equipment have different useful lives, they are
accounted for as separate items (major components) of property, plant and equipment.
The cost of replacing a component of an item of property, plant and equipment is recognised in the carrying
amount of the item if it is probable that the future economic benefits embodied within the component will flow to
the Group or the Company, and its cost can be measured reliably. The carrying amount of the replaced
component is derecognised in the profit or loss. The costs of the day-to-day servicing of property, plant and
equipment are recognised in the profit or loss as incurred.
Buildings are depreciated over 50 years or over the remaining land lease period, whichever is shorter.
Depreciation for property, plant and equipment other than freehold land and projects-in-progress is recognised in
the profit or loss on a straight-line basis over the estimated useful lives of each component of an item of property,
plant and equipment. Property, plant and equipment are not depreciated until the assets are ready for their
intended use.
Lease properties are depreciated over the lease term or the estimated useful lives, whichever is shorter. Leasehold
land is depreciated over the lease term.
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PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.4 Property, plant and equipment and depreciation (continued)
The estimated useful lives of the other property, plant and equipment are as follows:
Plant and pipelines 5 – 55 years
Office equipment, furniture and fittings 6 – 7 years
Other plant and equipment 3 – 7 years
Computer hardware and software 5 years
Motor vehicles 4 years
Plant turnaround/major inspection 3 – 6 years
The depreciable amount is determined after deducting residual value. The residual value, useful life and depreciation
method are reviewed at each financial year end to ensure that the amount, period and method of depreciation are
consistent with previous estimates and the expected pattern of consumption of the future economic benefits
embodied in the items of property, plant and equipment.
An item of property, plant and equipment is derecognised upon disposal or when no future economic benefits are
expected from its use or disposal. The difference between the net disposal proceeds, if any, and the net carrying
amount is recognised in the profit or loss.
2.5 Leased assets
A lease arrangement is accounted for as finance or operating lease in accordance with the accounting policy as
stated below. When the fulfilment of an arrangement is dependent on the use of a specific asset and the
arrangement conveys a right to use the asset, it is accounted for as a lease in accordance with the accounting
policy below although the arrangement does not take the legal form of a lease.
Finance lease
A lease is recognised as a finance lease if it transfers substantially to the Group and the Company all the risks and
rewards incidental to ownership. Upon initial recognition, the leased asset is measured at an amount equal to the
lower of its fair value and the present value of the minimum lease payments. Subsequent to initial recognition, the
asset is accounted for in accordance with the accounting policy applicable to that asset. The corresponding liability
is included in the statement of financial position as financial lease liabilities.
Minimum lease payments made under finance leases are apportioned between the finance costs and the reduction of
the outstanding liability. The finance costs, which represent the difference between the total leasing commitments
and the fair value of the assets acquired, are recognised in the profit or loss and allocated over the lease term so as
to produce a constant periodic rate of interest on the remaining balance of the liability for each accounting period.
Contingent lease payments, if any, are accounted for by revising the minimum lease payments over the remaining
term of the lease when the lease adjustment is confirmed.
Leasehold land which in substance is a finance lease is classified as property, plant and equipment.
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ANNUAL REPORT 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.5 Leased assets (continued)
Operating lease
All leases that do not transfer substantially to the Group and the Company all the risks and rewards incidental to
ownership are classified as operating leases and, the leased assets are not recognised on the Group’s and the
Company’s statement of financial position.
Payments made under operating leases are recognised as an expense in the profit or loss on a straight-line basis
over the term of the lease. Lease incentives received are recognised as a reduction of rental expense over the lease
term on a straight-line basis. Contingent rentals are charged to profit or loss in the reporting period in which they
are incurred.
Leasehold land which in substance is an operating lease is classified as prepaid lease payments.
Prepaid lease payments
The payment made on entering into a lease arrangement or acquiring a leasehold land are accounted for as
prepaid lease payments that are amortised over the lease term in accordance with the pattern of benefits provided.
Leasehold land is classified into long lease and short lease. Long lease is defined as a lease with an unexpired lease
period of 50 years or more. Short lease is defined as a lease with an unexpired lease period of less than 50 years.
2.6 Investments
Long term investments in subsidiaries, associate and joint ventures are stated at cost less impairment loss, if any, in
the Company’s financial statements, unless the investment is classified as held for sale. The cost of investment
includes transaction costs.
The carrying amount of these investments includes fair value adjustments on shareholder’s loans and advances, if
any.
2.7 Intangible asset – goodwill
Goodwill arising from business combinations is initially measured at cost as described in note 2.1. Following the
initial recognition, goodwill is measured at cost less any accumulated impairment loss. Goodwill is not amortised but
instead, it is reviewed for impairment, annually or more frequently if events or changes in circumstances indicate
that the carrying value may be impaired.
In respect of equity accounted associate, the carrying amount of goodwill is included in the carrying amount of the
investment. The entire carrying amount of the investment is reviewed for impairment when there is objective
evidence of impairment.
2.8 Financial instruments
A financial instrument is recognised in the statement of financial position when, and only when, the Group or the
Company becomes a party to the contractual provisions of the instrument.
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PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.8 Financial instruments (continued)
(i) Financial assets
Initial recognition
Financial assets are classified as financial assets at fair value through profit or loss, loans and receivables,
held-to-maturity investments or available-for-sale financial assets, as appropriate. The Group and the Company
determine the classification of financial assets at initial recognition.
Financial assets are recognised initially at fair value, normally being the transaction price plus, in the case of
financial assets not at fair value through profit or loss, any directly attributable transaction costs.
Purchases or sales under a contract whose terms require delivery of financial assets within a timeframe
established by regulation or convention in the marketplace concerned (regular way purchases) are recognised
on the trade date, i.e. the date that the Group and the Company commit to purchase or sell the financial asset.
Fair value adjustments on shareholder’s loans and advances at initial recognition, if any, are added to the
carrying value of investments in the Company’s financial statements.
Subsequent measurement
The subsequent measurement of financial assets depends on their classification as follows:
Financial assets at fair value through profit or loss
Fair value through profit or loss category comprises financial assets that are held for trading, including
derivatives (except for a derivative that is a financial guarantee contract or a designated and effective hedging
instrument), contingent consideration in a business combination and financial assets that are specifically
designated into this category upon initial recognition.
Financial assets categorised as fair value through profit or loss are subsequently measured at their fair value with
gains or losses recognised in the profit or loss. The methods used to measure fair value are stated in note
2.22.
Loans and receivables
Loans and receivables category comprises debt instruments that are not quoted in an active market.
Subsequent to initial recognition, financial assets categorised as loans and receivables are measured at
amortised cost using the effective interest method as described in note 2.8(vi).
Held-to-maturity investments
The Group and the Company did not have any held-to-maturity investments during the year ended 31
December 2016 and the year ended 31 December 2015.
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ANNUAL REPORT 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.8 Financial instruments (continued)
(i) Financial assets (continued)
Available-for-sale financial assets
Available-for-sale category comprises investment in equity and debt securities instruments that are not held for
trading.
Investments in equity instruments that do not have a quoted market price in an active market and whose fair
value cannot be reliably measured are measured at cost. Other financial assets categorised as available-for-sale
are subsequently measured at fair value with unrealised gains and losses recognised directly in other
comprehensive income and accumulated under available-for-sale reserve in equity until the investment is
derecognised or determined to be impaired, at which time the cumulative gain or loss previously recorded in
equity is reclassified to the profit or loss.
All financial assets, except for those measured at fair value through profit or loss, are subject to review for
impairment (see note 2.9(i)).
(ii) Financial liabilities
Initial recognition
Financial liabilities are classified as financial liabilities at fair value through profit or loss and borrowings (i.e.
financial liabilities measured at amortised cost), as appropriate. The Group and the Company determine the
classification of financial liabilities at initial recognition.
Financial liabilities are recognised initially at fair value less, in the case of financial liabilities measured at
amortised cost, any directly attributable transaction costs.
Subsequent measurement
The subsequent measurement of financial liabilities depends on their classification as follows:
Financial liabilities at fair value through profit or loss
Fair value through profit or loss category comprises financial liabilities that are derivatives (except for a
derivative that is a financial guarantee contract or a designated and effective hedging instrument), contingent
consideration in a business combination and financial liabilities that are specifically designated into this category
upon initial recognition.
Financial liabilities categorised as fair value through profit or loss are subsequently measured at their fair values
with the gain or loss recognised in profit or loss.
Loans and borrowings
Subsequent to initial recognition, loans and borrowings are measured at amortised cost using the effective
interest method as described in note 2.8(vi).
Gains and losses are recognised in the profit or loss when the liabilities are derecognised, as well as through
the amortisation process.
PAGE: 46
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.8 Financial instruments (continued)
(iii) Hedge accounting
Cash flow hedge
A cash flow hedge is a hedge of the exposure to variability in cash flows that is attributable to a particular risk
associated with a recognised asset or liability or a highly probable forecast transaction and could affect the
profit or loss. In a cash flow hedge, the portion of the gain or loss on the hedging instrument that is
determined to be an effective hedge is recognised in other comprehensive income and the ineffective portion
is recognised in profit or loss.
Subsequently, the cumulative gain or loss recognised in other comprehensive income is reclassified from equity
into profit or loss in the same period or periods during which the hedged forecast cash flows affect profit or
loss. If the hedge item is a non-financial asset or liability, the associated gain or loss recognised in other
comprehensive income is removed from equity and included in the initial amount of the asset or liability.
However, loss recognised in other comprehensive income that will not be recovered in one or more future
periods is reclassified from equity into profit or loss.
Cash flow hedge accounting is discontinued prospectively when the hedging instrument expires or is sold,
terminated or exercised, the hedge is no longer highly effective, the forecast transaction is no longer expected
to occur or the hedge designation is revoked. If the hedge is for a forecast transaction, the cumulative gain or
loss on the hedging instrument remains in equity until the forecast transaction occurs. When the forecast
transaction is no longer expected to occur, any related cumulative gain or loss recognised in other
comprehensive income on the hedging instrument is reclassified from equity into profit or loss.
(iv) Derivative financial instruments
The Group and the Company use derivative financial instruments such as forward currency contracts to
manage certain exposures to fluctuations in foreign currency exchange rates.
Such derivative financial instruments are initially recognised at fair value on the date on which a derivative
contract is entered into and are subsequently re-measured at fair value. Derivatives are carried as financial
assets when the fair value is positive and as financial liabilities when the fair value is negative.
Any gains and losses arising from changes in fair value on derivatives during the year, other than those
accounted for under hedge accounting as described in note 2.8(iii), are recognised in the profit or loss.
An embedded derivative is recognised separately from the host contract and accounted for as a derivative if,
and only if, it is not closely related to the economic characteristics and risks of the host contract and the host
contract is not categorised as fair value through profit or loss. The host contract, in the event an embedded
derivative is recognised separately, is accounted for in accordance with policy applicable to the nature of the
host contract.
In general, contracts to sell or purchase non-financial items to meet expected own use requirements are not
accounted for as financial instruments. However, contracts to sell or purchase commodities that can be net
settled or which contain written options are required to be measured at fair value, with gains and losses
recognised in the profit or loss.
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ANNUAL REPORT 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.8 Financial instruments (continued)
(v) Offsetting of financial instruments
Financial assets and financial liabilities are offset and the net amount is reported in the statement of financial
position if, and only if, there is a currently enforceable legal right to offset the recognised amounts and there is
an intention to settle on a net basis, or to realise the assets and settle the liabilities simultaneously.
(vi) Amortised cost of financial instruments
Amortised cost is computed using the effective interest method. This method uses effective interest rate that
exactly discounts estimated future cash receipts or payments through the expected life of the financial
instrument to the net carrying amount of the financial instrument. Amortised cost takes into account any
transaction costs and any discount or premium on settlement.
(vii) Derecognition of financial instruments
Financial assets
A financial asset is derecognised when the rights to receive cash flows from the asset have expired, or the
Group and the Company have transferred their rights to receive cash flows from the asset or have assumed an
obligation to pay the received cash flows in full without material delay to a third party under a “pass-through”
arrangement without retaining control of the asset or substantially all the risks and rewards of the asset. On
derecognition of a financial asset, the difference between the carrying amount and the sum of the consideration
received (including any new asset obtained less any new liability assumed) and any cumulative gain or loss that
had been recognised in equity is recognised in the profit or loss.
Financial liabilities
A financial liability is derecognised when the obligation under the liability is discharged or cancelled or expired.
On derecognition of a financial liability, the difference between the carrying amount of the financial liability
extinguished or transferred to another party and the consideration paid, including any non-cash assets
transferred or liabilities assumed, is recognised in the profit or loss.
2.9 Impairment
(i) Financial assets
All financial assets (except for financial assets categorised as fair value through profit or loss, investment in
subsidiaries, investment in associate and investment in joint ventures) are assessed at each reporting date to
determine whether there is any objective evidence of impairment as a result of one or more events having an
impact on the estimated future cash flows of the asset. Losses expected as a result of future events, no matter
how likely, are not recognised. For an investment in an equity instrument, a significant or prolonged decline in
the fair value below its cost is an objective evidence of impairment. If any such objective evidence exists, then
the impairment loss of the financial asset is estimated.
An impairment loss in respect of loans and receivables is recognised in profit or loss and is measured as the
difference between the asset’s carrying amount and the present value of estimated future cash flows
discounted at the asset’s original effective interest rate. The carrying amount of the asset is reduced through
the use of an allowance account.
PAGE: 48
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.9 Impairment (continued)
(i) Financial assets (continued)
An impairment loss in respect of available-for-sale financial assets is recognised in profit or loss and is
measured as the difference between the asset’s acquisition cost (net of any principal repayment and
amortisation) and the asset’s current fair value, less any impairment loss previously recognised. Where a decline
in the fair value of an available-for-sale financial asset has been recognised in other comprehensive income,
the cumulative loss in other comprehensive income is reclassified from equity to profit or loss.
An impairment loss in respect of unquoted equity instrument that is carried at cost is recognised in profit or
loss and is measured as the difference between the financial asset’s carrying amount and the present value of
estimated future cash flows discounted at the current market rate of return for a similar financial asset.
Impairment losses recognised in profit or loss for an investment in an equity instrument classified as available for
sale is not reversed through profit or loss.
If, in a subsequent period, the fair value of a debt instrument increases and the increase can be objectively
related to an event occurring after the impairment loss was recognised in profit or loss, the impairment loss is
reversed, to the extent that the asset’s carrying amount does not exceed what the carrying amount would have
been had the impairment not been recognised at the date the impairment is reversed. The amount of the
reversal is recognised in profit or loss.
(ii) Other assets
The carrying amounts of other assets, other than inventories, deferred tax assets, non-current assets and financial
assets, are reviewed at each reporting date to determine whether there is any indication of impairment.
If any such indication exists, the asset’s recoverable amount is estimated. An impairment loss is recognised if
the carrying amount of an asset or the cash-generating-unit to which it belongs exceeds its recoverable
amount. Impairment losses are recognised in the profit or loss.
A cash-generating-unit is the smallest identifiable asset group that generates cash flows from continuing use
that are largely independent from other assets and groups. An impairment loss recognised in respect of a
cash-generating-unit is allocated first to reduce the carrying amount of any goodwill allocated to the unit and
then to reduce the carrying amounts of the other assets in the unit on a pro-rata basis.
The recoverable amount of an asset or cash-generating-unit is the greater of its value in use and its fair value
less costs of disposal. In assessing value in use, the estimated future cash flows are discounted to their present
value using a pre-tax discount rate that reflects current market assessments of the time value of money and
the risks specific to the asset or cash-generating-unit. For an asset that does not generate largely independent
cash inflows, the recoverable amount is determined for the cash-generating-unit to which the asset belongs.
An impairment loss in respect of goodwill is not reversed in the subsequent period. In respect of other assets,
impairment losses recognised in prior periods are assessed at the end of each reporting period for any
indications that the loss has decreased or no longer exists. An impairment loss is reversed if there has been a
change in the estimates used to determine the recoverable amount. An impairment loss is reversed only to the
extent that the asset’s carrying amount does not exceed the carrying amount that would have been
determined, net of depreciation or amortisation, if no impairment loss had been recognised. Reversals of
impairment losses are credited to the profit or loss in the year in which reversals are recognised.
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ANNUAL REPORT 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.10 Cash and cash equivalents
Cash and cash equivalents consist of cash on hand and bank balances, and deposits with licensed financial
institutions and highly liquid investments which have an insignificant risk of changes in value. For the purpose of
statement of cash flows, cash and cash equivalents are presented net of bank overdrafts and deposits restricted, if
any.
2.11 Inventories
Inventories are measured at the lower of cost and net realisable value. Net realisable value is the estimated selling
price in the ordinary course of business, less the estimated costs of completion and selling expenses.
Cost of material stores and spares consists of the invoiced value from suppliers and import duty charges and is
determined on a weighted average basis.
Cost of liquefied gases and water is determined on a weighted average basis.
2.12 Provisions
A provision is recognised if, as a result of a past event, the Group and the Company have a present legal or
constructive obligation that can be estimated reliably, and it is probable that an outflow of economic benefits will
be required to settle the obligation. Provisions are determined by discounting the expected future net cash flows
at a pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the
liability. Where discounting is used, the accretion in the provision due to the passage of time is recognised as
finance cost.
The amount recognised as a provision is the best estimate of the expenditure required to settle the present
obligation at the reporting date. Provisions are reviewed at each reporting date and adjusted to reflect the current
best estimate.
Possible obligations whose existence will only be confirmed by the occurrence or non-occurrence of one or more
future events, not wholly within the control of the Group, are not recognised in the financial statements but are
disclosed as contingent liabilities unless the possibility of an outflow of economic resources is considered remote.
2.13 Employee benefits
Short term benefits
Wages and salaries, bonuses and social security contributions are recognised as an expense in the year in which
the associated services are rendered by employees of the Group and of the Company.
Defined contribution plans
As required by law, companies in Malaysia make contributions to the state pension scheme, the Employees
Provident Fund (EPF).
PAGE: 50
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.14 Taxation
Tax on the profit or loss for the year comprises current and deferred tax. Income tax is recognised in the profit or
loss except to the extent it relates to items recognised directly in equity, in which case it is recognised in equity.
Current tax
Current tax is the expected tax payable on the taxable income for the year, using the statutory tax rates at the
reporting date, and any adjustment to tax payable in respect of previous years.
Deferred tax
Deferred tax is provided for, using the liability method, on temporary differences at the reporting date between the
tax bases of assets and liabilities and their carrying amounts in the financial statements. In principle, deferred tax
liabilities are recognised for all taxable temporary differences and deferred tax assets are recognised for all
deductible temporary differences, unabsorbed capital allowances, unutilised reinvestment allowances, unutilised
investment tax allowances, unutilised tax losses and other unused tax credits to the extent that it is probable that
future taxable profit will be available against which the deductible temporary differences, unabsorbed capital
allowances, unutilised reinvestment allowances, unutilised investment tax allowances, unutilised tax losses and
other unused tax credits can be utilised.
Deferred tax is measured at the tax rates that are expected to apply in the period when the assets is realised or
the liability is settled, based on the laws that have been enacted or substantively enacted by the end of the
reporting period.
Deferred tax assets and liabilities are offset if there is a legally enforceable right to offset current tax liabilities and
assets, and they relate to income taxes levied by the same tax authority on the same taxable entity, or on
different tax entities, where they intend to settle current tax liabilities and assets on a net basis or their tax assets
and liabilities will be realised simultaneously.
Deferred tax asset is reviewed at each reporting date and is reduced to the extent that it is no longer probable
that the future taxable profits will be available against which the related tax benefit will be realised.
Unutilised reinvestment allowance and unutilised investment tax allowance, being tax incentives that is not a tax
base of an asset, is recognised as a deferred tax asset to the extent that it is probable that the future taxable
profits will be available against which the unutilised tax incentive can be utilised.
2.15 Foreign currency transactions
In preparing the financial statements of individual entities in the Group, transactions in currencies other than the
entity’s functional currency (foreign currencies) are translated to the functional currencies at rates of exchange
ruling on the transaction dates.
Monetary assets and liabilities denominated in foreign currencies at reporting date are retranslated to the
functional currency at the exchange rate at that date.
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ANNUAL REPORT 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.15 Foreign currency transactions (continued)
Non-monetary assets and liabilities denominated in foreign currencies are not retranslated at reporting date,
except for those that are measured at fair value, are retranslated to the functional currency at the exchange rate
at the date when the fair value was determined. Non-monetary items that are measured in terms of historical cost
in foreign currency are not retranslated.
Gains and losses on exchange arising from retranslation are recognised in the profit or loss.
On consolidation, the assets and liabilities of subsidiaries with functional currencies other than Ringgit Malaysia, are
translated into Ringgit Malaysia at the exchange rates ruling at the reporting date, except for goodwill and fair
value adjustments arising from business combinations before 1 April 2011 which are treated as assets and liabilities
of the acquirer company pursuant to the adoption of MFRS framework.
The income and expenses are translated at the exchange rates at the date of transactions or an average rate that
approximates those rates. All resulting exchange differences are taken to the foreign currency translation reserve
within equity.
2.16 Borrowing costs and foreign currency exchange differences relating to project-in-progress
Borrowing costs which are directly attributable to the acquisition, construction or production of qualifying assets,
which are assets that necessarily take a substantial period of time to be prepared for their intended use or sale,
are capitalised as part of the cost of those assets.
The capitalisation of borrowing costs as part of the cost of a qualifying asset commences when expenditure for
the assets is being incurred, borrowing costs are being incurred and activities that are necessary to prepare the
asset for its intended use or sale are in progress.
Capitalisation of borrowing costs ceases when all activities necessary to prepare the qualifying asset for its
intended use or sale are completed.
The capitalisation rate used to determine the amount of borrowing costs eligible for capitalisation is the weighted
average of the borrowing costs applicable to borrowings that are outstanding during the year, other than
borrowings made specifically for the purpose of financing a specific qualifying asset, in which case the actual
borrowing cost incurred on that borrowing less any investment income on the temporary investment of that
borrowings, will be capitalised.
Exchange differences arising from foreign currency borrowings, although regarded as an adjustment to borrowing
costs, are not capitalised but instead recognised in the profit or loss in the period in which they arise.
PAGE: 52
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.17 Revenue
Revenue from gas processing services is recognised in the profit or loss based on actual and estimates of work
done in respect of services rendered for separating natural gas into its components.
Revenue from gas transportation services is recognised in the profit or loss based on services rendered for
transporting and distributing the processed gas.
Revenue from sale of industrial utilities is recognised in the profit or loss based on utilities distributed to the buyer
at pre-determined rates.
Revenue from regasification of liquefied natural gas is recognised in the profit or loss based on actual and
estimates of work done in respect of services rendered for conversion of natural gas from liquid to gas.
2.18 Financing costs
Finance costs comprise interest payable on borrowings.
All interest and other costs incurred in connection with borrowings are expensed as incurred, other than
capitalised in accordance with the accounting policy state in note 2.16. The interest component of finance lease
payments is accounted for in accordance with the policy set out in note 2.5.
2.19 Deferred income
Deferred income is recognised in the profit or loss on a time proportion basis over the agreed contract period or
applicable period.
2.20 Earnings per share
The Group presents basic and diluted earnings per share (EPS) data for its ordinary shares.
Basic EPS is calculated by dividing the profit and loss attributable to ordinary shareholders of the Company by the
weighted average number of ordinary shares outstanding during the period.
Diluted EPS is determined by adjusting the profit or loss attributable to ordinary shareholders and the weighted
average number of ordinary shares outstanding during the period, for the effects of all dilutive potential ordinary
shares, if any.
2.21 Operating segments
An operating segment is a component of the Group that engages in business activities from which it may earn
revenues and incur expenses, including revenues and expenses that relate to transactions with any of the Group’s
other components, and for which discrete financial information is available. All operating segment’s operating
results are reviewed regularly by the chief operating decision maker to make decisions about resources to be
allocated to the segment and to assess its performance.
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ANNUAL REPORT 2016
2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2.22 Fair value measurements
Fair value of an asset or a liability, except for lease transactions, is determined as the price that would be received
to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the
measurement date. The measurement assumes that the transaction to sell the asset or transfer the liability takes
place either in the principal market or in the absence of a principal market, in the most advantageous market.
Financial instruments
The fair value of financial instruments that are actively traded in organised financial markets are determined by
reference to quoted market bid prices at the close of business at reporting date. For financial instruments where
there is no active market, fair value is determined using valuation techniques. Such techniques may include using
recent arm’s length market transactions; reference to the current fair value of another instrument that is
substantially the same; discounted cash flow analysis or other valuation models.
Non-financial assets
For non-financial asset, the fair value measurement takes into account a market participant’s ability to generate
economic benefits by using the asset in its highest and best use or by selling it to another market participant that
would use the asset in its highest and best use.
When measuring the fair value of an asset or a liability, the Group/Company uses observable market data as far as
possible. Fair value are categorised into different levels in a fair value hierarchy based on the input used in the
valuation technique as follows:
• Level 1 – Quoted prices (unadjusted) in active markets for identical assets or liabilities.
• Level 2 – Inputs other than quoted prices included within Level 1 that are observable for the asset or liability,
either directly (i.e. as prices) or indirectly (i.e. derived from prices).
• Level 3 – Inputs for the asset or liability that are not based on observable market data (unobservable input).
The fair value of an asset to be transferred between levels is determined as of the date of the event or change in
circumstances that caused the transfer.
PAGE: 54
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
3. PROPERTY, PLANT AND EQUIPMENT
Group At 1.1.2016 AdditionsDisposals/ write-offs
31.12.2016 RM’000 RM’000 RM’000
At cost
Freehold land 4,504 – –
Leasehold land 539,602 1,785 –
Buildings 342,123 – (43)
Plant and pipelines 19,357,895 89,619 (64,400)
Office equipment, furniture and fittings 39,993 385 (1,550)
Other plant and equipment 285,089 2,305 (641)
Computer hardware and software 99,657 48 (3,217)
Motor vehicles 28,664 2,555 (2,592)
Plant turnaround/major inspection 541,757 50,014 (139,142)
Projects-in-progress 1,585,944 2,209,411 –
22,825,228 2,356,122 (211,585)
Group At 1.1.2016Charge for
the yearDisposals/ write-offs
31.12.2016 RM’000 RM’000 RM’000
Accumulated depreciation & impairment losses:
Freehold land – – –
Leasehold land 123,544 6,865 –
Buildings 123,711 7,224 (8)
Plant and pipelines 10,678,904 693,285 (64,278)
Office equipment, furniture and fittings 29,830 2,652 (1,550)
Other plant and equipment 93,729 11,253 (638)
Computer hardware and software 81,047 8,107 (3,215)
Motor vehicles 23,451 2,660 (2,592)
Plant turnaround/major inspection 347,164 145,038 (139,141)
Projects-in-progress – – –
11,501,380 877,084 (211,422)
continue to next page.
PAGE: 55
ANNUAL REPORT 2016
3. PROPERTY, PLANT AND EQUIPMENT (CONTINUED)
GroupTransfers/
adjustment
Translationexchange
difference At 31.12.2016
31.12.2016 RM’000 RM’000 RM’000
At cost
Freehold land – – 4,504
Leasehold land – – 541,387
Buildings 11,502 – 353,582
Plant and pipelines 57,032 – 19,440,146
Office equipment, furniture and fittings 925 – 39,753
Other plant and equipment 127,342 – 414,095
Computer hardware and software 7,593 – 104,081
Motor vehicles 129 – 28,756
Plant turnaround/major inspection 448,968 – 901,597
Projects-in-progress (680,326) 31,636 3,146,665
(26,835)* 31,636 24,974,566
GroupTransfers/
adjustment
Translationexchange
difference At 31.12.2016
31.12.2016 RM’000 RM’000 RM’000
Accumulated depreciation & impairment losses:
Freehold land – – –
Leasehold land – – 130,409
Buildings – – 130,927
Plant and pipelines (3,554) – 11,304,357
Office equipment, furniture and fittings (5) – 30,927
Other plant and equipment – – 104,344
Computer hardware and software – – 85,939
Motor vehicles – – 23,519
Plant turnaround/major inspection 3,559 – 356,620
Projects-in-progress – – –
– – 12,167,042
continued from previous page.
* Relates to transfer to inventory and project costs recovered from customers and joint venture amounting to RM10,469,000 and
RM16,366,000 respectively.
PAGE: 56
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
3. PROPERTY, PLANT AND EQUIPMENT (CONTINUED)
Group At 1.1.2015 AdditionsDisposals/ write-offs
31.12.2015 RM’000 RM’000 RM’000
At cost
Freehold land 4,504 – –
Leasehold land 538,876 726 –
Buildings 264,561 – (74)
Plant and pipelines 18,453,586 1,246 (184,602)
Office equipment, furniture and fittings 36,318 282 (549)
Other plant and equipment 243,561 11,047 (11,199)
Computer hardware and software 92,908 821 (120)
Motor vehicles 28,915 2,199 (2,460)
Plant turnaround/major inspection 532,160 – (43,407)
Projects-in-progress 1,627,856 1,206,072 –
21,823,245 1,222,393 (242,411)
Group At 1.1.2015Charge for
the yearDisposals/ write-offs
31.12.2015 RM’000 RM’000 RM’000
Accumulated depreciation & impairment losses:
Freehold land – – –
Leasehold land 116,683 6,855 –
Buildings 93,635 30,148 (74)
Plant and pipelines 10,223,024 643,076 (182,547)
Office equipment, furniture and fittings 27,377 2,745 (549)
Other plant and equipment 93,859 5,833 (11,065)
Computer hardware and software 74,427 6,736 (120)
Motor vehicles 23,178 2,722 (2,460)
Plant turnaround/major inspection 312,601 78,703 (43,407)
Projects-in-progress – – –
10,964,784 776,818 (240,222)
continue to next page.
PAGE: 57
ANNUAL REPORT 2016
3. PROPERTY, PLANT AND EQUIPMENT (CONTINUED)
GroupTransfers/
adjustment
Translationexchange
difference At 31.12.2015
31.12.2015 RM’000 RM’000 RM’000
At cost
Freehold land – – 4,504
Leasehold land – – 539,602
Buildings 77,636 – 342,123
Plant and pipelines 1,087,665 – 19,357,895
Office equipment, furniture and fittings 3,942 – 39,993
Other plant and equipment 41,680 – 285,089
Computer hardware and software 6,048 – 99,657
Motor vehicles 10 – 28,664
Plant turnaround/major inspection 53,004 – 541,757
Projects-in-progress (1,327,687) 79,703 1,585,944
(57,702)* 79,703 22,825,228
GroupTransfers/
adjustment
Translationexchange
difference At 31.12.2015
31.12.2015 RM’000 RM’000 RM’000
Accumulated depreciation & impairment losses:
Freehold land – – –
Leasehold land 6 – 123,544
Buildings 2 – 123,711
Plant and pipelines (4,649) – 10,678,904
Office equipment, furniture and fittings 257 – 29,830
Other plant and equipment 5,102 – 93,729
Computer hardware and software 4 – 81,047
Motor vehicles 11 – 23,451
Plant turnaround/major inspection (733) – 347,164
Projects-in-progress – – –
– – 11,501,380
continued from previous page.
* Relates to adjustments upon finalisation of cost previously accrued and reimbursement of project cost amounting to RM18,631,000 and
RM39,071,000 respectively.
PAGE: 58
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
3. PROPERTY, PLANT AND EQUIPMENT (CONTINUED)
Company At 1.1.2016 AdditionsDisposals/ write-offs
Transfers/ adjustment At 31.12.2016
31.12.2016 RM’000 RM’000 RM’000 RM’000 RM’000
At cost
Freehold land 4,504 – – – 4,504
Leasehold land 539,602 1,785 – – 541,387
Buildings 326,334 – (43) 11,504 337,795
Plant and pipelines 16,001,601 1,747 (64,400) 57,774 15,996,722
Office equipment, furniture and
fittings 30,787 336 (1,550) 925 30,498
Other plant and equipment 254,548 2,305 (641) 121,989 378,201
Computer hardware and software 98,802 27 (3,217) 5,755 101,367
Motor vehicles 28,575 2,554 (2,593) 129 28,665
Plant turnaround/major inspection 524,270 155 (139,141) 448,968 834,252
Projects-in-progress 816,771 763,156 – (673,879) 906,048
18,625,794 772,065 (211,585) (26,835)* 19,159,439
Company At 1.1.2016Charge for
the yearDisposals/ write-offs
Transfers/ adjustment At 31.12.2016
31.12.2016 RM’000 RM’000 RM’000 RM’000 RM’000
Accumulated depreciation & impairment losses:
Freehold land – – – – –
Leasehold land 123,544 6,865 – – 130,409
Buildings 123,500 6,804 (8) – 130,296
Plant and pipelines 10,221,612 513,488 (64,278) (3,554) 10,667,268
Office equipment, furniture and fittings 26,405 1,259 (1,550) – 26,114
Other plant and equipment 88,340 8,801 (638) (5) 96,498
Computer hardware and software 81,004 7,625 (3,215) – 85,414
Motor vehicles 23,426 2,638 (2,592) – 23,472
Plant turnaround/major inspection 329,677 141,029 (139,141) 3,559 335,124
Projects-in-progress – – – – –
11,017,508 688,509 (211,422) – 11,494,595
* Relates to transfer to inventory and project costs recovered from customers and joint venture amounting to RM10,469,000 and
RM16,366,000 respectively.
PAGE: 59
ANNUAL REPORT 2016
3. PROPERTY, PLANT AND EQUIPMENT (CONTINUED)
Company At 1.1.2015 AdditionsDisposals/ write-offs
Transfers/ adjustment At 31.12.2015
31.12.2015 RM’000 RM’000 RM’000 RM’000 RM’000
At cost
Freehold land 4,504 – – – 4,504
Leasehold land 538,876 726 – – 539,602
Buildings 264,561 – (74) 61,847 326,334
Plant and pipelines 15,057,418 1,223 (184,602) 1,127,562 16,001,601
Office equipment, furniture and
fittings 27,590 264 (549) 3,482 30,787
Other plant and equipment 245,136 10,957 (11,199) 9,654 254,548
Computer hardware and software 92,876 803 (120) 5,243 98,802
Motor vehicles 28,823 2,199 (2,460) 13 28,575
Plant turnaround/major inspection 514,665 – (43,407) 53,012 524,270
Projects-in-progress 1,437,203 640,530 – (1,260,962) 816,771
18,211,652 656,702 (242,411) (149)* 18,625,794
Company At 1.1.2015Charge for
the yearDisposals/ write-offs
Transfers/ adjustment At 31.12.2015
31.12.2015 RM’000 RM’000 RM’000 RM’000 RM’000
Accumulated depreciation & impairment losses:
Freehold land – – – – –
Leasehold land 116,683 6,855 – 6 123,544
Buildings 93,635 29,938 (74) 1 123,500
Plant and pipelines 9,940,442 466,865 (182,547) (3,148) 10,221,612
Office equipment, furniture and
fittings 25,303 1,389 (549) 262 26,405
Other plant and equipment 91,441 4,366 (11,065) 3,598 88,340
Computer hardware and software 74,425 6,695 (120) 4 81,004
Motor vehicles 23,176 2,700 (2,460) 10 23,426
Plant turnaround/major inspection 309,102 64,715 (43,407) (733) 329,677
Projects-in-progress – – – – –
10,674,207 583,523 (240,222) – 11,017,508
* Relates to adjustments upon finalisation of cost previously accrued amounting to RM149,000.
PAGE: 60
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
3. PROPERTY, PLANT AND EQUIPMENT (CONTINUED)
Group Company
Carrying amount Carrying amount
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Freehold land 4,504 4,504 4,504 4,504
Leasehold land 410,978 416,058 410,978 416,058
Buildings 222,655 218,412 207,499 202,834
Plant and pipelines 8,135,789 8,678,991 5,329,454 5,779,989
Office equipment, furniture and fittings 8,826 10,163 4,384 4,382
Other plant and equipment 309,751 191,360 281,703 166,208
Computer hardware and software 18,142 18,610 15,953 17,798
Motor vehicles 5,237 5,213 5,193 5,149
Plant turnaround/major inspection 544,977 194,593 499,128 194,593
Projects-in-progress 3,146,665 1,585,944 906,048 816,771
12,807,524 11,323,848 7,664,844 7,608,286
Included in additions to project-in-progress of the Group is finance cost capitalised during the year of RM12,642,000
(2015: RM Nil) at effective interest rate of 1.2%.
Restrictions of land title
The titles of certain land are in the process of being registered in the Company’s name.
Leased floating storage unit
The Group leases certain plant and pipelines under a finance lease agreement with a net book value of RM810,036,000
(2015: RM768,670,000). During the year, there was addition amounting to RM87,861,000 (2015: RM Nil) to the leased
floating storage unit amount.
Leasehold land
Included in the carrying amounts of leasehold land are:
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Leasehold land with unexpired lease period of more
than 50 years 130,288 288,977 130,288 288,977
Leasehold land with unexpired lease period of less
than 50 years 280,690 127,081 280,690 127,081
410,978 416,058 410,978 416,058
PAGE: 61
ANNUAL REPORT 2016
4. PREPAID LEASE PAYMENT
Group At 1.1.2016 Additions
Translation exchange difference At 31.12.2016
31.12.2016 RM’000 RM’000 RM’000 RM’000
At cost
Leasehold land
– long lease 4,547 – 202 4,749
Group At 1.1.2016Charge for
the year
Translation exchange
difference At 31.12.2016
31.12.2016 RM’000 RM’000 RM’000 RM’000
Accumulated amortisation
Leasehold land
– long lease 29 68 7 104
Group At 1.1.2015 Additions
Translation exchange
difference At 31.12.2015
31.12.2015 RM’000 RM’000 RM’000 RM’000
At cost
Leasehold land
– long lease – 4,133 414 4,547
Group At 1.1.2015Charge for
the year
Translation exchange
difference At 31.12.2015
31.12.2015 RM’000 RM’000 RM’000 RM’000
Accumulated amortisation
Leasehold land
– long lease – 26 3 29
Carrying amount
2016 2015
Group RM’000 RM’000
Leasehold land
– long lease 4,645 4,518
PAGE: 62
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
5. INVESTMENT IN SUBSIDIARIES
Company
2016 2015
RM’000 RM’000
Investment at cost:
– unquoted shares
At beginning of the year 2,776,901 2,514,767
Additional investment during the year 78,839 262,134
At end of the year 2,855,740 2,776,901
Details of the subsidiaries are as follows:
Name of entity Principal activitiesCountry of
incorporationEffective ownership and
voting interest
2016 2015
% %
Pengerang LNG (Two) Sdn. Bhd. Intended to manage and operate
LNG regasification terminal
Malaysia 65 65
Regas Terminal (Sg. Udang)
Sdn. Bhd.
Manage and operate LNG
regasification terminal
Malaysia 100 100
Regas Terminal (Pengerang)
Sdn. Bhd.
Dormant Malaysia 100 100
Regas Terminal (Lahad Datu)
Sdn. Bhd.
Dormant Malaysia 100 99
6. INVESTMENT IN ASSOCIATE
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Investment at cost:
– quoted shares in Malaysia 76,466 76,466 76,466 76,466
Share of post-acquisition profits and reserves 53,696 51,597 – –
130,162 128,063 76,466 76,466
Market value of quoted shares 469,325 456,024 469,325 456,024
PAGE: 63
ANNUAL REPORT 2016
6. INVESTMENT IN ASSOCIATE (CONTINUED)
Details of the associate are as follows:
Name of entity Principal activitiesCountry of
incorporationEffective ownership and
voting interest
2016 2015
% %
Gas Malaysia Berhad Selling, marketing, distribution and
promotion of natural gas
Malaysia 14.8 14.8
Although the Group has less than 20% of the ownership in the equity interest of Gas Malaysia Berhad, the Group has
determined that it has significant influence over the financial and operating policy of the associate through representation
on the associate’s board of directors.
2016 2015
RM’000 RM’000
Group’s share of results
Share of total comprehensive income for the year 18,763 17,693
Other information
Dividends received 16,664 21,965
7. INVESTMENT IN JOINT VENTURES
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Investment at cost:
– unquoted shares 212,843 192,250 212,843 192,250
Share of post-acquisition profits and reserves 393,147 355,397 – –
605,990 547,647 212,843 192,250
The Group’s involvement in joint arrangements are structured through separate vehicles which provide the Group rights
to the net assets of these entities. Accordingly, the Group has classified these investments as joint ventures.
PAGE: 64
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
7. INVESTMENT IN JOINT VENTURES (CONTINUED)
2016 2015
RM’000 RM’000
Group’s summarised financial information
As at 31 December
Non-current assets 1,981,721 1,882,842
Current assets 315,481 347,668
Non-current liabilities (1,015,201) (1,020,364)
Current liabilities (272,321) (297,167)
Net assets 1,009,680 912,979
Included in the net assets are:
Cash and cash equivalents 194,988 231,719
Non-current liabilities (excluding other payables and provisions) (1,015,201) (1,020,364)
Current liabilities (excluding trade and other payables and provisions) (131,228) (99,790)
Group’s share of net assets 605,990 547,647
2016 2015
RM’000 RM’000
Year ended 31 December
Profit for the year 75,335 99,140
Other comprehensive income 13,145 48,233
Total comprehensive income for the year 88,480 147,373
Included in the total comprehensive income are:
Revenue 249,724 252,774
Depreciation and amortisation (895) (367)
Interest income 88,834 90,508
Interest expense (55,355) (58,725)
Tax (expenses)/income (2,515) (5,725)
RM’000 RM’000
Group’s share of results
Share of profit from continuing operations 44,863 57,509
Share of other comprehensive income 7,887 28,939
Share of total comprehensive income 52,750 86,448
Other information
Dividends received 15,000 7,200
PAGE: 65
ANNUAL REPORT 2016
7. INVESTMENT IN JOINT VENTURES (CONTINUED)
Group’s share of the net assets and results is significantly contributed by Kimanis Power Sdn. Bhd. Details of the joint
ventures are as follows:
Name of entity Principal activitiesCountry of
incorporationEffective ownership and
voting interest
2016 2015
% %
Kimanis Power Sdn. Bhd.* Generation and sale of electricity Malaysia 60 60
Kimanis O&M Sdn. Bhd.* Provision of operation and
maintenance services
Malaysia 60 60
Pengerang Gas Solutions Sdn. Bhd.* Construction, ownership and
operations of an air separation plant
Malaysia 51 –
Industrial Gases Solutions Sdn. Bhd. Selling, marketing, distribution and
promotion of industrial gas
Malaysia 50 50
* Although the Group has more than 50% of the ownership in the equity interest of these entities, the Group has determined that it does not
have sole control over these entities considering that strategic and financial decisions of the relevant activities of these entities require
unanimous consent by all shareholders.
8. DEFERRED TAX
The components and movements of deferred tax liabilities and assets during the year prior to and after offsetting are as
follows:
Group At 1.1.2016
Charged/(credited) to profit
or loss At 31.12.2016
31.12.2016 RM’000 RM’000 RM’000
Deferred tax liabilities
Property, plant and equipment 1,218,480 120,800 1,339,280
Deferred tax assets
Deferred income 16,911 (18,556) (1,645)
Unutilised investment tax allowance (769,157) 154,512 (614,645)
(752,246) 135,956 (616,290)
Net deferred tax 466,234 256,756 722,990
PAGE: 66
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
8. DEFERRED TAX (CONTINUED)
Group At 1.1.2015
Charged/(credited) to profit
or loss At 31.12.2015
31.12.2015 RM’000 RM’000 RM’000
Deferred tax liabilities
Property, plant and equipment 1,110,201 108,279 1,218,480
Deferred tax assets
Deferred income 16,684 227 16,911
Unutilised investment tax allowance (604,998) (164,159) (769,157)
(588,314) (163,932) (752,246)
Net deferred tax 521,887 (55,653) 466,234
Company At 1.1.2016
Charged/(credited) to profit
or loss At 31.12.2016
31.12.2016 RM’000 RM’000 RM’000
Deferred tax liabilities
Property, plant and equipment 1,060,149 72,528 1,132,677
Deferred tax assets
Deferred income 16,911 (18,556) (1,645)
Unutilised investment tax allowance (154,466) 154,466 –
(137,555) 135,910 (1,645)
Net deferred tax 922,594 208,438 1,131,032
Company At 1.1.2015
Charged/(credited) to profit
or loss At 31.12.2015
31.12.2015 RM’000 RM’000 RM’000
Deferred tax liabilities
Property, plant and equipment 1,016,637 43,512 1,060,149
Deferred tax assets
Deferred income 16,684 227 16,911
Unutilised investment tax allowance – (154,466) (154,466)
16,684 (154,239) (137,555)
Net deferred tax 1,033,321 (110,727) 922,594
PAGE: 67
ANNUAL REPORT 2016
8. DEFERRED TAX (CONTINUED)
Deferred tax liabilities and assets are offset when there is a legally enforceable right to set off current tax assets against
current tax liabilities and when the deferred taxes relate to the same tax authority. The amounts determined after
appropriate offsetting are as follows:
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Deferred tax assets
Deferred tax liabilities 206,603 158,331 – –
Deferred tax assets (614,645) (614,691) – –
(408,042) (456,360) – –
Deferred tax liabilities
Deferred tax liabilities 1,132,677 1,060,149 1,132,677 1,060,149
Deferred tax assets (1,645) (137,555) (1,645) (137,555)
1,131,032 922,594 1,131,032 922,594
Net deferred tax 722,990 466,234 1,131,032 922,594
9. DERIVATIVE
Group Group
Nominalvalue
Carrying amount
Nominalvalue
Carrying amount
2016 2016 2015 2015
Note RM'000 RM'000 RM'000 RM'000
Derivative assets held for trading at fair value through profit or loss
Forward foreign exchange 9,298 15 18,200 112
Derivative liabilities held for trading at fair value through profit or loss
Forward foreign exchange – – (121,131) (998)
Included within:
Trade and other receivables 12 – 15 – 112
Trade and other payables 19 – – – (998)
PAGE: 68
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
9. DERIVATIVE (CONTINUED)
Company Company
Nominalvalue
Carrying amount
Nominalvalue
Carrying amount
2016 2016 2015 2015
Note RM'000 RM'000 RM'000 RM'000
Derivative assets held for trading at fair value through profit or loss
Forward foreign exchange 12 7,261 12 – –
In the normal course of business, the Company enters into derivative financial instruments to manage the Company’s
normal business exposures in relation to foreign currency exchange rates consistent with its risk management policies
and objectives.
The forward foreign exchange contract has maturity of less than one year after the end of the reporting period.
10. LONG TERM RECEIVABLES
Group Company
2016 2015 2016 2015
Note RM'000 RM'000 RM'000 RM'000
USD term loans and advances:
Due from subsidiary 10.1 – – 746,737 –
Due from joint venture 10.2 47,905 – 47,905 –
47,905 – 794,642 –
10.1 Term loans and advances due from subsidiary is unsecured, bears interest at a rate of 6.5% per annum and
repayable in tranches at their various due dates from 2018 to 2028.
10.2 Term loans and advances due from joint venture is unsecured, bears interest at a rate of 5.5% per annum and
repayable in tranches at their various due dates from 2021 to 2025.
PAGE: 69
ANNUAL REPORT 2016
11. TRADE AND OTHER INVENTORIES
Group Company
2016 2015 2016 2015
RM'000 RM'000 RM'000 RM'000
Liquefied gases and water 4,335 2,144 4,335 2,144
Maintenance materials and spares 64,133 44,223 61,805 42,053
68,468 46,367 66,140 44,197
Recognised in profit or loss:
Inventories recognised as cost of sales 46,189 30,660 44,213 30,265
12. TRADE AND OTHER RECEIVABLES
Group Company
2016 2015 2016 2015
Note RM'000 RM'000 RM'000 RM'000
Current
Trade receivables 14,430 13,933 14,430 13,933
Other receivables 12.1 107,539 28,733 25,089 14,311
Deposits 1,092 1,001 1,076 1,001
Prepayments 16,443 22,045 2,189 252
Derivative assets 9 15 112 12 –
Amount due from:
Holding company 12.2 323,419 350,708 262,755 287,456
Subsidiaries – – – 8,710
Related companies 12.3 209,374 198,390 209,370 198,389
Joint ventures 12.4 695 16,726 695 16,726
Related parties 12.5 38,907 12,741 38,907 12,741
711,914 644,389 554,523 553,519
12.1 Included in other receivables for the year are goods and service tax (GST) receivables amounting to RM82,450,000
(2015: RM14,023,000) for the Group.
PAGE: 70
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
12. TRADE AND OTHER RECEIVABLES (CONTINUED)
12.2 The amount due from holding company relates to:
Group Company
2016 2015 2016 2015
RM'000 RM'000 RM'000 RM'000
Trade 301,903 306,136 245,756 250,658
Non-trade 21,516 44,572 16,999 36,798
323,419 350,708 262,755 287,456
Included in amount due from holding company for the year are goods and service tax (GST) receivables
amounting to RM21,320,000 (2015: RM34,169,000) for the Group and RM16,817,000 (2015: RM26,459,000) for the
Company.
12.3 The amount due from related companies arose in the normal course of business relates to:
Group Company
2016 2015 2016 2015
RM'000 RM'000 RM'000 RM'000
Trade 136,705 83,268 136,705 83,268
Non-trade 72,669 115,122 72,665 115,121
209,374 198,390 209,370 198,389
12.4 The amount due from joint ventures arose in the normal course of business relates to:
2016 2015
Group/Company RM'000 RM'000
Trade 656 1,786
Non-trade 39 14,940
695 16,726
12.5 The amount due from related parties are trade in nature and is in relation to associates and joint ventures of the
holding company.
PAGE: 71
ANNUAL REPORT 2016
13. CASH AND CASH EQUIVALENTS
Group Company
2016 2015 2016 2015
RM'000 RM'000 RM'000 RM'000
Cash with PETRONAS Integrated Financial Shared
Services Centre 1,716,979 1,217,024 1,560,525 1,103,983
Cash and bank balances 46,138 13,791 46,138 12,558
1,763,117 1,230,815 1,606,663 1,116,541
The Group’s and the Company’s cash and bank balances are held in the In-House Account (IHA) managed by
PETRONAS Integrated Financial Shared Service Centre (IFSSC) to enable more efficient cash management for the Group
and the Company.
Included in cash with IFSSC and cash and bank balances are interest-bearing balances (including fund investments)
amounting to RM1,762,975,000 (2015: RM1,229,442,000) for the Group and RM1,606,521,000 (2015: RM1,116,399,000)
for the Company.
14. SHARE CAPITAL
Company
2016 2015
RM’000 RM’000
Authorised:
2,000,000,000 ordinary shares of RM1 each 2,000,000 2,000,000
Issued and fully paid:
1,978,732,000 ordinary shares of RM1 each 1,978,732 1,978,732
15. RESERVES
Share Premium
Share premium comprises the premium paid on subscription of shares in the Company over and above the par value of
the shares.
Hedging Reserve
This reserve records the portion of the gain or loss on hedging instruments in a cash flow hedge that is determined to
be an effective hedge in accordance with accounting policy stated in note 2.8(iii).
Foreign Currency Translation Reserve
The foreign currency translation reserve comprises all foreign currency differences arising from the translation of the
financial statements of subsidiaries whose functional currency are different from that of the Company’s functional
currency as well as foreign currency differences arising from the translation of monetary items that are considered to
form part of a net investment in a foreign operation.
PAGE: 72
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
16. NON-CONTROLLING INTERESTS
This consists of the non-controlling interests’ proportion of share capital and reserves of partly-owned subsidiaries.
17. BORROWINGS
Group Company
2016 2015 2016 2015
Note RM'000 RM'000 RM'000 RM'000
Non-current
Secured
Finance lease liabilities 17.1 1,134,012 1,029,596 – –
Unsecured
Term loan 17.2 795,602 – 795,602 –
Loan from corporate shareholder of a
subsidiary 17.3 287,255 – – –
Total non-current unsecured borrowings 1,082,857 – 795,602 –
Total non-current borrowings 2,216,869 1,029,596 795,602 –
Current
Secured
Finance lease liabilities 17.1 32,568 28,664 – –
Total borrowings 2,249,437 1,058,260 795,602 –
Terms and debt repayment schedule:
Under 1 1–2 2–5 Over 5
year years years years
Total RM'000 RM'000 RM'000 RM'000
Group
Secured
Finance lease liabilities 1,166,580 32,568 38,719 140,061 955,232
Unsecured
Term loan 795,602 – – 795,602 –
Loan from corporate shareholder
of a subsidiary 287,255 – – 287,255 –
1,082,857 – – 1,082,857 –
2,249,437 32,568 38,719 1,222,918 955,232
Company
Unsecured
Term loan 795,602 – – 795,602 –
PAGE: 73
ANNUAL REPORT 2016
17. BORROWINGS (CONTINUED)
17.1 The finance lease liabilities are in relation to charter hire of floating storage units from a related company and are
payable as follows:
2016 2015
Minimumlease
payments Interest Principal
Minimumlease
payments Interest Principal
Group RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
Less than one year 129,288 96,720 32,568 124,132 95,468 28,664
Between 1 – 2 years 140,269 101,550 38,719 123,793 92,765 31,028
Between 2 – 5 years 421,189 281,128 140,061 371,718 259,387 112,331
More than 5 years 1,494,912 539,680 955,232 1,443,121 556,884 886,237
2,185,658 1,019,078 1,166,580 2,062,764 1,004,504 1,058,260
17.2 The unsecured term loans bears interest at rates ranging from 1.2% to 2.0% per annum and are due for full
repayment in 2021.
17.3 Loan from corporate shareholder of a subsidiary bears interest at a rate of 6.5% per annum and are repayable in
tranches at their various due dates from 2018 to 2028.
18. DEFERRED INCOME
2016 2015
Group/Company Note RM’000 RM’000
At beginning of the year 7,839 12,877
Addition 1,507 1,268
Less: recognised in the profit or loss (2,494) (6,306)
At end of the year 6,852 7,839
Analysis of deferred income:
Current 19 945 987
Non-current 5,907 6,852
6,852 7,839
Deferred income mainly relates to the payments received in advance or the right to receive payments from third party
amounting to RM Nil (2015: RM41,000) and a related party amounting to RM6,852,000 (2015: RM7,798,000) for the
rights given to these parties to use the Company’s properties over a period of time or early termination of supply
contract with the Company. The deferred income is subsequently recognised in the profit or loss on a time
apportionment basis over the specified period.
PAGE: 74
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
19. TRADE AND OTHER PAYABLES
Group Company
2016 2015 2016 2015
Note RM’000 RM’000 RM’000 RM’000
Other payables and accruals 19.1 822,805 627,692 328,037 402,656
Derivative liabilities 9 – 998 – –
Amount due to:
Holding company 19.2 101,516 69,590 83,407 68,785
Related companies 19.2 80,741 97,272 10,088 78,368
Deferred income 18 945 987 945 987
1,006,007 796,539 422,477 550,796
19.1 Included in other payables and accruals are amounts owing to suppliers and contractors for purchase of property,
plant and equipment for the Group of RM553,853,000 (2015: RM279,178,000) and for the Company of
RM113,199,000 (2015: RM72,089,000). Also included in other payables is interest payable of RM Nil (2015:
RM7,918,000) for the Group.
19.2 The amount due to holding company and related companies are non-trade in nature and arose in the normal
course of business.
20. REVENUE AND GROSS PROFIT
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Revenue
– gas processing fees 1,557,175 1,533,622 1,557,175 1,533,622
– gas transportation fees 1,303,877 1,311,611 1,303,877 1,311,611
– sale of industrial utilities 1,069,071 973,584 1,069,071 973,584
– regasification fees 631,157 637,138 – –
Total 4,561,280 4,455,955 3,930,123 3,818,817
Cost of revenue
– cost of gas processing (908,803) (836,669) (908,803) (836,669)
– cost of gas transportation (328,574) (302,465) (328,574) (302,465)
– cost of industrial utilities (913,177) (837,809) (913,177) (837,809)
– cost of regasification (344,870) (339,583) – –
Total (2,495,424) (2,316,526) (2,150,554) (1,976,943)
Gross profit 2,065,856 2,139,429 1,779,569 1,841,874
PAGE: 75
ANNUAL REPORT 2016
21. OPERATING PROFIT
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Included in operating profit are the following charges:
Audit fees 439 395 275 262
Depreciation of property, plant and equipment 877,084 776,818 688,509 583,523
Loss on unrealised foreign exchange 7,766 203,123 6,750 71
Impairment of receivables 353 – 353 –
Property, plant and equipment
– expensed off 365 2,428 365 1,828
– written off 74 2,087 74 2,087
Rental of
– equipment and motor vehicles 15,942 16,644 8,936 9,395
– land and buildings 10,924 10,457 8,338 9,295
Staff costs
– wages, salaries and others 281,798 283,240 273,063 273,416
– contributions to Employees Provident Fund 42,714 43,702 41,458 42,425
and crediting:
Dividend income in Malaysia from
– subsidiary (unquoted) – – 210,053 355,052
– associate (quoted) – – 16,664 21,965
– joint venture (unquoted) – – 15,000 7,200
Gain on realised foreign exchange 12,925 10,931 11,039 1,319
Gain on disposal of property, plant and equipment 389 266 389 266
Interest income from fund investments 54,227 31,755 69,699 26,390
Reimbursement of project cost – 17,165 – –
Rental income on land and buildings 4,673 4,646 5,133 5,108
22. FINANCING COSTS
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Interest expense recognised in profit or loss
– Finance lease liabilities 93,943 90,055 – –
– Term loan – – 5,139 –
93,943 90,055 5,139 –
PAGE: 76
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
23. TAX EXPENSE/(INCOME)
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Current tax expense
– current year 156,312 113,020 156,312 113,020
– over provision in prior year (42,600) (41,127) (42,600) (41,127)
Total current tax expense 113,712 71,893 113,712 71,893
Total deferred tax expenses/(income) 256,756 (55,653) 208,438 (110,727)
Total tax expenses/(income) recognised in
profit or loss
370,468 16,240 322,151 (38,834)
Tax expense on share of profit of associate 4,203 4,846 – –
Tax expenses on share of profit of joint ventures 1,304 3,340 – –
Total tax expenses/(income) 375,975 24,426 322,151 (38,834)
A reconciliation of income tax expense applicable to profit before taxation at the statutory income tax rate to total tax
expense at the effective income tax rate of the Group and of the Company is as follows:
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Profit for the year 1,736,301 1,985,870 1,784,854 2,321,548
Total tax expenses/(income) 375,975 24,426 322,151 (38,834)
Profit excluding tax 2,112,276 2,010,296 2,107,005 2,282,714
Taxation at Malaysian statutory tax rate of 24%
(2015: 25%) 506,946 502,574 505,681 570,679
Non-deductible expenses 14,597 63,860 7,874 1,660
Effect of unabsorbed capital allowance and unutilised
tax losses recognised (9,477) (21,012) – –
Income not subject to tax (1,918) (910) – –
Tax exempt income (12,862) (6,297) (70,093) (101,010)
Tax incentives (78,711) (462,933) (78,711) (469,036)
418,575 75,282 364,751 2,293
Over provision in prior year (42,600) (50,856) (42,600) (41,127)
Total tax expenses/(income) 375,975 24,426 322,151 (38,834)
PAGE: 77
ANNUAL REPORT 2016
24. DIVIDENDS
Company
2016 2015
RM’000 RM’000
Ordinary
Interim paid:
2014 – Third interim dividend of 15 sen per ordinary share – 296,810
2015 – First interim dividend of 14 sen per ordinary share – 277,022
2015 – Second interim dividend of 14 sen per ordinary share – 277,022
2015 – Third interim dividend of 15 sen per ordinary share – 296,810
2015 – Fourth interim dividend of 17 sen per ordinary share 336,384 –
2016 – First interim dividend of 14 sen per ordinary share 277,022 –
2016 – Second interim dividend of 14 sen per ordinary share 277,022 –
2016 – Third interim dividend of 15 sen per ordinary share 296,810 –
1,187,238 1,147,664
The Directors had on 23 February 2017 declared a fourth interim dividend of 19 sen per ordinary share amounting to
RM375,959,000 in respect of the financial year ended 31 December 2016.
The financial statements for the current financial year do not reflect the declared interim dividend. The dividend will be
accounted for in equity as an appropriation of retained profits in the financial statements for the financial year ending
31 December 2017.
The net dividend per ordinary share for the respective financial year ended 31 December takes into account the total
interim dividends declared for the financial year as follows:
Company
2016Sen
2015Sen
First interim dividend per ordinary share declared and paid – net 14 14
Second interim dividend per ordinary share declared and paid – net 14 14
Third interim dividend per ordinary share declared and paid – net 15 15
Fourth interim dividend per ordinary share declared but not paid – net 19 17
62 60
PAGE: 78
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
25. EARNINGS PER SHARE
Basic earnings per share
The calculation of basic earnings per ordinary share (EPS) at 31 December 2016 was based on the Group’s net profit
attributable to shareholders of the Company of RM1,739,052,000 (2015: RM1,987,452,000), over the number of ordinary
shares outstanding during the year of 1,978,732,000 (2015: 1,978,732,000).
Diluted earnings per share
The Company has not issued any dilutive potential ordinary shares, hence, the diluted EPS is the same as the basic EPS.
26. ACQUISITION OF NON-CONTROLLING INTEREST IN A SUBSIDIARY AND FORMATION OF A JOINT VENTURE
Acquisition of non-controlling interest in Regas Terminal (Lahad Datu) Sdn. Bhd. (RGTLD)
On 10 February 2016, the Company had acquired the remaining 1% equity interest in its subsidiary, Regas Terminal
(Lahad Datu) Sdn. Bhd. from a non-controlling party, Sabah Energy Corporation Sdn. Bhd. (SEC) for a purchase
consideration of RM1,000 upon termination of the Shareholders Agreement signed between SEC and PETRONAS Gas
Berhad. Accordingly, the Group increased its ownership in RGTLD from 99% to 100%. The impact of the above
acquisition is not material in relation to the consolidated net profit for the year.
Formation of Pengerang Gas Solutions Sdn. Bhd. (PGSSB)
On 12 August 2016, the Company had entered into a Shareholders Agreement (SHA) with Linde Malaysia Sdn. Bhd.
(Linde) for the formation of a joint venture company to undertake the development of an Air Separation Unit Plant (ASU)
to be located in Pengerang, Johor.
Pursuant to the terms of the SHA, the Company had on 15 August 2016, acquired 51 ordinary shares of RM1 each
representing 51% of the issued and paid-up capital of Pengerang Gas Solutions Sdn. Bhd. (PGSSB) for a consideration of
RM51. The other 49% equity interest in PGSSB is owned by Linde.
The Group has classified PGSSB as a joint venture considering that strategic and financial decisions of PGSSB requires
unanimous consent from both shareholders.
PAGE: 79
ANNUAL REPORT 2016
27. CAPITAL COMMITMENTS
Outstanding commitments in respect of capital expenditure at the end of the financial year not provided for in the
financial statements are:
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Property, plant and equipment
Approved and contracted for
Less than one year 1,162,510 1,237,301 74,268 164,153
Between one and five years 304,787 1,791,391 172,232 327,278
1,467,297 3,028,692 246,500 491,431
Approved but not contracted for
Less than one year 567,372 847,472 462,545 529,605
Between one and five years 1,974,809 966,432 1,929,964 768,915
2,542,181 1,813,904 2,392,509 1,298,520
4,009,478 4,842,596 2,639,009 1,789,951
Share of capital expenditure of joint ventures
Approved and contracted for
Less than one year 133,468 – – –
Between one and five years 128,449 – – –
261,917 – – –
Approved but not contracted for
Less than one year 11,157 4,151 – –
Between one and five years 43,932 5,070 – –
55,089 9,221 – –
317,006 9,221 – –
Total commitments 4,326,484 4,851,817 2,639,009 1,789,951
28. RELATED PARTY DISCLOSURES
Related parties
For the purposes of these financial statements, parties are considered to be related to the Group or the Company if the
Group or the Company has the ability, directly or indirectly, to control or jointly control the party or exercise significant
influence over the party in making financial and operating decisions, or vice versa or where the Group or the Company
and the party are subject to common control. Related parties may be individuals or other entities.
PAGE: 80
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
28. RELATED PARTY DISCLOSURES (CONTINUED)
Related parties (continued)
The Group’s and the Company’s related parties include subsidiaries, associate, joint ventures as well as the holding and
the ultimate holding company, Petroliam Nasional Berhad (PETRONAS) and its related entities. The Group’s related
parties also include:
(i) Government of Malaysia and its related entities as the Company’s holding company, PETRONAS is wholly-owned by
the Government of Malaysia; and
(ii) Key management personnel defined as those persons having authority and responsibility for planning, directing and
controlling the activities of the Group either directly or indirectly and an entity that provides key management
personnel services to the Group. Key management personnel includes all Directors of the Group.
Key management personnel compensation
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Directors
Fees 652 547 652 547
Other short term employee benefits (including
estimated monetary value of benefits-in-kind) 34 29 34 29
686 576 686 576
The Company paid management fee to the holding company in relation to services of key management personnel of the
Company as disclosed below.
In addition to the transactions detailed elsewhere in the financial statements, the Group and the Company had the
following transactions with related parties during the financial year:
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Government of Malaysia’s related entities:
Tenaga Nasional Berhad
Purchase of electricity (59,909) (82,266) (40,665) (63,214)
Sales of industrial utilities 40,375 69,018 40,375 69,018
TNB Repair and Maintenance Sdn. Bhd.
Provision of repair and maintenance services (16,371) (44,649) (16,371) (44,649)
State Secretary, Johor (Incorporated)
Land acquisition – (4,133) – –
PAGE: 81
ANNUAL REPORT 2016
28. RELATED PARTY DISCLOSURES (CONTINUED)
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Holding company:
Gas processing fee income 1,557,175 1,533,622 1,557,175 1,533,622
Gas transportation fee income 1,303,877 1,311,611 1,303,877 1,311,611
Regasification fee income 631,157 637,138 – –
Interest income from fund investments 53,591 31,661 50,339 26,390
Internal gas consumption and performance incentive 2,326 26,812 2,326 26,812
Agent services fee income 3,738 9,456 3,738 9,456
Reimbursement of project cost – 56,236 – –
Purchase of fuel gas (569,631) (496,533) (569,631) (496,533)
Insurance expense (19,900) (15,171) (14,883) (12,307)
Information, communication and technology charges (35,058) (26,101) (34,307) (25,610)
Corporate security charges (9,872) (10,543) (9,549) (10,309)
Rental of office premises (8,338) (9,295) (8,338) (9,295)
Supply chain and management services (10,537) (11,334) (10,133) (10,679)
Management fees (787) (737) (787) (737)
Internal audit services (1,178) (197) (1,178) (197)
Fees for representation on the Board of Directors (74) (172) (74) (172)
Related companies:
Bekalan Air KIPC Sdn. Bhd.*
Purchase of treated water (6,164) (13,153) (6,164) (13,153)
Management fee income 444 888 444 888
CEFS Response
Contribution for emergency response services (1,411) (1,223) (1,411) (1,223)
Gas Asia Terminal (L) Pte. Ltd.
Time charter services (236,582) (186,293) – –
Lease and rental of building (846) (931) – –
MISC Integrated Logistic Sdn. Bhd.
Transportation services (646) (576) (646) (576)
PETRONAS Carigali Sdn. Bhd.
Project management fee income 434 567 434 567
Operations and maintenance services income 68,053 40,793 68,053 40,793
Purchase of pipeline – (61,574) – (61,574)
PETRONAS Chemicals Ammonia Sdn. Bhd.
Sale of industrial utilities 131,253 116,398 131,253 116,398
Compressed air maintenance fees (405) (238) (405) (238)
Laboratory services (27) (16) (27) (16)
PETRONAS Chemicals Aromatics Sdn. Bhd.
Sale of industrial utilities 47,293 47,784 47,293 47,784
* No longer a related company of the Group effective 1 July 2016.
PAGE: 82
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
28. RELATED PARTY DISCLOSURES (CONTINUED)
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Related companies (continued):
PETRONAS Chemicals Derivatives Sdn. Bhd.
Sale of industrial utilities 367,200 313,560 367,200 313,560
PETRONAS Chemicals Ethylene Sdn. Bhd.
Sale of industrial utilities 4,470 4,276 4,470 4,276
PETRONAS Chemicals LDPE Sdn. Bhd.
Sale of industrial utilities 88,143 81,716 88,143 81,716
PETRONAS Chemicals MTBE Sdn. Bhd.
Sale of industrial utilities 130,213 116,541 130,213 116,541
Rental of equipments (159) (155) (159) (155)
Fire water services (157) – (157) –
PETRONAS Dagangan Berhad
Fuel card services (641) (856) (633) (850)
Purchase of petroleum products (681) (1,667) (681) (1,667)
PETRONAS ICT Sdn. Bhd.
ICT services (8,860) (9,239) (8,655) (8,795)
PETRONAS Management Training Sdn. Bhd.
Training and development related costs (4,383) (3,180) (4,326) (3,180)
PETRONAS Penapisan (Melaka) Sdn. Bhd.
Lease of land for pipeline route (76) (76) – –
Rental of office premises – (14) – –
Lease of land for office building (11) (11) – –
PETRONAS Penapisan (Terengganu) Sdn. Bhd.
Marine facilities income 2,130 1,932 2,130 1,932
PETRONAS Refinery and Petrochemical Sdn. Bhd.
Management fee 8,405 7,738 8,405 7,738
PETRONAS Technical Services Sdn. Bhd.
Technical consultancy fees (81,616) (52,126) (36,760) (30,021)
PETRONAS Technical Training Sdn. Bhd.
Training and development related costs (8,101) (9,506) (7,966) (9,289)
PETRONAS Technology Ventures Sdn. Bhd.
Purchase of chemicals (521) (583) (521) (583)
Purchase of software (197) (200) (197) (200)
PrimeSourcing International Sdn. Bhd.
Supply of parts and materials (1,803) (36,049) (1,803) (36,049)
Sungai Udang Port Sdn. Bhd.
Marine services (6,706) (6,876) – –
Freshwater transfer services (143) (170) – –
Vinyl Chloride (Malaysia) Sdn. Bhd.
Sale of industrial utilities 1,318 5,013 1,318 5,013
Voltage Renewables Sdn. Bhd.
Sale of industrial utilities 137 137 137 137
PAGE: 83
ANNUAL REPORT 2016
28. RELATED PARTY DISCLOSURES (CONTINUED)
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Subsidiaries:
Regas Terminal (Lahad Datu) Sdn. Bhd.
Management fee income adjustment – – – (1,307)
Regas Terminal (Sg. Udang) Sdn. Bhd.
Management fee income – – 2,659 5,627
Rental income of warehouse – – 103 103
Pipeline maintenance fee income – – 1,161 1,161
Lab sampling fee income – – 14 20
Annual access right fee income – – 357 357
Pengerang LNG (Two) Sdn. Bhd.
Management fee income – – 2,865 2,865
Joint venture:
Industrial Gases Solutions Sdn. Bhd.
Sale of industrial utilities 4,429 3,748 4,429 3,748
Associates and joint ventures of the holding company:
BASF PETRONAS Chemicals Sdn. Bhd.
Sale of industrial utilities 146,174 114,246 146,174 114,246
BP PETRONAS Acetyls Sdn. Bhd.
Sale of industrial utilities 35,105 36,690 35,105 36,690
Kertih Terminals Sdn. Bhd.
Sale of industrial utilities 7,868 6,984 7,868 6,984
Trans Thai-Malaysia (Malaysia) Sdn. Bhd.
Access right of way fee income 2,095 2,095 2,095 2,095
Annual operations and maintenance fee income 4,732 5,462 4,732 5,462
PAGE: 84
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
28. RELATED PARTY DISCLOSURES (CONTINUED)
The Directors of the Company are of the opinion that the above transactions have been entered into in the normal
course of business and have been established on a commercial basis. The above has been stated at transacted amount.
Included in the fees for representation on the Board of Directors are fees paid directly to holding company in respect
of certain directors who are appointees of the holding company.
Information regarding outstanding balances at reporting date arising from related party transactions are disclosed in
note 10, note 12, note 17, note 18 and note 19.
29. OPERATING SEGMENTS, PRODUCTS AND SERVICES
The Group has four reporting segments, as described below, which are the Group’s strategic business units. The
strategic business units offer different products and services, and are managed separately because they require different
technology and marketing strategies. For each of the strategic business units, the Group’s Chief Operating Decision
Maker which is the Board of Directors, reviews internal management reports at least on a quarterly basis. The following
summary describes the operations in each of the Group’s reportable segments:
• Gas processing – activities include processing of natural gas from gas fields offshore the East Coast of Peninsular
Malaysia into salesgas and other by-products such as ethane, propane and butane.
• Gas transportation – activities include transportation of the processed gas to PETRONAS’ end customers throughout
Malaysia and export to Singapore.
• Utilities – activities include manufacturing, marketing and supplying of industrial utilities to the petrochemical
complexes in the Kertih and Gebeng Industrial Area.
• Regasification – activities include regasification of liquefied natural gas (LNG) for PETRONAS.
Performance is measured based on segment gross profit. Segment gross profit is used to measure performance as
management believes that such information is the most relevant in evaluating the results of the segments.
PAGE: 85
ANNUAL REPORT 2016
29. OPERATING SEGMENTS, PRODUCTS AND SERVICES (CONTINUED)
GroupBusiness segments
Gas Processing
Gas Transportation Utilities Regasification Total
31.12.2016 RM’000 RM’000 RM’000 RM’000 RM’000
Revenue 1,557,175 1,303,877 1,069,071 631,157 4,561,280
Segment results 648,371 975,303 155,895 286,287 2,065,856
Unallocated income 71,230
Operating profit 2,137,086
Financing costs (93,943)
Share of profit after tax of equity-
accounted associate and joint
ventures 63,626
Profit before taxation 2,106,769
Tax expense (370,468)
Profit for the year 1,736,301
Included in the measure of segment profit are:
Depreciation and amortisation (437,465) (83,116) (167,519) (188,576) (876,676)
Unallocated depreciation and
amortisation – – – – (408)
PAGE: 86
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
29. OPERATING SEGMENTS, PRODUCTS AND SERVICES (CONTINUED)
GroupBusiness segments
Gas Processing
Gas Transportation Utilities Regasification Total
31.12.2015 RM’000 RM’000 RM’000 RM’000 RM’000
Revenue 1,533,622 1,311,611 973,584 637,138 4,455,955
Segment results 696,953 1,009,146 135,775 297,555 2,139,429
Unallocated expenses (122,466)
Operating profit 2,016,963
Financing costs (90,055)
Share of profit after tax of equity-
accounted associate and joint
ventures 75,202
Profit before taxation 2,002,110
Tax expense (16,240)
Profit for the year 1,985,870
Included in the measure of segment profit are:
Depreciation and amortisation (346,636) (79,359) (157,186) (193,295) (776,476)
Unallocated depreciation and
amortisation – – – – (342)
PAGE: 87
ANNUAL REPORT 2016
29. OPERATING SEGMENTS, PRODUCTS AND SERVICES (CONTINUED)
GroupBusiness segments
Gas Processing
Gas Transportation Utilities Regasification Total
31.12.2016 RM’000 RM’000 RM’000 RM’000 RM’000
Segment assets 4,321,607 2,620,049 1,317,878 5,896,336 14,155,870
Investment in associate 130,162
Investment in joint ventures 605,990
Unallocated assets 1,661,610
Total assets 16,553,632
Included in the measure of segment assets are:
Capital expenditure 372,981 165,429 219,989 1,584,056 2,342,456
Unallocated capital expenditure – – – – 13,666
GroupBusiness segments
Gas Processing
Gas Transportation Utilities Regasification Total
31.12.2015 RM’000 RM’000 RM’000 RM’000 RM’000
Segment assets 4,376,359 2,575,063 1,184,502 4,389,278 12,525,202
Investment in associate 128,063
Investment in joint ventures 547,647
Unallocated assets 1,181,095
Total assets 14,382,007
Included in the measure of segment assets are:
Capital expenditure 425,453 124,587 104,305 565,690 1,220,035
Unallocated capital expenditure – – – – 2,358
Segment results
The total segment results include items directly attributable to a segment as well as those that can be allocated on a
reasonable basis. Unallocated expenses mainly comprises forex gain or loss, other corporate income and expenses.
PAGE: 88
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
29. OPERATING SEGMENTS, PRODUCTS AND SERVICES (CONTINUED)
Segment assets
The total of segment assets are measured based on all assets of a segment, excluding interest bearing assets and
corporate assets as these are managed on a group basis.
The segmental information in respect of the associate and joint ventures is not presented as the contribution of the
associate and joint ventures and the carrying amounts of investment in the associate and joint ventures have been
reflected in the statement of profit or loss and other comprehensive income and statement of financial position of the
Group. Details of the associate and joint ventures are disclosed in note 6 and note 7 to the financial statements
respectively.
Segment capital expenditure is the total cost incurred during the period to acquire segment assets that are expected to
be used for more than one period.
Products and services segments
2016 2015
Group RM’000 RM’000
Gas processing fee 1,557,175 1,533,622
Gas transportation fee 1,303,877 1,311,611
Utilities
– Electricity 473,604 449,883
– Steam 325,011 293,415
– Industrial gases 205,958 165,517
– Others 64,498 64,769
Regasification fee 631,157 637,138
4,561,280 4,455,955
Geographical information for revenue and non-current assets is not presented as the Group is pre-dominantly operating
in Malaysia.
30. HOLDING AND ULTIMATE HOLDING COMPANY
The holding company as well as the ultimate holding company is Petroliam Nasional Berhad (PETRONAS), a company
incorporated in Malaysia.
PAGE: 89
ANNUAL REPORT 2016
31. FINANCIAL INSTRUMENTS
Categories of financial instruments
The table below provides an analysis of financial instruments categorised as follows:
(i) Loans and receivables (L&R);
(ii) Fair value through profit or loss (FVTPL);
– Held for trading (HFT); and
(iii) Loans and borrowings (L&B).
L&R/ (FL)
FVTPL–HFT
Total carrying amount
Group Note RM’000 RM’000 RM’000
2016Financial assets
Long term receivables 10 47,905 – 47,905
Trade and other receivables (excluding prepayments
and GST receivables) 12 591,686 15 591,701
Cash and cash equivalents 13 1,763,117 – 1,763,117
2,402,708 15 2,402,723
Financial liabilities
Borrowings 17 (1,082,857) – (1,082,857)
Finance lease liabilities 17 (1,166,580) – (1,166,580)
Trade and other payables (excluding deferred income) 19 (1,005,062) – (1,005,062)
(3,254,499) – (3,254,499)
2015
Financial assets
Trade and other receivables (excluding prepayments
and GST receivables) 12 574,040 112 574,152
Cash and cash equivalents 13 1,230,815 – 1,230,815
1,804,855 112 1,804,967
Financial liabilities
Finance lease liabilities 17 (1,058,260) – (1,058,260)
Trade and other payables (excluding deferred income) 19 (794,554) (998) (795,552)
(1,852,814) (998) (1,853,812)
PAGE: 90
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
31. FINANCIAL INSTRUMENTS (CONTINUED)
Categories of financial instruments (continued)
L&R/ (FL)
FVTPL–HFT
Total carrying amount
Company Note RM’000 RM’000 RM’000
2016Financial assets
Long term receivables 10 794,642 – 794,642
Trade and other receivables (excluding prepayments
and GST receivables) 12 535,505 12 535,517
Cash and cash equivalents 13 1,606,663 – 1,606,663
2,936,810 12 2,936,822
Financial liabilities
Borrowing 17 (795,602) – (795,602)
Trade and other payables (excluding deferred income) 19 (421,532) – (421,532)
(1,217,134) – (1,217,134)
2015
Financial assets
Trade and other receivables (excluding prepayments
and GST receivables) 12 526,808 – 526,808
Cash and cash equivalents 13 1,116,541 – 1,116,541
1,643,349 – 1,643,349
Financial liabilities
Trade and other payables (excluding deferred income) 19 (549,809) – (549,809)
(549,809) – (549,809)
PAGE: 91
ANNUAL REPORT 2016
31. FINANCIAL INSTRUMENTS (CONTINUED)
Financial risk management
The Group and the Company are exposed to various risks that are particular to its core business which consists of
separating natural gas into its components and storing, transporting and distributing such components thereof for a fee,
the sale of industrial utilities and the regasification of liquefied natural gas for a fee. These risks, which arise in the
normal course of the Group’s and the Company’s business, comprise credit risk, liquidity risk and market risk relating to
interest rates and foreign currency exchange rates.
The Group has policies and guidelines in place that sets the foundation for a consistent approach towards establishing
an effective financial risk management across the Group.
Risk taking activities are undertaken within acceptable level of risk or risk appetite, whereby the risk appetite level
reflects business considerations and capacity to assume such risks. The risk appetite is established at Board level, where
relevant, based on defined methodology and translated into operational thresholds.
The Group’s and the Company’s goal in risk management is to ensure that the management understands, measures and
monitors the various risks that arise in connection with their operations. Policies and guidelines have been developed to
identify, analyse, appraise and monitor the dynamic risks facing the Group and the Company. Based on this assessment,
the Group and the Company adopt appropriate measures to mitigate these risks in accordance with their view of the
balance between risk and reward.
Credit risk
Credit risk is the potential exposure of the Group and of the Company to losses in the event of non-performance by
counterparties. The Group’s and the Company’s exposure to credit risk arise from their operating activities, primarily
from their receivables from customers and fund investments. The credit risk arising from the Group’s and the Company’s
normal operations are controlled by individual operating units in line with PETRONAS’ policies and guidelines.
Receivables
The Group and the Company minimise credit risk by entering into contracts with highly credit rated counterparties.
Potential counterparties are subject to credit assessment and approval prior to any transaction being concluded and
existing counterparties are subject to regular reviews, including re-appraisal and approval of granted limits. The
creditworthiness of counterparties is assessed based on an analysis of all available quantitative and qualitative data
regarding business risks and financial standing, together with the review of any relevant third party and market
information. Reports are prepared and presented to the management that cover the Group’s overall credit exposure
against limits and securities.
Depending on the types of transactions and counterparty’s creditworthiness, the Group and the Company further
mitigate and limit risks related to credit by requiring other credit enhancements such as cash deposits and bank
guarantees. No collateral or other credit enhancement is required for amounts due from related parties.
As at the reporting date, the maximum exposure to credit risk arising from receivables is represented by the carrying
amounts in the statement of financial position. The ageing of trade receivables as at the reporting date is analysed on
page 93.
PAGE: 92
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
31. FINANCIAL INSTRUMENTS (CONTINUED)
Credit risk (continued)
Receivables (continued)
Group Company
2016 2015 2016 2015
At net Note RM’000 RM’000 RM’000 RM’000
Current 481,372 410,795 425,225 355,317
Past due 1 to 30 days (455) 839 (455) 839
Past due 31 to 60 days – – – –
Past due 61 to 90 days – – – –
Past due more than 90 days 11,684* 6,230 11,684* 6,230
492,601 417,864 436,454 362,386
Representing:
Trade receivables 12 14,430 13,933 14,430 13,933
Amounts due from holding company 12.2 301,903 306,136 245,756 250,658
Amounts due from related companies 12.3 136,705 83,268 136,705 83,268
Amounts due from joint ventures 12.4 656 1,786 656 1,786
Amounts due from related parties 12.5 38,907 12,741 38,907 12,741
492,601 417,864 436,454 362,386
As at the reporting date, significant receivables relate to amounts due from holding company and amounts due from
related companies.
* Included in the amount due more than 90 days is an amount due from a related party amounting to RM11,200,000 which has been agreed
to be fully settled in 2017.
Fund investments
The Group and the Company are also exposed to counterparty credit risk from financial institutions through fund
investments activities which was managed by IFSSC on behalf of the Group comprising primarily money market
placement. These exposures are managed in accordance with existing policies and guidelines that define the parameters
within which the investment activities shall be undertaken in order to achieve the Group’s investment objective of
preserving capital and generating optimal returns above appropriate benchmarks within allowable risk parameters.
Investments are only made with approved counterparties who met the appropriate rating and other relevant criteria, and
within approved credit limits, as stipulated in the policies and guidelines. The treasury function is governed by a
counterparty credit risk management framework.
As at the reporting date, the maximum exposure to credit risk arising from fund investments is represented by the
carrying amounts in the statement of financial position.
The fund investments are unsecured, however, in view of the sound credit rating of counterparties, management does
not expect any counterparty to fail to meet its obligation.
PAGE: 93
ANNUAL REPORT 2016
31. FINANCIAL INSTRUMENTS (CONTINUED)
Liquidity risk
Liquidity risk is the risk that suitable sources of funding for the Group’s and the Company’s business activities may not
be available. In managing its liquidity risk, the Group and the Company maintain sufficient cash and liquid marketable
assets.
Maturity analysis
The table below summarises the maturity profile of the Group’s and of the Company’s financial liabilities as at the
reporting date based on undiscounted contractual payments:
GroupCarrying amount
Contractualinterest/
profit rates per annum
Contractual cash flow*
Within 1year
1 – 2years
2 – 5years
More than5 years
2016 RM’000 % RM’000 RM’000 RM’000 RM’000 RM’000
Term Loan 795,602 1.7 852,474 12,222 12,222 828,030 –
Loan from corporate
shareholder of a
subsidiary 287,255 6.5 352,155 18,879 99,855 205,687 27,734
Finance lease liabilities 1,166,580 9.1 2,185,658 129,288 140,269 421,189 1,494,912
Trade and other payables
(excluding deferred
income) 1,005,062 – 1,005,062 1,005,062 – – –
3,254,499 4,395,349 1,165,451 252,346 1,454,906 1,522,646
2015
Finance lease liabilities 1,058,260 9.1 2,062,764 124,132 123,793 371,718 1,443,121
Trade and other payables
(excluding deferred
income) 795,552 – 795,552 795,552 – – –
1,853,812 2,858,316 919,684 123,793 371,718 1,443,121
* The contractual cash flow is inclusive of the principal and interest payments.
PAGE: 94
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
31. FINANCIAL INSTRUMENTS (CONTINUED)
Liquidity risk (continued)
Maturity analysis (continued)
CompanyCarrying amount
Contractualinterest/
profit rates per annum
Contractual cash flow*
Within 1year
1 – 2years
2 – 5years
More than5 years
2016 RM’000 % RM’000 RM’000 RM’000 RM’000 RM’000
Term Loan 795,602 1.7 852,474 12,222 12,222 828,030 –
Trade and other payables
(excluding deferred
income) 421,532 – 421,532 421,532 – – –
1,217,134 1,274,006 433,754 12,222 828,030 –
2015
Trade and other payables
(excluding deferred
income) 549,809 – 549,809 549,809 – – –
549,809 549,809 549,809 – – –
* The contractual cash flow is inclusive of the principal and interest payments.
Market risk
Market risk is the risk or uncertainty arising from changes in market prices and their impact on the performance of the
business. The market price changes that the Group and the Company are exposed to includes interest rates, foreign
currency exchange rates and other indices that could adversely affect the value of the Group’s and of the Company’s
financial assets, liabilities or expected future cash flows.
Interest rate risk
The Group’s and the Company’s investments in fixed rate debt instruments are exposed to a risk of change in their fair
value due to changes in interest rates. The Company’s variable rate borrowings are exposed to a risk of change in cash
flows due to changes in interest rates. Short term receivables and payables are not significantly exposed to interest rate
risk.
All interest rate exposures are monitored and managed proactively in line with PETRONAS’ policies and guidelines.
PAGE: 95
ANNUAL REPORT 2016
31. FINANCIAL INSTRUMENTS (CONTINUED)
Market risk (continued)
Interest rate risk (continued)
The interest rate profile of the Group’s and of the Company’s interest-bearing financial instruments based on carrying
amounts as at reporting date is as follows:
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Fixed rate instruments
Financial assets 47,905 12,418 794,642 12,416
Financial liabilities (1,453,835) (1,058,260) – –
(1,405,930) (1,045,842) 794,642 12,416
Floating rate instruments
Financial assets 1,762,975 1,217,024 1,606,521 1,103,983
Financial liabilities (795,602) – (795,602) –
967,373 1,217,024 810,919 1,103,983
Cash flow sensitivity analysis for variable rate instrument
A change of 40 and 50 basis points (b.p.s) in interest rates for financial asset and financial liabilities respectively at the
end of the reporting period would have increased pre-tax profit or loss by the amounts shown below. The analysis
assumes that all other variables, in particular foreign currency rates, remain constant.
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Changes in interest b.p.s (+/-)
Financial assets 40 b.p.s 50 b.p.s 40 b.p.s 50 b.p.s
Financial liabilities 50 b.p.s 50 b.p.s 50 b.p.s 50 b.p.s
Profit or loss 3,074 6,085 2,448 5,520
For the Group’s and the Company’s interest-bearing financial assets and liabilities that are fixed rate instrument
measured at amortised cost, a change in interest rate is not expected to have material impact on the Group’s and the
Company’s profit or loss.
PAGE: 96
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
31. FINANCIAL INSTRUMENTS (CONTINUED)
Market risk (continued)
Foreign currency risk
Foreign currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of
changes in foreign currency exchange rates.
The Group and the Company are exposed to varying levels of foreign currency risk when they enter into transactions
that are not denominated in the respective companies’ functional currencies or when foreign currency monetary assets
and liabilities are translated at the reporting date.
The Group and the Company operate predominantly in Malaysia and transact mainly in Ringgit Malaysia.
The Group’s and the Company’s foreign currency management policy is to minimise economic and significant
transactional exposure arising from currency movements. For major capital projects, the Group and the Company
perform assessment of potential foreign currency risk exposure at the investment decision phase to determine the
appropriate foreign currency risk management strategy. When deemed necessary and appropriate, the Group and the
Company will enter into derivative financial instruments to hedge and minimise their exposure to the foreign currency
movements.
The Group’s and the Company’s exposure to foreign currency risk (a currency which is other than the functional
currency of the Group entities), based on carrying amounts as at the reporting date are as follows:
Group Company
Denominatedin
Denominatedin
Denominatedin
USD MYR USD
2016 RM’000 RM'000 RM’000
Financial assets
Long term receivables 47,905 – 794,642
Trade and other receivables 20,436 – –
Derivative asset 15 – 12
68,356 – 794,654
Financial liabilities
Borrowing (795,602) – (795,602)
Finance lease liabilities (1,166,580) – –
Trade and other payables (101,759) (23,412) (31,114)
(2,063,941) (23,412) (826,716)
Net exposure (1,995,585) (23,412) (32,062)
PAGE: 97
ANNUAL REPORT 2016
31. FINANCIAL INSTRUMENTS (CONTINUED)
Market risk (continued)
Foreign currency risk (continued)
Group Company
Denominatedin
Denominatedin
Denominatedin
USD MYR USD
2015 RM’000 RM'000 RM’000
Financial assets
Trade and other receivables 19,680 – –
Financial liabilities
Finance lease liabilities (1,058,260) – –
Trade and other payables (56,629) (21,481) (35,602)
(1,114,889) (21,481) (35,602)
Net exposure (1,095,209) (21,481) (35,602)
Currency risk sensitivity analysis
Sensitivity analysis for a given market variable provided in this note, discloses the effect on profit or loss as at 31
December 2016 assuming that a reasonably possible change in the relevant market variable had occurred at 31 December
2016 and had been applied to the risk exposures in existence at that date to show the effects of reasonably possible
changes in price on profit or loss and equity to the next annual reporting date. Reasonably possible changes in market
variables used in the sensitivity analysis are based on implied volatilities, where available, or historical data for equity and
commodity prices and foreign exchange rates where relevant. Reasonably possible changes in interest rates are based
on management judgment and historical experience.
The sensitivity analysis is hypothetical and should not be considered to be predictive of future performance because the
Group’s actual exposure to market prices is constantly changing with changes in the Group’s portfolio of among others,
debt and foreign currency contracts where relevant. Changes in fair values or cash flows based on a variation in a
market variable cannot be extrapolated because the relationship between the change in market variable and the change
in fair value or cash flows may not be linear. In addition, the effect of a change in a given market variable is calculated
independently of any change in another assumption and mitigating actions that would be taken by the Group. In reality,
changes in one factor may contribute to changes in another, which may magnify or counteract the sensitivities.
PAGE: 98
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
31. FINANCIAL INSTRUMENTS (CONTINUED)
Market risk (continued)
Currency risk sensitivity analysis (continued)
The following table demonstrates the indicative pre-tax effects on the profit or loss of applying reasonably foreseeable
market movements in the following currency exchange rates:
Group Company
Appreciation in foreign
currency rateEffect on reserves
Effect on profit/(loss)
Effect on reserves
Effect on profit/(loss)
2016 % RM’000 RM’000 RM’000 RM’000
USD 10 (196,218)* (3,340) – (3,206)
MYR 10 – (2,341) – –
2015
USD 10 – (109,521) – (3,560)
MYR 10 – (2,148) – –
A depreciation in the above foreign currency rates would have had equal but opposite effect, on the basis that all other
variables remain constant.
* The effect on reserve relates to USD borrowings used to finance projects undertaken by a subsidiary of the Group which has USD functional
currency and foreign currency exposure arising from USD finance lease liabilities recognised in reserves on adoption of hedge accounting as
disclosed below:
Hedging activities
The USD finance lease liabilities payments are designated to hedge cash flow risk in relation to future storage fees
denominated in USD. The finance lease liabilities payments largely matches the nominal value of the storage fees
receipts and are settled on monthly basis.
During the year, a loss of RM51,703,000 (2015: RM Nil) was recognised in equity and no ineffective portion was
recognised in the profit or loss that arises from cash flow hedges amounts.
Carrying Expected Under 1-2 2-5 Over 5
amount cash flow 1 year years years years
RM’000 RM’000 RM’000 RM’000 RM’000 RM’000
31.12.2016
Cash outflows (521,761) (1,166,580) (32,568) (38,719) (140,061) (955,232)
Cash inflows 514,413 1,153,746 34,836 38,138 137,962 942,810
(7,348) (12,834) (2,268) (581) (2,099) (12,422)
PAGE: 99
ANNUAL REPORT 2016
31. FINANCIAL INSTRUMENTS (CONTINUED)
Fair value information
The carrying amounts of cash and cash equivalents, short term receivables and payables and short term borrowings
reasonably approximate their fair values due to the relatively short term nature of these financial instruments.
The following table analyses financial instruments carried at fair value and those not carried at fair value for which fair
value is disclosed, together with their fair values and carrying amounts shown in the statement of financial position.
Fair value of financial
instruments carried
at fair value
Fair value offinancial
instruments not carried
at fair value Total fair Carrying
Level 2 Level 3 value amounts
Group RM’000 RM’000 RM’000 RM’000
2016
Financial assets
Long term receivables – 47,905 47,905 47,905
Derivative assets 15 – 15 15
15 47,905 47,920 47,920
Financial liabilities
Finance lease liabilities – 1,166,580 1,166,580 1,166,580
Term loan – 795,602 795,602 795,602
Loan from corporate shareholder of subsidiary – 287,255 287,255 287,255
– 2,249,437 2,249,437 2,249,437
2015
Financial assets
Derivative assets 112 – 112 112
Financial liabilities
Finance lease liabilities – (1,058,260) (1,058,260) (1,058,260)
Derivative liabilities (998) – (998) (998)
(998) (1,058,260) (1,059,258) (1,059,258)
PAGE: 100
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
31. FINANCIAL INSTRUMENTS (CONTINUED)
Fair value information (continued)
Fair value of financial
instruments carried
at fair value
Fair value offinancial
instruments not carried
at fair value Total fair Carrying
Level 2 Level 3 value amounts
Company RM’000 RM’000 RM’000 RM’000
2016
Financial assets
Long term receivables – 794,642 794,642 794,642
Derivative assets 12 – 12 12
12 794,642 794,654 794,654
Financial liabilities
Term loan – 795,602 795,602 795,602
The fair value of finance lease liabilities has been estimated using the discounted cash flows method.
The fair value of forward exchange contracts is estimated by discounting the difference between the contractual forward
price and the current forward price for the residual maturity of the contract using a risk-free interest rate (based on
government bonds).
Income/(expense), net gains and losses arising from financial instruments
Interest income
Interest expense Others Total
Group RM’000 RM’000 RM’000 RM’000
2016
Financial instruments at fair value through
profit or loss
– Held for trading – – 2,369 2,369
Loans and receivables 54,227 – 2,437 56,664
Financial liabilities at amortised cost – (93,943) – (93,943)
Total 54,227 (93,943) 4,806 (34,910)
2015
Financial instruments at fair value through
profit or loss
– Held for trading – – (861) (861)
Loans and receivables 31,755 – 10,931 42,686
Financial liabilities at amortised cost – (90,055) (202,262) (292,317)
Total 31,755 (90,055) (192,192) (250,492)
PAGE: 101
ANNUAL REPORT 2016
31. FINANCIAL INSTRUMENTS (CONTINUED)
Income/(expense), net gains and losses arising from financial instruments (continued)
Interest income
Interest expense Others Total
Company RM’000 RM’000 RM’000 RM’000
2016
Financial instruments at fair value through
profit or loss
– Held for trading – – 1,846 1,846
Loans and receivables 69,699 – 2,090 71,789
Financial liabilities at amortised cost – – – –
Total 69,699 – 3,936 73,635
2015
Loans and receivables 26,390 – – 26,390
Financial liabilities at amortised cost – – 1,248 1,248
Total 26,390 – 1,248 27,638
32. CAPITAL MANAGEMENT
The Group and the Company define capital as its total equity and debt. The objective of the Group’s and the
Company’s capital management is to maintain an optimal capital structure and ensure availability of funds in order to
meet financial obligations, support business growth and maximise shareholder’s value. As a subsidiary of PETRONAS, the
Group’s and the Company’s approach in managing capital is set out in the PETRONAS Group Corporate Financial Policy.
The Group and the Company monitor and maintain a prudent level of total debt to total asset ratio and ensure
compliance with all covenants under debt and shareholders’ agreements and regulatory requirements, if any.
There were no changes in the Group’s and the Company’s approach to capital management during the year.
PAGE: 102
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
33. ADOPTION OF NEW AND REVISED PRONOUNCEMENTS
As of 1 January 2016, the Group has adopted the following amendments to MFRSs that have been issued by the MASB
as listed below.
Effective for annual periods beginning on or after 1 January 2016
Amendments to MFRS 5 Non-current Assets Held for Sale and Discontinued Operations (Annual Improvements
2012-2014 Cycle)
Amendments to MFRS 7 Financial Instruments: Disclosures (Annual Improvements 2012-2014 Cycle)
Amendments to MFRS 11 Joint Arrangements: Accounting for Acquisition of Interests in Joint Operations
Amendments to MFRS 101 Presentation of Financial Statements: Disclosure Initiative
Amendments to MFRS 116 Property, Plant and Equipment: Clarification of Acceptable Methods of Depreciation and
Ammortisation
Amendments to MFRS 119 Employee Benefits (Annual Improvements 2012-2014 Cycle)
Amendments to MFRS 127 Separate Financial Statements: Equity Method in Separate Financial Statements
Amendments to MFRS 134 Interim Financial Reporting (Annual Improvements 2012-2014 Cycle)
Amendments to MFRS 138 Intangible Assets: Clarification of Acceptable Methods of Depreciation and Ammortisation
The initial application of the abovementioned pronouncements do not have material impact to the financial statements
of the Group and the Company.
34. PRONOUNCEMENTS YET IN EFFECT
The following pronouncements that have been issued by the MASB will become effective in future financial reporting
periods and have not been adopted by the Group and the Company in these financial statements.
Effective for annual periods beginning on or after 1 January 2017
Amendments to MFRS 12 Disclosure of Interests in Other Entities (Annual Improvements to MFRS Standards
2014-2016 Cycle)
Amendments to MFRS 107 Statement of Cash Flows: Disclosure Initiative
Amendments to MFRS 112 Income Taxes: Recognition of Deferred Tax Assets for Unrealised Losses
Effective for annual periods beginning on or after 1 January 2018
MFRS 9 Financial Instruments (2014)
MFRS 15 Revenue from Contracts with Customers
Clarifications to MFRS 15 Revenue from Contracts with Customers
IC Interpretation 22 Foreign Currency Transactions and Advance Consideration
Amendments to MFRS 128 Investment in Associates and Joint Ventures (Annual Improvements to MFRS
Standards 2014-2016 Cycle)
Effective for annual periods beginning on or after 1 January 2019
MFRS 16 Leases
PAGE: 103
ANNUAL REPORT 2016
34. PRONOUNCEMENTS YET IN EFFECT (CONTINUED)
Effective for a date yet to be confirmed
Amendments to MFRS 10, Consolidated Financial Statements: Sale or Contribution of Assets between an Investor
and its Associate or Joint Venture
Amendments to MFRS 128, Investments in Associates and Joint Ventures: Sale or Contribution of Assets between an
Investor and its Associate or Joint Venture
The Group and the Company are expected to apply the abovementioned pronouncements beginning from the
respective dates the pronouncements become effective. The initial application of the abovementioned pronouncements
are not expected to have any material impacts to the financial statements of the Group and the Company except as
mentioned below:
(i) MFRS 15 Revenue from Contracts with Customers
MFRS 15 replaces the guidance in MFRS 111 Construction Contracts, MFRS 118 Revenue, IC Interpretation 13
Customer Loyalty Programmes, IC Interpretation 15 Agreements for Construction of Real Estate, IC Interpretation 18
Transfers of Assets from Customers and IC Interpretation 131 Revenue – Barter Transactions Involving Advertising
Services. The Group is currently assessing the financial impact that may arise from the adoption of MFRS 15.
(ii) MFRS 9 Financial Instruments
MFRS 9 replaces the guidance in MFRS 139 Financial Instruments: Recognition and Measurement on the
classification and measurement of financial assets and financial liabilities, and on hedge accounting. The Group is
currently assessing the financial impact that may arise from the adoption of MFRS 9.
(iii) MFRS 16 Leases
MFRS 16 replaces the existing guideline in MFRS 117, Leases, IC Interpretation 4 Determining whether an
Arrangement contains a Lease, IC Interpretation 115 Operating Leases-Incentives, and IC Interpretation 127
Evaluating the Substance of Transactions Involving the Legal Form of a Lease. The Group is currently assessing the
financial impact that may arise from the adoption of MFRS 16.
35. NEW PRONOUNCEMENTS NOT APPLICABLE TO THE GROUP AND THE COMPANY
The MASB has issued amendments which are not yet effective, but for which are not relevant to the operations of the
Group and of the Company and hence, no further disclosure is warranted.
Effective for annual periods beginning on or after 1 January 2018
Amendments to MFRS 1 First-Time Adoption of Malaysian Financial Reporting Standards (Annual Improvements to
MFRS Standards 2014-2016 Cycle)
Amendments to MFRS 2 Share Based Payment – Classification and Measurement of Share-Based Payment
Transactions
Amendments to MFRS 4 Insurance Contracts – Applying MFRS 9 Financial Instruments with MFRS 4 Insurance
Contracts
Amendments to MFRS 140 Investment Property – Transfers of Investment Property
PAGE: 104
PETRONAS GAS BERHAD
NOTES TO THE FINANCIAL STATEMENTS– 31 DECEMBER 2016
36. DISCLOSURE OF REALISED AND UNREALISED PROFITS
The retained profits as at the end of reporting period consist of:
Group Company
2016 2015 2016 2015
RM’000 RM’000 RM’000 RM’000
Total retained profits/(accumulated losses) of the Company and its subsidiaries:
– realised 9,064,518 8,494,324 9,439,942 8,642,552
– unrealised (706,298) (666,789) (1,122,438) (922,664)
8,358,220 7,827,535 8,317,504 7,719,888
Total share of retained profits/(accumulated losses) from associated company:
– realised 76,584 74,949 – –
– unrealised (22,887) (23,351) – –
53,697 51,598 – –
Total share of retained profits from joint ventures:
– realised 158,812 109,266 – –
– unrealised 184,962 204,645 – –
343,774 313,911 – –
Consolidation adjustments (8,138) 2,695 – –
Total retained profits 8,747,553 8,195,739 8,317,504 7,719,888
The realised and unrealised profits are compiled based on the Guidance on Special Matter No.1, Determination of
Realised and Unrealised Profits or Losses in the Context of Disclosures Pursuant to Bursa Malaysia Securities Berhad
Listing Requirements, issued by the Malaysian Institute of Accountants on 20 December 2010.
PAGE: 105
ANNUAL REPORT 2016
Report on the Financial Statements
Opinion
We have audited the financial statements of PETRONAS Gas Berhad, which comprise the statements of financial position as
at 31 December 2016 of the Group and of the Company, and the statements of profit or loss and other comprehensive
income, statements of changes in equity and statements of cash flows of the Group and of the Company for the year then
ended, and notes to the financial statements, including a summary of significant accounting policies, as set out on pages 38
to 104.
In our opinion, the accompanying financial statements give a true and fair view of the financial position of the Group and of
the Company as at 31 December 2016, and of their financial performance and their cash flows for the year then ended in
accordance with Malaysian Financial Reporting Standards, International Financial Reporting Standards and the requirements of
the Companies Act, 1965 in Malaysia.
Basis for Opinion
We conducted our audit in accordance with approved standards on auditing in Malaysia and International Standards on
Auditing. Our responsibilities under those standards are further described in the Auditors’ Responsibilities for the Audit of the
Financial Statements section of our auditors’ report. We believe that the audit evidence we have obtained is sufficient and
appropriate to provide a basis for our opinion.
.
Independence and Other Ethical Responsibilities
We are independent of the Group and of the Company in accordance with the By-Laws (on Professional Ethics, Conduct
and Practice) of the Malaysian Institute of Accountants (“By-Laws”) and the International Ethics Standards Board for
Accountants’ Code of Ethics for Professional Accountants (“IESBA Code”), and we have fulfilled our other ethical
responsibilities in accordance with the By-Laws and the IESBA Code.
Key Audit Matters
Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the financial
statements of the Group and of the Company for the current year. These matters were addressed in the context of our audit
of the financial statements of the Group and of the Company as a whole, and in forming our opinion thereon, and we do not
provide a separate opinion on these matters.
PAGE: 106
PETRONAS GAS BERHAD
INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF PETRONAS GAS BERHAD (COMPANY NO. 101671-H) (INCORPORATED IN MALAYSIA)
Key Audit Matters (continued)
Valuation of property, plant and equipment (RM3,136,288,000)
Refer to Note 2.4 – Significant accounting policy: Property, plant and equipment and depreciation and Note 3 – Property,
plant and equipment.
The Group and Company has material property, plant and equipment including projects-in-progress recognised as at the
balance sheet date. Due to the softening of the oil and petrochemical related industries in which the Group’s and Company’s
customers are operating in, there is a risk that the demands for the Company’s Utilities services may be lowered and thus, a
higher risk of impairment of the relevant plants. Similarly, there is risk on impairment of the project-in-progress relating to
the construction of a regasification terminal in light of the uncertain economic conditions.
It is a significant area that our audit focuses on because it requires us to exercise judgment in evaluating management's
assessment of impact of the softening oil and petrochemical related industries on its valuation of the Group's and Company’s
property, plant and equipment.
We performed the following audit procedures, among others:
• considered the status of the major project-in-progress and assessed whether there are indications of cancellation or
down-sizing; and
• evaluated and challenged the indicators of impairment in respect of property, plant and equipment in light of the current
market challenges faced by the Utilities segment’s customers.
Adoption of cash flow hedge (RM51,703,000)
Refer to Note 2.8 (iii) – Significant accounting policy: Financial instruments – hedge accounting and Note 31 – Financial
instruments.
The Group has significant finance lease liabilities denominated in US Dollar (USD). The finance lease liabilities are therefore
significantly exposed to the fluctuation of foreign exchange, principally from USD. During the year, the Group adopted cash
flow hedge accounting with the view to hedge the variability in cash flow arising from the fluctuation of foreign exchange.
It is a significant area that our audit focuses on because of a heightened risk arising from the new implementation of cash
flow hedge in the Group. Hedge accounting is complex and it includes initial assessment of the effectiveness of the hedge
relationships; the result of this assessment determines whether or not hedge accounting is permitted. The Group maybe
exposed to risk of error due to the complexity involved in the calculation.
We performed the following audit procedures, among others:
• assessed the hedge designations and effectiveness testing retrospectively, at inception and prospectively;
• evaluated the management’s assertion on the highly probable forecast cash flows by agreeing the contractual cash flows
to the underlying agreement; and
• tested inputs into the cash flow hedge model by agreeing historical data to underlying documents and agreeing external
inputs such as USD foreign exchange rate to independent third party data.
PAGE: 107
ANNUAL REPORT 2016
Information Other than the Financial Statements and Auditors’ Report Thereon
The Directors of the Company are responsible for the other information. The other information comprises the information
included in the annual report, but does not include the financial statements of the Group and of the Company and our
auditors’ report thereon.
Our opinion on the financial statements of the Group and of the Company does not cover the other information and we do
not and will not express any form of assurance conclusion thereon.
In connection with our audit of the financial statements of the Group and of the Company, our responsibility is to read the
other information identified above and, in doing so, consider whether the other information is materially inconsistent with
the financial statements of the Group and of the Company or our knowledge obtained in the audit, or otherwise appears to
be materially misstated. If, based on the work we have performed on the other information that we obtained prior to the date
of this auditors’ report, we conclude that there is a material misstatement of this other information, we are required to report
that fact. We have nothing to report in this regard.
Responsibilities of the Directors for the Financial Statements
The Directors of the Company are responsible for the preparation of financial statements of the Group and of the Company
that give a true and fair view in accordance with Malaysian Financial Reporting Standards, International Financial Reporting
Standards and the requirements of the Companies Act, 1965 in Malaysia. The Directors are also responsible for such internal
control as the Directors determine is necessary to enable the preparation of financial statements of the Group and of the
Company that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements of the Group and of the Company, the Directors are responsible for assessing the
ability of the Group and of the Company to continue as a going concern, disclosing, as applicable, matters related to going
concern and using the going concern basis of accounting unless the Directors either intend to liquidate the Group or the
Company or to cease operations, or have no realistic alternative but to do so.
Auditors’ Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements of the Group and of the Company
as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditors’ report that includes
our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in
accordance with approved standards on auditing in Malaysia and International Standards on Auditing will always detect a
material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually
or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of
these financial statements.
PAGE: 108
PETRONAS GAS BERHAD
INDEPENDENT AUDITORS’ REPORTTO THE MEMBERS OF PETRONAS GAS BERHAD (COMPANY NO. 101671-H) (INCORPORATED IN MALAYSIA)
Auditors’ Responsibilities for the Audit of the Financial Statements (continued)
As part of an audit in accordance with approved standards on auditing in Malaysia and International Standards on Auditing, we
exercise professional judgment and maintain professional scepticism throughout the audit. We also:
• Identify and assess the risks of material misstatement of the financial statements of the Group and of the Company,
whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence
that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement
resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional
omissions, misrepresentations, or the override of internal control.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate
in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the internal control of the
Group and of the Company.
• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related
disclosures made by the Directors.
• Conclude on the appropriateness of the Directors’ use of the going concern basis of accounting and, based on the audit
evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt
on the ability of the Group or of the Company to continue as a going concern. If we conclude that a material
uncertainty exists, we are required to draw attention in our auditors’ report to the related disclosures in the financial
statements of the Group and of the Company or, if such disclosures are inadequate, to modify our opinion. Our
conclusions are based on the audit evidence obtained up to the date of our auditors’ report. However, future events or
conditions may cause the Group or the Company to cease to continue as a going concern.
• Evaluate the overall presentation, structure and content of the financial statements of the Group and of the Company,
including the disclosures, and whether the financial statements of the Group and of the Company represent the
underlying transactions and events in a manner that gives a true and fair view.
• Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within
the Group to express an opinion on the financial statements of the Group. We are responsible for the direction,
supervision and performance of the group audit. We remain solely responsible for our audit opinion.
We communicate with the Directors regarding, among other matters, the planned scope and timing of the audit and
significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
We also provide the Directors with a statement that we have complied with relevant ethical requirements regarding
independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear
on our independence, and where applicable, related safeguards.
From the matters communicated with the Directors, we determine those matters that were of most significance in the audit
of the financial statements of the Group and of the Company for the current year and are therefore the key audit matters.
We describe these matters in our auditors’ report unless law or regulation precludes public disclosure about the matter or
when, in extremely rare circumstances, we determine that a matter should not be communicated in our auditors’ report
because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of
such communication.
PAGE: 109
ANNUAL REPORT 2016
Report on Other Legal and Regulatory Requirements
In accordance with the requirements of the Companies Act, 1965 in Malaysia, we also report the following:
(a) In our opinion, the accounting and other records and the registers required by the Act to be kept by the Company and
its subsidiaries have been properly kept in accordance with the provisions of the Act.
(b) We have considered the accounts and the auditors’ reports of all the subsidiaries of which are indicated in note 5 to the
financial statements, being accounts that have been included in the consolidated accounts.
(c) We are satisfied that the accounts of the subsidiaries that have been consolidated with the Company’s financial
statements are in form and content appropriate and proper for the purposes of the preparation of the financial
statements of the Group and we have received satisfactory information and explanations required by us for those
purposes.
(d) Our audit reports on the accounts of the subsidiaries did not contain any qualification or any adverse comment made
under Section 174(3) of the Act.
Other Reporting Responsibilities
The supplementary information set out in Note 36 is disclosed to meet the requirement of Bursa Malaysia Securities Berhad
and is not part of the financial statements. The Directors are responsible for the preparation of the supplementary information
in accordance with Guidance on Special Matter No. 1, Determination of Realised and Unrealised Profits or Losses in the
Context of Disclosure Pursuant to Bursa Malaysia Securities Berhad Listing Requirements, as issued by the Malaysian Institute
of Accountants (“MIA Guidance”) and the directive of Bursa Malaysia Securities Berhad. In our opinion, the supplementary
information is prepared, in all material respects, in accordance with the MIA Guidance and the directive of Bursa Malaysia
Securities Berhad.
Other Matter
This report is made solely to the members of the Company, as a body, in accordance with Section 174 of the Companies
Act, 1965 in Malaysia and for no other purpose. We do not assume responsibility to any other person for the content of this
report.
KPMG PLT ADRIAN LEE LYE WANG(LLP0010081-LCA & AF 0758) Approval Number: 2679/11/17(J)
Chartered Accountants Chartered Accountant
Petaling Jaya,
Date: 23 February 2017
PAGE: 110
PETRONAS GAS BERHAD
INDEPENDENT AUDITORS’ REPORTTO THE MEMBERS OF PETRONAS GAS BERHAD (COMPANY NO. 101671-H) (INCORPORATED IN MALAYSIA)