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We really wanted a partner who would share in-depth insights into developing a practical operating model for the Malaysian market, and work with us to co-create the best solution for TNB Retail, our people and our customers.” We knew they would understand our challenges since we could speak the same language. Megat Jalaluddin Megat Hassan, explains, “We learned that the EY organization has a strong professional team in the utility sector with experiences in working with the top European utilities.

TNB Retail began to seek an external partner to not only help it deliver its objectives at speed, but to provide a critical external perspective, and the competences to help the organization enhance its internal capabilities.įollowing discussions with the local Malaysian EY team and a visit to meet some EY Power and Utilities clients and professionals based in the UK, TNB Retail chose EY as its transformation partner. To do so successfully, TNB Retail decided to work with a partner on this transformation journey. Recognizing the need for change: Restructuring TNB Retailįollowing this analysis, TNB decided to restructure its retail arm (TNB Retail), which would enable the business to focus on better engaging with its customers, develop new digital solutions, become more agile, and support the delivery of its big renewables ambition. Improve customer experience with new products and services, increasingly delivered through digital channels.

Digitise the grid to enable decentralized power generation, greater use of renewables and better energy management amongst customers.

Transition its energy generation sources from fossil fuels to renewables.

TNB had identified three major focus areas for change: The company realized that in order to maximize its impact on every single customer in Malaysia, it had to become more than just a kilowatt/hour business. TNB’s leadership team recognized that to successfully address these trends – and open-up new opportunities – wide-scale changes were needed in its business strategy, operations, digital offering and customer offering. As a result, it embarked on a bold 10-year transformation program which aimed to secure its future and prepare the organization for the challenges of today and opportunities of tomorrow. In 2015, Tenaga Nasional Berhad (TNB), Malaysia’s national energy provider, identified a number of disruptive trends (deregulation, digitization, decentralization and decarbonization) that were changing the landscape in which they operated.