Yinson Integrated Annual Report 2025

126 YINSON HOLDINGS BERHAD GOVERNANCE Board of Directors, pg 111. BOARD DIVERSITY The Company is committed to reflect the diversity of our workforce in Board and Senior Management composition. The Board and Senior Management are dedicated to creating an inclusive work environment that encourages members from diverse backgrounds, perspectives and skills to work together towards a common objective. The Diversity, Equality & Inclusion (”DEI”) Policy & Procedure is available on our corporate website. We firmly believe that diversity is essential for business success. As of now, the Company has achieved 36% female representation on the Board. We remain dedicated to advancing in this area, including increasing female representation on our Senior Management. BOARD INDUCTION To ensure directors are fully equipped with the knowledge and skills to effectively execute their roles, new members receive personalised inductions, tailored to their experience, background and understanding of the Group’s operations and environment. This programme includes direct interactions with Senior Management to foster a firsthand understanding of our operations, access to past Board and other key governance papers, and other pertinent materials. A tailored induction programme was arranged for Mr Lim Poh Seong upon his appointment on 15 October 2024. This programme included one-on-one sessions with the Chief Executive Officers of respective businesses and Heads of Departments, providing an overview of Yinson’s business functions. Sessions with the Internal and External Auditors were organised to support his role as a member of the AC, equipping him with essential knowledge and resources to effectively fulfil his responsibilities. BOARD DEVELOPMENT The Board consistently receives updates to strengthen understanding and expertise of our business and its regulatory environment, prioritising alignment with evolving standards. The Board participates in various training programmes covering sustainability, board leadership, governance, risk management, strategy, finance, and industry outlook. The details of the training courses attended by the Board in FY2025 are disclosed in the CG Report, available on our corporate website. As part of the individual director’s contribution to the board evaluation process, the Board is invited to pinpoint any skill or knowledge gaps they wish to address. Based on their input, we are developing a comprehensive training programme focused on emerging topics and thematic issues vital for the Board’s awareness. Topics include, among others: • Global industry trends in the Group’s operating sectors. • Energy transition strategies and opportunities, including the areas of Green energy. • Cybersecurity. BOARD MEETINGS AND ACCESS TO INFORMATION Directors are supplied with relevant information and reports, enabling informed decisions to be made and responsibilities to be effectively discharged. A comprehensive annual calendar is curated to offer a holistic view of the Board’s annual activities. This calendar is shared with the Board and Senior Management by the end of the third quarter of each financial year, ensuring their time is prioritised to focus on the most material strategic and business-critical items, including items reserved for its own decision-making. Meeting notices and papers, wherever possible, are uploaded to a secure digital meeting software and disseminated to Board and Board Committee members at least seven days prior, allowing convenient direct access and sufficient time to review, consider and prepare for the meetings. The deliberations and decisions of the Board and Board Committees are minuted and circulated for confirmation/ notation. The Board has direct access to the Senior Management and Company Secretaries and may obtain independent professional advice, if necessary, as outlined in the Board Charter. Navigating the grey areas: Ethics and conflict of interest in modern governance Provided guidance on ethical governance, focusing on leadership, corporate culture, conflict of interest management, and the use of technology to support responsible business practices. Yinson AI Governance for Board and Senior Management Outlined key insights into AI’s impact on governance, risk, and talent, covering AI trends, risk management strategies, and a crisis simulation while focusing on driving AI adoption and supporting responsible, sustainable practices. Following FY2025 BEE, all INEDs were declared independent and free from any business or other relationship which could interfere with their ability to exercise independent judgment or act in the best interests of the Group. As at the date of this Statement, all INEDs have a tenure not exceeding nine years. The Board recognises that maintaining an appropriate balance and mix of skills, knowledge, experiences, backgrounds, and gender is essential to its effectiveness. During FY2025, the Company organised the following bespoke in-house training sessions for the Board:

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