128 YINSON HOLDINGS BERHAD GOVERNANCE Every three years, the NRC obtains an independent perspective on the Board’s effectiveness, comparing its performance against peer boards and best practices. An external firm conducted the BEE in FY2023. In FY2025, the evaluation was facilitated by the Group Chief Human Resources Officer and Company Secretary, in consultation with the Chairman of the NRC. The FY2025 BEE also assessed how key actions from the FY2024 BEE were implemented. Overall, the BEE was positive, indicating that the Board, Board Committees and individual directors were effective in discharging their roles. Responses to the self-assessment questionnaire process is summarised below: Areas of assessment Commentary and priorities for action Board’s strategic focus and future planning The Board agreed that sufficient time was dedicated to strategic direction and future-focused discussions, addressing critical issues and opportunities. The Board provided input on focus areas for the upcoming year, including strategic business direction, financial and project management, medium- and long-term Group strategy, talent management, technology advancements, and sustainability. Board composition and dynamics The Board agreed that its composition includes a diverse range of knowledge, skills, experience, and independence. Board succession plan The Board is satisfied with the succession planning for members, ensuring alignment with the Company’s long-term goals. Leadership The Board agreed that the Chairman leads meetings well, focusing on the material issues facing the organisation and allowing full and open discussion before major decisions are taken. Board governance, oversight and processes The Board meets corporate governance standards and has established processes to fulfil its duties and responsibilities. They are satisfied with the oversight of businesses, ensuring focus on financial performance, strategic initiatives, and risk management. Board orientation, development, and administration The Board is satisfied that new members receive adequate orientation to contribute effectively. The Board also noted the NRC’s recommendations for enhancing Directors’ development programmes. Areas to enhance Board support were identified, focusing on streamlining board papers to include only essential information for efficient decision-making and ensuring timely submission of papers by contributors. Board Committees The Board is pleased with the diverse skills and expertise represented across each committee. These committees consistently deliver valuable recommendations that contribute to informed decisionmaking. Individual directors The review confirmed that all directors were contributing effectively to the Board and demonstrated the expected level of commitment to their roles. The Board was also satisfied that all INEDs met the independence criteria set out in the assessments. The outcomes of these assessments formed the basis of the NRC’s recommendations to the Board for the re-appointment or re-election of Directors at the Company’s AGM. The Board conducted annual conflict of interest declarations to uphold transparency and trust within the organisation, with all members adhering to the Conflict of Interest Policy & Procedure. From the observations of the review process, recommendations in accordance with best practices were put forward to the Board, to maintain the Board’s strong performance and value creation.
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