132 YINSON HOLDINGS BERHAD GOVERNANCE Crew S3 The personnel who work onboard our FPSOs, which include both permanent and contractual workers. Yinson’s value proposition • Stringent HSE programmes to protect the well-being of our people. • Inclusive, fair and equal employment opportunities and work packages. Stakeholder importance • We rely on the crew’s skills and performance for ongoing operations and success of our offshore assets. Frequency and methods of engagement • Daily: YNet, on-the-job learning and communication. • Regularly: Crew activities, training and development programmes, management visits, business-wide town halls, safety drills and inspections. • Monthly: Shipboard safety meetings. • Quarterly: Group-wide town halls. Key areas of concern and management approach ME2 ME4 MS1 MS3 MS5 MG2 MG4 Overview of Yinson’s response • Active investment in renewable energy, transport electrification, and low-carbon FPSO solutions, positioning ourselves as key players in the energy transition. • Address environmental concerns through the implementation of waste management strategies, and environmental training programmes for employees. • Maintain a comprehensive HSE governance framework, including policies, training, audits, and emergency response plans. • Build internal competencies through training and upskilling programme, as well as regular performance and career development reviews. • Human & Labour Rights (“HLR“) and DEI policies and initiatives. • Enhance business ethics awareness with compliance programmes and training. • Integrate digital and operational technologies onboard, where applicable. Employees S4 The personnel who work in our onshore offices and carry out duties and responsibilities to meet our stakeholder commitments. Yinson’s value proposition • Inclusive, fair, and equal employment opportunities. • Attractive and competitive work and reward packages for mutual value creation. • Strong prospects for career growth and learning opportunities. • Champions employee well-being through holistic health and wellness initiatives. Stakeholder importance • We rely on our skilled and high-performing workforce to drive value creation and execute our business strategy. Frequency and methods of engagement • Daily: YNet, on-the-job learning, and communication. • Regularly: Office-wide town halls, focused small group discussions, pulse engagement surveys, continuous performance & feedback, and employee activities. • Quarterly: Group-wide town halls. • Biannual: Employee performance review. • Based on need: Focus groups, family-friendly offices and activities, training and development programmes, and Culture and Values workshops. Key areas of concern and management approach MS1 MS2 MS3 MS5 MG1 MG2 MG4 Overview of Yinson’s response • Maintain a comprehensive HSE governance framework, including policies, training, audits, and emergency response plans. • Robust HLR and DEI policies and initiatives. • Build internal competencies through training, upskilling and regular performance and career development reviews. • Ensuring equity, transparency and competitiveness in compensation and benefits under Yinson’s Total Rewards Strategy project. • Develop and implement business strategies, and prudent financial management based on robust policies, processes, and risk management frameworks. • Strong compliance culture at every level, enhanced by awareness programmes and training. • Integrate digital and operational technologies onboard, where applicable, to optimise efficiency and productivity. • Integrate digital tools and innovations to enhance employee engagement and streamline processes.
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