73 INTEGRATED ANNUAL REPORT 2025 BUSINESS REVIEW | YINSON GREENTECH External environment Risks Opportunities Yinson GreenTech‘s response Evolving regulatory and industry landscape, creating uncertainty • Inconsistent standards across regions can hinder the adoption of green technologies. • Uncertainties can discourage investment, limiting access to funding. • Non-compliance could result in operational and reputational risks. • Active engagement with regulators and industry associations can shape regulatory standards and ensure alignment with future regulations. • Provision of flexible technologies and practices that anticipate likely standards are a competitive edge. • Actively engage with regulators and industry players to stay ahead of policy developments and contribute to shaping the standards. • Focus on developing versatile solutions that can meet diverse regulatory and industry scenarios. • Keep abreast with global best practices to maintain leadership position and ensure compliance. Transport segment is going electric, digital and autonomous • Vulnerabilities in data security and privacy due to increased reliance on digital systems. • Regulatory compliance risks. • Autonomous technology requires more time to develop and be accepted by the public. • Early adopters can establish a track record and gain market share. • Strong opportunities for investments into infrastructure, which provide long-term, stable returns. • Strengthen digital infrastructure to meet market needs and comply with evolving regulations. • Actively monitor and adapt to changing market conditions. • Collaborate with industry stakeholders to create synergies for a stronger product offering. Continued global focus on clean energy transformation • Novel green technologies remain out of reach to the more vulnerable in society due to high costs and unequal access. • Companies that help to facilitate a just transition can capitalise on these opportunities while addressing societal and environmental concerns. • Ensure service offerings are relevant and affordable to the broader community. • Work with companies and local governments to meet their own decarbonisation goals. PUTTING THE RIGHT STRUCTURE IN PLACE Strategic goals (2025 – 2035) • Be a significant standalone business within Yinson. • Provide full suite of technologicallyenhanced, digitally-enabled electrification solutions for the transportation industry. • Be the go-to brand for transport electrification solutions that enhance operational performance and lower environmental impact. • Unlock value by working with like-minded partners and attracting investment capital. Strategies • Focus on growing our core business areas to ensure consistent and robust returns. • Enhance and integrate our suite of electrification solutions to allow expansion into new customer segments. • Continually enhance our digital solutions to keep our competitive edge and to be a core differentiator in the industry. • Secure robust strategic and financial partnerships by offering a compelling value proposition and proven business model. • Strategically expand our network and solutions vertically throughout the transportation and logistics supply chain and into the wider region. Purpose To electrify transportation across land and sea by delivering an integrated, technology-enhanced and digitally-enabled ecosystem that drives operational excellence and environmental sustainability. Long-term Time horizon
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