119 INTEGRATED ANNUAL REPORT 2026 GOVERNANCE | CORPORATE GOVERNANCE OVERVIEW STATEMENT • Assess integrity of Group financial and regulatory reporting and disclosures. • Oversee effectiveness of Group financial controls. • Review activities and performance of Internal Audit (“IA”) Department and External Auditors. Audit Committee • Review and monitor effectiveness of Group risk management and internal controls. • Review effectiveness of systems and controls for prevention of bribery and fraud. • Review and recommend sustainability strategies and initiatives to align with global best practices and ESG considerations. Board Risk & Sustainability Committee • Review Board and its Committees’ composition. • Recommend and lead appointment process for Board and Senior Management. • Review and recommend succession planning for Board and Senior Management appointments. • Oversee annual Board Performance Review. • Review and recommend Group remuneration strategy and policy. • Review remuneration of Executive Directors and Senior Management, including long-term incentive schemes. Nominating & Remuneration Committee • Oversee Group performance in alignment with Boardestablished strategy, objectives, and targets. • Identify and manage principal business risks, implement internal controls and mitigation measures. • Cultivate culture that prioritises sustainability, open discussion, and integration of ESG considerations into company processes and goals. Management & Sustainability Committee • Oversee business strategies and operations, to ensure implementation and alignment within the Boardapproved framework. • Serve as a forum for strategic and policy deliberations. Advisory Boards Board Committees The Board is supported by its Committees – the Audit Committee (“AC”), Board Risk & Sustainability Committee (“BRSC”) and Nominating & Remuneration Committee (“NRC”) – each with its own TOR outlining responsibility and decision-making powers. Minutes from Committee meetings are presented at Board sessions, with Committee chairs providing updates on respective activities, with relevant Board approvals sought as necessary. This structure enables the Board to focus on the Group’s strategy. Management Committees The Company’s governance framework is further strengthened by Management-level Committees, which are structured into two groups: • Management & Sustainability Committee (“MSC”) The MSC, chaired by the Group CEO, convenes monthly and consists of Senior Management members. Minutes are presented at the relevant Board Committee sessions for their notation. • Advisory Boards for businesses Each business has an Advisory Board that provides specialised expertise, industry insights, and strategic recommendations. These Advisory Boards strengthen risk management and governance practices, underscoring the importance of a robust governance framework that extends beyond Board-level. Each Advisory Board is chaired by the Group CEO and comprises key management personnel from the respective businesses. The Advisory Boards convene on a quarterly basis to ensure continued alignment with shareholder mandates, as well as the Board’s decisions and policies. In FY2026, the Board dissolved the Yinson Production Advisory Board following the full establishment of Yinson Production Group’s governance framework. Group‑level oversight of all businesses, including Yinson Production, continues through regular business performance updates reviewed by the MSC, ensuring sustained strategic alignment and operational accountability. Overall, Yinson’s governance structure reflects the Company’s strong commitment to upholding good corporate governance, transparency, and accountability, in line with the MCCG 2021 and Bursa Malaysia’s Corporate Governance Guidelines. Scan to view TORs for the Board, its Committees and Management Committees, available on our corporate website.
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