123 INTEGRATED ANNUAL REPORT 2026 BOARD DIVERSITY The Board acknowledges that having a diverse mix of skills, knowledge, experience, backgrounds, and genders among its members is vital for its effectiveness. Yinson is committed to a diverse workforce in both the Board and Senior Management. The Board and Senior Management are dedicated to fostering an inclusive work environment that enables individuals from diverse backgrounds, perspectives and skill sets to work collaboratively towards common objectives. The Diversity, Equality and Inclusion (“DEI”) Policy & Procedure is available on the Company’s corporate website. We believe that diversity is integral to long‑term business success. Currently, female representation on the Board stands at 44.4%, and the Company remains committed to further strengthening diversity, including increasing female representation within the Senior Management. BOARD INDUCTION To ensure Directors are equipped to carry out their roles effectively, newly appointed Board and Board Committee members undergo a personalised induction programme, outlined in the Board Training and Onboarding Guidelines. The programme is tailored to each Director’s experience, background and familiarity with the Group’s operations and operating environment, and includes access to the Company’s internal governance platform. The programme comprises briefings and engagement sessions with relevant departments and Senior Management, as well as access to past Board papers, key governance documents and other pertinent materials. Following their appointment on 25 July 2025, a tailored induction programme was conducted for Ms Low Lily and Encik Ainul Azhar Ainul Jamal, comprising one‑on‑one sessions with the CEOs of the respective businesses and Heads of Departments, providing them with a comprehensive understanding of the Group’s business functions. Sessions with the Internal and External Auditors were also arranged to equip them for their AC roles. BOARD DEVELOPMENT The Board regularly receives updates to enhance its understanding of the Group’s business and regulatory environment, with a focus on alignment with evolving standards and best practices. Directors participate in various training programmes covering sustainability, board leadership, governance, risk management, strategy, finance and industry developments. Details of these trainings are disclosed in the CG Report, available on the Company’s corporate website. During FY2026, the Company also organised a Media Spokesperson training tailored for the Board and Senior Management. The Board Training and Onboarding Guidelines include a budget allocation for Directors to attend relevant training programmes of their choice, subject to alignment with the Board’s development objectives. BOARD MEETINGS AND ACCESS TO INFORMATION Directors receive relevant information and reports to enable informed decision-making and effective discharge of responsibilities. An annual calendar is curated and 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 meetings. The deliberations and decisions 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. NOMINATING AND REMUNERATION Key activities of the NRC in FY2026 are as follows: Nominating related matters • Recommended the re-appointment and reelection of Directors at the AGM. • Reviewed succession planning and changes in Board and Senior Management composition. 1 Remuneration related matters • Reviewed and recommended payment of Directors’ fees and benefits. • Reviewed and assessed Senior Management's key performance indicators and performance. • Reviewed Executive Directors and Senior Management remuneration packages. • Reviewed and approved the grant of 2025 Restricted Share Units under the Employees’ Share Scheme 2023 (ESS2023). 2 Board Effectiveness Evaluation • Reviewed/recommended the assessment tool and approach for BEE with respect to the performance of the Board, individual directors and Board Committees, including the outcome of the exercise. • Reviewed/recommended action plans in response to the outcomes of the BEE, including the proposed Board Development Plan. 3 GOVERNANCE | CORPORATE GOVERNANCE OVERVIEW STATEMENT
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