135 INTEGRATED ANNUAL REPORT 2026 In addition to the principal risks, the Group monitors emerging key and evolving risk developments, including those related to AI, geopolitical dynamics and supply chain disruptions. The increasing adoption of AI technologies presents opportunities for operational efficiency and data-driven decision-making, while introducing considerations relating to governance, data integrity, cybersecurity and ethical use. Geopolitical developments may affect cross-border operations, regulatory stability and access to capital while supply chain disruptions may impact project execution timelines and cost structures. These evolving risks are monitored through ongoing management review, cross-functional coordination and horizon scanning processes. Where relevant, mitigating measures and contingency plans are developed and incorporated into the risk reporting framework. People and culture risk Yinson continues to face people-related risks arising from rapid business expansion, increasing organisational complexity and the need to maintain organisational values across geographically dispersed operations. As the Group grows across multiple markets and business segments, the effectiveness of its people, leadership and organisational culture remains critical to sustaining operational performance and long-term success. This risk may manifest through misalignment of values, resistance to change, cultural differences across regions and inconsistent leadership practices which could adversely affect workforce stability, employee engagement, collaboration and operational performance. To mitigate this risk, Yinson places strong emphasis on embedding its culture and values through structured onboarding and periodic workshops. Leadership capability is strengthened through defined leadership framework, targeted development progress and mentorship initiatives. The Group further supports workforce sustainability by actively monitoring employee engagements via regular surveys and proactively addressing identified concerns at both Group and business level. Collectively, these measures embed a resilient organisational culture, strengthen leadership effectiveness and enhance Yinson’s ability to attract, develop and retain talent in support of its long-term strategic goals. Macroeconomic and market risk Operating in diverse jurisdictions exposes the Group to macroeconomic and market risks arising from changes in political, economic, social, legal and environmental conditions. These factors may affect project viability, operational continuity and financial performance. Inadequate assessment of country-specific risks prior to expansion into new markets may further heighten exposure to unforeseen financial, operational and compliance challenges. For example, offshore oil & gas developments operate within complex regulatory regimes, while renewable energy projects may be impacted by changes in subsidy frameworks, land-use policies or grid access conditions. The Group manages these risks through structured country risk assessments, market due diligence, geographical diversification and active stakeholder engagement in host countries. These measures support informed market entry decisions and enhance resilience against adverse macroeconomic developments. By embedding these proactive approaches, Yinson safeguards its operations, supports project continuity and sustains its long-term growth objectives across global markets. GOVERNANCE | STATEMENT ON RISK MANAGEMENT & INTERNAL CONTROL
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