20 YINSON HOLDINGS BERHAD We remain committed to returning value to shareholders. In the near term, this includes rewarding shareholders through dividends, reflecting our confidence in the Group’s financial position. Our cumulative dividend for FY2026 was 5 sen per share, 1 sen higher than FY2025, highlighting our ability to return capital to shareholders as our assets become operational. Beyond shorter-term rewards, we are focused on delivering higher and more sustained returns over time by further narrowing the gap between our current market position and the intrinsic value of our businesses. Progress over the year – including stronger project execution, improved capital discipline and the scaling of our energy transition businesses – demonstrates our continued commitment to long-term value creation. Financial Review, pg 24 LEADERSHIP MESSAGES RM2.07 billion in shareholder returns since FY2011 (RM million) * Declared on 19 March 2026 and estimated based on number of eligible issued and fully paid ordinary shares as at 12 March 2026. FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 * Interim dividend Share buy-back Final dividend Special dividend 2 5 6 13 16 194 22 109 96 146 113 105 249 88 509 389 THE RIGHT STRUCTURE FOR GROWTH As the Group scaled, we made a deliberate choice to prioritise simplicity over complex processes. We sharpened our focus, streamlined how we work and aligned our organisation to what the future requires. By optimising our organisation thoughtfully, removing processes that slowed us down and reinforcing both our capital base and our people foundations, we built an organisation that is more agile, resilient and positioned for stronger performance. We also continued investing in technology, digitalisation and AI as a strategic imperative – ensuring that innovation, expertise and efficiency remain at the core of how we operate and compete. Empowering our people to succeed We continued to strengthen our investment in people, advancing leadership capabilities and deepening engineering expertise to ensure we have the talent required to deliver increasingly complex projects. At the same time, we accelerated the deployment of digital tools to drive efficiency, enhance insight, and foster collaboration across the Group. We reinforced a performance‑driven culture that emphasises accountability and rewards delivery, while embedding a more agile, cross‑functional, and execution‑focused way of working. To deliver on our growth strategy, we recognised the need for our workforce to evolve in tandem with the business – strengthening capabilities, clarifying structures, and embedding a culture aligned to our values and long‑term goals. Our People Strategy established a clear vision and defined focus areas aimed at driving value, efficiency, and workforce readiness. Having built a solid footing in these focus areas, we have now progressed into the next phase of our strategy – one focused on the capabilities and enablers Yinson requires today. Talent Growth & Inclusion, pg 96 RM1.06 billion in dividends RM1.01 billion in share buy-backs
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