41 INTEGRATED ANNUAL REPORT 2026 VALUE CREATION AT YINSON | MATERIAL MATTERS Corporate Governance & Business Ethics GE Importance Opportunities • Strong governance structures and culture of integrity safeguard stakeholder trust, regulatory compliance and transparent decisionmaking. • Enables proactive risk management, organisational accountability and responsible operations to mitigate financial, legal and reputational harm. • Strengthens resilience and supports sustainable business performance. • Serves as a strategic enabler of long-term value creation. • Stronger organisational resilience through robust governance frameworks that support accountability, oversight and informed decision‑making. • Enhanced stakeholder confidence and credibility through transparent and ethical business practices. • Improved risk anticipation and mitigation by embedding governance, ethics and compliance into ERM processes. • Sustainable growth by aligning governance practices with strategic objectives, sustainability priorities and long‑term value creation. Risks Long-term approach • Loss of stakeholder trust and investor confidence from governance failures, unethical conduct or lack of transparency. • Regulatory, legal and financial risk from non‑compliance with laws, listing requirements and governance standards. • Reputational risk linked to bribery, corruption, conflicts of interest or weak ethical controls within operations or third‑party relationships. • Operational inefficiency risk if governance structures become overly complex or bureaucratic, slowing decision‑making and execution. • Maintain strong Board and management oversight through clear governance structures, accountabilities and control systems. • Uphold culture of integrity and ethical conduct through policies, training and awareness programmes. • Strengthen risk‑based compliance and due diligence processes, including third‑party integrity screening and whistleblowing mechanisms. • Ensure transparent, timely and high‑quality disclosures and stakeholder communications. Related Capitals IC UN SDGs 8 9 Targets 25 26 27 29 30 BL CC CR EM GR Related stakeholders IS Sustainable Supply Chain Management SM Importance Opportunities • A resilient and responsible supply chain underpins reliable project delivery, operational continuity and business stability. • Mitigates disruptions from volatile geopolitical and market conditions, cost pressures and emerging risks. • Building a strong local supply chain cultivates a supportive business environment while reducing costs and lowering environmental impact. • Enhances organisational resilience and long-term value creation. • Improved supply chain resilience and delivery reliability through stronger supplier engagement, ESG screening and risk‑based oversight. • Cost and operational efficiencies from sustainable procurement practices, local sourcing and improved supplier performance. • Enhanced ESG performance and risk insight by leveraging structured supplier assessments, audits and sustainability data to inform decision‑making. • Shared value creation through strengthening local supply chains, supporting inclusive economic growth in host communities. Risks Long-term approach • Geopolitical and policy instability risk disrupting supply chain operations, availability of materials and timely project delivery. • Regulatory and ESG compliance risk exposes the Group to non‑compliance or reputational harm. • Supply chain complexity and control risk, where extended or multi‑tier supply chains reduce visibility and influence over ESG practices, increasing integrity and reputational risks. • Maintain structured, risk‑based supply chain management framework integrating ESG requirements into onboarding, assessment and monitoring. • Strengthen supplier ESG screening, audits and corrective mechanisms to address environmental, social and integrity risks. • Diversify supplier base to enhance resilience, reduce cross‑border disruption and support local economy. • Deepen supplier engagement and capability‑building to improve sustainability performance, alignment with Yinson’s standards and long‑term partnerships. Related Capitals SC UN SDGs 8 9 Targets 21 22 23 24 CC GR IN LC EP Related stakeholders SP Performance and detailed management approach, pg 103 Performance and detailed management approach, pg 105
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