oversight and monitoring of strategies and policies • Board Charter and Committee TORs • Agenda and frequency of meetings • Sufficient information availability and on a timely basis • Culture and dynamics • Diversity • Competencies of the members • Board and Committee compositions T op Management’s remuneration package comprises three (3) distinct components: the base salary, fixed allowances and benefits, the Short Term Incentive (STI) and the Long Term Incentive Plan (LTIP). The base salary is set competitively, considering the scope of work, experience, and anticipated performance. Fixed allowances are separate from the base salary and are granted for specific cash benefits. The STI, contingent on annual performance, is disbursed as bonuses, contingent upon the Company’s profitability and the performance of T op Management. Evaluation criteria include quantitativetargets and qualitative alignment with the Company’s values. The LTIP is designed to retain and reward T op Management, aligning their interests with the long-term success of the Company. EXECUTIVE DIRECTOR AND TOP MANAGEMENT REMUNERATION The compensation structure for the Executive Director is designed to correlate rewards with both corporate and individual performance. It encompasses salary, allowances, bonuses, and customary benefits aligned with industry standards. A significant part of the Executive Director’s compensation is variable and contingent upon annual performance against individual KPIs embedded in a scorecard aligned with Board-approved corporate objectives. Notably, the Executive Director abstains from participating in discussions and voting on his remuneration during Board meetings. The BNRC conducts an annual review of the Executive Director’s performance, submitting informed views and recommendations to the Board regarding potential adjustments in remuneration or rewards, reflecting the Executive Director’s contributions to the Group’s achievements for the year. One on one interviews with Board of Directors to obtain insights on