an environment conducive to thoughtful decision-making. The core activities of the Board and its Committees are documented and planned on a forward agenda, with any matters arising tracked and addressed in subsequent sessions. The Company Secretary plays a pivotal role in advising the Board on governance matters, facilitating smooth information flow and ensuring compliance with relevant regulations and corporate governance practices. Effective collaboration with stakeholders across all Group functions, coupled with ongoing training and discussions on key issues, is paramount to maintaining governance standards. Both the Board and individual Directors have the autonomy to seek independent or professional advice at the Company’s expense to facilitate well-informed decision-making. This may involve the attendance of external advisers at meetings or obtaining necessary information from within the Group’s workforce. Dynamic Energy SolutionsCREATING VALUE THROUGH STRONG GOVERNANCE Sec 4 155 BOARD LEADERSHIP & EFFECTIVENESS BOARD OF DIRECTORS’ FIT AND PROPER POLICY The Board of Directors’ Fit and Proper Policy outlines the criteria for appointing and re-appointing Directors within TNB and its affiliated companies. This policy is structured around three (3) key pillars: character and integrity, experience and competence, and time and commitment. It is readily accessible on the Company’s official website at www.tnb.com.my. DIVERSITY The table below shows the gender diversity of the Board and in the workforce as of to date: Male Female Total Gender No. % No. % No. TNB Board (excluding Alternate Director) 7 58% 5 42% 12 T op Management (comprising GEMC, C-Suite, Senior General Managers) 276 73.8% 98 26.2% 374 Senior Managers 613 64.19% 342 35.81% 955 Managers 1,382 59.54% 939 40.46% 2,321 Executives 1,671 57.17% 1,252 42.83% 2,923 Non-Executives 17,099 85.35% 2,935 14.65% 20,034 Total 21,048 79.07% 5,571 20.93% 26,619 They have exercised the duty of care and diligence as Directors in the best interest of the Company, its