HUTCHISON PORT HOLDINGS TRUST 110 CORPORATE GOVERNANCE REPORT There is no employee of the Trustee-Manager and the Group who is a substantial shareholder of the Trustee-Manager or a substantial unitholder of the Trust, an immediate family member of a Director, the CEO or a substantial shareholder of the Trustee-Manager or a substantial unitholder of the Trust, and whose remuneration exceeded S$100,000 during the fi nancial year ended 31 December 2025. The Group currently does not have any compensation plan in the form of unit option scheme or arrangement to enable the key management personnel to acquire units in HPH Trust. There are no existing or proposed service agreements with the CEO and the key management personnel of HPH Trust that provide for benefits upon termination of appointment, retirement or post-employment. The remuneration of the Trustee-Manager is provided for in the Trust Deed. The Trustee-Manager is entitled under the Trust Deed to management fees, acquisition fee, divestment fee and development fee based on pre-agreed mechanisms set out in the Trust Deed. Fees paid to the Trustee-Manager for the fi nancial year ended 31 December 2025 are set out on page 179 of the Annual Report. Remuneration Policy The remuneration of key management personnel is determined with reference to their expertise and experience in the industry, the performance and profi tability of the Group as well as remuneration benchmarks from other local and international companies and prevailing market conditions. The employees also participate in bonus arrangements which are determined in accordance with the performance of the Group and individual performance. ACCOUNTABILITY AND AUDIT Risk Management and Internal Controls Principle 9 Effective risk management and internal control systems are fundamental components of good corporate governance. They are pivotal to the sustainable growth of the Group, fostering resilience, and safeguarding the interests of stakeholders. HPH Trust recognises the dynamic nature of the risks, including sustainability and cyber risks, that its businesses encounter. To ensure an effective management of these risks, a comprehensive governance structure is in place to systematically identify, assess, manage, and monitor risks that may have a material adverse impact on the achievement of the Group’s strategic and business objectives. To illustrate the structure and process of the risk management and internal control systems of the Group, the following table depicts detailed roles and responsibilities, in terms of “Governance and Oversight” by the Board through the Audit Committee and the Sustainability Committee, “Risk Review and Communication” by the Executive Director, the CEO and the CFO, “Risk and Control Monitoring” by the Group functions, “Risk and Control Ownership” by the executive management teams of each core business, and “Independent Assurance” by the Internal Audit team. Governance and Oversight The Board Has overall responsibility for the systems of risk management and internal control of the Group. Evaluates and determines the nature and extent of the risks that the Group is willing to accept in pursuit of its strategic and business objectives, with due regard to its risk appetite. Inculcates appropriate risk culture across the business operations of the Group. Ensures that appropriate and eff ective risk management and internal control systems are established and maintained. Oversees the management sustainability risks and opportunities, through delegation to the Sustainability Committee. Reviews the effectiveness of the risk management and internal control systems of the Group, through delegation to the Audit Committee, and through review of Group-wide strategies, budgets, business plans and performances.
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