| IN COMPLIANCE WITH THE ACT AND THE LISTING REGULATIONS, THE BOARD CONDUCTS AN ANNUAL PERFORMANCE EVALUATION TO ENHANCE ITS EFFECTIVENESS AND THAT OF ITS COMMITTEES. THE BOARD, IN COLLABORATION WITH THE NRC, HAS ESTABLISHED CRITERIA FOR EVALUATING THE PERFORMANCE OF THE BOARD, ITS COMMITTEES AND INDIVIDUAL DIRECTORS. EVALUATION PROCESS DURING THE YEAR, BOARD EVALUATION EXERCISE WHICH INCLUDED THE EVALUATION OF THE BOARD AS A WHOLE, BOARD COMMITTEES, PEER EVALUATION OF THE DIRECTORS AND EVALUATION OF THE CHAIRPERSON WAS CONDUCTED BY AN INDEPENDENT EXTERNAL AGENCY. THE EVALUATION PROCESS FOCUSED ON EFFECTIVENESS OF THE BOARD, BOARD DYNAMICS, BOARD MEETINGS AND PROCEDURES, COMMITTEE EFFECTIVENESS, SUCCESSION PLANNING AND FLOW OF INFORMATION TO THE BOARD AND COMMITTEES. THE EVALUATION METHODOLOGY INCLUDED TECHNIQUES SUCH AS DETAILED QUESTIONNAIRES COVERING VARIOUS PARAMETERS RELEVANT FOR THE BOARD AND COMMITTEES AND ONE-ON-ONE DISCUSSION WITH THE DIRECTORS. SEPARATE EXERCISE WAS CARRIED OUT TO EVALUATE THE PERFORMANCE OF INDIVIDUAL DIRECTORS ON PARAMETERS SUCH AS ATTENDANCE, CONTRIBUTION, AND INDEPENDENT JUDGMENT. THE RECOMMENDATIONS FROM LAST YEAR AND THE CURRENT YEAR WERE DISCUSSED.OUTCOME OF THE PERFORMANCE EVALUATION FOR THE YEAR UNDER REVIEW THE BOARD CONTINUES TO OPERATE AS A HIGHLY COHESIVE AND EFFECTIVE BODY, CHARACTERISED BY STRONG GOVERNANCE STANDARDS, MUTUAL TRUST, AND ROBUST STEWARDSHIP OF SHAREHOLDER INTERESTS. STRONG PERFORMANCE WAS OBSERVED ACROSS BOARD PROCESSES, QUALITY OF INFORMATION FLOW, BOARDROOM CULTURE, ROLE CLARITY, AND STRATEGIC DISCUSSIONS.ING ON ITS STRONG GOVERNANCE FOUNDATION, THE BOARD FURTHER STRENGTHENED THE QUALITY OF FORWARD-LOOKING STRATEGIC DIALOGUE DURING THE YEAR THROUGH THE ANNUAL STRATEGY SESSION AND FOCUSED BUSINESS DEEP-DIVES. THIS WILL REMAIN AN AREA OF CONTINUED FOCUS IN FY 2027, WITH EMPHASIS ON ENHANCING PREPAREDNESS FOR FUTURE OPPORTUNITIES AND CHALLENGES. THE BOARD COMPOSITION REMAINS DIVERSE AND WELL BALANCED, WITH EXPERTISE ACROSS KEY DOMAINS. BOARD PROCESSES WERE ASSESSED AS EFFICIENT, DISCIPLINED, AND WELL SUPPORTED. BOARD COMMITTEES WERE CONSIDERED EFFECTIVE, WITH THE AUDIT COMMITTEE CONTINUING TO BE REGARDED AS A BENCHMARK FOR RIGOUR. ENHANCING FORWARD-LOOKING STRATEGIC DISCUSSIONS, WITH DEEPER ENGAGEMENT ON GROWTH OPPORTUNITIES AND LONG-TERM VALUE CREATION. FURTHER STRENGTHENING THE ROLE OF THE RISK MANAGEMENT COMMITTEE, WITH INCREASED FOCUS ON EMERGING AND STRATEGIC RISKS, INCLUDING ENGAGEMENT WITH EXTERNAL EXPERTISE, IF AND WHERE APPROPRIATE. THE AUDIT COMMITTEE ENHANCED ITS OVERSIGHT THROUGH FOCUSED SESSIONS INCORPORATING EXTERNAL PERSPECTIVES AND AN INCREASED EMPHASIS ON FINANCIAL RISKS. THE NOMINATION AND REMUNERATION COMMITTEE STRENGTHENED SUCCESSION PLANNING BY REVIEWING LEADERSHIP PIPELINES AND CRITICAL ROLES THROUGH ITS ANNUAL TALENT, CULTURE AND SUCCESSION SESSION, INCLUDING INTERACTIONS WITH KEY LEADERS. THE CSR & ESG COMMITTEE REVIEWED PROGRAMME PROGRESS AND LONG-TERM ROADMAP, COMPLEMENTED BY SITE VISITS AND ENGAGEMENT WITH IMPLEMENTING AGENCIES TO ASSESS ON-GROUND EXECUTION AND IMPACT. THE RISK MANAGEMENT COMMITTEE ENHANCED ITS OVERSIGHT OF ENTERPRISE-LEVEL RISKS, AND FOCUSED DEEP-DIVES INTO GEOPOLITICAL DEVELOPMENTS & IMPACT ON SUPPLY CHAIN AND CYBERSECURITY RISKS, ASSESSING PREPAREDNESS AND MITIGATION FRAMEWORKS. ACROSS BOARD AND COMMITTEE MEETINGS, DIRECTORS RECEIVED COMPREHENSIVE UPDATES ON KEY REGULATORY DEVELOPMENTS, RELATED PARTY TRANSACTIONS, DATA PROTECTION LAWS, LABOUR CODES, ESG AND SUSTAINABILITY TRENDS, FMCG SECTOR DEVELOPMENTS, AND CYBER/IT RISKS. AS PART OF THE ANNUAL STRATEGY SESSION, THE BOARD UNDERTOOK A DETAILED REVIEW OF THE COMPANY’S STRATEGY AND TRANSFORMATION AGENDA, SUPPORTED BY DEEP-DIVES INTO KEY STRATEGIC PRIORITIES. |