JG Summit Holdings, Inc.

Overview

Governance Statement Company Strategy and Objective Articles of Incorporation and By-laws

Board and Board Committees

Board Profile Board Structure Board and Board Committee Meetings Board Committees and Charters Board Training, Succession, Remuneration, and Assessment

Shareholders

Ownership Structure Rights and Equitable Treatment of Shareholders Annual Stockholders' Meeting Enterprise Risk Management Internal Controls

Stakeholders

Employees, Customers, Suppliers and Creditors Medium of Communication

CG Manual and Policies

Revised Corporate Governance Manual Code of Business Conduct and Ethics Anti-Bribery and Anti-Corruption Policy Board Diversity Policy Board Nomination and Election Policy Conflict of Interest Policy Corporate Disclosure Policy Dividend Policy Health, Safety and Welfare Policy Insider Trading Policy Protection of Creditors’ Rights Policy Succession Planning and Remuneration Policy Supplier Accreditation Policy Whistleblowing Policy

Compliance Reports

Annual and Sustainability Report Integrated Annual Corporate Governance Report (I-ACGR) Compliance Manual

Company Strategy and Objective

JG Summit Holdings, Inc. adopts the long-term strategic planning framework called OGSM (Objectives, Goals, Strategies and Measures). It begins with a purpose, an inspiring articulation of the company’s reason for being and the role it plays in the lives of its stakeholders; the vision for the next 3-5 years; the financial and non-financial goals, the strategic choices about where to compete, and the strategies to be employed to win.

In 2019, we have redefined JGSHI’s purpose and values; stated our 5-year ambitions, goals, and key strategic directions; enabled the Strategic Business Units (SBUs) to craft their own 5-year strategies as guided by the parent company’s ambitions and their cascaded portfolio roles within the conglomerate; as well as emerged the need to revisit the parenting strategy, the role of the Corporate Center Units (CCU) and how it can be a strong enabler for the SBUs.

In 2021, the group revisited its 5-year OGSM in light of the COVID-19 disruption. The updated OGSM was presented to and approved by the BOD during its meeting on November 11, 2021.

In 2025, we refreshed our long-term strategy and began evolving governance structures to ensure SBU commitments are met. Complementing our OGSM, the Group has introduced five-year Value Creation Plans (VCPs) that challenge SBUs to identify three to five strategic battlegrounds expected to generate ~80% of value creation over the planning horizon. Each VCP is supported by rigorous analysis, defined initiatives, and measurable targets, and is integrated with management scorecards and incentive structures to align performance with accountability.

The BOD also regularly reviews and monitors the execution of the OGSM through discussions of the JGSHI’s CEO Scorecard, the group’s quarterly financial performance, and progress on the VCP.