Sustained and structured stakeholder engagement on nature and climate enables leadership to integrate external perspectives into decision-making. Regular dialogue platforms ensure that insights meaningfully inform both strategic direction and governance oversight. This is key for future proofing companies. Feike Sijbesma, Supervisory Board Chairman, Royal PhilipsStakeholder collaboration The board oversees collaboration with stakeholders to strengthen resilience and inform decisions. It guides engagement with regulators, investors, industry and communities to build shared solutions and enhance preparedness for climate and nature challenges.Foundation 2 Set expectations that stakeholder interests should be reflected in strategy, risk assessment, growth opportunities and external reporting Oversee management’s stakeholder engagement, ensuring identification, prioritization and integration of diverse views into decision-making Seek timely and credible insights into stakeholder perspectives, including independent or third-party reviews Engage directly with stakeholders on material issues or where board presence demonstrates commitment and curiosity Encourage enduring relationships built on two- way dialogue and collective action, rather than transactional engagement Role of the board Boards that treat stakeholder perspectives as a source of intelligence and opportunity rather than an obligation can support informed decision-making that is resilient, trusted and aligned with long-term value creation. To do this, boards can: STAK EH O LD E R COLLABORATION SK ILLS A ND KNOWLEDGE CULTUREFOUNDATIONS GUIDING PRINCIPLES FOR CLIMATE AND NATURE GOVERNANCE STRATEGY OVERSIGHT AND RESPONSIBILITY RISK AND OPPORTUNITYDISCLOSURE AND TRANSPARENCY 11 Board Leadership for Growth and Resilience

Board Leadership for Growth and Resilience 2026