Delivering Sustainable Value For Our Stakeholders Delivering Sustainable Value For Our Stakeholders Press Metal Aluminium Holdings Berhad 180 181 Integrated Annual Report 2023 Empowering Our People and Enriching Our Communities OUR APPROACH Investing in community development forms the core of our community management efforts, encompassing the enhancement of infrastructures, facilitation of proper developments, promotion of economic prosperity and spearheading of environmental sustainability. Identifying our Community Impact Prior to the construction of our manufacturing facilities, we conduct stakeholder identification and engage with surrounding communities as part of the EIA exercise, gathering feedback and engaging in dialogue to understand how we can positively impact the community. In our commitment to community stakeholder engagement, we focus on meaningful interaction and collaboration with local communities. We have implemented a structured approach that categorises communities into three (3) distinct groups: key stakeholders, primary stakeholders, and secondary stakeholders. This classification enables us to conduct thorough analysis of the community’s issues and tailor our actions to address the needs of our communities. Empowering Our People and Enriching Our Communities COMMUNITY MANAGEMENT GRI 2-16, GRI 2-23, GRI 2-25, GRI 2-26, GRI 2-30, GRI 3-3, GRI 203-1, GRI 203-2, GRI 406-1, GRI 407-1, GRI 408-1, GRI 409-1, GRI 410-1, GRI 411-1, GRI 413-1, GRI 413-2 M18 WHY IT MATTERS Our investments in local communities are critical for our long-term success as a business. By improving livelihoods and quality of life, we foster economic advancement and cultivate a resilient community. Through integrated and well-coordinated engagement efforts, we can effectively utilise available resources to maximise the impact of our efforts in bringing positive change; building a thriving and resilient community. In addition, our investments in education and skills development build local human capital and provide us with access to a pool of talent that may be able to contribute to our growth as a business. This, in turn, strengthens our reputation as a responsible and purposeful organisation. Moreover, by investing in local communities we are contributing to the national socio-economic development agenda as outlined in the 12th Malaysia Plan, thus strengthening government relations and positioning Press Metal as a champion of Malaysia’s advancement and prosperity. UN SDGs Capitals FC NC SRC Beneficiaries or Targets Key Stakeholders Secondary Stakeholders Government Employees Local Communities Educational Environment Media NGOs Primary Stakeholders Parental Leave In FYE2023, 293 employees took parental leave, including 227 males and 66 females. Notably, 99.6% of male employees and 83.3% of female employees returned to work following the conclusion of their parental leave. 2021 2022 2023 Male Female Male Female Male Female Total number of employees entitled to parental leave 2,055 462 2,688 463 2,830 446 Total number of employees who took parental leave 33 59 131 45 227 66 Total number of employees that returned to work in the reporting period after parental leave 33 57 130 39 226 55 Total number of employees that returned to work after parental leave ended that were still employed 12 months after their return to work 29 34 115 28 194 51 Return to work rate 100.0% 96.6% 99.2% 86.7% 99.6% 83.3% Retention rate 87.9% 59.7% 88.5% 71.8% 85.8% 92.7% Note: Data aggregated from our manufacturing facilities (PMBtu, PMS, PMAR, PMBA, PMI and PMIT) and our corporate headquarters (PMAH). GOING FORWARD The quality of the talent is a critical determinant of our strength as an organisation. Recognising this, we shall continue to provide attractive remuneration and benefits while fostering a culture of continuous learning and development, with the goal of retaining our valued employees and nurturing them to assume leadership positions within the Group. In doing this, we will take a holistic view of the competencies required of future leaders, looking not only at hard skills and knowledge but also at our employees’ motivation and alignment with our values as an organisation, conscious that these less tangible attributes have a major impact of an employee’s ability to create value and bring the best out of their teams. Return to Work and Retention Rate (%) 2021 2023 2022 70.0 97.8 95.9 Retention Rate Return to Work Rate 87.2 96.0 84.6
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