Effective Stewardship Through Good Governance Effective Stewardship Through Good Governance Press Metal Aluminium Holdings Berhad 50 51 Integrated Annual Report 2023 Mr. Andrew Clarke joined Press Metal UK Limited as the General Manager in 2006 and was promoted as Operations Director in 2022. He was trained at Birmingham University, School of Architecture, and is a fully trained registered Architect. Prior to joining Press Metal, Mr. Clarke held various positions within blue chip logistics companies including freight forwarding. Profile of Our Key Senior Management, Key Operating Management and Country Heads AUSTRALIA Mr. Paul Ingram joined Press Metal Aluminium (Australia) Pty. Ltd. as the Managing Director in 2014. He holds a High School Certificate from Saint Ignatius College Riverview. Mr. Ingram has more than 20 years of experience in the aluminium industry. Prior to joining Press Metal, he was the owner and director of a long-established aluminium fabrication company in Australia. Paul Ingram Managing Director Press Metal Aluminium (Australia) Pty. Ltd. UNITED KINGDOM Andrew Clarke Operations Director Press Metal UK Limited Mr. Keith Burlingame joined Press Metal North America Inc. as a director in 2009. He holds a Bachelor of Science degree in Economics from University of Illinois. Mr. Burlingame has over 40 years of experience in the aluminium industry during which he has led large sales and marketing organisations. His experience includes key account and sales team management, manufacturing operations as well as business planning and development. He has worked with various industry groups throughout his career, including The Aluminium Association, The Aluminium Extruders Council, Truck Trailer Manufacturers Association. Keith Burlingame Director Press Metal North America Inc. NORTH AMERICA Nationality: Australian Gender: Male Age: 56 Nationality: British Gender: Male Age: 54 Nationality: American Gender: Male Age: 66 CORPORATE GOVERNANCE OVERVIEW STATEMENT The Board of the Company recognises the importance of conducting good corporate governance and constantly strives to ensure that good corporate governance practices are carried out throughout the Group as it is fundamental in fulfilling its responsibilities, which include protecting and enhancing shareholders’ value as well as the financial performance of the Company. This Corporate Governance Overview Statement (“CGOS”) provides a summary of the Company’s corporate governance practices during the FYE2023 with reference to the following three (3) principles set out in the MCCG 2021: This CGOS is prepared pursuant to Paragraph 15.25 (1) of MMLR of Bursa Malaysia, with guidance being drawn from Practice Note 9 of the MMLR and the Corporate Governance Guide (4th Edition) issued by Bursa Malaysia. This CGOS is to be read together with the CG Report 2023 of the Company which is available on the Bursa Malaysia website and the Company’s website at www.pressmetal.com under the “Shareholders Meeting” section. The CG Report 2023 provides detailed explanations of the Company’s application of the practices as set out in the MCCG during the financial year under review. As PMAH is a Large Company (defined as listed on FTSE Bursa Malaysia Top 100 Index or market capitalisation of RM2 billion and above) for FYE2023, the Board is committed to ensure high standards of governance are practised wherein the Company has adopted and complied substantially with the practices of MCCG. CORPORATE GOVERNANCE APPROACH The Board is committed to ensure that the Group is upholding sound corporate governance and promotes ethical standards in the Group. Over the course of more than 3 decades since the Group’s inception, good corporate governance practices have been steadily embedded in its lexicon based on the premise that a sound corporate governance framework is essential to form the bedrock of responsible and responsive decision making. The Group’s overall approach to corporate governance is to: • Promote sustainability as ESG issues become material to the ability of the Group to create sustainable value and uphold the confidence of stakeholders; • Promote individual accountability, particularly at the leadership level (i.e., Board and Senior Management) as they represent the core and conscience of the Group; • Drive the application of good governance practices in tandem with the value creation process of the Group; • Demonstrate openness and accountability in the way the Group conducts its business and engages with and reports to stakeholders; • Enhance oversight on risk management of the Group; • Embed a Group-wide anti-bribery culture and awareness amongst staff and relevant stakeholders such as business partners; and • Interweave governance, economic, environment and social considerations into its business operation in line of becoming economic resilient, sustainable and responsible corporate citizen. The Board regularly reviews the Group’s corporate governance practices and procedures to ensure they reflect market dynamics, the evolving expectations of stakeholders and best practices whilst simultaneously addressing the needs of the Group. PRINCIPLE A Board leadership and effectiveness PRINCIPLE B Effective audit and risk management PRINCIPLE C Integrity in corporate reporting and meaningful relationship with stakeholders
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