Empowering Our People and Enriching Our Communities Press Metal Aluminium Holdings Berhad SECTION 5 • DELIVERING SUSTAINABLE VALUE FOR OUR STAKEHOLDERS 198 3Re (Retention, Reward and Recognition) Total Compensation Strategy Develop talent retention strategies and career advancement opportunities through offering competitive compensation package and employee recognition programme. These strategies are supported by a systematic succession pathway – a blueprint that encompasses seven (7) key stages: Critical Role Identification 1 Building Job Profiles & Role Clarification 2 Successor Identification & Assessment 3 Successor Profile & Placement 4 Talent Engagement & Mindset Readiness 5 Succession Pipeline Development 6 Evaluation & Improvement 7 Press Metal continues to invest in developing the next generation of leaders through the proprietary PICE© model. The PICE© Successor Development Framework is structured to cultivate adaptable leaders equipped with critical thinking skills to navigate the complexities of an evolving business landscape. This framework is built on a learning approach that emphasises 70% on-the-job experience, 20% social interactions and 10% competency-based training. By combining practical exposure with targeted development initiatives, it provides future leaders with the necessary expertise and confidence to drive sustained business growth. In addition to the PICE© model, we also adopted the ICEBERG model to support our succession planning. While PICE© focuses on visible competencies, ICEBERG aims to uncover the deeper attributes that influence an employee’s potential for success. Through this model, it enables us to develop suitable job profiles for important roles, covering not just the qualifications and skills but also the ideal mindset, values, and alignment with our organisational ethos. Promoting Work-Life Balance Work-life balance plays a vital role in employee satisfaction, productivity and retention, and we understand its importance in creating a motivated and committed team. To promote this, our Sports, Welfare, Recreational & Culture (“SWRC”) Committee at Sarawak organises regular activities and programmes to help employees unwind and connect. Similarly, other entities have established teams that focus on employee engagement initiatives. We encourage everyone to take part in these opportunities, which offer a practical way to relax, build social relationships, and team bonding. In addition, we host family-oriented events, welcoming employees’ family members to join in, helping to build a stronger sense of community across the organisation. At our corporation, we have introduced the Employee CARE model — Connect, Authentic Recognition, and Engage — to enhance engagements among our people. This approach aims to improve engagement at work, within teams and across the organisation as a whole, underlining our dedication to a supportive and inclusive workplace. Beyond engagement activities, we support employee well-being through infrastructure improvements, such as the PMBtu township at Samalaju and on-site gym facilities at our offices, fostering a healthier and more balanced work environment.
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