This document provides an overview of Indonesia's cement industry and Semen Indonesia's position within it. It notes that cement production capacity in Indonesia is expected to almost double to 108 million tons by 2017, driven by new plants from both domestic and foreign players. Semen Indonesia currently has the largest market share in Indonesia at 43.7% and will also be expanding capacity. The key drivers of future domestic cement demand are expected to be national economic growth, infrastructure expansion, and increasing per capita consumption as Indonesia's per capita consumption is still relatively low compared to other countries.
Pedoman pendidikan untuk digunakan
sebelum penugasan Peserta magang ke jepang
Untuk Pelatihan Kerja dan Kehidupan Sehari-hari
①Untuk staf dari organisasi pengiriman:
Edisi pelatihan dan kehidupan sehari-hari ini adalah bagian kedua dari “Pedoman Pengajaran Bahasa Jepang Bagi Trainee Sebulum Dikerahkan”: Panduan ini disunting dengan mengembangkan isi dari pendidikan bahasa Jepang yang ditulis dalam buku Edisi Pendidikan Bahasa Jepang “Pedoman
pendidikan untuk digunakan sebelum penugasan trainee” yang dibuat oleh JITCO.
Edisi ini dibuat sebagai buku teks yang akan digunakan bagi para instruktur dari organisasi-organisasi pengiriman yang melatih para kandidat trainee dan peserta magang teknis yang akan dikirimkan ke Jepang, yang dibuat bersama-sama dengan buku edisi pengajaran bahasa Jepang.
Edisi ini berisi hal-hal yang bersifat pokok dan mendasar: Jika pelatihan membutuhkan informasi yang lebih mendetail dapat merujuk kepada “Pedoman Umum Program Pelatihan Kerja dan Pemagangan
Keterampilan bagi Warga Negara Asign” dan “Buku Pedoman Program Pelatihan Industri dan Program Praktek Kerja” yang dibuat oleh JITCO.
Edisi ini akan membantu para trainee dan peserta magang teknis yang ingin memperoleh pelatihan dan magang teknis yang bermanfaat dan berhasil guna di Jepang. Bab 1 akan menjelaskan mengenai arti dari program pelatihan industrial dan magang teknis. Bab 2 berisi hal-hal yang harus dipertimbangkan sebelum keberangkatan. Bab 3 memberikan informasi mengenai sistem pendukung JITCO bagi para peserta trainee dan peserta magang. Bab 4 menjelaskan mengenai gaya hidup orang Jepang. Manfaatkanlah panduan edisi ini dalam mempersiapkan para trainee dan para peserta magang teknis agar dapat lebih mendalami pelatihan, sehingga dapat berhasil di dalam pekerjaan dan kehidupan pribadinya.
②Untuk para trainee yang akan diberangkatkan ke Jepang:
Panduan edisi ini telah disusun sebagai sebuah teks untuk pelatihan pra-keberangkatan sehingga Anda dapat memiliki kehidupan yang aman dan sehat di Negara Jepang, dan dalam program pelatihan/pelatihan magang teknis. Pelajarilah dan pahamilah isi yang terkandung dalam panduan edisi ini sebelum Anda berangkat ke Jepang.Panduan edisi ini dibatasi kepada muatan-muatan yang mendasar sehingga Anda dapat mempelajarinya terlebih dahulu.
Buku ini menunjukkan kebiasaan-kebiasaan umum bangsa Jepang. Kebiasaan-kebiasaan yang ada dalam buku ini mungkin sedikit berbeda, tergantung kepada tempat dimana Anda akan mendapatkan pelatihan.Menurut hukum yang berlaku di Jepang, setiap organisasi penerima pelatihan yang ada di Jepang harus menempatkan seorang instruktur pelatihan dan seorang mentor gaya hidup.
Pedoman pendidikan untuk digunakan
sebelum penugasan Peserta magang ke jepang
Untuk Pelatihan Kerja dan Kehidupan Sehari-hari
①Untuk staf dari organisasi pengiriman:
Edisi pelatihan dan kehidupan sehari-hari ini adalah bagian kedua dari “Pedoman Pengajaran Bahasa Jepang Bagi Trainee Sebulum Dikerahkan”: Panduan ini disunting dengan mengembangkan isi dari pendidikan bahasa Jepang yang ditulis dalam buku Edisi Pendidikan Bahasa Jepang “Pedoman
pendidikan untuk digunakan sebelum penugasan trainee” yang dibuat oleh JITCO.
Edisi ini dibuat sebagai buku teks yang akan digunakan bagi para instruktur dari organisasi-organisasi pengiriman yang melatih para kandidat trainee dan peserta magang teknis yang akan dikirimkan ke Jepang, yang dibuat bersama-sama dengan buku edisi pengajaran bahasa Jepang.
Edisi ini berisi hal-hal yang bersifat pokok dan mendasar: Jika pelatihan membutuhkan informasi yang lebih mendetail dapat merujuk kepada “Pedoman Umum Program Pelatihan Kerja dan Pemagangan
Keterampilan bagi Warga Negara Asign” dan “Buku Pedoman Program Pelatihan Industri dan Program Praktek Kerja” yang dibuat oleh JITCO.
Edisi ini akan membantu para trainee dan peserta magang teknis yang ingin memperoleh pelatihan dan magang teknis yang bermanfaat dan berhasil guna di Jepang. Bab 1 akan menjelaskan mengenai arti dari program pelatihan industrial dan magang teknis. Bab 2 berisi hal-hal yang harus dipertimbangkan sebelum keberangkatan. Bab 3 memberikan informasi mengenai sistem pendukung JITCO bagi para peserta trainee dan peserta magang. Bab 4 menjelaskan mengenai gaya hidup orang Jepang. Manfaatkanlah panduan edisi ini dalam mempersiapkan para trainee dan para peserta magang teknis agar dapat lebih mendalami pelatihan, sehingga dapat berhasil di dalam pekerjaan dan kehidupan pribadinya.
②Untuk para trainee yang akan diberangkatkan ke Jepang:
Panduan edisi ini telah disusun sebagai sebuah teks untuk pelatihan pra-keberangkatan sehingga Anda dapat memiliki kehidupan yang aman dan sehat di Negara Jepang, dan dalam program pelatihan/pelatihan magang teknis. Pelajarilah dan pahamilah isi yang terkandung dalam panduan edisi ini sebelum Anda berangkat ke Jepang.Panduan edisi ini dibatasi kepada muatan-muatan yang mendasar sehingga Anda dapat mempelajarinya terlebih dahulu.
Buku ini menunjukkan kebiasaan-kebiasaan umum bangsa Jepang. Kebiasaan-kebiasaan yang ada dalam buku ini mungkin sedikit berbeda, tergantung kepada tempat dimana Anda akan mendapatkan pelatihan.Menurut hukum yang berlaku di Jepang, setiap organisasi penerima pelatihan yang ada di Jepang harus menempatkan seorang instruktur pelatihan dan seorang mentor gaya hidup.
Research of the Cement sector on the basis of to down research method. It includes
- Study of global economies
- Study of domestic economy
- Rainfall analysis
- Sectoral Research on Cement Sector in India
- Ground Level Research
- Company analysis of Dalmia Bharat Ltd.
- Projection of Financial Statements
- Peer Comparison
Contact me for detailed information
snehaghag78@gmail.com
Nils Flaatten's Presentation at Cap40 Business WednesdayCap40
Nils Flaatten, CEO of Wesgro, the Western Cape Government's Trade and Industry Promotion Agency, gave a very insightful presentation at Cap40 Business Wednesday on the 2nd of July.
Access comprehensive data and analysis on trade and investment in the Western Cape, South Africa and the rest of the world.
The presentation contain in-dept study on pakistan cement sector for equity research purpose. Intellectual Property of Ali Jumani. Please refrain from distributing it in any shape or form, either online or in print.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
5. Together We Build a Better Future 4
New Cement Capacity from Potential Foreign and Domestic Players (By 2017)
No Company Targeted Plant
Location
Capacity
(mn tons)
Pot. to be impl.
(mn tons)
Investment
(US$ mn)
Remarks + Local Partner
1 Siam Cement (Thailand) West Java 1.8 1.8 360 Greenfield, Sukabumi
2 CNBM (China) Central Java 2.4 0 350 Greenfield, Semen Grobogan
3 Semen Merah Putih (Wilmar) Banten 11.5 4.5 n.a
Greenfield (PT Cemindo Gemilang –
Commercial)
4 Anhui Conch Cement (China)
- Tanjung
- Tanah Grogot
- Pontianak
- West Papua
Various
- South Kalimantan
- East Kalimantan
- West Kalimantan
- West Papua
13.7
3.8
3.8
3.8
2.4
3.8
2,350
400
600
600
750
Greenfield
Greenfield
Greenfield
Greenfield
Greenfield
5 Ultratech Wonogiri, Central Java 4.5 0 827 Greenfield
6 Semen Puger East Java 0.6 0 n.a Upgrading
7 Semen Barru South Sulawesi 3.3 0 470 Greenfield (Barru, South Sulawesi)
8 Semen Panasia Central Java 2.0 2.0 240 Greenfield (Banyumas)
T O T A L 40.3 12.1 4,470
New Cement Capacity from Existing Players (2013 – 2017)
No Company Targeted Plant Location Capacity
(mn tons)
Investment
(US$ mn)
Remarks
1 Semen Indonesia Java, Sumatera, Sulawesi 11.5 970 Upgrading + green/brownfield
2 Indocement Java, Kalimantan 8.8 1,560 (E) Cement Mill + brown/greenfield
3 Holcim East Java 3.8 680 (E) Brown/Greenfield
4 Bosowa Java, Sulawesi 7.9 620 Cement Mill + Brownfield
5 Semen Andalas Sumatera 1.6 300 Greenfield
6 Semen Baturaja Sumatera 2.6 325 Greenfield/Brownfield
T O T A L 36.2 4,130
CEMENT CAPACITY COULD ALMOST DOUBLE IN THE NEXT 5 YEARS
6. Together We Build a Better Future 5
Source: Deutsche, Indonesia Cement Association
223
kg
0
200
400
600
800
1.000
1.200
1.400
1.600
1.800 China
Singapore
M
alaysia
Vietnam
Thailand
Indonesia
Philippines
India
kg/capita
COMPARISON: CEMENT CONSUMPTION PER CAPITA 2012
8. Together We Build a Better Future
21.0
6.5
18.1
1.0
16.9
1.9
20.0
2.3
22.7
3.0
23.7
3.5
23.7
3.8
25.2
5.0
25.5
6.0
26.9
5.1
28.2
6.0
32.2
5.9
32.8
6.2
34.2
6.6
39.2
8.8
44.1
10.8
18.2
4.7
0
5
10
15
20
25
30
35
40
45
1997 1999 2001 2003 2005 2007 2009 2011 5M2013
Bagged Cement Bulk Cement
Bag and Bulk cement consumption (million tons)
7
Source: Indonesia Cement Association and the Company’s data
SO FAR INFRASTRUCTURE EXPANSION RELATIVELY SLOW
9. Together We Build a Better Future
Retail (residential) sector is the largest
consumer of cement in Indonesia
8
Bag
80%
Bulk
20%
Key Drivers of Domestic cement demand:
• National Economic Growth
• Favorable Interest Rate Environment
• Infrastructure Expansion
• Per Capita Consumption increase from
current low levels
• Ready-mix (infrastructure): ± 60%
• Fabricator (pre-cast, fiber cement, cement based industry): ± 35%
• Projects (mortar, render): ± 5%
• Housing: ± 90%
• Cement based industry: ± 10%
±
±
Source: Internal Research
DOMESTIC MARKET CONSUMPTION (2012)
10. Together We Build a Better Future 9
MARKET UPDATE
SMGR Corporate Presentation
June 2013
11. Together We Build a Better Future
Papua
Bali & N T
Kalimantan
Sulawesi
Population Distribution (2012)
Sumatera
21.3% Java
57.5.%
8.4%
5.8%
5.5% 1.5%
10
REGION
MARKET SHARE (%)
SMGR INTP SMCB BSWA ANDLS BTRJA KPG
1. JAVA 39.1 40.5 18.4 2.0 - - -
2. SUMATERA 45.5 13.0 13.8 3.0 16.0 9.0 -
3. SULAWESI 64.1 14.8 0.9 20.0 - - -
4. KALIMANTAN 51.0 28.6 11.3 9.0 - - -
5. NUSA TENGGR. 41.9 31.8 3.7 16.5 - - 6.0
6. EASTERN IND. 53.6 24.3 0.8 21.1 - -
TOTAL
INDONESIA
43.7 30.9 14.3 5.3 3.4 1.9 0.3
SG
SP
ST
1
2
34
5
6
21.5%
7.1%
7.9%
5.9 2.4%
Java
55.2%
Sumatera
Cement Distribution (5M 2013)
Domestic Market Share (5M-2013)
MARKET BY GEOGRAPHY
12. Together We Build a Better Future
*) Source: Indonesia Cement Association, un-audited figures
11
AREA 5M 2013 5M 2012 CHANGE (%)
Jakarta 2,177,464 2,033,529 7.1
Banten 1,382,750 1,256,732 10.0
West Java 3,288,320 3,038,365 8.2
Central Java 2,578,205 2,256,123 14.3
Yogyakarta 368,214 310,430 18.6
East Java 2,869,734 2,647,113 8.4
Total Java 12,664,688 11,542,291 9.7
Sumatera 4,932,070 4,896,337 0.7
Kalimantan 1,803,045 1,678,952 7.4
Sulawesi 1,622,599 1,617,705 0.3
Nusa Tenggara 1,355,331 1,154,576 17.4
Maluku & Papua 556,752 512,975 8.5
TOTAL
INDONESIA
22,934,485 21,402,837 7.2
Export Cement 85,240 43,508 95.9
Export Clinker 21,467 100,416 (78.6)
Total Export 106,707 143,924 (25.9)
GRAND TOTAL 23,041,192 21,546,761 6.9
5M 2013 – Domestic Consumption (mio tons)
DESCRIPTION 5M-13 5M-12 CHANGE (%)
DOMESTIC 10,017,522 8,512,926 17.7
Gresik
5,190,159
4,259,574 21.8
Padang
2,796,549
2,582,087 8.3
Tonasa
2,030,813
1,671,265 21.5
EXPORT 89,907 29,246 207.4
GRAND TOTAL 10,107,429 8,542,172 18.3
Industry Sales Type (mio tons)
5M-13 5M-12 YoY Change
Bag 18.2 (79.5%) 17.4 (81.7%) 4.6%
Bulk 4.7 (20.5%) 3.9 (18.3%) 20.5%
5M 2013 - SMGR Sales Volume (million tons)
MARKET UPDATE - Cement Consumption 5M-2013
13. Together We Build a Better Future 12
COMPANY PROFILE
SMGR Corporate Presentation
June 2013
14. Together We Build a Better Future 13
1957 : Inauguration of Gresik I, installed capacity of 250,000 ton cement per annum
1991 : Initial Public Offering, Market Cap.: IDR0.63tn, resulting shareholding structure post IPO:
● Government of Republic of Indonesia: 73%
● Public: 27%
1995 : Acquisition of PT Semen Padang (Persero) and PT Semen Tonasa (Persero)
1998 : Cemex became a strategic partner, Market Cap.: IDR4.9tn
2006 : Blue Valley Holdings bought Cemex’s 24.9% stake in SMGR, Market Cap.: IDR21.5tn
2010 : In March 31, Blue Valley Holdings sold all of its stake ownership in SMGR, Market Cap per April 30, 2010: IDR72.1tn
2011 : Total installed capacity of 20.00mm tons, Market Cap per June 29, 2012: IDR67.0tn
2012 : Acquisition of Thang Long Cement Vietnam, Total installed capacity of 2.3mm tons, Market Cap Dec 19th, 2012: IDR91.9tn
BRIEF HISTORY
0.0
5.0
10.0
15.0
20.0
25.0
30.0
1957
-1970
-1980
-198419851986
-1990
-199519971998
-2006200720082009201020112012
SMGR CAPACITY BUILD-OUT (MM TONS)
Pre-consolidated capacity
Post-consolidated capacity
Installed capacity: 25.3 mio tons (2012)
including TLCC
_ _ _ _ _ _
SMGR IS THE #1 CEMENT COMPANY IN INDONESIA
15. Together We Build a Better Future 14
PublicThe Government of the Republic of Indonesia
PT Semen Indonesia (Persero) Tbk.
PT Semen Padang PT Semen Tonasa
OWNERSHIP STRUCTURE1
¹ As of Dec 18, 2012
51.01% 48.99%
99.99% 99.99%
Name Activities % Ownership
1. Igasar Cement distribution & Trading 12.00%
2. Sepatim B General trading, cement packaging 85.00%
3. Bima SA General trading, cement packaging 80.00%
4. SUPS Cement Packaging 10.00%
Name Activities % Ownership
1. UTSG Limestone & Clay Mining 55.00%
2. IKSG Cement Packaging 60.00%
3. KIG Industrial Estate 65.00%
4. Swadaya Gra Steel fabrication, contractor 25.00%
5. Varia Usaha Transport and general trading 24.90%
6. Eternit Gresik Building materials 17.60%
7. SGG Prima Coal Trading Coal 99.99%
8. SGG Prima Beton Ready Mix Concrete 99.99%
Thang Long Cement, VN
70.00%
PT Semen Gresik
Name Activities % Ownership
1. UTSG Limestone & Clay Mining 55.00%
2. IKSG Packaging Paper 60.00%
3. KIG Industrial Estate 65.00%
4. Swadaya Graha Conyractor & Machine Fabricator 25.00%
5. Varia Usaha Transport and general trading 24.90%
6. Eternit Gresik Building materials 17.60%
7. SGG Energy Prima Coal Mining and Trading 97.00%
8. SGG Prima Beton Ready Mix Concrete 99.99%
FOCUSES IN CORE BUSINESS
16. 15
Total production 2012: 22.8 mn tons and targetted 2013 domestic: 26.0 mn tons and TLCC: 2.0 mn tons
Operate 8 special sea ports: Padang, Tuban, Gresik, Biringkassi, Dumai, Ciwandan, Banyuwangi and Sorong
20 large packing plants: Aceh, Belawan, Padang, Dumai, Batam, Ciwandan (2 Units), Tanjung Priok, Tuban,
Gresik, Banyuwangi, Banjarmasin, Samarinda, Celukan Bawang, Tonasa, Makassar, Palu, Bitung, Ambon and
Sorong
Supported by warehouses in all areas of Java, Bali, Sumatra, Kalimantan, Sulawesi and Papua
Nationwide distribution networks
SMGR’s PRODUCTION FACILITIES ARE WELL SUPPORTED BY
STRATEGICALLY LOCATED MARKETING AND DISTRIBUTION FACILITIES
Teluk
Bayur
Sumatera
Kalimantan
Sulawesi
Maluku
Papua
Lombok
Bali
Java
Batam
Ciwandan
Tanjung Priok Jakarta
Samarinda
Banjarmasin
Palu
Bitung
Ambon
Makassar
Biringkasi
Bali
Tabanan
Denpasar
Singarajan
DI Yogyakarta
Lempuyangan
Janti
Central Java
Tegal
Purwokerto
Kudus
Magelang
Solo/Palur
Alas Tuwo
Mojopahit
Sayung
West Java
Serang
Tangerang
Bogor
Cibitung
Bandung
Tasik Malaya
Cirebon
Narogong
Belawan
Singapore
Kuala Lumpur
Tuban
Surabaya
Cement Plant
Packing Plant
Port
Warehouse
East Java
Margomulyo
Tanjung Wangi
Bangkalan
Swabina
Aceh
Pelabuhan Tuban
Pelabuhan Gresik
Installed Cap.:
6.4 mn tons
Installed Cap.:
14.0 mn tons
Installed Cap.:
7.3 mn tons
Gresik
SorongPontianak
17. Together We Build a Better Future 16
FINANCIAL UPDATE
SMGR Corporate Presentation
June 2013
19. Together We Build a Better Future 18
Description
(Rp bn)
1Q
2012
1Q
2013
Change
(%)
Net Revenue 4.284 5,584 29.4
Cost of Revenue 2,362 3,058 29.5
Gross Profit 1,922 2,484 29.3
Operating Expenses 669 879 31.6
Operating Income 1,254 1,605 28.0
EBITDA 1,410 1,862 32.0
Net Income 1,011 1,236 22.3
EPS (Rp) 170 208 22.3
Ratio (%) Formula
1Q
2012
1Q
2013
Ebitda margin Ebitda / Revenue 32.9 33.6
Interest coverage (x) Ebitda / Interest expense 258.3 24.7
Cost ratio [COGS + Opex] / Revenue 70,7 71,2
Total debt to equity *) Total debt / Total equity 48.5 44.0
Total debt to asset *) Total debt / Total asset 29,7 31.7
*) Total debt calculated from interest bearing debt
FINANCIAL HIGHLIGHT – 1Q 2013
20. Together We Build a Better Future
Cash balance (IDR bn) Total debt (IDR bn)
3,905 33173,6823,846
5,283
2008 2009 2010 2011 2012
3,850
251 199
686
1,871
2008 2009 2010 2011 2012
* Include short term investment
Debt/EBITDA Return on Assets
0,06x
2,00x
0,35x
0,04x
0,14x
0.56x
2008 2009 2010 2011 2012
The projected adjusted debt/EBITDA of 2.0x and
operating margin below 20-%23% to maintain rating
level from Moody’s Investors Service.
18.2%
24.0%
25.8%
23.5% 20.1%
2008 2009 2010 2011 2012
19
STRONG BALANCE SHEET AND RETURNS
21. Together We Build a Better Future 20
50% 50% 55% 50% 45%
50%
2007 2008 2009 2010 2011 2012
Average: 50%
SMGR DIVIDEND PAY OUT RATIO IN THE LAST 6 YEARS
REGULAR DIVIDENDS
Key determinants of
dividend policy:
•Historical dividend payout
trends
•Comparison with peers
•Projected cash-flows
available for dividends
(after taking into account
potential expansionary
capex etc)
•Analyst and investor
expectations
•Shareholder profile
REGULAR DIVIDEND PAYMENTS WITH ATTRACTIVE YIELD
887,7
1261,7
1829,5 1816,7
1962,7
2181,3
0,0
500,0
1000,0
1500,0
2000,0
2500,0
2007 2008 2009 2010 2011 2012
Total Dividen Pay Out
total dividen (IDR billion)
22. Together We Build a Better Future 21
STRATEGIC PROJECTS
SMGR Corporate Presentation
June 2013
23. Together We Build a Better Future 22
SMGR
THE OVERALL
STRATEGY
COMBINES
6 CRITICAL
ELEMENTS
1. Undertake Capacity Growth
2. Manage Energy Security
3. Enhance Company Image
4. Move Closer To The Customer
5. Enable Corporate Growth
6. Manage Key Risks
SMGR LONG TERM STRATEGIC FOCUS
24. Together We Build a Better Future 23
Tuban’s view
Pyroprocessing Tonasa V
Jetty Extension Area
TubanTonasaTonasa
ESP Power Plant
These strategic projects will ensure sustainability of
the Company’s market leadership
Preheater Tuban IV
Raw Mill Dept. Tonasa V
New Plants
Location
Capacity
(mn tons)
Investment
(US$ mn)
Construction
Start Completed
Indarung VI-SumBar 3.0 352 2013 Q4-2015
Rembang-Java 2 3.0 403 2013 Q2-2016
TOTAL CAPEX 6.0 755
CEMENT PLANTS PROJECTS
26. Together We Build a Better Future
2
3
1
Packing plants
Sea port
Warehouses
SMGR's existing plant locations
TLCC – Existing plants
TLCC – Expansion projects
Potential synergies in:
- Investment
- Production,
- Marketing,
- Procurement,
- etc.
25
SEMEN INDONESIA POTENTIAL SYNERGIES
27. Together We Build a Better Future
1995 2003-5
Thn
20111991
GO PUBLIC
The process of consolidation of
SP, SG and ST through the
acquisition method.
• Implementation of
Synergy & Practice GCG
program consistently.
Business
Expansion
IPO (SG became the
first state-owned
Enterprise to go
public on IDX).
1 2 3 4
Background changes Company Name:
PT Semen Gresik (Persero). Tbk PT Semen Indonesia (Persero) Tbk.
Post-Acquisition
Consolidated
and Synergy
Business
Expansion
SG
Operating Holding Functional Holding Strategic Holding
1. Creates Strategic Holding, to Enhance Competitiveness and to Increase Bargaining Power
2. Separates and Optimize the Role or Function of Holding and Operating Co.
3. Tax Considerations, in order to implement the Best Form of Holding
4. Support the Future Company Vision
5. Faces Challenging Environment and Business Competition
6. Optimize Performance through increased Consolidation and Synergy
Operating Company
Independent Company
26
SGG HOLISTIC TRANSFORMATION
28. Together We Build a Better Future
CONCLUSION: WHY SMGR?
SMGR Corporate Presentation
June 2013
27
29. Together We Build a Better Future 28
Outstanding
performance
Experienced
management
team
Conservative
capital
structure and
financial
policies
Robust cash flow
generation
Outstanding
business
performance
Favorable
industry
outlook
Outstanding business performance
– Leading cement player in Indonesia with over 43.% market share based on
sales volume for 4M-2013 and approximately 41% share of total installed
cement capacity (Source: Indonesia Cement Association (“ASI”))
– Strategically plants location is close to key markets throughout the country
– As of Dec 2012, acquired Thang Long Cement Company, Vietnam by 70%
share with installed capacity 2.3 mio tons per annum
– Substantial growth opportunities through expansion and optimization
– Superior distribution network and strong brands recognition
– Long-term access to raw materials for cement production and coal for fuel
consumption
– Concerns on environmental and Corporate Social Responsibility programs to
ensure sustainable growth.
Favourable industry outlook
– Cement consumption pretty much in-line with Indonesian economic growth
– Real estate and infrastructure projects and declining interest rates key
demand drivers
– High barriers to entry (plant, distribution and brand investment costs)
– Disciplined investment on supply side
Robust cash flow generation
– Historically strong revenue, margin and price trends
– High plant utilization and strong focus on cost and revenue management
Conservative capital structure and financial policies
– [Investment grade-like credit metrics]
– Conservative capital structure policy; low use of leverage
– Access to capital markets for expansion initiatives
Experienced management team
– Experienced and successful management team
Strengths of SMGR
SMGR’s COMPARATIVE & COMPETITIVE ADVANTAGE DRIVES SMGR TO BE
THE MARKET LEADER IN INDONESIA
30. Together We Build a Better Future 2929
Main Office:
Semen Gresik Tower
Jln. Veteran
Gresik 61122 – Indonesia
Phone: (62-31) 3981731 -2, 3981745
Fax: (62-31) 3983209, 3972264
Jakarta Office:
The East Building, 18th Floor,
Jln. DR. Ide Anak Agung Gde Agung Kav. E3.2 No.1,
Mega Kuningan, Jakarta 12950 – Indonesia
Phone : (62-21) 5261174 – 5
Fax : (62-21) 5261176
www.semenindonesia.com
THANK YOU
IMPORTANT NOTICE
THIS PRESENTATION IS NOT AND DOES NOT CONSTITUTE OR FORM PART OF, AND IS NOT MADE IN CONNECTION WITH, ANY OFFER FOR SALE OR SUBSCRIPTION OF OR SOLICITATION,
RECOMMENDATION OR INVITATION OF ANY OFFER TO BUY OR SUBSCRIBE FOR ANY SECURITIES NOR SHALL IT OR ANY PART OF IT FORM THE BASIS OF OR BE RELIED ON IN
CONNECTION WITH ANY CONTRACT, COMMITMENT OR INVESTMENT DECISION WHATSOEVER.
THE SLIDES USED IN THIS PRESENTATION ARE STRICTLY CONFIDENTIAL AND HAVE BEEN PREPARED AS A SUPPORT FOR ORAL DISCUSSIONS ONLY. THE INFORMATION CONTAINED IN
THIS PRESENTATION IS BEING PRESENTED TO YOU SOLELY FOR YOUR INFORMATION AND MAY NOT BE REPRODUCED OR REDISTRIBUTED TO ANY OTHER PERSON, IN WHOLE OR IN
PART.
This presentation includes forward-looking statements, which are based on current expectations and forecast about future events. Such statements involve known / unknown risks uncertainties
and other factors, which could cause actual results to differ materially from historical results or those anticipated. Such factors include, among others:
● economic, social and political conditions in Indonesia, and the impact such conditions have on construction and infrastructure spending in Indonesia;
● the effects of competition;
● the effects of changes in laws, regulations, taxation or accounting standards or practices;
● acquisitions, divestitures and various business opportunities that we may pursue;
● changes or volatility in inflation, interest rates and foreign exchange rates;
● accidents, natural disasters or outbreaks of infectious diseases, such as avian influenza, in our markets;
● labor unrest or other similar situations; and
● the outcome of pending or threatened litigation.
We can give no assurance that our expectations will be attained.
DISCLAIMER
The information contained in this report has been taken from sources which we deem reliable. However, none of PT Semen Indonesia (Persero) Tbk and/or its affiliated companies and/or their
respective employees and/or agents make any representation or warranty (express or implied) or accepts any responsibility or liability as to, or in relation to, the accuracy or completeness of the
information and opinions contained in this report or as to any information contained in this report or any other such information or opinions remaining unchanged after the issue thereof.
We expressly disclaim any responsibility or liability (express or implied) of PT Semen Indonesia (Persero) Tbk, its affiliated companies and their respective employees and agents whatsoever
and howsoever arising (including, without limitation for any claim, proceedings, action, suits, losses, expenses, damages or costs) which may be brought against or suffered by any person as a
result of acting in reliance upon the whole or any part of the contents of this report and neither PT Semen Indonesia (Persero) Tbk, its affiliated companies or their respective employees or
agents accepts liability for any errors, omission or mis-statements, negligent or otherwise, in the report and any liability in respect of the report or any inaccuracy therein or omission therefrom
which might otherwise arise is hereby expresses disclaimed.