Assuring the Move Into Next Level
53
Corporate Governance Implementation Report
Corporate Social Responsibility Report
Corporate Data Management Discussion
and Analysis Financial Statements
In environmental management, the Company is committed in the implementation of CO
2
reduction program, industrial waste utilization usage of Alternative Fuel Resources, as well as
hot gas residual utilization. The Company also continues to implementing its
sustainable Corporate Social and Environmental Responsibility by building conducive plants
environment as well as building corporate image in the public.
5. Capability to Maintain Growth
To propel business growth, the Company has refined all of its supporting infrastructures to
become a direct catalyst in accelerating business growth, which covering the organization
governance, quality improvement on information technology and communication, and human
resources HR management. The refinement was conducted in an integrated manner in all the
Company’s group environment.
6. Major Risks Control
Prudence principles become the basis in the Company’s business operations. The Company
improved its risk management through monitoring and mitigation on all major risks, thereby it’s able
to maximize every potential in enhancing the performance.
From all the formulated strategy frameworks, the Company confident in aligning the
implementation into a short term activity through five strategy management focus, which
are revenue management, cost management, capacity management, increasing competitive
advantage and investment management. The objective is to support growth acceleration within
the next 10 year and coming years.
STRATEGY MANAGEMENT FOCUS
To boost growth acceleration, the Company aligned its long term strategy implementation into short term
activity through five strategy management focus, which are revenue management, cost management,
capacity management, increasing advantage and investment management.
Revenue Management
This strategy is closely linked with the Company’s marketing activities. With the revenue management
strategy, the Company conducted the revenue potential management by mapping the distribution
patterns and marketing strategy, with the concentration on products sales primarily to the
regions with optimum operating income margin, yet remain to take new market opportunities in other
potential regions.
Cost Management
With this strategy, the Company strives to focus on cost efficiency efforts through the management of
raw materials, packaging, energy, maintenance, distribution patterns and transportation methods,
thus the Company’s products will gain maximum competitive edge.
Capacity Management
The improvement of production capacity is designed and implemented through both organic and
anorganic methods, including to maintain the stability of operations in high utilization levels, thereby the
Company is capable to maintain the market share, and able to meet the need of increasing cement
demands.
Business Development Report
Assuring the Move Into Next Level
54
Business Development Report Management Reports
Company Information Information For Investors
Operational Review
Increasing Competitive Advantage
To increase the competitive advantage, the Company implements the following programs;
corporate restructuring, subsidiary restructuring, HR competency development, and refinement of
Information and Communication Technology within the group.
Investment Management
In conducting the capacity and business development, the Company implements the well planned
investment strategy, in order to achieve optimum and sustainable results.
SYNERGY PROGRAMS
The Company implements sysnergy to utilize the geographical excellence of its production facility that
located in three main growth areas in Indonesia, thus to accord wider range. The synergy covers
several fields, including engineering, procurements, productions, marketing, distribution and finance, all
are enabled to reduce the Company’s operational costs, so as to increase market competition.
Aligned with the transformation of the Company to become the Strategic Holding Company, the
Company thus will intensively realize its synergy programs. This is in accordance with the Company’s
goals, namely to pursue an active role as the Strategic Holding Company that able to synergize the
potentials of its subsidiaries, or Operating Companies, both engaged in cement or non-cement sectors, to
become an integrated unit that are able to deliver optimum performance to the group.
The Company believes that the implementation of various synergy programs will become more
effective, thereby will deliver significant consolidated performances and optimum results for all the
stakeholders.
Strategic Goods Procurement Synergy
In line with the corporate transformation to become the Strategic Holding, the Synergy Programs in the
procurement is coordinated under the Strategic Procurement Department. The main duties include
coordination of goods and services procurement, which was served in the strategic category to support
the Company’ operations, so as to generate the best goods and services with maintained quality and
process as well as efficient prices.
Tinjauan Kinerja Business Development Report
Business Development Report
