TINGGI KUAT LUAS. Kapasitas Lebih. Kinerja Makin. Distribusi Kian WE ARE READY. Higher Capacity. Stronger Performance. Wider Distribution

PT SEMEN GRESIK (PERSERO) Tbk.

WE ARE READY

Kapasitas Lebih

TINGGI Higher Capacity

Kinerja Makin

KUAT

Stronger Performance

Distribusi Kian

LUAS

Wider Distribution

2011

LAPORAN TAHUNAN Annual Report

Kami adalah perusahaan industri semen nasional terbesar di Indonesia tahun 2011, dari aspek: We are the largest national cement company in Indonesia in 2011 from the aspects of:

PENDAPATAN REVENUE

Pendapatan meningkat karena peningkatan volumen penjualan dan peningkatan harga jual. Perekonomian nasional yang membaik mendorong peningkatan kebutuhan semen tahun 2011 sebesar 17,7%, dengan proyeksi akan terus meningkat di tahuntahun mendatang.

Rp

16.4 triliun trillion

Revenue is rising due to increasing volumes of sales and selling price. The national economy is improving, driving demand for cement in 2011 increased by 17.7% and expected to continue to increase in the coming years.

VOLUME PRODUKSI PRODUCTION VOLUME

19.8

juta ton /tahun million tonnes/year

Perseroan selama ini mampu meningkatkan efisiensi operasional dan meningkatkan kapasitas produksi terpasang melalui program upgrading menjadi sebesar 20 juta ton dari 19 juta ton di tahun 2010. Dengan segera beroperasinya pabrik baru di Tuban dan Tonasa, kapasitas produksi akan bertambah 5 juta ton/tahun menjadi 25 juta ton/tahun. The Company has been able to improve operational efficiency and increase installed production capacity through its upgrading program to a total of 20 million tons up from 19 million tons per year in 2010. With the imminent operation of the new plants in Tuban and Tonasa, production capacity will increase by 5 million tons per year to 25 million tons per year.

PEMBAHASAN DAN ANALISIS MANAJEMEN MANAGEMENT’S DISCUSSION AND ANALYSIS

LAPORAN TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE REPORT

LAPORAN TANGGUNG JAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY REPORT

LAIN-LAIN OTHERS

1

JUMLAH ASET produktif

PANGSA PASAR

NUMBER of Productive ASSETS

MARKETSHARE

Kami memiliki aset terbesar dengan produktivitas tinggi yang kami peroleh melalui pembangunan pabrikpabrik baru secara berkesinambungan seiring dengan pertumbuhan konsumsi dan perkembangan perekonomian.

40.8

Rp

19.7

%

Melalui sinergi pemasaran yang terus meningkat, kami berhasil mempertahankan market share terbesar di dalam negeri. Through improving marketing synergies, we have been able to maintain the largest domestic market share.

We have the biggest assets with the highest production obtained through continuously building new plants in line with cement consumption and economic growth development.

triliun trillion

JARINGAN DISTRIBUSI YANG MENJANGKAU SELURUH INDONESIA distribution network covering the whole of the archipelago

Kami mampu menjangkau seluruh kawasan Nusantara, dari Sabang sampai Merauke dengan jaminan pasokan tepat waktu dan pola transportasi yang efisien dan efektif.

We are able to reach the whole of the nation, from Sabang to Merauke, with guaranteed on time supplies and an efficient and effective transportation system.

MEMBERI DIVIDEN DENGAN KONSISTEN consistently paying dividends

51

%

Memberikan dividen secara konsisten kepada para pemegang saham dengan tingkat rata-rata dividend payout ratio selama 5 (lima) tahun terakhir sebesar 51%. We pay dividends consistently, with a growth level for dividend value on average dividend pay-out ratio over the last 5 years of 51%.

vv

PT SEMEN GRESIIK (PERSERO) Tbk.

2

KAMI TERUS TUMBUH KEEP GROWING KONDISI YANG MEMACU PERTUMBUHAN INDUSTRI SEMEN NASIONAL

JUMLAH PENDUDUK INDONESIA indonesia's population

KONSUMSI SEMEN PER KAPITA (SALAH SATU TERENDAH DI ASIA) cement consumption per capita (one of the lowest figures in Asia)

THE Conditions Stimulate Growth in the National Cement Industry

± 240 juta million

PENERAPAN 6 FOKUS STRATEGI PENGEMBANGAN JANGKA PANJANG MENYAMBUT PELUANG PERTUMBUHAN KONSUMSI SEMEN Application of 6 Focused Long-Term Strategies Welcomes Opportunities for Cement Consumption Growth LAPORAN TAHUNAN 2011 ANNUAL REPORT

PENINGKATAN KAPASITAS memproyeksikan peningkatan kapasitas untuk memenuhi pertumbuhan permintaan.

INCREASING capacity Projecting capacity increase in line with demand growth.

± 199 kg/tahun kg/year

PENGAMANAN ENERGI mengembangkan kemampuan pemenuhan kebutuhan energi untuk menjamin pasokan.

ENERGY SECURITY developing the ability to fulfill energy requirements to secure supply.

3

Sebagai pemimpin industri semen nasional di Indonesia, Semen Gresik menempati posisi strategis dan siap mendukung pertumbuhan ekonomi dan pembangunan bangsa. As the leading national cement industry in Indonesia, Semen Gresik plays a significant role to support economic growth and development of the nation. TINGKAT PERTUMBUHAN EKONOMI economic growth

AKSELARASI TINGKAT PEMBANGUNAN KONSTRUKSI dan infrastruktur Acceleration of construction and infrastructure development levels

6-6.5 %/tahun %/year

PEMENUHAN KEBUTUHAN KONSUMEN Meningkatkan kepuasan dan loyalitas konsumen melalui pemenuhan berbagai produk yang berkualitas, layanan prima dan kontinuitas pasokan.

Fulfilling customer needs Improving customer loyalty and satisfaction through a variety of quality products, excellent service and continuity of supply.

10.5%

PENGUATAN FAKTOR PENDUKUNG

Meningkatkan seluruh faktor pendukung untuk mempercepat pencapaian tujuan perusahaan.

ENABLE CORPORATE GROWTH Improving supporting factors to accelerate achievement of the Company's objectives.

TINGKAT BUNGA YANG KONDUSIF* favorable interest rate* *3 tahun terakhir *Last 3 years

6.5%

PENGUATAN CITRA KORPORASI

Mengimplementasikan secara konsisten kebijakan triple bottom line untuk menguatkan citra corporasi.

ENHANCE COMPANY IMAGE Consistently implementing the policy of triple bottom line to strengthening the Company image.

PENINGKATAN PERINGKAT UTANG LUAR NEGERI MENJADI INVESTMENT GRADE Improved foreign debt rating to investment grade

rating

PENGENDALIAN RISIKO UTAMA

Mewujudkan pertumbuhan berkelanjutan pada tingkat risiko yang dapat diterima.

keep risk under control Delivering sustainable growth at an acceptable level of risk.


4

Memberi manfaat lebih besar bagi seluruh pemangku kepentingan CONTRIBUTING GREATER BENEFIT TO ALL STAKEHOLDERS

KONTRIBUSI UNTUK NEGERI Contributing to the COUNTRY

TURUT BERPERAN MENYEJAHTERAKAN MASYARAKAT Bringing prosperity to the public

LAPORAN TAHUNAN 2011 ANNUAL REPORT

5

• Menunjang peningkatan penyerapan tenaga kerja baik dari industri semen maupun sektor yang terkait. Supporting employment both in the cement industry and related sectors.

• Meningkatkan pendapatan negara, baik dari pajak korporasi, dividen maupun pertumbuhan perekonomian di areal sekitarnya. Increasing state revenue through corporation tax, dividend payments, and economic growth in surrounding areas.

MENDUKUNG PEMBANGUNAN INFRASTRUKTUR Supporting Infrastructure Development

• Memungkinkan dibangunnya seluruh sarana maupun prasarana penunjang bagi kelancaran dunia usaha. Facilitating the development of entire facilities and supporting infrastructure for smoother running of business.

• Mendorong penurunan biaya distribusi berkat prasarana infrastruktur transportasi yang semakin memadai. Encouraging the slashing of distribution costs due to a more extensive transport infrastructure.

• Menunjang pemenuhan kebutuhan semen untuk membangun pemukiman yang layak dan nyaman bagi masyarakat. Supporting fulfillment of cement requirements to build decent and comfortable housing for the public.

• Mendukung tersedianya bangunan sarana dan prasarana lingkungan yang memadai. Supporting the availability of satisfactory facilities and infrastructure

• Memperluas lapangan kerja bagi masyarakat berkat pertumbuhan ekonomi yang didukung oleh sarana infrastruktur yang makin lengkap. Expanding employment opportunities for the people due to growing economy supported by more comprehensive infrastructure facilities.

KONTRIBUSI UNTUK LINGKUNGAN CONTRIBUTION FOR ENVIRONMENT

• Aplikasi proses produksi berdasarkan pada clean development mechamism. A production process based on a clean development mechanism.

• Partisipasi pada upaya pemeliharaan lingkungan dan gerakan penghijauan. Participating in environmental conservation and re-greening projects.

• Penggunaan limbah industri lain untuk bahan baku penolong. Using waste products from other industries as an ancillary raw material.


6

daftar isi

Table of contents INFORMASI PERUSAHAAN COMPANY PROFILE

IKHTISAR HIGHLIGHTS

VISI DAN MISI Vision and Mission

36

SEKILAS PERSEROAN Company In Brief

38

P.1

IKHTISAR KEUANGAN Financial Highlights

8

IKHTISAR OPERASIONAL Operational Highlights

9

PERISTIWA PENTING Significant Events PENGHARGAAN DAN SERTIFIKASI Awards and Certifications

LAPORAN MANAJEMEN MANAGEMENT REPORT

P.34

STRUKTUR USAHA DAN ENTITAS ANAK Corporate Structure and Subsidiaries

41

12

STRUKTUR ORGANISASI Organization Structure

42

14

PETA WILAYAH OPERASIONAL DAN DISTRIBUSI Map of Operational and Distribution Areas

P.16

LAPORAN DEWAN KOMISARIS Report from the Board of Commissioners

16

LAPORAN DEWAN DIREKSI Report from the Board of Directors

24

44

ALAMAT KANTOR DAN AKSES INFORMASI Office Addresses and Access Information

50

Entitas anak DAN Entitas asosiasi Investment in Subsidiaries and Associates

51

INFORMASI BAGI INVESTOR INFORMATION FOR SHAREHOLDERS

P.54

GRAFIK KINERJA SAHAM Composition Stock Performance

56

IKHTISAR SAHAM, PEMBAYARAN DIVIDEN DAN KRONOLOGI PENCATATAN SAHAM Stock Highlights, Dividends Payment and Share Listing Chronology

58

KOMPOSISI PEMEGANG SAHAM Shareholder Composition

59

STRUKTUR KEPEMILIKAN SAHAM Ownership Structure

62

Kepemilikan Saham oleh Direksi 63 Share Ownership by Directors DIVIDEN DAN KEBIJAKAN DIVIDEN Dividends and Dividend Policy

63

KONDISI PASAR MODAL DAN KINERJA SAHAM PERSEROAN Capital Market Conditions and Performance of Company’s Share

64

NAMA LEMBAGA DAN PROFESI PENUNJANG PASAR MODAL Name of Institutions and Stock Market Supporting Proffesional

70

P.73

TINJAUAN OPERASIONAL OPERATIONAL PERFORMANCE STRATEGI BISNIS Business Strategy

74

PENGELOLAAN LINGKUNGAN HIDUP Environmental Management

94

PEMBANGUNAN PABRIK DAN FASILITAS DISTRIBUSI Building Production and Distribution Facilities

79

KESELAMATAN DAN KESEHATAN KERJA Occupational Health & Safety

100

PENGELOLAAN HUMAN CAPITAL Human Capital Management

84

INOVASI PERSEROAN Corporate Innovation

103


PENGEMBANGAN TEKNOLOGI INFORMASI DAN KOMUNIKASI Information and Communication Technology Development RISIKO DAN MANAJEMEN RISIKO Risk and Risk Management

105

110

7

PEMBAHASAN DAN ANALISIS MANAJEMEN MANAGEMENT’S DISCUSSION AND ANALYSIS TINJAUAN EKONOMI, TINJAUAN INDUSTRI DAN PROSPEK USAHA Economy Review, Industy and Business Prospect

122

TINJAUAN KINERJA Business Review

125

Bidang Pemasaran dan Distribusi Marketing and Distribution

125

Bidang Produksi Production

129

Bidang Penelitian dan Pengembangan Research and Development

132

TINJAUAN KINERJA KEUANGAN Financial Performance Review

135

Laporan Laba Rugi Konsolidasian Highlights of Consolidated Income Statement Ikhtisar Posisi Keuangan Konsolidasian

135 142

Consolidated Financial Position Highlights Arus Kas Cash Flow

150

Rasio-Rasio Keuangan Financial Ratios

151

Realisasi Belanja Modal

P.120


TINJAUAN KINERJA Entitas anak Consolidated Performance Review of the Subsidiaries INFORMASI MATERIAL Material Information

165

177

RAPAT UMUM PEMEGANG SAHAM

P.174

179

Kebijakan Tata Kelola Perusahaan Corporate Governance Policies

182

Assessment Penerapan GCG Assessment of GCG Application

189

RoadMap Penerapan GCG RoadMap for GCG Application

191

Implementasi GCG GCG Implementation

192

INTERNAL AUDIT Internal Audit

198

P.268

Profil DEWAN KOMISARIS DAN DIREKSI The Board of Commissioners and the Board of Directors Profile

270

DEWAN KOMISARIS Board of Commissioners

213

direksi Board of Directors

221

Komite Penunjang Dewan Komisaris The Board of Commissioners Supporting Committee

235

Sekretaris Perusahaan Corporate Secretary

248

Office of The CEO

254

Perkara Hukum Yang Dihadapi Perseroan Litigation

274

PROFIL SEKRETARIS PERUSAHAAN Corporate Secretary Profile

279

PROFIL KEPALA AUDIT INTERNAL Head of Internal Profile

279

208

General Meeting of Shareholders Pedoman, Struktur dan Mekanisme Tata-kelola Guidelines, Structure and Governance Mechanism

LAIN – LAIN OTHERS

Profil SINGKAT ANGGOTA KOMITE Brief Profile of Committee Members

LAPORAN PELAKSANAAN TATA KELOLA PERUSAHAAN CORPORATE GOVERNANCE REPORT Tujuan PENERAPAN GCG GCG Aims

155

153

Realisation of Capital Expenditure

P.260

PERNYATAAN DEWAN KOMISARIS DAN DIREKSI The Board of Commissioners and Directors Report

LAPORAN KEUANGAN KONSOLIDASIAN CONSOLIDATED FINANCIAL STATEMENTS

286

P.287

254

PT SEMEN GRESIIK (PERSERO) Tbk

8

IKHTISAR HIGHLIGHTS

LAPORAN MANAJEMEN Management Report

INFORMASI PERUSAHAAN COMPANY PROFILE

INFORMASI BAGI INVESTOR INFORMATION FOR INVESTORS

TINJAUAN OPERASIONAL OPERATIONAL PERFORMANCE

IKHTISAR KEUANGAN Financial Highlights (dalam juta Rupiah) (in millions Rupiah)

Ikhtisar Laporan posisi keuangan statement of financial position

2011

2010a)

2009a)

2008a)

2007a)

7,646,145

7,345,868

8,221,270

7,085,685

5,270,175

80,193

69,630

64,408

57,303

47,996

11,640,692

7,662,560

4,014,143

3,308,878

3,089,622

294,573

484,941

651,487

151,098

107,434

Total Aset Total Assets

19,661,603

15,562,999

12,951,308

10,602,964

8,515,227

Liabilitas Jangka Pendek Current Liabilities Liabilitas Jangka Panjang Non - Current Liabilities Total Liabilitias Total Liabilties

2,889,137 2,157,369 5,046,506

2,517,519 905,727 3,423,246

2,293,769 331,835 2,625,604

2,090,589 338,660 2,429,249

1,445,874 349,766 1,795,640

Total Ekuitas Total Equity

14,615,097

12,139,753

10,325,704

8,173,715

6,719,587

Pengeluaran Modal Capital Expenditure Modal Kerja Modal Kerja laba rugi statement of income Pendapatan Revenue Laba Bruto Gross Profit Laba Usaha Operating Income Laba yang Dapat Diatribusikan kepada pemilik Entitas Induk (Laba Bersih) Profit Attributable to Equity holder of Parent Entity (Net Income) Laba Komprehensif Comprehensive Income EBITDA (b) EBITDA Rata-rata Tertimbang Saham Beredar (dalam ribuan) Weighted Average Number of Shares Outstanding (in thousand) Laba per Saham Dasar (rupiah) (b) Basic Earnings per Share (in Rupiah) RASIO-RASIO KEUANGAN FINANCIAL RATIOS Marjin Laba Bruto Gross Profit Margin

4,195,379 4,757,008

3,505,827 4,828,349

1,614,648 5,927,501

562,830 4,995,096

357,734 3,824,301

16,378,794 7,486,926 4,892,131

14,344,189 6,810,110 4,509,944

14,387,850 6,774,141 4,338,600

12,209,846 5,354,621 3,380,676

9,600,801 4,000,657 2,425,717

3,925,442

3,633,220

3,326,488

2,523,544

1,775,408

3,960,605

3,656,622

3,329.473

2,523,544

1,775,408

5,401,962

4,969,531

4,772,573

3,867,228

2,848,528

5,931,520

5,931,520

5,879,361

5,922,179

5,931,520

662

613

566

426

299

45.7%

47.5%

47.1%

43.9%

41.7%

Aset Lancar Current Assets Investasi pada Entitas Asosiasi Investments in Associates Aset Tetap Fixed Assets Aset Tidak Lancar Lainnya Other Non-Current Assets

Marjin Laba Usaha Operating Margin

29.9%

31.4%

30.2%

27.7%

25.3%

Marjin Laba Bersih Net Profit Margin Marjin EBITDA EBITDA Margin EBITDA terhadap Bunga (x) Interest Coverage Laba Terhadap Ekuitas (c) Return to Equity Laba Terhadap Total Aset Return to Assets Rasio Lancar Current Ratio Liabilitas Terhadap Ekuitas (d) Total Debt to Equity Liabilitas Terhadap Aset (e) Total Debt to Assets

24.0% 33.0%

25.3% 34.6%

23.1% 33.2%

20.7% 31.6%

18.5% 30.0%

195.7

190.4

234.4

147.4

247.5

27.1% 20.0% 264.7% 12.9% 9.5%

30.3% 23.3% 291.8% 5.5% 4.2%

32.6% 25.7% 358.4% 1.4% 1.1%

31.3% 23.8% 338.9% 2.2% 1.7%

26.8% 20.8% 364.5% 2.4% 1.9%

Keterangan Description: a) Disajikan kembali terkait dengan penerapan standar akuntansi revisi Restated related to implementation of revised accounting standards b) Dihitung dengan laba usaha (selain pendapatan dan beban operasi lainnya) ditambah dengan deplesi, depresiasi dan amortisasi Calculated by operating income (excluded other operating income and expenses) plus depletion, depreciation and amortization


c) Ekuitas yang dapat diatribusikan kepada pemilik entitas induk Equity attributable to equity holder of parent entity d) Total liabilitas yang berefek bunga dan ekuitas yang dapat diatribusikan kepada pemilik entitas induk Total interest bearing debt and equity attributable to equity holder of parent entity e) Total liabilitas yang berefek bunga Total interest bearing debt




LAIN-LAIN OTHERS

9

IKHTISAR OPERASIONAL Operational Highlights

Satuan

2011

Kapasitas Produksi Production Capacity

Ribu ton

20,000

19,000

19,000

18,000

17,100

Produksi Production

Ribu ton

19,812

18,185

18,139

18,172

16,786

Bidang Industri industry segment

2010

2009

2008

2007

Semen CEMENT

Industri Kemasan PACKAGING INDUSTRY Produksi Sewn Kraft Sewn Woven Production

Lembar

-

-

103,300

233,060

1,111,550

Produksi Sewn Woven Sewn Woven Production

Lembar

26,800,475

24,943,475

22,843,165

18,280,502

10,378,796

Produksi Pasted Kraft Pasted Bag Production

Lembar

188,067,150

178,495,900

168,230,535

153,858,722

132,458,580

Total Produksi Kemasan Total Packaging Production

Lembar

214,867,625

203,439,375

191,177,000

172,372,284

143,948,926

56,073

95,411

37,985

43,087

65,026

KAWASAN INDUSTRI Real Estate INDUSTRY Volume Penjualan Sales Volume Penjualan Tanah Industri Sales of Industrial Land

M2

Penjualan Ruko Shops Sales

Unit

4

2

2

-

-

Penjualan Lahan Industri Kecil Sales

Unit

-

4

-

1

-

64,915

64,915

52,428

59,949

37,793

Volume Persewaan Rental Volume Sewa Tanah Land Lease

M2

Sewa BPSP BPSP Rent

Unit

12

12

12

13

13

Sewa Gudang Warehouse Rent

Unit

63

49

47

35

33

Sewa Kantor Office Rent

Unit

-

-

1

3

2

Sewa Ruko Shop Houses Rent

Unit

19

14

11

12

12

Batu Kapur Limestone

Ton

10,547,902

9,290,318

10,591,523

10,630,486

9,574,268

Tanah Liat Clay

Ton

2,493,276

2,159,433

2,358,400

1,964,710

1,613,234

Subtotal

Ton

13,041,178

11,449,751

12,949,922

12,595,196

11,187,502

Pertambangan MINING SERVICE Jasa Tambang Mining Service

Jasa Tambang Lainnya Other Mining Service Satuan BCM In BCM Unit

Ton

608,685

490,706

583,712

968,170

51,494

Satuan Ton In Ton Unit

Ton

7,037,913

1,552,283

-

-

-

Satuan Jam In Hour Unit

Ton

108,792

86,768

7,071

-

-

Subtotal

Ton

7,755,390

2,129,757

611,471

1,397,270

691,308

Total Pertambangan Total Mining

Ton

20,796,569

13,579,508

13,561,393

13,992,466

11,878,810

Catatan Notes Angka entitas konsolidasi Consolidated entity figures


10

IKHTISAR HIGHLIGHTS


5.3

%


kapasitas produksi (dalam juta ton) PRODUCTION CAPACITY (in million tons)

17.1

18.0

19.0

19.0


TINJAUAN OPERASIONAL OPERASIONAL PERFORMANCE

tingkat utilisasi (dalam %) UTILIZATION LEVEL (in %)

20.0

KAPASITAS PRODUKSI 2011 naik MENJADI 20,0 JUTA TON

98.0

101.0

99.1 95.0

95.7

Production capacity in 2011 increased to 20.0 million tons

07

8.8

%

produksi semen naik menjadi 19,8 juta ton

08

09

10

11

volume produksi (dalam juta ton) PRODUCTION VOLUME (in million tons)

07

17.7

18.1

18.2

08

09

10

09

10

11

VOLUME PENJUALAN (dalam juta ton) SALES VOLUME (in million tons)

19.7

19.8 16.9

08

16.9

17.7

18.4

17.9

07

08

09

10

Cement production increased to 19.8 million tons

07

11

EBITDA (dalam Rp miliar) EBITDA (in Rp billions)

pendapatan (dalam Rp miliar) REVENUE (in Rp billions) 16.379 14,388

5,402

4,773

14,344 3,867

12,210 9,601

07

4,970

11

2,849

08


09

10

11

07

08

09

10

11



laba bersih (dalam Rp miliar) NET INCOME (in Rp billions)


rasio beban pokok terhadap pendapatan (%) COGS TO REVENUE (in %) 58.3

56.1

3,925 3,327

52.9

52.5

LAIN-LAIN OTHERS

11

15.8

%

54.3

rasio beban usaha

3,634

Operating expenses

2,523 1,775

07

08

09

10

11

07

16.2

08

16.9

09

16.0

10

31.3 26.8

30.3

23.8

15.8

09

10

11

25.7 23.3

20.8

11

RASIO LABA TERHADAP EKUITAS (%) RETURN ON EQUITY (in %) 32.6

08

RASIO LABA TERHADAP TOTAL ASET (%) RETURN ON ASSETS (in %)

RASIO BEBAN USAHA TERHADAP PENDAPATAN (%) SGA TO REVENUE (in %)

16.4

07

27.1

07

08

09

10

20.0

11

27.1

%

rasio laba terhadap ekuitas Return on Equity

07

08

09

10

11


12

IKHTISAR HIGHLIGHTS





PERISTIWA PENTING Significant Events

1

JANUARI

2

3 6

JANUARY

10 4

S e m e n G r e s i k U K M Aw a r d , P e m b e r i a n penghargaan kepada UKM mitra binaan 21 BUMN dan BUMD di seluruh Jawa Timur.

Semen Gresik SME Award, granting awards to SME partners, 21 state-owned enterprises and regionally owned enterprises across East Java.

Februari

febrUARY

01 Penandatanganan MOU dengan Perum Perhutani dalam rangka Rehabilitasi Kawasan Hutan di Lahan Pinjam Pakai Perseroan. 5

6

Signing of an MOU with Perum Perhutani for the Rehabilitation of Forest Areas Used by the Company.

23 Penganugerahan pemenang Semen Gresik Award on Innovation untuk meningkatkan kinerja Perseroan di masa mendatang.

Bestowing Semen Gresik Award to the Winner of Innovation to improve Company performance in the future.

MARET

MARCH

11

7

Penyeleng garaan Rapat Umum Pemegang Saham Luar Biasa Perseroan (RUPSLB) dengan keputusan: penggantian susunan keanggotaan Dewan Komisaris dan Direksi

Semen Gresik EGM Convened with the following ratification: Changes to the membership of the Boards of Commissioners and Directors.

1. UKM Award

19

2. Penandatanganan MOU dengan Perum Perhutani

Pemberian beasiswa kepada 110 mahasiswa dari 10 PTN di seluruh Indonesia.

Awarding of Scholarships to 110 students from 10 State Universities throughout Indonesia.

JUNI

JUNE

MOU and Perum Perhutani 3. Gresik Award Innovation 4. RUPSLB EGMS 5. Pemberian beasiswa Scholarship 6. Pemberian beasiswa di wilayah Surabaya, Gresik dan Tuban Scholarship in Surabaya, Gresik and Tuban 7. RUPST AGMS

15 Pemberian beasiswa kepada 1.823 siswa di wilayah Surabaya, Gresik, dan Tuban.

Awarding scholarships to 1,823 students in Surabaya, Gresik, and Tuban.

28 RUPST dengan salah satu keputusan pembagian dividen tunai sebesar 50% laba bersih, sebesar Rp1,8 triliun atau sebesar Rp306 per saham.


AGM convened, one decision from which is payment of cash dividends of 50% net profit, amounting to Rp1.8 trillion or Rp306 per share.



OKTOBER


LAIN-LAIN OTHERS

13

OCTOBER

14 Kerja sama Perseroan dengan Badan Penelitian dan Pengembangan (Balitbang) Pertanian, Kementerian Pertanian dalam penelitian dan pengembangan tanaman jarak pagar sebagai energi alternatif.

Cooperation between the Company and the National Agriculture Research and Development Body (Balitbang), Ministry of Agriculture for research and development of jatropha plants as alternative energy.

19 RUPSLB dengan keputusan: pengukuhan pemberhentian dengan hormat Sdr. Irwan Suarly sebagai Direktur Pemasaran; dan rencana penggantian Direktur Pemasaran pada RUPS selanjutnya.

EGM convened and ratified: Dismissal with respect to the Director of Marketing; and planned replacement of the Director of Marketing at the next GMS.

8

7

9

10

12

11

8. Kerjasama Perseroan dengan Badan Penelitian dan Pengembangan Pertanian Cooperation between the Company and the National Agriculture Research and Development 9. RUPSLB EGMS

NOVEMBER

NOVEMBER

10 Uji coba sebagian peralatan Proyek Pembangunan Pabrik Semen Baru Tuban IV.

Trial run of some equipment for Tuban IV New Plant Construction Project.

17 MOU dengan BPKP tentang pengelolaan dan pengembangan GCG dan Manajemen Risiko.

MO U w i t h B P K P o n m a n a g e m e n t a n d development of GCG and Risk Management.

10. Uji coba Proyek Pembangunan Pabrik Baru Tuban IV Trial run for Tuban IV New Plant Construction Project 11. Uji coba Proyek Pembangunan Pabrik Baru Tuban IV Trial run for Tuban IV New Plant Construction Project 12. MOU dan BPKP MOU with BPKP


14

IKHTISAR HIGHLIGHTS





PENGHARGAAN DAN SERTIFIKASI Awards and Certification 1

2

3

4

5

JUNI

JUNE

Best Wealth Creators untuk kategori Asean Best Public Companies, dalam acara Penghargaan Indonesia SWA 100 . (gambar no. 1)

Best Wealth Creators in Asean Best Public Companies category, at SWA 100 Indonesia Awards. (picture no.1)

Best Wealth Creators untuk kategori Indonesia Best Public Companies dalam acara Penghargaan Indonesia SWA 100 2011.

Best Wealth Creators in Indonesia Best Public Companies category at SWA 100 Indonesia Awards 2011.

First Rank untuk kategori Indonesia Best Public Companies, dalam acara Penghargaan Indonesia SWA 100 Best Wealth Creators. (gambar no. 2)

First Rank in Indonesia Best Public Companies category, at SWA 100 Indonesia Awards Best Wealth Creators. (picture no.2)

Peringkat 8 “SWA 100 Indonesia’s Best Wealth Creators” dari 100 Perusahaan. Berdasarkan Wealth Added Index (WAITM), diselenggarakan oleh majalah SWA bekerja sama dengan Stern Stewart & Co. (gambar no. 3)

Ranked 8th “SWA 100 Indonesia’s Best Wealth Creators” from 100 companies. Based on Wealth Added Index (WAITM), held by SWA Magazine in cooperation with Stern Stewart & Co. (picture no.3)

AGUSTUS

AUGUST

Top Brand Awards 2011 dari Frontier Consulting Group bekerja sama dengan majalah Marketing. (gambar no. 4)

Top Brand Awards 2011 from Frontier Consulting Group in cooperation with Marketing magazine. (picture no.4)

Super Brand dari Phoenix Communication. (gambar no. 5)

Super Brand from Phoenix Communication. (picture no 5)

Lembaga Litbang di Industri Terbaik dalam acara “Anugerah Iptek Tahun 2011 Pranata Litbang (Prayogasala)” diberikan oleh Presiden RI pada Hari Kebangkitan Teknologi Nasional (Hakteknas) ke-16 pada tanggal 10 Agustus 2011

Industry R&D Institutions (Lembaga Litbang) for Best Industry at “The Gift of Science and Technology 2011 Pranata Research & Development (Prayogasala)” presented by RI President on 16th National Technology Day (Hakteknas) on August 10, 2011.

SEPTEMBER

SEPTEMBER

Indonesia Green Awards 2011 dari Majalah Bisnis & CSR . (gambar no. 6)

Indonesia Green Awards 2011 from Bisnis Magazine & CSR. (picture no 6)

Excellent Presentation On International Exposation For Excellent Team in International IETECH Singapore. (gambar no. 7)

Excellent Presentation On International Exposition For Excellent Team at International IETECH Singapore. (picture no 7)

OKTOBER

OCTOBER

Predikat Sangat Bagus untuk BUMN Industri NonKeuangan dalam InfoBank BUMN Awards. (gambar no. 8)

Rated Very Good for Non-financial SOE at InfoBank SOE Awards. (picture no 8)

6

7





november

NOVEMBER

Penghargaan Predikat Good Performance oleh IQA ( Indonesian Quality Awards). (gambar no. 9)

Awarded Good Performance Rating by IQA (Indonesian Quality Awards). (picture no.9)

Menerima penghargaan bidang Tata Kelola Lingkungan untuk yang ketiga kalinya dengan peringkat Proper Hijau 2011. (gambar no. 10)

Accepted award for Environmental Management for the third time with the rating Proper Green 2011.

desember

december

10 Perusahaan Berkinerja Terbaik Versi Majalah Forbes. (gambar no. 11)

10 Best Performing Companies by Forbes Magazine. (picture no.11)

Best Disclosure & Transparency pada ICD CG Conference and Awards dari Indonesian Institute for Corporate Directorship. (gambar no. 12)

Best Disclosure & Transparency at ICD CG Conference and Awards from Indonesian Institute for Corporate Directorship. (picture no.12)

Indonesia’s Most Trusted Companies untuk Kategori Survey to Investor and Analysts oleh Majalah SWA.

Indonesia’s Most Trusted Companies in Survey of Investors and Analysts Category by SWA Magazine.

Penghargaan untuk Kategori Industri yang Berwawasan Lingkungan dalam rangka ISRA (Indonesia Sustainability Reporting Award) oleh NCSR ( Nasional Center for Sustainability Reporting). (gambar no. 13)

Award for Environmentally-minded Industry at ISRA (Indonesia Sustainability Reporting Award) by NCSR (National Center for Sustainability Reporting). (picture no.13)

SERTIFIKASI

CERTIFICATION

LAIN-LAIN OTHERS

8

9

10

ISO – 9001 : 2008

Sistem Manajemen Mutu. (sertifikasi oleh SGS-UK, 2009-2012). Quality Management System (certified by SGS-UK, 2009-2012).

ISO – 14001 : 2004

Sistem Manajemen Lingkungan. (sertifikasi oleh SGS, 2010-2013). Environmental Management System (certified by SGS,2010-2013).

OHSAS - 18001 : 2007

Sistem Manajemen Keselamatan dan Kesehatan Kerja. (sertifikasi oleh SGS-UK, 2008-2011) Occupational Health & Safety Management System. (certified by SGS-UK, 2008-2011)

SMK3 Kerja

Sistem Manajemen Keselamatan dan Kesehatan Kerja (Sertifikasi oleh Sucofindo, 2011) Occupational Health & Safety Management System (certified by Sucofindo, 2011)

ISO/IEC - 17025 : 2008

Sertifikat Akreditasi Laboratorium Pengujian Bahan (LP-151-DN) (sertifikasi dari KAN, 2011-2013).

11

12

13

Materials Testing Laboratory Accreditation Certificate (LP-151-DN) (certified by KAN, 2011-2013).


15

16

IKHTISAR HIGHLIGHTS




TINJAUAN OPERASIONAL Operational PERFORMANCE

laporan dewan komisaris Report from the Board of Commissioners

Pengawasan pelaksanaan rencana pengembangan jangka panjang, implementasi manajemen risiko, pengembangan human capital, realisasi proyek strategis dan peningkatan kualitas penerapan praktek GCG untuk menjamin pertumbuhan kinerja yang gemilang dan berkelanjutan. Supervising implementation of planned long term developments, implementing risk management, human capital development, strategic project realization and improvements to the quality of GCG application to ensure bright and sustainable performance growth.

Pemegang Saham yang terhormat,

Respected Shareholders,

Kami, Dewan Komisaris, dengan besar hati menyampaikan penghargaan kepada Direksi, manajemen, dan seluruh karyawan atas keberhasilan Perseroan dalam menorehkan prestasi kinerja yang membanggakan pada tahun 2011. Seluruh hasil ini tentu tidak lepas dari kesiapan manajemen dalam menyambut peluang usaha yang tercipta seraya memanfaatkan akumulasi kemampuan seluruh jajaran organisasi secara terpadu dalam bentuk penerapan strategi yang tepat. Ketepatan penerapan strategi dan kecepatan pengambilan keputusan operasional sangat penting, mengingat permintaan produk semen padatahun lalu tumbuh tinggi di luar perkiraan para pelaku industri, sementara Perseroan menghadapi kendala keterbatasan kapasitas.

We, the Board of Commissioners, express our great appreciation to the Board of Directors, the management and all employees for successfully achieving a strong performance for the Company in 2011 that we can be proud of. These results are inseparable from the management’s readiness to greet all business opportunities as they arise while making integrated use of accumulated capabilities throughout the organization and the application of the right strategies. It is of great importance to be able to apply accurate strategies and make organizational decisions quickly, considering that demand for cement last year grew far beyond the estimates of industry observers while at the same time the Company was facing the obstacle of limited capacity.

Sebagaimana diketahui, pertumbuhan perekonomian Indonesia (GDP) pada tahun 2011 cukup baik, mencapai 6,5% dengan didukung konsumsi domestik, kinerja ekspor yang baik dan peningkatan kegiatan investasi. Pertumbuhan ekonomi tersebut juga ditandai dengan perbaikan kondisi ekonomi makro yang mencakup terkendalinya tingkat inflasi yang hanya sebesar 3,79%, kestabilan nilai tukar rupiah, turunnya BI rate menjadi sebesar 6,0% dan peningkatan peringkat utang luar negeri Indonesia menjadi investment grade (Fitch Ratings, BBB- dan Moody’s Investor Service, Baa3). Seluruh kondisi tersebut mempengaruhi peningkatan konsumsi semen di tahun 2011 yang tumbuh tinggi.

As is well known, Indonesia’s economic growth (GDP) in 2011 was good, achieving 6.5% supported by domestic consumption, good export performance and increasing investment activities. Economic growth was also marked with improvements to macroeconomic conditions, including control over the rate of inflation, which was held at only 3.79%, stability of the Rupiah exchange rate, a fall in the BI reference rate to 6.0% and an increase in Indonesia’s foreign debt rating to investment grade (Fitch Ratings, BBBand Moody’s Investor Service, Baa3). All these conditions have had an influence on the high growth in cement consumption during 2011.

Namun demikian, kondisi perekonomian global yang masih tidak menentu terkait dengan krisis di kawasan Uni Eropa dan defisit anggaran Amerika Serikat mulai kuartal ketiga tahun 2011 bisa mempengaruhi tingkat pertumbuhan perekonomian nasional pada tahun mendatang yang, pada akhirnya, mempengaruhi permintaan semen nasional pada masa mendatang.

However, global economic conditions remain uncertain due to the crisis in the European Union and the double deficit in the United States, which started in the third quarter of 2011, and could influence national economic growth levels in the coming year, which in turn could influence the national demand for cement in the future.





LAIN-LAIN OTHERS

D. ADITYA SUMANAGARA KOMISARIS UTAMA PRESIDENT COMMISSIONER


17

18

IKHTISAR HIGHLIGHTS




Kondisi umum Perseroan Di tengah atmosfir perekonomian nasional yang kondusif tersebut, Perseroan juga mampu mencatat kinerja operasional yang baik. Produksi berhasil ditingkatkan menjadi sebesar 19,81 juta ton, naik 8,9% dari produksi sebesar 18,19 juta ton di tahun sebelumnya, dengan tingkat utilitas sebesar 99,1% dari kapasitas produksi pada tahun 2011.


G ENERA L C ONDI T IONS F OR T H E COMPANY In the midst of these favorable national economic conditions, the Company has also recorded good operational performance. Production has risen to 19.81 million tons, an increase of 8.9% from production the previous year at 18.19 million tons, with a utilization rate of 99.1% of 2011 production capacity.

Volume penjualan total, domestik dan ekspor, meningkat 10.0% menjadi 19,72 juta ton dari 17,93 juta di tahun 2010. Di dalamnya termasuk peningkatan volume penjualan domestik yang meningkat sebesar 11,1% yang ternyata masih berada dibawah peningkatan konsumsi domestik yang melonjak 17,7% yang di luar prakiraan para pelaku industri yang pada awal tahun memprediksi kenaikan pada kisaran 8,0%. Meskipun Perseroan masih memimpin pasar semen domestik dengan pangsa pasar 40,8%, namun angka ini mengalami penurunan dari 43,3% pada tahun 2010. Penurunan pangsa pasar di tahun 2011 tersebut semata-mata disebabkan terbatasnya kapasitas produksi pabrik.

Total sales volume, domestic and export, rose 10.0% to 19.72 million tons, up from 17.93 million in 2010. This includes an increase in domestic sales of 11.1%, which is in fact still below the increased domestic demand, which jumped to 17.7%, far beyond the predictions of industry observers who at the beginning of the year foresaw an increase of 8.0%. The Company still leads the domestic cement market with a market share of 40.8%, although this has fallen from the 43.3% in 2010. This fall in market share in 2011 was due to limited production capacity at the plants.

Menghadapi penurunan pangsa pasar tersebut, Dewan Komisaris telah memberikan saran kepada Direksi untuk merumuskan dan menetapkan serangkaian program masa mendatang yang dapat memastikan bahwa Perseroan akan mampu kembali meningkatkan pangsa pasar yang sempat turun akibat keterbatasan kemampuan produksi tersebut, termasuk memastikan pembangunan dua unit pabrik baru agar dapat diselesaikan dan dapat beroperasi pada tahun 2012.

Considering this decline in market share, the Board of Commissioners has advised the Board of Directors to formulate and decide a series of programs to ensure that the Company can regain its market share that fell due to limited production capability, including ensuring that construction of the two new plants is completed and operations start in 2012.

Peningkatan volume penjualan dan penyesuaian harga kemudian membuat total pendapatan Perseroan meningkat 14,2% dari Rp14,34 triliun pada tahun 2010, menjadi sebesar Rp16,38 triliun. Sementara laba bersih Perseroan meningkat 8,0% menjadi Rp3,93 triliun dari Rp3,63 di tahun sebelumnya, sehingga laba bersih persaham juga meningkat 8,0% menjadi Rp662,00 dari Rp613,00. Hasil ini diikuti dengan peningkatan EBITDA Perseroan menjadi sebesar Rp5,40 triliun, naik 8,7% dibanding tahun sebelumnya, sebesar Rp4,97 triliun.

The increasing volume of sales and subsequent price adjustments saw the Company’s revenue increase 14.2% from Rp14.34 trillion in 2010 to Rp16.38 trillion. Meanwhile, the Company’s net profit rose 8.0% to Rp3.93 trillion from Rp3.63 trillion the previous year, thus earnings per share also rose 8.0% to Rp662.00 up from Rp613.00. This result was followed by an increase in the Company’s EBITDA to Rp5.40 trillion up 8.7% in comparison to the previous year’s Rp4.97 trillion.

Selain itu, pembangunan 2 pabrik baru berkapasitas total 5 juta ton, pembangkit listrik, dan penambahan fasilitas distribusi terus dilaksanakan. Secara keseluruhan, penyelesaian pembangunan dua unit pabrik tersebut di akhir tahun 2011 telah mencapai angka 97,6% untuk Tuban IV dan 93,6% untuk Tonasa V, sedangkan untuk pembangunan PLTU Tonasa mencapai angka 68,6%.

In addition, the construction of 2 new plants with a total capacity of 5 million tons, a power plant and additional distribution facilities, is ongoing. Overall, completion of the two new plants as of end 2011 had reached 97.6% for Tuban IV and 93.6% for Tonasa V, while the Tonasa power plant had reached 68.6% completion.

Dewan Komisaris mengamati dengan cermat perkembangan penyelesaian proyek strategis tersebut dan mendukung setiap upaya yang dilakukan Direksi untuk memastikan penyelesaiannya. Dewan Komisaris juga mendukung pembangunan packing plant dan sarana penunjang lain yang akan membuat Perseroan mampu meningkatkan pangsa pasar pada masa mendatang.

The Board of Commissioners has carefully observed the development of these strategic projects and supports every effort made by the Board of Directors to ensure their completion. The Board of Commissioners also supports the construction of packing plants and other supporting facilities, which will give the Company a greater ability to increase market share in the future.





Seluruh perkembangan dan kinerja Perseroan ini direspon positif oleh pemilik modal, sebagaimana tercermin dari meningkatnya harga saham perseroan di tengah kecenderungan lesunya bursabursa utama, termasuk BEI, dengan ditutup pada harga Rp11.450 per saham meningkat 21,2% dari penutupan tahun lalu sebesar Rp9.450 per saham. Angka kenaikan tersebut berada cukup jauh di atas rata-rata kenaikan IHSG yang sebesar 3,2%.

All the Company’s developments and its performance have received positive response, as can be seen in the increasing share price at a time when the main exchanges were sluggish, including the IDX, with the share price closing at Rp11,450 per share, an increase of 21.2% over closing the previous year at Rp9,450 per share. This increase is very strong compared with the average increase on the Jakarta Composite Index of 3.2%.

Pengawasan dan Penilaian atas Kinerja Direksi Sepanjang tahun pelaporan, Dewan Komisaris melakukan tugas pengawasan terhadap kebijakan manajemen, mekanisme kepengurusan dan operasional Perseroan yang dijalankan oleh Direksi serta memberikan arahan kepada Direksi. Berdasarkan evaluasi atas kinerja operasional di tahun pelaporan, Dewan Komisaris mengamanatkan Direksi untuk terus melakukan inovasi operasional termasuk dalam implementasi 4 fokus strategi yang meliputi revenue management, cost management, capacity manegement, dan improving competitive advantage.

SUPERVISION AND EVALUATION OF THE BOARD OF DIRECTORS’ PERFORMANCE During the reporting year, the Board of Commissioners has implemented its duty to oversee management policy, management of the Company’s mechanisms and operations as implemented by the Board of Directors, as well as providing advice to the Board of Directors. Based on our evaluation of operational performance during the reporting year, the Board of Commissioners has observed that the Board of Directors continues to implement operational innovations, including implementing the 4 strategic focuses of revenue management, cost management, capacity management, and improving competitive advantage.

Dewan Komisaris juga mengamanatkan semakin di-intensifkannya upaya mitigasi risiko melalui Enterprise Wide Risk Management (EWRM) secara terintegrasi, sehingga risiko yang dihadapi dapat diubah menjadi peluang peningkatan usaha. Dewan Komisaris mengawasi dengan seksama pengelolaan risiko yang dilaksanakan Direksi dengan dukungan dari komite yang relevan. Dewan Komisaris juga mengawasi upaya yang dilaksanakan Direksi dalam menerapkan strategi pemasaran yang tepat menghadapi peningkatan intensitas persaingan. Untuk itu Dewan Komisaris mengamanatkan pendekatan komunikasi pemasaran yang elegant dengan mengedepankan upaya peningkatan citra merk sebagai pedoman utama agar produk Perseroan semakin diterima di pasar.

The Board of Commissioners has also observed the increasingly intensive efforts to mitigate risk through integrated Enterprise Wide Risk Management (EWRM), such that the risks being faced can become opportunities to improve the business. The Board of Commissioners, with the support of the relevant committees, has carefully overseen the risk management implemented by the Board of Directors. The Board of Commissioners has also overseen the Board of Directors’ efforts to apply the most appropriate marketing strategy as we face increasingly intense competition. To achieve this, the Board of Commissioners has mandated elegant marketing communication to promote efforts to improve the brand image as the main guideline for acceptance of the Company’s products in the market.

Dewan Komisaris, dengan didukung oleh Komite Penunjang Dewan Komisaris, telah mengamanatkan Direksi agar meningkatkan kualitas praktik GCG melalui sosialisasi terus-menerus dan berjenjang seluruh aturan yang tercakup dalam Pedoman GCG, Pedoman Kode Etik dan penjelasan nilainilai perusahaan.

The Board of Commissioners, with the support of its Supporting Committees, has mandated that the Board of Directors improve the quality of GCG application through continual communication and cascading of all regulations contained in the GCG Guidelines, Code of Conduct Guidelines, as well as clarifying the Company’s Values.

Dalam melaksanakan tugas pengawasan dan memberikan arahan kepada Direksi, Dewan Komisaris dibantu oleh lima Komite Penunjang Dewan Komisaris, meliputi: Komite Audit, Komite Strategi, Manajemen Risiko dan Investasi, Komite Nominasi dan Remunerasi, Komite Good Corporate Governance serta Oversight Committee, yang secara rutin melakukan rapat-rapat konsultatif dan koordinasi dengan manajemen Perseroan. Dewan Komisaris melaksanakan pengawasan

In the implementation of its oversight and advisory duties to the Board of Directors, the Board of Commissioners is assisted by five Supporting Committees, which are: the Audit Committee, Strategy, Risk Management and Investment Committee, Nomination and Remuneration Committee, Good Corporate Governance Committee and the Oversight Committee, which routinely hold consultative and coordinating meetings with the Company’s

LAIN-LAIN OTHERS

Perkembangan kinerja Perseroan direspon positif oleh pemilik modal sehingga harga saham SMGR di akhir tahun 2011 ditutup pada harga Rp11.450 per saham, naik 21,2% dari penutupan tahun 2010, jauh diatas peningkatan IHSG yang sebesar 3,2%. Developments in the Company’s performance have received a positive response from the capital market with SMGR shares closing as of end 2011 at Rp11,450 per share, up 21.2% from the close of 2010, far above growth on JCI at 3.2%.


19

20

IKHTISAR HIGHLIGHTS


3 2 1

4

5

6





1. Achmad Jadizie Komisaris Independen Independent Commissioner

4. SETIA PURWAKA Komisaris Commissioner

2. M. CHATIB BASRI Komisaris Independen Independent Commissioner

5. HADI WALUYO Komisaris Commissioner

3. SUMARYANTO WIDAYATIN Komisaris Commissioner

6. D. ADITYA SUMANAGARA Komisaris Utama President Commissioner




atas ketercapaian RKAP (Rencana Kerja dan Anggaran Perusahaan), realisasi belanja modal, kemajuan pembangunan proyek strategis dan pelaksanaan berbagai tugas operasional yang dijalankan Direksi melalui pertemuan berkala, penyelenggaraan rapat ad-hoc dan kunjungan langsung ke lokasi proyek.

management. The Board of Commissioners oversees the achievement of the Work Plan and Corporate Budget (RKAP), realization of capital expenditure, development of strategic construction projects and the implementation of various operational duties carried out by the Board of Directors through periodic meetings, ad hoc meetings and site visits to project locations.

Melalui berbagai diskusi intens dan memperhatikan raihan kinerja yang ditunjukkan di tahun 2011, Dewan Komisaris sekali lagi memberi apresiasi tinggi atas seluruh capaian tersebut yang merupakan buah kerja sama seluruh pihak dan diharapkan kinerja tahun 2011 ini merupakan pendorong diraihnya kinerja yang lebih baik pada tahun mendatang.

Through various intense discussions and with attention to performance achievements demonstrated in 2011, the Board of Commissioners once again expresses its highest appreciation for all these accomplishments, which are the result of all parties cooperating together, and we hope that 2011 performance will encourage even greater success in the coming years.

Pengembangan SDM Dewan Komisaris mengingatkan Direksi bahwa seluruh rencana pengembangan yang telah disusun dan dikaji dengan seksama tidak akan berhasil tanpa dukungan Sumber Daya Manusia yang kompeten. Oleh karenanya, Dewan Komisaris senantiasa mengawasi setiap tahapan implementasi Human Capital Master Plan (HCMP) untuk meningkatkan kompetensi human resources agar daya saing Perseroan semakin meningkat. Untuk itu, Dewan Komisaris juga mendukung upaya penyusunan program pelatihan yang terencana termasuk upaya perbaikan metode pengelolaan administrasi dan pemberian remunerasi yang sepadan dengan kinerja.

HUMAN RESOURCE DEVELOPMENT The Board of Commissioners reminds the Board of Directors that all the development plans that have been diligently developed and studied could not be successful without the support of competent Human Resources. Therefore, the Board of Commissioners constantly monitors every implementation stage of the Human Capital Master Plan (HCMP) to improve human resources competency and thus ensure the Company is increasingly competitive. For this reason, the Board of Commissioners also supports efforts to develop a planned training program, including efforts to improve the administrative system and provision of remuneration commensurate with performance.

Dewan Komisaris mendukung penuh upaya redifining, internalisasi dan sosialisasi budaya Korporasi CHAMPS, yang merupakan akronim dari Compete With a Clear & Synergized Vision, Have a High Spirit for Continuous Learning, Act with High Accountability, Meet Customer Expectation, Perform ethically with high Integrity dan Strengthening Teamwork, dan penciptaan human capital bermental GREAT yang adalah akronim dari Global Orientation Mind, Reliable in Strategic way, Enthusiasm to innovate, Accord in harmony, Toward Good Business Ethics, supaya seluruh insan perseroan memiliki karakter kuat dan beretika, dan berintegritas tinggi dalam menjalankan tugas-tugasnya.

The Board of Commissioners fully supports efforts to redefine, internalize and communicate the Corporate culture, CHAMPS, an acronym for Compete With Clear & Synergized Vision, Have a High Spirit for Continuous Learning, Act with High Accountability, Meet Customer Expectations, Perform Ethically With High Integrity and Strengthening Teamwork, as well as the creation of human capital with a GREAT attitude, an acronym for Global Orientation Mind, Reliable in Strategic ways, Enthusiasm to innovate, Accord in harmony, Toward Good Business Ethics, so that everyone in the Company has a strong, ethical character that is well integrated with the implementation of their duties.

Dewan Komisaris sangat menghargai daya inovasi setiap insan Perseroan melalui penyelenggaraan Semen Gresik Group Award on Innovation(SGGAI) yang dikelola dengan konsep yang jelas dan terarah.

The Board of Commissioners is very appreciative of the innovations demonstrated in the Semen Gresik Group Award on Innovation (SGGAI), which has been managed with a clear and well directed concept.

Tanggung Jawab Sosial Perusahaan Dewan Komisaris senantiasa mengingatkan Direksi untuk konsisten menerapkan prinsip triple bottom line, yaitu harmoni antara Profit (ekonomi), Planet (lingkungan) dan People (sosial) melalui Program CSR dan PKBL yang terus mengalami peningkatan sehingga Perseroan dalam operasionalnya mendapat dukungan dari masyarakat sekitar,

CORPORATE SOCIAL RESPONSIBILITY The Board of Commissioners always reminds the Board of Directors to consistently apply the triple bottom line principle, i.e. harmony between Profit (economy), Planet (environment) and People (social) through its CSR and PCSP programs, which continue to increase, such that the Company’s operations receive the support of

LAIN-LAIN OTHERS


21

22

IKHTISAR HIGHLIGHTS


Dewan Komisaris senantiasa mengingatkan Direksi untuk konsisten menerapkan prinsip triple bottom line, yaitu harmoni antara Profit (ekonomi), Planet (lingkungan) dan People (sosial) The Board of Commissioners always reminds the Board of Directors to apply the tripple bottom line principle, i.e. harmony between Profit (economy), Planet (environment) and People (Social)




Selain itu kami juga mendorong Perseroan untuk senantiasa berupaya menjaga pengelolaan lingkungan dengan mempertahankan peringkat PROPER HIJAU pada tahun 2011, di samping mendorong Perseroan berpartisipasi dalam upaya menurunkan dampak pemanasan global melalui pengembangan proyek Clean Development Mechanism (CDM) yang merupakan program upaya pengurangan emisi CO2 berskala global. Dewan Komisaris juga mendukung upaya Direksi untuk mendaftarkan program CDM-nya ke UNFCCC (United Nation Framework Convention on Climate Change) untuk mendapatkan CER (Certified Emission Reduction) yang dapat meningkatkan reputasi perusahaan karena menerapkan teknologi yang ramah lingkungan di samping memperoleh potensi tambahan pendapatan.

local communities. In addition, we also encourage the Company to continually make efforts to care for the environment and maintain our PROPER HIJAU ranking of 2011, as well as encourage the Company to participate in efforts to reduce the effects of global warming through development of the Clean Development Mechanism (CDM), a program which attempts to reduce CO2 emissions globally. The Board of Commissioners also supports the Board of Directors labors to register its CDM program with UNFCCC (United Nation Framework Convention on Climate Change) to achieve CER (Certified Emission Reduction), which will improve the company’s due to implementation of environmentally friendly technology, as well as have the potential to add revenue.

Tantangan dan Peluang di Tahun 2012 Kondisi Perekonomian global yang tidak menentu akibat belum adanya kejelasan penyelesaian krisis keuangan di negara-negara kawasan Uni Eropa membuat prediksi pertumbuhan ekonomi global, regional maupun nasional dikoreksi ke tingkat yang lebih rendah. Meskipun Pemerintah meluncurkan inisiatif Master Plan Percepatan dan Perluasan Pembangunan Ekonomi Indonesia (MP3EI) 2011-2025 yang dapat memberikan kontribusi bagi peningkatan konsumsi semen, prediksi pertumbuhan konsumsi semen domestik tumbuh minimal 8%.

CHALLENGES AND OPPORTUNITIES IN 2012 The uncertain global economy resulting from the lack of a clear end to the financial crisis in the European Union has resulted in global, regional and national economic growth predictions being corrected to a lower level. Even though the Government has launched its Master Plan for Acceleration and Expansion of Indonesia’s Economic Development (MP3EI) 2011-2025 initiative, which could contribute to increasing demand for cement, predictions for domestic cement growth are a minimum of 8%.

Inisiatif pembangunan tersebut dapat membuka peluang peningkatan permintaan semen secara berkesinambungan dalam jangka panjang. Namun juga dapat mengundang minat masuknya pemain industri semen baru yang potensial, terutama dari China, yang dapat meningkatkan persaingan di pasar domestik dan menekan pangsa pasar Perseroan. Kecenderungan harga BBM yang semakin meningkat juga dapat mempengaruhi naiknya beban pokok yang, pada akhirnya, mempengaruhi marjin laba.

This development initiative could provide opportunities for increased cement demand on an ongoing long-term basis. However, it also invites the interest of new cement industry players, in particular from China, which will increase competition in the domestic market and pressure the Company’s market share. The tendency for fuel prices to continue increasing also leads to increasing prices, which in turn will influence profit margins.

Oleh karena itu, Dewan Komisaris mengamanatkan Direksi agar konsisten menerapkan inisiatif strategi jangka panjang, yakni pertumbuhan kapasitas, pengamanan energi, penguatan citra korporasi, pemenuhan kebutuhan konsumen, penguatan faktor penunjang, dan pengendalian resiko, untuk memastikan Perseroan mampu memanfaatkan peluang yang terbuka dan mencatatkan pertumbuhan kinerja yang berkesinambungan. Dewan Komisaris, bersama Komite Penunjang Dewan Komisaris, akan senantiasa mengawasi pelaksanaan program-program rencana aksi yang tercakup dalam dokumen RJPP dan siap memberikan masukan dan saran untuk memastikan tercapainya setiap tahapan pelaksanaan rencana aksi tersebut.

Therefore, the Board of Commissioners has mandated that the Board of Directors consistently applies long term strategic initiatives, i.e. capacity growth, energy security, strengthen the corporate image, fulfillment of customer needs, strengthen supporting factors and risk management, to ensure the Company can take full advantage of the opportunities that arise and record continual growth. The Board of Commissioners, along with the Supporting Committees, will continue to oversee the implementation of the planned programs included in the Long Term Plan and are prepared to provide input and advice to ensure the achievement of every stage of these plans.

Penutup Akhir kata, kami, Dewan Komisaris, menggunakan kesempatan ini menyampaikan ungkapan syukur ke hadirat Tuhan Yang Maha Esa atas keberhasilan Perseroan mencapai semua target yang ditetapkan

CLOSING Finally, we, the Board of Commissioners, would like to take this opportunity to express our gratitude for the presence of God Almighty for the success of the Company in achieving its




dengan dukungan dan dedikasi yang tinggi dari Direksi dan segenap karyawan PT Semen Gresik (Persero) Tbk. Saat yang sama kami juga mengucapkan terima kasih atas sumbang saran serta dukungan pemangku kepentingan sehingga Perseroan dapat memberikan yang terbaik kepada pemegang saham, masyarakat, dan pemangku kepentingan secara keseluruhan.


LAIN-LAIN OTHERS

targets with the support and high dedication of all the Directors and employees of PT Semen Gresik (Persero) Tbk. At the same time, we are grateful for the advice and support of the Company’s stakeholders, so that the Company has been able to provide its best to the shareholders, the public and all stakeholders.

Jakarta, 20 April 2012

D. Aditya Sumanagara Komisaris Utama President Commissioner


23

24

IKHTISAR HIGHLIGHTS





laporan dIREKSI

Report from the Board of Directors Para Pemegang Saham Yang Terhormat,

Respected Shareholders,

Dengan mengucap syukur kepada Tuhan Yang Maha Esa, atas nama Direksi, saya laporkan bahwa tahun 2011 Perseroan meraih kinerja yang lebih baik dari tahun sebelumnya berkat keberhasilan memanfaatkan momentum membaiknya kondisi perekonomian nasional dan meningkatnya permintaan semen. Perseroan juga berhasil menyelesaikan beberapa rencana strategis yang telah ditetapkan, antara lain pembangunan fasilitas distribusi, upgrading peralatan produksi, efisiensi produksi, dan meningkatnya sinergi group.

With thanks to Almighty God, on behalf of the Board of Directors, I report in 2011 the Company achieved better performance than last year thanks to the successful utilization of improved momentum resulting from the improving national economy and increasing demand for cement. The Company has also successfully completed several of its intended strategic plans, including building distribution facilities, upgrading production equipment, production efficiencies and improving group synergy.

Sebagaimana diketahui, kondisi makro ekonomi Indonesia di tahun 2011 cukup kondusif, ditunjukkan dengan membaiknya berbagai indikator makro ekonomi,antara lain:terjaganya neraca perdagangan, stabilnya nilai tukar Rupiah disekitar Rp9.086 (melemah 0,9%), stabilnya sukubunga rujukan BI dikisaran 6,0%, naiknya PDB Indonesia sebesar 6,5% dan naiknya pendapatan perkapita masyarakat Indonesia menjadi sekitar Rp30,8 juta per tahun.Atas perbaikan indikator perekonomian ini, pada tahun 2011 Indonesia memperoleh peringkat investment grade dari Fitch Rating yang diikuti oleh Moody’s diawal tahun 2012.

As already known, Indonesia’s macroeconomic conditions in 2011 were quite favorable, as demonstrated by improvements to various macroeconomic indicators, including preservation of the balance of trade, the stability of the rupiah at approximately Rp9,086 (weakening by 0.9%), the stability of the BI reference rate at approximately 6.0%, an increase in Indonesia’s GDP of approximately 6.5% and rising per capita income for the people of Indonesia to approximately Rp30.8 million per year. Based on these economic indicators, in 2011 Indonesia was awarded an investment grade rating by Fitch Ratings, which was followed by Moody’s in early 2012.

Membaiknya perekonomian dalam negeri pada tahun 2011 berimbas positif pada permintaan semen domestik, yang melonjak hingga 17,7% dipicu realisasi proyek infrastruktur, peningkatan kegiatan di sektor properti, serta naiknya permintaan retail akibat meningkatnya pendapatan per kapita.

The improving domestic economy in 2011 had a positive impact on the domestic demand for cement, which jumped by 17.7% triggered by the realization of infrastructure projects, increased activity in the property sector, as well as rising retail demand resulting from the increasing per capita income.

Dengan peluang tersebut, ditambah dengan konsistensi penerapan empat fokus pengelolaan yakni Revenue Management, Cost Management, Capacity Management dan Improving Competitive Advantage, maka Perseroan berhasil mencatat kinerja yang lebih baik dibanding tahun sebelumnya.

With these opportunities, and the consistent application of our four focuses, Revenue Management, Cost Management, Capacity Management and Improving Competitive Advantage, the Company has been able to successfully record an improved performance over the previous year.

Peningkatan kinerja di tengah Persaingan Menghadapi lonjakan permintaan semen domestik yang tinggi tersebut, Perseroan mengintensifkan penerapan capacity management dan sinergi

Improving Performance in the midst of Competition Faced with the surging high domestic demand for cement, the Company intensified the implementation of its capacity management and distribution





LAIN-LAIN OTHERS

DWI SOETJIPTO DIREKTUR UTAMA PRESIDENT DIRECTOR


25

26

IKHTISAR HIGHLIGHTS





distribusi antar perusahaan. Hal ini dilakukan mengingat Perseroan sejak beberapa tahun terakhir beroperasi dengan tingkat utilisasi ratarata diatas 95%.

synergies between its companies. This was done considering that the Company has, over the last few years, been operating with an average utilization rate above 95%.

Optimalisasi produksi yang dijalankan dengan seksama berhasil meningkatkan realisasi produksi semen Perseroan menjadi sebesar 19,81 juta ton, atau naik 8,9% dari produksi tahun sebelumnya sebesar 18,19 juta ton. Angka ini menunjukkan tingkat utilisasi sebesar 99,1% dari kapasitas terpasang sebesar 20 juta ton.

Careful production optimization has resulted in successful realization of increased cement production by the Company, reaching 19.81 million tons, up 8.9% from the previous year’s production of 18.19 million tons. This figure demonstrates a utilization rate of 99.1% of the 20 million tons installed capacity.

Memperhatikan ketersediaan kapasitas produksi, maka Perseroan menetapkan strategi bisnis untuk lebih berkonsentrasi di pasar dalam negeri. Melalui upaya tersebut Perseroan berhasil meningkatkan volume penjualan domestik sebesar 11,1% menjadi 19,59 juta dari sebesar 17,64 juta ton di tahun 2010 dan volume penjualan total (termasuk ekspor) meningkat 10,0% menjadi 19,72 juta ton dari 17,93 juta di tahun 2010. Dengan keterbatasan kapasitas produksi ini, Perseroan masih mampu menguasai pangsa pasar dalam negeri pada kisaran 40,8%.

Noting the production capacity available, the Company developed a business strategy to concentrate on the domestic market. Through these efforts, the Company successfully increased its domestic sales volume by 11.1% to 19.59 million tons, up from 17.64 million tons in 2010, while the overall volume of total sales (including exports) rose 10.0% to 19.72 million tons from 17.93 million tons in 2010. With its production capacity limitations, the Company was still able to control approximately 40.8% of the domestic market.

Perseroan pun tetap konsisten menerapkan strategi optimized revenue, dengan fokus pada daerah-daerah pasar yang memberikan manfaat optimal. Upaya ini membuahkan peningkatan pendapatan sebesar 14,2% menjadi Rp16,38 triliun, dari Rp14,34 triliun.

The Company has remained consistent in its application of the optimized revenue strategy, focusing on market areas providing optimum benefit. These efforts bore fruit in an increase in revenue of 14.2% to Rp16.38 trillion, up from the previous Rp14.34 trillion.

Implementasi strategi cost management dilakukan melalui berbagai upaya inovasi antara lain: • penggunaan bahan baku alternatif yang merupakan buangan proses produksi pada industri lain, misalnya flydanvalley ash, gypsum The Company recorded sertacopper slag, growth of sales of • Konversi penggunaan batubara kalori tinggi ke kalori yang lebih rendah, 11.1%, cornered 40.8% • pemanfaatan panas buang untuk menghasilkan of the domestic market, energi listrik dengan membangun teknologi increased revenue Waste Heat Recovery Power Generation by 14.2% to Rp16.38 (WHRPG). trillion, and successfully • pemanfaatan bahan bakar alternatif, misalnya improved efficiencies sekam padi, tobacco waste, dan oil sludge and controlled • aplikasi teknologi produksi terkini dengan melakukan upgrading peralatan produksi. production costs through • sinergi di berbagai aktifitas produksi, pengadaan, various innovative dan distribusi. measures leading to a rise in net profit of 8% Berbagai upaya tersebut berhasil menekan biaya reaching Rp3.93 trillion. produksiper ton dengan baik, sehingga walaupun The Company is also terjadi kenaikan harga bahan bakar dan listrik, ready to welcome the beban pokok penjualan pada tahun 2011 hanya meningkat sebesar 7,4% dari tahun 2010. Nilai challenges of rising tersebut dibawah rata-rata peningkatan beban demand for cement pokok industri sejenis maupun peningkatan harga domestically with the komponen beban pokok utama. Selain itu, melalui completion of the new program efisiensi yang dijalankan, Perseroan juga plants and additional berhasil mengendalikan laju pertumbuhan beban supporting facilities for usaha, sehingga rasio beban usaha berada pada distribution. kisaran yang sama dengan tahun lalu, sebesar 16,0%. Hal tersebut menyebabkan laba bersih Perseroan meningkat sebesar 8,0% menjadi Rp3,93 triliun dari Rp3,63 di tahun sebelumnya.

Implementation of the cost management strategy has been conducted through various innovations, including: • Use of alternative fuels that in themselves are the waste products from production processes in other industries, including fly and valley ash, gypsum and copper slag. • Shifting coal consumption to that of a lower calorie rating. • Using exhaust heat to generate electricity through use of Waste Heat Recovery Generator (WHRG) technology. • Use of alternative fuels, including rice husks, tobacco waste and oil sludge. • Using sophisticated production technology and upgrading production equipment. • Synergizing all production, procurement and distribution activities.

Perseroan mencatatkan pertumbuhan volume penjualan sebesar 11,1%, menguasai pasar domestik sebesar 40,8%, meningkatkan pendapatan 14,2% menjadi Rp16,38 triliun, serta berhasil melakukan peningkatan efisiensi dan mengendalikan beban produksi melalui berbagai langkah inovasi sehingga laba bersih naik 8% mencapai Rp3,93 triliun. Perseroan juga semakin siap menyambut peluang peningkatan pasar semen dalam negeri melalui penyelesaian pabrik baru dan penambahan sarana penunjang distribusI.


These efforts have resulted in the Company’s production cost per ton being well controlled, thus, despite the rising cost of fuel and electricity, the Company’s cost of goods sold in 2011 rose only by approximately 7.4% over 2010. This figure is below the average rise in cost of goods for similar industries, as well as the rise in price of the main cost components. Additionally, the Company’s efficiency programs have successfully controlled the growth in operating expenses, with the operating expense ratio remaining approximately the same as the previous year at 16%. This has resulted in the Company’s net profit increasing approximately 8.0% to Rp3.93 trillion, up from Rp3.63 in the previous year.




Dengan demikian laba bersih per saham yang dapat diatribusikan kepada pemilik entitas induk juga meningkat 8,0% menjadi Rp662,- dari Rp613,-. Sementara itu, EBITDA berhasil ditingkatkan menjadi Rp5,40 triliun, lebih tinggi 8,7% dibanding tahun sebelumnya sebesar Rp4,97 triliun.

Concurrently, net profit per share attributable to the parent entity has also risen 8.0% to Rp3.93 trillion from Rp3.63 trillion, thus earnings per share also rose to Rp662 from Rp613. Meanwhile, EBITDA has also risen to Rp5.40 trillion, a rise of 8.7% compared to the previous year’s Rp4.97 trillion.

Hasil kinerja operasional ini membuat kondisi fundamental Perseroan tetap kokoh, dengan ROE sebesar 26,9%dan ROA sebesar 20,0%. Posisi Debt to Equity Ratio (DER) diakhir tahun 2011 sebesar 12,9% dan rasio hutang terhadap EBITDA sebesar 0,3 kali. Kemampuan keuangan yang kuat ini akan memudahkan Perseroan memperoleh dana pihak ketiga dalam rangka implementasi rencana pengembangan Perseroan di masa yang akan datang.

This operational performance has resulted in the Company’s fundamental condition remaining strong, with ROE of 26.9% and ROA of 20.0%. The Debt to Equity Ratio (DER) position as of end 2011 amounted to 12.9% and the debt to EBITDA ratio amounted to 0.3 times. This strong financial position will facilitate the Company obtaining third party funds to implement its planned development in future years.

Siap Menyambut Peluang Sebagai wujud dari penciptaan pertumbuhan berkelanjutan, pada tahun 2011 Perseroan telah melaksanakan berbagai langkah strategis antara lain: • peningkatan kapasitas produksi: upgrading, perluasan quarry, pembangunan pabrik baru. • pengamanan energi: pembangungan power plant, WHRPG, Alternative Fuel Resources (AFR), pengamanan pasokan batubara. • bidang distribusi; menyelesaikan pembangunan 3 packing plant di Dumai, Ciwandan dan Banyuwangi. • penguatan faktor penunjang; meningkatkan kompetensi SDM dan penyempurnaan IT. Khusus di bidang IT berbagai modul aplikasi telah dikembangkan hingga manajemen mampu memonitor kondisi operasional secara lebih akurat.

Ready to Welcome Opportunity As a manifestation of the creation of this sustainable growth, in 2011, the Company implemented a variety of its strategic plans, including: • Increased production capacity: upgrading, quarry expansion, construction of new plants. • Energy security: power plant construction, WHRPG, Alternative Fuel Resources (AFR), securing coal supplies. • Distribution: completing construction of 3 packing plants in Dumai, Ciwandan and Banyuwangi; • Strengthening supporting factors: increasing Human Capital (HC) competence and improving IT. Specifically in IT, various application modules have been developed allowing the management to monitor operational conditions more accurately.

LAIN-LAIN OTHERS


27

28

IKHTISAR HIGHLIGHTS




Progres pembangunan pabrik baru sampai dengan bulan Maret 2012, sebagai berikut: • Proyek Pembangunan Pabrik Tuban IV di Jawa Timur, kapasitas 2,5 juta ton per tahun, dengan nilai investasi yang direncanakan sebesar USD355 juta, telah menyelesaikan seluruh tahapan pembangunan fisik maupun instalasi peralatan utama dan sedang menjalani uji coba. Pabrik baru ini direncanakan beroperasi komersial pada semester ke 2 tahun 2012. • Proyek Tonasa V di Pangkep Sulawesi Selatan, kapasitas 2,5 juta ton per tahun, dengan nilai investasi yang direncanakan sebesar USD315 juta, telah mencapai 96,04%. Proyek ini mengalami keterlambatan dari rencana semula yang dijadwalkan selesai pada akhir tahun 2011, karena: - Faktor cuaca yang mengakibatkan penundaan pengangkutan peralatan pabrik dari luar pulau Sulawesi serta penundaan pekerjaan konstruksi di area proyek, - Mobilisasi tenaga kerja pelaksana proyek yang belum dapat memenuhi kebutuhan. Berdasarkan progres hingga bulan Maret 2012, Perseroan merencanakan penyelesaian pembangunan pabrik Tonasa V pada akhir kuartal 3 dan memulai tahap produksi komersial pada akhir kuartal 4 tahun 2012.



Progress on construction of the new factories up to March 2012 is as follows: • The Construction Project for Tuban IV Plant in East Java, with a capacity of 2.5 million tons per year, and an investment value of US$355 million, is complete for all physical construction and installation of all main facility equipment and is undergoing trials. This new plant is expected to start commercial operations in the second semester of 2012. • The Tonasa V project in Pangkep, South Sulawesi, with a capacity of 2.5 million tons per year and an investment value of US$315 million is 96.04% complete. This project has been delayed from its originally scheduled completion for end 2011, due to: - Incremental weather resulting in delays transporting plant equipment from off the island of Sulawesi, as well as on site delays in construction work, - Mobilizing project labor that is insufficient for requirements. Based on progress up to March 2012, the Company plans completion of the Tonasa V plant by the end of the third quarter, with commercial production starting as of end Q4/ 2012.




• Proyek pembangkit listrik di Pangkep Sulawesi Selatan, kapasitas 2x35 MW, dengan nilai investasi USD114 juta, telah mencapai 82,91%. dan direncanakan selesai pada akhir semester kedua tahun 2012.

The power plant project in Pangkep, South Sulawesi with a capacity of 2 x 35 MW and an investment value of US$114 million is 82.91% complete with completion planned for the end of the second semester of 2012.

Dengan berbagai langkah strategis yang telah berhasil dilaksanakan di tahun 2011 tersebut, Perseroan siap menyambut peluang pertumbuhan permintaan semen di pasar domestik pada tahun 2012 maupun pada tahun-tahun mendatang dan kembali meningkatkan pangsa pasarnya.

With these various strategic steps successfully implemented in 2011, the Company is ready to welcome the challenges of growing domestic demand for cement in 2012 and the coming years and once again increase its market share.

Pengembangan Kompetensi SDM Perseroan melanjutkan implementasi Human Capital Master Plan (HCMP) tahap kedua dalam rangka menciptakan pengelolaan Human Capital (HC) yang terstandarisasi, terintegrasi dan terimplementasi dengan baik. Hal ini bertujuan untuk menciptakan HC Perseroan dengan karakter utama “GREAT” yang merupakan akronim dari Global Orientation Mind, Reliable in Strategic Way, Enthusiasm to innovate, Accord in harmony, Toward Good Business Ethics. Dengan demikianseluruh insan Perseroan diharapkan memiliki karakter kuat, beretika, dan memiliki integritas tinggi dalam menjalankan tugas-tugasnya.

Developing HC Competence The Company has developed and implemented the second phase of its Human Capital Master Plan (HCMP) which is well standardized, integrated and implemented. The objective is to create Human Capital for the Company having a “GREAT” fundamental character; “GREAT” is an acronym for Global Orientation Mind, Reliable in Strategic Way, Enthusiasm to innovate, Accord in harmony, Toward Good Business Ethics. Thus everyone in the Company is expected to have a strong, ethical character showing high integrity when carrying out their duties.

Perseroan pun telah mengimplementasikan HRIS (Human Resource Information System), Reward Management dan menyusun Manpower Planning serta melakukan perumusan kembali Budaya Korporasi yang disebut CHAMPS. CHAMPS merupakan akronim dari Budaya Korporasi dengan nilai-nilai dasar:Compete With a Clear & Synergized Vision, Have a High Spirit for Continuous Learning, Act with High Accountability, Meet Customer Expectation, Perform ethically with high Integrity, dan Strengthening Teamwork.

The Company has implemented HRIS (Human Re s o u rc e I n fo r m a t i o n Sy st e m ) , Re w a rd Management, developed Manpower Planning and redeveloped its Corporate Culture, CHAMPS. CHAMPS is an acronym for the Corporate Culture which adheres to the basic values: Compete With a Clear & Synergized Vision, Have a High Spirit for Continuous Learning, Act with High Accountability, Meet Customer Expectation, Perform ethically with high Integrity, and Strengthening Teamwork.

Inovasi Perseroan berkeyakinan bahwa inovasi merupakan salah satu modal intelektual untuk meningkatkan daya saing menuju pertumbuhan yang berkelanjutan. Dalam rangka menumbuhkan semangat berinovasi, Perseroan secara berkelanjutan menggali ide-ide kreatif yang sejalan dengan strategi Perseroan serta memberikan penghargaan bagi inovasiinovasi terbaik. Pada tahun 2011 Perseroan menyelenggarakan Semen Gresik Group Award on Innovation (SGGAI)yang ketigadengan pengelompokan inovasi pada tiga bidang utama, yaitu bahan baku dan produk, teknologi dan proses produksi, serta proses bisnis.

Innovation The Company believes that innovation is intellectual capital to enhance its competitive edge for sustainable growth. In order to encourage the spirit of innovation, the Company is continually looking out for creative ideas in line with the Company’s strategy and provides awards for the best innovations. In 2011, the Company held the third Semen Gresik Group Award on Innovation (SGGAI), grouping innovations into raw materials and products, technology and production processes, and business processes.

Tanggung Jawab Sosial dan Pelestarian Lingkungan Sebagai perusahaan yang peduli terhadap lingkungan, Perseroan melanjutkan implementasi falsafah “Go Green” sebagai panduan pengelolaan lingkungan yang mencakup aspek: penataan, pemanfaatan, pengembangan, pemeliharaan, pemulihan, pengawasan hingga pengendalian lingkungan hidup.

Social Responsibility and Environmental Preservation As a company that cares for the environment, the Company applies its “Go Green” philosophy as a guide to environmental management covering the aspects of structure, use, development, care, restoration, monitoring to control of the environment.

LAIN-LAIN OTHERS

Perseroan telah menyelesaikan berbagai langkah strategis di tahun 2011 dan siap siap menyambut peluang pertumbuhan permintaan semen serta mememberikan tingkat kinerja semakin baik di masa mendatang. The Company completed various strategic measures during 2011 and ready to welcome the challenges of increasing cement demand and provide improved performance into the future.


29

30

IKHTISAR HIGHLIGHTS


3

5


1. ERIZAL BAKAR Direktur Pengembangan Usaha & Strategi Bisnis Strategy & Business Development Director

4

2 1


6

2. SUPARNI Direktur Produksi Production Director 3. AHYANIZZAMAN Direktur Keuangan Finance Director



4. BAMBANG SUGENG S I Direktur Sumber Daya Manusia HR Director 5. DWI SOETJIPTO Direktur Utama President Director 6. SUHARTO Direktur Penelitian & Pengembangan dan Operasional R & D and Operations Director




Dalam rangka pengembangan komunitas sekitar, pada tahun 2011 Perseroan meningkatkan jumlah dana kegiatan PKBL dan TJSL menjadi sejumlah Rp220,8 miliar, naik 50,54% dari penyaluran dana di tahun 2010. Dana tersebut disalurkan dalam bentuk: Program Bina Lingkungan, berupa pemberian bantuan untuk berbagai kegiatan sosial kemasyarakatan; Program Kemitraan, berupa pemberian pinjaman lunak dan pembinaan mitra binaan; serta pelaksanaan berbagai kegiatan Tanggung Jawab Sosial lainnya.

To develop local communities, in 2011 the Company increased the funding for Partnership and Community Stewardship Program (PCSP) and Social and Environmental Responsibility Program (SERP) activities to Rp220.8 billion, an increase of 50.54% over 2010 funding. These funds were channeled in the form of: Environmental Management in the form of assistance for various social community programs; Partnership Program, in the form of soft loans and partner assisted development; and the implementation of other Social Responsibility activities.

Perseroan juga menjalankan berbagai program dan upaya dalam bidang lingkunganuntuk meningkatkan kualitas lingkungan yang baik, lebih dari yang dipersyaratkan undang-undang. Selain menerapkan Clean Development Mechanism (CDM) dalam proses produksi, Perseroan juga menjalankan program penghijauan, serta melakukan upaya pengurangan potensi pencemaran lingkungan dengan cara mengkonsumsi limbah industri lain yang masuk kedalam kategori B3 sebagai bahan pembuatan terak. Dengan program-program yang memberikan manfaat bagi lingkungan tersebut, Perseroan berhasil mempertahankan Peringkat PROPER HIJAU di tahun 2011.

The Company also ran various programs related to the environment to improve the quality of the environment, in excess of that required by legislation. As well as implementing its Clean Development Mechanism (CDM) in the production process, the Company also carried out a re-greening program, as well as making efforts to reduce the potential for environmental pollution through the consumption of B3 category waste as a material in slag production. Through its various environmentally friendly programs, the Company has successfully held onto its PROPER Green ranking in 2011.

Peningkatan Best Practices Implementasi Tata Kelola Perusahaan Komitmen Perseroan untuk meningkatkan implementasi Tata Kelola Perusahaan yang baik tercermin dalam berbagai program di bidang tata kelola. Pada tahun 2011 Perseroan telah menerapkan PSAK baru berbasis International Financial Report Standard (IFRS) dalam sistem pelaporan keuangan untuk meningkatkan akuntabilitas dan akurasi pelaporan. Saat ini Perseroan juga sedang menyempurnakan internal control terhadap penyusunan laporan keuangan dengan menyusun Internal Control on Financial Report (ICoFR) yang direncanakan selesai di tahun 2012.

Improving Best Practice Implementation for Corporate Governance Our commitment to improving Good Corporate Governance has been demonstrated through various governance programs. In 2011, the Company applied the International Financial Report Standard (IFRS) to its financial reporting systems to improve accountability and report accuracy. The Company is also refining internal control over the preparation of financial statements by preparing Internal Control on Financial Report (ICoFR) with completion planned for 2012.

Perseroan meningkatkan peran pengendalian risiko dengan menerapkan Enterprise Wide Risk Management (EWRM) yang terintegrasi pada seluruh sistem manajemen perusahaan untuk pengelolaan risiko yang lebih baik. Pengelolaan risiko dilakukan menggunakan standar ISO 13100 ditopang oleh House of Risk Perseroan, yang merupakan infrastruktur inti dalam penerapan manajemen risiko.

The Company has increased the role of risk management through the application of the Enterprise Wide Risk Management (EWRM), which has been integrated into all management systems for better risk management. The C o m p a n y i s u s i n g ISO 3 1 0 0 0 f o r r i s k management, supported by the Company’s House of Risk, which is a core infrastructure for the application of risk management.

Perseroan juga tengah menyelesaikan prosedur pelaporan pelanggaran (whistle blowing system) untuk mencegah dan mendeteksi potensi pelanggaran dalam transaksi bsinis yang berlangsung di seluruh unit operasional.

The Company has also is in the process of completing a procedure for reporting violations (whistle blowing system) to prevent and detect potential violations in business transactions in all operational units.

Untuk mendapatkan umpan balik dari upaya peningkatan best-practices GCG, Perseroan memfasilitasi pelaksanaan asesmen penerapan GCG yang dilakukan oleh pihak independen.

To obtain feedback on its efforts to improve GCG best practices, the Company has facilitated an assessment of GCG application to be carried out by an independent party.

LAIN-LAIN OTHERS


31

32

IKHTISAR HIGHLIGHTS





Prospek dan Strategi di Tahun 2012 Kendati ketidakpastian perekonomian global masih berlanjut,namun prospek perekonomian dalam negeri di tahun 2012 diprediksi masih tetap kondusif bagi berlanjutnya trend pembangunan sektor properti dan konstruksi yang berdampak positif pada peningkatan permintaan semen. Selama tahun 2012 Perseroan memperkirakan pertumbuhan permintaan semen domestik meningkat rata-rata sebesar 8,0%. Hal ini akan melahirkan potensi pertumbuhan Perseroan. Perseroan lebih siap menyambut peluang yang ada, terutama dengan telah beroperasinya pabrik baruyang memungkinkan Perseroan mengimbangi dinamika peningkatan permintaan semen domestik.

Prospects and Strategy in 2012 Despite the ongoing uncertainties of the global economy, domestic economic prospects in 2012 are predicted to remain favorable with a continuing trend for development in the property sector and construction, both of which have a positive effect on cement demand. During 2012, the Company estimates that growth in demand for domestic cement will rise on average by 8%. This growth brings potential for growth to the Company. The Company is more prepared to take advantage of these opportunities, in particular with the completion and operation of its new cement plants allowing the Company to fully participate in the rising dynamic of domestic cement demand.

Perseroan akan konsisten menerapkan strategi inisiatif yang bersifat kritikal, yaitu: pertumbuhan kapasitas, pengamanan energi, penguatan citra korporasi, pemenuhan kebutuhan konsumen, penguatan faktor penunjang dan pengendalian resiko, dengan pola pengelolaan yang berfokus pada revenue management, cost management, capacity manegement dan improving competitive advantage. Perseroan meyakini dukungan pabrik baru, optimalisasi kapasitas yang ada, dan kesiapan sarana pendukung lain akan kembali meningkatkan pangsa pasar dan memberikan imbal kinerja yang semakin baik kepada pemegang saham dan para pemangku kepentingan.

The Company will consistently apply a critical initiative strategy, including: capacity growth, energy security, strengthening the corporate image, fulfilling consumer demand, strengthening supporting factors and risk management, with management patterns focused on revenue management, cost management, capacity management and improving competitive advantage. The Company believes that the support of the new plants, optimization of current capacity and the readiness of other supporting facilities will see a returning growth in market share and provide better performance returns for shareholders and stakeholders.

Perubahaan Susunan Direksi Melalui Rapat Umum Pemegang Saham Luar Biasa Kedua (“Rapat Kedua”) Perseroan yang diselenggarakan pada tanggal 19 Oktober 2011, Perseroan mengukuhkan pemberhentian dengan hormat Sdr. Irwan Suarly sebagai Direktur Pemasaran Perseroan terhitung sejak berakhirnyamasa jabatanpada tanggal 28 September 2011,dengan ucapan terima kasih atas sumbangan tenaga dan pikirannya selama memangku jabatan tersebut. Perseroan kemudian menugaskan Sdr Erizal Bakar sebagai Direktur Pemasaran definitif untuk melakukan tugas-tugas di bidang Pemasaran.

Changes to the Board of Directors At the Company’s second Extraordinary Meeting of Shareholders (“Second Meeting”) convened on 19 October 2011, the Company confirmed the honorable dismissal of Mr. Irwan Suarly as Marketing Director effective from his end of service date of 28 September 2011, with thanks for his hard work and thoughts while serving the Company in that role. The Company then appointed Mr. Erizal Bakar as definitive Marketing Director to carry out the marketing duties.

Perseroan berencana memilih dan mengangkat Direktur Pemasaran baru pada RUPST di tahun 2012.

The Company plans to nominate and appoint a new Marketing Director at the AGM in 2012.

Penutup Demikian kami sampaikan laporan hasil kinerja operasional tahun 2011. Selanjutnya dimohon kepada pemegang saham untuk menyetujui Laporan Tahunan dan jalannya Perseroan selama tahun 2011 serta mengesahkan Laporan Keuangan sekaligus memberikan pelunasan dan pembebasan tanggung jawab atas kepengurusan dan pengawasan kepada Direksi dan Dewan Komisaris selama tahun buku 2011.

Closing Thus we submit our 2011 operational performance report. We request our shareholders’ approval for the Annual Report and the Company management during 2011, their authorization of the Financial Statements, as well as the granting to the Board of Directors and the Board of Commissioners full release and discharge of responsibility for the management and supervision of the Company during the fiscal year 2011.

Sebagai penutup, atas nama Direksi Perseroan, kami menyampaikan rasa terima kasih dan penghargaan yang besar kepada para pemegang saham atas kepercayaan dan dukungan yang telah diberikan kepada kami, kepada Dewan Komisaris

In closing, on behalf of the Board of Directors of the Company, we express our gratitude and great appreciation to our shareholders for the trust and support they have given us, to the Board of Commissioners which continues





yang senantiasa memberikan pengarahan dan bimbingan, serta para pelanggan dan mitra usaha Perseroan atas kerjasama dan dukungannya.

to provide direction and guidance, as well as our customers and business partners for their cooperation and support.

Dan terlebih lagi, kepada seluruh Karyawan atas kerja keras, dedikasi, dan kontribusinya kepada Perseroan sehingga pada tahun 2011 ini dapat meraih kinerja yang baik. Kami semakin optimis bahwa berbagai usaha yang telah kita untai bersama ini akan dapat meningkatkan kemampuan Perseroan dalam mengantisipasi tantangan di masa yang akan datang.

In particular, our thanks to all our Employees for their hard work, dedication, and contribution to the Company that has enabled us to achieve a strong performance in 2011. We are increasingly optimistic that the different business strands we have woven together will improve the ability of the Company to anticipate challenges in the future.

LAIN-LAIN OTHERS

Gresik, 20 April 2012

Dwi Soetjipto Direktur Utama President Director


33

34

FASILITAS PENDUKUNG

P.48

Jenis Produk type of product

P.46

SUPPORTING FACILITIES Dibangun di lokasi strategis untuk menjamin kontinuitas pasokan ke seluruh area pemasaran. Built in strategic locations to ensure continuity of supply to all market areas.

Variasi jenis produk untuk memenuhi kebutuhan konsumen, baik retail maupun spesifik. A variety of products to fulfill consumer needs, both retail and specific requirements.




LAIN-LAIN OTHERS

INFORMASI PERUSAHAAN Company Profile

35

36

IKHTISAR HIGHLIGHTS

VISI VISION





Menjadi Perusahaan Persemenan Terkemuka di Indonesia dan Asia Tenggara. To Be the Leading Cement Company in Indonesia and Southeast Asia.



MISI

MISSION



LAIN-LAIN OTHERS

1. Memproduksi, memperdagangkan semen dan produk terkait lainnya yang berorientasikan kepuasan konsumen dengan menggunakan teknologi ramah lingkungan. Produce and trade cement and other related products focused on customer satisfaction making use of environmentally friendly technology.

2. Mewujudkan manajemen berstandar internasional dengan menjunjung tinggi etika bisnis dan semangat kebersamaan dan inovatif. Create international standard management showing a high level of business ethics and the spirit of solidarity and innovation.

3. Meningkatkan keunggulan bersaing di domestik dan internasional. Enhance our competitive advantage in the domestic and international markets.

4. Memberdayakan dan mensinergikan sumber daya yang dimiliki untuk meningkatkan nilai tambah secara berkesinambungan. Empowering and synergizing our resources to sustainably increase added value.

5. Memberikan kontribusi dalam peningkatan kesejahteraan para pemangku kepentingan (stakeholders). C o n t r i b u t e t o i m p r ov i n g t h e w e l f a r e o f o u r stakeholders. Statement Visi dan Misi Perseroan tersebut ditetapkan oleh Direksi pada tanggal 12 Maret 2012 dan disetujui oleh Dewan Komisaris pada tanggal 4 April 2012. The Company’s Vision and Mission Statement was defined by the Board of Directors on March 12, 2012 and approved by the Board of Commissioners on April 4, 2012.


37

38

IKHTISAR HIGHLIGHTS





SEKILAS PERSEROAN THE COMPANY IN BRIEF

PT Semen Gresik (Persero) Tbk. merupakan perusahaan yang bergerak di bidang industri semen. Diresmikan di Gresik pada tanggal 7 Agustus 1957 oleh Presiden RI pertama dengan kapasitas terpasang 250.000 ton semen per tahun.

PT Semen Gresik (Persero) Tbk is a company involved in the cement industry. It was inaugurated on August 7, 1957 by the first President of the Republic of Indonesia with an installed capacity of 250,000 tons of cement per year.

Pada tanggal 8 Juli 1991 saham Semen Gresik tercatat di Bursa Efek Jakarta dan Bursa Efek Surabaya (kini menjadi Bursa Efek Indonesia) serta merupakan BUMN pertama yang go public dengan menjual 40 juta lembar saham kepada masyarakat. Komposisi pemegang saham pada saat itu: Negara RI 73% dan masyarakat 27%.

On July 8, 1991, Semen Gresik listed its shares on the Jakarta Stock Exchange and Surabaya Stock Exchange (now the Indonesian Stock Exchange) and became the first State-Owned Enterprise to go public selling 40 million shares to the public. The composition of share ownership at that time was: the Republic of Indonesia 73% and the public 27%.

Pada bulan September 1995, Perseroan melakukan Penawaran Umum Terbatas I (Right Issue I), yang mengubah komposisi kepemilikan saham menjadi Negara RI 65% dan masyarakat 35%. Pada tanggal 15 September 1995 PT Semen Gresik berkonsolidasi dengan PT Semen Padang dan PT Semen Tonasa. Total kapasitas terpasang Perseroan saat itu sebesar 8,5 juta ton semen per tahun.

In September 1995, the Company implemented Rights Issue I, which altered the composition of shareholders to the Republic of Indonesia 65% and the public 35%. On September 15, 1995, PT Semen Gresik consolidated with PT Semen Padang and PT Semen Tonasa. Total installed capacity of the Company at that time was 8.5 million tons per year.

Pada tanggal 17 September 1998, Negara RI melepas kepemilikan sahamnya di Perseroan sebesar 14% melalui penawaran terbuka yang dimenangkan oleh Cemex S. A. de C. V., perusahaan semen global yang berpusat di Meksiko. Komposisi kepemilikan saham berubah menjadi Negara RI 51%, masyarakat 35%, dan Cemex 14%. Kemudian tanggal 30 September 1999 komposisi kepemilikan

On September 17, 1998, the State released a further 14% of Company shares through an open offering won by Cemex S. A. de C. V., a global cement company based in Mexico. Share ownership composition changed again to the Republic of Indonesia 51%, the public 35%, and Cemex 14%. Then on September 30, 1999, share ownership





saham berubah menjadi: Pemerintah Republik Indonesia 51,0%, masyarakat 23,4% dan Cemex 25,5%.

composition changed once more to become: the Government of the Republic of Indonesia 51.0%, the public 23.4% and Cemex 25.5%.

Pada tanggal 27 Juli 2006 terjadi transaksi penjualan saham Cemex Asia Holdings Ltd. kepada Blue Valley Holdings PTE Ltd. sehingga komposisi kepemilikan saham berubah menjadi Negara RI 51,0% Blue Valley Holdings PTE Ltd. 24,9%, dan masyarakat 24,0%.

On July 27, 2006, Cemex Asia Holdings Ltd sold its shares in the Company to Blue Valley Holdings PTE Ltd, thus the composition of the Company’s share ownership was the Republic of Indonesia 51.0%, Blue Valley Holdings PTE Ltd 24.9%, and the public 24.0%.

Pada akhir Maret 2010, Blue Valley Holdings PTE Ltd, menjual seluruh sahamnya melalui private placement, sehingga komposisi pemegang saham Perseroan berubah menjadi Pemerintah 51,0% dan publik 48,9%.

At the end of March 2010, Blue Valley Holdings PTE Ltd sold all its shares through a private placement thus the shareholder composition of the Company became the Republic of Indonesia 51.0% and the public 48.9%.

Hingga akhir 2011, kapasitas desain Perseroan sebesar 20,0 juta ton semen per tahun, dan menguasai 40,8% pangsa pasar semen domestik.

As of end 2011, the design capacity of the Company was 20.0 million tons of cement per year and it controlled 40.8% of the domestic cement market.

LAIN-LAIN OTHERS


39

40

IKHTISAR HIGHLIGHTS


KEUNGGULAN PERSEROAN THE COMPANY’S STRENGTH




Selain berbagai keunggulan yang telah disampaikan di bagian awal laporan, Perseroan memiliki berbagai keunggulan lain, mencakup.

As well as the strengths stated at the beginning of this report, the Company has various other strengths, including:

JANGKAUAN DISTRIBUSI

DISTRIBUTION REACH

Keunggulan jaringan distribusi Perseroan didukung oleh 30 unit gudang penyangga, pengoperasian 17 packing plant di lokasi yang strategik serta didukung oleh 361 distributor nasional untuk menjamin kelancaran pasokan semen ke seluruh penjuru Nusantara.

The Company’s excellent distribution network is supported by 30 buffer warehouses, 17 packaging plants in strategic locations and 361 national distributors, ensuring the smooth supply of cement to all corners of the archipelago.

BAHAN BAKU

RAW MATERIALS

Area-area tambang Perseroan memiliki cadangan bahan baku dengan kualitas terbaik dan dalam jumlah besar, sehingga menjamin kelangsungan produksi semen di seluruh pabrik Perseroan dalam jangka panjang.

The Company has a large number of mining areas with good quality raw material reserves, thus ensuring the long-term sustainability of cement production at all the Company’s plants.

BRAND IMAGE

BRAND IMAGE

Perseroan memiliki tiga merk yang lekat di hati konsumen. Pangsa pasar domestik terbesar, mencapai sekitar 40,8%, menunjukkan keunggulan reputasi yang mencerminkan kekuatan corporate dan brand image Perseroan.

The Company has three brands close to consumers’ hearts. The largest domestic market share, at 40.8%, shows the strength of our reputation and reflects the power of our corporate and brand image.

FUNDAMENTAL KEUANGAN

FINANCIAL FUNDAMENTAL

Perseroan berhasil mengelola fundamental keuangan yang tetap kuat, sehingga memberikan kesempatan lebih luas bagi Perseroan untuk melakukan perluasan kapasitas produksi serta ekspansi usaha terkait lainnya.

The Company has successfully managed its fundamental finances, providing a wide range of opportunities for the Company to expand production capacity as well as its related businesses.

ROE Perseroan (dalam%) company roe (in %)

RASIO LABA TERHADAP TOTAL ASET (%) RETURN ON ASSETS (in %) 25.7 23.8 23.3 20.8 20.0

31.3

32.6

30.3

26.8

07

08

09

10

27.1

11

DEBT TO EQUITY Perseroan (dalam%) company DEBT TO EQUITY (in %) 12.9

07

08

09

DEBT TO EBITDA Perseroan (X) company DEBT TO EBITDA (X)

5.5 2.4

08

09

10

11

0.34

0.13

2.2 1.4

07

10

11

0.06

0.05

0.03

07

08

09

10

11

SUMBER DAYA MANUSIA

HUMAN RESOURCES

Selain kemampuan memproduksi semen berkualitas tinggi, Perseroan juga memiliki SDM dengan kompetensi tinggi di bidang perekayasaan teknis dan jasa konsultasi dalam industri persemenan maupun industri terkait.

As well as the ability to produce high quality cement, the Company also has highly competent human resources in the fields of technical engineering and consultation for both the cement industry and related industries.


TINGGI KUAT LUAS. Kapasitas Lebih. Kinerja Makin. Distribusi Kian WE ARE READY. Higher Capacity. Stronger Performance. Wider Distribution

Recommend Documents