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Annual report 2011-1
1. WE ARE READY
Wider Distribution
Distribusi
Kian
LUAS
Stronger Performance
KUAT
Kinerja
Makin
Higher Capacity
TINGGI
Kapasitas
Lebih
PT SEMEN GRESIK (PERSERO) Tbk.
LAPORAN TAHUNAN
Annual Report2011
2. 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 tahun-
tahun mendatang.
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.
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.
VOLUME PRODUKSI
PENDAPATAN
REVENUE
PRODUCTION VOLUME
16.4
Rp
triliun
trillion
19.8juta ton
million tonnes/year
/tahun
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:
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.
3. PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
Through improving marketing synergies, we have been
able to maintain the largest domestic market share.
PANGSA
PASAR
MARKETSHARE
Melalui sinergi pemasaran yang terus
meningkat, kami berhasil mempertahankan
market share terbesar di dalam negeri.
triliun
trillion
We pay dividends consistently, with a growth level for dividend value
on average dividend pay-out ratio over the last 5 years of 51%.
MEMBERI DIVIDEN DENGAN KONSISTEN
Memberikan dividen secara konsisten kepada para
pemegang saham dengan tingkat rata-rata dividend pay-
out ratio selama 5 (lima) tahun terakhir sebesar 51%.
NUMBER of
Productive ASSETS
We have the biggest assets with
the highest production obtained
through continuously building
new plants in line with cement
consumption and economic
growth development.
JUMLAH ASET
produktif
Kami memiliki aset
terbesar dengan
produktivitas tinggi yang
kami peroleh melalui
pembangunan pabrik-
pabrik baru secara
berkesinambungan
seiring dengan
pertumbuhan konsumsi
dan perkembangan
perekonomian. 19.7
Rp
1
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.
JARINGAN DISTRIBUSI YANG
MENJANGKAU SELURUH INDONESIA
consistently paying dividends
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.
PT SEMEN GRESIIK (PERSERO) Tbk.
40.8%
vv
51
%
4. KONDISI
YANG
MEMACU
PERTUMBUHAN
INDUSTRI
SEMEN
NASIONAL
LAPORAN TAHUNAN 2011 ANNUAL REPORT
2
KAMI TERUS TUMBUH
juta240± million
JUMLAH PENDUDUK
INDONESIA
indonesia's
population
KEEP GROWING
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
THE Conditions
Stimulate
Growth in the
National Cement
Industry
KONSUMSI SEMEN
PER KAPITA
(SALAH SATU
TERENDAH DI ASIA)
cement consumption
per capita (one of the
lowest figures in Asia)
± kg/tahun199 kg/year
memproyeksikan peningkatan
kapasitas untuk memenuhi
pertumbuhan permintaan.
Projecting capacity increase in line
with demand growth.
PENINGKATAN KAPASITAS
INCREASING capacity
developing the ability to fulfill
energy requirements to secure
supply.
mengembangkan kemampuan
pemenuhan kebutuhan energi
untuk menjamin pasokan.
PENGAMANAN
ENERGI
ENERGY SECURITY
5. 3
PT SEMEN GRESIK (PERSERO) Tbk.
TINGKAT
PERTUMBUHAN
EKONOMI
AKSELARASI
TINGKAT
PEMBANGUNAN
KONSTRUKSI dan
infrastruktur
PENINGKATAN
PERINGKAT
UTANG LUAR
NEGERI MENJADI
INVESTMENT
GRADE
%/tahun 10.5%
Improved foreign
debt rating
to investment
grade
Acceleration of
construction and
infrastructure
development
levels
economic
growth
6-6.5%/year
rating6.5%
As the leading national cement industry in Indonesia, Semen Gresik plays a significant role
to support economic growth and development of the nation.
Sebagai pemimpin industri semen nasional di Indonesia, Semen Gresik
menempati posisi strategis dan siap mendukung pertumbuhan ekonomi
dan pembangunan bangsa.
TINGKAT
BUNGA YANG
KONDUSIF*
favorable
interest
rate*
*3 tahun terakhir
*Last 3 years
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.
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.
Meningkatkan kepuasan dan loyalitas
konsumen melalui pemenuhan berbagai
produk yang berkualitas, layanan prima
dan kontinuitas pasokan.
PEMENUHAN KEBUTUHAN
KONSUMEN
Fulfilling customer needs
Improving customer loyalty and
satisfaction through a variety of
quality products, excellent service
and continuity of supply.
ENABLE CORPORATE
GROWTH
Improving supporting factors
to accelerate achievement of
the Company's objectives.
PENGUATAN
FAKTOR
PENDUKUNG
Meningkatkan seluruh
faktor pendukung untuk
mempercepat pencapaian
tujuan perusahaan.
6. LAPORAN TAHUNAN 2011 ANNUAL REPORT
CONTRIBUTING
GREATER
BENEFIT TO ALL
STAKEHOLDERS
Bringing prosperity to
the public
TURUT BERPERAN
MENYEJAHTERAKAN
MASYARAKAT
Memberi
manfaat
lebih
besar bagi
seluruh
pemangku
kepentingan
KONTRIBUSI
UNTUK NEGERI
Contributing
to the COUNTRY
4
7. 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.
• 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.
MENDUKUNG
PEMBANGUNAN
INFRASTRUKTUR
KONTRIBUSI
UNTUK
LINGKUNGAN
Supporting
Infrastructure
Development
CONTRIBUTION FOR
ENVIRONMENT
• 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.
• 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.
PT SEMEN GRESIK (PERSERO) Tbk.
8. LAPORAN TAHUNAN 2011 ANNUAL REPORT
6
daftar
isi
Table of contents
IKHTISAR
HIGHLIGHTS
Financial Highlights
Operational Highlights
Significant Events
Awards and Certifications
IKHTISAR KEUANGAN
IKHTISAR OPERASIONAL
PERISTIWA PENTING
PENGHARGAAN DAN SERTIFIKASI
P.1
INFORMASI BAGI
INVESTOR
INFORMATION FOR
SHAREHOLDERS
Ownership Structure
Dividends and Dividend Policy
Capital Market Conditions and
Performance of Company’s Share
Name of Institutions and Stock
Market Supporting Proffesional
Shareholder Composition
Share Ownership by Directors
STRUKTUR KEPEMILIKAN SAHAM
DIVIDEN DAN KEBIJAKAN DIVIDEN
KONDISI PASAR MODAL DAN
KINERJA SAHAM PERSEROAN
NAMA LEMBAGA DAN PROFESI
PENUNJANG PASAR MODAL
KOMPOSISI PEMEGANG SAHAM
Kepemilikan Saham oleh Direksi
P.54
TINJAUAN OPERASIONAL
OPERATIONAL
PERFORMANCE
Business Strategy
STRATEGI BISNIS
Building Production and
Distribution Facilities
Occupational Health & Safety
Information and Communication
Technology Development
Risk and Risk Management
Corporate InnovationHuman Capital Management
PEMBANGUNAN PABRIK DAN
FASILITAS DISTRIBUSI
KESELAMATAN DAN
KESEHATAN KERJA
PENGEMBANGAN TEKNOLOGI
INFORMASI DAN KOMUNIKASI
RISIKO DAN MANAJEMEN RISIKO
INOVASI PERSEROANPENGELOLAAN HUMAN CAPITAL
Environmental Management
PENGELOLAAN LINGKUNGAN HIDUP
P.73
LAPORAN MANAJEMEN
Report from the Board of Commissioners
Report from the Board of Directors
LAPORAN DEWAN KOMISARIS
LAPORAN DEWAN DIREKSI
P.16MANAGEMENT REPORT
8
Stock Highlights, Dividends Payment
and Share Listing Chronology
IKHTISAR SAHAM, PEMBAYARAN
DIVIDEN DAN KRONOLOGI
PENCATATAN SAHAM 58
Composition Stock Performance
GRAFIK KINERJA SAHAM
56
59
62
63
63
64
70
9
12
14
16
74 94
105
110
79 100
84 103
24
INFORMASI
PERUSAHAAN
COMPANY PROFILE
Vision and Mission
Company In Brief
Organization Structure
Map of Operational and
Distribution Areas
Office Addresses and Access
Information
Investment in Subsidiaries and
Associates
Corporate Structure and Subsidiaries
VISI DAN MISI 36
38
41
42
44
50
51
SEKILAS PERSEROAN
STRUKTUR ORGANISASI
PETA WILAYAH OPERASIONAL
DAN DISTRIBUSI
ALAMAT KANTOR DAN
AKSES INFORMASI
Entitas anak DAN
Entitas asosiasi
STRUKTUR USAHA DAN
ENTITAS ANAK
P.34
9. 7
PT SEMEN GRESIIK (PERSERO) Tbk
LAPORAN PELAKSANAAN TATA KELOLA PERUSAHAAN
CORPORATE GOVERNANCE REPORT
P.260
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN
CORPORATE SOCIAL
RESPONSIBILITY REPORT
P.287
LAPORAN KEUANGAN
KONSOLIDASIAN
CONSOLIDATED
FINANCIAL STATEMENTS
Tujuan PENERAPAN GCG
GCG Aims
LAIN – LAIN
OTHERS
Profil DEWAN KOMISARIS
DAN DIREKSI
The Board of Commissioners
and the Board of Directors Profile
P.120
P.174
PEMBAHASAN DAN ANALISIS MANAJEMEN
MANAGEMENT’S DISCUSSION AND ANALYSIS
122
125
135
177
213
221
235
248
254
254
179
182
189
155
270
274
279
279
286
191
198
192
208
165
129
125
132
142
135
150
151
153
TINJAUAN EKONOMI,
TINJAUAN INDUSTRI DAN
PROSPEK USAHA
Economy Review, Industy
and Business Prospect
TINJAUAN KINERJA
Business Review
Bidang Pemasaran dan Distribusi
Marketing and Distribution
Bidang Produksi Production
Bidang Penelitian dan Pengembangan
Research and Development
TINJAUAN KINERJA KEUANGAN
Financial Performance Review
Laporan Laba Rugi Konsolidasian
Highlights of Consolidated Income Statement
Ikhtisar Posisi Keuangan Konsolidasian
Consolidated Financial Position Highlights
Arus Kas Cash Flow
Rasio-Rasio Keuangan Financial Ratios
Realisasi Belanja Modal
Realisation of Capital Expenditure
TINJAUAN KINERJA
Entitas anak
Consolidated Performance
Review of the Subsidiaries
INFORMASI MATERIAL
Material Information
Pedoman, Struktur dan
Mekanisme Tata-kelola
Guidelines, Structure and Governance
Mechanism
Kebijakan Tata Kelola
Perusahaan
Corporate Governance Policies
Assessment Penerapan GCG
Assessment of GCG Application
RoadMap Penerapan GCG
RoadMap for GCG Application
INTERNAL AUDIT
Internal Audit
Implementasi GCG
GCG Implementation
RAPAT UMUM PEMEGANG
SAHAM
General Meeting of Shareholders
P.268
Profil SINGKAT ANGGOTA
KOMITE
Brief Profile of Committee Members
PROFIL SEKRETARIS
PERUSAHAAN
Corporate Secretary Profile
PROFIL KEPALA AUDIT INTERNAL
Head of Internal Profile
PERNYATAAN DEWAN KOMISARIS
DAN DIREKSI
The Board of Commissioners
and Directors ReportDEWAN KOMISARIS
Board of Commissioners
direksi
Board of Directors
Komite Penunjang
Dewan Komisaris
The Board of Commissioners
Supporting Committee
Sekretaris Perusahaan
Corporate Secretary
Office of The CEO
Perkara Hukum
Yang Dihadapi
Perseroan
Litigation
10. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS OPERATIONAL PERFORMANCE8 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
Ikhtisar Laporan posisi keuangan
statement of financial position
2011 2010a)
2009a)
2008a)
2007a)
Aset Lancar Current Assets 7,646,145 7,345,868 8,221,270 7,085,685 5,270,175
Investasi pada Entitas Asosiasi
Investments in Associates
80,193 69,630 64,408 57,303 47,996
Aset Tetap Fixed Assets 11,640,692 7,662,560 4,014,143 3,308,878 3,089,622
Aset Tidak Lancar Lainnya
Other Non-Current Assets
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 2,889,137 2,517,519 2,293,769 2,090,589 1,445,874
Liabilitas Jangka Panjang Non - Current Liabilities 2,157,369 905,727 331,835 338,660 349,766
Total Liabilitias Total Liabilties 5,046,506 3,423,246 2,625,604 2,429,249 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 4,195,379 3,505,827 1,614,648 562,830 357,734
Modal Kerja Modal Kerja 4,757,008 4,828,349 5,927,501 4,995,096 3,824,301
laba rugi statement of income
Pendapatan Revenue 16,378,794 14,344,189 14,387,850 12,209,846 9,600,801
Laba Bruto Gross Profit 7,486,926 6,810,110 6,774,141 5,354,621 4,000,657
Laba Usaha Operating Income 4,892,131 4,509,944 4,338,600 3,380,676 2,425,717
Laba yang Dapat Diatribusikan kepada pemilik
Entitas Induk (Laba Bersih)
Profit Attributable to Equity holder of Parent Entity
(Net Income)
3,925,442 3,633,220 3,326,488 2,523,544 1,775,408
Laba Komprehensif Comprehensive Income 3,960,605 3,656,622 3,329.473 2,523,544 1,775,408
EBITDA (b)
EBITDA
5,401,962 4,969,531 4,772,573 3,867,228 2,848,528
Rata-rata Tertimbang Saham Beredar (dalam ribuan)
Weighted Average Number of Shares Outstanding (in thousand)
5,931,520 5,931,520 5,879,361 5,922,179 5,931,520
Laba per Saham Dasar (rupiah) (b)
Basic Earnings per Share (in Rupiah)
662 613 566 426 299
RASIO-RASIO KEUANGAN FINANCIAL RATIOS
Marjin Laba Bruto Gross Profit Margin 45.7% 47.5% 47.1% 43.9% 41.7%
Marjin Laba Usaha Operating Margin 29.9% 31.4% 30.2% 27.7% 25.3%
Marjin Laba Bersih Net Profit Margin 24.0% 25.3% 23.1% 20.7% 18.5%
Marjin EBITDA EBITDA Margin 33.0% 34.6% 33.2% 31.6% 30.0%
EBITDA terhadap Bunga (x)
Interest Coverage
195.7 190.4 234.4 147.4 247.5
Laba Terhadap Ekuitas (c) Return to Equity 27.1% 30.3% 32.6% 31.3% 26.8%
Laba Terhadap Total Aset Return to Assets 20.0% 23.3% 25.7% 23.8% 20.8%
Rasio Lancar Current Ratio 264.7% 291.8% 358.4% 338.9% 364.5%
Liabilitas Terhadap Ekuitas (d) Total Debt to Equity 12.9% 5.5% 1.4% 2.2% 2.4%
Liabilitas Terhadap Aset (e) Total Debt to Assets 9.5% 4.2% 1.1% 1.7% 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
IKHTISAR KEUANGAN
Financial Highlights
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
(dalam juta Rupiah) (in millions Rupiah)
11. 9
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
PT SEMEN GRESIK (PERSERO) Tbk.
9
Bidang Industri industry segment Satuan 2011 2010 2009 2008 2007
Semen CEMENT
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
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
KAWASAN INDUSTRI Real Estate INDUSTRY
Volume Penjualan Sales Volume
Penjualan Tanah Industri
Sales of Industrial Land
M2 56,073 95,411 37,985 43,087 65,026
Penjualan Ruko Shops Sales Unit 4 2 2 - -
Penjualan Lahan Industri Kecil
Sales
Unit - 4 - 1 -
Volume Persewaan Rental Volume
Sewa Tanah Land Lease M2 64,915 64,915 52,428 59,949 37,793
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
Pertambangan MINING SERVICE
Jasa Tambang Mining Service
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
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
IKHTISAR OPERASIONAL
Operational Highlights
12. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS OPERASIONAL PERFORMANCE10 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
kapasitas produksi (dalam juta ton)
PRODUCTION CAPACITY (in million tons)
volume produksi (dalam juta ton)
PRODUCTION VOLUME (in million tons)
pendapatan (dalam Rp miliar)
REVENUE (in Rp billions)
07
07
07
07
07
07
17.1
16.9
9,601
16.9
2,849
98.0
18.0
17.7
12,210
17.7
3,867
101.0
19.0
18.1
14,388
18.4
4,773
95.0
19.0
18.2
14,344
17.9
4,970
95.7
20.0
19.8
16.379
19.7
5,402
99.1
08
08
08
08
08
08
09
09
09
09
09
09
10
10
10
10
10
10
11
11
11
11
11
11
tingkat utilisasi (dalam %)
UTILIZATION LEVEL (in %)
VOLUME PENJUALAN (dalam juta ton)
SALES VOLUME (in million tons)
EBITDA (dalam Rp miliar)
EBITDA (in Rp billions)
KAPASITAS
PRODUKSI 2011
naik MENJADI 20,0
JUTA TON
produksi semen
naik menjadi 19,8
juta ton
Production capacity
in 2011 increased to
20.0 million tons
Cement production
increased to 19.8
million tons
5.3
8.8
%
%
13. 11
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
PT SEMEN GRESIK (PERSERO) Tbk.
11
RASIO BEBAN USAHA
TERHADAP PENDAPATAN (%)
SGA TO REVENUE (in %)
RASIO LABA TERHADAP EKUITAS (%)
RETURN ON EQUITY (in %)
RASIO LABA TERHADAP TOTAL ASET (%)
RETURN ON ASSETS (in %)
laba bersih (dalam Rp miliar)
NET INCOME (in Rp billions)
07
07
07
26.8
31.3
32.6
30.3
27.1
08
08
0809
09
0910
10
1011
11
11
rasio beban pokok
terhadap pendapatan (%)
COGS TO REVENUE (in %)
07 07
16.4
20.8
16.2 23.8
16.9 25.7
16.0 23.315.8
20.0
08 0809 0910 1011 11
1,775
58.3
2,523
56.1
3,327
52.9
3,634
52.53,925 54.3
rasio laba
terhadap ekuitas
rasio beban usaha
Return on Equity
Operating expenses
27.1
15.8
%
%
14. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS OPERASIONAL PERFORMANCE12 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
PERISTIWA PENTING
Significant Events
1 63
5
6
7
4
2
Semen Gresik UKM Award, Pemberian
penghargaan kepada UKM mitra binaan 21 BUMN
dan BUMD di seluruh Jawa Timur.
Penandatanganan MOU dengan Perum Perhutani
dalam rangka Rehabilitasi Kawasan Hutan di Lahan
Pinjam Pakai Perseroan.
Penganugerahan pemenang Semen Gresik
Award on Innovation untuk meningkatkan kinerja
Perseroan di masa mendatang.
10
01
23
15
28
Pemberian beasiswa kepada 1.823 siswa di wilayah
Surabaya, Gresik, dan Tuban.
RUPST dengan salah satu keputusan pembagian
dividen tunai sebesar 50% laba bersih, sebesar
Rp1,8 triliun atau sebesar Rp306 per saham.
Penyelenggaraan Rapat Umum Pemegang
Saham Luar Biasa Perseroan (RUPSLB) dengan
keputusan: penggantian susunan keanggotaan
Dewan Komisaris dan Direksi
Pemberian beasiswa kepada 110 mahasiswa dari 10
PTN di seluruh Indonesia.
Semen Gresik SME Award, granting awards to
SME partners, 21 state-owned enterprises and
regionally owned enterprises across East Java.
Signing of an MOU with Perum Perhutani for
the Rehabilitation of Forest Areas Used by
the Company.
Bestowing Semen Gresik Award to the Winner
of Innovation to improve Company performance
in the future.
Semen Gresik EGM Convened with the following
ratification: Changes to the membership of the
Boards of Commissioners and Directors.
Awarding of Scholarships to 110 students from 10
State Universities throughout Indonesia.
JANUARI
Februari
JANUARY
febrUARY
MARCH
JUNE
MARET
JUNI
Awarding scholarships to 1,823 students in
Surabaya, Gresik, and Tuban.
AGM convened, one decision from which is
payment of cash dividends of 50% net profit,
amounting to Rp1.8 trillion or Rp306 per share.
11
191. UKM Award
2. Penandatanganan MOU
dengan Perum Perhutani
3. Gresik Award Innovation
4. RUPSLB
5. Pemberian beasiswa
6. Pemberian beasiswa di
wilayah Surabaya, Gresik
dan Tuban
7. RUPST
MOU and Perum Perhutani
EGMS
AGMS
Scholarship
Scholarship in Surabaya,
Gresik and Tuban
15. 13
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
PT SEMEN GRESIK (PERSERO) Tbk.
13
8 7
11
9
12
10
KerjasamaPerseroandenganBadanPenelitiandan
Pengembangan(Balitbang)Pertanian,Kementerian
Pertanian dalam penelitian dan pengembangan
tanaman jarak pagar sebagai energi alternatif.
Uji coba sebagian peralatan Proyek Pembangunan
Pabrik Semen Baru Tuban IV.
RUPSLB dengan keputusan: pengukuhan
pemberhentian dengan hormat Sdr. Irwan Suarly
sebagai Direktur Pemasaran; dan rencana penggantian
Direktur Pemasaran pada RUPS selanjutnya.
MOU dengan BPKP tentang pengelolaan dan
pengembangan GCG dan Manajemen Risiko.
OKTOBER
NOVEMBER
14
10
19
17
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.
Trial run of some equipment for Tuban IV New
Plant Construction Project.
MOU with BPKP on management and
development of GCG and Risk Management.
EGM convened and ratified: Dismissal with
respect to the Director of Marketing; and
planned replacement of the Director of
Marketing at the next GMS.
OCTOBER
NOVEMBER
8. Kerjasama Perseroan
dengan Badan Penelitian
dan Pengembangan
Pertanian
10. Uji coba Proyek
Pembangunan Pabrik Baru
Tuban IV
11. Uji coba Proyek
Pembangunan Pabrik Baru
Tuban IV
12. MOU dan BPKP
9. RUPSLB EGMS
Cooperation between
the Company and the
National Agriculture
Research and
Development
Trial run for Tuban IV
New Plant Construction
Project
Trial run for Tuban IV
New Plant Construction
Project
MOU with BPKP
16. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS OPERASIONAL PERFORMANCE14 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
PENGHARGAAN
DAN SERTIFIKASI
Awards and Certification
Best Wealth Creators untuk kategori Asean Best
Public Companies, dalam acara Penghargaan
Indonesia SWA 100 . (gambar no. 1)
Best Wealth Creators untuk kategori Indonesia
Best Public Companies dalam acara Penghargaan
Indonesia SWA 100 2011.
First Rank untuk kategori Indonesia Best Public
Companies, dalam acara Penghargaan Indonesia
SWA 100 Best Wealth Creators. (gambar 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)
Top Brand Awards 2011 dari Frontier Consulting
Group bekerja sama dengan majalah Marketing.
(gambar no. 4)
Super Brand dari Phoenix Communication.
(gambar 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
Predikat Sangat Bagus untuk BUMN Industri Non-
Keuangan dalam InfoBank BUMN Awards.
(gambar no. 8)
Indonesia Green Awards 2011 dari Majalah Bisnis
& CSR . (gambar no. 6)
Excellent Presentation On International
Exposation For Excellent Team in International
IETECH Singapore. (gambar no. 7)
Best Wealth Creators in Asean Best Public
Companies category, at SWA 100 Indonesia
Awards. (picture no.1)
Best Wealth Creators in Indonesia Best Public
Companies category at SWA 100 Indonesia
Awards 2011.
First Rank in Indonesia Best Public Companies
category, at SWA 100 Indonesia Awards Best
Wealth Creators. (picture no.2)
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)
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.
Top Brand Awards 2011 from Frontier Consulting
Group in cooperation with Marketing magazine.
(picture no.4)
Super Brand from Phoenix Communication.
(picture no 5)
Rated Very Good for Non-financial SOE at
InfoBank SOE Awards. (picture no 8)
Indonesia Green Awards 2011 from Bisnis
Magazine & CSR. (picture no 6)
Excellent Presentation On International
Exposition For Excellent Team at International
IETECH Singapore. (picture no 7)
JUNI
AGUSTUS
OKTOBER
SEPTEMBER
1
2
3
4
5
6
7
JUNE
AUGUST
SEPTEMBER
OCTOBER
17. 15
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
PT SEMEN GRESIK (PERSERO) Tbk.
15
Penghargaan Predikat Good Performance oleh
IQA ( Indonesian Quality Awards). (gambar no. 9)
Menerima penghargaan bidang Tata Kelola
Lingkungan untuk yang ketiga kalinya dengan
peringkat Proper Hijau 2011. (gambar no. 10)
10 Perusahaan Berkinerja Terbaik Versi Majalah
Forbes. (gambar no. 11)
Best Disclosure & Transparency pada ICD CG
Conference and Awards dari Indonesian Institute
for Corporate Directorship. (gambar no. 12)
Indonesia’s Most Trusted Companies untuk
Kategori Survey to Investor and Analysts oleh
Majalah SWA.
Penghargaan untuk Kategori Industri yang
Berwawasan Lingkungan dalam rangka ISRA
(Indonesia Sustainability Reporting Award)
oleh NCSR ( Nasional Center for Sustainability
Reporting). (gambar no. 13)
ISO – 9001 : 2008
ISO – 14001 : 2004
OHSAS - 18001 : 2007
SMK3 Kerja
ISO/IEC - 17025 : 2008
Awarded Good Performance Rating by IQA
(Indonesian Quality Awards). (picture no.9)
A c c e p t e d a w a r d f o r E n v i r o n m e n t a l
Management for the third time with the rating
Proper Green 2011.
10 Best Performing Companies by Forbes
Magazine. (picture no.11)
Best Disclosure & Transparency at ICD CG
Conference and Awards from Indonesian
Institute for Corporate Directorship.
(picture no.12)
Indonesia’s Most Trusted Companies in Survey
of Investors and Analysts Category by SWA
Magazine.
Award for Environmentally-minded Industry at
ISRA (Indonesia Sustainability Reporting Award)
by NCSR (National Center for Sustainability
Reporting). (picture no.13)
Quality Management System (certified by SGS-UK, 2009-2012).
Environmental Management System (certified by SGS,2010-2013).
Occupational Health & Safety Management System.
(certified by SGS-UK, 2008-2011)
Materials Testing Laboratory Accreditation Certificate (LP-151-DN)
(certified by KAN, 2011-2013).
Occupational Health & Safety Management System
(certified by Sucofindo, 2011)
november
desember
SERTIFIKASI
8
9
10
11
12
13
NOVEMBER
december
CERTIFICATION
Sistem Manajemen Mutu. (sertifikasi oleh SGS-UK, 2009-2012).
Sistem Manajemen Lingkungan. (sertifikasi oleh SGS, 2010-2013).
Sistem Manajemen Keselamatan dan Kesehatan Kerja.
(sertifikasi oleh SGS-UK, 2008-2011)
Sertifikat Akreditasi Laboratorium Pengujian Bahan (LP-151-DN)
(sertifikasi dari KAN, 2011-2013).
Sistem Manajemen Keselamatan dan Kesehatan Kerja
(Sertifikasi oleh Sucofindo, 2011)
18. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS Operational PERFORMANCE16 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
laporan
dewan
komisaris
Report from the Board
of Commissioners
Pemegang Saham yang terhormat,
Kami, Dewan Komisaris, dengan besar hati
menyampaikan penghargaan kepada Direksi,
manajemen,danseluruhkaryawanataskeberhasilan
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.
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.
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.
Respected Shareholders,
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.
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, BBB-
and Moody’s Investor Service, Baa3). All these
conditions have had an influence on the high
growth in cement consumption during 2011.
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.
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.
19. 17
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
PT SEMEN GRESIK (PERSERO) Tbk.
D. ADITYA SUMANAGARA
KOMISARIS UTAMA
PRESIDENT COMMISSIONER
20. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS OPERATIONAL PERFORMANCE18 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
Kondisi umum Perseroan
Di tengah atmosfir perekonomian nasional yang
kondusiftersebut,Perseroanjugamampumencatat
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.
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.
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.
Peningkatanvolumepenjualandanpenyesuaianharga
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
Rp5,40triliun,naik8,7%dibandingtahunsebelumnya,
sebesar Rp4,97 triliun.
Selainitu,pembangunan2pabrikbaruberkapasitas
total5jutaton,pembangkitlistrik,danpenambahan
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%.
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.
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.
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.
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.
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.
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.
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.
21. 19
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
PT SEMEN GRESIK (PERSERO) Tbk.
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%.
Seluruh perkembangan dan kinerja Perseroan ini
direspon positif oleh pemilik modal, sebagaimana
tercermin dari meningkatnya harga saham
perseroan di tengah kecenderungan lesunya bursa-
bursa 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%.
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
tahunpelaporan,DewanKomisarismengamanatkan
Direksi untuk terus melakukan inovasi operasional
termasuk dalam implementasi 4 fokus strategi yang
meliputi revenue management, cost management,
capacity manegement, dan 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.
Dewan Komisaris, dengan didukung oleh Komite
PenunjangDewanKomisaris,telahmengamanatkan
Direksi agar meningkatkan kualitas praktik GCG
melalui sosialisasi terus-menerus dan berjenjang
seluruh aturan yang tercakup dalam Pedoman
GCG, Pedoman Kode Etik dan penjelasan nilai-
nilai perusahaan.
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
NominasidanRemunerasi,KomiteGoodCorporate
Governance serta Oversight Committee, yang
secara rutin melakukan rapat-rapat konsultatif
dan koordinasi dengan manajemen Perseroan.
Dewan Komisaris melaksanakan pengawasan
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%.
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.
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.
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.
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
22. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS OPERATIONAL PERFORMANCE20 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
Achmad Jadizie
Komisaris Independen Komisaris
Komisaris Independen Komisaris
Komisaris Komisaris Utama
Independent Commissioner Commissioner
Independent Commissioner Commissioner
Commissioner President Commissioner
SETIA PURWAKA
M. CHATIB BASRI HADI WALUYO
SUMARYANTO WIDAYATIN D. ADITYA SUMANAGARA
1
1. 4.
2. 5.
3. 6.
2
3
4
5
6
23. 21
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
PT SEMEN GRESIK (PERSERO) Tbk.
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.
Melaluiberbagaidiskusiintensdanmemperhatikan
raihankinerjayangditunjukkanditahun2011,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.
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.
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.
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.
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,
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.
Through various intense discussions and
with attention to performance achievements
demonstratedin2011,theBoardofCommissioners
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.
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.
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.
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.
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
24. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS OPERATIONAL PERFORMANCE22 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
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)yangmerupakanprogramupaya
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.
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%.
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.
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.
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
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.
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%.
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.
Therefore, the Board of Commissioners has
mandatedthattheBoardofDirectorsconsistently
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.
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
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)
25. PT SEMEN GRESIK (PERSERO) Tbk.
23
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
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.
Jakarta, 20 April 2012
D. Aditya Sumanagara
Komisaris Utama
President Commissioner
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.
26. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS OPERATIONAL PERFORMANCE24 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
LAPORAN TAHUNAN 2011 ANNUAL REPORT
24
laporan
dIREKSI
Report from the Board
of Directors
Para Pemegang Saham Yang Terhormat,
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.
Sebagaimana diketahui, kondisi makro ekonomi
Indonesiaditahun2011cukupkondusif,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.
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.
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.
Peningkatan kinerja di tengah
Persaingan
Menghadapi lonjakan permintaan semen domestik
yang tinggi tersebut, Perseroan mengintensifkan
penerapan capacity management dan sinergi
Respected Shareholders,
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.
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.
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.
With these opportunities, and the consistent
applicationofourfourfocuses,RevenueManagement,
Cost Management, Capacity Management and
Improving Competitive Advantage, the Company
has been able to successfully record an improved
performance over the previous year.
Improving Performance in the midst
of Competition
Faced with the surging high domestic demand for
cement,theCompanyintensifiedtheimplementation
of its capacity management and distribution
27. 25
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
PT SEMEN GRESIK (PERSERO) Tbk.
DWI SOETJIPTO
DIREKTUR UTAMA
PRESIDENT DIRECTOR
28. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS OPERATIONAL PERFORMANCE26 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
distribusi antar perusahaan. Hal ini dilakukan
mengingat Perseroan sejak beberapa tahun
terakhir beroperasi dengan tingkat utilisasi rata-
rata diatas 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.
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%.
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.
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
sertacopper slag,
• Konversi penggunaan batubara kalori tinggi ke
kalori yang lebih rendah,
• pemanfaatan panas buang untuk menghasilkan
energi listrik dengan membangun teknologi
Waste Heat Recovery Power Generation
(WHRPG).
• pemanfaatan bahan bakar alternatif, misalnya
sekam padi, tobacco waste, dan oil sludge
• aplikasi teknologi produksi terkini dengan
melakukan upgrading peralatan produksi.
• sinergidiberbagaiaktifitasproduksi,pengadaan,
dan distribusi.
Berbagai upaya tersebut berhasil menekan biaya
produksiper ton dengan baik, sehingga walaupun
terjadi kenaikan harga bahan bakar dan listrik,
beban pokok penjualan pada tahun 2011 hanya
meningkat sebesar 7,4% dari tahun 2010. Nilai
tersebut dibawah rata-rata peningkatan beban
pokok industri sejenis maupun peningkatan harga
komponen beban pokok utama. Selain itu, melalui
program efisiensi yang dijalankan, Perseroan juga
berhasil mengendalikan laju pertumbuhan beban
usaha, sehingga rasio beban usaha berada pada
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.
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.
The Company recorded
growth of sales of
11.1%, cornered 40.8%
of the domestic market,
increased revenue
by 14.2% to Rp16.38
trillion, and successfully
improved efficiencies
and controlled
production costs through
various innovative
measures leading to a
rise in net profit of 8%
reaching Rp3.93 trillion.
The Company is also
ready to welcome the
challenges of rising
demand for cement
domestically with the
completion of the new
plants and additional
supporting facilities for
distribution.
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%.
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.
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.
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.
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.
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
operatingexpenses,withtheoperatingexpenseratio
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.
29. 27
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
PT SEMEN GRESIK (PERSERO) Tbk.
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.
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.
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.
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.
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.
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•
HumanCapital(HC)competenceandimproving
IT. Specifically in IT, various application
modules have been developed allowing the
management to monitor operational conditions
more accurately.
30. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS OPERATIONAL PERFORMANCE28 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
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.
31. 29
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
PT SEMEN GRESIK (PERSERO) Tbk.
• 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.
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.
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.
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.
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 inovasi-
inovasi 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.
Tanggung Jawab Sosial dan
Pelestarian Lingkungan
Sebagaiperusahaanyangpeduliterhadaplingkungan,
Perseroan melanjutkan implementasi falsafah “Go
Green” sebagai panduan pengelolaan lingkungan
yang mencakup aspek: penataan, pemanfaatan,
pengembangan, pemeliharaan, pemulihan,
pengawasan hingga pengendalian lingkungan hidup.
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.
ThepowerplantprojectinPangkep,SouthSulawesi
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.
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.
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.
The Company has implemented HRIS (Human
Resource Information System), Reward
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.
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
withtheCompany’sstrategyandprovidesawards
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.
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.
32. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS OPERATIONAL PERFORMANCE30 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
Direktur Pengembangan
Usaha & Strategi Bisnis
Direktur Sumber Daya
Manusia
Direktur Produksi
Direktur Utama
Direktur Keuangan
Direktur Penelitian & Pengembangan
dan Operasional
Strategy & Business
Development Director
HR Director
Production Director
President Director
Finance Director R & D and Operations Director
ERIZAL BAKAR BAMBANG SUGENG S I
SUPARNI
DWI SOETJIPTO
AHYANIZZAMAN
SUHARTO
1.
1
2
3 4
5
6
4.
2.
5.
3.
6.
33. PT SEMEN GRESIK (PERSERO) Tbk.
31
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
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.
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.
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.
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.
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.
Untuk mendapatkan umpan balik dari upaya
peningkatan best-practices GCG, Perseroan
memfasilitasi pelaksanaan asesmen penerapan
GCG yang dilakukan oleh pihak independen.
To develop local communities, in 2011 the
Company increased the funding for Partnership
andCommunityStewardshipProgram(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.
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.
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
accountabilityandreportaccuracy. TheCompanyis
also refining internal control over the preparation of
financial statements by preparing Internal Control
on Financial Report (ICoFR) with completion
planned for 2012.
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
Company is using ISO 31000 for risk
management, supported by the Company’s
House of Risk, which is a core infrastructure for
the application of risk management.
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.
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.
34. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS OPERATIONAL PERFORMANCE32 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
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
telahberoperasinyapabrikbaruyangmemungkinkan
Perseroan mengimbangi dinamika peningkatan
permintaan semen domestik.
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.
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.
Perseroan berencana memilih dan mengangkat
Direktur Pemasaran baru pada RUPST di
tahun 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.
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
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.
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.
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.
The Company plans to nominate and appoint a new
Marketing Director at the AGM in 2012.
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.
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
35. PT SEMEN GRESIK (PERSERO) Tbk.
33
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
yang senantiasa memberikan pengarahan dan
bimbingan, serta para pelanggan dan mitra usaha
Perseroan atas kerjasama dan dukungannya.
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.
Gresik, 20 April 2012
Dwi Soetjipto
Direktur Utama
President Director
to provide direction and guidance, as well as
our customers and business partners for their
cooperation and support.
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.
36. FASILITAS
PENDUKUNG
SUPPORTING FACILITIES
Built in strategic locations to ensure
continuity of supply to all market areas.
Dibangun di lokasi strategis untuk
menjamin kontinuitas pasokan ke
seluruh area pemasaran.
P.48
Jenis Produk
type of product
A variety of products to fulfill consumer needs,
both retail and specific requirements.
Variasi jenis produk untuk memenuhi
kebutuhan konsumen, baik retail
maupun spesifik.
P.46
34
37. PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
INFORMASI
PERUSAHAAN
Company Profile
3535
38. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS OPERATIONAL PERFORMANCE36 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
To Be the Leading Cement Company in
Indonesia and Southeast Asia.
VISI
VISION
Menjadi Perusahaan Persemenan Terkemuka
di Indonesia dan Asia Tenggara.
39. 37
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
PT SEMEN GRESIK (PERSERO) Tbk.
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).
Contribute to improving the welfare of our
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.
MISI
MISSION
40. LAPORAN TAHUNAN 2011 ANNUAL REPORT
LAPORAN MANAJEMEN INFORMASI BAGI INVESTOR TINJAUAN OPERASIONAL
Management Report INFORMATION FOR INVESTORS OPERATIONAL PERFORMANCE38 INFORMASI PERUSAHAANIKHTISAR
COMPANY PROFILEHIGHLIGHTS
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.
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%.
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
15September1995PTSemenGresikberkonsolidasi
dengan PT Semen Padang dan PT Semen Tonasa.
Total kapasitas terpasang Perseroan saat itu
sebesar 8,5 juta ton semen per tahun.
Padatanggal17September1998,NegaraRImelepas
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
PT Semen Gresik (Persero) Tbk is a company
involvedinthecementindustry.Itwasinaugurated
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.
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%.
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.
OnSeptember17,1998,theStatereleasedafurther
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
41. 39
PEMBAHASAN DAN
ANALISIS MANAJEMEN
LAPORAN TATA
KELOLA PERUSAHAAN
LAPORAN TANGGUNG JAWAB
SOSIAL PERUSAHAAN LAIN-LAIN
MANAGEMENT’S DISCUSSION
AND ANALYSIS
CORPORATE
GOVERNANCE REPORT
CORPORATE SOCIAL
RESPONSIBILITY REPORT
OTHERS
PT SEMEN GRESIK (PERSERO) Tbk.
saham berubah menjadi: Pemerintah Republik
Indonesia 51,0%, masyarakat 23,4% dan 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%.
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%.
Hingga akhir 2011, kapasitas desain Perseroan
sebesar 20,0 juta ton semen per tahun, dan
menguasai 40,8% pangsa pasar semen domestik.
composition changed once more to become: the
Government of the Republic of Indonesia 51.0%,
the public 23.4% and Cemex 25.5%.
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%.
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%.
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.