Samudera Indonesia`s IT Masterplan

Kebijakan Para Pendiri kepada
putera-puteri
• Penanaman pengertian tertib tata-laksana sejak masa
kanak-kanak
• Wajib mengenyam pendidikan sampai tamat
. dan meniti karir sebagai professional
• Secara formal Putera-puteri tidak diproyeksikan meneruskan
usaha yang dirintis
• Putera-puteri ditanamkan pengertian agar memisahkan
pengertian kepemilikan dan manajemen
Confidential & proprietary of PT. Samudera Indonesia Tbk
3
Governance Model
The Three Circle Model is generally accepted as the standard model for family businesses
and includes family, business and ownership as the three main components
(Gersick et al, Generation to Generation: Life cycle of the family business, Harvard Business School Press).
Each circle has its own governance structure
and plan
•
A family council would govern the family
and prepare a family plan.
•
A management team would lead the
business and prepare a management
development plan for succession and a
business plan.
•
A board of directors would govern the
owners or shareholders and would be
responsible for the strategic plan,
continuity plan, contingency plan and the
succession plan
Structures
Shareholders meetings,
Board of Directors
Plan
Estate Plan
Each governance structure works as assurance, Family
rather than just forConfidential
compliance
and Proprietary of PT.
Samudera Indonesia, Tbk.
Plan
Strategic Plan
Plan
Continuity Plan
Contingency Plan
Plan
Family Plan
Ownership
Structures
Family
Council
Plan
Management
Development Plan
Structures
Management
Team
3
Business
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Institusionalisasi Kepemilikan
Dasar Pemikiran:
Kelangsungan hubungan yang harmonis dan sehat
antara Pemegang Saham dan Manajemen Perusahaan.
Kepemilikan
Perorangan
Kepemilikan
Institusi
1995
Soedarpo
Sastrosatomo
Samudera
Indonesia Group
Yang
diwariskan
adalah hanya
kepemilikan
di NBU
Ngrumat BondoUtomo
(NBU)
Asuransi
Bintang
Inter Pariwara
Global
Soedarpo
Informatika Group
Chairman
Commissioners
CEO
Managing Directors
2014
TOTAL ASSET : USD 703.4 Million
REVENUE : USD 560.9 Million
The Soedarpo family established 2 investment holding companies
BOC & BOD are all
family members
*
*with
subsidiaries
Total : 120 Companies
*
*
Perusahaan2 yang didirikan Soedarpo dkk
Tahun 1952 - 1955
didirikan bersama
Minarsih Soedarpo
didirikan bersama
Minarsih Soedarpo
Asuransi
Bintang
ISTA
Soedarpo
Corporation
Bank
Niaga
l
ditransformasi
Publik
Publik
Publik
Samudera
Indonesia Group
1997
Publik
Millennium
Pharma
International
Publik
Sekarang
dikenal sebagai
karena ganti
Pemilik
Soedarpo
Corporation
(Distribution of
Pharmaceutical
products
Publik
Praweda
Ciptakarsa
Informatika
Tidak Publik
Samudera Indonesia Group
Governance Beyond Compliance
8
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Kebijakan Para Pendiri
• Penterapan aspek Governance. Diawali sesama
pendiri berlanjut diperusahaan
• Professionalisasi – organisasi – SDM
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Confidential & proprietary of PT. Samudera Indonesia Tbk
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Samudera Indonesia Tbk
Business Transformation
12
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Developmental Model of Family Business
Samudera Indonesia
Group
Business Axis
Founders (1955)
Maturity
Founders + Prof. Management 1st Gen. (1980s)
Founders + 2nd Generation + Prof. Management
1st Gen.(2000 - 2007)
Expansion/
Formalization
Founder
1955/1965
Start Up
2nd Generation + Prof Mgmt.2 & 3rd Gen. (2009)
Young Family
Business
Entering
The Business
Founder & Public
(1997 – 2007)
Working
Together
Passing
the Baton
Family Axis
Founders 2nd Gen & Public
(2007 – to date)
Ownership Axis
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Our Service & Existence
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Samudera Indonesia, Tbk.
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Samudera Indonesia Milestones
1964 – Keagenan pelayaran
1986 – Jasa Bongkar Muat
2005 – BOT 25 tahun DSN
Tanjung Priok
1964 – Pelayaran Internasional
1990 –Jasa Pelayaran Feeder
2007 – Pelayaran LNG
1991 – Depo Peti Kemas
2010 – BOT 50 tahun
Pelabuhan Palaran
1967 – Pelayaran Domestik
1992 – Container Freight Station
1964 - 1974
1984 -1994
2004 - 2014
1994 -2004
2013 – Palaran Extension
1975 – Jasa Angkutan Darat
1976 – Project Logistics
1997 – SAMU IPO di SGX
1999 – SMDR Listing di JSX
2014 – Samudera
Terminal – Sub holding
2003 – Distribution Centre
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16
Transformation Timeline
2010 Group Assessment &
Critical measures resolution
New Management
2nd Gen CEO
2 External Professionals
4 Internal Promotions
Management Revitalization
2nd Gen CEO
3 External Professionals
3 Internal Promotions
Group wide
Consolidation and
Foundation
preparation
2011
Management Restructuration
2nd Gen CEO
2 External Professionals
4 Internal Promotions
50 Years: Going stronger
and Bigger
2014
New Additional Management
2nd Gen CEO
3 External Professionals
4 Internal Promotions
2012
Year of Transformation:
Product to functional
Oriented Organization
Towards the next level:
Portfolio enrichment
2013
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17
2010 Group Assessment & Emergency Action
Strategic Initiative :
• Group Wide assessment and due diligent on every aspect of Legal,
Finance and company assets.
• Group Wide Employee assessment
• New Vision-Mission and Core Values Development
• Early SWOT profile construction
• Emergency measures implementation for troublesome business unit
Immediate Result:
• Group Wide SWOT analysis and Emergency strategic
action prioritization
• New Vision-Mission Statement & Core Values
• Profit Enhancement & Loss-Mitigation for troublesome
BU
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18
2011 Consolidation & Foundation Preparation
Strategic Initiative :
• Business Portfolio rebalancing, Idle asset leverage and Investment
refocus
• People restructuring, rotation and shared service introduction on
Finance, HR, GA & IT through a Common Servicing Platform across
the group
• Business Infrastructure Expansion on Consolidate Financial
operation and reporting, Enterprise HRIS and Shared IT
Infrastructure and services.
• Group wide business synergy value creation and
implementation
• Long Term Business Strategic Planning
Construction with the help from Accenture
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2012 Years of Transformation
•
•
•
•
•
New Functional Organization Structure Deployment
New Performance Management System & Incentive roll out
Standardized Branding, Office & Operational Consolidation
Optimization of Business Infrastructure Utilization
Integrated Sales, Marketing & Operation deployment
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20
2013 Portfolio Enhancement
• GAC Samudera Logistics (GSL) opened the Phase IV of 15.000 m2
Warehouse and Distribution Center in Lippo Cikarang.
• Samudera Golden Mitra New container depo expansion in Palaran
Samarinda, through Joint Venture with local company.
• Launch Corporate Identity and Brand Awareness program.
Awards
• Samudera Shipping Line, Singapore International 1.000 Awards – 2013
• Leadership in implementing environmentally-responsible business
practices award, The 3rd Coral Triangle Regional Business Forum –
2013,
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2014 Going Stronger and Bigger
•
•
•
•
Service Route Consolidation
Asset Utilization and Productivity Improvement program
Business Unit Enhancement & Unit business empowerment strategy.
Business Process & Operational Improvement initiative.
Immediate Result:
• 96% better than budget in Samudera Shipping due to Service
Consolidation, better Load factor and Operational performance,
in addition to lower fuel price.
Awards
• Indonesia National Shipowners Association 2014 Award, Best
Listed shipping Company & Best Container Terminal : PT
Pelabuhan Samudera Palaran.
• Samudera Shipping Line, Singapore International 1.000 Awards –
2014
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Transformation Result
Financials (2011 vs 2014)
Equity Increased by 48.4% to 292 Million USD, Net Income improved by 39% to 16.09
Million USD, RoA improves by 47% and RoE Improves by 24% to 7.27%
Shipping
Increase load factor from 69% to 72%, 4% Net Income Improvement, 22% increase in
ROA to 1.1% and 8% Improvement in ROE to 3.9%
Terminal
Volume Handled increase by 87%
Inland Transport
Number of Trip increased by 218%
Warehouse & Container Depo
Warehouse volume increase by 20%, Depo Volume increase by 9%, Depo area increase
from 29.2 Ha to 38.68 Ha
Confidential & proprietary of PT. Samudera Indonesia Tbk
Samudera Indonesia tbk
SISM
Ocean shipping
pte ltd
SP
PNP
Cumawis
*
TSJ
Tankindo
*with subsidiaries
** Public listed in Singapore & with subsidiaries
*
MTCON
NYK Line
Indonesia
MKT
MPC
MST
*
SilKargo
*
SSL
**
GSL
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Governance Challenge
• Complexity: Family businesses are usually more complex in
terms of governance than their counterparts due to the
addition of a new variable: the family.
• On the business side: Vast Geographical coverages,
Organization size, Structured as multiple subsidiaries and
SBUs impose administrative challenge on Implementation
and enforcement.
Confidential and Proprietary of PT.
Samudera Indonesia, Tbk.
Confidential & proprietary of PT. Samudera Indonesia Tbk
25
Samudera Governance Framework
A sets of paperless process automation designed to provides transparency, accountability,
fairness & responsibility in many aspect of daily governance related activity.
Integrated with group emails and workflow, the build in reminder & notification was found
to facilitates faster approval and decision making process, while providing better quality
documentation.
Performance Dashboard
Common
Accounting
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26
Beyond Compliance
• The Adopted Three-Circle Governance had contributes to
Samudera Indonesia sustainability for more than 51 years.
• Governance framework demonstrated Lower business risk
due to better transparency, accountability and internal
control, while also improving approval and decision making
process.
• Better record keeping administrations significantly increase
decision making process if the unfavorable condition occurs
related to one business decision.
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Terima kasih
Thank you
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