1 OCTOBER 2011 STRATEGIC PLANNING DEPARTMENT, PETRONAS DAGANGAN BERHAD

Transcription

1 1 OCTOBER 2011 Copyright STRATEGIC PLANNING DEPARTMENT, PETRONAS DAGANGAN BERHAD All rights reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means (electronic, mechanical, photocopying, recording or otherwise) without the permission of the copyright owner

2 1. PDB - The Corporation 2. Company Performance 3. Key strategies 4. Challenges 2

3 Corporate profile PETRONAS Dagangan Berhad (PDB) is the domestic marketing subsidiary of Petroliam Nasional Berhad (PETRONAS owns 69.9%). Its principal activities are the marketing and distribution of petroleum products in Malaysia. PDB was incorporated on 5 August 1982 and was converted to a public company on 21 August Shares of the Company were listed on the Main Board of the Bursa Malaysia Securities Berhad on 8 March

4 Milestones The Beginning 1970s Building the Brand 1980s-1990s Brand of 1 st choice The new millennium Petronas established the Domestic Marketing Department Market entry : Bunkering at Pasir Gudang, aviation at Penang and Senai Operate skid tank station due to diesel crisis 1981 Operated first service station. Entered LPG market 1982 Incorporated as PDSB on 5 August 1992 Introduced Natural Gas for vehicles (NGV) 1993 Converted to a public company on 21 August Listed on the Kuala Lumpur Stock Exchange (KLSE) 1996 Station reimaging and Mesra C-Store 1999 Introduction of Loyalty Programme (Mesra Card) 2000 Launching of Primax & Sprinta Launching of PDB Customer Service Centre 2006 Launching of PETRONAS Primax Acquired Lub Dagangan Sdn Bhd 2009 Introduced PETRONAS Urania, PRIMAX 95 and Dynamic Diesel Introduction of New Mesra Loyalty Programme 2010 Mesra Shoppe and PETRONAS Cards Centre opened in KLCC Launching of PRIMAX 97 Introduced Syntium Moto (March 2010) 5

5 PDB s Core Business PETRONAS DAGANGAN BERHAD Retail Business Commercial Business LPG Business Lube Business

6 Supply and Logistics Networks Perlis Langkawi Penang Kedah Perak Lumut Prai Terengganu P E N I N S U L A R M A L A Y S I A Kertih Pahang Kuantan Joint Venture depots and facilities are: i) MPP KVDT Bulk Depot ii) Bintulu Bulk Depot iii) Tawau Bottling Plant and Bulk Depot iv) KLIA Aviation Depot v) ASB JV for Bunkering facilities vi) IOTM Senari vii) CODT Tg Manis Bintulu B R U N E I S A R A W A K Sibu Miri Labuan Sep. Bay S A B A H Sandakan Tawau KL/ Selangor Melaka Johor Kuching Number of terminals Fuel 17 LPG 9 Aviation 12 TOTAL: 38 9

7 1. PDB - The Corporation 2. Company Performance 3. Key strategies 4. Challenges 11

8 Mil Litres Volume growth contributed mainly by higher sales from Retail and Commercial businesses 4, ,750.0 YTD Volume 3, , , , % 3,000.0 SPLY YTD June FY2011 YTD June volume is above SPLY by 16.4% against SPLY. Growth in Q1 was mainly contributed by higher Diesel, Aviation, Fuel Oil, and LPG sales.

9 PDB s Market Share by business lines Where are we in the industry. Market Leader #2 in the industry Commercial Retail LPG Lubricant 13

10 Revenue increased mainly as a result of higher sales volume by 16.4% and higher average selling price by 19.6% Q (RM Mil) Revenue 7, / - (%) 38.2 Q1 10/11 (RM Mil) 5,456.5 Fuel Oil, 628,639, 8% LPG, 337,334, 4% Aviation, 1,462,202, 19% Lube, 112,611, 2% Mogas, 2,095,595, 28% Diesel, 2,685,209, 36% Others, 218,336, 3% LPG, 279,890, 5% FUEL OIL, 221,062, 4% AVIATION, 957,193, 18% LUB, 95,651, 2% OTHERS, 130,595, 2% MOGAS, 1,918,932, 35% Q DIESEL, 1,853,149, 34% Q1 10/11

11 Profit before tax in Qtr 1, FY2011 improved by RM13.6 million as a result of higher gross profit and higher other income but offset by higher OPEX RM Mill Profit Before Taxation RM Mill 300 OPEX Other Income QTR 1, FY2011 QTR 1, FY2010/ QTR 1, FY2011 QTR 1, FY2010/11

12 SPEAKER S NOTES Shareholder s funds increased in tandem with the Q1 profit. However, cash balances reduced by 20.8% Cash (Used)/Generated from Operating Activities Cash flow Statement (RM Mil) 30/06/ /06/2011 % Incr / (Decr) (55,477) 315,744 (117.6) Cash Used in Investing Activities (94,073) (83,116) 13.1 Cash Used in Financing Activities 30, Net Increase in Cash & Cash Equivalents (119,533) 232,628 (151.4) Cash & Cash Equivalents at beginning of period 1,026, , Cash & Cash Equivalents at end of period 906,676 1,145,099 (20.8) 18

13 Earnings Per Share (EPS) * I l FY2004/05 FY2005/06 FY2006/07 FY2007/08 FY2008/09 FY2009/10 FY2010/11 FY 2011 *Annualised based on quarter 1 financial results FY 2005/06 FY 2006/07 FY 2007/08 FY 2008/09 FY 2009/10 FY 2010/2011 FY 2011 PDB P/E Market PE

14 1. PDB - The Corporation 2. Company Performance 3. Key strategies 4. Challenges 23

15 Key Strategies Retail Business Achieving market leadership Increasing throughput volume Opening new stations at strategic locations Commercial Business Maintain and strengthen market leadership through quality services Focus on primary target market and quality customers

16 Key Strategies LPG Business Maintain market leadership through innovative marketing Improve on product network availability and customer service Lube Business Aggressive market penetration Expand product range to include fighting brand

17 1. PDB - The Corporation 2. Company Performance 3. Achievements/Awards 4. Key strategies 5. Challenges 26

18 Stringent Products Quality & competitive substitution Policies/Regulations Reduction in Subsidy program Downstream Oil Sector Rising Cost lead to compressed Margin Development of Efficient & Innovative Technology Changes in Consumer profile (age, lifestyle, income, etc)

19 T H A N K Y O U 29