Presentasi Pak Hiramsyah

Entrepreneur Business Leader

Hiramsyah S. ThaibPresident Director & CEO

PT Bakrieland Development Tbk.

Ekonomi Indonesia yang Sehat

Estimated 2011 GDP growth, G-20

012

34567

89

10Ita

ly

Fran

ce

Japa

n

UK

Ger

man

y

Can

ada

US

Aus

tralia

Sou

th A

frica

Mex

ico

Bra

zil

Kor

ea

Rus

sia

Sau

di A

rabi

a

Turk

ey

Arg

entin

a

Indo

nesi

a

Indi

a

Chi

na

%

Source: IMF, February 2011

KPR vs. SBI

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

1999 2000 2001 2002 2003 2004 2005 2006 2007 1H08 2H08 2009 1H10 2H10

Mortage rate SBI rate

Source: Statstik Perbankan Indonesia, Bank Indonesia, 2010

Demand Perumahan Tinggi

Population & population growth 228 million people & 1.3% per year = 3 million people per year Shortages 8.6 million units, annual demand 800,000 units, annual supply 200,000 units

-

50,000

100,000

150,000

200,000

250,000

2002 2003 2004 2005 2006 2007 2008 2009 2010P 2011P 2012Punit

Annual Supply Annual Potential Demand

Source: Pusat Studi Properti Indonesia, Januari 2010Investor Daily, Oktober 2009

Harga & Yield Properti Menarik

Apartment Price in Premiere City Center (price per Sq.m.)

1,381

1,424

2,033

3,072

5,449

10,265

11,324

12,884

16,422

0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000

Indonesia

Malaysia

Philippines

Thailand

China

India

Singapore

Japan

Hong Kong

US$

Apartment Rental Yields in Premier City Centre (%)

3.2

3.33.7

3.85.8

6.48.8

9.011.4

0 2 4 6 8 10 12

ChinaHong Kong

IndiaSingapore

JapanThailandMalaysia

PhilippinesIndonesia

Source: www.globalpropertyguide.com, 2010

Kepemilikan Properti oleh Asing

Expatriate Growth in Indonesia

-

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

Q1201

0

peop

le

Source: Departemen Tenaga Kerja dan Transmigrasi, 2010

Tren Urbanisasi Meningkat

Indonesia's rural/urban mix

0

20

40

60

80

100

120

140

160

180

200

1950 1960 1970 1980 1990 2000 2010F 2020F 2030F

mnUrban Rural

Source:

United Nations - World population prospects, 2009

CLSA Asia-Pacific Markets, April 2010

Positif bagi proyek properti yang berada di pusat kota

Struktur Perusahaan

XXXXXXXXXXXXXXXXXXXXXXXXXX 51

INTEGRATED PROPERTY COMPANY

BAKRIELAND

INVESTMENT

Jungle Water Park

Jungle Mall

Aston Bogor Hotel & Resort *

PROJECT

Bogor Nirwana Residence

INVESTMENT

Wisma Bakrie 1

Wisma Bakrie 2

Bakrie Tower *

Lifestyle Center *

Aston Rasuna Residence *

Pasar Festival

Elite Club Epicentrum

PROJECT

Rasuna Epicentrum:

Grove Condominium

Grove Suites

Wave Condominum

PROJECT

Ijen Nirwana Residence

PROJECT

Batam Nirwana Residence

INVESTMENT

Pullman Bali Legian Nirwana *

PT. Samudra Asia Nasional 99.78%

INVESTMENT

Lido Lakes Resort

PT. Berkah Puhu Lestari 99.99%

PROJECT

Travellers Krakatoa Nirwana Resort

PT. Krakatau Lampung T. D. 90%

PROJECT

Lagoon Nirwana Residence

INVESTMENT

Pan Pacific Nirwana Bali Resort

PT. Bali Nirwana Resort 52.55%

INVESTMENT

WT&D for East side of Jakarta

PROJECT

Sentra Timur Residence

INVESTMENT

Kanci-Pejagan Toll Road

PT. Bakrie Infrastructure 99.99%

CITY PROPERTY LANDED RESIDENTIAL HOTEL & RESORT

P R O P E R T Y PROPERTY RELATED INFRASTRUCTURE

TOLL ROAD WATER TREATMENT & DIST.

Revenue : IDR 481 bn (35%)EBITDA : IDR 94 bn (23%)



Revenue : IDR 84 bn (6%)EBITDA : IDR 45bn (11%)

Revenue : NAEBITDA : NA

Revenue & EBITDA are based on 2010 results

* Partly retained

PROJECT

Bukit Jonggol

PT. Libratindo Gemilang

99.99%

PROJECT

Ubud Nirwana Villas

PT. Fusion Plus Indonesia 50.00%

PT. Graha Andrasentra P. 99.78%

PT. Dutaperkasa U. 64.86%

PT. Mutiara Permata Biru 98.78%

PT. Bukit Jonggol Asri 37.88%

PT. Aetra Air Jakarta 3.75%

PT. Semesta Marga Raya 100%

PT. Bakrie Pangripta Loka 99.99%

PT. Bakrie Swasakti Utama 69.62%

PT. Bakrie Toll Road 99.99%

Bakrieland’s Strength

XXXXXXXXXXXXXXXXXXXXXXXXXX

1. Commands virtually 1/3 of total apartment supply in Jakarta CBD

2. Commands 53.5 Ha of land in Jakarta prime CBD

3. 16.3 Ha of land in Jakarta prime CBD

4. One of the largest market cap of all property stocks on the IDX, US$ 844 million @ 15 October 2010

5. The most liquid property stock on the IDX. Average daily trading value in 2009 IDR 66 billion/US$ 7 million

6. The CAGR of revenues in the last 5-year is 43.5% and will continue to grow strongly

7. DER 67.4% and net gearing 54.7% (excluding ELB) @ 30 June 2010

8. House, apartment, office, hotel, retail center, infrastructure

9. Jakarta, Bogor, Bali, Malang, Lampung, Batam

10. The 2nd best mid apartment in Jakarta, independent survey by PSIP, 2007

11. Experience 20 years

12. Mid-to-mid-up segment

13. Most complete Superblock in Jakarta at 2008 Indonesia Property & Bank Award

14. Limitless and Perumnas (State housing company)

15. Bakrie Group and Avenue Capital Group

LARGEST LARGEST LARGEST One of LARGEST LARGESTJakarta CBD Development Land Bank Market cap. Trading ValueDeveloper (1) Area in in of All Property of All Property

Jakarta CBD (2) Jakarta CBD (3) Stocks in IDX (4) Stocks in IDX (5)

STRONG SOLID DIVERSIFIED DIVERSIFIED QUALITYRevenue growth (6) Balance sheet (7) Portfolio (8) Locations (9) Products (10)

GOOD FOCUSED COMPLETE STRONG STRONGTrack Record (11) Segment (12) Amenities (13) Partner (14) Shareholders (15)

M A R K E T L E A D E R

BLUE OCEAN

STRATEGY

Ciptakan Ruang Pasar Tanpa Pesaing dan Biarkan Kompetisi Tak Lagi Relevan

Lead Like an Entrepreneur


“Leading like an entrepreneur requires a

different view of leadership. It requires the manages

integrate both an entrepreneurial mindset

and an entrepreneurial skill set into their daily lives as an organizational leaders

and managers”


A New View

Management

EntrepreneurshipLeadership

Figure 2.1 The entrepreneurial leadership model

Visionary Leadership


Transformational Entrepreneurial

• Focus on the organization• Changing attitudes• Focus on change• Passion• A stake in the ground • Creative rearrangement• Committed investment• Symbolic communications • Long-term, stay the course

• Focus on the opportunity• Finding like-minded people• Focus on building/creating• Passion• A moving stake• Creative destruction/rearrangement• Staged investment• Intimate, personal communications• Medium term, exit strategy

Figure 2.5 Similarities and differences between transformational and entrepreneurial leadership

The Entrepreneurial Process


Opportunity Identification

OpportunityShaping

OpportunityCapturing

The Opportunity The Team

The Resources

The Balancing Act

Figure 3.2 Timmons’ model of the entrepreneurial balancing act

Corporate Entrepreneurship Behaviors


• Efficiently gets proposed actions through bureaucratic red tape and into practice

• Displays an enthusiasm for acquiring skills• Quickly changes course of action when

results aren’t being achieved• Encourages others to take the initiative for

their own ideas• Inspires others to think about their work in

new and stimulating ways

• Devotes time to helping others find ways to improve our products and services

• Goes to bat for the good ideas of others• Boldly moves ahead with promising new

approach when others might be more cautious

• Vividly describes how things could be in the future and what is needed to get us there

• Gets people to rally together to meet a challenge

• Creates an environment where people get excited about making improvements

Figure 2.6 Entrepreneurial leadership qualities identified in utilities study

Thank You

THANK YOU