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CONTENT ELEMENT IN PETRONAS DAGANG (Governance Pages 105-148…
CONTENT ELEMENT IN PETRONAS DAGANG
RISK AND OPPORTUNITY
KEY RISK AND MITIGATION
Pages 51-53
Health Safety and Environment Risk
Implication (Impact to Capital)
Financial Risk
Operation Risk
How PDB mitigate the risk?
Technology Risk
Strategic Risk
Talent Risk
Organisational overview and external environment
Pages 6-16
Business operation
retailer and marketer for petroleum product
Retail: Offers fuel and non-fuel products,services to consumer
Commercial: sales and marketing of bulk petroleum in domestic commercial market
LPG: sells and markets liquefied petroleum gas to household, commercial and industrial customer
Lubricant : offers premium lubricant products for consumers and commercial customers, via 3 flagship brands
Vision:
Brand of 1st choice in the downstream oil and gas sector
Mission:
Value- Driven Fuel Marketing with Market Leadership in Malaysia
Other countries
Netherlands
( investment holding company for international subsidiary)
Thailand
(marketing and distribution of lubricants)
Saudi Arabia
(technical consultancy services)
Governance
Pages 105-148
Corporate Governance Overview
MCCG2017
establishment Board Risk Committee
(Independent Non-Executive Directors only)
Anti- Money Laundering Policy and Framework
PETRONAS's Third Party Risk Management
Main Market Listing Requirements (MMLR) of Bursa Malaysia
Companies Act 2016
Corporate Governance Guide - 3rd edition (Bursa Malaysia)
ASEAN Corporate Governance Scorecard
Board Operation
Board Charter
Members:
one Executive Director
three Non- Independent Non- Executive Director
six Independent Non-Executive Directors
composition follow MMLR of Bursa Malaysia and Practice of MCCG 2017
none hold more than 5 directorship
separate roles of Chairman, Managing Director/ Executive Officer and Senior Independent Director
30% representation of women directors
Independent
Meeting of the Board are done at least quarterly with additional meetings
minimum attendance 50% of Board meetings (MMLR Bursa Malaysia)
Board papers are circulated at least 5 days prior to each meeting
online through collaborative software
have access to Management and unrestricted access to any information
direct access to advice and services of Company Secretary
for New director
comprehensive onboarding program
site visits
update on going and potential projects
Company Secretaries
qualified under Section 235 of Companies Act 2016
documented all the meetings and discussion
continuous training
Nomination and Remuneration Committee
rotation at an AGM at least once every 3 years
total tenure of INED maximum to 9 years
Peer and Self Evaluations on the Board members
Succession Planning Framework (identification and selection of new INED)
Board Audit Committee
well qualified Head of Internal Audit
Audit Charter approved by the BAC
Audit Manua
International Professional Practices Framework
5 components in Internal Control Integrated Framework issued by COSO
adopt risk-based approach
continuous Quality Assurance an Improvement Programme (QAIP)
assessed via Individual Online Functional Assessment
Internal Audit Competency Framework (The Institute of Internal Auditors)
Board Risk Committee
all Independent Non- Executive Directors
meeting scheduled once every quarter
With stakeholder
communication
annoucements in Bursa Malaysia
postings on PDB's website
press release
issuance of Annual Report
press conference
notice on AGM not less than 28 days
Integrity and Ethics
PETRONAS Code of Conduct and Business Ethnics
Whistleblowing Policy
Anti-Bribery and Corruption Policy
efforts and training taken in introduction of Corporate Liability (MACC Act 2009)
Notice of Closed Period to Directors and LT quarterly done by Company Secretary
PETRONAS Tenders and Contract Administrative Manual
Risk Management Framework and Internal Control System
Three Lines of Defence
Resiliency Model
Strategy and resource Allocation
Intellectual Capital
Embrace new technologies
(pg 20)
launched MESRA redemption portal
(pg 21)
Launched SETEL (Malaysian's first mobile application for on-the-go refuel)
(pg 21)
Human Capital
(pg 172-174)
Talent and capability development
Leadeship developmet program
Training and development program for employee
Internship and onboarding programmes
Functional and Behavioral Programmes
HSE competency and training
Accelerated Capability Training (ACD) Coaching
Manufactured Capital
Upgrade existing assets (pg 20)
operationalised 8 new stations
(pg 21)
Social & Relationship Capital
established strategic partnership with 90 new partner
(pg 21)
Training & development program for dealers & other partners
(pg 175)
Annual Dealers Convention
Dealers Capability Program
Financial Capital (pg 51)
Minimise price exposure through
Integrated Inventory Management
assess credit-worthiness on all potential customers and dealers
Natural Capital (pg 36)
total fuel usage : 20,371 MT
total electricity usage : 2,310,757 GJ
total water usage : 84000 m3
Outlook pages 39-43
malaysia's economy
expected to increase grow by 1% in 2020 . it remains resilient with domestic demand anchoring growth and positive development on the US-China trade war
Crude Oil price volatiliy
expected to continue amid a backdrop of global economic slowdown,geopolitical upheaval and prolonged trade tensions.
bearish demand
fuel that anticipated amidst increasing EEV penetration and higher usage of public transport.
the International Maritime Organisation
limit sulphur emission from marine fuels
Digital economy
remains a key agenda for the Malaysian government and is expected to contribute to 21.0% of Malaysia’s GDP by 2020.
Performance pages 76-88
5 year group financial summary
profit after taxation increase and then decrease
profit before taxation increase and then decrease
equity attributable to shareholders increase
total asset increase
revenue increase
total liabilities increase , decrease and then increase
earnings per share increase and the decrease
group quarterly financial performance
2019
quater 1
quarter 2
quarter 3
quarter 4
FY
2018
group statement of financial position
asset
2019 total RM9,996.3 million
2018 TOTAL RM9,170.8 million
equity and liability
2019 TOTAL RM9,996.3 million
2018 TOTAL RM9,170.8 million
segmental analysis
total revenue
2019
RM30,294 million
2018
RM30,069 million
key interest bearing asset and liabilities
statement of value added
2019
RM1,927,555
2018
RM1,799,372
distribution of value added
2019
employee
shareholders
2018
government
Retained for reinvestment and future growth
share price performance
PDB’s share price reached its peak of RM28.48 on 25 February 2019 and dipping at the lowest point to RM21.20 on
3 September 2019.
Business Model
pg36-pg74
Input
Our Capital Resources
Financial Capital
• Shareholders’ Equity: RM5,975.9 Million
• Cash: RM3,425.5 Million
Human Capital
• No. of employees: >1,600
Intelectual Capital
PETRONAS range of fuel
• PETRONAS range of lubricant
• Products under Mesra brand
• Setel® • ROVR
Social and Relationship Capital
Rakan Niaga: >800 • Established dealers: >1,200
• Business partners/suppliers/contractors/vendors: >650
• Authorities
Natural Capital
• Total fuel usage: 20,371 MT
• Total electricity usage: 2,310,757 GJ
• Total water usage: 84,000 m3
Manufacture Capital
• PETRONAS stations: >1,000
• Kedai Mesra: >700 • Total Terminals: 38
• ROVR Trucks: 10
• LPG cylinders: >11 million cylinders
Value Creation Process
Retail
Commercial
LPG
Market Leadership,
Safe,Reliable and Efficient,
To ensure all facets of our business and operations are executed in a manner that is safe, reliable and efficient
Great Place To Work
Digitally Enabled
Strengtening the core
improvements, systems refresh and upgrades as well as the development of new customer-facing touchpoints
Democratisation of Data
integrating our diverse information systems and developing our workforce’s capability to optimise the use of data
To create a healthy, positive and conducive working environment for our people, who are our greatest assets
To become the market leader in every business segment whilst maximising value through customer-first mindset
Lubricant
Material Matter
HSE
Seamless and Frictionless customer experience
Performance Management
Human Capital
Social Relationship Capital
Governance and business ethics
Our Risk
HSE Risk
Financial Risk
Operational Risk
Technology Risk
Strategic Risk
Talent Risk
Governance
Output
Revenue : RM 30.3 Billion
Investor
(Superior and consistent return on investment )
Employees
(Provide opportunities for progression and personal development)
Authorities
(Compliance with regulatory requirements RM266.0 million Taxes paid to Government)
Customer
(Ensure reliable and security of supply to our industrial customers)
Dealer,Suppliers, and Business Partner
(Provide long-term partnership opportunities for sustainable gro**wth)
Communities
(Provide sponsorship through CSR and support to uplift their livelihood)
Profit after tax ; RM837.6 billion