Company Profile

TOYOTA

2008-12-03T08:39:00.000+07:00

Toyota marked the milestone of its 70th anniversary in 2007 with a wide range of projects aimed at building a stronger foundation toward great advances in the future.

On the product front, the Lexus LS Hybrid went on sale in Japan in May and was steadily introduced in other countries around the world. The new Corolla was launched in Japan in 2006 and introduced in China and other overseas markets in 2007. In addition, in Japan, Toyota endeavored to carefully respond to the varied needs of its customers and to contribute to market expansion and economic stimulation by actively launching more new models than in 2006.

In manufacturing, Camry production began in April 2007 at Subaru of Indiana Automotive, Inc. (SIA), the North American production base of Fuji Heavy Industries Ltd. And in December, a new plant began operation in Russia. Also, plans are underway to begin production at new plants in Thailand and China. Toyota is continuing to promote further localization, based on the principle of producing vehicles in those countries or regions where demand exists. In Japan, Toyota equipped Takaoka Plant with a completely upgraded production line, positioning it as a model of innovative manufacturing that employs the company’s most-advanced technologies. Furthermore, in line with the expansion of its business worldwide, Toyota is carrying out human resources development from a global perspective and strengthening its localization efforts with greater autonomy for its local subsidiaries.

In R&D, Toyota is continuing to focus its efforts in the three key areas of the environment, safety and energy. In particular, Toyota has positioned hybrid technologies as core technologies that can contribute to resolving environmental issues and it continues to undertake development with a commitment to leading the advancement of such technologies. Toyota is enhancing its hybrid vehicle lineup and also engaging in research and development for plug-in hybrids. Also, in May, as part of its response to energy diversification, Toyota launched in Brazil a flex fuel vehicle (a vehicle capable of running on fuel that consists of any percentage of ethanol mixed with gasoline, or on ethanol alone) that can run on 100% bio-ethanol fuel.

In July of this year the G8 summit will be held at Lake Toya in Japan, and it is expected that greater attention will be focused both within Japan and overseas on environmental issues. Environmental initiatives are a priority issue for the automotive industry, and, as a part of its efforts to contribute to the sustainable development of society and the earth in the future, Toyota announced last year its commitment to pursuing sustainability in three specific areas: research and development, manufacturing and social contribution. Toyota will continue this year to tackle measures addressing environmental issues with a focus on these three areas of sustainability.

In many ways the automobile industry is nearing a major turning point. For example, automobile manufacturers must adapt to the expansion in the automobile markets of emerging and resource-rich countries such as BRICs; they must adapt to increasingly stricter regulations, such as the U.S. Corporate Average Fuel Economy (CAFE) regulations and Europe’s CO2 regulations; and they must adapt to all of this amid greater competition in the global market. At the same time, Toyota recognizes that to preserve its position within society it must achieve growth that maintains a balance between its corporate activities and environmental preservation, as well as between volume and quality. In light of all of this, Toyota sought to establish a qualitative, future vision of itself, based on its fundamental principles, through the creation last year of the “Toyota Global Vision 2020”.

Holcim

2008-12-03T08:32:00.002+07:00

Company Profile


	We manufacture cement, the key constituent in concrete which itself is the second most consumed material on the planet. Ours is an energy intensive business, from the blasting of aggregates and the excavation of limestone to the grinding and burning of raw materials into finished cement. As the cement is combined with sand, water and aggregates yet further energy is released that creates a material harder than rock to stand the test of time in concrete foundations and structures. From two sites in Java we delivered over 7 million tonnes of cement and clinker in 2005 including the supply of our ready-mixed concrete operation, which itself produced and delivered 900 thousand cubic meters of concrete. Our market share is 17% in cement and we are a leader in ready-mixed concrete in our main market of Jabotabek which represents about 65% of national usage.

Locations

Mission PT. Holcim Indonesia Tbk, through the manufacture and sale of cement, concrete, aggregates and the development of people, will deliver the maximum profitable sustainable return to the shareholders while maintaining a responsible duty of care to all stakeholders.

	Vision To be the best performing and most respected Indonesian company in our industry, ranked amongst the best in the Holcim Group.

Star Energy

2008-11-28T14:47:00.001+07:00

History

October 1999

Star Energy is founded. Chief executive Roland Wessel is joined from the start by financial director Colin Judd and technical director Mel Horgan. Roger Pearson, now MD of the gas storage division, joined the company in 2000 and completes the senior management team. Equity financing provided by European Acquisition Capital, enables Star Energy to acquire its initial Weald Basin assets from Soco International.

June 2000

Star Energy continues to expand by acquiring assets in the East Midlands from Roc Oil Company.

May 2004

Star Energy obtains admission to the London Stock Exchange's Alternative Investment Market (AIM).

August 2005

Star Energy adds to its portfolio of assets onshore UK via the purchase of Pentex, an oil and gas company with assets in the Weald Basin and East Midlands.

November 2005

The company's first gas storage facility, the 10 bcf Humbly Grove Gas Storage Project, commences operations.

February 1st 2006

The Humbly Grove gas storage facility in Hampshire is handed over to the customer, Vitol SA, for full customer nominations

March 7th 2008

The Company delists from the London Stock Exchange Alternative Investment Market (AIM) to become a wholly owned subsidary of Petronas

Introduction

Star Energy is an energy company with a primary focus on developing and operating gas storage facilities via the conversion of oil and gas fields. In addition to our gas storage business, we own and operate 25 oil and gas fields onshore UK with oil, gas and electricity production activities.

Founded in 1999, Star Energy Group plc currently has a turnover of over £50 million and has approximately 150 employees. We are the second largest onshore UK oil producer.

Star Energy deploys a unique mix of resources and skills to develop and operate gas storage facilities, oil and gas fields, and power generation. Our UK sites include many mature fields with significant upside potential using modern technology. Our experienced and highly-skilled workforce approaches all developments with an emphasis on environmental soundness and minimal impact on the surroundings.

In addition to onshore UK, Star Energy has gas storage development interests in the UK sector of the North Sea (the Esmond Gordon project), onshore Netherlands (Waalwijk), onshore Denmark and Italy.

Star Energy's main country of operations is the UK.

Star Energy Group plc is incorporated in England and Wales with registered number 05054503.

ConocoPhillips

2008-11-28T14:43:00.002+07:00

Who We Are

ConocoPhillips uses its pioneering spirit to responsibly deliver energy to the world. This purpose transcends all of ConocoPhillips’ operations. The company conducts its business to return maximum value to shareholders while utilizing a wealth of knowledge and resources from its employees and acting responsibly in all communities in which it operates.

As the third-largest integrated energy company in the United States, based on market capitalization, oil and natural gas reserves, the company understands its responsibility to deliver energy in a safe, environmentally and socially responsible manner. The company upholds this responsibility in its worldwide operations, where it is the fifth-largest refiner and the sixth-largest reserves holder of nongovernment-controlled companies. ConocoPhillips is known worldwide for its technological expertise in reservoir management and exploration, 3-D Seismic technology, high-grade petroleum coke upgrading and sulfur removal.

Approximately 33,600 ConocoPhillips employees work worldwide to consistently deliver top performance and value and to maintain the company’s global market position. Employees’ individual talents and strengths combine to create a diverse and resilient workforce within ConocoPhillips.

With operations in nearly 40 countries, ConocoPhillips is committed to contributing to social, economic and environmental improvements in all the communities in which it operates. The company is currently funding numerous environmental, social, health and education programs around the world.

Headquartered in Houston, Texas, the company has assets of $185 billion. ConocoPhillips stock is listed on the New York Stock Exchange under the symbol "COP."

Company History

ConocoPhillips traces its beginnings to 1875, when Conoco founder Isaac E. Blake envisioned an idea to make kerosene available and affordable to townspeople in Ogden, Utah. Thirty years later, the foundation for Phillips Petroleum Company began when brothers Frank and L.E. Phillips hit the first of 81 wells without a dry hole. Nearly a century later, the two companies combined their strengths to form what is now the third-largest energy company in the United States. The ConocoPhillips merger, completed on Aug. 30, 2002, paved the path for the company’s current and future success.

The years leading up to the formation of ConocoPhillips were marked by moments of triumph and challenges. Several of these moments highlighted both Conoco and Phillips’ pioneering spirits. Phillips led the path in innovation by becoming the first company to develop and market propane for home heating and cooking, building the first long-distance multiproduct pipeline and inventing a process to make high-octane gasoline possible. Conoco used its pioneering spirit to develop the first filling station in the West, constructing what now is one of the oldest operating refineries in the United States and developing and receiving a patent for the Vibrosis method of seismic oil exploration. Together, the two companies helped make possible the current achievements of ConocoPhillips. Since the merger, the company has continued to grow and make significant contributions to the energy industry.

In 2006, Burlington Resources joined ConocoPhillips. The acquisition brought Burlington’s more than 100 years of experience to ConocoPhillips and enhanced the company’s position as a leading producer and marketer of natural gas. In recent years, ConocoPhillips began commercial production of renewable diesel fuel, started the first Alpine satellite oil field, announced plans for a global water sustainability center and formed a partnership with Tyson Foods, Inc. to produce next-generation renewable diesel fuel. While ConocoPhillips’ history still is young, the histories of Conoco, Phillips and Burlington provide a solid foundation for ConocoPhillips to leave a mark on the industry.

Conoco Inc.

Conoco Inc. began in 1875 as the Continental Oil and Transportation Co. Based in Ogden, Utah, the company distributed coal, oil, kerosene, grease and candles to the West.

Read more about the history of Conoco Inc.
Visit the Conoco Museum’s Web site.

Burlington Resources

The seeds for Burlington Resources were planted in 1864 when U.S. President Abraham Lincoln granted to Northern Pacific Railway Company, predecessor to Burlington Northern Railroad Company, land and right-of-way to build a transcontinental railroad.

Read more about the history of Burlington Resources.

Phillips Petroleum Company
Phillips Petroleum Company traces its roots to Bartlesville, Okla., in the middle of Indian Territory. In 1905, Frank Phillips and brother, L.E. hit their first gusher, the first of 81 wells in a row without a single dry hole.

Read more about the history of Phillips Petroleum Company.
Visit the Phillips Museum's Web site.

ConocoPhillips

2008-11-28T14:43:00.001+07:00

Who We Are

Company History

Conoco Inc.

Conoco Inc. began in 1875 as the Continental Oil and Transportation Co. Based in Ogden, Utah, the company distributed coal, oil, kerosene, grease and candles to the West.

Read more about the history of Conoco Inc.
Visit the Conoco Museum’s Web site.

Burlington Resources

Read more about the history of Burlington Resources.

Read more about the history of Phillips Petroleum Company.
Visit the Phillips Museum's Web site.

Chevron

2008-11-28T14:32:00.001+07:00

Chevron Company Profile

Providing Energy for Human Progress

Chevron is one of the world's largest integrated energy companies. Headquartered in San Ramon, California, we conduct business in more than 100 countries. We are engaged in every aspect of the oil and natural gas industry, including exploration and production, manufacturing, marketing and transportation, chemicals manufacturing and sales, geothermal, and power generation. We're also investing in renewables and advanced technologies.

Company Roots

We trace our earliest roots to an 1879 oil discovery at Pico Canyon, north of Los Angeles, which led to the formation of the Pacific Coast Oil Co. That company later became Standard Oil Co. of California and, subsequently, Chevron. We took on the name "Chevron" when we acquired Gulf Oil Corp. in 1984, nearly doubling our worldwide proved oil and gas reserves. Our merger with Gulf was at that time the largest in U.S. history.

Another major branch of the family tree is The Texas Fuel Company, which was formed in Beaumont, Texas, in 1901. It later became known as The Texas Company and eventually Texaco. In 2001, our two companies merged to form ChevronTexaco. The name was changed to Chevron in 2005 to convey a clearer, stronger and more unified presence around the world. The acquisition of Unocal Corporation in 2005 strengthened Chevron's position as an energy industry leader, enhancing our oil and natural gas assets around the world.

Global Scope

Our diverse and highly skilled global workforce consists of more than 59,000 employees and about 5,800 service station employees. As a company and as individuals, we take great pride in contributing to the communities where we live and work. We also care deeply about the environment and are proud of the many ways in which our employees work to safeguard it.

In 2007, Chevron produced 2.62 million barrels of oil-equivalent per day. About 70 percent of that volume occurred outside the United States and in more than 20 different countries. Chevron had a global refining capacity of more than 2 million barrels of oil per day at the end of 2007. Our marketing network supports more than 25,000 retail outlets on six continents. And we have invested in 13 power-generating facilities in the United States and Asia.

Energy Technologies

Technology is propelling our growth. We're focusing on technologies that improve our chances of finding, developing and producing oil and natural gas. We also are investing in the development of emerging energy technologies – such as finding better ways to make non-food-based biofuels, creating hydrogen fuel systems, devising commercial uses for nano-materials and expanding our renewable energy resources.

We recognize that the world needs all the energy we can develop, in every potential form. Our employees work daily to find newer, cleaner ways to power the world.

PT BMW Indonesia

2008-11-28T14:31:00.001+07:00

PT BMW Indonesia, sebagai anak perusahaan Bayerische Motoren Werke (BMW) AG, didirikan April 2001pada saat terjadi krisis ekonomi. Keputusan strategis tersebut mencerminkan keyakinan BMW sebagai produsen mobil premium akan potensi jangka panjang pasar Indonesia

Sebelumnya BMW AG sudah masuk ke Indonesia sejak 1976 melalui mitranya PT Tjahja Sakti Motor, anak perusahaan PT Astra International Tbk., sebagai pengimpor dan distributor mobil BMW dalam bentuk Completely Build Up (CBU) dan Completely Knocked Down (CKD). Setelah berdirinya PT BMW Indonesia, PT Tjahja Sakti Motor melanjutkan peranannya sebagai importir dan perakit mobil-mobil BMW.

Kehadiran PT BMW Indonesia yang memfokuskan diri sebagai distributor mobil BMW, suku cadang, dan aksesoris membawa suasana baru bagi para pemilik BMW. Sebagai anak perusahaan BMW AG, PT BMW Indonesia mengembangkan dan mengimplementasikan perencanaan model-model BMW yang baru, strategi marketing, positioning merek BMW, kebijakan harga, strategi komunikasi, dan program layanan purna jual.

Kini pelanggan di Indonesia semakin mudah mendapatkan model-model BMW terbaru, segera setelah peluncuran internasionalnya. Strategi ini sejalan dengan kebijakan BMW untuk selalu mengedepankan kepuasan pelanggan. Jaringan dealer resmi BMW dituntut untuk berorientasi pada pelanggan sesuai dengan standar internasional BMW.

Dalam menjalankan misinya, PT BMW Indonesia memfokuskan diri pada 6 prioritas:
Kepuasaan pelanggan
Memperkuat citra merek BMW
Pengenalan produk-produk baru
Jaringan dealer yang kuat
Perusahaan terbaik untuk mengembangkan karir
Profitabilitas

PERTAMINA

2008-11-28T14:25:00.000+07:00

PERTAMINA is a State Owned oil & gas company (National Oil Company), established on December 10, 1957 under the name PT PERMINA. In 1961 the company changed its name to PN PERMINA and after the merger with PN PERTAMIN in 1968 it became PN PERTAMINA. With the enactment of Law 8 of 1971 the company became PERTAMINA. This name persisted until after PERTAMINA changed its legal status to PT PERTAMINA (PERSERO) on October 9, 2003.

PERTAMINA’s scope of business incorporates the upstream and downstream sectors. The upstream sector covers oil, gas and geothermal energy exploration and production both domestically and overseas. The foregoing is pursued through own operations and through partnerships in the form of joint operations with JOBs (Joint Operating Bodies), TACs (Technical Assistance Contracts) and JOCs (Joint Operating Contracts), whereas the downstream sector includes processing, marketing, trading and shipping. Commodities produced range from Fuel (BBM) and Non Fuel (Non BBM), LPG, LNG, petrochemicals to Lube Base oil.

With the enactment of the Law of the Republic of Indonesia No. 22 of 2001 on November 23, 2001 relating to Oil and Gas, Law No. 8 of 1971 relating to the State Oil and Gas Mining Company was declared void. In accordance with the provisions of Law No. 22 of 2001, PERTAMINA was transformed into a Public Liability Company (Persero) designated PT. PERTAMINA (PERSERO) under Government Regulation No. 31 of 2003. All existing PERTAMINA provisions including its structural organization, employment guidelines and procedures as well as other matters associated with its duties and responsibilities, unless such matters are in contravention of the said Government Regulation, are declared to continue in force until the Company provides otherwise.

PT PERTAMINA (PERSERO) was established under Notarial Deed of Lanny Janis Ishak, SH No. 20 of September 17, 2003, and ratified by the Minister for Law & Human Rights under Decision No. C-24026 HT.01.01 on October 9, 2003. The above proceeded in accordance with the provisions set forth in Law No. 1 of 1995 relating to Limited Liability Companies, Government Regulation No. 12 of 1998 relating to Public Companies (Persero), and Government Regulation No. 45 of 2001 relating to Amendment to Government Regulation No. 12 of 1998.

Consistent with its deed of establishment, the objective of the PERSERO is to engage in oil and gas exploitation, domestically and overseas, as well as in other exploitation associated with or supporting oil and gas operations.

The objective of the Public Company is to:

Exploit profits based on the principle of effective and efficient PERSERO management.
Contribute toward improvement of economic conditions for the welfare and prosperity of the people.

In order to achieve the above aims and purposes, the Public Company engages in the following:

Oil and gas exploitation and the processed products and derivatives thereof.
Geothermal energy exploitation existing at the time the PERSERO was established, including Geothermal Power Plants (PLTP) in the final stages of negotiations and which the Perseroan has managed to gain possession of.
Liquified Natural Gas (LNG) exploitation and and other products generated by LNG refineries.
Other exploitation associated with or in support of the undertakings referred to in points above.

Corporate Values

Clean

Professionally managed, avoid conflict of interest, never tolerate bribery, respect trust and integrity based on Good Corporate Governance principles

Competitive

Able to Compete both regionally and internationally, support growth through investment, build cost effective and performance oriented culture.

Confident

Involve in national economic development as a pioneer in State owned Enterprises' reformation, and build national pride.

Customer Focused

Focus on customers and commit to give the best service to customers

Commercial

Create added values based on commercial oriented and make decisions based on fair business principles.

Capable

Managed by professional, skilled, and high quality leaders and workers, committed to build research and development capability.

Pertamina Transformation Agenda

Paradigm change on management and guman resources.
Activities transformation in upstream sector as the main profit generator.
Activities transformation in downstream sector as the front line to interact with customers
Corporate restructurization transformation on Finance, Human Resource, Legal, IT and General Administration including Asset Management.

The object of the transformation are:

To Create corporate management as:

Confident
Clean
Customer-focused
Competitive and efficient

To be a role model company in Indonesia.

Achieved targets with continous improvement since July to December 31, 2006:

Phase I of Breakthrough Projects in 100 days has generated income of + USD 15 million.
The potencial cost reduction of Rp. 2 trillion in supply chain through the improvement on field distribution efficiency .
5 gas station have met the standards of "Pertamina Way".
The roll out of gas stations quality and quantity assurance.
The cooperation with world-class oil & gas companies.

The resume of Breakthrough Projects Phase I:

Pondok Tengah Exploitation has generated income of USD 11 to 11.5 million
Less critical depots.
LSWR processing to RCC/FC has generated income of USD 2.5 to 2.8 million.
Transportation loss control has saved Rp. 3 - 3.5 trillion.