PT Pos Indonesia is a state-owned company and the largest postal network in Indonesia, covering all districts, sub-districts, and 42% of villages. It has around 27,000 employees spread across 11 regional divisions. Standard mail volumes have been declining significantly at -11% CAGR from 2001-2009 while international mail volumes are growing at 14% CAGR, driven by remailing. Indonesia's mail volume per capita of 4 items is low compared to other countries and has potential to grow to around 23 items per capita given Indonesia's GDP. While the parcel and logistics market is growing at 4-5% annually, there is significant room for Pos Indonesia to increase its market share in these growing sectors. The

1. LINGKUNGAN INTERNAL
POS INDONESIA

2. Post Office Network
PT POS Indonesia (Persero) is a state owned company with the largest and
widest networks covered all Indonesia area.
Pos Indonesia coverage ……
3.817 Post Office : 100% district
3.550 on line 100% sub district
42% villages
267 off line

4. 16.143 2.076
Agensi Layanan
Bergerak
3.817
Kantor
Pos
18.260
77.768
Kotak Pos
Bis
Surat

5. PERSEPSI PELANGGAN TERHADAP POS
INDONESIA

6. Pos Indonesia has ~27,000 employees which are spread
across the nation, grouped by 11 regional divisions (Divre)
and central
Manpower Distribution Across Divre
Including permanent and outsourcing from DTU
7.259
Permanent
Outsourcing Observations
 Pos Indonesia consists
of permanent (76%) and
5.237 outsourcing (24%)
employee
3.729
3.254
 Outsourced employee
2.635 include officer/staff,
2.618
security, and cleaning
2.493 1.827
1.608 service area
1.399 1.376 1.435
2.346 1.209
1.104 1.242
1.146 2.022
1.040 1.080
1.256 899
1.037 1.111 468
761 585
462 289 336 355 468 310
143 67 0
Divre Divre Divre Divre Divre Divre Divre Divre Divre Divre Divre Central
I II III IV V VI VII VIII IX X XI
Source: HR related primary data source from datawarehouse, outsourced emplyee information from PT Dapensi Trio Usaha, Booz & Company analysis

7. BEBAN BIAYA SDM POS
INDONESIA
B. PENYISIHAN
PIUTANG
B. PEMASARAN B. BINA MUTU 0%
2% LAYANAN
2%
B. ANGKUTAN POS
B. ADMINISTRASI DAN UMUM 8%
B. 8%
PENGADAAN
B. 2%
PENGAWASAN
0%
B. PERJALANAN DINASI
2% B. SEWA
6%
B. PEGAWAI
60%
B. PEMELIHARAAN
5%
B. TEKNOLOGI
DAN
PERENCANAAN
0%
B. PEMAKAIAN
INSTALASI
2%
B. PENYUSUTAN &
AMORTISASI
3%

8. BEBAN BIAYA PENSIUN POS
Iuran normal Dapen : Rp 20,1 M/thn
PSL Dapenpos : Rp 3,5 M/thn
Tunj pangan, TPP, duka : Rp 41,6 M/thn
Biaya kesehatan pens : Rp 35,8 M/thn
JUMLAH : 101 M/thn
Beban anggaran perusahaan setiap tahun.
8

9. GOVER N MEN T ’S C ON TR OL OF TH E U SO PR OD U C TS
TA R IF F H AVE N O T A L L O W ED A D J U ST M EN T IN PR IC ES
SIN C E 2 0 0 2 D ESPIT E T H E R ISE IN O PER AT IO NA L C O ST
Standard Mail Tariff Compared to Inflation Pos Indonesia Operational Cost
2001-2010 2001-2010 (Bn. IDR)
IDR 2,845
3.061 +11%
3.100
3.000 Current Price
2.900 Price Considering Inflation
2.800 1,123
2.700
2.600
2.500
2.400
2.300 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
+104%
2.200 Operational Cost
2.100
2.000
1.900 Key Takeaways
1.800
1.700  The standardized stamp price in Indonesia has remained constant for the past
1.600 1.500 9 years despite growing inflation and operational cost to meet universal
1.500 service obligations
1.400  Best practices would recommend that the government takes a more
1.300 cooperative approach with the universal service provider to set a new pricing
1.200 strategy that truly reflect the market situation in order to ensure continuance
1.100
of USO services and a self sustainable postal industry
1.000
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Source: IMF, Pos Indonesia, Booz & Company analysis

10. BEBAN KEKURANGAN PENGGANTIAN PSO
TAHUN 2003 S.D. 2011
Rp. Milyar
KERUGIAN
DISETUJUI / REALISASI
TAHUN KPCLK PSO USULAN AKIBAT KET.
BEBAN APBN KEBUTUHAN
PENUGASAN
1 2 3 4 5 6=5-4 7
2003 1772 101,10 80,00 85,61 5,61 Audited
2004 2341 115,10 115,10 124,57 9,47 Audited
2005 2306 161,80 113,00 129,27 16,27 Audited
2006 2341 200,00 115,00 140,66 25,66 Audited
2007 2341 150,00 125,00 163,00 38,00 Audited
2008 2350 179,67 118,75 204,84 86,09 Realisasi
2009 2350 250,56 175,00 256,42 81,42 Realisasi
2010 2363 255,36 175,00 255,36 80,36 APBN
2011 2370 282,00 257,00 282,00*) 25,00 Usulan
Jumlah 1.273,85 1.641,73 367,88 **)
*) Asumsi terealisasi 100%
**) Potensi Kerugian

11. UNLIKE OTHER COUNTRIES, THE STAMP PRICE
IN INDONESIA HAS REMAINED CONSTANT
DESPITE GROWING INFLATION
Stamp Price Comparison
2001 = 100
Current Price Price Considering Inflation
Indonesia New Zealand Australia
Index Index Index
200 200 200
150 150 150
100 100 100
2001 2002 2003 2004 2005 2006 2007 2008 2009 2001 2002 2003 2004 2005 2006 2007 2008 2009 2001 2002 2003 2004 2005 2006 2007 2008 2009
Source: IPC, Pos Indonesia, Booz & Company analysis

12. STANDARD POST VOLUMES ARE DECLINING
SIGNIFICANTLY WHILE INTERNATIONAL POST IS
A SMALL BUT GROWING MARKET
Domestic Post
Volume
(M)
Volume of Mail, 2001 - 2009
150
131 Key Takeaways
-10% CAGR1
111 107 100
100 83
Kilat Khusus Parcels 12%  Standard mail accounts
71 68 Special treatment packages 10% for the majority (85% in
62 58
Standard Parcels 14% 2009) of Standard Post
50
Standard Mail -11%
volumes
 However, the volume
0
of standard mail has
2001 2002 2003 2004 2005 2006 2007 2008 2009
declined significantly
International Post
Volume  International post
(M) Volume of Mail, 2001 - 2009
accounts for just 4% of
150 all mail volume
CAGR1
 However, volumes are
100 Express Packet Post -4% increasing at a CAGR of
Standard Packet Post 9% 14%, driven by
+14% Express Post -9% remailing
50
Remailing 31%
11 11 12 14 17
6 5 6 7 EMS 10%
0
2001 2002 2003 2004 2005 2006 2007 2008 2009
1) CAGR from first available year to 2009
Source: Pos Indonesia; Booz & Company analysis

13. INDONESIA’S MAIL VOLUME PER CAPITA SHOWS
SIGNIFICANT GROWTH POTENTIAL -- ESTIMATED AT 5.7X
GIVEN CURRENT GDP
Domestic GDP and Mail Volume per Capita
letter items (152 Countries, 2007)
per capita
Remarks
Up to 50% of total mail
750 volume is “Direct  Indonesia is at the low end of the
Marketing Mail” Switzerland
700 curve with only 4 mail items per
650 capita in 2007
y = 0,007x - 10,554
600 R2 = 0,6152
 If Indonesia is on the line of best
550 Finland
fit, the potential number of
500 Slovenia
domestic letter items per capita is
450 22.54, 5.7x the current volume
Indonesia’s potential
400 domestic letter items
350 per capita is 22.54 United Kingdom  To foster volume growth the
300 items, 5.7x current development of the advertising
250
Czech Republic Australia direct mail market in urban areas
200 Ireland will be key
Portugal Japan
150 Indonesia
100 Italy
50 Greece
0
0 10.000 20.000 30.000 40.000 50.000 60.000 70.000
Source: UPU 2007, FEDMA, Booz & Company Analysis

14. Walaupun pasar Suratpos dan paketpos tumbuh rata-rata
sebesar 4,4%/ tahun, masih terdapat ruang yang cukup
luas bagi PT Pos untuk meningkatkan market share….
Ukuran Pasar dan Pertumbuhan: Surat dan Paket Kecil Segmentasi Pasar berdasarkan Tipe Surat
Indonesia; 2005 - 2014F Indonesia; 2009
IDR IDR
Tn Tn
4.4% 12.9
13 12.4 13
11.9
12 11.4 12
10.8 10.9 10.9
11 10.4 11
10.1
10 10
2.8 2.1
9 8.4 3.4 9 8.4
8 4.7 8
7 7 B2B 2.5
3.2
12.4 12.9
6 11.9 6
10.9 11.4
5 5
4 8.1 8.4 4
7.4
Penerima
3 3 B2C 5.9
5.4 5.1 2.1
2 2 C2B 0.7
1 1
C2C 1.4
0 0
2005 2006 2007 2008 2009 2010F 2011F 2012F 2013F 2014F Pengirim Bisnis Rumah Tangga
Rumah Tangga Bisnis Proyeksi
Sumber: IBISWorld; analisa Booz & Company

15. PASAR LOGISTIK KEDEPAN TUMBUH SECARA
SIGNIFIKAN, TERDAPAT PELUANG BESAR BAGI
LOGISTIK POS UNTUK TUMBUH …….
Nilai Pasar Logistik Indonesia
IDR Tn; 2005 - 2014F
CAGR
2009–2014F
166.2
+9% 152.1 14.9%
2 6 . 2 Contract Logistics
139.2
22.8
127.5
19.9
116.7
+5% 17.3
106.9
101.0 15.1
91.6 13.1
87.4 13.5
9.2 80.3 12.7
11.5
140.0 8.4%
Freight Forwarding
129.2
119.3
110.1
101.6
87.4 93.7
78.2 78.9
68.9
2005 2006 2007 2008 2009 2010F 2011F 2012F 2013F 2014F
Sumber: Analisa Booz & Company; Transport Intelligence; BMI; IBISWorld

16. POTENSI PASAR REMITANCE -PUN CUKUP
BESAR UNTUK PERTUMBUHAN BISNIS
TRANSAKSI KEUANGAN KEDEPAN…..
Potensi Pasar Remitansi Internasional Pangsa Pasar
2005 - 2014F 2007
US$ Milyar 8.9 • Hanya 1% responden survei
+8% 8.8
menggunakan jasa pos untuk
remitansi
8 Catatan: tidak termasuk 7.8
2.0 2.1 Outward
jalur informal
7.1
6.6 1.7
Others
1.4
Jasa Pos 13%
6 1.2
Western
Union
4% 1%
4 Jalur informal 12%
6.8 6.8 Inward
6.2
5.4 5.7
70%
2
Lembaga Keuangan
*
2005 2006 2007 2008 2009
Sumber: FDC; Migration and Remittance Fact Book 2011 2 nd Edition by World Bank, Western Union, analisa Booz & Company

17. DI SA M P I NG P ERT UM B UHA N P EN DA PATA N T I N GGI S EL A M A 1 0
TA HUN T ER AKHI R , B I AYA JU GA T U M B U H D EN GA N CEPAT
, S EHI NGGA R U GI S EJA K TA HU N 2 0 0 4 - 2 0 0 8. . . .
IDR
(Tn) Pos Indonesia Profits and Loss 2.48
2.5 2001 - 2009 2.33
+10%
2.0 1.81 +29%
1.67
1.5 1.41 1.40
1.26 +12%
1.15 1.14
1.0
0.5
0.03 0.02 0.00 0.10
0.0
-0.02 -0.07
-0.15 -0.13
-0.24
-0.5
-1.0
-1.13 -1.12
-1.5 -1.25 +31%
-1.54
-1.65
-2.0 -1.80 -1.83 +31%
+10%
-2.5 -2.40 -2.38
Revenues
Costs
2001 2002 2003 2004 2005 2006 2007 2008 2009
Profits (Loss)
Net
Margin 2.4% 1.7% 0.2% -16.7% -10.4% -7.9% -1.3% -3.0% 4.0%
Source: MBD Nov 2010; Booz & Company analysis
17

18. POS INDONESIA’S MARKET SHARE HAS BEEN
STEADILY DECLINING
Pos Indonesia’s Market Share Market Driver
Based on Revenues
97% 96%  Gradually liberalised
94%
postal market
89%
– Eroding monopoly
80%
– Increasing
competition
71%
 Pos Indonesia
-67%
62% dominates the
55% 56% household market,
driven by brand
awareness and its
strong network
39%
33% 32%  However, this market is
declining, driven by
rising cell phone and
internet penetration
 Corporate customers
(80% of postal market)
prefer to use
competitors to deliver
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
time sensitive
materials
Source: DIC report; Booz & Company analysis

19. Internal CHALLENGE
Threath & Weaknesses:
unprofitable, low level of
competitiveness, low attitude of
work, weak internal control and
accounting system, high risk
operation

22. RJP POS INDONESIA 2011 - 2015
PENYEHATAN PROFITASI IPO
Program Revitalisasi 2011-2015 dengan
asumsi-asumsinya
Revitalisasi
(kajian Booz&Co) - Pengelolaan implementasi Strategi
efektif (sdm tepat, termotivasi
Turn Around Strategi
- Sumber dana tersedia.
(Penyehatan)
Financial Restructuring - Lepaskan biaya non operasional .
(Quasi Reorganisasi) - Asset under value- Nilai pasar

23. “STRATEGIC FRAMEWORK “
POS INDONESIA
 Penyehatan Perusahaan
dilakukan dengan bantuan
konsultan Booz & Co.
dengan tugas:
1. Men-challenge strategic
framework Perusahaan
2. Merumuskan strategi
berdasarkan fakta
3. Menyiapkan inisiatif
CORPORATE CULTURE & CHANGE MANAGEMENT strategis, action
plan, proforma keuangan
5 tahun ke depan
 Implementasi hasil kajian
konsultan melalui revisi
anggaran 2011 paling
lambat Bulan Juli 2011
Rakernas RKAP 2011 - PT Pos Indonesia (Persero) Lembang 7-9 Februari 2011

24. Struktur Rencana Revitalisasi 5 Tahun Pos Indonesia
Visi dan Misi Prioritas Strategis Inisiatif Strategis Enabling Projects
1 4 ~10 ~40
 Visi: Menjadi pemimpin I Merebut kembali posisi  Inisiatif spesifik  Proyek yang diperlukan
pasar di Indonesia pemimpin pasar bisnis untuk mencakup untuk merealisasikan
dengan menyediakan mail & parcel
layanan surat, paket, dan masing-masing inisiatif strategis,
logistik yang handal serta  Mengembangkan prioritas strategis termasuk tata kala waktu
II
jasa keuangan yang perusahaan logistik
yang efisien dan efektif  Inisiatif diprioritisasi  Proyek dibagi dalam
terpercaya berdasarkan tahapan selama 5 tahun
 Mempertahankan bisnis peluang pasar dan dialokasikan ke
 Mission: Komitment III
jasa keuangan eksternal dan sponsor proyek
kepada masing-masing transaksional dan
pemangku kepentingan kesiapan
memperluas portofolio
Perusahaan produk dan layanan kapabilitas internal

IV Merevitalisasi Pos
Penyusunan Indonesia menjadi Penerjemahan
perusahaan berkinerja
tinggi

25. PEMETAAN KONDISI INTERNAL PT POS
INDONESIA (PERSERO)

26. Empat Strategi Prioritas Revitalisasi
Bisnis Pos Indonesia 2011-2015
Program Revitalisasi Pos Indonesia
Membangun kembali posisi Mengembangkan bisnis logistik Mempertahankan bisnis jasa
I market leader bisnis mail &
II yang efisien dan kompetitif III keuangan transaksional dan
parcel memperluas portfolio produk
1 Merebut kembali pangsa pasar dan layanan
1 Menetapkan jenis bisnis logistik
2 Promosi secara gencar 2 Meningkatkan skala bisnis
logistik 1 Mempertahankan dan
mengembangkan portfolio
3 Meningkatkan efisiensi jaringan produk yang ada
operasi
4 Memperluas portfolio layanan & 2 Membangun model partnership
produk untuk ekpansi produk
5 Memastikan struktur regulasi
yang efisien & sustainable
Revitalisasi aspek pendukung Meluncurkan program
IV
Pos Indonesia menjadi
1 komunikasi internal
2 Meningkatkan efektivitas 3 Integrasi sistem TI ke
organisasi dan kapabiltas rencana induk perusahaan
perusahaan berkinerja tinggi SDM
Sumber: Analisa Booz & Company
Strategi Prioritas 26
Strategi Inisiatif

27. “BUILDING BLOCK” PROGRAM REVITALISASI 2011-2015
Evolusi Rencana Revitalisasi Pos Indonesia(1)
2014-2015
“Leapfrog the Competition”
2012-2013 Ekspansi ke segment
T i n g k a t a nv o l u s i
E “Extend dan bisnis baru
Core Business”
Tumbuh melalui produk
dan layanan baru
2 0 11
“ Fix the Ba s ic s ”
M e n i n g k a t kk u a l i t a s
an
dan efisiensi
Merebut kembali pangsa pasar di mail & Meningkatkan skala bisnis logistik
I.1 parcel II.1
Mempromosikan peningkatan
I.3
Meningkatkan efisiensi model jaringan I.2 penggunaan surat
operasional
Mendefinisikan model partnership untuk
III.2 pengembangan produk I.4
Memperluas produk dan layanan mail &
parcel
Meluncurkan kampanye komunikasi
IV.1 internal
Memastikan lingkungan peraturan yang
Meningkatkan efektivitas organisasi dan I.5 efisien dan berkesinambungan
IV.2 kapabilitas SDM
Integrasi sistem TI ke rencana yang Mempertahankan dan meningkatkan
IV.3 III.1 portfolio produk Jaskug Waktu
komprehensif
(1) Beberapa Inisiatif Strategis memiliki Enabling Project yang harus dimulai lebih awal apabila hasil yang diinginkan hendak dicapai dalam periode program
Sumber: Analisa Booz & Company

28. 2015
The Best Postal Co.
2013
IPO
Sehat:
•Profitabilitas
•Bisnis kuat dan menarik
2011-2012
•Menyelesaikan beban-beban
Restrukturisasi
/ Penyehatan:

29. AREA PENYEHATAN
Tambahan:
MENUJU IPO Pendapatan, dan Biaya
Bisnis
Mail Dan
Logistik,Keuangan,
Logistik , dan non Core
Dapen & Pensiun Aset:
Memandirikan Dapem Under value
Perbaikan penhasilan
pensiun Yuridis
Revitalisasi
PENYEHATAN
menuju IPO
Tambahan biaya: Tambahan biaya:
IPK (ssd UU dan komitmen) Pajak, Perbaikan,
dan sertifikasi
Tambahan biaya:
SDM Keuangan Modal Kerja, dan
Komposisi, Investasi
Sumber dana untuk
Tambahan biaya: Kompetensi, modal kerja dan
Restrukturisasi Salary investasi
komposisi, sdm,
PKB, Salary

30. 4 Aspek utama program penyehatan Pos Indonesia:
• Bisnis:
• Mail & Parcel
• Logistics
• Financial Services
• Non core
• Keuangan:
• Corporate Finance
• Sistem Akuntansi
• SDM:
• Performance Management System
• Culture
• Remunerasi
• Pensiun: Beban Perusahaan vs
Pemerintah; Manfaat Pasti vs Iuran
pasti
• Infrastruktur & Teknologi:
• Mekanisasi & Otomasi
• IT sebagai enabler
30

31. PRODUK DAN LAYANAN
Pos Indonesia merupakan perusahaan jejaring
terbesar di Indonesia, yang bergerak dalam bidang:
FINANCIAL
MAIL LOGISTIK
SERVICES
Surat standar Freight Forwarding Wesel/Money Transfer Property
Surat Kilat Khusus Warehousing Online Payment Agencies
Pos Express Transporting Fund Distribution Treasury
Parcel Bank Channeling Filateli
Admail Giro IT Solution
Express Mail Service (Wasantara)
(EMS)

33. GROWTH
AND
SHARE
ANALYSIS

34. VALUABLE PRODUCT PROFILE RATING
 Berdasarkan analisis terhadap
kapabilitas internal dan
prospek bisnis, maka Produk
yang akan menjadi fokus Mail
pemasaran 2010 adalah :
Financial
1. Pos Express
2. Kilat Khusus Services
3. EMS
4. Layanan Korporat & Logistics
Admailpos
5. Wesel Instant
6. Western Union
7. SOPP (PosPay)
8. Bank Channeling
9. Paket Pos
10. Logistics

35. THE MOST
PROFITABLE
PRODUCTS
2011

36.  5 produk unggulan
KOMUNIKASI
diatas dapat &
dikomunikasikan kepada PROMOSI
PEMASARAN
target segmennya, maka
diperlukan bauran
komunikasi pemasaran
yang terdiri dari:
 Advertising
 Promosipenjualan
 Personal selling
 Public relation
 Direct Marketing

37. POS EKSPRESS

38. POS EKSPRESS

39. POS EKSPRESS

40. POS EKSPRESS

41. POS EKSPRESS

42. POS EKSPRESS

43. POS EKSPRESS

44. POS EKSPRESS

45. POS EKSPRESS

46. POS EKSPRESS

47. POS EKSPRESS

48. 48

49. 49

50. POS EKSPRESS

57. KOMPOSISI
BIAYA
BERDASARKAN
CPTD
B e s a r nya b i aya
p a d a p ro s e s
‘ Collecting ‘
d i b a n d i n g ka n
b i aya l a i n nya .

58. AGENPOS FRAMEWORK
1. Cost collection  more than 39%
2. Utilisasi Kpc  less than 75% (2,75 m/trx)
3. HR cost structure  more than 56%
4. Kpc growth not inline with industrial growth
Rp
COLLECTING PROCESSING TRANSPORTING DELIVERY
--- PENGELOLAAN PERUSAHAAN --- REDUCING COST
OUTSOURCE
1. Cost collection
2. Retail customer acquisition
3. Building rental & maintenance cost
AGENPOS
4. HR cost

60. PENGIRIMAN WESEL MELALUI POS INDONESIA
JANUARI – OKTOBER 2011
16.112.839 TRANSAKSI
NILAI PENGIRIMAN Rp 22 TRILIUN
PENDAPATAN DARI WESEL Rp 235 M

62. WAREHOUSE SERVICE TRANSPORTATION EXPRESS SERVICE
Warehouse Management and Project Heavy Weight Transportation Service Door-to-Door Express Service Nation
Solutions (Owned-W/H) Nation wide coverage wide coverage & Same Day Delivery
Service
Record Air Express
Management
General Cargo
and
Moving, Nation Facility Clearance
wide Coverage
FCL & LCL clearance
MOVING and RECORD MANAGEMENT CUSTOMS CLEARANCE

65. Peningkatan Equitas (Value Corporat), dari gain
revaluasi aset.
“Quasi Reorganisasi” mengeleminir rugi dengan
gain revaluasi aset antara lain untuk
menyelesaikan hutang perusahaan (IPK) dan
perbaikan aspek struktur sdm (right
sizing), memandirikan pensiun dan peningkatan
level of salary.
IPO tahun 2013

66.  Perubahan dari fungsi ke bisnis
 Diimplementasikan mulai1 Januri 2012.
 Diperlukan izin prinsip dari Dekom.
Corporate Structure Framework
Strategic
Capabilities Leadership
Corporate
Centre
Capital Identity Corporate
Strategic
Policy
Guidance
Service
Control
Results/ Accountability
Support Services Service
(Centralised or Strategic Business
Shared) Units
Request

67. KOMPOSISI TINGKAT PENDIDIKAN SDM
1.165 95 4
857 1.862
5,60% 0,46% 0,02%
4,12% 8,94%
3.254
15,63%
13.584
65,24%
SD SLTP SLTA D-3 S-1 S-2 S-3

68. KOMPOSISI KARYAWAN POS INDONESIA
Analisa Distribusi Umur Karyawan
Tidak termasuk staf outsourcing, n = 20,890, Nopember 2010
Tantangan Bidang SDM
Early Early Mid Mid
lainnya:
Career
Trial
Career
Establishment
Career
Transition
Career
Growth
• Komposisi SDM yang kurang
FTEs
(k)
(Umur 23-30) (Umur 31-38) (Umur 39-45) (Umur 46-55)
fit dengan kebutuhan bisnis
4% 14% 45% 37%
1.5 • Pengembangan Kompetensi
SDM
Keterbatasan jumlah
karyawan di masa • Beban biaya SDM 60% total
mendatang
1.0 biaya
• Produktivitas rendah
• Salary masih dibawah
0.5 market.
Kebutuhan dana
pensiun yang besar • Kebutuhan dana pensiun
yang besar untuk PSL dan
Umur
0.0 perbaikan penghasilan.
20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56
Sumber: data SDM dari datawarehouse, analisa Booz & Company

69. S TA N D A R I S A S I STANDARISASI FISIK KANTOR POS
FA Ç A D E
STANDARISASI FRONT OFFICE
Area Mitra di Dalam Ruangan Area Mitra di Luar Ruangan
STANDARISASI OUTLET MITRA/TENANT 69

70. 70

71. 71

72. 72

73. 73

75. HOTEL
RENTAL OFFICE ,
FUNCTION/
RETAIL & PT POS
CONVENTION
GED PARKIR
KANTOR POS

80. 2011 2012-2013 2014 2015+
B a s i c i m p r o ve m e nt
 I n te g rat e d f ro n t - e n d & a ge n - Informatization e-Postal U-Post
c i e s m a n a ge m e n t
 I n te g rat e d F i n a n c i a l S e r v i c e s • Rolling out • Fully • Ubiquitous
Sys te m automated postal services
 I m p ro v e m e n t o f b u s i n e s s
ERP (any
p ro - c e s s s u p p o r t syste m ( I - processing
Po s t , n et w o r k o p e ra t i o n • Integrated where, any
c e n t re , m o b i l e te r m i n a l )
logistics • e-based times, any
 S i m p l e L o g i st i c s s u p p o r t place)
sys te m support services
 Key p ro c e s s e s a u to m a t i o n roll out
a n d co n t r o l m a n a ge m e n t system
 Basic support (HR &
Account- ing) • Delivery
 I n f ra s t r u c t u r e d eve l o p m e n t
( n et wo r k , D C / D R C ) channel
E nte rp ri s e A rc h i te c tu re system
D eve - lo p ment • e-based
E RP p re p a ratio n services
( H R, FICO, A s s et
M a n a gem ent) preparation
80

81. Disaster Recovery Center
Bandung
Data Center
Jakarta
81

84. ADMAILPOS ACTIVITY AT PRODUCTION SITE
1 2
3 4

85. KINERJA KEUANGAN
POS INDONESIA

86. KINERJA KEUANGAN
3000 2677
2396 2477
2500
1796 1826 2628
2000 1645 2325 2379
1541
1500 1254 1803
1150 1137 1665
1410 1396
1000 1123 1251
1117
500
27 20 -3 -23 -71 98 49
-145 -131
0 -235
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
-500
PENDAPATAN BIAYA LABA
Rakernas RKAP 2011 - PT Pos Indonesia (Persero) Lembang 7-9 Februari 2011

87. KENAIKAN ASET “ POS INDONESIA “ ........
N. REVALUASI KENAIKAN NILAI PASCA REVALUASI
DIVRE per 31-07-2010 (NILAI BUKU KE NILAI REVALUASI)
TANAH BANGUNAN TOTAL TANAH % BANGUNAN % TOTAL %
1 8 9 10 = 8 + 9 11 = 8 - 5 12 = (8/5) 13 = 9 - 6 14 = (9/6) 15 = 11 + 13 16 = (10/7)
I 216.117.000.000 38.669.360.000 254.786.360.000 210.011.562.453 3540% 21.847.394.931 230% 231.858.957.384 1111%
II 126.860.000.000 41.680.100.700 168.540.100.700 121.767.131.163 2491% 24.473.831.195 242% 146.240.962.358 756%
III 161.280.000.000 75.179.300.000 236.459.300.000 157.817.865.301 4658% 59.519.132.803 480% 217.336.998.104 1237%
IV 887.293.000.000 141.543.800.000 1.028.836.800.000 874.882.714.497 7150% 97.838.829.040 324% 972.721.543.537 1833%
V 320.618.000.000 52.302.700.000 372.920.700.000 317.275.788.378 9593% 40.363.122.212 438% 357.638.910.590 2440%
VI 477.138.000.020 72.468.000.036 549.606.000.056 469.083.216.587 5924% 58.873.647.743 533% 527.956.864.330 2539%
VII 354.337.000.000 88.465.000.000 442.802.000.000 346.258.724.940 4386% 70.397.951.730 490% 416.656.676.670 1694%
VIII 205.897.700.000 63.539.900.000 269.437.600.000 199.923.397.080 3446% 46.530.025.000 374% 246.453.422.080 1172%
IX 267.607.000.000 72.821.700.000 340.428.700.000 262.728.312.783 5485% 55.781.931.981 427% 318.510.244.764 1553%
X 169.971.000.000 57.872.900.000 227.843.900.000 166.083.210.858 4372% 46.838.865.809 524% 212.922.076.667 1527%
XI 89.127.000.000 23.768.100.000 112.895.100.000 86.873.750.796 3955% 16.544.879.554 329% 103.418.630.350 1191%
KANTOR PUSAT 392.600.000.000 122.982.500.000 515.582.500.000 257.735.350.566 291% 2.365.966.639 102% 260.101.317.205 202%
TOTAL 3.668.845.700.020 851.293.360.736 4.520.139.060.756 3.470.441.025.402 1849% 541.375.578.636 275% 4.011.816.604.038 889%
KENAIKAN NILAI 889,23% 789,23%
Nilai aset naik: Rp 508 Milyar menjadi Rp 4,5 Triliun
Per 31 juli 2010.

88. Rasio 2006 2007 2008 2009 2010
Return On Equity -41,19% -1,68% -22,76% 25,73% 7,97%
Return On Investment -1,13% 1,95% -19,33% 3,70% 2,50%
Cash Ratio 82,72% 83,41% 82,25% 79,89% 80,26%
Current Ratio 101,43% 100,33% 97,67% 96,64% 96,18%
Collection Periods 77,43 hr 101,84 hr 77 hr 54 hr 50 hr
Perputaran Persediaan 2,36 hr 2,32 hr 1 hr 1 hr 1 hr
Total Assets Turnover 53,44% 37,93% 35,22% 23,70% 60,58%
Ratio Modal thd Aset Total 5,48% 9,00% 4,81% 9,60% 9,68%
88

89. 89

90. 90

91. TREND PENDAPATAN PER BISNIS
91

92. Uraian 2010 2009
Audited Audited
ASET
Aset Lancar 31,746,323,806 25,806,924,806
Aset Tidak Lancar 1,077,145,181 216,127,803
JUMLAH ASET 32,823,468,987 26,023,052,609
KEWAJIBAN & ASET BERSIH
Kewajiban Jangka Pendek 571,538,123 631,382,714
Aset Bersih 32,251,930,864 25,391,669,895
JUMLAH KEWAJIBAN & ASET BERSIH 32,823,468,987 26,023,052,609
92

93. 60,000,000,000
PENYETORAN PAJAK
POS INDONESIA KEPADA
NEGARA
50,000,000,000
DATA : 24 MARET 2011
40,000,000,000
30,000,000,000
TAHUN 2009
TAHUN 2010
20,000,000,000
10,000,000,000
0
PPH PPH PPH PPH PPN PBB Pajak
Pasal 4 Pasal Pasal Pasal Lainnya
(2) 21 23 25

94. REKAPITULASI DATA PENYETORAN PAJAK KEPADA NEGARA
TAHUN 2009 DAN 2010
TAHUN
No. JENIS PAJAK 2009 2010
1 PPH Pasal 4 (2) 959.874.741 1.010.394.465
2 PPH Pasal 21 30.658.200.120 32.271.789.600
3 PPH Pasal 23 12.663.430.274 6.966.534.817
4 PPH Pasal 25 55.886.946.345 42.661.899.720
5 PPN 44.815.471.998 47.174.181.050
6 PBB 4.995.740.672 5.154.872.921
7 Pajak Lainnya 2.219.034.165 2.440.568.949
JUMLAH TOTAL 152.198.698.314 136.669.847.057
DATA : 24 MARET 2011

95. Kinerja s.d September 2011
3,500 91.86
100
2,952.50 90
3,000 2,834.05
72.23 80
2,500 71.41 70
2,132.65 2,023.84
60
2,000
50
1,500
40
1,000 30
20
500
118.45 10
108.81
(000.000) 0 0 %
Pendapatan Biaya Laba
TARGET RKAP TH 2011 REALISASI S.D. SEPTEMBER TH 2011 PENCAPAIAN (%)