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FELDA GLOBAL

VENTURES
ARUNA
SYAZLINA
NURINA
FAKHRUL

1. History Of FGV

FELDA (Federal Land Development


Authority )
1956
2007
2008
2009

FELDA established as a statutory body under Land


Development Ordinance
Incorporation of Felda Global Venture (FGV) as another
wholly owned subsidiary of FELDA
FGV acquired FGV North America from FELDA

FGV acquired 49% equity interest in FHB from FELDA

2010
2011
2012
2013

FGVH acquired sugar business

MSM Holdings was listed on Main Market of Bursa Securities

Adoption of New Business Model. FGV was listed on the


MMBS on 28 June 2012
FGV gained full control of FHB by acquiring 51% from
Koperasi Permodalan Felda

Evolution Of Strategy Over Time

Sustainabil
ity
Strategy

Growth
Strategy

Mergers
&
Acquisiti
ons

Defensiv
e
Strategy

Sustainability Strategy
In 1956, FELDA was establised as a
Malaysian government programme to
address rural poverty and empower
the poor to contribute to the national
economy.
FGV engaged in greater diversity and
well
planned
development
programmes to become breeding
ground for agri-leaders.

Mergers & Acquisitions


Under this plan, FGV aims to position
them as a:* global leader in palm
* top three in rubber and sugar
* top three in industrial fats segment
To
fast
track
this,
mergers
&
acquisitions were being pursued with
opportunities in Indonesia, Thailand,
Cambodia and Dubai for upstream
expansion.
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Growth Strategy Upstream


FGV had clear strategy to be
victorious in their core area
upstream, on both greenfield and
brownfield.
While greenfield is FGVs long-term
strategy, brownfield gives them
instant income.
Analysts say at least 80% of FGVs
profits comes from its plantation
sector.

Defensive Strategy Downstream


Downstream operations will be used
to counter the volatility of CPOs
prices.
FGVs
downstream
operations
together with its sugar and other
services
segments
currently
contribute 20% to its earnings.

FGV Implemented
Intended or
Emergent Strategies?

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Analysis
Sustainability, Mergers & Acquisitions and Growth
Intended Strategies.
These are well planned strategies and FGV had
come up with excellent development programs to
achieve their goals.

Defensive
Emergent Strategy
In order to compete with the CPOs price, emergent
strategy was used by FGV to also profit from
downstream operation.

Therefore, Felda Global Venture had applied


BOTH intended and emergent strategies over
the time.
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2. Mission

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Mission
Mission is a statement
which defines the role of
that an organization plays
in a society.
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FELDA GLOBAL
VENTURES
To be a global leader
by:Creating value through our human
capital
Championing our locally invested
culture
Building an integrated value chain
advantage
Cultivating diversification in

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Major
Goal
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Main Goal
Goals are short term (one year
or less) milestones or bench
marks that organizations must
achieve in order for long term
objectives to be reached.

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To be the leading
globally diversified
integrated agribusiness.
-FGV
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3. PRELIMINARY
ANALYSIS
(SWOT ANALYSIS)
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SWOT Analysis

Opportuniti

Strength
es
SWOT
Analysis
Weakness
Threat
es

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Strength
1. FGV is a commercial arm of FELDA (in
the upstream and downstream palm
oil business and other agribusiness).
2. Listed on the main market of Bursa
Malaysia Securities Berhad (June
2012).
3. Gives it good bargaining power when
it comes to negotiating for contracts
or supplies purchases.
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Opportunities
1. The huge cash hoard post-listing (in
2012) allows the flexibility and
bargaining power to potentially
acquire large assets & already
profitable assets in plantation space,
which other companies may not be
able to swallow.
2. FGV principally engaged in 6 main
business clusters (Palm Upstream,
Palm Downstream, Sugar, Rubber,
R&D and Agri Services, and Transport,
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Weaknesses
With more than 19,000 people in
the group from the subsidiaries
as
well
as
jointventure
companies and associates, could
mean higher chances to an
unorganized structure or even
cost inefficiency.
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Threat
1. New
rules
and
regulations
governing land bank acquisition /
expansion in Indonesia could limit
its future long- term growth.
2. Operates in more than 10 countries
across Asia, North America and
Europe involving lot of shipments
hijacking of parcels and goods
might be happened

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4. CEO of FGV

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The CEO
Dato' Mohd Emir
Mavani Abdullah
was appointed to the Board on
1st January 2012 as a NonIndependent
Non-Executive
Director and subsequently
appointed as Chief Executive
Officer Designate of FGV on 1
January
2013
and
redesignated
as
NonIndependent
Executive
Director.

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Leadership Capabilities

Visionary
Sensitive
Focused
Strict
Inspirational
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THANK
YOU
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