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SIME DARBY PLANTATIONNon-Deal Roadshow in Singapore5 October 2018
Disclaimer
2
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This document is for the purposes of information only and is not intended to form the basis of any investment decision. This presentation may contain forward-looking statements by Sime Darby Plantation that reflect management’s current expectations, beliefs, intentions or strategies regarding the future andassumptions in light of currently available information. These statements are based on various assumptions and made subject to a number of risks, uncertaintiesand contingencies and accordingly, actual results, performance or achievements may differ materially and significantly from those discussed in the forward-looking statements. Such statements are not and should not be construed as a representation, warranty or undertaking as to the future performance orachievements of Sime Darby Plantation and Sime Darby Plantation assumes no obligation or responsibility to update any such statements.
No representation or warranty, express or implied, is given by or on behalf of Sime Darby Plantation or its related corporations (including without limitation, theirrespective shareholders, directors, officers, employees, agents, partners, associates and advisers) (collectively, the “Parties”) as to the quality, accuracy,reliability, fairness or completeness of the information contained in this presentation or its contents or any oral or written communication in connection with thecontents contained in this presentation (collectively, the “Information”), or that reasonable care has been taken in compiling or preparing the Information. Noneof the Parties shall be liable or responsible for any budget, forecast or forward-looking statements or other projections of any nature or any opinion which mayhave been expressed or otherwise contained or referred to in the Information.
The Information is and shall remain the exclusive property of Sime Darby Plantation and nothing herein shall give, or shall be construed as giving, to anyrecipient(s) or party any right, title, ownership, interest, license or any other right whatsoever in or to the Information herein. The recipient(s) acknowledges andagrees that this presentation and the Information are confidential and shall be held in complete confidence by the recipient(s).
All the images, pictures and photos including design drawings in relation to the company’s property development projects contained in this document are artistimpression only and are subject to variation, modifications and substitution as may be recommended by the company’s consultants and/or relevant authorities.
S E C T I O N PA G E
1 Company Overview 4
2 Key Investment Highlights 9
3 Business Strategies & Future Plans 22
4 Industry Outlook 31
5 Financial Overview 34
6 Appendix 42
Table of Contents
Company Overview
Business OverviewIntegrated Plantation Company Involved in the Entire Palm Oil Value Chain
5
Upstream Downstream Others
Oil palm, rubber & sugarcane estates
Developing, cultivating and managing oil palm, rubber and sugarcane plantation estates
Milling of FFB and processing & sales
Milling of FFB into CPO and PK
Processing and sales of rubber and sugarcane
Others
Cattle rearing and beef production
Bulk and refined oils & fats
Production and sales of refined oils and fats (which includes specialty and end-user oils and fats)
Oleochemicals, biodiesel products & derivatives
Production and sales of oleochemicals, biodiesel products and derivatives
R&D
Focused on yield and productivity improvements, increasing revenue streams and developing sustainable practices while pursuing innovative strategies
Renewables business
Development of green technology and renewable energy which includes biogas and composting
Agribusiness
Provision of agriculture products and services
Oil palm estate Mill Refinery Food application High-yielding genome seeds
Renewables
Snapshot of Oil Palm Plantation Operational Statistics6
FY17/18 unless otherwise stated
Malaysia Indonesia LiberiaPNG &
Solomon IslandsTotal
Total oil palm planted area (ha)
301,027 201,220 10,441 87,304 599,992
Mature area (ha) 252,055 158,180 9,701 77,500 497,436
Palm tree age profile & average tree age(Years)
FFB production (mn MT/year)
5.822 2.615 0.065 1.731 10.233
CPO production (Total) (mn MT/year)
1.419 0.710 0.016 0.508 2.653
PK production (Total) (mn MT/year)
0.357 0.160 0.003 0.130 0.650
FFB yield (MT/ha) 23.13 16.40 6.78 22.36 20.51
OER 20.40 21.39 20.60 22.41 21.02
KER 5.13 4.80 3.97 5.75 5.15
16%
22%
35%
18%
9%
<3 yrs 4-8 yrs 9-18 yrs
19-22 yrs >22 yrs
21%
12%
19%
38%
10%
12.7 yrs
7%
93%
14.1 yrs
11%
26%
48%
12%3%
5.4 yrs 11.4 yrs
17%
20%
32%
23%
8%
12.8 yrs
Snapshot of Downstream Operations7
Note: Figures as at 30 June 2018
UNITED KINGDOMNew Britain Oils Ltd. (300,000 MT/year)
NETHERLANDSSime Darby Unimills B.V.(450,000 MT/year)
SOUTH AFRICASime Darby Hudson & Knight (162,500 MT/year)
VIETNAMGolden Hope Nha Be (99,000 MT/year)
THAILANDMorakot Industries (379,500 MT/year)Industrial Enterprises (IE) Soya (33,000 MT/year)
MALAYSIASime Darby Jomalina(429,000 MT/year)
Nuri Refinery (660,000 MT/year)
Sime Darby Kempas(165,000 MT/year)
Sime Darby Austral (330,000 MT/year)
INDONESIAPT Golden Hope Nusantara (825,000 MT/year)
PAPUA NEW GUINEAKumbango(140,000 MT/year)
12Refineries
~4.0 million MTRefining Capacity
Legend
Differentiated Food
KEY PRODUCTS
• Food: Palm oil products, specialty oils & fats, phytonutrients, refined PKO, vegetable ghee, shortening & dough fat, industrial margarine, cooking oil, CPKO & PK cake for animal feed, and non-dairy products
• Non-Food: Oleochemicals (high quality fatty acids, glycerine, fatty alcohols, triacetin, methyl esters, oilfield chemicals, ozone acids) and biodiesel
Bulk Processing
68%Average Refinery
Utilisation
Downstream – Our renowned brands and winning products are used worldwide
8
* SDFBM & SDEPL is the sales and marketing arm of SDP which sells B2C products manufactured by Malaysian SDP refineries & third parties
Jomalina Nuri Kempas Austral Nusantara Morakot Nha Be Unimills Liverpool H&K Kumbango
Bulk BulkBulk Bulk
IE
Bulk
B2
BB
2C
Vema(no logo)
T O P 3 B R A N D S ( I N T E R M S O F R E V E N U E )
SD Food & Beverage Malaysia (SDFBM)* & SD Edible Products Ltd (SDEPL)*
Morakot Nha Be
Key Investment Highlights
Investment Highlights10
Strong Investment Proposition
Well Positioned to Benefit from Sound Industry Fundamentals & Strong Demand Growth Trends
The World’s Largest Oil Palm Plantation Company by Oil Palm Planted Area, with Established Reputation as the World’s Largest Producer of Certified Sustainable Palm Oil
Fully Integrated Business Model with Diversified Operations Along the Palm Oil Value Chain
Innovative & Market Leading R&D Supports Operational Efficiency & Productivity
Experienced and Sound Board & Management Team
1
2
3
5
4
6
Sime Darby Plantation’s Strong Investment Proposition
11
1
21 MT/ha23 MT/ha
FY18 FY23 Target
FFB PRODUCTION
GROWTH POTENTIAL
STRENGTHENING DOWNSTREAM
CONTRIBUTIONS & MARGINS
LOWERING COST
IMPROVING GEARING & CASH FLOW
HIGH DIVIDEND
POLICY
of Net Profit
F F B Y I E L D
61%
40%
As at 30 Jun2017
As at 30 Jun2018
G R O S S G E A R I N G
12
1 Estimated based on global planted area of 21.5 mn ha worldwide2 Based on global CPO production of 67.9 mn MT in 2017Note: Figures as at 30 Jun 2018
World’s Largest Oil Palm Plantation Company with More Than 600,000 Hectares of Planted Area
2
We are the world’s largest oil palm plantation company by oil palm planted area with total landbank of more than
987,000 hectares across Malaysia, Indonesia, PNG & Liberia
20%Leader in Sustainability –World’s Largest Producer of CSPO
of Global CSPO Production Capacity1
~600,000 hectaresWorld’s Largest Oil Palm Plantation Company (by planted area)
4 mn MT p.a.Total Refining Capacity (12 Refineries)
Market Leading R&DEdison Award 2017 under the Energy and Sustainability category (Genome Select Oil Palm Project)
248Estates
72 Mills
11 Crushing Plants (inclusive of soy crushing plant)
2.65 mn MTFY18 Total CPO Production(~4% of Global Market Share2)
13
Our Journey to Sustainability2
1985 • Introduced
Zero burning
1990 • Biological
control for IPM
1994• EMS-ISO
14001
1992• EUNEP Global 500
Roll of Honour forcommercialisation of Zero Burning practice
2002• Founding member of RSPO• POME
utilisation as compost
2008• Achieved first
RSPO certification
2004 • First Global GAP
certification
2010• First
certification of SCCS and ISCC
• Pioneered the Zero Burning Policy in 1985• One of the founding members of RSPO• Largest producer of CSPO: Malaysia 100%, PNG 100% & Indonesia 96% certified• No deforestation of primary and virgin forest• No new development on peatlands• No development of HCS areas, once defined• Committed to Environmental and Social Principles – HCV, Human Rights & FPIC
2012• Became largest
producer of CSPO globally
2015• Acquisition of a fully
RSPO certified & traceable palm oil producer, New Britain Palm Oil
2016• Launched the
Responsible Agriculture Charter (RAC)
• Commitment to the HCS Convergence Agreement
2017• Launch of the
Human Rights Charter (HRC)
• Commitment to balanced development
2018 onwards
Moving Forward• Compliant to the RAC &
HRC• 100% RSPO certified• Low carbon/carbon neutral
Palm Products• 100% Traceability• Best-in-class HCV/HCS,
water conservation
2014• Founding
member of the HCS Science Study
2013• First KKPA
smallholders certified to RSPO in Indonesia
14
As a signatory to the Sustainable PalmOil Manifesto, we are committed toimplementing leading industry practicesaround High Conservation Value andHCS in new developments
C E R T I F I C A T I O N S TA T U S
High Carbon Stock (HCS) Commitment
Responsible Agriculture Charter (RAC)
Launched in Sep’16, the RAC is a summary of SDP’s commitments surrounding:
• Human rights & social development
• The environment
• Corporate integrity
97%RSPO-certified
100%MALAYSIA
Sime Darby launched it’s Human RightsCharter to articulate its commitment inrespecting human rights in line withthe United Nations Guiding Principleson Business and Human Rights
Human Rights Charter (HRC)
96%INDONESIA
100%PNG & SI
RSPO
MSPO
I SPO
100%MSPO-certified
96%ISPO-certified
Target to be 100% RSPO-certified, pending resolution of
PT MAS (Indonesia) issues, which is on-going
A s a t 3 0 J u n e 2 0 1 8 Ta r g e t
Target to be 100% ISPO-certified by end of 2018
Sustainability – Committed to Good Agriculture Practices
2
15
Sustainability – Traceability2
As at 30 Jun 2018
Sime Darby Open Palm Traceability Dashboard provides Sime Darby Plantation’s customers withaccess to source the products purchased from Sime Darby Plantation
The dashboard and the list of mills can be found at: http://www.simedarbyplantation.com/sustainability/open-palm-traceability-dashboard
O P E N P A L M T R A C E A B I L I T Y D A S H B O A R D
Upstream – Mill
Traceable up to plantations
Downstream – Refinery, KCPs & Biodiesel
Traceable up to plantations Traceable up to mills
85.7% Traceable
CPO Palm Kernel
100% Traceable
77.5% Traceable
CPO Palm KernelFFB
84.0% Traceable
SDP targets for Upstream – Mills to be 100% traceable up to plantations by end of 2020
99.3%
Traceable
100% of SDP’s Downstream is traceable up to mills, with the comprehensivelist of mills supplying to SDP available on the Dashboard
16
Source: Company
Sustainability – Driving Market Demand 2
11.8mn MTGlobal CSPO
Production Capacity(as of August 2018)
All of SD Plantation’s refineries are RSPO-certified
New Britain Oils’ refinery in Liverpool is a fully Certified Segregated Refinery
We have modified and expanded our milling and refinery capacity to increase production of Premium Quality (PQ) oil
PQ oil offers low free fatty acid oil blends
NURI REFINERY (MALAYSIA)
NEW BRITAIN OILS (UK)
CSPO PRODUCTION CAPACITY
17
Geographical Breakdown
for FY18 Total Revenue
Market Reach Extends to the Top 5
Global Palm Oil
Consumer
Upstream Operations
Presence in 5 Countries - Malaysia, Indonesia, PNG & Solomon Islands, Liberia
Developing, cultivating and managing oil palm, rubber & sugarcane plantation estates
Operates and manages 249 plantation estates and 72 palm oil mills
Cattle rearing & beef production
Downstream Operations
Operating across 16 Countries - Malaysia, Indonesia, Netherlands, Thailand, United Kingdom, PNG, Vietnam & others
Production & sales of bulk & refined oils and fats, oleochemicals, biodiesel products and derivatives
Manages and operates 12 refineries with a total refinery capacity of 4 mm MT/year
FY18 Total Revenue = RM14,369 mm
74% of FY18 revenue is derived from the Top 5 Global Palm Oil Consuming Countries/Region(from Malaysia, Europe, India, Indonesia & China)
Our wide & diverse geographical reach of business operations will allow us to leverage on strong industry fundamentals
Strong Geographical Presence
Source: Frost & Sullivan, company
Well Positioned to Benefit from Sound Industry Fundamentals & Strong Demand Growth Trends
3
Malaysia
23%
Europe
22%India
19%
Other
SEA11%
Indonesia
7%
Other
Countries7%
South
Africa5%
China
3%
PNG
& SI3%
Liberia
0.2%
52.6 57.9 59.5 60.8 62.7 65.55.7 6.4 6.5 6.8 6.6 7.0
100.5 101.8 107.8 109.5 112.1 115.4
2012 2013 2014 2015 2016 2017
Palm Oil Palm Kernel Oil Others
62.765.5 66.9
70.273.8
77.781.7
795
735
761771
782793
804
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
110.0
120.0
130.0
600
650
700
750
800
850
2016 2017 2018F 2019F 2020F 2021F 2022F
Palm Oil Consumption (mn MT)
CPO Price, CIF Rotterdam (constant USD)
1.282.49
3.484.55
5.366.26 5.63 6.16
2010 2011 2012 2013 2014 2015 2016 2017
18
Well Positioned to Benefit from Sound Industry Fundamentals & Strong Demand Growth Trends (cont’d)
3
Our wide & diverse geographical reach of business operations will allow us to leverage on strong industry fundamentals
Note:(1) Price rationalization in 2017 due to recovery of FFB yield and
CPO production in Indonesia & Malaysia post El Nino drought.Source: Frost & Sullivan, World Bank, Oil World 2018, RSPO, LMC Oilseeds & Oils 2017
Demand for Palm Oil Estimated to Reach 81.7 mn MT by 2022, Providing Support to CPO Prices
Capitalising on strong demand growth for palm oil
Global Edible Vegetable Oil Consumption (mn MT)
Increasing Demand for Palm Oil & Edible Oils Driven by Growing Population & Food Requirements
2012-2017 CAGRPalm oil: +4.5%PKO: +4.3%
Global Sales of Certified Sustainable Palm Oil (mn MT)
Strong CSPO Sales Growth Globally is a Direct Consequence of the Sustainability Commitments of Various FMCG companies
158.8 166.1 173.8 177.1 181.4 187.9
19
Fully Integrated Business Model with Diversified Operations Along the Palm Oil Value Chain
4
Economies of scale & cost synergies Diversification of commodity price volatility
Shared use of integrated processing facilities & infrastructure
Extensive sales and distribution network
Flexibility to channel products & resources to markets with greater demand
Ability to convert by-products (palm fibres, sludge oil, palm oil mill effluent, emptyfruit bunches, palm kernel expeller) into applications such as animal nutrition andtocotrienols
Strengthen our ability to trade around our own assets
Allows diversification of upstream operations which are susceptible tovolatile commodity prices
More stable and resilient earnings as volatilities in segment margins aremitigated
Ability to better manage commodity price volatility
Flexibility to channel CPO to various segments of downstreamprocess by capitalizing on the different price characteristics andfeedstock types in the downstream segment
With a fully integrated business model, we are able to diversify our earnings risk from volatility of commodity price and leverage on operational synergies
1 2
Key Benefits of a Fully Integrated Business Model
Upstream Downstream
Seed Production
Oil Palm Nursery
Estate Management
Mills –CPO & PK
Production
Bulk Refineries/
Facilities
Specialty Food Refineries
Non-Food
Bulk Sales
Rubber/Sugar Cane/Cattle
Products
Smallholders Aggregation
Trading & Aggregation of
CPO
Oleo-chemicals
Biodiesel
Compost Gasification/Biogas Animal Feed Tocotrienol Biodiesel
Palm Oil Products
• Cooking Oil
• Specialty Oils & Fats
• Refined PKO
• Spreads
• Shortenings
• Infant Formula
• Dairy Fat Replacers
WASTE TO WEALTH
By-Product
Frond Palm Fibres, Sludge Oil,
POME, EFB, PKE
PFAD
20
Market Leading R&D Supports Operational Efficiency and Productivity
5
Market Leading Research & Development• Global network of 5 R&D centres in Malaysia, Indonesia & PNG,
and 3 innovation centres in Malaysia, the Netherlands and SouthAfrica
• Supports operational efficiency and improvements to upstreamproductivity, and we develop sustainable practices while pursuingtransformational innovative strategies
• Development of new palm oil breed via a genomic selection andprediction process
• Malaysia’s first company to win the coveted Edison Award,which recognised its groundbreaking genome initiative
• Research and production of high yield planting material such asnew Dami seeds progenies which are expected to deliver betteroil yield improvements than its predecessors
Adopt best agro-management practices• Precision agriculture to improve yield
• Efficient water management and irrigation system
• Integrated pest management programmes
• Mechanisation initiatives to improve manpower ratio, costefficiency and productivity
• Digitisation initiatives
21
RenakaRamachandran
Chief Financial Officer
Datuk FrankiAnthony Dass
Chief Advisor and Value Officer
Tan Sri Dato’ Abdul Ghani Othman
Chairman and Non-Independent Non-Executive Director
Tan Sri Dato’ Seri Mohd Bakke Salleh
Executive Deputy Chairman and
Managing Director
Tan Sri Dato’ Seri Mohd Bakke
Salleh
Executive Deputy Chairman and
Managing Director
Mohamad HelmyOthman Basha
Chief Operating Officer, Upstream
Dr. Simon Lord
Chief Sustainability
Officer
Mohd Haris Mohd Arshad
Chief Operating Officer,
Downstream
Dr. Harikrishna Kulaveerasingam
Chief Research & Development
Officer
Our Board and management team have the ability to drive our Group through transformation into the next phase of growth which is to innovate, execute and create value
Datuk ZaitonMohd Hassan
Senior Independent Non-Executive Director
Dato’ Che Abdullah @
Rashidi Che Omar
Independent Non-Executive Director
Dato’ Mohamad Nasir Ab. Latif
Non-Independent Non-Executive Director
Dato’ Mohd NizamZainordin
Non-Independent Non-Executive Director
Tan Sri Datuk Dr.Yusof Basiran
Independent Non-Executive Director
Zainal Abidin Jamal
Non-Independent Non-Executive Director
Muhammad Lutfi
Independent Non-Executive Director
Tan Ting Min
Independent Non-Executive Director
Board of Directors
Management Team
Board members have held
prominent positions and
directorships in areas such as
plantation, banking and
finance sectors and in
governmental, regulatory and
professional bodies
Experienced management team with an
average of about 15 years of experience
in the plantation industry
21
Dr. Shariman Alwani
Chief Strategy & Innovation Officer
Eliza Mohamed
Chief Communications
Officer
Lee Ai Leng
Group General Counsel
Experienced and Sound Board & Management Team6
Zulkifli Zainal Abidin
Chief Human Resources Officer
NorzilahMegawati Abdul
Rahman
Group Secretary
John Lou Leong Kok
Independent Non-Executive Director
Business Strategies & Future Plans
The Strategy Moving Forward – What is Different?23
‘The Leading Integrated Global Palm Oil Player’The global brand for plantation sustainability
VIS
ION
GR
OW
TH
STR
ATE
GY
TAR
GET
S B
Y 2
02
3
U P S T R E A M
DRIVING OPERATIONAL EXCELLENCE VIA DIGITISATION
D O W N S T R E A M I N T E G R AT I O N1 2 3
Towards Mission 23:23
Achieving FFB yields of 23 MT/ha& OER of 23% by 2023
Higher Downstream PBIT contribution
20% of PBIT within the next 5 years
Integrated economics across the value chain
SERVING THE CUSTOMERS OF THE FUTURE
MAXIMISING RETURNS ACROSS THE PALM OIL VALUE CHAIN
Relentless Focus on Execution to Drive Value Creation
Drive execution and de-bottleneck key initiatives
Track progress on value creation initiatives
Assess and monitor on weekly basis and ensure accountability across all stakeholders
PROGRAM MANAGEMENT
PLATFORMIMPROVE TRACKING
EFFICIENCY & MANAGE VALUE CREATION
PROGRESS
REGULAR RHYTHM & PROCESSESSUSTAINED WEEKLY MEETINGS TO DRIVE
EXECUTION
VALUE CREATION TARGETS
GRANULAR BREAKDOWN OF TARGETS ACROSS WORK STREAMS
FINANCIAL ALIGNMENTGREATER CLARITY &
ALIGNMENT ON BUDGETING GAPS TOWARDS FY2022
PROGRESS TO DATE
TRANSFORMATION OFFICE
Value CreationEstablishment of the Transformation Office to intensify value creation
24
Upstream – Driving Operational Excellence 25
ELEVATING YIELD PERFORMANCE
• High yielding planting material (e.g. Genome, Dami)
BSUPERIOR PLANTING MATERIAL
• Effective water management & conservation practices
CWATER
MANAGEMENT
• Enhancingautomation anddigitisation
• Advanced milling and latest extraction technologies
DPLANTATION
OF THE FUTURE
• Group: 5-7%
AACCELERATED REPLANTING
Upstream – Replanting with High Yielding Materials
26
Note: As at 30 Sep 2017 (as per the Prospectus)
Replanting Rate 5-7%
Genome Select can deliver up to 15% oil yield improvement as compared to our current commercial offering, Calix 600
NEW PLANTING MATERIALSHigh Yielding
Materials
Average Age 10 years by 2025
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Net Impact of Replanting on
PBIT(RM mn)
Financial Year
Oil Palm Replanting (‘000 ha)
Total Area Coming into
Maturity1
(‘000 ha)
291,900 haBY FY2022
201,600 haBY FY2022
POSITIVERETURNSFY2017 ONWARDS
10.8 8.8 12.3 15.520.9 20.6 22.9
30.0 28.4 31.4 31.2 30.3 28.8
• GENOME SELECT
• SUPER FAMILY DAMI
11 MT/ha
9 MT/ha
ACCELERATED REPLANTINGA SUPERIOR PLANTING MATERIALB
27
Upstream – Innovative Watering Initiatives
WATER MANAGEMENTC
MALAYSIA INDONESIA LIBERIAPAPUA NEW GUINEA & SOLOMON ISLAND
• Installing mobile pumping equipment at our plantations• Building permanent water pumps with engines at rivers and water bodies at
some of our plantations• Irrigation system for drier, inland soils and water management for coastal
areas and areas with high water table
Innovative and cost effective irrigation techniques to ensure that our estates and mills maintain adequate and consistent water
supply during prolonged dry months
28
Upstream – Moving Towards a Connected, Integrated, Automated and Sustainable Plantation
PLANTATION OF THE FUTURED
SIME DARBY DIGITAL SUPERVISION (SDDS)
Among the first in the Malaysian oil palm industry to digitally connect upstream operations (from estate
office to field and from mill office to factory floor) (SEMUA 2.0 app)
Deployment of unmanned aerial vehicles for Estate mapping
Analysis of conditions for speedy intervention
Monitoring and supervision
Also includes advanced milling and latest extraction technologies through:
continuous processing, integrated processing complex
minimum GHG emissions zero discharge
ENHANCING OER AND MILL EFFICIENCY
SIME DARBY DRONE MONITORING
RESEARCH & DEVELOPMENT
Scale up of Genome Select oil palm plantings (>1,000 ha to be planted)
Testing of new palm traits
Scale up of enzymatic extraction process to increase OER in mills
Lower manpower requirement and increase productivity
Recently rolled out in Indonesia and Liberia
Exploring other innovative initiatives to improve processes,
efficiency & productivity
INNOVATION INITIATIVES MECHANISATION INITIATIVES
Downstream – To Become The Preferred Sustainable Palm Oil & Fats Specialist & Customer Solutions Provider
29
• Create value by marketing and strengthening the “Sime Darby” brandThrough achieving sustainability, quality and food safety requirements
• Explore & expand opportunities to increase our presence in key geographical markets Such as India, Southeast Asia, the United States, Europe, Africa, the Middle East and China
• Focus on differentiated, sustainable and traceable high value products
HOW DO WE DELIVER VALUE ?
Downstream – Shifting Into High Margin Specialty Products & Deriving Full Value from CSPO
30
Emphasis on Physical CSPO
Sales
PQ Oil as the Gateway to Niche
and High Value Food Segments
Differentiated : Commodity
Supply Chain Optimisation to Maximise Value
of CSPO
Physical Sales vs. Green Certificate
Drive production of differentiated products
Drive physical sales vs Green certificates
Commodity vs. Differentiated
Functional RM1,800/MT
Infant formula RM700/MT
Frying RM300/MT
Dairy fat replacer RM200/MT
1) Industry Average Contribution Margin:
2) SD Nutrition Leveraging on Waste to Wealth
2) Working Towards Fully Segregated & Traceable Refineries
Nuri Refinery SD UnimillsNew Britain Oils
1) Aggregation & Growth Partnership Model(collaboration with smallholders)
46%
86%
88%
84%
54%
14%
12%
16%
FY14/15
FY15/16
FY16/17
FY17/18
Physical Certificate
48%
42%
36%
33%
52%
58%
64%
67%
FY17/18
FY16/17
FY15/16
FY14/15
Differentiated Commodity
A B
C D
Industry Outlook
Demand Drivers of the Global Oil Palm Plantation and Edible Oils Industry
32
Competitive Pricing of Palm Oil and
Price Affordability of Edible Palm Oil
Increased consumer
awareness on food sustainability
Wide Range of Uses for Palm Oil, Palm
Kernel Oil and their Related Products
Growing Demand for Food due to
Increase in Population
Increased in Biodiesel Demand
CSPO sales grew at a CAGR of
25.2% between 2010 and 2017, driven by a direct consequence of the sustainability commitments of FMCG companies
By 2020, CSPO sales is
estimated to reach c.
11.0 mm MT
To increase by
60%By 2050 to meet
increase in energy intake demand(from 2005 – 2007)
Average daily energy supply expected to increase by 11% during the same period
Type of OilPrice
(USD/MT) in 2017
Palm Oil 689 – 735
Soybean Oil 716 – 846
Coconut Oil 1,603
Palm Kernel Oil 1,278
Corn Oil 825 – 943
Rapeseed Oil 870
Groundnut Oil 1,484
The physical and chemical characteristics of oil palm products and their derivatives allow them to be applied in a
wide variety of both food and non-food end-user industries
Lower oil reserves and increased in oil extraction cost has
driven the global demand for palm oil for the
production of biodiesel
By 2052, it is estimated that oil reserves may no
longer be able to support the global economy
Source: Oil World 2017/2018
Outlook of the Global Palm Oil and Edible Oils Market33
Source: IMR Report prepared by Frost & Sullivan, Oil World 2018, LMC Oilseeds & Oils 2017
Global CPO production, palm oil consumption, demand for CSPO and CPO prices expected to increase
Increase in CPO production largely backed by technological advancements, including:
Usage of high yield oilseeds
Usage of mechanisation in the harvesting process
Factors driving demand for palm oil:
Increase in global population & food requirements
Ongoing efforts in developing biodiesel programs by nations (e.g. the EU, the U.S., Brazil and Indonesia)
Global CPO Production and Consumption Forecast
Demand for Vegetable Oils Expected to Remain Strong in the Future
Global Consumption of Vegetable Oils
(mn MT)(mn MT)
Factors driving demand for edible oils:
Growing population and increasing food consumption and usage of non-food applications of edible oils (e.g. soap and detergents)
Ban on trans-fats in the U.S. beginning 18 June 2018 is likely to drive demand for vegetable oil alternatives from hydrogenated oils
Wide range of uses of edible oils & fats
181.4 187.9 195.5208.3
230.7255.7
2016 2017 2018F 2020F 2025F 2030F
62.7 65.5 66.9 70.2 73.8 77.7 81.7
59.2
67.9 69.6 71.8 74.2 76.6 78.9
2016 2017 2018F 2019F 2020F 2021F 2022F
Global Palm Oil Consumption Global CPO Production
Financial Overview
35
51.6
in RM’mn FY2017
14,779
4,4552,227
2,228
4,031
3,507
1,279
2,228
Revenue
PBIT
PBT
Recurring PBIT
Non-Recurring PBIT
Recurring PATAMI
Non-Recurring PATAMI
PATAMIAttributable to owners of the Company
Basic EPS1
(RM’sen)
18.8
32.8
Recurring EPS
Non-Recurring EPS1 Based on weighted average number of ordinary shares post-listing of SD Plantation
25.4
FY2018
14,369
2,5362,019
517
2,377
1,727
1,236
491
18.2
7.2
YoY %
-3%
-43%
-9%
-77%
-41%
-51%
-3%
-78%
-51%-3%
-78%
Financial HighlightsWeaker performance due to lower non-recurring net gains, partially mitigated by lower finance costs
36
Upstream Operations – Group Total FY2018
20.5FFB Yield (MT/ha) +6%
YoY %FY2017
21.0OER (%) -1%
5.1KER (%) +2%
4.3Oil Yield (MT/ha) +5%
1.1PK Yield (MT/ha) +10%
10.23FFB Production (mn MT) +5%
2.65CPO Production (mn MT) +7%
0.65PK Production (mn MT) +11%
2,546CPO Price (RM/MT) -11%
2,146PK Price (RM/MT) -13%
1,707Cost to Customer (RM/MT pp) -11%
10,052Cost to Customer (RM/mature ha) -5%
19.4
21.3
5.0
4.1
1.0
9.78
2.48
0.58
2,848
2,469
1,915
10,542
Production Statistics
37
FY2018
Return on Invested Capital (ROIC) - Recurring
YoY %FY2017
15.2Upstream Malaysia +1%15.1
13.2Upstream Indonesia -14%15.4
3.0Upstream PNG/SI -39%4.9
7.2Downstream -9%7.9
10.2SDP Group (including non-recurring) -41%17.2
8.5SDP Group – Recurring +10%7.7
12.9SDP Group – Recurring (excluding NBPOL)
+28%10.1
Return on Equity (ROE)
11.5SDP Group (including non-recurring) -51%23.5
9.0SDP Group – Recurring +1%8.9
Return on Invested Capital & Equity
38
Borrowings & Cash Flow As at 30 June 2018
55%
8,815
61%
9,300
44%
7,214
Gross Gearing1
Borrowings(in RM’mn)
48%57% 39%Net Gearing2
39%
6,452
35%
Gearing as at 30 June 2018 declinedcompared to the same period last year.
Lower finance costs at RM183mn inFY2018 (FY2017: RM472mn) given loweraverage interest rates on borrowings of2.84% in FY2018 (FY2017: 3.54%) andlower borrowings by 30% YoY atRM6,489mn in FY2018 (FY2017:RM9,300mn).
As at 30 Jun2017
As at 30 Sep2017
As at 31 Dec2017
As at 31 Mar2018
As at 30 Jun2018
Long Term Debt Short Term Debt Intercompany Loans
70%
14%
16%
69%
19%
12%
80%
20%
82%
18%
83%
17%
40%
6,489
38%
RM2,675mnNET CASH GENERATED FROM OPERATING
ACTIVITIES30 June 2017: RM3,292mn (-19% YoY)
RM-884mnNET CASH USED IN INVESTING ACTIVITIES
30 June 2017: RM-1,578mn (-44% YoY)
RM-2,091mnNET CASH USED IN FINANCING ACTIVITIES
30 June 2017: RM-1,673mn (+25% YoY)
1 Gross Gearing is based on Total Borrowings (including intercompany loans) divided by Total Equity2 Net Gearing is based on Total Borrowings (including intercompany loans) less Bank Balances, Deposits & Cash divided by Total Equity
Dividend Policy39
The declaration of interim and final dividends is subject to the discretion of our Board. However, our ability to pay dividends or make other distributions to our shareholders will depend upon a number of factors, including:
the level of our cash, gearing, return on equity and retained earnings;
our expected financial performance;
our projected levels of capital expenditure and other investment plans;
our working capital requirements; and
our existing and future debt obligations.
No inference should be made from any of the foregoing statements as to our actual future profitability or our ability to pay dividends in the future.
We propose to pay dividends out of cash generated from our operations after setting aside necessary funding for capital expenditure and working capital requirements. As part of this policy, our Company targets a dividend
payout ratio of not less than 50.0% of our consolidated profit attributable to the owners of our Company under MFRS, beginning 1 July 2017
Proposed Dividend Reinvestment Plan (DRP)40
The Company proposed to establish a DRP, which is subject to the relevant regulatory approvals and shareholders’ approval being obtained at an Extraordinary General Meeting,
and if approved, may be applied to any future cash dividends which includes any interim, final, special or other types of cash dividends
Electable Portion
For every implementation of the Proposed DRP, SD Plantation Board will determinewhether the Proposed DRP will apply in whole or in part to the declared dividend
Issue Price of DRP Shares
The issue price to be determined (“Issue Price”) will be based on a volumeweighted adjusted price (“VWAP”) for the five (5) market days up to a dayimmediately preceding the price-fixing date, after adjusting for the following:
Gross dividend adjustment (“Ex-dividend VWAP”); and
A discount of not more than 10% to the Ex-dividend VWAP
Odd LotsShareholders participating in the Proposed DRP may be allotted new shares in oddlots (not rounded down to the nearest Board Lot, i.e. multiple of 100 shares)depending on their entitlement
PROPOSED DRP SCHEME, TERMS & STRUCTURE
Prudent financial and cashflow management Increase goodwill with shareholders
STRATEGIC RATIONALE
Proposed Dividend Reinvestment Plan (DRP)41
All shareholders are eligible to participate in the Proposed DRP. However, it will only be offered forsubscription in Malaysia. Overseas shareholders wishing to participate in the Proposed DRP willhave to provide a Malaysian address to the share registrar.
The Proposed DRP will be tabled to the shareholders for approval on 21 November 2018 at SDPlantation’s Extraordinary General Meeting (EGM) which will convene immediately after SDPlantation’s Annual General Meting (AGM). The allotment of new shares and payment ofdividend will tentatively take place in January 2019 as shareholders will need adequate time tomake their election.
ELIGIBILITY
TIMELINE
The SD Plantation Board has determined that the Proposed DRP will be applicable to the final and special final dividend for the financial year ended 30 June 2018, subject to the necessary approvals.
APPLICATION TO THE FYE JUNE 2018 DIVIDENDS
The Company proposed to establish a DRP, which is subject to the relevant regulatory approvals and shareholders’ approval being obtained at an Extraordinary General Meeting,
and if approved, may be applied to any future cash dividends which includes any interim, final, special or other types of cash dividends
Dividend for the Year Ended 30 June42
1 The Proposed DRP will be applicable to the final and special final dividend for the financial year ended 30 June 2018, subject to the necessary approvals
FY2018 FY2017
Net Per Share (sen) Total Net Dividend (RM’mn) Net Per Share (sen) Total Net Dividend (RM’mn)
First Interim Dividend 3.5 238 50.0 300
Second Interim Dividend - - 100.0 600
Final Dividend1 8.0 544 - -
11.5 782 150.0 900
As part of SD Plantation’s dividend policy, the Group targets a dividend payout ratio of not less than 50% of the consolidated profit attributable to the owners of the Company (PATAMI)
Payout Ratio
(out of recurring PATAMI)63% 70%
The Group reported net non-recurring PATAMI of RM491 million in FY2018. The following special dividends have also been declared and proposed :
FY2018
Net Per Share (sen) Total Net Dividend (RM’mn)
Special Interim Dividend 3.0 204
Special Final Dividend1 3.0 204
6.0 408
TOTAL ELIGIBLE FOR DRP 11.0 senNet Per Share
RM748mnTotal Net Dividend
Appendix
Revenue and PBITFY2018 Breakdown
44
Upstream
26%
Downstream
73%
Others
1%
FY18 Revenueby Segment
Increase was primarily due to the increase in sales of our refined edible oils and fats
(downstream operations), sugar and
beef (upstream operations), mainly as a result of the full year consolidation of NBPOL Group’s financial result.
10,304.0
11,946.5
14,779.414,369.0
FY2015 FY2016 FY2017 FY2018
RM’mnIncrease was
primarily due to the increase in the sales of our palm oil products (i.e.
our upstream operations) and
our refined edible oils and fats (i.e. our downstream
operations).
RevenueFY18 Revenueby Geography
FY18 PBIT by Segment
Upstream
83%
Downstream
13%
Others
4%
Malaysia
23%
Europe
22%India
19%
Other
SEA11%
Indonesia
7%
Other
Countries7%
South
Africa5%
China
3%
PNG
& SI3%
Liberia
0.2%
Upstream
94%
Downstream
11%
Others
5%
TOTAL PBIT RECURRING PBIT
Lower revenue was due to lower
average CPO and PK prices realisedmitigated by the
higher FFB production
1,031.4 1,002.9
3,551.9
1,885.4
10.0% 8.4%
24.0%
13.1%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
0
2000
4000
6000
8000
10000
FY2015 FY2016 FY2017 FY2018
Expenses, Operating Profit & PATFY2015 – FY2018
45
9,185.3
11,130.9
12,991.012,741.0
FY2015 FY2016 FY2017 FY2018
Increase principally reflects the increase in
the production of refined edible oils and fats at our downstream operations where the purchase of
edible oil and consumables for such production was higher,
coupled with higher plantation operating costs
and depreciation and amortisation from our upstream operations.
RM’mn RM’mn
Increase is mainly due to increased
expenses from our upstream operations
as well as an increase in edibles and consumables expenses from our
downstream operations
Increase due to the higher revenue and gain from the sale of the parcel of lands
to KSDB
The lower overall operating profit margin is a result of lower FFB
yield. However, this was partially offset by the improvement of the
operating profit margin in our downstream operations.
RM’mn
Operating Expenses Operating Profit & Operating Profit Margin
PAT & PAT Margin
1,570.9 1,268.04,537.9
2,572.8
15.2%10.6%
30.7%
17.9%
0.00%
10.00%
20.00%
30.00%
1000
6000
11000
FY2015 FY2016 FY2017 FY2018
Lower production costs from Upstream operations
Key Financial MetricsFY2015 – FY2018
46
Note: FY17’s PBIT and PATAMI excluded the gain from the divestment of land to Kumpulan Sime Darby Berhad
12.85
14.37
14.78
11.95
10.30
4-year average
FY18
FY17
FY16
FY15
Revenue (RM'bn)
7
9
8
4
7
4-year average
FY18
FY17
FY16
FY15
ROIC %
2,447
2,536
4,455
1,259
1,538
4-year average
FY18
FY17
FY16
FY15
PBIT (RM'mn)
1,800
1,727
3,507
967
997
4-year average
FY18
FY17
FY16
FY15
PATAMI (RM'mn)
Snapshot of Capital and Debt47
Note: (1) Based on Total Borrowings (including intercompany loans) divided by Total Equity
1.371.29
0.61 0.550.44 0.39 0.40
As at 30Jun 2015
As at 30Jun 2016
As at 30Jun 2017
As at 30Sep 2017
As at 31Dec 2017
As at 31Mar 2018
As at 30Jun 2018
Days RM’mn
(x) (x)
Working Capital Turnover Period Indebtedness by Maturity (as at 30 Jun 2018)
Current Ratio Gross Gearing Ratio (1)
0.5
1.31.1
1.2
1.51.6 1.6
As at 30Jun 2015
As at 30Jun 2016
As at 30Jun 2017
As at 30Sep 2017
As at 31Dec 2017
As at 31Mar 2018
As at 30Jun 2018
1,094.2
3,506.7
1,409.7
0.5
Within 1 year 1-2 years 2-5 years More than 5
years
5244
38 40
7885
71 75
4639
34 35
As at 30 Jun
2015
As at 30 Jun
2016
As at 30 Jun
2017
As at 30 Jun
2018
Receivables Inventory Payables
Financial HighlightsWeaker performance due to lower non-recurring net gains, partially mitigated by lower finance costs
48
304QFY17: 2,628 (-99%)
25.4FY17: 51.6 (-51%)
0.44QFY17: 38.6 (-99%)
in RM’mn (YoY %) 4QFY2018 FY2018
472
-283
313
-283
3,0844QFY17: 3,686 (-16%)
14,369FY17: 14,779 (-3%)
1894QFY17: 2,834 (-93%)
2,536FY17: 4,455 (-43%)
2,019
517
1494QFY17: 2,722 (-95%)
2,377FY17: 4,031 (-41%)
1,727FY17: 3,507 (-51%)
1,236
491
Revenue
PBIT
PBT
Recurring PBIT
Non-Recurring PBIT
Recurring PATAMI
Non-Recurring PATAMI
4QFY17: 606 (-22%)
4QFY17: 2,228 (>-100%)
FY17: 2,227 (-9%)
FY17: 2,228 (-77%)
PATAMIAttributable to owners of the Company
4QFY17: 400 (-22%) FY17: 1,279 (-3%)
4QFY17: 2,228 (<-100%) FY17: 2,228 (-78%)
Basic EPS1
(RM’sen)
4.6
-4.2
18.2
7.2Recurring EPS
Non-Recurring EPS
4QFY17: 5.8 (-22%) FY17: 18.8 (-3%)
4QFY17: 32.8 (<-100%) FY17: 32.8 (-78%)1 Based on weighted average number of ordinary shares post-listing of SD Plantation
Financial Performance by SegmentA decline in recurring PBIT due to lower profit contribution from the Upstream operations, partially mitigated by better earnings from the Downstream operations
49
Recurring PBIT in RM’mn (YoY %) 4QFY2018 FY2018
1 Others refers to Sime Darby Agri-Bio Sdn Bhd, Sime Darby Research Sdn Bhd, Sime Darby Technology Sdn Bhd, Sime Darby Biotech Lab Sdn Bhd,Sime Darby Seeds Sdn Bhd, as well as investment holding companies, associates and joint ventures
4034QFY17: 620 (-35%)
1,699FY17: 2,011 (-16%)
14QFY17: -21 (>+100%)
53FY17: -16 (>+100%)
684QFY17: 7 (>+100%)
267FY17: 232 (+15%)
2434QFY17: 380 (-36%)
924QFY17: 47 (+96%)
774QFY17: 219 (-65%)
-94QFY17: -26 (+65%)
1,214FY17: 1,199 (+1%)
364FY17: 503 (-28%)
192FY17: 429 (-55%)
-71FY17: -120 (+41%)
Upstream
Upstream Malaysia
Downstream
Others1
Upstream Indonesia
Upstream PNG/SI
Upstream Liberia
Operational Performance – UpstreamFFB production in FY2018 grew 5% YoY due to the achievement of the strongest yield performance in Malaysia in the last 5 years
50
FFB PRODUCTIONin ‘000 MT (YoY %)
FFB production in Malaysia grew 10% YoY in FY2018 on the back of sustained yield improvement efforts coupled with young mature palms entering their peak production
In Indonesia, FFB production was marginally lower in FY2018 as a result of accelerated replanting,on the back of lower average mature ha of 159,436 in FY2018 (FY2017: 166,659 mature ha)
FFB production in PNG/SIin FY2018 was affected by weather abnormalities during the period, such as:
Extremely high rainfall in West New Britain and very dry period in Ramu
Operational Performance – UpstreamMarginally lower overall OER in FY2018 in Malaysia and PNG/SI
51
OER in Malaysiawas weaker by 1% YoY in FY2018 as a result of the increase in young mature area with low oil to bunch ratio
OER in PNG/SI was weaker by 3% YoY in FY2018 on the back of weather related issues such as extended intervals, crop quality and delay in crop evacuation, among contributing factors
CPO EXTRACTION RATE (OER)in % (YoY %)
Operational Performance – UpstreamLower average CPO price realised due to weaker market sentiment
52
AVERAGE CPO PRICE REALISEDin RM/MT (YoY %)
Financial Performance – DownstreamHigher PBIT in FY2018 driven by better earnings from the differentiated products business
53
3056
FY17 FY18
7 16
4QFY17 4QFY18
7 68
4QFY17 4QFY18
232267
FY17 FY18
in RM’mn
>+100% YoY +15% YoY
D OW N S T R E A M P B I T P B I T BY S EG M E N T
Downstream PBIT strengthened in FY2018driven by better earnings from:
The differentiated products businessdue to higher sales volume, improvedcontribution margin, and highercapacity utilisation
The trading business taking advantageof the CPO price volatility
This was offset by lower contribution fromthe bulk business due to higher negative costof oil cycle
76153
FY17 FY18
-14 51
4QFY17 4QFY18
>+100% YoY >+100% YoY
DIFFERENTIATED
12658
FY17 FY18
14 1
4QFY17 4QFY18
-93% YoY -54% YoYBULK
>+100% YoY +87% YoYTRADING
Operational Performance – DownstreamContinuous efforts to drive various operational initiatives to manage cost and improve margins
54
Product ratio continuesto move towards highercontribution from thedifferentiated segmentin FY2018
As a result, capacityutilisation and salesvolume increased inFY2018 on bettercontribution byspecialty refineries
LSS savings grew by 19%YoY in FY2018 due to 174projects harvested duringthe period
1 LSS – Lean Six Sigma
The acquisition of 100% Equity Interest in Markham Farming Company Limited (MFCL)
55
STRATEGIC RATIONALE
MFCL is a private limited company incorporated in
PNG which owns:
6,110 ha of agriculture land in Markham Valley,
PNG, comprising 2 estates – Munum (1,733 ha)
and Erap (4,377 ha).
Average age profile of the oil palm trees is
~18 months.
2 copra mills in Buka and Madang, PNG with a
total combined copra throughput capacity of
55,000 MT per annum.
The oil palm plantation is
strategically located close to Lae,
PNG’s largest port, and has the
ability to integrate with SD
Plantation/NBPOL’s existing supply
chain.
MFCL is the largest coconut oil
exporter in PNG and the acquisition
enables SD Plantation/NBPOL to
expand its lauric oils business into
coconut oil production, captive for
its refining blends in Europe.
The acquisition of 100% Equity Interest in Markham Farming Company Limited (MFCL) (cont’d)
56
Note: USD 1 = RM4.0989
K E Y VA LUAT I O N M E T R I C S
OIL PALM COPRA
To t a l E n t e r p r i s e Va l u e ( E V ) = U S D 6 3 . 6 m n ( R M 2 6 0 . 7 m n )
EV = USD36.5mn (RM149.6mn)
Madang Copra Mill
BukaCopra Mill
Year Commissioned 2012 2013
Processing Capacity 20,000 MT 35,000 MT
EV/EBITDA (based on Jan-Dec 2017)
3.6x
EV = USD27.1mn (RM111.1mn)
Land in Use Area (ha)EV/ha
in USD in RM
Total Planted Area (1) 4,018 9,084 37,234
Remaining Plantable Area (2) 1,695 - -
Total Plantable Area (1)+(2) 5,713 6,389 26,188
Non-Plantable Area (3) 397 - -
Total Land Bank (1)+(2)+(3) 6,110 5,974 24,487
Memorandum of Understanding between SD Plantation and COFCOThe collaboration is set to create greater demand for certified sustainable palm oil and increase trade volume between the two companies
57
SD Plantation has signed aMemorandum of Understanding withCOFCO Group Co. Ltd., a leading agri-product merchandiser and foodproduction company in China, tocollaborate on a number of palm oilrelated ventures, such as:
Joint research and developmentfor specialty oils & fats andhealthy palm oil products
Enhance sales and marketingefforts for specialty oils & fats andhealthy palm oil products
Joint efforts in developingdemand for sustainable palm oilin China
Increase trade volume of palmproducts
“This collaboration reflects our aspiration to be the leader in promoting the health benefits of palm oil
and to produce certified-sustainable, high value palm oil products for the global market”
58
Summary of Operational StatisticsAs at 30 June 2018
Upstream Geographical CoverageAs at 30 June 2018
59
KalimantanPlanted : 128,211 haLandbank : 174,719 ha
SarawakPlanted : 38,894 haLandbank : 47,296 ha
SulawesiPlanted : 3,950 haLandbank : 4,712 ha
SabahPlanted : 46,375 haLandbank : 53,780 ha
Peninsular MalaysiaPlanted : 228,432 haLandbank : 247,527 ha
SumateraPlanted : 70,983 haLandbank : 98,874 ha
LiberiaPlanted : 10,548 haLandbank : 220,000 ha
Papua New Guinea(PNG) & Solomon Islands (SI)Planted : 101,873 haLandbank : 140,370 ha
As at 30 Jun’18 Malaysia Indonesia Liberia PNGSolomon Islands
Group
Land bank (ha) 348,603 278,306 220,000 132,055 8,315 987,279
Oil Palm Planted Area (ha) 301,027 201,220 10,441 80,539 6,765 599,992
Rubber Planted Area (ha) 12,674 1,924 107 - - 14,705
Sugarcane Planted Area (ha) - - - 5,613 - 5,613
Grazing Pastures Area (ha) - - - 8,956 - 8,956
Oil Palm Age Profile As at 30 June 2018
60
Credit Ratings61
Baa1, Stable As at 26 May’17
BBB+, Stable As at 22 Nov’17
AAAIS , Stable PERPETUAL SUKUK As at 14 Sep’18
RATING AGENCY RATING & OUTLOOK RATING DATE
THANK YOU
SIME DARBY PLANTATION INVESTOR RELATIONS
+(603) 7848 4000
http://www.simedarbyplantation.com/investor-relations
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