In late 2006, our management team introduced a new strategy to CMS: ROAR, which stands for Restructure, Organise, Advance and Roar Ahead. This four-step ROAR strategy defined the management team’s first milestones and timelines to turn CMS into a high-performing company. Positive steps were taken to align our core businesses, strategies, structures, systems, skills and values to establish a clear direction forward for CMS for the period 2006-2008.

The Overall Objective of the ROAR Strategy is to align our CMS businesses in terms of :

  • Strategy
  • Structure
  • Systems
  • Skills
  • Culture
ROAR Strategy V.1
ROAR Ahead 2008
Advance July - Dec 2007
  • Acquire & invest in core strategic business units
  • Complete divestments & receive monies
  • Build 'On spec, On time' reputation
  • Third parties seek CMS as a business partner of choice
  • Develop succession planning at key management positions
Organise Jan - June 2007
  • Define new Vision, Mission & Strategic Objectives
  • Increase profit margins
  • Reduce overheads
  • Re-engineer business processes
  • Align businesses
  • Finalise divestment of non-fit businesses
  • Develop 3-year Business Plans
  • Develop business risk procedures
  • Begin community engagement in Sarawak
Restructure Sept - Dec 2006
  • Define new Vision, Mission & Strategic Objectives
  • Increase profit margins
  • Reduce overheads
  • Re-engineer business processes
  • Align businesses
  • Finalise divestment of non-fit businesses
  • Develop 3-year Business Plans
  • Develop business risk procedures
  • Begin community engagement in Sarawak

The ROAR strategy brought new momentum to CMS. This new momentum revitalised CMS and as the Group began to focus on its core competencies in Sarawak and Sarawak Corridor of Renewable Energy (SCORE), our results began to improve and rest more securely on sustainable business growth. Building on the success of the original ROAR strategy, ROAR V.2 was launched in 2012. This new strategy lays out a fresh set of challenging milestones and timelines for CMS to advance to even greater heights for the period up to 2016.

ROAR Strategy V.2
ROAR 2017+
  • Cement demand rises again from LBU & other infra projects
  • Property & Samalaju Development accelerate with support from land sales
  • Construction Materials & Trading to have its new “Engine(s) of Growth” from product & service extensions
  • Construction & Road Maintenance to focus on LBU Road Maintenance & niche projects
  • OM Smelter – Profitable production in 2017
  • Kenanga & KKB – Profits recover with future growth potential
  • MPA – Into commercial production in late 2018
  • SACOFA – Growth accelerates
Advance 2014-2015
  • Clinker Plant cost savings improve Profit Before Tax
  • Property Development project sales revenues/profits start flowing in
  • Samalaju starts sales of its properties
  • OM Smelter – being commissioned
  • Malaysian Phosphate – Financial close & construction start
Organise 2013-2014
  • Introduce new Risk/Business Continuity Plan assessment tools/processes
  • Next batch of Management Trainees hired
  • IR road shows with improved sustainability reporting/compliance
  • Commit to new Cement Grinding Plant, Silos, and Jetty Improvements
  • Malaysian Phosphate Additives - Signed JV Agreement to develop a RM1.04b phosphate plant
Restructure 2012
  • New Vision & Mission
  • New Group Corporate Structure
  • Investor Relations (IR) Programme started
  • Clinker Plant upgraded to improve in terms of reliability, output, lowered power consumption and fuel costs
  • OM Smelter Joint Venture & Power Purchase Agreement signed

CMS is still at an early stage in terms of realising even its currently visible potential as it moves into a new era of transformational growth. This growth will come from CMS' new energy-intensive industrial investments in SCORE which are now coming on stream with additional phases already being planned. It will come also from CMS' present core businesses which have been fully equipped to participate in the infrastructure and services that will be required as the State develops. Both these growth components will be supplemented by additional business investments that have been or will be identified and which will be taken up in the future using CMS' strong balance sheet, competent workforce and experienced management.

Our ROAR V.1 & V.2 Roadmaps for Transformational Growth
Click to View Our ROAR V.1 & V.2 Roadmaps for Transformational Growth