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The Effect Of Corporate Debt And Profitability On Corporate Intrinsic Value In Banking Companies In Indonesia Humiras Sidabutar; Rina Br. Bukit; Nazaruddin Nazaruddin; Khaira Amalia F; Handy Oktavianus
Management Studies and Entrepreneurship Journal (MSEJ) Vol. 6 No. 2 (2025): Management Studies and Entrepreneurship Journal (MSEJ)
Publisher : Yayasan Pendidikan Riset dan Pengembangan Intelektual (YRPI)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37385/msej.v6i2.7218

Abstract

The Aim of this study is to look into how capital structure affects the true value of a company. Amounts of short-term debt to total assets (STDTA), long-term debt to total assets (LTDTA), and total debt to total assets (TDTA) show how much of an effect this has. The return on equity (ROE) ratio is another way to measure the effect of revenue. The net present value of the expected Free Cash Flow to Equity (FCFE) tells us how much the company is really worth. This study is mostly about companies that were launched on the Indonesia Stock Exchange between 2017 and 2019. Out of the 44 companies that exist, 26 were picked to be part of the study. The path analysis method was used to test the hypothesis at a significance level of 5%. The results show that STDTA has a significant positive effect of 0.068 on the company's intrinsic value. This means that a one-time increase in short-term debt compared to total assets will raise the intrinsic value by 6.8%. The company's fundamental value goes up by 0.05, which is a noticeable amount. On the other hand, TDTA has a big negative effect of -0.968, which means that a one-time rise in total debt compared to total assets will lower the value by 96.8%. Finally, profitability through ROE showed a strong positive effect of 0.773, which means that a one-time increase in net profit compared to total stock will raise the value by 77.3%.
A Circular Economy-Based Strategy for the Development of Biochar from Oil Palm Empty Fruit Bunches to Increase Added Value at PT Perkebunan Nusantara IV Setyo Dwi Wijayanto; Nazaruddin Nazaruddin; Meilita Tryana Sembiring
Journal Research of Social Science, Economics, and Management Vol. 5 No. 12 (2026): Journal Research of Social Science, Economics, and Management
Publisher : Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jrssem.v5i12.1573

Abstract

This study aims to formulate a strategy for developing biochar from empty fruit bunches (EFB) waste based on a circular economy approach to increase the added value of PT Perkebunan Nusantara IV. As a large-scale palm oil plantation company, PTPN IV generates a significant volume of EFB from fresh fruit bunch processing. Current EFB utilization is still dominated by land application, incineration, and direct selling, which have not yet created optimal economic value for the company. This research applied a case study approach supported by qualitative and quantitative analysis through document review, interviews, limited observation, cost-benefit analysis, value-added analysis, risk analysis, and strategy formulation using SWOT and TOWS frameworks. The findings indicate that converting EFB into biochar has the potential to transform waste from a cost center into a value driver by reducing waste handling costs, partially substituting chemical fertilizer use, creating commercialization opportunities, and strengthening the company’s environmental and ESG performance. Biochar development also supports the implementation of a closed-loop supply chain between palm oil mills and plantations, making it consistent with circular economy principles. The recommended implementation strategy includes conducting a pilot project, developing standard operating procedures and quality standards, strengthening human resource capacity, establishing technology partnerships, conducting agronomic validation, and implementing the program gradually in operational units with the highest readiness. Therefore, EFB-based biochar development can serve as a sustainable business strategy that supports operational efficiency, downstream development, and added value creation for PTPN IV.