Business Potential Optimalization

Business Potential Optimalization Laporan Tahunan Annual Report

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ANGKASA PURA AIRPORTS LAPORAN TAHUNAN 2013 ANNUAL REPORT

Kesinambungan Tema Themes corelations

3

2010

RISING THROUGH NEW TEAM AND NEW COMMITMENT

2011

Accelerating The Capacity Expansion

2012

Strengthening of Business Pillars

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Keunggulan Kami OUR ADVANTAGES

Perusahaan dengan bandara yang melayani penumpang internasional terbesar di Indonesia.

Perusahaan peraih ASEAN Airport of The Year dalam ASEAN Commercial Aviation Awards Langkawi International Maritime and Aerospace Exhibition (LIMA) 2013.

Perusahaan dengan CEO Terbaik

Best Performing Indonesian Airport of

BUMN Pilihan TEMPO 2012.

The Year dalam Frost and Sullivan Aerospace Award 2013.

Best of CEO Commitment on Human Capital Management and The Best for Human Capital Initiatives Change Management Indonesian Human Capital Study (IHCS) 2013.

BUMN Berdaya Saing Terbaik Kategori Logistik Anugerah BUMN 2013.

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Pencapaian aCHIEVEMENT CSI Meningkat Pencapaian kinerja pelayanan jasa kebandarudaraan tahun 2013 yang diukur dengan CSI dapat diperoleh skor 3,79 meningkat bila dibandingkan dengan tahun 2012 dengan skor 3,58 dan di atas target yang ditetapkan sebesar 3,60.

dari 3,58 menjadi

3,79

Pendapatan NonAeronautika Meningkat Meskipun kegiatan pengelolaan jasa pelayanan penerbangan telah dipisahkan, Angkasa Pura Airports mampu meningkatkan pendapatan non-aeronautika sebesar 30% dari tahun 2012. Pendapatan non-aeronautika di 2013 sebesar Rp998,43 miliar dari sebesar Rp769,50 miliar di 2012

from 3,58 to 3,79 2013

3,79

2012

3,58

CSI Increased Reposition and restructure concept in composing Work Plan and Budget of 2013 focused on an Excellent Service. Performance achievement of 2013 as measured by CSI

30% 2013

Rp998,43 miliar

2012

Rp769,50 miliar

can be acquired score 3.79 increasing if compared to 2012 which was at level 3.58. In line with the concept, an enhancement revenue target particularly the revenue in the field of non-aeronautics increased 53 % if compared to the previous year.

Non-Aeronautics Revenue increased Though the management of Air Traffic Control were separated from PT Angkasa Pura I to Perum LPPNPI, the Company is still capable to increase the non-aeronautics revenue to 30% higher than in 2012. The company still recorded Aeronautics Revenue totaling IDR 998,43 billion in 2013, previously IDR 769.50

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Pergerakan Penumpang Naik Peningkatan kapasitas bandara berkorelasi dengan peningkatan pergerakan penumpang yang dilayani oleh Angkasa Pura Airports. Pada tahun 2013, pergerakan penumpang meningkat sebesar 9,67% dari 65.573.124 pax di 2012 menjadi 71.912.435 pax di 2013

9,67

%

Pergerakan Pesawat Bertumbuh Pengembangan dan perluasan bandara berdampa positif terhadap peningkatan pergerakan pesawat dari dn ke bandara yang dikelola oleh Angkasa Pura Airports. Pada

2013

71.912.435 pax

tahun 2013, tercatat sebanyak 689.363 pesawat, mengalami

2012

65.573.124 pax

peningkatan sebesar 7,34 % bila dibanding tahun 2012 sebanyak 642.244 pesawat

Passanger Movement Increase The airport capacity increase corelated with the increase of passanger beyond Angaksa Pura Airports service movement. In 2013, the passanger movement increased by 9.67% of 65,573,124 pax in 2012, it became 71,912,435 pax

Angkutan Kargo Meningkat

7,34

%

2013

689.363 Pesawat

2012

642.244 Pesawat

Perkembangan bisnis di daerah-daerah yang mobilisasinya

Grown Aircraft Movement

melalui bandara-bandara yang dikelola oleh Angakasa Pura

The construction of several new airports with the concept

Airports mendorong peningkatan angkutan kargo hingga

of public private partnership (PPP) management by the

mencapai 359.390 ton di tahun 2013 meningkat sebesar

Government has boosted economic development and

7,36 % dibanding tahun 2012 sebesar 334.764 ton.

growth in the local areas. Renovation and expansion of

7,36

several Angkasa Pura airports have also increased aircraft

%

2013

359.390 ton

2012

334.764 ton

Grown Cargo Movement Business development in regions where Angakasa Pura Airports contributes in the mobilization pushed the increase in cargo movements to reach 359,390 tons in 2013 - an increase of 7.36% compared to 2012 with the total of 334,764 tons.

movements in 2013 – recorded at 689,363 aircrafts which was increase of 7.34% when compared to 2012 with the total of 642,244 aircrafts.

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Pencapaian Laba 30,43% di Atas Anggaran Sejalan dengan optimalisasi potensi bisnis Angkasa Pura Airports melalui pembentukan Anak Perusahaan, Kerja

Aset Terus Bertumbuh

Sejak 5 (lima) tahun terakhir, pertumbuhan aset perusahaan

Sama Manajemen (KSM) pengelolaan area komersial di

mengalami kenaikan rata-rata sebesar 10,87 % per tahun.

Bandara I Gusti Ngurah Rai-Bali, dan lainnya mempengaruhi

Kenaikan ini disebabkan adanya berbagai investasi

pencapaian laba sebesar Rp645,17 miliar atau berada

pengembangan beberapa bandara. Pertumbuhan aset

30,43% di atas anggaran.

tahun 2013 sebesar 7,99 %

30,43 7,99 %

Achievement of 30.43% Profit above the budget

The implementation of Non-Routine investment program in 2013 through the development and construction of some airport terminal aimed to increase the capacity and further improve service to air travelers as well as support

%

Growing Assets

Since the last 5 (five) years, the growth of the company’s assets has increased by an average of 10.87% per year. The increase is due to a variety of investments in the forms of development of several airports. The growth of assets in 2013 was 7.99%

the implementation of the World event. This long-term investment program in the beginning reduced profits because of the costs incurred, while the yield could only be enjoyed a few years later translating into the profit obtained in 2013 in the amount of rp 645.17 billion. Although lower than in 2012, it was still above the budget of 30.43%.

Tingkat Kesehatan Perusahaan Kinerja Perusahaan Angkasa Pura Airports tahun 2013 dilihat dari sisi tingkat kesehatan perusahaan memperoleh predikat “AA” dengan pencapaian skor 87,5 masuk kategori Sehat, berada di atas pencapaian tahun 2012 dengan skor 87,0%

87,5

The Company’s Soundness Angkasa Pura Airports Company performance in 2013 in terms of the level of the company’s soundness was rated “AA” by achieving a score of 87.5 in the category of soundness.

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Pencapaian Skor KPI

Pengukuran kinerja perusahaan berbasis Key Performance Indicators (KPI), tercapai sebesar 96,54 mengalami peningkatan dibanding tahun 2012 yang dicapai sebesar 94,46

dari 94,46 menjadi

96,54 from 94,46 to

2013

96,54

2012

94,46

Skor GCG Meningkat

Dalam rangka meningkatkan daya saing perusahaan dan memberikan keyakinan kepada para pemangku kepentingan, Angkasa Pura Airports senantiasa berupaya

KPI Score Achievement

meningkatkan kualitas penerapan Tata Kelola Perusahaan

The company’s Key Performance Indicators (KPI)-based

aktifitasnya. Pada tahun 2013, skor GCG Angkasa Pura

performance measurement reached 96.54, an increase

Airports mencapai 74,237, meningkat dibanding tahun

compared to that of 2012 at 94.46.

2012.

Perolehan Penghargaan Perseroan senantiasa berupaya untuk meningkatkan kualitas pelayanan bandara sesuai dengan keinginan para pengguna jasa. Hal ini terbukti dari perolehan penghargaan yang diterima oleh Angkasa Pura Airports sebanyak 22 penghargaan sepanjang tahun 2013.

22 22 Awards

atau Good Corparate Governance (GCG) dalam seluruh

dari 71,126 menjadi

74,237 from 71,126 to

2013

74,237

2012

71,126

Increased GCG Score In regards with he Company effort to increase the competitiveness, and to maintain trust to the shareholders, Angakasa Pura Airports always keep the Good Corporate

As a company engaged in services, improved quality of

Governance qualified practices in every activity in 2013, the

service in accordance with the demands of the service users

GCG score of Angkasa Pura Airports reached 74.237, which

according to international standards has been a priority. The

was an increase from the previous year.

management and its staff have managed to improve the standard of service by running 4 strategies. This success is evidenced by the 22 awards received in 2013.

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Optimisme di Tengah Tantangan Optimism in the middle of challEnge Sejalan dengan visi Perseroan untuk menjadi pengelola

In line with our vision to be a world-class airport

bandara kelas dunia, di tengah kondisi Angkasa Pura

management, while Angkasa Pura Airports were doing

Airports sedang melakukan perbaikan di berbagai bidang,

repairs in various fields, there is a rapidly changing situation

terdapat situasi yang berubah cepat dan secara signifikan

and significantly affecting the the Company’s operation

mempengaruhi jalannya perusahaan di masa depan. Salah

in the future. One of the changes is the implementation of

satunya adalah implementasi dari UU No. 1 Tahun 2009

Law no. 1 of 2009 which gives any qualified institution for

yang membuka kesempatan kepada siapa saja sepanjang

running airports enterprises (BUBU) an opportunity to to

memenuhi syarat sebagai Badan Usaha Bandar Udara (BUBU)

manage the airport. Another important point as the impact

untuk mengelola bandar udara. Hal penting lain sebagai

of the implementation of Law no. 1/2009, starting in January

dampak penerapan UU No. 1 Tahun 2009 yaitu terhitung

2013, is a separation of air traffic services from the Company’s

Januari 2013 terjadi pemisahan layanan air traffic service dari

business. As a result of this the Company’s revenue reduced

bisnis Perseroan yang diperkirakan mengurangi pendapatan

to nearly 600 billion per year.

Perseroan hampir Rp600 miliar per tahun. Perseroan telah mencanangkan program besar transformasi

The Company has launched a major transformation

perusahaan

tren

program as the implicationof the shifting trends of airport

sebagai

pengelolaan

implikasi

bandara

dunia

atas dari

pergeseran

dari infrastructure

management in the world from airport as a business towards

provider ke airport city ke konsep airport city dan green

airport city and green airport concepts. This transformation

airport. Transformasi ini juga disebut sebagai reposisi dan

is also referred to as the repositioning and restructuring

restrukturisasi bisnis menuju World Class Airport dengan

of business towards World Class Airport by bringing some

mengusung beberapa langkah strategis, antara lain:

strategic steps, among others:

•

•

Perubahan orientasi dan proses bisnis dengan titik berat sektor non-aeronautika dan kepuasan pelanggan.

•

Perubahan visi dan misi untuk menjadikan Perseroan

onthe non-aeronautical sector and customer satisfaction. •

sebagai “salah satu dari sepuluh perusahaan pengelola

•

Perubahan nilai-nilai budaya perusahaan menjadi

Changes in vision and mission to make the company as "one of the ten best airports management companies in

bandar udara terbaik di Asia”. •

Changes in orientation and business process with emphasis

Asia”. •

Changes in the values of corporate culture into four new

empat nilai budaya baru yang lebih menggugah, yaitu

more evocative cultural values namelySATU (Synergy,

SATU (Sinergi, Adaptif, Terpercaya, Unggul).

Adaptive, Reliable, Superior).

Perubahan corporate identity, meliputi logo, hymne,

•

mars, dan corporate colour. •

Pengelolaan SDM berbasis Human Capital Management.

•

Menjalin aliansi strategis dengan salah satu pengelola bandara terbaik dunia yaitu Incheon Airport – Korea

Changes in corporate identities, including logo, hymns, march and corporate color.

•

Human resources management based on Human Capital Management.

•

Establishment of strategic alliances with Incheon Airport

dan kerjasama manajemen pengelolaan area komersial

- Korea and GVK – India which are known as the world’s

dengan GVK – India.

bestairport managers.

Transformasi Perseroan mempunyai tiga sasaran pokok,

The Company’stransformation is aiming three principal

yaitu:

objectives, namely:

1.

1.

Penerapan Performance Management System untuk seluruh lini perusahaan.

2.

Perubahan karakter Angkasa Airports menjadi service

for all lines of the company. 2.

company. 3.

Perubahan paradigma dan perilaku pegawai menjadi SDM berkualitas dunia.

Implementation of Performance Management System Change of AngkasaAirports character to be a service company.

3.

Paradigm and behavioral shift of employees to be world class human resources.

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Langkah-langkah bisnis strategis terkait dengan semangat

The strategic business steps associated with the spirit of

transformasi Perseroan yang telah dilakukan manajemen

transformation done by the Company’s management include

Perseroan antara lain adalah pembentukan subsidiary

the establishment of subsidiary companies and international

companies dan melakukan kerja sama internasional

partnerships. These two things will play an important role in

(international partnerships). Dua hal inilah yang di masa

the future. Subsidiary companies are aimedat maximizing

yang akan datang memainkan peran yang cukup penting.

revenue from the utilization of the Company's assets and

Subsidiary companies ditujukan untuk memaksimalkan

sources of funds while international partnership is aiming

pendapatan dari pendayagunaan aset dan sumber dana

at human resource empowerment, knowledge sharing,

Perseroan, sedangkan kerja sama internasional lebih kepada

revenue deepening and safeguarding.

human resource empowerment, knowledge sharing, revenue deepening, dan safeguarding. Melanjutkan apa yang telah dicapai Perseroan di tahun

As the continuance of the Company's achievements in

sebelumnya, merupakan tahun “percepatan pertumbuhan

previous year, 2013 was a year of "accelerated business

bisnis.” Tahun ini adalah tahun delivery bagi kami, tahun

growth." This year was the year of delivery for us tofulfill our

pemenuhan janji-janji. Angkasa Pura Airports 13 bandara,

promises. AngkasaPura Airports with 14 airports under its

telah melayani 72 juta penumpang, termasuk di dalamnya

management, has served 72 million passengers, including

sejumlah 9,8 juta penumpang internasional. Bandara I Gusti

9.8 million international passengers. I Gusti NgurahRai

Ngurah Rai sendiri melayani 6 juta penumpang internasional,

Airport alone has served 6 million international passengers,

menjadikannya yang tertinggi di antara bandara lain di

making it the highest among other airports in Indonesia. This

Indonesia. Peningkatan ini berdampak pada peningkatan

increase results in a significant increase o f non-aeronautics

pendapatan non-aeronautika secara signifikan sebesar 30%

revenue, amouted at 30% of Rp769.50 billion, in 2012, to

dari Rp769,50 miliar di 2012 menjadi Rp998,44 miliar di 2013.

become Rp998.44 in 2013.

Menyambut ASEAN Single Aviation Market 2015, pasar

Responding the ASEAN Single Aviation Market in 2015,

penerbangan Indonesia akan menjadi kawasan terbesar di

Indonesian aviation market will be the biggest in the

ASEAN dan akan terus tumbuh. Untuk menangkap peluang

ASEAN region and will continue to grow. To capture these

tersebut Angkasa Pura Airports berupaya meningkatkan

opportunities Angkasa Pura Airports seeks to improve

pelayanan bandara melalui pengembangan kapasitas

airport services by developing airport capacity, improving

bandara, meningkatkan kehandalan fasilitas dan kualitas

reliability of facility and quality of human resources. In the

SDM Dalam dokumen Angkasa Pura Airports telah

Angkasa Pura Airports’ document, there stated the Company

melakukan transformasi melalui reposisi dan restrukturisasi

has carried out transformation through busintess reposition

bisnis, terdapat dua isu penting, yaitu perbaikan Customer

and restructure. There are two important issues, namely the

Satisfaction Index (CSI) dan peningkatan pendapatan non-

improvement of Customer Satisfaction Index (CSI) and the

aeronautika.

increase of non-aeronautical revenues.

Menurut survei Airport Council International (ACI) tahun 2013

According to the survey of Airport Council International (ACI)

pada tiga bandar udara utama Angkasa Pura Airports, CSI

in 2013 at the three major airports of Angkasa Pura Airports,

bandara-bandara tersebut berada pada posisi nilai 3 dari

the CSI of the airports are scored 3 of the 5 value in the Likert

nilai 5 dalam skala Likert. Manajemen Angkasa Pura Airports

scale. Angkasa Pura Airports Management is optimistic

optimis bahwa nilai CSI akan berada di atas angka 4 dan

that the CSI will be at a higher score than over 4 and the

proporsi pendapatan non-aeronautika di atas 60% dari total

proportion of non-aeronautical revenues over 60% of total

pendapatan pada tahun 2020.

revenues in 2020.

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Fokus pada Target Focus on Target

OPTIMALISASI BISNIS INTI

Optimizing Core Business

Kegiatan ini dilakukan melalui peningkatan produktivitas,

These activities are carried out through increased productivity,

pengembangan kapasitas bandara dan perbaikan kualitas

development of airport capacity and improvement of service

pelayanan.

quality.

Pengembangan Bandara yang atraktif

Development of Attractive Airports

•

Bandara I Gusti Ngurah Rai - Bali

Terminal internasional dibangun seluas 120.000 m2

its international terminal of 120,000 m2 was built on

di atas lahan seluas 285 Ha. Dilengkapi teknologi

a land of 285 Ha with cutting edge technology with

kebandarudaraan yang mutakhir dengan penerapan

the implementation of high airport safety and security

sistem safety dan security yang tinggi. Menggunakan

system. It applies the concept of eco-airport that

konsep eco-airport yang memaksimalkan pencahayaan

maximizes natural lighting.

alami.

•

I Gusti Ngurah Rai Airport - Bali,

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•

Pembangunan general aviation terminal - di bandara

Construction of general aviation terminal - at I Gusti

I Gusti Ngurah Rai, Bali merupakan terminal yang

Ngurah Rai, Bali airport which is a terminal that

secara khusus melayani penumpang VVIP dan private

exclusively serves VVIP and private jet passengers

jet dengan kualitas layanan kelas premium dan bekerja

with premium quality services and work closely with

sama dengan Execujet sebagai perusahaan pengelola

execujet as a leading GAT management company in

GAT terkemuka di dunia.

the world.

Bandara Sepinggan - Balikpapan

•

Sepinggan - Balikpapan,

Bandara internasional yang mengadopsi prinsip-

an international airport adopting the principles and

prinsip bandara modern dan best practices. Menerapkan

best practices of modern airports. It applies the concept

konsep "boutique mall" yang memadukan mall dan

of "boutique mall" that combines a mall and the airport

bandara dengan perluasan area publik sehingga

with the expansion of public areas allowing visitors

memungkinkan pengunjung dan pengantar untuk

and families to access the terminal area farther up the

mengakses area terminal lebih jauh hingga check-in

check-in area. This service is projected to be a meeting

area. Bandara ini akan diproyeksikan menjadi meeting

point area with the jargon "Meet me at Sepinggan".

point area dengan jargon " Meet me at Sepinggan ".

•

Bandara Juanda - Surabaya,

Pembangunan terminal 2 seluas 49.500 m2 mampu

construction of terminal 2 with an area of 49,500 m2

menampung 6 juta penumpang per tahun akan

that can accommodate 6 million passengers per year

mengurangi kepadatan di terminal 1. Dibangun

will reduce congestion in terminal 1. It was built using

dengan menggunakan bahan berlisensi eco-green

eco-green licensed materials and eco-airport concept

dan konsep eco-airport untuk mengurangi dampak

to reduce the impact of aircraft noise, reduce water

kebisingan pesawat, mengurangi pencemaran air, dan

pollution, and minimize air pollution emissions. The

meminimalkan emisi pencemaran udara. Terminal

terminal will cater for all international flights.

ini akan diperuntukkan bagi seluruh penerbangan internasional.

•

Juanda Airport - Surabaya,

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Pembangunan airport hotel di Surabaya, Makassar

Construction of airport hotels in Surabaya, Makassar

dan Bali, merupakan bentuk ekspansi usaha untuk

and Bali, is a form of business expansion to increase

meningkatkan pendapatan non-aeronautika dengan

non-aeronautical revenues with the goal of providing

tujuan memberikan kemudahan akomodasi bagi

additional convenience for transit passengers.

penumpang transit. Pengembangan juga dilaksanakan di bandara-bandara

Development is also carried out at other airports to drive

lain untuk mendorong pertumbuhan pendapatan dan

revenue growth and provide customer satisfaction.

kepuasan pelanggan. Pengembangan Pasar Bandara yang Potensial

Potential Airport Market Development

Kerjasama dengan Gallant Venture Ltd untuk Bandara

Cooperation with Gallant Venture Ltd. for Bintan International

Bintan International Airport, GVK India untuk Bandara New

Airport, GVK Airports India for New Jogjakarta International

Jogjakarta International Airport dan Incheon International

Airport and Incheon International Airport Corporation (IIAC)

Airport Corporation (IIAC) untuk Bandara Juanda Surabaya.

for Juanda Airport Surabaya.

Pengelolaan Bandara yang belum menguntungkan secara

Effective and Efficient Management of Airports which have

efektif dan efisien

not gained profit To build a strategic partnership with local stakeholders and

Membangun kerjasama strategis bersama pemangku

strategic partnership in an optimal, effective, efficient and

kepentingan setempat maupun strategic parthnership,

productive manner.

secara optimal, efektif, efisien n produktif. PENGEMBANGAN BISNIS NON INTI ( ANAK

Development of Non-Core Business

PERUSAHAAN )

(Subsidiary)

Awal tahun 2012 Perseroan mendirikan 4 (empat) anak

Early in 2012 the Company established four (4) subsidiaries

perusahaan

meningkatkan

which help to increase non-aeronautical business revenues

pendapatan bisnis non-aeronautika serta peningkatan

and increased Customer Satisfaction Index (CSI). The total

yang

membantu

untuk

15

Customer Satisfaction Index ( CSI ). Jumlah aset seluruh anak

assets of all subsidiaries are Rp 414.39 billion, operating

perusahaan sebesar rp 414,39 miliar, pendapatan operasional

income of Rp 270.22 billion with profit after tax of Rp 6.59

sebesar rp 270, 22 miliar dengan laba setelah pajak sebesar

billion.

rp 6,59 miliar.

•

•

•

PT Angkasa Pura Hotels

•


Perusahaan ini didirikan untuk menangkap peluang

The company was established to capture business

usaha pada bidang perhotelan, restoran, CIP Lounges

opportunities in the fields of hospitality, restaurant,

dan jasa hospitaly lainnya, dengan modal dasar sebesar

CIP Lounges and other hospitality services with an

rp 120 miliar.

authorized capital of Rp 120 billion.

PT Angkasa Pura logistics

•

PT Angkasa Pura logistics

Perusahaan ini didirikan untuk memperluas penerapan

The company was established to expand the application

sistem terdapat dalam SBU terminal kargo ke bandara

of the system contained in the cargo terminal SBU to

yang dikelolanya, dengan modal dasar sebesar rp 80

the airport it manages with an authorized capital of Rp

miliar.

80 billion.

PT Angkasa Pura Property

•


Perusahaan ini didirikan untuk menjalani kegiatan

The company was established to engage in business

usaha dalam bidang usaha real estate berkaitan dengan

activities related to real estate property development

pengembangan properti, dengan modal dasar sebesar

with an authorized capital of Rp 42 billion.

rp 42 miliar.

•

PT Angkasa Pura Supports

•

PT Angkasa Pura Supports

Perusahaan ini bergerak di bidang penyediaan fasilitas

The company is engaged in the provision of facilities

atau jasa, terutama kepada Perusahaan Induk dalam

or services, primarily to the Parent Company in order to

rangka meningkatkan quality services, dengan modal

improve quality services, with an authorized capital of

dasar sebesar 125 miliar.

125 billion.

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Daftar Isi

Table of content Kesinambungan Tema | THEMES CORELATIONS.............................................................................................................................................. 2 Keunggulan Kami | OUR ADVANTAGES ................................................................................................................................................................. 4 Pencapaian | ACHIEVEMENT .............................................................................................................................................................................................

6

Optimisme di Tengah Tantangan | OPTIMISM IN THE MIDDLE OF CHALLENGE.................................................................. 10 Fokus pada Target | FOCUS ON TARGET...............................................................................................................................................................

12

Daftar Isi | Table of content........................................................................................................................................................................................ 16 KILAS KINERJA | PERFORMANCE REVIEW........................................................................................................................................................................ 20 •

Ikhtisar Keuangan | Financial Overview.................................................................................................................................................................... 22

•

Ikhtisar Operasional | Operational Overview.........................................................................................................................................................

24

•

Proyek Pengembangan Unggulan | Leading Development Projects....................................................................................................

26

•

Peristiwa Penting | Important Events ........................................................................................................................................................................

30

•

Penghargaan dan Sertifikasi | Awards And Certifications..............................................................................................................................

38

SEKILAS PERUSAHAAN | COMPANY OVERVIEW ........................................................................................................................................................

42

•

Identitas Perusahaan | Corporate Identity...............................................................................................................................................................

44

•

Jejak Langkah | Milestone..................................................................................................................................................................................................

46

•

Riwayat Singkat | Brief History Of The Company.................................................................................................................................................

48

•

Bidang Usaha | Business Lines.........................................................................................................................................................................................

51

•

Produk Jasa | Service Products........................................................................................................................................................................................ 52

•

Wilayah Operasional | Operational Area................................................................................................................................................................... 54

•

Nilai Perusahaan | Corporate Values............................................................................................................................................................................ 56

•

Sasaran dan Strategi | Goals And Strategy............................................................................................................................................................... 58

LAPORAN MANAJEMEN | MANAGEMENT REPORT.................................................................................................................................................. 60 •

Laporan Dewan Komisaris | Report Of The Board Of Commissioners.................................................................................................... 62

•

Profil Dewan Komisaris | Profile Of The Board Of Commissioners............................................................................................................

68

•

Laporan Direksi | Report Of The Board Of Directors..........................................................................................................................................

76

•

Profil Direksi | Profile Of The Board Of Directors................................................................................................................................................... 88

ANALISIS DAN PEMBAHASAN MANAJEMEN | MANAGEMENT ANALYSIS AND DISCUSSION ANALISIS DAN PEMBAHASAN MANAJEMEN.................................................................................................................................................................... •

•

•

98

Tinjauan Industri | Industry Review..............................................................................................................................................................................

100

-

Perekonomian Dunia | Global Economy.........................................................................................................................................................

100

-

Perekonomian Indonesia | The Indonesian Economy............................................................................................................................

102

-

Pertumbuhan Industri Kebandarudaraan | Growth In Airport Industry......................................................................................

103

-

Pertumbuhan Industri Kebandarudaraan Wilayah Angkasa Pura Airports | Growth In Airport Industry In The

Territory Of Angkasa Pura Airports.....................................................................................................................................................................

104

Tinjauan Operasional | Operational Review............................................................................................................................................................

106

-

Aspek Pemasaran | Marketing Aspect..............................................................................................................................................................

107

-

Kinerja Operasi Per Segmen Usaha | Operational Performance By Business Segment.....................................................

109

-

Prospek Usaha Angkasa Pura Airports 2014 | Business Prospect Of Angkasa Pura Airports In 2014........................

119

-

Strategi dan Pengembangan Usaha | Business Strategy And Development..........................................................................

121

Tinjauan Keuangan | Financial Review.......................................................................................................................................................................

130

-

Laporan Laba Rugi Komprehensif Konsolidasian | ..................................................................................................................................

-

Laporan Posisi Keuangan Konsolidasian | Consolidated Statements Of Financial Position............................................

136

-

Laporan Arus Kas Konsolidasian | Statements Of Cash Flows...........................................................................................................

141

-

Informasi Segmen Usaha | Information On Business Segments......................................................................................................

142

17

-

Kolektibilitas Piutang | Receivables Collectability........................................................................................................................................................ 144

-

Kemampuan Membayar Utang | Solvency..................................................................................................................................................................... 144

-

Struktur Modal | Capital Structure......................................................................................................................................................................................... 145

-

Investasi Barang Modal | Investments In Capital Goods......................................................................................................................................... 146

-

Ikatan Material Untuk Investasi Barang Modal | Material Bond For Investments In Capital Goods.............................................. 149

-

Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Restrukturisasi Utang dan Modal | Material

Information On Investment, Expansion, Divestment, Debt And Capital Restructuring...................................................................... 151

-

Informasi dan Fakta Material yang Terjadi Setelah Tanggal Laporan Akuntan | Material Information And Facts

Subsequent To The Date Of Accountant’s Report...................................................................................................................................................... 153

-

Pencapaian Target 2013 | Achievement Of The 2013 Target................................................................................................................................ 154

-

Proyeksi Tahun Selanjutnya | Projection For The Subsequent Year................................................................................................................... 157

-

Kebijakan Dividen | Dividend Policy.................................................................................................................................................................................... 160

-

Program Kepemilikan Saham Oleh Karyawan dan/atau Manajemen (ESOP/MSOP) | Employee And/Or

Management Share Ownership Program (Esop/Msop).......................................................................................................................................... 161

-

Realisasi Penggunaan Dana Hasil Penawaran Umum | Realization Of Utilization Of Proceeds From Public Offering..... 161

-

Informasi Transaksi Material yang Mengandung Benturan Kepentingan dan/atau Transaksi Dengan Pihak Berelasi |

Information On Material Transactions Containing Conflict Of Interests And/Or Transactions With Affiliated Parties...... 161

-

Perubahan Peraturan Perundang-undangan yang Berpengaruh Signifikan Terhadap Perusahaan | Change In Laws

And Regulations Of Significant Impact............................................................................................................................................................................. 162

-

Perubahan Kebijakan Akuntansi | Change In Accounting Policy...................................................................................................................... 162

TATA KELOLA PERUSAHAAN | GOOD CORPORATE GOVERNANCE.................................................................................................................................. 166 •

Komitmen GCG | Gcg Commitment............................................................................................................................................................................................ 168

•

GCG Roadmap | Gcg Roadmap................................................................................................................................................................................................. 170

•

Pengukuran Implementasi GCG | Gcg Implementation Measurement.................................................................................................................. 173

•

Kebijakan GCG | GCG Policies............................................................................................................................................................................................................ 175

•

Pengendalian Gratifikasi | Gratification Control..................................................................................................................................................................... 176

•

Organ Perseroan | Company’s Organs......................................................................................................................................................................................... 177 •

Rapat Umum Pemegang Saham | General Shareholders Meeting (Gsm).................................................................................................. 179

•

Dewan Komisaris | Board Of Commissioners................................................................................................................................................................ 185 - Komite Audit | Audit Committee Composition....................................................................................................................................................... 206 - Komite Risiko Usaha dan GCG | Business Risk And GCG Committee......................................................................................................... 212 - Komite Nominasi dan Remunerasi | Nomination And Remuneration Committee........................................................................... 220 - Sekretaris Dewan Komisaris | Secretary To The Board Of Commissioners.............................................................................................. 220

•

Direksi | Board Of Directors....................................................................................................................................................................................................... 223 - Sekretaris Perusahaan | Corporate Secretary............................................................................................................................................................. 246 - Satuan Pengawasan Intern | Internal Supervision................................................................................................................................................. 255

•

Manajemen Risiko | Risk Management................................................................................................................................................................................ 264

•

Auditor Eksternal | External Auditor............................................................................................................................................................................................... 274

•

Informasi Pemegang Saham Utama dan Pengendali | Information On Key And Controlling Shareholder..................................... 275

•

Teknologi Informasi | Information Technology....................................................................................................................................................................... 276

•

Akses Media dan Penyebaran Informasi | Media Access And Distribution Of Information........................................................................ 281

•

Transparansi Informasi Produk | Transparency Of Product Information................................................................................................................ 283

•

Transparansi Informasi Keuangan dan Non Keuangan | Transparency Of Financial And Non-Financial Information............... 283

•

Masalah dan Kendala yang Dihadapi | Issues And Obstacles Encountered......................................................................................................... 284

•

Benturan Kepentingan | Conflict Of Interests.......................................................................................................................................................................... 284

18


•

Permasalahan Hukum | Legal Issues............................................................................................................................................................................

284

•

Tingkat Kesehatan Perusahaan | The Company’s Health Level..................................................................................................................

288

•

Pemberian Dana Untuk Kegiatan Sosial dan Kegiatan Politik | Fund Provision For Social And Political Activities.....

288

•

Shares Option.....................................................................................................................................................................................................................

288

•

Code of Conduct................................................................................................................................................................................................................

289

•

Whistleblowing System..................................................................................................................................................................................................

292

•

Transformasi Pengadaan Barang dan Jasa | Transformation In The Procurement Of Goods Or Services........................

295

TANGGUNG JAWAB PERUSAHAAN | CORPORATE SOCIAL RESPONSIBILITY...........................................................................................

298

•

CSR Angkasa Pura Airports | Csr Of Angkasa Pura Airports........................................................................................................................

300

•

Struktur Organisasi Unit CSR | Csr Organizational Structure......................................................................................................................

301

•

Program Kemitraan dan Bina Lingkungan | Partnership And Community Development Program (Pkbl).....................

302

•

CSR Lingkungan Hidup | Csr – Environment.......................................................................................................................................................

303

•

CSR Pengembangan Sosial dan Kemasyarakatan | Csr – Community Social Development.................................................

308

•

CSR Ketenagakerjaan, Kesehatan dan Keselamatan Kerja | Csr – Employment, Occupational Health And Safety..

326

•

CSR Konsumen | CSR - Consumers...............................................................................................................................................................................

334

SUMBER DAYA MANUSIA PERUSAHAAN | CORPORATE HUMAN RESOURCES.....................................................................................

338

•

Human Capital Roadmap..........................................................................................................................................................................................

341

•

Human Capital Management System..................................................................................................................................................................

342

•

Struktur Pengelola Human Capital dan Training and Development | Management Structure Of Human Capital And

Training And Development........................................................................................................................................................................................ •

•

344

Human Capital Management......................................................................................................................................................................

346

-

346

Organization Development and Change Management .....................................................................................................

-

Compensation and Industrial Relation..........................................................................................................................................

349

-

Career and Talent Management.......................................................................................................................................................

353

-

Talent Management...............................................................................................................................................................................

354

Training and Development Management...............................................................................................................................................

354

-

Center for Excellence...............................................................................................................................................................................

354

-

Pengembangan dan Pelatihan Human Capital | Human Capital Training And Development.....................

356

•

Profil Human Capital | Human Capital Profile.................................................................................................................................................

361

•

Perencanaan Kebutuhan Pegawai | Employee Requirement Planning..............................................................................................

368

•

Program Pensiun | Pension Program........................................................................................................................................................................

369

•

Kebebasan Berserikat | Freedom To Associate...................................................................................................................................................

371

DATA PERUSAHAAN | COMPANY DATA...........................................................................................................................................................................

374

•

376

Daftar Kepemilikan Saham | Shareholders’ List.....................................................................................................................................................

•

Kronologi Pencatatan Saham | Chronology Of Shares Listing....................................................................................................................

377

•

Kronologi Pencatatan Efek Lainnya | Chronology Of Other Securities Listing..................................................................................

377

•

Struktur Korporasi | Corporate Structure..................................................................................................................................................................

377

•

Struktur Organisasi | Organizational Structure......................................................................................................................................................

378

•

Profil Jajaran Eksekutif | Profile Of Executive Officers........................................................................................................................................

380

•

Daftar Entitas Anak | List Of Subsidiaries...................................................................................................................................................................

385

•

Perusahaan Afiliasi dan Yayasan | Affiliated companies and Foundations..........................................................................................

390

•

Profil Lembaga dan Profesi Penunjang | Profile Of Supporting Institutions And Professions.................................................

394

•

Alamat Kantor, Entitas Anak dan Afiliasi | Addresses Of Branch Offices, Subsidiaries, And Affiliated Companies......

395

LAPORAN KEUANGAN

19

20


Kilas Kinerja

PERFORMANCE REVIEW

Kilas Kinerja PERFORMANCE REVIEW

SEKILAS PERUSAHAAN COMPANY OVERVIEW

LAPORAN MANAJEMEN MANAGEMENT REPORT

ANALISA & PEMBAHASAN MANAJEMEN MANAGEMENT ANALYSIS AND DISCUSSION

TATA KELOLA PERUSAHAAN GOOD CORPORATE GOVERNANCE

TANGGUNGJAWAB SOSIAL PERUSAHAAN CORPORATE SOCIAL RESPONSIBILITY

Angkasa Pura Airports menunjukkan kemajuan yang sangat cepat dalam pengelolaan bandara menuju Airport City yang berkelas dunia. Di tahun 2013 ini banyak pencapaian yang diraih melebihi target peningkatan dari tahun 2012. Percepatan aktifitas bisnis dilakukan di segala bidang yang berpotensi menaikkan pendapatan di sektor non aeronautika. Angkasa Pura Airports show a rapid progress in managing air port to become worldwide airport city. In the year 2013, many achievement reach the target increment stated in 2012. Business acceleration is done in any potential field to increase the revenue in non aeronautica sector.

21

22


Ikhtisar Keuangan financial OVERVIEW dalam juta rupiah

in million rupiah URAIAN

TAHUN | YEAR 2013

2012

2011

DESCRIPTION

2010

Laporan Laba Rugi Konsolidasian

Consolidated Statements of Income

Pendapatan Operasional

3.063.906

3.093.536

2.666.202

2.234.133

Operating Revenues

Beban Operasional

2.370.808

2.344.562

2.192.538

1.784.787

Operating Expenses

693.098

748.974

473.664

449.346

Operating Income

126.445

57.352

182.689

22.648

819.543

806.326

656.353

471.994

Income Before Tax

Pajak Penghasilan

174.375

144.083

112.126

94.062

Income Tax

Laba Bersih Tahun Berjalan

645.169

662.243

544.227

377.933

Net Income for the Current Year

Pendapatan Komprehensif Lain

(54.424)

56.163

1.577

2.861

Other Comprehensive Revenues

590.745

718.406

545.804

380.794

185

208

302

210

Laba Operasional Pendapatan dan (Beban) Non Operasional Laba Sebelum Taksiran Pajak Penghasilan

Laba Komprehensif Tahun Berjalan Laba Bersih Per Saham Dasar*

Laporan Posisi Keuangan Konsolidasian Aset

Non-Operating Revenues and (Expenses)

Comprehensive Income for the Current Year Earnings per Share*

Consolidated Statements of Financial Position

12.981.809

12.021.387

10.136.129

9.197.386

Assets

Liabilitas

3.512.145

2.448.197

1.225.898

1.060.456

Liabilities

Ekuitas

9.469.664

9.573.190

8.910.231

8.136.930

Equity

Modal Kerja Bersih

(462.671)

1.367.525

2.762.908

2.323.150

Net Working Capital

196.866

321.022

254.728

229.619

Investments in Associated Entities

Investasi Pada Entitas Asosiasi Laporan Arus Kas Konsolidasian Arus Kas dari Aktivitas Operasi Arus Kas dari Aktivitas Investasi Arus Kas dari Aktivitas Pendanaan

Consolidated Statements of Cash Flows 777.909

1.145.027

1.099.416

842.174 Cash Flows from Operating Activities

(3.488.078)

(1.191.527)

(521.328)

(216.664)

Cash Flows from Investing Activities

638.714

(205.923)

(140.549)

(183.829)

Cash Flows from Financing Activities

Rasio Keuangan

Financial Ratios

Rasio Kas

41,11%

151,56%

415,10%

397,39%

Cash Ratio

Rasio Lancar

79,08%

174,60%

492,31%

498,71%

Current Ratio

Rasio Liabilitas Terhadap Aset

27,05%

20,37%

11,85%

11,53%

Liabilities to Assets Ratio

Rasio Liabilitas Terhadap Ekuitas

37,09%

25,57%

13,48%

13,03%

Liabilities to Equity Ratio

Marjin Laba Bersih

21,06%

21,41%

20,41%

16,92%

Net Profit Margin

4,97%

5,51%

5,37%

4,11%

Return on Assets (ROA)

6,81%

6,92%

6,11%

4,64%

Return on Equity (ROE)

Rasio Laba Bersih Terhadap Aset (ROA) Rasio Laba Bersih Terhadap Ekuitas (ROE) *dinyatakan dalam ribuan rupiah

*stated in thousand Rupiah







Pendapatan Non-Aeronautika Non-Aeronautics Revenue

23

Rasio Kas Cash Ratio

(juta rupiah) | (million Rupiah) 397.39%

998,437 677,107

415.10%

769,505

583,634 151.56% 41.11%

2010

2011

2012

2010

2013

Pendapatan Oprerasional Operating Revenues

Aset Assets

12,021,387 2,666,202

3,093,536

3,063,906

9,197,386

2012

2013

Rasio Lancar Current Ratio

(juta rupiah) | (million Rupiah)


2011

12,981,809 498.71%

10,136,129

492.31%

2,234,133 174.60% 79.08%

2010

2011

2012

2013

2010

2011

2012

2013

2010

Liabilitas Liabilities

Laba Oprerasional Operating Income (juta rupiah) | (million Rupiah)

2011


449,346

693,098

2011

2012

2013

Laba Bersih Tahun Berjalan Net Income for the Current Year

662,243 544,227

2010

2011

2011

2012

2013

Ekuitas Equity (juta rupiah) | (million Rupiah) 9,573,190

2010

21.06%

2011

2012

2013

Rasio Laba Bersih Terhadap Aset Return on Asset

9,469,664

8,910,231

645,169

5,37%

5,51%

2011

2012

2012

2013

Laba Bersih Per Saham Dasar Earnings per Share (ribu rupiah) | (thousand Rupiah)

2010

2011

2012

2013

2010

208

2011

2012

6,11% 185

2013

2013

Rasio Laba Bersih Terhadap Ekuitas Return on Equity

302 210

4,97%

4,11% 8,136,930

377,933

2010

21.41%

1,225,897

(juta rupiah) | million Rupiah)

2010

20.41%

473,664 1,060,456

2010

16.92%

2,448,197

2013

Marjin Laba Bersih Net Profit Margin

3,512,145 748,974

2012

6,92%

6,81%

2012

2013

4,64%

2010

2011

24


Ikhtisar Operasional OPERATIONAL OVERVIEW URAIAN

SATUAN

2012

2013

2011

DESCRIPTION

2010

Produksi Aeronautika

Aeronautics Production

Pelayanan Jasa Pendaratan, Penempatan dan Penyimpanan

Aircraft Landing, Ton

21.501.973

19.410.144

16.694.174

14.261.770

Services (PJP4U)

Pesawat Udara (PJP4U) Pelayanan Jasa Penumpang Pesawat

Parking, and Storage

Aircraft Passenger

Pax

32.104.877

29.107.151

25.219.720

21.045.079

Rute

13.886.925

158.283.777

148.685.473

126.289.185

Pemakaian Aviobridge

Ton

17.316.816

15.611.056

14.286.176

11.271.280

Use of Aviobridge

Pemakaian Counter

Pax

32.055.790

29.030.533

25.105.048

20.105.761

Use of Counter

Udara (PJP2U) Pelayanan Jasa Penerbangan (PJP)

Produksi Non Aeronautika

Services (PJP2U) Air Traffic Services (ATS)

Non-Aeronautics Production

Sewa-sewa

Rents

Sewa Ruang

M2 x Bulan

1.077.346

1.162.837

1.173.817

1.173.558

Rents on Space

Sewa Tanah

M2 x Bulan

6.761.252

7.132.308

6.761.874

5.432.725

Rents on Land

M2

704

-

-

-

Rents on Buildings

Volume

392

74

-

-

Vehicle Rental Service

Sewa Gedung Jasa Penyewaan Kendaraan

Pemakaian Telepon, Listrik, Air, Parkir, dan Anjungan Listrik Telepon Air Reklame

KWh

Utilization of Telephone, Electricity, Water, Parking Lot, and Platform

54.997.371

35.683.218

33.115.706

33.772.066

Electricity

23.999

25.819

25.830

25.209

Telephone

M3

327.034

350.570

292.725

333.016

Water

M2 x Bulan

169.400

175.555

162.064

200.628

Adver-tisement

Pesawat x Bulan

Parkir Kendaraan

Vehicles Parking

Parkir Mobil

Lembar

22.864.848

19.910.057

14.583.495

12.412.429

Car Park

Parkir Motor

Lembar

7.884.631

7.388.150

3.842.702

3.467.029

Motorcycle Park

Lembar

397.319

291.114

375.871

382.473

Platform

Anjungan (Peron)




URAIAN

SATUAN

Pemakaian Ruang Tunggu

Pax

Konsesi

Omset/ Ribuan Rp


2012

2013


2011


DESCRIPTION

2010

1.063.698

918.199

880.537

795.630

Use of Lounge

3.251.194.578

2.708.338.298

2.288.042.965

1.870.343.037

Concession

Terminal Kargo

Cargo Terminal

Incoming

Kg

109.315.798

78.334.929

136.773.917

124.947.233

Incoming

Outgoing

Kg

121.768.912

112.210.870

119.073.543

114.310.546

Outgoing

Kg

40.077.266

3.752.471

-

-

4.108

102

-

-

Jasa Regulated Agent Perdagangan Jasa Perencanaan dan Pelaksanaan

Unit

Regulated Agent Service Trading Planning and

Proyek

3

-

-

-

Implementation Service

Kamar dan Layanan Hotel Kamar Makanan dan Minuman Binatu

Kamar

15.494

-

-

-

Room

Pax

6.963

-

-

-

Food and Beverages

Buah

1.307

-

-

-

Laundry

25

26


Proyek Pengembangan Unggulan leading development PROJECTS Beberapa proyek pengembangan unggulan Angkasa Pura

Several leading development projects of Angkasa Pura

Airports sebagai berikut.

Airports are as follows:

Pengembangan Bandara I Gusti Ngurah Rai (Bali) Expansion of I Gusti Ngurah Rai Airport (Bali)

Rp3,1Triliun | Trillion

Terminal internasional seluas 120.000 m2 di atas lahan

This is an international terminal with the area size of 120,000

seluas 285 Ha. Dilengkapi teknologi kebandarudaraan yang

m2 built on a land with the area size of 285 Ha. It is equipped

mutakhir dengan penerapan sistem safety dan security

with the latest airport technology and the application of high

yang tinggi. Menggunakan konsep eco-airport yang

safety and security standard. It uses the eco-airport concept

memaksimalkan pencahayaan alami. Pada 2013, menjadi

which maximizes natural lighting. In 2013, it became the

tuan rumah bagi kegiatan kenegaraan berskala internasional:

host of an international state event: the 2013 APEC High-

KTT APEC 2013.

Level Conference.

Pengembangan Bandara Sepinggan (Balikpapan) Expansion of Sepinggan Airport (Balikpapan)

Rp2,05 Triliun | Trillion Merupakan bandara internasional yang mengadopsi prinsip-

This is an international airport which adopts the principles

prinsip bandara moderen dan best practices. Menerapkan

of modern airport and the best practices. It applies the

konsep “boutique mall” yang memadukan mall dan bandara

“boutique mall” concept, which integrates mall and airport

dengan perluasan area publik sehingga memungkinkan

through the expansion of public area, which allows visitors

pengunjung dan pengantar untuk mengakses area terminal

and their chaperons to further access the terminal area, up

lebih jauh, hingga check-in area. Ke depannya, Bandara

to the check-in area. In the future, Sepinggan Airport will be

Sepinggan akan diproyeksikan menjadi meeting point area

projected to become a meeting point area with the jargon

dengan jargon: Meet me at Sepinggan!

of: Meet me at Sepinggan!







Pengembangan Terminal 2 Bandara Juanda (Surabaya) Expansion of Terminal 2 at Juanda Airport (Surabaya)

Rp1,1 Triliun | Trillion

Pembangunan terminal seluas 49.500 m2 yang diperkirakan

Construction of a terminal with the area size of 49,500 m2

mampu menampung

6 juta penumpang per tahun

which is expected to accommodate 6 million passengers per

yang akan mengurai kepadatan di Terminal 1. Merupakan

year, which will disentangle the crowd in Terminal 1. This is

pemanfaatan kembali terminal lama Bandara Juanda

an effort of reutilization of the old terminal at Juanda located

di sebelah selatan Terminal 1 yang diperuntukkan bagi

south of Terminal 1 which is allocated for all international

seluruh penerbangan internasional. Dibangun dengan

flights. It is built by using eco-green licensed materials and

menggunakan bahan berlisensi eco green dan konsep eco

eco-airport concept to reduce the impact of aircraft noise,

airport untuk mengurangi dampak kebisingan pesawat,

reduce water pollution, and minimize air pollution emission.

mengurangi pencemaran air, dan meminimalkan emisi pencemaran udara.

Pembangunan General Aviation Terminal di Bandara I Gusti Ngurah Rai (Bali) Construction of General Aviation Terminal at I Gusti Ngurah Rai Airport (Bali)

Rp20,9 Miliar | Billion

melayani

This is a terminal specifically dedicated to serve VVIP and

penumpang VVIP dan private jet dengan kualitas layanan

private jet passengers with premium class service quality,

kelas premium dan bekerja sama dengan ExecuJet sebagai

in cooperation with ExecuJet as a leading global GAT

perusahaan pengelolaa GAT terkemuka di dunia.

management company.

Merupakan

terminal

yang

secara

khusus

27

28


Pembangunan Airport Hotel di Surabaya, Makassar, dan Bali Construction of Airport Hotels in Surabaya, Makassar, and Bali

Rp307,7Miliar

Merupakan bentuk ekspansi usaha untuk meningkatkan

This is a form of business expansion for increasing non-

pendapatan non-aeronautika yang dilakukan dengan

aeronautics revenues by building Airport Hotels aimed

mendirikan Airport Hotel dengan tujuan memberikan

at providing comfort to passengers in transit to find

kemudahan bagi penumpang transit dalam berakomodasi.

accommodation. The hotels in Surabaya and Makassar are

Pembangunan di Surabaya dan Makassar dengan konsep

built by using the budget hotel concept, namely Ibis Budget

hotel budget yang bernama Ibis Budget Surabaya Airport

Surabaya Airport Hotel and Ibis Budget Makassar Airport

Hotel dan Ibis Budget Makassar Airport Hotel. Pembangunan

Hotel. The hotel in Bali is built using the 3-stars hotel concept,

di Bali dengan konsep hotel bintang 3 yang bernama Novotel

namely Novotel Bali Airport. In its operations, these hotels

Bali Airport. Dalam pengoperasiannya, hotel-hotel ini bekerja

establish cooperation with the Hotel Accor International Asia

sama dengan jaringan Hotel Accor International Asia Pasific.

Pacific network.







29

30


PERISTIWA PENTING IMPORTANT EVENTS januari | 2013 | january

1 Implementasi Struktur Organisasi Baru Angkasa Pura Airports Lokasi : Jakarta New Organizational Structure of Angkasa Pura Airports Location : Jakarta

1 Penyesuaian Tarif Counter dan Aviobridge Domestik dan Internasional Lokasi : Jakarta

4

15

Pembentukan Strategic Business Unit (SBU) Komersial Ngurah Rai Lokasi : Jakarta

Pengumuman Seleksi Terbuka Internasional Area Komersial Terminal Internasional Bandara I Gusti Ngurah Rai-Bali Lokasi : Bali

Establishment of the Ngurah Commercial Strategic Business Unit Location : Jakarta

Rai

Announcement of International Open Selection for Commercial Area at the International Terminal of I Gusti Ngurah Rai Airport (Bali) Location : Bali

10 Pelantikan Pejabat Setingkat Department Head Lokasi : Jakarta Inauguration of Officers at the Department Head Level Location: Jakarta

Adjustment of Tariff for Domestic and International Counter and Aviobridge Location : Jakarta

16

Pengalihan Pelayanan Kegiatan Navigasi Penerbangan dari Angkasa Pura Airports ke Perum LPPNPI Lokasi : Kementerian Negara BUMN Transfer of Air Navigation Activity Services from Angkasa Pura Airports to Perum LPPNPI Location : State Ministry of State-Owned Enterprises

13 2 Implementasi ERP Go Live Lokasi : Ruang Rapat Pleno Lantai 4 Implementation of ERP Go Live Location : Plenary Meeting Room on the 4th Floor

Pelatihan dan Pendidikan Peserta Diklat ke Bandara Internasional Incheon (Korea Selatan) Batch4 Lokasi : Center For Excellence Education and Training of Participants to Incheon International Airport (South Korea) Batch 4 Location : Center For Excellence

18 Asesmen Pejabat Setingkat di Bawah Direksi Lokasi : Center For Excellence Assessment of Officers at One Level Below the Board of Directors Location : Center For Excellence







18

4-5

20

PT Angkasa Pura I (Persero) Peduli Bencana Banjir Bendungan Hilir Tanah Abang Lokasi : Bendungan Hilir Tanah Abang

Seremonial Topping Off Proyek Bandara Internasional Sepinggan-Balikpapan Lokasi : Bandara Internasional Sepinggan - Balikpapan

Perayaan HUT Angkasa Pura Airports di Bandara Internasional Juanda - Surabaya Lokasi : Bandara Internasional Juanda Surabaya

PT Angkasa Pura I (Persero) Cares about Flood Disaster in Bendungan Hilir Tanah Abang Location : Bendungan Hilir Tanah Abang

Ceremonial Topping-Off of Sepinggan International Airport Project - Balikpapan Location : Sepinggan International Airport - Balikpapan

Angkasa Pura Airports’ Anniversary Celebration at Juanda International Airport - Surabaya Location : Juanda International Airport Surabaya

29

12

Seminar Global ATFM Bali Lokasi : Bandara Internasional I Gusti Ngurah Rai-Bali

Perjanjian Kerja Sama Penandatangan antara Perum LPPNPI-AP I-AP IIKementerian BUMN. Lokasi : Kementrian BUMN

5

MOU between LPPNPI-AP I- AP II- State Ministry of State-Owned Enterprises Lokasi : State Ministry of State-Owned Enterprises

International Airlines Gathering Location : Soewarna Golf

Global ATFM Seminar in Bali Location : I Gusti Ngurah Rai International Airport - Bali

februari | 2013 | february

1 Penghargaan “Best Airport” Award 2012 untuk Bandara Juanda-Surabaya Lokasi : Hotel Borobudur, Jakarta Juanda International Airport - Surabaya Best Airport Award 2012 Location : Borobudur Hotel, Jakarta

22 Pelantikan General Manager dan Pejabat Satu Tingkat di Bawah Direksi Lokasi : Hotel Sheraton, Surabaya Inauguration of General Managers and Officers at One Level Below the Board of Directors Location : Sheraton Hotel, Surabaya

maret | 2013 | march

International Airlines Gathering Lokasi : Soewarna Golf

16 Tenant Gathering Lokasi : Hotel Mulia-Nusa Dua, Bali Tenant Gathering Location : Mulia Hotel-Nusa Dua, Bali

31

32


17-19

11

Asia Routes 2013 Lokasi : Mumbai

Serah Terima Direksi Baru Lokasi : Kementerian Negara BUMN

2013 Asia Routes Location : Mumbai

Handover to the New Board of Directors Location : State Ministry of State-Owned Enterprises and Hotel Aryaduta

26 Rapat Konsultasi Regional IV Kementerian Perumahan Rakyat Lokasi : Hotel Grand Sahid Jaya Consultation Meeting of Regional IV of the Ministry of Public Housing Location : Grand Sahid Jaya Hotel

1

april | 2013 | april

22

Diklat Manajemen Mutu ISO 31000 Lokasi : Center For Excellence

25

Penandatanganan Perjanjian Kerja Sama Lion Air Dengan Angkasa Pura Airports Lokasi : Lion Tower, Jakarta MOU signing between Lion Air and Angkasa Pura Airports Location : Lion Tower, Jakarta

25

Education and Training on ISO 31000

Airlines Gathering Lokasi : Surabaya

Quality Management

Airlines Gathering

Location : Center For Excellence

Location : Surabaya

22

Rapat Pembahasan Sistem Manajemen Mutu ISO Lokasi : Ruang Ngurah Rai CFEA

Penerimaan Penghargaan Best Performing Airport Bandara Internasional Juanda Surabaya Lokasi : 4 Season Hotel, Jakarta

Meeting for the Discussion of ISO Quality

Juanda International Airport (Surabaya)

Management System

Received the Best Performing Airport

Location : Ngurah Rai CFE Room

Award Location : 4 Season Hotel, Jakarta

mei | 2013 | may

1-3 Annual Marketing Meeting. Lokasi : Center For Excelence Annual Marketing Meeting Location : Center For Excelence







2 Perjanjian Kerja Sama Angkasa Pura Airports dengan Pemenang Tender Paket F&B Area Komersial Bandara I Gusti Ngurah Rai Lokasi : Ritz Carlton Hotel, Jakarta MOU between Angkasa Pura Airports and GVK Location : Ritz Carlton Hotel, Jakarta

27

juni | 2013 | june

Angkasa Pura Airports Marketing Forum 2013 Lokasi : Ritz Carlton Hotel, Jakarta

28

Marketing Forum Angkasa Pura Airports Location : Ritz Carlton Hotel, Jakarta

Penghargaan Best Economic Bandara Internasional Juanda -Surabaya Lokasi : Hotel Mulia, Jakarta Best Economic Award for Juanda International Airport - Surabaya Location : Hotel Mulia, Jakarta

3

Perjanjian Kerjasama Angkasa Pura Airports dengan Pemenang Tender Paket Duty Free Area Komersial Bandara I Gusti Ngurah Rai. Lokasi : Ritz Carlton Hotel, Jakarta Signing Ceremony of Agreement with Duty Free International Location : Ritz Carlton Hotel, Jakarta

28

Class Room Pola Komersialisasi Baru. Lokasi : Jakarta Classroom Session on the New Commercialization Pattern Location : Center For Excelence

29 Jambore Pramuka Angkasa Pura Airports Ke-8 Tahun 2013 Lokasi : Semarang

7

Perjanjian Kerjasama Angkasa Pura Airports dengan Pemenang Tender Paket Retail Area Komersial Bandara I Gusti Ngurah Rai Lokasi : Ritz Carlton Hotel, Jakarta MOU Retail Agreement Dufree Promosindo Location : Ritz Carlton Hotel, Jakarta

28

Penghargaan Service Quality Golden Award 2013 untuk Bandara Internasional Juanda - Surabaya Lokasi : Hotel Mulia, Jakarta SQ Golden Award for Juanda International Airport - Surabaya Location : Hotel Mulia, Jakarta

The 8th Boyscout Jamboree of Angkasa Pura Airports in 2013 Location : Semarang

33

34


juli | 2013 | july

2 Pelantikan Dewan Komisaris Baru Lokasi : Kementerian Negara BUMN Inauguration of the New Board of Commissioners Location : State Ministry of State-Owned Enterprises

10

MOU Pengelolaan Bandara Bintan Lokasi : Jakarta MOU on the Management of Bintan Airport Location : Ngurah Rai Meeting Room

15

25

Pengumuman Seleksi Terbuka Internasional Area Komersial Terminal 2 Bandara Juanda - Surabaya Lokasi : Surabaya

Visionning Joint Cooperation Bandara Internasional Juanda - Surabaya Lokasi : Ruang Rapat Pleno

Announcement of the International Open Selection for Terminal 2 Commercial Area at Juanda Airport - Surabaya Location : Surabaya

18 Perjanjian Kerja Sama Angkasa Pura Airports dengan Kementerian Perumahan Rakyat Lokasi : Ritz Carlton Hotel, Jakarta PKS between Angkasa Pura Airports and the Ministry of Public Housing Location : Ritz Carlton Hotel, Jakarta

11 Rental and Revenue Share Agreement for I Gusti Ngurah Rai - Bali Lokasi : Jakarta Rental and Revenue Share Agreement for I Gusti Ngurah Rai - Bali Location : Jakarta

24 Gathering Mitra Kerja, INACA, YLKI dan Regulator Lokasi : Jakarta Gathering with Work Partners, INACA, YLKI, and Regulator Location : Jakarta

Visioning Joint Cooperation of Juanda International Airport, Surabaya Location : Plenary Meeting Room

26 Penandatanganan Perjanjian Kredit antara Angkasa Pura Airports dengan Bank Mandiri Lokasi : Mandiri Tower, Jakarta MOU of the Signing of Credit Agreement between Angkasa Pura Airports and Bank Mandiri Location : Mandiri Tower, Jakarta

agustus | 2013 | august

19

Diklat Teknis Bidang Operasi Bandara Lokasi : Jakarta Education and Training Operation Technicalities Location : Jakarta

on

Airport




21

Pengumuman Seleksi Terbuka Internasional Area Komersial Bandara Sepinggan - Balikpapan Lokasi : Balikpapan Announcement on the International Open Selection for Commercial Area at Sepinggan Airport - Balikpapan Location : Balikpapan

September | 2013 | September

9

Upacara Melaspas dan Mecaru Mebalik Sumpah Bandara Internasional I Gusti Ngurah Rai - Bali Lokasi : Bandara I Gusti Ngurah Rai, Bali Melaspas and Mecaru Mebalik Sumpah Ceremony at I Gusti Ngurah Rai International Airport, Bali Location : I Gusti Ngurah Rai Airport - Bali

17

Pembiayaan Proyek Pengembangan Bandara Angkasa Pura Airport oleh Bank Mandiri, BNI dan BRI Lokasi : Mandiri Tower, Jakarta Loan Agreement of Angkasa Pura Airports Development Projects by Bank Mandiri, BNI and BRI Location : Mandiri Tower, Jakarta



19 Penyambutan Penumpang Pertama di Terminal Kedatangan Internasional I Gusti Ngurah Rai - Bali Lokasi : Bandara I Gusti Ngurah Rai - Bali Welcome Ceremony for the First Passanger Arriving at I Gusti Ngurah Rai - Bali Location : Bandara I Gusti Ngurah Rai - Bali

19 Kunjungan Meneg BUMN ke Proyek Pengembangan Bandara Sepinggan Balikpapan. Lokasi : Bandara Sepinggan - Balikpapan Minister of Stateowned Company visit to Sepinggan - Balikpapan Development Project Location : Bandara Sepinggan - Balikpapan

24

Kunjungan Presiden dan Wakil Presiden RI ke Bandara I Gusti Ngurah Rai dalam rangka Persiapan KTT APEC Lokasi : Bandara I Gusti Ngurah Rai - Bali President and Vice President Visit to I Gusti Ngurah Rai in the preparation of KTT APEC Location : Bandara I Gusti Ngurah Rai - Bali


24 Anugerah Business Review 2013 Lokasi : Ritz Carlton, Jakarta Anugerah Business Review Location : Ritz Carlton

1

oktober | 2013 | october

Penandatangan Kerjasama Area Komersial Terminal Internasional Bandara I Gusti Ngurah Rai - Bali Lokasi : Hotel Borobudur, Jakarta Signing of Contract for the International Open Selection for Commercial Area at the International Terminal of I Gusti Ngurah Rai Airport (Bali) Location : Borobudur Hotel, Jakarta

5-8

Angkasa Pura Airports berpartisipasi dalam kegiatan Internasional World Routes 2013 Lokasi : Las Vegas, Amerika Serikat Angkasa Pura Airports participation in 2013 World Routes Location : Las Vegas, Amerika Serikat

35

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8

Kerjasama Angkasa Pura Airport dengan Sintesa Group SunEdison dalam Pemanfaatan Energi Surya di bandara Lokasi : Nusa Dua, Bali Cooperation Angkasa Pura Airport with Sintesa Group SunEdison in Solar Energy Utilazion at airport Location : Nusa Dua, Bali

17 Penyaluran Dana Bantuan Bina Lingkungan PT Angkasa Pura I (Persero) Kantor Pusat Jakarta. Lokasi : Center For Excellence Disbursement of the Community Development Assistance Fund at the Jakarta Head Office of PT Angkasa Pura I (Persero) Location : Center For Excellence

20 Commercial Operation Training (Batch V) ke Incheon Airport Aviation Academy, Korea Selatan Lokasi : Center For Excellence Departure of Participants of Education and Training to Incheon International Airport South Korea Location : Center For Excellence

25 Penandatanganan Kerjasama Komersial Pemenang Tender Terminal 2 Bandara Juanda - Surabaya Lokasi : Ritz Carlton, Jakarta Signing Ceremony Agreements for the Tender of Terminal 2 of Juanda Airport Surabaya Location : Ritz Carlton Mega Kuningan, Jakarta

25

november | 2013 | november

8

Angkasa Pura Airports Tenant Gathering Lokasi : Kuta, Bali Angkasa Pura Airports Tenant Gathering Location : Kuta, Bali

18

Penandatanganan Kerjasama Operasi (KSO) Angkasa Pura Hotel - Cardig Aero Services Lokasi : Ritz Carlton, Jakarta

Pengumuman “True Winners” Tender Area Komersial Bandara Internasional Sepinggan - Balikpapan. Lokasi : Four Seasons Hotel, Jakarta

Signing Ceremony of Join Operation between Angkasa Pura Hotel and Cardig Aero Services Location : Ritz Carlton, Jakarta

Announcement of the True Winners of Tender for Sepinggan International Airport - Balikpapan Location : Four Seasons Hotel, vJakarta

30

Penganugerahan Predikat “Sangat Bagus” kepada Angkasa Pura Airports dalam Infobank BUMN Awards 2013 Lokasi : Hotel Mulia, Jakarta Awarding Ceremony to Angkasa Pura Airports for the predicate of “Very Good” at Infobank BUMN awards 2013 Loaction : Hotel Mulia, Jakarta

20

Penghargaan Indonesian Quality Award Foundation (IQAF) 2013 Lokasi : Kempinski Hotel, Jakarta 2013 IQAF Award Location : Kempinski Hotel, Jakarta




26 Penandatangan Kerjasama Area Komersial Bandara Internasional Sepinggan Balikpapan Lokasi : Four Seasons Hotel, Jakarta Signing of Contract for the International Open Selection for Commercial Area at the New Terminal of Sepinggan International Airport - Balikpapan Location : Four Seasons Hotel, Jakarta

28

Pembukaan Diklat Airport Officer Development Program (AODP) 2013 Lokasi : Jakarta Opening of the Airport Officer Development Program (AODP) Education and Training Location : Jakarta



desember | 2013 | december

5

Penghargaan Juara I BUMN Berdaya Saing Terbaik Kategori Logistik Anugerah BUMN Awards 2013 Lokasi : Hotel Gran Melia, Jakarta 2013 Anugerah BUMN Awards Location : Hotel Gran Melia, Jakarta

12

Penghargaan Keterbukaan Informasi Badan Publik Kategori BUMN 2013 Lokasi : Istana Wapres RI, Jakarta Open Information of Public Institution Awards Categorized in Stateowned Company 2013 Location: Istana Wapres RI, Jakarta


17

Penghargaan “Airport of The Year” untuk Bandara Juanda - Surabaya dalam Bandara Awards 2013 Lokasi : Hotel Borobudur, Jakarta Airport of the Year Award for Juanda Airport - Surabaya in Airport Awards Loocation : Hotel Borobudur, Jkakarta

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PENGHARGAAN DAN SERTIFIKASI AWARDS AND CERTIFICATIONS

Bandara Juanda - Airport of The Year Bandara Award 2012 dari Majalah Bandara (1 Feb 2013)

Bandara Sultan Hasanuddin - Best Airport Bandara Award 2012 dari Majalah Bandara (1 Feb 2013)

Bandara Pattimura - Good Airport Services Bandara Award 2012 dari Majalah Bandara (1 Feb 2013)

Juanda Airport - Airport of The Year

Sultan Hasanuddin Airport - Best Airport Bandara Award 2012 from Bandara Magazine (Feb 1, 2013)

Pattimura Airport - Good Airport Services Bandara Award 2012 from Bandara Magazine (Feb 1, 2013)

Bandara Juanda - Penghargaan The Best Airport 2012 dari Kementerian Pariwisata dan Ekonomi Kreatif dan Kementerian BUMN (1 Mar 2013)

Bandara Juanda - ASEAN Airport of The Year dalam ASEAN Commercial Aviation Awards Langkawi International Maritime and Aerospace Exhibition (LIMA) 2013 (28 Mar 2013)

Bandara Award 2012 from Bandara Magazine (Feb 1, 2013)

Bandara Ahmad Yani - Progressive Airport Services Bandara Award 2012 dari Majalah Bandara (1 Feb 2013) Ahmad Yani Airport - Progressive Airport Services Bandara Award 2012 from Bandara Magazine (Feb 1, 2013)

Juanda Airport - The Best Airport 2012 Award from the Ministry of Tourism and Creative Economics as well as the State Ministry of StateOwned Enterprises (Mar 1, 2013)

Juanda Airport - ASEAN Airport of the Year in the ASEAN Commercial Aviation Awards Langkawi International Maritime and Aerospace Exhibition (LIMA) in 2013 (Mar 28, 2013)




Bandara Juanda - Best Performing Indonesian Airport Of The Year Dalam Frost and Sullivan Aerospace Award 2013 (22 Apr 2013)




Bandara Juanda - Service Quality Gold Award 2013 dari Majalah Service Excellence dan Carre-Center for Custumer Satisfaction and Loyalty (Carre-CCSL) (28 Mei 2013)

PT Angkasa Pura I (Persero) - Korean Ambassador Award 2013 dari Kementerian Perdagangan, Industri, dan Energi Republik Korea dan Kementerian Koordinator Perekonomian RI (26 Jun 2013)

Juanda Airport - Service Quality Gold Award 2013 from Service Excellence Magazine and Carre-Center for Customer Satisfaction and Loyalty (Carre-CCSL) (May 28, 2013)

PT Angkasa Pura I (Persero) – the 2013 Korean Ambassador Award from the Ministry of Trade, Industry, and Energy of the Republic of Korea and the Coordinating Ministry between the Republic of Korea and Coordinating the Ministry of Economics of all people in the Republic of Indonesia (Jun 26, 2013)

Bandara Juanda - Peringkat III Penghargaan Sapta Pesona Toilet Bersih Bandara 2013 dari Kementerian Pariwisata dan Ekonomi Kreatif (27 Sep 2013)

Bandara Sultan Hasanuddin Peringkat IV Penghargaan Sapta Pesona Toilet Bersih Bandara 2013 dari Kementerian Pariwisata dan Ekonomi Kreatif (27 Sep 2013)

Bandara I Gusti Ngurah Rai - Peringkat V Penghargaan Sapta Pesona Toilet Bersih Bandara 2013 dari Kementerian Pariwisata dan Ekonomi Kreatif (27 Sep 2013)

Juanda Airport – Third Place in the Seven Wonders Award for the Airport’s Clean Toilet from the Ministry of Tourism and Creative Economics (Sep 27, 2013)

Bandara Sultan Hassanudin - Fourth Place in the Seven Wonders Award for the Airport’s Clean Toilet from the Ministry of Tourism and Creative Economics (Sep 27, 2013)

I Gusti Ngurah Rai Airport - Fifth Place in the Seven Wonders Award for the Airport’s Clean Toilet from the Ministry of Tourism and Creative Economics (Sep 27, 2013)

Juanda Airport - Best Performing Indonesian Airport Of The Year in Frost and Sullivan Aerospace Award 2013 (Apr 22, 2013)

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40


PT Angkasa Pura I (Persero) - Predikat “Sangat Bagus” InfoBank BUMN Awards 2013 (30 Okt 2013) PT Angkasa Pura I (Persero) – “Very Good” Predicate for the 2013 InfoBank SOEs Awards (Oct 30, 2013)

President Director PT Angkasa Pura I (Persero) Tommy Soetomo - 11 Best CEO BUMN Terbaik Anugerah BUMN 2013 (5 Des 2013) President Director of PT Angkasa Pura I (Persero) Tommy Soetomo became one of the 11 Best CEO for SOE at the 2013 BUMN Award (Dec 5, 2013)

PT Angkasa Pura I (Persero) - Predikat “Good Performance” Indonesia Quality Award (IQA) 2013 (20 Nov 2013)

PT Angkasa Pura I (Persero) - Juara I BUMN Berdaya Saing Terbaik Kategori Logistik Anugerah BUMN 2013 (5 Des 2013)

PT Angkasa Pura I (Persero) - Predicate “Good Performance” Indonesia Quality Award (IQA) 2013 (20 Nov 2013)

PT Angkasa Pura I (Persero) – Ranked 1st in SOE with the Best Competitive Power in the Category of Logistics in the 2013 Anugerah BUMN (Dec 5, 2013)

PT Angkasa Pura I (Persero) - Best of CEO Commitment on Human Capital Management and The Best for Human Capital Initiatives Change Management Indonesian Human Capital Study (IHCS) 2013 (5 Des 2013)

PT Angkasa Pura I (Persero) - Peringkat IV Penghargaan Keterbukaan Informasi Badan Publik 2013 Kategori BUMN dari Komisi Informasi Pusat (KIP) (12 Des 2013)

PT Angkasa Pura I (Persero) - Best of CEO Commitment on Human Capital Management and Best for Human Capital Initiatives Change Management Indonesian Human Capital Study (IHCS) 2013 (Dec 5, 2013)

PT Angkasa Pura I (Persero) – Ranked 4th in the 2013 Public Entities Information Openness for the 2013 Public Entities Award for the category of SOEs from the Central Information Commission (Dec 12, 2013)







Bandara Juanda - Airport of The Year Bandara Award 2013 dari Majalah Bandara (17 Des 2013)

Bandara Adi Soemarmo - Good Airport Services Bandara Award 2013 dari Majalah Bandara (17 Des 2013)

Bandara Sultan Hasanuddin - Best Airport Bandara Award 2013 dari Majalah Bandara (17 Des 2013)

Juanda Airport – the 2013 Airport of the Year Award from the Airport’s Magazine (Dec 17, 2013)

Adi Soemarmo Airport - Good Airport Services Bandara Award 2013 from Bandara Magazine (Dec 17, 2013)

Sultan Hasanuddin Airport - Best Airport Bandara Award 2013 from Bandara Magazine (Dec 17, 2013)

Bandara I Gusti Ngurah Rai Progressive Airport Services Bandara Award 2013 dari Majalah Bandara (17 Des 2013) I Gusti Ngurah Rai Airport Progressive Airport Services Bandara Award 2013 from Bandara Magazine (Dec 17, 2013)

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Sekilas Perusahaan Company Overview







43

PT Angkasa Pura I (Persero), yang selanjutnya disebut Angkasa Pura Airports atau Perseroan, merupakan pioneer dalam pengusahaan kebandarudaraan secara komersial di Indonesia. Pada awalnya, Perseroan adalah bagian dari Perusahaan Negara (PN) Angkasa Pura Kemayoran yang dibentuk pada tanggal 20 Februari 1962 dengan Peraturan Pemerintah (PP) Nomor 33 Tahun 1962 dengan tugas pokok seperti pengelolaan dan pengusahaan bandar udara Kemayoran Jakarta yang menjadi bandar udara penerbangan domestik dan satu-satunya Bandar Udara Internasional yang melayani penerbangan dari dan ke luar negeri. PT Angkasa Pura I (Persero), which is subsequently referred to as Angkasa Pura Airports or the Company, is the pioneer in commercial airport management in Indonesia. Initially, the Company was part of PN Angkasa Pura Kemayoran which was established on February 20, 1962 pursuant to Government Regulation Number 33 Year 1962 with the main duty of management and administration of Kemayoran Airport Jakarta, an airport which served domestic flight and which was the only International Airport serving flights from and to other countries.

44


Identitas Perusahaan Corporate Identity






Nama

Name

PT ANGKASA PURA I (PERSERO)

PT ANGKASA PURA I (PERSERO)

Bidang Usaha

Business Sector

1.

Pelayanan Lalu Lintas Penerbangan

1.

Air Traffic Services

2.

Pelayanan Jasa Kebandarudaraan

2.

Airport Services

3.

Pelayanan Jasa Terkait Bandara

3.

Airport-Related Services


Produk

Product

1.

Aeronautical Non-Air Trafic (ATS)

1.

Aeronautical Non-Air Traffic Service (ATS)

2.

Non-aeronautical Service

2.

Non-Aeronautical Service

Tanggal Pendirian

Date of Establishment

15 November 1962

November 15, 1962

Dasar Hukum Pendirian

Legal Ground of Establishment

PP Nomor 5 tahun 1992

Government Regulation Number 5 year 1992

Akte Pendirian

Deed of Establishment

Akta Notaris Muhani Salim, SH, tanggal 3 Januari 1993.

Deed of Notary Muhani Salim, SH, dated January 3, 1993.

Kepemilikan

Ownership

100% dimiliki oleh Negara Republik Indonesia

100% owned by the State of the Republic of Indonesia

Modal Dasar

Authorized Capital

Rp12.000.000.000.000,-

Rp12,000,000,000,000.-

Modal Ditempatkan dan Disetor Penuh

Subscribed and Paid-Up Capital

Rp3.488.245.000.000,-

Rp3,488,245,000,000.-

Jumlah Karyawan

Number of Employees

3.641

3,641

Jumlah Kantor Cabang

Number of Branch Offices

13 Kantor Cabang, 13 Bandara, 1 Strategic Business Unit

13 Branch Offices, 13 Airports, 1 Strategic Business Unit

Alamat

Address

KANTOR PUSAT

HEAD OFFICE

Kota Baru Bandar Kemayoran Blok B 12 Kav. 2

Kota Baru Bandar Kemayoran Block B 12 Kav. 2

Jakarta 10610

Jakarta 10610

Telp : 62-21 6541961

Phone : 62-21 6541961

Faks : 62-21 6541513, 6541514

Fax

Email : [email protected]


www.angkasapura1.co.id

www.angkasapura1.co.id

: 62-21 6541513, 6541514

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Jejak Langkah Milestone

15 Nov 1962

20 Feb 1964

Pemerintah RI mengeluarkan PP No.33 Tahun1962 tentang Pendirian Perusahaan Negara (PN) Angkasa Pura Kemayoran, yang ditandatangani oleh Pejabat Presiden RI Ir. Djuanda.Tugas pokoknya adalah pengelolaan dan pengusahaan Bandar Udara Kemayoran Jakarta yang saat itu merupakan satu-satunya bandar udara internasional yang melayani penerbangan dari dan ke luar negeri selain penerbangan domestik.

Setelah melalui masa transisi selama dua tahun, terhitung mulai tanggal 20 Februari 1964 PN Angkasa Pura Kemayoran resmi mengambil alih secara penuh aset dan operasional Bandara Internasional Kemayoran, Jakarta dari Kementerian Perhubungan Udara.Tanggal inilah yang kemudian ditetapkan sebagai hari jadi Angkasa Pura Airports.

November 15, 1968

The Government of the Republic of Indonesia issued Government Regulation No.33 Year 1962 concerning Establishment of PN Angkasa Pura Kemayoran, which was signed by Acting President of the Republic of Indonesia Ir. Djuanda. Its main duty was the management and administration of Jakarta Kemayoran Airport, which was at that time the only international airport which served flights from and to foreign countries, in addition to domestic flights.

February 20, 1964

After going through a two-year transitional period, effective from February 20, 1964, PN Angkasa Pura Kemayoran officially took over all assets and operations of Kemayoran International Airport, Jakarta from the Ministry of Air Transportation. This date is later stipulated as the anniversary of Angkasa Pura Airports.

21 Okt 1974 October 21, 1974

Status badan hukum PN Angkasa Pura berubah menjadi Perusahaan Umum (Perum), berdasarkan PP Nomor 37 Tahun 1974. The legal entity status of PN Angkasa Pura changed into Public Company (Perum), pursuant to Government Regulation Number 37 Year 1974.

30 September 1960 September 30, 1960 Presiden Soekarno melakukan kunjungankenegaraan ke Amerika Serikat untuk berpidatodi depan Sidang Umum PBB ke-15. Setibanyadi tanah air, Presiden Soekarno menegaskankeinginannya kepada Menteri Perhubungandan Menteri Pekerjaan Umum agar lapangan terbang di Indonesia dapat setara dengan lapangan terbang di negara maju.

President Soekarno made a state visit to the United States to deliver a speech before the 15th UN General Assembly. Upon returning home, President Soekarno expressed his desire to the Minister of Transportation and the Minister of Public Works that airports in Indonesia can be equal to airports in the developed countries.

17 Mei 1956

1 Okt 1985

Mei 17, 1956

October 1, 1985

Untuk lebih memperluas cakupan kerja mengelola bandar udara lain di wilayah Indonesia, PN Angkasa Pura Kemayoran berubah nama menjadi Perusahaan Negara (PN) Angkasa Pura. In order to further expand the work coverage by managing other airports within the Indonesian territory, PN Angkasa Pura Kemayoran changed its name to PN Angkasa Pura.

Bandar Udara Internasional Kemayoran ditutup. Sejak tanggal ini seluruh kegiatan operasi perusahaan dialihkan ke Bandar Udara Soekarno-Hatta, Cengkareng, yang telah selesai dibangun. Kemayoran International Airport was closed. Since then, all of the company’s operational activities were transferred to Soekarno-Hatta Airport, Cengkareng, which had just completed its construction.







47

6 Jan 2012 January 6, 2012

Pembentukan anak-anak perusahaan, yaitu Angkasa Pura Hotels, Angkasa Pura Property dan Angkasa Pura Logistics

19 Mei 1987

Establishment of subsidiaries, namely Angkasa Pura Hotels, Angkasa Pura Property and Angkasa Pura Logistics.

May 19, 1987 Wilayah pengelolaan bandar udara komersial di Indonesia dibagi dua, seiring dengan perubahan Perum Angkasa Pura menjadi Perum Angkasa Pura I serta dibentuknya Perum Angkasa Pura II. Perum Angkasa Pura I mengelola bandaradi wilayah timur Indonesia, sedangkan Perum Angkasa Pura II mengelola bandara di wilayah barat Indonesia. The commercial airport management area in Indonesia was divided in two, in line with the change of Perum Angkasa Pura to become Perum Angkasa Pura I and the establishment of Perum Angkasa Pura II. Perum Angkasa Pura I managed airports in the eastern part of Indonesia, while Perum Angkasa Pura II managed airports in the western part of Indonesia.

20 Feb 2012 February 20, 2012

Launching identitas perusahaan (corporate identity) berupa visi, misi, dan nilai-nilai perusahaan baru. Turut pula di-launching hymne dan mars serta seragam baru perusahaan.

22 Sep 2008 September 22, 2008

Launching of corporate identity in the form of new company’s vision, mission, and values. The company’s hymn and march as well as new uniform were also launched.

Peresmian Bandara Sultan Hasanuddin baru oleh Presiden RI. Inauguration of the new Sultan Hasanuddin Airport by the President of the Republic of Indonesia.

9 Feb 2012 February 9, 2012

Pembentukan Anak Perusahaan Angkasa Pura Supports. Establishment of subsidiary, namely Angkasa Pura Supports.

4 Feb 1992 February 4, 1992 Berdasarkan PP Nomor 5 Tahun 1992, bentuk Perum diubah menjadi Perseroan Terbatas (PT) yang sahamnya dimiliki sepenuhnya oleh Negara Republik Indonesia sehingga namanya menjadi PT Angkasa Pura I (Persero). Pursuant to Government Regulation Number 5 Year 1992, the form Public Company was changed into a Limited Liabilities Company (PT) whose shares are fully owned by the State of the Republic Indonesia, so that the name was changed to PT Angkasa Pura I (Persero).

30 Des 2011 December 30, 2011

Logo baru Angkasa Pura Airports sebagai salahsatu identitas perusahaan (corporate identity) resmi diluncurkan. The new logo of Angkasa Pura Airports as the official corporate identity is officially launched.

20 Okt 2011 October 20, 2011

Peresmian Bandara Internasional Lombok (BIL) oleh Presiden RI Susilo Bambang Yudhoyono. Inauguration of Lombok International Airport by President of the Republic of Indonesia Susilo Bambang Yudhoyono.

1 Des 2011 December 1, 2011

Ground breaking proyek pembangunan Terminal 2 (T2) Bandara Juanda, Surabaya. Ground breaking of Terminal 2 (T2) construction project at Juanda Airport, Surabaya.

2 Jan 2013

4 Jan 2013

Implementasi Tahap Pertama Proyek Enterprise Resource Planning (ERP).

Pendirian SBU Commercial Ngurah Rai sesuai dengan keputusan Direksi No.KEP.02/OM.01.01/2013.

Implementation of the First Phase Project Enterprise Resource Planning (ERP).

Establishment of Ngurah Rai Commercial SBU pursuant to decision of the Board of Directors No. KEP.02/OM.01.01/2013.

6 Jan 2013

24 Feb 2013

January 2, 2013

January 6, 2013

Pengalihan tugas pengelolaan kenavigasian ke Perusahaan Umum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia (Perum-LPPNPI) berdasarkan Peraturan Pemerintah Nomor 77 Tahun 2012. Assignment of the duty of navigation management to Perum LPPNPI (the Indonesian Air Navigation Service Provider Institution) pursuant to Government Regulation Number 77 Year 2012.

12 Sep 2013

January 4, 2013

February 24, 2013

Peresmian Hotel Ibis Budget Surabaya Airport–Angkasa Pura Hotels. Peresmian Hotel Ibis Budget Surabaya Airport–Angkasa Pura Hotels.

10 Apr 2013 April 10, 2013

Regulated agent Angkasa Pura Logistics di Surabaya resmi beroperasi. Angkasa Pura Logistics regulated agent in Surabaya officially opened.

September 12, 2013

Pengoperasian terminal baru Bandara Operation of the new terminal at I Internasional I Gusti Ngurah Rai. Gusti Ngurah Rai International Airport.

48


Riwayat Singkat

BRIEF HISTORY OF THE COMPANY

PT Angkasa Pura I (Persero), yang selanjutnya disebut

PT Angkasa Pura I (Persero), which is subsequently referred

Angkasa Pura Airports atau Perseroan, merupakan pioneer

to as Angkasa Pura Airports or the Company, is the pioneer

dalam pengusahaan kebandarudaraan secara komersial

in commercial airport management in Indonesia. Initially,

di Indonesia. Pada awalnya, Perseroan adalah bagian dari

the Company was part of PN Angkasa Pura Kemayoran

Perusahaan Negara (PN) Angkasa Pura Kemayoran yang

which was established on February 20, 1962 pursuant to

dibentuk pada tanggal 20 Februari 1962 dengan Peraturan

Government Regulation Number 33 Year 1962 with the main

Pemerintah (PP) Nomor 33 Tahun 1962 dengan tugas

duty of management and administration of Kemayoran

pokok seperti pengelolaan dan pengusahaan bandar udara

Airport Jakarta, an airport which served domestic flight and

Kemayoran Jakarta yang menjadi bandar udara penerbangan

which was the only International Airport serving flights from

domestik dan satu-satunya Bandar Udara Internasional yang

and to other countries.

melayani penerbangan dari dan ke luar negeri. Setelah melalui masa transisi selama dua tahun, terhitung

After undergoing a two-year transitional, effective from

sejak 20 Februari 1964 PN Angkasa Pura Kemayoran

February 20, 1964, PN Angkasa Pura Kemayoran officially

resmi mengambil alih secara penuh aset dan operasional

took over all assets and operations of Kemayoran Airport,

Pelabuhan Udara Kemayoran Jakarta dari Pemerintah.

Jakarta from the Government. February 20, 1964 was later

Tanggal 20 Februari 1964 itulah yang kemudian ditetapkan

stipulated as the Company’s anniversary.

sebagai hari jadi Perseroan. Dalam perkembangannya, untuk lebih memperluas cakupan

In the development, in order to further expand the scope

kerja mengelola bandar udara lain di wilayah Indonesia,

of work by managing other airports within the Indonesian

berdasarkan PP Nomor 21 tahun 1965 PN Angkasa Pura

territory, pursuant to Government Regulation Number 21

Kemayoran berubah nama menjadi Perusahaan Negara

year 1965, PN Angkasa Pura Kemayoran changed its name to

(PN) Angkasa Pura sejak tanggal 17 Mei 1965, perubahan ini

PN Angkasa Pura on May 17, 1965, in which this change was

bertujuan untuk lebih membuka peluang bagi PN Angkasa

aimed at further opening the opportunity for PN Angkasa







Pura dalam melakukan pengelolaan bandar udara lain

Pura to manage other airports within the Indonesian

di wilayah Indonesia. Secara bertahap, PN Angkasa Pura

territory. Gradually, PN Angkasa Pura has taken under its

telah mengelola Pelabuhan Udara Ngurah Rai – Bali, Halim

management the following airports: Ngurah Rai Airport

Perdanakusumah– Jakarta, Polonia – Medan, Juanda –

– Bali, Halim Perdanakusumah – Jakarta, Polonia – Medan,

Surabaya, Sepinggan – Balikpapan, dan Sultan Hasanuddin

Juanda – Surabaya, Sepinggan – Balikpapan, and Sultan

– Ujungpandang.

Hasanuddin – Ujungpandang.

Kemudian berdasarkan PP Nomor 37 Tahun 1974, status

Subsequently,

badan hukum perusahaan diubah menjadi Perusahaan

Number 37 Year 1974, the company’s legal entity status was

Umum (Perum). Secara umum, seluruh perubahan

changed to Public Company (Perum). In general, all of the

tersebut ditunjukan untuk lebih memperluas cakupan kerja

aforementioned changes were directed to extend the scope

pengelolaan bandar udara di Indonesia.

of work of airport management in Indonesia.

Di tahun 1985, Bandar Udara Internasional Kemayoran

In 1985, Kemayoran International Airport was declared to

dinyatakan berhenti beroperasi. Seluruh kegiatan operasional

have ceased its operation. All operational activities were

dialihkan ke Bandar Udara Soekarno Hatta yang pada kala itu

transferred to Soekarno Hatta Airport, which was then

bernama Bandar Udara Cengkareng (CGK).

named Cengkareng Airport (CGK).

Berdasarkan PP Nomor 25 tahun 1987, Perum Angkasa

Pursuant to Government Regulation Number 25 year 1987,

Pura berubah nama sejak tanggal 19 Mei 1987 menjadi

Perum Angkasa Pura changed its name on May 19, 1987

Perum Perseroan bersamaan dengan dibentuknya Perum

to Perum (Persero) Angkasa Pura at the same time as the

Perseroan I yang khusus bertugas mengelola Bandar Udara

establishment of Perum Angkasa Pura I Company which

Soekarno-Hatta dan Halim Perdanakusuma. Di tahun 1992,

was dedicated to manage Soekarno-Hatta and Halim

berdasarkan PP Nomor 5 Tahun 1992, bentuk Perusahaan

Perdanakusuma Airports. In 1992, pursuant to Government

Umum (Perum) diubah menjadi Perseroan Terbatas (PT)

Regulation Number 5 Year 1992, the form Public Company

yang sahamnya dimiliki sepenuhnya oleh Negara Republik

was changed to Limited Liabilities Companies whose shares

Indonesia sehingga namanya menjadi PT Angkasa Pura I

are fully owned by the State of the Republic of Indonesia so

(Persero) dengan Akta Notaris Muhani Salim, SH tanggal 3

that its name became PT Angkasa Pura I (Persero) based on

Januari 1993 dan telah memperoleh persetujuan Menteri

deed of Notary Muhani Salim, SH dated January 3, 1993 which

Kehakiman dengan keputusan Nomor: C2-470.HT.01.01

has been approved by the Minister of Justice by virtue of his

Tahun 1993 tanggal 24 April 1993 serta diumumkan dalam

decree Number: C2-470.HT.01.01 Year 1993 dated April 24,

Berita Negara Republik Indonesia Nomor 52 tanggal 29 Juni

1993 and was announced in State Gazette of the Republic of

1993 dengan Tambahan Berita Negara Republik Indonesia

Indonesia Number 52 dated June 29, 1993 and Supplement

Nomor:2914/1993.

to the State Gazette of the Republic of Indonesia Number:

pursuant

to

Government

Regulation

2914/1993. Perubahan Anggaran Dasar Perusahaan terakhir adalah

The most recent Amendment to the Company’s Articles

berdasarkan keputusan Rapat Umum Pemegang Saham

Association was based on decision of the General

tanggal 14 Januari 1998 dan telah diaktakan oleh Notaris

Shareholders Meeting dated January 14, 1998, which was

Imas Fatimah, SH Nomor 30 tanggal 18 September 1998.

notarized by Notary Imas Fatimah, SH under deed Number

Perubahan Anggaran Dasar tersebut telah mendapat

30 dated September 18, 1998. The Amendment to Articles

pengesahan dari Menteri Kehakiman Republik Indonesia

of Association was validated by the Minister of Justice of the

Nomor: C2-25829.HT.01.04 Tahun 1998 tanggal 19 November

Republic of Indonesia Number: C2-25829.HT.01.04 Year 1998

1998 dan dicantumkan dalam Berita Negara Republik

dated November 19, 1998 and announced in State Gazette

Indonesia Nomor 50 tanggal 22 Juni 1999 dengan Tambahan

o the Republic of Indonesia Number 50 dated June 22, 1999

Berita Negara Republik Indonesia Nomor 3740/1999.

and Supplement to the State Gazette of the Republic of Indonesia Number 3740/1999.

49

50


Perseroan senantiasa mendukung kebijakan dan program

The Company always supports Government’s policies and

Pemerintah di bidang ekonomi dan pembangunan. Hal ini

programs in the fields of economy and development. This

dilakukan guna menghasikan keuntungan bagi Perseroan

is implemented in order to generate profit for the Company

melalui usaha jasa kebandarudaraan dalam arti yang seluas-

through airport service business in its broadest sense and

luasnya dan kegiatan bisnis lainnya yang relevan dengan

other business activities relevant to airport service business,

usaha jasa kebandarudaraan, baik dilaksanakan mandiri

either independently or in cooperation with other entities.

maupun bekerja sama dengan badan lain. Berdasarkan Peraturan Pemerintah Nomor 77 Tahun 2012

Pursuant to Government Regulation Number 77 Year 2012

Tentang Perusahaan Umum Lembaga Penyelenggara

concerning Perum LPPNPI (the Indonesian Air Navigation

Pelayanan Navigasi Penerbangan Indonesia (LPPNPI), Jasa

Service Provider Institution), Air Traffic Services are not

Pelayanan Penerbangan tidak dikelola oleh Angkasa Pura

managed by Angkasa Pura I (Persero) since January 16, 2013

I (Persero) sejak tanggal 16 Januari 2013 pukul 22.00 WIB

at 22.00 Western Indonesian Time (pursuant to Memorandum

(berdasarkan Nota Kesepahaman nomor HK.201/1/10/DRJU-

of Understanding number HK.201/1/10/DRJU-2013; KEP.15/

2013; KEP.15/OM.02.03/2013; MOU.04.07.01/00/02/2013/001;

OM.02.03/ 2013; MOU.04.07.01/00/02/2013/001; 032/DU/

032/DU/II/2013 tanggal 12 Februari 2013).

II/2013 dated February 12, 2013).

Berdasarkan akta notaris Nanda Fauz Iwan, SH, M.Kn no.

Based on deed of notary Nanda Fauz Iwan, SH, M.Kn no.

02 tanggal 16 Januari 2013 yang telah disimpan di dalam

02 dated January 16, 2013 which has been stored in the

database Sistem Administrasi Badan Hukum dari Kementrian

database of Legal Entities Administration System of the

Hukum dan Hak Asasi Manusia Republik Indonesia no.

Ministry of Justice and Human Rights of the Republic of

AHU-AH.01.10-02672 tanggal 31 Januari 2013, Perseroan

Indonesia no. AHU-AH.01.10-02672 dated January 31, 2013,

menyetujui peningkatan modal disetor yang diambil dari

the Company agreed upon the increase in paid-up capital,

kapitalisasi sebagian cadangan Perseroan sampai dengan

which was taken from capitalization part of the Company’s

tahun buku 2011 sejumlah 300.000 saham dengan nilai

reserves up to 2011 in the amount of 300,000 shares with the

nominal

seharga

nominal value of Rp.1,000,000 so that the total amount was

Rp.300.000.000 yang seluruhnya diambil bagian oleh Negara

Rp.300,000,000, all of which was the equity participation of

Republik Indonesia.

the State of the Republic of Indonesia.

Sampai saat ini, wilayah pelayanan Perseroan mencakup

Until now, the Company’s service area consists of 14 major

13 bandar udara utama yang sedang berkembang pesat di

airports which are developing rapidly in the central and

kawasan tengah dan timur Indonesia yang meliputi:

eastern part of Indonesia, including:

1. Bandara I Gusti Ngurah Rai – Bali

1. I Gusti Ngurah Rai Airport – Denpasar

2. Bandara Juanda – Surabaya

2. Juanda Airport – Surabaya

3. Bandara Sultan Hasanuddin – Makassar

3. Sultan Hasanuddin Airport – Makassar

4. Bandara Sepinggan – Balikpapan

4. Sepinggan Airport – Balikpapan

5. Bandara Frans Kaisiepo – Biak

5. Frans Kaisiepo Airport – Biak

6. Bandara Sam Ratulangi – Manado

6. Sam Ratulangi Airport – Manado

7. Bandara Syamsudin Noor – Banjarmasin

7. Syamsudin Noor Airport – Banjarmasin

8. Bandara Ahmad Yani – Semarang

8. Ahmad Yani Airport – Semarang

9. Bandara Adisutjipto – Yogyakarta

9. Adisutjipto Airport – Yogyakarta

10. Bandara Adisumarmo – Surakarta

10. Adisumarmo Airport – Surakarta

11. Bandara Internasional Lombok - Lombok Tengah

11. Lombok International Airport – Central Lombok

12. Bandara Pattimura – Ambon

12. Pattimura Airport – Ambon

13. Bandara El Tari – Kupang

13. El Tari Airport – Kupang

Rp.1.000.000

sehingga

seluruhnya







Bidang Usaha BUSINESS LINES

Tujuan dan lapangan usaha dari Perseroan adalah untuk

The Company’s objectives and business lines are aimed at

melaksanakan dan menunjang kebijakan dan program

implementing and supporting government policies and

pemerintah di bidang ekonomi dan pembangunan

program in the fields of economy and development as well

serta untuk memupuk keuntungan bagi perusahaan

as to generate profit form the Company by providing airport

dengan memupuk keuntungan bagi Perseroan dengan

service business in its broadest sense and other businesses

menyelenggarakan usaha jasa kebandarudaraan dalam arti

related to the business.

seluas-luasnya dan usaha usaha lainnya yang mempunyai hubungan dengan usaha tersebut. Untuk mencapai tujuan tersebut di atas perusahaan

To achieve the aforementioned objectives, the company

menjalankan usaha-usaha:

operates the following businesses:

a. Jasa Pelayanan Penerbangan (Air Traffic Services),

a. Air Traffic Services, provision and management of navigation facilities.

penyediaan, pengusahaan fasilitas navigasi. b.

b.

Jasa Pelayanan Kebandarudaraan 1.

Airport Services 1.

Aeronautika Non ATS

Non-ATS Aeronautics

dan

a. Provision, management, and development

pengembangan fasilitas untuk kegiatan

of facilities for aircraft landing, take-off,

pelayanan pendaratan, lepas landas, parkir

parking, and storage service activities.

a Penyediaan,

pengusahaan

dan penyimpanan pesawat udara. dan

b. Provision, management, and development

pengembangan fasilitas terminal untuk

of terminals for passenger, cargo, and post

pelayanan angkutan penumpang, kargo dan

transportation service.

b Penyediaan,

pengusahaan

pos. 2. Non-Aeronautics 2.

a. Provision of land for construction, fields,

Non Aeronautika a Penyediaan lahan untuk pembangunan,

and industrial zone as well as buildings/

lapangan dan kawasan industri serta gedung

constructions related to the smoothness of

- gedung/ bangunan yang berhubungan b Penyediaan,

pengusahaan

dan

pengembangan fasilitas elektronika, navigasi, listrik, air dan instalasi limbah buangan. c

air transportation. b. Provision, management, and development

dengan kelancaran angkutan udara.

Penyediaan jasa konsultasi, pendidikan dan pelatihan yang berkaitan dengan kebandar udaraan.

of electronics, navigation, electricity, water, and waste disposal installation facilities. c. Provision

of

airport-related

consulting,

education, and training services. d. Other businesses which can support the achievement of the company’s objective.

d Usaha-usaha lain yang dapat menunjang tercapainya tujuan perusahaan. Perusahaan dapat pula mendirikan/menjalankan perusahaan

The Company can also establish/operate other companies

lainnya yang mempunyai hubungan dengan usaha tersebut

which are related to the aforementioned businesses, both

diatas baik sendiri-sendiri maupun bersama-sama dengan

individually as well as jointly with other entities to the extent

badan lain sepanjang tidak bertentangan dengan peraturan

not in conflict with the applicable laws and regulations and in

perundangundangan yang berlaku dan sesuai dengan

accordance with the provisions of the articles of association.

ketentuan dalam anggaran dasar.

51

52


Produk Jasa

SERVICE PRODUCTS

Spesifikasi Produk Jasa

Service Product Specification

Produk jasa PT Angkasa Pura I (Persero) dapat diuraikan

Service products of PT Angkasa Pura I (Persero) can be

sebagai berikut.

described as follows:

1.

1.

PJP4U (Pelayanan Jasa Pendaratan, Penempatan dan

PJP4U (Aircraft Landing, Parking, and Storage Services)

Penyimpanan Pesawat Udara)

Aircraft landing service product constitutes the activity

Produk jasa pelayanan Pendaratan Pesawat Udara ini

of landing services provided to aircrafts landing at the

adalah merupakan kegiatan pelayanan jasa pendaratan

Airport. Aircraft parking service product constitutes

yang diberikan terhadap pesawat udara yang mendarat

the service provided for placing Aircrafts in an open

di Bandar Udara.Produk jasa pelayanan Penempatan

space at the Airport. Aircraft Storages service product

pesawat Udara adalah pelayanan jasa yang diberikan

constitutes the service provided for Aircrafts in the

untuk penempatan Pesawat Udara di tempat terbuka

hangar.

di Bandar Udara.Pelayanan jasa Penyimpanan Pesawat Udara yaitu pelayanan jasa yang diberikan terhadap Pesawat Udara di dalam hanggar. 2.

PJP2U (Pelayanan Jasa Penumpang Pesawat Udara)

2.

PJP2U (Aircraft Passenger Services)

Pelayanan Jasa Penumpang Pesawat Udara adalah

Aircraft Passenger Services are services provided to any

pelayanan

passenger at the departure or arrival Terminals at the

jasa

penumpang

yang

diberikan

di Terminal

kepada

setiap

pemberangkatan

atau

Airports managed by PT Angkasa Pura I (Persero).

kedatangan Bandar Udara yang diusahakan oleh PT Angkasa Pura I (Persero). 3.

Garbarata (Aviobridge)

3. Aviobridge

Pelayanan Jasa pemakaian garbarata (Aviobridge)

Aviobridge utilization service is Aviobridge utilization

adalah pelayanan jasa pemakaian garbarata (Aviobridge)

service provided to any Air Transportation Business

yang diberikan kepada setiap Badan Usaha Angkutan

Entity/Airline/Aircraft

Udara/Perusahaan Angkutan Udara/operator Pesawat

departure or arrival.

operator

upon

passengers’

Udara pada saat keberangkatan atau kedatangan penumpang. 4.

Counter Check-In

4.

Check-In Counter

Pelayanan Jasa Pemakaian Counter Check-In adalah

Check-In Counter Utilization Service is service provided

pelayanan jasa yang diberikan kepada perusahaan

to airlines or aircraft operators in connection with the

angkutan

use of Airport facilities.

udara

atau

operator

pesawat

udara

sehubungan pemakaian fasilitas Bandar Udara. 5.

Baggage

Handling

system

(BHS)/Hold

Baggage

5. Baggage

Handling

system

(BHS)/Hold

Baggage

Screening(HBS)

Screening(HBS)

Pelayanan jasa yang diberikan kepada perusahaan

Service provided to airlines or aircraft operators in

angkutan

udara

connection with the use of Baggage Handling system

sehubungan pemakaian fasilitas Baggage Handling

udara

atau

operator

pesawat

facility, namely a conveyor system used for transporting

system yaitu suatu sistem conveyor yang digunakan

passengers’ baggage after the screening and check-

untuk mengangkut bagasi penumpang setelah

in process for departing passengers, in which the

proses pemeriksaan dan check-in bagi penumpang

baggage is subsequently taken to the baggage







keberangkatan, selanjutnya bagasi tersebut dibawa

make-up area to be carried into the aircraft, and the

ke area penumpukan siap angkut (baggage make up

other way round for arriving passengers, in which the

areal) untuk diangkut ke pesawat udara, begitu juga

baggage is taken to the baggage claim area. The service

sebaliknya bagi penumpang kedatangan dibawa ke

provided for airlines or aircraft operators in connection

area pengambilan bagasi (baggage claim). Pelayanan

with the use of Hold Baggage Screening facility

jasa yang diberikan kepada perusahaan angkutan

constitutes a baggage screening system using an x-ray

udara atau operator pesawat udara sehubungan

machine, which is directly integrated to BHS and can

pemakaian fasilitas Hold Baggage Screening yaitu suatu

automatically identify the baggage security status to be

sistem pemeriksaan bagasi dengan mesin x-ray yang

distributed in accordance with screening result, sorting

terintegrasi langsung dengan BHS dan secara otomatis

and destination of the baggage to be taken to the

dapat mengetahui status keamanan bagasi untuk

aircraft for departing passengers.

disalurkan sesuai hasil pemeriksaan, pemilahan (sortir) dan tujuan bagasi untuk diangkut ke pesawat udara bagi penumpung keberangkatan. 6.

Konsesi atas Jasa Penggunaan Fasilitas Bandar Udara

6.

Concession on Airport Facility Utilization Service

hak

Concession is service provided on the right to use

penggunaan fasilitas Bandar Udara kepada pihak ketiga

Airport facilities to a third party related to business

terkait kegiatan usaha yang dilakukan di Bandar Udara.

activities conducted at the Airport. This concession

Konsesi ini dikenakan kepada perusahaan-perusahaan

is imposed on companies running their business at

yang berusaha di Bandar Udara seperti usaha Ekspedisi

Airports such as Aircraft Cargo Expedition, Regulated

Muatan Pesawat Udara (EMPU), Regulated Agent (RA),

Agent (RA), Ground Handling, and In-flight Catering

Ground Handling, dan In-flight Catering.

businesses

Konsesi

adalah

jasa

yang

diberikan

atas

Segmentasi Produk

Product Segmentation

Segmentasi pasar PT Angkasa Pura I (Persero) terbagi

Market segmentation of PT Angkasa Pura I (Persero) is

menjadi 2 jenis, yaitu segmen produk jasa yang diberikan

divided into 2 types, namely the segment of service product

kepada perusahaan (Perusahaan Angkutan Udara/Pesawat

provided to companies (Airlines/Aircraft Companies) and the

Udara) dan segmen produk jasa yang diberikan langsung

segment of service product provided directly to consumers

kepada konsumen (Penumpang pesawat Udara).

(Aircraft Passengers).

53

54


WILAYAH OPERASIONAL OPERATIONAL AREA

9 8

1

2

4

3

1. Adisutjipto - Yogyakarta 2. Ahmad Yani - Semarang 3. Adi Soemarmo - Solo

4. Juanda - Surabaya 5.1. I Gusti Ngurah Rai - Bali 5.2. SBU Komersial - Bali

5.1 5.2 6







11 13 12 10

7

6. 7. 8. 9.

Lombok - Praya El Tari - Kupang Syamsudin Noor - Banjarmasin Sepingan - Balikpapan

10. Sultan Hasanuddin - Makassar 11. Sam Ratulangi - Manado 12. Pattimura - Ambon 13. Frans Kaisiepo - Biak

55

56


Nilai Perusahaan CORPORATE VALUES

Visi

VISION

bandar udara terbaik di Asia”

companies in Asia”

“Menjadi salah satu dari sepuluh perusahaan pengelola

Misi

“To become one of the top ten airport management

MISSION

1.

Meningkatkan nilai pemangku kepentingan.

1.

2.

Menjadi

2. To become the government’s partner and driver of

mitra

pemerintah

dan

pendorong

pertumbuhan ekonomi. 3.

Mengusahakan

jasa

economic growth. melalui

3. To run an airport service business through excellent

pelayanan prima yang memenuhi standar keamanan,

kebandarudaraan

service which fulfills the security, safety, and comfort

keselamatan, dan kenyamanan. 4.

Meningkatkan daya saing perusahaan melalui kreatifitas

standards. 4. To increase the company’s competitiveness through

dan inovasi. 5.

To increase stakeholders value.

Memberikan kontribusi positif terhadap lingkungan hidup.

creativity and innovation. 5.

To make positive contribution to the environment.







Nilai Budaya Perusahaan CORPORATE CULTURAL VALUES

Untuk lebih mendukung pencapaian Visi dan penerapan

To further support the achievement of Vision and

Misi dalam aktivitas operasional perusahaan, maka Perseroan

implementation of Mission in the company’s operational

juga telah menetapkan nilai-nilai budaya perusahaan (Core

activities, the Company has also stipulated its corporate

Values) sebagai dasar budaya perusahaan (corporate culture)

cultural values (Core Values) as the basis of corporate culture,

yang diharapkan dapat menjadi acuan utama bagi seluruh

which is expected to become the main reference for all of the

karyawan Perseroan tanpa terkecuali. Adapun Nilai-Nilai

Company’s employees without exception. Meanwhile, the

Budaya Perusahaan yang disepakati dan dianut oleh seluruh

Corporate Cultural Values agreed upon and adhered to by all

karyawan Perseroan adalah S-A-T-U. Penjabaran dari SATU

of the Company’s employees are S-A-T-U. The elaboration of

tersebut adalah sebagai berikut:

SATU is as follows:

1.

1. Synergy

2.

Sinergi Definisi Nilai Budaya:

Cultural Value Definition:

Cara insan PT Angkasa Pura I (Persero) menghargai

The way members of PT Angkasa Pura I (Persero)

keragaman dan keunikan setiap elemen untuk

appreciate the variety and uniqueness of each element

memberi nilai tambah bagi perusahaan, pembangunan

to add value to the company, economic development,

ekonomi, dan lingkungan dimana pun insan Angkasa

and environment, wherever the member of Angkasa

Pura Airports berada.

Pura Airports is.

Adaptif

2. Adaptive

Definisi Nilai Budaya:


Daya, semangat dan hasrat insan PT Angkasa Pura I

The power, spirit, and desire of members of PT

(Persero) yang pantang menyerah, proaktif merespon

Angkasa Pura I (Persero), who never give up and who

perubahan dan kaya akan inovasi.

are proactive in responding to changes and rich in innovation.

3.

4.

Terpercaya

3. Trusted



Karakter insan PT Angkasa Pura I (Persero)yang

The character of members of PT Angkasa Pura I (Persero),

senantiasa selaras antara kata dengan perbuatan, jujur

who always have consistency between their words and

dalammenjalankan tugas serta kewajiban, dan dapat

action and who are honest in performing their duties

diandalkan.

and responsibility as well as reliable.

Unggul

4. Unggul (Superior)



Komitmen insan PT Angkasa Pura I (Persero)

The commitment of members of PT Angkasa

memberikan layanan prima dengan profesional dan

Pura I (Persero) in providing superior service with

bertanggung jawab untuk memuaskan pelanggan

professionalism and responsibility to continuously

secara berkelanjutan.

satisfy their customers.

Dewan Komisaris dan Direksi telah menyetujui dan

The Board of Commissioners and Board of Directors have

menetapkan Visi, Misi dan Nilai Budaya Perusahaan guna

agreed upon and stipulated the Corporate Vision, Mission

menghadapi dinamika bisnis jasa kebandarudaraan di dalam

and Cultural Values in order to face the dynamics in airport

dan luar negeri.

service business inland and abroad.

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Sasaran Dan Strategi GOALS AND STRATEGY SASARAN

GOALS

Direksi Angkasa Pura Airports telah menetapkan sasaran

The Board of Directors of Angkasa Pura Airports has stipulated

strategis (strategic objective) tahun 2013-2017 sebagai

the strategic objectives in 2013-2017, namely as follows:

berikut. •

Penerapan konsep green corporation dan program CSR

•

concept and CSR program (2014).

secara efektif (2014). •

Menjadi perusahaan yang siap untuk privatisasi (2015).

•

•

Peningkatan CSI sesuai standar ACI sebesar 4,83 (2017).

•

•

Pencapaian total pendapatan operasional Rp6,61 triliun

•

Achievement of total operating revenues of Rp6.61 Achievement of non-aeronautics revenues proportion to operating revenues of 60% (2017).

Pengembangan dan pengimplementasian sistem manajemen kelas dunia (terutama pengelolaan SDM,

CSI improvement in accordance to ACI’s standard of

trillion (2017).

Pencapaian proporsi pendapatan non-aero terhadap pendapatan operasional sebesar 60% (2017).

•

To become a privatization-ready company (2015). 4.83 (2017).

•

(2017). •

The effective implementation of the green corporation

•

Development and implementation of a world-class

ICT, operations excellence, dan services excellence) secara

management system (particularly HR management,

holistik (2017).

ICT, operations excellence, and services excellence) in a holistic way (2017).

5 ARAH STRATEGIS

5 STRATEGIC DIRECTIONS

Untuk mencapai visi, misi, dan sasaran strategisnya, Angkasa

In order to achieve its vision, mission, and strategic objectives,

Pura Airports menetapkan 5 arah strategis sebagai acuan

Angkasa Pura Airports have stipulated 5 strategic directions

penyusunan strategi tahunan sebagai berikut.

as the reference in the preparation of annual strategy as follows:

The Best 10 Airport Operator in Asia 1. Service Exellence 2. Revenue Enhancement

3. Environment

4. Reasonable Cost 5. Sound Organization







SERVICES EXCELLENT

SERVICES EXCELLENCE

•

Peningkatan CSI

•

CSI Improvement

•

Peremajaan Alat-alat Produksi

•

Renovation of Production Equipment

•

Pelaksanaan Pembangunan Bandara DPS,BPN,T2 SUB

•

Implementation of Airport Development at DPS, BPN,

•

Pemenuhan Jumlah SDM dan Fasilitas Produksi

T2 SUB •

Fulfillment of Human Resources Quantity and Production Facilities

REVENUE ENHANCEMENT •

Optimalisasi

sistem

REVENUE ENHANCEMENT kerjasama

dengan

mitra/

•

Non

•

konsesioner •

Peningkatan

concessioners Pendapatan

Aeronautika

dan

Aeronautika •

Optimalization of cooperation system with partners/

Pembentukan anak perusahaan

Enhancement of Aeronautics and Non-Aeronautics Revenues

•

Establishment of subsidiaries

REASONABLE COST

REASONABLE COST

•

Efektifitas penggunaan anggaran

•

Effectiveness of budget utilization

•

Menjaga keseimbangan peningkatan pendapatan

•

Maintaining balance between revenues enhancement

terhadap peningkatan biaya

and costs increase

ENVIRONMENT

ENVIRONMENT

•

Penyaluran program Kemitraan

•

Distribution of Partnership programs

•

Pemberian Dana Program Bina Lingkungan

•

Provision of Community Development Program Fund

•

Penerapan Eco Green Airport

•

Implementation of Eco Green Airport

•

Dampak sosial & ekonomi serta penyerapan tenaga

•

Social & economic impact as well as absorption of local

kerja lokal

manpower

SOUND ORGANIZATION

SOUND ORGANIZATION

•

Restrukturisasi organisasi

•

Organizational restructuring

•

Workshop budaya baru perusahaan

•

Workshop on the new corporate culture

•

Pencanangan Center For Excelent

•

Announcement of the Center for Excellence

•

Management training melalui strategic patnership

•

Management training through strategic partnership

•

Penetapan Master Plan IT

•

Stipulation of IT Master Plan

•

Reaktivasi training untuk berbagai level

•

Reactivation of training at various levels

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60


Laporan Dewan Komisaris

REPORT OF THE BOARD OF COMMISSIONERS







Kondisi perekonomian nasional dan pertumbuhan sektor pengangkutan tentu memberikan pengaruh terhadap perjalanan bisnis Angkasa Pura Airports. Kami melihat Angkasa Pura Airports telah mampu melewati 2013 dengan baik. Direksi Angkasa Pura Airports telah berhasil melakukan antisipasi atas tantangan dan peluang yang ada dengan menunjukkan pencapaian kinerja Perseroan yang baik. The national economic condition and transportation growth affects the corporate business journey. we withness that angkasa pura airports is capable to pass through the year 2013 excellently. angkasa pura airports’ directors are success to anticipate the challanges and catch the opportunity by achieving good performance

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62


LAPORAN DEWAN KOMISARIS

REPORT OF THE BOARD OF COMMISSIONERS

Pemegang Saham dan Para Pemangku Kepentingan yang

Dear Shareholders and Stakeholders,

Terhormat, Kondisi perekonomian Indonesia 2013 mengalami tekanan

In 2013, Indonesia’s economic condition was affected by

dari ekonomi global, namun perekonomian Indonesia

the global economic pressure; however, the Indonesia’s

mampu tumbuh sebesar 5,7%. Hasil ini masih tergolong

economy was able to grow by 5.7%. This result is still

lebih baik dengan tingkat pertumbuhan ekonomi dari

considered better compared to the economic growth rate

peer countries. Pertumbuhan tertinggi terjadi pada sektor

of peer countries. The highest growth was in Transportation

Pengangkutan dan Komunikasi yang mencapai 10,19%

and Communication sector, which reached 10.19%, followed

persen, diikuti oleh sektor Keuangan, Real Estat, dan Jasa

by Financial, Real Estate, and Corporate Services sector at

Perusahaan sebesar 7,56%, serta sektor Konstruksi sebesar

7.56%, and Construction sector at 6.57%. Meanwhile, the

6,57%. Sedangkan pertumbuhan sektor Perdagangan, Hotel

growth in Trading, Hotel, and Restaurant sector was 5.93%,

dan Restoran sebesar 5,93% persen, sektor Listrik, Gas dan

Electricity, Gas, and Clean Water sector 5.58%, Processing

Air Bersih sebesar 5,58%, sektor Industri Pengolahan sebesar

Industry sector 5.56%, Services sector 5.46%, Agriculture

5,56%, sektor Jasa-jasa sebesar 5,46%, sektor Pertanian

sector 3.54%, and Mining and Excavation sector 1.34%.

sebesar 3,54%, dan sector Pertambangan dan Penggalian sebesar 1,34%. Pertumbuhan sektor pengangkutan yang tinggi, sejalan

The high growth in the transportation sector is in line with the

dengan pertumbuhan transportasi udara yang semakin

growth in air transportation, which increasingly becomes the

menjadi pilihan publik. Penggunaan transportasi udara

public’s choice. The use of air transportation is not a luxury

bukan lagi menjadi hal yang mewah sebab semakin

anymore because many people choose to travel by plane.

banyak kalangan yang memilih menggunakan pesawat

This is supported by the emergence of low cost carrier (LCC)

untuk bepergian. Hal ini didukung oleh hadirnya konsep

concept and the Airport City concept all over the world.

penerbangan berbiaya murah (low cost carrier/ LCC) dan konsep Airport city yang tengah berlangsung di seluruh dunia. Kondisi perekonomian nasional dan pertumbuhan sektor

The national economic condition and growth in the

pengangkutan tersebut, tentu memberikan pengaruh

transportation sector certainly made an impact on the course

terhadap perjalanan bisnis Angkasa Pura Airports. Kami

of business of Angkasa Pura Airports. We saw that Angkasa

melihat Angkasa Pura Airports telah mampu melewati 2013

Pura Airports has been able to perform well in 2013. The

dengan baik. Direksi Angkasa Pura Airports telah berhasil

Board of Directors of Angkasa Pura Airports has succeeded

melakukan antisipasi atas tantangan dan peluang yang ada

in anticipating the existing challenges and opportunities

dengan menunjukkan pencapaian kinerja Perseroan yang

by demonstrating good performance achievement of the

baik.

Company.

PENILAIAN TERHADAP KINERJA DIREKSI

ASSESSMENT ON THE BOARD OF DIRECTORS’ PERFORMANCE

Secara umum, Direksi telah menunjukkan upaya optimal

In general, the Board of Directors has demonstrated serious

untuk mencapai kinerja terbaik dalam merealisasikan

efforts to achieve the best performance in realizing the

rencana kerja dan anggaran perusahaan (RKAP) yang telah

stipulated Company Work Plan and Budget as a whole. The

ditetapkan. Pencapaian kinerja Perseroan tahun 2013

Company’s performance achievement in 2013 was slightly







sedikit dibawah target disebabkan pengalihan pengelolaan

under the stipulated target, amid the implementation of

kegiatan pelayanan navigasi penerbangan kepada Perum

Government Regulation Number 77 Year 2012 concerning

LPPNPI sesuai dengan Peraturan Pemerintah (PP) Nomor

Perum LPPNPI (the Indonesian Air Navigation Service

77 Tahun 2012 Tentang Perusahaan Umum Lembaga

Provider Institution) with regard to air traffic services (ATS)

Penyelenggara Pelayanan Navigasi Penerbangan Indonesia

management.

(LPPNPI). Dewan Komisaris berpendapat bahwa Perseroan telah

The Board of Commissioners is of the opinion that the

menerapkan tatakelola perusahaan yang baik, memiliki

Company has implemented good corporate governance and

sistem pengendalian intern yang cukup, dan Satuan Kerja

has an adequate internal control system in place, as well as an

Audit Intern yang telah berjalan efektif dan independen.

Internal Audit Work Unit which is functioning effectively and

Dalam pelaksanaan tugas dan tanggung jawab Dewan

independently. In performing the Board of Commissioners’

Komisaris,

dan

duties and responsibility, we always give advice and input to

masukan kepada pihak manajemen (Direksi), sebagai fungsi

kami

senantiasa

memberikan

saran

the management (the Board of Directors), as our supervisory

pengawasan terhadap operasional perseroan.

function to the company’s operations.

KINERJA PERSEROAN 2013

COMPANY’S PERFORMANCE IN 2013

Perseroan telah berhasil mencapai laba bersih tahun berjalan

The Company has succeeded to book net income for the

dan rasio-rasio keuangan yang baik terhadap target yang

current year and good financial ratios in accordance with the

ditetapkan dalam rencana kerja dan anggaran perusahaan

targets stipulated in the company work plan and budget for

(RKAP) 2013. Laba bersih tahun berjalan sebesar Rp645,17

2013. Net income for the current year was Rp645.17 billion,

miliar, atau mencapai 130,43% terhadap target laba bersih

or 130.43% of net income for the current year targeted in the

tahun berjalan RKAP sebesar Rp494,64 miliar.

company work plan and budget in the amount of Rp494.64 billion.

Dewan Komisaris sangat mengapresiasi atas pencapaian

BOC greatly appreciate the achievement net profit target

target laba bersih tahun 2013. Pencapaian laba tersebut

in 2013. The achievement is resulted by an increase in

diakibatkan peningkatan pendapatan non-aeronautika

non-aeronautical revenues amounted to 29.75% from the

sebesar 29,75% dari tahun sebelumnya, meskipun kegiatan

previous year, although the management of navigation

pelayanan navigasi telah dialihkan pengelolaannya kepada

services have been transferred to PERUM LPPNPI. In terms

Perum LPPNPI. Dari sisi likuiditas, Perusahaan cukup mampu

of liquidity, the Company is quite capable obligations both

memenuhi kewajiban baik jangka pendek maupun jangka

short and long long.

panjang. PENGENDALIAN INTERN

INTERNAL CONTROL

Dewan Komisaris senantiasa memantau pelaksanaan

The Board of Commissioners always monitors the

pengendalian intern Perseroan melalui evaluasi atas laporan

implementation of the Company’s internal control through

internal audit dan eksternal audit yang disampaikan oleh

evaluation of the internal audit report submitted by the

Direksi. Dewan Komisaris melakukan telaah atas laporan

Board of Directors. The Board of Commissioners performs an

pengendalian intern melalui Komite Audit dalam rapat

assessment on the internal control report through the Audit

internal komite secara berkala maupun rapat koordinasi

Committee in the committee’s internal meeting on a regular

Komite Audit dengan unit internal audit.

basis as well as in coordination meeting between the Audit Committee and internal audit unit.

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64


Dewan Komisaris meminta kepada Direksi untuk memperkuat

The Board of Commissioners requested the Board of

fungsi audit internal, diantaranya peningkatan kompetensi

Directors to strengthen the internal audit function, among

auditor sehingga hasil pemeriksaan dapat disampaikan secara

other things by improving auditor’s competency in order

optimal, meminta dilakukannya performance audit pada

that the audit result can be presented optimally, requiring

beberapa unit kerja, dan memastikan terdapat pemahaman

that a performance audit is conducted on several work units,

dan persepsi mengenai risiko terkait pelaksanaan risk based

and ensuring the understanding and perception of risks

audit antara Audit Internal dengan Auditee.

related to the implementation of risk-based audit between the Internal Audit and the Auditee.

Dalam pengelolaan risiko perseroan, Dewan Komisaris

With regard the company’s risk management, the Board of

menilai bahwa Direksi telah melakukan berbagai upaya

Commissioners considered that the Board of Directors has

untuk memenuhi kecukupan sistem pengendalian risiko.

made various efforts to fulfill the adequacy of risk control

Dewan Komisaris berpendapat fungsi kepatuhan telah

system. The Board of Commissioners is of the opinion that

berjalan dengan baik dan pengelolaan perseroan telah sesuai

the compliance function has been functioning properly and

dengan peraturan perundang-undangan yang berlaku.

the management of the company has been in accordance with the applicable laws and regulations.

TATA KELOLA PERUSAHAAN

CORPORATE GOVERNANCE

Dewan Komisaris senantiasa melaksanakan tugas dan

The Board of Commissioners always performs its duties and

tanggungjawabnya secara profesional dan independen

responsibility professionally and independently based on

dengan berlandaskan pada tatakelola perusahaan yang

good corporate governance. The Board of Commissioners

baik. Dewan Komisaris berkomitmen untuk proaktif

is committed to be proactive in performing its supervisory

dalam melaksanakan fungsi pengawasan perseroan, baik

function on the company, either in the process of formulation

pada proses perumusan Corporate Plan, penyusunan dan

of Corporate Plan, preparation and implementation of

implementasi Rencana Bisnis Perseroan, pemantauan

Corporate Business Plan, performance monitoring, as well

kinerja, serta penerapan manajemen risiko dan penerapan

as risk management implementation and Good Corporate

Good Corporate Governance. Pelaksanaan fungsi Pengawasan

Governance implementation. The implementation of

oleh Dewan Komisaris antara lain dilaksanakan melalui:

Supervisory function by the Board of Commissioners is

Rapat Internal Dewan Komisaris dan Rapat Dewan Komisaris

conducted, among other things, through: Meetings of the

dengan Direksi.

Board of Commissioners and Joint Meetings between the Board of Commissioners and Board of Directors.

Dewan Komisaris telah memiliki Kebijakan Pengawasan

The Board of Commissioners has Working Guidelines and

(Pedoman) terkait pemenuhan Good Corporate Governance

Rules of Order of the Board of Commissioners of Angkasa

(GCG) dan Pedoman/Program Kerja Dewan Komisaris yang

Pura Airport. These Working Guidelines and Rules of Order

mengatur tentang pembagian bidang tugas masing-masing

govern the main function, organizational structure, work

Komisaris.

ethics, working hours, and implementation of meetings of the Board of Commissioners.

PANDANGAN ATAS PROSPEK USAHA

VIEW ON BUSINESS PROSPECT

Terhadap prospek dan pengembangan usaha Perseroan yang

With regard to the Company’s business prospect and

disusun oleh manajemen, Dewan Komisaris berpendapat

development prepared by the management, the Board of

bahwa prospek usaha tersebut telah menyesuaikan dan

Commissioners is of the opinion that the business prospect

memperhatikan visi dan misi, strategi perusahaan dan

has been adjusted and taken into account the company’s

Rencana Jangka Panjang Perusahaan (RJPP), kondisi

vision, mission, and strategy, as well as the Company Long-

perekonomian ke depan, kebijakan pemerintah, dukungan

Term Plan, future economic condition, government policy,

Pemegang Saham, peningkatan dan penguatan organisasi,

Shareholders’ support, organizational improvement and







jaringan, sumber daya manusia, manajemen risiko, dan

strengthening, network, human resources, risk management,

teknologi yang tersedia.

and available technology.

Arah strategis perusahaan ke depan adalah mewujudkan

Future strategic direction of the Company is to manifest that

bandara yang dikelola oleh PT Angkasa Pura Airports

the airports under management by Angkasa Pura Airports

menjadi salah satu bandara terbaik di Asia. 5 arah strategis

will be one of the best airports in Asia. 5 strategic direction

sebagai acuan penyusunan strategi tahunan yang berusaha

as a reference for the preparation of the annual strategy

ditingkatkan adalah: service excellence, revenue enhancement,

that seeks to improve are: service excellence, revenue

environment, reasonable cost, dan sound organization.

enhancement, environment, reasonable cost, and sound organization.

Dewan Komisaris memiliki keyakinan bahwa Direksi beserta

The Board of Commissioners has the confidence that the

jajarannya mampu meningkatkan pelayanan kepada

Board of Directors and all its members will be able to take

pangguna jasa kebandarudaraan yang ditunjukkan dengan

every business opportunity and achieve the stipulated

capaian Customer Satisfaction Index yang penilaiannya

business

dilakukan oleh pihak independen, yaitu: Indonesian

achievement measured by Customer Satisfaction Index (CSI)

National Air Carrier Association (INACA) dan Airport Council

of which assessment is conducted by an independent party,

International (ACI) yang hasilnya terus meningkat dan

namely: Indonesian National Air Carrier Association (INACA)

mampu mengambil setiap peluang bisnis dan mencapai

and Airport Council International (ACI), the result continues

target bisnis yang ditetapkan dengan pencapaian kinerja

to increase and able to take on any business opportunities

yang memuaskan.

and achieve business targets set by the achievement of

target

through

satisfactory

performance

performance satisfying. KOMPOSISI DEWAN KOMISARIS

COMPOSITION OF THE BOARD OF COMMISSIONERS

Struktur kepengurusan Dewan Komisaris pada 2013,

In 2013, the organization structure of the Board of

tidak mengalami perubahan dengan jumlah sebanyak 6

Commissioners did not undergo any change in terms

(enam) orang, yaitu seorang Komisaris Utama dan 5 (lima)

of number of commissioners, which consist of 6 (six)

orang anggota Komisaris. Komposisi keanggotaan Dewan

members, namely one President Commissioner and 5 (five)

Komisaris Angkasa Pura Airport mengalami perubahan, yaitu

Commissioners. The composition of members of the Board

dengan pengangkatan Sdr. Askolani, SE. MA. menggantikan

of Commissioners of Angkasa Pura Airport has changed,

Sdr. Dr. Robert Pakpahan berdasarkan Keputusan Menteri

namely with the appointment of Mr. Askolani, SE. MA., who

Negara BUMN Nomor: SK-208/MBU/2013.

replaced Dr. Robert Pakpahan by virtue of Decree of the State Minister of State-Owned Enterprises Number: SK-208/

Kami mengucapkan selamat bergabung dengan Angkasa

MBU/2013.

Pura Airport kepada anggota Dewan Komisaris yang baru. Secara keseluruhan Kepengurusan Dewan Komisaris 2013,

We congratulate the new members of the Board of

yaitu: Drs. Suratto Siswodihardjo sebagai Komisaris Utama,

Commissioners for joining Angkasa Pura Airport. Overall,

Prof. Dr. Eddy Mulyadi Supardi sebagai Komisaris, Bernadus

the composition of the Board of Commissioners in 2013

Didik Prasetyo sebagai Komisaris, Drs. Hakamuddin Djamal,

was namely as follows: Drs. Suratto Siswodihardjo as

M.Si sebagai Komisaris, Askolani, SE.MA sebagai Komisaris

President Commissioner, Prof. Dr. Eddy Mulyadi Supardi as

dan Ir. Tunjung Inderawan M.Si sebagai Komisaris.

Commissioner, Bernadus Didik Prasetyo as Commissioner, Drs. Hakamuddin Djamal, M.Si as Commissioner, Askolani, SE.MA as Commissioner, and Ir. Tunjung Inderawan M.Si as Commissioner.

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PENILAIAN KOMITE-KOMITE DI BAWAH DEWAN

ASSESSMENT OF THE COMMITTEES UNDER THE BOARD

KOMISARIS

OF COMMISSIONERS

Dewan Komisaris melaksanakan fungsi pengawasan dibantu

The Board of Commissioners performs the supervisory

oleh dua komite yaitu Komite Audit serta Komite Risiko

function assisted by three committees, namely the Audit

Usaha dan GCG. Komite-komite tersebut dipimpin oleh

Committee, Business Risk Committee, and GCG Committee.

seorang ketua berasal dari Komisaris Independen.

These committees are led by a chairperson, who is selected from among the Independent Commissioners.

Komite-komite di jajaran Dewan Komisaris tersebut telah

These committees under the Board of Commissioners have

memiliki Piagam Komite (Committee Charter) dan Pedoman

Working Guidelines in place and have been functioning

Kerja yang telah berfungsi dengan baik. Sejalan dengan

properly. In line with their duties, these committees also

tugasnya komite-komite tersebut juga melaksanakan

interact regularly with the management and relevant work

interaksi secara rutin dengan manajemen dan unit kerja

units. The Board of Commissioners considered that these

terkait. Dewan Komisaris menilai bahwa Komite-komite di

Committees under the Board of Commissioners have

bawah Dewan Komisaris telah melaksanakan tugas dan

performed their duties and responsibility in accordance with

tanggung jawabnya sesuai dengan pedoman kerja Komite

the Committees’ working guidelines and have reported their

dan telah melaporkan kinerja komite secara berkala.

performance on a regular basis.

APRESIASI

APPRECIATION

Dewan Komisaris menyadari bahwa tahun 2013 merupakan

We are aware of that the performance achievement in

tahun yang cukup berat bagi Manajemen Angkasa Pura

2013 was the result of hard work and dedication of all of

Airports, di samping pengalihan pengelolaan kegiatan

the Company’s employees and management. Finally, for

navigasi penerbangan kepada Perum LPPNPI juga harus

such a good performance, we express our appreciation and

menyelesaikan proyek-proyek pengembangan Bandara I

thanks to all of the Company’s employees and management,

Gusti Ngurah Rai - Bali, Terminal 2 Bandara Juanda - Surabaya,

Shareholders, and Stakeholders for their support and trust to

dan Bandara Sepinggan - Balikpapan. Atas kerja keras

Angkasa Pura Airport until now.

dalam pencapaian kinerja tahun 2013, Dewan Komisaris menyampaikan penghargaan dan terima kasih kepada seluruh karyawan dan manajemen, Pemegang Saham, dan Pemangku Kepentingan atas dukungan dan kepercayaan pada Angkasa Pura Airports selama ini.

PT Angkasa Pura I (Persero). Atas Nama Dewan Komisaris PT Angkasa Pura I (Persero) On Behalf of the Board of Commissioners

Suratto Siswodihardjo Komisaris Utama | President Commissioner







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68


Profil Dewan Komisaris

PROFILE OF THE BOARD OF COMMISSIONERS

Eddy Mulyadi Soepardi

Hakamuddin Djamal

Suratto Siswodihardjo

Komisaris Commissioner


Komisaris Utama President Commissioner







69

Robert Pakpahan

Tundjung Inderawan

B. Didik Prasetyo




70


Suratto Siswodihardjo Komisaris Utama | President Commissioner

Warga Negara Indonesia, 66 tahun. Lahir di Solo pada

He is an Indonesian Citizen, age 66 years. He was born in Solo

tanggal 2 Juli 1946.

on July 2, 1946.

Menamatkan pendidikan Administrasi Bisnis di Universitas

He completed his study in Business Administration at the

Negeri Jakarta pada tahun 1992 dan pendidikan Akademi

State University of Jakarta in 1992 and his education at the

TNI Angkatan Udara di Yogyakarta pada tahun 1969.

Indonesian National Army’s Air Force Academy in Yogyakarta in 1969.

Menjabat sebagai Komisaris Utama Perseroan sejak 21 Juli

He holds the position of President Director at the Company

2010. Saat ini beliau juga menjabat sebagai Dewan Audit

since July 21, 2010. Currently, he also holds the position

Bank Bukopin sejak tahun 2001 dan Komisaris PT Prosys

as member of Bank Bukopin Audit Board since 2001 and

Engineers International sejak tahun 2005. Beliau juga pernah

Commissioner of PT Prosys Engineers International since

menjabat berbagai posisi penting diantaranya sebagai

2005. He has also held various important positions, among

Komisaris Perseroan (2006-2010), Komisaris Bank Bukopin

others, as Commissioner at the Company (2006-2010),

(2001-2002), Komisaris PT Sweet Indo Lampung (1998-2002),

Commissioner of Bank Bukopin (2001-2002), Commissioner

dan sebagai Komisaris PT Indo Lampung Perkasa (1998-

of PT Sweet Indo Lampung (1998-2002), and Commissioner

2000).

of PT Indo Lampung Perkasa (1998-2000).

Dasar Pengangkatan pertama kali, SK Meneg BUMN Nomor:

His first appointment was by virtue of Decree of the State

KEP-133/MBU/2010 tanggal 21 Juli 2010.

Minister of State-Owned Enterprises Number: KEP-133/ MBU/2010 dated July 21, 2010.

Tidak memiliki hubungan afiliasi dengan anggota Direksi

He has no affiliated relationship with members of the

dan anggota Dewan Komisaris lainnya, maupun pemegang

Board of Directors and other members of the Board of

saham.

Commissioners, or with the shareholders.







Hakamuddin Djamal Komisaris | Commissioner

Warga Negara Indonesia, 68 tahun. Lahir di Makassar pada

He is an Indonesian Citizen, aged 68 years. He was born in

tanggal 10 November 1944.

Makassar on November 10, 1944.

Menamatkan pendidikan Sarjana Ilmu Administrasi Niaga

He completed his education as Bachelor of Business

pada tahun 1970 dari Fakultas Ilmu Pemerintahan (IIP)

Administration at Jakarta Institute of Public Administration

Jakarta dan lulus Pasca Sarjana Magister Ilmu Pemerintahan

in 1970 and completed his master’s study as Master of Public

pada tahun 2002.

Administration in 2002.

Menjabat sebagai Komisaris Perseroan sejak 9 November

He holds the position of Commissioner at the Company

2007. Beliau juga pernah menjabat berbagai posisi penting

since November 9, 2007. He has also held various important

diantaranya sebagai Pelaksana Tugas Gubernur Banten (2000-

positions, among others, as Acting Governor of Banten

2002), Staf Ahli Menteri Dalam Negeri Bidang Sosial Budaya,

(2000-2002), Expert Staff to the Minister of Home Affairs for

Staf Ahli Menteri Dalam Negeri Bidang Pemerintahan Wilayah

Socio-Cultural Affairs, Expert Staff to the Minister of Home

IV, Staf Ahli Menteri Dalam Negeri Bidang Pemberdayaan

Affairs for Public Administration in Region IV, Expert Staff to

Masyarakat, Sekretaris Wilayah/Daerah Propinsi Sulawesi

the Minister of Home Affairs for Community Empowerment,

Selatan.

Regional Secretary of South Sulawesi Province.

Dasar Pengangkatan pertama kali, Keputusan Menteri BUMN

His first appointment was by virtue of Decree of the

Nomor KEP-255/MBU/2007, tanggal 8 November 2007

State Minister of State-Owned Enterprises Number KEP-

kemudian diangkat kembali sesuai dengan SK Meneg BUMN

255/MBU/2007, dated November 8, 2007, and he was

No: SK-423/MBU/2012, tanggal 8 November 2012.

subsequently reappointed by virtue of Decree of the State Minister of State-Owned Enterprises No: SK-423/MBU/2012,


dated November 8, 2012.

dan anggota Dewan Komisaris lainnya, maupun pemegang saham.

He has no affiliated relationship with members of the Board of Directors and other members of the Board of Commissioners, or with the shareholders.

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72


Tundjung Inderawan Komisaris | Commissioner

Warga Negara Indonesia, 60 tahun. Lahir di Madiun pada


tanggal 31 Juli 1953.

Madiun on July 31, 1953.

Menamatkan pendidikan S1 Teknik Sipil di Institut Teknologi

He completed his undergraduate study in Civil Engineering

Bandung pada tahun 1978 dan pendidikan S2 Sumber Daya

at Bandung Institute of Technology in 1978 and master’s

Pesisir Lautan di Institut Pertanian Bogor pada tahun 2002.

study in Coastal and Marine Resources at Bogor Institute of Technology in 2002.



2011. Saat ini beliau juga menjabat sebagai Dirjen

since November 24, 2011. Currently, he also holds the

Perkeretaapian Kementerian Perhubungan RI sejak tahun

position of Director General of Railways at the Ministry of


Transportation of the Republic of Indonesia since 2009. He

diantaranya sebagai Kepala Biro Perencanaan Kementerian

has also held various important positions, among others, as

Perhubungan RI pada tahun 2006 hingga tahun 2009

Head of Planning Bureau at the Ministry of Transportation of

dan Kepala Program Biro Perencanaan Kementerian

the Republic of Indonesia from 2006 to 2009 and Program

Perhubungan RI pada tahun 2005 hingga tahun 2006.

Head of Planning Bureau at the Ministry of Transportation of the Republic of Indonesia from 2005 to 2006.



KEP-240/MBU/2011 tanggal 24 November 2011.

Minister of State-Owned Enterprises Number: KEP-240/ MBU/2011 dated November 24, 2011.





saham.








Robert Pakpahan Komisaris | Commissioner

Warga Negara Indonesia, 53 tahun. Lahir di Tanjung Balai


pada 20 Oktober 1959.

Tanjung Balai on October 20, 1959.

Menerima gelar Diploma III dan IV dari Sekolah Tinggi

He obtained his Diploma III and Diploma IV degrees from

Akuntansi Negara tahun 1987. Beliau kemudian melanjutkan

the State Academy of Accounting in 1987. He subsequently

pendidikannya dan mendapatkan gelar Doktoral di Bidang

continued his education and obtained Doctoral degree in

Ekonomi dari Universitas of North Carolina at Chapel Hill,

the Field of Economics from the University of North Carolina

Amerika Serikat pada tahun 1997

at Chapel Hill, United States, in 1997.

Menjabat sebagai Komisaris Perseroan sejak 15 Mei 2012.

He holds the position of Commissioner at the Company since

Saat ini beliau juga menjabat sebagai Staf Ahli Menteri

May 15, 2012. Currently, he also holds the position as Expert

Keuangan Bidang Penerimaan Negara sejak tahun 2011.

Staff to the Finance Minister for State Revenues since 2011.

Beliau juga pernah menjabat berbagai posisi penting

He has also held various important positions, among others,

diantaranya sebagai Direktur Transformasi Proses Bisnis

as Director of Business Process Transformation from 2006 to

pada tahun 2006 hingga tahun 2011, Direktur Potensi dan

2011, Director of Tax Potential and System from 2005 to 2006,

Sistem Perpajakan pada tahun 2005 hingga tahun 2006,

Assessment Staff for Tax Extensification and Intensification

Tenaga Pengkaji Bidang Ekstensifikasi dan Intensifikasi Pajak

at the Secretariat of Directorate General of Taxes from 2003

Sekretariat Direktorat Jenderal Pajak pada tahun 2003 hingga

to 2005, Head of Tax Services for Public Listed Companies

tahun 2005, Kepala Bidang Pelayanan Pajak Perusahaan

in 2002, and Head of Sub-Directorate of Analysis, Planning,

Masuk Bursa pada tahun 2002, dan Kepala Sub Direktorat

and Taxation System of the Directorate of Planning, Potential,

Analisis dan Perencanaan dan Sistem Perpajakan, Direktorat

and Taxation at the Head Office of the Directorate General of

Perencanaan, Potensi dan Perpajakan Kantor Pusat Direktorat

Taxes from 1999 to 2002.

Jenderal Pajak pada tahun 1999 hingga tahun 2002. Dasar Pengangkatan pertama kali, Keputusan Menteri


BUMN Nomor SK-195/MBU/2012 tanggal 11 Mei 2012

Minister of State-Owned Enterprises Number SK-195/

dan Pengangkatan kembali berdasarkan SK Meneg BUMN

MBU/2012 dated May 11, 2012 and his Reappointment was

No.SK-117/MBU/2013 tanggal 4 Februari 2013.

by virtue of Decree of the State Minister of State-Owned Enterprises No. SK-117/MBU/2013 dated February 4, 2013.

Tidak memiliki hubungan afiliasi dengan anggota Direksi dan anggota Dewan Komisaris lainnya, maupun pemegang


saham.

Board of Directors and other members of the Board of Commissioners, or with the shareholders.

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74


B. Didik Prasetyo Komisaris | Commissioner

Warga Negara Indonesia, 44 tahun. Lahir di Surabaya, pada


tanggal 4 Desember 1968.

Surabaya on December 4, 1968.

Menamatkan pendidikan Strata Satu pada Institut Pertanian

He completed his undergraduate study at Bogor Institute

Bogor, jurusan Manajemen Hutan pada tahun 1995 dan

of Agriculture, majoring in Forest Management, in 1995 and

memperoleh gelar Magister Hukum, jurusan Hukum

obtained the Master of Law degree, majoring in Economic

Ekonomi dari Universitas Indonesia pada tahun 2006.

Law, from the University of Indonesia in 2006.


He holds the position of Commissioner at the Company since

2012. Saat ini beliau juga menjabat sebagai Asisten Deputi

November 26, 2012. Currently, he also holds the position of

Bidang Usaha Industri Primer Kementerian Negara BUMN

Assistant Deputy for Primary Industry Business at the State

sejak tahun 2012. Beliau juga pernah menjabat berbagai

Ministry of State-Owned Enterprises since 2012. He has also

posisi penting diantaranya sebagai Kabid Industri Primer IA

held various important positions, among others, as Head

Kementerian Negara BUMN pada tahun 2010 hingga tahun

of Primary Industry IA at the State Ministry of State-Owned

2012, Kabid Perkebunan IIA Kementerian Negara BUMN

Enterprises from 2010 to 2012, Head of Plantation IIA at the

pada tahun 2008 hingga tahun 2010, Kabag Perlengkapan,

State Ministry of State-Owned Enterprises from 2008 to 2010,

Rumah Tangga dan Protokol Kementerian Negara BUMN

Head of Equipment, Household, and Protocol Division at the

pada tahun 2006 hingga tahun 2008, Kasubid Evaluasi Usaha

State Ministry of State-Owned Enterprises from 2006 to 2008,

Sarana Produksi Pertanian Kementerian Negara BUMN pada

Head of Agricultural Production Facility Business Evaluation

tahun 2002 hingga tahun 2006.

Subdivision at the State Ministry of State-Owned Enterprises from 2002 to 2006.

Dasar Pengangkatan pertama kali, SK Meneg BUMN No: SK423/MBU/2012, tanggal 26 November 2012.

His first appointment was by virtue of Decree of the State Minister of State-Owned Enterprises No.: SK-423/MBU/2012,


dated November 26, 2012.

dan anggota Dewan Komisaris lainnya, maupun pemegang saham.

He has no affiliated relationship with members of the Board of Directors and other members of the Board of Commissioners, or with the shareholders.







Eddy Mulyadi Soepardi Komisaris | Commissioner

Warga Negara Indonesia, 58 tahun. Lahir di Bogor pada


tanggal 30 Oktober 1954.

Bogor on 30 October 30, 1954.

Menamatkan pendidikan S2 Magister Manajemen STIE IPWI

Graduated Magister Management from STIE IPWI Jakarta

Jakarta pada tahun 1995 dan pendidikan S3 Bidang Ilmu

in 1995 and Doctoral Degree in Economic and Accounting

Ekonomi-Akuntansi Universitas Padjadjaran Bandung lulus

from Padjadjaran University Bandung in 2005.

tahun 2005. Menjabat sebagai Komisaris Peseroan sejak 26 November



since November 26, 2012. He has also held various important

diantaranya sebagai Deputi Kepala BPKP, di Deputi Bidang

positions, among others, as Deputy Head of the Finance

Investigasi pada tahun 2011, Kepala Perwakilan BPKP

and Development Supervisory Board, as the Deputy for

Provinsi DKI Jakarta 1 pada tahun 2010, Direktur Investigasi

Investigation in 2011, Chief Representative of the Finance

Badan Usaha Milik Negara dan Badan Usaha Milik Daerah

and Development Supervisory Board of Jakarta 1 Special

pada tahun 2007, Direktur Investigasi Hambatan Kelancaran

Capital Region Province in 2010, Director of Investigation on

Pembangunan, Deputi Bidang Investigasi pada tahun 2006,

State-Owned Enterprises and Regional-Owned Enterprises

Kepala Sub Direktorat Investigasi Badan Usaha Milik Negara,

in 2007, Directorate of Investigation on Constraints for the

Direktorat Investigasi BUMN dan BUMD, Deputi Bidang

Smoothness of Development, as Deputy for Investigation

Investigasi pada tahun 2002.

in 2006, Head of Sub-Directorate of Investigation on StateOwned Enterprises, at the Directorate of Investigation on State-Owned Enterprises and Regional-Owned Enterprises, as Deputy for Investigation in 2002.

Dasar Pengangkatan pertama kali, SK Meneg BUMN No: SK-


423/MBU/2012, tanggal 26 November 2012.

Minister of State-Owned Enterprises No: SK-423/MBU/2012, dated November 26, 2012.





saham.


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76


Laporan Dewan Direksi

REPORT OF THE BOARD OF DIRECTORS







30

%

Perseroan membukukan laba bersih tahun 2013 sebesar Rp645,17 miliar, atau mencapai 130,43% dari target yang ditetapkan dalam RKAP sebesar Rp494,64 miliar. Aset Perseroan secara konsolidasi sebesar Rp12,98 triliun, mencapai 92,36% terhadap target yang ditetapkan RKAP sebesar Rp14,05 triliun. Dengan pemisahan pengelolaan Pemandu Lalu Lintas Udara dari PT Angkasa Pura I (Persero) ke Perum LPPNPI, Perseroan tetap kuat dalam menghasilkan pendapatan melalui jasa non-aeronautika yang meningkat sebesar 30%. Pendapatan non-aeronautika di 2013 sebesar Rp998,44 miliar dari Rp769,50 miliar di 2012. The Company has booked net income for the current year in the amount of Rp645.17 billion, or 130.43% of net income for the current year targeted in the Company Work Plan and Budget in the amount of Rp494.64 billion. The Company’s consolidated assets were amounting to Rp12.98 trillion, or 92.36% of the target stipulated in the Company Work Plan and Budget in the amount of Rp14.05 trillion. With the separation of air traffic management PT Angkasa Pura I (Persero) to Perum LPPNPI, the Company remains strong in generating revenue through non-aeronautical services increased by 30%. Nonaeronautical revenues in 2013 amounted to Rp998, 44 billion from Rp769, 50 billion in 2012.

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78


Para Pemegang Saham dan Pemangku Kepentingan yang

Dear Shareholders and Stakeholders,

terhormat, Puji dan syukur kami panjatkan kepada Tuhan yang

We give our praise and thanks to God the Almighty for all

Maha Esa atas semua pencapaian dan prestasi yang telah

achievement and performance of Angkasa Pura in 2013.

diraih Angkasa Pura Airport pada tahun 2013. Perseroan

The Company has booked a good performance, although a

telah membukukan kinerja yang baik, walaupun masih

number of financial indicators were still slightly below the

terdapat sejumlah indikator keuangan yang sedikit di

target stipulated in the Company Work Plan and Budget

bawah target yang ditetapkan dalam Rencana Kerja dan

for 2013. In its effort of achieving a sustainable business,

Anggaran Perusahaan (RKAP) 2013. Dalam upaya mencapai

the Company is always guided by the vision and mission

sustainable growth usaha Perseroan, manajemen senantiasa

agreed by all levels of management and employees. For that

berpedoman pada visi dan misi yang telah disepakati oleh

purpose, on behalf of the Board of Directors of PT Angkasa

seluruh jajaran. Untuk itu, Kami atas nama Direksi PT Angkasa

Pura I (Persero), we present you the report on the Company’s

Pura I (Persero) melaporkan kinerja Perseroan tahun 2013.

performance in 2013.

PERKEMBANGAN PEREKONOMIAN INDONESIA

INDONESIA’S ECONOMIC DEVELOPMENT

Pada tahun 2013, pertumbuhan ekonomi dunia masih

In 2013, global economic growth was still weakening.

mengalami pelemahan. Pertumbuhan ekonomi global

Global economic growth was recorded at 3.0%, a slowdown

tercatat sebesar 3,0%, melambat dibandingkan 2012 yang

compared to 3.2% in 2012. Indonesia, as part of the global

sebesar 3,2%. Indonesia, sebagai bagian dari ekonomi

economic, was also affected by the change in global

global, turut merasakan pengaruh atas perubahan ekonomi

economy. Amid the trend of slowdown in domestic

dunia. Di tengah tren perlambatan ekonomi domestik, inflasi

economy, inflation soared as an impact of the hike in the

meningkat tinggi sebagai dampak dari kenaikan harga

price of subsidized fuel and the increase in food price.

BBM bersubsidi dan kenaikan harga pangan. Sementara itu,

Meanwhile, core inflation in 2013 was still under control,

inflasi inti 2013 masih terkendali tertolong oleh permintaan

helped by the slowdown in domestic demand, the knock-

domestik yang melambat, dampak lanjutan pelemahan nilai

on effect of the further weakening of exchange rate, which

tukar yang belum terlalu kuat, serta harga komoditas global

was not very strong at that time, and the decrease in global

yang menurun.

commodity price.

Inflasi pada 2013 mencapai 8,4%, lebih tinggi dari inflasi 2012

In 2013, inflation reached 8.4%, higher than 4.3% in 2012, and

sebesar 4,3%, dan jauh di atas kisaran sasaran inflasi 4,5%. Hal

far above the inflation target range of 4.5% ± 1%. This has

tersebut menyebabkan melesetnya sasaran pertumbuhan

resulted in the failure to achieve economic growth target of

ekonomi dari sebesar 6,3% hanya tercapai sebesar 5,8%.

6.3% in 2013, in which only 5.8% was achieved. Nevertheless,

Meskipun demikian, hasil ini masih tergolong lebih baik

such result is still considered better than the economic

dengan tingkat pertumbuhan ekonomi dari peer countries.

growth rate of peer countries.

Pertumbuhan ekonomi Indonesia tersebut berasal dari

The Indonesia’s economic growth was caused by growth

pertumbuhan semua sektor ekonomi. Pertumbuhan

in all economic sectors. The highest growth occurred in

tertinggi terjadi pada sektor Pengangkutan dan Komunikasi

Transportation and Communication sector at 10.19%,

yang mencapai 10,19% persen, diikuti oleh sektor Keuangan,

followed by Financial, Real Estate, and Corporate Services

Real Estat, dan Jasa Perusahaan sebesar 7,56%, serta sektor

sector at 7.56%, and Construction sector at 6.57%. Meanwhile,

Konstruksi sebesar 6,57%. Sedangkan pertumbuhan sektor

growth in Trading, Hotel and Restaurant sector was 5.93%,

Perdagangan,Hotel dan Restoran sebesar 5,93% persen, sektor Listrik, Gas dan Air Bersih sebesar 5,58%, sektor Industri







Pengolahan sebesar 5,56%, sektor Jasa-jasa sebesar 5,46%,

Electricity, Gas, and Clean Water sector 5.58%, Processing

sektor Pertanian sebesar 3,54%, dan sektor Pertambangan

Industry sector 5.56%, Services sector 5.46%, Agriculture

dan Penggalian sebesar 1,34%.

sector 3.54%, and Mining and Excavation sector 1.34%.

Seiring

global,

In line with the current development, there is a rapid

pertumbuhan transportasi udara menjadi sangat cepat.

dengan

perkembangan

ekonomi

growth in air transportation. The use of air transportation is

Penggunaan transportasi udara bukan lagi menjadi hal

not a luxury anymore since there is an increasing number

yang mewah sebab semakin banyak kalangan yang memilih

of people who travel by plane. This is supported by the

menggunakan pesawat untuk bepergian. Hal ini didukung

emergence of low cost carrier (LCC) concept and the Airport

oleh hadirnya konsep penerbangan berbiaya murah (low

City concept all over the world.

cost carrier/ LCC) dan konsep Airport city yang tengah berlangsung di seluruh dunia. Di

Indonesia,

program

Masterplan

Percepatan

dan

In Indonesia, the Master Plan for the Acceleration and

Perluasan Pembangunan Ekonomi Indonesia (MP3EI) telah

Expansion of Indonesia’s Economic Development (MP3EI)

menjadikan pembangunan konektivitas antar daerah

program has considered the development of interregional

sebagai suatu hal yang penting untuk menjadi prioritas

connectivity as an important matter to become the main

utama. Pelaksanaan program tersebut merupakan bentuk

priority. The implementation of this program is a form of

tindak lanjut terhadap kebutuhan peningkatan standar

follow-up to the demand for improvement of airport service

layanan bandara yang

menuntut industri penerbangan

standard, which required the aviation industry to always

untuk senantiasa meningkatkan kualitas seluruh sarana dan

improve the quality of all its facilities and infrastructure.

prasarananya. Bandara dikembangkan dan diperlengkapi

Airports are expanded and equipped in order not to merely

agar tidak hanya menjadi sebuah terminal pesawat, namun

become an aircraft terminal, but also an entertainment

juga sebagai pusat hiburan. Sistem keamanan bandara pun

center. Airport security system is also improved to become

ditingkatkan menjadi sistem keamanan yang terintegrasi

a security system which is integrated to the planning of

dengan perencanaan program keamanan penerbangan

aviation security program based on modern application.

yang berbasis aplikasi moderen. STRATEGI USAHA

BUSINESS STRATEGY

Kondisi ekonomi 2013 telah memberikan tantangan

Economic condition in 2013 has posed a challenge, and at

sekaligus peluang bisnis bagi Perseroan untuk mengokohkan

the same time business opportunity, for the Company to

eksistensi dalam industri transportasi jasa kebandarudaraan

strengthen its existence in airport service transportation

melalui penentuan sasaran dan strategi bisnis yang tepat.

industry through the stipulation of the appropriate business

Angkasa Pura Airports sebagai salah satu pengelola

goals and strategy. As one of the airport management

kebandarudaraan di Indonesia memiliki visi dan misi untuk

companies in Indonesia, Angkasa Pura Airports has the

dapat mengangkat citra Indonesia di mata dunia dengan

vision and mission of improving the image of Indonesia

menjadi salah satu pengelola bandara kelas dunia. Hal ini

in global perspective by becoming one of the world-class

juga meliputi upaya perubahan pola komersil yang baru dan

airport management companies. This also consists of efforts

dinamis.

of change to new, dynamic commercial pattern.

Dengan adanya pemisahan bisnis pengelolaan Air Traffic

With the separation of the Air Traffic Services (ATS)

Services (ATS), maka Perseroan telah melakukan perubahan

management business, the Company has made a change in

paradigma sebagai berikut.

paradigm as follows:

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1.

Perubahan Strategic Positioning yaitu dari infrastructure

1. Change in Strategic Positioning, namely from an

provider manjdi service provider. 2.

Perubahan

Airport

Concept

infrastructure provider to become a service provider. yaitu

dari

Airport

conventional menjadi Airport city.

2.

Change in Airport Concept, namely from Conventional Airport to become Airport City.

Dalam rangka mewujudkan visi untuk “Menjadi salah satu

In order to realize the vision of “Being one of the ten best

dari sepuluh perusahaan pengelola bandar udara terbaik di

airports management company in Asia”, Angkasa Pura

Asia”, Angkasa Pura Airports menetapkan sasaran strategis

Airports set strategic objectives, namely enhancing the

yaitu peningkatkan kualitas layanan. Customer Satisfaction

quality of service. Customer Satisfaction Index), an increase

Index), peningkatan proporsi pendapatan non-aeronautika

in the proportion of non-aeronautical revenue to total

terhadap total pendapatan (Revenue Enhancement).

revenue (Revenue Enhancement).

Untuk mencapai sasaran strategis tersebut

To achieve the strategic objectives of the Company made

Perseroan

membuat 5 arah strategis yaitu (1) Service Excellence

a strategic direction that is 5 (1) Service Excellence with an

dengan peningkatan CSI, peremajaan alat-alat produksi,

increase in CSI, rejuvenation of the means of production,

pengembangan bandara, serta pemenuhan jumlah dan

the development of the airport, as well as the fulfillment

kualitas SDM, (2) Revenue Enhancement dengan melakukan

of the amount and quality of human resources, (2)

optimalisasi sistim kerjasama dengan mitra usaha dan

Revenue Enhancement system by optimizing cooperation

pembentukan anak perusahaan. (3) Reasonable Cost

with business partners and formation of a subsidiary. (3)

untuk penggunaan anggaran secara efektif dan menjaga

Reasonable Cost to use the budget effectively and maintain

keseimbangan pendapatan terhadap peningkatan biaya.

the balance of the increase in cost of revenues. (4) Sound

(4) Sound Organization bertujuan untuk restrukturisasi,

Organization aimed at restructuring, implementation and

Implementasi dan sosialisasi budaya baru Perusahaan,

dissemination of a new corporate culture, Management

Manajemen Training melalui strategic partnership dengan

Training through strategic partnerships with world-class

bandara-bandara kelas dunia dan lembaga lainnya,

airports and other institutions, the implementation of

penerapan Information Communication and Technology

Information Communication and Technology (ICT). (5)

(ICT). (5) Environment dilakukan melalui penerapan eco-

Environment carried out through the implementation of

grreen airport, pemberdayaan tenaga kerja di lingkungan

eco-grreen airport, empowerment of workers in the airport

bandara, penyaluran program kemitraan dan pemberian

environment, the distribution partnership program and

dana program bina lingkungan.

community development grants program.

KINERJA PERSEROAN

COMPANY PERFORMANCE

Pada tahun 2013 Angkasa Pura Airports telah melayani

In 2013 Angkasa Pura Airports has served 689 363 aircraft

689.363 pergerakan pesawat meningkat 7,34% dari tahun

movements increased by 7.34% from 2012, as many as

2012, pergerakan penumpang sebanyak 71.912.435 pax,

71,912,435 pax passenger movements, an increase of

meningkat 9,47% dari tahun 2012, pergerakan kargo sebesar

9.47% from 2012, amounting to 359 390 tonnes of cargo

359.390 ton meningkat 7,63% dibandingkan tahun 2012.

movements increased by 7.63% compared to the year 2012

Untuk meningkatkan pelayanan, Angkasa Pura Airports.

. To improve services, Angkasa Pura Airports. Since 2010,

Sejak 2010, Angkasa Pura Airports telah mengembangkan

Angkasa Pura Airports has developed several airports and in

beberapa bandara dan pada tahun 2013 salah satunya

2013 one of them, I Gusti Ngurah Rai Airport - Bali has been

Bandara I Gusti Ngurah Rai - Bali telah selesai pembangunan

completed for the construction of the international terminal

untuk terminal internasional dan beroperasi sejak Oktober

and operating since October 2013, the original capacity is

2013, yang semula kapasitasnya hanya mampu melayani 6

only able to serve 6 million pax per year to 25 million pax

juta pax per tahun menjadi 25 juta pax per tahun. Pada bulan

per year. In February 2014 Terminal 2 (T2) Juanda Airport -







Februari 2014 Terminal 2 (T2) Bandara Juanda - Surabaya

Surabaya has been operating with a capacity of 6 million pax

telah beroperasi dengan kapasitas 6 juta pax per tahun.

per year. Later in the month March 2014 the development of

Selanjutnya pada Bulan Maret 2014 pengembangan terminal

a new airport terminal Sepinggan - Balikpapan has been in

baru Bandara Sepinggan - Balikpapan telah beroperasi dan

operation and is capable of serving 10 million pax per year

mampu melayani 10 juta pax per tahun dari 1,7 juta pax per

from 1.7 million pax per year.

tahun. Dari upaya dan kerja keras manajemen dan karyawan dalam

Of effort and hard work of management and employees in

tahun 2013, Angkasa Pura Airports dapat mencapai skor

the year 2013, Angkasa Pura Airports can achieve a score

87,5 dengan predikat “SEHAT” dengan kategori “AA” . Tingkat

of 87.5 with the title of “HEALTHY” in the category of “AA”.

kesehatan meliputi aspek keuangan dengan skor 37,5, aspek

Soundness include financial aspects with scores of 37.5,

operasional skor 35, dan aspek administrasi skor 15, sesuai

scores 35 operational aspects, and administrative aspects of

dengan KEP. 100/MBU/2002. Khusus aspek operasional diukur

a score of 15, according to the PEM. 100/MBU/2002. Special

berdasarkan standar dari Direktorat Jenderal Perhubungan

operational aspects measured by the standard of DGCA in

Udara sesuai SKEP. 284/X/1999.

accordance SKEP. 284/X/1999.

KINERJA KEUANGAN TAHUN 2013

FINANCIAL PERFORMANCE IN 2013

Dengan berbagai tantangan dan peluang yang ada, kinerja

Amid the various existing challenges and opportunities,

Angkasa Pura Airport tahun 2013 telah menunjukkan hasil

Angkasa Pura Airport’s performance in 2013 has shown a

yang baik. Kinerja Perseroan mampu memenuhi harapan

good result. The Company’s performance was able to meet

Pemegang Saham (shareholders) dengan pencapaian

Shareholders’ expectation with an achievement beyond the

melampaui target Rencana Kerja dan Anggaran Perusahaan

target of the Company Work Plan and Budget, although

(RKAP). Meskipun masih terdapat beberapa indikator

several financial performance indicators were still below the

kinerja keuangan yang sedikit tertekan dibawah target

stipulated target, due to the delay in the finishing of airport

yang ditentukan, karena tertundanya penyelesaian proyek

expansion project from the stipulated time frame.

pengembangan bandara dari waktu yang telah ditentukan. Perseroan telah membukukan Laba bersih tahun berjalan

The Company has booked net income for the current year

sebesar Rp645,17 miliar, atau mencapai 130,43% terhadap

in the amount of Rp645.17 billion, or 130.43% of net income

target laba bersih tahun berjalan RKAP sebesar Rp494,64

for the current year targeted in the Company Work Plan and

miliar. Aset Perseroan secara konsolidasi sebesar Rp12,98

Budget in the amount of Rp494.64 billion. The Company’s

triliun, mencapai 92,36% terhadap target yang ditetapkan

consolidated assets were amounting to Rp12.98 trillion, or

RKAP sebesar Rp14,05 triliun.

92.36% of the target stipulated in the Company Work Plan and Budget in the amount of Rp14.05 trillion.

Dengan pemisahan pengelolaan Pemandu Lalu Lintas Udara

With the separation of air traffic management PT Angkasa

dari PT Angkasa Pura I (Persero) ke Perum LPPNPI, Perseroan

Pura I (Persero) to Perum LPPNPI, the Company remains

tetap kuat dalam menghasilkan pendapatan melalui jasa

strong in generating revenue through non-aeronautical

non-aeronautika yang meningkat sebesar 30%. Pendapatan

services increased by 30%. Non-aeronautical revenues in

non-aeronautika di 2013 sebesar Rp998,44 miliar dari

2013 amounted to Rp998, 44 billion from Rp769, 50 billion

Rp769,50 miliar di 2012.

in 2012.

Dari sisi tingkat likuiditas perusahaan yang sangat baik

In terms of liquidity level, the company has performed very

dengan rasio lancar (current ratio) mencapai 79,08%. Rasio

well with current ratio of 79.08%. Return on Assets (ROA) was

81

82


Laba Bersih terhadap Aset (ROA) sebesar 4,97% dan Rasio

4.97% and Return on Equity (ROE) was 6.81%.

Laba Bersih terhadap Ekuitas (ROE) sebesar 6,81%. PENERAPAN GOOD CORPORATE GOVERNANCE

GOOD CORPORATE GOVERNANCE IMPLEMENTATION

Penerapan Good Corporate Governance (GCG) merupakan

Implementation of Good Corporate Governance (GCG)

proses jangka panjang yang memberikan hasil berupa

is a long-term process to result in sustainable values and

sustainable values dan meningkatkan daya saing perusahaan.

enhance the competitiveness of enterprises.

Untuk meyakinkan para stakeholders dalam menjalankan

To convince the stakeholders in managing the Company,

Perseroan, Angkasa Pura Airports senantiasa berupaya

Angkasa Pura Airports always trying to run consistently the

menjalankan

GCG

principles of good corporate governance (transparency,

(transparansi, akuntabilitas, responsibility, independensi,

secara

konsisten

prinsip-prinsip

accountability, responsibility, independence, fairness) in all

fairness) dalam semua aspek kegiatan perusahaan. Untuk

aspects of corporate activities. For that Angkasa Pura Airports

itulah Angkasa Pura Airports terus menyempurnakan

continue to refine various Soft Structure GCG in 2013,

berbagai GCG Soft Structure pada tahun 2013, meliputi

includes the improvement of the Board of Manual, Code of

penyempurnaan Board of Manual, Code of Conduct, Charter

Conduct, the Internal Audit Charter, policies / guidelines /

Internal Audit, berbagai kebijakan/pedoman/SOP, Prosedur

SOP, Procurement Procedures, gratuities control program in

Pengadaan Barang dan Jasa, program pengendalian

cooperation with the Corruption Eradication Commission

gratifikasi bekerjasama dengan Komisi Pemberantasan

(KPK), as well as the implementation of Information

Korupsi (KPK), serta implementasi Teknologi Informasi.

Technology.

Aktualisasi GCG sebagai sebuah sistem dilakukan melalui

Actualization of GCG as a system is done through an internal

proses internal yang melibatkan Dewan Komisaris, Direksi

process involving the Board of Commissioners, Directors and

dan seluruh pegawai.

all employees.

Yang tidak kalah pentingnya dalam penerapan GCG di

Is no less important in the implementation of GCG in

Angkasa Pura Airports, menekankan keterbukaan informasi

Angkasa Pura Airports, emphasizing openness and fairness

dan fairness, Perseroan menciptakan proses tender baru

of information, the Company created a new tender process

yang transparan dan berkelas internasional dengan rentang

is transparent and the international class with a time range

waktu yang bisa mengakomodir calon mitra usaha nasional

that could accommodate prospective business partners

maupun internasional yang akan berusaha di Perseroan.

nationally and internationally to be tried in the Company. It

Hal ini juga dimaksudkan untuk memperoleh mitra usaha

is also intended to obtain the best business partner who has

terbaik yang memiliki kontribusi terbaik yang meliputi aspek

the best contribution that covers the commercial aspects,

komersial, pelayanan dan kualitas produk.

service and product quality.

Untuk meninjau seberapa jauh praktek GCG, Angkasa

To review the extent to which corporate governance

Pura Airport telah melaksanakan asesemen GCG. Asesmen

practices, Angkasa Pura Airport has implemented asesemen

GCG pelaksanaan periode tahun 2012 dilakukan bulan

GCG. GCG implementation assessment period conducted in

Mei sampai dengan Nopember 2013 dengan hasil skor

May 2012 to November 2013, with the result overall score of

keseluruhan capaian sebesar 74.24 atau predikat cukup baik.

74.24 or predicate performance is quite good. These results

Hasil ini meningkat dibandingkan hasil assessment yang

increased compared to the same assessment in the previous

sama pada tahun sebelumnya dengan skor 71,26. Dalam

year with a score of 71.26. In order to improve the quality of

rangka meningkatkan kualitas penerapan GCG,

GCG implementation,







CORPORATE SOCIAL RESPONSIBILITY

CORPORATE SOCIAL RESPONSIBILITY

Perseroan memiliki komitmen untuk terus membina

The Company is committed to continue establishing

dan membangun hubungan baik dengan masyarakat

and developing good relationship with the community

dan lingkungan yang mencakup aspek ekonomi, aspek

and environment, which consists of the economic,

lingkungan, dan aspek sosial. Komitmen atas tanggung

environmental, and social aspects. Commitment to

jawab sosial Perusahaan dilaksanakan dengan memberikan

Corporate Social Responsibility is implemented by making

kontribusi positif kepada lingkungan sosial masyarakat

positive contribution to the social environment of the

sekitar.

community in its surroundings.

Program Corporate Social Responsibility (CSR) yang

The Corporate Social Responsibility (CSR) program is

dilaksanakan dalam bentuk Program Kemitraan dan

implemented in the form of Partnership Program and

Program Bina Lingkungan (PKBL) sesuai dengan peraturan-

Community Development Program (PKBL) in accordance

perundangan yang berlaku. Realisasi penggunaan dana

with the applicable laws and regulations. The realization of

kegiatan PKBL tahun 2013 mencapai Rp30,21 miliar dengan

fund utilization for PKBL activities in 2013 reached Rp30.21

realisasi penggunaan dana program kemitraan (PK) sebesar

billion with the realization of fund utilization for the

Rp17,38 miliar dan program bina lingkungan baik kegiatan

partnership program of Rp17.38 billion and fund utilization

sosial kemasyarakatan maupun pelestarian alam sebesar

for community development program, both the community

Rp13,83 miliar.

social activities as well as nature preservation activities, was Rp13.83 billion.

KINERJA NON KEUANGAN 2013

NON-FINANCIAL PERFORMANCE IN 2013

Direksi berkomitmen untuk terus meningkatkan pelayanan

The Board of Directors is committed to continuously improve

kepada pengguna jasa kebandarudaraan. Hal ini tercermin

its service to users of airport services. This is reflected in the

dari upaya Perseroan memberikan kemudahan dan akses

Company’s efforts to provide facility and access to relevant

informasi terkait melalui peningkatan kualitas teknologi

information

informasi.

improvement.

Dalam mengelola jasa kebandarudaraan, Angkasa Pura

In managing its airport services, Angkasa Pura Airport

Airport didukung oleh 3.642 sumber daya manusia.

is supported by 3,642 staffs. The Company continues

Perseroan terus meningkatkan engagement pegawai melalui

to improve employees’ engagement through various

berbagai kegiatan, salah satunya employee gathering.

activities, such as employee gathering. Various training and

Berbagai program pelatihan dan pengembangan telah

development programs have been implemented in the

dilakukan dalam rangka meningkatkan kompetensi dan

context of improving employees’ competency and quality.

through

information

technology

quality

kualitas kerja pegawai. Sedangkan pada aspek pengakuan eksternal/stakeholders

Meanwhile, in terms of external/shareholders’ recognition

atas kinerja Perseroan, Angkasa Pura Airport telah

on the Company’s performance, Angkasa Pura has achieved

mendapatkan berbagai penghargaan. Penghargaan yang

various awards. The awards received by the Company in

diperoleh Perseroan tahun 2013, antara lain:

2013 were, among other things:

1.

1. SOE with the best competitiveness in the field of

BUMN dengan daya saing terbaik di bidang logistik versi Anugerah BUMN 2013.

2.

Pengakuan

Service

Excellent

logistics according to the 2013 SOE Award. terkait

dengan

2. Recognition of Service Excellence related to Airport

pengelolaan Bandara. 3.

Perusahaan dengan predikat “Good Performance”

management. 3.

Company with the predicate of “Good Performance” in

83

84


dalam Indonesia Quality Award 2013. 4.

Perusahaan dengan predikat “Sangat Bagus” dalam

the 2013 Indonesian Quality Award. 4.

Infobank BUMN Award 2013.

Company with the predicate of “Very Good” in the 2013 Infobank SOE Award.

KENDALA-KENDALA YANG DIHADAPI

CONSTRAINTS FACED BY THE COMPANY

Direksi menyadari bahwa pencapaian kinerja dan prestasi

The Board of Directors is aware of that the performance and

yang telah diraih oleh Angkasa Pura Airport tidak terlepas

result which have been achieved by Angkasa Pura Airport is

dari berbagai kendala. Namun demikian, Perseroan telah

not free from various constraints. Nevertheless, the Company

berhasil melakukan upaya kebijakan terhadap kendala yang

has succeeded in the effort of preparing policy against the

ada sehingga tidak mempengaruhi kinerja Perseroan secara

existing constraints in order not to significantly affect the

signifikan. Beberapa kendala tersebut, antara lain:

Company’s performance. Some of these constraints are,

1.

Visi, misi, dan nilai perusahaan masih belum sepenuhnya

among other things:

dipahami oleh sejumlah karyawan;

1. Corporate vision, mission, and values have not been

2.

Belum terbangun struktur organisasi Bandar udara yang berorientasi pada konsumen (Customer Centric

3.

fully understood by some employees; 2. A customer-oriented Airport organizational structure

Organization);

(Customer Centric Organization) has not been

Kurangnya staf PT Angkasa Pura I (Persero) yang

developed;

berkualifikasi pada posisi tertentu.

3. Lack of staffs of PT Angkasa Pura I (Persero) with qualification for certain positions.

Beberapa upaya pemecahan permasalahan tersebut, antara

Several efforts of solving these issues are, among other

lain:

things:

1.

Merevalidasi visi, misi, dan nilai perusahaan;

1.

Revalidating corporate vision, mission, and values;

2.

Melakukan restrukturisasi organisasi;

2.

Implementing organizational restructuring;

3.

Meningkatkan kompetensi karyawan melalui program-

3. Improving employees’ competency through effective

program pelatihan dan pengembangan karyawan yang

employee training and development programs.

efektif. PROSPEK USAHA

BUSINESS PROSPECT

Kondisi penghujung tahun 2013 menunjukkan stabilitas

The condition at the end of 2013 indicated that economic

ekonomi kembali terkendali. Neraca Pembayaran Indonesia

stability has been back in control. The Indonesia’s Balance of

(NPI) membaik ditopang penurunan defisit transaksi berjalan.

Payment (BOP) was improving, supported by the decrease

Inflasi bulanan menurun dan berada dalam pola normal. Hal

in current account deficit. Monthly inflation decreased and

ini memberikan angin segar dan optimisme atas perbaikan

indicated a normal pattern. This has brought a fresh breeze

dan pertumbuhan ekonomi nasional di awal tahun 2014.

and optimism with regard to improvement and growth of the national economy in the beginning of 2014.

Melihat kondisi dan proyeksi perekonomian Indonesia

The continuously improving Indonesia’s economic condition

yang terus membaik dan pertumbuhan sektor transportasi/

and projection as well as the growth in transportation

pengangkutan di 2014, memberikan peluang dan potensi

sector in 2014 provide a bright business opportunity and

bisnis yang cerah bagi Angkasa Pura Airport. Perseroan

potential for Angkasa Pura Airport. The Company will

akan tetap fokus pada pelaksanaan strategi dan program

continue to focus on the implementation of strategy and

kerja pengembangan bisnis untuk mengoptimalkan potensi

business development work program in order to optimize

tersebut. Upaya-upaya strategis yang telah dirumuskan oleh

the potential. Strategic efforts formulated by the Company in

Perseroan dalam menjawab peluang/prospek usaha tahun

responding to business opportunity/prospect in the coming





yang akan datang antara lain: 1.

2.

Mengoptimalkan



year are, among other things:

penerapan

service

excellence,

1. Optimizing the implementation of service excellence,

operations excellence, sistem manajemen dan ICT kelas

operations excellence, and world-class management

dunia;

system and ICT;

Mengoptimalkan pendapatan dari seluruh bandara dan

2.

Optimizing revenues from all airports and Subsidiaries;

Anak Perusahaan; 3.

Mengoptimalkan pertumbuhan organik dan unorganik

3. Optimizing selective organic and inorganic growth

(SDM) secara selektif;

(HR);

4.

Meningkatkan efektivitas dan efisiensi biaya;

4.

Improving cost effectiveness and efficiency;

5.

Mengoptimalkan dana eksternal untuk peningkatan

5.

Optimizing external fund for performance improvement

kinerja dan pengembangan usaha; 6.

Mengimplementasikan

konsep “Eco-Airport” dan

“Green Corporation”. PERUBAHAN KOMPOSISI DIREKSI

and business development; 6.

Implementing the “Eco-Airport” and “Green Corporation” concepts.

CHANGE IN THE COMPOSITION OF THE BOARD OF DIRECTORS

Di tahun 2013, komposisi Direksi Angkasa Pura Airport

In 2013, there was a change in the composition of the Board

mengalami perubahan dengan penambahan struktur

of Directors of Angkasa Pura Airport by the structural addition

Direktur Teknik, sehingga menjadi 6 orang yaitu seorang

of a Technical Director, and as the result, there are now 6

sebagai Direktur Utama dan 5 orang Direktur. Pengangkatan

members of the Board of Directors, namely one President

Direksi berdasarkan keputusan Rapat Umum Pemegang

Director and 5 Directors. The appointment of the Board of

Saham (RUPS) setelah melalui mekanisme fit and proper

Directors is based on decision of the General Shareholders

test dan kemudian mendapatkan persetujuan Perseroan

Meeting (GSM) after going through the fit and proper

Indonesia.

test mechanism and subsequently obtaining approval for Indonesian State-Owned Companies.

Pada pertengahan tahun 2013, terdapat pengangkatan

In the middle of 2013, Mr. Daan Achmad was appointed

Sdr. Daan Achmad sebagai Direktur Personalia dan Umum

as Personnel and General Affairs Director and Mrs. Polana

dan Sdr. Polana Banguningsih Pramesti sebagai Direktur

Banguningsih Pramesti was appointed as Technical Director

Teknik PT Angkasa Pura I (Persero) berdasarkan Keputusan

of PT Angkasa Pura I (Persero) by virtue of Decree of the

Menteri Negara Badan Usaha Milik Negara No: KEP- 208/

State Minister of State-Owned Enterprises No: KEP-208/

MBU/2013 tanggal 10 April 2013 tentang Pemberhentian

MBU/2013 dated April 10, 2013 concerning Termination

dan Pengangkatan Anggota-Anggota Direksi PT Angkasa

and Appointment of Members of the Board of Directors

Pura I (Persero). Kami mengucapkan selamat bergabung

of PT Angkasa Pura I (Persero). We congratulate the new

dengan Angkasa Pura Airport kepada anggota Direksi

member of the Board of Directors for joining Angkasa Pura

yang baru. Secara keseluruhan Kepengurusan Direksi 2013,

Airport. The overall composition of the Board of Directors

antara lain: Tommy Soetomo sebagai President Director,

in 2013 was: Tommy Soetomo as President Director,

Gunawan Agus Subrata sebagai Finance Director, Yushan

Gunawan Agus Subrata as Finance Director, Yushan Sayuti

Sayuti sebagai Operations Director , Robert Daniel Waloni

as Operational Director, Robert Daniel Waloni as Commercial

sebagai Commercial and Business Development Director, Daan

and Development Director, Daan Achmad as Personnel and

Achmad sebagai HR and General Affairs Director, dan Polana

General Affairs Director, and Polana Banguningsih Pramesti

Banguningsih Pramesti sebagai Engineering Director.

as Technical Director.

85

86


PENUTUP

CLOSING

Akhir kata, kami atas nama Direksi ingin menyampaikan

Last but not least, on behalf of the Board of Directors, we

penghargaan dan terima kasih kepada pemerintah/

express our appreciation and thanks to the government/

regulator, masyarakat, pemegang saham, mitra usaha,

regulator, community, shareholders, business partners, as

serta seluruh pegawai dan keluarga besar Angkasa Pura

well as all employees and the big family of Angkasa Pura

Airport atas seluruh dukungan dan kepercayaan yang telah

Airport for all support and trust given to us. May with the

diberikan. Semoga dengan dukungan yang tiada henti

never-ending support, Angkasa Pura Airport can continue to

tersebut, Angkasa Pura Airport dapat terus memberikan

provide the best service.

pelayanan yang terbaik. PT Angkasa Pura I (Persero) Atas nama Direksi PT Angkasa Pura I (Persero) On behalf of the Board of Directors

Tommy Soetomo Direktur Utama | President Director







87

88


Profil Direksi

PROFILE OF THE BOARD OF DIRECTORS

Yushan Sayuti

Direktur Operasi Operational Director

Daan Achmad

Direktur Personalia Dan Umum Personnel and General Affairs Director

Polana Banguningsih Pramesti Direktur Teknik Technical Director



Tommy Soetomo Direktur Utama President Director



Gunawan Agus Subrata Direktur Keuangan dan IT Finance and IT Director



Robert Daniel Waloni

89

Direktur Komersial dan Pengembangan Usaha Commercial and Business Development Director

90



Warga Negara Indonesia, 53 tahun. Lahir di Cimahi, Jawa


barat pada 17 Januari.

Cimahi, West Java, on January 17.

Menamatkan pendidikan Sarjana Akuntansi Universitas

He completed his undergraduate study in Accounting at

Padjajaran Bandung pada tahun 1986.

Padjajaran University Bandung in 1986.

Menjabat sebagai Direktur Utama Perseroan sejak 27 Juli

He holds the position of President Director at the Company

2010. Mengawali karir di Bank Bukopin pada tahun1987

since July 27, 2010. He started his career at Bank Bukopin

setelah menyelesaikan studi S-1 hingga mencapai posisi

in 1987 after completing his undergraduate study until

Assistant Vice President Treasury pada tahun 1993. Mendapat

he became Assistant Vice President Treasury in 1993. He

penghargaan Superior Performance pada saat mengikuti

received Superior Performance award while participating

program Advance Bank Management di Asian Institut of

in the Advanced Bank Management program at the Asian

Management, Manila tahun 1989. Beliau berpengalaman

Institute of Management, Manila in 1989. He is experienced

memimpin berbagai perusahaan dengan menjabat beberapa

in leading various types of companies and held several

posisi penting diantaranya sebagai Direktur Keuangan dan

important positions, among others, as Finance Director

Wakil Direktur Utama di Induk KUD pada tahun 1994 hingga

and Deputy President Director at the Primary Village Unit

tahun 1995, Direktur Treasury & Luar Negeri Bank Muamalat

Cooperatives from 1994 to 1995, Director of Treasury &

Indonesia pada tahun 1996,Direktur Kredit Bank Intan pada

Foreign Affairs at Bank Muamalat Indonesia in 1996, Credit

tahun 1996, Direktur Keuangan dan Wakil Direktur Utama PT

Director at Bank Intan in 1996, Finance Director and Deputy

Abdi Bangsa Tbk. pada tahun 1999 hingga tahun 2002, dan

President Director at PT Abdi Bangsa Tbk. from 1999 to

Staf Khusus Menteri Negara BUMN pada tahun 2006. Pada

2002, and Special Staff to the State Minister of State-Owned

tahun 2006 beliau kemudian dipercaya sebagai Direktur

Enterprises in 2006. In 2006, he was subsequently trusted

Keuangan PT Angkasa Pura II (Persero).

with the position of Finance Director at PT Angkasa Pura II (Persero).

Dasar Pengangkatan pertama kali, SK Meneg BUMN No.


KEP.138/MBU/2013 tanggal 23 Juli 2010

Minister of State-Owned Enterprises No. KEP.138/MBU/2013 dated July 23, 2010

Tidak memiliki hubungan afiliasi dengan anggota Dewan

He has no affiliated relationship with members of the Board

Komisaris dan Direksi lainnya, maupun pemegang saham

of Commissioners and other members of the Board of Directors, or with the shareholders.







91

Gunawan Agus Subrata Direktur Keuangan dan IT | Finance and IT Director

Warga Negara Indonesia, 58 Tahun. Lahir di Yogyakarta pada


25 Agustus 1955.

Yogyakarta on August 25, 1955.

Menamatkan pendidikan S1 Fakultas Ekonomi Jurusan

He completed his undergraduate study at the Faculty

Akuntansi Universitas Gadjah Mada, Yogyakarta pada tahun

of Economics, majoring in Accounting, of Gadjah Mada

1982. Dan Magister Manajemen (S2) pada program Pasca

University, Yogyakarta in 1982.

Sarjana Fakultas Ekonomi UGM tahun 2005. Bergabung di PT Angkasa Pura I (Persero) pada tahun 1983

Joined with PT Angkasa Pura I (Persero) in 1983 as a staff of

sebagai staf Dinas Keuangan Kantor Pusat. Tahun 1990

the Finance Department at Head Office. In 1990, served as

menjabat Kepala Sub Direktorat Keuangan. Tahun 1996

Deputy Director of Finance. 1996 to 2004 served as Finance

sampai dengan 2004 menjabat Direktur Keuangan PT

Director of PT Angkasa Pura I (Persero). 2005 to 2008 served

Angkasa Pura I (Persero). Tahun 2005 sampai dengan 2008

as Finance Director of PT Gapura Angkasa. 2008 to 2010 as

menjabat Direktur Keuangan PT Gapura Angkasa. Tahun

Director of Dapenra. Currently as Director of Finance and

2008 sampai dengan 2010 sebagai Direktur Utama Dapenra.

Information Technology of PT Angkasa Pura I (Persero).

Saat ini menjabat Direktur Keuangan dan Teknologi Informasi PT Angkasa Pura I (Persero). Dasar Pengangkatan SK Meneg BUMN Nomor: KEP-134/

Basic State Enterprises Minister SK Appointment Number:

MBU/2010 tanggal 21 Juli 2010.

KEP-134/MBU/2010 dated July 21, 2010.


Does not have an affiliate relationship with the members


of the Board Commissioners and Board of Directors, and shareholders

92


Robert Daniel Waloni Direktur Komersial Dan Pengembangan Usaha Commercial and Business Development Director

Warga Negara Indonesia, 59 Tahun. Lahir di Manado, Sulawesi


Utara pada 16 September 1954.

Manado, North Sulawesi, on 16 September 16, 1954.

Memperoleh gelar Bachelor of Science dari Fakultas Ekonomi

He obtained the Bachelor of Science degree from the Faculty

jurusan Manajemen Universitas Sam Ratulangi, Manado

of Economics, majoring in Management, from Sam Ratulangi

pada tahun 1980.

University, Manado in 1980.

Menjabat sebagai Direktur Komersial dan Pengembangan

He holds the position of Commercial and Business

Usaha Perseroan sejak tahun 2008. Beliau memulai karir di

Development Director at the Company since 2008. He

dunia penerbangan dengan menjadi pegawai PT Garuda

started his career in the aviation world by becoming

Indonesia pada tahun 1975. Dengan pengalaman dan

an employee of PT Garuda Indonesia in 1975. With his

kualitas kepemimpinan beliau, beliau dipercaya menjabat

experience and leadership quality, he was trusted with

beberapa posisi penting diantaranya sebagai General

several important positions, among others, as General

Manager di Spanyol, Jepang, Inggris, dan Irlandia, Regional

Manager in Spain, Japan, England, and Ireland, Regional

Director untuk Jepang, Korea, dan China, serta Vice President

Director for Japan, Korea, and China, as well as Vice President

untuk kawasan Amerika dan Australia. Beliau juga pernah

for American and Australian regions. He has also held the

menjabat sebagai Vice President Production di PT Garuda

position of Vice President Production at PT Garuda Indonesia

Indonesia serta Direktur Niaga di PT Gapura Angkasa pada

as well as Business Director at PT Gapura Angkasa in 1998,

tahun 1998, Direktur Produksi dan Niaga PT Gapura Angkasa

Production and Business Director at PT Gapura Angkasa in

pada tahun 2000, sebagai Direktur Utama di PT Gapura

2000, President Director of PT Gapura Angkasa in 2004, as

Angkasa pada tahun 2004 dan Direktur Komersial dan

well as Commercial and Business Development Director of

Pengembangan Usaha PT Angkasa Pura II (Persero) pada

PT Angkasa Pura II (Persero) in 2008.

tahun 2008. Dasar Pengangkatan pertama kali, SK Meneg BUMN Nomor:














Yushan Sayuti Direktur Operasi | Operational Director

Warga Negara Indonesia, 61 Tahun. Lahir di Pariaman,


Sumatera Barat pada 19 Maret 1952.

Pariaman, West Sumatera, on March 19, 1952.

Menamatkan pendidikan dari Akademi Angkatan Bersenjata

He completed his education at the Air Force Academy of

RepublikIndonesia (Akabri) Udara pada tahun 1976 dan

the Armed Forces of the Republic of Indonesia in 1976 and

Sekolah Penerbang TNI-AU pada tahun 1980 (Angkatan 25).

the Pilot School of the Indonesian National Military’s Air

Pada tahun 1995, beliau memperoleh gelar Sarjana Ekonomi

Force in 1980 (Batch 25). In 1995, he obtained the Bachelor

dari Universitas Terbuka, Seskogab 1997 dan Lemhanas RI

of Economics degree from the Open University, and

KSA 14.

subsequently completed his education at the Joint Staff and Command College in 1997 and Brief Course Batch 14 at the National Defense Institute of the Republic of Indonesia.

Menjabat sebagai Direktur Operasi Perseroan sejak sejak 27

He held the position of Operational Director at the Company

Juli 2010. Beliau memiliki pengalaman sebagai Komandan

since July 27, 2010. He is experienced as Commander of Air

Skuadron Udara 4 di Pangkalan Udara Abdulrachman

Squadron 4 at Abdulrachman Saleh Air Base, Malang in 1992,

Saleh, Malang pada tahun 1992, Komandan Pangkalan

Commander of Abdulrachman Saleh Air Base in 2005, and

Udara Abdulrachman Saleh pada tahun 2005, dan Panglima

Operational High Commander of the Indonesian National

Komando Operasi TNI-AU II pada tahun 2007. Dan pada

Military’s Air Force II in 2007. In April 1, 2010, he retired from

1 April 2010 memasuki masa pensiun dari dinas di TNI-AU

his service at Indonesian National Military’s Air Force with the

dengan pangkat terakhir Marsekal Muda.

latest rank as Vice Marshal.









93

94


Daan Achmad Direktur Personalia Dan Umum Personnel and General Affairs Director

Warga Negara Indonesia, 54 Tahun. Lahir di Medan pada


tanggal 6 Februari 1959.

Medan on February 6, 1959.

Menamatkan pendidikan S1 Manajemen di Universitas Islam

He completed his undergraduate study in Management

Indonesia, Yogyakarta pada tahun 1984. Pada tahun 1994,

at the Indonesian Islamic University, Yogyakarta in 1984. In

beliau menamatkan pendidikan S2 Manajemen Transportasi

1994, he completed his master’s study in Air Transportation

Udara Joint Program MIT di Massachussetts Institut of

Management

Technology dan Universitas Indonesia.

(Massachusetts Institute of Technology) and the University

at

the

Joint

Program

between

MIT

of Indonesia. Menjabat sebagai Direktur Personalia dan Umum Perseroan

He holds the position of Personnel and General Affairs

sejak 10 April 2013. Saat ini beliau juga menjabat sebagai Vice

Director at the Company since April 10, 2013. Currently, he

Chairman The President Airplane Team of the Republic of

also holds the position of Vice Chairman of the Presidential

Indonesia. Beliau juga pernah menjabat sebagai Corporate

Airplane Team of the Republic of Indonesia. He has also held

Expert PT Garuda Indonesia pada tahun 2005 hingga tahun

the position of Corporate Expert at PT Garuda Indonesia from

2013, VP Human Resources Management Garuda Indonesia

2005 to 2013, VP Human Resources Management at Garuda

pada tahun 2003 hingga tahun 2005, Financial Expert Garuda

Indonesia from 2003 to 2005, Financial Expert at Garuda from

pada tahun 2005 hingga tahun 2012, serta Vice President

2005 to 2012, and Vice President Information Technology at

Information Technology PT Garuda Indonesia pada tahun

PT Garuda Indonesia from 2000 to 2002.

2000 hingga tahun 2002. Dasar Pengangkatan pertama kali, SK Meneg BUMN Nomor:


SK-208/MBU/2013 tanggal 10 April 2013

Minister of State-Owned Enterprises Number: SK-208/ MBU/2013 dated April 10, 2013











Polana Banguningsih Pramesti Direktur Teknik | Technical Director

Warga Negara Indonesia, 52 Tahun. Lahir di Jakarta pada

She is an Indonesian Citizen, aged 52 years. She was born in

tanggal 2 November 1961.

Jakarta on November 2, 1961.

Menamatkan pendidikan S1 Teknik Sipil ITB, Bandung pada

She completed her undergraduate study in Civil Engineering

tahun 1986 dan S2 Transportasi ITB, Bandung pada tahun

at Bandung Institute of Technology, Bandung, in 1986 and

1992.

master’s study in Transportation at Bandung Institute of Technology, Bandung, in 1992.

Menjabat sebagai Direktur Teknik Perseroan sejak 10 April

She holds the position of Technical Director at the Company

2013. Beliau pernah menjabat sebagai Kasubdit Prasarana

since April 10, 2013. She has held the position of Head of

Bandara, Direktorat Bandara Kemenhub tahun 2008. Beliau

Sub-Directorate of Airport Facilities at the Directorate of

pernah menjabat berbagai posisi penting diantaranya sebagai

Airports, the Ministry of Transportation in 2008. She has

Kasubdit Rancang Bangun Kementerian Perhubungan pada

held various important positions, among others, as Head

tahun 2007, Kasubdit Program Bandarapada tahun 2005

of Sub-Directorate of Design and Building at the Ministry of

hingga tahun 2007, Kasi Keterpaduan Program bandara

Transportation in 2007, Head of Sub-Directorate of Airport

Kemenhub pada tahun 2002 hingga tahun 2005, Pemimpin

Program from 2005 to 2007, Airport Program Integration

Proyek PFBUJ pada tahun 2002, dan Kasi Mutu Konstruksi

Section Head at the Ministry of Transportation from 2002 to

Sipil Ditjen Hubud Kemenhub pada tahun 1992 hingga

2005, PFBUJ Project Leader in 2002, and Civil Construction

tahun 2002.

Quality Section Head at the Directorate General of Air Transportation of the Ministry of Transportation from 1992 to 2002.



SK-208/MBU/2013 tanggal 10 April 2013

Minister of State-Owned Enterprises Number: SK-208/ MBU/2013 dated April 10, 2013





95

96


Tanggung Jawab Pelaporan Tahunan responsibility for annual reporting

Kami yang bertanda tangan di bawah ini menyatakan

We the undersigned hereby declare that all information

bahwa semua informasi dalam laporan tahunan PT

in the annual report of PT Angkasa Pura 1 (Persero) in

Angkasa Pura 1 (Persero) tahun 2013 telah dimuat

2013 has been published in full, and are fully responsible

secara lengkap, dan bertanggung jawab penuh atas

for the accuracy of the content of the company’s annual

kebenaran isi laporan tahunan Perseroan.

report.

Jakarta, 1 Juni 2014

Jakarta, June 1, 2014

Dewan Komisaris Board of Commissioners


Hakamuddin Djamal

Komisaris Utama | President Commissionner

Komisaris | Commissionner

Tundjung Inderawan

Robert Pakpahan



Askolani

Didik Prasetyo



Eddy Mulyadi Soepardi Komisaris | Commissionner







Kami yang bertanda tangan di bawah ini menyatakan

We the undersigned hereby declare that all information

bahwa semua informasi dalam laporan tahunan PT

in the annual report of PT Angkasa Pura 1 (Persero) in

Angkasa Pura 1 (Persero) tahun 2013 telah dimuat

2013 has been published in full, and are fully responsible

secara lengkap, dan bertanggung jawab penuh atas

for the accuracy of the content of the company’s annual

kebenaran isi laporan tahunan Perseroan.

report.

Jakarta, 1 Juni 2014

Jakarta, June 1, 2014

Dewan Direksi Board of Directors


Gunawan Agus Subrata Direktur | Director


Yushan Sayuti

Direktur | Director

Direktur | Director

Daan Achmad

Polana Banguningsih Pramesti

Direktur | Director

Direktur | Director

97

98


Analisis Dan Pembahasan Manajemen MANAGEMENT ANALYSIS AND DISCUSSION







Perseroan berhasil meningkatkan kinerja operasional aeronautika non-ATS rata-rata sebesar 11%. Sedangkan, untuk kinerja non-aeronautika, Perseroan telah berhasil meningkatkan kinerja operasional konsesi sebesar 20% yang merupakan jasa andalan di bidang non-aeronautika. Dari sisi keuangan, Perseroan berhasil meningkatkan pendapatan aeronautika non ATS rata-rata sebesar 28%. Sedangkan untuk non-aeronautika, Perseroan telah berhasil meningkatkan pendapatan sebesar 30%.

The company managed to improve the operational performance of aeronautical non-ATS on average by 11%. Meanwhile, for non-aeronautical performance, the Company has succeeded in improving the operational performance of the concession of 20% which is the mainstay of services in the field of nonaeronautical. From the financial side, the Company managed to increase non-aeronautical revenues ATS on average by 28%. As for nonaeronautical, the Company has managed to increase revenue by 30%.

99

100


Tinjauan Industri INDUSTRY REVIEW PEREKONOMIAN DUNIA

GLOBAL ECONOMY

Pada 2013, ekonomi global tercatat sebesar 3,0%, melambat

In 2013, the global economy stood at 3.0%, slowing

dibandingkan 2012 yang sebesar 3,2%. Demikian pula

compared to 2012, which amounted to 3.2%. It occurs

halnya dengan pertumbuhan ekonomi negara maju dan

similarly to the growth in advanced economies and Emerging

negara Emerging Market (EM). Kondisi tersebut dipengaruhi

Market (EM). These conditions affected by shifting cycle and

oleh pergeseran siklus dan tatanan ekonomi global yang

the global economic order occurred during the year 2013. It

terjadi di sepanjang tahun 2013. Hal tersebut mendorong

is encouraging gone through various policies by countries in

ditempuhnya berbagai kebijakan oleh negara-negara

the world to prevent the risk of weakening economy.

di dunia

untuk mencegah risiko semakin melemahnya

perekonomian.

Indikator Perekonomian Global

(dalam persen, yoy)| (in percent, yoy)

Global Economic Indicators

Uraian

2013

2012

DESCRIPTION

PDB Dunia

3,0

Negara Maju

1,3

3,2

Developed Countries

Amerika Serikat

1,9

1,4

United States

Kawasan Eropa

(0,5)

2,8

European Territory

Jepang

1,5

(0,7)

Japan

Inggris

1,8

1,4

England

Kanada

2,0

0,3

Canada

Lainnya

2,3

1,7

Others

4,7

1,9

Emerging Market Countries

2,1

5,0

Asia

6,5

3,4

Asia

Eropa

2,8

6,7

Europe

Amerika Latin dan Karibia

2,7

1,4

Latin America and Caribbean

2,4

3,1

4,9

4,2

Sub-Sahara Africa

3,0

4,9

Global Trade Volume

2,8

Import

Negara Emerging Market Persemakmuran Negara Merdeka (Commonwealth of Independent States)

Timur Tengah, Afrika Utara, Afganistan, dan Pakistan Afrika Sub-Sahara Volume Perdagangan Dunia Impor Negara Maju

1,4

Negara Emerging Market

5,6

Ekspor

World’s GDP

Commonwealth of Independent States

Middle East, North Africa, Afghanistan, and Pakistan

Developed Countries 1,1


5,8

Export





2013

Uraian


2012

Negara Maju

2,3


4,4

1,4


5,8

DESCRIPTION Developed Countries

Inflasi (IHK) Negara Maju


2,1


4,2

Inflation (CPI) Developed Countries

2,0


6,0 Sumber: World Economic Outlook (WEO) International Monetary Fund (IMF), April 2014 Source: World Economic Outlook (WEO) from the International Monetary Fund (IMF), April 2014

Melemahnya ekonomi dunia dibarengi dengan menurunnya

The global economic slowdown was accompanied with the

tingkat inflasi. Inflasi di negara maju turun menjadi sebesar

decrease in inflation rate. Inflation in developed countries

1,4% dari sebesar 2,0% di 2012. Amerika Serikat dan Jepang,

decreased to 1.4% from 2.0% in 2012. The United States and

masing-masing mencatat inflasi sebesar 1,5%. Tingkat inflasi

Japan recorded each an inflation of 1.5%. Such inflation rate

tersebut masih di bawah target The Fed dan Bankof Japan

was still below the target of 2% from The Fed and Bank of

(BOJ) yang sebesar 2%. Kondisi tersebut menjadi perhatian

Japan (BOJ). Such condition became a concern for monetary

bagi otoritas moneter, khususnya di Kawasan Eropa (ECB)

authorities, particularly in the European Territory (ECB) which

yang masih mengkhawatirkan berlanjutnya tren deflasi yang

still had concern on the continuing trend of deflation as an

dipengaruhi masih sangat lemahnya permintaan.

impact of the still weak demand. Inflasi Negara Maju

Inflation in Developed Countries (dalam persen, yoy) | (in percent, yoy)

5,5 4,5 3,5 2,5 1,5 0,5 -0,5 -1,5 -2,5

I

II

III

2010 AS Sumber : Bloomberg

IV

I

II

III

2011 Kawasan Eropa

IV

I

II

III

IV

I

2012 Jepang

II

III

2013 Inggris

IV

101

102


Berlawanan dengan negara maju, tingkat inflasi di negara

In contrary with the developed countries, inflation rate at

EM masih cukup tinggi meskipun terjadi penurunan. Tingkat

EM countries was still fairly high despite a decrease. Inflation

inflasi di negara EMpada 2013 turun menjadi sebesar 5,8%

rate in EM countries decreased to 5.8% in 2013 from 6.0% in

dari sebesar 6,0% di 2012. Tingkat inflasi di negara EM masih

2012. Inflation rate in EM countries was still categorized as

tergolong tinggi seiring dengan terjadinya gangguan

high in line with the disruption in the supply of and price

pasokan dan peningkatan harga Bahan Bakar Minyak (BBM)

hike subsidized fuel. The high inflation pressure happened

bersubsidi. Tingginya tekanan inflasi khususnya terjadi di

particularly in Asia. In Malaysia, inflation recorded an increase

Asia. Di Malaysia, inflasitercatat meningkat dari sebesar 1,2%

from 1.2% in 2012 to 4.1% in 2013. Meanwhile, inflation rate

pada 2012 menjadi sebesar 4,1% pada 2013. Sedangkan,

in India was still high, namely 9.1% in 2013.

inflasi India masih tinggi, yakni sebesar 9,1% pada 2013. Inflasi Negara Emerging Market Asia Inflation in Emerging Market Countries in Asia (dalam persen, yoy) | (in percent, yoy)

24

skala Kiri

7

skala kanan

20

6

16

5

12

4

8

3

4

2

0

2

-4

2010

2011

Vietnam India

2012 Indonesia China

2013 Filipina

2010

2011

2012

Singapura Thailand

2013

0

Malaysia korea

PEREKONOMIAN INDONESIA

THE INDONESIAN ECONOMY

Indonesia, sebagai bagian dari ekonomi global, turut

Indonesia, as part of the global economy, was also affected

merasakan pengaruh atas perubahan ekonomi dunia.

by global economic change. Amid the trend of domestic

Di tengah tren perlambatan ekonomi domestik, inflasi

economic slowdown, inflation soared as an impact

meningkat tinggi sebagai dampak dari kenaikan harga BBM

of subsidized fuel price hike and food price increase.

bersubsidi dan kenaikan harga pangan. Namun demikian,

Nevertheless, core inflation in 2013 was still under control,

inflasi inti 2013 masih terkendali tertolong oleh permintaan

helped by the slowdown in domestic demand and the

domestik yang melambat serta harga komoditas global yang

decrease in global commodity price.

menurun. Inflasi pada 2013 mencapai 8,4%, lebih tinggi dari inflasi

Inflation rate reached 8.4% in 2013, higher than inflation

2012 sebesar 4,3%, dan jauh di atas kisaran sasaran inflasi

rate of 4.3% in 2012, and much higher above the inflation

4,5% ± 1%. Hal tersebut menyebabkan melesetnya sasaran

target range of 4.5% ± 1%. This caused the non-achievement

pertumbuhan ekonomi dari sebesar 6,3% untuk tahun

of economic growth target, namely 6.3% for 2013, which







2013menjadi tercapai sebesar 5,8%. Meskipun demikian, hasil

only achieved 5.8%. Nevertheless, such result was still better

ini masih tergolong lebih baik dengan tingkat pertumbuhan

compared to economic growth rate of peer countries.

ekonomi dari peer countries. Pertumbuhan ekonomi Indonesia tersebut berasal dari

The source of the Indonesian economic growth was the

pertumbuhan semua sektor ekonomi. Pertumbuhan

growth in all economic sectors. The highest growth was

tertinggi terjadi pada sektor Pengangkutan dan Komunikasi

achieved by Transportation and Communication sector

yang mencapai 10,19% persen, diikuti oleh sektor Keuangan,

at 10.19% percent, followed by Finance, Real Estate, and

Real Estat, dan Jasa Perusahaan sebesar 7,56%, serta sektor

Corporate Services at 7.56%, and Construction sector

Konstruksi

pertumbuhan

at 6.57%. Meanwhile, the growth in Trading, Hotel, and

sektor Perdagangan,Hotel dan Restoran sebesar 5,93%

Restaurant sector was 5.93% percent, growth in Electricity,

persen, sektor Listrik, Gas dan Air Bersih sebesar 5,58%,

Gas, and Clean Water was 5.58%, growth in Processing

sektor IndustriPengolahan sebesar 5,56%, sektor Jasa-

Industry sector was 5.56%, growth in Services sector was

jasa sebesar 5,46%, sektor Pertanian sebesar 3,54%, dan

5.46%, growth in Agriculture sector was 3.54%, and growth

sektorPertambangan dan Penggalian sebesar 1,34%.

in Mining and Excavation sector was 1.34%.

Tingginya

sebesar

6,57%.

pertumbuhan

Sedangkan

dan

The high growth in the Transportation and Communication

Komunikasi sangat terkait dengan pertumbuhan industri

sektor

Pengangkutan

sector is closely related to the growth in airport industry,

kebandarudaraan, yang selanjutnya akan berdampak pada

which in turn will have an impact on the Company’s

kegiatan operasional Perseroan.

operational activities.

PERTUMBUHAN INDUSTRI KEBANDARUDARAAN

GROWTH IN AIRPORT INDUSTRY

Saat ini, penggunaan transportasi udara bukan lagi

Currently, the use of air transportation is not a luxury anymore.

menjadi hal yang mewah. Hal ini disebabkan oleh semakin

This is because more and more people choose to travel by

banyaknya kalangan yang memilih menggunakan pesawat

plane. Such growth in air transportation is supported by the

untuk bepergian. Pertumbuhan transportasi udara tersebut

existence of low cost carrier (LCC) concept and airport city

didukung oleh hadirnya konsep penerbangan berbiaya

concept which are emerging all over the world.

murah (low cost carrier/ LCC) dan konsep airport city yang tengah berlangsung di seluruh dunia. Di Indonesia, program Masterplan Percepatan dan Perluasan

In Indonesia, the Master Plan for Acceleration and Expansion

Pembangunan Ekonomi Indonesia (MP3EI) telah menjadikan

of Indonesian Economic Development (MP3EI) program has

pembangunan konektivitas antar daerah sebagai suatu hal

turned the development of interregional connectivity into

yang penting untuk menjadi prioritas utama. Pelaksanaan

an important matter to be a main priority. Implementation of

program tersebut merupakan bentuk tindak lanjut

this program is a form of follow-up on the demand in airport

terhadap kebutuhan peningkatan standar layanan bandara

service standard improvement, which requires aviation

yang menuntut industri penerbangan untuk senantiasa

industry to continuously improve the quality of all its facilities

meningkatkan kualitas seluruh sarana dan prasarananya.

and infrastructure. Airports are expanded and equipped

Bandaradikembangkan dan diperlengkapi agar tidak hanya

in order not to merely become a terminal for aircrafts, but

menjadi sebuah terminal pesawat, namun juga sebagai.

also an entertainment center. Airport security system is also

Sistem keamanan bandara pun ditingkatkan menjadi sistem

improved into a security system which is integrated to flight

keamanan yang terintegrasi dengan perencanaan program

security program planning based on modern application.

keamanan penerbangan yang berbasis aplikasi moderen.

103

104


Selain melakukan pengembangan bandara, Pemerintah

In addition to airport expansion, the Government through

melalui Direktorat Jenderal Perhubungan Udara juga

the Directorate General of Air Transportation also prepares

mempersiapkan pembangunan sejumlah bandara baru

the construction of a number of new airports using the

dengan konsep pengelolaan public private partnership

management concept of public private partnership (PPP). The

(PPP). Pembangunan bandara tersebut akan mendorong

construction of airports will boost economic development

pembangunan dan pertumbuhan ekonomi di daerah

and growth in the relevant region, which eventually will

bersangkutanyang pada akhirnya akan meningkatkan

improve the Indonesian economic development.

pembangunan ekonomi Indonesia. PERTUMBUHAN INDUSTRI KEBANDARUDARAAN DI

GROWTH IN AIRPORT INDUSTRY IN THE TERRITORY OF

WILAYAH ANGKASA PURA AIRPORTS

ANGKASA PURA AIRPORTS

Perkembangan industri kebandarudaraan di Indonesia

The development of Indonesian airport industry is in line

sejalan dengan pertumbuhan indsutri Angkasa Pura

with the industrial growth of Angkasa Pura Airports as

Airports sebagai penyedia, pengelola, dan pengusaha jasa

provider, manager, and entrepreneur of airport services in

kebandarudaraan di kawasan tengah dan timur Indonesia.

the central and eastern part of Indonesia. The growth in air

Pertumbuhan pergerakan lalu lintas udara di bandara yang

traffic movement at the airports managed by Angkasa Pura

dikelola Angkasa Pura Airports. pada tahun 2013 mengalami

Airports increased in total compared to that of 2012, shown

peningkatan secara total dibandingkan 2012, sebagaimana

in the following table.

tabel berikut ini. Pergerakan Pesawat, Penumpang dan Kargo URAIAN

Aircraft, Passenger, and Cargo Movements

2013

2012

DESCRIPTION

Pesawat (Pesawat)

689.363

642.244

Aircraft (Units)

Penumpang (Pax)

71.912.435

65.573.124

Passenger (Pax)

359.390

334.764

Cargo (Ton)

Kargo (Ton)

Pergerakan Pesawat

Aircraft Movements

Pergerakan trafik pesawat udara pada 2013 tercatat

In 2013, aircraft movements were recorded at 689,363

sebanyak 689.363 pesawat. Pergerakan tersebut mengalami

aircrafts. Such movements experienced an increase of 7.34%

peningkatan sebesar 7,34% bila dibandingkan dengan

compared to 2012, in which 642,244 aircrafts were recorded.

2012 yang tercatat sebanyak 642.244 pesawat. Peningkatan

The largest increase in aircraft movements occurred in

pesawat terbesar khususnya terjadi di Bandara Sultan

particular at Sultan Hasanuddin Airport (Makassar) and I

Hasanuddin (Makassar) dan Bandara I Gusti Ngurah Rai

Gusti Ngurah Rai Airport (Denpasar).

(Denpasar).







Pergerakan Pesawat Aircraft Movements (dalam Pesawat) | (in Units)

DPS

SUB

UPG

BPN

BIK

MDC

JOG

SOC

BDJ

SRG

LOP

AMQ

KOE

2012

113.542

136.170

82.680

72.817

12.054

17.620

56.531

27.565

30.835

32.895

27.703

11.705

20.127

2013

124.555

139.260

94.699

78.322

12.420

19.925

64.925

24.268

32.148

33.898

31.432

12.968

20.543

Pergerakan Penumpang

Passenger Movements

Pergerakan penumpang pada 2013 terealisasi sebanyak

In 2013, passenger movements were realized at 71,912,435

71.912.435 pax. Pergerakan tersebut mengalami peningkatan

pax. Such movements experienced an increase of 9.67%

sebesar 9,67% dibandingkan 2012 yang tercatat sebesar

compared to 2012, in which 65,673,124 pax were recorded.

65.673.124 pax. Peningkatan pergerakan penumpang

The largest increase in passenger movements occurred in

terbesar khususnya terjadi di Bandara I Gusti Ngurah Rai

particular at I Gusti Ngurah Rai Airport (Denpasar), followed

(Denpasar) diikuti Bandara Juanda (Surabaya).

by Juanda Airport (Surabaya). Pergerakan Penumpang Passenger Movements (dalam Pax) | (in Pax)

DPS

SUB

UPG

BPN

BIK

MDC

JOG

SOC

BDJ

SRG

LOP

AMQ

KOE

2012

14.175.580

16.447.912

8.580.802

6.620.750

410.495

2.092.768

4.972.712

1.395.761

3.651.249

3.005.930

1.836.051

1.070.965

1.312.149

2013

15.631.839

17.683.955

9.634.237

7.199.255

429.758

2.322.162

5.775.949

1.511.228

3.888.993

3.295.022

2.167.619

1.002.861

1.369.557

Pergerakan Kargo

Cargo Movements

Angkutan kargo selama 2013 terealisasi sebanyak 359.390

In 2013, cargo transportation was realized at 359,390

ton.

terjadinya

ton. Such achievement indicates an increase of 7.36%

peningkatan sebesar 7,36% dibandingkan dengan 2012

Pencapaian

tersebut

menunjukkan

compared to 334,764 ton in 2012. The largest increase in

yang sebanyak 334.764 ton. Peningkatan angkutan kargo

cargo transportation occurred at Sultan Hasanuddin Airport

terbesar khususnya terjadi di Bandara Sultan Hasanuddin

(Makassar).

(Makassar). Pergerakan Kargo Cargo Movements (dalam Ton) | (in Pax)

DPS

SUB

UPG

BPN

BIK

MDC

JOG

SOC

BDJ

SRG

LOP

AMQ

KOE

2012

61.144

106.015

49.699

51.753

1.479

11.374

14.370

4.290

10.140

10.144

6.580

3.065

4.711

2013

64.328

98.509

69.594

53.816

2.029

11.759

14.552

5.264

12.162

10.763

6.894

3.798

5.922

105

106


Tinjauan Operasional OPERATIONAL REVIEW

Angkasa Pura Airports memiliki tujuan dan lapangan usaha

Angkasa Pura Airports have the objective and business field

untuk melaksanakan dan menunjang kebijakan dan program

to implement and support the government’s policies and

pemerintah di bidang ekonomi dan pembangunan, serta

programs in the field of economy and development, and to

untuk memupuk keuntungan bagi Perseroan dengan

cultivate profit for the Company by providing airport service

menyelenggarakan usahajasa kebandarudaraan dalam arti

business in the broadest sense as well as other business

seluas-luasnya dan usaha-usahalainnya yang mempunyai

related to the airport service business. To achieve this

hubungan dengan usahatersebut. Untuk mencapai tujuan

objective, the Company operates Air Traffic Services (ATS),

tersebut, Perseroan menjalankan usaha jasa pelayanan

navigation facilities provision and management, as well as

penerbangan

non-ATS aeronautics and non-aeronautics airport services.

(Air

Traffic

Services/ATS),

penyediaan,

pengusahaan fasilitas navigasi, serta jasa-jasa pelayanan kebandarudaraanaeronautika non ATS dan non aeronautika. Namun demikian, sejak 16 Januari 2013 pukul 22.00 WIB,

Nevertheless, air traffic services (ATS) are not managed by

jasa pelayanan penerbangan (ATS) tidak lagi dikelola oleh

Angkasa Pura Airports anymore since January 16, 2013 at

Angkasa Pura Airports berdasarkan Peraturan Pemerintah

22.00 Western Indonesian Time pursuant to Government

(PP) Nomor 77 Tahun 2012 Tentang Perusahaan Umum

Regulation Number 77 Year 2012 concerning LPPNPI Public

Lembaga Penyelenggara Pelayanan Navigasi Penerbangan

Company (the Indonesian Air Navigation Service Provider

Indonesia

Kesepahaman

Institution) (based on Memorandum of Understanding

Nomor: HK.201/1/10/DRJU- 2013; KEP.15/OM.02.03/2013;

Number: HK.201/1/10/DRJU-2013; KEP.15/OM.02.03/2013;

MOU.04.07.01/00/02/2013/001; 032/DU/II/2013 tanggal 12

MOU.04.07.01/

Februari 2013).

February 12, 2013).

Adapun bandara yang dikelola Perseroan sampai dengan

Meanwhile, as of end-2013, the number of airports managed

akhir 2013 adalah sebanyak 13 bandara, yang meliputi

by the Company was 13 airports, which consisted of

Bandara Ngurah Rai (Denpasar), Bandara Juanda (Surabaya),

Ngurah Rai Airport (Denpasar), Juanda Airport (Surabaya),

Bandara Sultan Hasanuddin (Makassar), Bandara Sepinggan

Sultan Hasanuddin Airport (Makassar), Sepinggan Airport

(Balikpapan), Bandara Frans Kaisiepo (Biak), Bandara Sam

(Balikpapan), Frans Kaisiepo Airport (Biak), Sam Ratulangi

Ratulangi (Manado), Bandara Adisutjipto (Yogyakarta),

Airport

Bandara Adisumarmo (Surakarta), Bandara Syamsudin Noor

Adisumarmo Airport (Surakarta), Syamsudin Noor Airport

(Banjarmasin), Bandara Achmad Yani (Semarang), Bandara

(Banjarmasin), Achmad Yani Airport (Semarang), Lombok

Lombok (Praya), Bandara Pattimura (Ambon), dan Bandara El

Airport (Praya), Pattimura Airport (Ambon), and El Tari Airport

Tari (Kupang).

(Kupang).

Selain itu, Perseroan juga memiliki 1 Strategic Business Unit

In addition, the Company also has one of the Strategic

yang mengelola area komersial di Bandara Ngurh Rai-Bali ,

Business Unit who manages the commercial area in Ngurh

serta 4 Entitas Anak. Sedangkan, Entitas Anak Perseroan

Rai Airport, Bali, and Subsidiaries 4. Meanwhile, the Subsidiary

terdiri dari penyedia akomodasi pariwisata (PT Angkasa

Company consists of tourism accommodation providers

Pura Hotels), pengurusan terminal kargo (PT Angkasa Pura

(PT Angkasa Temple Hotels), obtaining a cargo terminal

Logistics), pembangunan dan jasa properti (PT Angkasa

(PT Angkasa Pura Logistics), the construction and property

Pura Property), serta jasa dan perdagangan (PT Angkasa Pura

services (PT Angkasa Property Pura), as well as services and

Supports).

trade (PT Angkasa Pura

(LPPNPI)

(berdasarkan

Nota

00/02/2013/001;

(Manado),

Supports).

Adisutjipto

032/DU/II/2013

Airport

dated

(Yogyakarta),







ASPEK PEMASARAN

MARKETING ASPECT

Pemasaran merupakan suatu sistem total dari kegiatan

Marketing is a total system of business activities designed

bisnis yang dirancang untuk merencanakan, menentukan

for planning, pricing, promoting, and distributing goods

harga, melakukan promosi dan mendistribusikan barang-

which may satisfy and achieve market target as well as the

barang yang dapat memuaskan keinginan dan mencapai

Company’s objective.

sasaranpasar serta tujuan Perusahaan. PANGSA PASAR

MARKET SHARE

Berdasarkan analisis posisi perusahaan dalam industri

Based on analysis of the company’s position in the airport

kebandarudaraan, Angkasa Pura Airports berada di

industry, Angkasa Pura Airports is in the Grow/ Invest

posisi Grow/Invest. Pada posisi tersebut, Perseroan perlu

position. In this position, the Company must invest in

melakukan investasi pada pengembangan infrastruktur,

infrastructure development, human resources, and other

sumber daya manusia, dan bisnis yang menguntungkan

profitable business in order to grow and compete effectively

lainnya agar dapat bertumbuh dan bersaing secara efektif

in achieving the target.

dalam mencapai target.

Analisa Daya Tarik Pasar, Kemampuan dan Posisi Perusahaan Analysis of Market Attractiveness, the Company’s Capacity and Position 5

Grow/ Invest

Industrial Attractiveness

Daya Tarik Industri

4

3

2

Selectively Grow

1

Harvest/ Divest

0 0

1

2

3

Kemampuan Perusahaan Company’s Capacity

4

5

107

108


Selanjutnya,

sepuluh

Furthermore, in order to become one of the top ten airport

perusahaan pengelola bandara terbaik di Asia, Angkasa

untukmenjadisalah

satu

dari

management companies in Asia, Angkasa Pura Airports

Pura Airportsperlumelakukantransformasi model bisnis

needs to transform its business model to achieve an optimum

untuk mencapai tingkat kepuasan pelanggan yang optimal

customer satisfaction level and increase non-aeronautics

dan meningkatkan pendapatan non aeronautika untuk

revenues to achieve the ideal revenue proportion. The

mencapai proporsi pendapatan yang ideal. Perseroan perlu

Company must improve its Customer Satisfaction Index (CSI)

meningkatkan Customer Satisfaction Index (CSI) dari 3,79

from 3.79 in 2013 to 4.60 in 2018, and increase the proportion

di 2013 menjadi 4,60di 2018, serta meningkatkan proporsi

of non-aeronautics revenue from 33% in 2013 to 57% in

pendapatan non aeronautika dari 33% di 2013 menjadi 57%

2018. This target is in line with the average achievement of

di 2018. Target tersebut sesuai dengan pencapaian rata-rata

the best airport in Asia.

bandara terbaik di Asia. Posisi Perusahaan 2013 dan Target 2018 The Company’s Position in 2013 and Target in 2018 Transformasi Modal Bisnis (Paradigm Shift) % Non Aero Revenue 100%

2018 (CSI: 4,60, Non Aero: 57%) 4

5 CSI

2013 (CSI: 3,79, Non Aero: 39%)

0%

STRATEGI PEMASARAN

MARKETING STRATEGY

Strategi pemasaran Angkasa Pura Airports ditujukan untuk

Angkasa Pura Airports’ marketing strategy has the objective

memasarkan produk jasanya kepada pelanggan. Hal

of marketing its service products to customers. The

tersebut dikelola oleh Marketing and Business Development

marketing strategy is managed by Aviation Marketing Group

Department melalui beberapa kegiatan, baik yang bersifat

through several activities, both at the national as well as

nasional maupun internasional.

international levels.

1.

1.

KegiatanNasional

National Activities

Angkasa Pura Airports melaksanakan pertemuan

Angkasa Pura Airports holds annual gathering with

(gathering) tahunan dengan berbagai maskapai

various airlines, both domestic as well as international

penerbangan, baik maskapai penerbangan domestik

airlines, with the objective of informing about airport

maupun internasional, yang

bertujuan untuk

expansion conducted. The gathering is expected to

pengembangan

attract the interest and cooperation of various airlines

bandara yang telah dilakukan. Melalui pertemuan

to open new flight routes at airports managed by the

tersebut diharapkan akan menarik minat dan kerja

Company. In addition, the gathering is also designed as

menginformasikan

mengenai

sama dengan berbagai maskapai penerbangan untuk







membuka rute penerbangan baru pada bandara yang

communication media for customers to provide input

dikelolaoleh Perseroan. Selain itu, pertemuan tersebut

to the Company in order to improve airport service

juga dirancang sebagai media komunikasi bagi

quality in the future.

pelanggan untuk dapat memberikan masukan bagi Perseroan agar dapat meningkatkan kualitas layanan bandara ke depannya. Adapun pelaksanaan kegiatan tersebut pada 2013 telah

In 2013, the activity has been implemented in Jakarta

dilakukan di Jakarta pada 5 Maret untuk pertemuan

on March 5 by holding a meeting with international

dengan

airlines. Meanwhile, the meeting with domestic airlines

maskapai

Sedangkan,

penerbangan

pertemuan

internasional.

dengan

maskapai

has been held in Surabaya on April 11, 2013.

penerbangan domestik telah dilaksanakan di Surabaya pada 11 April 2013. 2.

Kegiatan Internasional

2.

International Activities

Selain mengadakan pertemuan, Angkasa Pura Airports

In addition to organizing meetings, Angkasa Pura

juga mengikuti pertemuan internasional yang diadakan

Airports also attends international meetings held

oleh berbagai pihak, yaitu Routes. Routesmerupakan

by various parties, namely Routes. Routes is an

kegiatan internasional yang mempertemukan maskapai

international activity which brings together airlines,

penerbangan, pengelola bandara, dan elemen lainnya

airport management companies, and other elements

pada industriaviasi. Kegiatan tersebut diadakan melalui

in the aviation industry. The activity is held through

sesi tatap muka dan eksposur destinasi, produk dan

face-to-face sessions and exposure on destinations,

jasa lainnya dalam bentuk sebuah pameran business to

products, and other services in the form of business to

business ataupun sebuah panel diskusi.

business exhibition or a panel discussion.

Beberapa Routesyang diikuti Perseroan pada 2013

Several Routes attended by the Company in 2013

adalah Routes Asia XI di Mumbai, Indiayang diadakan

were Routes Asia XI in Mumbai, India, which was held

oleh Routes Asia Strategy Summit bekerjasama dengan

by Routes Asia Strategy Summit in cooperation with

Shenzen Baoan Internasional Airport tanggal 17-19

Shenzhen Baoan International Airport on March 17-19,

Maret 2013.Selain itu, Perseroan juga mengikuti World

2013. In addition, the Company also attended World

Routes XIX di Las Vegas, Nevada yang diadakan oleh

Routes XIX in Las Vegas, Nevada, which was held by

World Routes Strategy Summit bekerjasama dengan

World Routes Strategy Summit in cooperation with Las

Las Vegas Convention and Visitors Authority (LVCVA)

Vegas Convention and Visitors Authority (LVCVA) on

pada5-8 Oktober 2013.

October 5-8, 2013.

KINERJA OPERASI PER SEGMEN USAHA

OPERATIONAL PERFORMANCE BY BUSINESS SEGMENT

Dalam proses produksi jasa, Angkasa Pura Airports didukung

For producing services, Angkasa Pura Airports has production

dengan fasilitas produksi

yang meliputi

equipment facilities which include runway, apron, passenger

landasan pacu, apron, terminal penumpang, gudang kargo,

terminal, cargo warehouse, and vehicle parking lots in all

dan tempat parkir kendaraan di seluruh bandara yang

airports managed by the Company. Some of the production

dikelola Perseroan. Beberapa fasilitas produksi tersebut

facilities are elaborated as follows:

dijabarkan sebagai berikut.

yang handal

109

110


Data Alat Produksi Utama 2013

Data of Main Production Equipment in 2013 TERMINAL

BANDARA

RUNWAY

APRON

KARGO INTERNASIONAL International

Airport

(M X M)

(M2)

DOMESTIK Domestic

(M2)

KAPASITAS Capacity

(PAX/TAHUN)

(M2)

(Pax/ Year)

INTERNASIONAL

KARGO DOMESTIK

Inter-national Cargo

Domestic Cargo

(M2)

(M2)

DPS

3.000 x 45

309.694

136.000

65.846

20,2 juta | million

6.000

2.574

SUB

3.000 x 45

180.470

31.425

31.275

14,0 juta | million

7.787

9.031

UPG

3.000 x 45

272.862

8.770

53.045

8,2 juta | million

-

BPN

2.500 x 45

148.758

2.302

9.521

15,0 juta | million

-

BIK

3.570 x 45

41.585

1.781

1.367

263,0 ribu | thousand

324

MDC

2.650 x 45

77.369

26.345

2,7 juta | million

3.546

JOG

2.200 x 45

31.004

1.017

7.609

4,2 juta | million

726

SOC

2.600 x 45

66.221

3.517

9.483

1,5 juta | million

826

BDJ

2.500 x 45

80.412

9.943

1,2 juta | million

802

SRG

2.680 x 45

37.452

6.051


LOP

2.250 x 45

29.466

21.000

3,5 juta | million

480

AMQ

2.500 x 45

34.065

1.200

7.393

1,1 juta | million

1.139

KOE

2.500 x 45

45.143

900

4.381


800

657

99

675

Kinerja operasi per segmen usaha dibagi berdasarkan jasa

Operational performance by business segment is categorized

pelayanan kebandarudaraan Angkasa Pura Airports, yakni

based on airport services provide by Angkasa Pura Airports,

aeronautika dan non aeronautika.

namely aeronautics and non-aeronautics.

AERONAUTIKA

AERONAUTICS penyediaan,

The aeronautics business segment consists of provision,

pengusahaan dan pengembangan fasilitas untuk kegiatan

management, and development of facilities for aircraft

pelayanan pendaratan, lepas landas, parkir dan penyimpanan

landing, take-off, parking and storage service activities, as

pesawat udara, serta penyediaan, pengusahaan dan

well as provision, management, and development of terminal

pengembangan fasilitas terminal untuk pelayanan angkutan

facilities for passenger, cargo, and post transportation

penumpang, kargo dan pos. Pada 2013, seluruh pelayanan

service. In 2013, all of the Company’s aeronautics services

jasa aeronautika Perseroan mengalami pertumbuhan, kecuali

experienced growth, except air traffic services, which

pelayanan jasa penerbangan yang mengalami perubahan.

underwent a change.

Segmen

usaha

aeronautika

meliputi







Performance of Aeronautics Services

Kinerja Pelayanan Jasa Aeronautika

PERTUMBUHAN

URAIAN

SATUAN

2013

2012

1

2

3

4

Ton

21.501.973

19.410.144

2.091.829

Domestik

Ton

17.245.687

15.670.377

1.575.310

10,05%

Domestic

Internasional

Ton

4.256.286

3.739.767

516.519

13,81%

International

Pelayanan Jasa Penumpang Pesawat Udara (PJP2U)

Pax

32.104.877

29.107.151

2.997.726

10,30%

Aircraft Passenger Services (PJP2U)

Domestik

Pax

27.221.733

24.804.443

2.417.290

9,75%

Domestic

Internasional

Pax

4.883.144

4.302.708

580.436

13,49%

International

13.886.925

158.283.777

(144.396.852)

(91,23%)

Air Traffic Services (ATS)

Pelayanan Jasa Pendaratan, Penempatan dan Penyimpanan Pesawat Udara (PJP4U)

Pelayanan Jasa Penerbangan (PJP)

Rute | Route

Growth

5=3-4

DESCRIPTION 6=(3-4)/4

Aircraft Landing, 10,78% Parking, and Storage Services (PJP4U)

Domestik

Rute | Route

5.041.299

53.057.949

(48.016.650)

(90,50%)

Domestic

Internasional

Rute | Route

2.723.949

32.678.566

(29.954.617)

(91,66%)

International

Penerbangan Lintas

Rute | Route

6.121.677

72.547.262

(66.425.585)

(91,56%)

Transit Flight


Ton

17.316.816

15.611.056

1.705.760

10,93%

Use of Aviobridge

Domestik

Ton

10.206.736

9.388.936

817.800

8,71%

Domestic

Internasional

Ton

7.110.080

6.222.120

887.960

14,27%

International

Pemakaian Counter

Pax

32.055.790

29.030.533

3.025.257

10,42%

Use of Counter

Domestik

Pax

27.253.407

24.824.374

2.429.033

9,78%

Domestic

Internasional

Pax

4.802.383

4.206.159

596.224

14,18%

International

PELAYANAN JASA PENDARATAN, PENEMPATAN DAN

AIRCRAFT LANDING, PARKING, AND STORAGE SERVICES

PENYIMPANAN PESAWAT UDARA (PJP4U)

(PJP4U)

Produksi PJP4U pada 2013 mencapai 21.501.973 ton,

In 2013, PJP4U production reached 21,501,973 ton, grew by

mengalami pertumbuhan 2.091.829 ton atau sebesar 10,78%

2,091,829 ton or 10.78% from 19,410,144 ton in 2012. Both

dari 2012 yang mencapai19.410.144 ton. Baik produksi

domestic production as well as international production

domestik maupun produksi internasional mengalami

experienced a positive growth. The growth in PJP4U

pertumbuhan yang positif. Pertumbuhan produksi PJP4U

111

112


dijelaskan sebagai berikut.

production is explained as follows:

a. Produksi PJP4U domestik mengalami pertumbuhan

a. Domestic PJP4U production grew by 10.05%. The

sebesar 10,05%. Pertumbuhan tersebut disebabkan

growth was caused by the addition of flight frequencies

adanya penambahan frekuensi penerbangan di

in several airports, among other things:

beberapa bandara, antara lain: •

•

Maskapai Lion Air (LNI) meningkat 23x per minggu

•

di Bandara Ngurah Rai dan 7x per minggu di

week at Ngurah Rai Airport and 7x per week at Adi

Bandara Adi Sumarmo;

Sumarmo Airport;

Maskapai Wings Air meningkat 15x per minggu di

•

Bandara Ngurah Rai; •

Maskapai Air Asia meningkat 8x per minggu

•

Hasanuddin Airport;

Maskapai Garuda Indonesia Airlines meningkat

•

to 14x per week at Ngurah Rai Airport, 7x per week

minggu di Bandara Sam Ratulangi, dan 7x per

at Sam Ratulangi Airport, and 7x per week at Adi Sumarmo Airport;

Maskapai Travira meningkat 6x per minggu di

•

Bandara Ngurah Rai;

•

•

Sriwijaya increased its frequency to 5x per week at Ngurah Rai Airport;

Maskapai Citi Link meningkat 47x perminggu di

•

Citi Link increased its frequency to 47x per

Bandra Ngurah Rai dan 21x perminggu di Bandara

week at Ngurah Rai Airport and 21x per week at

Hasanuddin; serta

Hasanuddin Airport; and

Maskapai Mandala Airlines yang beroperasi

•

kembali di Bandara Juanda 14x per minggu. b.

Travira increased its frequency to 6x per week at Ngurah Rai Airport;

Maskapai Sriwijaya meningkat 5x per minggu di Bandara Ngurah Rai;

•

Garuda Indonesia Airlines increased its frequency

14x per minggu di Bandara Ngurah Rai, 7xper minggu di Bandara Adi Sumarmo,

•

Air Asia increased its frequency to 8x per week at Ngurah Rai Airport and 14x per week at

Bandara Hasanuddin;

•

Wings Air increased its frequency to 15x per week at Ngurah Rai Airport;

di Bandara Ngurah Rai dan 14x per minggu di •

Lion Air (LNI) increased its frequency to 23x per

Mandala Airlines resumed its operations at Juanda Airport for 14x per week.

Produksi PJP4U internasional mengalami pertumbuhan

b. International PJP4U production grew by 13.81%. The

sebesar 13,81%. Pertumbuhan tersebut disebabkan:

growth was caused by:

•

•

Perubahan tipe pesawat yang oleh Maskapai Garuda IndonesiaAirlines yang menggunakan B738 di Bandara Hasanuddin;

•

Maskapai

Mandala

Airlines

Airlines, which uses B738 at Hasanuddin Airport; •

membuka

Mandala Airlines opened new routes namely

rute

Surabaya (SUB)-Singapore (SIN) 7x per week since

baru Surabaya (SUB)-Singapura (SIN) 7x per

January 2013, Surabaya (SUB)-Kuala Lumpur (KUL)

minggumulaiJanuari 2013, Surabaya (SUB)-Kuala

7x per week since January 2013, and Surabaya

Lumpur (KUL) 7x per minggumulai Januari 2013,

(SUB)-Hong Kong (HKG) 14x per week since

danSurabaya (SUB)-Hong Kong(HKG) 14x per minggumulaiDesember 2013; •

The change in aircraft type of Garuda Indonesia

Penambahan

penerbangan

December 2013; •

di

Bandara

Hasanuddin, yaitu maskapai Air Asia dan Silk Air yang masing-masing sebanyak 3x per minggu.

Addition of flights at Hasanuddin Airport, namely by Air Asia and Silk Air for 3x per week each.





PELAYANAN JASA PENUMPANG PESAWAT UDARA



AIRCRAFT PASSENGER SERVICES (PJP2U)

(PJP2U) Produksi PJP2U mengalami pertumbuhan 2.997.726 pax

PJP2U production grew by 2,997,726 pax or 10.30%, from

atau sebesar 10,30%, dari 29.107.151pax di 2012 menjadi

29,107,151 pax in 2012 to 32,104,877 pax in 2013. The growth

32.104.877pax di 2013. Pertumbuhan produksi PJP2U

in PJP2U production is affected by the growth of passanger

ini merupakan dampak dari pertumbuhan pergerakan

movement amounted to 9.7%. This is indicated by the

penumpang

growth of domestic production of PJP2U amounted to 9.75%

sebesar

9,67%.

Hal

ini

terlihat

pada

pertumbuhan produksi PJP2U domestik sebesar 9,75% dan

and international PJP2U production amounted to 13.49%.

produksi PJP2U internasional sebesar 13,49%. PELAYANAN JASA PENERBANGAN (PJP)

AIR TRAFFIC SERVICES (ATS)

Produksi PJP (ATS) sampai dengan pertengahan Januari 2013,

Production PJP (THE) until mid-January 2013, 13,886,925

terealisasi sebesar 13.886.925 rute, sangat jauh dibandingkan

realized for these, so far than the realization in 2012 of 158

dengan realisasi tahun 2012 sebesar 158.283.777 rute. Hal ini

283 777 s. This is due to the transfer of PJP (ATS) that were

disebabkan pengalihan PJP (ATS) yang sebelumnya dikelola

previously managed by the Company be managed by LPPNPI

oleh Perseroan menjadi dikelola oleh LPPNPI sejak 16 Januari

since January 16, 2013 at 22:00 pm. Transfer of PJP performed

2013 pukul 22.00 WIB. Pengalihan PJP dilakukan berdasarkan

by Government Regulation No. 77 of 2012 dated 12

PP Nomor 77 Tahun 2012 tanggal 12 September 2012

September 2012 of the Public Company Institute Indonesian

tentang Perusahaan Umum Lembaga Penyelenggara

Air Navigation Services Operator (LPPNPI), and is based on

Pelayanan Navigasi Penerbangan Indonesia (LPPNPI), serta

a Memorandum of Understanding No. HK.201/1/10/DRJU-,

berdasarkan Nota Kesepahaman Nomor: HK.201/1/10/DRJU-

2013; KEP.15/OM.02.03/2013; MOU.04.07.01/00/02/2013/001;

2013; KEP.15/OM.02.03/2013; MOU.04.07.01/00/02/2013/001;

and 032/DU/II/2013 dated February 12, 2013.

dan 032/DU/II/2013 tanggal 12 Februari 2013. PEMAKAIAN AVIOBRIDGE

USE OF AVIOBRIDGE

Pemakaian aviobridge mencapai 17.316.816 ton, meningkat

Use of aviobridge reached 17,316,816 tons, an increase of

10,93% atau sebesar 1.705.760 ton dibandingkan 2012

10.93% or a total of 1.70576 million tons compared to 2012

yang mencapai 15.611.056 ton. Peningkatan pemakaian

which reached 15,611,056 tons. Increased use of aviobridge

aviobridge tersebut dapat dijelaskan sebagai berikut.

can be explained as follows.

•

•

Pemakaian aviobridge domestik meningkat sebesar 8,71%.

Hal

ini

disebabkan

oleh

pertumbuhan

jumlah penerbangan di 2013 yang mengakibatkan peningkatan pemakaian aviobridge. •

Pemakaian

aviobridge

internasional

2013 that resulted in aviobridge increased usage. •

meningkat

sebesar14,27%. Hal ini disebabkan penggunaan aviobridge oleh maskapai penerbangan internasional

aviobridge domestic consumption increased by 8.71%. This is caused by the growth of the number of flights in Use of international aviobridge increased sebesar14, 27%. This is due to the use of aviobridge by international airlines

113

114


PEMAKAIAN COUNTER

USE OF COUNTER

Pemakaian counter mengalami pertumbuhan 3.025.257 pax

The use of counter grew by 3,025,257 pax or 10.42% from

atau sebesar 10,42% dari 29.030.533 pax di 2012 menjadi

29,030,533 pax in 2012 to 32,055,790 pax in 2013. Domestic

32.055.790 pax di 2013. Pemakaian counter domestik

use of counter grew by 9.78%. Meanwhile, international

mengalami pertumbuhan sebesar 9,78%. Sedangkan,

use of counter grew by 14.18%. The growth was related to

pemakaian counter internasional mengalami pertumbuhan

the growth in PJP2U production, both domestic as well as

sebesar 14,18%. Pertumbuhan tersebut terkait pertumbuhan

international.

produksi PJP2U, baik domestik maupun internasional. NON AERONAUTIKA

NON-AERONAUTICS

Segmen usaha non aeronautika meliputi beberapa usaha,

Non-aeronautical business segment includes several

yaitu penyediaan lahan untuk properti, perkantoran, area

businesses, namely the provision of land for property, office,

perhotelan dan area komersil lainnya, serta usaha-usaha lain

area hospitality and other commercial areas, as well as other

yang dapat menunjang tercapainya tujuan Perseroan. Pada

efforts that can support the achievement of the Company.

2013, pelayanan jasa non aeronautika tersebut menunjukkan

on 2013, non-aeronautical services shows performance

kinerja yang bervariasi.

varies.

Kinerja Pelayanan Jasa Non Aeronautika

Performance of Non-Aeronautics Services Provision

URAIAN 1

SATUAN 2

2013

2012

3

PERTUMBUHAN | GROWTH

4

5=3-4

6=(3-4)/4

Sewa-sewa

DESCRIPTION Rents

Sewa Ruang

M2 x Bulan

1.077.346

1.162.837

(85.491)

(7,35%)

Space Rent

Sewa Tanah

M2 x Bulan

6.761.252

7.132.308

(371.056)

(5,20%)

Land Rent

M2

704

-

704

NA

Building Rent*

Volume

392

74

318

429,73%

Vehicle Rental Service*

Sewa Gedung Jasa Penyewaan Kendaraan

Pemakaian Listrik, Telepon, Air, Reklame, Parkir Kendaraan dan Anjungan Listrik

Telepon

Air Reklame

KWh

54.997.371

35.683.218

19.314.153

54,13%

Electricity

Pesawat Telepon x Bulan

23.999

25.819

(1.820)

(7,05%)

Telephone

M3

327.034

350.570

(23.536)

(6,71%)

Water

M2 x Bulan

169.400

175.555

(6.155)

(3,51%)

Advertisement



URAIAN 1


SATUAN

2013

2


2012

3


PERTUMBUHAN | GROWTH

4

5=3-4

6=(3-4)/4

Parkir Kendaraan


DESCRIPTION Vehicle Parking

Parkir Mobil

Lembar

22.864.848

19.910.057

2.954.791

14,84%

Car Parking

Parkir Motor

Lembar

7.884.631

7.388.150

496.481

6,72%

Motorcycle Parking

Lembar

397.319

291.114

106.205

36,48%

Platform

1.063.698

918.199

145.499

15,85%

Use of Lounge (CIP Lounge)

3.251.194.578

2.708.338.298

542.856.280

20,04%

Concession

Anjungan (Peron) Pemakaian Ruang Tunggu (CIP Lounge)

Konsesi

Pax Omzet/ Ribuan Rp

Terminal Kargo

Cargo Terminal

Incoming

Kg

109.315.798

78.334.929

30.980.869

39,55%

Incoming

Domesik

Kg

89.689.660

58.368.054

31.321.606

53,66%

Domestic

Internasional

Kg

19.626.138

19.966.875

(340.737)

(1,71%)

International

Outgoing

Kg

121.768.912

112.210.870

9.558.042

8,52%

Outgoing

Domesik

Kg

79.006.194

68.732.503

10.273.691

14,95%

Domestic

Internasional

Kg

42.762.719

43.478.367

(715.648)

(1,65%)

International

Jasa Regulated Agent*

Kg

40.077.266

3.752.471

36.324.795

968,02%

Agency Service*

Perdagangan*

Unit

4.108

102

4.006

3927,45%

Trading*

Jasa Perencanaan dan Pelaksanaan*

Proyek

3

-

3

NA

Planning and Implementation Service*

Kamar dan Layanan Hotel* Kamar Makanan dan Minuman Binatu

Hotel Room and Service*

Kamar

15.494

-

15.494

NA

Room

Pax

6.963

-

6.963

NA

Food and Beverages

Buah

1.307

-

1.307

NA

Laundry

*merupakan kinerja operasional Anak Perusahaan

*falls under the operational performance of Subsidiaries

115

116


SEWA-SEWA

RENTS

Produksi sewa-sewa di 2013 mengalami penurunan

Rental production experienced a decrease in 2013 compared

dibandingkan 2012 yang dijelaskan sebagai berikut.

to 2012, which is explained as follows:

a. Sewa ruang mengalami penurunan sebesar 7,35%.

a.

Rent on space experienced a decrease of 7.35%. This,

Hal iniantara lain disebabkan pembongkaran terminal

among other things, was due to the demolition of

domestik, berakhirnya kontrak dengan mitra usaha

domestic terminal, expiration of contract with business

di Bandara I Gusti Ngurah Rai (Bali),pembongkaran

partner at I Gusti Ngurah Rai Airport (Bali), demolition

Hanggar A di terminal Bandara Sepinggan (Balikpapan),

of Hangar A at the terminal in Sepinggan Airport

sertarencana pengoperasian tenant yang belum

(Balikpapan), and plan to operate tenant which has not

sepenuhnya terlaksana.

been fully implemented.

b. Sewa tanah (termasuk sewa tempat) mengalami

b. Rent on land (including rent on space) decreased by

penurunan sebesar 5,20%. Hal ini disebabkan oleh

5.20%. This was due to the refund of rent on land for

pengembalian sewa tanah/lahan ground support

ground support equipment (GSE) of PT Metro Batavia

equipment (GSE) PT Metro Batavia di Bandara

at Hasanuddin Airport (Makassar) and Juanda Airport

Hasanuddin (Makassar) dan Bandara Juanda (Surabaya).

(Surabaya).

c.

Pada 2013, produksi sewa gedung menunjukkan hasil

c.

In 2013, rent on buildings production showed positive

kinerja positif. Pencapaian ini merupakan prestasi

performance result. This achievement falls under the

dariAnak Perusahaan (AP-Property) yang didirikan di

performance of a Subsidiary (AP-Property) established

2012. Pencapaian positif ini khususnya terkait dengan

in 2012. Such positive result is particularly related to the

beroperasinya GAT di Bali.

operation of GAT in Bali.

d. Jasa penyewaan kendaraan mengalami pertumbuhan

d. Vehicle rental service grew by 429.73%. This

429,73%. Pencapaian ini merupakan prestasi dari Anak

achievement falls under the performance of a Subsidiary

Perusahaan (AP-Supports) yang didirikan di 2012.

(AP-Supports) yang established in 2012. Such positive

Pencapaian positif ini merupakan hasil penyewaan

result is generated by company vehicle rental to the

kendaraan dinas kepada seluruh kantor pusat dan

Company’s head office and all branch offices.

kantor cabang Perseroan. PEMAKAIAN TELEPON, LISTRIK, AIR, REKLAME, PARKIR,

UTILIZATION OF TELEPHONE, ELECTRICITY, WATER,

DAN ANJUNGAN

ADVERTISING, PARKING LOT, AND PLATFORM

Pemakaian telepon, listrik, air, parkir, anjungan dan pas

Utilization of telephone, electricity, water, parking lot,

pelabuhan menunjukkan kinerja yang bervariasi yang

platform, and airport pass showed varied performance,


which is explained as follows:

a. Pemakaian listrik mengalami pertumbuhan sebesar

a.

Electricity utilization grew by 54.13%. This was due to

54,13%. Hal ini disebabkantambahan pemakaian listrik

additional electricity utilization by projects and the

dari proyek dan beroperasinya terminal baru Bandara

operation of new terminal at Ngurah Rai Airport (Bali).

Ngurah Rai (Bali).





b. Pemakaian telepon mengalami penurunan 7,05%. Hal

b.



Telephone utilization decreased by 7.05%. This was due

ini disebabkan disebabkan berakhirnya kontrak mitra

to the expiration of contract with business partner at

usaha di Terminal Internasional Bandara Ngurah Rai

the International Terminal of Ngurah Rai Airport (Bali)

(Bali) dan beberapa mitra usaha tidak memperpanjang

and non-renewal of contract by some business partners,

kontrak,

such as in Syamsudin Noor Airport (Banjarmasin).

seperti

di

Bandara

Syamsudin

Noor

(Banjarmasin). c. Pemakaian air mengalami penurunan 6,71%. Hal ini

c.

Water utilization decreased by 6.71%. This was due to

disebabkan berakhirnya kontrak dengan mitra usaha

the expiration of contract with business partner at the

di Terminal Internasional Bandara Ngurah Rai (Bali) dan

International Terminal of Ngurah Rai Airport (Bali) and

beberapa mitra usaha yang tidak memperpanjang

non-renewal of contract by some business partners,

kontrak,

such as in Syamsudin Noor Airport (Banjarmasin).

seperti

di

Bandara

Syamsudin

Noor

(Banjarmasin). d. Pemakaian tempat reklame mengalami penurunan

d. Utilization of advertisement space decreased by

3,51%. Hal ini disebabkan oleh berakhirnya kontrak

3.51%. This was due to expiration of contract with

mitra usaha pengelola reklame di Terminal Internasional

advertisement manager business partner at the

Bandara Ngurah Rai (Denpasar).

International Terminal of Ngurah Rai Airport (Denpasar).

e. Parkir kendaraan mengalami pertumbuhan, baik

e.

Vehicle’s parking lot experienced a growth for both car

untuk parkir mobil maupun parkir motor. Parkir mobil

parking as well as motorcycle parking. Car parking grew

mengalami pertumbuhan sebesar 14,84%, sedangkan

by 14.84%, while motorcycle parking grew by 6.72%.

parkir motor mengalami pertumbuhan sebesar 6,72%.

This was related to the growth in PJP2U production,

Hal ini terkait dengan pertumbuhan produksi PJP2U,

as well as optimalization of parking management and

serta optimalisasi pengelolaan dan pengawasan parkir.

supervision.

f. Penggunaananjungan

pertumbuhan

f. Platform utilization grew by 36.48%. This was

36,48%. Hal ini khususnya seiring dengan pertumbuhan

mengalami

particularly in line with the growth in the number of pax

jumlah pax di Bandara Adisutjipto (Yogyakarta),

at Adisutjipto Airport (Yogyakarta), particularly during

terutama pada masa libur sekolah.

school holiday period.

PEMAKAIAN RUANG TUNGGU

LOUNGE UTILIZATION

Pemakaian ruang tunggu mengalami pertumbuhan sebesar

Lounge utilization grew by 15.85%. This was in line with the

15,85%. Hal ini sejalan dengan pertumbuhan PJP2U.

growth in PJP2U.

KONSESI

CONCESSION

Produksi konsesi mengalami pertumbuhan sebesar 20,04%.

Concession production experienced a growth of 20.04%.

Hal ini disebabkan meningkatnya omzet konsesioner seiring

This was due to the increase in concessionary turnover in

dengan meningkatnya jumlah pax domestik di Terminal

line with the increase in the number of domestic pax at the

Domestik Bandara Ngurah Rai (Bali)dan beberapa bandara

Domestic Terminal of Ngurah Rai Airport (Bali) and several

lain, seperti Bandara Adisucipto (Yogyakarta)dan Bandara

other airports, such as Adisucipto Airport (Yogyakarta) and

Syamsudin Noor(Banjarmasin). Hal ini juga terkait dengan

Syamsudin Noor Airport (Banjarmasin). This is also related

penambahan sewa ruang untuk mitra usaha baru, seperti di

with the increase in rent on space for new business partners,

Bandara Pattimura (Ambon).

such as at Pattimura Airport (Ambon).

117

118


TERMINAL KARGO

CARGO TERMINAL

Produksi terminal kargo mengalami pertumbuhan, baik

Cargo terminal production experienced a growth, both in

dari segi incoming maupun outcoming. Incoming cargo

terms of incoming as well as outcoming. Incoming cargo

mengalami pertumbuhan 39,55%, sedangkan outcoming

grew by 39.55%, while outcoming cargo grew by 8.52%. This

cargo mengalami pertumbuhan sebesar 8,52%. Hal ini

was due to the cargo terminal in several airports has been

disebabkan pengelolaan terminal kargo di beberapa

managed by the subsidiary

bandara telah dilaksanakan oleh anak perusahaan. JASA REGULATED AGEN

AGENCY SERVICE

Produksi jasa agen mengalami pertumbuhan 968,02%.

Agency service production experienced a growth of 968.02%.

Produksi jasa agen tersebut merupakan hasil produksi

The agency service production falls under the production

Anak Perusahaan (AP-Logistics). Pencapain ini disebabkan

result of a Subsidiary (AP-Logistics). Such achievement was

pertumbuhan jasa keamanan pengiriman kargo di Bandara

due to the growth in cargo delivery security service at Juanda

Juanda (Surabaya), Bandara Sepinggan (Balikpapan), Bandara

Airport (Surabaya), Sepinggan Airport (Balikpapan), Ngurah

Ngurah Rai (Bali), dan Bandara Sultan Hasanuddin(Makassar).

Rai Airport (Bali), and Sultan Hasanuddin Airport (Makassar).

JASA PERDAGANGAN

TRADING

Kinerja jasa perdagangan alat-alat pendukung bandara

The performance of trading experienced a growth of

mengalami

jasa

3,927.45%. The trading performance falls under the

perdagangan tersebut merupakan hasil produksi Anak

production result of a Subsidiary (AP-Supports). This was due

Perusahaan (AP-Supports). Hal ini disebabkan peningkatan

to the increase in procurement cooperation between AP-

kerja sama pengadaan dari AP-Supports dengan Perseroan

Supports and the Company as well as other partners.

pertumbuhan

3.927,45%.

Kinerja

dan mitra lainnya. JASA PERENCANAAN DAN PELAKSANAAN

PLANNING AND IMPLEMENTATION SERVICE

Pada 2013, pencapaian produksi jasa perencanaan dan

In 2013, production achievement of planning and

pelaksanaan menunjukkan hasil yang positif. Produksi jasa

implementation service showed a positive result. The

perencanaan dan pelaksanaan tersebut merupakan hasil

production of planning and implementation service falls

produksi Anak Perusahaan Angkasa Pura Airports (AP-

under the production result of a Subsidiary of Angkasa Pura

Property) yang didirikan di 2012 dan mulai beroperasi di

Airports (AP-Property), which was established in 2012 and

2013.

commenced its operations in 2013.

KAMAR DAN LAYANAN HOTEL

HOTEL ROOM AND SERVICE

Pada 2013, produksi kamar dan layanan hotel menunjukkan

In 2013, hotel room and service production showed a

hasil yangmemuaskan, baik dari sewa kamar, layanan

satisfactory performance, in terms of room rent, food and

penyediaan makanan dan minuman, serta jasa laundry.

beverages service, as well a laundry service. The hotel room

Produksi kamar dan layanan hotel tersebut merupakan hasil

and service production falls under the production result of a

produksi Anak Perusahaan Angkasa Pura Airports (AP-Hotels)

Subsidiary of Angkasa Pura Airports (AP-Hotels), which was

yang didirikan di 2012 dan mulai beroperasi di 2013.

established in 2012 and commenced its operations in 2013.







BUSINESS PROSPECT OF ANGKASA PURA AIRPORTS IN

PROSPEK USAHA ANGKASA PURA AIRPORTS 2014

2014 Prospek usaha Angkasa Pura Airports sangat terkait dengan

The business prospect of Angkasa Pura Airports is closely

proyeksi pertumbuhan ekonomi dunia pada umumnya dan

related to global economic growth projection in general and

proyeksi pertumbuhan ekonomi Indonesia pada khususnya.

the Indonesian economic growth projection in particular.

Pertumbuhan

sebesar

Global economic growth in projected at 3.6% in 2014 and

3,6% di2014 dan 3,9% di 2015. Pertumbuhan negara EM

3.9% in 2015. The growth in EM countries is projected to

diproyeksikan akan mencapai sebesar 4,9% pada 2014 dan

achieve 4.9% in 2014 and 5.3% in 2015. The Asian countries

5,3% pada 2015. Untuk negara-negara di Asia diproyeksikan

are projected to experience a growth of 6.7% in 2014 and

akan mengalami pertumbuhan sebesar 6,7% di 2014 dan

6.8% in 2015.

ekonomi

dunia

diproyeksikan

6,8% di 2015. Indikator Perekonomian Global

(dalam persen) | (in percent)

Global Economic Indicators

URAIAN

Proyeksi | Projection 2014

DESCRIPTION

2015

PDB Dunia

3,6

3,9

World’s GDP

Negara Maju

2,2

2,3

Developed Countries

Amerika Serikat

2,8

3,0

United States

Kawasan Eropa

1,2

1,5

European Territory

Jepang

1,4

1,0

Japan

Inggris

2,9

2,5

England

Kanada

2,3

2,4

Canada

Lainnya

3,0

3,2

Others


4,9

5,3


Persemakmuran Negara

2,3

3,1

Commonwealth of Independent

Merdeka (Commonwealth of

States

Independent States) Asia

6,7

6,8

Asia

Eropa

2,4

2,9

Europe

Amerika Latin dan Karibia

2,5

3,0

Latin America and Caribbean

Timur Tengah, Afrika Utara,

3,2

4,4

Afganistan, dan Pakistan Afrika Sub-Sahara Volume Perdagangan Dunia

Middle East, North Africa, Afghanistan, and Pakistan

5,4

5,5

Sub-Sahara Africa

4,3

5,3

Global Trading Volume

Impor

Import

Negara Maju

3,5

4,5

Developed Countries


5,2

6,3


Ekspor

Export

Negara Maju

4,2

4,8

Developed Countries


5,0

6,2


Negara Maju

1,5

1,6

Developed Countries


5,5

5,2


Inflasi (IHK)

Inflation (CPI)

Sumber: World Economic Outlook (WEO) International Monetary Fund (IMF), April 2014 Source: World Economic Outlook (WEO) International Monetary Fund (IMF), April 2014

119

120


Perekonomian Indonesia di 2014 diperkirakan masih akan

In 2014, the Indonesian Economy is expected to continue

terus bertumbuh seiring dengan pertumbuhan ekonomi

to grow in line with the growth in global and Asian

global dan Asia. Kekuatan yang dimiliki Indonesia menjadi

economy. The strength possessed by Indonesia becomes

faktor penunjang pencapaian pertumbuhan ekonomi

the supporting factor for the achievement of this economic

tersebut. Populasi Indonesia yang mencapai 250 juta jiwa

growth. The Indonesian population, which reached 250

dengan tingkat pendapatan yang cenderung meningkat

million persons with an income level which tends to

merupakan potensi pasar domestik yang sangat tinggi. Praktik

increase constitutes a highly potential domestic market.

demokrasi sudah relatif kondusif dan kinerja perbankan pun

Practices of democracy have been relatively conducive and

relatif solid. Selain itu, perekonomian Indonesia relatif stabil

the performance of banking sector is also relatively solid. In

di tengah guncangan ekonomi global.

addition, the Indonesian economy has been relatively stable amid the turmoil of global economy.

Pertumbuhan ekonomi Indonesia tersebut akan semakin

The Indonesian economic growth will increasingly support

mendorong

perhubungan,

the growth in the transportation industry, particularly the

penerbangan

aviation industry. The aviation industry is currently blooming

saat ini sangat berkembang di Indonesia. Perkembangan

in Indonesia. The development in the aviation industry will

industri

menjanjikan

become more promising with the change in trend of air

dengan adanyaperubahan tren pergerakan lalu lintas

traffic movements based on regions. Air traffic movements

udara berdasarkan kawasan. Pergerakan lalu lintas udara

are predicted to shift from the North America and Europe

diprediksi akan mengalami pergeseran dari kawasan

regions to Asia Pacific region. The Asia Pacific region is

Amerika Utara dan Eropa ke kawasan Asia Pasifik. Kawasan

expected to become the future epicenter of the aviation

Asia Pasifik diperkirakan akan menjadi episentrum dunia

industry. The acceleration in aviation industry growth is also

penerbangan masa depan. Percepatan pertumbuhan

supported by the plan for implementation of the ASEAN

industri penerbangan juga didukung rencana penerapan

Open Sky policy which is highly beneficial for Indonesia,

kebijakan ASEAN Open Skyyang sangat menguntungkan

which has the largest population and therefore a fairly large

bagi Indonesia yang memiliki populasi penduduk terbesar

market potential in ASEAN region. In addition, the “Wonderful

sehingga memiliki potensi pasar yang cukup besar di

Indonesia” program prepared by the Ministry of Tourism is

kawasan ASEAN. Selain itu, program “Wonderful Indonesia”

expected to increase the number of foreign tourists to 10

yang disusun oleh Kementerian Pariwisata diperkirakan akan

million persons per year in 2014.

pertumbuhan

khususnyaindustri

sektor

penerbangan.

penerbangan

akan

Indutri semakin

meningkatkan jumlah wisatawan asing menjadi 10 juta orang per tahun pada 2014. Besarnya peluang pertumbuhan industri penerbangan

The large growth opportunity for the Indonesian aviation

Indonesia tersebut juga menjadi peluang pertumbuhan

industry also creates the opportunity for airport industry

industri kebandarudaraan Angkasa Pura Airports sebagai

growth to Angkasa Pura Airports as the manager of airports

pengelola bandara di kawasan timur dan tengah Indonesia.

in the eastern and central part of Indonesia. With the

Dengan keunggulan yang dimiliki, Perseroan yakin dapat

advantage on hand, the Company is confident to achieve

mencapai prospek pertumbuhan yang sangat menjanjikan

such a promising growth prospect. Meanwhile, some of the

tersebut. Adapun beberapa keunggulan Perseroan yang

Company’s strengths which support the achievement of the

mendukung pencapaian pertumbuhan tersebut adalah

growth are:

•

untuk

•

•

Pengalaman yang luas dalam industri kebandarudaraan;

•

Vast experience in airport industry;

•

Hak pengusahaan jasa kebandaraudaraan yang luas

•

Extensive right to airport service management on 13

Komitmen

yang

kuat

dari

manajemen

meningkatkan kinerja dan kualitas layanan;

service performance and quality;

atas 13 bandara domestik; •

Lokasi bandara yang strategis di pusat bisnis (Surabaya,

Strong commitment from the management to improve

domestic airports; •

Strategic airport location at Indonesia’s business centers


•





Balikpapan, Makassar, Semarang) dan pariwisata

(Surabaya, Balikpapan, Makassar, Semarang) and

(Denpasar, Yogyakarta, Lombok) Indonesia;

tourism centers (Denpasar, Yogyakarta, Lombok);

Kemitraan yang kuat dengan Pemerintah pusat dan

•

daerah, serta pemegang kepentingan lainnya; dan •


Strong

partnership

with

central

and

regional

Governments, as well as other stakeholders; and

Tingkat kepatuhan yang tinggi terhadap regulasi

•

nasional dan Iiternasional.

High level of compliance with national and international regulations.

STRATEGI DAN PENGEMBANGAN USAHA

BUSINESS STRATEGY AND DEVELOPMENT

Angkasa Pura Airports sebagai salah satu pengelola

As one of airport managers in Indonesia, Angkasa Pura

kebandarudaraan di Indonesia memiliki visi dan misi untuk

Airports has the vision and mission to improve the image of

dapat mengangkat citra Indonesia di mata dunia dengan

Indonesia in global perspective to become one of the top 10

menjadi salah satu pengelola bandara yang termasuk dalam

airport managers in Asia. This also includes efforts of change

10 terbaik di Asia. Hal ini juga meliputi upaya perubahan pola

into a new, dynamic commercial pattern. With the separation

komersil yang baru dan dinamis. Dengan adanya pemisahan

of the Air Traffic Services (ATS) management business, the

bisnis pengelolaan Air Traffic Services (ATS), maka Perseroan

Perseroan has made a paradigm shift. The paradigm of the

telah

Paradigma

Company, which was previously an infrastructure provider,

Perseroan yang semula sebagai penyedia infrastruktur

melakukan

perubahan

paradigma.

has shifted to become a service provider with orientation

berubah menjadi penyedia jasa dengan orientasi kepada

towards service quality using the concept of Airport City.

kualitas layanan dengan konsep Airport City. Perubahan Paradigma (Paradigm Shift) ELEMEN ELEMENT

Paradigm Shift PARADIGMA LAMA OLD PARADIGM

PARADIGMA BARU NEW PARADIGM

Penempatan Strategis

Penyedia Infrastruktur

Penyedia Jasa

Strategic Positioning

Infrastructure Provider

Service Provider

Konsep Bandara

Bandara Konvensional

Airport City

Airport Concept

Airport Conventional

Airport City

Aero

Fokus Pertumbuhan Pendapatan

Non Aero

Revenue Growth Focus Pendekatan Approach Budaya Organisasi Organizational Culture

Pasif (Reaktif ) Passive (Reactive)

Proaktif (Antisipatif ) Proactive (Antisipative)

Birokratis

Kewirausahaan

Bureaucratic

Entrepreneurial

Selain itu,untuk mencapai target pertumbuhan pendapatan

In addition, to achieve a drastic revenue growth target

yang drastis dalam 5 tahun mendatang, terutama

in the next 5 years, particularly non-aeronautics revenue,

pendapatan non aeronautika, Perseroan telah menyusun

the Company has prepared a business strategy as well as

strategi bisnis dan inisiatif pertumbuhan usaha yang efektif

effective business growth initiatives and the right focus,

dan fokus yang tepat yang dijabarkan sebagai berikut.

which is elaborated as follows:

121

122


1.

Optimalisasi Bisnis Inti (Operasi Bandara)

1.

Optimalization of Core Business (Airport Operations)

Optimalisasi bisnis inti (operasi bandara) dilakukan

Optimalization of core business (airport operations) is

melalui peningkatan produktivitas, pengembangan

conducted by increasing productivity, airport capacity

kapasitas bandara dan perbaikan kualitas pelayanan

development and service quality improvement to

untuk

pendapatan

boost revenue growth and customer satisfaction.

dan kepuasan pelanggan. Beberapa inisiatif yang

Several initiatives planned to be implemented are as

mendorong

pertumbuhan

direncanakan akan dilaksanakan sebagai berikut. a.

follows:

Pengembangan Bandara yang Atraktif •

Pengembangan

Bandara

a.

Achmad

Yani

Attractive Airport Development •

(Semarang) dan Bandara Syamsuddin Noor

Expansion of Achmad Yani Airport (Semarang) and Syamsuddin Noor Airport (Banjarmasin);

(Banjarmasin); •

Grand

opening

dan

spinoff

Bandara

•

Adisutjipto

•

Expansion of Adisutjipto Airport (Yogyakarta);

Pengembangan Bandara Juanda (Surabaya),

•

Expansion of Juanda Airport (Surabaya),

Sepinggan (Balikpapan); •

Pengembangan

Grand opening and spin-off of Sepinggan Airport (Balikpapan);

Bandara

(Yogyakarta); •

yaitu

pembangunan

Terminal

3

dan

namely the construction of Terminal 3 and the

pembangunan runway kedua; • •

construction of the second runway;

Pengembangan bandara yang kekurangan

•

Expansion of airports with lack of capacity;

kapasitas;

•

Strategic partnership for Sultan Hasanuddin

Strategic partnership untuk Bandara Sultan

Airport (Makassar) and Sam Ratulangi Airport

Hasanuddin (Makassar) dan Bandara Sam

(Manado);

Ratulangi (Manado); •

Strategic partnership dengan EGIS untuk

•

Strategic partnership with EGIS for Achmad Yani

Bandara Achmad Yani (Semarang), Bandara

Airport (Semarang), Syamsuddin Noor Airport

Syamsuddin Noor (Banjarmasin), dan Bandara

(Banjarmasin), and Lombok Airport (Praya);

Lombok (Praya); •

Strategic partnership dengan ExecuJet untuk

•

Bandara Ngurah Rai (Denpasar); • •

Strategic partnership with ExecuJet for Ngurah Rai Airport (Denpasar);

Strategic partnership untuk bandara yang

•

Attractive strategic partnership for other airports;

atraktif lainnya;

•

Spin-off Ngurah Rai Airport (Denpasar), Juanda

Spin offBandara Ngurah Rai (Denpasar),

Airport (Surabaya), Sultan Hasanuddin Airport

Bandara Juanda (Surabaya), Bandara Sultan

(Makassar), and Adisutjipto Airport (Yogyakarta).

Hasanuddin (Makassar), BandaraAdisutjipto (Yogyakarta). b.

Pengembangan Pasar Bandara yang Potensial •

Strategic partnership dengan Gallant Venture

b.

Development of Potential Airport Markets •

Ltd untuk Bandara Bintan International

Strategic partnership with Gallant Venture Ltd for Bintan International Airport;

Airport; •

Strategic partnership dengan GVK untuk

•

Strategic partnership with GVK for New Jogjakarta

Bandara New Jogjakarta International Airport

International Airport and IIAC for Juanda Airport

dan IIAC untuk Bandara Juanda (Surabaya).

(Surabaya).





c. Pengelolaan Bandar Udara yang merugi secara

c.

are incurring losses

•

•

Pengembangan kerjasama strategis bersama


Effective and efficient management of Airports which

efektif dan efisien

•

Development of strategic partnership with

pemangku kepentingan setempat maupun

local stakeholders as well as other strategic

strategic partnership lain yang tertarik untuk

partners which are interested to invest in Airport

berinvestasi dalam pengembangan Bandara;

expansion;

Maksimalisasi

pendapatan

operasional,

•

terutama dari pendapatan non aeronautika;

Maximizing operating revenue, particularly from non-aeronautics revenue;

•

Peningkatan efektivitas dan efisiensi biaya;

•

Increasing cost effectiveness and cost efficiency;

•

Peningkatan utilisasi aset dan mengatasi

•

Increasing asset utilization and overcoming non-

permasalahan aset yang tidak produktif; • 2.


productive asset issues;

Pengelolaan risiko bisnis.

Pengembangan Bisnis Non Inti (Non Operasi

• 2.

Business risk management.

Development of Non-Core Business (Non-Airport

Bandara)

Operations)

Pengembangan bisnis non inti (non operasi bandara)

The development of non-core business (non-airport

dilakukan melalui pembentukan/pengembangan Anak

operations) is conducted through the establishment/

Perusahaan untuk mengoptimalkan pendapatan bisnis,

expansion of Subsidiaries in order to optimize business

terutama pendapatan non aeronautika. Ada 4 Anak

revenue, particularly non-aeronautics revenue. There

Perusahaan yang telah dibentuk pada 2012, yaitu

are 4 Subsidiaries established in 2012, namely:

a. Angkasa Pura Property adalah Anak Perusahaan

a.

Angkasa Pura Property: a Subsidiary established to

yang dibentuk untuk menjalani kegiatan usaha

conduct business activities in the field of property

dalam bidang usaha real estateberkaitan dengan

development-related real estate business;

pengembangan properti; b. Angkasa Pura Hotels adalah Anak Perusahaan

b.

Angkasa Pura Hotels: a Subsidiary established to

yang didirikan untuk menangkap peluang usaha

capture business opportunity in the fields of hotel,

pada bidang perhotelan, restoran, CIP Lounges,

restaurant, CIP Lounges, and other hospitality services;

dan jasa hospitality lainnya; c. Angkasa Pura Logistics adalah Anak Perusahaan

c.

Angkasa Pura Logistics: a Subsidiary established

yang didirikan untuk memperluas penerapan

to expand the application of system contained in

sistem terdapat dalam SBU terminal kargo ke

the cargo terminal SBU to the airports under its

bandara yang dikelolanya;

management;

d. Angkasa Pura Supports adalah Anak Perusahaan

d.

Angkasa Pura Supports: a Subsidiary engaged in the

yang bergerak dibidang penyediaan fasilitas atau

field of facility or service provider, particularly to Parent

jasa, terutama kepada Perusahaan Induk dalam

Company in the context of improving service quality.

rangka meningkatkan quality services. Selanjutnya, Perseroan berencana untuk membentuk

Furthermore, the Company has a plan to establish other new

Anak Perusahaan baru lainnya, yaitu:

Subsidiaries, namely:

a.

a.

Angkasa Pura Parking yang akan fokus menjalani

Angkasa Pura Parking, which will focuses itself on

kegiatan usaha dalam bidang usaha perparkiran di

conducting business activities in the field of parking in

seluruh lingkup usaha Perseroan;

the entire scope of business of the Company;

b. Angkasa Pura Retail yang akan fokus menangkap

b.

Angkasa Pura Retail, which will focuses itself on

peluang usaha pada bidang ritel di seluruh lingkup

capturing business opportunities in the field of retail in

usaha Perseroan.

the entire scope of business of the Company.

123

124


3.

Diversifikasi Bisnis Terkait

3.

Diversification to Related Businesses

Diversifikasi bisnis dilakukan melalui penyertaan modal,

Business diversification is conducted through equity

baik secara minoritas maupun mayoritas, terhadap

participation, both as minority as well as majority,

perusahaan lain yang terkait operasi bandara. Beberapa

in

perusahaan yang telah disertakan modal adalah Gapura

Several companies in which the Company has equity

Angkasa, Perusahaan Jalan Tol Bali, Jasa Marga Bali Tol

participation are Gapura Angkasa, Bali Toll Road

dan Garuda Indonesia. Ke depannya, Perseroan akan

Company, and Garuda Indonesia. In the future, the

terus mengoptimalkan pendapatan dari perusahaan

Company will continue to optimize revenue from the

yang telah disertakan modal dan akan melihat potensi

companies in which it has equity participation and will

penyertaan modal pada perusahaan yang potensial

look for potential equity participation opportunities in

lainnya.

other potential companies.

Secara singkat,

s inisiatif pertumbuhan usaha sebagai

berikut.

other

airport

operations-related

companies.

In brief, the milestones in business growth initiatives are as follows:

Milestone Inisiatif Pertumbuhan Usaha 2014-2018 Milestones in Business Growth Initiatives in 2014-2018

• Kerjasama dengan IIAC untuk pembangunan Terminal 3 (T3) dan pembangunan runway kedua Bandar Udara Juanda (SUB) • Strategic Partnership dengan ExecuJet untuk Bandar Udara Sepinggan (BPN) • IPO untuk bandar udara Sepinggan (BPN) • Pengembangan Bandar Udara Yogyakarta (JOG) • Pembangunan bandar udara yang kekurangan kapasitas (lack of capacity) • Spin Off Bandar Udara DPS,UPG,SUB,JOG & BDJ

2014 • Strategic Partnership dengan IIAC untuk Bandar Udara Juanda (SUB) • Pengembangan Bandar Udara di Semarang (SRG) dan Banjarmasin (BDJ) (Proyek dimulai) • Strategic Partnership dengan GVK untuk Bandar Udara New Jogjakarta Int Airport • Grand opening dan spin-off Bandar Udara Sepinggan (BPN) • Strategic Partnershipuntuk bandar Sultan Hasanuddin (UPG) dan Sam Ratulangi (MDC) • Strategic Partnership dengan Gallant Venture itd. untuk bandara Bintan International Airport • Pengembangan Anak Perusahaan (Retail & Parking)

2015

• Pengelolaan penuh T1 dan T2 Bandar Udara Juanda (SUB) (Strategic Partnership dengan IIAC selesai) • Pengembangan Usaha API, anak Perusahaan, dan Usaha Baru lainnya • Pengembangan banda udara yang kekurangan kapasitas (lack of capacity)

2016 • Pengembangan penuh Bandar Udara Ngurah Rai (DPS) (strategic Partnership dengan GVK selesai) • Mulai beroprasinya Bandar Udara di Semarang (SRG), Yogyakarta (JOG), dan Banjarmasin (BDJ) (Proyek pengembangan selesai • Strategic partnership untuk bandara yang atraktif lainnya • Pengembangan Usaha AP1, Anak Perusahaan dan Usaha Baru lainnya • Pengembangan bandar udara yang kekurangan kapasitas (lack of capacity)

2017

2018

• Pengembangan Usaha AP1, Anak Perusahaan, dan Usaha Baru lainnya • Pengembangan bandar udara yang kekurangan kapasitas (lack of capacity)







Berdasarkan inisiatif pertumbuhan usaha, Perseroan telah

Based on business growth initiatives, the Company has

menyusun program kerja pengembangan usaha 2014.

prepared business development work program for 2014.

Program kerja pengembangan usaha Perseroan tersebut

The Company’s business development work program is


explained as follows:

a.

Optimalisasi Pendapatan (Revenue Deepening)

a.

Revenue Optimalization (Revenue Deepening)

b.

Pengamanan Pendapatan (Revenue Safeguarding)

b.

Revenue Safeguarding

c.

Pengembangan Usaha Baru (New Business Venture)

c.

New Business Venture

d.

Penyesuaian Harga (Appropriate Pricing)

d.

Price Adjustment (Appropriate Pricing)

e.

Pengembangan Kompetensi (Build Competence)

e.

Competency Building

f.

Kemitraan yang Efektif (Effective Partnership)

f.

Effective Partnership

g.

Customer Service Management

h.

Simplified and Well-Governed Process

g. Manajemen Pelayanan Pelanggan (Customer Service Management) h. Penyederhanaan dan Perbaikan Proses Pengelolaan (Simplified and Well Governed Process) Terkait dengan pengembangan usaha, pada 2013 Perseroan

In 2013, in relation to business development, the Company

telah melaksanakan program kerja pengembangan usaha

has implemented business development work program,

yang dijabarkan sebagai berikut.

which is elaborated as follows:

a.

a.

Optimalisasi Pendapatan (Revenue Deepening) •

Negosiasi

fuel

throughput

charge

dengan

Revenue Optimalization (Revenue Deepening) •

Pertamina

Perseroan telah melakukan adendum III dengan

The Company has entered into addendum

Pertamina Nomor: ADD.71/HK.09.01/2013/MD dan

III with Pertamina through decision Number:

Nomor: 016/F00000/2013-S3 tanggal 28 Oktober

ADD.71/HK.09.01/

2013 tentang Perjanjian Pengenaan Throughput

016/F00000/2013-S3 dated October 28, 2013

Fee Atas Pelayanan Penyelengaraan Pengisian

concerning Agreement on the Charging of

Bahan Bakar Pesawat Udara di Bandar Udara Yang

Throughput Fee on Aircraft Fuel Filling Services at

Dikelola Oleh PT Angkasa Pura I (Persero) dengan

Airports Managed by PT Angkasa Pura I (Persero)

masa kontrak perjanjian berlaku hingga 31 Maret

with contract agreement period valid through

2014. •

Route development and marketing

2013/MD

and

Number:

March 31, 2014. •

Route development and marketing

Aviation Marketing Group telah mengikuti Asian

The Aviation Marketing Group has participated in the

Routes Conference di Mumbai India pada Maret

Asian Routes Conference in Mumbai, India in March

2013. Melalui kegiatan tersebut, diperkirakan

2013. Through this activity, it is expected that the

Perseroan memiliki potensi tambahan pendapatan

Company has potential additional revenues in the

sebesar Rp.381.880.254.888 per tahun. Selain

amount of Rp.381,880,254,888 per year. In addition

itu, Aviation Marketing Group bersama General

to that, the Aviation Marketing Group, together with

ManagerSurabaya dan Makassar telah mengikuti

the General Manager of Surabaya and Makassar,

Worlds Routes Conference di Las Vegas Amerika

has participated in the Worlds Routes Conference

Serikat pada Oktober 2013, dengan potensi

in Las Vegas, the United States, in October 2013,

tambahan pendapatan bagi Perseroan sebesar

with potential additional revenues for the Company

Rp.59.820.191.160 per tahun. •

Negotiation of fuel throughput charge with

Pertamina

Redesain sistem pentarifan sewa ruang dan konsesi

amounting to Rp.59,820,191,160 per year. •

Redesigning space rental and concession tariff system The Company has issued Decision of the Board of

125

126


Perseroan telah mengeluarkan Keputusan Direksi

Directors of PT Angkasa Pura I (Persero) Number:

PT Angkasa Pura I (Persero) Nomor: KEP.71/

KEP.71/KB.03/2013 concerning Amendment to

KB.03/2013 tentang Perubahan Atas Keputusan

Decision of the Board of Directors of PT Angkasa

Direksi PT Angkasa Pura I (Persero) Nomor: KEP.88/

Pura I (Persero) Number: KEP.88/KB.03/2011

KB.03/2011 tentang Kegiatan Komersial dan

concerning Commercial Activities and Business

Pengembangan Usaha di Lingkungan PT Angkasa

Venture in the Environment of PT Angkasa Pura I

Pura I (Persero) Khusus di Bandar Udara Juanda

(Persero) Particularly at Juanda Airport (Surabaya),

(Surabaya), Bandar Udara Sultan Hasanuddin

Sultan Hasanuddin Airport (Makassar), and

(Makassar),

Sepinggan Airport (Balikpapan) dated July 9, 2013.

dan

Bandar

Udara

Sepinggan

(Balikpapan) tanggal 9 Juli 2013. b. b.

Pengamanan Pendapatan (Revenue Safeguarding) •

Implementation of e-PSC at airports

Implementasi e-PSC di bandara

The Company has appointed PT Angkasa Pura

Perseroan telah menunjuk PT Angkasa Pura

Support through Letter of the Operational Director

Support melalui Surat Direktur OperasiNomor:

Number: API.2501/OB.01.01/2013OTD-B dated March

API.2501/OB.01.01/2013OTD-B tanggal 15 Maret

15, 2013 concerning Implementation of CUPPS. The

2013 tentang Implementasi CUPPS. Program terkait

relevant program has been implemented at Juanda

telah diimplementasikan di Bandar UdaraJuanda

Airport (Surabaya) and Sultan Hasanuddin Airport

(Surabaya) dan Bandar Udara Sultan Hasanuddin

(Makassar) and will be implemented at 11 other

(Makassar) dan akan diimplementasikan pada 11

airports as the replacement of the MUCS system.

bandara lainnyasebagai pengganti sistem MUCS. •

Revenue Safeguarding •

•

SITEC Implementation at Airports

Implementasi SITEC di Bandara

The Company has installed the SITEC system

Perseroan telah melakukan instalasi sistem SITEC

at Sam Ratulangi Airport (Manado), which was

di Bandar Udara Sam Ratulangi (Manado) oleh IT

executed by Head Office IT, on July 7, 2013.

Kantor Pusat pada 7 Juli 2013. c.

Pengembangan Usaha Baru (New Business Venture) •

•

Rencana kerjasama Maintenance Repair Overhaul

c.

New Business Venture •

Plan for cooperation on Maintenance Repair

(MRO)

Overhaul (MRO)

Program tersebut masih berada pada tahap

This program is still in the phase of evaluation

evaluasi proposal kerjasama dari PT Angkasa Pura

cooperation proposal from PT Angkasa Pura

Support.

Support.

Rencana pemanfaatan ruang dan lahan idle -

-

-

Perseroan telah melakukan penandatanganan

•

Plan for utilization of idle space and land -

The Company has executed cooperation

perjanjian kerjasama dengan PT Angkasa

agreements with PT Angkasa Pura Properti

Pura PropertiNomor: SP.96/HK.06.03/ 2012/

Number:

DU dan Nomor: APP.001/PKS/2012/DU (yang

Number: APP.001/PKS/2012/DU (valid for

berlaku untuk 32 tahun) pada 19 September

32 years) on September 19, 2012 related to

2012 terkait kerja sama pemanfaatan lahan

cooperation in the utilization of 1.2 Ha land

sunset road 1,2 Ha.

on Sunset Road.

SP.96/

HK.06.03/2012/DU

and

Perseroan melakukan kerjasama pemanfaatan

- The Company entered cooperation for the

gedung ex Basarnas dengan PT Angkasa

utilization of former Basarnas building with PT

Pura Logistik dan telah menerimaijin prinsip

Angkasa Pura Logistik and has received the

pemanfaatan pada 25 Februari 2013.

principle permit for utilization on February 25, 2013.

Perseroan telah melakukan penandatanganan perjanjian

kerjasama

pembangunan

-

Related to cooperation in the utilization of 1.2 Ha land on Sunset Road, on March 13, 2013, the Official Report of Agreement with PT






pengoperasian, dan penyerahan kembali

Angkasa Pura Properti has been entered into.

(bangun guna serah) Airport Hotel di Bandar -

-

agreement for build, operation, and transfer

Perseroan telah memberikan

of Airport Hotel at Juanda Airport (Surabaya)

ijin prinsip

on May 5, 2013.

Hotel di Bandar Udara Ngurah Rai (Denpasar)

-

The Company has submitted an application

dan telah mulai melakukan pembangunan.

for principle permit to PT Angkasa Pura Hotel

Perseroan telah melakukan penandatanganan

to build Airport Hotel at Ngurah Rai Airport

perjanjian

kerjasama

pembangunan,

(Denpasar) and has started the construction.

pengoperasian, dan penyerahan kembali

•


Udara Juanda (Surabaya) pada 5 Mei 2013. kepada PT Angkasa Pura Hotel untuk Airport

-


-


(bangun guna serah) Airport Hotel di Bandar

agreement for build, operation, and transfer

Udara Sultan Hasanuddin (Makasar) yang

of Airport Hotel at Sultan Hasanuddin Airport

direncanakan akan mulai beroperasi akhir

(Makassar), which is planned to commence

Februari 2014.

operation at end-February 2014.

Rencana kerjasama pengelolaan Private Terminal

•

Plan for cooperation in Private Terminal management

Persetujuan Kerja Sama Sewa Lahan dengan

Cooperation Approval of Land Lease with PT Angkasa

PT Angkasa Pura Properti dan Kerja Sama

Pura Property and Cooperation Management of

Pengelolaan General Aviation Terminal dengan

General Aviation Terminal Indonesia’s PT Execujet

PT Execujet Indonesia di Selatan Runway Bandar

South Airport Runway Ngurah Rai has been

Udara Ngurah Rai sudah dilaksanakan dan pada

implemented and the October 10, 2013, the

10 Oktober 2013, Temporary Terminal untuk GAT

Temporary Terminal for GAT has been operating.

telah beroperasi. d.

Penyesuaian Harga (Appropriate Pricing) •

d.

Penyesuaian tarif-tarif aeronautika

Price Adjustment (Appropriate Pricing) •

Perseroan telah melakukan penyesuaian tarif

The Company has made an adjustment on tariffs

counter dan aviobridge Domestik di 13 bandara

for counter and Domestic aviobridge at 13 airports

dengan kenaikan tahap ke-1 sebesar 50% yang

with the 1st phase increase of 50% effective as of

berlaku per 1 Januari 2013 dan kenaikan tahap

January 1, 2013 and the 2nd phase increase of

ke-2 100% yang berlaku per 1 April 2013. •

Penyesuaian tarif sewa ruang

100% effective as of April 1, 2013. •

Adjustment of space rental tariff


The Company has issued Decision of the Board of



KB.03/2013 tentang Perubahan Atas Keputusan








Pura I (Persero) khusus di Bandar UdaraJuanda

Venture in the environment of PT Angkasa Pura I


(Persero) particularly at Juanda Airport (Surabaya),

(Makassar),


dan

Bandar

Udara

Sepinggan

(Balikpapan) tanggal 9 Juli 2013. •

Adjustment of aeronautics tariffs

Penyesuaian besaran konsesi

Sepinggan Airport (Balikpapan) dated July 9, 2013. •

Adjustment of concession amount





KB.03/2013tentang Perubahan Atas Keputusan


127

128








Pura I (Persero) khusus di Bandar UdaraJuanda

Venture in the environment of PT Angkasa Pura I


(Persero) particularly at Juanda Airport (Surabaya),

(Makassar),


dan

Bandar

Udara

Sepinggan

(Balikpapan) tanggal 9 Juli 2013. •

-

-

•

Sepinggan Airport (Balikpapan) dated July 9, 2013.

Penyesuaian tarif parkir kendaraan

•

Perseroan telah mengeluarkan Keputusan

Adjustment of vehicle parking tariff -


Direksi PT Angkasa Pura I (Persero) Nomor:


KEP.125/KU.07.06/2013 tentang Perubahan

KEP.125/KU.07.06/2013 concerning Amendment

Pasal 2 dan Pasal 3 Keputusan Direksi PT

to Article 2 and Article 3 of Decision of the

Angkasa Pura I (Persero) Nomor: KEP.108/

Board of Directors of PT Angkasa Pura I (Persero)

KU.07.06/2011 tentang Tarif/Biaya Masuk

Number: KEP.108/KU.07.06/2011 concerning

Pelataran

untuk

Entrance Tariff/Fee to Terminal Area or Parking

Kendaraan Bermotor di Kantor Cabang

Terminal

atau

Parkir

Area for Motor Vehicles at Branch Office of PT

PT Angkasa Pura I (Persero) Bandar Udara

Angkasa Pura I (Persero) at Pattimura Airport

Pattimura (Ambon) pada 15 November 2013.

(Ambon) on November 15, 2013.

Perseroan telah mengeluarkan Keputusan

-

The Company has issued Decision of the Board


of Directors of PT Angkasa Pura I (Persero)

KEP.126/KU.07.06/2013 tentang Perubahan

Number: KEP.126/KU.07.06/2013 concerning

Pasal 2, Pasal 3 dan Pasal 4 Keputusan

Amendment to Article 2, Article 3 and Article


4 of Decision of the Board of Directors of PT

KEP.63/KU.20.6/2008

Tarif/Biaya

Angkasa Pura I (Persero) Number: KEP.63/

Masuk Pelataran Terminal untuk Kendaraan

KU.20.6/2008 concerning Entrance Tariff/Fee

Bermotor di Cabang PT Angkasa Pura I

to Terminal Area for Motor Vehicles at Branch

(Persero)Bandar Udara El Tari (Kupang) pada

Office of PT Angkasa Pura I (Persero) at El Tari

15 November 2013.

Airport (Kupang) on November 15, 2013.

Tentang

Penyesuaian tarif PJKP2U - Perseroan

telah

• mengeluarkan

Surat

Adjustment of PJKP2U Tariff -


Keputusan Direksi Nomor: KEP.84/KU.06/2013

of Directors Number: KEP.84/KU.06/2013

tanggal 21 Agustus 2013 tentang Tarif

dated August 21, 2013 concerning Tariff for

Pelayanan Jasa Kargo dan Pos Pesawat Udara

Aircraft Cargo and Post Services (PJKP2U) at

(PJKP2U) di Kantor Cabang PT Angkasa Pura I

Branch Office of PT Angkasa Pura I (Persero)

(Persero) Bandar Udara El Tari (Kupang). - Perseroan Keputusan

telah

mengeluarkan

Direksi

Nomor:

at El Tari Airport (Kupang). Surat

-


KEP.83/

of Directors Number: KEP.83/KU.06.02/2013

KU.06.02/2013 tanggal 21 Agustus 2013


tentang Tarif Pelayanan Jasa Kargo dan Pos


Pesawat Udara (PJKP2U) Di Kantor Cabang



at Adisoemarmo Airport (Surakarta).

Adisoemarmo (Surakarta). - Perseroan Keputusan

telah Direksi

mengeluarkan Nomor:

Surat

-


KEP.06/

of Directors Number: KEP.06/KB.03.03/2013

KB.03.03/2013 tanggal 21 Januari 2013


tentang Tarif Pelayanan Jasa Kargo dan Pos








Pesawat Udara (PJKP2U) Di Kantor Cabang



at Adisutjipto Airport (Yogyakarta).

Adisutjipto (Yogyakarta). e.

Pengembangan Kompetensi (Build Competence)

Competency Building

Pembinaan ke Kantor Cabang

•

•

Pelatihan/diklat dalam negeri dan luar negeri

•

•

f.

e.

•

Coaching at Branch Offices Training/education inland and abroad (Cargo

(Manajemen Kargo, Airport Route Development

Management, Airport Route Development and

and Marketing, Regulasi Pax Manifest,Airport User

Marketing, Pax Manifest Regulation, Airport User

Charges)

Charges)

Workshop, seminar dan benchmarking yang

•

Workshops, seminars and benchmarking useful to

bermanfaat untuk meningkatkan kompetensi

improve the competence Human Capital, among

Human Capital antara lain terkait dengan

others, related to the Customer Satisfaction

Customer Satisfaction Training, Benchmarking

Training,

Pengelolaan bandara di luar negeri, sistem

management, system and other information

teknologi informasi dan lainnya.

technology.

Benchmarking

Overseas

airport

Kemitraan yang Efektif (Effective Partnership) melalui

f. Effective Partnership (Effective Partnership) through

gathering dengan maskapai penerbangan internasional

gathering with international airlines and / or domestic

dan/atau domestik, mitra kerja (Barindo, INACA, YLKI)

partners (Barindo, INACA, YLKI) and Regulators

dan Regulator g. Upaya peningkatan Manajemen Pelayanan Pelanggan

g. Customer Service Management Efforts to improve

(Customer Service Management) dengan melakukan

Customer Service Management (Customer Service

Survei CSI oleh ASQ (ACI) dan CSI oleh INACA.

Management) to undertake CSI survey by ASQ (ACI) and CSI by INACA.

h. Penyederhanaan dan Perbaikan Proses Pengelolaan (Simplified and Well Governed Process) antara lain penyempurnaan SOP untuk kegiatan Aeronautika (SOP e-PSC).

h.

Simplification and Improvement Process Management (Simplified and Well Governed Process) among others

SOP for Aeronautics improvement activities (SOPe-PSC).

129

130


Tinjauan Keuangan FINANCIAL REVIEW

Tinjauan keuangan yang akan diuraikan dalam bagian ini

The financial review which will be explained in this section

mengacu pada Laporan Keuangan Konsolidasian untuk

refers to the Consolidated Financial Statements for the

tahun yang berakhir pada tanggal-tanggal 31 Desember 2013

years ended on December 31, 2013 and 2012 presented in

dan 2012 yang disajikan dalam buku Laporan Tahunan ini.

this Annual Report. The Consolidated Financial Statements

Laporan Keuangan Konsolidasian telah diaudit oleh Kantor

have been audited by Doli, Bambang, Sulistiyanto, Dadang

Akuntan Publik Doli, Bambang, Sulistiyanto, Dadang & Ali

& Ali Public Accounting Firm and obtained an unqualified

dan mendapat opini wajar, dalam semua hal yang material,

opinion, in all material aspects, on the consolidated financial

posisi keuangan konsolidasian PT Angkasa Pura I (Persero)

position of PT Angkasa Pura I (Persero) and Subsidiaries as

dan Entitas Anak tanggal 31 Desember 2013 dan 2012, serta

of December 31, 2013 and 2012, as well as on operating

hasil usaha, perubahan ekuitas dan arus kas konsolidasian

income, change in equity, and consolidated cash flows for

untuk tahun-tahun yang berakhir pada tanggal tersebut

the years then ended in accordance with the Indonesian

sesuai dengan Standar Akuntansi Keuangan di Indonesia.

Financial Accounting Standard.

Laba Rugi Komprehensif Konsolidasian 2012

662.243 645.169

Laba Rugi Komprehensif Konsolidasian Consolidated Statements of Comprehensive Income

56.163 54.424

Pendapatan Komprehensif Tahun Berjalan

147.375 144.083


126.445 57.352

819.543 806.326

Pajak Penghasilan

Laba sebelum Taksiran Pajak Penghasilan

748.974 693.098

Pendapatan dan (Bebas) Non Operasional

Laba Operasional


Beban Operasional

2.370.808 2.344.562

718.406 590.745

(juta Rupiah) | (million Rupiah)

URAIAN

2013

2012

1

2

3

PERTUMBUHAN | Growth 4=2-3

DESCRIPTION

5=4/3


3.063.906

3.093.536

(29.630)

(0,96%)

Operating Revenues

Beban Operasional

2.370.808

2.344.562

26.246

1,12%

Operating Expenses

693.098

748.974

(55.876)

(7,46%)

Operating Income

126.445

57.352

69.093

120,47%

Laba Operasional Pendapatan dan (Beban) Non Operasional Laba Sebelum Taksiran Pajak

Non-Operating Revenues and (Expenses) 819.543

806.326

13.217

1,64%

Income Before Tax

Pajak Penghasilan

174.375

144.083

30.292

21,02%

Income Tax Expenses


645.169

662.243

(17.074)

(2,58%)

Penghasilan

Pendapatan Komprehensif Lain Pendapatan Komprehensif Tahun Berjalan Laba Bersih Per Saham Dasar

Net Income for the Current Year Other Comprehensive

(54.424)

56.163

(110.587)

(196,90%)

590.745

718.406

(127.661)

(17,77%)

Income for the Current

0,185

0,208

(0,023)

(11,06%)

Earnings per Share

Income Comprehensive Year

Laba Bersih Per Saham Dasar

2013

3.063.906

Pendapatan Komprehensif Lain

3.093.536

Consolidated Statements of Comprehensive Income (juta rupiah) | (million Rupiah)

0,208 0,185







PENDAPATAN OPERASIONAL

OPERATING REVENUES

Pendapatan operasional Perseroan mengalami penurunan

The Company’s operating revenues decreased by Rp29.63

Rp29,63 miliar atau sebesar 0,96%, dari Rp3.093,54 miliar

billion or 0.96%, from Rp3,093.54 billion in 2012 to Rp3,063.91

di 2012 menjadi Rp3.063,91 miliar di 2013. Penurunan ini

billion in 2013. Such decrease was due to the decrease in

berasal dari penurunan pendapatan aeronautika.

aeronautics revenues.

Pendapatan Usaha Operating Revenues


URAIAN

2013

2012

1

2

3

Pendapatan

2.065.469

Aeronautika Pendapatan Non

4=2-3

2.324.031

DESCRIPTION

5=4/3

(258.562)

(11,13%)

998.437

769.505

228.932

29,75%

3.063.906

3.093.536

(29.630)

(0,96%)

Aeronautika Jumlah

PERTUMBUHAN | Growth

Aeronautics Revenues Non-Aeronautics Revenues Total

PENDAPATAN AERONAUTIKA

AERONAUTICS REVENUES

Pendapatan aeronautika Perseroan mengalami penurunan

The Company’s aeronautics revenues decreased by

Rp258,56 miliar atau sebesar 11,13%, dari Rp2.324,03 miliar di

Rp258.56 billion or 11.13%, from Rp2,324.03 billion in 2012

2012 menjadi Rp2.065,47 miliar di 2013. Penurunan tersebut

to Rp2,065.47 billion in 2013. Such decrease was due to

disebabkan pendapatan pelayanan jasa penerbangan (PJP)

air traffic services (ATS) revenues, which were Rp477.49

yang lebih rendah Rp477,49 miliar dari 2012. Penurunan

billion lower than in 2012. The decrease in ATS revenues

pendapatan PJP terjadi pada semua bidang, yaitu domestik,

occurred in all sectors, namely domestic, international,

internasional,

Penurunan

and transit flight. The decrease in ATS revenues was in

pendapatan PJP sejalan dengan penurunan produksi PJP.

dan

line with the decrease in ATS production. This was due to

Hal ini disebabkan pengalihan PJP yang semula dikelola

the takeover of ATS, which was previously managed by

Perseroan menjadi dikelola oleh LPPNPI sejak tanggal 16

the Company, but now falls under the management of

Januari 2013 pukul 22.00 WIB. pengalihan tersebut dilakukan

LPPNPI since January 16, 2013 at 22.00 Western Indonesian

berdasarkan PP Nomor 77 Tahun 2012 tentang Perusahaan

Time. The takeover was conducted based on Government

Umum

Lembaga

penerbangan

Penyelenggara

lintas.

Navigasi

Regulation Number 77 Year 2012 concerning LPPNPI Public

Penerbangan Indonesia (LPPNPI), serta berdasarkan Nota

Pelayanan

Company (the Indonesian Air Navigation Service Provider

Kesepahaman Nomor HK.201/1/10/DRJU-2013; KEP.15/

Institution), and based on Memorandum of Understanding

OM.02.03/2013; MOU.04.07.01/00/02/2013/001; dan 032/

Number HK.201/1/10/DRJU-2013; KEP.15/OM.02.03/2013;

DU/II/2013 tanggal 12 Februari 2013.

MOU.04.07.01/00/02/2013/001; and 032/ DU/II/2013 dated February 12, 2013.

Pendapatan Aeronautika Aeronautics Revenues URAIAN 1 Pelayanan Jasa

(juta Rupiah) | (million Rupiah) 2013

2012

2

3

337.863


334.110

3.753

DESCRIPTION

5=4/3 1,12%

Pendaratan, Penempatan

Aircraft Landing, Parking, and Storage

dan Penyimpanan Pesawat

Services (PJP4U)

Udara (PJP4U) Domesik

149.065

154.888

(5.823)

(3,76%)

Domestic

Internasional

188.798

179.221

9.577

5,34%

International

131

132


URAIAN

2013

2012

1

2

3

Pelayanan Jasa

1.536.929


1.382.289

154.640

DESCRIPTION

5=4/3 11,19%

Aircraft Passenger

Penumpang Pesawat Udara

Services (PJP2U)

(PJP2U) Domesik

900.092

817.256

82.836

10,14%

Domestic

Internasional

636.837

565.033

71.804

12,71%

International

9.825

487.316

(477.491)

(97,98%)

Air Traffic Services (ATS)

Domesik

1.070

43.503

(42.433)

(97,54%)

Domestic

Internasional

8.755

103.106

(94.351)

(91,51%)

International


Penerbangan Lintas Pemakaian Aviobridge Domestik Internasional Pemakaian Counter dan

-

340.708

(340.708)

(100,00%)

Transit Flight

79.081

56.165

22.916

40,80%

Use of Aviobridge

35.476

20.795

14.681

70,60%

Domestic

43.606

35.369

8.237

23,29%

International

101.771

64.151

37.620

58,64%

Use of Counter

Conveyor Domestik

70.582

42.951

27.631

64,33%

Domestic

Internasional

31.189

21.200

9.989

47,12%

International

2.065.469

2.324.031

(258.562)

(11,13%)

Total

Jumlah

Meskipun demikian, pendapatan aeronautika lainnya

Nevertheless, other aeronautics revenues indicated a

menunjukkan pertumbuhan. Pertumbuhan pendapatan

growth. The growth in aeronautics revenues was particularly

aeronautika khususnya berasal dari peningkatan pendapatan

originating from revenues from aircraft passenger services

pelayanan jasa penumpang pesawat udara (PJP2U) sebesar

(PJP2U) which grew by Rp154.64 billion and revenues from

Rp154,64 miliar disebabkan adanya penambahan frekuensi

the use of counters and conveyors which grew by Rp37.62

penerbangan.,

billion. The growth in revenues was in line with the growth

sedangakan

peningkatan

pendapatan

pemakaian counter dan conveyor sebesar Rp37,62 miliar,

in production.

terkait dengan pertumbuhan PJP2U, khususnya domestik. PENDAPATAN NON AERONAUTIKA

NON-AERONAUTICS REVENUES

Pendapatan non aeronautika mengalami pertumbuhan

Non-aeronautics revenues grew by Rp228.93 billion or

Rp228,93 miliar atau sebesar 29,75% dari Rp769,51 miliar

29.75% from Rp769.51 billion in 2012 to Rp998.44 billion

di tahun 2012 menjadi Rp998,44 miliar di tahun 2013.

in 2013. The growth in non-aeronautics revenues was

Kenaikan pendapatan non aeronautika khususnya berasal

particularly originating from concession revenue which

dari pendapatan konsesi yang tumbuh Rp104,83 miliar,

grew by Rp104.83 billion, warehousing revenue which grew

pendapatan pergudangan yang naik Rp48,88 miliar, dan

by Rp48.88 billion, and revenue from the use of lounge

pendapatan pemakaian ruang tunggu yang meningkat

which grew by Rp32.97 billion. The growth in revenues was

Rp32,97 miliar. Pertumbuhan pendapatan tersebut juga

in line with the increase in production.

sejalan dengan peningkatan produksinya.






Pendapatan Non Aeronautika Non-Aeronautics Revenues



URAIAN

2013

2012

1

2

3


5=4/3

DESCRIPTION

Pemakaian Listrik, Telepon,

Utilization of Telephone,

Air, Reklame, Parkir

Electricity, Water, Parking

Kendaraan, Anjungan, dan

206.172

186.290

19.882

10,67%

Pas Pelabuhan

Area, Platform, and Airport Pass

Listrik

54.367

43.035

11.332

26,33%

Electricity

Telepon

10.969

10.863

106

0,98%

Telephone

4.827

4.917

(90)

(1,83%)

Water

Reklame

Air

32.829

45.084

(12.255)

(27,18%)

Advertisement

Parkir Kendaraan

97.290

76.764

20.526

26,74%

Vehicle Parking

Anjungan Pas Pelabuhan Sewa-sewa

820

1.104

(284)

(25,72%)

Platform

5.070

4.523

547

12,09%

Airport Pass

192.175

188.807

3.368

1,78%

Rents

Sewa Ruang

142.472

148.945

(6.473)

(4,35%)

Rent on Space

Sewa Tanah

25.753

30.470

(4.717)

(15,48%)

Rent on Land

Sewa Tempat

21.099

7.825

13.274

169,64%

Rent on Premise

724

-

724

NA

Rent on Buildings

Jasa Penyewaan Kendaraan

Sewa Gedung

2.128

1.566

562

35,89%

Vehicle Rental Service

Pemakaian Ruang Tunggu

54.606

21.636

32.970

152,38%

Use of Lounge

Konsesi

353.228

248.403

104.825

42,20%

Concession

Pergudangan

167.084

118.205

48.879

41,35%

Warehousing

11.650

1.129

10.521

931,89%

Agency Services

3.378

140

3.238

2.312,86%

Trading

1.250

1.764

(514)

(29,14%)

8.895

-

8.895

NA

-

3.133

(3.133)

NA

Other Services

998.437

769.505

228.932

29,75%

Total

Jasa Regulated Agent Perdagangan Jasa Perencanaan dan Pelaksanaan Kamar dan Layanan Hotel Jasa Lain Jumlah

Planning and Implementation Services Hotel Room and Service

BEBAN OPERASIONAL

OPERATING EXPENSES

Beban operasional mengalami kenaikan Rp26,25 miliar atau

Operating expenses grew by Rp26.25 billion or 1.12% from

sebesar 1,12% dari Rp2.344,56 miliar di tahun 2012 menjadi

Rp2,344.56 billion in 2012 to Rp2,370.81 billion in 2013. The

Rp2.370,81 miliar di 2013. Kenaikan beban operasional

growth in operating expenses was particularly originating

terutama berasal dari peningkatan beban langsung lainnya,

from the growth in other direct expenses, as well as general

serta beban umum dan administrasi. Beban langsung

and administration expenses. Other direct expenses grew by

lainnya mengalami kenaikan Rp124,95 miliar yang secara

Rp124.95 billion, which was particularly caused by the quite

khusus disebabkan peningkatan beban layanan yang

significant increase in services expenses in 2013. Meanwhile,

cukup signifikan di 2013. Sedangkan, beban umum dan

general and administration expenses grew by Rp96.23

administrasi mengalami kenaikan Rp96,23 miliar. Hal ini

billion. This was particularly due to the increase in marketing

khususnya disebabkan peningkatan beban pemasaran,

expenses, meetings expenses, and operational requirement

beban rapat, dan beban keperluan operasional.

expenses.

133

134


Beban Operasional Operating Expenses URAIAN 1


2012

2

3


DESCRIPTION

5=4/3

Beban Pegawai

696.148

767.952

(71.804)

(9,35%)

Personnel Expenses

Pemeliharaan

113.199

136.705

(23.506)

(17,19%)

Maintenance

44.725

39.701

5.024

12,65%

Inventory Use Expenses

Utilitas

194.484

168.009

26.475

15,76%

Utilities

Sewa

33.739

45.792

(12.053)

(26,32%)

Rents

363.066

266.832

96.234

36,07%

General and

116.163

79.563

36.600

46,00%

Taxes

7.719

5.638

2.081

36,91%

Insurance

376.061

441.269

(65.208)

(14,78%)

Fixed Assets Depreciation

BebanPemakaian Persediaan

Umum dan Administrasi

Administration

Pajak Asuransi Penyusutan Aset Tetap dan Amortisasi

and Amortization

Imbalan Pasca Kerja

154.298

237.855

(83.557)

(35,13%)

Post-Employment Benefit

Beban Pelayanan

140.994

149.984

(8.990)

130.211

5.263

124.948

2.374,08%

Other Direct Expenses

2.370.808

2.344.562

26.246

1,12%

Total

(5,99%) Passenger Service Charge

Penumpang Beban Langsung Lainnya Jumlah LABA OPERASIONAL

OPERATING INCOME

Laba operasional di 2013 mencapai Rp693,10 miliar,

Operating income reached Rp693.10 billion in 2013,

mengalami penurunan Rp55,88 miliar atau sebesar 7,46%

decreased by Rp55.88 billion or 7.46% from Rp748.97 billion

dari 2012 yang mencapai Rp748,97 miliar. Hal ini disebabkan

in 2012. This was due to the decrease in operating revenues.

penurunan pendapatan operasional. PENDAPATAN DAN (BEBAN) NON OPERASIONAL

NON-OPERATING REVENUES AND (EXPENSES)

Pendapatan non operasional mengalami peningkatan

Non-operating revenues grew by Rp69.09 billion or 120.47%


from Rp57.35 billion in 2012 to Rp126.45 billion in 2013. The

di 2012 menjadi Rp126,45 miliar di 2013. Peningkatan

growth in operating revenues was particularly originating

pendapatan non operasional khususnya berasal dari selisih

from gain on foreign exchange.

kurs penjualan. Pendapatan dan (Beban) Non Operasional Non-Operating Revenues and Expenses URAIAN

2013

2012

1

2

3

418.261

302.894

115.367

(291.816)

(245.542)

126.445

57.352

Pendapatan Non Operasional Beban Non Operasional Jumlah

(juta Rupiah) | (million Rupiah) PERTUMBUHAN | Growth 4=2-3

DESCRIPTION

5=4/3 38,09%

Non-Operating Revenues

46.274

18,85%

Non-Operating Expenses

69.093

120,47%

Total







LABA SEBELUM TAKSIRAN PAJAK PENGHASILAN

INCOME BEFORE TAX

Laba sebelum taksiran pajak penghasilan 2013 mencapai

Income before tax reached Rp819.54 billion in 2013, grew by

Rp819,54 miliar, mengalami kenaikan Rp13,22 miliar atau

Rp13.22 billion or 1.64% from Rp806.33 billion in 2012. The

sebesar 1,64% dari 2012 yang mencapai Rp806,33 miliar.

growth was originating from the growth in non-operating

Kenaikan tersebut berasal dari peningkatan pendapatan

revenues.

non-operasional. PAJAK PENGHASILAN

INCOME TAX

Pajak penghasilan mengalami kenaikan Rp30,29 miliar

Income tax grew by Rp30.29 billion or 21.02% from Rp144.08

atau sebesar 21,02% dari Rp144,08 miliar di 2012 menjadi

billion in 2012 to Rp174.38 billion in 2013. The growth in

Rp174,38 miliar di 2013. Peningkatan pajak penghasilan

income tax was due to the increase in deferred tax expenses,

disebabkan kenaikan beban pajak tangguhan, khususnya

particularly which was incurred by the Company.

yang berasal dari Perseroan. Pajak Penghasilan Income Tax


URAIAN

2013

2012

1

2

3

Pajak Kini

4=2-3

DESCRIPTION

5=4/3

147.608

198.583

(50.975)

(25,67%)

Current Taxes

26.766

(54.501)

81.267

149,11%

Deferred Taxes

174.375

144.083

30.292

21,02%

Total

Pajak Tangguhan Jumlah


LABA BERSIH TAHUN BERJALAN

NET INCOME FOR THE CURRENT YEAR

Laba bersih tahun berjalan di 2013 mencapai Rp645,17 miliar,

Net income for the current year reached Rp645.17 billion in

mengalami penurunan Rp17,07 miliar atau sebesar 2,58%

2013, decreased by Rp17.07 billion or 2.58% from Rp662.24

dari 2012 yang mencapai Rp662,24 miliar. Hal ini disebabkan

billion in 2012. This was due to the growth in income tax.

kenaikan pajak penghasilan. Adapun laba bersih tahun berjalan tersebut terdiri dari:

Meanwhile, net income for the current year consisted of:

•

•

Laba yang dapat diatribusikan kepada pemilik entitas

and

induk Rp644,79 miliar dan •

Laba yang dapat diatribusikan kepada kepentingan

Profit attributable to parent entity of Rp644.79 billion

•

Profit attributable to non-controlling interest of Rp0.38 billion.

non pengendali Rp0,38 miliar. PENDAPATAN KOMPREHENSIF LAIN

OTHER COMPREHENSIVE REVENUES

Pendapatan komprehensif lain mengalami penurunan

Other comprehensive revenues decreased by Rp110.59

Rp110,59 miliar atau sebesar 196,90%. Pendapatan

billion or 196.90%. Other comprehensive revenues which

komprehensif lain yang di 2012 mencapai Rp56,16 miliar

reached Rp56.16 billion in 2012 changed into a deficit of

menjadi defisit Rp54,42 miliar di 2013. Hal ini disebabkan

Rp54.42 billion in 2013. This was due to the unrealized losses

adanya kerugian yang belum terealisasi atas investasi efek.

on investments in securities.

135

136


LABA KOMPREHENSIF TAHUN BERJALAN

COMPREHENSIVE INCOME FOR THE CURRENT YEAR

Laba komprehensif tahun berjalan mengalami penurunan

Comprehensive income for the current year decreased


by Rp127.66 billion or 17.77% from Rp718.41 in 2012 to

di 2012 menjadi Rp590,75 miliar di 2013. Penurunan laba

Rp590.75 billion in 2013. The decrease in comprehensive

komprehensif tahun berjalan disebabkan turunnya laba atas

income for the current year was due to the decrease in other

investasi efek yang belum terealisasi (laba komprehensif ).

comprehensive income. Meanwhile, the comprehensive

Adapun laba komprehensif tahun berjalan tersebut

income for the current year was entirely consisted of

sepenuhnya dapat diatribusikan kepada pemilik entitas

comprehensive income attributable to parent entity.

induk. LABA BERSIH PER SAHAM DASAR

EARNINGS PER SHARE

Laba bersih per saham dasar di tahun 2013 mencapai Rp185

Earnings per share reached Rp185 thousand in 2013,

ribu, mengalami penurunan Rp23 ribu atau 11,06% dari 2012

decreased by Rp23 thousand or 11.06% from Rp208 thousand

yang mencapai Rp208 ribu. Hal ini disebabkan penurunan

in 2012. This was due to the decrease in net income, and the

laba bersih, serta penambahan modal ditempatkan dan

increase in issued and paid-up capital from 3,188,245 shares

disetor dari 3.188.245 lembar saham di 2012 menjadi

in 2012 to 3,488,245 shares in 2013.

3.488.245 lembar saham di 2013. LAPORAN POSISI KEUANGAN KONSOLIDASIAN

CONSOLIDATED STATEMENTS OF FINANCIAL POSITION

Posisi Keuangan konsolidasian Statements of Financial Position (juta rupiah) | (million Rupiah) 12.021.387

2012

12.981.809

2013

9.573.190 9.469.664

2.448.197

Aset | Assets

3.512.145

Liabilitas | Liabilities

Posisi Keuangan Konsolidasi Consolidated Financial Position URAIAN

2013

1

2

Aset Aset Lancar Aset Tidak Lancar Liabilitas

12.981.809

2012 3

Ekuitas | Equity

(juta Rupiah) | (million Rupiah) PERTUMBUHAN | Growth DESCRIPTION 4=2-3

5=4/3

12.021.387

960.422

7,99%

Assets

1.749.277

3.200.752

(1.451.475)

(45,35%)

Current Assets

11.232.532

8.820.635

2.411.897

27,34%

Non-Current Assets

3.512.145

2.448.197

1.063.948

43,46%

Liabilities

Liabilitas Jangka Pendek

2.211.948

1.833.227

378.721

20,66%

Short-Term Liabilities

Liabilitas Jangka Panjang

1.300.197

614.970

685.227

111,42%

Long-Term Liabilities

9.469.664

9.573.190

(103.526)

(1,08%)

Equity

Ekuitas







ASET

ASSETS

Pada tahun 2013, total aset mencapai Rp12.981,81 miliar,

In 2013, asset reached Rp12,981.81 billion. Assets grew by

mengalami pertumbuhan Rp960,42 miliar atau sebesar

Rp960.42 billion or 7.99% compared to Rp12,021.39 billion

7,99% dibandingkan 2012 yang mencapai Rp12.021.39

in 2013. The growth was originating from the growth of non-

miliar. Peningkatan tersebut berasal dari pertumbuhan aset

current assets.

tidak lancar.

Aset Assets (juta rupiah) | (million Rupiah)

2012 2013 11.232.532

8.820.635 3.200.752 1.749.277

Aset Lancar | Current Assets

Aset Tidak Lancar | Non-Current Assets

ASET LANCAR

CURRENT ASSETS

Aset lancar mengalami penurunan Rp1.451,48 miliar atau

Current assets decreased by Rp1,451.48 billion or 45.35%

sebesar 45,35% dari Rp3.200,75 miliar di 2012 menjadi

from Rp3,200.75 billion in 2012 to Rp1,749.28 billion in 2013.

Rp1.749,28 miliar di 2013. Penurunan aset lancar terutama

The decrease in current assets was particularly originating

berasal dari penurunan kas dan setara kas, serta pendapatan

from the decrease in cash and cash equivalent, as well as

yang masih harus diterima. Kas dan setara kas mengalami

accrued income. Cash and cash equivalent decreased by

penurunan Rp1.891,84 miliar, disebabkan penurunan

Rp1,891.84 billion. This was particularly due to the decrease

deposito dalam Rupiah yang diperlukan untuk mendanai

in Rupiah-denominated deposits in affiliated parties and

proyek-proyek Perseroan. Sedangkan Pendapatan yang

third parties, which were used to fund the Company’s

masih harus diterima mengalami penurunan Rp49,19 miliar,

projects. Meanwhile, accrued income decreased by Rp49.19

disebabkan oleh penurunan Pendapatan Aeronautika yang

billion. This was particularly due to the decrease in accrued

masih harus diterima.

income for aeronautics.

Aset Lancar Current Assets


URAIAN

2013

2012

1

2

3


DESCRIPTION

5=4/3 Cash and Cash

Kas dan Setara Kas

579.828

2.471.663

(1.891.835)

(76,54%)

Investasi Efek

329.434

306.715

22.719

7,41%

Piutang Usaha

357.663

173.181

184.482

106,53%

Account Receivables

Piutang Lain-lain Persediaan Uang Muka dan Biaya Dibayar Dimuka

Equivalent Investments in Securities

910

13.049

(12.139)

(93,03%)

Other Receivables

8.466

12.454

(3.988)

(32,02%)

Inventories

10.286

10.509

(223)

(2,12%)

Advances and Prepayments

137

138


URAIAN

2013

2012

1

2

3

Pendapatan yang Masih Harus Diterima Pajak Dibayar Dimuka

4=2-3

DESCRIPTION

5=4/3

103.970

153.159

(49.189)

(32,12%)

Accrued income

354.284

53.236

301.048

565,50%

Prepaid Taxes

4.437

6.787

(2.350)

(34,63%)

Other Current Assets

1.749.277

3.200.752

(1.451.475)

(45,35%)

Total

Aset Lancar Lainnya Jumlah


ASET TIDAK LANCAR

NON-CURRENT ASSETS

Aset tidak lancar mengalami pertumbuhan Rp2.411,90 miliar

Non-current assets grew by Rp2,411.90 billion or 27.34%

atau sebesar 27,34% dari Rp8.820,64 miliar di tahu 2012

from Rp8,820.64 billion in 2012 to Rp11,232.53 billion in 2013.

menjadi Rp11.232,53 miliar di tahun 2013. Pertumbuhan

The growth in non-current assets was particularly originating

aset tidak lancar ini terutama berasal dari pertumbuhan aset

from the growth in fixed assets and construction in progress.

tetap dan aset dalam penyelesaian. Aset tetap mengalami

Fixed assets grew by Rp1,301.71 billion. This was particularly

pertumbuhan Rp1.301,71 miliar, disebabkan penambahan

due to the addition of building at the International Terminal

gedung Terminal Internasional di Bandara I Gusti Ngurah

of Ngurah Rai Airport (Bali). Meanwhile, construction in

Rai - Bali. Sedangkan Aset dalam penyelesaian mengalami

progress grew by Rp1,225.77 billion. This was particularly

pertumbuhan Rp1.225,77 miliar,

disebabkan belum

due to the building project in progress at Juanda Airport

selesainya proyek-proyek pengembangan T2 Bandara

(Surabaya), Sepinggan Airport (Balikpapan), and Ngurah Rai

Juanda - Surabaya, Bandara Sepinggan - Balikpapan, dan

Airport (Bali).

Bandara I Gusti Ngurah Rai - Bali. Aset Tidak Lancar Non-Current Assets


URAIAN

2013

2012

1

2

3

Aset Pajak Tangguhan

4.151


29.408

DESCRIPTION

5=4/3

(25.257)

(85,88%)

Deferred Tax Assets

Piutang Jangka Panjang

70.678

70.678

-

0,00%

Long-Term Receivables

Investasi Jangka Panjang

286.258

451.663

(165.405)

(36,62%)

Long-Term Investments

Properti Investasi

162.003

100.502

61.501

61,19%

Investments in Property

Aset Tetap

7.450.026

6.148.313

1.301.713

21,17%

Fixed Assets

Aset Dalam Penyelesaian

3.245.283

2.019.515

1.225.768

60,70%

Construction in Progress

Aset Tidak Produktif

-

415

(415)

NA

Non-Productive Assets

Aset Tidak Berwujud

13.558

-

13.558

NA

Intangible Assets

575

141

434

307,80%

Other Non-Current Assets

11.232.532

8.820.635

2.411.897

27,34%

Total

Aset Tidak Lancar Lain Jumlah LIABILITAS

LIABILITAS

Liabilitas di tahun 2013 mencapai Rp3.512,15 miliar,

Liabilities reached Rp3,512.15 billion in 2013, grew by

mengalami kenaikan Rp1.063,95 miliar atau sebesar 43,46%

Rp1,063.95 billion or 43.46% compared to Rp2,448.20 billion

dibandingkan 2012 yang hanya mencapai Rp2.448,20 miliar.

in 2012. This was particularly due to the significant growth in

Hal tersebut khususnya berasal dari peningkatan liabilitas

long-term liabilities.

jangka panjang yang signifikan.







Liabilitas Liabilities (juta rupiah) | (million Rupiah) 2.211.948

2012

1.833.227

1.300.197 614.970


2013


LIABILITAS JANGKA PENDEK

SHORT-TERM LIABILITIES

Liabilitas jangka pendek mengalami kenaikan Rp378,72 miliar

Short-term liabilities increased by Rp378.72 billion or 20.66%

atau sebesar 20,66% dari Rp1.833,23 miliar di 2012 menjadi

from Rp1,833.23 billion in 2012 to Rp2,211.95 billion in

Rp2.211,95 miliar di 2013. Meningkatnya liabilitas jangka

2013. The growth in short-term liabilities was particularly

pendek terutama berasal dari peningkatan Utang Lancar lain-

originating from the growth in other current liabilities and

lain dan Pendapatan Diterima Dimuka. Utang Lancar Lain-

deferred income. Other current liabilities grew by Rp277.92

lain mengalami kenaikan Rp277,92 miliar, disebabkan utang

billion. This was particularly due to Amount Due to Third

kepada pihak ketiga untuk jaminan pelanggan. Sedangkan

Parties for customer guarantee. Meanwhile, deferred income

pendapatan diterima dimuka mengalami pertumbuhan

grew by Rp136.98 billion. This was particularly due to

Rp136,98 miliar yang disebabkan oleh kenaikan pendapatan

deferred income from domestic business revenues.

domestik yang diterima dimuka.

Liabilitas Jangka Pendek Short-Term Liabilities URAIAN 1 Beban yang Masih Harus Dibayar Utang Usaha


2012

PERTUMBUHAN Growth

DESCRIPTION

2

3

4=2-3

5=4/3

284.554

322.858

(38.304)

(11,86%)

Accrued Expenses

1.052.642

1.133.614

(80.972)

(7,14%)

Accounts Payable

Pendapatan Diterima Dimuka

227.696

90.720

136.976

150,99%

Deferred Income

Utang Pajak

195.356

124.302

71.054

57,16%

Taxes Payable

13.152

1.103

12.049

1092,38%

Current Portion of Long-Term

Utang Bank Jangka Panjangbagian yang jatuh tempo dalam

Bank Loans

setahun Utang Lancar Lain-lain Jumlah

438.548

160.630

277.918

173,02%

Other Current Liabilities

2.211.948

1.833.227

378.721

20,66%

Total

LIABILITAS JANGKA PANJANG

LONG-TERM LIABILITIES

Liabilitas jangka panjang mengalami kenaikan Rp685,23

Long-term liabilities grew by Rp685.23 billion or 111.42%

miliar atau sebesar 111,42% dari Rp614,97 miliar di 2012

from Rp614.97 billion in 2012 to Rp1,300.20 billion in 2013.

menjadi Rp1.300,20 miliar di 2013. Peningkatan liabilitas

The growth in long-term liabilities was particularly originating

jangka panjang terutama berasal dari kenaikan utang

from the growth in long-term bank loans after deduction of

139

140


bank jangka panjang. Utang bank jangka panjang tersebut

the current portion. Long-term bank loans grew by Rp880.61

mengalami kenaikan Rp880,61 miliar, disebabkan untuk

billion. This was particularly due to airport expansion project

memenuhi kebutuhan pembiayaan proyek pengembangan

financing and/or investments.

bandara.

Liabilitas Jangka Panjang Long-Term Liabilities


URAIAN

2013

2012

1

2

3


DESCRIPTION

5=4/3

Utang Bank Jangka Panjang-

Long-Term Bank Loans

setelah dikurangi bagian yang

882.993

2.385

880.608

36.922,77%

– after deduction of the

26.573

20.417

6.156

30,15%

Guarantee Liabilities

389.121

592.168

(203.047)

(34,29%)

1.509

-

1.509

NA

Deferred Tax Liabilities

1.300.197

614.970

685.227

111,42%

Total

jatuh tempo dalam setahun

current portion

Utang Jaminan Liabilitas Imbalan Pasca Kerja Liabilitas Pajak Tangguhan Jumlah

Post-Employment Benefit Liabilities

EKUITAS

EQUITY

Pada 2013, ekuitas mencapai Rp9.469,66 miliar, mengalami

In 2013, equity reached Rp9,469.66 billion, decreased

penurunan Rp103,53 miliar atau sebesar 1,08% dibandingkan

by Rp103.53 billion or 1.08% compared to Rp9,573.19

2012 yang mencapai Rp9.573,19 miliar. Penurunan ekuitas

billion in 2012. The decrease in equity was particularly

terutama berasal dari penurunan bantuan pemerintah

originating from the decrease of government assistance

yang belum ditentukan statusnya (BPYBDS) dan penurunan

with undetermined status (BPYBDS) and the decrease in the

nilai buku aset tetap kenavigasian. Hal ini disebabkan

book value of navigations fixed assets. This was particularly

penurunan BPYBDS berupa peralatan navigasi yang diserah

due to the mutation in recall of navigation equipment which

terimakan kembali dari Perseroan kepada Direktorat Jenderal

was previously handed over by the Directorate General of

Perhubungan Udara, antara lain Pusat Pengendali Lalu Lintas

Air Transportation to the Company, particularly the Air Traffic

Penerbangan di Makassar berdasarkan Berita Acara No. 166/

Control Center in Makassar, based on Official Report No. 166/

PL.07/2013/PD.

PL.07/2013/PD.

Ekuitas Equity

(juta Rupiah) | (million Rupiah) URAIAN

2013

2012

1

2

3


5=4/3

DESCRIPTION

Modal Saham

3.488.245

3.188.245

300.000

9,41%

Share Capital

Bantuan Pemerintah yang

2.960.796

3.540.729

(579.933)

(16,38%)

Government Assistance with

6.758

61.181

(54.423)

(88,95%)

Unrealized Profit from Securities

Belum Ditentukan Statusnya Laba yang Belum Direalisasi

Undetermined Status

Atas Efek Pengaruh Pengalihan Aset

Effect of Assignment of

Tetap-Kenavigasian

Navigation Fixed Assets

Nilai Buku Aset Tetap Kenavigasian

(270.832)

-

(270.832)

NA

Book Value of Navigation Fixed Assets





LAPORAN ARUS KAS Konsolidasian


STATEMENTS OF CASH FLOWS

URAIAN

2013

2012

1

2

3

Akumulasi Penyusutan Aset



408.394

-

DESCRIPTION

5=4/3

408.394

NA

Accumulated Depreciation of

Tetap-Kenavigasian

Navigation Fixed Assets

Saldo Laba

Retained Earnings

Cadangan Laba Tahun Berjalan

2.230.250

2.119.792

110.458

5,21%

General Reserve

644.789

662.243

(17.454)

(2,64%)

Profit for the Current Year

1.264

1.000

264

(26,40%)

Non-Controlling Interest

9.469.664

9.573.190

(103.526)

(1,08%)

Total

Kepentingan Non Pengendali Jumlah

Arus Kas Konsolidasian Consolidated Statements of Cash Flows (juta rupiah) | (million Rupiah) 3.488.078

2012 2013

1.145.027

1.191.527

777.909

638.714 205.923 Kas Dari Aktivitas Pendanaan

Kas Dari Aktivtas Unvestasi

Kas Dari Aktivitas Operasi

Arus Kas

(juta Rupiah)

URAIAN

2013

2012

1

2

3

Kas Dari (untuk)

777.909

1.145.027


5=4/3

(367.118)

(32,06%)

Aktivitas Operasi Kas Dari (untuk)

(3.488.078)

(1.191.527)

2.296.551

192,74%

638.714

(205.923)

844.637

410,17%

Cash Flows from (for) Financing Activities

2.071.455

252.423

1.819.032

720,63%

179.619

27.819

151.800

1.091,34%

2.471.663

2.696.266

(224.603)

(8,33%)

dan Setara Kas Kas Pengaruh Selisih

Cash Flows for Investing Activities

Aktivitas Pendanaan Penurunan Bersih Kas

Cash Flows from Operating Activities

Aktivitas Investasi Kas Dari (untuk)

DESCRIPTION

Net Decrease in Cash and Cash Equivalent

Kurs Kas dan Setara Kas Awal Tahun

Cash and Cash Equivalent at the Beginning of the Year

Kas dan Setara Kas Akhir Tahun

579.828

2.471.663

(1.891.835)

(76,54%)

and Cash Equivalent at the End of the Year

141

142


Kas dan setara kas akhir tahun 2013 mencapai Rp579,83

Cash and cash equivalent reached Rp579.83 billion at the

miliar, mengalami penurunan Rp1.891,84 miliar atau sebesar

end of 2013, decreased by Rp1,891.84 billion or 76.54% from

76,54% dari kas dan setara kas akhir tahun 2012 yang

cash and cash equivalent of Rp2,471.66 billion at the end of

mencapai Rp2.471,66 miliar. Penurunan ini disebabkan

2012. This decrease was due to the increase in cash flows

peningkatan kas untuk aktivitas investasi dan penurunan kas

from investing activities and the decrease in cash flows from

dari aktivitas operasi.

operating activities.

KAS DARI AKTIVITAS OPERASI

CASH FLOWS FROM OPERATING ACTIVITIES

Kas dari aktivitas operasi mengalami penurunan Rp367,12

Cash flows from operating activities decreased by Rp367.12

miliar atau sebesar 32,06% dari Rp1.145,03 miliar di 2012

billion or 32.06% from Rp1.145,03 billion in 2012 to Rp777.91

menjadi Rp777,91 miliar di 2013. Penurunan kas dari aktivitas

billion in 2013. The decrease in cash flows from operating

operasi khususnya disebabkan penurunan penerimaan kas

activities was due to the decrease in cash receipt from credit

dari penjualan kredit dan peningkatan pembayaran pajak

sales and the increase in tax income payment.

penghasilan. KAS UNTUK AKTIVITAS INVESTASI

CASH FLOWS FOR INVESTING ACTIVITIES

Kas untuk aktivitas investasi mengalami peningkatan

Cash flows for investing activities increased by Rp2,296.55

Rp2.296,55 miliar atau sebesar 192,74% dari Rp1.191,53 miliar

billion or 192.74% from Rp1,191.53 billion in 2012 to

di 2012 menjadi Rp3.488,08 miliar di 2013. Peningkatan

Rp3,488.08 billion in 2013. The increase in cash flows for

kas untuk aktivitas investasi khususnya digunakan untuk

investing activities was particularly used for the acquisition

melakukan penambahan aset tetap dan aset lain-lain.

of additional fixed assets and other assets.

KAS DARI AKTIVITAS PENDANAAN

CASH FLOWS FROM FINANCING ACTIVITIES

Kas dari aktivitas pendanaan mengalami peningkatan

Cash flows from financing activities increased by Rp844.64

Rp844,64 miliar atau sebesar 410,17%. Pada 2013, kas dari

billion or 410.17%. In 2013, cash flows from financing

aktivitas pendanaan mencapai Rp638,71 miliar. Sedangkan

activities reached Rp638.71 billion. Meanwhile, in 2012, cash

pada 2012, kas untuk aktivitas pendanaan mencapai

flow for financing activities was Rp205.92 billion. This was

Rp205,92 miliar. Hal tersebut khususnya disebabkan

particularly due to the increase in long-term loans received.

peningkatan penerimaan pinjaman jangka panjang. INFORMASI SEGMEN USAHA

INFORMATION ON BUSINESS SEGMENTS

Segmen usaha atau operasi merupakan komponen

Information on the Company’s business segments is based

dari entitas yang digunakan untuk aktivitas bisnis yang

on the operational segment. Operational segment is a

menghasilkan pendapatan dan menimbulkan beban.

component of an entity involved in business activities which

Segmen operasi tersebut dijabarkan sebagai berikut.

generate revenue and incur expenses, including revenues and expenses related to transactions with other components within the entity in which operational results are periodically reviewed by operational decision makers. These operational segments are elaborated as follows:







informasi segmen usaha | Information on Operational Segments 2013 KEBANDARUDARAAN Airport

URAIAN

KARGO Cargo

PROPERTI Property

HOTEL Hotel

DESCRIPTION

PENDUKUNG Support


2.963.213

107.747

3.569

6.243

153.470

Operating Revenues

Aeronautika

2.065.469

-

-

-

-

Aeronautics

Non Aeronautika

897.744

107.747

3.569

6.243

153.470

Non- Aeronautics

Beban Operasional

2.275.256

89.345

9.428

24.877

142.238

Operating Expenses

Laba Operasional

687.957

18.402

(5.858)

(18.634)

11.232

Operating Income

Pendapatan (Beban) Operasional

123.387

5.330

1.764

3.193

(1.598)

Other Operating Revenues (Expenses)

Laba Sebelum Taksiran Pajak Penghasilan

811.343

23.732

(4.094)

(15.440)

9.634

Profit Before Tax

Taksiran Pajak Penghasilan

(167.135)

(5.830)

-

(111)

(1.299)

Income Tax

Laba Tahun Berjalan

644.209

17.902

(4.094)

(15.551)

8.334


2012 KEBANDARUDARAAN Airport

URAIAN Pendapatan Operasional

3.051.991

Aeronautika

KARGO Cargo

PROPERTI Property

HOTEL Hotel

DESCRIPTION

PENDUKUNG Support

58.554

-

-

7.364

Operating Revenues

2.324.031

-

-

-

-

Aeronautics

Non Aeronautika

727.960

58.554

-

-

7.364

Non- Aeronautics

Beban Operasional

2.326.545

51.995

3.173

7.444

10.657

Operating Expenses

Laba Operasional

725.446

6.560

(3.173)

(7.444)

(3.293)

Operating Income

74.700

3.625

483

1.417

1.567

Other Operating Revenues (Expenses)

Laba Sebelum Taksiran Pajak Penghasilan

800.146

10.185

(2.690)

(6.028)

(1.726)

Profit Before Tax

Taksiran Pajak Penghasilan

(142.141)

(2.339)

(97)

-

398

Income Tax

Laba Tahun Berjalan

658.005

7.846

(2.787)

(6.028)

(1.328)


Pendapatan (Beban) Operasional

Pada tahun 2013, kinerja segmen operasi Angkasa Pura

In 2013, the performance of Angkasa Pura Airports’operational

Airports

yang

segments was varied. Some operational segments which had

mengalami penurunan dibandingkan 2012 adalah segmen

bervariasi.

Beberapa

segmen

operasi

deteriorating performance compared to 2012 were airport

operasi kebandarudaraan, properti, dan hotel. Penurunan

operations, property, and hotel segments. The deterioration

tersebut disebabkan berlakunya Peraturan Pemerintah

in the airport operations segment was due to the coming

Nomor 77 Tahun 2012 tentang Perum LPPNPI yang

into effect of Government Regulation Number 77 Year 2012

mengakibatkan pengalihan pengelolaan pelayanan jasa

concerning LPPNPI Public Company which resulted in the

penerbangan kepada LPPNPI. Sedangkan, penurunan

assignment of management of air traffic services to LPPNPI.

143

144


segmen operasi properti dan hotel disebabkan baru

Meanwhile, the deterioration in the property and hotel

beroperasinya segmen tersebut sehingga pendapatan yang

operations segment was due to the new operations of this

dihasilkan belum mampu menutupi besarnya biaya yang

segment, so that the revenues generated could not cover

ditanggung.

the amount of expenses incurred.

Meskipun demikian, beberapa segmen operasi yang

Nevertheless, there are several operational segments

mengalami pertumbuhan adalah segmen operasi kargo dan

which experienced growth, namely the cargo operations

pendukungnya. Hal ini disebabkan perubahan pelayanan,

and support segments. This indicated the successful

dari jasa penyewaan pergudangan kargo menjadi pengelola

management’s performance in implementing the paradigm

terminal kargo di beberapa bandara.

shift to become a service provider.

KOLEKTIBILITAS PIUTANG

RECEIVABLES COLLECTABILITY

Untuk mengetahui periode waktu perputaran piutang

In order to identify the receivables turnover period of

Angkasa Pura Airports, dilakukan pengukuran tingkat

Angkasa Pura Airports, the receivables collectability level was

kolektibilitas piutang. Berdasarkan hasil pengukuran, tingkat

measured. Based on measurement result, the Company’s

kolektibilitas piutang Perseroan menunjukkan peningkatan

receivables collectability level indicated an improvement

dibandingkan tahun sebelumnya. Kolektibilitas piutang di

compared to the previous year. Receivables collectability

tahun 2013 mencapai 35 hari, sedangkan di 2012 mencapai

reached 35 days in 2013, while in 2012 it reached 51 days.

51 hari. Hal ini menunjukkan kemampuan manajemen dalam

This indicated the management’s capability to manage the

pengelolaan piutang yang semakin baik dibandingkan

receivables in a better way compared to the previous year.

tahun sebelumnya.

KEMAMPUAN MEMBAYAR UTANG

SOLVENCY

Pengukuran kemampuan membayar utang dilakukan

Solvency measurement is conducted by measuring liquidity

dengan mengukur rasio likuiditas dan rasio solvabilitas. Rasio

ratios and solvability ratios. Liquidity ratios are used to

likuiditas digunakan untuk mengukur kemampuan melunasi

measure the capacity to settle short-term liabilities, while

kewajiban jangka pendek, sedangkan rasio solvabilitas

solvability ratios are used to measure the capacity to settle

digunakan untuk mengukur kemampuan memenuhi

all liabilities.

kewajiban. Pengukuran rasio likuiditas terdiri dari rasio kas, dan rasio

Liquidity ration measurement consists of cash ratio and

lancar. Berdasarkan hasil pengukuran, kemampuan Perseroan

current ratio. Based on measurement result, the Company’s

dalam melunasi kewajiban jangka pendek mengalami

ability to settle short-term liabilities decreased compared to

penurunan dibandingkan 2012. Hal ini disebabkan

2012. This was due to the increase in short-term liabilities,

jatuh tempo termin pembayaran penyelesaian proyek

which was larger than the increase in current assets.

pengembangan bandara pada tahun 2013 meningkat.

Nevertheless, the ability of the Company’s current assets to

Namun demikian, kemampuan aset lancar Perseroan dalam

guarantee short-term liabilities was still relatively good.

menjamin liabilitas jangka pendek masih relatif baik. Rasio Likuiditas | Liquidity Ratios URAIAN

2013

2012

DESCRIPTION

Rasio Kas

41,11%

151,56%

Cash Ratio

Rasio Lancar

79,08%

174,60%

Current Ratio







Pengukuran rasio solvabilitas terdiri dari rasio liabilitas

Solvability ratio measurement consists of liabilities to total

terhadap total aset, rasio liabilitas terhadap ekuitas, dan rasio

assets ratio, liabilities to equity ratio, and liabilities to fixed

liabilitas terhadap aset tetap. Berdasarkan hasil pengukuran,

assets ratio. Based on measurement result, the Company’s

kemampuan Perseroan dalam memenuhi seluruh kewajiban

ability to settle all liabilities experienced a slight decrease.

mengalami sedikit penurunan. Hal ini disebabkan pada

This was due to the increase in liabilities, which was larger

tahun 2013 terjadi penambahan dana untuk pembiayaan

than the increase of assets and equity related to airport

proyek pengembangan bandara yang diperoleh dari

expansion project financing and/or investments which

pinjaman kredit perbankan.

caused the Company to experience an increase in financial ratios in 2013.

Rasio Solvabilitas | Solvability Ratios URAIAN

2013

2012

DESCRIPTION

Rasio Liabilitas Terhadap Total Aset

27,05%

20,37%

Liabilities to Total Assets Ratio

Rasio Liabilitas Terhadap Ekuitas

37,09%

25,57%

Liabilities to Equity Ratio

Rasio Liabilitas Terhadap Aset Tetap

47,14%

39,82%

Liabilities to Fixed Assets Ratio

STRUKTUR MODAL

CAPITAL STRUCTURE

Kebijakan struktur permodalan yang diterapkan Angkasa

The capital structure policy implemented at Angkasa Pura

Pura Airports senantiasa mempertimbangkan komponen

Airports always considers the components of risk and return.

risiko dan tingkat pengembalian (return). Penambahan utang

The addition of debt will increase the Company’s risk, but

akan menambah risiko Perseroan, namun akan menambah

will increase the expected return. Therefore, the risk faced

tingkat

by the Company is a factor affecting the decision on capital

pengembalian

yang

diharapkan

(expected

return). Dengan demikian, risiko yang dihadapi Perseroan

structure.

merupakan faktor yang mempengaruhi keputusan tentang struktur modal. Beberapa

upaya

yang

dilakukan

untuk

Several efforts made by the Company to optimize capital

mengoptimalkan struktur modal pada 2013 adalah

structure in 2013 is by acquiring additional debts to finance

melakukan

membiayai

the construction of development projects and other

pembangunan proyek pengembangan bandara. Hal ini

investments. This caused the percentage of liabilities to total

menyebabkan persentase liabilitas terhadap total modal

capital to increase to 27.05% in 2013 from 20.37% in 2012. In

mengalami peningkatan di 2013 menjadi 27,05% dari 20,37%

addition, the Company also added its share capital in 2013.

di 2012. Pada tahun 2013, Perseroan juga memperoleh

Therefore, the capital structure composition in 2013 was

tambahan modal sebesar Rp300 miliar dari cadangan modal

27.05% liabilities and 72.95% equity.

penambahan

utang

Perseroan untuk

Perseroan. Dengan demikian, komposisi struktur modal di 2013 menjadi 27,05% liabilitas dan 72,95% ekuitas. Struktur Modal | Capital Structure URAIAN

Liabilitas Liabilitas Jangka Pendek

2013

(juta Rupiah) | (million Rupiah) Persentase Total Modal | Percentage of Total Capital

2012

Persentase Total Modal | Percentage of Total Capital

DESCRIPTION

3.512.145

27,05%

2.448.197

20,37%

Liabilities

2.211.948

17,04%

1.833.227

15,25%

Short-Term Liability

145

146


URAIAN

2013

Liabilitas Jangka

1.300.197

Panjang Ekuitas Total Modal



2012

10,02%

614.970

5,12%

DESCRIPTION

Long-Term Liability

9.469.664

72,95%

9.573.190

79,63%

Equity

12.981.809

100,00%

12.021.387

100,00%

Total Capital

INVESTASI BARANG MODAL

INVESTMENTS IN CAPITAL GOODS

Pada 2013, Perseroan melakukan beberapa investasi barang

In 2013, the Company made several investments in capital

modal sebagai berikut.

goods, namely as follows:

1.

Program

Investasi

Pendukung

Keselamatan

Penerbangan/Keamanan

1.

Flight Safety/Security Support Investment Program a. Work on part of the runway, including paved

a. Pekerjaan sebagian runway, termasuk paved

shoulder, at Ngurah Rai Airport in the amount of

shoulder, di Bandara Ngurah Rai dengan nilai

Rp10.69 billion and physical achievement of 100%

Rp10,69 miliar dan prestasi fisik 100% (proyek multiyears). b.

(multiyear project). b.

Overlay runway 10–28 di Bandara Juanda dengan

amount of Rp28 billion and physical achievement

nilai Rp28 miliar dan prestasi fisik 100% (proyek

of 100% (multiyear project).

multiyears).

c.

c. Pengadaan runway sweeper di Bandara Juanda

e.

f.

achievement of 100%.

Overlay taxiway, delta, golf, hotel dan west paralel

d. Overlay of taxiway, delta, golf, hotel and west

di Bandara Sultan Hasanuddin dengan nilai

parallel at Sultan Hasanuddin Airport in the amount

Rp23,30 miliar dan prestasi fisik 14,49%.

of Rp23/30 billion and physical achievement of

Overlay permukaan runway dan paved shoulder,

14.49%.

serta jasa laboratorium dan pengawasan di

e. Overlay of runway surface and paved shoulder,

Bandara Sepinggan dengan nilai Rp43,31 miliar

as well as laboratory and surveillance services

dan prestasi fisik 99,04%.

at Sepinggan Airport in the amount of Rp43.31

Lanjutan pembangunan drainase sisi barat dan sisi timur runway di Bandara Sam Ratulangi dengan

g.

billion and physical achievement of 99.04%. f.

Continuation of drainage construction on the west

nilai Rp4,77 miliar dan prestasi fisik 100%.

and east sides of runway at Sam Ratulangi Airport

Pembuatan jalan akses dari apron ke fire stationdi

in the amount of Rp4,77 billion and physical

Bandara Adisutjipto dengan nilai Rp2,52 miliar dan prestasi fisik 100%.

achievement of 100%. g. Construction of access road from apron to the

h. Perbaikan apron dengan fleksibel pavementdi

fire station at Adisutjipto Airport in the amount of

Bandara Ahmad Yani dengan nilai Rp3,15 miliar dan prestasi fisik 100%. i.

Procurement of runway sweeper at Juanda Airport in the amount of Rp3,20 billion and physical

dengan nilai Rp3,20 miliar dan prestasi fisik 100%. d.

Overlay of runway 10–28 at Juanda Airport in the

Rp2.52 billion and physical achievement of 100%. h. The repair of apron using flexible pavement at

Overlay sebagian runway(1600 m x 45 m) dan

Ahmad Yani Airport in the amount of Rp3.15

overlay sebagian runway22 (600mx45m) di Bandara Pattimura dengan nilai Rp14,16 miliar dan prestasi fisik 100% (proyek multiyears).

billion and physical achievement of 100%. i.

Overlay of part of the runway (1600 m x 45 m) and overlay of part of the runway22 (600 m x 45 m) at Pattimura Airport in the amount of Rp14.16 billion and physical achievement of 100% (multiyear project).


j.

2.





Pengadaan mobil PKP-PK tipe I Combaine Agent

j. Procurement of type I Combined Agent fire

di Bandara Lombok (Praya) dan Bandara El Tari

engines at Lombok Airport (Praya) and El Tari

dengan nilai masing-masing Rp14,94 miliar dan

Airport in the amount of Rp14.94 billion each and

prestasi fisik 100%.

physical achievement of 100%.

Program Pelayanan a.


2.

Renovasi Terminal Internasional menjadi Terminal

Service Program a.

Renovation of International Terminal into Domestic

Domestik di Bandara Ngurah Rai dengan nilai

Terminal at Ngurah Rai Airport in the amount of

Rp271,68 miliar dan prestasi fisik 2,40% (proyek

Rp271.68 billion and physical achievement of 2.40%

multiyears).

(multiyear project).

b. Pembuatan gedung parkir motor di Bandara

b.

Ngurah Rai dengan nilai Rp11 miliar dan prestasi

Construction of motorcycle park building at Ngurah Rai Airport in the amount of Rp11 billion and physical

fisik 100%.


c. Pembuatan rapid exit taxiway (14.552,40 m2),

c. Construction of rapid exit taxiway (14,552.40 m2),

termasuk biaya studi design rapid exit taxiway

including expenses for design study of rapid exit

dan konsultan pengawasan, di Bandara Juanda

taxiway and surveillance consultant, at Juanda

dengan nilai Rp20,15 miliar dan prestasi fisik

Airport in the amount of Rp20.15 billion and physical

77,11% (proyek mutiyears).

achievement of 77.11% (multiyear project).

d. Penggantian taxi guidance sign pada runway

d.

Replacement of taxi guidance sign on the old runway

dan taxiway lama di Bandara Sultan Hasanuddin

and taxiway at Sultan Hasanuddin Airport in the

dengan nilai Rp3,89 miliar dan prestasi fisik 100%.

amount of Rp3.89 billion and physical achievement

e. Bangunan

penghubung

hotel

transit

dan

tambahan luas area Terminal B di Bandara

of 100%. e.

Sepinggan dengan nilai Rp20,16 miliar dan

for Terminal B at Sepinggan Airport in the amount of

prestasi fisik 0%. f. Penggantian

atap

Transit hotel connecting building and additional area Rp20.16 billion and physical achievement of 0%.

dan

plafond

Terminal

f.

Replacement of roof and ceiling at the Arrival and

Kedatangan dan Terminal Transit di Bandara Frans

Transit Terminals at Frans Kaisiepo Airport in the

Kaisiepo dengan nilai Rp2,26 miliar dan prestasi

amount of Rp2.26 billion and physical achievement

fisik 100%.

of 100%.

g. Perluasan ruang check in dan ruang kedatangan

g. Expansion of check-in room as well as domestic

domestik dan internasional dengan nilai Rp6,62

and international arrival room in the amount of

miliar di Bandara Sam Ratulangi dan prestasi fisik

Rp6.62 billion at Sam Ratulangi Airport and physical

100%. h. i.

Pembenahan parkir utama di Bandara Adisutjipto

achievement of 100%. h. Arrangement of the main parking lot at Adisutjipto

dengan nilai Rp5,05 miliar dan prestasi fisik 100%.

Airport in the amount of Rp5.05 billion and physical

Pengadaan dan pemasangan genset 200 KVA di


Bandara Syamsuddin Noor dengan nilai Rp7,99

i.

miliar dan prestasi fisik 100%. j.

set at Syamsuddin Noor Airport in the amount of

Paket pekerjaan proyek BIL dengan nilai Rp 40 miliar dan prestasi fisik 100%.

Rp7.99 billion and physical achievement of 100%. j.

k. Perluasan Terminal Domestik serta renovasi

miliar dan prestasi fisik 54,71%.

Lombok International Airport project job package the amount of Rp 40 billion and physical achievement of

terminal dan fasilitas penunjangnya, termasuk jasa konsultan, di Bandara El Tari dengan nilai Rp 30

Procurement and installation of 200 KVA generator

100%. k.

Expansion of Domestic Terminal as well as renovation of terminal and its supporting facilities, including consultant service, at El Tari Airport in the amount of Rp 30 billion and physical achievement of 54.71%.

147

148


3.

Program Citra Perusahaan

3.

a. Pembentukan Anak Perusahaan dengan nilai

Corporate Image Program a.

Rp400 miliar dan telah terealisasi Rp123,11 miliar. b.

c.

Establishment of Subsidiaries in the amount of Rp400 billion, of which Rp123.11 billion has been realized.

Pembebasan lahan seluas 20 Ha di Bandara Sultan

b. Acquisition of land with the area size of 20 Ha at

Hasanuddin dengan nilai Rp145 miliar dan telah

Sultan Hasanuddin Airport in the amount of Rp145

terealisasi Rp652,73 juta.

billion, of which Rp652.73 million has been realized.

Pembebasan lahan seluas 60 Ha di Bandara Sultan

c.

Acquisition of land with the area size of 60 Ha at

Hasanuddin dengan nilai Rp145 miliar dan telah

Sultan Hasanuddin Airport in the amount of Rp145

terealisasi Rp43,87 miliar.

billion, of which Rp43.87 billion million has been

d. Pembelian

aset

tanah

Pemda

di

Bandara

realized.

Syamsuddin Noor dengan nilai Rp40 miliar (proyek

d. Purchase of land belonging to the Regional

multiyears).

Government’s assets at Syamsuddin Noor Airport in the amount of Rp40 billion (multiyear project).

4.

Proyek Pengembangan Bandara

4.

a. Proyek pengembangan Bandara Internasional

Airport Expansion Project a.

Ngurah Rai International Airport (Bali International

Ngurah Rai (PP-BIB)

Airport) Expansion Project

•

•

Paket I : Rp214,91 miliar (kerja sama operasi) dengan prestasi fisik 100%;

•

Paket II : Rp341,30 miliar dengan prestasi fisik

•

100%; •

Paket III : Rp1,17 triliun dengan prestasi fisik

•

Penambahan dan penyempurnaan area

•

area: Rp118.8 billion with the physical

100%.


Pekerjaan

jasa

b.

Sepinggan International Airport Expansion Project •

konsultan

manajemen

Rp14,24 miliar (kerja sama operasi);

•

Package I: design build contract in the achievement of 100%;

•

Package II: work contract for terminal building

Paket II: pekerjaan gedung terminal dan

and its supporting facilities in the amount of

fasilitas penunjangnya dengan nilai kontrak

Rp1.12 trillion (joint operation) and physical

sebesar Rp1,12 triliun (kerja sama operasi) dengan prestasi fisik 85,15%;

•

consultancy

amount of Rp129.68 billion and physical

nilai kontrak sebesar Rp129,68 miliar dengan

•

management

billion (joint operation);

Paket I: rancang bangungedung dengan prestasi fisik 100%;

Construction

service job contract in the amount of Rp14.24

konstruksi dengan nilai kontrak sebesar

•

Addition and enhancement of commercial

komersial:Rp118,8 miliar dengan prestasi fisik

Sepinggan (PP-BIS)

•

Package III: Rp1.17 trillion with the physical achievement of 100%; and

b. Proyek pengembangan Bandara Internasional •

Package II: Rp341.30 billion with the physical achievement of 100%;

100%; serta •

Package I: Rp214.91 billion (joint operation) with the physical achievement of 100%;

achievement of 85,15%; •

Package III: work on infrastructure and its

Paket III: pekerjaan infrastruktur dan fasilitas

supporting facilities with contract realization

penunjangnya dengan realisasi nilai kontrak

amounting to of Rp252.94 billion (joint

sebesar Rp252,94 miliar (kerja sama operasi)

operation) and physical achievement of

dan prestasi fisik 95,76%;

95.76%;

Paket IV: pekerjaan rancang bangun tower,

•

Package IV: design build contract for tower,

hanggar dan fasilitas lainnya denganrealisasi

hangar, and other facilities with contract

nilai kontrak Rp89,40 miliar dan prestasi fisik

realization amounting to Rp89.40 billion and

6,13%;

physical achievement of 6.13%;



•

•



Paket V: pekerjaan rancang bangun gedung


•


Package V: design build contract for park

parkir dengan realisasi nilai kontrak Rp183,50

building with contract realization amounting

miliar dan prestasi fisik 55,05%.

to Rp183.50 billion and physical achievement

Paket IV: penambahan R2 dan R3 sebanyak 5

of 55.05%.

unit dengan realisasi nilai kontrak Rp21 miliar

•

dan prestasi fisik 100%.

Package IV: addition of 5 units of R2 and R3 with contract realization amounting to Rp21 billion and physical achievement of 100%.

c.

Proyek pengembangan terminal selatan Bandara

c. Juanda Airport (Juanda International Airport)’s

Juanda (PP-BIJ)

south terminal expansion project

•

•

Pekerjaan rancang bangun terminal selatan dan fasilitas penunjangnya untuk paket I

and its supporting facilities, for package

dengan nilai kontrak sebesar Rp388 miliar

I with contract amount of Rp388 billion

dan prestasi fisik 100%, serta untuk paket

and physical achievement of 100%, and for

II dengan nilai kontrak Rp374,28 miliar dan

package II with contract amount of Rp374.28

prestasi fisik 47,7%; •

Jasa

konstruksi

billion and physical achievement of 47.7%; manajemen

konstruksi

•

Construction management service with

dengan nilai kontrak sebesar Rp3,8 miliar

contract amount of Rp3.8 billion (joint

(kerja sama operasi).

operation).

d. Proyek

pengembangan

terminal

Bandara

d.

Adisutjipto Airport terminal expansion project with

Adisutjipto dengan realisasi nilai kontrak untuk

contract realization amount for detailed technical

jasa konsultanrencana teknis terinci (RTT) sebesar

plan consultant service of Rp 794.6 million.

Rp 794,6 juta. e. Proyek

pengembangan

e. Ahmad Yani Airport expansion project with Bandara

Ahmad


Yani dengan realisasi nilai kontrak untuk jasa konsultanRTT sebesar Rp4,19 miliar. f.

Design build contract for south terminal

plan consultant service of Rp4.19 billion. f.

Syamsudin Noor Airport expansion project with

Proyek pengembangan Bandara Syamsudin Noor


dengan realisasi nilai kontrak untuk jasa konsultan

plan consultant service for the renovation of

RTT pekerjaan renovasi terminal dan perluasan

terminal and expansion of vehicle parking lot of

parkir kendaraan sebesar Rp287,4 juta.

Rp287.4 million.

IKATAN MATERIAL UNTUK INVESTASI BARANG MODAL

MATERIAL BOND FOR INVESTMENTS IN CAPITAL GOODS

Angkasa Pura Airports telah mendapatkan fasilitas kredit

Angkasa Pura Airports has obtained credit facility from Bank

dari Bank Mandiri sesuai Perjanjian Transaksi Khusus Nomor:

Mandiri pursuant to Special Transaction Agreement Number:

CRO.KP/233/PTK/13, Akta Nomor 1341 tanggal 26 Juli 2013

CRO.KP/233/PTK/13, Deed Number 1341 dated July 26,

oleh Notaris Julius Purnawan, SH, MSi sebesar Rp4.400 miliar.

2013 passed before Notary Julius Purnawan, SH, MSi in the

Pihak Perseroan, sesuai dengan Surat Nomor: AP.I.4757/

amount of Rp4,400,000,000. The Company’s management, in

KU.24/2013/PD-B tanggal 23 Juli 2013, telah meminta

accordance with Letter Number: AP.I.4757/KU.24/2013/PD-B

kepada Bank Mandiri untuk melakukan pengalihan sebagian

dated July 23, 2013, has requested Bank Mandiri to assign a

porsi pembiayaan (sell down) atas Fasilitas Kredit kepada BNI

portion of financing (sell down) of the Credit Facility to BNI

dan BRI.

and BRI.

Berdasarkan Akta Nomor: 370 dan 371 oleh Notaris Julius

Pursuant to Deed Number: 370 and 371 passed before

Purnawan, SH, MSi tanggal 18 September 2013, maka Bank

Notary Julius Purnawan, SH, MSi dated September 18, 2013,

149

150


Mandiri, BNI, BRI dan Perseroan telah menandatangani Akta

Bank Mandiri, BNI, BRI, and the Company have executed

Pengalihan Porsi Pembiayaan yang menyatakan bahwa

Deed of Assignment of a Portion of Financing which states

berdasarkan akta tersebut, Bank Mandiri mengalihkan

that pursuant to the deed, Bank Mandiri assigned a portion

sebagianporsi pembiayaannya kepada BNI senilai Rp1.000

of its financing to BNI in the amount of Rp1,000,000,000 and

miliar dan BRI senilai Rp1.000 miliar.

to BRI in the amount of Rp1,000,000,000.

Sehubungan dengan hal tersebut, maka Bank Mandiri, BNI,

In connection with this, Bank Mandiri, BNI, BRI, and the

BRI, dan Perseroan sepakat dan setuju membuat Perjanjian

Company have agreed to enter into the Joint Financing

Pembiayaan Bersama berdasarkan Akta Nomor: 372

Agreement pursuant to Deed Number: 372 passed before

oleh Notaris Julius Purnawan, SH, MSi dengan syarat dan

Notary Julius Purnawan, SH, MSi with credit limit requirement

ketentuan limit kredit sebesar Rp4.400 miliar.

and terms of Rp4,400,000,000.

Sifat dan Tujuan

Characteristic and Objective

Fasilitas kredit bersifat non revolving dan digunakan sebagai

The credit facility is non-revolving in nature and used as

corporate financing untuk pembiayaan dan/atau pembiayaan

corporate financing for the financing and/or refinancing of

kembali proyek pengembangan bandara dan/ atau investasi.

airport expansion project and/or investments.

Jangka Waktu

Term

Jangka waktu fasilitas terhitung 7 tahun sejak tanggal

The term of the facility is 7 years effective from the date of

penandatanganan Perjanjian Kredit Bank Mandiri, yaitu

execution of Bank Mandiri’s Credit Agreement, namely on

tanggal 26 Juli 2013 sampai dengan tanggal 25 Juli 2020,

July 26, 2013 until July 25, 2020, inclusive of grace period and

termasuk masa grace period dan masa penarikan kredit

credit withdrawal period of 2 years since credit execution

selama 2 tahun sejak tanggal penandatanganan kredit

date, namely from July 26, 2013 until July 25, 2015.

tanggal 26 Juli 2013 sampai dengan 25 Juli 2015. Bunga

Interest

Bunga dihitung hari demi hari secara efektif berdasarkan

Interest is calculated on daily basis effectively based on the

Deposit Insurance Rate dalam Rupiah untuk bank komersial

Deposit Insurance Rate in Rupiah for commercial banks,

yang ditetapkan 2 hari kerja sebelum periode suku bunga

which is stipulated 2 business days before the interest rate

bulan berikutnya dari Lembaga Penjamin Simpanan dan

for the subsequent monthly interest period from the Deposit

ditambah margin sebesar 2,45%.

Insurance Company and added by 2.45%.

Agunan Kredit

Credit Collateral

Fasilitas kredit dijamin dengan seluruh aset/harta kekayaan

The credit facility is guaranteed with all of the Company’s

Perseroan, baik berupa barang bergerak maupun barang

assets/property, either in the form of movable or non-

tidak bergerak, baik yang telah ada maupun yang

movable goods, and either existing or future assets/ property.

dikemudian hari. Selama seluruh hutang yang timbul dan wajib dibayar oleh

As long as all debts which have been incurred and must be

Perseroan berdasarkan perjanjian tersebut belum dinyatakan

paid by the Company under the agreement have not been

lunas, maka Perseroan tidak boleh melakukan hal-hal sebagai

declared as fully settled, the Company is not allowed to

berikut.

perform the followings:

•

•

Menjadi penjamin terhadap pihak ketiga, kecuali dalam transaksi usaha Perseroan sehari-hari.

•

Memperoleh kredit baru/pinjaman dari lembaga

Acting as guarantor for a third party, except in the course of the Company’s day-to-day business transactions.

•

Obtaining new credit/loans from a financial institution







keuangan atau pihak ketiga lainnya, kecuali pinjaman

or other third parties, except loans from Shareholders,

dari Pemegang Saham,utang usaha dalam kaitannya

accounts payable related to project operations or day-

dengan operasional proyek atau kegiatan usaha sehar-

to-day business activities, loans in the form of bonds or

hari, pinjaman dalam bentuk obligasi atau bentuk surat

other forms of debentures.

hutang lainnya. •

Menjaminkan harta kekayaan/aset yang telah ada

•

maupun yang akan ada di kemudian hari kepada pihak

Using as security its existing or future properties/ assets to a third party.

ketiga. •

Mengalihkan atau menyerahkan kepada pihak lain

•

sebagian atau seluruhnya atas hak dan kewajiban yang

of the rights and obligations emerging related to the

timbul berkaitan dengan fasilitas kredit. •

Memberikan kredit kepada pihak manapun, termasuk

Assigning or transferring to other party some or all credit facility.

•

Extending credit to any party, including but not limited

tetapi tidak terbatas kepada Pemegang Saham, kecuali

to Shareholders, except granting loans to employees

pemberian pinjaman kepada pegawai dan/atau untuk

and/or for the normal course of business, including

kegiatan usaha yang normal, termasuk kepada Entitas

loans to subsidiaries.

Anak. INFORMASI MATERIAL MENGENAI INVESTASI, EKSPAN-

MATERIAL INFORMATION ON INVESTMENT, EXPANSION,

SI, DIVESTASI, RESTRUKTURISASI UTANG DAN MODAL

DIVESTMENT, DEBT AND CAPITAL RESTRUCTURING

INVESTASI

INVESTMENT

Pada 2013, Perseroan melakukan investasi dalam jangka

In 2013, the Company made short-term investment in the

pendek dalam bentuk obligasi (tersedia untuk dijual)

form of bonds (available for sale) with a recorded amount

dengan nilai tercatat sebesar Rp11,75 miliar dan penyertaan

of Rp11.75 billion and mutual fund participation with a

reksadana dengan nilai tercatat sebesar Rp10,00 miliar.

recorded amount of Rp10.00 billion.

EKSPANSI

EXPANSION

Pada 2013, Angkasa Pura Airports telah melakukan ekspansi

In 2013, Angkasa Pura Airports has made expansion through

melalui pendirian SBU Komersial di Bali yang bergerak dalam

the establishment of Commercial SBU in Bali which is active in

bidang pengelolaan area komersial di Bandara I Gusti Ngurah

the field of commercial area management at I Gusti Ngurah

Rai - Bali berdasarkan Keputusan Direksi Nomor: KEP.02/

Rai Airport (Bali) pursuant to Decision of the Board of Directors

OM.01.01/2013 tanggal 4 Januari 2013.

Number: KEP.02/OM.01.01/2013 dated January 4, 2013.

DIVESTASI

DIVESTMENT

Berdasarkan Peraturan Pemerintah Nomor 77 Tahun 2012



concerning LPPNPI Public Company (the Indonesian Air

Pelayanan Navigasi Penerbangan Indonesia (LPPNPI), maka

Navigation Service Provider Institution), since January 16,

jasa pelayanan penerbangan tidak dikelola oleh Perseroan

2013 at 22.00 Western Indonesian Time, air traffic services are

sejak tanggal 16 Januari 2013 pukul 22.00 WIB. Sehubungan

not managed by the Company. Related to this Government

dengan PP tersebut, maka Perseroan melepaskan Makassar

Regulation, the Company released the Makassar Air

Air Traffic Service Centre (MATSC) yang merupakan Kantor

Traffic Service Center (MATSC), which is the Branch Office

Cabang Pusat Pengendali Lalu Lintas Penerbangan Makassar

of Makassar Air Traffic Control Center, and assigned its

151

152


dan melakukan pengalihan aset tetap kenavigasian kepada

navigation fixed assets to LPPNPI Public Company, namely

Perum LPPNPI sebagai berikut.

as follows:

•

•

Aset tetap kenavigasian yang telah dijadikan PMN

Participation in the Company were returned in the

bukunya, yaitu Rp270,83 miliar, sesuai dengan surat

amount equal to the book value, namely Rp270.83 billion,

Perseroan Nomor: AP.1.6724/PL.07/2013/PD-B tanggal

pursuant to Company’s Letter Number: AP.1.6724/PL.07/

28 November 2013 perihal Revisi Usulan Pengalihan

2013/PD-B dated November 28, 2013 concerning Revision

Aset Tetap Kenavigasian Kepada Perum LPPNPI dan

to Proposal for Assignment of Navigation Fixed Assets to

berdasarkan Berita Acara Perubahan Nilai Aset yang

LPPNPI Public Company and pursuant to Official Report of

Diserahterimakan Nomor: BA. 656/KU.21/2013/PD-B

Adjustment to the Value of Transferred Assets Number: BA.

tanggal 30 Desember 2013. •

Navigation fixed assets which have become State Capital

pada Perseroan diserahkan kembali sebesar nilai

BPYBDS

berupa

aset

tetap

656/KU.21/2013/PD-B dated December 30, 2013. kenavigasian

yang

•

The amount of BPYBDS in the form of navigation fixed

diserahkan kembali kepada Pemerintah adalah sebesar

assets which were returned to the Government was equal

nilai perolehan Rp731,28 miliar dengan akumulasi

to the acquisition cost of Rp731.28 billion with accumulated

penyusutan sebesar Rp408,39 miliar, yang terdiri dari

depreciation of Rp408.39 billion, consisting of Juanda Airport

Bandara Juanda (Surabaya) sebesar Rp69,31 miliar sesuai

(Surabaya) in the amount of Rp69.31 billion pursuant to

Berita Acara Nomor: 75/OP.01.06/2013/PD, Bandara

Official Report Number: 75/OP.01.06/ 2013/PD, Hasanuddin

Hasanuddin (Makassar) sebesar Rp26,01 miliar sesuai

Airport (Makassar) in the amount of Rp26.01 billion

Berita Acara Nomor: 76/OP.01.06/2013/PD, Bandara Adi

pursuant to Official Report Number: 76/ OP.01.06/2013/PD,

Sutjipto (Yogyakarta) sebesar Rp0,02 miliar berdasarkan

Adi Sutjipto Airport (Yogyakarta) in the amount of Rp0.02

hasil review BPKP LR-126/PW09/4/2013, dan MATSC

billion based on the Finance and Development Supervisory

(Makassar) sebesar Rp 635,95 miliar berdasarkan Berita

Agency’s review result No. LR-126/PW09/4/2013, and

Acara Nomor: 166/PL.07/2013/PD.

MATSC (Makassar) in the amount of Rp 635.95 billion based on Official Report Number: 166/PL.07/2013/PD.

Perseroan juga telah melepaskan seluruh kepemilikan saham

The Company has also released all ownership in the shares of

PT Garuda Indonesia Airlines Tbk sejumlah 248.496.000

PT Garuda Indonesia Airlines Tbk with a total of 248,496,000

lembar saham pada harga penjualan Rp525 per lembar.

shares at selling price of Rp525 per share. This is stated in

Hal tersebut dinyatakan dalam Laporan Hasil Penjualan

the Sales Result Report through letter Number: 079/NL/

melalui surat Nomor: 079/NL/BS/-IB/11/2013 dari PT Bahana

BS/-IB/11/2013 from PT Bahana Securities as the placement

Securities selaku placement agent atas penjualan saham

agent of the sale of shares.

tersebut. RESTRUKTURISASI UTANG

DEBT RESTRUCTURING

Pada 2013, Perseroan tidak melakukan restrukturisasi utang.

In 2013, the Company did not perform any debt restructuring.

RESTRUKTURISASI MODAL

CAPITAL RESTRUCTURING

Pada 2013, Perseroan melakukan restrukturisasi modal

In 2013, the Company performed capital restructuring by

melalui penambahan modal ditempatkan dan disetor

increasing its issued and paid-up capital to 3,488,245 shares

menjadi 3.488.245 lembar saham dari 3.188.245 lembar

from 3,188,245 shares in 2012.

saham di tahun 2012.







INFORMASI DAN FAKTA MATERIAL YANG TERJADI

MATERIAL INFORMATION AND FACTS SUBSEQUENT TO

SETELAH TANGGAL LAPORAN AKUNTAN

THE DATE OF ACCOUNTANT’S REPORT

a. Pada 2 Januari 2014 telah diterima pembayaran

a. On January 2, 2014 has received payment 4 principal

pinjaman pokok tahap 4 dari PT Garuda Indonesia, Tbk

stages of PT Garuda Indonesia Tbk by Rp11.548.623.

sebesar Rp11.548.623. b. Pada 14 Februari 2014 telah dioperasikan Terminal 2 Bandara Juanda (Surabaya).

b. On February 14, 2014 has been operated Terminal 2 Juanda Airport (Surabaya).

c. Pada 19 Februari 2014 telah dilakukan Rekonsiliasi

c. On February 19, 2014 has been done Reconciliation

Pendapatan dan Biaya Operasional antara Perum

Revenues and Operating Costs between Perum

Lembaga

Navigasi

Organizers Institute of Navigation Services Flight of

Penerbangan Indonesia (Perum LPPNPI) yang telah

Penyelenggara

Pelayanan

Indonesia (Perum LPPNPI) which has recorded as

dibukukan sebagai Piutang dan Utang oleh Perseroan

receivables and debts by the Company for the period

untuk masa 16 Januari sampai dengan 31 Desember

January 16 to December 312013 with a net value of

2013 dengan nilai bersih piutang PT Angkasa Pura I

receivables PT Angkasa Pura I(Persero) to the Housing

(Persero) kepada Perum LPPNPI sebesar Rp46.160.193

LPPNPI for Rp46.160.193consisting of:

yang terdiri atas: •

Jumlah piutang Perseroan kepada Perum LPPNPI

•

Jumlah utang Perseroan kepada Perum LPPNP

•

The number of accounts of the Company for

•

The number of the Company’s debt to the Housing

sebesar Rp298.858.713; dan sebesar Rp252.698.519.

Housing LPPNPI by Rp298.858.713; and LPPNP by Rp252.698.519.

d. Berdasarkan Peraturan Pemerintah No. 8 Tahun 2014

d. Based on Government Regulation no. 8 In 2014 dated

tanggal 12 Februari 2014 tentang Penambahan

February 12, 2014 on Addition Investment of the

Penyertaan Modal Negara Republik Indonesia Ke Dalam

Republic Indonesia Into Capital Stock Company, has

Modal Saham Perusahaan, telah diambil keputusan

taken the decision that the Government of the Republic

bahwa Pemerintah Republik Indonesia melakukan

of Indonesia to increase the capital of the capital

penambahan penyetoran modal ke dalam modal

Company shares with a value of Rp2.926.166.059derived

saham Perseroan dengan nilai sebesar Rp2.926.166.059

from BPYBDS.

yang berasal dari BPYBDS. e. Pada 22 Maret 2014 telah dioperasikan Bandara Sepinggan (Balikpapan). f.

e. On March 22, 2014 has been operated airport A bowl (Balikpapan).

Pada 7 April 2014 telah dioperasikan Bandara Selaparang

f. On 7 April 2014 has operated Selaparang(Mataram,

(Mataram, Lombok). Selain itu, juga telah dilakukan

Lombok). Moreover, it also has done appointment of a

pengangkatan Dewan Komisaris baru berdasarkan

new Board of Commissioners by Decree of the Minister

Surat Keputusan Menteri Negara BUMN selaku RUPS

of State Owned Enterprises as AGM PT Angkasa Pura I

PT Angkasa Pura I (Persero) Nomor: SK-75/MBU/2014

(Persero) Number: SK-75/MBU/2014 Termination and

tentang Pemberhentian dan Pengangkatan Dewan

Appointment of Board Commissioner of PT Angkasa

Komisaris PT Angkasa Pura I (Persero). Adapun Dewan

Pura I (Persero). The Board The newly appointed

Komisaris yang baru diangkat tersebut adalah Bapak

commissioner is Mr. Boy Syahril Qamar, Ms Wati Anandy,

Boy Syahril Qamar, Ibu Anandy Wati, dan Bapak Dwi Ary

and Mr. Dwi Ary Purnomo.

Purnomo.

153

154


PENCAPAIAN TARGET 2013

ACHIEVEMENT OF THE 2013 TARGET

Kinerja Angkasa Pura Airports pada 2013 menunjukkan

Angkasa Pura Airports’ performance in 2013 showed a varied

variasi pencapaian. Hal tersebut dapat dilihat dari pencapaian

performance. This can be seen on the achievement of the

target yang telah ditetapkan sebagai berikut.

stipulated targets as follows:

•

•

•

Pencapaian target produksi aeronautika menunjukkan pencapaian PJP4U berada di atas target. Sedangkan,

that achievement for PJP4U was above the target.

PJP2U, pemakaian aviobridge, serta pemakaian counter

Meanwhile, achievement for PJP2U, use of aviobridge,

dan conveyor berada di bawah target yang khususnya

and use of counters and conveyors was below the

disebabkan pengurangan jumlah penerbangan akibat

target, which was particularly due to the reduction of

tidak beroperasinya maskapai Batavia Air mulai 1

number of flights because the Batavia Air ceased its

Februari 2013.

operations since February 1, 2013.

Pencapaian

target

produksi

non

aeronautika

•

showed that achievement of rents, utilization of water,

telepon dan tempat reklame, serta pemakaian ruang

telephone, and advertisement space, as well as the

tunggu di bawah target yang disebabkan tertundanya

use of lounge, was below the target, which was due

penyelesaian proyek pengembangan bandara. Namun

to the delay in airport expansion project completion.

demikian, produksi lainnya menunjukkan pencapaian

Nevertheless, other productions showed achievement above the stipulated target.

Dari sisi neraca, pencapaian total aset, total liabilitas

•

In terms of total assets, total liquidity and equity were

dan ekuitas berada di bawah target. Hal ini disebabkan

below the target. This was due to the delay in airport

tertundanya penyelesaian proyek pengembangan

expansion project completion from the stipulated

bandara dari waktu yang telah ditetapkan. •

Achievement of non-aeronautics production target

menunjukkan pencapaian sewa-sewa, pemakaian air,

di atas target yang ditetapkan. •

Achievement of aeronautics production target showed

timeframe.

Dari sisi laba rugi, pendapatan operasional berada di

•

In terms of profit and loss, operating revenues were

bawah target yang juga secara khusus disebabkan

below the target, which was also particularly due to

penyelesaian proyek pengembangan bandara yang

the delay in airport expansion project completion.

tidak tepat waktu. Namun demikian, Perseroan berhasil

Nevertheless, the Company succeeded in reducing

menekan beban operasional di bawah target sesuai

operating expenses to below the target in accordance

dengan strategi Reasonable Cost dan meningkatkan

with the Reasonable Cost strategy and increasing

pendapatan non operasional sehingga menghasilkan

non-operating revenues, in order to generate the

pencapaian laba operasional, laba sebelum taksiran

achievement of operating income, income before tax,

pajak penghasilan dan laba bersih tahun berjalan di

and net income for the current year of above the target.

atas target. Pencapaian Target Produksi Aeronautika 2013

Achievement of Aeronautics Production Target in 2013

URAIAN

Satuan

2013

RKAP 2013

Pencapaian Achievement

1

2

3

4

5=3/4

Pelayanan Jasa Pendaratan, Penempatan dan Penyimpanan

DESCRIPTION Aircraft Landing,

Ton

21.501.973

20.895.186

102,90%

Pesawat Udara (PJP4U)

Parking, and Storage Services (PJP4U)

Domestik

Ton

17.245.687

16.780.972

102,77%

Domestic

Internasional

Ton

4.256.286

4.114.214

103,45%

International






URAIAN

Satuan

2013

RKAP 2013


1

2

3

4

5=3/4

Pelayanan Jasa Penumpang


DESCRIPTION Air Passenger Services

Pax

32.104.877

32.474.405

98,86%

Domestik

Pax

27.221.733

27.738.718

98,14%

Domestic

Internasional

Pax

4.883.144

4.735.688

103,11%

International

Route

13.886.925

14.126.141

98,30%

PJP

Domestik

Route

5.041.299

4.842.615

104,10%

Domestic

International

Route

2.723.949

3.069.288

88,74%

International

Penerbangan Lintas

Route

6.121.677

6.214.238

98,51%

Use of Aviobridge

Ton

17.316.816

18.176.646

95,26%

Use of Counter

Domestik

Ton

10.206.736

11.097.299

91,97%

Domestic

Internasional

Ton

7.110.080

7.079.346

100,43%

International

Pemakaian Counter

Pax

32.055.790

32.378.994

99%




(PJP2U)

Domestik

Pax

27.253.407

27.738.716

98,25%

Domestic

Internasional

Pax

4.802.383

4.640.278

103,89%

International

Achievement of Non-Aeronautics Production Target in 2013

Pencapaian Target Produksi Non Aeronautika 2013 URAIAN

Satuan

2013

RKAP 2013


1

2

3

4

5=3/4

Sewa-sewa

DESCRIPTION

Rents

Sewa Ruang

M2 x Bulan

1.077.346

1.254.961

85,85%

Rent on Space

Sewa Tanah

M2 x Bulan

6.761.252

7.494.582

90,22%

Rent on Land

Sewa Gedung*

M2

704

-

NA

Rent on Buildings*

Jasa Penyewaan Kendaraan*

Volume

392

468

83,76%


Pemakaian Listrik ,Telepon, Air, Reklame, Parkir, dan Anjungan Listrik

KWh

54.997.371

Utilization of Telephone, Electricity, Water, Parking Lot, an Platform 37.495.445

146,68%

Electricity

155

156


URAIAN

Satuan

2013

RKAP 2013


1

2

3

4

5=3/4

Telepon Air Reklame

DESCRIPTION


23.999

28.771

83,41%

Telephone

M3

327.034

376.652

86,83%

Water

M2 x Bulan

169.400

209.701

80,78%

Advertisement

Parkir Kendaraan

Vehicle Parking

Parkir Mobil

Lembar

22.864.848

21.885.708

104,47%

Car Park

Parkir Motor

Lembar

7.884.631

7.858.341

100,33%

Motorcycle Park

Lembar

397.319

341.653

116,29%

Platform

89,78%

Use of Lounge

109,58%

Concession

Anjungan (Peron) Pemakaian Ruang Tunggu (CIP Lounge) Konsesi


1.063.698

3.251.194.578

1.184.815

2.966.883.786

Terminal Kargo Incoming

Warehousing Kg

109.315.798

83.321.157

131,20%

Incoming

Domestik

Kg

89.689.660

59.174.128

151,57%

Domestic

Internasional

Kg

19.626.138

24.147.029

81,28%

International

Outgoing

Kg

121.768.912

117.810.204

103,36%

Outgoing

Domestik

Kg

79.006.194

69.201.857

114,17%

Domestic

Internasional

Kg

42.762.719

48.608.346

87,97%

International

Kg

40.077.266

102.991.411

38,91%

Agency Services*

4.108

63

6520,63%

Trading*

3

-

NA

Planning and Implementation Services*

Jasa Regulated Agent* Perdagangan* Jasa Perencanaan dan Pelaksanaan*

Unit Proyek

Kamar dan Layanan Hotel* Kamar Makanan dan Minuman Binatu

Hotel Room and Service* Kamar

15.494

113.903

13,60%

Room

Pax

6.963

33.241

20,95%

Food and Beverages

Buah

1.307

-

NA

Laundry

*merupakan kinerja produksi Anak Perusahaan

*falls under the performance of Subsidiaries






Pencapaian Target Keuangan 2013 Achievement of Financial Target in 2013



URAIAN

2013

RKAP 2013


1

2

3

4=3/4

DESCRIPTION


3.063.906

3.377.418

90,72%

Operating Revenues

Beban Operasional

2.370.808

2.826.952

83,86%

Operating Expenses

693.098

550.466

125,91%

Operating Income

126.445

(55.822)

226,51%

819.543

494.644

165,68%

Income Before Tax

Pajak Penghasilan

174.375

-

NA

Income Tax


645.169

494.644

130,43%

12.981.809

14.055.219

92,36%

Assets

1.749.277

1.239.763

141,10%

Current Assets

11.232.532

12.815.456

87,65%

Non-Current Assets

3.512.145

4.323.045

81,24%

Liabilitas


2.211.948

1.200.351

184,28%



1.300.197

3.122.694

41,64%


9.469.664

9.732.174

97,30%

Equity

Laba Operasional Pendapatan

dan

(Beban)

Non

Operasional Laba

Sebelum

Taksiran

Pajak

Penghasilan

Aset Aset Lancar Aset Tidak Lancar Liabilitas

Ekuitas PROYEKSI TAHUN SELANJUTNYA Untuk

mendukung

pencapaian

Non-Operating Revenues and Expenses

Net Income for the Current Year

PROJECTION FOR THE SUBSEQUENT YEAR Rencana

Jangka

To support the achievement of the Company Long-Term

Panjang Perseroan, maka ditetapkan target usaha tahun

Plan, the business target in the subsequent year was

selanjutnyadalam Rencana Kerja dan Anggaran Perusahaan

stipulated in the Company Work Plan and Budget for 2014

(RKAP) 2014 berdasarkan risalah RUPS tanggal 24 Desember

based on directive from Shareholders through letter Number:

2013 tentang persetujuan RKAP dan RKA PKBL tahun 2014.

S-17/Wk.MBU/2013 dated October 30, 2013 concerning Shareholder Aspiration for the Preparation of Company Work Plan and Budget for 2014, which is elaborated as follows:

Target Produksi Aeronautika 2014

Aeronautics Production Target in 2014

URAIAN

Satuan | Unit

RKAP 2014

2013

1

2

3

4

Pelayanan Jasa Pendaratan,

Ton

22.840.932

21.501.973

Penempatan dan Penyimpanan

Aircraft Landing, Parking, and Storage Services

Pesawat Udara (PJP4U) Domestik

DESCRIPTION

(PJP4U) Ton

18.601.218

17.245.687

Domestic

157

158


URAIAN

Satuan | Unit

RKAP 2014

2013

1

2

3

4

Internasional Pelayanan Jasa Penumpang

DESCRIPTION

Ton

4.239.714

4.256.286

International

Pax

35.790.883

32.104.877

Aircraft Passenger Services


(PJP2U)

Domestik

Pax

30.839.170

27.221.733

Domestic

Internasional

Pax

4.951.714

4.883.144

International

Ton

24.491.323

17.316.816

Use of Aviobridge

Domestik

Ton

17.914.176

10.206.736

Domestic

Internasional

Ton

6.577.147

7.110.080

International

Pax

35.698.454

32.055.790

Use of Counter

Domestik

Pax

30.839.135

27.253.407

Domestic

Internasional

Pax

4.859.319

4.802.383

International

Kg

5.256.518

-

Baggage Handling System

Domestik

Kg

3.466.272

-

Domestic

Internasional

Kg

1.790.246

-

International


Pemakaian Counter

Baggage Handling System

Target Produksi Non Aeronautika 2014

Non-Aeronautics Production Target in 2014

URAIAN

Satuan | Unit

RKAP 2014

2013

1

2

3

4

DESCRIPTION

Sewa-sewa

Rents

Sewa Ruang

M2 x Bulan

1.356.556

1.077.346

Rent on Space

Sewa Tanah

M2 x Bulan

7.231.349

6.761.252

Rent on Land

5.175

704

Rent on Buildings*

535

392


Sewa Gedung* Jasa Penyewaan Kendaraan*

M2 Volume

Pemakaian Listrik ,Telepon, Air, Reklame, Parkir, dan Anjungan Listrik Telepon

Air Reklame

KWh

Utilization of Telephone, Electricity, Water, Parking Lot, and Platform

39.590.882

54.997.371

Electricity


47.198

23.999

Telephone

M3

346.492

327.034

Water

M2 x Bulan

185.702

169.400

Advertisement

Parkir Kendaraan Parkir Mobil

Vehicle Parking Lot Lembar

20.517.587

22.864.848

Car Park



URAIAN

Satuan | Unit

RKAP 2014

2013

1

2

3

4



Parkir Motor Anjungan (Peron) Pemakaian Ruang Tunggu (CIP Lounge) Konsesi



DESCRIPTION

Lembar

6.645.701

7.884.631

Motorcycle Park

Lembar

346.374

397.319

Platform

1.784.251

1.063.698

Use of Lounge

3.170.133.323

3.251.194.578

Concession


Terminal Kargo

Cargo Terminal

Incoming

Kg

110.740.379

109.315.798

Incoming

Domestik

Kg

87.227.273

89.689.660

Domestic

Internasional

Kg

23.513.105

19.626.138

International

Kg

131.470.804

121.768.912

Outgoing

Domestik

Kg

86.209.890

79.006.194

Domestic

Internasional

Kg

45.260.915

42.762.719

International

Kg

118.975.898

40.077.266

Agency Services*

Outgoing

Jasa Agen* Perdagangan* Jasa Perencanaan dan

Unit

49

Proyek

12

4.108 Trading* 3 Planning and Implementation Services*

Pelaksanaan* Kamar dan Layanan Hotel* Kamar Makanan dan Minuman Binatu

Hotel Room and Services* Kamar

90.462

15.494

Pax

9.804

6.963

Food and Beverages

512

1.307

Laundry

Buah

*merupakan kinerja produksi Anak Perusahaan

Room

*falls under the performance of Subsidiaries

Beberapa asumsi yang menyertai target produksi 2014

Several assumptions accompanying the production target in

adalah

2014 are:

•

Adanya penambahan frekuensi penerbangan;

•

Addition of flight frequencies;

•

Adanya pertumbuhan penumpang; dan

•

Passenger growth; and

•

Adanya pertumbuhan kargo.

•

Cargo growth.

Target Keuangan 2014 Financial Target in 2014


URAIAN

RKAP 2014

2013

1

3

4

DESCRIPTION


5.144.970

3.063.906

Operating Revenues

Beban Operasional

4.249.963

2.370.808

Operating Expenses

693.098

Operating Income

Laba Operasional

895.006

159

160


URAIAN

RKAP 2014

2013

1

3

4

Pendapatan dan (Beban) Non

DESCRIPTION

(134.082)

126.445

Non-Operating Revenues and (Expenses)

760.924

819.543

Income Before Tax

12.981.809

Assets

Operasional Laba Sebelum Taksiran Pajak Penghasilan Aset

17.338.362

Aset Lancar

1.906.877

1.749.277

Current Assets

Aset Tidak Lancar

15.431.485

11.232.532

Non-Current Assets

7.077.574

3.512.145

Liabilitas


1.464.989

2.211.948



5.612.585

1.300.197


10.260.788

9.469.664

Equity

Liabilitas

Ekuitas

Beberapa asumsi yang menyertai target keuangan 2014

Several assumptions accompanying the financial in 2014 are:

adalah

•

Economic growth of 6%;

•

Pertumbuhan ekonomi sebesar 6%;

•

Inflation rate of 5.5%;

•

Tingkat inflasi sebesar 5,5%;

•

Rupiah to USD exchange rate of Rp10,500/USD;

•

Nilai tukar Rupiah terhadap USD sebesar Rp10.500/USD;

•

3-month Treasury Notes’ interest rate of 5.5%.

•

Tingkat suku bunga Surat Perbendaharaan Negara (SPN) 3 bulanan sebesar 5,5%.

KEBIJAKAN DIVIDEN

DIVIDEND POLICY

Perseroan senantiasa melakukan pembayaran dividen setiap

The Company always pays dividend each year based on

tahun berdasarkan keputusan Rapat Umum Pemegang

decision of the General Shareholders Meeting (GSM).

Saham (RUPS). Pembayaran dividen dilakukan paling lambat

Dividend payment is made no later than 1 month after the

1 bulan setelah RUPS dalam Rapat Pertanggungjawaban

GSM in the Management’s Accountability Meeting for the

Manajemen tahun berjalan.

current year.

Pada 2014, Angkasa Pura Airports melakukan pembayaran

In 2014, Angkasa Pura Airports paid dividend for the period of

dividen

sebesar

fiscal year 2013 in the amount of Rp193,436,821,000 pursuant

Rp193.436.821.000 berdasarkan risalah RUPS Nomor:

to minutes of GSM Number: AP.I.1348/KU.01.04/2014 dated

AP.I.1348/KU.01.04/2014 tanggal 24 Maret 2014. Sedangkan,

March 24, 2014. Meanwhile, in 2013, dividend payment was

pada 2013 dilakukan pembayaran dividen untuk periode

made for the period of fiscal year 2012 in the amount of

tahun buku 2012 sebesar Rp231.785.069.621 berdasarkan

Rp231,785,069,621 pursuant to minutes Number: AP.I.1348/

risalah Nomor:AP.I.1348/KU.01.04/2013.

KU.01.04/2013.

untuk

periode

tahun

buku

2013







PROGRAM KEPEMILIKAN SAHAM OLEH KARYAWAN

EMPLOYEE AND/OR MANAGEMENT SHARE OWNERSHIP

DAN/ATAU MANAJEMEN (ESOP/MSOP)

PROGRAM (ESOP/MSOP)

Angkasa Pura Airports tidak memiliki program kepemilikan

Angkasa Pura Airports has no employee and/or management

saham oleh karyawan dan/atau manajemen (ESOP/MSOP).

share ownership program (ESOP/MSOP).

REALISASI PENGGUNAAN DANA HASIL PENAWARAN

REALIZATION OF UTILIZATION OF PROCEEDS FROM

UMUM

PUBLIC OFFERING

Angkasa Pura Airports merupakan badan usaha non listed

Angkasa Pura Airports is a non-listed business entity which

yang belum melakukan penawaran umum sehingga tidak

has not conducted a public offering, therefore there is no

memiliki realisasi penggunaan dana hasil penawaran umum.

realization of utilization of proceeds from public offering.

INFORMASI TRANSAKSI MATERIAL YANG MENGAND-

INFORMATION ON MATERIAL TRANSACTIONS

UNG BENTURAN KEPENTINGAN DAN/ATAU TRANSAKSI

CONTAINING CONFLICT OF INTERESTS AND/OR

DENGAN PIHAK BERELASI

TRANSACTIONS WITH AFFILIATED PARTIES

Sifat Hubungan Berelasi

Nature of Related Parties

•

•

Pemerintah Republik Indonesia adalah pemegang saham utama Perseroan.

•

•

The Government of the Republic of Indonesia is the key shareholder of the Company.

Seluruh entitas yang dimiliki dan dikendalikan oleh

•

All entities owned and controlled by the Government

Pemerintah Republik Indonesia, serta entitas dimana

of the Republic of Indonesia, as well as entities in which

Pemerintah Republik Indonesia memiliki pengaruh

the Government of the Republic of Indonesia has

signifikan.

significant control.

Komisaris dan Direksi merupakan manajemen kunci.

•

The Board of Commissioners and Board of Directors as key management.

Transaksi dengan Pihak Berelasi

Transactions with Related Parties

Dalam kegiatan usahanya, Perseroan dan Entitas Anak

In the course of its business activities, the Company and

melakukan transaksi tertentu dengan pihak berelasi.

Subsidiaries makes certain transactions with related

Adapun rincian akun signifikan dengan pihak-pihak berelasi

parties. Meanwhile, the details of significant accounts with

(Pemerintah, entitas Pemerintah atau dinyatakan lain)

related parties (the Government, Government’s entities or

sebagai berikut.

otherwise) are as follows:

Transaksi Pihak Berelasi Transactions with Related Parties


URAIAN

2013

2012

1

2

3

DESCRIPTION

ASET

ASSETS

Kas dan Setara Kas

344.564

1.692.468

Cash and Cash Equivalent

Investasi Dalam Efek Jangka Pendek

115.745

111.066

Investments in Short-Term

359

491

Other Receivables

Piutang Jangka Panjang

70.678

70.678

Long-Term Receivables

Investasi Jangka Panjang

286.258

451.663

Long-Term Investments

Securities Piutang Lain-lain

161

162


URAIAN

2013

2012

1

2

3

DESCRIPTION

LIABILITAS

LIABILITIES

Utang Lancar Lain-lain

196.866

462.622

Other Current Liabilities

EKUITAS

EQUITY

Bantuan Pemerintah yang Belum

2.960.796

3.540.729

Government’s Assistance with

Ditentukan Statusnya

Undetermined Status

PERUBAHAN PERATURAN PERUNDANG-UNDANGAN

CHANGE IN LAWS AND REGULATIONS OF SIGNIFICANT

YANG BERPENGARUH SIGNIFIKAN

IMPACT

Berdasarkan Peraturan Pemerintah Nomor 77 Tahun 2012



concerning LPPNPI Public Company (the Indonesian Air

Pelayanan Navigasi Penerbangan Indonesia (LPPNPI),

Navigation Service Provider Institution)), air traffic services

jasa pelayanan penerbangan (ATS) tidak dikelola oleh

(ATS) are not managed by Angkasa Pura Airports anymore

Perseroan sejak tanggal 16 Januari 2013 pukul 22.00 WIB. Hal

since January 16, 2013 at 22.00 Western Indonesian Time.

tersebut menyebabkan terjadinya penurunan pendapatan

This has caused a significant decrease in operating revenues

operasional dan aset yang signifikan dikarenakan pengalihan

and assets due to the takeover of air traffic services and

pelayanan jasa penerbangan dan peralatan kenavigasian.

navigation equipment. In addition, the Branch Office of the

Selain itu, Kantor Cabang Pusat Pengendali Lalu Lintas

Makassar Air Traffic Service Center (MATSC) has also been

Penerbangan Makassar (MATSC) juga diambil alih oleh

taken over by the LPPNPI Public Company.

Perum LPPNPI. PERUBAHAN KEBIJAKAN AKUNTANSI

CHANGE IN ACCOUNTING POLICY

Perseroan menerapkan Pernyataan Standar Akuntansi

The Company applied the new, revised Statements of

Keuangan (PSAK) dan Interpretasi Standar Akuntansi

Financial Accounting Standard (PSAK) and Interpretation

Keuangan (ISAK) baru dan revisi yang efektif sejak tanggal 1

of Financial Accounting Standards (ISAK) which is effective

Januari 2012 sebagai berikut.

since January 1, 2012 as follows:

PSAK No. 60, “Instrumen Keuangan: Pengungkapan”

PSAK No. 60, “Financial Instrument: Disclosure”

Standar yang baru menggabungkan dan memperluas

The new standard which combines and extends a number

sejumlah persyaratan pengungkapan yang telah ada

of previously existing disclosure requirements and adding

sebelumnya dan menambahkan beberapa pengungkapan

several new disclosures.

baru. Penerapan standar dan interpretasi yang baru dan direvisi

The application of the new, revised standards and

berikut ini, tidak menyebabkan perubahan signifikan

interpretation as follows does not cause any significant

terhadap

tidak

change in the Company’s accounting policies and has no

berdampak material terhadap jumlah yang dilaporkan

kebijakan

akuntansi

Perseroan

dan

material effect on the amounts reported in the Financial

dalam Laporan Keuangan.

Statements.


•




PSAK No. 10 (Revisi 2010), “Pengaruh Perubahan Kurs

•

Valuta Asing” •



PSAK No. 10 (2010 Revision), “Effect of Change in Foreign Currency Exchange Rate”

PSAK No. 13 (Revisi 2011), “Properti Investasi PSAK No.

•

PSAK No. 13 (2011 Revision), “Investment Property”

16 (Revisi 2011), “Aset Tetap”

•

PSAK No. 16 (2011 Revision), “Fixed Assets”

•

PSAK No. 24 (Revisi 2010), “Imbalan Kerja”

•

PSAK No. 24 (2010 Revision), “Work Compensation”

•

PSAK No. 26 (Revisi 2011), “Biaya Pinjaman”

•

PSAK No. 26 (2011 Revision), “Loan Expenses”

•

PSAK No. 30 (Revisi 2011), “Sewa”

•

PSAK No. 30 (2011 Revision), “Rents”

•

PSAK No. 34 (Revisi 2010), “Kontrak Konstruksi”

•

PSAK No. 34 (2010 Revision), “Construction Contract”

•

PSAK No. 50 (Revisi 2010), “Instrumen Keuangan:

•

PSAK No. 50 (2010 Revision), “Financial Instruments:

Penyajian”

Presentation”

•

PSAK No. 53 (Revisi 2010), “Pembayaran Berbasis Saham”

•

PSAK No. 53 (2010 Revision), “Shares-Based Payment”

•

PSAK No. 55 (Revisi 2011), “Instrumen Keuangan:

•

PSAK No. 55 (2011 Revision), “Financial Instrument:

Pengakuan dan Pengukuran”

Recognition and Measurement”

•

PSAK No. 56 (Revisi 2010), “Laba per Saham”

•

PSAK No. 56 (2010 Revision), “Earnings per Share”

•

ISAK No. 15, “PSAK No. 24 Batasan Aset Imbalan Pasti,

•

ISAK No. 15, “PSAK No. 24 Definition of Fixed-Return

Persyaratan Pendanaan Minimum dan Interaksinya” •

ISAK No. 20, “Pajak Penghasilan Perubahan dalam Status Pajak Entitas atau Para Pemegang Saham”

•

Assets, Requirements for Minimum Funding and its Interaction” •

ISAK No. 24, “Evaluasi Substansi Beberapa Transaksi yang Melibatkan Suatu Bentuk Legal Sewa”

ISAK No. 20, “Revised Income Tax in the Tax Status of Entity or Shareholders”

•

•

ISAK No. 25, “Hak Atas Tanah”

•

PSAK No. 11, “Penjabaran Laporan Keuangan Dalam

•

Mata Uang Asing”

•

ISAK No. 24, “Evaluation of the Substance of Several Transactions Involving a Legal Form of Rent” ISAK No. 25, “Rights on Land” PSAK No. 11, “Elaboration of Financial Statements in

•

PSAK No. 27, “Akuntansi Koperasi”

•

PSAK No. 29, “Akuntansi Minyak dan Gas Bumi”

•

PSAK No. 27, “Accounting for Cooperatives”

•

PSAK No. 44, “Akuntansi Aktivitas Pengembangan

•

PSAK No. 29, “Accounting for Oil and Gas”

RealEstate”

•

PSAK No. 44, “Accounting for Activities in Real Estate

Foreign Currency”

•

PSAK No. 47, “Akuntansi untuk Tanah”

•

PSAK No. 52, “Mata Uang Pelaporan”

•

PSAK No. 47, “Accounting for Land”

•

ISAK No. 4, “Alternatif Perlakuan yang Diizinkan Atas

•

PSAK No. 52, “Reporting Currency”

Selisih Kurs”

•

•

Development”

ISAK No. 5, “Pelaporan Perubahan Nilai Wajar Investasi Efek dalam Kelompok Tersedia Untuk Dijual”

ISAK No. 4, “Permitted Alternative Treatment on Exchange Rate Difference”

•

ISAK No. 5, “Reporting of the Fair Value of Investments in Securities in the Available-for-Sale Category”

Beberapa hal yang terpengaruh atas perubahan kebijakan

Several matters impacted by the change in the Company’s

akuntansi Perseroan sehubungan dengan penerapan

accounting policy in connection with the application of the

standar akuntansi baru sebagai berikut.

new accounting standards are as follows:

a.

Penyajian Laporan Keuangan

a.

Presentation of Financial Statements

Perseroan menerapkan revisi PSAK No. 1 (Revisi 2009),

The Company applies the revision of PSAK No. 1 (2009

“Penyajian Laporan Keuangan” yang berlaku efektif

Revision), “Presentation of Financial Statements” which

pada tanggal 1 Januari 2011. Perubahan signifikan

is effective from January 1, 2011. Significant impact of

atas standar akuntansi ini terhadap Perseroan sebagai

this accounting standard on the Company is as follows:

berikut.

163

164


•

Laporan

Keuangan

terdiri

dari

Laporan

Posisi

•

Financial Statements consist of Statements of Financial

Keuangan, Laporan Laba Rugi Komprehensif, Laporan

Position, Statements of Comprehensive Income,

Perubahan Ekuitas , Laporan Arus Kas dan Catatan

Statements of Change in Equity, Statements of Cash

atas Laporan Keuangan, serta tambahan Laporan

Flows and Notes to Financial Statements, as well as

Posisi Keuangan yang menunjukan saldo awal (karena

additional Statements of Financial Position indicating

adanya reklasifikasi). Sebelum 1 Januari 2011, Laporan

the beginning balances (due to reclassification). Before

Keuangan terdiri atas Laporan Posisi Keuangan, Laporan

January 1, 2011, Statements of Financial Position,

Laba Rugi Komprehensif, Laporan Perubahan Ekuitas,

Statements of Comprehensive Income, Statements of

Laporan Arus Kas dan Catatan atas Laporan Keuangan .

Change in Equity, Statements of Cash Flows and Notes to Financial Statements.

•

Tambahan pengungkapan diwajibkan, antara lain

•

manajemen risiko.

Some additional disclosures are mandatory, among other things: risk management.

Sesuai dengan yang disyaratkan dalam revisi standarakuntansi,

In accordance with the requirement of the revised

informasi pembanding telah disajikan kembali.Oleh karena

accounting standards, comparison information has been

dampak perubahan kebijakan akuntansi hanyaberdampak

restated. Since the change in accounting policy has only

terhadap aspek penyajian, maka perubahantersebut tidak

an impact on the presentation aspect, the change has no

berpengaruh terhadap laba per saham.

impact on earnings per share.

b.

b.

Penentuan dan Penyajian Segmen Operasi

Specification and Presentation of Operational Segments

Mulai tanggal 1 Januari 2011, Perseroan menentukan

Starting from January 1, 2011, the Company specifies

danmenyajikan

berdasarkan

and presents operational segments based on the

informasi yangsecara internal disajikan untuk Direksi,

segmen

operasi

information internally presented to the Board of

yang merupakanpengambil keputusan operasional

Directors, which acts as the Company’s operational

Perseroan. Perubahankebijakan akuntansi ini sejalan

decision maker. The change in accounting policy is in

dengan penerapan PSAK No.5 (Revisi 2009), “Segmen

line with the application of PSAK No.5 (2009 Revision),

Operasi”. Sebelum 1 Januari 2011, segmen operasi

“Operational Segments”. Before January 1, 2011,

ditentukan dan disajikan sesuai denganPSAK No. 5

operational segments are specified and presented

(Revisi 2000), “Segmen Operasi”.

pursuant to PSAK No. 5 (2000 Revision), “Operational Segments”.

Berdasarkankebijakan akuntansi yang baru, segmen operasi

Under the new accounting policy, operational segments are

disajikansebagai berikut.

presented as follows:

Segmen operasi adalah komponen dari entitas yang

Operational segment is a component of an entity involved

terlibatdalam aktivitas bisnis yang menghasilkan pendapatan

in business activities which generate revenue and incur

danmenimbulkan beban, termasuk pendapatan dan beban

expenses, including revenues and expenses related to

yangterkait dengan transaksi dengan komponen lain

transactions with other components within the entity in

entitas, yang hasil operasinya dikaji ulang secara berkala

which operational results are periodically reviewed by

olehpengambil keputusan operasional untuk membuat

operational decision makers in order to make decisions on

keputusanmengenai sumber daya yang akan dialokasikan

the resources to be allocated to such segment and assess

padasegmen tersebut dan menilai kinerjanya, serta

its performance, for which separable financial information is

tersediainformasi keuangan yang dapat dipisahkan.

available.







Adapun standar akuntansi yang akan dicabut efektif pada

Meanwhile, the accounting standards which have been

tanggal 1Januari 2012 adalah

revoked on January 1, 2012 are:

•

PSAK No. 27 “ Akuntansi Koperasi”;

•

PSAK No. 27 “Accounting for Cooperatives”;

•

PSAK No. 39 “Akuntansi Kerja Sama Operasi”;

•

PSAK No. 39 “Accounting for Joint Operation”;

•

PSAK No. 51, “Akuntansi Kuasi-Reorganisasi”.

•

PSAK No. 51, “Accounting for Quasi-Reorganization”.

Perseroan sedang dalam proses menganalisis dampak

The Company is in the process of analyzing the impact

yangakan ditimbulkan dari penerapan standar-standar ini.

which will be caused by the application of these standards.

Sedangkan, interpretasi yang telah diterbitkan tapi belum

Meanwhile, interpretations which have been issued but

berlaku efektif untukperiode yang dimulai pada atau setelah

have not effective for the period starting on or after January

1 Januari 2014 adalah:

1, 2014 are:

•

ISAK 27,“Pengalihan Aset Dari Pelanggan”;

•

ISAK 27, “Assignment of Assets from Customers”;

•

ISAK 28,“Pengakhiran Liabilitas Keuangan Dengan

•

ISAK 28, “Termination of Financial Liabilities by Using

InstrumenEkuitas”.

Equity Instruments”.

Evaluasi awal oleh manajemen menunjukkan bahwa

The initial evaluation by the management indicated that

standar initidak berdampak terhadap Laporan Keuangan

these standard have no impact on Consolidated Financial

Konsolidasian.

Statements.

165

166


Tata Kelola Perusahaan

Good Corporate governance







Perseroan terus berupaya optimal untuk melakukan internalisasi prinsip-prinsip GCG ke dalam sistem dan prosedur serta pembentukan perilaku yang sesuai, guna mendorong terciptanya budaya yang menjunjung tinggi profesionalisme dan integritas. The company continues to make its best efforts to internalize the GCG principles into its system and procedure as well as to establish the appropriate conduct, in order to encourage the creation of culture which upholds professionalism and integrity.

167

168


Angkasa Pura Airport sangat menyadari bahwa GCG sangat

The company continues to make its best efforts to internalize

diperlukan untuk mewujudkan corporate sustainability. Oleh

the GCG principles into its system and procedure as well as

karenanya, Perseroan bertekad mentransformasikan GCG

to establish the appropriate conduct, in order to encourage

menjadi sebuah corporate culture. Perseroan terus berupaya

the creation of culture which upholds professionalism and

optimal untuk melakukan internalisasi prinsip-prinsip GCG

integrity.

ke dalam sistem dan prosedur serta pembentukan perilaku yang sesuai, guna mendorong terciptanya budaya yang menjunjung tinggi profesionalisme dan integritas.

Komitmen GCG

GCG COMMITMENT

Komitmen Perseroan dalam menyelenggarakan Tata Kelola

The Company’s Commitment in implementing Good

Perusahaan yang Baik (good corporate governance/GCG)

Corporate Governance (GCG) is a strong and sustainable basis

merupakan suatu landasan yang kuat dan berkelanjutan

for a Company. This is an important element in conducting a

bagi sebuah Perseroan. Hal tersebut merupakan elemen

business, in order to be beneficial for all stakeholders.

penting dalam menjalankan bisnis sehingga bermanfaat bagi kepentingan seluruh pemangku kepentingan. Perseroan telah menerapkan prinsip dan praktik GCG

The Company has implemented GCG principles and practices

dalam manajemen dan pengelolaan bisnis usahanya,

in the management and administration of its business, in

sehingga dapat melindungi Para Pemangku Kepentingan

order to protect the Stakeholders effectively. GCG principles

dengan efektif. Prinsip-prinsip GCG meliputi Transparansi,

consist of Transparency, Accountability, Responsibility,

Akuntabilitas, Tanggung Jawab, Independesi dan Kewajaran.

Independence and Fairness. The implementation of these

Penerapan kelima prinsip GCG tersebut dapat dilihat dalam

five GCG principles can be seen in various fields of activities,

berbagai bidang kegiatan, antara lain:

among other things:

Transparansi

Transparency

Perseroan menjunjung tinggi azas keterbukaan sebagai

The Company upholds the principle of openness as a form

bentuk transparansi dalam memberikan informasi yang

of transparency in providing relevant information to the

relevan kepada para pemangku kepentingan.

Informasi

stakeholders. The information submitted does not only

yang disampaikan tidak hanya merupakan informasi

consist of required information, but also other information

yang diharuskan, akan tetapi juga berupa informasi lain

which is useful for the stakeholders in their decision

yang bermanfaat bagi para pemangku kepentingan

making. On a regular basis, the Company’s openness is also

dalam pengambilan keputusan mereka. Secara berkala,

manifested through the issuance of Quarterly and Annual

keterbukaan Perseroan juga dilakukan dengan penerbitan

Management Report, Annual Report, Information Openness

Laporan Manajemen Triwulanan dan Tahunan, Laporan

Report, and Public Expose.

Tahunan, Laporan Keterbukaan Informasi maupun Paparan Publik. Terkait dengan penerapan prinsip transparansi, salah satu

Related to the implementation of transparency principle,

upaya yang dilakukan oleh Perseroan adalah dengan

one of the efforts made by the Company is by always

selalu memperbaharui situs Perseroan. Hal ini dikarenakan

updating its website. This is because the Company’s website

bahwa situs Perseroan merupakan gerbang informasi bagi

is the gateway to information for public, Shareholders, and

masyarakat, Pemegang Saham maupun para pemangku

stakeholders. All stakeholders will have access to the same

kepentingan.

information through the Company’s website.

Seluruh pemangku kepentingan akan

mendapatkan akses informasi yang sama melalui situs Perseroan.





Akuntabilitas Perseroan

harus



Accountability dapat

mempertanggungjawabkan

The Company must be able to account for its performance

kinerjanya secara transparan dan wajar. Untuk itu Perseroan

in a transparent and reasonable way. For that purpose, the

harus dikelola secara benar, terukur, dan sesuai dengan

Company must be managed properly, measurable, and

kepentingan Perseroan dengan tetap memperhitungkan

in accordance with the Company’s interest by taking into

kepentingan Pemegang Saham dan pemangku kepentingan

account the interest of Shareholders and other stakeholders.

lainnya. Perseroan menekankan pada hak, kewajiban, wewenang

The Company puts emphasis on the rights, obligations,

dan tanggung jawab Dewan Komisaris, Direksi, serta Para

authorities, and responsibilities of the Board of Commissioners,

Pemangku Kepentingan. Pertemuan untuk mengambil

Board of Directors, and Stakeholders. Meetings for making

keputusan strategis

strategic decisions are conducted regularly, between fellow

dilakukan secara teratur baik antara sesama anggota Dewan

members of the Board of Commissioners, Board of Directors,

Komisaris, Direksi, maupun Manajemen.

as well as Management.

Tanggung Jawab

Responsibility

Sebagai Perseroan yang senantiasa mengedepankan

As a Company which always promotes the GCG principles,

prinsip-prinsip GCG, kepatuhan terhadap hukum, peraturan

compliance to law, government regulation, and taxation

pemerintah daerah serta peraturan perpajakan, wajib

rules must be fulfilled for the Shareholders’ long-term

dipenuhi untuk kepentingan jangka panjang para Pemegang

interest. In addition, as part of responsibility to community

Saham. Disamping itu sebagai bagian dari tanggung jawab

and natural environment, the Company is regularly involved

terhadap masyarakat dan lingkungan alam, secara berkala

in various Company Social Responsibility activities.

Perseroan ikut terlibat dalam berbagai kegiatan tanggung jawab sosial Perseroan. Independensi

Independence

Manajemen Perseroan terdiri dari para profesional yang

The Company’s Management consists of professionals

bertanggung jawab untuk memastikan bahwa kegiatan

responsible for ensuring that business activities have been

usaha telah dilakukan dengan mengantisipasi kebutuhan

conducted by anticipating market demand and expectation,

dan harapan pasar, serta memperhatikan prinsip-prinsip

as well as taking into account the principles of Corporate

Tata Kelola Perseroan. Pengambilan keputusan dibuat

Governance. Decision making is conducted independently

secara independen dan obyektif untuk kepentingan terbaik

and objectively for the best interest of the Company and

Perseroan beserta Para Pemangku Kepentingan.

Stakeholders.

Kewajaran

Fairness

Dalam menjalankan tugasnya, seluruh karyawan dan

In performing their duties, all employees and management

manajemen dituntut untuk memiliki profesionalisme dan

is required to have high professionalism and integrity. Each

integritas yang tinggi. Setiap tindakan harus sesuai dengan

action must be in accordance with the system and procedure

sistem dan prosedur yang berlaku di Perseroan berdasarkan

applicable at the Company based on the principles of

asas kewajaran dan kesetaraan.

fairness and equality.

169

170


Penerapan bertujuan untuk:

di

Perseroan

GCG implementation at the Company is aimed at: 1.

1.

the Company’s Organs, namely between the General

Organ Perseroan, yaitu antara Rapat Umum Pemegang

Shareholders Meeting (GSM), Board of Commissioners,

Saham (RUPS), Dewan Komisaris dan Direksi;

and Board of Directors;

2. Meningkatkan pertanggungjawaban pengelolaan

2.

memperhatikan

kepentingan

para

account stakeholders’ interest;

pemangku 3.

kepentingan;

Creating clarity in the working relationship between the Company and stakeholders;

3. Menciptakan kejelasan hubungan kerja antara Perseroan dengan para pemangku kepentingan;

Improving the accountability of the Company’s management to Shareholders by still taking into

Perseroan kepada Pemegang Saham dengan tetap

4.

Directing and controlling the working relationship of

Mengarahkan dan mengendalikan hubungan kerja

4.

Encouraging and supporting business development,

Mendorong dan mendukung pengembangan usaha,

the Company’s human resource management, and

pengelolaan sumber daya Perseroan dan pengelolaan

more effective risk management in order to increase the Company’s value;

risiko secara lebih efektif sehingga meningkatkan nilai 5.

Perseroan;

Directing the achievement of the Company’s vision and mission;

5.

Mengarahkan pencapaian visi dan misi Perseroan;

6.

Meningkatkan profesionalisme sumber daya manusia;

6.

7.

Menjadi dasar implementasi dan pengembangan

7. Serving as the basis for implementation and

Improving human resource professionalism; development of Company Culture.

Budaya Perseroan

GCG ROADMAP GCG ROADMAP The Company has a long-term plan to achieve GCG as its GCG Compliance merupakan fase pertama yang menjadi

culture. In order to achieve this objective, the Company has

komitmen perusahaan.

Dalam fase ini perseroan

prepared a GCG Roadmap. GCG Roadmap is phases in GCG

berkomitmen untuk mematuhi peraturan perundang-

implementation up to the achievement of GCG as culture.

undangan yang ada dalam memenuhi prinsip-prinsip GCG.

The Company continues to make its best efforts to internalize

Kepatuhan

perundang-undangan

the GCG principles into its system and procedure as well as

merupakan suatu hal yang sangat penting bagi Perseroan.

to establish the appropriate conduct, in order to encourage

Hal ini terlihat dari seluruh kebijakan Perseroan yang

the creation of culture which upholds professionalism and

mengacu pada ketentuan dan peraturan yang berlaku.

integrity.

e lianc

Comp

terhadap

ce

rman

o Conf

peraturan

Performance

re Cultu

GCG ROADMAP ANGKASA PURA AIRPORTS GCG ROADMAP OF ANGKASA PURA AIRPORTS







The next phase of the roadmap is a conformance GCG. In Fase berikutnya dalam GCG roadmap adalah conformance.

this phase, the Company determined to pursue that behave

Pada fase ini, Perseroan bertekad untuk mengupayakan

in accordance with the Company's various aspects of the

bahwa Perseroan berperilaku sesuai dengan berbagai

principles of good corporate governance. The Company

aspek yang menjadi prinsip GCG. Perseroan akan senantiasa

will continue to perform continuous improvement through

melakukan perbaikan yang kontinyu melalui pembenahan

reform GCG GCG structure and assessment and follow-up.

struktur GCG dan GCG assessment dan tindak lanjutnya.

By doing continuous assessment, expected continuous

Dengan melakukan assessment secara kontinyu, diharapkan

improvement will occur, so that the behavior The Company

akan terjadi perbaikan yang kontinyu, sehingga perilaku

has conformity with the principles of good corporate

Perseroan memiliki kesesuaian dengan prinsip-prinsip GCG.

governance. The next phase is the performace that shows that the

Selanjutnya adalah fase performace yang menunjukkan

Company has benefited the apparent from the application

bahwa Perseroan telah mendapatkan manfaat yang

of the principles of good corporate governance. The real

nyata dari penerapan prinsip-prinsip GCG. Manfaat nyata

benefit from the application of the principles of good

dari penerapan prinsip-prinsip GCG tentu saja tidak bisa

corporate governance course can not seen in the short term.

dilihat dalam jangka pendek. Perseroan berkomitmen

The Company is committed not only concerned with short-

untuk tidak hanya mementingkan kinerja jangka pendek

term performance at the expense of long-term performance.

dengan mengorbankan kinerja jangka panjang. Kedua

second. The performance measurement system should be

sistem pengukuran kinerja tersebut harus dilakukan secara

carried out consistent.

konsisten. In a corporate culture phase, expected to principles GCG has Dalam fase corporate culture, diharapkan prinsip-prinsip

been the company's culture. This is because The company

GCG telah menjadi budaya perusahaan. Hal ini dikarenakan

has felt the impact of the performance phase. With abide

Perseroan telah merasakan dampak dari fase performance.

by the rules and regulations, behave in accordance with

Dengan

perundang-undangan,

the principles of good corporate governance and benefit

berperilaku sesuai dengan prinsip-prinsip GCG dan

from the application of the principles of good corporate

merasakan manfaat dari penerapan prinsip-prinsip GCG,

governance, GCG will be expected in future corporate culture

diharapkan GCG akan menjadi budaya perusahaan di masa

that will come.

patuh

yang akan datang.

pada

aturan

171

172


TAHAPAN IMPLEMENTASI Dalam mewujudkan GCG Roadmap, tahapan Implement

Strategi Implementasi

Pengukuran Implementasi GCG

Awarenes GCG Implementasi GCGAngkasa pura Airport

Monitoring Implementasi GCG

Implementasi GCG

Strategi Implementasi

Implementation Strategy

Perseroan menyusun strategi implementasi GCG yang

The Company prepares a consistent GCG implementation

konsisten dan sesuai dengan tujuan serta sasaran

strategy, in accordance with its management objective

pengelolaan Perseroan dalam business plan maupun

and goals in its business plan as well as strategic plan.

strategic plan. Strategi implementasi GCG Perseroan selama

The Company’s GCG implementation strategy for 2013

2013 dilaksanakan dengan inisiatif perlindungan terhadap

is implemented with the initiative on protection of the

hak Pemegang Saham, optimalisasi peran dan fungsi

Shareholders’ rights, optimalization of role and function

Dewan Komisaris, Direksi dan Komite, peningkatan fungsi

of the Board of Commissioners, Board of Directors, and

manajemen risiko dan pengendalian internal, efektivitas

Committee, improvement of risk management and internal

penanganan pengaduan pelanggan dan peningkatan

control function, effectiveness of customer complaint

fungsi kepatuhan.

handling and improvement of compliance function.

Awareness GCG

GCG Awareness

Awareness GCG Perseroan bertujuan untuk memperkenalkan

The Company’s GCG Awareness is aimed at introducing

dan memberikan pemahaman awal mengenai pentingnya

and providing initial understanding of the importance

implementasi GCG bagi insan Perseroan sehingga dapat

of GCG implementation for the Company’s members in

menumbuhkan kesadaran bersama dalam penerapan tata

order to develop common awareness in the continuous

kelola Perseroan yang berkelanjutan. Kegiatan awareness

implementation of Corporate Governance. GCG awareness

GCG dilakukan mulai dari karyawan baru sampai dengan

activities are conducted starting from new employees up

dilaksanakannya

karyawan.

to GCG refreshment for employees. The implementation of

Pelaksanaan awareness GCG tersebut didokumentasikan

GCG awareness is documented in the form of formal report

dalam bentuk laporan formal sebagai bukti yang diperlukan

as evidence required for GCG assessment and Annual Report

dalam kegiatan assessment

preparation.

Annual Report.

GCG

refreshment

bagi

GCG maupun penyusunan







Implementasi GCG

GCG Implementation

Kegiatan implementasi GCG diformulasikan dalam bentuk

GCG implementation activities are formulated in the form of

revitalisasi proses bisnis, restrukturisasi organisasi, serta

business process revitalization, organizational restructuring,

tindak lanjut rekomendasi atas hasil assessment GCG.

and recommendation follow-up on GCG assessment result.

Kegiatan implementasi GCG Perseroan tersebut diwujudkan

The Company’s GCG implementation is manifested in several

dalam beberapa aktivitas, antara lain menyusun dan

activities, among other things, drafting and perfecting

menyempurnakan

prosedur

various policies and procedures on the Company’s

pengelolaan Perseroan, menata struktur organisasi yang

berbagai

management, preparing an organizational structure in line

sejalan dengan praktik terbaik dalam tata kelola Perseroan

with best practice in Corporate governance to improve

untuk meningkatkan kinerja Perseroan dan melaksanakan

the Company’s performance and implementing GCG self-

tindak lanjut rekomendasi self-assessment GCG dan evaluasi

assessment recommendation follow-up as well as evaluating

tindak lanjut rekomendasi self-assessment sebelumnya.

recommendation follow-up of the previous self-assessment.

Monitoring Implementasi GCG

GCG Implementation Monitoring

Proses monitoring atas implementasi GCG dilakukan

GCG implementation monitoring process is conducted to

guna memastikan keberhasilan pelaksanaannya dengan

ensure the success of its implementation by coordinating

melakukan

koordinasi

kebijakan

dengan

dan

yang

with the interested parties, and is documented in the form

berkepentingan dan didokumentasikan dalam bentuk

pihak-pihak

of formal report as evidence which will be required later for

laporan formal sebagai bukti yang nantinya akan diperlukan

GCG assessment and Annual Report preparation.

dalam kegiatan assessment GCG maupun penyusunan Annual Report. Pengukuran Implementasi GCG

GCG Implementation Measurement

Landasan yuridis pelaksanaan assessment GCG di Perseroan

The judicial basis of the implementation of GCG assessment

mengacu pada Peraturan Menteri BUMN Nomor: PER-01/

at the Company refers to Regulation of Minister of State-

MBU/2011 tanggal 1 Agustus 2011 tentang Penerapan Tata

Owned Enterprises Number: PER-01/MBU/2011 dated

Kelola Perusahaan yang Baik (Good Corporate Governance)

August 1, 2011 concerning Good Corporate Governance

pada Badan Usaha Milik Negara. Kegiatan pengukuran

Implementation

implentasi GCG tersebut dilakukan melalui pihak independen

implementation measurement activity is conducted through

dan self assessment.

an independent party and through self-assessment.

PENGUKURAN IMPLEMENTASI GCG

GCG IMPLEMENTATION MEASUREMENT

Secara

berkala,

Perseroan

melakukan

on

State-Owned

Enterprises.

GCG

pengukuran

On a regular basis, the Company performs measurement on

implementasi GCG. Melalui proses pengukuran tersebut,

GCG implementation. Through this measurement process,

Perseroan bertujuan untuk :

the Company aims to:

•

•

Menguji dan menilai penerapan GCG melalui elaborasi

Test and assess GCG implementation by elaborating the

kondisi penerapan GCG dan pembandingan dengan

condition for GCG implementation and comparing it to

indikator dan parameter pengujian yang telah

the specified testing indicator and parameter.

ditentukan. •

Memberikan gambaran hasil pengukuran melalui pemberian

•

atas

the assignment of score on GCG implementation, along

guna

with the proposed recommendation for improvement,

mengurangi kesenjangan antara tataran praktik dengan

in order to reduce the gap between the practice level

indikator dan parameter pengujian.

and testing indicator and parameter.

perbaikan

penerapan yang

GCG,

Give a representation of measurement result through

berikut

rekomendasi

nilai

•

diusulkan,

Memantau konsistensi penerapan GCG di lingkungan organisasi bright PLN Batam, serta untuk memperoleh

•

Monitor the consistency of GCG implementation within the organization of bright PLN Batam, and to obtain

173

174


input for the sake of perfection of GCG policies.

masukan demi penyempurnaan dan pengembangan kebijakan GCG. •

Mendorong pengelolaan bright PLN Batamyang

•

Encourage more professional, transparent, and efficient

efisien,

management of bright PLN Batam, as well as empower

serta memberdayakan fungsi dan meningkatkan

the function and increase the independency of the

kemandirian Organ Perseroan.

Company’s Organs.

semakin

profesional,

transparan,

dan

Landasan yuridis pelaksanaan assessment GCG di Perseroan

The judicial basis for GCG assessment implementation at the

mengacu pada Peraturan Menteri BUMN Nomor: PER-01/

Company refers to Regulation of Minister of State-Owned

MBU/2011 tanggal 01 Agustus 2011 tentang Penerapan Tata

Enterprises Number: PER-01/MBU/2011 dated August 1, 2011

Kelola Perusahaan Yang Baik (Good Corporate Governance)

concerning Good Corporate Governance Implementation

pada Badan Usaha Milik Negara. Dalam pelaksanaan

on

assessment GCG, Perseroan melakukannya melalui pihak

measurement activity is conducted through an independent

independen dan melaksanakan self assessment secara

party and through self-assessment (internal) for evaluating

mandiri (internal) untuk melakukan evaluasi atas efektivitas

the effectiveness GCG implementation in the Company.

State-Owned

Enterprises.

GCG

implementation

penerapan GCG di dalam Perseroan. Berdasarkan assesment terhadap penerapan GCG untuk

Based on assessment of GCG implementation for the 2012

periode tahun 2012 yang dilakukan sejak tanggal 20 Mei

period, which was conducted from May 20, 2013 until August

2013 sampai dengan tanggal 19 Agustus 2013 , bahwa

19, 2013, GCG implementation at the company achieved the

penerapan GCG pada Perseroan mencapai nilai 74,237

score 74.237 out of 100 with “FAIRLY GOOD” classification.

dari bobot maksimum 100 dengan klasifikasi ‘’CUKUP BAIK.

The summary of assessment/evaluation result on GCG is as

Ringkasan hasil penilaian / evaluasi atas penerapan GCG

follows:

sebagai berikut:

Aspek Pengujian / Indikator / Parameter Testing Aspect/ Indicator/Parameter

Capaian Tahun 2013 achievement in 2013 Bobot Weight

Skor Score

% Pencapaian Achievement

examination aspect/ indicator/parameter

I

Komitmen terhadap penerapan tata kelola Perusahaan yang baik secara berkelanjutan

7,00

3,721

53

Commitment to continuous implementation of Good Corporate Governance

II

Pemegang Saham dan RUPS / Pemilik Modal

9,00

7,352

82

Shareholders and GSM/ Capital Owners

III

Dewan Komisaris / Dewan Pengawas

35,00

27,746

79

Board of Commissioners/ Supervisory Board

IV

Direksi

35,00

27,973

80

Board of Directors

V

Pengungkapan Informasi dan Transparansi

9,00

7,445

83

Information Disclosure and Transparency

VI

Aspek Lainnya

5,00

0

0

Other Aspects

SKOR KESELURUHAN

100

74,237

KLASIFIKASI KUALITAS PENERAPAN GCG

CUKUP BAIK FAIRLY GOOD

TOTAL SCORE GCG IMPLEMENTATION QUALITY CLASSIFICATION







Dari hasil assessment tersebut terdapat 75 rekomendasi.

Based on the assessment result, 75 recommendations are

Perseroan berkomitmen untuk menindaklanjuti rekomendasi

obtained. The Company is committed to follow up these

tersebut di tahun 2014. Perseroan telah berupaya untuk

recommendations in 2014.

menindaklanjuti guna perbaikan secara berkelanjutan.

KEBIJAKAN GCG

GCG POLICIES

Kebijakan tata kelola perusahaan yang baik antara lain

Good corporate governance policies consist of, among

meliputi pemisahan tugas dan tanggung jawab yang jelas

other things, clear separation of duties and responsibility

di antara Direksi dan Dewan Komisaris, check and balances,

between the Board of Directors and Board of Commissioners,

strategi Perseroan yang jelas, etika bisnis, hubungan yang

check and balances, clear Company strategy, business

harmonis dengan seluruh pemangku kepentingan, dan

ethics, harmonious relationship with all stakeholders, and

pengawasan operasional.

operational supervision.

Beberapa pedoman-pedomanv dan kebijakan Perseroan

Some of the Company guidelines and policies in GCG

dalam pelaksanaan penerapan GCG meliputi:

implementation are:

a. Pernyataaan Tata Kelola Perusahaan,

a. Statement of Corporate Governance,

b. Pedoman Perilaku (Code of Conduct),

b. Code of Conduct,

c. Pedoman Kebijakan Perseroan (Code of Corporate

c. Code of Corporate Governance,

Governance),

d. Board Manual,

d. Board Manual,

e. Audit Committee Charter,

e. Piagam Komite Audit,

f. Internal Control Unit Charter,

f. Piagam Satuan Pengawasan Intern,

g. Risk Management Policy,

g. Kebijakan Pengelolaan Risiko,

h. Collective

Employment

Agreement

between

h. Perjanjian Kerja Bersama (PKB) antara manajemen dan

management and Workers’ Union which agrees upon

Serikat Pekerja yang menyepakati aturan-aturan terkait

rules related to labor industrial relation and the discipline

dengan hubungan industrial ketenagakerjaan dan aspek

aspect, and

kedisiplinan, serta i. Kebijakan

lainnya

i. Other stakeholders-related policies which govern the yang

berhubungan

dengan

stakeholders yang mengatur hak dan kewajiban

rights and obligations of employees, customers, and suppliers.

karyawan, pelanggan, dan pemasok. Perseroan beserta seluruh jajarannya telah berkomitmen

The Company, along with its employees at all levels, has

penuh untuk melaksanakan praktik GCG dalam setiap

fully committed to implement GCG practice in business

pengelolaan bisnis. Implementasi dilakukan dengan terus

administration. The implementation is conducted by

berupaya melakukan sosialisasi dan internalisasi prinsip-

continuously

prinsip GCG di antara semua anggota Dewan Komisaris,

internalization of GCG principles among all members

Direksi dan karyawan Perseroan sehingga menjadi suatu

of Board of Commissioners, Board of Directors, and the

tradisi yang harus diimplementasikan dalam setiap aktivitas

Company’s employees, until it becomes a tradition which

bisnis sehari-hari. Setiap karyawan Perseroan diwajibkan

must be implemented in every day-to-day business activity.

menandatangani lembar komitmen sebagai pernyataan

Each employee of the Company must sign a commitment

memahami dan siap melaksanaan pedoman perilaku

sheet as a statement that he/she has understood and is

agar karyawan mengetahui, memahami dan menjalankan

ready to implement the code of conduct and in order

ketentuan-ketentuan yang berlaku di Perseroan dan tidak

that employees know, understand, and implement the

melakukan hal-hal yang dilarang sehingga diharapkan dapat

provisions applicable in the Company and do not commit

meningkatkan integritas setiap karyawan.

any prohibited matters, which is expected to improve the

making

efforts

integrity of each employee.

of

dissemination

and

175

176


Kebijakan lain yang dilakukan Perseroan dalam upayanya

Other policy made by the Company in its effort of

melaksanakan budaya GCG adalah membuat pengumuman

implementing GCG culture is by announcing to all

kepada seluruh karyawan untuk tidak meminta, memberikan

employees not to ask, give, or receive gifts in any form, either

atau menerima hadiah dalam segala bentuk baik langsung

directly or indirectly. Support in the form of cooperation

maupun tidak langsung kepada karyawan Perseroan.

transparency between the parties is necessary in achieving

Dukungan transparansi kerja sama di antara para pihak

the Company’s commitment to keep improving the

dibutuhkan dalam mewujudkan komitmen Perseroan

implementation of GCG principle in various work programs.

untuk terus meningkatkan implementasi prinsip GCG dalam

This is implemented, among other things, by improving

berbagai program kerja. Hal tersebut dilakukan antara lain

work effectiveness of Audit Committee, Nomination and

dengan meningkatkan efektivitas kerja Komite Audit,

Remuneration Committee, as well as Business Risk and GCG

Komite Nominasi dan Remunerasi, serta Komite Risiko Usaha

Committee, Internal Control Unit, and the optimalization of

dan GCG, Satuan Pengawas Intern, serta optimalisasi fungsi

Corporate Secretary function.

Corporate Secretary. Bagi Perseroan, penerapan GCG bukan sekedar untuk

For the Company, GCG implementation is not only for

memenuhi

namun

complying with laws and regulations, but the Company

juga

peraturan

Perseroan

perundang-undangan,

implementasi

also believes that consistent, continuous good corporate

tata kelola perusahaan yang baik secara konsisten dan

berkeyakinan

bahwa

governance implementation may improve the Company’s

berkesinambungan dapat meningkatkan reputasi dan

reputation and value in the eye of stakeholders as the real

nilai Perseroan di mata pemangku kepentingan sebagai

action in developing business potential. The Company also

tindak nyata pengembangan potensi bisnis. Perseroan juga

always acts as good corporate, and implement material

senantiasa bertindak sebagai korporasi yang baik, serta

information openness timely and accurately.

melakukan keterbukaan informasi material secara tepat waktu dan akurat. Implementasi GCG yang efektif merupakan tantangan

Effective GCG Implementation is a strategic challenge

strategis yang harus senantiasa ditingkatkan. Perseroan terus

which must always be improved. The Company continues

berbenah diri menuju suatu organisasi yang berkomitmen

to reorganize in order to become an organization with

untuk menerapkan sistem tata kelola perusahaan yang baik.

commitment to implement good corporate governance system.

Pengembangan GCG Perseroan senantiasa mengakomodir

The

adanya perubahan yang dinamis dan terbuka terhadap

accommodates dynamic change and is open to new

konsep-konsep baru. Kredibilitas serta kepercayaan publik,

concepts. Credibility and trust from public, capital owners,

pemilik modal, pelanggan, serta pengguna jasa merupakan

customers, as well as service users are the determinants

faktor yang sangat menentukan bagi perkembangan dan

of development and continuity, and will increase the

kelangsungan, serta meningkatkan nilai-nilai Perseroan.

Company’s value.

development

of

the

Company’s

GCG

always

PENGENDALIAN GRATIFIKASI

GRATIFICATION CONTROL

Sebagai upaya dalam pencegahan tindak pidana korupsi dan

In 2013, as an effort of preventing the criminal act of corrupting

pengendalian gratifikasi, di tahun 2013 Perseroan melakukan

and controlling gratification, the Company cooperated with

kerjasama dengan Komisi Pemberantasan Korupsi (KPK).

the Corruption Eradication Commission. Such cooperation

Kerjasama dengan KPK merupakan tekat Perseroannya

with the Corruption Eradication Commission is a form of the

dalam mendorong dan memperkuat akuntabilitas Perseroan

Company’s determination in supporting and strengthening

dalam menjalankan pelayanan dan roda Perseroan. Hal ini

its accountability in performing its service and conducting

ditandai dengan penandatangan kerjasama yang dilakukan

its business. This is indicated with the signing of cooperation by both parties. In 2014, in the effort of such control,







kedua belah pihak. Dalam upaya pengendalian ini, di tahun

the Company will establish a Unit which manages such

2014 akan dibentuk Unit yang mengelola gratifikasi tersebut

gratification.

ORGAN PERSEROAN

COMPANY’S ORGANS

Sesuai dengan Undang Undang No. 40 tahun 2007 tentang

Pursuant to Law No. 40 year 2007 concerning Limited

Perseroan Terbatas, Organ Perseroan

Liabilities Companies, Company’s Organs consist of General

terdiri dari Rapat

Umum Pemegang Saham, Direksi dan Dewan Komisaris.

Shareholders Meeting, Board of Directors, and Board of

•

Rapat Umum Pemegang Saham, yang selanjutnya

Commissioners.

disebut RUPS adalah Organ Perseroan yang mempunyai

•

•

GSM, is the Company’s Organ which has the authority

Dewan Komisaris dalam batas yang ditentukan dalam

not granted to the Board of Directors or Board of

Undang Undang dan/atau Anggaran Dasar;

Commissioners within the limit specified in Laws and/or

Dewan Komisaris adalah Organ Perseroan yang bertugas melakukan pengawasan secara umum dan/

•

General Shareholders Meeting, hereinafter referred to as

wewenang yang tidak diberikan kepada Direksi atau

Articles of Association; •

Board of Commissioners is the Company’s Organ with the

atau khusus sesuai dengan Anggaran Dasar, serta

duty of performing general and/or specific supervision in

memberi nasihat kepada Direksi;

accordance with the Articles of Association, and providing

Direksi adalah Organ Perseroan yang berwenang dan bertanggung jawab penuh atas pengurusan Perseroan

advice to the Board of Directors; •

Board of Directors is the Company’s Organ which has

untuk kepentingan Perseroan, sesuai dengan maksud

full authority and responsibility for the management of

dan tujuan Perseroan serta mewakili Perseroan, baik

Company for the interest of the Company, in accordance

di dalam maupun di luar pengadilan sesuai dengan

with the Company’s purpose and objective and represents

ketentuan Anggaran Dasar.

the Company, in or outside the court, in accordance with the provisions of the Articles of Association.

Organ Perseroan tersebut memainkan peran kunci

The Company’s Organs play the key role in the successful

dalam keberhasilan pelaksanaan GCG. Organ Perseroan

GCG implementation. The Company’s Organs perform

menjalankan

ketentuan

their function in accordance with the provision of laws, the

perundang-undangan, Anggaran Dasar Perseroan dan

Company’s Articles of Association, and other provisions based

ketentuan lainnya atas dasar prinsip bahwa masing-masing

on the principle that each organ has the independence in

organ mempunyai independensi dalam melaksanakan

performing its duties, function, and responsibility for the

tugas, fungsi dan tanggung jawabnya untuk kepentingan

interest of the Company.

fungsinya

sesuai

dengan

Perseroan. RUPS, Dewan Komisaris dan Direksi saling menghormati

GSM, the Board of Commissioners, and Board of Directors

tugas, tanggung jawab dan wewenang masing-masing

shall respect each other’s duties, responsibility, and authority

sesuai Peraturan Perundang-undangan dan Anggaran Dasar.

in accordance Laws and Regulations and the Articles of Association.

Untuk

sehari-hari,

To perform day-to-day operational activities, the Company

Perseroan menjabarkan hal tersebut ke dalam berbagai

menjalankan

aktivitas

operasional

elaborates it into various systems and procedures. Systems

sistem dan prosedur. Sistem dan prosedur menjadi sebuah

and procedures become a collective commitment which is

komitmen bersama yang dijalankan secara terus menerus.

implemented on an ongoing basis.

Untuk meningkatkan kinerja dan kepatuhan terhadap

In order to improve performance and compliance with the

implementasi prinsip-prinsip GCG, Perseroan mematuhi

implementation of GCG principles, the Company complies

peraturan

with the applicable laws and regulations and fulfills all GCG

perundang-undangan

yang

memenuhi setiap prinsip-prinsip GCG.

berlaku

dan

principles.

177

178


Rapat Umum Pemegang Saham General Shareholders Meeting

Dewan Komisaris Board of Commissioners

Direksi Board of Directors

Komite Audit Audit Committee

Komite Risiko Usaha dan GCG Business Risk and GCG Committee

Sekretaris Perusahaan Corporate Secretary

Satuan Pengawasan Intern Internal Control Unit

Unit Kerja Lainnya Other Work Units







RAPAT UMUM PEMEGANG SAHAM (RUPS)

GENERAL SHAREHOLDERS MEETING (GSM)

Rapat Umum Pemegang Saham (RUPS) mempunyai segala

General Shareholders Meeting (GSM) has all authorities

wewenang yang tidak diberikan atau yang tidak dimiliki oleh

which are not granted to or not possessed by the Board

Direksi atau Dewan Komisaris. RUPS terdiri dari RUPS Tahunan

of Directors or Board of Commissioners. GSM consists of

dan RUPS Luar Biasa. Proses pengumuman dan pemanggilan

Annual GSM and Extraordinary GSM. GSM announcement

RUPS dilakukan sesuai dengan ketentuan yang berlaku.

and invitation process is conducted in accordance with the applicable provisions.

RUPS

tahun

2013

telah

diselenggarakan

dengan

The 2013 GSM has been held with notification and invitation

pemberitahuan dan undangan bagi Pemegang Saham

to Shareholders in accordance with the applicable provisions.

sesuai dengan ketentuan yang berlaku. Pada 2013, Perseroan telah menyelenggarakan RUPS. Uraian

In 2013, the Company has conducted the GSM. Description

pelaksanaan RUPS tersebut dapat dilihat pada tabel berikut.

of the implementation of GSM can be found in the following

Pada 2013, Perseroan telah menyelenggarakan RUPS. Uraian

table.

pelaksanaan RUPS tersebut adalah sebagai berikut:

179

180


Pelaksanaan RUPS

GSM Implementation

Rabu, 15 Mei 2013 pukul 09.00 WIB s/d 10.15 WIB

Wednesday, May 15, 2013, 09.00 to 10.15 Western Indonesian

Ruang Rapat Lantai 12 Kantor Kementerian BUMN

Time at Meeting Room on 12th Floor, Office of the Ministry

Jl. Medan Merdeka Selatan No. 13, Jakarta Pusat

of State•Owned Enterprises Jl. Medan Merdeka Selatan No. 13, Central Jakarta

Agenda RUPS

GSM Agenda

•

•

Persetujuan Laporan Tahunan dan Pengesahan Laporan Keuangan Tahun Buku 2012.

•

Persetujuan Laporan Tahunan dan Pengesahan Laporan

Statement for Fiscal Year 2012. •

Keuangan PKBL Tahun Buku 2012. •

Penetapan penggunaan laba bersih Perseroan Tahun

•

Penetapan tantiem tahun buku 2012, serta gaji,

Annual Report Approval and Ratification of PKBL Financial Statement for Fiscal Year 2012.

•

Buku 2012. •

Annual Report Approval and Ratification of Financial

Stipulation of allocation of the Company’s net profit for Fiscal Year 2012.

•

Stipulation of bonus for Fiscal Year 2012, as well as salary,

honorarium, tunjangan dan fasilitas lainnya untuk

honorarium, allowances, and other facilities for the

Direksi dan Dewan Komisaris tahun buku 2013.

Board of Directors and Board of Commissioners for fiscal

Penunjukan Kantor Akuntan Publik (KAP).

year 2013. •

Appointment of Public Accounting Firm.

Keputusan RUPS

GSM Decision

•

•

Menyetujui Laporan Tahunan yang disampaikan Direksi

of Directors on the condition and operations of the

tahun buku 2012 termasuk Laporan Pelaksanaan Tugas

Company during fiscal year 2012 including Report

Pengawasan Dewan Komisaris selama tahun buku

on the Implementation of Board of Commissioners’

2012. •

•

•

Mengesahkan Laporan Keuangan Konsolidasian Tahun

Supervisory Duty during fiscal year 2012. •

Ratifying the Consolidated Financial Statement for Fiscal

Buku 2012 yang telah di audit oleh KAP Doli, Bambang,

Year 2012 which has been audited by Doli, Bambang,

Sulistiyanto, Dadang & Ali sebagaimana dalam

Sulistiyanto, Dadang & Ali Public Accounting Firm in

laporannya Nomor: R. 1.4/146/03/13 tanggal 8 Maret

accordance with its report Number: R. 1.4/146/03/13

2013.

dated March 8, 2013.

Mengesahkan Laporan Tahunan Program Kemitraan

•

Ratifying the Annual Report of Corporate Social

Bina Lingkungan Tahun Buku 2012, termasuk Laporan

Responsibility for Fiscal Year 2012, including Financial

Keuangan yang telah di audit oleh KAP Doli, Bambang,

Statements which has been audited by Doli, Bambang,

Sulistiyanto, Dadang & Ali sebagaimana dalam

Sulistiyanto, Dadang & Ali Public Accounting Firm in

laporannya nomor : R.I.4/086/03/13 tanggal 28 Februari

accordance with its report Number: R.I.4/086/03/13

2013.

dated February 28, 2013.

Penetapan penggunaan laba bersih Perseroan tahun

•

buku 2012. •

Approving the Annual Report submitted by the Board

mengenai keadaan dan jalannya Perseroan selama

Penetapan tantiem tahun buku 2012, serta gaji,

Stipulating of allocation of the Company’s net profit for fiscal year 2012.

•

Stipulating of bonus for fiscal year 2012, as well as

honorarium, tunjangan dan fasilitas lainnya untuk

salary, honorarium, allowances, and other facilities for

tahun buku 2013 bagi Direksi dan Dewan Komisaris.

fiscal year 2013 for the Board of Directors and Board of

Persetujuan Kantor Akuntan Publik (KAP) untuk melakukan general audit tahun buku 2013.

Commissioners. Approving a Public Accounting Firm to conduct general audit for fiscal year 2013.






Arahan RUPS

GSM Directive

•

•

Hasil evaluasi atas capaian kinerja seluruh segmen


Evaluation result on performance achievement of all

usaha Non Aeronautika, maka terhadap segmen

Non•Aeronautics business segments, Non•Aeronautics

usaha Non Aeronautika yang belum mencapai target

segments which have not reached production and

produksi dan perolehan pendapatan, termasuk kendala

income target, including obstacles and barriers

dan hambatan yang terjadi, agar menjadi perhatian

encountered, must be paid attention to and serve as

dan dasar pertimbangan Direksi dengan pengawasan

the basis for consideration of the Board of Directors

Dewan Komisaris untuk dilakukan perbaikan dan

under the supervision of Board of Commissioners

meningkatkan capaian kinerja segmen usaha Non

to be improved and to improve the performance of

Aeronautika pada tahun 2013 dan tahun yang akan

Non•Aeronautics business segments in 2013 and the

datang.

following years.

Tindak Lanjut Arahan RUPS

Follow-up Referral GSM

Sudah dilaksanakan. Hal ini ditunjukkan dengan

Been implemented. This is shown by an increase in non-

peningkatan pendapatan non-aeronautika sebesar

aeronautical revenues amounted to Rp228, 93 billion or

Rp228,93 miliar atau 30% dari tahun sebelumnya.

30% from the previous year.

•

•

Pengembangan usaha Non Aeronautika (usaha

Development

of

Non•Aeronautics

business

komersial) di Bandara Ngurah Rai, Bali agar

(commercial business) in Ngurah Rai Airport,

menjadi trigger (pemicu) bagi bandara-bandara

Bali to become the trigger for other airports in

lainnya dalam rangka peningkatan pendapatan

the context of increasing commercial business

usaha komersial.

income.



Sudah dilakukan pola peningkatan pendapatan pada

Has been performed pattern increased revenue

Bandara Juanda, Bandara Sepinggan, serta Bandara

at Juanda Airport, Airport Sepinggan, and Sultan

Sultan Hasanuddin.

Hasanuddin Airport.

•

•

Direksi dengan pengawasan Dewan Komisaris

Board of Directors, under the supervision of the

diminta senantiasa melakukan evaluasi dan

Board of Commissioners, is requested to always

upaya-upaya peningkatan kinerja masing-masing

perform evaluation and efforts of improving

bandara untuk meningkatkan laba dan pelayanan

performance of other airports to improve profit

kepada customer. Terhadap bandara-bandara

and customer service. Airports with negative

yang kinerjanya masih merugi atau belum

result or which have not achieved the target must

mencapai target agar dilakukan evaluasi dan

be evaluated and assessed in order to increase

kajian dalam meningkatkan pendapatan usaha,

business income, and efficiency measures must

serta melakukan langkah-langkah efisiensi untuk

be taken to minimize losses.

meminimalisasi kerugian. Tindak Lanjut Arahan RUPS


Dalam pelaksanaannya, telah dilakukan evaluasi secara

In the implementation, continuous evaluation has been

kontinu setiap triwulan dan pengarahan terhadap

performed every quarter and the direction of the airport

target-target bandara yang dilakukan oleh Direksi

targets conducted by the Board of Directors to airports

kepada bandara-bandara melalui mekanisme rapat

through the mechanism of joint discussion meeting

pembahasan bersama triwulanan. Dalam pembahasan

quarterly. In these discussions, the Board also helped

tersebut, Dewan Komisaris juga turut memberikan

provide direction.

arahan.

181

182


•

Hasil evaluasi atas capaian kinerja optimalisasi dan

•

Evaluation result on performance achievement of

pendayagunaan aset pada tahun buku 2012, maka

asset optimalization and empowerment in fiscal

dalam rangka optimalisasi dan pendayagunaan

year 2012, in the context of asset optimalization

aset,

Dewan

and empowerment, the Board of Directors, under

Komisaris untuk mempercepat realisasi seluruh

the supervision of Board of Commissioners,

program-program eksploitasi maupun investasi

must speed up the realization of all exploitation

yang terkait dengan optimalisasi aset dengan

and investment programs related to asset

tetap mengutamakan peningkatan kemampuan

optimalization by still prioritizing improvement

untuk menghasilkan laba dan peningkatan nilai

of capacity to generate profit and increase the

bagi Perseroan di masa yang akan datang.

Company’s value in the future.

Direksi

dengan

pengawasan

Tindak Lanjut Arahan RUPS Realisasi


program-program

eksploitasi

telah

Realization

exploitation

programs

have

been

dilaksanakan secara baik, ditunjukkan oleh perolehan

implemented well, demonstrated by the Company’s

laba kotor Perseroan sebesar Rp806,33 miliar pada 2012

gross profit amounted to Rp806, 33 billion in 2012

dan Rp819,54 miliar pada 2013 walaupun pada tahun

and Rp819, 54 billion in 2013, although in 2013 the

2013 Perseroan kehilangan pendapatan ATS sebesar

Company lost revenue of Rp565 billion ATS. In addition,

Rp565 miliar. Selain itu, peningkatan CSI pada 2013

an increase in the CSI in 2013 amounted to 3.79 from

sebesar 3,79 dari 3,58 pada 2012.

3.58 in 2012.

•

•

Berdasarkan realisasi pencapaian investasi pada

Based on investment achievement realization in

tahun buku 2012 secara fisik yang hanya tercapai

fiscal year 2012, of which only 47.27% has been

sebesar 47,27%, Direksi dengan pengawasan

achieved physically, the Board of Directors under

Dewan Komisaris harus meningkatkan capaian

the supervision of the Board of Commissioners

program dan fisik investasi pada tahun 2013 untuk

must increase program achievement and physical

mendorong pertumbuhan kinerja Perseroan di

investment in 2013 to support the Company’s

masa yang akan datang. Direksi diminta untuk

performance growth in the future. The Board

melakukan evaluasi kendala-kendala yang terjadi

of Directors is requested to evaluate obstacles

sehingga dapat memperbaiki capaian investasi

encountered in order to improve investment

sesuai target.

achievement as targeted.



Bidang investasi ditunjukkan dengan adanya daya

Investment field indicated by the absorption by 79%,

serap sebesar 79%, meningkat dibandingkan tahun

increase over the previous year which only reached

sebelumnya yang hanya tercapai sebesar 47%.

47%.

•

•

Seluruh temuan, catatan dan saran Dewan

All findings, notes, and advices of the Board of

Komisaris maupun rekomendasi Auditor Internal

Commissioners as well as recommendation of

dan Auditor Eksternal atas kegiatan selama

Internal Auditor and External Auditor on activities

tahun 2012 dan tahun-tahun sebelumnya agar

in 2012 and previous years should be followed•up

ditindaklanjuti secara tuntas oleh Direksi dalam

completely by the Board of Directors in 2013,

tahun 2013, termasuk segera menyelesaikan

including to complete the follow•up of matters

tindak lanjut hal-hal yang menjadi temuan Badan

which became the finding of the Audit Board as set

Pemeriksa

tertuang

forth in Audit Result Report of the Audit Board on

dalam Laporan Hasil Pemeriksaan Badan Pemeriksa

PT Angkasa Pura I (Persero). The Board of Directors

Keuangan

sebagaimana







Keuangan atas PT Angkasa Pura I (Persero). Direksi

is also required to make efforts that the same

juga diminta agar mengupayakan temuan yang

findings in the same area will not happen again in

sama dalam bidang yang sama tidak boleh terjadi

the future. The follow•up result must be reported

lagi pada masa yang akan datang. Hasil tindak

to the Board of Commissioners and Shareholders.

lanjut tersebut agar dilaporkan kepada Dewan Komisaris dan Pemegang Saham. Tindak Lanjut Arahan RUPS


Dengan dikoordinasi oleh Kepala Internal Audit, seluruh

With a co-ordinated by the Head of Internal Audit,

temuan dan catatan internal dan eksternal telah dapat

all findings and internal and external records have

diselesaikan. Sedangkan untuk saran Dewan Komisaris,

been resolved. As for the suggestion of the Board of

Direksi secara serius sudah menindaklanjutinya.

Commissioners, Directors seriously already follow.

•

•

Terhadap adanya catatan KAP terkait kegiatan

With regard to notes from the Public Accounting

usaha PT Angkasa Pura I (Persero) Tahun 2012

Firm related to business activity of PT Angkasa Pura

(23 catatan), maka kepada Direksi diminta untuk

I (Persero) in 2012 (23 notes), the Board of Directors

mengoptimalkan peran dan fungsi Satuan

is requested to optimize the role and function

Pengawasan Intern (SPI), khususnya ditekankan

of Internal Supervision Unit, especially to put

pada

dan

emphasis on the implementation of performance

compliance audit di setiap lini organisasi maupun

pelaksanaan

performance

audit

audit and compliance audit in each organization

proses, sehingga potensi penyimpangan sejauh

line and process, so that potential deviation can be

mungkin dapat dihindari.

avoided as soon as possible.



Sudah dilaksanakan dengan meningkatkan peran

Has been implemented by increasing the role of Internal

Internal Audit melalui pemeriksaan-pemeriksaan rutin

Audit through regular inspections at every airport and

pada setiap bandara dan pada setiap lini organisasi dan

at every line of the organization and processes.

proses. •

Direksi dan Dewan Komisaris diminta untuk tetap

•

The Board of Directors and Board of Commissioners

mematuhi dan melaksanakan ketentuan, prosedur

are requested to continue to seriously comply

hukum, dan Anggaran Dasar Perseroan, serta

with and implement the Company’s provisions,

manajemen risiko secara sungguh-sungguh dalam

legal procedures, and Articles of Association, as

setiap kegiatan Perseroan berdasarkan prinsip-

well as risk management in each of the Company’s

prinsip Good Corporate Governance (GCG).

activity based on the Good Corporate Governance (GCG) principles.



Kepatuhan terhadap hukum sudah dilaksanakan oleh

Compliance with the law has been implemented by

seluruh jajaran Direksi dan Dewan Komisaris serta

the entire Board of Directors and the Board and the

keputusan-keputusan strategis Perseroan telah dibuat

Company’s strategic decisions have been made to

profil risikonya dengan melibatkan unit kerja Risk

involve the risk profile unit Risk Management and

Management and Compliance.

Compliance.

•

Dewan

Komisaris

diminta

agar

melakukan

pengawasan terhadap jalannya Perseroan secara

•

The Board of Commissioners is requested to conduct supervision on the Company’s

183

184


umum termasuk didalamnya evaluasi terhadap

operations in general including evaluation on

pengendalian internal Perseroan (internal control)

the Company’s internal control and report it

dan melaporkannya secara berkala setiap semester

regularly on a half•yearly basis to the State Minister

kepada Menteri Negara BUMN sesuai Surat Edaran

of State•Owned Enterprises pursuant to Circular

Menteri Negara BUMN Nomor: SE-01/MBU/2006

Letter of State Minister of State•Owned Enterprises

tanggal 4 Januari 2006.

Number: SE•01/MBU/2006 dated January 4, 2006.



Sudah dilaksanakan oleh Dewan Komisaris.

Have been implemented by the Board of Commissioners.

•

Buku Laporan Keuangan, Laporan Evaluasi Kinerja,

•

Financial Statement Books, Performance Evaluation

dan Laporan Kepatuhan terhadap Peraturan

Report, and Report of Compliance with Laws and

Perundang-undangan dan Pengendalian Internal

Regulations and Internal Control of PT Angkasa

PT Angkasa Pura I (Persero) yang berakhir pada

Pura I (Persero) for the year ended on December

tanggal 31 Desember 2013, Laporan Pelaksanaan

31, 2013, Report of Corporate Social Responsibility

Program Kemitraan dan Bina Lingkungan Tahun

Implementation for Fiscal Year 2013, response of

Buku 2013, tanggapan Dewan Komisaris, dan

the Board of Commissioners, and minutes of PKBL

risalah PKBL merupakan bagian yang tidak

are inseparable part of this Minutes of the General

terpisahkan dari Risalah Rapat Umum Pemegang

Shareholders Meeting (GSM).

Saham (RUPS) ini. Tindak Lanjut Arahan RUPS




•

Dalam rangka Program Kemitraan BUMN dengan

•

Usaha Kecil dan Bina Lingkungan Direksi diminta: a. Untuk

Program

Kemitraan

tahun

SOEs and Small Businesses and Community

2013

Development, the Board of Directors is required to

menyesuaikan dengan kebijakan Kementerian

do as follows:

BUMN; b.

a

Untuk Program Bina Lingkungan akan dibebankan menjadi

biaya

Perseroan

dan

In the context of Partnership Program between

Partnership Program for 2013 must be adjusted to the policy of the Ministry of State•Owned

jumlahnya

Enterprises;

ditentukan oleh RUPS sesuai dengan kemampuan

b. Community Development Program will be

Perseroan;

charged as Company expense and the amount of

c. Untuk melaksanakan audit atas Program Bina

it will be determined by the GSM in accordance

Lingkungan BUMN Peduli Tahun 2012 yang

with the Company’s ability;

selambat-lambatnya telah selesai pada tanggal 28

c. To perform audit on “SOE Cares” Community

Juni 2013

Development Program of 2012 which must have been completed no later than on June 28, 2013.











TATA CARA PENYELENGGARAAN RUPS

GSM IMPLEMENTATION PROCEDURE

Sebelum RUPS dilaksanakan, akan dilakukan pemanggilan

Before the GSM is implemented, invitation will be sent

dalam jangka waktu paling lambat 14 (empat belas)

within the period of no later than 14 (fourteen) days prior

hari sebelum tanggal RUPS diadakan dengan tidak

to the date of GSM not including invitation date and GSM

memperhitungkan tanggal pemanggilan dan tanggal RUPS.

date. GSM invitation is sent through registered mail. The

Pemanggilan RUPS dilakukan dengan surat tercatat. Dalam

GSM invitation states the date, time, location, and meeting

panggilan RUPS dicantumkan tanggal, waktu, tempat, dan

agenda along with the notification that the materials to be

mata acara rapat disertai memberitahuan bahwa bahan yang

discussed in the GSM are available at the Company’s office

akan dibicarakan dalam RUPS tersedia di kantor Perseroan

since GSM invitation date until GSM implementation date.

sejak tanggal dilakukan pemanggilan RUPS sampai dengan

GSM agenda can be added as necessary and, to the extent

tanggal RUPS diadakan. Agenda RUPS dapat ditambah sesuai

not in conflict with the Company’s interest, can be added if

kebutuhan dan sepanjang tidak bertentangan dengan

approved by GSM participants. During the GSM, the event

kepentingan Perseroan dapat dilakukan bila disetujui oleh

will be led by Shareholders.

peserta RUPS. Selama RUPS berlangsung acara dipimpin oleh Pemegang Saham. DEWAN KOMISARIS

BOARD OF COMMISSIONERS

Dewan Komisaris bertugas mengawasi pelaksanaan tugas

Board of Commissioners has the duty of supervising the

dan tanggung jawab Direksi, memberikan nasehat dan

execution of Board of Directors’ duties and responsibility,

masukan kepada Direksi, serta memastikan Perseroan

giving advice and input to the Board of Directors, and

melaksanakan prinsip–prinsip GCG. Kedudukan masing

ensuring that the Company implements the GCG principles.

masing anggota Dewan Komisaris, termasuk Komisaris Utama

Each member of the Board of Commissioners, including the

adalah setara. Tugas Komisaris Utama mengkoordinasikan

President Commissioner, has equal standing. The President

kegiatan Dewan Komisaris.

Commissioner has the duty of coordinating Board of Commissioners’ activities.

INDEPENDENSI DEWAN KOMISARIS

BOARD OF COMMISSIONERS’ INDEPENDENCE

Tidak ada anggota Dewan Komisaris ataupun Direksi

No member of Board of Commissioners or Board of Directors

yang terkait satu dengan yang lain karena hubungan

has a relationship with another due to blood relation up

darah sampai derajat ketiga, baik secara vertikal maupun

to the third degree, either vertically or horizontally, or due

horizontal, ataupun karena perkawinan. Seluruh anggota

to marriage. All members of Board of Commissioners do

Dewan Komisaris tidak merangkap jabatan yang dilarang

not hold double positions, which are prohibited by the

oleh peraturan yang berlaku.

applicable regulation.

JUMLAH, KOMPOSISI DAN KRITERIA

NUMBER, COMPOSITION, AND CRITERIA

Jumlah dan komposisi Dewan Komisaris Perseroan

The number and composition of the Company’s Board of

dipengaruhi oleh ukuran Direksi, bidang usaha dan jenis

Commissioners Perseroan is affected by the size of Board

keahlian yang dibutuhkan, overall risk yang di hadapi, serta

of Directors, business sector and type of expertise required,

Komite yang ada.

overall risk posed, and the existing Committees.

Adapun komposisi Dewan Komisaris telah memenuhi

Meanwhile, the composition of our Board of Commissioners

unsur keberagaman, yaitu perpaduan dari sisi independensi

has fulfilled the element of diversity, namely a combination

dan keahlian. Terkait keahlian Dewan Komisaris Perseroan,

in terms of independence and expertise. Expertise of the

telah dijelaskan pada bagian Profil Dewan Komisaris dalam

Company’s Board of Commissioners has been explained in

Laporan Tahunan ini.

the Board of Commissioners Profile section in this Annual Report.

185

186


Sesuai dengan Keputusan Menteri Badan Usaha Milik Negara

By virtue of Decree of the Minister of State-Owned

Selaku Rapat Umum Pemegang Saham Perusahaan Perseroan

Enterprises as General Shareholders Meeting of State-Owned

(Persero) PT Angkasa Pura I Nomor: KEP-240/MBU/2011

Limited Liabilities Company PT Angkasa Pura I Number:

tanggal 24 November 2011, Keputusan Pemegang Saham

KEP-240/MBU/2011 dated November 24, 2011, Decision of

Perusahaan Perseroan (Persero) PT Angkasa Pura I di luar

Shareholders of State-Owned Limited Liabilities Company

Rapat Umum Pemegang Saham tanggal 15 Mei 2013 dan

PT Angkasa Pura I other than General Shareholders Meeting

Keputusan Menteri Badan Usaha Milik Negara selaku Rapat

dated May 15, 2013 and Decree of the Minister of State-

Umum Pemegang Saham Perusahaan Perseroan (Persero) PT

Owned Enterprises as General Shareholders Meeting of

Angkasa Pura I Nomor: 304/MBU/2013 tanggal 2 Juli 2013

State-Owned Limited Liabilities Company PT Angkasa Pura

dan SK-423/MBU/2013 tanggal 26 November 2013 tentang

I Number: 304/MBU/2013 dated July 3, 2013 and SK-423/

Pemberhentian, Pengangkatan Anggota-anggota Dewan

MBU/2013 dated November 26, 2013 concerning Termination,

Komisaris dan Penetapan Komisaris Independen Perusahaan

Appointment of Members of Board of Commissioners and

Perseroan (Persero)

PT Angkasa Pura I, ditetapkan

Stipulation of Independent Commissioners of State-Owned

keanggotaan Dewan Komisaris. Berikut susunan Dewan

Limited Liabilities Company PT Angkasa Pura I, members of

Komisaris Perseroan berdasarkan Keputusan Menteri Negara

the Board of Commissioners were stipulated. The following is

BUMN Nomor: SK-208/MBU/2013.

the structure of the Company’s Board of by virtue of Decree of the State Minister of State-Owned Enterprises Number: SK-208/MBU/2013.

Nama

Jabatan Lain di Luar

Jabatan

Dasar Pengangkatan


Komisaris Utama President Commissioner

SK Meneg BUMN Nomor: KEP-133/ MBU/2010 tanggal 21 Juli 2010.

Komite Audit Bank Bukopin dan Komisaris PT Prosys Engineers International.

Hakamuddin Djamal

Anggota Dewan Komisaris Member of Board of Commissioners

SK Meneg BUMN No: SK-423/ MBU/2012, tanggal 8 November 2012.

-

Tundjung Inderawan


SK Meneg BUMN Nomor: KEP-240/ MBU/2011 tanggal 24 November 2011.

DirjenPerkeretaapian Kementerian Perhubungan RI

Robert Pakpahan


SK Meneg BUMN Nomor: SK-117/ MBU/2013 tanggal 4 Februari 2013

Staf Ahli Menteri Keuangan Bidang Penerimaan Negara

Askolani


SK Meneg BUMN Nomor : SK-204/ MBU/2013 tanggal 2 Juli 2013

Plt Dirjen Anggaran

Bernadus Didik Prasetyo



Asisten Deputi Bidang Usaha Industri Primer Kementerian Negara BUMN




-

Perseroan

Pengangkatan Dewan Komisaris di atas telah memenuhi Fit

The appointment of Board of Commissioners as above has

and Proper Test sesuai Undang-undang Perseroan Terbatas

fulfilled the Fit and Proper Test in accordance with the Limited

dan ketentuan GCG. Seluruh anggota Dewan Komisaris

Liabilities Companies Law and GCG provisions. All members

memiliki integritas, kompetensi dan reputasi yang memadai.

of Board of Commissioners have adequate integrity,

Pengangkatan dan pemberhentian Dewan Komisaris

competency, and reputation. Appointment and termination

dilakukan melalui RUPS.

of Board of Commissioners is conducted through GSM.







Pemberhentian dapat dilakukan apabila anggota Dewan

Termination may be conducted if the member of Board of

Komisaris yang bersangkutan (1) tidak dapat melaksanakan

Commissioners concerned (1) cannot perform his/her duties

tugasnya dengan baik, (2) tidak melaksanakan atau

properly, (2) does not implement or breaches the provision of

melanggar ketentuan peraturan perundang-undangan

applicable laws and regulations or the Articles of Association,

yang berlaku atau Anggaran Dasar, (3) terlibat dalam

(3) is involved in an act which damages the Company, and

tindakan yang merugikan Perseroan, dan (4) dinyatakan

(4) is declared guilty based on decision of court which has

bersalah berdasarkan putusan pengadilan yang mempunyai

permanent legal force.

kekuatan hukum tetap. Anggota Dewan Komisaris wajib memenuhi persyaratan

Members of Board of Commissioners must fulfill fit and

kemampuan dan kepatutan. Persayaratan kemampuan dan

proper requirements. The fit and proper requirements are,

kepatutan tersebut antara lain:

among other things:

•

•

•

Persyaratan Umum Dewan Komisaris, antara lain

which among other things consist of: Indonesian

jasmani dan rohani, cakap melakukan perbuatan

citizen, physically and spiritually healthy, capable to

hukum, dan tidak pernah melakukan kegiatan yang

perform legal action, and never committed an activity

merugikan Negara atau tindakan tercela di bidang

which damages the Country or improper conduct in

keuangan;

the financial sector;

Persyaratan Khusus, antara lain meliput memiliki pengetahuan

dan/atau

pengalaman

kerdirgantaraan, penerbangan,

di

•

bidang

Specific Requirements, among other things including: having

knowledge

and/or

experience

in

the

keuangan/akuntansi,

aeronautics, aviation, finance/accounting, law, or risk

hukum atau manajemen risiko, tidak termasuk dalam

management sectors, not included in the list of persons

daftar orang-orang yang dilarang menjadi pengurus

prohibited to become the Company’s management in

Perseroan sesuai peraturan yang berlaku dan lulus fit

accordance with the applicable regulation, and passing

and proper test yang ditetapkan pihak terkait. •

General Requirements for Board of Commissioners,

mencakup sebagai warga negara Indonesia, sehat

Persyaratan Lainnya, yaitu anggota Dewan Komisaris

the fit and proper test stipulated by the relevant party. •

Other Requirements, namely: members of the Board of

dilarang saling memiliki hubungan keluarga sampai

Directors are prohibited to have family relationship with

dengan derajat kedua dengan anggota Dewan

each other up to the second degree with a member

Komisaris dan/atau sesama anggota Direksi, apabila

of Board of Commissioners and/or fellow member of

hubungan keluarga sebagaimana dimaksud di atas

Board of Directors, if the family relationship as intended

terjadi setelah pengangkatan sebagai anggota Dewan

above exists after the appointment as member of the

Komisaris,

jabatannya

Board of Commissioners, then, in order to continue

diperlukan ijin tertulis dari RUPS, calon anggota

the tenure, written approval from GSM is required,

Dewan Komisaris hanya dapat merangkap jabatan

candidate member of Board of Commissioners may

sebagai anggota Dewan Komisaris, Direksi atau Pejabat

concurrently hold other position of member of Board

Eksekutif pada satu lembaga/Perseroan, dan calon

of Commissioners, Board of Directors or Executive

anggota Dewan Komisaris dilarang menjadi pengurus

Officer at one institution/Company only, and candidate

partai politik yang dibuktikan dengan surat pernyataan

member of Board of Commissioners is prohibited to sit

dari yang bersangkutan.

in the management board of a political party, evidenced

maka

untuk

melanjutkan

with statement letter from the person concerned. Seluruh anggota Dewan Komisaris memiliki integritas,

All members of the Board of Commissioners have good

kompetensi dan reputasi yang baik. Hal tersebut telah

integrity, competency and reputation. As evidence thereof,

dibuktikan bahwa seluruh anggota Dewan Komisaris

all members of Board of Commissioners have obtained

memperoleh persetujuan telah lulus fit and proper test.

approval for passing the fit and proper test.

187

188


Tabel Status Uji Kemampuan dan Kepatutan Dewan Komisaris Periode 2013 Table of Fit and Proper Test Status of Board of Commissioners for the 2013 Period Nama Name

Domisili Domicile

Jumlah Rapat Tahun 2013 Fit and Proper Test Result


Jakarta

LULUS | PASS

Hakamuddin Djamal

Jakarta

LULUS | PASS

Tundjung Inderawan

Jakarta

LULUS | PASS

Robert Pakpahan

Jakarta

LULUS | PASS

Askolani

Jakarta

LULUS | PASS

Didik Prasetyo

Jakarta

LULUS | PASS


Jakarta

LULUS | PASS

RANGKAP JABATAN DEWAN KOMISARIS

DOUBLE POSITION OF BOARD OF COMMISSIONERS MEMBERS

Selain menjabat sebagai Dewan Komisaris, anggota Dewan

In addition to holding the position of Board of Commissioners,

Komisaris berikut juga merangkap jabatan dengan uraian

the following members of Board of Commissioners also hold

sebagai berikut.

the positions with the description as follows:

1.

1. Suratto Siswodihardjo holds the position as Audit Committee of Bank Bukopin and Commissioner of PT Prosys Engineers International. 2. Tundjung Inderawan holds the position of Director General of Railways of the Minister of Transportation of the Republic of Indonesia. 3. Robert Pakpahan holds the position of Expert Staff of Finance Minister for State Revenue. 4. Askolani holds the position of Acting Director General of Budgeting. 5. Didik Prasetyo holds the position of Assistant Deputy for Primary Industry Business Sector of the State Ministry of State-Owned Enterprises. 6. Eddy Mulyadi Soepardi merangkap jabatan sebagai

Suratto Siswodihardjo merangkap jabatan sebagai Komite Audit Bank Bukopin dan Komisaris PT Prosys Engineers International.

2.

Tundjung Inderawan merangkap jabatan sebagai Dirjen Perkeretaapian Kementerian Perhubungan RI.

3.

Robert Pakpahan merangkap jabatan sebagai Staf Ahli Menteri Keuangan Bidang Penerimaan Negara.

4.

Askolani merangkap jabatan Plt Dirjen Anggaran.

5.

Didik Prasetyo merangkap jabatan sebagai Asisten Deputi Bidang Usaha Industri Primer Kementerian Negara BUMN.

6.

Eddy Mulyadi Soepardi merangkap jabatan sebagai Deputi Kepala BPKP Bidang Investigasi

Deputi Kepala BPKP Bidang Investigasi HUBUNGAN AFILIASI DEWAN KOMISARIS DENGAN

AFFILIATED RELATIONSHIP BETWEEN A MEMBER OF

DEWAN KOMISARIS LAINNYA DAN/ATAU PEMEGANG

BOARD OF COMMISSIONERS WITH OTHER MEMBER OF

SAHAM

BOARD OF COMMISSIONER AND/OR SHAREHOLDERS

Selama 2013, seluruh anggota Dewan Komisaris Angkasa

In 2013, all members of the Board of Commissioners of

Pura Airports tidak memiliki hubungan afiliasi, mencakup

Angkasa Pura Airports have no affiliated relationship,

hubungan

serta

including family relationship, financial relationship, as well as

kepengurusan dan kepemilikan saham di Perseroan lain

keluarga,

hubungan

keuangan,

management and shareholding at other Company or with

dengan sesama Dewan Komisaris.

fellow member of Board of Commissioners.

Hubungan keluarga dan keuangan antara anggota Dewan

Family and financial relationship between a member of

Komisaris dengan sesama anggota Dewan Komisaris dan/

Board of Commissioners and fellow member of Board of

atau Pemegang Saham Utama periode 2013 sebagai berikut.

Commissioners and/or Key Shareholders in the 2013 period is as follows:







Hubungan keluarga dan keuangan antara anggota Dewan Komisaris dengan sesama anggota Dewan Komisaris dan/ atau Pemegang Saham Utama periode 2013 sebagai berikut.

Hubungan Keluarga Dengan Family Relationship with NAMA NAME

Suratto Siswodihardjo Hakamuddin Djamal Tundjung Inderawan Robert Pakpahan Askolani Didik Prasetyo Eddy Mulyadi Soepardi

Kepengurusan dan Kepemilikan Saham Pada Perseroan Lain Management and Shareholding at Other Company

Hubungan Keuangan Dengan Financial Relationship with

DIREKSI Board of Directors

PEMEGANG SAHAM Share holder

Tdk

Ya

Tdk

Ya

Tdk

Ya

Tdk

Ya

Tdk

Ya

Tdk

Ya

Tdk

-

V

-

V

-

V

-

V

-

V

-

V

-

V

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

DIREKSI Board of Directors

PEMEGANG SAHAM Share holder

Ya

Tdk

Ya

Tdk

Ya

-

V

-

V

-

V

-

-

V

-

SEBAGAI ANGGOTA DEWAN KOMISARIS As Member of Board of Commissi-oners

SEBAGAI ANGGOTA DIREKSI As Member of Board of Direc-tors

DEWAN KOMISARIS Board of Commissi oners

DEWAN KOMISRIS Board of Commissioners

SEBAGAI PEMEGANG SAHAM As Share-holder

PROGRAM PENGEMBANGAN KOMPETENSI DEWAN

BOARD OF COMMISSIONERS COMPETENCY

KOMISARIS

DEVELOPMENT PROGRAM

Untuk menunjang pelaksanaan tugas dan pengembangan

In 2013, to support the implementation of duties and

kompetensi bagi segenap jajaran Dewan Komisaris, selama

competency development for all members of Board of

2013 anggota Dewan Komisaris telah mengikuti kegiatan

Commissioners, members of Board of Commissioners have

pelatihan dan seminar sebagai berikut.

participated in training and seminar activities as follows:

Nama | Name

Jenis Pelatihan / Seminar | Type of Training/Seminar

Suratto

- Workshop Managing New International Airport di India pada 7- 8 April 2013

Siswodihardjo

- In House Training Effective Leadership di Jakarta pada 2-3 Desember 2013 - Workshop Airport New Bussiness Model di India pada 13-14 Desember 2013

Hakamuddin

- Workshop Managing New International Airport di India pada 7-8 April 2013

Djamal


Tundjung

- Workshop Managing New International Airport di India pada 7-8 April 2013

Inderawan


Eddy Mulyadi

- In House Training Effective Leadership di Jakarta pada 2-3 Desember 2013

Soepardi

- Workshop Airport New Bussiness Model di India pada 13-14 Desember 2013

189

190


PEDOMAN DAN TATA TERTIB KERJA DEWAN KOMISARIS

BOARD OF COMMISSIONERS’ WORKING GUIDELINES AND RULES OF ORDER

Dewan Komisaris memiliki pedoman dan tata tertib

The Board of Commissioners has working guidelines and

menjalankan pekerjaan yang senantiasa menyesuaikan

rules of order which is always adjusted to development

dengan perkembangan dan ketentuan yang berlaku. Dewan

and applicable provisions. The Board of Commissioners is

Komisaris bertanggung jawab untuk memberikan saran dan

responsible for giving the necessary advice and input to

masukan yang dibutuhkan kepada Direksi dalam penyusunan

the Board of Directors in the preparation and achievement

dan pencapaian visi, misi, rencana jangka panjang, serta

of the Company’s vision, mission, long-term plan, as

rencana kerja dan anggaran Perseroan. Di samping itu, Dewan

well as work plan and budget. In addition, the Board of

Komisaris juga bertanggung jawab melaksanakan fungsi

Commissioners is also responsible for implementing the

pengawasan terhadap pengelolaan Perseroan. RUPS telah

supervisory function on the Company’s management. GSM

menetapkan satu orang anggota Dewan Komisaris sebagai

has appointed one member of Board of Commissioners as

Komisaris Independen guna menjamin independensi

Independent Commissioner in order to guarantee the Board

Dewan Komisaris dalam melaksanakan fungsinya dan

of Commissioners’ independence in performing its function

memenuhi ketentuan komposisi minimal 20%. Hal ini sesuai

and meeting the provision on composition of at least

dengan ketentuan Komite Nasional Kebijakan Governance

20%. This is in accordance with the provision of National

dan Keputusan Menteri Negara BUMN Nomor: Kep-117/M-

Committee for Governance Policy and Decree of the State

MBU/2002 tentang Penerapan Praktek Good Corporate

Minister of State-Owned Enterprises Number: Kep-117/M-

Governance pada BUMN.

MBU/2002 concerning Implementation of Good Corporate Governance Practice at State-Owned Enterprises.

Pelaksanaan tugas Dewan Komisaris mengacu pada Tata

The implementation of Board of Commissioners’ duties

Kerja (Board Manual) yang telah disepakati oleh Dewan

refers to the Board Manual agreed by the Board of

Komisaris dan Direksi. Tata kerja tersebut merupakan

Commissioners and Board of Directors. The Board Manual is a

modifikasi peraturan perundang-undangan, Anggaran Dasar,

modification of laws and regulations, Articles of Association,

serta formalisasi mekanisme kerja yang telah disepakati

as well as formalization of working mechanism agreed in

sesuai dengan prinsip-prinsip GCG. Board Charter (Pedoman

accordance with GCG principles. Board Charter of the Board

Pelaksanaan Tugas dan Tata Tertib) Dewan Komisaris diatur

of Commissioners is regulated in Regulation of Minister

dalam Peraturan Menteri BUMN Nomor: PER-01.MBU/2011

of State-Owned Enterprises Number: PER-01.MBU/2011

tentang Penerapan Tata Kelola Perusahaan yang Baik (Good

concerning Good Corporate Governance Implementation

Corporate Governance) pada Badan Usaha Milik Negara,

at State-Owned Enterprises, Regulation of Minister of State-

Peraturan Menteri BUMN Nomor: PER-09.MBU/2012 tanggal

Owned Enterprises Number: PER-09.MBU/2012 dated July

6 Juli 2012 tentang Perubahan Atas Peraturan Menteri

6, 2012 concerning Amendment to Regulation of Minister

BUMN Nomor: PER-01/MBU/2011 tentang Penerapan Tata

of State-Owned Enterprises Number: PER-01/MBU/2011


concerning Good Corporate Governance Implementation at

pada Badan Usaha Milik Negara dan Program Kerja Dewan

State-Owned Enterprises and Work Program of the Board of

Komisaris Tahun 2012.

Commissioners for 2012.

TUGAS DAN TANGGUNG JAWAB DEWAN KOMISARIS

BOARD OF COMMISSIONERS’ DUTIES AND RESPONSIBILITY

Dewan Komisaris merupakan

Board of Commissioners is the Company’s Organ which

organ Perseroan yang

melakukan pengawasan atas kebijakan pengurusan dan

conducts

jalannya pengurusan pada umumnya maupun secara

management operations generally or specifically, in

khusus, sesuai dengan batasan yang ditetapkan dalam

accordance with limits stipulated in the Articles of Association.

Anggaran Dasar. Dewan Komisaris berkomitmen untuk

The Board of Commissioners is committed to perform its

beritikad baik dan penuh tanggung jawab menjalankan

duties, with good intention and full of responsibility, for the

tugasnya untuk kepentingan Perseroan. Selain itu, Dewan

Company’s interest. In addition, the Board of Commissioners

supervision

on

management

policy

and







Komisaris memberikan nasihat kepada Direksi untuk

gives advice to the Board of Directors for ensuring that the

memastikan bahwa Perseroan dikelola sesuai dengan

Company is managed in accordance with its purpose and

maksud dan tujuan Perseroan sebagaimana Anggaran Dasar

objective as stated in the Articles of Association of State-

Perusahaan Perseroan (Persero) PT Angkasa Pura I Nomor:

Owned Limited Liabilities Company PT Angkasa Pura I

KEP-102/S.MBU/2008 KEP-24/ D3.MBU/2008 yang terakhir

Number: KEP-102/S.MBU/2008 KEP-24/D3.MBU/2008 most

diubah dengan Akta Nomor 02 tanggal 16 Agustus 2010.

recently amended by Deed Number 02 dated August 16, 2010.

Tugas

melakukan

The Board of Commissioners’ main duty is to conduct

pengawasan terhadap kebijakan Direksi dalam menjalankan

supervision on the Board of Directors’ policies in conducting

bisnis dan memberikan saran kepada Direksi. Dewan

business and to give advice to the Board of Directors. The

Komisaris telah membagi tugas dan tanggung jawab

Board of Commissioners has allocated certain duties and

tertentu pada masing-masing anggota dan Komite sebagai

responsibility to each member and Committee as follows:

utama

Dewan

Komisaris

adalah

berikut. Nama | Name Suratto Siswodihardjo Siswodihardjo Suratto Hakamuddin Djamal Hakamuddin Djamal Tundjung Inderawan Robert Pakpahan Tundjung Inderawan Askolani RobertPrasetyo Pakpahan Didik Askolani Eddy Mulyadi Soepardi Didik Prasetyo


Tugasdan danTanggung TanggungJawab Jawab| |Duties Duties and and Responsibility Responsibility Tugas Komisaris Utama Utama yang yang bertugas bertugas melakukan melakukan fungsi fungsi koordinasi koordinasi atas atas semua semua bidang bidang yang yang Komisaris ada di Dewan Komisaris. ada di Dewan Komisaris.which has the duty of performing coordination function on all President Commissioner sectors represented in the Board of Commissioners. SDM, Hukum, Organisasi, Remunerasi dan Nominasi. SDM, Hukum, Organisasi, Remunerasi dan Nominasi. Operasi, Teknik dan Teknologi Informasi. HR, Legal, Organization, Remuneration and Nomination. Operasi, Teknik dan Teknologi Informasi. Operasi, Teknik dan Teknologi Informasi. Operations, Engineering, and Information Technology. Bidang Keuangan dan Teknologi Informasi Operasi, Teknik dan Teknologi Informasi. serta Pengadaan Barang dan Jasa, merangkap Program Kerja, Keuangan dan Akuntansi, Operations, Engineering, and Information Technology. Ketua Komite Audit. Bidang Keuangan dan Teknologi Informasi Pengembangan Usaha dan Komersial, merangkap Ketua Komite Risiko Usaha dan Financial and Information Technology Sectors. GCG. Pengembangan Usaha dan Komersial, merangkap Ketua Komite Risiko Usaha dan GCG. Business Development and Commercial, and Chairperson of Business Risk and GCG Committee. Program Kerja, Keuangan dan Akuntansi, serta Pengadaan Barang dan Jasa, merangkap Ketua Komite Audit. Work Program, Finance and Accounting, as well as Goods and Service Procurement, and Chairperson of Audit Committee.

Tugas dan tanggung jawab tersebut memiliki spesifikasi

These duties and responsibility have different specification

yang berbeda dengan tujuan penanganan dalam bidang

with the objective that the handling of certain area may

tertentu dapat berjalan maksimal. Uraian tentang tanggung

function maximally. Description of responsibility of each area

jawab masing-masing bidang sebagai berikut.

is as follows:

a. Bidang SDM, Hukum, Organisasi, Remunerasi dan

a. HR,

Legal,

Nominasi.

Nomination.

Organization,

Remuneration

and

Bidang ini memiliki tanggung jawab terhadap segala

This area is responsible for all aspects related to

aspek yang berkaitan dengan sistem dan prosedur

system and procedure for HR preparation, starting

penyiapan SDM, dari mulai sistem rekrutmen,

from recruitment system, discipline enforcement,

penegakan disiplin, sistem penggajian dan pemberian

remuneration system and provision of incentives,

insentif, diklat pegawai, organisasi Perseroan dan

employee

aspek hukum, serta legalitas lainnya.

organization and legal aspect, as well as other legalities.

education

and

training,

Company

191

192


b. Bidang Pengembangan Usaha dan Komersial, serta

b. Business Development and Commercial, as well as

GCG.

GCG.

Bidang ini memiliki tanggung jawab terhadap aspek

This area is responsible for aspects related to system

yang berkaitan dengan sistem dan prosedur

and procedure for business development and

pengembangan usaha dan komersial, perencanaan

commercial, Company’s strategic planning, marketing

strategis Perseroan, pemasaran dan kerja sama usaha,

and business cooperation, as well as monitoring and

serta pemantauan maupun evaluasi atas penerapan

evaluation of GCG implementation.

GCG. c.

Bidang Program Kerja, Keuangan dan Akuntansi, serta

c. Work Program, Finance and Accounting, as well as

Pengadaan Barang dan Jasa

Goods and Service Procurement


This area is responsible for all aspects related to system

aspek berkaitan dengan sistem prosedur pembuatan

and procedure for the preparation of work plan and

rencana kerja dan anggaran, termasuk anggaran

budget, including budget for exploitation, investment,

eksploitasi, investasi, pengadaan barang dan jasa,

goods and service procurement, accountability, as

pertanggungjawaban, serta pelaporan keuangan. d. Bidang Operasi, Teknik dan Teknologi Informasi

well as financial reporting. d.

Operations, Engineering, and Information Technology


This area is responsible for all aspects related to

aspek yang berkaitan dengan teknis operasi, termasuk

technical operations, including master plan and

master plan dan sistem operasional kebandarudaraan,

airport operating system, monitoring and evaluation

monitoring dan evaluasi mutu pelayanan dan

of service quality and flight safety, information

keselamatan penerbangan, penerapan teknologi

technology

informasi dan penyiapan fasilitas sistem pemeliharaan,

maintenance system facility, as well as other technical

serta aspek teknik lainnya.

application

and

preparation

of

aspects.

e.

Bidang Perencanaan dan Pengembangan

Bidang ini bertanggung jawab dalam perencanaan,

This area is responsible for planning, construction, and

pembangunan dan pengembangan bandara.

development of airports.

e.

Planning and Development

WEWENANG DAN KEWAJIBAN DEWAN KOMISARIS

BOARD OF COMMISSIONERS’ AUTHORITY AND

Dewan Komisaris berwenang untuk:

OBLIGATIONS

a. Melihat buku-buku, surat-surat, serta dokumen-

The Board of Commissioners has the authority to:

dokumen lainnya, memeriksa kas untuk keperluan

a. Look at books, letters, and other documents, check

verifikasi dan lain-lain surat berharga dan memeriksa

cash and other securities for verification purpose and check the Company assets;

kekayaan Perseroan; b. Memasuki pekarangan, gedung, dan kantor yang

b. Enter the yard, building, and office used by the Company;

dipergunakan oleh Perseroan; c. Meminta penjelasan dari Direksi dan/atau pejabat

c. Request for explanation from the Board of Directors

lainnya mengenai segala persoalan yang menyangkut

and/or other officers on all matters related to the

pengelolaan Perseroan;

Company’s management;

d. Mengetahui segala kebijakan dan tindakan yang telah e. Meminta Direksi dan/atau pejabat lainnya di bawah Direksi f.

dengan

sepengetahuan

d. Find out about all policies and actions which have been and will be taken by the Board of Directors;

dan akan dijalankan oleh Direksi; Direksi

untuk

e. Request the Board of Directors and/or other officers under the Board of Directors, with consent of the Board

menghadiri rapat Dewan Komisaris;

of Directors, to attend the Board of Commissioners

Mengangkat dan memberhentikan Sekretaris Dewan

meeting;

Komisaris, jika dianggap perlu;

f. Appoint and terminate the Secretary of Board of Commissioners, if deemed necessary;





g. Memberhentikan sementara anggota Direksi sesuai

g.

dengan ketentuan Anggaran Dasar;



Temporarily terminate a member of Board of Directors in accordance with the provision of Articles of Association;

h. Membentuk Komite-komite lain selain Komite

h. Establish Committees other than Audit Committee,

Audit, jika dianggap perlu dengan memperhatikan

if deemed necessary by taking into account the

kemampuan Perseroan; i.

Company’s capacity;

Menggunakan tenaga ahli untuk hal tertentu dan

i.

Use expert staff for specific matters and for a limited

dalam jangka waktu tertentu atas beban Perseroan,

period at the Company’s expense, if deemed

jika dianggap perlu;

necessary;

j. Melakukan tindakan pengurusan Perseroan dalam

j. Perform management action on the Company in

keadaan tertentu untuk jangka waktu tertentu sesuai

specific situation for a limited period in accordance

dengan ketentuan Anggaran Dasar; k.

with the provision of Articles of Association;

Menghadiri rapat Direksi dan memberikan pandangan-

k. Attend the Board of Directors meeting and provide

pandangan terhadap hal-hal yang dibicarakan;

insights on the discussed matters;

l. Melaksanakan kewenangan pengawasan lainnya

l. Perform other supervisory authority to the extent

sepanjang tidak bertentangan dengan peraturan

not conflicting with laws and regulations, Articles of

perundang-undangan, Anggaran Dasar, dan/atau

Association, and/or decision of General Shareholders

keputusan Rapat Umum Pemegang Saham.

Meeting.

Dewan Komisaris berkewajiban untuk: a. Memberikan

nasehat

kepada

The Board of Commissioners has the obligation to: Direksi

dalam

a.

melaksanakan pengurusan Perseroan;

Give advice to the Board of Directors in managing the Company;

b. Meneliti dan menelaah, serta menandatangani

b. Study and research, as well as sign the Company’s

Rencana Jangka Panjang Perusahaan dan Rencana

Long-Term Plan and Company Budget prepared by the

Kerja dan Anggaran Perusahaan yang disiapkan

Board of Directors, in accordance with the provision of

Direksi, sesuai dengan ketentuan Anggaran Dasar; c. Memberikan pendapat dan saran kepada Rapat

Articles of Association; c.

Give opinion and suggestion to the General Shareholders

Umum Pemegang Saham mengenai Rencana Jangka

Meeting about the Company Long-Term Plan as well as

Panjang Perusahaan dan Rencana Kerja dan Anggaran

Company Work Plan and Budget as the reason for the

Perusahaan mengenai alasan Dewan Komisaris

Board of Commissioners to sign the Company Long-

menandatangani RJPP dan RKAP;

Term Plan as well as Company Work Plan and Budget;

d. Mengikuti

Perseroan,

d. Keep up with the development of the Company’s

memberikan pendapat dan saran kepada Rapat

perkembangan

kegiatan

activities, give opinion and suggestion to the General

Umum Pemegang Saham mengenai setiap masalah

Shareholders Meeting about any matters deemed

yang dianggap penting bagi kepengurusan Perseroan;

important for management of the Company;

e. Melaporkan dengan segera kepada Rapat Umum

e. Report immediately to the General Shareholders

Pemegang Saham apabila terjadi gejala menurunnya

Meeting if there is an indicator of deteriorating

kinerja Perseroan; f.

Company performance;

Meneliti dan menelaah Laporan Berkala dan Laporan

f. Research and study Periodic Report and Annual

Tahunan yang disiapkan Direksi, serta menandatangani

Report prepared by the Board of Directors, and sign

Laporan Tahunan;

the Annual Report;

g. Memberikan penjelasan, pendapat, dan saran kepada

g. Provide explanation, opinion, and suggestion to the

Rapat Umum Pemegang Saham mengenai Laporan

General Shareholders Meeting on the Annual Report,

Tahunan, apabila diminta; h.

Menyusun program kerja tahunan dan dimasukkan

upon request; h. Prepare annual work program to be included in the

dalam RKAP; i.

Membentuk Komite Audit;

Company Work Plan and Budget; i.

Establish the Audit Committee;

193

194


j.

j. Propose a Public Accountant to the General

Mengusulkan Akuntan Publik kepada Rapat Umum

Shareholders Meeting;

Pemegang Saham; k.

k. Prepare minutes of the Board of Commissioners

Membuat risalah rapat Dewan Komisaris dan

meeting and keep a copy thereof;

menyimpan salinannya; l.

l.

Melaporkan kepada Perseroan mengenai kepemilikan

Report to the Company about their and/or their family member’s shareholding in the Company and Other

sahamnya dan/atau keluarganya pada Perseroan

Company;

tersebut dan Perseroan lain; m. Memberikan laporan tentang tugas pengawasan

m. Provide report on the supervisory duty performed

yang telah dilakukan selama tahun buku yang baru

during the previous fiscal year to the General

lampau kepada Rapat Umum Pemegang Saham;

Shareholders Meeting; n.

n. Melaksanakan kewajiban lainnya dalam rangka tugas

Perform other obligations in the context of supervisory

pengawasan dan pemberian nasihat, sepanjang

and advisory duties, to the extent not conflicting with

tidak bertentangan dengan peraturan perundangan-

laws and regulations, Articles of Association, and/or

undangan, Anggaran Dasar, dan/atau keputusan

decision of the General Shareholders Meeting.

Rapat Umum Pemegang Saham. Pelaksanaan tugas dan tanggung jawab Dewan Komisaris

In performing its duties and responsibility, the Board of

diwajibkan untuk:

Commissioners is required to:

•

•

Mematuhi Anggaran Dasar dan peraturan perundang-

•

Comply with the Articles of Association and laws and

undangan, serta prinsip-prinsip profesionalisme,

regulations, as well as the principles of professionalism,

efisiensi, transparansi, kemandirian, akuntabilitas,

efficiency, transparency, independence, accountability,

pertanggungjawaban, serta kewajaran;

responsibility, and fairness;

Beritikad baik, penuh kehati-hatian dan bertanggung

•

Have good intention and be careful and responsible

jawab dalam menjalankan tugas pengawasan dan

in performing the supervisory and advisory duties to

pemberian nasihat kepada Direksi untuk kepentingan

the Board of Directors for the Company’s interest in

Perseroan dan sesuai dengan maksud dan tujuan

accordance with the Company’s purpose and objective.

Perseroan. Dalam melaksanakan tugas dan tanggung jawab, seluruh

In performing its duties and responsibility, all members

anggota Dewan Komisaris bertanggung jawab secara

of the Board of Commissioners are personally responsible

pribadi atas kerugian Perseroan jika terdapat kesalahan atau

for the Company’s loss in the event of mistake or failure in

lalai dalam menjalankan tugas. Meski demikian, anggota

performing their duties. Nevertheless, members of the Board

Dewan Komisaris tidak dapat dipertanggungjawabkan atas

of Commissioners are not deemed accountable for the loss

kerugian apabila dapat membuktikan:

if they can prove that:

•

Telah melakukan pengawasan dengan itikad baik dan

•

the Company’s purpose and objective;

dengan maksud dan tujuan Perseroan; •

•

Tidak mempunyai kepentingan pribadi, baik langsung

They have performed supervision with good intention and care for the Company’s interest in accordance with

kehati-hatian untuk kepentingan Perseroan dan sesuai •

They have no personal interest, either directly or

maupun tidak langsung, atas tindakan pengurusan

indirectly, on the management act of the Board of

Direksi yang mengakibatkan kerugian; dan

Directors which has caused losses; and

Telah memberikan nasihat kepada Direksi untuk mencegah timbul atau berlanjutnya kerugian tersebut.

•

They have provided advice to the Board of Directors to prevent the occurrence or continuation of such loss.







PENETAPAN KEBIJAKAN REMUNERASI DEWAN

STIPULATION OF POLICY FOR REMUNERATION OF THE

KOMISARIS

BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS

PROSEDUR KEBIJAKAN REMUNERASI

REMUNERATION POLICY PROCEDURE

Kebijakan pemberian remunerasi dan fasilitas lain bagi

The policy for provision of remuneration and other facilities

Dewan Komisaris mengacu kepada keputusan dari

for the Board of Commissioners refers to Shareholders’

Pemegang Saham sebagaimana ditetapkan dalam Rapat

decision as stipulated in the General Shareholders Meeting.

Umum Pemegang Saham. Prosedur penetapan remunerasi Dewan Komisaris mengacu

Procedure for the stipulation of remuneration of the Board of

pada ketentuan yang diatur dalam Peraturan Menteri Negara

Commissioners refers to the provision regulated in Regulation

Badan Usaha Milik Negara Nomor: 07/MBU/2010 tanggal

of State Minister of State-Owned Enterprises Number: 07/

27 Desember 2010. Sedangkan, mekanisme penetapan

MBU/2010 dated December 27, 2010. Meanwhile, the

besarnya

berdasarkan

mechanism for stipulating the amount of remuneration of the

keputusan RUPS. Prosedur penetapan remunerasi Dewan

Board of Commissioners is based on GSM decision. Procedure for

Komisaris merujuk pada ketentuan yang berlaku, antara lain:

stipulation of remuneration of the Board of Commissioners refers

remunerasi

Dewan

Komisaris

to the applicable provisions, among other things as follows: 1. Gaji/Honorarium -

Gaji/honorarium Komisaris Utama = 40% dari Direktur

1. Salary/Honorarium -

Utama; - Gaji/honorarium Anggota Komisaris = 36% dari

the salary of President Director; - Salary/honorarium

Direktur Utama. 2. Tunjangan -

of

Boards

of

2. Allowances - Religious holiday allowance equal to 1 month salary/

(dalam hal terdapat alasan yang khusus dan mendapat

honorarium (in case there is special reason which has

persetujuan RUPS dapat diberikan sebesar-besarnya 2

obtained approval from GSM, it can be paid 2 months’

Tunjangan komunikasi paling banyak 5% (lima persen) Santunan purna jabatan;

- Premi asuransi paling banyak 25% (dua puluh lima

salary/honorarium at the maximum; -

- Tunjangan pakaian (kebijakan internal Perseroan,

Communication allowance equal to 5% (five percent) of salary/honorarium at the maximum;

-

Post-employment benefit;

- Insurance premium equal to 25% (twenty-five percent)

persen) dari gaji/honorarium;

of salary/honorarium at the maximum; -

ditetapkan oleh Direksi setelah anggaran tercantum

Clothing allowance (Company’s internal policy, stipulated by the Board of Directors after the budget has been

dalam RKAP); -

member

Tunjangan hari raya keagamaan 1 kali gaji/honorarium

dari gaji/honorarium; -

of

Commissioner = 36% of the salary of President Director.

kali gaji/honorarium; -

Salary/honorarium of President Commissioner = 40% of

included in the Company Work Plan and Budget);

Tunjangan transportasi (paling banyak 20% (dua puluh

- Transportation allowance (20% (twenty percent) of

persen) dari gaji/ honorarium). Tunjangan transportasi

salary/honorarium at the maximum). Transportation

diberikan apabila tidak diberikan kendaraan dinas

allowance is provided if company vehicle is not provided

oleh Perseroan. 3. Fasilitas - Kendaraan dinas 1 (satu) unit beserta biaya pemeliharaan dan operasional;

by the Company. 3. Facilities -

1 (one) unit company vehicle as well as its maintenance and operational costs;

- Kesehatan dalam bentuk asuransi kesehatan atau

- Healthcare facility in the form of health insurance or

penggantian biaya pengobatan kepada anggota

medical expense reimbursement to members of the

Dewan Komisaris beserta seorang istri/suami dan

Board of Commissioners as well as a wife/husband

195

196


maksimal 3 (tiga) orang anak yang belum mencapai

and a maximum of 3 (three) children under 25 years

usia 25 tahun yang belum pernah menikah dan belum

who have never been married and have never worked;

pernah bekerja; -

-

Medical check up diberikan 1 (satu) kali setiap tahun.

4. Perkumpulan

Profesi

Paling

banyak

2

4.

Professional Association

(dua)

For 2 (two) associations at the maximum, only in the

perkumpulan, hanya berupa uang pangkal (uang pendaftaran) dan iuran tahunan. 5.

form of registration fee and yearly contribution. 5.

Bantuan hukum dalam bentuk pembiayaan jasa kantor pengacara/ konsultan hokum sesuai dengan

Legal aid in the form of financing of law office/legal counsel service fee as necessary.

6.

kebutuhan. 6.

Medical check-up is provided 1 (once) in a year.

Bonus/work incentive in accordance with GSM decision.

Tantiem/insentif kerja sesuai dengan keputusan RUPS.

REMUNERASI DEWAN KOMISARIS

REMUNERATION OF THE BOARD OF COMMISSIONERS

Adapun klasifikasi remunerasi Dewan Komisaris tahun 2012

Meanwhile, the classification of remuneration of the Board of

dan 2013 sebagai berikut.

Commissioners for 2012 and 2013 is as follows:

Komponen | Component

2012

2013

Rp 2.678.988.800,-

Rp 3.184.404.000,-

Gaji/ Honor (setahun), Tunjangan Hari Raya (satu kali gaji/ honor), Santunan Purna Jabatan (25% dari gaji/ honor), Tunjangan Pakaian, Tunjangan Cuti Tahunan (satu kali gaji), Tunjangan Cuti Besar (dua Gaji/ Honor (setahun), Tunjangan Hari Raya (satu kali gaji/honor), Santunan Purna Jabatan (25% dari gaji/ honor), Tunjangan Pakaian, Tunjangan Cuti Tahunan (satu kali gaji), Tunjangan Cuti Besar (dua Salary/Honorarium (per annum), Religious Holiday Allowance (one month salary/ honorarium), Post-Employment Benefit (25% of salary/honorarium), Clothing Allowance, Annual Leave Allowance (one month salary), Sabbatical Leave Allowance (two months’ salary), Housing Allowance (30% of salary), Utilities Allowance (30% of Housing Allowance), Health Facilities (domestic and abroad depending on necessity), and Representation Expense Facilities. RAPAT DEWAN KOMISARIS

BOARD OF COMMISSIONERS MEETING

Selama 2013, Dewan Komisaris telah menyelenggarakan 12

In 2013, the Board of Commissioners has conducted 12

(dua belas) kali rapat. Berikut adalah rapat-rapat yang telah

(twelve) meetings. The meetings conducted by the Board of

dilaksanakan oleh Dewan Komisaris selama 2013.

Commissioners in 2013 are as follows:

•

•

Rapat Internal Dewan Komisaris sebanyak 12 (dua belas) kali dengan rincian sebagai berikut. -

Tanggal 11 Januari 2013 dengan agenda pembahasan Struktur Komisaris.

Organisasi

Organ

Pendukung

Board of Commissioners’ Internal Meetings were conducted 12 (twelve) times with the details as follows:

Dewan

- On January 11, 2013 with agenda: discussion on Organizational Structure of Board of Commissioners’ Supporting Organs.


-






Tanggal 13 Februari 2013 dengan agenda pembahasan

- On February 13, 2013 with agenda: discussion on

pengantar pra RUPS Laporan Keuangan Perseroan

pre-GSM introduction to the Company’s Financial

tahun buku 2012.

Statements for fiscal year 2012.

- Tanggal 8 Maret 2013 dengan agenda pembahasan

-

KPI Dewan Komisaris.

On March 8, 2013 with agenda: discussion on Board of Commissioners’ KPI.

- Tanggal 3 April 2013 dengan agenda pembahasan

- On April 3, 2013 with agenda: discussion on audited

pengantar RUPS audited untuk laporan Keuangan

GSM introduction to the Company’s Financial

Perseroan tahun buku 2012.

Statements for fiscal year 2012.

- Tanggal 12 Juni 2013 dengan agenda pembahasan

- On June 12, 2013 with agenda: discussion on sale of

rencana penjualan saham di PT Gapura dan rencana

shares plan at PT Gapura and renewal plan for contract

perpanjangan kontrak perjanjian dengan GVK. -

agreement with GVK.

Tanggal 21 Juni 2013 dengan agenda lanjutan rencana

-

penjualan saham pada PT Gapura Angkasa.

On June 21, 2013 with agenda: continuation of sale of shares plan at PT Gapura Angkasa.

- Tanggal 17 Juli 2013 dengan agenda pembahasan

- On July 17, 2013 with agenda: discussion on the

tentang pembentukan Tim Penilaian Bandara Terbaik

establishment of Best Airport Assessment Team for

untuk tahun 2013.

2013.

-

Tanggal 21 Agustus 2013 dengan agenda pembahasan

- On August 21, 2013 with agenda: discussion on

rencana pendayagunaan lahan di Sunset Road – Bali.

empowerment plan of land on Sunset Road – Bali.

- Tanggal 17 September 2013 dengan agenda

- On September 17, 2013 with agenda: discussion on

pembahasan Laporan Manajemen semester I. -

Management Report for the 1st semester.

Tanggal 10 Oktober 2013 dengan agenda pembahasan

-

hasil assesment GCG dan pengesahan RJPP. - Tanggal

4

November

2013

dengan

assessment result and ratification of the Company agenda

Long-Term Plan.

harmonisasi organisasi antara manajemen dengan

- On November 4, 2013 with agenda: organizational

pegawai. - Tanggal

On October 10, 2013 with agenda: discussion on GCG

harmonization between management and employees. 6

Desember

2013

dengan

agenda

- On December 6, 2013 with agenda: discussion on

pembahasan persetujuan temporary Terminal GAT di

approval for GAT temporary Terminal in Bali.

Bali. •

Rapat Dewan Komisaris dengan Direksi sebanyak 9

•

Meetings between the Board of Commissioners and

(sembilan) kali dengan rincian sebagai berikut.

Board of Directors were conducted 9 (nine) times with

- Tanggal 7 Januari 2013 dengan agenda pembahasan DAPENRA.

the details as follows: - On January 7, 2013 with agenda: discussion on

- Tanggal 24 Maret 2013 dengan agenda pengesahan RJPP tahun 2014-2018.

Angkasa Pura I Pension Fund. - On March 24, 2013 with agenda: ratification of the

- Tanggal 10 April 2013 dengan agenda pembahasan Laporan Manajemen tahun buku 2012 untuk Pra

Company Long-Term Plan for 2014-2018. - On April 10, 2013 with agenda: discussion on

RUPS. - Tanggal 29 April 2013 dengan agenda pembahasan

Management Report for fiscal year 2012 for Pre-GSM. - On April 29, 2013 with agenda: discussion on

Laporan Realisasi tahun 2012. - Tanggal 21 Juni 2013 dengan agenda rencana

Realization Report for 2012. -

penjualan saham PT Angkasa Pura I pada PT Gapura Angkasa.

Angkasa Pura I to PT Gapura Angkasa. - On May 31, 2013 with agenda: proposed revision of

- Tanggal 31 Mei 2013 dengan agenda usulan revisi RKAP tahun 2013.

On June 21, 2013 with agenda: plan to sell shares of PT

the Company Work Plan and Budget for 2013. -

On September 20, 2013 with agenda: introduction of

- Tanggal 20 September 2013 dengan agenda

new Member of Board of Commissioners namely Mr.

perkenalan Anggota Dewan Komisaris baru atas nama

Askolani and discussion on rebuttal to disciplinary

Bapak Askolani, serta pembahasan sanggahan atas

sanction on Mr. Suparmin, ST.

hukuman disiplin atas nama Sdr. Suparmin, ST.

197

198


-

Tanggal 28 Oktober 2013 dengan agenda penyusunan

-

RJPP 2014-2018.

Company Long-Term Plan for 2014-2018.

- Tanggal 14 November 2013 dengan agenda

- On November 14, 2013 with agenda: discussion on

pembahasan RKAP tahun 2014. •

the Company Work Plan and Budget for 2014.

Rapat Dewan Komisaris, Direksi dan Pemegang Saham sebanyak 4 (empat) kali dengan rincian sebagai berikut. - Tanggal 15 Januari 2013 bertempat di Gedung Kementerian BUMN dengan agenda pengesahan RKAP tahun buku 2013. - Tanggal 12 April bertempat di Gedung Kementerian BUMN dengan agenda Pra RUPS tahun buku 2012. - Tanggal 15 Mei 2013 bertempat di Gedung Kementerian

On October 28, 2013 with agenda: preparation of the

BUMN

dengan

agenda

RUPS

Pertanggungjawaban Laporan Keuangan tahun buku 2012. - Tanggal 24 Desember 2013 bertempat di Gedung Kementerian BUMN dengan agenda RUPS RKAP tahun buku 2014.

•

Meetings between the Board of Commissioners, Board of Directors, and Shareholders were conducted 4 (four) times with the details as follows: - On January 15, 2013 at the Ministry of State-Owned Enterprises Building with agenda: ratification of the Company Work Plan and Budget for 2013. - On April 12, 2013 at the Ministry of State-Owned Enterprises Building with agenda: Pre-GSM for fiscal year 2012. - On May 15, 2013 at the Ministry of State-Owned Enterprises Building with agenda: GSM for the Accountability of Financial Statements for fiscal year 2012. - On December 24, 2013 at the Ministry of State-Owned Enterprises Building with agenda: GSM for the Company Work Plan and Budget for fiscal year 2014.

Jumlah rapat Dewan Komisaris dan tingkat kehadiran

Total number of Board of Commissioners’ meetings and

Komisaris dalam rapat-rapat Dewan Komisaris, baik rapat

attendance level of the Commissioners in the Board of

internal maupun rapat eksternal dapat dilaporkan sebagai

Commissioners’ meetings, both internal as well as external

berikut.

meetings, can be reported as follows:

Jumlah Rapat Tahun 2013 Number of Meetings in 2013

Kehadiran Attendance


25 kali

25 kali

Hakamuddin Djamal

25 kali

23 kali

Tundjung Inderawan

25 kali

15 kali

Eddy Moelyadi Soepardi

25 kali

19 kali

B. Didik Prasetyo

25 kali

15 kali

15 kali

8 kali

10 kali

7 kali

Nama | Name

Robert Pakpahan (ybs Menjabat 1 Jan s/d 2 Juli 2013) | (he held this position from January 1 to July 2, 2013) Askolani (ybs menjabat sejak 2 Juli 2013) | (he holds this position since July 2, 2013)







Keputusan yang diambil dalam rapat Dewan Komisaris

Decisions made during the meetings of the Company’s Board of

Perseroan telah dicatat dan didokumentasikan dengan

Commissioners have been recorded and documented properly

baik dalam risalah rapat Dewan Komisaris. Risalah rapat

in minutes of the Board of Commissioners’ meetings. The

ditandangani oleh ketua rapat dan didistribusikan kepada

minutes of meetings are signed by chairperson of the meetings

semua anggota Dewan Komisaris yang menghadiri rapat

and distributed to all members of Board of Commissioners,

maupun tidak. Perbedaan pendapat (disenting opinion)

whether or not they attended the meetings. Dissenting opinion

yang terjadi dalam rapat akan dicantumkan dalam risalah

occurring during the meetings will be included in the minutes

rapat disertai alasan mengenai perbedaan pendapat.

of meetings along with the reason for such dissenting opinion.

KEPUTUSAN DEWAN KOMISARIS

DECISION OF THE BOARD OF COMMISSIONERS

Selama Tahun 2013, Dewan Komisaris telah mengeluarkan

In 2013, the Board of Commissioners has issued various

berbagai keputusan yang bersifat pengawasan antara lain

decisions of the supervisory nature including, among other

mencakup:

things:

1. Surat

2.

Keputusan

No.

:02/DK.AP.I/2013 Tentang

1. Decision

No.:02/DK.AP.I/2013

concerning

Perubahan besaran Honorarium Sekretariat Dewan

Change in Honorarium Amount for the Secretariat to

Komisaris tanggal 8 Pebruari 2013

the Board of Commissioners dated February 8, 2013.

Surat Keputusan No. :03/DK.AP.I/2013.

Tentang

2. Decision

Letter

No.:03/DK.AP.I/2013

concerning

Pengangkatan Joko Subagyo SH, MM sebagai

Appointment of Joko Subagyo SH, MM as Member of

Anggota Komite Risiko Usaha dan GCG tanggal 25

Business Risk and GCG Committee dated February 25,

Pebruari 2013

2013.

3. Surat Keputusan No. :04/DK.AP.I/2013. Tentang

3. Decision

Letter

No.:04/DK.AP.I/2013

concerning

Pengangkatan Dewi Hanggraeni sebagai Anggota

Appointment of Dewi Hanggraeni as Member of

Komite Risiko Usaha dan GCG tanggal 25 Pebruari

Business Risk and GCG Committee dated February 25,

2013

2013.

4. Surat Keputusan No. :05/DK.AP.I/2013. Tentang

4.

Decision Letter No.:05/DK.AP.I/2013 concerningTermination of

Pemberhentian Sekretaris Dewan Komisaris dan

Secretary to the Board of Commissioners and Representative

Wakil Dewan Komisaris PT AP I serta Pengangkatan

of the Board of Commissioners of PT AP I as well as

Sekretaris Dewan Komisaris PT AP I a.n Tirta Kusuma

Appointment of Secretary to the Board of Commissioners of

tanggal 1 Maret 2013 5. Surat

6.

Letter

Keputusan

No.

PT AP I in the name of Tirta Kusuma dated March 1, 2013. :06/DK.AP.I/2013 Tentang

5. Decision

Letter

No.:06/DK.AP.I/2013

concerning

Pemberhentian Anggota Komite Risiko Usaha dan

Termination of Member of Risk and GCG Committee of PT

GCG PT AP I a.n Dewi Hanggraeni tanggal 9 April 2013

AP I in the name of Dewi Hanggraeni dated April 9, 2013.

Surat Keputusan No. :07/DK.AP.I/2013 Tentang Besaran

6. Decision

Honorarium Komite-Komite dewan Komisaris PT AP I tanggal 4 Juni 2013 7. Surat

Keputusan

Letter

No.:07/DK.AP.I/2013

concerning

Honorarium Amount of Committees of the Board of Commissioners of PT AP I dated June 4, 2013.

No.


7.

Decision Letter No.:08/DK.AP.I/2013 concerning Appointment

Pengangkatan Anggota Komite Risiko Usaha dan GCG

of Member of Business Risk and GCG Committee of PT AP I in

PT AP I a.n Fahrul Ismaeni tanggal 28 juni 2013.

the name of Fahrul Ismaeni dated June 28, 2013.

8. Surat

Keputusan

No.


Pengangkatan kembali pengangkatan Staf Sekretariat Dewan Komisaris tanggal 1 Juli 2013. 9. Surat

Keputusan

No.


8.

Decision Letter No.:09/DK.AP.I/2013 concerning ReAppointment of Staff of Secretariat to the Board of Commissioners dated July 1, 2013.

9. Decision

Letter

No.:10/DK.AP.I/2013

concerning

Organisasi dan Tata Kerja Kesekretariatan Dewan

Organization and Procedure of Secretariat to the

Komisaris PT AP I tanggal 18 Juli 2013.

Board of Commissioners of PT AP I dated July 18, 2013.

10. Surat

Keputusan

No.


10. Decision

Letter

No.:11/DK.AP.I/2013

concerning

199

200


Pembentukan TIM Penilaian Bandadara tahun 2013

Establishment of Airport Assessment Team for 2013

tanggal 3 September 2013.

dated September 3, 2013.


11. Decision Letter No.:12/DK.AP.I/2013 concerning Re-

Pengangkatan Kembali Anggota Komite Audit PT AP I

Appointment of Member of Audit Committee of PT AP I

11. Surat

Keputusan

No.

in the name of Ilham Budiono dated November 1, 2013.

a.n Ilham Budiono tanggal 1 Nopember 2013. :13/DK.AP.I/2013 Tentang

12. Decision Letter No.:13/DK.AP.I/2013 concerning Re-

Pengangkatan Kembali Anggota Komite Audit PT AP I

Appointment of Member of Audit Committee of PT AP I in

a.n Ida Bagus Putra tanggal 11 Nopember 2013.

the name of Ida Bagus Putra dated November 1, 2013.

12. Surat

13. Surat

Keputusan

Keputusan

No.

No.


13. Decision

Letter

No.:14/DK.AP.I/2013

concerning

Pemberhentian dan Pengangkatan Sekretaris Dewan

Termination and Appointment of Secretary to the

Komisaris

Board of Commissioners of PT AP I in the name of

PT AP I

a.n

Faturohman tanggal 25

Faturohman dated November 25, 2013.

Nopember 2013. 14. Surat

Keputusan

No.


14. Decision

Letter

No.:15/DK.AP.I/2013

concerning

Pemberhentian Asisten Sekretaris Dewan Komisaris

Termination of Assistant Secretary to the Board of

PT AP I bidang Umum dan Ketatausahaan serta

Commissioners of PT AP I for General Affairs and

Pengangkatan Wakil Sekretaris Dewan Komisaris 25

Administration and Appointment of Deputy Secretary to

Nopember 2013.

the Board of Commissioners dated November 25, 2013.

REKOMENDASI-REKOMENDASI DEWAN KOMISARIS

BOARD OF COMMISSIONERS’ RECOMMENDATIONS

Rapat Dewan Komisaris dan Direksi yang dilaksanakan selama

The Board of Commissioners and Board of Directors’ meetings

periode Januari sampai dengan Desember 2013, telah

conducted during the period from January until December

menghasilkan sebanyak 16 (enambelas) rekomendasi dan

2013 have resulted in 16 (sixteen) recommendations and 20

20 (dua puluh) persetujuan. Seluruh keputusan hasil Rapat

(twenty) approvals. All decisions resulting from consultation

konsultasi Dewan Komisaris dan Direksi tertuang dalam

meetings of the Board of Commissioners and Board of

Notulen Rapat dan dimonitor tindak lanjut penyelesaiannya

Directors are set forth in the Minutes of Meetings and their

pada setiap Rapat berikutnya.

settlement follow-up is monitored in each of the subsequent Meetings.

Selama Tahun 2013, Dewan Komisaris telah memberikan

In 2013, the Board of Commissioners has provided various

berbagai rekomendasi antara lain sebagai berikut:

recommendations, among other things as follows:

1.

1.

Tanggapan Dewan Komisaris atas Usulan RKAP tahun 2013 PT AP I tanggal 11 Januari 2013

Company Work Plan and Budget of PT AP I for 2013

2. Kajian/rekomendasi Pemisahan Fungsi Direktorat Operasi dan Teknik PT AP I tanggal 11 Januari 2013 3.

Tanggapan Pra RUPS PT AP I tanggal 10 April 2013

4.

Tanggapan Remunerasi Gaji direksi dan Komisaris PT

5.

dated January 11, 2013. 2.

Study/recommendation on Separation of Function between Operations and Technical Directorates of PT AP I dated January 11, 2013.

AP I tanggal 15 April 2013

3.

Response to Pre-GSM of PT AP I dated April 10, 2013.

Tanggapan atas aporan Pertanggung juawaban

4.

Response to Salary Remuneration of the Board of

Management PT AP I tahun buku 2012 tanggal 15

Directors and Board of Commissioners of PT AP I dated

April 2013 6. Tanggapan atas Pinjaman Bank dalam rangka

April 15, 2013. 5.

Pencarian sumber pendanaan eksternal PT AP I tanggal 10 Mei 2013 7.

Board of Commissioners’ Response to Proposed

PT AP I for fiscal year 2012 dated April 15, 2013. 6.

Evaluasi atas Pelaksanaan Kegiatan dan hasil Audit Kantor Akuntan Public (KAP-DBSD&A) tanggal 14 Mei 2013

Response to Accountability Report of Management of Response to Bank Loan in the context of search for external funding source for PT AP I dated May 10, 2013.

7.

Evaluation on Implementation Activity and Result of Audit conducted by Public Accounting Firm (DBSD&A Public Accounting Firm) dated May 14, 2013.


8.




Tanggapan tertulis atas Usulan Revisi RKAP tahun

8.

2013 PT AP I tanggal 05 Juni 2013 9.

Tanggapan atas rencana penjualan saham PT Gapura

Written response to Proposed Revision of Company 05, 2013.

9.

10. Evaluasi terhadap Pengendalian Internal PT AP I semester I 2013 tanggal 22 Agustus 2013 Navigasian kepada Perum LPPNPI tanggal 27 Agustus

Response to plan to sell the shares of PT Gapura Angkasa dated July 15, 2013.

10.

Tanggapan atas Usulan Pengembalian asset tetap ke

Evaluation on Internal Control of PT AP I for the 1st semester of 2013 dated August 22, 2013.

11. Response to Proposed Return of Navigation’s fixed

2013

assets to Perum LPPNPI (the Indonesian Air Navigation

12. Tanggapan atas Rencana kerjasama Pendayagunaan Lahan sunset road 16.385 M2 di Bali tanggal 29

Service Provider Institution) dated August 27, 2013. 12.

Agustus 2013 13. Tanggapan


Work Plan and Budget of PT AP I for 2013 dated June

Angkasa tanggal 15 Juli 2013

11.


Response to Plan for Cooperation in the Empowerment of 16,385 m2 Land on Sunset Road in Bali dated August

atas

Laporan

Pertanggungjawaban

Manajemen PT AP I semester I 2013 tanggal 19

29, 2013. 13.

September 2013

Response to Accountability Report of Management of PT AP I for the 1st semester of 2013 dated September

14. Sanggahan Keberatan atas Penjatuhan hukuman disiplin a.n Suparmin St tanggal 27 September 2013

19, 2013. 14.

Rebuttal to Imposition of disciplinary sanction in the name of Suparmin St dated September 27, 2013.

15.

Pengaduan atas pelaksanaan Tender di Kantor cabang

15.

Bandara Sultan Hasanuddin – Makassar tanggal 28

Complaint on the implementation of Tender at Sultan Hasanuddin Airport Branch Office – Makassar dated

Oktober 2013

October 28, 2013.

16. Tanggapan atas pengesahan RKAP tahun 2014

16. Response to ratification of the Company Work Plan

tanggal n10 desember 2013

and Budget for 2014 dated December 10, 2013.

Sedangkan persetujuan yang diberikan oleh Dewan

Meanwhile, approvals granted by the Board of Commissioners

Komisaris sebagai berikut :

are as follows:

1.

1.

Persetujuan Usulan Ruislag Tanah Milik Pemerintah Propinsi NTB dengan PT AP I tanggal 14 Pebruari 2013

2. 3.

Government of West Nusa Tenggara Province with PT AP I

Persetujuan Ijin Prinsip Pelaksanaan KSP dengan TNI AD tanggal 13 Maret 2013

dated February 14, 2013. 2.

Cooperation in Utilization with the Indonesian National

Bandara Juanda – Surabaya tanggal 18 Maret 2013

Military’s Army dated March 13, 2013.

Perpanjangan

kontrak

Pengelolaan

3.

Terminal Cargo di Bandara Ngurah rai – Bali tanggal 05 April 2013

4.

Approval for Renewal of Contract for Management of Cargo Terminal at Ngurah Rai Airport – Bali dated April 05, 2013.

5.

Approval for land lease cooperation with subsidiary and

Aviation terminal dengan PT Execujet Indonesia di

cooperation in the management of General Aviation

Bandara Ngurah Rai – Bali tanggal 16 April 2013

terminal with PT Execujet Indonesia at Ngurah Rai Airport –

6. Persetujuan Penghapusan Aktiva tetap berupa Kendaraan Dinas di Kantor Pusat tanggal 01 Mei 2013

Bali dated April 16, 2013. 6.

Persetujuan Kerjasama di Bandara Ngurah Rai – Bali tanggal 30 April 2013

8.

Approval for Proposed Write-Off of Assets in terminal II of Juanda Airport – Surabaya dated March 18, 2013.

Persetujuan Kerjasama sewa lahan dengan anak perusahaan dan kerjasama pengelolaan General

7.

Approval for Principal Permit for the Implementation of

Persetujuan Usulan penghapusan Aset di terminal II

4. Persetujuan

5.

Approval for Proposed Ruislag of Land Owned by the

Company Vehicles at the Main Office dated May 01, 2013. 7.

Persetujuan Bagan Organisasi 1 tingkat di bawah Direksi tanggal 10 Mei 2013

Approval for Write-Off of Fixed Assets in the form of Approval for Cooperation at Ngurah Rai Airport – Bali dated April 30, 2013.

8.

Approval for Organization Chart for 1 level under the Board of Directors dated May 10, 2013.

201

202


9.

Persetujuan atas amandemen Perjanjian Comersial

9.

Management Service di Bandara Ngurah Rai – Bali

Commercial Agreement at Ngurah Rai Airport – Bali

tanggal 28 Juni 2013 10. Persetujuan penanda tanganan kontrak sampai

dated June 28, 2013. 10.

dengan 5 tahun oleh Direksi tanggal 15 Juli 2013 11. Persetujuan penghapusan barang tidak produktif

Approval for amendment to Service Management

Approval for contract signing of up to 5 years by the Board of Directors dated July 15, 2013.

11.

tanggal 15 juli 2013

Approval for write-off of non-productive items dated July 15, 2013.

12. Persetujuan pengadaan Pekerjaan jasa Audit atas

12. Approval for procurement of Audit Service Job on

Laporan Keuangan, Laporan PKBL dan evaluasi KPI

Financial Statements, PKBL Report, and KPI evaluation

tahun buku 2013 tanggal 21 Agustus 2013

for fiscal year 2013 dated August 21, 2013.

13.

Persetujuan pembiayaan Program RKA 2013 sebagai

13.

Program as loan to Perum LPPNPI (the Indonesian Air

2013

Navigation Service Provider Institution) dated August

14. Persetujuan penunjukan konsultan pendamping untuk pembangunan New Jogyakarta Airport tanggal

22, 2013. 14. Approval for appointment of assisting consultant for

26 Agustus 2013 15.

the construction of New Jogyakarta Airport dated

Persetujuan penghapusan Piutang PPN Internasional tahun 2008 sampai dengan maret 2009 tanggal 25

August 26, 2013. 15.

September 2013 16.

from 2008 until March 2009 dated September 25, 2013. 16. Approval for asset transfer as well as write-off and

bukuan dang anti rugi atas tanah milik PT AP I

compensation of the land belonging to PT AP I which

yang terkena Proyek Toll Nusa Dua Bali tanggal 27

was included in Nusa Dua Toll Project in Bali dated

Persetujuan usulan penghapusan aktiva tetap berupa

September 27, 2013. 17.

Approval for proposed write-off of assets in the form

bangunan Guest haose dan Rumah Dinas Nomor

of Guesthouse and Company House Number WRBB

WRBB 25 dan 26 di Bandara Syamsuddin Noor –

25 and 26 at Syamsuddin Noor Airport – Banjarmasin

Banjarmasin tanggal 27 Oktober 2013 18.

Approval for write-off of International VAT Receivables

Persetujuan pemindahtanganan asset dan penghapus

September 2013. 17.

Approval for financing of the 2103 Work Plan and Budget

pinjaman kepada Perum LPPNPI tanggal 22 Agustus

dated October 27, 2013.

Persetujuan usulan penghapusan barang bongkaran

18. Approval for proposed write-off of debris from

atas asset tetap tidak produktif eks terminal lama

demolition of non-productive fixed assets ex old

domestic yang terkena proyek Pengembangan

domestic terminal which was included in Ngurah

Bandara Internasional Ngurah Rai tanggal 13

Rai International Airport Extension project dated

Nopember 2013

November 13, 2013.

19. Persetujuan penambahan anggaran Pembuatan

19.

Gedung Temporary General Aviation Terminal (GAT) di

General Aviation Terminal (GAT) Temporary Building at

Bandara Ngurah Rai tanggal 14 Nopember 2013 20. Persetujuan atas pemberian pinjaman kepada PT Angkasa Pura Hotel tanggal 20 desember 2013.

Approval for additional budget for the Construction of Ngurah Rai Airport dated November 14, 2013.

20.

Approval for extension of lending to PT Angkasa Pura Hotel dated December 20, 2013.

PENILAIAN KINERJA DEWAN KOMISARIS

PERFORMANCE ASSESSMENT OF BOARD OF COMMISSIONERS

Assessment terhadap kinerja dan efektifitas Dewan

Assessment on Board of Commissioners’ performance

Komisaris

dilakukan bersamaan dengan assessment

and effectiveness is conducted concurrently with the GCG

GCG yang dilakukan oleh BPKP pada periode tahun 2012

assessment conducted by the Finance and Development

sejak tanggal 20 Mei 2013 -19 Agustus 2013 yang dalam

Supervisory Agency in the 2012 period from May 20, 2013

assessment GCG tersebut juga diukur mengenai efektifitas

to August 19, 2013, in which the GCG assessment also

kinerja pengawasan Dewan Komisaris. Dari hasil assessment

measured the effectiveness of the Board of Commissioners’ supervisory performance. Based on the assessment result,







tersebut, penerapan GCG untuk aspek Dewan Komisaris

GCG implementation for the Board of Commissioners aspect

mencapai skor 27,746 dari skor maksimum 35.

achieved the score of 27.746 out of the maximum score of 35.

KOMITE DI BAWAH DEWAN KOMISARIS

COMMITTEES UNDER THE BOARD OF COMMISSIONERS

Dalam melaksanakan tugasnya, Dewan Komisaris dibantu

In performing its duties, the Board of Commissioners is

oleh Komite penunjang, yang terdiri dari Komite Audit dan

assisted by supporting Committees, which consist of Audit

Komite Risiko Usaha dan GCG.

Committee as well as Business Risk and GCG Committee.

Komite Audit

AUDIT COMMITTEE

Komite Audit Perseroan merupakan perangkat Dewan

The Company’s Audit Committee is the Board of

Komisaris dalam melakukan pengawasan dan memberikan

Commissioners’ organ in performing supervision and

nasihat atau saran kepada Direksi Perseroan dalam

providing advice or suggestion to the Company’s Board of

melaksanakan strategi dan pengelolaan Perseroan.

Directors in implementing its strategy and management.

Komite Audit adalah komite di bawah Dewan Komisaris

Audit Committee is a committee under the Board of

sebagai amanat dari Keputusan Menteri BUMN Nomor:

Commissioners based on mandate of Decree of Minister of

PER-12/MBU/2012, yang beperan membantu memberikan

State-Owned Enterprises Number: PER-12/MBU/2012, which

pendapat terhadap laporan atau hal-hal yang disampaikan

plays the role of assisting in providing opinion with regard

oleh Direksi kepada Dewan Komisaris, mengidentifikasi

of reports or matters submitted by the Board of Directors to

hal-hal yang memerlukan perhatian Dewan Komisaris, dan

the Board of Commissioners, identifying matters requiring

melaksanakan tugas lain yang berkaitan dengan tugas

the attention of the Board of Commissioners, and performing

Dewan Komisaris.

other tasks related to the Board of Commissioners’ duties.

Pembentukan Komite Audit juga didasarkan pada Peraturan

The establishment of Audit Committee is also based on

Bapepam Nomor: IX.I.5 tentang Pembentukan dan Pedoman

Regulation of Capital Market Supervisory Board Number:

Pelaksanaan Kerja Komite Audit. Keputusan pembentukan

IX.I.5 concerning Establishment and Work Implementation

Komite Audit Angkasa Pura Airports tertuang dalam

Guidelines of Audit Committee. Decision for the establishment

Keputusan Dewan Komisaris Nomor: KEP- 18/DK.API/2012

of Audit Committee of Angkasa Pura Airports is set forth in

tanggal 29 November 2012, KEP- 12/DK.API/2013 tanggal 1

Decision of the Board of Commissioners Number: KEP- 18/

November 2013, KEP-13/DK.API/2013 tanggal 11 November

DK.API/2012 dated November 29, 2012, KEP- 12/DK.API/2013

2013 dan Nomor: KEP-06/DK.AP.I/2010, KEP- 07/DK.AP.I/2010,

dated November 1, 2013, KEP-13/DK.API/2013 dated

KEP-08/DK.AP.I/2011,

tentang

November 11, 2013 and Number: KEP-06/DK.AP.I/2010, KEP-

Pengangkatan anggota Komite Audit PT Angkasa Pura I

KEP-09/DK.AP.I/2011

07/DK.AP.I/2010, KEP-08/DK.AP.I/2011, KEP-09/DK.AP.I/ 2011

(Persero).

concerning Appointment of member of Audit Committee of PT Angkasa Pura I (Persero).

PENGANGKATAN DAN PEMBERHENTIAN KOMITE AUDIT

APPOINTMENT AND TERMINATION OF AUDIT COMMITTEE

Komite Audit merupakan komite yang dibentuk oleh Dewan

Audit Committee is a committee established by the Board

Komisaris untuk membantu fungsi pengawasan Dewan

of Commissioners to assist with the Board of Commissioners’

Komisaris. Pengangkatan dan pemberhentian para anggota

supervisory duty. The appointment and termination of

Komite Audit dilakukan oleh Dewan Komisaris berdasarkan

members of Audit Committee is conducted by the Board

surat keputusan yang dikeluarkan oleh Dewan Komisaris

of Commissioners based on decision letter issued by the

Perseroan. Pengangkatan Komite Audit telah melalui proses

Company’s Board of Commissioners. Appointment of Audit

fit and proper test sesuai peraturan perundang-undangan

Committee has passed the fit and proper test process in

yang berlaku dan ketentuan GCG. Seluruh anggota Komite

accordance with the applicable laws and regulations as well

Audit memiliki integritas, kompetensi, dan reputasi yang

as provisions on GCG. All members of Audit Committee must

memadai.

have adequate integrity, competency, and reputation.

203

204


PERSYARATAN ANGGOTA KOMITE AUDIT

REQUIREMENTS FOR MEMBERS OF AUDIT COMMITTEE

Anggota Komite Audit telah

memenuhi persyaratan,

Members of Audit Committee have fulfill the requirements

antara lain memiliki integritas yang tinggi, kemampuan,

of, among other things, having high integrity, adequate

pengetahuan, dan pengalaman yang memadai sesuai

capability, knowledge, and experience in accordance

dengan latar belakang pendidikannya, serta mampu

with their educational background, as well as capable

berkomunikasi dengan baik, memiliki latar belakang

to communicate properly, having accounting or finance

pendidikan akuntansi atau keuangan, memiliki pengetahuan

education background, having sufficient knowledge to

yang cukup untuk membaca dan memahami laporan

read and understand financial statements, having adequate

keuangan, memliki pengetahuan yang memadai tentang

knowledge about laws and regulations in the field of capital

peraturan perundangan di bidang pasar modal dan

market and other relevant laws and regulations, not an

peraturan perundang-undangan terkait lainnya, bukan

internal staff of a Public Accounting Firm, Legal Counsel Firm,

merupakan orang dalam Kantor Akuntan Publik, Kantor

or other parties providing audit service, non-audit service,

Konsultan Hukum, atau pihak lain yang memberi jasa audit,

and or other consulting services to the relevant Company

jasa non audit dan atau jasa konsultasi lain kepada Perseroan

in the last 6 (six) months before being appointed by the

yang bersangkutan dalam waktu 6 (enam) bulan terakhir

Board of Commissioners; not a person with authority and

sebelum diangkat oleh Komisaris; bukan merupakan orang

responsibility to plan, lead, or control Company activities in

yang mempunyai wewenang dan tanggung jawab untuk

the last 6 (six) months before being appointed by the Board

merencanakan, memimpin atau mengendalikan kegiatan

of Commissioners, except as Independent Commissioner;

Perseroan dalam waktu 6 (enam) bulan terakhir sebelum

and not holding shares, directly or indirectly, in the Company.

diangkat oleh Komisaris, kecuali Komisaris Independen; dan tidak mempunyai saham, baik langsung maupun tidak langsung, pada Perseroan. Dalam hal anggota Komite Audit memperoleh saham akibat

In case a member of Audit Committee acquires shares due

suatu peristiwa hukum, maka dalam jangka waktu paling

to a legal event, in the period of no later than 6 (six) months

lama 6 (enam) bulan setelah diperolehnya saham tersebut

after the acquisition of the shares, he/she must assign the

wajib mengalihkan kepada pihak lain; tidak mempunyai:

shares to other party with no:

a. Hubungan keluarga perkawinan dan keturunan sampai

a. Family relationship due to marriage and descendant

derajat kedua, baik secara horizontal maupun vertikal

up to the second degree, horizontally or vertically, of

dengan Komisaris, Direksi, atau Pemegang Saham

the Board of Commissioners, Board of Directors, or Key

Utama; dan/atau b. Hubungan usaha baik langsung maupun tidak langsung yang berkaiatan dengan kegiatan usaha.

Shareholders; and/or b. Business relationship, directly or indirectly, which is related to business activities.

TUGAS DAN TANGGUNG JAWAB KOMITE AUDIT

DUTIES AND RESPONSIBILITY OF AUDIT COMMITTEE

Tugas dan tanggung jawab Komite Audit adalah membantu

The duties and responsibility of the Audit Committee are

Dewan Komisaris dalam mengawasi dan memberikan saran

assisting the Board of Commissioners in supervising and

kepada manajemen Perseroan. Komite Audit senantiasa

providing suggestion to the Company’s management. Audit

mendorong terciptanya praktik bisnis yang sehat dalam

Committee always encourages the establishment of fair

pelaporan keuangan, manajemen risiko, pengendalian

business practices in financial reporting, risk management,

internal, serta etika bisnis. Dalam pelaksanaannya, Direksi

internal control, and business ethics. In the implementation,

bertanggung jawab sepenuhnya atas penyajian laporan

the Board of Directors is fully responsible for the presentation

keuangan sesuai dengan standar dan ketentuan yang

of financial statements in accordance with the applicable

berlaku, kecukupan pengelolaan risiko, sistem pengendalian

standards and provisions, risk management adequacy,







, serta kepatuhan terhadap peraturan yang berlaku. Secara

control system, as well as compliance with the applicable

rinci, tugas dan tanggung jawab Komite Audit sebagai

regulations. In details, the duties and responsibility of Audit

berikut.

Committee are as follows:

a. Membantu

memastikan

a. Assisting the Board of Commissioners in ensuring that:

bahwa; (i) Laporan Keuangan Perseroan disajikan secara

(i) the Company’s Financial Statements are presented

wajar sesuai dengan prinsip akuntansi yang berlaku

fairly in accordance with generally accepted accounting

umum, (ii) struktur dan mekanisme pengendalian

principles, (ii) the Company’s internal control structure

internal Perseroan telah dilaksanakan dengan baik, (iii)

and mechanism have been implemented properly, (iii)

pelaksanaan audit internal oleh Satuan Pengawasan

internal audit by the Internal Supervision Unit as well as

Internal (SPI) maupun audit eksternal telah dilaksanakan

external audit have been implemented in accordance

sesuai standar yang berlaku dan (iv) tindak lanjut temuan

with the applicable standard, and (iv) audit findings are

hasil audit dilaksanakan oleh manajemen;

followed-up by the management;

b. Membantu

Dewan

Dewan

Komisaris

Komisaris

untuk

dan

b. Assisting the Board of Commissioners in evaluating and

memberikan rekomendasi tentang kebijakan remunerasi

making recommendation on policy for remuneration of

manajemen dan karyawan Perseroan secara keseluruhan

the Company’s management and employees in overall,

menyangkut

sistem

mengevaluasi

pemberian

which involves salary payment system and provision of

tunjangan, sistem pensiun, sistem kompensasi, serta

penggajian

dan

allowances, pension system, compensation system, as

manfaat lainnya dan pembagian jasa produksi atau

well as other benefits and distribution of production

bonus untuk disampaikan kepada Pemegang Saham

tantiem or bonus to be given to Shareholders through

melalui Dewan Komisaris;

the Board of Commissioners;

c. Membantu Dewan Komisaris memberikan rekomendasi mengenai

penyempurnaan

sistem

pengendalian

manajemen Perseroan serta pelaksanaannya;

c. Assisting the Board of Commissioners in making recommendation on the enhancement of the Company’s management control system and its implementation;

d. Membantu Dewan Komisaris memastikan bahwa telah

d. Assisting the Board of Commissioners in ensuring that

terdapat prosedur review yang memuaskan terhadap

there has been a satisfactory review procedure in place

segala informasi yang dikeluarkan Perseroan, termasuk

for all information issued by the Company, including

brosur, laporan keuangan berkala, proyeksi dan lain-

brochures, periodic financial statements, projections, and

lain informasi keuangan yang disampaikan kepada

other financial information submitted to Shareholders;

Pemegang Saham; e. Membantu Dewan Komisaris dalam mengidentifikasikan hal-hal yang memerlukan perhatian Komisaris;

e. Assisting the Board of Commissioners in identifying matters requiring the attention of the Commissioners;

f. Melaksanakan tugas lain dari Ketua Komite Audit

f. Performing other tasks assigned by the Chairperson of

maupun dari Komisaris, sepanjang masih dalam lingkup

Audit Committee and the Commissioners, to the extent

tugas dan kewajiban Komisaris, berdasarkan ketentuan.

still included in the scope of duties and responsibility of Commissioners, based on the provisions.

KEWAJIBAN DAN WEWENANG KOMITE AUDIT

OBLIGATIONS AND AUTHORITY OF AUDIT COMMITTEE

Kewajiban Komite Audit adalah sebagai berikut.

The obligations of the Audit Committee are as follows:

a. Setiap anggota Komite wajib memiliki komitmen dalam

a. Each Committee member must be committed in

melaksanakan tugasnya.

performing his/her duties.

205

206


b. Komite Audit wajib melaporkan kepada Dewan

b. Audit Committee must submit reports to the Board of

Komisaris, berupa: •

Commissioners, in the form of:

Hasil evaluasi yang telah dilakukan Komite Audit,

•

segera disampaikan kepada Komisaris. •

Committee, which must be immediately submitted to

Laporan berkala, yang berisi pokok-pokok hasil kerja Komite Audit, disampaikan sekurang-kurangnya 1

•

Periodic reports, which contain the key results of Audit Committee’s work, are submitted at least on a

Laporan khusus, yang berisi temuan yang

monthly basis.

dapat

mengganggu

kegiatan

•

Special Reports, which contain findings which are

Perseroan, dilaporkan selambat-lambatnya 2 x

expected to disturb the Company’s activities, are

24 jam (dua kali dua puluh empat jam), setelah

reported no later than 2 x 24 hours (two times twenty-

instruksi pembuatan laporan, atau setelah diketahui

four hours), upon instruction to prepare the report, or

terjadi hal yang perlu dilaporkan secara khusus.

upon finding out about an incident which must be

Anggota Komite Audit minimal 3 (tiga) hari dalam

specifically reported.

satu minggu wajib hadir di Kantor Perseroan. •

the Commissioners. •

(satu) bulan sekali. diperkirakan

•

Result of evaluation conducted by the Audit

•

Komite Audit wajib menjaga kerahasiaan segala informasi, baik yang diperoleh dari dalam maupun dari luar Perseroan.

Members of Audit Committee must be present in the Company’s Office at least 3 (three) days in a week.

•

Audit Committee must keep the confidentiality of all information, which comes from inside or outside the Company.

Komite Audit juga memiliki wewenang untuk mengakses

The Audit Committee is also authorized to access records

catatan atau informasi tentang karyawan, data keuangan,

or information on employees, financial data, assets, and

aset, serta sumber daya Perseroan lainnya yang berkaitan

other Company resources related to the implementation

dengan pelaksanaan tugasnya. Dalam hal ini, Komite Audit

of its duties. In this case, the Audit Committee cooperates

bekerja sama dan berkoordinasi dengan Satuan Pengawas

and coordinates with the Internal Control Unit and External

Intern dan Eksternal Auditor guna mencapai hasil yang

Auditor in order to achieve the maximum result.

maksimal. KOMPOSISI KOMITE AUDIT

AUDIT COMMITTEE COMPOSITION

Sesuai dengan Piagam Komite Audit, susunan keanggotaan

In accordance with Audit Committee Charter, composition

Komite Audit sebagai berikut.

of membership of Audit Committee is as follows:

Nama | Name

Jabatan | Position

Eddy Mulyadi Soepriadi

Ketua | Chairperson

Ilham Budiono

Anggota | Member

Ida Bagus Sudarsana

Anggota | Member







PROFIL RINGKAS KOMITE AUDIT

BRIEF PROFILE OF AUDIT COMMITTEE

Keberadaan anggota Komite Audit yang berasal dari luar

The existence of Audit Committee members originating from

pihak yang terafiliasi dalam komposisi keanggotaan Komite

affiliated external party in the composition of membership

Audit menunjukkan independensi Komite Audit.

of Audit Committee indicates its independence.

Eddy Mulyadi Soepardi Profil dapat dilihat pada bagian Profil Dewan Komisaris His profile can be found in the Profile of the Board of Commissioners section.

Ilham Budiono Lahir di Kendal, Jawa Tengah, 6 Maret 1952. Diangkat sebagai Komite Audit sejak tanggal 9 November 2010 dan diangkat kembali mulai tanggal 1 November 2012 sampai dengan 30 Oktober 2013. Pendidikan Sarjana Ilmu Keuangan Jurusan Akuntansi pada Universitas Gajah Mada, Yogyakarta tahun 1980 dan Magister Manajemen pada STIE IPWI Jakarta tahun 2001. Mengawali karir di BPKP pada tahun 1980 sebagai auditor dengan jabatan terakhir sebagai Pengendali Mutu Audit. He was born in Kendal, Central Java, on March 6, 1952. He held the position in Audit Committee since November 9, 2010 and was reappointed starting from November 1, 2012 until October 30, 2013. He completed his education as Bachelor of Finance, Majoring in Accounting, at Gajah Mada University, Yogyakarta in 1980 and as Master of Management at STIE IPWI Jakarta in 2001. He started his career at the Finance and Development Supervisory Agency in 1980 as auditor, with his latest position as Audit Quality Control.

Ida Bagus Sudarsana Lahir di Gianyar, Bali, 19 Agustus 1954. Diangkat sebagai Anggota Komite Audit sejak tanggal 20 November 2012 sampai dengan 19 November 2013. Pendidikan Sarjana Ilmu Keuangan Jurusan Akuntansi pada Universitas Airlangga, Surabaya tahun 1981 dan Magister Manajemen pada STIE IPWI Jakarta tahun 2000. Mengawali karir di BPKP pada tahun 1981 sebagai auditor dengan jabatan terakhir sebagai Pengendali Mutu Audit. He was born in Gianyar, Bali, on August 19, 1954. He held the position of Member of Audit Committee starting from November 20, 2012 until November 19, 2013. He completed his education as Bachelor in the field of Accounting at Airlangga University, Surabaya in 1981 and completed Post-Graduate study at STIE IPWI Jakarta in 2000. He started his career at the Finance and Development Supervisory Agency in 1981 as auditor/Team Leader,

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208


INDEPENDENSI KOMITE AUDIT

INDEPENDENCE OF AUDIT COMMITTEE

Seluruh anggota Komite Audit merupakan anggota yang

All members of Audit Committee are members who are

profesional dan independen dalam menjalankan tugas dan

professional and independent in performing their duties and

kewajibannya tanpa campur tangan dari pihak manapun

responsibility without intervention from any party which is

yang tidak sesuai dengan peraturan perundang-undangan.

not in accordance with laws and regulations. Members

Anggota Komite Audit juga tidak terkait dengan Direksi,

of Audit Committee are not related either to the Board of

Dewan Komisaris, maupun Pemegang Saham. Komite Audit

Directors, Board of Commissioners, or Shareholders. Audit

berasal dari luar Perseroan yang tidak memilki kepentingan/

Committee members come from outside the Company and

keterkaitan pribadi yang dapat menimbulkan dampak

have no personal interest/involvement which may cause

negatif dan benturan kepentingan (conflict of interest)

negative impact and conflict of interest with the Company.

dengan Perseroan. Komite Audit dalam melaksanakan

In performing its duties, Audit Committee is subject to the

tugasnya tunduk pada ketentuan/hukum dan perundang-

applicable provisions of laws and regulations.

undangan yang berlaku. Komite

dan

Audit Committee members have no family or management

kepengurusan Perseroan lain, dengan anggota Dewan

Audit

tidak

ada

hubungan

keluarga

relationship with other Companies, with members of Board

Komisaris, anggota Direksi, serta Pemegang Saham.

of Commissioners, members of Board of Directors, and Shareholders.

Independensi anggota Komite Audit tercermin dengan

The independence of Audit Committee members is reflected

aspek berikut.

in the following aspect: Eddy Mulyadi Soepriadi

Ilham Budiono

Ida Bagus Sudarsana

Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi

Tidak

Tidak

Tidak

Have no financial relationship with the Board of Commissioners and Board of Directors

Tidak memiliki hubungan kepengurusan di Perseroan, Anak Perseroan, maupun Perseroan afiliasi

zTidak

Tidak

Tidak

Have no management relationship with the Company, Subsidiaries, or affiliated Companies

Tidak memiliki hubungan kepemilikan saham di Perseroan

Tidak

Tidak

Tidak

Have no shareholding relationship with the Company

Aspek independensi

Independence aspect

Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/ atau sesama anggota Komite Audit

Tidak

Tidak

Tidak

Have no family relationship with the Board of Commissioners, Board of Directors, and/or fellow Audit Committee Members

Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah

Tidak

Tidak

Tidak

Does not hold the position of member of management board of a political party or government official

HUBUNGAN KELUARGA DAN KEUANGAN KOMITE

FAMILY AND FINANCIAL RELATIONSHIP OF AUDIT

AUDIT

COMMITTEE

Hubungan keluarga dan keuangan antara anggota Komite

Family and financial relationship between members of

Audit dengan sesama anggota Komite dan/atau anggota

Audit Committee and fellow Committee members and/or

Direksi, serta Dewan Komisaris periode 2013 sebagai berikut.

members of Board of Directors and Board of Commissioners in the 2013 period is as follows:






Hubungan Keluarga Dengan Family Relationship with NAMA NAME

Eddy

Komite yang Lain Other Committees

DIREKSI

Board of Directors



Dewan Komisaris

Board of Commissioners

Komite yang Lain

Other Committees

DIREKSI

Board of Directors

PEMEGANG SAHAM

Share-holders

Ya

Tdk

Ya

Tdk

Ya

Tdk

Ya

Tdk

Ya

Tdk

Ya

Tdk

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

Mulyadi Soepardi Ilham Budiono Ida Bagus Sudarsana Selama 2013, seluruh anggota Komite Audit Perseroan tidak memiliki hubungan kepengurusan dan kepemilikan saham di Perseroan lain. In 2013, all members of the Company’s Audit Committee have no management and shareholding relationship with other Companies.

PEDOMAN KERJA KOMITE AUDIT

AUDIT COMMITTEE WORKING GUIDELINES

Dalam melaksanakan fungsi dan perannya, Komite Audit

In performing its function and role, the Company’s Audit

Perseroan telah dilengkapi Pedoman Kerja yang ditetapkan

Committee has been equipped with Working Guidelines

dalam Piagam Komite Audit (Committee Audit Charter).

as stipulated in Audit Committee Charter. This indicates

Hal tersebut menunjukkan komitmen Direksi dan Dewan

the commitment of the Board of Directors and Board of

Komisaris terhadap efektivitas tata kelola perusahaan,

Commissioners towards the effectiveness of the corporate

pengendalian internal, risk assessment, dan pengelolaan

governance, internal control, risk assessment, and the

Perseroan secara keseluruhan. Piagam Komite Audit disusun

Company’s management in overall. Audit Committee

berdasarkan peraturan dan perundang-undangan yang

Chartered is prepared based on the applicable laws and

berlaku, dan senantiasa ditinjau ulang secara berkala.

regulations, and is always reviewed periodically.

Charter Komite Audit antara lain mengatur :

The Audit Committee Charter regulates, among other things:

1.

Pembentukan dan keanggotaan Komite Audit

1.

Audit Committee establishment and membership

2.

Fungsi, tugas, kewenangan dan tanggung jawab

2.

Audit Committee’s function, duties, authority, and

Komite Audit

responsibility

3.

Lingkup Pekerjaan Komite Audit

3.

Audit Committee’s Scope of Work

4.

Kode Etik dan mekanisme Rapat Komite Audit

4.

Audit Committee’s Code of Conduct and Meeting Mechanism

PROGRAM KERJA KOMITE AUDIT

WORK PROGRAM

Pelaksanaan tugas Komite Audit selama tahun 2013 antara

The implementation of Audit Committee’s duties in 2013

lain melakukan kajian terhadap hasil audit Kantor Akutan

is, among other things, by performing study on Public

Publik (KAP) tahun buku 2013 dan meminta Satuan Pengawas

Accounting Firm’s audit result for fiscal year 2013 and

Internal melakukan monitoring progress penyelesaian Audit

requesting the Internal Control Unit to perform monitoring

KAP tahun 2012 untuk memastikan proses audit KAP dapat

on progress of completion of Public Accounting Firm’s

diselesaikan sesuai waktu yang ditetapkan

Audit for the year 2012 to ensure that Public Accounting Firm’s audit process can be completed within the stipulated timeframe.

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210


LAPORAN KERJA KOMITE AUDIT 2013

2013 WORK REPORT OF AUDIT COMMITTEE

Selama tahun 2013, Komite Audit telah melakukan kegiatan

In 2013, the Audit Committee has implemented activities,

antara lain:

among other things, as follows:

1.

1. Study on Management Report of PT Angkasa Pura I (Persero) for 2012 (Unaudited); 2. Study on PKBL Financial Statements of PT Angkasa Pura I (Persero) for 2012 (Unaudited); 3. Study on Management Report of PT Angkasa Pura I (Persero) for 2012 (Audited); 4. Study on PKBL Financial Statements of PT Angkasa Pura I (Persero) for (Audited); 5. Study on Management Report of PT Angkasa Pura I (Persero) for the 1st to 4th Quarters of 2013 & PKBL Financial Statements of PT Angkasa Pura I (Persero) for the 1st to 4th Quarters of 2013; 6. Study on Proposed Company Work Plan and Budget for 2014 and Company Long-Term Plan for 2014 – 2018 and preparing the Board of Commissioners’ response to GSM for ratification and stipulation to become the Company Work Plan and Budget for 2014 and Company

Penelaahan Laporan Manajemen PT Angkasa Pura I (Persero) tahun 2012 (Unaudited);

2.

Penelaahan Laporan Keuangan PKBL PT Angkasa Pura I (Persero) tahun 2012 (Unaudited);

3.

Penelaahan Laporan Manajemen PT Angkasa Pura I (Persero) tahun 2012 (Audited);

4.

Penelaahan Laporan Keuangan PKBL PT Angkasa Pura I (Persero) tahun 2012 (Audited);

5.

Penelaahan Laporan Manajeman PT Angkasa Pura I (Persero) Triwulan I s/d IV tahun 2013 & Laporan Keuangan PKBL PT Angkasa Pura I (Persero) Triwulan I s/d IV tahun 2013;

6.

Penelaahan terhadap Usulan RKAP 2014 dan RJPP 2014 – 2018 dan menyusun tanggapan Dewan Komisaris untuk RUPS pengesahan dan penetapan menjadi RKAP 2014. dan RJPP 2013-2017.

Long-Term Plan for 2013-2017. AUDIT COMMITTEE MEETINGS

RAPAT KOMITE AUDIT Audit

In conducting its activities, Audit Committee holds periodic

mengadakan pertemuan secara berkala dan bekerja sama

meetings and cooperates with the Internal Control Unit to

dengan Satuan Pengawas Internal untuk menjamin kesiapan,

guarantee readiness and availability of data and information,

ketersediaan data dan informasi, sehingga kondisi Perseroan

so that the Company’s condition can be properly understood

dapat diketahui dengan baik oleh Dewan Komisaris. Dalam

by the Board of Commissioners. In the implementation of

pelaksanaan rapat, Komite Audit dapat mengundang

meetings, Audit Committee may invite the management

manajemen melalui Satuan Pengawas Internal untuk

through the Internal Control Unit to provide the necessary

memberikan informasi yang diperlukan.

information.

Selama 2013, Komite Audit melakukan rapat dengan Satuan

In 2013, Audit Committee held meetings with the Internal

Pengawas Internal dan Auditor Eksternal. Keputusan yang

Control Unit and External Auditor. Decisions made during the

diambil dalam rapat Komite Audit Perseroan telah dicatat

Company’s Audit Committee meetings have been recorded

dan didokumentasikan dengan baik dalam risalah rapat

and documented properly in minutes of Committee

Komite. Risalah rapat tersebut ditandatangani oleh peserta

meetings. The minutes of meetings are signed by meeting

rapat. Perbedaan pendapat (disenting opinion) yang terjadi

participants. Dissenting opinion occurring during the

dalam rapat akan dicantumkan dalam risalah rapat disertai

meetings will be included in the minutes of meetings along

alasan mengenai perbedaan pendapat.

with the reason for such dissenting opinion

Adapun jumlah kehadiran masing-masing anggota Komite

Meanwhile, total number of attendance of each Audit

Audit sebagai berikut.

Committee member is as follows:

Dalam

melaksanakan

kegiatannya,

Komite







Komite Audit

Audit Committee

Tanggal Rapat Date of Meeting

Eddy Mulyadi

Drs. Ilham

Drs. Ida Bagus

Soepardi

Budiono, Ak, MM

Sudarsana, MM

v

v

v

14-02-2013

Tempat

Agenda

Place

Program Kerja SPI dan Komite Audit

Ruang Rapat Lt IV

Konsinyering Laporan Hasil 05-03-2013

v

v

v

Audit KAP DBSD&A tahun

Hotel Panghegar Bandung

buku 2012 SPI Charter dan 15-04-2013

v

v

v

Evaluasi Laporan Triwulan I kegiatan

Ruang Rapat SPI

SPI 17-07-2013

v

v

v

Laporan triwulan II kegiatan SPI

Ruang rapat SPI

Evaluasi Kinerja 12-08-2013

v

v

v

Auditor Eksternal

Ruang Rapat

pada Audit tahun

lantai 4

buku 2012 Evaluasi Laporan 16-10-2013

v

v

v

triwulan III kegiatan SPI

Ruang Rapat lantai 4

Kick of Metting 08-11-2013

v

v

v

General Audit atas

Ruang rapat

Laporan Keuangan

lantai 4

tahun buku 2013 KEGIATAN PELATIHAN/SEMINAR KOMITE AUDIT TAHUN

AUDIT COMMITTEE TRAINING/SEMINAR ACTIVITIES IN

2013

2013

Untuk menunjang pelaksanaan tugasnya, selama 2013

In 2013, to support the performance of their duties, Audit

anggota Komite Audit telah mengikuti kegiatan pelatihan

Committee members have participated in training and

dan seminar sebagai berikut.

seminar activities as follows:

Nama Name


Ilham Budiono

Jenis Pelatihan / Seminar Type of Training/Seminar

- In House Training Effective Leadership di Jakarta pada 2-3 Desember 2013 - Workshop Airport New Bussiness Model di India pada 13-14 Desember 2013 - Manajemen Audit, GCG, Risk Management, Penyidik Tindak Pidana Korupsi, dan lain-lain

211

212


PROSEDUR PENETAPAN REMUNERASI KOMITE

PROCEDURE FOR STIPULATION OF REMUNERATION OF

AUDIT

AUDIT COMMITTEE

Kebijakan pemberian remunerasi dan fasilitas lain bagi Komite

The policy for the provision of remuneration and other facilities

Audit mengacu kepada keputusan Dewan Komisaris. Proses

to Audit Committee refers to the Board of Commissioners’

penetapan remunerasi didasarkan pada kajian Komite terkait

decision. Stipulation process of remuneration is based on

dengan memperhatikan hal–hal: hasil kinerja keuangan dan

study conducted by the relevant Committee by taking into

pemenuhan cadangan sebagaimana diatur dalam peraturan

account matters as follows: financial performance result

perundang-undangan yang berlaku, prestasi kerja individu,

and fulfillment of provision as regulated in the applicable

kewajaran dengan peer group, dan pertimbangan sasaran

laws and regulations, individual work performance, fairness

dan strategi jangka panjang Perseroan.

among peer group, and consideration of the Company’s long-term target and strategy.

PENILAIAN KINERJA KOMITE AUDIT TAHUN 2013

PERFORMANCE ASSESSMENT OF AUDIT COMMITTEE IN 2013

Penilaian kinerja Komite Audit dilakukan baik secara

Performance assessment of Audit Committee is conducted

kelompok maupun individu. Penilaian kinerja dilakukan

both as a group as well as individually. Performance

oleh Dewan Komisaris dan melalui asessment GCG. . Hasil

assessment is conducted by the Board of Commissioners

penilaian kinerja Komite Audit menunjukkan bahwa Komite

and through GCG assessment.

Audit telah melakukan tugas dan tanggung jawabnya dengan baik. KOMITE RISIKO USAHA DAN GCG

BUSINESS RISK AND GCG COMMITTEE

Perseroan berkomitmen tinggi atas penerapan manajemen

The Company is highly committed to risk management and

risiko dan GCG. Komite Risiko Usaha dan GCG merupakan

GCG implementation. Business Risk and GCG Committee

organ pendukung yang dimaksudkan untuk membantu

is a supporting organ intended for assisting the Board of

Dewan Komisaris melakukan penilaian terhadap kajian

Commissioners in performing assessment on risk study on

risiko atas kelayakan kegiatan yang direncanakan dan

the feasibility of planned activity and supervision related to

pengawasan terkait implementasi GCG oleh Perseroan yang

GCG implementation by the Company in accordance with

sesuai ketentuan berlaku.

the applicable provisions.

Susunan Komite Risiko Usaha dan GCG Perseroan

The composition of the Company’s Business Risk and

berdasarkan Keputusan Dewan Komisaris Nomor: KEP-08/

GCG Committee based on Decision of the Board of

DK.API/2013 tanggal 28 Juni 2013, KEP-03/DK.API/2013

Commissioners Number: KEP-08/DK.API/2013 dated June

tanggal 25 Februari 2013, dan KEP-13/DK.API/2013 tanggal

28, 2013, KEP-03/ DK.API/2013 dated February 25, 2013, and

11 November 2013 tentang Pengangkatan Anggota Komite

KEP-13/DK.API/2013 dated November 11, 2013 concerning

Resiko Usaha dan Good Corporate Governance PT Angkasa

Appointment of Members of Business Risk and Good

Pura I (Persero).

Corporate Governance Committee of PT Angkasa Pura I (Persero).

PEDOMAN DAN TATA TERTIB KERJA KOMITE RISIKO

WORKING GUIDELINES AND RULES OF ORDER OF

USAHA DAN GCG


Dalam melaksanakan fungsi dan perannya, Komite Risiko

In performing its function and role, the Business Risk

Usaha dan GCG telah dilengkapi Pedoman Kerja sebagaimana

and GCG Committee has been equipped with Working

telah ditetapkan dalam SK Dewan Komisaris Nomor: KEP-

Guidelines as stipulated in Decision Letter of Board of

08/DK.API/2013 tanggal 28 Juni 2013, KEP-03/DK.API/2013

Commissioners Number: KEP-08/DK.API/2013 dated June

tanggal 25 Februari 2013, dan KEP-13/DK.API/2013 tanggal

28, 2013, KEP-03/ DK.API/2013 dated February 25, 2013, and

11 November 2013 tentang Pengangkatan Anggota Komite

KEP-13/DK.API/2013 dated November 11, 2013 concerning

Resiko Usaha dan Good Corporate Governance PT Angkasa

Appointment of Members of Business Risk and Good

Pura I (Persero).

Corporate Governance Committee of PT Angkasa Pura I (Persero).







TUGAS DAN TANGGUNG JAWAB KOMITE RISIKO USAHA

DUTIES AND RESPONSIBILITY OF BUSINESS RISK AND

DAN GCG

GCG COMMITTEE

Dalam melaksanakan tugas, Komite Pengembangan Usaha

In performing its duties, the Business Risk and GCG Committee

dan GCG bertanggung jawab kepada Dewan Komisaris.

reports to the Board of Commissioners. The accountability

Pertanggungjawaban Komite Pengembangan Usaha dan

of the Business Risk and GCG Committee to the Board of

GCG kepada Dewan Komisaris merupakan perwujudan

Commissioners is the manifestation of accountability of

akuntabilitas pengawasan atas pengelolaan Perseroan

supervision on the Company’s management in the context

dalam rangka pelaksanaan prinsip-prinsip GCG.

of implementation of GCG principles.

Tugas Komite Risiko Usaha dan GCG

The Duties of Business Risk and GCG Committee

Tugas-tugas berkaitan dengan Risiko Usaha :

Business Risk-related duties:

1.

1.

Melakukan review dan memberikan rekomendasi atas efektivitas pelaksanaan

Conducting review and making recommendation on

manajemen risiko

the effectiveness of risk management implementation

Perseroan yang dilakukan oleh Risk Management

at the Company conducted by Risk Management and

and Complience, melalui pertemuan secara berkala

Compliance, through periodic meetings or otherwise

maupun cara lainnya untuk membahas progress dari

to discuss the progress of phases of duties and

tahapan-tahapan tugas dan tanggung jawab yang

responsibility performed by Risk Management and

dilakukan oleh Risk Management and Complience

Compliance Group.

Group. 2.

Melakukan review atas penilaian risiko oleh Risk

2.

Management and Complience Group terhadap

Risk Management and Compliance Group on material

rencana investasi Perseroan yang material.

investment plan of the Company.

3. Melakukan Management

pengawasan

kegiatan

Compliance

3. Performing

on

activities

of

Risk

the implementation of risk mitigation by relevant

kerja terkait.

work units. Komite

atas

Risiko

pelaksanaan

Usaha

oleh

4.

Risk

Performing supervision on the implementation of Business Risk Committee’s recommendation by Risk

Management and Complience Group.

Management and Compliance Group.

Melakukan analisis dan evaluasi atas usulan Rencana

5.

Performing analysis and evaluation on Proposed

Kegiatan dan Anggaran Perusahaan (RKAP) dan review

Company Work Plan and Budget as well as annual

tahunan atas Rencana Jangka Panjang Perusahaan

review on Company Long-Term Plan submitted by the

(RJPP) yang diajukan oleh Direksi. 6.

supervision

memantau pelaksanaan mitigasi resiko oleh unit-unit pengawasan

Group

Risk

Management and Compliance Group in monitoring

rekomendasi

and

atas

dalam

4. Melakukan

5.

Conducting review on risk assessment conducted by

Board of Directors.

Melakukan Penelaahan atas informasi risiko dan

6.

Performing Study on the Company’s risk information

manajemen risiko Perseroan dalam laporan-laporan

and risk management in reports to be published,

yang akan dipublikasikan, melalui proses:

through the process of:

-

-

Discussion with the management;

-

Review on draft report to be published.

Diskusi bersama dengan manajemen;

- Review atas draft dari laporan yang akan dipublikasikan. 7.

Melakukan pembahasan atas risiko-risiko penting

7.

pada unit-unit di lingkungan Perseroan, sesuai

Discussing about important risks in units within the Company’s environment, as necessary.

kebutuhan. 8.

Dalam hal Direksi menganggap perlu menggunakan

8.

In case the Board of Directors deems important to

konsultan manajemen risiko independen untuk

use independent risk management consultant to

melakukan

proses

reassess the risk management process implemented

manajemen risiko yang telah diterapkan Perseroan,

penelaahan

kembali

atas

by the Company, the duties of Business Risk and GCG

maka tugas Komite Risiko Usaha dan GCG adalah :

Committee are:

213

214


- Memberikan

masukan

tentang

kriteria

dan

-

kompetensi konsultan;

Providing input on criteria and competency of the consultant;

- Melakukan monitoring pekerjaan konsultan melalui

- Performing monitoring on the consultant’s job

Risk Management and Complience Group.

through Risk Management and Compliance Group.

Tugas-tugas yang berkaitan dengan GCG (Good Corporate

GCG (Good Corporate Government)-related duties are:

Government) : 1.

Memastikan kelengkapan kelengkapan dan validitas

1.

dari Corporate Governance Policy (CGP), Management

Governance

Policy (MP) dan Standard Operating Procedure (SOP)

(MP), and Standard Operating Procedure (SOP) in

sesuai dengan kegiatan Perseroan; 2.

usaha mengikuti ketentuan dalam CGP, MP dan SOP; Memastikan pengawasan telah dilakukan terhadap

5.

(CGP),

Management

Policy

Ensuring that management conducts business activities by adhering to the provisions in CGP, MP, and SOP;

3.

penerapan CGP, MP dan SOP; 4.

Policy

accordance with Company activities;

2. Memastikan manajemen melaksanakan kegiatan 3.

Ensuring the completeness and validity of Corporate

Ensuring that supervision has been performed on the implementation of CGP, MP, and SOP;

Mengevaluasi kebijakan tentang GCG dan Standar

4.

Evaluating policy on GCG and Ethical Standard as well

Etika serta tindak lanjut hasil assessment yang

as follow-up of result of assessment conducted by

dilakukan oleh Eksternal Konsultan.

External Consultant.

Melakukan penyelidikan dan verifikasi berdasarkan hasil

temuan

di

lapangan

berkaitan

5.

dengan

Performing investigation and verification based on findings on field related to breach of ethics and GCG

pelanggaran etika dan pelanggaran praktek GCG yang

practice occurring in the Company.

terjadi di Perseroan. 6. Mengevaluasi

dan

melakukan

penyempurnaan

6.

Evaluating and enhancing guidelines related to GCG

terhadap pedoman-pedoman yang berkaitan dengan

implementation at least once a year or adjusted to the

pelaksanaan GCG sekurang-kurangnya 1 (satu) tahun

Company’s requirement.

sekali atau disesuaikan dengan kebutuhan Perseroan. 7.

Memberikan nasehat, masukan, dan rekomendasi

7.

kepada Direksi mengenai standar-standar praktek

to the Board of Directors on best practice standard of

terbaik penerapan GCG di Perseroan. 8. Membantu

Direksi

dalam

Providing advice, input, and making recommendation GCG implementation at the Company.

merencanakan,

8.

Assisting the Board of Directors in continuously

melaksanakan, mengevaluasi dan mengembangkan

planning, implementing, evaluating, and developing

secara berkesinambungan penerapan Etika Kerja

the implementation of Work & Business Ethics and

& Bisnis dan praktek GCG di seluruh wilayah kerja

GCG practice in all Company working territories.

Perseroan. 9. Membantu

tugas

Direksi

dalam

pembinaan

9.

Assisting in the Board of Directors’ duty in the

dan pengawasan efektifitas penerapan praktik

development and supervision of effectiveness of

GCG di Perseroan sebagai upaya meningkatkan

implementation of GCG practice in the Company as

nilai Pemegang Saham, termasuk sosialisasi dan

an effort of increasing Shareholders’ value, including

internalisasi.

dissemination and internalization.

10. Melakukan evaluasi terhadap efektivitas penerapan

10. Performing evaluation on the effectiveness of GCG

GCG oleh Organ Utama dan Organ Pendukung dan

implementation by Main Organ and Supporting

memberikan masukan penyempurnaan serta upaya-

Organ as well as providing input for enhancement and

upaya pemantapannya.

its steadying efforts.






JUMLAH, KOMPOSISI DAN KRITERIA KOMITE RISIKO


NUMBER, COMPOSITION, AND CRITERIA

USAHA DAN GCG Sampai dengan 31 Desember 2013, susunan anggota

As of December 31, 2013, the composition of Business Risk

Komite Risiko Usaha dan GCG berjumlah 3 (tiga) orang yang

and GCG Committee members consists of 3 (three) persons,

terdiri dari:

including:

a. Seorang dari pihak independen yang memiliki keahlian

a. One person from the independent party with expertise

di bidang keuangan manajemen risiko;

in the field of finance and risk management;

b. Seorang dari pihak independen yang memiliki keahlian di bidang anajemen dan GCG.

Nama Name

Jabatan Position

b. One person from the independent party with expertise in the field of management and GCG.

Diangkat Sejak Appointed on

Jabatan Lain diluar Perseroan Other Position outside the Company

Assisten Deputi Bidang Usaha Industri Primer Kementerian B. Didik Prasetyo

Ketua

11 November 2013

negara BUMN Assistant Deputy for Primary Industrial Sector of the State Ministry of State-Owned Enterprises

Joko Subayo

Anggota

25 Pebruari 2013

Fahrul Ismaeni

Anggota

28 Juni 2013

-

Dosen pada Fakultas Ekonomi Universitas Indonesia Lecturer at the Faculty of Economics of University of Indonesia

Anggota Komite Risiko Usaha dan GCG dapat berhenti atau

A member of Business Risk and GCG Committee may quit or

diberhentikan meskipun jabatannya belum berakhir apabila

be terminated although his/her tenure has not ended if the

yang bersangkutan (1) mengundurkan diri, (2) kehilangan

person concerned (1) resigns, (2) loses his/her citizenship, (3)

kewarganegaraan, (3) meninggal dunia, (4) melakukan

has passed away, (4) commits an action which has adverse

sesuatu yang bersifat merugikan Perseroan, (5) melanggar

impact on the Company, (5) breaches or does not qualify the

atau tidak memenuhi persyaratan sebagai anggota Komite

requirement to become a member of Business Risk and GCG

Risiko Usaha dan GCG.

Committee.

Seluruh anggota Komite Risiko Usaha dan GCG telah

All members of Business Risk and GCG Committee have

memenuhi persyaratan kemampuan dan kepatutan. Selain

fulfilled fit and proper requirement. In addition, they have

itu, bahwa anggota Komite Risiko Usaha dan GCG wajib

passed requirement that a member of Business Risk and

memiliki integritas, akhlak dan moral yang baik, serta

GCG Committee must have good integrity, character, and

memiliki pengetahuan dan mengetahui di bidang ekonomi,

morality, as well as have knowledge and is knowledgeable

keuangan, dan/atau memiliki pengalaman kerja di bidang

in the fields of economic and finance, and/or have work

manajemen risiko, GCG, peraturan perundang-undangan di

experience in the fields of risk management, GCG, legal laws

bidang hukum, dan peraturan perundang-undangan terkait

and regulations, and other relevant laws and regulations.

lainnya.

215

216


KOMPETENSI DAN KEAHLIAN ANGGOTA KOMITE RISIKO

COMPETENCY AND EXPERTISE OF MEMBERS OF

USAHA DAN GCG


Seluruh anggota Komite Risiko Usaha dan GCG memiliki

All members of Business Risk and GCG Committee have

integritas, kompetensi dan reputasi keuangan yang baik.

good integrity, competency and financial reputation.

B. Didik Prasetyo Profil dapat dilihat pada bagian Profil Dewan Komisaris He was born in Klaten on December 19, 1956.

Joko Subayo Lahir di Klaten pada 19 Desember 1956. Memperoleh gelar Sarjana Hukum dari Universitas Islam Indonesia (2001) dan Master Manajemen dari Universitas Mercu Buana (2002). Pernah menjabat sebagai Kepala Seksi Pengaturan dan OTL PT Angkasa Pura I (1993-2008), Pengawas Bidang PUM SPI PT Angkasa Pura I (1993- 2012). He obtained his Bachelor of Law degree from Indonesian Islamic University (2001) and Master of Management degree from Mercu Buana University (2002). He held the position of Administration, Organization and Governance Section Head at PT Angkasa Pura I (1993-2008), Supervisor of General Administration of Internal Supervision Unit at PT Angkasa Pura I (1993- 2012). Fahrul Ismaeni Lahir di surabaya pada 22 Mei 1980. Memperoleh gelar Sarjana Ekonomi dari Universitas Indonesia (2003) dan Magister Hukum dari Universitas Indonesia (2006). Bekerja sebagai dosen dari Universitas Indonesia (2003-sekarang), Deputy of Plantation, Rofestery and Agro Business pada PT Agape Bumi Mandiri dan PT Agro Wahana Bumi (2009-sekarang). Pelatihan yang diikuti diantaranya Business Risk Management, Merger and Acquisition, PKPA, dan lain lain. He was born in Surabaya on May 22, 1980. He obtained Bachelor of Economics degree from the University of Indonesia (2003) and Master of Law degree from the University of Indonesia (2006). He works as lecturer at the University of Indonesia (2003-currently), Deputy of Plantation, Forestry and Agribusiness at PT Agape Bumi Mandiri and PT Agro Wahana Bumi (2009-currently). The trainings he attended are, among other things, Business Risk Management, Merger and Acquisition, Special Education for Advocate Profession, etc.







INDEPENDENSI KOMITE RISIKO USAHA DAN GCG

BUSINESS RISK AND GCG COMMITTEE’S INDEPENDENCE

Ketentuan rangkap jabatan Anggota Komite Risiko Usaha

The provisions on multiple positions of Members of Business

dan GCG sebagai berikut.

Risk and GCG Committee are as follows: a. Chairperson of Business Risk and GCG Committee may not concurrently hold the position of chairperson in another Committee; b. Member of Business Risk and GCG Committee may not concurrently hold the position of member in another Committee.

a. Ketua Komite Risiko Usaha dan GCG tidak merangkap sebagai ketua pada Komite lain; b.

Anggota Komite Risiko Usaha dan GCG tidak merangkap jabatan sebagai anggota pada Komite lainnya.

Aspek independensi Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi.

B. Didik Prasetyo

Joko Subayo

Fahrul Ismaeni

Tidak | No

Tidak | No

Tidak | No

Tidak | No

Tidak | No

Tidak | No k

Independence aspect Have no financial relationship with the Board of Commissioners and Board of Directors.

Tidak memiliki hubungan kepengurusan

Have no management relationship with

di Perseroan, Anak Perseroan, maupun Perseroan afiliasi. Tidak memiliki hubungan kepemilikan saham di Perseroan.

Tidak | No

Tidak | No

Tidak | No

Tidak | No

Tidak | No

Tidak | No

Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau sesama anggota Komite Risiko Usaha dan GCG.

the Company, Subsidiaries, or affiliated Companies. Have no shareholding relationship with the Company. Have no family relationship with the Board of Commissioners, Board of Directors, and/ or fellow members of Business Risk and GCG Committee. Does not hold the position of member of

Tidak menjabat sebagai pengurus partai

Tidak | No

politik dan pejabat pemerintah daerah.

Tidak | No

Tidak | No

management board of a political party or regional government official.

HUBUNGAN KELUARGA DAN KEUANGAN, KEPENGURUSAN DAN KEPEMILIKAN SAHAM KOMITE

BUSINESS RISK AND GCG COMMITTEE’S FAMILY RELATIONSHIP AND FINANCIAL, MANAGEMENT, AND

RISIKO USAHA DAN GCG PADA PERSEROAN LAIN

SHAREHOLDING RELATIONSHIP WITH OTHER COMPANY

Selama 2013, seluruh anggota Komite Risiko Usaha dan

In 2013, all members of the Company’s Business Risk and

GCG Perseroan tidak memiliki hubungan kepengurusan dan

GCG has no management and shareholding relationship

kepemilikan saham di Perseroan lain.

with other company.

Hubungan keluarga dan keuangan antara anggota Komite

Family and financial relationship of members of Business Risk

Risiko Usaha dan GCG sebagai berikut.

and GCG Committee is as follows:

Hubungan Keluarga Dengan Family Relationship with Nama Name

KOMITE YANG LAIN Other Committee

Ya -

Tdk V

Joko Subayo

-

Fahrul Ismaeni

-

B. Didik Prasetyo

DEWAN KOMISARIS

DIREKSI

Board of Directors

Ya -

Tdk V

V

-

V

-



Ya

KOMITE YANG LAIN Other Committee

DIREKSI

Board of Directors

PEMEGANG SAHAM Share-holders

-

Tdk V

Ya -

Tdk V

Ya -

Tdk V

Ya -

Tdk V

V

-

V

-

V

-

V

-

V

V

-

V

-

V

-

V

-

V

217

218


Berikut ini hubungan kepengurusan dan kepemilikan saham

The management and shareholding relationship with other

pada Perseroan lain oleh Komite Risiko Usaha dan GCG

Company by Business Risk and GCG Committee for the 2013

periode 2013.

period is as follows.

Nama Name

Kepengurusan dan Kepemilikan Saham pada Perseroan Lain Hubungan Keuangan Dengan Management and Shareholding with Other Company SEBAGAI ANGGOTA KOMITE As Committee Member

SEBAGAI ANGGOTA DIREKSI As Member of Board of Directors

SEBAGAI DEWAN KOMISARIS As Member of Board of Commissioners

Ya

Tdk

Ya

Tdk

Ya

Tdk

B. Didik Prasetyo

-

V

-

V

-

V

Joko Subayo

-

V

-

V

-

V

Fahrul Ismaeni

-

V

-

V

-

V

RAPAT KOMITE RISIKO USAHA DAN GCG

BUSINESS RISK AND GCG COMMITTEE MEETINGS

Sesuai dengan Charter Komite, Rapat Komite Risiko Usaha

In accordance with the Committee’s Charter, Business Risk

dan GCG

diadakan sekurang-kurangnya 12 kali dalam

and GCG Committee Meetings are conducted at least 12

setahun. Keputusan Rapat Komite Risiko Usaha dan GCG

times in a year. Decision of Business Risk and GCG Committee

diambil berdasarkan musyawarah untuk mufakat. Dalam

Meetings are made based on consultation for consensus. In

hal keputusan musyawarah mufakat tidak tercapai, maka

the event that decision based on consultation for consensus

keputusan diambil berdasarkan pemungutan suara setuju

fails to be achieved, decision will be made based on the

terbanyak. Apabila suara setuju dan tidak setuju berimbang,

most votes. If agreeing and disagreeing votes turn out to be

maka usulan dianggap ditolak.

balanced, the proposal is considered rejected. dapat juga mengambil

Business Risk and GCG Committee may also made valid,

keputusan yang sah dan mengikat tanpa mengadakan

binding decision without holding a meeting, provided that

rapat, dengan ketentuan bahwa seluruh anggota Komite

all members of Business Risk and GCG Committee have

Risiko Usaha dan GCG telah memberikan persetujuan atas

granted approval on the proposal which is submitted in

usul yang diajukan secara tertulis, serta menandatangani

writing, and have signed the approval. The decision made

persetujuan tersebut. Keputusan yang diambil mempunyai

has the same force as decisions made in a formal meeting.

kekuatan yang sama dengan keputusan melalui rapat formal.

Business Risk and GCG Committee Meetings in 2013 are as

Rapat Komite Risiko Usaha dan GCG tahun 2013 sebagai

follows:

Komite Risiko Usaha dan GCG

berikut. Table of Business Risk and GCG Committee Meetings in 2013

Tabel Rapat Komite Risiko Usaha dan GCG Tahun 2013 Tanggal Rapat

B. Didik Prasetyo

Joko Subayo

Fahrul Ismaeni

Januari | January

v

v

v

Februari | February

v

v

v

Maret | March

v

v

v

April | April

v

v

v

Mei | May

v

v

v

Juni | June

v

v

v

Juli| July

v

v

v

Agustus | August

v

v

v




Tanggal Rapat




B. Didik Prasetyo

Joko Subayo

Fahrul Ismaeni

September | September

v

v

v

Oktober | October

v

v

v

November | November

v

v

v

Desember | December

v

v

v

Keputusan yang diambil dalam rapat Komite Risiko Usaha

Decisions made during Business Risk and GCG Committee

dan GCG telah dicatat dan didokumentasikan dengan baik

meetings have been recorded and documented properly

dalam risalah rapat Komite Risiko Usaha dan GCG. Risalah

in minutes of Business Risk and GCG Committee’ meetings.

rapat ditandangani oleh ketua rapat dan didistribusikan

The minutes of meetings are signed by chairperson of the

kepada semua anggota Komite Risiko Usaha dan GCG

meetings and distributed to all members of Business Risk

yang menghadiri rapat maupun tidak. Perbedaan

and GCG Committee, whether or not they attended the

pendapat (disenting opinion) yang terjadi dalam rapat akan

meetings. Dissenting opinion occurring during the meetings

dicantumkan dalam risalah rapat disertai alasan mengenai

will be included in the minutes of meetings along with the

perbedaan pendapat.

reason for such dissenting opinion.

LAPORAN KERJA KOMITE RISIKO USAHA DAN GCG

BUSINESS RISK AND GCG COMMITTEE’S WORK REPORT

Selama tahun 2013, Komite Pengembangan Usaha dan GCG

In 2013, the Business Risk and GCG Committee has been

telah secara aktif memberikan masukan penyempurnaan

actively providing input for enhancement related to the

terkait dengan aspek manajemen risiko dan GCG Perseroan

aspect of Company’s risk management and GCG which

antara lain meliputi:

include, among other things:

1.

Laporan Realisasi Program Kerja triwulan I

1.

Work Program Realization Report for the 1st quarter

2.

Permohonan persetujuan penyesuaian Honorarium

2.

Request for approval of the Committee’s Honorarium adjustment

Komite 3.

Laporan Triwulanan kegiatan Komite Risiko Usaha dan

3.

activities for the 1st quarter of 2013

GCG TW I tahun 2013 4.


4.


5.

Laporan Triwulanan kegiatan Komite Risiko Usaha dan GCG TW IV tahun 2013

Quarterly Report on Business Risk and GCG Committee activities for the 3rd quarter of 2013

GCG TW III tahun 2013 6.

Quarterly Report on Business Risk and GCG Committee activities for the 2nd quarter of 2013

GCG TW II tahun 2013 5.

Quarterly Report on Business Risk and GCG Committee

6.

Quarterly Report on Business Risk and GCG Committee activities for the 4th quarter of 2013

PENILAIAN KINERJA KOMITE RISIKO USAHA DAN GCG

PERFORMANCE ASSESSMENT OF BUSINESS RISK AND

TAHUN 2013

GCG COMMITTEE IN 2013

Penilaian kinerja Komite Risiko Usaha dan GCG dilakukan baik

Performance assessment of Business Risk and GCG

secara kelompok maupun individu oleh Dewan Komisaris

Committee is conducted both as a group and individually by

dan melalui assesment GCG oleh pihak independen.

the Board of Commissioners and through GCG assessment

Indikator penilaian kinerja Komite Risiko Usaha dan GCG

by an independent party. Performance assessment indicator

pada 2013 adalah terkait dengan pelaksanaaan tugas dan

of Business Risk and GCG Committee in 2013 is related to the

tanggung jawab Komite Risiko Usaha dan GCG dalam

implementation of duties and responsibility of Business Risk

membantu Dewan Komisaris memberikan saran/masukan

and GCG Committee in assisting the Board of Commissioners

dan rekomendasi dalam rangka pengawasan Perseroan

in making suggestion/input and recommendation in the

sesuai dengan Pedoman dan Tata Tertib Tertib Kerja Komite

context of the Company’s supervision in accordance with

Risiko Usaha dan GCG.

Working Guidelines and Rules of Order of Business Risk and GCG Committee.

219

220


KOMITE NOMINASI DAN REMUNERASI Komite

Nominasi

dan

organ Perseroan yang

Remunerasi

NOMINATION AND REMUNERATION COMMITTEE merupakan

Nomination and Remuneration Committee is the Company’s

membantu Dewan Komisaris

organ which assists the Board of Commissioners in

dalam menetapkan kriteria pemilihan calon anggota

stipulating criteria for selecting candidate members of

Dewan Komisaris dan Direksi serta sistem remunerasi,

Board of Commissioners and Board of Directors as well as

mempersiapkan calon anggota Dewan Komisaris dan

the remuneration system, preparing candidate members

Direksi, serta mengusulkan besaran remunerasi.

of Board of Commissioners and Board of Directors, and

Sampai dengan 2013, Perseroan tidak memiliki Komite

proposing remuneration amount. Up to 2013, the Company

Nominasi dan Remunerasi sehingga tidak dapat memberikan

did not have a Nomination and Remuneration Committee so

informasi mengenai:

that it cannot provide information on:

1. Nama, jabatan, dan riwayat hidup singkat anggota

1. Name, position, and brief curriculum vitae of members

Komite Nominasi dan/atau Remunerasi; 2. Independensi anggota Komite Nominasi dan/atau

of Nomination and/or Remuneration Committee; 2. Independence of members of Nomination and/or

Remunerasi; 3.

Uraian tugas dan tanggung jawab;

4. Uraian pelaksanaan kegiatan Komite Nominasi dan/ atau Remunerasi; dan 5. Frekuensi pertemuan dan tingkat kehadiran Komite Nominasi dan/atau Remunerasi.

Remuneration Committee; 3.

Description of duties and responsibility;

4. Description of activity implementation of Nomination and/or Remuneration Committee; and 5. Frequency of meetings and attendance level of Nomination and/or Remuneration Committee.

Pelaksana Fungsi Komite Nominasi dan Remunerasi Perseroan

The executing party of the Functions of Nomination and

melekat pada Dewan Komisaris, yaitu menjalankan tugas

Remuneration Committee at the Company is embedded in

pengawasan terhadap Perseroan, memastikan bahwa

the Board of Commissioners, namely performing supervisory

sistem/kebijakan nominasi dan remunerasi Perseroan telah

duty on the Company, ensuring that the Company’s

disusun dan dilaksanakan berdasarkan asas keadilan dan

nomination and remuneration system/policy has been

transparansi, serta patuh kepada peraturan perundang-

arranged and implemented based on the principles of

undangan yang berlaku.

justice and transparency, as well as in compliance with the applicable laws and regulations.

SEKRETARIS DEWAN KOMISARIS

SECRETARY TO THE BOARD OF COMMISSIONERS

Sekretaris Dewan Komisaris memegang peranan penting

Secretary to the Board of Commissioners plays an important

dalam mendukung kinerja Dewan Komisaris, tidak hanya

role in supporting the Board of Commissioners’ performance,

menjalankan fungsi administratif, namun mempunyai

because not only performing administrative function, but he

fungsi dan nilai yang strategis dalam pelaksanaan fungsi

also has strategic function and value in performing the Board

pengawasan Dewan Komisaris secara optimal.

of Commissioners’ supervisory function optimally.

PEDOMAN KERJA

WORKING GUIDELINES

Dalam melaksanakan tugasnya, Sekretaris Dewan Komisaris

In performing his duties, the Secretary to the Board of

telah dilengkapi Pedoman Kerja yang disebut dengan Job

Commissioners has been equipped with Working Guidelines

Description. Untuk Sekretaris Dewan Komisaris, lampiran

referred to as Job Description. For Secretary to the Board of

dari Surat Keputusan Dewan Komisaris Nomor: Kep 14/

Commissioners, attachment to Decision Letter of the Board

DK.AP1/2013 tentang Pemberhentian dan Pengangkatan

of Commissioners Number: Kep 14/DK.AP1/2013 concerning

Sekretaris Dewan Komisaris Perusahaan Perseroan (Persero)

Termination and Appointment of Secretary to the Board of

PT Angkasa Pura I. Pedoman kerja Sekretaris Dewan Komisaris

Commissioners for PT Angkasa Pura I State-Owned Limited

antara lain mengatur tugas dalam membantu kelancaran

Liabilities Company. Working guidelines for the Secretary to

tugas Dewan Komisaris melaksanakan pengawasan.

the Board of Commissioners, among other things, regulates







Pedoman kerja Sekretaris Dewan Komisaris direview minimal

Working guidelines for the Secretary to the Board of

1 (satu) tahun sekali untuk memastikan bahwa cakupan

Commissioners is reviewed at least once a year for ensuring

pedoman tersebut selalu sejalan dengan kebutuhan.

that the coverage of the guidelines is always in line with the requirement.

TUGAS DAN TANGGUNG JAWAB JAWAB SEKRETARIS

DUTIES AND RESPONSIBILITY

DEWAN KOMISARIS

Secretary to the Board of Commissioners has the

Sekretaris Dewan Komisaris mempunyai fungsi pokok

main functions of providing support to the Board of

untuk memberikan dukungan kepada Dewan Komisaris

Commissioners in order to smoothen the performance

guna memperlancar tugas -tugas Dewan Komisaris dan

of Board of Commissioners’ duties and serving as liaison

sebagai penghubung antara Dewan Komisaris dengan

between the Board of Commissioners and management,

manajemen, serta bertanggung jawab untuk menyediakan

as well as being responsible for providing and submitting

dan menyampaikan informasi yang penting tentang Rapat

important information on the Board of Commissioners

Dewan Komisaris kepada Manajemen Perseroan.

Meetings to the Company’s Management.

PROFIL SEKRETARIS DEWAN KOMISARIS

PROFILE OF SECRETARY TO THE BOARD OF COMMISSIONERS

Sekretaris Dewan Komisaris mengemban misi untuk

Secretary to the Board of Commissioners carries out the

mendukung kelancaran administrasi atas pelaksanaan

mission of supporting administrative smoothness of

fungsi pengawasan dan penasehatan yang dilakukan oleh

the implementation of supervisory and advisory duties

Dewan Komisaris. Pengangkatan Sekretaris Dewan Komisaris

performed by the Board of Commissioners. Appointment

berdasarkan Surat Keputusan Dewan Komisaris

of Secretary to the Board of Commissioners is based on

Nomor : KEP. 14/DK.AP.I/2013 tanggal 25 Nopember 2013

Decision Letter Board of Commissioners Number: KEP. 14/ DK.AP.I/2013 dated November 25, 2013

Berikut profil ringkas Sekretaris Dewan Komisaris.

The following is a brief profile of the Secretary to the Board of Commissioners:

Faturohman Lahir di Tanggerang tanggal 26 Juni 1976, memperoleh gelar sarjana ekonomi Universitas Indoneisa pada tahun 2001. Pernah bekerja sebagai Sekretarsi Dewan Komisaris PT Kertas Kraft Aceh 2002-2007, Sekretaris Dewan Komisaris PT Perkebunan Nusantara V 2008-2012, Sekretaris Dewan Komisaris PT Pupuk Kaltim 2012. Pelatihan yang diikuti : Dalam struktur organisasi, Sekretaris Dewan Komisaris bertanggung jawab langsung kepada Dewan Komisaris.

Diklat kepemimpinan Lan(2012), Workshop Negotiation Skill businnes, prasetya mulya (2011)

In the organizational structure, the Secretary to the Board of Commissioners reports directly to the Board of Commissioners.

Secretary to the Board of Commissioners of PT Perkebunan Nusantara V in 2008-2012, Secretary

dan lain lain. He was born in Tangerang on June 26, 1976 and obtained bachelor of economics degree from the University of Indonesia in 2001. He worked as Secretary to the Board of Commissioners of PT Kertas Kraft Aceh in 2002-2007, to the Board of Commissioners of PT Pupuk Kaltim in 2012. Trainings attended: Leadership education and training at the State Administration Agency (2012), Workshop on Business Negotiation Skill at Prasetya Mulya (2011), etc.

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KEGIATAN SEKRETARIS DEWAN KOMISARIS

ACTIVITIES OF THE SECRETARY TO THE BOARD OF COMMISSIONERS

Kegiatan Sekretaris Dewan Komisaris meliputi: a. Menyediakan informasi untuk kebutuhan Dewan Komisaris dalam rangka pengambilan keputusan; b. Mempersiapkan bahan–bahan yang diperlukan berkaitan dengan laporan–laporan rutin Direksi dalam mengelola Perseroan, seperti Laporan Bulanan, Laporan Triwulanan, dan sebagainya; c. Mempersiapkan rapat–rapat dalam lingkungan Dewan Komisaris, baik yang bersifat rutin maupun non rutin, dengan berbagai pihak; d. Membuat risalah rapat atas rapat-rapat, rutin maupun non rutin, Dewan Komisaris dan menyampaikan kepada pihak–pihak yang berkepentingan; e. Melaksanakan dan melaporkan hasil pengawasan terhadap tugas dan tanggung jawab Direksi yang berkaitan dengan operasional Perseroan apakah sudah sesuai dengan RKAP yang telah ditentukan; f. Melaksanakan dan melaporkan hasil pengawasan terhadap tugas dan tanggung jawab Direksi yang berkaitan dengan ketaatan terhadap ketentuan, baik ketentuan intern (hasil RUPS, Keputusan Komisaris, Keputusan Direksi) maupun ketentuan ekstern, serta perundang-undangan lain yang berlaku; g. Melaksanakan dan melaporkan hasil pengawasan terhadap tugas dan tanggung jawab Direksi yang berkaitan dengan pelaksanaan Good Coorporate Governance (GCG) di Perseroan; h. Melaporkan kepada Dewan Komisaris hasil pengawasan terhadap tugas dan tanggung jawab Direksi yang berkaitan dengan masalah-masalah yang timbul yang dapat mengganggu perkembangan atau kelangsungan hidup Perseroan; i. Menyusun laporan semesteran Dewan Komisaris terhadap pengawasan pelaksanaan RKAP; j. Menyusun laporan tahunan Dewan Komisaris terhadap pelaksanaan RKAP; k. Melakukan analisa dan rekomendasi kepada Dewan Komisaris atas pengajuan permohonan persetujuan pengadaan investasi yang melebihi kewenangan Direksi; l. Melakukan analisa dan rekomendasi kepada Dewan Komisaris atas pengajuan permohonan Direksi yang menyangkut realisasi biaya di atas kewenangan Direksi; m. Melakukan analisa dan pengamatan tentang suratsurat keputusan, baik dari intern maupun ekstern, yang

Activities of the Secretary to the Board of Commissioners consist of:

terkait dengan pengaturan operasional Perseroan.

a.

Providing information required by the Board of Commissioners in the context of decision making; b. Preparing materials necessary related to the Board of Directors’ routine reports in managing the Company, such as Monthly Reports, Quarterly Reports, etc.; c. Preparing meetings in the environment of Board of Commissioners, both routine and non-routine, with various parties; d. Preparing minutes of meetings, routine or non-routine, of the Board of Commissioners and delivering them to interested parties; e. Performing and reporting the result of supervision on the duties and responsibility of the Board of Directors relating to Company operations, whether or not it has been in accordance with the specified Company Work Plan and Budget; f. Performing and reporting the result of supervision on the duties and responsibility of the Board of Directors relating to compliance with provisions, either internal provisions (GSM result, Board of Commissioners’ Decision, Board of Directors’ Decision) or external provisions, as well as other applicable laws; g. Performing and reporting the result of supervision on the duties and responsibility of the Board of Directors relating to Good Corporate Governance (GCG) implementation at the Company; h. Reporting to the Board of Commissioners the result of supervision on the duties and responsibility of the Board of Directors relating to arising issues which may disturb the Company’s development or continuity; i. Preparing Board of Commissioners’ half-yearly report with regard to supervision on implementation of Company Work Plan and Budget; j. Preparing Board of Commissioners’ annual report with regard to implementation of Company Work Plan and Budget; k. Preparing analysis and recommendation to the Board of Commissioners on application of request for approval of procurement of investment exceeding the Board of Directors’ authority; l. Preparing analysis and recommendation to the Board of Commissioners on application of request to the Board of Directors relating to realization of costs exceeding the Board of Directors’ authority; m. Performing analysis and observation on decision letters, internal and external, relating to the Company’s operational arrangement.







DIREKSI

BOARD OF DIRECTORS

Direksi adalah organ Perseroan yang bertanggung jawab

Board of Directors is the Company’s organ which is fully

penuh atas pengurusan Perseroan untuk kepentingan dan

responsible for the management of the Company for its

tujuan Perseroan sesuai dengan ketentuan Anggaran Dasar.

interest and objective in accordance with the provisions of the Articles of Association.

INDEPENDENSI DIREKSI

BOARD OF DIRECTORS’ INDEPENDENCE

Seluruh anggota Direksi tidak merangkap jabatan baik

All members of Board of Directors do not hold multiple

sebagai Dewan Komisaris, anggota Direksi atau Pejabat

positions, either as member of Board of Commissioners,

Eksekutif pada lembaga lain yang dilarang oleh peraturan

member of Board of Directors or Executive Officer at other

yang berlaku di Indonesia.

institution which is prohibited by the applicable regulation in Indonesia.

Seluruh Direksi bersifat independen dan tidak ada hubungan

All members of Board of Directors are independent and

keluarga sampai derajat kedua, baik menurut garis lurus

have no family relationship up to the second degree, both

maupun ke samping dan juga hubungan keuangan dengan

vertically and horizontally, and no financial relationship

Pemegang Saham Pengendali, sesama anggota Direksi, dan

either with Controlling Shareholders, fellow members of

anggota Dewan Komisaris.

Board of Directors, and members of Board of Commissioners.

PEDOMAN DAN TATA TERTIB KERJA DIREKSI

WORKING GUIDELINES AND RULES OF ORDER OF THE

Direksi memiliki pedoman dan tata tertib menjalankan

BOARD OF DIRECTORS

pekerjaan

dengan

The Board of Directors has guidelines and rules of order

perkembangan dan ketentuan yang berlaku sebagaimana

for performing their job, which is always adjusted to the

diatur

dalam Peraturan Menteri BUMN Nomor: PER-01.

development and applicable provisions as regulated in

MBU/2011 tentang Penerapan Tata Kelola Perusahaan yang

Regulation of Minister of State-Owned Enterprises Number:

Baik (Good Corporate Governance) pada Badan Usaha Milik

PER-01.MBU/2011 concerning Good Corporate Governance

Negara, Peraturan Menteri BUMN Nomor: PER-09.MBU/2012

Implementation at State-Owned Enterprises, Regulation

tanggal 6 Juli 2012 tentang Perubahan Atas Peraturan Menteri

of Minister of State-Owned Enterprises Number: PER-09.

BUMN Nomor: PER-01/MBU/2011 tentang Penerapan Tata

MBU/2012 dated July 6, 2012 concerning Amendment to



Pada Badan Usaha Milik Negara dan Program Kerja Direksi

PER-01/MBU/2011 concerning Good Corporate Governance

Tahun 2013.

Implementation at State-Owned Enterprises and Work

yang

senantiasa

menyesuaikan

Program of the Board of Directors for 2013. Job Manual Direksi telah dikaji secara berkala dan masih

The Board of Directors’ Job Manual has been periodically

dipandang relevan dengan kebutuhan Perseroan dan

assessed and is still deemed relevant with Company

perkembangan regulasi yang berlaku, sehingga belum

requirement and development of applicable regulation,

mengalami perubahan sejak tanggal ditetapkan.

so that it has not undergone any change since the date of stipulation.

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224


TUGAS DAN TANGGUNG JAWAB DIREKSI

DUTIES AND RESPONSIBILITY OF BOARD OF DIRECTORS

Dalam melaksanakan tugas, Direksi bertanggung jawab

In performing its duties, the Board of Directors reports to the

kepada Dewan Komisaris dan RUPS. Pertanggungjawaban

Board of Commissioners and GSM. The Board of Directors’

Direksi kepada Dewan Komisaris dan RUPS merupakan

accountability to the Board of Commissioners and GSM

perwujudan akuntabilitas pengawasan atas pengelolaan

is a manifestation of accountability of supervision on the

Perseroan dalam rangka pelaksanaan prinsip-prinsip GCG.

Company’s management in the context of implementation

Sejalan dengan standar tata kelola perusahaan yang baik,

of GCG principles.In line with good corporate governance

dalam rangka mendukung pelaksanaan tugasnya, Direksi

standard, in the context of supporting the performance of its

dibantu oleh organ pendukung antara lain Internal Audit,

duties, the Board of Directors is assisted by supporting organs,

Corporate Secretary , dan Manajemen Risiko, Teknologi dan

among other things: Internal Audit, Corporate Secretary, and

Informasi, dan lain sebagainya.

Risk Management, Technology and Information, etc.

Secara umum tugas dan tanggung jawab utama Direksi,

In general, the duties and responsibility of the Board of

meliputi:

Directors consist of:

a) Mengorganisasikan, melaksanakan dan mengevaluasi

a) Organizing,

kegiatan pengelolaan Perseroan yang sehat berdasarkan prinsip kehati-hatian; b) Mengorganisasikan, melaksanakan, dan mengevaluasi kegiatan pencapaian sasaran usaha Perseroan; c) Mengorganisasikan, melaksanakan dan mengevaluasi kegiatan pengelolaan aset dan liabilitas Perseroan; d) Mengorganisasikan, melaksanakan, dan mengevaluasi kegiatan pengelolaan sumber daya manusia Perseroan;

implementing,

and

evaluating

the

Company’s management activities which are healthy and based on the prudential principle; b) Organizing, implementing, and evaluating activities for achieving the Company’s business goals; c) Organizing, implementing, and evaluating Company asset and liability management activities; d) Organizing, implementing, and evaluating Company human resource management activities;

e) Mengorganisasikan, melaksanakan dan mengevaluasi

e) Organizing, implementing, and evaluating activities for

kegiatan pengelolaan hubungan baik antara Perseroan

managing the good relationship between the Company

dengan stakeholders.

and stakeholders.

Direksi melakukan segala tindakan dan perbuatan, baik

The Board of Directors takes all actions and conduct,

mengenai pengurusan maupun mengenai pemilikan

with regard to administration as well as ownership of the

aset Perseroan, sejalan dengan pembatasan-pembatasan

Company’s assets, in line with the restrictions stipulated in

yang ditetapkan dalam Anggaran Dasar Perseroan. Secara

the Company’s Articles of Association. Legally, the Board of

hukum, Direksi mewakili Perseroan, baik di dalam maupun

Directors represents the Company, both in and outside the

di luar pengadilan. Masing-masing anggota Direksi

court. Each member of the Board of Directors has duties and

mempunyai tugas dan wewenang sesuai dengan bidang

responsibility in accordance with his/her field of expertise

dan kompetensinya. Setiap Direksi dapat melaksanakan

and competency. Any member of Board of Directors

tugas dan mengambil keputusan, namun keputusan Direksi

may perform his/her duties and make decision; however,

merupakan tanggung jawab bersama.

decisions of the Board of Directors fall under collective responsibility.

Kedudukan anggota Direksi termasuk Direktur Utama adalah

The members of Board of Directors, including the President

setara. Tugas Direktur Utama sebagai primus inter pares

Director, have equal standing. The duty of President Director

adalah mengkoordinasikan kegiatan Direksi.

as primus inter pares is coordinating activities of the Board of Directors.







Tabel tugas, tanggung jawab. dan bidang masing-

The table of duties, responsibility, and field of expertise

masing Direksi sebagai berikut:

of each member of Board of Directors is as follows:

Nama

Jabatan

Tommy

Direktur

Soetomo

Utama

Tugas dan Tanggung Jawab •

Melakukan koordinasi kegiatan dan pelaksanaan tugas seluruh Direktur dalam merencanakan, mengembangkan dan menetapkan kebijakan umum Perseroan berdasarkan prinsip efisiensi, efektivitas dan sejalan dengan visi, misi dan tujuan Perseroan.

•

Mengarahkan, mengembangkan dan menetapkan strategi pengelolaan Perseroan secara menyeluruh, mengendalikan dan mengevaluasi seluruh kegiatan bisnis Perseroan, menyiapkan dan menyampaikan Rencana Jangka Panjang yang telah ditandatangani bersama dengan Dewan Komisaris kepada RUPS untuk mendapat pengesahan, menyiapkan Rencana Kerja Dan Anggaran Perusahaan yang merupakan penjabaran tahunan dari Rencana Jangka Panjang Perusahaan, serta menyampaikan Laporan Tahunan kepada RUPS untuk memperoleh pengesahan dalam waktu 6 bulan setelah tahun buku Perseroan ditutup.

•

Menyiapkan kebijakan umum satuan pengendalian internal, memperhatikan dan mengambil langkah-langkah yang diperlukan atas segala sesuatu yang dikemukakan dalam setiap laporan hasil pemeriksaan yang dibuat oleh Satuan Pengawasan Intern, memimpin kegiatan yang bersifat strategis dalam pengembangan Perseroan, serta melaksanakan tugas-tugas lain yang ditetapkan oleh RUPS.

•

Coordinating activities and performance of duties of all Directors in planning, developing, and stipulating the Company’s general policies based on the principles of efficiency, effectiveness, and in line with the Company’s vision, mission, and objective.

•

Directing, developing, and stipulating the Company’s management strategy comprehensively, controlling and evaluating all of the Company’s business activities, preparing and presenting the Long-Term Plan which have been signed together with the Board of Commissioners to GSM for ratification, preparing Company Work Plan and Budget which is a year-by-year elaboration of Company Long-Term Plan, as well as presenting Annual Report to GSM for ratification within 6 months after the closing of the Company’s fiscal year.

•

Preparing general policy of internal control unit, paying attention to and taking necessary measures on any matters brought up in any audit result report prepared by the Internal Supervision Unit, leading activities of strategic nature in the development of the Company, as well as performing other duties stipulated by GSM.

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226


Nama Gunawan Agus

Jabatan Direktur

Subrata

Tugas dan Tanggung Jawab Direksi yang membidangi keuangan dan teknologi informasi •

Merumuskan kebijakan, pembinaan, pelaksanaan dan pengendalian kegiatan Perseroan di bidang akuntansi, perbendaharaan, anggaran dan program kemitraan dan bina lingkungan, perpajakan, pengelolaan dana sesuai dengan ketentuan dan kebijakan Perseroan.

•

Merencanakan, mencari dan memastikan penyediaan dana pengembangan Perseroan sesuai dengan rencana strategis Perseroan, menyusun Rencana Jangka Panjang Perusahaan dan memastikan ketersediaan informasi yang terkait dengan keuangan untuk disampaikan kepada Dewan Komisaris.

Member of Board of Directors with expertise in finance and information technology with the duties and responsibility as follows: •

Formulating policy, development, implementation, and control of Company activities in the fields of accounting, treasury, budget and partnership and community development program, taxation, and fund management in accordance with Company provisions and policies.

•

Planning, searching for, and ensuring the provision of fund for Company development in accordance with Company strategic plan, preparing Company Long-Term Plan, and ensuring availability of financial-related information to be submitted to the Board of Commissioners.


Direktur

Direksi yang membidangi Komersial dan Pengembangan Usaha dengan tugas serta bertanggung jawab sebagai berikut : •

Merumuskan kebijakan, pembinaan, pelaksanaan dan pengendalian kegiatan Perseroan di bidang bisnis aviasi dan tarif, pemasaran, kegiatan komersial dan pengembangan usaha sesuai dengan ketentuan dan kebijakan Perseroan.

•

Menyusun perencanaan jangka panjang dan jangka pendek yang berkaitan dengan pengembangan bisnis Perseroan.

Member of Board of Directors with expertise in Commerce and Business Development with the duties and responsibility as follows: •

Formulating policy, development, implementation, and control of Company activities in the fields of aviation business and tariffs, marketing, commercial activities, and business development in accordance with Company provisions and policies.

•

Preparing long-term and short-term planning related to the Company’s business development.







Nama

Jabatan

Tugas dan Tanggung Jawab

Yushan Sayuti

Direktur

Direksi yang membidangi Operasional dengan tugas dan bertanggung jawab sebagai berikut : •

Merumuskan kebijakan, pembinaazn, pelaksanaan dan pengendalian kegiatan bisnis Perseroan di bidang operasi pelayanan lalu lintas penerbangan, serta pelayanan operasi kebandarudaraan.

Member of Board of Directors with expertise in the field of Operations with the duties and responsibility as follows: •

Formulating policy, development, implementation, and control of Company activities in the fields of flight traffic service operations and airport operations service.

Daan Achmad

Direktur

Direksi yang membidangi personalia dan umum dengan tugas serta bertanggung jawab sebagai berikut : •

Merumuskan kebijakan, pembinaan, pelaksanaan dan pengendalian kegiatan Perseroan di bidang administrasi personalia, perencanaan dan pengembangan sumber daya manusia dan organisasi, tata kerja dan umum sesuai dengan ketentuan dan kebijakan Perseroan.

•

Menyusun rencana jangka panjang dan jangka pendek yang berkaitan dengan SDM dan Umum

Member of Board of Directors with expertise in the field of personnel and general affairs with the duties and responsibility as follows: •

Formulating policy, development, implementation, and control of Company activities in the fields of personnel administration, human resource and organizational planning and development, administration, and general affairs in accordance with Company provisions and policies.

• Polana

Direktur

Preparing long-term and short-term plan related to HR and General Affairs.

Direksi yang membidangi Teknik dengan tugas dan bertanggung jawab sebagai

Banguningsih

berikut :

Pramesti

•

Merencanakan sarana dan prasarana, teknik pengawasan dan jaminan kualitas, serta sarana dan prasarana lainnya pada Perseroan sesuai dengan ketentuan dan kebijakan Perseroan.

•

Menyusun rencana jangka panjang dan jangka pendek yang berkaitan dengan ketersediaan dan kehandalan fasilitas dan peningkatan pelayanan.

Member of Board of Directors with expertise in the Technical field with the duties and responsibility as follows: •

Planning facilities and infrastructure, supervisory techniques and quality assurance, as well as other facilities and infrastructure in the Company in accordance with Company provisions and policies.

•

Preparing long-term and short-term plan related to availability and reliability of facilities and service improvement.

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JUMLAH, KOMPOSISI DAN KRITERIA Adapun

komposisi

Direksi

telah

NUMBER, COMPOSITION AND CRITERIA memenuhi

unsur

Meanwhile, composition of the Board of Directors has

keberagaman, yaitu perpaduan dari sisi independensi dan

fulfilled the element of diversity, namely a combination

keahlian. Terkait keahlian Direksi Perseroan telah dijelaskan

of the independence and expertise aspects. The expertise

pada bagian Profil Direksi dalam Laporan Tahunan ini.

of the Company’s Board of Directors Perseroan has been described in the Profile of the Board of Directors section in this Annual Report.

Berikut komposisi Direksi berdasarkan Surat Keputusan

The following is composition of the Board of Directors based

Menteri Negara BUMN Nomor: SK-208/MBU/2013 tentang

on Decree of the State Minister of State-Owned Enterprises

Pemberhentian

Number: SK-208/MBU/2013 concerning Termination and

dan

Pengangkatan

Anggota-anggota

Direksi yang berlaku efektif sejak tanggal 10 April 2013.

Appointment of Members of Board of Directors effective from April 10, 2013.

Nama Name

Tommy Soetomo

Jabatan Position

Direktur Utama President Director

Berlaku efektif Effective Date

10 April 2013

Jabatan Lain di Luar Perseroan Other Position outside the Company

-

Komisaris Utama PT Angkasa Pura Properti (Anak Gunawan Agus Subrata

Direktur Director

10 April 2013

Perusahaan PT Angkasa Pura 1) President Commissioner of PT Angkasa Pura Properti (Subsidiary of PT Angkasa Pura 1) Komisaris PT Jasa Marga Bali Tol (Perusahaan Afiliasi

Robert Daniel

Direktur

Waloni

Director

10 April 2013

PT Angkasa Pura I dengan perusahaan lainnya) President Commissioner of PT Jasa Marga Bali Tol (Affiliate of PT Angkasa Pura 1) Komisaris Utama PT Angkasa Pura Suport (Anak

Yushan Sayuti

Direktur Director

10 April 2013

Perusahaan PT Angkasa Pura 1) President Commissioner of PT Angkasa Pura Support (Subsidiary of PT Angkasa Pura 1) Komisaris Utama PT Angkasa Pura Logistik (Anak

Daan Achmad

Direktur Director

10 April 2013

Perusahaan PT Angkasa Pura 1) President Commissioner of PT Angkasa Pura Logistik (Subsidiary of PT Angkasa Pura 1)


Direktur

10 April 2013

-







Pengangkatan komposisi Direksi di atas telah memenuhi

The appointment of composition of the Board of Directors

ketentuan Fit and Proper Test sesuai perundang-undang

above has fulfilled the provision on Fit and Proper Test in

tentang Perseroan Terbatas dan ketentuan GCG. Seluruh

accordance with laws on Limited Liabilities Company and

anggota Direksi memiliki integritas, kompetensi dan

GCG provisions. All members of Board of Directors have

reputasi keuangan yang memadai. Pengangkatan dan

adequate integrity, competency, and financial reputation.

pemberhentian Direksi dilakukan melalui RUPS.

Appointment and termination of Board of Directors is conducted through GSM.

Pemberhentian dapat dilakukan apabila, anggota Direksi

Termination can be conducted if the member of Board

yang bersangkutan (1) mengundurkan diri, (2) tidak lagi

of Directors concerned (1) resigns, (2) does not fulfill the

memenuhi persyaratan perundang-undangan yang berlaku;

requirement of applicable laws anymore; (3) has passed

(3) meninggal dunia, dan (4) diberhentikan berdasarkan

away, and (4) terminated based on GSM decision by stating

keputusan RUPS dengan menyebutkan alasan-alasannya.

the reasons.

Anggota Direksi wajib memenuhi persyaratan kemampuan

Members of Board of Directors must fulfill the fit and proper

dan kepatutan. Persyaratan Umum Direksi, antara lain

requirement. General Requirements for Board of Directors,

mencakup sebagai warga negara Indonesia, sehat jasmani

among other things, include: Indonesian citizen, physically

dan rohani, cakap melakukan perbuatan hukum, dan tidak

and spiritually healthy, capable of taking legal action, and

pernah melakukan kegiatan yang merugikan Negara atau

never committed an action which has adverse impact

tindakan tercela di bidang keuangan. Persyaratan Khusus,

on the State or untoward conduct in the field of finance.

antara lain meliputi memiliki pengetahuan dan/atau

Special Requirements, among other things, include: having

pengalaman tidak termasuk dalam daftar orang-orang yang

knowledge and/or experience, not included in the list of

dilarang menjadi pengurus Perseroan, serta lulus fit and

persons prohibited to serve as the Company’s management,

proper test.

as well as passing the fit and proper test.

Adapun Persyaratan Lainnya, yaitu anggota Direksi dilarang

Meanwhile, Other Requirements are: members of Board of

saling memiliki hubungan keluarga sampai dengan derajat

Directors are prohibited to have family relationship up to

kedua dengan anggota Dewan Komisaris dan/atau sesama

the second degree with members of Board of Directors. If

anggota Direksi. Apabila hubungan keluarga sebagaimana

the family relationship as intended above happens after the

dimaksud di atas terjadi setelah pengangkatan sebagai

appointment as member of Board of Directors, then, written

anggota Direksi, maka untuk melanjutkan jabatannya

approval from GSM is necessary to continue the tenure.

diperlukan ijin tertulis dari RUPS. Calon anggota Direksi

Candidate member of Board of Directors may only serve

hanya dapat merangkap jabatan sebagai anggota Dewan

concurrently as member of Board of Commissioners, not

Komisaris, tidak termasuk rangkap jabatan anggota Direksi

including concurrent position as member Board of Directors,

dan calon anggota Direksi dilarang menjadi pengurus partai

and candidate member of Board of Directors is prohibited to

politik yang dibuktikan dengan surat pernyataan dari yang

become member of management board of a political party,

bersangkutan.

evidenced by statement from the person concerned.

Seluruh anggota Direksi memiliki integritas, kompetensi dan

All members of Board of Directors have good integrity,

reputasi keuangan yang baik. Berikut status uji kemampuan

competency, and financial reputation. The following is the fit

dan kepatutan Direksi yang menjabat pada 2013.

and proper test status of Board of Directors in 2013.

229

230


Nama

Domisili

Hasil Uji Kemampuan dan Kepatutan

Bogor, Jawa Barat Bogor, West Java

LULUS PASS

Jakarta Pusat Central Jakarta

LULUS PASS

Cibubur, Jawa Barat Cibubur, West Java

LULUS PASS

Yushan Sayuti

Jakarta Timur East Jakarta

LULUS PASS

Daan Achmad

Bekasi, Jawa Barat Bekasi, West Java

LULUS PASS

Jakarta Selatan South Jakarta

LULUS PASS

Name

Tommy Soetomo Gunawan Agus Subrata Robert Daniel Waloni


Domicile

Fit and Proper Test Result

ASSESSMENT DIREKSI TAHUN 2013

ASSESSMENT OF BOARD OF DIRECTORS IN 2013

Assessment terhadap kinerja dan efektifitas Direksi dilakukan

Assessment on performance and effectiveness of the

bersamaan dengan assessment GCG yang dilakukan oleh

Board of Directors was conducted simultaneously with

BPKP pada periode tahun 2012 sejak tanggal 20 Mei 2013

GCG assessment, which was conducted by the Finance

-19 Agustus 2013 yang dalam assessment GCG tersebut

and Development Supervisory Agency for the 2012 period

juga diukur mengenai efektifitas kinerja pengawasan Direksi.

starting from May 20, 2013 until August 19, 2013 in which the

Dari hasil assessment tersebut, penerapan GCG untuk aspek

GCG assessment also measured the effectiveness of Board of

Direksi mencapai skor 27,973 dari skor maksimum 35.

Directors’ supervisory performance. Based on the assessment result, GCG implementation for the Board of Directors aspect achieved a score of 27.973 out of the maximum score of 35.

HUBUNGAN AFILIASI DIREKSI DENGAN ANGGOTA

AFFILIATED RELATIONSHIP BETWEEN MEMBERS OF

DIREKSI LAINNYA, DEWAN KOMISARIS DAN/ATAU

BOARD OF DIRECTORS WITH OTHER MEMBERS OF

PEMEGANG SAHAM

BOARD OF DIRECTORS, MEMBERS OF BOARD OF COMMISSIONERS, AND/OR SHAREHOLDERS

Selama 2013, seluruh anggota Direksi Perseroan

tidak

In 2013, all members of the Company’s Board of Directors

memiliki hubungan afiliasi, mencakup hubungan keluarga,

Perseroan have no affiliated relationship, including family

hubungan keuangan serta kepengurusan dan kepemilikan

relationship, financial relationship, as well as management

saham di Perseroan lain dengan sesama anggota Direksi,

and shareholding in other Companies with fellow members

Dewan Komisaris dan Pemegang Saham Utama.

of Board of Directors, Board of Commissioners, and Key Shareholders.

Hubungan keluarga dan keuangan antara anggota Direksi

Family and financial relationship between members of

dengan sesama anggota Direksi dan/atau anggota Dewan

Board of Directors and fellow members of Board of Directors

Komisaris serta Pemegang Saham Perseroan periode 2013

and/or members of Board of Commissioners as well as the

sebagai berikut.

Company’s Shareholders in 2013 is as follows:




Hubungan Keluarga Dengan Family Relationship with

NAMA Name

DEWAN KOMISARIS


DIREKSI

Board of Directors



PEMEGANG SAHAM Shareholders


DEWAN KOMISARIS


DIREKSI

Board of Directors


231

Kepengurusan dan Kepemilikan Saham Pada Perseroan Lain

Management and Shareholding in Other Companies

PEMEGANG SAHAM Shareholders

SEBAGAI ANGGOTA DEWAN KOMISARIS

As Member of Board of Commissioners

SEBAGAI ANGGOTA DIREKSI

As Member of Board of Directors

SEBAGAI PEMEGANG SAHAM As Shareholder

Ya

Tdk

Ya

Tdk

Ya

Tdk

Ya

Tdk

Ya

Tdk

Ya

Tdk

Ya

Tdk

Ya

Tdk

Ya

Tdk

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

Yushan Sayuti

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

Daan Achmad

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

-

V

Tommy Soetomo Gunawan Agus Subrata Robert Daniel waloni

Didik Prasetyo Polana Banguningsih Pramesti

PROGRAM PENGEMBANGAN KOMPETENSI DIREKSI

BOARD OF DIRECTORS’ COMPETENCY DEVELOPMENT

Selama 2013, anggota Direksi telah mengikuti kegiatan

PROGRAM

pelatihan dan seminar sebagai berikut.

In 2013, members of Board of Directors have attended training and seminar activities as follows:

Nama Name

Jenis Pelatihan / Seminar Type of Training/Seminar Global Airport Indonesia

Tommy Soetomo

Forum Green Airport Indonesia and Dubai Airshow Benchmark Banglore International Airport Limited

Tempat Location 26-27 Juni 2013 di Jakarta 16-19 November 2013 di Dubai 14-17 desember 2013 di India

232


Nama Name

Jenis Pelatihan / Seminar Type of Training/Seminar International

Gunawan Agus Subrata

Airport

Review

Conference

Technology Benchmark Banglore International Airport Limited


Benchmark Banglore International Airport Limited 7th ACI Asia Pasific Human Resources Best

Yushan Sayuti

Practices Seminar ASEAN Aviation Training and Education Summit

26-27 November 2013 di Denmark 10 Januari – 7 Februari 2013 di India 10 Januari – 7 Februari 2013 di India 22 April 2013 di Thailand 22-23 Januari 2013 di Jakarta 13-14 November 2014 di Jakarta Convention

Indonesia Infrastructure Week Daan Achmad

Tempat Location

Center

Workshop Airport City and Aerotropolis Development Benchmark Banglore International Airport Limited

PENETAPAN KEBIJAKAN REMUNERASI DIREKSI

10 Januari – 7 Februari 2013 di India

DETERMINATION OF THE REMUNERATION POLICY OF DIRECTORS

PROSEDUR KEBIJAKAN REMUNERASI

REMUNERATION POLICY PROCEDURE

Kebijakan pemberian remunerasi dan fasilitas lain bagi

Policy for the provision of remuneration and other facilities

Direksi mengacu kepada keputusan dari Pemegang Saham

to the Board of Directors refers to decision of Shareholders as

sebagaimana ditetapkan dalam Rapat Umum Pemegang

stipulated in the General Shareholders Meeting.

Saham. Prosedur penetapan remunerasi Direksi mengacu pada

Procedure for stipulation of remuneration of the Board of

ketentuan yang diatur dalam Peraturan Menteri Negara

Directors refers to the provision regulated in Regulation

Badan Usaha Milik Negara Nomor: 07/MBU/2010 tanggal

of the State Minister of State-Owned Enterprises Number:

27 Desember 2010. Sedangkan, mekanisme penetapan

07/MBU/2010 dated December 27, 2010. Meanwhile,

besarnya remunerasi Direksi berdasarkan keputusan RUPS.

mechanism for stipulation of remuneration amount of the

Prosedur penetapan remunerasi dan Direksi merujuk pada

Board of Directors is based on GSM decision. Procedure for

ketentuan yang berlaku sebagaimana yang tertuang di

stipulation of remuneration of the Board of Directors refers

bagian remunerasi Dewan Komisaris

to the applicable provision as set forth in the remuneration of the Board of Commissioners section.







REMUNERASI DIREKSI

REMUNERATION OF THE BOARD OF DIRECTORS

Adapun klasifikasi remunerasi Direksi tahun 2012 dan 2013

Meanwhile, the classification of remuneration of the Board of

sebagai berikut.

Directors in 2012 and 2013 is as follows:

Komponen

2012

2013

Gaji/honor (setahun), Tunjangan Hari Raya

Komponen Salary/honorarium (per annum), Religious

(satu kali gaji/honor), Santunan Purna

Holiday Allowance (one month salary/

Jabatan (25% dari gaji/honor), Tunjangan

honorarium), Post-Employment Benefit

Pakaian, Tunjangan Cuti Tahunan (satu kali

(25% of salary/honorarium), Clothing

gaji), Tunjangan Cuti Besar (dua kali gaji),

Allowance, Annual Leave Allowance (one

Tunjangan Perumahan (30% dari gaji), Tunjangan Utilitas (30% dari Tunjangan

Rp

Rp

13.017.896.000,-

15.463.464.000,-

month salary), Sabbatical Leave Allowance (two months’ salary), Housing Allowance (30% of salary), Utilities Allowance (30%

Perumahan), Fasilitas Kesehatan (dalam

of Housing Allowance), Health Facilities

dan luar negeri tergantung kebutuhan),

(domestic and abroad depending on

dan Fasilitas Biaya Representasi.

necessity), and Representation Cost Facilities.

RAPAT DIREKSI

BOARD OF DIRECTORS’ MEETING

Rapat Direksi merupakan forum penting dalam penentuan

Board of Directors’ meeting is an important forum in

kebijakan dan keputusan untuk menjalankan usaha

determining policies and decisions in running the Company’s

Perseroan yang dipimpin oleh Direktur Utama atau Direktur

business, led by the President Director or an authorized

yang dikuasakan.

Director.

Rapat diadakan sesuai kebutuhan baik yang bersifat rapat

The meetings are held as necessary, including meetings

internal diambil berdasarkan musyawarah untuk mufakat.

of internal nature, and decisions are made based on

Dalam hal keputusan musyawarah mufakat tidak tercapai,

consultation for consensus. In the event that decision based

maka keputusan diambil berdasarkan pemungutan suara

on consultation for consensus fails to be achieved, decision

setuju terbanyak dan keputusan yang diambil harus diterima

will be made based on the most votes, and the decision

sebagai keputusan bersama (kolegial).

made shall be accepted as collective decision (collegial).

Selama 2003, Direksi telah menyelenggarakan 34 kali rapat.

In 2013, the Board of Directors has held 34 meetings. The list

Daftar kehadiran dalam rapat serta Anggota Direksi selama

of attendance in meetings by Members of Board of Directors

2013 sebagai berikut.

in 2013 is as follows:

233

234



Direksi Board of Directors Tommy Soetomo



Yushan Sayut

8 Januari 2013

Hadir

Hadir

Hadir

Hadir

January 8, 2013

Present

Present

Present

Present

15 Januari 2013

Hadir

Hadir

Hadir

Hadir

January 15, 2013

Present

Present

Present

Present

22 Januari 2013

Hadir

Had

Hadir

January 22, 2013

Present

Present ir

Present

Daan Achmad


-

-

-

-

-

-

-

-

Dinas Luar On Business Trip

29 januari 2013

Hadir

Had

Hadir

Hadir

January 22, 2013

Present

Present ir

Present

Present

12 Februari 2013

Hadir

Had

Dinas Luar

Hadir

February 12, 2013

Present

Present ir

On Business Trip

Present

19 Februari 2013

Hadir

Had

Hadir

Hadir

February 19, 2013

Present

Present ir

Present

Present

-

-

-

-





Agenda



Tempat Location

Evaluasi tindak lanjut rapat Direksi sebelumnya, implementasi ERP, RKAP 2013, HUT AP1, dan lain-lain Evaluation of follow-up on the previous Board of Directors’ meeting, ERP implementation, Company Work

Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor

Plan and Budget for 2013, Anniversary of AP1, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, persiapan RUPS, dan lain-lain

Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I

Evaluation of follow-up on the previous Board of

Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor

Directors’ meeting, GSM preparation, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, laporan hasil pertemuan dengan Paguyuban Pedagang Bandara, program kerja investasi, dan lain-lain Evaluation of follow-up on the previous Board of Directors’ meeting, report of meeting result with


Association of Airport Merchants, investment work program, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, persiapan rapat dengar pendapat dengan Komisi VI DPR RI, HUT AP 1, Airport Arrows dan lain-lain Evaluation of follow-up on the previous Board of


Directors’ meeting, preparation of hearing with


Commission VI of People’s Legislative Assembly of the Republic of Indonesia, Anniversary of AP 1, Airport Arrows, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, laporan kunjungan Bangalore, estimasi realisasi RKAP 2012, dan lain-lain Evaluation of follow-up on the previous Board of Directors’ meeting, report of visit to Bangalore,


estimation of realization of Company Work Plan and Budget for 2012, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, pemenuhan SDM keuangan, dan lain-lain


Evaluation of follow-up on the previous Board of Directors’


meeting, fulfillment of HR in finance division, etc.

235

236






Yushan Sayut

26 Februari 2013

Hadir

Had

Hadir

Hadir

February 26, 2013

Present

Present ir

Present

Present

Daan Achmad


-

-

-

-

19 Maret 2013

Hadir

Had

Hadir

Hadir

March 19, 2013

Present

Present ir

Present

Present

2 April 2013

Hadir

Hadir

Hadir

Hadir

-

-

9 April 2013

Hadir

Hadir

Hadir

Hadir

-

-

23 April 2013

Hadir

Hadir

Izin

Dinas Luar

Hadir

Dinas Luar





Agenda



Tempat Location

Evaluasi tindak lanjut rapat Direksi sebelumnya, implementasi ERP, acara HUT Kantor Pusat, Diklat Modul Kompetensi, dan lain-lain




meeting, ERP implementation, Head Offices’ Anniversary Event, Competency Module Education and Training, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, Laporan pelaksanaan pasca go live implementasi ERP, presentasi final report studi penyusunan RJPP Tahun 2013-2017, dan lainlain.




meeting, Report of post-go live implementation, ERP implementation, final report presentation of study on preparation of Company Long-Term Plan for 2013-2017, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, Marketing Forum, usulan kenaikan gaji Direksi dan Komisaris Anak Perusahaan, revisi anggaran investasi, dan lain-lain




Directors’ meeting, Marketing Forum, proposal for salary increase for Subsidiary’s Board of Directors and Board of Commissioners, revision of investment budget, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, persiapan RUPS Anak Perusahaan, persiapan presentasi Laporan Manajemen 2012 untuk pra RUPS dengan BOC Evaluation of follow-up on the previous Board of Directors’ meeting, preparation of Subsidiary’s GSM,


preparation of 2012 Management Report presentation for pre-GSM with BOC Evaluasi tindak lanjut rapat Direksi sebelumnya, dan lain-lain




Directors’ meeting, etc.

237

238






Yushan Sayut

Daan Achmad


30 April 2013

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

7 Mei 2013

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

14 Mei 2013

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

21 Mei 2013

Hadir

Hadir

Dinas Luar

Hadir

Hadir

Hadir

4 Juni 2013

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

17 Juni 2013

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

10 Juli 2013

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir





Agenda



Tempat Location

Evaluasi tindak lanjut rapat Direksi sebelumnya, penanaman pohon, rencana tempat peresmian pembangunan terminal Bali, kontrak RTT DPS, dan lainlain


Evaluation of follow-up on the previous Board


of Directors’ meeting, tree planting, Bali terminal construction inauguration location plan, RTT DPS contract, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, presentasi ERP, Service Excellent Program, dan lain-lain Evaluation of follow-up on the previous Board of Directors’ meeting, ERP presentation, Service Excellent Program, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, jadwal tender, reformasi pengadaan, Laporan Manajemen, dan lain-lain Evaluation of follow-up on the previous Board of Directors’ meeting, tender schedule, procurement reform, Management Report, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, revisi RKA 2013, OPD sebagai Komisaris APS. Evaluation of follow-up on the previous Board of Directors’ meeting, revision of Work Plan and Budget for 2013, OPD as the Commissioner of APS Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan Direktur Utama, laporan pengaktifan Bandara Selaparang, dan lain-lain Evaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directives, Selaparang Airport activation report, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan Direktur Utama, laporan PKS dengan TNI AU Evaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directives, report on Cooperation Agreement with the Indonesian National Military’s Air Force Evaluasi tindak lanjut rapat Direksi sebelumnya, laporan progres SBU Bali, keputusan rapat terhadap proses lelang, usulan reformasi penggadaan, dan lain-lain Evaluation of follow-up on the previous Board of Directors’ meeting, SBU Bali progress report, meeting’s decision on auction process, proposal for procurement reform, etc.







239

240






Yushan Sayut

Daan Achmad

23 Juli 2013

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

30 Juli 2013

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

20 Agustus 2013

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

27 Agustus

Hadir

Hadir

Hadir

Dinas Luar

Hadir

Hadir

Hadir

Hadir

Dinas Luar

Hadir

Hadir

Dinas Luar

3 September 2013






Agenda

Evaluasi tindak lanjut rapat Direksi Sebelumnya, arahan dan informasi Direktur Utama, strategi pengadaan dan paparan reformasi pengadaan, tanggapan usulan membuat kawasan ekonomi di kawasan Bandara Selaparang Evaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, procurement strategy and exposition on procurement reform, response to proposal for establishing an economic zone in Selaparang Airport Zone Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, tender, pemanfaatan hanggar Balikpapan, usulan rencana kerja pembangunan bandara di Jogjakarta, dan lain-lain Evaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, tender, utilization of Balikpapan hangar, proposal for airport construction work plan in Jogjakarta, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, laporan perubahan RKA 2013, usulan revisi RKABP DAPENRA 2013, dan lain-lain Evaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, report on amendment to Work Plan and Budget for 2013, proposal for revision of Company Work Plan and Budget Angkasa Pura I Pension Fund for 2013, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, briefing RKAP 2014, dan lain-lain Evaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, briefing on Company Work Plan and Budget for 2014, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, IIAC benchmark report, dan lainlain Evaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, IIAC benchmark report, etc.



Tempat Location






241

242






Yushan Sayut

Daan Achmad


Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

Cuti

Hadir

Hadir

Hadir

1 Oktober 2013

Hadir

Hadir

Izin

Hadir

Hadir

Hadir

29 Oktober 2013

Hadir

Hadir

Izin

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

Tidak Hadir

Hadir

Hadir

10 September 2013

17 September 2013

12

November

2013

26 November 2013





Agenda

Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, laporan progres pengembangan bandara, laporan pelaksanaaan penerbangan Haji, dan lainlain Evaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, airport development progress report, Hajj flight implementation report, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, aset LPPNPI, dan lain-lain Evaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, assets of the Indonesian Air Navigation Service Provider Institution , etc.



Tempat Location



Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, dan lain-lain




meeting, President Director’s directive and information, etc, Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, laporan progres penerapan SAP, dan lain-lain




meeting, President Director’s directive and information, SAP implementation progress report, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, laporan hasil rapat dengan LPPNPI, progres MOU dengan Lion Air, dan lain-lain




meeting, President Director’s directive and information, Company Work Plan and Budget for 2014, etc. Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, laporan hasil tender, laporan persiapan operasional Bandara Sepinggan dan T2 Bandara Juanda, laporan pelaksanaan pertemuan teknis RUPS di Bali, dan lain-lain

Ruang Rapat Palm Court 5, Four Seasons Hotel Jakarta


Palm Court 5 Meeting Room, Four Seasons Hotel Jakarta

meeting, President Director’s directive and information, tender result report, report on operational preparation of Sepinggan Airport and T2 at Juanda Airport, report of implementation of GSM technical meeting in Bali, etc.

243

244



3 Desember 2013

31 Desember 2013




Yushan Sayut

Daan Achmad

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir

Hadir


Hadir

Hadir

Keputusan yang diambil dalam rapat Direksi telah dicatat

Decisions made during Board of Directors meetings have

dan didokumentasikan dengan baik dalam risalah rapat

been recorded and documented properly in minutes of

Direksi. Risalah rapat ditandangani oleh ketua rapat dan

Board of Directors’ meetings. The minutes of meetings are

didistribusikan kepada semua anggota Direksi yang

signed by chairperson of the meetings and distributed

menghadiri rapat maupun tidak. Perbedaan pendapat

to all members of Board of Directors, whether or not they

(disenting opinion) yang terjadi

dalam rapat akan

attended the meetings. Dissenting opinion occurring during

dicantumkan dalam risalah rapat disertai alasan mengenai

the meetings will be included in the minutes of meetings

perbedaan pendapat.

along with the reason for such dissenting opinion.




Agenda




Tempat Location

Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, Usulan gedung service di Surabaya, Bridging dan tax planning Anak Perusahaan dan lain -lain




meeting, President Director’s directive and information, proposal for service building in Surabaya, Subsidiary’s bridging and tax planning, etc.

Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, skema bisnis apron Bus dan lain-lain




meeting, President Director’s directive and information, apron Bus business scheme, etc.

245

246


KEPUTUSAN-KEPUTUSAN DIREKSI TAHUN 2013

DECISIONS OF THE BOARD OF DIRECTORS IN 2013

Selama 2013, Direksi telah mengeluarkan berbagai keputusan

In 2013, the Board of Directors has issued various decisions,

sebanyak 88 keputusan yang dapat dirinci sebagai berikut:

namely 88 decisions in total, which can be detailed as follows: JUMLAH

BIDANG

Area

KEPUTUSAN

Umum

21

General

Operasi

17

Operations

Pemasaran dan Pengembangan Usaha

13

Marketing and Business Development

Keuangan dan Teknologi Informasi

6

Finance and Information Technology

Kepersonaliaan dan Umum

30

Personnel and General Affairs

Teknik

1

Technical

Selain keputusan Direksi, Perseroan juga mengeluarkan Surat

In addition to decisions of the Board of Directors, the

Keputusan Personil, Surat Perintah Direksi, Surat Edaran,

Company also issued Decision Letter of Personnel, Instruction

Instruksi dan Pengumuman dengan rincian sebagai berikut:

Letter of Board of Directors, Circular Letter, Instruction, and Announcements with the details as follows:

Jenis

JUMLAH

Type

Surat Keputusan

1785

Decision Letter

Surat Perintah Direksi

386

Instruction Letter of Board of Directors

Surat Edaran

54

Circular Letter

Instruksi

72

Instruction

Pengumuman

21

Announcement

Teknik

1

Technics

ORGAN PENDUKUNG DIREKSI

Dierctors Supporting Component

CORPORATE SECRETARY

CORPORATE SECRETARY

PROFIL CORPORATE SECRETARY

PROFILE OF CORPORATE SECRETARY

Corporate Secretary mengemban misi untuk mendukung

Corporate Secretary carries out the mission of supporting

terciptanya citra Perseroan yang baik secara konsisten

the creation of good Company image consistently

dan berkesinambungan melalui pengelolaan program

and continuously through management of effective

komunikasi yang efektif kepada segenap pemangku

communication program to all stakeholders. Appointment

kepentingan. berdasarkan KP.07.03/2013.

Pengangkatan Surat

Keputusan

Corporate

Secretary

of Corporate Secretary is based on Decision Letter Number:

Nomer

:SKEP.206/

SKEP.206/KP.07.03/2013.




Berikut profil ringkas Corporate Secretary.




The following is brief profile of the Corporate Secretary:

Farid Indra Nugraha Lahir di Balikpapan tanggal 12 Maret 1970 Merupakan Sarjana Hukum Perdata dari Sekolah tinggi Hukum (STH), Bandung (1993), serta Master Ilmu Hukum dari Universitas Airlangga Surabaya (2004). Menjabat sebagai Corporate Secretary

sejak 2013. Sebelumnya pernah menjabat sebagai

Manager Personalia dan Umum Bandara Juanda, Surabaya (2008), Kepala Biro Hukum (2013). Mengikuti pelatihan-pelatihan antara lain: Diklat

Kebandarudaraan Batch IV

ke Incheon

International Airport, Forum Green Airport Indonesia and Dubai Airshow dan lain-lain. He was born Balikpapan on March 12, 1970. He graduated as Bachelor of Civil Law from the Law Academy (STH), Bandung (1993), and Master of Law from Airlangga University Surabaya (2004). He holds the position of Corporate Secretary since 2013. Previously, he held the position of Personnel and General Affairs Manager (2008) and Head of Legal Bureau (2013). Trainings attended are, among other things: Airport Management Education and Training Batch IV at Incheon International Airport, Indonesian Green Forum and Dubai Airshow, etc.

STRUKTUR ORGANISASI CORPORATE SECRETARY ORGANIZATIONAL STRUCTURE OF CORPORATE SECRETARY

Corporate secretary

Corporate Administrations Dept. Head

Corporate Comunication Dept. Head

Legal Dept. Head

Corporate Administrations Officer

Corporate Comunication Officer

Legal Officer

247

248


Struktur organisasi Corporate Secretary ditetapkan dalam

The organizational structure of Corporate Secretary is

Surat Keputusan Direksi Nomor:. SKEP.206/KP.07.03/2013.

stipulated in Decision Letter of Board of Directors Number:

Dalam struktur organisasi Perseroan, Corporate Secretary

SKEP.206/KP.07.03/2013. In the organizational structure of the

bertanggung jawab langsung kepada Direktur Utama.

Company, Corporate Secretary reports directly to President

Corporate Secretary dibantu oleh Corporate Administration,

Director. Corporate Secretary is assisted by Corporate

Corporate Communication, dan Corporate Legal.

Administration, Corporate Communication, and Corporate Legal.

TUGAS DAN FUNGSI CORPORATE SECRETARY

DUTIES AND FUNCTION OF CORPORATE SECRETARY

Sesuai dengan Surat Keputusan Menteri BUMN Nomor: Kep-

In accordance with Decree of the Minister of State-Owned

117/M-MBU/2002 tanggal 31 Juli 2002 tentang Penerapan

Enterprises Number: Kep-117/M-MBU/2002 dated July

Praktik Good Corporate Governance pada Badan Usaha

31, 2002 concerning Implementation of Good Corporate

Milik Negara yang kemudian diperbaharui dengan Peraturan

Governance Practices at State-Owned Enterprises, which

Menteri Negara BUMN Nomor: PER-01/MBU/2011 tentang

was subsequently updated with Regulation of State Minister

Penerapan Tata Kelola Perusahaan yang Baik Pada BUMN,

of State-Owned Enterprises Number: PER-01/MBU/2011

uraian fungsi Corporate Secretary sebagai berikut.

concerning Implementation of Good Corporate Governance

•

Memastikan bahwa Perseroan mematuhi peraturan

at State-Owned Enterprises, description of function of

tentang persyaratan keterbukaan sejalan dengan

Corporate Secretary is as follows:

penerapan prinsip-prinsip GCG;

•

•

Jika dibutuhkan, Corporate Secretary

memberikan

on the requirement of openness in line with the

informasi yang dibutuhkan oleh Direksi dan Dewan Komisaris secara berkala dan/atau sewaktu-waktu; •

Sebagai penghubung (liaison officer);

•

Menatausahakan

serta

Ensuring that the Company complies with regulation implementation of GCG principles;

•

If necessary, Corporate Secretary provides information required by the Board of Directors and Board of

menyimpan

dokumen

Commissioners on a regular basis and/or at times;

Perseroan, termasuk tetapi tidak terbatas pada Daftar

•

Pemegang Saham, Daftar Khusus dan Risalah Rapat

•

Direksi, Rapat Dewan Komisaris dan RUPS.

Serving as liaison officer; Administering and keeping all Company documents, including but not limited to Shareholders List, Special List and Minutes of Board of Directors’ Meetings, Board of Commissioners’ Meetings, and GSM.

Fungsi dan tugas Corporate Secretary

secara internal

The function and duties of Corporate Secretary are

diatur dalam keputusan Direksi Nomor: Kep.56/OM.00/2004

internally regulated in decision of the Board of Directors

tanggal 2 Juli 2004 tentang Organisasi dan Tata Kerja PT

Number: Kep.56/OM.00/2004 dated July 2, 2004 concerning

Angkasa Pura I (Persero). Corporate Secretary

senantiasa

Organization and Governance of PT Angkasa Pura I (Persero).

melaksanakan amanah utama dalam bidang kehumasan

Corporate Secretary always carries out the main mandate in

dan hubungan antar lembaga, serta kesekretariatan Direksi.

the field of public relation and inter-organizational relation,

Selain itu, Corporate Secretary

juga secara konsisten

as well as serving as the secretariat of Board of Directors. In

mengawal korporasi dalam mencapai kontribusi dan

addition, Corporate Secretary also consistently safeguards

prestasi penting, seperti Annual Report Award, Business

the corporation in achieving important contribution and

Review (Best Corporate Communication), BUMN Award,

performance, such as Annual Report Award, Business Review

Malcolm Baldridge, Bandara Award, serta proses Harmonisasi

(Best Corporate Communication), SOE Award, Malcolm

Hubungan Industrial.

Baldridge, Airports Award, and the Harmonization of Industrial Relation process.

Fungsi lainnya dari Corporate Secretary adalah memastikan

Other function of the Corporate Secretary is ensuring that

penggunaan wewenang dan hubungan dengan pemangku

authority utilization and relationship with stakeholders is well

kepentingan (stakeholders) berjalan dengan baik untuk

established for the interest of the Company in accordance







kepentingan Perseroan sesuai dengan GCG. Corporate

with GCG. Corporate Secretary also acts as facilitator in

Secretary

decision making and as communication channel with

juga bertindak sebagai fasilitator pengambilan

keputusan dan saluran komunikasi dengan pihak yang

relevant parties.

terkait. Corporate Secretary senantiasa memperbarui informasi

Corporate Secretary always updates information on

tentang peraturan-peraturan atau regulasi yang terkait

regulations related to the Company or its industry as a basis

dengan Perseroan atau industrinya sebagai dasar acuan

of reference in performing the compliance function, and is

menjalankan fungsi kepatuhan, serta bertanggung jawab

responsible for delivering information on corporate actions

menyampaikan

transparently to interested stakeholders.

informasi

tindakan

Perseroan

secara

transparan kepada stakeholders yang berkepentingan. Corporate Secretary juga senantiasa menjalankan strategi

Corporate Secretary always implements a communication

komunikasi guna menjaga konsistensi pesan dan citra dalam

strategy as well in order to keep the consistency of message

membangun pencitraan (corporate image) Perseroan.

and image in building the corporate image.

Dalam melaksanakan fungsi dan perannya, Corporate

In performing its function and role, Corporate Secretary

Secretary

dibantu oleh tiga orang asisten yang masing-

is assisted by three assistants with expertise in the

masing membidangi Corporate Secretary Administration,

fields of Corporate Secretary Administration, Corporate

Corporate Communication, dan Legal.

Communication, and Legal, respectively.

Fungsi hubungan antar lembaga, Corporate Secretary

In the inter-organizational relation function, Corporate

membina hubungan dan komunikasi yang baik dengan

Secretary establishes good relationship and communication

instansi Pemerintah terkait, legislatif, mitra kerja, mitra usaha,

with relevant Government agencies, legislative, work

Anak Perusahaan, media, maupun segenap organisasi

partners, business partners, Subsidiaries, media, and all

yang berkaitan dengan bisnis Perseroan, dan pembinaan

organizations relevant to the Company’s b usiness, as well

hubungan industrial, serta memfasilitasi terselenggaranya

as development of industrial relations, and facilitates the

Rapat Umum Pemegang Saham, memfasilitasi dan mengatur

implementation of General Shareholders Meeting, facilitates

protokol komunikasi eksternal maupun internal, dengan

and arranges external and internal communication protocol,

tujuan agar dapat memantau pendapat umum mengenai

with the purpose to be able to monitor public opinion

segala sesuatu yang berkaitan dengan citra, kegiatan,

on all matters related to the Company’s image, activities,

reputasi, maupun kepentingan-kepentingan Perseroan.

reputation, and interests.

Fungsi hubungan masyarakat dilaksanakan melalui berbagai

The public relation function is implemented through various

kegiatan dan instrumen, seperti public expose, penyebaran

activities and instruments, such as public expose, distribution

berita pers dan konferensi pers. Dalam penyebarluasan

of media coverage, and press conference. In the distribution

informasi, Corporate Secretary

juga memanfaatkan situs

of information, Corporate Secretary also uses the Company’s

resmi Perseroan www.angkasapura1.co.id, portal BUMN di

official website www.angkasapura1.co.id, SOE portal at www.

www.bumn.co.id/angkasapura1, media internal Perseroan

bumn.co.id/angkasapura1, the Company’s media “Angkasa

“Majalah Angkasa Pura”, media cetak dan elektronik,

Pura Magazine”, printed and electronic media, participation

mengikuti pameran pembangunan maupun pameran

in development exhibition and transportation exhibition, as

transportasi, serta pembuatan laporan secara periodik.

well as preparation of reports on a regular basis. Corporate

Corporate Secretary

membuka akses komunikasi seluas-

Secretary opens the communication access as wide as

luasnya bagi pemangku kepentingan dan masyarakat

possible to stakeholders and public through electronic mail

melalui surat elektronik (e-mail) dengan alamat: humas@

(e-mail) address: [email protected].

angkasapura1.co.id.

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Bidang sekretariat Direksi antara lain mencakup: GCG,

fungsi dari Sekretariat Direksi sebagai berikut.

Its function as secretariat of the Board of Directors includes, among other things: GCG, KPI, Malcolm Baldridge, Board of Directors’ meetings and Board of Directors’ schedule. In performing the function of compliance officer, the duties of Corporate Secretary are ensuring the implementation of the Company’s Articles of Association, making clear interpretation of applications and regulations related to the Company’s activities, facilitating GCG assessment including its dissemination and implementation, as well as paying attention to, following, and ensuring that the Company has complied with the provisions of laws and regulations. Specifically, the elaboration of function of Secretariat of the Board of Directors is as follows:

a.

Kesekretariatan Direksi

a.

Dalam menjalankan fungsi kesekretariatan Direksi,

In performing the function of secretariat of the Board

Corporate Secretary

bertanggung jawab terhadap

of Directors, Corporate Secretary is responsible for the

ketersediaan informasi yang memadai mengenai

availability of adequate information on meeting’s agenda

agenda rapat, melakukan penataan kesekretariatan

and administering the secretariat of the Board of Directors

Direksi yang meliputi pengaturan kegiatan, penyiapan

which consists of activities arrangement, preparation

rapat-rapat, meeting analysis, dan pendokumentasian

of meetings, meeting analysis, and documentation of

KPI, Malcolm Baldridge, rapat Direksi dan jadwal Direksi. Dalam melaksanakan fungsi compliance officer, Corporate Secretary

memastikan telah dilaksanakannya Anggaran

Dasar Perseroan, membuat interpretasi yang jelas tentang aplikasi dan peraturan yang berhubungan dengan kegiatan Perseroan, memfasilitasi penilaian GCG termasuk sosialisasi dan implementasinya, serta memperhatikan, mengikuti, dan memastikan bahwa Perseroan telah mematuhi ketentuan peraturan perundang-undangan. Secara khusus, penjabaran

risalah rapat Direksi. b. Implementasi

Secretariat of the Board of Directors

minutes of Board of Directors’ meeting.

dan

Monitoring

Good

Corporate

b. Good Corporate Governance Implementation and

Governance

Monitoring

Dalam implementasi dan monitoring GCG, Corporate

In GCG implementation and monitoring, Corporate

Secretary

Secretary performs several activities, among other

melaksanakan beberapa kegiatan, antara

lain: •

•

things: Memastikan aktivitas Perseroan telah berjalan

•

Company

activities

have

Responsibilitas, Independensi, dan Fairness;

principles, namely Transparency, Accountability,

Melakukan fungsi pendampingan (counterpart)

Responsibility, Independence, and Fairness; •

assesment GCG; Memperbaharui kembali dokumen GCG, antara - Board Manual, Manajemen Resiko Manual, Pengendalian

Intern,

Sistem

atas

dugaan

Assessment

Team

in

- Board Manual, Risk Management Manual, Internal Control System, Internal Supervision System;

pelaporan

penyimpangan

Independent

Updating GCG documents, among other things:

Pengawasan Intern; - Mekanisme

the

performing GCG assessment; •

Sistem

Performing the function of assistance (counterpart) of

lain:

pada

BUMN

-

yang

pedoman perilaku (Code of Conduct);

Mechanism of reporting on alleged deviation at relevant SOEs, information governance and

bersangkutan, tata kelola informasi dan •

that

been conducted in accordance with GCG

Tim Penilai Independen dalam pelaksanaan •

Ensuring

sesuai prinsip GCG, yaitu Transparansi, Akuntabilitas,

Code of Conduct; •

Conducting Internal dissemination related to GCG

Melaksanakan sosialisasi Internal terkait penerapan

implementation based on Regulation of State

GCG berdasarkan Peraturan Menteri Negara BUMN

Minister of State-Owned Enterprises Number:

Nomor: PER-01/MBU/2011 tentang Penerapan Tata

PER-01/MBU/2011 concerning Good Corporate

Kelola Perusahaan yang Baik Pada BUMN kepada

Governance Implementation at SOEs to all

seluruh insan Perseroan.

members of the Company.




c.

Corporate Performance Monitoring

Corporate Secretary


c.

juga bertanggung jawab untuk



Corporate Performance Monitoring Corporate Secretary is also responsible for performing

manjalankan fungsi performance management, yaitu

performance

mengkoordinir penyusunan Kontrak Manajemen yang

coordinating the preparation of Management Contract

di dalamnya

which states the main key performance indicator as the

mencantumkan indikator kinerja kunci utama sebagai

instrument for measurement, both at the corporate

alat ukur, baik di level korporat maupun cabang-cabang

level as well as in airport branches, and coordinating

bandara,

the realization of Company management assessment

sistem

serta penilaian

mengkoordinasikan manajemen

terwujudnya

Perseroan

management

function,

namely

melalui

system through Balance Scorecard and Malcolm

Balance Scorecard dan Malcolm Baldridge Criteria for

Baldridge Criteria for Performance Excellence (MBCfPE).

Performance Excellence (MBCfPE). KEGIATAN CORPORATE SECRETARY TAHUN 2013

CORPORATE SECRETARY ACTIVITIES IN 2013

Selama 2013, Corporate Secretary telah melakukan program

In 2013, Corporate Secretary has carried out its work program,

kerja, diantaranya menyelenggarakan rapat rapat Dewan

among other things, implementing Board of Commissioners’

Komisaris dan Direksi, penyelesaian masalah-masalah

and Board of Directors’ meetings, settlement of legal issues,

hukum, kegiatan kehumasan dan hubungan antar lembaga,

public relation and inter-organizational relation activities,

melakukan sosialisasi terkait GCG, publikasi, pers, media

performing GCG-related dissemination through publication,

gathering, dan lain sebagainya. Pelaksanaan program kerja

press, media gathering, etc.

Corporate Secretary sebagai berikut.

PROGRAM KERJA

PELAKSANAAN PROGRAM KERJA

Pelaksanaan Bina Lingkungan

Pelaksanaan CSR hingga pertengahan 2013 dikelola oleh Finance Group Head cq

di lokasi Bandara terkait dengan

CSR Department Head. Setelah dilakukan restrukturisasi organisasi, maka CSR berada

tanggung jawab sosial perusahaan

dibawah kendali Head of CSR yang membawahi CSR Cooperation Department Head

(CSR).

dan Corporate Social Environment Department Head. Corporate Secretary dalam interaksi dengan lingkungan berwenang dalam hal pemberian sponsorship dan pelaksanaan kerja sama.

Memperkenalkan Perseroan melalui Corporate Secretary telah melaksanakan: wadah forum internasional (ACI dan •

Kerja sama dengan INACA terkait kegiatan Annual General Meeting;

lainnya).

•

Kerja sama eksebisi Green Airport Indonesia;

•

Kegiatan CANCO APAC Regional Program;

•

Turut serta dalam kegiatan Global Meeting Sustainable Transport;

•

Turut serta dalam ACI Membership Dues Asia Pasific Region;

•

Turut serta dalam Green Aviation Conference;

•

Memfasilitasi Rapat Koordinasi Kementerian Perhubungan dengan BIMP-EAGA (Malaysia, Thailand dan Filipina) di Solo;

•

Memfasilitasi pertemuan CASP-AP (Aviation Security) se- Asia Tenggara di Bali.

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PROGRAM KERJA


Media gathering dengan

Corporate Secretary telah melaksanakan:

masyarakat pers.

•

Media gathering Peresmian Bandara I Gusti Ngurah Rai, Bali;

•

Site visit proyek Bandara Sepinggan, Balikpapan;

•

Site visit proyek Bandara Juanda, Surabaya;

•

Berpartisipasi dalam turnamen futsal Harian Investor Daily;

•

Kunjungan media (media visit) ke media cetak, elektronik dan online;

•

Liputan Arus Mudik Lebaran dan Haji 2013 dengan rekan-rekan media;

•

Membuat Media Center sebagai tempat bagi rekan-rekan media untuk mencari info selain sebagai tempat konferensi pers.

Penyusunan buku Annual Report

Corporate Secretary telah menyusun Annual Report 2012 dan mengikutsertakannya

tahun 2012.

dalam Annual Report Award tahun 2012.

Sosialisasi Pelayanan

Corporate Secretary telah melaksanakan sosialisasi melalui bandara-bandara di cabang,

Kebandarudaraan ke masyarakat

baik berupa spanduk, baliho, standing banner, dan media.

pengguna jasa. Redesign dan upgrade Website

Corporate Secretary telah melaksanakan redesign dan upgrade Website Corporate.

Corporate. Penyusunan PKB periode 2012–

Corporate Secretary telah menyusun PKB melalui kerja sama dengan Human Capital

2014 dan sosialisasi ke 13 cabang.

Group Head cq Compesation and Industrial Relation.

Publikasi kegiatan Perseroan.

Corporate Secretary telah menyampaikan publikasi kegiatan Perseroan secara rutin melalui: •

Majalah internal yang terbit 2 bulan sekali; dan

•

Website internal.

Menjalin hubungan kerjasama

Corporate Secretary telah melakukan kunjungan ke Bandara Mumbai India dan kantor

corporate dengan:

GVK mendampingi Dewan Komisaris dan Direksi berkaitan dengan kebijakan korporat

a.

Perseroan dan tidak sekedar hubungan publikasi eksternal.

GVK-India (Bandara Adisutjipto dan Bandara Ngurah Rai);

b.

Incheon Airport–Korea Selatan (Bandara Juanda).

Pelatihan tenaga Hubungan

Corporate Secretary telah melaksanakan pelatihan tenaga Hubungan Masyarakat yang

Masyarakat kantor cabang dan

diikuti sebanyak 25 personil, baik dari kantor pusat dan kantor cabang.

kantor pusat. Kerjasama dengan Pemerintah

Corporate Secretary telah melakukan kerja sama pendekatan dengan Pemerintah

Daerah terkait dengan rencana

Daerah untuk pengembangan bandara di Semarang dan Banjarmasin dengan bekerja

pengembangan bandara.

sama dengan Corporate Planning and Performance.

Pembentukan bipartit di kantor

Perseroan telah membentuk lembaga di bawah wewenang Human Capital Group

pusat dan seluruh cabang.

dengan mediator pihak Kementerian Tenaga Kerja dan Transmigrasi.

melibatkan organisasi karyawan

Corporate Secretary telah melibatkan organisasi karyawan pada HUT Perusahaan ke-

pada kegiatan-kegiatan tertentu.

49, peringatan Maulid Nabi, perayaan Natal, memancing bersama dan olah raga.

Pembuatan Code of Corporate

Corporate Secretary telah melakukan:

Governance (CoCG) Board of

•

Review Coc dan BOM;

Manual (BOM), Code of Conduct

•

Assessment GCG;

(CoC) ke bandara (sampling 4

•

Penyempurnaan pedoman tata kelola kerja Direksi dan Corporate Secretary

bandara) dan kantor pusat.

(Board od Manual) dan Pedoman Etika Perusahaan (Code of Conduct).





PROGRAM KERJA Penyusunan dan pembuatan



PELAKSANAAN PROGRAM KERJA Corporate Secretary telah menggunakan Google Kalender untuk Sistem Agenda

Sistem Agenda Direksi dengan basis Direksi. web. Operasional (pendampingan Direksi Corporate Secretary telah mendampingi setiap acara yang melibatkan seluruh Direksi. dalam berbagai acara kedinasan). Pengadaan peralatan pendukung

Corporate Secretary telah menyediakan peralatan untuk keperluan rapat dan

rapat dan presentasi Direksi.

pertemuan seluruh Direksi.

Program Pengenalan Direksi dan

Corporate Secretary telah melakukan Program Pengenalan dalam rapat internal Direksi

Dewan Komisaris baru.

dan Dewan Komisaris.

Pembahasan dan penyusunan

Corporate Secretary telah menyusun:

rancangan peraturan perundang-

•

Rancangan Undang-Undang tentang Pertanahan;

undangan.

•

Rancangan Peraturan Menteri (RPM) Perhubungan mengenai revisi Keputusan Menteri No. 29 tahun 1998 tentang Struktur dan Golongan Tarif Pelayanan Jasa Kebandarudaraan dan Pelayanan Penerbangan pada Bandar Udara Umum dan Keputusan Menteri No. 28 tahun 1999 tentang Mekanisme Penetapan Tarif dan Formulasi Perhitungan Tarif Pelayanan Jasa Kebandarudaraan;

•

Rancangan Peraturan Menteri (RPM) Perhubungan tentang Kegiatan Pengusahaan Bandar Udara;

•

Rancangan Peraturan Menteri (RPM) Badan Usaha Milik Negara tentang Tata Cara Penghapusbukuan dan Pemindahtanganan Aset Tetap Badan Usaha Milik Negara.

Pembahasan dan penyusunan

Perseroan telah menerbitkan 57 Keputusan Direksi tentang bisnis inti Perseroan,

Keputusan Direksi.

bidang Personalia Dan Umum, bidang Keuangan dan Teknologi Informasi, serta bidang Pemasaran dan Pengembangan Usaha.

Pelaksanaan perubahan Anggaran

Perseroan telah melakukan perubahan Anggaran Dasar mengenai Penambahan Modal

Dasar.

Disetor, Penegasan Pemberhentian dan Pengangkatan Anggota-anggota Dewan Komisaris PT Angkasa Pura I (Persero), serta Pemberhentian, Perubahan Nomenklatur Jabatan dan Pengangkatan Anggota-Anggota Direksi Komisaris PT Angkasa Pura I (Persero).

Penyusunan himpunan peraturan

Corporate Secretary telah menyusun dan menghimpun peraturan tahun 2012, serta

tahun 2012.

telah menyampaikan kepada Unit Kerja yang membidangi General Affair untuk proses pencetakan dan pendistribusian.

Publikasi peraturan yang berlaku di

Corporate Secretary telah mempublikasikan himpunan peraturan di website pada

Perseroan.

e-library.

Penyusunan Kesepakatan Bersama/

Perseroan telah menyusun dan membahas perjanjian kerja sama dengan TNI Angkatan

Perjanjian Kerjasama dengan TNI

Darat, serta telah menandatangani perjanjian kerja sama dengan TNI Angkatan Udara.

(Bandara Adisutjipto, Adisumarmo, El Tari, Juanda, Ahmad Yani dan Sepinggan).

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254


PROGRAM KERJA


Pelaksanaan pembahasan

Corporate Secretary telah menyusun:

perjanjian kerja sama dengan

1.

Addendum Perjanjian Kerja Sama antara Pemprov Jawa Tengah dengan PT

Pemerintah Provinsi/Pemerintah

Angkasa Pura I (Persero) tentang Percepatan Pembangunan dan Pengembangan

Daerah (Pemkot/Pemkab).

Bandar Udara Internasional Achmad Yani, Semarang; 2.

Addendum Perjanjian Kerja Sama Pemprov Jawa Tengah, Pemerintah Kota Semarang, dan PT Angkasa Pura I (Persero) tentang Pembangunan Jalan Akses Dari Jembaan Sungai Siangker Menuju Lapangan Parkir Terminal Baru Bandar Udara Internasional Ahmad Yani Semarang;

3.

Perjanjian Kerja Sama dengan Pemprov NTB tentang Pembangunan Dan Pemanfaatan Sebagian Fasilitas Fisik Sisi Darat Bandara Internasional Lombok di Kabupaten Lombok Tengah;

4.

Perjanjian Kerja Sama dengan Pemkab Lombok Tengah tentang pembangunan dan pemanfaatan sebagian Fasilitas Fisik Sisi Darat Bandara Internasional Lombok di Kabupaten Lombok Tengah.

Penyelesaian permasalahan tanah

Corporate Secretary telah mengupayakan penyelesaian permasalahan tanah milik

milik Perseroan.

Perseroan di Bandar Udara I Gusti Ngurah Rai, Bandar Udara Syamsuddin Noor, Bandara Pattimura.

Pelaksanaan penunjukan konsultan

Perseroan telah menunjuk Legal Opinion dari Hermawan Juniarto & Partners, Notaris

hukum untuk penanganan perkara

Nanda Fauz Iwan, dan Konsultan Hukum dari Prisma & Co.

non litigasi (konsultan hukum tetap dan legal opinion). Pelaksanaan penunjukan konsultan

Perseroan telah menunjuk beberapa konsultan hukum, yaitu Mustofa & Rekan, Advokat

hukum untuk penanganan perkara

Agusfian & Partners, Konsultan Hukum Fa. Zaidun and Partners, dan Konsultan Hukum

litigasi.

Moh. Rusdy, SH.

INTERNAL AUDIT

INTERNAL AUDIT

Internal Audit PT Angkasa Pura I (Persero) merupakan

Internal Audit PT Angkasa Pura I (Persero) merupakan

unit kerja yang bertugas membantu President Director

unit kerja yang bertugas membantu President Director

dalam menjalankan fungsi pengawasan guna memastikan

dalam menjalankan fungsi pengawasan guna memastikan

efektivitas

efektivitas

pelaksanaan

pengendalian

internal

dan

pelaksanaan

pengendalian

internal

dan

pelaksanaan Tata Kelola Perusahaan yang Baik. Dalam

pelaksanaan Tata Kelola Perusahaan yang Baik. Dalam

menjalankan tugasnya Internal Audit bersinergi dengan

menjalankan tugasnya Internal Audit bersinergi dengan

Komite Audit dan Komite Risiko Usaha.

Komite Audit dan Komite Risiko Usaha.

VISI INTERNAL AUDIT

VISION OF INTERNAL AUDIT

Menjadi mitra kerja unit yang profesional, independen,

To become the unit work partner that is professional,

obyektif, terpercaya dan mampu memberikan nilai tambah

independent, objective, trusted, and capable to provide

bagi Perseroan dengan prinsip-prinsip Good Corporate

value added to the Company through the principles of Good

Governance (GCG).

Corporate Governance (GCG).






MISI INTERNAL AUDIT

MISSION OF INTERNAL AUDIT

a. Memberikan keyakinan yang independen dan

a. To

b.

provide

independent,


objective

assurance

obyektif kepada stakeholders melalui Direktur Utama

to stakeholders through President Director in

dalam melakukan pengawalan atas tercapainya

safeguarding the achievement of Company goals and

sasaran dan tujuan Perseroan (peningkatan Customer

objectives (improvement of Customer Satisfaction

Satisfaction Index (CSI), peningkatan pendapatan,

Index (CSI), income improvement, contribution to

kontribusi kepada lingkungan, Reasonable Cost,

environment, Reasonable Cost, Sound Organization

Sound Organization yang berlandaskan pada prinsip–

based on the principles of Good Corporate

prinsip Good Corporate Governance (GCG).

Governance (GCG).

Melakukan pengendalian intern dan memberikan

b.

To perform internal control and provide independent,

konsultasi yang independen dan obyektif kepada

objective

manajemen dan Komisaris melalui Direktur Utama

Commissioners through the President Director in

dalam meningkatkan dan memperbaiki efektivitas

improving and enhancing operational effectiveness

operasional melalui evaluasi terhadap :

through evaluation of:

•

Rencana Jangka Panjang dan Jangka Pendek

•

Company Long-Term and Short-Term Plan;

Perusahaan;

•

Systematic, risk-based audit and assessment on

•

Audit dan penilaian yang sistematis dan berbasis

consultation

to

management

and

internal control;

resiko atas pengendalian intern;

•

Risk assessment on Risk Management;

•

Risk assessment pada Manajemen Resiko;

•

Information Technology Governance;

•

Tata kelola Information Technology;

•

Good Corporate Governance(GCG) process;

•

Proses Good Corporate Governance(GCG);

•

Company performance.

•

Kinerja Perseroan.

Satuan Pengawasan Intern merupakan unit kerja independen

Internal Supervision Unit is an independent work unit

yang berkedudukan langsung di bawah Direktur Utama.

directly under the President Director. Internal Audit is led by

Internal Audit dipimpin oleh seorang Head of Internal Audit.

a Head of Internal Audit. Head of Internal Audit is appointed

Head of Internal Audit diangkat dan diberhentikan oleh

and terminated by President Director with approval from

Direktur Utama atas persetujuan Dewan Komisaris. Head of

the Board of Commissioners. Head of Internal Audit reports

Internal Audit bertanggung jawab langsung kepada Direktur

directly to the President Director. Meanwhile, Head of

Utama. Adapun Head of Internal Audit dibantu oleh 6 (enam)

Internal Audit is assisted by 6 (six) persons, namely:

orang, yaitu:

•

Finance Auditor Department Head;

•

Finance Auditor Department Head;

•

Operational Auditor Department Head;

•

Operational Auditor Department Head;

•

Engineering Auditor Department Head;

•

Engineering Auditor Department Head;

•

Marketing and Business Development Auditor

•

Marketing and Business Development Auditor

Department Head;

Department Head;

•

•

Human Capital and General Affair Department Head;

•

•

Administration Auditor Officer.

Human Capital and General Affair Department Head; Administration Auditor Officer.

KEDUDUKAN INTERNAL AUDIT

POSITION OF INTERNAL AUDIT

Kedudukan Internal Audit yang diatur dalam Keputusan

The position of Internal Audit set out in Decision The Board


of Directors of PT Angkasa Pura I (Persero) Number: KEP.59 /

OM.01.01/2013 Tentang Organisasi dan Tata Kerja Kantor

OM.01.01/2013 About the Organization and Administration of the Office

255

256


Pusat PT Angkasa Pura I (Persero), berkedudukan langsung

Center PT Angkasa Pura I (Persero), managed directly

di bawah President Director. Dengan demikian, untuk dapat

under President Director. Thus, to be able to the effective

menjalankan fungsinya secara efektif Internal Audit memiliki

functioning of Internal Audit has strong foundation of

landasan yang kuat berupa dukungan dan komitmen dari

support and commitment from Board of Commissioners and

Dewan Komisaris dan Direksi agar keberadaan Unit Internal

Board of Directors for the existence of the Internal Unit Audit

Audit diterima oleh unit lain di PT Angkasa Pura I (Persero).

received by other units of PT Angkasa Pura I (Persero).

PROFIL HEAD OF INTERNAL AUDIT

PROFILE OF HEAD OF INTERNAL AUDIT

Internal Audit dipimpin oleh seorang Head of Internal Audit.

The appointment of Head of Internal Audit is based on

Pengangkatan Head of Internal Audit didasarkan pada

Decision Letter of the Board of Directors Number: SKEP.01/

Surat Keputusan Direksi Nomor: SKEP.01/KP.7.3/2012-REPLC

KP.7.3/2012-REPLC dated December 18, 2012. The following

tanggal 18 Desember 2012. Berikut profil ringkas Head of

is a brief profile of the Head of Internal Audit.

Internal Audit.

Miduk Situmorang Lahir di Porsea pada 8 Oktober 1959. Memperoleh gelar Sarjana Ekonomi (1989) dan Master Manajemen (2000). Mengawali karir sebagai Pegawai Negeri Sipil di Pelabuhan Udara Polonia pada tahun 1981 dan sepanjang perjalanan karirnya telah menjalani berbagai penugasan, diantaranya sebagai anggota Kespen Pelabuhan Udara Polonia (1982), Pengawas Tugas Operasi Apron Movement Control (PTO AMC) Bandara Polonia (1990), Kepala Dinas Akuntansi Bandara Sam Ratulangi–Manado (1993), Kepala Seksi Akuntansi Kantor Pusat (1996), Kepala Divisi Keuangan dan Perlengkapan Bandara Internasional Ngurah Rai–Bali (2003), Deputi Direktur Akuntansi Kantor Pusat (2004) dan Corporate Secretary (2009-2012). He was born in Porsea on October 8, 1959. He obtained Bachelor of Economics degree (1989) and Master of Management degree (2000). He started his career as Civil Servant at Polonia Airport in 1981 and in the course of his career, he has given various assignments, among other things as member of Flight Safety at Polonia Airport (1982), Operational Task Supervisor of Apron Movement Control (PTO AMC) at Polonia Airport (1990), Head of Accounting Service Office of Sam Ratulangi Airport – Manado (1993), Accounting Section Head at Head Office (1996), Head of Finance and Equipment Division at Ngurah Rai International Airport – Bali (2003), Deputy Director of Accounting at Head Office (2004), and Corporate Secretary (20092012). KUALIFIKASI DAN KOMPOSISI INTERNAL AUDIT

QUALIFICATIONS AND COMPOSITION OF INTERNAL AUDIT

Internal Audit merupakan fungsi khusus yang memerlukan

Internal Audit is a special function that requires standard

standar keterampilan/keahlian minimal yang mampu

skills / expertise that is capable of at least gives confidence

memberikan keyakinan (assurance) kepada para Direksi

(assurance) to the Board of Directors and stakeholders

dan stakeholder dan konsultansi kepada auditee terhadap

and consultancy to the auditee to problems faced by the

permasalahan yang dihadapi Perseroan. Untuk itu Internal

Company. For the Internal Audit should have the ability to

Audit harus memiliki kemampuan untuk mengaudit,

audit, analyze, understand the problem in detail and provide

menganalisis, memahami permasalahan secara detil dan

recommendations in accordance with the Professional

memberikan rekomendasi sesuai dengan Standar Profesi

Standards The Company's Internal Auditor and Internal code

Auditor Internal Perseroan serta mematuhi kode etik Internal

of conduct Audit.

Audit.







Seluruh personil Internal Audit mendapat pembinaan

The entire internal audit personnel receive guidance

profesi dan karir untuk mencapai kualifikasi Auditor Internal

profession and career to achieve the qualification of Internal

sebagaimana dipersyaratkan dalam Standar Profesi Auditor

Auditors as required by the Professional Standards Auditor

Internal Perseroan. Kompetensi yang dipersyaratkan untuk

Internal Company. Competencies required for Internal

Auditor Internal SPI diantaranya adalah:

Auditor SPI are:

•

•

Academic qualification, such as a minimum formal

•

Competence audit (audit skills) which includes

Kualifikasi akademik, seperti pendidikan formal minimal

education Bachelor (S1);

Sarjana (S1); •

•

Kompetensi audit (audit skill) yang meliputi pendidikan dan pelatihan audit, seperti Audit Operasional, Psikologi

education auditing and training, such as the Audit

Audit, Fraud Audit, dan Sertifikasi Auditor (QIA, CIA,

Operations, Psychology Audit, Fraud Auditing and

CISA, CFE dan lain-lain), serta pengetahuan mengenai

Certification Auditor (QIA, the CIA, CISA, CFE, etc.), as

proses bisnis Perseroan;

well as knowledge about the Company's business;

Kompetensi umum, seperti monitoring dan evaluasi,

•

•

Memiliki pengalaman menjadi Auditor Internal atau

•

Have experience into Internal Auditor or structural position outside of Internal Audit;

jabatan struktural di luar Internal Audit; •

Competence public, such as monitoring and evaluation, leadership, negotiation, communication and so on;

kepemimpinan, negosiasi, komunikasi dan sebagainya;

Head of Internal Audit dijabat oleh seseorang yang

•

Head of Internal Audit held by a person who have

telah berpengalaman di bidang Internal Audit dan/atau

experience in Internal Audit and / or structural position

jabatan struktural satu tingkat di bawah Direksi di luar

one level below the Board of Directors out Internal

Internal Audit.

Audit.

Head of Internal Audit didukung oleh 5 (lima) bidang dan

Head of Internal Audit is supported by five (5) areas and each

masing-masing dipimpin oleh Auditor Department Head, 11

led by Auditor Department Head, 11 (eleven) Auditor and 1

(sebelas) Auditor dan 1 (satu) Administration Auditor Officer.

(one) Administration Officer Auditor.

Jumlah SDM Internal Audit, jabatan dan kompetensi pada

Total HR Internal Audit, position and competence in

tahun 2013 adalah sebagai berikut.

in 2013 are as follows.

Nama

Jabatan

kompetensi

Head of Internal Audit

Sertifikasi QIA

Tavip Wibowo

Operational Audit Dept. Head

Sertifikasi QIA

Jayanus

Engineering Audit Dept. Head

Lanjutan 2 Pelatihan QIA

Marketing and Business Development Audit Dept. Head

Sertifikasi QIA dan CISA

Finance Audit Dept. Head


Human Capital and General Affair Audit Dept. Head


Padma Pramudya

Auditor

Sertifikasi QIA

Restu Suryaningsih

Auditor


Osim

Auditor


Yuyun Waryunaningsih

Auditor


Dyah Dwisupi Oktaviani

Auditor


Jon Hendri

Auditor


Miduk Situmorang

Siti Chadijah Oktoviana Ukemri Iswahyudianto Nopa

257

258


Nama

Jabatan

kompetensi

I Nyoman Sudarta

Auditor


Nila Darmawati

Auditor


Adi Hartojo

Auditor


Suriganata

Auditor

Sertifikasi QIA

Haryono Hendro K

Auditor


Adm. Auditor Officer


Wiewit Juwariah

TUGAS DAN TANGGUNG JAWAB INTERNAL AUDIT

DUTIES AND RESPONSIBILITY OF INTERNAL SUPERVISION UNIT

Tugas dan tanggung jawab Satuan Pengawasan Intern adalah:

The duties and responsibility of Internal Supervision Unit are:

1.

1.

Menyiapkan Rencana Kerja dan Anggaran Perusahaan, serta Program Kerja Tahunan Internal Audit;

2.

Internal Audit Annual Work Plan;

Menyusun program audit untuk menjamin mutu

2.

kegiatan Internal Audit; 3. Melaksanakan

Preparing audit program to guarantee the quality of Internal Audit activities;

pengumpulan

informasi

dan

3.

Performing information gathering and risk-based

pemeriksaan berbasis risiko, pengawasan kepatuhan

audit, supervision on compliance with regulations

terhadap

penilaian,

and provisions, assessment, presentation, suggestion

penyajian, saran perbaikan, serta kegiatan assurance

peraturan

for improvement, as well as assurance and consulting

dan konsultasi untuk efisiensi dan efektivitas unit

activities for the efficiency and effectiveness of work

kerja sesuai dengan tanggung jawab masing-masing

unit in accordance with its field of responsibility,

dan

ketentuan,

Auditor Department Head, yaitu:

namely:

• Operation;

• Operations;

• Technical;

• Technical;

• Marketing and Business Development;

• Marketing and Business Development;

• Finance and Information Technology;

• Finance and Information Technology;

• Human Capital and General Affair;

• Human Capital and General Affair;

• Corporate

Secretary,

Risk

Management

and

• Corporate

Compliance, Project Management Office, Procurement

Secretary,

Risk

Management

and

Compliance, Project Management Office, Procurement

dan Corporate Planning and Performance; 4.

Preparing Company Work Plan and Budget, as well as

and Corporate Planning and Performance;

Melaksanakan evaluasi atas efektivitas perencanaan

4. Performing

evaluation

of

effectiveness

of

dan pelaksanaan pengendalian intern, Penerapan

internal control planning and implementation,

Manajemen Resiko dan Tata Kelola Perusahaan dalam

Implementation of Risk Management and Corporate

proses bisnis sesuai dengan peraturan perundang-

Governance in the business process in accordance

undangan dan kebijakan Perseroan yang berlaku,

with applicable laws and regulations and Company

serta prinsip GCG; 5. Menyusun

laporan

policies, as well as GCG principles; hasil

merekomendasikan

pemeriksaan

perbaikan

dan

5.

Preparing audit result report and recommending

terhadap

improvement of the Company’s organization, as well

penyelenggaraan Perseroan, serta melaporkan kepada

as reporting to the President Director with carbon

Direktur Utama dengan tembusan kepada Dewan

copy to the Board of Commissioners;

Komisaris; 6. Bertindak

sebagai

counterpart

dengan

pihak

auditor eksternal dan Komite Audit dalam kegiatan pemeriksaan di Perseroan;

6.

Acting as counterpart of external auditor and Audit Committee in audit activities in the Company;





7. Melakukan pemeriksaan khusus dalam lingkup

7.

pengendalian intern yang di tugaskan Direktur Utama; 8. Memantau,

menganalisis

dan



Performing special audit within the scope of internal control assigned by the President Director;

melaporkan

8. Monitoring, analyzing, and reporting follow-up

pelaksanaan tindak lanjut oleh unit kerja atas saran-

implementation by work unit on suggestion for

saran perbaikan yang telah diberikan kepada Direktur Utama; 9. Meningkatkan

improvement provided to President Director; 9.

pengetahuan,

keahlian

dan

kemampuan profesionalisme auditor internal dalam

Improving knowledge, expertise, and professional capability of auditor internal in Internal Audit through certification.

Internal Audit dengan sertifikasi. PEDOMAN KERJA INTERNAL AUDIT

INTERNAL AUDIT WORKING GUIDELINES

Dalam menjalankan tugasnya Internal Audit memiliki

In performing its duties, Internal Audit has the Internal Audit

Piagam Internal Audit, sebagai acuan bagi Internal Auditor

Charter as a reference for Internal Auditors to conduct internal

untuk melaksanakan kegiatan pengawasan internal secara

supervision activities independently and objectively so that

independen dan obyektif sehingga Internal Audit dapat

Internal Audit can play its role optimally with a result which is

berperan optimal dengan hasil yang bermutu, konsisten,

qualified, consistent, useful for improvement of operational

bermanfaat bagi perbaikan efisiensi dan efektivitas

efficiency and effectiveness, as well as improvement of the

operasional, serta peningkatan kinerja Perseroan. Piagam

Company’s performance. The Internal Audit Charter also

Internal Audit juga merupakan komitmen dan dukungan

constitutes a commitment and support from the President

dari Direktur Utama agar keberadaan Internal Audit diterima

Director in order that the existence of Internal Audit is

oleh seluruh unit di Perseroan.

accepted by all units of the Company.

Manajemen telah menyusun Pedoman Umum Satuan

Management has prepared General Guidelines for the

Pengawasan Intern PT Angkasa Pura I (Persero) sebagai

Internal Supervision Unit of PT Angkasa Pura I (Persero) as

pedoman kerja dalam perencanaan, pelaksanaan dan

working guidelines in the planning, implementation, and

pengendalian assurance dan consulting, pelaporan dan

control of assurance and consulting, reporting, and follow-up

pelaksanaan tindak lanjut agar efektif, efisien dan berkualitas.

implementation in order to be effective, efficient, and of high

Pedoman Umum SPI ini selanjutnya menjadi acuan bagi

quality. This General Guidelines for the Internal Supervision

unit kerja SPI dalam menyusun pedoman audit, pedoman

Unit subsequently serves as reference for the Internal

evaluasi, pedoman consulting, dan pedoman SPI lainnya

Control work unit in preparing audit guidelines, evaluation

yang lebih rinci untuk digunakan sebagai pedoman teknis

guidelines, consulting guidelines, and other more detailed

kerja Internal Audit.

Internal Control Unit guidelines to be used as Internal Audit’s technical working guidelines.

SPI mengacu pada Standar Profesi Audit Internal (SPAI) dari

The Internal Control Unit refers to the Internal Audit

Konsorsium Organisasi Profesi Audit Internal dan Code of

Professional Standard (SPAI) from the Consortium of Internal

Ethics dari The Institut of Internal Auditors sebagai acuan

Audit Profession Organizations and Code of Ethics of the

standar profesi dan kode etik. Acuan ini merupakan upaya

Institute of Internal Auditors as professional standard and

Perseroan untuk meningkatkan proses pengelolaan risiko.

code of ethics reference. This reference is an effort made by the Company to increase risk management process.

259

260


PROGRAM PENGEMBANGAN SATUAN SATUAN

DEVELOPMENT PROGRAM FOR INTERNAL

PENGAWASAN INTERN TAHUN 2013

SUPERVISION UNIT IN 2013

Selama 2013, program pengembangan kompetensi yang

In 2013, competency development programs conducted by

dilakukan Satuan Pengawasan Intern sebagai berikut

Internal Supervision Unit are as follows:

1.

1.

Pendidikan dan Pelatihan

Jenis Pelatihan Internal Audit Tingkat Dasar I Internal Audit Basic Level I

Education and Training

Waktu 18 Peb-1 Maret

Lokasi YPIA – Jakarta

Internal Audit Tingkat Dasar II Internal Audit Basic Level II

18 Peb-1 Maret

YPIA – Jakarta

Internal Audit Tingkat Lanjut I Internal Audit Advanced Level I

29 Apr-10 Mei

YPIA – Jakarta

Internal Audit Tingkat Lanjut II Internal Audit Advanced Level II

8-19 Juli

YPIA – Jakarta

2-12 Desember

YPIA – Jakarta

Internal Audit Tingkat Manajerial Internal Audit Managerial Level Manager Madya Angkatan IV Middle Manager Batch IV

CFE – Jakarta

Commersial Operation Incheon Airport Comparation Commercial Operation Comparison with Incheon Airport

14-26 Oktober

Incheon Korea

Penyusunan Modul Berbasis Kompetensi Preparation of Competency-Based Module

25-27 Pebruari

CFE – Jakarta

20-21 Maret

Bali

Seminar Penyusunan SOP Transaksi Bisnis Yang Menyimpang atau Merugikan BUMN sesuai PER-19/MBU/2013 Seminar on Preparation of SOP for Business Transaction which Deviates or Has Adverse Impact on SOEs in accordance with PER19/MBU/2013

20 April

Batam

Workshop Auditing Organizational Strategic Workshop on Auditing Organizational Strategy

2-3 Mei

Yogyakarta

13-14 Mei

Jakarta

16 Mei

CFE Jakarta

29-31 Mei

Medan

Transformasi Manajemen Pengadaan Batch I Transformation in Procurement Management Batch I

22-24 Oktober

CFE Jakarta

Transformasi Manajemen Pengadaan Batch II Transformation in Procurement Management Batch II

28-30 Okober

CFE Jakarta

14-15 Nopember

Bandung

Seminar Mengelola BUMN Bersih dan Bebas Korupsi Seminar on Managing SOEs in a Clean and Corruption-Free Way

Workshop Fraud Auditing Workshop on Fraud Auditing Workshop Penyusunan Kontrak Pemborongan & Bisnis Workshop on Preparation of Contractor & Business Contract Seminar & Munas XII FKSPI 2013 Seminar & the 12th National Consultation of the Internal Control Unit Communication Forum in 2013

Workshop Audit Anti Korupsi Workshop on Anticorruption Audit







2.

Sertifikasi Auditor

Semua auditor Internal Audit diikutsertakan dalam

All auditors of Internal Supervision Unit are enrolled

program sertifikasi profesi sebagai Internal Auditor.

in the professional certification program as internal

Pada tahun 2013 jumlah auditor yang telah lulus

auditor. The number of auditors who have passed

sertifikasi dan memegang gelar QIA (Qualified Internal

the certification and hold the QIA (Qualified Internal

Auditor) sebanyak 5 (lima) orang.

Auditor) title is 5 (five) persons.

2.

Auditor Certification

REALISASI PROGRAM KERJA INTERNAL AUDIT TAHUN

INTERNAL AUDIT WORK PROGRAM REALIZATION OF

2013

THE YEAR 2013

Realisasi Program Kerja Internal Audit meliputi Realisasi

Realization of Internal Audit Work Program includes the

Program Kerja Pemeriksaan Tahunan (PKPT) dan Non

realization of the Annual Work Program Examination (PKPT)

Program Kerja Pemeriksaan Tahunan (Non-PKPT). Realisasi

and Non-Annual Work Programme Examination (Non-PKPT).

PKPT yang sudah dilakukan selama tahun 2013 adalah Audit

PKPT realization that has been performed during the year

terhadap 14 Kantor Cabang. Pelaksanaan audit operasional

2013 was Audit of 14 Branches. Conduct operational audits

di bandara-bandara untuk berbagai bidang kerja telah

at airports to various fields of work has been carried out

dilaksanakan berdasarkan PKPT yang berbasis risiko (risk

based PKPT based on risk (risk based audit). The total results

based audit). Total hasil temuan tahun 2013 sebanyak 227,

of 2013 as 227, down from 240 in 2012.

menurun dibandingkan tahun 2012 sebanyak 240. Realisasi Audit Internal yang dilakukan pada beberapa

Realization of Internal Audit conducted in several areas of

bidang pemeriksaan sebagai berikut.

the examination as follows.

URAIAN DESCRIPTION

No

TAHUN 2011

TAHUN 2012

TAHUN 2013

1

BIDANG OPERASI | OPERATIONS

42

35

41

2

BIDANG KOMERSIAL | COMMERCIAL

66

50

40

3

BIDANG TEKNIK | TECHNICAL

75

55

44

4

BIDANG KEUANGAN & PKBL | FINANCE & CSR

85

44

48

5

BIDANG PUM | PUM

78

33

29

6

BIDANG PENGADAAN | PROCUREMENT

14

22

25

JUMLAH | TOTAL

360

240

227

Sedangkan total hasil temuan audit bandara sebanyak URAIAN DESCRIPTION

TAHUN 2011

TAHUN 2012

TAHUN 2013

KANTOR PUSAT | Head Office

18

13

0

NGURAH RAI

27

8

13

JUANDA

25

16

12

SULTAN HASANUDDIN

27

29

28

SEPINGAN

23

13

10

FRANS KAISIEPO

29

16

26

261

262


URAIAN DESCRIPTION

TAHUN 2011

TAHUN 2012

TAHUN 2013

SAM RATUKANGI

18

12

13

ADI SUTJIPTO

23

18

22

ADI SUMARNO

22

17

19

SYAMSUDDIN NOOR

32

24

22

AHMAD YANI

24

19

15

INT LOMBOK

25

18

11

PATTIMURA

23

18

18

EL TARI

20

19

18

SBU MAKASSAR

7

0

0

SBU SEPINGAN

4

0

0

MATSC

13

0

0

0

0

0

360

240

227

JUMLAH

Sedangkan, untuk Non-PKPT meliputi Audit operasional

Meanwhile, for non-PKPT include operational audits of

terhadap PT Angkasa Pura Hotels, sesuai dengan Surat

PT Angkasa Pura Hotels, in accordance with the Warrant

Perintah President Director PT Angkasa Pura I (Persero)

President Director of PT Angkasa Pura I (Persero) Number:

Nomor: PRIN.PD.300/PG.02/2013 tanggal 29 Oktober 2013.

PRIN.PD.300/PG.02/2013 dated October 29, 2013.

50 45 40 35 30 25 20 15 10 5 0

Bid. Operasi fraud

Bid. teknik

Bid. Komersial Bid. Keu &pkbl

internal control

compliance

Bid. pum

Bid. pegadaian

kesalahan perencanaan

PENYERAHAN LAPORAN INTERNAL AUDIT TAHUN 2013

SUBMISSION OF INTERNAL AUDIT REPORT YEAR 2013

Laporan Internal Audit meliputi program kerja dan realisasi

Internal audit reports covering the work program and the

program kerja yang dilaksanakan di tahun 2013. Laporan

realization of the work program implemented in 2013.

Hasil Audit disampaikan oleh Head of Internal Audit kepada

Audit Report submitted by the Head of Internal Audit to the

Direktur Utama dan Dewan Komisaris, untuk diketahui dan

Managing Director and the Board of Commissioners, to be

ditindaklanjuti.

known and acted upon.







SISTEM PENGENDALIAN INTERN

INTERNAL CONTROL SYSTEM

Sistem pengendalian intern merupakan aspek penting

Internal control system is an important aspect in a healthy,

dalam manajemen Perseroan yang sehat dan aman. Sistem

secure Company management. An effective internal

pengendalian intern yang efektif dapat membantu Perseroan

control system maintains the assets owned, guarantees

menjaga aset yang dimiliki, menjamin tersedianya pelaporan

the availability of accurate financial reporting, improves the

keuangan yang akurat, meningkatkan kepatuhan Perseroan

Company’s compliance with the applicable regulations,

terhadap peraturan yang berlaku, serta mengurangi risiko

and reduces the risk of loss, deviation, and violation of the

terjadinya kerugian, penyimpangan dan pelanggaran aspek

prudential principle.

kehati-hatian. Sistem pengendalian intern dibangun untuk memenuhi

The Company always encourages efforts of improving an

beberapa tujuan, antara lain menjamin semua kegiatan

effective internal control system. The Internal Audit Work

usaha Perseroan sesuai ketentuan yang berlaku. Ketentuan

Unit plays a role in evaluating adequacy and effectiveness

terdiri atas undang-undang, peraturan pemerintah, otoritas

of internal control implemented by the Company’s

pengawas dan ketentuan intern Perseroan. Selain itu,

management. Internal control is an integral part of system

menyediakan laporan yang benar, lengkap, tepat waktu

and procedure in each activity conducted in the work

dan relevan, pengambilan keputusan yang tepat dan

unit; therefore, if there is deviation, it can be found out

dapat dipertanggungjawabkan, meningkatkan efektivitas

early and the work unit concerned can take corrective

dan efisiensi penggunaan sumber dana, melindungi risiko

measures. Devices Internal Control Systems in Angkasa Pura

kerugian, identifikasi dan menilai penyimpangan secara

Airports supported by the Financial Accounting Guideline,

dini dan menilai kewajaran kebijakan. Perangkat Sistem

Guideline-based COSO Internal Auditor, Risk Management

Pengendalian Internal di Angkasa Pura Airports didukung

& Compliance Guidelines based ISO31000, Procurement

dengan adanya Pedoman Akuntansi Keuangan, Pedoman

Guidelines, Guidelines for the Implementation of Airport

Auditor Internal berbasis COSO, Pedoman Risk Management

Operations,

& Compliance berbasis ISO31000, Pedoman Pengadaan

Guidelines on Commercial Sector and other guidelines that

Barang dan Jasa, Pedoman dalam Penyelenggaraan Operasi

support the implementation of the Company’s business

Bandara, Pedoman Pemeliharaan Fasilitas Bandara, Pedoman

activities.

Airport

Maintenance

Facility

Guidelines,

di Bidang Komersial dan Pedoman lainnya yang mendukung terselenggaranya kegiatan usaha Perseroan. Perseroan terus mendorong upaya peningkatan sistem

Internal control system is developed for fulfilling several

pengendalian intern yang efektif. Satuan Kerja Audit

objectives, among other things, securing all Company’s

Internal (SKAI) berperan dalam mengevaluasi kecukupan

business activities in accordance with the applicable

dan efektivitas pengendalian intern yang dilakukan oleh

provisions.

manajemen Perseroan. Pengendalian intern merupakan

regulations, supervisory authorities, and Company’s internal

bagian yang terintegrasi dalam sistem dan prosedur

provisions. In addition, the objectives consist of providing

dalam setiap kegiatan di unit kerja sehingga apabila

correct, complete, timely, and relevant report; correct,

terjadi penyimpangan, maka dapat diketahui secara dini

accountable decision making; improving effectiveness and

dan dilakukan langkah perbaikan oleh unit kerja yang

efficiency of the use of source of fund; protecting from risk

bersangkutan.

of loss; early identification and assessment of any deviation;

Provisions

consist

of

and assessing the fairness of a policy.

laws,

government

263

264


MANAJEMEN RISIKO

Risk Management

Perseroan menyadari bahwa dalam melaksanakan kegiatan

The Company is aware of that in conducting business

bisnis, Perseroan akan menghadapi ketidakpastian di masa

activities, it will face uncertainty in the future, which is

yang akan datang, baik yang berasal dari faktor internal

originating from both internal factor as well as external

maupun dari factor eksternal. Dampak dari ketidakpastian

factor. The impact of uncertainty on the Company is defined

bagi Perseroan tersebut didefinisikan sebagai risiko. Oleh

as risk. Therefore, in line with GCG practice, the Company

karena itu, sejalan dengan praktek GCG, maka Perseroan

deems that risk management is a very important matter to

memandang bahwa pengelolaan risiko merupakan hal yang

be implemented in accordance with good Risk Management

sangat penting untuk dilaksanakan sesuai dengan standar

& Compliance implementation standard.

penerapan manajemen risiko yang baik. Upaya peningkatan kualitas penerapan manajemen risiko

The intended effort of improving the quality of implementation

dimaksud tidak hanya ditujukan bagi kepentingan Perseroan

of risk management & compliance is not only directed

tetapi juga bagi kepentingan pelanggan. Salah satu aspek

towards the interest of the Company but also for the interest

penting dalam melindungi kepentingan pelanggan dan

of customers. One of the important aspects in protecting the

dalam rangka pengendalian risiko adalah transparansi

interest of customers and in the context of risk management

informasi terkait produk atau aktivitas Perseroan. Melalui

is information transparency related to the Company’s

peningkatan kualitas penerapan manajemen risiko ,

products or activities. Through improvement of quality in

Perseroan diharapkan dapat mengukur dan mengendalikan

the implementation of Risk Management & Compliance,

risiko yang dihadapi dalam melakukan kegiatan usahanya.

the Company is expected to measure and control the risks encountered in performing her business activities.

Perseroan telah menerbitkan Pedoman Umum manajemen

The Company has issued General Guidelines for Risk

risiko dengan Keputusan Direksi Nomor: KEP.114/PG.01/2011

Management & Compliance through Decision of the Board

tanggal 7 November 2011 sebagai acuan penerapan Risk

of Directors Number: KEP.114/PG.01/2011 dated November

Management and Compliance dengan mempertimbangkan:

7, 2011 as the reference in the implementation of Risk

1.

Nilai Perseroan bagi seluruh stakeholder; serta

Management & Compliance by considering:

2.

Perlindungan terhadap kemungkinan kerugian pada

1.

Company value for all stakeholders; and

portofolio bisnis Perseroan.

2.

Protection against the possibility of loss in the Company’s business portfolio.

Pengelolaan risiko Perseroan mengacu pada Peraturan

The Company’s risk management refers to Regulation of

Menteri Badan Usaha Milik Negara Nomor: PER-01/MBU/2011

Minister of State-Owned Enterprises Number: PER-01/

tanggal 1 Agustus 2011 tentang Penerapan Tata Kelola

MBU/2011 dated August 1, 2011 concerning Good Corporate

Perusahaan yang Baik (Good Corporate Governance) pada

Governance Implementation at State-Owned Enterprises

Badan Usaha Milik Negara (BUMN) dan Keputusan Menteri

(SOEs) and Decree of Minister of State-Owned Enterprises

Badan Usaha milik Negara Nomor: KEP-117/MBU/2002

Number: KEP-117/MBU/2002 concerning Good Corporate

tentang Penerapan Praktek Good Corporate Governance

Governance Implementation at State-Owned Enterprises

(GCG) pada Badan usaha Milik Negara (BUMN).

(SOEs).

Konsep dasar risk management and compliance Perseroan

The basic concept of the Company’s risk management &

memperhatikan 3 (tiga ) aspek penting meliputi:

compliance focuses on 3 (three) important aspects including:

1. Penerapan manajemen risiko disertai komitmen yang

1.

tinggi dari Direksi dan Komisaris; 2.

along with high commitment of the Board of Directors

manajemen risiko diintegrasikan ke dalam seluruh proses Perseroan dan menjadi bagian yang tidak terpisahkan dari core responsibilities para pemilik/

Implementation of risk management & compliance and Commissioners;

2.

Risk management & compliance is integrated in all Company’s processes and becomes an inseparable


3.






penanggung jawab proses, yaitu Department Head

part of core responsibilities of process owners/

dan Section Head;

persons-in-charge, namely managers and staffs;

Manajemen risiko

merupakan bagian dari proses

3.

Risk management & compliance is part of decision

pengambilan keputusan baik pada seluruh tingkatan

making process at the governance and managerial

manajerial.

level.

PROFIL PIMPINAN UNIT KERJA RISK MANAGEMENT

PROFILE OF HEAD OF RISK MANAGEMENT AND

AND COMPLIANCE

COMPLIANCE WORK UNIT

Pengelolaan manajemen risiko Perseroan dilakukan oleh

Risk management & compliance work unit is a very important

Risk Management Department di bawah unit kerja Risk

element in encouraging the implementation of effective

Management and Compliance. Unit Kerja merupakan

internal control system. The Company’s Risk management

elemen yang sangat penting penting dalam mendorong

& compliance carries out the mission of participating in

penerapan sistem pengendalian internal yang efektif. Unit

actualizing better Good Corporate Governance, stipulating

Risk management and compliance Perseroan mengemban

and managing risks faced by the Company, as well as

misi turut mewujudkan Good Corporate Governance

minimizing the impact they causes, protecting the Company

yang lebih baik, menetapkan dan mengelola risiko yang

against significant risks which may delay the achievement

dihadapi Perseroan, serta meminimalkan dampak yang

of Company’s objectives and securing the Company’s

ditimbulkannya, melindungi Perseroan dari risiko signifikan

assets, as well as establishing awareness and concern of the

yang dapat menghambat pencapaian tujuan Perseroan dan

Company’s members of the importance of risk management

mengamankan aset Perseroan, serta menciptakan kesadaran

& compliance for the Company.

dan kepedulian insan Perseroan terhadap pentingnya risk management and compliance bagi Perseroan. Pengangkatan Head of Risk Management and Compliance

The appointment of Head of Risk Management and

berdasarkan Surat Keputusan Direksi Nomor: SKEP.1670/

Compliance is based on Decision Letter of Board of Directors

KP.07.03/2013.

Number: SKEP.1670/KP.07.03/2013. Eddy Triyanto Lahir di Banyumas pada tanggal 9 Februari 1960 Merupakan lulusan Universitas Diponegoro. Karirnya dimulai dari bekerja di Perseroan sejak 1998, pernah menduduki berbagai jabatan sebagai Kepala Dinas Keuangan dan Anggaran, Asisten Manager Perbendaharaan dan PKBL, Asisten Manager Kemitraan dan Bina Lingkungan, Manager Keuangan dan Administrasi, Asisten Kepala Biro Bidang Risiko, Risk Management Department Head, dan terakhir adalah sebagai Head of Risk Management and Compliance. He was born in Banyumas on February 9, 1960. He graduated from Diponegoro University. His career is started by working at the Company since 1998, and he has held various positions, namely Head of Finance and Budget Service Office, Assistant Manager of Treasury and PKBL, Assistant Manager of Partnership and Community Development, Finance and Administration Manager, Assistant Bureau Head for Risk Management & Compliance, Risk Management Department Head, and last as Head of Risk Management and Compliance.

265

266


Secara berkala, Head of Risk Management and Compliance

Periodically, Head of Risk Management and Compliance,

menyampaikan laporan kepada Direksi sebagai bahan

submit a report to the Board for consideration in the

pertimbangan dalam pengambilan keputusan pengelolaan

Company’s risk management decisions.

risiko Perseroan. Perseroan telah menempatkan SDM yang kompeten

he Company has placed competent Human Resources in

dalam pengelolaan risiko untuk setiap jenjang organisasi

risk management for each organization level to secure the

untuk menjamin pelaksanaan proses risk management

implementation of risk management & compliance process

and compliance yang berlandaskan prinsip kehati-hatian

based on the prudential principle, which is adjusted to the

yang disesuaikan dengan kompleksitas usaha Perseroan.

complexity of the Company’s business. Also, officers and

Demikian pula, pejabat dan staf yang ditempatkan di kantor

staffs placed in the Company’s branch offices have met

cabang Perseroan telah memiliki kriteria dan pelatihan yang

adequate criteria.

memadai. STRATEGI PENGELOLAAN MANAJEMEN RISIKO

THE COMPANY’S RISK MANAGEMENT STRATEGY

PERSEROAN Perseroan telah manajemen

melakukan penahapan implementasi

risiko

Perseroan

The Company has implemented the implementation phases

implementasi

of its Risk Management & Compliance in order that the

manajemen risiko dapat dilakukan secara sistematis

implementation of risk management & compliance can be

sesuai standar best practice, dimulai dengan Perencanaan

performed systematically in accordance with best practice

manajemen

risiko,

sehingga

Implementasi

standards, starting from Risk Management & Compliance

manajemen risiko, Pengendalian manajemen risiko, serta

Planning, Risk Awareness, Risk Management & Compliance

Pelaporan dan Disclosure.

Implementation, Risk Management & Compliance Control,

Awareness

Risiko,

as well as Reporting and Disclosure.

Skema Tahapan Implementasi Manajemen Risiko

Scheme of Implementation Phases of the Company’s Risk Management

Perencanaan Manajemen Risilo

Awareness Risiko

Implementasi Manajemen Risiko

a) Perencanaan Manajemen Risiko

Pengendalian Risiko

Pelaporan dan Disclosure

a) Risk Management & Compliance Planning

Tahap perencanaan Manajemen Risiko mencakup

Risk management & compliance planning phase

menentukan konteks risiko, penyusunan kebijakan

consists of determining risk context and preparing risk

dan prosedur Manajemen Risiko yang sesuai dengan

management & compliance policies and procedures

kebutuhan Perseroan. Pada tahap ini, Perseroan

in accordance with the Company’s requirement. In

menentukan konteks risiko dengan menetapkan

this phase, the Company determines the risk context

tujuan, misi dan target dalam pengelolaan risiko di

by stipulating the objective, mission, and target of




the Company’s risk management, which is translated

parameter yang digunakan, termasuk batasan yang

into the stipulation of parameters applied, including

akan dijadikan pertimbangan dalam pengelolaan

restrictions which will serve as considerations in risk

risiko, termasuk lingkup kerja dan kriteria risiko yang

management, including scope of work and risk criteria

digunakan.

used. b) Risk Management Awareness

Merupakan bagian dari proses manajemen perubahan

This is part of change management process which

yang meliputi peluncuran, sosialisasi dan pelatihan

includes the launching, dissemination, and training

terkait dengan konsep risk management and

related to risk management & compliance concept

compliance yang pada akhirnya dapat mendorong

which eventually may encourage the cultivation

tumbuhnya budaya peduli risiko. Dalam proses ini,

of risk-concerned culture. In this process, the top

top management berperan sebagai change leader

management plays the role of change leader, which

yang akan diikuti oleh manajemen lini dan seluruh

will be followed by line management and all of the

karyawan Perseroan.

Company’s employees.

c) Implementasi Manajemen Risiko


Perseroan, yang diterjemahkan dalam penetapan

b) Awareness Manajemen Risiko



c) Risk Management Implementation

Langkah awal pada tahap ini adalah dengan

The initial step in this phase is by conducting

melakukan sosialisasi kepada seluruh jajaran, yang

dissemination to all levels, which is aimed at

bertujuan untuk memberikan pemahaman mengenai

providing understanding on the important meaning

arti penting implementasi Manajemen Risiko bagi

of risk management & compliance implementation

Perseroan secara menyeluruh dan perlunya konsistensi

for the Company as a whole and the importance

penerapannya di setiap aktivitas kegiatan harian unit

of consistency in its implementation in all day-

kerja. Selanjutnya, pengelolaan risiko pada tahapan

to-day activities at the work units. Furthermore,

ini dilakukan dengan melakukan kegiatan identifikasi,

risk management in this phase is conducted by

pengukuran dan monitoring risiko Perseroan sesuai

performing activities of identification, measurement,

dengan kebijakan yang telah ditetapkan.

and monitoring of the Company’s risks in accordance

Penerapan Manajemen Risiko dilaksanakan dengan

with the stipulated policies.

mempertimbangkan biaya dan manfaat dalam

Risk management & compliance implementation

pelaksanaannya. Sumber daya, tanggung jawab,

is conducted by considering cost & benefit of

akuntabilitas,

its

kewenangan,

dan

pencatatan/

implementation.

The

necessary

resources,

dokumentasi proses yang diperlukan, ditetapkan

responsibility, accountability, authority, and recording/

dalam kebijakan Direksi, yang dikaji secara berkala

documentation process, are stipulated in the Board

untuk dikinikan sesuai dengan kebutuhan organisasi

of Directors’ policy, which is assessed regularly to be

dan kompleksitas risiko usaha yang dihadapi

updated in accordance with organization requirement

Perseroan.

and complexity of business risks faced by the Company.

d) Pengendalian Manajemen Risiko

d) Risk Management Control

Pada tahapan ini, Perseroan melakukan kajian,

In this phase, the Company performs assessment,

menentukan jenis dan bentuk perlakuan terhadap

determines the type and form of necessary treatment

risiko yang diperlukan yang mencakup kegiatan

to risks which includes the activity of evaluating the

evaluasi atas pengelolaan risiko yang telah dilakukan,

risk management performed, including monitoring

termasuk proses monitoring dan review atas semua

and review process on all aspects of risk management

aspek dari proses risk management & compliance

& compliance process with the objectives of:

yang bertujuan untuk:

267

268


•

Adanya proses pembelajaran dan analisis dari setiap

•

peristiwa, perubahan, dan kecenderungan (trends)

occurring event, change, and trends;

yang terjadi; •

•

well as external scope, including change in the

maupun eksternal, termasuk perubahan risiko itu sendiri

risk itself which necessitates a change or revision

yang memerlukan perubahan atau revisi perlakuan

in risk treatment, or even change in risk priority; •

Memastikan bahwa pengendalian risiko dan perlakuan

implementation; and

pelaksanaannya; dan

•

Identifying the emergence of new risks.

Mengidentifikasikan terjadinya risiko-risiko yang baru.

e) Pelaporan dan Disclosure Manajemen Risiko

Ensuring that risk control and risk treatment are still effective, both in terms of design as well as

risiko masih tetap efektif, baik secara desain maupun •

Detection of change both within the internal as

Terdeteksinya perubahan dalam lingkup internal

risiko, atau bahkan perubahan prioritas risiko; •

Establishing learning process and analysis of any

e) Risk Management Reporting and Disclosure

Tahapan ini merupakan wujud implementasi prinsip

This phase is a manifestation of implementation of

transparansi dan akuntabilitas pengelolaan risiko yang

the transparency and accountability principles in risk

telah dilakukan oleh Perseroan, baik yang dilakukan

management already conducted by the Company,

kepada pihak internal maupun eksternal.

which is applied to both internal as well as external

Pengelolaan risiko yang efektif ditujukan untuk

parties.

memastikan bahwa informasi yang diturunkan dari proses manajemen Risiko mencukupi untuk dijadikan

Effective risk management is aimed at ensuring

laporan dan digunakan sebagai dasar pengambilan

that information derived from risk management &

keputusan dan pertanggungjawaban bagi setiap

compliance process is adequate to be reported and

tingkatan dalam pengelolaan Perseroan.

used as basis for decision making and accountability for each level of the Company’s management.

KERANGKA Manajemen Risiko

RISK MANAGEMENT FRAMEWORK

Arah penerapan manajemen risiko di Perseroan adalah untuk

The

mencapai optimalisasi nilai Perseroan bagi seluruh pihak

implementation at the Company is to achieve the

yang berkepentingan (stakeholders) dengan Perseroan.

optimalization of the Company’s value for all of the

Untuk mencapai tujuan tersebut tentulah diperlukan

Company’s stakeholders. To achieve the objectives, certainly

proses organisasi yang bertahap dan berkelanjutan, dimulai

it requires gradual, continuous organizational process,

dari tahap perencanaan, pelaksanaan sampai dengan

starting from planning, implementation, until control.

direction

of

risk

management

&

compliance

pengendalian. Dalam pelaksanaan proses manajemen risiko, Perseroan

In the implementation of risk management & compliance

menggunakan kerangka ERM tahun 2004 yang diterbitkan

process, the Company uses the 2004 ERM framework issued

oleh The Committee of Sponsoring Organizations of

by The Committee of Sponsoring Organizations of the

the Treadway Commission (COSO). Seiring dengan

Treadway Commission (COSO). In line with the development

perkembangan penerapan manajemen risiko di Indonesia,

in the implementation of risk management & compliance

PT Angkasa Pura I (Persero) secara bertahap beralih

in Indonesia, PT Angkasa Pura I (Persero) gradually shifts

menerapkan International Organization for Standardization

to the implementation of International Organization for

(ISO) 31000 Risk Management Standard yang telah

Standardization (ISO) 31000 Risk Management Standard

mendapatkan sertifikasi dari Badan Standardisasi Nasional

which has been certified by the Indonesian National

(BSN) Indonesia di 2011.

Standardization Board (BSN) in 2011.


Berdasarkan


kerangka


tersebut,

Proses




manajemen

Based on the framework, risk management & compliance

risiko yang diterapkan PT Angkasa Pura I (Persero) dalam

process implemented by PT Angkasa Pura I (Persero) in

mengembangkan, mengelola dan mengevaluasi risiko

developing, managing, and evaluating the Company’s risks

Perseroan dilaksanakan melalui beberapa tahapan seperti

is conducted through several phases as shown in the exhibit

yang tampak pada gambar dibawah ini. Proses manajemen

below. The risk management & compliance process consists

risiko tersebut terdiri atas komunikasi dan konsultasi,

of communication and consultation, establishing context,

menentukan konteks, penilaian risiko, penanganan risiko,

risk assessment, risk treatment, as well as monitoring and

serta pemantauan dan kaji ulang.

review.

Menentukan Konteks (Establishing the Context) (Risk Assessment)

Analisa Risiko (Risk Analysis)

(Monitoring & Review )

Identifikasi Risiko (Risk Identification)

Pemantauan dan Kaji Ulang

Konsultasi dan Komunikasi

(Communication & Consultation)

Penaksiran Risiko

Evaluasi Risiko (Risk Evaluation)

Penanganan Risiko (Risk Treatment)

Dalam rangka pengembangan manajemen risiko yang sesuai

In the context of development of risk management &

dengan budaya Perseroan secara berkelanjutan, manajemen

compliance which is in accordance with the Company’s

terus meningkatkan kerangka sistem pengelolaan risiko

culture on an ongoing basis, management continues to

dan struktur pengendalian internal yang terpadu dan

improve the integrated, comprehensive framework of

komprehensif, sehingga dapat memberikan informasi

risk management system and internal control structure,

adanya potensi risiko lebih dini dan selanjutnya mengambil

in order to provide the information about the existence

langkah-langkah yang memadai untuk meminimalkan

of risk potential earlier and subsequently take adequate

dampak risiko. Pengembangan kerangka manajemen risiko

measures to minimize risk impact. The development of this

ini dituangkan dalam kebijakan.

risk management & compliance framework is set forth in the policy.

269

270


KEBIJAKAN manajemen risiko

RISK MANAGEMENT POLICY

Penerapan manajemen risiko Perseroan melekat pada

The implementation of the Company’s management &

seluruh jenjang organisasi Perseroan dengan mengacu pada

compliance is inherent to all organizational levels of the

konsep Enterprise Risk Management (ERM). ERM merupakan

Company by referring to the Enterprise Risk Management

inisiatif strategis yang terus dikembangkan oleh Perseroan

(ERM) concept. ERM is a strategic initiative which is

dalam mendorong peningkatan kinerja Perseroan sehingga

continuously developed by the Company in encouraging

menghasilkan value added bagi segenap stakeholder

the improvement of the Company’s performance in order to

Perseroan. Untuk mendukung penerapan ERM yang efektif,

generate value added for all of the Company’s stakeholders.

Perseroan

senantiasa melakukan pemutakhiran manual

To support effective ERM implementation, the Company

kebijakan dan pedoman operasional dan pengembangan

always updates its policy manuals and operating guidelines

sistem informasi manajemen risiko.

as well as develops its risk management & compliance information system.

BUDAYA manajemen risiko

RISK MANAGEMENT & COMPLIANCE CULTURE

Pelaksanaan budaya risiko Perseroan diarahkan untuk

The implementation of the Company’s risk culture is directed

meningkatkan kesadaran, kemampuan dan kemauan seluruh

to increase awareness, capability, and willingness of all of the

anggota Perseroan dalam mengelola risiko secara lebih

Company’s members in managing risk more effectively by

efektif dengan senantiasa melakukan identifikasi, analisa

always performing identification, analysis, and evaluation

dan evaluasi potensi risiko dalam rangka menyeimbangkan

of potential risks in the context of balancing the risks and

antara risiko dan manfaat bagi Perseroan.

benefits for the Company.

PROFIL manajemen risiko

PROFILE OF RISK MANAGEMENT & COMPLIANCE

Metode pengukuran risiko Perseroan telah dikaitkan

The Company’s risk measurement method has been

dengan jenis, skala dan kompleksitas usaha Perseroan

linked to the type, scale, and complexity of the Company’s

untuk menjamin keakuratan hasil pengukuran risiko yang

business to guarantee the accuracy of risk measurement

dihasilkan. Guna kepentingan pengendalian risiko, maka

result. For the sake of risk control, the preparation of risk

pembuatan profil risiko dilakukan secara berkala, minimal 1

profile is conducted on a regular basis, at least once a year,

(satu) kali dalam satu tahun, yang dilakukan secara kuantitatif

which is conducted quantitatively and/or qualitatively on

dan/atau kualitatif atas semua risiko yang melekat pada

all risks inherent to the Company’s business transactions,

transaksi, produk maupun aktivitas bisnis Perseroan, yang

products, and activities, which is conducted individually

dilakukan secara individual dan/atau keseluruhan maupun

and/or comprehensively as well as by risk and by activity,

per risiko dan per aktivitas, dengan mempertimbangkan

by considering the connection among these risks. The risk

keterkaitan antar risiko. Profil risiko tersebut dipantau secara

profile is monitored on an ongoing basis and the monitoring

terus menerus dan hasil pemantauannya dilaporkan kepada

result is reported to the President Director twice a year.

Direktur Utama 2 kali dalam 1 (satu) tahun. Dari laporan hasil pengukuran risiko tersebut, Perseroan

Based on the report on risk measurement result, the

dapat mengetahui tingkat risiko yang dihadapi Perseroan

Company can find out about the level of risks faced by the

secara korporat maupun parsial yang dikategorikan menjadi

Company at the corporate level as well as partially, which are

4 kategori, yaitu Risiko Rendah, Risiko Sedang, Risiko Tinggi,

grouped into 4 categories, namely Low Risk, Medium Risk,

dan Risiko Sangat Tinggi.

High Risk, and Very High Risk.

JENIS-JENIS manajemen risiko

TYPES OF RISK MANAGEMENT & COMPLIANCE

Sejalan dengan perubahan Pedoman Manajemen Risiko

In 2013, in line with amendment to the Risk Management

sesuai dengan framework ISO 31000:2009, selama 2013,

Guidelines to conform to ISO 31000:2009 framework, PT

PT Angkasa Pura I (Persero) melaksanakan sosialisasi dan

Angkasa Pura I (Persero) conducted dissemination and

workshop untuk meningkatkan kompetensi para pemangku

workshop to improve the competency of risk holders. Based







risiko. Berdasarkan serangkaian kegiatan penilaian risiko

on a series of risk assessment activities on PT Angkasa Pura

secara keseluruhan pada PT Angkasa Pura I (Persero), terdapat

I (Persero) as a whole, there were 1,474 (one thousand four

1.474 (seribu empat ratus tujuh puluh empat) risiko, yang

hundred seventy-four) risks, consisting of Head Office’s

mencakup risiko Kantor Pusat, risiko Kantor Cabang, serta

risks, Branch Office’s risks, and Subsidiary’s risks. The risks are

risiko Anak Perusahaan. Risiko-risiko tersebut dikelompokkan

grouped into 4 (four) categories, with the details as follows:

dalam 4 (empat) kategori, dengan rincian sebagai berikut. 1.

Strategy and Planning Risk yang meliputi corporate

1.

responsibility and sustainability, external factors,

corporate responsibility and sustainability, external

planning, project, dan strategy. 2.

3.

4.

Risk Strategy and Planning Risk which consists of factors, planning, project, and strategy.

Financial Risk yang meliputi accounting, credit, liquidity

2.

Financial Risk which consists of accounting, credit,

and finance intelligence, financial market, planning and

liquidity and finance intelligence, financial market,

budgeting.

planning and budgeting.

Operation/Infrastructure Risk yang meliputi corporate

3.

Operational/Infrastructure Risk which consists of

assets, human resources, information technology,

corporate assets, human resources, information

external events, legal, process management, product

technology,

development dan sales marketing and communications.

management, product development, and sales

Hazard Risk yangmeliputi health, safety and environment, force majeur dan natural disaster.

external

events,

legal,

process

marketing and communications. 4.

Hazard Risk which consists of health, safety and environment, force majeure and natural disaster.

Perseroan telah berupaya semaksimal mungkin untuk

The Company has made the maximum efforts to mitigate

melakukan mitigasi risiko dengan baik. Secara umum,

risks properly. In general, risk mitigations performed by the

mitigasi risiko yang telah dilakukan Perseroan, yaitu:

Company are:

a.

Pelaksanaan proyek pengembangan bandara;

b. Penyelesaian permasalahan tanah milik PT Angkasa

a.

Implementation of airport extension project;

b.

Settlement of issues related to land owned by PT

Pura I;

Angkasa Pura I;

c. Pemenuhan SDM baik secara kuantitatif maupun

c.

kualitatif;

qualitatively;

d. Penyempurnaan dan updating proses bisnis di segala

d.

bidang; e.

seluruh Kantor Cabang; pengalihan

Implementation of asset management at the Head Office and all Branch Offices;

risiko

terkait

dengan

f.

Performing risk transfer related to the implementation

pelaksanaan bisnis Perseroan yang dirasa memiliki

of the Company’s business which is considered high-

risiko yang besar (Airport Liabilities Insurance dan

risk (Airport Liabilities Insurance and provision of

pemberian asuransi bagi para penumpang pesawat di setiap bandara); g. Penyesuaian tarif-tarif non aeronautika;

insurance for all aircraft passengers at all airports); g.

Adjustment of non-aeronautics tariffs;

h.

Utilization of idle space ad land belonging to the

h. Pemanfaatan ruang dan lahan idle milik Perseroan; i.

Enhancement and update of business process in all areas;

e. Implementasi asset management Kantor Pusat dan f. Melakukan

Fulfillment of HR requirement quantitatively and

Implementasi e-PSC dan SITEC di Bandara;

j. Menjaga

kehandalan

peralatan

dan

fasilitas

Company; i.

Implementation of e-PSC and SITEC at the Airports;

j.

Maintaining the reliability of equipment and facilities

guna mendukung operasional bandara melalui

to support airport operations through replacement

penggantian dan penambahan peralatan dan fasilitas

and addition of equipment and facilities of the

berteknologi baru, melakukan rekondisi peralatan

newest technology, reconditioning of equipment

dan memperketat jadwal pelaksanaan maintenance

and

peralatan.

implementation schedule.

tightening

the

equipment

maintenance

271

272


EVALUASI EFEKTIVITAS SISTEM manajemen risiko

EVALUATION OF EFFECTIVENESS OF RISK

Perseroan senantiasa melakukan evaluasi secara rutin

MANAGEMENT SYSTEM

dan berkala guna menilai efektivitas atas pengelolaan

The Company always performs evaluation regularly and

manajemen risiko Perseroan. Evaluasi selalu dilakukan secara

periodically in order to assess the effectiveness of the

berkala sesuai dengan perubahan parameter risikonya. Hal

Company’s risk management & compliance management.

ini berarti sudah sejalan dengan penerapan kerangka kerja

Evaluation is always performed periodically in accordance

Manajemen risiko yang mengambil pola PDCA (Plan, Do,

with the change in its risk parameters. It means that this has

Check, Action).

been in line with the implementation of Risk Management & Compliance framework which takes the PDCA (Plan, Do,

Prinsip-prinsip

yang

mengembangkan,

digunakan

Check, Action) pattern.

dan

The principles applied by the Company in developing, implementing, managing, and evaluating risk management

komitmen pimpinan, keterlibatan seluruh insan Perseroan,

& compliance are leader’s commitment, involvement of all

transparansi,

berkesinambungan,

Company’s members, transparency, integration, continuous

menciptakan dan memberikan nilai tambah, secara

improvement, creating and providing value added,

khusus senantiasa menangani ketidakpastian, transparan

always specifically overcoming uncertainty, transparent

dan inklusif. Perseroan juga memfasilitasi perbaikan dan

and inclusive. The Company also facilitates organizational

peningkatan organisasi secara berkelanjutan.

improvement and enhancement on an ongoing basis.

Untuk mendukung penerapan ERM yang efektif, Perseroan

To support effective ERM implementation, the Company

melakukan pemutakhiran manual kebijakan dan pedoman

performs updates its policy manuals and operating

operasional, pengembangan sistem informasi Manajemen

guidelines, development of Risk Management & Compliance

risiko melalui aplikasi, penyusunan database kejadian

information system through application, preparation of

risiko operasional yang mengakibatkan kerugian. Sebagai

database of operational risk incidents which cause damages.

upaya mengurangi risiko operasional yang berpotensi

As an effort of reducing operational risk which potentially

menimbulkan kerugian, maka Perseroan menyusun prosedur

causes loss, the Company prepares an operational Risk

penerapan Manajemen risiko operasional.

Management & Compliance implementation procedure.

Sebagai upaya Perseroan dalam melakukan evaluasi

As an effort made by the Company in performing evaluation

penerapan manajemen risiko, maka pada akhir 2013

on risk management & compliance implementation, at

dilaksanakan pengukuran tingkat maturitas manajemen

the end of 2013, a measurement on maturity level of risk

risiko

penerapan

management & compliance was conducted to find out the

manajemen risiko yang telah dilakukan oleh Perseroan.

extent of risk management & compliance implementation

Tingkat

risiko

conducted by the Company. The maturity level of risk

menggunakan skala 0 (Non Existent) sampai dengan skala

management & compliance implementation uses the

5 (Optimized) untuk menggambarkan tingkat kemampuan

scale from 0 (Non Existent) to 5 (Optimized) to describe

(kapabilitas) Perseroan sebagai entitas untuk mengelola

capability level of the Company as an entity to manage risks

risiko dalam mencapai sasaran yang telah ditetapkan.

in achieving the stipulated goals. The measurement result,

Hasil pengukuran yang mencakup atribut aplikasi, proses,

which consists of application attribute, process, experience,

pengalaman dan budaya tersebut menunjukkan bahwa

and culture indicates that in 2013, PT Angkasa Pura I (Persero)

pada 2013 PT Angkasa Pura I (Persero) telah mencapai

has achieve risk management & compliance’s maturity

tingkat maturitas manajemen risiko level 3 (Defined).

level of 3 (Defined) in. Risk Management & Compliance’s

Tingkat maturitas Manajemen risiko level 3 menunjukkan

maturity level of 3 indicates the level of an organization

tingkatan suatu organisasi yang mengakui persyaratan bagi

which acknowledges requirements for risk management

manajemen risiko. Pada organisasi tersebut sudah terdapat

& compliance. In such organizations, risk management &

integrasi,

perbaikan

mengetahui

maturitas

sejauh

penerapan

mengelola

dalam

mengevaluasi manajemen risiko adalah dengan adanya

untuk

menerapkan,

Perseroan

mana

manajemen







budaya manajemen risiko, walaupun masih bersifat reaktif

compliance culture has existed, although it is still reactive

terhadap risiko-risiko yang mungkin dihadapi Perseroan.

to the risks the Company may face. Risk management &

Proses manajemen risiko sudah ada tetapi belum konsisten

compliance process has existed but not consistently applied.

diterapkan. Sudah terdapat pengalaman manajemen risiko

There has been adequate risk management & compliance

yang cukup memadai pada organisasi tersebut.

experience in the organization.

Berdasarkan hasil pengukuran tersebut, PT Angkara Pura I

Based on the measurement result, PT Angkasa Pura I (Persero)

(Persero) akan melakukan langkah-langkah perbaikan dalam

will take corrective actions in implementing the Company’s

menerapkan manajemen risiko Perseroan, yaitu:

risk management & compliance, namely:

a. Meningkatkan

komitmen

penerapan

sistem

a.

Increasing commitment for the implementation of risk

manajemen risiko di lingkungan Perseroan sehingga

management & compliance system in the Company’s

dapat berjalan secara optimal dan memberikan nilai

environment in order to function optimally and

tambah bagi Perseroan;

provide value added to the Company;

b. Meningkatkan sosialisasi dan pelatihan manajemen

b. Increasing

risk

management

&

compliance

risiko secara berkelanjutan di seluruh lingkungan

dissemination and training on an ongoing basis

Perseroan untuk meningkatkan risk awareness dan

throughout the Company’s environment to increase

pemahaman tentang pentingnya manajemen risiko;

risk awareness and understanding of the importance

c. Menyempurnakan

sistem

manajemen

risiko

(Enterprise Risk Management) sehingga dapat selaras

of risk management & compliance; c.

Enhancing risk management & compliance system

dengan sistem manajemen lain yang ada pada

(Enterprise Risk Management) in order to be in line with

Perseroan, seperti audit internal, dan manajemen

other existing management systems in the Company,

mutu.

such as internal audit and quality management.

PELATIHAN DAN SERTIFIKASI MANAJAMEN

MANAGEMENT OF RISK MANAGEMENT TRAINING AND

Manajemen risiko

CERTIFICATION

Personil manajemen risiko seluruhnya berjumlah 4 (empat)

There are 4 (four) risk management & compliance personnel

orang dan yang telah mengikuti pelatihan dan sertifikasi risk

in total, who have attended risk management & compliance

management and compliance dirinci sebagai berikut.

trainings and certifications with the details as follows:

Personil Personnel Eddy Triyanto Masjuki

Jabatan Position

Tipe Sertifikat Type of Certificate

Head of Risk Management and

Enterprise Risk Management

Compliance

Certified Proffessional

Risk Management Department

Enterprise Risk Management

Head

Associate Proffessional

Rinawan Wijaya

Risk Management Officer

Restu Pratiwi

Risk Management Officer

Enterprise Risk Management Associate Proffessional Enterprise Risk Management Associate Proffessional

Nomor Sertifikat Certificate Number ERMCP-3110120 ERMAP-1120382 ERMAP-1120322 ERMAP-1120381

273

274


FOKUS TAHUN 2013

FOCUS FOR 2013

Kegiatan penerapan manajemen risiko Perseroan untuk 2013

The

diarahkan untuk terus melengkapi dan menyempurnakan

implementation activities in 2013 are directed to continuously

kebijakan yang diperlukan dan memastikan Perseroan

complete and enhance the necessary policies and to ensure

senantiasa memenuhi peraturan perundang-undangan

the Company always comply with the applicable laws

lainnya yang berlaku dalam rangka pelaksanaan manajemen

and regulations in the context of implementation of risk

risiko dan prinsip kehati-hatian.

management & compliance and the prudential principle.

AUDITOR EKSTERNAL

EXTERNAL AUDITOR

Auditor Eksternal yang memeriksa laporan keuangan

External Auditor who performs audit on the Company’s

Perseroan tahun buku 2013 ditetapkan melalui RUPS Tahunan

financial statements for fiscal year 2013 is stipulated through

berdasarkan rekomendasi dari Dewan Komisaris dan Komite

Annual GSM based on recommendation of the Board

Audit. Untuk menjamin independensi dan kualitas hasil

of Commissioners and Audit Committee. To guarantee

pemeriksaan, Auditor Eksternal yang ditunjuk tidak boleh

independence and quality of audit result, the appointed

memiliki benturan kepentingan dengan Perseroan.

External Auditor may not have any conflict of interest with

Company’s

risk

management

&

compliance

the Company. Perseroan selalu berupaya meningkatkan komunikasi

The Company always attempts to improve communication

antara Kantor Akuntan Publik, Komite Audit untuk dapat

between Public Accounting Firm and the Audit Committee

meminimalisir kendala-kendala yang terjadi selama proses

to minimize obstacles in the course of audit process. In

audit berlangsung. Agar proses audit sesuai dengan Standar

order that the audit process runs in accordance with the

Profesional Akuntan, serta perjanjian kerja dan ruang lingkup

Accountant Professional Standard, as well as work agreement

audit yang telah ditetapkan dan selesai sesuai dengan

and the stipulated audit scope, and can be completed in

target waktu yang telah ditetapkan, secara rutin dilakukan

accordance with the stipulated target timeframe, meetings

pertemuan-pertemuan

are regularly held to discuss some of significant important

yang

membahas

beberapa

permasalahan penting yang signifikan.

issues.

Audit Laporan Keuangan tahun buku 2013, 2012, 2011, dan

Audits on Financial Statements for fiscal years 2013, 2012,

2010 berturut-turut dilakukan oleh Akuntan dan Kantor

2011, and 2010, respectively, were conducted by Public

Akuntan Publik (KAP) berikut.

Accounting Firms as follows:

Tahun Buku Fiscal Year

Alamat Kantor Akuntan Publik

Akuntan Accountant

Pekerjaan Job

Biaya Audit Audit Fee (Rp)

Opini Opinion

Jasa Di Luar Audit Keuangan

General Audit atas KAP Doli, 2013

Bambang, Sulistiyanto, Dadang & Ali

Menara Kuningan Lt. 11 Jl. HR Rasuna Said Blok X-7 Kav. 5, Jakarta Tlp. (021) 30015702

Laporan Keuangan, Laporan Evaluasi Kinerja, Audit Kepatuhan, Audit Capaian KPI dan Laporan Keuangan PKBL

1.034.990.000

Tidak ada


Tahun Buku Fiscal Year




Alamat Kantor Akuntan Publik

Akuntan Accountant


Pekerjaan Job

Biaya Audit Audit Fee (Rp)


Opini Opinion

Jasa Di Luar Audit Keuangan

General Audit atas KAP Doli, 2012

Bambang, Sudarmadji, Dadang & Ali

Menara Kuningan Lt. 11 Jl. HR Rasuna Said Blok X-7 Kav. 5, Jakarta Tlp. (021) 30015702

Laporan Keuangan, Laporan Evaluasi Kinerja, Audit Kepatuhan, Audit

907.764.000

Tidak ada

740.000.000

Tidak ada

888.000.000

Tidak ada

Capaian KPI dan Laporan Keuangan PKBL General Audit atas

KAP Doli, Bambang, 2011

Sudarmadji & Dadang

Menara Kuningan Lt.

Laporan Keuangan,

11

Laporan Evaluasi

Jl. HR Rasuna Said Blok

Kinerja, Audit

X-7 Kav. 5, Jakarta

Kepatuhan, Audit

Tlp. (021) 30015702

Capaian KPI dan Laporan Keuangan PKBL

Taman Meruya Office KAP Soejatna, 2010

Mulyana & Rekan

Center Blok M No. 78,Jl. Meruya Ilir,Jakarta Barat 11620,Indonesia DKI Jakarta Tlp/Faks : (021) 586 8275, 5868 276

General Audit atas Laporan Keuangan, Laporan Evaluasi Kinerja, Audit Kepatuhan, Audit Operasional, Laporan Keuangan PKBL, dan Audit Capaian KPI

Ruang lingkup audit Laporan Keuangan tahun buku 2013

Scope of audit on Financial Statements for fiscal year

meliputi Laporan Neraca, Laporan Rugi Laba, Laporan

2013 consists of Balance Sheet, Profit and Loss Statement,

Perubahan Ekuitas, Laporan Arus Kas, Laporan Perubahan

Statement of Change in Equity, Statement of Cash Flow, and

Dana Investasi Terikat.

Statement of Change in Committed Investment Fund.

INFORMASI PEMEGANG SAHAM UTAMA DAN

INFORMATION ON KEY AND CONTROLLING

PENGENDALI

SHAREHOLDER

Pemegang Saham utama dan pengendali Perseroan adalah

The Company’s key and controlling shareholder is the

Pemerintah Republik Indonesia yang memiliki 100% saham

Government of the Republic of Indonesia which owns 100%

Perseroan.

of the Company’s shares.

275

276


Pemerintah Republik Indonesia Government of the Republic of Indonesia

PT Angkasa Pura 1 (Persero) PT Angkasa Pura 1

TEKNOLOGI INFORMASI

INFORMATION TECHNOLOGY

Dalam rangka memaksimalkan efektifitas proses bisnis, di samping meningkatkan akuntabilitas penyampaian data

In the context of maximizing the effectiveness of business

dan informasi, maka diperlukan sistem informasi berbasis

process, in addition to improving the accountability of data

teknologi informasi. Sebagian sistem informasi yang

and information delivery, information technology-based

dibutuhkan oleh Perseroan sudah tersedia pada tahun

information system is required. Some part of the information

sebelumnya. Pembangunan sistem informasi di Perseroan

system required by the Company has been available since

ditujukan untuk mendukung proses bisnis dengan

the previous year. The development of information system

memberlakukan skala prioritas dengan mengutamakan

at the Company is aimed at supporting business process

bisnis proses inti Perseroan, yaitu bisnis proses yang langsung

by putting into effect a priority scale which prioritizes the

terkait dengan alur delivery service kepada pelanggan

Company’s core business process, namely business process

sampai dengan menjaga layanan dan proses penagihan

which is directly related to the flow of delivery service to

kepada pelanggan.

customers up to maintaining service and collection process to customers.

Ruang Lingkup Teknologi Informasi

Scope of Information Technology

1.

1.

2.

Prinsip dan arahan bagi pengelolaan TI dalam rangka

context of improving effectiveness, efficiency and

yang dapat diterima lingkungan Perseroan;

use of TI which is acceptable in the Company’s

Proses-proses pengelolaan TI yang mencakup proses

environment;

pengorganisasian aset TI,

3.

Principle and directive for IT management in the

peningkatan efektifitas, efisiensi dan penggunaan TI

proses perencanaan TI,

2.

IT management processes which include IT asset

proses pengembangan atau Akuisisi TI, proses operasi

organization

TI, keamanan Informasi dan proses evaluasi TI;

development or acquisition process, IT operations

Pengelolaan Sumber Daya TI yang terdiri dari Informasi,

process, information security and IT evaluation

aplikasi, Infrastruktur dan sumber daya manusia;

process,

IT

planning

process,

IT

process; 3.

Management of IT Resources which consist of Information, Application, Infrastructure, and Human Resources.







Peningkatan Layanan Teknologi Informasi

Information Technology Service Improvement

Salah satu upaya untuk meningkatkan layanan TI,

As one of the efforts of improving IT service, the Company

Perseroan telah memiliki tata kelola TI yang mencakup

has IT governance in place, which consists of IT organizational

struktur organisasi tata TI, prinsip manajemen sumber

structure,

daya TI, manajemen TI, Risk Management & Compliance

management, IT Risk Management & Compliance, IT quality

TI, manajemen kualitas TI, manajemen perencanaan dan

management, IT planning and expenditure/investment

belanja/investasi TI, manajemen pengembangan, akuisisi

management, development management, IT acquisition

dan implementasi TI, manajemen operasi dan dukungan TI,

and implementation, as well as IT policy implementation.

IT

resource

management

principles,

IT

serta implementasi kebijakan TI. Struktur organisasi tata kelola TI mencakup pengelolaan

IT organizational structure consists of management of

aspek strategis, operasional, proyek serta pengendalian

strategic aspects, operations, project, and risk control in order

risiko sehingga proses kegiatan bisnis dapat terkontrol hal

to control business activity process, which will have an impact

ini akan berdampak pada efektifitas dan efisiensi bisnis.

on business effectiveness and efficiency. In the Principle of IT

Dalam Prinsip Manajemen Sumber Daya TI yang menjadi

Resource Management, the scope of management in such

lingkup pengelolaan dalam Keputusan ini mencakup

Decision includes Information, Application, Infrastructure

Informasi, aplikasi, Infrastruktur dan teknologi serta sumber

and Technology, as well as IT human resources which refer to

daya manusia TI yang merujuk kepada praktik terbaik (best

best practices and the applicable provisions in the Company.

practices) dan ketentuan yang berlaku di Perseroan. TATA KELOLA TEKNOLOGI KOMUNIKASI DAN

INFORMATION AND COMMUNICATION TECHNOLOGY

INFORMASI

GOVERNANCE

Dalam mengelola sistem informasi internal Perseroan,

In managing the Company’s internal information system,

Perseroan telah memiliki Tata Kelola Teknologi Informasi

the Company has Information Technology Governance in

yang diatur secara khusus dalam sebuah Surat Keputusan

place, which is specifically regulated in a Decision Letter of

Direksi.

the Board of Directors.

PEMBANGUNAN DAN PENGEMBANGAN SISTEM

INFORMATION TECHNOLOGY SYSTEM DEVELOPMENT

TEKNOLOGI INFORMASI TAHUN 2013

AND EXPANSION IN 2013

Dalam rangka memberikan kualitas yang terbaik, Perseroan

In the context of providing the best quality, the Company has

telah memiliki kebijakan Tata Kelola Teknologi Informasi

an Information Technology Governance policy in place as set

yang tercantum dalam Keputusan Direksi PT Angkasa Pura

forth in Decision of the Board of Directors of PT Angkasa Pura

I (Persero) Nomor : Kep. /TI.02/ 2012 Tentang Tata Kelola

I (Persero) Number: Kep. /TI.02/2012 concerning Information

Teknologi Informasi PT. Angkasa Pura I (Persero).

Technology Governance of PT. Angkasa Pura I (Persero).

Maksud ditetapkannya Tata Kelola TI ini adalah untuk

The purpose of stipulation of this IT Governance is to provide

memberikan acuan pedoman kepada seluruh unit dalam

reference guidelines to all units in performing the Company’s

penyelenggaraan TI Perseroan agar dapat melaksanakan

IT in order to perform it consistently and continuously with

secara konsisten dan berkesinambungan terhadap pedoman

regard to general policy of the Company’s IT management

dan kebijakan umum pengelolaan TI Perseroan dan untuk

and to provide reference framework to all units related to

memberikan kerangka acuan kepada setiap unit yang terkait

performance of the Company’s IT in the preparation and

dengan penyelenggaraan TI Perseroan dalam penyusunan

stipulation of implementing guidelines and procedure

dan penetapan petunjuk pelaksanaan dan prosedur agar

in order to create synergy between development and

terjadi sinergi antara pengembangan dan operasional di

operations in the organizational environment of the relevant

lingkungan organisasi unit terkait.

unit.

277

278


Sedangkan tujuan ditetapkannya Tata Kelola TI ini adalah

Meanwhile, the objective for the stipulation of this IT

tersedianya pedoman untuk terwujudnya pola standardisasi

Governance is the availability of guidelines for actualizing

kerangka pelaksanaan pengembangan, penerapan dan

the implementation framework standardization pattern of

operasi TI serta tersedianya mekanisme bagi Perseroan

IT development, application, and operations, as well as the

untuk meningkatkan efektivitas dan efisiensi proses bisnis,

availability of mechanism for the Company to improve the

produktivitas dan tersedianya Informasi yang lengkap,

effectiveness and efficiency of business process, productivity,

komprehensif, akurat dan tepat waktu untuk mendukung

and availability of complete, comprehensive, accurate, and

proses

dalam

timely Information to support management’s decision

rangka memenuhi kebutuhan pelanggan, meningkatkan

making process, in the context of fulfilling customers’ needs,

kinerja dan pertumbuhan Perseroan serta memenangkan

improving the Company’s performance and growth, as well

persaingan bisnis.

as winning business competition.

Pihak-pihak yang terlibat dalam Tata Kelola Teknologi

Parties involved in Information Technology Governance

pengambilan

keputusan

menajemen,

Informasi 1.

Jajaran manajemen (Direksi dan Dewan Komisaris);

2.

Pengelola TI baik di Kantor Pusat maupun Kantor

1.

Management level (Board of Directors and Board of Commissioners);

Cabang;

2.

IT Administrator at Head Office and Branch Offices;

3.

Pemilik proses bisnis di Perseroan;

3.

Business process owner at the Company;

4.

Audit internal Perseroan;

4.

The Company’s internal audit;

5.

Pihak ketiga yang menyediakan layanan TI kepada

5.

Third parties providing IT services to the Company.

Perseroan. Struktur Organisasi Tata Kelola Teknologi Informasi

Organizational Structure of IT Governance

Struktur organisasi Tata Kelola TI Perseroan mencakup

The organizational structure of the Company’s IT Governance

pengelolaan aspek strategis, operasional, proyek dan

consists of management of strategic aspects, operations,

kontrol risiko. Tanggung jawab pengelolaan aspek-aspek

project, and risk control. The responsibility for management

strategis diperankan oleh Direksi dan Komite TI, sedangkan

of strategic aspects is carried out by the Board of Directors

tanggung jawab pengelolaan aspek operasional diperankan

and IT Committee, while responsibility for management

oleh Pengelola TI Kantor Pusat dan Pengelola TI Kantor

of operational aspects is carried out by IT Administrator at

Cabang. Dalam pengelolaan TI Perseroan , seluruh fungsi

Head Office and IT Administrator at Branch Offices. In the

organisasi terkait dengan pengembangan dan pengelolaan

Company’s IT management, all organizational functions

operasi TI harus menetapkan proses dan prosedur

related to development and management of IT operations

yang mengakomodasikan kontrol,quality assurance, risk

must stipulate process and procedure which accommodates

management, security Informasi, kepemilikan data dansistem

control, quality assurance, risk management, information

serta segregation of duties

security, ownership of data and system, as well as segregation

Pengelolaan

kontrol

atas

risiko

dilakukan

melalui

of duties.

keberjalanan audit TI yang menjadi tanggung jawab Satuan

Management of control on risk is performed through the

Pengawasan Intern Perseroan.

function of IT audit which falls under the responsibility of the Company’s Internal Supervision Unit.

Prinsip Manajemen Sumber Daya Teknologi Informasi

IT Resources Management Principles

Sumber Daya TI yang menjadi lingkup pengelolaan

IT Resources which fall under the scope of management

mencakup Informasi, aplikasi, Infrastruktur dan sumber daya

consist of Information, Application, Infrastructure, and IT

manusia TI. Prinsip prinsip manajemen sumber Daya TI

human resources. Principles of the Company’s IT resources

Perseroan meliputi:

management consist of:







-

Prinsip pengelolaan Informasi

-

Information management principle

-

Prinsip pengelolaan aplikasi

-

Application management principle

-

Prinsip pengelolaan Infrastruktur dan teknologi

-

Infrastructure and technology management principle

-

Prinsip pengelolaan Sumber Daya Manusia (SDM) TI

-

IT Human Resources (HR) management principle

Manajemen Lingkup Layanan Teknologi Informasi

Management of Scope of IT Service

Manajemen lingkup layanan TI Perseroan meliputi:

Management of scope of the Company’s IT service consists

-

Dukungan TI atas layanan bisnis dinyatakan dalam

of:

layanan TI

-

-

Lingkup layanan TI didokumentasikan dalam service

-

IT support to business service is manifested in IT service

portfolio

-

Scope of IT service is documented in service portfolio

Untuk setiap layanan yang berada dalam service

-

For any service which falls under the service catalogue,

catalogue harus ditetapkan tingkat layanan (service

a service level must be stipulated, which will serve as

level) yang akan menjadi dasar penilaian kinerja

basis for IT service performance assessment.

layanan TI Manajemen Risiko Teknologi Informasi

IT Risk Management

Manajemen risiko TI merupakan bagian dari pengelolaan

IT risk management is part of the Company’s risk

risiko Perseroan, merujuk kepada framework manajemen

management, referring to the Company’s risk management

risiko Perseroan yang ditetapkan dalam Keputusan Direksi

framework stipulated in a separate Board of Directors’

tersendiri. Manajemen risiko TI merupakan aktivitas yang

decision. IT risk management is an activity integrated with

terintegrasi dengan proses-proses pengelolaan TI lainnya

other IT management processes which consist of IT Planning,

meliputi Perencanaan TI, Pengembangan atau Akuisisi

Application Development or Acquisition, Infrastructure

aplikasi, Implementasi Infrastruktur dan Operasi TI.

Implementation, and IT Operations.

Manajemen Perencanaan dan Belanja/Investasi

IT Planning and Expenditure/Investment Management

Teknologi Informasi

In order to ensure the alignment between business objective

Untuk memastikan keselarasan antara tujuan bisnis dengan

and the expected strategic role of IT, the Company stipulates

peran strategis TI yang diharapkan, Perseroan menetapkan

IT strategy which is part of the Company Long-Term Plan. IT

strategi TI yang merupakan dari Rencana Jangka Panjang

strategy contains the components as follows:

Perusahaan (RJPP). Strategi TI memuat komponenkomponen sebagai berikut:

- understanding of the Company’s strategic direction;

-

Pemahaman akan arah strategis Perseroan;

- assessment of existing environment, capability, and performance;

-

penilaian lingkungan, kapabilitas dan kinerja eksisting;

- IT capability target;

-

target kapabilitas TI;

- gap analysis;

-

analisis kesenjangan;

- IT strategic role;

-

peran strategis TI;

- Strategic plan and roadmap.

-

rencana strategis dan roadmap.

The mechanism for preparation and stipulation of IT strategy

Mekanisme penyusunan dan penetapan strategi TI merujuk

refers to the mechanism for preparation and stipulation of

kepada mekanisme penyusunan dan penetapan Rencana

the Company Long-Term Plan.

Jangka Panjang Perusahaan (RJPP). Master Plan Teknologi Informasi

IT Master Plan

Sebagai rujukan bagi seluruh inisiatif TI di Perseroan, strategi

As a reference for all IT initiatives at the Company, IT strategy

TI diturunkan lebih detail ke dalam master planTI dengan

is derived in more details into an IT master plan by adjusting

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menyesuaikan penempatan program-program TI pada

the placement of IT programs to strategic position in

posisi strategis yang sesuai dengan peran yang ditetapkan

accordance with the role stipulated in the Company Long-

pada Rencana Jangka Panjang Perusahaan(RJPP).

Term Plan.

Master Plan TI Perseroan mencakup aspek-aspek strategis

The Company’s IT Master Plan consists of the strategic

implementasi sebagai penjabaran strategi penyelarasan

aspects of implementation as elaboration of strategy for

bisnis dan TI yang telah ditetapkan dalam Rencana Jangka

aligning business and IT which has been stipulated in the

Panjang Perusahaan (RJPP) yang meliputi komponen

Company Long-Term Plan, which consists of the components

sebagai berikut:

as follows:

-

Visi Arsitektur Perseroan (Enteprise Architecture);

- Arsitektur

Bisnis

Eksisting

Dan

Target,

Serta

-

Enterprise Architecture Vision;

-

Existing and Targeted Business Architecture, along with

Kesenjangan Analisisnya;

its Gap Analysis;

- Arsitektur Informasi Eksisting Dan Target, Serta

-

Kesenjangan Analisisnya;

with its Gap Analysis;

- Arsitektur Aplikasi Eksisting Dan Target, Serta

-

Kesenjangan Analisisnya; -

Target, Serta Kesenjangan Analisisnya; Peluang-Peluang

Dan

Solusi-Solusi

-

Tata Kelola TI Eksisting Dan Target, Serta Kesenjangan

Architecture; -

Analisisnya; Portofolio Program Dan Proyek TI Dalam Jangka Waktu High Level IT Spending Plan.

Existing and Targeted IT Governance, along with its Gap Analysis;

-

Yang Ditetapkan; -

Identification of Opportunities and Solutions based on the Existing and Targeted Condition of the Company’s

Dan Target;

-

Existing and Targeted Infrastructure and Technology Architecture, along with its Gap Analysis;

Berdasarkan Kondisi Arsitektur Perseroan Eksisting -

Existing and Targeted Application Architecture, along with its Gap Analysis;

- Arsitektur Infrastruktur Dan Teknologi Eksisting Dan - Identifikasi

Existing and Targeted Information Architecture, along

Program Portfolio and IT Project within the Stipulated Timeframe;

-

High Level IT Spending Plan.

Sedangkan mekanisme pengelolaan master planTI Perseroan

Meanwhile, management mechanism of the Company’s IT

adalah sebagai berikut:

master plan is as follows:

-

-

Pengelola TI Kantor Pusat mengusulkan master planTI

-

IT Administrator at Head Office proposes IT master plan

setelah berkonsultasi dengan Business Process Owner

upon consultation with Business Process Owner at

di Kantor Pusat dan Kantor Cabang, dan berkoordinasi

Head Office and Branch Offices, and upon coordination

dengan seluruh Pengelola TI Kantor Cabang.

with all IT Administrators at Branch Offices.

Komite TImelakukan review atas usulan master planTI

-

yang disampaikan Pengelola TI Kantor Pusat;

master plan submitted by IT Administrator at Head

- Direksi menetapkan hasil review master planTI yang disampaikan Komite TI. - Pengelola TI Kantor Pusat bertanggung jawab untuk

IT Committee performs a review on the proposed IT Office;

-

Board of Directors stipulates the review result of IT master plan submitted by IT Committee.

melakukan evaluasi keberjalanan master planTI

- IT Administrator at Head Office is responsible for

setiap tahunnya dan dapat mengusulkan revisi jika

performing evaluation of the functioning of IT master

diperlukan, dimana persetujuan akhir atas revisi akan

plan on a yearly basis and may propose revision if

ditetapkan oleh Komite TI.

necessary, in which final approval of revision will be stipulated by IT Committee.







Manajemen Pengembangan, Akuisisi dan Implementasi

IT Development, Acquisition, and Implementation

Teknologi Informasi

Management

Manajemen pengembangan, akuisisi dan implementasi

Management of the Company’s IT development, acquisition,

TI Perseroan meliputi, manajemen program dan proyek

and implementation consists of management of IT programs

TI,

solusi TI,

and projects, defining business needs for IT solution, software

pengembangan dan akuisisi software aplikasi, implementasi

pendefinisian

kebutuhan

application development and acquisition, IT infrastructure

infrastruktur TI, manajemen perubahan TI dan manajemen

implementation, IT change management, and organizational

perubahan organisasional.

change management.

Manajemen Operasi dan Dukungan Teknologi

IT Operations and Support Management

Informasi

Management of the Company’s IT operations and support

Manajemen operasi dan dukungan TI Perseroan meliputi

consists of operations and technical support authority

kewenangan dan tanggung jawab operasi dan dukungan

and responsibility, asset management, IT configuration

teknis,

konfigurasi TI,

management, IT demand and incident management,

manajemen permintaan dan insiden TI manajemen

IT issues management, IT availability and continuity

permasalahan TI, manajemen ketersediaan dan kontinuitas

management, IT security management, and third party

TI, manajemen keamanan TI dan manajemen hubungan

relationship management.

manajemen

aset

bisnis

manajemen

akan

dengan pihak ketiga. Monitoring, evaluasi, dan implementasi kebijakan

IT policy monitoring, evaluation, and implementation

Teknologi Informasi

IT monitoring and evaluation consists of scope of monitoring,

Monitoring dan evaluasi TI meliputi lingkup monitoring,

evaluation and assessment of monitoring authority and

evaluasi dan assessment

kewenangan dan tanggung

responsibility, IT evaluation and assessment. Meanwhile, IT

jawab monitoring, evaluasi dan assessment TI. Sedangkan

policy implementation consists of change in IT policy and

implementasi kebijakan TI meliputi perubahan atas kebijakan

derivation of IT policy into IT standards and procedures.

TI, penurunan kebijakan TI dalam standar dan prosedur TI. AKSES MEDIA DAN PENYEBARAN INFORMASI

MEDIA ACCESS AND DISTRIBUTION OF INFORMATION

Perseroan senantiasa memberikan informasi mengenai

The Company always provides information on the Company

Perseroan kepada Pemegang Saham dan stakeholders.

to Shareholders and stakeholders. It is expected that

Stakeholders diharapkan dapat mengakses informasi

stakeholders can access information on the Company at

tentang Perseroan di situs yang memberikan informasi

the site which provides comprehensive information about

komprehensif tentang kegiatan operasional dan kinerja

operational activities and performance of the Company,

Perseroan, serta berbagai informasi lain yang berguna bagi

as well as various other information which is useful for

Pemegang Saham dan pihak-pihak yang berkepentingan

Shareholders and interested parties by accessing the site

dengan mengakses pada situs www.angkasapura1.co.id dan

www.angkasapura1.co.id and SOE portal at www.bumn.

portal BUMN di www.bumn.go.id/angkasapura1.

go.id/ angkasapura1.

Untuk keperluan internal Perseroan maupun untuk

For the Company’s internal purpose as well as for information

berbagi informasi dan pengetahuan diantara karyawan,

and knowledge sharing among employees, the Company

Perseroan memiliki media antara lain intranet portal (www.

has media in place, among other things an intranet portal

angkasapura1.biz), majalah internal (Majalah Angkasa Pura),

(www.angkasapura1.biz), internal magazine (Angkasa Pura

email ([email protected]) dan forum komunikasi

Magazine), email ([email protected]) and the

internal Perseroan.

Company’s internal communication forum.

Selama 2013, Perseroan telah mengeluarkan siaran pers

In 2013, the Company has issued press releases as follows:

sebagai berikut.

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282


Tanggal Date

Uraian Description

2 Januari 2013

Angkasa Pura I Implementasikan Tahap Pertama Proyek ERP

13 Januari 2013

Angkasa Pura I Kirim 30 Karyawan ke Incheon, Korea

16 Januari 2013

Direksi Perum LPPNPI Resmi Dilantik

25 Januari 2013

Angkasa Pura I & Bank Mandiri Bangun Sekolah di Bali

27 Januari 2013

Bandara Ahmad Yani Semarang Tetap Akan Dibangun

24 Februari 2013

Hotel Ibis Budget Surabaya Airport Diresmikan

1 April 2013

Bandara Internasional Juanda Raih ASEAN Airport of The Year LIMA 2013

10 April 2013

Peresmian Beroperasinya Regulated Agent Angkasa Pura Logistik di Surabaya

10 April 2013

Kementerian BUMN Rombak Direksi Angkasa Pura I

25 April 2013 1 Mei 2013 2 Mei 2013

Angkasa Pura I dan Lion Air Tandatangani Nota Kesepahaman Rencana Pembangunan Taxyway di Bandara Sam Ratulangi Angkasa Pura I Gelar Annual Marketing Meeting 2013 Penandatanganan Kerjasama Angkasa Pura I dengan Perseroan Food & Beverages Pemenang Tender Area Komersial Bandara Ngurah Rai

3 Mei 2013

Angkasa Pura I dan Dufry International Tandatangani Kerjasama Komersial

27 Mei 2013

Angkasa Pura I Gelar Marketing Forum 2013

28 Mei 2013

Bandara Juanda Terpilih sebagai Pemenang Service Quality Gold Award 2013

3 Juni 2013

Angkasa Pura I Raih Surabaya Public Service Award (SPSA) 2013

4 Juni 2013

Angkasa Pura I dan Jasindo Tandatangani Nota Kesepakatan Pemasaran Asuransi di Bandara

10 Juni 2013

Bandara Juanda, Tingkatkan Kualitas Layanan, Maksimalkan Pendapatan Komersial

26 Juni 2013

Angkasa Pura I Terima “Korean Ambassador Award”

29 Juni 2013

Angkasa Pura I Gelar Jambore Pramuka di Semarang

11 Juli 2013 18 Juli 2013

BRI dan Bank Mandiri Menangkan Tender untuk Operasikan Gerai Penukaran Mata Uang di Bandara Ngurah Rai Angkasa Pura I dan Kemenpera RI Tandatangani Perjanjian Kerjasama Pemanfaatan Tanah untuk Pembangunan Rusunawa bagi Pekerja Bandara

22 Agustus 2013

Ratusan Lowongan Kerja Tersedia di Area Komersial Bandara Internasional Ngurah Rai

23 Agustus 2013

Upaya Peningkatkan Akses dan Pemerataan Pendidikan bagi Siswa di Indonesia Timur

27 Agustus 2013

Penutupan Bandara Ngurah Rai Terkait APEC 2013

29 Agustus 2013

Angkasa Pura I Resmikan Rumah Pintar di Bandara Sepinggan

30 Agustus 2013

Angkasa Pura I Siapkan 6 Bandara untuk Embarkasi Haji Tahun Ini

6 September 2013

Bandara I Gusti Ngurah Rai Siap Diresmikan

10 September 2013

Kloter Pertama Embarkasi Haji Angkasa Pura I Lancar

17 September 2013

Bank Mandiri, BNI, dan BRI Biayai Proyek Pengembangan Bandara Angkasa Pura I

19 September 2013

Operasi Boyong Terminal Internasional I Gusti Ngurah Rai

21 September 29013

Angkasa Pura I Salurkan Bantuan untuk Pengungsi Gunung Sinabung

24 September 2013

Angkasa Pura I Raih 3 Penghargaan dalam Anugerah Business Review 2013





Tanggal Date 26 September 2013 26 September 2013 29 September 2013 3 Oktober 2013 7 Oktober 2013



Uraian Description 4 Bandara Angkasa Pura I Rebut Penghargaan Toilet Bersih 2013 PKD Bandara Frans Kaisiepo; Gara-gara Pemotor, Manggupre Airlines Terbakar di Bandara Frans Kaisiepo Garuda Indonesia Jadi Maskapai Pertama Gunakan Terminal Keberangkatan Internasional Baru Bandara I Gusti Ngurah Rai Direksi Angkasa Pura I Berkantor di Bali Dukung Pelaksanaan KTT-APEC 2013 Bandara I Gusti Ngurah Rai Terima 673 Rekomendasi Pembatalan Penerbangan Selama KTT-APEC 2013

8 Oktober 2013

Angkasa Pura I Akan Terapkan Pemanfaatan Energi Surya di Bandara

9 Oktober 2013

Operasional Bandara I Gusti Ngurah Rai Pasca Penutupan Bandara Kembali Normal

17 Oktober 2013

Angkasa Pura I Kantor Pusat Salurkan Bantuan Program Bina Lingkungan Rp 245 Juta

20 Oktober 2013

Angkasa Pura I Kembali Kirim 20 Karyawan ke Incheon, Korea Selatan

25 Oktober 2013

Angkasa Pura Hotels Rambah Lini Bisnis Inflight Catering

25 Oktober 2013 12 November 2013 26 November 2013

Sepuluh Perseroan Tandatangani Kerjasama Komersial dengan Angkasa Pura I untuk Beroperasi di T2 Bandara Juanda Surabaya Laba Angkasa Pura I Naik 15,8 Persen Penandatanganan Kerjasama Angkasa Pura I dengan Perseroan Pemenang Tender Area Komersial Bandara Sepinggan

5 Desember 2013

Angkasa Pura I Raih Gelar BUMN Logistik Berdaya Saing Terbaik dalam Anugerah BUMN 2013

12 Desember 2013

Angkasa Pura I Raih Peringkat IV dalam Penghargaan Keterbukaan Informasi Badan Publik

TRANSPARANSI INFORMASI PRODUK

TRANSPARENCY OF PRODUCT INFORMATION

Perseroan telah mentransparansikan informasi produk

The Company has applied transparency on product

sesuai ketentuan yang berlaku. Penerapan mengenai

information in accordance with the applicable provisions.

transparansi informasi produk Perseroan saat ini telah dapat

Currently, the application of transparency on the Company’s

diketahui pelanggan melalui sarana, seperti website: www.

product information can be found out by customers

angkasapura1.co.id, maupun media promosi cetak, radio

through facilities such as website: www.angkasapura1.co.id,

maupun televisi. Informasi produk dalam website akan terus

or through printed promotional media, radio, and television.

di-update dan disempurnakan baik konten maupun sistem

Product information on the website will always be updated

yang digunakan.

and perfected, both in terms of content as well as the system used.

TRANSPARANSI INFORMASI KEUANGAN DAN NON

TRANSPARENCY OF FINANCIAL AND NON-FINANCIAL

KEUANGAN

INFORMATION

Sebagai wujud implementasi prinsip tata kelola Perseroan,

As the manifestation of the implementation of Corporate

Perseroan telah mentransparansikan kondisi keuangan dan

Governance

non keuangan.

transparency on financial and non-financial condition.

principle,

the

Company

has

applied

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284


PENYAMPAIAN LAPORAN TAHUNAN DAN LAPORAN

SUBMISSION OF ANNUAL REPORT AND FINANCIAL

KEUANGAN

STATEMENTS

Dalam rangka memberikan informasi yang transparan dan

In the context of providing transparent, accurate information

akurat kepada seluruh stakeholder-nya, Perseroan telah

to all its stakeholders, the Company has submitted its Annual

menyampaikan Laporan Tahunan paling tidak kepada:

Report at least to:

a. Kementerian BUMN

a.

b. Kementerian Perhubungan

b. the Ministry of Transportation

the Ministry of State-Owned Enterprises

c. Kementerian Keuangan

c.

d. Komite Nasional Kebijakan Governance

d. the National Committee for Governance Policy

e. Direktorat Jenderal Pajak

e.

the Directorate General of Taxes

f. Stakeholders lainnya

f.

Other Stakeholders.

the Ministry of Finance

MASALAH DAN KENDALA YANG DIHADAPI

ISSUES AND OBSTACLES ENCOUNTERED

Tidak terdapat masalah dan kendala dalam penyajian laporan

There was no issue or obstacle in the presentation of report

transparansi informasi keuangan pada tahun 2013.

on financial information transparency in 2013.

BENTURAN KEPENTINGAN

CONFLICT OF INTERESTS

kepentingan merupakan keadaan dimana terdapat konflik

Conflict of interests is a situation when a conflict emerges

antara kepentingan ekonomis Perseroan dan kepentingan

between the Company’s economic interest and personal

ekonomis pribadi Anggota Direksi, Anggota Dewan

economic interest of Members of Board of Directors, Members

Komisaris, Pemegang Saham Utama atau pihak terafiliasi dari

of Board of Commissioners, Key Shareholders or affiliated

Anggota Direksi, Anggota Dewan Komisaris atau Pemegang

parties of Members of Board of Directors, Members of Board

Saham Utama. Selama 2013, tidak ada transaksi yang

of Commissioners or Key Shareholders. In 2013, there was no

mengandung benturan kepentingan di Perseroan

transaction containing conflict of interests in the Company.

PERMASALAHAN HUKUM

LEGAL ISSUES

Permasalahan hukum mencakup permasalahan hukum

Legal issues consist of civil and criminal law issues faced by

perdata dan pidana yang dihadapi Perseroan selama

the Company during the reporting period which have been

periode tahun laporan dan telah diajukan melalui proses

filed through legal proceedings.

hukum





PERKARA CASE


STATUS PERKARA CASE STATUS


PENGARUH TERHADAP PERSEROAN IMPACT ON THE COMPANY

Perkara Hukum Pajak Taxation Law Cases PPN Internasional masa tahun 2005 Ditjen Pajak ditetapkan bahwa PT Angkasa Pura I (Persero) terdapat kekurangan bayar pajak PPN Internasional melalui SKPKB No.00044/207/03/051/07 tanggal 22 Maret 2007 sebesar Rp 98.687.947,PT Angkasa Pura I (Persero) mengajukan keberatan I melalui surat No.AP I. 1255/KU.50.7/2007/DK-B tanggal 11 April 2007 dan keberatan II melalui surat No.AP.I.2176/KU.50.7/2007/DK-B tanggal 21 Juni 2007 yang telah ditolak oleh Ditjen Pajak dengan surat No.Kep-013/WP3.19/BD,05/ 2008 tanggal 18 Januari 2008. PT Angkasa Pura I (Persero) mengajukan Banding dengan Surat Banding ke Majelis Pengadilan Pajak No. AP.I.673/ KU.50.7/2008/DU-B tanggal 27 Januari 2008. Dari Sidang Pengadilan Pajak telah mengeluarkan Putusannya No. Put-18464/PP.M.VIII/16/ 2009 tanggal 10 Juni 2009 yang mengabulkan seluruh Banding PT Angkasa Pura I (Persero) atas keberatan SKPKB No.00044/207/03/051/07 tanggal 22 Maret 2007 tersebut. International VAT for the 2005 period The Director General of Taxes made an assessment that PT Angkasa Pura I (Persero) has underpaid International VAT through Underpaid-Tax Assessment No. 00044/207/03/051/07 dated March 22, 2007 in the amount of Rp 98,687,947.PT Angkasa Pura I (Persero) filed the first objection through letter No. AP.I.1255/ KU.50.7/ 2007/DK-B dated April 11, 2007 and second objection through letter No. AP.I.2176/ KU.50.7/ 2007/DK-B dated June 21, 2007, both of which have been denied by the Director General of Taxes through letter No. Kep-013/ WP3.19/BD,05/ 2008 dated January 18, 2008. PT Angkasa Pura I (Persero) filed an Appeal through Appeal Letter to Tax Tribunal No. AP.I.673/ KU.50.7/2008/ DU-B dated January 27, 2008. The Tax Court Session has issued Decision No. Put-18464/PP.M.VIII/16/2009 dated June 10, 2009 which granted the entire Appeal of PT Angkasa Pura I (Persero) regarding objection to Underpaid-Tax Assessment No.00044/207/03/051/07 dated March 22, 2007.

Perkara telah sampai pada tahap upaya hukum Peninjauan Kembali dan saat ini masih menunggu Putusan dari Mahkamah Agung RI. The case has come to the legal proceeding phase of Judicial Review and it is currently still pending Decision of the Supreme Court of the Republic of Indonesia.

Tidak berpengaruh terhadap Perseroan No impact on the Company

285

286


PERKARA CASE



PPN Internasional masa bulan Desember 2006 Berdasarkan Hasil Pemeriksaan Pajak oleh KPP BUMN Ditjen Pajak ditetapkan bahwa PT Angkasa Pura (Persero) terdapat kekurangan bayar pajak PPN Internasional melalui SKPKB No.00006/207/03/051/07 tanggal 17 April 2007 sebesar Rp 4.369.707,- PT Angkasa Pura I (Persero) mengajukan keberatan I melalui surat No.AP I 2223/KU.50.7/2007/DK-B tanggal 25 Juni 2007 dan Banding dengan Surat Banding ke Majelis Pengadilan Pajak No.AP.I.3013/KU.50.7/2008/DU-B tanggal 26 Agustus 2008. Dari Sidang Pengadilan Pajak telah mengeluarkan Putusannya No.Put2459/PP/M.VIII/16/2010 tanggal 13 Maret 2010 yang mengabulkan seluruh Banding PT Angkasa Pura I (Persero) atas keberatan SKPKB No.00006/207/03/051/07 tanggal 17 April 2007 tersebut. Fihak Ditjen Pajak kemudian mengajukan Peninjauan Kembali ke Mahkamah Agung RI melalui surat No. S- 9014/PJ.07/2010 dan PT Angkasa Pura I (Persero) juga telah mengajukan kontra memori Peninjauan Kembali ke Mahkamah Agung RI melalui surat No.AP.I- 324/KU.50.7/2010/DK-B tanggal 3 Desember 2010. Sampai saat ini Peninjauan Kembali tersebut masih dalam proses di Mahkamah Agung RI. International VAT for the period of December 2006 Based on result of Tax Audit conducted by Tax Service Office for StateOwned Enterprises of the Director General of Taxes, it was assessed that PT Angkasa Pura (Persero) has underpaid International Paid through Underpaid-Tax Assessment No. 00006/207/03/051/07 dated April 17, 2007 in the amount of Rp 4,369,707.PT Angkasa Pura I (Persero) filed the first objection through letter No. AP.I.2223/ KU.50.7/2007/DK-B dated June 25, 2007 and an Appeal through Appeal Letter to Tax Tribunal No. AP.I.3013/KU.50.7/2008/DU-B dated August 26, 2008. The Tax Court Session has issued Decision No. Put- 2459/PP/ M.VIII/16/2010 dated March 13, 2010 which granted entirely the Appeal filed by PT Angkasa Pura I (Persero) with regard to objection against Underpaid-Tax Assessment No. 00006/207/03/051/ 07 dated April 17, 2007. The Director General of Taxes subsequently filed a Judicial Review to the Supreme Court of the Republic of Indonesia through letter No. S-9014/PJ.07/ 2010, and PT Angkasa Pura I (Persero) has also filed a contramemorandum of Judicial Review to the Supreme Court of the Republic of Indonesia through letter No.AP.I-324/ KU.50.7/2010/DK-B dated December 3, 2010. Until now, the Judicial Review is still being processed by the Supreme Court of the Republic of Indonesia.

Perkara telah sampai pada tahap upaya hukum Peninjauan Kembali dan saat ini masih menunggu putusan dari Mahkamah Agung RI, dengan keterangan proses sebelumnya. The case has come to the legal proceeding phase of Judicial Review and it is currently still pending Decision of the Supreme Court of the Republic of Indonesia, with information from the previous processes. The Appeal Stage has issued Decision of Tax Court No. Put.22459/PP/M.VIII/16/2010 dated July 30, 2010 on the request for appeal field by PT AP I against the Decision of Director General of Taxes, which essentially decided to grant partially the request for appeal filed by AP I.

Tidak berpengaruh terhadap Perseroan No impact on the Company





PERKARA CASE





PPN Internasional Masa tahun 2007 Perkara telah sampai Berdasarkan Hasil Pemeriksaan Pajak oleh KPP BUMN Ditjen Pajak

pada tahap upaya hukum

ditetapkan bahwa PT Angkasa Pura I (Persero) terdapat kekurangan

Peninjauan Kembali (Dirjen

bayar pajak PPN Internasional melalui SKPKB No.00072/207/06/051/09

Pajak selaku Pemohon

tanggal 1 Juni 2009 sebesar Rp 131.533.450,- PT Angkasa Pura I (Persero)

Peninjauan Kembali) dan

mengajukan keberatan I melalui surat No.AP I. 2139/KU.50.7/2009/

saat ini masih menunggu

DK-B tanggal 29 Juni 2009 dan Banding dengan Surat Banding ke

Putusan dari Mahkamah

Majelis Pengadilan Pajak. Dari Sidang Pengadilan Pajak telah dibacakan

Agung RI. Pada Tahap

Putusannya, namun sampai saat ini Hasil Putusannya belum dikeluarkan

Banding telah dikeluarkan

oleh Pengadilan Pajak.

Putusan Pengadilan

Pihak Ditjen Pajak kemudian mengajukan Peninjauan Kembali ke

Pajak No.Put.36949/

Mahkamah Agung RI melalui surat No. S- 5567/PJ.07/2012 dan PT Angkasa PP/M.V/16/2012 tanggal Pura I (Persero) juga telah mengajukan kontra memori Peninjauan Kembali 29 Februari 2012 jo. ke Mahkamah Agung RI melalui surat No.AP.I- 5307/KU.50.7/2012/DU-B

Putusan Pengadilan

tanggal 26 September 2012 yang telah direvisi dan disidangkan kembali

Pajak No.Put.36949/

dengan Putusan Pajak nomor : Put. 36949.R/PP/M.V/16/2012. Sampai saat

PP/M.V/16/2012 tanggal

ini Peninjauan Kembali tersebut masih dalam proses di Mahkamah Agung

18 Juli 2012 yang pada

RI.

prinsipnya mengabulkan

Tidak berpengaruh

sebagian permohonan

terhadap Perseroan

International VAT for the period of 2007

banding Pemohon

Based on result of Tax Audit conducted by Tax Service Office for State-

Banding (Perseroan).

Owned Enterprises of the Director General of Taxes, it was assessed that

No impact on the Company

PT Angkasa Pura (Persero) has underpaid International VAT through

Pada tahun 2009,

Underpaid-Tax Assessment No. 00072/207/06/051/09 dated June 1,

pemerintah mengeluarkan

2009 in the amount of Rp 131,533,450.-

Peraturan Pemerintah

PT Angkasa Pura I (Persero) filed the first objection through letter No.

Nomor: 28 Tahun 2009

AP.I.2139/ KU.50.7/2009/DK-B dated June 29, 2009 and Appeal through

tentang perlakuan

Appeal Letter to Tax Tribunal. The Tax Court Session has pronounced its

PPN atas Penyerahan

Decision; however, until now, the Decision has not been issued by the

Jasa Kebandarudaraan

Tax Court.

tertentu kepada Perseroan

The Director General of Taxes subsequently filed a Judicial Review to

angkutan udara niaga

the Supreme Court of the Republic of Indonesia through letter No.

untuk pengoperasian

S-5567/PJ.07/ 2012 and PT Angkasa Pura I (Persero) has also filed a

pesawat udara yang

contra-memorandum of Judicial Review to the Supreme Court of the

melakukan penerbangan

Republic of Indonesia through letter No.AP.I-5307/KU.50.7/ 2012/DU-B

luar negeri mulai tahun

dated September 26, 2012 which has been revised and brought again

2009 PT Angkasa Pura

to trial with Tax Decision number: Put. 36949.R/ PP/M.V/16/2012. Until

I (Persero) tidak lagi

now, the Judicial Review is still being processed by the Supreme Court

dikenakan PPN Jasa

of the Republic of Indonesia.

Penerbangan Internasiona

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288


PERKARA PENTING YANG SEDANG DIHADAPI DIREKSI

IMPORTANT CASES FACED BY CURRENT BOARD OF

DAN DEWAN KOMISARIS YANG SEDANG MENJABAT

DIRECTORS AND BOARD OF COMMISSIONERS

Selama 2013, tidak ada Direksi dan Dewan Komisaris

In 2013, no member of the Company’s current Board of

Perseroan yang sedang menjabat menghadapi permasahan

Directors and Board of Commissioners was facing a legal

hukum.

issue.

TINGKAT KESEHATAN PERSEROAN

THE COMPANY’S HEALTH LEVEL

Mengacu kepada Surat Keputusan Menteri Badan Usaha

Referring to Decree of the Minister of State-Owned Enterprises

Milik Negara No.100/MBU/2002 tanggal 4 Juni 2002,

No.100/MBU/2002 dated June 4, 2002, in brief, the Company’s

secara singkat tingkat kesehatan Perseroan Tahun 2013

health level in 2013 received the predicate of ”AA” Healthy with

memperoleh predikat ”AA” Sehat dengan nilai 87,50.

the score of 87.50. The Company’s performance is measured

Kinerja Perseroan diukur atau dinilai dari 3 (tiga) aspek yaitu

or assessed based on 3 (three) aspects, namely the Company’s

kinerja keuangan Perseroan mencapai skor 37,50, Kinerja

financial performance which achieved the score of 37.50,

Operasional diukur berdasarkan SK. Dirjen Perhubungan

Operating Performance which was measured based on

Udara No. SKEP/284/X/1999 dimana kinerja PJP, PJP4U, PJP2U,

Decision Letter of Director General of Air Transportation No.

Counter dan Garbarata baik domestik maupun internasional

SKEP/284/X/1999 in which the performance of Air Traffic Services,

dapat tercapai dengan skor 35,00 dan kinerja Administrasi

Aircraft Landing, Parking, and Storage Services (PJP4U), Aircraft

Perseroan terealisasi dengan skor 15,00.

Passenger Services (PJP2U), Counter, and Passenger Boarding Bridge, both at the domestic as well as international levels,

PEMBERIAN DANA UNTUK KEGIATAN SOSIAL DAN

achieved the score of 35.00, and the Company’s Administration

KEGIATAN POLITIK

performance realized the score of 15.00.

Perseroan tidak terlibat di dalam kegiatan politik dan tidak

FUND PROVISION FOR SOCIAL AND POLITICAL

memberikan donasi untuk kepentingan politik. Sebaliknya,

ACTIVITIES

kepedulian yang tinggi terhadap masalah sosial dan lingkungan hidup merupakan bagian penting dari tugas dan

The Company is not engaged in political activities and does

tanggung jawab Perseroan terhadap masyarakat. Penjelasan

not give donation for political purpose. On the contrary,

secara lebih rinci yang telah dilakukan oleh Perseroan dan

high concern on social and environmental issues is an

nilai nominalnya selama 2013 terdapat di bagian Laporan

important part of the Company’s duties and responsibility

Tanggung Jawab Sosial Perseroan dalam Laporan Tahunan

to the community. More detailed explanation on activities

2013 ini.

conducted by the Company and their nominal amount during the year 2013 can be found in Corporate Social

SHARES OPTION

Responsibility Report section of this 2013 Annual Report.

Share option adalah opsi untuk membeli saham oleh

SHARES OPTION

anggota Dewan Komisaris, Direksi dan Pejabat Eksekutif yang dilakukan melalui penawaran opsi saham dalam rangka

Shares option is an option to buy shares for members of

pemberian kompensasi yang telah diputuskan dalam Rapat

Board of Commissioners, Board of Directors, and Executive

Umum Pemegang Saham. Sampai dengan 31 Desember

Officers, which is conducted through shares option offering

2013, Perseroan tidak melakukan shares option. Hal ini

in the context of provision of compensation stipulated in the

dikarenakan Perseroan bukan merupakan Perusahaan Publik

General Shareholders Meeting. As of December 31, 2013, the Company has not performed any shares option.







CODE OF CONDUCT

CODE OF CONDUCT

KEBERADAAN CODE OF CONDUCT

EXISTENCE OF CODE OF CONDUCT

Perseroan berkomitmen untuk mengembangkan dan

The Company is committed to develop and implement the

menerapkan prinsip Good Corporate Governance dalam

Good Corporate Governance principle in each Company

setiap kegiatan Perseroan di semua tingkatan atau struktur

activity at all levels or organizational structure. For that

organisasi. Untuk itu, Direksi Perseroan telah menerbitkan

purpose, the Company’s Board of Directors has issued

Pedoman Etika Perseroan. Code of Conduct Perseroan

the Company’s Code of Conduct. The Company’s Code

disusun untuk menjadi acuan perilaku bagi Dewan Komisaris,

of Conduct is prepared to serve as a reference of conduct

Direksi dan Pegawai Perseroan sebagai acuan bagi organ

for the Board of Commissioners, Board of Directors, and

Perseroan dan semua karyawan dalam menerapkan nilai-

Company Employees and as a reference for the Company’s

nilai (values) dan etika bisnis sehingga menjadi bagian dari

organs and all employees in implementing business values

budaya Perseroan sehingga tercapai visi dan misi Perseroan.

and ethics to become a part of Company culture, in order to achieve the Company’s vision and mission.

Code of Conduct merupakan tanggung jawab seluruh

Code of Conduct falls under the responsibility of all levels

jajaran Perseroan dan menjadi bagian dari

budaya

of the Company and becomes a part of Company culture

Perseroan sebagai pedoman berperilaku yang profesional,

as guidelines for professional, responsible, fair, proper, and

bertanggung jawab, wajar, patut dan dipercaya dalam

trusted conduct in establishing business relationship with

melakukan hubungan bisnis dengan para pelanggan,

customers, partners, and co-workers.

rekanan, maupun dengan rekan sekerja. MUATAN CODE OF CONDUCT

CONTENT OF CODE OF CONDUCT

Pedoman perilaku terbagi atas 6 (enam) bagian yang di

The Code of Conduct is divided into 6 (six) parts which

dalamnya terkandung penerapan standar etika bisnis dalam

contain the implementation of business ethics standard

hubungannya dengan berbagai stakeholders, mulai dari

related to various stakeholders, starting from employees,

pegawai, penyedia barang dan jasa, pesaing, mitra kerja,

goods and services providers, competitors, work partners,

pemerintah, masyarakat, media masa dan organisasi profesi.

government, community, mass media, and professional organizations.

Code of Conduct berisikan aspek-aspek sebagai berikut.

Aspek yang Diatur Regulated Aspect

The Code of Conduct contains the following aspects:

Penjelasan Description Dasar pemikiran, sasaran pedoman etika Perseroan, tujuan pedoman etika

Pendahuluan

Perseroan, tanggung jawab pegawai Perseroan terhadap implementasi pedoman etika Perseroan, dan tanggung jawab para pimpinan Perseroan terhadap implementasi pedoman etika Perseroan.

Visi, Misi, Komitmen dan Budaya Kerja Perseroan

Visi, Misi, Komitmen dan Budaya Kerja Perseroan.

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290


Aspek yang Diatur Regulated Aspect

Penjelasan Description Etika dan perilaku Komisaris, Direksi, pegawai, keselamatan, kesehatan serta lingkungan kerja, hak kekayaan intelektual, sistem teknologi informasi dan komunikasi, penyimpanan dokumen, pencatatan dan

Pedoman Etika Kerja

pelaporan keuangan, pengamanan aktiva Perseroan, kerahasiaan informasi, reputasi dan citra Perseroan, benturan kepentingan, suap dan KKN, donasi, jamuan dan hadiah, biaya perjalanan dinas dan kontribusi aktivitas politik. Kepatuhan terhadap hukum, peraturan dan kebijakan, hubungan

Pedoman Etika Usaha

Perseroan dengan pelanggan, pemerintah, mitra kerja, pemasok, kreditur/investor, Anak Perseroan/patungan/afiliasi dan tanggung jawab sosial kepada masyarakat. Sosialisi pedoman perilaku, arahan ringkas pelaksanaan pernyataan

Penerapan Pedoman Perilaku

kepatuhan insan Perseroan, saluran pengaduan pelanggan dan sanksi terhadap pelanggaran pedoman perilaku.

Selain kewajiban untuk menaati Code of Conduct,

In addition to obligation to adhere to the Code of Conduct,

pegawai Perseroan juga diharuskan untuk menaati aturan

the Company’s employees are also required to adhere to

dan kebijakan lainnya, serta tidak bersikap diam apabila

other rules and policies, and not to keep quiet if they find

menemukan atau mengetahui perbuatan atau tindakan

out about a conduct or action which constitutes a breach of

yang merupakan pelanggaran atas Code of Conduct.

the Code of Conduct. Employees are required to report such

Pegawai diharuskan untuk melaporkan pelanggaran atas

violation of the Code of Conduct to the Board of Directors/

Code of Conduct tersebut kepada Direksi/Dewan Komisaris/

Board of Commissioners/Work Unit responsible for personnel

Unit Kerja yang membidangi unit personalia. Seluruh laporan

affairs. All reports must be accompanied with accurate data

tersebut disertai data dan/atau bukti-bukti akurat sehingga

and/or evidences in order that the breach can be further

pelanggaran dapat diproses lebih lanjut. Setiap pelanggaran

processed. Any violation of the Code of Conduct will be

atas Code of Conduct akan dikenakan sanksi sesuai dengan

sanctioned in accordance with the applicable provision and

peraturan yang berlaku dan pengenaan sanksi tersebut tidak

the imposition of sanction is not discriminative in nature. In

bersifat diskriminatif. Untuk lebih membumikan Code of

order to make the existing Code of Conduct more down-to-

Conduct yang dimiliki, setiap tahun Perseroan melakukan

earth, every year, the Company conducts dissemination of

sosialisasi pedoman tersebut bagi seluruh karyawan melalui

the guidelines to all employees through training, informal

pelatihan, sarasehan dan lain-lain.

discussion, etc.

Pada 2013, seluruh insan Perseroan telah menandatangani

In 2013, all members of the Company have signed the Code

Surat Pernyataan Code of Conduct sebagai bentuk

of Conduct Statement as the form of commitment that the

komitmen bahwa yang bersangkutan sanggup untuk

person concerned is capable to adhere to and implement

menaati dan melaksanakan Code of Conduct secara

the Code of Conduct consistently and fully responsibly.

konsisten dan penuh tanggung jawab. Pernyataan Code of

Code of Conduct declaration is also an inseparable part of

Conduct juga merupakan bagian yang tidak terpisahkan dari

work agreement for any member of the Company and every

perjanjian kerja setiap insan Perseroan dan setiap pegawai

employee must know that incompliance with the Code of

harus mengetahui bahwa ketidakpatuhan terhadap Code of

Conduct may affect performance assessment result and

Conduct dapat mempengaruhi hasil penilaian kinerja dan

career path of the Company’s members.

jenjang karir insan Perseroan.





NILAI-NILAI PERSEROAN



COMPANY VALUES

Sebagai tindak lanjut dari ketentuan tersebut di atas,

As follow-up of the aforementioned provision, the Board of

Dewan Komisaris, Direksi, dan seluruh

pegawai telah

Commissioners, Board of Directors, and all employees have

menandatangani Surat Pernyataan Code of Conduct

signed the Code of Conduct Statement to be adhered to and

untuk mematuhi dan melaksanakan secara konsisten dan

implemented consistently and responsibly.

bertanggung jawab. Menyadari pentingnya Code of Conduct dalam kesuksesan

Awareness of the importance of Code of Conduct in the

Perseroan bermula dari kedisiplinan menerapkan nilai-

Company’s success starts from discipline in implementing

nilai Perseroan (core value), serta keyakinan bahwa Code

the Company’s values (core values), and the belief that Code

of Conduct merupakan “jiwa” dari operasional Perseroan

of Conduct is the “soul” of the Company’s operations so that

sehingga harus terwujud dalam kebijakan sehari-hari.

it must be manifested in day-to-day policies.

SOSIALISASI CODE OF CONDUCT

DISSEMINATION OF CODE OF CONDUCT

Perseroan senantiasa melakukan sosialisasi dalam penerapan

The Company always conducts dissemination in the

Code of Conduct kepada seluruh pegawai di setiap

implementation of Code of Conduct to all employees in any

tingkatan/jenjang organisasi. Sosialisasi ini dilakukan untuk

organizational level/rank. This dissemination is conducted

mendorong tata kelola yang baik dan terciptanya budaya

to encourage good governance and establishment of the

kepatuhan Perseroan.

Company’s compliance culture.

Sepanjang 2013, Perseroan melakukan sosialisasi Code of

In 2013, the Company conducts dissemination of the Code

Conduct berupa mengkomunikasikan aturan dan kebijakan

of Conduct by communicating the Company’s rules and

Perseroan agar diperoleh pemahaman secara benar yang

policies in order to have correct understanding related to

berhubungan dengan tugas dan pekerjaan sehari-hari baik

day-to-day duties and job, for both internal and external

kepada stakeholders internal maupun stakeholders eksternal.

stakeholders.

KEBIJAKAN PENEGAKKAN DISIPLIN DAN PENANGANAN

POLICY FOR DISCIPLINE ENFORCEMENT AND BREACH

PELANGGARAN

HANDLING

Pegawai dapat melaporkan pelanggaran atas Code

Employees may report any violation of the Code of Conduct

of Conduct kepada kepada Direksi/Dewan Komisaris/

to the Board of Directors/Board of Commissioners/ Work

Unit Kerja yang membidangi unit personalia disertai

Unit responsible for the personnel unit, along with accurate

data-data akurat agar dapat diproses lebih lanjut sesuai

data in order to be further processed in accordance with the

dengan ketentuan dan demi keselamatan jalannya usaha

provisions and for the sake of safety of the Company’s business

Perseroan. Setiap pelanggaran atas Code of Conduct akan

conduct. Any violation of the Code of Conduct will be subject

dikenakan sanksi sesuai dengan peraturan yang berlaku dan

to sanction in accordance with the applicable regulation and

pengenaan sanksi tersebut tidak bersifat diskriminatif. Proses

such imposition of sanction is not discriminative in nature.

pengenaan sanksi dilakukan melalui proses yang obyektif,

The process of imposition of sanction is conducted through

independen dan berjenjang. Jenis sanksi yang dikenakan

an objective, independent, and gradual process. The type

kepada pegawai disesuaikan dengan tingkat kesalahan yang

of sanction imposed to the employee is adjusted to the

dilakukan dengan menggunakan scoring yang dilakukan

level of mistake made by using scoring made by Personnel

oleh Tim Identifikasi Kepersonaliaan. Hasil rekomendasi Tim

Identification Team. Result of recommendation of Personnel

Identifikasi Kepersonaliaan sesuai skor yang ada selanjutnya

Identification Team in accordance with the existing score is subsequently discussed by Position Consideration Board to

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dibahas di Dewan Pertimbangan Jabatan untuk selanjutnya

be subsequently obtained an approval/stipulation by the

dimintakan persetujuan/ penetapan Direksi.

Board of Directors.

Selama tahun 2013, Perseroan telah mengeluarkan sanksi

In 2013, the Company has issued sanctions to employees

kepada pegawai dengan rincian sebagai berikut.

with the details as follows:

jenis pelanggaran

jumlah Frequency

Type of Violation

Sanksi Pelanggaran Disiplin Ringan

-

Low Discipline of Violation Sanction

Sanksi Pelanggaran Disiplin Sedang

4

Medium Discipline of Violation Sanction

Sanksi Pelanggaran Disiplin Berat

11

High Discipline of Violation Sanction

Total

15

Total

WHISTLEBLOWING SYSTEM (WBS)

WHISTLEBLOWING SYSTEM (WBS)

Perseroan sudah melaksanakan WBS, namun belum secara

The Company has implemented a WBS, but has not been

tertulis dan terstruktur. Pada saat ini Perseroan sedang dalam

written and structured. At this time the Company is in the

tahap mengembangkan WBS. Dalam tahap pengembangan

stage of developing the WBS. In the development stage, the

ini, Perseroan mempertimbangkan hal-hal sebagai berikut.

Company considered the following matters.

KEBERADAAN KEBIJAKAN WBS

EXISTENCE OF WBS POLICY

Whistleblowing

System

merupakan

pengungkapan

Whistleblowing System is the disclosure of an act of violation

tindakan pelanggaran atau pengungkapan perbuatan yang

or disclosure of a tort, an unethical/immoral conduct

melawan hukum, perbuatan tidak etis/tidak bermoral dan

and other conduct which fulfills the elements of fraud, by

perbuatan lain yang memenuhi unsur-unsur fraud oleh

reporter of a violation. Disclosure of a violation is conducted

pelapor pelanggaran. Pengungkapan pelanggaran dilakukan

with good intention and not a personal complaint on a

dengan tujuan baik dan bukan merupakan keluhan pribadi

Company’s policy or based on bad intention/ defamation.

atas suatu kebijakan Perseroan atau didasari kehendak

The Company will prepare a policy for Whistleblowing

buruk/fitnah. Perseroan akan melakukan penyusunan

System.

kebijakan Whistleblowing System. Manfaat Sistem Pelaporan Pelanggaran (Whistleblowing

The benefit of this Whistleblowing System is expected

System) ini diharapkan dapat meningkatkan partisipasi

to improve participation of the Company’s employees

pegawai dan pejabat Perseroan dalam melaporkan tindakan

and officers in reporting violation acts. Benefits of the

pelanggaran. Manfaat dari penyelenggaraan Whistleblowing

implementation of Whistleblowing System are, among other

System antara lain:

things:

1.

Tersedianya sarana penyampaian informasi penting

1. Availability of means for delivering important and

dan kritis bagi Perseroan kepada pihak yang harus

critical information of it securely, namely the Anti-Fraud

segera menanganinya secara aman, yaitu Tim Anti

Team;

Fraud; 2.

Tersedianya mekanisme deteksi dini (early warning

2. Availability of an early detection mechanism (early

system) atas kejadian fraud; 3.

Tersedianya kesempatan untuk memitigasi potensi

warning system) of fraud incidents; 3. Availability of opportunity to mitigate potential fraud

kejadian fraud secara internal; 4.

Meminimalisir potensi risiko yang dihadapi Perseroan akibat dari kejadian fraud, baik dari segi keuangan,

incidents internally; 4.

Minimizing potential risks faced by the Company due to fraud incidents, in terms of financial, operational, legal,





oprasional, hukum, dan reputasi; 5.



and reputational aspects;

Meningkatkan reputasi Perseroan di mata pemangku

5.

kepentingan (stakeholders).

Improving the Company’s reputation in the perspective of stakeholders.

Jenis tindakan pelanggaran yang dapat dilaporkan adalah

The types of violation acts which may be reported are

tindakan fraud dengan disertai bukti dan fakta yang kuat,

fraudulent acts accompanied with strong evidence and

antara lain:

facts, among other things:

1.

Melanggar peraturan perundang-undangan, meliputi:

1. Violating laws and regulations, including: tampering

pemalsuan tanda tangan, korupsi, penggelapan, mark-

of signatures, corruption, embezzlement, mark-up,

up, pengrusakan barang, dan pelanggaran peraturan

destruction of goods, and other breaches of laws and

perundang-undangan lainnya;

regulations;

2.

Tindakan penipuan, pengambilan dana Perseroan;

2.

Fraudulent acts, appropriating Company’s fund;

3.

Melanggar prinsip akuntansi yang berlaku umum;

3.

Violating generally accepted accounting principles;

4. Melanggar kebijakan dan prosedur operasional

4. Violating the Company’s operational policies and

Perseroan; 5. Tindakan

procedures; kecurangan

lainnya

yang

dapat

5.

Other fraudulent acts which may cause financial loss.

menimbulkan kerugian financial. Mekanisme penyampaian dengan menyediakan saluran

The mechanism of submission is by providing a special

khusus yang digunakan untuk menyampaikan pelaporan

channel to be used for submitting reporting of fraud incidents,

kejadian fraud, yaitu berupa Aplikasi Whistleblowing System.

namely in the form of Whistleblowing System Application.

1.

1.

Mekanisme Pengungkapan Kejadian Fraud

Fraud Incident Disclosure Mechanism

a. Setiap pegawai berkonsultasi dengan atasannya bila

a. Each employee shall consult with his/her superior

mengetahui kejadian fraud, kemudian melakukan

if he/she finds out about a fraud incident, and

input pada Aplikasi Whistleblowing System dengan

subsequently make an input in the Whistleblowing

diketahui oleh atasannya.

System Application with the acknowledgement of

b. Apabila

atasannya

terlibat

dalam

fraud/

his/ her superior.

kecenderungan yang akan dilaporkan, maka yang

b. If the superior is involved in the fraud/tendency of

bersangkutan berkonsultasi dengan atasan dari atasan

fraud to be reported, the employee concerned shall

yang terlibat melalui Tim Anti Fraud (TAF) dan diinput

consult with the superior of the involved superior

pada Aplikasi Whistleblowing System.

through the Anti-Fraud Team and make an input in

c. Dalam hal atasan tidak mau melaporkan dan

2.

the Whistleblowing System Application.

mengesahkan atas kejadian fraud dimaksud, maka

c. In case the superior is not willing to report and

dapat berkonsultasi terlebih dahulu melalui Tim Anti

validate the intended fraud incident, the employee

Fraud (TAF) dan diinput pada Aplikasi Whistleblowing

may consult with the Anti-Fraud Team first and make

System.

an input in the Whistleblowing System Application.

Kewajiban Tim Anti Fraud

2.

Obligations of Anti-Fraud Team

a. Setiap pelaporan kejadian fraud disampaikan kepada

a. Any fraud incident reporting shall be submitted to

Tim Anti Fraud (TAF) untuk dilakukan identifikasi

the Anti-Fraud Team for initial identification by using

awal dengan azas praduga tak bersalah, analisis

the presumption of innocence principle and analysis

sampai dengan keputusan status pelaporan apakah

up to the decision on reporting status, whether it has

berpotensi fraud, telah terjadi kejadian fraud, atau

potential for fraud, there has been a fraud incident, or

tidak berdampak fraud. b. Setiap hasil identifikasi awal disampaikan kepada

there is no impact of fraud. b.

Direktur Utama secara tertulis guna tindak lanjut c.

Laporan dari whistleblower yang pengaduannya tidak

Any result from initial identification shall be submitted to the President Director in writing for follow-up.

c.

Report from whistleblower which contains incorrect

benar, akan dikenakan sanksi sesuai ketentuan yang

complaint will be sanctioned in accordance with the

berlaku.

applicable provisions.

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294


PERLINDUNGAN PELAPOR 1.

WHISTLEBLOWING PROTECTION

Sistem Pelaporan Pelanggaran memberikan fasilitas dan

perlindungan

(whistleblowing

1. Violation Reporting System provides whistleblowing

protection)

facilities and protection as follows:

sebagai berikut. a. Perlindungan

a. Protection of confidentiality of reporter’s identity. kerahasiaan

identitas

pelapor.

This protection is provided if the reporter provides

Perlindungan ini diberikan bila pelapor memberikan

identity and information which can be used to

identitas serta informasi yang dapat digunakan untuk

contact the reporter. Anonymous submission of

menghubungi pelapor. Penyampaian pelaporan

reports, namely without mentioning identity, is not

secara anomin, yaitu tanpa menyebutkan identitas

recommended. Anonymous reporting makes it

tidak direkomendasikan. Pelaporan secara anomin

difficult to establish communication for follow-up

menyulitkan dilakukannya komunikasi untuk tindak

on reporting.

lanjut atas pelaporan.

b. Information on follow-up implementation, in

b. Informasi pelaksanaan tindak lanjut, berupa kapan

the form of when and how, as well as to which

dan bagaimana, serta kepada institusi mana tindak

institution the follow-up will be handed over. This

lanjut diserahkan. Informasi ini disampaikan secara

information is delivered in confidence to reporters

rahasia kepada pelapor yang lengkap identitasnya.

with full identity.

c. Perlindungan di atas tidak diberikan kepada pelapor

2.

c.

The aforementioned protection is not provided to

yang terbukti melakukan pelaporan palsu dan/atau

reporters who are proven to have submitted false

fitnah.

reporting and/or defamation.

Pelapor yang menginginkan dirinya tetap dirahasiakan

2. Reporters who want their personality to be kept in

haruslah diberi jaminan atas kerahasiaan identitas

secrecy must be given a guarantee of the confidentiality

pribadinya. Sesuai dengan jenis pelanggaran yang

of their personal identity. In accordance with the type

dilaporkan, perlu diingatkan bahwa bila hal ini

of violation reported, it must be reminded that if such

akan sampai ke pengadilan, ada kemungkinan

matter arrives to the court, there is a possibility that

proses hukum memerlukan kesaksian ataupun

legal proceeding requires their testimony or statement.

pernyataannya. Dalam keadaan semacam ini, tentu

In such events, their identity will certainly be opened.

identitasnya akan dibuka. 3.

Informasi dan identitas pelapor pelanggaran dibatasi

3.

Information and identity of a violation reporter is limited

hanya pada Petugas Perlindungan Pelapor dan

only for Whistleblowing Protection Officers and the file

berkasnya disimpan pada tempat yang aman. Petugas

will be kept in a secure place. Whistleblowing Protection

Perlindungan Pelapor akan memeriksa apakah

Officers will check whether this information on violation

informasi pelanggaran ini memang berada pada jalur

is indeed on the right track, and whether it requires

yang benar, serta memerlukan tindak lanjut investigasi.

investigation follow-up. If not, then they will tell the

Bila tidak, maka akan disampaikan kepada pelapor

reporter to submit his/her report or complaint through

untuk menyampaikan laporan atau keluhannya

the appropriate line. If it is correct, the information on

pada jalur yang sesuai untuk itu. Bila benar, maka

violation will be submitted to investigation officers

informasi mengenai pelanggaran akan disampaikan

only. The submission of information for investigation

hanya kepada petugas investigasi. Penyampaian

process is conducted without disclosing the source of

informasi untuk proses investigasi dilakukan tanpa

information.

mengungkapkan sumber informasi. LAPORAN PELANGGARAN

REPORT ON VIOLATION

Perseroan belum memiliki WBS, namun demikian semua

The Company has no WBS in place; nevertheless, all reports

laporan pelanggaran disampaikan kepada unit yang

on violation are submitted to the unit which manages

membidangi personalia.

personnel affairs.





TRANSFORMASI PENGADAAN BARANG DAN ATAU JASA



295

TRANSFORMATION IN THE PROCUREMENT OF GOODS OR SERVICES

Sebagai bentuk implementasi GCG, Perseroan telah memiliki

As a form of GCG implementation, the Company has a Manual

Pedoman Pengadaan Barang dan Jasa yang menerapkan

for Procurement of Goods and Services which applies the

prinsip-prinsip efisien, efektif, kompetitif, transparan, adil

principles of efficiency, effectiveness, competitiveness,

dan wajar, akuntabel dan memuat hak-hak dan kewajiban

transparency, justice and fairness, accountability, and which

pemasok sesuai dengan peraturan perundangan-undangan

contains suppliers’ rights and obligations in accordance with

yang berlaku.

Kebijakan pengadaan barang dan jasa

the applicable laws and regulations. The Company’s policy

Perseroan

mengacu pada keputusan Peraturan Menteri

for procurement of goods and services refers to decision of

BUMN Nomor: Per-5/MBU 2008 dan Peraturan Menteri


BUMN Nomor: Per 15 MBU 2012 serta Keputusan Direksi PT

Per-5/MBU 2008 and Regulation of Minister of State-Owned

Angkasa Pura I (Persero) Nomor: 110/PL10/2008 tentang

Enterprises Number: Per 15 MBU 2012 as well as Decision of

Pengadaan Barang dan Jasa.

the Board of Directors of PT Angkasa Pura I (Persero) Number: 110/PL10/2008 concerning Procurement of Goods and Services.

Pada tahun 2013, Perseroan merencanakan transformasi

In 2013, the Company plans a system transformation in

sistem dalam mengelola dan mengendalikan kebijakan dan

managing and controlling policies and activities related to

kegiatan yang berkaitan dengan pengadaan barang dan

procurement of goods or services with the target of obtaining

atau jasa dengan target mendapatkan barang atau jasa yang

goods or services with the Right quality, Right quantity, Right

Tepat kualitas, Tepat kuantitas, Tepat vendor, Tepat waktu, dan

vendor, on the Right time, and at the Right price (5Rs). Such

Tepat harga (5T). Transformasi sistem pengadaan barang dan

transformation in goods and services procurement system

jasa ini telah dituangkan dalam draft keputusan Direksi PT

has been set forth in draft decision of the Board of Directors

Angkasa Pura (Persero) Nomor: Kep.001/PL.02/2014 tentang

of PT Angkasa Pura (Persero) Number: Kep.001/PL.02/2014

Pedoman Pengadaan Barang dan atau Jasa di lingkungan PT

concerning Manual for Procurement of Goods and Services

Angkasa Pura I (Persero).

in the environment of PT Angkasa Pura I (Persero).

Rencana transformasi pengadaan barang dan atau jasa di

The plan for transformation in procurement of goods and

lingkungan Perseroan sebagaimana tertuang dalam bagan

services in the Company’s environment is as set forth in the

sebagai berikut.

following scheme:

KETERANGAN

PARADIGMA LAMA ( Keputusan Direksi PT Angkasa Pura I (Persero) Nomor: 110/PL10/2008 Tentang Pengadaan Barang dan Jasa di lingkungan PT Angkasa Pura I (Persero)

Jumlah Paket Pengadaan (Kontrak)

Banyak (Individual)

Harga Beli

Di Atas Harga Pasar

Pelaksanaan Proses Kontrak Biaya Administrasi

Transaksional/ Klerikal Panjang/Rumit Jangka Pendek Tinggi

Metode

Manual

Lingkup

Kecil/Fungsional

PARADIGMA BARU ( Draft Keputusan Direksi PT Angkasa Pura (Persero) Nomor: Kep.001/PL.02/2014 tentang Pedoman Pengadaan Barang dan atau Jasa di lingkungan PT Angkasa Pura I (Persero). Sedikit (Group/Shared) Harga Pasar Atau Lebih Murah (Market Driven) Strategik Sederhana Jangka Panjang Rendah Memakai Alat Bantu Elektonik (e-Proc) Luas, Bagian Dari Strategi Organisasi

296


Sepanjang tahun, proses pengadaan barang dan jasa

Throughout the year, the Company’s goods and services

Perseroan telah menerapkan prinsip-prinsip efisien, efektif,

procurement process has applied the principles of

kompetitif, transparan, adil dan wajar, akuntabel dalam proses

efficiency, effectiveness, competitiveness, transparency,

pengadaan barang dan jasa. Perseroan telah merencanakan

justice and fairness, and accountability in goods and services

pengadaan barang dan jasa secara optimal berdasarkan

procurement process. The Company has optimally planned goods and services procurement based on calculation of the

perhitungan kebutuhan Perseroan dengan fungsi pelayanan

Company’s requirement in which the procurement service

pengadaan mengidentifikasi kebutuhan pengadaan barang

function identifies the requirement for goods and service

dan jasa di Perseroan.

procurement at the Company.

Dalam pelaksanaannya pengadaan barang dan jasa

In the implementation, the Company’s goods and services

Perseroan dilakukan secara terbuka bagi penyedia barang/

procurement is conducted openly to eligible goods/services

jasa yang memenuhi persyaratan dan dilakukan melalui

provider and is conducted through a very fair competition

persaingan yang sehat diantara penyedia barang/jasa yang

among goods/services providers of the same level

setara dan memenuhi syarat/kriteria tertentu berdasarkan

which fulfill certain requirements/criteria based on clear,

ketentuan dan prosedur yang jelas dan transparan, dengan

transparent terms and procedures, in which the Company

Perseroan yang juga telah memiliki harga perkiraan sendiri

also has its owner estimate (OE), which is calculated based

(HPS) yang dikalkulasikan secara keahlian dan berdasarkan

on expertise and accountable data.

data yang dapat dipertanggungjawabkan. SURVEI TERHADAP VENDOR

SURVEY ON VENDORS

Kepuasan supplier dapat berpengaruh terhadap strategi

Supplier satisfaction may have an impact on the Company’s

manajemen operasi Perseroan dalam rangka mencapai

operational management strategy in the context of

kualitas produksi secara maksimal.

Dalam rangkan

achieving the maximum production quality. In 2013, in

meningkatkan kualitas dalam bidang pengadaan barang

the context of improving quality in the field of goods and

dan jasa, pada tahun 2013 Perseroan melakukan survei

services procurement, the Company conducted a survey on

kepada vendor pada 2012 dan dilaporkan pada 2013. Survei

vendors, which was conducted in 2012 and reported in 2013.

ini bertujuan:

This survey has the objectives of:

•

•

•

Memperoleh umpan balik, berupa tuntutan dan harapan, sehingga mutu dan proses pelaksanaan

expectation, in order that the quality and process of

pengadaan barang dan jasa berkualitas;

implementation of goods and services procurement

Memperoleh presentasi tingkat kepuasan supplier yang wajar atas penyelenggaraan pengadaan barang dan

can be improved; •

Obtaining the fair supplier satisfaction percentage for

•

Obtaining work result in the form of consultant’s

jasa; •

Obtaining feedback in the form of demand and

the performance of goods and services procurement;

Memperoleh hasil pekerjaan, berupa laporan dari pihak konsultan, sebagai rekomendasi atas kegiatan

reports, as a recommendation for supplier satisfaction

pengukuran kepuasan supplier.

measurement activity.

Survei ini dilakukan oleh pihak independen dengan hasil

This survey was conducted by an independent party

SANGAT

MEMUASKAN. Adapun aspek penilaian dalam

with the result of HIGHLY SATISFACTORY. Meanwhile, the

survei tersebut adalah indeks kepuasan supplier, evaluasi

assessment aspects in the survey are supplier satisfaction

kualitas pengadaan, peningkatan kualitas proses pengadaan

index, evaluation on procurement quality, improvement

dan hubungan kerja sama, proses pengadaan, dan jalinan

in the quality of procurement process and cooperation

hubungan kerjasama yang berkualitas.

relationship, procurement process, and establishment of high quality cooperation relationship.







297

298


Tanggung Jawab Sosial Perusahaan CORPORATE SOCIAL RESPONSIBILITY







Perseroan sangat memperhatikan hubungan baik dengan masyarakat dan lingkungan yang mencakup aspek ekonomi, lingkungan dan sosial. Oleh karena itu, Perseroan memiliki komitmen untuk memberikan kontribusi positif kepada lingkungan masyarakat sekitar, tenaga kerja, dan konsumen sebagai perwujudan tanggung jawab sosial perusahaan. Perseroan senantiasa mempertimbangkan faktor lingkungan alam sekitar dalam pengelolaan usaha kebandarudaraan. Perseroan telah membuat Rencana Induk Bandar Udara yang fokus pada aspek-aspek lingkungan dengan senantiasa berupaya untuk memenuhi standar dan pengelolaan bangunan yang ramah lingkungan (eco airport) secara bertahap dan berkelanjutan. The company is very concerned with the relations both with the community and environment that includes economic, environmental and social. Therefore, the Company has a commitment to make a positive contribution to the environment surrounding communities, workers, and consumers as a manifestation of corporate social responsibility. The Company continues to consider factors surrounding natural environment in the management of airport business. The Company has made the Airport Master Plan which focuses on aspects of the environment by constantly strive to meet the standards and management of environmentally friendly buildings (eco airport) is gradually and continuously.

299

300


Angkasa Pura Airports

menyadari bahwa kelangsungan

Angkasa Pura Airports is aware of that the company’s going

usaha perusahaan tidak lepas dari dukungan dan peran serta

concern is not apart from the support and of community

masyarakat yang berdomisili di sekitar wilayah kerja yang

residing in the surroundings of work area managed by

dikelola oleh Angkasa Pura Airports. Untuk itu Angkasa Pura

Angkasa Pura Airports. For that purpose, Angkasa Pura Airports

Airports terus membina dan membangun hubungan baik

continues to establish and develops good relationship with the

dengan masyarakat dan lingkungan yang mencakup aspek

community and environment, which includes the economic

ekonomi, aspek lingkungan, dan aspek sosial.

aspect, environmental aspect, and social aspect.

Disamping hal tersebut sebagai Badan Usaha Milik Negara

In addition to that, as a State-Owned Enterprise involved

(BUMN) yang bergerak di bidang jasa kebandarudaraan,

in the field of airport service, Angkasa Pura Airports pays

Angkasa Pura Airports memperhatikan pentingnya menjaga

attention to the importance of maintaining and guaranteeing

dan menjamin kepuasan konsumennya dengan senantiasa

the satisfaction of its consumers by always making service

melakukan upaya-upaya peningkatan kualitas pelayanan

quality improvement efforts on an ongoing basis. Efforts of

secara terus–menerus. Upaya peningkatan dilakukan

improvement are made through the provision of adequate

dengan penyediaan fasilitas pelayanan memadai dan sumbe

service facilities and reliable/competent human resources.

daya manusia yang handal/berkompeten. Oleh karena itu, Perseroan memiliki komitmen untuk

Therefore, the Company is committed to make positive

memberikan

lingkungan

contribution to the community in the surrounding

masyarakat sekitar, tenaga kerja dan konsumen/pelanggan

kontribusi

positif

kepada

neighborhood, its manpower, and consumers/clients as

sebagai perwujudan tanggung jawab sosial perusahaan. Hal

the manifestation of corporate social responsibility. This is

ini sejalan dengan program pemerintah yang menggalakkan

in line with the government program which enforces the

dijalankannya program Corporate Social Responsibility

implementation of Corporate Social Responsibility (CSR)

(CSR) disetiap perusahaan. Program CSR yang dilaksanakan

at every company. The CSR Program implemented by

Angkasa Pura Airports terkait dengan lingkungan sosial

Angkasa Pura Airports related to the social environment

kemasyarakatan dikemas dalam bentuk Program Kemitraan

of the community is packed in the form of Partnership

dan Program Bina Lingkungan (PKBL) dibawah penanganan

and Community Development Program (PKBL) under the

Unit CSR. Disamping itu, CSR terkait dengan ketenagakerjaan

responsibility of CSR Unit. In addition, manpower-related

dan CSR terkait dengan konsumen dikelola oleh unit lain.

CSR and consumer-related CSR are managed by other unit.

CSR ANGKASA PURA AIRPORTS

CSR OF ANGKASA PURA AIRPORTS

Pelaksanaan CSR Angkasa Pura Airports telah mengacu

The implementation of CSR of Angkasa Pura Airports refers

pada peraturan perundang-undangan yang berlaku dan

to the applicable laws and regulations as well as the Board

keputusan Direksi terkait tentang petunjuk pelaksanaan

of Directors’ decision on guidelines for the implementation

PKBL. Adapun pelaksanaan dan pelaporan realisasi program

of PKBL. Meanwhile, the implementation and reporting of

CSR Angkasa Pura Airports mencakup aspek lingkungan,

realization of Angkasa Pura Airports’ CSR program consists

ketenagakerjaan, pengembangan sosial masyarakat dan

of the environmental, manpower, as well as community and

konsumen dituangkan dalam rumusan/sistematika sebagai

consumer social development aspects, which are set forth in

berikut.

the formulation/systematics as follows:

1.

1. Partnership and Community Development Program

Program Kemitraan dan Bina Lingkungan (PKBL), mencakup:

(PKBL), which consists of:

• Program CSR terhadap Lingkungan

• CSR Program for the Environment

• Program CSR terhadap Pengembangan Sosial

• CSR Program for Community Social Development

Kemasyarakatan






2.

Program CSR – Ketenaga kerjaan

2. CSR Program – Manpower

3.

Program CSR – Konsumen

3. CSR Program – Consumer

STRUKTUR ORGANISASI UNIT CSR Organisasi

dana

CSR ORGANIZATIONAL STRUCTURE Bina

The organization of fund management for the implemented

Lingkungan yang dilaksanakan telah ditetapkan dalam Surat

Partnership and Community Development has been stipulated in

Keputusan Direksi PT AP I Nomor : KEP.146/OM.01.01/2012

Decision Letter of the Board of Directors of PT AP I Number: KEP.146/

tanggal 18 Desember 2012, yang telah diperbaharui dengan

OM.01.01/2012 dated December 18, 2012, which has been renewed

Keputusan Direksi PT Angkasa Pura I (Persero) Nomor :

by Decision of the Board of Directors of PT Angkasa Pura I (Persero)

KEP.59/OM.01.01/2013 tanggal 19 Juni 2013.

Number: KEP.59/OM.01.01/2013 dated June 19, 2013.

Berdasarkan

pengelolaan


Keputusan

Direksi

Kemitraan

tersebut,

dan

organisasi

Based on the Decision of the Board of Directors, the

pengelola dana Program Kemitraan dan Bina Lingkungan

organization of fund management for the Partnership and

(PKBL) berubah dari unit PKBL menjadi unit Corporate Social

Community Development Program (PKBL) changed from

Responsibility (CSR) dan berada dibawah President Director

the PKBL unit to become the Corporate Social Responsibility

dimana dalam melaksanakan tugasnya bertanggung jawab

(CSR) unit directly under the President Director, in which in

kepada President Director.

performing its duties, it reports to the President Director.

Pelaksanaan Pengelolaan dana Program Kemitraan dan

The implementation of fund management for the

Bina Lingkungan (PKBL) di Kantor Pusat berada dibawah

Partnership and Community Development Program (PKBL)

tanggung jawab Head of Corporate Social Responsibility.

at the Head Office falls under the responsibility of Head of

Di tahun 2013, Head of Corporate Social Responsibility

Corporate Social Responsibility. In 2013, the position Head

dijabat oleh Mariyanto. Profil Head of Corporate Social

of Corporate Social Responsibility was held by Mariyanto.

Responsibility dapat dilihat pada bagian profil pejabat 1 level

Profile of the Head of Corporate Social Responsibility can

di bawah Direksi. Dalam pengelolaan CSR, Unit Corporate

be found in the profile section for officers 1 level under the

Social Responsibility dilengkapi dengan CSR Corporation

Board of Directors. In the management of CSR, the Corporate

Department dan Corporate Social Environment Department.

Social Responsibility Unit is equipped with CSR Corporation Department and Corporate Social Environment Department.

Struktur Organisasi Unit CSR Angkasa Pura Airports Organizational Structure of CSR Unit of Angkasa Pura Airports President Director Tommy Soetomo

Head Of Corporate Social Responsibility Mariyanto

Corporate Social Responsibility Cooperation Department Head

Corporate Social Environment Department Head

Yudhi Ahdiat Ridwan

Indah Kartikasari

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302


PROGRAM KEMITRAAN DAN BINA LINGKUNGAN (PKBL)

PARTNERSHIP AND PROGRAM (PKBL)

COMMUNITY

DEVELOPMENT

Visi Menjadi penyelenggara PKBL yang mampu mendorong pertumbuhan Usaha Kecil menjadi Usaha Tangguh dan Mandiri serta mampu meningkatkan kesejahteraan masyarakat.

Vision To become an administrator of PKBL with the ability to support the growth of Small Businesses in order to become Strong, Independent Businesses capable of improving the community’s welfare.

Misi 1. Meningkatkan kemampuan Usaha Kecil agar menjadi tangguh dan mandiri; 2. Menciptakan sinergi pengembangan usaha melalui pembentukan cluster; 3. Meningkatkan kualitas lingkungan sosial masyarakat disekitar wilayah kerja Perusahaan.

Mission 1. To improve the capacity of Small Businesses in order to be strong and independent; 2. To create business development synergy through the establishment of clusters; 3. To improve the quality of social environment of the community in the surrounding of the Company’s work area.

KEBIJAKAN CSR TERKAIT PKBL

PKBL-RELATED CSR POLICIES

Pengelolaan Program Kemitraan dan Bina Lingkungan (PKBL) di setiap Badan Usaha Milik Negara (BUMN) didasarkan kepada Keputusan dan Peraturan Kementerian BUMN sebagai pemegang saham BUMN di Indonesia. Keputusan dan Peraturan Kementerian yang menjadi dasar hukum pengelolaan PKBL adalah : 1. Undang-Undang Nomor 25 Tahun 1992 tentang Perkoperasian (Lembaran Negara Tahun 1992 Nomor 116); 2. Undang-Undang Nomor 9 Tahun 1992 tentang Usaha Kecil (Lembaran Negara Tahun 1995 Nomor 74); 3. Peraturan Pemerintah Nomor 5 Tahun 1992 tentang Pengalihan bentuk Perusahaan Umum (PERUM) AngkasaPura I menjadi Perusahaan Perseroan (PERSERO) (Lembaran Negara Tahun 1992 Nomor 1); 4. Peraturan Pemerintah Nomor 2 Tahun 1998 tentang Perusahaan Perseroan (PERSERO) (Lembaran Negara Tahun 1998 Nomor 15) sebagaimana telah diubah dengan Peraturan Pemerintah Nomor 45 Tahun 2001 (Lembaran Negara Tahun 2001 Nomor 68); 5. Peraturan Pemerintah Nomor 64 Tahun 2001 tentang Pengalihan Kedudukan Tugas dan Kewenangan Menteri Keuangan Pada Perusahaan Perseroan (PERSERO) kepada Menteri Negara Badan Usaha Milik Negara (Lembaran Negara Tahun 2001 Nomor 117); 6. Peraturan Menteri Negara BUMN No. PER-05/MBU/2007 tanggal 27 April 2007 tentang Program Kemitraan BUMN dengan Usaha Kecil dan Program BinaLingkungan; 7. Peraturan Menteri Negara Badan Usaha Milik Negara nomor : PER-05/MBU/2013 tanggal 1 Mei 2013 tentang

The management of the Partnership and Community Development Program (PKBL) in any State-Owned Enterprise is based on Decrees and Regulations of the Ministry of StateOwned Enterprises (SOEs) as the shareholder of SOEs in Indonesia. The Ministry’s Decrees and Regulations which serve as legal basis of PKBL management are: 1. Law Number 25 Year 1992 concerning Cooperatives (State Gazette Year 1992 Number 116); 2. Law Number 9 Year 1992 concerning Small Businesses (State Gazette Year 1995 Number 74); 3. Government Regulation Number 5 Year 1992 concerning the Shift of Form of Angkasa Pura I from a Public Company (PERUM) to become a State-Owned Limited Liabilities Company (PERSERO) (State Gazette Year 1992 Number 1); 4. Government Regulation Number 2 Year 1998 concerning State-Owned Limited Liabilities Company (PERSERO) (State Gazette Year 1998 Number 15) as amended by Government Regulation Number 45 Year 2001 (State Gazette Year 2001 Number 68); 5. Government Regulation Number 64 Year 2001 concerning the Assignment of Standing, Duties, and Responsibility of the Finance Minister at State-Owned Limited Liabilities Company (PERSERO) to the State Minister of State-Owned Enterprises (State Gazette Year 2001 Number 117); 6. Regulation of the State Minister of State-Owned Enterprises No. PER-05/MBU/2007 dated April 27, 2007 concerning Partnership Program between SOEs and Small Businesses and Community Development Program; 7. Regulation of the State Minister of State-Owned Enterprises number: PER-05/MBU/2013 dated May 1,







CSR – LINGKUNGAN HIDUP

2013 concerning Second Amendment to Regulation of the State Minister of State-Owned Enterprises Number PER-05/MBU/2007 dated April 27, 2007 concerning Partnership Program between SOEs and Small Businesses and Community Development Program as amended by Regulation of the State Minister of State-Owned Enterprises Number PER-20/MBU/2012 dated December 27, 2012; 8. Regulation of the State Minister of State-Owned Enterprises number: PER-07/MBU/2013 dated June 27, 2013 concerning the Third Amendment to Regulation of the State Minister of State-Owned Enterprises Number PER-05/MBU/2007 concerning Partnership Program between State-Owned Enterprises and Small Businesses and Community Development Program as amended by Regulation of the State Minister of State-Owned Enterprises Number PER-20/MBU/2012 dated December 27, 2012 and Regulation of the State Minister of State-Owned Enterprises Number PER-05/MBU/2013 dated May 1, 2013; 9. Regulation of the State Minister of State-Owned Enterprises No. PER-08/MBU/2013 dated September 10, 2013 concerning the Fourth Amendment to Regulation of the State Minister of State-Owned Enterprises Number PER-05/MBU/2007 concerning Partnership Program between State-Owned Enterprises and Small Businesses and Community Development Program. In addition to the above Decrees and Regulations of the Ministry of State-Owned Enterprises as the Company’s Shareholders, the implementation of Partnership and Community Development Program at PT Angkasa Pura I (Persero) is based on Decision of the Board of Directors of PT Angkasa Pura I (Persero) Number: KEP.42/KU.13/2010 dated June 11, 2010 concerning Implementing Guidelines for the Partnership and Community Development Program of PT Angkasa Pura I (Persero). CSR – ENVIRONMENT

KEBIJAKAN LINGKUNGAN HIDUP DAN PELESTARIAN ALAM

POLICIES ON ENVIRONMENT AND NATURE CONSERVATION

Angkasa Pura Airports senantiasa mempertimbangkan faktor lingkungan alam sekitar dalam pengelolaan usaha kebandarudaraan sebagaimana diatur dalam Keputusan Direksi PT Angkasa Pura I (Persero) Nomor: KEP.42/KU.13/2010 tanggal 11 Juni 2010 tentang Petunjuk Pelaksanaan Program Kemitraan dan Bina Lingkungan. Perseroan melalui kebijakan manajemen berkomitmen terhadap pemenuhan semua peraturan perundang-undangan terkait dengan lingkungan. Perseroan senantiasa memperhatikan Analisis Mengenai Dampak Lingkungan (AMDAL) dalam setiap pengelolaan bandar udara untuk memastikan perusahaan mematuhi

Angkasa Pura Airports always considers the factor of its surrounding environment in managing its airport business as governed in Decision of the Board of Directors of PT Angkasa Pura I (Persero) Number: KEP.42/KU.13/2010 dated June 11, 2010 concerning Implementing Guidelines for Partnership and Community Development Program. The Company, through the management’s policy, is committed to the compliance with all environmental laws and regulations. The Company always pays attention to the Environmental Impact Analysis (EIA) in any airport management to ensure

8.

9.

Perubahan Kedua Atas Peraturan Menteri Negara Badan Usaha Milik Negara Nomor PER-05/MBU/2007 tanggal 27 April 2007 tentang Program Kemitraan Badan Usaha Milik Negara Dengan Usaha Kecil dan Program Bina Lingkungan sebagaimana telah diubah dengan Peraturan Menteri Negara Badan Usaha Milik Negara Nomor PER-20/MBU/2012 tanggal 27 Desember 2012; Peraturan Menteri Negara Badan Usaha Milik Negara nomor : PER-07/MBU/2013 tanggal 27 Juni 2013 tentang Perubahan Ketiga Atas Peraturan Menteri Negara Badan Usaha Milik Negara Nomor PER-05/MBU/2007 tentang Program Kemitraan Badan Usaha Milik Negara Dengan Usaha Kecil dan Program Bina Lingkungan sebagaimana telah diubah dengan Peraturan Menteri Badan Usaha Milik Negara Nomor PER-20/MBU/2012 tanggal 27 Desember 2012 dan Peraturan Menteri Badan Usaha Milik Negara Nomor PER-05/MBU/2013 tanggal 1 Mei 2013; Peraturan Menteri Negara BUMN No. PER-08/ MBU/2013tanggal10 September 2013 tentang Perubahan Keempat Atas PeraturanMenteri Negara Badan Usaha Milik Negara Nomor PER-05/MBU/2007 tentang Program Kemitraan BUMN dengan Usaha Kecil dan Program BinaLingkungan.

Selain Keputusan dan Peraturan Kementerian BUMN diatas sebagai Pemegang Saham Perseroan, pelaksanaan Program Kemitraan dan Bina Lingkungan di PT Angkasa Pura I (Persero), di dasarkan kepada Keputusan Direksi PT Angkasa Pura I (Persero) Nomor : KEP.42/KU.13/2010 tanggal 11 Juni 2010, tentang Petunjuk Pelaksanaan Program Kemitraan dan Bina Lingkungan PT Angkasa Pura I (Persero).

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304


peraturan perundang-undangan yang berlaku terkait dengan lingkungan hidup.

that it complies with the applicable environmental laws and regulations.

Perseroan senantiasa berupaya untuk memenuhi standar dan pengelolaan bangunan yang ramah lingkungan, hal ini dilakukan secara bertahap dan berkelanjutan. Salah satu upaya tersebut diwujudkan dalam penyusunan Dokumen Konsep Bandara Berwawasan Lingkungan (Eco Airports), dengan tujuan untuk menerapkan konsep green airports secara merata di seluruh bandara yang dikelola Perseroan.

The Company always attempts to comply with the environment-friendly building standards and management, which is conducted gradually and continuously. One of the efforts is manifested in the preparation of the EnvironmentalOriented Airport Concept Document (Eco Airports), which is aimed at applying the green airports concept evenly in all airports managed by the Company.

Lebih lanjut, Perseroan telah membuat Rencana Induk (Master Plan) Bandar Udara yang fokus pada aspek-aspek lingkungan. Demikian pula halnya dengan kebijakan dan strategi Perseroan dalam menjalankan kegiatan operasional bandar udara, selalu didasarkan pada visi global lingkungan hidup yang meliputi: 1. Kelestarian (sustainable) lingkungan fisik, biologis dan sosial budaya yang mengakomodasikan berbagai kepentingan (multi fungsi); 2. Mengurangi dampak lingkungan sekecil mungkin dengan melakukan pengukuran yang terukur terhadap beberapa komponen yang berpotensi menimbulkan dampak terhadap lingkungan ; 3. Meningkatkan kepuasan pelanggan pengguna jasa Bandara.

Furthermore, the Company has prepared an Airport Master Plan which focuses on the environmental aspects. It is also the case with the Company’s policies and strategy in conducting airport operational activities, which is always based on the environmental global vision which consists of:

Penerapan konsep bandar udara yang ramah lingkungan diwujudkan Perseroan dengan pengajuan sertifikasi Bangunan Hijau (greenship) kepada Green Building Certification Institute (GBCI). Terdapat beberapa bandar udara yang dikelola Perseroan yang ramah terhadap lingkungan, di antaranya yaitu: 1. Perseroan telah berkomitmen untuk memenuhi kewajiban pembuatan dokumen lingkungan; Analisis Mengenai Dampak Lingkungan (Amdal); Deskripsi Perancangan Perangkat Lunak (DPPL); Dokumen Evaluasi Lingkungan Hidup (DELH); sesuai dengan Undang-Undang No.32 tahun 2009 tentang Perlindungan dan Pengelolaan Lingkungan Hidup. 2. Perseroan telah membuat Laporan Pengelolaan Lingkungan (RKL) dan Laporan Pemantauan Lingkungan (RPL) di seluruh bandar udara yang dikelola dimana secara periodik setiap enam bulan sekali dilaporkan kepada instansi terkait, seperti: Kementerian Lingkungan Hidup (KLH), Badan Lingkungan Hidup Daerah (BLHD) dan Kementerian Perhubungan. Adapun komponen lingkungan yang dikelola dan dipantau meliputi:

The Company manifested the application of environmentfriendly airport by applying Green Building (greenship) certification to the Green Building Certification Institute (GBCI). Among the airports managed by the Company, there are several environment-friendly airports, among other things as follows: 1. The Company is committed to fulfill the obligation for preparing environmental documents; Environmental Impact Analysis (EIA); Description of Software Design; Environmental Evaluation Document; pursuant to Law No.32 year 2009 concerning Environmental Protection and Management.

1.

Sustainability of physical, biological, and socio-cultural environment which accommodates various interests (multifunction); 2. Efficiency in utilizing resources and energy; 3. Minimizing the environmental impact by conducting gauged measurement on several components with potential impact on the environment ; 4. Improving customer satisfaction of Airport users.

2. The Company has prepared an Environmental Management Report and Environmental Monitoring Report for all airports under its management which is reported periodically on a half-yearly basis to relevant institutions, such as: the Ministry of Environmental Affairs, Regional Environmental Agency, and Ministry of Transportation. Meanwhile, the environmental components managed and monitored consist of:







PROGRAM PENGELOLAAN LINGKUNGAN HIDUP DAN PELESTARIAN ALAM

a. Air quality and noise level b. Hydrology c. Clean water and surface water quality d. Solid waste/garbage e. Management of Change in Spatial Plan and Utilization Plan of Aviation operational Safety Zone Land f. Community Health Management g. Community Socio-economy Management h. Corporate Social Responsibility (CSR) implementation 3. Establishment of the Environmental Airports Council (Environmental Management Council) at Ngurah Rai Airport, Denpasar and Juanda Airport, Surabaya, in accordance with SKEP 124/VI/2009 concerning Implementing Guidelines for Environment-Friendly Airports (Eco Airports). ENVIRONMENTAL MANAGEMENT AND NATURE CONSERVATION PROGRAM

Menjadikan lingkungan sekitar menjadi lebih hijau sejalan dengan komitmen Angkasa Pura I dalam mengembangkan bandara yang ramah lingkungan. Selama tahun 2013 telah berpartisipasi dalam bidang pelestarian alam dengan melaksanakan penghijauan di berbagai wilayah usaha diantaranya di wilayah Ngurah Rai, Maros, Manado, dan Yogyakarta, dengan nilai total mencapai Rp519 juta.

Creating a greener environment is in line with the commitment of Angkasa Pura I in developing environmentfriendly airports. In 2013, the Company has participated in the field of nature conservation by conducting reforestation in various business areas, among other things, in the regions of Ngurah Rai, Maros, Manado, and Yogyakarta, with total amount of Rp519 million.

Program pengelolaan lingkungan hidup tahun 2013 yang telah dilaksanakan oleh Angkasa Pura Airports, antara lain: 1. Penyusunan Dokumen Analisis Mengenai Dampak Lingkungan Hidup (AMDAL) untuk setiap proyek pengembangan Bandar Udara 2. Laporan rutin Rencana Pengelolaan Lingkungan Hidup (RKL) dan Rencana Pemantauan Lingkungan Hidup (RPL) setiap semester. 3. Penyusunan Sistem Manajemen Lingkungan berdasarkan ISO 14001. 4. Penyusunan Konsep Eco Airports. 5. Sertifikasi AMDAL tipe A. 6. Pembentukan Eco Airports Council. 7. Pelatihan Eco Airports bekerjasama dengan Kementerian Lingkungan Hidup dan Swedish International Development Agent.

The environmental management programs which have been implemented by Angkasa Pura Airports in 2013 are, among other things: 1. Preparation of the Environmental Impact Analysis (EIA) Document for each Airport expansion project. 2. Regular report on the Environmental Management Plan and Environmental Monitoring Plan on a half-yearly basis. 3. Preparation of the Environmental Management System based on ISO 14001. 4. Preparation of the Eco Airports concept. 5. Type A EIA certification. 6. Establishment of Eco Airports Council. 7. Eco Airports training in cooperation with the Ministry of Environmental Affairs and Swedish International Development Agent.

3.

a. Kualitas udara dan tingkat kebisingan b. Hidrologi c. Kualitas air bersih dan air permukaan d. Limbah padat/sampah e. Pengelolaan Perubahan Tata Ruang & Tata Guna Lahan Kawasan Keselamatan Operasi Penerbangan (KKOP) f. Pengelolaan Kesehatan Masyarakat g. Pengelolaan Sosial Ekonomi Masyarakat h. Pelaksanaan Corporate Social Responsibility (CSR) Pembentukan Environmental Airports Council (Dewan Pengelola Lingkungan Hidup) di Bandara Ngurah Rai, Denpasar dan Bandara Juanda, Surabaya, sesuai SKEP 124/VI/2009 tentang Pedoman Pelaksanaan Bandar Udara Ramah Lingkungan (Eco Airports).

305

306


PENGGUNAAN MATERIAL DAN ENERGI RAMAH LINGKUNGAN

USE OF ENVIRONMENT-FRIENDLY MATERIAL AND ENERGY

Dalam menjalankan operasional usaha jasa kebandarudaraan, Angkasa Pura Airports tidak memakai material energi langsung, namun menggunakan material energi tidak langsung berupa energi listrik. Terkait dengan pemanfaatan energi, Perseroan telah menerapkan program penghematan energi dengan menerapkan prinsip 3R. Adapun upaya yang sudah dilaksanakan selama kurun waktu periode pelaporan adalah: 1. Pengelolaan air limbah untuk dapat digunakan kembali sebagai air penyiram tanaman dan flushing toilet, di Bandara Juanda; 2. Penggunaan peralatan hemat energi dengan teknologi sendor seperti travelator, ekskalator dan peralatan WC (urinoir) dan keran air; 3. Pembangunan bandar udara menggunakan konsep kaca penuh sehingga dapat menghemat lampu di siang hari, seperti yang diterapkan di Bandara Adisumarmo, Solo, dan Bandara Sultan Hasanuddin, Makassar. 4. Perseroan telah dilakukan pemasangan kaca film di Bandara Sultan Hasanuddin yang dimulai pada tahun 2012, sehingga diharapkan kebutuhan AC menurun dan berdampak signifikan terhadap penghematan listik.

In operating airport service business, Angkasa Pura Airports does not use direct energy, but uses indirect energy material in the form of electricity energy. Related to energy utilization, the Company has implemented an energy-saving program by applying the 3R principle. Meanwhile, efforts which have been made during the reporting period are:

PENGELOLAAN LIMBAH

WASTE MANAGEMENT

Dalam menyelenggarakan kegiatan bisnis jasa pengelolaan bandar udara dan operasional penerbangan, Perseroan memiliki limbah dihasilkan, meliputi: 1. Limbah domestik, terdiri dari: a. Limbah cair berupa air buangan dari berbagai kegiatan di bandar udara. b. Limbah padat berupa sampah kantor organik maupun anorganik. 2. Limbah yang mengandung barang berbahaya dan beracun (B3). Perseroan melakukan pengelolaan limbah cair dengan cara mengelompokannya menjadi dua bentuk kegiatan pengolahan, yakni: a. Untuk bandar udara yang telah memiliki fasilitas pengolahan air limbah berupa Sewage, Treatment, Plan (STP), maka limbah diolah dalam kolam STP hingga memenuhi ambang batas baku mutu yang ditetapkan ketentuan Pemerintah sebelum digunakan kembali untuk kegiatan penyiraman tanaman atau dibuang ke badan air.

In providing airport management and flight operations service business, the Company produced waste, which includes: 1. Domestic waste, which consists of: a. Liquid waste in the form of waste water produced by various activities at the airport. b. Solid waste in the form of organic and inorganic office trash. 2. Waste containing hazardous and toxic materials. The Company processes liquid waste by classifying it into two forms of processing activities, namely: a. For airports with waste water treatment facility in the form of Sewage, Treatment, Plan (STP), waste is processed in the STP pool until it reaches the quality standard threshold stipulated by the provision of the Government before it is reused for watering plants or disposed into a body of water. b. For airports and head office without STP facility,

1. Waste water management in order to be reused for watering plants and flushing toilet at Juanda Airport; 2. Use of energy-saving equipment with sensor technology such as travelators, escalators and urinoirs as well as water faucets; 3. Construction of airports by using the full glass concept in order to use lamps efficiently at daytime, as applied at Adisumarmo Airport, Solo, and Sultan Hasanuddin Airport, Makassar. 4. The Company has used window film at Sultan Hasanuddin Airport since 2012, so that the utilization of AC is expected to decrease, which will in turn have a significant impact on energy saving.







b. Untuk bandar udara dan kantor pusat yang belum memiliki fasilitas STP, air limbah disimpan di septic tank setelah melalui proses penghancuran secara alami dialirkan ke kolam peresapan. Namun sejalan dengan hal itu, secara bertahap diusulkan pembuatan STP guna pengelolaan limbah terpadu.

waste water is stored in a septic tank and, after undergoing a natural destruction process, flowed into absorption pool. However, at the same time, the construction of STP for integrated waste management is gradually proposed.

Sedangkan untuk pengelolaan limbah padat, dilakukan kegiatan sebagai berikut : 1. Limbah padatan bukan B3 Untuk sampah dikumpulkan di tempat pembuangan sementara (TPS) di sekitar bandar udara, dan selanjutnya diambil pihak ketiga yang telah ditunjuk yakni petugas Dinas Kebersihan pemerintah daerah setempat. 2. Limbah B3 Limbah B3 dikumpulkan di TPS yang didisain khusus sesuai standar penampungan limbah B3. Selanjutnya limbah tersebut diambil dan dikelola oleh Perseroan yang telah memiliki sertifikat dari Kementerian Lingkungan Hidup. EMISI GAS RUMAH KACA DAN PENGURANGAN EMISI KARBON Emisi Gas Rumah Kaca (GRK) merupakan hal penting yang terkait dengan pengelolaan bandar udara. Upaya pelestarian lingkungan oleh Perseroan salah satunya dilakukan dengan secara periodik melakukan pengukuran GRK di seluruh bandara yang dikelola.

Meanwhile, for solid waste management, the following activities are implemented: 1. Non Hazardous and Toxic Material Solid Waste Garbage is accumulated at a temporary garbage disposal facility in the neighborhood of the airport, and is subsequently picked up by an appointed third party, namely a staff of the Sanitation Service Office of the local government. 2. Hazardous and Toxic Material Waste Hazardous and Toxic Material Waste is accumulated at a temporary garbage disposal facility specifically designed pursuant to Hazardous and Toxic Material waste collection standard. Subsequently, the waste is picked up and managed by a Company which has obtained a certificate from the Ministry of Environmental Affairs. GREEN HOUSE GASES EMISSION AND CARBON EMISSION REDUCTION Green House Gases (GHG) emission is an important matter related to airport management. Environmental preservation efforts by the Company, among other things, can be made on a regular basis through GHG measurement at all airports under the Company’s management.

Pengukuran dilakukan oleh laboratorium independen yang telah terakreditasi dengan mengacu pada nilai batas ambang baku mutu sesuai dengan peraturan yang berlaku di masingmasing daerah. Dari pengukuran, diketahui emisi GRK yang dihasilkan dari kegiatan di bandar udara secara umum masih memenuhi batas ambang baku mutu yang ditetapkan.

Measurement is performed by an accredited independent laboratory by referring to the quality standard threshold in accordance with the applicable regulation in the respective regions. Based on the measurement, it can be identified that in general, the GHG emission produced by activities at the airport still complies with the stipulated quality standard threshold.

Hasil pengukuran tersebut menjadi dasar untuk mengintensifkan pengurangan kegiatan yang berpotensi meminimalkan emisi gas karbon, penyebab timbulnya efek rumah kaca. Dengan demikian diharapkan, kualitas udara ambien dan kualitas lingkungan di sekitar bandar udara juga menjadi lebih baik. Untuk mengurangi emisi gas karbon sebagai bentuk dukungan pada upaya Pemerintah untuk menurunkan emisi gas karbon sebesar 26 (dua puluh enam) persen pada tahun 2020, Perseroan telah melakukan berbagai upaya, yakni:

The measurement result serves as a basis for intensifying reduction of activities which potentially minimize carbon gas emission, the cause of green house effect. Hence, it is expected that ambient air quality and environmental quality in the neighborhood of the airport will also be better. In order to reduce carbon gas emission as a form of support to the Government’s efforts of reducing carbon gas emission by 26 (twenty-six) percent by 2020, the Company has made various efforts, namely:

307

308


1.

2. 3.

Perawatan secara berkala mesin-mesin yang dioperasikan di bandara, seperti mesin generator, insinerator atau mesin pompa sehingga emisi gas buang maupun debu/partikulat dapat diminimasi; Mengatur lalu lintas dari dan menuju bandara agar tidak terjadi penumpukan polusi kendaraan; Membuat barier penahan dan penyerap bahan pencemar (debu/partikulat dan emisi gas buang) melalui penghijauan dengan tetap mempertimbangkan kawasan keselamatan operasi penerbangan. Tanaman untuk penghijauan dipilih jenis tertentu yang tidak mengganggu operasional bandar udara.

Foto Kegiatan Bantuan Pelestarian Alam

1. Periodic maintenance of machines operated at the airports, such as generator, incinerator, or pump machines, in order to minimize exhaust blow-by and particles; 2. Controlling traffic from and to airports in order to prevent accumulation of pollution from vehicles; 3. Creating a barrier to resist and absorb pollutant (particles and exhaust blowy-by emission) through reforestation by still considering the flight operations safety zone. Certain types of plants are selected for the reforestation in order not to disturb airport operations.

Pictures of Nature Conservation Aid Activities

CSR – PENGEMBANGAN SOSIAL KEMASYARAKATAN

CSR – COMMUNITY SOCIAL DEVELOPMENT

PROGRAM KEMITRAAN

PARTNERSHIP PROGRAM

Program Kemitraanadalah program pemberdayaan dan

Partnership

peningkatan ekonomi masyarakat, melalui pemberian

empowerment and improvement program, through the

pinjaman kemitraanuntuk modal kerja dan investasi.

extension of partnership loans for working capital and

Di samping memberikan pinjaman kemitraan, untuk

investment. In addition to granting partnership loans, in

meningkatkan

order to improve coaching partner’s ability in managing and

kemampuan

mitra

binaan

dalam

Program

is

a

community

economic







mengelola dan mengembangkan usahanya, Perseroan

expanding its business, the Company also grants coaching

juga memberikan bantuan pembinaan berupa pelatihan

assistance in the form of business management training,

manajemen usaha, bantuan pemasaran (promosi/pameran),

marketing assistance (promotion/exhibition), assistance, and

pendampingan, serta pemagangan.

internship.

Program ini bertujuan untuk meningkatkan kemampuan

This program is aimed at improving the capacity of small

usaha kecil yang dijalankan oleh masyarakat, sehingga

businesses operated by community members, in order to

menjadi usaha yang tangguh dan mandiri. Setiap usaha kecil

become strong, independent businesses. It is expected that

yang mengikuti Program Kemitraan ini diharapkan dapat

each small business which participates in this Partnership

berkembang dan menyerap tenaga kerja dari masyarakat

Program can flourish and absorb manpower from the local

lokal sehingga masyarakat disekitarnya mendapatkan

community, so that the community in the surrounding area

penghasilan

akan

can have adequate income. Hence, it will drive the economic

menggerakkan roda perekonomian di masyarakat sehingga

wheels in the community so that community members who

masyarakat yang tidak dapat bekerja di lingkungan bandar

are unable to work in the neighborhood of the airport can

udara, tetap merasakan manfaat kehadiran bandar udara-

still reap the benefit from the existence of airports managed

bandar udara yang dikelola oleh PT Angkasa Pura I (Persero).

by PT Angkasa Pura I (Persero).

PENYALURAN DANA PROGRAM KEMITRAAN

PARTNERSHIP PROGRAM FUND DISBURSEMENT

Program Kemitraan yang diberikan PT Angkasa Pura I

The Partnership Program provided by PT Angkasa Pura I

(Persero) bersifat non komersial. Mekanisme penyalurannya

(Persero) has a non-commercial nature. Its disbursement

dilakukan berdasarkan evaluasi atas persyaratan serta

mechanism is conducted based on evaluation of

angsuran yang disesuaikan dengan kemampuan usaha serta

requirements and the installment is adjusted to business

kebutuhan pembinaan yang diperlukan oleh para usaha

capacity as well as coaching requirement of small businesses.

yang

cukup.

Dengan

demikian

kecil. Secara umum, selama tiga tahun terakhir penyaluran dana

In general, in the past three years, the partnership program

program kemitraan dinilai cukup efektif dan sampai pada

fund disbursement is deemed quite effective and accurate.

sasaran. Besaran dana Program Kemitraan yang disalurkan

The amount of Partnership Program fund distributed in the

selama 3 (tiga) tahun terakhir adalah sebagai berikut :

past 3 (three) years is as follows:

Besaran Dana Program Kemitraan Tahun 2011 – 2013 The Amount of Partnership Program Fund in 2011 – 2013 (dalam Rupiah) | (in Rupiah) TAHUN YEAR

DANA TERSEDIA AVAILABLE FUND

DANA DISALURKAN DISTRIBUTED FUND

EFEKTIFITAS PENYALURAN DISTRI-BUTION EFFEC-TIVENES

2011

26,281,874,753

25,106,733,498

95.53%

2012

32,676,515,374

31,600,300,228

96.71%

2013

24,226,164,180

17,376,696,792

71.73%

309

310


Penyerahan Pinjaman Kemitraan Secara Simbolis

Symbolic Handover of Partnership Loans

PT AngkasaPura I (Persero) telah menyalurkan Pinjaman

PT Angkasa Pura I (Persero) has been distributing Partnership

Kemitraan sejak tahun 1992 yang pada waktu itu dikenal

Loans since 1992, which was then referred to as Fund for

dengan Dana Pegel (Pengusaha Golongan Ekonomi Lemah).

Economically Disadvantaged Entrepreneurs. This program is

Program ini dilaksanakan di Kantor Pusat Jakarta dan 13 (tiga

implemented at Jakarta Head Office and 13 (thirteen) Branch

belas) Kantor Cabang PT AngkasaPura I (Persero).

Offices of PT Angkasa Pura I (Persero).

Di tahun 2013, dana pinjaman program kemitraan yang telah

In 2013, the partnership program loan fund which has

disalurkan mencapai Rp 16.422,500.000 dengn jumlah mitra

been distributed reached Rp 16,422,500,000 with total

sebanyak 461 usaha. Jumlah dana pinjaman untuk program

partners of 461 businesses. The amount of loan fund for

kemitraan yang telah disalurkan sampai dengan tahun 2013

partnership program which has been distributed since its

sebesar Rp 258.339.249.655 untuk 10.625 usaha kecil.

commencement until 2013 was Rp 258,339,249,655 for 10,625 small businesses.

Jumlah Penyaluran Pinjaman Kemitraan 2011-2013 Amount of Partnership Loan Disbursement in 2011 - 2013 PENYALURAN

AKUMULASI PENYALURAN

TAHUN JUMLAH MITRA

NILAI (RP)

JUMLAH MITRA

NILAI (RP)

2011

571

22,262,500,000

9,436

212,908,249,655

2012

728

29,008,500,000

10,164

241,916,749,655

2013

461

16,422,500,000

10,625

258,339,249,655







Penyerahan Pinjaman Kemitraan Secara Simbolis The Signing of Partnership Loan Agreement

MITRA BINAAN

DEVELOPMENT PARTNERS

Usaha Kecil yang menerima dana Program Kemitraan

The Small Businesses receiving Partnership Program fund,

selanjutnya disebut Mitra Binaan dikelompokkan dalam 8

hereinafter referred to as the Development Partners, are

(delapan) sektor usaha yaitu Industri, Perdagangan, Pertanian,

classified into 8 (eight) business sectors, namely Industry,

Peternakan, Perkebunan, Perikanan, Jasa dan sektor Lainnya.

Trading, Agriculture, Animal Husbandry, Plantation, Fishery, Service, and Other sectors.

Jumlah mitra binaan yang mendapat penyaluran dana

The number of development partners who have received loan

pinjaman dari program kemitraan pada tahun 2013 adalah

fund disbursement from the partnership program in 2013

461 mitra binaan yang tersebar di wilayah kerja PT Angkasa

was 461 development partners spread over the work area

Pura I (Persero). Penyaluran dana pinjaman tersebut

of PT Angkasa Pura I (Persero). The loan fund disbursement

mencakup sektor usaha antara lain: 146 mitra binaan sektor

consists of, among others, the following business sectors:

industri, 291 mitra binaan sektor perdagangan, 3 mitra

146 development partners in the industrial sector, 291

binaan sektor pertanian, 12 mitra binaan sektor peternakan,

development partners in the trading sector, 3 development

2 mitra binaan sektor perkebunan, 2 mitra binaan sektor

partners in the agricultural sector, 12 development partners

perikanan, 114 mitra binaan sektor Jasa dan 1 mitra binaan

in the animal husbandry sector, 2 development partners in

sektor lainnya.

the plantation sector, 2 development partners in the fishery sector, 114 development partners in the service sector, and 1 development partner in other sector.

Grafik Komposisi Mitra Binaan Berdasarkan Sektor Usaha

Development Partners Composition Chart Based on Business Sector Development Partners Based on Business Sector

Mitra Binaan Berdasarkan Sektor Usaha 0.22 %

Perdagangan

18.00 %

24.30 %

Industri Lainnya

1.52 % 0.22 % 2.17 % 1.08 %

Jasa Perikanan Perkebunan Peternakan Pertanian 52.49 %

311

312


Berdasarkan sektor usaha mitra binaan, dana pinjaman yang

Based on development partner’s business sector, the loan

disalurkan dalam urutan tiga terbesar di tahun 2013 yaitu

fund was disbursed, in top three order in 2013, to the trading

pada sektor perdagangan sebesar Rp8.622.500.000, sektor

sector in the amount of Rp8,622,500,000, to the industrial

industri sebesar Rp4.347.500.000 dan sektor jasa sebesar

sector in the amount of Rp4,347,500,000, and to the service

Rp2.740.000.000.

sector in the amount of Rp2,740,000,000. Penyaluran Pinjaman Kemitraan Berdasarkan Sektor Usaha Tahun 2011 - 2013 Partnership Loan Disbursement Based on Business Sector in 2011 - 2013

SEKTOR USAHA MITRA BINAAN

Development Partner’s Business Sector

TAHUN 2011 JUMLAH MITRA

TAHUN 2012

NILAI PINJAMAN Loan Amount (RP)

Partners

JUMLAH MITRA

TAHUN 2013

NILAI PINJAMAN

JUMLAH MITRA

Loan Amount (RP)

Partners

Partners

S.D. TAHUN 2013


JUMLAH MITRA

Partners


Industri Industry

146

4,595,000,000

147

5,455,000,000

112

4,347,500,000

2,572

64,802,761,998

Perdagangan Trading

291

8,577,500,000

370

11,905,000,000

242

8,622,500,000

5,038

110,759,695,888

3

5,090,000,000

3

5,050,000,000

5

40,000,000

120

12,530,866,036

12

340,000,000

32

872,500,000

10

277,500,000

247

4,283,842,400

Perkebunan Plantation

2

50,000,000

1

30,000,000

1

30,000,000

41

1,028,250,000

Perikanan Fishery

2

45,000,000

20

596,000,000

7

315,000,000

104

2,387,000,000

Jasa Service

114

3,535,000,000

153

5,020,000,000

83

2,740,000,000

2,340

58,991,833,333

Lainnya Others

1

30,000,000

2

80,000,000

1

50,000,000

163

3,555,000,000

Jumlah Total

571

22,262,500,000

728

29,008,500,000

461

16,422,500,000

10,625

258,339,249,655

Pertanian Agriculture Peternakan Animal Husbandry

Grafik Komposisi Dana Pinjaman Berdasarkan Sektor

Loan Fund Composition Chart Based on Business Sector

Usaha Dana Pinjaman Berdasarkan Sektor Usaha

Loan Fund Based on Business Sector

0.22 %

18.00 %

24.30 %

Perdagangan Industri

1.52 %

Lainnya

0.22 % 2.17 % 1.08 %

Jasa Perikanan Perkebunan Peternakan Pertanian 52.49 %







Secara umum, penyaluran dana pinjaman menyebar antara

In general, loan fund disbursement is, among others, spread

lain di pulau Jawa, Bali, Kalimantan, Sulawesi, Nusa Tenggara

over the islands of Java, Bali, Kalimantan, Sulawesi, Nusa

dan Irian Jaya. Berdasarkan wilayah, jumlah mitra binaan

Tenggara and Irian Jaya. Based on region, the number of

dalam urutan tiga terbesar berada di Provinsi Jawa Timur se-

development partners in the top three orders was in East

banyak 74 mitra binaan, Provinsi Sulawesi Selatan sebanyak

Java Province with 74 development partners, South Sulawesi

65 mitra binaan, dan Provinsi Bali sebanyak 57 mitra binaan.

Province with 65 development partners, and Bali Province with 57 development partners.

Berdasarkan penyebaran mitra binaan per wilayah, dana

Based on distribution of development partners in each

pinjaman yang disalurkan dalam urutan tiga terbesar yaitu

region, the disbursed loan fund in the top three order was

pada Provinsi Jawa Timur sebesar Rp3.100.000.000, Provinsi

in East Java Province in the amount of Rp3,100,000,000, East

Kalimantan Timur sebesar Rp2.055.000.000 dan Provinsi Bali

Kalimantan Province in the amount of Rp2,055,000,000, and

sebesar Rp1.990.000.000.

Bali Province in the amount of Rp1,990,000,000.

Penyaluran Pinjaman Kemitraan Berdasarkan Wilayah Tahun 2011 - 2013 Partnership Loan Disbursement Based on Region in 2011 - 2013 PROPINSI/ WILAYAH Province/Region

TAHUN 2011 JUMLAH MITRA Partners





S.D. TAHUN 2013


JUMLAH MITRA Partners

DKI Jakarta

1

5,000,000,000

1

5,000,000,000

0

-

Bali

48

2,090,000,000

64

2,445,000,000

57

Jawa Timur

93

2,765,000,000

94

3,155,000,000

Sulawesi Selatan

63

1,940,000,000

103

44

1,510,000,000

Papua

13

Sulawesi Utara Yogyakarta

Kalimantan Timur

Jawa Tengah (Solo) Kalimantan Selatan Jawa Tengah (Semarang) Nusa Tenggara Barat

417

22,783,000,000

1,990,000,000

1,310

28,125,750,000

74

3,100,000,000

1,095

27,440,346,036

2,675,000,000

65

1,825,000,000

1,018

21,925,750,000

57

2,360,000,000

48

2,055,000,000

769

20,181,500,000

430,000,000

6

150,000,000

16

460,000,000

527

6,889,000,000

23

952,500,000

35

1,295,000,000

21

945,000,000

691

12,870,750,000

73

2,145,000,000

85

2,830,000,000

49

1,810,000,000

785

22,834,950,000

34

920,000,000

51

1,590,000,000

26

925,000,000

561

11,247,250,000

41

1,200,000,000

54

2,135,000,000

24

672,500,000

931

15,601,250,000

29

950,000,000

49

1,950,000,000

0

-

652

13,352,512,000

45

1,175,000,000

73

2,023,500,000

46

1,490,000,000

930

16,700,750,000

4

100,000,000

4

90,000,000

146

1,900,000,000

52

1,300,000,000

31

1,060,000,000

793

11,138,941,619

Maluku Nusa Tenggara Timur Total


64 571

1,185,000,000 22,262,500,000

728

29,008,500,000

461

16,422,500,000

10,625

232,991,749,655

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314


Beberapa Produk Usaha Kecil Binaan Angkasa Pura Airports

Several Products of Small Businesses Developed by Angkasa Pura Airports

PEMBINAAN USAHA KECIL

SMALL BUSINESS DEVELOPMENT

PROGRAM PELATIHAN MITRA BINAAN

DEVELOPMENT PARTNERS TRAINING PROGRAM

Untuk menjadikan usaha kecil menjadi tangguh dan mandi-

In order to create strong, independent small coaching for

ri maka dilakukan pembinaan kepada mitra binaan secara

development partners is conducted on an ongoing basis.

berkelanjutan. Pembinaan diberikan dalam bentuk hibah

Coaching is provided in the form of education grant, training,

pendidikan, pelatihan, pemagangan, pemasaran, promosi-

internship, marketing, promotion, and other matters related

dan hal lain yang menyangkut peningkatan produktivitas

to the increase in productivity of development partners.

mitra binaan.

Kegiatan Pelatihan Usaha Kecil Angkasa Pura Airports Small Business Training Activities Conducted by Angkasa Pura Airports

Dana program kemitraan yang telah disalurkan untuk

The partnership program fund which has been disbursed

program pendidikan dan pelatihan mitra binaan tahun 2013

for development partners’ education and training program

sebesar Rp232.082.492,00 dan untuk program pemagangan

in 2013 was Rp232,082,492.00 and the fund which has been

sebesar Rp22.959.200,00. Beberapa program pendidikan dan

disbursed for internship program was Rp22,959,200.00. Some

pelatihan bagi mitra binaan di 2013 antara lain:

of the education and training programs for development

a. Pelatihan manajerial dan kewirausahaan untuk para

partners in 2013 are, among other things:

mitra binaan terutama bagi mitra binaan baru di setiap b.

a. Managerial and entrepreneurship for development

Kantor Cabang PT Angkasa Pura I (Persero);

partners, particularly for new development partners in

Pelatihan perencanaan dan pengembangan usaha.

any Branch Office of PT Angkasa Pura I (Persero);

c. Pemagangan ke sentra-sentra industri kecil lainnya

b.

Business planning and development training.

oleh mitra binaan yang bertujuan untuk menciptakan

c. Internship in other small business centers by

inovasi-inovasi baru, serta adanya alih teknologi dan

development partners which is aimed at creating

transfer knowledge.

new innovations, as well as transfer of technology and transfer of knowledge.







PROGRAM PROMOSI

PROMOTION PROGRAM

Bantuan pembinaan berupa promosi dan pemasaran

Development assistance in the form of promotion and

dilakukan dengan mengikutsertakan mitra binaan dalam

marketing is granted by enrolling development partners in

berbagai kegiatan pameran berskala regional dannasional.

various exhibition activities at the regional and national scale.

Kegiatan pameran yang diikuti mitra binaan selama tahun

Exhibition activities attended by development partners in

2013 antara lain Banjarbaru Fair, Balikpapan Fair, Jatim Fair,

2013 are, among other things, Banjarbaru Fair, Balikpapan

Batam Expo, Batik Bordir, BUMN Expo, SmesCoSulawwesi

Fair, East Java Fair, Batam Expo, Batik Embroidery, SOE Expo,

Utara, Solo Raya Creative Expo, Pekan Raya Manado, Inacraft,

SmesCo North Sulawesi, Solo Raya Creative Expo, Manado

dan Indonesia Fashion and Craft 2013. Dana program

Fair, Inacraft, as well as the 2013 Indonesian Fashion and

kemitraan yang telah disalurkan untuk program promosi/

Craft. Partnership program fund which has been disbursed

pameran mitra binaan tahun 2013 sebesar Rp699.155.100

for development partners’ promotion/exhibition program in 2013 was Rp699,155,100.

Kegiatan Promosi Dagang Usaha Kecil Angkasa Pura Airports Small Business Trade Promotional Activities of Angkasa Pura Airports

Selain mengikuti kegiatan pameran-pameran, Angkasa

In addition to participating in exhibition activities, Angkasa

Pura Airports

juga membantu promosi prouduk mitra

Pura Airports also assists in promoting the development

binaan dengan membuka ruang pamer di bandara-bandara

partners’ products by opening an exhibition gallery at

yang dikelola Perseroan. Ruang pamer tersebut dapat

airports under the Company’s management. The exhibition

dimanfaatkan untuk kegiatan promosi maupun eksebisi

gallery can be used for promotional activities and exhibition

mitra binaan.

by development partners.

Kegiatan pemagangan dan studi banding untuk para

The Company also implements internship and comparison

mitra binaan, juga dilakukan Perseroan. Melalui kegiatan

study activities for development partners. Through these

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316


ini mitra binaan dapat saling menukar pengalaman dalam

activities, development partners can share experience

menjalankan usahanya, menumbuhkan ide-ide baru untuk

in running their businesses, cultivate new ideas to be

dikembangkan serta menambah pengetahuan, yang pada

developed, and gain knowledge, which will eventually

akhirnya akan mengingkatkan usaha mereka.

improve their businesses.

Dana hibah pendampingan yang disalurkan oleh Angkasa

Assistance grant fund disbursed by Angkasa Pura Airports for

Pura Airports

development partners’ coaching activities up to 2013 was

untuk kegiatan pembinaan mitra binaan

sampai dengan tahun 2013 sebesar Rp 41.617.521.082,-

Rp41,617,521,082,-

Penyaluran Hibah Pembinaan Mitra Binaan Tahun 2011- 2013

Development Grant Disbursement to Development Partners in 2011- 2013 HIBAH PEMBINAAN | Development Grant

JENIS PEMBINAAN Type of Coaching

TAHUN 2011

Pendidikan/Pelatihan | Education/Training

Promotion, Exhibition & Other Marketing Total | Total

TAHUN 2013

S.D. TAHUN 2013

967,193,250

934,518,250

232,082,492

13,282,884,792

32,460,000

25,016,000

22,959,200

727,628,740

1,844,580,248

1,632,265,978

699,155,100

27,607,007,550

2,844,233,498

2,591,800,228

954,196,792

41,617,521,082

Pemagangan | Internship Promosi, Pameran & Pemasaran Lainnya

TAHUN 2012

Kegiatan pemberian pinjaman usaha dan pendampingan

The activities of business loan extension and assistance

melalui Program Kemitraan dilakukan PT AngkasaPura

through the Partnership Program are conducted by PT

I (Persero) sebagai komitmen untuk mendorong usaha

Angkasa Pura I (Persero) as a commitment to encourage

kecil dapat bertumbuh dan menjadi pelaku usaha yang

small businesses to grow and become strong, independent

tangguh dan mandiri, serta berkualifikasi untuk memperoleh

business actors, as well as to qualify for obtaining loans

pinjaman dari lembaga keuangan (bankable). Sehingga

from financial institutions (bankable). As the result, job

dengan demikian akan semakin terbuka luas kesempatan

opportunity will continue to increase and community

kerja dan kesejahteraan masyarakat dapat meningkat.

welfare may improve. dan

The Company continues to perform various strategy

Program

evaluation and enhancement on the implementation of

Kemitraan. Melalui langkah ini, diharapkan dapat tercipta

the Partnership Program. Such measures are expected to

kondisi yang saling menguntungkan bagi Perseroan dan

create a mutually beneficial condition for the Company and

mitra binaannya. Salah satunya adalah memperbaiki tingkat

its development partners. These measures are, among other

pengembalian pinjaman, serta meningkatkan skala usaha

things, increasing return on loans and increasing business

secara terprogram dan terukur.

scale in a programmed and measured way.

Realisasi Dana Program Kemitraan 2012 – 2013 (dalam juta rupiah)

Partnership Program Fund Realization in 2012 – 2013 (in million Rupiah)

Perseroan

terus

penyempurnaan

melakukan strategi,

berbagai

atas

evaluasi

pelaksanaan

URAIAN Description

REALISASI 2012

REALISASI 2013

GROWTH (%)

A. DANA TERSEDIA | AVAILABLE FUND a. Saldo Awal | Beginning Balance b. Alokasi Penyisihan Laba | Allocation for Reserves c. Pengembalian Pokok Pinjaman | Loan Principal Repayment d. Pendapatan (jasa administasi pinjaman, dll) Revenues (loan administratio fee, etc.) e. Pembelian Aset Tetap | Purchase of Fixed Assets f. Biaya Operasional | Operating Expenses Jumlah A | Total A

1,478

3,077

108.187%

5,422 25,101

19,212

-100.000% -23.461%

5,862

3,399

-42.016%

(227) (2,958) 34,678

(1,865) 23,823

-100.000% -36.951% -31.302%




URAIAN Description B. PENGGUNAAN DANA | FUND UTILIZATION a. Pinjaman Kemitraan | Pinjaman Kemitraan b. Hibah Pembinaan | Hibah Pembinaan



REALISASI 2012 29,009 2,592 Jumlah B | Total B 31,601

C. BEBAN/HUTANG LAIN-LAIN | OTHER EXPENSES/DEBTS


REALISASI 2013 16,423 954 17,377

-

D. SALDO AKHIR (A-B-C) | END BALANCE (A-B-C)

3,077

GROWTH (%) -43.387% -63.194% -45.011%

6,446

0.000% 109.49%

PROGRAM BINA LINGKUNGAN

COMMUNITY DEVELOPMENT PROGRAM

Komitmen Perseroan dalam meningkatkan kualitas sosial

The Company’s commitment in improving the social quality

masyarakat terkait pelaksanaan CSR adalah dengan

of the community related to CSR implementation is through

pelaksanaan Program Bina Lingkungan, yakni program

the implementation of Community Development Program,

pemberdayaan kondisi sosial masyarakat dan peningkatan

namely a program for the empowerment of social condition

kualitas hidup.

of the community and life quality improvement.

Pelaksanaan program ini meliputi pemberian bantuan yang

The implementation of this program consists of the provision

terdiri atas :

of assistance which includes:

a.

Bantuan kepada korban bencana alam;

a.

Assistance for the victims of natural disasters;

b.

Bantuan pendidikan dan/atau pelatihan;

b.

Education and/or training assistance;

c.

Bantuan peningkatan kesehatan masyarakat;

c.

Community health improvement assistance;

d.

Bantuan pengembangan prasarana dan sarana umum;

d. Public

e.

Bantuan sarana ibadah;

f.

Bantuan Sosial.

infrastructure

and

facilities

development

assistance; e.

Religious facilities assistance;

f.

Social assistance.

Pelaksanaan Program Bina Lingkungan sudah dijalankan

The

Perseroan sejak tahun 2000. Kegiatan yang dilaksanakan

implemented by the Company since 2000. The activities

dalam kurun waktu tersebut mencakup kegiatan-kegiatan

implemented during the time frame consisted of activities

yang dapat dikategorikan dalam program strategis dan

which can be categorized into strategic programs and

program responsive dalam bentuk pemberian bantuan yang

responsive programs in the form of provision of assistance

sifatnya insidental, memenuhi kebutuhan sesaat, ataupun

with an incidental nature, which fulfills temporary needs, or

tanggap darurat.

an emergency.

Pada tahun 2013 Program Bina Lingkungan PT Angkasa

In 2013, the Community Development Program of PT

Pura I (Persero) diprioritaskan pada bantuan di bidang

Angkasa Pura I (Persero) was prioritized on assistance in

kesehatan, pendidikan dan pelestarian alam. Namun

the fields of health, education, and nature conservation.

demikian, Perseroan tidak mengesampingkan program bina

Nevertheless, the Company did not waive community

lingkungan di bidang lainnya.

development program in other fields.

BANTUAN BIDANG PENDIDIKAN

ASSISTANCE IN THE FIELD OF EDUCATION

Kuantitas dan kualitas masyarakat khususnya generasi muda

The quantity and quality of the community, particularly the

yang berpendidikan menjadi salah satu pondasi penting

educated young generation, becomes one of the important

untuk meningkatkan kesejahteraan masyarakat demi

foundations for improving community welfare for the sake

terwujudnya suatu bangsa yang tangguh dan beretika. Oleh

of creating a strong, ethical nation. Therefore, the Company

karena itu, Perseroan memberikan perhatian pada bidang

pays attention to the field of community education and

pendidikan dan pelatihan masyarakat melalui kegiatan

training through Community Development Program.

Program Bina Lingkungan.

Community

Development

Program

has

been

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318


Sepanjang tahun 2013, PT Angkasa Pura I (Persero) telah

In 2013, PT Angkasa Pura I (Persero) has disbursed fund

menyalurkan dana untuk bantuan bidang Pendidikan

for assistance in the field of Education and Training in the

dan Pelatihan sebesar Rp2,81 miliar. Perhatian Perseroan

'amount of Rp2.81 billion. The Company’s attention in the

dalam upaya peningkatan kualitas pendidikan diberikan

effort of improving the quality of education is provided in

dalam bentuk bantuan beasiswa kepada siswa siswi yang

the form of scholarship aid to high-achiever students from

berprestasi namun kurang mampu.

the economically disadvantaged group.

Disamping itu pula Angkasa Pura Airports memberikan

In addition to that, Angkasa Pura Airports also provides

bantuan yang sifatnya berkesinambungan dan memiliki

assistance which is continuous and has long-term benefit,

manfaat jangka panjang, diantaranya pembangunan sarana

among other things, development of education facilities

dan fasilitas pendidikan untuk kelancaran pendidikan.

and infrastructure for the smoothness of education process.

Selain memberikan bantuan pendidikan untuk menunjang

In addition to providing education assistance to support

pendidikan formal, PT Angkasa Pura I (Persero) juga

formal education, PT Angkasa Pura I (Persero) also provides

memberikan bantuan pelatihan pengolahan hasil hutan

assistance in processing mangrove forest products in order

mangrove sehingga dapat meningkatkan pendapatan dan

to increase income and open employment opportunities.

membuka lapangan kerja.

BidangPendidikan – Beasiswa SMA kepada 12 siswa siswi

Education Sector – Senior High School Scholarship for 12 students

Beberapa bantuan program CSR bidang pendidikan di tahun

Several CSR program assistances in the field of education in 2013

2013 antara lain:

are, among other things:

a. Bantuan pendidikan untuk 12 (dua belas) siswa-siswi

a.

Education assistance for 12 (twelve) high-achiever students

berprestasi dan kurang mampu, berupa beasiswa

from the economically disadvantaged group, in the form of

bekerja sama dengan di Sampoerna Foundation;

scholarship to study at Sampoerna Foundation;

b. Bantuan pelatihan tata rias kepada ibu-ibu PKK dan

b. Make-up training assistance for women from the Family

pengelolaan hasil hutan mangrovekepada kelompok

Welfare Education group and processing of mangrove

nelayan di Kelurahan Tubanyang dilaksanakan melalui

forest products for the fishermen group in Tubanyang

Kantor Cabang Bandara Ngurah Rai-Bali;

Subdistrict which was implemented through Ngurah Rai

c. Bantuan

pembangunanlaboratorium

komputer

sekolah Dasar melalui Kantor Cabang Bandara Juanda

Airport Branch Office – Bali; c.

dan Bandara Sepinggan-Balikpapan;

Elementary Schools through Juanda Airport Branch Office

d. Pembangunan rumah pintar melalui Kantor Cabang/ Bandara Sepinggan-Balikpapan; e.

and Sepinggan Airport Branch Office - Balikpapan; d.

Bantuan pembangunan gedung perpustakaan Sekolah Dasar melalui Kantor Cabang Bandara Sam RatulangiManado;

Assistance for the development of computer laboratory at

Construction of smart houses through Sepinggan Airport Branch Office - Balikpapan;

e.

Assistance for the construction of Elementary School library buildings through Sam Ratulangi Airport Branch Office Manado;


f.




Bantuan pembangunan atau renovasi gedung sekolah;

g. Bantuan fasilitas pendidikan lainnya oleh

Kantor

Cabang dan Kantor Pusat.

f.



Assistance for construction or renovation of school buildings;

g. Assistance for other educational facilities through Branch Offices and Head Office. WILAYAH Region

JUMLAH PENYALURAN Disbursement Amount

DKI Jakarta

710,000,000

Bali

260,035,504

Jatim

516,189,000

Sulsel

124,265,000

Kaltim

128,400,000

Sulut

506,705,000

DI Yogyakarta

142,594,050

Jateng - Surakarta

100,000,000

Kalsel

35,000,000

Jateng - Semarang

273,827,500

Maluku

18,600,000

JUMLAH

2,815,616,054

BANTUAN BIDANG KESEHATAN

ASSISTANCE IN THE FIELD OF HEALTH

PT Angkasa Pura I (Persero) peduli terhadap bidang

PT Angkasa Pura I (Persero) is fully concerned with health. In

kesehatan secara penuh. Pada tahun 2013, Perseroan masih

2013, the Company still continues the health program from

melanjutkan program kesehatan pada tahun sebelumnya

the previous year, namely Mobile Health Service Program

yaitu Program Pelayanan Kesehatan Keliling dengan motto

with the motto of “Healthy Women & Children Make a Strong

“Ibu & Anak Sehat, Bangsa Kuat”., Program Pelayanan

Nation”. This Health Service Program provides assistance in

Kesehatan ini memberikan bantuan kendaraan yang

the form of vehicles equipped with health service facilities,

dilengkapi dengan fasilitas pelayanan kesehatan yang fokus

which are focused on women and children health.

terhadap kesehatan ibu dan balita. Program ini dilaksanakan untuk membantu pencapaian

This program is implemented to assist the achievement of

“Tujuan Pembangunan Milenium” atau yang lebih dikenal

“Millennium Development Goals”, or better known as MDGs,

dengan Millennium Development Goals (MDGs), khususnya

particularly in the context of achieving the 4th objective,

dalam rangkamencapai tujuan ke-4, Menurunkan Angka

Reducing Infant Death Rate, and the 5th objective, Improving

Kematian Anak dan tujuan ke-5, Meningkatkan Kesehatan

Women’s Health.

Ibu. PT Angkasa Pura I (Persero) mengoperasikan 4 (empat)

PT Angkasa Pura I (Persero) operates 4 (four) units of health

unit kendaraan pelayanan kesehatan di Bandara Juanda

service vehicles at Juanda Airport – Surabaya, Sultan

– Surabaya, Sultan Hasanuddin – Makassar, Adisutjipto –

Hasanuddin – Makassar, Adisutjipto – Yogyakarta, and

Yogyakarta serta Internasional Lombok – Praya. Program

Lombok International – Praya. This program is a continuous

ini merupakan program berkelanjutan dan akan terus

program and will continue to be developed until all regions

dikembangkan sehingga seluruh wilayah usaha Perseroan

of the Company implement it. These health service vehicles

melaksanakannya.

kesehatan

drive around from one village/neighborhood to other

ini, berkeliling dari satu dusun/lingkungan ke dusun/

Kendaraan

pelayanan

village/neighborhood to reach community members who

lingkungan lainnya untuk menjangkau masyarakat yang

cannot obtain health service.

belum mendapatkan pelayanan kesehatan.

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Di samping itu, Angkasa Pura Airports juga turut

In addition to that, Angkasa Pura Airports does not fail to

meningkatkan kualitas kesehatan masyarakat di sekitar

improve the quality of community’s health in the Company’s

perusahaan. Bantuan tersebut diwujudkan dalam bentuk

neighborhood. The assistance is manifested in the form of

pengobatan gratis, khitanan massal, bantuan sarana

free medical treatment, mass circumcision, health facility

kesehatan, perbaikan bangunan fisik lembaga kesehatan,

aid, reparation of health institution buildings, reparation of

perbaikan sarana umum untuk kesehatan, dan sebagainya.

public health facilities, etc. In 2013, the realization of program

Selama tahun 2013, realisasi bantuan program bidang

assistance in the field of health was Rp930 million.

kesehatan sebesar Rp930 juta.

Bidang Kesehatan – Program Pelayanan Kesehatan Bergerak Kesehatan Ibu dan Anak Health Sector – Mobile Health Service Program for Women and Children’s Health Beberapa bantuan program CSR bidang kesehatan di tahun

Several CSR program assistances in the field of health in 2013

2013, antara lain:

were, among other things:

a.

Program layanan kesehatan keliling (Puskesmas Keliling)

a. Mobile health service program (Mobile Community

dengan mengambil tema “ Ibu dan Anak Sehat Bangsa

Health Center) using the theme of “Healthy Women

Kuat“ yang diselenggarakan oleh Kantor Cabang

and Children Make a Strong Nation” provided by Branch

Bandara

Juanda-

Offices at Adisutjipto Airport - Yogyakarta, Juanda Airport

Surabaya, Bandara Sultan Hasanuddin-Makassar, dan

- Surabaya, Sultan Hasanuddin Airport - Makassar, and

Adisutjipto-Yogyakarta,

Bandara

Bandara Internasional Lombok-Lombok Tengah; b.

Bantuan pengobatan gratis dan operasi bedah minor di

Lombok International Airport – Central Lombok; b.

Desa Negeri Hattu Ambon;

Free medical treatment and minor surgery assistance in Hattu Country Village Ambon;

c. Bantuan pembangunan posyandu dan kelengkapan

c. Construction of integrated service posts and health

alat-alat kesehatan yang dilakasanakan oleh Kantor

equipment implemented by Sepinggan Airport Branch

Cabang Bandara Sepinggan-Balikpapan;

Office - Balikpapan;

d. Rehabilitasi Puskesmas Pembantu yang dilaksanakan

d. Rehabilitation of Community Health Sub-Centers

oleh Kantor Cabang Bandara Adi Soemarmo-Solo; e.

implemented by Adi Soemarmo Airport Branch Office -

Pembangunan Puskesdes di Desa Bobung Kecamatan Patuk oleh Bandara Adisucipto-Yogyakarta

Adapun rincian bantuan bina lingkungan di bidang kesehatan tiap wilayah adalah sebagai berikut.

Solo; e.

Construction of Village Health Center in Bobung Village, Patuk District by Adisucipto Airport Yogyakarta.

Meanwhile, the details of community development assistance in the field of health in each region are as follows:





WILAYAH Region



Jatim

160,144,350

Sulsel

123,420,280

Kaltim

146,602,000

DI Yogyakarta

306,100,803

Jateng - Surakarta

118,120,000

NTB

25,307,000

Maluku

50,000,000

JUMLAH BANTUAN PENGEMBANGAN SARANA DAN PRASARANA


929,694,433 PUBLIC FACILITIES AND INFRASTRUCTURE ASSISTANCE

UMUM Perhatian terhadap fasilitas umum juga menjadi bagian

Concern on public facilities also constitutes a part of

dari kegiatan–kegiatan dalam Program Bina Lingkungan.

activities in the Community Development Program. In 2013,

Padatahun 2013 kegiatan pengembangan prasarana dan

public infrastructure and facility development activities have

sarana umum telah menggunakan dana sebesar Rp2,85

utilized fund in the amount of Rp2.85 billion, which was

miliar, yang sebagian besar digunakan untukmembantu

mostly used for assisting the improvement of road facilities

peningkatan sarana dan prasarana dalam perbaikan jalan,

and infrastructure, rehabilitation of pump in water drainage,

rehabilitasi pompa dan saluran air, serta pembangunan

and construction of markets.

pasar.

Bidang Sarana Prasarana Umum – Peningkatan Fasilitas Prasarana Umum Public Facilities and Infrastructure Sector – Public Facilities and Infrastructure Improvement Beberapa bantuan program CSR bidang pengembangan sarana dan prasarana umum di tahun 2013 antara lain: a. Peningkatan sarana dan prasarana di desa miskin untuk mendukung program Kementerian BUMN dalam membangun desa miskin, diantaranya bantuan fasilitas pendidikan, perbaikan sarana transportasi berupa perbaikan jalan, drainage, penampungan air bersih, sarana irigasi dan pembuatan tempat usaha; b.

Rehabilitasi pompa dan saluran air kepada masyarakat sekitar Kantor Cabang Bandara Ngurah Rai, Bandara Sepinggan, serta Bandara Sam Ratulangi;

c. Pengaspalan jalan Desa Betro dan pembangunan Pasar Utara Lapak Ikan Desa Karanganyar, beberapa perbaikan jalan desa, talud, dan lain-lain; d. Pengaspalan jalan di Desa Gagaksipat di Bandara Adisumarmo.

Several CSR program assistances in the field of public facilities and infrastructure development in 2013 were, among other things: a. Improvement of facilities and infrastructure in poor villages to support programs of the Ministry of StateOwned Enterprises in developing poor villages, among other things, assistance in education facilities, rehabilitation of transportation facilities in the form of road reparation, drainage, clean water reservoir, irrigation facilities, and establishment of business premises; b. Rehabilitation of pump and water drainage for the community in the neighborhood of Branch Offices at Ngurah Rai Airport, Sepinggan Airport, and Sam Ratulangi Airport; c. Asphalt surfacing on the roads in Betro Village and construction of Fish Stall at the North Market of Karanganyar Village, rehabilitation of some village roads, riprap, etc.; d.

Asphalt surfacing on the roads in Gagaksipat Village at Adisumarmo Airport.

321

322


Adapun rincian bantuan bina lingkungan di bidang prasarana

Meanwhile, the details of community development aid in

dan sarana umum tiap wilayah adalah sebagai berikut.

the field of public infrastructure and facilities are as follows:

WILAYAH Region


DKI Jakarta

20,000,000

Bali

231,767,851

Jatim

275,245,000

Sulsel

353,866,300

Kaltim

248,535,600

Sulut

280,084,600

DI Yogyakarta

162,949,500

Jateng - Surakarta

236,394,000

Kalsel

115,000,000

Jateng - Semarang

188,447,000

NTB

559,915,000

NTT

329,529,130 JUMLAH

3,001,733,981

BANTUAN SARANA IBADAH

RELIGIOUS FACILITY AID

Dalam rangka meningkatkan spiritual masyarakat, salah

In the context of improving the spiritual aspect of the

satu upaya yang telah dilakukan PT Angkasa Pura I (Persero)

community, one of the efforts made by PT Angkasa Pura

adalah dengan membantu pembangunan sarana ibadah

I (Persero) is by assisting in the construction of religious

dan memperbaiki sarana ibadah yang telah ada. Mengingat

facilities and rehabilitating the existing religious facilities.

pentingnya hal ini, Perseroan pada tahun 2013 memberikan

Keeping in mind the importance of this matter, the

bantuan sarana peribadatan sebesar Rp1,7 miliar untuk

Company granted aid for religious facilities in the amount

berbagai bentuk perbaikan dan pembangunan sarana

of Rp1.7 billion in 2013 for various forms of rehabilitation

ibadah di seluruh wilayah kerja PT AngkasaPura I (Persero).

and construction of religious facilities in all work areas of PT Angkasa Pura I (Persero).

Bidang Sarana dan Prasarana Ibadah

Religious Facility Sector – Religious Facility Renovation Aid

Beberapa bantuan program CSR bidang sarana ibadah di

Some of the CSR program aids in the field of religious

tahun 2013 antara lain: bantuan renovasi untuk peningkatan

facility in 2013 were, among other things: renovation aid

sarana ibadah di sekitar wilayah kerja antara lain di Kantor

for improving religious facilities in the surrounding of work

Pusat-Jakarta, Kantor Cabang Bandara Ngurah Rai-Denpasar,

area, among other things, at the Head Office - Jakarta,

Bandara

Pattimura-

Ngurah Rai Airport Branch Office - Denpasar, Ahmad Yani

Ambon,Bandara El Tari-Kupang, Bandara Syamsuddin Noor-

Airport - Semarang, Pattimura Airport - Ambon, El Tari

Ahmad

Yani-Semarang,

Bandara

Airport - Kupang, Syamsuddin Noor Airport - Banjarmasin,







Banjarmasin, Bandara Frans Kaisiepo-Biak dan Bandara Sultan

Frans Kaisiepo Airport – Biak, and Sultan Hasanuddin Airport

Hasanuddin-Makassar.

- Makassar.

Adapun rincian bantuan bina lingkungan dalam bidang

Meanwhile, the details of community development aid in

bantuan sarana ibadah tiap wilayah adalah sebagai berikut.

the field of religious facility aid for each region are as follows:

WILAYAH Region


DKI Jakarta

395,000,000

Bali

60,000,000

Jatim

115,000,000

Sulsel

25,000,000

Kaltim

241,459,300

Sulut

78,950,000

DI Yogyakarta

120,000,000

Jateng - Surakarta

97,500,000

Kalsel

160,000,000

Jateng - Semarang

120,000,000

NTB

160,000,000

Maluku

75,000,000

NTT

62,500,000

JUMLAH

1,710,409,300 AID FOR THE VICTIMS OF NATURAL DISASTERS

BANTUAN KORBAN BENCANA ALAM Bencana alam terjadi diluar kekuasaan manusia, untuk meringankan beban masyarakat yang tertimpa bencana alam, PT Angkasa Pura I (Persero) tidak tinggal diam dan memberikan bantuan tanggap darurat untuk korban bencana alam. Pada tahun 2013, Perseroan memberikan bantuan untuk korban bencana kebakaran, banjir,dan erupsi Gunung Sinabung dengan nilai sebesar Rp 422 juta.

Natural disasters happen beyond the control of human beings; therefore, to relieve the burden of community members hit by natural disasters, PT Angkasa Pura I (Persero) does not fail to provide emergency response aids for the victims of natural disasters. In 2013, the Company granted aid for the victims of fire, flood, and the eruption of Mt. Sinabung, in the amount of Rp422 million.

Bantuan Korban Bencana Alam Aid for the Victims of Natural Disasters

323

324


Beberapa program CSR bidang bantuan korban bencana

Some of the CSR programs in the field of aid for the victims of

alam di tahun 2013 antara lain:

natural disasters in 2013 were, among other things:

a.

a.

Bantuan tanggap darurat banjir di Ambon dan bantuan

Emergency response aid for the flood in Ambon and aid

kepada korban berbagai bencana alam yang terjadi di

for the victims of various natural disasters occurring in

sekitar wilayah kerja Angkasa Pura Airports;

the surrounding of Angkasa Pura Airports’ working area;

b. Pemberian bantuan kepada para korban bencana

b. Granting of aid to the victims of Mount Sinabung’s

erupsi Gunung Sinabung.

eruption disaster.

Adapun rincian bantuan bina lingkungan dibidang bantuan

Meanwhile, the details of community development aids in

bencana alam tiap wilayah adalah sebagai berikut.

the field of natural disaster in each region are as follows:

WILAYAH Region


DKI Jakarta

255,250,530

Bali

35,000,000

Jatim

37,000,000

Sulsel

34,300,000

Maluku

35,000,000

NTT

25,000,000

JUMLAH

421,550,530

BANTUAN SOSIAL

SOCIAL AID

Untuk membantu meringankan beban masyarakat di sekitar

In order to assist in relieving the burden of community

wilayah usaha, PT AngkasaPura I (Persero) juga memberikan

members in the surrounding of its business area, PT Angkasa

bantuan sosial berupa paket sembako gratis dan di Kupang

Pura I (Persero) also granted social aid in the form of free

diberikan bantuan kandang ternak. Total bantuan sosial ini

packages of nine basic staples and in Kupang, it provided

senilai Rp1,3miliar.

assistance in the form of animal stalls. The total amount of this social aid was Rp1.3 billion.

Penyerahan Dana Bantuan Sosial

Social Aid

Beberapa bantuan program CSR bidang sosial di tahun 2013

Some of the CSR program aids in the social sector in 2013

antara lain:

were, among other things:

a.

a.

Bantuan sosial berupa bantuan sembako kepada warga

community members in the surroundings of the Head

di sekitar Kantor Pusat dan Kantor Cabang PT Angkasa

Office and Branch Offices of PT Angkasa Pura I (Persero);

Pura I (Persero); b. Bantuan pembangunan kandang sapi dan irigasi ke

Social aid in the form of nine basic staples aid to the

b.

Aid for the construction of cow shed and irrigation to the

saluran area persawahan masyarakat di Desa Baumata

ditches in rice field areas belonging to the community

Utara Kupang.

in North Baumata Village, Kupang.







Adapun rincian bantuan bina lingkungan dalam bidang

Meanwhile, the details of the community development aid

batuan sosial lainnya tiap wilayah adalah sebagai berikut.

in the field of other social aids in each region are as follows:

WILAYAH Region


DKI Jakarta

47,250,000

Bali

35,000,000

Jatim

100,000,000

Sulsel

108,052,500

Kaltim

71,750,000

Papua

128,675,000

Sulut

114,250,000

DI Yogyakarta

101,044,500

Jateng - Surakarta

102,186,500

Kalsel

101,824,900

Jateng - Semarang

101,379,000

NTB

114,151,675

Maluku

131,000,000

NTT

85,000,000 JUMLAH

1,341,564,075 Fund Disbursement for Community Development in 2011–2013 (in Rupiah)

Penyaluran Dana Bina Lingkungan 2011– 2013 (dalam juta Rupiah) JENIS BANTUAN Bencana Alam

TAHUN 2011

TAHUN 2012

S.D. TAHUN 2013

TAHUN 2013

Type of Assistance

131,500,000

493,727,200

421,550,530

4,396,951,032

Pendidikan & Pelatihan

4,198,259,720

2,944,928,810

2,815,616,054

19,864,387,558

Education & Training

Peningkatan Kesehatan

1,069,372,650

3,281,545,660

929,694,433

8,394,586,453

Health Improvement

Sarana Umum

3,344,925,730

3,144,545,660

2,854,233,981

20,541,375,110

Public Facilities

Sarana Ibadah

2,620,157,058

1,476,924,525

1,710,409,300

18,248,840,357

Religious Facilities

Pelestarian Alam

1,486,227,859

788,613,500

519,076,750

3,374,687,709

Nature Conservation

-

-

1,341,564,075

1,341,564,075

Social Assistance

Bantuan sosial BUMN Peduli Jumlah

847,923,500

7,222,373,658

-

10,428,992,558

SOE Cares

13,698,366,517

19,352,659,013

10,592,145,123

86,591,384,852

Total

Realisasi Dana Bina Lingkungan 2012 – 2013 (dalam juta Rupiah) URAIAN A. DANA TERSEDIA a. Saldo Dana Awal b. Alokasi Bagian Laba dari BUMN Pembina c. Alokasi Dana BL dari BUMN Pembina

d. Jasa Giro dan Bunga Deposito e. Pendapatan Lain-lain Jumlah A

Natural Disaster

Community Development Fund Realization in 2012–2013 (in million Rupiah) REALISASI 2012

REALISASI 2013

7,424 16,327

4,848 -

-34.70% -100.00%

-

18,090

NA

1,756

344

-80.41%

-

-

NA

A. AVAILABLE FUND a. Beginning Fund Balance b Profit Sharing Allocation from Development SOE c. Allocation of Community Development Fund from Development SOE d. Interest on Current Accounts and Interest on Deposits e. Other Revenues

25,507

23,282

91.28%

Total A

GROWTH

DESCRIPTION

325

326


REALISASI 2012

URAIAN B. PENGGUNAAN DANA a. Penyaluran Bina Lingkungan > BUMN Peduli > BUMN Pembina Subtotal b. Beban Operasional c. Biaya Dibayar di Muka, Biaya YMH Dibayar JUMLAH B C. SALDO AKHIR (A-B)

REALISASI 2013

7,222 12,131 19,353 1,306 20,659 4,848

10,592 10,592 364 2,870 13,826 9,456

GROWTH

-100.00% -12.69% 54.73% -72.13% #DIV/0! 66.92% 95.05%

DESCRIPTION B. FUND UTILIZATION a . Penyaluran Bina Lingkungan > SOE Cares > Development SOE Subtotal b. Operating Expenses c. Prepaid Expenses, Accrued xpenses TOTAL B AND SALDO (A-B)

CSR – KETENAGAKERJAAN KESEHATAN DAN

CSR – EMPLOYMENT, OCCUPATIONAL HEALTH AND

KESELAMATAN KERJA (K3)

SAFETY

KEBIJAKAN K3

OCCUPATIONAL HEALTH AND SAFETY POLICY

Angkasa

terhadap

Angkasa Pura Airports is committed towards Employment,

Ketenagakerjaan, Kesehatan dan Keselamatan Kerja (K3)

Pura

Airports

berkomitmen

Occupational Health and Safety for employees through the

bagi karyawan melalui penerapan Sistem Manajemen

application of Occupational Health and Safety Management

Keselamatan dan Kesehatan Kerja (SMK3) dan Sistem

System as well as Airport Security Management System.

Manajemen Pengamanan Bandar Udara. Kebijakan terkait

The policy related to occupational health and safety at

kesehatan dan keselamatan kerja PT Angkasa Pura I (Persero)

PT Angkasa Pura I (Persero) is set forth in Decision of the

tercantum dalam Keputusan Direksi Nomor : KEP.143/

Board of Directors Number: KEP.143/KP.10.43/2012 dated

KP.10.43/2012 tanggal 13 Desember 2012 tentang Sistem

December 13, 2012 concerning Occupational Health and

Manajemen Keselamatan dan Kesehatan Kerja PT Angkasa

Safety Management System of PT Angkasa Pura I (Persero).

Pura I (Persero). Kebijakan tersebut dilaksanakan dalam rangka memenuhi

The policy is implemented in the context of fulfilling

hak-hak karyawan antara lain:

employees’ rights, among other things:

•

•

Perlindungan atas keselamatan bagi karyawan dan pekerja lainnya serta setiap orang yang berada pada tempat kerja Perseroan;

•

Menunjang

terpeliharanya

well as any person in the Company’s workplace; •

kesehatan,

ketahanan

produktivitas kerja dan efisiensi; Tercapainya

keseimbangan

working

capacity,

work

comfort,

occupational safety, work productivity, and efficiency; •

antara

Supporting the maintenance of health, physical endurance,

fisik, daya kerja, kenyamanan kerja, keselamatan kerja, •

Protection of safety for employees and other workers as

Achievement of balance between prevention and

program

medication programs as well as motivating employees

pencegahan dan penyembuhan serta memberikan

to implement Occupational Health and Safety efforts

motivasi karyawan agar melaksanakan upaya K3 secara

independently by emphasizing preventive efforts.

mandiri dengan menekankan upaya-upaya preventif. Perseroan selalu melakukan monitoring terhadap penerapan

The Company always performs monitoring on the application

sistem Standar Manajemen Mutu, Sistem Manajemen

of the Quality Management Standard system, Airport Security

Pengamanan Bandar Udara dan Sistem Manajemen

Management System, as well as Occupational Health and

Kesehatan dan Keselamatan Kerja pada seluruh Unit Kerja.

Safety Management System to all Work Units.







Secara internal, sistem manajemen keselamatan dan

Internally, the occupational health and safety management

kesehatan kerja juga telah dirumuskan dalam Perjanjian

system has also been formulated in the Collective

Kerja Bersama (PKB) antara PT Angkasa Pura I (Persero)

Employment Agreement between PT Angkasa Pura I

dengan Asosiasi Karyawan Angkasa Pura I

dan Serikat

(Persero) and the Employees’ Association of Angkasa Pura I

Pekerja Angkasa Pura I mengenai Keselamatan & Kesehatan

as well as the Workers’ Union of Angkasa Pura I concerning

Kerja dan Lingkungan, diantaranya.

Occupational Health & Safety and Environment, among

1.

other things: 1 Recognition of obligations and rights, as well as facilities for the workers’ union and bipartite cooperation institution. 2 Employment relation. 3 Working hours and overtime pay. 4 Employee’s leave. 5 Occupational health and safety. 6 Employee’s income. 7 Business travel. 8 Employee’s welfare. 9 Employee’s discipline. 10 Employee’s termination.

Pengakuan kewajiban dan hak, fasilitas bagi serikat pekerja serta lembaga kerjasama bipartit.

2.

Hubungan kerja.

3.

Waktu kerja dan upah lembur.

4.

Cuti pegawai.

5.

Keselamatan dan kesehatan kerja.

6.

Penghasilan pegawai.

7.

Perjalan dinas.

8.

Kesejahteraan pegawai.

9.

Disiplin Pegawai.

10. Pemberhentian Pegawai. 11. Penyelesaian keluh kesah.

11 Settlement of complaint.

KEBEBASAN BERSERIKAT

FREEDOM TO ASSOCIATE

Angkasa Pura Airports sangat menyadari bahwa hubungan

Angkasa Pura Airports is highly aware of that a good

kerja yang baik antara perusahaan dan karyawan merupakan

employment relationship between the company and

prasyarat utama Perseroan dalam mencapai visi, misi dan

employees is the main prerequisite for the Company in

tujuan Perseroan. Perseroan akan mampu menjalankan

achieving its vision, mission, and objectives. The Company

kegiatan usahanya dengan lancar dan mampu meraih

will be able to run its business activities smoothly and to

laba serta tumbuh dan berkembang sesuai dengan target

make profit as well as grow and develop in accordance with

yang ditetapkan oleh pemegang saham, apabila terdapat

the target stipulated by shareholders, if there is a healthy,

lingkungan kerja sehat yang saling bersinergi.

synergizing working environment.

Dalam

Perseroan

In order to support this matter, the Company guarantees the

menjamin hak pekerjanya untuk berserikat, berkumpul,

rangka

mendukung

hal

tersebut,

right of its employees to associate, to assemble, and to express

dan menyampaikan pendapat.


opinion. Angkasa Pura Airports supports Workers’ activities in

mendukung kegiatan Pekerja dalam berserikat dengan

associating through the establishment of Workers’ Union of

pembentukan Serikat Pekerja PT Angkasa Pura I (Persero) /

PT Angkasa Pura I (Persero) (SEKAR). The relationship between

SP.AP.I. Hubungan antara manajeman dan karyawa juga

management and employees has also been formulated in the

telah dirumuskan dalam Perjanjian Kerja Bersama (PKB)

Collective Employment Agreement between PT Angkasa Pura

antara PT Angkasa Pura I (Persero) dengan Asosiasi Karyawan

I (Persero) and the Employees’ Association of Angkasa Pura

Angkasa Pura I dan Serikat Pekerja Angkasa Pura I periode

I as well as the Workers’ Union of Angkasa Pura I for the 2010-

tahun 2010-2012 dengan Nomor: SP.91/HK.06/2010-DU dan

2012 period with decision Number: SP.91/HK.06/2010-DU and

nomor: 099/DPP-AKA/X/2010.

number: 099/DPP-AKA/X/2010.

KESETARAAN DAN KESEMPATAN KERJA YANG SAMA

EQUALITY AND EQUAL EMPLOYMENT OPPORTUNITY


memperlakukan SDM tanpa

Angkasa Pura Airports treats its Human Resources regardless

memandang unsur gender maupun ras. Penerapan prinsip

gender or race. The implementation of the non-discrimination

327

328


non-diskriminasi menjadi dasar perusahaan berinteraksi

principle serves as the basis for the Company in interacting

dengan karyawan dalam kerangka menciptakan hubungan

with employees in the context of creating a harmonious

industrial yang harmonis. Rekrutmen karyawan dilakukan

industrial relation. Employee recruitment is conducted

secara transparan dan fair. Calon karyawan yang memiliki

transparently and fairly. Candidate employees who have the

kompetensi untuk mengisi kebutuhan Perseroan, memiliki

necessary competency have equal opportunity to become an

peluang yang sama untuk dapat menjadi karyawan Angkasa

employee of Angkasa Pura Airports. Employee development

Pura Airports. Pengembangan karyawan dilakukan sesuai

is conducted in accordance with the requirement level for

tingkat kebutuhan bagi semua karyawan untuk mendukung

all employees to support the achievement of the Company’s

pencapaian sasaran dan tujuan Perseroan dalam jangka

goals and objectives in the short run and in the long run.

pendek maupun jangka panjang. KESEHATAN DAN KESELAMATAN KERJA

OCCUPATIONAL HEALTH AND SAFETY

Dalam hal Kesehatan dan Keselamatan Kerja, Angkasa Pura

In terms of Occupational Health and Safety, Angkasa Pura

Airports memastikan pelaksanaan setiap aktivitas pekerjaan

Airports ensures that the implementation of each working

telah sesuai dengan Sistem Manajemen Kesehatan

activity has been in accordance with the Occupational

Keselamatan Kerja. Kesehatan dan keselamatan kerja

Health and Safety Management System. Occupational health

merupakan salah satu hal penting yang menjadi perhatian

and safety is one of the important matters which become

Perseroan. Hal ini dilakukan agar karyawan dapat merasa

the focus of attention of the Company. This is in order that

aman dan nyaman dalam bekerja, yang selanjutnya dapat

employees may feel safe and comfortable in performing

memotivasi mereka agar terus meningkatkan prestasi dan

their work, which may in turn motivate them to continue

produktifitas kerja guna mencapai keunggulan kompetitif.

improving their work performance and productivity in order to achieve comparative advantage.

Untuk itu, Perseroan telah menyediakan tempat kerja,

For that purpose, the Company has provided workplace,

peralatan kerja, alat pelindung diri serta penyusunan

working equipment, personal protection equipment, as

sistem dan prosedur kerja yang aman dan nyaman

well as preparation of safe, comfortable work system and

sesuai dengan standar yang berlaku guna memberikan

procedure in accordance with the applicable standard in

kenyamanan, menjaga kesehatan dan keselamatan kerja

order to provide comfort and maintain occupational health

dalam melaksanakan pekerjaan perusahaan. Lebih lanjut,

and safety in performing the company’s job. Furthermore,

Perseroan telah memfasilitasi terbentuknya Panitia Pembina

the Company has facilitated the establishment of the

Keselamatan dan Kesehatan Kerja (P2K3).

Occupational Health and Safety Coaching Committee.

KESEJAHTERAAN PEGAWAI

EMPLOYEE’S WELFARE

Perseroan telah memberikan jaminan atas kesejahteraan

The Company has provided guarantee on welfare by fulfilling

melalui pemenuhan hak-hak pegawai sesuai dengan

the employees’ rights in accordance with the applicable laws

peraturan perundang-undangan yang berlaku.

Selain

and regulations. In addition to monthly income in the form of

penghasilan bulanan berupa gaji dan tunjangan transportasi,

salary and transportation allowance, employees also receive

karyawan juga memperoleh berbagai tunjangan lain seperti

various other allowances such as religious holiday allowance,

tunjangan hari raya (THR), tunjangan cuti, tunjangan anak

leave allowance, and bereavement pay contribution in the

sekolah, tunjangan perumahan dan bantuan uang duka bila

event of death of an employee or his/her family member.

karyawan atau keluarganya mengalami musibah meninggal

Other forms of employee’s welfare at Angkasa Pura Airports

dunia. Bentuk kesejahteraan karyawan lain di Angkasa Pura

consist of:

Airports, meliputi:

•

•

Jamsostek (Jaminan Kematian, Jaminan Kecelakaan

Manpower Social Security (Death Security, WorkRelated Accident Security, Old Age Security);

Kerja, Jaminan Hari Tua);

•

Medical Check Up;

•

Medical Check Up;

•

Family Gathering;

•

Family Gathering;






•

Bonus tahunan;

•

Annual Bonus;

•

Jasa Produksi;

•

Production Fee;

•

Cuti.

•

Leave.


Selama tahun 2013, Perseroan telah mengeluarkan dana

In 2013, the Company has issued compensation fund for

kompensas bagi pegawai sebagai bentuk kesejahteraan

employees as a form of employee’s welfare in the amount of

pegawai sebesar Rp696,15 miliar.

Rp696.15 billion.

Kesejahteraan Pegawai (dalam ribu Rupiah)

Employee’s Welfare (in thousand rupiah) 2013

URAIAN | Description Gaji/upah | Salary/wage Tunjangan operasional | Operational allowance Tunjangan pangan & beras | Food & rice allowance

KOMPOSISI Composition (%)

91.075.641

13,08

202.073.341

29,03

5.646.552

0,81

Tunjangan PPh | Income Tax allowance

65.479.120

9,41

Pakaian dinas | Work uniform

11.544.835

1,66

Tunjangan Pendidikan anak | Children’s Education Allowance

26.637.831

3,83

126.664.576

18,20

3.729.913

0,54

33.963.247

4,88

Bonus | Bonus Mutasi pegawai | Employee mutation Obat-obatan dan dokter | Medicines and doctor Tunjangan transport | Transportation allowance

75.446.861

10,84

Tunjangan hari raya | Religious holiday allowance

27.020.802

3,88

Tunjangan cuti | Leave allowance

26.342.053

3,78

Lain-lain | Miscellaneous Jumlah | Total

523.669

0,08

696.148.442

100,00

MANFAAT PASCA KERJA

POST-EMPLOYMENT BENEFIT

Sesuai dengan Undang-undang Ketenagakerjaan Nomor

Pursuant to the Manpower Law Number 13/2003 dated

13/2003 tanggal 25 Maret 2003, Perseroan diwajibkan

March 25, 2003 the Company is obligated to provide post-

memberikan manfaat pasca kerja kepada seluruh karyawan

employment benefit to all its permanent employees. The

tetapnya. Manfaat yang meliputi uang pemutusan hubungan

benefit, which consists of severance pay, length of service

kerja, penghargaan masa kerja, serta kompensasi tersebut

award, and compensation, is provided when an employee

diberikan apabila karyawan mengakhiri masa kerjanya baik

ends his/her service period due to retirement or death.

karena pensiun maupun meninggal dunia. Perseroan mempunyai dua program untuk memenuhi

The Company has two programs to fulfill the above liabilities,

liabilitas di atas, yaitu: (1) Progam Dana Pensiun Manfaat

namely: (1) Defined Benefit Pension Fund Program, and (2)

Pasti, dan (2) Program Tunjangan Hari Tua (THT). Selain itu

Old Age Allowance Program. In addition, the Company also

juga Perseroan memberikan Tunjangan kepada pegawai

provides Allowance to its employees who have fulfilled the

perusahaan yang telah memenuhi persyaratan ketentuan

requirements of the company’s provision namely Housing

perusahaan yaitu Tunjangan Perumahan, Penghargaan

Allowance, Dedication Award, and Health Allowance to its

Pengabdian dan Tunjangan Kesehatan kepada pensiunan

retirees.

perusahaan. Perusahaan

membukukan

The Company is obligated to bear and book the shortage

kekurangan biaya apabila manfaat yang diberikan kedua

wajib

menanggung

dan

of cost if the benefit provided by both programs is not

program tersebut tidak mencukupi melalui pembentukan

329

330


penyisihan. Penyisihan tersebut telah dibebankan pada

sufficient by making allowance. Such allowance has been

periode berjalan.

expensed in the current period.

PROGRAM DANA PENSIUN MANFAAT PASTI

DEFINED BENEFIT PENSION FUND PROGRAM

Jumlah iuran yang ditanggung karyawan adalah 5,00% dari

The amount of contribution borne by employees is 5.00%

penghasilan dasar pensiun dan yang ditanggung Perseroan

of pension basic income, while the Company bears 21.20%.

21,20%. Iuran untuk program pensiun dibebankan dan

Contribution for pension program is expensed and paid

dibayar selama masa kerja. Jumlah iuran Perseroan kepada

throughout the service period. The Company’s total

program pensiun diakui sebagai beban pada saat iuran

contribution to pension program is recognized as expense

tersebut dibayar atau terutang.

when the contribution is paid or due.

Program pensiun menyediakan manfaat pensiun untuk

The pension program provides pension benefit for

karyawan dan keluarganya pada saat mencapai usia pensiun

employees and their family members upon reaching the

dalam bentuk pembayaran berkala yang diatur dalam Surat

retirement age in the form of periodic payment, which

Keputusan Direksi Nomor KEP.1156/KU.60/1998 tanggal 6

is governed in Decision Letter of the Board of Directors

Oktober 1998 yang telah diubah melalui Surat Keputusan

Number KEP.1156/KU.60/1998 dated October 6, 1998

Direksi Nomor KEP.19/KU.60/2000 tanggal 11 Mei 2000.

which has been amended by Decision Letter of the Board of Directors Number KEP.19/KU.60/2000 dated May 11, 2000.

Progam pensiun tersebut dikelola oleh Dana Pensiun

The pension program is managed by Angkasa Pura Pension

Angkasa Pura (DAPENRA) terhitung tanggal 1 Januari 2000

Fund (DAPENRA) effective from January 1, 2000 by virtue of

sesuai Surat Keputusan Menteri Keuangan RI No. KEP.39/

Decree of the Ministry of Finance of the Republic of Indonesia

KM.17/1999 tanggal 15 November 1999.

No. KEP.39/KM.17/1999 dated November 15, 1999.

PROGRAM THT

OLD AGE ALLOWANCE PROGRAM

Jumlah iuran yang ditanggung karyawan adalah 5,00% dari

The amount of contribution borne by employees is 5.00%

gaji pokok ditambah tunjangan keluarga dan perusahaan,

of basic salary plus family and company allowances, and

dan yang ditanggung Perseroan 37,74%. Iuran untuk program

the amount borne by the Company is 37.74%. Contribution

THT dibebankan dan dibayar selama masa kerja. Jumlah

for the Old Age Allowance program is paid throughout the

iuran perusahaan kepada program THT diakui sebagai beban

service period. Total Company’s contribution to the Old Age

pada saat iuran tersebut dibayar atau terutang.

Allowance program is recognized as expense when the contribution is paid or due.

Program THT menyediakan manfaat pembayaran sekaligus

The Old Age Allowance program provides a lump sum

yang diatur dalam Keputusan Bersama Direksi Perum

payment benefit which is governed in Joint Decision

Angkasa Pura I dan Perum Angkasa Pura II Nomor KEP.305/

of the Boards of Directors of Perum Angkasa Pura I and

KP.30.7.1/1998 dan KEP.165A/PAP.I/X/1998 tanggal 1 Oktober

Perum Angkasa Pura II Number KEP.305/KP.30.7.1/1998 and

1998 jo Perjanjian Kerja Bersama antara PT Angkasa Pura

KEP.165A/ PAP.I/X/1998 dated October 1, 1998 jo Collective

I (Persero) dengan Asosiasi Karyawan Angkasa Pura I

Employment Agreement between PT Angkasa Pura I

dan Serikat Pekerja Angkasa Pura I priode 2010 - 2012

(Persero) and the Employees’ Association of Angkasa Pura I

dengan pernjajian No.SP.91/HK.06/2010-DU, No. 099/DPP-

as well as the Workers’ Union of a Angkasa Pura I for the 2010

AKA/X/2010, No SP. AP.I.01/PKB/X/2010 tanggal 15 Oktober

- 2012 period through agreement No.SP.91/HK.06/2010-DU,

2010.

No. 099/DPP-AKA/X/2010, No SP. AP.I.01/PKB/X/2010 dated October 15, 2010.

Progam THT tersebut dikelola oleh Yayasan Kesejahteraan

The Old Age Allowance program is managed by the

Karyawan Angkasa Pura I (YAKKAP I) terhitung tanggal 6 Mei

Employees’ Welfare Foundation of Angkasa Pura I (YAKKAP

2003 sesuai dengan Akta Pendirian nomor 2 tahun 2003 dan

I) effective from May 6, 2003 in accordance with Deed of

Akta Perubahan nomor 2 tahun 2003 yang dibuat di hadapan

Establishment number 2 year 2003 and Deed of Amendment







Notaris Milly Karmila Sereal, S.H., sebagaimana telah disahkan

number 2 year 2003 passed before Notary Milly Karmila

oleh Menteri Kehakiman dan HAM dalam keputusannya

Sereal, S.H., which has been validated by the Minister of

No. C -116.HT.01.02.TH.2003 tanggal 19 September 2003

Justice and Human Rights by virtue of his decree No. C

dan diumumkan dalam Berita Negara Nomor 89, tanggal

-116.HT.01.02.TH.2003 dated September 19, 2003 and was

14 Oktober 2003, Tambahan Berita Negara Nomor 112

announced in State Gazette Number 89, dated October 14,

kemudian diubah dengan akta Notaris H. Yunardi, S.H.,

2003, Supplement to the State Gazette Number 112, which

Nomor 17 tanggal 14 Februari 2006 sebagaimana telah

was subsequently amended by deed of Notary H. Yunardi,

diperbaiki dengan akta notaries yang sama nomor 7 tanggal

S.H., Number 17 dated February 14, 2006 as revised by deed

9 Maret 2006, serta telah diumumkan dalam Berita Negara

of the same notary number 7 dated March 9, 2006, which

Republik Indonesia No. 68 tanggal 25 Agustus 2006.

was announced in State Gazette of the Republic of Indonesia No. 68 dated August 25, 2006.

Imbalan Pasca Kerja (dalam ribu Rupiah)

Post-Employment Benefit (in thousand rupiah) URAIAN | Description

2013

KOMPOSIS I Composition (%)

Dana Pensiun | Pension Fund

98.610.170

63,91

Tunjangan Hari Tua | Old Age Allowance

45.610.584

29,56

9.550.789

6,19

526.581

0,34

154.298.124

100,00

Kesehatan pasca Kerja | Post-Employment Health Penghargaan Pengabdian | Dedication Award Jumlah | Total TINGKAT TURN OVER KARYAWAN

EMPLOYEE TURNOVER RATE

Perputaran karyawan selama tahun 2013 disebabkan oleh

Employee turnover in 2013 was caused by several reasons,

beberapa alasan antara lain: pensiun, meninggal dunia,

among other things: retirement, death, resignation, etc. The

mengundurkan diri, dan sebagainya. Tingkat turn over

employee turnover rate at Angkasa Pura Airports in 2013

karyawan di Angkasa Pura Airports tahun 2013 sebanyak 179

was 179 persons or 4.92%, compared to employee turnover

orang atau sebesar 4,92% dibandingkan dengan tingkat turn

rate of 5.98% in 2012. This is also because the number of

over karyawan tahun 2012 sebesar 5,98%. Hal ini disebabkan

employees who entered the retirement decreased compared

oleh jumlah karyawan yang memasuki masa pensiun turun

to the previous year.

dibandingkan tahun sebelumnya. Turn Over Karyawan 2012-2013

Employee Turnover in 2012-2013

TAHUN YEAR

JUMLAH KARYAWAN KELUAR NUMBER OF RESIGNING EMPLOYEES

JUMLAH KARYAWAN NUMBER OF EMPLOYEES

TURN OVER (%)

2012

220

3.678

5.98

2013

179

3.641

4.92

JUMLAH KECELAKAAN KERJA PEGAWAI

NUMBER OF EMPLOYEE’S WORK-RELATED ACCIDENTS

Angkasa Pura Airports berkomitmen terhadap penerapan

Angkasa Pura Airports is committed to the application of the

Sistem Manajemen Keselamatan dan Kesehatan Kerja

Occupational Health and Safety Management System with

dengan target zero accident. Selama tahun 2013, tidak

the target of zero accident. In 2013, no work-related accident

terdapat kecelakaan kerja di wilayah operasional Angkasa

in the operating area of Angkasa Pura Airports was suffered

Pura Airports baik oleh pegawai tetap maupun pegawai

by permanent or outsourcing employees, so that the work-

outsource, sehingga rasio tingkat kecelakaan kerja sebesar 0%.

related accident level ratio was 0%.

331

332


Table of Number of Employee’s Work-Related Accidents

Jumlah Kecelakaan Kerja Pegawai TAHUN

JAN

FEB

MAR

APR

MEI

JUN

JUL

AGUS

SEP

OKT

NOV

DES

TOTAL

2009

0

0

0

0

0

0

0

0

0

0

0

1

1

2010

0

0

0

2

0

0

0

0

0

0

0

0

2

2011

1

0

0

0

0

0

0

0

0

0

0

0

1

2012

0

0

0

0

0

0

0

0

0

0

0

1

1

2013

0

0

0

0

0

0

0

0

0

0

0

0

0

Statistik Jumlah Kecelakaan Kerja Statistics of Number of Work-Related Accidents 2.5 2

2

1.5 1

1

1

1

0.5 0

0

2009

2010

2011

2012

2013

PROGRAM KESELAMATAN DAN KESEHATAN KERJA (K3)

OCCUPATIONAL HEALTH AND SAFETY PROGRAM IN

2013

2013

1.

Pemeriksaan kesehatan Pegawai yang terdiri dari : a. Pemeriksaan kesehatan pra kerja. Pemeriksaan ini

1.

Employee’s medical check-up which consists of: a. Pre-employment

medical

check-up.

This

bertujuan agar kondisi kesehatan pegawai sesuai

examination has the objective that employee’s

dengan jenis pekerjaan yang dilaksanakan (fit to

health condition is in accordance with the type of

work).

work performed (fit to work).

b. Pemeriksaan kesehatan berkala/rutin. Perseroan

b. Periodic/routine medical check-up. The Company

telah melaksanakan Medical Check-Up rutin setiap

has implemented routine Medical Check-Up

1 (satu) tahun sekali sebagai upaya preventif dan

on a yearly basis as a preventive effort and early

deteksi dini penyakit akibat/terkait kerja. Salah

detection of work-related diseases. Among the

satu pemeriksaan yang dilaksanakan adalah

examinations performed are eyesight examination,

pemeriksaan ketajaman penglihatan, pemeriksaan

color-blind

butawarna, dan pemeriksaan Audiometri /test

examination/hearing test for operational staffs.

examination,

and

Audiometric

pendengaran untuk pegawai operasional. 2.

Penyediaan Alat Pelindung Diri (APD)bagi pegawai

2. Provision of Personal Protection Equipment for

sesuai standar International Civil Aviation Organization

employees in accordance with the International

(ICAO)

Civil Aviation Organization (ICAO) standard or other

atau

persyaratan

lain

yang

ditetapkan,

contohnya :

stipulated requirements, such as:

a. pelindung telinga (earplug atau earmuff ) untuk

a. Ear protector (earplug or earmuff) for AMC

personil AMC dan teknisi/operator genset.

personnel and generator set technicians/operators.







b. safety shoes, safety helmet, baju tahan panas dan

b. Safety shoes, safety helmet, heatproof and

tahan api, alat bantu pernapasan untuk petugas

fireproof clothing, respiratory aid equipment for

Fire Fighting and Rescue.

Fire Fighting & Rescue officers.

c. Safety helmet, safety shoes, safety vest, masker,

c. Safety helmet, safety shoes, safety vest, and mask

untuk pegawai proyek pengembangan bandar

for airport expansion project employees.

udara. 3.

Penyediaan sistem proteksi kebakaran aktif maupun

3. Provision of active and passive fire protection system

pasif dan jalur evakuasi untuk keadaan darurat. 4.

Pemasangan safety sign di kantor cabang dan kantor pusat PT Angkasa Pura I (Persero).

5.

Sosialisasi Sistem Manajemen Keselamatan & Kesehatan Kerja, dan Sistem Manajemen Lingkungan ke 13 kantor cabang bandar udara.

6.

Pelatihan Sistem Manajemen Keselamatan & Kesehatan Kerja.

7.

Inspeksi rutin K3 terhadap area kerja.

8.

Latihan penanggulangan keadaan darurat dan simulasi pertolongan kecelakaan pesawat udara.

9.

Latihan pemadamankebakaran di gedung terminal (Emergency Response Exercise) di Bandara Internasional Sepinggan – Balikpapan.

and evacuation line for emergency situations. 4.

Installment of safety signs at the head office and branch offices of PT Angkasa Pura I (Persero).

5. Dissemination of the Occupational Health & Safety Management

System,

and

the

Environmental

Management System at 13 airport branch offices. 6. Training on the Occupational Health & Safety Management System. 7. Occupational Health & Safety routine inspection on work area. 8. Training on emergency situation handling and simulation of aircraft accident help. 9. Fire extinguishing training at terminal building (Emergency

Response

Exercise)

at

Sepinggan

International Airport – Balikpapan. PENANGGUNG JAWAB ORGANISASI K3

PERSON-IN-CHARGE FOR THE ORGANIZATION OF OCCUPATIONAL HEALTH AND SAFETY

Tahun 2012, penanggung jawab pengelolaan K3 melekat

In 2012, the person-in-charge for the management of

pada Deputi Direktur Administrasi Personalia bidang

Occupational Health and Safety was inherent on Personnel

Kesejahteraan Personil. Sedangkan untuk pengelolaan

Administration Deputy Director for Personnel Welfare.

lingkungan hidup di Biro Perencanaan & Sistem Informasi

Meanwhile, the person-in-charge for the environmental

Manajemen.

management was placed on Bureau of Planning & Management Information System.

Tahun 2013, saat restrukturisasi organisasi, dibentuklah

In 2013, during the organizational restructuring, the Safety,

Safety, Health, Environment Group Head yang salah satu

Health, and Environment Group Head was established,

tanggung jawabnya adalah pengelolaan K3 dan lingkungan

whose responsibility, among others, was the management

hidup.

of Occupational Health and Safety and environment.

SURVEI KEPUASAN KARYAWAN

EMPLOYEE SATISFACTION SURVEY

Perseroan telah melakukan survei kepuasan karyawan dalam

The Company has conducted an employee satisfaction

rangka mengukur tingkat enggagement pegawai terhadap

survey in the context of measuring employees’ engagement

Angkasa Pura Airports. Hasil survei menjadi pertimbangan

level to Angkasa Pura Airports. The survey result serves

manajemen untuk merumuskan upaya-upaya peningkatan

as management’s consideration in formulating efforts of

enggagement pegawai terhadap perusahaan. Tahun

improving employees’ engagement to the company. In 2013,

2013, tingkat kepuasan karyawan sebesar 3,78, meningkat

employee satisfaction level was 3.78, increased compared to

dibandingkan tingkat kepuasan karyawan tahun 2012

employee satisfaction level of 3.69 in 2012.

sebesar 3,69.

333

334


URAIAN

2012

2013

DESCRIPTION

Peran Pegawai

3,90

3,96

Role of Employees

Penghargaan, Sanksi dan Keamanan Kerja

3,65

3,73

Work-Related Awards, Sanction, and Security

Lingkungan Kerja

3,68

3,77

Working Environment

Penilaian Kerja

3,68

3,74

Job Assessment

Pendidikan dan Pelatihan

3,69

3,70

Education and Training

Manajemen, Komunikasi dan

3,73

3,79

Management, Communication, and Planning

Rekruitmen dan Pola Karir

3,45

3,50

Recruitment and Career Pattern

Remunerasi

3,73

Perencanaan 3,74

Remuneration

Keterkaitan Tenaga Kerja

3,75

Employees’ Engagement

Visi, Misi & Nilai-Nilai Perusahaan

4,10

Company’s Vision, Mission & Values

3,78

Average

Rerata

3,69

CSR - KONSUMEN

CSR - CONSUMERS

Untuk meningkatkan pelayanan kepada masyarakat yang

To improve service to people who become the consumers

menjadi konsumen Angkasa Pura Airports, perusahaan

of Angkasa Pura Airports, the company is committed

berkomitmen dengan menyediakan layanan informasi

by providing consumer information service to facilitate

konsumen untuk memudahkan konsumen dalam mencari

consumers in finding information on the company,

informasi

consumer complaint center, consumer engagement

mengenai

perusahaan,

pusat

pengaduan

konsumen, program engagement konsumen dan program

program, and service improvement program.

peningkatan layanan. PUSAT INFORMASI DAN PENGADUAN

INFORMATION AND COMPLAINT CENTER

Perseroan telah membentuk pusat informasi dan pengaduan

The Company has established a consumer information

konsumen. Pusat pengaduan konsumen ini dapat diakses

and complaint center. This consumer complaint center is

melalui beberapa saluran antara lain:

accessible through several channels, among other things:

1.

1

Website perusahaan via “Kontak Kami” alamat website: www.angkasapura1.co.id;

Company website through “Contact Us” at website address: www.angkasapura1.co.id;

2.

Telepon perusahaan (021) 6541961 ext. 2115; dan

2

Company telephone number (021) 6541961 ext. 2115; and

3.

Customer service di masing-masing Bandara.

3

Customer service at the respective airports.

4.

Email perusahaan: humas@angkasapura 1.co.id.

4

Company email: [email protected].

MEKANISME PENYELESAIAN KELUHAN KONSUMEN

CONSUMER COMPLAINT SETTLEMENT MECHANISM

Melalui pusat pengaduan, Perseroan akan memberikan

Through the complaint center, the Company will give quick

respon yang cepat atas pengaduan yang masuk dan

response to incoming complaints and a discreet settlement.

penyelesaian

The mechanism of complaint management is as follows:

secara

bijak.

Mekanisme

pengelolaan

pengaduan sebagai berikut. 1.

Angkasa Pura Airports memiliki standar dalam merespon atas pengaduan konsumen yaitu 1 x 24 jam.

2.

1.

Angkasa Pura Airports has a standard in responding to consumer complaints, namely 1 x 24 hours.

Pengaduan yang masuk melalui saluran aduan via

2. Incoming complaints through the complaint channel

website, telepon dan email Perseroan diterima oleh

on the Company’s website, telephone and email

Departemen Corporate Communication.

are received by the Corporate Communication Department.


3.




Pengaduan yang masuk melalui kantor cabang/

are received by Customer Service.

Unit penerima pengaduan akan memberikan jawaban

4. The complaint receiving unit will answer to the

sebagai respon terhadap keluhan kepada konsumen

consumer as a response to the complaint that the

bahwa keluhan telah diterima dan akan segera diproses

complaint has been received and will immediately be

oleh unit yang terkait dengan materi keluhan. 5.

processed by the unit related to content of complaint.

Unit penerima pengaduan menyampaikan pengaduan

5. The complaint receiving unit passes the consumer

keluhan dari konsumen kepada unit terkait. 6.


3. Incoming complaints through branch offices/airports

bandara diterima oleh Customer Service. 4.


Selanjutnya

keluhan

diselesaikan

oleh

konsumen unit

terkait. tindak

Unit

dan

6. Subsequently, consumer complaint is processed and

terkait

settled by the relevant unit. The relevant unit informs the

penyelesaian

result of complaint settlement action to the complaint

keluhan kepada unit penerima keluhan. Kemudian

receiving unit. After that, the complaint receiving unit

unit penerima keluhan menyampaikan hasil tindak

conveys the result of settlement follow-up to the

lanjut penyelesaian kepada konsumen dalam proses

consumer in the complaint settlement process.

menginformasikan

hasil

complaint to the relevant unit.

diproses

penyelesaian keluhan. Selama tahun 2013, Angkasa Pura Airports mendapatkan

In 2013, Angkasa Pura Airports received 411 complaints/

aduan/keluhan dari konsumen sebanyak 411 keluhan

grievances from consumers with the complaint settlement

dengan tingkat penyelesaian pengaduan sebesar 100%.

rate of 100%. Meanwhile, consumer complaint data for the

Adapun data pengaduan konsumen periode 2013 adalah

2013 period is as follows:

sebagai berikut. BANDARA AIRPORT

JUMLAH PENGADUAN NUMBER OF COMPLAINTS

TINGKAT PENYELESAIAN SETTLEMENT RATE

Bandara Juanda

9

Bandara Sultan Hasanuddin

7

Bandara Sepinggan

19

Bandara Frans Kaisiepo

78

Bandara Sam Ratulangi

17

Bandara Adi Sutjipto

80

Bandara Syamsudin Noor

100%

46

Bandara Lombok

133

Bandara Pattimura

3

Bandara Adi Soemarmo

19 Total

411

PROGRAM PENINGKATAN KUALITAS LAYANAN DAN

SERVICE QUALITY IMPROVEMENT AND CONSUMER

ENGAGEMENT KONSUMEN

ENGAGEMENT PROGRAM

Angkasa Pura Airports telah melakukan berbagai upaya

Angkasa Pura Airports has made various efforts in the

dalam rangka meningkatkan tingkat kepercayaan publik dan

context of increasing the level of public trust and customer

kepuasan konsumen atas pelayanan jasa kebandarudaraan.

satisfaction on airport services. These efforts include

Upaya-upaya tersebut mencakup baik kegiatan peningkatan

service quality improvement activities as well as consumer

kualitas

engagement improvement activities.

pelayanan

maupun

kegiatan

enggagement

terhadap konsumen. Program kegiatan yang telah dilakukan tahun 2013 antara

The activity programs implemented in 2013 were, among

lain:

other things:

1.

Program peningkatan kualitas pelayanan meliputi: a. Pengembangan bandara I Gusti Ngurah Rai

1.

Service quality improvement program, which consists of: a. Expansion of I Gusti Ngurah Rai Airport (Bali) and

335

336


(Bali) dan Bandara Sepinggang (Balikpapan)

Sepinggan Airport (Balikpapan)

dan Pengembangan Terminal 2 Bandara Juanda

b. Expansion of Terminal 2 at Juanda Airport

(Surabaya);

(Surabaya)

b. Pengembangan Terminal 2 Bandara Juanda

c. Construction of the General Aviation Terminal at I

(Surabaya)

Gusti Ngurah Rai Airport (Bali)

c. Pembangunan General Aviation Terminal di

d. Construction of Airport Hotels at Surabaya,

Bandara I Gusti Ngurah Rai (Bali)

Makassar, and Bali.

d. Pembangunan Airport Hotel di Surabaya, Makassar,

e. Education and Training to improve the competency

dan Bali.

of human resources or operational staffs at the

e. Diklat untuk peningkatan kompetensi SDM atau

airports.

tenaga operasional bandara. 2.

Program enggagement konsumen melalui kegiatan

2. Consumer engagement program is implemented

gathering terhadap airlines baik domestik maupun

through

international, mitra kerja, INACA, YLKI, Regulator dan

international airlines, work partners, INACA, YLKI,

tenant.

Regulator and tenants.

Kegiatan Gathering Konsumen 2013

gathering

activity

for

domestic

and

Consumer Gathering Activities in 2013

EVENT

TANGGAL/TEMPAT

Airlines Gathering

25 April 2013 / Surabaya

Gathering bersama Mitra Kerja, INACA, YLKI dan Regulator

24 Juli 2013 / Jakarta

International Airlines Gathering

5 Maret 2013 / Jakarta

Tenant Gathering

Dilaksanakan 2 (dua) kali dalam setahun

CUSTOMER SATISFACTION INDEX

CUSTOMER SATISFACTION INDEX

Guna mendukung percepatan peningkatan pencapaian

In order to support the acceleration of customer satisfaction

customer satisfaction, Perseroan membangun sistem yang

achievement, the Company developed an integrated system

terintegrasi melalui ERP yang berbasis web, juga sebagai

through web-based ERP, which also serves as a concrete step

langkah konkret perusahaan untuk mencapai Customer

taken by the company in achieving Customer Satisfaction

Satisfaction Index (CSI) yang berskala internasional dan

Index (CSI) at the international scale and increasing non-

peningkatan pendapatan non aeronautika. Perseroan

aeronautics revenues. The Company always encourages

senantiasa memberikan dorongan kepada pelanggan

its customers to establish a strong relationship with the

untuk menjalin ikatan hubungan yang kuat dengan

company in order to understand customer’s expectation

perusahaan untuk memahami dengan seksama espektasi

and needs thoroughly. Hence, the Company can increase

dan kebutuhan pelanggan. Dengan demikian, Perseroan

customer satisfaction by maximizing pleasant experience

dapat

and minimizing dissatisfaction.

meningkatkan

kepuasan

pelanggan

dengan

memaksimalkan pengalaman yang menyenangkan dan meminimalkan ketidakpuasan. Kepuasan pelanggan dapat menciptakan loyalitas pelanggan

Customer satisfaction can create customer loyalty to a

kepada Perseroan yang memberikan kualitas memuaskan.

Company which delivers satisfactory quality. Service quality

Kualitas layanan bisa diukur dengan menggunakan dimensi

can be measured by using the dimensions of quality as

kualitas yang diungkapkan melalui, yaitu:

disclosed by:

1.

1.

Tangible (bukti fisik)

Tangible (physical) evidence

Kualitas peralatan pesawat, penampilan karyawan/

Quality of aircraft, appearance of employees/flight

awak,

attendants, comfortable transit room, aircraft condition

kenyamanan

ruang

transit,

kondisi

dan





interior pesawat, kelonggaran ruang dalam pesawat,


and interior, spacious room in the aircraft, comfortable

kenyamanan sandaran kaki. 2.


leg support

Responsiveness (daya tanggap)

2. Responsiveness

Kesediaan karyawan dalam mendengar keluhan

Employee’s

penumpang, kesediaan personil untuk membantu

complaints, personnel’s willingness to assist passengers

penumpang

during check-in, departure information

pada

saat

check

in,

informasi

willingness

to

listen

to

passenger

keberangkatan. 3.

3. Reliability

Reliability (keandalan) Kecepatan pengantaran bagasi, ketepatan jadual

Speed of baggage delivery, timeliness of departure/

keberangkatan/kedatangan,

arrival schedule, conformance of departure information,

kesesuaian

informasi

Accuracy of Boarding time

keberangkatan, Ketepatan Boarding time. 4.

4.

Emphaty (kepedulian)

5.

Assurance (jaminan)

friendliness

in

serving

passengers,

employee’s manner in assisting passengers

sopan santun karyawan membantu penumpang. 5.

Empathy (care) Personnel’s

Keramahan personil dalam melayani penumpang,

Assurance (guarantee) In-flight security

Keamanan selama penerbangan. Survei kepuasan pelanggan pada tahun 2013 dilaksanakan

In 2013, customer satisfaction survey was conducted at 4

di 4 (empat) Kantor Cabang/Bandara antara lain: Bandara

(four) Branch Offices/Airports, among other things: Denpasar

Denpasar Bali, Bandara Surabaya, Bandara Ujungpandang,

Airport Bali, Surabaya Airport, Ujungpandang Airport, and

dan Bandara Balikpapan. Survei kepuasan pelanggan

Balikpapan Airport. Customer satisfaction survey uses the

menggunakan Customer Satisfaction Index sesuai standar

Customer Satisfaction Index in accordance with Airport

Airport Council International (ACI). Hasil survei menunjukkan

Council International (ACI) standard. The result of survey

bahwa pelanggan merasa puas dengan rincian skor antara

shows that customers are satisfied, with the details of score,

lain:

among other things, as follows:

1.

Bandara I Gusti Ngurah Rai-Bali skor 2,57 dengan

1.

2.

Bandara Juanda-Surabaya skor 3,27 dengan indeks

2.

Bandara Sultan Hasanuddin-Makassar skor 3,52 dengan

3.

Bandara Sepinggan-Balikpapan indeks “Puas Sekali”.

Sultan Hasanuddin-Makassar Airport: the score of 3.52 with the index of “Very Satisfied”.

indeks “Puas Sekali”. 4.

Juanda-Surabaya Airport: the score of 3.27 with the index of “Very Satisfied”.

“Puas Sekali”. 3.

I Gusti Ngurah Rai Airport Bali: the score of 2.57 with the index of “Fairly Satisfied”.

indeks “Cukup Sekali”.

skor 3,72 dengan

4.

Sepinggan-Balikpapan Airport: the score of 3.72 with the index of “Very Satisfied”.

Grafik Customer Satisfaction Index 2013 Chart of the 2013 Customer Satisfaction Index

337

338


Sumber Daya Manusia HUMAN RESOURCES




Sumber Daya Manusia Perusahaan Human Resources

DATA PERUSAHAAN CORPORATE PROFILE

339

Angkasa Pura Airports telah mengembangkan Sumber Daya Manusia dengan model pendekatan Human Capital Management System (HCMS). Tema peningkatan kualitas Human Capital di 2013 adalah Acceleration yaitu melakukan percepatan peningkatan kompetensi dan kinerja pegawai. Perseroan senantiasa merujuk pada hasil yang dapat diukur melalui KPI dalam membentuk pola manajemen kinerja.

Angkasa Pura Airports has developed a Human Resources with Human Capital Management System (HCMS) approach model. THE THEME IS TO improvE the quality of human capital, STRESSING ON Acceleration TARGETED TO increase the competence and performance of employees. THE Company continues to refer to the results that can be measured through KPI’s in FORMING THE performance management.

340


Human Capital (HC) merupakan bagian integral dari sistem

Human Capital (HC) is an integral part of the system which

yang membentuk organisasi. Perseroan senantiasa berupaya

forms the organization. The Company always makes an effort

untuk meningkatkan keterampilan dan kemampuan HC

of improving the skill and capacity of its Human Capital in

guna mencapai kinerja dan produktivitas yang optimal.

order to achieve the optimum performance and productivity.

Peningkatan ini akan mendorong akselerasi proses

The improvement will encourage the acceleration of the

transformasi Perseroan menuju Airport City.

Company’s transformation process to become an Airport City.

Perseroan memiliki kebijakan perlakuan yang sama bagi

The Company provides equal opportunity for all employees

seluruh

kesempatan

for improving their competency, developing their career,

yang sama bagi seluruh pegawai dalam meningkatkan

pegawai.

Perseroan

membuka

and performing their duties professionally without making

kompetensi, pengembangan karir dan melaksanakan tugas

a differentiation based on ethnicity, religion, race, class,

secara profesional tanpa membedakan suku, agama, ras,

gender, and physical condition, in accordance with the

golongan, gender dan kondisi fisik sesuai dengan potensi,

required potential, capacity, and skill.

kemampuan dan keterampilan yang dipersyaratkan. Survei kepuasan pegawai mencapai skor 3,78 dengan

Based on the employee satisfaction survey, the satisfaction

menggunakan skala Likert. Berdasarkan survei kepuasan

aspect, which consists of employee’s role, appreciation,

pegawai, aspek kepuasan yang diukur

sanction and occupational security, working environment,

meliputi peran

pegawai, penghargaan, sanksi dan keamanan kerja,

performance

lingkungan kerja, penilaian kinerja, pendidikan dan pelatihan,

management, communication and planning, recruitment

manajemen, komunikasi dan perencanaan, rekrutmen dan

and career pattern, income, health security, old age benefit,

pola karir, penghasilan, jaminan kesehatan, THT, pensiun,

pension, employee engagement, vision, mission and

keterikatan tenaga kerja, visi, misi dan nilai-nilai perusahaan.

corporate values reached the score of 3.78 on Likert scale.

Sedangkan berdasarkan hasil survei kepuasan pegawai

Meanwhile, based on the result of employee satisfaction

yang dilaksanakan di seluruh wilayah kerja Perseroan

survey conducted in all of the Company’s working areas

yang bekerjasama dengan pihak ketiga untuk menjaga

in cooperation with a third party in order to maintain

indenpendensi menyatakan bahwa pegawai merasa puas

independency stated that employees were satisfied,

walaupun masih terdapat beberapa faktor yang masih harus

although there were still several factors which need

disempurnakan seperti pola karir. Hasil tersebut menjadi

enhancement, such as career pattern.

assessment,

education

and

training,

ukuran bagi Perseroan dalam mengetahui sejauh mana kenyamanan atas lingkungan kerja yang dirasakan oleh HC. Perseroan senantiasa merujuk pada hasil yang dapat diukur

The result is used as a measurement for the Company

melalui KPI dalam membentuk pola manajemen kinerja.

in identifying to what extent its Human Capital feels

Dalam upaya meningkatkan kapabilitas dan kompetensi

comfortable with the working environment. In establishing

HC, perlu segera dibangun, dibenahi dan dipelihara

its performance management pattern, the Company

sistem database kepegawaian; sistem dan prosedur kerja,

always refers to measurable results through KPIs. In

pola karier yang mendorong motivasi karyawan untuk

the effort of improving Human Capital’s capability and

bekerja; sistem kepangkatan dan remunerasi yang fair dan

competency, the Company needs to immediately develop,

transparan; sistem dan mekanisme pendidikan dan latihan

organize, and maintain employees database system; work

yang menunjang dan memacu kemampuan teknis dan

system and procedure, career pattern which stimulates

manajerial HC sehingga tercipta iklim kerja yang semakin

employees’ motivation to work; fair, transparent grading and

kondusif.

remuneration system; education and training system and mechanism which support and stimulate Human Capital’s technical and managerial skills in order to create a more conducive working climate.






HUMAN CAPITAL ROADMAP

HUMAN CAPITAL ROADMAP

Rencana kerja pengembangan Human Capital adalah

Human Capital development work plan contains the

langkah-langkah yang akan dilaksanakan dalam periode

measures to be implemented in the 2011-2015 period,

tahun 2011-2015 yang dijabarkan pada setiap tahun dan

elaborated for each year in order to achieve the stipulated

untuk mencapai sasaran pada setiap akhir tahunnya. Di

goals at the end of a relevant year. The Human Capital quality

dalam program peningkatan kualitas HC Angkasa Pura

improvement program of Angkasa Pura Airports is prepared

Airports, disusun berdasarkan tema-tema tahunan, sebagai

based on annual themes as follows:

berikut.

Diagram Peningkatan Kualitas Pegawai Angkasa Pura Airports Chart of Angkasa Pura Airports’ Employee Quality Improvement

World class airport company

Sustainable High Performance Human Capital

HC Quality

Transition System Re Establishment Positioning & Re Structuring 2011

Acceleration

2012

High Performance Human Capital

2013

2014

2015

Tema dan rencana peningkatan kualitas Human Capital

The themes and plan for human capital quality improvement

setiap tahunnya dijabarkan sebagai berikut :

for each year are elaborated as follows:

2011 : RE-POSITIONING and RE-STRUCTURING,

2011: REPOSITIONING and RESTRUCTURING

Perseroan

melakukan

restrukturisasi

organisasi

The

Company

has

conducted

organizational

serta mendefinisikan kembali sistem pengelolaan/

restructuring

pembinaan pegawai dan nilai-nilai perusahaan

management/development as well as corporate

selaras dengan arah reposisi dan restrukturisasi bisnis

values in line with the direction of reposition and

perusahaan.

restructuring of the company’s business.

2012 : TRANSITION/SYSTEM ESTABLISHMENT,

and

redefining

of

employee

2012: TRANSITION/SYSTEM ESTABLISHMENT

Perseroan melakukan migrasi dari Merit System ke

The Company has migrated from the merit system

Human Capital Management System yang telah

to human capital management system which was

dirumuskan di tahun 2011.

formulated in 2011.

341

342


2013 : ACCELERATION,

2013 : ACCELERATION

Perseroan melakukan percepatan peningkatan kinerja

The Company performed acceleration in the employee

pegawai sesuai Human Capital Management System.

performance improvement in accordance with the human capital management system.

2014 : HIGH PERFORMANCE HUMAN CAPITAL,

2014 : HIGH PERFORMANCE HUMAN CAPITAL

Terwujudnya pegawai berkinerja tinggi yang memiliki

The actualization of high-performance employees

5 (lima) kompetensi wajib personil Angkasa Pura

with 5 (five) mandatory competencies for Angkasa

Airports sebagai pilar utama pengelola “world class

Pura Airports’ personnel as the main pillar in the

airport company”, yakni :

management of the “world-class airport company”,

1.

Understanding of Airport Business.

namely:

2.

Ability to Manage Change.

1.

Understanding of Airport Business.

3.

Ability to manage Culture.

2.

Ability to Manage Change.

4.

Personnel Credibility.

3.

Ability to Manage Culture.

5.

Delivery of HR Best Practice.

4.

Personnel Credibility.

5.

Delivery of HR Best Practice.

2015 : SUSTAINABLE HIGH PERFORMANCE HUMAN

2015 : SUSTAINABLE HIGH PERFORMANCE HUMAN

CAPITAL,

CAPITAL

Menjaga dan meningkatkan kinerja human capital

Maintaining and improving the effective performance

managemen system yang efektif untuk menghasilkan

of human capital management system in order to

pegawai berkinerja tinggi secara berkelanjutan/terus

continuously produce high performance employees.

menerus. HUMAN CAPITAL MANAGEMENT SYSTEM

HUMAN CAPITAL MANAGEMENT SYSTEM

Eksekusi Model Kelola SDM (Human Capital Management System) Execution of Human Capital Management System

REWARD MANAGEMENTNT

Organization Management

DISTINCT JOB PROFILE cy en t et en mp em Co nag Ma

LEARNING MANAGEMENTNT

ce an t m en or em rf ag e P an M

TALENT MANAGEMENTNT






Human Capital Management System yang dikembangkan

The Human Management System developed by Angkasa

oleh Angkasa Pura Airports meliputi rewards management,

Pura Airports consists of rewards management, talent

talent management, dan learning management.

Ketiga

management, and learning management. The three Human

sistem pengelolaan manajemen HC tersebut dikembangkan

Capital management systems are manifested in organization

selaras dengan organization management, performance

management, performance management, and competency

management, dan competency management.

management.

Manajemen Remunerasi (Reward Management)

Reward Management

Sistem yang berupa perumusan dan pelaksanaan strategi

A system in the form of formulation and implementation of

dan kebijakan yang bertujuan untuk menghargai orang

strategy and policy aimed at appreciating people equitably,

secara adil, merata dan konsisten sehingga mampu

evenly, and consistently so as to motivate employees to

memotivasi pegawai untuk berperilaku produktif.

behave productively.

Manajemen Bakat (Talent Management)

Talent Management

Sistem yang bertujuan untuk mengidentifikasi, memilih,

A system aimed at identifying, selecting, placing, developing,

menempatkan, mengembangkan, dan mempertahankan

and retaining talented employees as the candidates for

karyawan berbakat untuk berkontribusi dan menambahkan

making contribution and adding corporate values in the

nilai-nilai perusahaan dalam rangka memenuhi peran

context of fulfilling the role of human resources as strategic

sumber daya manusia sebagai mitra bisnis strategis.

business partner.

Manajemen Pembelajaran (Learning Management)

Learning Management

Kemampuan

merancang,

The ability to analyze, design, develop, implement, and

mengembangkan, menerapkan dan mengevaluasi strategi

evaluate strategy for developing employees’ competency

untuk

and ensuring their capacity to yield.

untuk

mengembangkan

menganalisis, kompetensi

karyawan

dan

menjamin kemampuan mereka untuk memberikan hasil. Manajemen Organisasi (Organization Management)

Organization Management

Proses perencanaan, pengkoordinasian dan pengontrolan

The process of resources planning, coordination, and control

sumber daya dalam suatu entitas untuk mencapai sasaran

in an entity in order to achieve common goals effectively and

bersama secara efektif dan efisien sesuai dengan misi, visi

efficiently in accordance with its mission, vision, and strategy.

dan strategi. Definisi Analisa Jabatan Proses dalam

dari

serangkaian

mengumpulkan,

Job Analysis Definition kegiatan

yang

sistematis

mengkatagorikan

dan

mendokumentasikan, seluruh informasi yang relevan

The process of a series of systematic activities in collecting, categorizing, and documenting all relevant information on a job within a specific time frame.

tentang jabatan dalam kurun waktu tertentu. Job Description (Distinct Job Profile)

Job Description (Distinct Job Profile)

Dokumen yang menyediakan informasi yang komprehensif

A document which provides comprehensive, relevant

dan relevan tentang jabatan (job) di dalam organisasi,

information on a job within an organization as the result of

sebagai hasil dari proses analisa jabatan.

job analysis process.

343

344


Manajemen Kompetensi (Competency Management)

Competency Management

Merupakan sub sistem penting didalam human capital

An important subsystem in the human capital management

management system yang digunakan oleh organisasi

system used by an organization for mapping and organizing

untuk memetakan, mengorganisir aset perusahaan berupa

company assets in the form of competency (knowledge, skill,

kompetensi (pengetahuan, keterampilan, dan prilaku) yang

and behavior) required and owned by its employees.

dibutuhkan dan dimiliki oleh karyawannya. Manajemen Kinerja (Performance Management)

Performance Management

Merupakan sub sistem penting didalam human capital

An important subsystem in the human capital management

management system yang digunakan oleh organisasi

system used by an organization for planning, stimulating,

untuk merencanakan, mengorganisasikan, mendorong dan

and evaluating the performance of its employees.

mengevaluasi kinerja karyawannya. Untuk mencapai sasaran dan target dalam pengembangan

In order to achieve the goals and targets of Human Capital

Human Capital, manajemen memandang perlu menetapkan

development, the management considers it necessary

beberapa kebijakan yang akan dipergunakan dalam

to stipulate several policies which will be used in the

pelaksanaan pengembangan SDM tahun 2009-2013.

implementation of Human Capital development in 2009-

Kebijakan tersebut meliputi :

2013. The policies consist of:

a.

Rekrutmen dan Seleksi berbasis kompetensi.

b. Pengembangan

Personil

dan

Karir

berdasarkan

a.

kompetensi dan kinerja. c.

Remunerasi terutama berdasarkan pay for performance.

d.

Penilaian kinerja secara terukur dan terkait terkait antara KPI Individu, unit kerja & korporat.

Competency-based recruitment and selection.

b. Personnel

and

Career

development

based

on

competency and performance. c. Remuneration which is mainly based on pay-forperformance. d. Measured

performance

assessment

with

e.

Otomatisasi fungsi-fungsi Administrasi Personil.

interrelationship between individual, work unit, and

f.

Reward berdasarkan kinerja.

corporate KPIs.

g. Pemberhentian pegawai (Pensiun normal, MPP, atas

e.

Automation of Personnel Administration functions.

permintaan/tidak atas permintaan sendiri).

f.

Performance-based reward.

h.

Harmonisasi Hubungan Industrial.

g. Termination of employment (normal retirement, pre-

i.

Revitalisasi Budaya Perusahaan dan Penyempurnaan Organisasi.

j. Penerapan role model kepemimpinan.

retirement period, voluntary/involuntary resignation). h. Harmonization of Industrial Relations. i.

Revitalization of Corporate Culture and Organization Enhancement.

j.

Implementation of role model in leadership.

Struktur Pengelola Human Capital SERTA

MANAGEMENT STRUCTURE OF HUMAN CAPITAL AND

Training and Development

TRAINING AND DEVELOPMENT

Pengelolaan HC Angkasa Pura Airports dijalankan oleh

The Human Capital management at Angkasa Pura Airports

Human Capital Group yang dipimpin oleh Drs. Purwanto,

is executed by Human Capital Group led by Drs. Purwanto,

MM sebagai Human Capital Group Head, tanggung jawab

MM as Human Capital Group Head, in which the main

utama Human Capital Group adalah melakukan kegiatan

responsibility of Human Capital Group is implementing

pengelolaan sumber daya manusia di PT Angkasa Pura I

human resources management activities at PT Angkasa

(Persero). Sedangkan Pengelolaan kegiatan Training dikelola

Pura I (Persero). Meanwhile, training activities are managed

oleh Training and Development Group yang dipimpin oleh

by Training and Development Group led by Cecep Marga

Cecep Marga Sonjaya, S.S.iT, SE, MM, tanggung jawab utama

Sonjaya, S.S.iT, SE, MM, in which the main responsibility of

Training and Development Group adalah melakukan kegiatan

Training and Development Group is implementing Training-

terkait Training di lingkungan Angkasa Pura Airports.

related activities in the environment of Angkasa Pura Airports.





345


Human Capital and General Affair Drs. Daan Achmad, MM

Human Capital Group

Training and Development Group

Purwanto, Drs., M.M.

Cecep M.S S.SiT, SE, MM

Organization Development and Change Management Department

Compensation and Industrial Relation Department

Imron Qodari, S.E., M.M.

Alip Nugroho

Career and Talent Management Department I Ketut Putra Gusnantha

Training Module Development Department Head

Training Management Department Head

Sri Siswati

Barata Singgih Riwahono

TRAINING FACILITIES DEPARTMENT HEAD I B Kt Juliadnyana

Human Capital Group terdiri dari:

Human Capital Group consists of:

1.

1. Organization Development and Change Management

Organization Development and Change Management Departement

Department

Memastikan tercapainya efektivitas organisasi dan

Ensuring the achievement of effectiveness of the

terciptanya budaya

organization and establishment of a solid Corporate

pengelolaan

Perusahaan yang solid melalui

kegiatan

organization development,

culture through the management of effective activities

performance management dan change management

in the fields of organization development, performance

yang efektif guna mendukung tercapainya kepuasan

management, and change management in order to

pegawai atas pelayanan human capital berdasarkan

support the achievement of employee satisfaction of

Rencana Kerja dan Anggaran Perusahaan (RKAP).

human capital service based on the Company Work Plan and Budget.

2.

Compensation and Industrial Relation Departement

2.

Compensation and Industrial Relation Department

Memastikan tercapainya indeks kepuasan pegawai

Ensuring the achievement of employee satisfaction

terhadap aspek compensation dan hubungan industrial

index in terms of the compensation and industrial

melalui pengelolaan kegiatan compensation and

relations aspects through the management of effective activities in the fields of compensation and benefit,

346


3.

benefit, industrial relation, corporate doctor, paramedic

industrial relations, corporate doctor, paramedic as

dan Panitia Pembinaan dan Pemeriksaan Pelanggaran

well as the Committee for Coaching and Investigation

Disiplin Pegawai (P4DP) yang efektif guna mendukung

of Breaches of Discipline by Employees (P4DP) in order

tercapainya kepuasan pegawai atas pelayanan Human

to support the achievement of employee satisfaction

Capital berdasarkan Rencana Kerja dan Anggaran

of human capital service based on the Company Work

Perusahaan (RKAP).

Plan and Budget.

Career and Talent Management Departement

3.

Career and Talent Management Department

Memastikan terimplementasinya kebijakan career and

Ensuring the implementation of career and talent

talent management melalui pengelolaan kegiatan

management activities through the management

career and talent management, recruitment, individual

of effective activities in the field so career and talent

assesment dan Human Capital Information System

management, recruitment, individual assessment,

(HCIS) administration yang efektif guna mendukung

and Human Capital Information System (HCIS)

tercapainya kepuasan pegawai atas pelayanan human

administration in order to support the achievement of

capital berdasarkan Rencana Kerja dan Anggaran

employee satisfaction of human capital service based

Perusahaan (RKAP).

on the Company Work Plan and Budget.

Training and Development Group Head


Memastikan tersedianya kebijakan dan strategi training and

Ensuring the availability of training and development policy

development melalui pengelolaan kegiatan training module

and strategy through activities in the fields of training

development, training management dan training facilities

module development, training management, and training

guna mendukung tercapainya Customer Satisfaction Index

facilities in order to support the achievement of Customer

(CSI), peningkatan pendapatan, dan kepedulian terhadap

Satisfaction Index (CSI), revenue increase, and environmental

lingkungan berdasarkan Rencana Kerja dan Anggaran

concern based on the Company Work Plan and Budget.

Perusahaan (RKAP).

LINGKUP HUMAN CAPITAL MANAGEMENT

SCOPE OF HUMAN CAPITAL MANAGEMENT

Training and Development Group Head terdiri

Training and Development Group Head terdiri

1.

Training Module Development Department

1.

Training Module Development Department

2.

Training Management Department

2.

Training Management Department

3.

Training Facilities Department

3.

Training Facilities Department

ORGANIZATION DEVELOPMENT AND CHANGE

ORGANIZATION DEVELOPMENT AND CHANGE

MANAGEMENT

MANAGEMENT

Perusahaan sanantiasa menyesuaikan dengan dinamika dan

Sanantiasa company adapts to the dynamics and business

perkembangan bisnis. Dari sisi organisasi, dinamika bisnis ini

development. In terms of organization, the dynamics of

dilakukan penyelarasan-penyelarasan struktur dan Distinct

the business carried alignment-alignment structures and

Job Profile (DJP). Implementasi perubahan-perubahan

the Distinct Job Profile (DGT). Implementation of structural

struktur akibat adanya penyelarasan dilaksanakan dengan

changes due to be implemented with due regard to

memperhatikan kaidah-kaidah perubahan yang terukur dan

the alignment of the rules changes are measurable and

terkendali.

controllable.

SISTEM MANAJEMEN KINERJA PEGAWAI

EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM

Perusahaan menerapkan Sistem Manajemen Kinerja atau

The Company implements the Performance Management

Performance Management System

(PMS)

berdasarkan

System (PMS) pursuant to Decision of the Board of






Keputusan Direksi No. KEP 70/OM. 02.05/2013 tanggal 1 Juli

Directors No. KEP 70/OM.02.05/2013 dated July 1, 2013.

2013. Sistem Manajemen Kinerja adalah sistem pengelolaan

The Performance Management System is a system for

kinerja individu dalam jangka waktu tertentu sebagai upaya

managing individual performance within a specific period in

memastikan agar unit kerja dan individu dapat bekerjasama

the effort of ensuring that work unit and the individual can

secara optimum dalam pencapaian target perusahaan

cooperate optimally in the achievement of company’s target

melalui perencanaan, pengorganisasian dan evaluasi kinerja

through employee performance planning, organization, and

pegawai.

evaluation.

Siklus Sistem Manajemen Kinerja dilaksanakan setiap 6

The Performance Management System cycle is conducted

(enam) bulan sekali atau semesteran. Dalam setiap siklus

on a half-yearly basis or once every 6 (six) months. There are

terdapat 3 (tiga) tahap kegiatan, yaitu :

3 (three) phases of activities in each cycle, namely:

a.

a.

Perencanaan kinerja (planning);

Performance planning:

Adalah tahapan untuk membuat kesepakatan antara

The phase in which agreement is made between

pejabat penilai dengan pegawai yang dinilai dalam

the assessing officer and the assessed employee in

menetapkan sasaran kinerja individu yang diharuskan

stipulating individual performance targets which

merupakan

dari

must be an elaboration/a cascading of the Company’s

rencana kinerja perusahaan, rencana kinerja unit kerja

performance plan, work unit’s performance plan

(achievement goal) dan rencana pengembangan diri

(goal achievement) and the employee’s personal

pegawai.

development plan. The Company has stipulated its

Perusahaan telah menetapkan strategi jangka panjang

long-term strategy in the Company Long-Term Plan, and

ke dalam Rencana Jangka Panjang Perusahaan

its implementation is elaborated in the company’s work

(RJPP), kemudian pelaksanaannya dijabarkan dalam

programs (the Company Work Plan and Budget), which

program-program kerja perusahaan (RKAP) serta

are subsequently implemented in the Management

diimplementasikan dalam

Contract for each directorate.

penjabaran/turunan

(cascading)

Kontrak Manajemen di

setiap direktorat. b. Monitoring (tracking &coaching);

b. Monitoring (tracking &coaching):

Adalah proses pemantauan dan pencatatan atas

The process of monitoring and recording of the

perkembangan pencapaian kinerja dari komponen

development in performance achievement of the

Achievement Goal dan Learning Goal yang berlangsung

components of Achievement Goal and Learning

secara terus menerus selama satu siklus sehingga

Goal which is conducted on an ongoing basis for one

terpantau dan menjamin tersedianya dokumen

cycle, in order to monitor and ensure the availability of

pendukung pencapaian kinerja. Hal ini berguna bagi

performance achievement supporting documents. This

bagi atasan dalam melakukan pembinaan kepada

is useful for superiors in performing coaching to their

bawahannya untuk mencapai sasaran kinerja baik unit

subordinates in order to achieve the performance goals,

kerja maupun individu yang telah disepakati pada

at the work unit level as well as individual level, which

tahap perencanaan.

have been stipulated in the planning phase.

c. Evaluasi (evaluation);

c. Evaluation

Adalah tahapan penilaian individu dalam 1 (satu) siklus

The phase for assessing individual performance in 1

dengan cara membandingkan pencapaian sasaran

(one) cycle by comparing the achievement of individual

kinerja individu dengan rencana kinerja individu yang

performance goals to the individual performance plan

telah disepakati pada saat perencanaan dalam satu

agreed upon during the planning in one cycle.

siklus.

347

348


Tahapan Siklus Sistem Manajemen Kinerja Phases of Performance Management System’s Cycle

Monitoring (Tracking and Coaching)

Perencanaan Kinerja (Planing)

Evaluasi (Evaluation)

Komponen dan bobot dalam sistem manajemen kinerja

The components and weight in the employee performance

pegawai adalah sebagai berikut :

management system are as follows: KOMPONEN

Goal (target)

Perilaku (Behaviour)

BOBOT

a. Achievement Goal (Target Pencapaian Hasil Kerja)

50%

b. Learning Goal (Kompetensi Teknis)

20%

a. Corporate Value Commitment (Nilai-nilai perusahaan)

10%

b. Behavioral Competency (Kompetensi Non Teknis)

15%

Achievement Goal adalah target pencapaian hasil kerja yang

Achievement Goal is the work result achievement target

merupakan penjabaran dari Key Performance Indicator (KPI)

which is an elaboration of corporate and work unit’s

korporat dan unit kerja yang memuat perencanaan kinerja

Key Performance Indicators (KPIs) which contains the

yang akan diukur dan kriteria rating yang akan digunakan

performance planning to be measured and the rating

untuk melakukan penilaian kinerja. Sistem penilaian untuk

criteria to be used in conducting performance assessment.

komponen Achievement Goal adalah single rater yaitu

The assessment system used for the Achievement Goal

penilaian berasal dari atasan langsung.

component is the single rater assessment system, in which assessment is made by direct superior.

Learning Goal adalah target pencapaian pengembangan

Learning Goal is the target for achievement in employee’s

kompetensi teknis pegawai. Sistem penilaian untuk

technical competency development. The assessment system

komponen Learning Goal adalah single rater yaitu penilaian

used for the Learning Goal component is the single rater

berasal dari atasan langsung dengan memperhatikan hasil

assessment system, in which assessment is made by direct

asessmen terakhir.

superior by considering the last assessment’s result.

Behavioral Goal adalah target pencapaian pengembangan

Behavioral Goal is the target for achievement in employee’s

kompetensi perilaku pegawai. Pencapaian target learning

behavioral competency development. The achievement

goal dan behavioral goal diukur dari usaha perbaikan yang

of learning goal and behavioral goal targets are measured

dilakukan oleh pegawai yang dinilai. Sumber kebutuhan

from the efforts of improvement made by the assessed

pengembangan kompetensi teknis dan perilaku dapat

employee. One possible source of technical and behavioral






berasal dari hasil asesmen kompetensi yaitu dari gap atau

competency development requirement is the competency

selisih antara level kompetensi teknis yang dipersyaratkan

assessment result, namely the gap or difference between the

dalam model kompetensi suatu pemangku jabatan dengan

level of technical competency required in the competency

level kompetensi teknis yang dimiliki oleh pegawai yang

model of a job holder and the level of technical competency

dinilai, atau bersumber dari laporan permasalahan unit kerja,

owned by the assessed employee, or it may be sources from

visi, misi, nilai-nilai dan strategi perusahaan, implementasi

the report on work unit issues, vision, mission, corporate

sistem, job description, penilaian kinerja, dan catatan

values and strategy, system implementation, job description,

karyawan.

performance assessment, and employee record.

Corporate Value Commitment adalah tingkat komitmen

Corporate Value Commitment is the level of employee’s

pegawai dalam menjalankan perilaku yang sesuai dengan

commitment in implementing behavior which is consistent

nilai-nilai perusahaan yaitu Sinergi, Adaptif, Terpercaya dan

with the corporate values, namely Synergy, Adaptive,

Unggul (SATU). Sistem penilaian untuk komponen behavioral

Trusted, and Superior (SATU). The assessment system for the

competency dan corporate value commitment adalah multi

behavioral competency and corporate value commitment

rater yaitu penilaian tidak hanya berasal dari atasan langsung

components is the multi rater assessment system, in which

melainkan dari unsur lainnya yaitu diri sendiri, rekan sekerja,

assessment does not only come from direct superior but

dan bawahan disesuaikan dengan kelompok jabatan

also from other elements, namely the employee himself/

masing-masing pegawai.

herself, co-workers, and subordinates, in accordance with the position group of each employee.

COMPENSATION AND INDUSTRIAL RELATION

COMPENSATION AND INDUSTRIAL RELATIONS

REMUNERASI

REMUNERATION

Pura Airports memberikan paket remunerasi yang kompetitif

Angkasa Pura Airports provides a competitive remuneration

sesuai dengan peraturan yang berlaku, tujuan dari Angkasa

package in accordance with the applicable regulation,

pemberian remunerasi adalah untuk mempertahankan

in which the objective of provision of remuneration is to

keberadaan pegawai dalam jangka panjang dan tercapainya

maintain an employee’s existence in the long run and to

tujuan Perseroan.

achieve the Company’s objective.

Remunerasi Pegawai Angkasa Pura Airports secara garis

In an outline, the remuneration of Angkasa Pura Airports’

besar terbagi menjadi 2, yaitu:

employees is divided into 2, namely:

I.

I.

Kesejahteraan Pegawai di masa aktif: JENIS KESEJAHTERAAN

Employee’s Welfare during the active service period:

KETERANGAN

DESCRIPTION

Type of Welfare

A. Penghasilan

Terdiri dari;

Bulanan

1.

Gaji Pokok;

1.

Basic Salary;

2.

Tunjangan Istri/Suami;

2.

Spouse Allowance;

3.

Tunjangan Anak;

3.

Children Allowance;

4.

Tunjangan Perusahaan;

4.

Company Allowance;

5.

Tunjangan Pangan;

5.

Food Allowance;

6.

Insentif Prestasi;

6.

Performance Incentive;

7.

Tunjangan Kemahalan;

7.

Cost of Living Allowance;

8.

Tunjangan Transport;

8.

Transportation Allowance;

9.

Tunjangan Jabatan;

9.

Functional Allowance;

A. Monthly Income

10. Tunjangan Mobilitas.

Consisting of:

10. Mobility Allowance.

349

350


JENIS KESEJAHTERAAN

KETERANGAN

DESCRIPTION

Type of Welfare

B. Penghasilan

Terdiri dari;

Tahunan

1.

Bantuan sewa rumah;

1.

Rental assistance;

2.

Tunjangan cuti tahunan;

2.

Annual leave allowance;

3.

Tunjangan pendidikan anak sekolah;

3.

Children’s education allowance;

4.

Tunjangan hari raya;

4.

Religious holiday allowance;

5.

Bonus;

5. Bonus;

6.

Seragam dinas.

6.

B. Annual Income

Consisting of:

Service uniform.

C. Pemeliharaan

Terdiri dari;

Kesehatan

1.

Rawat Jalan;

1. Outpatient;

Health Care

2.

Rawat Inap;

2. Inpatient;

Pelayanan Khusus, meliputi:

3.

C.

3.

D. Penghasilan sesuai kondisi

Consisting of:

Alat bantu baca;

• Reading aid;

•

Pengobatan dan perawatan gigi;

• Dental treatment and care;

•

Alat bantu dengar;

• Hearing aid;

•

Prothesa anggota gerak;

• Limb prosthesis;

•

Prothesa mata

• Ocular prosthesis.

Terdiri dari: 1.

Special services, consisting of:

•

Tunjangan perumahan, diberikan kepada

Consisting of: 1.

Housing allowance, provided to employees

dan waktu

pegawai yang berhenti karena pensiun dan

whose employment have been terminated

tertentu

Pegawai yang telah bekerja secara terus

due to retirement and employees who have

D. Income based

menerus di Perusahaan selama 20 tahun;

worked at the Company uninterruptedly for 20

on certain

2.

Penghargaan Pengabdian;

years;

conditions and

3.

Bantuan uang makan, diberikan untuk

2.

Service Award;

setiap hari yang dibayarkan menurut daftar

3.

Meal allowance, provided for each day paid based

periods

hadir Pegawai; 4.

Bantuan untuk menunaikan ibadah

on Employee’s attendance list; 4.

keagamaan, diberikan kepada Pegawai

Employees with the service period of at least

yang telah bekerja minimal 10 tahun yang

10 years at the Company who fulfill the terms

memenuhi syarat dan ketentuan yang ditetapkan Perseroan; 5.

Religious service assistance, provided to

and conditions stipulated by the Company; 5.

Acting officer allowance, provided to an

Tunjangan pelaksana tugas sementara,

Employee who is appointed as Acting Officer

diberikan untuk Pegawai yang ditunjuk

in a structural or functional position for at least

sebagai Pelaksana Tugas Sementara (PTS)

10 (ten) working days uninterruptedly;

dalam jabatan struktural atau fungsional sekurang-kurangnya 10 (sepuluh) hari kerja secara terus menerus; 6.

Tunjangan PPH. 21, diberikan sesuai dengan ketentuan perpajakan yang berlaku;

6.

Article 21 Income Tax Allowance, provided in accordance with the applicable tax provisions;



JENIS KESEJAHTERAAN



KETERANGAN


DESCRIPTION

Type of Welfare

7.

Sumbangan kelahiran, diberikan bagi

7.

Contribution for childbirth, provided for the

persalinan ke-1 dan ke-2 sebesar 50% dari

first and second childbirths in the amount of

paket gaji;

50% of salary package;

8.

Sumbangan kematian dan bencana alam;

8.

Contribution for death and natural disaster victims;

9.

Bantuan kepada pegawai yang mengalami

9.

Contribution for bereavement, provided to

musibah, diberikan untuk Pegawai yang

an Employee who is bereaved because his/

mengalami musibah karena istri/suami,

her spouse, parent, parent-in-law, or child has

orang tua, mertua, anak atau Pegawai yang

passed away or if the Employee concerned has

bersangkutan meninggal dunia;

passed away;

10. Insentif kehadiran di Hari Raya, diberikan

10. Incentive for attendance on a Religious

kepada Pegawai yang bekerja pada saat

Holiday, provided to an Employee who comes

hari raya keagamaan pegawai yang

to work on a religious holiday of the employee

bersangkutan;

concerned;

11. Insentif pendidikan dan pelatihan;

11. Education and training incentive;

12. Tunjangan telepon genggam, diberikan

12. Mobile phone allowance, provided to

kepada pejabat structural sebagai uang

structural officers as reimbursement of

pengganti pesawat telepon genggam yang

a mobile phone, the amount of which is

besarannya diatur berdasarkan jabatan; 13. Tunjangan Pulsa telepon genggam,

regulated based on the employee’s position; 13. Mobile phone credit allowance, provided

diberikan kepada Pejabat Struktural yang

to Structural Officers, the amount of which

besarannya diatur berdasarkan jabatan.

is regulated based on the position. Besides

Selain kepada Pejabat Struktural, Tunjangan

Structural Officers, the Mobile Phone Credit

Pulsa Telepon Genggam juga diberikan

Allowance is also used to the Company’s

kepada Protokoler Perseroan; 14. Tunjangan Pulsa Rumah, diberikan kepada

Protocol; 14. Fixed Phone Credit Allowance, provided

Pejabat Struktural sebagai uang pengganti

to Structural Officers as reimbursement for

pulsa telepon rumah yang besarannya

fixed phone credit, the amount of which is

diatur berdasarkan jabatan; 15. Tunjangan Lisensi dan Rating, diberikan

regulated based on an employee’s position; 15. License and Rating Allowance, provided to

kepada Pegawai Operasional yang memiliki

Operational Staffs with valid license and an

lisensi yang masih berlaku dan masa aktif

active service period in accordance with the

bekerja sesuai dengan lisensi yang dimiliki; 16. Premi Lembur Pegawai, diberikan kepada

license owned; 16. Employee’s Overtime Premium, provided to

Pegawai yang melaksanakan lembur yang

Employees who work overtime, the amount of

besarannya diatur berdasarkan kelas perjam

which is regulated based on class of profession and calculated by hours.

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352


II.

Kesejahteraan Pegawai di masa pensiun: JENIS KESEJAHTERAAN

KETERANGAN

Type of Welfare

A. Manfaat Pensiun

II. Employee’s Welfare in the retirement period:

1.

A. Pension Benefit

Bagi Pegawai yang masuk sebelum 1

DESCRIPTION 1. For

Employees

who

joined

the

Januari 2011, Perseroan memberikan

Company prior to January 1, 2011, the

manfaat pensiun melalui DAPENRA

Company provides pension benefit

(Dana Pensiun Angkasa Pura I)

through DAPENRA (Angkasa Pura I

dengan Program yang bernama

Pension Fund) with the Program called

Program Pensiun Manfaat Pasti

Defined Benefit Pension Program;

(PPMP); 2.

B.

Bagi Pegawai yang masuk setelah 1

2. For

Employees

who

joined

the

Januari 2011, Perseroan memberikan

Company after January 1, 2011, the

manfaat pensiun melalui DPLK (Dana

Company provides pension benefit

Pensiun Lembaga Keuangan) BNI

through

dengan program yang bernama

Pension Fund with the program called

Program Pensiun Iuran Pasti.

Defined Contribution Pension Fund.

BNI’s

Financial

Institution

Manfaat Tunjangan

Diberikan oleh Perusahaan saat

Provided by the Company when an

Hari Tua

Pegawai memasuki usia pensiun yang

Employee reaches the retirement age,

pengelolaannya dilaksanakan oleh

the management of which is conducted

YAKKAP I (Yayasan Kesejahteraan

by YAKKAP I (Angkasa Pura I Employee

Karyawan Angkasa Pura I) sesuai Masa

Welfare Foundation) in accordance with the

Kerja Pegawai, Gaji Pokok, dan Jumlah

Employee’s Service Period, Basic Salary, and

Keluarga sebagaimana yang tercantum

Number of Family Members as stated in the

pada SK Pensiun.

Retirement Decree.

Diberikan kepada Pensiunan beserta

Provided to Retirees and their family

keluarga yang tercantum pada SK dan

members as stated in the Decree and

B. Old Age Allowance Benefit

C. Pemeliharaan Kesehatan Pensiunan C. Retiree’s Health Care

D. Manfaat Jaminan Hari Tua D. Old Age Security Benefit

dikelola oleh YAKKAP I, berupa biaya rawat managed by YAKKAP I, in the form of inap per orang per tahun sesuai dengan

inpatient expenses per person per year as

ketentuan perusahaan

per the Company’s provisions.

Dikelola oleh PT Jamsostek, yang berupa:

Managed by PT Jamsostek, in the form of:

1.

Jaminan Hari Tua (JHT),

1.

Old Age Security

2.

Jaminan Kematian

2.

Death Security

3.

Jaminan Kecelakaan Kerja (JKK)

3.

Work-Related Accident Security.






REKRUTMEN HUMAN CAPITAL

HUMAN CAPITAL RECRUITMENT

Dalam rangka memenuhi standar formasi jabatan seiring

In order to fulfill the standard of formation of positions in line

dengan pertumbuhan Perseroan, pada 2013 Angkasa Pura

with the Company’s growth, in 2013, Angkasa Pura Airports

Airports telah melaksanakan proses rekrutmen dan seleksi

has implemented the recruitment and selection process

guna mengisi formasi pegawai. Proses rekrutmen pegawai

for fulfilling the formation of employees. The implemented

yang dilakukan terdiri dari tahapan-tahapan sebagai berikut.

employee recruitment process consists of the following

1.

Pengumuman melalui web dan papan pengumuman

phases:

di kantor cabang

1. Announcement on the website and announcement

2.

Seleksi Administrasi

3.

Tes Kemampuan Umum

2.

Administrative Selection

4.

Psikotest (Paper and Pencil Test)

3.

General Aptitude Test

5.

Wawancara Psikolog

4.

Psychological Test (Paper-Based Test)

6.

Wawancara oleh Manajemen

5.

Interview by a Psychologist

7.

Tes Kesehatan yang meliputi cek laboratorium dan cek

6.

Interview by the Management Team

fisik

7. Health examination which consists of laboratory test

8.

board at branch offices

Pengumuman Hasil Akhir

and physical examination 8.

SKEMA REKRUTMEN PEGAWAI

1

7

EMPLOYEE RECRUITMENT SCHEME

2

PENGUMUMAN

WAWANCARA OLEH MANAGEMENT

Final Result Announcement

6

SELEKSI ADMINISTRASI

WAWANCARA (PSIKOLOGI)

TES KESEHATAN 1. CEK LABORATORIUM 2. CEK FISIK

5

8

3

TES KEMAMPUAN UMUM

PSIKOTEST (PAPER & PENCIL TEST)

HASIL AKHIR

4

353

354


TALENT MANAGEMENT

TALENT MANAGEMENT

PENGEMBANGAN KARIR

CAREER DEVELOPMENT

Seperti dalam pelaksanaan rekrutmen, seluruh HC Perseroan

As in the implementation of recruitment process, all of the

berkesempatan untuk memperoleh jabatan dan karir

Company’s Human Capital has the opportunity to achieve

tertinggi berdasarkan kompetensi dan skill yang dimiliki.

the highest position and career based on the competency

Setiap pegawai memiliki kesempatan yang setara dalam

and skill they own. Each employee has equal opportunity in

mengembangkan karir hingga jabatan tertinggi berdasarkan

developing his/her career up to the highest position based

kemampuannya. Perusahaan mengatur persamaan hak

on his/her capacity. The Company regulates the equality of

pegawai, antara lain dalam hal sistem remunerasi, hak

employees’ rights, among others, in terms of remuneration

pelatihan dan pengembangan karir. Pengembangan

system, training entitlement, and career development.

karir yang dilakukan Perseroan berbasis kompetensi dan

Career development implemented by the Company is

diterapkan dengan melaksanakan asesmen kompetensi

based on competency and implemented by conducting

pegawai.

assessment on employee’s competency.

Perseroan juga telah melakukan pengembangan karir dan

The Company has also implemented career development

kebutuhan operasional Perseroan dengan merealisasikan

and operational requirement through the realization of

Program Penataan dan Optimalisasi HC berdasarkan

Human Capital Structure and Optimalization Program based

Perhitungan Analisa Beban Kerja untuk menentukan formasi

on Workload Analysis in order to determine HC formation.

HC.

LINGKUP TRAINING AND DEVELOPMENT MANAGEMENT

SCOPE TRAINING AND DEVELOPMENT MANAGEMENT

CENTER FOR EXCELLENCE

CENTER FOR EXCELLENCE

Perseroan berpendapat bahwa program pendidikan dan

The Company is of the opinion that education and training

pelatihan memegang peran penting untuk mengembangkan

program plays an important role for developing the potential

potensi setiap pegawai agar menjadi individu yang kreatif

of each employee in order to become a creative, dynamic

dan dinamis serta memiliki rasa tanggung jawab terhadap

individual who has a sense of responsibility for his/her duties.

tugas-tugasnya. Melalui program pendidikan dan pelatihan,

Through education and training program, each employee

setiap pegawai juga akan memupuk rasa kebersamaan

will also develop the sense of belonging and establish solid,

dan membentuk kerja sama tim yang solid dan saling

mutually beneficial teamwork among employees.

menguntungkan diantara pegawai. Di sisi lain, SDM merupakan aset penting yang harus

On the other hand, Human Resources are important assets

dikembangkan dan ditingkatkan nilainya melalui pendidikan

which must be developed and their value must be increased

dan pelatihan. Dengan demikian, karena sifatnya yang dapat

through education and training. Therefore, due to its

dilipatgandakan, SDM dapat menjadi Human Capital yang

duplicable nature, Human Resources can become Human

menganggap bahwa manusia adalah suatu bentuk capital

Capital, in which human beings are considered a form of

atau barang modal seperti tanah, gedung, mesin, dan

capital good like land, building, machinery, etc. Human

sebagainya. Human Capital juga dapat didefinisikan sebagai

capital can also be defined as the total sum of knowledge,

jumlah total dari pengetahuan, skill dan kecerdasan yang

skill, and intelligence found in the business environment.

ada di lingkungan bisnis.






Pengelolaan SDM melalui pendidikan dan pelatihan

Human Resources management through education and

senantiasa bertujuan untuk membentuk SDM berkualitas

training is always aimed at creating Human Resources

berkelas dunia dalam industri kebandarudaraan. SDM

with world-class quality in airport industry. High-quality

yang berkualitas akan memberikan pelayanan terbaik yang

Human Resources will provide the best service at the

berstandar internasional sebagai wujud atas visi Perseroan

international standard as a manifestation of the Company’s

untuk menjadi salah satu dari sepuluh perusahaan pengelola

vision of becoming one of the top ten airport management

bandar udara terbaik di Asia.

companies in Asia.

Perseroan memandang bahwa SDM memiliki peran

From the Company’s point of view, Human Resources play

penting sebagai penggerak roda bisnis Perseroan secara

an important role as the sustainable driver of the Company’s

berkelanjutan. Untuk itu, upaya inovatif yang dilakukan

business activities. For that purpose, the Company made an

adalah dengan mendirikan Center for Excellence (CfE)

innovative effort by establishing the Center for Excellence

yang diresmikan pada tahun 2011 sebagai wadah untuk

(CfE), which was inaugurated in 2011, as a forum for creating

membentuk SDM berkualitas dari sisi pengetahuan,

high-quality Human Resources in terms of knowledge,

wawasan, serta keterampilan di lingkungan Perseroan.

insight, and skill in the Company’s environment.

CfE merupakan dampak positif dari tingkat persaingan

CfE is a positive impact of the tightening competition in the

industri penerbangan yang semakin meningkat, sehingga

aviation industry, so that it is necessary to have innovative

diperlukan upaya-upaya inovatif yang senantiasa bertujuan

efforts with the objective of becoming a sustainable,

untuk menjadi perusahaan yang berkesinambungan dan

competitive company. CfE is developed to respond to future

kompetitif. CfE dikembangkan untuk menjawab tantangan

challenges in the airport industry. CfE will serve as training

dunia kebandarudaraan masa depan. CfE akan menjadi

center for airport Human Resources through the application

pusat pelatihan SDM kebandarudaraan dengan penerapan

of international training standards.

standar pelatihan internasional. Pengembangan

yang

dilakukan

Perseroan

terhadap

The development implemented by the Company through

lembaga pelatihan dan pengembangan CfE mengacu pada

CfE as an education and training institution refers to the

konsep yang dimiliki oleh salah satu bandara terbaik di dunia

concept used by one of the world’s best airports, namely

yaitu Incheon International Airport Corporation (IIAC), Korea

Incheon International Airport Corporation (IIAC), South

Selatan. Incheon memiliki salah satu kampus pelatihan

Korea. Incheon has one of the best and most prominent

SDM bidang kebandarudaraan terbaik dan terdepan di

Human Resources training campuses in the world in the

dunia, Incheon Airports Human Resources Academy. Selain

field of airport, namely Incheon Airports Human Resources

itu, CfE juga bekerja sama dengan Dunamis yang memiliki

Academy. In addition, CfE also cooperates with Dunamis,

lisensi Franklin Covey dan lembaga pelatihan lain yang

which holds a license from Franklin Covey and other

bertaraf internasional. Pada 2013 Center for Excellence

international training institutions. In 2013, the Center for

Angkasa Pura Airports telah mendapatkan akreditasi dari

Excellence of Angkasa Pura Airports has been accredited

Direktorat Jenderal Perhubungan Udara untuk dapat

by the Directorate General of Air Transportation in order

menyelenggarakan sendiri diklat Aviation Security (Basic,

to organize its own education and training in the field of

Junior, Senior), PKP-PK (Basic, Junior, Senior), dan Salvage.

Aviation Security (Basic, Junior, Senior), Flight Accident Rescue and Fire Fighting (Basic, Junior, Senior), and Salvage.

Secara berkesinambungan CfE baik itu selaku penyelenggara

On an ongoing basis, CfE, either as sole organizer or in

maupun

lain

cooperation with other institutions, organizes various

menyelenggarakan berbagai pendidikan dan pelatihan

education and training programs which consist of mandatory

yang meliputi program mandatory (antara lain aviation

programs (among other things, aviation security, rescue and

security, rescue and fire fighting, salvage, technical competency

fire fighting, salvage, technical competency certification,

menjalin

kerjasama

dengan

lembaga

355

356


certification, dll), kepemimpinan (leardership), teknis bidang

etc.), leadership, technical aspects (among other things,

(antara lain finance, legal, risk management, auditor, human

finance, legal, risk management, auditor, human capital, etc.),

capital, dll), dan pelatihan pra purnabakti pegawai.

and post-employment trainings for employees.

KOMPETENSI HUMAN CAPITAL

HUMAN CAPITAL COMPETENCY

Perseroan berkomitmen untuk mengembangkan dan mendidik pegawai secara berkesinambungan sebagai

The Company is committed to continuously develop and

salah satu kunci menjaga kualitas kinerja. Perseroan telah

educate its employees as one of the keys for maintaining

melakukan pengembangan SDM yang lebih terstruktur

performance quality. The Company has implemented more

dengan memetakan kondisi dan kebutuhan SDM sampai

structured Human Capital development by mapping Human

dengan lima tahun ke depan serta memperkuat program

Capital condition and requirement for the next five years as

pelatihan dan pengembangan pegawai termasuk dalam

well as strengthening employee training and development

program pengembangan SDM.

programs, including Human Capital development program.

Perseroan membuka kesempatan yang sama bagi seluruh

The Company provides equal opportunity for all Human

SDM dalam meningkatkan kompetensi, pengembangan

Capital in competency improvement, career development,

karir dan melaksanakan tugas secara profesional tanpa

and in performing their duties professionally without

membedakan suku, agama, ras, golongan, gender dan

making a differentiation based on ethnicity, religion, race,

kondisi fisik sesuai dengan potensi, kemampuan dan

class, gender, and physical condition, in accordance with the

keterampilan yang dipersyaratkan. Dengan demikian, prinsip

required potential, capacity, and skill. Therefore, the principle

kewajaran dalammanajemen senantiasa dijunjung tinggi.

of fairness in the management is always held up high.

Seluruh SDM dalam bidang operasional dan bidang teknis

All Human Capital in the operational and technical fields

wajib memiliki Sertifikat Kecakapan Personil (SKP)/Lisensi

are required to have Personnel Aptitude Certificate/License

dan Rating. Perseroan secara berkala melakukan program re-

and Rating. The Company regularly performs the recurrent

current (uji performance check) bagi yang telah memiliki SKP

program (performance check) for those who already have

guna memastikan keaslian SKP.

a Personnel Aptitude Certificate in order to ensure the authenticity of the Personnel Aptitude Certificate.

Perseroan senantiasa memastikan bahwa seluruh SDM

The Company always ensures that all Human Capital carrying

yang bertugas dalam pelayanan jasa kebandarudaraan

out the duty in providing airport and air navigation services

dan navigasi penerbangan di lingkungan Perseroan telah

within the Company’s environment have the competency

mempunyai kompetensi di bidangnya. Oleh karena itu,

in their respective field. Therefore, all Human Capital must

setiap SDM yang wajib memegang SKP yang secara berkala

hold a Personnel Aptitude Certificate, which has a periodic

memprogramkan recurrent (uji performance check) bagi

recurrent program (performance check) for those who

yang telah memiliki SKP dan Diklat Teknis dalam rangka

already have a Personnel Aptitude Certificate and Technical

penerbitan SKP/lisensi dan rating baru bagi yang belum

Education and Training in the context of issuance of a new

memiliki lisensi.

Personnel Aptitude Certificate/license and rating for those who have no license.

PENGEMBANGAN DAN PELATIHAN SDM Perseroan

senantiasa

mengedepankan

HUMAN CAPITAL TRAINING AND DEVELOPMENT kebutuhan

The Company always puts a priority on Human Capital

pengembangan SDM sebagai salah satu landasan utama

development requirement as one of the main bases for

untuk mencapai kesuksesan. Perseroan memiliki komitmen

achieving success. The Company is highly committed in

tinggi dalam melakukan pengembangan kompetensi SDM

developing Human Capital competency through training

melalui pelatihan dan pendididkan yang dilaksanakan secara

and development, which is conducted through in-house






in-house training maupun public training, di dalam maupun

training or public training, inland or abroad. There are various

di luar negeri. Jenis pendidikan dan pelatihan bervariasi,

types of education and training, starting from mandatory

mulai dari mandatory training, pendidikan keahlian,

training, specialty education, managerial education, as well

pendidikan managerial serta berbagai sharing session untuk

as various sharing sessions to sharpen the quality of Human

mempertajam kualitas HC.

Capital.

REALISASI TRAINING AND DEVELOPMENT GROUP

REALIZATION OF TRAINING AND DEVELOPMENT GROUP

TAHUN 2012 - 2013

IN 2012 - 2013

URAIAN

SATUAN

Jumlah Peserta Jam Diklat/Orang

2013

2012

DESCRIPTION

Orang | Persons

3.381

5.033

Number of Participants

Jam | Hours

49,21

115,62

Education and Training Hours/

Miliar | Billion

25.173

49.067

Education and Training Costs

Jam | Hours

160.228

398.648

Study Hours

Person Biaya Diklat Jam Pelajaran

Pada 2013, realisasi training and development group

In 2013, there was a decrease in the realization of training and

mengalami penurunan Jika dibandingkan dengan tahun

development group compared to 2012. The decrease was

2012. Penurunan tersebut terjadi karena sejak 16 Januari

because starting from January 16, 2013, in accordance with

2013, sesuai amanat UU No. 1 Tahun 2009 Tentang

the mandate of Law No. 1 Year 2009 concerning Civil Aviation,

Penerbangan bahwa fungsi Air Traffic Service (ATS) harus

the function of Air Traffic Service (ATS) must be independent

berdiri sendiri sehingga fungsi pelayanan tersebut dialihkan

and as the result, the service function was transferred from

dari PT Angkasa Pura I (Persero) ke perusahaan yang baru

PT Angkasa Pura I (Persero) to a new company under the

dengan nama Perum Penyelenggara Pelayanan Navigasi

name the Indonesian Air Navigation Service Provider Public

Penerbangan

Dengan

Company (AirNav Indonesia). With the separation, all forms of

terjadinya pemisahan tersebut maka segala bentuk pelatihan

training are adjusted to the remaining businesses of Angkasa

menyesuaikan bisnis yang ada Angkasa Pura Aiports.

Pura Airports.

Indonesia

(AirNav

Indonesia).

Jumlah Peserta Diklat Number of Education and Training Participants (dalam satuan orang) | (in persons) 5,033

Jam Diklat/Orang Education and Training Hours/Person (dalam satuan Jam) | (in hours) 115.62

3,381 49.21

2012

2013

Biaya Diklat Education and Training Expenses (dalam satuan Miliar Rupiah) | (in billion rupiah)

2012

2013

Jam Pelajaran Study Hours (dalam satuan Jam) | (in hours) 398,648

49,067 25,173 160,228

2012

2013

2012

2013

357

358


PROGRAM DAN REALISASI RENCANA KERJA ANGGARAN

PROGRAM AND REALIZATION OF TRAINING AND

TRAINING AND DEVELOPMENT GROUP TAHUN 2013

DEVELOPMENT GROUP’S WORK PLAN AND BUDGET IN 2013

PROGRAM DIKLAT

EDUCATION AND TRAINING PROGRAM

Orientasi ( JKT,DPS,BPN,MKS) PENDIDIKAN

REALISASI TRIWULAN

PESERTA

IV

38

ORIENTATION (JKT, DPS, BPN, MKS)

III dan IV

70

EDUCATION

PELATIHAN MANAGERIAL

TRAINING PROGRAM

MANAGERIAL TRAINING

Manajerial Muda (2 Batch )

I dan II

59

Junior Manager (2 Batches)

Managerial Madya

I dan II

49

Middle Manager (2 Batches)

IV

20

Airport Officer Development Program

Airport Officer Development PELATIHAN MANDATORI Technical Copetency and Certification (TOC) 6

MANDATORY TRAINING Technical Competency and Certification

III

120

Sertifikat Kecakapan Petugas (SKP0 (5 program)

II

457

Officer Aptitude Certificate (5 programs)

Diklat salvage

III

25

Salvage Education and Training

Senior PKP-PK

III

25

Junior AVSEC

IV

30

Junior PKP-PK

IV

20

Senior AVSEC

IV

30

Diklat AMC

III

30

Program

PELATIHAN TEKNIS BIDANG Internal Audit (4 program)

(TCC) (6 programs)

Flight Accident Rescue and Fire Fighting (Senior) Junior Avsec Flight Accident Rescue and Fire Fighting (Junior Senior Avsec) AMC Education and Training SPECIALTY TECHNICAL TRAINING

II

50

Internal Audit (4 Programs)

III and IV

41

Corporate Secretariat (3 Programs)

Risk Management and Compliance Group

II

1

Risk Management & Compliance Group

Project Management Group (2 Program)

IV

42

Procurement Group (2program)

IV

60

I and IV

6

Copporate Secretary (3 program)

Corporate Planning and Peformance Group (2 Program)

Project Management Office Group (2 Programs) Procurement Group (2 Programs) Operation and Technical Directorate (6 Programs)



PROGRAM DIKLAT

EDUCATION AND TRAINING PROGRAM


REALISASI TRIWULAN

PESERTA

I,III,IV

147

Operations and Tehnical Directorate (6 program) Marketing and Business Dev. Directorate 10 program) Finance and Information Technologi Directorate (4 program) Human Capital and General Afair Directorate (7



TRAINING PROGRAM

Marketing and Business Development Directorate (10 Programs)

II,III,IV

1.405

II dan IV

22

torate (4 Programs)

I S/D IV

173

Human Capital and General Affair Director-

Finance and Information Technology Direc-

ate (7 Programs)

program)

Post-Employment Education And Training (5 Batches) (Enrichment)

Diklat Purnabakti (5 Bath ) (Pengayaan) Seminar/Lokakarya (pegawai Dalam dan Luar

•

185

Seminar/Workshop for Employees Inland

I S/D IV

266

and Abroad

Customer Statisfaction for Manager

1

30

• Customer Satisfaction for Manager at

Incheon

IV

20

Negri

•

II

Comercial Operations Incheon

TOTAL

Incheon • Commercial Operation at Incheon

3.381

TOTAL

Diklat Teknis Substantif dan Fungsional

Substantive and Functional Technical Education and

Diklat teknis substantif atau yang biasa dikenal sebagai

Training

diklat mandatori adalah sebuah diklat yang diselenggarakan

Substantive technical education and training, or commonly

dalam rangka memenuhi HC yang pemenuhannya dan

referred to as mandatory education and training, are

proses pendidikan dan pelatihannya sesuai persyaratan

education and training provided in the context of HC

yang ditentukan oleh Regulator. Diklat teknis substantif ini

fulfillment, the fulfillment as well as education and training

selama kurun waktu 2013 telah dilaksanakan oleh Training

process of which are in accordance with the requirement

and Development Group meliputi Technical Competency

stipulated by Regulators. In 2013, the substantive technical

Certification (TCC), Aviation Security, PKP-PK, AMC dan Salvage.

education and training implemented by Training and Development Group consisted of Technical Competency

Diklat Fungsional adalah pendidikan dan pelatihan yang

Certification (TCC), Aviation Security, Flight Accident Rescue

diselenggarakan bagi Pegawai agar memiliki pengetahuan,

and Fire Fighting, AMC and Salvage.

keterampilan, dan sikap – sikap yang tepat sehingga mampu melaksanakan fungsi dan tugas pokok dari Pekerjaan –

Functional Education and Training are education and training

Pekerjaan fungsional pada bidang jasa kebandarudaraan dan

provided in order that Employees have the right knowledge,

jasa lalu lintas penerbangan. Pada tahun 2013 Training and

skill, and attitude to perform the main tasks and function

Development Group telah melaksanakan diklat Manajemen

of the functional Jobs in the field of airport services and air

Operasi Bandara (MOB) Tingkat Lanjut, Auditor Tingkat Dasar

traffic services. In 2013, Training and Development Group

I, Auditor Tingkat Dasar II, Auditor Tingkat Lanjutan I, Auditor

has organized education and training for Advanced Airport

Tingkat Lanjutan II, Auditor Manajerial.

Operations Management, Basic Auditor I, Basic Auditor II, Advanced Auditor I, Advanced Auditor II, and Managerial Auditor.

359

360


Perpanjangan dan penerbitan SKP

Renewal and Issuance of Personnel Aptitude Certificate

Untuk tahun 2013, PT. Angkasa Pura I (Persero) telah

In 2013, PT Angkasa Pura I (Persero) has implemented the

melaksanakan Re-current SKP untuk petugas PKP-PK

Recurrent Personnel Aptitude Certificate for Flight Accident

dilaksanakan di Lombok, El Tari, Pattimura, Sepinggan,

Rescue and Fire Fighting officers which was held at Lombok,

Syamsuddin Noor dan Frans Kaisiepo. Sedangkan Re-current

El Tari, Pattimura, Sepinggan, Syamsuddin Noor and Frans

SKP Petugas Security Bandara (Aviation Security) dilaksanakan

Kaisiepo Airports. Meanwhile, the Recurrent Personnel

di Bandara Ngurah Rai, Juanda, Sepinggan, Hasanuddin,

Aptitude Certificate for Airport Security Officers (Aviation

Ahmad Yani, dan Adisutjipto dengan mengikutsertakan

Security) was held at Ngurah Rai, Juanda, Sepinggan,

Petugas Avsec dari 13 Kantor Cabang Bandar. Pada tahun

Hasanuddin, Ahmad Yani, and Adisutjipto Airports with

ini juga dilakukan Re-current SKP personil AMC yang

the participation of Avsec Officers from 13 Airport Branch

dilaksanakan di Juanda, Sultan Hasanuddin, Lombok, Ngurah

Offices. In the same year, the Recurrent Personnel Aptitude

Rai, dan Adisumarmo.

Certificate for AMC personnel was also held at Juanda, Sultan Hasanuddin, Lombok, Ngurah Rai, and Adisumarmo Airports.

biaya pelatihan dan pengembangan sdm Angkasa

Pura

Airports

berkomitmen

Human Capital Training and Development Cost untuk

terus

Angkasa Pura Airports is committed to continuously improve

meningkatkan kapasitas dan kapabilitas (kompetensi)

Human Capital capacity and capability (competency),

SDM, karena Perseroan menyadari bahwa peningkatan

because the Company is aware of that competency

kompetensi akan memberikan kontribusi yang signifikan

increase will give significant contribution to the increase in

terhadap peningkatan produktivitas dan kualitas pegawai

productivity and quality of employees and organization.

dan organisasi. Komitmen tersebut diwujudkan dengan meningkatnya

anggaran/biaya

untuk

pelatihan

dan

pengembangan SDM. (Sebutkan anggaran biaya pelatihan di 2013) Realisasi anggaran pelatihan dan pendidikan SDM di tahun

The realization of Human Capital education and training

2013 adalah sebesar Rp25.098 miliar turun 48,85% dari

budget in 2013 was Rp25,098 billion, a decrease of 48.85%

realisasi tahun 2012 sebesar Rp49.067 miliar. Sedangkan

compared to the realization of Rp49,067 billion in 2012.

jumlah pegawai yang mengikuti pelatihan di 2013 sebanyak

Meanwhile, the number of employees who attended training

3.381 karyawan, hal ini mengalami peningkatan turun

in 2013 was 3,381 persons, a decrease of 32.82% compared

32,82% dari tahun sebelumnya sebanyak 5.033 pegawai di

to the realization in the previous year, namely 5,033 persons

2012.

in 2012.

Untuk durasi waktu pelatihan dan pendidikan per pegawai

The duration of education and training per employee

di tahun 2013 adalah selama 49,21 jam/orang, angka

was 49.21 hours/person in 2013, which was a decreased

tersebut menurun jika dibandingkan dengan tahun 2012

compared to 115.62 hours/person in 2012.

yang tercatat 115,62 jam/orang.






PROFIL HUMAN CAPITAL

HUMAN CAPITAL PROFILE

Bagi Perseroan, HC merupakan aset penting dalam

The Company considers Human Capital as an important asset

keberlanjutan bisnis dan peningkatan kualitas bisnis.

in business continuity and business quality improvement.

Perseroan senantiasa melakukan proses rekruitmen yang

The Company always implements a recruitment process

mengedepankan dan

kesetaraan

asas-asas

keterbukaan,

kewajaran

which puts priority on the principles of transparency,

berdasarkan

kompetensi

kebutuhan

fairness, and equality based on competency requirement

dan kompetensi yang dimiliki oleh kandidat dengan

and competency owned by candidates with due regard to

memperhatikan ketersediaan tenaga kerja lokal/nasional.

the availability of manpower at the local/national level. The

Kandidat yang memenuhi standar administrasi dijaring

candidates who meet the administrative standard were

melalui situs perusahaan serta iklan.

selected through the Company’s website and advertisement.

Di tahun 2013, Perseroan jumlah HC Perseroan adalah

In 2013, the number of Human Capital of the Company was

sebanyak 3.641 pegawai menurun dibandingkan dengan

3,641 persons, a decrease compared to 3,679 persons in the

tahun sebelumnya yang tercatat sebanyak 3.679 pegawai.

previous year.

Perbandingan Jumlah Pegawai tahun 2013 dan 2012

Table of Comparison of Total Employees in 2013 and 2012

TAHUN | YEAR

URAIAN

DESCRIPTION

2013

2012

KANTOR PUSAT

411

397

HEAD OFFICE

BANDARA NGURAH RAI - BALI

627

653

NGURAH RAI AIRPORT - BALI

BANDARA JUANDA - SURABAYA

478

457

JUANDA AIRPORT - SURABAYA

228

242

BANDARA SEPINGGAN - BALIKPAPAN

306

252

SEPINGGAN AIRPORT - BALIKPAPAN

BANDARA FRANS KAISIEPO - BIAK

118

133

FRANS KAISIEPO AIRPORT - BIAK

BANDARA SAM RATULANGI - MANADO

163

163

SAM RATULANGI AIRPORT - MANADO

BANDARA ADISUTJIPTO - YOGYAKARTA

178

186

ADISUTJIPTO AIRPORT - YOGYAKARTA

BANDARA ADISUMARMO - SOLO

126

139

ADISUMARMO AIRPORT - SOLO

152

153

177

171

BANDARA

SULTAN

HASANUDDIN

MAKASSAR

BANDARA SYAMSUDIN NOOR BANJARMASIN BANDARA AHMAD YANI - SEMARANG

-

BANDARA INTERNASIONAL LOMBOK -

SULTAN HASANUDDIN AIRPORT MAKASSAR

SYAMSUDIN NOOR AIRPORT BANJARMASIN AHMAD YANI AIRPORT - SEMARANG LOMBOK INTERNATIONAL AIRPORT –

LOMBOK TENGAH/ Lombok – Praya

187

190

CENTRAL LOMBOK/Lombok – Praya

BANDARA PATTIMURA – AMBON

111

121

PATTIMURA AIRPORT – AMBON

BANDARA EL TARI - KUPANG

114

128

EL TARI AIRPORT - KUPANG

SBU KOMERSIAL BALI

11

-

-

11

SBU TERMINAL KARGO UPG

SBU COMMERCIAL BALI SBU CARGO TERMINAL UPG

361

362


TAHUN | YEAR

URAIAN

2013

2012

SBU TERMINAL KARGO BPN

-

12

PROYEK BIL – MATARAM

-

-

DESCRIPTION SBU CARGO TERMINAL BPN BIL PROJECT – MATARAM

PROYEK PENGEMBANGAN BANDARA

BALI INTERNATIONAL AIRPORT

INTERNASIONAL BALI

DEVELOPMENT PROJECT

(PP-BIB)

17

20 JUANDA INTERNATIONAL AIRPORT

PROYEK PENGEMBANGAN BANDARA INTERNASIONAL JUANDA (PP-BIJ)/ Proyek

13

DEVELOPMENT PROJECT/SURABAYA

11

INTERNATIONAL AIRPORT Project -

BISUB- Surabaya

Surabaya SEPINGGAN INTERNATIONAL AIRPORT

PROYEK PENGEMBANGAN BANDARA INTERNASIONAL SEPINGGAN (PP-BIS)/

18

DEVELOPMENT PROJECT/SEPINGGAN

20

INTERNATIONAL AIRPORT Project –

Proyek BIS – Balikpapan

Balikpapan

MATSC/MATSC – Makassar TOTAL

206

220

3.641

3.679

MATSC/MATSC – Makassar TOTAL

Sebagai bagian integral struktur organisasi, Human Capital

As an integral part of the organization structure, Human

wajib memiliki komposisi yang proporsional dan sejalan

Capital must have proportional composition in line with

dengan kebutuhan bisnis Perseroan. Komposisi pegawai

the Company’s business requirement. The composition of

Angkasa Pura Airports di tahun 2013 adalah sebagai berikut.

Angkasa Pura Airports’ employees in 2013 was as follows:

Komposisi Pegawai Berdasarkan Status Kepegawaian

Employee Composition based on Employment Status

STATUS Pegawai Perusahaan

TAHUN | YEAR 2013

%

PERUBAHAN (%)

2012

%

CHANGES (%)

3.242

89,02

3.225

87,66

0,53

364

9,99

386

10,49

(5,70)

PNS Ditugaskan

1

0,03

1

0,03

-

TNI Ditugaskan

23

0,63

46

1,25

(50,00)

PNS Diberbantukan

STATUS Company Employees Assisting Civil Servants Assigned Civil Servants Assigned Indonesian National Military Members

PKWT JUMLAH

12

0,33

21

0,57

(42,86)

3.641

100%

3.679

100%

(1,03)

Defined Period Contract Employees Amount





363


Komposisi Pegawai Bedasarkan Status Kepegawaian Employee Composition based on Employment Status 10.49% (386) 0.03% (1) 0.57% (21)

1.25% (46)

9.99% (364)

0.33% (12)

0.03% (1)

0.63% (23)

87.66% (3.225)

2012

Pegawai Perusahaan

Pegawai Perusahaan

PNS Diberbantukan

PNS Diberbantukan

PNS Ditugaskan

PNS Ditugaskan

TNI Ditugaskan

TNI Ditugaskan

PKWT

89.02% (3.242)

2013

PKWT

Untuk mendukung pertumbuhan Angkasa Pura Airports yang

To support Sustainable Growth of Angkasa Pura Airports,

Berkelanjutan, saat ini Perseroan berusaha mengoptimalkan

currently the Company is making efforts of optimizing the

pendayagunaan HC yang ada. Jumlah pegawai pada tahun

empowerment of the available Human Capital. The number

2013 mencapai 3.641orang yang terdiri dari 3.242 pegawai

of employees in 2013 was 3,641 persons, consisting of

tetap, 364 PNS Diperbantukan, 1 PNS Ditugaskan, 23 TNI

3,242 permanent employees, 364 Assisting Civil Servants,

Ditugaskan dan 12 PKWT. Jumlah pegawai Angkasa Pura

1 Assigned Civil Servant, 23 Assigned Indonesian National

Aiports berdasarkan status kepegawaian di 2013 menurun

Military members, and 12 Defined Period Contract Employees.

sebesar 1,03% dibandingkan dengan jumlah pegawai di

The number of Angkasa Pura Airports’ employees based on

2012 yang mencapai 3.679 orang.

employment status in 2013 decreased by 1.03% compared to the number of employees in 2012 which reached 3,679 persons. Chart of Employee Composition based on Position Class

Komposisi Pegawai Berdasarkan Kelas Jabatan

TAHUN | YEAR

KELAS JABATAN POSITION LEVEL

2013

%

Perubahan (%)

2012

CHANGES

%

1

13

0,36

1

0,03

1.200

2

5

0,14

3

0,08

66,67

3

35

0,96

30

0,82

16,67

4

5

0,14

6

0,16

(16,67)

5

48

1,32

49

1,33

(2,04)

6

105

2,88

102

2,77

2,94

7

64

1,76

72

1,96

(11,11)

8

342

9,39

344

9,35

(0,58)

364


TAHUN | YEAR

KELAS JABATAN POSITION LEVEL

2013

%

Perubahan (%)

2012

CHANGES

%

9

289

7,94

306

8,32

(5,56)

10

252

6,92

286

7,77

(11,89)

11

508

13,95

519

14,11

(2,12)

12

938

25,76

965

26,23

(2,80)

13

472

12,96

539

14,65

(12,43)

14

225

6,18

249

6,77

(9,64)

15

340

9,34

187

5,08

81,82

16

-

0,00

-

0,00

-

PKWT

-

0,00

21

0,57

N/A

JUMLAH

3.641

3.679

(1,03)

Komposisi Pegawai Berdasarkan Kelompok Kelas Jabatan Chart of Employee Composition based on Position Class 0.82% (30) 6.77% (294)

0.08% (3) 5.08% (187)

6.77% (249)

0.16% (6) 1.33% (49) 2.77% (102)

1.76% (64) 9.35% (344) 8.32% (306)

14.65% (539)

2012

26.23% (965)

7.77% (286) 13.95% (508)

1

1

2

2

3

3

4

4

5 6

5 6

7

7

8

8

9

9

10

10

11

11

12

12

13 14

13 14

15

15

16 PKWT

0.36% (13) 0 9.34% (340) 6.18% (225)

12.96% (472)

0

0.14% (5) 1.32% (48) 2.88% (105)

1.76% (64) 9.39% (342) 7,94% (289)

2013

6.92% (252) 25.76% (938)

13.95% (508)

16 PKWT

Komposisi pegawai Angkasa Pura Airports tahun 2013 dilihat

Composition of employees of Angkasa Pura Airports in 2013

dari segi kelas jabatan di dominasi oleh pegawai dengan

based on position class is dominated by employees with

kelas jabatan level 16 yaitu sebesar 25,76% atau sebanyak

level 16 positions, namely 25.76% or 938 persons, which

938 orang, jumlah tersebut tidak jauh berbeda dengan tahun

was not much different from 26.23% or 965 persons in the

sebelumnya yang tercatat sebesar 26,23% atau sebanyak 965

previous year.

orang.





Komposisi Pegawai Berdasarkan Jenjang Pendidikan


Table of Employee Composition based on Education Level

JENJANG PENDIDIKAN EDUCATION LEVEL

TAHUN | YEAR 2013

S3

% 1

2012 0,03

Perubahan (%) CHANGES

% 1

0,03

-

S2

102

2,80

92

2,53

10,87

S1

776

21,31

808

22,19

(3,96)

1.018

27,96

1.035

28,42

(1,64)

D1 – D4 SD - SLTA

1.744

47,90

1.743

47,38

0,06

JUMLAH

3.641

100%

3.679

100

1,03

Komposisi Pegawai Berdasarkan Jenjang Pendidikan

Chart of Employee Composition based on Education Level

47.38% (1.743)

0.03% (1) 2.53% (92)

47.90% (1.744) 22.19% (808)

2012 28.42% (1.035)

S3

S3

S2

S2

S1

S1

D1-D4 SD-SLTA

0.03% (1) 2.80% (102)

21.31% (776)

2013

D1-D4 SD-SLTA

27.96% (1.018)

Berdasarkan Jenjang Pendidikan, komposisi pegawai

Based on Education Level, the composition of employees of

Angkasa Pura Airports pada 2013 didominasi oleh lulusan

Angkasa Pura Airports in 2013 was dominated by Elementary

SD-SLTA sebesar 47,90%, diikuti oleh lulusan D1-D4 sebesar

School – Senior High School graduates at 47.90%, followed

27,96%, kemudian lulusan Strata 1 sebesar 21,31%, Strata 2

by D1-D4 graduates at 27.96%, subsequently Bachelor

sebesar 2,80%, serta lulusan Strata 3 sebesar 0,03%.

Degree at 21.31%, Master’s Degree at 2.80%, and Doctoral Degree at 0.03%.

Pada 2013, jumlah pegawai dengan jenjang pendidikan

In 2013, the number of employees with education level

SD-SLTA meningkat sebesar 0,06%, dari 1.743 orang di 2012

of Elementary School – Senior High School increased by

menjadi 1.744 orang di 2013. Sedangkan untuk pegawai

0.06%, from 1,743 persons in 2012 to 1,744 persons in 2013.

dengan jenjang pendidikan Diploma 1 hingga Diploma 4

Meanwhile, the number employees with education level

dan pegawai dengan jenjang pendidikan S1, masing-masing

of Diploma 1 to Diploma 4 and the number of employees

mengalami penurunan sebesar 1,64% dan 3,96%. Jumlah

with education level of Bachelor Degree decreased by 1.64%

pegawai dengan tingkat pendidikan Strata 2 di tahun 2013

and 3.96%, respectively. The number of employees with

meningkat 10,87% dibandingkan tahun sebelumnya.

education level of Master’s Degree increased by 10.87% in 2013 compared to the previous year.

365

366


Komposisi Pegawai Berdasarkan Kelompok Usia KELOMPOK USIA AGE GROUPING

Table of Employee Composition based on Age Group TAHUN | YEAR

2013

%

2012

Perubahan (%) CHANGES (%)

%

> 56

12

0,33

193

5,25

(93,78)

51-55

774

21,26

771

20,96

0,39

46-50

479

13,16

480

13,05

(0,21)

41-45

397

10,90

394

10,71

0,76

36-40

566

15,55

566

15,38

-

31-35

460

12,63

411

11,17

11,92

26-30

545

14,97

501

13,62

8,78

21-25

406

11,15

360

9,79

12,78%

< 20 JUMLAH

2

0,05

3

0,08

(33,33)

3.641

100%

3.679

100%

(1,03)

Komposisi Karyawan Berdasarkan Kelompok Usia Chart of Employee Composition based on Age Group

9.79% (360)

0.08% (3)

11.15% (406)

5.25% (193)

13.62% (501) 20.96% (771)

2012

11.17% (411)

13.05% (480)

15.38% (566)

10.71% (394)

> 56

> 56

51-55

51-55

46-50

46-50

41-45

41-45

36-40

36-40

31-35

31-35

26-30

26-30

21-25

21-25

< 20

< 20

0.05% (2) 0.33% (12)

14.97% (545) 21.26% (774)

12.63% (460)

2013

15.55% (566)

13.16% (479) 10.90% (379)

Komposisi pegawai Angkasa Pura Airports tahun 2013

The composition of employees of Angkasa Pura Airports in

dilihat dari segi usia, didominasi oleh para pegawai dengan

2013 based on age group was dominated by employees

usia dari 51-55 tahun yaitu sebanyak 21,26% kemudian

aged 51-55 years, namely 21.26%, and subsequently followed

diikuti oleh kelompok usia produktif yaitu usia 36-40 tahun

by the productive age group, namely 36-40 years and 26-30

dan kelompok usia 26-30 tahun masing-masing sebanyak

years at 15.55% and 14.97%, respectively. Meanwhile, the

15,55% serta dan 14,97%. Sedangkan para pegawai yang

number of employees who will start their retirement age,

memasuki usia pensiun yatiu usia diatas 56 tahun sebanyak

namely the age of above 56 years, was 12 persons or 0.33%,

12 orang atau sebesar 0,33% akan menjadi role model atau

who will serve as arole model or an example in transferring

contoh dalam mentransfer knowledge mereka ke generasi di

their knowledge to the generation after them.

bawahnya.





367


Peningkatan jumlah pegawai pada jenjang usia 21-25 tahun

The increase in the number of employee in the age group

di 2013 tercatat sebesar 12,78%, hal ini disebabkan adanya

21-25 years increased by 12.78% in 2013, which was due to

proses rekrutmen pegawai yang dilakukan pada awal tahun

the employee recruitment process, which was conducted

2013.

early 2013.

Komposisi Pegawai Berdasarkan Masa Kerja

Table of Employee Composition based on Length of Service

MASA KERJA WORKING PERIOD

TAHUN | YEAR 2013

%

>31

2012

Perubahan (%) CHANGES (%)

%

5

0,14

461

12,53

(98,92)

26-30

381

10,46

437

11,88

(12,81)

21-25

550

15,11

465

12,64

18,28

16-20

627

17,22

707

19,22

(11,32)

11-15

686

18,84

405

11,01

69,38

6-10

619

17,00

479

13,02

29,23

0-5

773

21,23

725

19,71

6,62

3.641

100%

3.679

100

(1,03)

JUMLAH

Komposisi Karyawan Berdasarkan Masa Kerja Chart of Employee Composition based on Service Period 19.71% (725)

0.14% (5)

12.53% (461)

10.46% (381)

21.23% (773)

13.02% (479)

11.01% (405)

11.88% (437)

2012

12.64% (465) 19.22% (707)

> 31 Tahun

> 31 Tahun

26-30 Tahun

26-30 Tahun

21-25- Tahun

21-25- Tahun

16-20 Tahun

16-20 Tahun

11-15 Tahun

11-15 Tahun

6-10 Tahun

6-10 Tahun

0-5 Tahun

0-5 Tahun

15.11% (550)

17.00% (619)

2013 17.22% (627)

Jika dilihat berdasarkan lamanya masa kerja, komposisi

Based on their length of service period, the composition of

pegawai Angkasa Pura Airports tahun 2013 didominasi

employees of Angkasa Pura Airports in 2013 was dominated

oleh kelompok masa kerja 0-5 tahun sebesar 21,23% diikuti

by the group of employees with length of service of 0-5

kelompok masa kerja 11-15 tahun sebesar 18,84% dan

years at 21.23%, followed by the group of employees with

kelompok masa kerja 16-20 tahun sebesar 17,22%.

length of service of 11-15 years at 18.84% and the group of employees with length of service of 16-20 at 17.22%.

Jumlah pegawai dengan masa kerja di atas 31 tahun

The number of employees with length of service of more than

menurun signifikan dibanding tahun 2012 yaitu sebesar

31 years decreased significantly compared to 2012, namely

98,92%, hal ini disebabkan oleh sedikitnya jumlah pegawai

98.92%, which was due to the small number of employees

yang memasuki usia pensiun/mengajukan pensiun di 2013.

who have reached their retirement age/submitted their resignation in 2013.

18.84% (686)

368


PERENCANAAN KEBUTUHAN PEGAWAI

EMPLOYEE REQUIREMENT PLANNING

Perencanaan kebutuhan pegawai Angkasa Pura Airports

Angkasa Pura Airports’ employee requirement planning is

selalu disesuaikan dengan kebutuhan riill dari setiap unit kerja

always adjusted to the real demand from each work unit for

untuk tiap tahunnya. Sesuai dengan yang telah dicantumkan

each year. As set out in the Company Work Plan and Budget,

dalam Rencana Kerja dan Anggaran Perusahaan, untuk

for 2014, Human Capital Group has stipulated the employee

tahun 2014 Human Capital Group menetapkan kebutuhan

requirement at 3,379 persons.

pegawai sebesar 3.379 pegawai. Rencana kebutuhan pegawai di 2014 URAIAN

Employee requirement plan in 2014 SATUAN

RKAP 2014

Kantor Pusat

Orang

416

Head Office

Bandara I Gusti Ngurah Rai - Bali

Orang

631

Ngurah Rai Airport - Bali

Bandara Juanda - Surabaya

Orang

456

Juanda Airport - Surabaya

Bandara Sultan Hasanuddin - Makassar

Orang

255

Sultan Hasanuddin Airport - Makassar

Bandara Sepinggan - Balikpapan

Orang

288

Sepinggan Airport - Balikpapan

Bandara Frans Kaisiepo - Biak

Orang

98

Frans Kaisiepo Airport - Biak

Bandara Sam Ratulangi - Manado

Orang

146

Sam Ratulangi Airport - Manado

Bandara Adisutjipto - Yogyakarta

Orang

176

Adisutjipto Airport - Yogyakarta

Bandara Adisumarmo - Solo

Orang

131

Adisumarmo Airport - Solo

Bandara Syamsudin Noor - Banjarmasin

Orang

128

Syamsudin Noor Airport - Banjarmasin

Bandara Achmad Yani - Semarang

Orang

145

Achmad Yani Airport - Semarang

Orang

183

Bandara Pattimura - Ambon

Orang

99

Pattimura Airport - Ambon

Bandara El Tari - Kupang

Orang

98

El Tari Airport - Kupang

SBU Komersial Bali

Orang

17

SBU Commercial Bali

Orang

19

Orang

17

Bandara Internasional Lombok - Lombok Tengah

Proyek Pengembangan Bandara Internasional Bali (PP-BIB) Proyek Pengembangan Bandara Internasional Juanda (PP-BIJ) Proyek Pengembangan Bandara Internasional Sepinggan (PP-BIS)

Orang

19

DESCRIPTION

Lombok International Airport – Central Lombok

Bali International Airport Development Project Juanda International Airport Development Project Sepinggan International Airport Development Project



URAIAN


SATUAN

RKAP 2014

Orang

19

Orang

19

Orang

19

MATSC

Orang

-

JUMLAH PEGAWAI

Orang

3.379

Proyek Pengembangan Bandara Internasional Syamsuddin Noor Proyek Pengembangan Bandara Internasional Ahmad Yani Proyek Pengembangan Bandara Internasional Adisutjipto



DESCRIPTION Syamsuddin Noor International Airport Development Project Ahmad Yani International Airport Development Project Adisutjipto International Airport Development Project MATSC TOTAL EMPLOYEES

PROGRAM PENSIUN

PENSION PROGRAM

Sesuai dengan Undang-undang Ketenagakerjaan Nomor

Pursuant to Manpower Law Number 13/2003 dated March 25,

13/2003 tanggal 25 Maret 2003, Perusahaan diwajibkan

2003, the Company is required to provide post-employment

memberikan manfaat pasca kerja kepada seluruh karyawan

benefit for all its permanent employees. The benefit, which

tetapnya. Manfaat yang meliputi uang pemutusan hubungan

consists of severance pay, service period appreciation, and

kerja, penghargaan masa kerja, serta kompensasi tersebut

compensation, is provided when an employee terminates its

diberikan apabila karyawan mengakhiri masa kerjanya baik

service period, either due to retirement or due to death.

karena pensiun maupun meninggal dunia. Program pensiun menyediakan manfaat pensiun untuk

The pension program provides pension benefit for

pegawai dan keluarganya pada saat mencapai usia pensiun

employees and their family members at the time the

dalam bentuk pembayaran berkala yang diatur dalam Surat

employees reach the retirement age in the form of periodic

Keputusan Direksi Nomor KEP.1156/KU.60/1998 tanggal 6

payment, which is governed in Decision Letter of the Board

Oktober 1998 yang telah diubah melalui Surat Keputusan

of Directors Number KEP.1156/KU.60/1998 dated October 6,

Direksi Nomor KEP.19/KU.60/2000 tanggal 11 Mei 2000.

1998 as amended by Decision Letter of the Board of Directors Number KEP.19/KU.60/ 2000 dated May 11, 2000.

Progam pensiun tersebut dikelola oleh Dana Pensiun

The pension program is managed by Angkasa Pura Pension

Angkasa Pura (DAPENRA) terhitung tanggal 1 Januari 2000

Fund (DAPENRA) effective from January 1, 2000 in accordance

sesuai Surat Keputusan Menteri Keuangan RI No. KEP.39/

with Decree of the Minister of Finance of the Republic of

KM.17/1999 tanggal 15 November 1999.

Indonesia No. KEP.39/KM.17/1999 dated November 15, 1999.

Angkasa Pura Airports memiliki dua program dalam

Angkasa Pura Airports has two programs in the effort of

upayanya untuk memenuhi kewajiban tersebut, yaitu:

fulfilling this obligation, namely: (1) Defined Benefit Pension

(1) Progam Dana Pensiun Manfaat Pasti, dan (2) Program

Fund Program, and (2) Old Age Allowance Program. In

Tunjangan Hari Tua (THT). Selain itu juga Angkasa Pura

addition, Angkasa Pura Airports also provides Allowances

Airports memberikan Tunjangan kepada pegawai Perseroan

to the Company’s employees who meet the requirement

yang telah memenuhi persyaratan ketentuan Perseroan

of the Company’s provisions, namely Housing Allowance,

yaitu Tunjangan Perumahan, Penghargaan Pengabdian dan

Dedication Award, and Health Allowance to its retirees.

Tunjangan Kesehatan kepada pensiunan Perseroan.

369

370


JENIS PROGRAM PENSIUN

KETERANGAN

Type of Pension Program

DESCRIPTION

Jaminan Pasca kerja Post-Employment Benefit 1. PPMP

1.

Merupakan dana pensiun yang diperuntukkan Pension fund allocated for employees with

(Program Pensiun

bagi pegawai dengan TMT Masuk Angkasa Pura the Employment Commencement Date at

Manfaat pasti)

Airports sampai dengan tanggal 31 Desember Angkasa Pura Airports prior to December 31,

Defined Benefit Pension

2010.

2010.

Program

Manfaat pensiun terbagi menjadi tiga, yaitu:

Pension benefit is divided into three types, namely:

•

Manfaat Pensiun normal, diberikan kepada •

Normal

peserta yang berhenti bekerja setelah

to participants who quit the job

mencapai usia pensiun normal yang

after reaching the stipulated normal

ditetapkan (56 tahun) dengan rumus:

retirement age (56 years) with the

MPN = 2,5% x Masa Kerja x Penghasilan

formula as follows:

dasar Pensiun

Normal Pension Benefit = 2.5% x Length

Manfaat Pensiun Dipercepat, diberikan •

Accelerated Pension Benefit, provided to

kepada peserta yang berhenti bekerja dan

participants who quit the job, who have

telah mencapai usia pensiun dipercepat,

reached accelerated retirement age, but

tetapi belum mencapai usia pensiun

not the normal retirement age with the

normal dengan rumus:

formula as follows:

46 tahun = 80% x 2,5% x Masa Kerja x PhDP

46 years = 80% x 2.5% x Length of


Service x PhDP



<50 tahun = 100% x 2,5% x Masa Kerja x

Service x PhDP

PhDP


Pension

Benefit,

provided

of Service x Pension basic income •

Service x PhDP Manfaat Pensiun Ditunda, diberikan kepada

<50 years = 100% x 2.5% x Length of

peserta yang berhenti bekerja dan belum

Service x PhDP

mecapai usia pensiun dipercepat dan telah Delayed memiliki

masa

kepesertaan

Pension

Benefit,

provided

to

sekurang- participants who quit the job, who have not

kurangnya 3 tahun, dengan rumus:

reached the accelerated retirement age and

PD = Nilai Sekarang x (2,5% x Masa Kerja x PhDP) already have participation period of at least 3 years, with the formula as follows: PD = Present Value x (2.5% x Length of Service 2.

2.

PPIP

x PhDP) Merupakan dana pensiun yang diperuntukkan Pension fund allocated for employees with

(Program Pensiun Iuran

bagi pegawai dengan TMT Masuk Angkasa the Employment Commencement Date

Pasti)

Pura Airports mulai tanggal 1 Januari 2011. starting from January 1, 2011. Participation in

Defined Contribution

Kepesertaan PPIP terhitung sejak Pegawai the Defined Contribution Pension Program is

Pension Program

masuk Angkasa Pura Airports dengan status calculated since the Employee starts his/her Calon Pegawai.

employment at Angkasa Pura Airports with

•

Manfaat Pensiun terdiri atas:

the status of Candidate Employee.

•

Manfaat Pensiun Normal

The Pension Benefit consists of:

•

Manfaat Pensiun Dipercepat

•

Normal Pension Benefit

•

Manfaat Pensiun Cacat

•

Accelerated Pension Benefit

•

Manfaat Pensiun Meninggal Dunia

•

Disability Pension Benefit

•

Death Pension Benefit



JENIS PROGRAM PENSIUN



KETERANGAN

Type of Pension Program

371


DESCRIPTION

Tunjangan Tambahan Additional Allowances 1. Tunjangan Hari Tua

Pembiayaan THT Pegawai diperoleh dari:

1.

•

Old Age Allowance

valuasi aktuaria) •

•

Iuran Pegawai Perusahaan (sebesar 5% dari PHDTHT)

•

Company’s Contribution (as per actuarial valuation result)

•

Iuran PNS Diperbantukan sebesar 3% dari PHDTHT

•

The financing for Employee’s Old Age

Sumbangan Perusahaan (sesuai hasil Allowance is obtained from:

Contribution from Company’s Employee (5% of PHDTHT)

•

Contribution

from

Assisting

Civil

Iuran PNS Ditugaskan dan Pensiunan TNI/

Servants in the amount of 3% of PHDTHT

POLRI Ditugaskan sebesar 1% dari PHDTHT •

Contribution

from

Assigned

Civil

Servants and Assigned Military/ Police 2. 2.

Jaminan Sosial Tenaga

Besar Iuran terdiri atas:

Kerja (Jamsostek)

•

Manpower Social Security (Jamsostek)

3. 3.

•

Retirees in the amount of 1% of PHDTHT The amount of Contribution consists of:

Iuran yang ditanggung tenaga kerja •

The contribution borne by employee is

adalah Jaminan Hari Tua (JHT) sebesar 2%

the contribution for Old Age Security in

Iuran yang ditanggung perusahaan, yaitu:

the amount of 2%

Jaminan Hari Tua (JHT) sebesar 3,7%; •

The contribution borne by the company

Jaminan Kecelakaan Kerja (JKK) sebesar

is: Old Age Security in the amount of

0,54%; Jaminan Kematian (JK) sebesar

3.7%; Work-Related Accident Security in

0,3%.

the amount of 0.54%; Death Security in the amount of 0.3%. This security is managed by YAKKAP I.

Jaminan Kesehatan

Jaminan ini dikelola oleh YAKKAP I.

Pascakerja

Besar iuran Pegawai adalah Rp100.000,- yang The amount of Employee contribution is

Post-Employment Health dipotong setiap bulan dari penghasilan TMT 1 Rp100,000.- which is deducted from income Security

Januari 2014.

on a monthly basis for Employees with the

Manfaat yang akan diterima oleh Peserta ketika Employment Commencement Date starting masa pensiun adalah sebesar Rp15.385.000/ from January 1, 2014. jiwa/tahun.

The benefit which will be received by Participants upon retirement is in the amount of Rp15,385,000/person/ year.

KEBEBASAN BERSERIKAT

FREEDOM TO ASSOCIATE

Di lingkungan kerja Perseroan, terdapat Asosiasi Karyawan

In the Company’s working environment, there is an

dan Serikat Pekerja yang menjadi mitra kerja Perseroan.

Employees’ Association and Workers’ Union which become

Asosiasi

senantiasa

the Company’s work partners. Employees’ Association

menunjukkan peran positif dalam penyelesaian masalah-

and Workers’ Union always play a positive role in solving

masalah ketenagakerjaan. Para pihak saling berkomunikasi

manpower issues. The parties communicate with and

dan

consult each other on manpower issues in order to improve

Karyawan

berkonsultasi

dan

Serikat

mengenai

Pekerja

ketenagakerjaan

untuk

meningkatkan produktivitas kerja dan kesejahteraan pekerja.

work productivity and the welfare of workers.

Di tahun 2010, Perseroan telah menandatangani Pakta

In 2010, the Company signed a Normalization Pact between

Normalisasi antara manajemen Perseroan dengan Asosiasi

the Company’s management and Employees’ Association

Karyawan dan Serikat Pekerja PT Angkasa Pura I (Persero)

and Workers’ Union of PT Angkasa Pura I (Persero), which

yang

harmonisasi

was aimed at improving the harmonization of relationship

hubungan seluruh HC dengan Perseroan. Pakta Normalisasi

ditunjukan

untuk

meningkatkan

between all Human Capital and the Company. The pact has

tersebut telah didaftarkan ke Kementerian Tenaga Kerja RI

been registered with the Ministry of Manpower of Republic

372


dan telah terdaftar sesuai Surat Keputusan Direktur Jenderal

of Indonesia and has been registered pursuant to Decree of

Pembinaan Hubungan Industrial dan Jaminan Sosial Tenaga

the Director General of Industrial Relations and Manpower

Kerja No. KEP.157/PHIJSK-PKKAD/PKB/XI/2010.

Social Security No. KEP.157/ PHIJSK-PKKAD/PKB/XI/2010.

Kepengurusan Serikat Pekerja Angkasa Pura I (SP.AP.I)

Management Board of Angkasa Pura I Workers’ Union (SP.AP.I)

Kepengurusan Dewan Pimpinan Pusat (DPP) SP.AP.I terdiri dari: Ketua Umum

Sulistiani

Sekretaris umum

Hanny Nugroho Setiawan

Bendahara Umum

Asnawaty

Kabid. Hukum dan Kerjasama Antar Lembaga

Milda

Kabid. Administrasi dan Organisasi

Ami Novianti

Kabid. Kesejahteraan dan Pemberdayaan SDM

Syarif Temunggung

Kabid. Pemberdayaan Anggota Perempuan

Paulina Saune

Kabid. Pemberdayaan Anggota Usia Muda

Jemmy Jamsi Pongoh

Kepengurusan Dewan Pimpinan Cabang (DPC)SP.AP.I yang terdiri dari 14 DPC, masing-masing DPC dipimpin oleh: Bali dan Surabaya

I Gede Agus Arnaya Yasa-

Makassar

Ramli Jamsoer

Balikpapan

Gregorius Aurianto Sudiarso

Biak

Legiran

Manado

Astried Gabby Pinaria

Yogyakarta

Paramita Nusawati

Surakarta

Eko Pranoto

Banjarmasin

Andiek Prasetyo S.

Semarang

Gatot Setyo Priyono

Ambon

Widy Guntoro

Lombok

Khoufan Rizki

Kupang

Sery Ella Jonathan P.

Kantor Pusat

Agustinus Supriyanto






373

374


Data Perushaan

THE CORPORATE PARTICULARS






375

Sejalan dengan percepatan pertumbuhan bisnis perusahaan, Angkasa Pura Airports telah melakukan transformasi perusahaan. Perseroan memaksimalkan sumber dana perusahaan dengan melakukan penambahan modal, melakukan perubahan struktur organisasi, dan memaksimalkan pendapatan Anak Perusahaan. In line with the company’s business growth acceleration, Angkasa Pura Airports has transformed the company. Company maximizing corporate funding sources by providing additional capital, organizational structure changes, and maximize revenue Subsidiary.

376


DAFTAR KEPEMILIKAN SAHAM

SHAREHOLDERS’ LIST

Komposisi Kepemilikan Saham

Shareholders’ Composition

Pemerintah Republik Indonesia Goverment of the Republic of Indonesia

100%

PT Angkasa Pura I (Persero) merupakan perseroan yang

PT Angkasa Pura I (Persero) is a company whose shares are

seluruh sahamnya dimiliki oleh Pemerintah Republik

held by the Government of the Republic of Indonesia and

Indonesia dan belum mencatatkan sahamnya di pasar modal.

have not been listed on the capital market. Pursuant to

Perubahan Anggaran Dasar Perusahaan pada tanggal 15

Amendment to the Company’s Articles of Association dated

Agustus 2012 berdasarkan akta Pernyataan Keputusan Rapat

August 15, 2012 based on deed of Statement of Meeting’s

dan Keputusan Para Pemegang Saham yang diambil Diluar

Decision and Shareholders’ Decision made Outside the

Rapat PT Angkasa Pura 1 (Persero) no. 5 sebagaimana yang

Meeting of PT Angkasa Pura 1 (Persero) no. 5 as recorded by

telah dicatat oleh Notaris Utiek R. Abdurachman, SH., MLI.,

Notary Utiek R. Abdurachman, SH., MLI., MKn., concerning

MKn., mengenai peningkatan modal dasar dan penambahan

the increase in authorized capital and addition of capital from

modal Negara Republik Indonesia ke dalam modal Perseroan,

the State of the Republic of Indonesia into the Company’s

maka pada Pasal 4 dalam Anggaran Dasar Perseroan berubah

capital, Article 4 of the Company’s Articles of Association was

menjadi sebagai berikut.

changed follows:

1.

Modal Dasar Perseroan ditetapkan sebesar 12.000.000

1. The Company’s Authorized Capital was stipulated

saham, masing-masing dengan nilai nominal sebesar

at 12,000,000 shares, with the nominal value of

Rp1.000.000 (Rupiah penuh) atau seluruhnya berjumlah

Rp1,000,000 (full Rupiah) each or Rp12,000,000,000,000

Rp12.000.000.000.000 (Rupiah penuh).

(full Rupiah) in total.

2.

Dari modal tersebut telah ditempatkan / diambil bagian

2.

Of the total authorized capital, the portion which has

dan telah disetor penuh oleh Negara Republik Indonesia

been subscribed/participated and paid up by the State

sebanyak 3.188.245 saham atau seluruhnya berjumlah

of the Republic of Indonesia to the Company’s cash

Rp3.188.245.000.000 (Rupiah penuh) ke dalam kas

consisted of 3,188,245 shares or Rp3,188,245,000,000

Perusahaan, dengan cara sebagai berikut. :

(full Rupiah) in total, with the method as follows:

i) Sebesar Rp1.800.000.000.000 (Rupiah penuh)

i)

An amount of Rp 1,800,000,000,000 (full Rupiah)

telah disetor dengan uang tunai sebagai setoran

has been deposited in cash as old capital deposit

modal lama sebagaimana dinyatakan dalam akta

as stated in deed number 02 dated August 09,

nomor 02 tanggal 09 Agustus 2007 oleh Nanda

2007 passed before Nanda Fauz Iwan, SH., MKn.,

Fauz Iwan, SH., MKn., notaris di Jakarta.

notary in Jakarta.

ii) Penambahan penyertaan modal negara sebesar

ii)

Additional equity participation of the state in the

Rp1.388.244.029.234 (Rupiah penuh) telah di

amount of Rp1,388,244,029,234 (full Rupiah) has

setorkan kedalam kas Perseroan.

been deposited into the Company’s cash.


iii) Sebesar


Rp.970.876

(Rupiah


penuh)



telah

iii) An amount of Rp. 970,876 (full Rupiah) has been

disetor ke dalam kas Perseroan yang berasal

deposited into the Company’s cash, which is

dari kapitalisasi cadangan sebagaimana tercatat

originating from the capitalization of reserves as

dalam Laporan Keuangan audit tahun buku 2011.

recorded in the audited Financial Statements for

377

fiscal year 2011. Kronologi Pencatatan Saham

Chronology Of Shares Listing

PT Angkasa Pura I (Persero) merupakan Perusahaan Non

PT Angkasa Pura I (Persero) is a Non-Listed Company so that

Listed sehingga belum tercatat dalam Bursa Efek dan tidak

it has not been listed on the Stock Exchange and does not

menjual sahamnya kepada publik. Oleh sebab itu, informasi

sell its shares to public. Therefore, chronological information

kronologis pencatatan saham dan jenis aksi korporasi yang

on shares listing and the types of corporate action which

menyebabkan perubahan jumlah saham tidak tersedia.

cause a change in the number of shares is not available.

Kronologi Pencatatan Efek Lainnya

Chronology Of Other Securities Listing

PT Angkasa Pura I (Persero) merupakan Perusahaan Non

PT Angkasa Pura I (Persero) is a Non-Listed Company so that

Listed sehingga tidak menjual sahamnya kepada publik. Oleh

it does not sell its shares to public. Therefore, chronological

sebab itu, informasi kronologis pencatatan efek lainnya dan

information on other securities listing and the types of

jenis aksi korporasi yang menyebabkan perubahanjumlah

corporate action which cause a change in the number of

efek lainnya tidak tersedia.

other securities is not available.

Struktur Korporasi CORPORATE STRUCTURE

Pemerintah Republik Indonesia Goverment of the Republic of Indonesia

100%

99,61%

99,97%

98,00%

99,86%

8%

31,25%

378


OPERATIONAL AUDIT DEPARTMENT HEAD Tavip Wibowo

Struktur Organisasi

ORGANIZATIONAL STRUCTURE

ENGINEERING AUDIT DEPARTMENT HEAD Jayanus MARKETING AND BUSINESS DEVELOPMENT AUDIT DEPARTMENT HEAD Siti Chadijah O FINANCE AUDIT DEPARTMENT HEAD Ukemri

PRESIDENT DIRECTOR Tommy Soetomo HEAD OF INTERNAL AUDIT Miduk Situmorang

HUMAN CAPITAL & GENERAL AFFAIR AUDIT DEPARTMENT HEAD Iswahyudianto Nopa MATERIAL PROCUREMENT DEPARTMENT HEAD Nani Rochaeni SERVICES PROCUREMENT DEPARTMENT HEAD R.M. Doddy Hapsoro

HEAD OF PROCUREMENT I Wayan Sutawijaya

PROCUREMENT PLANNING AND ADMINISTRATION DEPARTMENT HEAD Lucyana Siagian CORPORATE SOCIAL RESPONSIBILITY COOPERATION DEPARTMENT HEAD Yudhi Ahdiat Ridwan CORPORATE SOCIAL ENVIRONMENT DEPARTMENT HEAD Indah Kartikasari

OPERATION DIRECTOR Yushan Sayuti

HEAD OF COPERATE SOCIAL RESPONSIBILITY Mariyanto

SAFETY, HEALTH, ENVIRONMENT GROUP HEAD Andiko Surya Widjaya

SECURITY GROUP HEAD Chadik Wibowo

PASSENGER AIRLINE & CARGO SERVICES DEPARTMENT HEAD

SAFETY MANAGEMENT SYSTEM DEPARTMENT HEAD Hadi Tirta K.

SREENING CHECK POINT DEPARTMENT HEAD Dony Subardono

DEPARTMENT HEAD

AIRPORT COMPLIANCE PERFORMANCE & QUALITY ASSURANCE DEPARTMENT HEAD I Kt Dartha Arysana Pande

SAFETY, HEALTH & ENVIRONMENT DEPARTMENT HEAD Dedi Ruhiyat

TERMINAL SECURITY DEPARTMENT HEAD Selamat Riyadi

CIVIL LANDSIDE

ELECTRICITY

DEPARTMENT HEAD

DEPARTMENT HEAD

R. Sujiastono

Pipin Yusuf Arifin

AIRPORT SERVICES GROUP HEAD Nugroho Jati

Purna Irawan

FIRE FIGHTING & RESCUE DEPARTMENT HEAD Amiruddin Florensius

MARKETING AND BUSINESS DEVELOPMENT DIRECTOR Robert Daniel Waloni

TECHNICAL DIRECTOR Polana Banguningsih Pramesti

NON TERMINAL SECURITY DEPARTMENT HEAD Arief Siradjudin

AIRPORT FACILITIES

AIRPORT EQUIPMENT

READINESS

READINESS GROUP

GROUP HEAD

HEAD

Widodo

Yudi Maisa

CIVIL AIRSIDE

MECHANICAL, HE & WATER TECHNIQUE DEPARTMENT HEAD Agus Suarsa

Maya Damayanti

ELECTRONIC DEPARTMENT HEAD Suko Saryono

PROJECT MANAGEMENT OFFICE GROUP HEAD Dwi Tedjowati

PROJECT PROGRAM DEPARTMENT HEAD Wahyudi

PROJECT PORTOFOLIO DEPARTMENT HEAD

BUSINESS DEVELOPMENT GROUP HEAD Novrihandri

AVIATION MARKETING GROUP HEAD Moch. Asrori

BUSINESS PLANNING & DEVELOPMENT DEPARTMENT HEAD Ristiyanto Eko Wibowo

AIRLINE MARKETING DEPARTMENT HEAD Rahadian D. Yogisworo

SUBSIDIARY & PARTNERSHIP

CARGO MARKETING DEPARTMENT HEAD Muhammad Thamrin

DEPARTMENT HEAD Zulkifli

CUSTOMER SERVICE DEPARTMENT HEAD I Md Kusuma Ariwardana

GENERAL MANAGER





CORPORATE SECRETARY Farid Indra Nugraha

379


CORPORATE ADMINISTRATION DEPARTMENT HEAD Alfasyah CORPORATE COMMUNICATION DEPARTMENT HEAD Handy Heryudhitiawan

LEGAL DEPARTMENT HEAD Rini Asriningsih

HEAD OF CORPORATE PLANNING & PERFORMANCE Yudhaprana Sugarda

FINANCE AND IT DIRECTOR Gunawan Agus Subrata

CORPORATE PLANNING DEPARTMENT HEAD Esti Dewi Fitriani CORPORATE PERFORMANCE MONITORING & EVALUATION DEPARTMENT HEAD Yuyun Waryunaningsih

HUMAN CAPITAL AND GENERAL AFFAIR DIRECTOR Daan Achmad

QUALITY MANAGEMENT DEPARTMENT HEAD Subakir

HEAD OF RISK MANAGEMENT AND COMPLIANCE Eddy Triyanto

RISK MANAGEMENT DEPARTMENT HEAD Masjuki COMPLIANCE DEPARTMENT HEAD Sugeng Widodo

NON AVIATION MARKETING GROUP HEAD Priyono

ACCOUNTING GROUP HEAD Rusli Amrin

RETAIL MARKETING DEPARTMENT HEAD Padma Pramudya

COST ACCOUNTING

TREASURY

IT PLANNING

DEPARTMENT HEAD

DEPARTMENT HEAD

DEPARTMENT HEAD

Deny Indra W

Deswarini

Ira Gayatri

F&B MARKETING DEPARTMENT HEAD Erwan aryanto

FINANCE GROUP HEAD Wisnu Darmojo

FINANCE

FUND MANAGEMENT

SOFTWARE

ACCOUNTING

DEPARTMENT HEAD

DEVELOPMENT

DEPARTMENT HEAD

Puri Estiningsih

DEPARTMENT HEAD

Mahendra

PROPERTY & ADVERTISING MARKETING DEPARTMENT HEAD Hulman Wesly

INFORMATION TECHNOLOGY GROUP HEAD Ridwan Moeis

TAX MANAGEMENT

Didik Hermanto

ACCOUNT

IT OPERATION

DEPARTMENT HEAD

RECEIVEABLE

DEVELOPMENT

Wirawan Buana

DEPARTMENT HEAD

DEPARTMENT HEAD

Junaedi

Yan Christofer G. Daulima

BUDGET MANAGEMENT DEPARTMENT HEAD Djoko Wahyono

NETWORK & INFRASTRUCTURE DEPARTMENT HEAD Tejo Sulaksono

HUMAN CAPITAL GROUP HEAD Purwanto

TRAINING & DEVELOPMENT GROUP HEAD Cecep Marga Sonjaya

GENERAL AFFAIR DEVELOPMENT GROUP HEAD Sigit Herdiyanto

ORGANIZATION DEV & CHANGE MANAGEMENT DEPARTMENT HEAD Imron Qodari

TRAINING MODULE DEVELOPMENT DEPARTMENT HEAD Sri Siswanti

OFFICE ADMINISTRATION DEPARTMENT HEAD Firstson Mansyur

COMPENSATION & INDUSTRIAL RELATION DEPARTMENT HEAD Alip Nugroho

TRAINING MANAGEMENT DEPARTMENT HEAD Barata Singgih Riwahono

OFFICE FACILITIES OPERATION & MAINTENANCE DEPARTMENT HEAD Heru Purwowibowo

CAREER & TALENT MANAGEMENT DEPARTMENT HEAD I Ketut Putra Gusnantha

TRAINING FACILITIES

ASSET MANAGEMENT DEPARTMENT HEAD Syahrul Samad

DEPARTMENT HEAD I B Kt Juliadnyana

380


Profil Jajaran Eksekutif EXECUTIVE OFFICERS PROFILE 1.

Miduk Situmorang,

1.

Miduk Situmorang,



Warga Negara Indonesia.Usia 55 tahun, lahir di Simpang

He is an Indonesian Citizen, aged 55 years, born in

Empat pada 8 Oktober 1959.

Simpang Empat on October 8, 1959.

Memperoleh gelar Drs jurusan Ekonomi-Akuntansi

He obtained the Drs degree, majoring in Economics

dari Universitas Medan Area, Medan (1989) dan gelar

– Accounting, from Medan Area University, Medan

Magister Manajemen dari Universitas Trisakti, Jakarta

(1989) and Master of Management degree from Trisakti

(2000). Menjabat sebagai Head of Internal Auditsejak 20

University, Jakarta (2000). He holds the position of Head

September 2013 berdasarkan SK Direksi No.SKEP.206/

of Internal Audit since September 20, 2013 based on

KP.07.03/2013.

Decision Letter of the Board of Directors No. SKEP.206/ KP.07.03/2013.

2.

3.

Farid Indra Nugraha,

2. Farid Indra Nugraha,

Corporate Secretary

Corporate Secretary

Warga Negara Indonesia.Usia 44 tahun, lahir di


Balikpapan pada 12 Maret 1970.

Balikpapan on March 12, 1970.

Menyelesaikan pendidikan pada Sekolah Tinggi

He completed his education at the Law Academy,

Hukum, Bandung tahun 1993 dan memperoleh gelar

Bandung in 1993 and obtained the Master of Law

Magister Hukum dari Universitas Airlangga pada tahun

degree from Airlangga University in 2004. He holds the

2004. Menjabat sebagai Corporate Secretary sejak 19

position of Corporate Secretary since February 19, 2013

Februari 2013 berdasarkan SK Direksi No.SKEP.206/

based on Decision Letter of the Board of Directors No.

KP.07.03/2013.

SKEP.206/ KP.07.03/2013.

Yudhaprana Sugarda,

3. Yudhaprana Sugarda,

Head of Corporate Planning and Performance

Head of Corporate Planning and Performance

Warga Negara Indonesia.Usia 47 tahun, lahir di Jakarta


pada 23 Januari 1967.

Jakarta on January 23, 1967.

Menyelesaikan pendidikan Strata Satu jurusan Teknik

He completed his undergraduate study in Civil

Sipil dari Universitas Katholik Parahyangan (1991) dan

Engineering at Parahyangan Catholic University

gelar Mastere Spesialise en Management Aeroportuaire

(1991) and the Mastere Spesialise en Management

(MSMA) dari Ecole Nationale de L’Aviation Civile

Aeroportuaire (MSMA) degree from Ecole Nationale

(ENAC), Toulouse, Perancis (1996) Menjabat sebagai

de L’Aviation Civile (ENAC), Toulouse, France (1996).

Head of Corporate Planning and Performance sejak

He holds the position of Head of Corporate Planning

19 Februari 2013 berdasarkan SK Direksi No.SKEP.206/

and Performance since February 19, 2013 based on

KP.07.03/2013.


4.

I Wayan Sutawijaya,

14. I Wayan Sutawijaya,

Head of Procurement

Head of Procurement

Warga Negara Indonesia. Usia 48 tahun, lahir di


Jembrana, Bali pada 4 Maret 1967.

Jembrana, Bali on March 4, 1967.

Memperoleh gelar Sarjana Hukum dari Universitas

He obtained the Bachelor of Law degree from

17 Agustus 1945, Semarang (1995)dan gelar Maister

University of August 17, 1945, Semarang (1995)

Manajemen dari STIE Mitra Indonesia, Yogyakarta

and Master of Management degree from STIE Mitra

(2002). Menjabat sebagai Head of Procurement sejak 20

Indonesia, Yogyakarta (2002). He holds the position of

September 2013 berdasarkan SK Direksi No.SKEP. 1525/

Head of Procurement since September 20, 2013 based

KP.07.03/2013.

on Decision Letter of the Board of Directors No. SKEP. 1525/KP.07.03/2013.


5.



Eddy Triyanto,



5. Eddy Triyanto,

Head of Risk Management and Compliance

Head of Risk Management and Compliance



Banyumas pada 9 Februari 1960.

Banyumas on February 9, 1960.

Memperoleh gelar Sarjana Ekonomi jurusan Manajemen

He obtained the Bachelor of Economics degree,

dari Universitas Diponegoro, Semarang (1986) dan gelar

majoring in Management, from Diponegoro University,

Magister Manajemen dari universitas yang sama pada

Semarang (1986) and Master of Management degree

2011. Menjabat sebagai Head of Procurement sejak 20

from the same university in 2011. He holds the position

September 2013 berdasarkan SK Direksi No.SKEP.1670/

of Head of Procurement since September 20, 2013

KP.07.03/2013.

based on Decision Letter of the Board of Directors No. SKEP.1670/KP.07.03/ 2013.

6.

Mariyanto,

6. Mariyanto,

Head of Corporate Social Responsibility

Head of Corporate Social Responsibility

Warga Negara Indonesia. Usia 52 tahun, lahir di Curup


pada 21 April 1962.

Curup on April 21, 1962.

Memperoleh gelar Sarjana Hukum jurusan Hukum

He obtained the Bachelor of Law degree, majoring in

Internasional

Padjajaran

(1987).

International Law, from Padjajaran University (1987).

Corporate

Social

He holds the position of Head of Corporate Social

Responsibility sejak 20 September 2013 berdasarkan SK

Responsibility since September 20, 2013 based on

Direksi No.SKEP. 1526/KP.07.03/2013.

Decision Letter of the Board of Directors No. SKEP. 1526/

Menjabat

dari

Universitas

sebagai

Head

of

KP.07.03/2013. 7.

Rusli Amrin,

7. Rusli Amrin,

Accounting Group Head

Accounting Group Head

Warga Negara Indonesia.Usia 55 tahun, lahir di Palopo


pada 18 Agustus 1959.

Palopo on August 18, 1959.

Menyelesaikan pendidikan Akuntansi pada Akademi

He completed his Accounting study at YPUP

Akuntansi YPUP, Ujung Pandangtahun 1981 dan

Accounting Academy, Ujung Pandang, in 1981 and

pada STIE YPUP Makassar (2001). Menjabat sebagai

at STIE YPUP Makassar (2001). He holds the position

Accounting Group Head sejak 19 Februari 2013

of Accounting Group Head since February 19, 2013

berdasarkan SK Direksi No.SKEP.206/KP.07.03/2013.

based on Decision Letter of the Board of Directors No. SKEP.206/KP.07.03/2013.

8.

Wisnu Darmojo,

8.

Wisnu Darmojo,

Finance Group Head

Finance Group Head



Yogyakarta pada 19 Juni 1966.

Yogyakarta on June 19, 1966.

Memperoleh gelar Sarjana Ekonomi-Akuntansi dari STIE

He obtained the Bachelor of Economics – Accounting

Swadaya pada tahun 2006. Menjabat sebagai Finance

degree from STIE Swadaya in 2006. He holds the

Group Head sejak 11 November 2013 berdasarkan SK

position of Finance Group Head since November 11,

Direksi No.SKEP. 1644/KP.07.03/2013.

2013 based on Decision Letter of the Board of Directors No. SKEP. 1644/KP.07.03/2013.

9.

Ridwan Moeis,

9. Ridwan Moeis,

Information Technology Group Head

Information Technology Group Head

Warga Negara Indonesia. Usia 49 tahun, lahir di Rantau


Prapat pada 11 Agustus 1965.

Rantau Prapat on August 11, 1965.

Memperoleh gelar Sarjana Ekonomi dari Universitas

He obtained the Bachelor of Economics degree from

381

382


Tarumanagara, Jakarta (1989) dan gelar Mastere en

Tarumanagara University, Jakarta (1989) and Mastere en

Management Aeroportuaire (MMA) dari Ecole Nationale

Management Aeroportuaire (MMA) degree from Ecole

de L’Aviation Civile (ENAC), Toulouse, Perancis (1998).

Nationale de L’Aviation Civile (ENAC), Toulouse, France

Menjabat sebagai Information Technology Group

(1998). He holds the position of Information Technology

Headsejak 19 Februari 2013 berdasarkan SK Direksi

Group Head since February 19, 2013 based on Decision

No.SKEP.206/KP.07.03/2013

Letter of the Board of Directors No. SKEP.206/KP.07.03/ 2013.

10. Moch. Asrori,

10. Moch. Asrori,

Aviation Marketing Group Head

Aviation Marketing Group Head

Warga Negara Indonesia. Usia 49 tahun, lahir di Ngawi


pada 7 Agustus 1965.

Ngawi on August 7, 1965.

Memperoleh gelar sarjana ekonomi dari Universitas

He obtained the bachelor of economics degree from

Terbuka pada tahun 1996. Menjabat sebagai Aviation

the Open University in 1996. He holds the position of

MarketingGroup

Aviation Marketing Group Head since February 19, 2013

Head

sejak

19

Februari

2013

berdasarkan SK Direksi No SKEP.206/KP.07.03/2013.

based on Decision Letter of the Board of Directors No. SKEP.206/KP.07.03/2013.

11. Novrihandri,

11. Novrihandri,

Business Development Group Head

Business Development Group Head

Warga Negara Indonesia.Usia 43 tahun, lahir di Padang,


pada 20 November 1971.

Padang, on November 20, 1971.

Menyelesaikan pendidikan strata satu akuntansi dari

He completed his undergraduate study in accounting

Universitas Andalaspada tahun 1996dan memperoleh

at Andalas University in 1996 and obtained MBA degree

gelar MBA dari Universitas Gajah Mada pada tahun

from Gajah Mada University in 2010. He holds the

2010. Menjabat sebagai Business DevelopmentGroup

position of Business Development Group Head since

Headsejak 20 September 2013 berdasarkan SK Direksi

September 20, 2013 based on Decision Letter of the

No.SKEP. 1515/KP.07.03/2013.

Board of Directors No. SKEP. 1515/KP.07.03/2013.

12. Priyono,

12. Priyono,

Non Aviation Marketing Group Head

Non-Aviation Marketing Group Head



Kebumen pada 12 September 1958.

Kebumen on September 12, 1958.

Memperoleh gelar Sarjana Ekonomi dari Universitas


Nasional, Jakarta (1994).Menjabat sebagai Non Aviation

the National University, Jakarta (1994). He holds the

Marketing Group Head sejak 20 September 2013

position of Non-Aviation Marketing Group Head since

berdasarkan SK Direksi No.SKEP. 1517/KP.07.03/2013

September 20, 2013 based on Decision Letter of the Board of Directors No. SKEP. 1517/KP.07.03/2013.

13. Yudi Maisa,

13. Yudi Maisa,

Airport Equipment Readiness Group Head

Airport Equipment Readiness Group Head



Pontianak pada 23 Mei 1968.

Pontianak on May 23, 1968.

Memperoleh gelar sarjana teknik mesin dari Universitas

He obtained bachelor of mechanical engineering

Atmajaya, Jakarta (1991) dan Universitas Mercu Buana

degree from Atmajaya University, Jakarta (1991) and

(2003). Menjabat sebagai Airport Equipment Readiness

Mercu Buana University (2003). He holds the position

Group Head sejak 19 Februari 2013 berdasarkan SK

of Airport Equipment Readiness Group Head since

Direksi No.SKEP.206/KP.07.03/2013.

February 19, 2013 based on Decision Letter of the Board of Directors No. SKEP.206/KP.07.03/2013.




14. Widodo,



14. Widodo,

Airport Facilities Readiness Group Head

Airport Facilities Readiness Group Head

Warga Negara Indonesia. Usia 47 tahun, lahir di Medan


pada 29 Juni 1967.

Medan on June 29, 1967.

Memperoleh gelar sarjana teknik sipil dari Universitas

He obtained bachelor of civil engineering degree

Atmajaya, Jakarta (1994).Menjabat sebagai

Airport

from Atmajaya University, Jakarta (1994). He held the

Facilities Readiness Group Head sejak 19 Februari 2013

position of Airport Facilities Readiness Group Head


since February 19, 2013 based on Decision Letter of the Board of Directors No. SKEP.206/KP.07.03/2013.

15. Andiko Surya Widjaya,

15. Andiko Surya Widjaya,

Safety, Health and Environment Group Head

Safety, Health and Environment Group Head



Palembang pada 21 Maret 1965.

Palembang on March 21, 1965.

Memperoleh gelar Sarjana Teknik Sipil dari Institut

He obtained the Bachelor of Civil Engineering degree

Bankir Indonesia, Jakarta (1993). Menjabat sebagai

from the Indonesian Institute of Bankers, Jakarta

Safety, Health and Environment Group Head sejak 19

(1993). He holds the position of Safety, Health and

Februari 2013 berdasarkan SK Direksi No.SKEP.206/

Environment Group Head since February 19, 2013

KP.07.03/2013

based on Decision Letter of the Board of Directors No. SKEP.206/ KP.07.03/2013.

16. Dwi Tedjowati,

16. Dwi Tedjowati,

Project Management Office Group Head

Project Management Office Group Head


She is an Indonesian Citizen, aged 49 years, born in

Yogyakarta pada 5 Maret 1965.

Yogyakarta on March 5, 1965.

Memperoleh gelar Sarjana Teknik Sipil dari Universitas

She obtained the Bachelor of Civil Engineering from

Indonesia, Jakarta (1990). Menjabat sebagai Project

the University of Indonesia, Jakarta (1990). She holds

Management OfficeGroup Head sejak 20 September

the position of Project Management Office Group Head

2013

since September 20, 2013 based on Decision Letter of

berdasarkan

SK

Direksi

No.SKEP.

1517/

KP.07.03/2013

the Board of Directors No. SKEP. 1517/KP.07.03/2013.

17. Chadik Wibowo,

17. Chadik Wibowo,

Airport Security Group Head

Airport Security Group Head

Warga Negara Indonesia. Usia 54 tahun, lahir di Kudus


pada 10 Maret 1960.

Kudus on March 10, 1960.

Menyelesaikan

pendidikan

Penerbangan

dari

He completed his Aviation education at the Aviation

Pendidikan dan Latihan Penerbangan (PLP), Curug

Education and Training, Curug (2000). He holds

(2000). Menjabat sebagai Airport Security Group

the position of Airport Security Group Head since

Head sejak 20September 2013 berdasarkan SK Direksi

September 20, 2013 based on Decision Letter of the

No.SKEP. 1517/KP.07.03/2013.

Board of Directors No. SKEP. 1517/KP.07.03/2013.

18. Nugroho Jati,

18. Nugroho Jati,

Airport Services Group Head

Airport Services Group Head

Warga Negara Indonesia.Usia 41 tahun, lahir di Jakarta


pada 25 Oktober 1973.

Jakarta on October 25, 1973.

Memperoleh gelar sarjana ekonomi dari Universitas

He obtained the bachelor of economics degree from

Mahasaraswati, Mataram (2001) dan gelar magister

Mahasaraswati University, Mataram (2001) and master of management degree from Hasanuddin University,

383

384


manajemen dari Universitas Hasanuddin, Makassar

Makassar (2011). He holds the position of Airport

(2011). Menjabat sebagai

Airport Services Group

Services Group Head since September 20, 2013 based

Head sejak 20 September 2013 berdasarkan SK Direksi

on Decision Letter of the Board of Directors No. SKEP.

No.SKEP. 1517/KP.07.03/2013.

1517/KP.07.03/2013.

19. Purwanto,

19. Purwanto,

Human Capital Group Head

Human Capital Group Head

Warga Negara Indonesia.Usia 51 tahun, lahir di Wonogiri


pada 2 Juli 1963.

Wonogiri on July 2, 1963.

Menyelesaikan pendidikan Strata Satu jurusan Sosial

He completed his undergraduate study in Social

Politik dari Universitas Gajah Mada, Yogyakarta (1987)

Politics at Gajah Mada University, Yogyakarta (1987)

dan gelar Magister Manajemen dari Universitas Mercu

and Master of Management degree from Mercu Buana

Buana (2003). Menjabat sebagai Head of Procurement

University (2003). He holds the position of Human

sejak 20 September 2013 berdasarkan SK Direksi

Capital Group Head since September 20, 2013 based on

No.SKEP.206/KP.07.03/2013.


20. Sigit Herdiyanto,

20. Sigit Herdiyanto,

General Affair Group Head

General Affair Group Head

Warga Negara Indonesia. Usia 50 tahun, lahir di Jakarta


pada 10 Januari 1964.

Jakarta on January 10, 1964.

Memperoleh gelar Sarjana Ekonomi dari STIE Swadaya


pada tahun 1998 dan Magister Manajemen dari STIE

STIE Swadaya in 1998 and Master of Management

STIKUBANK, Semarang (2006) Menjabat sebagai

from STIE STIKUBANK, Semarang (2006). He holds the

FinanceGroup

position of Finance Group Head since November 11,

Head

sejak

11

November

2013


2013 based on Decision Letter of the Board of Directors No. SKEP.206/ KP.07.03/2013.

21. Cecep Marga Sonjaya,

21. Cecep Marga Sonjaya,





Bandung pada 3 Februari 1965.

Bandung on February 3, 1965.

Memperoleh gelar Sarjana Ekonomi dan Sarjana

He obtained the Bachelor of Economics degree and

IT dari Universitas Mahasaraswati, Denpasar(2000)

Bachelor of IT degree from Mahasaraswati University,

dan Magister Manajemen dari Universitas Sahid,

Denpasar (2000) and Master of Management degree

Jakarta (2009). Menjabat sebagai Training and

from Sahid University, Jakarta (2009). He holds the

DevelopmentGroup Head sejak 19 Februari 2013

position of Training and Development Group Head

berdasarkan SK Direksi No.SKEP.206/KP.07.03/2013

since February 19, 2013 based on Decision Letter of the Board of Directors No. SKEP.206/KP.07.03/2013.






Daftar Entitas Anak LIST OF SUBSIDIARIES

Di awal tahun 2012, Perseroan mendirikan empat anak

In the beginning of 2012, the Company established four

perusahaan

meningkatkan

subsidiaries which assist in increasing non-aeronautics

pendapatan bisnis non-aeronautika serta peningkatan

business revenues and improving then Customer Satisfaction

Customer Satisfaction Index (CSI).

Index (CSI).

1.

1. PT Angkasa Pura Hotels

yang

membantu

untuk

PT Angkasa Pura Hotels Didirikan atas persetujuan Dewan Komisaris Perseroan

This subsidiary was established based on approval of

Nomor192/DK.API/2011 dan Akte Pendirian Perusahaan

the Company’s Board of Commissioners Number 192/

Nomor 03 oleh Notaris Nanda Fauz Iwan, SH,M.Kn

DK.API/2011 and Deed of Company Establishment

tanggal 6 Januari 2012. Bidang usaha anak perusahaan

Number 03 passed before Notary Nanda Fauz Iwan,

ini adalah penyediaan akomodasi pariwisata dengan

SH, M.Kn dated January 6, 2012. The subsidiary’s line

modal dasar sebesar Rp120 miliar. Kepemilikan saham

of business is tourism accommodation provision with

Perseroan pada perusahaan ini adalah 99,97%.

authorized capital of Rp120 billion. The Company’s shareholding in this subsidiary is 99.97%.

Susunan Dewan Komisaris dan Direksi PT Angkasa Pura

The composition of the Board of Commissioners and

Hotels adalah sebagai berikut.

Board of Directors of PT Angkasa Pura Hotels is as follows:

Komisaris Utama : Farid Indra Nugraha

President Commissioner : Farid Indra Nugraha

Komisaris

: Ruspen Saragih

Commissioner

: Ruspen Saragih

Direktur Utama

: Danny P. Thaharsyah

Direktur

: Israwadi

President Director

: Danny P. Thaharsyah

Director

: Israwadi

Ikhtisar Posisi Kinerja Keuangan PT Angkasa Pura Hotels

Dalam Rupiah Penuh in Fully Amount Rupiah

Overview of PT Angkasa Pura Hotels’ Financial Performance KETERANGAN

2013

Ikhtisar Posisi Keuangan PT Angkasa Pura Hotels Aset lancar

2012

DESCRIPTION

Overview of Financial Position of PT Angkasa Pura Hotels

27.181.415.930

112.453.360.460

Current Assets

103.518.254.682

21.170.621.773

Non-Current Assets

130.699.670.612

133.623.982.232

Total Assets

Kewajiban Jangka Pendek

4.672.441.696

19.746.881.037


Kewajiban Jangka Panjang

27.701.449.155

-


Ekuitas

98.325.779.762

113.877.101.195

Equity

130.699.670.612

133.623.982.232

Total Liabilities and Equity

Aset tidak lancar Jumlah Aset

Jumlah Kewajiban danEkuitas

Ikhtisar Laporan Laba Rugi PT Angkasa Pura Hotels Pendapatan Operasional Harga Pokok Produksi

Overview of Statements of Income of PT Angkasa Pura Hotels

6.242.763.015

-

Operating Revenues

227.548.676

-

Cost of Goods Sold

Laba Kotor

6.015.214.339

-

Gross Profit

Beban Operasional

9.003.111.764

3.994.992.909

Operating Expenses

15.662.830.295

3.449.386.584

General Expenses

Beban Umum

385

386


KETERANGAN Total Beban Umum

2013

2012

DESCRIPTION

24.665.942.059

7.444.379.493

Total Operating and General

(18.650.727.720)

(7.444.379.493)

Operating Income (Loss)

3.099.406.287

1.416.691.956

Other Operating Revenues

Operasional

Expenses

Laba (Rugi) Operasional Pendapatan (Biaya) Operasional

(Expenses) Laba (Rugi) Bersih Sebelum

(15.551.321.434)

(6.027.687.537)

Net Income (Loss) Before Tax

Pajak

2.

2. PT Angkasa Pura Logistics

PT Angkasa Pura Logistics Didirikan atas persetujuan Dewan Komisaris Perseroan

This subsidiary was established based on approval

Nomor

Pendirian

of the Company’s Board of Commissioners Number

Perusahaan Nomor 01 oleh Notaris Nanda Fauz Iwan,

194/DK.API/2011 Deed of Company Establishment

SH,M.Kn tanggal 6 Januari 2012. Bidang usaha anak

Number 01 03 passed before Notary Nanda Fauz Iwan,

perusahaan ini adalah jasa pengurusan transportasi

SH, M.Kn dated January 6, 2012. The subsidiary’s line of

(freight forwarding) dengan modal dasar sebesar Rp80

business is transportation arrangement service (freight

miliar. Kepemilikan saham Perseroan pada perusahaan

forwarding) with authorized capital of Rp80 billion. The

ini adalah 98%.

Company’s shareholding in this subsidiary is 98%.



Logistics adalah sebagai berikut :

Board of Directors of PT Angkasa Pura Logistics is as

Komisaris Utama : Daan Achmad

follows:

Komisaris

: Diding Sukardi

President Commissioner : Daan Achmad

Komisaris

: Parlindungan Situmorang

Commissioner

: Diding Sukardi

194/DK.API/2011

dan

Akte

Commissioner

: Parlindungan Situmorang

Direktur Utama : Irwan Garniwa

President Director

: Irwan Garniwa

Direktur

: Satrio Witjaksono

Director

: Satrio Witjaksono

Direktur

: E.M. Fredy Santoso

Director

: E.M. Fredy Santoso

Ikhtisar Posisi Kinerja Keuangan PT Angkasa Pura Logistics


Overview of PT Angkasa Pura Logistics’ Financial Performance KETERANGAN

2013

Ikhtisar Posisi Keuangan PT Angkasa Pura Logistics

2012

DESCRIPTION

Overview of Financial Position of PT Angkasa Pura Logistics

Aset lancar

56.606.363.487

57.795.865.238

Current Assets

Aset tidak lancar

18.183.990.173

4.929.583.894

Non-Current Assets

74.790.353.659

62.725.449.132

Total Assets

Jumlah aset



KETERANGAN




2013

2012

Liabilitas

33.788.714.010

33.879.643.160

Liabilities

Ekuitas

41.001.639.649

28.845.805.972

Equity

74.790.353.659

62.725.449.132


Jumlah Liabilitas danEkuitas

Ikhtisar Laporan Laba Rugi PT Angkasa Pura Logistics Pendapatan Operasional Beban Operasional Laba (Rugi) Operasional Pendapatan (Beban) Non

DESCRIPTION

Overview of Statements of Income of PT Angkasa Pura Logistics

106.933.270.273

58.554.137.787

Operating Revenues

89.287.688.177

51.995.965.488

Operating Expenses

17.645.582.096

6.558.172.299

Operating Income (Loss)

6.086.004.703

3.626.483.398

Non-Operating Revenues (Expenses)

23.731.586.799

10.184.655.697

Profit (Loss) Before Income Tax

5.829.947.150

2.338.849.725

Income Tax

17.901.639.649

7.845.805.972

Comprehensive Income (Loss)

Operasional Laba (Rugi) Sebelum Taksiran Pajak Penghasilan Pajak Penghasilan Laba (Rugi) Komprehensif Setelah Pajak

After Tax

Laba (Rugi) Per Saham

852.459

3. PT Angkasa Pura Property

373.610

3.

Earnings (Loss) per Share


Didirikan atas persetujuan Dewan Komisaris Perseroan

This subsidiary was established based on approval of

Nomor 193/DK.API/2011 dan Akte Pendirian Perusahaan

the Company’s Board of Commissioners Number 193/

Nomor 02 oleh Notaris Nanda Fauz Iwan, SH,M.Kn

DK.API/2011 and Deed of Company Establishment

tanggal 6 Januari 2012. Bidang usaha anak perusahaan

Number 02 03 passed before Notary Nanda Fauz Iwan,

ini adalah pembangunan, perdagangan dan jasa

SH, M.Kn dated January 6, 2012. The subsidiary’s line

dengan modal dasar sebesar Rp42 miliar. Kepemilikan

of business is construction, trading, and services with

saham Perseroan pada perusahaan ini adalah 99,86%.

authorized capital of Rp42 billion. The Company’s shareholding in this subsidiary is 99.86%.



Property adalah sebagai berikut.

Board of Directors of PT Angkasa Pura Property is as

Komisaris Utama : Gunawan Agus Subrata

follows:

Komisaris

President Commissioner : Gunawan Agus Subrata

: Imam Wibowo

Commissioner

: Imam Wibowo

Direktur Utama : I. G. K. Mangku

President Director

: I. G. K. Mangku

Direktur

: Wiwit Nugroho

Director

: Wiwit Nugroho

Direktur

: Daniel Martin

Director

: Daniel Martin

387

388


Ikhtisar Posisi Kinerja Keuangan PT Angkasa Pura Property


Overview of PT Angkasa Pura Property’s Financial Performance KETERANGAN

2013

Ikhtisar Posisi Keuangan PT Angkasa Pura Property Aset lancar Aset tidak lancar Jumlah aset Liabilitas lancar Ekuitas Jumlah Liabilitas danEkuitas

2012

DESCRIPTION

Overview of Financial Position of PT Angkasa Pura Property

34.130.621.920

7.881.663.297

Current Assets

7.898.194.837

62.165.620

Non-Current Assets

42.028.816.757

7.943.828.918

Total Assets

6.909.560.395

230.856.149

Current Liabilities

35.119.256.362

7.712.972.768

Equity

42.028.816.757

7.943.828.917


Ikhtisar Laporan Laba Rugi PT Angkasa Pura

Overview of Statements of Income of PT Angkasa Pura

Property

Property


3.569.270.655

Cost of Goods Sold

Operating Revenues

Harga Pokok Penjualan

2.997.573.996

Gross Profit (Loss)

Cost of Goods Sold

Laba (Rugi) Kotor

571.696.659

Operating Expenses

Gross Profit (Loss)

Beban Operasional

6.432.808.998

Operating Loss

Operating Expenses

Rugi Operasional Pendapatan (Biaya) Non Operasional Rugi Sebelum Pajak Penghasilan Rugi Bersih Tahun Berjalan Rugi Komprehensif Tahun Berjalan

(5.861.112.339)

Non-Operating Revenues

1.767.395.933

Loss Before Income Tax

(4.093.716.406)

Net Loss for the Current Year

(4.093.716.406)

Comprehensive Loss for the Current Year

(4.093.716.406)

4. PT Angkasa Pura Supports Didirikan atas persetujuan Dewan Komisaris Perseroan Nomor 17/DK.API/2012 tanggal 31 Januari 2012 dan dan Akte Pendirian Perusahaan Nomor 03 oleh Notaris Nanda Fauz Iwan,SH,M.Kn tanggal 9 Februari 2012. Perusahaan ini bergerak dalam bidang jasa, pembangunan, pengangkutan darat, perbengkelan, percetakan, dan perdagangan dengan modal dasar Rp125 miliar. Kepemilikan saham PT Angkasa Pura I (Persero) pada perusahaan ini adalah 99,61%.

Operating Loss

(Expenses)

(2.787.027.232)

4.

Non-Operating Revenues (Expenses) Loss Before Income Tax Net Loss for the Current Year Comprehensive Loss for the Current Year

PT Angkasa Pura Supports This subsidiary was established based on approval of the Company’s Board of Commissioners Number 17/DK.API/2012 dated January 31, 2012 and Deed of Company Establishment Number 03 passed before Notary Nanda Fauz Iwan, SH, M.Kn dated February 9, 2012. This company is active in the fields of services, construction, land transportation, workshop, printing, and trading, with authorized capital of Rp125 billion. The shareholding of PT Angkasa Pura I (Persero) in this subsidiary is 99.61%.





389




Supports adalah sebagai berikut :

Board of Directors of PT Angkasa Pura Supports is as

Komisaris Utama : Yushan Sayuti

follows:

Komisaris

: Moch. Asrori

President Commissioner : Yushan Sayuti

Direktur Utama

: Edyana Paramitasari

Commissioner

: Moch. Asrori

Direktur

: Novrihandri

President Director

: Edyana Paramitasari

Direktur

: Putu Pudja Supradnyana

Director

: Novrihandri

Director

: Putu Pudja Supradnyana

Ikhtisar Posisi Kinerja Keuangan PT Angkasa Pura Supports


Overview of PT Angkasa Pura Supports’ Financial Performance KETERANGAN

2013

2012

Ikhtisar Posisi Keuangan PT Angkasa Pura Supports

DESCRIPTION

Overview of Financial Position of PT Angkasa Pura Supports

Aset lancar

90.284.325.046

22.477.212.928

Current Assets

-

-

Non-Current Assets

166.867.840.992

39.311.667.960

Total Assets

Liablitas Jangka Pendek

23.766.041.930

6.254.946.706


Liablitas Jangka Panjang

12.490.297.798

2.384.715.380


130.611.501.264

30.672.005.874

Equity

166.867.840.992

39.311.667.960


Aset tidak lancar Jumlah Aset

Ekuitas Jumlah Liabilitas danEkuitas

Ikhtisar Laporan Laba Rugi PT Angkasa Pura Supports

Overview of Statements of Income of PT Angkasa Pura Supports


153.470.044.567

7.364.305.674

Operating Revenues

Harga Pokok

126.996.033.443

5.262.596.283

Cost of Goods Sold

Keuntungan Kotor

26.474.011.123

2.101.709.391

Gross Profit

Beban Operasional

15.242.135.298

5.394.353.522

Operating Expenses

Laba (Rugi) Operasi

11.231.875.826

(3.292.644.131)

Comprehensive Operating

Komprehensif Laba (Rugi) Operasi

Income (Loss) 9.633.581.641

(1.725.570.292)

Komprehensif Sebelum Pajak

Comprehensive Operating Income (Loss) Before Income

Penghasilan

Tax

Pajak Penghasilan

(1.299.086.251)

397.576.176

Income Tax

Laba (Rugi) Setelah Pajak

8.334.495.390

(1.327.994.116)

Profit (Loss) After Tax

-

-

Earnings (Loss) per Share

Laba (Rugi) Per Saham

390


Perusahaan Afiliasi Dan Yayasan AFFILIATED COMPANIES AND FOUNDATIONS

PT Gapura Angkasa

PT Gapura Angkasa

PT Gapura Angkasa didirikan pada tahun 1998 sebagai

PT Gapura Angkasa was established on 1998 as an

penyedia

yang

independent ground handling service provider which

menawarkan kompetisi yang lebih besar pada jasa ground

offers more competition in ground handling service sector.

handling. PT Gapura Angkasa menyediakan bagi maskapai

PT Gapura Angkasa provides to the airlines operating in

penerbangan yang beroperasi di Indonesia dengan alternatif

Indonesia an alternative of choices in service quality, which

pilihan dalam kualitas pelayanan, yang meliputi kargo dan

consists of cargo and warehousing, passenger and baggage

pergudangan, penumpang dan penanganan bagasi, operasi

handling, flight operations and aircraft service, as well as

penerbangan dan servis pesawat udara, serta kegiatan usaha

other business activities which can support the aviation

lainnya yang dapat menunjang usaha penerbangan di

business in the work area of the Company and Angkasa Pura

wilayah kerja Perseroan dan Angkasa Pura II.

II.

PT Gapura Angkasa adalah perusahaan patungan yang

PT Gapura Angkasa is a joint-venture company established

didirikan oleh tiga BUMN, yaitu PT Garuda Indonesia

by three SOEs, namely PT Garuda Indonesia (Persero), PT

(Persero), PT Angkasa Pura I (Persero), dan PT Angkasa Pura

Angkasa Pura I (Persero), and PT Angkasa Pura II (Persero),

II (Persero), yang senantiasa menekankan pada kebutuhan

which always puts emphasize on the requirement of service

untuk peningkatan layanan serbadi bidang layanan dan

improvement in the fields of service and performance,

kinerja, personil dan peralatan.

personnel, and equipment.

Pendirian perusahaan telah mendapat persetujuan Menteri

The company’s establishment has obtained approval from

Keuangan RI Nomor: SR-546/MK.016/97 tanggal 5 November

the Finance Minister of the Republic of Indonesia Number:

1997 tentang Pendirian Perusahaan Patungan Ground

SR-546/MK.016/97 dated November 5, 1997 concerning

Handling antara tiga BUMN tersebut. Dari masing-masing

Establishment of Ground Handling Joint-Venture Company

pendiri diatur hak dan kewajibannya dalam penyertaan

by the three SOEs. The rights and obligations of the

modal sebagai berikut.

respective founders in terms of equity participation are

jasa

ground handling

independen

governed as follows: •

•

PT Garuda Indonesia (Persero) dengan penyertaan

•

PT Garuda Indonesia (Persero), with equity participation

modal sebesar 37,50%, berkewajiban menyerahkan

of 37.50%, has the obligation to submit all ground

seluruh aset Ground Support Equipment (GSE) sesuai hasil

support equipment (GSE) assets in accordance with the

penilaian oleh PT Sucofindo yang ditetapkan nilainya

result of valuation by PT Sucofindo, which stipulated

sebesar Rp122.521.957.000,- dan berhak menerima

the value at Rp122,521,957,000.- and has the right to

goodwill sebesar Rp23.040.000.000,-

receive goodwill in the amount of Rp23,040,000,000.-

PT Angkasa Pura I (Persero) dengan penyertaan modal

•

PT Angkasa Pura I (Persero), with equity participation

sebesar 31,25%, berkewajiban menyetor aset senilai

of 31.25%, has the obligation to deposit assets in the

Rp1.415.600.000,- dan uang tunai sebesar Rp65.784.400,-

amount of Rp1,415,600,000.- and cash in the amount of Rp65,784,400.-

•

PT Angkasa Pura II (Persero) dengan penyertaan modal

sebesar

31,25%,

berkewajiban

•

PT Angkasa Pura II (Persero), with equity participation

menyetor

of 31.25%, has the obligation to deposit assets in the

aset senilai Rp600.239.000,- dan uang tunai sebesar

amount of Rp600,239,000.- and cash in the amount of

Rp66.599.761.000,-

Rp66,599,761,000.-

Anggaran pendirian perusahaan mengalami perubahan

There was an amendment to the company’s articles of

berdasarkan Akta Nomor 33 tanggal 21 Desember 1999 oleh

association based on Deed Number 33 dated December

Imas Fatimah SH. Notaris yang mengubah salah satu kegiatan

21, 1999 passed before Imas Fatimah SH., Notary, which

usaha perusahaan dari sebelumnya adalah cargo and mail

changed one of the company’s business activities from






menjadi cargo, warehousing and mail, dan diubah lagi

previously cargo and mail to become cargo, warehousing,

berdasarkan Akta Nomor 2 Tanggal 1 September 2010 oleh

and mail, which was subsequently amended once more

R. Suryawan Budi Prasetiyono SH, MKn, notaris di Jakarta dan

based on Deed Number 2 dated September 1, 2010 passed

telah memperoleh persetujuan perubahan anggaran dasar

before R. Suryawan Budi Prasetiyono SH, MKn, notary in

sesuai Keputusan Menteri Hukum dan HAM RI Nomor: AHU-

Jakarta, which has obtained approval for amendment to

45974AH.01.02 tahun 2010 tanggal 28 September 2010.

articles of association pursuant to Decision of the Minister of Justice and Human Rights of the Republic of Indonesia Number: AHU-45974AH.01.02 year 2010 dated September 28, 2010.

Bidang usaha utama perusahaan setelah perubahan akta

The company’s main business lines after amendment to the

adalah sebagai berikut.

deed are as follows:

1.

Akomodasi dan representasi

1.

Accommodation and representation

2.

Kontrol muatan, komunikasi, dan kontrol keberangkatan

2.

Control of content, communication, and departure

3.

Unit perangkat kontrol muatan

3.

Control of content tools unit

4.

Penumpang dan bagasi

4.

Passengers and baggage

5.

Kargo, pergudangan, dan surat-menyurat

5.

Cargo, warehousing, and mail

6.

Layanan perjalanan

6.

Travel services

7.

Pelayanan pesawat

7.

Aircraft services

8.

Minyak dan bahan bakar

8.

Gasoline and fuel

9.

Pemeliharaan pesawat

9.

Aircraft maintenance

10. Operasi penerbangan dan administrasi kru

10. Flight operations and crew administration

11. Transportasi landasan

11. Ground transportation

12. Katering dan pelayanan

12. Catering and services

13. Administrasi dan pengawasan

13. Administration and surveillance

14. Keamanan bandara

14. Airport security

15. Pergudangan dan logistik

15 Warehousing and logistics

16. Konsultan penanganan landasan

16. Ground handling consultant

17. Pendidikan dan pelatihan serta penyediaan tenaga ahli

17. Education and training as well as provision of ground

penanganan landasan

handling experts

PT Gapura Angkasa telah mengukir peran penting dalam

PT Gapura Angkasa has taken a critical role in local airport

industri bandara setempat. Sebagai perusahaan patungan

industry. As a joint-venture company between the national

antara maskapai nasional PT Garuda Indonesia dan dua

airline PT Garuda Indonesia and two state-owned main

otoritas bandara utama milik negara, Perseroan dan PT

airport authorities, namely the Company and PT Angkasa

Angkasa PuraII (Persero), kinerja di bidang layanan, personil,

Pura II (Persero), its performance in the field of services,

dan peralatan senantiasa mengalami perkembangan.

personnel, and equipment has always been developing.

PT Garuda Indonesia

PT Garuda Indonesia

Sesuai dengan Risalah Rapat Umum Pemegang Saham

Pursuant to Minutes of the Company’s Extraordinary

Luar Biasa Perusahaan Nomor RIS-01/MBU/2008 tanggal 27

General Shareholders Meeting Number RIS-01/MBU/2008

Juni 2008 yang menyatakan persetujuan meratifikasi atau

dated June 27, 2008 which stated its approval to ratify or

mengesahkan konversi obligasi wajib konversi menjadi

validate the conversion of mandatory convertibles into

penyertaan saham sejumlah 124.248 lembar saham

equity participation in 124,248 shares with book value per

dengan nilai nominal persaham Rp1.000.000,- atau sebesar

share of Rp1,000,000,- or an amount of Rp124,248,000,000.-

391

392


Rp124.248.000.000,-(seratus dua puluh empat miliar dua

(one hundred twenty-four billion two hundred forty-eight

ratus empat puluh delapan juta rupiah). RUPS tersebut juga

million rupiah) in total. The GSM also granted approval to the

menyetujui Direksi untuk melakukan negosiasi dengan

Board of Directors to negotiate with the Board of Directors

Direksi PT Garuda Indonesia (Persero) mengenai kompensasi

of PT Garuda Indonesia (Persero) on the compensation of

penyelesaian konversi terhitung sejak tanggal 2 November

conversion settlement which was calculated for the period

2006 sampai dengan tanggal 13 April 2007 berdasarkan

starting from November 2, 2006 until April 13, 2007 based on

kesepakatan para pihak sebesar Rp4.050.484.800,- sebelum

agreement of the parties in the amount of Rp4,050,484,800.-

dipotong pajak yang telah dicatat pada pos pendapatan luar

before tax, which has been recorded in Extraordinary Items

biasa

account.

Berdasarkan akta perubahan Anggaran Dasar PT Garuda

Based on deed of amendment to Articles of Association of PT

Indonesia (Persero) Nomor 24 tanggal 16 November

Garuda Indonesia (Persero) Number 24 dated November 16,

2010 dari Notaris Fatimah Helmi, SH perihal penerbitan

2010 passed before Notary Fatimah Helmi, SH concerning

saham seri A dan B dan perubahan nominal saham dari

the issuance of series A and B shares as well as change in

Rp1.000.000,- per lembar saham menjadi Rp500,- per lembar

book value of the shares from Rp1,000,000.- per share to

saham. Dengan perubahan tersebut, jumlah lembar saham

Rp500.- per share. Based on this change, the number of

kepemilikan Perseroan menjadi 248.496.000 lembar saham.

shares in the Company’s ownership became 248,496,000

Investasi saham pada PT Garuda Indonesia tersebut dicatat

shares. The investment in shares of PT Garuda Indonesia is

pada pembukuan perusahaan dengan menggunakan cost

recorded in the company’s books by using cost method.

method. PT Jasa Marga Bali Tol

PT Jasa Marga Bali Tol

Investasi dalam saham pada PT Jasa Marga Bali Tol

Investment in shares of PT Jasa Marga Bali Tol is an

merupakan konsorsium investasi pembangunan jalan

investment consortium for the construction of Nusa Dua

tol Nusa Dua – Ngurah Rai – Benoa di Bali oleh beberapa

– Ngurah Rai – Benoa toll road in Bali by several SOEs. This

perusahaan BUMN. Investasi ini telah mendapat persetujuan

investment has obtained approval from the Minister of

dari Menteri BUMN dengan surat Nomor S-549/MBU/2011

State-Owned Enterprises through letter Number S-549/

tanggal 25 Oktober 2011. Investasi pada PT Jasa Marga Bali

MBU/2011 dated October 25, 2011. Investment in PT Jasa

Tol sebesar Rp18 miliar atau kepemilikan saham sebesar 10%.

Marga Bali Tol is amounted to Rp18 billion, or representing a

Investasi saham pada PT Jasa Marga Bali Tol tersebut dicatat

10% shareholding. The investment in shares of PT Jasa Marga

pada pembukuan perusahaan dengan metode cost method.

Bali Tol is recorded in the company’s books by using cost method.

Dana Pensiun Angkasa Pura Airports (DAPENRA)

Angkasa Pura Airports Pension Fund (DAPENRA)

DAPENRA didirikan pada tanggal 6 Oktober 1998 berdasar

DAPENRA established on October 6, 1998 based on the

Keputusan Direksi PT Angkasa Pura I (Persero) Nomor:

decision of the Directors of PT Angkasa Pura I (Persero)

KEP.1156/KU.60/1998 dan disahkan oleh Menteri Keuangan

Number: KEP.1156/KU.60/1998 and approved by the Ministry

Republik Indonesia dengan Keputusan Nomor: KEP.393/

of Finance of the Republic of Indonesia by Decree No.

KM.17/199 tanggal 15 November 1999. Pembentukan

15 dated KEP.393/KM.17/199 November 1999. Formation

DAPENRA merupakan salah satu bentuk komitmen Perseroan

DAPENRA is one of the Company’s commitment to the

terhadap kesejahteraan pegawainya pada masa pensiun,

welfare of their employees at retirement, as well as efforts to

sekaligus sebagai upaya untuk memberikan rasa aman

provide security in work, motivation and productivity.

dalam bekerja, menumbuhkan motivasi dan produktivitas. Tugas utama DAPENRA adalah mengelola Program Pensiun

DAPENRA main task is to manage the Defined Benefit Pension

Manfaat Pasti (PPMP) pegawai Angkasa Pura Airports yang

Plan (PPMP) Angkasa Pura Airports employees are the source






sumber pendanaannya berasal dari iuran pendiri (Perseroan),

of its funding comes from dues founder (the Company), the

iuran peserta (pegawai) dan hasil pengembangan atas dana

contributions of participants (employees) and the returns on

yang dikelola DAPENRA.

the funds managed DAPENRA.

Dalam kurun waktu 14 tahun sejak awal kiprahnya pada

In the 14 years since the very beginning in 1999, showing

tahun 1999, DAPENRA menunjukkan perkembangan

the development of performance DAPENRA very proud that

kinerja yang sangat membanggakan yang dapat dilihat dari

significant progress can be seen from the average assets

perkembangan signifikan rerata aset dan akumulasi dana

managed funds and accumulation, as well as the ability

yang dikelola, serta kemampuan DAPENRA memberikan

DAPENRA provide other benefits such as holiday allowance

manfaat lain berupa Tunjangan Hari Raya (THR), memberikan

(THR), provide extension deadline time of Transition to

perpanjangan tenggat waktu peralihan ke Manfaat Pensiun

Retirement Benefits Widow for 3 months when the pensioner

Janda selama 3 bulan saat pensiunan meninggal dunia,

dies, an additional Rp 400 thousand Retirement Benefits,

memberikan tambahan Manfaat Pensiun sebesar Rp400

and resulted in a 6 storey office building representativ in

ribu, serta keberhasilannya membangun gedung kantor 6

Kemayoran, Central Jakarta.

lantai yang representativ di Kemayoran, Jakarta Pusat. Jumlah

adalah

Total assets in 2013 was DAPENRA Rp728.874.154.000. While

Rp728.874.154.000. Sedangkan jumlah peserta DAPENRA

aset

DAPENRA

pada

tahun

2013

the number of participants DAPENRA until the end of 2013

sampai dengan akhir tahun 2013 adalah 4.929 orang peserta,

was 4,929 participants, consisting of 3,164 active pseserta

yang terdiri dari 3.164 orang pseserta aktif (pegawai) dan

people (employees) and 1,765 participants passive (retired).

1.765 orang peserta pasif (pensiunan).

Yayasan Kesejahteraan Karyawan Angkasa Pura Airports

Employee’s Welfare Foundation of Angkasa Pura

(YAKKAP I)

Airports (YAKKAP I)

Tujuan pendirian Yayasan Kesejahteraan Karyawan Angkasa

The objective of the establishment of the Employee’s Welfare

Pura Airports (YAKKAP) I adalah untuk mengelola Tunjangan

Foundation of Angkasa Pura Airports (YAKKAP) I is to manage

Hari Tua (THT) karyawan Angkasa Pura Airports dan

the Old Age Allowance of employees of Angkasa Pura

melaksanakan program-program pelayanan bagi karyawan

Airports and implement service programs for employees,

seperti program pemberian Tunjangan Hari Tua, program

such as Old Age Allowance provision program, health care

bantuan pemeliharaan kesehatan, dan program-program

assistance program, and other assistance programs.

bantuan lainnya. YAKKAP didirikan dengan Akta Notaris Mily Karmila Sareal,

YAKKAP was established based on Deed of Notary Mily

SH., Nomor 2 tanggal 2 September 2003 yang telah disahkan

Karmila Sareal, SH., Number 2 dated September 2, 2003,

oleh Menteri Kehakiman dan Hak Asasi Manusia dalam

which has been validated by the Minister of Justice and

keputusan Nomor C-116 HT01.02 Tahun 2003 tanggal 19

Human Rights by virtue of his decree Number C-116 HT01.02

September 2003.

Year 2003 dated September 19, 2003.

393

394


Profil Lembaga Dan Profesi Penunjang PROFILE OF SUPPORTING INSTITUTIONS AND PROFESSIONS

Konsultan Hukum | Legal Consultant Agusfian dan Partners

Notaris | Notaries

Jalan Tebet Barat Dalam VIII, Nomor 7, Tebet Barat, Tebet, Jakarta 12810

Nanda Fauz Iwan

Tel

: (021) 706 999 43

Royal Palace Blok C/16,

Fax

: (021) 865 1226

Jl. Prof.DR.Soepomo No. 178 A,


Jakarta Selatan Tel

: (021) 8313 356/383

Hermawan Juniarto & Associates

Fax

: (021) 8313 408

Prudential Tower, 23rd & 28th Floor,

Website atau Email

Jl. Jendral Sudirman Kav 79, Jakarta 12910, Indonesia

JS Wibisono, SH, MH, MKn

Tel

: (021) 57957095

Kompleks IDT, Jl.Diponegoro

Fax

: (021) 57957096

Denpasar, Bali.

Email : [email protected] Utiek R Abdurachman, SH, MLI, MKn Fa. Zaidun & Partners Law Firm

Ruko Malibu BI A/6,

Jalan Pakubuwono VI No.57

Lengkong Gudang, Serpong,

Kebayoran Baru 12120

Tangerang 15321

Tel

: (021) 725 1160

Tel

: (021) 5316 2370/2371/2377

Fax

:-

Fax

: (021) 5316 2371

www.znp.co.id


Mustofa & Rekan

Akuntan Publik | Public Accountant

Jalan Pemuda No. M3

KAP Doli, Bambang, Sudarmadji, Dadang & Ali

Kel. Rawamangun, Kec.Pulogadung

Menara Kuningan, Lantai 11.

Jakarta Timur

Jalan HR Rasuna Said, Blok 10-7, Kav. 5

Tel

: (021) 3388 3210

Jakarta12940

Fax

: (021) 4788 5370

Tel

: (021) 8611 845/ 8611 847

Fax

: (021) 8611 708

Prisma & Co Cbyer 2 Tower, Lantai 22 Jl. R. Rasuna Said, Blok X5 No.13 Jakarta Selatan Tel

: (021) 290 21315

Fax

: (021) 290 21318

Email : [email protected] prismalaw.com






Alamat Kantor Cabang, Entitas Anak Dan Perusahaan Afiliasi ADDRESSES OF BRANCH OFFICES, SUBSIDIARIES, AND AFFILIATED COMPANIES Kantor Pusat | Operational Head Office

Adi Sumarmo International Airport

Kota Baru Bandar Kemayoran Blok B 12 Kav. 2

Jl. Bandara Adi Sumarmo, Tromol Pos 800, Solo 57108

Jakarta 10610

Tel

: (0271) 780715-4, 705274

Fax

: (0271) 705251

KANTOR CABANG | BRANCH OFFICES

E-mail : [email protected]

I Gusti Ngurah Rai International Airport Jl. Raya I Gusti Ngurah Rai

Syamsudin Noor Airport

Denpasar Bali 80362

Jl. Angkasa Landasan Ulin, Banjarmasin 70724A

Tel

: (0361) 751011, 751020

Tel

: (0511) 705277, 705274

Fax

: (0361) 751032

Fax

: (0511) 705251



Juanda International Airport

Ahmad Yani International Airport

Surabaya 61253 A

Jl. Puad A.Yani,

Tel

: (031) 8667513, 8667514

Semarang 50145

Fax

: (031) 8667506

Tel

: (024) 7608735

Fax

: (024) 7603506


E-mail : [email protected] Sultan Hasanuddin International Airport Jl. Bandara Lama Sultan Hasanuddin. Makassar 90552

Bandara Internasional Lombok

Tel

: (0411) 510123, 550082-3

Jl. By Pass Bil, Praya,

Fax

: (0411) 553183

Central Lombok, NTB 83573

E-mail : [email protected] Sepinggan International Airport

Tel

: (0370) 615 7000

Fax

: (0370) 615 7010

www.lombok-airport.com

Jl. Marsma R. Iswahyudi Balikpapan 76115 Tel

: (0542) 766886

Pattimura International Airport

Fax

: (0542) 766882

Jl. Dr. Leimena Laha,

www.sepingganairport.com

Ambon 97236 Tel

: (0911) 311768

Frans Kaisiepo International Airport

Fax

: (0911) 345686

Jl. M. Yamin 99 Biak 98111


Tel

: (0981) 22555, 21855

Fax

: (0981) 22106


El Tari International Airport Jl. Adisutjipto Terminal B, Kupang 85361

Sam Ratulangi International Airport

Tel

: (0380) 882031

JL. AA. Maramis Manado 95374

Fax

: (0380) 881263

Tel

: (0431) 811449, 814320


Fax

: (0431) 811595 SBU Commercial Ngurah Rai

Adisutjipto International Airport

Gedung Terpadu Lantai 3, Bandara Internasional I Gusti

Jl. Solo km. 9 Yogyakarta 55282

Ngurah Rai

Tel

: (0274) 484261, 484266

Tel

: (0361) 8843 821

Fax

: (0274) 488155

Fax

: (0361) 757501


395

396


ALAMAT ENTITAS ANAK | ADDRESSES OF SUBSIDIARIES

PT Jasa Marga Bali Tol


Kantor Operasional:

Gd. Angkasa Pura Center for Excellence lt. Dasar

Jalan Raya Pelabuhan Benoa, No.15

Jl. Tabing No. 16 , Kemayoran Jakarta Pusat

Pasanggaran, Denpasar Bali

Tel

: (62-21) 658 66490

Tel

: (0361) 725 326

Fax

: (62-21) 654 66 493

Fax

: (0361) 725 326


Email : [email protected] www. [email protected]

PT Angkasa Pura Logistics Gd. Angkasa Pura Center for Excellence lt. Dasar

Dana Pensiun Angkasa Pura Airports (DAPENRA)

Jl. Tabing No. 16 , Kemayoran Jakarta Pusat

Gedung DAPENRA Lt. VI Blok B.12

Tel

: (62-21) 658 66406

Kavling No. 8.Kotabaru Bandar Kemayoran

Fax

: (62-21) 654 1513/14

Telp

: (62-21) 6586 7867

Fax

: (62-21) 6586 7868


E-mail : [email protected] PT Angkasa Pura Property

www.dapenra.co.id

Gd. Angkasa Pura Center for Excellence lt. Dasar Jl. Tabing No. 16 , Kemayoran Jakarta Pusat

Yayasan Kesejahteraan Karyawan Angkasa Pura

Tel

: (62-21) 658 66495

Airports (YAKKAP I)

Fax

: (62-21) 654 1513/14

Gedung DAPENRA Lt. III Blok B.12


Kavling No. 8.Kotabaru Bandar Kemayoran

www.approperti.com

Tel

: (62-21) 654 6642

www.yakkap.co.id PT Angkasa Pura Supports Gd. Angkasa Pura Center for Excellence lt. Dasar Jl. Tabing No. 16 , Kemayoran Jakarta Pusat Tel

: (62-21) 658 66496

Fax

: (62-21) 654 1513/14

www.angkasapura-supports.com PERUSAHAAN AFILIASI | AFFILIATED COMPANIES PT Gapura Angkasa Gedung Dapenra Lt. 1,2 & 3 Jl. Angkasa, Blok B - 12,Kav. 8 Kota Baru Bandar Kemayoran Jakarta 10610 – Indonesia Tel

: (62 21) 654 5410

Fax

:-







397

398


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PT ANGKASA PURA 1 (PERSERO) DAN ENTITAS ANAK AND SUBSIDIARIES Laporan Keuangan Konsolidasian Consolidated Financial Statements Untuk Tahun yang Berakhir For the Year Ended Pada tanggal 31 Desember 2013 dan 2012 December3, 2013 and 2012 Laporan Auditor Independen Independent Auditors' Report

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Angkasa Pura Airports Kota Baru Bandar Kemayoran Blok B 12 Kav. No 2, Jakarta 10610 T. +62 21 654 1961 F. +62 21 654 1513/14 www.angkasapura1.co.id

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