Business Potential Optimalization - PT Angkasa Pura I (Persero) · 2016-10-03 · Perkembangan...

Business Potential OptimalizationLaporan TahunanAnnual Report

2 ANGKASA PURA AIRPORTSLAPORAN TAHUNAN 2013 ANNUAL REPORT

Themes corelaTionsKesinambungan Tema

3

2010RISING THROUGH NEW TEAM AND NEW COMMITMENT

2011ACCElERATINGTHE CApACITy ExpANSION

2012STRENGTHENINGOf BUSINESS pIllARS

Kesinambungan Tema


oUr aDVanTaGesKeunggulan Kami

Perusahaan dengan CEO Terbaik BUMN Pilihan TEMPO 2012.

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.

Best Performing Indonesian Airport of

The Year dalam Frost and Sullivan

Aerospace Award 2013.

BUMN Berdaya Saing Terbaik

Kategori Logistik Anugerah BUMN

2013.

Best of CEO Commitment on Human Capital

Management and The Best for Human Capital

Initiatives Change Management Indonesian

Human Capital Study (IHCS) 2013.

5

Keunggulan Kami


achieVemenTPencapaian

CSI MeningkatPencapaian 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.

CSI IncreasedReposition and restructure concept in composing Work

Plan and Budget of 2013 focused on an Excellent Service.

Performance achievement of 2013 as measured by CSI

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.

3,79dari 3,58 menjadi

from 3,58 to 3,792013 3,79

2012 3,58

Pendapatan Non-Aeronautika MeningkatMeskipun 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

30%2013 Rp998,43 miliar

2012 Rp769,50 miliar

Non-Aeronautics Revenue increasedThough 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

7

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

Passanger Movement IncreaseThe 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

9,67%2013 71.912.435 pax

2012 65.573.124 pax

Pergerakan Pesawat BertumbuhPengembangan dan perluasan bandara berdampa positif

terhadap peningkatan pergerakan pesawat dari dn ke

bandara yang dikelola oleh Angkasa Pura Airports. Pada

tahun 2013, tercatat sebanyak 689.363 pesawat, mengalami

peningkatan sebesar 7,34 % bila dibanding tahun 2012

sebanyak 642.244 pesawat

7,34%

Grown Aircraft MovementThe construction of several new airports with the concept

of public private partnership (PPP) management by the

Government has boosted economic development and

growth in the local areas. Renovation and expansion of

several Angkasa Pura airports have also increased aircraft

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.

2013 689.363 Pesawat

2012 642.244 Pesawat

Angkutan Kargo MeningkatPerkembangan bisnis di daerah-daerah yang mobilisasinya

melalui bandara-bandara yang dikelola oleh Angakasa Pura

Airports mendorong peningkatan angkutan kargo hingga

mencapai 359.390 ton di tahun 2013 meningkat sebesar

7,36 % dibanding tahun 2012 sebesar 334.764 ton.

7,36%2013 359.390 ton

2012 334.764 ton

Grown Cargo MovementBusiness 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.


Pencapaian Laba 30,43% di Atas Anggaran

Achievement of 30.43% Profit above the budget

30,43%

Sejalan dengan optimalisasi potensi bisnis Angkasa Pura

Airports melalui pembentukan Anak Perusahaan, Kerja

Sama Manajemen (KSM) pengelolaan area komersial di

Bandara I Gusti Ngurah Rai-Bali, dan lainnya mempengaruhi

pencapaian laba sebesar Rp645,17 miliar atau berada

30,43% di atas anggaran.

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

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%.

7,99%

Aset Terus BertumbuhSejak 5 (lima) tahun terakhir, pertumbuhan aset perusahaan

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

Kenaikan ini disebabkan adanya berbagai investasi

pengembangan beberapa bandara. Pertumbuhan aset

tahun 2013 sebesar 7,99 %

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%

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%

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.

87,5

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22

Perolehan PenghargaanPerseroan 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 AwardsAs a company engaged in services, improved quality of

service in accordance with the demands of the service users

according to international standards has been a priority. The

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.

Pencapaian Skor KPIPengukuran kinerja perusahaan berbasis Key Performance

Indicators (KPI), tercapai sebesar 96,54 mengalami

peningkatan dibanding tahun 2012 yang dicapai sebesar

94,46

KPI Score AchievementThe company’s Key Performance Indicators (KPI)-based

performance measurement reached 96.54, an increase

compared to that of 2012 at 94.46.

96,54dari 94,46 menjadi

from 94,46 to

2013 96,54

2012 94,46

74,237

Skor GCG MeningkatDalam rangka meningkatkan daya saing perusahaan

dan memberikan keyakinan kepada para pemangku

kepentingan, Angkasa Pura Airports senantiasa berupaya

meningkatkan kualitas penerapan Tata Kelola Perusahaan

atau Good Corparate Governance (GCG) dalam seluruh

aktifitasnya. Pada tahun 2013, skor GCG Angkasa Pura

Airports mencapai 74,237, meningkat dibanding tahun

2012.

dari 71,126 menjadi

from 71,126 to 2013 74,237

2012 71,126

Increased GCG ScoreIn regards with he Company effort to increase the

competitiveness, and to maintain trust to the shareholders,

Angakasa Pura Airports always keep the Good Corporate

Governance qualified practices in every activity in 2013, the

GCG score of Angkasa Pura Airports reached 74.237, which

was an increase from the previous year.


Optimisme di Tengah TantanganopTimism in The miDDle of challenGe

Sejalan dengan visi Perseroan untuk menjadi pengelola

bandara kelas dunia, di tengah kondisi Angkasa Pura

Airports sedang melakukan perbaikan di berbagai bidang,

terdapat situasi yang berubah cepat dan secara signifikan

mempengaruhi jalannya perusahaan di masa depan. Salah

satunya adalah implementasi dari UU No. 1 Tahun 2009

yang membuka kesempatan kepada siapa saja sepanjang

memenuhi syarat sebagai Badan Usaha Bandar Udara (BUBU)

untuk mengelola bandar udara. Hal penting lain sebagai

dampak penerapan UU No. 1 Tahun 2009 yaitu terhitung

Januari 2013 terjadi pemisahan layanan air traffic service dari

bisnis Perseroan yang diperkirakan mengurangi pendapatan

Perseroan hampir Rp600 miliar per tahun.

Perseroan telah mencanangkan program besar transformasi

perusahaan sebagai implikasi atas pergeseran tren

pengelolaan bandara dunia dari dari infrastructure

provider ke airport city ke konsep airport city dan green

airport. Transformasi ini juga disebut sebagai reposisi dan

restrukturisasi bisnis menuju World Class Airport dengan

mengusung beberapa langkah strategis, antara lain:

• Perubahan orientasi dan proses bisnis dengan titik

berat sektor non-aeronautika dan kepuasan pelanggan.

• Perubahan visi dan misi untuk menjadikan Perseroan

sebagai “salah satu dari sepuluh perusahaan pengelola

bandar udara terbaik di Asia”.

• Perubahan nilai-nilai budaya perusahaan menjadi

empat nilai budaya baru yang lebih menggugah, yaitu

SATU (Sinergi, Adaptif, Terpercaya, Unggul).

• 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

dan kerjasama manajemen pengelolaan area komersial

dengan GVK – India.

Transformasi Perseroan mempunyai tiga sasaran pokok,

yaitu:

1. Penerapan Performance Management System untuk

seluruh lini perusahaan.

2. Perubahan karakter Angkasa Airports menjadi service

company.

3. Perubahan paradigma dan perilaku pegawai menjadi

SDM berkualitas dunia.

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

management, while Angkasa Pura Airports were doing

repairs in various fields, there is a rapidly changing situation

and significantly affecting the the Company’s operation

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

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

running airports enterprises (BUBU) an opportunity to to

manage the airport. Another important point as the impact

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

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

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

to nearly 600 billion per year.

The Company has launched a major transformation

program as the implicationof the shifting trends of airport

management in the world from airport as a business towards

airport city and green airport concepts. This transformation

is also referred to as the repositioning and restructuring

of business towards World Class Airport by bringing some

strategic steps, among others:

• Changes in orientation and business process with emphasis

onthe non-aeronautical sector and customer satisfaction.

• Changes in vision and mission to make the company as

"one of the ten best airports management companies in

Asia”.

• Changes in the values of corporate culture into four new

more evocative cultural values namelySATU (Synergy,

Adaptive, Reliable, Superior).

• 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

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

bestairport managers.

The Company’stransformation is aiming three principal

objectives, namely:

1. Implementation of Performance Management System

for all lines of the company.

2. 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

transformasi Perseroan yang telah dilakukan manajemen

Perseroan antara lain adalah pembentukan subsidiary

companies dan melakukan kerja sama internasional

(international partnerships). Dua hal inilah yang di masa

yang akan datang memainkan peran yang cukup penting.

Subsidiary companies ditujukan untuk memaksimalkan

pendapatan dari pendayagunaan aset dan sumber dana

Perseroan, sedangkan kerja sama internasional lebih kepada

human resource empowerment, knowledge sharing, revenue

deepening, dan safeguarding.

Melanjutkan apa yang telah dicapai Perseroan di tahun

sebelumnya, merupakan tahun “percepatan pertumbuhan

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

pemenuhan janji-janji. Angkasa Pura Airports 13 bandara,

telah melayani 72 juta penumpang, termasuk di dalamnya

sejumlah 9,8 juta penumpang internasional. Bandara I Gusti

Ngurah Rai sendiri melayani 6 juta penumpang internasional,

menjadikannya yang tertinggi di antara bandara lain di

Indonesia. Peningkatan ini berdampak pada peningkatan

pendapatan non-aeronautika secara signifikan sebesar 30%

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

Menyambut ASEAN Single Aviation Market 2015, pasar

penerbangan Indonesia akan menjadi kawasan terbesar di

ASEAN dan akan terus tumbuh. Untuk menangkap peluang

tersebut Angkasa Pura Airports berupaya meningkatkan

pelayanan bandara melalui pengembangan kapasitas

bandara, meningkatkan kehandalan fasilitas dan kualitas

SDM Dalam dokumen Angkasa Pura Airports telah

melakukan transformasi melalui reposisi dan restrukturisasi

bisnis, terdapat dua isu penting, yaitu perbaikan Customer

Satisfaction Index (CSI) dan peningkatan pendapatan non-

aeronautika.

Menurut survei Airport Council International (ACI) tahun 2013

pada tiga bandar udara utama Angkasa Pura Airports, CSI

bandara-bandara tersebut berada pada posisi nilai 3 dari

nilai 5 dalam skala Likert. Manajemen Angkasa Pura Airports

optimis bahwa nilai CSI akan berada di atas angka 4 dan

proporsi pendapatan non-aeronautika di atas 60% dari total

pendapatan pada tahun 2020.

The strategic business steps associated with the spirit of

transformation done by the Company’s management include

the establishment of subsidiary companies and international

partnerships. These two things will play an important role in

the future. Subsidiary companies are aimedat maximizing

revenue from the utilization of the Company's assets and

sources of funds while international partnership is aiming

at human resource empowerment, knowledge sharing,

revenue deepening and safeguarding.

As the continuance of the Company's achievements in

previous year, 2013 was a year of "accelerated business

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

promises. AngkasaPura Airports with 14 airports under its

management, has served 72 million passengers, including

9.8 million international passengers. I Gusti NgurahRai

Airport alone has served 6 million international passengers,

making it the highest among other airports in Indonesia. This

increase results in a significant increase o f non-aeronautics

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

become Rp998.44 in 2013.

Responding the ASEAN Single Aviation Market in 2015,

Indonesian aviation market will be the biggest in the

ASEAN region and will continue to grow. To capture these

opportunities Angkasa Pura Airports seeks to improve

airport services by developing airport capacity, improving

reliability of facility and quality of human resources. In the

Angkasa Pura Airports’ document, there stated the Company

has carried out transformation through busintess reposition

and restructure. There are two important issues, namely the

improvement of Customer Satisfaction Index (CSI) and the

increase of non-aeronautical revenues.

According to the survey of Airport Council International (ACI)

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

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

scale. Angkasa Pura Airports Management is optimistic

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

proportion of non-aeronautical revenues over 60% of total

revenues in 2020.


focUs on TarGeT Fokus pada Target

OPTIMALISASI BISNIS INTI

Kegiatan ini dilakukan melalui peningkatan produktivitas,

pengembangan kapasitas bandara dan perbaikan kualitas

pelayanan.

Pengembangan Bandara yang atraktif

OPTIMIzINg COre BuSINeSS

These activities are carried out through increased productivity,

development of airport capacity and improvement of service

quality.

Development of Attractive Airports

• Bandara I gusti Ngurah rai - Bali

Terminal internasional dibangun seluas 120.000 m2

di atas lahan seluas 285 Ha. Dilengkapi teknologi

kebandarudaraan yang mutakhir dengan penerapan

sistem safety dan security yang tinggi. Menggunakan

konsep eco-airport yang memaksimalkan pencahayaan

alami.

• I gusti Ngurah rai Airport - Bali,

its international terminal of 120,000 m2 was built on

a land of 285 Ha with cutting edge technology with

the implementation of high airport safety and security

system. It applies the concept of eco-airport that

maximizes natural lighting.

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Pembangunan general aviation terminal - di bandara

I Gusti Ngurah Rai, Bali merupakan terminal yang

secara khusus melayani penumpang VVIP dan private

jet dengan kualitas layanan kelas premium dan bekerja

sama dengan Execujet sebagai perusahaan pengelola

GAT terkemuka di dunia.

• Bandara Sepinggan - Balikpapan

Bandara internasional yang mengadopsi prinsip-

prinsip bandara modern dan best practices. Menerapkan

konsep "boutique mall" yang memadukan mall dan

bandara dengan perluasan area publik sehingga

memungkinkan pengunjung dan pengantar untuk

mengakses area terminal lebih jauh hingga check-in

area. Bandara ini akan diproyeksikan menjadi meeting

point area dengan jargon " Meet me at Sepinggan ".

Construction of general aviation terminal - at I Gusti

Ngurah Rai, Bali airport which is a terminal that

exclusively serves VVIP and private jet passengers

with premium quality services and work closely with

execujet as a leading GAT management company in

the world.

• Sepinggan - Balikpapan,

an international airport adopting the principles and

best practices of modern airports. It applies the concept

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

with the expansion of public areas allowing visitors

and families to access the terminal area farther up the

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

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

• Bandara Juanda - Surabaya,

Pembangunan terminal 2 seluas 49.500 m2 mampu

menampung 6 juta penumpang per tahun akan

mengurangi kepadatan di terminal 1. Dibangun

dengan menggunakan bahan berlisensi eco-green

dan konsep eco-airport untuk mengurangi dampak

kebisingan pesawat, mengurangi pencemaran air, dan

meminimalkan emisi pencemaran udara. Terminal

ini akan diperuntukkan bagi seluruh penerbangan

internasional.

• Juanda Airport - Surabaya,

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

that can accommodate 6 million passengers per year

will reduce congestion in terminal 1. It was built using

eco-green licensed materials and eco-airport concept

to reduce the impact of aircraft noise, reduce water

pollution, and minimize air pollution emissions. The

terminal will cater for all international flights.


Pembangunan airport hotel di Surabaya, Makassar

dan Bali, merupakan bentuk ekspansi usaha untuk

meningkatkan pendapatan non-aeronautika dengan

tujuan memberikan kemudahan akomodasi bagi

penumpang transit.

Pengembangan juga dilaksanakan di bandara-bandara

lain untuk mendorong pertumbuhan pendapatan dan

kepuasan pelanggan.

Pengembangan Pasar Bandara yang Potensial

Construction of airport hotels in Surabaya, Makassar

and Bali, is a form of business expansion to increase

non-aeronautical revenues with the goal of providing

additional convenience for transit passengers.

Development is also carried out at other airports to drive

revenue growth and provide customer satisfaction.

Potential Airport Market Development

Kerjasama dengan Gallant Venture Ltd untuk Bandara

Bintan International Airport, GVK India untuk Bandara New

Jogjakarta International Airport dan Incheon International

Airport Corporation (IIAC) untuk Bandara Juanda Surabaya.

Pengelolaan Bandara yang belum menguntungkan secara

efektif dan efisien

Membangun kerjasama strategis bersama pemangku

kepentingan setempat maupun strategic parthnership,

secara optimal, efektif, efisien n produktif.

PeNgeMBANgAN BISNIS NON INTI ( ANAK

PeruSAHAAN )

Awal tahun 2012 Perseroan mendirikan 4 (empat) anak

perusahaan yang membantu untuk meningkatkan

pendapatan bisnis non-aeronautika serta peningkatan

Cooperation with Gallant Venture Ltd. for Bintan International

Airport, GVK Airports India for New Jogjakarta International

Airport and Incheon International Airport Corporation (IIAC)

for Juanda Airport Surabaya.

Effective and Efficient Management of Airports which have

not gained profit

To build a strategic partnership with local stakeholders and

strategic partnership in an optimal, effective, efficient and

productive manner.

DeveLOPMeNT Of NON-COre BuSINeSS

(SuBSIDIAry)

Early in 2012 the Company established four (4) subsidiaries

which help to increase non-aeronautical business revenues

and increased Customer Satisfaction Index (CSI). The total

15

assets of all subsidiaries are Rp 414.39 billion, operating

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

billion.

• PTAngkasaPuraHotels

The company was established to capture business

opportunities in the fields of hospitality, restaurant,

CIP Lounges and other hospitality services with an

authorized capital of Rp 120 billion.

• PTAngkasaPuralogistics

The company was established to expand the application

of the system contained in the cargo terminal SBU to

the airport it manages with an authorized capital of Rp

80 billion.

• PTAngkasaPuraProperty

The company was established to engage in business

activities related to real estate property development

with an authorized capital of Rp 42 billion.

• PTAngkasaPuraSupports

The company is engaged in the provision of facilities

or services, primarily to the Parent Company in order to

improve quality services, with an authorized capital of

125 billion.

Customer Satisfaction Index ( CSI ). Jumlah aset seluruh anak

perusahaan sebesar rp 414,39 miliar, pendapatan operasional

sebesar rp 270, 22 miliar dengan laba setelah pajak sebesar

rp 6,59 miliar.

• PT Angkasa Pura Hotels

Perusahaan ini didirikan untuk menangkap peluang

usaha pada bidang perhotelan, restoran, CIP Lounges

dan jasa hospitaly lainnya, dengan modal dasar sebesar

rp 120 miliar.

• PT Angkasa Pura logistics

Perusahaan ini didirikan untuk memperluas penerapan

sistem terdapat dalam SBU terminal kargo ke bandara

yang dikelolanya, dengan modal dasar sebesar rp 80

miliar.

• PT Angkasa Pura Property

Perusahaan ini didirikan untuk menjalani kegiatan

usaha dalam bidang usaha real estate berkaitan dengan

pengembangan properti, dengan modal dasar sebesar

rp 42 miliar.

• PT Angkasa Pura Supports

Perusahaan ini bergerak di bidang penyediaan fasilitas

atau jasa, terutama kepada Perusahaan Induk dalam

rangka meningkatkan quality services, dengan modal

dasar sebesar 125 miliar.


Table of conTenTDaftar Isi

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

• IkhtisarKeuangan|Financial Overview ................................................................................................................................................................... 22

• IkhtisarOperasional|Operational Overview ........................................................................................................................................................ 24

• ProyekPengembanganUnggulan|Leading Development Projects.................................................................................................... 26

• PeristiwaPenting|Important Events ....................................................................................................................................................................... 30

• PenghargaandanSertifikasi|Awards And Certifications ............................................................................................................................. 38

SeKILAS PeruSAHAAN | COMPANY OVERVIEW ....................................................................................................................................................... 42

• IdentitasPerusahaan| Corporate Identity .............................................................................................................................................................. 44

• JejakLangkah|Milestone ................................................................................................................................................................................................. 46

• RiwayatSingkat|Brief History Of The Company ................................................................................................................................................ 48

• BidangUsaha|Business Lines ........................................................................................................................................................................................ 51

• ProdukJasa|Service Products ....................................................................................................................................................................................... 52

• WilayahOperasional|Operational Area .................................................................................................................................................................. 54

• NilaiPerusahaan|Corporate Values ........................................................................................................................................................................... 56

• SasarandanStrategi|Goals And Strategy .............................................................................................................................................................. 58

LAPOrAN MANAJeMeN | MANAGEMENT REPORT ................................................................................................................................................. 60

• LaporanDewanKomisaris|Report Of The Board Of Commissioners ................................................................................................... 62

• ProfilDewanKomisaris|Profile Of The Board Of Commissioners ........................................................................................................... 68

• LaporanDireksi|Report Of The Board Of Directors ......................................................................................................................................... 76

• ProfilDireksi|Profile Of The Board Of Directors .................................................................................................................................................. 88

ANALISIS DAN PeMBAHASAN MANAJeMeN | MANAGEMENT ANALYSIS AND DISCUSSION

ANALISIS DAN PEMBAHASAN MANAJEMEN ................................................................................................................................................................... 98

• TinjauanIndustri| Industry Review ............................................................................................................................................................................. 100

- PerekonomianDunia|Global Economy ........................................................................................................................................................ 100

- PerekonomianIndonesia|The Indonesian Economy ........................................................................................................................... 102

- PertumbuhanIndustriKebandarudaraan|Growth In Airport Industry ..................................................................................... 103

- PertumbuhanIndustriKebandarudaraanWilayahAngkasaPuraAirports|Growth In Airport Industry In The

Territory Of Angkasa Pura Airports .................................................................................................................................................................... 104

• TinjauanOperasional| Operational Review ........................................................................................................................................................... 106

- AspekPemasaran|Marketing Aspect.............................................................................................................................................................. 107

- KinerjaOperasiPerSegmenUsaha|Operational Performance By Business Segment .................................................... 109

- ProspekUsahaAngkasaPuraAirports2014|Business Prospect Of Angkasa Pura Airports In 2014 ....................... 119

- StrategidanPengembanganUsaha|Business Strategy And Development.......................................................................... 121

• TinjauanKeuangan|Financial Review ...................................................................................................................................................................... 130

- LaporanLabaRugiKomprehensifKonsolidasian| .................................................................................................................................

- LaporanPosisiKeuanganKonsolidasian|Consolidated Statements Of Financial Position ........................................... 136

- LaporanArusKasKonsolidasian|Statements Of Cash Flows .......................................................................................................... 141

- InformasiSegmenUsaha|Information On Business Segments ..................................................................................................... 142

17

- KolektibilitasPiutang|Receivables Collectability ....................................................................................................................................................... 144

- KemampuanMembayarUtang|Solvency .................................................................................................................................................................... 144

- StrukturModal|Capital Structure ........................................................................................................................................................................................ 145

- InvestasiBarangModal|Investments In Capital Goods ........................................................................................................................................ 146

- IkatanMaterialUntukInvestasiBarangModal|Material Bond For Investments In Capital Goods ............................................. 149

- InformasiMaterialMengenaiInvestasi,Ekspansi,Divestasi,RestrukturisasiUtangdanModal|Material

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

- InformasidanFaktaMaterialyangTerjadiSetelahTanggalLaporanAkuntan|Material Information And Facts

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

- PencapaianTarget2013|Achievement Of The 2013 Target ............................................................................................................................... 154

- ProyeksiTahunSelanjutnya|Projection For The Subsequent Year .................................................................................................................. 157

- KebijakanDividen|Dividend Policy ................................................................................................................................................................................... 160

- ProgramKepemilikanSahamOlehKaryawandan/atauManajemen(ESOP/MSOP)|Employee And/Or

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

- RealisasiPenggunaanDanaHasilPenawaranUmum|Realization Of Utilization Of Proceeds From Public Offering .... 161

- InformasiTransaksiMaterialyangMengandungBenturanKepentingandan/atauTransaksiDenganPihakBerelasi|

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

- PerubahanPeraturanPerundang-undanganyangBerpengaruhSignifikanTerhadapPerusahaan|Change In Laws

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

- PerubahanKebijakanAkuntansi|Change In Accounting Policy ..................................................................................................................... 162

TATA KeLOLA PeruSAHAAN | GOOD CORPORATE GOVERNANCE ................................................................................................................................. 166

• KomitmenGCG|GCG Commitment ........................................................................................................................................................................................... 168

• GCGRoadmap | GCG Roadmap ................................................................................................................................................................................................ 170

• PengukuranImplementasiGCG|Gcg Implementation Measurement ................................................................................................................. 173

• KebijakanGCG|GCG Policies ........................................................................................................................................................................................................... 175

• PengendalianGratifikasi|Gratification Control .................................................................................................................................................................... 176

• OrganPerseroan|Company’s Organs ........................................................................................................................................................................................ 177

• RapatUmumPemegangSaham|General Shareholders Meeting (GSM) ................................................................................................. 179

• DewanKomisaris|Board Of Commissioners................................................................................................................................................................ 185

- KomiteAudit|Audit Committee Composition ...................................................................................................................................................... 206

- KomiteRisikoUsahadanGCG|Business Risk And GCG Committee ........................................................................................................ 212

- KomiteNominasidanRemunerasi|Nomination And Remuneration Committee .......................................................................... 220

- SekretarisDewanKomisaris|Secretary To The Board Of Commissioners ............................................................................................. 220

• Direksi|Board Of Directors ...................................................................................................................................................................................................... 223

- SekretarisPerusahaan|Corporate Secretary ............................................................................................................................................................ 246

- SatuanPengawasanIntern|Internal Supervision ................................................................................................................................................ 255

• ManajemenRisiko|Risk Management................................................................................................................................................................................ 264

• AuditorEksternal|External Auditor .............................................................................................................................................................................................. 274

• InformasiPemegangSahamUtamadanPengendali| Information On Key And Controlling Shareholder .................................... 275

• TeknologiInformasi| Information Technology ...................................................................................................................................................................... 276

• AksesMediadanPenyebaranInformasi|Media Access And Distribution Of Information ....................................................................... 281

• TransparansiInformasiProduk|Transparency Of Product Information................................................................................................................ 283

• TransparansiInformasiKeuangandanNonKeuangan|Transparency Of Financial And Non-Financial Information .............. 283

• MasalahdanKendalayangDihadapi|Issues And Obstacles Encountered ........................................................................................................ 284

• BenturanKepentingan|Conflict Of Interests ......................................................................................................................................................................... 284


• PermasalahanHukum|Legal Issues ........................................................................................................................................................................... 284

• TingkatKesehatanPerusahaan|The Company’s Health Level.................................................................................................................. 288

• PemberianDanaUntukKegiatanSosialdanKegiatanPolitik|Fund Provision For Social And Political Activities .... 288

• Shares Option .................................................................................................................................................................................................................... 288

• Code of Conduct ............................................................................................................................................................................................................... 289

• Whistleblowing System ................................................................................................................................................................................................. 292

• TransformasiPengadaanBarangdanJasa|Transformation In The Procurement Of Goods Or Services ....................... 295

TANgguNg JAWAB PeruSAHAAN | CORPORATE SOCIAL RESPONSIBILITY .......................................................................................... 298

• CSRAngkasaPuraAirports|CSR Of Angkasa Pura Airports ....................................................................................................................... 300

• StrukturOrganisasiUnitCSR|CSR Organizational Structure ..................................................................................................................... 301

• ProgramKemitraandanBinaLingkungan|Partnership And Community Development Program (Pkbl) .................... 302

• CSRLingkunganHidup|CSR – Environment ...................................................................................................................................................... 303

• CSRPengembanganSosialdanKemasyarakatan|CSR – Community Social Development ................................................ 308

• CSRKetenagakerjaan,KesehatandanKeselamatanKerja|CSR – Employment, Occupational Health And Safety . 326

• CSRKonsumen|CSR - Consumers .............................................................................................................................................................................. 334

SuMBer DAyA MANuSIA PeruSAHAAN | CORPORATE HUMAN RESOURCES .................................................................................... 338

• Human Capital Roadmap ......................................................................................................................................................................................... 341

• Human Capital Management System ................................................................................................................................................................. 342

• StrukturPengelola Human Capital dan Training and Development | Management Structure Of Human Capital And

Training And Development ....................................................................................................................................................................................... 344

• Human Capital Management ..................................................................................................................................................................... 346

- Organization Development and Change Management .................................................................................................... 346

- 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

• PerencanaanKebutuhanPegawai|Employee Requirement Planning ............................................................................................. 368

• ProgramPensiun|Pension Program ....................................................................................................................................................................... 369

• KebebasanBerserikat|Freedom To Associate................................................................................................................................................... 371

DATA PeruSAHAAN | COMPANY DATA .......................................................................................................................................................................... 374

• DaftarKepemilikanSaham|Shareholders’ List .................................................................................................................................................... 376

• KronologiPencatatanSaham|Chronology Of Shares Listing ................................................................................................................... 377

• KronologiPencatatanEfekLainnya|Chronology Of Other Securities Listing ................................................................................. 377

• StrukturKorporasi|Corporate Structure ................................................................................................................................................................. 377

• StrukturOrganisasi|Organizational Structure ..................................................................................................................................................... 378

• ProfilJajaranEksekutif|Profile Of Executive Officers ....................................................................................................................................... 380

• DaftarEntitasAnak|List Of Subsidiaries .................................................................................................................................................................. 385

• PerusahaanAfiliasidanYayasan|Affiliated companies and Foundations ......................................................................................... 390

• ProfilLembagadanProfesiPenunjang|ProfileOfSupportingInstitutionsAndProfessions ................................................ 394

• AlamatKantor,EntitasAnakdanAfiliasi| Addresses Of Branch Offices, Subsidiaries, And Affiliated Companies ..... 395

LAPOrAN KeuANgAN


performance reVieWKilas Kinerja

21Kilas KinerjaPERFORMANCE REVIEW

SEKILAS PERUSAHAANCOMPANY OVERVIEW

LAPORAN MANAJEMENMANAGEMENT REPORT

ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANALYSIS AND DISCUSSION

TATA KELOLA PERUSAHAANGOOD CORPORATE GOVERNANCE

TANGGUNGJAWAB SOSIAL PERUSAHAANCORPORATE 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.


dalam juta rupiah

in million rupiah

urAIANTAHUN | YEAR

DeSCrIPTION2013 2012 2011 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

Laba Operasional 693.098 748.974 473.664 449.346 Operating Income

Pendapatan dan (Beban) Non

Operasional 126.445 57.352 182.689 22.648

Non-Operating Revenues and

(Expenses)

Laba Sebelum Taksiran Pajak

Penghasilan 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

Laba Komprehensif Tahun

Berjalan 590.745 718.406 545.804 380.794

Comprehensive Income for the

Current Year

Laba Bersih Per Saham Dasar* 185 208 302 210 Earnings per Share*

Laporan Posisi Keuangan Konsolidasian Consolidated Statements of financial Position

Aset 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

Investasi Pada Entitas Asosiasi 196.866 321.022 254.728 229.619 Investments in Associated Entities

Laporan Arus Kas Konsolidasian Consolidated Statements of Cash flows

Arus Kas dari Aktivitas Operasi 777.909 1.145.027 1.099.416 842.174 Cash Flows from Operating Activities

Arus Kas dari Aktivitas Investasi (3.488.078) (1.191.527) (521.328) (216.664) Cash Flows from Investing Activities

Arus Kas dari Aktivitas

Pendanaan 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

Rasio Laba Bersih Terhadap Aset

(ROA)4,97% 5,51% 5,37% 4,11% Return on Assets (ROA)

Rasio Laba Bersih Terhadap

Ekuitas (ROE)6,81% 6,92% 6,11% 4,64% Return on Equity (ROE)

*dinyatakan dalam ribuan rupiah *stated in thousand Rupiah

financial oVerVieWIkhtisar Keuangan







3,063,906

2013

3,093,536

2012

2,666,202

20112010

2,234,133

Pendapatan OprerasionalOperating revenues

(jutarupiah)|(million Rupiah)

998,437

2013

769,505

2012

677,107

20112010

583,634

Pendapatan Non-AeronautikaNon-Aeronautics revenue(jutarupiah)|(million Rupiah)

Laba OprerasionalOperating Income

(jutarupiah)| (million Rupiah)

693,098748,974

473,664449,346

2013201220112010

Laba Bersih Tahun BerjalanNet Income for the Current year

(jutarupiah)|million Rupiah)

645,169

2013

662,243

2012

544,227

2011

377,933

2010

AsetAssets


9,197,386

12,021,38712,981,809

10,136,129

2013201220112010

Laba Bersih Per Saham Dasarearnings per Share

(riburupiah)|(thousand Rupiah)

185

2013

208

2012

302

2011

210

2010

LiabilitasLiabilities


3,512,145

1,225,8971,060,456

2,448,197

2013201220112010

ekuitasequity


8,136,930

9,573,1909,469,664

8,910,231

2013201220112010

rasio KasCash ratio

41.11%

415.10%397.39%

151.56%

2013201220112010

rasio LancarCurrent ratio

79.08%

492.31%498.71%

174.60%

2013201220112010

16.92%

Marjin Laba BersihNet Profit Margin

21.41% 21.06%20.41%

2013201220112010

4,11%

5,51%4,97%

5,37%

2013201220112010

4,64%

6,92% 6,81%6,11%

2013201220112010

rasio Laba Bersih Terhadap ekuitasreturn on equity

rasio Laba Bersih Terhadap Asetreturn on Asset


operaTional oVerVieWIkhtisar Operasional

urAIAN SATuAN 2013 2012 2011 2010 DeSCrIPTION

Produksi Aeronautika Aeronautics Production

Pelayanan Jasa

Pendaratan, Penempatan

dan Penyimpanan

Pesawat Udara (PJP4U)

Ton 21.501.973 19.410.144 16.694.174 14.261.770

Aircraft Landing,

Parking, and Storage

Services (PJP4U)

Pelayanan Jasa

Penumpang Pesawat

Udara (PJP2U)

Pax 32.104.877 29.107.151 25.219.720 21.045.079 Aircraft Passenger

Services (PJP2U)

Pelayanan Jasa

Penerbangan (PJP)Rute 13.886.925 158.283.777 148.685.473 126.289.185

Air Traffic Services

(ATS)

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

Produksi Non Aeronautika 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

Sewa Gedung M2 704 - - - Rents on Buildings

Jasa Penyewaan

KendaraanVolume 392 74 - - Vehicle Rental Service

Pemakaian Telepon, Listrik, Air, Parkir, dan Anjungan Utilization of Telephone, Electricity, Water, Parking Lot, and Platform

Listrik KWh 54.997.371 35.683.218 33.115.706 33.772.066 Electricity

TeleponPesawat x

Bulan 23.999 25.819 25.830 25.209 Telephone

Air M3 327.034 350.570 292.725 333.016 Water

Reklame M2 x Bulan 169.400 175.555 162.064 200.628 Adver-tisement

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

Anjungan (Peron) Lembar 397.319 291.114 375.871 382.473 Platform







urAIAN SATuAN 2013 2012 2011 2010 DeSCrIPTION

Pemakaian Ruang Tunggu Pax 1.063.698 918.199 880.537 795.630 Use of Lounge

KonsesiOmset/

Ribuan Rp3.251.194.578 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

Jasa Regulated Agent Kg 40.077.266 3.752.471 - -Regulated Agent

Service

Perdagangan Unit 4.108 102 - - Trading

Jasa Perencanaan dan

PelaksanaanProyek 3 - - -

Planning and

Implementation

Service

Kamar dan Layanan Hotel

Kamar Kamar 15.494 - - - Room

Makanan dan Minuman Pax 6.963 - - - Food and Beverages

Binatu Buah 1.307 - - - Laundry

Ikhtisar Operasional


leaDinG DeVelopmenT proJecTsProyek Pengembangan Unggulan

Terminal internasional seluas 120.000 m2 di atas lahan

seluas 285 Ha. Dilengkapi teknologi kebandarudaraan yang

mutakhir dengan penerapan sistem safety dan security

yang tinggi. Menggunakan konsep eco-airport yang

memaksimalkan pencahayaan alami. Pada 2013, menjadi

tuan rumah bagi kegiatan kenegaraan berskala internasional:

KTT APEC 2013.

PeNgeMBANgAN BANDArA I

guSTI NgurAH rAI (BALI)

Rp3,1Triliun | Trillion

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

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

with the latest airport technology and the application of high

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

which maximizes natural lighting. In 2013, it became the

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

Level Conference.

Expansion of i Gusti nGurah

rai airport (Bali)

PeNgeMBANgAN BANDArA

SePINggAN (BALIKPAPAN)

Expansion of sEpinGGan

airport (Balikpapan)

rp2,05 Triliun | Trillion

Merupakan bandara internasional yang mengadopsi prinsip-

prinsip bandara moderen dan best practices. Menerapkan

konsep “boutique mall” yang memadukan mall dan bandara

dengan perluasan area publik sehingga memungkinkan

pengunjung dan pengantar untuk mengakses area terminal

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

Sepinggan akan diproyeksikan menjadi meeting point area

dengan jargon: Meet me at Sepinggan!

This is an international airport which adopts the principles

of modern airport and the best practices. It applies the

“boutique mall” concept, which integrates mall and airport

through the expansion of public area, which allows visitors

and their chaperons to further access the terminal area, up

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

projected to become a meeting point area with the jargon

of: Meet me at Sepinggan!

Several leading development projects of Angkasa Pura

Airports are as follows:

Beberapa proyek pengembangan unggulan Angkasa Pura

Airports sebagai berikut.







Pembangunan terminal seluas 49.500 m2 yang diperkirakan

mampu menampung 6 juta penumpang per tahun

yang akan mengurai kepadatan di Terminal 1. Merupakan

pemanfaatan kembali terminal lama Bandara Juanda

di sebelah selatan Terminal 1 yang diperuntukkan bagi

seluruh penerbangan internasional. Dibangun dengan

menggunakan bahan berlisensi eco green dan konsep eco

airport untuk mengurangi dampak kebisingan pesawat,

mengurangi pencemaran air, dan meminimalkan emisi

pencemaran udara.

Merupakan terminal yang secara khusus melayani

penumpang VVIP dan private jet dengan kualitas layanan

kelas premium dan bekerja sama dengan ExecuJet sebagai

perusahaan pengelolaa GAT terkemuka di dunia.

PeNgeMBANgAN TerMINAL 2

BANDArA JuANDA (SurABAyA)

Expansion of tErminal 2 at

Juanda airport (suraBaya)

PeMBANguNAN GEnEral

aviation tErminal DI BANDArA

I guSTI NgurAH rAI (BALI)

ConstruCtion of GEnEral

aviation tErminal at i Gusti

nGurah rai airport (Bali)

rp1,1 Triliun | Trillion

rp20,9 Miliar | Billion

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

which is expected to accommodate 6 million passengers per

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

an effort of reutilization of the old terminal at Juanda located

south of Terminal 1 which is allocated for all international

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

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

reduce water pollution, and minimize air pollution emission.

This is a terminal specifically dedicated to serve VVIP and

private jet passengers with premium class service quality,

in cooperation with ExecuJet as a leading global GAT

management company.


ConstruCtion of airport

hotEls in suraBaya, makassar,

and Bali

PeMBANguNAN airport hotEL

DI SurABAyA, MAKASSAr, DAN

BALI

rp307,7Miliar

Merupakan bentuk ekspansi usaha untuk meningkatkan

pendapatan non-aeronautika yang dilakukan dengan

mendirikan Airport Hotel dengan tujuan memberikan

kemudahan bagi penumpang transit dalam berakomodasi.

Pembangunan di Surabaya dan Makassar dengan konsep

hotel budget yang bernama Ibis Budget Surabaya Airport

Hotel dan Ibis Budget Makassar Airport Hotel. Pembangunan

di Bali dengan konsep hotel bintang 3 yang bernama Novotel

Bali Airport. Dalam pengoperasiannya, hotel-hotel ini bekerja

sama dengan jaringan Hotel Accor International Asia Pasific.

This is a form of business expansion for increasing non-

aeronautics revenues by building Airport Hotels aimed

at providing comfort to passengers in transit to find

accommodation. The hotels in Surabaya and Makassar are

built by using the budget hotel concept, namely Ibis Budget

Surabaya Airport Hotel and Ibis Budget Makassar Airport

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

namely Novotel Bali Airport. In its operations, these hotels

establish cooperation with the Hotel Accor International Asia

Pacific network.


imporTanT eVenTs PERISTIWA PENTING

Implementasi Struktur Organisasi Baru Angkasa Pura AirportsLokasi : Jakarta

1

New Organizational Structure of Angkasa Pura AirportsLocation : Jakarta

Pembentukan Strategic Business Unit (SBU) Komersial Ngurah RaiLokasi : Jakarta

4

Establishment of the Ngurah Rai Commercial Strategic Business UnitLocation : Jakarta

Pengumuman Seleksi Terbuka Internasional

Area Komersial Terminal Internasional Bandara I Gusti Ngurah Rai-BaliLokasi : Bali

1 5

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

Pengalihan Pelayanan Kegiatan Navigasi Penerbangan dari Angkasa Pura Airports ke Perum LPPNPILokasi : Kementerian Negara BUMN

1 6

Transfer of Air Navigation Activity Services from Angkasa Pura Airports to Perum LPPNPILocation : State Ministry of State-Owned Enterprises

Asesmen Pejabat Setingkat di Bawah DireksiLokasi : Center For Excellence

1 8

Assessment of Officers at One Level Below the Board of DirectorsLocation : Center For Excellence

Pelantikan Pejabat Setingkat Department HeadLokasi : Jakarta

1 0

Inauguration of Officers at the Department Head LevelLocation: Jakarta

Pelatihan dan Pendidikan Peserta Diklat ke Bandara Internasional Incheon (Korea Selatan) Batch4Lokasi : Center For Excellence

1 3

Education and Training of Participants to Incheon International Airport (South Korea) Batch 4Location : Center For Excellence

Penyesuaian Tarif Counter dan Aviobridge Domestik dan InternasionalLokasi : Jakarta

1

Adjustment of Tariff for Domestic and International Counter and AviobridgeLocation : Jakarta

Implementasi ERP Go LiveLokasi : Ruang Rapat Pleno Lantai 4

2Implementation of ERP Go LiveLocation : Plenary Meeting Room on the 4th Floor

januari | 2013 | january







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

1 8

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

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

4-5

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

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

20

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

International Airlines GatheringLokasi : Soewarna Golf

5International Airlines GatheringLocation : Soewarna Golf

Tenant GatheringLokasi : Hotel Mulia-Nusa Dua, Bali

16Tenant GatheringLocation : Mulia Hotel-Nusa Dua, Bali

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

12

Pelantikan General Manager dan Pejabat Satu Tingkat di Bawah DireksiLokasi : Hotel Sheraton, SurabayaInauguration of General Managers and Officers at One Level Below the Board of DirectorsLocation : Sheraton Hotel, Surabaya

22Penghargaan “Best Airport” Award 2012 untuk Bandara Juanda-SurabayaLokasi : Hotel Borobudur, Jakarta

1

Seminar Global ATFM BaliLokasi : Bandara InternasionalI Gusti Ngurah Rai-Bali

2 9

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

februari | 2013 | february

maret | 2013 | march

Juanda International Airport - Surabaya Best Airport Award 2012 Location : Borobudur Hotel, Jakarta

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


Asia Routes 2013

Lokasi : Mumbai

17-192013 Asia Routes

Location : Mumbai

Rapat Konsultasi Regional IV Kementerian

Perumahan Rakyat

Lokasi : Hotel Grand Sahid Jaya

26

Consultation Meeting of Regional IV of the

Ministry of Public Housing

Location : Grand Sahid Jaya Hotel

april | 2013 | april

Rapat Pembahasan Sistem Manajemen

Mutu ISO

Lokasi : Ruang Ngurah Rai CFEA

Meeting for the Discussion of ISO Quality

Management System

Location : Ngurah Rai CFE Room

1

Serah Terima Direksi Baru

Lokasi : Kementerian Negara BUMN

Handover to the New Board of Directors

Location : State Ministry of State-Owned

Enterprises and Hotel Aryaduta

11Penandatanganan 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

Airlines Gathering

Lokasi : Surabaya

Airlines Gathering

Location : Surabaya

25Diklat Manajemen Mutu ISO 31000

Lokasi : Center For Excellence

Education and Training on ISO 31000

Quality Management

Location : Center For Excellence

22

Penerimaan Penghargaan Best Performing

Airport Bandara Internasional Juanda -

Surabaya

Lokasi : 4 Season Hotel, Jakarta

Juanda International Airport (Surabaya)

Received the Best Performing Airport

Award

Location : 4 Season Hotel, Jakarta

22Annual Marketing Meeting.

Lokasi : Center For Excelence

Annual Marketing Meeting

Location : Center For Excelence

1-3mei | 2013 | may







Perjanjian Kerja Sama Angkasa Pura Airports

dengan Pemenang Tender Paket F&B Area

Komersial Bandara I Gusti Ngurah Rai

Lokasi : Ritz Carlton Hotel, Jakarta

2

Perjanjian Kerjasama Angkasa Pura Airports

dengan Pemenang Tender Paket Duty Free

Area Komersial Bandara I Gusti Ngurah Rai.


3

Perjanjian Kerjasama Angkasa Pura

Airports dengan Pemenang Tender Paket

Retail Area Komersial Bandara I Gusti

Ngurah Rai


7

Angkasa Pura Airports Marketing Forum

2013


27

Class Room Pola Komersialisasi Baru.

Lokasi : Jakarta

Classroom Session on the New

Commercialization Pattern

Location : Center For Excelence

28

juni | 2013 | june

Penghargaan Best Economic Bandara

Internasional Juanda -Surabaya

Lokasi : Hotel Mulia, Jakarta

Best Economic Award for Juanda

International Airport - Surabaya

Location : Hotel Mulia, Jakarta

28

Jambore Pramuka Angkasa Pura Airports

Ke-8 Tahun 2013

Lokasi : Semarang

The 8th Boyscout Jamboree of Angkasa

Pura Airports in 2013

Location : Semarang

29

Penghargaan Service Quality Golden Award

2013 untuk Bandara Internasional Juanda

- Surabaya


28

SQ Golden Award for Juanda International

Airport - Surabaya

Location : Hotel Mulia, Jakarta

MOU between Angkasa Pura Airports and

GVK

Location : Ritz Carlton Hotel, Jakarta

Signing Ceremony of Agreement with

Duty Free International


MOU Retail Agreement Dufree

Promosindo


Marketing Forum Angkasa Pura Airports



Pelantikan Dewan Komisaris Baru

Lokasi : Kementerian Negara BUMN

Inauguration of the New Board of

Commissioners

Location : State Ministry of State-Owned

Enterprises

2juli | 2013 | july

Perjanjian Kerja Sama Angkasa Pura

Airports dengan Kementerian Perumahan

Rakyat


PKS between Angkasa Pura Airports and

the Ministry of Public Housing


18

Pengumuman Seleksi Terbuka

Internasional Area Komersial Terminal 2

Bandara Juanda - Surabaya

Lokasi : Surabaya

Announcement of the International Open

Selection for Terminal 2 Commercial Area

at Juanda Airport - Surabaya

Location : Surabaya

15

Gathering Mitra Kerja, INACA, YLKI dan

Regulator

Lokasi : Jakarta

Gathering with Work Partners, INACA,

YLKI, and Regulator

Location : Jakarta

24

Visionning Joint Cooperation Bandara

Internasional Juanda - Surabaya

Lokasi : Ruang Rapat Pleno

Visioning Joint Cooperation of Juanda

International Airport, Surabaya

Location : Plenary Meeting Room

25

MOU Pengelolaan Bandara Bintan

Lokasi : Jakarta

MOU on the Management of Bintan Airport

Location : Ngurah Rai Meeting Room

10

Rental and Revenue Share Agreement for

I Gusti Ngurah Rai - Bali

Lokasi : Jakarta

11

Penandatanganan Perjanjian Kredit antara

Angkasa Pura Airports dengan Bank

Mandiri

Lokasi : Mandiri Tower, Jakarta

26

MOU of the Signing of Credit Agreement

between Angkasa Pura Airports and Bank

Mandiri

Location : Mandiri Tower, Jakarta

Diklat Teknis Bidang Operasi Bandara

Lokasi : Jakarta

Education and Training on Airport

Operation Technicalities

Location : Jakarta

19agustus | 2013 | august

Rental and Revenue Share Agreement for

I Gusti Ngurah Rai - Bali

Location : Jakarta







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

21

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

9September | 2013 | September

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

17

19

24

Anugerah Business Review 2013

Lokasi : Ritz Carlton, Jakarta

Anugerah Business Review

Location : Ritz Carlton

24

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

5-8

oktober | 2013 | october

Penandatangan Kerjasama Area Komersial Terminal Internasional Bandara I Gusti Ngurah Rai - BaliLokasi : 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

1

Angkasa Pura Airports participation in 2013 World RoutesLocation : Las Vegas, Amerika Serikat

Penyambutan Penumpang Pertama di

Terminal Kedatangan Internasional I Gusti

Ngurah Rai - Bali

Lokasi : 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

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

Welcome Ceremony for the First Passanger

Arriving at I Gusti Ngurah Rai - Bali

Location : Bandara I Gusti Ngurah Rai - Bali


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

Penganugerahan Predikat “Sangat Bagus”

kepada Angkasa Pura Airports dalam

Infobank BUMN Awards 2013


Awarding Ceremony to Angkasa Pura

Airports for the predicate of “Very Good” at

Infobank BUMN awards 2013

Loaction : Hotel Mulia, Jakarta

30

Penandatanganan Kerjasama Operasi

(KSO) Angkasa Pura Hotel - Cardig Aero

Services Lokasi : Ritz Carlton, Jakarta

25

november | 2013 | november

Pengumuman “True Winners”

Tender Area Komersial Bandara

Internasional Sepinggan - Balikpapan.

Lokasi : Four Seasons Hotel, Jakarta

Announcement of the True Winners of

Tender for Sepinggan International Airport

- Balikpapan

Location : Four Seasons Hotel, vJakarta

18

Angkasa Pura Airports Tenant Gathering

Lokasi : Kuta, Bali

Angkasa Pura Airports Tenant Gathering

Location : Kuta, Bali

8

Penghargaan Indonesian Quality Award

Foundation (IQAF) 2013

Lokasi : Kempinski Hotel, Jakarta

20

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

8

Commercial Operation Training (Batch V) ke

Incheon Airport Aviation Academy, Korea

Selatan


20

Penyaluran Dana Bantuan Bina

Lingkungan PT Angkasa Pura I (Persero)

Kantor Pusat Jakarta.


17

Departure of Participants of Education and

Training to Incheon International Airport -

South Korea


Disbursement of the Community

Development Assistance Fund at the Jakarta

Head Office of PT Angkasa Pura I (Persero)


2013 IQAF Award

Location : Kempinski Hotel, Jakarta

Signing Ceremony of Join Operation

between Angkasa Pura Hotel and Cardig

Aero Services Location : Ritz Carlton, Jakarta







Penandatangan Kerjasama Area Komersial Bandara Internasional Sepinggan - BalikpapanLokasi : Four Seasons Hotel, Jakarta

26

Pembukaan Diklat Airport Officer Development Program (AODP) 2013Lokasi : Jakarta

Opening of the Airport Officer Development Program (AODP) Education and TrainingLocation : Jakarta

28

desember | 2013 | december

Penghargaan Juara I BUMN Berdaya Saing

Terbaik Kategori Logistik Anugerah BUMN

Awards 2013

Lokasi : Hotel Gran Melia, Jakarta

5Penghargaan “Airport of The Year” untuk

Bandara Juanda - Surabaya dalam Bandara

Awards 2013

Lokasi : Hotel Borobudur, Jakarta

17Signing of Contract for the International Open Selection for Commercial Area at the New Terminal of Sepinggan International Airport - BalikpapanLocation : Four Seasons Hotel, Jakarta

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

12

2013 Anugerah BUMN Awards

Location : Hotel Gran Melia, JakartaAirport of the Year Award for Juanda

Airport - Surabaya in Airport Awards

Loocation : Hotel Borobudur, Jkakarta


aWarDs anD cerTificaTionsPENGHARGAAN DAN SERTIFIKASI

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

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

Bandara Juanda - ASEAN Airport of The Year dalam ASEAN Commercial Aviation Awards Langkawi International Maritime and Aerospace Exhibition (LIMA) 2013 (28 Mar 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 Sultan Hasanuddin - Best Airport Bandara Award 2012 dari Majalah Bandara (1 Feb 2013)

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

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

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

Juanda Airport - Airport of The Year

Bandara Award 2012 from Bandara

Magazine (Feb 1, 2013)

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

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

Bandara Ahmad Yani - Progressive Airport Services Bandara Award 2012 dari Majalah Bandara (1 Feb 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 Juanda - Peringkat III Penghargaan Sapta Pesona Toilet Bersih Bandara 2013 dari Kementerian Pariwisata dan Ekonomi Kreatif (27 Sep 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)

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

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

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

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

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

PENGHARGAAN DAN SERTIFIKASI


PT Angkasa Pura I (Persero) - Predikat “Sangat Bagus” InfoBank BUMN Awards 2013 (30 Okt 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)

President Director PT Angkasa Pura I (Persero) Tommy Soetomo - 11 Best CEO BUMN Terbaik Anugerah BUMN 2013 (5 Des 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) – “Very Good” Predicate for the 2013 InfoBank SOEs Awards (Oct 30, 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) - 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)

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)







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)

Bandara I Gusti Ngurah Rai - Progressive Airport Services 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)

I Gusti Ngurah Rai Airport - Progressive Airport Services Bandara Award 2013 from Bandara 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)


company oVerVieWSekilas Perusahaan

43KIlAS KINERjApERfORMANCE REVIEW

SEKILAS PERUSAHAANCOMpANy OVERVIEW

lApORAN MANAjEMENMANAGEMENT REpORT

ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION

TATA KElOlA pERUSAHAANGOOD CORpORATE GOVERNANCE

TANGGUNGjAWAB SOSIAl pERUSAHAANCORpORATE SOCIAl RESpONSIBIlITy

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.


corporaTe iDenTiTyIdentitas Perusahaan

45

Nama

PT ANGKASA PURA I (PERSERO)

Bidang usaha

1. Pelayanan Lalu Lintas Penerbangan

2. Pelayanan Jasa Kebandarudaraan

3. Pelayanan Jasa Terkait Bandara

Produk

1. Aeronautical Non-Air Trafic (ATS)

2. Non-aeronautical Service

Tanggal Pendirian

15 November 1962

Dasar Hukum Pendirian

PP Nomor 5 tahun 1992

Akte Pendirian

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

Kepemilikan

100% dimiliki oleh Negara Republik Indonesia

Modal Dasar

Rp12.000.000.000.000,-

Modal Ditempatkan dan Disetor Penuh

Rp3.488.245.000.000,-

Jumlah Karyawan

3.641

Jumlah Kantor Cabang

13 Kantor Cabang, 13 Bandara, 1 Strategic Business Unit

Alamat

KANTOR PUSAT

Kota Baru Bandar Kemayoran Blok B 12 Kav. 2

Jakarta 10610

Telp : 62-21 6541961

Faks : 62-21 6541513, 6541514

Email : [email protected]

www.angkasapura1.co.id

Name

PT ANGKASA PURA I (PERSERO)

Business Sector

1. Air Traffic Services

2. Airport Services

3. Airport-Related Services

Product

1. Aeronautical Non-Air Traffic Service (ATS)

2. Non-Aeronautical Service

Date of establishment

November 15, 1962

Legal ground of establishment

Government Regulation Number 5 year 1992

Deed of establishment

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

Ownership

100% owned by the State of the Republic of Indonesia

Authorized Capital

Rp12,000,000,000,000.-

Subscribed and Paid-up Capital

Rp3,488,245,000,000.-

Number of employees

3,641

Number of Branch Offices

13 Branch Offices, 13 Airports, 1 Strategic Business Unit

Address

HEAD OFFICE

Kota Baru Bandar Kemayoran Block B 12 Kav. 2

Jakarta 10610

Phone : 62-21 6541961

Fax : 62-21 6541513, 6541514


www.angkasapura1.co.id

KIlAS KINERjApERfORMANCE REVIEW







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 pen-gelolaan 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.

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 man-agement and administration of Jakarta Kemayoran Airport, which was at that time the only internation-al airport which served flights from and to foreign countries, in addition to domestic flights.

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.

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.

Presiden Soekarno melakukan kunjungankenegaraan ke Amerika Serikat untuk berpidatodi depan Sidang Umum PBB ke-15. Setibanyadi tanah air, Presiden Soekarno menegaskankeinginannya kepada Ment-eri 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 In-donesia can be equal to airports in the developed countries.

30 September 1960September 30, 1960

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.

21 Okt 1974 October 21, 1974

15 Nov 1962November 15, 1968

20 Feb 1964February 20, 1964

milesToneJejak Langkah

Untuk lebih memperluas cakupan kerja mengelola bandar udara lain di wilayah Indonesia, PN Angkasa Pura Kemayoran berubah nama menjadi Perusahaan Negara (PN) Angkasa Pura.

17 Mei 1956Mei 17, 1956

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.

1 Okt 1985October 1, 1985

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

Berdasarkan PP Nomor 5 Tahun 1992, bentuk Perum diubah menjadi Perse-roan Terbatas (PT) yang sahamnya dimi-liki 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 Re-public Indonesia, so that the name was changed to PT Angkasa Pura I (Persero).

4 Feb 1992February 4, 1992

Wilayah pengelolaan bandar udara komersial di Indonesia dibagi dua, seiring dengan pe-rubahan Perum Angkasa Pura menjadi Perum Angkasa Pura I serta dibentuknya Perum Ang-kasa Pura II. Perum Angkasa Pura I mengelola bandaradi wilayah timur Indonesia, sedang-kan 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 Pe-rum Angkasa Pura I and the establishment of Perum Angkasa Pura II. Perum Angkasa Pura I managed airports in the eastern part of Indo-nesia, while Perum Angkasa Pura II managed airports in the western part of Indonesia.

19 Mei 1987May 19, 1987

Peresmian Bandara Sultan Hasanuddin baru oleh Presiden RI.

22 Sep 2008September 22, 2008

Inauguration of the new Sultan Hasanuddin Airport by the President of the Republic of Indonesia.

4 Jan 2013January 4, 2013

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

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

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


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 2013September 12, 2013

Pengoperasian terminal baru Bandara Internasional I Gusti Ngurah Rai.

Operation of the new terminal at I Gusti Ngurah Rai International Airport.

30 Des 2011December 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 2011October 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 2011December 1, 2011

Ground breaking proyek pembangunan Terminal 2 (T2) Bandara Juanda, Surabaya.

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


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

9 Feb 2012February 9, 2012

Pembentukan Anak Perusahaan Angkasa Pura Supports.

Establishment of subsidiary, namely Angkasa Pura Supports.

20 Feb 2012February 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.

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.

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



Implementasi Tahap Pertama Proyek Enterprise Resource Planning (ERP).

24 Feb 2013February 24, 2013

Peresmian Hotel Ibis Budget Surabaya Airport–Angkasa Pura Hotels.

Peresmian Hotel Ibis Budget Surabaya Airport–Angkasa Pura Hotels.

Angkasa Pura Logistics regulated agent in Surabaya officially opened.

10 Apr 2013April 10, 2013

Regulated agent Angkasa Pura Logistics di Surabaya resmi beroperasi.








brief hisTory of The companyRiwayat Singkat

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.

Setelah melalui masa transisi selama dua tahun, terhitung

sejak 20 Februari 1964 PN Angkasa Pura Kemayoran

resmi mengambil alih secara penuh aset dan operasional

Pelabuhan Udara Kemayoran Jakarta dari Pemerintah.

Tanggal 20 Februari 1964 itulah yang kemudian ditetapkan

sebagai hari jadi Perseroan.

Dalam perkembangannya, untuk lebih memperluas cakupan

kerja mengelola bandar udara lain di wilayah Indonesia,

berdasarkan PP Nomor 21 tahun 1965 PN Angkasa Pura

Kemayoran berubah nama menjadi Perusahaan Negara

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

bertujuan untuk lebih membuka peluang bagi PN Angkasa

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.

After undergoing a two-year transitional, effective from

February 20, 1964, PN Angkasa Pura Kemayoran officially

took over all assets and operations of Kemayoran Airport,

Jakarta from the Government. February 20, 1964 was later

stipulated as the Company’s anniversary.

In the development, in order to further expand the scope

of work by managing other airports within the Indonesian

territory, pursuant to Government Regulation Number 21

year 1965, PN Angkasa Pura Kemayoran changed its name to

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

aimed at further opening the opportunity for PN Angkasa

49

Pura dalam melakukan pengelolaan bandar udara lain

di wilayah Indonesia. Secara bertahap, PN Angkasa Pura

telah mengelola Pelabuhan Udara Ngurah Rai – Bali, Halim

Perdanakusumah– Jakarta, Polonia – Medan, Juanda –

Surabaya, Sepinggan – Balikpapan, dan Sultan Hasanuddin

– Ujungpandang.

Kemudian berdasarkan PP Nomor 37 Tahun 1974, status

badan hukum perusahaan diubah menjadi Perusahaan

Umum (Perum). Secara umum, seluruh perubahan

tersebut ditunjukan untuk lebih memperluas cakupan kerja

pengelolaan bandar udara di Indonesia.

Di tahun 1985, Bandar Udara Internasional Kemayoran

dinyatakan berhenti beroperasi. Seluruh kegiatan operasional

dialihkan ke Bandar Udara Soekarno Hatta yang pada kala itu

bernama Bandar Udara Cengkareng (CGK).

Berdasarkan PP Nomor 25 tahun 1987, Perum Angkasa

Pura berubah nama sejak tanggal 19 Mei 1987 menjadi

Perum Perseroan bersamaan dengan dibentuknya Perum

Perseroan I yang khusus bertugas mengelola Bandar Udara

Soekarno-Hatta dan Halim Perdanakusuma. Di tahun 1992,

berdasarkan PP Nomor 5 Tahun 1992, bentuk Perusahaan

Umum (Perum) diubah menjadi Perseroan Terbatas (PT)

yang sahamnya dimiliki sepenuhnya oleh Negara Republik

Indonesia sehingga namanya menjadi PT Angkasa Pura I

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

Januari 1993 dan telah memperoleh persetujuan Menteri

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

Tahun 1993 tanggal 24 April 1993 serta diumumkan dalam

Berita Negara Republik Indonesia Nomor 52 tanggal 29 Juni

1993 dengan Tambahan Berita Negara Republik Indonesia

Nomor:2914/1993.

Perubahan Anggaran Dasar Perusahaan terakhir adalah

berdasarkan keputusan Rapat Umum Pemegang Saham

tanggal 14 Januari 1998 dan telah diaktakan oleh Notaris

Imas Fatimah, SH Nomor 30 tanggal 18 September 1998.

Perubahan Anggaran Dasar tersebut telah mendapat

pengesahan dari Menteri Kehakiman Republik Indonesia

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

1998 dan dicantumkan dalam Berita Negara Republik

Indonesia Nomor 50 tanggal 22 Juni 1999 dengan Tambahan

Berita Negara Republik Indonesia Nomor 3740/1999.

Pura to manage other airports within the Indonesian

territory. Gradually, PN Angkasa Pura has taken under its

management the following airports: Ngurah Rai Airport

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

Juanda – Surabaya, Sepinggan – Balikpapan, and Sultan

Hasanuddin – Ujungpandang.

Subsequently, pursuant to Government Regulation

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

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

aforementioned changes were directed to extend the scope

of work of airport management in Indonesia.

In 1985, Kemayoran International Airport was declared to

have ceased its operation. All operational activities were

transferred to Soekarno Hatta Airport, which was then

named Cengkareng Airport (CGK).

Pursuant to Government Regulation Number 25 year 1987,

Perum Angkasa Pura changed its name on May 19, 1987

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

establishment of Perum Angkasa Pura I Company which

was dedicated to manage Soekarno-Hatta and Halim

Perdanakusuma Airports. In 1992, pursuant to Government

Regulation Number 5 Year 1992, the form Public Company

was changed to Limited Liabilities Companies whose shares

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

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

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

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

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

1993 and was announced in State Gazette of the Republic of

Indonesia Number 52 dated June 29, 1993 and Supplement

to the State Gazette of the Republic of Indonesia Number:

2914/1993.

The most recent Amendment to the Company’s Articles

Association was based on decision of the General

Shareholders Meeting dated January 14, 1998, which was

notarized by Notary Imas Fatimah, SH under deed Number

30 dated September 18, 1998. The Amendment to Articles

of Association was validated by the Minister of Justice of the

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

dated November 19, 1998 and announced in State Gazette

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

and Supplement to the State Gazette of the Republic of

Indonesia Number 3740/1999.








Perseroan senantiasa mendukung kebijakan dan program

Pemerintah di bidang ekonomi dan pembangunan. Hal ini

dilakukan guna menghasikan keuntungan bagi Perseroan

melalui usaha jasa kebandarudaraan dalam arti yang seluas-

luasnya dan kegiatan bisnis lainnya yang relevan dengan

usaha jasa kebandarudaraan, baik dilaksanakan mandiri

maupun bekerja sama dengan badan lain.

Berdasarkan Peraturan Pemerintah Nomor 77 Tahun 2012

Tentang Perusahaan Umum Lembaga Penyelenggara

Pelayanan Navigasi Penerbangan Indonesia (LPPNPI), Jasa

Pelayanan Penerbangan tidak dikelola oleh Angkasa Pura

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

(berdasarkan Nota Kesepahaman nomor 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 Februari 2013).

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

02 tanggal 16 Januari 2013 yang telah disimpan di dalam

database Sistem Administrasi Badan Hukum dari Kementrian

Hukum dan Hak Asasi Manusia Republik Indonesia no.

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

menyetujui peningkatan modal disetor yang diambil dari

kapitalisasi sebagian cadangan Perseroan sampai dengan

tahun buku 2011 sejumlah 300.000 saham dengan nilai

nominal Rp.1.000.000 sehingga seluruhnya seharga

Rp.300.000.000 yang seluruhnya diambil bagian oleh Negara

Republik Indonesia.

Sampai saat ini, wilayah pelayanan Perseroan mencakup

13 bandar udara utama yang sedang berkembang pesat di

kawasan tengah dan timur Indonesia yang meliputi:

1. Bandara I Gusti Ngurah Rai – Bali

2. Bandara Juanda – Surabaya

3. Bandara Sultan Hasanuddin – Makassar

4. Bandara Sepinggan – Balikpapan

5. Bandara Frans Kaisiepo – Biak

6. Bandara Sam Ratulangi – Manado

7. Bandara Syamsudin Noor – Banjarmasin

8. Bandara Ahmad Yani – Semarang

9. Bandara Adisutjipto – Yogyakarta

10. Bandara Adisumarmo – Surakarta

11. Bandara Internasional Lombok - Lombok Tengah

12. Bandara Pattimura – Ambon

13. Bandara El Tari – Kupang

The Company always supports Government’s policies and

programs in the fields of economy and development. This

is implemented in order to generate profit for the Company

through airport service business in its broadest sense and

other business activities relevant to airport service business,

either independently or in cooperation with other entities.

Pursuant to Government Regulation Number 77 Year 2012

concerning Perum LPPNPI (the Indonesian Air Navigation

Service Provider Institution), Air Traffic Services are not

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

at 22.00 Western Indonesian Time (pursuant to Memorandum

of Understanding 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 dated February 12, 2013).

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

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

database of Legal Entities Administration System of the

Ministry of Justice and Human Rights of the Republic of

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

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

which was taken from capitalization part of the Company’s

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

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

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

the State of the Republic of Indonesia.

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

airports which are developing rapidly in the central and

eastern part of Indonesia, including:

1. I Gusti Ngurah Rai Airport – Denpasar

2. Juanda Airport – Surabaya

3. Sultan Hasanuddin Airport – Makassar

4. Sepinggan Airport – Balikpapan

5. Frans Kaisiepo Airport – Biak

6. Sam Ratulangi Airport – Manado

7. Syamsudin Noor Airport – Banjarmasin

8. Ahmad Yani Airport – Semarang

9. Adisutjipto Airport – Yogyakarta

10. Adisumarmo Airport – Surakarta

11. Lombok International Airport – Central Lombok

12. Pattimura Airport – Ambon

13. El Tari Airport – Kupang

51

bUsiness lines Bidang Usaha

Tujuan dan lapangan usaha dari Perseroan adalah untuk

melaksanakan dan menunjang kebijakan dan program

pemerintah di bidang ekonomi dan pembangunan

serta untuk memupuk keuntungan bagi perusahaan

dengan memupuk keuntungan bagi Perseroan dengan

menyelenggarakan usaha jasa kebandarudaraan dalam arti

seluas-luasnya dan usaha usaha lainnya yang mempunyai

hubungan dengan usaha tersebut.

Untuk mencapai tujuan tersebut di atas perusahaan

menjalankan usaha-usaha:

a. Jasa Pelayanan Penerbangan (Air Traffic Services),

penyediaan, pengusahaan fasilitas navigasi.

b. Jasa Pelayanan Kebandarudaraan

1. Aeronautika Non ATS

a Penyediaan, pengusahaan dan

pengembangan fasilitas untuk kegiatan

pelayanan pendaratan, lepas landas, parkir

dan penyimpanan pesawat udara.

b Penyediaan, pengusahaan dan

pengembangan fasilitas terminal untuk

pelayanan angkutan penumpang, kargo dan

pos.

2. Non Aeronautika

a Penyediaan lahan untuk pembangunan,

lapangan dan kawasan industri serta gedung

- gedung/ bangunan yang berhubungan

dengan kelancaran angkutan udara.

b Penyediaan, pengusahaan dan

pengembangan fasilitas elektronika, navigasi,

listrik, air dan instalasi limbah buangan.

c Penyediaan jasa konsultasi, pendidikan dan

pelatihan yang berkaitan dengan kebandar

udaraan.

d Usaha-usaha lain yang dapat menunjang

tercapainya tujuan perusahaan.

Perusahaan dapat pula mendirikan/menjalankan perusahaan

lainnya yang mempunyai hubungan dengan usaha tersebut

diatas baik sendiri-sendiri maupun bersama-sama dengan

badan lain sepanjang tidak bertentangan dengan peraturan

perundangundangan yang berlaku dan sesuai dengan

ketentuan dalam anggaran dasar.

The Company’s objectives and business lines are aimed at

implementing and supporting government policies and

program in the fields of economy and development as well

as to generate profit form the Company by providing airport

service business in its broadest sense and other businesses

related to the business.

To achieve the aforementioned objectives, the company

operates the following businesses:

a. Air Traffic Services, provision and management of

navigation facilities.

b. Airport Services

1. Non-ATS Aeronautics

a. Provision, management, and development

of facilities for aircraft landing, take-off,

parking, and storage service activities.

b. Provision, management, and development

of terminals for passenger, cargo, and post

transportation service.

2. Non-Aeronautics

a. Provision of land for construction, fields,

and industrial zone as well as buildings/

constructions related to the smoothness of

air transportation.

b. Provision, management, and development

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.

The Company can also establish/operate other companies

which are related to the aforementioned businesses, both

individually as well as jointly with other entities to the extent

not in conflict with the applicable laws and regulations and in

accordance with the provisions of the articles of association.








serVice proDUcTsProduk Jasa

Spesifikasi Produk Jasa

Produk jasa PT Angkasa Pura I (Persero) dapat diuraikan

sebagai berikut.

1. PJP4U (Pelayanan Jasa Pendaratan, Penempatan dan

Penyimpanan Pesawat Udara)

Produk jasa pelayanan Pendaratan Pesawat Udara ini

adalah merupakan kegiatan pelayanan jasa pendaratan

yang diberikan terhadap pesawat udara yang mendarat

di Bandar Udara.Produk jasa pelayanan Penempatan

pesawat Udara adalah pelayanan jasa yang diberikan

untuk penempatan Pesawat Udara di tempat terbuka

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)

Pelayanan Jasa Penumpang Pesawat Udara adalah

pelayanan jasa yang diberikan kepada setiap

penumpang di Terminal pemberangkatan atau

kedatangan Bandar Udara yang diusahakan oleh PT

Angkasa Pura I (Persero).

3. Garbarata (Aviobridge)

Pelayanan Jasa pemakaian garbarata (Aviobridge)

adalah pelayanan jasa pemakaian garbarata (Aviobridge)

yang diberikan kepada setiap Badan Usaha Angkutan

Udara/Perusahaan Angkutan Udara/operator Pesawat

Udara pada saat keberangkatan atau kedatangan

penumpang.

4. Counter Check-In

Pelayanan Jasa Pemakaian Counter Check-In adalah

pelayanan jasa yang diberikan kepada perusahaan

angkutan udara atau operator pesawat udara

sehubungan pemakaian fasilitas Bandar Udara.

5. Baggage Handling system (BHS)/Hold Baggage

Screening(HBS)

Pelayanan jasa yang diberikan kepada perusahaan

angkutan udara atau operator pesawat udara

sehubungan pemakaian fasilitas Baggage Handling

system yaitu suatu sistem conveyor yang digunakan

untuk mengangkut bagasi penumpang setelah

proses pemeriksaan dan check-in bagi penumpang

Service Product Specification

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

described as follows:

1. PJP4U (Aircraft Landing, Parking, and Storage Services)

Aircraft landing service product constitutes the activity

of landing services provided to aircrafts landing at the

Airport. Aircraft parking service product constitutes

the service provided for placing Aircrafts in an open

space at the Airport. Aircraft Storages service product

constitutes the service provided for Aircrafts in the

hangar.

2. PJP2U (Aircraft Passenger Services)

Aircraft Passenger Services are services provided to any

passenger at the departure or arrival Terminals at the

Airports managed by PT Angkasa Pura I (Persero).

3. Aviobridge

Aviobridge utilization service is Aviobridge utilization

service provided to any Air Transportation Business

Entity/Airline/Aircraft operator upon passengers’

departure or arrival.

4. Check-In Counter

Check-In Counter Utilization Service is service provided

to airlines or aircraft operators in connection with the

use of Airport facilities.

5. Baggage Handling system (BHS)/Hold Baggage

Screening(HBS)

Service provided to airlines or aircraft operators in

connection with the use of Baggage Handling system

facility, namely a conveyor system used for transporting

passengers’ baggage after the screening and check-

in process for departing passengers, in which the

baggage is subsequently taken to the baggage

53

keberangkatan, selanjutnya bagasi tersebut dibawa

ke area penumpukan siap angkut (baggage make up

areal) untuk diangkut ke pesawat udara, begitu juga

sebaliknya bagi penumpang kedatangan dibawa ke

area pengambilan bagasi (baggage claim). Pelayanan

jasa yang diberikan kepada perusahaan angkutan

udara atau operator pesawat udara sehubungan

pemakaian fasilitas Hold Baggage Screening yaitu suatu

sistem pemeriksaan bagasi dengan mesin x-ray yang

terintegrasi langsung dengan BHS dan secara otomatis

dapat mengetahui status keamanan bagasi untuk

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

Konsesi adalah jasa yang diberikan atas hak

penggunaan fasilitas Bandar Udara kepada pihak ketiga

terkait kegiatan usaha yang dilakukan di Bandar Udara.

Konsesi ini dikenakan kepada perusahaan-perusahaan

yang berusaha di Bandar Udara seperti usaha Ekspedisi

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

Ground Handling, dan In-flight Catering.

Segmentasi Produk

Segmentasi pasar PT Angkasa Pura I (Persero) terbagi

menjadi 2 jenis, yaitu segmen produk jasa yang diberikan

kepada perusahaan (Perusahaan Angkutan Udara/Pesawat

Udara) dan segmen produk jasa yang diberikan langsung

kepada konsumen (Penumpang pesawat Udara).

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

other way round for arriving passengers, in which the

baggage is taken to the baggage claim area. The service

provided for airlines or aircraft operators in connection

with the use of Hold Baggage Screening facility

constitutes a baggage screening system using an x-ray

machine, which is directly integrated to BHS and can

automatically identify the baggage security status to be

distributed in accordance with screening result, sorting

and destination of the baggage to be taken to the

aircraft for departing passengers.

6. Concession on Airport Facility Utilization Service

Concession is service provided on the right to use

Airport facilities to a third party related to business

activities conducted at the Airport. This concession

is imposed on companies running their business at

Airports such as Aircraft Cargo Expedition, Regulated

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

businesses

Product Segmentation

Market segmentation of PT Angkasa Pura I (Persero) is

divided into 2 types, namely the segment of service product

provided to companies (Airlines/Aircraft Companies) and the

segment of service product provided directly to consumers

(Aircraft Passengers).








operaTional areaWILAYAH OPERASIONAL

2 5.1

3

8

9

4

1. Adisutjipto - Yogyakarta2. Ahmad Yani - Semarang3. Adi Soemarmo - Solo

4. Juanda - Surabaya5.1. I Gusti Ngurah Rai - Bali5.2. SBU Komersial - Bali

1 5.2

6

55

7

10

11

12

13

6. Lombok - Praya7. El Tari - Kupang8. Syamsudin Noor - Banjarmasin9. Sepingan - Balikpapan

10. Sultan Hasanuddin - Makassar11. Sam Ratulangi - Manado12. Pattimura - Ambon13. Frans Kaisiepo - Biak








corporaTe ValUesNilai Perusahaan

Visi“Menjadi salah satu dari sepuluh perusahaan pengelola

bandar udara terbaik di Asia”

Misi 1. Meningkatkan nilai pemangku kepentingan.

2. Menjadi mitra pemerintah dan pendorong

pertumbuhan ekonomi.

3. Mengusahakan jasa kebandarudaraan melalui

pelayanan prima yang memenuhi standar keamanan,

keselamatan, dan kenyamanan.

4. Meningkatkan daya saing perusahaan melalui kreatifitas

dan inovasi.

5. Memberikan kontribusi positif terhadap lingkungan

hidup.

VISION“To become one of the top ten airport management

companies in Asia”

MISSION

1. To increase stakeholders value.

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

economic growth.

3. To run an airport service business through excellent

service which fulfills the security, safety, and comfort

standards.

4. To increase the company’s competitiveness through

creativity and innovation.

5. To make positive contribution to the environment.

57

corporaTe cUlTUral ValUesNilai Budaya Perusahaan

Untuk lebih mendukung pencapaian Visi dan penerapan

Misi dalam aktivitas operasional perusahaan, maka Perseroan

juga telah menetapkan nilai-nilai budaya perusahaan (Core

Values) sebagai dasar budaya perusahaan (corporate culture)

yang diharapkan dapat menjadi acuan utama bagi seluruh

karyawan Perseroan tanpa terkecuali. Adapun Nilai-Nilai

Budaya Perusahaan yang disepakati dan dianut oleh seluruh

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

tersebut adalah sebagai berikut:

1. Sinergi

Definisi Nilai Budaya:

Cara insan PT Angkasa Pura I (Persero) menghargai

keragaman dan keunikan setiap elemen untuk

memberi nilai tambah bagi perusahaan, pembangunan

ekonomi, dan lingkungan dimana pun insan Angkasa

Pura Airports berada.

2. Adaptif


Daya, semangat dan hasrat insan PT Angkasa Pura I

(Persero) yang pantang menyerah, proaktif merespon

perubahan dan kaya akan inovasi.

3. Terpercaya


Karakter insan PT Angkasa Pura I (Persero)yang

senantiasa selaras antara kata dengan perbuatan, jujur

dalammenjalankan tugas serta kewajiban, dan dapat

diandalkan.

4. unggul


Komitmen insan PT Angkasa Pura I (Persero)

memberikan layanan prima dengan profesional dan

bertanggung jawab untuk memuaskan pelanggan

secara berkelanjutan.

Dewan Komisaris dan Direksi telah menyetujui dan

menetapkan Visi, Misi dan Nilai Budaya Perusahaan guna

menghadapi dinamika bisnis jasa kebandarudaraan di dalam

dan luar negeri.

To further support the achievement of Vision and

implementation of Mission in the company’s operational

activities, the Company has also stipulated its corporate

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

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

Company’s employees without exception. Meanwhile, the

Corporate Cultural Values agreed upon and adhered to by all

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

SATU is as follows:

1. Synergy

Cultural value Definition:

The way members of PT Angkasa Pura I (Persero)

appreciate the variety and uniqueness of each element

to add value to the company, economic development,

and environment, wherever the member of Angkasa

Pura Airports is.

2. Adaptive


The power, spirit, and desire of members of PT

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

are proactive in responding to changes and rich in

innovation.

3. Trusted


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

who always have consistency between their words and

action and who are honest in performing their duties

and responsibility as well as reliable.

4. unggul (Superior)


The commitment of members of PT Angkasa

Pura I (Persero) in providing superior service with

professionalism and responsibility to continuously

satisfy their customers.

The Board of Commissioners and Board of Directors have

agreed upon and stipulated the Corporate Vision, Mission

and Cultural Values in order to face the dynamics in airport

service business inland and abroad.








Goals anD sTraTeGySasaran Dan Strategi

SASArAN

Direksi Angkasa Pura Airports telah menetapkan sasaran

strategis (strategic objective) tahun 2013-2017 sebagai

berikut.

• Penerapan konsep green corporation dan program CSR

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

(2017).

• Pencapaian proporsi pendapatan non-aero terhadap

pendapatan operasional sebesar 60% (2017).

• Pengembangan dan pengimplementasian sistem

manajemen kelas dunia (terutama pengelolaan SDM,

ICT, operations excellence, dan services excellence) secara

holistik (2017).

5 ArAH STrATegIS

Untuk mencapai visi, misi, dan sasaran strategisnya, Angkasa

Pura Airports menetapkan 5 arah strategis sebagai acuan

penyusunan strategi tahunan sebagai berikut.

1. Service exellence

The Best 10 Airport Operator in Asia

3. environment

5. Sound Organization

4. reasonable Cost

2. revenue enhancement

gOALS

The Board of Directors of Angkasa Pura Airports has stipulated

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

• Theeffectiveimplementationofthegreencorporation

concept and CSR program (2014).

• Tobecomeaprivatization-readycompany(2015).

• CSI improvement in accordance to ACI’s standard of

4.83 (2017).

• Achievement of total operating revenues of Rp6.61

trillion (2017).

• Achievementofnon-aeronautics revenuesproportion

to operating revenues of 60% (2017).

• Development and implementation of a world-class

management system (particularly HR management,

ICT, operations excellence, and services excellence) in

a holistic way (2017).

5 STrATegIC DIreCTIONS

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

Angkasa Pura Airports have stipulated 5 strategic directions

as the reference in the preparation of annual strategy as

follows:

59

sErviCEs ExCEllEnt

• Peningkatan CSI

• Peremajaan Alat-alat Produksi

• Pelaksanaan Pembangunan Bandara DPS,BPN,T2 SuB

• Pemenuhan Jumlah SDM dan Fasilitas Produksi

rEvEnuE EnhanCEmEnt

• Optimalisasi sistem kerjasama dengan mitra/

konsesioner

• Peningkatan Pendapatan Aeronautika dan Non

Aeronautika

• Pembentukan anak perusahaan

rEasonaBlE Cost

• Efektifitas penggunaan anggaran

• Menjaga keseimbangan peningkatan pendapatan

terhadap peningkatan biaya

EnvironmEnt

• Penyaluran program Kemitraan

• Pemberian Dana Program Bina Lingkungan

• Penerapan Eco Green Airport

• Dampak sosial & ekonomi serta penyerapan tenaga

kerja lokal

sound orGaniZation

• Restrukturisasi organisasi

• Workshop budaya baru perusahaan

• Pencanangan Center For Excelent

• Management training melalui strategic patnership

• Penetapan Master Plan IT

• Reaktivasi training untuk berbagai level

ServICeS eXCeLLeNCe

• CSIImprovement

• RenovationofProductionEquipment

• ImplementationofAirportDevelopmentatDPS,BPN,

T2 SUB

• Fulfillment of Human Resources Quantity and

Production Facilities

reveNue eNHANCeMeNT

• Optimalization of cooperation system with partners/

concessioners

• Enhancement of Aeronautics and Non-Aeronautics

Revenues

• Establishmentofsubsidiaries

reASONABLe COST

• Effectivenessofbudgetutilization

• Maintainingbalancebetweenrevenuesenhancement

and costs increase

eNvIrONMeNT

• DistributionofPartnershipprograms

• ProvisionofCommunityDevelopmentProgramFund

• ImplementationofEcoGreenAirport

• Social&economicimpactaswellasabsorptionoflocal

manpower

SOuND OrgANIzATION

• Organizationalrestructuring

• Workshoponthenewcorporateculture

• AnnouncementoftheCenterforExcellence

• Managementtrainingthroughstrategicpartnership

• StipulationofITMasterPlan

• Reactivationoftrainingatvariouslevels








reporT of The boarD of commissioners Laporan Dewan Komisaris


SEKIlAS pERUSAHAANCOMpANy OVERVIEW

LAPORAN MANAJEMENMANAGEMENT REpORT




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

Laporan Dewan Komisaris


LAPOrAN DeWAN KOMISArIS

Pemegang Saham dan Para Pemangku Kepentingan yang

Terhormat,

Kondisi perekonomian Indonesia 2013 mengalami tekanan

dari ekonomi global, namun perekonomian Indonesia

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

lebih baik dengan tingkat pertumbuhan ekonomi dari

peer countries. Pertumbuhan tertinggi terjadi pada sektor

Pengangkutan dan Komunikasi yang mencapai 10,19%

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

Perusahaan sebesar 7,56%, serta sektor Konstruksi sebesar

6,57%. Sedangkan pertumbuhan sektor 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%, sektor Pertanian

sebesar 3,54%, dan sector Pertambangan dan Penggalian

sebesar 1,34%.

Pertumbuhan sektor pengangkutan yang tinggi, sejalan

dengan pertumbuhan transportasi udara yang semakin

menjadi pilihan publik. Penggunaan transportasi udara

bukan lagi menjadi hal yang mewah sebab semakin

banyak kalangan yang memilih menggunakan pesawat

untuk bepergian. Hal ini didukung oleh hadirnya konsep

penerbangan berbiaya murah (low cost carrier/ LCC) dan

konsep Airport city yang tengah berlangsung di seluruh

dunia.

Kondisi perekonomian nasional dan pertumbuhan sektor

pengangkutan tersebut, 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.

PeNILAIAN TerHADAP KINerJA DIreKSI

Secara umum, Direksi telah menunjukkan upaya optimal

untuk mencapai kinerja terbaik dalam merealisasikan

rencana kerja dan anggaran perusahaan (RKAP) yang telah

ditetapkan. Pencapaian kinerja Perseroan tahun 2013

rePOrT Of THe BOArD Of COMMISSIONerS

Dear Shareholders and Stakeholders,

In 2013, Indonesia’s economic condition was affected by

the global economic pressure; however, the Indonesia’s

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

considered better compared to the economic growth rate

of peer countries. The highest growth was in Transportation

and Communication sector, which reached 10.19%, followed

by Financial, Real Estate, and Corporate Services sector at

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

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

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

Industry sector 5.56%, Services sector 5.46%, Agriculture

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

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

growth in air transportation, which increasingly becomes the

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

anymore because many people choose to travel by plane.

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

concept and the Airport City concept all over the world.

The national economic condition and growth in the

transportation sector certainly made an impact on the course

of business of Angkasa Pura Airports. We saw that Angkasa

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

Board of Directors of Angkasa Pura Airports has succeeded

in anticipating the existing challenges and opportunities

by demonstrating good performance achievement of the

Company.

ASSeSSMeNT ON THe BOArD Of DIreCTOrS’

PerfOrMANCe

In general, the Board of Directors has demonstrated serious

efforts to achieve the best performance in realizing the

stipulated Company Work Plan and Budget as a whole. The

Company’s performance achievement in 2013 was slightly

63

sedikit dibawah target disebabkan pengalihan pengelolaan

kegiatan pelayanan navigasi penerbangan kepada Perum

LPPNPI sesuai dengan Peraturan Pemerintah (PP) Nomor

77 Tahun 2012 Tentang Perusahaan Umum Lembaga

Penyelenggara Pelayanan Navigasi Penerbangan Indonesia

(LPPNPI).

Dewan Komisaris berpendapat bahwa Perseroan telah

menerapkan tatakelola perusahaan yang baik, memiliki

sistem pengendalian intern yang cukup, dan Satuan Kerja

Audit Intern yang telah berjalan efektif dan independen.

Dalam pelaksanaan tugas dan tanggung jawab Dewan

Komisaris, kami senantiasa memberikan saran dan

masukan kepada pihak manajemen (Direksi), sebagai fungsi

pengawasan terhadap operasional perseroan.

KINerJA PerSerOAN 2013

Perseroan telah berhasil mencapai laba bersih tahun berjalan

dan rasio-rasio keuangan yang baik terhadap target yang

ditetapkan dalam rencana kerja dan anggaran perusahaan

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

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

tahun berjalan RKAP sebesar Rp494,64 miliar.

Dewan Komisaris sangat mengapresiasi atas pencapaian

target laba bersih tahun 2013. Pencapaian laba tersebut

diakibatkan peningkatan pendapatan non-aeronautika

sebesar 29,75% dari tahun sebelumnya, meskipun kegiatan

pelayanan navigasi telah dialihkan pengelolaannya kepada

Perum LPPNPI. Dari sisi likuiditas, Perusahaan cukup mampu

memenuhi kewajiban baik jangka pendek maupun jangka

panjang.

PeNgeNDALIAN INTerN

Dewan Komisaris senantiasa memantau pelaksanaan

pengendalian intern Perseroan melalui evaluasi atas laporan

internal audit dan eksternal audit yang disampaikan oleh

Direksi. Dewan Komisaris melakukan telaah atas laporan

pengendalian intern melalui Komite Audit dalam rapat

internal komite secara berkala maupun rapat koordinasi

Komite Audit dengan unit internal audit.

under the stipulated target, amid the implementation of

Government Regulation Number 77 Year 2012 concerning

Perum LPPNPI (the Indonesian Air Navigation Service

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

management.

The Board of Commissioners is of the opinion that the

Company has implemented good corporate governance and

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

Internal Audit Work Unit which is functioning effectively and

independently. In performing the Board of Commissioners’

duties and responsibility, we always give advice and input to

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

function to the company’s operations.

COMPANy’S PerfOrMANCe IN 2013

The Company has succeeded to book net income for the

current year and good financial ratios in accordance with the

targets stipulated in the company work plan and budget for

2013. Net income for the current year was 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.

BOC greatly appreciate the achievement net profit target

in 2013. The achievement is resulted by an increase in

non-aeronautical revenues amounted to 29.75% from the

previous year, although the management of navigation

services have been transferred to PERUM LPPNPI. In terms

of liquidity, the Company is quite capable obligations both

short and long long.

INTerNAL CONTrOL

The Board of Commissioners always monitors the

implementation of the Company’s internal control through

evaluation of the internal audit report submitted by the

Board of Directors. The Board of Commissioners performs an

assessment on the internal control report through the Audit

Committee in the committee’s internal meeting on a regular

basis as well as in coordination meeting between the Audit

Committee and internal audit unit.








Dewan Komisaris meminta kepada Direksi untuk memperkuat

fungsi audit internal, diantaranya peningkatan kompetensi

auditor sehingga hasil pemeriksaan dapat disampaikan secara

optimal, meminta dilakukannya performance audit pada

beberapa unit kerja, dan memastikan terdapat pemahaman

dan persepsi mengenai risiko terkait pelaksanaan risk based

audit antara Audit Internal dengan Auditee.

Dalam pengelolaan risiko perseroan, Dewan Komisaris

menilai bahwa Direksi telah melakukan berbagai upaya

untuk memenuhi kecukupan sistem pengendalian risiko.

Dewan Komisaris berpendapat fungsi kepatuhan telah

berjalan dengan baik dan pengelolaan perseroan telah sesuai

dengan peraturan perundang-undangan yang berlaku.

TATA KeLOLA PeruSAHAAN

Dewan Komisaris senantiasa melaksanakan tugas dan

tanggungjawabnya secara profesional dan independen

dengan berlandaskan pada tatakelola perusahaan yang

baik. Dewan Komisaris berkomitmen untuk proaktif

dalam melaksanakan fungsi pengawasan perseroan, baik

pada proses perumusan Corporate Plan, penyusunan dan

implementasi Rencana Bisnis Perseroan, pemantauan

kinerja, serta penerapan manajemen risiko dan penerapan

Good Corporate Governance. Pelaksanaan fungsi Pengawasan

oleh Dewan Komisaris antara lain dilaksanakan melalui:

Rapat Internal Dewan Komisaris dan Rapat Dewan Komisaris

dengan Direksi.

Dewan Komisaris telah memiliki Kebijakan Pengawasan

(Pedoman) terkait pemenuhan Good Corporate Governance

(GCG) dan Pedoman/Program Kerja Dewan Komisaris yang

mengatur tentang pembagian bidang tugas masing-masing

Komisaris.

PANDANgAN ATAS PrOSPeK uSAHA

Terhadap prospek dan pengembangan usaha Perseroan yang

disusun oleh manajemen, Dewan Komisaris berpendapat

bahwa prospek usaha tersebut telah menyesuaikan dan

memperhatikan visi dan misi, strategi perusahaan dan

Rencana Jangka Panjang Perusahaan (RJPP), kondisi

perekonomian ke depan, kebijakan pemerintah, dukungan

Pemegang Saham, peningkatan dan penguatan organisasi,

The Board of Commissioners requested the Board of

Directors to strengthen the internal audit function, among

other things by improving auditor’s competency in order

that the audit result can be presented optimally, requiring

that a performance audit is conducted on several work units,

and ensuring the understanding and perception of risks

related to the implementation of risk-based audit between

the Internal Audit and the Auditee.

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

Commissioners considered that the Board of Directors has

made various efforts to fulfill the adequacy of risk control

system. The Board of Commissioners is of the opinion that

the compliance function has been functioning properly and

the management of the company has been in accordance

with the applicable laws and regulations.

COrPOrATe gOverNANCe

The Board of Commissioners always performs its duties and

responsibility professionally and independently based on

good corporate governance. The Board of Commissioners

is committed to be proactive in performing its supervisory

function on the company, either in the process of formulation

of Corporate Plan, preparation and implementation of

Corporate Business Plan, performance monitoring, as well

as risk management implementation and Good Corporate

Governance implementation. The implementation of

Supervisory function by the Board of Commissioners is

conducted, among other things, through: Meetings of the

Board of Commissioners and Joint Meetings between the

Board of Commissioners and Board of Directors.

The Board of Commissioners has Working Guidelines and

Rules of Order of the Board of Commissioners of Angkasa

Pura Airport. These Working Guidelines and Rules of Order

govern the main function, organizational structure, work

ethics, working hours, and implementation of meetings of

the Board of Commissioners.

vIeW ON BuSINeSS PrOSPeCT

With regard to the Company’s business prospect and

development prepared by the management, the Board of

Commissioners is of the opinion that the business prospect

has been adjusted and taken into account the company’s

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

Term Plan, future economic condition, government policy,

Shareholders’ support, organizational improvement and

65

jaringan, sumber daya manusia, manajemen risiko, dan

teknologi yang tersedia.

Arah strategis perusahaan ke depan adalah mewujudkan

bandara yang dikelola oleh PT Angkasa Pura Airports

menjadi salah satu bandara terbaik di Asia. 5 arah strategis

sebagai acuan penyusunan strategi tahunan yang berusaha

ditingkatkan adalah: service excellence, revenue enhancement,

environment, reasonable cost, dan sound organization.

Dewan Komisaris memiliki keyakinan bahwa Direksi beserta

jajarannya mampu meningkatkan pelayanan kepada

pangguna jasa kebandarudaraan yang ditunjukkan dengan

capaian Customer Satisfaction Index yang penilaiannya

dilakukan oleh pihak independen, yaitu: Indonesian

National Air Carrier Association (INACA) dan Airport Council

International (ACI) yang hasilnya terus meningkat dan

mampu mengambil setiap peluang bisnis dan mencapai

target bisnis yang ditetapkan dengan pencapaian kinerja

yang memuaskan.

KOMPOSISI DeWAN KOMISArIS

Struktur kepengurusan Dewan Komisaris pada 2013,

tidak mengalami perubahan dengan jumlah sebanyak 6

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

orang anggota Komisaris. Komposisi keanggotaan Dewan

Komisaris Angkasa Pura Airport mengalami perubahan, yaitu

dengan pengangkatan Sdr. Askolani, SE. MA. menggantikan

Sdr. Dr. Robert Pakpahan berdasarkan Keputusan Menteri

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

Kami mengucapkan selamat bergabung dengan Angkasa

Pura Airport kepada anggota Dewan Komisaris yang baru.

Secara keseluruhan Kepengurusan Dewan Komisaris 2013,

yaitu: Drs. Suratto Siswodihardjo sebagai Komisaris Utama,

Prof. Dr. Eddy Mulyadi Supardi sebagai Komisaris, Bernadus

Didik Prasetyo sebagai Komisaris, Drs. Hakamuddin Djamal,

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

dan Ir. Tunjung Inderawan M.Si sebagai Komisaris.

strengthening, network, human resources, risk management,

and available technology.

Future strategic direction of the Company is to manifest that

the airports under management by Angkasa Pura Airports

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

as a reference for the preparation of the annual strategy

that seeks to improve are: service excellence, revenue

enhancement, environment, reasonable cost, and sound

organization.

The Board of Commissioners has the confidence that the

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

every business opportunity and achieve the stipulated

business target through satisfactory performance

achievement measured by Customer Satisfaction Index (CSI)

of which assessment is conducted by an independent party,

namely: Indonesian National Air Carrier Association (INACA)

and Airport Council International (ACI), the result continues

to increase and able to take on any business opportunities

and achieve business targets set by the achievement of

performance satisfying.

COMPOSITION Of THe BOArD Of COMMISSIONerS

In 2013, the organization structure of the Board of

Commissioners did not undergo any change in terms

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

members, namely one President Commissioner and 5 (five)

Commissioners. The composition of members of the Board

of Commissioners of Angkasa Pura Airport has changed,

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

replaced Dr. Robert Pakpahan by virtue of Decree of the

State Minister of State-Owned Enterprises Number: SK-208/

MBU/2013.

We congratulate the new members of the Board of

Commissioners for joining Angkasa Pura Airport. Overall,

the composition of the Board of Commissioners in 2013

was namely as follows: Drs. Suratto Siswodihardjo as

President Commissioner, Prof. Dr. Eddy Mulyadi Supardi as

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.








PeNILAIAN KOMITe-KOMITe DI BAWAH DeWAN

KOMISArIS

Dewan Komisaris melaksanakan fungsi pengawasan dibantu

oleh dua komite yaitu Komite Audit serta Komite Risiko

Usaha dan GCG. Komite-komite tersebut dipimpin oleh

seorang ketua berasal dari Komisaris Independen.

Komite-komite di jajaran Dewan Komisaris tersebut telah

memiliki Piagam Komite (Committee Charter) dan Pedoman

Kerja yang telah berfungsi dengan baik. Sejalan dengan

tugasnya komite-komite tersebut juga melaksanakan

interaksi secara rutin dengan manajemen dan unit kerja

terkait. Dewan Komisaris menilai bahwa Komite-komite di

bawah Dewan Komisaris telah melaksanakan tugas dan

tanggung jawabnya sesuai dengan pedoman kerja Komite

dan telah melaporkan kinerja komite secara berkala.

APreSIASI

Dewan Komisaris menyadari bahwa tahun 2013 merupakan

tahun yang cukup berat bagi Manajemen Angkasa Pura

Airports, di samping pengalihan pengelolaan kegiatan

navigasi penerbangan kepada Perum LPPNPI juga harus

menyelesaikan proyek-proyek pengembangan Bandara I

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

dan Bandara Sepinggan - Balikpapan. Atas kerja keras

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.

Suratto SiswodihardjoKomisaris utama|President Commissioner

PT Angkasa Pura I (Persero).

Atas Nama Dewan Komisaris

PT Angkasa Pura I (Persero)

On Behalf of the Board of Commissioners

ASSeSSMeNT Of THe COMMITTeeS uNDer THe BOArD

Of COMMISSIONerS

The Board of Commissioners performs the supervisory

function assisted by three committees, namely the Audit

Committee, Business Risk Committee, and GCG Committee.

These committees are led by a chairperson, who is selected

from among the Independent Commissioners.

These committees under the Board of Commissioners have

Working Guidelines in place and have been functioning

properly. In line with their duties, these committees also

interact regularly with the management and relevant work

units. The Board of Commissioners considered that these

Committees under the Board of Commissioners have

performed their duties and responsibility in accordance with

the Committees’ working guidelines and have reported their

performance on a regular basis.

APPreCIATION

We are aware of that the performance achievement in

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

the Company’s employees and management. Finally, for

such a good performance, we express our appreciation and

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

Shareholders, and Stakeholders for their support and trust to

Angkasa Pura Airport until now.


profile of The boarD of commissionersProfil Dewan Komisaris

eddy Mulyadi SoepardiKomisaris

Commissioner

Hakamuddin DjamalKomisaris

Commissioner

Suratto SiswodihardjoKomisaris utama

President Commissioner

69

robert PakpahanKomisaris

Commissioner

Tundjung InderawanKomisaris

Commissioner

B. Didik PrasetyoKomisaris

Commissioner







Profil Dewan Komisaris


Warga Negara Indonesia, 66 tahun. Lahir di Solo pada

tanggal 2 Juli 1946.

Menamatkan pendidikan Administrasi Bisnis di Universitas

Negeri Jakarta pada tahun 1992 dan pendidikan Akademi

TNI Angkatan Udara di Yogyakarta pada tahun 1969.

Menjabat sebagai Komisaris Utama Perseroan sejak 21 Juli

2010. Saat ini beliau juga menjabat sebagai Dewan Audit

Bank Bukopin sejak tahun 2001 dan Komisaris PT Prosys

Engineers International sejak tahun 2005. Beliau juga pernah

menjabat berbagai posisi penting diantaranya sebagai

Komisaris Perseroan (2006-2010), Komisaris Bank Bukopin

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

dan sebagai Komisaris PT Indo Lampung Perkasa (1998-

2000).

Dasar Pengangkatan pertama kali, SK Meneg BUMN Nomor:

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

Tidak memiliki hubungan afiliasi dengan anggota Direksi

dan anggota Dewan Komisaris lainnya, maupun pemegang

saham.

Suratto SiswodihardjoKomisaris utama | President Commissioner

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

on July 2, 1946.

He completed his study in Business Administration at the

State University of Jakarta in 1992 and his education at the

Indonesian National Army’s Air Force Academy in Yogyakarta

in 1969.

He holds the position of President Director at the Company

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

as member of Bank Bukopin Audit Board since 2001 and

Commissioner of PT Prosys Engineers International since

2005. He has also held various important positions, among

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

Commissioner of Bank Bukopin (2001-2002), Commissioner

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

of PT Indo Lampung Perkasa (1998-2000).

His first appointment was by virtue of Decree of the State

Minister of State-Owned Enterprises Number: KEP-133/

MBU/2010 dated July 21, 2010.

He has no affiliated relationship with members of the

Board of Directors and other members of the Board of

Commissioners, or with the shareholders.

71

Warga Negara Indonesia, 68 tahun. Lahir di Makassar pada

tanggal 10 November 1944.

Menamatkan pendidikan Sarjana Ilmu Administrasi Niaga

pada tahun 1970 dari Fakultas Ilmu Pemerintahan (IIP)

Jakarta dan lulus Pasca Sarjana Magister Ilmu Pemerintahan

pada tahun 2002.

Menjabat sebagai Komisaris Perseroan sejak 9 November

2007. Beliau juga pernah menjabat berbagai posisi penting

diantaranya sebagai Pelaksana Tugas Gubernur Banten (2000-

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

Staf Ahli Menteri Dalam Negeri Bidang Pemerintahan Wilayah

IV, Staf Ahli Menteri Dalam Negeri Bidang Pemberdayaan

Masyarakat, Sekretaris Wilayah/Daerah Propinsi Sulawesi

Selatan.

Dasar Pengangkatan pertama kali, Keputusan Menteri BUMN

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

kemudian diangkat kembali sesuai dengan SK Meneg BUMN

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



saham.

Hakamuddin DjamalKomisaris | Commissioner

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

Makassar on November 10, 1944.

He completed his education as Bachelor of Business

Administration at Jakarta Institute of Public Administration

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

Administration in 2002.

He holds the position of Commissioner at the Company

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

positions, among others, as Acting Governor of Banten

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

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

Affairs for Public Administration in Region IV, Expert Staff to

the Minister of Home Affairs for Community Empowerment,

Regional Secretary of South Sulawesi Province.

His first appointment was by virtue of Decree of the

State Minister of State-Owned Enterprises Number KEP-

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

subsequently reappointed by virtue of Decree of the State

Minister of State-Owned Enterprises No: SK-423/MBU/2012,

dated November 8, 2012.











Warga Negara Indonesia, 60 tahun. Lahir di Madiun pada

tanggal 31 Juli 1953.

Menamatkan pendidikan S1 Teknik Sipil di Institut Teknologi

Bandung pada tahun 1978 dan pendidikan S2 Sumber Daya

Pesisir Lautan di Institut Pertanian Bogor pada tahun 2002.


2011. Saat ini beliau juga menjabat sebagai Dirjen

Perkeretaapian Kementerian Perhubungan RI sejak tahun


diantaranya sebagai Kepala Biro Perencanaan Kementerian

Perhubungan RI pada tahun 2006 hingga tahun 2009

dan Kepala Program Biro Perencanaan Kementerian

Perhubungan RI pada tahun 2005 hingga tahun 2006.


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



saham.

Tundjung InderawanKomisaris | Commissioner


Madiun on July 31, 1953.

He completed his undergraduate study in Civil Engineering

at Bandung Institute of Technology in 1978 and master’s

study in Coastal and Marine Resources at Bogor Institute of

Technology in 2002.


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

position of Director General of Railways at the Ministry of

Transportation of the Republic of Indonesia since 2009. He

has also held various important positions, among others, as

Head of Planning Bureau at the Ministry of Transportation of

the Republic of Indonesia from 2006 to 2009 and Program

Head of Planning Bureau at the Ministry of Transportation of

the Republic of Indonesia from 2005 to 2006.



MBU/2011 dated November 24, 2011.




73

Warga Negara Indonesia, 53 tahun. Lahir di Tanjung Balai

pada 20 Oktober 1959.

Menerima gelar Diploma III dan IV dari Sekolah Tinggi

Akuntansi Negara tahun 1987. Beliau kemudian melanjutkan

pendidikannya dan mendapatkan gelar Doktoral di Bidang

Ekonomi dari Universitas of North Carolina at Chapel Hill,

Amerika Serikat pada tahun 1997

Menjabat sebagai Komisaris Perseroan sejak 15 Mei 2012.

Saat ini beliau juga menjabat sebagai Staf Ahli Menteri

Keuangan Bidang Penerimaan Negara sejak tahun 2011.

Beliau juga pernah menjabat berbagai posisi penting

diantaranya sebagai Direktur Transformasi Proses Bisnis

pada tahun 2006 hingga tahun 2011, Direktur Potensi dan

Sistem Perpajakan pada tahun 2005 hingga tahun 2006,

Tenaga Pengkaji Bidang Ekstensifikasi dan Intensifikasi Pajak

Sekretariat Direktorat Jenderal Pajak pada tahun 2003 hingga

tahun 2005, Kepala Bidang Pelayanan Pajak Perusahaan

Masuk Bursa pada tahun 2002, dan Kepala Sub Direktorat

Analisis dan Perencanaan dan Sistem Perpajakan, Direktorat

Perencanaan, Potensi dan Perpajakan Kantor Pusat Direktorat

Jenderal Pajak pada tahun 1999 hingga tahun 2002.

Dasar Pengangkatan pertama kali, Keputusan Menteri

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

dan Pengangkatan kembali berdasarkan SK Meneg BUMN

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



saham.

robert PakpahanKomisaris | Commissioner


Tanjung Balai on October 20, 1959.

He obtained his Diploma III and Diploma IV degrees from

the State Academy of Accounting in 1987. He subsequently

continued his education and obtained Doctoral degree in

the Field of Economics from the University of North Carolina

at Chapel Hill, United States, in 1997.

He holds the position of Commissioner at the Company since

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

Staff to the Finance Minister for State Revenues since 2011.

He has also held various important positions, among others,

as Director of Business Process Transformation from 2006 to

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

Assessment Staff for Tax Extensification and Intensification

at the Secretariat of Directorate General of Taxes from 2003

to 2005, Head of Tax Services for Public Listed Companies

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

and Taxation System of the Directorate of Planning, Potential,

and Taxation at the Head Office of the Directorate General of

Taxes from 1999 to 2002.


Minister of State-Owned Enterprises Number SK-195/

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

by virtue of Decree of the State Minister of State-Owned

Enterprises No. SK-117/MBU/2013 dated February 4, 2013.











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

tanggal 4 Desember 1968.

Menamatkan pendidikan Strata Satu pada Institut Pertanian

Bogor, jurusan Manajemen Hutan pada tahun 1995 dan

memperoleh gelar Magister Hukum, jurusan Hukum

Ekonomi dari Universitas Indonesia pada tahun 2006.


2012. Saat ini beliau juga menjabat sebagai Asisten Deputi

Bidang Usaha Industri Primer Kementerian Negara BUMN

sejak tahun 2012. Beliau juga pernah menjabat berbagai

posisi penting diantaranya sebagai Kabid Industri Primer IA

Kementerian Negara BUMN pada tahun 2010 hingga tahun

2012, Kabid Perkebunan IIA Kementerian Negara BUMN

pada tahun 2008 hingga tahun 2010, Kabag Perlengkapan,

Rumah Tangga dan Protokol Kementerian Negara BUMN

pada tahun 2006 hingga tahun 2008, Kasubid Evaluasi Usaha

Sarana Produksi Pertanian Kementerian Negara BUMN pada

tahun 2002 hingga tahun 2006.

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

423/MBU/2012, tanggal 26 November 2012.



saham.

B. Didik PrasetyoKomisaris | Commissioner


Surabaya on December 4, 1968.

He completed his undergraduate study at Bogor Institute

of Agriculture, majoring in Forest Management, in 1995 and

obtained the Master of Law degree, majoring in Economic

Law, from the University of Indonesia in 2006.

He holds the position of Commissioner at the Company since

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

Assistant Deputy for Primary Industry Business at the State

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

held various important positions, among others, as Head

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

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

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

Head of Equipment, Household, and Protocol Division at the

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

Head of Agricultural Production Facility Business Evaluation

Subdivision at the State Ministry of State-Owned Enterprises

from 2002 to 2006.


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





75

Warga Negara Indonesia, 58 tahun. Lahir di Bogor pada

tanggal 30 Oktober 1954.

Menamatkan pendidikan S2 Magister Manajemen STIE IPWI

Jakarta pada tahun 1995 dan pendidikan S3 Bidang Ilmu

Ekonomi-Akuntansi Universitas Padjadjaran Bandung lulus

tahun 2005.

Menjabat sebagai Komisaris Peseroan sejak 26 November


diantaranya sebagai Deputi Kepala BPKP, di Deputi Bidang

Investigasi pada tahun 2011, Kepala Perwakilan BPKP

Provinsi DKI Jakarta 1 pada tahun 2010, Direktur Investigasi

Badan Usaha Milik Negara dan Badan Usaha Milik Daerah

pada tahun 2007, Direktur Investigasi Hambatan Kelancaran

Pembangunan, Deputi Bidang Investigasi pada tahun 2006,

Kepala Sub Direktorat Investigasi Badan Usaha Milik Negara,

Direktorat Investigasi BUMN dan BUMD, Deputi Bidang

Investigasi pada tahun 2002.

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

423/MBU/2012, tanggal 26 November 2012.



saham.

eddy Mulyadi SoepardiKomisaris | Commissioner


Bogor on 30 October 30, 1954.

Graduated Magister Management from STIE IPWI Jakarta

in 1995 and Doctoral Degree in Economic and Accounting

from Padjadjaran University Bandung in 2005.


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

positions, among others, as Deputy Head of the Finance

and Development Supervisory Board, as the Deputy for

Investigation in 2011, Chief Representative of the Finance

and Development Supervisory Board of Jakarta 1 Special

Capital Region Province in 2010, Director of Investigation on

State-Owned Enterprises and Regional-Owned Enterprises

in 2007, Directorate of Investigation on Constraints for the

Smoothness of Development, as Deputy for Investigation

in 2006, Head of Sub-Directorate of Investigation on State-

Owned Enterprises, at the Directorate of Investigation on

State-Owned Enterprises and Regional-Owned Enterprises,

as Deputy for Investigation in 2002.


Minister of State-Owned Enterprises No: SK-423/MBU/2012,












reporT of The boarD of DirecTors Laporan Dewan Direksi

77

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%. NON-AERONAUTICAL REVENUES IN 2013 AMOUNTED TO RP998, 44 BILLION FROM RP769, 50 BILLION IN 2012.

30%








Para Pemegang Saham dan Pemangku Kepentingan yang

terhormat,

Puji dan syukur kami panjatkan kepada Tuhan yang

Maha Esa atas semua pencapaian dan prestasi yang telah

diraih Angkasa Pura Airport pada tahun 2013. Perseroan

telah membukukan kinerja yang baik, walaupun masih

terdapat sejumlah indikator keuangan yang sedikit di

bawah target yang ditetapkan dalam Rencana Kerja dan

Anggaran Perusahaan (RKAP) 2013. Dalam upaya mencapai

sustainable growth usaha Perseroan, manajemen senantiasa

berpedoman pada visi dan misi yang telah disepakati oleh

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

Pura I (Persero) melaporkan kinerja Perseroan tahun 2013.

PerKeMBANgAN PereKONOMIAN INDONeSIA

Pada tahun 2013, pertumbuhan ekonomi dunia masih

mengalami pelemahan. Pertumbuhan ekonomi global

tercatat sebesar 3,0%, melambat dibandingkan 2012 yang

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

global, turut merasakan pengaruh atas perubahan ekonomi

dunia. Di tengah tren perlambatan ekonomi domestik, inflasi

meningkat tinggi sebagai dampak dari kenaikan harga

BBM bersubsidi dan kenaikan harga pangan. Sementara itu,

inflasi inti 2013 masih terkendali tertolong oleh permintaan

domestik yang melambat, dampak lanjutan pelemahan nilai

tukar yang belum terlalu kuat, serta harga komoditas global

yang menurun.

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

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

tersebut menyebabkan melesetnya sasaran pertumbuhan

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

Meskipun demikian, hasil ini masih tergolong lebih baik

dengan tingkat pertumbuhan ekonomi dari peer countries.

Pertumbuhan ekonomi Indonesia tersebut berasal dari

pertumbuhan semua sektor ekonomi. Pertumbuhan

tertinggi terjadi pada sektor Pengangkutan dan Komunikasi

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

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

Konstruksi sebesar 6,57%. Sedangkan pertumbuhan sektor

Perdagangan,Hotel dan Restoran sebesar 5,93% persen,

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

Dear Shareholders and Stakeholders,

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

achievement and performance of Angkasa Pura in 2013.

The Company has booked a good performance, although a

number of financial indicators were still slightly below the

target stipulated in the Company Work Plan and Budget

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

the Company is always guided by the vision and mission

agreed by all levels of management and employees. For that

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

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

performance in 2013.

INDONeSIA’S eCONOMIC DeveLOPMeNT

In 2013, global economic growth was still weakening.

Global economic growth was recorded at 3.0%, a slowdown

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

economic, was also affected by the change in global

economy. Amid the trend of slowdown in domestic

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

price of subsidized fuel and the increase in food price.

Meanwhile, core inflation in 2013 was still under control,

helped by the slowdown in domestic demand, the knock-

on effect of the further weakening of exchange rate, which

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

commodity price.

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

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

resulted in the failure to achieve economic growth target of

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

such result is still considered better than the economic

growth rate of peer countries.

The Indonesia’s economic growth was caused by growth

in all economic sectors. The highest growth occurred in

Transportation and Communication sector at 10.19%,

followed by Financial, Real Estate, and Corporate Services

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

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

79

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

sektor Pertanian sebesar 3,54%, dan sektor Pertambangan

dan Penggalian sebesar 1,34%.

Seiring dengan perkembangan ekonomi global,

pertumbuhan transportasi udara menjadi sangat cepat.

Penggunaan transportasi udara bukan lagi menjadi hal

yang mewah sebab semakin banyak kalangan yang memilih

menggunakan pesawat untuk bepergian. Hal ini didukung

oleh hadirnya konsep penerbangan berbiaya murah (low

cost carrier/ LCC) dan konsep Airport city yang tengah

berlangsung di seluruh dunia.

Di Indonesia, program Masterplan Percepatan dan

Perluasan Pembangunan Ekonomi Indonesia (MP3EI) telah

menjadikan pembangunan konektivitas antar daerah

sebagai suatu hal yang penting untuk menjadi prioritas

utama. Pelaksanaan program tersebut merupakan bentuk

tindak lanjut terhadap kebutuhan peningkatan standar

layanan bandara yang menuntut industri penerbangan

untuk senantiasa meningkatkan kualitas seluruh sarana dan

prasarananya. Bandara dikembangkan dan diperlengkapi

agar tidak hanya menjadi sebuah terminal pesawat, namun

juga sebagai pusat hiburan. Sistem keamanan bandara pun

ditingkatkan menjadi sistem keamanan yang terintegrasi

dengan perencanaan program keamanan penerbangan

yang berbasis aplikasi moderen.

STrATegI uSAHA

Kondisi ekonomi 2013 telah memberikan tantangan

sekaligus peluang bisnis bagi Perseroan untuk mengokohkan

eksistensi dalam industri transportasi jasa kebandarudaraan

melalui penentuan sasaran dan strategi bisnis yang tepat.

Angkasa Pura Airports sebagai salah satu pengelola

kebandarudaraan di Indonesia memiliki visi dan misi untuk

dapat mengangkat citra Indonesia di mata dunia dengan

menjadi salah satu pengelola bandara kelas dunia. Hal ini

juga meliputi upaya perubahan pola komersil yang baru dan

dinamis.

Dengan adanya pemisahan bisnis pengelolaan Air Traffic

Services (ATS), maka Perseroan telah melakukan perubahan

paradigma sebagai berikut.

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

Industry sector 5.56%, Services sector 5.46%, Agriculture

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

In line with the current development, there is a rapid

growth in air transportation. The use of air transportation is

not a luxury anymore since there is an increasing number

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

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

City concept all over the world.

In Indonesia, the Master Plan for the Acceleration and

Expansion of Indonesia’s Economic Development (MP3EI)

program has considered the development of interregional

connectivity as an important matter to become the main

priority. The implementation of this program is a form of

follow-up to the demand for improvement of airport service

standard, which required the aviation industry to always

improve the quality of all its facilities and infrastructure.

Airports are expanded and equipped in order not to merely

become an aircraft terminal, but also an entertainment

center. Airport security system is also improved to become

a security system which is integrated to the planning of

aviation security program based on modern application.

BuSINeSS STrATegy

Economic condition in 2013 has posed a challenge, and at

the same time business opportunity, for the Company to

strengthen its existence in airport service transportation

industry through the stipulation of the appropriate business

goals and strategy. As one of the airport management

companies in Indonesia, Angkasa Pura Airports has the

vision and mission of improving the image of Indonesia

in global perspective by becoming one of the world-class

airport management companies. This also consists of efforts

of change to new, dynamic commercial pattern.

With the separation of the Air Traffic Services (ATS)

management business, the Company has made a change in

paradigm as follows:








1. Perubahan Strategic Positioning yaitu dari infrastructure

provider manjdi service provider.

2. Perubahan Airport Concept yaitu dari Airport

conventional menjadi Airport city.

Dalam rangka mewujudkan visi untuk “Menjadi salah satu

dari sepuluh perusahaan pengelola bandar udara terbaik di

Asia”, Angkasa Pura Airports menetapkan sasaran strategis

yaitu peningkatkan kualitas layanan. Customer Satisfaction

Index), peningkatan proporsi pendapatan non-aeronautika

terhadap total pendapatan (Revenue Enhancement).

Untuk mencapai sasaran strategis tersebut Perseroan

membuat 5 arah strategis yaitu (1) Service Excellence

dengan peningkatan CSI, peremajaan alat-alat produksi,

pengembangan bandara, serta pemenuhan jumlah dan

kualitas SDM, (2) Revenue Enhancement dengan melakukan

optimalisasi sistim kerjasama dengan mitra usaha dan

pembentukan anak perusahaan. (3) Reasonable Cost

untuk penggunaan anggaran secara efektif dan menjaga

keseimbangan pendapatan terhadap peningkatan biaya.

(4) Sound Organization bertujuan untuk restrukturisasi,

Implementasi dan sosialisasi budaya baru Perusahaan,

Manajemen Training melalui strategic partnership dengan

bandara-bandara kelas dunia dan lembaga lainnya,

penerapan Information Communication and Technology

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

grreen airport, pemberdayaan tenaga kerja di lingkungan

bandara, penyaluran program kemitraan dan pemberian

dana program bina lingkungan.

KINerJA PerSerOAN

Pada tahun 2013 Angkasa Pura Airports telah melayani

689.363 pergerakan pesawat meningkat 7,34% dari tahun

2012, pergerakan penumpang sebanyak 71.912.435 pax,

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

359.390 ton meningkat 7,63% dibandingkan tahun 2012.

Untuk meningkatkan pelayanan, Angkasa Pura Airports.

Sejak 2010, Angkasa Pura Airports telah mengembangkan

beberapa bandara dan pada tahun 2013 salah satunya

Bandara I Gusti Ngurah Rai - Bali telah selesai pembangunan

untuk terminal internasional dan beroperasi sejak Oktober

2013, yang semula kapasitasnya hanya mampu melayani 6

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

1. Change in Strategic Positioning, namely from an

infrastructure provider to become a service provider.

2. Change in Airport Concept, namely from Conventional

Airport to become Airport City.

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

airports management company in Asia”, Angkasa Pura

Airports set strategic objectives, namely enhancing the

quality of service. Customer Satisfaction Index), an increase

in the proportion of non-aeronautical revenue to total

revenue (Revenue Enhancement).

To achieve the strategic objectives of the Company made

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

increase in CSI, rejuvenation of the means of production,

the development of the airport, as well as the fulfillment

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

Revenue Enhancement system by optimizing cooperation

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

Reasonable Cost to use the budget effectively and maintain

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

Organization aimed at restructuring, implementation and

dissemination of a new corporate culture, Management

Training through strategic partnerships with world-class

airports and other institutions, the implementation of

Information Communication and Technology (ICT). (5)

Environment carried out through the implementation of

eco-grreen airport, empowerment of workers in the airport

environment, the distribution partnership program and

community development grants program.

COMPANy PerfOrMANCe

In 2013 Angkasa Pura Airports has served 689 363 aircraft

movements increased by 7.34% from 2012, as many as

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

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

movements increased by 7.63% compared to the year 2012

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

Angkasa Pura Airports has developed several airports and in

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

completed for the construction of the international terminal

and operating since October 2013, the original capacity is

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

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

81

Februari 2014 Terminal 2 (T2) Bandara Juanda - Surabaya

telah beroperasi dengan kapasitas 6 juta pax per tahun.

Selanjutnya pada Bulan Maret 2014 pengembangan terminal

baru Bandara Sepinggan - Balikpapan telah beroperasi dan

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

tahun.

Dari upaya dan kerja keras manajemen dan karyawan dalam

tahun 2013, Angkasa Pura Airports dapat mencapai skor

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

kesehatan meliputi aspek keuangan dengan skor 37,5, aspek

operasional skor 35, dan aspek administrasi skor 15, sesuai

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

berdasarkan standar dari Direktorat Jenderal Perhubungan

Udara sesuai SKEP. 284/x/1999.

KINerJA KeuANgAN TAHuN 2013

Dengan berbagai tantangan dan peluang yang ada, kinerja

Angkasa Pura Airport tahun 2013 telah menunjukkan hasil

yang baik. Kinerja Perseroan mampu memenuhi harapan

Pemegang Saham (shareholders) dengan pencapaian

melampaui target Rencana Kerja dan Anggaran Perusahaan

(RKAP). Meskipun masih terdapat beberapa indikator

kinerja keuangan yang sedikit tertekan dibawah target

yang ditentukan, karena tertundanya penyelesaian proyek

pengembangan bandara dari waktu yang telah ditentukan.

Perseroan telah membukukan Laba bersih tahun berjalan

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

target laba bersih tahun berjalan 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.

Dari sisi tingkat likuiditas perusahaan yang sangat baik

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

Surabaya has been operating with a capacity of 6 million pax

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

a new airport terminal Sepinggan - Balikpapan has been in

operation and is capable of serving 10 million pax per year

from 1.7 million pax per year.

Of effort and hard work of management and employees in

the year 2013, Angkasa Pura Airports can achieve a score

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

Soundness include financial aspects with scores of 37.5,

scores 35 operational aspects, and administrative aspects of

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

operational aspects measured by the standard of DGCA in

accordance SKEP. 284/x/1999.

fINANCIAL PerfOrMANCe IN 2013

Amid the various existing challenges and opportunities,

Angkasa Pura Airport’s performance in 2013 has shown a

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

Shareholders’ expectation with an achievement beyond the

target of the Company Work Plan and Budget, although

several financial performance indicators were still below the

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

expansion project from the stipulated time frame.

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%. Non-aeronautical revenues in

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

in 2012.

In terms of liquidity level, the company has performed very

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








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

Laba Bersih terhadap Ekuitas (ROE) sebesar 6,81%.

PeNerAPAN gOOD COrPOrATe gOverNANCe

Penerapan Good Corporate Governance (GCG) merupakan

proses jangka panjang yang memberikan hasil berupa

sustainable values dan meningkatkan daya saing perusahaan.

Untuk meyakinkan para stakeholders dalam menjalankan

Perseroan, Angkasa Pura Airports senantiasa berupaya

menjalankan secara konsisten prinsip-prinsip GCG

(transparansi, akuntabilitas, responsibility, independensi,

fairness) dalam semua aspek kegiatan perusahaan. Untuk

itulah Angkasa Pura Airports terus menyempurnakan

berbagai GCG Soft Structure pada tahun 2013, meliputi

penyempurnaan Board of Manual, Code of Conduct, Charter

Internal Audit, berbagai kebijakan/pedoman/SOP, Prosedur

Pengadaan Barang dan Jasa, program pengendalian

gratifikasi bekerjasama dengan Komisi Pemberantasan

Korupsi (KPK), serta implementasi Teknologi Informasi.

Aktualisasi GCG sebagai sebuah sistem dilakukan melalui

proses internal yang melibatkan Dewan Komisaris, Direksi

dan seluruh pegawai.

Yang tidak kalah pentingnya dalam penerapan GCG di

Angkasa Pura Airports, menekankan keterbukaan informasi

dan fairness, Perseroan menciptakan proses tender baru

yang transparan dan berkelas internasional dengan rentang

waktu yang bisa mengakomodir calon mitra usaha nasional

maupun internasional yang akan berusaha di Perseroan.

Hal ini juga dimaksudkan untuk memperoleh mitra usaha

terbaik yang memiliki kontribusi terbaik yang meliputi aspek

komersial, pelayanan dan kualitas produk.

Untuk meninjau seberapa jauh praktek GCG, Angkasa

Pura Airport telah melaksanakan asesemen GCG. Asesmen

GCG pelaksanaan periode tahun 2012 dilakukan bulan

Mei sampai dengan Nopember 2013 dengan hasil skor

keseluruhan capaian sebesar 74.24 atau predikat cukup baik.

Hasil ini meningkat dibandingkan hasil assessment yang

sama pada tahun sebelumnya dengan skor 71,26. Dalam

rangka meningkatkan kualitas penerapan GCG,

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

gOOD COrPOrATe gOverNANCe IMPLeMeNTATION

Implementation of Good Corporate Governance (GCG)

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

enhance the competitiveness of enterprises.

To convince the stakeholders in managing the Company,

Angkasa Pura Airports always trying to run consistently the

principles of good corporate governance (transparency,

accountability, responsibility, independence, fairness) in all

aspects of corporate activities. For that Angkasa Pura Airports

continue to refine various Soft Structure GCG in 2013,

includes the improvement of the Board of Manual, Code of

Conduct, the Internal Audit Charter, policies / guidelines /

SOP, Procurement Procedures, gratuities control program in

cooperation with the Corruption Eradication Commission

(KPK), as well as the implementation of Information

Technology.

Actualization of GCG as a system is done through an internal

process involving the Board of Commissioners, Directors and

all employees.

Is no less important in the implementation of GCG in

Angkasa Pura Airports, emphasizing openness and fairness

of information, the Company created a new tender process

is transparent and the international class with a time range

that could accommodate prospective business partners

nationally and internationally to be tried in the Company. It

is also intended to obtain the best business partner who has

the best contribution that covers the commercial aspects,

service and product quality.

To review the extent to which corporate governance

practices, Angkasa Pura Airport has implemented asesemen

GCG. GCG implementation assessment period conducted in

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

74.24 or predicate performance is quite good. These results

increased compared to the same assessment in the previous

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

GCG implementation,

83

COrPOrATe SOCIAL reSPONSIBILITy

Perseroan memiliki komitmen untuk terus membina

dan membangun hubungan baik dengan masyarakat

dan lingkungan yang mencakup aspek ekonomi, aspek

lingkungan, dan aspek sosial. Komitmen atas tanggung

jawab sosial Perusahaan dilaksanakan dengan memberikan

kontribusi positif kepada lingkungan sosial masyarakat

sekitar.

Program Corporate Social Responsibility (CSR) yang

dilaksanakan dalam bentuk Program Kemitraan dan

Program Bina Lingkungan (PKBL) sesuai dengan peraturan-

perundangan yang berlaku. Realisasi penggunaan dana

kegiatan PKBL tahun 2013 mencapai Rp30,21 miliar dengan

realisasi penggunaan dana program kemitraan (PK) sebesar

Rp17,38 miliar dan program bina lingkungan baik kegiatan

sosial kemasyarakatan maupun pelestarian alam sebesar

Rp13,83 miliar.

KINerJA NON KeuANgAN 2013

Direksi berkomitmen untuk terus meningkatkan pelayanan

kepada pengguna jasa kebandarudaraan. Hal ini tercermin

dari upaya Perseroan memberikan kemudahan dan akses

informasi terkait melalui peningkatan kualitas teknologi

informasi.

Dalam mengelola jasa kebandarudaraan, Angkasa Pura

Airport didukung oleh 3.642 sumber daya manusia.

Perseroan terus meningkatkan engagement pegawai melalui

berbagai kegiatan, salah satunya employee gathering.

Berbagai program pelatihan dan pengembangan telah

dilakukan dalam rangka meningkatkan kompetensi dan

kualitas kerja pegawai.

Sedangkan pada aspek pengakuan eksternal/stakeholders

atas kinerja Perseroan, Angkasa Pura Airport telah

mendapatkan berbagai penghargaan. Penghargaan yang

diperoleh Perseroan tahun 2013, antara lain:

1. BUMN dengan daya saing terbaik di bidang logistik

versi Anugerah BUMN 2013.

2. Pengakuan Service Excellent terkait dengan

pengelolaan Bandara.

3. Perusahaan dengan predikat “Good Performance”

COrPOrATe SOCIAL reSPONSIBILITy

The Company is committed to continue establishing

and developing good relationship with the community

and environment, which consists of the economic,

environmental, and social aspects. Commitment to

Corporate Social Responsibility is implemented by making

positive contribution to the social environment of the

community in its surroundings.

The Corporate Social Responsibility (CSR) program is

implemented in the form of Partnership Program and

Community Development Program (PKBL) in accordance

with the applicable laws and regulations. The realization of

fund utilization for PKBL activities in 2013 reached Rp30.21

billion with the realization of fund utilization for the

partnership program of Rp17.38 billion and fund utilization

for community development program, both the community

social activities as well as nature preservation activities, was

Rp13.83 billion.

NON-fINANCIAL PerfOrMANCe IN 2013

The Board of Directors is committed to continuously improve

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

Company’s efforts to provide facility and access to relevant

information through information technology quality

improvement.

In managing its airport services, Angkasa Pura Airport

is supported by 3,642 staffs. The Company continues

to improve employees’ engagement through various

activities, such as employee gathering. Various training and

development programs have been implemented in the

context of improving employees’ competency and quality.

Meanwhile, in terms of external/shareholders’ recognition

on the Company’s performance, Angkasa Pura has achieved

various awards. The awards received by the Company in

2013 were, among other things:

1. SOE with the best competitiveness in the field of

logistics according to the 2013 SOE Award.

2. Recognition of Service Excellence related to Airport

management.

3. Company with the predicate of “Good Performance” in








dalam Indonesia Quality Award 2013.

4. Perusahaan dengan predikat “Sangat Bagus” dalam

Infobank BUMN Award 2013.

KeNDALA-KeNDALA yANg DIHADAPI

Direksi menyadari bahwa pencapaian kinerja dan prestasi

yang telah diraih oleh Angkasa Pura Airport tidak terlepas

dari berbagai kendala. Namun demikian, Perseroan telah

berhasil melakukan upaya kebijakan terhadap kendala yang

ada sehingga tidak mempengaruhi kinerja Perseroan secara

signifikan. Beberapa kendala tersebut, antara lain:

1. Visi, misi, dan nilai perusahaan masih belum sepenuhnya

dipahami oleh sejumlah karyawan;

2. Belum terbangun struktur organisasi Bandar udara

yang berorientasi pada konsumen (Customer Centric

Organization);

3. Kurangnya staf PT Angkasa Pura I (Persero) yang

berkualifikasi pada posisi tertentu.

Beberapa upaya pemecahan permasalahan tersebut, antara

lain:

1. Merevalidasi visi, misi, dan nilai perusahaan;

2. Melakukan restrukturisasi organisasi;

3. Meningkatkan kompetensi karyawan melalui program-

program pelatihan dan pengembangan karyawan yang

efektif.

PrOSPeK uSAHA

Kondisi penghujung tahun 2013 menunjukkan stabilitas

ekonomi kembali terkendali. Neraca Pembayaran Indonesia

(NPI) membaik ditopang penurunan defisit transaksi berjalan.

Inflasi bulanan menurun dan berada dalam pola normal. Hal

ini memberikan angin segar dan optimisme atas perbaikan

dan pertumbuhan ekonomi nasional di awal tahun 2014.

Melihat kondisi dan proyeksi perekonomian Indonesia

yang terus membaik dan pertumbuhan sektor transportasi/

pengangkutan di 2014, memberikan peluang dan potensi

bisnis yang cerah bagi Angkasa Pura Airport. Perseroan

akan tetap fokus pada pelaksanaan strategi dan program

kerja pengembangan bisnis untuk mengoptimalkan potensi

tersebut. Upaya-upaya strategis yang telah dirumuskan oleh

Perseroan dalam menjawab peluang/prospek usaha tahun

the 2013 Indonesian Quality Award.

4. Company with the predicate of “Very Good” in the 2013

Infobank SOE Award.

CONSTrAINTS fACeD By THe COMPANy

The Board of Directors is aware of that the performance and

result which have been achieved by Angkasa Pura Airport is

not free from various constraints. Nevertheless, the Company

has succeeded in the effort of preparing policy against the

existing constraints in order not to significantly affect the

Company’s performance. Some of these constraints are,

among other things:

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

fully understood by some employees;

2. A customer-oriented Airport organizational structure

(Customer Centric Organization) has not been

developed;

3. Lack of staffs of PT Angkasa Pura I (Persero) with

qualification for certain positions.

Several efforts of solving these issues are, among other

things:

1. Revalidating corporate vision, mission, and values;

2. Implementing organizational restructuring;

3. Improving employees’ competency through effective

employee training and development programs.

BuSINeSS PrOSPeCT

The condition at the end of 2013 indicated that economic

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

Payment (BOP) was improving, supported by the decrease

in current account deficit. Monthly inflation decreased and

indicated a normal pattern. This has brought a fresh breeze

and optimism with regard to improvement and growth of

the national economy in the beginning of 2014.

The continuously improving Indonesia’s economic condition

and projection as well as the growth in transportation

sector in 2014 provide a bright business opportunity and

potential for Angkasa Pura Airport. The Company will

continue to focus on the implementation of strategy and

business development work program in order to optimize

the potential. Strategic efforts formulated by the Company in

responding to business opportunity/prospect in the coming

85

yang akan datang antara lain:

1. Mengoptimalkan penerapan service excellence,

operations excellence, sistem manajemen dan ICT kelas

dunia;

2. Mengoptimalkan pendapatan dari seluruh bandara dan

Anak Perusahaan;

3. Mengoptimalkan pertumbuhan organik dan unorganik

(SDM) secara selektif;

4. Meningkatkan efektivitas dan efisiensi biaya;

5. Mengoptimalkan dana eksternal untuk peningkatan

kinerja dan pengembangan usaha;

6. Mengimplementasikan konsep “Eco-Airport” dan

“Green Corporation”.

PeruBAHAN KOMPOSISI DIreKSI

Di tahun 2013, komposisi Direksi Angkasa Pura Airport

mengalami perubahan dengan penambahan struktur

Direktur Teknik, sehingga menjadi 6 orang yaitu seorang

sebagai Direktur Utama dan 5 orang Direktur. Pengangkatan

Direksi berdasarkan keputusan Rapat Umum Pemegang

Saham (RUPS) setelah melalui mekanisme fit and proper

test dan kemudian mendapatkan persetujuan Perseroan

Indonesia.

Pada pertengahan tahun 2013, terdapat pengangkatan

Sdr. Daan Achmad sebagai Direktur Personalia dan Umum

dan Sdr. Polana Banguningsih Pramesti sebagai Direktur

Teknik PT Angkasa Pura I (Persero) berdasarkan Keputusan

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

MBU/2013 tanggal 10 April 2013 tentang Pemberhentian

dan Pengangkatan Anggota-Anggota Direksi PT Angkasa

Pura I (Persero). Kami mengucapkan selamat bergabung

dengan Angkasa Pura Airport kepada anggota Direksi

yang baru. Secara keseluruhan Kepengurusan Direksi 2013,

antara lain: Tommy Soetomo sebagai President Director,

Gunawan Agus Subrata sebagai Finance Director, Yushan

Sayuti sebagai Operations Director , Robert Daniel Waloni

sebagai Commercial and Business Development Director, Daan

Achmad sebagai HR and General Affairs Director, dan Polana

Banguningsih Pramesti sebagai Engineering Director.

year are, among other things:

1. Optimizing the implementation of service excellence,

operations excellence, and world-class management

system and ICT;

2. Optimizing revenues from all airports and Subsidiaries;

3. Optimizing selective organic and inorganic growth

(HR);

4. Improving cost effectiveness and efficiency;

5. Optimizing external fund for performance improvement

and business development;

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

concepts.

CHANge IN THe COMPOSITION Of THe BOArD Of

DIreCTOrS

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

of Directors of Angkasa Pura Airport by the structural addition

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

members of the Board of Directors, namely one President

Director and 5 Directors. The appointment of the Board of

Directors is based on decision of the General Shareholders

Meeting (GSM) after going through the fit and proper

test mechanism and subsequently obtaining approval for

Indonesian State-Owned Companies.

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

as Personnel and General Affairs Director and Mrs. Polana

Banguningsih Pramesti was appointed as Technical Director

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

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

MBU/2013 dated April 10, 2013 concerning Termination

and Appointment of Members of the Board of Directors

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

member of the Board of Directors for joining Angkasa Pura

Airport. The overall composition of the Board of Directors

in 2013 was: Tommy Soetomo as President Director,

Gunawan Agus Subrata as Finance Director, Yushan Sayuti

as Operational Director, Robert Daniel Waloni as Commercial

and Development Director, Daan Achmad as Personnel and

General Affairs Director, and Polana Banguningsih Pramesti

as Technical Director.








PeNuTuP

Akhir kata, kami atas nama Direksi ingin menyampaikan

penghargaan dan terima kasih kepada pemerintah/

regulator, masyarakat, pemegang saham, mitra usaha,

serta seluruh pegawai dan keluarga besar Angkasa Pura

Airport atas seluruh dukungan dan kepercayaan yang telah

diberikan. Semoga dengan dukungan yang tiada henti

tersebut, Angkasa Pura Airport dapat terus memberikan

pelayanan yang terbaik.


Atas nama Direksi


On behalf of the Board of Directors

Tommy Soetomo

Direktur utama | President Director

CLOSINg

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

express our appreciation and thanks to the government/

regulator, community, shareholders, business partners, as

well as all employees and the big family of Angkasa Pura

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

never-ending support, Angkasa Pura Airport can continue to

provide the best service.


profile of The boarD of DirecTorsProfil Direksi

yushan SayutiDirektur Operasi

Operational Director

Daan Achmad Direktur Personalia Dan umum

Personnel and general Affairs Director

Polana Banguningsih Pramesti Direktur Teknik

Technical Director

89

Tommy Soetomo Direktur utama

President Director

gunawan Agus Subrata Direktur Keuangan dan IT

finance and IT Director

robert Daniel Waloni Direktur Komersial dan Pengembangan usaha

Commercial and Business Development Director







Profil Direksi


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

barat pada 17 Januari.

Menamatkan pendidikan Sarjana Akuntansi Universitas

Padjajaran Bandung pada tahun 1986.

Menjabat sebagai Direktur Utama Perseroan sejak 27 Juli

2010. Mengawali karir di Bank Bukopin pada tahun1987

setelah menyelesaikan studi S-1 hingga mencapai posisi

Assistant Vice President Treasury pada tahun 1993. Mendapat

penghargaan Superior Performance pada saat mengikuti

program Advance Bank Management di Asian Institut of

Management, Manila tahun 1989. Beliau berpengalaman

memimpin berbagai perusahaan dengan menjabat beberapa

posisi penting diantaranya sebagai Direktur Keuangan dan

Wakil Direktur Utama di Induk KUD pada tahun 1994 hingga

tahun 1995, Direktur Treasury & Luar Negeri Bank Muamalat

Indonesia pada tahun 1996,Direktur Kredit Bank Intan pada

tahun 1996, Direktur Keuangan dan Wakil Direktur Utama PT

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

Staf Khusus Menteri Negara BUMN pada tahun 2006. Pada

tahun 2006 beliau kemudian dipercaya sebagai Direktur

Keuangan PT Angkasa Pura II (Persero).

Dasar Pengangkatan pertama kali, SK Meneg BUMN No.

KEP.138/MBU/2013 tanggal 23 Juli 2010

Tidak memiliki hubungan afiliasi dengan anggota Dewan

Komisaris dan Direksi lainnya, maupun pemegang saham

Tommy Soetomo Direktur utama | President Director


Cimahi, West Java, on January 17.

He completed his undergraduate study in Accounting at

Padjajaran University Bandung in 1986.

He holds the position of President Director at the Company

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

in 1987 after completing his undergraduate study until

he became Assistant Vice President Treasury in 1993. He

received Superior Performance award while participating

in the Advanced Bank Management program at the Asian

Institute of Management, Manila in 1989. He is experienced

in leading various types of companies and held several

important positions, among others, as Finance Director

and Deputy President Director at the Primary Village Unit

Cooperatives from 1994 to 1995, Director of Treasury &

Foreign Affairs at Bank Muamalat Indonesia in 1996, Credit

Director at Bank Intan in 1996, Finance Director and Deputy

President Director at PT Abdi Bangsa Tbk. from 1999 to

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

Enterprises in 2006. In 2006, he was subsequently trusted

with the position of Finance Director at PT Angkasa Pura II

(Persero).


Minister of State-Owned Enterprises No. KEP.138/MBU/2013

dated July 23, 2010

He has no affiliated relationship with members of the Board

of Commissioners and other members of the Board of

Directors, or with the shareholders.

91

Warga Negara Indonesia, 58 Tahun. Lahir di Yogyakarta pada

25 Agustus 1955.

Menamatkan pendidikan S1 Fakultas Ekonomi Jurusan

Akuntansi Universitas Gadjah Mada, Yogyakarta pada tahun

1982. Dan Magister Manajemen (S2) pada program Pasca

Sarjana Fakultas Ekonomi UGM tahun 2005.

Bergabung di PT Angkasa Pura I (Persero) pada tahun 1983

sebagai staf Dinas Keuangan Kantor Pusat. Tahun 1990

menjabat Kepala Sub Direktorat Keuangan. Tahun 1996

sampai dengan 2004 menjabat Direktur Keuangan PT

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

menjabat Direktur Keuangan PT Gapura Angkasa. Tahun

2008 sampai dengan 2010 sebagai Direktur Utama Dapenra.

Saat ini menjabat Direktur Keuangan dan Teknologi Informasi


Dasar Pengangkatan SK Meneg BUMN Nomor: KEP-134/

MBU/2010 tanggal 21 Juli 2010.



gunawan Agus Subrata Direktur Keuangan dan IT | finance and IT Director


Yogyakarta on August 25, 1955.

He completed his undergraduate study at the Faculty

of Economics, majoring in Accounting, of Gadjah Mada

University, Yogyakarta in 1982.

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

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

Deputy Director of Finance. 1996 to 2004 served as Finance

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

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

Director of Dapenra. Currently as Director of Finance and

Information Technology of PT Angkasa Pura I (Persero).

Basic State Enterprises Minister SK Appointment Number:

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








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

Utara pada 16 September 1954.

Memperoleh gelar Bachelor of Science dari Fakultas Ekonomi

jurusan Manajemen Universitas Sam Ratulangi, Manado

pada tahun 1980.

Menjabat sebagai Direktur Komersial dan Pengembangan

Usaha Perseroan sejak tahun 2008. Beliau memulai karir di

dunia penerbangan dengan menjadi pegawai PT Garuda

Indonesia pada tahun 1975. Dengan pengalaman dan

kualitas kepemimpinan beliau, beliau dipercaya menjabat

beberapa posisi penting diantaranya sebagai General

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

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

untuk kawasan Amerika dan Australia. Beliau juga pernah

menjabat sebagai Vice President Production di PT Garuda

Indonesia serta Direktur Niaga di PT Gapura Angkasa pada

tahun 1998, Direktur Produksi dan Niaga PT Gapura Angkasa

pada tahun 2000, sebagai Direktur Utama di PT Gapura

Angkasa pada tahun 2004 dan Direktur Komersial dan

Pengembangan Usaha PT Angkasa Pura II (Persero) pada

tahun 2008.





robert Daniel Waloni Direktur Komersial Dan Pengembangan usahaCommercial and Business Development Director


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

He obtained the Bachelor of Science degree from the Faculty

of Economics, majoring in Management, from Sam Ratulangi

University, Manado in 1980.

He holds the position of Commercial and Business

Development Director at the Company since 2008. He

started his career in the aviation world by becoming

an employee of PT Garuda Indonesia in 1975. With his

experience and leadership quality, he was trusted with

several important positions, among others, as General

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

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

for American and Australian regions. He has also held the

position of Vice President Production at PT Garuda Indonesia

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

Production and Business Director at PT Gapura Angkasa in

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

well as Commercial and Business Development Director of

PT Angkasa Pura II (Persero) in 2008.







93

Warga Negara Indonesia, 61 Tahun. Lahir di Pariaman,

Sumatera Barat pada 19 Maret 1952.

Menamatkan pendidikan dari Akademi Angkatan Bersenjata

RepublikIndonesia (Akabri) Udara pada tahun 1976 dan

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

Pada tahun 1995, beliau memperoleh gelar Sarjana Ekonomi

dari Universitas Terbuka, Seskogab 1997 dan Lemhanas RI

KSA 14.

Menjabat sebagai Direktur Operasi Perseroan sejak sejak 27

Juli 2010. Beliau memiliki pengalaman sebagai Komandan

Skuadron Udara 4 di Pangkalan Udara Abdulrachman

Saleh, Malang pada tahun 1992, Komandan Pangkalan

Udara Abdulrachman Saleh pada tahun 2005, dan Panglima

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

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

dengan pangkat terakhir Marsekal Muda.





yushan Sayuti Direktur Operasi | Operational Director


Pariaman, West Sumatera, on March 19, 1952.

He completed his education at the Air Force Academy of

the Armed Forces of the Republic of Indonesia in 1976 and

the Pilot School of the Indonesian National Military’s Air

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

of Economics degree from the Open University, and

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.

He held the position of Operational Director at the Company

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

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

Commander of Abdulrachman Saleh Air Base in 2005, and

Operational High Commander of the Indonesian National

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

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

latest rank as Vice Marshal.














Warga Negara Indonesia, 54 Tahun. Lahir di Medan pada

tanggal 6 Februari 1959.

Menamatkan pendidikan S1 Manajemen di Universitas Islam

Indonesia, Yogyakarta pada tahun 1984. Pada tahun 1994,

beliau menamatkan pendidikan S2 Manajemen Transportasi

Udara Joint Program MIT di Massachussetts Institut of

Technology dan Universitas Indonesia.

Menjabat sebagai Direktur Personalia dan Umum Perseroan

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

Chairman The President Airplane Team of the Republic of

Indonesia. Beliau juga pernah menjabat sebagai Corporate

Expert PT Garuda Indonesia pada tahun 2005 hingga tahun

2013, VP Human Resources Management Garuda Indonesia

pada tahun 2003 hingga tahun 2005, Financial Expert Garuda

pada tahun 2005 hingga tahun 2012, serta Vice President

Information Technology PT Garuda Indonesia pada tahun

2000 hingga tahun 2002.


SK-208/MBU/2013 tanggal 10 April 2013



Daan Achmad Direktur Personalia Dan umumPersonnel and general Affairs Director


Medan on February 6, 1959.

He completed his undergraduate study in Management

at the Indonesian Islamic University, Yogyakarta in 1984. In

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

Management at the Joint Program between MIT

(Massachusetts Institute of Technology) and the University

of Indonesia.

He holds the position of Personnel and General Affairs

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

also holds the position of Vice Chairman of the Presidential

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

the position of Corporate Expert at PT Garuda Indonesia from

2005 to 2013, VP Human Resources Management at Garuda

Indonesia from 2003 to 2005, Financial Expert at Garuda from

2005 to 2012, and Vice President Information Technology at

PT Garuda Indonesia from 2000 to 2002.


Minister of State-Owned Enterprises Number: SK-208/

MBU/2013 dated April 10, 2013




95

Warga Negara Indonesia, 52 Tahun. Lahir di Jakarta pada

tanggal 2 November 1961.

Menamatkan pendidikan S1 Teknik Sipil ITB, Bandung pada

tahun 1986 dan S2 Transportasi ITB, Bandung pada tahun

1992.

Menjabat sebagai Direktur Teknik Perseroan sejak 10 April

2013. Beliau pernah menjabat sebagai Kasubdit Prasarana

Bandara, Direktorat Bandara Kemenhub tahun 2008. Beliau

pernah menjabat berbagai posisi penting diantaranya sebagai

Kasubdit Rancang Bangun Kementerian Perhubungan pada

tahun 2007, Kasubdit Program Bandarapada tahun 2005

hingga tahun 2007, Kasi Keterpaduan Program bandara

Kemenhub pada tahun 2002 hingga tahun 2005, Pemimpin

Proyek PFBUJ pada tahun 2002, dan Kasi Mutu Konstruksi

Sipil Ditjen Hubud Kemenhub pada tahun 1992 hingga

tahun 2002.


SK-208/MBU/2013 tanggal 10 April 2013



Polana Banguningsih PramestiDirektur Teknik | Technical Director

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

Jakarta on November 2, 1961.

She completed her undergraduate study in Civil Engineering

at Bandung Institute of Technology, Bandung, in 1986 and

master’s study in Transportation at Bandung Institute of

Technology, Bandung, in 1992.

She holds the position of Technical Director at the Company

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

Sub-Directorate of Airport Facilities at the Directorate of

Airports, the Ministry of Transportation in 2008. She has

held various important positions, among others, as Head

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

Transportation in 2007, Head of Sub-Directorate of Airport

Program from 2005 to 2007, Airport Program Integration

Section Head at the Ministry of Transportation from 2002 to

2005, PFBUJ Project Leader in 2002, and Civil Construction

Quality Section Head at the Directorate General of Air

Transportation of the Ministry of Transportation from 1992

to 2002.


Minister of State-Owned Enterprises Number: SK-208/

MBU/2013 dated April 10, 2013











Kami yang bertanda tangan di bawah ini menyatakan

bahwa semua informasi dalam laporan tahunan PT

Angkasa Pura 1 (Persero) tahun 2013 telah dimuat

secara lengkap, dan bertanggung jawab penuh atas

kebenaran isi laporan tahunan Perseroan.

Jakarta, 1 Juni 2014

We the undersigned hereby declare that all information

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

2013 has been published in full, and are fully responsible

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

report.

Jakarta, June 1, 2014

responsibiliTy for annUal reporTinGTanggung Jawab Pelaporan Tahunan

Board of CommissionersDewan Komisaris

Suratto SiswodihardjoKomisarisUtama|PresidentCommissionner

Tundjung InderawanKomisaris|Commissionner

AskolaniKomisaris|Commissionner

Hakamuddin DjamalKomisaris|Commissionner

robert PakpahanKomisaris|Commissionner

Didik PrasetyoKomisaris|Commissionner

eddy Mulyadi SoepardiKomisaris|Commissionner

97

Kami yang bertanda tangan di bawah ini menyatakan

bahwa semua informasi dalam laporan tahunan PT

Angkasa Pura 1 (Persero) tahun 2013 telah dimuat

secara lengkap, dan bertanggung jawab penuh atas

kebenaran isi laporan tahunan Perseroan.

Jakarta, 1 Juni 2014

We the undersigned hereby declare that all information

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

2013 has been published in full, and are fully responsible

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

report.

Jakarta, June 1, 2014

Board of DirectorsDewan Direksi

Tommy SoetomoDirekturUtama|PresidentDirector

robert Daniel WaloniDirektur|Director

Daan AchmadDirektur|Director

Polana Banguningsih PramestiDirektur|Director

gunawan Agus SubrataDirektur|Director

yushan SayutiDirektur|Director








manaGemenT analysis anD DiscUssionAnalisis Dan Pembahasan Manajemen

99

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 NON-AERONAUTICAL.

FROM THE FINANCIAL SIDE, THE COMPANY MANAGED TO INCREASE NON-AERONAUTICAL REVENUES ATS ON AVERAGE BY 28%. AS FOR NON-AERONAUTICAL, THE COMPANY HAS MANAGED TO INCREASE REVENUE BY 30%.




ANALISA & PEMBAHASANMANAJEMENMANAGEMENT ANAlySIS AND DISCUSSION




inDUsTry reVieWTinjauan Industri

PereKONOMIAN DuNIA

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

dibandingkan 2012 yang sebesar 3,2%. Demikian pula

halnya dengan pertumbuhan ekonomi negara maju dan

negara Emerging Market (EM). Kondisi tersebut dipengaruhi

oleh pergeseran siklus dan tatanan ekonomi global yang

terjadi di sepanjang tahun 2013. Hal tersebut mendorong

ditempuhnya berbagai kebijakan oleh negara-negara

di dunia untuk mencegah risiko semakin melemahnya

perekonomian.

urAIAN 2013 2012 DeSCrIPTION

PDB Dunia 3,0 World’s gDP

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

Negara Emerging Market 4,7 1,9 Emerging Market Countries

Persemakmuran Negara Merdeka

(Commonwealth of Independent States) 2,1 5,0

Commonwealth of

Independent States

Asia 6,5 3,4 Asia

Eropa 2,8 6,7 Europe

Amerika Latin dan Karibia 2,7 1,4 Latin America and Caribbean

Timur Tengah, Afrika Utara, Afganistan, dan

Pakistan 2,4 3,1

Middle East, North Africa,

Afghanistan, and Pakistan

Afrika Sub-Sahara 4,9 4,2 Sub-Sahara Africa

volume Perdagangan Dunia 3,0 4,9 global Trade volume

Impor 2,8 Import

Negara Maju 1,4 Developed Countries


Ekspor 5,8 Export

(dalampersen,yoy)|(in percent, yoy)Indikator Perekonomian globalglobal economic Indicators

gLOBAL eCONOMy

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

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

similarly to the growth in advanced economies and Emerging

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

the global economic order occurred during the year 2013. It

is encouraging gone through various policies by countries in

the world to prevent the risk of weakening economy.

101

Melemahnya ekonomi dunia dibarengi dengan menurunnya

tingkat inflasi. Inflasi di negara maju turun menjadi sebesar

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

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

tersebut masih di bawah target The Fed dan Bankof Japan

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

bagi otoritas moneter, khususnya di Kawasan Eropa (ECB)

yang masih mengkhawatirkan berlanjutnya tren deflasi yang

dipengaruhi masih sangat lemahnya permintaan.

Inflasi Negara Maju

Inflation in Developed Countries

(dalampersen,yoy)|(in percent, yoy)




Inflasi (IHK) 4,2 Inflation (CPI)



6,0

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

4,5

3,5

2,5

1,5

0,5

-0,5

-1,5

-2,5

2010

AS Kawasan eropa Jepang Inggris

2011 2012 2013

I II III Iv I II III Iv I II III Iv I II III Iv

Sumber : Bloomberg

5,5

The global economic slowdown was accompanied with the

decrease in inflation rate. Inflation in developed countries

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

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

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

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

authorities, particularly in the European Territory (ECB) which

still had concern on the continuing trend of deflation as an

impact of the still weak demand.








Berlawanan dengan negara maju, tingkat inflasi di negara

EM masih cukup tinggi meskipun terjadi penurunan. Tingkat

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

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

tergolong tinggi seiring dengan terjadinya gangguan

pasokan dan peningkatan harga Bahan Bakar Minyak (BBM)

bersubsidi. Tingginya tekanan inflasi khususnya terjadi di

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

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

inflasi India masih tinggi, yakni sebesar 9,1% pada 2013.

24

20

16

12

8

4

0

-4

7

6

5

4

3

2

2

02010

vietnam Indonesia Singapura MalaysiafilipinaIndia China Thailand korea

skala kananskala Kiri

2011 2012 2013 2010 2011 2012 2013

Inflasi Negara emerging Market Asia

Inflation in emerging Market Countries in Asia

(dalampersen,yoy)|(in percent, yoy)

PereKONOMIAN INDONeSIA

Indonesia, sebagai bagian dari ekonomi global, turut

merasakan pengaruh atas perubahan ekonomi dunia.

Di tengah tren perlambatan ekonomi domestik, inflasi

meningkat tinggi sebagai dampak dari kenaikan harga BBM

bersubsidi dan kenaikan harga pangan. Namun demikian,

inflasi inti 2013 masih terkendali tertolong oleh permintaan

domestik yang melambat serta harga komoditas global yang

menurun.

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

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

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

pertumbuhan ekonomi dari sebesar 6,3% untuk tahun

In contrary with the developed countries, inflation rate at

EM countries was still fairly high despite a decrease. Inflation

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

2012. Inflation rate in EM countries was still categorized as

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

hike subsidized fuel. The high inflation pressure happened

particularly in Asia. In Malaysia, inflation recorded an increase

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

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

THe INDONeSIAN eCONOMy

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

by global economic change. Amid the trend of domestic

economic slowdown, inflation soared as an impact

of subsidized fuel price hike and food price increase.

Nevertheless, core inflation in 2013 was still under control,

helped by the slowdown in domestic demand and the

decrease in global commodity price.

Inflation rate reached 8.4% in 2013, higher than inflation

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

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

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

103

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

ini masih tergolong lebih baik dengan tingkat pertumbuhan

ekonomi dari peer countries.

Pertumbuhan ekonomi Indonesia tersebut berasal dari

pertumbuhan semua sektor ekonomi. Pertumbuhan

tertinggi terjadi pada sektor Pengangkutan dan Komunikasi

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

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

Konstruksi sebesar 6,57%. Sedangkan pertumbuhan

sektor Perdagangan,Hotel dan Restoran sebesar 5,93%

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

sektor IndustriPengolahan sebesar 5,56%, sektor Jasa-

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

sektorPertambangan dan Penggalian sebesar 1,34%.

Tingginya pertumbuhan sektor Pengangkutan dan

Komunikasi sangat terkait dengan pertumbuhan industri

kebandarudaraan, yang selanjutnya akan berdampak pada

kegiatan operasional Perseroan.

PerTuMBuHAN INDuSTrI KeBANDAruDArAAN

Saat ini, penggunaan transportasi udara bukan lagi

menjadi hal yang mewah. Hal ini disebabkan oleh semakin

banyaknya kalangan yang memilih menggunakan pesawat

untuk bepergian. Pertumbuhan transportasi udara tersebut

didukung oleh hadirnya konsep penerbangan berbiaya

murah (low cost carrier/ LCC) dan konsep airport city yang

tengah berlangsung di seluruh dunia.

Di Indonesia, program Masterplan Percepatan dan Perluasan

Pembangunan Ekonomi Indonesia (MP3EI) telah menjadikan

pembangunan konektivitas antar daerah sebagai suatu hal

yang penting untuk menjadi prioritas utama. Pelaksanaan

program tersebut merupakan bentuk tindak lanjut

terhadap kebutuhan peningkatan standar layanan bandara

yang menuntut industri penerbangan untuk senantiasa

meningkatkan kualitas seluruh sarana dan prasarananya.

Bandaradikembangkan dan diperlengkapi agar tidak hanya

menjadi sebuah terminal pesawat, namun juga sebagai.

Sistem keamanan bandara pun ditingkatkan menjadi sistem

keamanan yang terintegrasi dengan perencanaan program

keamanan penerbangan yang berbasis aplikasi moderen.

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

compared to economic growth rate of peer countries.

The source of the Indonesian economic growth was the

growth in all economic sectors. The highest growth was

achieved by Transportation and Communication sector

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

Corporate Services at 7.56%, and Construction sector

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

Restaurant sector was 5.93% percent, growth in Electricity,

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

Industry sector was 5.56%, growth in Services sector was

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

in Mining and Excavation sector was 1.34%.

The high growth in the Transportation and Communication

sector is closely related to the growth in airport industry,

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

operational activities.

grOWTH IN AIrPOrT INDuSTry

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

This is because more and more people choose to travel by

plane. Such growth in air transportation is supported by the

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

concept which are emerging all over the world.

In Indonesia, the Master Plan for Acceleration and Expansion

of Indonesian Economic Development (MP3EI) program has

turned the development of interregional connectivity into

an important matter to be a main priority. Implementation of

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

service standard improvement, which requires aviation

industry to continuously improve the quality of all its facilities

and infrastructure. Airports are expanded and equipped

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

also an entertainment center. Airport security system is also

improved into a security system which is integrated to flight

security program planning based on modern application.








Selain melakukan pengembangan bandara, Pemerintah

melalui Direktorat Jenderal Perhubungan Udara juga

mempersiapkan pembangunan sejumlah bandara baru

dengan konsep pengelolaan public private partnership

(PPP). Pembangunan bandara tersebut akan mendorong

pembangunan dan pertumbuhan ekonomi di daerah

bersangkutanyang pada akhirnya akan meningkatkan

pembangunan ekonomi Indonesia.

PerTuMBuHAN INDuSTrI KeBANDAruDArAAN DI

WILAyAH ANgKASA PurA AIrPOrTS

Perkembangan industri kebandarudaraan di Indonesia

sejalan dengan pertumbuhan indsutri Angkasa Pura

Airports sebagai penyedia, pengelola, dan pengusaha jasa

kebandarudaraan di kawasan tengah dan timur Indonesia.

Pertumbuhan pergerakan lalu lintas udara di bandara yang

dikelola Angkasa Pura Airports. pada tahun 2013 mengalami

peningkatan secara total dibandingkan 2012, sebagaimana

tabel berikut ini.

Pergerakan Pesawat, Penumpang dan Kargo


Pesawat (Pesawat) 689.363 642.244 Aircraft (Units)

Penumpang (Pax) 71.912.435 65.573.124 Passenger (Pax)

Kargo (Ton) 359.390 334.764 Cargo (Ton)

Pergerakan Pesawat

Pergerakan trafik pesawat udara pada 2013 tercatat

sebanyak 689.363 pesawat. Pergerakan tersebut mengalami

peningkatan sebesar 7,34% bila dibandingkan dengan

2012 yang tercatat sebanyak 642.244 pesawat. Peningkatan

pesawat terbesar khususnya terjadi di Bandara Sultan

Hasanuddin (Makassar) dan Bandara I Gusti Ngurah Rai

(Denpasar).

In addition to airport expansion, the Government through

the Directorate General of Air Transportation also prepares

the construction of a number of new airports using the

management concept of public private partnership (PPP). The

construction of airports will boost economic development

and growth in the relevant region, which eventually will

improve the Indonesian economic development.

grOWTH IN AIrPOrT INDuSTry IN THe TerrITOry Of

ANgKASA PurA AIrPOrTS

The development of Indonesian airport industry is in line

with the industrial growth of Angkasa Pura Airports as

provider, manager, and entrepreneur of airport services in

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

traffic movement at the airports managed by Angkasa Pura

Airports increased in total compared to that of 2012, shown

in the following table.

Aircraft, Passenger, and Cargo Movements

Aircraft Movements

In 2013, aircraft movements were recorded at 689,363

aircrafts. Such movements experienced an increase of 7.34%

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

The largest increase in aircraft movements occurred in

particular at Sultan Hasanuddin Airport (Makassar) and I

Gusti Ngurah Rai Airport (Denpasar).

105

DPS SuB uPg BPN BIK MDC JOg SOC BDJ Srg LOP AMQ KOe2012 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 PesawatAircraft Movements

(dalamPesawat)|(in Units)

Pergerakan Penumpang

Pergerakan penumpang pada 2013 terealisasi sebanyak

71.912.435 pax. Pergerakan tersebut mengalami peningkatan

sebesar 9,67% dibandingkan 2012 yang tercatat sebesar

65.673.124 pax. Peningkatan pergerakan penumpang

terbesar khususnya terjadi di Bandara I Gusti Ngurah Rai

(Denpasar) diikuti Bandara Juanda (Surabaya).

DPS SuB uPg BPN BIK MDC JOg SOC BDJ Srg LOP AMQ KOe2012 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 PenumpangPassenger Movements(dalamPax)| (in Pax)

Pergerakan Kargo

Angkutan kargo selama 2013 terealisasi sebanyak 359.390

ton. Pencapaian tersebut menunjukkan terjadinya

peningkatan sebesar 7,36% dibandingkan dengan 2012

yang sebanyak 334.764 ton. Peningkatan angkutan kargo

terbesar khususnya terjadi di Bandara Sultan Hasanuddin

(Makassar).

DPS SUB UPG BPN BIK MDC JOG SOC BDJ SRG LOP AMQ KOE2012 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

Pergerakan KargoCargo Movements(dalamTon)|(in Pax)

Passenger Movements

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

pax. Such movements experienced an increase of 9.67%

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

The largest increase in passenger movements occurred in

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

by Juanda Airport (Surabaya).

Cargo Movements

In 2013, cargo transportation was realized at 359,390

ton. Such achievement indicates an increase of 7.36%

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

cargo transportation occurred at Sultan Hasanuddin Airport

(Makassar).








operaTional reVieWTinjauan Operasional

Angkasa Pura Airports memiliki tujuan dan lapangan usaha

untuk melaksanakan dan menunjang kebijakan dan program

pemerintah di bidang ekonomi dan pembangunan, serta

untuk memupuk keuntungan bagi Perseroan dengan

menyelenggarakan usahajasa kebandarudaraan dalam arti

seluas-luasnya dan usaha-usahalainnya yang mempunyai

hubungan dengan usahatersebut. Untuk mencapai tujuan

tersebut, Perseroan menjalankan usaha jasa pelayanan

penerbangan (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,

jasa pelayanan penerbangan (ATS) tidak lagi dikelola oleh

Angkasa Pura Airports berdasarkan Peraturan Pemerintah

(PP) Nomor 77 Tahun 2012 Tentang Perusahaan Umum

Lembaga Penyelenggara Pelayanan Navigasi Penerbangan

Indonesia (LPPNPI) (berdasarkan Nota Kesepahaman

Nomor: 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

Februari 2013).

Adapun bandara yang dikelola Perseroan sampai dengan

akhir 2013 adalah sebanyak 13 bandara, yang meliputi

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

Bandara Sultan Hasanuddin (Makassar), Bandara Sepinggan

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

Ratulangi (Manado), Bandara Adisutjipto (Yogyakarta),

Bandara Adisumarmo (Surakarta), Bandara Syamsudin Noor

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

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

Tari (Kupang).

Selain itu, Perseroan juga memiliki 1 Strategic Business Unit

yang mengelola area komersial di Bandara Ngurh Rai-Bali ,

serta 4 Entitas Anak. Sedangkan, Entitas Anak Perseroan

terdiri dari penyedia akomodasi pariwisata (PT Angkasa

Pura Hotels), pengurusan terminal kargo (PT Angkasa Pura

Logistics), pembangunan dan jasa properti (PT Angkasa

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

Supports).

Angkasa Pura Airports have the objective and business field

to implement and support the government’s policies and

programs in the field of economy and development, and to

cultivate profit for the Company by providing airport service

business in the broadest sense as well as other business

related to the airport service business. To achieve this

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

navigation facilities provision and management, as well as

non-ATS aeronautics and non-aeronautics airport services.

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

Angkasa Pura Airports anymore since January 16, 2013 at

22.00 Western Indonesian Time pursuant to Government

Regulation Number 77 Year 2012 concerning LPPNPI Public

Company (the Indonesian Air Navigation Service Provider

Institution) (based on Memorandum of Understanding

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 dated

February 12, 2013).

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

by the Company was 13 airports, which consisted of

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

Sultan Hasanuddin Airport (Makassar), Sepinggan Airport

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

Airport (Manado), Adisutjipto Airport (Yogyakarta),

Adisumarmo Airport (Surakarta), Syamsudin Noor Airport

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

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

(Kupang).

In addition, the Company also has one of the Strategic

Business Unit who manages the commercial area in Ngurh

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

Company consists of tourism accommodation providers

(PT Angkasa Temple Hotels), obtaining a cargo terminal

(PT Angkasa Pura Logistics), the construction and property

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

trade (PT Angkasa Pura

Supports).

107

grow/Invest

Harvest/Divest

Selectivelygrow

5

4

3

2

1

0

0 1 2 3 4 5

Kemampuan Perusahaan

Company’s Capacity

Day

a Ta

rik

Indu

stri

Indu

stri

al A

ttra

ctiv

enes

s

Analisa Daya Tarik Pasar, Kemampuan dan Posisi Perusahaan

Analysis of Market Attractiveness, the Company’s Capacity and Position

ASPeK PeMASArAN

Pemasaran merupakan suatu sistem total dari kegiatan

bisnis yang dirancang untuk merencanakan, menentukan

harga, melakukan promosi dan mendistribusikan barang-

barang yang dapat memuaskan keinginan dan mencapai

sasaranpasar serta tujuan Perusahaan.

PANgSA PASAr

Berdasarkan analisis posisi perusahaan dalam industri

kebandarudaraan, Angkasa Pura Airports berada di

posisi Grow/invest. Pada posisi tersebut, Perseroan perlu

melakukan investasi pada pengembangan infrastruktur,

sumber daya manusia, dan bisnis yang menguntungkan

lainnya agar dapat bertumbuh dan bersaing secara efektif

dalam mencapai target.

MArKeTINg ASPeCT

Marketing is a total system of business activities designed

for planning, pricing, promoting, and distributing goods

which may satisfy and achieve market target as well as the

Company’s objective.

MArKeT SHAre

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

industry, Angkasa Pura Airports is in the Grow/ Invest

position. In this position, the Company must invest in

infrastructure development, human resources, and other

profitable business in order to grow and compete effectively

in achieving the target.








Selanjutnya, untukmenjadisalah satu dari sepuluh

perusahaan pengelola bandara terbaik di Asia, Angkasa

Pura Airportsperlumelakukantransformasi model bisnis

untuk mencapai tingkat kepuasan pelanggan yang optimal

dan meningkatkan pendapatan non aeronautika untuk

mencapai proporsi pendapatan yang ideal. Perseroan perlu

meningkatkan Customer Satisfaction Index (CSI) dari 3,79

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

pendapatan non aeronautika dari 33% di 2013 menjadi 57%

di 2018. Target tersebut sesuai dengan pencapaian rata-rata

bandara terbaik di Asia.

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

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

100%

CSI

0%

4 5

% Non Aero revenue

Transformasi Modal Bisnis (Paradigm Shift)

Posisi Perusahaan 2013 dan Target 2018

The Company’s Position in 2013 and Target in 2018

STrATegI PeMASArAN

Strategi pemasaran Angkasa Pura Airports ditujukan untuk

memasarkan produk jasanya kepada pelanggan. Hal

tersebut dikelola oleh Marketing and Business Development

Department melalui beberapa kegiatan, baik yang bersifat

nasional maupun internasional.

1. KegiatanNasional

Angkasa Pura Airports melaksanakan pertemuan

(gathering) tahunan dengan berbagai maskapai

penerbangan, baik maskapai penerbangan domestik

maupun internasional, yang bertujuan untuk

menginformasikan mengenai pengembangan

bandara yang telah dilakukan. Melalui pertemuan

tersebut diharapkan akan menarik minat dan kerja

sama dengan berbagai maskapai penerbangan untuk

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

management companies in Asia, Angkasa Pura Airports

needs to transform its business model to achieve an optimum

customer satisfaction level and increase non-aeronautics

revenues to achieve the ideal revenue proportion. The

Company must improve its Customer Satisfaction Index (CSI)

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

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

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

the best airport in Asia.

MArKeTINg STrATegy

Angkasa Pura Airports’ marketing strategy has the objective

of marketing its service products to customers. The

marketing strategy is managed by Aviation Marketing Group

through several activities, both at the national as well as

international levels.

1. National Activities

Angkasa Pura Airports holds annual gathering with

various airlines, both domestic as well as international

airlines, with the objective of informing about airport

expansion conducted. The gathering is expected to

attract the interest and cooperation of various airlines

to open new flight routes at airports managed by the

Company. In addition, the gathering is also designed as

109

membuka rute penerbangan baru pada bandara yang

dikelolaoleh Perseroan. Selain itu, pertemuan tersebut

juga dirancang sebagai media komunikasi bagi

pelanggan untuk dapat memberikan masukan bagi

Perseroan agar dapat meningkatkan kualitas layanan

bandara ke depannya.

Adapun pelaksanaan kegiatan tersebut pada 2013 telah

dilakukan di Jakarta pada 5 Maret untuk pertemuan

dengan maskapai penerbangan internasional.

Sedangkan, pertemuan dengan maskapai

penerbangan domestik telah dilaksanakan di Surabaya

pada 11 April 2013.

2. Kegiatan Internasional

Selain mengadakan pertemuan, Angkasa Pura Airports

juga mengikuti pertemuan internasional yang diadakan

oleh berbagai pihak, yaitu Routes. Routesmerupakan

kegiatan internasional yang mempertemukan maskapai

penerbangan, pengelola bandara, dan elemen lainnya

pada industriaviasi. Kegiatan tersebut diadakan melalui

sesi tatap muka dan eksposur destinasi, produk dan

jasa lainnya dalam bentuk sebuah pameran business to

business ataupun sebuah panel diskusi.

Beberapa Routesyang diikuti Perseroan pada 2013

adalah Routes Asia xI di Mumbai, Indiayang diadakan

oleh Routes Asia Strategy Summit bekerjasama dengan

Shenzen Baoan Internasional Airport tanggal 17-19

Maret 2013.Selain itu, Perseroan juga mengikuti World

Routes xIx di Las Vegas, Nevada yang diadakan oleh

World Routes Strategy Summit bekerjasama dengan

Las Vegas Convention and Visitors Authority (LVCVA)

pada5-8 Oktober 2013.

KINerJA OPerASI Per SegMeN uSAHA

Dalam proses produksi jasa, Angkasa Pura Airports didukung

dengan fasilitas produksi yang handal yang meliputi

landasan pacu, apron, terminal penumpang, gudang kargo,

dan tempat parkir kendaraan di seluruh bandara yang

dikelola Perseroan. Beberapa fasilitas produksi tersebut

dijabarkan sebagai berikut.

communication media for customers to provide input

to the Company in order to improve airport service

quality in the future.

In 2013, the activity has been implemented in Jakarta

on March 5 by holding a meeting with international

airlines. Meanwhile, the meeting with domestic airlines

has been held in Surabaya on April 11, 2013.

2. International Activities

In addition to organizing meetings, Angkasa Pura

Airports also attends international meetings held

by various parties, namely Routes. Routes is an

international activity which brings together airlines,

airport management companies, and other elements

in the aviation industry. The activity is held through

face-to-face sessions and exposure on destinations,

products, and other services in the form of business to

business exhibition or a panel discussion.

Several Routes attended by the Company in 2013

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

by Routes Asia Strategy Summit in cooperation with

Shenzhen Baoan International Airport on March 17-19,

2013. In addition, the Company also attended World

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

World Routes Strategy Summit in cooperation with Las

Vegas Convention and Visitors Authority (LVCVA) on

October 5-8, 2013.

OPerATIONAL PerfOrMANCe By BuSINeSS SegMeNT

For producing services, Angkasa Pura Airports has production

equipment facilities which include runway, apron, passenger

terminal, cargo warehouse, and vehicle parking lots in all

airports managed by the Company. Some of the production

facilities are elaborated as follows:








Kinerja operasi per segmen usaha dibagi berdasarkan jasa

pelayanan kebandarudaraan Angkasa Pura Airports, yakni

aeronautika dan non aeronautika.

AerONAuTIKA

Segmen usaha aeronautika meliputi penyediaan,

pengusahaan dan pengembangan fasilitas untuk kegiatan

pelayanan pendaratan, lepas landas, parkir dan penyimpanan

pesawat udara, serta penyediaan, pengusahaan dan

pengembangan fasilitas terminal untuk pelayanan angkutan

penumpang, kargo dan pos. Pada 2013, seluruh pelayanan

jasa aeronautika Perseroan mengalami pertumbuhan, kecuali

pelayanan jasa penerbangan yang mengalami perubahan.

BANDArAAIRPORT

ruNWAy APrON

TerMINAL

INTerNASIONALINTERNATIONAL

DOMeSTIKDOMESTIC

KAPASITASCAPACITY

KArgO

INTerNASIONALINTER-NATIONAL

CARGO

KArgO DOMeSTIKDOMESTIC

CARGO

(M X M) (M2) (M2) (M2) (PAX/TAHuN)(Pax/ Year)

(M2) (M2)

DPS 3.000 x 45 309.694 136.000 65.846 20,2juta|million 6.000 2.574

SUB 3.000 x 45 180.470 31.425 31.275 14,0juta|million 7.787 9.031

UPG 3.000 x 45 272.862 8.770 53.045 8,2juta|million -

BPN 2.500 x 45 148.758 2.302 9.521 15,0juta|million -

BIK 3.570 x 45 41.585 1.781 1.367 263,0ribu|thousand 324

MDC 2.650 x 45 77.369 26.345 2,7juta|million 3.546

JOG 2.200 x 45 31.004 1.017 7.609 4,2juta|million 726

SOC 2.600 x 45 66.221 3.517 9.483 1,5juta|million 826

BDJ 2.500 x 45 80.412 9.943 1,2juta|million 802

SRG 2.680 x 45 37.452 657 6.051 895,0ribu|thousand 99 675

LOP 2.250 x 45 29.466 21.000 3,5juta|million 480

AMQ 2.500 x 45 34.065 1.200 7.393 1,1juta|million 1.139

KOE 2.500 x 45 45.143 900 4.381 500,0ribu|thousand 800

Data Alat Produksi utama 2013 Data of Main Production equipment in 2013

Operational performance by business segment is categorized

based on airport services provide by Angkasa Pura Airports,

namely aeronautics and non-aeronautics.

AerONAuTICS

The aeronautics business segment consists of provision,

management, and development of facilities for aircraft

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

well as provision, management, and development of terminal

facilities for passenger, cargo, and post transportation

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

experienced growth, except air traffic services, which

underwent a change.

111

Kinerja Pelayanan Jasa Aeronautika

urAIAN SATuAN 2013 2012 PerTuMBuHANGROWTH DeSCrIPTION

1 2 3 4 5=3-4 6=(3-4)/4

Pelayanan Jasa Pendaratan, Penempatan dan Penyimpanan Pesawat udara (PJP4u)

Ton 21.501.973 19.410.144 2.091.829 10,78%Aircraft Landing,

Parking, and Storage Services (PJP4u)

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

Pelayanan Jasa Penerbangan (PJP)

rute | route

13.886.925 158.283.777 (144.396.852) (91,23%)Air Traffic Services

(ATS)

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

Pemakaian Aviobridge

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

PeNyIMPANAN PeSAWAT uDArA (PJP4u)

Produksi PJP4U pada 2013 mencapai 21.501.973 ton,

mengalami pertumbuhan 2.091.829 ton atau sebesar 10,78%

dari 2012 yang mencapai19.410.144 ton. Baik produksi

domestik maupun produksi internasional mengalami

pertumbuhan yang positif. Pertumbuhan produksi PJP4U

Performance of Aeronautics Services

AIrCrAfT LANDINg, PArKINg, AND STOrAge ServICeS

(PJP4u)

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

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

domestic production as well as international production

experienced a positive growth. The growth in PJP4U








dijelaskan sebagai berikut.

a. Produksi PJP4U domestik mengalami pertumbuhan

sebesar 10,05%. Pertumbuhan tersebut disebabkan

adanya penambahan frekuensi penerbangan di

beberapa bandara, antara lain:

• MaskapaiLionAir(LNI)meningkat23xperminggu

di Bandara Ngurah Rai dan 7x per minggu di

Bandara Adi Sumarmo;

• MaskapaiWingsAirmeningkat15xperminggudi

Bandara Ngurah Rai;

• Maskapai Air Asia meningkat 8x per minggu

di Bandara Ngurah Rai dan 14x per minggu di

Bandara Hasanuddin;

• Maskapai Garuda Indonesia Airlines meningkat

14x per minggu di Bandara Ngurah Rai, 7xper

minggu di Bandara Sam Ratulangi, dan 7x per

minggu di Bandara Adi Sumarmo,

• Maskapai Travira meningkat 6x per minggu di

Bandara Ngurah Rai;

• Maskapai Sriwijayameningkat 5x perminggu di

Bandara Ngurah Rai;

• Maskapai Citi Linkmeningkat 47x perminggu di

Bandra Ngurah Rai dan 21x perminggu di Bandara

Hasanuddin; serta

• Maskapai Mandala Airlines yang beroperasi

kembali di Bandara Juanda 14x per minggu.

b. Produksi PJP4U internasional mengalami pertumbuhan

sebesar 13,81%. Pertumbuhan tersebut disebabkan:

• Perubahan tipe pesawat yang oleh Maskapai

Garuda IndonesiaAirlines yang menggunakan

B738 di Bandara Hasanuddin;

• Maskapai Mandala Airlines membuka rute

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

minggumulaiJanuari 2013, Surabaya (SUB)-Kuala

Lumpur (KUL) 7x per minggumulai Januari 2013,

danSurabaya (SUB)-Hong Kong(HKG) 14x per

minggumulaiDesember 2013;

• Penambahan penerbangan di Bandara

Hasanuddin, yaitu maskapai Air Asia dan Silk Air

yang masing-masing sebanyak 3x per minggu.

production is explained as follows:

a. Domestic PJP4U production grew by 10.05%. The

growth was caused by the addition of flight frequencies

in several airports, among other things:

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

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

Sumarmo Airport;

• WingsAirincreaseditsfrequencyto15xperweek

at Ngurah Rai Airport;

• Air Asia increased its frequency to 8x per week

at Ngurah Rai Airport and 14x per week at

Hasanuddin Airport;

• GarudaIndonesiaAirlinesincreaseditsfrequency

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

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

Sumarmo Airport;

• Travira increased its frequency to6xperweekat

Ngurah Rai Airport;

• Sriwijayaincreaseditsfrequencyto5xperweekat

Ngurah Rai Airport;

• Citi Link increased its frequency to 47x per

week at Ngurah Rai Airport and 21x per week at

Hasanuddin Airport; and

• MandalaAirlinesresumeditsoperationsatJuanda

Airport for 14x per week.

b. International PJP4U production grew by 13.81%. The

growth was caused by:

• The change in aircraft type of Garuda Indonesia

Airlines, which uses B738 at Hasanuddin Airport;

• Mandala Airlines opened new routes namely

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

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

7x per week since January 2013, and Surabaya

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

December 2013;

• AdditionofflightsatHasanuddinAirport,namely

by Air Asia and Silk Air for 3x per week each.

113

PeLAyANAN JASA PeNuMPANg PeSAWAT uDArA

(PJP2u)

Produksi PJP2U mengalami pertumbuhan 2.997.726 pax

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

32.104.877pax di 2013. Pertumbuhan produksi PJP2U

ini merupakan dampak dari pertumbuhan pergerakan

penumpang sebesar 9,67%. Hal ini terlihat pada

pertumbuhan produksi PJP2U domestik sebesar 9,75% dan

produksi PJP2U internasional sebesar 13,49%.

PeLAyANAN JASA PeNerBANgAN (PJP)

Produksi PJP (ATS) sampai dengan pertengahan Januari 2013,

terealisasi sebesar 13.886.925 rute, sangat jauh dibandingkan

dengan realisasi tahun 2012 sebesar 158.283.777 rute. Hal ini

disebabkan pengalihan PJP (ATS) yang sebelumnya dikelola

oleh Perseroan menjadi dikelola oleh LPPNPI sejak 16 Januari

2013 pukul 22.00 WIB. Pengalihan PJP dilakukan berdasarkan

PP Nomor 77 Tahun 2012 tanggal 12 September 2012

tentang Perusahaan Umum Lembaga Penyelenggara

Pelayanan Navigasi Penerbangan Indonesia (LPPNPI), serta

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

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

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

PeMAKAIAN avioBridGE

Pemakaian aviobridge mencapai 17.316.816 ton, meningkat

10,93% atau sebesar 1.705.760 ton dibandingkan 2012

yang mencapai 15.611.056 ton. Peningkatan pemakaian

aviobridge tersebut dapat dijelaskan sebagai berikut.

• Pemakaian aviobridge domestik meningkat sebesar

8,71%. Hal ini disebabkan oleh pertumbuhan

jumlah penerbangan di 2013 yang mengakibatkan

peningkatan pemakaian aviobridge.

• Pemakaian aviobridge internasional meningkat

sebesar14,27%. Hal ini disebabkan penggunaan

aviobridge oleh maskapai penerbangan internasional

AIrCrAfT PASSeNger ServICeS (PJP2u)

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

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

in PJP2U production is affected by the growth of passanger

movement amounted to 9.7%. This is indicated by the

growth of domestic production of PJP2U amounted to 9.75%

and international PJP2U production amounted to 13.49%.

AIr TrAffIC ServICeS (ATS)

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

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

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

previously managed by the Company be managed by LPPNPI

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

by Government Regulation No. 77 of 2012 dated 12

September 2012 of the Public Company Institute Indonesian

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

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

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

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

uSe Of AvIOBrIDge

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

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

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

can be explained as follows.

• aviobridgedomesticconsumptionincreasedby8.71%.

This is caused by the growth of the number of flights in

2013 that resulted in aviobridge increased usage.

• Use of international aviobridge increased sebesar14,

27%. This is due to the use of aviobridge by international

airlines








PeMAKAIAN COuNTer

Pemakaian counter mengalami pertumbuhan 3.025.257 pax

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

32.055.790 pax di 2013. Pemakaian counter domestik

mengalami pertumbuhan sebesar 9,78%. Sedangkan,

pemakaian counter internasional mengalami pertumbuhan

sebesar 14,18%. Pertumbuhan tersebut terkait pertumbuhan

produksi PJP2U, baik domestik maupun internasional.

NON AerONAuTIKA

Segmen usaha non aeronautika meliputi beberapa usaha,

yaitu penyediaan lahan untuk properti, perkantoran, area

perhotelan dan area komersil lainnya, serta usaha-usaha lain

yang dapat menunjang tercapainya tujuan Perseroan. Pada

2013, pelayanan jasa non aeronautika tersebut menunjukkan

kinerja yang bervariasi.

Kinerja Pelayanan Jasa Non Aeronautika

urAIAN SATuAN 2013 2012 PerTuMBuHAN | GROWTHDeSCrIPTION

1 2 3 4 5=3-4 6=(3-4)/4

Sewa-sewa 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

Sewa Gedung M2 704 - 704 NA Building Rent*

Jasa Penyewaan Kendaraan Volume 392 74 318 429,73% Vehicle Rental Service*

Pemakaian Listrik, Telepon, Air, reklame, Parkir Kendaraan dan Anjungan

Listrik KWh 54.997.371 35.683.218 19.314.153 54,13% Electricity

TeleponPesawat

Telepon x Bulan

23.999 25.819 (1.820) (7,05%) Telephone

Air M3 327.034 350.570 (23.536) (6,71%) Water

Reklame M2 x Bulan 169.400 175.555 (6.155) (3,51%) Advertisement

uSe Of COuNTer

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

29,030,533 pax in 2012 to 32,055,790 pax in 2013. Domestic

use of counter grew by 9.78%. Meanwhile, international

use of counter grew by 14.18%. The growth was related to

the growth in PJP2U production, both domestic as well as

international.

NON-AerONAuTICS

Non-aeronautical business segment includes several

businesses, namely the provision of land for property, office,

area hospitality and other commercial areas, as well as other

efforts that can support the achievement of the Company.

on 2013, non-aeronautical services shows performance

varies.

Performance of Non-Aeronautics Services Provision

115

urAIAN SATuAN 2013 2012 PerTuMBuHAN | GROWTHDeSCrIPTION

1 2 3 4 5=3-4 6=(3-4)/4

Parkir Kendaraan 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

Anjungan (Peron) Lembar 397.319 291.114 106.205 36,48% Platform

Pemakaian ruang Tunggu (CIP Lounge) Pax 1.063.698 918.199 145.499 15,85% use of Lounge (CIP

Lounge)

KonsesiOmzet/ ribuan

rp3.251.194.578 2.708.338.298 542.856.280 20,04% Concession


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* Hotel room and Service*

Kamar Kamar 15.494 - 15.494 NA Room

Makanan dan Minuman Pax 6.963 - 6.963 NA Food and Beverages

Binatu Buah 1.307 - 1.307 NA Laundry

*merupakan kinerja operasional Anak Perusahaan *falls under the operational performance of Subsidiaries








SeWA-SeWA

Produksi sewa-sewa di 2013 mengalami penurunan

dibandingkan 2012 yang dijelaskan sebagai berikut.

a. Sewa ruang mengalami penurunan sebesar 7,35%.

Hal iniantara lain disebabkan pembongkaran terminal

domestik, berakhirnya kontrak dengan mitra usaha

di Bandara I Gusti Ngurah Rai (Bali),pembongkaran

Hanggar A di terminal Bandara Sepinggan (Balikpapan),

sertarencana pengoperasian tenant yang belum

sepenuhnya terlaksana.

b. Sewa tanah (termasuk sewa tempat) mengalami

penurunan sebesar 5,20%. Hal ini disebabkan oleh

pengembalian sewa tanah/lahan ground support

equipment (GSE) PT Metro Batavia di Bandara

Hasanuddin (Makassar) dan Bandara Juanda (Surabaya).

c. Pada 2013, produksi sewa gedung menunjukkan hasil

kinerja positif. Pencapaian ini merupakan prestasi

dariAnak Perusahaan (AP-Property) yang didirikan di

2012. Pencapaian positif ini khususnya terkait dengan

beroperasinya GAT di Bali.

d. Jasa penyewaan kendaraan mengalami pertumbuhan

429,73%. Pencapaian ini merupakan prestasi dari Anak

Perusahaan (AP-Supports) yang didirikan di 2012.

Pencapaian positif ini merupakan hasil penyewaan

kendaraan dinas kepada seluruh kantor pusat dan

kantor cabang Perseroan.

PeMAKAIAN TeLePON, LISTrIK, AIr, reKLAMe, PArKIr,

DAN ANJuNgAN

Pemakaian telepon, listrik, air, parkir, anjungan dan pas

pelabuhan menunjukkan kinerja yang bervariasi yang


a. Pemakaian listrik mengalami pertumbuhan sebesar

54,13%. Hal ini disebabkantambahan pemakaian listrik

dari proyek dan beroperasinya terminal baru Bandara

Ngurah Rai (Bali).

reNTS

Rental production experienced a decrease in 2013 compared

to 2012, which is explained as follows:

a. Rent on space experienced a decrease of 7.35%. This,

among other things, was due to the demolition of

domestic terminal, expiration of contract with business

partner at I Gusti Ngurah Rai Airport (Bali), demolition

of Hangar A at the terminal in Sepinggan Airport

(Balikpapan), and plan to operate tenant which has not

been fully implemented.

b. Rent on land (including rent on space) decreased by

5.20%. This was due to the refund of rent on land for

ground support equipment (GSE) of PT Metro Batavia

at Hasanuddin Airport (Makassar) and Juanda Airport

(Surabaya).

c. In 2013, rent on buildings production showed positive

performance result. This achievement falls under the

performance of a Subsidiary (AP-Property) established

in 2012. Such positive result is particularly related to the

operation of GAT in Bali.

d. Vehicle rental service grew by 429.73%. This

achievement falls under the performance of a Subsidiary

(AP-Supports) yang established in 2012. Such positive

result is generated by company vehicle rental to the

Company’s head office and all branch offices.

uTILIzATION Of TeLePHONe, eLeCTrICITy, WATer,

ADverTISINg, PArKINg LOT, AND PLATfOrM

Utilization of telephone, electricity, water, parking lot,

platform, and airport pass showed varied performance,

which is explained as follows:

a. Electricity utilization grew by 54.13%. This was due to

additional electricity utilization by projects and the

operation of new terminal at Ngurah Rai Airport (Bali).

117

b. Pemakaian telepon mengalami penurunan 7,05%. Hal

ini disebabkan disebabkan berakhirnya kontrak mitra

usaha di Terminal Internasional Bandara Ngurah Rai

(Bali) dan beberapa mitra usaha tidak memperpanjang

kontrak, seperti di Bandara Syamsudin Noor

(Banjarmasin).

c. Pemakaian air mengalami penurunan 6,71%. Hal ini

disebabkan berakhirnya kontrak dengan mitra usaha

di Terminal Internasional Bandara Ngurah Rai (Bali) dan

beberapa mitra usaha yang tidak memperpanjang

kontrak, seperti di Bandara Syamsudin Noor

(Banjarmasin).

d. Pemakaian tempat reklame mengalami penurunan

3,51%. Hal ini disebabkan oleh berakhirnya kontrak

mitra usaha pengelola reklame di Terminal Internasional

Bandara Ngurah Rai (Denpasar).

e. Parkir kendaraan mengalami pertumbuhan, baik

untuk parkir mobil maupun parkir motor. Parkir mobil

mengalami pertumbuhan sebesar 14,84%, sedangkan

parkir motor mengalami pertumbuhan sebesar 6,72%.

Hal ini terkait dengan pertumbuhan produksi PJP2U,

serta optimalisasi pengelolaan dan pengawasan parkir.

f. Penggunaananjungan mengalami pertumbuhan

36,48%. Hal ini khususnya seiring dengan pertumbuhan

jumlah pax di Bandara Adisutjipto (Yogyakarta),

terutama pada masa libur sekolah.

PeMAKAIAN ruANg TuNggu

Pemakaian ruang tunggu mengalami pertumbuhan sebesar

15,85%. Hal ini sejalan dengan pertumbuhan PJP2U.

KONSeSI

Produksi konsesi mengalami pertumbuhan sebesar 20,04%.

Hal ini disebabkan meningkatnya omzet konsesioner seiring

dengan meningkatnya jumlah pax domestik di Terminal

Domestik Bandara Ngurah Rai (Bali)dan beberapa bandara

lain, seperti Bandara Adisucipto (Yogyakarta)dan Bandara

Syamsudin Noor(Banjarmasin). Hal ini juga terkait dengan

penambahan sewa ruang untuk mitra usaha baru, seperti di

Bandara Pattimura (Ambon).

b. Telephone utilization decreased by 7.05%. This was due

to the expiration of contract with business partner at

the International Terminal of Ngurah Rai Airport (Bali)

and non-renewal of contract by some business partners,

such as in Syamsudin Noor Airport (Banjarmasin).

c. Water utilization decreased by 6.71%. This was due to

the expiration of contract with business partner at the

International Terminal of Ngurah Rai Airport (Bali) and

non-renewal of contract by some business partners,

such as in Syamsudin Noor Airport (Banjarmasin).

d. Utilization of advertisement space decreased by

3.51%. This was due to expiration of contract with

advertisement manager business partner at the

International Terminal of Ngurah Rai Airport (Denpasar).

e. Vehicle’s parking lot experienced a growth for both car

parking as well as motorcycle parking. Car parking grew

by 14.84%, while motorcycle parking grew by 6.72%.

This was related to the growth in PJP2U production,

as well as optimalization of parking management and

supervision.

f. Platform utilization grew by 36.48%. This was

particularly in line with the growth in the number of pax

at Adisutjipto Airport (Yogyakarta), particularly during

school holiday period.

LOuNge uTILIzATION

Lounge utilization grew by 15.85%. This was in line with the

growth in PJP2U.

CONCeSSION

Concession production experienced a growth of 20.04%.

This was due to the increase in concessionary turnover in

line with the increase in the number of domestic pax at the

Domestic Terminal of Ngurah Rai Airport (Bali) and several

other airports, such as Adisucipto Airport (Yogyakarta) and

Syamsudin Noor Airport (Banjarmasin). This is also related

with the increase in rent on space for new business partners,

such as at Pattimura Airport (Ambon).








TerMINAL KArgO

Produksi terminal kargo mengalami pertumbuhan, baik

dari segi incoming maupun outcoming. Incoming cargo

mengalami pertumbuhan 39,55%, sedangkan outcoming

cargo mengalami pertumbuhan sebesar 8,52%. Hal ini

disebabkan pengelolaan terminal kargo di beberapa

bandara telah dilaksanakan oleh anak perusahaan.

JASA rEGulatEd AgeN

Produksi jasa agen mengalami pertumbuhan 968,02%.

Produksi jasa agen tersebut merupakan hasil produksi

Anak Perusahaan (AP-Logistics). Pencapain ini disebabkan

pertumbuhan jasa keamanan pengiriman kargo di Bandara

Juanda (Surabaya), Bandara Sepinggan (Balikpapan), Bandara

Ngurah Rai (Bali), dan Bandara Sultan Hasanuddin(Makassar).

JASA PerDAgANgAN

Kinerja jasa perdagangan alat-alat pendukung bandara

mengalami pertumbuhan 3.927,45%. Kinerja jasa

perdagangan tersebut merupakan hasil produksi Anak

Perusahaan (AP-Supports). Hal ini disebabkan peningkatan

kerja sama pengadaan dari AP-Supports dengan Perseroan

dan mitra lainnya.

JASA PereNCANAAN DAN PeLAKSANAAN

Pada 2013, pencapaian produksi jasa perencanaan dan

pelaksanaan menunjukkan hasil yang positif. Produksi jasa

perencanaan dan pelaksanaan tersebut merupakan hasil

produksi Anak Perusahaan Angkasa Pura Airports (AP-

Property) yang didirikan di 2012 dan mulai beroperasi di

2013.

KAMAr DAN LAyANAN HOTeL

Pada 2013, produksi kamar dan layanan hotel menunjukkan

hasil yangmemuaskan, baik dari sewa kamar, layanan

penyediaan makanan dan minuman, serta jasa laundry.

Produksi kamar dan layanan hotel tersebut merupakan hasil

produksi Anak Perusahaan Angkasa Pura Airports (AP-Hotels)

yang didirikan di 2012 dan mulai beroperasi di 2013.

CArgO TerMINAL

Cargo terminal production experienced a growth, both in

terms of incoming as well as outcoming. Incoming cargo

grew by 39.55%, while outcoming cargo grew by 8.52%. This

was due to the cargo terminal in several airports has been

managed by the subsidiary

AgeNCy ServICe

Agency service production experienced a growth of 968.02%.

The agency service production falls under the production

result of a Subsidiary (AP-Logistics). Such achievement was

due to the growth in cargo delivery security service at Juanda

Airport (Surabaya), Sepinggan Airport (Balikpapan), Ngurah

Rai Airport (Bali), and Sultan Hasanuddin Airport (Makassar).

TrADINg

The performance of trading experienced a growth of

3,927.45%. The trading performance falls under the

production result of a Subsidiary (AP-Supports). This was due

to the increase in procurement cooperation between AP-

Supports and the Company as well as other partners.

PLANNINg AND IMPLeMeNTATION ServICe

In 2013, production achievement of planning and

implementation service showed a positive result. The

production of planning and implementation service falls

under the production result of a Subsidiary of Angkasa Pura

Airports (AP-Property), which was established in 2012 and

commenced its operations in 2013.

HOTeL rOOM AND ServICe

In 2013, hotel room and service production showed a

satisfactory performance, in terms of room rent, food and

beverages service, as well a laundry service. The hotel room

and service production falls under the production result of a

Subsidiary of Angkasa Pura Airports (AP-Hotels), which was

established in 2012 and commenced its operations in 2013.

119

PrOSPeK uSAHA ANgKASA PurA AIrPOrTS 2014

Prospek usaha Angkasa Pura Airports sangat terkait dengan

proyeksi pertumbuhan ekonomi dunia pada umumnya dan

proyeksi pertumbuhan ekonomi Indonesia pada khususnya.

Pertumbuhan ekonomi dunia diproyeksikan sebesar

3,6% di2014 dan 3,9% di 2015. Pertumbuhan negara EM

diproyeksikan akan mencapai sebesar 4,9% pada 2014 dan

5,3% pada 2015. Untuk negara-negara di Asia diproyeksikan

akan mengalami pertumbuhan sebesar 6,7% di 2014 dan

6,8% di 2015.

urAIANPrOyeKSI | PROJECTION

DeSCrIPTION2014 2015

PDB Dunia 3,6 3,9 World’s gDP


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


Persemakmuran Negara

Merdeka (Commonwealth of

Independent States)

2,3 3,1 Commonwealth of 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,

Afganistan, dan Pakistan

3,2 4,4 Middle East, North Africa,

Afghanistan, and Pakistan

Afrika Sub-Sahara 5,4 5,5 Sub-Sahara Africa

volume Perdagangan Dunia 4,3 5,3 global Trading volume

Impor Import



Ekspor Export



Inflasi (IHK) Inflation (CPI)



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

Indikator Perekonomian globalglobal economic Indicators (dalampersen)|(in percent)

BuSINeSS PrOSPeCT Of ANgKASA PurA AIrPOrTS IN

2014

The business prospect of Angkasa Pura Airports is closely

related to global economic growth projection in general and

the Indonesian economic growth projection in particular.

Global economic growth in projected at 3.6% in 2014 and

3.9% in 2015. The growth in EM countries is projected to

achieve 4.9% in 2014 and 5.3% in 2015. The Asian countries

are projected to experience a growth of 6.7% in 2014 and

6.8% in 2015.








Perekonomian Indonesia di 2014 diperkirakan masih akan

terus bertumbuh seiring dengan pertumbuhan ekonomi

global dan Asia. Kekuatan yang dimiliki Indonesia menjadi

faktor penunjang pencapaian pertumbuhan ekonomi

tersebut. Populasi Indonesia yang mencapai 250 juta jiwa

dengan tingkat pendapatan yang cenderung meningkat

merupakan potensi pasar domestik yang sangat tinggi. Praktik

demokrasi sudah relatif kondusif dan kinerja perbankan pun

relatif solid. Selain itu, perekonomian Indonesia relatif stabil

di tengah guncangan ekonomi global.

Pertumbuhan ekonomi Indonesia tersebut akan semakin

mendorong pertumbuhan sektor perhubungan,

khususnyaindustri penerbangan. Indutri penerbangan

saat ini sangat berkembang di Indonesia. Perkembangan

industri penerbangan akan semakin menjanjikan

dengan adanyaperubahan tren pergerakan lalu lintas

udara berdasarkan kawasan. Pergerakan lalu lintas udara

diprediksi akan mengalami pergeseran dari kawasan

Amerika Utara dan Eropa ke kawasan Asia Pasifik. Kawasan

Asia Pasifik diperkirakan akan menjadi episentrum dunia

penerbangan masa depan. Percepatan pertumbuhan

industri penerbangan juga didukung rencana penerapan

kebijakan ASEAN Open Skyyang sangat menguntungkan

bagi Indonesia yang memiliki populasi penduduk terbesar

sehingga memiliki potensi pasar yang cukup besar di

kawasan ASEAN. Selain itu, program “Wonderful Indonesia”

yang disusun oleh Kementerian Pariwisata diperkirakan akan

meningkatkan jumlah wisatawan asing menjadi 10 juta

orang per tahun pada 2014.

Besarnya peluang pertumbuhan industri penerbangan

Indonesia tersebut juga menjadi peluang pertumbuhan

industri kebandarudaraan Angkasa Pura Airports sebagai

pengelola bandara di kawasan timur dan tengah Indonesia.

Dengan keunggulan yang dimiliki, Perseroan yakin dapat

mencapai prospek pertumbuhan yang sangat menjanjikan

tersebut. Adapun beberapa keunggulan Perseroan yang

mendukung pencapaian pertumbuhan tersebut adalah

• Komitmen yang kuat dari manajemen untuk

meningkatkan kinerja dan kualitas layanan;

• Pengalaman yang luas dalam industri kebandarudaraan;

• Hak pengusahaan jasa kebandaraudaraan yang luas

atas 13 bandara domestik;

• Lokasi bandara yang strategis di pusat bisnis (Surabaya,

In 2014, the Indonesian Economy is expected to continue

to grow in line with the growth in global and Asian

economy. The strength possessed by Indonesia becomes

the supporting factor for the achievement of this economic

growth. The Indonesian population, which reached 250

million persons with an income level which tends to

increase constitutes a highly potential domestic market.

Practices of democracy have been relatively conducive and

the performance of banking sector is also relatively solid. In

addition, the Indonesian economy has been relatively stable

amid the turmoil of global economy.

The Indonesian economic growth will increasingly support

the growth in the transportation industry, particularly the

aviation industry. The aviation industry is currently blooming

in Indonesia. The development in the aviation industry will

become more promising with the change in trend of air

traffic movements based on regions. Air traffic movements

are predicted to shift from the North America and Europe

regions to Asia Pacific region. The Asia Pacific region is

expected to become the future epicenter of the aviation

industry. The acceleration in aviation industry growth is also

supported by the plan for implementation of the ASEAN

Open Sky policy which is highly beneficial for Indonesia,

which has the largest population and therefore a fairly large

market potential in ASEAN region. In addition, the “Wonderful

Indonesia” program prepared by the Ministry of Tourism is

expected to increase the number of foreign tourists to 10

million persons per year in 2014.

The large growth opportunity for the Indonesian aviation

industry also creates the opportunity for airport industry

growth to Angkasa Pura Airports as the manager of airports

in the eastern and central part of Indonesia. With the

advantage on hand, the Company is confident to achieve

such a promising growth prospect. Meanwhile, some of the

Company’s strengths which support the achievement of the

growth are:

• Strongcommitmentfromthemanagementtoimprove

service performance and quality;

• Vastexperienceinairportindustry;

• Extensive right to airport servicemanagement on 13

domestic airports;

• StrategicairportlocationatIndonesia’sbusinesscenters

121

Balikpapan, Makassar, Semarang) dan pariwisata

(Denpasar, Yogyakarta, Lombok) Indonesia;

• Kemitraan yang kuat dengan Pemerintah pusat dan

daerah, serta pemegang kepentingan lainnya; dan

• Tingkat kepatuhan yang tinggi terhadap regulasi

nasional dan Iiternasional.

STrATegI DAN PeNgeMBANgAN uSAHA

Angkasa Pura Airports sebagai salah satu pengelola

kebandarudaraan di Indonesia memiliki visi dan misi untuk

dapat mengangkat citra Indonesia di mata dunia dengan

menjadi salah satu pengelola bandara yang termasuk dalam

10 terbaik di Asia. Hal ini juga meliputi upaya perubahan pola

komersil yang baru dan dinamis. Dengan adanya pemisahan

bisnis pengelolaan Air Traffic Services (ATS), maka Perseroan

telah melakukan perubahan paradigma. Paradigma

Perseroan yang semula sebagai penyedia infrastruktur

berubah menjadi penyedia jasa dengan orientasi kepada

kualitas layanan dengan konsep Airport City.

Perubahan Paradigma (Paradigm Shift)

eLeMeN PArADIgMA LAMA PArADIgMA BAruELEMENT OLD PARADIGM NEW PARADIGM

Penempatan Strategis

Strategic Positioning

Penyedia Infrastruktur

Infrastructure Provider

Penyedia Jasa

Service Provider

Konsep Bandara

Airport Concept

Bandara Konvensional

Airport Conventional

Airport City

Airport City

Fokus Pertumbuhan Pendapatan

Revenue Growth Focus

Aero Non Aero

Pendekatan

Approach

Pasif (Reaktif )

Passive (Reactive)

Proaktif (Antisipatif )

Proactive (Antisipative)

Budaya Organisasi

Organizational Culture

Birokratis

Bureaucratic

Kewirausahaan

Entrepreneurial

Selain itu,untuk mencapai target pertumbuhan pendapatan

yang drastis dalam 5 tahun mendatang, terutama

pendapatan non aeronautika, Perseroan telah menyusun

strategi bisnis dan inisiatif pertumbuhan usaha yang efektif

dan fokus yang tepat yang dijabarkan sebagai berikut.

(Surabaya, Balikpapan, Makassar, Semarang) and

tourism centers (Denpasar, Yogyakarta, Lombok);

• Strong partnership with central and regional

Governments, as well as other stakeholders; and

• Highlevelofcompliancewithnationalandinternational

regulations.

BuSINeSS STrATegy AND DeveLOPMeNT

As one of airport managers in Indonesia, Angkasa Pura

Airports has the vision and mission to improve the image of

Indonesia in global perspective to become one of the top 10

airport managers in Asia. This also includes efforts of change

into a new, dynamic commercial pattern. With the separation

of the Air Traffic Services (ATS) management business, the

Perseroan has made a paradigm shift. The paradigm of the

Company, which was previously an infrastructure provider,

has shifted to become a service provider with orientation

towards service quality using the concept of Airport City.

Paradigm Shift

In addition, to achieve a drastic revenue growth target

in the next 5 years, particularly non-aeronautics revenue,

the Company has prepared a business strategy as well as

effective business growth initiatives and the right focus,

which is elaborated as follows:








1. Optimalisasi Bisnis Inti (Operasi Bandara)

Optimalisasi bisnis inti (operasi bandara) dilakukan

melalui peningkatan produktivitas, pengembangan

kapasitas bandara dan perbaikan kualitas pelayanan

untuk mendorong pertumbuhan pendapatan

dan kepuasan pelanggan. Beberapa inisiatif yang

direncanakan akan dilaksanakan sebagai berikut.

a. Pengembangan Bandara yang Atraktif

• Pengembangan Bandara Achmad Yani

(Semarang) dan Bandara Syamsuddin Noor

(Banjarmasin);

• Grand opening dan spinoff Bandara

Sepinggan (Balikpapan);

• Pengembangan Bandara Adisutjipto

(Yogyakarta);

• Pengembangan Bandara Juanda (Surabaya),

yaitu pembangunan Terminal 3 dan

pembangunan runway kedua;

• Pengembangan bandara yang kekurangan

kapasitas;

• Strategic partnership untuk Bandara Sultan

Hasanuddin (Makassar) dan Bandara Sam

Ratulangi (Manado);

• Strategic partnership dengan EGIS untuk

Bandara Achmad Yani (Semarang), Bandara

Syamsuddin Noor (Banjarmasin), dan Bandara

Lombok (Praya);

• StrategicpartnershipdenganExecuJetuntuk

Bandara Ngurah Rai (Denpasar);

• Strategic partnership untuk bandara yang

atraktif lainnya;

• Spin offBandara Ngurah Rai (Denpasar),

Bandara Juanda (Surabaya), Bandara Sultan

Hasanuddin (Makassar), BandaraAdisutjipto

(Yogyakarta).

b. Pengembangan Pasar Bandara yang Potensial

• StrategicpartnershipdenganGallantVenture

Ltd untuk Bandara Bintan International

Airport;

• Strategic partnership dengan GVK untuk

Bandara New Jogjakarta International Airport

dan IIAC untuk Bandara Juanda (Surabaya).

1. Optimalization of Core Business (Airport Operations)

Optimalization of core business (airport operations) is

conducted by increasing productivity, airport capacity

development and service quality improvement to

boost revenue growth and customer satisfaction.

Several initiatives planned to be implemented are as

follows:

a. Attractive Airport Development

• ExpansionofAchmadYaniAirport(Semarang)

and Syamsuddin Noor Airport (Banjarmasin);

• Grandopeningandspin-offofSepingganAirport

(Balikpapan);

• ExpansionofAdisutjiptoAirport(Yogyakarta);

• ExpansionofJuandaAirport(Surabaya),

namely the construction of Terminal 3 and the

construction of the second runway;

• Expansionofairportswithlackofcapacity;

• StrategicpartnershipforSultanHasanuddin

Airport (Makassar) and Sam Ratulangi Airport

(Manado);

• StrategicpartnershipwithEGISforAchmadYani

Airport (Semarang), Syamsuddin Noor Airport

(Banjarmasin), and Lombok Airport (Praya);

• StrategicpartnershipwithExecuJetforNgurah

Rai Airport (Denpasar);

• Attractivestrategicpartnershipforotherairports;

• Spin-offNgurahRaiAirport(Denpasar),Juanda

Airport (Surabaya), Sultan Hasanuddin Airport

(Makassar), and Adisutjipto Airport (Yogyakarta).

b. Development of Potential Airport Markets

• StrategicpartnershipwithGallantVentureLtdfor

Bintan International Airport;

• StrategicpartnershipwithGVKforNewJogjakarta

International Airport and IIAC for Juanda Airport

(Surabaya).

123

c. Pengelolaan Bandar Udara yang merugi secara

efektif dan efisien

• Pengembangankerjasamastrategisbersama

pemangku kepentingan setempat maupun

strategic partnership lain yang tertarik untuk

berinvestasi dalam pengembangan Bandara;

• Maksimalisasi pendapatan operasional,

terutama dari pendapatan non aeronautika;

• Peningkatanefektivitasdanefisiensibiaya;

• Peningkatan utilisasi aset dan mengatasi

permasalahan aset yang tidak produktif;

• Pengelolaanrisikobisnis.

2. Pengembangan Bisnis Non Inti (Non Operasi

Bandara)

Pengembangan bisnis non inti (non operasi bandara)

dilakukan melalui pembentukan/pengembangan Anak

Perusahaan untuk mengoptimalkan pendapatan bisnis,

terutama pendapatan non aeronautika. Ada 4 Anak

Perusahaan yang telah dibentuk pada 2012, yaitu

a. Angkasa Pura Property adalah Anak Perusahaan

yang dibentuk untuk menjalani kegiatan usaha

dalam bidang usaha real estateberkaitan dengan

pengembangan properti;

b. Angkasa Pura Hotels adalah Anak Perusahaan

yang didirikan untuk menangkap peluang usaha

pada bidang perhotelan, restoran, CIP Lounges,

dan jasa hospitality lainnya;

c. Angkasa Pura Logistics adalah Anak Perusahaan

yang didirikan untuk memperluas penerapan

sistem terdapat dalam SBU terminal kargo ke

bandara yang dikelolanya;

d. Angkasa Pura Supports adalah Anak Perusahaan

yang bergerak dibidang penyediaan fasilitas atau

jasa, terutama kepada Perusahaan Induk dalam

rangka meningkatkan quality services.

Selanjutnya, Perseroan berencana untuk membentuk

Anak Perusahaan baru lainnya, yaitu:

a. Angkasa Pura Parking yang akan fokus menjalani

kegiatan usaha dalam bidang usaha perparkiran di

seluruh lingkup usaha Perseroan;

b. Angkasa Pura Retail yang akan fokus menangkap

peluang usaha pada bidang ritel di seluruh lingkup

usaha Perseroan.

c. Effective and efficient management of Airports which

are incurring losses

• Developmentofstrategicpartnershipwith

local stakeholders as well as other strategic

partners which are interested to invest in Airport

expansion;

• Maximizingoperatingrevenue,particularlyfrom

non-aeronautics revenue;

• Increasingcosteffectivenessandcostefficiency;

• Increasingassetutilizationandovercomingnon-

productive asset issues;

• Businessriskmanagement.

2. Development of Non-Core Business (Non-Airport

Operations)

The development of non-core business (non-airport

operations) is conducted through the establishment/

expansion of Subsidiaries in order to optimize business

revenue, particularly non-aeronautics revenue. There

are 4 Subsidiaries established in 2012, namely:

a. Angkasa Pura Property: a Subsidiary established to

conduct business activities in the field of property

development-related real estate business;

b. Angkasa Pura Hotels: a Subsidiary established to

capture business opportunity in the fields of hotel,

restaurant, CIP Lounges, and other hospitality services;

c. Angkasa Pura Logistics: a Subsidiary established

to expand the application of system contained in

the cargo terminal SBU to the airports under its

management;

d. Angkasa Pura Supports: a Subsidiary engaged in the

field of facility or service provider, particularly to Parent

Company in the context of improving service quality.

Furthermore, the Company has a plan to establish other new

Subsidiaries, namely:

a. Angkasa Pura Parking, which will focuses itself on

conducting business activities in the field of parking in

the entire scope of business of the Company;

b. Angkasa Pura Retail, which will focuses itself on

capturing business opportunities in the field of retail in

the entire scope of business of the Company.








3. Diversifikasi Bisnis Terkait

Diversifikasi bisnis dilakukan melalui penyertaan modal,

baik secara minoritas maupun mayoritas, terhadap

perusahaan lain yang terkait operasi bandara. Beberapa

perusahaan yang telah disertakan modal adalah Gapura

Angkasa, Perusahaan Jalan Tol Bali, Jasa Marga Bali Tol

dan Garuda Indonesia. Ke depannya, Perseroan akan

terus mengoptimalkan pendapatan dari perusahaan

yang telah disertakan modal dan akan melihat potensi

penyertaan modal pada perusahaan yang potensial

lainnya.

Secara singkat, s inisiatif pertumbuhan usaha sebagai

berikut.

• 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

• 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)

• 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)

• Pengembangan Usaha AP1, Anak Perusahaan, dan Usaha Baru lainnya

• Pengembangan bandar udara yang kekurangan kapasitas (lack of capacity)

• 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)

2014 2015 2016 2017 2018

Milestone Inisiatif Pertumbuhan usaha 2014-2018

Milestones in Business growth Initiatives in 2014-2018

3. Diversification to related Businesses

Business diversification is conducted through equity

participation, both as minority as well as majority,

in other airport operations-related companies.

Several companies in which the Company has equity

participation are Gapura Angkasa, Bali Toll Road

Company, and Garuda Indonesia. In the future, the

Company will continue to optimize revenue from the

companies in which it has equity participation and will

look for potential equity participation opportunities in

other potential companies.

In brief, the milestones in business growth initiatives are as

follows:

125

Berdasarkan inisiatif pertumbuhan usaha, Perseroan telah

menyusun program kerja pengembangan usaha 2014.

Program kerja pengembangan usaha Perseroan tersebut


a. Optimalisasi Pendapatan (Revenue Deepening)

b. Pengamanan Pendapatan (Revenue Safeguarding)

c. Pengembangan Usaha Baru (New Business Venture)

d. Penyesuaian Harga (Appropriate Pricing)

e. Pengembangan Kompetensi (Build Competence)

f. Kemitraan yang Efektif (Effective Partnership)

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

telah melaksanakan program kerja pengembangan usaha

yang dijabarkan sebagai berikut.

a. Optimalisasi Pendapatan (Revenue Deepening)

• Negosiasi fuel throughput charge dengan

Pertamina

Perseroan telah melakukan adendum III dengan

Pertamina Nomor: ADD.71/HK.09.01/2013/MD dan

Nomor: 016/F00000/2013-S3 tanggal 28 Oktober

2013 tentang Perjanjian Pengenaan Throughput

Fee Atas Pelayanan Penyelengaraan Pengisian

Bahan Bakar Pesawat Udara di Bandar Udara Yang

Dikelola Oleh PT Angkasa Pura I (Persero) dengan

masa kontrak perjanjian berlaku hingga 31 Maret

2014.

• Routedevelopmentandmarketing

Aviation Marketing Group telah mengikuti Asian

Routes Conference di Mumbai India pada Maret

2013. Melalui kegiatan tersebut, diperkirakan

Perseroan memiliki potensi tambahan pendapatan

sebesar Rp.381.880.254.888 per tahun. Selain

itu, Aviation Marketing Group bersama General

ManagerSurabaya dan Makassar telah mengikuti

Worlds Routes Conference di Las Vegas Amerika

Serikat pada Oktober 2013, dengan potensi

tambahan pendapatan bagi Perseroan sebesar

Rp.59.820.191.160 per tahun.

• Redesain sistem pentarifan sewa ruang dan

konsesi

Based on business growth initiatives, the Company has

prepared business development work program for 2014.

The Company’s business development work program is

explained as follows:

a. Revenue Optimalization (Revenue Deepening)

b. Revenue Safeguarding

c. New Business Venture

d. Price Adjustment (Appropriate Pricing)

e. Competency Building

f. Effective Partnership

g. Customer Service Management

h. Simplified and Well-Governed Process

In 2013, in relation to business development, the Company

has implemented business development work program,

which is elaborated as follows:

a. Revenue Optimalization (Revenue Deepening)

• Negotiation of fuel throughput charge with

Pertamina

The Company has entered into addendum

III with Pertamina through decision Number:

ADD.71/HK.09.01/ 2013/MD and Number:

016/F00000/2013-S3 dated October 28, 2013

concerning Agreement on the Charging of

Throughput Fee on Aircraft Fuel Filling Services at

Airports Managed by PT Angkasa Pura I (Persero)

with contract agreement period valid through

March 31, 2014.

• Routedevelopmentandmarketing

The Aviation Marketing Group has participated in the

Asian Routes Conference in Mumbai, India in March

2013. Through this activity, it is expected that the

Company has potential additional revenues in the

amount of Rp.381,880,254,888 per year. In addition

to that, the Aviation Marketing Group, together with

the General Manager of Surabaya and Makassar,

has participated in the Worlds Routes Conference

in Las Vegas, the United States, in October 2013,

with potential additional revenues for the Company

amounting to Rp.59,820,191,160 per year.

• Redesigningspacerentalandconcessiontariffsystem

The Company has issued Decision of the Board of








Perseroan telah mengeluarkan Keputusan Direksi

PT Angkasa Pura I (Persero) Nomor: KEP.71/

KB.03/2013 tentang Perubahan Atas Keputusan

Direksi PT Angkasa Pura I (Persero) Nomor: KEP.88/

KB.03/2011 tentang Kegiatan Komersial dan

Pengembangan Usaha di Lingkungan PT Angkasa

Pura I (Persero) Khusus di Bandar Udara Juanda

(Surabaya), Bandar Udara Sultan Hasanuddin

(Makassar), dan Bandar Udara Sepinggan

(Balikpapan) tanggal 9 Juli 2013.

b. Pengamanan Pendapatan (Revenue Safeguarding)

• Implementasie-PSCdibandara

Perseroan telah menunjuk PT Angkasa Pura

Support melalui Surat Direktur OperasiNomor:

API.2501/OB.01.01/2013OTD-B tanggal 15 Maret

2013 tentang Implementasi CUPPS. Program terkait

telah diimplementasikan di Bandar UdaraJuanda

(Surabaya) dan Bandar Udara Sultan Hasanuddin

(Makassar) dan akan diimplementasikan pada 11

bandara lainnyasebagai pengganti sistem MUCS.

• ImplementasiSITECdiBandara

Perseroan telah melakukan instalasi sistem SITEC

di Bandar Udara Sam Ratulangi (Manado) oleh IT

Kantor Pusat pada 7 Juli 2013.

c. Pengembangan Usaha Baru (New Business Venture)

• RencanakerjasamaMaintenanceRepairOverhaul

(MRO)

Program tersebut masih berada pada tahap

evaluasi proposal kerjasama dari PT Angkasa Pura

Support.

• Rencanapemanfaatanruangdanlahanidle

- Perseroan telah melakukan penandatanganan

perjanjian kerjasama dengan PT Angkasa

Pura PropertiNomor: SP.96/HK.06.03/ 2012/

DU dan Nomor: APP.001/PKS/2012/DU (yang

berlaku untuk 32 tahun) pada 19 September

2012 terkait kerja sama pemanfaatan lahan

sunset road 1,2 Ha.

- Perseroan melakukan kerjasama pemanfaatan

gedung ex Basarnas dengan PT Angkasa

Pura Logistik dan telah menerimaijin prinsip

pemanfaatan pada 25 Februari 2013.


perjanjian kerjasama pembangunan

Directors of PT Angkasa Pura I (Persero) Number:

KEP.71/KB.03/2013 concerning Amendment to

Decision of the Board of Directors of PT Angkasa

Pura I (Persero) Number: KEP.88/KB.03/2011

concerning Commercial Activities and Business

Venture in the Environment of PT Angkasa Pura I

(Persero) Particularly at Juanda Airport (Surabaya),

Sultan Hasanuddin Airport (Makassar), and

Sepinggan Airport (Balikpapan) dated July 9, 2013.

b. Revenue Safeguarding

• Implementationofe-PSCatairports

The Company has appointed PT Angkasa Pura

Support through Letter of the Operational Director

Number: API.2501/OB.01.01/2013OTD-B dated March

15, 2013 concerning Implementation of CUPPS. The

relevant program has been implemented at Juanda

Airport (Surabaya) and Sultan Hasanuddin Airport

(Makassar) and will be implemented at 11 other

airports as the replacement of the MUCS system.

• SITECImplementationatAirports

The Company has installed the SITEC system

at Sam Ratulangi Airport (Manado), which was

executed by Head Office IT, on July 7, 2013.

c. New Business Venture

• Plan for cooperation on Maintenance Repair

Overhaul (MRO)

This program is still in the phase of evaluation

cooperation proposal from PT Angkasa Pura

Support.

• Planforutilizationofidlespaceandland

- The Company has executed cooperation

agreements with PT Angkasa Pura Properti

Number: SP.96/ HK.06.03/2012/DU and

Number: APP.001/PKS/2012/DU (valid for

32 years) on September 19, 2012 related to

cooperation in the utilization of 1.2 Ha land

on Sunset Road.

- The Company entered cooperation for the

utilization of former Basarnas building with PT

Angkasa Pura Logistik and has received the

principle permit for utilization on February 25, 2013.

- 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

127

pengoperasian, dan penyerahan kembali

(bangun guna serah) Airport Hotel di Bandar

Udara Juanda (Surabaya) pada 5 Mei 2013.

- Perseroan telah memberikan ijin prinsip

kepada PT Angkasa Pura Hotel untuk Airport

Hotel di Bandar Udara Ngurah Rai (Denpasar)

dan telah mulai melakukan pembangunan.


perjanjian kerjasama pembangunan,

pengoperasian, dan penyerahan kembali

(bangun guna serah) Airport Hotel di Bandar

Udara Sultan Hasanuddin (Makasar) yang

direncanakan akan mulai beroperasi akhir

Februari 2014.

• RencanakerjasamapengelolaanPrivateTerminal

Persetujuan Kerja Sama Sewa Lahan dengan

PT Angkasa Pura Properti dan Kerja Sama

Pengelolaan General Aviation Terminal dengan

PT Execujet Indonesia di Selatan Runway Bandar

Udara Ngurah Rai sudah dilaksanakan dan pada

10 Oktober 2013, Temporary Terminal untuk GAT

telah beroperasi.

d. Penyesuaian Harga (Appropriate Pricing)

• Penyesuaiantarif-tarifaeronautika

Perseroan telah melakukan penyesuaian tarif

counter dan aviobridge Domestik di 13 bandara

dengan kenaikan tahap ke-1 sebesar 50% yang

berlaku per 1 Januari 2013 dan kenaikan tahap

ke-2 100% yang berlaku per 1 April 2013.

• Penyesuaiantarifsewaruang



KB.03/2013 tentang Perubahan Atas Keputusan




Pura I (Persero) khusus di Bandar UdaraJuanda




• Penyesuaianbesarankonsesi



KB.03/2013tentang Perubahan Atas Keputusan

Angkasa Pura Properti has been entered into.


agreement for build, operation, and transfer

of Airport Hotel at Juanda Airport (Surabaya)

on May 5, 2013.

- The Company has submitted an application

for principle permit to PT Angkasa Pura Hotel

to build Airport Hotel at Ngurah Rai Airport

(Denpasar) and has started the construction.


agreement for build, operation, and transfer

of Airport Hotel at Sultan Hasanuddin Airport

(Makassar), which is planned to commence

operation at end-February 2014.

• PlanforcooperationinPrivateTerminalmanagement

Cooperation Approval of Land Lease with PT Angkasa

Pura Property and Cooperation Management of

General Aviation Terminal Indonesia’s PT Execujet

South Airport Runway Ngurah Rai has been

implemented and the October 10, 2013, the

Temporary Terminal for GAT has been operating.

d. Price Adjustment (Appropriate Pricing)

• Adjustmentofaeronauticstariffs

The Company has made an adjustment on tariffs

for counter and Domestic aviobridge at 13 airports

with the 1st phase increase of 50% effective as of

January 1, 2013 and the 2nd phase increase of

100% effective as of April 1, 2013.

• Adjustmentofspacerentaltariff







Venture in the environment of PT Angkasa Pura I

(Persero) particularly at Juanda Airport (Surabaya),



• Adjustmentofconcessionamount














Pura I (Persero) khusus di Bandar UdaraJuanda




• Penyesuaiantarifparkirkendaraan

- Perseroan telah mengeluarkan Keputusan

Direksi PT Angkasa Pura I (Persero) Nomor:

KEP.125/KU.07.06/2013 tentang Perubahan

Pasal 2 dan Pasal 3 Keputusan Direksi PT

Angkasa Pura I (Persero) Nomor: KEP.108/

KU.07.06/2011 tentang Tarif/Biaya Masuk

Pelataran Terminal atau Parkir untuk

Kendaraan Bermotor di Kantor Cabang

PT Angkasa Pura I (Persero) Bandar Udara

Pattimura (Ambon) pada 15 November 2013.

- Perseroan telah mengeluarkan Keputusan


KEP.126/KU.07.06/2013 tentang Perubahan

Pasal 2, Pasal 3 dan Pasal 4 Keputusan


KEP.63/KU.20.6/2008 Tentang Tarif/Biaya

Masuk Pelataran Terminal untuk Kendaraan

Bermotor di Cabang PT Angkasa Pura I

(Persero)Bandar Udara El Tari (Kupang) pada

15 November 2013.

• PenyesuaiantarifPJKP2U

- Perseroan telah mengeluarkan Surat

Keputusan Direksi Nomor: KEP.84/KU.06/2013

tanggal 21 Agustus 2013 tentang Tarif

Pelayanan Jasa Kargo dan Pos Pesawat Udara

(PJKP2U) di Kantor Cabang PT Angkasa Pura I

(Persero) Bandar Udara El Tari (Kupang).


Keputusan Direksi Nomor: KEP.83/

KU.06.02/2013 tanggal 21 Agustus 2013

tentang Tarif Pelayanan Jasa Kargo dan Pos

Pesawat Udara (PJKP2U) Di Kantor Cabang


Adisoemarmo (Surakarta).


Keputusan Direksi Nomor: KEP.06/

KB.03.03/2013 tanggal 21 Januari 2013

tentang Tarif Pelayanan Jasa Kargo dan Pos




Venture in the environment of PT Angkasa Pura I

(Persero) particularly at Juanda Airport (Surabaya),



• Adjustmentofvehicleparkingtariff

- The Company has issued Decision of the Board of


KEP.125/KU.07.06/2013 concerning Amendment

to Article 2 and Article 3 of Decision of the

Board of Directors of PT Angkasa Pura I (Persero)

Number: KEP.108/KU.07.06/2011 concerning

Entrance Tariff/Fee to Terminal Area or Parking

Area for Motor Vehicles at Branch Office of PT

Angkasa Pura I (Persero) at Pattimura Airport

(Ambon) on November 15, 2013.

- The Company has issued Decision of the Board

of Directors of PT Angkasa Pura I (Persero)

Number: KEP.126/KU.07.06/2013 concerning

Amendment to Article 2, Article 3 and Article

4 of Decision of the Board of Directors of PT

Angkasa Pura I (Persero) Number: KEP.63/

KU.20.6/2008 concerning Entrance Tariff/Fee

to Terminal Area for Motor Vehicles at Branch

Office of PT Angkasa Pura I (Persero) at El Tari

Airport (Kupang) on November 15, 2013.

• AdjustmentofPJKP2UTariff


of Directors Number: KEP.84/KU.06/2013

dated August 21, 2013 concerning Tariff for

Aircraft Cargo and Post Services (PJKP2U) at

Branch Office of PT Angkasa Pura I (Persero)

at El Tari Airport (Kupang).


of Directors Number: KEP.83/KU.06.02/2013




at Adisoemarmo Airport (Surakarta).


of Directors Number: KEP.06/KB.03.03/2013



129

Pesawat Udara (PJKP2U) Di Kantor Cabang


Adisutjipto (Yogyakarta).

e. Pengembangan Kompetensi (Build Competence)

• PembinaankeKantorCabang

• Pelatihan/diklat dalam negeri dan luar negeri

(Manajemen Kargo, Airport Route Development

and Marketing, Regulasi Pax Manifest,Airport User

Charges)

• Workshop, seminar dan benchmarking yang

bermanfaat untuk meningkatkan kompetensi

Human Capital antara lain terkait dengan

Customer Satisfaction Training, Benchmarking

Pengelolaan bandara di luar negeri, sistem

teknologi informasi dan lainnya.

f. Kemitraan yang Efektif (Effective Partnership) melalui

gathering dengan maskapai penerbangan internasional

dan/atau domestik, mitra kerja (Barindo, INACA, YLKI)

dan Regulator

g. Upaya peningkatan Manajemen Pelayanan Pelanggan

(Customer Service Management) dengan melakukan

Survei CSI oleh ASQ (ACI) dan CSI oleh INACA.

h. Penyederhanaan dan Perbaikan Proses Pengelolaan

(Simplified and Well Governed Process) antara lain

penyempurnaan SOP untuk kegiatan Aeronautika (SOP

e-PSC).


at Adisutjipto Airport (Yogyakarta).

e. Competency Building

• CoachingatBranchOffices

• Training/education inland and abroad (Cargo

Management, Airport Route Development and

Marketing, Pax Manifest Regulation, Airport User

Charges)

• Workshops,seminarsandbenchmarkingusefulto

improve the competence Human Capital, among

others, related to the Customer Satisfaction

Training, Benchmarking Overseas airport

management, system and other information

technology.

f. Effective Partnership (Effective Partnership) through

gathering with international airlines and / or domestic

partners (Barindo, INACA, YLKI) and Regulators

g. Customer Service Management Efforts to improve

Customer Service Management (Customer Service

Management) to undertake CSI survey by ASQ (ACI)

and CSI by INACA.

h. Simplification and Improvement Process Management

(Simplified and Well Governed Process) among others

SOP for Aeronautics improvement activities (SOPe-PSC).








financial reVieWTinjauan Keuangan

Tinjauan keuangan yang akan diuraikan dalam bagian ini

mengacu pada Laporan Keuangan Konsolidasian untuk

tahun yang berakhir pada tanggal-tanggal 31 Desember 2013

dan 2012 yang disajikan dalam buku Laporan Tahunan ini.

Laporan Keuangan Konsolidasian telah diaudit oleh Kantor

Akuntan Publik Doli, Bambang, Sulistiyanto, Dadang & Ali

dan mendapat opini wajar, dalam semua hal yang material,

posisi keuangan konsolidasian PT Angkasa Pura I (Persero)

dan Entitas Anak tanggal 31 Desember 2013 dan 2012, serta

hasil usaha, perubahan ekuitas dan arus kas konsolidasian

untuk tahun-tahun yang berakhir pada tanggal tersebut

sesuai dengan Standar Akuntansi Keuangan di Indonesia.

Laba rugi Komprehensif Konsolidasian

Consolidated Statements of Comprehensive Income(jutarupiah)|(million Rupiah)

3.093.536 3.063.906

Pend

apat

an

Ope

rasi

onal

2.344.5622.370.808

Beba

n O

pera

sion

al

748.974693.098

Laba

Ope

rasi

onal

57.352126.445

Pend

apat

an d

an (B

ebas

) Non

O

pera

sion

al

806.326819.543

Laba

seb

elum

Tak

sira

n Pa

jak

Peng

hasi

lan

144.083147.375

Paja

k Pe

ngha

sila

n

662.243645.169

Laba

Ber

sih

Tahu

n Be

rjala

n

56.16354.424

Pend

apat

an K

ompr

ehen

sif L

ain

718.406590.745

Pend

apat

an K

ompr

ehen

sif

Tahu

n Be

rjala

n

0,208 0,185

Laba

Ber

sih

Per

Saha

m D

asar

2012

2013

urAIAN 2013 2012 PerTuMBuHAN | GROWTH DeSCrIPTION

1 2 3 4=2-3 5=4/3

Pendapatan Operasional 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

Laba Operasional 693.098 748.974 (55.876) (7,46%) Operating Income

Pendapatan dan (Beban)

Non Operasional 126.445 57.352 69.093 120,47%

Non-Operating

Revenues and

(Expenses)


Penghasilan 819.543 806.326 13.217 1,64% Income Before Tax

Pajak Penghasilan 174.375 144.083 30.292 21,02% Income Tax Expenses

Laba Bersih Tahun Berjalan 645.169 662.243 (17.074) (2,58%)Net Income for the

Current Year

Pendapatan Komprehensif

Lain (54.424) 56.163 (110.587) (196,90%)

Other Comprehensive

Income

Pendapatan Komprehensif

Tahun Berjalan 590.745 718.406 (127.661) (17,77%)

Comprehensive

Income for the Current

Year

Laba Bersih Per Saham Dasar 0,185 0,208 (0,023) (11,06%) Earnings per Share

Laba rugi Komprehensif KonsolidasianConsolidated Statements of Comprehensive Income (jutaRupiah)|(million Rupiah)

The financial review which will be explained in this section

refers to the Consolidated Financial Statements for the

years ended on December 31, 2013 and 2012 presented in

this Annual Report. The Consolidated Financial Statements

have been audited by Doli, Bambang, Sulistiyanto, Dadang

& Ali Public Accounting Firm and obtained an unqualified

opinion, in all material aspects, on the consolidated financial

position of PT Angkasa Pura I (Persero) and Subsidiaries as

of December 31, 2013 and 2012, as well as on operating

income, change in equity, and consolidated cash flows for

the years then ended in accordance with the Indonesian

Financial Accounting Standard.

131

PeNDAPATAN OPerASIONAL

Pendapatan operasional Perseroan mengalami penurunan

Rp29,63 miliar atau sebesar 0,96%, dari Rp3.093,54 miliar

di 2012 menjadi Rp3.063,91 miliar di 2013. Penurunan ini

berasal dari penurunan pendapatan aeronautika.


1 2 3 4=2-3 5=4/3

Pendapatan

Aeronautika 2.065.469 2.324.031 (258.562) (11,13%)

Aeronautics

Revenues

Pendapatan Non

Aeronautika 998.437 769.505 228.932 29,75%

Non-Aeronautics

Revenues

Jumlah 3.063.906 3.093.536 (29.630) (0,96%) Total

Pendapatan usahaOperating revenues (jutaRupiah)|(million Rupiah)

PeNDAPATAN AerONAuTIKA

Pendapatan aeronautika Perseroan mengalami penurunan

Rp258,56 miliar atau sebesar 11,13%, dari Rp2.324,03 miliar di

2012 menjadi Rp2.065,47 miliar di 2013. Penurunan tersebut

disebabkan pendapatan pelayanan jasa penerbangan (PJP)

yang lebih rendah Rp477,49 miliar dari 2012. Penurunan

pendapatan PJP terjadi pada semua bidang, yaitu domestik,

internasional, dan penerbangan lintas. Penurunan

pendapatan PJP sejalan dengan penurunan produksi PJP.

Hal ini disebabkan pengalihan PJP yang semula dikelola

Perseroan menjadi dikelola oleh LPPNPI sejak tanggal 16

Januari 2013 pukul 22.00 WIB. pengalihan tersebut dilakukan

berdasarkan PP Nomor 77 Tahun 2012 tentang Perusahaan

Umum Lembaga Penyelenggara Pelayanan Navigasi

Penerbangan Indonesia (LPPNPI), serta berdasarkan Nota

Kesepahaman Nomor HK.201/1/10/DRJU-2013; KEP.15/

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

DU/II/2013 tanggal 12 Februari 2013.


1 2 3 4=2-3 5=4/3

Pelayanan Jasa

Pendaratan, Penempatan

dan Penyimpanan Pesawat

udara (PJP4u)

337.863 334.110 3.753 1,12% Aircraft Landing,


Services (PJP4u)

Domesik 149.065 154.888 (5.823) (3,76%) Domestic

Internasional 188.798 179.221 9.577 5,34% International

Pendapatan AeronautikaAeronautics revenues

OPerATINg reveNueS

The Company’s operating revenues decreased by Rp29.63

billion or 0.96%, from Rp3,093.54 billion in 2012 to Rp3,063.91

billion in 2013. Such decrease was due to the decrease in

aeronautics revenues.

AerONAuTICS reveNueS

The Company’s aeronautics revenues decreased by

Rp258.56 billion or 11.13%, from Rp2,324.03 billion in 2012

to Rp2,065.47 billion in 2013. Such decrease was due to

air traffic services (ATS) revenues, which were Rp477.49

billion lower than in 2012. The decrease in ATS revenues

occurred in all sectors, namely domestic, international,

and transit flight. The decrease in ATS revenues was in

line with the decrease in ATS production. This was due to

the takeover of ATS, which was previously managed by

the Company, but now falls under the management of

LPPNPI since January 16, 2013 at 22.00 Western Indonesian

Time. The takeover was conducted based on Government

Regulation Number 77 Year 2012 concerning LPPNPI Public

Company (the Indonesian Air Navigation Service Provider

Institution), and based on Memorandum of Understanding

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

MOU.04.07.01/00/02/2013/001; and 032/ DU/II/2013 dated

February 12, 2013.

(jutaRupiah)|(million Rupiah)









1 2 3 4=2-3 5=4/3

Pelayanan Jasa

Penumpang Pesawat udara

(PJP2u)

1.536.929 1.382.289 154.640 11,19% Aircraft Passenger

Services (PJP2u)

Domesik 900.092 817.256 82.836 10,14% Domestic


Pelayanan Jasa

Penerbangan (PJP)

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 - 340.708 (340.708) (100,00%) Transit Flight

Pemakaian Aviobridge 79.081 56.165 22.916 40,80% use of Aviobridge

Domestik 35.476 20.795 14.681 70,60% Domestic


Pemakaian Counter dan

Conveyor

101.771 64.151 37.620 58,64% use of Counter

Domestik 70.582 42.951 27.631 64,33% Domestic


Jumlah 2.065.469 2.324.031 (258.562) (11,13%) Total

Meskipun demikian, pendapatan aeronautika lainnya

menunjukkan pertumbuhan. Pertumbuhan pendapatan

aeronautika khususnya berasal dari peningkatan pendapatan

pelayanan jasa penumpang pesawat udara (PJP2U) sebesar

Rp154,64 miliar disebabkan adanya penambahan frekuensi

penerbangan., sedangakan peningkatan pendapatan

pemakaian counter dan conveyor sebesar Rp37,62 miliar,

terkait dengan pertumbuhan PJP2U, khususnya domestik.

PeNDAPATAN NON AerONAuTIKA

Pendapatan non aeronautika mengalami pertumbuhan

Rp228,93 miliar atau sebesar 29,75% dari Rp769,51 miliar

di tahun 2012 menjadi Rp998,44 miliar di tahun 2013.

Kenaikan pendapatan non aeronautika khususnya berasal

dari pendapatan konsesi yang tumbuh Rp104,83 miliar,

pendapatan pergudangan yang naik Rp48,88 miliar, dan

pendapatan pemakaian ruang tunggu yang meningkat

Rp32,97 miliar. Pertumbuhan pendapatan tersebut juga

sejalan dengan peningkatan produksinya.

Nevertheless, other aeronautics revenues indicated a

growth. The growth in aeronautics revenues was particularly

originating from revenues from aircraft passenger services

(PJP2U) which grew by Rp154.64 billion and revenues from

the use of counters and conveyors which grew by Rp37.62

billion. The growth in revenues was in line with the growth

in production.

NON-AerONAuTICS reveNueS

Non-aeronautics revenues grew by Rp228.93 billion or

29.75% from Rp769.51 billion in 2012 to Rp998.44 billion

in 2013. The growth in non-aeronautics revenues was

particularly originating from concession revenue which

grew by Rp104.83 billion, warehousing revenue which grew

by Rp48.88 billion, and revenue from the use of lounge

which grew by Rp32.97 billion. The growth in revenues was

in line with the increase in production.

133

urAIAN 2013 2012 PerTuMBuHAN | GROWTHDeSCrIPTION

1 2 3 4=2-3 5=4/3

Pemakaian Listrik, Telepon,

Air, reklame, Parkir

Kendaraan, Anjungan, dan

Pas Pelabuhan

206.172 186.290 19.882 10,67%

Utilization of Telephone,

Electricity, Water, Parking

Area, Platform, and

Airport Pass

Listrik 54.367 43.035 11.332 26,33% Electricity

Telepon 10.969 10.863 106 0,98% Telephone

Air 4.827 4.917 (90) (1,83%) Water

Reklame 32.829 45.084 (12.255) (27,18%) Advertisement

Parkir Kendaraan 97.290 76.764 20.526 26,74% Vehicle Parking

Anjungan 820 1.104 (284) (25,72%) Platform

Pas Pelabuhan 5.070 4.523 547 12,09% Airport Pass

Sewa-sewa 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

Sewa Gedung 724 - 724 NA Rent on Buildings

Jasa Penyewaan Kendaraan 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

Jasa regulated Agent 11.650 1.129 10.521 931,89% Agency Services

Perdagangan 3.378 140 3.238 2.312,86% Trading


Pelaksanaan 1.250 1.764 (514) (29,14%)

Planning and

Implementation Services

Kamar dan Layanan Hotel 8.895 - 8.895 NAHotel room and

Service

Jasa Lain - 3.133 (3.133) NA Other Services

Jumlah 998.437 769.505 228.932 29,75% Total

Pendapatan Non AeronautikaNon-Aeronautics revenues

BeBAN OPerASIONAL

Beban operasional mengalami kenaikan Rp26,25 miliar atau

sebesar 1,12% dari Rp2.344,56 miliar di tahun 2012 menjadi

Rp2.370,81 miliar di 2013. Kenaikan beban operasional

terutama berasal dari peningkatan beban langsung lainnya,

serta beban umum dan administrasi. Beban langsung

lainnya mengalami kenaikan Rp124,95 miliar yang secara

khusus disebabkan peningkatan beban layanan yang

cukup signifikan di 2013. Sedangkan, beban umum dan

administrasi mengalami kenaikan Rp96,23 miliar. Hal ini

khususnya disebabkan peningkatan beban pemasaran,

beban rapat, dan beban keperluan operasional.


OPerATINg eXPeNSeS

Operating expenses grew by Rp26.25 billion or 1.12% from

Rp2,344.56 billion in 2012 to Rp2,370.81 billion in 2013. The

growth in operating expenses was particularly originating

from the growth in other direct expenses, as well as general

and administration expenses. Other direct expenses grew by

Rp124.95 billion, which was particularly caused by the quite

significant increase in services expenses in 2013. Meanwhile,

general and administration expenses grew by Rp96.23

billion. This was particularly due to the increase in marketing

expenses, meetings expenses, and operational requirement

expenses.









1 2 3 4=2-3 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

BebanPemakaian

Persediaan

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

Umum dan

Administrasi

363.066 266.832 96.234 36,07% General and

Administration

Pajak 116.163 79.563 36.600 46,00% Taxes

Asuransi 7.719 5.638 2.081 36,91% Insurance

Penyusutan Aset Tetap

dan Amortisasi

376.061 441.269 (65.208) (14,78%) Fixed Assets Depreciation

and Amortization

Imbalan Pasca Kerja 154.298 237.855 (83.557) (35,13%) Post-Employment Benefit

Beban Pelayanan

Penumpang

140.994 149.984 (8.990) (5,99%) Passenger Service Charge

Beban Langsung

Lainnya

130.211 5.263 124.948 2.374,08% Other Direct Expenses

Jumlah 2.370.808 2.344.562 26.246 1,12% Total

Beban OperasionalOperating expenses

LABA OPerASIONAL

Laba operasional di 2013 mencapai Rp693,10 miliar,

mengalami penurunan Rp55,88 miliar atau sebesar 7,46%

dari 2012 yang mencapai Rp748,97 miliar. Hal ini disebabkan

penurunan pendapatan operasional.

PeNDAPATAN DAN (BeBAN) NON OPerASIONAL

Pendapatan non operasional mengalami peningkatan


di 2012 menjadi Rp126,45 miliar di 2013. Peningkatan

pendapatan non operasional khususnya berasal dari selisih

kurs penjualan.

urAIAN 2013 2012 PerTuMBuHAN | Growth DeSCrIPTION

1 2 3 4=2-3 5=4/3

Pendapatan Non

Operasional 418.261 302.894 115.367 38,09% Non-Operating Revenues

Beban Non Operasional (291.816) (245.542) 46.274 18,85% Non-Operating Expenses

Jumlah 126.445 57.352 69.093 120,47% Total

Pendapatan dan (Beban) Non OperasionalNon-Operating revenues and expenses


OPerATINg INCOMe

Operating income reached Rp693.10 billion in 2013,

decreased by Rp55.88 billion or 7.46% from Rp748.97 billion

in 2012. This was due to the decrease in operating revenues.

NON-OPerATINg reveNueS AND (eXPeNSeS)

Non-operating revenues grew by Rp69.09 billion or 120.47%

from Rp57.35 billion in 2012 to Rp126.45 billion in 2013. The

growth in operating revenues was particularly originating

from gain on foreign exchange.


135

LABA SeBeLuM TAKSIrAN PAJAK PeNgHASILAN

Laba sebelum taksiran pajak penghasilan 2013 mencapai

Rp819,54 miliar, mengalami kenaikan Rp13,22 miliar atau

sebesar 1,64% dari 2012 yang mencapai Rp806,33 miliar.

Kenaikan tersebut berasal dari peningkatan pendapatan

non-operasional.

PAJAK PeNgHASILAN

Pajak penghasilan mengalami kenaikan Rp30,29 miliar

atau sebesar 21,02% dari Rp144,08 miliar di 2012 menjadi

Rp174,38 miliar di 2013. Peningkatan pajak penghasilan

disebabkan kenaikan beban pajak tangguhan, khususnya

yang berasal dari Perseroan.


1 2 3 4=2-3 5=4/3

Pajak Kini 147.608 198.583 (50.975) (25,67%) Current Taxes

Pajak Tangguhan 26.766 (54.501) 81.267 149,11% Deferred Taxes

Jumlah 174.375 144.083 30.292 21,02% Total

Pajak PenghasilanIncome Tax

LABA BerSIH TAHuN BerJALAN

Laba bersih tahun berjalan di 2013 mencapai Rp645,17 miliar,

mengalami penurunan Rp17,07 miliar atau sebesar 2,58%

dari 2012 yang mencapai Rp662,24 miliar. Hal ini disebabkan

kenaikan pajak penghasilan.

Adapun laba bersih tahun berjalan tersebut terdiri dari:

• Laba yang dapat diatribusikan kepada pemilik entitas

induk Rp644,79 miliar dan

• Laba yang dapat diatribusikan kepada kepentingan

non pengendali Rp0,38 miliar.

PeNDAPATAN KOMPreHeNSIf LAIN

Pendapatan komprehensif lain mengalami penurunan

Rp110,59 miliar atau sebesar 196,90%. Pendapatan

komprehensif lain yang di 2012 mencapai Rp56,16 miliar

menjadi defisit Rp54,42 miliar di 2013. Hal ini disebabkan

adanya kerugian yang belum terealisasi atas investasi efek.

INCOMe BefOre TAX

Income before tax reached Rp819.54 billion in 2013, grew by

Rp13.22 billion or 1.64% from Rp806.33 billion in 2012. The

growth was originating from the growth in non-operating

revenues.

INCOMe TAX

Income tax grew by Rp30.29 billion or 21.02% from Rp144.08

billion in 2012 to Rp174.38 billion in 2013. The growth in

income tax was due to the increase in deferred tax expenses,

particularly which was incurred by the Company.


NeT INCOMe fOr THe CurreNT yeAr

Net income for the current year reached Rp645.17 billion in

2013, decreased by Rp17.07 billion or 2.58% from Rp662.24

billion in 2012. This was due to the growth in income tax.

Meanwhile, net income for the current year consisted of:

• Profit attributable to parent entity of Rp644.79 billion

and

• Profit attributable to non-controlling interest of Rp0.38

billion.

OTHer COMPreHeNSIve reveNueS

Other comprehensive revenues decreased by Rp110.59

billion or 196.90%. Other comprehensive revenues which

reached Rp56.16 billion in 2012 changed into a deficit of

Rp54.42 billion in 2013. This was due to the unrealized losses

on investments in securities.








LABA KOMPreHeNSIf TAHuN BerJALAN

Laba komprehensif tahun berjalan mengalami penurunan


di 2012 menjadi Rp590,75 miliar di 2013. Penurunan laba

komprehensif tahun berjalan disebabkan turunnya laba atas

investasi efek yang belum terealisasi (laba komprehensif ).

Adapun laba komprehensif tahun berjalan tersebut

sepenuhnya dapat diatribusikan kepada pemilik entitas

induk.

LABA BerSIH Per SAHAM DASAr

Laba bersih per saham dasar di tahun 2013 mencapai Rp185

ribu, mengalami penurunan Rp23 ribu atau 11,06% dari 2012

yang mencapai Rp208 ribu. Hal ini disebabkan penurunan

laba bersih, serta penambahan modal ditempatkan dan

disetor dari 3.188.245 lembar saham di 2012 menjadi

3.488.245 lembar saham di 2013.

Posisi Keuangan konsolidasianStatements of financial Position


Aset | Assets Liabilitas | Liabilities ekuitas | equity

12.021.38712.981.809

2.448.1973.512.145

9.573.190 9.469.664

2012

2013

COMPreHeNSIve INCOMe fOr THe CurreNT yeAr

Comprehensive income for the current year decreased

by Rp127.66 billion or 17.77% from Rp718.41 in 2012 to

Rp590.75 billion in 2013. The decrease in comprehensive

income for the current year was due to the decrease in other

comprehensive income. Meanwhile, the comprehensive

income for the current year was entirely consisted of

comprehensive income attributable to parent entity.

eArNINgS Per SHAre

Earnings per share reached Rp185 thousand in 2013,

decreased by Rp23 thousand or 11.06% from Rp208 thousand

in 2012. This was due to the decrease in net income, and the

increase in issued and paid-up capital from 3,188,245 shares

in 2012 to 3,488,245 shares in 2013.

urAIAN 2013 2012 PerTuMBuHAN | GROWTH DeSCrIPTION1 2 3 4=2-3 5=4/3

Aset 12.981.809 12.021.387 960.422 7,99% AssetsAset Lancar 1.749.277 3.200.752 (1.451.475) (45,35%) Current Assets

Aset Tidak Lancar 11.232.532 8.820.635 2.411.897 27,34% Non-Current Assets

Liabilitas 3.512.145 2.448.197 1.063.948 43,46% LiabilitiesLiabilitas 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

ekuitas 9.469.664 9.573.190 (103.526) (1,08%) equity

Posisi Keuangan KonsolidasiConsolidated financial Position (jutaRupiah)|(million Rupiah)

LAPOrAN POSISI KeuANgAN KONSOLIDASIAN CONSOLIDATeD STATeMeNTS Of fINANCIAL POSITION

137

ASeT

Pada tahun 2013, total aset mencapai Rp12.981,81 miliar,

mengalami pertumbuhan Rp960,42 miliar atau sebesar

7,99% dibandingkan 2012 yang mencapai Rp12.021.39

miliar. Peningkatan tersebut berasal dari pertumbuhan aset

tidak lancar.

AsetAssets


3.200.7521.749.277

Aset Lancar | Current Assets

8.820.635

11.232.532

Aset Tidak Lancar | Non-Current Assets

2012

2013

ASeT LANCAr

Aset lancar mengalami penurunan Rp1.451,48 miliar atau

sebesar 45,35% dari Rp3.200,75 miliar di 2012 menjadi

Rp1.749,28 miliar di 2013. Penurunan aset lancar terutama

berasal dari penurunan kas dan setara kas, serta pendapatan

yang masih harus diterima. Kas dan setara kas mengalami

penurunan Rp1.891,84 miliar, disebabkan penurunan

deposito dalam Rupiah yang diperlukan untuk mendanai

proyek-proyek Perseroan. Sedangkan Pendapatan yang

masih harus diterima mengalami penurunan Rp49,19 miliar,

disebabkan oleh penurunan Pendapatan Aeronautika yang

masih harus diterima.

ASSeTS

In 2013, asset reached Rp12,981.81 billion. Assets grew by

Rp960.42 billion or 7.99% compared to Rp12,021.39 billion

in 2013. The growth was originating from the growth of non-

current assets.

CurreNT ASSeTS

Current assets decreased by Rp1,451.48 billion or 45.35%

from Rp3,200.75 billion in 2012 to Rp1,749.28 billion in 2013.

The decrease in current assets was particularly originating

from the decrease in cash and cash equivalent, as well as

accrued income. Cash and cash equivalent decreased by

Rp1,891.84 billion. This was particularly due to the decrease

in Rupiah-denominated deposits in affiliated parties and

third parties, which were used to fund the Company’s

projects. Meanwhile, accrued income decreased by Rp49.19

billion. This was particularly due to the decrease in accrued

income for aeronautics.


1 2 3 4=2-3 5=4/3

Kas dan Setara Kas 579.828 2.471.663 (1.891.835) (76,54%)Cash and Cash

Equivalent

Investasi Efek 329.434 306.715 22.719 7,41%Investments in

Securities

Piutang Usaha 357.663 173.181 184.482 106,53% Account Receivables

Piutang Lain-lain 910 13.049 (12.139) (93,03%) Other Receivables

Persediaan 8.466 12.454 (3.988) (32,02%) Inventories

Uang Muka dan Biaya

Dibayar Dimuka 10.286 10.509 (223) (2,12%)

Advances and

Prepayments

Aset LancarCurrent Assets (jutaRupiah)|(million Rupiah)









1 2 3 4=2-3 5=4/3

Pendapatan yang

Masih Harus Diterima 103.970 153.159 (49.189) (32,12%) Accrued income

Pajak Dibayar Dimuka 354.284 53.236 301.048 565,50% Prepaid Taxes

Aset Lancar Lainnya 4.437 6.787 (2.350) (34,63%) Other Current Assets

Jumlah 1.749.277 3.200.752 (1.451.475) (45,35%) Total

ASeT TIDAK LANCAr

Aset tidak lancar mengalami pertumbuhan Rp2.411,90 miliar

atau sebesar 27,34% dari Rp8.820,64 miliar di tahu 2012

menjadi Rp11.232,53 miliar di tahun 2013. Pertumbuhan

aset tidak lancar ini terutama berasal dari pertumbuhan aset

tetap dan aset dalam penyelesaian. Aset tetap mengalami

pertumbuhan Rp1.301,71 miliar, disebabkan penambahan

gedung Terminal Internasional di Bandara I Gusti Ngurah

Rai - Bali. Sedangkan Aset dalam penyelesaian mengalami

pertumbuhan Rp1.225,77 miliar, disebabkan belum

selesainya proyek-proyek pengembangan T2 Bandara

Juanda - Surabaya, Bandara Sepinggan - Balikpapan, dan

Bandara I Gusti Ngurah Rai - Bali.


1 2 3 4=2-3 5=4/3

Aset Pajak Tangguhan 4.151 29.408 (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

Aset Tidak Lancar Lain 575 141 434 307,80% Other Non-Current Assets

Jumlah 11.232.532 8.820.635 2.411.897 27,34% Total

Aset Tidak LancarNon-Current Assets

LIABILITAS

Liabilitas di tahun 2013 mencapai Rp3.512,15 miliar,

mengalami kenaikan Rp1.063,95 miliar atau sebesar 43,46%

dibandingkan 2012 yang hanya mencapai Rp2.448,20 miliar.

Hal tersebut khususnya berasal dari peningkatan liabilitas

jangka panjang yang signifikan.

NON-CurreNT ASSeTS

Non-current assets grew by Rp2,411.90 billion or 27.34%

from Rp8,820.64 billion in 2012 to Rp11,232.53 billion in 2013.

The growth in non-current assets was particularly originating

from the growth in fixed assets and construction in progress.

Fixed assets grew by Rp1,301.71 billion. This was particularly

due to the addition of building at the International Terminal

of Ngurah Rai Airport (Bali). Meanwhile, construction in

progress grew by Rp1,225.77 billion. This was particularly

due to the building project in progress at Juanda Airport

(Surabaya), Sepinggan Airport (Balikpapan), and Ngurah Rai

Airport (Bali).


LIABILITAS

Liabilities reached Rp3,512.15 billion in 2013, grew by

Rp1,063.95 billion or 43.46% compared to Rp2,448.20 billion

in 2012. This was particularly due to the significant growth in

long-term liabilities.

139

LiabilitasLiabilities


1.833.2272.211.948

Liabilitas Jangka Pendek

614.9701.300.197

Liabilitas Jangka Panjang

2012

2013

LIABILITAS JANgKA PeNDeK

Liabilitas jangka pendek mengalami kenaikan Rp378,72 miliar

atau sebesar 20,66% dari Rp1.833,23 miliar di 2012 menjadi

Rp2.211,95 miliar di 2013. Meningkatnya liabilitas jangka

pendek terutama berasal dari peningkatan Utang Lancar lain-

lain dan Pendapatan Diterima Dimuka. Utang Lancar Lain-

lain mengalami kenaikan Rp277,92 miliar, disebabkan utang

kepada pihak ketiga untuk jaminan pelanggan. Sedangkan

pendapatan diterima dimuka mengalami pertumbuhan

Rp136,98 miliar yang disebabkan oleh kenaikan pendapatan

domestik yang diterima dimuka.

urAIAN 2013 2012PerTuMBuHAN

GROWTHDeSCrIPTION

1 2 3 4=2-3 5=4/3

Beban yang Masih Harus Dibayar 284.554 322.858 (38.304) (11,86%) Accrued Expenses

Utang Usaha 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

Utang Bank Jangka Panjang-

bagian yang jatuh tempo dalam

setahun

13.152 1.103 12.049 1092,38% Current Portion of Long-Term

Bank Loans

Utang Lancar Lain-lain 438.548 160.630 277.918 173,02% Other Current Liabilities

Jumlah 2.211.948 1.833.227 378.721 20,66% Total

Liabilitas Jangka PendekShort-Term Liabilities

LIABILITAS JANgKA PANJANg

Liabilitas jangka panjang mengalami kenaikan Rp685,23

miliar atau sebesar 111,42% dari Rp614,97 miliar di 2012

menjadi Rp1.300,20 miliar di 2013. Peningkatan liabilitas

jangka panjang terutama berasal dari kenaikan utang

SHOrT-TerM LIABILITIeS

Short-term liabilities increased by Rp378.72 billion or 20.66%

from Rp1,833.23 billion in 2012 to Rp2,211.95 billion in

2013. The growth in short-term liabilities was particularly

originating from the growth in other current liabilities and

deferred income. Other current liabilities grew by Rp277.92

billion. This was particularly due to Amount Due to Third

Parties for customer guarantee. Meanwhile, deferred income

grew by Rp136.98 billion. This was particularly due to

deferred income from domestic business revenues.


LONg-TerM LIABILITIeS

Long-term liabilities grew by Rp685.23 billion or 111.42%

from Rp614.97 billion in 2012 to Rp1,300.20 billion in 2013.

The growth in long-term liabilities was particularly originating

from the growth in long-term bank loans after deduction of








bank jangka panjang. Utang bank jangka panjang tersebut

mengalami kenaikan Rp880,61 miliar, disebabkan untuk

memenuhi kebutuhan pembiayaan proyek pengembangan

bandara.


1 2 3 4=2-3 5=4/3

Utang Bank Jangka Panjang-

setelah dikurangi bagian yang

jatuh tempo dalam setahun

882.993 2.385 880.608 36.922,77%

Long-Term Bank Loans

– after deduction of the

current portion

Utang Jaminan 26.573 20.417 6.156 30,15% Guarantee Liabilities

Liabilitas Imbalan Pasca Kerja 389.121 592.168 (203.047) (34,29%)Post-Employment Benefit

Liabilities

Liabilitas Pajak Tangguhan 1.509 - 1.509 NA Deferred Tax Liabilities

Jumlah 1.300.197 614.970 685.227 111,42% Total

Liabilitas Jangka PanjangLong-Term Liabilities

eKuITAS

Pada 2013, ekuitas mencapai Rp9.469,66 miliar, mengalami

penurunan Rp103,53 miliar atau sebesar 1,08% dibandingkan

2012 yang mencapai Rp9.573,19 miliar. Penurunan ekuitas

terutama berasal dari penurunan bantuan pemerintah

yang belum ditentukan statusnya (BPYBDS) dan penurunan

nilai buku aset tetap kenavigasian. Hal ini disebabkan

penurunan BPYBDS berupa peralatan navigasi yang diserah

terimakan kembali dari Perseroan kepada Direktorat Jenderal

Perhubungan Udara, antara lain Pusat Pengendali Lalu Lintas

Penerbangan di Makassar berdasarkan Berita Acara No. 166/

PL.07/2013/PD.

the current portion. Long-term bank loans grew by Rp880.61

billion. This was particularly due to airport expansion project

financing and/or investments.


eQuITy

In 2013, equity reached Rp9,469.66 billion, decreased

by Rp103.53 billion or 1.08% compared to Rp9,573.19

billion in 2012. The decrease in equity was particularly

originating from the decrease of government assistance

with undetermined status (BPYBDS) and the decrease in the

book value of navigations fixed assets. This was particularly

due to the mutation in recall of navigation equipment which

was previously handed over by the Directorate General of

Air Transportation to the Company, particularly the Air Traffic

Control Center in Makassar, based on Official Report No. 166/

PL.07/2013/PD.


1 2 3 4=2-3 5=4/3

Modal Saham 3.488.245 3.188.245 300.000 9,41% Share Capital

Bantuan Pemerintah yang

Belum Ditentukan Statusnya

2.960.796 3.540.729 (579.933) (16,38%) Government Assistance with

Undetermined Status

Laba yang Belum Direalisasi

Atas Efek

6.758 61.181 (54.423) (88,95%) Unrealized Profit from Securities

Pengaruh Pengalihan Aset

Tetap-Kenavigasian

Effect of Assignment of

Navigation Fixed Assets

Nilai Buku Aset Tetap

Kenavigasian

(270.832) - (270.832) NA Book Value of Navigation Fixed

Assets

ekuitasequity (jutaRupiah)|(million Rupiah)

141


1 2 3 4=2-3 5=4/3

Akumulasi Penyusutan Aset

Tetap-Kenavigasian

408.394 - 408.394 NA Accumulated Depreciation of

Navigation Fixed Assets

Saldo Laba Retained Earnings

Cadangan 2.230.250 2.119.792 110.458 5,21% General Reserve

Laba Tahun Berjalan 644.789 662.243 (17.454) (2,64%) Profit for the Current Year

Kepentingan Non Pengendali 1.264 1.000 264 (26,40%) Non-Controlling Interest

Jumlah 9.469.664 9.573.190 (103.526) (1,08%) Total

Arus Kas KonsolidasianConsolidated Statements of Cash flows


1.145.027777.909

Kas Dari Aktivitas Operasi

205.923

638.714

Kas Dari Aktivitas Pendanaan

1.191.527

3.488.078

Kas Dari Aktivtas unvestasi

2012

2013


1 2 3 4=2-3 5=4/3

Kas Dari (untuk)

Aktivitas Operasi

777.909 1.145.027 (367.118) (32,06%) Cash Flows from

Operating Activities

Kas Dari (untuk)

Aktivitas Investasi

(3.488.078) (1.191.527) 2.296.551 192,74% Cash Flows for

Investing Activities

Kas Dari (untuk)

Aktivitas Pendanaan

638.714 (205.923) 844.637 410,17% Cash Flows from (for)

Financing Activities

Penurunan Bersih Kas

dan Setara Kas

2.071.455 252.423 1.819.032 720,63% Net Decrease in Cash

and Cash Equivalent

Kas Pengaruh Selisih

Kurs

179.619 27.819 151.800 1.091,34%

Kas dan Setara Kas

Awal Tahun

2.471.663 2.696.266 (224.603) (8,33%) 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

Arus Kas

LAPOrAN AruS KAS KONSOLIDASIAN STATeMeNTS Of CASH fLOWS

(juta Rupiah)








Kas dan setara kas akhir tahun 2013 mencapai Rp579,83

miliar, mengalami penurunan Rp1.891,84 miliar atau sebesar

76,54% dari kas dan setara kas akhir tahun 2012 yang

mencapai Rp2.471,66 miliar. Penurunan ini disebabkan

peningkatan kas untuk aktivitas investasi dan penurunan kas

dari aktivitas operasi.

KAS DArI AKTIvITAS OPerASI

Kas dari aktivitas operasi mengalami penurunan Rp367,12

miliar atau sebesar 32,06% dari Rp1.145,03 miliar di 2012

menjadi Rp777,91 miliar di 2013. Penurunan kas dari aktivitas

operasi khususnya disebabkan penurunan penerimaan kas

dari penjualan kredit dan peningkatan pembayaran pajak

penghasilan.

KAS uNTuK AKTIvITAS INveSTASI

Kas untuk aktivitas investasi mengalami peningkatan

Rp2.296,55 miliar atau sebesar 192,74% dari Rp1.191,53 miliar

di 2012 menjadi Rp3.488,08 miliar di 2013. Peningkatan

kas untuk aktivitas investasi khususnya digunakan untuk

melakukan penambahan aset tetap dan aset lain-lain.

KAS DArI AKTIvITAS PeNDANAAN

Kas dari aktivitas pendanaan mengalami peningkatan

Rp844,64 miliar atau sebesar 410,17%. Pada 2013, kas dari

aktivitas pendanaan mencapai Rp638,71 miliar. Sedangkan

pada 2012, kas untuk aktivitas pendanaan mencapai

Rp205,92 miliar. Hal tersebut khususnya disebabkan

peningkatan penerimaan pinjaman jangka panjang.

INfOrMASI SegMeN uSAHA

Segmen usaha atau operasi merupakan komponen

dari entitas yang digunakan untuk aktivitas bisnis yang

menghasilkan pendapatan dan menimbulkan beban.

Segmen operasi tersebut dijabarkan sebagai berikut.

Cash and cash equivalent reached Rp579.83 billion at the

end of 2013, decreased by Rp1,891.84 billion or 76.54% from

cash and cash equivalent of Rp2,471.66 billion at the end of

2012. This decrease was due to the increase in cash flows

from investing activities and the decrease in cash flows from

operating activities.

CASH fLOWS frOM OPerATINg ACTIvITIeS

Cash flows from operating activities decreased by Rp367.12

billion or 32.06% from Rp1.145,03 billion in 2012 to Rp777.91

billion in 2013. The decrease in cash flows from operating

activities was due to the decrease in cash receipt from credit

sales and the increase in tax income payment.

CASH fLOWS fOr INveSTINg ACTIvITIeS

Cash flows for investing activities increased by Rp2,296.55

billion or 192.74% from Rp1,191.53 billion in 2012 to

Rp3,488.08 billion in 2013. The increase in cash flows for

investing activities was particularly used for the acquisition

of additional fixed assets and other assets.

CASH fLOWS frOM fINANCINg ACTIvITIeS

Cash flows from financing activities increased by Rp844.64

billion or 410.17%. In 2013, cash flows from financing

activities reached Rp638.71 billion. Meanwhile, in 2012, cash

flow for financing activities was Rp205.92 billion. This was

particularly due to the increase in long-term loans received.

INfOrMATION ON BuSINeSS SegMeNTS

Information on the Company’s business segments is based

on the operational segment. Operational segment is a

component of an entity involved in business activities which

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:

143

urAIAN

2013

DeSCrIPTIONKeBANDAr-uDArAAN

AIRPORT

KArgO CARGO

PrOPerTI PROPERTY

HOTeL HOTEL

PeNDuKuNg SUPPORT

Pendapatan Operasional

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 IncomePendapatan (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 Profit for the Current

year

informasi segmen usaha | Information on Operational Segments

urAIAN

2012

DeSCrIPTIONKeBANDAr-uDArAAN

AIRPORT

KArgO CARGO

PrOPerTI PROPERTY

HOTeL HOTEL

PeNDuKuNg SUPPORT

Pendapatan Operasional

3.051.991 58.554 - - 7.364 Operating revenues

Aeronautika 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 IncomePendapatan (Beban) Operasional

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)Profit for the Current

year

Pada tahun 2013, kinerja segmen operasi Angkasa Pura

Airports bervariasi. Beberapa segmen operasi yang

mengalami penurunan dibandingkan 2012 adalah segmen

operasi kebandarudaraan, properti, dan hotel. Penurunan

tersebut disebabkan berlakunya Peraturan Pemerintah

Nomor 77 Tahun 2012 tentang Perum LPPNPI yang

mengakibatkan pengalihan pengelolaan pelayanan jasa

penerbangan kepada LPPNPI. Sedangkan, penurunan

In 2013, the performance of Angkasa Pura Airports’ operational

segments was varied. Some operational segments which had

deteriorating performance compared to 2012 were airport

operations, property, and hotel segments. The deterioration

in the airport operations segment was due to the coming

into effect of Government Regulation Number 77 Year 2012

concerning LPPNPI Public Company which resulted in the

assignment of management of air traffic services to LPPNPI.








segmen operasi properti dan hotel disebabkan baru

beroperasinya segmen tersebut sehingga pendapatan yang

dihasilkan belum mampu menutupi besarnya biaya yang

ditanggung.

Meskipun demikian, beberapa segmen operasi yang

mengalami pertumbuhan adalah segmen operasi kargo dan

pendukungnya. Hal ini disebabkan perubahan pelayanan,

dari jasa penyewaan pergudangan kargo menjadi pengelola

terminal kargo di beberapa bandara.

KOLeKTIBILITAS PIuTANg

Untuk mengetahui periode waktu perputaran piutang

Angkasa Pura Airports, dilakukan pengukuran tingkat

kolektibilitas piutang. Berdasarkan hasil pengukuran, tingkat

kolektibilitas piutang Perseroan menunjukkan peningkatan

dibandingkan tahun sebelumnya. Kolektibilitas piutang di

tahun 2013 mencapai 35 hari, sedangkan di 2012 mencapai

51 hari. Hal ini menunjukkan kemampuan manajemen dalam

pengelolaan piutang yang semakin baik dibandingkan

tahun sebelumnya.

KeMAMPuAN MeMBAyAr uTANg

Pengukuran kemampuan membayar utang dilakukan

dengan mengukur rasio likuiditas dan rasio solvabilitas. Rasio

likuiditas digunakan untuk mengukur kemampuan melunasi

kewajiban jangka pendek, sedangkan rasio solvabilitas

digunakan untuk mengukur kemampuan memenuhi

kewajiban.

Pengukuran rasio likuiditas terdiri dari rasio kas, dan rasio

lancar. Berdasarkan hasil pengukuran, kemampuan Perseroan

dalam melunasi kewajiban jangka pendek mengalami

penurunan dibandingkan 2012. Hal ini disebabkan

jatuh tempo termin pembayaran penyelesaian proyek

pengembangan bandara pada tahun 2013 meningkat.

Namun demikian, kemampuan aset lancar Perseroan dalam

menjamin liabilitas jangka pendek masih relatif baik.


Rasio Kas 41,11% 151,56% Cash Ratio

Rasio Lancar 79,08% 174,60% Current Ratio

rasio Likuiditas | Liquidity ratios

Meanwhile, the deterioration in the property and hotel

operations segment was due to the new operations of this

segment, so that the revenues generated could not cover

the amount of expenses incurred.

Nevertheless, there are several operational segments

which experienced growth, namely the cargo operations

and support segments. This indicated the successful

management’s performance in implementing the paradigm

shift to become a service provider.

reCeIvABLeS COLLeCTABILITy

In order to identify the receivables turnover period of

Angkasa Pura Airports, the receivables collectability level was

measured. Based on measurement result, the Company’s

receivables collectability level indicated an improvement

compared to the previous year. Receivables collectability

reached 35 days in 2013, while in 2012 it reached 51 days.

This indicated the management’s capability to manage the

receivables in a better way compared to the previous year.

SOLveNCy

Solvency measurement is conducted by measuring liquidity

ratios and solvability ratios. Liquidity ratios are used to

measure the capacity to settle short-term liabilities, while

solvability ratios are used to measure the capacity to settle

all liabilities.

Liquidity ration measurement consists of cash ratio and

current ratio. Based on measurement result, the Company’s

ability to settle short-term liabilities decreased compared to

2012. This was due to the increase in short-term liabilities,

which was larger than the increase in current assets.

Nevertheless, the ability of the Company’s current assets to

guarantee short-term liabilities was still relatively good.

145

Pengukuran rasio solvabilitas terdiri dari rasio liabilitas

terhadap total aset, rasio liabilitas terhadap ekuitas, dan rasio

liabilitas terhadap aset tetap. Berdasarkan hasil pengukuran,

kemampuan Perseroan dalam memenuhi seluruh kewajiban

mengalami sedikit penurunan. Hal ini disebabkan pada

tahun 2013 terjadi penambahan dana untuk pembiayaan

proyek pengembangan bandara yang diperoleh dari

pinjaman kredit perbankan.


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

rasio Solvabilitas | Solvability ratios

STruKTur MODAL

Kebijakan struktur permodalan yang diterapkan Angkasa

Pura Airports senantiasa mempertimbangkan komponen

risiko dan tingkat pengembalian (return). Penambahan utang

akan menambah risiko Perseroan, namun akan menambah

tingkat pengembalian yang diharapkan (expected

return). Dengan demikian, risiko yang dihadapi Perseroan

merupakan faktor yang mempengaruhi keputusan tentang

struktur modal.

Beberapa upaya yang dilakukan Perseroan untuk

mengoptimalkan struktur modal pada 2013 adalah

melakukan penambahan utang untuk membiayai

pembangunan proyek pengembangan bandara. Hal ini

menyebabkan persentase liabilitas terhadap total modal

mengalami peningkatan di 2013 menjadi 27,05% dari 20,37%

di 2012. Pada tahun 2013, Perseroan juga memperoleh

tambahan modal sebesar Rp300 miliar dari cadangan modal

Perseroan. Dengan demikian, komposisi struktur modal di

2013 menjadi 27,05% liabilitas dan 72,95% ekuitas.

urAIAN 2013PerSeNTASe TOTAL

MODAL | PERCENTAGE OF TOTAL CAPITAL

2012

PerSeNTASe TOTAL MODAL | PERCENTAGE OF TOTAL CAPITAL

DeSCrIPTION

Liabilitas 3.512.145 27,05% 2.448.197 20,37% Liabilities

Liabilitas Jangka

Pendek 2.211.948 17,04% 1.833.227 15,25% Short-Term Liability

Struktur Modal | Capital Structure (jutaRupiah)|(million Rupiah)

Solvability ratio measurement consists of liabilities to total

assets ratio, liabilities to equity ratio, and liabilities to fixed

assets ratio. Based on measurement result, the Company’s

ability to settle all liabilities experienced a slight decrease.

This was due to the increase in liabilities, which was larger

than the increase of assets and equity related to airport

expansion project financing and/or investments which

caused the Company to experience an increase in financial

ratios in 2013.

CAPITAL STruCTure

The capital structure policy implemented at Angkasa Pura

Airports always considers the components of risk and return.

The addition of debt will increase the Company’s risk, but

will increase the expected return. Therefore, the risk faced

by the Company is a factor affecting the decision on capital

structure.

Several efforts made by the Company to optimize capital

structure in 2013 is by acquiring additional debts to finance

the construction of development projects and other

investments. This caused the percentage of liabilities to total

capital to increase to 27.05% in 2013 from 20.37% in 2012. In

addition, the Company also added its share capital in 2013.

Therefore, the capital structure composition in 2013 was

27.05% liabilities and 72.95% equity.








urAIAN 2013PerSeNTASe TOTAL

MODAL | PERCENTAGE OF TOTAL CAPITAL

2012

PerSeNTASe TOTAL MODAL | PERCENTAGE OF TOTAL CAPITAL

DeSCrIPTION

Liabilitas Jangka

Panjang 1.300.197 10,02% 614.970 5,12% Long-Term Liability

ekuitas 9.469.664 72,95% 9.573.190 79,63% equity

Total Modal 12.981.809 100,00% 12.021.387 100,00% Total Capital

INveSTASI BArANg MODAL

Pada 2013, Perseroan melakukan beberapa investasi barang

modal sebagai berikut.

1. Program Investasi Pendukung Keselamatan

Penerbangan/Keamanan

a. Pekerjaan sebagian runway, termasuk paved

shoulder, di Bandara Ngurah Rai dengan nilai

Rp10,69 miliar dan prestasi fisik 100% (proyek

multiyears).

b. Overlay runway 10–28 di Bandara Juanda dengan

nilai Rp28 miliar dan prestasi fisik 100% (proyek

multiyears).

c. Pengadaan runway sweeper di Bandara Juanda

dengan nilai Rp3,20 miliar dan prestasi fisik 100%.

d. Overlay taxiway, delta, golf, hotel dan west paralel

di Bandara Sultan Hasanuddin dengan nilai

Rp23,30 miliar dan prestasi fisik 14,49%.

e. Overlay permukaan runway dan paved shoulder,

serta jasa laboratorium dan pengawasan di

Bandara Sepinggan dengan nilai Rp43,31 miliar

dan prestasi fisik 99,04%.

f. Lanjutan pembangunan drainase sisi barat dan sisi

timur runway di Bandara Sam Ratulangi dengan

nilai Rp4,77 miliar dan prestasi fisik 100%.

g. Pembuatan jalan akses dari apron ke fire stationdi

Bandara Adisutjipto dengan nilai Rp2,52 miliar dan

prestasi fisik 100%.

h. Perbaikan apron dengan fleksibel pavementdi

Bandara Ahmad Yani dengan nilai Rp3,15 miliar

dan prestasi fisik 100%.

i. Overlay sebagian runway(1600 m x 45 m) dan

overlay sebagian runway22 (600mx45m) di

Bandara Pattimura dengan nilai Rp14,16 miliar dan

prestasi fisik 100% (proyek multiyears).

INveSTMeNTS IN CAPITAL gOODS

In 2013, the Company made several investments in capital

goods, namely as follows:

1. Flight Safety/Security Support Investment Program

a. Work on part of the runway, including paved

shoulder, at Ngurah Rai Airport in the amount of

Rp10.69 billion and physical achievement of 100%

(multiyear project).

b. Overlay of runway 10–28 at Juanda Airport in the

amount of Rp28 billion and physical achievement

of 100% (multiyear project).

c. Procurement of runway sweeper at Juanda Airport

in the amount of Rp3,20 billion and physical

achievement of 100%.

d. Overlay of taxiway, delta, golf, hotel and west

parallel at Sultan Hasanuddin Airport in the amount

of Rp23/30 billion and physical achievement of

14.49%.

e. Overlay of runway surface and paved shoulder,

as well as laboratory and surveillance services

at Sepinggan Airport in the amount of Rp43.31

billion and physical achievement of 99.04%.

f. Continuation of drainage construction on the west

and east sides of runway at Sam Ratulangi Airport

in the amount of Rp4,77 billion and physical


g. Construction of access road from apron to the

fire station at Adisutjipto Airport in the amount of

Rp2.52 billion and physical achievement of 100%.

h. The repair of apron using flexible pavement at

Ahmad Yani Airport in the amount of Rp3.15

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).

147

j. Pengadaan mobil PKP-PK tipe I Combaine Agent

di Bandara Lombok (Praya) dan Bandara El Tari

dengan nilai masing-masing Rp14,94 miliar dan

prestasi fisik 100%.

2. Program Pelayanan

a. Renovasi Terminal Internasional menjadi Terminal

Domestik di Bandara Ngurah Rai dengan nilai

Rp271,68 miliar dan prestasi fisik 2,40% (proyek

multiyears).

b. Pembuatan gedung parkir motor di Bandara

Ngurah Rai dengan nilai Rp11 miliar dan prestasi

fisik 100%.

c. Pembuatan rapid exit taxiway (14.552,40 m2),

termasuk biaya studi design rapid exit taxiway

dan konsultan pengawasan, di Bandara Juanda

dengan nilai Rp20,15 miliar dan prestasi fisik

77,11% (proyek mutiyears).

d. Penggantian taxi guidance sign pada runway

dan taxiway lama di Bandara Sultan Hasanuddin


e. Bangunan penghubung hotel transit dan

tambahan luas area Terminal B di Bandara

Sepinggan dengan nilai Rp20,16 miliar dan

prestasi fisik 0%.

f. Penggantian atap dan plafond Terminal

Kedatangan dan Terminal Transit di Bandara Frans

Kaisiepo dengan nilai Rp2,26 miliar dan prestasi

fisik 100%.

g. Perluasan ruang check in dan ruang kedatangan

domestik dan internasional dengan nilai Rp6,62

miliar di Bandara Sam Ratulangi dan prestasi fisik

100%.

h. Pembenahan parkir utama di Bandara Adisutjipto


i. Pengadaan dan pemasangan genset 200 KVA di

Bandara Syamsuddin Noor dengan nilai Rp7,99

miliar dan prestasi fisik 100%.

j. Paket pekerjaan proyek BIL dengan nilai Rp 40

miliar dan prestasi fisik 100%.

k. Perluasan Terminal Domestik serta renovasi

terminal dan fasilitas penunjangnya, termasuk jasa

konsultan, di Bandara El Tari dengan nilai Rp 30

miliar dan prestasi fisik 54,71%.

j. Procurement of type I Combined Agent fire

engines at Lombok Airport (Praya) and El Tari

Airport in the amount of Rp14.94 billion each and

physical achievement of 100%.

2. Service Program

a. Renovation of International Terminal into Domestic

Terminal at Ngurah Rai Airport in the amount of

Rp271.68 billion and physical achievement of 2.40%

(multiyear project).

b. Construction of motorcycle park building at Ngurah

Rai Airport in the amount of Rp11 billion and physical


c. Construction of rapid exit taxiway (14,552.40 m2),

including expenses for design study of rapid exit

taxiway and surveillance consultant, at Juanda

Airport in the amount of Rp20.15 billion and physical

achievement of 77.11% (multiyear project).

d. Replacement of taxi guidance sign on the old runway

and taxiway at Sultan Hasanuddin Airport in the

amount of Rp3.89 billion and physical achievement

of 100%.

e. Transit hotel connecting building and additional area

for Terminal B at Sepinggan Airport in the amount of


f. Replacement of roof and ceiling at the Arrival and

Transit Terminals at Frans Kaisiepo Airport in the

amount of Rp2.26 billion and physical achievement

of 100%.

g. Expansion of check-in room as well as domestic

and international arrival room in the amount of

Rp6.62 billion at Sam Ratulangi Airport and physical


h. Arrangement of the main parking lot at Adisutjipto

Airport in the amount of Rp5.05 billion and physical


i. Procurement and installation of 200 KVA generator

set at Syamsuddin Noor Airport in the amount of


j. Lombok International Airport project job package the

amount of Rp 40 billion and physical achievement of

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%.








3. Program Citra Perusahaan

a. Pembentukan Anak Perusahaan dengan nilai

Rp400 miliar dan telah terealisasi Rp123,11 miliar.

b. Pembebasan lahan seluas 20 Ha di Bandara Sultan

Hasanuddin dengan nilai Rp145 miliar dan telah

terealisasi Rp652,73 juta.

c. Pembebasan lahan seluas 60 Ha di Bandara Sultan

Hasanuddin dengan nilai Rp145 miliar dan telah

terealisasi Rp43,87 miliar.

d. Pembelian aset tanah Pemda di Bandara

Syamsuddin Noor dengan nilai Rp40 miliar (proyek

multiyears).

4. Proyek Pengembangan Bandara

a. Proyek pengembangan Bandara Internasional

Ngurah Rai (PP-BIB)

• Paket I :Rp214,91miliar (kerjasamaoperasi)

dengan prestasi fisik 100%;

• PaketII:Rp341,30miliardenganprestasifisik

100%;

• PaketIII : Rp1,17triliundenganprestasifisik

100%; serta

• Penambahan dan penyempurnaan area

komersial:Rp118,8 miliar dengan prestasi fisik

100%.

b. Proyek pengembangan Bandara Internasional

Sepinggan (PP-BIS)

• Pekerjaan jasa konsultan manajemen

konstruksi dengan nilai kontrak sebesar

Rp14,24 miliar (kerja sama operasi);

• Paket I: rancang bangungedung dengan

nilai kontrak sebesar Rp129,68 miliar dengan

prestasi fisik 100%;

• Paket II: pekerjaan gedung terminal dan

fasilitas penunjangnya dengan nilai kontrak

sebesar Rp1,12 triliun (kerja sama operasi)

dengan prestasi fisik 85,15%;

• Paket III: pekerjaan infrastruktur dan fasilitas

penunjangnya dengan realisasi nilai kontrak

sebesar Rp252,94 miliar (kerja sama operasi)

dan prestasi fisik 95,76%;

• Paket IV: pekerjaan rancang bangun tower,

hanggar dan fasilitas lainnya denganrealisasi

nilai kontrak Rp89,40 miliar dan prestasi fisik

6,13%;

3. Corporate Image Program

a. Establishment of Subsidiaries in the amount of Rp400

billion, of which Rp123.11 billion has been realized.

b. Acquisition of land with the area size of 20 Ha at

Sultan Hasanuddin Airport in the amount of Rp145

billion, of which Rp652.73 million has been realized.

c. Acquisition of land with the area size of 60 Ha at

Sultan Hasanuddin Airport in the amount of Rp145

billion, of which Rp43.87 billion million has been

realized.

d. Purchase of land belonging to the Regional

Government’s assets at Syamsuddin Noor Airport in

the amount of Rp40 billion (multiyear project).

4. Airport Expansion Project

a. Ngurah Rai International Airport (Bali International

Airport) Expansion Project

• Package I: Rp214.91 billion (joint operation)

with the physical achievement of 100%;

• PackageII:Rp341.30billionwiththephysical

achievement of 100%;

• Package III: Rp1.17 trillion with the physical

achievement of 100%; and

• Addition and enhancement of commercial

area: Rp118.8 billion with the physical


b. Sepinggan International Airport Expansion Project

• Construction management consultancy

service job contract in the amount of Rp14.24

billion (joint operation);

• Package I: design build contract in the

amount of Rp129.68 billion and physical

achievement of 100%;

• PackageII:workcontractforterminalbuilding

and its supporting facilities in the amount of

Rp1.12 trillion (joint operation) and physical

achievement of 85,15%;

• Package III: work on infrastructure and its

supporting facilities with contract realization

amounting to of Rp252.94 billion (joint

operation) and physical achievement of

95.76%;

• Package IV: design build contract for tower,

hangar, and other facilities with contract

realization amounting to Rp89.40 billion and

physical achievement of 6.13%;

149

• PaketV:pekerjaan rancangbangungedung

parkir dengan realisasi nilai kontrak Rp183,50

miliar dan prestasi fisik 55,05%.

• PaketIV:penambahanR2danR3sebanyak5

unit dengan realisasi nilai kontrak Rp21 miliar

dan prestasi fisik 100%.

c. Proyek pengembangan terminal selatan Bandara

Juanda (PP-BIJ)

• Pekerjaan rancang bangun terminal selatan

dan fasilitas penunjangnya untuk paket I

dengan nilai kontrak sebesar Rp388 miliar

dan prestasi fisik 100%, serta untuk paket

II dengan nilai kontrak Rp374,28 miliar dan

prestasi fisik 47,7%;

• Jasa konstruksi manajemen konstruksi

dengan nilai kontrak sebesar Rp3,8 miliar

(kerja sama operasi).

d. Proyek pengembangan terminal Bandara

Adisutjipto dengan realisasi nilai kontrak untuk

jasa konsultanrencana teknis terinci (RTT) sebesar

Rp 794,6 juta.

e. Proyek pengembangan Bandara Ahmad

Yani dengan realisasi nilai kontrak untuk jasa

konsultanRTT sebesar Rp4,19 miliar.

f. Proyek pengembangan Bandara Syamsudin Noor

dengan realisasi nilai kontrak untuk jasa konsultan

RTT pekerjaan renovasi terminal dan perluasan

parkir kendaraan sebesar Rp287,4 juta.

IKATAN MATerIAL uNTuK INveSTASI BArANg MODAL

Angkasa Pura Airports telah mendapatkan fasilitas kredit

dari Bank Mandiri sesuai Perjanjian Transaksi Khusus Nomor:

CRO.KP/233/PTK/13, Akta Nomor 1341 tanggal 26 Juli 2013

oleh Notaris Julius Purnawan, SH, MSi sebesar Rp4.400 miliar.

Pihak Perseroan, sesuai dengan Surat Nomor: AP.I.4757/

KU.24/2013/PD-B tanggal 23 Juli 2013, telah meminta

kepada Bank Mandiri untuk melakukan pengalihan sebagian

porsi pembiayaan (sell down) atas Fasilitas Kredit kepada BNI

dan BRI.

Berdasarkan Akta Nomor: 370 dan 371 oleh Notaris Julius

Purnawan, SH, MSi tanggal 18 September 2013, maka Bank

• Package V: design build contract for park

building with contract realization amounting

to Rp183.50 billion and physical achievement

of 55.05%.

• Package IV:additionof5unitsofR2andR3

with contract realization amounting to Rp21

billion and physical achievement of 100%.

c. Juanda Airport (Juanda International Airport)’s

south terminal expansion project

• Design build contract for south terminal

and its supporting facilities, for package

I with contract amount of Rp388 billion

and physical achievement of 100%, and for

package II with contract amount of Rp374.28

billion and physical achievement of 47.7%;

• Construction management service with

contract amount of Rp3.8 billion (joint

operation).

d. Adisutjipto Airport terminal expansion project with

contract realization amount for detailed technical

plan consultant service of Rp 794.6 million.

e. Ahmad Yani Airport expansion project with


plan consultant service of Rp4.19 billion.

f. Syamsudin Noor Airport expansion project with


plan consultant service for the renovation of

terminal and expansion of vehicle parking lot of

Rp287.4 million.

MATerIAL BOND fOr INveSTMeNTS IN CAPITAL gOODS

Angkasa Pura Airports has obtained credit facility from Bank

Mandiri pursuant to Special Transaction Agreement Number:

CRO.KP/233/PTK/13, Deed Number 1341 dated July 26,

2013 passed before Notary Julius Purnawan, SH, MSi in the

amount of Rp4,400,000,000. The Company’s management, in

accordance with Letter Number: AP.I.4757/KU.24/2013/PD-B

dated July 23, 2013, has requested Bank Mandiri to assign a

portion of financing (sell down) of the Credit Facility to BNI

and BRI.

Pursuant to Deed Number: 370 and 371 passed before

Notary Julius Purnawan, SH, MSi dated September 18, 2013,








Mandiri, BNI, BRI dan Perseroan telah menandatangani Akta

Pengalihan Porsi Pembiayaan yang menyatakan bahwa

berdasarkan akta tersebut, Bank Mandiri mengalihkan

sebagianporsi pembiayaannya kepada BNI senilai Rp1.000

miliar dan BRI senilai Rp1.000 miliar.

Sehubungan dengan hal tersebut, maka Bank Mandiri, BNI,

BRI, dan Perseroan sepakat dan setuju membuat Perjanjian

Pembiayaan Bersama berdasarkan Akta Nomor: 372

oleh Notaris Julius Purnawan, SH, MSi dengan syarat dan

ketentuan limit kredit sebesar Rp4.400 miliar.

Sifat dan Tujuan

Fasilitas kredit bersifat non revolving dan digunakan sebagai

corporate financing untuk pembiayaan dan/atau pembiayaan

kembali proyek pengembangan bandara dan/ atau investasi.

Jangka Waktu

Jangka waktu fasilitas terhitung 7 tahun sejak tanggal

penandatanganan Perjanjian Kredit Bank Mandiri, yaitu

tanggal 26 Juli 2013 sampai dengan tanggal 25 Juli 2020,

termasuk masa grace period dan masa penarikan kredit

selama 2 tahun sejak tanggal penandatanganan kredit

tanggal 26 Juli 2013 sampai dengan 25 Juli 2015.

Bunga

Bunga dihitung hari demi hari secara efektif berdasarkan

Deposit Insurance Rate dalam Rupiah untuk bank komersial

yang ditetapkan 2 hari kerja sebelum periode suku bunga

bulan berikutnya dari Lembaga Penjamin Simpanan dan

ditambah margin sebesar 2,45%.

Agunan Kredit

Fasilitas kredit dijamin dengan seluruh aset/harta kekayaan

Perseroan, baik berupa barang bergerak maupun barang

tidak bergerak, baik yang telah ada maupun yang

dikemudian hari.

Selama seluruh hutang yang timbul dan wajib dibayar oleh

Perseroan berdasarkan perjanjian tersebut belum dinyatakan

lunas, maka Perseroan tidak boleh melakukan hal-hal sebagai

berikut.

• Menjadi penjamin terhadap pihak ketiga, kecuali dalam

transaksi usaha Perseroan sehari-hari.

• Memperoleh kredit baru/pinjaman dari lembaga

Bank Mandiri, BNI, BRI, and the Company have executed

Deed of Assignment of a Portion of Financing which states

that pursuant to the deed, Bank Mandiri assigned a portion

of its financing to BNI in the amount of Rp1,000,000,000 and

to BRI in the amount of Rp1,000,000,000.

In connection with this, Bank Mandiri, BNI, BRI, and the

Company have agreed to enter into the Joint Financing

Agreement pursuant to Deed Number: 372 passed before

Notary Julius Purnawan, SH, MSi with credit limit requirement

and terms of Rp4,400,000,000.

Characteristic and Objective

The credit facility is non-revolving in nature and used as

corporate financing for the financing and/or refinancing of

airport expansion project and/or investments.

Term

The term of the facility is 7 years effective from the date of

execution of Bank Mandiri’s Credit Agreement, namely on

July 26, 2013 until July 25, 2020, inclusive of grace period and

credit withdrawal period of 2 years since credit execution

date, namely from July 26, 2013 until July 25, 2015.

Interest

Interest is calculated on daily basis effectively based on the

Deposit Insurance Rate in Rupiah for commercial banks,

which is stipulated 2 business days before the interest rate

for the subsequent monthly interest period from the Deposit

Insurance Company and added by 2.45%.

Credit Collateral

The credit facility is guaranteed with all of the Company’s

assets/property, either in the form of movable or non-

movable goods, and either existing or future assets/ property.

As long as all debts which have been incurred and must be

paid by the Company under the agreement have not been

declared as fully settled, the Company is not allowed to

perform the followings:

• 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

151

keuangan atau pihak ketiga lainnya, kecuali pinjaman

dari Pemegang Saham,utang usaha dalam kaitannya

dengan operasional proyek atau kegiatan usaha sehar-

hari, pinjaman dalam bentuk obligasi atau bentuk surat

hutang lainnya.

• Menjaminkan harta kekayaan/aset yang telah ada

maupun yang akan ada di kemudian hari kepada pihak

ketiga.

• Mengalihkan atau menyerahkan kepada pihak lain

sebagian atau seluruhnya atas hak dan kewajiban yang

timbul berkaitan dengan fasilitas kredit.

• Memberikan kredit kepada pihak manapun, termasuk

tetapi tidak terbatas kepada Pemegang Saham, kecuali

pemberian pinjaman kepada pegawai dan/atau untuk

kegiatan usaha yang normal, termasuk kepada Entitas

Anak.

INfOrMASI MATerIAL MeNgeNAI INveSTASI, eKSPAN-

SI, DIveSTASI, reSTruKTurISASI uTANg DAN MODAL

INveSTASI

Pada 2013, Perseroan melakukan investasi dalam jangka

pendek dalam bentuk obligasi (tersedia untuk dijual)

dengan nilai tercatat sebesar Rp11,75 miliar dan penyertaan

reksadana dengan nilai tercatat sebesar Rp10,00 miliar.

eKSPANSI

Pada 2013, Angkasa Pura Airports telah melakukan ekspansi

melalui pendirian SBU Komersial di Bali yang bergerak dalam

bidang pengelolaan area komersial di Bandara I Gusti Ngurah

Rai - Bali berdasarkan Keputusan Direksi Nomor: KEP.02/

OM.01.01/2013 tanggal 4 Januari 2013.

DIveSTASI



Pelayanan Navigasi Penerbangan Indonesia (LPPNPI), maka

jasa pelayanan penerbangan tidak dikelola oleh Perseroan

sejak tanggal 16 Januari 2013 pukul 22.00 WIB. Sehubungan

dengan PP tersebut, maka Perseroan melepaskan Makassar

Air Traffic Service Centre (MATSC) yang merupakan Kantor

Cabang Pusat Pengendali Lalu Lintas Penerbangan Makassar

or other third parties, except loans from Shareholders,

accounts payable related to project operations or day-

to-day business activities, loans in the form of bonds or

other forms of debentures.

• Using as security its existing or future properties/ assets

to a third party.

• Assigning or transferring to other party some or all

of the rights and obligations emerging related to the

credit facility.

• Extending credit to any party, including but not limited

to Shareholders, except granting loans to employees

and/or for the normal course of business, including

loans to subsidiaries.

MATerIAL INfOrMATION ON INveSTMeNT, eXPANSION,

DIveSTMeNT, DeBT AND CAPITAL reSTruCTurINg

INveSTMeNT

In 2013, the Company made short-term investment in the

form of bonds (available for sale) with a recorded amount

of Rp11.75 billion and mutual fund participation with a

recorded amount of Rp10.00 billion.

eXPANSION

In 2013, Angkasa Pura Airports has made expansion through

the establishment of Commercial SBU in Bali which is active in

the field of commercial area management at I Gusti Ngurah

Rai Airport (Bali) pursuant to Decision of the Board of Directors

Number: KEP.02/OM.01.01/2013 dated January 4, 2013.

DIveSTMeNT


concerning LPPNPI Public Company (the Indonesian Air

Navigation Service Provider Institution), since January 16,

2013 at 22.00 Western Indonesian Time, air traffic services are

not managed by the Company. Related to this Government

Regulation, the Company released the Makassar Air

Traffic Service Center (MATSC), which is the Branch Office

of Makassar Air Traffic Control Center, and assigned its








dan melakukan pengalihan aset tetap kenavigasian kepada

Perum LPPNPI sebagai berikut.

• Aset tetap kenavigasian yang telah dijadikan PMN

pada Perseroan diserahkan kembali sebesar nilai

bukunya, yaitu Rp270,83 miliar, sesuai dengan surat

Perseroan Nomor: AP.1.6724/PL.07/2013/PD-B tanggal

28 November 2013 perihal Revisi Usulan Pengalihan

Aset Tetap Kenavigasian Kepada Perum LPPNPI dan

berdasarkan Berita Acara Perubahan Nilai Aset yang

Diserahterimakan Nomor: BA. 656/KU.21/2013/PD-B

tanggal 30 Desember 2013.

• BPYBDS berupa aset tetap kenavigasian yang

diserahkan kembali kepada Pemerintah adalah sebesar

nilai perolehan Rp731,28 miliar dengan akumulasi

penyusutan sebesar Rp408,39 miliar, yang terdiri dari

Bandara Juanda (Surabaya) sebesar Rp69,31 miliar sesuai

Berita Acara Nomor: 75/OP.01.06/2013/PD, Bandara

Hasanuddin (Makassar) sebesar Rp26,01 miliar sesuai

Berita Acara Nomor: 76/OP.01.06/2013/PD, Bandara Adi

Sutjipto (Yogyakarta) sebesar Rp0,02 miliar berdasarkan

hasil review BPKP LR-126/PW09/4/2013, dan MATSC

(Makassar) sebesar Rp 635,95 miliar berdasarkan Berita

Acara Nomor: 166/PL.07/2013/PD.

Perseroan juga telah melepaskan seluruh kepemilikan saham

PT Garuda Indonesia Airlines Tbk sejumlah 248.496.000

lembar saham pada harga penjualan Rp525 per lembar.

Hal tersebut dinyatakan dalam Laporan Hasil Penjualan

melalui surat Nomor: 079/NL/BS/-IB/11/2013 dari PT Bahana

Securities selaku placement agent atas penjualan saham

tersebut.

reSTruKTurISASI uTANg

Pada 2013, Perseroan tidak melakukan restrukturisasi utang.

reSTruKTurISASI MODAL

Pada 2013, Perseroan melakukan restrukturisasi modal

melalui penambahan modal ditempatkan dan disetor

menjadi 3.488.245 lembar saham dari 3.188.245 lembar

saham di tahun 2012.

navigation fixed assets to LPPNPI Public Company, namely

as follows:

• Navigation fixed assets which have become State Capital

Participation in the Company were returned in the

amount equal to the book value, namely Rp270.83 billion,

pursuant to Company’s Letter Number: AP.1.6724/PL.07/

2013/PD-B dated November 28, 2013 concerning Revision

to Proposal for Assignment of Navigation Fixed Assets to

LPPNPI Public Company and pursuant to Official Report of

Adjustment to the Value of Transferred Assets Number: BA.

656/KU.21/2013/PD-B dated December 30, 2013.

• The amount of BPYBDS in the form of navigation fixed

assets which were returned to the Government was equal

to the acquisition cost of Rp731.28 billion with accumulated

depreciation of Rp408.39 billion, consisting of Juanda Airport

(Surabaya) in the amount of Rp69.31 billion pursuant to

Official Report Number: 75/OP.01.06/ 2013/PD, Hasanuddin

Airport (Makassar) in the amount of Rp26.01 billion

pursuant to Official Report Number: 76/ OP.01.06/2013/PD,

Adi Sutjipto Airport (Yogyakarta) in the amount of Rp0.02

billion based on the Finance and Development Supervisory

Agency’s review result No. LR-126/PW09/4/2013, and

MATSC (Makassar) in the amount of Rp 635.95 billion based

on Official Report Number: 166/PL.07/2013/PD.

The Company has also released all ownership in the shares of

PT Garuda Indonesia Airlines Tbk with a total of 248,496,000

shares at selling price of Rp525 per share. This is stated in

the Sales Result Report through letter Number: 079/NL/

BS/-IB/11/2013 from PT Bahana Securities as the placement

agent of the sale of shares.

DeBT reSTruCTurINg

In 2013, the Company did not perform any debt restructuring.

CAPITAL reSTruCTurINg

In 2013, the Company performed capital restructuring by

increasing its issued and paid-up capital to 3,488,245 shares

from 3,188,245 shares in 2012.

153

INfOrMASI DAN fAKTA MATerIAL yANg TerJADI

SeTeLAH TANggAL LAPOrAN AKuNTAN

a. Pada 2 Januari 2014 telah diterima pembayaran

pinjaman pokok tahap 4 dari PT Garuda Indonesia, Tbk

sebesar Rp11.548.623.

b. Pada 14 Februari 2014 telah dioperasikan Terminal 2

Bandara Juanda (Surabaya).

c. Pada 19 Februari 2014 telah dilakukan Rekonsiliasi

Pendapatan dan Biaya Operasional antara Perum

Lembaga Penyelenggara Pelayanan Navigasi

Penerbangan Indonesia (Perum LPPNPI) yang telah

dibukukan sebagai Piutang dan Utang oleh Perseroan

untuk masa 16 Januari sampai dengan 31 Desember

2013 dengan nilai bersih piutang PT Angkasa Pura I

(Persero) kepada Perum LPPNPI sebesar Rp46.160.193

yang terdiri atas:

• Jumlahpiutang Perseroan kepada Perum LPPNPI

sebesar Rp298.858.713; dan

• Jumlah utang Perseroan kepada Perum LPPNP

sebesar Rp252.698.519.

d. Berdasarkan Peraturan Pemerintah No. 8 Tahun 2014

tanggal 12 Februari 2014 tentang Penambahan

Penyertaan Modal Negara Republik Indonesia Ke Dalam

Modal Saham Perusahaan, telah diambil keputusan

bahwa Pemerintah Republik Indonesia melakukan

penambahan penyetoran modal ke dalam modal

saham Perseroan dengan nilai sebesar Rp2.926.166.059

yang berasal dari BPYBDS.

e. Pada 22 Maret 2014 telah dioperasikan Bandara

Sepinggan (Balikpapan).

f. Pada 7 April 2014 telah dioperasikan Bandara Selaparang

(Mataram, Lombok). Selain itu, juga telah dilakukan

pengangkatan Dewan Komisaris baru berdasarkan

Surat Keputusan Menteri Negara BUMN selaku RUPS

PT Angkasa Pura I (Persero) Nomor: SK-75/MBU/2014

tentang Pemberhentian dan Pengangkatan Dewan

Komisaris PT Angkasa Pura I (Persero). Adapun Dewan

Komisaris yang baru diangkat tersebut adalah Bapak

Boy Syahril Qamar, Ibu Anandy Wati, dan Bapak Dwi Ary

Purnomo.

MATerIAL INfOrMATION AND fACTS SuBSeQueNT TO

THe DATe Of ACCOuNTANT’S rePOrT

a. On January 2, 2014 has received payment 4 principal

stages of PT Garuda Indonesia Tbk by Rp11.548.623.

b. On February 14, 2014 has been operated Terminal 2

Juanda Airport (Surabaya).

c. On February 19, 2014 has been done Reconciliation

Revenues and Operating Costs between Perum

Organizers Institute of Navigation Services Flight of

Indonesia (Perum LPPNPI) which has recorded as

receivables and debts by the Company for the period

January 16 to December 312013 with a net value of

receivables PT Angkasa Pura I(Persero) to the Housing

LPPNPI for Rp46.160.193consisting of:

• The number of accounts of the Company for

Housing LPPNPI by Rp298.858.713; and

• ThenumberoftheCompany’sdebttotheHousing

LPPNP by Rp252.698.519.

d. Based on Government Regulation no. 8 In 2014 dated

February 12, 2014 on Addition Investment of the

Republic Indonesia Into Capital Stock Company, has

taken the decision that the Government of the Republic

of Indonesia to increase the capital of the capital

Company shares with a value of Rp2.926.166.059derived

from BPYBDS.

e. On March 22, 2014 has been operated airport A bowl

(Balikpapan).

f. On 7 April 2014 has operated Selaparang(Mataram,

Lombok). Moreover, it also has done appointment of a

new Board of Commissioners by Decree of the Minister

of State Owned Enterprises as AGM PT Angkasa Pura I

(Persero) Number: SK-75/MBU/2014 Termination and

Appointment of Board Commissioner of PT Angkasa

Pura I (Persero). The Board The newly appointed

commissioner is Mr. Boy Syahril Qamar, Ms Wati Anandy,

and Mr. Dwi Ary Purnomo.








urAIAN Satuan 2013 rKAP 2013 PeNCAPAIAN ACHIEVEMENT DeSCrIPTION

1 2 3 4 5=3/4

Pelayanan Jasa Pendaratan,

Penempatan dan Penyimpanan

Pesawat Udara (PJP4U)

Ton 21.501.973 20.895.186 102,90%

Aircraft Landing,


Services (PJP4U)

Domestik Ton 17.245.687 16.780.972 102,77% Domestic

Internasional Ton 4.256.286 4.114.214 103,45% International

Pencapaian Target Produksi Aeronautika 2013 Achievement of Aeronautics Production Target in 2013

PeNCAPAIAN TArgeT 2013

Kinerja Angkasa Pura Airports pada 2013 menunjukkan

variasi pencapaian. Hal tersebut dapat dilihat dari pencapaian

target yang telah ditetapkan sebagai berikut.

• Pencapaian target produksi aeronautika menunjukkan

pencapaian PJP4U berada di atas target. Sedangkan,

PJP2U, pemakaian aviobridge, serta pemakaian counter

dan conveyor berada di bawah target yang khususnya

disebabkan pengurangan jumlah penerbangan akibat

tidak beroperasinya maskapai Batavia Air mulai 1

Februari 2013.

• Pencapaian target produksi non aeronautika

menunjukkan pencapaian sewa-sewa, pemakaian air,

telepon dan tempat reklame, serta pemakaian ruang

tunggu di bawah target yang disebabkan tertundanya

penyelesaian proyek pengembangan bandara. Namun

demikian, produksi lainnya menunjukkan pencapaian

di atas target yang ditetapkan.

• Dari sisi neraca, pencapaian total aset, total liabilitas

dan ekuitas berada di bawah target. Hal ini disebabkan

tertundanya penyelesaian proyek pengembangan

bandara dari waktu yang telah ditetapkan.

• Dari sisi laba rugi, pendapatan operasional berada di

bawah target yang juga secara khusus disebabkan

penyelesaian proyek pengembangan bandara yang

tidak tepat waktu. Namun demikian, Perseroan berhasil

menekan beban operasional di bawah target sesuai

dengan strategi Reasonable Cost dan meningkatkan

pendapatan non operasional sehingga menghasilkan

pencapaian laba operasional, laba sebelum taksiran

pajak penghasilan dan laba bersih tahun berjalan di

atas target.

ACHIeveMeNT Of THe 2013 TArgeT

Angkasa Pura Airports’ performance in 2013 showed a varied

performance. This can be seen on the achievement of the

stipulated targets as follows:

• Achievement of aeronautics production target showed

that achievement for PJP4U was above the target.

Meanwhile, achievement for PJP2U, use of aviobridge,

and use of counters and conveyors was below the

target, which was particularly due to the reduction of

number of flights because the Batavia Air ceased its

operations since February 1, 2013.

• Achievement of non-aeronautics production target

showed that achievement of rents, utilization of water,

telephone, and advertisement space, as well as the

use of lounge, was below the target, which was due

to the delay in airport expansion project completion.

Nevertheless, other productions showed achievement

above the stipulated target.

• In terms of total assets, total liquidity and equity were

below the target. This was due to the delay in airport

expansion project completion from the stipulated

timeframe.

• In terms of profit and loss, operating revenues were

below the target, which was also particularly due to

the delay in airport expansion project completion.

Nevertheless, the Company succeeded in reducing

operating expenses to below the target in accordance

with the Reasonable Cost strategy and increasing

non-operating revenues, in order to generate the

achievement of operating income, income before tax,

and net income for the current year of above the target.

155

Pencapaian Target Produksi Non Aeronautika 2013

urAIAN Satuan 2013 rKAP 2013PeNCAPAIAN ACHIEVEMENT DeSCrIPTION

1 2 3 4 5=3/4

Sewa-sewa 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% Vehicle Rental Service*

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

utilization of Telephone, electricity, Water, Parking Lot, an Platform

Listrik KWh 54.997.371 37.495.445 146,68% Electricity

Achievement of Non-Aeronautics Production Target in 2013

urAIAN Satuan 2013 rKAP 2013 PeNCAPAIAN ACHIEVEMENT DeSCrIPTION

1 2 3 4 5=3/4

Pelayanan Jasa Penumpang

Pesawat Udara (PJP2U)Pax 32.104.877 32.474.405 98,86%

Air Passenger Services

(PJP2U)

Domestik Pax 27.221.733 27.738.718 98,14% Domestic

Internasional Pax 4.883.144 4.735.688 103,11% International

Pelayanan Jasa Penerbangan

(PJP)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

Pemakaian 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%

Domestik Pax 27.253.407 27.738.716 98,25% Domestic

Internasional Pax 4.802.383 4.640.278 103,89% International








urAIAN Satuan 2013 rKAP 2013PeNCAPAIAN ACHIEVEMENT DeSCrIPTION

1 2 3 4 5=3/4

TeleponPesawat Telepon x Bulan

23.999 28.771 83,41% Telephone

Air M3 327.034 376.652 86,83% Water

Reklame 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

Anjungan (Peron) Lembar 397.319 341.653 116,29% Platform

Pemakaian ruang Tunggu (CIP Lounge) Pax 1.063.698

1.184.815 89,78% use of Lounge

KonsesiOmzet/ ribuan

rp 3.251.194.578

2.966.883.786 109,58% Concession

Terminal Kargo Warehousing

Incoming 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

Jasa regulated Agent* Kg 40.077.266 102.991.411 38,91% Agency Services*

Perdagangan* unit 4.108 63 6520,63% Trading*

Jasa Perencanaan dan Pelaksanaan* Proyek 3 - NA

Planning and Implementation

Services*

Kamar dan Layanan Hotel* Hotel room and Service*

Kamar Kamar 15.494 113.903 13,60% Room

Makanan dan Minuman Pax 6.963 33.241 20,95% Food and Beverages

Binatu Buah 1.307 - NA Laundry

*merupakan kinerja produksi Anak Perusahaan *falls under the performance of Subsidiaries

157

Pencapaian Target Keuangan 2013Achievement of financial Target in 2013 (jutaRupiah)| (million Rupiah)

PrOyeKSI TAHuN SeLANJuTNyA

Untuk mendukung pencapaian Rencana Jangka

Panjang Perseroan, maka ditetapkan target usaha tahun

selanjutnyadalam Rencana Kerja dan Anggaran Perusahaan

(RKAP) 2014 berdasarkan risalah RUPS tanggal 24 Desember

2013 tentang persetujuan RKAP dan RKA PKBL tahun 2014.

urAIAN 2013 rKAP 2013 PeNCAPAIAN ACHIEVEMENT DeSCrIPTION

1 2 3 4=3/4

Pendapatan Operasional 3.063.906 3.377.418 90,72% Operating Revenues

Beban Operasional 2.370.808 2.826.952 83,86% Operating Expenses

Laba Operasional 693.098 550.466 125,91% Operating Income


Operasional 126.445 (55.822) 226,51%

Non-Operating

Revenues and Expenses


Penghasilan 819.543 494.644 165,68% Income Before Tax

Pajak Penghasilan 174.375 - NA Income Tax

Laba Bersih Tahun Berjalan 645.169 494.644 130,43%Net Income for the

Current Year

Aset 12.981.809 14.055.219 92,36% Assets

Aset Lancar 1.749.277 1.239.763 141,10% Current Assets

Aset Tidak Lancar 11.232.532 12.815.456 87,65% Non-Current Assets

Liabilitas 3.512.145 4.323.045 81,24% Liabilitas

Liabilitas Jangka Pendek 2.211.948 1.200.351 184,28% Short-Term Liabilities

Liabilitas Jangka Panjang 1.300.197 3.122.694 41,64% Long-Term Liabilities

ekuitas 9.469.664 9.732.174 97,30% equity

urAIAN SATuAN | UNIT rKAP 2014 2013DeSCrIPTION

1 2 3 4

Pelayanan Jasa Pendaratan,

Penempatan dan Penyimpanan

Pesawat udara (PJP4u)

Ton 22.840.932 21.501.973 Aircraft Landing, Parking,

and Storage Services

(PJP4u)

Domestik Ton 18.601.218 17.245.687 Domestic

Target Produksi Aeronautika 2014

PrOJeCTION fOr THe SuBSeQueNT yeAr

To support the achievement of the Company Long-Term

Plan, the business target in the subsequent year was

stipulated in the Company Work Plan and Budget for 2014

based on directive from Shareholders through letter Number:

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:

Aeronautics Production Target in 2014









1 2 3 4

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

Sewa Gedung* M2 5.175 704 Rent on Buildings*

Jasa Penyewaan Kendaraan* Volume 535 392 Vehicle Rental Service*

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

utilization of Telephone, electricity, Water, Parking Lot, and Platform

Listrik KWh 39.590.882 54.997.371 Electricity

Telepon Pesawat Telepon x

Bulan

47.198 23.999 Telephone

Air M3 346.492 327.034 Water

Reklame M2 x Bulan 185.702 169.400 Advertisement

Parkir Kendaraan Vehicle Parking Lot

Parkir Mobil Lembar 20.517.587 22.864.848 Car Park

Target Produksi Non Aeronautika 2014 Non-Aeronautics Production Target in 2014


1 2 3 4

Internasional Ton 4.239.714 4.256.286 International

Pelayanan Jasa Penumpang

Pesawat udara (PJP2u)

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

Pemakaian Aviobridge 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

Pemakaian Counter 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

Baggage Handling System Kg 5.256.518 - Baggage Handling System

Domestik Kg 3.466.272 - Domestic

Internasional Kg 1.790.246 - International

159


1 2 3 4

Parkir Motor Lembar 6.645.701 7.884.631 Motorcycle Park

Anjungan (Peron) Lembar 346.374 397.319 Platform

Pemakaian ruang Tunggu (CIP Lounge)

Pax 1.784.251 1.063.698 use of Lounge

Konsesi Omzet/ ribuan rp

3.170.133.323 3.251.194.578 Concession


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

Outgoing 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

Jasa Agen* Kg 118.975.898 40.077.266 Agency Services*

Perdagangan* unit 49 4.108 Trading*


Pelaksanaan*

Proyek 12 3 Planning and Implementation Services*

Kamar dan Layanan Hotel* Hotel room and Services*

Kamar Kamar 90.462 15.494 Room

Makanan dan Minuman Pax 9.804 6.963 Food and Beverages

Binatu Buah 512 1.307 Laundry

*merupakan kinerja produksi Anak Perusahaan *falls under the performance of Subsidiaries

Beberapa asumsi yang menyertai target produksi 2014

adalah

• Adanya penambahan frekuensi penerbangan;

• Adanya pertumbuhan penumpang; dan

• Adanya pertumbuhan kargo.

urAIAN rKAP 2014 2013DeSCrIPTION

1 3 4

Pendapatan Operasional 5.144.970 3.063.906 Operating Revenues

Beban Operasional 4.249.963 2.370.808 Operating Expenses

Laba Operasional 895.006 693.098 Operating Income

Target Keuangan 2014financial Target in 2014


Several assumptions accompanying the production target in

2014 are:

• Additionofflightfrequencies;

• Passengergrowth;and

• Cargogrowth.








urAIAN rKAP 2014 2013DeSCrIPTION

1 3 4


Operasional

(134.082) 126.445 Non-Operating Revenues and (Expenses)


Penghasilan

760.924 819.543 Income Before Tax

Aset 17.338.362 12.981.809 Assets

Aset Lancar 1.906.877 1.749.277 Current Assets

Aset Tidak Lancar 15.431.485 11.232.532 Non-Current Assets

Liabilitas 7.077.574 3.512.145 Liabilitas

Liabilitas Jangka Pendek 1.464.989 2.211.948 Short-Term Liabilities

Liabilitas Jangka Panjang 5.612.585 1.300.197 Long-Term Liabilities

ekuitas 10.260.788 9.469.664 equity

Beberapa asumsi yang menyertai target keuangan 2014

adalah

• Pertumbuhan ekonomi sebesar 6%;

• Tingkat inflasi sebesar 5,5%;

• Nilai tukar Rupiah terhadap USD sebesar Rp10.500/USD;

• Tingkat suku bunga Surat Perbendaharaan Negara

(SPN) 3 bulanan sebesar 5,5%.

KeBIJAKAN DIvIDeN

Perseroan senantiasa melakukan pembayaran dividen setiap

tahun berdasarkan keputusan Rapat Umum Pemegang

Saham (RUPS). Pembayaran dividen dilakukan paling lambat

1 bulan setelah RUPS dalam Rapat Pertanggungjawaban

Manajemen tahun berjalan.

Pada 2014, Angkasa Pura Airports melakukan pembayaran

dividen untuk periode tahun buku 2013 sebesar

Rp193.436.821.000 berdasarkan risalah RUPS Nomor:

AP.I.1348/KU.01.04/2014 tanggal 24 Maret 2014. Sedangkan,

pada 2013 dilakukan pembayaran dividen untuk periode

tahun buku 2012 sebesar Rp231.785.069.621 berdasarkan

risalah Nomor:AP.I.1348/KU.01.04/2013.

Several assumptions accompanying the financial in 2014 are:

• Economicgrowthof6%;

• Inflationrateof5.5%;

• RupiahtoUSDexchangerateofRp10,500/USD;

• 3-monthTreasuryNotes’interestrateof5.5%.

DIvIDeND POLICy

The Company always pays dividend each year based on

decision of the General Shareholders Meeting (GSM).

Dividend payment is made no later than 1 month after the

GSM in the Management’s Accountability Meeting for the

current year.

In 2014, Angkasa Pura Airports paid dividend for the period of

fiscal year 2013 in the amount of Rp193,436,821,000 pursuant

to minutes of GSM Number: AP.I.1348/KU.01.04/2014 dated

March 24, 2014. Meanwhile, in 2013, dividend payment was

made for the period of fiscal year 2012 in the amount of

Rp231,785,069,621 pursuant to minutes Number: AP.I.1348/

KU.01.04/2013.

161

PrOgrAM KePeMILIKAN SAHAM OLeH KAryAWAN

DAN/ATAu MANAJeMeN (eSOP/MSOP)

Angkasa Pura Airports tidak memiliki program kepemilikan

saham oleh karyawan dan/atau manajemen (ESOP/MSOP).

reALISASI PeNgguNAAN DANA HASIL PeNAWArAN

uMuM

Angkasa Pura Airports merupakan badan usaha non listed

yang belum melakukan penawaran umum sehingga tidak

memiliki realisasi penggunaan dana hasil penawaran umum.

INfOrMASI TrANSAKSI MATerIAL yANg MeNgAND-

uNg BeNTurAN KePeNTINgAN DAN/ATAu TrANSAKSI

DeNgAN PIHAK BereLASI

Sifat Hubungan Berelasi

• Pemerintah Republik Indonesia adalah pemegang

saham utama Perseroan.

• Seluruh entitas yang dimiliki dan dikendalikan oleh

Pemerintah Republik Indonesia, serta entitas dimana

Pemerintah Republik Indonesia memiliki pengaruh

signifikan.

• Komisaris dan Direksi merupakan manajemen kunci.

Transaksi dengan Pihak Berelasi

Dalam kegiatan usahanya, Perseroan dan Entitas Anak

melakukan transaksi tertentu dengan pihak berelasi.

Adapun rincian akun signifikan dengan pihak-pihak berelasi

(Pemerintah, entitas Pemerintah atau dinyatakan lain)

sebagai berikut.

eMPLOyee AND/Or MANAgeMeNT SHAre OWNerSHIP

PrOgrAM (eSOP/MSOP)

Angkasa Pura Airports has no employee and/or management

share ownership program (ESOP/MSOP).

reALIzATION Of uTILIzATION Of PrOCeeDS frOM

PuBLIC OfferINg

Angkasa Pura Airports is a non-listed business entity which

has not conducted a public offering, therefore there is no

realization of utilization of proceeds from public offering.

INfOrMATION ON MATerIAL TrANSACTIONS

CONTAININg CONfLICT Of INTereSTS AND/Or

TrANSACTIONS WITH AffILIATeD PArTIeS

Nature of related Parties

• TheGovernmentoftheRepublicofIndonesiaisthekey

shareholder of the Company.

• AllentitiesownedandcontrolledbytheGovernment

of the Republic of Indonesia, as well as entities in which

the Government of the Republic of Indonesia has

significant control.

• TheBoardofCommissionersandBoardofDirectorsas

key management.

Transactions with related Parties

In the course of its business activities, the Company and

Subsidiaries makes certain transactions with related

parties. Meanwhile, the details of significant accounts with

related parties (the Government, Government’s entities or

otherwise) are as follows:

urAIAN 2013 2012DeSCrIPTION

1 2 3

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

Securities

Piutang Lain-lain 359 491 Other Receivables

Piutang Jangka Panjang 70.678 70.678 Long-Term Receivables

Investasi Jangka Panjang 286.258 451.663 Long-Term Investments

Transaksi Pihak BerelasiTransactions with related Parties (jutaRupiah)|(million Rupiah)








PeruBAHAN PerATurAN PeruNDANg-uNDANgAN

yANg BerPeNgAruH SIgNIfIKAN



Pelayanan Navigasi Penerbangan Indonesia (LPPNPI),

jasa pelayanan penerbangan (ATS) tidak dikelola oleh

Perseroan sejak tanggal 16 Januari 2013 pukul 22.00 WIB. Hal

tersebut menyebabkan terjadinya penurunan pendapatan

operasional dan aset yang signifikan dikarenakan pengalihan

pelayanan jasa penerbangan dan peralatan kenavigasian.

Selain itu, Kantor Cabang Pusat Pengendali Lalu Lintas

Penerbangan Makassar (MATSC) juga diambil alih oleh

Perum LPPNPI.

PeruBAHAN KeBIJAKAN AKuNTANSI

Perseroan menerapkan Pernyataan Standar Akuntansi

Keuangan (PSAK) dan Interpretasi Standar Akuntansi

Keuangan (ISAK) baru dan revisi yang efektif sejak tanggal 1

Januari 2012 sebagai berikut.

PSAK No. 60, “Instrumen Keuangan: Pengungkapan”

Standar yang baru menggabungkan dan memperluas

sejumlah persyaratan pengungkapan yang telah ada

sebelumnya dan menambahkan beberapa pengungkapan

baru.

Penerapan standar dan interpretasi yang baru dan direvisi

berikut ini, tidak menyebabkan perubahan signifikan

terhadap kebijakan akuntansi Perseroan dan tidak

berdampak material terhadap jumlah yang dilaporkan

dalam Laporan Keuangan.

CHANge IN LAWS AND reguLATIONS Of SIgNIfICANT

IMPACT


concerning LPPNPI Public Company (the Indonesian Air

Navigation Service Provider Institution)), air traffic services

(ATS) are not managed by Angkasa Pura Airports anymore

since January 16, 2013 at 22.00 Western Indonesian Time.

This has caused a significant decrease in operating revenues

and assets due to the takeover of air traffic services and

navigation equipment. In addition, the Branch Office of the

Makassar Air Traffic Service Center (MATSC) has also been

taken over by the LPPNPI Public Company.

CHANge IN ACCOuNTINg POLICy

The Company applied the new, revised Statements of

Financial Accounting Standard (PSAK) and Interpretation

of Financial Accounting Standards (ISAK) which is effective

since January 1, 2012 as follows:

PSAK No. 60, “Financial Instrument: Disclosure”

The new standard which combines and extends a number

of previously existing disclosure requirements and adding

several new disclosures.

The application of the new, revised standards and

interpretation as follows does not cause any significant

change in the Company’s accounting policies and has no

material effect on the amounts reported in the Financial

Statements.

urAIAN 2013 2012DeSCrIPTION

1 2 3

LIABILITAS LIABILITIES

Utang Lancar Lain-lain 196.866 462.622 Other Current Liabilities

EKUITAS EQUITY

Bantuan Pemerintah yang Belum

Ditentukan Statusnya

2.960.796 3.540.729 Government’s Assistance with

Undetermined Status

163

• PSAK No. 10 (Revisi 2010), “Pengaruh Perubahan Kurs

Valuta Asing”

• PSAK No. 13 (Revisi 2011), “Properti Investasi PSAK No.

16 (Revisi 2011), “Aset Tetap”

• PSAK No. 24 (Revisi 2010), “Imbalan Kerja”

• PSAK No. 26 (Revisi 2011), “Biaya Pinjaman”

• PSAK No. 30 (Revisi 2011), “Sewa”

• PSAK No. 34 (Revisi 2010), “Kontrak Konstruksi”

• PSAK No. 50 (Revisi 2010), “Instrumen Keuangan:

Penyajian”

• PSAK No. 53 (Revisi 2010), “Pembayaran Berbasis Saham”

• PSAK No. 55 (Revisi 2011), “Instrumen Keuangan:

Pengakuan dan Pengukuran”

• PSAK No. 56 (Revisi 2010), “Laba per Saham”

• ISAK No. 15, “PSAK No. 24 Batasan Aset Imbalan Pasti,

Persyaratan Pendanaan Minimum dan Interaksinya”

• ISAK No. 20, “Pajak Penghasilan Perubahan dalam Status

Pajak Entitas atau Para Pemegang Saham”

• ISAK No. 24, “Evaluasi Substansi Beberapa Transaksi yang

Melibatkan Suatu Bentuk Legal Sewa”

• ISAK No. 25, “Hak Atas Tanah”

• PSAK No. 11, “Penjabaran Laporan Keuangan Dalam

Mata Uang Asing”

• PSAK No. 27, “Akuntansi Koperasi”

• PSAK No. 29, “Akuntansi Minyak dan Gas Bumi”

• PSAK No. 44, “Akuntansi Aktivitas Pengembangan

RealEstate”

• PSAK No. 47, “Akuntansi untuk Tanah”

• PSAK No. 52, “Mata Uang Pelaporan”

• ISAK No. 4, “Alternatif Perlakuan yang Diizinkan Atas

Selisih Kurs”

• ISAK No. 5, “Pelaporan Perubahan Nilai Wajar Investasi

Efek dalam Kelompok Tersedia Untuk Dijual”

Beberapa hal yang terpengaruh atas perubahan kebijakan

akuntansi Perseroan sehubungan dengan penerapan

standar akuntansi baru sebagai berikut.

a. Penyajian Laporan Keuangan

Perseroan menerapkan revisi PSAK No. 1 (Revisi 2009),

“Penyajian Laporan Keuangan” yang berlaku efektif

pada tanggal 1 Januari 2011. Perubahan signifikan

atas standar akuntansi ini terhadap Perseroan sebagai

berikut.

• PSAKNo.10(2010Revision),“EffectofChangeinForeign

Currency Exchange Rate”

• PSAKNo.13(2011Revision),“InvestmentProperty”

• PSAKNo.16(2011Revision),“FixedAssets”

• PSAKNo.24(2010Revision),“WorkCompensation”

• PSAKNo.26(2011Revision),“LoanExpenses”

• PSAKNo.30(2011Revision),“Rents”

• PSAKNo.34(2010Revision),“ConstructionContract”

• PSAK No. 50 (2010 Revision), “Financial Instruments:

Presentation”

• PSAKNo.53(2010Revision),“Shares-BasedPayment”

• PSAK No. 55 (2011 Revision), “Financial Instrument:

Recognition and Measurement”

• PSAKNo.56(2010Revision),“EarningsperShare”

• ISAK No. 15, “PSAK No. 24 Definition of Fixed-Return

Assets, Requirements for Minimum Funding and its

Interaction”

• ISAKNo. 20,“Revised IncomeTax in theTax Status of

Entity or Shareholders”

• ISAK No. 24, “Evaluation of the Substance of Several

Transactions Involving a Legal Form of Rent”

• ISAKNo.25,“RightsonLand”

• PSAK No. 11, “Elaboration of Financial Statements in

Foreign Currency”

• PSAKNo.27,“AccountingforCooperatives”

• PSAKNo.29,“AccountingforOilandGas”

• PSAK No. 44, “Accounting for Activities in Real Estate

Development”

• PSAKNo.47,“AccountingforLand”

• PSAKNo.52,“ReportingCurrency”

• ISAK No. 4, “Permitted Alternative Treatment on

Exchange Rate Difference”

• ISAKNo.5,“ReportingoftheFairValueofInvestmentsin

Securities in the Available-for-Sale Category”

Several matters impacted by the change in the Company’s

accounting policy in connection with the application of the

new accounting standards are as follows:

a. Presentation of Financial Statements

The Company applies the revision of PSAK No. 1 (2009

Revision), “Presentation of Financial Statements” which

is effective from January 1, 2011. Significant impact of

this accounting standard on the Company is as follows:








• Laporan Keuangan terdiri dari Laporan Posisi

Keuangan, Laporan Laba Rugi Komprehensif, Laporan

Perubahan Ekuitas , Laporan Arus Kas dan Catatan

atas Laporan Keuangan, serta tambahan Laporan

Posisi Keuangan yang menunjukan saldo awal (karena

adanya reklasifikasi). Sebelum 1 Januari 2011, Laporan

Keuangan terdiri atas Laporan Posisi Keuangan, Laporan

Laba Rugi Komprehensif, Laporan Perubahan Ekuitas,

Laporan Arus Kas dan Catatan atas Laporan Keuangan .

• Tambahan pengungkapan diwajibkan, antara lain

manajemen risiko.

Sesuai dengan yang disyaratkan dalam revisi standarakuntansi,

informasi pembanding telah disajikan kembali.Oleh karena

dampak perubahan kebijakan akuntansi hanyaberdampak

terhadap aspek penyajian, maka perubahantersebut tidak

berpengaruh terhadap laba per saham.

b. Penentuan dan Penyajian Segmen Operasi

Mulai tanggal 1 Januari 2011, Perseroan menentukan

danmenyajikan segmen operasi berdasarkan

informasi yangsecara internal disajikan untuk Direksi,

yang merupakanpengambil keputusan operasional

Perseroan. Perubahankebijakan akuntansi ini sejalan

dengan penerapan PSAK No.5 (Revisi 2009), “Segmen

Operasi”. Sebelum 1 Januari 2011, segmen operasi

ditentukan dan disajikan sesuai denganPSAK No. 5

(Revisi 2000), “Segmen Operasi”.

Berdasarkankebijakan akuntansi yang baru, segmen operasi

disajikansebagai berikut.

Segmen operasi adalah komponen dari entitas yang

terlibatdalam aktivitas bisnis yang menghasilkan pendapatan

danmenimbulkan beban, termasuk pendapatan dan beban

yangterkait dengan transaksi dengan komponen lain

entitas, yang hasil operasinya dikaji ulang secara berkala

olehpengambil keputusan operasional untuk membuat

keputusanmengenai sumber daya yang akan dialokasikan

padasegmen tersebut dan menilai kinerjanya, serta

tersediainformasi keuangan yang dapat dipisahkan.

• FinancialStatementsconsistofStatementsofFinancial

Position, Statements of Comprehensive Income,

Statements of Change in Equity, Statements of Cash

Flows and Notes to Financial Statements, as well as

additional Statements of Financial Position indicating

the beginning balances (due to reclassification). Before

January 1, 2011, Statements of Financial Position,

Statements of Comprehensive Income, Statements of

Change in Equity, Statements of Cash Flows and Notes

to Financial Statements.

• Some additional disclosures are mandatory, among

other things: risk management.

In accordance with the requirement of the revised

accounting standards, comparison information has been

restated. Since the change in accounting policy has only

an impact on the presentation aspect, the change has no

impact on earnings per share.

b. Specification and Presentation of Operational Segments

Starting from January 1, 2011, the Company specifies

and presents operational segments based on the

information internally presented to the Board of

Directors, which acts as the Company’s operational

decision maker. The change in accounting policy is in

line with the application of PSAK No.5 (2009 Revision),

“Operational Segments”. Before January 1, 2011,

operational segments are specified and presented

pursuant to PSAK No. 5 (2000 Revision), “Operational

Segments”.

Under the new accounting policy, operational segments are

presented as follows:

Operational segment is a component of an entity involved

in business activities which 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 in order to make decisions on

the resources to be allocated to such segment and assess

its performance, for which separable financial information is

available.

165

Adapun standar akuntansi yang akan dicabut efektif pada

tanggal 1Januari 2012 adalah

• PSAK No. 27 “ Akuntansi Koperasi”;

• PSAK No. 39 “Akuntansi Kerja Sama Operasi”;

• PSAK No. 51, “Akuntansi Kuasi-Reorganisasi”.

Perseroan sedang dalam proses menganalisis dampak

yangakan ditimbulkan dari penerapan standar-standar ini.

Sedangkan, interpretasi yang telah diterbitkan tapi belum

berlaku efektif untukperiode yang dimulai pada atau setelah

1 Januari 2014 adalah:

• ISAK 27,“Pengalihan Aset Dari Pelanggan”;

• ISAK 28,“Pengakhiran Liabilitas Keuangan Dengan

InstrumenEkuitas”.

Evaluasi awal oleh manajemen menunjukkan bahwa

standar initidak berdampak terhadap Laporan Keuangan

Konsolidasian.

Meanwhile, the accounting standards which have been

revoked on January 1, 2012 are:

• PSAKNo.27“AccountingforCooperatives”;

• PSAKNo.39“AccountingforJointOperation”;

• PSAKNo.51,“AccountingforQuasi-Reorganization”.

The Company is in the process of analyzing the impact

which will be caused by the application of these standards.

Meanwhile, interpretations which have been issued but

have not effective for the period starting on or after January

1, 2014 are:

• ISAK27,“AssignmentofAssetsfromCustomers”;

• ISAK 28, “Termination of Financial Liabilities by Using

Equity Instruments”.

The initial evaluation by the management indicated that

these standard have no impact on Consolidated Financial

Statements.








GooD corporaTe GoVernanceTata Kelola Perusahaan

167

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.





TATA KELOLA PERUSAHAANGOOD CORpORATE GOVERNANCE



Angkasa Pura Airport sangat menyadari bahwa GCG sangat

diperlukan untuk mewujudkan corporate sustainability. Oleh

karenanya, Perseroan bertekad mentransformasikan GCG

menjadi sebuah corporate culture. 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.

KOMITMeN gCg

Komitmen Perseroan dalam menyelenggarakan Tata Kelola

Perusahaan yang Baik (good corporate governance/GCG)

merupakan suatu landasan yang kuat dan berkelanjutan

bagi sebuah Perseroan. Hal tersebut merupakan elemen

penting dalam menjalankan bisnis sehingga bermanfaat

bagi kepentingan seluruh pemangku kepentingan.

Perseroan telah menerapkan prinsip dan praktik GCG

dalam manajemen dan pengelolaan bisnis usahanya,

sehingga dapat melindungi Para Pemangku Kepentingan

dengan efektif. Prinsip-prinsip GCG meliputi Transparansi,

Akuntabilitas, Tanggung Jawab, Independesi dan Kewajaran.

Penerapan kelima prinsip GCG tersebut dapat dilihat dalam

berbagai bidang kegiatan, antara lain:

Transparansi

Perseroan menjunjung tinggi azas keterbukaan sebagai

bentuk transparansi dalam memberikan informasi yang

relevan kepada para pemangku kepentingan. Informasi

yang disampaikan tidak hanya merupakan informasi

yang diharuskan, akan tetapi juga berupa informasi lain

yang bermanfaat bagi para pemangku kepentingan

dalam pengambilan keputusan mereka. Secara berkala,

keterbukaan Perseroan juga dilakukan dengan penerbitan

Laporan Manajemen Triwulanan dan Tahunan, Laporan

Tahunan, Laporan Keterbukaan Informasi maupun Paparan

Publik.

Terkait dengan penerapan prinsip transparansi, salah satu

upaya yang dilakukan oleh Perseroan adalah dengan

selalu memperbaharui situs Perseroan. Hal ini dikarenakan

bahwa situs Perseroan merupakan gerbang informasi bagi

masyarakat, Pemegang Saham maupun para pemangku

kepentingan. Seluruh pemangku kepentingan akan

mendapatkan akses informasi yang sama melalui situs

Perseroan.

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.

gCg COMMITMeNT

The Company’s Commitment in implementing Good

Corporate Governance (GCG) is a strong and sustainable basis

for a Company. This is an important element in conducting a

business, in order to be beneficial for all stakeholders.

The Company has implemented GCG principles and practices

in the management and administration of its business, in

order to protect the Stakeholders effectively. GCG principles

consist of Transparency, Accountability, Responsibility,

Independence and Fairness. The implementation of these

five GCG principles can be seen in various fields of activities,

among other things:

Transparency

The Company upholds the principle of openness as a form

of transparency in providing relevant information to the

stakeholders. The information submitted does not only

consist of required information, but also other information

which is useful for the stakeholders in their decision

making. On a regular basis, the Company’s openness is also

manifested through the issuance of Quarterly and Annual

Management Report, Annual Report, Information Openness

Report, and Public Expose.

Related to the implementation of transparency principle,

one of the efforts made by the Company is by always

updating its website. This is because the Company’s website

is the gateway to information for public, Shareholders, and

stakeholders. All stakeholders will have access to the same

information through the Company’s website.

169

Akuntabilitas

Perseroan harus dapat mempertanggungjawabkan

kinerjanya secara transparan dan wajar. Untuk itu Perseroan

harus dikelola secara benar, terukur, dan sesuai dengan

kepentingan Perseroan dengan tetap memperhitungkan

kepentingan Pemegang Saham dan pemangku kepentingan

lainnya.

Perseroan menekankan pada hak, kewajiban, wewenang

dan tanggung jawab Dewan Komisaris, Direksi, serta Para

Pemangku Kepentingan. Pertemuan untuk mengambil

keputusan strategis

dilakukan secara teratur baik antara sesama anggota Dewan

Komisaris, Direksi, maupun Manajemen.

Tanggung Jawab

Sebagai Perseroan yang senantiasa mengedepankan

prinsip-prinsip GCG, kepatuhan terhadap hukum, peraturan

pemerintah daerah serta peraturan perpajakan, wajib

dipenuhi untuk kepentingan jangka panjang para Pemegang

Saham. Disamping itu sebagai bagian dari tanggung jawab

terhadap masyarakat dan lingkungan alam, secara berkala

Perseroan ikut terlibat dalam berbagai kegiatan tanggung

jawab sosial Perseroan.

Independensi

Manajemen Perseroan terdiri dari para profesional yang

bertanggung jawab untuk memastikan bahwa kegiatan

usaha telah dilakukan dengan mengantisipasi kebutuhan

dan harapan pasar, serta memperhatikan prinsip-prinsip

Tata Kelola Perseroan. Pengambilan keputusan dibuat

secara independen dan obyektif untuk kepentingan terbaik

Perseroan beserta Para Pemangku Kepentingan.

Kewajaran

Dalam menjalankan tugasnya, seluruh karyawan dan

manajemen dituntut untuk memiliki profesionalisme dan

integritas yang tinggi. Setiap tindakan harus sesuai dengan

sistem dan prosedur yang berlaku di Perseroan berdasarkan

asas kewajaran dan kesetaraan.

Accountability

The Company must be able to account for its performance

in a transparent and reasonable way. For that purpose, the

Company must be managed properly, measurable, and

in accordance with the Company’s interest by taking into

account the interest of Shareholders and other stakeholders.

The Company puts emphasis on the rights, obligations,

authorities, and responsibilities of the Board of Commissioners,

Board of Directors, and Stakeholders. Meetings for making

strategic decisions are conducted regularly, between fellow

members of the Board of Commissioners, Board of Directors,

as well as Management.

responsibility

As a Company which always promotes the GCG principles,

compliance to law, government regulation, and taxation

rules must be fulfilled for the Shareholders’ long-term

interest. In addition, as part of responsibility to community

and natural environment, the Company is regularly involved

in various Company Social Responsibility activities.

Independence

The Company’s Management consists of professionals

responsible for ensuring that business activities have been

conducted by anticipating market demand and expectation,

as well as taking into account the principles of Corporate

Governance. Decision making is conducted independently

and objectively for the best interest of the Company and

Stakeholders.

fairness

In performing their duties, all employees and management

is required to have high professionalism and integrity. Each

action must be in accordance with the system and procedure

applicable at the Company based on the principles of

fairness and equality.








Penerapan di Perseroan bertujuan untuk:

1. Mengarahkan dan mengendalikan hubungan kerja

Organ Perseroan, yaitu antara Rapat Umum Pemegang

Saham (RUPS), Dewan Komisaris dan Direksi;

2. Meningkatkan pertanggungjawaban pengelolaan

Perseroan kepada Pemegang Saham dengan tetap

memperhatikan kepentingan para pemangku

kepentingan;

3. Menciptakan kejelasan hubungan kerja antara

Perseroan dengan para pemangku kepentingan;

4. Mendorong dan mendukung pengembangan usaha,

pengelolaan sumber daya Perseroan dan pengelolaan

risiko secara lebih efektif sehingga meningkatkan nilai

Perseroan;

5. Mengarahkan pencapaian visi dan misi Perseroan;

6. Meningkatkan profesionalisme sumber daya manusia;

7. Menjadi dasar implementasi dan pengembangan

Budaya Perseroan

gCg rOADMAP

GCG Compliance merupakan fase pertama yang menjadi

komitmen perusahaan. Dalam fase ini perseroan

berkomitmen untuk mematuhi peraturan perundang-

undangan yang ada dalam memenuhi prinsip-prinsip GCG.

Kepatuhan terhadap peraturan perundang-undangan

merupakan suatu hal yang sangat penting bagi Perseroan.

Hal ini terlihat dari seluruh kebijakan Perseroan yang

mengacu pada ketentuan dan peraturan yang berlaku.

gCg rOADMAPANgKASA PurAAIrPOrTSGCG roadmap of anGkasa pura airports

CulturePerformance

ConformanceCompliance

gCg implementation at the Company is aimed at:

1. Directing and controlling the working relationship of

the Company’s Organs, namely between the General

Shareholders Meeting (GSM), Board of Commissioners,

and Board of Directors;

2. Improving the accountability of the Company’s

management to Shareholders by still taking into

account stakeholders’ interest;

3. Creating clarity in the working relationship between

the Company and stakeholders;

4. Encouraging and supporting business development,

the Company’s human resource management, and

more effective risk management in order to increase

the Company’s value;

5. Directing the achievement of the Company’s vision

and mission;

6. Improving human resource professionalism;

7. Serving as the basis for implementation and

development of Company Culture.

gCg rOADMAP

The Company has a long-term plan to achieve GCG as its

culture. In order to achieve this objective, the Company has

prepared a GCG Roadmap. GCG Roadmap is phases in GCG

implementation up to the achievement of GCG as culture.

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.

171

Fase berikutnya dalam GCG roadmap adalah conformance.

Pada fase ini, Perseroan bertekad untuk mengupayakan

bahwa Perseroan berperilaku sesuai dengan berbagai

aspek yang menjadi prinsip GCG. Perseroan akan senantiasa

melakukan perbaikan yang kontinyu melalui pembenahan

struktur GCG dan GCG assessment dan tindak lanjutnya.

Dengan melakukan assessment secara kontinyu, diharapkan

akan terjadi perbaikan yang kontinyu, sehingga perilaku

Perseroan memiliki kesesuaian dengan prinsip-prinsip GCG.

Selanjutnya adalah fase performace yang menunjukkan

bahwa Perseroan telah mendapatkan manfaat yang

nyata dari penerapan prinsip-prinsip GCG. Manfaat nyata

dari penerapan prinsip-prinsip GCG tentu saja tidak bisa

dilihat dalam jangka pendek. Perseroan berkomitmen

untuk tidak hanya mementingkan kinerja jangka pendek

dengan mengorbankan kinerja jangka panjang. Kedua

sistem pengukuran kinerja tersebut harus dilakukan secara

konsisten.

Dalam fase corporate culture, diharapkan prinsip-prinsip

GCG telah menjadi budaya perusahaan. Hal ini dikarenakan

Perseroan telah merasakan dampak dari fase performance.

Dengan patuh pada aturan perundang-undangan,

berperilaku sesuai dengan prinsip-prinsip GCG dan

merasakan manfaat dari penerapan prinsip-prinsip GCG,

diharapkan GCG akan menjadi budaya perusahaan di masa

yang akan datang.







The next phase of the roadmap is a conformance GCG. In

this phase, the Company determined to pursue that behave

in accordance with the Company's various aspects of the

principles of good corporate governance. The Company

will continue to perform continuous improvement through

reform GCG GCG structure and assessment and follow-up.

By doing continuous assessment, expected continuous

improvement will occur, so that the behavior The Company

has conformity with the principles of good corporate

governance.

The next phase is the performace that shows that the

Company has benefited the apparent from the application

of the principles of good corporate governance. The real

benefit from the application of the principles of good

corporate governance course can not seen in the short term.

The Company is committed not only concerned with short-

term performance at the expense of long-term performance.

second. The performance measurement system should be

carried out consistent.

In a corporate culture phase, expected to principles GCG has

been the company's culture. This is because The company

has felt the impact of the performance phase. With abide

by the rules and regulations, behave in accordance with

the principles of good corporate governance and benefit

from the application of the principles of good corporate

governance, GCG will be expected in future corporate culture

that will come.


Strategi Implementasi

Perseroan menyusun strategi implementasi GCG yang

konsisten dan sesuai dengan tujuan serta sasaran

pengelolaan Perseroan dalam business plan maupun

strategic plan. Strategi implementasi GCG Perseroan selama

2013 dilaksanakan dengan inisiatif perlindungan terhadap

hak Pemegang Saham, optimalisasi peran dan fungsi

Dewan Komisaris, Direksi dan Komite, peningkatan fungsi

manajemen risiko dan pengendalian internal, efektivitas

penanganan pengaduan pelanggan dan peningkatan

fungsi kepatuhan.

Awareness gCg

Awareness GCG Perseroan bertujuan untuk memperkenalkan

dan memberikan pemahaman awal mengenai pentingnya

implementasi GCG bagi insan Perseroan sehingga dapat

menumbuhkan kesadaran bersama dalam penerapan tata

kelola Perseroan yang berkelanjutan. Kegiatan awareness

GCG dilakukan mulai dari karyawan baru sampai dengan

dilaksanakannya GCG refreshment bagi karyawan.

Pelaksanaan awareness GCG tersebut didokumentasikan

dalam bentuk laporan formal sebagai bukti yang diperlukan

dalam kegiatan assessment GCG maupun penyusunan

Annual Report.

Strategi Implementasi

AwarenesgCg

PengukuranImplementasi

gCg

MonitoringImplementasi

gCg

ImplementasigCg

ImplementasigCgAngkasapura Airport

TAHAPAN IMPLeMeNTASI

Dalam mewujudkan GCG Roadmap, tahapan Implement

Implementation Strategy

The Company prepares a consistent GCG implementation

strategy, in accordance with its management objective

and goals in its business plan as well as strategic plan.

The Company’s GCG implementation strategy for 2013

is implemented with the initiative on protection of the

Shareholders’ rights, optimalization of role and function

of the Board of Commissioners, Board of Directors, and

Committee, improvement of risk management and internal

control function, effectiveness of customer complaint

handling and improvement of compliance function.

gCg Awareness

The Company’s GCG Awareness is aimed at introducing

and providing initial understanding of the importance

of GCG implementation for the Company’s members in

order to develop common awareness in the continuous

implementation of Corporate Governance. GCG awareness

activities are conducted starting from new employees up

to GCG refreshment for employees. The implementation of

GCG awareness is documented in the form of formal report

as evidence required for GCG assessment and Annual Report

preparation.

173

Implementasi gCg

Kegiatan implementasi GCG diformulasikan dalam bentuk

revitalisasi proses bisnis, restrukturisasi organisasi, serta

tindak lanjut rekomendasi atas hasil assessment GCG.

Kegiatan implementasi GCG Perseroan tersebut diwujudkan

dalam beberapa aktivitas, antara lain menyusun dan

menyempurnakan berbagai kebijakan dan prosedur

pengelolaan Perseroan, menata struktur organisasi yang

sejalan dengan praktik terbaik dalam tata kelola Perseroan

untuk meningkatkan kinerja Perseroan dan melaksanakan

tindak lanjut rekomendasi self-assessment GCG dan evaluasi

tindak lanjut rekomendasi self-assessment sebelumnya.

Monitoring Implementasi gCg

Proses monitoring atas implementasi GCG dilakukan

guna memastikan keberhasilan pelaksanaannya dengan

melakukan koordinasi dengan pihak-pihak yang

berkepentingan dan didokumentasikan dalam bentuk

laporan formal sebagai bukti yang nantinya akan diperlukan

dalam kegiatan assessment GCG maupun penyusunan

Annual Report.

Pengukuran Implementasi gCg

Landasan yuridis pelaksanaan assessment GCG di Perseroan

mengacu pada Peraturan Menteri BUMN Nomor: PER-01/

MBU/2011 tanggal 1 Agustus 2011 tentang Penerapan Tata

Kelola Perusahaan yang Baik (Good Corporate Governance)

pada Badan Usaha Milik Negara. Kegiatan pengukuran

implentasi GCG tersebut dilakukan melalui pihak independen

dan self assessment.

PeNguKurAN IMPLeMeNTASI gCg

Secara berkala, Perseroan melakukan pengukuran

implementasi GCG. Melalui proses pengukuran tersebut,

Perseroan bertujuan untuk :

• Menguji dan menilai penerapan GCG melalui elaborasi

kondisi penerapan GCG dan pembandingan dengan

indikator dan parameter pengujian yang telah

ditentukan.

• Memberikan gambaran hasil pengukuran melalui

pemberian nilai atas penerapan GCG, berikut

rekomendasi perbaikan yang diusulkan, guna

mengurangi kesenjangan antara tataran praktik dengan

indikator dan parameter pengujian.

• Memantau konsistensi penerapan GCG di lingkungan

organisasi bright PLN Batam, serta untuk memperoleh

gCg Implementation

GCG implementation activities are formulated in the form of

business process revitalization, organizational restructuring,

and recommendation follow-up on GCG assessment result.

The Company’s GCG implementation is manifested in several

activities, among other things, drafting and perfecting

various policies and procedures on the Company’s

management, preparing an organizational structure in line

with best practice in Corporate governance to improve

the Company’s performance and implementing GCG self-

assessment recommendation follow-up as well as evaluating

recommendation follow-up of the previous self-assessment.

gCg Implementation Monitoring

GCG implementation monitoring process is conducted to

ensure the success of its implementation by coordinating

with the interested parties, and is documented in the form

of formal report as evidence which will be required later for

GCG assessment and Annual Report preparation.

gCg Implementation Measurement

The judicial basis of the implementation of GCG assessment

at the Company refers to Regulation of Minister of State-

Owned Enterprises Number: PER-01/MBU/2011 dated

August 1, 2011 concerning Good Corporate Governance

Implementation on State-Owned Enterprises. GCG

implementation measurement activity is conducted through

an independent party and through self-assessment.

gCg IMPLeMeNTATION MeASureMeNT

On a regular basis, the Company performs measurement on

GCG implementation. Through this measurement process,

the Company aims to:

• TestandassessGCGimplementationbyelaboratingthe

condition for GCG implementation and comparing it to

the specified testing indicator and parameter.

• Give a representationofmeasurement result through

the assignment of score on GCG implementation, along

with the proposed recommendation for improvement,

in order to reduce the gap between the practice level

and testing indicator and parameter.

• MonitortheconsistencyofGCGimplementationwithin

the organization of bright PLN Batam, and to obtain








input for the sake of perfection of GCG policies.

• Encouragemoreprofessional,transparent,andefficient

management of bright PLN Batam, as well as empower

the function and increase the independency of the

Company’s Organs.

The judicial basis for GCG assessment implementation at the

Company refers to Regulation of Minister of State-Owned

Enterprises Number: PER-01/MBU/2011 dated August 1, 2011

concerning Good Corporate Governance Implementation

on State-Owned Enterprises. GCG implementation

measurement activity is conducted through an independent

party and through self-assessment (internal) for evaluating

the effectiveness GCG implementation in the Company.

Based on assessment of GCG implementation for the 2012

period, which was conducted from May 20, 2013 until August

19, 2013, GCG implementation at the company achieved the

score 74.237 out of 100 with “FAIRLY GOOD” classification.

The summary of assessment/evaluation result on GCG is as

follows:

masukan demi penyempurnaan dan pengembangan

kebijakan GCG.

• Mendorong pengelolaan bright PLN Batamyang

semakin profesional, transparan, dan efisien,

serta memberdayakan fungsi dan meningkatkan

kemandirian Organ Perseroan.

Landasan yuridis pelaksanaan assessment GCG di Perseroan

mengacu pada Peraturan Menteri BUMN Nomor: PER-01/

MBU/2011 tanggal 01 Agustus 2011 tentang Penerapan Tata

Kelola Perusahaan Yang Baik (Good Corporate Governance)

pada Badan Usaha Milik Negara. Dalam pelaksanaan

assessment GCG, Perseroan melakukannya melalui pihak

independen dan melaksanakan self assessment secara

mandiri (internal) untuk melakukan evaluasi atas efektivitas

penerapan GCG di dalam Perseroan.

Berdasarkan assesment terhadap penerapan GCG untuk

periode tahun 2012 yang dilakukan sejak tanggal 20 Mei

2013 sampai dengan tanggal 19 Agustus 2013 , bahwa

penerapan GCG pada Perseroan mencapai nilai 74,237

dari bobot maksimum 100 dengan klasifikasi ‘’CUKUP BAIK.

Ringkasan hasil penilaian / evaluasi atas penerapan GCG

sebagai berikut:

ASPeK PeNguJIAN / INDIKATOr / PArAMeTer

TESTING ASPECT/ INDICATOR/PARAMETER

BOBOTWEIGHT

CAPAIAN TAHuN 2013ACHIEVEMENT IN 2013

eXAMINATION ASPeCT/INDICATOR/PARAMETER

SKOrSCORE

% PeNCA-PAIAN

ACHIEVE-MENT

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 TOTAL SCOre

KLASIfIKASI KuALITAS PeNerAPAN gCg CuKuP BAIKfAIrLy gOOD

gCg IMPLeMeNTATION QuALITy CLASSIfICATION

175

Dari hasil assessment tersebut terdapat 75 rekomendasi.

Perseroan berkomitmen untuk menindaklanjuti rekomendasi

tersebut di tahun 2014. Perseroan telah berupaya untuk

menindaklanjuti guna perbaikan secara berkelanjutan.

KeBIJAKAN gCg

Kebijakan tata kelola perusahaan yang baik antara lain

meliputi pemisahan tugas dan tanggung jawab yang jelas

di antara Direksi dan Dewan Komisaris, check and balances,

strategi Perseroan yang jelas, etika bisnis, hubungan yang

harmonis dengan seluruh pemangku kepentingan, dan

pengawasan operasional.

Beberapa pedoman-pedomanv dan kebijakan Perseroan

dalam pelaksanaan penerapan GCG meliputi:

a. Pernyataaan Tata Kelola Perusahaan,

b. Pedoman Perilaku (Code of Conduct),

c. Pedoman Kebijakan Perseroan (Code of Corporate

Governance),

d. Board Manual,

e. Piagam Komite Audit,

f. Piagam Satuan Pengawasan Intern,

g. Kebijakan Pengelolaan Risiko,

h. Perjanjian Kerja Bersama (PKB) antara manajemen dan

Serikat Pekerja yang menyepakati aturan-aturan terkait

dengan hubungan industrial ketenagakerjaan dan aspek

kedisiplinan, serta

i. Kebijakan lainnya yang berhubungan dengan

stakeholders yang mengatur hak dan kewajiban

karyawan, pelanggan, dan pemasok.

Perseroan beserta seluruh jajarannya telah berkomitmen

penuh untuk melaksanakan praktik GCG dalam setiap

pengelolaan bisnis. Implementasi dilakukan dengan terus

berupaya melakukan sosialisasi dan internalisasi prinsip-

prinsip GCG di antara semua anggota Dewan Komisaris,

Direksi dan karyawan Perseroan sehingga menjadi suatu

tradisi yang harus diimplementasikan dalam setiap aktivitas

bisnis sehari-hari. Setiap karyawan Perseroan diwajibkan

menandatangani lembar komitmen sebagai pernyataan

memahami dan siap melaksanaan pedoman perilaku

agar karyawan mengetahui, memahami dan menjalankan

ketentuan-ketentuan yang berlaku di Perseroan dan tidak

melakukan hal-hal yang dilarang sehingga diharapkan dapat

meningkatkan integritas setiap karyawan.

Based on the assessment result, 75 recommendations are

obtained. The Company is committed to follow up these

recommendations in 2014.

gCg POLICIeS

Good corporate governance policies consist of, among

other things, clear separation of duties and responsibility

between the Board of Directors and Board of Commissioners,

check and balances, clear Company strategy, business

ethics, harmonious relationship with all stakeholders, and

operational supervision.

Some of the Company guidelines and policies in GCG

implementation are:

a. Statement of Corporate Governance,

b. Code of Conduct,

c. Code of Corporate Governance,

d. Board Manual,

e. Audit Committee Charter,

f. Internal Control Unit Charter,

g. Risk Management Policy,

h. Collective Employment Agreement between

management and Workers’ Union which agrees upon

rules related to labor industrial relation and the discipline

aspect, and

i. Other stakeholders-related policies which govern the

rights and obligations of employees, customers, and

suppliers.

The Company, along with its employees at all levels, has

fully committed to implement GCG practice in business

administration. The implementation is conducted by

continuously making efforts of dissemination and

internalization of GCG principles among all members

of Board of Commissioners, Board of Directors, and the

Company’s employees, until it becomes a tradition which

must be implemented in every day-to-day business activity.

Each employee of the Company must sign a commitment

sheet as a statement that he/she has understood and is

ready to implement the code of conduct and in order

that employees know, understand, and implement the

provisions applicable in the Company and do not commit

any prohibited matters, which is expected to improve the

integrity of each employee.








Kebijakan lain yang dilakukan Perseroan dalam upayanya

melaksanakan budaya GCG adalah membuat pengumuman

kepada seluruh karyawan untuk tidak meminta, memberikan

atau menerima hadiah dalam segala bentuk baik langsung

maupun tidak langsung kepada karyawan Perseroan.

Dukungan transparansi kerja sama di antara para pihak

dibutuhkan dalam mewujudkan komitmen Perseroan

untuk terus meningkatkan implementasi prinsip GCG dalam

berbagai program kerja. Hal tersebut dilakukan antara lain

dengan meningkatkan efektivitas kerja Komite Audit,

Komite Nominasi dan Remunerasi, serta Komite Risiko Usaha

dan GCG, Satuan Pengawas Intern, serta optimalisasi fungsi

Corporate Secretary.

Bagi Perseroan, penerapan GCG bukan sekedar untuk

memenuhi peraturan perundang-undangan, namun

juga Perseroan berkeyakinan bahwa implementasi

tata kelola perusahaan yang baik secara konsisten dan

berkesinambungan dapat meningkatkan reputasi dan

nilai Perseroan di mata pemangku kepentingan sebagai

tindak nyata pengembangan potensi bisnis. Perseroan juga

senantiasa bertindak sebagai korporasi yang baik, serta

melakukan keterbukaan informasi material secara tepat

waktu dan akurat.

Implementasi GCG yang efektif merupakan tantangan

strategis yang harus senantiasa ditingkatkan. Perseroan terus

berbenah diri menuju suatu organisasi yang berkomitmen

untuk menerapkan sistem tata kelola perusahaan yang baik.

Pengembangan GCG Perseroan senantiasa mengakomodir

adanya perubahan yang dinamis dan terbuka terhadap

konsep-konsep baru. Kredibilitas serta kepercayaan publik,

pemilik modal, pelanggan, serta pengguna jasa merupakan

faktor yang sangat menentukan bagi perkembangan dan

kelangsungan, serta meningkatkan nilai-nilai Perseroan.

PeNgeNDALIAN grATIfIKASI

Sebagai upaya dalam pencegahan tindak pidana korupsi dan

pengendalian gratifikasi, di tahun 2013 Perseroan melakukan

kerjasama dengan Komisi Pemberantasan Korupsi (KPK).

Kerjasama dengan KPK merupakan tekat Perseroannya

dalam mendorong dan memperkuat akuntabilitas Perseroan

dalam menjalankan pelayanan dan roda Perseroan. Hal ini

ditandai dengan penandatangan kerjasama yang dilakukan

Other policy made by the Company in its effort of

implementing GCG culture is by announcing to all

employees not to ask, give, or receive gifts in any form, either

directly or indirectly. Support in the form of cooperation

transparency between the parties is necessary in achieving

the Company’s commitment to keep improving the

implementation of GCG principle in various work programs.

This is implemented, among other things, by improving

work effectiveness of Audit Committee, Nomination and

Remuneration Committee, as well as Business Risk and GCG

Committee, Internal Control Unit, and the optimalization of

Corporate Secretary function.

For the Company, GCG implementation is not only for

complying with laws and regulations, but the Company

also believes that consistent, continuous good corporate

governance implementation may improve the Company’s

reputation and value in the eye of stakeholders as the real

action in developing business potential. The Company also

always acts as good corporate, and implement material

information openness timely and accurately.

Effective GCG Implementation is a strategic challenge

which must always be improved. The Company continues

to reorganize in order to become an organization with

commitment to implement good corporate governance

system.

The development of the Company’s GCG always

accommodates dynamic change and is open to new

concepts. Credibility and trust from public, capital owners,

customers, as well as service users are the determinants

of development and continuity, and will increase the

Company’s value.

grATIfICATION CONTrOL

In 2013, as an effort of preventing the criminal act of corrupting

and controlling gratification, the Company cooperated with

the Corruption Eradication Commission. Such cooperation

with the Corruption Eradication Commission is a form of the

Company’s determination in supporting and strengthening

its accountability in performing its service and conducting

its business. This is indicated with the signing of cooperation

by both parties. In 2014, in the effort of such control,

177

kedua belah pihak. Dalam upaya pengendalian ini, di tahun

2014 akan dibentuk Unit yang mengelola gratifikasi tersebut

OrgAN PerSerOAN

Sesuai dengan Undang Undang No. 40 tahun 2007 tentang

Perseroan Terbatas, Organ Perseroan terdiri dari Rapat

Umum Pemegang Saham, Direksi dan Dewan Komisaris.

• Rapat Umum Pemegang Saham, yang selanjutnya

disebut RUPS adalah Organ Perseroan yang mempunyai

wewenang yang tidak diberikan kepada Direksi atau

Dewan Komisaris dalam batas yang ditentukan dalam

Undang Undang dan/atau Anggaran Dasar;

• Dewan Komisaris adalah Organ Perseroan yang

bertugas melakukan pengawasan secara umum dan/

atau khusus sesuai dengan Anggaran Dasar, serta

memberi nasihat kepada Direksi;

• Direksi adalah Organ Perseroan yang berwenang dan

bertanggung jawab penuh atas pengurusan Perseroan

untuk kepentingan Perseroan, sesuai dengan maksud

dan tujuan Perseroan serta mewakili Perseroan, baik

di dalam maupun di luar pengadilan sesuai dengan

ketentuan Anggaran Dasar.

Organ Perseroan tersebut memainkan peran kunci

dalam keberhasilan pelaksanaan GCG. Organ Perseroan

menjalankan fungsinya sesuai dengan ketentuan

perundang-undangan, Anggaran Dasar Perseroan dan

ketentuan lainnya atas dasar prinsip bahwa masing-masing

organ mempunyai independensi dalam melaksanakan

tugas, fungsi dan tanggung jawabnya untuk kepentingan

Perseroan.

RUPS, Dewan Komisaris dan Direksi saling menghormati

tugas, tanggung jawab dan wewenang masing-masing

sesuai Peraturan Perundang-undangan dan Anggaran Dasar.

Untuk menjalankan aktivitas operasional sehari-hari,

Perseroan menjabarkan hal tersebut ke dalam berbagai

sistem dan prosedur. Sistem dan prosedur menjadi sebuah

komitmen bersama yang dijalankan secara terus menerus.

Untuk meningkatkan kinerja dan kepatuhan terhadap

implementasi prinsip-prinsip GCG, Perseroan mematuhi

peraturan perundang-undangan yang berlaku dan

memenuhi setiap prinsip-prinsip GCG.

the Company will establish a Unit which manages such

gratification.

COMPANy’S OrgANS

Pursuant to Law No. 40 year 2007 concerning Limited

Liabilities Companies, Company’s Organs consist of General

Shareholders Meeting, Board of Directors, and Board of

Commissioners.

• General ShareholdersMeeting, hereinafter referred to as

GSM, is the Company’s Organ which has the authority

not granted to the Board of Directors or Board of

Commissioners within the limit specified in Laws and/or

Articles of Association;

• BoardofCommissionersistheCompany’sOrganwiththe

duty of performing general and/or specific supervision in

accordance with the Articles of Association, and providing

advice to the Board of Directors;

• Board of Directors is the Company’s Organ which has

full authority and responsibility for the management of

Company for the interest of the Company, in accordance

with the Company’s purpose and objective and represents

the Company, in or outside the court, in accordance with

the provisions of the Articles of Association.

The Company’s Organs play the key role in the successful

GCG implementation. The Company’s Organs perform

their function in accordance with the provision of laws, the

Company’s Articles of Association, and other provisions based

on the principle that each organ has the independence in

performing its duties, function, and responsibility for the

interest of the Company.

GSM, the Board of Commissioners, and Board of Directors

shall respect each other’s duties, responsibility, and authority

in accordance Laws and Regulations and the Articles of

Association.

To perform day-to-day operational activities, the Company

elaborates it into various systems and procedures. Systems

and procedures become a collective commitment which is

implemented on an ongoing basis.

In order to improve performance and compliance with the

implementation of GCG principles, the Company complies

with the applicable laws and regulations and fulfills all GCG

principles.








rapat umum Pemegang Sahamgeneral Shareholders Meeting

Dewan KomisarisBoard of Commissioners

Komite AuditAudit Committee

Sekretaris PerusahaanCorporate Secretary

Komite risiko usaha dan gCgBusiness risk and gCg Committee

Satuan Pengawasan InternInternal Control unit

unit Kerja LainnyaOther Work units

DireksiBoard of Directors

179

rAPAT uMuM PeMegANg SAHAM (ruPS)

Rapat Umum Pemegang Saham (RUPS) mempunyai segala

wewenang yang tidak diberikan atau yang tidak dimiliki oleh

Direksi atau Dewan Komisaris. RUPS terdiri dari RUPS Tahunan

dan RUPS Luar Biasa. Proses pengumuman dan pemanggilan

RUPS dilakukan sesuai dengan ketentuan yang berlaku.

RUPS tahun 2013 telah diselenggarakan dengan

pemberitahuan dan undangan bagi Pemegang Saham

sesuai dengan ketentuan yang berlaku.

Pada 2013, Perseroan telah menyelenggarakan RUPS. Uraian

pelaksanaan RUPS tersebut dapat dilihat pada tabel berikut.

Pada 2013, Perseroan telah menyelenggarakan RUPS. Uraian

pelaksanaan RUPS tersebut adalah sebagai berikut:

geNerAL SHAreHOLDerS MeeTINg (gSM)

General Shareholders Meeting (GSM) has all authorities

which are not granted to or not possessed by the Board

of Directors or Board of Commissioners. GSM consists of

Annual GSM and Extraordinary GSM. GSM announcement

and invitation process is conducted in accordance with the

applicable provisions.

The 2013 GSM has been held with notification and invitation

to Shareholders in accordance with the applicable provisions.

In 2013, the Company has conducted the GSM. Description

of the implementation of GSM can be found in the following

table.








Pelaksanaan ruPS

Rabu, 15 Mei 2013 pukul 09.00 WIB s/d 10.15 WIB

Ruang Rapat Lantai 12 Kantor Kementerian BUMN

Jl. Medan Merdeka Selatan No. 13, Jakarta Pusat

Agenda ruPS

• Persetujuan Laporan Tahunan dan Pengesahan Laporan

Keuangan Tahun Buku 2012.

• Persetujuan Laporan Tahunan dan Pengesahan Laporan

Keuangan PKBL Tahun Buku 2012.

• Penetapan penggunaan laba bersih Perseroan Tahun

Buku 2012.

• Penetapan tantiem tahun buku 2012, serta gaji,

honorarium, tunjangan dan fasilitas lainnya untuk

Direksi dan Dewan Komisaris tahun buku 2013.

• Penunjukan Kantor Akuntan Publik (KAP).

Keputusan ruPS

• Menyetujui Laporan Tahunan yang disampaikan Direksi

mengenai keadaan dan jalannya Perseroan selama

tahun buku 2012 termasuk Laporan Pelaksanaan Tugas

Pengawasan Dewan Komisaris selama tahun buku

2012.

• Mengesahkan Laporan Keuangan Konsolidasian Tahun

Buku 2012 yang telah di audit oleh KAP Doli, Bambang,

Sulistiyanto, Dadang & Ali sebagaimana dalam

laporannya Nomor: R. 1.4/146/03/13 tanggal 8 Maret

2013.

• Mengesahkan Laporan Tahunan Program Kemitraan

Bina Lingkungan Tahun Buku 2012, termasuk Laporan

Keuangan yang telah di audit oleh KAP Doli, Bambang,

Sulistiyanto, Dadang & Ali sebagaimana dalam

laporannya nomor : R.I.4/086/03/13 tanggal 28 Februari

2013.

• Penetapan penggunaan laba bersih Perseroan tahun

buku 2012.

• Penetapan tantiem tahun buku 2012, serta gaji,

honorarium, tunjangan dan fasilitas lainnya untuk

tahun buku 2013 bagi Direksi dan Dewan Komisaris.

Persetujuan Kantor Akuntan Publik (KAP) untuk melakukan

general audit tahun buku 2013.

gSM Implementation

Wednesday, May 15, 2013, 09.00 to 10.15 Western Indonesian

Time at Meeting Room on 12th Floor, Office of the Ministry

ofState•OwnedEnterprisesJl.MedanMerdekaSelatanNo.

13, Central Jakarta

gSM Agenda

• Annual Report Approval and Ratification of Financial

Statement for Fiscal Year 2012.

• Annual Report Approval and Ratification of PKBL

Financial Statement for Fiscal Year 2012.

• StipulationofallocationoftheCompany’snetprofitfor

Fiscal Year 2012.

• StipulationofbonusforFiscalYear2012,aswellassalary,

honorarium, allowances, and other facilities for the

Board of Directors and Board of Commissioners for fiscal

year 2013.

• AppointmentofPublicAccountingFirm.

gSM Decision

• ApprovingtheAnnualReportsubmittedbytheBoard

of Directors on the condition and operations of the

Company during fiscal year 2012 including Report

on the Implementation of Board of Commissioners’

Supervisory Duty during fiscal year 2012.

• RatifyingtheConsolidatedFinancialStatementforFiscal

Year 2012 which has been audited by Doli, Bambang,

Sulistiyanto, Dadang & Ali Public Accounting Firm in

accordance with its report Number: R. 1.4/146/03/13

dated March 8, 2013.

• Ratifying the Annual Report of Corporate Social

Responsibility for Fiscal Year 2012, including Financial

Statements which has been audited by Doli, Bambang,

Sulistiyanto, Dadang & Ali Public Accounting Firm in

accordance with its report Number: R.I.4/086/03/13

dated February 28, 2013.

• StipulatingofallocationoftheCompany’snetprofitfor

fiscal year 2012.

• Stipulating of bonus for fiscal year 2012, as well as

salary, honorarium, allowances, and other facilities for

fiscal year 2013 for the Board of Directors and Board of

Commissioners.

Approving a Public Accounting Firm to conduct general

audit for fiscal year 2013.

181

Arahan ruPS

• Hasil evaluasi atas capaian kinerja seluruh segmen

usaha Non Aeronautika, maka terhadap segmen

usaha Non Aeronautika yang belum mencapai target

produksi dan perolehan pendapatan, termasuk kendala

dan hambatan yang terjadi, agar menjadi perhatian

dan dasar pertimbangan Direksi dengan pengawasan

Dewan Komisaris untuk dilakukan perbaikan dan

meningkatkan capaian kinerja segmen usaha Non

Aeronautika pada tahun 2013 dan tahun yang akan

datang.

Tindak Lanjut Arahan ruPS

Sudah dilaksanakan. Hal ini ditunjukkan dengan

peningkatan pendapatan non-aeronautika sebesar

Rp228,93 miliar atau 30% dari tahun sebelumnya.

• Pengembangan usaha Non Aeronautika (usaha

komersial) di Bandara Ngurah Rai, Bali agar

menjadi trigger (pemicu) bagi bandara-bandara

lainnya dalam rangka peningkatan pendapatan

usaha komersial.


Sudah dilakukan pola peningkatan pendapatan pada

Bandara Juanda, Bandara Sepinggan, serta Bandara

Sultan Hasanuddin.

• Direksi dengan pengawasan Dewan Komisaris

diminta senantiasa melakukan evaluasi dan

upaya-upaya peningkatan kinerja masing-masing

bandara untuk meningkatkan laba dan pelayanan

kepada customer. Terhadap bandara-bandara

yang kinerjanya masih merugi atau belum

mencapai target agar dilakukan evaluasi dan

kajian dalam meningkatkan pendapatan usaha,

serta melakukan langkah-langkah efisiensi untuk

meminimalisasi kerugian.


Dalam pelaksanaannya, telah dilakukan evaluasi secara

kontinu setiap triwulan dan pengarahan terhadap

target-target bandara yang dilakukan oleh Direksi

kepada bandara-bandara melalui mekanisme rapat

pembahasan bersama triwulanan. Dalam pembahasan

tersebut, Dewan Komisaris juga turut memberikan

arahan.

gSM Directive

• Evaluation result on performance achievement of all

Non•Aeronautics business segments, Non•Aeronautics

segments which have not reached production and

income target, including obstacles and barriers

encountered, must be paid attention to and serve as

the basis for consideration of the Board of Directors

under the supervision of Board of Commissioners

to be improved and to improve the performance of

Non•Aeronautics business segments in 2013 and the

following years.

follow-up referral gSM

Been implemented. This is shown by an increase in non-

aeronautical revenues amounted to Rp228, 93 billion or

30% from the previous year.

• Development of Non•Aeronautics business

(commercial business) in Ngurah Rai Airport,

Bali to become the trigger for other airports in

the context of increasing commercial business

income.


Has been performed pattern increased revenue

at Juanda Airport, Airport Sepinggan, and Sultan

Hasanuddin Airport.

• Board of Directors, under the supervision of the

Board of Commissioners, is requested to always

perform evaluation and efforts of improving

performance of other airports to improve profit

and customer service. Airports with negative

result or which have not achieved the target must

be evaluated and assessed in order to increase

business income, and efficiency measures must

be taken to minimize losses.


In the implementation, continuous evaluation has been

performed every quarter and the direction of the airport

targets conducted by the Board of Directors to airports

through the mechanism of joint discussion meeting

quarterly. In these discussions, the Board also helped

provide direction.








• Hasil evaluasi atas capaian kinerja optimalisasi dan

pendayagunaan aset pada tahun buku 2012, maka

dalam rangka optimalisasi dan pendayagunaan

aset, Direksi dengan pengawasan Dewan

Komisaris untuk mempercepat realisasi seluruh

program-program eksploitasi maupun investasi

yang terkait dengan optimalisasi aset dengan

tetap mengutamakan peningkatan kemampuan

untuk menghasilkan laba dan peningkatan nilai

bagi Perseroan di masa yang akan datang.


Realisasi program-program eksploitasi telah

dilaksanakan secara baik, ditunjukkan oleh perolehan

laba kotor Perseroan sebesar Rp806,33 miliar pada 2012

dan Rp819,54 miliar pada 2013 walaupun pada tahun

2013 Perseroan kehilangan pendapatan ATS sebesar

Rp565 miliar. Selain itu, peningkatan CSI pada 2013

sebesar 3,79 dari 3,58 pada 2012.

• Berdasarkan realisasi pencapaian investasi pada

tahun buku 2012 secara fisik yang hanya tercapai

sebesar 47,27%, Direksi dengan pengawasan

Dewan Komisaris harus meningkatkan capaian

program dan fisik investasi pada tahun 2013 untuk

mendorong pertumbuhan kinerja Perseroan di

masa yang akan datang. Direksi diminta untuk

melakukan evaluasi kendala-kendala yang terjadi

sehingga dapat memperbaiki capaian investasi

sesuai target.


Bidang investasi ditunjukkan dengan adanya daya

serap sebesar 79%, meningkat dibandingkan tahun

sebelumnya yang hanya tercapai sebesar 47%.

• Seluruh temuan, catatan dan saran Dewan

Komisaris maupun rekomendasi Auditor Internal

dan Auditor Eksternal atas kegiatan selama

tahun 2012 dan tahun-tahun sebelumnya agar

ditindaklanjuti secara tuntas oleh Direksi dalam

tahun 2013, termasuk segera menyelesaikan

tindak lanjut hal-hal yang menjadi temuan Badan

Pemeriksa Keuangan sebagaimana tertuang

dalam Laporan Hasil Pemeriksaan Badan Pemeriksa

• Evaluationresultonperformanceachievementof

asset optimalization and empowerment in fiscal

year 2012, in the context of asset optimalization

and empowerment, the Board of Directors, under

the supervision of Board of Commissioners,

must speed up the realization of all exploitation

and investment programs related to asset

optimalization by still prioritizing improvement

of capacity to generate profit and increase the

Company’s value in the future.


Realization exploitation programs have been

implemented well, demonstrated by the Company’s

gross profit amounted to Rp806, 33 billion in 2012

and Rp819, 54 billion in 2013, although in 2013 the

Company lost revenue of Rp565 billion ATS. In addition,

an increase in the CSI in 2013 amounted to 3.79 from

3.58 in 2012.

• Based on investment achievement realization in

fiscal year 2012, of which only 47.27% has been

achieved physically, the Board of Directors under

the supervision of the Board of Commissioners

must increase program achievement and physical

investment in 2013 to support the Company’s

performance growth in the future. The Board

of Directors is requested to evaluate obstacles

encountered in order to improve investment

achievement as targeted.


Investment field indicated by the absorption by 79%,

increase over the previous year which only reached

47%.

• All findings, notes, and advices of the Board of

Commissioners as well as recommendation of

Internal Auditor and External Auditor on activities

in2012andpreviousyearsshouldbefollowed•up

completely by the Board of Directors in 2013,

including to complete the follow•up of matters

which became the finding of the Audit Board as set

forth in Audit Result Report of the Audit Board on

PT Angkasa Pura I (Persero). The Board of Directors

183

Keuangan atas PT Angkasa Pura I (Persero). Direksi

juga diminta agar mengupayakan temuan yang

sama dalam bidang yang sama tidak boleh terjadi

lagi pada masa yang akan datang. Hasil tindak

lanjut tersebut agar dilaporkan kepada Dewan

Komisaris dan Pemegang Saham.


Dengan dikoordinasi oleh Kepala Internal Audit, seluruh

temuan dan catatan internal dan eksternal telah dapat

diselesaikan. Sedangkan untuk saran Dewan Komisaris,

Direksi secara serius sudah menindaklanjutinya.

• Terhadap adanya catatan KAP terkait kegiatan

usaha PT Angkasa Pura I (Persero) Tahun 2012

(23 catatan), maka kepada Direksi diminta untuk

mengoptimalkan peran dan fungsi Satuan

Pengawasan Intern (SPI), khususnya ditekankan

pada pelaksanaan performance audit dan

compliance audit di setiap lini organisasi maupun

proses, sehingga potensi penyimpangan sejauh

mungkin dapat dihindari.


Sudah dilaksanakan dengan meningkatkan peran

Internal Audit melalui pemeriksaan-pemeriksaan rutin

pada setiap bandara dan pada setiap lini organisasi dan

proses.

• Direksi dan Dewan Komisaris diminta untuk tetap

mematuhi dan melaksanakan ketentuan, prosedur

hukum, dan Anggaran Dasar Perseroan, serta

manajemen risiko secara sungguh-sungguh dalam

setiap kegiatan Perseroan berdasarkan prinsip-

prinsip Good Corporate Governance (GCG).


Kepatuhan terhadap hukum sudah dilaksanakan oleh

seluruh jajaran Direksi dan Dewan Komisaris serta

keputusan-keputusan strategis Perseroan telah dibuat

profil risikonya dengan melibatkan unit kerja Risk

Management and Compliance.

• Dewan Komisaris diminta agar melakukan

pengawasan terhadap jalannya Perseroan secara

is also required to make efforts that the same

findings in the same area will not happen again in

thefuture.Thefollow•upresultmustbereported

to the Board of Commissioners and Shareholders.


With a co-ordinated by the Head of Internal Audit,

all findings and internal and external records have

been resolved. As for the suggestion of the Board of

Commissioners, Directors seriously already follow.

• WithregardtonotesfromthePublicAccounting

Firm related to business activity of PT Angkasa Pura

I (Persero) in 2012 (23 notes), the Board of Directors

is requested to optimize the role and function

of Internal Supervision Unit, especially to put

emphasis on the implementation of performance

audit and compliance audit in each organization

line and process, so that potential deviation can be

avoided as soon as possible.


Has been implemented by increasing the role of Internal

Audit through regular inspections at every airport and

at every line of the organization and processes.

• TheBoardofDirectorsandBoardofCommissioners

are requested to continue to seriously comply

with and implement the Company’s provisions,

legal procedures, and Articles of Association, as

well as risk management in each of the Company’s

activity based on the Good Corporate Governance

(GCG) principles.


Compliance with the law has been implemented by

the entire Board of Directors and the Board and the

Company’s strategic decisions have been made to

involve the risk profile unit Risk Management and

Compliance.

• The Board of Commissioners is requested

to conduct supervision on the Company’s








umum termasuk didalamnya evaluasi terhadap

pengendalian internal Perseroan (internal control)

dan melaporkannya secara berkala setiap semester

kepada Menteri Negara BUMN sesuai Surat Edaran

Menteri Negara BUMN Nomor: SE-01/MBU/2006

tanggal 4 Januari 2006.


Sudah dilaksanakan oleh Dewan Komisaris.

• Buku Laporan Keuangan, Laporan Evaluasi Kinerja,

dan Laporan Kepatuhan terhadap Peraturan

Perundang-undangan dan Pengendalian Internal

PT Angkasa Pura I (Persero) yang berakhir pada

tanggal 31 Desember 2013, Laporan Pelaksanaan

Program Kemitraan dan Bina Lingkungan Tahun

Buku 2013, tanggapan Dewan Komisaris, dan

risalah PKBL merupakan bagian yang tidak

terpisahkan dari Risalah Rapat Umum Pemegang

Saham (RUPS) ini.



• Dalam rangka Program Kemitraan BUMN dengan

Usaha Kecil dan Bina Lingkungan Direksi diminta:

a. Untuk Program Kemitraan tahun 2013

menyesuaikan dengan kebijakan Kementerian

BUMN;

b. Untuk Program Bina Lingkungan akan dibebankan

menjadi biaya Perseroan dan jumlahnya

ditentukan oleh RUPS sesuai dengan kemampuan

Perseroan;

c. Untuk melaksanakan audit atas Program Bina

Lingkungan BUMN Peduli Tahun 2012 yang

selambat-lambatnya telah selesai pada tanggal 28

Juni 2013



operations in general including evaluation on

the Company’s internal control and report it

regularlyonahalf•yearlybasistotheStateMinister

of State•Owned Enterprises pursuant to Circular

LetterofStateMinisterofState•OwnedEnterprises

Number:SE•01/MBU/2006datedJanuary4,2006.


Have been implemented by the Board of Commissioners.

• FinancialStatementBooks,PerformanceEvaluation

Report, and Report of Compliance with Laws and

Regulations and Internal Control of PT Angkasa

Pura I (Persero) for the year ended on December

31, 2013, Report of Corporate Social Responsibility

Implementation for Fiscal Year 2013, response of

the Board of Commissioners, and minutes of PKBL

are inseparable part of this Minutes of the General

Shareholders Meeting (GSM).



• In the context of Partnership Program between

SOEs and Small Businesses and Community

Development, the Board of Directors is required to

do as follows:

a Partnership Program for 2013 must be adjusted

to the policy of the Ministry of State•Owned

Enterprises;

b. Community Development Program will be

charged as Company expense and the amount of

it will be determined by the GSM in accordance

with the Company’s ability;

c. To perform audit on “SOE Cares” Community

Development Program of 2012 which must have

been completed no later than on June 28, 2013.



185

TATA CArA PeNyeLeNggArAAN ruPS

Sebelum RUPS dilaksanakan, akan dilakukan pemanggilan

dalam jangka waktu paling lambat 14 (empat belas)

hari sebelum tanggal RUPS diadakan dengan tidak

memperhitungkan tanggal pemanggilan dan tanggal RUPS.

Pemanggilan RUPS dilakukan dengan surat tercatat. Dalam

panggilan RUPS dicantumkan tanggal, waktu, tempat, dan

mata acara rapat disertai memberitahuan bahwa bahan yang

akan dibicarakan dalam RUPS tersedia di kantor Perseroan

sejak tanggal dilakukan pemanggilan RUPS sampai dengan

tanggal RUPS diadakan. Agenda RUPS dapat ditambah sesuai

kebutuhan dan sepanjang tidak bertentangan dengan

kepentingan Perseroan dapat dilakukan bila disetujui oleh

peserta RUPS. Selama RUPS berlangsung acara dipimpin

oleh Pemegang Saham.

DeWAN KOMISArIS

Dewan Komisaris bertugas mengawasi pelaksanaan tugas

dan tanggung jawab Direksi, memberikan nasehat dan

masukan kepada Direksi, serta memastikan Perseroan

melaksanakan prinsip–prinsip GCG. Kedudukan masing

masing anggota Dewan Komisaris, termasuk Komisaris Utama

adalah setara. Tugas Komisaris Utama mengkoordinasikan

kegiatan Dewan Komisaris.

INDePeNDeNSI DeWAN KOMISArIS

Tidak ada anggota Dewan Komisaris ataupun Direksi

yang terkait satu dengan yang lain karena hubungan

darah sampai derajat ketiga, baik secara vertikal maupun

horizontal, ataupun karena perkawinan. Seluruh anggota

Dewan Komisaris tidak merangkap jabatan yang dilarang

oleh peraturan yang berlaku.

JuMLAH, KOMPOSISI DAN KrITerIA

Jumlah dan komposisi Dewan Komisaris Perseroan

dipengaruhi oleh ukuran Direksi, bidang usaha dan jenis

keahlian yang dibutuhkan, overall risk yang di hadapi, serta

Komite yang ada.

Adapun komposisi Dewan Komisaris telah memenuhi

unsur keberagaman, yaitu perpaduan dari sisi independensi

dan keahlian. Terkait keahlian Dewan Komisaris Perseroan,

telah dijelaskan pada bagian Profil Dewan Komisaris dalam

Laporan Tahunan ini.

gSM IMPLeMeNTATION PrOCeDure

Before the GSM is implemented, invitation will be sent

within the period of no later than 14 (fourteen) days prior

to the date of GSM not including invitation date and GSM

date. GSM invitation is sent through registered mail. The

GSM invitation states the date, time, location, and meeting

agenda along with the notification that the materials to be

discussed in the GSM are available at the Company’s office

since GSM invitation date until GSM implementation date.

GSM agenda can be added as necessary and, to the extent

not in conflict with the Company’s interest, can be added if

approved by GSM participants. During the GSM, the event

will be led by Shareholders.

BOArD Of COMMISSIONerS

Board of Commissioners has the duty of supervising the

execution of Board of Directors’ duties and responsibility,

giving advice and input to the Board of Directors, and

ensuring that the Company implements the GCG principles.

Each member of the Board of Commissioners, including the

President Commissioner, has equal standing. The President

Commissioner has the duty of coordinating Board of

Commissioners’ activities.

BOArD Of COMMISSIONerS’ INDePeNDeNCe

No member of Board of Commissioners or Board of Directors

has a relationship with another due to blood relation up

to the third degree, either vertically or horizontally, or due

to marriage. All members of Board of Commissioners do

not hold double positions, which are prohibited by the

applicable regulation.

NuMBer, COMPOSITION, AND CrITerIA

The number and composition of the Company’s Board of

Commissioners Perseroan is affected by the size of Board

of Directors, business sector and type of expertise required,

overall risk posed, and the existing Committees.

Meanwhile, the composition of our Board of Commissioners

has fulfilled the element of diversity, namely a combination

in terms of independence and expertise. Expertise of the

Company’s Board of Commissioners has been explained in

the Board of Commissioners Profile section in this Annual

Report.








Sesuai dengan Keputusan Menteri Badan Usaha Milik Negara

Selaku Rapat Umum Pemegang Saham Perusahaan Perseroan

(Persero) PT Angkasa Pura I Nomor: KEP-240/MBU/2011

tanggal 24 November 2011, Keputusan Pemegang Saham

Perusahaan Perseroan (Persero) PT Angkasa Pura I di luar

Rapat Umum Pemegang Saham tanggal 15 Mei 2013 dan

Keputusan Menteri Badan Usaha Milik Negara selaku Rapat

Umum Pemegang Saham Perusahaan Perseroan (Persero) PT

Angkasa Pura I Nomor: 304/MBU/2013 tanggal 2 Juli 2013

dan SK-423/MBU/2013 tanggal 26 November 2013 tentang

Pemberhentian, Pengangkatan Anggota-anggota Dewan

Komisaris dan Penetapan Komisaris Independen Perusahaan

Perseroan (Persero) PT Angkasa Pura I, ditetapkan

keanggotaan Dewan Komisaris. Berikut susunan Dewan

Komisaris Perseroan berdasarkan Keputusan Menteri Negara

BUMN Nomor: SK-208/MBU/2013.

NAMA JABATAN DASAr PeNgANgKATANJABATAN LAIN DI LuAr

PerSerOAN

Suratto Siswodihardjo

Komisaris UtamaPresident 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 KomisarisMember 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 Anggota Dewan KomisarisMember of Board of Commissioners

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

eddy Mulyadi Soepardi



-

Pengangkatan Dewan Komisaris di atas telah memenuhi Fit

and Proper Test sesuai Undang-undang Perseroan Terbatas

dan ketentuan GCG. Seluruh anggota Dewan Komisaris

memiliki integritas, kompetensi dan reputasi yang memadai.

Pengangkatan dan pemberhentian Dewan Komisaris

dilakukan melalui RUPS.

By virtue of Decree of the Minister of State-Owned

Enterprises as General Shareholders Meeting of State-Owned

Limited Liabilities Company PT Angkasa Pura I Number:

KEP-240/MBU/2011 dated November 24, 2011, Decision of

Shareholders of State-Owned Limited Liabilities Company

PT Angkasa Pura I other than General Shareholders Meeting

dated May 15, 2013 and Decree of the Minister of State-

Owned Enterprises as General Shareholders Meeting of

State-Owned Limited Liabilities Company PT Angkasa Pura

I Number: 304/MBU/2013 dated July 3, 2013 and SK-423/

MBU/2013 dated November 26, 2013 concerning Termination,

Appointment of Members of Board of Commissioners and

Stipulation of Independent Commissioners of State-Owned

Limited Liabilities Company PT Angkasa Pura I, members of

the Board of Commissioners were stipulated. The following is

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.

The appointment of Board of Commissioners as above has

fulfilled the Fit and Proper Test in accordance with the Limited

Liabilities Companies Law and GCG provisions. All members

of Board of Commissioners have adequate integrity,

competency, and reputation. Appointment and termination

of Board of Commissioners is conducted through GSM.

187

Pemberhentian dapat dilakukan apabila anggota Dewan

Komisaris yang bersangkutan (1) tidak dapat melaksanakan

tugasnya dengan baik, (2) tidak melaksanakan atau

melanggar ketentuan peraturan perundang-undangan

yang berlaku atau Anggaran Dasar, (3) terlibat dalam

tindakan yang merugikan Perseroan, dan (4) dinyatakan

bersalah berdasarkan putusan pengadilan yang mempunyai

kekuatan hukum tetap.

Anggota Dewan Komisaris wajib memenuhi persyaratan

kemampuan dan kepatutan. Persayaratan kemampuan dan

kepatutan tersebut antara lain:

• Persyaratan Umum Dewan Komisaris, antara lain

mencakup sebagai warga negara Indonesia, sehat

jasmani dan rohani, cakap melakukan perbuatan

hukum, dan tidak pernah melakukan kegiatan yang

merugikan Negara atau tindakan tercela di bidang

keuangan;

• Persyaratan Khusus, antara lain meliput memiliki

pengetahuan dan/atau pengalaman di bidang

kerdirgantaraan, penerbangan, keuangan/akuntansi,

hukum atau manajemen risiko, tidak termasuk dalam

daftar orang-orang yang dilarang menjadi pengurus

Perseroan sesuai peraturan yang berlaku dan lulus fit

and proper test yang ditetapkan pihak terkait.

• Persyaratan Lainnya, yaitu anggota Dewan Komisaris

dilarang saling memiliki hubungan keluarga sampai

dengan derajat kedua dengan anggota Dewan

Komisaris dan/atau sesama anggota Direksi, apabila

hubungan keluarga sebagaimana dimaksud di atas

terjadi setelah pengangkatan sebagai anggota Dewan

Komisaris, maka untuk melanjutkan jabatannya

diperlukan ijin tertulis dari RUPS, calon anggota

Dewan Komisaris hanya dapat merangkap jabatan

sebagai anggota Dewan Komisaris, Direksi atau Pejabat

Eksekutif pada satu lembaga/Perseroan, dan calon

anggota Dewan Komisaris dilarang menjadi pengurus

partai politik yang dibuktikan dengan surat pernyataan

dari yang bersangkutan.

Seluruh anggota Dewan Komisaris memiliki integritas,

kompetensi dan reputasi yang baik. Hal tersebut telah

dibuktikan bahwa seluruh anggota Dewan Komisaris

memperoleh persetujuan telah lulus fit and proper test.

Termination may be conducted if the member of Board of

Commissioners concerned (1) cannot perform his/her duties

properly, (2) does not implement or breaches the provision of

applicable laws and regulations or the Articles of Association,

(3) is involved in an act which damages the Company, and

(4) is declared guilty based on decision of court which has

permanent legal force.

Members of Board of Commissioners must fulfill fit and

proper requirements. The fit and proper requirements are,

among other things:

• General Requirements for Board of Commissioners,

which among other things consist of: Indonesian

citizen, physically and spiritually healthy, capable to

perform legal action, and never committed an activity

which damages the Country or improper conduct in

the financial sector;

• SpecificRequirements, amongother things including:

having knowledge and/or experience in the

aeronautics, aviation, finance/accounting, law, or risk

management sectors, not included in the list of persons

prohibited to become the Company’s management in

accordance with the applicable regulation, and passing

the fit and proper test stipulated by the relevant party.

• OtherRequirements,namely:membersoftheBoardof

Directors are prohibited to have family relationship with

each other up to the second degree with a member

of Board of Commissioners and/or fellow member of

Board of Directors, if the family relationship as intended

above exists after the appointment as member of the

Board of Commissioners, then, in order to continue

the tenure, written approval from GSM is required,

candidate member of Board of Commissioners may

concurrently hold other position of member of Board

of Commissioners, Board of Directors or Executive

Officer at one institution/Company only, and candidate

member of Board of Commissioners is prohibited to sit

in the management board of a political party, evidenced

with statement letter from the person concerned.

All members of the Board of Commissioners have good

integrity, competency and reputation. As evidence thereof,

all members of Board of Commissioners have obtained

approval for passing the fit and proper test.








Tabel Status uji Kemampuan dan Kepatutan Dewan Komisaris Periode 2013Table of fit and Proper Test Status of Board of Commissioners for the 2013 Period

NAMANAME

DOMISILIDOMICILE

JuMLAH rAPAT TAHuN 2013FIT AND PROPER TEST RESULT

Suratto Siswodihardjo 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

eddy Mulyadi Soepardi JAKARTA LULUS|PASS

rANgKAP JABATAN DeWAN KOMISArIS

Selain menjabat sebagai Dewan Komisaris, anggota Dewan

Komisaris berikut juga merangkap jabatan dengan uraian

sebagai berikut.

1. 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

HuBuNgAN AfILIASI DeWAN KOMISArIS DeNgAN

DeWAN KOMISArIS LAINNyA DAN/ATAu PeMegANg

SAHAM

Selama 2013, seluruh anggota Dewan Komisaris Angkasa

Pura Airports tidak memiliki hubungan afiliasi, mencakup

hubungan keluarga, hubungan keuangan, serta

kepengurusan dan kepemilikan saham di Perseroan lain

dengan sesama Dewan Komisaris.

Hubungan keluarga dan keuangan antara anggota Dewan

Komisaris dengan sesama anggota Dewan Komisaris dan/

atau Pemegang Saham Utama periode 2013 sebagai berikut.

DOuBLe POSITION Of BOArD Of COMMISSIONerS MeMBerS

In addition to holding the position of Board of Commissioners,

the following members of Board of Commissioners also hold

the positions with the description as follows:

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

Deputi Kepala BPKP Bidang Investigasi

AffILIATeD reLATIONSHIP BeTWeeN A MeMBer Of

BOArD Of COMMISSIONerS WITH OTHer MeMBer Of

BOArD Of COMMISSIONer AND/Or SHAreHOLDerS

In 2013, all members of the Board of Commissioners of

Angkasa Pura Airports have no affiliated relationship,

including family relationship, financial relationship, as well as

management and shareholding at other Company or with

fellow member of Board of Commissioners.

Family and financial relationship between a member of

Board of Commissioners and fellow member of Board of

Commissioners and/or Key Shareholders in the 2013 period

is as follows:

189

Hubungan keluarga dan keuangan antara anggota Dewan Komisaris dengan sesama anggota Dewan Komisaris dan/

atau Pemegang Saham utama periode 2013 sebagai berikut.

NAMANAME

HuBuNgAN KeLuArgA DeNgANFAMILY RELATIONSHIP WITH

HuBuNgAN KeuANgAN DeNgANFINANCIAL RELATIONSHIP WITH

KePeNguruSAN DAN KePeMILIKAN SAHAM PADA PerSerOAN LAIN

MANAGEMENT AND SHAREHOLDING AT OTHER COMPANY

DeWAN KOMISrIS BOARD OF

COMMISSIONERS

DIreKSIBOARD OF DIRECTORS

PeMegANg SAHAMSHARE

HOLDER

DeWAN KOMISArISBOARD OF COMMISSI

ONERS


PeMegANg SAHAMSHARE

HOLDER

SeBAgAI ANggOTA DeWAN KOMISArIS

AS MEMBER OF BOARD OF COMMIS-

SI-ONERS

SeBAgAI ANggOTA

DIreKSIAS MEMBER

OF BOARD OF DIREC-TORS

SeBAgAI PeMegANg

SAHAMas SHARE-HOLD-

ER

Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk

Suratto

Siswodihardjo- V - V - V - V - V - V - V - V - V

Hakamuddin

Djamal- V - V - V - V - V - V - V - V - V

Tundjung

Inderawan- V - V - V - V - V - V - V - V - V

robert

Pakpahan- V - V - V - V - V - V - V - V - V

Askolani - V - V - V - V - V - V - V - V - V

Didik

Prasetyo- V - V - V - V - V - V - V - V - V

eddy Mulyadi

Soepardi- V - V - V - V - V - V - V - V - V

NAMA | NAME JeNIS PeLATIHAN / SeMINAr | TYPE OF TRAINING/SEMINAR

Suratto

Siswodihardjo

- Workshop Managing New International Airport di India pada 7- 8 April 2013

- 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

Djamal

- Workshop Managing New International Airport di India pada 7-8 April 2013



Tundjung

Inderawan

- Workshop Managing New International Airport di India pada 7-8 April 2013



eddy Mulyadi

Soepardi



PrOgrAM PeNgeMBANgAN KOMPeTeNSI DeWAN

KOMISArIS

Untuk menunjang pelaksanaan tugas dan pengembangan

kompetensi bagi segenap jajaran Dewan Komisaris, selama

2013 anggota Dewan Komisaris telah mengikuti kegiatan

pelatihan dan seminar sebagai berikut.

BOArD Of COMMISSIONerS COMPeTeNCy

DeveLOPMeNT PrOgrAM

In 2013, to support the implementation of duties and

competency development for all members of Board of

Commissioners, members of Board of Commissioners have

participated in training and seminar activities as follows:








PeDOMAN DAN TATA TerTIB KerJA DeWAN KOMISArIS

Dewan Komisaris memiliki pedoman dan tata tertib

menjalankan pekerjaan yang senantiasa menyesuaikan

dengan perkembangan dan ketentuan yang berlaku. Dewan

Komisaris bertanggung jawab untuk memberikan saran dan

masukan yang dibutuhkan kepada Direksi dalam penyusunan

dan pencapaian visi, misi, rencana jangka panjang, serta

rencana kerja dan anggaran Perseroan. Di samping itu, Dewan

Komisaris juga bertanggung jawab melaksanakan fungsi

pengawasan terhadap pengelolaan Perseroan. RUPS telah

menetapkan satu orang anggota Dewan Komisaris sebagai

Komisaris Independen guna menjamin independensi

Dewan Komisaris dalam melaksanakan fungsinya dan

memenuhi ketentuan komposisi minimal 20%. Hal ini sesuai

dengan ketentuan Komite Nasional Kebijakan Governance

dan Keputusan Menteri Negara BUMN Nomor: Kep-117/M-

MBU/2002 tentang Penerapan Praktek Good Corporate

Governance pada BUMN.

Pelaksanaan tugas Dewan Komisaris mengacu pada Tata

Kerja (Board Manual) yang telah disepakati oleh Dewan

Komisaris dan Direksi. Tata kerja tersebut merupakan

modifikasi peraturan perundang-undangan, Anggaran Dasar,

serta formalisasi mekanisme kerja yang telah disepakati

sesuai dengan prinsip-prinsip GCG. Board Charter (Pedoman

Pelaksanaan Tugas dan Tata Tertib) Dewan Komisaris diatur

dalam Peraturan Menteri BUMN Nomor: PER-01.MBU/2011

tentang Penerapan Tata Kelola Perusahaan yang Baik (Good

Corporate Governance) pada Badan Usaha Milik Negara,

Peraturan Menteri BUMN Nomor: PER-09.MBU/2012 tanggal

6 Juli 2012 tentang Perubahan Atas Peraturan Menteri

BUMN Nomor: PER-01/MBU/2011 tentang Penerapan Tata


pada Badan Usaha Milik Negara dan Program Kerja Dewan

Komisaris Tahun 2012.

TugAS DAN TANgguNg JAWAB DeWAN KOMISArIS

Dewan Komisaris merupakan organ Perseroan yang

melakukan pengawasan atas kebijakan pengurusan dan

jalannya pengurusan pada umumnya maupun secara

khusus, sesuai dengan batasan yang ditetapkan dalam

Anggaran Dasar. Dewan Komisaris berkomitmen untuk

beritikad baik dan penuh tanggung jawab menjalankan

tugasnya untuk kepentingan Perseroan. Selain itu, Dewan

BOArD Of COMMISSIONerS’ WOrKINg guIDeLINeS

AND ruLeS Of OrDer

The Board of Commissioners has working guidelines and

rules of order which is always adjusted to development

and applicable provisions. The Board of Commissioners is

responsible for giving the necessary advice and input to

the Board of Directors in the preparation and achievement

of the Company’s vision, mission, long-term plan, as

well as work plan and budget. In addition, the Board of

Commissioners is also responsible for implementing the

supervisory function on the Company’s management. GSM

has appointed one member of Board of Commissioners as

Independent Commissioner in order to guarantee the Board

of Commissioners’ independence in performing its function

and meeting the provision on composition of at least

20%. This is in accordance with the provision of National

Committee for Governance Policy and Decree of the State

Minister of State-Owned Enterprises Number: Kep-117/M-

MBU/2002 concerning Implementation of Good Corporate

Governance Practice at State-Owned Enterprises.

The implementation of Board of Commissioners’ duties

refers to the Board Manual agreed by the Board of

Commissioners and Board of Directors. The Board Manual is a

modification of laws and regulations, Articles of Association,

as well as formalization of working mechanism agreed in

accordance with GCG principles. Board Charter of the Board

of Commissioners is regulated in Regulation of Minister

of State-Owned Enterprises Number: PER-01.MBU/2011

concerning Good Corporate Governance Implementation

at State-Owned Enterprises, Regulation of Minister of State-

Owned Enterprises Number: PER-09.MBU/2012 dated July

6, 2012 concerning Amendment to Regulation of Minister

of State-Owned Enterprises Number: PER-01/MBU/2011

concerning Good Corporate Governance Implementation at

State-Owned Enterprises and Work Program of the Board of

Commissioners for 2012.

BOArD Of COMMISSIONerS’ DuTIeS AND reSPONSIBILITy

Board of Commissioners is the Company’s Organ which

conducts supervision on management policy and

management operations generally or specifically, in

accordance with limits stipulated in the Articles of Association.

The Board of Commissioners is committed to perform its

duties, with good intention and full of responsibility, for the

Company’s interest. In addition, the Board of Commissioners

191

Komisaris memberikan nasihat kepada Direksi untuk

memastikan bahwa Perseroan dikelola sesuai dengan

maksud dan tujuan Perseroan sebagaimana Anggaran Dasar

Perusahaan Perseroan (Persero) PT Angkasa Pura I Nomor:

KEP-102/S.MBU/2008 KEP-24/ D3.MBU/2008 yang terakhir

diubah dengan Akta Nomor 02 tanggal 16 Agustus 2010.

Tugas utama Dewan Komisaris adalah melakukan

pengawasan terhadap kebijakan Direksi dalam menjalankan

bisnis dan memberikan saran kepada Direksi. Dewan

Komisaris telah membagi tugas dan tanggung jawab

tertentu pada masing-masing anggota dan Komite sebagai

berikut.

NAMA | namE TugAS DAN TANgguNg JAWAB | dutiEs and rEsponsiBility

Suratto Siswodihardjo Komisaris Utama yang bertugas melakukan fungsi koordinasi atas semua bidang yang

ada di Dewan Komisaris.

Hakamuddin Djamal SDM, Hukum, Organisasi, Remunerasi dan Nominasi.

Tundjung Inderawan Operasi, Teknik dan Teknologi Informasi.

robert Pakpahan Operasi, Teknik dan Teknologi Informasi.

Askolani Bidang Keuangan dan Teknologi Informasi

Didik Prasetyo Program Kerja, Keuangan dan Akuntansi, serta Pengadaan Barang dan Jasa, merangkap

Ketua Komite Audit.

eddy Mulyadi Soepardi Pengembangan Usaha dan Komersial, merangkap Ketua Komite Risiko Usaha dan

GCG.

NAMA | NAME TugAS DAN TANgguNg JAWAB | DUTIES AND RESPONSIBILITY

Suratto Siswodihardjo Komisaris Utama yang bertugas melakukan fungsi koordinasi atas semua bidang yang ada di Dewan Komisaris.President Commissioner which has the duty of performing coordination function on all sectors represented in the Board of Commissioners.

Hakamuddin Djamal SDM, Hukum, Organisasi, Remunerasi dan Nominasi.HR, Legal, Organization, Remuneration and Nomination.

Tundjung Inderawan Operasi, Teknik dan Teknologi Informasi. Operations, Engineering, and Information Technology.

robert Pakpahan Operasi, Teknik dan Teknologi Informasi.Operations, Engineering, and Information Technology.

Askolani Bidang Keuangan dan Teknologi InformasiFinancial and Information Technology Sectors.

Didik Prasetyo Pengembangan Usaha dan Komersial, merangkap Ketua Komite Risiko Usaha dan GCG.Business Development and Commercial, and Chairperson of Business Risk and GCG Committee.

eddy Mulyadi Soepardi 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

yang berbeda dengan tujuan penanganan dalam bidang

tertentu dapat berjalan maksimal. Uraian tentang tanggung

jawab masing-masing bidang sebagai berikut.

a. Bidang SDM, Hukum, Organisasi, Remunerasi dan

Nominasi.

Bidang ini memiliki tanggung jawab terhadap segala

aspek yang berkaitan dengan sistem dan prosedur

penyiapan SDM, dari mulai sistem rekrutmen,

penegakan disiplin, sistem penggajian dan pemberian

insentif, diklat pegawai, organisasi Perseroan dan

aspek hukum, serta legalitas lainnya.

gives advice to the Board of Directors for ensuring that the

Company is managed in accordance with its purpose and

objective as stated in the Articles of Association of State-

Owned Limited Liabilities Company PT Angkasa Pura I

Number: KEP-102/S.MBU/2008 KEP-24/D3.MBU/2008 most

recently amended by Deed Number 02 dated August 16, 2010.

The Board of Commissioners’ main duty is to conduct

supervision on the Board of Directors’ policies in conducting

business and to give advice to the Board of Directors. The

Board of Commissioners has allocated certain duties and

responsibility to each member and Committee as follows:

These duties and responsibility have different specification

with the objective that the handling of certain area may

function maximally. Description of responsibility of each area

is as follows:

a. HR, Legal, Organization, Remuneration and

Nomination.

This area is responsible for all aspects related to

system and procedure for HR preparation, starting

from recruitment system, discipline enforcement,

remuneration system and provision of incentives,

employee education and training, Company

organization and legal aspect, as well as other legalities.








b. Bidang Pengembangan Usaha dan Komersial, serta

GCG.

Bidang ini memiliki tanggung jawab terhadap aspek

yang berkaitan dengan sistem dan prosedur

pengembangan usaha dan komersial, perencanaan

strategis Perseroan, pemasaran dan kerja sama usaha,

serta pemantauan maupun evaluasi atas penerapan

GCG.

c. Bidang Program Kerja, Keuangan dan Akuntansi, serta

Pengadaan Barang dan Jasa


aspek berkaitan dengan sistem prosedur pembuatan

rencana kerja dan anggaran, termasuk anggaran

eksploitasi, investasi, pengadaan barang dan jasa,

pertanggungjawaban, serta pelaporan keuangan.

d. Bidang Operasi, Teknik dan Teknologi Informasi


aspek yang berkaitan dengan teknis operasi, termasuk

master plan dan sistem operasional kebandarudaraan,

monitoring dan evaluasi mutu pelayanan dan

keselamatan penerbangan, penerapan teknologi

informasi dan penyiapan fasilitas sistem pemeliharaan,

serta aspek teknik lainnya.

e. Bidang Perencanaan dan Pengembangan

Bidang ini bertanggung jawab dalam perencanaan,

pembangunan dan pengembangan bandara.

WeWeNANg DAN KeWAJIBAN DeWAN KOMISArIS

Dewan Komisaris berwenang untuk:

a. Melihat buku-buku, surat-surat, serta dokumen-

dokumen lainnya, memeriksa kas untuk keperluan

verifikasi dan lain-lain surat berharga dan memeriksa

kekayaan Perseroan;

b. Memasuki pekarangan, gedung, dan kantor yang

dipergunakan oleh Perseroan;

c. Meminta penjelasan dari Direksi dan/atau pejabat

lainnya mengenai segala persoalan yang menyangkut

pengelolaan Perseroan;

d. Mengetahui segala kebijakan dan tindakan yang telah

dan akan dijalankan oleh Direksi;

e. Meminta Direksi dan/atau pejabat lainnya di bawah

Direksi dengan sepengetahuan Direksi untuk

menghadiri rapat Dewan Komisaris;

f. Mengangkat dan memberhentikan Sekretaris Dewan

Komisaris, jika dianggap perlu;

b. Business Development and Commercial, as well as

GCG.

This area is responsible for aspects related to system

and procedure for business development and

commercial, Company’s strategic planning, marketing

and business cooperation, as well as monitoring and

evaluation of GCG implementation.

c. Work Program, Finance and Accounting, as well as

Goods and Service Procurement

This area is responsible for all aspects related to system

and procedure for the preparation of work plan and

budget, including budget for exploitation, investment,

goods and service procurement, accountability, as

well as financial reporting.

d. Operations, Engineering, and Information Technology

This area is responsible for all aspects related to

technical operations, including master plan and

airport operating system, monitoring and evaluation

of service quality and flight safety, information

technology application and preparation of

maintenance system facility, as well as other technical

aspects.

e. Planning and Development

This area is responsible for planning, construction, and

development of airports.

BOArD Of COMMISSIONerS’ AuTHOrITy AND

OBLIgATIONS

The Board of Commissioners has the authority to:

a. Look at books, letters, and other documents, check

cash and other securities for verification purpose and

check the Company assets;

b. Enter the yard, building, and office used by the

Company;

c. Request for explanation from the Board of Directors

and/or other officers on all matters related to the

Company’s management;

d. Find out about all policies and actions which have

been and will be taken by the Board of Directors;

e. Request the Board of Directors and/or other officers

under the Board of Directors, with consent of the Board

of Directors, to attend the Board of Commissioners

meeting;

f. Appoint and terminate the Secretary of Board of

Commissioners, if deemed necessary;

193

g. Memberhentikan sementara anggota Direksi sesuai

dengan ketentuan Anggaran Dasar;

h. Membentuk Komite-komite lain selain Komite

Audit, jika dianggap perlu dengan memperhatikan

kemampuan Perseroan;

i. Menggunakan tenaga ahli untuk hal tertentu dan

dalam jangka waktu tertentu atas beban Perseroan,

jika dianggap perlu;

j. Melakukan tindakan pengurusan Perseroan dalam

keadaan tertentu untuk jangka waktu tertentu sesuai

dengan ketentuan Anggaran Dasar;

k. Menghadiri rapat Direksi dan memberikan pandangan-

pandangan terhadap hal-hal yang dibicarakan;

l. Melaksanakan kewenangan pengawasan lainnya

sepanjang tidak bertentangan dengan peraturan

perundang-undangan, Anggaran Dasar, dan/atau

keputusan Rapat Umum Pemegang Saham.

Dewan Komisaris berkewajiban untuk:

a. Memberikan nasehat kepada Direksi dalam

melaksanakan pengurusan Perseroan;

b. Meneliti dan menelaah, serta menandatangani

Rencana Jangka Panjang Perusahaan dan Rencana

Kerja dan Anggaran Perusahaan yang disiapkan

Direksi, sesuai dengan ketentuan Anggaran Dasar;

c. Memberikan pendapat dan saran kepada Rapat

Umum Pemegang Saham mengenai Rencana Jangka

Panjang Perusahaan dan Rencana Kerja dan Anggaran

Perusahaan mengenai alasan Dewan Komisaris

menandatangani RJPP dan RKAP;

d. Mengikuti perkembangan kegiatan Perseroan,

memberikan pendapat dan saran kepada Rapat

Umum Pemegang Saham mengenai setiap masalah

yang dianggap penting bagi kepengurusan Perseroan;

e. Melaporkan dengan segera kepada Rapat Umum

Pemegang Saham apabila terjadi gejala menurunnya

kinerja Perseroan;

f. Meneliti dan menelaah Laporan Berkala dan Laporan

Tahunan yang disiapkan Direksi, serta menandatangani

Laporan Tahunan;

g. Memberikan penjelasan, pendapat, dan saran kepada

Rapat Umum Pemegang Saham mengenai Laporan

Tahunan, apabila diminta;

h. Menyusun program kerja tahunan dan dimasukkan

dalam RKAP;

i. Membentuk Komite Audit;

g. Temporarily terminate a member of Board of Directors in

accordance with the provision of Articles of Association;

h. Establish Committees other than Audit Committee,

if deemed necessary by taking into account the

Company’s capacity;

i. Use expert staff for specific matters and for a limited

period at the Company’s expense, if deemed

necessary;

j. Perform management action on the Company in

specific situation for a limited period in accordance

with the provision of Articles of Association;

k. Attend the Board of Directors meeting and provide

insights on the discussed matters;

l. Perform other supervisory authority to the extent

not conflicting with laws and regulations, Articles of

Association, and/or decision of General Shareholders

Meeting.

The Board of Commissioners has the obligation to:

a. Give advice to the Board of Directors in managing the

Company;

b. Study and research, as well as sign the Company’s

Long-Term Plan and Company Budget prepared by the

Board of Directors, in accordance with the provision of

Articles of Association;

c. Give opinion and suggestion to the General Shareholders

Meeting about the Company Long-Term Plan as well as

Company Work Plan and Budget as the reason for the

Board of Commissioners to sign the Company Long-

Term Plan as well as Company Work Plan and Budget;

d. Keep up with the development of the Company’s

activities, give opinion and suggestion to the General

Shareholders Meeting about any matters deemed

important for management of the Company;

e. Report immediately to the General Shareholders

Meeting if there is an indicator of deteriorating

Company performance;

f. Research and study Periodic Report and Annual

Report prepared by the Board of Directors, and sign

the Annual Report;

g. Provide explanation, opinion, and suggestion to the

General Shareholders Meeting on the Annual Report,

upon request;

h. Prepare annual work program to be included in the

Company Work Plan and Budget;

i. Establish the Audit Committee;








j. Propose a Public Accountant to the General

Shareholders Meeting;

k. Prepare minutes of the Board of Commissioners

meeting and keep a copy thereof;

l. Report to the Company about their and/or their family

member’s shareholding in the Company and Other

Company;

m. Provide report on the supervisory duty performed

during the previous fiscal year to the General

Shareholders Meeting;

n. Perform other obligations in the context of supervisory

and advisory duties, to the extent not conflicting with

laws and regulations, Articles of Association, and/or

decision of the General Shareholders Meeting.

In performing its duties and responsibility, the Board of

Commissioners is required to:

• Complywith theArticlesofAssociation and laws and

regulations, as well as the principles of professionalism,

efficiency, transparency, independence, accountability,

responsibility, and fairness;

• Have good intention and be careful and responsible

in performing the supervisory and advisory duties to

the Board of Directors for the Company’s interest in

accordance with the Company’s purpose and objective.

In performing its duties and responsibility, all members

of the Board of Commissioners are personally responsible

for the Company’s loss in the event of mistake or failure in

performing their duties. Nevertheless, members of the Board

of Commissioners are not deemed accountable for the loss

if they can prove that:

• Theyhaveperformedsupervisionwithgoodintention

and care for the Company’s interest in accordance with

the Company’s purpose and objective;

• They have no personal interest, either directly or

indirectly, on the management act of the Board of

Directors which has caused losses; and

• TheyhaveprovidedadvicetotheBoardofDirectorsto

prevent the occurrence or continuation of such loss.

j. Mengusulkan Akuntan Publik kepada Rapat Umum

Pemegang Saham;

k. Membuat risalah rapat Dewan Komisaris dan

menyimpan salinannya;

l. Melaporkan kepada Perseroan mengenai kepemilikan

sahamnya dan/atau keluarganya pada Perseroan

tersebut dan Perseroan lain;

m. Memberikan laporan tentang tugas pengawasan

yang telah dilakukan selama tahun buku yang baru

lampau kepada Rapat Umum Pemegang Saham;

n. Melaksanakan kewajiban lainnya dalam rangka tugas

pengawasan dan pemberian nasihat, sepanjang

tidak bertentangan dengan peraturan perundangan-

undangan, Anggaran Dasar, dan/atau keputusan

Rapat Umum Pemegang Saham.

Pelaksanaan tugas dan tanggung jawab Dewan Komisaris

diwajibkan untuk:

• Mematuhi Anggaran Dasar dan peraturan perundang-

undangan, serta prinsip-prinsip profesionalisme,

efisiensi, transparansi, kemandirian, akuntabilitas,

pertanggungjawaban, serta kewajaran;

• Beritikad baik, penuh kehati-hatian dan bertanggung

jawab dalam menjalankan tugas pengawasan dan

pemberian nasihat kepada Direksi untuk kepentingan

Perseroan dan sesuai dengan maksud dan tujuan

Perseroan.

Dalam melaksanakan tugas dan tanggung jawab, seluruh

anggota Dewan Komisaris bertanggung jawab secara

pribadi atas kerugian Perseroan jika terdapat kesalahan atau

lalai dalam menjalankan tugas. Meski demikian, anggota

Dewan Komisaris tidak dapat dipertanggungjawabkan atas

kerugian apabila dapat membuktikan:

• Telah melakukan pengawasan dengan itikad baik dan

kehati-hatian untuk kepentingan Perseroan dan sesuai

dengan maksud dan tujuan Perseroan;

• Tidak mempunyai kepentingan pribadi, baik langsung

maupun tidak langsung, atas tindakan pengurusan

Direksi yang mengakibatkan kerugian; dan

• Telah memberikan nasihat kepada Direksi untuk

mencegah timbul atau berlanjutnya kerugian tersebut.

195

PeNeTAPAN KeBIJAKAN reMuNerASI DeWAN

KOMISArIS

PrOSeDur KeBIJAKAN reMuNerASI

Kebijakan pemberian remunerasi dan fasilitas lain bagi

Dewan Komisaris mengacu kepada keputusan dari

Pemegang Saham sebagaimana ditetapkan dalam Rapat

Umum Pemegang Saham.

Prosedur penetapan remunerasi Dewan Komisaris mengacu

pada ketentuan yang diatur dalam Peraturan Menteri Negara

Badan Usaha Milik Negara Nomor: 07/MBU/2010 tanggal

27 Desember 2010. Sedangkan, mekanisme penetapan

besarnya remunerasi Dewan Komisaris berdasarkan

keputusan RUPS. Prosedur penetapan remunerasi Dewan

Komisaris merujuk pada ketentuan yang berlaku, antara lain:

1. Gaji/Honorarium

- Gaji/honorarium Komisaris Utama = 40% dari Direktur

Utama;

- Gaji/honorarium Anggota Komisaris = 36% dari

Direktur Utama.

2. Tunjangan

- Tunjangan hari raya keagamaan 1 kali gaji/honorarium

(dalam hal terdapat alasan yang khusus dan mendapat

persetujuan RUPS dapat diberikan sebesar-besarnya 2

kali gaji/honorarium;

- Tunjangan komunikasi paling banyak 5% (lima persen)

dari gaji/honorarium;

- Santunan purna jabatan;

- Premi asuransi paling banyak 25% (dua puluh lima

persen) dari gaji/honorarium;

- Tunjangan pakaian (kebijakan internal Perseroan,

ditetapkan oleh Direksi setelah anggaran tercantum

dalam RKAP);

- Tunjangan transportasi (paling banyak 20% (dua puluh

persen) dari gaji/ honorarium). Tunjangan transportasi

diberikan apabila tidak diberikan kendaraan dinas

oleh Perseroan.

3. Fasilitas

- Kendaraan dinas 1 (satu) unit beserta biaya

pemeliharaan dan operasional;

- Kesehatan dalam bentuk asuransi kesehatan atau

penggantian biaya pengobatan kepada anggota

Dewan Komisaris beserta seorang istri/suami dan

STIPuLATION Of POLICy fOr reMuNerATION Of THe

BOArD Of COMMISSIONerS AND BOArD Of DIreCTOrS

reMuNerATION POLICy PrOCeDure

The policy for provision of remuneration and other facilities

for the Board of Commissioners refers to Shareholders’

decision as stipulated in the General Shareholders Meeting.

Procedure for the stipulation of remuneration of the Board of

Commissioners refers to the provision regulated in Regulation

of State Minister of State-Owned Enterprises Number: 07/

MBU/2010 dated December 27, 2010. Meanwhile, the

mechanism for stipulating the amount of remuneration of the

Board of Commissioners is based on GSM decision. Procedure for

stipulation of remuneration of the Board of Commissioners refers

to the applicable provisions, among other things as follows:

1. Salary/Honorarium

- Salary/honorarium of President Commissioner = 40% of

the salary of President Director;

- Salary/honorarium of member of Boards of

Commissioner = 36% of the salary of President Director.

2. Allowances

- Religious holiday allowance equal to 1 month salary/

honorarium (in case there is special reason which has

obtained approval from GSM, it can be paid 2 months’

salary/honorarium at the maximum;

- Communication allowance equal to 5% (five percent) of

salary/honorarium at the maximum;

- Post-employment benefit;

- Insurance premium equal to 25% (twenty-five percent)

of salary/honorarium at the maximum;

- Clothing allowance (Company’s internal policy, stipulated

by the Board of Directors after the budget has been

included in the Company Work Plan and Budget);

- Transportation allowance (20% (twenty percent) of

salary/honorarium at the maximum). Transportation

allowance is provided if company vehicle is not provided

by the Company.

3. Facilities

- 1 (one) unit company vehicle as well as its maintenance

and operational costs;

- Healthcare facility in the form of health insurance or

medical expense reimbursement to members of the

Board of Commissioners as well as a wife/husband








maksimal 3 (tiga) orang anak yang belum mencapai

usia 25 tahun yang belum pernah menikah dan belum

pernah bekerja;

- Medical check up diberikan 1 (satu) kali setiap tahun.

4. Perkumpulan Profesi Paling banyak 2 (dua)

perkumpulan, hanya berupa uang pangkal (uang

pendaftaran) dan iuran tahunan.

5. Bantuan hukum dalam bentuk pembiayaan jasa

kantor pengacara/ konsultan hokum sesuai dengan

kebutuhan.

6. Tantiem/insentif kerja sesuai dengan keputusan RUPS.

reMuNerASI DeWAN KOMISArIS

Adapun klasifikasi remunerasi Dewan Komisaris tahun 2012

dan 2013 sebagai berikut.

KOMPONeN | COMPONENT 2012 2013

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.

Rp 2.678.988.800,- Rp 3.184.404.000,-

and a maximum of 3 (three) children under 25 years

who have never been married and have never worked;

- Medical check-up is provided 1 (once) in a year.

4. Professional Association

For 2 (two) associations at the maximum, only in the

form of registration fee and yearly contribution.

5. Legal aid in the form of financing of law office/legal

counsel service fee as necessary.

6. Bonus/work incentive in accordance with GSM

decision.

reMuNerATION Of THe BOArD Of COMMISSIONerS

Meanwhile, the classification of remuneration of the Board of

Commissioners for 2012 and 2013 is as follows:

rAPAT DeWAN KOMISArIS

Selama 2013, Dewan Komisaris telah menyelenggarakan 12

(dua belas) kali rapat. Berikut adalah rapat-rapat yang telah

dilaksanakan oleh Dewan Komisaris selama 2013.

• Rapat Internal Dewan Komisaris sebanyak 12 (dua

belas) kali dengan rincian sebagai berikut.

- Tanggal 11 Januari 2013 dengan agenda pembahasan

Struktur Organisasi Organ Pendukung Dewan

Komisaris.

BOArD Of COMMISSIONerS MeeTINg

In 2013, the Board of Commissioners has conducted 12

(twelve) meetings. The meetings conducted by the Board of

Commissioners in 2013 are as follows:

• Board of Commissioners’ Internal Meetings were

conducted 12 (twelve) times with the details as follows:

- On January 11, 2013 with agenda: discussion on

Organizational Structure of Board of Commissioners’

Supporting Organs.

197

- Tanggal 13 Februari 2013 dengan agenda pembahasan

pengantar pra RUPS Laporan Keuangan Perseroan

tahun buku 2012.

- Tanggal 8 Maret 2013 dengan agenda pembahasan

KPI Dewan Komisaris.

- Tanggal 3 April 2013 dengan agenda pembahasan

pengantar RUPS audited untuk laporan Keuangan

Perseroan tahun buku 2012.

- Tanggal 12 Juni 2013 dengan agenda pembahasan

rencana penjualan saham di PT Gapura dan rencana

perpanjangan kontrak perjanjian dengan GVK.

- Tanggal 21 Juni 2013 dengan agenda lanjutan rencana

penjualan saham pada PT Gapura Angkasa.

- Tanggal 17 Juli 2013 dengan agenda pembahasan

tentang pembentukan Tim Penilaian Bandara Terbaik

untuk tahun 2013.

- Tanggal 21 Agustus 2013 dengan agenda pembahasan

rencana pendayagunaan lahan di Sunset Road – Bali.

- Tanggal 17 September 2013 dengan agenda

pembahasan Laporan Manajemen semester I.

- Tanggal 10 Oktober 2013 dengan agenda pembahasan

hasil assesment GCG dan pengesahan RJPP.

- Tanggal 4 November 2013 dengan agenda

harmonisasi organisasi antara manajemen dengan

pegawai.

- Tanggal 6 Desember 2013 dengan agenda

pembahasan persetujuan temporary Terminal GAT di

Bali.

• Rapat Dewan Komisaris dengan Direksi sebanyak 9

(sembilan) kali dengan rincian sebagai berikut.

- Tanggal 7 Januari 2013 dengan agenda pembahasan

DAPENRA.

- Tanggal 24 Maret 2013 dengan agenda pengesahan

RJPP tahun 2014-2018.


Laporan Manajemen tahun buku 2012 untuk Pra

RUPS.


Laporan Realisasi tahun 2012.

- Tanggal 21 Juni 2013 dengan agenda rencana

penjualan saham PT Angkasa Pura I pada PT Gapura

Angkasa.

- Tanggal 31 Mei 2013 dengan agenda usulan revisi

RKAP tahun 2013.

- Tanggal 20 September 2013 dengan agenda

perkenalan Anggota Dewan Komisaris baru atas nama

Bapak Askolani, serta pembahasan sanggahan atas

hukuman disiplin atas nama Sdr. Suparmin, ST.

- On February 13, 2013 with agenda: discussion on

pre-GSM introduction to the Company’s Financial

Statements for fiscal year 2012.

- On March 8, 2013 with agenda: discussion on Board of

Commissioners’ KPI.

- On April 3, 2013 with agenda: discussion on audited

GSM introduction to the Company’s Financial

Statements for fiscal year 2012.

- On June 12, 2013 with agenda: discussion on sale of

shares plan at PT Gapura and renewal plan for contract

agreement with GVK.

- On June 21, 2013 with agenda: continuation of sale of

shares plan at PT Gapura Angkasa.

- On July 17, 2013 with agenda: discussion on the

establishment of Best Airport Assessment Team for

2013.

- On August 21, 2013 with agenda: discussion on

empowerment plan of land on Sunset Road – Bali.

- On September 17, 2013 with agenda: discussion on

Management Report for the 1st semester.

- On October 10, 2013 with agenda: discussion on GCG

assessment result and ratification of the Company

Long-Term Plan.

- On November 4, 2013 with agenda: organizational

harmonization between management and employees.

- On December 6, 2013 with agenda: discussion on

approval for GAT temporary Terminal in Bali.

• Meetings between the Board of Commissioners and

Board of Directors were conducted 9 (nine) times with

the details as follows:

- On January 7, 2013 with agenda: discussion on

Angkasa Pura I Pension Fund.

- On March 24, 2013 with agenda: ratification of the

Company Long-Term Plan for 2014-2018.

- On April 10, 2013 with agenda: discussion on

Management Report for fiscal year 2012 for Pre-GSM.

- On April 29, 2013 with agenda: discussion on

Realization Report for 2012.

- On June 21, 2013 with agenda: plan to sell shares of PT

Angkasa Pura I to PT Gapura Angkasa.

- On May 31, 2013 with agenda: proposed revision of

the Company Work Plan and Budget for 2013.

- On September 20, 2013 with agenda: introduction of

new Member of Board of Commissioners namely Mr.

Askolani and discussion on rebuttal to disciplinary

sanction on Mr. Suparmin, ST.








- Tanggal 28 Oktober 2013 dengan agenda penyusunan

RJPP 2014-2018.

- Tanggal 14 November 2013 dengan agenda

pembahasan RKAP tahun 2014.

• RapatDewanKomisaris,DireksidanPemegangSaham

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 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.

Jumlah rapat Dewan Komisaris dan tingkat kehadiran

Komisaris dalam rapat-rapat Dewan Komisaris, baik rapat

internal maupun rapat eksternal dapat dilaporkan sebagai

berikut.

NAMA | NAMEJuMLAH rAPAT TAHuN 2013NUMBER OF MEETINGS IN 2013

KeHADIrANATTENDANCE

Suratto Siswodihardjo 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

robert Pakpahan

(ybs Menjabat 1 Jan s/d

2Juli2013) |(he held this position from January 1 to July

2, 2013)

15 kali 8 kali

Askolani

(ybsmenjabatsejak2Juli2013) | (he holds this position

since July 2, 2013)

10 kali 7 kali

- On October 28, 2013 with agenda: preparation of the

Company Long-Term Plan for 2014-2018.

- On November 14, 2013 with agenda: discussion on

the Company Work Plan and Budget for 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.

Total number of Board of Commissioners’ meetings and

attendance level of the Commissioners in the Board of

Commissioners’ meetings, both internal as well as external

meetings, can be reported as follows:

199

Keputusan yang diambil dalam rapat Dewan Komisaris

Perseroan telah dicatat dan didokumentasikan dengan

baik dalam risalah rapat Dewan Komisaris. Risalah rapat

ditandangani oleh ketua rapat dan didistribusikan kepada

semua anggota Dewan Komisaris yang menghadiri rapat

maupun tidak. Perbedaan pendapat (disenting opinion)

yang terjadi dalam rapat akan dicantumkan dalam risalah

rapat disertai alasan mengenai perbedaan pendapat.

KePuTuSAN DeWAN KOMISArIS

Selama Tahun 2013, Dewan Komisaris telah mengeluarkan

berbagai keputusan yang bersifat pengawasan antara lain

mencakup:

1. Surat Keputusan No. :02/DK.AP.I/2013 Tentang

Perubahan besaran Honorarium Sekretariat Dewan

Komisaris tanggal 8 Pebruari 2013

2. Surat Keputusan No. :03/DK.AP.I/2013. Tentang

Pengangkatan Joko Subagyo SH, MM sebagai

Anggota Komite Risiko Usaha dan GCG tanggal 25

Pebruari 2013


Pengangkatan Dewi Hanggraeni sebagai Anggota

Komite Risiko Usaha dan GCG tanggal 25 Pebruari

2013


Pemberhentian Sekretaris Dewan Komisaris dan

Wakil Dewan Komisaris PT AP I serta Pengangkatan

Sekretaris Dewan Komisaris PT AP I a.n Tirta Kusuma

tanggal 1 Maret 2013


Pemberhentian Anggota Komite Risiko Usaha dan

GCG PT AP I a.n Dewi Hanggraeni tanggal 9 April 2013

6. Surat Keputusan No. :07/DK.AP.I/2013 Tentang Besaran

Honorarium Komite-Komite dewan Komisaris PT AP I

tanggal 4 Juni 2013


Pengangkatan Anggota Komite Risiko Usaha dan GCG

PT AP I a.n Fahrul Ismaeni tanggal 28 juni 2013.


Pengangkatan kembali pengangkatan Staf Sekretariat

Dewan Komisaris tanggal 1 Juli 2013.


Organisasi dan Tata Kerja Kesekretariatan Dewan

Komisaris PT AP I tanggal 18 Juli 2013.


Decisions made during the meetings of the Company’s Board of

Commissioners have been recorded and documented properly

in minutes of the Board of Commissioners’ meetings. The

minutes of meetings are signed by chairperson of the meetings

and distributed to all members of Board of Commissioners,

whether or not they attended the meetings. Dissenting opinion

occurring during the meetings will be included in the minutes

of meetings along with the reason for such dissenting opinion.

DeCISION Of THe BOArD Of COMMISSIONerS

In 2013, the Board of Commissioners has issued various

decisions of the supervisory nature including, among other

things:

1. Decision Letter No.:02/DK.AP.I/2013 concerning

Change in Honorarium Amount for the Secretariat to

the Board of Commissioners dated February 8, 2013.


Appointment of Joko Subagyo SH, MM as Member of

Business Risk and GCG Committee dated February 25,

2013.


Appointment of Dewi Hanggraeni as Member of

Business Risk and GCG Committee dated February 25,

2013.

4. Decision Letter No.:05/DK.AP.I/2013 concerning Termination of

Secretary to the Board of Commissioners and Representative

of the Board of Commissioners of PT AP I as well as

Appointment of Secretary to the Board of Commissioners of

PT AP I in the name of Tirta Kusuma dated March 1, 2013.


Termination of Member of Risk and GCG Committee of PT

AP I in the name of Dewi Hanggraeni dated April 9, 2013.


Honorarium Amount of Committees of the Board of

Commissioners of PT AP I dated June 4, 2013.

7. Decision Letter No.:08/DK.AP.I/2013 concerning Appointment

of Member of Business Risk and GCG Committee of PT AP I in

the name of Fahrul Ismaeni dated June 28, 2013.

8. Decision Letter No.:09/DK.AP.I/2013 concerning Re-

Appointment of Staff of Secretariat to the Board of

Commissioners dated July 1, 2013.


Organization and Procedure of Secretariat to the

Board of Commissioners of PT AP I dated July 18, 2013.









reKOMeNDASI-reKOMeNDASI DeWAN KOMISArIS

Rapat Dewan Komisaris dan Direksi yang dilaksanakan selama

periode Januari sampai dengan Desember 2013, telah

menghasilkan sebanyak 16 (enambelas) rekomendasi dan

20 (dua puluh) persetujuan. Seluruh keputusan hasil Rapat

konsultasi Dewan Komisaris dan Direksi tertuang dalam

Notulen Rapat dan dimonitor tindak lanjut penyelesaiannya

pada setiap Rapat berikutnya.

Selama Tahun 2013, Dewan Komisaris telah memberikan

berbagai rekomendasi antara lain sebagai berikut:

1. Tanggapan Dewan Komisaris atas Usulan RKAP tahun

2013 PT AP I tanggal 11 Januari 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

AP I tanggal 15 April 2013

5. Tanggapan atas aporan Pertanggung juawaban

Management PT AP I tahun buku 2012 tanggal 15

April 2013

6. Tanggapan atas Pinjaman Bank dalam rangka

Pencarian sumber pendanaan eksternal PT AP I

tanggal 10 Mei 2013

7. Evaluasi atas Pelaksanaan Kegiatan dan hasil Audit

Kantor Akuntan Public (KAP-DBSD&A) tanggal 14 Mei

2013

Pembentukan TIM Penilaian Bandadara tahun 2013

tanggal 3 September 2013.


Pengangkatan Kembali Anggota Komite Audit PT AP I

a.n Ilham Budiono tanggal 1 Nopember 2013.


Pengangkatan Kembali Anggota Komite Audit PT AP I

a.n Ida Bagus Putra tanggal 11 Nopember 2013.


Pemberhentian dan Pengangkatan Sekretaris Dewan

Komisaris PT AP I a.n Faturohman tanggal 25

Nopember 2013.


Pemberhentian Asisten Sekretaris Dewan Komisaris

PT AP I bidang Umum dan Ketatausahaan serta

Pengangkatan Wakil Sekretaris Dewan Komisaris 25

Nopember 2013.

Establishment of Airport Assessment Team for 2013

dated September 3, 2013.


Appointment of Member of Audit Committee of PT AP I

in the name of Ilham Budiono dated November 1, 2013.


Appointment of Member of Audit Committee of PT AP I in

the name of Ida Bagus Putra dated November 1, 2013.


Termination and Appointment of Secretary to the

Board of Commissioners of PT AP I in the name of

Faturohman dated November 25, 2013.


Termination of Assistant Secretary to the Board of

Commissioners of PT AP I for General Affairs and

Administration and Appointment of Deputy Secretary to

the Board of Commissioners dated November 25, 2013.

BOArD Of COMMISSIONerS’ reCOMMeNDATIONS

The Board of Commissioners and Board of Directors’ meetings

conducted during the period from January until December

2013 have resulted in 16 (sixteen) recommendations and 20

(twenty) approvals. All decisions resulting from consultation

meetings of the Board of Commissioners and Board of

Directors are set forth in the Minutes of Meetings and their

settlement follow-up is monitored in each of the subsequent

Meetings.

In 2013, the Board of Commissioners has provided various

recommendations, among other things as follows:

1. Board of Commissioners’ Response to Proposed

Company Work Plan and Budget of PT AP I for 2013

dated January 11, 2013.

2. Study/recommendation on Separation of Function

between Operations and Technical Directorates of PT

AP I dated January 11, 2013.

3. Response to Pre-GSM of PT AP I dated April 10, 2013.

4. Response to Salary Remuneration of the Board of

Directors and Board of Commissioners of PT AP I dated

April 15, 2013.

5. Response to Accountability Report of Management of

PT AP I for fiscal year 2012 dated April 15, 2013.

6. 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.

201

8. Tanggapan tertulis atas Usulan Revisi RKAP tahun

2013 PT AP I tanggal 05 Juni 2013

9. Tanggapan atas rencana penjualan saham PT Gapura

Angkasa tanggal 15 Juli 2013

10. Evaluasi terhadap Pengendalian Internal PT AP I

semester I 2013 tanggal 22 Agustus 2013

11. Tanggapan atas Usulan Pengembalian asset tetap ke

Navigasian kepada Perum LPPNPI tanggal 27 Agustus

2013

12. Tanggapan atas Rencana kerjasama Pendayagunaan

Lahan sunset road 16.385 M2 di Bali tanggal 29

Agustus 2013

13. Tanggapan atas Laporan Pertanggungjawaban

Manajemen PT AP I semester I 2013 tanggal 19

September 2013

14. Sanggahan Keberatan atas Penjatuhan hukuman

disiplin a.n Suparmin St tanggal 27 September 2013

15. Pengaduan atas pelaksanaan Tender di Kantor cabang

Bandara Sultan Hasanuddin – Makassar tanggal 28

Oktober 2013

16. Tanggapan atas pengesahan RKAP tahun 2014

tanggal n10 desember 2013

Sedangkan persetujuan yang diberikan oleh Dewan

Komisaris sebagai berikut :

1. Persetujuan Usulan Ruislag Tanah Milik Pemerintah

Propinsi NTB dengan PT AP I tanggal 14 Pebruari 2013

2. Persetujuan Ijin Prinsip Pelaksanaan KSP dengan TNI

AD tanggal 13 Maret 2013

3. Persetujuan Usulan penghapusan Aset di terminal II

Bandara Juanda – Surabaya tanggal 18 Maret 2013

4. Persetujuan Perpanjangan kontrak Pengelolaan

Terminal Cargo di Bandara Ngurah rai – Bali tanggal 05

April 2013

5. Persetujuan Kerjasama sewa lahan dengan anak

perusahaan dan kerjasama pengelolaan General

Aviation terminal dengan PT Execujet Indonesia di

Bandara Ngurah Rai – Bali tanggal 16 April 2013

6. Persetujuan Penghapusan Aktiva tetap berupa

Kendaraan Dinas di Kantor Pusat tanggal 01 Mei 2013

7. Persetujuan Kerjasama di Bandara Ngurah Rai – Bali

tanggal 30 April 2013

8. Persetujuan Bagan Organisasi 1 tingkat di bawah

Direksi tanggal 10 Mei 2013

8. Written response to Proposed Revision of Company

Work Plan and Budget of PT AP I for 2013 dated June

05, 2013.

9. Response to plan to sell the shares of PT Gapura

Angkasa dated July 15, 2013.

10. 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

assets to Perum LPPNPI (the Indonesian Air Navigation

Service Provider Institution) dated August 27, 2013.

12. Response to Plan for Cooperation in the Empowerment

of 16,385 m2 Land on Sunset Road in Bali dated August

29, 2013.

13. Response to Accountability Report of Management of

PT AP I for the 1st semester of 2013 dated September

19, 2013.

14. Rebuttal to Imposition of disciplinary sanction in the

name of Suparmin St dated September 27, 2013.

15. Complaint on the implementation of Tender at Sultan

Hasanuddin Airport Branch Office – Makassar dated

October 28, 2013.

16. Response to ratification of the Company Work Plan

and Budget for 2014 dated December 10, 2013.

Meanwhile, approvals granted by the Board of Commissioners

are as follows:

1. Approval for Proposed Ruislag of Land Owned by the

Government of West Nusa Tenggara Province with PT AP I

dated February 14, 2013.

2. Approval for Principal Permit for the Implementation of

Cooperation in Utilization with the Indonesian National

Military’s Army dated March 13, 2013.

3. Approval for Proposed Write-Off of Assets in terminal II of

Juanda Airport – Surabaya dated March 18, 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

cooperation in the management of General Aviation

terminal with PT Execujet Indonesia at Ngurah Rai Airport –

Bali dated April 16, 2013.

6. Approval for Write-Off of Fixed Assets in the form of

Company Vehicles at the Main Office dated May 01, 2013.

7. 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.








9. Persetujuan atas amandemen Perjanjian Comersial

Management Service di Bandara Ngurah Rai – Bali

tanggal 28 Juni 2013

10. Persetujuan penanda tanganan kontrak sampai

dengan 5 tahun oleh Direksi tanggal 15 Juli 2013

11. Persetujuan penghapusan barang tidak produktif

tanggal 15 juli 2013

12. Persetujuan pengadaan Pekerjaan jasa Audit atas

Laporan Keuangan, Laporan PKBL dan evaluasi KPI

tahun buku 2013 tanggal 21 Agustus 2013

13. Persetujuan pembiayaan Program RKA 2013 sebagai

pinjaman kepada Perum LPPNPI tanggal 22 Agustus

2013

14. Persetujuan penunjukan konsultan pendamping

untuk pembangunan New Jogyakarta Airport tanggal

26 Agustus 2013

15. Persetujuan penghapusan Piutang PPN Internasional

tahun 2008 sampai dengan maret 2009 tanggal 25

September 2013

16. Persetujuan pemindahtanganan asset dan penghapus

bukuan dang anti rugi atas tanah milik PT AP I

yang terkena Proyek Toll Nusa Dua Bali tanggal 27

September 2013.

17. Persetujuan usulan penghapusan aktiva tetap berupa

bangunan Guest haose dan Rumah Dinas Nomor

WRBB 25 dan 26 di Bandara Syamsuddin Noor –

Banjarmasin tanggal 27 Oktober 2013

18. Persetujuan usulan penghapusan barang bongkaran

atas asset tetap tidak produktif eks terminal lama

domestic yang terkena proyek Pengembangan

Bandara Internasional Ngurah Rai tanggal 13

Nopember 2013

19. Persetujuan penambahan anggaran Pembuatan

Gedung Temporary General Aviation Terminal (GAT) di

Bandara Ngurah Rai tanggal 14 Nopember 2013

20. Persetujuan atas pemberian pinjaman kepada PT

Angkasa Pura Hotel tanggal 20 desember 2013.

PeNILAIAN KINerJA DeWAN KOMISArIS

Assessment terhadap kinerja dan efektifitas Dewan

Komisaris dilakukan bersamaan dengan assessment

GCG yang dilakukan oleh BPKP pada periode tahun 2012

sejak tanggal 20 Mei 2013 -19 Agustus 2013 yang dalam

assessment GCG tersebut juga diukur mengenai efektifitas

kinerja pengawasan Dewan Komisaris. Dari hasil assessment

9. Approval for amendment to Service Management

Commercial Agreement at Ngurah Rai Airport – Bali

dated June 28, 2013.

10. Approval for contract signing of up to 5 years by the

Board of Directors dated July 15, 2013.

11. Approval for write-off of non-productive items dated

July 15, 2013.

12. Approval for procurement of Audit Service Job on

Financial Statements, PKBL Report, and KPI evaluation

for fiscal year 2013 dated August 21, 2013.

13. Approval for financing of the 2103 Work Plan and Budget

Program as loan to Perum LPPNPI (the Indonesian Air

Navigation Service Provider Institution) dated August

22, 2013.

14. Approval for appointment of assisting consultant for

the construction of New Jogyakarta Airport dated

August 26, 2013.

15. Approval for write-off of International VAT Receivables

from 2008 until March 2009 dated September 25, 2013.

16. Approval for asset transfer as well as write-off and

compensation of the land belonging to PT AP I which

was included in Nusa Dua Toll Project in Bali dated

September 27, 2013.

17. Approval for proposed write-off of assets in the form

of Guesthouse and Company House Number WRBB

25 and 26 at Syamsuddin Noor Airport – Banjarmasin

dated October 27, 2013.

18. Approval for proposed write-off of debris from

demolition of non-productive fixed assets ex old

domestic terminal which was included in Ngurah

Rai International Airport Extension project dated

November 13, 2013.

19. Approval for additional budget for the Construction of

General Aviation Terminal (GAT) Temporary Building at

Ngurah Rai Airport dated November 14, 2013.

20. Approval for extension of lending to PT Angkasa Pura

Hotel dated December 20, 2013.

PerfOrMANCe ASSeSSMeNT Of BOArD Of COMMISSIONerS

Assessment on Board of Commissioners’ performance

and effectiveness is conducted concurrently with the GCG

assessment conducted by the Finance and Development

Supervisory Agency in the 2012 period from May 20, 2013

to August 19, 2013, in which the GCG assessment also

measured the effectiveness of the Board of Commissioners’

supervisory performance. Based on the assessment result,

203

tersebut, penerapan GCG untuk aspek Dewan Komisaris

mencapai skor 27,746 dari skor maksimum 35.

KOMITe DI BAWAH DeWAN KOMISArIS

Dalam melaksanakan tugasnya, Dewan Komisaris dibantu

oleh Komite penunjang, yang terdiri dari Komite Audit dan

Komite Risiko Usaha dan GCG.

Komite Audit

Komite Audit Perseroan merupakan perangkat Dewan

Komisaris dalam melakukan pengawasan dan memberikan

nasihat atau saran kepada Direksi Perseroan dalam

melaksanakan strategi dan pengelolaan Perseroan.

Komite Audit adalah komite di bawah Dewan Komisaris

sebagai amanat dari Keputusan Menteri BUMN Nomor:

PER-12/MBU/2012, yang beperan membantu memberikan

pendapat terhadap laporan atau hal-hal yang disampaikan

oleh Direksi kepada Dewan Komisaris, mengidentifikasi

hal-hal yang memerlukan perhatian Dewan Komisaris, dan

melaksanakan tugas lain yang berkaitan dengan tugas

Dewan Komisaris.

Pembentukan Komite Audit juga didasarkan pada Peraturan

Bapepam Nomor: Ix.I.5 tentang Pembentukan dan Pedoman

Pelaksanaan Kerja Komite Audit. Keputusan pembentukan

Komite Audit Angkasa Pura Airports tertuang dalam

Keputusan Dewan Komisaris Nomor: KEP- 18/DK.API/2012

tanggal 29 November 2012, KEP- 12/DK.API/2013 tanggal 1

November 2013, KEP-13/DK.API/2013 tanggal 11 November

2013 dan Nomor: KEP-06/DK.AP.I/2010, KEP- 07/DK.AP.I/2010,

KEP-08/DK.AP.I/2011, KEP-09/DK.AP.I/2011 tentang

Pengangkatan anggota Komite Audit PT Angkasa Pura I

(Persero).

PeNgANgKATAN DAN PeMBerHeNTIAN KOMITe AuDIT

Komite Audit merupakan komite yang dibentuk oleh Dewan

Komisaris untuk membantu fungsi pengawasan Dewan

Komisaris. Pengangkatan dan pemberhentian para anggota

Komite Audit dilakukan oleh Dewan Komisaris berdasarkan

surat keputusan yang dikeluarkan oleh Dewan Komisaris

Perseroan. Pengangkatan Komite Audit telah melalui proses

fit and proper test sesuai peraturan perundang-undangan

yang berlaku dan ketentuan GCG. Seluruh anggota Komite

Audit memiliki integritas, kompetensi, dan reputasi yang

memadai.

GCG implementation for the Board of Commissioners aspect

achieved the score of 27.746 out of the maximum score of 35.

COMMITTeeS uNDer THe BOArD Of COMMISSIONerS

In performing its duties, the Board of Commissioners is

assisted by supporting Committees, which consist of Audit

Committee as well as Business Risk and GCG Committee.

AuDIT COMMITTee

The Company’s Audit Committee is the Board of

Commissioners’ organ in performing supervision and

providing advice or suggestion to the Company’s Board of

Directors in implementing its strategy and management.

Audit Committee is a committee under the Board of

Commissioners based on mandate of Decree of Minister of

State-Owned Enterprises Number: PER-12/MBU/2012, which

plays the role of assisting in providing opinion with regard

of reports or matters submitted by the Board of Directors to

the Board of Commissioners, identifying matters requiring

the attention of the Board of Commissioners, and performing

other tasks related to the Board of Commissioners’ duties.

The establishment of Audit Committee is also based on

Regulation of Capital Market Supervisory Board Number:

Ix.I.5 concerning Establishment and Work Implementation

Guidelines of Audit Committee. Decision for the establishment

of Audit Committee of Angkasa Pura Airports is set forth in

Decision of the Board of Commissioners Number: KEP- 18/

DK.API/2012 dated November 29, 2012, KEP- 12/DK.API/2013

dated November 1, 2013, KEP-13/DK.API/2013 dated

November 11, 2013 and Number: KEP-06/DK.AP.I/2010, KEP-

07/DK.AP.I/2010, KEP-08/DK.AP.I/2011, KEP-09/DK.AP.I/ 2011

concerning Appointment of member of Audit Committee of


APPOINTMeNT AND TerMINATION Of AuDIT COMMITTee

Audit Committee is a committee established by the Board

of Commissioners to assist with the Board of Commissioners’

supervisory duty. The appointment and termination of

members of Audit Committee is conducted by the Board

of Commissioners based on decision letter issued by the

Company’s Board of Commissioners. Appointment of Audit

Committee has passed the fit and proper test process in

accordance with the applicable laws and regulations as well

as provisions on GCG. All members of Audit Committee must

have adequate integrity, competency, and reputation.








PerSyArATAN ANggOTA KOMITe AuDIT

Anggota Komite Audit telah memenuhi persyaratan,

antara lain memiliki integritas yang tinggi, kemampuan,

pengetahuan, dan pengalaman yang memadai sesuai

dengan latar belakang pendidikannya, serta mampu

berkomunikasi dengan baik, memiliki latar belakang

pendidikan akuntansi atau keuangan, memiliki pengetahuan

yang cukup untuk membaca dan memahami laporan

keuangan, memliki pengetahuan yang memadai tentang

peraturan perundangan di bidang pasar modal dan

peraturan perundang-undangan terkait lainnya, bukan

merupakan orang dalam Kantor Akuntan Publik, Kantor

Konsultan Hukum, atau pihak lain yang memberi jasa audit,

jasa non audit dan atau jasa konsultasi lain kepada Perseroan

yang bersangkutan dalam waktu 6 (enam) bulan terakhir

sebelum diangkat oleh Komisaris; bukan merupakan orang

yang mempunyai wewenang dan tanggung jawab untuk

merencanakan, memimpin atau mengendalikan kegiatan

Perseroan dalam waktu 6 (enam) bulan terakhir sebelum

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

suatu peristiwa hukum, maka dalam jangka waktu paling

lama 6 (enam) bulan setelah diperolehnya saham tersebut

wajib mengalihkan kepada pihak lain; tidak mempunyai:

a. Hubungan keluarga perkawinan dan keturunan sampai

derajat kedua, baik secara horizontal maupun vertikal

dengan Komisaris, Direksi, atau Pemegang Saham

Utama; dan/atau

b. Hubungan usaha baik langsung maupun tidak langsung

yang berkaiatan dengan kegiatan usaha.

TugAS DAN TANgguNg JAWAB KOMITe AuDIT

Tugas dan tanggung jawab Komite Audit adalah membantu

Dewan Komisaris dalam mengawasi dan memberikan saran

kepada manajemen Perseroan. Komite Audit senantiasa

mendorong terciptanya praktik bisnis yang sehat dalam

pelaporan keuangan, manajemen risiko, pengendalian

internal, serta etika bisnis. Dalam pelaksanaannya, Direksi

bertanggung jawab sepenuhnya atas penyajian laporan

keuangan sesuai dengan standar dan ketentuan yang

berlaku, kecukupan pengelolaan risiko, sistem pengendalian

reQuIreMeNTS fOr MeMBerS Of AuDIT COMMITTee

Members of Audit Committee have fulfill the requirements

of, among other things, having high integrity, adequate

capability, knowledge, and experience in accordance

with their educational background, as well as capable

to communicate properly, having accounting or finance

education background, having sufficient knowledge to

read and understand financial statements, having adequate

knowledge about laws and regulations in the field of capital

market and other relevant laws and regulations, not an

internal staff of a Public Accounting Firm, Legal Counsel Firm,

or other parties providing audit service, non-audit service,

and or other consulting services to the relevant Company

in the last 6 (six) months before being appointed by the

Board of Commissioners; not a person with authority and

responsibility to plan, lead, or control Company activities in

the last 6 (six) months before being appointed by the Board

of Commissioners, except as Independent Commissioner;

and not holding shares, directly or indirectly, in the Company.

In case a member of Audit Committee acquires shares due

to a legal event, in the period of no later than 6 (six) months

after the acquisition of the shares, he/she must assign the

shares to other party with no:

a. Family relationship due to marriage and descendant

up to the second degree, horizontally or vertically, of

the Board of Commissioners, Board of Directors, or Key

Shareholders; and/or

b. Business relationship, directly or indirectly, which is

related to business activities.

DuTIeS AND reSPONSIBILITy Of AuDIT COMMITTee

The duties and responsibility of the Audit Committee are

assisting the Board of Commissioners in supervising and

providing suggestion to the Company’s management. Audit

Committee always encourages the establishment of fair

business practices in financial reporting, risk management,

internal control, and business ethics. In the implementation,

the Board of Directors is fully responsible for the presentation

of financial statements in accordance with the applicable

standards and provisions, risk management adequacy,

205

, serta kepatuhan terhadap peraturan yang berlaku. Secara

rinci, tugas dan tanggung jawab Komite Audit sebagai

berikut.

a. Membantu Dewan Komisaris untuk memastikan

bahwa; (i) Laporan Keuangan Perseroan disajikan secara

wajar sesuai dengan prinsip akuntansi yang berlaku

umum, (ii) struktur dan mekanisme pengendalian

internal Perseroan telah dilaksanakan dengan baik, (iii)

pelaksanaan audit internal oleh Satuan Pengawasan

Internal (SPI) maupun audit eksternal telah dilaksanakan

sesuai standar yang berlaku dan (iv) tindak lanjut temuan

hasil audit dilaksanakan oleh manajemen;

b. Membantu Dewan Komisaris mengevaluasi dan

memberikan rekomendasi tentang kebijakan remunerasi

manajemen dan karyawan Perseroan secara keseluruhan

menyangkut sistem penggajian dan pemberian

tunjangan, sistem pensiun, sistem kompensasi, serta

manfaat lainnya dan pembagian jasa produksi atau

bonus untuk disampaikan kepada Pemegang Saham

melalui Dewan Komisaris;

c. Membantu Dewan Komisaris memberikan rekomendasi

mengenai penyempurnaan sistem pengendalian

manajemen Perseroan serta pelaksanaannya;

d. Membantu Dewan Komisaris memastikan bahwa telah

terdapat prosedur review yang memuaskan terhadap

segala informasi yang dikeluarkan Perseroan, termasuk

brosur, laporan keuangan berkala, proyeksi dan lain-

lain informasi keuangan yang disampaikan kepada

Pemegang Saham;

e. Membantu Dewan Komisaris dalam mengidentifikasikan

hal-hal yang memerlukan perhatian Komisaris;

f. Melaksanakan tugas lain dari Ketua Komite Audit

maupun dari Komisaris, sepanjang masih dalam lingkup

tugas dan kewajiban Komisaris, berdasarkan ketentuan.

KeWAJIBAN DAN WeWeNANg KOMITe AuDIT

Kewajiban Komite Audit adalah sebagai berikut.

a. Setiap anggota Komite wajib memiliki komitmen dalam

melaksanakan tugasnya.

control system, as well as compliance with the applicable

regulations. In details, the duties and responsibility of Audit

Committee are as follows:

a. Assisting the Board of Commissioners in ensuring that:

(i) the Company’s Financial Statements are presented

fairly in accordance with generally accepted accounting

principles, (ii) the Company’s internal control structure

and mechanism have been implemented properly, (iii)

internal audit by the Internal Supervision Unit as well as

external audit have been implemented in accordance

with the applicable standard, and (iv) audit findings are

followed-up by the management;

b. Assisting the Board of Commissioners in evaluating and

making recommendation on policy for remuneration of

the Company’s management and employees in overall,

which involves salary payment system and provision of

allowances, pension system, compensation system, as

well as other benefits and distribution of production

tantiem or bonus to be given to Shareholders through

the Board of Commissioners;

c. Assisting the Board of Commissioners in making

recommendation on the enhancement of the Company’s

management control system and its implementation;

d. Assisting the Board of Commissioners in ensuring that

there has been a satisfactory review procedure in place

for all information issued by the Company, including

brochures, periodic financial statements, projections, and

other financial information submitted to Shareholders;

e. Assisting the Board of Commissioners in identifying

matters requiring the attention of the Commissioners;

f. Performing other tasks assigned by the Chairperson of

Audit Committee and the Commissioners, to the extent

still included in the scope of duties and responsibility of

Commissioners, based on the provisions.

OBLIgATIONS AND AuTHOrITy Of AuDIT COMMITTee

The obligations of the Audit Committee are as follows:

a. Each Committee member must be committed in

performing his/her duties.








b. Komite Audit wajib melaporkan kepada Dewan

Komisaris, berupa:

• Hasil evaluasi yang telah dilakukan Komite Audit,

segera disampaikan kepada Komisaris.

• Laporan berkala, yang berisi pokok-pokok hasil kerja

Komite Audit, disampaikan sekurang-kurangnya 1

(satu) bulan sekali.

• Laporan khusus, yang berisi temuan yang

diperkirakan dapat mengganggu kegiatan

Perseroan, dilaporkan selambat-lambatnya 2 x

24 jam (dua kali dua puluh empat jam), setelah

instruksi pembuatan laporan, atau setelah diketahui

terjadi hal yang perlu dilaporkan secara khusus.

• Anggota Komite Audit minimal 3 (tiga) hari dalam

satu minggu wajib hadir di Kantor Perseroan.

• Komite Audit wajib menjaga kerahasiaan segala

informasi, baik yang diperoleh dari dalam maupun

dari luar Perseroan.

Komite Audit juga memiliki wewenang untuk mengakses

catatan atau informasi tentang karyawan, data keuangan,

aset, serta sumber daya Perseroan lainnya yang berkaitan

dengan pelaksanaan tugasnya. Dalam hal ini, Komite Audit

bekerja sama dan berkoordinasi dengan Satuan Pengawas

Intern dan Eksternal Auditor guna mencapai hasil yang

maksimal.

KOMPOSISI KOMITe AuDIT

Sesuai dengan Piagam Komite Audit, susunan keanggotaan

Komite Audit sebagai berikut.

NAMA | NAME JABATAN | POSITION

eddy Mulyadi Soepriadi Ketua|Chairperson

Ilham Budiono Anggota|Member

Ida Bagus Sudarsana Anggota|Member

b. Audit Committee must submit reports to the Board of

Commissioners, in the form of:

• Result of evaluation conducted by the Audit

Committee, which must be immediately submitted to

the Commissioners.

• Periodic reports, which contain the key results of

Audit Committee’s work, are submitted at least on a

monthly basis.

• Special Reports, which contain findings which are

expected to disturb the Company’s activities, are

reported no later than 2 x 24 hours (two times twenty-

four hours), upon instruction to prepare the report, or

upon finding out about an incident which must be

specifically reported.

• MembersofAuditCommitteemustbepresentinthe

Company’s Office at least 3 (three) days in a week.

• AuditCommitteemustkeeptheconfidentialityofall

information, which comes from inside or outside the

Company.

The Audit Committee is also authorized to access records

or information on employees, financial data, assets, and

other Company resources related to the implementation

of its duties. In this case, the Audit Committee cooperates

and coordinates with the Internal Control Unit and External

Auditor in order to achieve the maximum result.

AuDIT COMMITTee COMPOSITION

In accordance with Audit Committee Charter, composition

of membership of Audit Committee is as follows:

207

PrOfIL rINgKAS KOMITe AuDIT

Keberadaan anggota Komite Audit yang berasal dari luar

pihak yang terafiliasi dalam komposisi keanggotaan Komite

Audit menunjukkan independensi Komite Audit.

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.

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,

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.

BrIef PrOfILe Of AuDIT COMMITTee

The existence of Audit Committee members originating from

affiliated external party in the composition of membership

of Audit Committee indicates its independence.








INDePeNDeNSI KOMITe AuDIT

Seluruh anggota Komite Audit merupakan anggota yang

profesional dan independen dalam menjalankan tugas dan

kewajibannya tanpa campur tangan dari pihak manapun

yang tidak sesuai dengan peraturan perundang-undangan.

Anggota Komite Audit juga tidak terkait dengan Direksi,

Dewan Komisaris, maupun Pemegang Saham. Komite Audit

berasal dari luar Perseroan yang tidak memilki kepentingan/

keterkaitan pribadi yang dapat menimbulkan dampak

negatif dan benturan kepentingan (conflict of interest)

dengan Perseroan. Komite Audit dalam melaksanakan

tugasnya tunduk pada ketentuan/hukum dan perundang-

undangan yang berlaku.

Komite Audit tidak ada hubungan keluarga dan

kepengurusan Perseroan lain, dengan anggota Dewan

Komisaris, anggota Direksi, serta Pemegang Saham.

Independensi anggota Komite Audit tercermin dengan

aspek berikut.

ASPeK INDePeNDeNSIeDDy

MuLyADI SOePrIADI

ILHAM BuDIONO

IDA BAguS SuDArSANA INDePeNDeNCe ASPeCT

Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi

Tidak Tidak TidakHave 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 TidakHave no management relationship with the Company, Subsidiaries, or

affiliated Companies

Tidak memiliki hubungan kepemilikan saham di Perseroan

Tidak Tidak TidakHave no shareholding relationship

with the Company

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 TidakDoes not hold the position of

member of management board of a political party or government official

HuBuNgAN KeLuArgA DAN KeuANgAN KOMITe

AuDIT

Hubungan keluarga dan keuangan antara anggota Komite

Audit dengan sesama anggota Komite dan/atau anggota

Direksi, serta Dewan Komisaris periode 2013 sebagai berikut.

INDePeNDeNCe Of AuDIT COMMITTee

All members of Audit Committee are members who are

professional and independent in performing their duties and

responsibility without intervention from any party which is

not in accordance with laws and regulations. Members

of Audit Committee are not related either to the Board of

Directors, Board of Commissioners, or Shareholders. Audit

Committee members come from outside the Company and

have no personal interest/involvement which may cause

negative impact and conflict of interest with the Company.

In performing its duties, Audit Committee is subject to the

applicable provisions of laws and regulations.

Audit Committee members have no family or management

relationship with other Companies, with members of Board

of Commissioners, members of Board of Directors, and

Shareholders.

The independence of Audit Committee members is reflected

in the following aspect:

fAMILy AND fINANCIAL reLATIONSHIP Of AuDIT

COMMITTee

Family and financial relationship between members of

Audit Committee and fellow Committee members and/or

members of Board of Directors and Board of Commissioners

in the 2013 period is as follows:

209

NAMANAME



KOMITeyANg LAIN

OTHER COMMITTEES


DeWAN KOMISArIS

BOARD OF COMMISSIONERS

KOMITeyANg LAIN

OTHER COMMITTEES


PeMegANg SAHAM

SHARE-HOLDERS

Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk

eddy

Mulyadi

Soepardi

- V - V - V - V - V - V

Ilham

Budiono

- V - V - V - V - V - V

Ida Bagus

Sudarsana

- V - V - V - V - V - V

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

Dalam melaksanakan fungsi dan perannya, Komite Audit

Perseroan telah dilengkapi Pedoman Kerja yang ditetapkan

dalam Piagam Komite Audit (Committee Audit Charter).

Hal tersebut menunjukkan komitmen Direksi dan Dewan

Komisaris terhadap efektivitas tata kelola perusahaan,

pengendalian internal, risk assessment, dan pengelolaan

Perseroan secara keseluruhan. Piagam Komite Audit disusun

berdasarkan peraturan dan perundang-undangan yang

berlaku, dan senantiasa ditinjau ulang secara berkala.

Charter Komite Audit antara lain mengatur :

1. Pembentukan dan keanggotaan Komite Audit

2. Fungsi, tugas, kewenangan dan tanggung jawab

Komite Audit

3. Lingkup Pekerjaan Komite Audit

4. Kode Etik dan mekanisme Rapat Komite Audit

PrOgrAM KerJA KOMITe AuDIT

Pelaksanaan tugas Komite Audit selama tahun 2013 antara

lain melakukan kajian terhadap hasil audit Kantor Akutan

Publik (KAP) tahun buku 2013 dan meminta Satuan Pengawas

Internal melakukan monitoring progress penyelesaian Audit

KAP tahun 2012 untuk memastikan proses audit KAP dapat

diselesaikan sesuai waktu yang ditetapkan

AuDIT COMMITTee WOrKINg guIDeLINeS

In performing its function and role, the Company’s Audit

Committee has been equipped with Working Guidelines

as stipulated in Audit Committee Charter. This indicates

the commitment of the Board of Directors and Board of

Commissioners towards the effectiveness of the corporate

governance, internal control, risk assessment, and the

Company’s management in overall. Audit Committee

Chartered is prepared based on the applicable laws and

regulations, and is always reviewed periodically.

The Audit Committee Charter regulates, among other things:

1. Audit Committee establishment and membership

2. Audit Committee’s function, duties, authority, and

responsibility

3. Audit Committee’s Scope of Work

4. Audit Committee’s Code of Conduct and Meeting

Mechanism

WOrK PrOgrAM

The implementation of Audit Committee’s duties in 2013

is, among other things, by performing study on Public

Accounting Firm’s audit result for fiscal year 2013 and

requesting the Internal Control Unit to perform monitoring

on progress of completion of Public Accounting Firm’s

Audit for the year 2012 to ensure that Public Accounting

Firm’s audit process can be completed within the stipulated

timeframe.








LAPOrAN KerJA KOMITe AuDIT 2013

Selama tahun 2013, Komite Audit telah melakukan kegiatan

antara lain:

1. 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.

rAPAT KOMITe AuDIT

Dalam melaksanakan kegiatannya, Komite Audit

mengadakan pertemuan secara berkala dan bekerja sama

dengan Satuan Pengawas Internal untuk menjamin kesiapan,

ketersediaan data dan informasi, sehingga kondisi Perseroan

dapat diketahui dengan baik oleh Dewan Komisaris. Dalam

pelaksanaan rapat, Komite Audit dapat mengundang

manajemen melalui Satuan Pengawas Internal untuk

memberikan informasi yang diperlukan.

Selama 2013, Komite Audit melakukan rapat dengan Satuan

Pengawas Internal dan Auditor Eksternal. Keputusan yang

diambil dalam rapat Komite Audit Perseroan telah dicatat

dan didokumentasikan dengan baik dalam risalah rapat

Komite. Risalah rapat tersebut ditandatangani oleh peserta

rapat. Perbedaan pendapat (disenting opinion) yang terjadi

dalam rapat akan dicantumkan dalam risalah rapat disertai

alasan mengenai perbedaan pendapat.

Adapun jumlah kehadiran masing-masing anggota Komite

Audit sebagai berikut.

2013 WOrK rePOrT Of AuDIT COMMITTee

In 2013, the Audit Committee has implemented activities,

among other things, as follows:

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

Long-Term Plan for 2013-2017.

AuDIT COMMITTee MeeTINgS

In conducting its activities, Audit Committee holds periodic

meetings and cooperates with the Internal Control Unit to

guarantee readiness and availability of data and information,

so that the Company’s condition can be properly understood

by the Board of Commissioners. In the implementation of

meetings, Audit Committee may invite the management

through the Internal Control Unit to provide the necessary

information.

In 2013, Audit Committee held meetings with the Internal

Control Unit and External Auditor. Decisions made during the

Company’s Audit Committee meetings have been recorded

and documented properly in minutes of Committee

meetings. The minutes of meetings are signed by meeting

participants. Dissenting opinion occurring during the

meetings will be included in the minutes of meetings along

with the reason for such dissenting opinion

Meanwhile, total number of attendance of each Audit

Committee member is as follows:

211

TANggAL rAPATDATE OF MEETING

KOMITe AuDITAUDIT COMMITTEE

AgeNDA TeMPATPLACEeddy Mulyadi

Soepardi

Drs. Ilham

Budiono, Ak, MM

Drs. Ida Bagus

Sudarsana, MM

14-02-2013 v v vProgram Kerja SPI

dan Komite AuditRuang Rapat Lt IV

05-03-2013 v v v

Konsinyering

Laporan Hasil

Audit KAP

DBSD&A tahun

buku 2012

Hotel Panghegar

Bandung

15-04-2013 v v v

SPI Charter dan

Evaluasi Laporan

Triwulan I kegiatan

SPI

Ruang Rapat SPI

17-07-2013 v v vLaporan triwulan II

kegiatan SPIRuang rapat SPI

12-08-2013 v v v

Evaluasi Kinerja

Auditor Eksternal

pada Audit tahun

buku 2012

Ruang Rapat

lantai 4

16-10-2013 v v v

Evaluasi Laporan

triwulan III

kegiatan SPI

Ruang Rapat

lantai 4

08-11-2013 v v v

Kick of Metting

General Audit atas

Laporan Keuangan

tahun buku 2013

Ruang rapat

lantai 4

KegIATAN PeLATIHAN/SeMINAr KOMITe AuDIT TAHuN

2013

Untuk menunjang pelaksanaan tugasnya, selama 2013

anggota Komite Audit telah mengikuti kegiatan pelatihan

dan seminar sebagai berikut.

NAMAnamE

JeNIS PeLATIHAN / SeMINArtypE of traininG/sEminar

eddy Mulyadi Soepardi- In House Training Effective Leadership di Jakarta pada 2-3 Desember 2013


Ilham Budiono - Manajemen Audit, GCG, Risk Management, Penyidik Tindak Pidana Korupsi, dan lain-lain

AuDIT COMMITTee TrAININg/SeMINAr ACTIvITIeS IN

2013

In 2013, to support the performance of their duties, Audit

Committee members have participated in training and

seminar activities as follows:








PrOSeDur PeNeTAPAN reMuNerASI KOMITe

AuDIT

Kebijakan pemberian remunerasi dan fasilitas lain bagi Komite

Audit mengacu kepada keputusan Dewan Komisaris. Proses

penetapan remunerasi didasarkan pada kajian Komite terkait

dengan memperhatikan hal–hal: hasil kinerja keuangan dan

pemenuhan cadangan sebagaimana diatur dalam peraturan

perundang-undangan yang berlaku, prestasi kerja individu,

kewajaran dengan peer group, dan pertimbangan sasaran

dan strategi jangka panjang Perseroan.

PeNILAIAN KINerJA KOMITe AuDIT TAHuN 2013

Penilaian kinerja Komite Audit dilakukan baik secara

kelompok maupun individu. Penilaian kinerja dilakukan

oleh Dewan Komisaris dan melalui asessment GCG. . Hasil

penilaian kinerja Komite Audit menunjukkan bahwa Komite

Audit telah melakukan tugas dan tanggung jawabnya

dengan baik.

KOMITe rISIKO uSAHA DAN gCg

Perseroan berkomitmen tinggi atas penerapan manajemen

risiko dan GCG. Komite Risiko Usaha dan GCG merupakan

organ pendukung yang dimaksudkan untuk membantu

Dewan Komisaris melakukan penilaian terhadap kajian

risiko atas kelayakan kegiatan yang direncanakan dan

pengawasan terkait implementasi GCG oleh Perseroan yang

sesuai ketentuan berlaku.

Susunan Komite Risiko Usaha dan GCG Perseroan

berdasarkan Keputusan Dewan Komisaris Nomor: KEP-08/

DK.API/2013 tanggal 28 Juni 2013, KEP-03/DK.API/2013

tanggal 25 Februari 2013, dan KEP-13/DK.API/2013 tanggal

11 November 2013 tentang Pengangkatan Anggota Komite

Resiko Usaha dan Good Corporate Governance PT Angkasa

Pura I (Persero).

PeDOMAN DAN TATA TerTIB KerJA KOMITe rISIKO

uSAHA DAN gCg

Dalam melaksanakan fungsi dan perannya, Komite Risiko

Usaha dan GCG telah dilengkapi Pedoman Kerja sebagaimana

telah ditetapkan dalam SK Dewan Komisaris Nomor: KEP-

08/DK.API/2013 tanggal 28 Juni 2013, KEP-03/DK.API/2013

tanggal 25 Februari 2013, dan KEP-13/DK.API/2013 tanggal

11 November 2013 tentang Pengangkatan Anggota Komite

Resiko Usaha dan Good Corporate Governance PT Angkasa

Pura I (Persero).

PrOCeDure fOr STIPuLATION Of reMuNerATION Of

AuDIT COMMITTee

The policy for the provision of remuneration and other facilities

to Audit Committee refers to the Board of Commissioners’

decision. Stipulation process of remuneration is based on

study conducted by the relevant Committee by taking into

account matters as follows: financial performance result

and fulfillment of provision as regulated in the applicable

laws and regulations, individual work performance, fairness

among peer group, and consideration of the Company’s

long-term target and strategy.

PerfOrMANCe ASSeSSMeNT Of AuDIT COMMITTee IN

2013

Performance assessment of Audit Committee is conducted

both as a group as well as individually. Performance

assessment is conducted by the Board of Commissioners

and through GCG assessment.

BuSINeSS rISK AND gCg COMMITTee

The Company is highly committed to risk management and

GCG implementation. Business Risk and GCG Committee

is a supporting organ intended for assisting the Board of

Commissioners in performing assessment on risk study on

the feasibility of planned activity and supervision related to

GCG implementation by the Company in accordance with

the applicable provisions.

The composition of the Company’s Business Risk and

GCG Committee based on Decision of the Board of

Commissioners Number: KEP-08/DK.API/2013 dated June

28, 2013, KEP-03/ DK.API/2013 dated February 25, 2013, and

KEP-13/DK.API/2013 dated November 11, 2013 concerning

Appointment of Members of Business Risk and Good

Corporate Governance Committee of PT Angkasa Pura I

(Persero).

WOrKINg guIDeLINeS AND ruLeS Of OrDer Of


In performing its function and role, the Business Risk

and GCG Committee has been equipped with Working

Guidelines as stipulated in Decision Letter of Board of

Commissioners Number: KEP-08/DK.API/2013 dated June

28, 2013, KEP-03/ DK.API/2013 dated February 25, 2013, and

KEP-13/DK.API/2013 dated November 11, 2013 concerning

Appointment of Members of Business Risk and Good

Corporate Governance Committee of PT Angkasa Pura I

(Persero).

213

TugAS DAN TANgguNg JAWAB KOMITe rISIKO uSAHA

DAN gCg

Dalam melaksanakan tugas, Komite Pengembangan Usaha

dan GCG bertanggung jawab kepada Dewan Komisaris.

Pertanggungjawaban Komite Pengembangan Usaha dan

GCG kepada Dewan Komisaris merupakan perwujudan

akuntabilitas pengawasan atas pengelolaan Perseroan

dalam rangka pelaksanaan prinsip-prinsip GCG.

Tugas Komite Risiko Usaha dan GCG

Tugas-tugas berkaitan dengan Risiko Usaha :

1. Melakukan review dan memberikan rekomendasi

atas efektivitas pelaksanaan manajemen risiko

Perseroan yang dilakukan oleh Risk Management

and Complience, melalui pertemuan secara berkala

maupun cara lainnya untuk membahas progress dari

tahapan-tahapan tugas dan tanggung jawab yang

dilakukan oleh Risk Management and Complience

Group.

2. Melakukan review atas penilaian risiko oleh Risk

Management and Complience Group terhadap

rencana investasi Perseroan yang material.

3. Melakukan pengawasan atas kegiatan Risk

Management and Compliance Group dalam

memantau pelaksanaan mitigasi resiko oleh unit-unit

kerja terkait.

4. Melakukan pengawasan atas pelaksanaan

rekomendasi Komite Risiko Usaha oleh Risk

Management and Complience Group.

5. Melakukan analisis dan evaluasi atas usulan Rencana

Kegiatan dan Anggaran Perusahaan (RKAP) dan review

tahunan atas Rencana Jangka Panjang Perusahaan

(RJPP) yang diajukan oleh Direksi.

6. Melakukan Penelaahan atas informasi risiko dan

manajemen risiko Perseroan dalam laporan-laporan

yang akan dipublikasikan, melalui proses:

- Diskusi bersama dengan manajemen;

- Review atas draft dari laporan yang akan

dipublikasikan.

7. Melakukan pembahasan atas risiko-risiko penting

pada unit-unit di lingkungan Perseroan, sesuai

kebutuhan.

8. Dalam hal Direksi menganggap perlu menggunakan

konsultan manajemen risiko independen untuk

melakukan penelaahan kembali atas proses

manajemen risiko yang telah diterapkan Perseroan,

maka tugas Komite Risiko Usaha dan GCG adalah :

DuTIeS AND reSPONSIBILITy Of BuSINeSS rISK AND

gCg COMMITTee

In performing its duties, the Business Risk and GCG Committee

reports to the Board of Commissioners. The accountability

of the Business Risk and GCG Committee to the Board of

Commissioners is the manifestation of accountability of

supervision on the Company’s management in the context

of implementation of GCG principles.

The Duties of Business Risk and GCG Committee

Business Risk-related duties:

1. Conducting review and making recommendation on

the effectiveness of risk management implementation

at the Company conducted by Risk Management and

Compliance, through periodic meetings or otherwise

to discuss the progress of phases of duties and

responsibility performed by Risk Management and

Compliance Group.

2. Conducting review on risk assessment conducted by

Risk Management and Compliance Group on material

investment plan of the Company.

3. Performing supervision on activities of Risk

Management and Compliance Group in monitoring

the implementation of risk mitigation by relevant

work units.

4. Performing supervision on the implementation of

Business Risk Committee’s recommendation by Risk

Management and Compliance Group.

5. Performing analysis and evaluation on Proposed

Company Work Plan and Budget as well as annual

review on Company Long-Term Plan submitted by the

Board of Directors.

6. Performing Study on the Company’s risk information

and risk management in reports to be published,

through the process of:

- Discussion with the management;

- Review on draft report to be published.

7. Discussing about important risks in units within the

Company’s environment, as necessary.

8. In case the Board of Directors deems important to

use independent risk management consultant to

reassess the risk management process implemented

by the Company, the duties of Business Risk and GCG

Committee are:








- Memberikan masukan tentang kriteria dan

kompetensi konsultan;

- Melakukan monitoring pekerjaan konsultan melalui

Risk Management and Complience Group.

Tugas-tugas yang berkaitan dengan GCG (Good Corporate

Government) :

1. Memastikan kelengkapan kelengkapan dan validitas

dari Corporate Governance Policy (CGP), Management

Policy (MP) dan Standard Operating Procedure (SOP)

sesuai dengan kegiatan Perseroan;

2. Memastikan manajemen melaksanakan kegiatan

usaha mengikuti ketentuan dalam CGP, MP dan SOP;

3. Memastikan pengawasan telah dilakukan terhadap

penerapan CGP, MP dan SOP;

4. Mengevaluasi kebijakan tentang GCG dan Standar

Etika serta tindak lanjut hasil assessment yang

dilakukan oleh Eksternal Konsultan.

5. Melakukan penyelidikan dan verifikasi berdasarkan

hasil temuan di lapangan berkaitan dengan

pelanggaran etika dan pelanggaran praktek GCG yang

terjadi di Perseroan.

6. Mengevaluasi dan melakukan penyempurnaan

terhadap pedoman-pedoman yang berkaitan dengan

pelaksanaan GCG sekurang-kurangnya 1 (satu) tahun

sekali atau disesuaikan dengan kebutuhan Perseroan.

7. Memberikan nasehat, masukan, dan rekomendasi

kepada Direksi mengenai standar-standar praktek

terbaik penerapan GCG di Perseroan.

8. Membantu Direksi dalam merencanakan,

melaksanakan, mengevaluasi dan mengembangkan

secara berkesinambungan penerapan Etika Kerja

& Bisnis dan praktek GCG di seluruh wilayah kerja

Perseroan.

9. Membantu tugas Direksi dalam pembinaan

dan pengawasan efektifitas penerapan praktik

GCG di Perseroan sebagai upaya meningkatkan

nilai Pemegang Saham, termasuk sosialisasi dan

internalisasi.

10. Melakukan evaluasi terhadap efektivitas penerapan

GCG oleh Organ Utama dan Organ Pendukung dan

memberikan masukan penyempurnaan serta upaya-

upaya pemantapannya.

- Providing input on criteria and competency of the

consultant;

- Performing monitoring on the consultant’s job

through Risk Management and Compliance

Group.

GCG (Good Corporate Government)-related duties are:

1. Ensuring the completeness and validity of Corporate

Governance Policy (CGP), Management Policy

(MP), and Standard Operating Procedure (SOP) in

accordance with Company activities;

2. Ensuring that management conducts business activities

by adhering to the provisions in CGP, MP, and SOP;

3. Ensuring that supervision has been performed on the

implementation of CGP, MP, and SOP;

4. Evaluating policy on GCG and Ethical Standard as well

as follow-up of result of assessment conducted by

External Consultant.

5. Performing investigation and verification based on

findings on field related to breach of ethics and GCG

practice occurring in the Company.

6. Evaluating and enhancing guidelines related to GCG

implementation at least once a year or adjusted to the

Company’s requirement.

7. Providing advice, input, and making recommendation

to the Board of Directors on best practice standard of

GCG implementation at the Company.

8. Assisting the Board of Directors in continuously

planning, implementing, evaluating, and developing

the implementation of Work & Business Ethics and

GCG practice in all Company working territories.

9. Assisting in the Board of Directors’ duty in the

development and supervision of effectiveness of

implementation of GCG practice in the Company as

an effort of increasing Shareholders’ value, including

dissemination and internalization.

10. Performing evaluation on the effectiveness of GCG

implementation by Main Organ and Supporting

Organ as well as providing input for enhancement and

its steadying efforts.

215

JuMLAH, KOMPOSISI DAN KrITerIA KOMITe rISIKO

uSAHA DAN gCg

Sampai dengan 31 Desember 2013, susunan anggota

Komite Risiko Usaha dan GCG berjumlah 3 (tiga) orang yang

terdiri dari:

a. Seorang dari pihak independen yang memiliki keahlian

di bidang keuangan manajemen risiko;

b. Seorang dari pihak independen yang memiliki keahlian

di bidang anajemen dan GCG.

NAMANAME

JABATANPOSITION

DIANgKAT SeJAKAPPOINTED ON

JABATAN LAIN DILuAr PerSerOANOTHER POSITION OUTSIDE THE COMPANY

B. Didik Prasetyo Ketua 11 November 2013

Assisten Deputi Bidang Usaha Industri Primer Kementerian

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 2013Dosen pada Fakultas Ekonomi Universitas Indonesia

Lecturer at the Faculty of Economics of University of Indonesia

Anggota Komite Risiko Usaha dan GCG dapat berhenti atau

diberhentikan meskipun jabatannya belum berakhir apabila

yang bersangkutan (1) mengundurkan diri, (2) kehilangan

kewarganegaraan, (3) meninggal dunia, (4) melakukan

sesuatu yang bersifat merugikan Perseroan, (5) melanggar

atau tidak memenuhi persyaratan sebagai anggota Komite

Risiko Usaha dan GCG.

Seluruh anggota Komite Risiko Usaha dan GCG telah

memenuhi persyaratan kemampuan dan kepatutan. Selain

itu, bahwa anggota Komite Risiko Usaha dan GCG wajib

memiliki integritas, akhlak dan moral yang baik, serta

memiliki pengetahuan dan mengetahui di bidang ekonomi,

keuangan, dan/atau memiliki pengalaman kerja di bidang

manajemen risiko, GCG, peraturan perundang-undangan di

bidang hukum, dan peraturan perundang-undangan terkait

lainnya.

NuMBer, COMPOSITION, AND CrITerIA

As of December 31, 2013, the composition of Business Risk

and GCG Committee members consists of 3 (three) persons,

including:

a. One person from the independent party with expertise

in the field of finance and risk management;

b. One person from the independent party with expertise

in the field of management and GCG.

A member of Business Risk and GCG Committee may quit or

be terminated although his/her tenure has not ended if the

person concerned (1) resigns, (2) loses his/her citizenship, (3)

has passed away, (4) commits an action which has adverse

impact on the Company, (5) breaches or does not qualify the

requirement to become a member of Business Risk and GCG

Committee.

All members of Business Risk and GCG Committee have

fulfilled fit and proper requirement. In addition, they have

passed requirement that a member of Business Risk and

GCG Committee must have good integrity, character, and

morality, as well as have knowledge and is knowledgeable

in the fields of economic and finance, and/or have work

experience in the fields of risk management, GCG, legal laws

and regulations, and other relevant laws and regulations.








KOMPeTeNSI DAN KeAHLIAN ANggOTA KOMITe rISIKO

uSAHA DAN gCg

Seluruh anggota Komite Risiko Usaha dan GCG memiliki

integritas, kompetensi dan reputasi keuangan yang baik.

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.

COMPeTeNCy AND eXPerTISe Of MeMBerS Of


All members of Business Risk and GCG Committee have

good integrity, competency and financial reputation.

217

INDePeNDeNSI KOMITe rISIKO uSAHA DAN gCg

Ketentuan rangkap jabatan Anggota Komite Risiko Usaha

dan GCG sebagai berikut.

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 B. DIDIK PrASeTyO

JOKO SuBAyO

fAHruL ISMAeNI INDePeNDeNCe ASPeCT

Tidak memiliki hubungan keuangan

dengan Dewan Komisaris dan Direksi.Tidak| No Tidak| No Tidak| No

Have no financial relationship with the Board

of Commissioners and Board of Directors.

Tidak memiliki hubungan kepengurusan

di Perseroan, Anak Perseroan, maupun

Perseroan afiliasi.

Tidak| No Tidak| No Tidak| No k

Have no management relationship with

the Company, Subsidiaries, or affiliated

Companies.Tidak memiliki hubungan kepemilikan

saham di Perseroan.Tidak| No Tidak| No Tidak| No

Have no shareholding relationship with the

Company.

Tidak memiliki hubungan keluarga dengan

Dewan Komisaris, Direksi, dan/atau sesama

anggota Komite Risiko Usaha dan GCG.

Tidak| No Tidak| No Tidak| No

Have no family relationship with the Board

of Commissioners, Board of Directors, and/

or fellow members of Business Risk and GCG

Committee.

Tidak menjabat sebagai pengurus partai

politik dan pejabat pemerintah daerah. Tidak| No Tidak| No Tidak| No

Does not hold the position of member of

management board of a political party or

regional government official.

HuBuNgAN KeLuArgA DAN KeuANgAN, KePeNguruSAN DAN KePeMILIKAN SAHAM KOMITe

rISIKO uSAHA DAN gCg PADA PerSerOAN LAIN

Selama 2013, seluruh anggota Komite Risiko Usaha dan

GCG Perseroan tidak memiliki hubungan kepengurusan dan

kepemilikan saham di Perseroan lain.

Hubungan keluarga dan keuangan antara anggota Komite

Risiko Usaha dan GCG sebagai berikut.

NAMAnamE



KOMITe yANg LAINOTHER

COMMITTEE


DeWAN KOMISArIS


KOMITe yANg LAIN

OTHER COMMITTEE


PeMegANg SAHAMSHARE-HOLDERS

Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya TdkB. Didik Prasetyo - V - V - V - V - V - V

Joko Subayo - V - V - V - V - V - V

fahrul Ismaeni - V - V - V - V - V - V

BuSINeSS rISK AND gCg COMMITTee’S INDePeNDeNCe

The provisions on multiple positions of Members of Business

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.

BuSINeSS rISK AND gCg COMMITTee’S fAMILy reLATIONSHIP AND fINANCIAL, MANAgeMeNT, AND

SHAreHOLDINg reLATIONSHIP WITH OTHer COMPANy

In 2013, all members of the Company’s Business Risk and

GCG has no management and shareholding relationship

with other company.

Family and financial relationship of members of Business Risk

and GCG Committee is as follows:








NAMANAME

KePeNguruSAN DAN KePeMILIKAN SAHAM PADA PerSerOAN LAINHuBuNgAN KeuANgAN DeNgAN

MANAGEMENT AND SHAREHOLDING WITH OTHER COMPANY

SeBAgAI ANggOTA KOMITeAS COMMITTEE MEMBER

SeBAgAI ANggOTA DIreKSIAS MEMBER OF BOARD OF

DIRECTORS

SeBAgAI DeWAN KOMISArISAS 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

Berikut ini hubungan kepengurusan dan kepemilikan saham

pada Perseroan lain oleh Komite Risiko Usaha dan GCG

periode 2013.

rAPAT KOMITe rISIKO uSAHA DAN gCg

Sesuai dengan Charter Komite, Rapat Komite Risiko Usaha

dan GCG diadakan sekurang-kurangnya 12 kali dalam

setahun. Keputusan Rapat Komite Risiko Usaha dan GCG

diambil berdasarkan musyawarah untuk mufakat. Dalam

hal keputusan musyawarah mufakat tidak tercapai, maka

keputusan diambil berdasarkan pemungutan suara setuju

terbanyak. Apabila suara setuju dan tidak setuju berimbang,

maka usulan dianggap ditolak.

Komite Risiko Usaha dan GCG dapat juga mengambil

keputusan yang sah dan mengikat tanpa mengadakan

rapat, dengan ketentuan bahwa seluruh anggota Komite

Risiko Usaha dan GCG telah memberikan persetujuan atas

usul yang diajukan secara tertulis, serta menandatangani

persetujuan tersebut. Keputusan yang diambil mempunyai

kekuatan yang sama dengan keputusan melalui rapat formal.

Rapat Komite Risiko Usaha dan GCG tahun 2013 sebagai

berikut.

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

The management and shareholding relationship with other

Company by Business Risk and GCG Committee for the 2013

period is as follows.

BuSINeSS rISK AND gCg COMMITTee MeeTINgS

In accordance with the Committee’s Charter, Business Risk

and GCG Committee Meetings are conducted at least 12

times in a year. Decision of Business Risk and GCG Committee

Meetings are made based on consultation for consensus. In

the event that decision based on consultation for consensus

fails to be achieved, decision will be made based on the

most votes. If agreeing and disagreeing votes turn out to be

balanced, the proposal is considered rejected.

Business Risk and GCG Committee may also made valid,

binding decision without holding a meeting, provided that

all members of Business Risk and GCG Committee have

granted approval on the proposal which is submitted in

writing, and have signed the approval. The decision made

has the same force as decisions made in a formal meeting.

Business Risk and GCG Committee Meetings in 2013 are as

follows:

Table of Business risk and gCg Committee Meetings in 2013

219

Keputusan yang diambil dalam rapat Komite Risiko Usaha

dan GCG telah dicatat dan didokumentasikan dengan baik

dalam risalah rapat Komite Risiko Usaha dan GCG. Risalah

rapat ditandangani oleh ketua rapat dan didistribusikan

kepada semua anggota Komite Risiko Usaha dan GCG

yang menghadiri rapat maupun tidak. Perbedaan

pendapat (disenting opinion) yang terjadi dalam rapat akan

dicantumkan dalam risalah rapat disertai alasan mengenai

perbedaan pendapat.

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

LAPOrAN KerJA KOMITe rISIKO uSAHA DAN gCg

Selama tahun 2013, Komite Pengembangan Usaha dan GCG

telah secara aktif memberikan masukan penyempurnaan

terkait dengan aspek manajemen risiko dan GCG Perseroan

antara lain meliputi:

1. Laporan Realisasi Program Kerja triwulan I

2. Permohonan persetujuan penyesuaian Honorarium

Komite

3. Laporan Triwulanan kegiatan Komite Risiko Usaha dan

GCG TW I tahun 2013


GCG TW II tahun 2013


GCG TW III tahun 2013


GCG TW IV tahun 2013

PeNILAIAN KINerJA KOMITe rISIKO uSAHA DAN gCg

TAHuN 2013

Penilaian kinerja Komite Risiko Usaha dan GCG dilakukan baik

secara kelompok maupun individu oleh Dewan Komisaris

dan melalui assesment GCG oleh pihak independen.

Indikator penilaian kinerja Komite Risiko Usaha dan GCG

pada 2013 adalah terkait dengan pelaksanaaan tugas dan

tanggung jawab Komite Risiko Usaha dan GCG dalam

membantu Dewan Komisaris memberikan saran/masukan

dan rekomendasi dalam rangka pengawasan Perseroan

sesuai dengan Pedoman dan Tata Tertib Tertib Kerja Komite

Risiko Usaha dan GCG.

Decisions made during Business Risk and GCG Committee

meetings have been recorded and documented properly

in minutes of Business Risk and GCG Committee’ meetings.

The minutes of meetings are signed by chairperson of the

meetings and distributed to all members of Business Risk

and GCG Committee, whether or not they attended the

meetings. Dissenting opinion occurring during the meetings

will be included in the minutes of meetings along with the

reason for such dissenting opinion.

BuSINeSS rISK AND gCg COMMITTee’S WOrK rePOrT

In 2013, the Business Risk and GCG Committee has been

actively providing input for enhancement related to the

aspect of Company’s risk management and GCG which

include, among other things:

1. Work Program Realization Report for the 1st quarter

2. Request for approval of the Committee’s Honorarium

adjustment

3. Quarterly Report on Business Risk and GCG Committee

activities for the 1st quarter of 2013


activities for the 2nd quarter of 2013


activities for the 3rd quarter of 2013


activities for the 4th quarter of 2013

PerfOrMANCe ASSeSSMeNT Of BuSINeSS rISK AND

gCg COMMITTee IN 2013

Performance assessment of Business Risk and GCG

Committee is conducted both as a group and individually by

the Board of Commissioners and through GCG assessment

by an independent party. Performance assessment indicator

of Business Risk and GCG Committee in 2013 is related to the

implementation of duties and responsibility of Business Risk

and GCG Committee in assisting the Board of Commissioners

in making suggestion/input and recommendation in the

context of the Company’s supervision in accordance with

Working Guidelines and Rules of Order of Business Risk and

GCG Committee.








KOMITe NOMINASI DAN reMuNerASI

Komite Nominasi dan Remunerasi merupakan

organ Perseroan yang membantu Dewan Komisaris

dalam menetapkan kriteria pemilihan calon anggota

Dewan Komisaris dan Direksi serta sistem remunerasi,

mempersiapkan calon anggota Dewan Komisaris dan

Direksi, serta mengusulkan besaran remunerasi.

Sampai dengan 2013, Perseroan tidak memiliki Komite

Nominasi dan Remunerasi sehingga tidak dapat memberikan

informasi mengenai:

1. Nama, jabatan, dan riwayat hidup singkat anggota

Komite Nominasi dan/atau Remunerasi;

2. Independensi anggota Komite Nominasi dan/atau

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.

Pelaksana Fungsi Komite Nominasi dan Remunerasi Perseroan

melekat pada Dewan Komisaris, yaitu menjalankan tugas

pengawasan terhadap Perseroan, memastikan bahwa

sistem/kebijakan nominasi dan remunerasi Perseroan telah

disusun dan dilaksanakan berdasarkan asas keadilan dan

transparansi, serta patuh kepada peraturan perundang-

undangan yang berlaku.

SeKreTArIS DeWAN KOMISArIS

Sekretaris Dewan Komisaris memegang peranan penting

dalam mendukung kinerja Dewan Komisaris, tidak hanya

menjalankan fungsi administratif, namun mempunyai

fungsi dan nilai yang strategis dalam pelaksanaan fungsi

pengawasan Dewan Komisaris secara optimal.

PeDOMAN KerJA

Dalam melaksanakan tugasnya, Sekretaris Dewan Komisaris

telah dilengkapi Pedoman Kerja yang disebut dengan Job

Description. Untuk Sekretaris Dewan Komisaris, lampiran

dari Surat Keputusan Dewan Komisaris Nomor: Kep 14/

DK.AP1/2013 tentang Pemberhentian dan Pengangkatan

Sekretaris Dewan Komisaris Perusahaan Perseroan (Persero)

PT Angkasa Pura I. Pedoman kerja Sekretaris Dewan Komisaris

antara lain mengatur tugas dalam membantu kelancaran

tugas Dewan Komisaris melaksanakan pengawasan.

NOMINATION AND reMuNerATION COMMITTee

Nomination and Remuneration Committee is the Company’s

organ which assists the Board of Commissioners in

stipulating criteria for selecting candidate members of

Board of Commissioners and Board of Directors as well as

the remuneration system, preparing candidate members

of Board of Commissioners and Board of Directors, and

proposing remuneration amount. Up to 2013, the Company

did not have a Nomination and Remuneration Committee so

that it cannot provide information on:

1. Name, position, and brief curriculum vitae of members

of Nomination and/or Remuneration Committee;

2. Independence of members of Nomination and/or

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.

The executing party of the Functions of Nomination and

Remuneration Committee at the Company is embedded in

the Board of Commissioners, namely performing supervisory

duty on the Company, ensuring that the Company’s

nomination and remuneration system/policy has been

arranged and implemented based on the principles of

justice and transparency, as well as in compliance with the

applicable laws and regulations.

SeCreTAry TO THe BOArD Of COMMISSIONerS

Secretary to the Board of Commissioners plays an important

role in supporting the Board of Commissioners’ performance,

because not only performing administrative function, but he

also has strategic function and value in performing the Board

of Commissioners’ supervisory function optimally.

WOrKINg guIDeLINeS

In performing his duties, the Secretary to the Board of

Commissioners has been equipped with Working Guidelines

referred to as Job Description. For Secretary to the Board of

Commissioners, attachment to Decision Letter of the Board

of Commissioners Number: Kep 14/DK.AP1/2013 concerning

Termination and Appointment of Secretary to the Board of

Commissioners for PT Angkasa Pura I State-Owned Limited

Liabilities Company. Working guidelines for the Secretary to

the Board of Commissioners, among other things, regulates

221

Pedoman kerja Sekretaris Dewan Komisaris direview minimal

1 (satu) tahun sekali untuk memastikan bahwa cakupan

pedoman tersebut selalu sejalan dengan kebutuhan.

TugAS DAN TANgguNg JAWAB JAWAB SeKreTArIS

DeWAN KOMISArIS

Sekretaris Dewan Komisaris mempunyai fungsi pokok

untuk memberikan dukungan kepada Dewan Komisaris

guna memperlancar tugas -tugas Dewan Komisaris dan

sebagai penghubung antara Dewan Komisaris dengan

manajemen, serta bertanggung jawab untuk menyediakan

dan menyampaikan informasi yang penting tentang Rapat

Dewan Komisaris kepada Manajemen Perseroan.

PrOfIL SeKreTArIS DeWAN KOMISArIS

Sekretaris Dewan Komisaris mengemban misi untuk

mendukung kelancaran administrasi atas pelaksanaan

fungsi pengawasan dan penasehatan yang dilakukan oleh

Dewan Komisaris. Pengangkatan Sekretaris Dewan Komisaris

berdasarkan Surat Keputusan Dewan Komisaris

Nomor : KEP. 14/DK.AP.I/2013 tanggal 25 Nopember 2013

Berikut profil ringkas Sekretaris Dewan Komisaris.

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 :

Diklat kepemimpinan Lan(2012), Workshop Negotiation Skill businnes, prasetya mulya (2011)

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,

Secretary to the Board of Commissioners of PT Perkebunan Nusantara V in 2008-2012, Secretary

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.

Dalam struktur organisasi, Sekretaris

Dewan Komisaris bertanggung jawab

langsung kepada Dewan Komisaris.

In the organizational structure, the Secretary

to the Board of Commissioners reports directly to the Board of

Commissioners.

Working guidelines for the Secretary to the Board of

Commissioners is reviewed at least once a year for ensuring

that the coverage of the guidelines is always in line with the

requirement.

DuTIeS AND reSPONSIBILITy

Secretary to the Board of Commissioners has the

main functions of providing support to the Board of

Commissioners in order to smoothen the performance

of Board of Commissioners’ duties and serving as liaison

between the Board of Commissioners and management,

as well as being responsible for providing and submitting

important information on the Board of Commissioners

Meetings to the Company’s Management.

PrOfILe Of SeCreTAry TO THe BOArD Of COMMISSIONerS

Secretary to the Board of Commissioners carries out the

mission of supporting administrative smoothness of

the implementation of supervisory and advisory duties

performed by the Board of Commissioners. Appointment

of Secretary to the Board of Commissioners is based on

Decision Letter Board of Commissioners Number: KEP. 14/

DK.AP.I/2013 dated November 25, 2013

The following is a brief profile of the Secretary to the

Board of Commissioners:








KegIATAN SeKreTArIS DeWAN KOMISArIS

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 surat-surat keputusan, baik dari intern maupun ekstern, yang

terkait dengan pengaturan operasional Perseroan.

ACTIvITIeS Of THe SeCreTAry TO THe BOArD Of COMMISSIONerS

Activities of the Secretary to the Board of Commissioners consist of:

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.

223

DIreKSI

Direksi adalah organ Perseroan yang bertanggung jawab

penuh atas pengurusan Perseroan untuk kepentingan dan

tujuan Perseroan sesuai dengan ketentuan Anggaran Dasar.

INDePeNDeNSI DIreKSI

Seluruh anggota Direksi tidak merangkap jabatan baik

sebagai Dewan Komisaris, anggota Direksi atau Pejabat

Eksekutif pada lembaga lain yang dilarang oleh peraturan

yang berlaku di Indonesia.

Seluruh Direksi bersifat independen dan tidak ada hubungan

keluarga sampai derajat kedua, baik menurut garis lurus

maupun ke samping dan juga hubungan keuangan dengan

Pemegang Saham Pengendali, sesama anggota Direksi, dan

anggota Dewan Komisaris.

PeDOMAN DAN TATA TerTIB KerJA DIreKSI

Direksi memiliki pedoman dan tata tertib menjalankan

pekerjaan yang senantiasa menyesuaikan dengan

perkembangan dan ketentuan yang berlaku sebagaimana

diatur dalam Peraturan Menteri BUMN Nomor: PER-01.

MBU/2011 tentang Penerapan Tata Kelola Perusahaan yang

Baik (Good Corporate Governance) pada Badan Usaha Milik

Negara, Peraturan Menteri BUMN Nomor: PER-09.MBU/2012

tanggal 6 Juli 2012 tentang Perubahan Atas Peraturan Menteri

BUMN Nomor: PER-01/MBU/2011 tentang Penerapan Tata


Pada Badan Usaha Milik Negara dan Program Kerja Direksi

Tahun 2013.

Job Manual Direksi telah dikaji secara berkala dan masih

dipandang relevan dengan kebutuhan Perseroan dan

perkembangan regulasi yang berlaku, sehingga belum

mengalami perubahan sejak tanggal ditetapkan.

BOArD Of DIreCTOrS

Board of Directors is the Company’s organ which is fully

responsible for the management of the Company for its

interest and objective in accordance with the provisions of

the Articles of Association.

BOArD Of DIreCTOrS’ INDePeNDeNCe

All members of Board of Directors do not hold multiple

positions, either as member of Board of Commissioners,

member of Board of Directors or Executive Officer at other

institution which is prohibited by the applicable regulation

in Indonesia.

All members of Board of Directors are independent and

have no family relationship up to the second degree, both

vertically and horizontally, and no financial relationship

either with Controlling Shareholders, fellow members of

Board of Directors, and members of Board of Commissioners.

WOrKINg guIDeLINeS AND ruLeS Of OrDer Of THe

BOArD Of DIreCTOrS

The Board of Directors has guidelines and rules of order

for performing their job, which is always adjusted to the

development and applicable provisions as regulated in

Regulation of Minister of State-Owned Enterprises Number:

PER-01.MBU/2011 concerning Good Corporate Governance

Implementation at State-Owned Enterprises, Regulation

of Minister of State-Owned Enterprises Number: PER-09.

MBU/2012 dated July 6, 2012 concerning Amendment to


PER-01/MBU/2011 concerning Good Corporate Governance

Implementation at State-Owned Enterprises and Work

Program of the Board of Directors for 2013.

The Board of Directors’ Job Manual has been periodically

assessed and is still deemed relevant with Company

requirement and development of applicable regulation,

so that it has not undergone any change since the date of

stipulation.








TugAS DAN TANgguNg JAWAB DIreKSI

Dalam melaksanakan tugas, Direksi bertanggung jawab

kepada Dewan Komisaris dan RUPS. Pertanggungjawaban

Direksi kepada Dewan Komisaris dan RUPS merupakan

perwujudan akuntabilitas pengawasan atas pengelolaan

Perseroan dalam rangka pelaksanaan prinsip-prinsip GCG.

Sejalan dengan standar tata kelola perusahaan yang baik,

dalam rangka mendukung pelaksanaan tugasnya, Direksi

dibantu oleh organ pendukung antara lain Internal Audit,

Corporate Secretary , dan Manajemen Risiko, Teknologi dan

Informasi, dan lain sebagainya.

Secara umum tugas dan tanggung jawab utama Direksi,

meliputi:

a) Mengorganisasikan, melaksanakan dan mengevaluasi

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;

e) Mengorganisasikan, melaksanakan dan mengevaluasi

kegiatan pengelolaan hubungan baik antara Perseroan

dengan stakeholders.

Direksi melakukan segala tindakan dan perbuatan, baik

mengenai pengurusan maupun mengenai pemilikan

aset Perseroan, sejalan dengan pembatasan-pembatasan

yang ditetapkan dalam Anggaran Dasar Perseroan. Secara

hukum, Direksi mewakili Perseroan, baik di dalam maupun

di luar pengadilan. Masing-masing anggota Direksi

mempunyai tugas dan wewenang sesuai dengan bidang

dan kompetensinya. Setiap Direksi dapat melaksanakan

tugas dan mengambil keputusan, namun keputusan Direksi

merupakan tanggung jawab bersama.

Kedudukan anggota Direksi termasuk Direktur Utama adalah

setara. Tugas Direktur Utama sebagai primus inter pares

adalah mengkoordinasikan kegiatan Direksi.

DuTIeS AND reSPONSIBILITy Of BOArD Of DIreCTOrS

In performing its duties, the Board of Directors reports to the

Board of Commissioners and GSM. The Board of Directors’

accountability to the Board of Commissioners and GSM

is a manifestation of accountability of supervision on the

Company’s management in the context of implementation

of GCG principles.In line with good corporate governance

standard, in the context of supporting the performance of its

duties, the Board of Directors is assisted by supporting organs,

among other things: Internal Audit, Corporate Secretary, and

Risk Management, Technology and Information, etc.

In general, the duties and responsibility of the Board of

Directors consist of:

a) Organizing, 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) Organizing, implementing, and evaluating activities for

managing the good relationship between the Company

and stakeholders.

The Board of Directors takes all actions and conduct,

with regard to administration as well as ownership of the

Company’s assets, in line with the restrictions stipulated in

the Company’s Articles of Association. Legally, the Board of

Directors represents the Company, both in and outside the

court. Each member of the Board of Directors has duties and

responsibility in accordance with his/her field of expertise

and competency. Any member of Board of Directors

may perform his/her duties and make decision; however,

decisions of the Board of Directors fall under collective

responsibility.

The members of Board of Directors, including the President

Director, have equal standing. The duty of President Director

as primus inter pares is coordinating activities of the Board

of Directors.

225

Tabel tugas, tanggung jawab. dan bidang masing-

masing Direksi sebagai berikut:

NAMA JABATAN TugAS DAN TANgguNg JAWAB

Tommy Direktur • 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.

Soetomo utama

The table of duties, responsibility, and field of expertise

of each member of Board of Directors is as follows:









gunawan Agus

Subrata

Direktur 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.

robert Daniel

Waloni

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:


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.

227


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:


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:


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.

• Preparing long-term and short-term plan related to HR and General Affairs.

Polana

Banguningsih

Pramesti

Direktur Direksi yang membidangi Teknik dengan tugas dan bertanggung jawab sebagai

berikut :

• 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.








JuMLAH, KOMPOSISI DAN KrITerIA

Adapun komposisi Direksi telah memenuhi unsur

keberagaman, yaitu perpaduan dari sisi independensi dan

keahlian. Terkait keahlian Direksi Perseroan telah dijelaskan

pada bagian Profil Direksi dalam Laporan Tahunan ini.

Berikut komposisi Direksi berdasarkan Surat Keputusan

Menteri Negara BUMN Nomor: SK-208/MBU/2013 tentang

Pemberhentian dan Pengangkatan Anggota-anggota

Direksi yang berlaku efektif sejak tanggal 10 April 2013.

NAMANAME

JABATANPOSITION

BerLAKu efeKTIfEFFECTIVE DATE

JABATAN LAIN DI LuAr PerSerOANOTHER POSITION OUTSIDE THE COMPANY

Tommy SoetomoDirektur Utama

President Director10 April 2013 -

gunawan Agus SubrataDirektur

Director10 April 2013

Komisaris Utama PT Angkasa Pura Properti (Anak

Perusahaan PT Angkasa Pura 1)

President Commissioner of PT Angkasa Pura Properti

(Subsidiary of PT Angkasa Pura 1)

robert Daniel

Waloni

Direktur


Komisaris PT Jasa Marga Bali Tol (Perusahaan Afiliasi

PT Angkasa Pura I dengan perusahaan lainnya)

President Commissioner of PT Jasa Marga Bali Tol

(Affiliate of PT Angkasa Pura 1)

yushan SayutiDirektur


Komisaris Utama PT Angkasa Pura Suport (Anak


President Commissioner of PT Angkasa Pura

Support (Subsidiary of PT Angkasa Pura 1)

Daan AchmadDirektur


Komisaris Utama PT Angkasa Pura Logistik (Anak


President Commissioner of PT Angkasa Pura Logistik

(Subsidiary of PT Angkasa Pura 1)

Polana Banguningsih

PramestiDirektur 10 April 2013 -

NuMBer, COMPOSITION AND CrITerIA

Meanwhile, composition of the Board of Directors has

fulfilled the element of diversity, namely a combination

of the independence and expertise aspects. The expertise

of the Company’s Board of Directors Perseroan has been

described in the Profile of the Board of Directors section in

this Annual Report.

The following is composition of the Board of Directors based

on Decree of the State Minister of State-Owned Enterprises

Number: SK-208/MBU/2013 concerning Termination and

Appointment of Members of Board of Directors effective

from April 10, 2013.

229

Pengangkatan komposisi Direksi di atas telah memenuhi

ketentuan Fit and Proper Test sesuai perundang-undang

tentang Perseroan Terbatas dan ketentuan GCG. Seluruh

anggota Direksi memiliki integritas, kompetensi dan

reputasi keuangan yang memadai. Pengangkatan dan

pemberhentian Direksi dilakukan melalui RUPS.

Pemberhentian dapat dilakukan apabila, anggota Direksi

yang bersangkutan (1) mengundurkan diri, (2) tidak lagi

memenuhi persyaratan perundang-undangan yang berlaku;

(3) meninggal dunia, dan (4) diberhentikan berdasarkan

keputusan RUPS dengan menyebutkan alasan-alasannya.

Anggota Direksi wajib memenuhi persyaratan kemampuan

dan kepatutan. Persyaratan Umum Direksi, antara lain

mencakup sebagai warga negara Indonesia, sehat jasmani

dan rohani, cakap melakukan perbuatan hukum, dan tidak

pernah melakukan kegiatan yang merugikan Negara atau

tindakan tercela di bidang keuangan. Persyaratan Khusus,

antara lain meliputi memiliki pengetahuan dan/atau

pengalaman tidak termasuk dalam daftar orang-orang yang

dilarang menjadi pengurus Perseroan, serta lulus fit and

proper test.

Adapun Persyaratan Lainnya, yaitu anggota Direksi dilarang

saling memiliki hubungan keluarga sampai dengan derajat

kedua dengan anggota Dewan Komisaris dan/atau sesama

anggota Direksi. Apabila hubungan keluarga sebagaimana

dimaksud di atas terjadi setelah pengangkatan sebagai

anggota Direksi, maka untuk melanjutkan jabatannya

diperlukan ijin tertulis dari RUPS. Calon anggota Direksi

hanya dapat merangkap jabatan sebagai anggota Dewan

Komisaris, tidak termasuk rangkap jabatan anggota Direksi

dan calon anggota Direksi dilarang menjadi pengurus partai

politik yang dibuktikan dengan surat pernyataan dari yang

bersangkutan.

Seluruh anggota Direksi memiliki integritas, kompetensi dan

reputasi keuangan yang baik. Berikut status uji kemampuan

dan kepatutan Direksi yang menjabat pada 2013.

The appointment of composition of the Board of Directors

above has fulfilled the provision on Fit and Proper Test in

accordance with laws on Limited Liabilities Company and

GCG provisions. All members of Board of Directors have

adequate integrity, competency, and financial reputation.

Appointment and termination of Board of Directors is

conducted through GSM.

Termination can be conducted if the member of Board

of Directors concerned (1) resigns, (2) does not fulfill the

requirement of applicable laws anymore; (3) has passed

away, and (4) terminated based on GSM decision by stating

the reasons.

Members of Board of Directors must fulfill the fit and proper

requirement. General Requirements for Board of Directors,

among other things, include: Indonesian citizen, physically

and spiritually healthy, capable of taking legal action, and

never committed an action which has adverse impact

on the State or untoward conduct in the field of finance.

Special Requirements, among other things, include: having

knowledge and/or experience, not included in the list of

persons prohibited to serve as the Company’s management,

as well as passing the fit and proper test.

Meanwhile, Other Requirements are: members of Board of

Directors are prohibited to have family relationship up to

the second degree with members of Board of Directors. If

the family relationship as intended above happens after the

appointment as member of Board of Directors, then, written

approval from GSM is necessary to continue the tenure.

Candidate member of Board of Directors may only serve

concurrently as member of Board of Commissioners, not

including concurrent position as member Board of Directors,

and candidate member of Board of Directors is prohibited to

become member of management board of a political party,

evidenced by statement from the person concerned.

All members of Board of Directors have good integrity,

competency, and financial reputation. The following is the fit

and proper test status of Board of Directors in 2013.








NAMANAME

DOMISILIDOMICILE

HASIL uJI KeMAMPuAN DAN KePATuTANFIT AND PROPER TEST RESULT

Tommy Soetomo Bogor, Jawa BaratBogor, West Java

LULUSPASS

gunawan Agus Subrata Jakarta PusatCentral Jakarta

LULUSPASS

robert Daniel Waloni Cibubur, Jawa BaratCibubur, West Java

LULUSPASS

yushan Sayuti Jakarta TimurEast Jakarta

LULUSPASS

Daan Achmad Bekasi, Jawa BaratBekasi, West Java

LULUSPASS

Polana Banguningsih Pramesti Jakarta SelatanSouth Jakarta

LULUSPASS

ASSeSSMeNT DIreKSI TAHuN 2013

Assessment terhadap kinerja dan efektifitas Direksi dilakukan

bersamaan dengan assessment GCG yang dilakukan oleh

BPKP pada periode tahun 2012 sejak tanggal 20 Mei 2013

-19 Agustus 2013 yang dalam assessment GCG tersebut

juga diukur mengenai efektifitas kinerja pengawasan Direksi.

Dari hasil assessment tersebut, penerapan GCG untuk aspek

Direksi mencapai skor 27,973 dari skor maksimum 35.

HuBuNgAN AfILIASI DIreKSI DeNgAN ANggOTA

DIreKSI LAINNyA, DeWAN KOMISArIS DAN/ATAu

PeMegANg SAHAM

Selama 2013, seluruh anggota Direksi Perseroan tidak

memiliki hubungan afiliasi, mencakup hubungan keluarga,

hubungan keuangan serta kepengurusan dan kepemilikan

saham di Perseroan lain dengan sesama anggota Direksi,

Dewan Komisaris dan Pemegang Saham Utama.

Hubungan keluarga dan keuangan antara anggota Direksi

dengan sesama anggota Direksi dan/atau anggota Dewan

Komisaris serta Pemegang Saham Perseroan periode 2013

sebagai berikut.

ASSeSSMeNT Of BOArD Of DIreCTOrS IN 2013

Assessment on performance and effectiveness of the

Board of Directors was conducted simultaneously with

GCG assessment, which was conducted by the Finance

and Development Supervisory Agency for the 2012 period

starting from May 20, 2013 until August 19, 2013 in which the

GCG assessment also measured the effectiveness of Board of

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.

AffILIATeD reLATIONSHIP BeTWeeN MeMBerS Of

BOArD Of DIreCTOrS WITH OTHer MeMBerS Of

BOArD Of DIreCTOrS, MeMBerS Of BOArD Of

COMMISSIONerS, AND/Or SHAreHOLDerS

In 2013, all members of the Company’s Board of Directors

Perseroan have no affiliated relationship, including family

relationship, financial relationship, as well as management

and shareholding in other Companies with fellow members

of Board of Directors, Board of Commissioners, and Key

Shareholders.

Family and financial relationship between members of

Board of Directors and fellow members of Board of Directors

and/or members of Board of Commissioners as well as the

Company’s Shareholders in 2013 is as follows:

231

NAMAnamE



KePeNguruSAN DAN KePeMILIKAN SAHAM PADA PerSerOAN LAIN

MANAGEMENT AND SHAREHOLDING IN OTHER COMPANIES

DeWAN KOMISArIS



PeMegANg SAHAMSHARE-

HOLDERS

DeWAN KOMISArIS



PeMegANg SAHAMSHARE-

HOLDERS

SeBAgAI ANggOTA

DeWAN KOMISArISAS MEMBER

OF BOARD OF COMMISSIONERS

SeBAgAI ANggOTA

DIreKSIAS MEMBER

OF BOARD OF DIRECTORS

SeBAgAI PeMegANg

SAHAMAS SHARE-

HOLDER

Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk Ya Tdk

Tommy

Soetomo- V - V - V - V - V - V - V - V - V

gunawan Agus

Subrata- V - V - V - V - V - V - V - V - V

robert Daniel

waloni- 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

Didik

Prasetyo- V - V - V - V - V - V - V - V - V

Polana

Banguningsih

Pramesti

- V - V - V - V - V - V - V - V - V

PrOgrAM PeNgeMBANgAN KOMPeTeNSI DIreKSI

Selama 2013, anggota Direksi telah mengikuti kegiatan

pelatihan dan seminar sebagai berikut.

NAMANAME

JeNIS PeLATIHAN / SeMINArTYPE OF TRAINING/SEMINAR

TeMPATLOCATION

Tommy Soetomo

Global Airport Indonesia 26-27 Juni 2013 di Jakarta

Forum Green Airport Indonesia and Dubai

Airshow16-19 November 2013 di Dubai

Benchmark Banglore International Airport

Limited14-17 desember 2013 di India

BOArD Of DIreCTOrS’ COMPeTeNCy DeveLOPMeNT

PrOgrAM

In 2013, members of Board of Directors have attended

training and seminar activities as follows:








PeNeTAPAN KeBIJAKAN reMuNerASI DIreKSI

PrOSeDur KeBIJAKAN reMuNerASI

Kebijakan pemberian remunerasi dan fasilitas lain bagi

Direksi mengacu kepada keputusan dari Pemegang Saham

sebagaimana ditetapkan dalam Rapat Umum Pemegang

Saham.

Prosedur penetapan remunerasi Direksi mengacu pada

ketentuan yang diatur dalam Peraturan Menteri Negara

Badan Usaha Milik Negara Nomor: 07/MBU/2010 tanggal

27 Desember 2010. Sedangkan, mekanisme penetapan

besarnya remunerasi Direksi berdasarkan keputusan RUPS.

Prosedur penetapan remunerasi dan Direksi merujuk pada

ketentuan yang berlaku sebagaimana yang tertuang di

bagian remunerasi Dewan Komisaris

NAMANAME

JeNIS PeLATIHAN / SeMINArTYPE OF TRAINING/SEMINAR

TeMPATLOCATION

gunawan Agus Subrata

International Airport Review Conference

Technology26-27 November 2013 di Denmark


Limited10 Januari – 7 Februari 2013 di India

robert Daniel WaloniBenchmark Banglore International Airport


yushan Sayuti

7th ACI Asia Pasific Human Resources Best

Practices Seminar 22 April 2013 di Thailand

ASEAN Aviation Training and Education Summit 22-23 Januari 2013 di Jakarta

Daan Achmad

Indonesia Infrastructure Week13-14 November 2014 di Jakarta Convention

Center

Workshop Airport City and Aerotropolis

Development



DeTerMINATION Of THe reMuNerATION POLICy Of

DIreCTOrS

reMuNerATION POLICy PrOCeDure

Policy for the provision of remuneration and other facilities

to the Board of Directors refers to decision of Shareholders as

stipulated in the General Shareholders Meeting.

Procedure for stipulation of remuneration of the Board of

Directors refers to the provision regulated in Regulation

of the State Minister of State-Owned Enterprises Number:

07/MBU/2010 dated December 27, 2010. Meanwhile,

mechanism for stipulation of remuneration amount of the

Board of Directors is based on GSM decision. Procedure for

stipulation of remuneration of the Board of Directors refers

to the applicable provision as set forth in the remuneration

of the Board of Commissioners section.

233

KOMPONeN 2012 2013 KOMPONeN

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 kali gaji),

Tunjangan Perumahan (30% dari gaji),

Tunjangan Utilitas (30% dari Tunjangan

Perumahan), Fasilitas Kesehatan (dalam

dan luar negeri tergantung kebutuhan),

dan Fasilitas Biaya Representasi.

Rp

13.017.896.000,-

Rp

15.463.464.000,-

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 Cost

Facilities.

rAPAT DIreKSI

Rapat Direksi merupakan forum penting dalam penentuan

kebijakan dan keputusan untuk menjalankan usaha

Perseroan yang dipimpin oleh Direktur Utama atau Direktur

yang dikuasakan.

Rapat diadakan sesuai kebutuhan baik yang bersifat rapat

internal diambil berdasarkan musyawarah untuk mufakat.

Dalam hal keputusan musyawarah mufakat tidak tercapai,

maka keputusan diambil berdasarkan pemungutan suara

setuju terbanyak dan keputusan yang diambil harus diterima

sebagai keputusan bersama (kolegial).

Selama 2003, Direksi telah menyelenggarakan 34 kali rapat.

Daftar kehadiran dalam rapat serta Anggota Direksi selama

2013 sebagai berikut.

reMuNerASI DIreKSI

Adapun klasifikasi remunerasi Direksi tahun 2012 dan 2013

sebagai berikut.

reMuNerATION Of THe BOArD Of DIreCTOrS

Meanwhile, the classification of remuneration of the Board of

Directors in 2012 and 2013 is as follows:

BOArD Of DIreCTOrS’ MeeTINg

Board of Directors’ meeting is an important forum in

determining policies and decisions in running the Company’s

business, led by the President Director or an authorized

Director.

The meetings are held as necessary, including meetings

of internal nature, and decisions are made based on

consultation for consensus. In the event that decision based

on consultation for consensus fails to be achieved, decision

will be made based on the most votes, and the decision

made shall be accepted as collective decision (collegial).

In 2013, the Board of Directors has held 34 meetings. The list

of attendance in meetings by Members of Board of Directors

in 2013 is as follows:








TANggAL rAPAT

DATE OF MEETING


AgeNDA TeMPATLOCATION

Tommy Soetomo


robert Daniel Waloni

yushan Sayut

Daan Achmad

Polana Banguningsih Pramesti

8 Januari 2013

January 8, 2013

Hadir

Present

Hadir

Present

Hadir

Present

Hadir

Present- -

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

Plan and Budget for 2013, Anniversary of AP1, etc.

Ruang Rapat Ngurah Rai Lt. 6 Kantor Pusat Angkasa Pura I

Ngurah Rai Meeting Room at Angkasa Pura I Head Office, 6th Floor

15 Januari 2013

January 15, 2013

Hadir

Present

Hadir

Present

Hadir

Present

Hadir

Present- -


persiapan RUPS, dan lain-lain


Directors’ meeting, GSM preparation, etc.



22 Januari 2013

January 22, 2013

Hadir

Present

Had

Present ir

Hadir

Present

Dinas Luar

On Business

Trip

- -

Evaluasi tindak lanjut rapat Direksi sebelumnya, laporan

hasil pertemuan dengan Paguyuban Pedagang Bandara,

program kerja investasi, dan lain-lain


Directors’ meeting, report of meeting result with

Association of Airport Merchants, investment work

program, etc.



29 januari 2013

January 22, 2013

Hadir

Present

Had

Present ir

Hadir

Present

Hadir

Present- -


persiapan rapat dengar pendapat dengan Komisi VI DPR

RI, HUT AP 1, Airport Arrows dan lain-lain


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.



12 Februari 2013

February 12, 2013

Hadir

Present

Had

Present ir

Dinas Luar

On Business Trip

Hadir

Present- -


kunjungan Bangalore, estimasi realisasi RKAP 2012, dan

lain-lain


Directors’ meeting, report of visit to Bangalore,

estimation of realization of Company Work Plan and

Budget for 2012, etc.



19 Februari 2013

February 19, 2013

Hadir

Present

Had

Present ir

Hadir

Present

Hadir

Present- -

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.









TANggAL rAPAT

DATE OF MEETING



Tommy Soetomo



yushan Sayut

Daan Achmad


8 Januari 2013

January 8, 2013

Hadir

Present

Hadir

Present

Hadir

Present

Hadir

Present- -


implementasi ERP, RKAP 2013, HUT AP1, dan lain-lain


Directors’ meeting, ERP implementation, Company Work

Plan and Budget for 2013, Anniversary of AP1, etc.



15 Januari 2013

January 15, 2013

Hadir

Present

Hadir

Present

Hadir

Present

Hadir

Present- -


persiapan RUPS, dan lain-lain


Directors’ meeting, GSM preparation, etc.



22 Januari 2013

January 22, 2013

Hadir

Present

Had

Present ir

Hadir

Present

Dinas Luar

On Business

Trip

- -


hasil pertemuan dengan Paguyuban Pedagang Bandara,

program kerja investasi, dan lain-lain


Directors’ meeting, report of meeting result with

Association of Airport Merchants, investment work

program, etc.



29 januari 2013

January 22, 2013

Hadir

Present

Had

Present ir

Hadir

Present

Hadir

Present- -


persiapan rapat dengar pendapat dengan Komisi VI DPR

RI, HUT AP 1, Airport Arrows dan lain-lain


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.



12 Februari 2013

February 12, 2013

Hadir

Present

Had

Present ir

Dinas Luar

On Business Trip

Hadir

Present- -


kunjungan Bangalore, estimasi realisasi RKAP 2012, dan

lain-lain


Directors’ meeting, report of visit to Bangalore,

estimation of realization of Company Work Plan and

Budget for 2012, etc.



19 Februari 2013

February 19, 2013

Hadir

Present

Had

Present ir

Hadir

Present

Hadir

Present- -

Evaluasi tindak lanjut rapat Direksi sebelumnya, pemenuhan

SDM keuangan, dan lain-lain


meeting, fulfillment of HR in finance division, etc.




TANggAL rAPAT

DATE OF MEETING



Tommy Soetomo



yushan Sayut

Daan Achmad


26 Februari 2013

February 26, 2013

Hadir

Present

Had

Present ir

Hadir

Present

Hadir

Present- -

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.



19 Maret 2013

March 19, 2013

Hadir

Present

Had

Present ir

Hadir

Present

Hadir

Present- -

Evaluasi tindak lanjut rapat Direksi sebelumnya, Laporan

pelaksanaan pasca go live implementasi ERP, presentasi final

report studi penyusunan RJPP Tahun 2013-2017, dan lain-

lain.


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.



2 April 2013 Hadir Hadir Hadir Hadir - -


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.





persiapan RUPS Anak Perusahaan, persiapan presentasi

Laporan Manajemen 2012 untuk pra RUPS dengan BOC


Directors’ meeting, preparation of Subsidiary’s GSM,

preparation of 2012 Management Report presentation

for pre-GSM with BOC



23 April 2013 Hadir Hadir Izin Dinas Luar Hadir Dinas Luar

Evaluasi tindak lanjut rapat Direksi sebelumnya, dan

lain-lain


Directors’ meeting, etc.









TANggAL rAPAT

DATE OF MEETING



Tommy Soetomo



yushan Sayut

Daan Achmad


26 Februari 2013

February 26, 2013

Hadir

Present

Had

Present ir

Hadir

Present

Hadir

Present- -

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.



19 Maret 2013

March 19, 2013

Hadir

Present

Had

Present ir

Hadir

Present

Hadir

Present- -

Evaluasi tindak lanjut rapat Direksi sebelumnya, Laporan

pelaksanaan pasca go live implementasi ERP, presentasi final

report studi penyusunan RJPP Tahun 2013-2017, dan lain-

lain.


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.





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.





persiapan RUPS Anak Perusahaan, persiapan presentasi

Laporan Manajemen 2012 untuk pra RUPS dengan BOC


Directors’ meeting, preparation of Subsidiary’s GSM,

preparation of 2012 Management Report presentation

for pre-GSM with BOC



23 April 2013 Hadir Hadir Izin Dinas Luar Hadir Dinas Luar

Evaluasi tindak lanjut rapat Direksi sebelumnya, dan

lain-lain


Directors’ meeting, etc.




TANggAL rAPAT

DATE OF MEETING



Tommy Soetomo



yushan Sayut

Daan Achmad


30 April 2013 Hadir Hadir Hadir Hadir Hadir Hadir


penanaman pohon, rencana tempat peresmian

pembangunan terminal Bali, kontrak RTT DPS, dan lain-

lain

Evaluation of follow-up on the previous Board

of Directors’ meeting, tree planting, Bali terminal

construction inauguration location plan, RTT DPS

contract, etc.



7 Mei 2013 Hadir Hadir Hadir Hadir Hadir Hadir

Evaluasi tindak lanjut rapat Direksi sebelumnya, presentasi ERP, Service Excellent Program, dan lain-lainEvaluation 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-lainEvaluation of follow-up on the previous Board of Directors’ meeting, tender schedule, procurement reform, Management Report, etc.



21 Mei 2013 Hadir Hadir Dinas Luar Hadir Hadir Hadir

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



4 Juni 2013 Hadir Hadir Hadir Hadir Hadir Hadir

Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan Direktur Utama, laporan pengaktifan Bandara Selaparang, dan lain-lainEvaluation 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 AUEvaluation 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



10 Juli 2013 Hadir Hadir Hadir Hadir Hadir Hadir

Evaluasi tindak lanjut rapat Direksi sebelumnya, laporan progres SBU Bali, keputusan rapat terhadap proses lelang, usulan reformasi penggadaan, dan lain-lainEvaluation 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

TANggAL rAPAT

DATE OF MEETING



Tommy Soetomo



yushan Sayut

Daan Achmad


30 April 2013 Hadir Hadir Hadir Hadir Hadir Hadir


penanaman pohon, rencana tempat peresmian

pembangunan terminal Bali, kontrak RTT DPS, dan lain-

lain

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-lainEvaluation 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-lainEvaluation of follow-up on the previous Board of Directors’ meeting, tender schedule, procurement reform, Management Report, etc.



21 Mei 2013 Hadir Hadir Dinas Luar Hadir Hadir Hadir

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-lainEvaluation 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 AUEvaluation 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-lainEvaluation 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.










TANggAL rAPAT

DATE OF MEETING



Tommy Soetomo



yushan Sayut

Daan Achmad



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 SelaparangEvaluation 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-lainEvaluation 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.



20 Agustus 2013 Hadir Hadir Hadir Hadir Hadir Hadir

Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, laporan perubahan RKA 2013, usulan revisi RKABP DAPENRA 2013, dan lain-lainEvaluation 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.



27 Agustus Hadir Hadir Hadir Dinas Luar Hadir Hadir

Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, briefing RKAP 2014, dan lain-lainEvaluation 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.



3 September

2013Hadir Hadir Dinas Luar Hadir Hadir Dinas Luar

Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, IIAC benchmark report, dan lain-lainEvaluation of follow-up on the previous Board of Directors’ meeting, President Director’s directive and information, IIAC benchmark report, etc.



TANggAL rAPAT

DATE OF MEETING



Tommy Soetomo



yushan Sayut

Daan Achmad


10 September

2013Hadir Hadir Hadir Hadir Hadir Hadir

Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, laporan progres pengembangan bandara, laporan pelaksanaaan penerbangan Haji, dan lain-lainEvaluation 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.



17 September

2013Hadir Hadir Cuti Hadir Hadir Hadir

Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, aset LPPNPI, dan lain-lainEvaluation 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.



1 Oktober 2013 Hadir Hadir Izin Hadir Hadir Hadir

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.



12 November



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.



26 November

2013Hadir Hadir Hadir Tidak Hadir Hadir Hadir


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


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.

Ruang Rapat Palm Court 5, Four Seasons Hotel Jakarta

Palm Court 5 Meeting Room, Four Seasons Hotel Jakarta

243

TANggAL rAPAT

DATE OF MEETING



Tommy Soetomo



yushan Sayut

Daan Achmad


10 September


Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, laporan progres pengembangan bandara, laporan pelaksanaaan penerbangan Haji, dan lain-lainEvaluation 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.



17 September

2013Hadir Hadir Cuti Hadir Hadir Hadir

Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan informasi Direktur Utama, aset LPPNPI, dan lain-lainEvaluation 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.




Evaluasi tindak lanjut rapat Direksi sebelumnya, arahan dan

informasi Direktur Utama, dan lain-lain


meeting, President Director’s directive and information, etc,





dan informasi Direktur Utama, laporan progres penerapan

SAP, dan lain-lain


meeting, President Director’s directive and information, SAP

implementation progress report, etc.



12 November



dan informasi Direktur Utama, laporan hasil rapat dengan

LPPNPI, progres MOU dengan Lion Air, dan lain-lain



Company Work Plan and Budget for 2014, etc.



26 November

2013Hadir Hadir Hadir Tidak Hadir Hadir Hadir


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


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.

Ruang Rapat Palm Court 5, Four Seasons Hotel Jakarta

Palm Court 5 Meeting Room, Four Seasons Hotel Jakarta








TANggAL rAPAT

DATE OF MEETING



Tommy Soetomo



yushan Sayut

Daan Achmad


3 Desember 2013 Hadir Hadir Hadir Hadir Hadir Hadir


dan informasi Direktur Utama, Usulan gedung service di

Surabaya, Bridging dan tax planning Anak Perusahaan dan

lain -lain



proposal for service building in Surabaya, Subsidiary’s

bridging and tax planning, etc.



31 Desember



dan informasi Direktur Utama, skema bisnis apron Bus dan

lain-lain


meeting, President Director’s directive and information, apron

Bus business scheme, etc.



Keputusan yang diambil dalam rapat Direksi telah dicatat

dan didokumentasikan dengan baik dalam risalah rapat

Direksi. Risalah rapat ditandangani oleh ketua rapat dan

didistribusikan kepada semua anggota Direksi yang

menghadiri rapat maupun tidak. Perbedaan pendapat

(disenting opinion) yang terjadi dalam rapat akan

dicantumkan dalam risalah rapat disertai alasan mengenai

perbedaan pendapat.

Decisions made during Board of Directors meetings have

been recorded and documented properly in minutes of

Board of Directors’ meetings. The minutes of meetings are

signed by chairperson of the meetings and distributed

to all members of Board of Directors, whether or not they

attended the meetings. Dissenting opinion occurring during

the meetings will be included in the minutes of meetings

along with the reason for such dissenting opinion.

245

TANggAL rAPAT

DATE OF MEETING



Tommy Soetomo



yushan Sayut

Daan Achmad


3 Desember 2013 Hadir Hadir Hadir Hadir Hadir Hadir


dan informasi Direktur Utama, Usulan gedung service di

Surabaya, Bridging dan tax planning Anak Perusahaan dan

lain -lain



proposal for service building in Surabaya, Subsidiary’s

bridging and tax planning, etc.



31 Desember



dan informasi Direktur Utama, skema bisnis apron Bus dan

lain-lain


meeting, President Director’s directive and information, apron

Bus business scheme, etc.










KePuTuSAN-KePuTuSAN DIreKSI TAHuN 2013

Selama 2013, Direksi telah mengeluarkan berbagai keputusan

sebanyak 88 keputusan yang dapat dirinci sebagai berikut:

BIDANgJuMLAH

KePuTuSANAreA

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

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

Selain keputusan Direksi, Perseroan juga mengeluarkan Surat

Keputusan Personil, Surat Perintah Direksi, Surat Edaran,

Instruksi dan Pengumuman dengan rincian sebagai berikut:

OrgAN PeNDuKuNg DIreKSI

COrPOrATe SeCreTAry

PrOfIL COrPOrATe SeCreTAry

Corporate Secretary mengemban misi untuk mendukung

terciptanya citra Perseroan yang baik secara konsisten

dan berkesinambungan melalui pengelolaan program

komunikasi yang efektif kepada segenap pemangku

kepentingan. Pengangkatan Corporate Secretary

berdasarkan Surat Keputusan Nomer :SKEP.206/

KP.07.03/2013.

DeCISIONS Of THe BOArD Of DIreCTOrS IN 2013

In 2013, the Board of Directors has issued various decisions,

namely 88 decisions in total, which can be detailed as follows:

In addition to decisions of the Board of Directors, the

Company also issued Decision Letter of Personnel, Instruction

Letter of Board of Directors, Circular Letter, Instruction, and

Announcements with the details as follows:

DIerCTOrS SuPPOrTINg COMPONeNT

COrPOrATe SeCreTAry

PrOfILe Of COrPOrATe SeCreTAry

Corporate Secretary carries out the mission of supporting

the creation of good Company image consistently

and continuously through management of effective

communication program to all stakeholders. Appointment

of Corporate Secretary is based on Decision Letter Number:

SKEP.206/KP.07.03/2013.

247

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

Corporatesecretary

CorporateAdministrations

Dept. Head

CorporateAdministrations

Officer

CorporateComunication

Dept. Head

CorporateComunication

Officer

Legal Dept. Head

Legal Officer

Berikut profil ringkas Corporate Secretary. The following is brief profile of the Corporate Secretary:








Struktur organisasi Corporate Secretary ditetapkan dalam

Surat Keputusan Direksi Nomor:. SKEP.206/KP.07.03/2013.

Dalam struktur organisasi Perseroan, Corporate Secretary

bertanggung jawab langsung kepada Direktur Utama.

Corporate Secretary dibantu oleh Corporate Administration,

Corporate Communication, dan Corporate Legal.

TugAS DAN fuNgSI COrPOrATe SeCreTAry Sesuai dengan Surat Keputusan Menteri BUMN Nomor: Kep-

117/M-MBU/2002 tanggal 31 Juli 2002 tentang Penerapan

Praktik Good Corporate Governance pada Badan Usaha

Milik Negara yang kemudian diperbaharui dengan Peraturan

Menteri Negara BUMN Nomor: PER-01/MBU/2011 tentang

Penerapan Tata Kelola Perusahaan yang Baik Pada BUMN,

uraian fungsi Corporate Secretary sebagai berikut.

• Memastikan bahwa Perseroan mematuhi peraturan

tentang persyaratan keterbukaan sejalan dengan

penerapan prinsip-prinsip GCG;

• Jika dibutuhkan, Corporate Secretary memberikan

informasi yang dibutuhkan oleh Direksi dan Dewan

Komisaris secara berkala dan/atau sewaktu-waktu;

• Sebagai penghubung (liaison officer);

• Menatausahakan serta menyimpan dokumen

Perseroan, termasuk tetapi tidak terbatas pada Daftar

Pemegang Saham, Daftar Khusus dan Risalah Rapat

Direksi, Rapat Dewan Komisaris dan RUPS.

Fungsi dan tugas Corporate Secretary secara internal

diatur dalam keputusan Direksi Nomor: Kep.56/OM.00/2004

tanggal 2 Juli 2004 tentang Organisasi dan Tata Kerja PT

Angkasa Pura I (Persero). Corporate Secretary senantiasa

melaksanakan amanah utama dalam bidang kehumasan

dan hubungan antar lembaga, serta kesekretariatan Direksi.

Selain itu, Corporate Secretary juga secara konsisten

mengawal korporasi dalam mencapai kontribusi dan

prestasi penting, seperti Annual Report Award, Business

Review (Best Corporate Communication), BUMN Award,

Malcolm Baldridge, Bandara Award, serta proses Harmonisasi

Hubungan Industrial.

Fungsi lainnya dari Corporate Secretary adalah memastikan

penggunaan wewenang dan hubungan dengan pemangku

kepentingan (stakeholders) berjalan dengan baik untuk

The organizational structure of Corporate Secretary is

stipulated in Decision Letter of Board of Directors Number:

SKEP.206/KP.07.03/2013. In the organizational structure of the

Company, Corporate Secretary reports directly to President

Director. Corporate Secretary is assisted by Corporate

Administration, Corporate Communication, and Corporate

Legal.

DuTIeS AND fuNCTION Of COrPOrATe SeCreTAry

In accordance with Decree of the Minister of State-Owned

Enterprises Number: Kep-117/M-MBU/2002 dated July

31, 2002 concerning Implementation of Good Corporate

Governance Practices at State-Owned Enterprises, which

was subsequently updated with Regulation of State Minister

of State-Owned Enterprises Number: PER-01/MBU/2011

concerning Implementation of Good Corporate Governance

at State-Owned Enterprises, description of function of

Corporate Secretary is as follows:

• Ensuring that theCompany complieswith regulation

on the requirement of openness in line with the

implementation of GCG principles;

• Ifnecessary,CorporateSecretaryprovides information

required by the Board of Directors and Board of

Commissioners on a regular basis and/or at times;

• Servingasliaisonofficer;

• 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.

The function and duties of Corporate Secretary are

internally regulated in decision of the Board of Directors

Number: Kep.56/OM.00/2004 dated July 2, 2004 concerning

Organization and Governance of PT Angkasa Pura I (Persero).

Corporate Secretary always carries out the main mandate in

the field of public relation and inter-organizational relation,

as well as serving as the secretariat of Board of Directors. In

addition, Corporate Secretary also consistently safeguards

the corporation in achieving important contribution and

performance, such as Annual Report Award, Business Review

(Best Corporate Communication), SOE Award, Malcolm

Baldridge, Airports Award, and the Harmonization of

Industrial Relation process.

Other function of the Corporate Secretary is ensuring that

authority utilization and relationship with stakeholders is well

established for the interest of the Company in accordance

249

kepentingan Perseroan sesuai dengan GCG. Corporate

Secretary juga bertindak sebagai fasilitator pengambilan

keputusan dan saluran komunikasi dengan pihak yang

terkait.

Corporate Secretary senantiasa memperbarui informasi

tentang peraturan-peraturan atau regulasi yang terkait

dengan Perseroan atau industrinya sebagai dasar acuan

menjalankan fungsi kepatuhan, serta bertanggung jawab

menyampaikan informasi tindakan Perseroan secara

transparan kepada stakeholders yang berkepentingan.

Corporate Secretary juga senantiasa menjalankan strategi

komunikasi guna menjaga konsistensi pesan dan citra dalam

membangun pencitraan (corporate image) Perseroan.

Dalam melaksanakan fungsi dan perannya, Corporate

Secretary dibantu oleh tiga orang asisten yang masing-

masing membidangi Corporate Secretary Administration,

Corporate Communication, dan Legal.

Fungsi hubungan antar lembaga, Corporate Secretary

membina hubungan dan komunikasi yang baik dengan

instansi Pemerintah terkait, legislatif, mitra kerja, mitra usaha,

Anak Perusahaan, media, maupun segenap organisasi

yang berkaitan dengan bisnis Perseroan, dan pembinaan

hubungan industrial, serta memfasilitasi terselenggaranya

Rapat Umum Pemegang Saham, memfasilitasi dan mengatur

protokol komunikasi eksternal maupun internal, dengan

tujuan agar dapat memantau pendapat umum mengenai

segala sesuatu yang berkaitan dengan citra, kegiatan,

reputasi, maupun kepentingan-kepentingan Perseroan.

Fungsi hubungan masyarakat dilaksanakan melalui berbagai

kegiatan dan instrumen, seperti public expose, penyebaran

berita pers dan konferensi pers. Dalam penyebarluasan

informasi, Corporate Secretary juga memanfaatkan situs

resmi Perseroan www.angkasapura1.co.id, portal BUMN di

www.bumn.co.id/angkasapura1, media internal Perseroan

“Majalah Angkasa Pura”, media cetak dan elektronik,

mengikuti pameran pembangunan maupun pameran

transportasi, serta pembuatan laporan secara periodik.

Corporate Secretary membuka akses komunikasi seluas-

luasnya bagi pemangku kepentingan dan masyarakat

melalui surat elektronik (e-mail) dengan alamat: humas@

angkasapura1.co.id.

with GCG. Corporate Secretary also acts as facilitator in

decision making and as communication channel with

relevant parties.

Corporate Secretary always updates information on

regulations related to the Company or its industry as a basis

of reference in performing the compliance function, and is

responsible for delivering information on corporate actions

transparently to interested stakeholders.

Corporate Secretary always implements a communication

strategy as well in order to keep the consistency of message

and image in building the corporate image.

In performing its function and role, Corporate Secretary

is assisted by three assistants with expertise in the

fields of Corporate Secretary Administration, Corporate

Communication, and Legal, respectively.

In the inter-organizational relation function, Corporate

Secretary establishes good relationship and communication

with relevant Government agencies, legislative, work

partners, business partners, Subsidiaries, media, and all

organizations relevant to the Company’s b usiness, as well

as development of industrial relations, and facilitates the

implementation of General Shareholders Meeting, facilitates

and arranges external and internal communication protocol,

with the purpose to be able to monitor public opinion

on all matters related to the Company’s image, activities,

reputation, and interests.

The public relation function is implemented through various

activities and instruments, such as public expose, distribution

of media coverage, and press conference. In the distribution

of information, Corporate Secretary also uses the Company’s

official website www.angkasapura1.co.id, SOE portal at www.

bumn.co.id/angkasapura1, the Company’s media “Angkasa

Pura Magazine”, printed and electronic media, participation

in development exhibition and transportation exhibition, as

well as preparation of reports on a regular basis. Corporate

Secretary opens the communication access as wide as

possible to stakeholders and public through electronic mail

(e-mail) address: [email protected].








Bidang sekretariat Direksi antara lain mencakup: GCG,

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

fungsi dari Sekretariat Direksi sebagai berikut.

a. Kesekretariatan Direksi

Dalam menjalankan fungsi kesekretariatan Direksi,

Corporate Secretary bertanggung jawab terhadap

ketersediaan informasi yang memadai mengenai

agenda rapat, melakukan penataan kesekretariatan

Direksi yang meliputi pengaturan kegiatan, penyiapan

rapat-rapat, meeting analysis, dan pendokumentasian

risalah rapat Direksi.

b. Implementasi dan Monitoring Good Corporate

Governance

Dalam implementasi dan monitoring GCG, Corporate

Secretary melaksanakan beberapa kegiatan, antara

lain:

• Memastikan aktivitas Perseroan telah berjalan

sesuai prinsip GCG, yaitu Transparansi, Akuntabilitas,

Responsibilitas, Independensi, dan Fairness;

• Melakukan fungsi pendampingan (counterpart)

Tim Penilai Independen dalam pelaksanaan

assesment GCG;

• Memperbaharui kembali dokumen GCG, antara

lain:

- Board Manual, Manajemen Resiko Manual,

Sistem Pengendalian Intern, Sistem

Pengawasan Intern;

- Mekanisme pelaporan atas dugaan

penyimpangan pada BUMN yang

bersangkutan, tata kelola informasi dan

pedoman perilaku (Code of Conduct);

• MelaksanakansosialisasiInternalterkaitpenerapan

GCG berdasarkan Peraturan Menteri Negara BUMN

Nomor: PER-01/MBU/2011 tentang Penerapan Tata

Kelola Perusahaan yang Baik Pada BUMN kepada

seluruh insan Perseroan.

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. Secretariat of the Board of Directors

In performing the function of secretariat of the Board

of Directors, Corporate Secretary is responsible for the

availability of adequate information on meeting’s agenda

and administering the secretariat of the Board of Directors

which consists of activities arrangement, preparation

of meetings, meeting analysis, and documentation of

minutes of Board of Directors’ meeting.

b. Good Corporate Governance Implementation and

Monitoring

In GCG implementation and monitoring, Corporate

Secretary performs several activities, among other

things:

• Ensuring that Company activities have

been conducted in accordance with GCG

principles, namely Transparency, Accountability,

Responsibility, Independence, and Fairness;

• Performingthefunctionofassistance(counterpart)

of the Independent Assessment Team in

performing GCG assessment;

• UpdatingGCGdocuments,amongotherthings:

- Board Manual, Risk Management Manual,

Internal Control System, Internal Supervision

System;

- Mechanism of reporting on alleged deviation

at relevant SOEs, information governance and

Code of Conduct;

• ConductingInternaldisseminationrelatedtoGCG

implementation based on Regulation of State

Minister of State-Owned Enterprises Number:

PER-01/MBU/2011 concerning Good Corporate

Governance Implementation at SOEs to all

members of the Company.

251

c. Corporate Performance Monitoring

Corporate Secretary juga bertanggung jawab untuk

manjalankan fungsi performance management, yaitu

mengkoordinir penyusunan Kontrak Manajemen yang

di dalamnya

mencantumkan indikator kinerja kunci utama sebagai

alat ukur, baik di level korporat maupun cabang-cabang

bandara, serta mengkoordinasikan terwujudnya

sistem penilaian manajemen Perseroan melalui

Balance Scorecard dan Malcolm Baldridge Criteria for

Performance Excellence (MBCfPE).

KegIATAN COrPOrATe SeCreTAry TAHuN 2013

Selama 2013, Corporate Secretary telah melakukan program

kerja, diantaranya menyelenggarakan rapat rapat Dewan

Komisaris dan Direksi, penyelesaian masalah-masalah

hukum, kegiatan kehumasan dan hubungan antar lembaga,

melakukan sosialisasi terkait GCG, publikasi, pers, media

gathering, dan lain sebagainya. Pelaksanaan program kerja

Corporate Secretary sebagai berikut.

PrOgrAM KerJA PeLAKSANAAN PrOgrAM KerJA

Pelaksanaan Bina Lingkungan

di lokasi Bandara terkait dengan

tanggung jawab sosial perusahaan

(CSR).

Pelaksanaan CSR hingga pertengahan 2013 dikelola oleh Finance Group Head cq

CSR Department Head. Setelah dilakukan restrukturisasi organisasi, maka CSR berada

dibawah kendali Head of CSR yang membawahi CSR Cooperation Department Head

dan Corporate Social Environment Department Head. Corporate Secretary dalam

interaksi dengan lingkungan berwenang dalam hal pemberian sponsorship dan

pelaksanaan kerja sama.

Memperkenalkan Perseroan melalui

wadah forum internasional (ACI dan

lainnya).

Corporate Secretary telah melaksanakan:

• Kerja sama dengan INACA terkait kegiatan Annual General Meeting;

• 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.

c. Corporate Performance Monitoring

Corporate Secretary is also responsible for performing

performance management function, namely

coordinating the preparation of Management Contract

which states the main key performance indicator as the

instrument for measurement, both at the corporate

level as well as in airport branches, and coordinating

the realization of Company management assessment

system through Balance Scorecard and Malcolm

Baldridge Criteria for Performance Excellence (MBCfPE).

COrPOrATe SeCreTAry ACTIvITIeS IN 2013

In 2013, Corporate Secretary has carried out its work program,

among other things, implementing Board of Commissioners’

and Board of Directors’ meetings, settlement of legal issues,

public relation and inter-organizational relation activities,

performing GCG-related dissemination through publication,

press, media gathering, etc.









Media gathering dengan

masyarakat pers.

Corporate Secretary telah melaksanakan:

• 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

tahun 2012.

Corporate Secretary telah menyusun Annual Report 2012 dan mengikutsertakannya

dalam Annual Report Award tahun 2012.

Sosialisasi Pelayanan

Kebandarudaraan ke masyarakat

pengguna jasa.

Corporate Secretary telah melaksanakan sosialisasi melalui bandara-bandara di cabang,

baik berupa spanduk, baliho, standing banner, dan media.

Redesign dan upgrade Website

Corporate.

Corporate Secretary telah melaksanakan redesign dan upgrade Website Corporate.

Penyusunan PKB periode 2012–

2014 dan sosialisasi ke 13 cabang.

Corporate Secretary telah menyusun PKB melalui kerja sama dengan Human Capital

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 dengan:

a. GVK-India (Bandara Adisutjipto

dan Bandara Ngurah Rai);

b. Incheon Airport–Korea Selatan

(Bandara Juanda).

Corporate Secretary telah melakukan kunjungan ke Bandara Mumbai India dan kantor

GVK mendampingi Dewan Komisaris dan Direksi berkaitan dengan kebijakan korporat

Perseroan dan tidak sekedar hubungan publikasi eksternal.

Pelatihan tenaga Hubungan

Masyarakat kantor cabang dan

kantor pusat.

Corporate Secretary telah melaksanakan pelatihan tenaga Hubungan Masyarakat yang

diikuti sebanyak 25 personil, baik dari kantor pusat dan kantor cabang.

Kerjasama dengan Pemerintah

Daerah terkait dengan rencana

pengembangan bandara.

Corporate Secretary telah melakukan kerja sama pendekatan dengan Pemerintah

Daerah untuk pengembangan bandara di Semarang dan Banjarmasin dengan bekerja

sama dengan Corporate Planning and Performance.

Pembentukan bipartit di kantor

pusat dan seluruh cabang.

Perseroan telah membentuk lembaga di bawah wewenang Human Capital Group

dengan mediator pihak Kementerian Tenaga Kerja dan Transmigrasi.

melibatkan organisasi karyawan

pada kegiatan-kegiatan tertentu.

Corporate Secretary telah melibatkan organisasi karyawan pada HUT Perusahaan ke-

49, peringatan Maulid Nabi, perayaan Natal, memancing bersama dan olah raga.

Pembuatan Code of Corporate

Governance (CoCG) Board of

Manual (BOM), Code of Conduct

(CoC) ke bandara (sampling 4

bandara) dan kantor pusat.

Corporate Secretary telah melakukan:

• Review Coc dan BOM;

• Assessment GCG;

• Penyempurnaan pedoman tata kelola kerja Direksi dan Corporate Secretary

(Board od Manual) dan Pedoman Etika Perusahaan (Code of Conduct).

253


Penyusunan dan pembuatan

Sistem Agenda Direksi dengan basis

web.

Corporate Secretary telah menggunakan Google Kalender untuk Sistem Agenda

Direksi.

Operasional (pendampingan Direksi

dalam berbagai acara kedinasan).

Corporate Secretary telah mendampingi setiap acara yang melibatkan seluruh Direksi.

Pengadaan peralatan pendukung

rapat dan presentasi Direksi.

Corporate Secretary telah menyediakan peralatan untuk keperluan rapat dan

pertemuan seluruh Direksi.

Program Pengenalan Direksi dan

Dewan Komisaris baru.

Corporate Secretary telah melakukan Program Pengenalan dalam rapat internal Direksi

dan Dewan Komisaris.

Pembahasan dan penyusunan

rancangan peraturan perundang-

undangan.

Corporate Secretary telah menyusun:

• Rancangan Undang-Undang tentang Pertanahan;

• 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

Keputusan Direksi.

Perseroan telah menerbitkan 57 Keputusan Direksi tentang bisnis inti Perseroan,

bidang Personalia Dan Umum, bidang Keuangan dan Teknologi Informasi, serta bidang

Pemasaran dan Pengembangan Usaha.

Pelaksanaan perubahan Anggaran

Dasar.

Perseroan telah melakukan perubahan Anggaran Dasar mengenai Penambahan Modal

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

tahun 2012.

Corporate Secretary telah menyusun dan menghimpun peraturan tahun 2012, serta

telah menyampaikan kepada Unit Kerja yang membidangi General Affair untuk proses

pencetakan dan pendistribusian.

Publikasi peraturan yang berlaku di

Perseroan.

Corporate Secretary telah mempublikasikan himpunan peraturan di website pada

e-library.

Penyusunan Kesepakatan Bersama/

Perjanjian Kerjasama dengan TNI

(Bandara Adisutjipto, Adisumarmo,

El Tari, Juanda, Ahmad Yani dan

Sepinggan).

Perseroan telah menyusun dan membahas perjanjian kerja sama dengan TNI Angkatan

Darat, serta telah menandatangani perjanjian kerja sama dengan TNI Angkatan Udara.









Pelaksanaan pembahasan

perjanjian kerja sama dengan

Pemerintah Provinsi/Pemerintah

Daerah (Pemkot/Pemkab).

Corporate Secretary telah menyusun:

1. Addendum Perjanjian Kerja Sama antara Pemprov Jawa Tengah dengan PT

Angkasa Pura I (Persero) tentang Percepatan Pembangunan dan Pengembangan

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

milik Perseroan.

Corporate Secretary telah mengupayakan penyelesaian permasalahan tanah milik

Perseroan di Bandar Udara I Gusti Ngurah Rai, Bandar Udara Syamsuddin Noor, Bandara

Pattimura.

Pelaksanaan penunjukan konsultan

hukum untuk penanganan perkara

non litigasi (konsultan hukum tetap

dan legal opinion).

Perseroan telah menunjuk Legal Opinion dari Hermawan Juniarto & Partners, Notaris

Nanda Fauz Iwan, dan Konsultan Hukum dari Prisma & Co.

Pelaksanaan penunjukan konsultan

hukum untuk penanganan perkara

litigasi.

Perseroan telah menunjuk beberapa konsultan hukum, yaitu Mustofa & Rekan, Advokat

Agusfian & Partners, Konsultan Hukum Fa. zaidun and Partners, dan Konsultan Hukum

Moh. Rusdy, SH.

INTerNAL AuDIT

Internal Audit PT Angkasa Pura I (Persero) merupakan

unit kerja yang bertugas membantu President Director

dalam menjalankan fungsi pengawasan guna memastikan

efektivitas pelaksanaan pengendalian internal dan

pelaksanaan Tata Kelola Perusahaan yang Baik. Dalam

menjalankan tugasnya Internal Audit bersinergi dengan

Komite Audit dan Komite Risiko Usaha.

vISI INTerNAL AuDIT

Menjadi mitra kerja unit yang profesional, independen,

obyektif, terpercaya dan mampu memberikan nilai tambah

bagi Perseroan dengan prinsip-prinsip Good Corporate

Governance (GCG).

INTerNAL AuDIT

Internal Audit PT Angkasa Pura I (Persero) merupakan

unit kerja yang bertugas membantu President Director

dalam menjalankan fungsi pengawasan guna memastikan

efektivitas pelaksanaan pengendalian internal dan

pelaksanaan Tata Kelola Perusahaan yang Baik. Dalam

menjalankan tugasnya Internal Audit bersinergi dengan

Komite Audit dan Komite Risiko Usaha.

vISION Of INTerNAL AuDIT

To become the unit work partner that is professional,

independent, objective, trusted, and capable to provide

value added to the Company through the principles of Good

Corporate Governance (GCG).

255

MISI INTerNAL AuDIT

a. Memberikan keyakinan yang independen dan

obyektif kepada stakeholders melalui Direktur Utama

dalam melakukan pengawalan atas tercapainya

sasaran dan tujuan Perseroan (peningkatan Customer

Satisfaction Index (CSI), peningkatan pendapatan,

kontribusi kepada lingkungan, Reasonable Cost,

Sound Organization yang berlandaskan pada prinsip–

prinsip Good Corporate Governance (GCG).

b. Melakukan pengendalian intern dan memberikan

konsultasi yang independen dan obyektif kepada

manajemen dan Komisaris melalui Direktur Utama

dalam meningkatkan dan memperbaiki efektivitas

operasional melalui evaluasi terhadap :

• Rencana Jangka Panjang dan Jangka Pendek

Perusahaan;

• Audit dan penilaian yang sistematis dan berbasis

resiko atas pengendalian intern;

• Risk assessment pada Manajemen Resiko;

• Tata kelola Information Technology;

• Proses Good Corporate Governance(GCG);

• Kinerja Perseroan.

Satuan Pengawasan Intern merupakan unit kerja independen

yang berkedudukan langsung di bawah Direktur Utama.

Internal Audit dipimpin oleh seorang Head of Internal Audit.

Head of Internal Audit diangkat dan diberhentikan oleh

Direktur Utama atas persetujuan Dewan Komisaris. Head of

Internal Audit bertanggung jawab langsung kepada Direktur

Utama. Adapun Head of Internal Audit dibantu oleh 6 (enam)

orang, yaitu:

• Finance Auditor Department Head;

• Operational Auditor Department Head;

• Engineering Auditor Department Head;

• Marketing and Business Development Auditor

Department Head;

• Human Capital and General Affair Department Head;

• Administration Auditor Officer.

KeDuDuKAN INTerNAL AuDIT

Kedudukan Internal Audit yang diatur dalam Keputusan


OM.01.01/2013 Tentang Organisasi dan Tata Kerja Kantor

MISSION Of INTerNAL AuDIT

a. To provide independent, objective assurance

to stakeholders through President Director in

safeguarding the achievement of Company goals and

objectives (improvement of Customer Satisfaction

Index (CSI), income improvement, contribution to

environment, Reasonable Cost, Sound Organization

based on the principles of Good Corporate

Governance (GCG).

b. To perform internal control and provide independent,

objective consultation to management and

Commissioners through the President Director in

improving and enhancing operational effectiveness

through evaluation of:

• CompanyLong-TermandShort-TermPlan;

• Systematic,risk-basedauditandassessmenton

internal control;

• RiskassessmentonRiskManagement;

• InformationTechnologyGovernance;

• GoodCorporateGovernance(GCG)process;

• Companyperformance.

Internal Supervision Unit is an independent work unit

directly under the President Director. Internal Audit is led by

a Head of Internal Audit. Head of Internal Audit is appointed

and terminated by President Director with approval from

the Board of Commissioners. Head of Internal Audit reports

directly to the President Director. Meanwhile, Head of

Internal Audit is assisted by 6 (six) persons, namely:

• FinanceAuditorDepartmentHead;

• OperationalAuditorDepartmentHead;

• EngineeringAuditorDepartmentHead;

• Marketing and Business Development Auditor

Department Head;

• HumanCapitalandGeneralAffairDepartmentHead;

• AdministrationAuditorOfficer.

POSITION Of INTerNAL AuDIT

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 About the Organization and Administration

of the Office








Pusat PT Angkasa Pura I (Persero), berkedudukan langsung

di bawah President Director. Dengan demikian, untuk dapat

menjalankan fungsinya secara efektif Internal Audit memiliki

landasan yang kuat berupa dukungan dan komitmen dari

Dewan Komisaris dan Direksi agar keberadaan Unit Internal

Audit diterima oleh unit lain di PT Angkasa Pura I (Persero).

PrOfIL HeAD Of INTerNAL AuDIT

Internal Audit dipimpin oleh seorang Head of Internal Audit.

Pengangkatan Head of Internal Audit didasarkan pada

Surat Keputusan Direksi Nomor: SKEP.01/KP.7.3/2012-REPLC

tanggal 18 Desember 2012. Berikut profil ringkas Head of

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 (2009-

2012).

Center PT Angkasa Pura I (Persero), managed directly

under President Director. Thus, to be able to the effective

functioning of Internal Audit has strong foundation of

support and commitment from Board of Commissioners and

Board of Directors for the existence of the Internal Unit Audit

received by other units of PT Angkasa Pura I (Persero).

PrOfILe Of HeAD Of INTerNAL AuDIT

The appointment of Head of Internal Audit is based on

Decision Letter of the Board of Directors Number: SKEP.01/

KP.7.3/2012-REPLC dated December 18, 2012. The following

is a brief profile of the Head of Internal Audit.

KuALIfIKASI DAN KOMPOSISI INTerNAL AuDIT

Internal Audit merupakan fungsi khusus yang memerlukan

standar keterampilan/keahlian minimal yang mampu

memberikan keyakinan (assurance) kepada para Direksi

dan stakeholder dan konsultansi kepada auditee terhadap

permasalahan yang dihadapi Perseroan. Untuk itu Internal

Audit harus memiliki kemampuan untuk mengaudit,

menganalisis, memahami permasalahan secara detil dan

memberikan rekomendasi sesuai dengan Standar Profesi

Auditor Internal Perseroan serta mematuhi kode etik Internal

Audit.

QuALIfICATIONS AND COMPOSITION Of INTerNAL

AuDIT

Internal Audit is a special function that requires standard

skills / expertise that is capable of at least gives confidence

(assurance) to the Board of Directors and stakeholders

and consultancy to the auditee to problems faced by the

Company. For the Internal Audit should have the ability to

audit, analyze, understand the problem in detail and provide

recommendations in accordance with the Professional

Standards The Company's Internal Auditor and Internal code

of conduct Audit.

257

NAMA JABATAN KOMPeTeNSI

Miduk Situmorang Head of Internal Audit Sertifikasi QIA

Tavip Wibowo Operational Audit Dept. Head Sertifikasi QIA

Jayanus Engineering Audit Dept. Head Lanjutan 2 Pelatihan QIA

Siti Chadijah Oktoviana Marketing and Business Development Audit Dept. Head Sertifikasi QIA dan CISA

Ukemri Finance Audit Dept. Head Lanjutan 2 Pelatihan QIA

Iswahyudianto Nopa Human Capital and General Affair Audit Dept. Head Lanjutan 2 Pelatihan QIA

Padma Pramudya Auditor Sertifikasi QIA

Restu Suryaningsih Auditor Lanjutan 2 Pelatihan QIA

Osim Auditor Lanjutan 2 Pelatihan QIA

Yuyun Waryunaningsih Auditor Lanjutan 2 Pelatihan QIA

Dyah Dwisupi Oktaviani Auditor Lanjutan 2 Pelatihan QIA

Jon Hendri Auditor Lanjutan 2 Pelatihan QIA

Seluruh personil Internal Audit mendapat pembinaan

profesi dan karir untuk mencapai kualifikasi Auditor Internal

sebagaimana dipersyaratkan dalam Standar Profesi Auditor

Internal Perseroan. Kompetensi yang dipersyaratkan untuk

Auditor Internal SPI diantaranya adalah:

• Kualifikasi akademik, seperti pendidikan formal minimal

Sarjana (S1);

• Kompetensi audit (audit skill) yang meliputi pendidikan

dan pelatihan audit, seperti Audit Operasional, Psikologi

Audit, Fraud Audit, dan Sertifikasi Auditor (QIA, CIA,

CISA, CFE dan lain-lain), serta pengetahuan mengenai

proses bisnis Perseroan;

• Kompetensi umum, seperti monitoring dan evaluasi,

kepemimpinan, negosiasi, komunikasi dan sebagainya;

• Memiliki pengalaman menjadi Auditor Internal atau

jabatan struktural di luar Internal Audit;

• Head of Internal Audit dijabat oleh seseorang yang

telah berpengalaman di bidang Internal Audit dan/atau

jabatan struktural satu tingkat di bawah Direksi di luar

Internal Audit.

Head of Internal Audit didukung oleh 5 (lima) bidang dan

masing-masing dipimpin oleh Auditor Department Head, 11

(sebelas) Auditor dan 1 (satu) Administration Auditor Officer.

Jumlah SDM Internal Audit, jabatan dan kompetensi pada

tahun 2013 adalah sebagai berikut.







The entire internal audit personnel receive guidance

profession and career to achieve the qualification of Internal

Auditors as required by the Professional Standards Auditor

Internal Company. Competencies required for Internal

Auditor SPI are:

• Academic qualification, such as a minimum formal

education Bachelor (S1);

• Competence audit (audit skills) which includes

education auditing and training, such as the Audit

Operations, Psychology Audit, Fraud Auditing and

Certification Auditor (QIA, the CIA, CISA, CFE, etc.), as

well as knowledge about the Company's business;

• Competencepublic,suchasmonitoringandevaluation,

leadership, negotiation, communication and so on;

• Have experience into Internal Auditor or structural

position outside of Internal Audit;

• Head of Internal Audit held by a person who have

experience in Internal Audit and / or structural position

one level below the Board of Directors out Internal

Audit.

Head of Internal Audit is supported by five (5) areas and each

led by Auditor Department Head, 11 (eleven) Auditor and 1

(one) Administration Officer Auditor.

Total HR Internal Audit, position and competence in

in 2013 are as follows.


TugAS DAN TANgguNg JAWAB INTerNAL AuDIT

Tugas dan tanggung jawab Satuan Pengawasan Intern

adalah:

1. Menyiapkan Rencana Kerja dan Anggaran Perusahaan,

serta Program Kerja Tahunan Internal Audit;

2. Menyusun program audit untuk menjamin mutu

kegiatan Internal Audit;

3. Melaksanakan pengumpulan informasi dan

pemeriksaan berbasis risiko, pengawasan kepatuhan

terhadap peraturan dan ketentuan, penilaian,

penyajian, saran perbaikan, serta kegiatan assurance

dan konsultasi untuk efisiensi dan efektivitas unit

kerja sesuai dengan tanggung jawab masing-masing

Auditor Department Head, yaitu:

• Operation;

• Technical;

• Marketing and Business Development;

• Finance and Information Technology;

• Human Capital and General Affair;

• Corporate Secretary, Risk Management and

Compliance, Project Management Office, Procurement

dan Corporate Planning and Performance;

4. Melaksanakan evaluasi atas efektivitas perencanaan

dan pelaksanaan pengendalian intern, Penerapan

Manajemen Resiko dan Tata Kelola Perusahaan dalam

proses bisnis sesuai dengan peraturan perundang-

undangan dan kebijakan Perseroan yang berlaku,

serta prinsip GCG;

5. Menyusun laporan hasil pemeriksaan dan

merekomendasikan perbaikan terhadap

penyelenggaraan Perseroan, serta melaporkan kepada

Direktur Utama dengan tembusan kepada Dewan

Komisaris;

6. Bertindak sebagai counterpart dengan pihak

auditor eksternal dan Komite Audit dalam kegiatan

pemeriksaan di Perseroan;

DuTIeS AND reSPONSIBILITy Of INTerNAL

SuPervISION uNIT

The duties and responsibility of Internal Supervision Unit are:

1. Preparing Company Work Plan and Budget, as well as

Internal Audit Annual Work Plan;

2. Preparing audit program to guarantee the quality of

Internal Audit activities;

3. Performing information gathering and risk-based

audit, supervision on compliance with regulations

and provisions, assessment, presentation, suggestion

for improvement, as well as assurance and consulting

activities for the efficiency and effectiveness of work

unit in accordance with its field of responsibility,

namely:

• Operations;

• Technical;

• MarketingandBusinessDevelopment;

• FinanceandInformationTechnology;

• HumanCapitalandGeneralAffair;

• Corporate Secretary, Risk Management and

Compliance, Project Management Office, Procurement

and Corporate Planning and Performance;

4. Performing evaluation of effectiveness of

internal control planning and implementation,

Implementation of Risk Management and Corporate

Governance in the business process in accordance

with applicable laws and regulations and Company

policies, as well as GCG principles;

5. Preparing audit result report and recommending

improvement of the Company’s organization, as well

as reporting to the President Director with carbon

copy to the Board of Commissioners;

6. Acting as counterpart of external auditor and Audit

Committee in audit activities in the Company;

NAMA JABATAN KOMPeTeNSI

I Nyoman Sudarta Auditor Lanjutan 2 Pelatihan QIA

Nila Darmawati Auditor Lanjutan 2 Pelatihan QIA

Adi Hartojo Auditor Lanjutan 2 Pelatihan QIA

Suriganata Auditor Sertifikasi QIA

Haryono Hendro K Auditor Lanjutan 2 Pelatihan QIA

Wiewit Juwariah Adm. Auditor Officer Lanjutan 2 Pelatihan QIA

259

7. Melakukan pemeriksaan khusus dalam lingkup

pengendalian intern yang di tugaskan Direktur Utama;

8. Memantau, menganalisis dan melaporkan

pelaksanaan tindak lanjut oleh unit kerja atas saran-

saran perbaikan yang telah diberikan kepada Direktur

Utama;

9. Meningkatkan pengetahuan, keahlian dan

kemampuan profesionalisme auditor internal dalam

Internal Audit dengan sertifikasi.

PeDOMAN KerJA INTerNAL AuDIT

Dalam menjalankan tugasnya Internal Audit memiliki

Piagam Internal Audit, sebagai acuan bagi Internal Auditor

untuk melaksanakan kegiatan pengawasan internal secara

independen dan obyektif sehingga Internal Audit dapat

berperan optimal dengan hasil yang bermutu, konsisten,

bermanfaat bagi perbaikan efisiensi dan efektivitas

operasional, serta peningkatan kinerja Perseroan. Piagam

Internal Audit juga merupakan komitmen dan dukungan

dari Direktur Utama agar keberadaan Internal Audit diterima

oleh seluruh unit di Perseroan.

Manajemen telah menyusun Pedoman Umum Satuan

Pengawasan Intern PT Angkasa Pura I (Persero) sebagai

pedoman kerja dalam perencanaan, pelaksanaan dan

pengendalian assurance dan consulting, pelaporan dan

pelaksanaan tindak lanjut agar efektif, efisien dan berkualitas.

Pedoman Umum SPI ini selanjutnya menjadi acuan bagi

unit kerja SPI dalam menyusun pedoman audit, pedoman

evaluasi, pedoman consulting, dan pedoman SPI lainnya

yang lebih rinci untuk digunakan sebagai pedoman teknis

kerja Internal Audit.

SPI mengacu pada Standar Profesi Audit Internal (SPAI) dari

Konsorsium Organisasi Profesi Audit Internal dan Code of

Ethics dari The Institut of Internal Auditors sebagai acuan

standar profesi dan kode etik. Acuan ini merupakan upaya

Perseroan untuk meningkatkan proses pengelolaan risiko.

7. Performing special audit within the scope of internal

control assigned by the President Director;

8. Monitoring, analyzing, and reporting follow-up

implementation by work unit on suggestion for

improvement provided to President Director;

9. Improving knowledge, expertise, and professional

capability of auditor internal in Internal Audit through

certification.

INTerNAL AuDIT WOrKINg guIDeLINeS

In performing its duties, Internal Audit has the Internal Audit

Charter as a reference for Internal Auditors to conduct internal

supervision activities independently and objectively so that

Internal Audit can play its role optimally with a result which is

qualified, consistent, useful for improvement of operational

efficiency and effectiveness, as well as improvement of the

Company’s performance. The Internal Audit Charter also

constitutes a commitment and support from the President

Director in order that the existence of Internal Audit is

accepted by all units of the Company.

Management has prepared General Guidelines for the

Internal Supervision Unit of PT Angkasa Pura I (Persero) as

working guidelines in the planning, implementation, and

control of assurance and consulting, reporting, and follow-up

implementation in order to be effective, efficient, and of high

quality. This General Guidelines for the Internal Supervision

Unit subsequently serves as reference for the Internal

Control work unit in preparing audit guidelines, evaluation

guidelines, consulting guidelines, and other more detailed

Internal Control Unit guidelines to be used as Internal Audit’s

technical working guidelines.

The Internal Control Unit refers to the Internal Audit

Professional Standard (SPAI) from the Consortium of Internal

Audit Profession Organizations and Code of Ethics of the

Institute of Internal Auditors as professional standard and

code of ethics reference. This reference is an effort made by

the Company to increase risk management process.








JeNIS PeLATIHAN WAKTu LOKASI

Internal Audit Tingkat Dasar IInternal Audit Basic Level I

18 Peb-1 MaretYPIA – Jakarta

Internal Audit Tingkat Dasar IIInternal Audit Basic Level II

18 Peb-1 Maret YPIA – Jakarta

Internal Audit Tingkat Lanjut IInternal Audit Advanced Level I

29 Apr-10 Mei YPIA – Jakarta

Internal Audit Tingkat Lanjut IIInternal Audit Advanced Level II

8-19 Juli YPIA – Jakarta

Internal Audit Tingkat Manajerial Internal Audit Managerial Level

2-12 Desember YPIA – Jakarta

Manager Madya Angkatan IVMiddle Manager Batch IV

CFE – Jakarta

Commersial Operation Incheon Airport ComparationCommercial Operation Comparison with Incheon Airport

14-26 Oktober Incheon Korea

Penyusunan Modul Berbasis KompetensiPreparation of Competency-Based Module

25-27 Pebruari CFE – Jakarta

Seminar Mengelola BUMN Bersih dan Bebas KorupsiSeminar on Managing SOEs in a Clean and Corruption-Free Way

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 PER-19/MBU/2013

20 April Batam

Workshop Auditing Organizational StrategicWorkshop on Auditing Organizational Strategy

2-3 Mei Yogyakarta

Workshop Fraud AuditingWorkshop on Fraud Auditing

13-14 Mei Jakarta

Workshop Penyusunan Kontrak Pemborongan & BisnisWorkshop on Preparation of Contractor & Business Contract

16 Mei CFE Jakarta

Seminar & Munas xII FKSPI 2013Seminar & the 12th National Consultation of the Internal Control Unit Communication Forum in 2013

29-31 Mei Medan

Transformasi Manajemen Pengadaan Batch ITransformation in Procurement Management Batch I

22-24 Oktober CFE Jakarta

Transformasi Manajemen Pengadaan Batch IITransformation in Procurement Management Batch II

28-30 Okober CFE Jakarta

Workshop Audit Anti KorupsiWorkshop on Anticorruption Audit

14-15 Nopember Bandung

PrOgrAM PeNgeMBANgAN SATuAN SATuAN

PeNgAWASAN INTerN TAHuN 2013

Selama 2013, program pengembangan kompetensi yang

dilakukan Satuan Pengawasan Intern sebagai berikut

1. Pendidikan dan Pelatihan

DeveLOPMeNT PrOgrAM fOr INTerNAL

SuPervISION uNIT IN 2013

In 2013, competency development programs conducted by

Internal Supervision Unit are as follows:

1. Education and Training

261

2. Sertifikasi Auditor

Semua auditor Internal Audit diikutsertakan dalam

program sertifikasi profesi sebagai Internal Auditor.

Pada tahun 2013 jumlah auditor yang telah lulus

sertifikasi dan memegang gelar QIA (Qualified Internal

Auditor) sebanyak 5 (lima) orang.

reALISASI PrOgrAM KerJA INTerNAL AuDIT TAHuN

2013

Realisasi Program Kerja Internal Audit meliputi Realisasi

Program Kerja Pemeriksaan Tahunan (PKPT) dan Non

Program Kerja Pemeriksaan Tahunan (Non-PKPT). Realisasi

PKPT yang sudah dilakukan selama tahun 2013 adalah Audit

terhadap 14 Kantor Cabang. Pelaksanaan audit operasional

di bandara-bandara untuk berbagai bidang kerja telah

dilaksanakan berdasarkan PKPT yang berbasis risiko (risk

based audit). Total hasil temuan tahun 2013 sebanyak 227,

menurun dibandingkan tahun 2012 sebanyak 240.

Realisasi Audit Internal yang dilakukan pada beberapa

bidang pemeriksaan sebagai berikut.

2. Auditor Certification

All auditors of Internal Supervision Unit are enrolled

in the professional certification program as internal

auditor. The number of auditors who have passed

the certification and hold the QIA (Qualified Internal

Auditor) title is 5 (five) persons.

INTerNAL AuDIT WOrK PrOgrAM reALIzATION Of

THe yeAr 2013

Realization of Internal Audit Work Program includes the

realization of the Annual Work Program Examination (PKPT)

and Non-Annual Work Programme Examination (Non-PKPT).

PKPT realization that has been performed during the year

2013 was Audit of 14 Branches. Conduct operational audits

at airports to various fields of work has been carried out

based PKPT based on risk (risk based audit). The total results

of 2013 as 227, down from 240 in 2012.

Realization of Internal Audit conducted in several areas of

the examination as follows.

NO urAIANDESCRIPTION

TAHuN 2011 TAHuN 2012 TAHuN 2013

1 BIDANGOPERASI|OPERATIONS 42 35 41

2 BIDANGKOMERSIAL|COMMERCIAL 66 50 40

3 BIDANGTEKNIK|TECHNICAL 75 55 44

4 BIDANGKEUANGAN&PKBL|FINANCE & CSR 85 44 48

5 BIDANGPUM|PUM 78 33 29

6 BIDANGPENGADAAN|PROCUREMENT 14 22 25

JUMLAH|TOTAL 360 240 227

Sedangkan total hasil temuan audit bandara sebanyak

urAIANDESCRIPTION


KANTORPUSAT| 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








urAIANDESCRIPTION


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

JuMLAH 360 240 227

Sedangkan, untuk Non-PKPT meliputi Audit operasional

terhadap PT Angkasa Pura Hotels, sesuai dengan Surat

Perintah President Director PT Angkasa Pura I (Persero)

Nomor: PRIN.PD.300/PG.02/2013 tanggal 29 Oktober 2013.

50

45

40

35

30

25

20

15

10

5

0BID. OPerASI BID. TeKNIK BID. KOMerSIAL BID. Keu &PKBL BID. PuM BID. PegADAIAN

frAuD INTerNAL CONTrOL COMPLIANCe KeSALAHAN PereNCANAAN

PeNyerAHAN LAPOrAN INTerNAL AuDIT TAHuN 2013

Laporan Internal Audit meliputi program kerja dan realisasi

program kerja yang dilaksanakan di tahun 2013. Laporan

Hasil Audit disampaikan oleh Head of Internal Audit kepada

Direktur Utama dan Dewan Komisaris, untuk diketahui dan

ditindaklanjuti.

Meanwhile, for non-PKPT include operational audits of

PT Angkasa Pura Hotels, in accordance with the Warrant

President Director of PT Angkasa Pura I (Persero) Number:

PRIN.PD.300/PG.02/2013 dated October 29, 2013.

SuBMISSION Of INTerNAL AuDIT rePOrT yeAr 2013

Internal audit reports covering the work program and the

realization of the work program implemented in 2013.

Audit Report submitted by the Head of Internal Audit to the

Managing Director and the Board of Commissioners, to be

known and acted upon.

263

SISTeM PeNgeNDALIAN INTerN

Sistem pengendalian intern merupakan aspek penting

dalam manajemen Perseroan yang sehat dan aman. Sistem

pengendalian intern yang efektif dapat membantu Perseroan

menjaga aset yang dimiliki, menjamin tersedianya pelaporan

keuangan yang akurat, meningkatkan kepatuhan Perseroan

terhadap peraturan yang berlaku, serta mengurangi risiko

terjadinya kerugian, penyimpangan dan pelanggaran aspek

kehati-hatian.

Sistem pengendalian intern dibangun untuk memenuhi

beberapa tujuan, antara lain menjamin semua kegiatan

usaha Perseroan sesuai ketentuan yang berlaku. Ketentuan

terdiri atas undang-undang, peraturan pemerintah, otoritas

pengawas dan ketentuan intern Perseroan. Selain itu,

menyediakan laporan yang benar, lengkap, tepat waktu

dan relevan, pengambilan keputusan yang tepat dan

dapat dipertanggungjawabkan, meningkatkan efektivitas

dan efisiensi penggunaan sumber dana, melindungi risiko

kerugian, identifikasi dan menilai penyimpangan secara

dini dan menilai kewajaran kebijakan. Perangkat Sistem

Pengendalian Internal di Angkasa Pura Airports didukung

dengan adanya Pedoman Akuntansi Keuangan, Pedoman

Auditor Internal berbasis COSO, Pedoman Risk Management

& Compliance berbasis ISO31000, Pedoman Pengadaan

Barang dan Jasa, Pedoman dalam Penyelenggaraan Operasi

Bandara, Pedoman Pemeliharaan Fasilitas Bandara, Pedoman

di Bidang Komersial dan Pedoman lainnya yang mendukung

terselenggaranya kegiatan usaha Perseroan.

Perseroan terus mendorong upaya peningkatan sistem

pengendalian intern yang efektif. Satuan Kerja Audit

Internal (SKAI) berperan dalam mengevaluasi kecukupan

dan efektivitas pengendalian intern yang dilakukan oleh

manajemen Perseroan. Pengendalian intern merupakan

bagian yang terintegrasi dalam sistem dan prosedur

dalam setiap kegiatan di unit kerja sehingga apabila

terjadi penyimpangan, maka dapat diketahui secara dini

dan dilakukan langkah perbaikan oleh unit kerja yang

bersangkutan.

INTerNAL CONTrOL SySTeM

Internal control system is an important aspect in a healthy,

secure Company management. An effective internal

control system maintains the assets owned, guarantees

the availability of accurate financial reporting, improves the

Company’s compliance with the applicable regulations,

and reduces the risk of loss, deviation, and violation of the

prudential principle.

The Company always encourages efforts of improving an

effective internal control system. The Internal Audit Work

Unit plays a role in evaluating adequacy and effectiveness

of internal control implemented by the Company’s

management. Internal control is an integral part of system

and procedure in each activity conducted in the work

unit; therefore, if there is deviation, it can be found out

early and the work unit concerned can take corrective

measures. Devices Internal Control Systems in Angkasa Pura

Airports supported by the Financial Accounting Guideline,

Guideline-based COSO Internal Auditor, Risk Management

& Compliance Guidelines based ISO31000, Procurement

Guidelines, Guidelines for the Implementation of Airport

Operations, Airport Maintenance Facility Guidelines,

Guidelines on Commercial Sector and other guidelines that

support the implementation of the Company’s business

activities.

Internal control system is developed for fulfilling several

objectives, among other things, securing all Company’s

business activities in accordance with the applicable

provisions. Provisions consist of laws, government

regulations, supervisory authorities, and Company’s internal

provisions. In addition, the objectives consist of providing

correct, complete, timely, and relevant report; correct,

accountable decision making; improving effectiveness and

efficiency of the use of source of fund; protecting from risk

of loss; early identification and assessment of any deviation;

and assessing the fairness of a policy.








MANAJeMeN rISIKO

Perseroan menyadari bahwa dalam melaksanakan kegiatan

bisnis, Perseroan akan menghadapi ketidakpastian di masa

yang akan datang, baik yang berasal dari faktor internal

maupun dari factor eksternal. Dampak dari ketidakpastian

bagi Perseroan tersebut didefinisikan sebagai risiko. Oleh

karena itu, sejalan dengan praktek GCG, maka Perseroan

memandang bahwa pengelolaan risiko merupakan hal yang

sangat penting untuk dilaksanakan sesuai dengan standar

penerapan manajemen risiko yang baik.

Upaya peningkatan kualitas penerapan manajemen risiko

dimaksud tidak hanya ditujukan bagi kepentingan Perseroan

tetapi juga bagi kepentingan pelanggan. Salah satu aspek

penting dalam melindungi kepentingan pelanggan dan

dalam rangka pengendalian risiko adalah transparansi

informasi terkait produk atau aktivitas Perseroan. Melalui

peningkatan kualitas penerapan manajemen risiko ,

Perseroan diharapkan dapat mengukur dan mengendalikan

risiko yang dihadapi dalam melakukan kegiatan usahanya.

Perseroan telah menerbitkan Pedoman Umum manajemen

risiko dengan Keputusan Direksi Nomor: KEP.114/PG.01/2011

tanggal 7 November 2011 sebagai acuan penerapan Risk

Management and Compliance dengan mempertimbangkan:

1. Nilai Perseroan bagi seluruh stakeholder; serta

2. Perlindungan terhadap kemungkinan kerugian pada

portofolio bisnis Perseroan.

Pengelolaan risiko Perseroan mengacu pada Peraturan

Menteri Badan Usaha Milik Negara Nomor: PER-01/MBU/2011

tanggal 1 Agustus 2011 tentang Penerapan Tata Kelola

Perusahaan yang Baik (Good Corporate Governance) pada

Badan Usaha Milik Negara (BUMN) dan Keputusan Menteri

Badan Usaha milik Negara Nomor: KEP-117/MBU/2002

tentang Penerapan Praktek Good Corporate Governance

(GCG) pada Badan usaha Milik Negara (BUMN).

Konsep dasar risk management and compliance Perseroan

memperhatikan 3 (tiga ) aspek penting meliputi:

1. Penerapan manajemen risiko disertai komitmen yang

tinggi dari Direksi dan Komisaris;

2. manajemen risiko diintegrasikan ke dalam seluruh

proses Perseroan dan menjadi bagian yang tidak

terpisahkan dari core responsibilities para pemilik/

risk Management

The Company is aware of that in conducting business

activities, it will face uncertainty in the future, which is

originating from both internal factor as well as external

factor. The impact of uncertainty on the Company is defined

as risk. Therefore, in line with GCG practice, the Company

deems that risk management is a very important matter to

be implemented in accordance with good Risk Management

& Compliance implementation standard.

The intended effort of improving the quality of implementation

of risk management & compliance is not only directed

towards the interest of the Company but also for the interest

of customers. One of the important aspects in protecting the

interest of customers and in the context of risk management

is information transparency related to the Company’s

products or activities. Through improvement of quality in

the implementation of Risk Management & Compliance,

the Company is expected to measure and control the risks

encountered in performing her business activities.

The Company has issued General Guidelines for Risk

Management & Compliance through Decision of the Board

of Directors Number: KEP.114/PG.01/2011 dated November

7, 2011 as the reference in the implementation of Risk

Management & Compliance by considering:

1. Company value for all stakeholders; and

2. Protection against the possibility of loss in the

Company’s business portfolio.

The Company’s risk management refers to Regulation of

Minister of State-Owned Enterprises Number: PER-01/

MBU/2011 dated August 1, 2011 concerning Good Corporate

Governance Implementation at State-Owned Enterprises

(SOEs) and Decree of Minister of State-Owned Enterprises

Number: KEP-117/MBU/2002 concerning Good Corporate

Governance Implementation at State-Owned Enterprises

(SOEs).

The basic concept of the Company’s risk management &

compliance focuses on 3 (three) important aspects including:

1. Implementation of risk management & compliance

along with high commitment of the Board of Directors

and Commissioners;

2. Risk management & compliance is integrated in all

Company’s processes and becomes an inseparable

265

penanggung jawab proses, yaitu Department Head

dan Section Head;

3. Manajemen risiko merupakan bagian dari proses

pengambilan keputusan baik pada seluruh tingkatan

manajerial.

PrOfIL PIMPINAN uNIT KerJA rISK MANAgeMeNT

AND COMPLIANCe

Pengelolaan manajemen risiko Perseroan dilakukan oleh

Risk Management Department di bawah unit kerja Risk

Management and Compliance. Unit Kerja merupakan

elemen yang sangat penting penting dalam mendorong

penerapan sistem pengendalian internal yang efektif. Unit

Risk management and compliance Perseroan mengemban

misi turut mewujudkan Good Corporate Governance

yang lebih baik, menetapkan dan mengelola risiko yang

dihadapi Perseroan, serta meminimalkan dampak yang

ditimbulkannya, melindungi Perseroan dari risiko signifikan

yang dapat menghambat pencapaian tujuan Perseroan dan

mengamankan aset Perseroan, serta menciptakan kesadaran

dan kepedulian insan Perseroan terhadap pentingnya risk

management and compliance bagi Perseroan.

Pengangkatan Head of Risk Management and Compliance

berdasarkan Surat Keputusan Direksi Nomor: 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.

part of core responsibilities of process owners/

persons-in-charge, namely managers and staffs;

3. Risk management & compliance is part of decision

making process at the governance and managerial

level.

PrOfILe Of HeAD Of rISK MANAgeMeNT AND

COMPLIANCe WOrK uNIT

Risk management & compliance work unit is a very important

element in encouraging the implementation of effective

internal control system. The Company’s Risk management

& compliance carries out the mission of participating in

actualizing better Good Corporate Governance, stipulating

and managing risks faced by the Company, as well as

minimizing the impact they causes, protecting the Company

against significant risks which may delay the achievement

of Company’s objectives and securing the Company’s

assets, as well as establishing awareness and concern of the

Company’s members of the importance of risk management

& compliance for the Company.

The appointment of Head of Risk Management and

Compliance is based on Decision Letter of Board of Directors

Number: SKEP.1670/KP.07.03/2013.








Secara berkala, Head of Risk Management and Compliance

menyampaikan laporan kepada Direksi sebagai bahan

pertimbangan dalam pengambilan keputusan pengelolaan

risiko Perseroan.

Perseroan telah menempatkan SDM yang kompeten

dalam pengelolaan risiko untuk setiap jenjang organisasi

untuk menjamin pelaksanaan proses risk management

and compliance yang berlandaskan prinsip kehati-hatian

yang disesuaikan dengan kompleksitas usaha Perseroan.

Demikian pula, pejabat dan staf yang ditempatkan di kantor

cabang Perseroan telah memiliki kriteria dan pelatihan yang

memadai.

STrATegI PeNgeLOLAAN MANAJeMeN rISIKO

PerSerOAN

Perseroan telah melakukan penahapan implementasi

manajemen risiko Perseroan sehingga implementasi

manajemen risiko dapat dilakukan secara sistematis

sesuai standar best practice, dimulai dengan Perencanaan

manajemen risiko, Awareness Risiko, Implementasi

manajemen risiko, Pengendalian manajemen risiko, serta

Pelaporan dan Disclosure.

Periodically, Head of Risk Management and Compliance,

submit a report to the Board for consideration in the

Company’s risk management decisions.

he Company has placed competent Human Resources in

risk management for each organization level to secure the

implementation of risk management & compliance process

based on the prudential principle, which is adjusted to the

complexity of the Company’s business. Also, officers and

staffs placed in the Company’s branch offices have met

adequate criteria.

THe COMPANy’S rISK MANAgeMeNT STrATegy

The Company has implemented the implementation phases

of its Risk Management & Compliance in order that the

implementation of risk management & compliance can be

performed systematically in accordance with best practice

standards, starting from Risk Management & Compliance

Planning, Risk Awareness, Risk Management & Compliance

Implementation, Risk Management & Compliance Control,

as well as Reporting and Disclosure.

Perencanaan Manajemen

Risilo

AwarenessRisiko

Implementasi Manajemen

Risiko

Pengendalian Risiko

Pelaporan dan Disclosure

Skema Tahapan Implementasi Manajemen risiko Scheme of Implementation Phases of the Company’s

risk Management

a) Perencanaan manajemen risiko

Tahap perencanaan Manajemen Risiko mencakup

menentukan konteks risiko, penyusunan kebijakan

dan prosedur Manajemen Risiko yang sesuai dengan

kebutuhan Perseroan. Pada tahap ini, Perseroan

menentukan konteks risiko dengan menetapkan

tujuan, misi dan target dalam pengelolaan risiko di

a) risk Management & Compliance Planning

Risk management & compliance planning phase

consists of determining risk context and preparing risk

management & compliance policies and procedures

in accordance with the Company’s requirement. In

this phase, the Company determines the risk context

by stipulating the objective, mission, and target of

267

Perseroan, yang diterjemahkan dalam penetapan

parameter yang digunakan, termasuk batasan yang

akan dijadikan pertimbangan dalam pengelolaan

risiko, termasuk lingkup kerja dan kriteria risiko yang

digunakan.

b) awareness manajemen risiko

Merupakan bagian dari proses manajemen perubahan

yang meliputi peluncuran, sosialisasi dan pelatihan

terkait dengan konsep risk management and

compliance yang pada akhirnya dapat mendorong

tumbuhnya budaya peduli risiko. Dalam proses ini,

top management berperan sebagai change leader

yang akan diikuti oleh manajemen lini dan seluruh

karyawan Perseroan.

c) implementasi manajemen risiko

Langkah awal pada tahap ini adalah dengan

melakukan sosialisasi kepada seluruh jajaran, yang

bertujuan untuk memberikan pemahaman mengenai

arti penting implementasi Manajemen Risiko bagi

Perseroan secara menyeluruh dan perlunya konsistensi

penerapannya di setiap aktivitas kegiatan harian unit

kerja. Selanjutnya, pengelolaan risiko pada tahapan

ini dilakukan dengan melakukan kegiatan identifikasi,

pengukuran dan monitoring risiko Perseroan sesuai

dengan kebijakan yang telah ditetapkan.

Penerapan Manajemen Risiko dilaksanakan dengan

mempertimbangkan biaya dan manfaat dalam

pelaksanaannya. Sumber daya, tanggung jawab,

akuntabilitas, kewenangan, dan pencatatan/

dokumentasi proses yang diperlukan, ditetapkan

dalam kebijakan Direksi, yang dikaji secara berkala

untuk dikinikan sesuai dengan kebutuhan organisasi

dan kompleksitas risiko usaha yang dihadapi

Perseroan.

d) pengendalian manajemen risiko

Pada tahapan ini, Perseroan melakukan kajian,

menentukan jenis dan bentuk perlakuan terhadap

risiko yang diperlukan yang mencakup kegiatan

evaluasi atas pengelolaan risiko yang telah dilakukan,

termasuk proses monitoring dan review atas semua

aspek dari proses risk management & compliance

yang bertujuan untuk:

the Company’s risk management, which is translated

into the stipulation of parameters applied, including

restrictions which will serve as considerations in risk

management, including scope of work and risk criteria

used.

b) risk Management Awareness

This is part of change management process which

includes the launching, dissemination, and training

related to risk management & compliance concept

which eventually may encourage the cultivation

of risk-concerned culture. In this process, the top

management plays the role of change leader, which

will be followed by line management and all of the

Company’s employees.

c) risk Management Implementation

The initial step in this phase is by conducting

dissemination to all levels, which is aimed at

providing understanding on the important meaning

of risk management & compliance implementation

for the Company as a whole and the importance

of consistency in its implementation in all day-

to-day activities at the work units. Furthermore,

risk management in this phase is conducted by

performing activities of identification, measurement,

and monitoring of the Company’s risks in accordance

with the stipulated policies.

Risk management & compliance implementation

is conducted by considering cost & benefit of

its implementation. The necessary resources,

responsibility, accountability, authority, and recording/

documentation process, are stipulated in the Board

of Directors’ policy, which is assessed regularly to be

updated in accordance with organization requirement

and complexity of business risks faced by the

Company.

d) risk Management Control

In this phase, the Company performs assessment,

determines the type and form of necessary treatment

to risks which includes the activity of evaluating the

risk management performed, including monitoring

and review process on all aspects of risk management

& compliance process with the objectives of:








• Adanya proses pembelajaran dan analisis dari setiap

peristiwa, perubahan, dan kecenderungan (trends)

yang terjadi;

• Terdeteksinya perubahan dalam lingkup internal

maupun eksternal, termasuk perubahan risiko itu sendiri

yang memerlukan perubahan atau revisi perlakuan

risiko, atau bahkan perubahan prioritas risiko;

• Memastikan bahwa pengendalian risiko dan perlakuan

risiko masih tetap efektif, baik secara desain maupun

pelaksanaannya; dan

• Mengidentifikasikan terjadinya risiko-risiko yang baru.

e) Pelaporan dan disclosure manajemen risiko

Tahapan ini merupakan wujud implementasi prinsip

transparansi dan akuntabilitas pengelolaan risiko yang

telah dilakukan oleh Perseroan, baik yang dilakukan

kepada pihak internal maupun eksternal.

Pengelolaan risiko yang efektif ditujukan untuk

memastikan bahwa informasi yang diturunkan dari

proses manajemen Risiko mencukupi untuk dijadikan

laporan dan digunakan sebagai dasar pengambilan

keputusan dan pertanggungjawaban bagi setiap

tingkatan dalam pengelolaan Perseroan.

KerANgKA MANAJeMeN rISIKO

Arah penerapan manajemen risiko di Perseroan adalah untuk

mencapai optimalisasi nilai Perseroan bagi seluruh pihak

yang berkepentingan (stakeholders) dengan Perseroan.

Untuk mencapai tujuan tersebut tentulah diperlukan

proses organisasi yang bertahap dan berkelanjutan, dimulai

dari tahap perencanaan, pelaksanaan sampai dengan

pengendalian.

Dalam pelaksanaan proses manajemen risiko, Perseroan

menggunakan kerangka ERM tahun 2004 yang diterbitkan

oleh The Committee of Sponsoring Organizations of

the Treadway Commission (COSO). Seiring dengan

perkembangan penerapan manajemen risiko di Indonesia,

PT Angkasa Pura I (Persero) secara bertahap beralih

menerapkan International Organization for Standardization

(ISO) 31000 Risk Management Standard yang telah

mendapatkan sertifikasi dari Badan Standardisasi Nasional

(BSN) Indonesia di 2011.

• Establishing learning process and analysis of any

occurring event, change, and trends;

• Detection of change both within the internal as

well as external scope, including change in the

risk itself which necessitates a change or revision

in risk treatment, or even change in risk priority;

• Ensuring that risk control and risk treatment are

still effective, both in terms of design as well as

implementation; and

• Identifying the emergence of new risks.

e) risk Management reporting and Disclosure

This phase is a manifestation of implementation of

the transparency and accountability principles in risk

management already conducted by the Company,

which is applied to both internal as well as external

parties.

Effective risk management is aimed at ensuring

that information derived from risk management &

compliance process is adequate to be reported and

used as basis for decision making and accountability

for each level of the Company’s management.

rISK MANAgeMeNT frAMeWOrK

The direction of risk management & compliance

implementation at the Company is to achieve the

optimalization of the Company’s value for all of the

Company’s stakeholders. To achieve the objectives, certainly

it requires gradual, continuous organizational process,

starting from planning, implementation, until control.

In the implementation of risk management & compliance

process, the Company uses the 2004 ERM framework issued

by The Committee of Sponsoring Organizations of the

Treadway Commission (COSO). In line with the development

in the implementation of risk management & compliance

in Indonesia, PT Angkasa Pura I (Persero) gradually shifts

to the implementation of International Organization for

Standardization (ISO) 31000 Risk Management Standard

which has been certified by the Indonesian National

Standardization Board (BSN) in 2011.

269

Berdasarkan kerangka tersebut, Proses manajemen

risiko yang diterapkan PT Angkasa Pura I (Persero) dalam

mengembangkan, mengelola dan mengevaluasi risiko

Perseroan dilaksanakan melalui beberapa tahapan seperti

yang tampak pada gambar dibawah ini. Proses manajemen

risiko tersebut terdiri atas komunikasi dan konsultasi,

menentukan konteks, penilaian risiko, penanganan risiko,

serta pemantauan dan kaji ulang.

Menentukan Konteks(Establishing the Context)

Identifikasi Risiko(Risk Identification)

Kons

ulta

si d

an K

omun

ikas

i(C

omm

unica

tion

& Co

nsul

tatio

n)

Pem

anta

uan

dan

Kaji

Ulan

g(M

onito

ring

& Re

view

)

Analisa Risiko(Risk Analysis)

Evaluasi Risiko(Risk Evaluation)

Penanganan Risiko(Risk Treatment)

Penaksiran Risiko (Risk Assessment)

Dalam rangka pengembangan manajemen risiko yang sesuai

dengan budaya Perseroan secara berkelanjutan, manajemen

terus meningkatkan kerangka sistem pengelolaan risiko

dan struktur pengendalian internal yang terpadu dan

komprehensif, sehingga dapat memberikan informasi

adanya potensi risiko lebih dini dan selanjutnya mengambil

langkah-langkah yang memadai untuk meminimalkan

dampak risiko. Pengembangan kerangka manajemen risiko

ini dituangkan dalam kebijakan.

Based on the framework, risk management & compliance

process implemented by PT Angkasa Pura I (Persero) in

developing, managing, and evaluating the Company’s risks

is conducted through several phases as shown in the exhibit

below. The risk management & compliance process consists

of communication and consultation, establishing context,

risk assessment, risk treatment, as well as monitoring and

review.

In the context of development of risk management &

compliance which is in accordance with the Company’s

culture on an ongoing basis, management continues to

improve the integrated, comprehensive framework of

risk management system and internal control structure,

in order to provide the information about the existence

of risk potential earlier and subsequently take adequate

measures to minimize risk impact. The development of this

risk management & compliance framework is set forth in the

policy.








KeBIJAKAN MANAJeMeN rISIKO

Penerapan manajemen risiko Perseroan melekat pada

seluruh jenjang organisasi Perseroan dengan mengacu pada

konsep Enterprise Risk Management (ERM). ERM merupakan

inisiatif strategis yang terus dikembangkan oleh Perseroan

dalam mendorong peningkatan kinerja Perseroan sehingga

menghasilkan value added bagi segenap stakeholder

Perseroan. Untuk mendukung penerapan ERM yang efektif,

Perseroan senantiasa melakukan pemutakhiran manual

kebijakan dan pedoman operasional dan pengembangan

sistem informasi manajemen risiko.

BuDAyA MANAJeMeN rISIKO

Pelaksanaan budaya risiko Perseroan diarahkan untuk

meningkatkan kesadaran, kemampuan dan kemauan seluruh

anggota Perseroan dalam mengelola risiko secara lebih

efektif dengan senantiasa melakukan identifikasi, analisa

dan evaluasi potensi risiko dalam rangka menyeimbangkan

antara risiko dan manfaat bagi Perseroan.

PrOfIL MANAJeMeN rISIKO

Metode pengukuran risiko Perseroan telah dikaitkan

dengan jenis, skala dan kompleksitas usaha Perseroan

untuk menjamin keakuratan hasil pengukuran risiko yang

dihasilkan. Guna kepentingan pengendalian risiko, maka

pembuatan profil risiko dilakukan secara berkala, minimal 1

(satu) kali dalam satu tahun, yang dilakukan secara kuantitatif

dan/atau kualitatif atas semua risiko yang melekat pada

transaksi, produk maupun aktivitas bisnis Perseroan, yang

dilakukan secara individual dan/atau keseluruhan maupun

per risiko dan per aktivitas, dengan mempertimbangkan

keterkaitan antar risiko. Profil risiko tersebut dipantau secara

terus menerus dan hasil pemantauannya dilaporkan kepada

Direktur Utama 2 kali dalam 1 (satu) tahun.

Dari laporan hasil pengukuran risiko tersebut, Perseroan

dapat mengetahui tingkat risiko yang dihadapi Perseroan

secara korporat maupun parsial yang dikategorikan menjadi

4 kategori, yaitu Risiko Rendah, Risiko Sedang, Risiko Tinggi,

dan Risiko Sangat Tinggi.

JeNIS-JeNIS MANAJeMeN rISIKO

Sejalan dengan perubahan Pedoman Manajemen Risiko

sesuai dengan framework ISO 31000:2009, selama 2013,

PT Angkasa Pura I (Persero) melaksanakan sosialisasi dan

workshop untuk meningkatkan kompetensi para pemangku

rISK MANAgeMeNT POLICy

The implementation of the Company’s management &

compliance is inherent to all organizational levels of the

Company by referring to the Enterprise Risk Management

(ERM) concept. ERM is a strategic initiative which is

continuously developed by the Company in encouraging

the improvement of the Company’s performance in order to

generate value added for all of the Company’s stakeholders.

To support effective ERM implementation, the Company

always updates its policy manuals and operating guidelines

as well as develops its risk management & compliance

information system.

rISK MANAgeMeNT & COMPLIANCe CuLTure

The implementation of the Company’s risk culture is directed

to increase awareness, capability, and willingness of all of the

Company’s members in managing risk more effectively by

always performing identification, analysis, and evaluation

of potential risks in the context of balancing the risks and

benefits for the Company.

PrOfILe Of rISK MANAgeMeNT & COMPLIANCe

The Company’s risk measurement method has been

linked to the type, scale, and complexity of the Company’s

business to guarantee the accuracy of risk measurement

result. For the sake of risk control, the preparation of risk

profile is conducted on a regular basis, at least once a year,

which is conducted quantitatively and/or qualitatively on

all risks inherent to the Company’s business transactions,

products, and activities, which is conducted individually

and/or comprehensively as well as by risk and by activity,

by considering the connection among these risks. The risk

profile is monitored on an ongoing basis and the monitoring

result is reported to the President Director twice a year.

Based on the report on risk measurement result, the

Company can find out about the level of risks faced by the

Company at the corporate level as well as partially, which are

grouped into 4 categories, namely Low Risk, Medium Risk,

High Risk, and Very High Risk.

TyPeS Of rISK MANAgeMeNT & COMPLIANCe

In 2013, in line with amendment to the Risk Management

Guidelines to conform to ISO 31000:2009 framework, PT

Angkasa Pura I (Persero) conducted dissemination and

workshop to improve the competency of risk holders. Based

271

risiko. Berdasarkan serangkaian kegiatan penilaian risiko

secara keseluruhan pada PT Angkasa Pura I (Persero), terdapat

1.474 (seribu empat ratus tujuh puluh empat) risiko, yang

mencakup risiko Kantor Pusat, risiko Kantor Cabang, serta

risiko Anak Perusahaan. Risiko-risiko tersebut dikelompokkan

dalam 4 (empat) kategori, dengan rincian sebagai berikut.

1. Strategy and Planning Risk yang meliputi corporate

responsibility and sustainability, external factors,

planning, project, dan strategy.

2. Financial Risk yang meliputi accounting, credit, liquidity

and finance intelligence, financial market, planning and

budgeting.

3. Operation/Infrastructure Risk yang meliputi corporate

assets, human resources, information technology,

external events, legal, process management, product

development dan sales marketing and communications.

4. Hazard Risk yangmeliputi health, safety and environment,

force majeur dan natural disaster.

Perseroan telah berupaya semaksimal mungkin untuk

melakukan mitigasi risiko dengan baik. Secara umum,

mitigasi risiko yang telah dilakukan Perseroan, yaitu:

a. Pelaksanaan proyek pengembangan bandara;

b. Penyelesaian permasalahan tanah milik PT Angkasa

Pura I;

c. Pemenuhan SDM baik secara kuantitatif maupun

kualitatif;

d. Penyempurnaan dan updating proses bisnis di segala

bidang;

e. Implementasi asset management Kantor Pusat dan

seluruh Kantor Cabang;

f. Melakukan pengalihan risiko terkait dengan

pelaksanaan bisnis Perseroan yang dirasa memiliki

risiko yang besar (Airport Liabilities Insurance dan

pemberian asuransi bagi para penumpang pesawat di

setiap bandara);

g. Penyesuaian tarif-tarif non aeronautika;

h. Pemanfaatan ruang dan lahan idle milik Perseroan;

i. Implementasi e-PSC dan SITEC di Bandara;

j. Menjaga kehandalan peralatan dan fasilitas

guna mendukung operasional bandara melalui

penggantian dan penambahan peralatan dan fasilitas

berteknologi baru, melakukan rekondisi peralatan

dan memperketat jadwal pelaksanaan maintenance

peralatan.

on a series of risk assessment activities on PT Angkasa Pura

I (Persero) as a whole, there were 1,474 (one thousand four

hundred seventy-four) risks, consisting of Head Office’s

risks, Branch Office’s risks, and Subsidiary’s risks. The risks are

grouped into 4 (four) categories, with the details as follows:

1. Risk Strategy and Planning Risk which consists of

corporate responsibility and sustainability, external

factors, planning, project, and strategy.

2. Financial Risk which consists of accounting, credit,

liquidity and finance intelligence, financial market,

planning and budgeting.

3. Operational/Infrastructure Risk which consists of

corporate assets, human resources, information

technology, external events, legal, process

management, product development, and sales

marketing and communications.

4. Hazard Risk which consists of health, safety and

environment, force majeure and natural disaster.

The Company has made the maximum efforts to mitigate

risks properly. In general, risk mitigations performed by the

Company are:

a. Implementation of airport extension project;

b. Settlement of issues related to land owned by PT

Angkasa Pura I;

c. Fulfillment of HR requirement quantitatively and

qualitatively;

d. Enhancement and update of business process in all

areas;

e. Implementation of asset management at the Head

Office and all Branch Offices;

f. Performing risk transfer related to the implementation

of the Company’s business which is considered high-

risk (Airport Liabilities Insurance and provision of

insurance for all aircraft passengers at all airports);

g. Adjustment of non-aeronautics tariffs;

h. Utilization of idle space ad land belonging to the

Company;

i. Implementation of e-PSC and SITEC at the Airports;

j. Maintaining the reliability of equipment and facilities

to support airport operations through replacement

and addition of equipment and facilities of the

newest technology, reconditioning of equipment

and tightening the equipment maintenance

implementation schedule.








evALuASI efeKTIvITAS SISTeM MANAJeMeN rISIKO

Perseroan senantiasa melakukan evaluasi secara rutin

dan berkala guna menilai efektivitas atas pengelolaan

manajemen risiko Perseroan. Evaluasi selalu dilakukan secara

berkala sesuai dengan perubahan parameter risikonya. Hal

ini berarti sudah sejalan dengan penerapan kerangka kerja

Manajemen risiko yang mengambil pola PDCA (Plan, Do,

Check, Action).

Prinsip-prinsip yang digunakan Perseroan dalam

mengembangkan, menerapkan, mengelola dan

mengevaluasi manajemen risiko adalah dengan adanya

komitmen pimpinan, keterlibatan seluruh insan Perseroan,

transparansi, integrasi, perbaikan berkesinambungan,

menciptakan dan memberikan nilai tambah, secara

khusus senantiasa menangani ketidakpastian, transparan

dan inklusif. Perseroan juga memfasilitasi perbaikan dan

peningkatan organisasi secara berkelanjutan.

Untuk mendukung penerapan ERM yang efektif, Perseroan

melakukan pemutakhiran manual kebijakan dan pedoman

operasional, pengembangan sistem informasi Manajemen

risiko melalui aplikasi, penyusunan database kejadian

risiko operasional yang mengakibatkan kerugian. Sebagai

upaya mengurangi risiko operasional yang berpotensi

menimbulkan kerugian, maka Perseroan menyusun prosedur

penerapan Manajemen risiko operasional.

Sebagai upaya Perseroan dalam melakukan evaluasi

penerapan manajemen risiko, maka pada akhir 2013

dilaksanakan pengukuran tingkat maturitas manajemen

risiko untuk mengetahui sejauh mana penerapan

manajemen risiko yang telah dilakukan oleh Perseroan.

Tingkat maturitas penerapan manajemen risiko

menggunakan skala 0 (Non Existent) sampai dengan skala

5 (Optimized) untuk menggambarkan tingkat kemampuan

(kapabilitas) Perseroan sebagai entitas untuk mengelola

risiko dalam mencapai sasaran yang telah ditetapkan.

Hasil pengukuran yang mencakup atribut aplikasi, proses,

pengalaman dan budaya tersebut menunjukkan bahwa

pada 2013 PT Angkasa Pura I (Persero) telah mencapai

tingkat maturitas manajemen risiko level 3 (Defined).

Tingkat maturitas Manajemen risiko level 3 menunjukkan

tingkatan suatu organisasi yang mengakui persyaratan bagi

manajemen risiko. Pada organisasi tersebut sudah terdapat

evALuATION Of effeCTIveNeSS Of rISK

MANAgeMeNT SySTeM

The Company always performs evaluation regularly and

periodically in order to assess the effectiveness of the

Company’s risk management & compliance management.

Evaluation is always performed periodically in accordance

with the change in its risk parameters. It means that this has

been in line with the implementation of Risk Management

& Compliance framework which takes the PDCA (Plan, Do,

Check, Action) pattern.

The principles applied by the Company in developing,

implementing, managing, and evaluating risk management

& compliance are leader’s commitment, involvement of all

Company’s members, transparency, integration, continuous

improvement, creating and providing value added,

always specifically overcoming uncertainty, transparent

and inclusive. The Company also facilitates organizational

improvement and enhancement on an ongoing basis.

To support effective ERM implementation, the Company

performs updates its policy manuals and operating

guidelines, development of Risk Management & Compliance

information system through application, preparation of

database of operational risk incidents which cause damages.

As an effort of reducing operational risk which potentially

causes loss, the Company prepares an operational Risk

Management & Compliance implementation procedure.

As an effort made by the Company in performing evaluation

on risk management & compliance implementation, at

the end of 2013, a measurement on maturity level of risk

management & compliance was conducted to find out the

extent of risk management & compliance implementation

conducted by the Company. The maturity level of risk

management & compliance implementation uses the

scale from 0 (Non Existent) to 5 (Optimized) to describe

capability level of the Company as an entity to manage risks

in achieving the stipulated goals. The measurement result,

which consists of application attribute, process, experience,

and culture indicates that in 2013, PT Angkasa Pura I (Persero)

has achieve risk management & compliance’s maturity

level of 3 (Defined) in. Risk Management & Compliance’s

maturity level of 3 indicates the level of an organization

which acknowledges requirements for risk management

& compliance. In such organizations, risk management &

273

budaya manajemen risiko, walaupun masih bersifat reaktif

terhadap risiko-risiko yang mungkin dihadapi Perseroan.

Proses manajemen risiko sudah ada tetapi belum konsisten

diterapkan. Sudah terdapat pengalaman manajemen risiko

yang cukup memadai pada organisasi tersebut.

Berdasarkan hasil pengukuran tersebut, PT Angkara Pura I

(Persero) akan melakukan langkah-langkah perbaikan dalam

menerapkan manajemen risiko Perseroan, yaitu:

a. Meningkatkan komitmen penerapan sistem

manajemen risiko di lingkungan Perseroan sehingga

dapat berjalan secara optimal dan memberikan nilai

tambah bagi Perseroan;

b. Meningkatkan sosialisasi dan pelatihan manajemen

risiko secara berkelanjutan di seluruh lingkungan

Perseroan untuk meningkatkan risk awareness dan

pemahaman tentang pentingnya manajemen risiko;

c. Menyempurnakan sistem manajemen risiko

(Enterprise Risk Management) sehingga dapat selaras

dengan sistem manajemen lain yang ada pada

Perseroan, seperti audit internal, dan manajemen

mutu.

PeLATIHAN DAN SerTIfIKASI MANAJAMeN

MANAJeMeN rISIKO

Personil manajemen risiko seluruhnya berjumlah 4 (empat)

orang dan yang telah mengikuti pelatihan dan sertifikasi risk

management and compliance dirinci sebagai berikut.

PerSONILPERSONNEL

JABATANPOSITION

TIPe SerTIfIKATTYPE OF CERTIFICATE

NOMOr SerTIfIKATCERTIFICATE NUMBER

eddy TriyantoHead of Risk Management and

Compliance

Enterprise Risk Management

Certified ProffessionalERMCP-3110120

MasjukiRisk Management Department

Head

Enterprise Risk Management

Associate ProffessionalERMAP-1120382

rinawan Wijaya Risk Management OfficerEnterprise Risk Management


restu Pratiwi Risk Management OfficerEnterprise Risk Management


compliance culture has existed, although it is still reactive

to the risks the Company may face. Risk management &

compliance process has existed but not consistently applied.

There has been adequate risk management & compliance

experience in the organization.

Based on the measurement result, PT Angkasa Pura I (Persero)

will take corrective actions in implementing the Company’s

risk management & compliance, namely:

a. Increasing commitment for the implementation of risk

management & compliance system in the Company’s

environment in order to function optimally and

provide value added to the Company;

b. Increasing risk management & compliance

dissemination and training on an ongoing basis

throughout the Company’s environment to increase

risk awareness and understanding of the importance

of risk management & compliance;

c. Enhancing risk management & compliance system

(Enterprise Risk Management) in order to be in line with

other existing management systems in the Company,

such as internal audit and quality management.

MANAgeMeNT Of rISK MANAgeMeNT TrAININg AND

CerTIfICATION

There are 4 (four) risk management & compliance personnel

in total, who have attended risk management & compliance

trainings and certifications with the details as follows:








fOKuS TAHuN 2013

Kegiatan penerapan manajemen risiko Perseroan untuk 2013

diarahkan untuk terus melengkapi dan menyempurnakan

kebijakan yang diperlukan dan memastikan Perseroan

senantiasa memenuhi peraturan perundang-undangan

lainnya yang berlaku dalam rangka pelaksanaan manajemen

risiko dan prinsip kehati-hatian.

AuDITOr eKSTerNAL

Auditor Eksternal yang memeriksa laporan keuangan

Perseroan tahun buku 2013 ditetapkan melalui RUPS Tahunan

berdasarkan rekomendasi dari Dewan Komisaris dan Komite

Audit. Untuk menjamin independensi dan kualitas hasil

pemeriksaan, Auditor Eksternal yang ditunjuk tidak boleh

memiliki benturan kepentingan dengan Perseroan.

Perseroan selalu berupaya meningkatkan komunikasi

antara Kantor Akuntan Publik, Komite Audit untuk dapat

meminimalisir kendala-kendala yang terjadi selama proses

audit berlangsung. Agar proses audit sesuai dengan Standar

Profesional Akuntan, serta perjanjian kerja dan ruang lingkup

audit yang telah ditetapkan dan selesai sesuai dengan

target waktu yang telah ditetapkan, secara rutin dilakukan

pertemuan-pertemuan yang membahas beberapa

permasalahan penting yang signifikan.

Audit Laporan Keuangan tahun buku 2013, 2012, 2011, dan

2010 berturut-turut dilakukan oleh Akuntan dan Kantor

Akuntan Publik (KAP) berikut.

TAHuN BuKu

FISCAL YEAR

AKuNTANACCOUNTANT

ALAMAT KANTOr AKUNTAN

PUBLIK

PeKerJAANJOB

BIAyA AuDIT AUDIT FEE

(RP)

OPINIOPINION

JASA DI LuAr AuDIT KeuANgAN

2013

KAP Doli,

Bambang,

Sulistiyanto,

Dadang & Ali

Menara Kuningan Lt.

11

Jl. HR Rasuna Said Blok

x-7 Kav. 5, Jakarta Tlp.

(021) 30015702

General Audit atas

Laporan Keuangan,

Laporan Evaluasi

Kinerja, Audit

Kepatuhan, Audit

Capaian KPI dan

Laporan Keuangan

PKBL

1.034.990.000 Tidak ada

fOCuS fOr 2013

The Company’s risk management & compliance

implementation activities in 2013 are directed to continuously

complete and enhance the necessary policies and to ensure

the Company always comply with the applicable laws

and regulations in the context of implementation of risk

management & compliance and the prudential principle.

eXTerNAL AuDITOr

External Auditor who performs audit on the Company’s

financial statements for fiscal year 2013 is stipulated through

Annual GSM based on recommendation of the Board

of Commissioners and Audit Committee. To guarantee

independence and quality of audit result, the appointed

External Auditor may not have any conflict of interest with

the Company.

The Company always attempts to improve communication

between Public Accounting Firm and the Audit Committee

to minimize obstacles in the course of audit process. In

order that the audit process runs in accordance with the

Accountant Professional Standard, as well as work agreement

and the stipulated audit scope, and can be completed in

accordance with the stipulated target timeframe, meetings

are regularly held to discuss some of significant important

issues.

Audits on Financial Statements for fiscal years 2013, 2012,

2011, and 2010, respectively, were conducted by Public

Accounting Firms as follows:

275

Ruang lingkup audit Laporan Keuangan tahun buku 2013

meliputi Laporan Neraca, Laporan Rugi Laba, Laporan

Perubahan Ekuitas, Laporan Arus Kas, Laporan Perubahan

Dana Investasi Terikat.

INfOrMASI PeMegANg SAHAM uTAMA DAN

PeNgeNDALI

Pemegang Saham utama dan pengendali Perseroan adalah

Pemerintah Republik Indonesia yang memiliki 100% saham

Perseroan.

Scope of audit on Financial Statements for fiscal year

2013 consists of Balance Sheet, Profit and Loss Statement,

Statement of Change in Equity, Statement of Cash Flow, and

Statement of Change in Committed Investment Fund.

INfOrMATION ON Key AND CONTrOLLINg

SHAreHOLDer

The Company’s key and controlling shareholder is the

Government of the Republic of Indonesia which owns 100%

of the Company’s shares.

TAHuN BuKu

FISCAL YEAR

AKuNTANACCOUNTANT

ALAMAT KANTOr AKUNTAN

PUBLIK

PeKerJAANJOB

BIAyA AuDIT AUDIT FEE

(RP)

OPINIOPINION

JASA DI LuAr AuDIT KeuANgAN

2012

KAP Doli,

Bambang,

Sudarmadji,

Dadang & Ali

Menara Kuningan Lt.

11


x-7 Kav. 5, Jakarta Tlp.

(021) 30015702

General Audit atas

Laporan Keuangan,

Laporan Evaluasi

Kinerja, Audit

Kepatuhan, Audit

Capaian KPI dan

Laporan Keuangan

PKBL

907.764.000 Tidak ada

2011

KAP Doli,

Bambang,

Sudarmadji &

Dadang

Menara Kuningan Lt.

11


x-7 Kav. 5, Jakarta

Tlp. (021) 30015702

General Audit atas

Laporan Keuangan,

Laporan Evaluasi

Kinerja, Audit

Kepatuhan, Audit

Capaian KPI dan

Laporan Keuangan

PKBL

740.000.000 Tidak ada

2010

KAP Soejatna,

Mulyana &

Rekan

Taman Meruya Office

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

888.000.000 Tidak ada








TeKNOLOgI INfOrMASI

Dalam rangka memaksimalkan efektifitas proses bisnis, di

samping meningkatkan akuntabilitas penyampaian data

dan informasi, maka diperlukan sistem informasi berbasis

teknologi informasi. Sebagian sistem informasi yang

dibutuhkan oleh Perseroan sudah tersedia pada tahun

sebelumnya. Pembangunan sistem informasi di Perseroan

ditujukan untuk mendukung proses bisnis dengan

memberlakukan skala prioritas dengan mengutamakan

bisnis proses inti Perseroan, yaitu bisnis proses yang langsung

terkait dengan alur delivery service kepada pelanggan

sampai dengan menjaga layanan dan proses penagihan

kepada pelanggan.

ruANg LINgKuP TeKNOLOgI INfOrMASI

1. Prinsip dan arahan bagi pengelolaan TI dalam rangka

peningkatan efektifitas, efisiensi dan penggunaan TI

yang dapat diterima lingkungan Perseroan;

2. Proses-proses pengelolaan TI yang mencakup proses

pengorganisasian aset TI, proses perencanaan TI,

proses pengembangan atau Akuisisi TI, proses operasi

TI, keamanan Informasi dan proses evaluasi TI;

3. Pengelolaan Sumber Daya TI yang terdiri dari Informasi,

aplikasi, Infrastruktur dan sumber daya manusia;

PT AngkasaPura 1 (Persero)

PT Angkasa Pura 1

Pemerintah Republik Indonesia

Government of the Republic of Indonesia

INfOrMATION TeCHNOLOgy

In the context of maximizing the effectiveness of business

process, in addition to improving the accountability of data

and information delivery, information technology-based

information system is required. Some part of the information

system required by the Company has been available since

the previous year. The development of information system

at the Company is aimed at supporting business process

by putting into effect a priority scale which prioritizes the

Company’s core business process, namely business process

which is directly related to the flow of delivery service to

customers up to maintaining service and collection process

to customers.

Scope of Information Technology

1. Principle and directive for IT management in the

context of improving effectiveness, efficiency and

use of TI which is acceptable in the Company’s

environment;

2. IT management processes which include IT asset

organization process, IT planning process, IT

development or acquisition process, IT operations

process, information security and IT evaluation

process;

3. Management of IT Resources which consist of

Information, Application, Infrastructure, and Human

Resources.

277

Peningkatan Layanan Teknologi Informasi

Salah satu upaya untuk meningkatkan layanan TI,

Perseroan telah memiliki tata kelola TI yang mencakup

struktur organisasi tata TI, prinsip manajemen sumber

daya TI, manajemen TI, Risk Management & Compliance

TI, manajemen kualitas TI, manajemen perencanaan dan

belanja/investasi TI, manajemen pengembangan, akuisisi

dan implementasi TI, manajemen operasi dan dukungan TI,

serta implementasi kebijakan TI.

Struktur organisasi tata kelola TI mencakup pengelolaan

aspek strategis, operasional, proyek serta pengendalian

risiko sehingga proses kegiatan bisnis dapat terkontrol hal

ini akan berdampak pada efektifitas dan efisiensi bisnis.

Dalam Prinsip Manajemen Sumber Daya TI yang menjadi

lingkup pengelolaan dalam Keputusan ini mencakup

Informasi, aplikasi, Infrastruktur dan teknologi serta sumber

daya manusia TI yang merujuk kepada praktik terbaik (best

practices) dan ketentuan yang berlaku di Perseroan.

TATA KeLOLA TeKNOLOgI KOMuNIKASI DAN

INfOrMASI

Dalam mengelola sistem informasi internal Perseroan,

Perseroan telah memiliki Tata Kelola Teknologi Informasi

yang diatur secara khusus dalam sebuah Surat Keputusan

Direksi.

PeMBANguNAN DAN PeNgeMBANgAN SISTeM

TeKNOLOgI INfOrMASI TAHuN 2013

Dalam rangka memberikan kualitas yang terbaik, Perseroan

telah memiliki kebijakan Tata Kelola Teknologi Informasi

yang tercantum dalam Keputusan Direksi PT Angkasa Pura

I (Persero) Nomor : Kep. /TI.02/ 2012 Tentang Tata Kelola

Teknologi Informasi PT. Angkasa Pura I (Persero).

Maksud ditetapkannya Tata Kelola TI ini adalah untuk

memberikan acuan pedoman kepada seluruh unit dalam

penyelenggaraan TI Perseroan agar dapat melaksanakan

secara konsisten dan berkesinambungan terhadap pedoman

dan kebijakan umum pengelolaan TI Perseroan dan untuk

memberikan kerangka acuan kepada setiap unit yang terkait

dengan penyelenggaraan TI Perseroan dalam penyusunan

dan penetapan petunjuk pelaksanaan dan prosedur agar

terjadi sinergi antara pengembangan dan operasional di

lingkungan organisasi unit terkait.

Information Technology Service Improvement

As one of the efforts of improving IT service, the Company

has IT governance in place, which consists of IT organizational

structure, IT resource management principles, IT

management, IT Risk Management & Compliance, IT quality

management, IT planning and expenditure/investment

management, development management, IT acquisition

and implementation, as well as IT policy implementation.

IT organizational structure consists of management of

strategic aspects, operations, project, and risk control in order

to control business activity process, which will have an impact

on business effectiveness and efficiency. In the Principle of IT

Resource Management, the scope of management in such

Decision includes Information, Application, Infrastructure

and Technology, as well as IT human resources which refer to

best practices and the applicable provisions in the Company.

INfOrMATION AND COMMuNICATION TeCHNOLOgy

gOverNANCe

In managing the Company’s internal information system,

the Company has Information Technology Governance in

place, which is specifically regulated in a Decision Letter of

the Board of Directors.

INfOrMATION TeCHNOLOgy SySTeM DeveLOPMeNT

AND eXPANSION IN 2013

In the context of providing the best quality, the Company has

an Information Technology Governance policy in place as set

forth in Decision of the Board of Directors of PT Angkasa Pura

I (Persero) Number: Kep. /TI.02/2012 concerning Information

Technology Governance of PT. Angkasa Pura I (Persero).

The purpose of stipulation of this IT Governance is to provide

reference guidelines to all units in performing the Company’s

IT in order to perform it consistently and continuously with

regard to general policy of the Company’s IT management

and to provide reference framework to all units related to

performance of the Company’s IT in the preparation and

stipulation of implementing guidelines and procedure

in order to create synergy between development and

operations in the organizational environment of the relevant

unit.








Sedangkan tujuan ditetapkannya Tata Kelola TI ini adalah

tersedianya pedoman untuk terwujudnya pola standardisasi

kerangka pelaksanaan pengembangan, penerapan dan

operasi TI serta tersedianya mekanisme bagi Perseroan

untuk meningkatkan efektivitas dan efisiensi proses bisnis,

produktivitas dan tersedianya Informasi yang lengkap,

komprehensif, akurat dan tepat waktu untuk mendukung

proses pengambilan keputusan menajemen, dalam

rangka memenuhi kebutuhan pelanggan, meningkatkan

kinerja dan pertumbuhan Perseroan serta memenangkan

persaingan bisnis.

Pihak-pihak yang terlibat dalam Tata Kelola Teknologi

Informasi

1. Jajaran manajemen (Direksi dan Dewan Komisaris);

2. Pengelola TI baik di Kantor Pusat maupun Kantor

Cabang;

3. Pemilik proses bisnis di Perseroan;

4. Audit internal Perseroan;

5. Pihak ketiga yang menyediakan layanan TI kepada

Perseroan.

Struktur Organisasi Tata Kelola Teknologi Informasi

Struktur organisasi Tata Kelola TI Perseroan mencakup

pengelolaan aspek strategis, operasional, proyek dan

kontrol risiko. Tanggung jawab pengelolaan aspek-aspek

strategis diperankan oleh Direksi dan Komite TI, sedangkan

tanggung jawab pengelolaan aspek operasional diperankan

oleh Pengelola TI Kantor Pusat dan Pengelola TI Kantor

Cabang. Dalam pengelolaan TI Perseroan , seluruh fungsi

organisasi terkait dengan pengembangan dan pengelolaan

operasi TI harus menetapkan proses dan prosedur

yang mengakomodasikan kontrol,quality assurance, risk

management, security Informasi, kepemilikan data dansistem

serta segregation of duties

Pengelolaan kontrol atas risiko dilakukan melalui

keberjalanan audit TI yang menjadi tanggung jawab Satuan

Pengawasan Intern Perseroan.

Prinsip Manajemen Sumber Daya Teknologi Informasi

Sumber Daya TI yang menjadi lingkup pengelolaan

mencakup Informasi, aplikasi, Infrastruktur dan sumber daya

manusia TI. Prinsip prinsip manajemen sumber Daya TI

Perseroan meliputi:

Meanwhile, the objective for the stipulation of this IT

Governance is the availability of guidelines for actualizing

the implementation framework standardization pattern of

IT development, application, and operations, as well as the

availability of mechanism for the Company to improve the

effectiveness and efficiency of business process, productivity,

and availability of complete, comprehensive, accurate, and

timely Information to support management’s decision

making process, in the context of fulfilling customers’ needs,

improving the Company’s performance and growth, as well

as winning business competition.

Parties involved in Information Technology governance

1. Management level (Board of Directors and Board of

Commissioners);

2. IT Administrator at Head Office and Branch Offices;

3. Business process owner at the Company;

4. The Company’s internal audit;

5. Third parties providing IT services to the Company.

Organizational Structure of IT governance

The organizational structure of the Company’s IT Governance

consists of management of strategic aspects, operations,

project, and risk control. The responsibility for management

of strategic aspects is carried out by the Board of Directors

and IT Committee, while responsibility for management

of operational aspects is carried out by IT Administrator at

Head Office and IT Administrator at Branch Offices. In the

Company’s IT management, all organizational functions

related to development and management of IT operations

must stipulate process and procedure which accommodates

control, quality assurance, risk management, information

security, ownership of data and system, as well as segregation

of duties.

Management of control on risk is performed through the

function of IT audit which falls under the responsibility of the

Company’s Internal Supervision Unit.

IT resources Management Principles

IT Resources which fall under the scope of management

consist of Information, Application, Infrastructure, and IT

human resources. Principles of the Company’s IT resources

management consist of:

279

- Prinsip pengelolaan Informasi

- Prinsip pengelolaan aplikasi

- Prinsip pengelolaan Infrastruktur dan teknologi

- Prinsip pengelolaan Sumber Daya Manusia (SDM) TI

Manajemen Lingkup Layanan Teknologi Informasi

Manajemen lingkup layanan TI Perseroan meliputi:

- Dukungan TI atas layanan bisnis dinyatakan dalam

layanan TI

- Lingkup layanan TI didokumentasikan dalam service

portfolio

- Untuk setiap layanan yang berada dalam service

catalogue harus ditetapkan tingkat layanan (service

level) yang akan menjadi dasar penilaian kinerja

layanan TI

Manajemen risiko Teknologi Informasi

Manajemen risiko TI merupakan bagian dari pengelolaan

risiko Perseroan, merujuk kepada framework manajemen

risiko Perseroan yang ditetapkan dalam Keputusan Direksi

tersendiri. Manajemen risiko TI merupakan aktivitas yang

terintegrasi dengan proses-proses pengelolaan TI lainnya

meliputi Perencanaan TI, Pengembangan atau Akuisisi

aplikasi, Implementasi Infrastruktur dan Operasi TI.

Manajemen Perencanaan dan Belanja/Investasi

Teknologi Informasi

Untuk memastikan keselarasan antara tujuan bisnis dengan

peran strategis TI yang diharapkan, Perseroan menetapkan

strategi TI yang merupakan dari Rencana Jangka Panjang

Perusahaan (RJPP). Strategi TI memuat komponen-

komponen sebagai berikut:

- Pemahaman akan arah strategis Perseroan;

- penilaian lingkungan, kapabilitas dan kinerja eksisting;

- target kapabilitas TI;

- analisis kesenjangan;

- peran strategis TI;

- rencana strategis dan roadmap.

Mekanisme penyusunan dan penetapan strategi TI merujuk

kepada mekanisme penyusunan dan penetapan Rencana

Jangka Panjang Perusahaan (RJPP).

MASTer PLAN TeKNOLOgI INfOrMASI

Sebagai rujukan bagi seluruh inisiatif TI di Perseroan, strategi

TI diturunkan lebih detail ke dalam master planTI dengan

- Information management principle

- Application management principle

- Infrastructure and technology management principle

- IT Human Resources (HR) management principle

Management of Scope of IT Service

Management of scope of the Company’s IT service consists

of:

- IT support to business service is manifested in IT

service

- Scope of IT service is documented in service portfolio

- For any service which falls under the service catalogue,

a service level must be stipulated, which will serve as

basis for IT service performance assessment.

IT risk Management

IT risk management is part of the Company’s risk

management, referring to the Company’s risk management

framework stipulated in a separate Board of Directors’

decision. IT risk management is an activity integrated with

other IT management processes which consist of IT Planning,

Application Development or Acquisition, Infrastructure

Implementation, and IT Operations.

IT Planning and expenditure/Investment Management

In order to ensure the alignment between business objective

and the expected strategic role of IT, the Company stipulates

IT strategy which is part of the Company Long-Term Plan. IT

strategy contains the components as follows:

- understanding of the Company’s strategic direction;

- assessment of existing environment, capability, and performance;

- IT capability target;

- gap analysis;

- IT strategic role;

- Strategic plan and roadmap.

The mechanism for preparation and stipulation of IT strategy

refers to the mechanism for preparation and stipulation of

the Company Long-Term Plan.

IT Master Plan

As a reference for all IT initiatives at the Company, IT strategy

is derived in more details into an IT master plan by adjusting








menyesuaikan penempatan program-program TI pada

posisi strategis yang sesuai dengan peran yang ditetapkan

pada Rencana Jangka Panjang Perusahaan(RJPP).

Master Plan TI Perseroan mencakup aspek-aspek strategis

implementasi sebagai penjabaran strategi penyelarasan

bisnis dan TI yang telah ditetapkan dalam Rencana Jangka

Panjang Perusahaan (RJPP) yang meliputi komponen

sebagai berikut:

- Visi Arsitektur Perseroan (Enteprise Architecture);

- Arsitektur Bisnis Eksisting Dan Target, Serta

Kesenjangan Analisisnya;

- Arsitektur Informasi Eksisting Dan Target, Serta


- Arsitektur Aplikasi Eksisting Dan Target, Serta


- Arsitektur Infrastruktur Dan Teknologi Eksisting Dan

Target, Serta Kesenjangan Analisisnya;

- Identifikasi Peluang-Peluang Dan Solusi-Solusi

Berdasarkan Kondisi Arsitektur Perseroan Eksisting

Dan Target;

- Tata Kelola TI Eksisting Dan Target, Serta Kesenjangan

Analisisnya;

- Portofolio Program Dan Proyek TI Dalam Jangka Waktu

Yang Ditetapkan;

- High Level IT Spending Plan.

Sedangkan mekanisme pengelolaan master planTI Perseroan

adalah sebagai berikut:

- Pengelola TI Kantor Pusat mengusulkan master planTI

setelah berkonsultasi dengan Business Process Owner

di Kantor Pusat dan Kantor Cabang, dan berkoordinasi

dengan seluruh Pengelola TI Kantor Cabang.

- Komite TImelakukan review atas usulan master planTI

yang disampaikan Pengelola TI Kantor Pusat;

- Direksi menetapkan hasil review master planTI yang

disampaikan Komite TI.

- Pengelola TI Kantor Pusat bertanggung jawab untuk

melakukan evaluasi keberjalanan master planTI

setiap tahunnya dan dapat mengusulkan revisi jika

diperlukan, dimana persetujuan akhir atas revisi akan

ditetapkan oleh Komite TI.

the placement of IT programs to strategic position in

accordance with the role stipulated in the Company Long-

Term Plan.

The Company’s IT Master Plan consists of the strategic

aspects of implementation as elaboration of strategy for

aligning business and IT which has been stipulated in the

Company Long-Term Plan, which consists of the components

as follows:

- Enterprise Architecture Vision;

- Existing and Targeted Business Architecture, along with

its Gap Analysis;

- Existing and Targeted Information Architecture, along

with its Gap Analysis;

- Existing and Targeted Application Architecture, along

with its Gap Analysis;

- Existing and Targeted Infrastructure and Technology

Architecture, along with its Gap Analysis;

- Identification of Opportunities and Solutions based on

the Existing and Targeted Condition of the Company’s

Architecture;

- Existing and Targeted IT Governance, along with its Gap

Analysis;

- Program Portfolio and IT Project within the Stipulated

Timeframe;

- High Level IT Spending Plan.

Meanwhile, management mechanism of the Company’s IT

master plan is as follows:

- IT Administrator at Head Office proposes IT master plan

upon consultation with Business Process Owner at

Head Office and Branch Offices, and upon coordination

with all IT Administrators at Branch Offices.

- IT Committee performs a review on the proposed IT

master plan submitted by IT Administrator at Head

Office;

- Board of Directors stipulates the review result of IT

master plan submitted by IT Committee.

- IT Administrator at Head Office is responsible for

performing evaluation of the functioning of IT master

plan on a yearly basis and may propose revision if

necessary, in which final approval of revision will be

stipulated by IT Committee.

281

Manajemen Pengembangan, Akuisisi dan Implementasi

Teknologi Informasi

Manajemen pengembangan, akuisisi dan implementasi

TI Perseroan meliputi, manajemen program dan proyek

TI, pendefinisian kebutuhan bisnis akan solusi TI,

pengembangan dan akuisisi software aplikasi, implementasi

infrastruktur TI, manajemen perubahan TI dan manajemen

perubahan organisasional.

Manajemen Operasi dan Dukungan Teknologi

Informasi

Manajemen operasi dan dukungan TI Perseroan meliputi

kewenangan dan tanggung jawab operasi dan dukungan

teknis, manajemen aset manajemen konfigurasi TI,

manajemen permintaan dan insiden TI manajemen

permasalahan TI, manajemen ketersediaan dan kontinuitas

TI, manajemen keamanan TI dan manajemen hubungan

dengan pihak ketiga.

Monitoring, evaluasi, dan implementasi kebijakan

Teknologi Informasi

Monitoring dan evaluasi TI meliputi lingkup monitoring,

evaluasi dan assessment kewenangan dan tanggung

jawab monitoring, evaluasi dan assessment TI. Sedangkan

implementasi kebijakan TI meliputi perubahan atas kebijakan

TI, penurunan kebijakan TI dalam standar dan prosedur TI.

AKSeS MeDIA DAN PeNyeBArAN INfOrMASI

Perseroan senantiasa memberikan informasi mengenai

Perseroan kepada Pemegang Saham dan stakeholders.

Stakeholders diharapkan dapat mengakses informasi

tentang Perseroan di situs yang memberikan informasi

komprehensif tentang kegiatan operasional dan kinerja

Perseroan, serta berbagai informasi lain yang berguna bagi

Pemegang Saham dan pihak-pihak yang berkepentingan

dengan mengakses pada situs www.angkasapura1.co.id dan

portal BUMN di www.bumn.go.id/angkasapura1.

Untuk keperluan internal Perseroan maupun untuk

berbagi informasi dan pengetahuan diantara karyawan,

Perseroan memiliki media antara lain intranet portal (www.

angkasapura1.biz), majalah internal (Majalah Angkasa Pura),

email ([email protected]) dan forum komunikasi

internal Perseroan.

Selama 2013, Perseroan telah mengeluarkan siaran pers

sebagai berikut.

IT Development, Acquisition, and Implementation

Management

Management of the Company’s IT development, acquisition,

and implementation consists of management of IT programs

and projects, defining business needs for IT solution, software

application development and acquisition, IT infrastructure

implementation, IT change management, and organizational

change management.

IT Operations and Support Management

Management of the Company’s IT operations and support

consists of operations and technical support authority

and responsibility, asset management, IT configuration

management, IT demand and incident management,

IT issues management, IT availability and continuity

management, IT security management, and third party

relationship management.

IT policy monitoring, evaluation, and implementation

IT monitoring and evaluation consists of scope of monitoring,

evaluation and assessment of monitoring authority and

responsibility, IT evaluation and assessment. Meanwhile, IT

policy implementation consists of change in IT policy and

derivation of IT policy into IT standards and procedures.

MeDIA ACCeSS AND DISTrIBuTION Of INfOrMATION

The Company always provides information on the Company

to Shareholders and stakeholders. It is expected that

stakeholders can access information on the Company at

the site which provides comprehensive information about

operational activities and performance of the Company,

as well as various other information which is useful for

Shareholders and interested parties by accessing the site

www.angkasapura1.co.id and SOE portal at www.bumn.

go.id/ angkasapura1.

For the Company’s internal purpose as well as for information

and knowledge sharing among employees, the Company

has media in place, among other things an intranet portal

(www.angkasapura1.biz), internal magazine (Angkasa Pura

Magazine), email ([email protected]) and the

Company’s internal communication forum.

In 2013, the Company has issued press releases as follows:








TANggALDATE

urAIANDESCRIPTION

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 Angkasa Pura I dan Lion Air Tandatangani Nota Kesepahaman Rencana Pembangunan Taxyway di

Bandara Sam Ratulangi

1 Mei 2013 Angkasa Pura I Gelar Annual Marketing Meeting 2013

2 Mei 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 BRI dan Bank Mandiri Menangkan Tender untuk Operasikan Gerai Penukaran Mata Uang di Bandara

Ngurah Rai

18 Juli 2013 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

283

TANggALDATE

urAIANDESCRIPTION

26 September 2013 4 Bandara Angkasa Pura I Rebut Penghargaan Toilet Bersih 2013

26 September 2013 PKD Bandara Frans Kaisiepo; Gara-gara Pemotor, Manggupre Airlines Terbakar di Bandara Frans

Kaisiepo

29 September 2013 Garuda Indonesia Jadi Maskapai Pertama Gunakan Terminal Keberangkatan Internasional Baru

Bandara I Gusti Ngurah Rai

3 Oktober 2013 Direksi Angkasa Pura I Berkantor di Bali Dukung Pelaksanaan KTT-APEC 2013

7 Oktober 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 Sepuluh Perseroan Tandatangani Kerjasama Komersial dengan Angkasa Pura I untuk Beroperasi di

T2 Bandara Juanda Surabaya

12 November 2013 Laba Angkasa Pura I Naik 15,8 Persen

26 November 2013 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

Perseroan telah mentransparansikan informasi produk

sesuai ketentuan yang berlaku. Penerapan mengenai

transparansi informasi produk Perseroan saat ini telah dapat

diketahui pelanggan melalui sarana, seperti website: www.

angkasapura1.co.id, maupun media promosi cetak, radio

maupun televisi. Informasi produk dalam website akan terus

di-update dan disempurnakan baik konten maupun sistem

yang digunakan.

TrANSPArANSI INfOrMASI KeuANgAN DAN NON

KeuANgAN

Sebagai wujud implementasi prinsip tata kelola Perseroan,

Perseroan telah mentransparansikan kondisi keuangan dan

non keuangan.

TrANSPAreNCy Of PrODuCT INfOrMATION

The Company has applied transparency on product

information in accordance with the applicable provisions.

Currently, the application of transparency on the Company’s

product information can be found out by customers

through facilities such as website: www.angkasapura1.co.id,

or through printed promotional media, radio, and television.

Product information on the website will always be updated

and perfected, both in terms of content as well as the system

used.

TrANSPAreNCy Of fINANCIAL AND NON-fINANCIAL

INfOrMATION

As the manifestation of the implementation of Corporate

Governance principle, the Company has applied

transparency on financial and non-financial condition.








PeNyAMPAIAN LAPOrAN TAHuNAN DAN LAPOrAN

KeuANgAN

Dalam rangka memberikan informasi yang transparan dan

akurat kepada seluruh stakeholder-nya, Perseroan telah

menyampaikan Laporan Tahunan paling tidak kepada:

a. Kementerian BUMN

b. Kementerian Perhubungan

c. Kementerian Keuangan

d. Komite Nasional Kebijakan Governance

e. Direktorat Jenderal Pajak

f. Stakeholders lainnya

MASALAH DAN KeNDALA yANg DIHADAPI

Tidak terdapat masalah dan kendala dalam penyajian laporan

transparansi informasi keuangan pada tahun 2013.

BeNTurAN KePeNTINgAN

kepentingan merupakan keadaan dimana terdapat konflik

antara kepentingan ekonomis Perseroan dan kepentingan

ekonomis pribadi Anggota Direksi, Anggota Dewan

Komisaris, Pemegang Saham Utama atau pihak terafiliasi dari

Anggota Direksi, Anggota Dewan Komisaris atau Pemegang

Saham Utama. Selama 2013, tidak ada transaksi yang

mengandung benturan kepentingan di Perseroan

PerMASALAHAN HuKuM

Permasalahan hukum mencakup permasalahan hukum

perdata dan pidana yang dihadapi Perseroan selama

periode tahun laporan dan telah diajukan melalui proses

hukum

SuBMISSION Of ANNuAL rePOrT AND fINANCIAL

STATeMeNTS

In the context of providing transparent, accurate information

to all its stakeholders, the Company has submitted its Annual

Report at least to:

a. the Ministry of State-Owned Enterprises

b. the Ministry of Transportation

c. the Ministry of Finance

d. the National Committee for Governance Policy

e. the Directorate General of Taxes

f. Other Stakeholders.

ISSueS AND OBSTACLeS eNCOuNTereD

There was no issue or obstacle in the presentation of report

on financial information transparency in 2013.

CONfLICT Of INTereSTS

Conflict of interests is a situation when a conflict emerges

between the Company’s economic interest and personal

economic interest of Members of Board of Directors, Members

of Board of Commissioners, Key Shareholders or affiliated

parties of Members of Board of Directors, Members of Board

of Commissioners or Key Shareholders. In 2013, there was no

transaction containing conflict of interests in the Company.

LegAL ISSueS

Legal issues consist of civil and criminal law issues faced by

the Company during the reporting period which have been

filed through legal proceedings.

285

PerKArACASE

STATuS PerKArACASE STATUS

PeNgAruH TerHADAP

PerSerOANIMPACT 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








PerKArACASE


PeNgAruH TerHADAP


COMPANY

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.Put-

2459/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 State-

Owned 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 contra-

memorandum 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.



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

287

PerKArACASE


PeNgAruH TerHADAP


COMPANY

PPN Internasional Masa tahun 2007

Berdasarkan Hasil Pemeriksaan Pajak oleh KPP BUMN Ditjen Pajak

ditetapkan bahwa PT Angkasa Pura I (Persero) terdapat kekurangan

bayar pajak PPN Internasional melalui SKPKB No.00072/207/06/051/09

tanggal 1 Juni 2009 sebesar Rp 131.533.450,- PT Angkasa Pura I (Persero)

mengajukan keberatan I melalui surat No.AP I. 2139/KU.50.7/2009/

DK-B tanggal 29 Juni 2009 dan Banding dengan Surat Banding ke

Majelis Pengadilan Pajak. Dari Sidang Pengadilan Pajak telah dibacakan

Putusannya, namun sampai saat ini Hasil Putusannya belum dikeluarkan

oleh Pengadilan Pajak.

Pihak Ditjen Pajak kemudian mengajukan Peninjauan Kembali ke

Mahkamah Agung RI melalui surat No. S- 5567/PJ.07/2012 dan PT Angkasa

Pura I (Persero) juga telah mengajukan kontra memori Peninjauan Kembali

ke Mahkamah Agung RI melalui surat No.AP.I- 5307/KU.50.7/2012/DU-B

tanggal 26 September 2012 yang telah direvisi dan disidangkan kembali

dengan Putusan Pajak nomor : Put. 36949.R/PP/M.V/16/2012. Sampai saat

ini Peninjauan Kembali tersebut masih dalam proses di Mahkamah Agung

RI.

International VAT for the period of 2007

Based on result of Tax Audit conducted by Tax Service Office for State-

Owned Enterprises of the Director General of Taxes, it was assessed that

PT Angkasa Pura (Persero) has underpaid International VAT through

Underpaid-Tax Assessment No. 00072/207/06/051/09 dated June 1,

2009 in the amount of Rp 131,533,450.-

PT Angkasa Pura I (Persero) filed the first objection through letter No.

AP.I.2139/ KU.50.7/2009/DK-B dated June 29, 2009 and Appeal through

Appeal Letter to Tax Tribunal. The Tax Court Session has pronounced its

Decision; however, until now, the Decision has not been issued by the

Tax Court.

The Director General of Taxes subsequently filed a Judicial Review to

the Supreme Court of the Republic of Indonesia through letter No.

S-5567/PJ.07/ 2012 and PT Angkasa Pura I (Persero) has also filed a

contra-memorandum of Judicial Review to the Supreme Court of the

Republic of Indonesia through letter No.AP.I-5307/KU.50.7/ 2012/DU-B

dated September 26, 2012 which has been revised and brought again

to trial with Tax Decision number: Put. 36949.R/ PP/M.V/16/2012. Until

now, the Judicial Review is still being processed by the Supreme Court

of the Republic of Indonesia.



Peninjauan Kembali (Dirjen

Pajak selaku Pemohon

Peninjauan Kembali) dan

saat ini masih menunggu

Putusan dari Mahkamah

Agung RI. Pada Tahap

Banding telah dikeluarkan

Putusan Pengadilan

Pajak No.Put.36949/

PP/M.V/16/2012 tanggal

29 Februari 2012 jo.

Putusan Pengadilan

Pajak No.Put.36949/

PP/M.V/16/2012 tanggal

18 Juli 2012 yang pada

prinsipnya mengabulkan

sebagian permohonan

banding Pemohon

Banding (Perseroan).

Pada tahun 2009,

pemerintah mengeluarkan

Peraturan Pemerintah

Nomor: 28 Tahun 2009

tentang perlakuan

PPN atas Penyerahan

Jasa Kebandarudaraan

tertentu kepada Perseroan

angkutan udara niaga

untuk pengoperasian

pesawat udara yang

melakukan penerbangan

luar negeri mulai tahun

2009 PT Angkasa Pura

I (Persero) tidak lagi

dikenakan PPN Jasa

Penerbangan Internasiona

Tidak berpengaruh

terhadap Perseroan

No impact on the

Company








PerKArA PeNTINg yANg SeDANg DIHADAPI DIreKSI

DAN DeWAN KOMISArIS yANg SeDANg MeNJABAT

Selama 2013, tidak ada Direksi dan Dewan Komisaris

Perseroan yang sedang menjabat menghadapi permasahan

hukum.

TINgKAT KeSeHATAN PerSerOAN

Mengacu kepada Surat Keputusan Menteri Badan Usaha

Milik Negara No.100/MBU/2002 tanggal 4 Juni 2002,

secara singkat tingkat kesehatan Perseroan Tahun 2013

memperoleh predikat ”AA” Sehat dengan nilai 87,50.

Kinerja Perseroan diukur atau dinilai dari 3 (tiga) aspek yaitu

kinerja keuangan Perseroan mencapai skor 37,50, Kinerja

Operasional diukur berdasarkan SK. Dirjen Perhubungan

Udara No. SKEP/284/x/1999 dimana kinerja PJP, PJP4U, PJP2U,

Counter dan Garbarata baik domestik maupun internasional

dapat tercapai dengan skor 35,00 dan kinerja Administrasi

Perseroan terealisasi dengan skor 15,00.

PeMBerIAN DANA uNTuK KegIATAN SOSIAL DAN

KegIATAN POLITIK

Perseroan tidak terlibat di dalam kegiatan politik dan tidak

memberikan donasi untuk kepentingan politik. Sebaliknya,

kepedulian yang tinggi terhadap masalah sosial dan

lingkungan hidup merupakan bagian penting dari tugas dan

tanggung jawab Perseroan terhadap masyarakat. Penjelasan

secara lebih rinci yang telah dilakukan oleh Perseroan dan

nilai nominalnya selama 2013 terdapat di bagian Laporan

Tanggung Jawab Sosial Perseroan dalam Laporan Tahunan

2013 ini.

SHAreS OPTION

Share option adalah opsi untuk membeli saham oleh

anggota Dewan Komisaris, Direksi dan Pejabat Eksekutif

yang dilakukan melalui penawaran opsi saham dalam rangka

pemberian kompensasi yang telah diputuskan dalam Rapat

Umum Pemegang Saham. Sampai dengan 31 Desember

2013, Perseroan tidak melakukan shares option. Hal ini

dikarenakan Perseroan bukan merupakan Perusahaan Publik

IMPOrTANT CASeS fACeD By CurreNT BOArD Of

DIreCTOrS AND BOArD Of COMMISSIONerS

In 2013, no member of the Company’s current Board of

Directors and Board of Commissioners was facing a legal

issue.

THe COMPANy’S HeALTH LeveL

Referring to Decree of the Minister of State-Owned Enterprises

No.100/MBU/2002 dated June 4, 2002, in brief, the Company’s

health level in 2013 received the predicate of ”AA” Healthy with

the score of 87.50. The Company’s performance is measured

or assessed based on 3 (three) aspects, namely the Company’s

financial performance which achieved the score of 37.50,

Operating Performance which was measured based on

Decision Letter of Director General of Air Transportation No.

SKEP/284/x/1999 in which the performance of Air Traffic Services,

Aircraft Landing, Parking, and Storage Services (PJP4U), Aircraft

Passenger Services (PJP2U), Counter, and Passenger Boarding

Bridge, both at the domestic as well as international levels,

achieved the score of 35.00, and the Company’s Administration

performance realized the score of 15.00.

fuND PrOvISION fOr SOCIAL AND POLITICAL

ACTIvITIeS

The Company is not engaged in political activities and does

not give donation for political purpose. On the contrary,

high concern on social and environmental issues is an

important part of the Company’s duties and responsibility

to the community. More detailed explanation on activities

conducted by the Company and their nominal amount

during the year 2013 can be found in Corporate Social

Responsibility Report section of this 2013 Annual Report.

SHAreS OPTION

Shares option is an option to buy shares for members of

Board of Commissioners, Board of Directors, and Executive

Officers, which is conducted through shares option offering

in the context of provision of compensation stipulated in the

General Shareholders Meeting. As of December 31, 2013, the

Company has not performed any shares option.

289

CODe Of CONDuCT

KeBerADAAN CODe Of CONDuCT

Perseroan berkomitmen untuk mengembangkan dan

menerapkan prinsip Good Corporate Governance dalam

setiap kegiatan Perseroan di semua tingkatan atau struktur

organisasi. Untuk itu, Direksi Perseroan telah menerbitkan

Pedoman Etika Perseroan. Code of Conduct Perseroan

disusun untuk menjadi acuan perilaku bagi Dewan Komisaris,

Direksi dan Pegawai Perseroan sebagai acuan bagi organ

Perseroan dan semua karyawan dalam menerapkan nilai-

nilai (values) dan etika bisnis sehingga menjadi bagian dari

budaya Perseroan sehingga tercapai visi dan misi Perseroan.

Code of Conduct merupakan tanggung jawab seluruh

jajaran Perseroan dan menjadi bagian dari budaya

Perseroan sebagai pedoman berperilaku yang profesional,

bertanggung jawab, wajar, patut dan dipercaya dalam

melakukan hubungan bisnis dengan para pelanggan,

rekanan, maupun dengan rekan sekerja.

MuATAN CODe Of CONDuCT

Pedoman perilaku terbagi atas 6 (enam) bagian yang di

dalamnya terkandung penerapan standar etika bisnis dalam

hubungannya dengan berbagai stakeholders, mulai dari

pegawai, penyedia barang dan jasa, pesaing, mitra kerja,

pemerintah, masyarakat, media masa dan organisasi profesi.

Code of Conduct berisikan aspek-aspek sebagai berikut.

ASPeK yANg DIATurREGULATED ASPECT

PeNJeLASANDESCRIPTION

Pendahuluan

Dasar pemikiran, sasaran pedoman etika Perseroan, tujuan pedoman etika

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.

CODe Of CONDuCT

eXISTeNCe Of CODe Of CONDuCT

The Company is committed to develop and implement the

Good Corporate Governance principle in each Company

activity at all levels or organizational structure. For that

purpose, the Company’s Board of Directors has issued

the Company’s Code of Conduct. The Company’s Code

of Conduct is prepared to serve as a reference of conduct

for the Board of Commissioners, Board of Directors, and

Company Employees and as a reference for the Company’s

organs and all employees in implementing business values

and ethics to become a part of Company culture, in order to

achieve the Company’s vision and mission.

Code of Conduct falls under the responsibility of all levels

of the Company and becomes a part of Company culture

as guidelines for professional, responsible, fair, proper, and

trusted conduct in establishing business relationship with

customers, partners, and co-workers.

CONTeNT Of CODe Of CONDuCT

The Code of Conduct is divided into 6 (six) parts which

contain the implementation of business ethics standard

related to various stakeholders, starting from employees,

goods and services providers, competitors, work partners,

government, community, mass media, and professional

organizations.

The Code of Conduct contains the following aspects:








Selain kewajiban untuk menaati Code of Conduct,

pegawai Perseroan juga diharuskan untuk menaati aturan

dan kebijakan lainnya, serta tidak bersikap diam apabila

menemukan atau mengetahui perbuatan atau tindakan

yang merupakan pelanggaran atas Code of Conduct.

Pegawai diharuskan untuk melaporkan pelanggaran atas

Code of Conduct tersebut kepada Direksi/Dewan Komisaris/

Unit Kerja yang membidangi unit personalia. Seluruh laporan

tersebut disertai data dan/atau bukti-bukti akurat sehingga

pelanggaran dapat diproses lebih lanjut. Setiap pelanggaran

atas Code of Conduct akan dikenakan sanksi sesuai dengan

peraturan yang berlaku dan pengenaan sanksi tersebut tidak

bersifat diskriminatif. Untuk lebih membumikan Code of

Conduct yang dimiliki, setiap tahun Perseroan melakukan

sosialisasi pedoman tersebut bagi seluruh karyawan melalui

pelatihan, sarasehan dan lain-lain.

Pada 2013, seluruh insan Perseroan telah menandatangani

Surat Pernyataan Code of Conduct sebagai bentuk

komitmen bahwa yang bersangkutan sanggup untuk

menaati dan melaksanakan Code of Conduct secara

konsisten dan penuh tanggung jawab. Pernyataan Code of

Conduct juga merupakan bagian yang tidak terpisahkan dari

perjanjian kerja setiap insan Perseroan dan setiap pegawai

harus mengetahui bahwa ketidakpatuhan terhadap Code of

Conduct dapat mempengaruhi hasil penilaian kinerja dan

jenjang karir insan Perseroan.

ASPeK yANg DIATurREGULATED ASPECT

PeNJeLASANDESCRIPTION

Pedoman Etika Kerja

Etika dan perilaku Komisaris, Direksi, pegawai, keselamatan, kesehatan

serta lingkungan kerja, hak kekayaan intelektual, sistem teknologi

informasi dan komunikasi, penyimpanan dokumen, pencatatan dan

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.

Pedoman Etika Usaha

Kepatuhan terhadap hukum, peraturan dan kebijakan, hubungan

Perseroan dengan pelanggan, pemerintah, mitra kerja, pemasok,

kreditur/investor, Anak Perseroan/patungan/afiliasi dan tanggung jawab

sosial kepada masyarakat.

Penerapan Pedoman Perilaku

Sosialisi pedoman perilaku, arahan ringkas pelaksanaan pernyataan

kepatuhan insan Perseroan, saluran pengaduan pelanggan dan sanksi

terhadap pelanggaran pedoman perilaku.

In addition to obligation to adhere to the Code of Conduct,

the Company’s employees are also required to adhere to

other rules and policies, and not to keep quiet if they find

out about a conduct or action which constitutes a breach of

the Code of Conduct. Employees are required to report such

violation of the Code of Conduct to the Board of Directors/

Board of Commissioners/Work Unit responsible for personnel

affairs. All reports must be accompanied with accurate data

and/or evidences in order that the breach can be further

processed. Any violation of the Code of Conduct will be

sanctioned in accordance with the applicable provision and

the imposition of sanction is not discriminative in nature. In

order to make the existing Code of Conduct more down-to-

earth, every year, the Company conducts dissemination of

the guidelines to all employees through training, informal

discussion, etc.

In 2013, all members of the Company have signed the Code

of Conduct Statement as the form of commitment that the

person concerned is capable to adhere to and implement

the Code of Conduct consistently and fully responsibly.

Code of Conduct declaration is also an inseparable part of

work agreement for any member of the Company and every

employee must know that incompliance with the Code of

Conduct may affect performance assessment result and

career path of the Company’s members.

291

NILAI-NILAI PerSerOAN

Sebagai tindak lanjut dari ketentuan tersebut di atas,

Dewan Komisaris, Direksi, dan seluruh pegawai telah

menandatangani Surat Pernyataan Code of Conduct

untuk mematuhi dan melaksanakan secara konsisten dan

bertanggung jawab.

Menyadari pentingnya Code of Conduct dalam kesuksesan

Perseroan bermula dari kedisiplinan menerapkan nilai-

nilai Perseroan (core value), serta keyakinan bahwa Code

of Conduct merupakan “jiwa” dari operasional Perseroan

sehingga harus terwujud dalam kebijakan sehari-hari.

SOSIALISASI CODe Of CONDuCT

Perseroan senantiasa melakukan sosialisasi dalam penerapan

Code of Conduct kepada seluruh pegawai di setiap

tingkatan/jenjang organisasi. Sosialisasi ini dilakukan untuk

mendorong tata kelola yang baik dan terciptanya budaya

kepatuhan Perseroan.

Sepanjang 2013, Perseroan melakukan sosialisasi Code of

Conduct berupa mengkomunikasikan aturan dan kebijakan

Perseroan agar diperoleh pemahaman secara benar yang

berhubungan dengan tugas dan pekerjaan sehari-hari baik

kepada stakeholders internal maupun stakeholders eksternal.

KeBIJAKAN PeNegAKKAN DISIPLIN DAN PeNANgANAN

PeLANggArAN

Pegawai dapat melaporkan pelanggaran atas Code

of Conduct kepada kepada Direksi/Dewan Komisaris/

Unit Kerja yang membidangi unit personalia disertai

data-data akurat agar dapat diproses lebih lanjut sesuai

dengan ketentuan dan demi keselamatan jalannya usaha

Perseroan. Setiap pelanggaran atas Code of Conduct akan

dikenakan sanksi sesuai dengan peraturan yang berlaku dan

pengenaan sanksi tersebut tidak bersifat diskriminatif. Proses

pengenaan sanksi dilakukan melalui proses yang obyektif,

independen dan berjenjang. Jenis sanksi yang dikenakan

kepada pegawai disesuaikan dengan tingkat kesalahan yang

dilakukan dengan menggunakan scoring yang dilakukan

oleh Tim Identifikasi Kepersonaliaan. Hasil rekomendasi Tim

Identifikasi Kepersonaliaan sesuai skor yang ada selanjutnya

COMPANy vALueS

As follow-up of the aforementioned provision, the Board of

Commissioners, Board of Directors, and all employees have

signed the Code of Conduct Statement to be adhered to and

implemented consistently and responsibly.

Awareness of the importance of Code of Conduct in the

Company’s success starts from discipline in implementing

the Company’s values (core values), and the belief that Code

of Conduct is the “soul” of the Company’s operations so that

it must be manifested in day-to-day policies.

DISSeMINATION Of CODe Of CONDuCT

The Company always conducts dissemination in the

implementation of Code of Conduct to all employees in any

organizational level/rank. This dissemination is conducted

to encourage good governance and establishment of the

Company’s compliance culture.

In 2013, the Company conducts dissemination of the Code

of Conduct by communicating the Company’s rules and

policies in order to have correct understanding related to

day-to-day duties and job, for both internal and external

stakeholders.

POLICy fOr DISCIPLINe eNfOrCeMeNT AND BreACH

HANDLINg

Employees may report any violation of the Code of Conduct

to the Board of Directors/Board of Commissioners/ Work

Unit responsible for the personnel unit, along with accurate

data in order to be further processed in accordance with the

provisions and for the sake of safety of the Company’s business

conduct. Any violation of the Code of Conduct will be subject

to sanction in accordance with the applicable regulation and

such imposition of sanction is not discriminative in nature.

The process of imposition of sanction is conducted through

an objective, independent, and gradual process. The type

of sanction imposed to the employee is adjusted to the

level of mistake made by using scoring made by Personnel

Identification Team. Result of recommendation of Personnel

Identification Team in accordance with the existing score is

subsequently discussed by Position Consideration Board to








dibahas di Dewan Pertimbangan Jabatan untuk selanjutnya

dimintakan persetujuan/ penetapan Direksi.

Selama tahun 2013, Perseroan telah mengeluarkan sanksi

kepada pegawai dengan rincian sebagai berikut.

JeNIS PeLANggArAN JuMLAHFREQUENCY

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)

Perseroan sudah melaksanakan WBS, namun belum secara

tertulis dan terstruktur. Pada saat ini Perseroan sedang dalam

tahap mengembangkan WBS. Dalam tahap pengembangan

ini, Perseroan mempertimbangkan hal-hal sebagai berikut.

KeBerADAAN KeBIJAKAN WBS

Whistleblowing System merupakan pengungkapan

tindakan pelanggaran atau pengungkapan perbuatan yang

melawan hukum, perbuatan tidak etis/tidak bermoral dan

perbuatan lain yang memenuhi unsur-unsur fraud oleh

pelapor pelanggaran. Pengungkapan pelanggaran dilakukan

dengan tujuan baik dan bukan merupakan keluhan pribadi

atas suatu kebijakan Perseroan atau didasari kehendak

buruk/fitnah. Perseroan akan melakukan penyusunan

kebijakan Whistleblowing System.

Manfaat Sistem Pelaporan Pelanggaran (Whistleblowing

System) ini diharapkan dapat meningkatkan partisipasi

pegawai dan pejabat Perseroan dalam melaporkan tindakan

pelanggaran. Manfaat dari penyelenggaraan Whistleblowing

System antara lain:

1. Tersedianya sarana penyampaian informasi penting

dan kritis bagi Perseroan kepada pihak yang harus

segera menanganinya secara aman, yaitu Tim Anti

Fraud;

2. Tersedianya mekanisme deteksi dini (early warning

system) atas kejadian fraud;

3. Tersedianya kesempatan untuk memitigasi potensi

kejadian fraud secara internal;

4. Meminimalisir potensi risiko yang dihadapi Perseroan

akibat dari kejadian fraud, baik dari segi keuangan,

be subsequently obtained an approval/stipulation by the

Board of Directors.

In 2013, the Company has issued sanctions to employees

with the details as follows:

WHISTLeBLOWINg SySTeM (WBS)

The Company has implemented a WBS, but has not been

written and structured. At this time the Company is in the

stage of developing the WBS. In the development stage, the

Company considered the following matters.

eXISTeNCe Of WBS POLICy

Whistleblowing System is the disclosure of an act of violation

or disclosure of a tort, an unethical/immoral conduct

and other conduct which fulfills the elements of fraud, by

reporter of a violation. Disclosure of a violation is conducted

with good intention and not a personal complaint on a

Company’s policy or based on bad intention/ defamation.

The Company will prepare a policy for Whistleblowing

System.

The benefit of this Whistleblowing System is expected

to improve participation of the Company’s employees

and officers in reporting violation acts. Benefits of the

implementation of Whistleblowing System are, among other

things:

1. Availability of means for delivering important and

critical information of it securely, namely the Anti-Fraud

Team;

2. Availability of an early detection mechanism (early

warning system) of fraud incidents;

3. Availability of opportunity to mitigate potential fraud

incidents internally;

4. Minimizing potential risks faced by the Company due to

fraud incidents, in terms of financial, operational, legal,

293

oprasional, hukum, dan reputasi;

5. Meningkatkan reputasi Perseroan di mata pemangku

kepentingan (stakeholders).

Jenis tindakan pelanggaran yang dapat dilaporkan adalah

tindakan fraud dengan disertai bukti dan fakta yang kuat,

antara lain:

1. Melanggar peraturan perundang-undangan, meliputi:

pemalsuan tanda tangan, korupsi, penggelapan, mark-

up, pengrusakan barang, dan pelanggaran peraturan

perundang-undangan lainnya;

2. Tindakan penipuan, pengambilan dana Perseroan;

3. Melanggar prinsip akuntansi yang berlaku umum;

4. Melanggar kebijakan dan prosedur operasional

Perseroan;

5. Tindakan kecurangan lainnya yang dapat

menimbulkan kerugian financial.

Mekanisme penyampaian dengan menyediakan saluran

khusus yang digunakan untuk menyampaikan pelaporan

kejadian fraud, yaitu berupa Aplikasi Whistleblowing System.

1. Mekanisme Pengungkapan Kejadian Fraud

a. Setiap pegawai berkonsultasi dengan atasannya bila

mengetahui kejadian fraud, kemudian melakukan

input pada Aplikasi Whistleblowing System dengan

diketahui oleh atasannya.

b. Apabila atasannya terlibat dalam fraud/

kecenderungan yang akan dilaporkan, maka yang

bersangkutan berkonsultasi dengan atasan dari atasan

yang terlibat melalui Tim Anti Fraud (TAF) dan diinput

pada Aplikasi Whistleblowing System.

c. Dalam hal atasan tidak mau melaporkan dan

mengesahkan atas kejadian fraud dimaksud, maka

dapat berkonsultasi terlebih dahulu melalui Tim Anti

Fraud (TAF) dan diinput pada Aplikasi Whistleblowing

System.

2. Kewajiban Tim Anti Fraud

a. Setiap pelaporan kejadian fraud disampaikan kepada

Tim Anti Fraud (TAF) untuk dilakukan identifikasi

awal dengan azas praduga tak bersalah, analisis

sampai dengan keputusan status pelaporan apakah

berpotensi fraud, telah terjadi kejadian fraud, atau

tidak berdampak fraud.

b. Setiap hasil identifikasi awal disampaikan kepada

Direktur Utama secara tertulis guna tindak lanjut

c. Laporan dari whistleblower yang pengaduannya tidak

benar, akan dikenakan sanksi sesuai ketentuan yang

berlaku.

and reputational aspects;

5. Improving the Company’s reputation in the perspective

of stakeholders.

The types of violation acts which may be reported are

fraudulent acts accompanied with strong evidence and

facts, among other things:

1. Violating laws and regulations, including: tampering

of signatures, corruption, embezzlement, mark-up,

destruction of goods, and other breaches of laws and

regulations;

2. Fraudulent acts, appropriating Company’s fund;

3. Violating generally accepted accounting principles;

4. Violating the Company’s operational policies and

procedures;

5. Other fraudulent acts which may cause financial loss.

The mechanism of submission is by providing a special

channel to be used for submitting reporting of fraud incidents,

namely in the form of Whistleblowing System Application.

1. Fraud Incident Disclosure Mechanism

a. Each employee shall consult with his/her superior

if he/she finds out about a fraud incident, and

subsequently make an input in the Whistleblowing

System Application with the acknowledgement of

his/ her superior.

b. If the superior is involved in the fraud/tendency of

fraud to be reported, the employee concerned shall

consult with the superior of the involved superior

through the Anti-Fraud Team and make an input in

the Whistleblowing System Application.

c. In case the superior is not willing to report and

validate the intended fraud incident, the employee

may consult with the Anti-Fraud Team first and make

an input in the Whistleblowing System Application.

2. Obligations of Anti-Fraud Team

a. Any fraud incident reporting shall be submitted to

the Anti-Fraud Team for initial identification by using

the presumption of innocence principle and analysis

up to the decision on reporting status, whether it has

potential for fraud, there has been a fraud incident, or

there is no impact of fraud.

b. Any result from initial identification shall be submitted

to the President Director in writing for follow-up.

c. Report from whistleblower which contains incorrect

complaint will be sanctioned in accordance with the

applicable provisions.








PerLINDuNgAN PeLAPOr

1. Sistem Pelaporan Pelanggaran memberikan fasilitas

dan perlindungan (whistleblowing protection)

sebagai berikut.

a. Perlindungan kerahasiaan identitas pelapor.

Perlindungan ini diberikan bila pelapor memberikan

identitas serta informasi yang dapat digunakan untuk

menghubungi pelapor. Penyampaian pelaporan

secara anomin, yaitu tanpa menyebutkan identitas

tidak direkomendasikan. Pelaporan secara anomin

menyulitkan dilakukannya komunikasi untuk tindak

lanjut atas pelaporan.

b. Informasi pelaksanaan tindak lanjut, berupa kapan

dan bagaimana, serta kepada institusi mana tindak

lanjut diserahkan. Informasi ini disampaikan secara

rahasia kepada pelapor yang lengkap identitasnya.

c. Perlindungan di atas tidak diberikan kepada pelapor

yang terbukti melakukan pelaporan palsu dan/atau

fitnah.

2. Pelapor yang menginginkan dirinya tetap dirahasiakan

haruslah diberi jaminan atas kerahasiaan identitas

pribadinya. Sesuai dengan jenis pelanggaran yang

dilaporkan, perlu diingatkan bahwa bila hal ini

akan sampai ke pengadilan, ada kemungkinan

proses hukum memerlukan kesaksian ataupun

pernyataannya. Dalam keadaan semacam ini, tentu

identitasnya akan dibuka.

3. Informasi dan identitas pelapor pelanggaran dibatasi

hanya pada Petugas Perlindungan Pelapor dan

berkasnya disimpan pada tempat yang aman. Petugas

Perlindungan Pelapor akan memeriksa apakah

informasi pelanggaran ini memang berada pada jalur

yang benar, serta memerlukan tindak lanjut investigasi.

Bila tidak, maka akan disampaikan kepada pelapor

untuk menyampaikan laporan atau keluhannya

pada jalur yang sesuai untuk itu. Bila benar, maka

informasi mengenai pelanggaran akan disampaikan

hanya kepada petugas investigasi. Penyampaian

informasi untuk proses investigasi dilakukan tanpa

mengungkapkan sumber informasi.

LAPOrAN PeLANggArAN

Perseroan belum memiliki WBS, namun demikian semua

laporan pelanggaran disampaikan kepada unit yang

membidangi personalia.

WHISTLeBLOWINg PrOTeCTION

1. Violation Reporting System provides whistleblowing

facilities and protection as follows:

a. Protection of confidentiality of reporter’s identity.

This protection is provided if the reporter provides

identity and information which can be used to

contact the reporter. Anonymous submission of

reports, namely without mentioning identity, is not

recommended. Anonymous reporting makes it

difficult to establish communication for follow-up

on reporting.

b. Information on follow-up implementation, in

the form of when and how, as well as to which

institution the follow-up will be handed over. This

information is delivered in confidence to reporters

with full identity.

c. The aforementioned protection is not provided to

reporters who are proven to have submitted false

reporting and/or defamation.

2. Reporters who want their personality to be kept in

secrecy must be given a guarantee of the confidentiality

of their personal identity. In accordance with the type

of violation reported, it must be reminded that if such

matter arrives to the court, there is a possibility that

legal proceeding requires their testimony or statement.

In such events, their identity will certainly be opened.

3. Information and identity of a violation reporter is limited

only for Whistleblowing Protection Officers and the file

will be kept in a secure place. Whistleblowing Protection

Officers will check whether this information on violation

is indeed on the right track, and whether it requires

investigation follow-up. If not, then they will tell the

reporter to submit his/her report or complaint through

the appropriate line. If it is correct, the information on

violation will be submitted to investigation officers

only. The submission of information for investigation

process is conducted without disclosing the source of

information.

rePOrT ON vIOLATION

The Company has no WBS in place; nevertheless, all reports

on violation are submitted to the unit which manages

personnel affairs.

295

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)

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).

Jumlah Paket Pengadaan (Kontrak)

Banyak (Individual) Sedikit

(Group/Shared)

Harga Beli Di Atas Harga PasarHarga Pasar Atau Lebih Murah

(Market Driven)

PelaksanaanTransaksional/

KlerikalStrategik

Proses Panjang/Rumit SederhanaKontrak Jangka Pendek Jangka PanjangBiaya Administrasi Tinggi Rendah

Metode ManualMemakai Alat Bantu Elektonik

(e-Proc)

Lingkup Kecil/Fungsional Luas, Bagian Dari Strategi Organisasi

TrANSfOrMASI PeNgADAAN BArANg DAN ATAu JASA

Sebagai bentuk implementasi GCG, Perseroan telah memiliki

Pedoman Pengadaan Barang dan Jasa yang menerapkan

prinsip-prinsip efisien, efektif, kompetitif, transparan, adil

dan wajar, akuntabel dan memuat hak-hak dan kewajiban

pemasok sesuai dengan peraturan perundangan-undangan

yang berlaku. Kebijakan pengadaan barang dan jasa

Perseroan mengacu pada keputusan Peraturan Menteri

BUMN Nomor: Per-5/MBU 2008 dan Peraturan Menteri

BUMN Nomor: Per 15 MBU 2012 serta Keputusan Direksi PT

Angkasa Pura I (Persero) Nomor: 110/PL10/2008 tentang

Pengadaan Barang dan Jasa.

Pada tahun 2013, Perseroan merencanakan transformasi

sistem dalam mengelola dan mengendalikan kebijakan dan

kegiatan yang berkaitan dengan pengadaan barang dan

atau jasa dengan target mendapatkan barang atau jasa yang

Tepat kualitas, Tepat kuantitas, Tepat vendor, Tepat waktu, dan

Tepat harga (5T). Transformasi sistem pengadaan barang dan

jasa ini telah dituangkan dalam draft keputusan Direksi PT

Angkasa Pura (Persero) Nomor: Kep.001/PL.02/2014 tentang

Pedoman Pengadaan Barang dan atau Jasa di lingkungan PT


Rencana transformasi pengadaan barang dan atau jasa di

lingkungan Perseroan sebagaimana tertuang dalam bagan

sebagai berikut.

TrANSfOrMATION IN THe PrOCureMeNT Of gOODS

Or ServICeS

As a form of GCG implementation, the Company has a Manual

for Procurement of Goods and Services which applies the

principles of efficiency, effectiveness, competitiveness,

transparency, justice and fairness, accountability, and which

contains suppliers’ rights and obligations in accordance with

the applicable laws and regulations. The Company’s policy

for procurement of goods and services refers to decision of


Per-5/MBU 2008 and Regulation of Minister of State-Owned

Enterprises Number: Per 15 MBU 2012 as well as Decision of

the Board of Directors of PT Angkasa Pura I (Persero) Number:

110/PL10/2008 concerning Procurement of Goods and

Services.

In 2013, the Company plans a system transformation in

managing and controlling policies and activities related to

procurement of goods or services with the target of obtaining

goods or services with the Right quality, Right quantity, Right

vendor, on the Right time, and at the Right price (5Rs). Such

transformation in goods and services procurement system

has been set forth in draft decision of the Board of Directors

of PT Angkasa Pura (Persero) Number: Kep.001/PL.02/2014

concerning Manual for Procurement of Goods and Services

in the environment of PT Angkasa Pura I (Persero).

The plan for transformation in procurement of goods and

services in the Company’s environment is as set forth in the

following scheme:








Sepanjang tahun, proses pengadaan barang dan jasa

Perseroan telah menerapkan prinsip-prinsip efisien, efektif,

kompetitif, transparan, adil dan wajar, akuntabel dalam proses

pengadaan barang dan jasa. Perseroan telah merencanakan

pengadaan barang dan jasa secara optimal berdasarkan

perhitungan kebutuhan Perseroan dengan fungsi pelayanan

pengadaan mengidentifikasi kebutuhan pengadaan barang

dan jasa di Perseroan.

Dalam pelaksanaannya pengadaan barang dan jasa

Perseroan dilakukan secara terbuka bagi penyedia barang/

jasa yang memenuhi persyaratan dan dilakukan melalui

persaingan yang sehat diantara penyedia barang/jasa yang

setara dan memenuhi syarat/kriteria tertentu berdasarkan

ketentuan dan prosedur yang jelas dan transparan, dengan

Perseroan yang juga telah memiliki harga perkiraan sendiri

(HPS) yang dikalkulasikan secara keahlian dan berdasarkan

data yang dapat dipertanggungjawabkan.

SurveI TerHADAP veNDOr

Kepuasan supplier dapat berpengaruh terhadap strategi

manajemen operasi Perseroan dalam rangka mencapai

kualitas produksi secara maksimal. Dalam rangkan

meningkatkan kualitas dalam bidang pengadaan barang

dan jasa, pada tahun 2013 Perseroan melakukan survei

kepada vendor pada 2012 dan dilaporkan pada 2013. Survei

ini bertujuan:

• Memperoleh umpan balik, berupa tuntutan dan

harapan, sehingga mutu dan proses pelaksanaan

pengadaan barang dan jasa berkualitas;

• Memperoleh presentasi tingkat kepuasan supplier yang

wajar atas penyelenggaraan pengadaan barang dan

jasa;

• Memperoleh hasil pekerjaan, berupa laporan dari

pihak konsultan, sebagai rekomendasi atas kegiatan

pengukuran kepuasan supplier.

Survei ini dilakukan oleh pihak independen dengan hasil

SANGAT MEMUASKAN. Adapun aspek penilaian dalam

survei tersebut adalah indeks kepuasan supplier, evaluasi

kualitas pengadaan, peningkatan kualitas proses pengadaan

dan hubungan kerja sama, proses pengadaan, dan jalinan

hubungan kerjasama yang berkualitas.

Throughout the year, the Company’s goods and services

procurement process has applied the principles of

efficiency, effectiveness, competitiveness, transparency,

justice and fairness, and accountability in goods and services

procurement process. The Company has optimally planned

goods and services procurement based on calculation of the

Company’s requirement in which the procurement service

function identifies the requirement for goods and service

procurement at the Company.

In the implementation, the Company’s goods and services

procurement is conducted openly to eligible goods/services

provider and is conducted through a very fair competition

among goods/services providers of the same level

which fulfill certain requirements/criteria based on clear,

transparent terms and procedures, in which the Company

also has its owner estimate (OE), which is calculated based

on expertise and accountable data.

Survey ON veNDOrS

Supplier satisfaction may have an impact on the Company’s

operational management strategy in the context of

achieving the maximum production quality. In 2013, in

the context of improving quality in the field of goods and

services procurement, the Company conducted a survey on

vendors, which was conducted in 2012 and reported in 2013.

This survey has the objectives of:

• Obtaining feedback in the form of demand and

expectation, in order that the quality and process of

implementation of goods and services procurement

can be improved;

• Obtaining the fair supplier satisfaction percentage for

the performance of goods and services procurement;

• Obtaining work result in the form of consultant’s

reports, as a recommendation for supplier satisfaction

measurement activity.

This survey was conducted by an independent party

with the result of HIGHLY SATISFACTORY. Meanwhile, the

assessment aspects in the survey are supplier satisfaction

index, evaluation on procurement quality, improvement

in the quality of procurement process and cooperation

relationship, procurement process, and establishment of

high quality cooperation relationship.


corporaTe social responsibiliTyTanggung Jawab Sosial Perusahaan






TANGGUNGJAWAB SOSIAL PERUSAHAANCORpORATE 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.


Angkasa Pura Airports menyadari bahwa kelangsungan

usaha perusahaan tidak lepas dari dukungan dan peran serta

masyarakat yang berdomisili di sekitar wilayah kerja yang

dikelola oleh Angkasa Pura Airports. Untuk itu Angkasa Pura

Airports terus membina dan membangun hubungan baik

dengan masyarakat dan lingkungan yang mencakup aspek

ekonomi, aspek lingkungan, dan aspek sosial.

Disamping hal tersebut sebagai Badan Usaha Milik Negara

(BUMN) yang bergerak di bidang jasa kebandarudaraan,

Angkasa Pura Airports memperhatikan pentingnya menjaga

dan menjamin kepuasan konsumennya dengan senantiasa

melakukan upaya-upaya peningkatan kualitas pelayanan

secara terus–menerus. Upaya peningkatan dilakukan

dengan penyediaan fasilitas pelayanan memadai dan sumbe

daya manusia yang handal/berkompeten.

Oleh karena itu, Perseroan memiliki komitmen untuk

memberikan kontribusi positif kepada lingkungan

masyarakat sekitar, tenaga kerja dan konsumen/pelanggan

sebagai perwujudan tanggung jawab sosial perusahaan. Hal

ini sejalan dengan program pemerintah yang menggalakkan

dijalankannya program Corporate Social Responsibility

(CSR) disetiap perusahaan. Program CSR yang dilaksanakan

Angkasa Pura Airports terkait dengan lingkungan sosial

kemasyarakatan dikemas dalam bentuk Program Kemitraan

dan Program Bina Lingkungan (PKBL) dibawah penanganan

Unit CSR. Disamping itu, CSR terkait dengan ketenagakerjaan

dan CSR terkait dengan konsumen dikelola oleh unit lain.

CSr ANgKASA PurA AIrPOrTS

Pelaksanaan CSR Angkasa Pura Airports telah mengacu

pada peraturan perundang-undangan yang berlaku dan

keputusan Direksi terkait tentang petunjuk pelaksanaan

PKBL. Adapun pelaksanaan dan pelaporan realisasi program

CSR Angkasa Pura Airports mencakup aspek lingkungan,

ketenagakerjaan, pengembangan sosial masyarakat dan

konsumen dituangkan dalam rumusan/sistematika sebagai

berikut.

1. Program Kemitraan dan Bina Lingkungan (PKBL),

mencakup:

• ProgramCSRterhadapLingkungan

• Program CSR terhadap Pengembangan Sosial

Kemasyarakatan

Angkasa Pura Airports is aware of that the company’s going

concern is not apart from the support and of community

residing in the surroundings of work area managed by

Angkasa Pura Airports. For that purpose, Angkasa Pura Airports

continues to establish and develops good relationship with the

community and environment, which includes the economic

aspect, environmental aspect, and social aspect.

In addition to that, as a State-Owned Enterprise involved

in the field of airport service, Angkasa Pura Airports pays

attention to the importance of maintaining and guaranteeing

the satisfaction of its consumers by always making service

quality improvement efforts on an ongoing basis. Efforts of

improvement are made through the provision of adequate

service facilities and reliable/competent human resources.

Therefore, the Company is committed to make positive

contribution to the community in the surrounding

neighborhood, its manpower, and consumers/clients as

the manifestation of corporate social responsibility. This is

in line with the government program which enforces the

implementation of Corporate Social Responsibility (CSR)

at every company. The CSR Program implemented by

Angkasa Pura Airports related to the social environment

of the community is packed in the form of Partnership

and Community Development Program (PKBL) under the

responsibility of CSR Unit. In addition, manpower-related

CSR and consumer-related CSR are managed by other unit.

CSr Of ANgKASA PurA AIrPOrTS

The implementation of CSR of Angkasa Pura Airports refers

to the applicable laws and regulations as well as the Board

of Directors’ decision on guidelines for the implementation

of PKBL. Meanwhile, the implementation and reporting of

realization of Angkasa Pura Airports’ CSR program consists

of the environmental, manpower, as well as community and

consumer social development aspects, which are set forth in

the formulation/systematics as follows:

1. Partnership and Community Development Program

(PKBL), which consists of:

• CSRProgramfortheEnvironment

• CSRProgramforCommunitySocialDevelopment

301

2. Program CSR – Ketenaga kerjaan

3. Program CSR – Konsumen

STruKTur OrgANISASI uNIT CSr

Organisasi pengelolaan dana Kemitraan dan Bina

Lingkungan yang dilaksanakan telah ditetapkan dalam Surat

Keputusan Direksi PT AP I Nomor : KEP.146/OM.01.01/2012

tanggal 18 Desember 2012, yang telah diperbaharui dengan

Keputusan Direksi PT Angkasa Pura I (Persero) Nomor :

KEP.59/OM.01.01/2013 tanggal 19 Juni 2013.

Berdasarkan Keputusan Direksi tersebut, organisasi

pengelola dana Program Kemitraan dan Bina Lingkungan

(PKBL) berubah dari unit PKBL menjadi unit Corporate Social

Responsibility (CSR) dan berada dibawah President Director

dimana dalam melaksanakan tugasnya bertanggung jawab

kepada President Director.

Pelaksanaan Pengelolaan dana Program Kemitraan dan

Bina Lingkungan (PKBL) di Kantor Pusat berada dibawah

tanggung jawab Head of Corporate Social Responsibility.

Di tahun 2013, Head of Corporate Social Responsibility

dijabat oleh Mariyanto. Profil Head of Corporate Social

Responsibility dapat dilihat pada bagian profil pejabat 1 level

di bawah Direksi. Dalam pengelolaan CSR, Unit Corporate

Social Responsibility dilengkapi dengan CSR Corporation

Department dan Corporate Social Environment Department.

President DirectorTommy Soetomo

Head Of Corporate Social ResponsibilityMariyanto

Corporate Social ResponsibilityCooperation Department Head

Yudhi Ahdiat Ridwan

Corporate Social EnvironmentDepartment Head

Indah Kartikasari

Struktur Organisasi unit CSr Angkasa Pura Airports

Organizational Structure of CSr unit of Angkasa Pura Airports

2. CSR Program – Manpower

3. CSR Program – Consumer

CSr OrgANIzATIONAL STruCTure

The organization of fund management for the implemented

Partnership and Community Development has been stipulated in

Decision Letter of the Board of Directors of PT AP I Number: KEP.146/

OM.01.01/2012 dated December 18, 2012, which has been renewed

by Decision of the Board of Directors of PT Angkasa Pura I (Persero)

Number: KEP.59/OM.01.01/2013 dated June 19, 2013.

Based on the Decision of the Board of Directors, the

organization of fund management for the Partnership and

Community Development Program (PKBL) changed from

the PKBL unit to become the Corporate Social Responsibility

(CSR) unit directly under the President Director, in which in

performing its duties, it reports to the President Director.

The implementation of fund management for the

Partnership and Community Development Program (PKBL)

at the Head Office falls under the responsibility of Head of

Corporate Social Responsibility. In 2013, the position Head

of Corporate Social Responsibility was held by Mariyanto.

Profile of the Head of Corporate Social Responsibility can

be found in the profile section for officers 1 level under the

Board of Directors. In the management of CSR, the Corporate

Social Responsibility Unit is equipped with CSR Corporation

Department and Corporate Social Environment Department.








PrOgrAM KeMITrAAN DAN BINALINgKuNgAN (PKBL)

visiMenjadi penyelenggara PKBL yang mampu mendorong pertumbuhan Usaha Kecil menjadi Usaha Tangguh dan Mandiri serta mampu meningkatkan kesejahteraan masyarakat.

Misi1. 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.

KeBIJAKAN CSr TerKAIT PKBL

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

PArTNerSHIP AND COMMuNITy DeveLOPMeNT PrOgrAM (PKBL)

visionTo 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.

Mission1. 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.

PKBL-reLATeD CSr POLICIeS

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 State-Owned 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,

303

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;

8. 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;

9. 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).

CSr – LINgKuNgAN HIDuP

KeBIJAKAN LINgKuNgAN HIDuP DAN PeLeSTArIAN ALAM

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

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

POLICIeS ON eNvIrONMeNT AND NATure CONServATION

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








peraturan perundang-undangan yang berlaku terkait dengan lingkungan hidup.

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.

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.

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:

that it complies with the applicable environmental laws and regulations.

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 Environmental-Oriented Airport Concept Document (Eco Airports), which is aimed at applying the green airports concept evenly in all airports managed by the Company.

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:

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.

The Company manifested the application of environment-friendly 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.

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:

305

a. Kualitas udara dan tingkat kebisinganb. Hidrologic. Kualitas air bersih dan air permukaand. Limbah padat/sampahe. Pengelolaan Perubahan Tata Ruang & Tata Guna

Lahan Kawasan Keselamatan Operasi Penerbangan (KKOP)

f. Pengelolaan Kesehatan Masyarakatg. Pengelolaan Sosial Ekonomi Masyarakath. Pelaksanaan Corporate Social Responsibility (CSR)

3. 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).

PrOgrAM PeNgeLOLAAN LINgKuNgAN HIDuP DAN PeLeSTArIAN ALAM

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.

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.

a. Air quality and noise levelb. Hydrologyc. Clean water and surface water qualityd. Solid waste/garbagee. Management of Change in Spatial Plan and

Utilization Plan of Aviation operational Safety zone Land

f. Community Health Managementg. Community Socio-economy Managementh. 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

Creating a greener environment is in line with the commitment of Angkasa Pura I in developing environment-friendly 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.

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.








PeNgguNAAN MATerIAL DAN eNergI rAMAH LINgKuNgAN

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.

PeNgeLOLAAN LIMBAH

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.

uSe Of eNvIrONMeNT-frIeNDLy MATerIAL AND eNergy

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:

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.

WASTe MANAgeMeNT

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,

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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.

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 KArBONEmisi 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.

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.

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:

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.

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 WasteHazardous 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 reDuCTIONGreen 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.

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.

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:








1. 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;

2. Mengatur lalu lintas dari dan menuju bandara agar tidak terjadi penumpukan polusi kendaraan;

3. 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.

CSr – PeNgeMBANgAN SOSIAL KeMASyArAKATAN

PrOgrAM KeMITrAAN

Program Kemitraanadalah program pemberdayaan dan

peningkatan ekonomi masyarakat, melalui pemberian

pinjaman kemitraanuntuk modal kerja dan investasi.

Di samping memberikan pinjaman kemitraan, untuk

meningkatkan kemampuan mitra binaan dalam

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.

foto Kegiatan Bantuan Pelestarian Alam Pictures of Nature Conservation Aid Activities

CSr – COMMuNITy SOCIAL DeveLOPMeNT

PArTNerSHIP PrOgrAM

Partnership Program is a community economic

empowerment and improvement program, through the

extension of partnership loans for working capital and

investment. In addition to granting partnership loans, in

order to improve coaching partner’s ability in managing and

309

mengelola dan mengembangkan usahanya, Perseroan

juga memberikan bantuan pembinaan berupa pelatihan

manajemen usaha, bantuan pemasaran (promosi/pameran),

pendampingan, serta pemagangan.

Program ini bertujuan untuk meningkatkan kemampuan

usaha kecil yang dijalankan oleh masyarakat, sehingga

menjadi usaha yang tangguh dan mandiri. Setiap usaha kecil

yang mengikuti Program Kemitraan ini diharapkan dapat

berkembang dan menyerap tenaga kerja dari masyarakat

lokal sehingga masyarakat disekitarnya mendapatkan

penghasilan yang cukup. Dengan demikian akan

menggerakkan roda perekonomian di masyarakat sehingga

masyarakat yang tidak dapat bekerja di lingkungan bandar

udara, tetap merasakan manfaat kehadiran bandar udara-

bandar udara yang dikelola oleh PT Angkasa Pura I (Persero).

PeNyALurAN DANA PrOgrAM KeMITrAAN

Program Kemitraan yang diberikan PT Angkasa Pura I

(Persero) bersifat non komersial. Mekanisme penyalurannya

dilakukan berdasarkan evaluasi atas persyaratan serta

angsuran yang disesuaikan dengan kemampuan usaha serta

kebutuhan pembinaan yang diperlukan oleh para usaha

kecil.

Secara umum, selama tiga tahun terakhir penyaluran dana

program kemitraan dinilai cukup efektif dan sampai pada

sasaran. Besaran dana Program Kemitraan yang disalurkan

selama 3 (tiga) tahun terakhir adalah sebagai berikut :

Besaran Dana Program Kemitraan Tahun 2011 – 2013The Amount of Partnership Program fund in 2011 – 2013

(dalam Rupiah) |(inRupiah)

TAHuNYEAR

DANA TerSeDIAAVAILABLE FUND

DANA DISALurKANDISTRIBUTED FUND

efeKTIfITAS PeNyALurANDISTRI-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%

expanding its business, the Company also grants coaching

assistance in the form of business management training,

marketing assistance (promotion/exhibition), assistance, and

internship.

This program is aimed at improving the capacity of small

businesses operated by community members, in order to

become strong, independent businesses. It is expected that

each small business which participates in this Partnership

Program can flourish and absorb manpower from the local

community, so that the community in the surrounding area

can have adequate income. Hence, it will drive the economic

wheels in the community so that community members who

are unable to work in the neighborhood of the airport can

still reap the benefit from the existence of airports managed

by PT Angkasa Pura I (Persero).

PArTNerSHIP PrOgrAM fuND DISBurSeMeNT

The Partnership Program provided by PT Angkasa Pura I

(Persero) has a non-commercial nature. Its disbursement

mechanism is conducted based on evaluation of

requirements and the installment is adjusted to business

capacity as well as coaching requirement of small businesses.

In general, in the past three years, the partnership program

fund disbursement is deemed quite effective and accurate.

The amount of Partnership Program fund distributed in the

past 3 (three) years is as follows:








PT AngkasaPura I (Persero) telah menyalurkan Pinjaman

Kemitraan sejak tahun 1992 yang pada waktu itu dikenal

dengan Dana Pegel (Pengusaha Golongan Ekonomi Lemah).

Program ini dilaksanakan di Kantor Pusat Jakarta dan 13 (tiga

belas) Kantor Cabang PT AngkasaPura I (Persero).

Di tahun 2013, dana pinjaman program kemitraan yang telah

disalurkan mencapai Rp 16.422,500.000 dengn jumlah mitra

sebanyak 461 usaha. Jumlah dana pinjaman untuk program

kemitraan yang telah disalurkan sampai dengan tahun 2013

sebesar Rp 258.339.249.655 untuk 10.625 usaha kecil.

Penyerahan Pinjaman Kemitraan Secara Simbolis

Jumlah Penyaluran Pinjaman Kemitraan 2011-2013Amount of Partnership Loan Disbursement in 2011 - 2013

TAHuNPeNyALurAN AKuMuLASI PeNyALurAN

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

Symbolic Handover of Partnership Loans

PT Angkasa Pura I (Persero) has been distributing Partnership

Loans since 1992, which was then referred to as Fund for

Economically Disadvantaged Entrepreneurs. This program is

implemented at Jakarta Head Office and 13 (thirteen) Branch

Offices of PT Angkasa Pura I (Persero).

In 2013, the partnership program loan fund which has

been distributed reached Rp 16,422,500,000 with total

partners of 461 businesses. The amount of loan fund for

partnership program which has been distributed since its

commencement until 2013 was Rp 258,339,249,655 for

10,625 small businesses.

311

MITrA BINAAN

Usaha Kecil yang menerima dana Program Kemitraan

selanjutnya disebut Mitra Binaan dikelompokkan dalam 8

(delapan) sektor usaha yaitu Industri, Perdagangan, Pertanian,

Peternakan, Perkebunan, Perikanan, Jasa dan sektor Lainnya.

Jumlah mitra binaan yang mendapat penyaluran dana

pinjaman dari program kemitraan pada tahun 2013 adalah

461 mitra binaan yang tersebar di wilayah kerja PT Angkasa

Pura I (Persero). Penyaluran dana pinjaman tersebut

mencakup sektor usaha antara lain: 146 mitra binaan sektor

industri, 291 mitra binaan sektor perdagangan, 3 mitra

binaan sektor pertanian, 12 mitra binaan sektor peternakan,

2 mitra binaan sektor perkebunan, 2 mitra binaan sektor

perikanan, 114 mitra binaan sektor Jasa dan 1 mitra binaan

sektor lainnya.

Perdagangan

Industri

Lainnya

Jasa

Perikanan

Perkebunan

Peternakan

Pertanian

24.30 %

0.22 %

18.00 %

1.52 %0.22 %2.17 %1.08 %

52.49 %

Grafik Komposisi Mitra Binaan Berdasarkan Sektor Usaha

Mitra Binaan Berdasarkan Sektor Usaha

Penyerahan Pinjaman Kemitraan Secara Simbolis

The Signing of Partnership Loan Agreement

DeveLOPMeNT PArTNerS

The Small Businesses receiving Partnership Program fund,

hereinafter referred to as the Development Partners, are

classified into 8 (eight) business sectors, namely Industry,

Trading, Agriculture, Animal Husbandry, Plantation, Fishery,

Service, and Other sectors.

The number of development partners who have received loan

fund disbursement from the partnership program in 2013

was 461 development partners spread over the work area

of PT Angkasa Pura I (Persero). The loan fund disbursement

consists of, among others, the following business sectors:

146 development partners in the industrial sector, 291

development partners in the trading sector, 3 development

partners in the agricultural sector, 12 development partners

in the animal husbandry sector, 2 development partners in

the plantation sector, 2 development partners in the fishery

sector, 114 development partners in the service sector, and 1

development partner in other sector.

Development Partners Composition Chart Based on

Business Sector

Development Partners Based on Business Sector








Berdasarkan sektor usaha mitra binaan, dana pinjaman yang

disalurkan dalam urutan tiga terbesar di tahun 2013 yaitu

pada sektor perdagangan sebesar Rp8.622.500.000, sektor

industri sebesar Rp4.347.500.000 dan sektor jasa sebesar

Rp2.740.000.000.

SeKTOr uSAHA MITrA BINAAN

DEVELOPMENT PARTNER’S BUSINESS

SECTOR

TAHuN 2011 TAHuN 2012 TAHuN 2013 S.D. TAHuN 2013

JuMLAH MITrA

PARTNERS

NILAI PINJAMAN LOAN AMOUNT

(RP)

JuMLAH MITrA

PARTNERS


(RP)

JuMLAH MITrA

PARTNERS


(RP)

JuMLAH MITrA

PARTNERS


(RP)

IndustriIndustry

146 4,595,000,000 147 5,455,000,000 112 4,347,500,000 2,572 64,802,761,998

PerdaganganTrading

291 8,577,500,000 370 11,905,000,000 242 8,622,500,000 5,038 110,759,695,888

PertanianAgriculture

3 5,090,000,000 3 5,050,000,000 5 40,000,000 120 12,530,866,036

Peternakan Animal Husbandry

12 340,000,000 32 872,500,000 10 277,500,000 247 4,283,842,400

PerkebunanPlantation

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

Penyaluran Pinjaman Kemitraan Berdasarkan Sektor usaha Tahun 2011 - 2013Partnership Loan Disbursement Based on Business Sector in 2011 - 2013

24.30 %

0.22 %

18.00 %

1.52 %

0.22 %2.17 %1.08 %

52.49 %

Perdagangan

Industri

Lainnya

Jasa

Perikanan

Perkebunan

Peternakan

Pertanian

grafik Komposisi Dana Pinjaman Berdasarkan Sektor

usaha Dana Pinjaman Berdasarkan Sektor usaha

Based on development partner’s business sector, the loan

fund was disbursed, in top three order in 2013, to the trading

sector in the amount of Rp8,622,500,000, to the industrial

sector in the amount of Rp4,347,500,000, and to the service

sector in the amount of Rp2,740,000,000.

Loan fund Composition Chart Based on Business Sector

Loan fund Based on Business Sector

313

Penyaluran Pinjaman Kemitraan Berdasarkan Wilayah Tahun 2011 - 2013Partnership Loan Disbursement Based on region in 2011 - 2013

Secara umum, penyaluran dana pinjaman menyebar antara

lain di pulau Jawa, Bali, Kalimantan, Sulawesi, Nusa Tenggara

dan Irian Jaya. Berdasarkan wilayah, jumlah mitra binaan

dalam urutan tiga terbesar berada di Provinsi Jawa Timur se-

banyak 74 mitra binaan, Provinsi Sulawesi Selatan sebanyak

65 mitra binaan, dan Provinsi Bali sebanyak 57 mitra binaan.

Berdasarkan penyebaran mitra binaan per wilayah, dana

pinjaman yang disalurkan dalam urutan tiga terbesar yaitu

pada Provinsi Jawa Timur sebesar Rp3.100.000.000, Provinsi

Kalimantan Timur sebesar Rp2.055.000.000 dan Provinsi Bali

sebesar Rp1.990.000.000.

PrOPINSI/WILAyAH

PROVINCE/REGION


JuMLAH MITrA

PARTNERS


(RP)

JuMLAH MITrA

PARTNERS


(RP)

JuMLAH MITrA

PARTNERS


(RP)

JuMLAH MITrA

PARTNERS


(RP)

DKI Jakarta 1 5,000,000,000 1 5,000,000,000 0 - 417 22,783,000,000

Bali 48 2,090,000,000 64 2,445,000,000 57 1,990,000,000 1,310 28,125,750,000

Jawa Timur 93 2,765,000,000 94 3,155,000,000 74 3,100,000,000 1,095 27,440,346,036

Sulawesi Selatan 63 1,940,000,000 103 2,675,000,000 65 1,825,000,000 1,018 21,925,750,000

Kalimantan

Timur44 1,510,000,000 57 2,360,000,000 48 2,055,000,000 769 20,181,500,000

Papua 13 430,000,000 6 150,000,000 16 460,000,000 527 6,889,000,000

Sulawesi Utara 23 952,500,000 35 1,295,000,000 21 945,000,000 691 12,870,750,000

Yogyakarta 73 2,145,000,000 85 2,830,000,000 49 1,810,000,000 785 22,834,950,000

Jawa Tengah

(Solo)34 920,000,000 51 1,590,000,000 26 925,000,000 561 11,247,250,000

Kalimantan

Selatan41 1,200,000,000 54 2,135,000,000 24 672,500,000 931 15,601,250,000

Jawa Tengah

(Semarang)29 950,000,000 49 1,950,000,000 0 - 652 13,352,512,000

Nusa Tenggara

Barat45 1,175,000,000 73 2,023,500,000 46 1,490,000,000 930 16,700,750,000

Maluku 4 100,000,000 4 90,000,000 146 1,900,000,000

Nusa Tenggara

Timur64 1,185,000,000 52 1,300,000,000 31 1,060,000,000 793 11,138,941,619

Total 571 22,262,500,000 728 29,008,500,000 461 16,422,500,000 10,625 232,991,749,655

In general, loan fund disbursement is, among others, spread

over the islands of Java, Bali, Kalimantan, Sulawesi, Nusa

Tenggara and Irian Jaya. Based on region, the number of

development partners in the top three orders was in East

Java Province with 74 development partners, South Sulawesi

Province with 65 development partners, and Bali Province

with 57 development partners.

Based on distribution of development partners in each

region, the disbursed loan fund in the top three order was

in East Java Province in the amount of Rp3,100,000,000, East

Kalimantan Province in the amount of Rp2,055,000,000, and

Bali Province in the amount of Rp1,990,000,000.








PeMBINAAN uSAHA KeCIL

PrOgrAM PeLATIHAN MITrA BINAAN

Untuk menjadikan usaha kecil menjadi tangguh dan mandi-

ri maka dilakukan pembinaan kepada mitra binaan secara

berkelanjutan. Pembinaan diberikan dalam bentuk hibah

pendidikan, pelatihan, pemagangan, pemasaran, promosi-

dan hal lain yang menyangkut peningkatan produktivitas

mitra binaan.

Beberapa Produk Usaha Kecil Binaan Angkasa Pura Airports

Kegiatan Pelatihan Usaha Kecil Angkasa Pura AirportsSmall Business Training Activities Conducted by Angkasa Pura Airports

Dana program kemitraan yang telah disalurkan untuk

program pendidikan dan pelatihan mitra binaan tahun 2013

sebesar Rp232.082.492,00 dan untuk program pemagangan

sebesar Rp22.959.200,00. Beberapa program pendidikan dan

pelatihan bagi mitra binaan di 2013 antara lain:

a. Pelatihan manajerial dan kewirausahaan untuk para

mitra binaan terutama bagi mitra binaan baru di setiap

Kantor Cabang PT Angkasa Pura I (Persero);

b. Pelatihan perencanaan dan pengembangan usaha.

c. Pemagangan ke sentra-sentra industri kecil lainnya

oleh mitra binaan yang bertujuan untuk menciptakan

inovasi-inovasi baru, serta adanya alih teknologi dan

transfer knowledge.

Several Products of Small Businesses Developed by Angkasa Pura Airports

SMALL BuSINeSS DeveLOPMeNT

DeveLOPMeNT PArTNerS TrAININg PrOgrAM

In order to create strong, independent small coaching for

development partners is conducted on an ongoing basis.

Coaching is provided in the form of education grant, training,

internship, marketing, promotion, and other matters related

to the increase in productivity of development partners.

The partnership program fund which has been disbursed

for development partners’ education and training program

in 2013 was Rp232,082,492.00 and the fund which has been

disbursed for internship program was Rp22,959,200.00. Some

of the education and training programs for development

partners in 2013 are, among other things:

a. Managerial and entrepreneurship for development

partners, particularly for new development partners in

any Branch Office of PT Angkasa Pura I (Persero);

b. Business planning and development training.

c. Internship in other small business centers by

development partners which is aimed at creating

new innovations, as well as transfer of technology and

transfer of knowledge.

315

Kegiatan Promosi Dagang Usaha Kecil Angkasa Pura AirportsSmall Business Trade Promotional Activities of Angkasa Pura Airports

PrOgrAM PrOMOSI

Bantuan pembinaan berupa promosi dan pemasaran

dilakukan dengan mengikutsertakan mitra binaan dalam

berbagai kegiatan pameran berskala regional dannasional.

Kegiatan pameran yang diikuti mitra binaan selama tahun

2013 antara lain Banjarbaru Fair, Balikpapan Fair, Jatim Fair,

Batam Expo, Batik Bordir, BUMN Expo, SmesCoSulawwesi

Utara, Solo Raya Creative Expo, Pekan Raya Manado, Inacraft,

dan Indonesia Fashion and Craft 2013. Dana program

kemitraan yang telah disalurkan untuk program promosi/

pameran mitra binaan tahun 2013 sebesar Rp699.155.100

Selain mengikuti kegiatan pameran-pameran, Angkasa

Pura Airports juga membantu promosi prouduk mitra

binaan dengan membuka ruang pamer di bandara-bandara

yang dikelola Perseroan. Ruang pamer tersebut dapat

dimanfaatkan untuk kegiatan promosi maupun eksebisi

mitra binaan.

Kegiatan pemagangan dan studi banding untuk para

mitra binaan, juga dilakukan Perseroan. Melalui kegiatan

PrOMOTION PrOgrAM

Development assistance in the form of promotion and

marketing is granted by enrolling development partners in

various exhibition activities at the regional and national scale.

Exhibition activities attended by development partners in

2013 are, among other things, Banjarbaru Fair, Balikpapan

Fair, East Java Fair, Batam Expo, Batik Embroidery, SOE Expo,

SmesCo North Sulawesi, Solo Raya Creative Expo, Manado

Fair, Inacraft, as well as the 2013 Indonesian Fashion and

Craft. Partnership program fund which has been disbursed

for development partners’ promotion/exhibition program in

2013 was Rp699,155,100.

In addition to participating in exhibition activities, Angkasa

Pura Airports also assists in promoting the development

partners’ products by opening an exhibition gallery at

airports under the Company’s management. The exhibition

gallery can be used for promotional activities and exhibition

by development partners.

The Company also implements internship and comparison

study activities for development partners. Through these








ini mitra binaan dapat saling menukar pengalaman dalam

menjalankan usahanya, menumbuhkan ide-ide baru untuk

dikembangkan serta menambah pengetahuan, yang pada

akhirnya akan mengingkatkan usaha mereka.

Dana hibah pendampingan yang disalurkan oleh Angkasa

Pura Airports untuk kegiatan pembinaan mitra binaan

sampai dengan tahun 2013 sebesar Rp 41.617.521.082,-

Kegiatan pemberian pinjaman usaha dan pendampingan

melalui Program Kemitraan dilakukan PT AngkasaPura

I (Persero) sebagai komitmen untuk mendorong usaha

kecil dapat bertumbuh dan menjadi pelaku usaha yang

tangguh dan mandiri, serta berkualifikasi untuk memperoleh

pinjaman dari lembaga keuangan (bankable). Sehingga

dengan demikian akan semakin terbuka luas kesempatan

kerja dan kesejahteraan masyarakat dapat meningkat.

Perseroan terus melakukan berbagai evaluasi dan

penyempurnaan strategi, atas pelaksanaan Program

Kemitraan. Melalui langkah ini, diharapkan dapat tercipta

kondisi yang saling menguntungkan bagi Perseroan dan

mitra binaannya. Salah satunya adalah memperbaiki tingkat

pengembalian pinjaman, serta meningkatkan skala usaha

secara terprogram dan terukur.

urAIAN DESCRIPTION

reALISASI 2012

reALISASI 2013 grOWTH (%)

A. DANA TerSeDIA | AvAILABLe fuND

a.SaldoAwal|Beginning Balance 1,478 3,077 108.187%

b.AlokasiPenyisihanLaba|Allocation for Reserves 5,422 - -100.000%c.PengembalianPokokPinjaman|Loan Principal Repayment 25,101 19,212 -23.461%d. Pendapatan (jasa administasi pinjaman, dll) Revenues (loan administratio fee, etc.)

5,862 3,399 -42.016%

e.PembelianAsetTetap|Purchase of Fixed Assets (227) - -100.000%f.BiayaOperasional|Operating Expenses (2,958) (1,865) -36.951%

Jumlah A | Total A 34,678 23,823 -31.302%

realisasi Dana Program Kemitraan 2012 – 2013 (dalam juta rupiah)

activities, development partners can share experience

in running their businesses, cultivate new ideas to be

developed, and gain knowledge, which will eventually

improve their businesses.

Assistance grant fund disbursed by Angkasa Pura Airports for

development partners’ coaching activities up to 2013 was

Rp41,617,521,082,-

JeNIS PeMBINAANTYPE OF COACHING

HIBAH PeMBINAAN | DEVELOPMENT GRANT


Pendidikan/Pelatihan|Education/Training 967,193,250 934,518,250 232,082,492 13,282,884,792

Pemagangan|Internship 32,460,000 25,016,000 22,959,200 727,628,740

Promosi, Pameran & Pemasaran Lainnya

Promotion, Exhibition & Other Marketing 1,844,580,248 1,632,265,978 699,155,100 27,607,007,550

Total | Total 2,844,233,498 2,591,800,228 954,196,792 41,617,521,082

Penyaluran Hibah Pembinaan Mitra BinaanTahun 2011- 2013

Development grant Disbursement to Development Partners in 2011- 2013

The activities of business loan extension and assistance

through the Partnership Program are conducted by PT

Angkasa Pura I (Persero) as a commitment to encourage

small businesses to grow and become strong, independent

business actors, as well as to qualify for obtaining loans

from financial institutions (bankable). As the result, job

opportunity will continue to increase and community

welfare may improve.

The Company continues to perform various strategy

evaluation and enhancement on the implementation of

the Partnership Program. Such measures are expected to

create a mutually beneficial condition for the Company and

its development partners. These measures are, among other

things, increasing return on loans and increasing business

scale in a programmed and measured way.

Partnership Program fund realization in 2012 – 2013 (in million rupiah)

317

urAIAN DESCRIPTION

reALISASI 2012

reALISASI 2013

grOWTH (%)

B. PeNgguNAAN DANA | fuND uTILIzATION - a.PinjamanKemitraan|Pinjaman Kemitraan 29,009 16,423 -43.387%b.HibahPembinaan|Hibah Pembinaan 2,592 954 -63.194%

Jumlah B | Total B 31,601 17,377 -45.011%C. BeBAN/HuTANg LAIN-LAIN | OTHer eXPeNSeS/DeBTS - - 0.000%D. SALDO AKHIr (A-B-C) | eND BALANCe (A-B-C) 3,077 6,446 109.49%

PrOgrAM BINA LINgKuNgAN

Komitmen Perseroan dalam meningkatkan kualitas sosial

masyarakat terkait pelaksanaan CSR adalah dengan

pelaksanaan Program Bina Lingkungan, yakni program

pemberdayaan kondisi sosial masyarakat dan peningkatan

kualitas hidup.

Pelaksanaan program ini meliputi pemberian bantuan yang

terdiri atas :

a. Bantuan kepada korban bencana alam;

b. Bantuan pendidikan dan/atau pelatihan;

c. Bantuan peningkatan kesehatan masyarakat;

d. Bantuan pengembangan prasarana dan sarana umum;

e. Bantuan sarana ibadah;

f. Bantuan Sosial.

Pelaksanaan Program Bina Lingkungan sudah dijalankan

Perseroan sejak tahun 2000. Kegiatan yang dilaksanakan

dalam kurun waktu tersebut mencakup kegiatan-kegiatan

yang dapat dikategorikan dalam program strategis dan

program responsive dalam bentuk pemberian bantuan yang

sifatnya insidental, memenuhi kebutuhan sesaat, ataupun

tanggap darurat.

Pada tahun 2013 Program Bina Lingkungan PT Angkasa

Pura I (Persero) diprioritaskan pada bantuan di bidang

kesehatan, pendidikan dan pelestarian alam. Namun

demikian, Perseroan tidak mengesampingkan program bina

lingkungan di bidang lainnya.

BANTuAN BIDANg PeNDIDIKAN

Kuantitas dan kualitas masyarakat khususnya generasi muda

yang berpendidikan menjadi salah satu pondasi penting

untuk meningkatkan kesejahteraan masyarakat demi

terwujudnya suatu bangsa yang tangguh dan beretika. Oleh

karena itu, Perseroan memberikan perhatian pada bidang

pendidikan dan pelatihan masyarakat melalui kegiatan

Program Bina Lingkungan.

COMMuNITy DeveLOPMeNT PrOgrAM

The Company’s commitment in improving the social quality

of the community related to CSR implementation is through

the implementation of Community Development Program,

namely a program for the empowerment of social condition

of the community and life quality improvement.

The implementation of this program consists of the provision

of assistance which includes:

a. Assistance for the victims of natural disasters;

b. Education and/or training assistance;

c. Community health improvement assistance;

d. Public infrastructure and facilities development

assistance;

e. Religious facilities assistance;

f. Social assistance.

The Community Development Program has been

implemented by the Company since 2000. The activities

implemented during the time frame consisted of activities

which can be categorized into strategic programs and

responsive programs in the form of provision of assistance

with an incidental nature, which fulfills temporary needs, or

an emergency.

In 2013, the Community Development Program of PT

Angkasa Pura I (Persero) was prioritized on assistance in

the fields of health, education, and nature conservation.

Nevertheless, the Company did not waive community

development program in other fields.

ASSISTANCe IN THe fIeLD Of eDuCATION

The quantity and quality of the community, particularly the

educated young generation, becomes one of the important

foundations for improving community welfare for the sake

of creating a strong, ethical nation. Therefore, the Company

pays attention to the field of community education and

training through Community Development Program.








Sepanjang tahun 2013, PT Angkasa Pura I (Persero) telah

menyalurkan dana untuk bantuan bidang Pendidikan

dan Pelatihan sebesar Rp2,81 miliar. Perhatian Perseroan

dalam upaya peningkatan kualitas pendidikan diberikan

dalam bentuk bantuan beasiswa kepada siswa siswi yang

berprestasi namun kurang mampu.

Disamping itu pula Angkasa Pura Airports memberikan

bantuan yang sifatnya berkesinambungan dan memiliki

manfaat jangka panjang, diantaranya pembangunan sarana

dan fasilitas pendidikan untuk kelancaran pendidikan.

Selain memberikan bantuan pendidikan untuk menunjang

pendidikan formal, PT Angkasa Pura I (Persero) juga

memberikan bantuan pelatihan pengolahan hasil hutan

mangrove sehingga dapat meningkatkan pendapatan dan

membuka lapangan kerja.

BidangPendidikan – Beasiswa SMA kepada 12 siswa siswi

Beberapa bantuan program CSR bidang pendidikan di tahun

2013 antara lain:

a. Bantuan pendidikan untuk 12 (dua belas) siswa-siswi

berprestasi dan kurang mampu, berupa beasiswa

bekerja sama dengan di Sampoerna Foundation;

b. Bantuan pelatihan tata rias kepada ibu-ibu PKK dan

pengelolaan hasil hutan mangrovekepada kelompok

nelayan di Kelurahan Tubanyang dilaksanakan melalui

Kantor Cabang Bandara Ngurah Rai-Bali;

c. Bantuan pembangunanlaboratorium komputer

sekolah Dasar melalui Kantor Cabang Bandara Juanda

dan Bandara Sepinggan-Balikpapan;

d. Pembangunan rumah pintar melalui Kantor Cabang/

Bandara Sepinggan-Balikpapan;

e. Bantuan pembangunan gedung perpustakaan Sekolah

Dasar melalui Kantor Cabang Bandara Sam Ratulangi-

Manado;

In 2013, PT Angkasa Pura I (Persero) has disbursed fund

for assistance in the field of Education and Training in the

'amount of Rp2.81 billion. The Company’s attention in the

effort of improving the quality of education is provided in

the form of scholarship aid to high-achiever students from

the economically disadvantaged group.

In addition to that, Angkasa Pura Airports also provides

assistance which is continuous and has long-term benefit,

among other things, development of education facilities

and infrastructure for the smoothness of education process.

In addition to providing education assistance to support

formal education, PT Angkasa Pura I (Persero) also provides

assistance in processing mangrove forest products in order

to increase income and open employment opportunities.

Education Sector – Senior High School Scholarship for 12 students

Several CSR program assistances in the field of education in 2013

are, among other things:

a. Education assistance for 12 (twelve) high-achiever students

from the economically disadvantaged group, in the form of

scholarship to study at Sampoerna Foundation;

b. Make-up training assistance for women from the Family

Welfare Education group and processing of mangrove

forest products for the fishermen group in Tubanyang

Subdistrict which was implemented through Ngurah Rai

Airport Branch Office – Bali;

c. Assistance for the development of computer laboratory at

Elementary Schools through Juanda Airport Branch Office

and Sepinggan Airport Branch Office - Balikpapan;

d. 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;

319

f. Bantuan pembangunan atau renovasi gedung sekolah;

g. Bantuan fasilitas pendidikan lainnya oleh Kantor

Cabang dan Kantor Pusat.

WILAyAHREGION

JuMLAH PeNyALurANDISBURSEMENT 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

PT Angkasa Pura I (Persero) peduli terhadap bidang

kesehatan secara penuh. Pada tahun 2013, Perseroan masih

melanjutkan program kesehatan pada tahun sebelumnya

yaitu Program Pelayanan Kesehatan Keliling dengan motto

“Ibu & Anak Sehat, Bangsa Kuat”., Program Pelayanan

Kesehatan ini memberikan bantuan kendaraan yang

dilengkapi dengan fasilitas pelayanan kesehatan yang fokus

terhadap kesehatan ibu dan balita.

Program ini dilaksanakan untuk membantu pencapaian

“Tujuan Pembangunan Milenium” atau yang lebih dikenal

dengan Millennium Development Goals (MDGs), khususnya

dalam rangkamencapai tujuan ke-4, Menurunkan Angka

Kematian Anak dan tujuan ke-5, Meningkatkan Kesehatan

Ibu.

PT Angkasa Pura I (Persero) mengoperasikan 4 (empat)

unit kendaraan pelayanan kesehatan di Bandara Juanda

– Surabaya, Sultan Hasanuddin – Makassar, Adisutjipto –

Yogyakarta serta Internasional Lombok – Praya. Program

ini merupakan program berkelanjutan dan akan terus

dikembangkan sehingga seluruh wilayah usaha Perseroan

melaksanakannya. Kendaraan pelayanan kesehatan

ini, berkeliling dari satu dusun/lingkungan ke dusun/

lingkungan lainnya untuk menjangkau masyarakat yang

belum mendapatkan pelayanan kesehatan.

f. Assistance for construction or renovation of school

buildings;

g. Assistance for other educational facilities through

Branch Offices and Head Office.

ASSISTANCe IN THe fIeLD Of HeALTH

PT Angkasa Pura I (Persero) is fully concerned with health. In

2013, the Company still continues the health program from

the previous year, namely Mobile Health Service Program

with the motto of “Healthy Women & Children Make a Strong

Nation”. This Health Service Program provides assistance in

the form of vehicles equipped with health service facilities,

which are focused on women and children health.

This program is implemented to assist the achievement of

“Millennium Development Goals”, or better known as MDGs,

particularly in the context of achieving the 4th objective,

Reducing Infant Death Rate, and the 5th objective, Improving

Women’s Health.

PT Angkasa Pura I (Persero) operates 4 (four) units of health

service vehicles at Juanda Airport – Surabaya, Sultan

Hasanuddin – Makassar, Adisutjipto – Yogyakarta, and

Lombok International – Praya. This program is a continuous

program and will continue to be developed until all regions

of the Company implement it. These health service vehicles

drive around from one village/neighborhood to other

village/neighborhood to reach community members who

cannot obtain health service.








Di samping itu, Angkasa Pura Airports juga turut

meningkatkan kualitas kesehatan masyarakat di sekitar

perusahaan. Bantuan tersebut diwujudkan dalam bentuk

pengobatan gratis, khitanan massal, bantuan sarana

kesehatan, perbaikan bangunan fisik lembaga kesehatan,

perbaikan sarana umum untuk kesehatan, dan sebagainya.

Selama tahun 2013, realisasi bantuan program bidang

kesehatan sebesar Rp930 juta.

Beberapa bantuan program CSR bidang kesehatan di tahun

2013, antara lain:

a. Program layanan kesehatan keliling (Puskesmas Keliling)

dengan mengambil tema “ Ibu dan Anak Sehat Bangsa

Kuat“ yang diselenggarakan oleh Kantor Cabang

Bandara Adisutjipto-Yogyakarta, Bandara Juanda-

Surabaya, Bandara Sultan Hasanuddin-Makassar, dan

Bandara Internasional Lombok-Lombok Tengah;

b. Bantuan pengobatan gratis dan operasi bedah minor di

Desa Negeri Hattu Ambon;

c. Bantuan pembangunan posyandu dan kelengkapan

alat-alat kesehatan yang dilakasanakan oleh Kantor

Cabang Bandara Sepinggan-Balikpapan;

d. Rehabilitasi Puskesmas Pembantu yang dilaksanakan

oleh Kantor Cabang Bandara Adi Soemarmo-Solo;

e. Pembangunan Puskesdes di Desa Bobung Kecamatan

Patuk oleh Bandara Adisucipto-Yogyakarta

Adapun rincian bantuan bina lingkungan di bidang

kesehatan tiap wilayah adalah sebagai berikut.

In addition to that, Angkasa Pura Airports does not fail to

improve the quality of community’s health in the Company’s

neighborhood. The assistance is manifested in the form of

free medical treatment, mass circumcision, health facility

aid, reparation of health institution buildings, reparation of

public health facilities, etc. In 2013, the realization of program

assistance in the field of health was Rp930 million.

Several CSR program assistances in the field of health in 2013

were, among other things:

a. Mobile health service program (Mobile Community

Health Center) using the theme of “Healthy Women

and Children Make a Strong Nation” provided by Branch

Offices at Adisutjipto Airport - Yogyakarta, Juanda Airport

- Surabaya, Sultan Hasanuddin Airport - Makassar, and

Lombok International Airport – Central Lombok;

b. Free medical treatment and minor surgery assistance in

Hattu Country Village Ambon;

c. Construction of integrated service posts and health

equipment implemented by Sepinggan Airport Branch

Office - Balikpapan;

d. Rehabilitation of Community Health Sub-Centers

implemented by Adi Soemarmo Airport Branch Office -

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:

Bidang Kesehatan – Program Pelayanan Kesehatan Bergerak Kesehatan Ibu dan AnakHealth Sector – Mobile Health Service Program for Women and Children’s Health

321

BANTuAN PeNgeMBANgAN SArANA DAN PrASArANA

uMuM

Perhatian terhadap fasilitas umum juga menjadi bagian

dari kegiatan–kegiatan dalam Program Bina Lingkungan.

Padatahun 2013 kegiatan pengembangan prasarana dan

sarana umum telah menggunakan dana sebesar Rp2,85

miliar, yang sebagian besar digunakan untukmembantu

peningkatan sarana dan prasarana dalam perbaikan jalan,

rehabilitasi pompa dan saluran air, serta pembangunan

pasar.

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.

WILAyAHREGION


Jatim 160,144,350

Sulsel 123,420,280

Kaltim 146,602,000



NTB 25,307,000

Maluku 50,000,000

JuMLAH 929,694,433

Bidang Sarana Prasarana Umum – Peningkatan Fasilitas Prasarana UmumPublic Facilities and Infrastructure Sector – Public Facilities and Infrastructure Improvement

PuBLIC fACILITIeS AND INfrASTruCTure ASSISTANCe

Concern on public facilities also constitutes a part of

activities in the Community Development Program. In 2013,

public infrastructure and facility development activities have

utilized fund in the amount of Rp2.85 billion, which was

mostly used for assisting the improvement of road facilities

and infrastructure, rehabilitation of pump in water drainage,

and construction of markets.

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 State-Owned 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.








Adapun rincian bantuan bina lingkungan di bidang prasarana

dan sarana umum tiap wilayah adalah sebagai berikut.

BANTuAN SArANA IBADAH

Dalam rangka meningkatkan spiritual masyarakat, salah

satu upaya yang telah dilakukan PT Angkasa Pura I (Persero)

adalah dengan membantu pembangunan sarana ibadah

dan memperbaiki sarana ibadah yang telah ada. Mengingat

pentingnya hal ini, Perseroan pada tahun 2013 memberikan

bantuan sarana peribadatan sebesar Rp1,7 miliar untuk

berbagai bentuk perbaikan dan pembangunan sarana

ibadah di seluruh wilayah kerja PT AngkasaPura I (Persero).

WILAyAHREGION



Bali 231,767,851

Jatim 275,245,000

Sulsel 353,866,300

Kaltim 248,535,600

Sulut 280,084,600



Kalsel 115,000,000


NTB 559,915,000

NTT 329,529,130

JUMLAH 3,001,733,981

Bidang Sarana dan Prasarana Ibadah

Beberapa bantuan program CSR bidang sarana ibadah di

tahun 2013 antara lain: bantuan renovasi untuk peningkatan

sarana ibadah di sekitar wilayah kerja antara lain di Kantor

Pusat-Jakarta, Kantor Cabang Bandara Ngurah Rai-Denpasar,

Bandara Ahmad Yani-Semarang, Bandara Pattimura-

Ambon,Bandara El Tari-Kupang, Bandara Syamsuddin Noor-

Meanwhile, the details of community development aid in

the field of public infrastructure and facilities are as follows:

reLIgIOuS fACILITy AID

In the context of improving the spiritual aspect of the

community, one of the efforts made by PT Angkasa Pura

I (Persero) is by assisting in the construction of religious

facilities and rehabilitating the existing religious facilities.

Keeping in mind the importance of this matter, the

Company granted aid for religious facilities in the amount

of Rp1.7 billion in 2013 for various forms of rehabilitation

and construction of religious facilities in all work areas of PT


Religious Facility Sector – Religious Facility Renovation Aid

Some of the CSR program aids in the field of religious

facility in 2013 were, among other things: renovation aid

for improving religious facilities in the surrounding of work

area, among other things, at the Head Office - Jakarta,

Ngurah Rai Airport Branch Office - Denpasar, Ahmad Yani

Airport - Semarang, Pattimura Airport - Ambon, El Tari

Airport - Kupang, Syamsuddin Noor Airport - Banjarmasin,

323

Bantuan Korban Bencana AlamAid for the Victims of Natural Disasters

WILAyAHREGION



Bali 60,000,000

Jatim 115,000,000

Sulsel 25,000,000

Kaltim 241,459,300

Sulut 78,950,000



Kalsel 160,000,000


NTB 160,000,000

Maluku 75,000,000

NTT 62,500,000

JUMLAH 1,710,409,300

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.

Banjarmasin, Bandara Frans Kaisiepo-Biak dan Bandara Sultan

Hasanuddin-Makassar.

Adapun rincian bantuan bina lingkungan dalam bidang

bantuan sarana ibadah tiap wilayah adalah sebagai berikut.

Frans Kaisiepo Airport – Biak, and Sultan Hasanuddin Airport

- Makassar.

Meanwhile, the details of community development aid in

the field of religious facility aid for each region are as follows:

AID fOr THe vICTIMS Of NATurAL DISASTerS

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.








Beberapa program CSR bidang bantuan korban bencana

alam di tahun 2013 antara lain:

a. Bantuan tanggap darurat banjir di Ambon dan bantuan

kepada korban berbagai bencana alam yang terjadi di

sekitar wilayah kerja Angkasa Pura Airports;

b. Pemberian bantuan kepada para korban bencana

erupsi Gunung Sinabung.

Adapun rincian bantuan bina lingkungan dibidang bantuan

bencana alam tiap wilayah adalah sebagai berikut.

WILAyAHREGION



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

Untuk membantu meringankan beban masyarakat di sekitar

wilayah usaha, PT AngkasaPura I (Persero) juga memberikan

bantuan sosial berupa paket sembako gratis dan di Kupang

diberikan bantuan kandang ternak. Total bantuan sosial ini

senilai Rp1,3miliar.

Penyerahan Dana Bantuan Sosial Social Aid

Beberapa bantuan program CSR bidang sosial di tahun 2013

antara lain:

a. Bantuan sosial berupa bantuan sembako kepada warga

di sekitar Kantor Pusat dan Kantor Cabang PT Angkasa

Pura I (Persero);

b. Bantuan pembangunan kandang sapi dan irigasi ke

saluran area persawahan masyarakat di Desa Baumata

Utara Kupang.

Some of the CSR programs in the field of aid for the victims of

natural disasters in 2013 were, among other things:

a. Emergency response aid for the flood in Ambon and aid

for the victims of various natural disasters occurring in

the surrounding of Angkasa Pura Airports’ working area;

b. Granting of aid to the victims of Mount Sinabung’s

eruption disaster.

Meanwhile, the details of community development aids in

the field of natural disaster in each region are as follows:

SOCIAL AID

In order to assist in relieving the burden of community

members in the surrounding of its business area, PT Angkasa

Pura I (Persero) also granted social aid in the form of free

packages of nine basic staples and in Kupang, it provided

assistance in the form of animal stalls. The total amount of

this social aid was Rp1.3 billion.

Some of the CSR program aids in the social sector in 2013

were, among other things:

a. Social aid in the form of nine basic staples aid to the

community members in the surroundings of the Head

Office and Branch Offices of PT Angkasa Pura I (Persero);

b. Aid for the construction of cow shed and irrigation to the

ditches in rice field areas belonging to the community

in North Baumata Village, Kupang.

325

realisasi Dana Bina Lingkungan 2012 – 2013(dalam juta Rupiah)

urAIAN reALISASI 2012

reALISA-SI 2013 grOWTH DeSCrIPTION

A. DANA TerSeDIA A. AvAILABLe fuND a. Saldo Dana Awal 7,424 4,848 -34.70% a. Beginning Fund Balance b. Alokasi Bagian Laba dari BUMN Pembina 16,327 - -100.00% b Profit Sharing Allocation from

Development SOE c. Alokasi Dana BL dari BUMN Pembina - 18,090 NA c. Allocation of Community

Development Fund from Development SOE

d. Jasa Giro dan Bunga Deposito 1,756 344 -80.41% d. Interest on Current Accounts and Interest on Deposits

e. Pendapatan Lain-lain - - NA e. Other Revenues

Jumlah A 25,507 23,282 91.28% Total A

Adapun rincian bantuan bina lingkungan dalam bidang

batuan sosial lainnya tiap wilayah adalah sebagai berikut.

WILAyAHREGION



Bali 35,000,000

Jatim 100,000,000

Sulsel 108,052,500

Kaltim 71,750,000

Papua 128,675,000

Sulut 114,250,000



Kalsel 101,824,900


NTB 114,151,675

Maluku 131,000,000

NTT 85,000,000

JUMLAH 1,341,564,075

Meanwhile, the details of the community development aid

in the field of other social aids in each region are as follows:

Penyaluran Dana Bina Lingkungan 2011– 2013(dalam juta Rupiah)

JeNIS BANTuAN TAHuN 2011 TAHuN 2012 TAHuN 2013 S.D. TAHuN 2013 TyPe Of ASSISTANCe

Bencana Alam 131,500,000 493,727,200 421,550,530 4,396,951,032 Natural Disaster

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

Bantuan sosial - - 1,341,564,075 1,341,564,075 Social Assistance

BUMN Peduli 847,923,500 7,222,373,658 - 10,428,992,558 SOE Cares

Jumlah 13,698,366,517 19,352,659,013 10,592,145,123 86,591,384,852 Total

fund Disbursement for Community Development in 2011–2013(in Rupiah)

Community Development fund realization in 2012–2013(in million Rupiah)








urAIAN reALISASI 2012

reALISA-SI 2013 grOWTH DeSCrIPTION

B. PeNgguNAAN DANA B. fuND uTILIzATIONa. Penyaluran Bina Lingkungan a . Penyaluran Bina Lingkungan

> BUMN Peduli 7,222 - -100.00% > SOE Cares> BUMN Pembina 12,131 10,592 -12.69% > Development SOE

Subtotal 19,353 10,592 54.73% Subtotalb. Beban Operasional 1,306 364 -72.13% b. Operating Expensesc. Biaya Dibayar di Muka, Biaya YMH Dibayar - 2,870 #DIV/0! c. Prepaid Expenses, Accrued xpenses

JuMLAH B 20,659 13,826 66.92% TOTAL B C. SALDO AKHIr (A-B) 4,848 9,456 95.05% AND SALDO (A-B)

CSr – KeTeNAgAKerJAAN KeSeHATAN DAN

KeSeLAMATAN KerJA (K3)

KeBIJAKAN K3

Angkasa Pura Airports berkomitmen terhadap

Ketenagakerjaan, Kesehatan dan Keselamatan Kerja (K3)

bagi karyawan melalui penerapan Sistem Manajemen

Keselamatan dan Kesehatan Kerja (SMK3) dan Sistem

Manajemen Pengamanan Bandar Udara. Kebijakan terkait

kesehatan dan keselamatan kerja PT Angkasa Pura I (Persero)

tercantum dalam Keputusan Direksi Nomor : KEP.143/

KP.10.43/2012 tanggal 13 Desember 2012 tentang Sistem

Manajemen Keselamatan dan Kesehatan Kerja PT Angkasa

Pura I (Persero).

Kebijakan tersebut dilaksanakan dalam rangka memenuhi

hak-hak karyawan antara lain:

• Perlindungan atas keselamatan bagi karyawan dan

pekerja lainnya serta setiap orang yang berada pada

tempat kerja Perseroan;

• Menunjang terpeliharanya kesehatan, ketahanan

fisik, daya kerja, kenyamanan kerja, keselamatan kerja,

produktivitas kerja dan efisiensi;

• Tercapainya keseimbangan antara program

pencegahan dan penyembuhan serta memberikan

motivasi karyawan agar melaksanakan upaya K3 secara

mandiri dengan menekankan upaya-upaya preventif.

Perseroan selalu melakukan monitoring terhadap penerapan

sistem Standar Manajemen Mutu, Sistem Manajemen

Pengamanan Bandar Udara dan Sistem Manajemen

Kesehatan dan Keselamatan Kerja pada seluruh Unit Kerja.

CSr – eMPLOyMeNT, OCCuPATIONAL HeALTH AND

SAfeTy

OCCuPATIONAL HeALTH AND SAfeTy POLICy

Angkasa Pura Airports is committed towards Employment,

Occupational Health and Safety for employees through the

application of Occupational Health and Safety Management

System as well as Airport Security Management System.

The policy related to occupational health and safety at

PT Angkasa Pura I (Persero) is set forth in Decision of the

Board of Directors Number: KEP.143/KP.10.43/2012 dated

December 13, 2012 concerning Occupational Health and

Safety Management System of PT Angkasa Pura I (Persero).

The policy is implemented in the context of fulfilling

employees’ rights, among other things:

• Protectionofsafetyforemployeesandotherworkersas

well as any person in the Company’s workplace;

• Supporting the maintenance of health, physical

endurance, working capacity, work comfort,

occupational safety, work productivity, and efficiency;

• Achievement of balance between prevention and

medication programs as well as motivating employees

to implement Occupational Health and Safety efforts

independently by emphasizing preventive efforts.

The Company always performs monitoring on the application

of the Quality Management Standard system, Airport Security

Management System, as well as Occupational Health and

Safety Management System to all Work Units.

327

Secara internal, sistem manajemen keselamatan dan

kesehatan kerja juga telah dirumuskan dalam Perjanjian

Kerja Bersama (PKB) antara PT Angkasa Pura I (Persero)

dengan Asosiasi Karyawan Angkasa Pura I dan Serikat

Pekerja Angkasa Pura I mengenai Keselamatan & Kesehatan

Kerja dan Lingkungan, diantaranya.

1. 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.

KeBeBASAN BerSerIKAT

Angkasa Pura Airports sangat menyadari bahwa hubungan

kerja yang baik antara perusahaan dan karyawan merupakan

prasyarat utama Perseroan dalam mencapai visi, misi dan

tujuan Perseroan. Perseroan akan mampu menjalankan

kegiatan usahanya dengan lancar dan mampu meraih

laba serta tumbuh dan berkembang sesuai dengan target

yang ditetapkan oleh pemegang saham, apabila terdapat

lingkungan kerja sehat yang saling bersinergi.

Dalam rangka mendukung hal tersebut, Perseroan

menjamin hak pekerjanya untuk berserikat, berkumpul,

dan menyampaikan pendapat. Angkasa Pura Airports

mendukung kegiatan Pekerja dalam berserikat dengan

pembentukan Serikat Pekerja PT Angkasa Pura I (Persero) /

SP.AP.I. Hubungan antara manajeman dan karyawa juga

telah dirumuskan dalam Perjanjian Kerja Bersama (PKB)

antara PT Angkasa Pura I (Persero) dengan Asosiasi Karyawan

Angkasa Pura I dan Serikat Pekerja Angkasa Pura I periode

tahun 2010-2012 dengan Nomor: SP.91/HK.06/2010-DU dan

nomor: 099/DPP-AKA/x/2010.

KeSeTArAAN DAN KeSeMPATAN KerJA yANg SAMA

Angkasa Pura Airports memperlakukan SDM tanpa

memandang unsur gender maupun ras. Penerapan prinsip

Internally, the occupational health and safety management

system has also been formulated in the Collective

Employment Agreement between PT Angkasa Pura I

(Persero) and the Employees’ Association of Angkasa Pura I

as well as the Workers’ Union of Angkasa Pura I concerning

Occupational Health & Safety and Environment, among

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.

11 Settlement of complaint.

freeDOM TO ASSOCIATe

Angkasa Pura Airports is highly aware of that a good

employment relationship between the company and

employees is the main prerequisite for the Company in

achieving its vision, mission, and objectives. The Company

will be able to run its business activities smoothly and to

make profit as well as grow and develop in accordance with

the target stipulated by shareholders, if there is a healthy,

synergizing working environment.

In order to support this matter, the Company guarantees the

right of its employees to associate, to assemble, and to express

opinion. Angkasa Pura Airports supports Workers’ activities in

associating through the establishment of Workers’ Union of

PT Angkasa Pura I (Persero) (SEKAR). The relationship between

management and employees has also been formulated in the

Collective Employment Agreement between PT Angkasa Pura

I (Persero) and the Employees’ Association of Angkasa Pura

I as well as the Workers’ Union of Angkasa Pura I for the 2010-

2012 period with decision Number: SP.91/HK.06/2010-DU and

number: 099/DPP-AKA/x/2010.

eQuALITy AND eQuAL eMPLOyMeNT OPPOrTuNITy

Angkasa Pura Airports treats its Human Resources regardless

gender or race. The implementation of the non-discrimination








non-diskriminasi menjadi dasar perusahaan berinteraksi

dengan karyawan dalam kerangka menciptakan hubungan

industrial yang harmonis. Rekrutmen karyawan dilakukan

secara transparan dan fair. Calon karyawan yang memiliki

kompetensi untuk mengisi kebutuhan Perseroan, memiliki

peluang yang sama untuk dapat menjadi karyawan Angkasa

Pura Airports. Pengembangan karyawan dilakukan sesuai

tingkat kebutuhan bagi semua karyawan untuk mendukung

pencapaian sasaran dan tujuan Perseroan dalam jangka

pendek maupun jangka panjang.

KeSeHATAN DAN KeSeLAMATAN KerJA

Dalam hal Kesehatan dan Keselamatan Kerja, Angkasa Pura

Airports memastikan pelaksanaan setiap aktivitas pekerjaan

telah sesuai dengan Sistem Manajemen Kesehatan

Keselamatan Kerja. Kesehatan dan keselamatan kerja

merupakan salah satu hal penting yang menjadi perhatian

Perseroan. Hal ini dilakukan agar karyawan dapat merasa

aman dan nyaman dalam bekerja, yang selanjutnya dapat

memotivasi mereka agar terus meningkatkan prestasi dan

produktifitas kerja guna mencapai keunggulan kompetitif.

Untuk itu, Perseroan telah menyediakan tempat kerja,

peralatan kerja, alat pelindung diri serta penyusunan

sistem dan prosedur kerja yang aman dan nyaman

sesuai dengan standar yang berlaku guna memberikan

kenyamanan, menjaga kesehatan dan keselamatan kerja

dalam melaksanakan pekerjaan perusahaan. Lebih lanjut,

Perseroan telah memfasilitasi terbentuknya Panitia Pembina

Keselamatan dan Kesehatan Kerja (P2K3).

KeSeJAHTerAAN PegAWAI

Perseroan telah memberikan jaminan atas kesejahteraan

melalui pemenuhan hak-hak pegawai sesuai dengan

peraturan perundang-undangan yang berlaku. Selain

penghasilan bulanan berupa gaji dan tunjangan transportasi,

karyawan juga memperoleh berbagai tunjangan lain seperti

tunjangan hari raya (THR), tunjangan cuti, tunjangan anak

sekolah, tunjangan perumahan dan bantuan uang duka bila

karyawan atau keluarganya mengalami musibah meninggal

dunia. Bentuk kesejahteraan karyawan lain di Angkasa Pura

Airports, meliputi:

• Jamsostek (Jaminan Kematian, Jaminan Kecelakaan

Kerja, Jaminan Hari Tua);

• Medical Check Up;

• Family Gathering;

principle serves as the basis for the Company in interacting

with employees in the context of creating a harmonious

industrial relation. Employee recruitment is conducted

transparently and fairly. Candidate employees who have the

necessary competency have equal opportunity to become an

employee of Angkasa Pura Airports. Employee development

is conducted in accordance with the requirement level for

all employees to support the achievement of the Company’s

goals and objectives in the short run and in the long run.

OCCuPATIONAL HeALTH AND SAfeTy

In terms of Occupational Health and Safety, Angkasa Pura

Airports ensures that the implementation of each working

activity has been in accordance with the Occupational

Health and Safety Management System. Occupational health

and safety is one of the important matters which become

the focus of attention of the Company. This is in order that

employees may feel safe and comfortable in performing

their work, which may in turn motivate them to continue

improving their work performance and productivity in order

to achieve comparative advantage.

For that purpose, the Company has provided workplace,

working equipment, personal protection equipment, as

well as preparation of safe, comfortable work system and

procedure in accordance with the applicable standard in

order to provide comfort and maintain occupational health

and safety in performing the company’s job. Furthermore,

the Company has facilitated the establishment of the

Occupational Health and Safety Coaching Committee.

eMPLOyee’S WeLfAre

The Company has provided guarantee on welfare by fulfilling

the employees’ rights in accordance with the applicable laws

and regulations. In addition to monthly income in the form of

salary and transportation allowance, employees also receive

various other allowances such as religious holiday allowance,

leave allowance, and bereavement pay contribution in the

event of death of an employee or his/her family member.

Other forms of employee’s welfare at Angkasa Pura Airports

consist of:

• Manpower Social Security (Death Security, Work-

Related Accident Security, Old Age Security);

• MedicalCheckUp;

• FamilyGathering;

329

Selama tahun 2013, Perseroan telah mengeluarkan dana

kompensas bagi pegawai sebagai bentuk kesejahteraan

pegawai sebesar Rp696,15 miliar.

URAIAN | DESCRIPTION 2013 KOMPOSISI COMPOSITION (%)

Gaji/upah|Salary/wage 91.075.641 13,08

Tunjanganoperasional|Operational allowance 202.073.341 29,03

Tunjanganpangan&beras|Food & rice allowance 5.646.552 0,81

TunjanganPPh| Income Tax allowance 65.479.120 9,41

Pakaiandinas|Work uniform 11.544.835 1,66

TunjanganPendidikananak|Children’s Education Allowance 26.637.831 3,83

Bonus|Bonus 126.664.576 18,20

Mutasipegawai|Employee mutation 3.729.913 0,54

Obat-obatandandokter|Medicines and doctor 33.963.247 4,88

Tunjangantransport| Transportation allowance 75.446.861 10,84

Tunjanganhariraya|Religious holiday allowance 27.020.802 3,88

Tunjangancuti|Leave allowance 26.342.053 3,78

Lain-lain| Miscellaneous 523.669 0,08

Jumlah | Total 696.148.442 100,00

Kesejahteraan Pegawai(dalam ribu Rupiah)

MANfAAT PASCA KerJA

Sesuai dengan Undang-undang Ketenagakerjaan Nomor

13/2003 tanggal 25 Maret 2003, Perseroan diwajibkan

memberikan manfaat pasca kerja kepada seluruh karyawan

tetapnya. Manfaat yang meliputi uang pemutusan hubungan

kerja, penghargaan masa kerja, serta kompensasi tersebut

diberikan apabila karyawan mengakhiri masa kerjanya baik

karena pensiun maupun meninggal dunia.

Perseroan mempunyai dua program untuk memenuhi

liabilitas di atas, yaitu: (1) Progam Dana Pensiun Manfaat

Pasti, dan (2) Program Tunjangan Hari Tua (THT). Selain itu

juga Perseroan memberikan Tunjangan kepada pegawai

perusahaan yang telah memenuhi persyaratan ketentuan

perusahaan yaitu Tunjangan Perumahan, Penghargaan

Pengabdian dan Tunjangan Kesehatan kepada pensiunan

perusahaan.

Perusahaan wajib menanggung dan membukukan

kekurangan biaya apabila manfaat yang diberikan kedua

program tersebut tidak mencukupi melalui pembentukan

• Bonus tahunan;

• Jasa Produksi;

• Cuti.

• AnnualBonus;

• ProductionFee;

• Leave.

In 2013, the Company has issued compensation fund for

employees as a form of employee’s welfare in the amount of

Rp696.15 billion.

employee’s Welfare(in thousand rupiah)

POST-eMPLOyMeNT BeNefIT

Pursuant to the Manpower Law Number 13/2003 dated

March 25, 2003 the Company is obligated to provide post-

employment benefit to all its permanent employees. The

benefit, which consists of severance pay, length of service

award, and compensation, is provided when an employee

ends his/her service period due to retirement or death.

The Company has two programs to fulfill the above liabilities,

namely: (1) Defined Benefit Pension Fund Program, and (2)

Old Age Allowance Program. In addition, the Company also

provides Allowance to its employees who have fulfilled the

requirements of the company’s provision namely Housing

Allowance, Dedication Award, and Health Allowance to its

retirees.

The Company is obligated to bear and book the shortage

of cost if the benefit provided by both programs is not








penyisihan. Penyisihan tersebut telah dibebankan pada

periode berjalan.

PrOgrAM DANA PeNSIuN MANfAAT PASTI

Jumlah iuran yang ditanggung karyawan adalah 5,00% dari

penghasilan dasar pensiun dan yang ditanggung Perseroan

21,20%. Iuran untuk program pensiun dibebankan dan

dibayar selama masa kerja. Jumlah iuran Perseroan kepada

program pensiun diakui sebagai beban pada saat iuran

tersebut dibayar atau terutang.

Program pensiun menyediakan manfaat pensiun untuk

karyawan dan keluarganya pada saat mencapai usia pensiun

dalam bentuk pembayaran berkala yang diatur dalam Surat

Keputusan Direksi Nomor KEP.1156/KU.60/1998 tanggal 6

Oktober 1998 yang telah diubah melalui Surat Keputusan

Direksi Nomor KEP.19/KU.60/2000 tanggal 11 Mei 2000.

Progam pensiun tersebut dikelola oleh Dana Pensiun

Angkasa Pura (DAPENRA) terhitung tanggal 1 Januari 2000

sesuai Surat Keputusan Menteri Keuangan RI No. KEP.39/

KM.17/1999 tanggal 15 November 1999.

PrOgrAM THT

Jumlah iuran yang ditanggung karyawan adalah 5,00% dari

gaji pokok ditambah tunjangan keluarga dan perusahaan,

dan yang ditanggung Perseroan 37,74%. Iuran untuk program

THT dibebankan dan dibayar selama masa kerja. Jumlah

iuran perusahaan kepada program THT diakui sebagai beban

pada saat iuran tersebut dibayar atau terutang.

Program THT menyediakan manfaat pembayaran sekaligus

yang diatur dalam Keputusan Bersama Direksi Perum

Angkasa Pura I dan Perum Angkasa Pura II Nomor KEP.305/

KP.30.7.1/1998 dan KEP.165A/PAP.I/x/1998 tanggal 1 Oktober

1998 jo Perjanjian Kerja Bersama antara PT Angkasa Pura

I (Persero) dengan Asosiasi Karyawan Angkasa Pura I

dan Serikat Pekerja Angkasa Pura I priode 2010 - 2012

dengan pernjajian No.SP.91/HK.06/2010-DU, No. 099/DPP-

AKA/x/2010, No SP. AP.I.01/PKB/x/2010 tanggal 15 Oktober

2010.

Progam THT tersebut dikelola oleh Yayasan Kesejahteraan

Karyawan Angkasa Pura I (YAKKAP I) terhitung tanggal 6 Mei

2003 sesuai dengan Akta Pendirian nomor 2 tahun 2003 dan

Akta Perubahan nomor 2 tahun 2003 yang dibuat di hadapan

sufficient by making allowance. Such allowance has been

expensed in the current period.

DefINeD BeNefIT PeNSION fuND PrOgrAM

The amount of contribution borne by employees is 5.00%

of pension basic income, while the Company bears 21.20%.

Contribution for pension program is expensed and paid

throughout the service period. The Company’s total

contribution to pension program is recognized as expense

when the contribution is paid or due.

The pension program provides pension benefit for

employees and their family members upon reaching the

retirement age in the form of periodic payment, which

is governed in Decision Letter of the Board of Directors

Number KEP.1156/KU.60/1998 dated October 6, 1998

which has been amended by Decision Letter of the Board

of Directors Number KEP.19/KU.60/2000 dated May 11, 2000.

The pension program is managed by Angkasa Pura Pension

Fund (DAPENRA) effective from January 1, 2000 by virtue of

Decree of the Ministry of Finance of the Republic of Indonesia

No. KEP.39/KM.17/1999 dated November 15, 1999.

OLD Age ALLOWANCe PrOgrAM

The amount of contribution borne by employees is 5.00%

of basic salary plus family and company allowances, and

the amount borne by the Company is 37.74%. Contribution

for the Old Age Allowance program is paid throughout the

service period. Total Company’s contribution to the Old Age

Allowance program is recognized as expense when the

contribution is paid or due.

The Old Age Allowance program provides a lump sum

payment benefit which is governed in Joint Decision

of the Boards of Directors of Perum Angkasa Pura I and

Perum Angkasa Pura II Number KEP.305/KP.30.7.1/1998 and

KEP.165A/ PAP.I/x/1998 dated October 1, 1998 jo Collective

Employment Agreement between PT Angkasa Pura I

(Persero) and the Employees’ Association of Angkasa Pura I

as well as the Workers’ Union of a Angkasa Pura I for the 2010

- 2012 period through agreement No.SP.91/HK.06/2010-DU,

No. 099/DPP-AKA/x/2010, No SP. AP.I.01/PKB/x/2010 dated

October 15, 2010.

The Old Age Allowance program is managed by the

Employees’ Welfare Foundation of Angkasa Pura I (YAKKAP

I) effective from May 6, 2003 in accordance with Deed of

Establishment number 2 year 2003 and Deed of Amendment

331

Notaris Milly Karmila Sereal, S.H., sebagaimana telah disahkan

oleh Menteri Kehakiman dan HAM dalam keputusannya

No. C -116.HT.01.02.TH.2003 tanggal 19 September 2003

dan diumumkan dalam Berita Negara Nomor 89, tanggal

14 Oktober 2003, Tambahan Berita Negara Nomor 112

kemudian diubah dengan akta Notaris H. Yunardi, S.H.,

Nomor 17 tanggal 14 Februari 2006 sebagaimana telah

diperbaiki dengan akta notaries yang sama nomor 7 tanggal

9 Maret 2006, serta telah diumumkan dalam Berita Negara

Republik Indonesia No. 68 tanggal 25 Agustus 2006.

urAIAN | DESCRIPTION 2013 KOMPOSIS I COMPOSITION (%)

DanaPensiun|Pension Fund 98.610.170 63,91

TunjanganHariTua|Old Age Allowance 45.610.584 29,56

KesehatanpascaKerja|Post-Employment Health 9.550.789 6,19

PenghargaanPengabdian|Dedication Award 526.581 0,34

Jumlah | Total 154.298.124 100,00

Imbalan Pasca Kerja(dalam ribu Rupiah)

TINgKAT TurN Over KAryAWAN

Perputaran karyawan selama tahun 2013 disebabkan oleh

beberapa alasan antara lain: pensiun, meninggal dunia,

mengundurkan diri, dan sebagainya. Tingkat turn over

karyawan di Angkasa Pura Airports tahun 2013 sebanyak 179

orang atau sebesar 4,92% dibandingkan dengan tingkat turn

over karyawan tahun 2012 sebesar 5,98%. Hal ini disebabkan

oleh jumlah karyawan yang memasuki masa pensiun turun

dibandingkan tahun sebelumnya.

Turn Over Karyawan 2012-2013

TAHUNYEAR

JUMLAH KARYAWAN KELUARNUMBER OF RESIGNING EMPLOYEES

JUMLAH KARYAWANNUMBER OF EMPLOYEES

TURN OVER (%)

2012 220 3.678 5.98

2013 179 3.641 4.92

JuMLAH KeCeLAKAAN KerJA PegAWAI

Angkasa Pura Airports berkomitmen terhadap penerapan

Sistem Manajemen Keselamatan dan Kesehatan Kerja

dengan target zero accident. Selama tahun 2013, tidak

terdapat kecelakaan kerja di wilayah operasional Angkasa

Pura Airports baik oleh pegawai tetap maupun pegawai

outsource, sehingga rasio tingkat kecelakaan kerja sebesar 0%.

number 2 year 2003 passed before Notary Milly Karmila

Sereal, S.H., which has been validated by the Minister of

Justice and Human Rights by virtue of his decree No. C

-116.HT.01.02.TH.2003 dated September 19, 2003 and was

announced in State Gazette Number 89, dated October 14,

2003, Supplement to the State Gazette Number 112, which

was subsequently amended by deed of Notary H. Yunardi,

S.H., Number 17 dated February 14, 2006 as revised by deed

of the same notary number 7 dated March 9, 2006, which

was announced in State Gazette of the Republic of Indonesia

No. 68 dated August 25, 2006.

Post-employment Benefit(in thousand rupiah)

eMPLOyee TurNOver rATe

Employee turnover in 2013 was caused by several reasons,

among other things: retirement, death, resignation, etc. The

employee turnover rate at Angkasa Pura Airports in 2013

was 179 persons or 4.92%, compared to employee turnover

rate of 5.98% in 2012. This is also because the number of

employees who entered the retirement decreased compared

to the previous year.

employee Turnover in 2012-2013

NuMBer Of eMPLOyee’S WOrK-reLATeD ACCIDeNTS

Angkasa Pura Airports is committed to the application of the

Occupational Health and Safety Management System with

the target of zero accident. In 2013, no work-related accident

in the operating area of Angkasa Pura Airports was suffered

by permanent or outsourcing employees, so that the work-

related accident level ratio was 0%.








PrOgrAM KeSeLAMATAN DAN KeSeHATAN KerJA (K3)

2013

1. Pemeriksaan kesehatan Pegawai yang terdiri dari :

a. Pemeriksaan kesehatan pra kerja. Pemeriksaan ini

bertujuan agar kondisi kesehatan pegawai sesuai

dengan jenis pekerjaan yang dilaksanakan (fit to

work).

b. Pemeriksaan kesehatan berkala/rutin. Perseroan

telah melaksanakan Medical Check-Up rutin setiap

1 (satu) tahun sekali sebagai upaya preventif dan

deteksi dini penyakit akibat/terkait kerja. Salah

satu pemeriksaan yang dilaksanakan adalah

pemeriksaan ketajaman penglihatan, pemeriksaan

butawarna, dan pemeriksaan Audiometri /test

pendengaran untuk pegawai operasional.

2. Penyediaan Alat Pelindung Diri (APD)bagi pegawai

sesuai standar International Civil Aviation Organization

(ICAO) atau persyaratan lain yang ditetapkan,

contohnya :

a. pelindung telinga (earplug atau earmuff ) untuk

personil AMC dan teknisi/operator genset.

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

Table of Number of employee’s Work-related Accidents

Statistik Jumlah Kecelakaan KerjaStatistics of Number of Work-related Accidents

2.5

2

1.5

1

0.5

02009 2010 2011 2012 2013

1 1 1

0

2

OCCuPATIONAL HeALTH AND SAfeTy PrOgrAM IN

2013

1. Employee’s medical check-up which consists of:

a. Pre-employment medical check-up. This

examination has the objective that employee’s

health condition is in accordance with the type of

work performed (fit to work).

b. Periodic/routine medical check-up. The Company

has implemented routine Medical Check-Up

on a yearly basis as a preventive effort and early

detection of work-related diseases. Among the

examinations performed are eyesight examination,

color-blind examination, and Audiometric

examination/hearing test for operational staffs.

2. Provision of Personal Protection Equipment for

employees in accordance with the International

Civil Aviation Organization (ICAO) standard or other

stipulated requirements, such as:

a. Ear protector (earplug or earmuff) for AMC

personnel and generator set technicians/operators.

333

b. safety shoes, safety helmet, baju tahan panas dan

tahan api, alat bantu pernapasan untuk petugas

Fire Fighting and Rescue.

c. Safety helmet, safety shoes, safety vest, masker,

untuk pegawai proyek pengembangan bandar

udara.

3. Penyediaan sistem proteksi kebakaran aktif maupun

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.

PeNANgguNg JAWAB OrgANISASI K3

Tahun 2012, penanggung jawab pengelolaan K3 melekat

pada Deputi Direktur Administrasi Personalia bidang

Kesejahteraan Personil. Sedangkan untuk pengelolaan

lingkungan hidup di Biro Perencanaan & Sistem Informasi

Manajemen.

Tahun 2013, saat restrukturisasi organisasi, dibentuklah

Safety, Health, Environment Group Head yang salah satu

tanggung jawabnya adalah pengelolaan K3 dan lingkungan

hidup.

SurveI KePuASAN KAryAWAN

Perseroan telah melakukan survei kepuasan karyawan dalam

rangka mengukur tingkat enggagement pegawai terhadap

Angkasa Pura Airports. Hasil survei menjadi pertimbangan

manajemen untuk merumuskan upaya-upaya peningkatan

enggagement pegawai terhadap perusahaan. Tahun

2013, tingkat kepuasan karyawan sebesar 3,78, meningkat

dibandingkan tingkat kepuasan karyawan tahun 2012

sebesar 3,69.

b. Safety shoes, safety helmet, heatproof and

fireproof clothing, respiratory aid equipment for

Fire Fighting & Rescue officers.

c. Safety helmet, safety shoes, safety vest, and mask

for airport expansion project employees.

3. Provision of active and passive fire protection system

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.

PerSON-IN-CHArge fOr THe OrgANIzATION Of

OCCuPATIONAL HeALTH AND SAfeTy

In 2012, the person-in-charge for the management of

Occupational Health and Safety was inherent on Personnel

Administration Deputy Director for Personnel Welfare.

Meanwhile, the person-in-charge for the environmental

management was placed on Bureau of Planning &

Management Information System.

In 2013, during the organizational restructuring, the Safety,

Health, and Environment Group Head was established,

whose responsibility, among others, was the management

of Occupational Health and Safety and environment.

eMPLOyee SATISfACTION Survey

The Company has conducted an employee satisfaction

survey in the context of measuring employees’ engagement

level to Angkasa Pura Airports. The survey result serves

as management’s consideration in formulating efforts of

improving employees’ engagement to the company. In 2013,

employee satisfaction level was 3.78, increased compared to

employee satisfaction level of 3.69 in 2012.









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

Perencanaan

3,73 3,79 Management, Communication, and Planning

Rekruitmen dan Pola Karir 3,45 3,50 Recruitment and Career Pattern

Remunerasi 3,73 3,74 Remuneration

Keterkaitan Tenaga Kerja 3,75 Employees’ Engagement

Visi, Misi & Nilai-Nilai Perusahaan 4,10 Company’s Vision, Mission & Values

Rerata 3,69 3,78 Average

CSr - KONSuMeN

Untuk meningkatkan pelayanan kepada masyarakat yang

menjadi konsumen Angkasa Pura Airports, perusahaan

berkomitmen dengan menyediakan layanan informasi

konsumen untuk memudahkan konsumen dalam mencari

informasi mengenai perusahaan, pusat pengaduan

konsumen, program engagement konsumen dan program

peningkatan layanan.

PuSAT INfOrMASI DAN PeNgADuAN

Perseroan telah membentuk pusat informasi dan pengaduan

konsumen. Pusat pengaduan konsumen ini dapat diakses

melalui beberapa saluran antara lain:

1. Website perusahaan via “Kontak Kami” alamat website:

www.angkasapura1.co.id;

2. Telepon perusahaan (021) 6541961 ext. 2115; dan

3. Customer service di masing-masing Bandara.

4. Email perusahaan: humas@angkasapura 1.co.id.

MeKANISMe PeNyeLeSAIAN KeLuHAN KONSuMeN

Melalui pusat pengaduan, Perseroan akan memberikan

respon yang cepat atas pengaduan yang masuk dan

penyelesaian secara bijak. Mekanisme pengelolaan

pengaduan sebagai berikut.

1. Angkasa Pura Airports memiliki standar dalam

merespon atas pengaduan konsumen yaitu 1 x 24 jam.

2. Pengaduan yang masuk melalui saluran aduan via

website, telepon dan email Perseroan diterima oleh

Departemen Corporate Communication.

CSr - CONSuMerS

To improve service to people who become the consumers

of Angkasa Pura Airports, the company is committed

by providing consumer information service to facilitate

consumers in finding information on the company,

consumer complaint center, consumer engagement

program, and service improvement program.

INfOrMATION AND COMPLAINT CeNTer

The Company has established a consumer information

and complaint center. This consumer complaint center is

accessible through several channels, among other things:

1 Company website through “Contact Us” at website

address: www.angkasapura1.co.id;

2 Company telephone number (021) 6541961 ext. 2115; and

3 Customer service at the respective airports.

4 Company email: [email protected].

CONSuMer COMPLAINT SeTTLeMeNT MeCHANISM

Through the complaint center, the Company will give quick

response to incoming complaints and a discreet settlement.

The mechanism of complaint management is as follows:

1. Angkasa Pura Airports has a standard in responding to

consumer complaints, namely 1 x 24 hours.

2. Incoming complaints through the complaint channel

on the Company’s website, telephone and email

are received by the Corporate Communication

Department.

335

3. Pengaduan yang masuk melalui kantor cabang/

bandara diterima oleh Customer Service.

4. Unit penerima pengaduan akan memberikan jawaban

sebagai respon terhadap keluhan kepada konsumen

bahwa keluhan telah diterima dan akan segera diproses

oleh unit yang terkait dengan materi keluhan.

5. Unit penerima pengaduan menyampaikan pengaduan

keluhan dari konsumen kepada unit terkait.

6. Selanjutnya keluhan konsumen diproses dan

diselesaikan oleh unit terkait. Unit terkait

menginformasikan hasil tindak penyelesaian

keluhan kepada unit penerima keluhan. Kemudian

unit penerima keluhan menyampaikan hasil tindak

lanjut penyelesaian kepada konsumen dalam proses

penyelesaian keluhan.

Selama tahun 2013, Angkasa Pura Airports mendapatkan

aduan/keluhan dari konsumen sebanyak 411 keluhan

dengan tingkat penyelesaian pengaduan sebesar 100%.

Adapun data pengaduan konsumen periode 2013 adalah

sebagai berikut.

BANDArAAIRPORT

JuMLAH PeNgADuANNUMBER OF COMPLAINTS

TINgKAT PeNyeLeSAIANSETTLEMENT RATE

Bandara Juanda 9

100%

Bandara Sultan Hasanuddin 7

Bandara Sepinggan 19

Bandara Frans Kaisiepo 78

Bandara Sam Ratulangi 17

Bandara Adi Sutjipto 80

Bandara Syamsudin Noor 46

Bandara Lombok 133

Bandara Pattimura 3

Bandara Adi Soemarmo 19

Total 411

PrOgrAM PeNINgKATAN KuALITAS LAyANAN DAN

eNgAgeMeNT KONSuMeN

Angkasa Pura Airports telah melakukan berbagai upaya

dalam rangka meningkatkan tingkat kepercayaan publik dan

kepuasan konsumen atas pelayanan jasa kebandarudaraan.

Upaya-upaya tersebut mencakup baik kegiatan peningkatan

kualitas pelayanan maupun kegiatan enggagement

terhadap konsumen.

Program kegiatan yang telah dilakukan tahun 2013 antara

lain:

1. Program peningkatan kualitas pelayanan meliputi:

a. Pengembangan bandara I Gusti Ngurah Rai

3. Incoming complaints through branch offices/airports

are received by Customer Service.

4. The complaint receiving unit will answer to the

consumer as a response to the complaint that the

complaint has been received and will immediately be

processed by the unit related to content of complaint.

5. The complaint receiving unit passes the consumer

complaint to the relevant unit.

6. Subsequently, consumer complaint is processed and

settled by the relevant unit. The relevant unit informs the

result of complaint settlement action to the complaint

receiving unit. After that, the complaint receiving unit

conveys the result of settlement follow-up to the

consumer in the complaint settlement process.

In 2013, Angkasa Pura Airports received 411 complaints/

grievances from consumers with the complaint settlement

rate of 100%. Meanwhile, consumer complaint data for the

2013 period is as follows:

ServICe QuALITy IMPrOveMeNT AND CONSuMer

eNgAgeMeNT PrOgrAM

Angkasa Pura Airports has made various efforts in the

context of increasing the level of public trust and customer

satisfaction on airport services. These efforts include

service quality improvement activities as well as consumer

engagement improvement activities.

The activity programs implemented in 2013 were, among

other things:

1. Service quality improvement program, which consists of:

a. Expansion of I Gusti Ngurah Rai Airport (Bali) and








(Bali) dan Bandara Sepinggang (Balikpapan)

dan Pengembangan Terminal 2 Bandara Juanda

(Surabaya);

b. Pengembangan Terminal 2 Bandara Juanda

(Surabaya)

c. Pembangunan General Aviation Terminal di

Bandara I Gusti Ngurah Rai (Bali)

d. Pembangunan Airport Hotel di Surabaya, Makassar,

dan Bali.

e. Diklat untuk peningkatan kompetensi SDM atau

tenaga operasional bandara.

2. Program enggagement konsumen melalui kegiatan

gathering terhadap airlines baik domestik maupun

international, mitra kerja, INACA, YLKI, Regulator dan

tenant.

CuSTOMer SATISfACTION INDeX

Guna mendukung percepatan peningkatan pencapaian

customer satisfaction, Perseroan membangun sistem yang

terintegrasi melalui ERP yang berbasis web, juga sebagai

langkah konkret perusahaan untuk mencapai Customer

Satisfaction Index (CSI) yang berskala internasional dan

peningkatan pendapatan non aeronautika. Perseroan

senantiasa memberikan dorongan kepada pelanggan

untuk menjalin ikatan hubungan yang kuat dengan

perusahaan untuk memahami dengan seksama espektasi

dan kebutuhan pelanggan. Dengan demikian, Perseroan

dapat meningkatkan kepuasan pelanggan dengan

memaksimalkan pengalaman yang menyenangkan dan

meminimalkan ketidakpuasan.

Kepuasan pelanggan dapat menciptakan loyalitas pelanggan

kepada Perseroan yang memberikan kualitas memuaskan.

Kualitas layanan bisa diukur dengan menggunakan dimensi

kualitas yang diungkapkan melalui, yaitu:

1. Tangible (bukti fisik)

Kualitas peralatan pesawat, penampilan karyawan/

awak, kenyamanan ruang transit, kondisi dan

Sepinggan Airport (Balikpapan)

b. Expansion of Terminal 2 at Juanda Airport

(Surabaya)

c. Construction of the General Aviation Terminal at I

Gusti Ngurah Rai Airport (Bali)

d. Construction of Airport Hotels at Surabaya,

Makassar, and Bali.

e. Education and Training to improve the competency

of human resources or operational staffs at the

airports.

2. Consumer engagement program is implemented

through gathering activity for domestic and

international airlines, work partners, INACA, YLKI,

Regulator and tenants.

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

Kegiatan gathering Konsumen 2013 Consumer gathering Activities in 2013

CuSTOMer SATISfACTION INDeX

In order to support the acceleration of customer satisfaction

achievement, the Company developed an integrated system

through web-based ERP, which also serves as a concrete step

taken by the company in achieving Customer Satisfaction

Index (CSI) at the international scale and increasing non-

aeronautics revenues. The Company always encourages

its customers to establish a strong relationship with the

company in order to understand customer’s expectation

and needs thoroughly. Hence, the Company can increase

customer satisfaction by maximizing pleasant experience

and minimizing dissatisfaction.

Customer satisfaction can create customer loyalty to a

Company which delivers satisfactory quality. Service quality

can be measured by using the dimensions of quality as

disclosed by:

1. Tangible (physical) evidence

Quality of aircraft, appearance of employees/flight

attendants, comfortable transit room, aircraft condition

337

interior pesawat, kelonggaran ruang dalam pesawat,

kenyamanan sandaran kaki.

2. Responsiveness (daya tanggap)

Kesediaan karyawan dalam mendengar keluhan

penumpang, kesediaan personil untuk membantu

penumpang pada saat check in, informasi

keberangkatan.

3. Reliability (keandalan)

Kecepatan pengantaran bagasi, ketepatan jadual

keberangkatan/kedatangan, kesesuaian informasi

keberangkatan, Ketepatan Boarding time.

4. Emphaty (kepedulian)

Keramahan personil dalam melayani penumpang,

sopan santun karyawan membantu penumpang.

5. Assurance (jaminan)

Keamanan selama penerbangan.

Survei kepuasan pelanggan pada tahun 2013 dilaksanakan

di 4 (empat) Kantor Cabang/Bandara antara lain: Bandara

Denpasar Bali, Bandara Surabaya, Bandara Ujungpandang,

dan Bandara Balikpapan. Survei kepuasan pelanggan

menggunakan Customer Satisfaction Index sesuai standar

Airport Council International (ACI). Hasil survei menunjukkan

bahwa pelanggan merasa puas dengan rincian skor antara

lain:

1. Bandara I Gusti Ngurah Rai-Bali skor 2,57 dengan

indeks “Cukup Sekali”.

2. Bandara Juanda-Surabaya skor 3,27 dengan indeks

“Puas Sekali”.

3. Bandara Sultan Hasanuddin-Makassar skor 3,52 dengan

indeks “Puas Sekali”.

4. Bandara Sepinggan-Balikpapan skor 3,72 dengan

indeks “Puas Sekali”.

grafik Customer Satisfaction Index 2013Chart of the 2013 Customer Satisfaction Index

and interior, spacious room in the aircraft, comfortable

leg support

2. Responsiveness

Employee’s willingness to listen to passenger

complaints, personnel’s willingness to assist passengers

during check-in, departure information

3. Reliability

Speed of baggage delivery, timeliness of departure/

arrival schedule, conformance of departure information,

Accuracy of Boarding time

4. Empathy (care)

Personnel’s friendliness in serving passengers,

employee’s manner in assisting passengers

5. Assurance (guarantee)

In-flight security

In 2013, customer satisfaction survey was conducted at 4

(four) Branch Offices/Airports, among other things: Denpasar

Airport Bali, Surabaya Airport, Ujungpandang Airport, and

Balikpapan Airport. Customer satisfaction survey uses the

Customer Satisfaction Index in accordance with Airport

Council International (ACI) standard. The result of survey

shows that customers are satisfied, with the details of score,

among other things, as follows:

1. I Gusti Ngurah Rai Airport Bali: the score of 2.57 with the

index of “Fairly Satisfied”.

2. Juanda-Surabaya Airport: the score of 3.27 with the

index of “Very Satisfied”.

3. Sultan Hasanuddin-Makassar Airport: the score of 3.52

with the index of “Very Satisfied”.

4. Sepinggan-Balikpapan Airport: the score of 3.72 with

the index of “Very Satisfied”.








hUman resoUrcesSumber Daya Manusia

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.




SUMBER DAYA MANUSIA PERUSAHAANHUMAN RESOURCES

DATA pERUSAHAANCORpORATE pROfIlE


Human Capital (HC) merupakan bagian integral dari sistem

yang membentuk organisasi. Perseroan senantiasa berupaya

untuk meningkatkan keterampilan dan kemampuan HC

guna mencapai kinerja dan produktivitas yang optimal.

Peningkatan ini akan mendorong akselerasi proses

transformasi Perseroan menuju Airport City.

Perseroan memiliki kebijakan perlakuan yang sama bagi

seluruh pegawai. Perseroan membuka kesempatan

yang sama bagi seluruh pegawai dalam meningkatkan

kompetensi, pengembangan karir dan melaksanakan tugas

secara profesional tanpa membedakan suku, agama, ras,

golongan, gender dan kondisi fisik sesuai dengan potensi,

kemampuan dan keterampilan yang dipersyaratkan.

Survei kepuasan pegawai mencapai skor 3,78 dengan

menggunakan skala Likert. Berdasarkan survei kepuasan

pegawai, aspek kepuasan yang diukur meliputi peran

pegawai, penghargaan, sanksi dan keamanan kerja,

lingkungan kerja, penilaian kinerja, pendidikan dan pelatihan,

manajemen, komunikasi dan perencanaan, rekrutmen dan

pola karir, penghasilan, jaminan kesehatan, THT, pensiun,

keterikatan tenaga kerja, visi, misi dan nilai-nilai perusahaan.

Sedangkan berdasarkan hasil survei kepuasan pegawai

yang dilaksanakan di seluruh wilayah kerja Perseroan

yang bekerjasama dengan pihak ketiga untuk menjaga

indenpendensi menyatakan bahwa pegawai merasa puas

walaupun masih terdapat beberapa faktor yang masih harus

disempurnakan seperti pola karir. Hasil tersebut menjadi

ukuran bagi Perseroan dalam mengetahui sejauh mana

kenyamanan atas lingkungan kerja yang dirasakan oleh HC.

Perseroan senantiasa merujuk pada hasil yang dapat diukur

melalui KPI dalam membentuk pola manajemen kinerja.

Dalam upaya meningkatkan kapabilitas dan kompetensi

HC, perlu segera dibangun, dibenahi dan dipelihara

sistem database kepegawaian; sistem dan prosedur kerja,

pola karier yang mendorong motivasi karyawan untuk

bekerja; sistem kepangkatan dan remunerasi yang fair dan

transparan; sistem dan mekanisme pendidikan dan latihan

yang menunjang dan memacu kemampuan teknis dan

manajerial HC sehingga tercipta iklim kerja yang semakin

kondusif.

Human Capital (HC) is an integral part of the system which

forms the organization. The Company always makes an effort

of improving the skill and capacity of its Human Capital in

order to achieve the optimum performance and productivity.

The improvement will encourage the acceleration of the

Company’s transformation process to become an Airport

City.

The Company provides equal opportunity for all employees

for improving their competency, developing their career,

and performing their duties professionally without making

a differentiation based on ethnicity, religion, race, class,

gender, and physical condition, in accordance with the

required potential, capacity, and skill.

Based on the employee satisfaction survey, the satisfaction

aspect, which consists of employee’s role, appreciation,

sanction and occupational security, working environment,

performance assessment, education and training,

management, communication and planning, recruitment

and career pattern, income, health security, old age benefit,

pension, employee engagement, vision, mission and

corporate values reached the score of 3.78 on Likert scale.

Meanwhile, based on the result of employee satisfaction

survey conducted in all of the Company’s working areas

in cooperation with a third party in order to maintain

independency stated that employees were satisfied,

although there were still several factors which need

enhancement, such as career pattern.

The result is used as a measurement for the Company

in identifying to what extent its Human Capital feels

comfortable with the working environment. In establishing

its performance management pattern, the Company

always refers to measurable results through KPIs. In

the effort of improving Human Capital’s capability and

competency, the Company needs to immediately develop,

organize, and maintain employees database system; work

system and procedure, career pattern which stimulates

employees’ motivation to work; fair, transparent grading and

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.

341

human Capital roadmap

Rencana kerja pengembangan Human Capital adalah

langkah-langkah yang akan dilaksanakan dalam periode

tahun 2011-2015 yang dijabarkan pada setiap tahun dan

untuk mencapai sasaran pada setiap akhir tahunnya. Di

dalam program peningkatan kualitas HC Angkasa Pura

Airports, disusun berdasarkan tema-tema tahunan, sebagai

berikut.

Diagram Peningkatan Kualitas Pegawai Angkasa Pura Airports

SustainableHigh

PerformanceHuman Capital

WORLD CLASSAIRPORT

COMPANY

HighPerformanceHuman Capital

HCQuality

AccelerationTransitionSystemEstablishmentRe

Positioning &ReStructuring

2011 2012 2013 2014 2015

Tema dan rencana peningkatan kualitas Human Capital

setiap tahunnya dijabarkan sebagai berikut :

2011 : rE-positioninG and rE-struCturinG,

Perseroan melakukan restrukturisasi organisasi

serta mendefinisikan kembali sistem pengelolaan/

pembinaan pegawai dan nilai-nilai perusahaan

selaras dengan arah reposisi dan restrukturisasi bisnis

perusahaan.

2012 : transition/systEm EstaBlishmEnt,

Perseroan melakukan migrasi dari Merit System ke

Human Capital Management System yang telah

dirumuskan di tahun 2011.

HuMAN CAPITAL rOADMAP

Human Capital development work plan contains the

measures to be implemented in the 2011-2015 period,

elaborated for each year in order to achieve the stipulated

goals at the end of a relevant year. The Human Capital quality

improvement program of Angkasa Pura Airports is prepared

based on annual themes as follows:

Chart of Angkasa Pura Airports’ employee Quality Improvement

The themes and plan for human capital quality improvement

for each year are elaborated as follows:

2011: rePOSITIONINg and reSTruCTurINg

The Company has conducted organizational

restructuring and redefining of employee

management/development as well as corporate

values in line with the direction of reposition and

restructuring of the company’s business.

2012: TrANSITION/SySTeM eSTABLISHMeNT

The Company has migrated from the merit system

to human capital management system which was

formulated in 2011.







2013 : aCCElEration,

Perseroan melakukan percepatan peningkatan kinerja

pegawai sesuai Human Capital Management System.

2014 : hiGh pErformanCE human Capital,

Terwujudnya pegawai berkinerja tinggi yang memiliki

5 (lima) kompetensi wajib personil Angkasa Pura

Airports sebagai pilar utama pengelola “world class

airport company”, yakni :

1. Understanding of Airport Business.

2. Ability to Manage Change.

3. Ability to manage Culture.

4. Personnel Credibility.

5. Delivery of HR Best Practice.

2015 : sustainaBlE hiGh pErformanCE human

Capital,

Menjaga dan meningkatkan kinerja human capital

managemen system yang efektif untuk menghasilkan

pegawai berkinerja tinggi secara berkelanjutan/terus

menerus.

eksekusi Model Kelola SDM (human Capital management system)

execution of Human Capital Management System

REWARDMANAGEMENTNT

LEARNINGMANAGEMENTNT

performance

manaGemenT

TALENTMANAGEMENTNT

orGanizaTion manaGemenT

compeTency

manaGem

enT

DisTincT Jobprofile

human Capital manaGEmEnt systEm

2013 : ACCeLerATION

The Company performed acceleration in the employee

performance improvement in accordance with the

human capital management system.

2014 : HIgH PerfOrMANCe HuMAN CAPITAL

The actualization of high-performance employees

with 5 (five) mandatory competencies for Angkasa

Pura Airports’ personnel as the main pillar in the

management of the “world-class airport company”,

namely:

1. Understanding of Airport Business.

2. Ability to Manage Change.

3. Ability to Manage Culture.

4. Personnel Credibility.

5. Delivery of HR Best Practice.

2015 : SuSTAINABLe HIgH PerfOrMANCe HuMAN

CAPITAL

Maintaining and improving the effective performance

of human capital management system in order to

continuously produce high performance employees.

HuMAN CAPITAL MANAgeMeNT SySTeM

343

Human Capital Management System yang dikembangkan

oleh Angkasa Pura Airports meliputi rewards management,

talent management, dan learning management. Ketiga

sistem pengelolaan manajemen HC tersebut dikembangkan

selaras dengan organization management, performance

management, dan competency management.

Manajemen remunerasi (reward management)

Sistem yang berupa perumusan dan pelaksanaan strategi

dan kebijakan yang bertujuan untuk menghargai orang

secara adil, merata dan konsisten sehingga mampu

memotivasi pegawai untuk berperilaku produktif.

Manajemen Bakat (talent management)

Sistem yang bertujuan untuk mengidentifikasi, memilih,

menempatkan, mengembangkan, dan mempertahankan

karyawan berbakat untuk berkontribusi dan menambahkan

nilai-nilai perusahaan dalam rangka memenuhi peran

sumber daya manusia sebagai mitra bisnis strategis.

Manajemen Pembelajaran (learning management)

Kemampuan untuk menganalisis, merancang,

mengembangkan, menerapkan dan mengevaluasi strategi

untuk mengembangkan kompetensi karyawan dan

menjamin kemampuan mereka untuk memberikan hasil.

Manajemen Organisasi (organization management)

Proses perencanaan, pengkoordinasian dan pengontrolan

sumber daya dalam suatu entitas untuk mencapai sasaran

bersama secara efektif dan efisien sesuai dengan misi, visi

dan strategi.

Definisi Analisa Jabatan

Proses dari serangkaian kegiatan yang sistematis

dalam mengumpulkan, mengkatagorikan dan

mendokumentasikan, seluruh informasi yang relevan

tentang jabatan dalam kurun waktu tertentu.

Job description (distinct Job profile)

Dokumen yang menyediakan informasi yang komprehensif

dan relevan tentang jabatan (job) di dalam organisasi,

sebagai hasil dari proses analisa jabatan.

The Human Management System developed by Angkasa

Pura Airports consists of rewards management, talent

management, and learning management. The three Human

Capital management systems are manifested in organization

management, performance management, and competency

management.

reward Management

A system in the form of formulation and implementation of

strategy and policy aimed at appreciating people equitably,

evenly, and consistently so as to motivate employees to

behave productively.

Talent Management

A system aimed at identifying, selecting, placing, developing,

and retaining talented employees as the candidates for

making contribution and adding corporate values in the

context of fulfilling the role of human resources as strategic

business partner.

Learning Management

The ability to analyze, design, develop, implement, and

evaluate strategy for developing employees’ competency

and ensuring their capacity to yield.

Organization Management

The process of resources planning, coordination, and control

in an entity in order to achieve common goals effectively and

efficiently in accordance with its mission, vision, and strategy.

Job Analysis Definition

The process of a series of systematic activities in collecting,

categorizing, and documenting all relevant information on a

job within a specific time frame.

Job Description (Distinct Job Profile)

A document which provides comprehensive, relevant

information on a job within an organization as the result of

job analysis process.







Manajemen Kompetensi (Competency management)

Merupakan sub sistem penting didalam human capital

management system yang digunakan oleh organisasi

untuk memetakan, mengorganisir aset perusahaan berupa

kompetensi (pengetahuan, keterampilan, dan prilaku) yang

dibutuhkan dan dimiliki oleh karyawannya.

Manajemen Kinerja (Performance Management)

Merupakan sub sistem penting didalam human capital

management system yang digunakan oleh organisasi

untuk merencanakan, mengorganisasikan, mendorong dan

mengevaluasi kinerja karyawannya.

Untuk mencapai sasaran dan target dalam pengembangan

Human Capital, manajemen memandang perlu menetapkan

beberapa kebijakan yang akan dipergunakan dalam

pelaksanaan pengembangan SDM tahun 2009-2013.

Kebijakan tersebut meliputi :

a. Rekrutmen dan Seleksi berbasis kompetensi.

b. Pengembangan Personil dan Karir berdasarkan

kompetensi dan kinerja.

c. Remunerasi terutama berdasarkan pay for performance.

d. Penilaian kinerja secara terukur dan terkait terkait antara

KPI Individu, unit kerja & korporat.

e. Otomatisasi fungsi-fungsi Administrasi Personil.

f. Reward berdasarkan kinerja.

g. Pemberhentian pegawai (Pensiun normal, MPP, atas

permintaan/tidak atas permintaan sendiri).

h. Harmonisasi Hubungan Industrial.

i. Revitalisasi Budaya Perusahaan dan Penyempurnaan

Organisasi.

j. Penerapan role model kepemimpinan.

struktur pEnGElola human Capital sErta

traininG and dEvElopmEnt

Pengelolaan HC Angkasa Pura Airports dijalankan oleh

Human Capital Group yang dipimpin oleh Drs. Purwanto,

MM sebagai Human Capital Group Head, tanggung jawab

utama Human Capital Group adalah melakukan kegiatan

pengelolaan sumber daya manusia di PT Angkasa Pura I

(Persero). Sedangkan Pengelolaan kegiatan Training dikelola

oleh Training and Development Group yang dipimpin oleh

Cecep Marga Sonjaya, S.S.iT, SE, MM, tanggung jawab utama

Training and Development Group adalah melakukan kegiatan

terkait Training di lingkungan Angkasa Pura Airports.

Competency Management

An important subsystem in the human capital management

system used by an organization for mapping and organizing

company assets in the form of competency (knowledge, skill,

and behavior) required and owned by its employees.

Performance Management

An important subsystem in the human capital management

system used by an organization for planning, stimulating,

and evaluating the performance of its employees.

In order to achieve the goals and targets of Human Capital

development, the management considers it necessary

to stipulate several policies which will be used in the

implementation of Human Capital development in 2009-

2013. The policies consist of:

a. Competency-based recruitment and selection.

b. Personnel and Career development based on

competency and performance.

c. Remuneration which is mainly based on pay-for-

performance.

d. Measured performance assessment with

interrelationship between individual, work unit, and

corporate KPIs.

e. Automation of Personnel Administration functions.

f. Performance-based reward.

g. Termination of employment (normal retirement, pre-

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.

MANAgeMeNT STruCTure Of HuMAN CAPITAL AND

TrAININg AND DeveLOPMeNT

The Human Capital management at Angkasa Pura Airports

is executed by Human Capital Group led by Drs. Purwanto,

MM as Human Capital Group Head, in which the main

responsibility of Human Capital Group is implementing

human resources management activities at PT Angkasa

Pura I (Persero). Meanwhile, training activities are managed

by Training and Development Group led by Cecep Marga

Sonjaya, S.S.iT, SE, MM, in which the main responsibility of

Training and Development Group is implementing Training-

related activities in the environment of Angkasa Pura

Airports.

345

human Capital group terdiri dari:

1. Organization Development and Change Management

Departement

Memastikan tercapainya efektivitas organisasi dan

terciptanya budaya Perusahaan yang solid melalui

pengelolaan kegiatan organization development,

performance management dan change management

yang efektif guna mendukung tercapainya kepuasan

pegawai atas pelayanan human capital berdasarkan

Rencana Kerja dan Anggaran Perusahaan (RKAP).

2. Compensation and Industrial Relation Departement

Memastikan tercapainya indeks kepuasan pegawai

terhadap aspek compensation dan hubungan industrial

melalui pengelolaan kegiatan compensation and

HuMAN CAPITAL ANd GeNeRAL AffAIRdrs. daan Achmad, MM

HuMAN CAPITAL GRouPPurwanto, drs., M.M.

TRAINING ANd deveLoPMeNT GRouPCecep M.S S.SiT, Se, MM

oRGANIzATIoN deveLoPMeNT ANd CHANGe

MANAGeMeNT dePARTMeNT

Imron Qodari, S.e., M.M.

CAReeR ANd TALeNT MANAGeMeNT dePARTMeNT

I Ketut Putra Gusnantha

CoMPeNSATIoN ANd INduSTRIAL

ReLATIoN dePARTMeNT

Alip Nugroho

TRAINING ModuLe deveLoPMeNT

dePARTMeNT HeAd

Sri Siswati

TRAINING fACILITIeS dePARTMeNT HeAd

I B Kt Juliadnyana

TRAINING MANAGeMeNT

dePARTMeNT HeAd

Barata Singgih Riwahono

Human Capital group consists of:

1. Organization Development and Change Management

Department

Ensuring the achievement of effectiveness of the

organization and establishment of a solid Corporate

culture through the management of effective activities

in the fields of organization development, performance

management, and change management in order to

support the achievement of employee satisfaction of

human capital service based on the Company Work

Plan and Budget.

2. Compensation and Industrial Relation Department

Ensuring the achievement of employee satisfaction

index in terms of the compensation and industrial

relations aspects through the management of effective

activities in the fields of compensation and benefit,







benefit, industrial relation, corporate doctor, paramedic

dan Panitia Pembinaan dan Pemeriksaan Pelanggaran

Disiplin Pegawai (P4DP) yang efektif guna mendukung

tercapainya kepuasan pegawai atas pelayanan Human

Capital berdasarkan Rencana Kerja dan Anggaran

Perusahaan (RKAP).

3. Career and Talent Management Departement

Memastikan terimplementasinya kebijakan career and

talent management melalui pengelolaan kegiatan

career and talent management, recruitment, individual

assesment dan Human Capital Information System

(HCIS) administration yang efektif guna mendukung

tercapainya kepuasan pegawai atas pelayanan human

capital berdasarkan Rencana Kerja dan Anggaran

Perusahaan (RKAP).

training and development Group head

Memastikan tersedianya kebijakan dan strategi training and

development melalui pengelolaan kegiatan training module

development, training management dan training facilities

guna mendukung tercapainya Customer Satisfaction Index

(CSI), peningkatan pendapatan, dan kepedulian terhadap

lingkungan berdasarkan Rencana Kerja dan Anggaran

Perusahaan (RKAP).

LINgKuP HuMAN CAPITAL MANAgeMeNT

Training and Development Group Head terdiri

1. Training Module Development Department

2. Training Management Department

3. Training Facilities Department

orGaniZation dEvElopmEnt and ChanGE

manaGEmEnt

Perusahaan sanantiasa menyesuaikan dengan dinamika dan

perkembangan bisnis. Dari sisi organisasi, dinamika bisnis ini

dilakukan penyelarasan-penyelarasan struktur dan Distinct

Job Profile (DJP). Implementasi perubahan-perubahan

struktur akibat adanya penyelarasan dilaksanakan dengan

memperhatikan kaidah-kaidah perubahan yang terukur dan

terkendali.

SISTeM MANAJeMeN KINerJA PegAWAI

Perusahaan menerapkan Sistem Manajemen Kinerja atau

Performance Management System (PMS) berdasarkan

industrial relations, corporate doctor, paramedic as

well as the Committee for Coaching and Investigation

of Breaches of Discipline by Employees (P4DP) in order

to support the achievement of employee satisfaction

of human capital service based on the Company Work

Plan and Budget.

3. Career and Talent Management Department

Ensuring the implementation of career and talent

management activities through the management

of effective activities in the field so career and talent

management, recruitment, individual assessment,

and Human Capital Information System (HCIS)

administration in order to support the achievement of

employee satisfaction of human capital service based

on the Company Work Plan and Budget.

Training and Development group Head

Ensuring the availability of training and development policy

and strategy through activities in the fields of training

module development, training management, and training

facilities in order to support the achievement of Customer

Satisfaction Index (CSI), revenue increase, and environmental

concern based on the Company Work Plan and Budget.

SCOPe Of HuMAN CAPITAL MANAgeMeNT

Training and Development Group Head terdiri

1. Training Module Development Department

2. Training Management Department

3. Training Facilities Department

OrgANIzATION DeveLOPMeNT AND CHANge

MANAgeMeNT

Sanantiasa company adapts to the dynamics and business

development. In terms of organization, the dynamics of

the business carried alignment-alignment structures and

the Distinct Job Profile (DGT). Implementation of structural

changes due to be implemented with due regard to

the alignment of the rules changes are measurable and

controllable.

eMPLOyee PerfOrMANCe MANAgeMeNT SySTeM

The Company implements the Performance Management

System (PMS) pursuant to Decision of the Board of

347

Keputusan Direksi No. KEP 70/OM. 02.05/2013 tanggal 1 Juli

2013. Sistem Manajemen Kinerja adalah sistem pengelolaan

kinerja individu dalam jangka waktu tertentu sebagai upaya

memastikan agar unit kerja dan individu dapat bekerjasama

secara optimum dalam pencapaian target perusahaan

melalui perencanaan, pengorganisasian dan evaluasi kinerja

pegawai.

Siklus Sistem Manajemen Kinerja dilaksanakan setiap 6

(enam) bulan sekali atau semesteran. Dalam setiap siklus

terdapat 3 (tiga) tahap kegiatan, yaitu :

a. Perencanaan kinerja (planning);

Adalah tahapan untuk membuat kesepakatan antara

pejabat penilai dengan pegawai yang dinilai dalam

menetapkan sasaran kinerja individu yang diharuskan

merupakan penjabaran/turunan (cascading) dari

rencana kinerja perusahaan, rencana kinerja unit kerja

(achievement goal) dan rencana pengembangan diri

pegawai.

Perusahaan telah menetapkan strategi jangka panjang

ke dalam Rencana Jangka Panjang Perusahaan

(RJPP), kemudian pelaksanaannya dijabarkan dalam

program-program kerja perusahaan (RKAP) serta

diimplementasikan dalam Kontrak Manajemen di

setiap direktorat.

b. Monitoring (tracking &coaching);

Adalah proses pemantauan dan pencatatan atas

perkembangan pencapaian kinerja dari komponen

Achievement Goal dan Learning Goal yang berlangsung

secara terus menerus selama satu siklus sehingga

terpantau dan menjamin tersedianya dokumen

pendukung pencapaian kinerja. Hal ini berguna bagi

bagi atasan dalam melakukan pembinaan kepada

bawahannya untuk mencapai sasaran kinerja baik unit

kerja maupun individu yang telah disepakati pada

tahap perencanaan.

c. Evaluasi (evaluation);

Adalah tahapan penilaian individu dalam 1 (satu) siklus

dengan cara membandingkan pencapaian sasaran

kinerja individu dengan rencana kinerja individu yang

telah disepakati pada saat perencanaan dalam satu

siklus.

Directors No. KEP 70/OM.02.05/2013 dated July 1, 2013.

The Performance Management System is a system for

managing individual performance within a specific period in

the effort of ensuring that work unit and the individual can

cooperate optimally in the achievement of company’s target

through employee performance planning, organization, and

evaluation.

The Performance Management System cycle is conducted

on a half-yearly basis or once every 6 (six) months. There are

3 (three) phases of activities in each cycle, namely:

a. Performance planning:

The phase in which agreement is made between

the assessing officer and the assessed employee in

stipulating individual performance targets which

must be an elaboration/a cascading of the Company’s

performance plan, work unit’s performance plan

(goal achievement) and the employee’s personal

development plan. The Company has stipulated its

long-term strategy in the Company Long-Term Plan, and

its implementation is elaborated in the company’s work

programs (the Company Work Plan and Budget), which

are subsequently implemented in the Management

Contract for each directorate.

b. Monitoring (tracking &coaching):

The process of monitoring and recording of the

development in performance achievement of the

components of Achievement Goal and Learning

Goal which is conducted on an ongoing basis for one

cycle, in order to monitor and ensure the availability of

performance achievement supporting documents. This

is useful for superiors in performing coaching to their

subordinates in order to achieve the performance goals,

at the work unit level as well as individual level, which

have been stipulated in the planning phase.

c. Evaluation

The phase for assessing individual performance in 1

(one) cycle by comparing the achievement of individual

performance goals to the individual performance plan

agreed upon during the planning in one cycle.







Komponen dan bobot dalam sistem manajemen kinerja

pegawai adalah sebagai berikut :

Achievement Goal adalah target pencapaian hasil kerja yang

merupakan penjabaran dari Key Performance Indicator (KPI)

korporat dan unit kerja yang memuat perencanaan kinerja

yang akan diukur dan kriteria rating yang akan digunakan

untuk melakukan penilaian kinerja. Sistem penilaian untuk

komponen Achievement Goal adalah single rater yaitu

penilaian berasal dari atasan langsung.

Learning Goal adalah target pencapaian pengembangan

kompetensi teknis pegawai. Sistem penilaian untuk

komponen Learning Goal adalah single rater yaitu penilaian

berasal dari atasan langsung dengan memperhatikan hasil

asessmen terakhir.

Behavioral Goal adalah target pencapaian pengembangan

kompetensi perilaku pegawai. Pencapaian target learning

goal dan behavioral goal diukur dari usaha perbaikan yang

dilakukan oleh pegawai yang dinilai. Sumber kebutuhan

pengembangan kompetensi teknis dan perilaku dapat

KOMPONeN BOBOT

Goal (target) a. Achievement Goal (Target Pencapaian Hasil Kerja) 50%

b. Learning Goal (Kompetensi Teknis) 20%

Perilaku (Behaviour) a. Corporate Value Commitment (Nilai-nilai perusahaan) 10%

b. Behavioral Competency (Kompetensi Non Teknis) 15%

The components and weight in the employee performance

management system are as follows:

Achievement Goal is the work result achievement target

which is an elaboration of corporate and work unit’s

Key Performance Indicators (KPIs) which contains the

performance planning to be measured and the rating

criteria to be used in conducting performance assessment.

The assessment system used for the Achievement Goal

component is the single rater assessment system, in which

assessment is made by direct superior.

Learning Goal is the target for achievement in employee’s

technical competency development. The assessment system

used for the Learning Goal component is the single rater

assessment system, in which assessment is made by direct

superior by considering the last assessment’s result.

Behavioral Goal is the target for achievement in employee’s

behavioral competency development. The achievement

of learning goal and behavioral goal targets are measured

from the efforts of improvement made by the assessed

employee. One possible source of technical and behavioral

Tahapan Siklus Sistem Manajemen Kinerja

Phases of Performance Management System’s Cycle

Monitoring(Tracking and

Coaching)

evaluasi(evaluation)

Perencanaan Kinerja

(Planing)

349

berasal dari hasil asesmen kompetensi yaitu dari gap atau

selisih antara level kompetensi teknis yang dipersyaratkan

dalam model kompetensi suatu pemangku jabatan dengan

level kompetensi teknis yang dimiliki oleh pegawai yang

dinilai, atau bersumber dari laporan permasalahan unit kerja,

visi, misi, nilai-nilai dan strategi perusahaan, implementasi

sistem, job description, penilaian kinerja, dan catatan

karyawan.

Corporate Value Commitment adalah tingkat komitmen

pegawai dalam menjalankan perilaku yang sesuai dengan

nilai-nilai perusahaan yaitu Sinergi, Adaptif, Terpercaya dan

Unggul (SATU). Sistem penilaian untuk komponen behavioral

competency dan corporate value commitment adalah multi

rater yaitu penilaian tidak hanya berasal dari atasan langsung

melainkan dari unsur lainnya yaitu diri sendiri, rekan sekerja,

dan bawahan disesuaikan dengan kelompok jabatan

masing-masing pegawai.

CompEnsation and industrial rElation

reMuNerASI

Pura Airports memberikan paket remunerasi yang kompetitif

sesuai dengan peraturan yang berlaku, tujuan dari Angkasa

pemberian remunerasi adalah untuk mempertahankan

keberadaan pegawai dalam jangka panjang dan tercapainya

tujuan Perseroan.

Remunerasi Pegawai Angkasa Pura Airports secara garis

besar terbagi menjadi 2, yaitu:

I. Kesejahteraan Pegawai di masa aktif:

JeNIS KeSeJAHTerAAN

TYPE OF WELFAREKeTerANgAN DeSCrIPTION

A. Penghasilan

Bulanan

A. Monthly Income

Terdiri dari;

1. Gaji Pokok;

2. Tunjangan Istri/Suami;

3. Tunjangan Anak;

4. Tunjangan Perusahaan;

5. Tunjangan Pangan;

6. Insentif Prestasi;

7. Tunjangan Kemahalan;

8. Tunjangan Transport;

9. Tunjangan Jabatan;

10. Tunjangan Mobilitas.

Consisting of:

1. Basic Salary;

2. Spouse Allowance;

3. Children Allowance;

4. Company Allowance;

5. Food Allowance;

6. Performance Incentive;

7. Cost of Living Allowance;

8. Transportation Allowance;

9. Functional Allowance;

10. Mobility Allowance.

competency development requirement is the competency

assessment result, namely the gap or difference between the

level of technical competency required in the competency

model of a job holder and the level of technical competency

owned by the assessed employee, or it may be sources from

the report on work unit issues, vision, mission, corporate

values and strategy, system implementation, job description,

performance assessment, and employee record.

Corporate Value Commitment is the level of employee’s

commitment in implementing behavior which is consistent

with the corporate values, namely Synergy, Adaptive,

Trusted, and Superior (SATU). The assessment system for the

behavioral competency and corporate value commitment

components is the multi rater assessment system, in which

assessment does not only come from direct superior but

also from other elements, namely the employee himself/

herself, co-workers, and subordinates, in accordance with

the position group of each employee.

COMPeNSATION AND INDuSTrIAL reLATIONS

reMuNerATION

Angkasa Pura Airports provides a competitive remuneration

package in accordance with the applicable regulation,

in which the objective of provision of remuneration is to

maintain an employee’s existence in the long run and to

achieve the Company’s objective.

In an outline, the remuneration of Angkasa Pura Airports’

employees is divided into 2, namely:

I. Employee’s Welfare during the active service period:







JeNIS KeSeJAHTerAAN


B. Penghasilan

Tahunan

B. Annual Income

Terdiri dari;

1. Bantuan sewa rumah;

2. Tunjangan cuti tahunan;

3. Tunjangan pendidikan anak sekolah;

4. Tunjangan hari raya;

5. Bonus;

6. Seragam dinas.

Consisting of:

1. Rental assistance;

2. Annual leave allowance;

3. Children’s education allowance;

4. Religious holiday allowance;

5. Bonus;

6. Service uniform.

C. Pemeliharaan

Kesehatan

C. Health Care

Terdiri dari;

1. Rawat Jalan;

2. Rawat Inap;

3. Pelayanan Khusus, meliputi:

• Alat bantu baca;

• Pengobatan dan perawatan gigi;

• Alat bantu dengar;

• Prothesa anggota gerak;

• Prothesa mata

Consisting of:

1. Outpatient;

2. Inpatient;

3. Special services, consisting of:

• Readingaid;

• Dentaltreatmentandcare;

• Hearingaid;

• Limbprosthesis;

• Ocularprosthesis.

D. Penghasilan

sesuai kondisi

dan waktu

tertentu

D. Income based

on certain

conditions and

periods

Terdiri dari:

1. Tunjangan perumahan, diberikan kepada

pegawai yang berhenti karena pensiun dan

Pegawai yang telah bekerja secara terus

menerus di Perusahaan selama 20 tahun;

2. Penghargaan Pengabdian;

3. Bantuan uang makan, diberikan untuk

setiap hari yang dibayarkan menurut daftar

hadir Pegawai;

4. Bantuan untuk menunaikan ibadah

keagamaan, diberikan kepada Pegawai

yang telah bekerja minimal 10 tahun yang

memenuhi syarat dan ketentuan yang

ditetapkan Perseroan;

5. Tunjangan pelaksana tugas sementara,

diberikan untuk Pegawai yang ditunjuk

sebagai Pelaksana Tugas Sementara (PTS)

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;

Consisting of:

1. Housing allowance, provided to employees

whose employment have been terminated

due to retirement and employees who have

worked at the Company uninterruptedly for 20

years;

2. Service Award;

3. Meal allowance, provided for each day paid based

on Employee’s attendance list;

4. Religious service assistance, provided to

Employees with the service period of at least

10 years at the Company who fulfill the terms

and conditions stipulated by the Company;

5. Acting officer allowance, provided to an

Employee who is appointed as Acting Officer

in a structural or functional position for at least

10 (ten) working days uninterruptedly;

6. Article 21 Income Tax Allowance, provided in

accordance with the applicable tax provisions;

351ANAlISA & pEMBAHASANMANAjEMENMANAGEMENT ANAlySIS AND DISCUSSION





JeNIS KeSeJAHTerAAN


7. Sumbangan kelahiran, diberikan bagi

persalinan ke-1 dan ke-2 sebesar 50% dari

paket gaji;

8. Sumbangan kematian dan bencana alam;

9. Bantuan kepada pegawai yang mengalami

musibah, diberikan untuk Pegawai yang

mengalami musibah karena istri/suami,

orang tua, mertua, anak atau Pegawai yang

bersangkutan meninggal dunia;

10. Insentif kehadiran di Hari Raya, diberikan

kepada Pegawai yang bekerja pada saat

hari raya keagamaan pegawai yang

bersangkutan;

11. Insentif pendidikan dan pelatihan;

12. Tunjangan telepon genggam, diberikan

kepada pejabat structural sebagai uang

pengganti pesawat telepon genggam yang

besarannya diatur berdasarkan jabatan;

13. Tunjangan Pulsa telepon genggam,

diberikan kepada Pejabat Struktural yang

besarannya diatur berdasarkan jabatan.

Selain kepada Pejabat Struktural, Tunjangan

Pulsa Telepon Genggam juga diberikan

kepada Protokoler Perseroan;

14. Tunjangan Pulsa Rumah, diberikan kepada

Pejabat Struktural sebagai uang pengganti

pulsa telepon rumah yang besarannya

diatur berdasarkan jabatan;

15. Tunjangan Lisensi dan Rating, diberikan

kepada Pegawai Operasional yang memiliki

lisensi yang masih berlaku dan masa aktif

bekerja sesuai dengan lisensi yang dimiliki;

16. Premi Lembur Pegawai, diberikan kepada

Pegawai yang melaksanakan lembur yang

besarannya diatur berdasarkan kelas perjam

7. Contribution for childbirth, provided for the

first and second childbirths in the amount of

50% of salary package;

8. Contribution for death and natural disaster victims;

9. Contribution for bereavement, provided to

an Employee who is bereaved because his/

her spouse, parent, parent-in-law, or child has

passed away or if the Employee concerned has

passed away;

10. Incentive for attendance on a Religious

Holiday, provided to an Employee who comes

to work on a religious holiday of the employee

concerned;

11. Education and training incentive;

12. Mobile phone allowance, provided to

structural officers as reimbursement of

a mobile phone, the amount of which is

regulated based on the employee’s position;

13. Mobile phone credit allowance, provided

to Structural Officers, the amount of which

is regulated based on the position. Besides

Structural Officers, the Mobile Phone Credit

Allowance is also used to the Company’s

Protocol;

14. Fixed Phone Credit Allowance, provided

to Structural Officers as reimbursement for

fixed phone credit, the amount of which is

regulated based on an employee’s position;

15. License and Rating Allowance, provided to

Operational Staffs with valid license and an

active service period in accordance with the

license owned;

16. Employee’s Overtime Premium, provided to

Employees who work overtime, the amount of

which is regulated based on class of profession

and calculated by hours.


II. Kesejahteraan Pegawai di masa pensiun:

JeNIS KeSeJAHTerAANTYPE OF WELFARE

KeTerANgAN DeSCrIPTION

A. Manfaat Pensiun

A. Pension Benefit

1. Bagi Pegawai yang masuk sebelum 1

Januari 2011, Perseroan memberikan

manfaat pensiun melalui DAPENRA

(Dana Pensiun Angkasa Pura I)

dengan Program yang bernama

Program Pensiun Manfaat Pasti

(PPMP);

2. Bagi Pegawai yang masuk setelah 1

Januari 2011, Perseroan memberikan

manfaat pensiun melalui DPLK (Dana

Pensiun Lembaga Keuangan) BNI

dengan program yang bernama

Program Pensiun Iuran Pasti.

1. For Employees who joined the

Company prior to January 1, 2011, the

Company provides pension benefit

through DAPENRA (Angkasa Pura I

Pension Fund) with the Program called

Defined Benefit Pension Program;

2. For Employees who joined the

Company after January 1, 2011, the

Company provides pension benefit

through BNI’s Financial Institution

Pension Fund with the program called

Defined Contribution Pension Fund.

B. Manfaat Tunjangan

Hari Tua

B. Old Age Allowance

Benefit

Diberikan oleh Perusahaan saat

Pegawai memasuki usia pensiun yang

pengelolaannya dilaksanakan oleh

YAKKAP I (Yayasan Kesejahteraan

Karyawan Angkasa Pura I) sesuai Masa

Kerja Pegawai, Gaji Pokok, dan Jumlah

Keluarga sebagaimana yang tercantum

pada SK Pensiun.

Provided by the Company when an

Employee reaches the retirement age,

the management of which is conducted

by YAKKAP I (Angkasa Pura I Employee

Welfare Foundation) in accordance with the

Employee’s Service Period, Basic Salary, and

Number of Family Members as stated in the

Retirement Decree.

C. Pemeliharaan

Kesehatan Pensiunan

C. retiree’s Health Care

Diberikan kepada Pensiunan beserta

keluarga yang tercantum pada SK dan

dikelola oleh YAKKAP I, berupa biaya rawat

inap per orang per tahun sesuai dengan

ketentuan perusahaan

Provided to Retirees and their family

members as stated in the Decree and

managed by YAKKAP I, in the form of

inpatient expenses per person per year as

per the Company’s provisions.

D. Manfaat Jaminan Hari

Tua

D. Old Age Security

Benefit

Dikelola oleh PT Jamsostek, yang berupa:

1. Jaminan Hari Tua (JHT),

2. Jaminan Kematian

3. Jaminan Kecelakaan Kerja (JKK)

Managed by PT Jamsostek, in the form of:

1. Old Age Security

2. Death Security

3. Work-Related Accident Security.

II. employee’s Welfare in the retirement period:

353

reKruTMeN HuMAN CAPITAL

Dalam rangka memenuhi standar formasi jabatan seiring

dengan pertumbuhan Perseroan, pada 2013 Angkasa Pura

Airports telah melaksanakan proses rekrutmen dan seleksi

guna mengisi formasi pegawai. Proses rekrutmen pegawai

yang dilakukan terdiri dari tahapan-tahapan sebagai berikut.

1. Pengumuman melalui web dan papan pengumuman

di kantor cabang

2. Seleksi Administrasi

3. Tes Kemampuan Umum

4. Psikotest (Paper and Pencil Test)

5. Wawancara Psikolog

6. Wawancara oleh Manajemen

7. Tes Kesehatan yang meliputi cek laboratorium dan cek

fisik

8. Pengumuman Hasil Akhir

SKeMA reKruTMeN PegAWAI

1 PENGUMUMAN 2 SELEKSI ADMINISTRASI 3 TES KEMAMPUANUMUM

7TES KESEHATAN1. CEK LABORATORIUM2. CEK FISIK 8 HASIL AKHIR

PSIKOTEST(PAPER & PENCIL TEST)

WAWANCARA(PSIKOLOGI)

WAWANCARA OLEHMANAGEMENT 456

HuMAN CAPITAL reCruITMeNT

In order to fulfill the standard of formation of positions in line

with the Company’s growth, in 2013, Angkasa Pura Airports

has implemented the recruitment and selection process

for fulfilling the formation of employees. The implemented

employee recruitment process consists of the following

phases:

1. Announcement on the website and announcement

board at branch offices

2. Administrative Selection

3. General Aptitude Test

4. Psychological Test (Paper-Based Test)

5. Interview by a Psychologist

6. Interview by the Management Team

7. Health examination which consists of laboratory test

and physical examination

8. Final Result Announcement

eMPLOyee reCruITMeNT SCHeMe







talEnt manaGEmEnt

PeNgeMBANgAN KArIr

Seperti dalam pelaksanaan rekrutmen, seluruh HC Perseroan

berkesempatan untuk memperoleh jabatan dan karir

tertinggi berdasarkan kompetensi dan skill yang dimiliki.

Setiap pegawai memiliki kesempatan yang setara dalam

mengembangkan karir hingga jabatan tertinggi berdasarkan

kemampuannya. Perusahaan mengatur persamaan hak

pegawai, antara lain dalam hal sistem remunerasi, hak

pelatihan dan pengembangan karir. Pengembangan

karir yang dilakukan Perseroan berbasis kompetensi dan

diterapkan dengan melaksanakan asesmen kompetensi

pegawai.

Perseroan juga telah melakukan pengembangan karir dan

kebutuhan operasional Perseroan dengan merealisasikan

Program Penataan dan Optimalisasi HC berdasarkan

Perhitungan Analisa Beban Kerja untuk menentukan formasi

HC.

LINgKuP traininG and dEvElopmEnt manaGEmEnt

CEntEr for ExCEllEnCE

Perseroan berpendapat bahwa program pendidikan dan

pelatihan memegang peran penting untuk mengembangkan

potensi setiap pegawai agar menjadi individu yang kreatif

dan dinamis serta memiliki rasa tanggung jawab terhadap

tugas-tugasnya. Melalui program pendidikan dan pelatihan,

setiap pegawai juga akan memupuk rasa kebersamaan

dan membentuk kerja sama tim yang solid dan saling

menguntungkan diantara pegawai.

Di sisi lain, SDM merupakan aset penting yang harus

dikembangkan dan ditingkatkan nilainya melalui pendidikan

dan pelatihan. Dengan demikian, karena sifatnya yang dapat

dilipatgandakan, SDM dapat menjadi Human Capital yang

menganggap bahwa manusia adalah suatu bentuk capital

atau barang modal seperti tanah, gedung, mesin, dan

sebagainya. Human Capital juga dapat didefinisikan sebagai

jumlah total dari pengetahuan, skill dan kecerdasan yang

ada di lingkungan bisnis.

TALeNT MANAgeMeNT

CAreer DeveLOPMeNT

As in the implementation of recruitment process, all of the

Company’s Human Capital has the opportunity to achieve

the highest position and career based on the competency

and skill they own. Each employee has equal opportunity in

developing his/her career up to the highest position based

on his/her capacity. The Company regulates the equality of

employees’ rights, among others, in terms of remuneration

system, training entitlement, and career development.

Career development implemented by the Company is

based on competency and implemented by conducting

assessment on employee’s competency.

The Company has also implemented career development

and operational requirement through the realization of

Human Capital Structure and Optimalization Program based

on Workload Analysis in order to determine HC formation.

SCOPe TrAININg AND DeveLOPMeNT MANAgeMeNT

CeNTer fOr eXCeLLeNCe

The Company is of the opinion that education and training

program plays an important role for developing the potential

of each employee in order to become a creative, dynamic

individual who has a sense of responsibility for his/her duties.

Through education and training program, each employee

will also develop the sense of belonging and establish solid,

mutually beneficial teamwork among employees.

On the other hand, Human Resources are important assets

which must be developed and their value must be increased

through education and training. Therefore, due to its

duplicable nature, Human Resources can become Human

Capital, in which human beings are considered a form of

capital good like land, building, machinery, etc. Human

capital can also be defined as the total sum of knowledge,

skill, and intelligence found in the business environment.

355

Pengelolaan SDM melalui pendidikan dan pelatihan

senantiasa bertujuan untuk membentuk SDM berkualitas

berkelas dunia dalam industri kebandarudaraan. SDM

yang berkualitas akan memberikan pelayanan terbaik yang

berstandar internasional sebagai wujud atas visi Perseroan

untuk menjadi salah satu dari sepuluh perusahaan pengelola

bandar udara terbaik di Asia.

Perseroan memandang bahwa SDM memiliki peran

penting sebagai penggerak roda bisnis Perseroan secara

berkelanjutan. Untuk itu, upaya inovatif yang dilakukan

adalah dengan mendirikan Center for Excellence (CfE)

yang diresmikan pada tahun 2011 sebagai wadah untuk

membentuk SDM berkualitas dari sisi pengetahuan,

wawasan, serta keterampilan di lingkungan Perseroan.

CfE merupakan dampak positif dari tingkat persaingan

industri penerbangan yang semakin meningkat, sehingga

diperlukan upaya-upaya inovatif yang senantiasa bertujuan

untuk menjadi perusahaan yang berkesinambungan dan

kompetitif. CfE dikembangkan untuk menjawab tantangan

dunia kebandarudaraan masa depan. CfE akan menjadi

pusat pelatihan SDM kebandarudaraan dengan penerapan

standar pelatihan internasional.

Pengembangan yang dilakukan Perseroan terhadap

lembaga pelatihan dan pengembangan CfE mengacu pada

konsep yang dimiliki oleh salah satu bandara terbaik di dunia

yaitu Incheon International Airport Corporation (IIAC), Korea

Selatan. Incheon memiliki salah satu kampus pelatihan

SDM bidang kebandarudaraan terbaik dan terdepan di

dunia, Incheon Airports Human Resources Academy. Selain

itu, CfE juga bekerja sama dengan Dunamis yang memiliki

lisensi Franklin Covey dan lembaga pelatihan lain yang

bertaraf internasional. Pada 2013 Center for Excellence

Angkasa Pura Airports telah mendapatkan akreditasi dari

Direktorat Jenderal Perhubungan Udara untuk dapat

menyelenggarakan sendiri diklat Aviation Security (Basic,

Junior, Senior), PKP-PK (Basic, Junior, Senior), dan Salvage.

Secara berkesinambungan CfE baik itu selaku penyelenggara

maupun menjalin kerjasama dengan lembaga lain

menyelenggarakan berbagai pendidikan dan pelatihan

yang meliputi program mandatory (antara lain aviation

security, rescue and fire fighting, salvage, technical competency

Human Resources management through education and

training is always aimed at creating Human Resources

with world-class quality in airport industry. High-quality

Human Resources will provide the best service at the

international standard as a manifestation of the Company’s

vision of becoming one of the top ten airport management

companies in Asia.

From the Company’s point of view, Human Resources play

an important role as the sustainable driver of the Company’s

business activities. For that purpose, the Company made an

innovative effort by establishing the Center for Excellence

(CfE), which was inaugurated in 2011, as a forum for creating

high-quality Human Resources in terms of knowledge,

insight, and skill in the Company’s environment.

CfE is a positive impact of the tightening competition in the

aviation industry, so that it is necessary to have innovative

efforts with the objective of becoming a sustainable,

competitive company. CfE is developed to respond to future

challenges in the airport industry. CfE will serve as training

center for airport Human Resources through the application

of international training standards.

The development implemented by the Company through

CfE as an education and training institution refers to the

concept used by one of the world’s best airports, namely

Incheon International Airport Corporation (IIAC), South

Korea. Incheon has one of the best and most prominent

Human Resources training campuses in the world in the

field of airport, namely Incheon Airports Human Resources

Academy. In addition, CfE also cooperates with Dunamis,

which holds a license from Franklin Covey and other

international training institutions. In 2013, the Center for

Excellence of Angkasa Pura Airports has been accredited

by the Directorate General of Air Transportation in order

to organize its own education and training in the field of

Aviation Security (Basic, Junior, Senior), Flight Accident

Rescue and Fire Fighting (Basic, Junior, Senior), and Salvage.

On an ongoing basis, CfE, either as sole organizer or in

cooperation with other institutions, organizes various

education and training programs which consist of mandatory

programs (among other things, aviation security, rescue and

fire fighting, salvage, technical competency certification,







certification, dll), kepemimpinan (leardership), teknis bidang

(antara lain finance, legal, risk management, auditor, human

capital, dll), dan pelatihan pra purnabakti pegawai.

KOMPeTeNSI HuMAN CAPITAL

Perseroan berkomitmen untuk mengembangkan dan

mendidik pegawai secara berkesinambungan sebagai

salah satu kunci menjaga kualitas kinerja. Perseroan telah

melakukan pengembangan SDM yang lebih terstruktur

dengan memetakan kondisi dan kebutuhan SDM sampai

dengan lima tahun ke depan serta memperkuat program

pelatihan dan pengembangan pegawai termasuk dalam

program pengembangan SDM.

Perseroan membuka kesempatan yang sama bagi seluruh

SDM dalam meningkatkan kompetensi, pengembangan

karir dan melaksanakan tugas secara profesional tanpa

membedakan suku, agama, ras, golongan, gender dan

kondisi fisik sesuai dengan potensi, kemampuan dan

keterampilan yang dipersyaratkan. Dengan demikian, prinsip

kewajaran dalammanajemen senantiasa dijunjung tinggi.

Seluruh SDM dalam bidang operasional dan bidang teknis

wajib memiliki Sertifikat Kecakapan Personil (SKP)/Lisensi

dan Rating. Perseroan secara berkala melakukan program re-

current (uji performance check) bagi yang telah memiliki SKP

guna memastikan keaslian SKP.

Perseroan senantiasa memastikan bahwa seluruh SDM

yang bertugas dalam pelayanan jasa kebandarudaraan

dan navigasi penerbangan di lingkungan Perseroan telah

mempunyai kompetensi di bidangnya. Oleh karena itu,

setiap SDM yang wajib memegang SKP yang secara berkala

memprogramkan recurrent (uji performance check) bagi

yang telah memiliki SKP dan Diklat Teknis dalam rangka

penerbitan SKP/lisensi dan rating baru bagi yang belum

memiliki lisensi.

PeNgeMBANgAN DAN PeLATIHAN SDM

Perseroan senantiasa mengedepankan kebutuhan

pengembangan SDM sebagai salah satu landasan utama

untuk mencapai kesuksesan. Perseroan memiliki komitmen

tinggi dalam melakukan pengembangan kompetensi SDM

melalui pelatihan dan pendididkan yang dilaksanakan secara

etc.), leadership, technical aspects (among other things,

finance, legal, risk management, auditor, human capital, etc.),

and post-employment trainings for employees.

HuMAN CAPITAL COMPeTeNCy

The Company is committed to continuously develop and

educate its employees as one of the keys for maintaining

performance quality. The Company has implemented more

structured Human Capital development by mapping Human

Capital condition and requirement for the next five years as

well as strengthening employee training and development

programs, including Human Capital development program.

The Company provides equal opportunity for all Human

Capital in competency improvement, career development,

and in performing their duties professionally without

making a differentiation based on ethnicity, religion, race,

class, gender, and physical condition, in accordance with the

required potential, capacity, and skill. Therefore, the principle

of fairness in the management is always held up high.

All Human Capital in the operational and technical fields

are required to have Personnel Aptitude Certificate/License

and Rating. The Company regularly performs the recurrent

program (performance check) for those who already have

a Personnel Aptitude Certificate in order to ensure the

authenticity of the Personnel Aptitude Certificate.

The Company always ensures that all Human Capital carrying

out the duty in providing airport and air navigation services

within the Company’s environment have the competency

in their respective field. Therefore, all Human Capital must

hold a Personnel Aptitude Certificate, which has a periodic

recurrent program (performance check) for those who

already have a Personnel Aptitude Certificate and Technical

Education and Training in the context of issuance of a new

Personnel Aptitude Certificate/license and rating for those

who have no license.

HuMAN CAPITAL TrAININg AND DeveLOPMeNT

The Company always puts a priority on Human Capital

development requirement as one of the main bases for

achieving success. The Company is highly committed in

developing Human Capital competency through training

and development, which is conducted through in-house

357

in-house training maupun public training, di dalam maupun

di luar negeri. Jenis pendidikan dan pelatihan bervariasi,

mulai dari mandatory training, pendidikan keahlian,

pendidikan managerial serta berbagai sharing session untuk

mempertajam kualitas HC.

reALISASI TrAININg AND DeveLOPMeNT grOuP

TAHuN 2012 - 2013

urAIAN SATuAN 2013 2012 DeSCrIPTION

Jumlah Peserta Orang | Persons 3.381 5.033 Number of Participants

Jam Diklat/Orang Jam | Hours 49,21 115,62 Education and Training Hours/

Person

Biaya Diklat Miliar | Billion 25.173 49.067 Education and Training Costs

Jam Pelajaran Jam | Hours 160.228 398.648 Study Hours

Pada 2013, realisasi training and development group

mengalami penurunan Jika dibandingkan dengan tahun

2012. Penurunan tersebut terjadi karena sejak 16 Januari

2013, sesuai amanat UU No. 1 Tahun 2009 Tentang

Penerbangan bahwa fungsi Air Traffic Service (ATS) harus

berdiri sendiri sehingga fungsi pelayanan tersebut dialihkan

dari PT Angkasa Pura I (Persero) ke perusahaan yang baru

dengan nama Perum Penyelenggara Pelayanan Navigasi

Penerbangan Indonesia (AirNav Indonesia). Dengan

terjadinya pemisahan tersebut maka segala bentuk pelatihan

menyesuaikan bisnis yang ada Angkasa Pura Aiports.

2013

3,381

2012

5,033

Jumlah Peserta DiklatNumber of education and Training Participants

(dalamsatuanorang)| (in persons)

2013

25,173

2012

49,067

Biaya Diklateducation and Training expenses

(dalamsatuanMiliarRupiah)| (in billion rupiah)

2013

49.21

2012

115.62

Jam Diklat/Orangeducation and Training Hours/Person

(dalamsatuanJam)|(in hours)

2013

160,228

2012

398,648

Jam PelajaranStudy Hours

(dalam satuan Jam) |(inhours)

training or public training, inland or abroad. There are various

types of education and training, starting from mandatory

training, specialty education, managerial education, as well

as various sharing sessions to sharpen the quality of Human

Capital.

reALIzATION Of TrAININg AND DeveLOPMeNT grOuP

IN 2012 - 2013

In 2013, there was a decrease in the realization of training and

development group compared to 2012. The decrease was

because starting from January 16, 2013, in accordance with

the mandate of Law No. 1 Year 2009 concerning Civil Aviation,

the function of Air Traffic Service (ATS) must be independent

and as the result, the service function was transferred from

PT Angkasa Pura I (Persero) to a new company under the

name the Indonesian Air Navigation Service Provider Public

Company (AirNav Indonesia). With the separation, all forms of

training are adjusted to the remaining businesses of Angkasa

Pura Airports.







PrOgrAM DAN reALISASI reNCANA KerJA ANggArAN

TrAININg AND DeveLOPMeNT grOuP TAHuN 2013

PrOgrAM DIKLATEDUCATION AND TRAINING PROGRAM

reALISASITrIWuLAN PeSerTA TrAININg PrOgrAM

Orientasi ( JKT,DPS,BPN,MKS) IV 38 OrIeNTATION (JKT, DPS, BPN, MKS)

PeNDIDIKAN III dan IV 70 eDuCATION

PeLATIHAN MANAgerIAL MANAgerIAL TrAININg

Manajerial Muda (2 Batch ) I dan II 59 Junior Manager (2 Batches)

Managerial Madya I dan II 49 Middle Manager (2 Batches)

Airport Officer Development IV 20 Airport Officer Development Program

PeLATIHAN MANDATOrI MANDATOry TrAININg

Technical Copetency and Certification (TOC) 6

ProgramIII 120

Technical Competency and Certification

(TCC) (6 programs)

Sertifikat Kecakapan Petugas (SKP0 (5 program) II 457 Officer Aptitude Certificate (5 programs)

Diklat salvage III 25 Salvage Education and Training

Senior PKP-PK

Junior AVSEC

III

IV

25

30

Flight Accident Rescue and Fire Fighting

(Senior)

Junior Avsec

Junior PKP-PK

Senior AVSEC

IV

IV

20

30

Flight Accident Rescue and Fire Fighting

(Junior

Senior Avsec)

Diklat AMC III 30 AMC Education and Training

PeLATIHAN TeKNIS BIDANg SPeCIALTy TeCHNICAL TrAININg

Internal Audit (4 program) II 50 Internal Audit (4 Programs)

Copporate Secretary (3 program)

Risk Management and Compliance Group

III and IV

II

41

1

Corporate Secretariat (3 Programs)

Risk Management & Compliance Group

Project Management Group (2 Program) IV 42Project Management Office Group (2

Programs)

Procurement Group (2program) IV 60 Procurement Group (2 Programs)

Corporate Planning and Peformance Group (2

Program)I and IV 6

Operation and Technical Directorate (6

Programs)

PrOgrAM AND reALIzATION Of TrAININg AND

DeveLOPMeNT grOuP’S WOrK PLAN AND BuDgeT IN 2013

359

PrOgrAM DIKLATEDUCATION AND TRAINING PROGRAM

reALISASITrIWuLAN PeSerTA TrAININg PrOgrAM

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

program)

I,III,IV

II,III,IV

II dan IV

I S/D IV

147

1.405

22

173

Marketing and Business Development

Directorate (10 Programs)

Finance and Information Technology Direc-

torate (4 Programs)

Human Capital and General Affair Director-

ate (7 Programs)

Diklat Purnabakti (5 Bath ) (Pengayaan)

Seminar/Lokakarya (pegawai Dalam dan Luar

Negri

• Customer Statisfaction for Manager

Incheon

• Comercial Operations Incheon

II

I S/D IV

1

IV

185

266

30

20

Post-employment education And Train-

ing (5 Batches) (enrichment)

Seminar/Workshop for Employees Inland

and Abroad

•CustomerSatisfactionforManagerat

Incheon

•CommercialOperationatIncheon

TOTAL 3.381 TOTAL

Diklat Teknis Substantif dan fungsional

Diklat teknis substantif atau yang biasa dikenal sebagai

diklat mandatori adalah sebuah diklat yang diselenggarakan

dalam rangka memenuhi HC yang pemenuhannya dan

proses pendidikan dan pelatihannya sesuai persyaratan

yang ditentukan oleh Regulator. Diklat teknis substantif ini

selama kurun waktu 2013 telah dilaksanakan oleh Training

and Development Group meliputi Technical Competency

Certification (TCC), Aviation Security, PKP-PK, AMC dan Salvage.

Diklat Fungsional adalah pendidikan dan pelatihan yang

diselenggarakan bagi Pegawai agar memiliki pengetahuan,

keterampilan, dan sikap – sikap yang tepat sehingga mampu

melaksanakan fungsi dan tugas pokok dari Pekerjaan –

Pekerjaan fungsional pada bidang jasa kebandarudaraan dan

jasa lalu lintas penerbangan. Pada tahun 2013 Training and

Development Group telah melaksanakan diklat Manajemen

Operasi Bandara (MOB) Tingkat Lanjut, Auditor Tingkat Dasar

I, Auditor Tingkat Dasar II, Auditor Tingkat Lanjutan I, Auditor

Tingkat Lanjutan II, Auditor Manajerial.

Substantive and functional Technical education and

Training

Substantive technical education and training, or commonly

referred to as mandatory education and training, are

education and training provided in the context of HC

fulfillment, the fulfillment as well as education and training

process of which are in accordance with the requirement

stipulated by Regulators. In 2013, the substantive technical

education and training implemented by Training and

Development Group consisted of Technical Competency

Certification (TCC), Aviation Security, Flight Accident Rescue

and Fire Fighting, AMC and Salvage.

Functional Education and Training are education and training

provided in order that Employees have the right knowledge,

skill, and attitude to perform the main tasks and function

of the functional Jobs in the field of airport services and air

traffic services. In 2013, Training and Development Group

has organized education and training for Advanced Airport

Operations Management, Basic Auditor I, Basic Auditor II,

Advanced Auditor I, Advanced Auditor II, and Managerial

Auditor.







Perpanjangan dan penerbitan SKP

Untuk tahun 2013, PT. Angkasa Pura I (Persero) telah

melaksanakan Re-current SKP untuk petugas PKP-PK

dilaksanakan di Lombok, El Tari, Pattimura, Sepinggan,

Syamsuddin Noor dan Frans Kaisiepo. Sedangkan Re-current

SKP Petugas Security Bandara (Aviation Security) dilaksanakan

di Bandara Ngurah Rai, Juanda, Sepinggan, Hasanuddin,

Ahmad Yani, dan Adisutjipto dengan mengikutsertakan

Petugas Avsec dari 13 Kantor Cabang Bandar. Pada tahun

ini juga dilakukan Re-current SKP personil AMC yang

dilaksanakan di Juanda, Sultan Hasanuddin, Lombok, Ngurah

Rai, dan Adisumarmo.

biaya pelatihan dan pengembangan sdm

Angkasa Pura Airports berkomitmen untuk terus

meningkatkan kapasitas dan kapabilitas (kompetensi)

SDM, karena Perseroan menyadari bahwa peningkatan

kompetensi akan memberikan kontribusi yang signifikan

terhadap peningkatan produktivitas dan kualitas pegawai

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

2013 adalah sebesar Rp25.098 miliar turun 48,85% dari

realisasi tahun 2012 sebesar Rp49.067 miliar. Sedangkan

jumlah pegawai yang mengikuti pelatihan di 2013 sebanyak

3.381 karyawan, hal ini mengalami peningkatan turun

32,82% dari tahun sebelumnya sebanyak 5.033 pegawai di

2012.

Untuk durasi waktu pelatihan dan pendidikan per pegawai

di tahun 2013 adalah selama 49,21 jam/orang, angka

tersebut menurun jika dibandingkan dengan tahun 2012

yang tercatat 115,62 jam/orang.

renewal and Issuance of Personnel Aptitude Certificate

In 2013, PT Angkasa Pura I (Persero) has implemented the

Recurrent Personnel Aptitude Certificate for Flight Accident

Rescue and Fire Fighting officers which was held at Lombok,

El Tari, Pattimura, Sepinggan, Syamsuddin Noor and Frans

Kaisiepo Airports. Meanwhile, the Recurrent Personnel

Aptitude Certificate for Airport Security Officers (Aviation

Security) was held at Ngurah Rai, Juanda, Sepinggan,

Hasanuddin, Ahmad Yani, and Adisutjipto Airports with

the participation of Avsec Officers from 13 Airport Branch

Offices. In the same year, the Recurrent Personnel Aptitude

Certificate for AMC personnel was also held at Juanda, Sultan

Hasanuddin, Lombok, Ngurah Rai, and Adisumarmo Airports.

Human Capital Training and Development Cost

Angkasa Pura Airports is committed to continuously improve

Human Capital capacity and capability (competency),

because the Company is aware of that competency

increase will give significant contribution to the increase in

productivity and quality of employees and organization.

The realization of Human Capital education and training

budget in 2013 was Rp25,098 billion, a decrease of 48.85%

compared to the realization of Rp49,067 billion in 2012.

Meanwhile, the number of employees who attended training

in 2013 was 3,381 persons, a decrease of 32.82% compared

to the realization in the previous year, namely 5,033 persons

in 2012.

The duration of education and training per employee

was 49.21 hours/person in 2013, which was a decreased

compared to 115.62 hours/person in 2012.

361

PrOfIL HuMAN CAPITAL

Bagi Perseroan, HC merupakan aset penting dalam

keberlanjutan bisnis dan peningkatan kualitas bisnis.

Perseroan senantiasa melakukan proses rekruitmen yang

mengedepankan asas-asas keterbukaan, kewajaran

dan kesetaraan berdasarkan kompetensi kebutuhan

dan kompetensi yang dimiliki oleh kandidat dengan

memperhatikan ketersediaan tenaga kerja lokal/nasional.

Kandidat yang memenuhi standar administrasi dijaring

melalui situs perusahaan serta iklan.

Di tahun 2013, Perseroan jumlah HC Perseroan adalah

sebanyak 3.641 pegawai menurun dibandingkan dengan

tahun sebelumnya yang tercatat sebanyak 3.679 pegawai.

Perbandingan Jumlah Pegawai tahun 2013 dan 2012

urAIANTAHuN | YEAR


KANTOR PUSAT 411 397 HEAD OFFICE

BANDARA NGURAH RAI - BALI 627 653 NGURAH RAI AIRPORT - BALI

BANDARA JUANDA - SURABAYA 478 457 JUANDA AIRPORT - SURABAYA

BANDARA SULTAN HASANUDDIN -

MAKASSAR228 242

SULTAN HASANUDDIN AIRPORT -

MAKASSAR

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

BANDARA SYAMSUDIN NOOR -

BANJARMASIN152 153

SYAMSUDIN NOOR AIRPORT -

BANJARMASIN

BANDARA AHMAD YANI - SEMARANG 177 171 AHMAD YANI AIRPORT - SEMARANG

BANDARA INTERNASIONAL LOMBOK -

LOMBOK TENGAH/LOMBOK INTERNATIONAL AIRPORT –

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 - SBU COMMERCIAL BALI

SBU TERMINAL KARGO UPG - 11 SBU CARGO TERMINAL UPG

HuMAN CAPITAL PrOfILe

The Company considers Human Capital as an important asset

in business continuity and business quality improvement.

The Company always implements a recruitment process

which puts priority on the principles of transparency,

fairness, and equality based on competency requirement

and competency owned by candidates with due regard to

the availability of manpower at the local/national level. The

candidates who meet the administrative standard were

selected through the Company’s website and advertisement.

In 2013, the number of Human Capital of the Company was

3,641 persons, a decrease compared to 3,679 persons in the

previous year.

Table of Comparison of Total employees in 2013 and 2012







Sebagai bagian integral struktur organisasi, Human Capital

wajib memiliki komposisi yang proporsional dan sejalan

dengan kebutuhan bisnis Perseroan. Komposisi pegawai

Angkasa Pura Airports di tahun 2013 adalah sebagai berikut.

Komposisi Pegawai Berdasarkan Status Kepegawaian

STATuSTAHuN | YEAR PeruBAHAN (%)

CHANGES (%)STATuS

2013 % 2012 %

Pegawai Perusahaan 3.242 89,02 3.225 87,66 0,53 Company Employees

PNS Diberbantukan 364 9,99 386 10,49 (5,70)Assisting Civil

Servants

PNS Ditugaskan 1 0,03 1 0,03 -Assigned Civil

Servants

TNI Ditugaskan 23 0,63 46 1,25 (50,00)

Assigned Indonesian

National Military

Members

PKWT 12 0,33 21 0,57 (42,86)Defined Period

Contract Employees

JuMLAH 3.641 100% 3.679 100% (1,03) Amount

urAIANTAHuN | YEAR


SBU TERMINAL KARGO BPN - 12 SBU CARGO TERMINAL BPN

PROYEK BIL – MATARAM - - BIL PROJECT – MATARAM

PROYEK PENGEMBANGAN BANDARA

INTERNASIONAL BALI

BALI INTERNATIONAL AIRPORT

DEVELOPMENT PROJECT

(PP-BIB) 17 20


INTERNASIONAL JUANDA (PP-BIJ)/ Proyek

BISUB- Surabaya

13 11

JUANDA INTERNATIONAL AIRPORT

DEVELOPMENT PROJECT/SURABAYA

INTERNATIONAL AIRPORT Project -

Surabaya


INTERNASIONAL SEPINGGAN (PP-BIS)/

Proyek BIS – Balikpapan

18 20

SEPINGGAN INTERNATIONAL AIRPORT

DEVELOPMENT PROJECT/SEPINGGAN

INTERNATIONAL AIRPORT Project –

Balikpapan

MATSC/MATSC – Makassar 206 220 MATSC/MATSC – Makassar

TOTAL 3.641 3.679 TOTAL

As an integral part of the organization structure, Human

Capital must have proportional composition in line with

the Company’s business requirement. The composition of

Angkasa Pura Airports’ employees in 2013 was as follows:

employee Composition based on employment Status

363

Komposisi Pegawai Bedasarkan Status Kepegawaian

employee Composition based on employment Status

Untuk mendukung pertumbuhan Angkasa Pura Airports yang

Berkelanjutan, saat ini Perseroan berusaha mengoptimalkan

pendayagunaan HC yang ada. Jumlah pegawai pada tahun

2013 mencapai 3.641orang yang terdiri dari 3.242 pegawai

tetap, 364 PNS Diperbantukan, 1 PNS Ditugaskan, 23 TNI

Ditugaskan dan 12 PKWT. Jumlah pegawai Angkasa Pura

Aiports berdasarkan status kepegawaian di 2013 menurun

sebesar 1,03% dibandingkan dengan jumlah pegawai di

2012 yang mencapai 3.679 orang.

Komposisi Pegawai Berdasarkan Kelas Jabatan

KeLAS JABATANPOSITION LEVEL

TAHuN | YEAR PeruBAHAN (%)CHANGES2013 % 2012 %

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)

Pegawai Perusahaan

PNS Diberbantukan

PNS Ditugaskan

TNI Ditugaskan

PKWT

Pegawai Perusahaan

PNS Diberbantukan

PNS Ditugaskan

TNI Ditugaskan

PKWT

10.49%(386)

1.25%(46)

0.03%(1)

0.57%(21)

87.66%(3.225)

89.02%(3.242)

0.33%(12)

0.63%(23)

0.03%(1)9.99%

(364)

2012 2013

To support Sustainable Growth of Angkasa Pura Airports,

currently the Company is making efforts of optimizing the

empowerment of the available Human Capital. The number

of employees in 2013 was 3,641 persons, consisting of

3,242 permanent employees, 364 Assisting Civil Servants,

1 Assigned Civil Servant, 23 Assigned Indonesian National

Military members, and 12 Defined Period Contract Employees.

The number of Angkasa Pura Airports’ employees based on

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


KeLAS JABATANPOSITION LEVEL

TAHuN | YEAR PeruBAHAN (%)CHANGES2013 % 2012 %

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)

PKWT

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

PKWT

7.77%(286)

13.95%(508)

8.32%(306)

9.35%(344)

1.76%(64)

2.77%(102)

1.33%(49)

0.16%(6)

26.23%(965)

14.65%(539)

6.77%(249)

6.77%(294) 5.08%

(187)

0.08%(3)

0.82%(30)

Komposisi Pegawai Berdasarkan Kelompok Kelas Jabatan Chart of employee Composition based on Position Class

13.95%(508)

25.76%(938)

6.92%(252)

7,94%(289)

9.39%(342)

1.76%(64)

2.88%(105)

1.32%(48)

0.14%(5)

0.36%(13)

0

09.34%(340)

6.18%(225)

12.96%(472)

Komposisi pegawai Angkasa Pura Airports tahun 2013 dilihat

dari segi kelas jabatan di dominasi oleh pegawai dengan

kelas jabatan level 16 yaitu sebesar 25,76% atau sebanyak

938 orang, jumlah tersebut tidak jauh berbeda dengan tahun

sebelumnya yang tercatat sebesar 26,23% atau sebanyak 965

orang.

2012 2013

Composition of employees of Angkasa Pura Airports in 2013

based on position class is dominated by employees with

level 16 positions, namely 25.76% or 938 persons, which

was not much different from 26.23% or 965 persons in the

previous year.

365

JeNJANg PeNDIDIKANEDUCATION LEVEL

TAHuN | yeAr PeruBAHAN (%)CHANGES2013 % 2012 %

S3 1 0,03 1 0,03 -

S2 102 2,80 92 2,53 10,87

S1 776 21,31 808 22,19 (3,96)

D1 – D4 1.018 27,96 1.035 28,42 (1,64)

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

Komposisi Pegawai Berdasarkan Jenjang Pendidikan

Berdasarkan Jenjang Pendidikan, komposisi pegawai

Angkasa Pura Airports pada 2013 didominasi oleh lulusan

SD-SLTA sebesar 47,90%, diikuti oleh lulusan D1-D4 sebesar

27,96%, kemudian lulusan Strata 1 sebesar 21,31%, Strata 2

sebesar 2,80%, serta lulusan Strata 3 sebesar 0,03%.

Pada 2013, jumlah pegawai dengan jenjang pendidikan

SD-SLTA meningkat sebesar 0,06%, dari 1.743 orang di 2012

menjadi 1.744 orang di 2013. Sedangkan untuk pegawai

dengan jenjang pendidikan Diploma 1 hingga Diploma 4

dan pegawai dengan jenjang pendidikan S1, masing-masing

mengalami penurunan sebesar 1,64% dan 3,96%. Jumlah

pegawai dengan tingkat pendidikan Strata 2 di tahun 2013

meningkat 10,87% dibandingkan tahun sebelumnya.

47.38%(1.743)

2.53%(92) 22.19%

(808)

28.42%(1.035)

0.03%(1) 47.90%

(1.744)2.80%(102) 21.31%

(776)

27.96%(1.018)

0.03%(1)

S3

S2

S1

D1-D4

SD-SLTA

S3

S2

S1

D1-D4

SD-SLTA

2012 2013

Based on Education Level, the composition of employees of

Angkasa Pura Airports in 2013 was dominated by Elementary

School – Senior High School graduates at 47.90%, followed

by D1-D4 graduates at 27.96%, subsequently Bachelor

Degree at 21.31%, Master’s Degree at 2.80%, and Doctoral

Degree at 0.03%.

In 2013, the number of employees with education level

of Elementary School – Senior High School increased by

0.06%, from 1,743 persons in 2012 to 1,744 persons in 2013.

Meanwhile, the number employees with education level

of Diploma 1 to Diploma 4 and the number of employees

with education level of Bachelor Degree decreased by 1.64%

and 3.96%, respectively. The number of employees with

education level of Master’s Degree increased by 10.87% in

2013 compared to the previous year.

Table of employee Composition based on education

Level

Chart of employee Composition based on education

Level







Komposisi Pegawai Berdasarkan Kelompok usia

KeLOMPOK uSIAAGE GROUPING

TAHuN | YEAR PeruBAHAN (%)CHANGES (%)2013 % 2012 %

> 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 2 0,05 3 0,08 (33,33)

JuMLAH 3.641 100% 3.679 100% (1,03)

10.71%(394)

13.05%(480)

20.96%(771)

5.25%(193)

0.08%(3)9.79%

(360)

13.62%(501)

11.17%(411)

15.38%(566)

Komposisi Karyawan Berdasarkan Kelompok usia

Chart of employee Composition based on Age group

10.90%(379)

13.16%(479)

21.26%(774)

0.33%(12)

0.05%(2)11.15%

(406)

14.97%(545)

12.63%(460)

15.55%(566)

Komposisi pegawai Angkasa Pura Airports tahun 2013

dilihat dari segi usia, didominasi oleh para pegawai dengan

usia dari 51-55 tahun yaitu sebanyak 21,26% kemudian

diikuti oleh kelompok usia produktif yaitu usia 36-40 tahun

dan kelompok usia 26-30 tahun masing-masing sebanyak

15,55% serta dan 14,97%. Sedangkan para pegawai yang

memasuki usia pensiun yatiu usia diatas 56 tahun sebanyak

12 orang atau sebesar 0,33% akan menjadi role model atau

contoh dalam mentransfer knowledge mereka ke generasi di

bawahnya.

> 56

46-5046-50

36-4036-40

26-3026-30

51-5551-55

41-4541-45

31-3531-35

21-2521-25

< 20< 20

> 56

2012 2013

Table of employee Composition based on Age group

The composition of employees of Angkasa Pura Airports in

2013 based on age group was dominated by employees

aged 51-55 years, namely 21.26%, and subsequently followed

by the productive age group, namely 36-40 years and 26-30

years at 15.55% and 14.97%, respectively. Meanwhile, the

number of employees who will start their retirement age,

namely the age of above 56 years, was 12 persons or 0.33%,

who will serve as arole model or an example in transferring

their knowledge to the generation after them.

367

Peningkatan jumlah pegawai pada jenjang usia 21-25 tahun

di 2013 tercatat sebesar 12,78%, hal ini disebabkan adanya

proses rekrutmen pegawai yang dilakukan pada awal tahun

2013.

Komposisi Pegawai Berdasarkan Masa Kerja

MASA KerJAWORKING PERIOD

TAHuN | YEAR PeruBAHAN (%)CHANGES (%)2013 % 2012 %

>31 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

JuMLAH 3.641 100% 3.679 100 (1,03)

19.22%(707)

12.64%(465)

11.88%(437)

12.53%(461)

19.71%(725)

13.02%(479)

11.01%(405)

Komposisi Karyawan Berdasarkan Masa KerjaChart of employee Composition based on Service Period

18.84%(686)

17.22%(627)

15.11%(550)

10.46%(381)

0.14%(5)

21.23%(773)

17.00%(619)

> 31 Tahun

26-30 Tahun

21-25- Tahun

16-20 Tahun

11-15 Tahun

6-10 Tahun

0-5 Tahun

> 31 Tahun

26-30 Tahun

21-25- Tahun

16-20 Tahun

11-15 Tahun

6-10 Tahun

0-5 Tahun

Jika dilihat berdasarkan lamanya masa kerja, komposisi

pegawai Angkasa Pura Airports tahun 2013 didominasi

oleh kelompok masa kerja 0-5 tahun sebesar 21,23% diikuti

kelompok masa kerja 11-15 tahun sebesar 18,84% dan

kelompok masa kerja 16-20 tahun sebesar 17,22%.

Jumlah pegawai dengan masa kerja di atas 31 tahun

menurun signifikan dibanding tahun 2012 yaitu sebesar

98,92%, hal ini disebabkan oleh sedikitnya jumlah pegawai

yang memasuki usia pensiun/mengajukan pensiun di 2013.

2012 2013

The increase in the number of employee in the age group

21-25 years increased by 12.78% in 2013, which was due to

the employee recruitment process, which was conducted

early 2013.

Table of employee Composition based on Length of Service

Based on their length of service period, the composition of

employees of Angkasa Pura Airports in 2013 was dominated

by the group of employees with length of service of 0-5

years at 21.23%, followed by the group of employees with

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%.

The number of employees with length of service of more than

31 years decreased significantly compared to 2012, namely

98.92%, which was due to the small number of employees

who have reached their retirement age/submitted their

resignation in 2013.







PereNCANAAN KeBuTuHAN PegAWAI

Perencanaan kebutuhan pegawai Angkasa Pura Airports

selalu disesuaikan dengan kebutuhan riill dari setiap unit kerja

untuk tiap tahunnya. Sesuai dengan yang telah dicantumkan

dalam Rencana Kerja dan Anggaran Perusahaan, untuk

tahun 2014 Human Capital Group menetapkan kebutuhan

pegawai sebesar 3.379 pegawai.

rencana kebutuhan pegawai di 2014

urAIAN SATuAN rKAP 2014 DeSCrIPTION

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

Bandara Internasional Lombok - Lombok

TengahOrang 183

Lombok International Airport – Central

Lombok

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

Proyek Pengembangan Bandara Internasional

Bali (PP-BIB)Orang 19

Bali International Airport Development

Project


Juanda (PP-BIJ)Orang 17

Juanda International Airport Develop-

ment Project


Sepinggan (PP-BIS)Orang 19

Sepinggan International Airport Devel-

opment Project

eMPLOyee reQuIreMeNT PLANNINg

Angkasa Pura Airports’ employee requirement planning is

always adjusted to the real demand from each work unit for

each year. As set out in the Company Work Plan and Budget,

for 2014, Human Capital Group has stipulated the employee

requirement at 3,379 persons.

employee requirement plan in 2014

369

urAIAN SATuAN rKAP 2014 DeSCrIPTION


Syamsuddin NoorOrang 19

Syamsuddin Noor International Airport

Development Project


Ahmad YaniOrang 19

Ahmad Yani International Airport Devel-

opment Project


AdisutjiptoOrang 19

Adisutjipto International Airport Devel-

opment Project

MATSC Orang - MATSC

JuMLAH PegAWAI Orang 3.379 TOTAL eMPLOyeeS

PrOgrAM PeNSIuN

Sesuai dengan Undang-undang Ketenagakerjaan Nomor

13/2003 tanggal 25 Maret 2003, Perusahaan diwajibkan

memberikan manfaat pasca kerja kepada seluruh karyawan

tetapnya. Manfaat yang meliputi uang pemutusan hubungan

kerja, penghargaan masa kerja, serta kompensasi tersebut

diberikan apabila karyawan mengakhiri masa kerjanya baik

karena pensiun maupun meninggal dunia.

Program pensiun menyediakan manfaat pensiun untuk

pegawai dan keluarganya pada saat mencapai usia pensiun

dalam bentuk pembayaran berkala yang diatur dalam Surat

Keputusan Direksi Nomor KEP.1156/KU.60/1998 tanggal 6

Oktober 1998 yang telah diubah melalui Surat Keputusan

Direksi Nomor KEP.19/KU.60/2000 tanggal 11 Mei 2000.

Progam pensiun tersebut dikelola oleh Dana Pensiun

Angkasa Pura (DAPENRA) terhitung tanggal 1 Januari 2000

sesuai Surat Keputusan Menteri Keuangan RI No. KEP.39/

KM.17/1999 tanggal 15 November 1999.

Angkasa Pura Airports memiliki dua program dalam

upayanya untuk memenuhi kewajiban tersebut, yaitu:

(1) Progam Dana Pensiun Manfaat Pasti, dan (2) Program

Tunjangan Hari Tua (THT). Selain itu juga Angkasa Pura

Airports memberikan Tunjangan kepada pegawai Perseroan

yang telah memenuhi persyaratan ketentuan Perseroan

yaitu Tunjangan Perumahan, Penghargaan Pengabdian dan

Tunjangan Kesehatan kepada pensiunan Perseroan.

PeNSION PrOgrAM

Pursuant to Manpower Law Number 13/2003 dated March 25,

2003, the Company is required to provide post-employment

benefit for all its permanent employees. The benefit, which

consists of severance pay, service period appreciation, and

compensation, is provided when an employee terminates its

service period, either due to retirement or due to death.

The pension program provides pension benefit for

employees and their family members at the time the

employees reach the retirement age in the form of periodic

payment, which is governed in Decision Letter of the Board

of Directors Number KEP.1156/KU.60/1998 dated October 6,

1998 as amended by Decision Letter of the Board of Directors

Number KEP.19/KU.60/ 2000 dated May 11, 2000.

The pension program is managed by Angkasa Pura Pension

Fund (DAPENRA) effective from January 1, 2000 in accordance

with Decree of the Minister of Finance of the Republic of

Indonesia No. KEP.39/KM.17/1999 dated November 15, 1999.

Angkasa Pura Airports has two programs in the effort of

fulfilling this obligation, namely: (1) Defined Benefit Pension

Fund Program, and (2) Old Age Allowance Program. In

addition, Angkasa Pura Airports also provides Allowances

to the Company’s employees who meet the requirement

of the Company’s provisions, namely Housing Allowance,

Dedication Award, and Health Allowance to its retirees.







JeNIS PrOgrAM PeNSIuNTYPE OF PENSION PROGRAM


Jaminan Pasca kerja

Post-employment Benefit1. PPMP

(Program Pensiun

Manfaat pasti)

1. Defined Benefit Pension

Program

Merupakan dana pensiun yang diperuntukkan

bagi pegawai dengan TMT Masuk Angkasa Pura

Airports sampai dengan tanggal 31 Desember

2010.

Manfaat pensiun terbagi menjadi tiga, yaitu:

• Manfaat Pensiun normal, diberikan kepada

peserta yang berhenti bekerja setelah

mencapai usia pensiun normal yang

ditetapkan (56 tahun) dengan rumus:

MPN = 2,5% x Masa Kerja x Penghasilan

dasar Pensiun

• Manfaat Pensiun Dipercepat, diberikan

kepada peserta yang berhenti bekerja dan

telah mencapai usia pensiun dipercepat,

tetapi belum mencapai usia pensiun

normal dengan rumus:

46 tahun = 80% x 2,5% x Masa Kerja x PhDP



<50 tahun = 100% x 2,5% x Masa Kerja x

PhDP

Manfaat Pensiun Ditunda, diberikan kepada

peserta yang berhenti bekerja dan belum

mecapai usia pensiun dipercepat dan telah

memiliki masa kepesertaan sekurang-

kurangnya 3 tahun, dengan rumus:

PD = Nilai Sekarang x (2,5% x Masa Kerja x PhDP)

Pension fund allocated for employees with

the Employment Commencement Date at

Angkasa Pura Airports prior to December 31,

2010.

Pension benefit is divided into three types,

namely:

• Normal Pension Benefit, provided

to participants who quit the job

after reaching the stipulated normal

retirement age (56 years) with the

formula as follows:

Normal Pension Benefit = 2.5% x Length

of Service x Pension basic income

• AcceleratedPensionBenefit,providedto

participants who quit the job, who have

reached accelerated retirement age, but

not the normal retirement age with the

formula as follows:

46 years = 80% x 2.5% x Length of

Service x PhDP


Service x PhDP


Service x PhDP

<50 years = 100% x 2.5% x Length of

Service x PhDP

Delayed Pension Benefit, provided to

participants who quit the job, who have not

reached the accelerated retirement age and

already have participation period of at least 3

years, with the formula as follows:

PD = Present Value x (2.5% x Length of Service

x PhDP)2. PPIP

(Program Pensiun Iuran

Pasti)

2. Defined Contribution

Pension Program

Merupakan dana pensiun yang diperuntukkan

bagi pegawai dengan TMT Masuk Angkasa

Pura Airports mulai tanggal 1 Januari 2011.

Kepesertaan PPIP terhitung sejak Pegawai

masuk Angkasa Pura Airports dengan status

Calon Pegawai.

• Manfaat Pensiun terdiri atas:

• Manfaat Pensiun Normal

• Manfaat Pensiun Dipercepat

• Manfaat Pensiun Cacat

• Manfaat Pensiun Meninggal Dunia

Pension fund allocated for employees with

the Employment Commencement Date

starting from January 1, 2011. Participation in

the Defined Contribution Pension Program is

calculated since the Employee starts his/her

employment at Angkasa Pura Airports with

the status of Candidate Employee.

The Pension Benefit consists of:

• NormalPensionBenefit

• AcceleratedPensionBenefit

• DisabilityPensionBenefit

• DeathPensionBenefit

371

JeNIS PrOgrAM PeNSIuNTYPE OF PENSION PROGRAM


Tunjangan Tambahan

Additional Allowances1. Tunjangan Hari Tua

1. Old Age Allowance

Pembiayaan THT Pegawai diperoleh dari:

• Sumbangan Perusahaan (sesuai hasil

valuasi aktuaria)

• Iuran Pegawai Perusahaan (sebesar 5%

dari PHDTHT)

• Iuran PNS Diperbantukan sebesar 3% dari

PHDTHT

• Iuran PNS Ditugaskan dan Pensiunan TNI/

POLRI Ditugaskan sebesar 1% dari PHDTHT

The financing for Employee’s Old Age

Allowance is obtained from:

• Company’sContribution(asperactuarial

valuation result)

• ContributionfromCompany’sEmployee

(5% of PHDTHT)

• Contribution from Assisting Civil

Servants in the amount of 3% of PHDTHT

• Contribution from Assigned Civil

Servants and Assigned Military/ Police

Retirees in the amount of 1% of PHDTHT2. Jaminan Sosial Tenaga

Kerja (Jamsostek)

2. Manpower Social

Security (Jamsostek)

Besar Iuran terdiri atas:

• Iuran yang ditanggung tenaga kerja

adalah Jaminan Hari Tua (JHT) sebesar 2%

• Iuran yang ditanggung perusahaan, yaitu:

Jaminan Hari Tua (JHT) sebesar 3,7%;

Jaminan Kecelakaan Kerja (JKK) sebesar

0,54%; Jaminan Kematian (JK) sebesar

0,3%.

The amount of Contribution consists of:

• Thecontributionbornebyemployee is

the contribution for Old Age Security in

the amount of 2%

• Thecontributionbornebythecompany

is: Old Age Security in the amount of

3.7%; Work-Related Accident Security in

the amount of 0.54%; Death Security in

the amount of 0.3%.3. Jaminan Kesehatan

Pascakerja

3. Post-employment Health

Security

Jaminan ini dikelola oleh YAKKAP I.

Besar iuran Pegawai adalah Rp100.000,- yang

dipotong setiap bulan dari penghasilan TMT 1

Januari 2014.

Manfaat yang akan diterima oleh Peserta ketika

masa pensiun adalah sebesar Rp15.385.000/

jiwa/tahun.

This security is managed by YAKKAP I.

The amount of Employee contribution is

Rp100,000.- which is deducted from income

on a monthly basis for Employees with the

Employment Commencement Date starting

from January 1, 2014.

The benefit which will be received by

Participants upon retirement is in the amount

of Rp15,385,000/person/ year.

KeBeBASAN BerSerIKAT

Di lingkungan kerja Perseroan, terdapat Asosiasi Karyawan

dan Serikat Pekerja yang menjadi mitra kerja Perseroan.

Asosiasi Karyawan dan Serikat Pekerja senantiasa

menunjukkan peran positif dalam penyelesaian masalah-

masalah ketenagakerjaan. Para pihak saling berkomunikasi

dan berkonsultasi mengenai ketenagakerjaan untuk

meningkatkan produktivitas kerja dan kesejahteraan pekerja.

Di tahun 2010, Perseroan telah menandatangani Pakta

Normalisasi antara manajemen Perseroan dengan Asosiasi

Karyawan dan Serikat Pekerja PT Angkasa Pura I (Persero)

yang ditunjukan untuk meningkatkan harmonisasi

hubungan seluruh HC dengan Perseroan. Pakta Normalisasi

tersebut telah didaftarkan ke Kementerian Tenaga Kerja RI

FREEDOM TO ASSOCIATE

In the Company’s working environment, there is an

Employees’ Association and Workers’ Union which become

the Company’s work partners. Employees’ Association

and Workers’ Union always play a positive role in solving

manpower issues. The parties communicate with and

consult each other on manpower issues in order to improve

work productivity and the welfare of workers.

In 2010, the Company signed a Normalization Pact between

the Company’s management and Employees’ Association

and Workers’ Union of PT Angkasa Pura I (Persero), which

was aimed at improving the harmonization of relationship

between all Human Capital and the Company. The pact has

been registered with the Ministry of Manpower of Republic







dan telah terdaftar sesuai Surat Keputusan Direktur Jenderal

Pembinaan Hubungan Industrial dan Jaminan Sosial Tenaga

Kerja No. KEP.157/PHIJSK-PKKAD/PKB/xI/2010.

Kepengurusan Serikat Pekerja Angkasa Pura I (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

of Indonesia and has been registered pursuant to Decree of

the Director General of Industrial Relations and Manpower

Social Security No. KEP.157/ PHIJSK-PKKAD/PKB/xI/2010.

Management Board of Angkasa Pura I Workers’ union

(SP.AP.I)


The corporaTe parTicUlarsData Perushaan

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.




SUMBER DAyA MANUSIA pERUSAHAANHUMAN RESOURCES

DATA PERUSAHAANCORpORATE pROfIlE


DAfTAr KePeMILIKAN SAHAM

Komposisi Kepemilikan Saham

Pemerintah republik Indonesiagoverment of the republic of Indonesia

100%PT Angkasa Pura I (Persero) merupakan perseroan yang

seluruh sahamnya dimiliki oleh Pemerintah Republik

Indonesia dan belum mencatatkan sahamnya di pasar modal.

Perubahan Anggaran Dasar Perusahaan pada tanggal 15

Agustus 2012 berdasarkan akta Pernyataan Keputusan Rapat

dan Keputusan Para Pemegang Saham yang diambil Diluar

Rapat PT Angkasa Pura 1 (Persero) no. 5 sebagaimana yang

telah dicatat oleh Notaris Utiek R. Abdurachman, SH., MLI.,

MKn., mengenai peningkatan modal dasar dan penambahan

modal Negara Republik Indonesia ke dalam modal Perseroan,

maka pada Pasal 4 dalam Anggaran Dasar Perseroan berubah

menjadi sebagai berikut.

1. Modal Dasar Perseroan ditetapkan sebesar 12.000.000

saham, masing-masing dengan nilai nominal sebesar

Rp1.000.000 (Rupiah penuh) atau seluruhnya berjumlah

Rp12.000.000.000.000 (Rupiah penuh).

2. Dari modal tersebut telah ditempatkan / diambil bagian

dan telah disetor penuh oleh Negara Republik Indonesia

sebanyak 3.188.245 saham atau seluruhnya berjumlah

Rp3.188.245.000.000 (Rupiah penuh) ke dalam kas

Perusahaan, dengan cara sebagai berikut. :

i) Sebesar Rp1.800.000.000.000 (Rupiah penuh)

telah disetor dengan uang tunai sebagai setoran

modal lama sebagaimana dinyatakan dalam akta

nomor 02 tanggal 09 Agustus 2007 oleh Nanda

Fauz Iwan, SH., MKn., notaris di Jakarta.

ii) Penambahan penyertaan modal negara sebesar

Rp1.388.244.029.234 (Rupiah penuh) telah di

setorkan kedalam kas Perseroan.

SHAreHOLDerS’ LIST

Shareholders’ Composition

PT Angkasa Pura I (Persero) is a company whose shares are

held by the Government of the Republic of Indonesia and

have not been listed on the capital market. Pursuant to

Amendment to the Company’s Articles of Association dated

August 15, 2012 based on deed of Statement of Meeting’s

Decision and Shareholders’ Decision made Outside the

Meeting of PT Angkasa Pura 1 (Persero) no. 5 as recorded by

Notary Utiek R. Abdurachman, SH., MLI., MKn., concerning

the increase in authorized capital and addition of capital from

the State of the Republic of Indonesia into the Company’s

capital, Article 4 of the Company’s Articles of Association was

changed follows:

1. The Company’s Authorized Capital was stipulated

at 12,000,000 shares, with the nominal value of

Rp1,000,000 (full Rupiah) each or Rp12,000,000,000,000

(full Rupiah) in total.

2. Of the total authorized capital, the portion which has

been subscribed/participated and paid up by the State

of the Republic of Indonesia to the Company’s cash

consisted of 3,188,245 shares or Rp3,188,245,000,000

(full Rupiah) in total, with the method as follows:

i) An amount of Rp 1,800,000,000,000 (full Rupiah)

has been deposited in cash as old capital deposit

as stated in deed number 02 dated August 09,

2007 passed before Nanda Fauz Iwan, SH., MKn.,

notary in Jakarta.

ii) Additional equity participation of the state in the

amount of Rp1,388,244,029,234 (full Rupiah) has

been deposited into the Company’s cash.

377

iii) Sebesar Rp.970.876 (Rupiah penuh) telah

disetor ke dalam kas Perseroan yang berasal

dari kapitalisasi cadangan sebagaimana tercatat

dalam Laporan Keuangan audit tahun buku 2011.

KrONOLOgI PeNCATATAN SAHAM

PT Angkasa Pura I (Persero) merupakan Perusahaan Non

Listed sehingga belum tercatat dalam Bursa Efek dan tidak

menjual sahamnya kepada publik. Oleh sebab itu, informasi

kronologis pencatatan saham dan jenis aksi korporasi yang

menyebabkan perubahan jumlah saham tidak tersedia.

KrONOLOgI PeNCATATAN efeK LAINNyA

PT Angkasa Pura I (Persero) merupakan Perusahaan Non

Listed sehingga tidak menjual sahamnya kepada publik. Oleh

sebab itu, informasi kronologis pencatatan efek lainnya dan

jenis aksi korporasi yang menyebabkan perubahanjumlah

efek lainnya tidak tersedia.

corporaTe sTrUcTUreStruktur Korporasi

iii) An amount of Rp. 970,876 (full Rupiah) has been

deposited into the Company’s cash, which is

originating from the capitalization of reserves as

recorded in the audited Financial Statements for

fiscal year 2011.

CHrONOLOgy Of SHAreS LISTINg

PT Angkasa Pura I (Persero) is a Non-Listed Company so that

it has not been listed on the Stock Exchange and does not

sell its shares to public. Therefore, chronological information

on shares listing and the types of corporate action which

cause a change in the number of shares is not available.

CHrONOLOgy Of OTHer SeCurITIeS LISTINg

PT Angkasa Pura I (Persero) is a Non-Listed Company so that

it does not sell its shares to public. Therefore, chronological

information on other securities listing and the types of

corporate action which cause a change in the number of

other securities is not available.






Pemerintah republik Indonesiagoverment of the republic of Indonesia

100%

99,61% 99,97% 98,00% 99,86% 8% 31,25%


orGanizaTional sTrUcTUreStruktur Organisasi

PRESIDENT DIRECTORTommy Soetomo

OPERATION DIRECTORYushan Sayuti

TECHNICAL DIRECTOR Polana Banguningsih

Pramesti

MARKETING AND BUSINESS DEVELOPMENT

DIRECTOR Robert Daniel Waloni

OPERATIONAL AUDIT DEPARTMENT HEAD

Tavip Wibowo

ENGINEERING AUDITDEPARTMENT HEAD

Jayanus

FINANCE AUDIT DEPARTMENT HEAD

Ukemri

HUMAN CAPITAL & GENERAL AFFAIR AUDIT DEPARTMENT HEAD

Iswahyudianto Nopa

MATERIAL PROCUREMENT DEPARTMENT HEAD

Nani Rochaeni

SERVICES PROCUREMENT DEPARTMENT HEADR.M. Doddy Hapsoro

PROCUREMENT PLANNING AND ADMINISTRATION DEPARTMENT HEAD

Lucyana Siagian

MARKETING AND BUSINESS DEVELOPMENT AUDIT DEPARTMENT HEAD

Siti Chadijah O

CORPORATE SOCIAL RESPONSIBILITY COOPERATION DEPARTMENT HEAD

Yudhi Ahdiat Ridwan

CORPORATE SOCIAL ENVIRONMENT DEPARTMENT HEAD

Indah Kartikasari

AIRPORT SERVICES GROUP

HEAD Nugroho Jati

SAFETY, HEALTH, ENVIRONMENT GROUP HEAD

Andiko Surya Widjaya

SECURITY GROUP HEAD

Chadik Wibowo

BUSINESS DEVELOPMENT GROUP HEAD Novrihandri

AVIATION MARKETING

GROUP HEAD Moch. Asrori

AIRPORT FACILITIES READINESS

GROUP HEAD Widodo

AIRPORT EQUIPMENT READINESS GROUP

HEADYudi Maisa

PROJECT MANAGEMENT OFFICE

GROUP HEADDwi Tedjowati

PROJECT PROGRAM DEPARTMENT HEAD

Wahyudi

PROJECT PORTOFOLIO DEPARTMENT HEAD

SUBSIDIARY & PARTNERSHIP

DEPARTMENT HEAD Zulkifli

CIVIL AIRSIDE DEPARTMENT HEAD

Maya Damayanti

CIVIL LANDSIDE DEPARTMENT HEAD

R. Sujiastono

ELECTRICITY DEPARTMENT HEAD

Pipin Yusuf Arifin

ELECTRONIC DEPARTMENT HEAD

Suko Saryono

CUSTOMER SERVICE DEPARTMENT HEAD

I Md Kusuma Ariwardana

SAFETY MANAGEMENT

SYSTEM DEPARTMENT HEAD

Hadi Tirta K.

SREENING CHECK POINT

DEPARTMENT HEADDony Subardono

TERMINAL SECURITY DEPARTMENT HEAD

Selamat Riyadi

SAFETY, HEALTH & ENVIRONMENT

DEPARTMENT HEADDedi Ruhiyat

PASSENGER AIRLINE & CARGO SERVICES DEPARTMENT HEAD

Purna Irawan

AIRPORT COMPLIANCE

PERFORMANCE & QUALITY ASSURANCE DEPARTMENT HEADI Kt Dartha Arysana

Pande

MECHANICAL, HE & WATER TECHNIQUE DEPARTMENT HEAD

Agus Suarsa

BUSINESS PLANNING & DEVELOPMENT

DEPARTMENT HEADRistiyanto Eko Wibowo

AIRLINE MARKETING DEPARTMENT HEAD

Rahadian D. Yogisworo

CARGO MARKETING DEPARTMENT HEADMuhammad Thamrin

FIRE FIGHTING & RESCUE

DEPARTMENT HEADAmiruddin Florensius

NON TERMINAL SECURITY

DEPARTMENT HEADArief Siradjudin

HEAD OF PROCUREMENT

I Wayan Sutawijaya

HEAD OFINTERNAL AUDIT

Miduk Situmorang

HEAD OF COPERATE SOCIAL RESPONSIBILITY

Mariyanto

GENERAL MANAGER






Struktur Organisasi

HUMAN CAPITAL AND GENERAL AFFAIR

DIRECTOR Daan Achmad

FINANCE AND IT DIRECTOR

Gunawan Agus Subrata

CORPORATESECRETARY

Farid Indra Nugraha

CORPORATE ADMINISTRATION DEPARTMENT HEAD

Alfasyah

CORPORATE COMMUNICATION DEPARTMENT HEAD

Handy Heryudhitiawan

LEGAL DEPARTMENT HEAD Rini Asriningsih

CORPORATE PLANNING DEPARTMENT HEAD

Esti Dewi Fitriani

CORPORATE PERFORMANCE MONITORING & EVALUATION

DEPARTMENT HEAD Yuyun Waryunaningsih

QUALITY MANAGEMENT DEPARTMENT HEAD

Subakir

RISK MANAGEMENT DEPARTMENT HEAD

Masjuki

COMPLIANCE DEPARTMENT HEAD

Sugeng Widodo

HEAD OF CORPORATE PLANNING &

PERFORMANCEYudhaprana Sugarda

HEAD OF RISK MANAGEMENT AND

COMPLIANCEEddy Triyanto

NON AVIATION MARKETING

GROUP HEAD Priyono

ACCOUNTING GROUP HEAD

Rusli Amrin

FINANCEGROUP HEAD

Wisnu Darmojo

INFORMATION TECHNOLOGY GROUP HEADRidwan Moeis

HUMAN CAPITAL GROUP HEAD

Purwanto

TRAINING & DEVELOPMENTGROUP HEAD

Cecep Marga Sonjaya

GENERAL AFFAIR DEVELOPMENT GROUP HEAD

Sigit Herdiyanto

COST ACCOUNTING DEPARTMENT HEAD

Deny Indra W

TREASURY DEPARTMENT HEAD

Deswarini

IT PLANNING DEPARTMENT HEAD

Ira Gayatri

SOFTWARE DEVELOPMENT

DEPARTMENT HEADDidik Hermanto

IT OPERATION DEVELOPMENT

DEPARTMENT HEADYan Christofer G.

Daulima

TRAINING FACILITIES DEPARTMENT HEAD

I B Kt Juliadnyana

FINANCE ACCOUNTING

DEPARTMENT HEADMahendra

FUND MANAGEMENT DEPARTMENT HEAD

Puri Estiningsih

ORGANIZATION DEV & CHANGE MANAGEMENT

DEPARTMENT HEADImron Qodari

TRAINING MANAGEMENT

DEPARTMENT HEADBarata Singgih

Riwahono

OFFICE FACILITIES OPERATION &

MAINTENANCE DEPARTMENT HEADHeru Purwowibowo

TRAINING MODULE DEVELOPMENT

DEPARTMENT HEADSri Siswanti

OFFICE ADMINISTRATION

DEPARTMENT HEADFirstson Mansyur

COMPENSATION & INDUSTRIAL

RELATION DEPARTMENT HEAD

Alip Nugroho

CAREER & TALENT MANAGEMENT

DEPARTMENT HEADI Ketut Putra Gusnantha

TAX MANAGEMENT DEPARTMENT HEAD

Wirawan Buana

BUDGET MANAGEMENT

DEPARTMENT HEADDjoko Wahyono

NETWORK & INFRASTRUCTURE

DEPARTMENT HEADTejo Sulaksono

RETAIL MARKETING DEPARTMENT HEAD

Padma Pramudya

F&B MARKETING DEPARTMENT HEAD

Erwan aryanto

PROPERTY & ADVERTISING MARKETING

DEPARTMENT HEADHulman Wesly

ACCOUNT RECEIVEABLE

DEPARTMENT HEADJunaedi

ASSET MANAGEMENT

DEPARTMENT HEADSyahrul Samad


eXecUTiVe officers profile Profil Jajaran Eksekutif

1. Miduk Situmorang,

Head of Internal Audit

Warga Negara Indonesia.Usia 55 tahun, lahir di Simpang

Empat pada 8 Oktober 1959.

Memperoleh gelar Drs jurusan Ekonomi-Akuntansi

dari Universitas Medan Area, Medan (1989) dan gelar

Magister Manajemen dari Universitas Trisakti, Jakarta

(2000). Menjabat sebagai Head of Internal Auditsejak 20

September 2013 berdasarkan SK Direksi No.SKEP.206/

KP.07.03/2013.

2. farid Indra Nugraha,

Corporate Secretary

Warga Negara Indonesia.Usia 44 tahun, lahir di

Balikpapan pada 12 Maret 1970.

Menyelesaikan pendidikan pada Sekolah Tinggi

Hukum, Bandung tahun 1993 dan memperoleh gelar

Magister Hukum dari Universitas Airlangga pada tahun

2004. Menjabat sebagai Corporate Secretary sejak 19

Februari 2013 berdasarkan SK Direksi No.SKEP.206/

KP.07.03/2013.

3. yudhaprana Sugarda,

Head of Corporate Planning and Performance

Warga Negara Indonesia.Usia 47 tahun, lahir di Jakarta

pada 23 Januari 1967.

Menyelesaikan pendidikan Strata Satu jurusan Teknik

Sipil dari Universitas Katholik Parahyangan (1991) dan

gelar Mastere Spesialise en Management Aeroportuaire

(MSMA) dari Ecole Nationale de L’Aviation Civile

(ENAC), Toulouse, Perancis (1996) Menjabat sebagai

Head of Corporate Planning and Performance sejak

19 Februari 2013 berdasarkan SK Direksi No.SKEP.206/

KP.07.03/2013.

4. I Wayan Sutawijaya,

Head of Procurement

Warga Negara Indonesia. Usia 48 tahun, lahir di

Jembrana, Bali pada 4 Maret 1967.

Memperoleh gelar Sarjana Hukum dari Universitas

17 Agustus 1945, Semarang (1995)dan gelar Maister

Manajemen dari STIE Mitra Indonesia, Yogyakarta

(2002). Menjabat sebagai Head of Procurement sejak 20

September 2013 berdasarkan SK Direksi No.SKEP. 1525/

KP.07.03/2013.

1. Miduk Situmorang,

Head of Internal Audit

He is an Indonesian Citizen, aged 55 years, born in

Simpang Empat on October 8, 1959.

He obtained the Drs degree, majoring in Economics

– Accounting, from Medan Area University, Medan

(1989) and Master of Management degree from Trisakti

University, Jakarta (2000). He holds the position of Head

of Internal Audit since September 20, 2013 based on

Decision Letter of the Board of Directors No. SKEP.206/

KP.07.03/2013.

2. farid Indra Nugraha,

Corporate Secretary


Balikpapan on March 12, 1970.

He completed his education at the Law Academy,

Bandung in 1993 and obtained the Master of Law

degree from Airlangga University in 2004. He holds the

position of Corporate Secretary since February 19, 2013

based on Decision Letter of the Board of Directors No.

SKEP.206/ KP.07.03/2013.

3. yudhaprana Sugarda,

Head of Corporate Planning and Performance


Jakarta on January 23, 1967.

He completed his undergraduate study in Civil

Engineering at Parahyangan Catholic University

(1991) and the Mastere Spesialise en Management

Aeroportuaire (MSMA) degree from Ecole Nationale

de L’Aviation Civile (ENAC), Toulouse, France (1996).

He holds the position of Head of Corporate Planning

and Performance since February 19, 2013 based on


KP.07.03/2013.

14. I Wayan Sutawijaya,

Head of Procurement


Jembrana, Bali on March 4, 1967.

He obtained the Bachelor of Law degree from

University of August 17, 1945, Semarang (1995)

and Master of Management degree from STIE Mitra

Indonesia, Yogyakarta (2002). He holds the position of

Head of Procurement since September 20, 2013 based

on Decision Letter of the Board of Directors No. SKEP.

1525/KP.07.03/2013.

381

5. eddy Triyanto,

Head of Risk Management and Compliance


Banyumas pada 9 Februari 1960.

Memperoleh gelar Sarjana Ekonomi jurusan Manajemen

dari Universitas Diponegoro, Semarang (1986) dan gelar

Magister Manajemen dari universitas yang sama pada

2011. Menjabat sebagai Head of Procurement sejak 20

September 2013 berdasarkan SK Direksi No.SKEP.1670/

KP.07.03/2013.

6. Mariyanto,

Head of Corporate Social Responsibility

Warga Negara Indonesia. Usia 52 tahun, lahir di Curup

pada 21 April 1962.

Memperoleh gelar Sarjana Hukum jurusan Hukum

Internasional dari Universitas Padjajaran (1987).

Menjabat sebagai Head of Corporate Social

Responsibility sejak 20 September 2013 berdasarkan SK

Direksi No.SKEP. 1526/KP.07.03/2013.

7. rusli Amrin,

Accounting Group Head

Warga Negara Indonesia.Usia 55 tahun, lahir di Palopo

pada 18 Agustus 1959.

Menyelesaikan pendidikan Akuntansi pada Akademi

Akuntansi YPUP, Ujung Pandangtahun 1981 dan

pada STIE YPUP Makassar (2001). Menjabat sebagai

Accounting Group Head sejak 19 Februari 2013

berdasarkan SK Direksi No.SKEP.206/KP.07.03/2013.

8. Wisnu Darmojo,

Finance Group Head


Yogyakarta pada 19 Juni 1966.

Memperoleh gelar Sarjana Ekonomi-Akuntansi dari STIE

Swadaya pada tahun 2006. Menjabat sebagai Finance

Group Head sejak 11 November 2013 berdasarkan SK

Direksi No.SKEP. 1644/KP.07.03/2013.

9. ridwan Moeis,

Information Technology Group Head

Warga Negara Indonesia. Usia 49 tahun, lahir di Rantau

Prapat pada 11 Agustus 1965.

Memperoleh gelar Sarjana Ekonomi dari Universitas

5. eddy Triyanto,

Head of Risk Management and Compliance


Banyumas on February 9, 1960.

He obtained the Bachelor of Economics degree,

majoring in Management, from Diponegoro University,

Semarang (1986) and Master of Management degree

from the same university in 2011. He holds the position

of Head of Procurement since September 20, 2013


SKEP.1670/KP.07.03/ 2013.

6. Mariyanto,

Head of Corporate Social Responsibility


Curup on April 21, 1962.

He obtained the Bachelor of Law degree, majoring in

International Law, from Padjajaran University (1987).

He holds the position of Head of Corporate Social

Responsibility since September 20, 2013 based on

Decision Letter of the Board of Directors No. SKEP. 1526/

KP.07.03/2013.

7. rusli Amrin,

Accounting Group Head


Palopo on August 18, 1959.

He completed his Accounting study at YPUP

Accounting Academy, Ujung Pandang, in 1981 and

at STIE YPUP Makassar (2001). He holds the position

of Accounting Group Head since February 19, 2013


SKEP.206/KP.07.03/2013.

8. Wisnu Darmojo,

Finance Group Head


Yogyakarta on June 19, 1966.

He obtained the Bachelor of Economics – Accounting

degree from STIE Swadaya in 2006. He holds the

position of Finance Group Head since November 11,

2013 based on Decision Letter of the Board of Directors

No. SKEP. 1644/KP.07.03/2013.

9. ridwan Moeis,

Information Technology Group Head


Rantau Prapat on August 11, 1965.

He obtained the Bachelor of Economics degree from






Profil Jajaran Eksekutif


Tarumanagara, Jakarta (1989) dan gelar Mastere en

Management Aeroportuaire (MMA) dari Ecole Nationale

de L’Aviation Civile (ENAC), Toulouse, Perancis (1998).

Menjabat sebagai Information Technology Group

Headsejak 19 Februari 2013 berdasarkan SK Direksi

No.SKEP.206/KP.07.03/2013

10. Moch. Asrori,

Aviation Marketing Group Head

Warga Negara Indonesia. Usia 49 tahun, lahir di Ngawi

pada 7 Agustus 1965.

Memperoleh gelar sarjana ekonomi dari Universitas

Terbuka pada tahun 1996. Menjabat sebagai Aviation

MarketingGroup Head sejak 19 Februari 2013

berdasarkan SK Direksi No SKEP.206/KP.07.03/2013.

11. Novrihandri,

Business Development Group Head

Warga Negara Indonesia.Usia 43 tahun, lahir di Padang,

pada 20 November 1971.

Menyelesaikan pendidikan strata satu akuntansi dari

Universitas Andalaspada tahun 1996dan memperoleh

gelar MBA dari Universitas Gajah Mada pada tahun

2010. Menjabat sebagai Business DevelopmentGroup

Headsejak 20 September 2013 berdasarkan SK Direksi

No.SKEP. 1515/KP.07.03/2013.

12. Priyono,

Non Aviation Marketing Group Head


Kebumen pada 12 September 1958.

Memperoleh gelar Sarjana Ekonomi dari Universitas

Nasional, Jakarta (1994).Menjabat sebagai Non Aviation

Marketing Group Head sejak 20 September 2013

berdasarkan SK Direksi No.SKEP. 1517/KP.07.03/2013

13. yudi Maisa,

Airport Equipment Readiness Group Head


Pontianak pada 23 Mei 1968.

Memperoleh gelar sarjana teknik mesin dari Universitas

Atmajaya, Jakarta (1991) dan Universitas Mercu Buana

(2003). Menjabat sebagai Airport Equipment Readiness

Group Head sejak 19 Februari 2013 berdasarkan SK

Direksi No.SKEP.206/KP.07.03/2013.

Tarumanagara University, Jakarta (1989) and Mastere en

Management Aeroportuaire (MMA) degree from Ecole

Nationale de L’Aviation Civile (ENAC), Toulouse, France

(1998). He holds the position of Information Technology

Group Head since February 19, 2013 based on Decision

Letter of the Board of Directors No. SKEP.206/KP.07.03/

2013.

10. Moch. Asrori,

Aviation Marketing Group Head


Ngawi on August 7, 1965.

He obtained the bachelor of economics degree from

the Open University in 1996. He holds the position of

Aviation Marketing Group Head since February 19, 2013


SKEP.206/KP.07.03/2013.

11. Novrihandri,

Business Development Group Head


Padang, on November 20, 1971.

He completed his undergraduate study in accounting

at Andalas University in 1996 and obtained MBA degree

from Gajah Mada University in 2010. He holds the

position of Business Development Group Head since

September 20, 2013 based on Decision Letter of the

Board of Directors No. SKEP. 1515/KP.07.03/2013.

12. Priyono,

Non-Aviation Marketing Group Head


Kebumen on September 12, 1958.


the National University, Jakarta (1994). He holds the

position of Non-Aviation Marketing Group Head since



13. yudi Maisa,

Airport Equipment Readiness Group Head


Pontianak on May 23, 1968.

He obtained bachelor of mechanical engineering

degree from Atmajaya University, Jakarta (1991) and

Mercu Buana University (2003). He holds the position

of Airport Equipment Readiness Group Head since

February 19, 2013 based on Decision Letter of the Board

of Directors No. SKEP.206/KP.07.03/2013.

383

14. Widodo,

Airport Facilities Readiness Group Head

Warga Negara Indonesia. Usia 47 tahun, lahir di Medan

pada 29 Juni 1967.

Memperoleh gelar sarjana teknik sipil dari Universitas

Atmajaya, Jakarta (1994).Menjabat sebagai Airport

Facilities Readiness Group Head sejak 19 Februari 2013


15. Andiko Surya Widjaya,

Safety, Health and Environment Group Head


Palembang pada 21 Maret 1965.

Memperoleh gelar Sarjana Teknik Sipil dari Institut

Bankir Indonesia, Jakarta (1993). Menjabat sebagai

Safety, Health and Environment Group Head sejak 19

Februari 2013 berdasarkan SK Direksi No.SKEP.206/

KP.07.03/2013

16. Dwi Tedjowati,

Project Management Office Group Head


Yogyakarta pada 5 Maret 1965.

Memperoleh gelar Sarjana Teknik Sipil dari Universitas

Indonesia, Jakarta (1990). Menjabat sebagai Project

Management OfficeGroup Head sejak 20 September

2013 berdasarkan SK Direksi No.SKEP. 1517/

KP.07.03/2013

17. Chadik Wibowo,

Airport Security Group Head

Warga Negara Indonesia. Usia 54 tahun, lahir di Kudus

pada 10 Maret 1960.

Menyelesaikan pendidikan Penerbangan dari

Pendidikan dan Latihan Penerbangan (PLP), Curug

(2000). Menjabat sebagai Airport Security Group

Head sejak 20September 2013 berdasarkan SK Direksi

No.SKEP. 1517/KP.07.03/2013.

18. Nugroho Jati,

Airport Services Group Head

Warga Negara Indonesia.Usia 41 tahun, lahir di Jakarta

pada 25 Oktober 1973.

Memperoleh gelar sarjana ekonomi dari Universitas

Mahasaraswati, Mataram (2001) dan gelar magister

14. Widodo,

Airport Facilities Readiness Group Head


Medan on June 29, 1967.

He obtained bachelor of civil engineering degree

from Atmajaya University, Jakarta (1994). He held the

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,

Safety, Health and Environment Group Head


Palembang on March 21, 1965.

He obtained the Bachelor of Civil Engineering degree

from the Indonesian Institute of Bankers, Jakarta

(1993). He holds the position of Safety, Health and

Environment Group Head since February 19, 2013


SKEP.206/ KP.07.03/2013.

16. Dwi Tedjowati,

Project Management Office Group Head

She is an Indonesian Citizen, aged 49 years, born in

Yogyakarta on March 5, 1965.

She obtained the Bachelor of Civil Engineering from

the University of Indonesia, Jakarta (1990). She holds

the position of Project Management Office Group Head

since September 20, 2013 based on Decision Letter of

the Board of Directors No. SKEP. 1517/KP.07.03/2013.

17. Chadik Wibowo,

Airport Security Group Head


Kudus on March 10, 1960.

He completed his Aviation education at the Aviation

Education and Training, Curug (2000). He holds

the position of Airport Security Group Head since



18. Nugroho Jati,

Airport Services Group Head


Jakarta on October 25, 1973.

He obtained the bachelor of economics degree from

Mahasaraswati University, Mataram (2001) and master

of management degree from Hasanuddin University,







manajemen dari Universitas Hasanuddin, Makassar

(2011). Menjabat sebagai Airport Services Group

Head sejak 20 September 2013 berdasarkan SK Direksi

No.SKEP. 1517/KP.07.03/2013.

19. Purwanto,

Human Capital Group Head

Warga Negara Indonesia.Usia 51 tahun, lahir di Wonogiri

pada 2 Juli 1963.

Menyelesaikan pendidikan Strata Satu jurusan Sosial

Politik dari Universitas Gajah Mada, Yogyakarta (1987)

dan gelar Magister Manajemen dari Universitas Mercu

Buana (2003). Menjabat sebagai Head of Procurement

sejak 20 September 2013 berdasarkan SK Direksi

No.SKEP.206/KP.07.03/2013.

20. Sigit Herdiyanto,

General Affair Group Head

Warga Negara Indonesia. Usia 50 tahun, lahir di Jakarta

pada 10 Januari 1964.

Memperoleh gelar Sarjana Ekonomi dari STIE Swadaya

pada tahun 1998 dan Magister Manajemen dari STIE

STIKUBANK, Semarang (2006) Menjabat sebagai

FinanceGroup Head sejak 11 November 2013


21. Cecep Marga Sonjaya,

Training and Development Group Head


Bandung pada 3 Februari 1965.

Memperoleh gelar Sarjana Ekonomi dan Sarjana

IT dari Universitas Mahasaraswati, Denpasar(2000)

dan Magister Manajemen dari Universitas Sahid,

Jakarta (2009). Menjabat sebagai Training and

DevelopmentGroup Head sejak 19 Februari 2013

berdasarkan SK Direksi No.SKEP.206/KP.07.03/2013

Makassar (2011). He holds the position of Airport

Services Group Head since September 20, 2013 based

on Decision Letter of the Board of Directors No. SKEP.

1517/KP.07.03/2013.

19. Purwanto,

Human Capital Group Head


Wonogiri on July 2, 1963.

He completed his undergraduate study in Social

Politics at Gajah Mada University, Yogyakarta (1987)

and Master of Management degree from Mercu Buana

University (2003). He holds the position of Human

Capital Group Head since September 20, 2013 based on


KP.07.03/2013.

20. Sigit Herdiyanto,

General Affair Group Head


Jakarta on January 10, 1964.


STIE Swadaya in 1998 and Master of Management

from STIE STIKUBANK, Semarang (2006). He holds the

position of Finance Group Head since November 11,

2013 based on Decision Letter of the Board of Directors

No. SKEP.206/ KP.07.03/2013.

21. Cecep Marga Sonjaya,

Training and Development Group Head


Bandung on February 3, 1965.

He obtained the Bachelor of Economics degree and

Bachelor of IT degree from Mahasaraswati University,

Denpasar (2000) and Master of Management degree

from Sahid University, Jakarta (2009). He holds the

position of Training and Development Group Head

since February 19, 2013 based on Decision Letter of the

Board of Directors No. SKEP.206/KP.07.03/2013.

385

Di awal tahun 2012, Perseroan mendirikan empat anak

perusahaan yang membantu untuk meningkatkan

pendapatan bisnis non-aeronautika serta peningkatan

Customer Satisfaction Index (CSI).

1. PT Angkasa Pura Hotels

Didirikan atas persetujuan Dewan Komisaris Perseroan

Nomor192/DK.API/2011 dan Akte Pendirian Perusahaan

Nomor 03 oleh Notaris Nanda Fauz Iwan, SH,M.Kn

tanggal 6 Januari 2012. Bidang usaha anak perusahaan

ini adalah penyediaan akomodasi pariwisata dengan

modal dasar sebesar Rp120 miliar. Kepemilikan saham

Perseroan pada perusahaan ini adalah 99,97%.

Susunan Dewan Komisaris dan Direksi PT Angkasa Pura

Hotels adalah sebagai berikut.

Komisaris Utama : Farid Indra Nugraha

Komisaris : Ruspen Saragih

Direktur Utama : Danny P. Thaharsyah

Direktur : Israwadi

lisT of sUbsiDiariesDaftar Entitas Anak

KeTerANgAN 2013 2012 DeSCrIPTION

Ikhtisar Posisi Keuangan PT Angkasa Pura Hotels Overview of financial Position of PT Angkasa Pura Hotels

Aset lancar 27.181.415.930 112.453.360.460 Current Assets

Aset tidak lancar 103.518.254.682 21.170.621.773 Non-Current Assets

Jumlah Aset 130.699.670.612 133.623.982.232 Total Assets

Kewajiban Jangka Pendek 4.672.441.696 19.746.881.037 Short-Term Liabilities

Kewajiban Jangka Panjang 27.701.449.155 - Long-Term Liabilities

Ekuitas 98.325.779.762 113.877.101.195 Equity

Jumlah Kewajiban danekuitas 130.699.670.612 133.623.982.232 Total Liabilities and equity

Ikhtisar Laporan Laba Rugi PT Angkasa Pura Hotels Overview of Statements of Income of PT Angkasa Pura Hotels

Pendapatan Operasional 6.242.763.015 - Operating Revenues

Harga Pokok Produksi 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

Beban Umum 15.662.830.295 3.449.386.584 General Expenses

In the beginning of 2012, the Company established four

subsidiaries which assist in increasing non-aeronautics

business revenues and improving then Customer Satisfaction

Index (CSI).

1. PT Angkasa Pura Hotels

This subsidiary was established based on approval of

the Company’s Board of Commissioners Number 192/

DK.API/2011 and Deed of Company Establishment

Number 03 passed before Notary Nanda Fauz Iwan,

SH, M.Kn dated January 6, 2012. The subsidiary’s line

of business is tourism accommodation provision with

authorized capital of Rp120 billion. The Company’s

shareholding in this subsidiary is 99.97%.

The composition of the Board of Commissioners and

Board of Directors of PT Angkasa Pura Hotels is as follows:

President Commissioner : Farid Indra Nugraha

Commissioner : Ruspen Saragih

President Director : Danny P. Thaharsyah

Director : Israwadi

Ikhtisar Posisi Kinerja Keuangan PT Angkasa Pura Hotels

Overview of PT Angkasa Pura Hotels’ financial PerformanceDalam Rupiah Penuh

in Fully Amount Rupiah








Total Beban umum

Operasional

24.665.942.059 7.444.379.493 Total Operating and general

expenses

Laba (rugi) Operasional (18.650.727.720) (7.444.379.493) Operating Income (Loss)

Pendapatan (Biaya) Operasional 3.099.406.287 1.416.691.956 Other Operating Revenues

(Expenses)

Laba (rugi) Bersih Sebelum

Pajak

(15.551.321.434) (6.027.687.537) Net Income (Loss) Before Tax

2. PT Angkasa Pura Logistics


Nomor 194/DK.API/2011 dan Akte Pendirian

Perusahaan Nomor 01 oleh Notaris Nanda Fauz Iwan,

SH,M.Kn tanggal 6 Januari 2012. Bidang usaha anak

perusahaan ini adalah jasa pengurusan transportasi

(freight forwarding) dengan modal dasar sebesar Rp80

miliar. Kepemilikan saham Perseroan pada perusahaan

ini adalah 98%.


Logistics adalah sebagai berikut :

Komisaris Utama : Daan Achmad

Komisaris : Diding Sukardi

Komisaris : Parlindungan Situmorang

Direktur Utama : Irwan Garniwa

Direktur : Satrio Witjaksono

Direktur : E.M. Fredy Santoso


Ikhtisar Posisi Keuangan PT Angkasa Pura Logistics Overview of financial Position of PT Angkasa Pura Logistics


Aset tidak lancar 18.183.990.173 4.929.583.894 Non-Current Assets

Jumlah aset 74.790.353.659 62.725.449.132 Total Assets

2. PT Angkasa Pura Logistics

This subsidiary was established based on approval

of the Company’s Board of Commissioners Number

194/DK.API/2011 Deed of Company Establishment

Number 01 03 passed before Notary Nanda Fauz Iwan,

SH, M.Kn dated January 6, 2012. The subsidiary’s line of

business is transportation arrangement service (freight

forwarding) with authorized capital of Rp80 billion. The

Company’s shareholding in this subsidiary is 98%.


Board of Directors of PT Angkasa Pura Logistics is as

follows:

President Commissioner : Daan Achmad

Commissioner : Diding Sukardi

Commissioner : Parlindungan Situmorang

President Director : Irwan Garniwa

Director : Satrio Witjaksono

Director : E.M. Fredy Santoso

Ikhtisar Posisi Kinerja Keuangan PT Angkasa Pura Logistics

Overview of PT Angkasa Pura Logistics’ financial PerformanceDalam Rupiah Penuh


387


Liabilitas 33.788.714.010 33.879.643.160 Liabilities

Ekuitas 41.001.639.649 28.845.805.972 Equity

Jumlah Liabilitas danekuitas 74.790.353.659 62.725.449.132 Total Liabilities and equity

Ikhtisar Laporan Laba rugi PT Angkasa Pura Logistics Overview of Statements of Income of PT Angkasa Pura Logistics

Pendapatan Operasional 106.933.270.273 58.554.137.787 Operating Revenues


Laba (rugi) Operasional 17.645.582.096 6.558.172.299 Operating Income (Loss)

Pendapatan (Beban) Non

Operasional

6.086.004.703 3.626.483.398 Non-Operating Revenues (Expenses)

Laba (Rugi) Sebelum Taksiran

Pajak Penghasilan

23.731.586.799 10.184.655.697 Profit (Loss) Before Income Tax

Pajak Penghasilan 5.829.947.150 2.338.849.725 Income Tax

Laba (rugi) Komprehensif

Setelah Pajak

17.901.639.649 7.845.805.972 Comprehensive Income (Loss)

After Tax

Laba (rugi) Per Saham 852.459 373.610 earnings (Loss) per Share

3. PT Angkasa Pura Property


Nomor 193/DK.API/2011 dan Akte Pendirian Perusahaan

Nomor 02 oleh Notaris Nanda Fauz Iwan, SH,M.Kn

tanggal 6 Januari 2012. Bidang usaha anak perusahaan

ini adalah pembangunan, perdagangan dan jasa

dengan modal dasar sebesar Rp42 miliar. Kepemilikan

saham Perseroan pada perusahaan ini adalah 99,86%.


Property adalah sebagai berikut.

Komisaris Utama : Gunawan Agus Subrata

Komisaris : Imam Wibowo

Direktur Utama : I. G. K. Mangku

Direktur : Wiwit Nugroho

Direktur : Daniel Martin

3. PT Angkasa Pura Property

This subsidiary was established based on approval of

the Company’s Board of Commissioners Number 193/

DK.API/2011 and Deed of Company Establishment

Number 02 03 passed before Notary Nanda Fauz Iwan,

SH, M.Kn dated January 6, 2012. The subsidiary’s line

of business is construction, trading, and services with

authorized capital of Rp42 billion. The Company’s

shareholding in this subsidiary is 99.86%.


Board of Directors of PT Angkasa Pura Property is as

follows:

President Commissioner : Gunawan Agus Subrata

Commissioner : Imam Wibowo

President Director : I. G. K. Mangku

Director : Wiwit Nugroho

Director : Daniel Martin







4. PT Angkasa Pura Supports


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%.


Ikhtisar Posisi Keuangan PT Angkasa Pura Property Overview of financial Position of PT Angkasa Pura Property


Aset tidak lancar 7.898.194.837 62.165.620 Non-Current Assets

Jumlah aset 42.028.816.757 7.943.828.918 Total Assets

Liabilitas lancar 6.909.560.395 230.856.149 Current Liabilities

Ekuitas 35.119.256.362 7.712.972.768 Equity

Jumlah Liabilitas danekuitas 42.028.816.757 7.943.828.917 Total Liabilities and Equity

Ikhtisar Laporan Laba rugi PT Angkasa Pura

Property

Overview of Statements of Income of PT Angkasa Pura

Property

Pendapatan Operasional 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 (5.861.112.339)Non-Operating Revenues

(Expenses)Operating Loss

Pendapatan (Biaya) Non

Operasional 1.767.395.933 Loss Before Income Tax

Non-Operating Revenues

(Expenses)

Rugi Sebelum Pajak Penghasilan (4.093.716.406) Net Loss for the Current Year Loss Before Income Tax

rugi Bersih Tahun Berjalan (4.093.716.406)Comprehensive Loss for the

Current yearNet Loss for the Current year

rugi Komprehensif Tahun

Berjalan(4.093.716.406) (2.787.027.232)

Comprehensive Loss for the

Current year

4. 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%.

Ikhtisar Posisi Kinerja Keuangan PT Angkasa Pura Property

Overview of PT Angkasa Pura Property’s financial PerformanceDalam Rupiah Penuh


389


Ikhtisar Posisi Keuangan PT Angkasa Pura Supports Overview of financial Position of PT Angkasa Pura

Supports


Aset tidak lancar - - Non-Current Assets

Jumlah Aset 166.867.840.992 39.311.667.960 Total Assets

Liablitas Jangka Pendek 23.766.041.930 6.254.946.706 Short-Term Liabilities

Liablitas Jangka Panjang 12.490.297.798 2.384.715.380 Long-Term Liabilities

Ekuitas 130.611.501.264 30.672.005.874 Equity

Jumlah Liabilitas danekuitas 166.867.840.992 39.311.667.960 Total Liabilities and Equity

Ikhtisar Laporan Laba rugi PT Angkasa Pura Supports Overview of Statements of Income of PT Angkasa Pura Supports

Pendapatan Operasional 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


Laba (Rugi) Operasi

Komprehensif

11.231.875.826 (3.292.644.131) Comprehensive Operating

Income (Loss)

Laba (rugi) Operasi

Komprehensif Sebelum Pajak

Penghasilan

9.633.581.641 (1.725.570.292) Comprehensive Operating

Income (Loss) Before Income

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

Laba (Rugi) Per Saham - - Earnings (Loss) per Share


Supports adalah sebagai berikut :

Komisaris Utama : Yushan Sayuti

Komisaris : Moch. Asrori

Direktur Utama : Edyana Paramitasari

Direktur : Novrihandri

Direktur : Putu Pudja Supradnyana


Board of Directors of PT Angkasa Pura Supports is as

follows:

President Commissioner : Yushan Sayuti

Commissioner : Moch. Asrori

President Director : Edyana Paramitasari

Director : Novrihandri

Director : Putu Pudja Supradnyana

Ikhtisar Posisi Kinerja Keuangan PT Angkasa Pura Supports

Overview of PT Angkasa Pura Supports’ financial PerformanceDalam Rupiah Penuh








affiliaTeD companies anD foUnDaTionsPerusahaan Afiliasi Dan Yayasan

PT gapura Angkasa

PT Gapura Angkasa didirikan pada tahun 1998 sebagai

penyedia jasa ground handling independen yang

menawarkan kompetisi yang lebih besar pada jasa ground

handling. PT Gapura Angkasa menyediakan bagi maskapai

penerbangan yang beroperasi di Indonesia dengan alternatif

pilihan dalam kualitas pelayanan, yang meliputi kargo dan

pergudangan, penumpang dan penanganan bagasi, operasi

penerbangan dan servis pesawat udara, serta kegiatan usaha

lainnya yang dapat menunjang usaha penerbangan di

wilayah kerja Perseroan dan Angkasa Pura II.

PT Gapura Angkasa adalah perusahaan patungan yang

didirikan oleh tiga BUMN, yaitu PT Garuda Indonesia

(Persero), PT Angkasa Pura I (Persero), dan PT Angkasa Pura

II (Persero), yang senantiasa menekankan pada kebutuhan

untuk peningkatan layanan serbadi bidang layanan dan

kinerja, personil dan peralatan.

Pendirian perusahaan telah mendapat persetujuan Menteri

Keuangan RI Nomor: SR-546/MK.016/97 tanggal 5 November

1997 tentang Pendirian Perusahaan Patungan Ground

Handling antara tiga BUMN tersebut. Dari masing-masing

pendiri diatur hak dan kewajibannya dalam penyertaan

modal sebagai berikut.

• PT Garuda Indonesia (Persero) dengan penyertaan

modal sebesar 37,50%, berkewajiban menyerahkan

seluruh aset Ground Support Equipment (GSE) sesuai hasil

penilaian oleh PT Sucofindo yang ditetapkan nilainya

sebesar Rp122.521.957.000,- dan berhak menerima

goodwill sebesar Rp23.040.000.000,-

• PT Angkasa Pura I (Persero) dengan penyertaan modal

sebesar 31,25%, berkewajiban menyetor aset senilai

Rp1.415.600.000,- dan uang tunai sebesar Rp65.784.400,-

• PT Angkasa Pura II (Persero) dengan penyertaan

modal sebesar 31,25%, berkewajiban menyetor

aset senilai Rp600.239.000,- dan uang tunai sebesar

Rp66.599.761.000,-

Anggaran pendirian perusahaan mengalami perubahan

berdasarkan Akta Nomor 33 tanggal 21 Desember 1999 oleh

Imas Fatimah SH. Notaris yang mengubah salah satu kegiatan

usaha perusahaan dari sebelumnya adalah cargo and mail

PT gapura Angkasa

PT Gapura Angkasa was established on 1998 as an

independent ground handling service provider which

offers more competition in ground handling service sector.

PT Gapura Angkasa provides to the airlines operating in

Indonesia an alternative of choices in service quality, which

consists of cargo and warehousing, passenger and baggage

handling, flight operations and aircraft service, as well as

other business activities which can support the aviation

business in the work area of the Company and Angkasa Pura

II.

PT Gapura Angkasa is a joint-venture company established

by three SOEs, namely PT Garuda Indonesia (Persero), PT

Angkasa Pura I (Persero), and PT Angkasa Pura II (Persero),

which always puts emphasize on the requirement of service

improvement in the fields of service and performance,

personnel, and equipment.

The company’s establishment has obtained approval from

the Finance Minister of the Republic of Indonesia Number:

SR-546/MK.016/97 dated November 5, 1997 concerning

Establishment of Ground Handling Joint-Venture Company

by the three SOEs. The rights and obligations of the

respective founders in terms of equity participation are

governed as follows:

• PTGarudaIndonesia(Persero),withequityparticipation

of 37.50%, has the obligation to submit all ground

support equipment (GSE) assets in accordance with the

result of valuation by PT Sucofindo, which stipulated

the value at Rp122,521,957,000.- and has the right to

receive goodwill in the amount of Rp23,040,000,000.-

• PT Angkasa Pura I (Persero), with equity participation

of 31.25%, has the obligation to deposit assets in the

amount of Rp1,415,600,000.- and cash in the amount of

Rp65,784,400.-

• PTAngkasaPura II (Persero),withequityparticipation

of 31.25%, has the obligation to deposit assets in the

amount of Rp600,239,000.- and cash in the amount of

Rp66,599,761,000.-

There was an amendment to the company’s articles of

association based on Deed Number 33 dated December

21, 1999 passed before Imas Fatimah SH., Notary, which

changed one of the company’s business activities from

391

menjadi cargo, warehousing and mail, dan diubah lagi

berdasarkan Akta Nomor 2 Tanggal 1 September 2010 oleh

R. Suryawan Budi Prasetiyono SH, MKn, notaris di Jakarta dan

telah memperoleh persetujuan perubahan anggaran dasar

sesuai Keputusan Menteri Hukum dan HAM RI Nomor: AHU-

45974AH.01.02 tahun 2010 tanggal 28 September 2010.

Bidang usaha utama perusahaan setelah perubahan akta

adalah sebagai berikut.

1. Akomodasi dan representasi

2. Kontrol muatan, komunikasi, dan kontrol keberangkatan

3. Unit perangkat kontrol muatan

4. Penumpang dan bagasi

5. Kargo, pergudangan, dan surat-menyurat

6. Layanan perjalanan

7. Pelayanan pesawat

8. Minyak dan bahan bakar

9. Pemeliharaan pesawat

10. Operasi penerbangan dan administrasi kru

11. Transportasi landasan

12. Katering dan pelayanan

13. Administrasi dan pengawasan

14. Keamanan bandara

15. Pergudangan dan logistik

16. Konsultan penanganan landasan

17. Pendidikan dan pelatihan serta penyediaan tenaga ahli

penanganan landasan

PT Gapura Angkasa telah mengukir peran penting dalam

industri bandara setempat. Sebagai perusahaan patungan

antara maskapai nasional PT Garuda Indonesia dan dua

otoritas bandara utama milik negara, Perseroan dan PT

Angkasa PuraII (Persero), kinerja di bidang layanan, personil,

dan peralatan senantiasa mengalami perkembangan.

PT garuda Indonesia

Sesuai dengan Risalah Rapat Umum Pemegang Saham

Luar Biasa Perusahaan Nomor RIS-01/MBU/2008 tanggal 27

Juni 2008 yang menyatakan persetujuan meratifikasi atau

mengesahkan konversi obligasi wajib konversi menjadi

penyertaan saham sejumlah 124.248 lembar saham

dengan nilai nominal persaham Rp1.000.000,- atau sebesar

previously cargo and mail to become cargo, warehousing,

and mail, which was subsequently amended once more

based on Deed Number 2 dated September 1, 2010 passed

before R. Suryawan Budi Prasetiyono SH, MKn, notary in

Jakarta, which has obtained approval for amendment to

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.

The company’s main business lines after amendment to the

deed are as follows:

1. Accommodation and representation

2. Control of content, communication, and departure

3. Control of content tools unit

4. Passengers and baggage

5. Cargo, warehousing, and mail

6. Travel services

7. Aircraft services

8. Gasoline and fuel

9. Aircraft maintenance

10. Flight operations and crew administration

11. Ground transportation

12. Catering and services

13. Administration and surveillance

14. Airport security

15 Warehousing and logistics

16. Ground handling consultant

17. Education and training as well as provision of ground

handling experts

PT Gapura Angkasa has taken a critical role in local airport

industry. As a joint-venture company between the national

airline PT Garuda Indonesia and two state-owned main

airport authorities, namely the Company and PT Angkasa

Pura II (Persero), its performance in the field of services,

personnel, and equipment has always been developing.

PT garuda Indonesia

Pursuant to Minutes of the Company’s Extraordinary

General Shareholders Meeting Number RIS-01/MBU/2008

dated June 27, 2008 which stated its approval to ratify or

validate the conversion of mandatory convertibles into

equity participation in 124,248 shares with book value per

share of Rp1,000,000,- or an amount of Rp124,248,000,000.-







Rp124.248.000.000,-(seratus dua puluh empat miliar dua

ratus empat puluh delapan juta rupiah). RUPS tersebut juga

menyetujui Direksi untuk melakukan negosiasi dengan

Direksi PT Garuda Indonesia (Persero) mengenai kompensasi

penyelesaian konversi terhitung sejak tanggal 2 November

2006 sampai dengan tanggal 13 April 2007 berdasarkan

kesepakatan para pihak sebesar Rp4.050.484.800,- sebelum

dipotong pajak yang telah dicatat pada pos pendapatan luar

biasa

Berdasarkan akta perubahan Anggaran Dasar PT Garuda

Indonesia (Persero) Nomor 24 tanggal 16 November

2010 dari Notaris Fatimah Helmi, SH perihal penerbitan

saham seri A dan B dan perubahan nominal saham dari

Rp1.000.000,- per lembar saham menjadi Rp500,- per lembar

saham. Dengan perubahan tersebut, jumlah lembar saham

kepemilikan Perseroan menjadi 248.496.000 lembar saham.

Investasi saham pada PT Garuda Indonesia tersebut dicatat

pada pembukuan perusahaan dengan menggunakan cost

method.

PT Jasa Marga Bali Tol

Investasi dalam saham pada PT Jasa Marga Bali Tol

merupakan konsorsium investasi pembangunan jalan

tol Nusa Dua – Ngurah Rai – Benoa di Bali oleh beberapa

perusahaan BUMN. Investasi ini telah mendapat persetujuan

dari Menteri BUMN dengan surat Nomor S-549/MBU/2011

tanggal 25 Oktober 2011. Investasi pada PT Jasa Marga Bali

Tol sebesar Rp18 miliar atau kepemilikan saham sebesar 10%.

Investasi saham pada PT Jasa Marga Bali Tol tersebut dicatat

pada pembukuan perusahaan dengan metode cost method.

Dana Pensiun Angkasa Pura Airports (DAPeNrA)

DAPENRA didirikan pada tanggal 6 Oktober 1998 berdasar

Keputusan Direksi PT Angkasa Pura I (Persero) Nomor:

KEP.1156/KU.60/1998 dan disahkan oleh Menteri Keuangan

Republik Indonesia dengan Keputusan Nomor: KEP.393/

KM.17/199 tanggal 15 November 1999. Pembentukan

DAPENRA merupakan salah satu bentuk komitmen Perseroan

terhadap kesejahteraan pegawainya pada masa pensiun,

sekaligus sebagai upaya untuk memberikan rasa aman

dalam bekerja, menumbuhkan motivasi dan produktivitas.

Tugas utama DAPENRA adalah mengelola Program Pensiun

Manfaat Pasti (PPMP) pegawai Angkasa Pura Airports yang

(one hundred twenty-four billion two hundred forty-eight

million rupiah) in total. The GSM also granted approval to the

Board of Directors to negotiate with the Board of Directors

of PT Garuda Indonesia (Persero) on the compensation of

conversion settlement which was calculated for the period

starting from November 2, 2006 until April 13, 2007 based on

agreement of the parties in the amount of Rp4,050,484,800.-

before tax, which has been recorded in Extraordinary Items

account.

Based on deed of amendment to Articles of Association of PT

Garuda Indonesia (Persero) Number 24 dated November 16,

2010 passed before Notary Fatimah Helmi, SH concerning

the issuance of series A and B shares as well as change in

book value of the shares from Rp1,000,000.- per share to

Rp500.- per share. Based on this change, the number of

shares in the Company’s ownership became 248,496,000

shares. The investment in shares of PT Garuda Indonesia is

recorded in the company’s books by using cost method.


Investment in shares of PT Jasa Marga Bali Tol is an

investment consortium for the construction of Nusa Dua

– Ngurah Rai – Benoa toll road in Bali by several SOEs. This

investment has obtained approval from the Minister of

State-Owned Enterprises through letter Number S-549/

MBU/2011 dated October 25, 2011. Investment in PT Jasa

Marga Bali Tol is amounted to Rp18 billion, or representing a

10% shareholding. The investment in shares of PT Jasa Marga

Bali Tol is recorded in the company’s books by using cost

method.

Angkasa Pura Airports Pension fund (DAPeNrA)

DAPENRA established on October 6, 1998 based on the

decision of the Directors of PT Angkasa Pura I (Persero)

Number: KEP.1156/KU.60/1998 and approved by the Ministry

of Finance of the Republic of Indonesia by Decree No.

15 dated KEP.393/KM.17/199 November 1999. Formation

DAPENRA is one of the Company’s commitment to the

welfare of their employees at retirement, as well as efforts to

provide security in work, motivation and productivity.

DAPENRA main task is to manage the Defined Benefit Pension

Plan (PPMP) Angkasa Pura Airports employees are the source

393

sumber pendanaannya berasal dari iuran pendiri (Perseroan),

iuran peserta (pegawai) dan hasil pengembangan atas dana

yang dikelola DAPENRA.

Dalam kurun waktu 14 tahun sejak awal kiprahnya pada

tahun 1999, DAPENRA menunjukkan perkembangan

kinerja yang sangat membanggakan yang dapat dilihat dari

perkembangan signifikan rerata aset dan akumulasi dana

yang dikelola, serta kemampuan DAPENRA memberikan

manfaat lain berupa Tunjangan Hari Raya (THR), memberikan

perpanjangan tenggat waktu peralihan ke Manfaat Pensiun

Janda selama 3 bulan saat pensiunan meninggal dunia,

memberikan tambahan Manfaat Pensiun sebesar Rp400

ribu, serta keberhasilannya membangun gedung kantor 6

lantai yang representativ di Kemayoran, Jakarta Pusat.

Jumlah aset DAPENRA pada tahun 2013 adalah

Rp728.874.154.000. Sedangkan jumlah peserta DAPENRA

sampai dengan akhir tahun 2013 adalah 4.929 orang peserta,

yang terdiri dari 3.164 orang pseserta aktif (pegawai) dan

1.765 orang peserta pasif (pensiunan).

yayasan Kesejahteraan Karyawan Angkasa Pura Airports

(yAKKAP I)

Tujuan pendirian Yayasan Kesejahteraan Karyawan Angkasa

Pura Airports (YAKKAP) I adalah untuk mengelola Tunjangan

Hari Tua (THT) karyawan Angkasa Pura Airports dan

melaksanakan program-program pelayanan bagi karyawan

seperti program pemberian Tunjangan Hari Tua, program

bantuan pemeliharaan kesehatan, dan program-program

bantuan lainnya.

YAKKAP didirikan dengan Akta Notaris Mily Karmila Sareal,

SH., Nomor 2 tanggal 2 September 2003 yang telah disahkan

oleh Menteri Kehakiman dan Hak Asasi Manusia dalam

keputusan Nomor C-116 HT01.02 Tahun 2003 tanggal 19

September 2003.

of its funding comes from dues founder (the Company), the

contributions of participants (employees) and the returns on

the funds managed DAPENRA.

In the 14 years since the very beginning in 1999, showing

the development of performance DAPENRA very proud that

significant progress can be seen from the average assets

managed funds and accumulation, as well as the ability

DAPENRA provide other benefits such as holiday allowance

(THR), provide extension deadline time of Transition to

Retirement Benefits Widow for 3 months when the pensioner

dies, an additional Rp 400 thousand Retirement Benefits,

and resulted in a 6 storey office building representativ in

Kemayoran, Central Jakarta.

Total assets in 2013 was DAPENRA Rp728.874.154.000. While

the number of participants DAPENRA until the end of 2013

was 4,929 participants, consisting of 3,164 active pseserta

people (employees) and 1,765 participants passive (retired).

employee’s Welfare foundation of Angkasa Pura

Airports (yAKKAP I)

The objective of the establishment of the Employee’s Welfare

Foundation of Angkasa Pura Airports (YAKKAP) I is to manage

the Old Age Allowance of employees of Angkasa Pura

Airports and implement service programs for employees,

such as Old Age Allowance provision program, health care

assistance program, and other assistance programs.

YAKKAP was established based on Deed of Notary Mily

Karmila Sareal, SH., Number 2 dated September 2, 2003,

which has been validated by the Minister of Justice and

Human Rights by virtue of his decree Number C-116 HT01.02

Year 2003 dated September 19, 2003.







profile of sUpporTinG insTiTUTions anD professionsProfil Lembaga Dan Profesi Penunjang

Konsultan Hukum | Legal Consultant

Agusfian dan Partners

Jalan Tebet Barat Dalam VIII, Nomor 7,

Tebet Barat, Tebet, Jakarta 12810

Tel : (021) 706 999 43

Fax : (021) 865 1226


Hermawan Juniarto & Associates

Prudential Tower, 23rd & 28th Floor,

Jl. Jendral Sudirman Kav 79,

Jakarta 12910, Indonesia

Tel : (021) 57957095

Fax : (021) 57957096


fa. zaidun & Partners Law firm

Jalan Pakubuwono VI No.57

Kebayoran Baru 12120

Tel : (021) 725 1160

Fax : -

www.znp.co.id

Mustofa & rekan

Jalan Pemuda No. M3

Kel. Rawamangun, Kec.Pulogadung

Jakarta Timur

Tel : (021) 3388 3210

Fax : (021) 4788 5370

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


prismalaw.com

Notaris | Notaries

Nanda fauz Iwan

Royal Palace Blok C/16,

Jl. Prof.DR.Soepomo No. 178 A,

Jakarta Selatan

Tel : (021) 8313 356/383

Fax : (021) 8313 408

Website atau Email

JS Wibisono, SH, MH, MKn

Kompleks IDT, Jl.Diponegoro

Denpasar, Bali.

utiek r Abdurachman, SH, MLI, MKn

Ruko Malibu BI A/6,

Lengkong Gudang, Serpong,

Tangerang 15321

Tel : (021) 5316 2370/2371/2377

Fax : (021) 5316 2371


Akuntan Publik | Public Accountant

KAP Doli, Bambang, Sudarmadji, Dadang & Ali

Menara Kuningan, Lantai 11.

Jalan HR Rasuna Said, Blok 10-7, Kav. 5

Jakarta12940

Tel : (021) 8611 845/ 8611 847

Fax : (021) 8611 708

395

aDDresses of branch offices, sUbsiDiaries, anD affiliaTeD companies

Alamat Kantor Cabang, Entitas Anak Dan Perusahaan Afiliasi

KANTOr PuSAT | OPerATIONAL HeAD OffICe

Kota Baru Bandar Kemayoran Blok B 12 Kav. 2

Jakarta 10610

KANTOR CABANG | BRANCH OFFICES

I gusti Ngurah rai International Airport

Jl. Raya I Gusti Ngurah Rai

Denpasar Bali 80362

Tel : (0361) 751011, 751020

Fax : (0361) 751032

E-mail : [email protected]

Juanda International Airport

Surabaya 61253 A

Tel : (031) 8667513, 8667514

Fax : (031) 8667506


Sultan Hasanuddin International Airport

Jl. Bandara Lama Sultan Hasanuddin. Makassar 90552

Tel : (0411) 510123, 550082-3

Fax : (0411) 553183


Sepinggan International Airport

Jl. Marsma R. Iswahyudi Balikpapan 76115

Tel : (0542) 766886

Fax : (0542) 766882

www.sepingganairport.com

frans Kaisiepo International Airport

Jl. M. Yamin 99 Biak 98111

Tel : (0981) 22555, 21855

Fax : (0981) 22106


Sam ratulangi International Airport

JL. AA. Maramis Manado 95374

Tel : (0431) 811449, 814320

Fax : (0431) 811595

Adisutjipto International Airport

Jl. Solo km. 9 Yogyakarta 55282

Tel : (0274) 484261, 484266

Fax : (0274) 488155


Adi Sumarmo International Airport

Jl. Bandara Adi Sumarmo, Tromol Pos 800, Solo 57108

Tel : (0271) 780715-4, 705274

Fax : (0271) 705251


Syamsudin Noor Airport

Jl. Angkasa Landasan Ulin, Banjarmasin 70724A

Tel : (0511) 705277, 705274

Fax : (0511) 705251


Ahmad yani International Airport

Jl. Puad A.Yani,

Semarang 50145

Tel : (024) 7608735

Fax : (024) 7603506


Bandara Internasional Lombok

Jl. By Pass Bil, Praya,

Central Lombok, NTB 83573

Tel : (0370) 615 7000

Fax : (0370) 615 7010

www.lombok-airport.com

Pattimura International Airport

Jl. Dr. Leimena Laha,

Ambon 97236

Tel : (0911) 311768

Fax : (0911) 345686


el Tari International Airport

Jl. Adisutjipto Terminal B,

Kupang 85361

Tel : (0380) 882031

Fax : (0380) 881263


SBu Commercial Ngurah rai

Gedung Terpadu Lantai 3, Bandara Internasional I Gusti

Ngurah Rai

Tel : (0361) 8843 821

Fax : (0361) 757501







ALAMAT ENTITAS ANAK | ADDRESSES OF SUBSIDIARIES

PT Angkasa Pura Hotels

Gd. Angkasa Pura Center for Excellence lt. Dasar

Jl. Tabing No. 16 , Kemayoran Jakarta Pusat

Tel : (62-21) 658 66490

Fax : (62-21) 654 66 493


PT Angkasa Pura Logistics



Tel : (62-21) 658 66406

Fax : (62-21) 654 1513/14


PT Angkasa Pura Property



Tel : (62-21) 658 66495

Fax : (62-21) 654 1513/14


www.approperti.com

PT Angkasa Pura Supports



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 : -



Kantor Operasional:

Jalan Raya Pelabuhan Benoa, No.15

Pasanggaran, Denpasar Bali

Tel : (0361) 725 326

Fax : (0361) 725 326


www. [email protected]

Dana Pensiun Angkasa Pura Airports (DAPeNrA)

Gedung DAPENRA Lt. VI Blok B.12

Kavling No. 8.Kotabaru Bandar Kemayoran

Telp : (62-21) 6586 7867

Fax : (62-21) 6586 7868


www.dapenra.co.id

yayasan Kesejahteraan Karyawan Angkasa Pura

Airports (yAKKAP I)

Gedung DAPENRA Lt. III Blok B.12

Kavling No. 8.Kotabaru Bandar Kemayoran

Tel : (62-21) 654 6642

www.yakkap.co.id


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PT ANGKASA PURA 1 (PERSERO)DAN ENTITAS ANAK

AND SuBSIDIArIeS

Laporan Keuangan KonsolidasianConsolidated Financial Statements

Untuk Tahun yang BerakhirFor the Year Ended

Pada tanggal 31 Desember 2013 dan 2012 December3, 2013 and 2012

Laporan Auditor IndependenIndependent Auditors' Report

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Angkasa Pura AirportsKota Baru Bandar KemayoranBlok B 12 Kav. No 2, Jakarta 10610

T. +62 21 654 1961F. +62 21 654 1513/14www.angkasapura1.co.id

Business Potential Optimalization - PT Angkasa Pura I (Persero) · 2016-10-03 · Perkembangan...

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