LAPORAN TAHUNAN | ANNUAL REPORT PT Angkasa Pura II …

LAPORAN TAHUNAN | ANNUAL REPORT 2015 PT Angkasa Pura II (Persero)2

PT Angkasa Pura II (Persero) LAPORAN TAHUNAN | ANNUAL REPORT 2015 3

2015annualreportLaporan Tahunan


innovatingbeyondexcellenceDalam menghadapi persaingan di era kompetisi global saat ini, setiap

perusahaan diharapkan memiliki keunggulan kompetitif, dari berbagai

aspek. Keunggulan kompetitif akan membuat perusahaan memenangkan

persaingan. Sebagai salah satu Badan Usaha Milik Negara, PT Angkasa

Pura II (Persero) mempunyai visi menjadi Perusahaan pengelola

bandar udara kelas dunia yang terkemuka dan profesional dengan

mengutamakan keselamatan, keamanan, kenyamanan pelanggan serta

mengoptimalkan pertumbuhan bisnis. Angkasa Pura II diharapkan

untuk terus tumbuh berkembang, sebagai upaya perusahaan menjadi

perusahaan kelas dunia yang terkemuka dan profesional.

In the face of this ever intense global competition today, every company

is expected to have a competitive advantage, from various aspects.

Competitive advantage will bring the company on top of the competition.

As one of the State-owned Enterprise, PT Angkasa Pura II (Persero)

has a vision To become leading and professional world-class airport

management company with priority towards safety, security and comfort

of the customers and to optimize business growth. Angkasa Pura II is

expected to continuously growing, as the Company’s effort to become

leading and professional world-class company.


ikhtisar kinerjaPerformance Highlights

2 | Makna Tema

Theme Explanation

3 | Daftar Isi

Table of Contents

6 | Keunggulan Kami

Our Excellence

7 | Kesinambungan Tema dan Pencapaian

Dalam Annual Report Award (ARA)

Sustainability of Theme and Achievement

in Annual Report Award (ARA)

10 | Tentang Laporan Tahunan PT Angkasa Pura II

(Persero) Tahun 2015

2015 Annual Report of PT Angkasa Pura II (Persero)

11 | Referensi Kriteria Annual Report Award 2015

Criteria Reference for the 2015 Annual Report Award

40 | Rekomendasi Annual Report Award 2014

Recommendation of the 2014 Annual Report Award

41 | Kilas Kinerja 2015

The 2015 Performance Review

42 | Ikhtisar Keuangan

Financial Highlights

48 | Ikhtisar Operasional

Operational Highlights

49 | Ikhtisar Saham

Stock Highlights

50 | Peristiwa Penting 2015

The 2015 Significant Achievements

laporan dewan komisaris dan direksiBoard of Commissioners’ andBoard of Directors’ Report

56 | Laporan Dewan Komisaris

Board of Commissioners Report

60 | Profil Dewan Komisaris

Board of Commissioners Profiles

70 | Laporan Direksi

Board of Directors Report

80 | Profil Direksi

Board of Directors Profiles

88 | Surat Pernyataan Tanggung Jawab

Laporan Tahunan 2015

Responsibility Statement Letter of 2015 Annual Report

profil perusahaanCompany Profile

92 | Identitas Perusahaan

Company Identity

94 | Riwayat Singkat Perusahaan

Company in Brief

96 | Angkasa Pura II Dari Waktu ke Waktu

Angkasa Pura II Over Time

98 | Makna Logo

Logo Meaning

99 | Transformasi Logo

Logo Transformation

100 | Bidang Usaha

Business Lines

108 | Wilayah Kerja dan Lokasi Bandara

Work Area and Airport Locations

110 | Pengembangan Bandara Tahun 2015

2015 Airport Development

111 | Visi, Misi, Tata Nilai dan Falsafah Perusahaan

Vision, Mission, Values and Philosophy of the

Company

115 | Tujuan, Sasaran dan Strategi Perusahaan

Objectives,Targets and Strategies of the Company

118 | Struktur Organisasi

Organization Structure

120 | Profil Dewan Komisaris

Board of Commissioners Profile

120 | Profil Direksi

Board of Directors Profile

121 | Profil Pejabat Satu Level di Bawah Direksi

Profile of Officials One Level Below the Board of

Directors

128 | Profil Sumber Daya Manusia

Human Resources Profile

129 | Struktur Grup

Group Structure

130 | Komposisi Pemegang Saham

Shareholder Composition

131 | Daftar Entitas Anak/Entitas Asosiasi

List of Subsidiaries/Associates

132 | Kronologis Pencatatan Saham

Share Listing Chronology

133 | Lembaga/Profesi Penunjang Perusahaan

Supporting Professionals

daftarisiTable of Contents

55

2 91


134 | Penghargaan dan Sertifikasi

Awards and Certifications

136 | Alamat Kantor Pusat, Kantor Cabang & Entitas

Anak

Address of Head Office, Branch Offices &

Subsidiaries

137 | Informasi Pada Website Perusahaan

Information on Company Website

laporan sumber daya manusiaHuman Resources Report

141 | Roadmap Sumber Daya Manusia Angkasa Pura II

Angkasa Pura II Human Resources Roadmap

142 | Jumlah dan Komposisi Sumber Daya Manusia

Number and Composition of Human Resources

146 | Pengelolaan Sumber Daya Manusia

Human Resources Development

150 | Hubungan Industrial dan Kebebasan Berserikat

Industrial Relations and Freedom of Association

152 | Pengembangan Sumber Daya Manusia

Human Resources Development

159 | Rencana Pelatihan Tahun 2016

2016 Training Plans

161 | Rekrutmen dan Turnover Karyawan

Employee Recruitment and Turnover

162 | Kesejahteraan Sumber Daya Manusia

Human Resources Welfare

165 | Kesejahteraan dan Keselamatan Kerja Karyawan

Employee Occupational Health and Safety

analisis dan pembahasan manajemenManagement Analysis and Discussion

168 | Tinjauan Industri

Industrial Review

197 | Tinjauan Operasi per Segmen Usaha

Operational Review Based on Business Segment

214 | Tinjauan Keuangan

Financial Review

239 | Tinjauan Keuangan Lainnya

Other Financial Information Review

tata kelola perusahaanGood Corporate Governance

266 | Landasan Penerapan dan Prinsip GCG

GCG Basis and Principles

270 | Apresiasi GCG

GCG Appreciation

167

265

271 | Penilaian Penerapan GCG

GCG Assessment

277 | Struktur dan Mekanisme GCG

Structure and Mechanism of GCG

279 | Rapat Umum Pemegang Saham

General Meeting of Shareholders

281 | Dewan Komisaris

Board of Commissioners

303 | Direksi

Board of Directors

321 | Komite Audit

Audit Committee

333 | Komite Manajemen Risiko & SDM

Risk Management & HR Committee

342 | Komite Nominasi dan Remunerasi

Nomination and Remuneration Committee

342 | Komite-Komite Lain di Bawah Dewan Komisaris

Others Committee Under Board

of Commissioners

343 | Sekretaris Dewan Komisaris

Secretary to the Board of Commissioners

344 | Corporate Secretary & Legal

Corporate Secretary & Legal

348 | Sistem Pengendalian Internal

Internal Control System

350 | Internal Auditor

Internal Audit Unit

352 | Head of Internal Auditor

Head of Internal Audit Unit

358 | Auditor Eksternal

External Auditor

359 | Risk Management & Compliance

Risk Management

361 | Profil Head of Risk Management & Compliance

Profile of Head of Risk Management &

Compliance

376 | Teknologi Informasi dan Komunikasi

Information & Communication Technology

403 | Pengembangan Enterprise Resource Planning

Enterprise Resource Planning (ERP) Development

405 | Akses dan Transparansi Informasi

Information Access and Transparency

406 | Perkara Hukum

Legal Proceedings

412 | Penyimpangan Internal

Internal Violation

139


412 | Benturan Kepentingan

Conflict of Interest

413 | Pedoman Perilaku dan Budaya Perusahaan

Code of Conduct and Corporate Culture

417 | Pengendalian Gratifikasi

Gratuities Control

418 | Sistem Pelaporan Pelanggaran

Whistleblowing System

421 | Praktik Bad Corporate Governance

Bad Corporate Governance Practices

tanggung jawab sosial dan lingkunganCorporate Social Responsibility

424 | Tanggung Jawab Sosial Perusahaan

Corporate Social Responsibility

426 | Tanggung Jawab Sosial Perusahaan Terhadap

Lingkungan Hidup

Corporate Social Responsibility Towards

Environment


Ketenagakerjaan, Kesehatan, dan Keselamatan Kerja


Employment, Occupational Health and Sefety


Masyarakat


Community


Pelanggan

Corporate Social Responsibility Towards Customer

laporan keuangan konsolidasianConsolidated Financial Statement

423

472


keunggulankamiOur Excellence

Pengalaman teruji dalam pengelolaan bandar udara sesuai dengan standar internasional

Reputasi dan image perusahaan yang baik

Kondisi finansial dan aset perusahaan yang cukup kuat

Tingkat kesehatan perusahaan memperoleh nilai AAA dan masuk dalam kategori sehat

Komitmen kuat dalam implementasi GCG

Proven experience in airport management in accordance with international standards

Good corporate image and reputation

Strong Company’s asset and financial condition

Company’s soundness level classified as rated AAA (HEALTHY)

Strong commitment in GCG implementation


Kesinambungan tema Laporan Tahunan menjadi penting untuk menunjukkan konsistensi Laporan Tahunan. Berikut akan

disajikan kesinambungan tema dan pencapaian Angkasa Pura II dalam Annual Report Award (ARA) selama 3 (tiga) tahun terakhir

(periode 2012-2014).

Theme sustainability of Annual Report becomes important to demonstrate the consistency of the Annual Report. The following

is presented the sustainability of theme and achievement of Angkasa Pura II in Annual Report Award (ARA) for the last 3 (three)

years (period of 2012-2014).

kesinambungan tema dan pencapaian dalam annual report award (ARA)Sustainability of Theme And Achievement in The Annual Report Award (ARA)


2014 Annual Report

“Leading”

Angkasa Pura II memperoleh Juara II dalam Annual Report Award 2014

untuk kategori BUMN Non Keuangan Non Listed dengan perolehan skor

sebesar 81,05

Angkasa Pura II obtained Second Place in the 2014 Annual Report Award

for the category of Non-Financial, Non-Listed SOEs with a score of 81.05.


2013 Annual Report

“Growing”

Angkasa Pura II memperoleh Juara II dalam Annual Report Award 2013

untuk kategori BUMN Non Keuangan Non Listed dengan perolehan skor

sebesar 83,22

Angkasa Pura II obtained Second Place in the 2013 Annual Report Award

for the category of Non-Financial, Non-Listed SOEs with a score of 83.22.


2012 Annual Report

“Aligning”

Angkasa Pura II memperoleh Juara II dari 39 peserta dalam Annual Report

Award 2012 untuk kategori BUMN Non Keuangan Non Listed dengan

perolehan skor sebesar 82,13.

Angkasa Pura II obtained Second Place in the 2012 Annual Report Award for

the category of Non-Financial, Non-Listed SOEs with a score of 82.13.

Laporan Tahunan 2014 Annual ReportPT ANGKASAPURA II (Persero)

Overcome Challenges to be a Leading Airport Company

2013LAPORAN TAHUNANAnnual Report

PT Angkasa Pura II (Persero)

S T R A T E G I CGROWTH

Laporan Tahunan2012

2012Laporan TahunanA n n u a l R e p o r t

Aligning the Excellences for Excellent Future

Menyelaraskan Keunggulan untuk Masa Depan Terbaik

2012Laporan TahunanA n n u a l R e p o r t


penghargaan annual report award (ARA) 2012-2014Annual Report Award (ARA) 2012-2014

Annual Report Award (ARA 2012)




Ikhtisar KinerjaPerformance Highlights

Laporan Dewan Komisaris dan DireksiBoard of Commissioner’s and Board of Director’s Report

Profil PerusahaanCompany’s Profile

Pengembangan Sumber Daya ManusiaHuman Resources Competency Development

Analisis dan Pembahasan ManajemenManagement Analysis and Discussion

Tata Kelola PerusahaanGood Corporate Governance

Tanggung Jawab Sosial dan LingkunganCorporate Social Responsibility

Laporan Keuangan KonsolidasianConsolidated Financial Staements


tentang laporan tahunanPT Angkasa Pura II (Persero) tahun 20152015 Annual Report of PT Angkasa Pura II (Persero)

PT Angkasa Pura II (Persero) atau disebut “Angkasa Pura II” dan

“Perusahaan”, menyajikan Laporan Tahunan yang berakhir

pada tanggal 31 Desember 2015 sesuai dengan ketentuan

peraturan yang berlaku.

Laporan Tahunan Angkasa Pura II ini memuat informasi

kinerja keuangan dan hasil usaha berdasarkan hasil audit

Laporan Keuangan Kantor Akuntan Publik. Laporan tahunan

ini juga memuat informasi-informasi yang mengandung

proyeksi, rencana, strategi, dan tujuan yang bukan merupakan

pernyataan data historis, dan dapat dikategorikan sebagai

pernyataan yang dapat bersifat pandangan ke depan (forward

looking statement) sesuai definisi pada ketentuan yang

berlaku.

Pernyataan yang mengandung pandangan ke depan memuat

risiko dan ketidakpastian atas hasil dan kejadian yang mungkin

berbeda secara material dari apa yang diperkirakan dan

disebutkan dalam pernyataan tersebut. Penyebutan satuan

mata uang “Rupiah” atau Rp” merujuk pada mata uang resmi

Indonesia, sedangkan “Dollar AS” atau USD merujuk pada

mata uang resmi Amerika Serikat. Semua informasi keuangan

disajikan dalam mata uang Rupiah sesuai dengan Standar

Akuntasi Keuangan Indonesia.

Laporan Tahunan 2015 Angkasa Pura II disajikan dalam

format Bahasa Indonesia dan Bahasa Inggris yang dibuat

berdampingan (bilingual) dan menggunakan kaidah bahasa

yang baik dan benar.

Laporan Tahunan 2015 Angkasa Pura II dicetak dengan

kualitas yang baik dan disajikan dengan menggunakan jenis

dan ukuran huruf yang mudah dibaca. Laporan Tahunan

2015 Angkasa Pura II (dan tahun-tahun sebelumnya) juga

dapat dilihat dan diunduh di website Angkasa Pura II (www.

angkasapura2.co.id). Laporan Tahunan 2015 Angkasa Pura II

telah mengacu pada kriteria Annual Report Award 2015.

PT Angkasa Pura II (Persero) or called “Angkasa Pura II” and “the

Company”, presents the Annual Report ended on December

31st, 2015 in accordance with the applicable provisions.

Annual Report of Angkasa Pura II contains information of

financial performance and business results based on the audit

results of the Financial Statements by the Public Accounting

Firm. This Annual Report also contains information about

projections, plans, strategies, and objectives that are not

historical data statements, and can be categorized as forward

looking statements as defined in the applicable provisions.

Forward-looking statements contain risk and uncertainty

over the results and events that may differ materially from

what is expected and mentioned in the statement. Citation

of currency “Rupiah” or “Rp” refers to the official currency

of Indonesia, while “US Dollar” or “USD” refers to the official

currency of the United of America. All financial information

presented in Rupiah in accordance with the Indonesia

Financial Accounting Standards.

2015 Annual Report of Angkasa Pura II is presented in

Indonesian and English languages that is made side by side

(bilingual) and using good and correct language norm.

2015 Annual Report of Angkasa Pura II is printed with good

quality and presented by using the type and size of font that

is easy to read. 2015 Annual Report of Angkasa Pura II (and

previous years) can also be viewed and downloaded at the

website of Angkasa Pura II (www.angkasapura2.co.id). 2015

Annual Report of Angkasa Pura II has referred to the 2015

Annual Report Award.


referensi kriteria annual report award(ARA) 2015 PT Angkasa Pura II (Persero)Criteria Reference for the 2015 Annual Report Award (ARA)of PT Angkasa Pura II (Persero)

No KriteriaCriteria

PenjelasanExplanation

HalamanPage

I Umum | General

1

Laporan tahunan disajikan dalam bahasa

Indonesia yang baik dan benar dan

dianjurkan menyajikan juga dalam

bahasa Inggris.

Annual Report is presented

in proper and correct Bahasa Indonesia

and it is recommended to also present the

report in English.

√

2

Laporan tahunan dicetak dengan kualitas

yang baik dan menggunakan jenis dan

ukuran huruf yang mudah dibaca

Annual Report is printed on with good

quality and use font that is easy to read.

√

3

Laporan tahunan mencantumkan identitas

perusahaan dengan jelas

Annual Report should state clearly the

identity of the company.

Nama perusahaan dan tahun annual report ditampilkan di:

1. Sampul muka;

2. Samping;

3. Sampul belakang; dan

4. Setiap halaman

Name of company and year of the annual report is

placed on:

1. The front cover;

2. Sides;

3. Back;

4. Each page.

√

4

Laporan tahunan ditampilkan di website

perusahaan

The Annual Report is presented in the

company’s website.

Mencakup laporan tahunan terkini dan tahun-tahun

sebelumnya.

Includes this year’s report and previous year reports√

II Ikhtisar Data Keuangan Penting | Summary of Material Financial Data

1

Informasi hasil usaha perusahaan dalam

bentuk perbandingan selama 3 (tiga) tahun

buku atau sejak memulai usahanya jika

perusahaan tersebut menjalankan kegiatan

usahanya selama kurang dari 3 (tiga) tahun

Information in comparative form over a

period of 3 (three) financial years or since

the commencement of business if the

company has been running its business

activities for less than 3 (three) years.

Informasi memuat antara lain:

1. Penjualan/pendapatan usaha;

2. Laba (rugi);

3. Total laba (rugi) komprehensif; dan

4. Laba (rugi) per saham.

Catatan: Apabila perusahaan tidak memiliki entitas anak,

perusahaan menyajikan laba (rugi) serta laba (rugi) dan

penghasilan komprehensif lain secara total.

The information contained includes:

1. Sales/income from business.

2. Profit (loss).

3. Comprehensive total profit (loss).

4. Net profit (loss) per share.

Note: If the Company does not have any subsidiaries, the

Company presents profit (loss) and the profit (loss) and

other comprehensive income in total.

42-43


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2

Informasi posisi keuangan perusahaan

dalam bentuk perbandingan

selama 3 (tiga) tahun buku atau sejak

memulai usahanya jika perusahaan

tersebut menjalankan kegiatan usahanya

selama kurang dari 3 (tiga) tahun

Information on the Company’s financial

position in the comparative period of 3

(three) financial years or since the starting

of business if less than 3 (three) years


1. Jumlah investasi pada entitas asosiasi;

2. Jumlah aset;

3. Jumlah liabilitas; dan

4. Jumlah ekuitas.

Information includes among others:

1. Total Investment in Associate Company;

2. Total Assets;

3. Total Liabilities; and

4. Total Equity;

44-45

3

Laporan tahunan dicetak dengan kualitas

yang baik dan menggunakan jenis dan

ukuran huruf yang mudah dibaca



Informasi memuat 5 (lima) rasio keuangan yang umum

dan relevan dengan industri perusahaan.

Information includes 5 (five) financial ratios that are

general and relevant with the industry of the Company.

46-47

4

Informasi harga saham dalam bentuk tabel

dan grafik*

Shares price information in tables and

graphs*

1. Informasi dalam bentuk tabel yang memuat:

a. Jumlah saham yang beredar;

b. Kapitalisasi pasar;

c. Harga saham tertinggi, terendah, dan penutupan;

d. Volume perdagangan.

2. Informasi dalam bentuk grafik yang memuat paling

kurang harga penutupan dan volume perdagangan

saham. untuk setiap masa triwulan dalam 2 (dua) tahun

buku terakhir.

1. Information in table form which includes:

a. Total outstanding shares;

b. Market capitalization;

c. Highest, lowest, and closing shares price; and

d. Trade Volume

2. Information in graphic form includes at least closing price

and trade volume of shares. for every quarter in the last 2

(two) financial years.

49

5

Informasi mengenai obligasi, sukuk atau

obligasi konversi yang masih

beredar dalam 2 (dua) tahun buku terakhir*

Information on outstanding bonds, sukuk

or convertible bonds in the last 2 (two)

financial years*

Mencakup laporan tahunan terkini dan tahun-tahun

sebelumnya.

Includes this year’s report and previous year reports

49


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III Laporan Dewan Komisaris dan Direksi | Management Report

1Laporan Dewan Komisaris

Board of Commissioners Report

1. Memuat hal-hal sebagai berikut:

2. Penilaian atas kinerja Direksi mengenai pengelolaan

perusahaan dan dasar penilaiannya;

3. Pandangan atas prospek usaha perusahaan yang

disusun oleh Direksi dan dasar pertimbangannya;

4. Penilaian atas kinerja komite-komite yang berada di

bawah Dewan Komisaris; dan

5. Perubahan komposisi Dewan Komisaris (jika ada) dan

alasan perubahannya.

Includes matters as follows:

1. Assessment on the Board of Directors performance

regarding the management of the Company and the

assessment basis;

2. Outlooks on the Company’s business prospects

prepared by the Board of Directors and the

considerations;

3. Assessmnt on the performance of committees under

the Board of Commissioners; and

4. Changes in the composition of the Board of

Commissioners (if any) and the reasons of the change.

43

2Laporan Direksi

Board of Directors Report

1. Memuat hal-hal sebagai berikut:

2. Analisis atas kinerja perusahaan, yang mencakup antara

lain kebijakan strategis, perbandingan antara hasil yang

dicapai dengan yang ditargetkan, dan kendala-kendala

yang dihadapi perusahaan;

3. Analisis tentang prospek usaha;

4. Penerapan tata kelola perusahaan; dan


bawah Direksi (jika ada); dan

6. Perubahan komposisi anggota Direksi (jika ada) dan



1. Analysis on the Company’s performance, which

includes, strategic policy, a comparison between the

results achieved with targeted, and the constraints

faced by the Company;

2. Analysis on business prospects;

3. Corporate governance implementation; and

4. Assessment on the performance of the committees

under the Board of Directors (if any); and

5. Changes in the composition of the Board of Directors

members (if any) and the reasons for the change.

70


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3

Tanda tangan anggota Dewan Komisaris

dan anggota Direksi

Signatures of the members of the Board of

Commissioners and Board of Directors

Memuat hal-hal sebagai berikut:

1. Tanda tangan dituangkan pada lembaran tersendiri;

2. Pernyataan bahwa Dewan Komisaris dan Direksi

bertanggung jawab penuh atas kebenaran isi laporan

tahunan;

3. Ditandatangani seluruh anggota Dewan Komisaris

dan anggota Direksi dengan menyebutkan nama dan

jabatannya; dan

4. Penjelasan tertulis dalam surat tersendiri dari

yang bersangkutan dalam hal terdapat anggota

Dewan Komisaris atau anggota Direksi yang tidak

menandatangani laporan tahunan, atau penjelasan

tertulis dalam surat tersendiri dari anggota yang lain

dalam hal tidak terdapat penjelasan tertulis dari yang

bersangkutan.


1. Signatures are outlined in a separate sheet;

2. Statement that the Board of Commissioners and Board

of Directors are fully responsible for the correctness of

the Annual Report’s contents;

3. Signed by all members of the Board of Commissioners

and Board of Directors by mentioning the name and

position; and

4. Written explanation in a separate letter from the

concerned in the event of a member of the Board of

Commissioners or Board of Directors who did not sign

the annual report, or a written explanation in a separate

letter from other members in the absence of an

appropriate written explanation from the concerned.

88-89

IV Profil Perusahaan | Company Profile

1

Nama dan alamat lengkap perusahaan

Name and complete address of the

Company

Informasi memuat antara lain: nama dan alamat, kode

pos, no. Telp, no. Fax, email, dan website.

Information includes name and address, postal code,

telephone number, facsimile number, email and website.

93

2Riwayat singkat perusahaan

Brief History of the Company

Mencakup antara lain: tanggal/tahun pendirian, nama,

dan perubahan nama perusahaan (jika ada).

Catatan: apabila perusahaan tidak pernah melakukan

perubahan nama, agar diungkapkan.

Includes date/year of establishment, name, and company

name change (if any).

Note: if the Company never changes its name, should be

disclosed

94-95

3Bidang usaha

Business Line

Uraian mengenai antara lain:

1. Kegiatan usaha perusahaan menurut anggaran dasar

terakhir;

2. Kegiatan usaha yang dijalankan; dan

3. Produk dan/atau jasa yang dihasilkan

Descriptions regarding:

1. Business activities of the Company according to the

last Articles of Association;

2. Business activities that are carried out; and

3. Products and/or services produced.

94-95


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4Struktur Organisasi


Dalam bentuk bagan, meliputi nama dan jabatan paling

kurang sampai dengan struktur satu tingkat di bawah

direksi.

In chart form, includes name and position at least until

one structure level below the Board of Directors.

118-119

5Visi, Misi, dan Budaya Perusahaan

Vision, Mission, and Corporate Culture

Mencakup:

1. Visi perusahaan;

2. Misi perusahaan;

3. Keterangan bahwa visi dan misi tersebut telah disetujui

oleh Direksi/Dewan Komisaris; dan

4. Pernyataan mengenai budaya perusahaan (corporate

culture) yang dimiliki perusahaan.

Includes:

1. The Company’s Vision;

2. The Company’s Mission;

3. Description that the vision and mission have been

approved by the Board of Directors/Board of

Commissioners; and

4. Statement on corporate culture of the Company.

111-114

6

Identitas dan riwayat hidup singkat anggota

Dewan Komisaris

Identity and brief biography of the Board of

Commissioners


1. Nama;

2. Jabatan (termasuk jabatan pada perusahaan atau

lembaga lain);

3. Umur;

4. Domisili;

5. Pendidikan (Bidang Studi dan Lembaga Pendidikan);

6.Pengalaman kerja (Jabatan, Instansi, dan Periode

Menjabat); dan

7. Riwayat penunjukkan sebagai anggota Dewan

Komisaris di Perusahaan.

Information includes:

1. Name;

2. Position (including position in other companies or

institutions);

3. Age;

4. Domicile;

5. Education (Field Studies and Educational Institutions);

6. Work Experience (Position, Institutions, and Serving

Period); and

7. Appointment history as the Board of Commissioners

member in the Company.

62-69


7

Identitas dan riwayat hidup singkat

anggota Direksi

Identity and brief biography of the Board of

Directors


1. Nama;

2. Jabatan (termasuk jabatan pada perusahaan atau

lembaga lain);

3. Umur;

4. Domisili;

5. Pendidikan (Bidang Studi dan Lembaga Pendidikan);

6. Pengalaman kerja (Jabatan, Instansi, dan Periode

Menjabat); dan

7. Riwayat penunjukkan sebagai anggota Direksi di

Perusahaan.


1. Name;

2. Position (including position in other companies or

institutions);

3. Age;

4. Domicile;

5. Education (Field Studies and Educational Institutions);

6. Work Experience (Position, Institutions, and Serving

Period); and

7. Appointment history as the Board of Directors member

in the Company.

75

80-87

8

Jumlah karyawan (komparatif 2 tahun) dan

deskripsi pengembangan kompetensinya

(misal: aspek pendidikan dan pelatihan

karyawan)

Total employees (comparative of 2

years) and description of competence

development (e.g. aspects of education

and training of employees)


1. Jumlah karyawan untuk masing-masing level

organisasi;

2. Jumlah karyawan untuk masing-masing tingkat

pendidikan;

3. Jumlah karyawan berdasarkan status kepegawaian;

4. Deskripsi dan data pengembangan kompetensi

karyawan yang telah dilakukan dengan mencerminkan

adanya persamaan kesempatan untuk masing-masing

level organisasi; dan

5. Biaya pengembangan kompetensi karyawan yang telah

dikeluarkan.


1. Total employees for each organization level;

2. Total employees for each educational level;

3. Total employees based on employment status;

4. Description and data of employees competence

development that has been conducted to reflect the

equality of opportunity for each organization level; and

5. The employee’s competence development cost that

have been issued.

75

140-160

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9Komposisi Pemegang saham

Shareholders Composition

Mencakup antara lain:

1. Rincian nama pemegang saham yang meliputi

20 pemegang saham terbesar dan persentase

kepemilikannya;

2. Rincian pemegang saham dan persentase

kepemilikannya meliputi:

a. Nama pemegang saham yang memiliki 5% atau

lebih saham;

b. Nama Komisaris dan Direktur yang memiliki saham;

dan

c. Kelompok pemegang saham publik yang memiliki

saham kurang dari 5%.

Includes among others:

1. Details of Shareholders name that includes 20 largest

shareholders and percentage of ownership;

2. Details of Shareholder and percentage of ownership

include:

a. Shareholders name who own 5% or more shares;

b. Name of the Board of Commissioners and Board of

Directors who own shares; and

c. Public shareholders group with respective shares

ownerships of less than 5%.

130

10

Daftar entitas anak dan/atau entitas asosiasi

List of Subsidiaries/Associate Entities/Joint

Venture Company/Special Purpose Vehicle


1. Nama entitas anak dan/atau asosiasi;

2. Persentase kepemilikan saham;

3. Keterangan tentang bidang usaha entitas anak dan/

atau entitas asosiasi; dan

4. Keterangan status operasi entitas anak dan/atau entitas

asosiasi (telah beroperasi atau belum beroperasi).


1. Name of the subsidiaries and/or associates;

2. Shares ownership percentage;

3. Description of the business line of subsidiaries and/or

associate entities; and

4. Description of the operational status of subsidiaries

and/or associate entities (have been operating or not

yet operating).

131

11Struktur grup perusahaan

Group structure

Struktur grup perusahaan dalam bentuk bagan yang

menggambarkan entitas anak, entitas asosiasi, joint

venture, dan special purpose vehicle (SPV).

Group structure of the company in chart form that

describes its subsidiaries, associate entities, joint venture,

and special purpose vehicle (SPV).

129


12Kronologis pencatatan saham*

Chronology of shares listing*


1. Kronologis pencatatan saham;

2. Jenis tindakan korporasi (corporate action) yang

menyebabkan perubahan jumlah saham;

3. Perubahan jumlah saham dari awal pencatatan sampai

dengan akhir tahun buku; dan

4. Nama bursa dimana saham perusahaan dicatatkan.


1. Chronology of shares listing;

2. Type of corporate actions which led to changes in

total shares;

3. Changes in total shares from the start of listing until

the end of the financial year; and

4. Name of the exchanges on which the Company’s

shares is listed.

132

13Kronologis pencatatan efek lainnya*

Chronology of other securities*


1. Kronologis pencatatan efek lainnya;

2. Jenis tindakan korporasi (corporate action) yang

menyebabkan perubahan jumlah efek lainnya;

3. Perubahan jumlah efek lainnya dari awal pencatatan

sampai dengan akhir tahun buku;

4. Nama bursa dimana efek lainnya dicatatkan; dan

5. Peringkat efek.


1. Chronology of other securities;

2. Type of corporate actions which led to changes in

total other securities;

3. Changes in total other securities from the start of

listing until the end of the financial year; and

4. Name of the exchanges on which the Company’s

other securities is listed.

5. Securities Ratings.

132

14

Nama dan alamat lembaga dan/atau

profesi penunjang pasar modal*

Name and address of supporting

professionals*


1. Nama dan alamat BAE/pihak yang

mengadministrasikan saham perusahaan;

2. Nama dan alamat Kantor Akuntan Publik; dan

3. Nama dan alamat perusahaan pemeringkat efek.


1. Name and address of Share Registrar/parties who

administer the Company’s shares;

2. Name and address of Public Accounting Firm; and

3. Name and address of securities rating company.

133

15

Penghargaan yang diterima dalam tahun

buku terakhir dan/atau

sertifikasi yang masih berlaku dalam tahun

buku terakhir baik yang berskala nasional

maupun internasional

Awards received in the last financial year

and/or certifications that are still valid in

the last financial year both national and

international.


1. Nama penghargaan dan/atau sertifikat;

2. Tahun perolehan;

3. Badan pemberi penghargaan dan/atau sertifikat; dan

4. Masa berlaku (untuk sertifikasi).


1. Awards and/or certifications name;

2. Year of the awards

3. Appreciator and/or certifier; and

4. Validity period (for certifications).

134

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16

Nama dan alamat entitas anak dan/atau

kantor cabang atau kantor perwakilan (jika

ada)

Name and address of subsidiaries and/or

branch offices or representative offices (if

any)

Memuat informasi antara lain:

1. Nama dan alamat entitas anak; dan

2. Nama dan alamat kantor cabang/perwakilan.

Catatan: apabila perusahaan tidak memiliki entitas anak/

cabang/perwakilan, agar diungkapkan.

Contains information among others:

1. Name and address of subsidiaries; and

2. Name and address of branch/representative offices.

Note: if the Company does not have any subsidiaries/

branches/representatives, should be disclosed.

136

17Informasi pada Website Perusahaan

Information on the Company’s Website

Meliputi paling kurang:

1. Informasi pemegang saham sampai dengan pemilik

akhir individu;

2. Struktur grup perusahaan (jika ada);

3. Analisis kinerja keuangan;

4. Laporan keuangan tahunan (5 tahun terakhir); dan

5. Profil Dewan Komisaris dan Direksi.

Includes at least:

1. Information of shareholders until the end individual

owners;

2. Group structure of the company (if any);

3. Financial performance analysis;

4. Annual financial statements (last 5 years); and

5. Profile of the Board of Commissioners and Board of

Directors.

137

VAnalisa dan Pembahasan Manajemen atas Kinerja Perusahaan | Management Discussion and Analysis

on the Company’s Performance

1Tinjauan operasi per segmen usaha

Operational overview by business segment

Memuat uraian mengenai:

1. Penjelasan masing-masing segmen usaha.

2. Kinerja per segmen usaha, antara lain:

a. Produksi;

b. Peningkatan/penurunan kapasitas produksi;

c. Penjualan/pendapatan usaha; dan

d. Profitabilitas.

Contains description of:

1. Explanation of each business segment.

2. Performance by business segment, among others:

a. Production;

b. Increase/decrease in production capacity;

c. Sales/revenues; and

d. Profitability.

197-213


3

Bahasan dan analisis tentang kemampuan

membayar utang dan tingkat kolektibilitas

piutang perusahaan, dengan menyajikan

perhitungan rasio yang relevan sesuai

dengan jenis industri perusahaan

Discussion and analysis of the ability to

pay debt and receivable collectibility level

of the Company, by presenting relevant

ratio calculation in accordance with the

industrial types of the Company.

Penjelasan tentang :

1. Kemampuan membayar hutang, baik jangka pendek

maupun jangka panjang; dan

2. Tingkat kolektibilitas piutang.

Explanation about:

1. Ability to pay debt, both short-term and long-term;

and

2. Receivable collectibility level.

240-241

4

Bahasan tentang struktur modal (capital

structure) dan kebijakan manajemen atas

struktur modal (capital structure policy)

Discussion on capital structure and

management policy on capital structure.

Penjelasan atas:

1. Rincian struktur modal (capital structure) yang terdiri

dari utang berbasis bunga dan ekuitas; dan

2. Kebijakan manajemen atas struktur modal (capital

structure policies) dan dasar pemilihan kebijakan

tersebut.

Explanation about:

1. Details of capital structure consisting of interest-based

debt and equity; and

2. Management policy on the capital structure policy and

election basis for such policy.

241-242

2

Uraian atas kinerja keuangan perusahaan

Description on the Company’s financial

performance

Analisis kinerja keuangan yang mencakup perbandingan

antara kinerja keuangan tahun yang bersangkutan

dengan tahun sebelumnya dan penyebab kenaikan/

penurunan (dalam bentuk narasi dan tabel), antara lain

mengenai:

1. Aset lancar, aset tidak lancar, dan total aset;

2. Liabilitas jangka pendek, liabilitas jangka panjang, dan

total liabilitas;

3. Ekuitas;

4. Penjualan/pendapatan usaha, beban dan laba (rugi),

penghasilan komprehensif lain, dan total laba (rugi) dan

penghasilan komprehensif lain; dan

5. Arus kas.

Financial performance analysis that includes comparison

between the financial performance for the year with to

the prevous year and the cause of the increase/decrease

(in the form of narrative and tables), among others:

1. Current assets, noncurrent assets, and total assets;

2. Current liabilities, noncurrent liabilities, and total

liabilities;

3. Equity;

4. Sales/revenues, expenses and income (loss), other

comprehensive income, and total profit (loss) and

other comprehensive income; and

5. Cash flow.

214-239

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5

Bahasan mengenai ikatan yang material

untuk investasi barang modal pada tahun

buku terakhir

Discussion on material commitments

for capital goods investment in the last

financial year.

Penjelasan tentang:

1. Tujuan dari ikatan tersebut;

2. Sumber dana yang diharapkan untuk memenuhi

ikatan-ikatan tersebut;

3. Mata uang yang menjadi denominasi; dan

4. Langkah-langkah yang direncanakan perusahaan untuk

melindungi risiko dari posisi mata uang asing yang

terkait.

Catatan: apabila perusahaan tidak mempunyai ikatan

terkait investasi barang modal pada tahun buku

terakhir, agar diungkapkan.

Explanation about:

1. Purpose of such commitments;

2. Sources of funds that are expected to fulfill such

commitments;

3. Currency that becomes denominated; and

4. Measures planned by the Company to protect the risk

of related foreign currency.

Note: if the Company does not have any

commitments related to capital goods investment in

the last financial year, should be disclosed.

242

6

Bahasan mengenai investasi barang modal

yang direalisasikan pada tahun buku

terakhir

Discussion on capital goods investments

realized in the last financial year.

Penjelasan tentang:

1. Jenis investasi barang modal;

2. Tujuan investasi barang modal; dan

3. Nilai investasi barang modal yang dikeluarkan pada

tahun buku terakhir. Catatan: apabila tidak terdapat

realisasi investasi barang modal, agar diungkapkan.

Explanation about:

1. Type of capital goods investment;

2. Objective of capital goods investment; and

3. Value of capital goods investment issued in the last

financial year. Note: if there are no realization of capital

goods investment, should be disclosed.

243

7

Informasi perbandingan antara target pada

awal tahun buku dengan hasil yang dicapai

(realisasi), dan target atau proyeksi yang

ingin dicapai untuk satu tahun mendatang

mengenai pendapatan, laba, dan lainnya

yang dianggap penting bagi perusahaan

Information on comparison between the

targets at the beginning of the financial

year with the results achieved (realization),

and targets or projections to be achieved

for the next year regarding revenues,

profits, and others that are considered

important for the Company.


1. Perbandingan antara target pada awal tahun buku

dengan hasil yang dicapai (realisasi); dan

2. Target atau proyeksi yang ingin dicapai dalam 1 (satu)

tahun mendatang.


1. Comparison between the targets at the beginning of

the financial year with the results achieved (realization).

2. Targets and projections to be achieved within 1 (one)

year ahead.

247-249


8

Informasi dan fakta material yang terjadi

setelah tanggal laporan akuntan

Information and material fact that occur

after the date of acccountant report

Uraian kejadian penting setelah tanggal laporan akuntan

termasuk dampaknya

terhadap kinerja dan risiko usaha di masa mendatang.

Catatan: apabila tidak ada kejadian penting setelah

tanggal laporan akuntan, agar diungkapkan.

Description of significant events after the date

of accountant report including its impact on the

performance and risk of business in the future.

Note: if there are no significant events after the date of

accountants report, should be disclosed.

246-247

9

Uraian tentang prospek usaha perusahaan

Description on the Company’s business

prospects

Uraian mengenai prospek perusahaan dikaitkan

dengan industri dan ekonomi secara umum disertai

data pendukung kuantitatif dari sumber data yang layak

dipercaya.

Description on the Company’s prospects associated

with the industry and economy in general added with

quantitative supporting data from trusted data sources.

182-183

10Uraian tentang aspek pemasaran

Description on marketing aspect

Uraian tentang aspek pemasaran atas produk dan/atau

jasa perusahaan, antara lain strategi pemasaran dan

pangsa pasar.

Description on marketing aspect for products and/

or services of the Company, among others, marketing

strategy and market share.

192-196

11

Uraian mengenai kebijakan dividen dan

jumlah dividen kas per saham dan jumlah

dividen per tahun yang diumumkan atau

dibayar selama 2 (dua) tahun buku terakhir

Description on dividend policy and the

amount of cash dividends per share and

the amount of dividend per year declared

or paid during the last 2 (two) financial

years.


1. Kebijakan pembagian dividen;

2. Total dividen yang dibagikan;

3. Jumlah dividen kas per saham;

4. Payout ratio; dan

5. Tanggal pengumuman dan pembayaran dividen kas.

untuk masing-masing tahun.

Catatan: apabila tidak ada pembagian dividen, agar

diungkapkan alasannya.

Includes description about:

1. Dividend distribution policy;

2. Total dividend distributed;

3. Amount of cash dividend per share;

4. Payout ratio; and

5. Date of the announcement and payment of cash

dividends, for each year.

Note: if there are no dividend distributions, should be

disclosed the reasons.

249-250

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13

Realisasi penggunaan dana hasil

penawaran umum (dalam hal perusahaan

masih diwajibkan menyampaikan laporan

realisasi penggunaan dana)*

Realization use of proceeds from public

offering (in terms where the Company

is still obliged to submit the realization

report on the use of proceeds from public

offering)*


1. Total perolehan dana;

2. Rencana penggunaan dana;

3. Rincian penggunaan dana;

4. Saldo dana; dan

5. Tanggal persetujuan RUPS/RUPO atas perubahan

penggunaan dana (jika ada).

Includes descriptions about:

1. Total proceeds;

2. Plan for the use of proceeds;

3. Details of the use of proceeds;

4. Proceeds balances; and

5. Approval date of GMS/General Meeting of

Bondholders on changes in the use of proceeds (if

any).

250

14

Informasi transaksi material yang

mengandung benturan kepentingandan/

atau transaksi dengan pihak afiliasi*

Information on material transactions

contain conflict of interest and/or

transactions with affiliated party.


1. Nama pihak yang bertransaksi dan sifat hubungan

afiliasi;

2. Penjelasan mengenai kewajaran transaksi;

3. Alasan dilakukannya transaksi;

4. Realisasi transaksi pada periode tahun buku terakhir;

5. Kebijakan perusahaan terkait dengan mekanisme

review atas transaksi; dan

6. Pemenuhan peraturan dan ketentuan terkait.

Catatan: apabila tidak mempunyai transaksi dimaksud,

agar diungkapkan.


1. Name of the parties who performed transaction and

the nature of affiliate relationship;

2. Explanation on the transaction fairness;

3. Reasons for the transaction;

4. Realization of transaction during the last financial year

period;

5. The Company’s policy related with review

mechanisms on the transaction; and

6. Compliance to the related regulations and provisions.

Note: if there are no intended transactions, should be

disclosed.

250-251

12

Program kepemilikan saham oleh

karyawan dan/atau manajemen yang

dilaksanakan perusahaan (ESOP/MSOP)

Employee and/or Management Stock

Option Program (ESOP/MSOP) conducted

by the Company


1. Jumlah saham ESOP/MSOP dan realisasinya;

2. Jangka waktu;

3. Persyaratan karyawan dan/atau manajemen yang

berhak; dan

4. Harga exercise.

Catatan: apabila tidak memiliki program dimaksud, agar

diungkapkan.


1. Total ESOP/MSOP shares and the realization;

2. Time period;

3. Requirements of eligible employees and/or

management; and

4. Exercise price.

Note: if there are no intended programs, should be

disclosed.

250


16

Uraian mengenai perubahan kebijakan

akuntansi yang diterapkan perusahaan

pada tahun buku terakhir

Description on changes in accounting

policies applied by the Company in the last

financial year.

Uraian memuat antara lain: perubahan kebijakan

akuntansi, alasan dan dampaknya terhadap laporan

keuangan. Catatan: apabila tidak terdapat perubahan

kebijakan akuntansi, agar diungkapkan.

Description includes among others: changes in

accounting policies, reasons and impacts on the financial

statements.

Note: if there no changes in accounting policies, should

be disclosed.

252-259

17Informasi kelangsungan usaha

Information on business continuity

Pengungkapan informasi mengenai:

1. Hal-hal yang berpotensi berpengaruh signifikan

terhadap kelangsungan usaha perusahaan pada tahun

buku terakhir;

2. Assessment manajemen atas hal-hal pada angka 1; dan

3. Asumsi yang digunakan manajemen dalam melakukan

assessment.

Catatan: apabila tidak terdapat hal-hal yang

berpotensi berpengaruh signifikan terhadap

kelangsungan usaha perusahaan pada tahun buku

terakhir, agar diungkapkan asumsi yang mendasari

manajemen dalam meyakini bahwa tidak terdapat hal-

hal yang berpotensi berpengaruh signifikan terhadap

kelangsungan usaha perusahaan pada tahun buku.

Disclosures of information about:

1. Matters that potentially have significant effects on the

Company’s business continuity in the last financial

year;

2. Management assessment on matters in figures 1; and

3. Assumptions used by the management in conducting

assessment.

Note: if there are no matters that potentially have

significant effects on the Company’s business

continuity in the last financial year, should be disclosed

the assumptions underlying the management to

believe that there are no matters that potentially

have significant effects on the Company’s business

continuity in the financial year.

259-262

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15

Uraian mengenai perubahan peraturan

perundang-undangan yang berpengaruh

signifikan terhadap perusahaan

Description on legislation amendment

affecting significantly to the Company

Uraian memuat antara lain: perubahan peraturan

perundang-undangan dan dampaknya terhadap

perusahaan.

Catatan: apabila tidak terdapat perubahan peraturan

perundang-undangan yang berpengaruh signifikan, agar

diungkapkan.

Description includes among others: legislation

amendment and impacts on the Company.

252


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VI Good Corporate Governance | Good Corporate Governance

1

Uraian Dewan Komisaris

Description on the Board of

Commissioners

Uraian Dewan Komisaris.Uraian memuat antara lain:

1. Uraian tanggung jawab Dewan Komisaris;

2. Program pelatihan dalam rangka meningkatkan

kompetensi Dewan Komisaris atau program orientasi

bagi Komisaris baru; dan

3. Pengungkapan mengenai Board Charter (pedoman

dan tata tertib kerja Dewan Komisaris).

Description includes among others:

1. Scope of work and responsibilities of each member of

the Board of Commissioners;

2. Training program in order to improve the competence

of the Board of Commissioners and orientation

program for new members of the Board of

Commissioners; and

3. Disclosures on Board Charter (guidelines and work

rules of the Board of Commissioners).

281-302

2Informasi mengenai Komisaris Independen

Information on Independent Commissioner

Meliputi antara lain:

1. Kriteria penentuan Komisaris Independen; dan

2. Pernyataan tentang independensi masing-masing

Komisaris Independen.


1. Determination criteria of Independent Commissioner;

and

2. Statement on independence of each

283

3Uraian Direksi

Description on the Board of Directors

Uraian memuat antara lain:

1. Ruang lingkup pekerjaan dan tanggung jawab masing-

masing anggota Direksi;

2. Program pelatihan dalam rangka meningkatkan

kompetensi Direksi atau program orientasi bagi Direksi

baru; dan

3. Pengungkapan mengenai Board Charter (pedoman

dan tata tertib kerja Direksi).

Description includes among others:

1. Scope of work and responsibilities of each member of

the Board of Directors;

2. Training program in order to improve the competence

of the Board of Directors and orientation program for

new members of the Board of Directors; and

3. Disclosures on Board Charter (guidelines and work rules

of the Board of Directors).

303-320

4

Assessment terhadap Dewan Komisaris dan

Direksi

Assessment of the Board of Commissioners

and Board of Directors


1. Prosedur pelaksanaan assessment atas kinerja Dewan

Komisaris dan Direksi;

2. Kriteria yang digunakan dalam pelaksanaan assessment

atas kinerja Dewan Komisaris dan Direksi; dan

3. Pihak yang melakukan assessment.


1. Assessment procedures on the performance of the

Board of Commissioners and Board of Directors:

2. Criteria used in the assessment on the performance of

the Board of Commissioners and Board of Directors;

and

3. Assessors.

299-316


5

Uraian mengenai kebijakan remunerasi bagi

Dewan Komisaris dan Direksi

Description on remuneration policy for

the Board of Commissioners and Board of

Directors.


1. Pengungkapan prosedur penetapan remunerasi

Dewan Komisaris;

2. Pengungkapan prosedur penetapan remunerasi

Direksi;

3. Struktur remunerasi yang menunjukkan jenis dan

jumlah imbalan jangka pendek, pasca kerja, dan/atau

jangka panjang lainnya untuk setiap anggota Dewan

Komisaris;

4. Struktur remunerasi yang menunjukkan jenis dan

jumlah imbalan jangka pendek, pasca kerja, dan/atau

jangka panjang lainnya untuk setiap anggota Direksi;

dan

5. Pengungkapan indikator untuk penetapan remunerasi

Direksi.


1. Disclosures of remuneration determinations procedure

of the Board of Commissioners;

2. Disclosures of remuneration determinations procedure

of the Board of Directors;

3. Remuneration structure that indicates the type and

amount of short-term benefits, post-employment,

and/or other long-term benefits for each member of

the Board of Commissioners;

4. Remuneration structure that indicates the type and

amount of short-term benefits, post-employment,

and/or other long-term benefits for each member of

the Board of Directors;

5. Disclosures of remuneration determinations indicator

of the Board of Directors.

300-317

6

Frekuensi dan tingkat kehadiran rapat

Dewan Komisaris, rapat Direksi,

dan rapat gabungan Dewan Komisaris

dengan Direksi

Frequency and attendance level of meetings

of the Board of Commissioners, meetings

of the Board of Directors and joint meetings

of the Board of Commissioners and Board

of Directors.


1. Tanggal Rapat;

2. Peserta Rapat; dan

3. Agenda Rapat.

untuk masing-masing rapat Dewan Komisaris, Direksi,

dan rapat gabungan.


1. Meetings Date;

2. Meetings Participants; and

3. Meetings Agenda.

For each meeting of the Board Commissioners, Board of

Directors, and joint meetings

296-297,

314

7

Informasi mengenai pemegang saham

utama dan pengendali, baik

langsung maupun tidak langsung, sampai

kepada pemilik individu

Information on the main and controlling

shareholders, both directly and indirectly,

until the individual owners.

Dalam bentuk skema atau diagram, kecuali untuk BUMN

yang dimiliki sepenuhnya oleh pemerintah.

In the form of scheme or diagram, except for SOEs that

are entirely owned by the government.

279

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8

Pengungkapan hubungan afiliasi antara

anggota Direksi, Dewan Komisaris, dan

Pemegang Saham Utama dan/atau

pengendali

Disclosures of affiliate relationships between

members of the Board of Directors, Board

of Commissioners, and Main and/or

controlling Shareholders.


1. Hubungan afiliasi antara anggota Direksi dengan

anggota Direksi lainnya;

2. Hubungan afiliasi antara anggota Direksi dan anggota

Dewan Komisaris;

3. Hubungan afiliasi antara anggota Direksi dengan

Pemegang Saham Utama dan/atau pengendali;

4. Hubungan afiliasi antara anggota Dewan Komisaris

dengan anggota Komisaris lainnya; dan

5. Hubungan afiliasi antara anggota Dewan Komisaris

dengan Pemegang Saham Utama dan/atau

pengendali.

Catatan: apabila tidak mempunyai hubungan afiliasi

dimaksud, agar diungkapkan.


1. Affiliate relationship between members of the Board of

Directors with fellow Board of Directors members;

2. Affiliate relationship between members of the

Board of Directors and members of the Board of

Commissioners;


Directors with Main and/or controlling Shareholders;


Commissioners with fellow members of the Board of

Commissioners; and

5. Affiliate relationship between members of the Board

of Commissioners with Main and/or controlling

Shareholders.

Note: if there are no intended affiliate relationship, should

be disclosed.

283-284

9Komite Audit

Audit Committee


1. Nama dan jabatan anggota komite audit;

2. Kualifikasi pendidikan dan pengalaman kerja anggota

komite audit;

3. Independensi anggota komite audit;

4. Uraian tugas dan tanggung jawab;

5. Laporan singkat pelaksanaan kegiatan komite audit;

dan

6. Frekuensi pertemuan dan tingkat kehadiran komite

audit.


1. Name and position of audit committee members;

2. Qualifications of education and work experience of

audit committee members;

3. Independence of audit committee members;

4. Description of duties and responsibilities;

5. Brief report of audit committee activities; and

6. Meetings frequency and attendance level of audit

committee.

321-332


10

Komite/Fungsi Nominasi dan/atau

Remunerasi

Nomination and/or Remuneration

Committee


1. Nama, jabatan, dan riwayat hidup singkat anggota

komite/fungsi nominasi dan/atau remunerasi;

2. Independensi komite/fungsi nominasi dan/atau

remunerasi;


4. Uraian pelaksanaan kegiatan komite/fungsi nominasi

dan/atau remunerasi;

5. Frekuensi pertemuan dan tingkat kehadiran komite/

fungsi nominasi dan/atau remunerasi;

6. Pernyataan adanya pedoman komite/fungsi nominasi

dan/atau remunerasi; dan

7. Kebijakan mengenai suksesi Direksi.


1. Name, position, and brief biography of nomination

and/or remuneration committee members;

2, Independence of nomination and/or remuneration

committee;


4. Description of the nomination and/or remuneration

committee activities;

5. Meetings frequency and attendance level of the

nomination and remuneration committee;

6. Statement on on the nomination and/or remuneration

guidelines; and

7. Succession policy of the Board of Directors.

342

11

Komite-komite lain di bawah Dewan

Komisaris yang dimiliki oleh perusahaan

Other committees under the Board of

Commissioners owned by the Company


1. Nama, jabatan, dan riwayat hidup singkat anggota

komite lain;

2. Independensi komite lain;


4. Uraian pelaksanaan kegiatan komite lain; dan

5. Frekuensi pertemuan dan tingkat kehadiran komite

lain.


1. Name, position, and brief biography of other

committees members;

2. Independence of other committees;


4. Description on other committees activities; and

5. Meetings frequency and attendance level of other

committees.

333-341,

342

12

Uraian tugas dan Fungsi Sekretaris

Perusahaan

Description on duties and functions of

Corporate Secretary


1. Nama, domisili, dan riwayat jabatan singkat sekretaris

perusahaan;

2. Uraian pelaksanaan tugas sekretaris perusahaan; dan

3. Program pelatihan dalam rangka mengembangkan

kompetensi sekretaris perusahaan.


1. Name, domicile, and brief position history of the

corporate secretary;

2. Description of corporate secretary duties; and

3. Training programs in order to develop the competence

of corporate secretary,

344-345

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13

Informasi mengenai Rapat Umum

Pemegang Saham (RUPS) tahun

sebelumnya

Information on General Meeting of

Shareholders (GMS) in the previous year

Dalam bentuk tabel mencakup antara lain:

1. Keputusan RUPS tahun sebelumnya;

2. Realisasi hasil RUPS tahun sebelumnya pada tahun

buku; dan

3. Alasan dalam hal terdapat keputusan RUPS yang belum

direalisasikan.

In table form includes among others:

1. GMS resolutions in the previous year;

2. Realization of GMS results in the previous year in the

financial year; and

3. Reasons for any GMS resolutions that have yet to be

realized.

278-280

14Uraian mengenai unit audit internal

Information on internal audit unit


1. Nama ketua unit audit internal;

2. Jumlah pegawai (auditor internal) pada unit audit

internal;

3. Sertifikasi sebagai profesi audit internal;

4. Kedudukan unit audit internal dalam struktur

perusahaan;

5. Laporan singkat pelaksanaan kegiatan unit audit

internal; dan

6. Pihak yang mengangkat/memberhentikan ketua unit

audit internal.


1. Name of the head of internal audit unit;

2. Total employees (internal auditors) in the internal audit

unit;

3. Certifications as internal audit professionals;

4. Position of internal audit unit within the corporate

structure;

5. Brief report of the internal audit unit activity; and

6. Parties who appoint/dismiss the head of internal audit

unit.

350-355

15Akuntan Publik

Public Accountant


1. Nama dan tahun akuntan publik yang melakukan audit

laporan keuangan tahunan selama 5 tahun terakhir;

2. Nama dan tahun Kantor Akuntan Publik yang

melakukan audit laporan keuangan tahunan selama 5

tahun terakhir;

3. Besarnya fee untuk masing-masing jenis jasa yang

diberikan oleh akuntan publik pada tahun buku

terakhir; dan

4. Jasa lain yang diberikan akuntan selain jasa audit

laporan keuangan tahunan pada tahun buku terakhir.

Catatan: apabila tidak ada jasa lain dimaksud, agar

diungkapkan.


1. Name and year of public accountant who audits the

annual financial statements for the last 5 years;

2. Name and year of Public Accounting Firm who audits

the annual financial statements for the last 5 years;

3. Amount of fee of each type of service provided by a

public accountant in the last financial year; and

4. Other services provided by the accountant other than

audit services of the annual financial statements in the

last financial year.

Note: if there are no other services intended, should be

disclosed.

358


16

Uraian mengenai manajemen risiko

perusahaan

Description on the Company’s risk

management


1. Penjelasan mengenai sistem manajemen risiko yang

diterapkan perusahaan;

2. Penjelasan mengenai evaluasi yang dilakukan atas

efektivitas sistem manajemen risiko;

3. Penjelasan mengenai risiko-risiko yang dihadapi

perusahaan; dan


1. Explanation on risk management system applied by the

Company;

2. Explanation on evaluation conducted on the

effectiveness of the risk management system;

3. Explanation on risks faced by the Company; and

4. Efforts to manage these risks.

359-375

17

Uraian mengenai sistem pengendalian

intern

Description on internal control system


1. Penjelasan singkat mengenai sistem pengendalian

intern, antara lain mencakup pengendalian keuangan

dan operasional;

2. Penjelasan kesesuaian sistem pengendalian intern

dengan kerangka yang diakui secara internasional

(COSO – internal control framework); dan

3. Penjelasan mengenai evaluasi yang dilakukan atas

efektivitas sistem pengendalian intern.


1. Brief explanation on the internal control system,

among others, include both financial and operational

control;

2. Explanation of suitability of the internal control system

with the internationally recognized framework (COSO

- internal control framework); and

3. Explanation of the evaluation conducted on the

effectiveness of internal control systems.

348-349

18

Uraian mengenai corporate social

responsibility yang terkait dengan

lingkungan hidup

Description on corporate social

responsibility related with environment

Mencakup antara lain informasi tentang:

1. Kebijakan yang ditetapkan manajemen;

2. Kegiatan yang dilakukan; dan terkait program

lingkungan hidup yang berhubungan dengan kegiatan

operasional perusahaan, seperti penggunaan material

dan energi yang ramah lingkungan dan dapat didaur

ulang, sistem pengolahan limbah perusahaan,

pertimbangan aspek lingkungan dalam pemberian

kredit kepada nasabah, dan lain-lain.

3. Sertifikasi di bidang lingkungan yang dimiliki.

Includes information about:

1. Policies established by the management; and

2. Activities performed. related to environmental

programs associated with the Company’s operations,

such as the use of materials and energy that are

environmentally friendly and can be recycled, waste

treatment systems, consideration of environmental

aspects in the provision of credit to customers, and

others.

3. Certifications in environmental field owned.

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Tercantum

dalam

Sustainability

Report


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19



ketenagakerjaan, kesehatan, dan

keselamatan kerja


responsibility related with s Employment,

Occupational Health and Safety


1. Kebijakan yang ditetapkan manajemen; dan

2. Kegiatan yang dilakukan. terkait praktik

ketenagakerjaan, kesehatan, dan keselamatan kerja,

seperti kesetaraan gender dan kesempatan kerja,

sarana dan keselamatan kerja, tingkat turnover

karyawan, tingkat kecelakaan kerja, dan lain-lain.



2. Activities performed. related to employment practices,

occupational health and safety, such as gender equality

and employment opportunities, occupational facilities

and safety, employee turnover rates, occupational

accidents level, and others.

20



pengembangan sosial dan kemasyarakatan


responsibility related with social and

community development


1. Kebijakan yang ditetapkan manajemen;

2. Kegiatan yang dilakukan; dan

3. Biaya yang dikeluarkan. terkait pengembangan sosial

dan kemasyarakatan, seperti penggunaan tenaga kerja

lokal, pemberdayaan masyarakat sekitar perusahaan,

perbaikan sarana dan prasarana sosial, bentuk donasi

lainnya, dan lain-lain.



2. Activities performed.

3. Cost incurred. related to social and community

development, such as the use of local labor,

community empowerment, refinement of social

facilities and infrastructures, other donation forms, and

others.

21



tanggung jawab kepada konsumen


responsibility related with responsibility to

the customers


1. Kebijakan yang ditetapkan manajemen; dan

2. Kegiatan yang dilakukan. terkait tanggung jawab

produk, seperti kesehatan dan keselamatan konsumen,

informasi produk, sarana, jumlah dan penanggulangan

atas pengaduan konsumen, dan lain-lain.



2. Activities performed. related to product responsibility,

such as the health and safety of consumers, product

information, facilities, amount and countermeasures

on consumer complaints, and others.

Tercantum

dalam

Sustainability

Report


22

Perkara penting yang sedang dihadapi oleh

perusahaan, entitas anak, serta anggota

Dewan Komisaris dan anggota Direksi yang

menjabat pada periode laporan tahunan

Legal proceedings faced by the Company,

subsidiaries, and members of the Board

of Commissioners and Board of Directors

who serve at the annual report period.


1. Pokok perkara/gugatan;

2. Status penyelesaian perkara/gugatan;

3. Pengaruhnya terhadap kondisi perusahaan; dan

4. Sanksi administrasi yang dikenakan kepada perusahaan,

anggota Dewan Komisaris dan Direksi, oleh otoritas

terkait (pasar modal, perbankan dan lainnya) pada

tahun buku terakhir (atau terdapat pernyataan bahwa

tidak dikenakan sanksi administrasi).

Catatan: dalam hal tidak berperkara, agar diungkapkan.


1. principal litigation/accusation;

2. Settlement status of litigation/accusation;

3. Effect on the Company’s conditions; and

4. Administrative sanctions imposed on the Company,

members of the Board of Commissioners and Board

of Directors, by the relevant authorities (capital

markets, banking and others) in the last financial

year (or contained a statement of not imposed on

administrative sanctions).

Note: in the absence of litigation, should be disclosed.

406-409

23

Akses informasi dan data perusahaan

Access of information and data of the

Company

Uraian mengenai tersedianya akses informasi dan data

perusahaan kepada publik, misalnya melalui website

(dalam bahasa Indonesia dan bahasa Inggris), media

massa, mailing list, buletin, pertemuan dengan analis, dan

sebagainya.

Description on the availability of access to information

and data of the Company to the public, for example

through the website (in Indonesian and English), mass

media, mailing lists, newsletters, analyst meetings, and

others.

405

24Bahasan mengenai kode etik

Discussion on the Code of Conduct

Memuat uraian antara lain:

1. Isi kode etik;

2. Pengungkapan bahwa kode etik berlaku bagi seluruh

level organisasi;

3. Penyebarluasan kode etik;

4. Jenis sanksi untuk setiap pelanggaran kode etik; dan

5. Jumlah pelanggaran kode etik beserta sanksi yang

diberikan pada tahun buku terakhir.

Catatan: apabila tidak terdapat pelanggaran kode etik

pada tahun buku terakhir, agar diungkapkan

Includes a description, among others:

1. Code of Conduct contents;

2. Disclosures that the code of conduct applies to all

levels of the organization;

3. Dissemination of the code of conduct;

4. Type of sanctions for any violations of the code of

conduct; and

5. Total violations of the code of conduct and sanctions

given in the last financial year.

Note: if there are no violations of the code of conduct

in the last financial year, should be disclosed.

412-416

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25

Pengungkapan mengenai whistleblowing

system

Disclosures of whistleblowing system

Memuat uraian tentang mekanisme whistleblowing

system antara lain:

1. Penyampaian laporan pelanggaran;

2. Perlindungan bagi whistleblower;

3. Penanganan pengaduan;

4. Pihak yang mengelola pengaduan; dan

5. Jumlah pengaduan yang masuk dan diproses pada

tahun buku terakhir serta tindak lanjutnya.

Catatan: apabila tidak terdapat pengaduan yang masuk

pada tahun buku terakhir, agar diungkapkan

Contains a description of the whistleblowing system

mechanisms, among others:

1. Submission of violations report;

2. Protection for whistleblower;

3. Handling of complaints;

4. Parties which manages the complaint; and

5. Total complaints received and processed in the last

financial year and the follow-ups.

Note: if there are no complaints received in the last

financial year, should be disclosed.

418-420

26

Kebijakan mengenai keberagaman

komposisi Dewan Komisaris dan Direksi

Policy on diversity of the composition of

the Board of Commissioners and Board of

Directors.

Uraian kebijakan Perusahaan mengenai

keberagaman komposisi Dewan Komisaris dan Direksi

dalam pendidikan (bidang studi), pengalaman kerja, usia,

dan jenis kelamin.

Catatan: apabila tidak ada kebijakan dimaksud, agar

diungkapkan alasan dan pertimbangannya

Description of the Company’s policy on diversity of

the composition of the Board of Commissioners and

Board of Directors in education (field of study), work

experience, age, and gender.

Note: if there is no such policy, should be disclosed the

reasons and considerations.

281


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VII Informasi Keuangan | General

1

Surat Pernyataan Direksi dan/atau Dewan

Komisaris tentang Tanggung Jawab atas

Laporan Keuangan*

Statement Letter of the Board of Directors

and/or Board of Commissioners on

Responsibility for Financial Statements*

Kesesuaian dengan peraturan terkait tentang Tanggung

Jawab atas Laporan

Keuangan.

Compliance with the relevant regulations on the

Responsibility for Financial Statements.

2

Opini auditor independen atas laporan

keuangan

Independent auditors’ opinion on the

financial statements

3

Deskripsi Auditor Indepen

den di Opini Independent Auditors’

description in Opinion

Deskripsi memuat tentang:

1. Nama & tanda tangan

2. Tanggal Laporan Audit; dan

3. Nomor ijin KAP dan nomor ijin Akuntan Publik.

Description contains about:

1. Name & signature;

2. Date of Audit Report; and

3. License numbers of Public Accounting Firm and

Public Accountant.

4

Laporan keuangan yang lengkap

The Annual Report is presented in the

company’s website.

Memuat secara lengkap unsur-unsur laporan keuangan:

1. Laporan posisi keuangan;

2. Laporan laba rugi dan penghasilan komprehensif lain;

3. Laporan perubahan ekuitas;

4. Laporan arus kas;

5. Catatan atas laporan keuangan;

6. Informasi komparatif mengenai periode sebelumnya; dan

7. Laporan posisi keuangan pada awal periode

sebelumnya ketika entitas menerapkan suatu

kebijakan akuntansi secara retrospektif atau membuat

penyajian kembali pos-pos laporan keuangan, atau

ketika entitas mereklasifikasi pos-pos dalam laporan

keuangannya (jika relevan).

Contains a complete financial statements elements:

1. Statements of financial position;

2. Statements of profit or loss and other comprehensive

income;

3. Statements of changes in equity;

4. Statements of cash flows;

5. Notes to financial statements

6. Comparative information concerning the previous

period; and

7. Statements of financial position at the beginning

of the previous period when an entity applies

an accounting policy retrospectively or makes

restatement of financial statement items, or when

the entity reclassifies its financial statement items (if

relevant).

Tercantumdalam

LaporanKeuangan

Tercantumdalam

LaporanKeuangan

Tercantumdalam

LaporanKeuangan

Tercantumdalam

LaporanKeuangan


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5Perbandingan tingkat profitabilitas

Profitability level comparison

Perbandingan kinerja/laba (rugi) tahun berjalan dengan

tahun sebelumnya.

Comparison of performance/profit (loss) for the year with

the previous year.

6

Laporan Arus Kas

Cash Flow Statements

Memenuhi ketentuan sebagai berikut:

1. Pengelompokan dalam tiga kategori aktivitas:

operasi, investasi, dan pendanaan;

2. Penggunaan metode langsung (direct method)

untuk melaporkan arus kas dari aktivitas operasi;

3. Pemisahan penyajian antara penerimaan kas dan

atau pengeluaran kas selama tahun berjalan pada

aktivitas operasi, investasi dan pendanaan; dan

4. Pengungkapan transaksi non kas harus

Fulfill the following provisions:

1. Grouping into three categories of activity: operating,

investing, and financing;

2. Use of direct method to report cash flows from

operating activities;

3. Separation between cash receipts or cash

disbursements for the year on activites of operating,

investing and financing; and

4. Disclosure of non-cash transactions should be

included in the notes to the financial statements.

7

Ikhtisar Kebijakan Akuntansi



Meliputi sekurang-kurangnya:

1. Pernyataan kepatuhan terhadap SAK;

2. Dasar pengukuran dan penyusunan laporan

keuangan;

3. Pajak penghasilan;

4. Imbalan kerja; dan

5. Instrumen Keuangan.

Includes at least:

1. Compliance statement against Financial Accounting

Standards (SAK);

2. Basis of measurement and preparation of financial

statements;

3. Income tax;

4. Employee benefits; and

5. Financial Instruments.

8

Pengungkapan transaksi pihak berelasi

Shares price information in tables and

graphs*

Hal-hal yang diungkapkan antara lain:

1. Nama pihak berelasi, serta sifat dan hubungan

dengan pihak berelasi;

2. Nilai transaksi beserta persentasenya terhadap total

pendapatan dan beban terkait; dan

3. Jumlah saldo beserta persentasenya terhadap total

aset atau liabilitas.

Matters disclosed among others:

1. Name of related parties, and the nature and

relationships with related parties;

2. Transaction value and percentage against total

related income and expense; and

3. Total balances and percentage against total assets or

liabilities.

Tercantumdalam

LaporanKeuangan

Tercantumdalam

LaporanKeuangan


9

Pengungkapan yang berhubungan dengan

perpajakan

Disclosures related to taxation

Hal-hal yang harus diungkapkan:

1. Rekonsiliasi fiskal dan perhitungan beban pajak kini;

2. Penjelasan hubungan antara beban (penghasilan)

pajak dan laba akuntansi;

3. Pernyataan bahwa Laba Kena Pajak (LKP) hasil

rekonsiliasi dijadikan dasar dalam pengisian SPT

Tahunan PPh Badan;

4. Rincian aset dan liabilitas pajak tangguhan yang

diakui pada laporan posisi keuangan untuk setiap

periode penyajian, dan jumlah beban (penghasilan)

pajak tangguhan yang diakui pada laporan laba rugi

apabila jumlah tersebut tidak terlihat dari jumlah

aset atau liabilitas pajak tangguhan yang diakui pada

laporan posisi keuangan; dan

5. Pengungkapan ada atau tidak ada sengketa pajak.

Matters to be disclosed:

1. Fiscal reconciliation and current income tax expense

calculations;

2. Explanation of the relationship between expense

(income) of tax and accounting profit;

3. Statement that Taxable Income (LKP) of

reconciliation results used as basis for filling the

Annual Notification Letter of Annual Income Tax of

Agency;

4. Details of assets and liabilities of deferred tax

acknowledged in the financial position statements

for each periods presented, and total expense

(income) of deferred tax acknowledged in the

income statement if the amount is not visible

from the total assets or liabilities of deferred tax

acknowledged in the financial position statements;

and

5. Disclosure of presence or absence of a tax dispute

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10


aset tetap

Disclosures related to Fixed Assets


1. Metode penyusutan yang digunakan;

2. Uraian mengenai kebijakan akuntansi yang dipilih

antara model revaluasi dan model biaya;

3. Metode dan asumsi signifikan yang digunakan dalam

mengestimasi nilai wajar aset tetap (untuk model

revaluasi) atau pengungkapan nilai wajar aset tetap

(untuk model biaya); dan

4. Rekonsiliasi jumlah tercatat bruto dan akumulasi

penyusutan aset tetap pada awal dan akhir periode

dengan menunjukkan: penambahan, pengurangan

dan reklasifikasi.


1. Depreciation method used;

2. Description on accounting policies selected

between the revaluation model and the cost model;

3. Significant method and assumptions used in

estimating the fair value of fixed assets (for

revaluation model) or disclosure of the fair value of

fixed assets (for cost model); and

4. Reconciliation of the gross carrying amount and

accumulated depreciation of fixed assets at the

beginning and end of the period by showing:

additions, substraction and reclassification.

11


segmen operasi*

Disclosures related to operating segments*


1. Informasi umum yang meliputi faktor-faktor yang

digunakan untuk mengidentifikasi segmen yang

dilaporkan;

2. Informasi tentang laba rugi, aset, dan liabilitas

segmen yang dilaporkan;

3. Rekonsiliasi dari total pendapatan segmen, laba rugi

segmen yang dilaporkan, aset segmen, liabilitas

segmen, dan unsur material segmen lainnya

terhadap jumlah terkait dalam entitas; dan

4. Pengungkapan pada level entitas, yang meliputi

informasi tentang produk dan/atau jasa, wilayah

geografis dan pelanggan utama.


1. General information including factors used to

identify reportable segment;

2. Information on income, assets, and liabilities of

reportable segment;

3. Reconciliation of total revenues, income of

reportable segment, assets, liabilities, and other

material elements against relevant amount in the

entity; and

4. Disclosures on the entity level, which includes

information about products and/or services,

geographical areas and major customers.


12


Instrumen Keuangan

Disclosures related to Financial Instruments

Memuat hal-hal sebagai berikut:

1. Analisis atas kinerja perusahaan, yang mencakup

antara lain kebijakan strategis, perbandingan antara

hasil yang dicapai dengan yang ditargetkan, dan

kendala-kendala yang dihadapi perusahaan;

2. Analisis tentang prospek usaha;

3. Penerapan tata kelola perusahaan; dan


bawah Direksi (jika ada); dan

5. Perubahan komposisi anggota Direksi (jika ada) dan



1. Details of financial instruments owned based on its

classification;

2. Fair value and the hierarchy for each class of

financial instruments;

3. Risk management policy;

4. Explanation of risks related to financial instruments:

market risk, credit risk and liquidity risk; and

5. Analysis of risks related to financial instruments

quantitatively.

13Penerbitan laporan keuangan

Issuance of financial statements

Hal-hal yang diungkapkan antara lain:

1. Tanggal laporan keuangan diotorisasi untuk terbit; dan

2. Pihak yang bertanggung jawab mengotorisasi

Matters disclosed:

1. Date of the financial statements authorized for issue;

and

2. Party responsible to authorize the financial

statements.

No KriteriaCriteria


HalamanPage


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rekomendasiannual report award 2014The 2014 Annual Report Award Recommendations

Angkasa Pura II pada Annual Report Award 2014 memperoleh

skor 81,05 dan meraih peringkat II pada kategori BUMN Non

Keuangan Non Listed.

Terdapat 9 (sembilan) rekomendasi dari Panitia ARA yang

telah ditindaklanjuti oleh Angkasa Pura II pada penyusunan

Laporan Tahunan 2015 ini. Kesembilan rekomendasi yang

telah ditindaklanjuti tersebut sebagai berikut:

Angkasa Pura II in the 2014 Annual Report Award obtained

a score of 81.05 and ranked second in the category of Non-

Financial, Non-Listed SOEs.

There were 9 (nine) recommendations from the ARA

Committee that have been followed up by Angkasa Pura

II in the preparation of this 2015 Annual Report. The nine

recommendations which have been followed up are as follows:

No Rekomendasi Annual Report Award 2014Recommendation of the 2014 Annual Report Award

HalamanPage

1 Agar diungkapkan struktur grup Perusahaan yang menggambarkan entitas anak, entitas asosiasi, joint

venture, dan special purpose vehicle (SPV), atau pernyataan bahwa perusahaan tidak memiliki grup

To be disclosed the Company’s group structures that describe subsidiaries, associates, joint ventures, and

special purpose vehicle (SPV), or a statement that the Company has no group.

129

2 Agar diungkapkan struktur modal (capital structure), kebijakan manajemen atas struktur modal (capital

structure policy), dan dasar pemilihan kebijakan tersebut

To be disclosed the capital structure, management policy on capital structure (capital structure policy),

and the basis of such policy selection.

240

3 Agar diungkapkan informasi dan fakta material yang terjadi setelah tanggal laporan akuntan secara lengkap

atau pengungkapan bahwa tidak ada kejadian penting setelah tanggal laporan akuntan

To be disclosed information and material fact that occurred after the date of accountants report in full or

disclosure of no significant events after the date of accountants report.

246

4 Agar diungkapkan prospek usaha perusahaan dikaitkan dengan kondisi ekonomi secara umum dan kondisi

industri, disertai data pendukung kuantitatif dari sumber data yang layak dipercaya

To be disclosed the Company’s business prospects associated with general economic conditions and

industry conditions, with supporting quantitative data from trustworthy data sources.

259

5 Agar diungkapkan perubahan kebijakan akuntansi, alasan dan dampaknya terhadap laporan keuangan

secara lengkap

To be disclosed changes in accounting policies, reasons and impacts on the financial statements in full.

252

6 Agar diungkapkan secara lengkap mengenai kriteria penentuan Komisaris Independen dan pernyataan

tentang independensi masing-masing Komisaris Independen

To be fully disclosed regarding the criteria for Independent Commissioner determinations and statement

about the independence of each Independent Commissioner.

261

7 Agar diungkapkan nama, jabatan, dan riwayat hidup singkat anggota Komite Nominas dan/atau

Remunerasi, independensi, uraian tugas dan tanggung jawab, uraian pelaksanaan kegiatan, frekuensi

pertemuan dan tingkat kehadiran dalam pertemuan, serta kebijakan mengenai suksesi Direksi

To be disclosed name, position, and brief biography of members of the Nomination and/or Remuneration

Committee, independence, job descriptions and responsibilities, description of activities, meeting frequency

and attendance level at the meeting, as well as policies regarding the succession of the Board of Directors.

335

344

8 Agar diungkapkan penjelasan singkat mengenai sistem pengendalian intern, antara lain mencakup

pengendalian keuangan dan operasional, kesesuaian sistem pengendalian intern dengan kerangka yang

diakui secara internasional (COSO – internal control framework) dan evaluasi atas efektivitas sistem

pengendalian intern tersebut

To be disclosed brief explanation on the internal control system, among others are financial and

operational controls, compliance to the internal control system with internationally recognized framework

(COSO - internal control framework) and evaluation of the effectiveness of the internal control system.

350

9 Pengungkapan yang berhubungan dengan transaksi pihak berelasi agar disesuaikan dengan ketentuan

yang berlaku

Disclosures in connection with related party transactions in order to comply with the applicable provisions.

Laporan

Keuangan


kilaskinerja 20152015 Performance Review

1. Skor Assessment GCG Tahun 2015 mencapai 85,14%, masuk kategori SANGAT BAIK.

GCG Assessment Score 2015 has reached 85,14%, categorized as EXCELLENT.

2. Pendapatan Usaha Tahun 2015 mencapai Rp 5,64 triliun meningkat 16,13% dari tahun 2014.

Revenue in 2015 has reached IDR 5,64 trilion, increasing 16,13% from 2014.

3. Laba Bersih Tahun 2015 Rp 1,68 triliun meningkat 49,82% dari tahun 2014.

Nett profit in 2015 was Rp 1,68 trilion, increasing 49,82% from 2014.

4. Jumlah mitra binaan yang mendapat penyaluran dana Program Kemitraan pada tahun 2015

adalah 1.104 mitra binaan.

Total of assisted partners who have received partnership program in 2015 were 1.104 participants.

5. Jumlah karyawan tahun 2015 sejumlah 5.546 orang.

Total of employees in 2015 were 5.546 employees.


URAIANDescriptions

2011 2012 2013 2014 2015

LApoRAN LAbA RUgI KoNsoLIdAsIANConsolidated statements of Income

Pendapatan Usaha

Operating Revenues 3.495,41 3.997,06 4.153,80 4.860,51 5.644,15

Beban Usaha

Operating Expenses 2.183,31 2.528,74 2.982,53 3.609,72 3.577,53

Pendapatan (Beban) Lain-lain

Other Income (Expenses) 167,74 173,87 213,96 249,95 268,37

Laba Sebelum Pajak

Profit Before Tax 1.479,84 1.642,18 1.364,81 1.474,50 2.266,19

Beban Pajak

Tax Expenses (389,65) (422,92) 518,54 347,73 578,87

Laba (Rugi) Bersih

Net Income (Loss) 1.090,19 1.219,27 846,28 1.126,77 1.687,32

Laba yang dapat diatribusikan kepada:

Profit Attributable to:

1.090,19 1.219,27 846,28 1.126,77 1.687,32

- Pemilik entitas induk

Owners of the Parent 1.090,19 1.219,27 846,28 1.126,77 1.687,32

- Kepentingan non pengendali

Non-controlling Interests0,000225138 0,000044942 0,000154037 0,000163564 0,000344488

Pendapatan (Rugi) Komprehensif Lain

Tahun Berjalan

Other Comprehensive Income (Loss)

For The Year

6,73 7,84 16,18 11,64 (52,64)

Laba Komprehensif Tahun Berjalan

Comprehensive Income For The Year 1.096,92 1.227,10 862,46 1.138,41 1.634,68

Laba komprehensif yang dapat

diatribusikan kepada:

Comprehensive Income Attributable to:

1.096,92 1.227,10 862,46 1.138,41 1.634,68

- Pemilik entitas induk

Owners of the Parent 1.096,92 1.227,10 862,46 1.138,41 1.634,68

- Kepentingan non pengendali

Non-controlling Interests0,000154037 0,000163564 0,000344488

Laba Per Saham (dalam rupiah penuh)

Basic Earnings Per Share

(in full Rupiah amount)

573.786 243.854 169.255 225.354 337.465

ikhtisarkeuanganFinancial Highlights

(Miliar Rupiah) (Billion IDR)


2011 2012 2013 2014 2015

573.

786

243.

854

169

.255

225.

354

337.

465

laba per-sahamEarnings per-share

Dalam miliar Rupiah / In billion Rupiah

337.465laba komprehensifComprehensive profitDalam miliar Rupiah / In billion Rupiah

2011 2012 2013 2014 2015

1.09

6,9

2

1.227

,10

86

2,46

1.138

,41

1.634

,68

1.634,68

laba bersihNet ProfitDalam miliar Rupiah / In billion Rupiah

1,687.32

2011 2012 2013 2014 20151,0

90

.19

1,219

.27

846

.28

1,126

.77

1,68

7.32

pendapatan usahaOperating RevenuesDalam miliar Rupiah / In billion Rupiah

2011 2012 2013 2014 2015

3,9

97.

06

4,15

3.8

0

4,8

60

.51

5,6

44.15

5,644.15

3,49

5,41










URAIANDescriptions

2011 2012 2013 2014 2015

LApoRAN posIsI KeUANgAN KoNsoLIdAsIAN peR 31 desembeR (dALAm Rp mILIAR)Consolidated Financial Statements

Investasi pada Entitas AsosiasiInvestment in Associate Entities

364,25 370,18 236,67 240,29 250,01

AsetAssets

9.937,53 10.769,89 13.341,92 15.932,52 20.270,76

LiabilitasLiability

872,07 970,22 1.698,04 3.173,09 4.034,99

EkuitasEquity

9.056,46 9.799,67 11.643,87 12.759,42 16.235,77

Liabilitas dan EkuitasLiability and Equity

9.928,53 10.769,89 13.341,92 15.932,52 20.270,76

Modal Kerja BersihNet Working Capital

2.443,73 2.492,08 1.336,32 (322,63) 1.736,09

LApoRAN ARUs KAs KoNsoLIdAsIAN peR 31 desembeR (dALAm Rp mILIAR)Consolidated Flow Cash Statements

Arus Kas dari Aktivitas OperasiCash Flows from Operating Activities

1.196,32 1.568,08 1.571,81 2.437,35 2.231,67

Arus Kas dari Aktivitas InvestasiCash Flows from Investing Activity

(1.024,95) (1.024,26) (1.840,83) (2.555,35) (2.112,13)

Arus Kas dari (untuk) Aktivitas PendanaanCash Flows from (for) Financing Activities

(269,81) (467,45) (446,74) (361,46) 1.780,39

Kenaikan (Penurunan) Kas dan Setara KasIncrease (Decrease) in Cash and Cash Equivalents

(98,44) 76,37 (715,76) (479,46) 1.899,93

Kas dan Setara Kas Awal TahunCash and Cash Equivalents at the Beginning of Year

2.247,86 2.149,41 2.225,79 1.510,03 1.030,57

Kas dan Setara Kas Akhir TahunCash and Cash Equivalent at the End of Year

2.149,41 2.225,79 1.510,03 1.030,57 2.930,50



asetAssetDalam miliar Rupiah / In billion Rupiah

investasi pada entitas asosiasiinvestment in associates Dalam miliar Rupiah / In billion Rupiah

2011 2012 2013 2014 20159

.937

,53

10.7

69

,89

13.3

41,9

2

15.9

32,5

2

20.2

70,7

6

2011 2012 2013 2014 2015

364,

25

370

,18

236

,67

240

,29

250

,01

250,01 20.270,76

ekuitasEquityDalam miliar Rupiah / In billion Rupiah

liabilitasLiabilityDalam miliar Rupiah / In billion Rupiah

2011 2012 2013 2014 2015

9.0

65,

46

9.7

99

,67

11.6

43,8

7

12.7

59,4

2

16.2

35,7

7

2011 2012 2013 2014 2015

872

,07

970

,22

1.69

8,0

4

3.17

3,0

9

4.0

34,9

9

4.034,99 16.235,77










URAIANDescriptions

2011 2012 2013 2014 2015

RAsIo-RAsIo KeUANgAN peNTINgImportant Financial Ratios

Rasio KasCash Ratio

389,56% 332,88% 142,96% 47,01% 128,09%

Rasio LancarCurrent Ratio

542,90% 472,71% 226,51% 85,28% 175,88%

Rasio Liabilitas Terhadap AsetLiability to Assets Ratio

8,78% 9,01% 12,73% 19,92% 19,91%

Rasio Liabilitas Terhadap EkuitasLiability to Equity Ratio

9,62% 9,90% 14,58% 24,87% 24,85%

Marjin Laba BersihNet Profit Margin

31,19% 30,50% 20,37% 23,18% 29,90%

Rasio Laba Bersih Terhadap Aset (ROA)Return on Assets Ratio (ROA)

10,97% 11,32% 6,34% 7,07% 8,32%

Rasio Laba Bersih Terhadap Ekuitas (ROE)

Return on Equity Ratio (ROE)12,03% 18,93% 15,72% 20,93% 22,85%

Rasio Laba Bersih Terhadap Investasi (ROI)Return on Investment Ratio (ROI)

17,82% 18,37% 17,39% 16,92% 19,96%

Periode Kolektibilitas (dalam satuan hari)Collectibility Period (in day)

- - 57 34 32

Perputaran Persediaan (dalam satuan hari)Supply Turnover Ratio (in days)

- - 1 1 1



rasio laba bersihterhadap aset (ROA)Return on Assets (ROA)Dalam miliar Rupiah / In billion Rupiah

rasio liabilitas terhadap ekuitasEquity Liability RatioDalam miliar Rupiah / In billion Rupiah

2011 2012 2013 2014 2015

11,3

2%

7,72

%

7,0

7%

8,3

2%

2011 2012 2013 2014 2015

9,6

2%

9,9

0%

10,3

2%

24,8

7%

24,8

5%

24,85% 8,32%

2011

rasio laba bersihterhadap ekuitas (ROE)Return on Equity (ROE)Dalam miliar Rupiah / In billion Rupiah

2012 2013 2014 2015

12,0

3%

18,9

3%

18,0

4%

20,3

0%

22,8

5%

22,85%

rasio laba bersihterhadap investasi (ROI)Return on Investment (ROI)

Dalam miliar Rupiah / In billion Rupiah

17,8

2%

18,3

7%

18,5

8%

19,19

%

19,9

6%

19,96%

2011 2012 2013 2014 2015










ikhtisar operasional(non keuangan)Operational Highlights (Non Financial)

UraianDescription

2011 2012 2013 2014 2015

Kinerja Operasional

Operational Highlights

Pergerakan Pesawat (dalam satuan rute)

Aircraft Movement (in Route)559.183 612.850 648.561 630.584 632.418

Pergerakan Penumpang (dalam ribuan Pax)

Passenger Movement (in thousand Pax)72.315 82.021 86.354 85.131 84.292

Pergerakan Kargo (dalam ribuan Kg)

Cargo Movement (in thousand Kg)695.313 746.835 771.049 763.507 726.809

pergerakan kargoCargo MovementDalam miliar Rupiah / In billion Rupiah

726.809

2011 2012 2013 2014 2015

764.

835

771.0

49

763.

507

726

.80

9

69

5.31

3

pergerakan penumpangPassenger MovementDalam miliar Rupiah / In billion Rupiah

pergerakan pesawatAircraft MovementDalam miliar Rupiah / In billion Rupiah

2011 2012 2013 2014 2015

559

.183

612

.850

648

.56

1

630

.58

4

632

.418

632.418 84.292

2011 2012 2013 2014 2015

72.3

15

82.

021

86

.354

85.

131

84.

292


ikhtisarsahamShares Highlights

ikhtisar obligasi,sukuk atau obligasi konversiBonds, Sukuk Or Convertible Bonds Highlights

Sampai dengan akhir tahun 2015, PT Angkasa Pura II (Persero)

belum melakukan aktivitas perdagangan saham di Bursa Efek

Indonesia, sehingga tidak terdapat informasi yang memuat

tentang: (1) Jumlah saham yang beredar; (2) Kapitalisasi

pasar; (3) Harga saham tertinggi, terendah, dan penutupan;

dan (4) Volume perdagangan.

Sampai dengan akhir tahun 2015, PT Angkasa Pura II (Persero)

belum melakukan aktivitas penerbitan obligasi, sukuk atau

obligasi konversi. Sehingga tidak ada informasi yang memuat

tentang: (1) Jumlah obligasi/sukuk/obligasi konversi yang

beredar (outstanding); (2) Tingkat bunga/imbalan; (3) Tanggal

jatuh tempo; dan (4) Peringkat obligasi/sukuk.

Until the end of 2015, PT Angkasa Pura II (Persero) has not

performed any shares trading activity in the Indonesia Stock

Exchange, so there is no information that includes: (1) Number

of outstanding shares; (2) Market Capitalization; (3) Highest,

lowest and closing of shares prices; and (4) Trade volume.

Until the end of 2015, PT Angkasa Pura II (Persero) has not

performed any activities regarding to the issuance of bonds,

sukuk or convertible bonds. So there is no information that

includes: (1) Number of outstanding bonds/sukuk/convertible

bonds; (2) Interest rates/yield; (3) Maturity date; and (4)

Bonds/sukuk ratings.


peristiwapenting 20152015 Significant Events

19 Januari 2015

January 19th, 2015

Pengangkatan Direksi Baru PT Angkasa Pura II (Persero) di Kementerian

BUMN

Appointment of new members of the Board of Directors of PT Angkasa

Pura II (Persero) in the Ministry of SOEs.

22 Februari 2015

February 22nd, 2015

Penjelasan PT Angkasa Pura II tentang dana talangan untuk mengatasi

situasi krisis di Bandara Soekarno-Hatta

Explanation of PT Angkasa Pura II about bailout to overcome the crisis

situation at Soekarno-Hatta Airport.

01 maret 2015

march 1st, 2015

Penutupan Loket Tiket di Bandara Internasional Soekarno – Hatta dan

Bandara Internasional Kualanamu

Closure of Ticket Counters at the Soekarno-Hatta International Airport

and the Kualanamu International Airport.

31 maret 2015

march 31st, 2015

Penandatanganan Kesepakatan Bersama Jaksa Agung Muda bidang

perdata & tata usaha negara Kejaksaan Republik Indonesia

Signing of the Joint Agreement with Junior Attorney General for civil &

state administration of the Indonesian Republic Attorney.


01 April 2015

April 1st, 2015

Perjanjian kredit PT Angkasa Pura II dengan Indonesia Eximbank tentang

pembiayaan korporasi pengembangan Bandara di lingkungan PT

Angkasa Pura II

Credit agreement of PT Angkasa Pura II with Indonesia Eximbank on

corporate financing for the Airport development in the environment of

PT Angkasa Pura II.

22 mei 2015

may 22nd, 2015

Penghargaan Indonesia Service Quality Award 2015

2015 Indonesia Service Quality Award

04 Juni 2015

June 4th, 2015

PT Angkasa Pura II meraih the best contact center 2015

PT Angkasa Pura II achieved the best contact center 2015

06 Juli 2015

July 6th, 2015

Penandatanganan kesepakatan bersama PT Angkasa Pura II dengan

Kepolisian Daerah Metro Jaya tentang Peningkatan Keamanan Hukum di

Area Publik Bandara Soekarno – Hatta

Signing of the joint agreement of PT Angkasa Pura II with the Metro

Jaya Police on Improvement the Legal Security in the Public Areas of

Soekarno-Hatta Airport.










15 Juli 2015

July 15th, 2015

Penandatangan Akta Perjanjian Kredit antara PT Angkasa Pura II dengan

PT Indonesia Infrastructure Finance

Signing of Credit Agreement Deed between PT Angkasa Pura II with PT

Indonesia Infrastructure Finance.

04 september 2015

september 4th, 2015

Launching Customer Service Center (CSC) di Terminal 1, 2, dan 3 Bandara

Soekarno – Hatta Cengkareng.

Launching of Customer Service Center (CSC) in Terminal 1, 2, and 3 at

the Soekarno-Hatta Airport, Cengkareng.

15 september 2015

september 15th, 2015

Penghargaan Annual Report Award 2014

2014 Annual Report Award

8 oktober 2015

october 8th, 2015

Penghargaan Sapta Pesona Toilet Bersih Kementrian Pariwisata Republik

Indonesia

Sapta Pesona Award from Ministry of Tourism of Indonesian Republic.


17 November 2015

November 17th, 2015

Penghargaan Bandara Award 2015

2015 Bandara Award.

30 November 2015

November 30th, 2015

Penandatanganan Kesepakatan Bersama antara PT Angkasa Pura II

dengan Kejaksaan Tinggi Banten tentang Penanganan Masalah Hukum

Bidang Perdata dan Tata Usaha Negara

Signing of Joint Agreement between PT Angkasa Pura II with the High

Court of Banten on legal issues handling for Civil and State Administration.

14 desember 2015

december 14th, 2015

Kunjungan Presiden Republik Indonesia Joko Widodo ke proyek

pembangunan Kereta Api Bandara Internasional Soekarno-Hatta.

The Visit of President Joko Widodo to the Airport Railway Construction

Project.

15 desember 2015

december 15th, 2015

Penandatanganan Perjanjian Konsesi Bandara antara PT Angkasa Pura II

(Persero), PT Angkasa Pura I (Persero) dengan Kementrian Perhubungan.

Signing of Airport Concession Agreement between PT Angkasa Pura II

(Persero), PT Angkasa Pura I (Persero) and Ministry of Transportation of

Indonesian Republic.









55

beyondmeasurelaporan dewankomisaris dan direksiBoard of Commissioner’s andBoard of Director’s Report


laporandewan komisarisBoard of Commissioners Report

“Sepanjang tahun 2015 Direksi telah menunjukkan komitmen dan inisiatif untuk dapat memberikan kinerja terbaik.”

Rhenald KasaliKomisaris Utama

President Commissioner

“Throughout 2015, the Board of Directors has

demonstrated commitment and initiative in order to

provide the best performance”


Pemegang saham dan pemangku kepentingan yang kami

hormati,

Dalam kesempatan yang baik ini, perkenan kami selaku Dewan

Komisaris menyampaikan laporan aktivitas pengawasan

sepanjang tahun 2015. Puji syukur kehadirat Tuhan Yang Maha

Kuasa, karena atas kekuatan dan rahmat yang diberikan Nya,

Angkasa Pura II dapat melalui perjalanan dan dinamika tahun

2015 dengan capaian kinerja yang baik dan memuaskan

ditengah iklim perekonomian global yang masih mengalami

ketidakpastian serta atmosfir ekonomi nasional yang terus

menapaki berbagai fase perbaikan dan pertumbuhan yang

mulai menunjukkan harapan.

penilaian Kinerja direksi

Menurut pengamatan kami, sepanjang tahun 2015 Direksi

telah menunjukkan komitmen dan inisiatif untuk dapat

memberikan kinerja terbaik. Direksi telah menunjukkan

pencapaian positif sebagai basis bagi peningkatan kinerja ke

depan. Beberapa indikator penting yang menggambarkan hal

tersebut antara lain: pendapatan usaha yang mencapai Rp

5,64 triliun meningkat 16,13% dari tahun 2014 yaitu Rp 4,86

triliun. Laba sebelum pajak sebesar Rp 2,27 triliun meningkat

53,73% dari tahun 2014 yaitu Rp 1,47 triliun. Untuk tahun 2015

AP II mampu meraih laba bersih Rp 1,68 triliun meningkat

49,82% dari tahun 2014 yaitu Rp 1,12 triliun. Pencapaian

dan pertumbuhan ketiga indikator keuangan tersebut

kiranya menggambarkan kerja keras dan disiplin Direksi

untuk memberikan yang terbaik bagi pemegang saham dan

pemangku kepentingan.

Aset perusahaan mengalami pertumbuhan sebesar 27,23%

dari Rp 15,93 triliun pada tahun 2014 menjadi Rp 20,27 triliun

pada tahun 2015. Ekuitas mengalami pertumbuhan sebesar

27,24% dari Rp 12,76 triliun pada tahun 2014 menjadi Rp 16,24

triliun pada tahun 2015.

Indikator lain adalah Tingkat Kesehatan Perusahaan yang

memperoleh nilai AAA dan masuk dalam kategori perusahaan

SEHAT, serta skor assessment GCG untuk praktek tahun 2015

menunjukkan hasil dengan predikat “Sangat Baik” dengan

capaian skor sebesar 85.14%.

pandangan atas prospek Usaha

Secara umum, kami memandang bahwa Direksi memiliki

kemampuan pemetaan yang baik atas perkembangan,

dinamika, dan perubahan lingkungan bisnis jasa

penerbangan. Dengan demikian, kami juga meyakini bahwa

Direksi mampu beradaptasi terhadap perubahan yang

terjadi serta memiliki perangkat strategi yang relevan dan

memadai untuk mengarungi ombak persaingan jasa industri

Estemeed Shareholders and Stakeholders,

In this great opportunity, please allow us, the Board of

Commissioners, to deliver the Company’s management

activity report throughout 2015. We offer our praise to the

God Almighty, because of His strength and grace, Angkasa

Pura II can pass through the dynamics in 2015 with the

achievement of good and satisfactory performance amid the

global economic climate that is still experiencing uncertainty

as well as national economic atmosphere that continues

to experience various phrases of improvement and growth

which began to show expectations.

board of directors performance Assessment

According to our supervisions, throughout 2015, the Board

of Directors has demonstrated commitment and initiative

in order to provide the best performance. The Board of

Directors has shown positive achievement as a base for future

performance improvement. Some of the important indicators

that describe it are: operating revenues that reached Rp5.64

trillion, increased by 16.13% from 2014 with Rp4.86 trillion.

Profit Before Tax amounted to Rp2.27 trillion, increased by

53.73% from 2014 with Rp1.47 trillion. For 2015, AP II is able

to achieve Net Income of Rp1.68 trillion, increased by 49.82%

from 2014 with Rp1.12 trillion. Achievement and growth of

these three financial indicators would illustrate the hard work

and discipline of the Board of Directors to provide the best for

the shareholders and stakeholders.

The Company’s assets grew by 27.23% from Rp15.93 trillion

in 2014 to Rp20.27 trillion in 2015. Equity experienced an

increase of 27.24% from Rp12.76 trillion in 2014 to Rp16.24

trillion in 2015.

Other indicator is the Company’s Health Level that obtained

a score of AAA and entered the category of SEHAT company,

as well as GCG assessment scores in 2015 produced results

in the category of “Very Good” with achievement of score

amounted 85.14%.

Views on business prospects

In general, we believe that the Board of Directors have good

mapping capabilities for the development, dynamics, and

changes in the business environment of airlines services.

Accordingly, we also believe that the Board of Directors is

able to adapt to the changes and has the relevant strategies

and adequate to wade through the competition waves

of the airlines industry that is getting more integrated.










penerbangan yang semakin terintegrasi. Prospek usaha

industri penerbangan tergambar dari kinerja pergerakan

pesawat udara, jumlah penumpang, dan jumlah kargo yang

terus meningkat. Pertumbuhan jumlah penumpang untuk

penerbangan nasional Indonesia bahkan masuk dalam

kategori 10 besar di kawasan Asia Pasifik.

Secara khusus, prospek usaha jasa penerbangan yang pada

gilirannya akan berdampak prosepektif terhadap kinerja

Angkasa Pura II, antara lain: (1) Pertumbuhan angkutan

udara setiap tahun berpotensi meningkatkan pendapatan

aeronautika dan pendapatan non-aeronautika, (2)

Perkembangan LCC yang mendukung peningkatan jumlah

penumpang setiap tahunnya, (3) Potensi pertumbuhan bisnis

dan ekonomi di sekitar bandara memberikan hubungan

timbal balik dengan bandara, (4) Potensi Pengembangan

Pariwisata di seluruh Wilayah Indonesia, (5) Hubungan Baik

Dengan Pemerintah, (6) Otonomi Daerah yang berpotensi

bertambahnya jumlah bandara. (7) Open Sky Policy yang akan

berdampak terhadap derajat kebebasan yang lebih besar bagi

maskapai penerbangan untuk terbang di wilayah Indonesia.

Kami meyakini program kerja dan berbagai inisiatif strategis

yang dilaksanakan Direksi akan berdampak positif bagi

keunggulan daya saing perusahaan secara berkelanjutan

sehingga mampu memperkuat posisi bersaing Angkasa Pura

II dalam rangka mencapai visi dan misi yang telah disepakati.

penilaian Kinerja Komite

Komite-komite di bawah Dewan Komisaris adalah organ

pendukung Dewan Komisaris yang bertugas dan bertanggung

jawab secara kolektif untuk membantu Dewan Komisaris

dalam melakukan fungsi pengawasan dan pemberian nasihat

kepada Direksi. Komite pendukung Dewan Komisaris Angkasa

Pura II meliputi Komite Audit, dan Komite Manajemen Risiko

dan SDM.

Menurut penilaian kami, kedua komite tersebut telah

menjalankan tugas dan fungsinya dengan baik sesuai dengan

rencana kerja yang telah dibuat. Komite juga Audit telah

menjalankan penugasan yang diberikan oleh Dewan Komisaris.

Business prospects of the airlines industry reflected from the

performance of aircraft movement, the number of passengers

and amount of cargo that continue to increase. Growth in

the number of passengers on Indonesian national flights even

enters the top 10 category in the Asia Pacific region.

In particular, the business prospects for airlines services

which in turn will affect prospectively on the performance

of Angkasa Pura II, among others: (1) Growth of air transport

each year has the potential to increase aeronautical revenues

and non-aeronautical revenues, (2) Development of LCC

supports the increase in the amount of passengers each

year, (3) Potential business and economic growth around

the airport provides a mutual relationship with the airport, (4)

tourism development potential in all areas of Indonesia, (5)

Good Relationship with Government, (6) Regional Autonomy

which could potentially increase the number of airports, (7)

Open Sky Policy which will have an impact on the greater

degree of freedom for airlines to fly in the area of Indonesia.

We believe in the work program and various strategic initiatives

performed by the Board of Directors will positively impact the

Company’s competitive advantage in a sustainable manner so

as to strengthen the competitive position of Angkasa Pura II in

order to achieve the vision and mission that have been agreed.

Committee performance Assessment

Committees under the Board of Commissioners are

supporting organs of the Board of Commissioners that are

collectively in charge and responsible to assist the Board of

Commissioners in performing the duties of supervision and

provision of advices to the Board of Directors. Supporting

committees of the Board of Commissioners of Angkasa Pura

II include the Audit Committee, and the Risk Management

and HR Committee.

According to our assessment, both committees have been

performing their duties and functions well in accordance with

the work plans that have been made. The Audit Committee has

run the assignments given by the Board of Commissioners.


perubahan Komposisi dewan Komisaris

Pada tahun 2015, terdapat perubahan komposisi pada Dewan

Komisaris Angkasa Pura II. Adapun susunan Dewan Komisaris

per 31 Desember 2015 beserta SK pengangkatan adalah

sebagai berikut:

Rhenald Kasali

Komisaris Utama


Changes in the board of directors Composition

In 2015, there were changes in the Board of Commissioners

composition of Angkasa Pura II. As of December 31st, 2015,

composition of the Board of Commissioners with its Decree

of appointment is as follows:

1 Rhenald KasaliKomisaris Utama

President CommissionerSK-86/MBU/06/2015

2 Santoso Eddy WibowoKomisaris

CommissionerSK-86/MBU/06/2015

3 W. Budi SantosoKomisaris

CommissionerSK-335/MBU/2012

4 Wahyu KuncoroKomisaris


5 Iswan ElmiKomisaris

CommissionerSK-25/MBU/S/11/2014

6 Harpin OndehKomisaris


penutup

Sebagai penutup laporan ini, perkenankanlah kami

menghaturkan terima kasih kepada pemegang saham yang

telah memberikan kepercayaan dan dukungan kepada Direksi

dan Dewan Komisaris sehingga Angkasa Pura II mampu

menorehkan pencapaian baik pada tahun 2015 ini.

Kami juga menghaturkan terima kasih kepada seluruh

karyawan yang telah memberikan dedikasi, kerja keras,

dan disiplin yang ketat sedemikian sehingga perusahaan

mampu menorehkan pencapaian operasional yang efisien

dan diikuti pencapaian kinerja keuangan yang mampu

memenuhi ekspektasi pemangku kepentingan. Semoga

semua pencapaian ini mampu memberikan keyakinan kepada

pemangku kepentingan dan pengguna jasa untuk terus

berinteraksi dan menggunakan jasa perusahaan.

Semoga dukungan dan kepercayaan seluruh pemangku

kepentingan akan menjadikan Angkasa Pura II sebagai

pengelola bandar udara kelas dunia yang terkemuka

dan profesional.

Closing

In closing of this report, please allow us to thank the

shareholders who have given their trust and support to the

Board of Directors and Board of Commissioners so that

Angkasa Pura II is able to achieve good performance in 2015.

We also like to thank all employees who have given their

dedication, hard work and strict discipline so that the

Company is able to achieve efficient operational and financial

performance that are able to meet the expectations of

stakeholders. Hopefully all this achievement is able to provide

assurances to stakeholders and service users to continue to

interact and use the services of the company.

Hopefully the support and trust of all stakeholders will make

Angkasa Pura II as the leading and professional world-class

airport management company.










profildewan komisarisBoard of Commissioners’ Profile

1

2

3

4

5

6

Rhenald KasaliKomisaris UtamaPresident Commissioner

santoso eddy WibowoKomisarisCommissioner

W. budi santosoKomisarisCommissioner

Wahyu KuncoroKomisarisCommissioner

Iswan elmiKomisarisCommissioner

Harpin ondehKomisarisCommissioner

6 4










1

3 5 2


profildewan komisarisBoard of Commissioners’ Profile

Warga Negara Indonesia, usia 55 tahun. Meraih gelar Sarjana Ekonomi dari

Universitas Indonesia pada tahun 1985, MS in Business Administration dari

University of Illinois at Urbana & Campaign, Amerika Serikat pada tahun 1993,

dan meraih gelar Philosophy Doctoral dari University of Illinois at Urbana &

Campaign, Amerika Serikat pada tahun 1998.

Training yang diikuti, antara lain:

Mengikuti kegiatan Training diantaranya adalah “Asian Productivity Center, Japan

Productivity Center – Tokyo, 1990; Harvard Business School (Microeconomics of

Competitiveness: Firm, Cluster & Economic Development), serial 2000 – 2005;

Cluster & Competitiveness; Yale School of Management (Yale Global Network

on Advanced Management), serial 2011 – 2013: Advanced Management; Babson

College, USA, 2014.

perjalanan Karir:

Memulai sebagai Wartawan pada Majalah Jakarta, PT Gramedia – Kompas

(1984-1986), Direktur PT Djemat, Samhani & Partners (1986-1988), Kepala

Bagian Publikasi & Data, Lembaga Manajemen FEUI (1988-1992), Staf Pengajar

Tetap di Universitas Indonesia (1988 – sekarang), Ketua Program Studi Ilmu

Manajemen Pascasarjana FEUI (Program Doktoral dan Magister Sain dalam Ilmu

Manajemen) (1998 – Oktober 2005), Komisaris PT Kemenangan Jaya (2000-

2007), Komisaris PT Radio Smart FM (2002-2009), Komisaris Independen tPT

Indomobil Finance Indonesia (2004 – Sekarang), Komisaris Independen PT

Indofarma, Tbk (2003-2006), Komisaris PT Dirgantara Indonesia (2003-2006),

PLH Kepala Badan Pengembangan Ekspor Nasional (2005-2006), Ketua Program

Studi Magister Manajemen FEUI (November 2005 – Juli 2013), Pendiri Rumah

Yayasan Perubahan (2007 – Sekarang), Dewan Penasihat Pertamina University

(April 2013 – Sekarang), Tenaga Ahli Pertamina Foundation (November 2013 –

Sekarang).

dasar pengangkatan: sK-86/mbU/06/2015

Indonesian Citizen, 55 years old. Obtained his Bachelor of Economics from the

University of Indonesia in 1985, Master of Science in Business Administration

from the University of Illinois at Urbana & Campaign, United States of America

in 1993, and Doctorate in Philosophy from the University of Illinois at Urbana &

Campaign, United States of America in 1998.

Trainings followed, among others:

Followed trainings such as “Asian Productivity Center, Japan Productivity Center

– Tokyo, 1990; Harvard Business School (Microeconomics of Competitiveness:

Firm, Cluster & Economic Development), serial 2000 – 2005; Cluster &

Competitiveness; Yale School of Management (Yale Global Network on

Advanced Management), serial 2011 – 2013: Advanced Management; Babson

College, USA, 2014.

Career Journey:

Began as a Journalist for Jakarta Magazine, PT Gramedia - Kompas (1984-

1986), Director of PT Djemat, Samhani & Partners (1986-1988), Head of

Publications & Data, FEUI Management Institute (1988-1992), Permanent




santoso eddy WibowoKomisaris

Commissioner









Lecturer at the University of Indonesia (1988 – present), Chairman of the Master

of Management Study Program of FEUI (Doctoral Program and the Master

of Science in Management Science) (1998 – October 2005), Commissioner

of PT Kemenangan Jaya (2000-2007), Commissioner of PT Radio Smart FM

(2002-2009), Independent Commissioner of PT Indomobil Finance Indonesia

(2004 – Present), Independent Commissioner of PT Indofarma, Tbk (2003-

2006), Commissioner of PT Dirgantara Indonesia (2003-2006), Acting Head of

National Agency for Export Development (2005-2006), Chairman of the Master

of Management Study Program of FEUI (November 2005 – July 2013), Founder

of Rumah Yayasan Perubahan (2007 – Present), Advisory Board of Pertamina

University (April 2013 – Present), Experts in Pertamina Foundation (November

2013 – Present).

Appointment basis: sK-86/mbU/06/2015

Warga Negara Indonesia, umur 60 tahun. Menyandang gelar Sarjana Teknik

Geodesi dari Institut Teknologi Bandung tahun 1980 dan Sarjana S2 bidang

Kebijakan Publik dari Universitas Indonesia tahun 2001.


Mengikuti berbagai training antara lain Airport Master Planning di Amerika

Serikat; Asset Management di Jakarta; National ATC Masterplan, Jakarta, Airport

Management Course di Belanda serta Airport Engineering Training di Prancis

dan Belgia.

perjalanan Karir:

Sebelumnya menjabat di berbagai posisi pada Kementerian Perhubungan

sebagai Staf Dit Pelud (1981–1985), Kasi Hak Lahan (1985-1992), Kasi Penyiapan

Lahan (1992–1995), Kepala Bagian Perencanaan (1995–2002), Direktur Angkutan

Udara (2002-2007), Kepala Pusat Kajian Strategis (2007-2008), Kepala Pusat

Kajian Kemitraan & PJT (2008–2009), Kepala Biro Perencanaan (2009-2012),

Staf Ahli Menteri Perhubungan Bidang Teknologi dan Energi (2012-2013), Kepala

Badan Pengembangan Sumber Daya Manusia Perhubungan (2013-2014) serta

Sekretaris Jenderal (2014-sekarang) serta sebagai Komisaris Utama Angkasa

Pura II (2014-2015).

dasar pengangkatan: sK-86/mbU/06/2015.

Indonesian Citizen, 60 years old. Obtained his Bachelor of Geodetic Engineering

from Bandung Institute of Technology in 1980 and Master Degree in Public

Policy from the University of Indonesia in 2001.


Followed various trainings, among others: Airport Master Planning in the United

States of America; Assets Management in Jakarta; National ATC Masterplan,

Jakarta, Airport Management Course in Netherlands, as well as Airport

Engineering Training in France and Belgium.


Career Journey:

Previously served in various position at the Ministry of Transportation as Staff

of Pelud Directorate (1981-1985), Sub-Section Head of Land Rights (1985-

1992), Sub-Section Head of Land Preparation (1992-1995), Head of Planning

Department (1995-2002), Director of Air Transport (2002 -2007), Head of

Center for Strategic Studies (2007-2008), Head of Partnership & PJT (2008-

2009), Head of Planning Bureau (2009-2012), Energy and Technology Advisor

to the Minister of Transportation (2012-2013), Head of Human Resources

Transportation Development (2013-2014) and Secretary General (2014-present)

and President Commissioner Angkasa Pura II (2014-2015).


W. budi santosoKomisaris

Commissioner

Warga Negara Indonesia, usia 62 tahun. Menyandang gelar Sarjana Teknik Sipil

dari Institut Teknologi Bandung pada tahun 1977 dan meraih gelar Strata Dua

bidang Hydraulic Structure di IHE Delft, Belanda pada tahun 1980.


Refresher Seminar on Water for Food, Second World Water Forum, 17th ICID World

Congress, Irrigation Planning and Programming, Water Resources Development

Planning, Diklat Kepemimpinan Tingkat I (SPATI), Diklat Kepemimpinan Tingkat

II (SPAMEN), Penataran Pengawasan Melekat, Diklat SPAMA, SEPALA Angkatan

XVI, serta Seminar Pengkajian Kebijaksanaan Strategi Pengelolaan Sumber Daya

Air Jangka Panjang.

perjalanan Karir:

Sebelumnya menjabat sebagai Kasi Evaluasi Sosial & Ekonomi Direktur Bina

Program Pengairan Departemen PU (1990-1991), Kasi PWS Wilayah II Ekonomi

Direktur Bina Program Pengairan Departemen PU (1991-1993), Pemimpin Proyek

Perencanaan Pembangunan Waduk Muara dan Pengamanan Pantai Pusat Ditjen

Pengairan Departemen PU (1993-1994), Kabag Pengembangan Sumber Daya

Air Biro Pengairan dan Iriagasi BAPPENAS (1994-2000), Kasubdit Program dan

Anggaran Direktur PE, Ditjen Pengembangan Pedesaan DepKimbangwil (2000-

2001), Kasubdit Penyiapan Kebijakan dan Strategi Direktur Bintek Ditjen Sumber

Daya Air Dep. Kimpraswil (2001), Asisten Deputi Urusan Pengairan dan Irigasi

Deputi Bidang Koordinasi Desentralisasi Fiskal, Infrastruktur dan Pengembangan

Wilayah Menko Perekonomian (2001-2005) serta Asisten Deputi Urusan

Infrastruktur dan Pengembangan Wilayah Sumatera Deputi Bidang Infrastruktur

dan Pengembangan Wilayah (2005).

dasar pengangkatan: sK-335/mbU/2012










Indonesian Citizen, 62 years old. Obtained his Bachelor of Civil Engineering

from Bandung Institute of Technology in 1977 and his Master Degree in the

field of Hydraulic Structure at IHE Delft, Netherlands in 1980.


Refresher Seminar on Water for Food, Second World Water Forum, 17th ICID

World Congress, Irrigation Planning and Programming, Water Resources

Development Planning, Leadership Education and Training Level I (SPATI),

Leadership Education and Training Level II (SPAMEN), Embedded Supervision

Training, SPAMA Education and Training, SEPALA Batch XVI, as well as Seminar

on Long Term Water Resources Management Strategy Policy Assessment.

Career Journey:

Previously served as Sub-Section Head of Social & Economy Evaluation

under the Director of Irrigation Development Program of the Public Works

Department (1990-1991), Sub-Section Head PWS Area Economy II under the

Director of Irrigation Development Program of the Public Works Department

(1991-1993), Project Leader of Construction Planning Estuary Reservoir and

Central Beach Pacification Directorate General Irrigation of the Public Works

Department (1993-1994), Section Head of Water Resources Development

Bureau of Water and Irrigation BAPPENAS (National Development Planning

Agency) (1994-2000), Sub-Directorate Head of Program and Budgeting

under Director of PE, Directorate General Rural Development Department

of Settlement and Regional Development (Kimbangwil) (2000-2001),

Head of Sub-Directorate Policy and Strategy Preparation under Director

of Engineering Development Directorate General of Water Resources

Department of Settlement and Regional Infrastructure (Kimpraswil) (2001),

Assistant Deputy of Water and Irrigation Deputy of Fiscal Decentralization

Coordination, Infrastructure and Regional Development Coordinating

Minister for Economic Affairs (2001-2005) and as Assistant Deputy of

Infrastructure and Regional Development Sumatra under the Deputy of

Infrastructure and Regional Development (2005).

Appointment basis: sK-335/mbU/2012


Warga Negara Indonesia, umur 45 tahun. Menyelesaikan Sarjana Pertanian

Universitas Sebelas Maret tahun 1993, Sarjana Ekonomi Universitas Persada

Indonesia tahun 2003 dan program Pasca Sarjana Magister Manajemen

Universitas Gadjah Mada, tahun 2005.

Training yang diikuti Antara Lain:

Mengikuti Diklat Pra Jabatan BPLK tahun 1996, Diklat Pim IV ADUM tahun 2001

dan Diklat Pimpinan Tingkat III (SPAMA) di Jakarta tahun 2007.

perjalanan Karir:

Pernah menjabat sebagai Kepala Seksi Pendanaan dan Sumber Daya, Subit

Perusahaan Perkebunan III dan Pertanian, Direktorat Persero Pertanian,

Perkebunan dan Kehutanan, Ditjen Pembinaan BUMN, Departemen Keuangan

(2001-2002), Kepala Sub Bidang Perencanaan Usaha Produksi Pertanian,

Kementerian BUMN (2002-2006), Kepala Bidang Usaha Perkebunan IIB,

Kementerian Negara BUMN (2006-2012), Kepala Bidang Usaha Infrastruktur dan

Logistik IA, Kementerian BUMN (2012-2013), serta Asisten Deputi Bidang Usaha

Jasa III, Kementerian BUMN (2013-sekarang). Selain jabatan di Kementerian

BUMN, pernah menjabat sebagai Komisaris PT Perkebunan Nusantara XI

(Persero) (2008-2012), Komisaris PT Perkebunan Nusantara XIII (Persero) (2012-

2013) .

dasar pengangkatan: sK-243/mbU/2013

Indonesian Citizen, 45 years old. Obtained his Bachelor of Agriculture from

the University of Sebelas Maret in 1993, Bachelor of Economics from Persada

Indonesia University in 2003 and Master of Management from Gadjah Mada

University in 2005.


Followed the Education and Training of BPLK Pre-Positioning in 1996, Education

and training of ADUM IV Pim in 2001 and the Leadership Education and Training

Level III (SPAMA) in Jakarta in 2007.

Career Journey:

Held a position as the Section Head of Financing and Resources, Sub Directorate

of Plantation Company III and Agriculture, Directorate of Agriculture, Plantation

and Forestry Companies, Directorate General of SOE Training, Ministry of

Finance (2001-2002), Head of Sub Division of Agriculture Production Planning,

Ministry of SOE (2002-2006), Head of IIB Plantation Business Division, State

Ministry of SOE (2006 – 2012), Head of Infrastructure and Logistics IA Business

Division, Ministry of SOE (2012-2013), as well as Deputy Assistant of Service III

Business Division, Ministry of SOE (2013-present). Aside from positions in the

Ministry of SOE, he has held a position as the Commissioner of PT Perkebunan

Nusantara XI (Persero) (2008-2012), Commissioner of PT Perkebunan Nusantara

XIII (Persero) (2012-2013).

Appointment basis: sK-243/mbU/2013

Wahyu KuncoroKomisaris

Commissioner


Warga Negara Indonesia, umur 55 tahun. Menyandang gelar Akuntan (Diploma

IV) dari Sekolah Tinggi Akuntansi Negara tahun 1987 dan Master, spesialisasi

Accounting Science dari University of Missouri, Kansas City USA tahun 1991.

Training yang diikuti Antara Lain:

Mengikuti berbagai training antara lain Inhouse Training Bedah Pasal Tindak

Pidana Korupsi, Inhouse Training Computer Forensic, Pelatihan Safety Driving

Course Batch IV, Pelatihan Complex Financial Investigation Techniques, Round

Table Discussion – Experience and Sharing dengan Tema “Penerapan Pidana

Korupsi dalam Permasalahan Perpajakan”, Inhouse Training Tentang Fotografi

untuk Investigas, Inhouse Training Tentang Tindak Pidana Korupsi Terhadap

Dunia Pasar Modal, Inhouse Training Tentang Tindak Pidana Pencucian Uang,

Pelatihan Matrikulasi Hukum Angkatan V, Pelatihan Pajak Komprehensif Brevet

AB dan Inhouse Training “Kejahatan Keuangan & BLBI”.

perjalanan Karir:

Sebelumnya menjabat sebagai Kepala Seksi Pengawasan Lembaga-lembaga

Keuangan I pada BPKP Perwakilan Jawa Timur (1992-1994), Kepala Sub

Direktorat Investigasi Instansi Pemerintah Daerah Deputi Bidang Investigasi

BPKP (2000- 2004), Manager Komponen Anti Korupsi BPKP (2002-2004),

Direktur Penyelidikan KPK (2005-2011), Plh Deputi Penindakan (2011), Deputi

Bidang Pencegahan dan Plt Deputi Bidang Informasi dan Data KPK (2012-2014),

serta Deputi Bidang Investigasi BPKP (2014-sekarang).

dasar pengangkatan: sK-25/mbU/s/11/2014

Indonesian Citizen, 55 years old. Obtained his degree in Accounting (Diploma

IV) from the State College of Accountancy in 1987 and Master in Accounting

Science from the University of Missouri, Kansas City USA in 1991.


Followed various training among others: In-house Training of Deep-dive on

Criminal Code Article on Corruption, In-house Training on Computer Forensic,

Training of Safety Driving Course Batch IV, Training of Complex Financial

Investigation Techniques, Round Table Discussion – Experience and Sharing

with the theme of “Penerapan Pidana Korupsi dalam Permasalahan Perpajakan”,

In-house Training on Photography for Investigation, In-house Training on

Corruption in Capital Market, In-house Training on Money Laundering, Law

Matriculation Training Batch V, Comprehensive Brevet AB Tax Training and In-

house Training on “Kejahatan Keuangan & BLBI”.

Iswan elmiKomisaris

Commissioner


Harpin ondehKomisaris

Commissioner

Career Journey:

Served as Section Head of Financial Institutions Supervisory I in BPKP (Financial

and Development Supervisory Agency) of East Java Representative (1992-1994),

Head of Sub Directorate of Investigation of Local Government Institution of

BPKP Investigation Department (2000-2004), Manager of BPKP Anti-Corruption

Component (2002-2004), Director of Investigation Corruption Eradication

Commission (2005-2011), Acting Deputy of Enforcement (2011), Deputy of

Prevention and Acting Deputy of Information and Data Corruption Eradication

Commission (2012-2014), and Deputy of BPKP Investigation (2014-present).

Appointment basis: sK-25/mbU/s/11/2014

Warga Negara Indonesia, usia 59 tahun, menyelesaikan pendidikan di Akademi

Angkatan Bersenjata Republik Indonesia (AKABRI) bagian Udara pada tahun

1981, SESKO AU pada tahun 1995, SESKO TNI pada tahun 2005, dan LEMHANAS

PPRA 41 pada tahun 2008.


Lemhannas PPRA (Program Pendidikan Reguler Angkatan) XLI Tahun 2008.

The 6th Airport Construction Summit 2016 di Shanghai, China.

perjalanan Karir:

Perwira Teknik Helikopter SKAD 7 (1981-1984), Perwira PUSPAKHAS AU (1985-

1989), Komandan Flight PASKHAS 462 (1989-1990), KADISOP SKADRON

PASKHAS 462 (1990-1995), DANSKADRON PASKHAS 463 (1996-1997),

DANSATPAMWAL MABES TNI (1998-1999), DAN GRUP B PASPAMPRES (1999-

2002), DAN GRUP A PASPAMPRES (2002-2004), WADANPUSPOMAU (2004-

2005), DANWING DIKLAT PASKHAS (2006-2007), DANWING I PASKHAS (2007-

2008), WADANKORPASKHAS (2009-2011), BANDEP UR LINGSTRANAS DEWAN

KETAHANAN NASIONAL (2011-2012), DIRDIK KODIKLAT TNI (2012-2012),

DANPUSLAT KODIKLAT TNI (2012-2013), KOMANDAN KORPASKHAS (2013-

2014), Vice President Security & Risk Management PT FREEPORT INDONESIA

(Maret-Juni 2015).


Indonesian Citizen, 59 years old, he completed his miltary education from the

Indonesian Armed Forces Academy (AKABRI) Air Force in 1981, SESKOAU in

1995, SESKO TNI in 2005, and LEMHANAS PPRA 41 in 2008.











Lemhannas PPRA Program Class of XLI in 2008.

The 6th Airport Construction Summit 2016 at Shanghai, China.

Career Journey:

Helicopter Engineering Officer of SKAD 7 (1981-1984), Officer of PUSPAKHAS

AU (1985-1989), Flight Commander of PASKHAS 462 (1989-1990), KADISOP

SKADRON PASKHAS 462 (1990-1995), DANSKADRON PASKHAS 463 (1996-

1997), DANSATPAMWAL MABES TNI (1998-1999), DAN GRUP B PASPAMPRES

(1999-2002), DAN GRUP A PASPAMPRES (2002-2004), WADANPUSPOMAU

(2004-2005), DANWING DIKLAT PASKHAS (2006-2007), DANWING I PASKHAS

(2007-2008), WADANKORPASKHAS (2009-2011), BANDEP UR LINGSTRANAS

OF THE NATIONAL SECURITY COUNCIL (2011-2012), DIRDIK KODIKLAT TNI

(2012-2012), DANPUSLAT KODIKLAT TNI (2012-2013), COMMANDER OF

KORPASKHAS (2013-2014), Vice President of Security & Risk Management of PT


laporandireksiBoard of Directors Report

Semua segmen usaha mengalami peningkatan pendapatan di tahun 2015 dimana peningkatan terbesar adalah dari pendapatan non-aeronautika.

“All business segments experienced an increase of revenues in 2015

where the largest increase was from non-aeronautical revenues.”

Budi Karya SumadiDirektur Utama

President Director


Pemegang saham dan pemangku kepentingan yang kami

hormati,

Dalam kesempatan yang baik ini, perkenan kami selaku Direksi

menyampaikan laporan aktivitas pengurusan perseroan

sepanjang tahun 2015. Puji syukur kehadirat Tuhan Yang Maha

Kuasa, karena atas kekuatan dan rahmat yang diberikan Nya,

Angkasa Pura II dapat melalui perjalanan dan dinamika tahun

2015 dengan capaian kinerja yang baik dan memuaskan

ditengah iklim perekonomian global yang masih mengalami

ketidakpastian serta atmosfir ekonomi nasional yang terus

menapaki berbagai fase perbaikan dan pertumbuhan yang

mulai menunjukkan harapan.

Di tengah berbagai tantangan eksternal dan domestik,

perekonomian Indonesia 2015 mencatat kinerja yang

positif. Stabilitas makroekonomi dan sistem keuangan

terjaga sementara momentum pertumbuhan ekonomi mulai

bergulir. Terjaganya stabilitas makroekonomi tercermin pada

inflasi yang kembali pada kisaran sasarannya 4±1%, defisit

transaksi berjalan yang menurun ke sekitar 2% dari PDB, nilai

tukar rupiah yang terkendali terutama sejak triwulan IV 2015,

dan sistem keuangan yang resilien didukung oleh kecukupan

modal yang kuat.

Sementara itu, pertumbuhan ekonomi yang berada pada tren

melemah mulai menemukan momentum pembalikan pada

semester II 2015. Pencapaian kinerja ekonomi tersebut tidak

terlepas dari sinergi kebijakan yang ditempuh Bank Indonesia

dan Pemerintah untuk mengawal stabilitas makroekonomi

dan sistem keuangan serta mendorong proses pemulihan

perekonomian.

Analisis Kinerja Tahun 2015

Ketidakpastian global telah membuat manajemen ekonomi

makro di Indonesia semakin sulit dan risiko perlambatan

pada proyeksi jangka pendek semakin besar. Pemerintah

memahami perlunya meningkatkan tingkat kepercayaan dunia

usaha serta iklim investasi untuk meningkatkan pertumbuhan

dan telah mengambil beberapa langkah penting. Pada bulan

September dan Oktober 2015, pemerintah mengumumkan

serangkaian paket yang difokuskan pada mengurangi beban

regulasi dan menurunkan biaya usaha. Investasi tetap masih

menjadi penyebab utama perlambatan ekonomi meski

konsumsi masyarakat juga tumbuh secara moderat, yang

berkontribusi pada pertumbuhan PDB.

Dalam kondisi perekonomian tersebut diatas, kinerja keuangan

Angkasa Pura II menunjukkan prestasi yang baik. Hal ini terlihat

dari adanya peningkatan kinerja baik dari sisi laporan posisi

keuangan maupun laporan laba rugi perusahaan.

Respected Shareholders and Stakeholders,

In this great opportunity, please allow us, the Board of

Directors, to deliver the Company’s management activity

report throughout 2015. We offer our praise to the God

Almighty, because of His strength and grace, Angkasa Pura II

can pass through the dynamics in 2015 with the achievement

of good and satisfactory performance amid the global

economic climate that is still experiencing uncertainty as

well as national economic atmosphere that continues to

experience various phrases of improvement and growth

which began to show expectations.

In the midst of various external and domestic challenges,

the Indonesian economy in 2015 recorded a positive

performance. Macroeconomic stability and financial system

is maintained while the economic growth momentum started

to roll. The maintained macroeconomic stability is reflected

in the inflation that returns to the targeted range of 4±1%, the

current account deficit that decreased to approximately 2%

of GDP, rupiah exchange rate is controlled mainly since the

fourth quarter of 2015, and financial systems that is resilient

supported by strong capital adequacy.

Meanwhile, economic growth which is on a weakening

trend began to find momentum of reversal in the second

half of 2015. The achievement of economic performance

cannot be separated from the synergies of policies pursued

by the Bank of Indonesia and the Government to safeguard

macroeconomic stability and financial system as well as to

boost the economic recovery process.

2015 performance Analysis

The global uncertainty has made macroeconomic

management in Indonesia is getting harder and the risk of a

slowdown in the short-term projection is getting bigger. The

government recognizes the need of improving the level of

business confidence and investment climate to boost growth

and has taken some important measures. In September

and October 2015, the Government announced a series of

packages that are focused on reducing the regulatory burden

and lowering business costs. Fixed investment is still a major

cause of economic slowdown although consumer spending

also grew moderately, contributing to GDP growth.

In the above mentioned economic conditions, the financial

performance of Angkasa Pura II showed good performance.

This is seen from an increase in performances both in terms

of balance sheet and profit or loss of the Company.










Dari sisi laporan posisi keuangan, aset perusahaan meningkat

sebesar 27,23% menjadi Rp20.270,76 miliar, sedangkan

ekuitas perusahaan meningkat sebesar 27,25% menjadi

Rp16.235,77 miliar.

Angkasa Pura II berhasil meningkatkan kinerja keuangan

di tahun 2015 dimana Perseroan mencatat kenaikan Laba

Bersih menjadi Rp1.687,32 miliar dari sebelumnya di tahun

2014 yaitu Rp1.126,77 miliar atau naik sebesar 49,75%. Karena

kenaikan laba bersih tersebut, nilai Laba Per Saham di tahun

2015 juga meningkat sebesar 49,75% dimana sebelumnya di

tahun 2014 nilai Laba Per Saham adalah sebesar Rp225.354

menjadi Rp337.465 di tahun 2015.

Semua segmen usaha mengalami peningkatan pendapatan

di tahun 2015 dimana peningkatan terbesar adalah dari

pendapatan non-aeronautika meningkat sebesar 32,71%

menjadi Rp2.185,08 miliar dibandingkan tahun 2014. Di tahun

2015, pendapatan aeronautika meningkat sebesar 6,97%

menjadi Rp3.310,23 miliar dan pendapatan kargo meningkat

sebesar 24,48% menjadi Rp148,83 miliar dibandingkan tahun

2014.

Pada tahun 2015, pendapatan aeronautika Perseroan

berdasarkan segmen usaha mengalami peningkatan sebesar

Rp215,80 miliar atau sebesar 6,97% dibandingkan tahun 2014.

Pendapatan semua segmen usaha jasa aeronautika mencapai

sebesar Rp3,31 triliun pada tahun 2015, dengan pendapatan

jasa aeronautika pada tahun 2014 sebesar Rp3,09 triliun.

Peningkatan pendapatan diantaranya berasal dari Jasa

pelayanan penumpang, pemakaian counter, jasa parking

surcharge, pemakaian Aviobridge, dan jasa penempatan.

Jasa pelayanan penumpang merupakan jasa pelayanan

yang berkontribusi terbesar terhadap total pendapatan jasa

aeronautika. Pendapatan jasa pelayanan penumpang tahun

2015 mencapai Rp2,26 triliun, meningkat sebesar Rp123,70

miliar atau 5,79% dibandingkan pendapatan jasa pelayanan

penumpang tahun 2014 sebesar Rp2,14 triliun. Sedangkan

jasa pelayanan aeronautika yang lain yang memberikan

peningkatan pendapatan secara signifikan antara lain:

pemakaian counter dan jasa parking surcharge. Secara

peningkatan pendapatan, masing-masing tumbuh sebesar

Rp52,09 miliar (36,03%) dan Rp31,39 miliar (193,46%).

Pada tahun 2015, pendapatan non aeronautika Perseroan

berdasarkan segmen usaha mengalami peningkatan sebesar

Rp535,56 miliar atau sebesar 32,71% dibandingkan tahun

2014. pendapatan jasa non aeronautika mencapai Rp2,18

triliun, dibandingkan tahun 2014 sebesar Rp1,65 triliun.

Secara umum, peningkatan ini sejalan dengan peningkatan

pelayanan jasa non aeronautika di tiap segmen usaha.

Peningkatan pendapatan jasa non aeronautika menjadi

sumber pendapatan dengan pertumbuhan terbesar mencapai

From the statements of financial position, the Company’s

assets increased by 27.23% to Rp20,270.76 billion, while the

Company’s equity increased by 27.25% to Rp16,235.77 billion.

Angkasa Pura II succeeded in improving its financial

performance in 2015 where the Company recorded an

increase in Net Income to Rp1,687.32 billion from earlier in

2014 with Rp1,126.77 billion or rose by 49.75%. Due to the

increase in Net Income, the value of Earnings Per Share in

2015 also increased by 49.75% whereas previously in 2014

was Rp225,354 to Rp337,465 in 2015.

All business segments experienced an increase of revenues in

2015 where the largest increase was from non-aeronautical

revenues that increased by 32.71% to Rp2,185.08 billion

compared to 2014. In 2015, aeronautical revenues increased

by 6.97% to Rp3,310.23 billion and cargo revenues increased

by 24.48% to Rp148.83 billion compared to 2014.

In 2015, the Company’s aeronautical revenues based on

business segments increased by Rp215.80 billion or 6.97%

compared to 2014. Revenues for all business segments of

aeronautical services reached Rp3.31 trillion in 2015, with

the revenues of aeronautical services in 2014 amounted to

Rp3.09 trillion. Increased revenues among others came from

passenger service charges, counter usage, surcharge parking

services, Aviobridge usage, and placement services. Passenger

service charges contributes the most to total aeronautical

revenues. In 2015, passenger service charges reached Rp2.26

trillion, increased by Rp123.70 billion or 5.79% compared

to 2014 with Rp2.14 trillion. While the other aeronautical

services that provide significant growth of revenues, among

others: counter usage and surcharge parking services. In

terms of revenues growth, respectively grew by Rp52.09

billion (36.03%) and Rp31.39 billion (193.46%).

In 2015, the Company’s non-aeronautical revenues based

on business segments increased by Rp535.56 billion or

32.71% compared to 2014. The non-aeronautical revenues

reached Rp2.18 trillion, compared to 2014 with Rp1.65

trillion. In general, the increase is in line with the increase

in non-aeronautical services in each business segment.

The increase in non-aeronautical services becomes the

largest source of revenues growth amounted to Rp538.56

billion (32.71%). The increase in non-aeronautical revenues


Rp538,56 miliar (32,71%). Peningkatan pendapatan non

aeronautika diantaranya terutama berasal dari konsesi, parkir

kendaraan dan sewa tanah.

Dalam mengarungi persaingan usaha, perusahaan mengalami

beberapa tantangan dan kendala seiring dengan perubahan

lingkungan bisnis. Perubahan dinamika lingkungan industri

transportasi khususnya angkutan udara, menuntut adanya

pemenuhan kebutuhan dan harapan pelanggan selaku

pengguna jasa kebandarudaraan. Kualitas layanan dan

pengembangan fasilitas kebandarudaraan menjadi prioritas

yang penting bagi Perseroan untuk ditingkatkan guna

memenuhi harapan dan tuntutan kebutuhan pelanggan.

Seiring dengan perubahan regulasi terkait dengan adanya

pemisahan ATS Provider yang sebelumnya dikelola oleh

Angkasa Pura II beralih menjadi Perum LPPNPI, memberikan

pengaruh terhadap pendapatan sektor aeronautika. Hal

ini mendorong Perseroan untuk lebih fokus terhadap

kegiatan pengembangan usaha jasa non aeronautika.

Strategi pengembangan usaha tersebut antara lain: Strategi

Pengembangan Usaha Eksisting, Strategi Pengembangan

Usaha Baru seperti market penetration, market development,

service development, dan diversification.

Analisis prospek Usaha

Pertumbuhan penumpang angkutan udara di Indonesia

pasca deregulasi industri penerbangan tahun 1999 sangat

menakjubkan. Berdasarkan data pertumbuhan industri

penerbangan dalam kurun waktu 5 tahun terakhir yang dilihat

dari kinerja pergerakan pesawat udara, jumlah penumpang,

dan jumlah kargo yang terus meningkat. Pertumbuhan jumlah

penumpang untuk penerbangan nasional Indonesia bahkan

masuk dalam kategori 10 besar di kawasan Asia Pasifik.

Peluang pertumbuhan tersebut ditunjang oleh adanya:

pertama, jumlah penduduk Indonesia yang semakin

bertambah. Berdasarkan Data Biro Sensus AS, Indonesia

menempati urutan ke 4 (empat) dunia dalam hal banyaknya

jumlah penduduk, setelah China, India dan Amerika Serikat.

Kedua, luas wilayah Indonesia terbentang di antara Samudera

Hindia dan Samudera Pasifik dan terletak di posisi silang

yang sangat strategis yaitu pada koordinat 6°LU - 11°08’LS

dan dari 97°’ - 141°45’BT. Secara geografis Indonesia terletak

pada posisi yang sangat strategis, menjadi hub perdagangan

internasional yang menghubungkan utara ke selatan (Jepang

dan Australia) dan barat ke timur (Eropa, Asia, Australia).

Memiliki 17.508 pulau yang terletak disepanjang garis

katulistiwa. Indonesia adalah negara yang sangat luas yang

terbentang sejauh 5.120 km timur dan ke barat 1.760 km.

Perkembangan industri pariwisata dalam negeri juga

memberikan peluang peningkatan jumlah wisatawan yang

primarily derived from concessions, vehicle parking and land

lease.

In going through the business competition, the Company

experienced several challenges and obstacles in line

with changes in the business environment. Changes in

environmental dynamics of the transportation industry,

especially air transport, requires the fulfillment of needs and

expectations of customers as airport services users. The quality

of service and development of airport facilities become an

important priority for the Company to be improved in order

to meet the expectations and demands of customer needs.

Along with changes in regulations related to the separation

of ATS Provider which previously managed by Angkasa Pura

II turned into Perum LPPNPI, give effect to the aeronautical

sector revenues. This prompted the Company to be more

focus against the business development of non-aeronautical

services. The business development strategies among others

are: Existing Business Development Strategy, New Business

Development Strategy such as market penetration, market

development, service development and diversification.

business prospects Analysis

The growth of airline passengers in Indonesia after the

deregulation of airlines industry in 1999 was impressive. Based

on the aviation industry growth data in the past 5 years as

seen from the performance of aircraft movements, number

of passengers and amount of cargo will continue to increase.

The growth of total passengers for Indonesian domestic flight

even amongst the top 10 category in Asia Pacific Region.

This growth opportunities was supported by, firstly, the

increasing population of Indonesia. Based on US Census

Bureau Data, Indonesia ranks at 4th place in the world‘s largest

population, after China, India and the United States. Secondly,

the area of Indonesia lies between the Indian Ocean and the

Pacific Ocean and is located in a very strategic cross position,

at the coordinate of 6 ° N - 11 ° 08’ S and from 97 ° ‘- 141

° 45’ E. Thus, geographically, Indonesia is located in a very

strategic position, an international trade hub linking the north

to the south (Japan and Australia) and west to east (Europe,

Asia, Australia). The country has 17,508 islands spreading

along the equator. Indonesia is a vast country that stretches

as far as 5,120 km to the east and 1,760 km west.

Development of the tourism industry in the country also

provides improvement opportunity in the number of tourists










menggunakan jasa penerbangan. Lebih lanjut, maskapai

penerbangan asing masuk ke dalam negeri, menambah

ramainya pasar penerbangan Indonesia. Persaingan maskapai

penerbangan baik maskapai penerbangan asing maupun

domestik menciptakan persaingan harga yang mendorong

pemberlakuan konsep Low Cost Carrier (LCC). Pemberlakuan

konsep tersebut akan semakin mendorong pertumbuhan

penumpang dan maskapai penerbangan yang kemudian

menjadikan industri penerbangan udara sebagai pilihan

sarana transportasi antarwilayah yang lebih diminati.

Perkembangan industri penerbangan Indonesia juga akan

semakin cerah dengan ikut sertanya Indonesia dalam World

Route Airlines. Acara pertemuan global bagi pihak-pihak

yang berkecimpung dalam industri penerbangan yang

diadakan beberapa tahun sekali ini diikuti oleh lebih dari 110

negara. Dengan ikut sertanya Indonesia dalam acara tersebut,

diharapkan lebih banyak maskapai penerbangan asing yang

bekerjasama dan membuka rute penerbangan dari dan ke

Indonesia.

Beberapa peluang yang menciptakan prospek usaha yang

cemerlang bagi Angkasa Pura II sebagai berikut:

1. Pertumbuhan Angkutan Udara Setiap Tahunnya

Adanya pertumbuhan angkutan udara setiap tahun

berpotensi meningkatkan pendapatan aeronautika dan

pendapatan non-aeronautika.

2. Berkembangnya Low Cost Carrier (LCC)

Perkembangan LCC mendukung peningkatan jumlah

penumpang setiap tahunnya.

3. Potensi Pertumbuhan Bisnis dan Ekonomi di Sekitar

Bandara

Adanya potensi pertumbuhan bisnis dan ekonomi di

sekitar bandara memberikan hubungan timbal balik

dengan bandara.

4. Potensi Pengembangan Pariwisata di Wilayah Indonesia

Barat

Banyaknya tempat pariwisata yang sedang dikembangkan

dengan promosi yang tepat mendorong lalu lintas ke

dan menuju ke daerah di Indonesia dapat ditingkatkan.

5. Hubungan Baik Dengan Pemerintah

Hubungan baik dengan pemerintah pusat dan daerah

dapat memberikan kemudahan dalam pengembangan

bandara.

6. Adanya Otonomi Daerah

Adanya otonomi daerah menyebabkan setiap daerah

berlomba-lomba untuk mendirikan bandara di daerah

masing-masing.

7. Open Sky Policy

Open sky policy akan memberikan derajat kebebasan

yang lebih besar bagi maskapai penerbangan untuk

terbang di wilayah Indonesia.

who use flight services. Furthermore, foreign airlines entering

the country, increase the traffic of Indonesian aviation market.

Airlines competition both foreign and domestic airlines

creates price competition that encourages the enforcement

of Low Cost Carrier (LCC) concept. Enforcement of such

concept will further encourage the growth of passengers

and airlines which then makes air travel industry as a more

desirable transportation choices.

Development of Indonesian aviation industry will also be

brighter with the participation of Indonesia in World Route

Airlines. The global meeting event for parties involved in the

aviation industry which is held every few years attended by

more than 110 countries. With the participation of Indonesia

in the event, it is expected more foreign airlines will cooperate

and open up routes from and to Indonesia.

Several opportunities that create brilliant business prospects

for Angkasa Pura II as follows.

1. Air Transport Annual Growth

Growth of air transport each year has the potential to

increase aeronautical revenues and non-aeronautical

revenues.

2. Development of Low Cost Carrier (LCC)

Development of LCC supports the increase in the

amount of passengers each year.

3. Business and Economic Growth Potential Around the

Airport

Potential business and economic growth around the

airport provides a mutual relationship with the airport.

4. Tourism Development Potential in Western Indonesia

Region

The number of tourism sites that are being developed

with the right promotion drive the traffic to and headed

to areas in Indonesia can be improved.

5. Good Relationship with Government

Good relationship with central and local government

can provide ease in airport development.

6. Regional Autonomy

Regional autonomy causes each region to compete in

setting up airports in their respective areas.

7. Open Sky Policy

Open sky policy will provide a greater degree of freedom

for airlines to fly in the area of Indonesia.


Untuk merespon prospek dan potensi tersebut diatas,

Angkasa Pura II telah menyusun winning strategies, yaitu

AP2WAY, dalam rangka mewujudkan visi menjadi World Class

Company dan menjawab tantangan dan peluang. Penetapan

strategi AP2WAY bertujuan untuk memudahkan pemahaman

terhadap strategi perusahaan sehingga implementasi strategi

dapat berjalan secara efektif.

Strategi AP2WAY mencakup 6 elemen penting sebagai

berikut:

1. Airport Best Practices

Pencapaian visi menjadi World Class Company perlu

dilakukan dengan menerapkan praktik-praktik terbaik

dalam pengelolaan bisnis bandara.

2. People

Peningkatan kapabilitas dan kapasitas SDM secara

efektif dan berkesinambungan sangat diperlukan untuk

menerapkan praktik-praktik terbaik dan mewujudkan visi

perusahaan secara efektif.

3. Process

Penerapan bisnis proses dan SOP yang efektif dan efisien

dengan perbaikan secara terus menerus merupakan

syarat penting pencapaian visi.

4. World Class System

Pengembangan dan penerapan sistem kelas dunia secara

holistik dan terintegrasi adalah mutlak diperlukan untuk

meningkatkan kinerja dan mewujudkan visi perusahaan

secara efektif.

5. Asset

Optimalisasi tingkat efektivitas dan utilitasi aset

perusahaan secara menyeluruh berperan sangat penting

dalam peningkatan pelayanan yang mengedepankan

keselamatan, keamanan dan kenyamanan bagi seluruh

pengguna jasa, serta peningkatan ROA (return on asset).

6. Yield

Pada akhirnya, strategi yang telah disusun diharapkan

dapat memberikan hasil nyata bagi peningkatan kinerja

perusahaan terutama kinerja keuangan dan pertumbuhan

yang menguntungkan secara berkesinambungan.

penerapan Tata Kelola perusahaan

Manajemen Angkasa Pura II menyadari sepenuhnya bahwa

keunggulan daya saing berkelanjutan dapat dicapai melalui

penerapan Tata Kelola Perusahaan Yang Baik (GCG). Untuk

itu, Direksi berkomitmen kuat untuk menerapkan GCG secara

terencana, sistemik, dan berkesinambungan.

Beberapa inisiatif yang telah dijalankan antara lain: penunjukan

salah satu anggota Direksi yang bertanggung jawab atas

penerapan dan pengendalian penerapan GCG, perumusan

Road Map penerapan GCG, penyusunan dan pemutakhiran

In order to respond the prospects and potential of the above,

Angkasa Pura II has prepared winning strategies, namely

AP2WAY, in order to realize the vision to be a World Class

Company and to answer challenges and opportunities.

Determination of AP2WAY strategies aim to facilitate the

understanding of corporate strategy so that implementation

of the strategy can be run effectively.

AP2WAY strategies include 6 essential elements as follows:

1. Airport Best Practices

Achievement of vision to become a World Class

Company needs to be conducted by implementing best

practices in the management of airport business.

2. People

Improvement of HR capabilities and capacities effectively

and sustainably is necessary to implement best practices

and realize the Company’s vision effectively.

3. Process

Implementation of effective and efficient business

process and SOP with continuous improvement is an

essential requirement to achieve vision.

4. World Class System

Development and implementation of world-class system

holistically and integratedly is absolutely necessary to

improve performance and realize the Company’s vision

effectively.

5. Assets

Optimization of the level of effectiveness and utilization

of the Company’s assets in overall plays a very important

role in the improvement of services that prioritize safety,

security and comfort for all services users, as well as

increase in ROA (Return on Assets).

6. Yield

In the end, strategy that has been prepared is expected

to deliver real results for improving the Company’s

performance, especially financial performance and

sustainable profitable growth.

Corporate governance Implementation

Management of Angkasa Pura II is fully aware that sustainable

competitive advantage can be achieved through the

implementation of Good Corporate Governance (GCG).

To that end, the Board of Directors is strongly committed

to implement GCG in a planned, systemic and sustainable

manner.

Some of the initiatives that have been implemented include:

the appointment of one member of the Board of Directors

who is responsible for the implementation and control of

GCG, the formulation of GCG Road Map, preparation and










manual-manual GCG seperti Code of GCG, Code of Conduct

dan Biard Manual. Selain itu, manajemen telah menetapkan

berbagai kebijakan yang melengkapi infrastruktur GCG

Angkasa Pura II.

Untuk mendapatkan feed back bagi peningkatan penerapan

GCG, pada tahun 2015 telah dilakukan GCG Assessment

oleh penilai independen dimana diperoleh skor 85,14 dan

masuk dalam kategori “SANGAT BAIK”. Berdasarkan asesmen

tersebut dapat terlihat bahwa kelengkapan infrastruktur

GCG perusahaan telah memenuhi ekspektasi pemangku

kepentingan. Ke depan, manajemen berkomitmen untuk

terus meningkatkan kualitas penerapan GCG perusahaan

melalui upaya untuk menerapkan praktik-praktik terbaik

(beyond compliance).

perubahan Komposisi direksi

Pada tahun 2015, terdapat perubahan menyeluruh pada

komposisi Direksi Angkasa Pura II. Adapun susunan Direksi

per 31 Desember 2015 beserta SK pengangkatan adalah

sebagai berikut:

updates on GCG manuals such as the Code of GCG, Code

of Conduct and Board Manual. In addition, the management

has set policies that complement the GCG infrastructure of

Angkasa Pura II.

To obtain feedback for improvement of GCG implementation,

in 2015 was conducted a GCG Assessment by an independent

appraiser which obtained a score of 85.14 and into the category

of “VERY GOOD”. Based on such assessment, it can be seen

that the completeness of the Company’s GCG infrastructure

has met the expectations of stakeholders. Going forward, the

management is committed to continuously improved the

quality of GCG implementation through efforts in applying

the best practices (beyond compliance).

Changes in the board of directors Composition

In 2015, there were major changes to the composition of the

Board of Directors of Angkasa Pura II. As of December 31st,

2015, composition of the Board of Directors and its Decree of

appointment is as follows:

1 Budi Karya SumadiDirektur Utama

President DirectorSK-08/MBU/01/2015

2 Djoko MurjatmodjoDirektur

DirectorSK-08/MBU/01/2015

3. Daan AchmadDirektur


4. Andra Y AgussalamDirektur


5 Faik FahmiDirektur


6 Ituk HerarindriDirektur



budi Karya sumadi

Direktur Utama

President Director

Apresiasi

Sebagai penutup laporan ini, perkenankanlah kami

menghaturkan terima kasih kepada pemegang saham yang

telah memberikan kepercayaan dan dukungan kepada kami

sehingga mampu memompa semangat dan motivasi kami

memberikan yang terbaik bagi Angkasa Pura II.

Secara khusus, kami menyampaikan apresiasi seluruh

karyawan yang telah memberikan dedikasi, kerja keras,

dan disiplin yang ketat sedemikian sehingga perusahaan

mampu menorehkan pencapaian operasional yang efisien

dan diikuti pencapaian kinerja keuangan yang mampu

memenuhi ekspektasi pemangku kepentingan. Semoga

semua pencapaian ini mampu memberikan keyakinan kepada

pemangku kepentingan dan pengguna jasa untuk terus

berinteraksi dan menggunakan jasa perusahaan.

Semoga dukungan dan kepercayaan seluruh pemangku

kepentingan akan menjadikan Angkasa Pura II sebagai

pengelola bandar udara kelas dunia yang terkemuka dan

profesional.

Atas nama Direksi,

Appreciation

In closing of this report, please allow us to thank the

shareholders who have given us the confidence and support

to us which able to pump up our enthusiasm and motivation

to provide the best for Angkasa Pura II.

In particular, we express our appreciation for all employees

who have given their dedication, hard work and strict

discipline so that the Company is able to achieve efficient

operational and financial performance that are able to

meet the expectations of stakeholders. Hopefully all this

achievement is able to provide assurances to stakeholders

and service users to continue to interact and use the services

of the company.

Hopefully the support and trust of all stakeholders will make

Angkasa Pura II as the leading and professional world-class

airport management company.

On behalf of the Board of Directors,










direksiBoard of Directors

1

634


1

2

3

4

5

6

budi Karya sumadiDirektur UtamaPresident Director

djoko murjatmodjoDirektur Operasi dan TeknikDirector of Operation and Engineering

daan AchmadDirektur SDM, Umum, dan ITDirector of Human Capital, General Affairs & IT

Andra Y. AgussalamDirektur KeuanganDirector of Finance

Faik FahmiDirektur Komersial dan Pengembangan UsahaDirector of Commercial and Business Dev.

Ituk HerarindriDirektur Pelayanan Bandara dan FasilitasDirector of Airport Service and Facility









2 5


budi Karya sumadi

President Director

profildireksiBoard of Directors’ Profile

Warga Negara Indonesia, usia 59 tahun. Menyelesaikan pendidikan Sarjana

Arsitektur dari Universitas Gadjah Mada (UGM) Yogyakarta pada tahun 1981.


Telah Mengikuti berbagai kursus tentang keuangan, Manajemen, & teknik di

dalam & luar negeri; Melakukan studi ekskursi & seminar di dalam & luar negeri.

perjalanan Karir:

Asisten Dosen Jurusan Arsitek di FT UGM (1979-1980), Asisten Perencana

PT Pualam TMR Yogya (1980-1981), Staff Dept. Real Estate pada Business

Development Pembangunan & Property Management (1982-1991), Manager

Marketing Property PT Pembangunan Jaya Ancol (1989-1991), General Manager

PT Semarang Bukit Jaya Metro (1991-1992), Wakil Direktur PT Jaya Land (1992-

1994), Direktur Keuangan PT Jaya Land (1994-2001), Direktur Keuangan (1994-

2001) PT Jaya Land, Direktur Pengembangan PT Jaya Garden Polis (1994-

2001), Presiden Direktur PT Wisma Jaya Artek (1996-2001), Direktur Keuangan

PT Pembangunan Jaya Ancol Tbk (2001-2004), Direktur Keuangan PT Taman

Impian Jaya Ancol (2001-2004), Komisaris PT Philindo (2001-2013), Direktur

Utama PT Pembangunan Jaya Ancol Tbk (2004-2013), Direktur Utama Taman

Impian Jaya Ancol (2004-2013), Direktur Utama PT Jakarta Propertindo (2013-

2015), Komisaris Utama PT Angkasa Pura Solusi (2015-Sekarang).


Indonesian Citizen, 59 years old. Obtained his Bachelor of Architecture from the

Gadjah Mada University, Yogyakarta in 1981.


Has followed various courses on finance, Management & Engineering inside & outside

the country; Conducted excursion study & seminar inside & outside the country.

Career Journey:

Assistant Lecturer for Architects Major in the Faculty of Engineering at Gadjah

Mada University (1979-1980), Assistant Planner of PT Pualam TMR Yogya (1980-

1981), Real Estate Department Staff in the Construction Business Development

& Property Management (1982-1991), Manager of Property Marketing of PT

Pembangunan Jaya Ancol (1989-1991), General Manager of PT Semarang

Bukit Jaya Metro (1991-1992), Vice President Director of PT Jaya Land (1992-

1994), Director of Finance of PT Jaya Land (1994-2001), Director of Finance

(1994-2001) of PT Jaya Land, Director of Development of PT Jaya Garden Polis

(1994-2001), President Director of PT Wisma Jaya Artek (1996-2001), Director of

Finance of PT Pembangunan Jaya Ancol Tbk (2001-2004), Director of Finance

of PT Taman Impian Jaya Ancol (2001-2004), Commissioner of PT Philindo

(2001-2013), President Director of PT Pembangunan Jaya Ancol Tbk (2004-

2013), President Director of Taman Impian Jaya Ancol (2004-2013), President

Director of PT Jakarta Propertindo (2013-2015), President Commissioner of PT

Angkasa Pura Solusi (2015-Present).



djoko murjatmodjo

Director of Operation &Engineering









Warga Negara Indonesia, usia 59 tahun. Meraih gelar Sarjana Teknik dari

Universitas Gadjah Mada pada tahun 1983.

Training yang diikuti antara lain:

Telah mengikuti beberapa kegiatan training, diantaranya “Advance Course on

the CNS/ATM” di Perancis, Airport Equipment di Perancis, Aerodrome di Jepang.

Selain itu juga sebagai Pembicara di seminar-seminar skala Nasional maupun

Internasional.

perjalanan Karir:

Djoko memulai karirnya sebagai teknisi pada Direktorat Kebandarudaraan (1983-

1992), Kepala Analisa dan Evaluasi Direktorat Kebandarudaraan (1992-1999),

Kepala Pengumpulan dan Proses Data Direktorat Kebandarudaraan (1999-

2002), Deputi Direktur Pengembangan dan Bisnis Bandar Udara (2002-2007),

Deputi Direktur Pengembangan dan Bisnis Transportasi Udara pada Direktorat

Trasnportasi Udara (2007-2012), selain itu juga menjabat sebagai Anggota

Dewan Komisaris PT Garuda Maintenance Facility sejak September 2013.


Indonesian Citizen, 59 years old. Obtained his Bachelor of Engineering from

Gadjah Mada University in 1983.


Has followed several trainings, among others: “Advance Course on the CNS/

ATM” in France, Airport Equipment in France, Aerodrome in Japan. In addition,

he is also a Speaker at national and international scale seminars.

Career Journey:

Djoko began his career as an engineer in the Directorate of Airport Affairs (1992-

1999), Head of Data Collection and Process in the Directorate of Airport Affairs

(1999-2002), Deputy Director of Airport Business and Development (2002-2007),

Deputy Director of Air Transport Business and Development in the Directorate

of Air Transport (2007-2012), but he also served as a Member of the Board of

Commissioners of PT Garuda Maintenance Facility since September 2013.



daan Achmad

Director of Human Capital, General Affairs & IT

Warga Negara Indonesia, usia 57 tahun. Menamatkan pendidikan Sarjana

Ekonomi dari Universitas Islam Indonesia tahun 1983 dan meraih gelar

Magistrate Management bidang Manajemen Transportasi Udara dari Joint

Program Universitas Indonesia dan Massachusetts Institute of Technology (MIT)

tahun 1995.


IMS/VS and DL/1 Advance Programming, Metrodata and Genesis, Singapore

(November 1998), Data Base Administration, Institute of Information

Technology, University of New South Wales, Sidney, Australia (September

1989), IMS/DC Structure and Flow, Candle, New York, USA (Agustus 1990),

General Ledger System and Technical Concepts, Dun & Bradstreet, Boston,

USA (Desember 1990), Data Base 2, User Conference, Dun & Bradstreet, Hong

Kong (September 1992), Revenue First, British Airways, London, England (Januari

1996), Top Executive Leadership, BPIS (Badan Pusat Industri Strategis), Indonesia

(September 1996), Initial Public Offering, BAPEPAM Government Auditor for

Capital Market and Capital Market Society of Indonesia (Maret 1997), Workshop

on Strengthening Integrity through Public – Private Partnership di Medan,

Indonesia (Juni 2013), Workshop “Tatanan Benefit Kesehatan untuk BUMN di

Era BPJS” di Yogyakarta, Indonesia (Februari 2014), dan Workshop Formulating

Holding Company Management di Jakarta (Maret 2014).

perjalanan Karir:

Memulai karir sebagai IT Programmer for Financial Systems, PT Garuda Indonesia

Tbk (1986-1988), Financial Systems Supervisor PT Garuda Indonesia Tbk (1988-

1990), System Analyst PT Garuda Indonesia Tbk (1990-1991), Electronic Data

Processing Coordinator, General Ledger Project PT Garuda Indonesia Tbk (1992-

1993), Manager Accounting System/Procedures and Computer Applications SAP

PT Garuda Indonesia Tbk (1994-1995), Financial System Expert, OAA (Orient

Airlines Association), Manila, Philippines (1995-1996), Vice President Financial

System and Procedures PT Garuda Indonesia Tbk (1996-1998), Chairman

Refinancing Team PT Garuda Indonesia Tbk (1997-1998), Vice President Budget

and Management Information System PT Garuda Indonesia Tbk (1998-2000),

Vice President Information Technology (2000-2002), Vice President Human

Resources and Development PT Garuda Indonesia (2003-2005), Corporate

Expert PT Garuda Indonesia (2005-2013), Vice Chairman The President Airplane

Team of The Republic of Indonesia (2010-sekarang), Human Capital and General

Affairs Director PT Angkasa Pura I (2013-2015).


Indonesian Citizen, 57 years old. Obtained his Bachelor of Economics from the

Islamic University of Indonesia in 1983 and Master of Management in the field of

Air Transport Management from the Joint Program of the University of Indonesia

and the Massachusetts Institute of Technology (MIT) in 1995.











IMS/VS and DL/1 Advance Programming, Metrodata and Genesis, Singapore

(November 1998), Data Base Administration, Institute of Information Technology,

University of New South Wales, Sydney, Australia (September 1989), IMS/DC

Structure and Flow, Candle, New York, USA (August 1990), General Ledger System

and Technical Concepts, Dun & Bradstreet, Boston, USA (December 1990), Data

Base 2, User Conference, Dun & Bradstreet, Hong Kong (September 1992), Revenue

First, British Airways, London, England (January 1996), Top Executive Leadership,

BPIS (Central Bureau of Strategic Industries), Indonesia (September 1996), Initial

Public Offering, BAPEPAM Government Auditor for Capital Market and Capital Market

Society of Indonesia (March 1997), Workshop on Strengthening Integrity through

Public – Private Partnership in Medan, Indonesia (June 2013), Workshop “Tatanan

Benefit Kesehatan untuk BUMN di Era BPJS” in Yogyakarta, Indonesia (February 2014),

and Workshop on Formulating Holding Company Management in Jakarta (March

2014).

Career Journey:

Began his career as an IT Programmer for Financial Systems, PT Garuda

Indonesia Tbk (1986-1988), Financial Systems Supervisor of PT Garuda

Indonesia Tbk (1998-1990), System Analyst of PT Garuda Indonesia Tbk (1990-

1991), Electronic Data Processing Coordinator, General Ledger Project of PT

Garuda Indonesia Tbk (1992-1993), Manager Accounting System/Procedures

and Computer Applications SAP of PT Garuda Indonesia Tbk (1994-1995),

Financial System Expert, OAA (Orient Airlines Association), Manila, Philippines

(1995-1996), Vice President of Financial System and Procedures of PT Garuda

Indonesia Tbk (1996-1998), Chairman of the Refinancing Team of PT Garuda

Indonesia Tbk (1997-1998), Vice President of Budget and Management

Information System of PT Garuda Indonesia Tbk (1998-2000), Vice President

of Information Technology (2000-2002), Vice President of Human Resources

and Development of PT Garuda Indonesia (2003-2005), Corporate Expert of PT

Garuda Indonesia (2005-2013), Vice Chairman of The President Airplane Team

of The Republic of Indonesia (2010-present), Human Capital and General Affairs

Director of PT Angkasa Pura I (2013-2015).



Andra Y. Agussalam

Director of Finance

Warga Negara Indonesia, usia 52 tahun. Meraih gelar Doktorandus Akuntansi

dari Universitas Brawijaya tahun 1987 dan meraih Gelar Master Business

Administration dari School of Business, Southern New Hampshire University,

Manchester, USA tahun 1990.


Menghadiri 5th Annual CFO Forum: Driving Finance Transformation, Manila,

Philippines; Strategic Business Performance Excellence Management, Jakarta;

Credit & International Trade, BRI New York Agency – Bank of New York Program;

Corporate Finance Seminar, Euromoney, Singapore; Advanced Executive

Development Program, Centris Group; Airfinance Management Seminar, San

Fransisco, USA.

perjalanan Karir:

Memulai karir pada Bank Rakyat Indonesia cabang New York, Amerika Serikat

(1990-1991), Manager di PT Muij Asta Consult (1991-1993), Vice President Public

Equity Advisory PT Sigma Batara Securities (1993-1995), President Director PT

Centris Multipersada Pratama TBk (CMPP) (1995-2001), Komisaris PT Centris

Multipersada Pratama Tbk (2001-2008), Head of Finance (Director Level) &

Operation Departement Badan Pengelola Transjakarta (2004-July 2008), Director

of Administration and Finance PT LEN Industri (Persero) (July 2008-2015).


Indonesian Citizen, 52 years old. Obtained his Doctorate in Accounting from

Brawijaya University in 1987 and Master of Business Administration from the School

of Business, Southern New Hampshire University, Manchester, USA in 1990.


Attend the 5th Annual CFO Forum: Driving Finance Transformation, Manila,

Philippines; Strategic Business Performance Excellence Management, Jakarta;

Credit & International Trade, BRI New York Agency - Bank of New York Program;

Corporate Finance Seminar, Euromoney, Singapore; Advanced Executive

Development Program, Centris Group; Airfinance Management Seminar, San

Fransisco, USA.

Career Journey:

Began his career at Bank Rakyat Indonesia, branch of New York, United States

of America (1990-1991), Manager at PT Muij Asta Consult (1991-1993), Vice

President of Public Equity Advisory of PT Sigma Batara Securities (1993-1995),

President Director of PT Centris Multipersada Pratama Tbk (CMPP) (1995-2001),

Commissioner of PT Centris Multipersada Pratama Tbk (2001-2008), Head of

Finance (Director Level) & Operations Department of Transjakarta Management

Agency (2004-July 2008), Director of Administration and Finance of PT LEN

Industri (Persero) (July 2008-2015).



Warga Negara Indonesia, usia 49 tahun. Meraih Gelar Sarjana Ekonomi

Manajemen dari Universitas Gajah Mada pada tahun 1993.


Telah mengikuti beberapa traianing di dalam negeri maupun di luar negeri

diantaranya: Business Etiquette Workshop di Jakarta (2002), SAP Route

Profitability di Jakarta (2005), Business Presentation and Negotiation Skill di

Jakarta (2005), Leadership Forum “How to be an Effective Leader” di Jakarta

(2005), Management Enrichment Program” di Jakarta (2007), Garuda Indonesia

Strategic Management (MDP) di Jakarta (2007) serta training di luar negeri

diantaranya: “Garuda Indonesia E-Office Training – AMECO” di Beijing, RRT

(2007), Balance Scorecard Asia Pacific Summit di Tokyo, Jepang (2007), Global

Customer Summit - General Electric Crotonville di New York, USA (2011).

perjalanan Karir:

Memulai karirnya sebagai Staff Marketing System di PT Garuda Indonesia Tbk

tahun 1995, Manager of Procurement, Commercial Directorate (2000-2001),

Manager of Corporate Service Line Replenishment PT Garuda Indonesia

(Persero) Tbk (2001-2002), General Manager for Pekanbaru, Riau (2002-

2005), General Manager for Osaka, Jepang (Juni 2005 – Juli 2008), President

Director of Garuda Orient Holidays Japan, Co., Ltd (Januari 2010-April 2012),

Vice President for Region Japan, Korea, China & USA (Juli 2008 – April 2012),

President Commissioner PT Abacus Indonesia (November 2013 – sekarang),

President Commissioner PT Garuda Indonesia Holiday (Mei 2014 – sekarang),

Commissioner PT Aerofood Indonesia (Juni 2014 – sekarang), Director & EVP

Services/Direktur Layanan PT Garuda Indonesia (Persero) Tbk (April 2012 –

Desember 2014).


Indonesian Citizen, 49 years old. Obtained his Bachelor of Economics and

Management from Gadjah Mada University in 1993.


Has followed several trainings both nationally and internationally, among others:

Business Etiquette Workshop in Jakarta (2002), Route Profitability SAP in Jakarta

(2005), Business Presentation and Negotiation Skill in Jakarta (2005), Leadership

Forum “How to be an Effective Leader” in Jakarta (2005), Management

Enrichment Program” in Jakarta (2007), Garuda Indonesia Strategic Management

(MDP) in Jakarta (2007) as well as trainings in foreign countries among others:

“Garuda Indonesia E-Office Training – AMECO” in Beijing, RRT (2007), Balance

Scorecard Asia Pacific Summit in Tokyo, Japan (2007), Global Customer Summit

- General Electric Crotonville in New York, USA (2011).

Career Journey:

Began his career as Marketing System Staff in PT Garuda Indonesia Tbk in 1995,

Manager of Procurement, Commercial Directorate (2000-2001), Manager of

Corporate Service Line Replenishment of PT Garuda Indonesia (Persero) Tbk

Faik Fahmi

Director of Commercial &Business Development


Ituk Herarindri

Director of Airport Service& Facility

(2001-2002), General Manager for Pekanbaru, Riau (2002-2005), General

Manager for Osaka, Japan (June 2005 – July 2008), President Director of

Garuda Orient Holidays Japan, Co., Ltd (January 2010 - April 2012), Vice

President for the Regions of Japan, Korea, China & USA (July 2008 – April 2012),

President Commissioner of PT Abacus Indonesia (November 2013 – present),

President Commissioner of PT Garuda Indonesia Holiday (May 2014 – present),

Commissioner of PT Aerofood Indonesia (June 2014 – present), Director & EVP

Services/Director of Services of PT Garuda Indonesia (Persero) Tbk (April 2012

– December 2014).


Warga Negara Indonesia, usia 50 tahun. Meraih gelar Sarjana Ekonomi dari

Universitas Surabaya.


Telah mengikuti beberapa kegiatan training baik nasional maupun internasional,

antara lain: Hospitality Training for Railway, SNCF-Paris,France, The New

Strategic Service Management, Mark Plus, Certification of Menjadi Trainer

Andalan, by Proaktif Schoolen, Certification Professional Human Resources

(CPHR) by QQI, Certification of Training Designer & Delivery Professional by

Lutan Edukasi Consultant, Certification of Service Excellence by Service Quality

Center, Certification of Managerial II by Prasetya Mulya.

perjalanan Karir:

Ituk Herarindri memulai karirnya sebagai Assistant Account Officer ( AAO ) Bank

Niaga (1991-1994), Vice Chairman ORCA Diving School (1994-1996), Supervisor

of Walk in Services/ Galeri PT. SATELIT PALAPA INDONESIA (SATELINDO)

(1996-1998), Manager Revenue Assurance, Customer Service & Loyalty

Customers of Jabodetabek PT. SATELIT PALAPA INDONESIA (SATELINDO)

(2002-2005), Branch Manager of Area Jakarta Barat, Jakarta Pusat & Tangerang

PT. INDOSAT Tbk (2005-2007), Manager Training Operation – Group Human

Capital Management (2007-2009), Head of Internal Communication – Group

Corporate Communication PT. INDOSAT Tbk, (2009-2011), Managing Director

PT. INASTI Mitra Solusi Consultant (2011-2014), Advisor of Commercial Director

for Contact Center & Customer Services PT. Kereta Api Indonesia (KAI) (2012-

2013), Vice President of Customer Care PT. Kereta Api Indonesia (2013-2014).


Indonesian Citizen, 50 years old. Obtained her Bachelor of Economics from the

University of Surabaya.


Has followed several trainings both nationally and internationally, among

others: Hospitality Training for Railway, SNCF-Paris, France, The New Strategic

Service Management, Mark Plus, Certification of Menjadi Trainer Andalan by

Proaktif Schoolen, Certification of Professional Human Resources (CPHR) by

QQI, Certification of Training Designer & Delivery Professional by Lutan Edukasi










Consultant, Certification of Service Excellence by Service Quality Center,

Certification of Managerial II by Prasetya Mulya.

Career Journey:

Ituk Herarindri began her career as an Assistant Account Officer (AAO) in

Bank Niaga (1991-1994), Vice Chairman of ORCA Diving School (1994-1995),

Supervisor of Walk In Services/ Gallery of PT. SATELIT PALAPA INDONESIA

(SATELINDO) (1996-1998), Manager of Revenue Assurance, Customer Service

& Loyalty Customers of Jabodetabek of PT. SATELIT PALAPA INDONESIA (

SATELINDO ) (2002-2005), Branch Manager of the areas of West Jakarta, Central

Jakarta and Tangerang of PT. INDOSAT Tbk (2005-2007), Manager of Training

Operations - Human Capital Management Group (2007-2009), Head of Internal

Communication - Corporate Communication Group of PT. INDOSAT Tbk (2009-

2011), Managing Director of PT. INASTI Mitra Solusi Consulant (2011-2014),

Advisor of the Commercial Director for Contact Center & Customer Services of

PT. Kereta Api Indonesia (KAI) (2012-2013), Vice President of Customer Care of

PT. Kereta Api Indonesia (2013-2014).



Tanggung Jawab Manajemen Atas Laporan Tahunan dan

Laporan Keuangan Konsolidasian Tahun 2015

SURAT PERNYATAAN ANGGOTA DEWAN KOMISARIS DAN DIREKSI TENTANG

TANGGUNG JAWAB ATAS LAPORAN TAHUNAN DAN LAPORAN KEUANGAN

KONSOLIDASIAN TAHUN 2015 PT ANGKASA PURA II (PERSERO).

Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi

dalam Laporan Tahunan PT Angkasa Pura II (Persero) tahun 2015 telah dimuat

secara lengkap dan bertanggung jawab penuh atas kebenaran isi Laporan Tahunan

dan Laporan Keuangan Konsolidasian PT Angkasa Pura II (Persero).

Demikian pernyataan ini dibuat dengan sebenarnya.

Jakarta, 15 Juni 2016

Dewan Komisaris,

Board of Commissioners,



Iswan elmiKomisaris

Commissioner

Harpin ondehKomisaris

Commissioner

W. budi santosoKomisaris

Commissioner


Commissioner

santoso eddy WibowoKomisaris

Commissioner


Management Responsibility To 2015 Annual Report and

Consolidated Financial Statements

STATEMENT OF THE BOARD OF COMMISSIONERS AND DIRECTORS

CONCERNING RESPONSIBILITY TO 2015 ANNUAL REPORT AND CONSOLIDATED

FINANCIAL STATEMENTS

PT ANGKASA PURA II (PERSERO)

We the undersigned hereby declare on the completeness of information in 2015

Annual Report of PT Angkasa Pura II (Persero) and shall be fully responsible on the

accuracy of contents stated in 2015 Annual Report and Consolidated Financial

Statements of PT Angkasa Pura II (Persero).

Thus this statement is duly executed and can be used deemed fit.

Jakarta, June 15, 2016

Direksi,

Board of Directors,

budi Karya sumadiDirektur Utama

President Director

Faik FahmiDirekturDirector

Ituk HerarindriDirekturDirector

daan AchmadDirekturDirector

Andra Y. AgussalamDirekturDirector

djoko murjatmodjoDirekturDirector









91

beyondlimitationprofil perusahaanCompany’s Profile


identitasperusahaanCompany Identity


NAmA

NAME


bIdANg UsAHA

BUSINESS LINE

1. Pelayanan Jasa Kebandarudaraan

2. Pelayanan Jasa Terkait Bandar Udara

1. Airport Services

2. Related Airport Services

sTATUs peRUsAHAAN

COMPANY STATUS

Perusahaan Badan Usaha Milik Negara (BUMN)

State-Owned Company

KepemILIKAN

OWNERSHIP

100% dimiliki oleh Negara Republik Indonesia

100% owned by the Republic of Indonesia

TANggAL peNdIRIAN

DATE OF ESTABLISHMENT

3 Oktober 1995

October 3, 1995

dAsAR HUKUm peNdIRIAN

LEGAL BASIS

18 November 2008 sesuai dengan Akta Notaris

Silvia Abbas Sudrajat, SH, SpN Nomor 38

November 18, 2008 based on Notarial Deed

of Silvia Abbas Sudrajat, SH, SpN, Number 38

modAL dAsAR

AUTHORIZED CAPITAL

Rp 7.600.000.000.000

IDR 7,600,000,000,000

modAL dITempATKAN dAN dIseToR peNUH

ISSUED AND PAID-UP CAPITAL

Rp 1.900.000.000.000 (1.900.000 lembar saham)

IDR 1,900,000,000,000 (1,900,000 shares)

KANToR pUsAT

HEAD OFFICE

Building 600, Soekarno-Hatta International Airport

PO BOX 1001/ BUSH

Jakarta 19120, Indonesia

JUmLAH KARYAWAN

TOTAL EMPLOYEE

5.546 orang

5,546 people

WebsITe

www.angkasapura2.co.id

LAYANAN INFoRmAsI

INFORMATION SERVICE

Building 600, Soekarno-Hatta International Airport

PO BOX 1001/ BUSH

Jakarta 19120, Indonesia

(62-21) 550 5079, 550 5074

CoNTACT CeNTeR

1500 138

1500 138









Untuk informasi lebih lanjut silahkan kunjungi situs

For more information please visit

www.angkasapura2.co.idDalam situs tersebut tersedia berbagai informasi

yang dibutuhkan oleh para pemangku kepentingan.

The website provides a wide range of information

required by stakeholders.


PT Angkasa Pura II (Persero) merupakan salah satu Badan

Usaha Milik Negara di Lingkungan Departemen Perhubungan

yang bergerak dalam bidang usaha pelayanan jasa

kebandarudaraan dan pelayanan jasa terkait bandar udara di

wilayah Indonesia Barat. Angkasa Pura II telah mendapatkan

kepercayaan dari Pemerintah Republik Indonesia untuk

mengelola dan mengupayakan pengusahaan Pelabuhan

Udara Jakarta Cengkareng yang kini berubah nama menjadi

Bandara Internasional Soekarno-Hatta serta Bandara Halim

Perdanakusuma sejak 13 Agustus 1984.

Keberadaan Angkasa Pura II berawal dari perusahaan

Umum dengan nama Perum Pelabuhan Udara Jakarta

Cengkareng melalui Peraturan Pemerintah Nomor 20

tahun 1984, kemudian pada 19 Mei 1986 melalui Peraturan

Pemerintah Nomor 26 tahun 1986 berubah menjadi Perum

Angkasa Pura II. Selanjutnya, pada 17 Maret 1992 melalui

Peraturan Pemerintah Nomor 14 tahun 1992 berubah

menjadi Perusahaan Perseroan (Persero). Seiring perjalanan

perusahaan, pada 18 November 2008 sesuai dengan Akta

Notaris Silvia Abbas Sudrajat, SH, SpN Nomor 38 resmi

berubah menjadi PT Angkasa Pura II (Persero).

Berdirinya Angkasa Pura II bertujuan untuk menjalankan

pengelolaan dan pengusahaan dalam bidang jasa

kebandarudaraan dan jasa terkait bandar udara dengan

PT Angkasa Pura II (Persero) is one of the State-Owned

Enterprises in the Ministry of Transportation environment

engaged in airport services and airport related services in

Western part of Indonesia. Angkasa Pura II has earned the

trust of the Republic of Indonesia Government to manage

and develop the business of Jakarta Cengkareng Airport that

has changed its name to Soekarno-Hatta International Airport

and Halim Perdanakusuma Airport since August 13th, 1984.

Angkasa Pura II is originated from a public company under the

name of Perum Pelabuhan Udara Jakarta Cengkareng through

Government Regulation No. 20 year 1984, subsequently on

May 19th, 1986 through Government Regulation No. 26 year

1986 was amended to Perum Angkasa Pura II. Thereafter, on

March 17th, 1992 through Government Regulation No.14 year

1992, it became a limited liability state-owned enterprise or

Persero. In line with its evolution, on November 18th, 2008,

pursuant to the Notarial Deed of Silvia Abbas Sudrajat, SH,

SpN No. 38, the Company officially named Angkasa Pura II.

The establishment of Angkasa Pura II is to carry out the

management and business of airport and airport-related

services by optimizing the utilization of potential resources

riwayat singkatperusahaanCompany in Brief


mengoptimalkan pemberdayaan potensi sumber daya

yang dimiliki perusahaan dan penerapan praktik tata kelola

perusahaan yang baik. Hal tersebut diharapkan agar dapat

menghasilkan produk dan layanan jasa yang bermutu tinggi

dan berdaya saing kuat sehingga dapat meningkatkan nilai

perusahaan dan kepercayaan masyarakat.

Kiprah Angkasa Pura II selama 30 tahun, telah menunjukkan

kemajuan dan peningkatan usaha yang pesat dalam bisnis

jasa kebandarudaraan melalui penambahan berbagai sarana

prasarana dan peningkatan kualitas pelayanan pada bandara

yang dikelolanya.

Angkasa Pura II telah mengelola 13 Bandara, antara lain yaitu

Bandara Soekarno-Hatta (Jakarta), Halim Perdanakusuma

(Jakarta), Kuala Namu (Medan), Supadio (Pontianak),

Minangkabau (Padang), Sultan Mahmud Badaruddin II

(Palembang), Sultan Syarif Kasim II (Pekanbaru), Husein

Sastranegara (Bandung), Sultan Iskandarmuda (Banda Aceh),

Raja Haji Fisabilillah (Tanjungpinang), Sultan Thaha (Jambi),

Depati Amir (Pangkalpinang) dan Bandara Silangit (Tapanuli

Utara).

Selama kurun waktu beberapa tahun terakhir, Angkasa Pura

II telah berhasil memperoleh berbagai penghargaan dari

berbagai instansi. Penghargaan yang diperoleh merupakan

bentuk apresiasi kepercayaan masyarakat atas performance

perusahaan dalam memberikan pelayanan.

Sebagai Badan Usaha Milik Negara, Angkasa Pura II selalu

melaksanakan kewajiban untuk membayar dividen kepada

negara selaku pemegang saham. Angkasa Pura II juga

senantiasa berkomitmen untuk memberikan pelayanan yang

terbaik dan perlindungan konsumen kepada pengguna jasa

bandara, menerapkan praktik tata kelola perusahaan yang

baik, meningkatkan kesejahteraan karyawan dan keluarganya

serta meningkatkan kepedulian sosial terhadap masyarakat

umum dan lingkungan sekitar bandara melalui program

Corporate Social Responsibility (CSR).

owned by the Company and implement good corporate

governance practices. This is expected to yield high-quality

products and services that are highly competitive in order to

increase the value of the Company as well as the trust of its

stakeholders and the general public.

The track records of Angkasa Pura II over 30 years have

shown incredible business progress and enhancements in

the airport services business through the addition of various

facilities and infrastructure as well as improvement of service

quality in the airports under its management.

Angkasa Pura II has operated 13 airports, namely Soekarno-

Hatta Airport (Jakarta), Halim Perdanakusuma (Jakarta),

Kuala Namu (Medan), Supadio (Pontianak), Minangkabau

(Padang), Sultan Mahmud Badaruddin II (Palembang), Sultan

Syarif Kasim II (Pekanbaru), Husein Sastranegara (Bandung),

Sultan Iskandarmuda (Banda Aceh), Raja Haji Fisabilillah

(Tanjungpinang), Sultan Thaha (Jambi) , Depati Amir

(Pangkalpinang) and Silangit (Tapanuli Utara).

Over the past several years, Angkasa Pura II has earned

numerous awards from various institutions. These awards

represent the trust and appreciation of the public, in

recognition of the Company’s performance in providing its

services.

As a State-owned Enterprise, Angkasa Pura II has consistently

met its obligation to pay dividends to the state as shareholders.

Angkasa Pura II is also constantly committed to provide the

best services and consumer protection to airport services

users, implement good corporate governance practices,

improve the welfare of employees and their families, and

increase social care to the surrounding communities and

environment through Corporate Social Responsibility (CSR)

programs.










Angkasa Pura IIdari waktu ke waktuAngkasa Pura II Over Time

TahunYear

PeristiwaEvents

1984Pendirian Perum Pelabuhan Udara Cengkareng

Establishment of the Public Company (Perum) Cengkareng Airport

1985

Pemindahan operasi penerbangan berjadwal dari Kemayoran dan Halim Perdanakusuma ke Bandara

Internasional Soekarno-Hatta

Transfer of scheduled flight operations from Kemayoran and Halim Perdanakusuma to Soekarno-Hatta

International Airport

1986Perubahan nama Perum Pelabuhan Udara Cengkareng menjadi Perum Angkasa Pura II

Renaming Perum Cengkareng Airport into Perum Angkasa Pura II.

1991

Serah terima pemilikan dan pengoperasian Bandara Sultan Mahmud Badaruddin II Palembang dari Ditjen

Perhubungan Udara ke Perum Angkasa Pura II

Handover of ownership and operations of Sultan Mahmud Badaruddin II Airport - Palembang from the

Directorate General of Air Transporation to Perum Angkasa Pura II.

1993

Pendirian PT (Persero) Angkasa Pura II berdasarkan akte Notaris Muhani Salim, SH, No.3 tanggal 2 Januari 1993

Establishment of PT (Persero) Angkasa Pura II based on the Notarial Deed of Muhani Salim, SH, No. 3 dated

January 2nd, 1993

1994

Perusahaan mendapat tugas mengelola Bandara Polonia Medan, Simpang Tiga Pekanbaru, Tabing Padang

The Company is tasked to manage Airports of Polonia Medan, Simpang Tiga Pekanbaru, Tabing Padang, Husein

Sastranegara Bandung, and Blang Bintang Banda Aceh, and Senopen Pekanbaru

1998Manajemen Kantor Cabang Utama PT (Persero) Angkasa Pura II Bandar Udara Soekarno-Hatta terbentuk

Management of the Main Branch Office of PT (Persero) Angkasa Pura II at Soekarno-Hatta Airport was formed.

1999Dilkaukan perubahan nama Bandara Simpang Tiga menjadi Bandara Sultan Syarif Kasim II

Renaming Simpang Tiga Airport into Sultan Syarif Kasim II Airport

2000

Serah terima opersi Bandara Kijang Tanjung Pinang dari Ditjen Perhubungan Udara ke Angkasa Pura II

Handover of Kijang Tanjung Pinang Airport operations from the Directorate General of Air Transportation to

Angkasa Pura II

2004

Peresmian penggunaan Terminal Khusus Haji Bandara Soekarno-Hatta oleh Menteri Agama dan Menteri

Perhubungan

Inauguration of Pilgrims Special Terminal at Soekarno-Hatta Airport by the Minister of Religious Affairs and

Minister of Transportation

2005

Peresmian penggunaan Bandara Internasional Minangkabau, Ketaping, Sumatera Barat, oleh Presiden RI

Inauguration of Minangkabau International Airport, Ketaping, West Sumatra, by President of the Republic of

Indonesia

2006

• Peletakkan batu pertama pembangunan Bandara Internasional Kualanamu oleh Wapres RI

• Peresmian TKI Lounge di Bandara Soekarno-Hatta oleh Presiden RI

• Penandatanganan akta pendirian PT Railink antara Angkasa Pura II dengan PT Kereta Api Indonesia

• Groundbreaking of Kualanamu International Airport by The Vice President of Republic of Indonesia

• Official Ceremoy of Indonesian Workers Lounge at Soekarno-Hatta International Airport by The President of

Republic Indonesia

• Signing of PT Railink’s Deed of Incorporation between PT Angkasa Pura II (Persero) and PT Kereta Api

Indonesia

2007

Bandara Depati Amir, Pangkal Pinang, dan Sultan Thaha resmi dikelola perusahaan

PT Angkasa Pura II (Persero) officially manage Depati Amir Airport in Pangkalpinang and Sultan Thaha Airport

in Jambi

2008

Perencanaan Program Bersih Bandara “Clean Airport Action” dan peresmian fasilitas umum di Bandara

Declaration of “Clean Airport Action” and inauguration of public facilities at Soekarno-Hatta Airport by the

Minister of Transportation, Minister of Culture and Tourism, and Governor of Banten.


2009Peresmian Eco & Modern Terminal, yakni Terminal 3 Bandara Soekarno-Hatta

Inauguration of Eco & Modern Terminal, namely the Terminal 3 of Soekarno-Hatta Airport

2010

• Sosialisasi rencana pengembangan Bandara Soekarno-Hatta sebagai Indonesia gateway

• Peresmian kembali Terminal 1C di Bandara Soekarno-Hatta

• Socialization of Soekarno-Hatta development plan as Indonesia gateway

• Inauguration of the reopening of Terminal 1C at Soekarno-Hatta Airport

2011

• Ground breaking pembangunan Terminal Bandara Depati Amir

• Ground breaking pembangunan Terminal Bandara Supadio

• Ground breaking of Depati Amir Airport Terminal construction

• Ground breaking of Supadio Airport Terminal construction

2012

• Penandatanganan nota kesepahaman mengenai sister airport dengan Incheon International Airport

Corporation

• Peresmian pengoperasian terminal baru Bandara Sultan Syarif Kasim II

• Signing of the Memorandum of Understanding with Incheon International Airport Corporation on Sister

Airport

• Inauguration of new terminal of Sultan Syarif Kasim II Airport

2013

• Serah terima dan peresmian pengalihan operasional Bandara Silangit dari Kementrian Perhubungan kepada

Angkasa Pura II

• Bandara Internasional Kualanamu mulai beroperasi

• Terminal baru Bandara Raja Haji Fisabilillah mulai beroperasi

• Handover and inauguration of Silangit Airport operational transfer from the Ministry of Transportation to

Angkasa Pura II

• Kualanamu International Airport commenced operations

• New terminal of Raja Haji Fisabilillah Airport commenced operations

2014Peluncuran logo baru “Sky City”

Launching of new “Sky City” logo

2015Pengangkatan Direksi Baru PT Angkasa Pura II (Persero) di Kementerian BUMN.

Appointment of The New PT Angkasa Pura II (Persero) Board of Director at Ministry of SOEs.










Angkasa Pura II logo is referred to as sky city or a world

without borders, consisting of Angkasa Pura II globe symbol,

which symbolizes the readiness of all aspect in Angkasa Pura

II to compete in the era of globalization with determination

to welcomes its customers with perfect service supported

with first class work system with dynamic and international

standard. Angkasa Pura II marks displays a strong and

responsible personality, supported by the readiness and

commitment of the management and entire staff of

Angkasa Pura II.

meaning of Colors

BLUE : Logistic

A symbol of stable logistic flow and continues to grow and

thrive, including in procurement, maintenance, supply and

workforce.

RED : Action and Effort

A symbol of effort based on high morale and commitment

of Angkasa Pura II to generate action and performance

excellence for the customer’s safety and comfort.

YELLOW : Prosperity

A symbol of Angkasa Pura II prosperity generated from hard

work and commitment to Angkasa Pura II performance

excellence to provide maximum results for our shareholders,

management, staff and for Indonesia.

GREEN : Leadership and Growth

A symbol firm, stable and purposeful leadership towards

healthy growth and development.

maknalogoLogo Meaning

Logo Angkasa Pura II disebut sebagai sky city atau dunia tanpa

batas, terdiri dari simbol bola dunia Angkasa Pura II yang

melambangkan kesiapan seluruh jajaran Angkasa Pura II untuk

bersaing di era globalisasi dengan tekad bulat menyambut

pelanggannya dengan layanan sempurna ditunjang dengan

sistem kerja kelas satu yang dinamis berstandar internasional.

Marka Angkasa Pura II menampilkan kepribadian yang

kokoh dan bertanggung jawab, didukung oleh kesiapan dan

komitmen dari manajemen dan seluruh staff Angkasa Pura II.

Arti dari Warna

BIRU : Logistik

Merupakan simbol pergerakan logistic yang stabil dan

terus tumbuh dan berkembang pesat, termasuk dalam segi

pengadaan, perawatan, penyediaan dan ketenagaan.

MERAH : Tindakan dan aksi

Merupakan simbol akan tindakan yang dilandasi dengan

semangat kerja yang tinggi dan komitmen dari Angkasa

Pura II demi menghasilkan aksi dan performa berkelas demi

kenyamanan dan keselamatan pelanggan.

KUNING : Kemakmuran

Merupakan simbol kemakmuran dari Angkasa Pura II hasil dari

kerja keras dan komitmen tinggi akan kinerja Angkasa Pura

II demi memberikan hasil yang maksimal bagi pemegang

saham, manajemen, staf dan Negara Indonesia.

HIJAU : Kepemimpinan dan Pertumbuhan

Merupakan simbol akan kepemimpinan yang tegas, stabil

dan terarah demi menuju pertumbuhan yang sehat dan

berkembang.


transformasilogoLogo Transformation

perubahan Nama perusahaan

Per 31 Desember 2015, Angkasa Pura II tidak melakukan

perubahan nama. Nama yang digunakan sampai saat ini

adalah PT Angkasa Pura II (Persero).

Pada tahun 2015, Angkasa Pura II melakukan perubahan logo

perusahaan.

Change of Company Name

As of December 31st, 2015, Angkasa Pura II does not change

its name. The name used to date is PT Angkasa Pura II

(Persero).

In 2015, Angkasa Pura II changes its company logo.

Previous Transform Current


bidangusahaBusiness Lines

bidang Usaha Utama sesuai Anggaran dasar

1. Penyediaan, pengusahaan dan pengembangan fasilitas

untuk kegiatan pelayanan pendaratan, lepas landas,

parkir dan penyimpanan pesawat udara;


terminal untuk pengangkutan penumpang;


elektronika, listrik, air dan instalasi limbah buangan;

4. Penyediaan lahan untuk bangunan, lapangan dan

kawasan industri serta gedung/bangunan yang

berhubungan dengan kelancaran angkutan udara;

5. Penyediaan jasa konsultansi, pendidikan dan pelatihan

yang berkaitan dengan kebandarudaraan;

6. Penyediaan jasa pelayanan yang secara langsung

menunjang kegiatan penerbangan yang meliputi

penyediaan hanggar pesawat udara, perbengkelan

pesawat udara, pergudangan, jasa boga pesawat udara,

jasa ramp, jasa pelayanan penumpang dan bagasi,

jasa penanganan kargo dan surat, pelayanan jasa load

control, komunikasi dan operasi penerbangan, pelayanan

jasa pengamatan, pelayanan jasa pemeliharaan dan

perbaikan pesawat udara, pelayanan penyediaan dan

pendistribusian bahan bakar pesawat udara;

7. Penyediaan jasa pelayanan yang secara langsung atau

tidak langsung menunjang kegiatan bandar udara yang

meliputi jasa penyediaan penginapan/hotel, penyediaan

restoran dan cafe, jasa penempatan kendaraan bermotor/

parkir, jasa perawatan pada umumnya (kegiatan yang

melayani pembersihan dan pemeliharaan gedung dan

kantor di bandar udara, jasa pelayanan otomatisasi

pelaporan keberangkatan penerbangan;

8. Jasa penunjang kegiatan bandar udara lainnya, meliputi

penjualan bahan bakar dan pelumas kendaraan

bermotor di bandar udara, jasa pelayanan pengangkutan

barang, penumpang di terminal kedatangan dan

pemberangkatan, jasa pelayanan pos, jasa pelayanan

telekomunikasi, jasa tempat bermain dan rekreasi, jasa

aluan wisata, agen perjalanan, bank untuk pelayanan

jasa perbankan di bandar udara, penukaran uang,

jasa pelayanan angkutan darat, penitipan barang, jasa

advertensi, first class lounge, business class lounge

dan VIP room, wellness and beauty salon, agrobusiness

service, nursery, asuransi, jasa penyediaan ruangan,

vending machine, jasa pengolahan limbah buang, jasa

pelayanan kesehatan, jasa penyediaan kawasan industri,

jasa lainnya yang secara langsung atau tidak langsung

menunjang kegiatan usaha bandar udara.

main business Lines According to Articles of Association

1. Provision, exploitation and development of facilities

for activities of landing services, taking off, parking and

storage of aircraft;

2. Provision, exploitation and development of terminal

facilities for passenger transport;

3. Provision, exploitation and development of electronic,

power, water and waste disposal installations facilities;

4. Provision of land for buildings, fields and industrial

areas, as well as buildings related to air transportation

smoothness;

5. Provision of consulting, education and training services

related to airport affairs;

6. The provision of services that directly support flight

activities that include the provision of aircraft hangars,

aircraft overhaul, warehousing, aircraft catering, ramp

services, passenger and baggage services, cargo and

mail handling services, load control services, flight

communication and operations, surveillance services,

aircraft maintenance and overhaul services, provision

and distribution of aircraft fuel services;

7. Provision of services that directly or indirectly

support airport activities which include the provision

of accommodation/hotels, restaurants and cafe,

motor vehicles placement/parking services, general

maintenance services (activities to support cleaning and

maintenance of airport buildings and offices, automated

services for flight departure reporting;

8. Other airport supporting services, including sales of

vehicle fuel and lubricant at the airport, transportation

service for baggages, passengers at departure and arrival

terminal, postal services, communication services,

playground and recreational services, tourism services,

travel agents, airport banking services, money changer,

land transportation services, deposit counters, advertising

services, first class lounge, business class lounge and VIP

room, wellness and beauty salon, agribusiness services,

nursery, insurance, room/space for rent, vending

machines, waste management services, health services,

industrial areas services, other services that directly or

indirectly support airport business activities.


bidang Usaha penunjang

Bidang usaha penunjang dilakukan dalam rangka optimalisasi

pemanfaatan sumber daya yang dimiliki Angkasa Pura II yang

berada di luar daerah lingkungan kerja bandar udara meliputi

usaha properti, pergudangan, perkantoran, perhotelan,

perumahan, apartemen, bursa mobil, bengkel, restoran, SPBU,

pusat perbelanjaan dan bisnis pariwisata, resort, olahraga dan

rekreasi, rumah sakit, pendidikan dan penelitian, prasarana

telekomunikasi dan sumber daya energi, jasa penyewaan dan

pengusahaan sarana dan prasarana yang dimiliki Angkasa

Pura II serta optimalisasi pemanfaatan dana Angkasa Pura II

melalui pasar modal dan pasar uang.

bidang Usaha Angkasa pura II yang saat ini dijalankan

sebagai berikut:

Jasa Kebandarudaraan

“Untuk menuju bandara bertaraf dunia, Angkasa Pura II

senantiasa memastikan terpenuhinya aspek keamanan dan

keselamatan penerbangan melalui kepatuhan terhadap

prosedur serta mengedepankan aspek kepuasan pelanggan

melalui pelayanan terbaik dan perlindungan konsumen”.

Angkasa Pura II merupakan salah satu BUMN yang menjalankan

bisnis pelayanan jasa kebandarudaraan. Perusahaan sangat

memahami betul pentingnya menjaga kualitas performance

perusahaan dan kepercayaan masyarakat. Peningkatan

kualitas pelayanan yang diberikan oleh Angkasa Pura II melalui

berbagai penyediaan kelengkapan sarana dan prasarana atau

fasilitas umum di lingkungan bandara berdampak terhadap

tingkat kenyamanan yang dirasakan masyarakat sebagai

pengguna jasa bandara.

Sejalan dengan hal tersebut, Angkasa Pura II juga memberikan

perlindungan konsumen atas pelayanan yang merugikan

pelanggan melalui saluran-saluran pengaduan yang tersedia

sehingga mampu merespon dengan cepat setiap aduan

dan memberikan penyelesaian secara bijaksana. Pada

aspek operasional penerbangan, Angkasa Pura II senantiasa

mengutamakan keselamatan penerbangan dengan

memastikan seluruh sektor operasional kebandarudaraan

mengikuti dan mematuhi prosedur yang berlaku. Sehingga,

semua aspek yang menjadi perhatian/tumpuan perusahaan,

dapat memenuhi ekspektasi harapan semua pihak dan

mampu meningkatkan citra perusahaan.

supporting business Lines

Supporting business lines conducted in order to optimize

the utilization of resources owned by Angkasa Pura II that

are outside the airport work environment include the

businesses of property, warehousing, offices, hotels, houses,

apartments, car market, garages, restaurants, gas stations,

shopping centers and tourism business, resorts, sports and

recreation, hospitals, education and research, infrastructure

of telecommunications and energy resources, rental services

and exploitation of facilities and infrastructure owned by

Angkasa Pura II as well as optimization of funds utilization of

Angkasa Pura II through capital market and money market.

Angkasa pura II Current business Lines:

Airport services

“To become a world-class airport, Angkasa Pura II always

ensure the fulfillment of the aspects of flight security and

safety through compliance with procedures and prioritize

customer satisfaction aspect through best service and

consumer protection”.

Angkasa Pura II is one of the SOEs that runs airport services

business. The Company understands well the importance of

maintaining the performance quality of the Company and

the public trust. Improvement of service quality conducted

by Angkasa Pura II through the provision of completeness of

public facilities and infrastructure in the airport environment

affects the level of comfort perceived by the public as airport

services users.

Therefore, Angkasa Pura II also provides consumer protection

for detrimental services to customers through channels of

complaint provided so as to respond quickly to any complaints

and provide closure wisely. In the aspect of flight operations,

Angkasa Pura II always prioritize flight safety by ensuring

that all airport operational sectors follow and comply with

the applicable procedures. Thus, all aspects of concern/

foundation of the Company, can fulfill the expectations of all

parties and able to enhance the corporate image.










Angkasa Pura II melakukan pengembangan usaha dalam

bidang jasa kebandarudaraan dan peningkatan pelayanan

yang optimal kepada pengguna jasa bandara melalui

penyelenggaraan pelayanan-pelayanan yang menunjang jasa

kebandarudaraan. Pelayanan-pelayanan tersebut antara lain:

pelayanan jasa pendaratan, penempatan dan penyimpanan

pesawat udara (PJP4U), pelayanan jasa penumpang pesawat

udara (PJP2U), pelayanan jasa penerbangan (PJP), pelayanan

jasa Garbarata dan Pelayanan jasa konter.

Dalam menjalankan usahanya, Angkasa Pura II selalu

mematuhi dan mengikuti berbagai regulasi maupun standar

yang mengikat terkait dengan pelayanan lalu lintas udara,

baik yang berlaku secara internasional (International Civil

Aviation Organization / ICAO) maupun nasional (Departemen

Perhubungan - Direktorat Jenderal Perhubungan Udara).

Semua regulasi maupun standar tersebut diberlakukan, agar

aspek keselamatan penerbangan terpenuhi sehingga semua

pihak dapat merasakan kenyamanan dan ketenangan selama

penerbangan.

Angkasa Pura II memiliki komitmen yang tinggi dalam

mengelola jasa pelayanan lalu lintas udara dengan

mengutamakan keselamatan penerbangan dan kepuasan

pelanggan/pengguna jasa bandara. Untuk mewujudkan hal

tersebut, Angkasa Pura II terus mengupayakan peningkatan

kualitas pelayanan baik dari aspek pemberdayaan kompetensi

SDM yang dimiliki, penyempurnaan dan pengawasan

kepatuhan atas prosedur kerja maupun penambahan serta

perbaikan fasilitas dan sistem bandar udara.

Jasa Terkait bandar Udara

Memaksimalkan pelayanan terbaik melalui penyediaan

beragam pelayanan jasa penunjang Bandar udara yang

modern dengan ditunjang fasilitas berteknologi tinggi adalah

komitmen Angkasa Pura II untuk mewujudkan kenyamanan

bagi pengguna jasa selama berada di lingkungan bandara.

Angkasa Pura II mengusahakan pelayanan-pelayanan jasa

yang menunjang bisnis jasa kebandarudaraan. Pelayanan

jasa terkait bandara udara disediakan oleh Angkasa Pura II

bertujuan untuk mendukung terciptanya aspek keamanan,

keselamatan dan kenyamanan bagi pengguna jasa bandara

selama berada di kawasan Bandara. Pelayanan jasa terkait

bandar udara tersebut diantaranya: penyewaan ruangan,

gudang, lahan dan fasilitas lainnya, kegiatan konsesioner,

parkir kendaraan, Pas Bandara dan penyediaan lahan untuk

bangunan, lapangan dan industri serta bangunan yang

berhubungan dengan kelancaraan angkutan udara.

Angkasa Pura II performs business development in the airport

services field and improvement of optimal service to airport

services users through services that support airport services.

Such services include: landing services, placement and

storage of aircraft (PJP4U), air passenger services (PJP2U),

flight services (PJP), Jet Bridge services and counter services.

In running its business, Angkasa Pura II always obey and follow

various regulations and standards that bind related to air

traffic services, both that apply internationally (International

Civil Aviation Organization/ICAO) and nationally (Ministry of

Transportation - Directorate General of Air Transportation).

All the regulations and standards are in force, so the flight

safety aspects are fulfilled in order for all parties is able to feel

the comfort and tranquility during the flight.

Angkasa Pura II has a strong commitment in managing

air traffic services by prioritizing on aviation safety and

satisfaction of customers/airport services users. To realize it,

Angkasa Pura II continues to work on improving the service

quality both from the aspect of competence empowerment

of existing HR, improvement and monitoring of compliance

with the working procedures as well as additions and

improvement of airport facilities and systems.

Airport Related services

Maximizing the best service by providing various airport

supporting services that are modern and supported with

high-tech facilities is the commitment of Angkasa Pura II to

realize the convenience for services users while in the airport

environment.

Angkasa Pura II provides services that support the airport

services business. Airport related services provided by

Angkasa Pura II aim to support the creation of aspects of

security, safety and comfort for airport services users while

in the Airport environment. Airport related services include:

space for rent, warehouses, land and other facilities, activities

of concessionaires, vehicles parking, Airport Pass and the

provision of land for buidling, fields and industry as well as

buildings related with the smoothness of air transport.


Pelayanan penunjang lainnya yang juga diupayakan oleh

Angkasa Pura II antara lain: pelayanan operasi bandara,

pelayanan penerbangan haji, pelayanan tenaga kerja

Indonesia, pelayanan kargo, pelayanan keamanan dan

keselamatan bandara, pelayanan pertolongan kecelakaan

penerbangan dan pemadam kebakaran (PKP-PK) serta

pelayanan penanggulangan gawat darurat.

Other supporting services that also strived by Angkasa Pura

II, among others: airport operations services, pilgrims flight

services, Indonesian workers services, cargo services, airport

security and safety services, rescue and fire fighting services

(PKP-PK) as well as emergency response services.









pelayanan bandara

Seiring dengan kebutuhan masyarakat terhadap jasa

angkutan udara yang semakin meningkat, berdampak pada

lalu lintas para pengguna jasa bandara yang menjadi begitu

padat baik pada saat sebelum penerbangan (keberangkatan)

maupun saat setelah penerbangan (kedatangan). Hal ini

menuntut perlunya pengelolaan yang serius dan memadai.

Angkasa Pura II berupaya penuh untuk memberikan

pelayanan terbaik melalui pelayanan operasi bandara dengan

penambahan berbagai fasilitas di lingkungan bandara dan

perluasan kawasan terminal termasuk pembangunan gedung

atau bangunan terminal baru. Upaya yang dilakukan ini

bertujuan supaya dapat menampung jumlah penumpang

yang bertambah serta dapat menghadirkan kenyamanan bagi

pengguna jasa bandara.

Penambahan dan perbaikan fasilitas bandara yang dilakukan

oleh perusahaan diantaranya adalah penambahan dan

perbaikan kursi tunggu penumpang, garbarata, toilet, troli

bagasi, konter check-in, konter pemeriksaan, fasilitas tempat

ibadah seperti mushola dan sejumlah fasilitas pendukung

lainnya. Terkait dengan pengembangan kawasan terminal,

Angkasa Pura II melakukan penambahan kapasitas bandara

diantaranya penambahan ruang yang mampu menampung

peningkatan jumlah penumpang serta penataan ruangan

yang memperlancar proses pemeriksaan dan memudahkan

pengurusan administrasi penumpang. Melalui kerjasama

dengan mitra binaan perusahaan, Angkasa Pura II juga

menambah konter-konter jualan yang menyediakan berbagai

kebutuhan para pengguna jasa bandara. Dalam rangka

menjaga kenyamanan dan keindahan di lingkungan bandara,

Angkasa Pura II senantiasa memantau kebersihan kawasan

bandara dan melakukan program kebersihan bandara.

Airport services

Along with the increased public demand against air transport

services, it impacts on the traffic of airport services users

that become so congested both at the time before the flight

(departure) or after the flight (arrival). This requires the needs

for a serious and adequate management. Angkasa Pura II

seeks to grant the best service through airport operations

services with the addition of various facilities in the airport

environment and expansion of terminal area including the

construction of new buildings or terminal buildings. These

efforts aim to be able to accommodate the growing number

of passengers and to bring comfort for the airport services

users.

Additions and improvement of airport facilities performed

by the Company include the addition and improvement

of passengers seats in the waiting areas, jet bridge, toilets,

luggage trolleys, check-in counters, security check counters,

places of worships and a number of other supporting

facilities. Related to terminal area development, Angkasa Pura

II made additional airport capacity including additional space

that can accommodate increase in the number of passengers

as well as room arrangement that facilitate the administrative

management of passengers. Through the cooperation

with the Company’s assisted partners, Angkasa Pura II also

adds sales counters which provide various needs of airport

services users. In order to preserve the comfort and beauty

of the airport environment, Angkasa Pura II is continuously

monitor the cleanliness of the airport and conduct aiport

hygiene programs.


pelayanan penerbangan Haji

Pelayanan angkutan Jama’ah Haji tahun 2015 berada di 5

(lima) Bandara Embarkasi/Dembarkasi yang dikelola oleh PT

Angkasa Pura II (Persero) yakni: Aceh, Jakarta, Medan, Padang

dan Palembang. Secara umum pelayanan penerbangan haji

berjalan normal, tertib, aman dan lancar berkat adanya

koordinasi dan kerja sama yang baik antar instansi terkait antara

lain : PPIH Departemen Agama, Airlines, Ground Handling

Agent, TNI AU dan CIQ (Custom, Imigration, Quarantine).

Pelayanan angkutan udara Jama’ah Haji Indonesia tahun 2014

terbagi menjadi 2 Phase. Phase I Keberangkatan (embarkasi)

dimulai pada tanggal 21 Agustus 2015 sampai dengan

17 September 2015, sementara itu Phase II Kedatangan

(debarkasi) dimulai pada tanggal 28 September 2015 dan

berakhir pada tanggal 26 Oktober 2015.

pelayanan Tenaga Kerja Indonesia (TKI)

Indonesia mempunyai jumlah tenaga kerja yang relatif banyak

yang tersebar di berbagai negara, di mana sebagian besar

memanfaatkan pelayanan jasa angkutan udara. Lalu lintas

tenaga kerja Indonesia yang melalui pintu keberangkatan

maupun pintu ke kedatangan bandara yang dikelola oleh

Angkasa Pura II menunjukkan peningkatan seiring dengan

meningkatnya jumlah tenaga kerja yang ada di luar negeri.

Besarnya kontribusi para tenaga kerja Indonesia dalam

menggunakan pelayanan jasa bandar udara, Angkasa Pura II

berkomitmen untuk memberikan pelayanan yang maksimal dan

fasilitas kemudahan bagi TKI diantaranya adalah penyediaan

jalur khusus keberangkatan dan kedatangan TKI, pusat layanan

informasi TKI dan layanan angkutan darat bagi TKI yang pulang

ke kampung. Angkasa Pura II juga memeberikan perhatian

khusus dan perlindungan bagi para TKI dari aksi-aksi penipuan

oleh orang-orang yang tidak bertanggungjawab di lingkungan

bandara. Dengan demikian, diharapkan para TKI merasa

nyaman dan aman selama berada di bandara.

pelayanan Kargo

Bisnis pengiriman atau pengangkutan barang memiliki

prospek usaha yang sangat strategis termasuk bisnis

pengiriman barang melalui angkutan udara (kargo). Peluang

bisnis yang strategis ini, dimanfaatkan oleh Angkasa Pura II

dengan mengoperasikan terminal kargo yang dimulai sejak

tahun 2007. Angkasa Pura II membentuk unit bisnis strategis

yang mengelola pelayanan kargo di setiap bandara yang

dikelola.

Dalam rangka memastikan terpenuhinya aspek kelancaran,

keamanan dan keselamatan operasional pengiriman

barang dari mulai proses penggudangan sampai dengan

pilgrims Flight services

Pilgrims freight services in 2015 was in 5 (five) Embarkation/

Debarkation Airports managed by PT Angkasa Pura II (Persero),

namely: Aceh, Jakarta, Medan, Padang and Palembang. In

general, pilgrims flight services is running normally, orderly,

safely and smoothly thanks to the good coordination and

cooperation between relevant agencies, among others: PPIH

of the Ministry of Religious Affairs, Airlines, Ground Handling

Agent, Air Force and CIQ (Custom, Immigration, Quarantine).

Air freight service of the Indonesian Pilgrims in 2014 was

divided into 2 Phase. 1st Phase of Departure (embarkation)

began on August 21st, 2015 until September 17th, 2015,

meanwhile the 2nd Phase of Arrival (debarkation) began on

September 28th, 2015 and ended on October 26th, 2015.

Indonesian Workers services (TKI)

Indonesia has a relatively large amount of workers spreading

across various countries, where mostly take advantage of

air transport services. Indonesian workers traffics that went

through the departure gate or the arrival gate managed by

Angkasa Pura II showed an increase with increasing number

of workers outside the country.

The amount of contributions of Indonesian workers in using

the airport services, Angkasa Pura II is committed to provide

superior service and convenience facilities for TKI including

the provision of special line for departure and arrival of TKI, TKI

information service center and land transportation services

for TKI who return home. Angkasa Pura II also provide special

attention and protection for TKI from the acts of fraud by

irresponsible people in the airport environment. It is expected

that the TKI feel comfortable and secure while in the airport.

Cargo services

Business of delivery or transport of baggage has a very

strategic business prospects, including the delivery of

baggage business through air freight (cargo). This strategic

business opportunity is exploited by Angkasa Pura II by

operating the cargo terminal which began in 2007. Angkasa

Pura II forms a strategic business unit that manages cargo

services in all airports managed.

In order to ensure the fulfillment of the aspects of smoothness,

security and safety of baggage shipping operational, starting

from the warehouse process to air shipment, Angkasa Pura


penerbangan, Angkasa Pura II melakukan pengawasan

kepatuhan terhadap prosedur dan standar yang berlaku.

Angkasa Pura II melakukan upaya untuk meningkatkan

kualitas pelayanan kargo di bandara-bandara yang dikelola

seperti peningkatan kapasitas pergudangan kargo yang dapat

menampung peningkatan volume transaksi.

II supervises the compliance with applicable procedures and

standards.

Angkasa Pura II performs efforts to improve cargo services

quality at airports managed as the improvement of cargo

stowage capacity to accommodate the increased transaction

volume.









Keamanan dan Keselamatan bandara

Angkasa Pura II memiliki komitmen yang tinggi atas terpenuhinya

aspek keamanan dan keselamatan bandara dari segala bentuk

ancaman dan gangguan yang dapat merugikan penumpang,

pengguna jasa bandara maupun perusahaan sendiri. Komitmen

perusahaan tersebut diwujudkan dengan adanya penyediaan

pelayanan keamanan dan keselamatan bandara.

Angkasa Pura II telah melengkapi bandara-bandara yang

dikelolanya dengan fasilitas pengamanan yang modern

dan berteknologi tinggi mulai dari peralatan X-Ray untuk

pemeriksaan bagasi dan kargo, walk-through dan handheld

metal detector, sistem CCTV, pagar perimeter dan lain-

lain. Pada aspek kualitas sumber daya manusia yang

bertanggungjawab atas keamanan dan keselamatan di kawasan

bandara, perusahaan telah memberikan berbagai pelatihan

baik yang bersifat pengetahuan sampai pada ketrampilan

teknis di lapangan. Hal ini bertujuan untuk membentuk personil

keamanan yang handal dan profesional dalam menjalankan

tugas-tugas operasional pengamanan bandara.

Airport security and safety

Angkasa Pura II has a strong commitment on the fulfillment

of airport security and safety from all forms of threats and

disturbances that can harm the passengers, airport service users

and the Company itself. The Company’s commitment is realized

with the provision of airport security and safety services.

Angkasa Pura II has equipped all airports under its

management with modern security facilities and high-tech

equipments ranging from X-Ray for baggage and cargo

inspection, walk-through and handheld metal detectors,

CCTV systems, perimeter fencing and others. In the aspect

of human resources quality that is responsible for the

security and safety at the airport area, the Company has

provided various trainings both knowledge to the technical

skills in the field. This aims to establish security personnels

that are reliable and professional to carry out airport security

operational duties.


Sedangkan pada aspek kuantitas personil pengamanan

bandara, Angkasa Pura II juga melakukan penambahan

sesuai dengan kebutuhan dan standar pengamanan berlaku.

Terkait dengan keamanan dan keselamatan bandara, Angkasa

Pura II juga selalu berkoordinasi dan bekerjasama dengan

instansi Kepolisian Republik Indonesia dan Tentara Nasional

Indonesia (TNI) untuk memberikan pelatihan kepada personil

pengamanan bandara maupun untuk menciptakan suasana

bandara yang aman dan nyaman.

pelayanan pertolongan Kecelakaan penerbangan dan

pemadam Kebakaran (pKp-pK)

Angkasa Pura II sangat menyadari dalam pengelolaan bisnis

jasa kebandarudaraan yang berhubungan dengan jasa lalu

lintas penerbangan memiliki tingkat risiko yang tinggi. Oleh

karena itu, perusahaan mempunyai program pelayanan yang

bertujuan untuk meminimalisir dan mengantisipasi munculnya

risiko tersebut yaitu melalui program pelayanan pertolongan

kecelakaan penerbangan dan pemadam kebakaran (PKP-PK).

Angkasa Pura II berupaya memastikan bahwa semua

infrastruktur/fasilitas yang terkait dengan program PKP-

PK dalam kondisi yang siap siaga dan berfungsi secara

optimal. Upaya yang dilakukan Perusahaan perbaikan dan

peningkatan kelengkapan fasilitas maupun penggantian atau

peremajaan kendaraan operasional PKP-PK antara lain foam

tender, rescue invention vehicle (rapid car), ambulance dan

commando car, sesuai dengan ketentuan dan standar yang

berlaku bagi masing-masing bandara.

While the quantity aspect of airport security personnel,

Angkasa Pura II also added according to the applicable

safety requirements and standards. Related to airport safety

and security, Angkasa Pura II constantly coordinates and

cooperates with the Indonesian National Police and the

Indonesian Military (TNI) to provide training for airport

security personnel as well as to create airport atmosphere

that is safe and convenient.

Rescue and Fire Fighting services (pKp-pK)

Angkasa Pura II is very aware in the management of airport

services business related to the air traffic services have a high

level of risk. Therefore, the Company has a service program

that aims to minimize and anticipate the emergence of these

risks through the program of rescue and fire fighting services.

Angkasa Pura II strives to ensure that all infrastructure/facilities

related to PKP-PK program is in a state of alert and function

optimally. Efforts made by the Company are repair and

improvement of facility completeness as well as replace and

regenerate PKP-PK operational vehicles among others foam

tenders, rescue invention vehicle (rapid car), ambulance and

commando car, in accordance with the applicable provisions

and standards to the respective airports.










Di samping peningkatan kualitas infra struktur PKP-PK,

Angkasa Pura II juga meningkatkan kapabilitas pelayanan

PKP-PK melalui pemenuhan kualitas maupun kuantitas

personil PKP-PK. Dalam rangka pemenuhan kualitas personil

PKP-PK, Angkasa Pura II bekerjasama dengan instansi

pemerintah seperti Dinas Pemadam Kebakaran dengan

memberikan pelatihan-pelatihan yang dapat meningkatkan

kompetensi personil PKP-PK. Pada aspek kepatuhan terhadap

prosedur, perusahaan melakukan kajian maupun penilaian

untuk mengukur kualitas pelayanan PKP-PK dalam merespon

setiap kecelakan yang terjadi.

Layanan penanggulangan gawat darurat

Kesiapan bandara menghadapi kemungkinan terjadinya

kecelakaan pesawat udara, memiliki dampak yang sangat

signifikan dalam mencegah atau meminimalkan timbulnya

kerugian jiwa maupun material. Kesiapan ini bergantung pada

kondisi bandara atas ketersediaan fasilitas yang memadai,

yang didukung oleh personil handal dan terlatih dalam

melakukan penanggulangan gawat darurat.

Angkasa Pura II melalui layanan penanggulangan gawat

darurat berupaya untuk memberikan respon yang cepat atas

terjadinya kecelakan pesawat udara. Untuk itu, Angkasa Pura

II memastikan bahwa seluruh bandara yang dikelolanya telah

melakukan pelatihan-pelatihan tentang penanggulangan

gawat darurat serta melengkapi berbagai fasilitas dan unsur-

unsur penunjangnya.

Dalam rangka penanggulangan gawat darurat, Angkasa Pura

II bekerjasama dan berkoordinasi dengan berbagai unsur dan

instansi yang tergabung dalam Airport Emergency Committee

(AEC) sesuai prosedur atau standar dalam Airport Emergency

Plan (AEP).

In addition to improve the quality of PKP-PK infrastructure,

Angkasa Pura II also improves the service capabilities of PKP-

PK through the fulfillment of quality and quantity of PKP-PK

personnel. In order to meet the quality of PKP-PK personnel,

Angkasa Pura II in collaboration with government agencies

such as the Fire Department to provide training to improve

the competence of PKP-PK personnel. in the compliance

aspect towards procedures, the Company conducts a study

and assessment to measure the service quality of PKP-PK in

response to any accidents that occur.

emergency Response services

Airport readiness to face the possibility of airplane accident

has a very significant impact in preventing or minimizing the

loss of life and material. This readiness depends on the airport

conditions on the availability of adequate facilities, supported

with reliable and trained personnel to perform emergency

response.

Angkasa Pura II through emergency response services seeks

to provide rapid response on airplane accident. To that end,

Angkasa Pura II ensures that all the managed airports have

conducted training on emergency response and complement

various facilities and supporting elements.

In the framework of emergency response, Angkasa Pura

II cooperates and coordinates with various elements and

institutions joined in the Airport Emergency Committee

(AEC) in accordance with procedures or standards in Airport

Emergency Plan (AEP).


wilayah kerjadan lokasi bandaraWorking Areas And Airport Locations

1 2 8

7

3

4

5

6

bTJSultan Iskandar Muda AirportBanda Aceh

KNoKualanamu International AirportMedan

TNJRaja Haji Fisabilillah AirportTanjung Pinang

pKUSultan Syarif II International AirportPekanbaru

sQTSilangit AirportTapanuli Utara

pdgMinangkabau International AirportPadang

dJbSultan Thaha AirportJambi

pLmSultan Mahmud Badaruddin II AirportPalembang

1

2 3 4

5 6 7


13bdoHusein Sastranegara AirportBandung

10 9pNKSupadio AirportPontianak

pgKDepati Amir AirportPangkal Pinang

12HLpHalim Perdanakusumah AirportPangkal Pinang

11CgKSoekarno-Hatta International AirportTangerang

8 9 10

11 12 13










pengembangan bandaratahun 20152015 Airport Development

Angkasa Pura II berkomitmen untuk memberikan pelayanan di setiap bandara yang dimiliki untuk memenuhi harapan

stakeholders. Untuk tahun 2015, pengembangan bandara yang telah dilakukan sebagai berikut:

Angkasa Pura II is committed to provide services in every airport owned to fulfill the expectations of stakeholders.

For 2015, airport development which has been performed as follows:

Pembangunan dan Pengoperasian Bandara baru : Supadio - Pontianak

Construction and Operations of new Airport: Supadio - Pontianak

Pembangunan dan Pengoperasian Bandara baru : Sultan Thaha - Jambi

Construction and Operations of new Airport: Sultan Thaha - Jambi

Pembangunan Bandara baru : Bandara Husein Sastranegara - Bandung

Construction of new Airport: Husein Sastranegara - Bandung

Bandara Supadio Pontianak

Bandara Sultan Thaha Jambi

Bandara Husein Sastranegara Bandung


Tahapan Penyusunan Visi, Misi, Tata Nilai dan Falsafah

Perusahaan:

1. Direksi melakukan evaluasi terhadap pencapaian kinerja

dan kekuatan internal Angkasa Pura II.

2. Direksi melakukan evaluasi terhadap perubahan

strategis lingkungan eksternal Perusahaan dan

mempertimbangkan peluang bisnis di masa akan datang.

3. Direksi melakukan evaluasi dan identifikasi terhadap

harapan dan kebutuhan para pemangku kepentingan.

4. Dengan mempertimbangkan Kekuatan Internal dan

Peluang Eksternal serta harapan para pemangku

kepentingan, Direksi merumuskan Visi, Misi, Tata Nilai

dan Falsafah Perusahaan.

5. Visi, Misi, Tata Nilai dan Falsafah tersebut kemudian

disampaikan dan dievaluasi oleh Dewan Komisaris

yang kemudian ditetapkan dan disepakati bersama oleh

Dewan Komisaris dan Direksi.

6. Direksi menetapkan Visi, Misi, Tata Nilai dan Falsafah

Perusahaan di dalam Rencana Jangka Panjang

Perusahaan.

Visi dan misi perusahaan

VIsI

Menjadi pengelola bandar udara kelas dunia yang terkemuka

dan profesional Untuk mewujudkan visi tersebut, Angkasa

Pura II bertekad melakukan transformasi secara menyeluruh

dan bertahap selama lima tahun pertama.

Stages in defining the Company’s Vision, Mission, Values,

and Philosophy:

1. Board of Directors conducts evaluation on the

performance and internal capability of Angkasa Pura II

2. Board of Directors conducts evaluation on strategic

changes of the Company’s external environment and

considers future business opportunities.

3. Board of Directors conducts evaluation and identification

on the expectations and needs of the stakeholders.

4. By taking into account the Company’s internal capability

and external opportunities as well as the needs of

stakeholders, Board of Directors formulates the

Company’s Vision, Mission, Values and Philosophy.

5. The Company’s Vision, Mission, Values and Philosophy is

presented to and evaluated by Board of Commissioners

in which jointly established and agreed by Board of

Commissioners and Directors.

6. Board of Directors establishes the Company’s Vision,

Mission, Values and Philosophy in the Company’s Long

Term Plan.

Company’s Vision and mission

VIsIoN

To become leading and professional word class airport

management company. To achieve its vision, Angkasa

Pura II is committed to implement a holistic and gradual

transformation for the first 5 years.

visi, misi, tata nilai dan falsafah perusahaanCompany’s Vision, Mission, Values and Philosophy

2012 2013 2014 2015 2016

Aligning Growing Leading Excelling World Class


mIsI

• Mengelola jasa bandar udara kelas dunia dengan

mengutamakan tingkat keselamatan, keamanan, dan

kenyamanan untuk meningkatkan kepuasan pelanggan;

• Mengembangkan SDM dan budaya Perusahaan yang

berkinerja tinggi dengan menerapkan sistem manajemen

kelas dunia;

• Mengoptimalkan strategi pertumbuhan bisnis secara

menguntungkan untuk meningkatkan nilai pemegang

saham serta meningkatkan kesejahteraan karyawan dan

pemangku kepentingan lainnya;

• Menjalin kerjasama yang saling menguntungkan dengan

mitra usaha dan mitra kerja serta mengembangkan

secara sinergis dalam pengelolaan jasa bandar udara;

• Memberikan nilai tambah yang optimal bagi masyarakat

dan lingkungan;

persetujuan Visi misi oleh dewan Komisaris dan direksi

Visi dan Misi Angkasa Pura II telah ditetapkan dalam Rencana

Jangka Panjang Perusahaan 2011-2015.

mIssIoN

• Managing world class airport services by prioritizing

the safety, security, and comfort to improve customer

satisfaction;

• Developing human resources and high-performing

company culture by applying world-class management

system;

• Optimizing profitable business growth strategy to

increase shareholders value and improve the welfare of

employees and other stakeholders;

• Having mutual cooperation with business and working

partners and in synergy developing airport services

management;

• Generating optimal added value for the community and

environment;

Vision and mission Approval by board of Commissioners

and board of directors

Angkasa Pura II Vision and Mission has been stipulated in

the Company’s Long Term Plan 2011-2015 that has been

approved by the Board of Commissioners and Board of

Directors.


pernyataan budaya perusahaan

Angkasa Pura II memiliki nilai-nilai perusahaan yakni THE BEST

yang terdiri dari 7 elemen penting, yakni Team Work, Hospitality,

Excellence, Balance, Effectiveness & Efficiency, Satisfaction,

Trustworthy. Penjabaran dari nilai-nilai perusahaan tersebut

adalah sebagai berikut:

Culture statement

Angkasa Pura II has corporate values namely THE BEST consists

of 7 essential elements, Team Work, Hospitality, Excellence,

Balance, Effectiveness & Efficiency, Satisfaction, Trustworthy.

Elaboration of these corporate values are as follows:

Nilai DasarBasic Value

Perilaku yang DiinginkanDesired Behavior

TTeam

Work

• Kooperatifdanmampubekerjasamasecaraefektif

• Salingmenghargaidandapatmenerima

perbedaan pendapat

• Proaktifdalammemberikanmasukankonstruktif

• Cooperativeandabletoworktogethereffectively

• Appreciateeachotherandabletoaccept

dissenting opinions.

• Proactiveinprovidingconstructiveinputs.

HHospitality

• Ramahdalammemberikanpelayananterbaik

terhadap pelanggan internal dan eksternal

• Harmonisdalammembinahubungansinergetik

dengan semua pemangku kepentingan

• Peduli(care)terhadaplingkungansekitar

• Friendlyinprovidingthebestservicetointernal

and external customers.

• Harmonyinmaintainingsynergeticrelationship

with all stakeholders.

• Caretothesurroundingenvironment.

eExcellence

• Selalubersikapdanbertindakyangterbaik

• Persistenmelakukanperbaikanberkesinambungan

• ZeroTolerancetoErrorsandZeroComplaints

• Excellenceinattitudeandactionatalltime

• Persistentinsustainableimprovement.


bBalance

• Seimbangdalampencapaiantujuan(jangka

pendek dan jangka panjang)

• Adildalamtindakandanpengambilankeputusan

• Seimbangdalampemenuhankebutuhan

pemangku kepentingan internal dan eksternal

• Balanceinachievingobjectives(shorttermand

long term)

• Fairinactionanddecisionmaking

• Balanceinfulfillingtheneedsofinternaland

external stakeholders.

eEffectiveness

& Efficiency

• Efektifdalampengambilankeputusandan

pencapaian tujuan

• Efisiendalampemakaiansumberdayasertasadar

akan biaya dan profitabilitas (cost and profitability

concern)

• Efektifdalambekerja(3AS:KerjaKerAS,Kerja

IkhlAS, Kerja CerdAS)

• Effectiveindecisionmakingandachievementof

objectives.

• Efficientintheuseofresourcesaswellasaware

of the costs and profitability (cost and profitability

concern)

• Effectiveinworking(3AS:KerjaKerAS(workhard),

Kerja IkhlAS (work sincerely), Kerja CerdAS (work

smart))

sSatisfaction

• Fokuspadakepuasan,kepentingandankebutuhan

pelanggan

• Komitmenpenuhuntuksenantiasameningkatkan

kepuasan pelanggan internal dan eksternal

• TeguhmenerapkanprinsipPEDULI(Pelayanan

Prima, Efektif & Efisien, Dedikasi Tinggi, Unggul,

Lingkungan dan Internasional)

• Focusonthesatisfaction,interestsand

requirements of customers

• Fullcommitmenttocontinuouslyimproveinternal

and exxternal customers satisfaction

• PersistentinimplementingtheprincipleofPEDULI

(Pelayanan Prima, Efektif & Efisien, Dedikasi Tinggi,

Unggul, Lingkungan dan Internasional (Excellent

Service, Effective & Efficient, High Dedication,

Excel, Environment and International)

TTrustworthy

• Patuhterhadapkebijakan,peraturan,hukumdan

undang-undang yang berlaku

• Selarasantarakatadanperbuatan

• Konsistendalampenerapanjiwa/karakter

Keteladanan, Keberanian, Ketelitian, Kerahasiaan,

Keadilan, Husnuzon (tidak berburuk sangka),

Loyalitas dan Tidak Pendendam (K5HLT)

• Complytotheapplicablepolicies,regulations,

laws and legislation

• Harmonybetweenwordsandaction

• Consistentinimplementingspirit/characterof

Exemplary, Courage, Precision, Secrecy, Justice,

No Prejudice, Loyalty and Not Vengeful (K5HLT)










THE BEST dibangun dari nilai-nilai dasar sebelumnya yang

telah tertanam dengan kokoh di Angkasa Pura II (Persero),

yakniPEDULI,3As,ZeroTolerancetoErrors,ZeroComplaints,

dan K5HLT.

Falsafah perusahaan

pelayanan prima

Pelayanan cepat dan efektif yang dijalankan denga penuh

kepedulian dan keramahan yang ditujukan bagi seluruh

pengguna jasa bandar udara dan jasa pelayanan lalu lintas

udara.

efisien dan efektif

Membuat prioritas dalam penyelesaian hal-hal mendesak

(urgent) yang harus ditangani terlebih dahulu agar efektif dan

tepat guna dalam hal pembiayaan.

dedikasi Tinggi

• Memahami dan menerapkan peraturan dan standar

yang ditetapkan atas dasar keyakinan manfaat dari

penerapannya

• Mampu mewujudkan komitmen ke dalam tindakan nyata

dengan memegang teguh prinsip-prinsip etika, konsisten,

terukur, dan terpercaya

• Mewujudkan sikap mental yang tetap memegang teguh

kesetiaan baik kepada perusahaan, atasan, maupun rekan

sekerja tanpa mengabaikan nilai-nilai kebenaran

• Berusaha untuk memberikan yang terbaik dalam

melaksanakan tugas sesuai dengan kompetensinya

• Selalu berupaya mengemukakan ide, metodologi, atau

perubahan sesuatu yang baru dan original yang bertujuan

untuk memberikan nilai tambah bagi perusahaan.

Unggul

Menampilkan yang terbaik dalam semua aspek pengelolaan

usaha

Lingkungan

Mengantisipasi lingkungan usaha yang berkembang saat

ini maupun yang akan datang untuk dapat tumbuh dan

berkembang.

Internasional

Mewujudkan komitmen untuk menerapkan standar pelayanan

penerbangan sipil tertinggi dan bertaraf internasional.

THE BEST is developed on previous base values that have

been embedded firmly in Angkasa Pura II (Persero), namey

PEDULI,3As,ZeroTolerancetoErrors,ZeroComplaints,and

K5HLT.

philosophy

excellent service

Fast and effective service that is run by caring and hospitality

that is intended for all users of airport services and air traffic

services.

efficient and effective

Make a priority in resolving issues of urgency (urgent) that

should be addressed first in order to be effective and

appropriate in terms of financing.

High dedication

• Understand and apply regulations and standards set on

the basis of belief in the benefits of its application.

• Able to turn commitments into concrete actions by

upholding the principles of ethic, consistent, scalable,

and reliable.

• Realize a mental attitude that hold good loyalty to the

Company, superior, or co-workers without neglecting

the values of truth.

• Strive to provide the best in carrying out duties according

to their competence.

• Always strive to put forward ideas, methodologies, or

changes of something new and original that aims to

provide added value to the Company.

excel

Perform the very best in all business management aspects.

environment

Anticipate current and future development of business

environment to enable the Company to grow and develop.

International

Realize a commitment to apply the highest and international

standards of civil aviation services.


Tujuan

Dalam rangka mewujudkan Visi Misi Perusahaan, Angkasa

Pura II telah menetapkan Tujuan Perusahaan. Tujuan

Perusahaan tersebut antara lain:

• Menjalankan dan mendukung kebijakan dan program

perusahaan dalam segmen ekonomi dan pembangunan;

• Mengumpulkan keuntungan bagi perusahaan dengan

menjalankan bisnis kebandarudaraan yang sesuai

dengan asas-asas perusahaan.

sasaran perusahaan

Angkasa Pura II telah menetapkan sasaran perusahaan dalam

rangka mensukseskan Tujuan Perusahaan sebagai berikut:

• Tercapainya pengembangan kegiatan bisnis yang menjadi

fokus Angkasa Pura II serta peningkatan produktivitas

kegiatan usaha Angkasa Pura II;

• Tercapainya kepuasan pengguna jasa melalui pelayanan

prima yang didukung dengan jaminan Service Level

Agreement (SLA) dan Service Level Guarantee (SLG) serta

ketersediaan sarana dan prasarana yang dibutuhkan

pengguna jasa;

• TerseIenggaranya perbaikan berkeIanjutan dalam proses

bisnis yang berlandaskan mutu dan sesuai dengan

harapan pengguna jasa;

• Terciptanya pengembangan leadership system untuk

mewujudkan efektifitas kepemimpinan sebagai role

model;

• Terwujudnya organisasi yang sesuai dengan fungsi

pengelolaan bisnis bandara dan didukung oleh SDM

yang berkinerja tinggi dan kompeten sesuai fokus bisnis

Angkasa Pura II;

• TerjaIinnya integrasi jaringan/networking antar instansi

dan bandara lainnya.

objectives

In order to realize the Company’s Vision and Mission, Angkasa

Pura II has set the Company’s Objectives, among others:

• Run and support the Company’s policies and programs

in the segment of economy and development;

• Collect profits for the Company by running airport affairs

business in accordance with the Company’s principles.

Targets

Angkasa Pura II has set the Company’s targets in order to

succeed the Company’s Objectives as follows:

• The achievement of business activities development that

becomes the focus of Angkasa Pura II and increased

business activities productivity of Angkasa Pura II;

• The achievement of service user satisfaction through

excellent service which is supported by the guarantee

of Service Level Agreement (SLA) and Service Level

Guarantee (SLG) as well as the availability of facilities and

infrastructure needed by the service users;

• Implementation of sustainable improvement in business

processes based on quality and in line with expectations

of service users;

• Creation of leadership system development to realize

the effectiveness of leadership as a role model;

• Realization of organization in accordance with the

airport business management function and supported

by high-performance and competent HR in line with the

business focus of Angkasa Pura II;

• Establishment of network integration/networking

between other institutions and airports.

tujuan, sasarandan strategi perusahaanObjectives, Targets and Strategies of The Company


strategi perusahaan

Dalam rangka menunjang tercapainya sasaran perusahaan,

Angkasa Pura II telah menetapkan strategi pengembangan

bisnis perusahaan yang mencakup antara lain:

Corporate strategy

In order to support the achievement of corporate strategy,

Angkasa Pura II has set the Company’s business development

strategy which includes, among others:

Business Focus, yaitu:

• Memacu peningkatan pendapatan;

• Mengendalikan biaya dan meningkatkan daya serap

investasi;

• Melakukan intensifikasi bidang usaha;

• Mewujudkan segmentasi dan optimalisasi usaha.

Customer service & Care, yaitu:

• Memenuhi standar Level of Service (safety, security &

services);

• Menerapkan Service Level Agreement dan Service Level

Guarantee;

• Memenuhi ketersediaan kapasitas pelayanan.

Business Focus, i.e:

• Drive growth in revenues;

• Control cost and improve the investment absorption

rate;

• Itensify business lines;

• Achieve business segmentation and optimization.

Customer service & Care, i.e.:

• Fulfill the Level of Service standards (safety, security &

services);

• Implement Service Level Agreement and Service Level

Guarantee;

• Fulfill the availability of service capacity.


operations excellence, yaitu:

• Regulatory compliance;

• Mengembangkan Total Airport Management System;

• Mengembangkan sistem dan prosedur.

Leadership effectiveness, yaitu:

• Melakukan penyelarasan Visi, Misi, dan sasaran jangka

panjang;

• Menerapkan performance excellence criteria.

HR effectiveness, yaitu:

• Melakukan evaluasi dan perbaikan sistem manajemen

Sumber Daya Manusia;

• Mengembangkan HR Plan & Roadmap Sumber Daya

Manusia;

• Pendidikan dan pelatihan;

• Memperbaiki sistem penilaian kinerja karyawan.

Total Logistic Network, yaitu:

• Membangun aliansi strategis dengan mitra kerja dan

mitra usaha dalam rangka mewujudkan biaya transportasi

yang kompetitif dan efisien;

• Membangun kerjasama dalam penyediaan jaringan

komunikasi, duty free, fuel supply, power supply.

operations excellence, i.e.:

• Regulatory compliance;

• Develop Total Airport Management System;

• Develop systems and procedures.

Leadership effectiveness, i.e.:

• Perform a synchronization of Vision, Mission, and long

term targets;

• Implement performance excellence criteria.

HR effectiveness, i.e.:

• Perform evaluation and improvement of Human

Resources management system;

• Develop HR Plans & HR Roadmap;

• Education & training;

• Improve employee performance appraisal system.

Total Logistic Network, i.e.:

• Establish strategic alliances with partners and business

partners in order to realize competitive and efficient

transportation cost;

• Develop cooperation in the provision of communication

networks, duty free, fuel supply, power supply.










Sesuai dengan Surat Keputusan Nomor:

PD.01.01/07/2015/0026 Tentang Perubahan Atas Peraturan

Direksi Nomor PD.01.01/04/2015/0012 tentang organisasi

dan tata kerja PT Angkasa Pura II (Persero) maka struktur

organisasi PT Angkasa Pura II (Persero) adalah sebagaimana

bagan di bawah ini :

In accordance with the Decree No:

PD.01.01/07/2015/0026 on Amendment of the Board

of Directors Regulation No: PD.01/01/04/2015/0012 on

organization and work procedures of PT Angkasa Pura II

(Persero), then the organization structure of PT Angkasa Pura

II (Persero) is as the chart below:

strukturorganisasiOrganization Structure


Susunan Dewan Komisaris per 31 Desember 2015 sebagai berikut:

As of December 31st, 2015, the Board of Commissioners composition is as follows:

Susunan Direksi per 31 Desember 2015 sebagai berikut:

As of December 31st, 2015, the Board of Directors composition is as follows:

Informasi detail mengenai Profil Dewan Komisaris Angkasa Pura II dapat dilihat di Bagian Profil Dewan Komisaris yang

terdapat dalam Bab Laporan Dewan Komisaris dan Direksi.

Detail information on the Board of Commissioners Profile of Angkasa Pura II can be found in the Board of

Commissioners Profile Section contained in the Management Report Chapter

Informasi detail mengenai Profil Direksi Angkasa Pura II dapat dilihat di Bagian Profil Direksi yang terdapat dalam Bab

Laporan Dewan Komisaris dan Direksi.

Detail information on the Board of Directors Profile of Angkasa Pura II can be found in the Board of Directors Profile

Section contained in the Management Report Chapter.

profildewan komisarisBoard of Commissioners Profile

profildireksiBoard of Directors Profile

NamaName

JabatanPosition

Rhenald Kasali Komisaris Utama President Commissioner

Santoso Eddy Wibowo Komisaris Commissioner

W. Budi Santoso Komisaris Commissioner

Wahyu Kuncoro Komisaris Commissioner

Iswan Elmi Komisaris Commissioner

Harpin Ondeh Komisaris Commissioner

NamaName

JabatanPosition

Budi Karya Sumadi President Director

Djoko Murjatmodjo Director of Operations & Engineering

Daan Achmad Director of Human Capital, General Affairs & IT

Andra Y Agussalam Director of Finance

Faik Fahmi Director of Commercial & Business Development

Ituk Herarindri Director of Airport Service & Facility


profil pejabatsatu level di bawah direksiProfile of Officials One Level Below the Board of Directors

NoNamaName

ProfilProfile

1 Zulfahmi

Lahir di Belawan pada tanggal 15 November 1962. Menamatkan S1 Ekonomi Manajemen

dari Universitas Islam Syekh Yusuf. Memiliki masa kerja di Angkasa Pura II selama 29 tahun 7

bulan.

Born in Belawan on November 15th, 1962. Completed Bachelor degree from Universitas

Islam Syekh Yusuf. With tenure in Angkasa Pura II for 29 years and 7 months. Served since

April 2015-December 2015.

• General Manager Sultan Mahmud Badaruddin II (Agustus 2014 – Maret 2015).

• Senior General Manager Bandara Internasional Soekarno-Hatta (April 2015 – Desember 2015).

2Iwan

Khrishadianto

Lahir di Bandung pada tanggal 13 Mei 1961. Menamatkan pendidikan dari SESKOAU. Memiliki

masa kerja di Angkasa Pura II selama 2 tahun 9 bulan.

Born in Bandung on May 13th, 1961. Completed education from SESKOAU With tenure in

Angkasa Pura II for 2 years and 9 months. Served since August 2012-December 2015.

• General Manager Bandara Halim Perdanakusuma (Agustus 2012 – Desember 2015).

3 Yayan Hendrayani

Lahir di Tangerang pada tanggal 22 Januari 1968. Menamatkan Magister Administrasi Bisnis

dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 25 tahun 3 bulan.

Born in Tangerang on January 22nd, 1968. Completed Master degree Business

Administration from ITB Bandung. With tenure in Angkasa Pura II for 25 years and 3 months.

Served since May 2012-June 2015.

• General Manager Bandara Internasional Husein Sastranegara (Mei 2012 – Juni 2015).

• General Manager Bandara Internasional Minangkabau (Juni 2015 – Desember 2015).

4 Dorma Manalu

Lahir di Dolok Sanggul pada tanggal 16 April 1965. Menamatkan pendidikan S1 Publisistik dari

IISIP – Jakarta Memiliki masa kerja di Angkasa Pura II selama 29 tahun 7 bulan.

Born in Dolok Sanggul on April 16th, 1965. Completed Bachelor degree from IISI Jakarta.

With tenure in Angkasa Pura II for 29 years and 7 months. Served since June 2015 -

December 2015.

• General Manager Bandara Internasional Husein Sastranegara (Juni 2015 – Desember

2015).

5 Slamet Samiaji

Lahir di Semarang pada tanggal 5 Juni 1961. Menamatkan S1 Teknik Informatika dari STMIK –

Jakarta. Memiliki masa kerja di Angkasa Pura II selama 34 tahun 2 bulan.

Born in Semarang on June 5th, 1961. Completed Bachelor degree from STMIK Jakarta. With

tenure in Angkasa Pura II for 34 years and 2 months. Served since June 2014-March 2015.

• General Manager Bandara Depati Amir (Juni 2014 – Maret 2015).

• General Manager Bandara Internasional Sultan Syarif Kasim II (April 2015).

6 Eko Prihadi

Lahir di Surabaya pada tanggal 3 September 1969. Menamatkan S2 Manajemen -

Enterpreneurship dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 17 tahun

10 bulan.

Born in Surabaya on September 3rd, 1969. Completed Master’s degree from ITB

Bandung. With tenure in Angkasa Pura II for 17 years and 10 months. Served since April

2015-December 2015.

• General Manager Bandara Depati Amir (April 2015 – Desember 2015).


7 Dani Indra Iriawan

Lahir di Jayapura pada tanggal 4 september 1969. Menamatkan S1 Hukum dari UNIS –

Tangerang. Memiliki masa kerja di Angkasa Pura II selama 23 tahun 11 bulan.

Born in Jayapura on September 4th, 1969. Completed Bachelor degree from UNIS

Tangerang. With tenure in Angkasa Pura II for 23 years and 11 months. Served since April

2015-October 2015.

• General Manager Bandara Internasional Sultan Syarif Kasim II (April 2015 – Oktober 2015).

• General Manager Bandara Internasional Kualanamu (Oktober 2015 – Desember 2015).

8Jaya Tahoma

Sirait

Lahir di Lumban Julu pada tanggal 10 Agustus 1964. Menamatkan S2 Magister Manajemen

dari Universitas Gajah Mada. Memiliki masa kerja di Angkasa Pura II selama 30 tahun 9 bulan.

Born in Lumban Julu on August 10th, 1964. Completed Master’s degree from Universitas

Gadjah Mada. With tenure in Angkasa Pura II for 30 years and 9 months. Served since

November 2015-December 2015.

• General Manager Bandara Internasional Kualanamu (Januari 2015 – Oktober 2015).

• General Manager Bandara Internasional Sultan Syarif Kasim II (November 2015 –

Desember 2015).

9 Iskandar

Lahir di Palembang pada tanggal 30 Januari 1962. Menamatkan D IV Pemanduan Lalu Lintas

Udara dari STPI. Memiliki masa kerja di Angkasa Pura II selama 21 tahun 9 bulan.

Born in Palembang on January 30th, 1962. Completed Diploma IV degree from STPI. With

tenure in Angkasa Pura II for 21 years and 9 months. Served since April 2014-December

2015.

• General Manager Bandara Sultan Mahmud Badaruddin II (April 2014 – Desember 2015).

10 Tamzil

Lahir di Palembang pada tanggal 13 November 1962. Menamatkan pendidikan S1 Teknik

Listrik dari Universitas Tridinanti. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 9

bulan.

Born in Palembang on November 13th, 1962. Completed Bachelor degree from Universitas

Tridinanti. With tenure in Angkasa Pura II for 24 years and 9 months. Served since April

2014-November 2015.

• General Manager Bandara Sultan Thaha (April 2014 – November 2015).

11 Achmad Syahir

Lahir di Ambon pada tanggal 10 November 1976. Menamatkan pendidikan S1 Hukum dari

Universitas Islam Bandung. Memiliki masa kerja di Angkasa Pura II selama 8 tahun 3 bulan.

Born in Ambon on November 10th, 1976. Completed Bachelor degree from Universitas Islam

Bandung. With tenure in Angkasa Pura II for 8 years and 3 months. Served since November

2015-December 2015.

• General Manager Bandara Sultan Thaha (November 2015 – Desember 2015).

12 Asep Supriatna

Lahir di Bandung pada tanggal 24 Februari 1961. Menamatkan S1 Ekonomi dari. Memiliki


Born in Bandung on February 24th, 1961. Completed Bachelor degree. With tenure in

Angkasa Pura II for 21 years and 9 months. Served since August 2014-June 2015.

• General Manager Bandara Internasional Minangkabau (Agustus 2014 – Juni 2015)

13 Joko Sudarmanto

Lahir di Cimahi pada tanggal 17 November 1961. Menamatkan D IV Pemanduan Lalu Lintas

Udara dari STPI. Memiliki masa kerja di Angkasa Pura II selama 21 tahun 9 bulan.

Born in Cimahi on November 17th, 1961. Completed Diploma IV degree from STPI. With

tenure in Angkasa Pura II for 21 years and 9 months. Served since June 2014.

• General Manager Bandara Internasional Sultan Iskandar Muda (Juni 2014).


14Muh. Suriawan

Wakan

Lahir di Jakarta pada tanggal 21 April 1970. Menamatkan S1 Teknik Elektro dari Universitas

Mercu Buana. Memiliki masa kerja di Angkasa Pura II selama 21 tahun 2 bulan.

Born in Jakarta on April 21st, 1970. Completed Bachelor degree from Universitas Mercu

Buana. With tenure in Angkasa Pura II for 21 years and 2 months. Served since June

2013-January 2015.

• General Manager Bandara Raja Haji Fisabilillah (Juni 2013 – Januari 2015).

15 Surahmat

Lahir di Jakarta pada tanggal 10 Oktober 1965. Menamatkan pendidikan S1 Hukum dari UNIS

– Tangerang. Memiliki masa kerja di Angkasa Pura II selama 30 tahun 2 bulan.

Born in Jakarta on October 10th, 1965. Completed Bachelor degree from UNIS

Tangerang. With tenure in Angkasa Pura II for 30 years and 2 months. Served since July

2015-December 2015.

• General Manager Bandara Raja Haji Fisabilillah (Juli 2015 – Desember 2015).

16Chandra Dista

Wiradi

Lahir di Langsa pada tanggal 21 Agustus 1970. Menamatkan pendidikan S2 Magister Administrasi

Bisnis dari ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 16 tahun 1 bulan.

Born in Langsa on August 21st, 1970. Completed Master’s degree from ITB Bandung. With

tenure in Angkasa Pura II for 16 years and 1 month. Served since November 2012-July 2015.

• General Manager Bandara Internasional Supadio (November 2012 – Juli 2015).

17 Bayuh Iswantoro

Lahir di Jakarta pada tanggal 25 Juli 1969. Menamatkan S1 Ekonomi Manajemen dari

Universitas Surapati. Memiliki masa kerja di Angkasa Pura II selama 2 tahun 3 bulan.

Born in Jakarta on July 25th, 1969. Completed Bachelor degree from Universitas Surapati. With

tenure in Angkasa Pura II for 2 years and 3 months. Served since July 2015-December 2015.

• General Manager Bandara Internasional Supadio (Juli 2015 – Desember 2015).

18 Daryanto

Lahir di Jakarta pada tanggal 14 Maret 1962. Menamatkan pendidikan S1 Ekonomi Manajemen

dari Universitas Terbuka. Memiliki masa kerja di Angkasa Pura II selama 30 tahun 9 bulan.

Born in Jakarta on March 14th, 1962. Completed Bachelor degree from Universitas

Terbuka. With tenure in Angkasa Pura II for 30 years and 9 months. Served since June

2015-December 2015.

• Head of Internal Auditor (Juni 2015 – Desember 2015).

19 Agus Haryadi

Lahir di Jakarta pada tanggal 14 Maret 1962. Menamatkan S2 Magister Administrasi Bisnis dari

ITB Bandung. Memiliki masa kerja di Angkasa Pura II selama 23 tahun 11 bulan.

Born in Jakarta on March 14th, 1962. Completed Master degree from ITB Bandung. With

tenure in Angkasa Pura II for 23 years and 11 months. Served since June 2015-December 2015.

• Head of Corporate Secretary & Legal (Menjabat sejak Juni 2015 – Desember 2015).

20 Muhamad Wasid

Lahir di Lebak pada tanggal 14 April 1970. Menamatkan S2 Magister Administrasi Bisnis dari


Born in Lebak on April 14th, 1970. Completed Master degree from ITB Bandung. With tenure

in Angkasa Pura II for 2 years and 3 months. Served since June 2015-December 2015.

• Head of Risk Management & Compliance (Juni 2015 – Desember 2015).

21 Arif Darmawan

Lahir di Jakarta pada tanggal 10 Februari 1964. Menamatkan S2 Magister Manajemen dari

Universitas Gajah Mada. Memiliki masa kerja di Angkasa Pura II selama 30 tahun 9 bulan.

Born in Jakarta on February 10th, 1964. Completed Master degree from Universitas

Gadjah Mada. With tenure in Angkasa Pura II for 30 years and 9 months. Served since June

2015-December 2015.

• General Manager Bandara Internasional Sultan Syarif Kasim II (April 2014 – Maret 2015).

• Head of Corporate Strategic Planning & Performance Management (Juni 2015 –

Desember 2015).










22 Agus Herlambang

Lahir di Jakarta pada tanggal 7 Agustus 1964. Menamatkan S2 Magister Hukum dari

Universitas Gajah Mada. Memiliki masa kerja di Angkasa Pura II selama 29 tahun 7 bulan.

Born in Jakarta on August 7th, 1964. Completed Master degree from Universitas Gadjah

Mada. With tenure in Angkasa Pura II for 29 years and 7 months. Served since June

2015-December 2015.

• Head of Procurement (Juni 2015 – Desember 2015).

23 Ruchyana

Lahir di Tangerang pada tanggal 7 Juni 1963. Menamatkan D III POBU dari STPI. Memiliki


Born in Tangerang on June 7th, 1963. Completed Diploma degree from STPI. With tenure in

Angkasa Pura II for 30 years and 9 months. Served since June 2015-December 2015.

• VP of Airport Operation (Juni 2015 – Desember 2015).

24 Agus Wialdi

Lahir di Bukittinggi pada tanggal 11 Juni 1968. Menamatkan S2 Magister Administrasi Bisnis


Born in Bukittinggi on June 11th, 1968. Completed Master degree from ITB Bandung. With

tenure in Angkasa Pura II for 16 years and 1 month. Served since June 2015-December 2015.

• VP of Civil Engineering (Juni 2015 – Desember 2015).

25Muhammad Putra

Pariadi

Lahir di Mataram pada tanggal 2 November 1967. Menamatkan S2 Manajemen SDM dari

Universitas Riau. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 8 bulan.

Born in Mataram on November 2nd, 1967. Completed Master degree from Universitas

Riau. With tenure in Angkasa Pura II for 24 years and 8 months. Served since June

2015-December 2015.

• VP of Electronical & Mechanical Engineering (Juni 2015 – Desember 2015).

26 Achmad Rifai

Lahir di Tanjung Uban pada tanggal 2 April 1969. Menamatkan S1 Ekonomi Manajemen dari

Universitas Al Azhar Medan. Memiliki masa kerja di Angkasa Pura II selama 1 tahun 3 bulan.

Born in Tanjung Uban on April 2nd, 1969. Completed Bachelor degree from Universitas Al

Azhar Medan. With tenure in Angkasa Pura II for 1 year and 3 months. Served since June

2015-December 2015.

• VP of Airport Safety (Juni 2015 – Desember 2015).

27Eka Maria

Karmawaty

Lahir di Tangerang pada tanggal 9 September 1962. Menamatkan S1 Teknik Elektro dari

Universitas Mercubuana. Memiliki masa kerja di Angkasa Pura II selama 30 tahun 9 bulan.

Born in Tangerang on September 9th, 1962. Completed Bachelor degree from Universitas

Mercu Buana With tenure in Angkasa Pura II for 30 years and 9 months. Served since June

2015-December 2015.

• VP of Airport Services (Juni 2015 – Desember 2015).

28 Rachmady D

Lahir di Banjarmasin pada tanggal 14 November 1960. Menamatkan S1 Manajemen dari

Universitas Syekh Yusuf. Memiliki masa kerja di Angkasa Pura II selama 30 tahun 9 bulan.

Born in Banjarmasin on November 14th, 1960. Completed Bachelor degree from Universitas

Syekh Yusuf. With tenure in Angkasa Pura II for 30 years and 9 months. Served since June

2015-December 2015.

• VP of Services Assurance (Juni 2015 – Desember 2015).

29 Marzuki Batung

Lahir di Ujung Pandang pada tanggal 5 Maret 1968. Menamatkan S2 Manajemen Operasi dari


Born in Ujung Pandang on March 5th, 1968. Completed Master degree from ITB Bandung. With


• VP of Infrastructure & Facility Maintenance (Juni 2015 – Desember 2015).


30Tommy

Ariesdianto

Lahir di Ujung Pandang pada tanggal 5 Maret 1968. Menamatkan S1 Manajemen Transportasi

Udara dari Sekolah Tinggi Manajemen Transportasi Trisakti. Memiliki masa kerja di Angkasa

Pura II selama 16 tahun 1 bulan.

Born in Ujung Pandang on March 5th, 1968. Completed Bachelor degree from Sekolah

Tinggi Manajemen Transportasi Trisakti. With tenure in Angkasa Pura II for 16 years and 1

month. Served since June 2015-December 2015.

• VP of Aeronautical Business (Juni 2015 – Desember 2015).

31Deni

Krisnowibowo

Lahir di Jakarta pada tanggal 10 April 1970. Menamatkan S2 Magister Manajemen dari

Universitas Gajah Mada. Memiliki masa kerja di Angkasa Pura II selama 24tahun 7 bulan.

Born in Jakarta on April 10th, 1970. Completed Master degree from Universitas Gadjah

Mada With tenure in Angkasa Pura II for 24 years and 7 months. Served since June

2015-December 2015.

• VP of Non Aeronautical Business (Juni 2015 – Desember 2015).

32 Gautsil Madani

Lahir di Jakarta pada tanggal 14 Mei 1974. Menamatkan S2 Magister Manajemen dari

Universitas Indonesia. Memiliki masa kerja di Angkasa Pura II selama 16 tahun 0 bulan.

Born in Jakarta on May 14th, 1974. Completed Master degree from Universitas Indonesia.

With tenure in Angkasa Pura II for 16 years. Served since June 2015-November 2015.

• VP of Marketing & Business Development (Juni 2015 – November 2015).

33 Haris

Lahir di Jakarta pada tanggal 24 Januari 1978. Menamatkan S2 Magister Admnistrasi Bisnis


Born in Jakarta on January 24th, 1978. Completed Master degree from ITB Bandung.

With tenure in Angkasa Pura II for 13 years and 11 month. Served since November

2015-December 2015.

• VP of Marketing & Business Development (November 2015 – Desember 2015).

34 Siswanto

Lahir di Jakarta pada tanggal 21 September 1971. Menamatkan S2 Magister Manajemen dari

Universitas Mercubuana. Memiliki masa kerja di Angkasa Pura II selama 23 tahun 10 bulan.

Born in Jakarta on September 21st, 1971. Completed Master degree from Universitas

Mercubuana. With tenure in Angkasa Pura II for 23 years and 10 month. Served since June

2015-December 2015.

• VP of Cargo Business (Juni 2015 – Desember 2015).

35 Sudarto

Lahir di Jakarta pada tanggal 30 April 1970. Menamatkan S2 Magister Administrasi Bisnis dari


Born in Jakarta on April 30th, 1970. Completed Master degree from ITB Bandung. With

tenure in Angkasa Pura II for 23 years and 10 month. Served since June 2015-August 2015.

• VP of Accounting & Budgeting (Juni 2015 – Agustus 2015).

36Yaya Surya

Sukirman

Lahir di Ciamis pada tanggal 5 Desember 1961. Menamatkan D III Akuntansi dari Akademi

Akuntansi Bandung. Memiliki masa kerja di Angkasa Pura II selama 21 tahun 8 bulan.

Born in Ciamis on December 5th, 1961. Completed Diploma degree from Akademi Akuntansi

Bandung. With tenure in Angkasa Pura II for 21 years and 8 month. Served since September

2015-December 2015.

• VP of Accounting & Budgeting (September 2015 – Desember 2015).










37 Sri Eviyanti

Lahir di Jakarta pada tanggal 14 November 1959. Menamatkan S1 Manajemen dari Universitas

Nasional Jakarta. Memiliki masa kerja di Angkasa Pura II selama 23 tahun 4 bulan.

Born in Jakarta on November 14th, 1959. Completed Bachelor degree from Universitas

Nasional Jakarta. With tenure in Angkasa Pura II for 23 years and 4 month. Served since June

2015-September 2015.

• VP of Treasury (Juni 2015 – September 2015).

38 Ahmad Tavid

Lahir di Tarutung pada tanggal 17 November 1965. Menamatkan S1 Akuntansi dari Universitas

Ekasakti. Memiliki masa kerja di Angkasa Pura II selama 21 tahun 8 bulan.

Born in Tarutung on November 17th, 1970. Completed Bachelor degree from Universitas

Ekasakti. With tenure in Angkasa Pura II for 21 years and 8 month. Served since June

2015-September 2015.

• VP of Assets Management & Inventory (Juni 2015 – September 2015).

• VP of Treasury (September 2015 – Desember 2015).

39 Supriadi

Lahir di Jakarta pada tanggal 8 April 1965. Menamatkan S1 Ekonomi Keuangan / Perbankan

dari Universitas Borobudur. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 6 bulan.

Born in Jakarta on April 8th, 1965. Completed Bachelor degree from Universitas Borobudur. With

tenure in Angkasa Pura II for 24 years and 6 month. Served since June 2015-September 2015.

• VP of Assets Management & Inventory (September 2015 – Desember 2015).

• VP of Corporate Social Responsibility (Juni 2015 – September 2015).

40 Wandi Anhar

Lahir di Takengon pada tanggal 10 Juli 1963. Menamatkan SMEA dari SMEA Negeri Takengon.

Memiliki masa kerja di Angkasa Pura II selama 24 tahun 10 bulan.

Born in Takengon on July 10th, 1963. Completed High School from SMEA Negeri Takengon.

With tenure in Angkasa Pura II for 24 years and 10 month. Served since September

2015-December 2015.

• VP of Corporate Social Responsibility (September 2015 – Desember 2015).

41 R. Suhartono

Lahir di Kulon Progo pada tanggal 11 November 1964. Menamatkan D III Administrasi dari

STPI. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 6 bulan.

Born in Kulon Progo on November 11th, 1964. Completed Diploma degree from STPI. With


• VP of Human Capital (Juni 2015 – Desember 2015).

42Kistamadji

Meiputra

Lahir di Klaten pada tanggal 29 Mei 1963. Menamatkan S1 Manajemen dari STIE Kusuma

Negara. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 6 bulan.

Born in Klaten on May 29th, 1963. Completed Bachelor degree from STIE Kusuma Negara. With


• VP of Training & Development (Juni 2015 – Desember 2015).

43 Rini Indrawati

Lahir di Malang pada tanggal 2 Juli 1968. Menamatkan S1 Hukum dari Universitas Merdeka

Malang. Memiliki masa kerja di Angkasa Pura II selama 24 tahun 6 bulan.

Born in Malang on July 2nd, 1968. Completed Bachelor degree from Universitas Merdeka

Malang. With tenure in Angkasa Pura II for 24 years and 6 month. Served since June

2015-December 2015.

• VP of General Affairs & Administration (Juni 2015 – Desember 2015).


44 Didi Kristianto

Lahir di Jakarta pada tanggal 8 Maret 1971. Menamatkan S1 Manajemen dari Universitas Islam

As-Syafiiyah.Memiliki masa kerja di Angkasa Pura II selama 23 tahun 10 bulan.

Born in Jakarta on March 8th, 1971. Completed Bachelor degree from Universitas Islam

As-Syafiiyah. With tenure in Angkasa Pura II for 23 years and 10 month. Served since June

2015-December 2015.

• VP of Information Technology (Juni 2015 – Desember 2015).

45 Slamet Priyanto

Lahir di Jakarta pada tanggal 12 April 1972. Menamatkan S1 Manajemen Informatika dari

Universitas Gunadarma. Memiliki masa kerja di Angkasa Pura II selama 23 tahun 10 bulan.

Born in Jakarta on April 12th, 1972. Completed Bachelor degree from Universitas

Gunadarma. With tenure in Angkasa Pura II for 23years and 10 month. Served since Novmber

2012-December 2015.

• Kepala Manajemen Proyek ERP (November 2012 – Desember 2015).

46 Wisnu Rahardjo

Lahir di Blora pada tanggal 19 Agustus 1976. Menamatkan S2 Magister Administrasi Bisnis dari

ITB. Memiliki masa kerja di Angkasa Pura II selama 16 tahun 0 bulan.

Born in Blora on August 19th, 1976. Completed Master’s degree from ITB. With tenure in

Angkasa Pura II for 16 years. Served since April 2015-December 2015.

• Kepala Project Management Unit Pengembangan bandara PT AP II (April 2015 –

Desember 2015).

47 Agung Sedayu

Lahir di Jakarta pada tanggal 22 Mei 1971. Menamatkan S2 Teknik dari Universite De Nantes.

Memiliki masa kerja di Angkasa Pura II selama 23 tahun 10 bulan.

Born in Jakarta on May 22nd, 1971. Completed Master’s degree from Universite De Nantes. With

tenure in Angkasa Pura II for 23 years and 10 month. Served since April 2015-December 2015.

• Kepala Project Management Unit Pengembangan BSH (April 2015 – Desember 2015).










Untuk mendukung pertumbuhan perusahaan yang

berkelanjutan, saat ini Angkasa Pura II berusaha

mengoptimalisasi pendayagunaan SDM yang ada. Jumlah

karyawan tetap pada tahun 2015 mencapai 5546 orang.

Informasi mengenai Sumber Daya Manusia terkait dengan:

1. Jumlah karyawan untuk masing-masing level organisasi

2. Jumlah karyawan untuk masing-masing tingkat

pendidikan

3. Jumlah karyawan berdasarkan status kepegawaian

4. Deskripsi dan pengembangan kompetensi karyawan

yang telah dilakukan dengan mencerminkan adanya

persamaan kesempatan untuk masing-masing level

organisasi

5. Biaya pengembangan kompetensi karyawan yang telah

dikeluarkan

Informasi tersebut dapat dilihat di Bagian Sumber Daya

Manusia.

Kebijakan dalam Kesempatan Kerja

Kebijakan dalam hal kesempatan kerja, baik penempatan

karyawan maupun pengembangan karir karyawan

dituangkan dalam Perjanjian Kerja Bersama (PKB). Angkasa

Pura II melaksanakan pengisian formasi dan pengembangan

karir secara selektif dan terbuka tanpa diskriminasi (gender,

ras, suku, agama), dengan memprioritaskan sumber dari

dalam Perusahaan dengan memperhatikan prestasi kerja,

kemampuan dan kompetensi Karyawan

To support the Company’s sustainable growth, currently,

Angkasa Pura II strives to optimize the utilization of its existing

HR. The number of permanent employees in 2015 amounted

to 5,546 people.

Information on Human Resources related with:

1. Number of employees for each organization level.

2. Number of employees for each education level.

3. Number of employees based on employment status

4. Descriptions and competence development of

employees which have been carried out by reflecting the

equal opportunity for each organization level.

5. Cost of employee competence development that have

been issued.

Such information can be found in the Human Resources

Section.

policies in employment opportunities

Policies in terms of employment opportunities, both

employee placement and career development are set forth

in the Collective Labor Agreement (CLA). Angkasa Pura II

implements filling of information and career development

selectively and openly without discrimination (gender,

race, ethnicity, religion), by prioritizing sources within the

Company with due regard to job performance, abilities and

competence of employees.

profilsumber daya manusiaHuman Resources Profile


strukturgrupGroup Structure

99%

40%

31,25%

0,134%

Terkait dengan Struktur Grup Perusahaan, dapat dijelaskan

sebagai berikut:

• Angkasa Pura II memiliki 1 (satu) Entitas Anak, yakni PT

Angkasa Pura Solusi dengan kepemilikan saham 99,99%.

• Angkasa Pura II memiliki 3 (tiga) Entitas Asosiasi yakni

PT Railink (40%), PT Gapura Angkasa (31,25%) dan PT

Purantara Mitra Angkasa (0,134%).

• Angkasa Pura II tidak memiliki joint venture company.

• Angkasa Pura II tidak memiliki special purpose vehicle

(SPV).

The Company’s Group Structure can be explained as follows:

• Angkasa Pura II has 1 (one) Subsidiary, namely PT

Angkasa Pura Solusi with 99,99% shares ownership.

• Angkasa Pura II has 3 (three) Associates, namely PT

Railink (40%), PT Gapura Angkasa (31,25%) and PT

Purantara Mitra Angkasa (0,134%).

• Angkasa Pura II does not have any joint venture company.

• Angkasa Pura II does not have any special purpose

vehicle (SPV).


Komposisi Kepemilikan Saham Angkasa Pura II 100% dimiliki

oleh Negara Republik Indonesia.

Rincian 20 pemegang saham Terbesar

Pemegang Saham Angkasa Pura II hanya 1 (satu) entitas saja,

yakni Negara Republik Indonesia. Dengan demikian, Negara

Republik Indonesia menjadi Pemegang Saham Terbesar

Angkasa Pura II.

Kepemilikan Saham yang Mencapai 5% Atau Lebih

Per 31 Desember 2015

Kepemilikan saham dewan Komisaris dan direksi

Per 31 Desember 2015 tidak terdapat kepemilikan saham

Dewan Komisaris dan Direksi Angkasa Pura II di Perusahaan.

Shareholders composition of Angkasa Pura II is wholly owned

by the Republic of Indonesia.

details of 20 Largest shareholders

Angkasa Pura II only has 1 (one) shareholders, the Republic of

Indonesia. Therefore, the Republic of Indonesia is the largest

shareholders of Angkasa Pura II.

Shareholders with 5% Ownership or More

As of December 31st, 2015

shares ownership by the board of Commissioners and

board of directors

As of December 31st, 2015, the Board of Commissioners and

Board of Directors of Angkasa Pura II do not have any shares

ownership in the Company.

NamaName

Status PemilikShareholders

Status

Persentase (%)Percentage (%)

Negara Republik

Indonesia

Republic of

Indonesia

Negara Republik

Indonesia

Republic of

Indonesia

100

komposisipemegang sahamShareholders Composition


PerusahaanCompany

Bidang UsahaBusiness Lines

StatusStatus

Komposisi SahamShares Composition

Status OperasiOperating Status

PT Angkasa Pura

Solusi

Airport Consultancy,

Media, Supproting & IT

Entitas

Anak

Subsidiary

• Angkasa Pura II (99,999%)

• Luthfy Edrus (0,0001%)Telah Beroperasi

Has Operated

PT Gapura AngkasaGround Handling &

Warehouse Operator

Entitas

Asosiasi

Associates

• Garuda Indonesia (37,5%)

• Angkasa Pura I (31,25%)


Telah Beroperasi

Has Operated

PT Railink Kereta Api Bandara

Entitas

Asosiasi

Associates

• Kereta Api Indonesia (60%)

• Angkasa Pura II (40%)Telah Beroperasi

Has Operated

PT Purantara Mitra

Angkasa DuaInflight Catering

Entitas

Asosiasi

Associates

• Purantara Mitra Angkasa (0,949%)


• Cardig International (0,267%)

• Cardig Aero Services Tbk (98,65%)

• Devro Group Limited (0,00%)

Telah Beroperasi

Has Operated

daftar entitas anak/entitas asosiasiList of Subsidiaries/Associates

Per 31 Desember 2015, Angkasa Pura II memiliki 1 (satu)

Entitas Anak dan 3 (tiga) Entitas Asosiasi sebagai berikut:

As of December 31st, 2015, Angkasa Pura II has 1 (one)

Subsidiary and 3 (three) Associates as follows:


kronologispencatatan sahamChronology of Share Listing

kronologispencatatan efek lainnyaChronology of Other Securities

Angkasa Pura II per 31 Desember 2015 merupakan salah

satu BUMN non listed atau belum mencatatkan saham di

Bursa Efek Indonesia sehingga tidak terdapat informasi

mengenai kronologis pencatatan saham, corporate action,

perubahan jumlah saham dan nama bursa dimana saham

perusahaan dicatatkan

Angkasa Pura II per 31 Desember 2015 tidak menerbitkan

efek dalam bentuk apapun sehingga tidak terdapat

informasi mengenai kronologis pencatatan efek lainnya,

corporate action, perubahan jumlah efek lainnya, nama

Bursa dimana efek lainnya dicatatkan, serta peringkat efek.

As of December 31st, 2015, Angkasa Pura II is one of the

non-listed SOEs or has not listed its shares on the Indonesia

Stock Exchange so there is no information about the

chronology of shares listing, corporate action, changes in

the number of shares and name of the exchange where the

company shares listed.

As of December 31st, 2015, Angkasa Pura II does not issue

securities in any form so there is no information about the

chronology of other securities, corporate action, changes in

the number of other securities, name of the Exchange where

the other securities were listed, as well as securities rating.


lembaga dan profesi penunjang perusahaanSupporting Professionals

biro Administrasi efek

Angkasa Pura II tidak memiliki Biro Administrasi Efek

dikarenakan Angkasa Pura II tidak menerbitkan saham di

Bursa Efek manapun.

perusahaan pemeringkat efek

Angkasa Pura II tidak memiliki Perusahaan Pemeringkat Efek

dikarenakan Angkasa Pura II tidak menerbitkan saham/efek di

Bursa Efek manapun.

Kantor Akuntan publik

Kantor Akuntan publik purwanto, sungkoro & surja

Gedung Bursa Efek Indonesia, Tower 2 Lantai 7

Jl. Jend. Sudirman Kav.52-53

Jakarta 12190

Notaris

Kantor Notaris maya Veronica, sH.,m.Kn.

Jl. Kelapa Puan Raya Blok AD 14 No.6

Gading Serpong, Kab. Tangerang

Telp (021) 99480479/Fax.5476693

Konsultan Hukum

LQQ media Law offices

Citylofts Sudirman Suite 10.21 Jl. KH. Mas Mansyur No.121

Jakarta Pusat

Telp: (021) 25556717

sIp Law Firm

No. 7 Building, Jl. Buncit Raya No 7, Jakarta Selatan 12760

Telp: (021) 7997973

bahar & partners

Menara Prima, 18th Floor Jl. DR. Ide Anak Agung Gde Agung

Blok 6.2 Kawasan Mega Kuningan, Jakarta Selatan 12950

Telp: (021) 5794788

share Registrar

Angkasa Pura II does not have a Share Registrar because

Angkasa Pura II does not issue any shares in any Stock

Exchange.

securities Rating Company

Angkasa Pura II does not have Securities Rating Company

because Angkasa Pura II does not issue shares/securities in

any stock exchange.

public Accounting Firm

Kantor Akuntan publik purwanto, sungkoro & surja

Gedung Bursa Efek Indonesia, Tower 2 Lantai 7

Jl. Jend. Sudirman Kav.52-53

Jakarta 12190

Notary

Notary office maya Veronica, sH.,m.Kn.

Jl. Kelapa Puan Raya Blok AD 14 No.6

Gading Serpong, Kab. Tangerang

Telp (021) 99480479/Fax.5476693

Legal Consultant

LQQ media Law offices

Citylofts Sudirman Suite 10.21 Jl. KH. Mas Mansyur No.121

Jakarta Pusat

Telp: (021) 25556717

sIp Law Firm

No. 7 Building, Jl. Buncit Raya No 7, Jakarta Selatan 12760

Telp: (021) 7997973

bahar & partners

Menara Prima, 18th Floor Jl. DR. Ide Anak Agung Gde Agung

Blok 6.2 Kawasan Mega Kuningan, Jakarta Selatan 12950

Telp: (021) 57947880


22 mei 2015 | may 22nd, 2015

Juara services Quality

services Quality Award Winner

Bandara Internasional Soekarno Hatta mendapatkan Juara

Service Quality Award untuk kategori Domestic Airport. Bandara

Internasional Kualanamu Juara Service Quality Award untuk

kategori Internasional dan Domestic Airport.

Soekarno-Hatta International Airport won the Service Quality

Award for the category of Domestic Airport. Kualanamu

International Airport won the Service Quality Award for the

category of International and Domestic Airport.

30 Juni 2015 | June 30th, 2015

sertifikasi Lembaga penyelenggara pendidikan dan pelatihan

Certification of Approved Training Institution

Sertifikasi Direktorat Jenderal Perhubungan Udara Kementerian

Perhubungan tentang Lembaga Penyelenggara Pendidikan &

Pelatihan Personel PKPPK & Salvage.

Approved Training Institution Certificate of RFFS and Salvage

Personnel from Ministry of Transportation Directorate General of

Civil Aviation.

22 september 2015 | september 22nd, 2015

Juara II Annual Report Award 2014

2nd place Category of soe Non Listed Non Finance, Annual

Report Award

Angkasa Pura II mendapatkan peringkat ke 2 kategori BUMN Non

Keuangan - Non Listed dalam Kegiatan Penghargaan Laporan

Tahunan 2014 yang diselenggarakan di Jakarta, 22 September

2015 oleh Otoritas Jasa Keuangan. Peserta yang mengikuti

kegiatan tersebut berjumlah 34 Perserta. Adapun kategori

peringkat umum yang diduduki oleh PT Angkasa Pura II (Persero)

yaitu pada peringkat ke-20 dari 276 peserta.

Angkasa Pura II awarded 2nd place in the category of Non-Financial,

Non-Listed SOEs in the Event of 2014 Annual Report Award held in

Jakarta, September 22nd, 2015 by the Financial Services Authority.

Participants who followed these activities amounted to 34

Participants. Categories of general rankings occupied by PT

Angkasa Pura II (Persero) is the 20th place of 276 participants.

penghargaandan sertifikasiAward and Certification


08 oktober 2015 | october 8th, 2015

Juara Toilet bersih: sapta pesona

sapta pesona Clean Toilet Award from ministry of Tourism

Angkasa Pura II mendapat 9 gelar juara dalam acara Sapta Pesona

yang diselenggarakan oleh Kementerian Pariwisata RI.

Angkasa Pura II received 9 titles in Sapta Pesona event organized

by the Ministry of Tourism of Indonesia.

Juara 1 / 1st Place : Soekarno - Hatta

Juara 3 / 3rd Place : Kualanamu

Juara 4 / 4th Place : Raja Haji Fisabilillah

Juara 5 / 5th Place : Sultan Syarif Kasim II

Juara 6 / 6th Place : Sultan Mahmud Badaruddin II

Juara 8 / 8th Place : Sultan Iskandar Muda

Juara 9 / 9th Place : Halim Perdana Kusuma Juara

Juara 13 / 13th Place : Supadio

Juara 14 / 14th Place : Minangkabau

22 oktober 2015 | october 22nd, 2015

Juara social media Award

social media Award Winner

Bandara Soekarno-Hatta mendapatkan penghargaan Social Media

Award 2015 untuk kategori “Airport”.

Soekarno-Hatta Airport was awarded in the 2015 Social Media

Award for the category of “Airport”.

17 November 2015 | November 17th, 2015

bandara Award 2015

Merupakan ajang penghargaan yang diadakan oleh majalah

bandara, diberikan kepada :

• Bandara Terbaik (Best Airport), Bandara Sultan Syarif Kasim II -

Pekan Baru;

• Runner Up I, Bandara Raja Haji Fisabillilah - Tanjung Pinang;

• Runner Up II, Bandara Sultan Mahmud Badaruddin II –

Palembang

An award event Held by airport magazine were given to:

• Best Airport, Sultan Syarif Kasim II - Pekan Baru;

• Runner Up, Raja Haji Fisabillilah - Tanjung Pinang;

• Runner Up II, Sultan Mahmud Badaruddin II Airport -

Palembang










alamat kantor pusat,kantor cabang & entitas anakAddress of Head Office, Branch Offices & Subsidiaries

KANToR pUsAT

Head office

soekarno-Hatta International Airport

Building 600, PO BOX 1001/BUSH

Jakarta 19120

Tel : (62-21) 550 5079, 550 5021

Fax : (62-21) 550 2141


CAbANg

branch

Jakarta International Airport soekarno-Hatta

Building 601, PO Box 1001/BUSH

Jakarta 19120

Tel : (62-21) 550 7300

Fax : (62-21) 550 6823

E-mail : [email protected]

Halim perdanakusuma Airport

Terminal Building, 2nd Floor Jakarta 13610

Tel : (62-21) 809 1108

Fax : (62-21) 809 3351


Husein sastranegara Airport

Husein Sastranegara Airport

Bandung 40001

Tel : (62-22) 604 1222

Fax : (62-22) 603 3971


sultan Iskandar muda Airport

Sultan Iskandar Muda Airport

Banda Aceh 23372

Tel : (62-651) 213 41

Fax : (62-651) 635 352


sultan mahmud badaruddin II Airport

Sultan Mahmud Badaruddin II Airport

Palembang 30761

Tel : (62-711) 411 778

Fax : (62-711) 411 840

E-mail : ap2_plm@angkasapura2. co.id

supadio Airport

Supadio Airport

Pontianak 78381

Tel : (62-561) 721 560

Fax : (62-561) 721 212


sultan Thaha Airport

Sultan Thaha Airport, Jambi

Tel : (62-741) 572 344

Fax : (62-741) 572 244

silangit Airport

Jl. Raya Muara No.01, Siborong-borong

Kabupaten Tapanuli Utara – Sumatera Utara 22747

Tel : (62-633) 41920

Fax : (62-633) 41920

eNTITAs ANAK

subsidiaries

pT gapura Angkasa

Gedung Sarana Penjaminan Lt. 3 & 3A

Jl. Angkasa Blok B-9 Kav. 6 Kota Baru,

Bandar Kemayoran Jakarta-10720

Tel : (62-21) 6545410

Fax : (62-21) 654 5408

pT Railink

Gedung Kereta Api Lt.1

Jl. Juanda 1B Jakarta Pusat

Tel : (62-21) 350 2963

Fax : (62-21) 350 3235

pT Angkasa pura solusi

Terminal F. Arrival Hall, Room F9P67

Soekarno-Hatta Airport Jakarta 19120

Tel : (62-21) 550 5117

Fax : (62-21) 550 3093

pT purantara mitra Angkasa dua

Purantara Building

Bandar Udara Soekarno-Hatta

Tangerang 15000

Tel : (62-21) 5591 5001

Fax : (62-21) 550 0826


informasi padawebsite perusahaanInformation on Company’s Website

Perusahaan menyediakan informasi pada website Perusahaan

di www.angkasapura2.co.id Menu yang terdapat dalam

website Perusahaan mencakup:

Perusahaan memperbarui secara berkala informasi yang

terdapat dalam website www.angkasapura2.co.id

The Company periodically update the information contained

in its website: www.angkasapura2.co.id.

Tentang KamiAbout Us

Bisnis KamiOur Business

ManajemenManagement

InformasiInformation

Menu yang terdapat pada

Tentang Kami mencakup:

Menu contained in About Us

Include:

• Sejarah

History

• VisidanMisi

Vision and Mission

• DewanDireksi

Board of Directors

• DewanKomisaris

Board of Commissioners

• StrukturOrganisasi

Structure Organization

• TataKelolaPerusahaan

Corporate Governance

• CSR

• PKBL

Partnership and

Community Development

Program

• JejakLangkah

Milestones

• Penghargaan

Awards


Bisnis Kami mencakup:

Menu contained in Our

Business include:

• Pelelangan

Procurement

• PeluangUsaha

Business Opportunity

• JasaKebandarudaraan

Aviation Business

• Kargo

Cargo

• BandaraKami

Our Airports


Manajemen mencakup:

Menu contained in

Management include:

• LaporanTahunan

Annual Report

• LaporanPKBL

PKBL Report

• PerjanjianKerjaBersama

Collective Agreement

• DokumendanRegulasi

Documents and

Regulations


Informasi mencakup:

Menu contained in

Information include:

• SiaranPers

Press Release

Annoucements

• Pengumuman

Annoucement

• Berita

News

• Kontak

Contact

• BukuTamu

Guest Book

• AplikasiMobile

Mobile Application

• Karir

Career

• InformasiLaluLintas

Traffic Information

The Company provides information on its website: www.

angkasapura2.co.id Menu contained in the Company’s

website include:

139

beyondchallengepengembangansumber daya manusiaHuman Resources Development


laporansumber daya manusiaHuman Resources Report

Angkasa Pura II memandang Sumber Daya Manusia (SDM)

adalah salah satu pemangku kepentingan yang memiliki peran

kunci bagi kesuksesan dan keberlanjutan Perusahaan dan

memandang SDM sebagai mitra strategis dalam menjalankan

usaha. Oleh karenanya Angkasa Pura II senantiasa berupaya

mengelola dan meningkatkan kompetensi serta menciptakan

lingkungan kerja kondusif untuk memastikan kinerja SDM

yang optimal, efisien dan produktif

Angkasa Pura II memandang Sumber daya manusia (SDM)

atau Insan Angkasa Pura II merupakan salah satu pemangku

kepentingan dengan kedudukan sentral sebagai ujung tombak

dan penentu keberhasilan Perusahaan dalam mewujudkan visi

dan melaksanakan misinya. Angkasa Pura II juga memandang

SDM sebagai partner usaha yang strategis dalam menjalankan

bisnis Perusahaan. Kehadiran karyawan yang profesional,

berkompeten, berdedikasi dan berintegritas akan membuat

Perusahaan memiliki dasar yang kuat untuk terus tumbuh

dan berkembang mencapai tujuannya. Dengan memahami

kedua kepentingan tersebut, Angkasa Pura II mengelola

SDM dengan fokus pada peningkatan kompetensi sekaligus

berupaya keras memenuhi seluruh harapan karyawan.

Angkasa Pura II acknowledges Human Resources (HR) as one

of the stakeholders who has a key role to the success and

sustainability of the Company and acknowledges HR as a

strategic partner in running the business. Therefore, Angkasa

Pura II strives to manage and improve the competence

and create a conducive working environment to ensure HR

performance that is optimal, efficient and productive.

Angkasa Pura II acknowledges Human Resources (HR) or

Personnel of Angkasa Pura II as one of the stakeholders

with a central position as the cutting edge and determinant

of the success of the Company in realizing the vision and

implementing the mission. Angkasa Pura II also acknowledges

HR as a strategic business partner in running the Company’s

business. The presence of employees who are professional,

competent, dedicated and integrated will make the Company

to have a solid foundation to continue to grow and develop

to achieve its objectives. By understanding the two interests,

Angkasa Pura II manages HR with a focus on developing

competence at the same time striving to meet all expectations

of employees.


2012 2013 2014 2015 2016

Aligning growing Leading excelling World Class

Stengthening HC

Foundation

Developing HC Capacity &

Capabilities

Boosting HC

Performance

Unlocking HC Full

Potential

High Performing

Organization

• PenyusunanHR

Strategy dan

Blueprint yang

terintegrasi

Preparation of

an integrated

HR Strategy and

Blueprint

• Job Analysis dan

Grading yang

komprehensif

Comprehensive

Job Analysis and

Grading

• Penyusunan

Struktur Organisasi

yang efektif dan

dinamis

Preparation of

an effective

and dynamic

Organization

Structure

• EvaluasiManpower

Planning

Manpower Planning

evaluation

• Optimalisasisistem

dan prosedur

rekrutmen

Optimization of

recruitment systems

and procedures

• Optimalisasi

penerapan sistem

kompetensi SDM

Optimization of

HR competence

systems

• PengembanganKapabilitas

SDM Direktorat P&GA secara

Holistik

Capabilities development of

HR in the Directorate of P &

GA holistically.

• Peningkatanefektivitas

dan efisiensi Benefits and

Allowances karyawan

Improved effectiveness and

efficiency of employees

Benefits and Allowances

• PenerapanSuccession

Planning yang efektif

Implementation of an

effective Succession Planning

• OptimalisasiSistem

Performance Appraisal

Optimization of Performance

Appraisal Systems

• Optimalisasiproses

administrasi SDM berbasis IT

Optimization of IT-based HR

administration

• Peningkatankemampuan

bahasa Inggris karyawan

Improved English language

skills of employees

• Penyusunanrencanajenjang

karir (Career Path Planning)

Preparation of Career Path

Planning

• Penyesuaianpendidikan

formal SDM dengan

persyaratan jabatan

Adjustment of HR formal

educations with job

requirements

• Pembangunansistem

pengembangan SDM berbasis

IT

Development of IT-based HR

development

• Peningkatanefektivitas

dan efisiensi kebijakan

dan sistem Reward &

Punishment berbasis

meritocratic policy

Improved effectiveness

and efficiency of policies

and systems of Reward &

Punishment based with

meritocratic policy

• PengembanganTalent

Management System

Talent Management

System development

• Optimalisasiprogram

engagement karyawan

Optimization of

employee engagement

program

• Pengembangan

kerjasama strategis untuk

pengembangan SDM

Development of strategic

cooperation for HR

development

• PenyusunanIndividual

Development Plan yang

efektif

Preparation of an

effective Individual

Development Plan

• Pengembangan

sistem “Knowledge

Management” yang

efektif

Development of an

effective “Knowledge

Management” system

• RestrukturisasiSDM

HR restructuring

• Transfer knowledge

praktik terbaik

pengelolaan SDM

antar cabang

Knowledge transfer of

HR management best

practices between

branch offices

• Transfer knowledge

dari partner strategis

Knowledge transfer

from strategic partner

• Pemenuhanstandar/

kualifikasi SDM bandar

udara kelas dunia

• Pengoptimalan

sistem Keselamatan

dan Kesehatan Kerja

serta Lingkungan

(K3L) sesuai standar

internasional

Compliance of

HR standards/

qualifications of

world-class airports

• Program-program

optimalisasi kinerja

SDM lainnya

Optimization of

Occupational Health

and Safety and

Environmental systems

(K3L) according to

international standards

other HR performance

optimization programs

• Provider training

Training provider

• Organisasi

berkinerja tinggi

High-

performing

organization

• SDM

berkinerja dan

berkualifikasi

kelas dunia

HR with

world-class

performance

and qualification

• Sistem

manajemen

SDM yang

menjadi

benchmark/

acuan bagi

perusahaan lain

HR

management

system that

becomes a

benchmark/

reference

for other

companies

Roadmap sumber daya manusia Angkasa pura II Angkasa pura II Human Resources Roadmap










Jumlah karyawan Angkasa Pura II hingga akhir tahun 2015

tercatat sejumlah 5546 orang, jumlah tersebut meningkat

24% dibandingkan tahun 2014 yaitu sebanyak 4457 orang.

Jumlah dan Komposisi Karyawan berdasarkan Lokasi Kerja

Pada tahun 2015, jumlah karyawan terbanyak berada di

Bandara Internasional Soekarno Hatta, Hal ini dikarenakan

Bandara tersebut merupakan Bandara terbesar yang dikelola

oleh PT Angkasa Pura II dan adanya proses pengembangan

Terminal 3 Ultimate.

Number of Angkasa Pura II employees until the end of 2015

amounted to 5,546 people, the number increased by 24%

compared to 2014 with 4,457 people.

Number and Composition of employees by Job Location

In 2015, the largest number of employees is located in

Soekarno-Hatta International Airport. This is due to its size,

the largest Airport managed by PT Angkasa Pura II added with

the development process of Terminal 3 Ultimate.

jumlah dan komposisisumber daya manusiaNumber and Compisition of Human Resources

NoLokasi Kerja

(Bandara)Job Location (Airport)

Jumlah KaryawanNumber of Employees

2013 2014 2015

1 PST 513 571 694

2 CGK 1958 1923 2185

3 HLP 158 162 222

4 PLM 205 196 227

5 PNK 172 166 209

6 KNO 377 405 768

7 PKU 222 223 257

8 PDG 203 198 216

9 BDO 126 123 147

10 BIJ 167 169 176

11 TNJ 84 91 116

12 DJB 117 120 158

13 PGK 110 99 134

14 SQT 8 11 120

Total 4420 4457 5546

Jumlah dan Komposisi Karyawan berdasarkan Jenis

Kelamin

Pada prinsipnya, Angkasa Pura II tidak melakukan diskriminasi

gender dalam hal manajemen sumber daya manusia. Hal ini

berlaku dari proses rekrutmen dan pengembangan hingga

berakhirnya masa jabatan seseorang. Meski demikian, jumlah

karyawan laki-laki di Angkasa Pura II jauh lebih besar dari jumlah

karyawan perempuan. Pada tahun 2015, jumlah karyawan

laki-laki mencapai 4483 orang dan karyawan perempuan

mencapai 1063 orang karyawan perempuan. Dengan jumlah

tersebut, maka komposisi karyawan perempuan tahun 2015

hanya 19% dari total karyawan.

Number and Composition of employees by gender

In principle, Angkasa Pura II does not conduct gender

discrimination in terms of human resources management.

This applies from the process of recruitment and development

until the end of someone’s tenure. However, the number

of male employees in Angkasa pura II is much larger than

the number of female employees. In 2015, the number

of male employees reached 4,483 people and women

employees amounted to 1,063 people. With this amount, the

composition of female employees in 2015 is only 19% of the

total employees.


NoJenis Kelamin

Gender


2013 2014 2015

1 Laki-laki Male 3671 3635 4483

2 Perempuan Female 749 822 1063

Total 4420 4457 5546

NoStatus KepegawaianEmployment Status


2013 2014 2015

1 Tetap Permanent 4420 4457 5546

2 Tidak Tetap Non-Permanent 3318 3877 2776

Total 7738 8334 8322

NoPendidikan

Education Level


2013 2014 2015

1SD, SLTP, SLTA

Elementary School, JHS, SHS2688 2486 3034

2 Diploma Diploma 1207 1337 1738

3 Sarjana Bachelor 475 590 729

4 Pasca Sarjana Master 50 44 45

5 Doktor Doctor - - -

Total 4420 4457 5546

Jumlah dan Komposisi Karyawan berdasarkan status

Kepegawaian

Jumlah karyawan tetap pada tahun 2015 mencapai 5546

orang, jumlah tersebut meningkat 24% dari tahun 2014 yang

mencapai 4457 orang, Sedangkan jumlah karyawan tidak

tetap pada tahun 2015 mencapai 2776 orang. jumlah tersebut

menurun 28% dari tahun 2014 yang mencapai 3877 orang.

Number and Composition of employees by employment

status

The number of permanent employees in 2015 reached 5,546

people, that number increased by 24% from 2014 with 4,457

people. While for the non-permanent employees in 2015

amounted to 2,776 people. That number decreased by 28%

from 2014 with 3,877 people.

Jumlah dan Komposisi Karyawan berdasarkan Jenjang

pendidikan

Dibandingkan dengan periode 2013-2015, kualitas karyawan

Angkasa Pura II pada tahun ini ‘lebih baik’, karena proporsi

karyawan dengan tingkat pendidikan sarjana semakin

meningkat. Hal ini menunjukkan bahwa Angkasa Pura II terus

berkomitmen untuk meningkatkan kualitas kerja karyawan

dengan menetapkan standar pendidikan yang disesuaikan

dengan tantangan bisnis Perusahaan.

Number and Composition of employees by education Level

Compared with the period of 2013-2015, the quality of

Angkasa Pura II employees in this year is “better”, since the

employees proportion with undergraduate education level

has increased. This shows that Angkasa Pura II is committed

to improve the work quality of employees by setting the

standard of education that is adapted to the challenges of the

Company’s business.










Jumlah Karyawan berdasarkan Usia

Berdasarkan penggolongan usia, pada tahun 2015 komposisi

jumlah tertinggi adalah karyawan dengan usia dibawah 30

tahun, sejumlah 3183 orang atau 57%. Sedangkan komposisi

jumlah terendah adalah karyawan pada golongan usia diatas

55 tahun yaitu sebanyak 234 orang atau 4%.

Number of employees by Age

Based on age classification, in 2015, composition with the

highest number is employees with age under 30 years old,

amounted to 3,183 people or 57%. While the lowest numbver

composition is employees with age group above 55 years old

as many as 234 people or 4%.

NoUsia (tahun)

Age (years old)


2013 2014 2015

1 ≤30 1833 2023 3183

2 31-40 569 697 908

3 41-50 904 784 653

4 51-54 822 702 568

5 ≥55 292 251 234

Total 4420 4457 5546

NoJabatanPosition


2013 2014 2015

1 Manajerial Managerial 601 649 627

2 Operasional Operational 2841 2794 3882

3 Administrasi Administration 978 1014 1037

Total 4420 4457 5546

Jumlah Karyawan berdasarkan Kelompok Jabatan

Pada tahun 2015, komposisi karyawan pada jabatan manajerial

sebanyak 627 orang atau 11%, pada jabatan operasional 3882

orang atau 70 %, dan pada jabatan administrasi sebanyak

1037 orang atau 19%.

Number of employees by position group

In 2015, the composition of employees in managerial

positions amounted to 627 people or 11%, operational

positions as many as 3,882 people or 70% and administrative

positions with the amount of 1,037 people or 19%.


Jumlah Karyawan berdasarkan Kelas Jabatan

Pada tahun 2015, terdapat perubahan Kelas Jabatan

Number of employees by grade Level

In 2015, there are changes in Grade Level as follows:

NoKelas JabatanGrade Level

Jumlah karyawanTotal Employees

Kelas JabatanGrade Level

Jumlah KaryawanTotal Employees

2013 2014 2015

1Kelas 1

Grade 12 2

Kelas 21

Grade 213

2Kelas 2

Grade 24 6

Kelas 20

Grade 206

3Kelas 3

Grade 332 43

Kelas 19

Grade 1940

4Kelas 4

Grade 422 19

Kelas 18

Grade 1821

5Kelas 5

Grade 56 1

Kelas 17

Grade 1714

6Kelas 6

Grade 6187 236

Kelas 16

Grade 16196

7Kelas 7

Grade 729 9

Kelas 15

Grade 1537

8Kelas 8

Grade 8355 13

Kelas 14

Grade 14342

9Kelas 9

Grade 916 8

Kelas 13

Grade 133

10Kelas 10

Grade 10201 186

Kelas 12

Grade 12241

11Kelas 11

Grade 11537 518

Kelas 11

Grade 11778

12Kelas 12

Grade 12682 1041

Kelas 10

Grade 101325

13Kelas 13

Grade 131037 820

Kelas 09

Grade 09859

14Kelas 14

Grade 14767 1032

Kelas 08

Grade 081021

15Kelas 15

Grade 15531 158

Kelas 07

Grade 07646

16Kelas 16

Grade 1612 8

Kelas 06

Grade 0614

Total 4420 4457 Total 5546










pengelolaansumber daya manusiaHuman Resources Management

Angkasa Pura II mengelola sumber daya manusia berbasis

pada strategi dan rencana bisnis Perusahaan serta budaya

kerja yang diinginkan. Strategi, rencana bisnis dan budaya

kerja Angkasa Pura II tersebut diformulasikan ke dalam Key

Performance Indicator (KPI) dan target kinerja sebagai dasar

untuk pengukuran kinerja karyawan dan sistem rewards &

punishment. Dengan demikian, pengelolaan sumber daya

manusia di Angkasa Pura II sejalan dengan visi Perusahaan ke

depan.

struktur organisasi pengelola sdm

Sebagai bentuk komitmen Perusahaan dalam pengelolaan

SDM, Angkasa Pura II membentuk pengelola SDM secara

khusus dalam Struktur Organisasi Perusahaan. Secara fokus,

unit kerja yang telah dibentuk bertujuan untuk menciptakan

SDM tangguh, kompeten, profesional, dan berintegritas

tinggi guna mendukung keberlanjutan bisnis Perusahaan.

Pengelolaan SDM di Angkasa Pura II dilakukan oleh Unit

Human Capital. Unit ini berada dibawah Human Capital,

General Affairs & IT Directorate.

Saat ini Director of Human Capital, General Affairs & IT dijabat

oleh Daan Achmad. Profil Director of Human Capital, General

Affairs & IT dapat dilihat pada Bagian Profil Direksi. Sesuai

dengan Surat Keputusan Nomor: PD.01.01/04/2015/0012

tanggal 23 April 2015, maka struktur organisasi Pengelola

SDM adalah sebagai berikut:

struktur pengelola sdm Angkasa pura II

Angkasa Pura II manages human resources based on

the Company’s business strategies and plans as well as

the desired work culture. Strategies, business plans and

work culture of Angkasa Pura II is formulated into a Key

Performance Indicator (KPI) and performance targets as a

basis for measuring employees performance and the rewards

& punishment systems. Thus, human resources management

in Angkasa Pura II is in line with the Company’s vision forward.

HR management organization structure

As a commitment of the Company in human resources

management, Angkasa Pura II forms HR management

specifically in the Company’s Organization Structure. In

focus, work units which have been formed aim to create

HR that is tough, competent, professional, and have a high

integrity to support the Company’s business sustainability.

HR management in Angkasa Pura II is conducted by Human

Capital Unit. This unit is under the Human Capital, General

Affairs & IT Directorate.

Currently, position of the Director of Human Capital, General

Affairs & IT is held by Daan Achmad. Profile of the Director

of Human Capital, General Affairs & IT can be seen in the

Board of Directors Profile Section. In accordance with the

Decree No: PD.01.01/04/2015/0012 dated April 23rd, 2015,

the organization structure of HR Management is as follows:

HR management structure of Angkasa pura II


Tugas pokok Unit Human Capital

Secara garis besar, tugas pokok Unit Pengembangan SDM

adalah mengelola dan membina kegiatan yang terkait

karyawan sebagai partner usaha yang strategis dalam

menjalankan bisnis Perusahaan, antara lain:

1. Human Capital System & Policy

Peraturan-peraturan yang dirancang oleh Angkasa

Pura melalui Unit Human Capital merupakan panduan

untuk mempermudah kinerja karyawan Angkasa Pura

II sebagai komponen terpenting penggerak roda bisnis

Perusahaan. Kebijakan-kebijakan yang disusun meliputi

sistem pola karir, sistem kompensasi & benefit, sistem

penilaian kinerja, sistem talent management, dan

program strategis lainnya.

2. Organization Planning & Development

Komposisi struktur organisasi dihitung menggunakan

metode analisa beban kerja. Hasil dari analisis beban kerja

adalah formasi yang merupakan gambaran kebutuhan

karyawan yang dipenuhi dengan pola rekrutmen.

Struktur organisasi akan berjalan sesuai fungsinya dan

efektif ketika memiliki panduan kerja atau yang sering

disebut dengan job description. Selain menyusun

organisasi, Unit Pengembangan SDM juga menyusun

job description sebagai benang merah setiap unit dalam

menjalankan fungsinya. Analisa jabatan adalah metode

yang digunakan dalam penyusunan job description.

3. People Management

Pengelolaan kegiatan administrasi personalia,

pengelolaan database karyawan melalui sistem berbasis

SAP, serta pembinaan karyawan perbantuan dan

diperbantukan.

4. Manajemen kinerja individu dan talent

Kinerja karyawan Angkasa Pura II dinilai dengan Key

Performance Indicator, yang hasilnya berhubungan

dengan indeks prestasi. Saat ini penilaian kinerja

menggunakan sistem online, sehingga efisien dalam

waktu dan biaya. Unit Human Capital memfasilitasi

penyelesaian masalah terkait penilaian kinerja dan

membina karyawan melalui konseling, mentoring, dan

evaluasi.

Selain tugas-tugas tersebut, Unit Human Capital juga

mengelola kegiatan manajemen reward and punishment serta

mengelola manajemen karir karyawan melalui assessment,

pemetaan kompetensi, serta pemenuhan dengan mekanisme

mutasi, magang, dan penugasan. Unit Human Capital juga

memiliki tanggung jawab untuk menyelesaikan masalah

hubungan industrial antara Manajemen dengan karyawan.

main duties of Human Capital Unit

In outline, the main duties of HR Development Unit is

to manage and develop activities related to employees

as strategic business partners in running the Company’s

business, among others:

1. Human Capital System & Policy

Regulations designed by Angkasa Pura through Human

Capital Unit is a guideline to facilitate the performance

of Angkasa Pura II employees as the most important

component of the Company’s business wheel drive. The

established policies consist of career patterns system,

compensation & benefits system, performance appraisal

system, talent management system, and other strategic

programs.

2. Organization Planning & Development

Organization structure composition is calculated

using the method of workload analysis. Results of the

workload analysis is a formation that describes the

needs of employees which fulfilled with the recruitment

pattern. Organization structure will run according to its

function and effectively when it has a work guidelines

or often called job descriptions. In addition to prepare

organization, HR Development Unit also prepares job

descriptions as a common thread of each unit in carrying

out its functions. Job analysis is a method used in the

preparation of job description.

3. People Management

Activities management of personnel administration,

employees database management through SAP-based

system, as well as the coaching of seconded and

attached employees.

4. Individual and talent performance management

Performance of Angkasa Pura II employees is assessed

by Key Performance Indicator, which result is associated

with performance index. Currently, performance

appraisal is using the online system which is efficient

in time and cost. Human Capital Unit facilitates the

settlement of issues related to performance appraisal

and develop employees through counseling, mentoring,

and evaluation.

In addition to these duties, Human Capital Unit also manages

the management of rewards and punishment as well as

manages employees career management through assessment,

competency mapping, as well as compliance with the

mechanism of mutation, internships, and assignments. Human

Capital Unit also has the responsibility to solve industrial

relations issues between the Management and employees.










program Unit Human Capital

a. Golden Shake Hand

Golden Shake hand adalah program pensiun dini yang

ditawarkan oleh perusahaan secara sukarela kepada

karyawan yang memenuhi persyaratan yang telah

ditetapkan oleh perusahaan dengan imbalan memperoleh

kompensasi sesuai kemampuan perusahaan dan didasari

atas kebutuhan organisasi dan disepakati oleh para

pihak ( Perusahaan & Karyawan), untuk mempercepat

usia pensiun karyawan dan optimalisasi sumber daya

manusia.

Untuk mendukung program tersebut maka telah

dilakukan wawancara terhadap 52 (lima puluh dua)

calon peserta golden shake hand yang memenuhi

persyaratan dari Kantor Pusat, KCU Bandara Soekarno-

Hatta, KC Bandara Halim Perdanakusuma, KC Bandara

Sultan Syarif Kasim II, KC Bandara Supadio, dan KC

Bandara Husein Sastranegara pada tanggal 21 s.d. 28

Agustus 2015, sehingga diperoleh 31 ( tiga puluh satu )

orang yang menerima program Golden Shake Hand.

Total anggaran yang terserap sepanjang tahun 2015 ini

sebesar Rp. 17.940.179.052 dari rancangan anggaran

Rp29.024.048.275.

b. Evaluasi Sistem Manajemen SDM

Angkasa Pura II melalui Unit Pengembangan SDM

memiliki program kerja untuk mengevaluasi Sistem

Manajemen SDM agar dapat meningkatkan efisiensi dan

efektifitas bagi Perusahaan. Evaluasi Sistem SDM pada

tahun 2015 merupakan program lanjutan Evaluasi Sistem

SDM tahap I. Adapun pada awal tahun ini melanjutkan

beberapa pekerjaan dalam rangka penyempurnaan

antara lain adalah disahkannya SK Direksi tentang Model

Kompetensi dan SK Direksi tentang Perubahan Nama &

Kelas Jabatan serta telah dilakukan evaluasi implementasi

Sistem Remunerasi.

Setelah beberapa evaluasi dan penyusunan sistem baru

di tahun sebelumnya, pada tahun 2015 Unit Human

Capital dibantu dengan konsultan menilai ada beberapa

aspek yang perlu dilakukan evaluasi kembali pada sistem

SDM yang saat ini berlaku, yaitu:

a. Penyusunan Accountability Matrix;

b. Job Profilling;

c. Performance Management System (PMS); dan

d. Variable Incentive Design.

Dalam mendukung kerjasama ini perusahaan telah

menganggarkan biaya sebesar Rp. 2.715.595.000 untuk

Human Capital Unit programs

a. Golden Shake Hand

Golden Shake Hand is an early pension program offered

by the Company voluntarily to employees who meet

the requirements set by the Company in return for

compensation according to the Company’s ability and

based on the organization’s needs and agreed by the

parties (the Company & Employees), to accelerate the

retirement age of employees and optimization of human

resources.

To support the program, an interview is conducted

against 52 (fifty two) candidates of Golden Shake Hand

participants that meet the requirements, from the Head

Office, Soekarno-Hatta Airport Main Branch Offices,

Halim Perdanakusuma Airport Branch Office, Sultan

Syarif Kasim II Airport Branch Office, Supadio Airport

Branch Office, and Husein Sastranegara Airport Branch

Office on August 21st - 28th, 2015, in order to get 31

(thirty one) people who received the Golden Shake Hand

program.

Total budget absorbed throughout 2015 was

Rp 17,940,179,052 from the budget plan of Rp

29,024,048,275.

b. HR Management System Evaluation

Angkasa Pura II through HR Development Unit has a

work program to evaluate HR Management System in

order to improve efficiency and effectiveness. The HR

System evaluation in 2015 is a continuation program

from the 1st phase of HR System Evaluation. As at

the beginning of this year, continuing some work for

enhancement, among others, the enactment of the

Board of Directors Decree on Competency Model and

the Board of Directors Decree on Changes of Name

& Grade Level and also evaluations on Remuneration

System implementation.

After several evaluation and preparation of new systems

in the previous year, in 2015, the Human Capital Unit

assisted with the consultant considered that there are

several aspects that need to be re-evaluated in the HR

system that is currently in force, namely:

a. Preparation of Accountability Matrix;

b. Job Profilling;

c. Performance Management System (PMS); and

d. Variable Incentive Design.

In supporting this cooperation, the Company has

budgeted cost amounted to Rp2,715,595,000 to be


menginvestasikannya ke dalam pembangunan sistem

SDM yang efektif dan efisien, sejauh ini sudah terserap

sebanyak 854.000.000

c. Rekrutmen Korporasi

Rekrutmen korporasi merupakan kegiatan rekrutmen

untuk pemenuhan personil di seluruh kantor cabang

maupun kantor pusat. Kegiatan ini dilaksanakan dalam

rangka memperoleh sumber daya manusia yang

memenuhi kualifikasi pada bidang tugasnya yaitu para

tenaga kerja yang memiliki etos kerja baik, terampil,

berpengetahuan luas, cerdas, tekun, bersungguh-sungguh

dan bertanggung jawab dalam melaksanakan tugas.

Pada tahun 2015, anggaran yang digunakan untuk

rekrutmen korporasi ini sebesar Rp. 1.985.949.000

dan biaya yang terserap sebesar Rp. 5.530.552.000.

Diharapkan program ini dapat berjalan sesuai dengan

perencanaan unit Pengembangan SDM, agar formasi

yang membutuhkan personil segera terisi dan kinerja

perusahaan dapat berjalan secara optimal.

d. Kerjasama Strategis dengan PTN (Beasiswa)

Program kerja 2015 Unit Human Capital bekerjasama

dengan Universitas Padjajaran dalam bentuk memberikan

program beasiswa dan ikatan dinas terhadap 10

mahasiswa yang telah lulus mengikuti tes psikotes,

wawancara dan medical checkup untuk mengikuti

program tersebut. Program kerjasama ini dianggarkan

sebesar Rp. 2.112.300.000.

e. Talent Management System (TMS)

Bulan Januari hingga Maret 2015 telah dilakukan

Perekrutan calon talent setingkat Manajer berdasarkan

data KPI, kompetensi, sisa masa kerja, hukuman disiplin,

jabatan lowong dan jabatan kunci dan Penyusunan

kuesioner penilaian terhadap para Talent atas hasil

program pengembangan TMS yang telah di ikuti.

Hingga Bulan Desember telah dilakukan rapat Komite

Talent dalam rangka pembahasan hasil program

pengembangan para Talent dan telah dilakukan

pemetaan 9 Box pada awal rekrut calon talent dan

pada saat talent telah selesai mengikuti program

pengembangan (berdasarkan performance/KPI Individu

dan hasil assessment) dengan tujuan untuk melihat

posisi talent dalam talent pool berdasarkan hasil program

pengembangan oleh konsultan DIBTA.

invested in the HR system development that is effective

and efficient, which so far has been absorbed as much as

Rp854,000,000.

c. Corporate Recruitment

Corporate recruitment is a recruiting activity for the

fulfillment of personnel in all branch offices and head

office. This activity is performed in order to acquire

human resources that are qualified in their respective

fields namely workforce that have a good work ethic,

skilled, knowledgeable, intelligent, diligent, conscientious

and responsible in carrying out their duties.

In 2015, the budget used for this corporate recruitment

was Rp1,985,949,000 and the absorbed cost amounted

to Rp5,530,552,000. This program is expected to run in

accordance with the planning of HR Development unit,

so that the formation that requires personnel is quickly

filled and the Company’s performance can be optimized.

d. Strategic cooperation with PTN (Scholarship)

The 2015 work program, the Human Capital Unit in

cooperation with Padjajaran University in the from of

providing scholarship programs and official bond against

10 students who have passed psychological test, interview

and medical checkup to follow the program. This

cooperation program is budgeted at Rp 2,112,300,000.

e. Talent Management System (TMS)

From January to March 2015 has been carried out

recruitment of prospective talents equivalent to

Manager based on KPI data, competence, remaining

work period, disciplinary punishment, vacant positions

and key positions as well as preparation of assessment

questionnaires to the Talents on the results of TMS

development program that has been followed.

Until December, has been carried out Talent Committee

meeting in the context of discussion of the development

program results of the Talents and have been performed

9 Box mapping at the beginning of recruitment of

prospective talents and at the time when the talents

have completed the development program (based on

performance/Individual KPI and assessment results)

with the aim to see the talent position in the talent pool

based on the development program results by DIBTA

consultant.










hubungan industrialdan kebebasan berserikatIndustrial Relations and Freedom of Association

Hubungan Industrial

Angkasa Pura II senantiasa berupaya memastikan terjalinnya

hubungan yang saling menghormati dan mampu menciptakan

keseimbangan antara pemenuhan hak dan pelaksanaan

kewajiban, melalui komunikasi intensif dan keterlibatan

dua pihak yang saling mendukung dalam mencapai target

Perusahaan. Kedua pihak yang dimaksud yakni Manajemen

Perusahaan dan wadah perwakilan karyawan yaitu Serikat

Pekerja Angkasa Pura II (Sekarpura II). Oleh karenanya,

Angkasa Pura II mendukung aktivitas Sekarpura II dan

memastikan adanya komunikasi reguler antara Manajemen

dan Sekarpura II.

Hubungan yang saling mendukung ini dimanifestasikan dalam

bentuk butir-butir kesepakatan dan aturan sebagaimana

tercantum pada Perjanjian Kerja Bersama (PKB), yang ditinjau

dan diperbaharui secara berkala serta ditandatangani oleh

Manajemen dan Sekarpura II.

Butir-butir kesepakatan dalam PKB merupakan hasil

perundingan antara Sekarpura II dengan Manajemen.

Beberapa ketentuan dalam PKB yang mengatur terjaminnya

hak-hak karyawan, mencakup:

a. Penghasilan sebagai imbalan atas pekerjaan yang telah

dilakukan;

b. Pembayaran upah kerja lembur untuk kelebihan jam kerja

dari waktu kerja yang telah disetujui oleh Perusahaan;

c. Cuti, dengan ketentuan cuti tersebut telah mendapat

persetujuan sebelumnya dari Perusahaan;

d. Jaminan kesehatan bagi karyawan dan keluarganya

sesuai dengan ketentuan yang berlaku;

e. Keikutsertaan dalam kegiatan organisasi karyawan

yang tidak bertentangan dengan ketentuan Pemerintah

dan dengan memperhatikan kelancaran operasional

Perusahaan;

f. Ganti rugi atas gangguan/cacat badan akibat kecelakaan

kerja;

g. Kesempatan mengemukakan pendapat, usul, dan saran-

saran kepada atasannya pada waktu melakukan tugas

Perusahaan;

h. Manfaat pensiun sesuai ketentuan yang berlaku;

i. Pengajuan permohonan pemutusan hubungan kerja;

j. Hak-haknya untuk diserahkan kepada ahli waris karyawan,

dalam hal karyawan yang bersangkutan meninggal dunia

pada waktu melakukan tugas Perusahaan.

PKB yang kini berlaku adalah untuk periode tahun 2014 –

2015 yang disepakati bersama dan ditandatangani pada

tanggal 10 April 2014, SEKARPURA bersama-sama dengan

perwakilan Manajemen akan mulai melakukan perundingan

kembali sebelum habisnya masa berlaku PKB tersebut.

Industrial Relations

Angkasa Pura II strives to ensure the establishment of mutually

respectful relationship and able to create a balance between

the fulfillment of rights and obligations, through intensive

communication and involvement of two parties who support

each other in achieving the Company’s targets. Both parties

meant are the Company’s Management and employee

representative medium namely the Labor Union of Angkasa

Pura II (Sekarpura II). Therefore, Angkasa Pura II supports the

activities of Sekarpura II and ensures regular communication

between the Management and Sekarpura II.

Mutually supportive relationships is manifested in the form

of points of agreement and rules as stated in the Collective

Labor Agreement (PKB), which is reviewed and updated on a

regular basis and signed by the Management and Sekarpura II.

Points of agreement in CLA is the results of negotiations

between Sekarpura II with the Management. Some provisions

in the CLA that regulates the employee rights, include:

a. Income as a reward for the work that has been carried

out;

b. Payment for overtime wages for excess hours of work

time that has been approved by the Company;

c. Leave, with provision that the leave has been approved in

advance by the Company;

d. Health insurance for employees and their families in

accordance with applicable provisions;

e. Participation in employee organizational activities that

do not conflict with the Government provisions and with

due regard to the smooth operations of the Company;

f. Compensation for disturbance/disability due to

accidents;

g. Opportunities to express opinions, suggestions, and

advices to superiors at the time of carrying out the

Company’s duties;

h. Pension benefits according to applicable regulations;

i. Application for termination of employment;

j. Their rights to be handed over to the heirs of the

employees, in terms of the employees concerned died

during performing the Company’s duties.

The current effective CLA is for the period of 2014-2015

which agreed together and signed on April 10th, 2014,

SEKARPURA together with the Management representatives

will begin to renegotiate before the expiration of such CLA.


Angkasa Pura II mendayagunakan hubungan konstruktif

dengan Sekarpura II dengan menyelenggarakan pertemuan

berkala guna mensosialisasikan kebijakan dan program

Manajemen serta untuk penyelesaian permasalahan

hubungan industrial maupun penyelesaian keluhan karyawan.

Kebebasan berserikat

Angkasa Pura II memberikan kebebasan bagi karyawannya

untuk bergabung dengan Sekarpura II. Sampai saat ini, jumlah

karyawan yang termasuk anggota Sekarpura II sebanyak

74% karyawan. Kebebasan berserikat bagi karyawan ini

merefleksikan kepatuhan Perusahaan atas Undang-undang

Nomor 13 tahun 2003 tentang Ketenagakerjaan dan ILO

Convention 87 yang menjamin kebebasan semua pekerja

untuk masuk dalam organisasi pekerja yang dikelola secara

profesional sebagai sarana penghubung antar pekerja dan

perusahaan untuk menciptakan hubungan harmonis yang

saling menguntungkan semua pihak.

Angkasa Pura II utilizes constructive relationships with

Sekarpura II by holding regular meetings in order to socialize

policies and programs of the Management as well as to the

settlement of industrial relations issues and completion of

employee complaints.

Freedom of Association

Angkasa Pura II provides freedom for employees to join

with Sekarpura II. Until now, the number of employees

who become members of Sekarpura II amounted to 74% of

employees. Freedom of association for employees reflects

the Company’s compliance to Act No. 13 year 2003 on

Employment and ILO Convention 87 which guarantees

the freedom of all workers to enter the labor organization

managed professionally as a means of liaison between

workers and company to establish harmonious relationship

that mutually benefit all parties.










pengembangansumber daya manusiaHuman Resources Development

Mengingat sumber daya manusia sebagai salah satu

pemangku kepentingan sentral sebagai ujung tombak dan

penentu keberhasilan dalam mewujudkan visi Perusahaan,

Angkasa Pura II senantiasa berkomitmen memberikan

perhatian khusus dan terpadu sehingga tercipta SDM yang

kompeten, professional, berdaya saing, serta mampu

beradaptasi pada dinamika bisnis yang cepat. Komitmen

tersebut diimplementasikan melalui program pengembangan

kompetensi karyawan yang intensif dan terarah.

Dasar pelaksanaan kegiatan Pengembangan SDM didasarkan

pada berbagai kebijakan sebagai berikut:

1. Visi, Misi & RJPP 2012-2016;

2. Roadmap SDM 2012-2016;

3. Kontrak Manajemen Tahun 2015;

4. Keputusan Direksi PT Angkasa Pura II (Persero) Nomor:

KEP.10.01/04/2010 Peraturan Perusahaan Nomor 22

Tahun 2010 Tentang Pendidikan dan Pelatihan (Diklat) Di

Lingkungan PT Angkasa Pura II (Persero);

5. Keputusan Direksi PT Angkasa Pura II (Persero)

Nomor KEP.06.02/00/05/2012/519 tentang Peraturan

Perusahaan Nomor 20 tentang Pengadaan Barang

dan/atau Jasa di Lingkungan PT Angkasa Pura II

(Persero) sebagaimana telah diubah terakhir dengan

PD.06.02/12/2015/0055.

pelatihan dan pengembangan Kompetensi Karyawan

Sebagai bagian dari komitmen Angkasa Pura II untuk

peningkatan kualitas SDM secara berkelanjutan, Angkasa

Pura II mengikutkan karyawannya dalam berbagai program

pelatihan dan pendidikan (Diklat). Lebih lanjut, Angkasa Pura II

melalui Direktorat SDM dan Umum mendedikasikan program

Diktat guna meningkatkan dan mengembangkan kompetensi,

keterampilan dan sikap karyawan untuk tercapainya sasaran

strategis Angkasa Pura II. Adapun maksud dan tujuan

penyelenggaraan Diklat, yaitu untuk:

1. Membentuk karyawan menjadi manusia yang profesional

dan berkepribadian sesuai nilai-nilai perusahaan dengan

wawasan / cara pandang yang luas dalam melaksanakan

tugas pekerjaannya untuk mendukung pencapaian visi

dan misi Perusahaan;

2. Mengembangkan kompetensi, inovasi, kreativitas,

kerjasama dan disiplin karyawan sehingga mampu

mendayagunakan potensi diri secara optimal untuk

kepentingan Perusahaan;

3. Menumbuhkan dan mengembangkan suasana, metode

kerja serta koordinasi antar unit secara lebih baik.

Considering human resources as one of the central

stakeholders as spearhead and determinant of the success

in realizing the Company’s vision, Angkasa Pura II is always

committed to provide special and integrated attention so as

to create HR that are competent, professional, competitive,

and able to adapt with the fast business dynamics. Such

commitment is implemented through employee competence

development that is intensive and purposeful.

Implementation basis of HR Development activities is based

on various policies as follows:

1. Vision, Mission & RJPP 2012-2016;

2. HR Roadmap 2012-2016;

3. Management Contract 2015;

4. Board of Directors Decree of PT Angkasa Pura II (Persero)

No: KEP.10.01/04/2010 Company Regulation No. 22

Year 2010 on Education and Training in PT Angkasa Pura

II (Persero);

5. Board of Directors Decree of PT Angkasa Pura II (Persero)

No: KEP.06.02/00/05/2012/519 Company Regulation

No. 20 on the Procurement of Goods and/or Services

in PT Angkasa Pura II (Persero) as last amended with

PD.06.02/12/2015/0055.

employee Training and Competence development

As part of Angkasa Pura II’s commitment to improve HR

quality in a sustainable manner, Angkasa Pura II involved

its employees in various education and training programs.

Furthermore, Angkasa Pura II through the Directorate of HR

and General Affairs dedicates Education and Training Program

in order to improve and develop competencies, skills and

attitudes of employees to the achievement of strategic

objectives of Angkasa Pura II. The purpose and objectives of

the education and training, namely to:

1. Form its employees to become a human being that is

professional and with personality in accordance to the

corporate values with insights/broad perspectives in

carrying out their duties to support the achievement of

the Company’s vision and mission;

2. Develop competencies, innovation, creativity,

cooperation and discipline of employees so as to

optimally utilize their potential for the benefit of the

Company;

3. Grow and develop an atmosphere, work methods and

better coordination between units.


Angkasa Pura II merealisasikan program pengembangan

kompetensi karyawan berdasarkan Model Kompetensi

(Competency Model) dan kesempatannya terbuka bagi

setiap karyawan. Setiap karyawan berhak mengajukan diri

menjadi peserta pelatihan dengan mengajukan persyaratan

administrasi tertentu, dan mendapatkan persetujuan dari

atasannya. Pengajuan jenis pelatihan dan pengembangan yang

hendak diikuti harus selaras dengan kebutuhan tugas, rencana

pengembangan kompetensi dan pengembangan usaha.

Adapun kegiatan program Diklat yang telah dilakukan

sepanjang tahun 2015 adalah sebagai berikut:

Kegiatan Pengembangan SDM di Angkasa Pura II dilaksanakan

dalam bentuk sejumlah kegiatan Pendidikan dan Pelatihan

(Diklat). Adapun Kegiatan Diklat pada Tahun 2015 yaitu:

1. Diklat Pre-Service

Diklat Pre- Service yang dilaksanakan dalam bentuk Diklat

Orientasi. Diklat Orientasi merupakan kegiatan yang

dilaksanakan secara internal kepada pelamar yang telah

lolos seleksi Calon Karyawan dalam rangka memberikan

pengetahuan awal mengenai perusahaan kepada peserta

diklat, sebelum yang bersangkutan melakukan tugas

pekerjaannya pada unit kerja Perusahaan. Materi pokok

diklat orientasi yaitu pengetahuan tentang perusahaan

secara umum, nilai- nilai Perusahaan, pengetahuan

kebandarudaraan, materi umum seluruh fungsi kerja di

perusahaan, service excellence, dan pelatihan kelompok

(team building), pembinaan mental dan disiplin. Pada

Tahun 2015 Diklat Orientasi diselenggarakan di daerah

Jakarta (untuk lokasi rekrut JKT, PNK, PLM dan DJB) dan

Pekanbaru (untuk lokasi rekrut PKU) dengan total jumlah

peserta 155 orang. Pada Tahun 2015 Diklat Orientasi

menyerap biaya sebesar Rp 2.131.351.000 dari alokasi

biaya yang sudah dianggarkan perusahaan sebesar Rp

3.238.813.000.

2. Diklat Pengembangan

Diklat pengembangan diselenggarakan dalam rangka

peningkatan pengetahuan/ketrampilan sesuai prasyarat

jabatan, penyegaran dan/atau untuk persiapan kaderisasi.

Adapun Diklat Pengembangan terbagi menjadi beberapa

jenis Diklat sebagai berikut:

a. Diklat Teknis

Diklat Teknis dilaksanakan untuk mengembangkan

kompetensi softskill dan hardskill, serta terbagi

menjadi 2 kelompok yaitu Mandatory dan Non-

Mandatory. Diklat teknis Mandatory diberikan

khusus untuk karyawan pada jalur profesi yang

mensyaratkan surat tanda kecakapan personil

(STKP), sesuai tingkatan STKP yang diperlukan.

Angkasa Pura II realize employee competence development

program based on the Competency Model and the

opportunities are open to every employee. Every employee

is entitled to apply themselves to be a trainee by proposing

certain administrative requirements, and get the approval

from their superiors. The types of training and development

to be followed should be in line with the needs of duties,

competence development plan and business development.

Education and training program activities that have been

carried out throughout 2015 are as follows:

HR Development activities in Angkasa Pura II are implemented

in the form of a number of Education and Training activities.

Education and Training activities in 2015 among others:

1. Pre-Service Education and Training

Pre-Service Education and Training that is carried out

is in the form of Orientation Education and Training.

Orientation Education and Training is an activity that is

implemented internally to applicants who have passed

the selection of Prospective Employees in order to

provide early knowledge of the Company to the trainee

before performing their duties at the Company’s working

unit. Main material of orientation education and training

is knowledge of the Company in general, Corporate

values, airport knowledge, general material of all work

functions in the Company, service excellence, and team

building, mental coaching and discipline.

2. Development Education and Training

Development education and training is held to improve

knowledge/skills corresponding to the position prerequisites,

refreshment and/or in preparation for regeneration. The

Development Education and Training is divided into several

types of education and training as follows:

a. Technical Education and Training

Technical education and training is implemented to

develop both softskill and hardskill competencies, and

divided into 2 groups: Mandatory and Non-Mandatory.

Mandatory technical education and training is specifically

given to employees on the profession path which

requires Personnel Competence Certificate (STKP),

according to the required STKP levels. Meanwhile,










Sedangkan, Diklat Teknis Non-Mandatory diberikan

bagi karyawan yang memerlukan kompetensi dasar

atau pengembangan kompetensi yang sudah ada

untuk menjalankan fungsi dan tugas pekerjaannya.

Pada tahun 2015 Diklat Teknis telah menyerap

biaya sebesar Rp 30.850.029.000 dari alokasi biaya

yang sudah dianggarkan perusahaan sebesar Rp

58.681.169.000.

b. Diklat Formal

Diklat formal diikuti oleh karyawan yang

mendapatkan surat perintah penugasan dari Direksi

untuk mengikuti pendidikan strata berjenjang/ilmu

terapan pada lembaga pendidikan/perguruan tinggi

di dalam maupun di luar negeri yang ditunjuk oleh

Perusahaan.

Pada tahun 2015 Diklat Formal yang dilaksanakan adalah

program lanjutan dari tahun 2013. Biaya yang terserap selama

tahun 2015 sebesar Rp 429.624.000 dari alokasi biaya yang

sudah dianggarkan perusahaan sebesar Rp 1.000.000.000.

Adapun Karyawan yang mengikuti Diklat Formal sebagai

berikut:

Non-Mandatory Technical Education dn Training is

given to employees who require basic competencies

and development of existing competencies to carry

out their functions and duties. In 2015, Technical

Education and Training has absorbed cost amounted

to Rp 30,850,029,000 from the budgeted cost

allocation of Rp58,681,169,000.

b. Formal Education and Training

Formal education and training is followed by

employees who obtain assignment warrant

from the Board of Directors to follow a tiered

strata education/applied science in educational

institutions/universities inside and outside the

country designated by the Company.

In 2015, Formal Education and Training performed was

a continuation of the program in 2013. During 2015, the

absorbed cost amounted to Rp429,624,000 from the

budgeted cost allocation of Rp1,000,000,000.

Employees who followed Formal Education and Training are

as follows:

NoNamaName

UnitUnits

UniversitasUniversity

Jenjang dan JurusanLevel and Major

Semester

1Radityo Ari

Purwoko

Prasarana

Infrastructure

Indonesia S2 Teknik Manajemen Proyek

Master of project management

engineering

Lulus

Graduated

2Robby

Saputra

Bisnis Terminal dan

Sisi Darat

Business Terminal

and Landside

Indonesia S2 Teknologi Informasi

Master of Information Technology Lulus

Graduated

3Supri

Handoyo

Keuangan

- Bandara

Kualanamu

Finance -

Kualanamu Airport

Sumatera Utara S2 Manajemen

Master of Management Lulus

Graduated

4 Haris

Pendidikan dan

Pelatihan

Education and

Training

School of Business and

Management (SBM) ITB


Management (SBM), Bandung

Institute of Technology

S2 Konsentrasi Manajemen

Operasi-Kelas Eksekutif

Master of Management

Concentration Operations -

Executive Class

Lulus

Graduated

5 Adi Wiyana

Pemasaran

Marketing






Operasi-Kelas Eksekutif



Executive Class

Lulus

Graduated


c. Diklat Manajerial

Diklat Manajerial bertujuan menciptakan pemimpin

yang memiliki komitmen, jiwa kepemimpinan, service

excellence, dan untuk memberikan prioritas kepada

kepentingan organisasi dalam rangka untuk memimpin

jajarannya secara efektif demi tercapainya sasaran

strategis perusahaan.

Diklat manajerial diikuti oleh karyawan yang menduduki

jabatan pada jalur karir manajerial dengan jenis diklat

yang terbagi 3 (tiga) yaitu Pembekalan Manajerial,

Manajemen Bandara, dan Eksekutif Manajemen Bandara.

Pada Tahun 2015 Diklat Manajerial telah menyerap biaya

sebesar Rp 292.067.000 dari alokasi biaya yang sudah

dianggarkan perusahaan sebesar Rp 1.958.139.000.

Perlu disampaikan bahwa Diklat Ekskutif Manajemen

Bandara untuk Tahun 2015 belum dilaksanakan.

Adapun Rincian Realiasasi peserta Diklat Manajerial pada

tahun 2015 sebagai berikut:

c. Managerial Education and Training

Managerial Education and Training aims to create leaders

who have commitment, leadership, service excellence,

and to give priority to the interests of the organization

in order to lead his employees effectively to achieve the

Company’s strategic objectives.

Managerial Education and Training was followed by

employees who hold the position at the managerial

career path with type of education and training that is

divided into 3 (three) namely Managerial Debriefing,

Airport Management and Airport Management Executive.

In 2015, Managerial Education and training has absorbed

cost amounted to Rp292,067,000 from the budgeted

cost allocation of Rp 1,958,139,000.

Worth mentioning that the Education and Training for

the Airport Management Executive for 2015 has not

been conducted.

Actual details of Managerial Education and Training

participants as follows:

6Muhamad

Wasid

Manajemen Risiko

dan Kepatuhan

Risk and

Compliance

Management







Operasi - Kelas Eksekutif



Executive Class

Lulus

Graduated

7Anton

Marthalius

Manajemen Risiko

dan Kepatuhan

Risk and

Complliance

Management







Operasi - Kelas Eksekutif



Executive Class

Lulus

Graduated

8Bandang

Dwisasono

Teknik - Bandara

Sultan Thaha Jambi

Sultan Thaha

Jambi Airport -

Engineering

Universitas Indonesia

University of Indonesia

S2 Manajemen Proyek

Master of Project ManagementLulus

Graduated

9Yado

Yarismano

Pemasaran

Marketing

Universitas Indonesia

University of Indonesia

S2 Manajemen


Lulus

Graduated

Uraian Descriptions

KP BSH KNO PKU HLP PGK BTJ BDO DJB PNK

Pembekalan Manajerial

Managerial Debriefing11 5 3 - - - - - - -

Manajemen Bandara

Airport Management16 9 7 1 1 1 1 1 1 2










d. Diklat Substantif

Diklat substantif diselenggarakan dalam waktu singkat

baik secara internal maupun eksternal, di dalam

maupun di luar negeri berupa seminar, lokakarya,

pelatihan kerja/workshop, ataupun kursus-kursus lain.

Tujuan Diklat Substantif adalah untuk meningkatkan

pengetahuan dan kompetensi karyawan sesuai dengan

fungsi kerja dan jabatan, kebutuhan unit kerja serta

kebutuhan dan lingkup bisnis perusahaan.

Pada Tahun 2015 Diklat Substantif telah menyerap biaya

sebesar Rp 731.712.000 dari alokasi biaya yang sudah


e. Diklat Pre-service (Reorientasi)

Diklat Re-orientasi diselenggarakan dalam rangka

memberikan bekal pengetahuan kewirausahaan dan

pengetahuan lainnya yang diperlukan untuk menghadapi

masa persiapan pensiun. Materi yang diberikan berupa

persiapan dari aspek psikologis, kesehatan, perencanaan

kegiatan serta kegiatan outing. Diklat tersebut juga

menjadi salah satu apresiasi perusahaan terhadap

karyawan yang akan memasuki masa purna bakti.

Adapun pelaksanaan diklat Re-Orientasi sebagai berikut :

• Bali

Bagi Karyawan yang berasal dari Kantor Pusat, Kantor

Cabang Utama Bandara Internasional Soekarno Hatta,

Bandara Halim Perdana Kusuma, Jakarta dan Bandara

Husein Sastranegara, Bandung.

• Bandung

Bagi Karyawan yang berasal dari Kantor Cabang dari

bandara di daerah Deli Serdang, Palembang, Tanjung

Pinang, Padang, Pangkal Pinang, Pekanbaru, Banda

Aceh, Jambi, dan Pontianak.

Pada Tahun 2015 Diklat Re-orientasi telah menyerap biaya

sebesar Rp 3.009.935.000 dari alokasi biaya yang sudah


Sebaran peserta Diklat Re-orientasi sebagai berikut:

d. Substantive Education and Training

Substantive education and training was organized in a

short time both internally and externally, domestically

and abroad in the form of seminars, workshops, job

training/workshop, or other courses. Objectives of

the Substantive Education and Training is to improve

the knowledge and competence of employees in

accordance with the functions of occupational and

position, as well as the needs of the work unit and also

the needs and business scope of the Company.

In 2015, Substantive Education and Training has absorbed

cost amounted to Rp731,712,000 from budgeted cost

allocation of Rp2,000,000,000.

e. Pre-service (Re-orientation) Education and Training

Re-orientation Education and Training was organized

to provide sufficient knowledge of entrepreneurial and

the other knowledges required to face the pension

preparation period. Materials provided in the form of

preparation for the aspects of psychological, health,

activities planning and outing. The education and training

also become one of the Company’s appreciation to the

employees who will enter the retirement period.

Implementation of the Re-Orientation education and training

as follows:

• Bali

For Employees originating from the Head Office, Main

Branch Office of Soekarno-Hatta International Airport,

Halim Perdana Kusuma Airport, Jakarta and the Husein

Sastranegara Airport, Bandung.

• Bandung

For Employees originating from Branch Offices of

airports in the area of Deli Serdang, Palembang, Tanjung

Pinang, Padang, Pangkal Pinang, Pekanbaru, Banda

Aceh, Jambi, and Pontianak.

In 2015, the Re-orientation Education and Training has

absorbed cost amounted to Rp3,009,935,000 from the

budgeted cost allocation of Rp4,000,000,000.

Distribution of participants of the Re-orientation Education

and Training as follows:

KP BSH KNO PKU PLM PDG PGK TNJ BTJ BDO DJB PNK HLP

15 52 19 9 9 11 6 7 9 7 5 5 7


3. Program Strategis

a. Provider Training & Development Center

- Approval Diklat PKP-PK & Salvage

Sertifikasi Approval Diklat PKP-PK telah diterbitkan

DJU bulan Juli 2015. PT AP II telah melaksanakan

Diklat PKP-PK batch 1 secara Mandiri dengan

pengajar yang berasal dari internal PT AP II serta

fasilitas dan peralatan yang menggunakan milik

PT AP II pada bulan Oktober s.d Desember 2015

sejumlah 20 orang peserta bertempat di Wisma AP

II – Cimacan.

- Approval Diklat AVSEC

Approval Diklat AVSEC bertujuan untuk

meningkatkan kualitas Diklat AVSEC di lingkungan

PT Angkasa Pura II (Persero). Manfaat program

tersebut adalah agar PT AP II dapat melaksanakan

Diklat AVSEC secara mandiri serta optimalisasi

personil pengajar, fasilitas dan peralatan Diklat. Hasil

akhir dari Approval Diklat AVSEC adalah Penerbitan

Sertifikasi Approval Diklat AVSEC dari DJU.

Kegiatan yang telah dilakukan dalam rangka Approval

Diklat AVSEC yaitu:

• PenyusunanTimPerumusDiklat;

• PenyusunanTrainingProsedurManualdanQuality

Control;

• PenyusunanKurikulumdanSIlabusDiklatAVSEC;

• Menyiapkan kelengkapan persyaratan substansi

pengajuan approval ke DJU

b. Existing Training & Development Centre

- Pembentukan Training Centre

Tersedia fasilitas pembelajaran yang sesuai dengan

kebutuhan serta untuk menjawab kebutuhan serta

untuk menjawab tantangan efisiensi biaya.

Kegiatan yang telah dilakukan dalam rangka

pembentukan Training Centre yaitu:

• PenyiapanAdministrasidanPerijinan;

• PembangunanDormitory dilengkapi ruang kelas;

• PenyiapanLearning Technology

- Sertifikasi Internasional Training Centre (ICAO-Train

AirPlus). Pengakuan secara internasional terhadap

lembaga training PT Angkasa Pura II serta berpotensi

sebagai revenue center.

3. Strategic Program

a. Training Provider & Development Center

- Approval of PKP-PK & Salvage Education & Training

Approval certification of PKP-PK Education &

Training has been published by DJU in July 2015. PT

AP II has conducted PKP-PK Education & Training

for the 1st batch independently with educators who

come from the internal of PT AP II as well as facilities

and equipments owned by PT AP II in October until

December 2015 amounted to 20 participants at

Wisma AP II - Cimacan.

- Approval of AVSEC Education & Treaining

Approval of AVSEC Education & training aims to

improve the quality of AVSEC Education & training in

PT Angkasa Pura II (Persero). Benefits of the program

is that PT AP II can execute the AVSEC Education &

Training independently and optimization of educator

personnel, facilities and equipment of Education

& Training. The end result of AVSEC Education &

Training is the Issuance of Approval Certification of

AVSEC Education & Training from DJU.

Activities that have been carried out in the framework of

the Approval of AVSEC Education & Training namely:

• Preparation of Education & Training Formulation

Team;

• Preparation of manual procedures training and

Quality Control;

• Preparation of Curriculum and Syllabus of AVSEC

Education & Training;

• Preparingthecompletenessofrequirementsofthe

approval submission substance to DJU.

b. Existing Training & Development Centre

- Establishment of Training Centre

Learning facilities in accordance with the needs and

addressing the needs as well as answering the cost

efficiency challenges.


the Establishment of Training Centre, namely:

• PreparationofAdministration&Licensing

• ConstructionofaDormitoryequippedwithaclassroom;

• PreparationofLearningTechnology.

- International Training Centre Certification (ICAO-

Train Airplus). International recognition towards the

training institutions of PT Angkasa Pura II and the

potential as revenue center.










Kegiatan yang telah dilakukan dalam rangka Sertifikasi

Internasional Training Centre (ICAO-Train AirPlus) yaitu:

• Readiness Assesment (Selesai);

• PenyusunanTrainingProsedurManualdanQuality

Manual;

• ICAO-TrainingInstructureCourse;

• ICAO-TrainingDeveloperCourse;

• PenyiapanStandardTrainingPackage(STP);

c. Knowledge Management (Sharing Session)

Knowledge Management yang terintegrasi bertujuan

mencegah hilangnya Critical Knowledge sehingga

Meningkatkan kecepatan belajar SDM dalam

meningkatkan kapasitas dan kemampuan beradaptasi

dalam perubahan di Perusahaan.

Kegiatan yang telah dilakukan dalam rangka Knowledge

Management yaitu:

• Pembuatan Dokumen Knowledge Sharing yang

tertuang dalam Peraturan Direksi Tentang Diklat

Teknisa dan Diklat Substantif Dalam dan Luar Negeri

nomor : PD.10.01/12/2015/0058;

• Pelaksanaan Knowledge Sharing Petugas PKP-PK

Changi Airport di Gedung PKP-PK BSH;


International Training Centre Certification (ICAO0Train

AirPlus) namely.

• ReadinessAssesment(Completed);

• Preparation of Manual Procedures and Quality

Manual Training;

• ICAO-InstructureCourseTraining;

• ICAO-DeveloperCourseTraining;

• PreparationofStandardTrainingPackage(STP);

c. Knowledge Management (Sharing Session)

Integrated Knowledge Management aims to prevent the

loss of Critical Knowledge so as to improve the learning

pace of HR in improving the capacity and capability to

adapt to changes in the Company.


Knowledge Management, namely:

• PreparationofKnowledgeSharingDocumentscontained

in the Board of Directors Regulation on the Education

and Training for Technical and Substantive in Domestic

and Abroad No: PD.10.01/12/2015/0058;

• Implementation of Knowledge Sharing for PKP-PK

Officer of Changi Airport at the Building of PKP-PK BSH;


rencana pelatihantahun 20162016 Training Plans

NoJenis DiklatTraining Types

DirektoratDirectorate

1Manajerial

Managerial

Seluruh Direkorat

All Directorate

2 Formal (S.2)Seluruh Direkorat

All Directorate

3Teknis Mandatory

Mandatory Technical

Operations 7 Engineering

Airport Services & Facility

Human Capital, GA & IT

Commercial & Business Development

Non-Directorate

4Teknis Non Mandatory

Non-Mandatory Technical

Non-Directorate

Operations & Engineering

Airport Services & Facility

Human Capital, GA & IT

Finance

Commercial & Business Development

5 Sarasehan Operations & Engineering

6 Jambore Operations & Engineering

7Orientasi

Orientation

Seluruh Direkorat

All Directorate

8 Talent Development Program (TDP)Seluruh Direkorat

All Directorate

9 Individual Development Program (Idp)Seluruh Direkorat

All Directorate

10Re-Orientasi

Re-Orientation

Seluruh Direkorat

All Directorate

11 AmepSeluruh Direkorat

All Directorate

12Sertifikasi Instruktur

Instructor Certification

Seluruh Direkorat

All Directorate

13 Approval Avsec & DG Operations & Engineering

14Implementasi Corpu

Corpu Implementation

Seluruh Direkorat

All Directorate

15Sertifikasi Train Airplus

Train Airplus Certification

Seluruh Direkorat

All Directorate

16 Knowledge Management ImplementationSeluruh Direkorat

All Directorate

17Diklat T3 Ultimate

Education & Training Of T3 Ultimate

Seluruh Direkorat

All Directorate

18Program Sertifikasi Internasional

International Certification Program

Seluruh Direkorat

All Directorate


pengembangan Karir Karyawan

Angkasa Pura II memberikan kesempatan yang sama

bagi setiap karyawan untuk mengembangkan diri dan

menunjukkan potensi terbaiknya bagi organisasi tanpa

membedakan gender, suku, agama, ras dan golongan.

Penerapan pengembangan karir karyawan dilakukan secara

fair berdasarkan hasil penilaian kinerja setiap karyawan secara

periodik. Pengembangan karir karyawan dituangkan dalam

bentuk proyeksi jabatan, dimana kondisi dan kesempatan

pengembangan karir setiap karyawan disesuaikan dengan

kompetensi dan kebutuhan Perusahaan.

Sebagai salah satu bentuk perhatian kepada jenjang karir

karyawan, pada tahun 2015 Angkasa Pura II melaksanakan

promosi karyawan diantaranya adalah:

1. Promosi untuk jabatan Manajerial sebanyak 92 orang

2. Promosi untuk jabatan Pelaksana sebanyak 1134 orang

employee Career development

Angkasa Pura II provides equal opportunity for all employees

to develop themselves and show their best potential for the

organization regardless of gender, ethnicity, religion, race

and class. Implementation of employee career development

is made fairly based on the performance assessment results

of each employees on a periodic basis. Employee career

development is stipulated in the form of position projections,

where the conditions and opportunities of career development

for each employee is tailored to the competencies and needs

of the Company.

As one form of attention to the career path of employees,

in 2015, Angkasa Pura II performed employee promotion

among others:

1. Promotion for Managerial position amounted to 92

people

2. Promotion for Executive position amounted to 1,134

people


Angkasa Pura II menerapkan asas kesamaan kesempatan

dalam proses rekrutmen tanpa adanya unsur diskriminasi.

Oleh karenanya rekrutmen karyawan Angkasa Pura II pada

dasarnya dilakukan secara terbuka bagi siapapun. Untuk

mendapatkan calon karyawan yang berkualitas serta

bertalenta terbaik untuk mengisi posisi tertentu, Angkasa Pura

II menerapkan beberapa pola rekrutmen, sebagai berikut:

a. Rekrutmen internal

Rekrutmen internal dilakukan dengan mengoptimalkan

sumber daya yang telah dimiliki sebagai bentuk

percepatan pergerakan karir karyawan;

b. Rekrutmen eksternal

Rekrutmen eksternal difokuskan pada perekrutan

karyawan berpendidikan yang lebih tinggi dan karyawan

dengan kompetensi yang belum dimiliki Angkasa Pura II.

Sebelum diangkat menjadi karyawan tetap, karyawan baru

tersebut terlebih dahulu mengikuti program pelatihan dasar,

diikuti dengan pelaksanaan program pengembangan bagi

karyawan baru yang lolos proses seleksi, sesuai dengan

bidang pekerjaan masing-masing.

Pada tahun 2015, jumlah karyawan baru Angkasa Pura II

sebanyak 1465 orang, yang terdiri dari 1172 laki-laki dan 254

perempuan. Lebih banyaknya karyawan laki-laki bukan karena

praktik diskriminasi, namun jenis kegiatan bisnis Perusahaan

lebih banyak diminati oleh laki-laki dibandingkan perempuan.

Lebih lanjut, jumlah turnover karyawan Angkasa Pura II 1074

yang disebabkan oleh 284 karyawan yang memasuki masa

pensiun, 64 karyawan yang mengundurkan diri, 4 pegawai

yang diberhentikan (karena pelanggaran disiplin).

Jumlah Karyawan dan Tingkat Turnover Karyawan Angkasa

pura II Tahun 2015

Angkasa Pura II applies the principle of equality in the

recruitment process without any element of discrimination.

Therefore, the recruitment of employees of Angkasa Pura II

are basically open to anyone. To get qualified candidates as

well as the best talent to fill certain positions, Angkasa Pura II

applies several recruitment patterns, as follows:

a. Internal Recruitment

Internal recruitment is performed by optimizing resources

that have been owned as a form of accelerating the

employees’ career movement;

b. External Recruitment

External recruitment is focused on recruiting higher

educated employees and employees with competencies

that have not owned by Angkasa Pura II.

Before appointed as permanent employees, new employees

should first follow the basic training program, followed by the

implementation of development programs for new employees

who Graduated the selection process, in accordance with the

respective field of work.

In 2015, the number of new employees of Angkasa Pura II

amounted to 1,465 people, consists of 1,172 male and 254

female. More amount of male employees is not because

of discriminatory practices, but the type of the Company’s

business activities that is more attractive to male than

female. Moreover, the number of turnover of Angkasa

Pura II employees amounted to 1,074 people caused by

284 employees who retire, 64 employees who resigned, 4

employees who were dismissed (due to breach of discipline).

Number and Turnover Rate of Angkasa pura II employees

in 2015

rekrutmen danturnover karyawanEmployee Recruitment and Turnover

DeskripsiDescription

2015

Penambahan Karyawan

Addition of Employees

Pengangkatan PKWT/KMPG menjadi karyawan perusahaan

Appointment of Contract Workers as the Company’s employees1426

Pengurangan Karyawan

Reduction of Employees

Pensiun

Pension284

Pengunduran Diri

Resignation64

Diberhentikan karena Pelanggaran Disiplin

Dismissals for Breach of Discipline4

Jumlah Turnover Total Turnover 1074


Angkasa Pura II terus berkomitmen dalam meningkatkan

kesejahteraan karyawan guna meningkatkan motivasi

kinerja dan loyalitas karyawan terhadap Perusahaan. Jumlah

kesejahteraan karyawan Angkasa Pura II selama tiga tahun

terakhir adalah sebagai berikut:

Angkasa Pura II is committed to continuously improved the

welfare of employees in order to motivate the performance

and loyalty of employees to the Company. The total

employees’ welfare of Angkasa Pura II during the last three

years are as follows:

kesejahteraansumber daya manusiaHuman Resources Welfare

No.Uraian

Description2013 2014 2015

1Gaji dan Upah

Salaries and Wages140.719.709 156.396.660 170.597.987

2Tunjangan Prestasi

Achievement Allowance157.366.574 169.986.204 217.869.540

3 Tunjangan Jabatan

Position Allowance23.610.556 27.271.636 145.834.337

4Uang Transport

Transport Money69.295.811 102.256.984 28.157.644

5Bantuan Sewa Rumah

Rent Allowance26.543.153 56.884.098 58.681.212

6Permakanan

Permakanan29.658.936 35.664.920 57.032.668

7Tunjangan Khusus

Special Allowance34.631.940 34.414.476 55.811.938

8Tunjangan Profesi

Professional Allowance11.525.053 13.159.565 15.601.691

9Tunjangan Cuti

Leave Allowance22.972.382 27.855.418 33.569.902

10Uang Kelebihan Jam Kerja

Overtime Money21.830.477 20.984.583 26.308.810

11Jasa Produksi/Bonus

Production/Bonus Services113.461.394 149.746.314 164.948.200

12

Sumbangan Kematian/Perkawinan/

Kelahiran

Death/Marriage/Birth Donations

1.822.667 2.480.684 2.993.075

13PPh 21 Pegawai

Employees’ Income Tax 2137.476.030 65.695.292 91.109.125

14Pakaian Dinas

Office Clothing19.463.214 12.202.279 29.144.536

15Pengobatan/Perawatan

Treatment /Nursing26.004.136 46.783.692 22.429.211

16Obat-obatan

Drugs13.391.107 7.763.503 22.550

TOTAL 749.773.140 929.546.309 1.120.112.427

(in thousands)(Dalam Ribuan)

*) Dinilai dalam ekuivalen rupiah

*) Assessed in Rupiah equivalent


Karyawan dengan status tidak tetap tidak mendapatkan

seluruh komponen kesejahteraan tersebut, namun Angkasa

Pura II memastikan bahwa hak-hak normatifnya senantiasa

berada di atas ketentuan yang berlaku, meskipun tanggung

jawab pembinaan berada di tangan perusahaan penyedia

tenaga kerja.

paket Remunerasi

Angkasa Pura II menerapkan standar penggajian yang

kompetitif sesuai kemampuan keuangan Perusahaan.

Untuk memastikan besaran paket kesejahteraan yang

bersaing dengan perusahaan sejenis, Angkasa Pura II selalu

berpartisipasi dalam survei remunerasi yang dilakukan oleh

konsultan remunerasi terkemuka. Dari hasil survei tersebut,

Angkasa Pura II dapat melakukan standarisasi sistem

remunerasi yang mampu mempertahankan karyawan yang

potensial serta memotivasi karyawan dalam meningkatkan

kompetensi dan kinerjanya namun tetap seimbang dengan

kondisi dan kemampuan keuangan Perusahaan.

Sistem remunerasi karyawan yang telah dilakukan Angkasa

Pura II pada tahun 2015 adalah dengan melakukan

penyesuaian gaji pokok karyawan yang dilakukan dengan

model peningkatan umum (general increase) kemudian

dikaitkan dengan inflasi & peningkatan prestasi (merit

increase) kinerja karyawan.

Adapun komponen paket remunerasi karyawan Angkasa Pura

II terdiri dari gaji dasar pensiun, Penunjang gaji dasar serta

berbagai tunjangan dan fasilitas, antara lainnya:

- Tunjangan dan Fasilitas Bulanan

Tunjangan transportasi/BBM, tunjangan uang makan,

tunjangan uang lembur, tunjangan license dan rating,

tunjangan jabatan, tunjangan telepon, dan tunjangan

operasional.

- Tunjangan dan Fasilitas Tahunan

Bantuan sewa rumah, tunjangan cuti (cuti tahunan

dan cuti panjang), tunjangan kesejahteraan keluarga,

tunjangan khusus dan insentif produksi.

Selain itu, Perusahaan menetapkan bonus yang didasarkan

pada estimasi manajemen Perusahaan dan disahkan oleh

Rapat Umum Pemegang saham (“RUPS”), dibukukan sebagai

beban (expense) tahun berjalan.

program pensiun

Angkasa Pura II menyelenggarakan program pensiun manfaat

pasti untuk seluruh karyawan tetapnya, agar karyawan dapat

melanjutkan kehidupan dengan tingkat kesejahteraan yang

terjamin pada saat memasuki usia pensiun, dengan batasan

usia 56 tahun. Program ini dilaksanakan melalui Dana Pensiun

Non-permanent employees do not get all of the welfare

components, but Angkasa Pura II ensures that their normative

rights are always above the applicable regulations, although

the coaching responsibility is in the hands of labor provider.

Remuneration packages

Angkasa Pura II applies competitive remuneration standards

in accordance with the Company’s financial capabilities. To

ensure the amount of welfare packages that compete with

similar companies, Angkasa Pura II is always participated in

remuneration survey conducted by the leading remuneration

consultants. From the survey results, Angkasa Pura II can

standardize a remuneration system that is able to maintain

potential employees and motivate employees to improve their

competence and performance while maintaining the balance

with the Company’s financial condition and capabilities.

Employee’s remuneration system which has been performed

by Angkasa Pura II in 2015 is to make adjustments to the basic

salary of its employees conducted with the general increase

model then linked to inflation & increase in achievement

(merit increase) of employee’s performance.

Components of employee remuneration packages of Angkasa

Pura II consist of pension basic salary, supporting basic salary

as well as various allowances and facilities, among others:

- Monthly Allowances and Facilities

Transporation/ fuel allowance, meal allowance, overtime

allowance, license and rating allowance, position

allowance, telephone allowance, and operational

allowance.

- Annual Allowances and Facilities

Rent allowance, leave allowance (annual leave and

long service leave), family welfare allowance, special

allowance and production incentives.

In addition, the Company establishes bonuses based on the

estimation of the Company’s management and approved by

the General Meeting of Shareholders (“GMS”), recorded as

expenses for the year.

pension plans

Angkasa Pura II held a defined benefit pension plans for

all of its permanent employees, so that employees can

continue to live with a guaranteed level of welfare at the

time of retirement, with age limit of 56 years. The program

is implemented through the Pension Fund of Angkasa Pura










Angkasa Pura II (DAPENDA) dengan Surat Keputusan Direksi

Angkasa Pura II No.KEP.549/KP.308/Angkasa Pura II-98

tanggal 06 Oktober 1998 serta telah diperbaharuidengan

SK No.KEP.695/KP.308/ Angkasa Pura II-2003 tanggal 31

Desember 2003.

Dapenda mengelola dana kepesertaan karyawan hingga

karyawan yang diangkat tahun 2008 dengan pola Program

Pensiun Manfaat Pasti (PPMP). Dan untuk pengelolaan dana

pensiun karyawan yang diangkat sejak tahun 2009 dikelola

oleh Dana Pensiun Lembaga Keuangan (DPLK) PT Bank

Negara Indonesia Tbk (BNI) dalam Program Pensiun Iuran

Pasti (PPIP).

Hal ini dilakukan atas arahan/instruksi dari Menteri Negara

BUMN tentang penyelenggaraan Pengelolaan Dana Pensiun

melalui Program Pensiun Iuran Pasti (PPIP). Kerjasama

tersebut tertuang dalam Perjanjian Kerjasama tentang

penyediaan layanan program pensiun antara Angkasa Pura II

dengan DPLK BNI nomor PJJ.03.10.01/00/01/2013/089 atau

005/DLK/1/2013 tanggal 26 Januari 2013.

Selain program manfaat pensiun, Perusahaan juga

mengadakan kesepakatan bersama dengan Serikat Karyawan

Angkasa Pura II untuk menyelenggarakan program manfaat

pensiun tambahan melalui DPLK BNI, Tunjangan Hari

Tua (THT) yang saat ini dikelola oleh PT. Jiwasraya dan PT

Bumiputera, Tunjangan Perumahan Akhir Masa Tugas dan

Jaminan Hari Tua (BPJS Ketenagakerjaan).

program pemeliharaan Kesehatan

Perusahaan memberikan jaminan pemeliharaan kesehatan

baik rawat jalan maupun rawat inap. Untuk jaminan kesehatan

tersebut perusahaan memiliki ketetapan dan kebijakan

untuk karyawan dan keluarganya yang meliputi suami/istri

dan dua anak dengan usia maksimum 21 tahun dan dapat

diperpanjang sampai dengan 25 tahun sepanjang belum

menikah dan masih dalam pendidikan formal. Dengan adanya

jaminan kesehatan diharapkan karyawan dapat tenang dalam

bekerja sehingga meningkatkan produktivitasnya.

program Asuransi Jiwa dan Jaminan Ketenagakerjaan

Angkasa Pura II membiayai program asuransi jiwa bagi

karyawan yang bekerja sama dengan dengan beberapa

Perusahaan asuransi untuk mendukung program tersebut.

Perusahaan juga mengikutsertakan seluruh karyawannya

dalam program jaminan ketenagakerjaan di BPJS

Ketenagakerjaan.

II (DAPENDA) with the Board of Directors Decree of Angkasa

Pura II No. KEP.549/KP.308/Angkasa Pura II-98 dated October

06th, 1998 and ammended with Decree No. KEP.695/KP.308/

Angkasa Pura II-2003 dated December 31st, 2003.

Dapenda manages employee participation funds up to

employees who were appointed in 2008 with the pattern

of the Defined Benefit Pension Plans (PPMP). While for

the management of employee pension funds who were

appointed since 2009 is managed by the Financial Institution

Pension Fund (DPLK) of PT Bank Negara Indonesia Tbk (BNI)

in the Defined Contribution Pension Plans (PPIP).

This is performed under the direction/instruction of the

State Minister of SOEs on the implementation of Pension

Fund Management through the Defined Contribution

Pension Plans (PPIP). The cooperation is stipulated in

the Cooperation Agreement on the provision of pension

plans service between Angkasa Pura II with DPLK BNI No.

PJJ.03.10.01/00/01/2013/089 or 005/DLK/1/2013 dated

January 26th, 2013.

In addition to pension benefit plans, the Company also

entered a joint agreement with the Labor Union of Angkasa

Pura II to held additional pension benefit plans through

DPLK BNI, Annuities (THT) which is currently managed by

PT. Jiwasraya and PT Bumiputera, Housing Allowances for

Retirees and the Retirement Security (Employment BPJS).

Health Care program

The Company provides health care insurance either outpatient

or inpatient. For such health insurance, the Company has

statutes and policies for employees and their families which

includes husband/wife and two children with a maximum

age of 21 years old and can be extended up to 25 years old

as long as unmarried and still in formal education. With the

health insurance, the employees are expected to work calmly

thereby increasing their productivity.

Life Insurance program and employment guarantee

Angkasa Pura II financed the life insurance program

for employees in collaboration with several insurance

Companies to support such program. The Company also

involve all employees in the employment guarantee program

in Employment BPJS.


kesejahteraan dankeselamatan kerja karyawanEmployees Occupational Health and Safety

Angkasa Pura II menyediakan fasilitas layanan kesehatan

yang dikelola secara swakelola oleh unit yang membidangi

yaitu Medical Service Management dan diikutsertakan pada

program BPJS Kesehatan. Besarnya fasilitas kesehatan yang

diterima oleh karyawan tergantung pada jabatan sesuai

dengan ketentuan yang berlaku. Selama tahun 2015, jumlah

karyawan beserta keluarga inti yang menjadi peserta layanan

kesehatan Angkasa Pura II mencapai 13.747 orang. Jumlah

tersebut meningkat 11% dari tahun 2014 yang mencapai

12.427 orang.

Angkasa Pura II berkomitmen untuk melakukan pengelolaan

kesehatan dan keselamatan kerja (K3) yang difokuskan

untuk mencapai tingkat kecelakaan nihil atau zero accident.

Komitmen tersebut diwujudkan dalam kebijakan Perusahaan

terkait K3 yang diatur dalam Keputusan Direksi No.KEP.088/

KP.204/APII-2002. Pengelolaan K3 yang dilakukan Angkasa

Pura II didasarkan pada peraturan ketenagakerjaan dan aturan

K3 Dinas Tenaga Kerja setempat serta dievaluasi dan dinilai

setiap tahun.

Sedangkan untuk meminimalisir risiko dan mencegah

terjadinya insiden kecelakaan kerja, Angkasa Pura II

mengupayakan lingkungan kerja yang nyaman dan aman

bagi karyawan dengan memastikan seluruh unit operasi

memiliki sarana dan prasarana terkait aspek keamanan dan

keselamatan kerja. Angkasa Pura II juga terus melakukan

sosialisasi dan tindakan tegas dalam rangka membudayakan

sikap patuh karyawan terhadap peraturan perundangan

tentang keselamatan kerja.

Angkasa Pura II provides health care facility which is self-

managed by the unit in charge, namely the Medical Service

Management and are included in the BPJS Health program.

The amount of health facility received by employees depend

on positions in accordance with applicable provisions. During

2015, the number of employees and their core families who

participated in the health services of Angkasa Pura II reached

13,747 people. The number increased by 11% from 2014 with

12,427 people.

Angkasa Pura II is committed to the management of

occupational health and safety (K3) which is focused to

achieve zero accident rate or zero accident. The commitment

is embodied in the Company’s policy related to K3 stipulated

in the Board of Directors Decree No. KEP. 088/KP.204/APII-

2002. K3 management conducted by Angkasa Pura II is based

on the employment regulations and K3 rules of the local

Department of Labor as well as evaluated and assessed every

year.

Meanwhile, to minimize the risk and prevent occupational

incidents, Angkasa Pura II seeks to create a comfortable

and safe work environment for employees to ensure that

all operating units have the facilities and infrastructure

related to occupational security and safety. Angkasa Pura II

continuously conducts socialization and decisive action in

order to cultivate the attitude of obedient of the employees

against the laws and regulations on occupational safety.

167

beyondchallengeanalisis danpembahasanmanajemenManagement Analysis and Discussion


tinjauanindustriIndustry Review

1. perekonomian global

Pemulihan perekonomian global pada 2015 berjalan

lebih lambat dari perkiraan. Ekonomi dunia pada 2015

hanya tumbuh 3,1%, lebih rendah dari perkiraan di awal

tahun sebesar 3,5% dan pertumbuhan 2014 sebesar 3,4%.

Realisasi pertumbuhan ekonomi di beberapa negara

maju lebih rendah dari perkiraan semula, sehingga

pertumbuhan ekonomi negara maju, secara keseluruhan,

belum mampu menjadi motor pemulihan ekonomi global.

Upaya yang dilakukan untuk mendorong pertumbuhan

ekonomi belum optimal, karena pelonggaran kebijakan

moneter (quantitative easing, QE) di negara maju

belum sepenuhnya didukung oleh stimulus fiskal dan

implementasi reformasi struktural. Di samping itu,

kecepatan pemulihan pertumbuhan ekonomi yang

berbeda-beda telah memicu terjadinya divergensi

kebijakan moneter diantara negara maju.

Pemulihan perekonomian global pada 2015 juga diwarnai

perubahan lanskap pertumbuhan ekonomi. Pertumbuhan

ekonomi negara berkembang (emerging markets)

melambat, sedangkan pertumbuhan ekonomi negara

maju menunjukkan tren pemulihan secara gradual.

Meskipun tumbuh lebih rendah dari perkiraan awal,

pertumbuhan ekonomi negara-negara maju mengalami

peningkatan dari 1,8% pada 2014 menjadi 1,9% pada 2015.

Di sisi lain, pertumbuhan ekonomi negara berkembang

turun dari 4,6% pada 2014 menjadi 4,0% pada 2015.

Walaupun mengalami perlambatan yang cukup signifikan,

kontribusi pertumbuhan negara berkembang masih

dominan dan mencapai 58%. Sementara, pertumbuhan

negara maju memberikan kontribusi sebesar 42% terhadap

pertumbuhan ekonomi global.

1. global economy

Global economic recovery in 2015 is running slower than

expected. The world’s economy in 2015 only grew 3.1%,

lower than forecast at the beginning of the year by 3.5%

and growth in 2014 amounted to 3.4%. Realization of

economic growth in some developed countries is lower

than expected, so that economic growth in developed

countries, as a whole, has not been able to become the

motor of global economic recovery. Efforts made to

boost economic growth is yet optimal, because of the

easing of monetary policy (quantitative easing, QE) in

developing countries has not yet fully supported by the

fiscal stimulus and structural reformation. In addition,

the different pace of economic growth recovery have

triggered divergence of monetary policy between

developed countries.

Global economic recovery in 2015 also marked by the

changes of economic growth landscape. Economic

growth in developing countries (emerging markets) is

slowing down, while economic growth in developed

countries show a gradual recovery trend. Despite the

lower growth than initial estimates, economic growth

in developed countries has increased from 1.8% in 2014

to 1.9% in 2015. On the other hand, economic growth

in developing countries fell from 4.6% in 2014 to 4.0%

in 2015. Despite the significant slowdown, the growth

contribution of developing countries is still dominant and

reached 58%. Meanwhile, growth in developed countries

contributed 42% to global economic growth.


Perlambatan ekonomi global pada 2015 dipengaruhi

oleh faktor siklikal maupun struktural. Faktor siklikal

terutama bersumber dari perlambatan ekonomi

Tiongkok, berlanjutnya penurunan harga komoditas,

dan ketidakpastian normalisasi kebijakan moneter AS.

Sementara itu, faktor struktural terutama terjadi di

negara maju, yang bersumber dari menurunnya potential

output akibat faktor demografi (ageing population) dan

penurunan tingkat investasi pascakrisis keuangan global.

Penurunan potential output dan respons kebijakan yang

ditempuh negara maju memberikan dampak yang cukup

signifikan pada negara berkembang, baik melalui jalur

perdagangan maupun keuangan.

Ekonomi Tiongkok masih mengalami perlambatan,

sejalan dengan kebijakan rebalancing ekonomi yang

belum berhasil mendorong konsumsi. Ekonomi Tiongkok

pada 2015 hanya tumbuh sebesar 6,9%, melambat

dibandingkan dengan pertumbuhan 2014 sebesar 7,3%.

Kondisi ini berdampak pada penurunan permintaan impor

Tiongkok, yang memberikan dampak rambatan kepada

negara berkembang melalui jalur perdagangan.

Perlambatan pertumbuhan ekonomi global, khususnya

Tiongkok, mendorong berlanjutnya penurunan harga

komoditas pada 2015. Negara-negara pengekspor

komoditas, termasuk Indonesia, terkena dampak ganda

yang bersumber dari penurunan volume permintaan

maupun harga komoditas sehingga menekan kinerja

ekspor. Indeks Harga Komoditas Ekspor Indonesia (IHKEI)

pada 2015 terkontraksi sebesar 14,9%, lebih besar dari

kontraksi indeks harga 2014 sebesar 4,2%. Penurunan

harga komoditas, sebagai dampak melambatnya ekonomi

Tiongkok, diperberat oleh menurunnya harga minyak

dunia, yang memiliki hubungan cukup kuat dengan harga

komoditas tertentu. Pelemahan harga minyak dunia

dipengaruhi oleh tingginya suplai, baik dari negara anggota

OPEC maupun non-OPEC, di tengah menurunnya

permintaan akibat perlambatan ekonomi global.

Perlambatan pertumbuhan ekonomi dan menurunnya

harga komoditas berdampak pada penurunan laju inflasi

global. Laju inflasi global pada 2015 tercatat sebesar 3,3%,

turun dari tahun sebelumnya sebesar 3,5%. Sebaliknya,

laju inflasi negara- negara berkembang pada 2015 justru

meningkat menjadi 5,6% dari tahun sebelumnya sebesar

5,1%. Peningkatan inflasi tersebut terutama dipengaruhi

oleh dampak pass-through pelemahan nilai tukar.

Sebagai respons atas dinamika ekonomi dan keuangan

global, beberapa negara berkembang menempuh bauran

kebijakan yang memadukan kebijakan moneter, fiskal, dan

reformasi struktural. Belajar dari pengalaman negara maju

Global economic slowdown in 2015 was affected by

cyclical and structural factors. Cyclical factors mainly

from the economic slowdown in Cina, the continued

decline in commodity prices, and the uncertainty of

the normalization of US monetary policy. Meanwhile,

structural factors, especially in developed countries, which

was sourced from the decline in potential output due to

demographic factors (ageing population) and a decrease

in the level of investment after the global financial crisis.

The decline in potential out and response of policies

pursued by developed countries provide significant impact

on developing countries, either through trade or financial.

China’s economy still experienced a slowdown, in line with

the economy rebalancing policy that has not managed to

push consumption. China’s economy in 2015 only grew

6.9%, slowing down compared to 2014 with 7.3%. These

conditions impact on the demand for Chinese imports,

that provide propagation impacts to developing countries

through trade.

Slowdown in global economic growth, especially China,

pushes the continued decline in commodity prices in 2015.

Commodity-exporting countries, including Indonesia, hit

by the double impact that comes from a decrease in the

volume of demand and commodity prices weighing on

export performance. Indonesia Export Commodity Price

Index (IHKEI) in 2015 contracted by 14.9%, greater than the

contraction in the price index of 2014 by 4.2%. The decline

in commodity prices, as the impact of China’s economic

slowdown, exacerbated by the decline in world oil prices,

which have a strong enough relationship with the price

of a particular commodity. The weakening of world oil

prices affected by high supply, both from OPEC member

countries and non-OPEC, amid lower demand due to the

global economic slowdown.

Slowdown in economic growth and falling commodity

prices have an impact on the decline in global inflation.

Global inflation in 2015 was amounted to 3.3%, down from

the previous year of 3.5%. In contrast, the inflation rate of

developing countries in 2015 was increased to 5.6% from

the previous year of 5.1%. Increase in inflation was mainly

influenced by the impact of the pass-through of exchange

rate depreciation.

In response to the global economic and financial

dynamics, several developing countries take the policy

mix that combines monetary policy, fiscal, and structural

reformation. Learning from the experience of developed










yang terlalu mengandalkan kebijakan moneter dalam

mendorong pertumbuhan ekonomi, beberapa negara

berkembang memilih menerapkan bauran kebijakan

untuk menopang pertumbuhan ekonomi yang melambat.

Bauran kebijakan tersebut memadukan pelonggaran

kebijakan moneter dengan kebijakan makroprudensial,

kebijakan fiskal, dan reformasi struktural. Tiongkok, India,

dan Indonesia merupakan contoh negara berkembang

yang secara konsisten menerapkan bauran kebijakan

pengelolaan makroekonomi yang sehat dan menyertakan

agenda reformasi struktural. Reformasi struktural sangat

dibutuhkan oleh negara berkembang untuk meningkatkan

efisiensi dan daya saing sehingga perekonomian dapat

tumbuh secara berkelanjutan.

Perbaikan ekonomi negara maju yang terus berlangsung

dan mulai terlihatnya dampak implementasi bauran

kebijakan, khususnya reformasi struktural, di negara

berkembang akan mendorong pertumbuhan ekonomi

global lebih tinggi pada tahun 2016 hingga mencapai

3,4%. Namun, peningkatan pertumbuhan ekonomi

global tersebut diperkirakan belum mampu mendorong

perbaikan harga komoditas, sehingga masih akan sedikit

terkoreksi. Kondisi ini menjadi tantangan bagi negara

pengekspor komoditas, termasuk Indonesia, untuk secara

konsisten mengimplementasikan reformasi struktural

guna menciptakan sumber pertumbuhan ekonomi baru di

luar komoditas, sehingga pertumbuhan ekonomi menjadi

lebih berkelanjutan dan resilien terhadap gejolak global.

countries that rely too much on monetary policy

instimulating economic growth, several developing

countries choose to implement the policy mix to

sustain the slowdown in economic growth. The policy

mix combines the easing of monetary policy with

macroprudential policy, fiscal policy and structural

reformation. China, India, and Indonesia are examples of

developing countries that consistently apply the policy

mix of sound macroeconomic management and include

structural reformation agenda. Structural reformation

is very needed by developing countries to improve the

efficiency and competitiveness so that the economy can

grow in a sustainable manner.

Continued economic improvement in developed

countries and began sightings of the impact of policy mix

implementation, in particular the structural reformation, in

developing countries will drive global economic growth

higher in 2016 to reach 3.4%. However, the increase in

global economic growth is estimated not yet able to drive

improvement in commodity prices, so it will still be slightly

corrected. This condition is a challenge for commodity-

exporting countries, including Indonesia, to consistently

implement structural reformation in order to create new

sources of economic growth outside the commodity, so

that economic growth is becoming more sustainable and

resilient to global turmoil.


2. perekonomian Nasional

Di tengah berbagai tantangan eksternal dan domestik,

perekonomian Indonesia 2015 mencatat kinerja yang

positif. Stabilitas makroekonomi dan sistem keuangan

terjaga sementara momentum pertumbuhan ekonomi

mulai bergulir. Terjaganya stabilitas makroekonomi

tercermin pada inflasi yang kembali pada kisaran

sasarannya 4±1%, defisit transaksi berjalan yang menurun

ke sekitar 2% dari PDB, nilai tukar rupiah yang terkendali

terutama sejak triwulan IV 2015, dan sistem keuangan

yang resilien didukung oleh kecukupan modal yang kuat.

Sementara itu, pertumbuhan ekonomi yang berada

pada tren melemah mulai menemukan momentum

pembalikan pada semester II 2015. Pencapaian kinerja

ekonomi tersebut tidak terlepas dari sinergi kebijakan

yang ditempuh Bank Indonesia dan Pemerintah untuk

mengawal stabilitas makroekonomi dan sistem keuangan

serta mendorong proses pemulihan perekonomian.

Ketidakpastian pasar keuangan global berdampak pada

meningkatnya tekanan depresiasi nilai tukar rupiah

pada 2015. Dari sisi domestik, berkurangnya tekanan

terhadap rupiah terutama ditopang oleh langkah-langkah

kebijakan stabilisasi nilai tukar yang ditempuh Bank

Indonesia, persepsi positif investor atas prospek ekonomi

domestik akibat rangkaian paket kebijakan ekonomi yang

diluncurkan Pemerintah, dan imbal hasil aset domestik

yang tinggi. Berbagai faktor positif domestik ini mendorong

apresiasi rupiah yang lebih besar dibandingkan apresiasi

mata uang negara lain. Untuk keseluruhan 2015, rupiah

mencatat depresiasi 10,2% (yoy) menjadi Rp13.785 per

dolar AS, lebih rendah dibandingkan depresiasi beberapa

mata uang negara peers.

Neraca Pembayaran Indonesia pada 2015 mencatat

defisit, walaupun defisit transaksi berjalan mengalami

perbaikan yang cukup signifikan. Defisit transaksi berjalan

pada 2015 mengalami penurunan dari 3,1% dari PDB pada

2014 menjadi 2,1% dari PDB. Perbaikan defisit transaksi

berjalan terutama terjadi di sisi neraca perdagangan migas

dan neraca perdagangan nonmigas. Namun demikian,

pada triwulan IV 2015 Neraca Pembayaran Indonesia (NPI)

mencatat surplus yang cukup tinggi. Untuk keseluruhan

tahun 2015, NPI tercatat defisit sekitar 1,1 miliar dolar AS.

2. National economy

In the midst of various external and domestic

challenges, the Indonesian economy in 2015 recorded

a positive performance. Macroeconomic stability and

financial system is maintained while the economic

growth momentum started to roll. The maintained

macroeconomic stability is reflected in inflation that return

to the targeted range of 4±1%, the current account deficit

decreased to approximately 2% of GDP, the exchange

rate is controlled mainly since the fourth quarter of 2015,

and resilient financial system that is supported by strong

capital adequacy.

Meanwhile, economic growth that is on a weakening

trend began to find reversal momentum in the second half

of 2015. The achievement of economic performance can

not be separated from the synergies of policies pursued by

the Bank of Indonesia and the Government to safeguard

the stability of macroeconomic and financial system as

well as to boost economic recovery process.

Global financial market uncertainty resulted in increased

pressure on the rupiah depreciation in 2015. On the

domestic front, the reduced pressure on the Rupiah was

mainly supported by measures of exchange stabilization

policy adopted by the Bank of Indonesia, the positive

perception of investors over the outlook for the domestic

economy as a result of a series of economic policy

package which launched by the government, and yields on

domestic assets is high. Various domestic positive factors

are pushing greater rupiah appreciation compared to the

currencies of other countries. For the whole of 2015, the

rupiah recorded a depreciation of 10.2% (yoy) to Rp13,785

per US dollar, lower than the depreciation of currency of

several peers countries.

Indonesia’s balance of payments in 2015 recorded a

deficit, although the current account deficit has improved

significantly. The current account deficit in 2015 decreased

from 3.1% of GDP in 2014 to 2.1% of GDP. Improvement in

the current account deficit mainly occured in the trade

balance of oil and gas and non-oil trade balance. However,

in the fourth quarter of 2015, Indonesia’s balance of

payments recorded a high enough surplus. For the whole

of 2015, the balance of payments recorded a deficit of

about 1.1 billion US dollars.










Meski rupiah terdepresiasi, inflasi pada 2015 tercatat

sebesar 3,35% (yoy) dan berada dalam kisaran sasaran

inflasi 2015, yaitu 4±1%. Terkendalinya inflasi pada 2015

dipengaruhi oleh faktor global dan domestik.

Perekonomian Indonesia telah menemukan kembali

momentum perbaikan sejak semester II 2015.

Pertumbuhan ekonomi domestik terus melambat sampai

semester I 2015, sejalan dengan pelemahan ekonomi

global, penurunan harga komoditas, dan tersendatnya

belanja pemerintah akibat permasalahan nomenklatur.

Namun, pertumbuhan ekonomi mulai berbalik arah pada

semester II 2015, didorong oleh perbaikan permintaan

domestik. Belanja pemerintah meningkat signifikan,

ditopang oleh peningkatan belanja modal pemerintah

terutama terkait pembangunan infrastruktur. Stimulus

fiskal pemerintah tersebut juga telah direspons oleh sektor

swasta. Hal ini tercermin pada membaiknya pertumbuhan

investasi di beberapa sektor, seperti sektor konstruksi.

Dinamika ekonomi global yang ditandai dengan

berlanjutnya pelemahan ekonomi dunia dan berkurangnya

aliran modal ke emerging markets memberikan tekanan

terhadap pertumbuhan ekonomi domestik pada

tahun 2015. Perlambatan pertumbuhan ekonomi telah

memberikan dampak yang kurang menguntungkan bagi

pengangguran dan kesejahteraan. Merespons kondisi

tersebut, BI dan Pemerintah menempuh berbagai kebijakan

dalam rangka menjaga stabilitas makro dan mendorong

Although the rupiah was depreciated, inflation in 2015

was recorded at 3.35% (yoy) and within the range of the

inflation target in 2015, which is 4±1%. Controlled inflation

in 2015 was influenced by global and domestic factors.

The Indonesian economy has rediscovered momentum of

improvement since the second half of 2015. The growth

of domestic economy continued to slow in the first half of

2015, in line with the global economic slowdown, falling

commodity prices and delays in government spending

over the issue of nomenclature. However, economic

growth began to turn in the second half of 2015, driven

by an improvement in domestic demand. Government

spending increased significantly, supported by an increase

in government capital expenditures primarily related to

infrastructure development. The government’s fiscal

stimulus has also been responded by the private sector.

This is reflected in the improvement in investment growth

in several sectors, such as the construction sector.

The dynamics of global economy marked with the

continuation of world’s economic weakening and a drop

in capital flow to emerging markets put pressure on the

domestic economic growth in 2015. The slowdown

in economic growth has impacted less favorable for

unemployment and welfare. Responding to these

conditions, the Bank of Indonesia and the Government

undertake various policies in order to maintain

macroeconomic stability and boost further economic


pemulihan ekonomi lebih lanjut. Sejalan dengan respons

kebijakan tersebut, risiko perekonomian mulai terjaga dan

keyakinan pelaku ekonomi mulai membaik. Hal tersebut

ditandai dengan mulai terlihatnya momentum pemulihan

ekonomi pada paruh kedua 2015.

3. Industri penerbangan Indonesia

Ketidakpastian global telah membuat manajemen

ekonomi makro di Indonesia semakin sulit dan risiko

perlambatan pada proyeksi jangka pendek semakin

besar. Pemerintah memahami perlunya meningkatkan

tingkat kepercayaan dunia usaha serta iklim investasi

untuk meningkatkan pertumbuhan dan telah mengambil

beberapa langkah penting. Pada bulan September dan

Oktober 2015, pemerintah mengumumkan serangkaian

paket yang difokuskan pada mengurangi beban regulasi

dan menurunkan biaya usaha. Investasi tetap masih

menjadi penyebab utama perlambatan ekonomi meski

konsumsi masyarakat juga tumbuh secara moderat, yang

berkontribusi pada pertumbuhan PDB.

Kondisi perekonomian tersebut, sedikit banyak

mempengaruhi industri penerbangan di Indonesia

khususnya dalam hal jumlah pergerakan pesawat,

penumpang dan kargo di bandara-bandara yang dikelola

di wilayah Angkasa Pura II. Namun demikian, optimisme

terhadap potensi bisnis dalam industri penerbangan dan

kebandarudaraan masih terbuka lebar. Hal ini, karena

pertumbuhan penumpang angkutan udara di Indonesia

ditunjang oleh jumlah penduduk Indonesia yang semakin

bertambah. Disamping itu, luas wilayah Indonesia yang

terbentang di antara Samudera Hindia dan Samudera

Pasifik, dimana secara geografis posisi ini merupakan

posisi yang sangat strategis.

Sejalan dengan hal tersebut, terbitnya Undang – undang

Nomor 1 tahun 2009 tentang penerbangan tentunya

diharapkan membawa dampak positif terhadap dunia

penerbangan nasional. Peningkatan standar pengelolaan

bandara selalu diupayakan selaras dengan pertumbuhan

arus penumpang, kargo dan pergerakan pesawat setiap

tahunnya.

Menurut Airport Council International (ACI), salah

satu bandara di wilayah Angkasa Pura II, yaitu Bandara

Internasional Soekarno Hatta, merupakan satu dari 20

Bandara Tersibuk Di Dunia sejak tahun 2011 sampai tahun

2015. Pada tahun 2015, Bandara Internasional Soekarno

Hatta berada di peringkat 12 dari 20 Bandara Tersibuk

Di Dunia melebihi aktifitas kebandarudaraan di Bandara

recovery. In line with such policy response, the risk of

economy began to maintained and the confidence of

economic players began to improve. This is marked by

the sighting of the economic recovery momentum in the

second half of 2015.

3. Indonesia’s Aviation Industry

Global uncertainty has made macroeconomic

management in Indonesia is getting harder and the risk

of a slowdown in the short-term projection is getting

larger. The Government recognizes the need to improve

the business confidence and investment climate to boost

growth and has taken some important steps. In September

and October 2015, the Government announced a series

of packages that are focused on reducing the regulatory

burden and lowering business costs. Investment is still

a major cause of economic slowdown although public

consumption also grew moderately, contributing to GDP

growth.

Such economic conditions, more and less affect aviation

industry in Indonesia, especially in terms of the number

of movement of aircraft, passenger and cargo at airports

managed in Angkasa Pura II areas. However, optimism

about the business potential in the aviation and airport

industry is still wide open. This is due to the growth of

air transportation passenger in Indonesia supported by

a number of Indonesian population that increased. In

addition, the area of Indonesia that lies between the Indian

Ocean and the Pacific Ocean, where geographically,

Indonesia’s position is very strategic.

In line with this, the issuance of Law No. 1 Year 2009 on

aviation is certainly expected to bring a positive impact on

the national aviation world. Improved airport management

standards has always been pursued in line with the traffic

growth of passenger, cargo and aircraft each year.

According to Airport Council International (ACI), one of the

airports in the areas of Angkasa Pura II, namely Soekarno-

Hatta International Airport, is one of the 20 Busiest Airports

in the World since 2011 until 2015. In 2015, Soekarno-

Hatta International Airport is ranked 12th out of 20 Busiest

Airports in the World, beyond the airport activities at

Schiphol Airport, Amsterdam (ranked 14th), Changi Airport,










Schiphol Amsterdam (peringkat 14), Bandara Changi

Singapura (peringkat 16) dan Bandara JFK New York

(peringkat 18) . Oleh karena itu, pengelolaan bandara-

bandara secara profesional terus ditingkatkan oleh

Angkasa Pura II sebagai bagian dari peningkatan layanan

bandara berkelas internasional.

4. pergerakan pesawat, penumpang dan Kargo Tahun

2015

Kondisi geografis Indonesia sebagai Negara Kepulauan

yang luas mendorong peningkatan aktivitas moda

transportasi udara sebagai alternatif pilihan jenis

transprotasi yang efektif dan efisien waktu. Hal ini

menjadi salah satu faktor yang diyakini, bahwa industri

penerbangan di Indonesia memiliki prospek yang cukup

baik. Secara umum, selama 5 tahun terakhir, pergerakan

armada dan rute penerbangan yang dilakukan sejumlah

maskapai penerbangan domestik dan internasional,

serta arus penumpang masih menunjukkan tren positif.

Sebagaimana data pergerakan pesawat, penumpang, dan

kargo di bandara wilayah Angkasa Pura II selama 5 tahun

terakhir pada tabel dan grafik di bawah ini:

Tabel Pergerakan Pesawat, Penumpang, dan Kargo

Singapore (ranked 16th) and JFK Airport, New York (ranked

18th). Therefore, the professional management of airports

is continuously improved by Angkasa Pura II as part of the

improvement of international class airport services.

4. 2015 Aircraft, passenger And Cargo movement

The geographical condition of Indonesia as a vast

archipelago encourages increased air transportation

mode activities as an alternative type of transportation

with effective and efficiency of time. This is one factor that

is believed, that the flight industry in Indonesia has good

prospects. In general, over the last 5 years, movement

of fleets and flight routes conducted by a number of

domestic and international airlines, as well as passenger

movement still showed a positive trend. As the movement

data of aircraft, passenger, and cargo in the airport areas

of Angkasa Pura II during the last 5 years is shown in the

table and graph below:

Table of Aircraft, Passenger, and Cargo Movement of

Bandara Angkasa Pura II

Pergerakan pesawat pada tahun 2015 sedikit meningkat

dibandingkan pergerakan pesawat pada tahun 2014.

Jumlah pergerakan penumpang yang menggunakan

jasa penerbangan di bandara-bandara Angkasa Pura

II mencapai sebanyak 84.291.588 pax. Sedangkan

pergerakan kargo tahun 2015, tercatat sebanyak

726.808.953 kg. Pergerakan arus penumpang dan kargo

pada tahun 2015 mengalami penurunan dibandingkan

tahun sebelumnya. Namun, secara umum dalam kurun

waktu 5 tahun terakhir masih menunjukkan tren positif.

Angkasa Pura II Airport

Aircraft movement in 2015 had a slight increased

compared to 2014. The number of passenger movement

that uses flight services in the airports of Angkasa Pura II

reached 84,291,588 pax. While in 2015, cargo movement

amounted to 726,808,953 kg. In 2015, a decrease was

experienced by the passenger movement and cargo

movement when compared to the previous year. But,

in general, within the last 5 years still showed a positive

trend.

UraianDescription

2011 2012 2013 2014 2015

Pergerakan Pesawat (dalam satuan rute)

Aircraft Movement (in Route)559.183 612.850 648.561 630.584 632.418

Pergerakan Penumpang (dalam ribuan Pax)

Passenger Movement (in thousand Pax)72.315 82.021 86.354 85.131 84.292

Pergerakan Kargo (dalam ribuan Kg)

Cargo Movement (in thousand Kg)695.313 746.835 771.049 763.507 726.809


a. Pergerakan Pesawat

Dalam kurun waktu 5 tahun terakhir, pergerakan pesawat

secara konsisten menunjukkan peningkatan baik untuk

rute domestik maupun rute internasional. Secara

korporasi, jumlah pesawat yang datang dan berangkat

dari bandara-bandara di wilayah Angkasa Pura II terus

mengalami pertumbuhan dengan rata-rata pertumbuhan

adalah sebesar 16.215 rute (4,99%).

Tabel Jumlah Pergerakan Pesawat Tahun 2011-2015

(dalam satuan rute)

a. Aircraft Movement

Within the last 5 years, aircraft movement consistently

showed an increase both for domestic and international

routes. In terms of corporate, the number of aircraft

arriving and departing from airports in Angkasa Pura II

areas continues to experience growth with an average

growth amounted to 16,215 routes (4.99%).

Table of 2011-2015 Aircraft Movement (in routes)

BandaraAirport

2011 2012 2013 2014 2015% Growth

Tahun 2014-2015

CGK 345.508 381.120 399.430 390.984 386.615 -1,12%

KNO 61.753 65.970 70.461 63.937 63.607 -0,52%

PKU 23.460 25.244 30.022 25.439 19.268 -24,26%

PNK 20.039 21.198 22.779 23.626 25.184 6,59%

PLM 20.104 20.797 22.293 23.335 26.617 14,06%

PDG 14.732 16.476 18.675 18.643 21.945 17,71%

BDO 10.469 21.294 20.220 22.354 25.902 15,87%

HLP 30.952 30.110 33.306 32.237 30.255 -6,15%

DJB 7.857 7.425 7.653 9.706 9.486 -2,27%

PGK 14.480 12.471 11.862 10.717 13988 30,52%

TNJ 3.009 3.850 3.236 2.670 2544 -4,72%

BTJ 5.984 5.975 7.406 5.654 6052 7,04%

DTB 836 920 1.218 1.282 955 -25,51%

Total 559.183 612.850 648.561 630.584 632.418 0,29%










Pergerakan pesawat secara konsisten menunjukkan

peningkatan, terutama untuk rute penerbangan domestik.

Tahun 2015, pergerakan pesawat untuk penerbangan

domestik tercatat sebanyak 518.290 rute, meningkat

sebanyak 6.522 rute atau 1,27% dibandingkan pergerakan

pesawat untuk penerbangan domestik tahun 2014

sebanyak 511.768 rute. Sedangkan pergerakan pesawat

untuk penerbangan internasional tercatat sebanyak

114.128 rute, menurun 3,95% pergerakan pesawat untuk

penerbangan internasional tahun 2014 sebanyak 118.816

rute.

Aircraft movement consistently showed an increase, mainly

for domestic flight routes. In 2015, aircraft movement for

domestic flights amounted to 518,290 routes, increased

by 6,522 routes or 1.27% compared to 2014 with 511,768

routes. While for the aircraft movement for international

flights amounted to 114,128 routes, decreased by 3.95%

compared to 2014 with 118,816 routes.

Secara komposisi, pergerakan pesawat untuk

penerbangan domistik masih dominan baik pada tahun

2015 maupun 2014 dibandingkan pergerakan pesawat

untuk penerbangan internasional. Tahun 2015, komposisi

pergerakan pesawat untuk penerbangan domestik

sebanyak 518.290 rute (81,95%), sedangkan pergerakan

pesawat untuk penerbangan internasional sebanyak

114.128 rute (18,05%).

In terms of composition, aircraft movement for domestic

flights is still dominant both in 2015 and 2014 compared

to international flights. In 2015, composition of aircraft

movement for domestic flights amounted to 518,290

routes (81.95%), while the aircraft movement for

international flights amounted to 114,128 routes (18.05%)


Pada tahun 2015, secara korporasi dari 13 bandara yang

dikelola oleh PT Angkasa Pura II (Persero) yang memiliki

jumlah pergerakan pesawat 3 (tiga) terbesar adalah

Bandara Soekarno-Hatta sebanyak 386.615 rute (61,13%),

Bandara Kualanamu sebanyak 63.607 rute (10,06%) dan

Bandara Halim Perdanakusuma sebanyak 30.255 rute

(4,78%).

b. Pergerakan Penumpang

Pergerakan penumpang meningkat sejalan dengan

peningkatan pergerakan pesawat dimana tren pergerakan

untuk rute domestik menunjukkan peningkatan yang lebih

besar dari rute internasional. Dalam kurun waktu 5 tahun

terakhir, pertumbuhan pergerakan penumpang secara

rata-rata adalah sebanyak 1.987.074 pax (4,48%).

In 2015, in terms of corporate of the 13 airports managed

by PT Angkasa Pura II (Persero) which has top 3 (three)

largest number of aircraft movement, namely Soekarno-

Hatta Airport amounted to 386,615 routes (61.13%),

Kualanamu Airport with 63,607 routes (10.06%) and Halim

Perdanakusuma Airport amounted to 30,255 routes

(4.78%).

b. Passenger Movement

Increase in passenger movement is in line with the

increase of aricraft movement where the movement trend

for domestic routes showed greater improvement than

international routes. Within the last 5 years, the growth of

passenger movement on average amounted to 1,987,074

pax (4.48%).

No Bandara AP II Domestik Internasional Total

1 CGK 301.696 84.919 386.615

2 KNO 49.416 14.191 63.607

3 PKU 17.303 1.965 19.268

4 PNK 23.922 1.262 25.184

5 PLM 25.607 1.010 26.617

6 PDG 20.304 1.641 21.945

7 BDO 20.563 5.339 25.902

8 HLP 27.767 2.488 30.255

9 DJB 9.486 - 9.486

10 PGK 13.988 - 13.988

11 TNJ 2.544 - 2.544

12 BTJ 4.739 1.313 6.052

13 DTB 955 - 955

Total 518.290 114.128 632.418

Tabel Jumlah Pergerakan Pesawat Tahun 2015

(dalam satuan rute)

Tabel Jumlah Pergerakan Pesawat Tahun 2015

(dalam satuan rute)










Tabel Jumlah Pergerakan Penumpang Tahun 2015

(dalam satuan pax)

Table of 2015 Total Passenger Movement (in pax)

Tahun 2015, pergerakan penumpang untuk penerbangan

domestik tercatat sebanyak 68.789.336 pax, menurun

sebanyak 436.417 pax atau -0,63% dibandingkan

pergerakan penumpang untuk penerbangan domestik

tahun 2014 sebanyak 69.225.753 pax. Sedangkan

pergerakan penumpang untuk penerbangan internasional

tercatat sebanyak 15.502.252 pax, menurun -2,53%

terhadap pergerakan penumpang untuk penerbangan

internasional tahun 2014 sebanyak 15.905.280 pax.

In 2015, passenger movement for domestic flights

amounted to 68,789,336 pax, decreased by 436,417 pax

atau -0.63% compared to 2014 with 69,225,753 pax.

While for the passenger movement for international

flights amounted to 15,502,252 pax, decreased by -2.53%

compared to 2014 with 15,905,380 pax.

BandaraAirport

2011 2012 2013 2014 2015% Growth

Tahun 2014-2015

CGK 51.178.188 57.772.864 60.137.347 57.221.169 54.291.366 -5,12%

KNO 7.170.107 7.991.914 8.358.705 8.059.796 8.004.791 -0,68%

PKU 2.541.431 2.772.254 3.257.547 2.993.872 2.670.046 -10,82%

PNK 2.133.545 2.291.470 2.307.322 2.502.957 2.713.259 8,40%

PLM 2.598.274 2.902.129 3.032.629 3.258.834 3.384.464 3,86%

PDG 2.270.354 2.643.719 2.789.597 2.791.411 3.169.122 13,53%

BDO 937.849 1.872.985 2.533.887 2.927.304 3.146.807 7,50%

HLP 201.348 199.425 210.814 1.646.864 3.059.153 85,76%

DJB 1.014.963 1.117.909 1.282.244 1.316.379 1.168.219 -11,26%

PGK 1.325.522 1.484.357 1.467.118 1.401.308 1.658.920 18,38%

TNJ 231.386 291.384 252.501 265.407 258.936 -2,44%

BTJ 705.719 672.695 711.796 721.727 748.721 3,74%

DTB 6.434 7.486 12.556 24.005 17.784 -25,92%

Total 72.315.120 82.020.591 86.354.063 85.131.033 84.291.588 -0,99%


Secara komposisi, pergerakan penumpang untuk

penerbangan domistik masih dominan baik pada tahun

2015 maupun 2014 dibandingkan pergerakan penumpang

untuk penerbangan internasional. Tahun 2015, komposisi

pergerakan penumpang untuk penerbangan domestik

sebanyak 68.789.336 pax (81,61%), sedangkan pergerakan

penumpang untuk penerbangan internasional sebanyak

15.502.252 pax (18,39%).



jumlah pergerakan penumpang 3 (tiga) terbesar adalah

Bandara Soekarno-Hatta sebanyak 54.291.366 pax

(64,41%), Bandara Kualanamu sebanyak 8.004.791 pax

(9,50%) dan Bandara Sultan Mahmud Badaruddin II

sebanyak 3.384.464 pax (4,02%).

Tabel Jumlah Pergerakan Penumpang Tahun 2015

(dalam satuan pax)

In terms of composition, passenger movement for

domestic flights is still dominant both in 2015 and 2014

compared to international flights. In 2015, composition of

passenger movement for domestic flights amounted to

68,789,336 pax (81.61%), while the passenger movement

for international flights amounted to 15,502,252 pax

(18.39%).

In 2015, in terms of corporate of the 13 airports managed by

PT Angkasa Pura II (Persero) which has top 3 (three) largest

number of passenger movement, namely Soekarno-Hatta

Airport amounted to 54,291,366 pax (64.41%), Kualanamu

Airport with 8,004,791 pax (9.50%) and Sultan Mahmud

Badaruddin II Airport amounted to 3,384,464 pax (4.02%).

Table of 2015 Total Passenger Movement (in pax)


1 CGK 41.889.868 12.401.498 54.291.366

2 KNO 6.374.897 1.629.894 8.004.791

3 PKU 2.504.666 165.380 2.670.046

4 PNK 2.639.563 73.696 2.713.259

5 PLM 3.275.592 108.872 3.384.464

6 PDG 2.937.690 231.432 3.169.122

7 BDO 2.493.761 653.046 3.146.807

8 HLP 2.955.351 103.802 3.059.153

9 DJB 1.168.219 - 1.168.219

10 PGK 1.658.920 - 1.658.920

11 TNJ 258.936 - 258.936

12 BTJ 614.089 134.632 748.721

13 DTB 17.784 - 17.784

Total 68.789.336 15.502.252 84.291.588

c. Pergerakan Kargo

Perkembangan bisnis kargo yang semakin kompetitif

terlihat dari semakin banyaknya perusahan yang bergerak

dalam jasa pengiriman barang. Hal ini sejalan dengan

berkembangnya dunia industri, baik manufaktur maupun

jasa yang terus berkembang pesat. Persaingan tersebut

semakin diramaikan dengan pemberian jasa pengiriman

barang melalui kargo oleh maskapai-maskapai

penerbangan. Dalam kurun waktu 5 tahun terakhir,

pertumbuhan pergerakan kargo secara rata-rata adalah

sebanyak 20.875.882 kg (3,97%).

c. Cargo Movement

Development of an increasingly competitive cargo

business is seen from the number of companies engaged

in the goods delivery services. This is in line with the

development of industrial world, both manufacturing

and services that are growing rapidly. The competition is

getting more crowded with the provision of goods delivery

through cargo by airlines. Within the last 5 years, growth in

cargo movement on average amounted to 20,875,882 kg

(3.97%).










Tabel Pergerakan Kargo Tahun 2011 – 2015 (dalam satuan

kg)

Table of 2011-2015 Cargo Movement (in kg)

In 2015, cargo movement for domestic flights amounted

BandaraAirport

2011 2012 2013 2014 2015% Growth

Tahun 2014-2015

CGK 572.610.215 629.705.705 645.297.948 626.045.944 614.821.858 -1,79%

KNO 47.258.462 42.794.334 44.273.506 42.370.719 41.629.184 -1,75%

PKU 14.159.687 14.397.033 13.034.432 11.399.027 9.319.435 -18,24%

PNK 9.740.631 8.479.359 12.965.797 17.304.614 2.488.108 -85,62%

PLM 11.965.452 13.584.404 14.297.549 15.067.043 14.407.858 -4,38%

PDG 15.103.046 10.128.280 11.359.222 11.567.012 9.518.317 -17,71%

BDO 1.038.446 2.928.328 4.647.240 5.854.658 7.270.102 24,18%

HLP 327.834 6.193.862 7.233.209 12.775.391 8.434.496 -33,98%

DJB 6.115.943 5.529.326 6.546.528 7.261.213 6.088.310 -16,15%

PGK 10.243.493 8.350.455 6.074.548 7.466.243 6.671.244 -10,65%

TNJ 1.596.113 1.957.768 2.377.062 2.742.776 2.400.725 -12,47%

BTJ 5.154.010 2.786.041 2.942.194 3.652.495 3.759.315 2,92%

DTB 0 0 0 0 0

Total 695.313.331 746.834.895 771.049.235 763.507.135 726.808.953 -4,81%

Tahun 2015, pergerakan kargo untuk penerbangan

domestik tercatat sebanyak 390.740.907 kg, menurun

sebanyak 43.007.496 kg atau -9,92% dibandingkan

pergerakan kargo untuk penerbangan domestik tahun

2014 sebanyak 433.748.403 kg. Sedangkan pergerakan

kargo untuk penerbangan internasional tercatat

sebanyak 336.068.046 kg, meningkat 6.309.314 kg atau

1,91% terhadap pergerakan kargo untuk penerbangan

internasional tahun 2014 sebanyak 329.758.732 kg.

to 390,740,907 kg, decreased by 43,007,496 kg atau

-9.92% compared to 2014 with 433,748,403 kg. While for

the cargo movement for international flights amounted

to 336,068,046 kg, increased by 6,309,314 kg atau 1.91%

compared to 2014 with 329,758,732 kg.


Secara komposisi, pergerakan kargo untuk penerbangan

domistik masih dominan baik pada tahun 2015 maupun

2014 dibandingkan pergerakan kargo untuk penerbangan

internasional. Tahun 2015, komposisi pergerakan kargo

untuk penerbangan domestik sebanyak 390.740.907 kg

(53,76%), sedangkan pergerakan kargo untuk penerbangan

internasional sebanyak 336.068.046 kg (46,24%).



jumlah pergerakan kargo 3 (tiga) terbesar adalah Bandara

Soekarno-Hatta sebanyak 614.821.858 kg (84,59%),

Bandara Kualanamu sebanyak 41.629.184 kg (5,73%)

dan Bandara Sultan Mahmud Badaruddin II sebanyak

14.407.858 kg (1,98%).

Tabel Jumlah Pergerakan Kargo Tahun 2015 (dalam satuan kg)

In terms of composition, cargo movement for domestic

flights is still dominant both in 2015 and 2014 compared

to international flights. In 2015, composition of cargo

movement for domestic flights amounted to 390,740,907

kg (53.76%), while the cargo movement for international

flights amounted to 336,068,046 kg (46.24%).

In 2015, in terms of corporate of the 13 airports managed

by PT Angkasa Pura II (Persero) which has top 3 (three)

largest number of cargo movement, namely Soekarno-

Hatta Airport amounted to 614,821,858 kg (84.59%),

Kualanamu Airport with 41,629,184 kg (5.73%) and Sultan

Mahmud Badaruddin II Airport amounted to 14,407,858 kg

(1.98%).

Table of 2015 Total Cargo Movement (in kg)


1 CGK 288.410.185 326.411.673 614.821.858

2 KNO 37.413.257 4.215.927 41.629.184

3 PKU 9.308.472 10.963 9.319.435

4 PNK 2.487.839 269 2.488.108

5 PLM 14.170.927 236.931 14.407.858

6 PDG 9.372.979 145.338 9.518.317

7 BDO 6.401.393 868.709 7.270.102

8 HLP 4.275.208 4.159.288 8.434.496

9 DJB 6.088.310 - 6.088.310

10 PGK 6.671.244 - 6.671.244

11 TNJ 2.400.725 - 2.400.725

12 BTJ 3.740.367 18.948 3.759.315

13 DTB - - -

Total 390.740.907 336.068.046 726.808.953










5. prospek Usaha

Pertumbuhan penumpang angkutan udara di Indonesia

pasca deregulasi industri penerbangan tahun 1999 sangat

menakjubkan. Berdasarkan data pertumbuhan industri

penerbangan dalam kurun waktu 5 tahun terakhir yang

dilihat dari kinerja pergerakan pesawat udara, jumlah

penumpang, dan jumlah kargo yang terus meningkat.

Pertumbuhan jumlah penumpang untuk penerbangan

nasional Indonesia bahkan masuk dalam kategori 10 besar

di kawasan Asia Pasifik.

Peluang pertumbuhan tersebut ditunjang oleh adanya:

pertama, jumlah pendudukIndonesia yang semakin

bertambah. Berdasarkan Data Biro Sensus AS, Indonesia

menempati urutan ke 4 (empat) dunia dalam hal

banyaknya jumlah penduduk, setelah China, India dan

Amerika Serikat. Kedua, luas wilayah Indonesia terbentang

di antara Samudera Hindia dan Samudera Pasifik dan

terletak di posisi silang yang sangat strategis yaitu pada

koordinat 6°LU - 11°08′LS dan dari 97°’ - 141°45′BT.

Secara geografis Indonesia terletak pada posisi yang

sangat strategis, menjadi hub perdagangan internasional

yang menghubungkan utara ke selatan (Jepang dan

Australia) dan barat ke timur (Eropa, Asia, Australia).

Memiliki 17.508 pulau yang terletak disepanjang garis

katulistiwa. Indonesia adalah negara yang sangat luas yang

terbentang sejauh 5.120 km timur dan ke barat 1.760 km.

Perkembangan industri pariwisata dalam negeri juga

memberikan peluang peningkatan jumlah wisatawan yang

menggunakan jasa penerbangan. Lebih lanjut, maskapai

penerbangan asing masuk ke dalam negeri, menambah

ramainya pasar penerbangan Indonesia. Persaingan

maskapai penerbangan baik maskapai penerbangan asing

maupun domestik menciptakan persaingan harga yang

mendorong pemberlakuan konsep Low Cost Carrier (LCC).

Pemberlakuan konsep tersebut akan semakin mendorong

pertumbuhan penumpang dan maskapai penerbangan

yang kemudian menjadikan industri penerbangan udara

sebagai pilihan sarana transportasi antarwilayah yang

lebih diminati.

Perkembangan industri penerbangan Indonesia juga akan

semakin cerah dengan ikut sertanya Indonesia dalam

World Route Airlines. Acara pertemuan global bagi pihak-

pihak yang berkecimpung dalam industri penerbangan

yang diadakan beberapa tahun sekali ini diikuti oleh

lebih dari 110 negara. Dengan ikut sertanya Indonesia

dalam acara tersebut, diharapkan lebih banyak maskapai

penerbangan asing yang bekerjasama dan membuka rute

penerbangan dari dan ke Indonesia.

5. business prospects (RKAp 2014 and RKAp 2015)

The growth of airline passengers in Indonesia after the

deregulation of airlines industry in 1999 was impressive.

Based on the aviation industry growth data in the past 5

years as seen from the performance of aircraft movements,

number of passengers and amount of cargo will continue

to increase. The growth of total passengers for Indonesian

domestic flight even amongst the top 10 category in Asia

Pacific Region.

This growth opportunities was supported by, firstly, the

increasing population of Indonesia. Based on US Census

Bureau Data, Indonesia ranks at 4th place in the world‘s

largest population, after China, India and the United

States. Secondly, the area of Indonesia lies between the

Indian Ocean and the Pacific Ocean and is located in a

very strategic cross position, at the coordinate of 6 ° N - 11

° 08’ S and from 97 ° ‘- 141 ° 45’ E. Thus, geographically,

Indonesia is located in a very strategic position, an

international trade hub linking the north to the south

(Japan and Australia) and west to east (Europe, Asia,

Australia). The country has 17,508 islands spreading along

the equator. Indonesia is a vast country that stretches as

far as 5,120 km to the east and 1,760 km west.

Development of the tourism industry in the country

also provides improvement opportunity in the number

of tourists who use flight services. Furthermore, foreign

airlines entering the country, increase the traffic of

Indonesian aviation market. Airlines competition both

foreign and domestic airlines creates price competition

that encourages the enforcement of Low Cost Carrier

(LCC) concept. Enforcement of such concept will

further encourage the growth of passengers and airlines

which then makes air travel industry as a more desirable

transportation choices.

Development of Indonesian aviation industry will also be

brighter with the participation of Indonesia in World Route

Airlines. The global meeting event for parties involved in

the aviation industry which is held every few years attended

by more than 110 countries. With the participation of

Indonesia in the event, it is expected more foreign airlines

will cooperate and open up routes from and to Indonesia.


Beberapa peluang yang menciptakan prospek usaha yang

cemerlang bagi Angkasa Pura II sebagai berikut.

a. Pertumbuhan Angkutan Udara Setiap Tahunnya


berpotensi meningkatkan pendapatan aeronautika dan

pendapatan non-aeronautika.

b. Berkembangnya Low Cost Carrier (LCC)

Perkembangan LCC mendukung peningkatan jumlah

penumpang setiap tahunnya.

c. Potensi Pertumbuhan Bisnis dan Ekonomi di Sekitar

Bandara


sekitar bandara memberikan hubungan timbal balik

dengan bandara.

d. Potensi Pengembangan Pariwisata di Wilayah Indonesia

Barat

Banyaknya tempat pariwisata yang sedang dikembangkan

dengan promosi yang tepat mendorong lalu lintas ke dan

menuju ke daerah di Indonesia dapat ditingkatkan.

e. Hubungan Baik Dengan Pemerintah

Hubungan baik dengan pemerintah pusat dan daerah

dapat memberikan kemudahan dalam pengembangan

bandara.

f. Adanya Otonomi Daerah

Adanya otonomi daerah menyebabkan setiap daerah

berlomba-lomba untuk mendirikan bandara di daerah

masing-masing.

g. Open Sky Policy

Open sky policy akan memberikan derajat kebebasan yang

lebih besar bagi maskapai penerbangan untuk terbang di

wilayah Indonesia.

Several opportunities that create brilliant business

prospects for Angkasa Pura II as follows.

a. Air Transport Annual Growth

Growth of air transport each year has the potential to

increase aeronautical revenues and non-aeronautical

revenues.

b. Development of Low Cost Carrier (LCC)

Development of LCC supports the increase in the amount

of passengers each year.

c. Business and Economic Growth Potential Around the

Airport

Potential business and economic growth around the

airport provides a mutual relationship with the airport.

d. Tourism Development Potential in Western Indonesia

Region


with the right promotion drive the traffic to and headed to

areas in Indonesia can be improved.

e. Good Relationship with Government

Good relationship with central and local government can

provide ease in airport development.

f. Regional Autonomy

Regional autonomy causes each region to compete in

setting up airports in their respective areas.

g. Open Sky Policy

Open sky policy will provide a greater degree of freedom

for airlines to fly in the area of Indonesia.










6. strategi dan pengembangan Usaha

Strategi Perusahaan

Angkasa Pura II telah menyusun winning strategies,

yaitu AP2WAY, dalam rangka mewujudkan visi menjadi

World Class Company dan menjawab tantangan dan

peluang. Penetapan strategi AP2WAY bertujuan untuk

memudahkan pemahaman terhadap strategi perusahaan

sehingga implementasi strategi dapat berjalan secara

efektif. Strategi AP2WAY mencakup 6 elemen penting

sebagai berikut.

a. Airport Best Practices

Pencapaian visi menjadi World Class Company perlu

dilakukan dengan menerapkan praktik-praktik terbaik

dalam pengelolaan bisnis bandara.

b. People

Peningkatan kapabilitas dan kapasitas SDM secara

efektif dan berkesinambungan sangat diperlukan untuk

menerapkan praktik-praktik terbaik dan mewujudkan visi

perusahaan secara efektif.

c. Process

Penerapan bisnis proses dan SOP yang efektif dan efisien

dengan perbaikan secara terus menerus merupakan syarat

penting pencapaian visi.

d. World Class System

Pengembangan dan penerapan sistem kelas dunia secara

holistik dan terintegrasi adalah mutlak diperlukan untuk

meningkatkan kinerja dan mewujudkan visi perusahaan

secara efektif.

e. Asset

Optimalisasi tingkat efektivitas dan utilitasi aset

perusahaan secara menyeluruh berperan sangat penting

dalam peningkatan pelayanan yang mengedepankan

keselamatan, keamanan dan kenyamanan bagi seluruh

pengguna jasa, serta peningkatan ROA (return on asset).

f. Yield

Pada akhirnya, strategi yang telah disusun diharapkan

dapat memberikan hasil nyata bagi peningkatan kinerja

perusahaan terutama kinerja keuangan dan pertumbuhan

yang menguntungkan secara berkesinambungan.

Pelaksanaan Winning Strategies “AP2WAY” selaras dengan

Imperatif Strategis perseroan yang telah ditetapkan dan

diimplementasikan melalui inisiatif perbaikan yang akan

dilaksanakan dan menjadi tanggung jawab unit terkait.

6. business strategy And development

Corporate Strategy

Angkasa Pura II has prepared winning strategies, namely

AP2WAY, in order to realize its vision to become a

World Class Company and to answer challenges and

opportunities. Determination of AP2WAY strategy aims to

facilitate the understanding of corporate strategy so that

implementation of the strategy can be run effectively.

AP2WAY strategy includes 6 essential elements as follows:

a. Airport Best Practices

Achievement of vision to become a World Class Company

needs to be conducted by implementing best practices in

the management of airport business.

b. People

Improvement of HR capabilities and capacities effectively

and sustainably is necessary to implement best practices

and realize the Company’s vision effectively.

c. Process

Implementation of effective and efficient business process

and SOP with continuous improvement is an essential

requirement to achieve vision.

d. World Class System

Development and implementation of world-class system

holistically and integratedly is absolutely necessary to

improve performance and realize the Company’s vision

effectively.

e. Assets

Optimization of the level of effectiveness and utilization

of the Company’s assets in overall plays a very important

role in the improvement of services that prioritize safety,

security and comfort for all services users, as well as

increase in ROA (Return on Assets).

f. Yield

In the end, strategy that has been prepared is expected

to deliver real results for improving the Company’s

performance, especially financial performance and

sustainable profitable growth.

Implementation of Winning Strategies “AP2WAY” is in line

with the Company’s Strategic Imperative which has been

set and implemented through improvement initiatives

that will be conducted and become the responsibility of

related units.


Pemetaan Strategi AP2WAY Terhadap Imperatif Strategis Mapping of AP2WAY Strategy Towards Strategic Imperative

StrategiStrategy

ElemenElement

UraianDescription

Inisiatif PerbaikanImporvement Initiavies

1. Mengembangkan budaya organisasi

yang profesional, inovatif dan berkinerja

tinggi secara efektif

Develop organization culture that is

professional, innovative and high-

performing effectively

Airport Best

Practices

Mengembangkan dan

menerapkan praktik-praktik

terbaik dalam bisnis

kebandarudaraan (contoh :

operation excellence)

Develop and implement best

practices in airport business

(example : operation excellence)

Pengembangan dan

penerapan Operations

Excellence (DOA)

Development and

implementation of

Operations Excellence

(DOA)

2. Menyusun, menerapkan dan

mengembangkan strategi SDM yang

berbasis kompetensi

Prepare, implement and develop

competence-based HR strategyPeople

Meningkatkan kapabilitas

dan kapasitas sumber

daya manusia secara

berkesinambungan

Prepare and implement effective

and efficient business process

and SOP with continuous

improvement

Peningkatan efektifitas

program pelatihan &

pengembangan SDM

(DPP)

Improvement in

effectiveness of HR training

& development programs

(DPP)

3. Menerapkan efisiensi proses, struktur

organisasi dan sistem manajemen

terpadu secara menyeluruh sesuai

praktik terbaik kelas dunia

Implement efficiency of process,

organization structure and integrated

management system thoroughly in

accordance with world class best practices

Process

Menyusun dan

mengimplementasikan bisnis

proses dan SOP yang efektif dan

efisien dengan perbaikan secara

terus menerus

Prepare and implement effective

and efficient business process and

SOP with continuous improvement

Penyusunan proses bisnis

dan Standard Operating

Procedures (SOP) yang

efektif (IA).

Preparation of an effective

business process and

Standard Operating

Procedures (SOP)

4. Mengembangkan program marketing

melalui penerapan SLA & SLG dalam

hubungan kerjasama dengan instansi

terkait untuk pengelolaan dan

pengembangan bandar udara

Develop marketing program throughthe

implementation of SLA & SLG in

cooperation relationship with related

institutions for airports management

and development

World Class

System

Mengembangkan dan

mengimplementasi sistem

kelas dunia secara holistik

dan terintegrasi

Develop and implement world-

class system holistically and

integratedly

Penyusunan struktur

organisasi “Customercentric”

(DPP)

Preparation of organization

structure “Customercentric”

(DPP)

5. Mengembangkan fasilitas utama dan

sarana penunjang dengan teknologi

modern yang tepat guna

Develop main facilities and supporting

infrastructure with appropriate modern

technology

Assets

Mengoptimalkan tingkat

efektivitas dan utilitasi

aset perusahaan secara

menyeluruh

Optimize the level of

effectiveness and utilization of

the Company’s assets in overall

Optimalisasi penggunaan

Asset dan fasilitas

perusahaan (DPU)

Optimization of the use of

Assets and facilities of the

Company (DPU)

6. Mengembangkan produk unggulan

dan menerapkan standar mutu

pelayanan terhadap pelanggan

Develop excellent product and

implement services quality standards for

customers

Yield

Meningkatkan kinerja

perusahaan dan

pertumbuhan yang

menguntungkan secara

berkesinambungan

Improve the Company’s

performance and sustainable

profitable growth

Penerapan Strategi

Diversifikasi (DNN)

Implementation of

Diversification Strategy

(DNN)










Strategi Pengembangan Usaha

Perubahan dinamika lingkungan industri transportasi

khususnya angkutan udara, menuntut adanya pemenuhan

kebutuhan dan harapan pelanggan selaku pengguna jasa

kebandarudaraan. Kualitas layanan dan pengembangan

fasilitas kebandarudaraan menjadi prioritas yang penting

bagi Perseroan untuk ditingkatkan guna memenuhi

harapan dan tuntutan kebutuhan pelanggan. Seiring

dengan perubahan regulasi terkait dengan adanya

pemisahan ATS Provider yang sebelumnya dikelola

oleh Angkasa Pura II beralih menjadi Perum LPPNPI,

memberikan pengaruh terhadap pendapatan sektor

aeronautika. Hal ini mendorong Perseroan untuk lebih

fokus terhadap kegiatan pengembangan usaha jasa non

aeronautika. Strategi pengembangan usaha tersebut

antara lain:

a. Strategi Pengembangan Usaha Eksisting

Strategi pengembangan usaha eksisting dapat

digambarkan bahwa secara umum sumber-sumber

pendapatan Angkasa Pura II diperoleh dari beberapa

kegiatan pelayanan bandara seperti bagan berikut.

Tabel Karakteristik Tailored Business Stream

Business Development Strategy

Changes in transportation industry environment dynamics

especially air transport, requires the fulfillment of needs

and expectations of customers as airport services users.

Quality of service and airport facilities development

become an important priority for the Company to be

improved in order to fulfill the expectations and demands

of customers. Along with changes in regulations related

to the separation of ATS Provider which previously

managed by Angkasa Pura II into Perum LPPNPI, affect

the aeronautical revenues. This prompted the Company

to be more focus on the business development of non-

aeronautical services. Business development strategy as

follows:

a. Existing Business Development Strategy

Existing business development strategy can be described

that in general, the revenues sources of Angkasa Pura II is

obtained from several airport services activities shown in

the following chart.

Table of Tailored Business Stream Characteristics

TBS(Tailored Business

Stream)

KonsumenConsumer

KompetisiCompetition

ProfitabilitasProfitability

Proses OperasiOperational Process

Aeronautika non

ATS

Non-ATS

Aeronautical

•Konsumenlangsung:

Airlines

Direct consumer:

Airlines

•Konsumen

tidak langsung:

Penumpang

Indirect consumer:

Passengers

•Sifatkompetisi:

Monopolistik

Competition

nature: Monopoly

•Pesaing:Bandar

udara lain di

wilayah Indonesia

dan sekitarnya

Competitor:

Other airports in

Indonesia and

surrounding areas

•Tarifdibatasiregulasi

Tariff is limited by

regulation

•Peningkatanprofit

dapat diupayakan

melalui peningkatan

volume tetapi sangat

dipengaruhi oleh

kapasitas bandar udara

Increase in profit can

be pursued through

volume increase but

strongly influenced by

the airport capacity

•Mengutamakanproses

operasi yang efektif dan

cepat tanpa mengurangi

kenyamanan penumpang

Prioritize effective and

fast operations without

reducing the comfort of

passengers


Non

Aero

Airport


Mitra usaha

Direct consumer:

business partners

•Konsumen

tidak langsung:

Pengunjung bandar

udara

Indirect consumer:

airport visitors

•Sifatkompetisi:

Monopolistik

Competition

nature: Monopoly

•Pesaing:Relatif

tidak ada pesaing

Competitor:

relatively no

competitor

•Profitabilitasrelatiftinggi

karena tarif ditentukan

oleh PT. Angkasa Pura

II (Persero), namun

pengembangan dibatasi

oleh luas area komersil

Profitability is relatively

high because tariff

is set by PT Angkasa

Pura II (Persero), but

development is limited

by the commercial area

width

•Mengutamakanpelayanan

prima dalam menciptakan

kenyamanan pengguna

bandar udara

Prioritize service

excellence to create

comfort for airport users

Property


Mitra usaha

Direct consumer:

business partners

•Konsumentidak

langsung: Pengguna

jasa properti

Indirect consumer:

property services

users

•Sifatkompetisi:

Bebas

Competition

nature: Free

•Pesaing:

Pengusaha

properti sejenis

di sekitar bandar

udara

Competitor:

similar property

businesses

around airport

area

•Tarifditentukanoleh

harga pasar

Tariff is set by market

price

•Peningkatanvolume

tidak terbatas pada

kapasitas bandar udara

Increase in volume is

not limited to airport

capacity

•Mengutamakan

kelengkapan fasilitas

yang sesuai kebutuhan

pengguna jasa serta

kerjasama yang optimal

dengan pihak terkait

Prioritize the

completeness of facilities

in accordance with the

requirements of services

users as well as optimum

cooperation with related

party.

Cargo


Cargo operator

Direct consumer:

cargo operator

•Konsumentidak

langsung: Pengguna

jasa kargo

Indirect consumer:

cargo services users

•Sifatkompetisi:

Monopolistik

Competition

nature: Monopoly

•Pesaing:Relatif

tidak ada pesaing

Competitor:

relatively no

competitor

•Profitabilitasrelatif

tinggi karena penentuan

tarif dilakukan oleh PT.

Angkasa Pura II (Persero)

Profitability is relatively

high because tariff is set

by PT Angkasa Pura II

(Persero)

•Peningkatanvolume

tidak terbatas pada

kapasitas banda udara

Increase in volume is

not limited to airport

capacity

•Mengutamakanproses

yang cepat, akurat,

penanganan kargo yang

handal

Prioritize fast and

accurate process, reliable

cargo handling










Strategi bisnis yang tepat untuk masing-masing TBS perlu

dikembangkan secara efektif dengan memperhatikan 5

elemen penting yaitu Service, People, Process, System

dan Asset. Perusahaan telah menyusun strategi bisnis

untuk masing-masing TBS seperti tertuang dalam tabel di

bawah ini:

Tabel Strategi Bisnis TBS

Business strategy that is right for each TBS needs to be

developed effectively by taking into account 5 essential

elements namely Service, People, Process, System and

Assets. The Company has prepared business strategy for

each TBS as set out in the table below:

Table of TBS Business Strategy

Strategic Element

Aero Non ATS Non Aero Airport Non Aero Property Cargo

Service

• Pelayanan yang

mengutamakan

kecepatan dan

keamanan tanpa

mengorbankan

kenyamanan

pengguna jasa

• Services that

prioritize speed

and safety without

reducing the

comfort of services

users

• Jenis pelayanan

yang bervariasi

menjangkau semua

segmen pengguna

bandar udara

untuk menciptakan

kenyamanan

pengguna jasa

• Multiple type of

services that reach

all segments of

airport users to

create comfort for

services users.

• Pelayanan yang

mengutamakan

kenyamanan pengguna

jasa didukung

kelengkapan fasilitas

• Services that prioritize

services users comfort

supported with

completeness of

facilities.

• Pelayanan yang

mengutamakan

kecepatan, akurasi, dan

tingkat/realibility yang

tinggi

• Services that prioritize

speed, accuracy and high

level of reliability

People

• Kapabilitas SDM

sesuai dengan

bidang aeronautika

(misal: sertifikasi

yang sesuai, dll)

• HR capabilities

in accordance

with aeronautical

field (example:

appropriate

certification, etc.)

• Kapabilitas

SDM yang

mengutamakan

hospitality

• HR capabilities that

prioritize hospitality

• Kapabilitas SDM

yang mengutamakan

kemampuan

manajemen dan

business judgement

yang baik

• HR capabilities that

prioritize management

skill and good business

judgement

• Kapabilitas SDM yang

sesuai dengan industri

kargo

• HR capabilities in

accordance with cargo

industry

Process

• Proses bisnis yang

efisien, sederhana,

tidak berbelit-belit

serta cepat

• Business process

that is efficient,

simple, and

straightforward and

fast.


mengutamakan

kenyamanan

pengguna jasa

• Business process

that prioritizes the

comfort for services

users.


transparan dalam

menjalin kerjasama

dengan pihak lain

• Transparent business

process in establishing

cooperation with other

parties.


mengutamakan

operation excellence

• Business process that

prioritizes operational

excellence


System

• Penekanan pada

sistem keamanan

dalam kegiatan

operasional

• Emphasis on

security system in

operational activities

• Sistem yang

efektif dan efisien

ditunjang oleh IT

untuk meningkatkan

kenyamanan

pengguna jasa

• Effective and

efficient system

supported by IT to

improve comfort for

services users

• Penekanan pada

sistem kerjasama yang

optimal dan saling

menguntungkan

• Emphasize on optimum

and mutual cooperation

system

• Penekanan pada

optimalisasi IT untuk

meningkatkan kecepatan

proses operasi serta

sistem monitoring yang

efektif

• Emphasize on IT

optimization to increase

the speed of operational

process and effective

monitoring system

Asset

• Fasilitas dan

infrastruktur yang

sesuai dengan

standar keamanan

nasional

• Facilities and

infrastructure

that meet the

international security

standards

• Fasilitas dan

infrastruktur yang

lengkap sesuai

dengan standar

kelas dunia untuk

meningkatkan

kenyamanan

pengguna jasa

• Comprehensive

facilities and

infrastructure

with world class

standards to

improve the comfort

for services users.

• Fasilitas dan

infrastruktur yang

lengkap sesuai dengan

standar kelas dunia

untuk mengingkatkan

kenyamanan pengguna

jasa

• Comprehensive

facilities and

infrastructure with

world class standards

to improve the comfort

for services users.

• Fasilitas dan infrastruktur

yang mendukung proses

operasional yang efektif

dan handal

• Facilities and

infrastructure that

support effective and

reliable operational

process.

b. Strategi Pengembangan Usaha Baru

Untuk mencapai cita-cita menjadi World Class Company

dan mewujudkan pelayanan berdasarkan standar World

Class Airport, Perusahaan akan melakukan strategi

pertumbuhan secara bertahap dengan fokus yang jelas

pada setiap tahapan. Perusahaan menetapkan strategi

pertumbuhan usaha dilakukan dengan tahapan sebagai

berikut:

1) Market Penetration

Meningkatkan pendapatan melalui peningkatan pelayanan

terhadap pasar yang telah dilayani oleh PT Angkasa Pura II

(Persero) selama ini;

2) Market Development

Mengembangkan pasarbaru (new market) dengan layanan

yang telah dimiliki oleh PT Angkasa Pura II (Persero)

selama ini;

3) Service Development

Mengembangkan layanan baru dengan teknologi terkait

layanan PT Angkasa Pura II (Persero) saat ini, untuk

melayani pasar yang telah ada;

4) Diversification

Pertumbuhan yang selektif pada bidang aeronautika

maupun non aeronautika.

b. New Business Development Strategy

To achieve the ambition of becoming a World Class

Company and realize services based on the World Class

Airport standards, the Company will gradually conduct

growth strategy with a clear focus at each stage. The

Company sets the business growth strategy carried out in

stages as follows:

1) Market Penetration

Increase revenues through improved services to the

market which has been served by PT Angkasa Pura II

(Persero) during this time;

2) Market Development

Develop new market with services that have been owned

by PT Angkasa Pura II (Persero) during this time.

3) Service Development

Develop new services with technology related to the

existing services of PT Angkasa Pura II (Persero) to serve

existing market.

4) Diversification

Selective growth in the fields of aeronautical and non-

aeronautical.










Inisiatif pertumbuhan usaha di tiap tahap dijabarkan dalam

tabel berikut:

Tabel Inisiatif Pertumbuhan Usaha

Business growth initiatives in each stage is described in the

following table:

Table of Business Growth Initiatives

Market Development Diversification

Penambahan airline dan freighter baru - nasional/internasionalAddition of new airlines and freighters - national/international

Penambahan tenant dan partner strategis lainnyaAddition of other strategic tenants and partners

Pengelolaan bandar udara yang belum dikelola PT Angkasa Pura II (persero) (Bandar Udara Lampung, Batam, dll)Management of airports that have not been managed by PT.Angkasa Pura II (Persero) (Lampung Airport, Batam, etc.)

Pengembangan airport training centreDevelopment of airport training centre

Pengembangan aerospace park (logistic)Development of aerospace park (Logistic)

Pengembangan fasilitas olahraga (golf, futsal, dll)Development of sports facility (golf, indoor soccer, etc.)

Pengembangan bisnis property/real estate pada aset-aset tanah di luar kawasan bandar udaraDevelopment of property/real estate business in land assets outside the airport areas

Pengembangan pusat perbelanjaan & rekreasiDevelopment of shopping centre & recreation

Pengembangan airport convention centre (meeting, convention, exhibition, wedding, dll)Development of airport convention centre (meeting, convention, exhibition, wedding, etc.

Market Penetration Service Development

Peningkatan kapasitas terminal penumpang, apron & runwayImprovement of passenger terminal capacity, apron & runway

Optimalisasi proses operasional/frekuensi penerbanganOptimization of operational process/flight frequency

Revenue assurance management (otomatisasi, perbaikan metode collection, dan proses pelayanan penumpang) - termasuk bagi penumpang transit, PSC, dllRevenue assurance management (automation, improvement of collection method, and passenger services process) - including for transit passengers, PSC, etc.

Optimalisasi pelayanan garbarata (contoh: kerjasama dengan ground handling/airline)Optimization of jet bridge services (example: cooperation with ground handling/airline)

Penataan & modernisasi area komersial bandar udara (tenant mixing, digital media, parking, hotel, dll)Restructuring & modernization of the airport commercial areas (tenant mixing, digital media, parking, hotel, etc.)

Penataan & modernisasi pergudangan kargoRestructuring & modernization of cargo warehousing

Penambahan area komersial di setiap bandar udaraAddition of commercial areas in every airport.

Optimalisasi strategi pola kerja sama (contoh: revenue sharing, profit sharing, dll)Optimization of cooperation pattern strategy (example: revenue sharing, profit sharing, etc.

Pengembangan terminal kargo modern (bonded zone)Development of modern cargo terminal (bonded zone)

Pengembangan integrated offices buildingDevelopment of integrated offices building

Pengembangan Check-in Lounge/CIP Lounge & pengembangan e-kioskDevelopment of Check-in Lounge/CIP Lounge & development of e-kiosk

Komersialisasi ICT/Information Communication Technology (airport backbone, jaringan data, single antenna, common use check-in, Flight Information System, call centre, dll)Commercialization of ICT/Information Communication Technology (airport backbone, data network, single antenna, common use check-in, Flight Information System, call centre, etc.)

Pengembangan e-payment dan e-commercee-payment and e-commerce development

Pengembangan HUB airport (Soekarno-Hatta dan Kualanamu) (atas masukan dari airline)HUB airport development (Soekarno-Hatta and Kualanamu) (according to airlines suggestion)

New

mar

ket

Cu

rren

t m

arke

t

Current service New service


program strategis 2015

1. Kajian Improvement Runway Capacity (IRC) 86 Bandara

Soekarno-Hatta, Tangerang;

2. Tenant Mexing Terminal 3 Ultimate Bandara Soekarno-

Hatta, Tangerang;

3. Pendirian Anak Perusahaan Angkasa Pura Kargo dan

Angkasa Pura Property;

4. Pengembangan Terminal 3 Bandara Soekarno-Hatta,

Tangerang;

5. Peningkatan Kapasitas Pergerakan Pesawat di Bandara

Soekarno-Hatta, Tangerang;

• PerluasanApronTerminal1,Terminal2danNSA(Night

Stop Apron)

• PenambahanRapidExitTaxiway

• PerpanjanganTaxiwayNP1danSP1

6. Perluasan Apron di Terminal 3 Ultimate Bandara Soekarno-

Hatta, Tangerang;

7. Pembangunan Terminal Baru Bandara Supadio, Pontianak

(Fase 2);

8. Pembangunan Terminal Baru Bandara Husein Sastranegara,

Bandung;

9. Pembangunan Terminal Baru Bandara Depati Amir, Pangkal

Pinang;

10.Pengoperasian Terminal Baru Bandara Sultan Thaha,

Jambi;

11. Pembebasan Lahan untuk Runway 3 Bandara Soekarno-

Hatta;

12. Peningkatan Aksesbilitas di Bandara Soekarno-Hatta:

• Pembangunan Stasiun Kereta Api Bandara Soekarno-

Hatta, Tangerang;

• PelebaranJalanP1danP2;

• PelebaranJalanM1danM2;

• PembangunanFlyoverU-TurnJalanM1;

• PembangunanFlyoverMenujuTerminal3Ultimate;

• PerubahanFlowLaluLintasdiBandaraSoekarno-Hatta,

Tangerang;

13. Overlay Runway Sisi Utara Bandara Soekarno-Hatta,

Tangerang;

14. Lanjutan Perluasan Apron Bandara Sultan Mahmud

Badaruddin II, Palembang;

15. Peningkatan Layanan Penumpang :

• PenghapusanTicketSalesCounterdiTerminal;

• Penyediaan Pusat Informasi dan Contact Center di

Terminal;

• PenambahanJumlahCheck-inCounter;

• Perluasanruanguntukareapublik,dll.

16.Feasibility Study Aerotropolis Bandara Kualanamu, Deli

Serdang;

17. Perluasan Apron dan Perpanjangan Runway Bandara

Sultan Syarif Kasim II, Pekanbaru;

18.Perluasan Apron Bandara Raja Haji Fisabilillah, Tanjung

Pinang;

19. Perluasan Apron Bandara Sultan Thaha, Jambi.

2015 strategic programs

1. Assessment of Improvement Runway Capacity (IRC) 86 of

Soekarno-Hatta Airport, Tangerang;

2. Tenant Mexing of Terminal 3 Ultimate of Soekarno-Hatta

Airport, Tangerang;

3. Establishment of Subsidiaries of Angkasa Pura Cargo and

Angkasa Pura Property;

4. Development of Terminal 3 of Soekarno-Hatta Airport,

Tangerang;

5. Increased Aircraft Movements Capacity at Soekarno-Hatta

Airport, Tangerang;

• Apron expansion of Terminal 1, Terminal 2 and NSA

(Night Stop Apron)

• Addition of Rapid Exit Taxiway

• Taxiway extension of NP1 and SP1.

6. Apron Expansion in Terminal 3 Ultimate of Soekarno-Hatta

Airport, Tangerangl;

7. Construction of New Terminal in Supadio Airport,

Pontianak (Phase 2);

8. Construction of New Terminal in Husein Sastranegara

Airport, Bandung;

9. Construction of New Terminal in Depati Amir Airport,

Pangkal Pinang;

10. Operation of the New Teriminal in Sultan Thaha Airport,

Jambi;

11. Land Acquisition for Runway 3 of Soekarno-Hatta Airport;

12. Improved Accessibility at Soekarno-Hatta Airport;

• Construction of Railway Station of Soekarno-Hatta,

Tangerang;

• Road Widening of P1 and P2;

• Road Widening of M1 and M2

• Construction of U-Turn Flyover, M1 road;

• Construction of Flyover towards the terminal 3

Ultimate;

• Changes in the North Side Runway of Soekarno-Hatta,

Tangerang;

13. Overlay of the North Side Runway of Soekarno-Hatta,

Tangerang;

14. Continuation of Apron Expansion of the Sultan Mahmud

Badarrudin II Airport, Palembang;

15. Improved Passenger Services:

• Elimination of Ticket Sales Counter in Terminal;

• Provision of Information Center and Contact Center in

Terminal;

• Addition in the Number of Check-in Counters;

• Space expansion for public areas, etc.

16. Feasibility Study of Aerotropolis of Kualanamu Airport, Deli

Serdang;

17. Apron Expansion and Runway Extension of Sultan Syarif

Kasim II Airport, Pekanbaru;

18. Apron Expansion of Raja Haji Fisabilillah Airport, Tanjung

Pinang;

19. Apron Expansion of Sultan Thaha Airport, Jambi.










7. Aspek pemasaran

Pangsa Pasar

Secara umum, industri bandara di Indonesia masih

menunjukkan perkembangan dan peluang bisnis yang

menggembirakan dibandingkan industri lainnya, akibat

tidak adanya persaingan secara langsung. Hal ini juga

didukung oleh meningkat kesadaran masyarakat akan

kemudahaan akses layanan angkutan udara dan kebutuhan

akan efisiensi waktu jarak tempuh perjalanan dengan

kondisi geografis kepulauan berbanding perjalanan

menggunakan angkutan darat atau laut. Menjawab

peluang tersebut, tentu kemampuan Perusahaan perlu

terus ditingkatkan untuk dapat bertumbuh berkelanjutan.

Berdasarkan analisa posisi perusahaan, Perseroan berada

pada posisi Grow/Invest.

Kesimpulan hasil analisa tersebut diperoleh dengan

menilai daya tarik industri berdasarkan profitabilitas,

pertumbuhan bisnis dan tingkat kompetisi industri bandar

udara dibandingkan dengan industri lain di Indonesia.

Sementara kemampuan Perusahaan dinilai berdasarkan

kinerja keuangan dan keunggulan kompetitif Perusahaan.

7. Marketing Aspect (Rkap 2014 And Rkap 2015)

Market Share

In general, the airport industry in Indonesia still shows

exciting business growth and opportunities compared to

other industries due to the absence of direct competition.

This is also supported by increased public awareness of

the ease of access of air transport services and the need

for travel time efficiency with geographical conditions of

the archipelago versus to travel by land or sea transport.

Answering these opportunities, the Company’s ability has

to be improved continuously in order to grow sustainably.

Based on the analysis of company position, the Company

is in the position of Grow/Invest.

Conclusion of the analysis results is obtained by assessing

the industry attractiveness based on profitability, business

growth and the level of competition of airport industry

compared to other industries in Indonesia. While

the Company’s ability is assessed based on financial

performance and its competitive advantage.


Dibandingkan dengan perusahaan sejenis di dunia, PT

Angkasa Pura II (Persero) memiliki kinerja keuangan yang

cukup baik, dengan nilai ROA 8.32% dan ROE 22.85%,

berada pada posisi moderat dibandingkan dengan

perusahaan sejenis (Changi, Incheon, Memphis, Kuala

Lumpur, dan Beijing).

Compared with similar companies in the world, PT

Angkasa Pura II (Persero) has a pretty good financial

performance, with ROA of 8.32% and ROE of 22.85%, the

Company is in a moderate position compared to its peers

(Changi, Incheon, Memphis, Kuala Lumpur, and Beijing).

Sedangkan terhadap pencapaian nilai CSI (Customer

Satisfaction Index), PT Angkasa Pura II (Persero)

mendapatkan skor penilaian sebesar 3,73 (Korporat) dan

3,64 (BSH) dibandingkan dengan perusahaan/bandara

kelas dunia. Oleh karena itu, untuk mewujudkan visi

menjadi perusahaan kelas dunia, PT Angkasa Pura II

(Persero) menetapkan target CSI 4.0 (Korporat) dan 4.5

(BSH) pada 2016.

Perusahaan juga perlu meningkatkan pertumbuhan

bisnis yang menguntungkan secara berkesinambungan

untuk memaksimalkan shareholder value. Pendapatan

aeronautika bersifat “regulated” dan “less controllable”

sehingga pendapatan non aeronautikanautika perlu

dioptimalkan. PT Angkasa Pura II (Persero) mencapai

pendapatan non aeronautikanautika 35,10% pada 2015

dan menargetkan 36,32% pada 2016.

While for the achievement of CSI (Customer Satisfaction

Index), PT Angkasa Pura II (Persero) obtained a score of

3.73 (Corporate) and 3.64 (BSH) as compared with the

world class company/airport. Therefore, to realize its

vision of becoming a world class company, PT Angkasa

Pura II (Persero) sets the CSI target of 4.0 (Corporate) and

4.5 (BSH) in 2016.

The Company also need to improve profitable business

growth on an ongoing basis to maximize shareholders

value. Aeronautical revenues are “regulated” and “less

controllable” so that the non-aeronautical revenues need

to be optimized. The non-aeronautical revenues of PT

Angkasa Pura II (Persero) reached 35.10% in 2015 and

targeted 36.32% in 2016.










Untuk menuju World Class Airport (WCA), Perusahaan akan

mengusahakan peningkatan kategori di setiap bandara

secara berkesinambungan, sehingga pada akhirnya

semua bandar udara yang berada di bawah pengelolaan

PT Angkasa Pura II (Persero) dapat menjadi World Class

Airport (WCA).

Strategi Pemasaran

Untuk meningkatkan pendapatan usaha, telah dilakukan

beberapa strategi sebagai berikut.

a. Business Optimization

1) Menerapkan tenant mixing untuk 12 kantor cabang;

2) Media Placement dengan PT Angkasa Pura Solusi;

3) Aktivitas promosi berupa publikasi pendayagunaan

aset tanah milik Angkasa Pura II melalui media

website dan media cetak;

4) Melakukan inovasi dalam aplikasi informasi

teknologi terkait:

• PSCOnTicket(aplikasiMcSys);

• Sisteme-PosBandaraKualanamudanBandara

Sultan Syarif Kasim II;

• Sistem e-Kiosk Bandara Kualanamu, Bandara

Sultan Syarif Kasim II, dan Bandara Sultan

Mahmud Badaruddin II.

b. New Business Venture

Pembangunan commercial center dan sarana parkir

tingkat di di Bandara Soekarno-Hatta.

c. Appropriate Pricing

Peninjauan tarif sewa dan konsesi, pemanfaatan IT

melalui sistem SMART dan CROL/e-Pos untuk seluruh

kantor cabang, serta pembuatan website komersial.

d. Effective Partnership

1) Anniversary vaganza;

2) Customer appreciation;

3) Pelaksanaan kegiatan airport bazaar ramadhan di

Bandara Soekarno-Hatta;

4) Persiapan dokumen seleksi untuk calon mitra

pengoperasian, serta pengelolaan CUCCS

(common use self service) dan e-PSC di Bandara

Kualanamu.

e. Effective Customer Service

1) Peluncuran marketing directory

To get to World Class Airport (WCA), the Company will seek

to improve category at each airport on an ongoing basis,

so that eventually all airports under the management of

PT Angkasa Pura II (Persero) can be a World Class Airport

(WCA).

Marketing Strategy (RKAP 2015 and RKAP 2015)

To increase operating revenues, has been performed

some of the following strategies:

a. Business Optimization

1) Implement tenant mixing for 12 branch offices;

2) Media Placement with PT Angkasa Pura Solusi;

3) Promotional activities in the form of publications of

the utilization of land assets owned by Angkasa Pura II

through websites and print media;

4) Conduct innovation in information technology

applications related to:

• PSCOnTicket(McSysapplication);

• e-Pos system of Kualanamu Airport and Sultan

Syarif Kasim II Airport;

• e-KiosksystemofKualanamuAirport,SultanSyarif

Kasim II Airport, and Sultan Mahmud Badaruddin II

Airport.

b. New Business Venture

Construction of commercial center and multilevel parking

facilities at Soekarno-Hatta Airport.

c. Appropriate Pricing

A review of rental tariff and concessions, the use of IT

through SMART system and CROL/e-Pos for all branch

offices, as well as the making of commercial website.

d. Effective Partnership

1) Anniversary vaganza;

2) Customer appreciation;

3) Airport Ramadan Bazaar at Soekarno-Hatta Airport;

4) Preparation of documents for the selection of potential

operational partners, and management of CUCCS

(common use self service) and e-PSC at Kualanamu

Airport.

e. Effective Customer Service

1) Launching of marketing directory


Program Pemasaran 2015

Pada 2015, Perseroan melaksanakan beberapa kegiatan

besar dalam rangka program pemasaran, antara lain:

Welcoming Ceremonial kepada beberapa maskapai

penerbangan baru yang beroperasi di Bandara Soekarno-

Hatta, seperti Oman Air dan JetAsia Air, serta berlangganan

jasa layanan OAG (Official Airport Guide) guna mendukung

upaya dan program Pemasaran di masa mendatang.

a. Welcoming Ceremonial kepada Maskapai Baru

Welcoming Ceremonial dimaksud dilaksanakan sebagai

bentuk apresiasi kepada mitra kerja. Dengan adanya

kegiatan ini diharapkan terjalin kerjasama yang baik

antara PT Angkasa Pura II (Persero) dan Maskapai, serta

diharapkan dengan kegiatan ini dapat meningkatkan CSI

dalam rangka mensukseskan World Class Airport.

Program tersebut dijalankan di Bandara Soekarno-Hatta

berupa penyambutan penerbangan perdana Oman Air

pada tanggal 14 Desember 2015 bertempat di Terminal

2D. Selanjutnya pada tanggal 24 Desember 2015 dilakukan

kegiatan penyambutan serupa kepada penerbangan

JetAsia Air. Kegiatan penyambutan penerbangan perdana

dimaksud pada dasarnya terdiri dari 2 (dua) kegiatan, yaitu

di Airside dan di Terminal, dan bekerjasama dengan pihak

groundhandling.

b. Langganan Kerjasama Layanan OAG (Official Airport

Guide)

Perseroan telah memulai kerjasama dengan Official

Airport Guide (OAG) Aviation Worlwide Pte Ltd, dimana

OAG merupakan penyedia database jadwal penerbangan

hampir seluruh maskapai penerbangan di dunia dan telah

bekerjasama dengan sebagian besar airport dan airlines di

seluruh dunia.

Perseroan menyediakan “marketing tools” dalam

melakukan upaya-upaya pemasaran yang aktif kepada

pihak airlines guna optimalisasi rute-rute Penerbangan ke

seluruh bandara yang dikelola AP II. Diharapkan dengan

berlangganan jasa OAG, dapat memudahkan AP II dalam

melakukan “market research” tentang rute-rute yang

potensial bagi pihak airlines.

Data yang dihasilkan oleh OAG bersifat real time, online

dan komprehensif, sehingga diharapkan data yang

diperoleh akan lebih akurat dan meminimalisir resiko

studi-nya dan juga resiko bagi AP II.

2015 Marketing Program

In 2015, the Company carried out several major activities

in the framework of marketing programs, among others:

Welcoming Ceremonial to several new airlines that

operate at the Soekarno-Hatta Airport, such as Oman Air

and JetAsia Air, as well as subscription of OAG services

(Official Airport Guide) to support Marketing efforts and

programs in the future.

a. Welcoming Ceremonial to New Airlines

Welcoming Ceremonial is implemented as a form of

appreciation to working partners. This activity is expected

to establish a good cooperation between PT Angkasa

Pura II (Persero) and Airlines, as well as to improve CSI in

order to succeed World Class Airport.

The program was conducted at Soekarno-Hatta Airport

in the form of welcoming ceremonial the maiden

flight of Oman Air on December 14th, 2015 in Terminal

2D. Furthermore, on December 24th, 2015, a similar

welcoming ceremonial was conducted for JetAsia Air

flight. The welcoming ceremonial activity for maiden

flights is essentially consists of 2 (two) activites, namely

in Airside and Terminal, and in cooperation with the

groundhandling.

b. Cooperation Subscription of OAG Services (Official Airport

Guide)

The Company has started its cooperation with the Official

Airport Guide (OAG) Aviation Worldwide Pte Ltd, in which

OAG is a database provider of flight schedules almost for

all airlines in the world and has worked with most airports

and airlines around the world.

The Company provides “marketing tools” in performing

active marketing efforts to airline parties in order to

optimize flight routes to all airports managed by AP II. It is

expected by subscribing to OAG services, it could facilitate

AP II in conducting “market research” on potential routes

for airline parties.

Data generated by OAG is real-time, online and

comprehensive, so it is expected that the data obtained

will be more accurate and minimize the risk of studies and

also the risk to AP II.










Aplikasi ini juga dapat membantu Perseroan, khususnya

untuk menghasilkan perencanaan bisnis yang lebih baik

karena selain dapat meramalkan trend yang terjadi di dunia

penerbangan, aplikasi ini juga dapat digunakan sebagai

alat penganggaran dan perkiraan pendapatan perusahaan.

This application can also assist the Company, in particular

to produce a better business plan since it is not only able

to predict the trend that occurred in the aviation world,

this application can also be used as a tool for budgeting

and estimation of corporate earnings.


tinjauan operasiper segmen usahaOperational Review Based on Business Segment

1. Tinjauan Operasional

Penggunaan transportasi udara yang dinilai lebih efektif

dan efisien dari segi waktu tempuh, mengingat kondisi

geografis Indonesia sebagai negara kepulauan yang

luas. Hal ini tentu berpengaruh terhadap percepatan

pertumbuhan ekonomi masyarakat yang lebih dinamis

dan memberikan dampak terhadap penguatan daya beli

masyarakat.

Sejalan dengan hal tersebut, Angkasa Pura II hadir untuk

melaksanakan dan menunjang kebijakan dan program

Pemerintah di bidang ekonomi dan pembangunan

dalam menyelenggarakan usaha jasa kebandarudaraan

dan usaha-usaha lain yang terkait sesuai anggaran dasar

Perseroan. Dalam rangka memenuhi amanat Pemerintah

dan sebagai usaha mendorong pertumbuhan ekonomi

nasional, Angkasa Pura II melakukan berbagai upaya

sebagai berikut:

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;

c. Penyediaan, pengusahaan dan pengembangan fasilitas

elektronika, navigasi, listrik, air dan instalasi limbah

buangan;

d. Penyediaan jasa pelayanan penerbangan;

e. Penyediaan lahan untuk bangunan, lapangan, dan

kawasan industri, serta gedung-gedung bangunan yang

berhubungan dengan kelancaran angkutan udara;

f. Penyediaan jasa konsultasi pendidikan dan pelatihan yang

berkaitan dengan kebandarudaraan;

g. Penyediaan jasa pelayanan yang secara langsung

menunjang kegiatan penerbangan yang meliputi

penyediaan hanggar pesawat udara, perbengkelan

pesawat udara, pergudangan, jasa boga pesawat udara,

jasa pelayanan teknis penanganan pesawat udara di darat,

jasa pelayanan penumpang dan bagasi, jasa penanganan

kargo dan jasa penunjang lainnya yang secara langsung

menunjang kegiatan penerbangan;

h. Penyediaan jasa pelayanan yang secara langsung atau

tidak langsung menunjang kegiatan bandar udara

yang meliputi jasa penyediaan penginapan/hotel,

jasa penyediaan toko dan restoran, jasa penempatan

kendaraan bermotor, jasa penyediaan tempat rekreasi

yang berhubungan dengan penerbangan, pameran

dirgantara keudaraan, jasa perawatan pada umumnya

dan jasa lainnya yang secara langsung atau tidak langsung

menunjang kegiatan bandar udara.

1. Operational Review

The use of air transport is considered more effective and

efficient in terms of travel time, given the geographical

condition of Indonesia as a vast archipelago. This would

affect the acceleration of community economic growth

that is more dynamic and affect the strengthening of

purchasing power.

In line with this, Angkasa Pura II is present to implement

and support the Government policies and programs in

the fields of economy and development in the running

of airport services business and other businesses related

to the Company’s articles of association. In order to fulfill

the mandate of the Government and as an effort to boost

national economic growth, Angkasa Pura II performs

various efforts as follows:

a. Provision, procurement and development of facilities for

service activities of landing, takeoff, parking and storage

of aircraft;

b. Provision, procurement and development of terminal

facilities for passenger transport services, cargo

and postal;

c. Provision, procurement and development of electronic

facilities, navigation, electricity, water and waste

disposal installations;

d. Provision of flight services;

e. Provision of land for building, ground, and industrial

areas, as well as buildings associated with air transport

smoothness;

f. Provision of consultancy services of education and

training related to airport affairs;

g. Provision of services that directly support the flight

activities including the provision of aircraft hangar, aircraft

overhaul, warehousing, aircraft catering, aircraft ground

handling technical services, passengers and baggage

services, cargo handling services and other supporting

services that directly support the flight activities;

h. Provision of services which are directly and indirectly

support airport activities that include the provision of

accommodation/hotel services, provision of shops and

restaurants services, motor vehicle placement services,

provision of recreational areas related to flight services,

aerial aerospace exhibition, maintenance services in

general and other services that are directly and indirectly

support the aiport activities.


Perseroan berkedudukan dan berkantor pusat di Bandara

Soekarno-Hatta, Tangerang, provinsi Banten. Perseroan

hingga tahun 2015 mempunyai 13 kantor cabang yang

masing-masing berkedudukan di bandar udara (bandara)

yang dikelola. Perseroan sebagai berikut:

1) Bandar Udara Internasional Soekarno-Hatta,

Tangerang;

2) Bandar Udara Halim Perdanakusuma, Jakarta;

3) Bandar Udara Sultan Mahmud Badaruddin II,

Palembang;

4) Bandar Udara Supadio, Pontianak;

5) Bandar Udara Internasional Kualanamu, Deli Serdang;

6) Bandar Udara Sultan Syarif Kasim II, Pekanbaru;

7) Bandar Udara Internasional Minangkabau, Padang

Pariaman;

8) Bandar Udara Internasional Sultan Iskandar Muda,

Banda Aceh;

9) Bandar Udara Internasional Husein Sastranegara,

Bandung;

10) Bandar Udara Raja Haji Fisabilillah, Tanjung Pinang;

11) Bandar Udara Sultan Thaha, Jambi;

12) Bandar Udara Depati Amir, Pangkal Pinang;

13) Bandar Udara Silangit, Siborong-Borong.

Sejak 16 Januari 2014, jasa pelayanan penerbangan

(ATS) tidak lagi dikelola oleh Angkasa Pura II berdasarkan

Peraturan Pemerintah (PP) Nomor 77 Tahun 2013 Tentang

Perusahaan Umum Lembaga Penyelenggara Pelayanan

Navigasi Penerbangan Indonesia (LPPNPI) berdasarkan Nota

Kesepahaman Nomor: HK.201/1/10/DRJU-2014;KEP.15/

OM.02.03/2014; MOU.04.07.01/00/02/2014/001; 032/

DU/II/2014 tanggal 12 Februari 2014.

The Company is domiciled and having its head office at

Soekarno-Hatta Airport, Tangerang, Banten province. Until

2015, the Company has 13 branch offices, each located in

the airports managed by the Company as follows:

1) Soekarno-Hatta International Airport, Tangerang;

2) Halim Perdanakusuma Airport, Jakarta;

3) Sultan Mahmud Badaruddin II Airport, Palembang;

4) Supadio Airport, Pontianak;

5) Kualanamu International Airport, Deli Serdang;

6) Sultan Syarif Kasim II Airport, Pekanbaru;

7) Minangkabau International Airport, Padang Pariaman;

8) Sultan Iskandar Muda International Airport, Banda

Aceh;

9) Husein Sastranegara International Airport, Bandung;

10) Raja Haji Fisabilillah Airport, Tanjung Pinang;

11) Sultan Thaha Airport, Jambi;

12) Depati Amir Airport, Pangkal Pinang;

13) Silangit Airport, Siborong-Borong.

Since January 16th, 2014, Air Traffic Services (ATS) is no

longer managed by Angkasa Pura II based on Government

Regulation No. 77 Year 2013 on Air Navigation Indonesia

(LPPNPI/AirNavIndonesia) based on the Memorandum

of Understanding No.HK.201/1/10/DRJU-2014;KEP.15/

OM.02.03/2014; MOU.04.07.01/00/02/2014/001; 032/

DU/II/2014 dated February 12th, 2014.


2. Kinerja Operasi Per Segmen Usaha

Angkasa Pura II telah melaporkan segmen-segmen usaha

sesuai Penerapan Standar Akuntasi Keuangan (PSAK)

5 (revisi 2010). Usaha Angkasa Pura II dikelompokkan

berdasarkan divisi-divisi operasi yaitu aeronautika, non-

aeronautika, kargo dan lainnya dan kantor cabang. Namun

demikian, secara umum produksi utama Angkasa Pura II

ditopang oleh produksi segmen usaha jasa aeronautika

dan segmen usaha jasa non aeronautika. Segmen Usaha

Perseroan digambarkan dalam grafik berikut:

2. Operational Review By Business Segment

Angkasa Pura II has reported its business segments in

accordance with the Statement of Financial Accounting

Standards (PSAK) 5 (revised 2010). Angkasa Pura II

businesses are grouped by operational divisions namely

aeronautical, non-aeronautical, cargo and others and

branch offices. However, in general, the main production

of Angkasa Pura II is supported by the production of

aeronautical services and non-aeronautical services. The

Company’s Business Segments are illustrated in the graph

below:

Angkasa Pura II

Segmen Usaha AeronautikaAeronautical Business Segment

Pelayanan Jasa Pendaratan, Penempatan dan Penyimpanan Pesawat Udara (PJP4U)Landing Services, Placement and Storage of Aircraft Services (PJP4U).

Pelayanan Jasa Penumpang Pesawat Udara (PJP2U)Aircraft Passenger Services (PJP2U)

Pelayanan Jasa Pemakaian Aviobridge danUsage Aviobridge Services, and

Pelayanan Jasa KonterCounter Usage Services

Sewa Ruang, Sewa Tanah, Sewa Reklame, Konsesi, Throughput Free, Parkir Kendaraan, Pemakaian Listrik, Pemakaian Air, Pemakaian Telepon dan Jasa Non Aeronautika Lainnya

Space Lease, Land Lease, Advertising, Concessions, Throughput Free, Vehicle Parking, Electricity Usage, Water Usage, Phone Usage and Other Non-Aeronautical Services

Segmen Usaha Non AeronautikaNon-Aeronautical Business Segment

Segmen Usaha KargoCargo Business Segment










Segmen Usaha Jasa Aeronautika

Penjelasan Segmen Usaha Jasa Aeronautika

Usaha Aeronautika merupakan bidang usaha

kebandarudaraan yang menyediakan pelayanan jasa antara

lain: pelayanan jasa penumpang pesawat udara (PJP2U),

pelayanan jasa pendaratan, pelayanan jasa penempatan,

pelayanan jasa parking surcharge, pelayanan jasa pemakaian

aviobridge dan Pelayanan jasa konter.

Kinerja Segmen Usaha Jasa Aeronautika

produksi Jasa Aeronautika

Secara umum, realisasi kinerja produksi jasa aeronautika

tahun 2015 mencapai lebih tinggi baik terhadap realisasi

kinerja produksi jasa aeronautika tahun 2014 maupun

terhadap target yang ditetapkan pada tahun berjalan. Secara

komposisi, pencapaian kinerja jasa aeronautika dikontribusi

oleh pertumbuhan kinerja pelayanan pendaratan sebesar

32 %, pertumbuhan kinerja pelayanan penumpang sebesar

4 %, pertumbuhan kinerja pelayanan pemakaian aviobridge

sebesar 5 % dan pertumbuhan kinerja pelayanan pemakaian

konter sebesar 4 %.

Tabel produksi segmen Usaha Jasa Aeronautika

Aeronautical services

Aeronautical services explanation

Aeronautical business is a business field of airport services

that provides services such as: aircraft passenger services

(PJP2U), landing services, placement services, surcharge

parking services, aviobridge usage services and counter

usage services.

Aeronautical services performance

Aeronautical services production

In general, realization of aeronautical services production

performance in 2015 reached higher both against 2014

as well as the set target in the current year. In terms of

composition, aeronautical services performance achievement

is contributed by the growth of landing services performance

amounted to 32%, growth of passenger services performance

amounted to 4%, growth of aviobridge usage services

performance amounted to 5% and growth of counter usage

services performance amounted to 4%.

Table of Aeronautical services production

UraianDescription

SatuanUnit

2014 2015

PertumbuhanGrowth

Nominal %

Pelayanan

Pendaratan

Landing Services

Domestik

DomesticTon 18.948.200 26.003.573 7.055.373 37%

Internasional

InternationalTon 8.543.777 10.217.040 1.673.263 20%

Jumlah

TotalTon 27.491.977 36.220.613 8.728.636 32%

Pelayanan

Penumpang

Passenger Services

Domestik

DomesticPax 31.173.539 33.027.630 1.854.091 6%

Internasional

InternationalPax 8.132.114 7.850.017 (282.097) -3%

Jumlah

TotalPax 39.305.653 40.877.647 1.571.994 4%


1. pelayanan pendaratan

Kinerja pelayanan Pendaratan tahun 2015 mencapai

36.220.613 ton, atau 32 % terhadap kinerja pelayanan

pendaratan tahun 2014 sebesar 27.491.977 ton. Secara

komposisi, kinerja tersebut didukung oleh pencapaian

pelayanan pendaratan domestik sebesar 26.003.573 ton

(37 %) dan pelayanan pendaratan internasional sebesar

10.217.040 ton (20 %). Terkait dengan pencapaian kinerja

tersebut, Perseroan telah melakukan upaya-upaya

strategis, antara lain:

• Penambahan penerbangan dan penambahan

produksi penempatan TMT Oktober 2015 serta

peningkatan produksi parking surcharge di Bandara

CGK, KNO dan HLP.

1. Landing services

Landing services performance in 2015 reached 36,220,613

ton, or 32% compared to 2014 with 27,491,977 ton. In

terms of composition, the performance is supported with

the achievement of domestic landing services amounted

to 26,003,573ton (37%) and international landing services

with 10,217,040 ton (20%). Related to such achievement,

the Company has performed strategic efforts, among

others:

• Additional flights and additional of TMT placement

production in October 2015 as well as increased

production in surcharge parking at the Airports of CGK,

KNO and HLP.









Pemakaian

Aviobridge

Aviobridge Usage

Domestik

DomesticPes 196.982 206.777 9.795 5%

Internasional

InternationalPes 75.899 79.378 3.479 5%

Jumlah

TotalPes 272.881 286.155 13.274 5%

Pemakaian Konter

Counter

Domestik

DomesticPax 34.740.077 36.483.697 1.743.620 5%

Internasional

InternationalPax 8.266.544 8.097.529 (169.015) -2%

Jumlah

TotalPax 43.006.621 44.581.226 1.574.605 4%


2. Pelayanan Penumpang

Kinerja pelayanan penumpang tahun 2015 mencapai

40.877.647 pax, atau 4 % terhadap kinerja pelayanan

penumpang tahun 2014 sebesar 39.305.653 pax. Secara


pelayanan penumpang domestik sebesar 33.027.630 pax

(6 %) dan pelayanan penumpang internasional sebesar

7.850.017 pax (-3 %). Terdapat beberapa faktor yang

mempengaruhi pencapaian kinerja tersebut baik faktor

alam maupun kondisi dalam negeri antara lain:

• Terjadinya bencana alam kabut asap di beberapa

wilayah cabang PT. Angkasa Pura II (Persero)

2. Passenger Services

Passenger Services performance in 2015 reached

40,877,647 pax, or 4% compared to 2014 with 39,305,653

pax. In terms of composition, the performance is

supported with the achievement of domestic passenger

services amounted to 33,027,630 pax (6%) and

international passenger services with 7,850,017 pax (-3%).

There are several factors that affect the achievement

of the performance both natural factors and domestic

conditions, among others:

• The occurence of haze natural disasters in the several

branch office areas of PT. Angkasa Pura II (Persero).


3. Pemakaian Aviobridge

Kinerja pemakaian aviobridge tahun 2015 mencapai

286.155 pes, atau 5 % terhadap kinerja pemakaian

aviobridge tahun 2014 sebesar 272.881 pes. Secara


pemakaian aviobridge domestik sebesar 206.777 pes (5

%) dan pelayanan pemakaian aviobridge sebesar 79.378

pes (5 %). Terkait dengan pencapaian kinerja tersebut,

Perseroan telah melakukan upaya-upaya strategis, antara

lain:

• Tidak tercapainya kinerja pemakaian aviobridge ini

dikarenakan adanya optimalisasi parking stand.

3. Aviobridge usage

Aviobridge usage performance in 2015 reached

286,155pes, or 5% compared to 2014 with 272,881 pes.

In terms of composition, the performance is supported

with the achievement of domestic aviobridge usage

amounted to 206,777pes (5%) and international aviobridge

usage services with 79,378pes (5%). Related to such

achievements, the Company has performed strategic

efforts, among others:

• Not achieving the aviobridge usage performance was

due to the optimization of the parking stand.










4. Pemakaian Konter

Kinerja pemakaian konter tahun 2015 mencapai

44.581.226 pax, atau 4 % terhadap kinerja pemakaian

konter tahun 2014 sebesar 43.006.621 pax. Secara


pemakaian konter domestik sebesar 36.483.697 pax (5 %)

dan pemakaian konter internasional sebesar 8.097.529

pax (-2 %).

4. Counter usage

Counter usage performance in 2015 reached 44.581.226

pax, or 4% compared to 2014 with 43,006,621 pax. In

terms of composition, the performance is supported with

the achievement of domestic counter usage amounted to

36.483.697 pax (5%) and international counter usage with

8.097.529 pax (-2%).


pendapatan Usaha Jasa Aeronautika

Pendapatan usaha segmen jasa aeronautika tahun 2015

mencapai Rp3,31 triliun, Rp215,80 miliar atau sebesar 6,97%

terhadap pendapatan usaha segmen jasa aeronautika tahun

2014 sebesar Rp3,09 triliun. Pendapatan usaha segmen

jasa aeronautika memberikan kontribusi terhadap total

pendapatan usaha Perseroan sebesar 58,65%.

Pendapatan Aeronautika Per Bandara (dalam miliar rupiah)

Aeronautical services Revenues

Net income (profit for the year) of aeronautical services in

2015 reached Rp3.31 trillion, increased by Rp215.80 billion or

6.97% compared to 2014 with Rp3.09 trillion. Contribution

from aeronautical services net income against the Company’s

net income amounted to 58.65%.

Aeronautical Services Revenues by Airport (in billion rupiah)

Peningkatan pendapatan paling signifikan terdapat di Bandara

Kualanamu (Deli Serdang) sebesar Rp168,42 miliar (45,03%),

Bandara Halim Perdanakusuma (Jakarta) sebesar Rp39,03

miliar (71,14%), dan Bandara Sultan Mahmud Badaruddin II

sebesar Rp6,70 miliar (9,55%).

Secara komposisi, pendapatan usaha jasa aeronautika 3

terbesar dikontribusi oleh Bandara Soekarno-Hatta sebesar

Rp2,28 triliun (68,86%), Bandara Kualanamu sebesar Rp542,41

miliar (16,39%) dan Bandara Halim Perdanakusuma sebesar

Rp93,89 miliar (2,84%).

The most significant increase in aeronautical revenues

found in Kualanamu Airport (Deli Serdang) with Rp168.42

billion (45.03%), Halim Perdanakusuma Airport (Jakarta)

with Rp39.03 billion (71.14%), Sultan Mahmud Badaruddin II

amounted to Rp6.70 billion (9.55%)

In terms of composition, aeronautical revenues is contributed

by the following top three largest namely Soekarno-

Hatta Airport with Rp2.28 trillion (68.86%), Kualanamu

Airport amounted to Rp542.41 billion (16.39%) and Halim

Perdanakusuma Airport amounted to Rp93.89 billion (2.84%).

Kantor Pusat/Cabang 2014 2015Pertumbuhan

Nominal %

Soekarno-Hatta 2.287,49 2.279,46 (8,02) -0,35%

Kualanamu 374,00 542,41 168,42 45,03%

Halim Perdanakusuma 54,86 93,89 39,03 71,14%

Kantor pusat 0,09 - (0,09) -100,00%

Sultan Mahmud

Badaruddin II 70,16 76,86 6,70 9,55%

Sultan Syarif Kasim II 77,58 80,86 3,28 4,22%

Minangkabau 67,04 67,37 0,33 0,50%

Husein Sastranegara 61,97 64,03 2,06 3,33%

Supadio 45,80 46,67 0,87 1,90%

Depati Amir 18,09 20,49 2,40 13,27%

Sultan Thaha 16,72 14,94 (1,78) -10,65%

Sultan Iskandar Muda 16,26 17,64 1,37 8,45%

Raja Haji Fisabilillah 4,22 5,49 1,27 30,17%

Silangit 0,16 0,11 (0,06) 0,00%

Total 3.094,43 3.310,23 215,80 6,97%










profitabilitas Jasa Aeronautika

Laba bersih (laba tahun berjalan) segmen jasa aeronautika

tahun 2015 mencapai Rp583,91 miliar, meningkat sebesar

Rp211,08 miliar atau 56,62% terhadap laba bersih segmen

jasa aeronautika tahun 2014 sebesar Rp372,83 miliar.

Kontribusi laba bersih dari segmen jasa aeronautika terhadap

laba bersih Perseroan tahun 2015 sebesar 34,61%, lebih

tinggi dibandingkan Kontribusi laba bersih dari segmen jasa

aeronautika tahun 2014 sebesar 33,09%.

Profitabilitas segmen jasa aeronautika berdasarkan net profit

margin (margin laba bersih) tahun 2015 sebesar 17,64%, lebih

tinggi dibandingkan net profit margin tahun 2014 sebesar

12,05%.

Aeronautical services profitability

Net income (profit for the year) of aeronautical services

in 2015 reached Rp583.91 billion, increased by Rp211.08

billion or 56.62% compared to 2014 with Rp372.83 billion.

Contribution from aeronautical services net income against

the Company’s net income in 2015 amounted to 34.61%,

higher compared to 2014 with 33.09%.

Aeronautical services profitability based on net profit margin

in 2015 amounted to 17.64%, higher than 2014 with 12.05%.


segmen Usaha Jasa Non-Aeronautika

penjelasan segmen Usaha Jasa Non-Aeronautika

Usaha Aeronautika merupakan bidang usaha kebandarudaraan

yang menyediakan pelayanan jasa penunjang penerbangan

antara lain: jasa sewa ruang, sewa tanah, reklame, konsesi,

throughput fee, parkir kendaraan, sewa listrik, sewa air, sewa

telepon dan non aeronautika lainnya.

Kinerja segmen Usaha Jasa Non-Aeronautika

produksi Jasa Non Aeronautika

Secara umum, realisasi kinerja produksi jasa non aeronautika

tahun 2015 menunjukkan peningkatan terhadap realisasi

kinerja produksi jasa aeronautika tahun 2014. Secara

komposisi, pencapaian kinerja jasa non aeronautika

berdasarkan tingkat pertumbuhan positif dikontribusi oleh

kinerja jasa sewa ruang dengan pertumbuhan sebesar 6%,

kinerja sewa tanah dengan pertumbuhan sebesar 8%, kinerja

jasa reklame dengan pertumbuhan sebesar 36%, kinerja

jasa konsesi dengan pertumbuhan sebesar 42%, kinerja jasa

throughput fee dengan pertumbuhan sebesar 397%, kinerja

jasa parkir mobil dengan pertumbuhan sebesar 11%, dan

kinerja jasa sewa listrik dengan pertumbuhan sebesar 15%.

Tabel Produksi Segmen Usaha Jasa Non Aeronautika

Non-Aeronautical services

Non-Aeronautical services explanation

Non-Aeronautical business is a business field of airport

services that provides flight support services among others:

space lease, land lease, advertising, concessions, throughput

fee, vehicle parking, electricity usage, water usage, phone

usage and other non-aeronautical services.

Non-Aeronautical services performance

Non-Aeronautical services production

In general, realization of non-aeronautical services production

in 2015 showed an increase against in 2014. In terms of

composition, achievement of non-aeronautical services

performance based on positive growth level contributed by

space rent with a growth of 6%, land space rent with a growth

of 8%, billboard rent with a growth of 36%, consession rent

with a growth of 42%, throuhput fee with a growth of 397%,

car parking service with a growth of 11% and electricity rent

service with a growth of 15%.

Table of Non-Aeronautical Services Production

Uraian Satuan 2014 2015Pertumbuhan

Nominal %

Sewa-sewa

Sewa Ruang m2 2.190.547 2.314.152 123.605 6%

Sewa Tanah m2 38.040.626 40.925.514 2.884.888 8%

Reklame m2 32.143 43.858 11.715 36%

Konsesi Juta Rp 7.141.747 10.134.397 2.992.650 42%

Throughput Fee Rb Ltr 722.543 3.592.439 2.869.896 397%

Parkir Kendaraan

Parkir Mobil Rb Ltr 21.778 24.243 2.465 11%

Parkir Motor Rb Ltr 9.031 8.966 (65) -1%

Utilitas

Sewa Listrik Rb kwh 64.710 9.395 9.395 15%

Sewa Air m3 1.977.896 (339.656) (339.656) -17%

Sewa Telepon Pes 9.058 (2.301) (2.301) -25%










Pencapaian produksi non aeronautika selama Tahun 2015


1. Realisasi produksi sewa ruang dipengaruhi oleh beberapa

faktor, antara lain:

Realisasi sewa ruang tahun 2015 mengalami penurunan

5% dari target dalam RKAP hal ini disebabkan karena :

• Pembongkaran mitra usaha di Terminal 2 Bandara

Internasional Soekarno-Hatta terkait peningkatan

pelayanan pengguna jasa, belum beroperasinya

ruangan hangar ex Batavia (dalam tahap renovasi);

• Terdapat beberapa mitra usaha yangmengundurkan

diri dan tidak memperpanjang kerjasamanya;

• Banyaknya ruangan sebagai komersial area yang

belum terjual karena belum adanya penambahan

traffic penumpang;

• Terdapat beberapa mitra usaha yang habis jangka

waktunya mengajukan permohonan untuk

menurunkan besaran tariff;

• Adanya kerjasama yang masih dalam proses

perpanjangan dan bersifat temporary sampai dengan

beroperasinya terminal pengembangan.

2. Realisasi produksi sewa gudang dipengaruhi oleh

beberapa faktor, antara lain:

• Terjadipenurunanrealisasisebesar4%dibawahRKAP,

dikarenkan terjadi pengembalian ruangan ± 96m2

di KC KNO dan perubahan pola kerjasama menjadi

revenue sharing.

3. Realisasi produksi sewa tanah dipengaruhi oleh beberapa

faktor, antara lain:

• Realisasi produksi sewa tanah tercapai sebesar 18%

diatas RKAP, karena adanya pemanfaatan tanah untuk

kegiatan di area terminal.

4. Realisasi reklame dipengaruhi oleh beberapa faktor,

antara lain:

Realisasi reklame tercapai 23% di bawah RKAP, ini

disebabkan karena:

• Berakhirnya perjanjian reklame trolley sebanyak 80

unit dan 2 unit neon box di PGK.

5. Realisasi konsesi dipengaruhi oleh beberapa faktor,

antara lain:

Realisasi konsesi tercapai 14% di atas RKAP, ini disebabkan

karena adanya kekurangan penagihan konsesi periode

tahun 2012-2014 yang ditagihkan.

Achievement of non-aeronautical production during 2015 is

as follows:

1. Rent space realization is affected by several factors,

among others:

Rent space realization in 2015 had a decrease of 5%

from the target in RKAP, this was due to:

• Demolition of business partners at the Terminal 2

of Soekarno-Hatta International Airport related to

the increase in services of service users, and the ex

Batavia hangar space was not yet operational (under

renovation).

• There are several business partners who withdraws

and does not extend their cooperation;

• The number of space as a commercial area that has

not sold due to the lack of addition of passengers

traffic;

• There are several business partners whose time

period are expired who propose to lower the tariff

amount;

• Cooperations that are still in the process of renewal

and are temporary until the operation of the

development terminal.

2. Warehouse rental realization is affected by several

factors, among others:

• There was a decrease in realization by 4% under the

RKAP, due to the returns a space of ± 96m2 in KC

KNO and changes in the cooperation pattern into a

revenue sharing.

3. Ground rent realization is affected by several factors,

among others:

• Realization of ground rent production reached 18%

above the RKAP, due to the utilization of ground for

activities in the terminal area.

4. Advertising realization is affected by several factors,

among others:

Advertising realization reached 23% under the RKAP, this

was due to:

• The amount of trolley advertising agreements that

ends amounted to 80 units and 2 neon box units in

PGK.

5. Concessions realization is affected by several factors,

among others:

Concessions realization reached 14% above the RKAP,

this was due to the deficiency of concession billing for

the period of 2012-2014 that were billed.


pendapatan Usaha Jasa Non Aeronautika

Pendapatan usaha segmen jasa non aeronautika tahun

2015 mencapai Rp2,34 triliun, meningkat Rp608,68 miliar

atau 35,10% terhadap pendapatan usaha segmen jasa non

aeronautika tahun 2014 sebesar Rp1,73 triliun. Pendapatan

usaha segmen jasa non aeronautika memberikan kontribusi

terhadap total pendapatan usaha Perseroan sebesar 38,71%.

Pendapatan Non Aeronautika Per Bandara (dalam miliar

rupiah)

Non-Aeronautical Revenues

Net income (profit for the year) of non-aeronautical services

in 2015 reached Rp2.34 trillion, increased by Rp608.68 billion

or 35.10% compared to 2014 with Rp1.73 trillion. Contribution

from non-aeronautical services net income against the

Company’s net income amounted to 38.71%.

Non-Aeronautical Revenues by Airport (in billion rupiah)


Nominal %

Soekarno-Hatta 1.304,81 1.820,60 515,79 39,53%

Kualanamu 128,17 156,99 28,82 22,49%


Kantor pusat 63,46 121,02 57,56 100,00%

Sultan Mahmud Badaruddin II 40,24 42,47 2,24 5,56%

Sultan Syarif Kasim II 40,37 33,28 (7,09) -17,56%

Minangkabau 21,25 17,60 (3,65) -17,18%

Husein Sastranegara 13,01 12,08 (0,93) -7,15%

Supadio 21,92 20,30 (1,63) -7,42%

Depati Amir 10,00 9,24 (0,76) -7,59%

Sultan Thaha 14,51 14,39 (0,12) -0,83%

Sultan Iskandar Muda 8,06 8,05 (0,01) -0,07%


Silangit 0,08 0,16 0,09 0,00%

Total 1.733,99 2.342,67 608,68 35,10%










Peningkatan pendapatan paling signifikan terdapat di Bandara

Halim Perdanakusuma (Jakarta) sebesar Rp515,79 miliar

(39,53%), Bandara Kualanamu (Deli Serdang) sebesar Rp28,82

miliar (22,49%), Bandara Halim Perdanakusuma sebesar

Rp17,58 miliar (27,11%) dan kantor pusat sebesar Rp57,56

miliar (90,71%).

Secara komposisi, pendapatan usaha jasa non aeronautika 3

terbesar dikontribusi oleh Bandara Soekarno-Hatta sebesar

Rp1,82 triliun (77,71%), Bandara Kualanamu sebesar Rp156,99

miliar (6,70%) dan Kantor Pusat sebesar Rp121,02 miliar

(5,17%).

profitabilitas Jasa Non Aeronautika

Laba bersih (laba tahun berjalan) segmen jasa non aeronautika

tahun 2015 mencapai Rp1,39 triliun, meningkat sebesar

Rp549,78 miliar atau 65,59% terhadap laba bersih segmen

jasa non aeronautika tahun 2014 sebesar Rp836,16 miliar.

Kontribusi laba bersih dari segmen jasa non aeronautika

terhadap laba bersih Perseroan tahun 2015 sebesar 82,26%,

lebih tinggi dibandingkan Kontribusi laba bersih dari segmen

jasa non aeronautika tahun 2014 sebesar 74,39%

Profitabilitas segmen jasa non aeronautika berdasarkan net

profit margin (margin laba bersih) tahun 2015 sebesar 59,25%,

lebih tinggi dibandingkan net profit margin tahun 2014

sebesar 48,34%.

The most significant increase in non-aeronautical revenues

found in Halim Perdanakusuma Airport (Jakarta) with

Rp515.79 billion (39.53%), Kualanamu Airport (Deli Serdang)

with Rp28.82 billion (22.49%), Halim Perdanakusuma Airport

amounted to Rp17.58 billion (27.11%) and head office with

Rp57.56 billion (90.71%).

In terms of composition, non-aeronautical revenues is

contributed by the following top three largest namely

Soekarno-Hatta Airport with Rp1.82 trillion (77.71%),

Kualanamu Airport amounted to Rp156.99 billion (6.70%) and

Head Office amounted to Rp121.02 billion (5.17%).

Non-Aeronautical services profitability

Net income (profit for the year) of non-aeronautical services

in 2015 reached Rp1.39 trillion, increased by Rp549.78

billion or 65.59% compared to 2014 with Rp836.16 billion.

Contribution from non-aeronautical services net income

against the Company’s net income in 2015 amounted to

82.26%, higher compared to 2014 with 74.39%.

Non-aeronautical services profitability based on net profit

margin in 2015 amounted to 59.25%, higher than 2014 with

48.34%.


segmen Usaha Jasa Kargo

penjelasan segmen Usaha Jasa Kargo

Usaha Kargo merupakan bidang usaha kebandarudaraan yang

menyediakan pelayanan jasa fasilitas pengiriman barang.

Kinerja segmen Usaha Jasa Kargo

produksi pelayanan Jasa Kargo

Kinerja produksi pelayanan kargo tahun 2015 mencapai

726.808.953 ton, turun sebanyak 36.698.182 ton atau -4,81%

terhadap kinerja pelayanan kargo tahun 2014 sebanyak

763.507.135 ton. Secara komposisi, realisasi kinerja pelayanan

jasa kargo yang memberi kontribusi 3 (tiga) terbesar antara

lain: Bandara Soekarno-Hatta sebanyak 614.821.858 ton

(84,59%), Bandara Kualanamu sebanyak 41.629.184 ton

(5,73%) dan Bandara Sultan Mahmud Badaruddin II sebanyak

14.407.858 ton (1,98%).

Tabel Produksi Segmen Usaha Jasa Kargo (dalam satuan Ton)

Pendapatan Usaha Jasa Kargo

CARgo seRVICes

Cargo services explanation

Cargo business is a business field of airport services that

provides goods delivery facility services.

Cargo services performance

Cargo services production

Performance of cargo services production in 2015 reached

726,808,953 ton, down as much as 36,698,182 ton or

-4.81% compared to 2014 with 763,507,135 ton. In terms

of composition, realization of cargo services performance

is contributed by the following top three largest, namely:

Soekarno-Hatta Airport with 614,821,858 ton (84.59%),

Kualanamu Airport amounted to 41,620,184 ton (5.73%) and

Sultan Mahmud Badaruddin II Airport with 14,407,858 ton

(1.98%).

Table of Cargo Services Production (in Ton)

Cargo Revenues


Nominal %

Soekarno-Hatta 626.045.944 614.821.858 -11.224.086 -1,79%

Kualanamu 42.370.719 41.629.184 -741.535 -1,75%

Kantor pusat 11.399.027 9.319.435 -2.079.592 -18,24%

Sultan Mahmud Badaruddin II 17.304.614 2.488.108 -14.816.506 -85,62%

Sultan Syarif Kasim II 15.067.043 14.407.858 -659.185 -4,38%

Minangkabau 11.567.012 9.518.317 -2.048.695 -17,71%

Husein Sastranegara 5.854.658 7.270.102 1.415.444 24,18%

Supadio 12.775.391 8.434.496 -4.340.895 -33,98%

Depati Amir 7.261.213 6.088.310 -1.172.903 -16,15%

Sultan Thaha 7.466.243 6.671.244 -794.999 -10,65%

Sultan Iskandar Muda 2.742.776 2.400.725 -342.051 -12,47%

Raja Haji Fisabilillah 3.652.495 3.759.315 106.820 2,92%

Silangit - - - -

Total 763.507.135 726.808.953 -36.698.182 -4,81%










Pendapatan usaha segmen jasa kargo tahun 2015 mencapai

Rp148,83 miliar, meningkat Rp29,27 miliar atau 24,48%

terhadap pendapatan usaha segmen jasa kargo tahun 2014

sebesar Rp119,56 miliar. Pendapatan usaha segmen jasa

kargo memberikan kontribusi terhadap total pendapatan

usaha Perseroan sebesar 2,64%.

Pendapatan Jasa Kargo Per Bandara (dalam miliar rupiah)

In 2015, cargo revenues reached Rp148.83 billion, increased

by Rp29.27 billion or 24.48% compared to 2014 with Rp119.56

billion. Cargo revenues contributes 2.64% to the total

operating revenues.

Cargo Revenues by Airport (in billion rupiah)

Peningkatan pendapatan kargo paling signifikan terdapat

di Bandara Depati Amir sebesar Rp2,73 miliar (159,52%),

Bandara Supadio sebesar Rp2,72 miliar (32,62%), Bandara

Sultan Mahmud Badaruddin II sebesar Rp2,29 miliar (29,95%),

Bandara Minangkabau sebesar Rp2,11 miliar (32,31%) dan

kantor pusat sebesar Rp29,96 miliar (100,00%).

Secara komposisi, pendapatan usaha jasa kargo 3 terbesar

dikontribusi oleh Bandara Soekarno-Hatta sebesar Rp34,76

miliar (23,36%), Bandara Kualanamu sebesar Rp30,90 miliar

(20,76%) dan Kantor Pusat sebesar Rp29,96 miliar (20,13%).

The most significant increase in cargo revenues found in

Depati Amir Airport with Rp2.73 billion (159.52%), Supadio

Airport with Rp2.72 billion (32.62%), Sultan Mahmud

Badaruddin II Airport amounted to Rp2.29 billion (29.95%),

Minangkabau Airport amounted to Rp2.11 billion (32.31%) and

the head office with Rp29.96 billion (100.00%).

In terms of composition, cargo revenues is contributed by the

following top three largest namely Soekarno-Hatta Airport

with Rp34.76 billion (23.36%), Kualanamu Airport amounted

to Rp30.90 billion (20.76%) and Head Office amounted to

Rp29.96 billion (20.13%).

Kantor Pusat/Cabang2014 2015

Pertumbuhan Growth

Nominal %

Soekarno-Hatta 47,56 34,76 (12,79) -26,90%

Kualanamu 32,88 30,90 (1,97) -6,00%


Kantor pusat - 29,96 29,96 100,00%



Minangkabau 6,52 8,62 2,11 32,31%


Supadio 8,32 11,04 2,72 32,62%

Depati Amir 1,71 4,44 2,73 159,52%

Sultan Thaha 2,89 3,54 0,65 22,52%



Silangit - - - 0,00%

Total 119,56 148,83 29,27 24,48%


profitabilitas Jasa Kargo

Laba bersih (laba tahun berjalan) segmen jasa kargo tahun

2015 mencapai Rp101,24 miliar, meningkat sebesar Rp59,24

miliar atau 141,02% terhadap laba bersih segmen jasa kargo

tahun 2014 sebesar Rp42,00 miliar. Kontribusi laba bersih

dari segmen jasa kargo terhadap laba bersih Perseroan tahun

2015 sebesar 6,00%, lebih tinggi dibandingkan Kontribusi laba

bersih dari segmen jasa kargo tahun 2014 sebesar 3,73%.

Cargo services profitability

Net income (profit for the year) of cargo services in 2015

reached Rp101.24 billion, increased by Rp59.24 billion or

141.02% compared to 2014 with Rp42.00 billion. Contribution

from cargo services net income against the Company’s net

income in 2015 amounted to 6.00%, higher compared to

2014 with 3.73%.

Profitabilitas segmen jasa kargo berdasarkan net profit margin

(margin laba bersih) tahun 2015 sebesar 68,02%, lebih tinggi

dibandingkan net profit margin tahun 2014 sebesar 35,13%.

Cargo services profitability based on net profit margin in 2015

amounted to 68.02%, higher than 2014 with 35.13%.










tinjauankeuanganFinancial Review

Uraian mengenai kinerja keuangan ini disusun berdasarkan

Laporan Keuangan Perusahaan yang disajikan sesuai dengan

prinsip-prinsip akuntansi keuangan yang berlaku umum di

Indonesia (PSAK) untuk tahun yang berakhir pada tanggal

31 Desember 2015. Laporan keuangan tersebut telah diaudit

oleh Kantor Akuntan Publik: Purwantono, Sungkoro & Surja (A

member firm of Erest & Young Global Limited) dan Akuntan

Publik: E. Batara Manurung, CPA. dengan opini bahwa laporan

keuangan terlampir menyajikan secara wajar, dalam segala

hal yang material, posisi keuangan konsolidasian PT Angkasa

Pura II (Persero) dan entitas anaknya tanggal 31 Desember

2015, serta kinerja keuangan dan arus kas konsolidasiannya

untuk tahun yang berakhir pada tanggal tersebut, sesuai

dengan Standar Akuntansi Keuangan di Indonesia.

Sedangkan untuk laporan keuangan untuk tahun yang berakhir

pada tanggal 31 Desember 2014 dan 2013 telah diaudit oleh

oleh Kantor Akuntan Publik: Djoko, Sidik & Indra dan Akuntan

Publik: Indra Soesetiawan, Ak., CPA., CA. dengan opini bahwa

laporan keuangan terlampir menyajikan secara wajar, dalam

segala hal yang material, posisi keuangan konsolidasian PT

Angkasa Pura II (Persero) dan entitas anaknya tanggal 31

Desember 2014 dan 2013, serta kinerja keuangan dan arus

kas konsolidasiannya untuk tahun yang berakhir pada

tanggal tersebut, sesuai dengan Standar Akuntansi Keuangan

di Indonesia.

Bahasan kinerja keuangan Angkasa Pura II, disampaikan

dengan memperhatikan penjelasan pada catatan Laporan

Keuangan Konsolidasi dari pihak eksternal auditor tersebut

sebagai bagian yang tidak terpisahkan dari Laporan tahunan

ini.

Bahasan serta analisis tentang kondisi keuangan ini disajikan

dalam empat bagian sebagai berikut:

1. Kinerja Posisi Keuangan

2. Kinerja Laba Rugi Komprehensif

3. Kinerja Arus Kas

4. Kinerja Rasio Keuangan

Tahun 2015, Kinerja keuangan Angkasa Pura II telah

menunjukkan prestasi yang baik. Hal ini terlihat dari adanya

peningkatan kinerja baik dari sisi laporan posisi keuangan

maupun laporan laba rugi perusahaan. Dari sisi laporan

posisi keuangan, aset perusahaan meningkat sebesar 27,23%

menjadi Rp20.270,76 miliar, sedangkan ekuitas perusahaan

meningkat sebesar 27,25% menjadi Rp16.235,77 miliar.

Description of the financial performance is based on the

Company’s Financial Statements prepared in accordance

with accounting principles that are generally accepted

in Indonesia (PSAK) for the year ended on December 31st,

2015. This financial statements has been audited by Public

Accounting Firm of Purwantono, Sungkoro & Surja (A

member firm of Ernst & Young Global Limited) and Public

Accountant: E. Batara Manurung, CPA. with opinion that the

accompanying financial statements enclosed present fairly, in

all material respects, the consolidated financial position of PT

Angkasa Pura II (Persero) and its subsidiaries as of December

31st, 2015, and the consolidated financial performance and

cash flows for the years that ended, in accordance with

Indonesian Financial Accounting Standards.

As for the financial statements ended on December 31st, 2014

and 2013 has been audited by the Public Accounting Firm of

Djoko, Sidik & Indra and Public Accountant: Indra Soesetiawan,

Ak, CPA., CA. with opinion that the accompanying financial

statements enclosed present fairly, in all material respects,

the consolidated financial position of PT Angkasa Pura II

(Persero) and its subsidiaries as of December 31st, 2014 and

2013, and the consolidated financial performance and cash

flows for the years that ended, in accordance with Indonesian

Financial Accounting Standards.

Discussion of the financial performance of Angkasa

Pura II, is delivered with due regard to the explanation in

the accompanying notes to the Consolidated Financial

Statements from the external auditor as an integral part of

this Annual Report.

Discussion and analysis on financial condition is presented in

four sections as follows:

1. Financial Position Performance

2. Comprehensive Income Performance

3. Cash Flows Performance

4. Financial Ratios Performance

In 2015, the financial performance of Angkasa Pura II has

shown good performance. This is seen from the increase in

performance both in terms of consolidated statements of

financial position and the consolidated statements of income.

From the consolidated statements of financial position,

the Company’s assets increased by 27.23% to Rp20,270.76

billion, while the Company’s equity increased by 27.25% to

Rp16,235.77 billion.


Pada sisi laporan laba (rugi) Perusahaan, pendapatan usaha

meningkat sebesar 16,12% menjadi Rp5.644,15 miliar,

sedangkan laba komprehensif mengalami peningkatan

sebesar 43,59% menjadi Rp1.634,68 miliar.

Laporan Laba Rugi Konsolidasian

Angkasa Pura II berhasil meningkatkan kinerja keuangan

di tahun 2015 dimana Perseroan mencatat kenaikan Laba

Bersih menjadi Rp1.687,32 miliar dari sebelumnya di tahun

2014 yaitu Rp1.126,77 miliar atau naik sebesar 49,75%. Karena

kenaikan laba bersih tersebut, nilai Laba Per Saham di tahun

2015 juga meningkat sebesar 49,75% dimana sebelumnya di

tahun 2014 nilai Laba Per Saham adalah sebesar Rp225.354

menjadi Rp337.465 di tahun 2015.

Laporan Laba Rugi Konsolidasian (dalam miliar rupiah)

On the Company’s consolidated statements of income,

operating revenues increased by 16.12% to Rp5,644.15

billion, while the comprehensive income grew by 43.59% to

Rp1,634.68 billion.

Consolidated statements of Income

Angkasa Pura II successfully increased its financial

performance in 2015 in which the Company recorded an

increase of Net Income to Rp1,687.32 billion compared to

2014 with Rp1,126.77 billion or rose by 49.75%. Subsequently,

the Basic Earnings per Share in 2015 also increased by 49.75%

from Rp225,354 in 2014 to Rp337,465 in 2015.

Consolidated Statements of Income (in billion rupiah)

UraianDescriptions

2014 2015Pertumbuhan Growth

Nominal %

Pendapatan Usaha

Operating revenues 4,860.51 5,644.15 783.63 16.12%

Beban Usaha

Operating expenses 3,609.72 3,577.53 (32.19) -0.89%

Laba Usaha

Operating profit 1,250.79 2,066.61 815.82 65.22%

Penghasilan Lain-Lain

Other income 249.95 268.37 18.42 7.37%

Laba Sebelum Pajak Penghasilan Badan

Profit before corporate income tax 1,474.50 2,266.19 791.69 53.69%

Beban Pajak Penghasilan Badan

Corporate income tax expense 347.73 578.87 231.14 66.47%

Laba Tahun Berjalan

Profit for the year 1,126.77 1,687.32 560.55 49.75%

Laba Yang Dapat Diatribusikan Kepada:

Profit attributable to:

Pemilik Entitas Induk

Owners of the parent 1,126.77 1,687.32 560.55 49.75%

Kepentingan Nonpengendali

Non-controlling interests 163,564 344,488 180,924.00 110.61%

Total Laba Tahun Berjalan

Total profit for the year 1,126.77 1,687.32 560.55 49.75%

Penghasilan Komprehensif Tahun

Berjalan

Comprehensive income for the year

1,138.41 1,634.68 496.27 43.59%










pendapatan Usaha

Angkasa Pura II berhasil meningkatkan perolehan pendapatan

usaha. Tahun 2015 pendapatan usaha mencapai Rp5.644,15

miliar atau meningkat sebesar 16,12% dibandingkan tahun

2014.

Semua segmen usaha mengalami peningkatan pendapatan

di tahun 2015 dimana peningkatan terbesar adalah dari

pendapatan non-aeronautika meningkat sebesar 32,71%

menjadi Rp2.185,08 miliar dibandingkan tahun 2014. Di tahun

2015, pendapatan aeronautika meningkat sebesar 6,97%

menjadi Rp3.310,23 miliar dan pendapatan kargo meningkat

sebesar 24,48% menjadi Rp148,83 miliar dibandingkan tahun

2014.

operating Revenues

Angkasa Pura II successfully increased its operating revenues.

In 2015, the Company’s operating revenues reached

Rp5,644.15 billion or rose by 16.12% compared to 2014.

All business segments had an increase of revenues

in 2015 in which the largest increase came from non-

aeronautical revenues that grew by 32.71% to Rp2,185.08

billion compared to 2014. In 2015, aeronautical revenues

increased by 6.97% to Rp3,310.23 billion and cargo

revenues rose by 24.48% to Rp148.83 billion compared

to 2014.

Laba Komprehensif Yang Dapat

Diatribusikan Kepada:

Comprehensive income attributable

to:


Owners of the parent 1,138.41 1,634.68 496.27 43.59%

Kepentingan Nonpengendali

Non-controlling interests 163,564 344,488 180,924.00 110.61%

Total Laba Komprehensif

Total comprehensive income 1,138.41 1,634.68 496.27 43.59%

Laba Per Saham Dasar

Basic earnings per share 225,354 337,465 112,111.00 49.75%


UraianDescription


Nominal %

Pendapatan Aeronautika

Aeronautical Revenues 3,094.43 3,310.23 215.80 6.97%

Pendapatan Non Aeronautika

Non-Aeronautical Revenues 1,646.52 2,185.08 538.56 32.71%

Pendapatan Kargo

Cargo Revenues 119.56 148.83 29.27 24.48%

Jumlah

Total 4,860.51 5,644.15 783.63 16.12%

a. Pendapatan Aeronautika

Pada tahun 2015, pendapatan aeronautika Perseroan

berdasarkan segmen usaha mengalami peningkatan

sebesar Rp215,80 miliar atau sebesar 6,97% dibandingkan

tahun 2014. Pendapatan semua segmen usaha jasa

aeronautika mencapai sebesar Rp3,31 triliun pada tahun

2015, dengan pendapatan jasa aeronautika pada tahun

2014 sebesar Rp3,09 triliun.









a. Aeronautical Revenues

In 2015, the Company’s aeronautical revenues based on

business segments increased by Rp215.80 billion or 6.97%

compared to 2014. Revenues of all business segments

of aeronautical services reached Rp3.31 trillion in 2015

compared to 2014 with Rp3.09 trillion.

Operating Revenues (in billion rupiah)Pendapatan Usaha (dalam miliar rupiah)


Peningkatan pendapatan diantaranya berasal dari Jasa

pelayanan penumpang, pemakaian counter, jasa parking

surcharge, pemakaian Aviobridge, dan jasa penempatan.

Jasa pelayanan penumpang merupakan jasa pelayanan

yang berkontribusi terbesar terhadap total pendapatan jasa

aeronautika. Pendapatan jasa pelayanan penumpang tahun

2015 mencapai Rp2,26 triliun, meningkat sebesar Rp123,70

miliar atau 5,79% dibandingkan pendapatan jasa pelayanan

penumpang tahun 2014 sebesar Rp2,14 triliun. Sedangkan

jasa pelayanan aeronautika yang lain yang memberikan

peningkatan pendapatan secara signifikan antara lain:

pemakaian counter dan jasa parking surcharge. Secara

peningkatan pendapatan, masing-masing tumbuh sebesar

Rp52,09 miliar (36,03%) dan Rp31,39 miliar (193,46%).

Pendapatan Aeronautika (dalam miliar rupiah)

Increased revenues among others came from passenger

service charges, counter usage, surcharge parking services,

aviobridge usage, and placement services. Passenger service

charges contributes the most to total aeronautical revenues.

In 2015, passenger service charges reached Rp2.26 trillion,

increased by Rp123.70 billion or 5.79% compared to 2014

with Rp2.14 trillion. While the other aeronautical services

that provide significant growth of revenues, among others:

counter usage and surcharge parking services. In terms

of revenues growth, respectively grew by Rp52.09 billion

(36.03%) and Rp31.39 billion (193.46%).

Aeronautical Revenues (in billion rupiah)

Pada tahun 2015, hampir seluruh bandara mengalami

peningkatan pendapatan dari segmen jasa aeronautika.

Peningkatan paling signifikan terdapat di Bandara Kualanamu

(Deli Serdang) sebesar Rp168,42 miliar (45,03%), Bandara

Halim Perdanakusuma (Jakarta) sebesar Rp39,03 miliar

(71,14%), dan Bandara Sultan Mahmud Badaruddin II sebesar

Rp6,70 miliar (9,55%).

In 2015, almost all airports experienced an increase of revenues

from the aeronautical services segment. The most significant

increase found in Kualanamu Airport (Deli Serdang) amounted

to Rp168.42 billion (45.03%), Halim Perdanakusuma (Jakarta)

amounted to Rp39.03 billion (71.14%) and Sultan Mahmud

Badaruddin II amounted to Rp6.70 billion (9.55%).

UraianDescriptions


Nominal %

Jasa pelayanan penumpang

Passenger service charges 2,136.05 2,259.76 123.70 5.79%

Jasa pendaratan

Landing services 640.10 620.49 (19.61) -3.06%

Pemakaian counter

Counter usage 144.58 196.67 52.09 36.03%

Pemakaian aviobridge

Aviobridge usage 115.11 130.14 15.03 13.06%

Jasa penempatan

Placement services 37.16 48.10 10.95 29.47%

Jasa parking surcharge

Surcharge parking services 16.22 47.61 31.39 193.48%

Lainnya

Others 5.22 7.46 2.25 43.10%

Jumlah Pendapatan Aeronautika

Total Aeronautical Revenues 3,094.43 3,310.23 215.80 6.97%


Pendapatan Aeronautika Per Bandara (dalam miliar rupiah) Aeronautical Revenues By Airport (in billion rupiah)

UraianDescriptions


Nominal %

Soekarno-Hatta 2,287.49 2,279.46 (8.02) -0.35%

Kualanamu 374.00 542.41 168.42 45.03%

Halim Perdanakusuma 54.86 93.89 39.03 71.14%

Kantor pusat 0.09 - (0.09) -100.00%

Sultan Mahmud Badaruddin II 70.16 76.86 6.70 9.55%

Sultan Syarif Kasim II 77.58 80.86 3.28 4.22%

Minangkabau 67.04 67.37 0.33 0.50%

Husein Sastranegara 61.97 64.03 2.06 3.33%

Supadio 45.80 46.67 0.87 1.90%

Depati Amir 18.09 20.49 2.40 13.27%

Sultan Thaha 16.72 14.94 (1.78) -10.65%

Sultan Iskandar Muda 16.26 17.64 1.37 8.45%

Raja Haji Fisabilillah 4.22 5.49 1.27 30.17%

Silangit 0.16 0.11 (0.06) -34.51%

Total

Total 3,094.43 3,310.23 215.80 6.97%

b. Pendapatan Non Aeronautika

Pada tahun 2015, pendapatan non aeronautika Perseroan

berdasarkan segmen usaha mengalami peningkatan

sebesar Rp535,56 miliar atau sebesar 32,71% dibandingkan

tahun 2014. pendapatan jasa non aeronautika mencapai

Rp2,18 triliun, dibandingkan tahun 2014 sebesar Rp1,65

triliun.

Secara umum, peningkatan ini sejalan dengan peningkatan

pelayanan jasa non aeronautika di tiap segmen usaha.

Peningkatan pendapatan jasa non aeronautika menjadi

sumber pendapatan dengan pertumbuhan terbesar

mencapai Rp538,56 miliar (32,71%). Peningkatan

pendapatan non aeronautika diantaranya terutama berasal

dari konsesi, parkir kendaraan dan sewa tanah.

b. Non-Aeronautical Revenues

In 2015, the Company’s non-aeronautical revenues by

business segments increased by Rp535.56 billion or

32.71% compared to 2014. Non-aeronautical revenues

reached Rp2.18 trillion compared to 2014 with Rp1.65

trillion.

In general, the increase was in line with the increase of

non-aeronautical services in every business segment.

Increase in non-aeronautical revenues becomes the

largest source of revenue growth amounted to Rp538.56

billion (32.71%). The increase was primarily derived from

concessions, parking and ground rent.










Peningkatan paling signifikan terdapat di Bandara Halim

Perdanakusuma (Jakarta) sebesar Rp515,79 miliar (39,53%),

Bandara Kualanamu (Deli Serdang) sebesar Rp28,82 miliar

(22,49%), Bandara Halim Perdanakusuma sebesar Rp17,58

miliar (27,11%) dan kantor pusat sebesar Rp57,56 miliar

(90,71%).

The most significant increase found in Halim

Perdanakusuma Airport (Jakarta) with Rp515.79 billion

(39.53%), Kualanamu Airport (Deli Serdang) with Rp28.82

billion (22.49%), Halim Perdanakusuma Airport amounted

to Rp17.58 billion (27.11%) and head office with Rp57.56

billion (90.71%).

UraianDescriptions


Nominal %

Konsesi

Concessions747,97 1.000,39 252,42 33,75%

Sewa ruangan

Room rent336,96 375,03 38,07 11,30%

Utilitas

Utilities131,89 167,30 35,41 26,85%

Pemasangan reklame

Advertising installation108,89 149,69 40,80 37,47%

Parkir kendaraan

Parking89,43 180,94 91,51 102,32%

Sewa tanah

Ground rent83,12 139,73 56,61 68,11%

Pas pelabuhan

Pas Ports 11,98 9,38 (2,59) -21,64%

Lainnya

Others136,29 162,61 26,32 19,31%

Jumlah

Total1.646,52 2.158,08 538,56 32,71%


Pendapatan Non Aeronautika Per Bandara (dalam miliar

rupiah)

Non-Aeronautical Revenues by Airport (in billion rupiah)

UraianDescriptions


Nominal %

Soekarno-Hatta 1.304,81 1.820,60 515,79 39,53%

Kualanamu 128,71 156,99 28,82 22,49%


Kantor pusat 63,46 121,02 57,56 90,71%


Sultan Syarif Kasim II 40,37 33,28 (7,09) -17,56%

Minangkabau 21,25 17,60 (3,65) -17,18%

Husein Sastranegara 13,01 12,08 (0,93) -7,15%

Supadio 21,92 20,30 (1,63) -7,42%

Depati Amir 10,00 9,24 (0,76) -7,59%

Sultan Thaha 14,51 14,39 (0,12) -0,83%

Sultan Iskandar Muda 8,06 8,05 (0,01) -0,07%


Silangit 0,08 0,16 0,09 112,76%

Total

Total1.733,99 2.342,67 688,68 35,10%

c. Pendapatan Kargo

Pendapatan jasa pelayanan kargo meningkat sebesar

Rp29,27 miliar atau tumbuh sebesar 24,48% dari tahun

2014. Pendapatan jasa pelayanan kargo tahun 2015

mencapai Rp148,83 miliar, dibandingkan pendapatan

jasa pelayanan kargo tahun 2014 sebesar Rp119,56 miliar.

Peningkatan ini sejalan dengan pencapaian produksinya

di tahun 2015.

c. Cargo Revenues

Cargo revenues of the Company increased by Rp29.27

billion or rose by 24.48% from 2014. Cargo revenues

in 2015 reached Rp148.83 billion compared to 2014

with Rp119.56 billion. The increase was in line with the

achievement of its production in 2015.










Peningkatan paling signifikan terdapat di kantor pusat sebesar

Rp29,96 miliar (100,00%), Bandara Depati Amir sebesar

Rp2,73 miliar (159,52%), Bandara Supadio sebesar Rp2,72

miliar (32,62%) dan Bandara Sultan Mahmud Badaruddin II

sebesar Rp2,29 miliar (29,95%).

Pendapatan Kargo Bandara (dalam milyar rupiah)

The most significant increase found in the head office of

Rp29.96 billion (100.00%), Depati Amir Airport amounted to

Rp2.73 billion (159.52%), Supadio Airport amounted to Rp2,72

billion (32,62%) and Sultan Mahmud Badaruddin II Airport

amounted to Rp2,29 billion (29,95%).

Cargo Revenues by Airport (in billion rupiah)

UraianDescriptions


Nominal %

Soekarno-Hatta 47,56 34,76 (12,79) -26,90%

Kualanamu 32,88 30,90 (1,97) -6,00%


Kantor pusat - 29,96 29,96 100,00%



Minangkabau 6,52 8,62 2,11 32,31%


Supadio 8,32 11,04 2,72 32,62%

Depati Amir 1,71 4,44 2,73 159,52%

Sultan Thaha 2,89 3,54 0,65 22,52%



Silangit - - - 0,00%

Total

Total119,56 148,83 29,27 24,48%

beban Usaha

Pada tahun 2015, beban usaha mencapai Rp3,58 triliun,

turun dibandingkan dengan beban usaha tahun 2014 Rp3,61

triliun. Beban usaha tersebut mengalami penurunan sebesar

Rp32,19 miliar atau sebesar 0,89%. Penurunan ini khususnya

berasal dari efisiensi pada beban umum dan administrasi

sebesar Rp260,14 miliar atau (-27,39%) dibandingkan tahun

sebelumnya.

operating expenses

In 2015, the operating expenses reached Rp3.58 trillion,

decreased compared to 2014 with Rp3.61 trillion. The

decrease amounted to Rp32.19 billion or 0.89% was primarily

due to efficiency in general and administrative expenses

amounted to Rp260.14 billion (-27.39%) compared to the

previous year.


Namun demikian, terdapat peningkatan pada beban usaha

yang lain dibandingkan tahun sebelumnya yaitu beban

pegawai naik sebesar Rp196,57 miliar (20,44%), beban

operasioanl bandara naik sebesar Rp27,11 miliar (1,60%), dan

beban pemasaran naik sebesar Rp4,28 miliar (194,30%).

Beban Usaha (dalam miliar rupiah)

However, there is an increase in other operating expenses

compared to the previous year namely the increase in

employee expenses amounted to Rp196.57 billion (20.44%),

airport operation expenses increased by Rp27.11 billion

(1.60%), and marketing expenses increased by Rp4.28 billion

(194.30%).

Operating Expenses (in billion rupiah)

UraianDescriptions


Nominal %

Beban Pegawai

Employee Expenses 961.78 1,158.35 196.57 20.44%

Beban Operasional Bandara

Airport Operation Expenses 1,695.83 1,722.94 27.11 1.60%

Beban Umum dan Administrasi

General and Administrative Expenses 949.91 689.77 (260.14) -27.39%

Beban Pemasaran

Marketing Expenses 2.20 6.48 4.28 194.30%

Jumlah

Total 3,609.72 3,577.53 (32.19) -0.89%

penghasilan (beban) Lain-Lain

Pada tahun 2015, penghasilan lain-lain mencapai Rp268,37

miliar. Hal ini menunjukkan peningkatan sebesar Rp18,42

miliar atau 7,37 miliar dibandingkan penghasilan lain-lain

tahun 2014 sebesar Rp249,95 miliar. Secara umum, faktor

yang mempengaruhi peningkatan penghasilan lain-lain yaitu

adanya Laba (rugi) selisih kurs, bersih terutama berasal dari

aset dan liabilitas dalam mata uang asing dan perbedaan nilai

tukar transaksi dari kegiatan usaha dalam mata uang asing.

other Income (expenses)

In 2015, the Company’s other income reached Rp268.37

billion. This shows an increase of Rp18.42 billion or 7.37%

compared to 2014 with Rp249.95 billion. In general, factors

affecting the increase in other income namely profit (loss)

on foreign exchange, net primarily derived from assets and

liabilities in foreign currency and differences in transaction

exchange rate from business activities in foreign currency.










Penghasilan (Beban) Lain-lain Other Income (Expenses)

UraianDescriptions


Nominal %

Penghasilan keuangan, bersih

Financial income, net 99.59 62.44 (37.15) -37.30%

Pajak final atas penghasilan keuangan

Final income tax (20.51) (13.65) 6.86 -33.43%

Bagian laba entitas asosiasi

Share in net income of associates 8.31 9.72 1.41 16.96%

Penghasilan lain-lain

Other income 282.81 336.45 53.63 18.96%

Beban lain-lain

Other expenses (119.33) (125.14) (5.81) 4.87%

Beban pendanaan

Financing expenses (0.92) (1.44) (0.52) 57.01%

Jumlah Penghasilan (Beban) Lain-lain

Total other income (expenses) 249.95 268.37 18.42 7.37%

Laba sebelum pajak penghasilan badan

Angkasa Pura II mencatatkan peningkatan laba sebelum pajak

pengahasilan badan pada tahun 2015 dibandingkan tahun

2014. Laba sebelum pajak pengahasilan badan tahun 2015

sebesar Rp2,27 triliun, meningkat sebesar Rp791,69 miliar

atau 53,69% dibanding 2014 yang tercatat sebesar Rp1,47

triliun. Hal tersebut sejalan dengan peningkatan pendapatan

usaha dan efisiensi pada beban usaha.

profit before Corporate Income Tax

Angkasa Pura II recorded an increase in profit before corporate

income tax in 2015 compared to 2014. In 2015, profit before

corporate income tax amounted to Rp2.27 trillion, an increase

of Rp791.69 billion or 53.69% compared to 2014 with Rp1.47

trillion. The increase was in line with the increase in operating

revenues and efficiency in operating expenses.


beban (manfaat) pajak penghasilan badan

Beban pajak penghasilan badan tahun 2015 sebesar Rp578,87

miliar, meningkat sebesar Rp231,14 miliar atau 66,47%

dibandingkan beban pajak penghasilan badan tahun 2014

sebesar Rp347,73 miliar. Peningkatan beban pajak penghasilan

badan terutama karena peningkatan pajak kini sebesar

Rp174,95 miliar dan pajak tangguhan sebesar Rp56,19 miliar.

Corporate Income Tax expenses (benefits)

Corporate income tax benefits in 2015 amounted to Rp578.87

billion, increased by Rp231.14 billion or 66.47% compared to

2014 with Rp347.73 billion. The increase was primarily due to

the increase in current tax of Rp174.95 billion and deferred tax

amounted to Rp56.19 billion.

Laba Tahun berjalan

Pada tahun 2015, Angkasa Pura II berhasil membukukan laba

bersih sebesar Rp1,69 triliun. Laba bersih tersebut meningkat

sebesar Rp560,55 miliar atau 49,75% dibandingkan tahun

2014 yang tercatat sebesar Rp1,13 triliun. Peningkatan pada

Laba Sebelum Pajak dan Laba Usaha yang paling utama

meningkatkan Laba Bersih Perseroan di tahun 2015.

profit For The Year

In 2015, Angkasa Pura II successfully recorded a net profit of

Rp1.69 trillion. The net profit increased by Rp560.55 billion or

49.75% compared to 2014 with Rp1.13 trillion. The increase

was primarily due to the increase in Profit Before Tax and Net

Income.










LAbA YANg dApAT dIATRIbUsIKAN

Seiring dengan meningkatnya laba tahun berjalan pada tahun

2015, maka Laba yang dapat diatribusikan kepada pemilik

entitas induk juga mengalami peningkatan sebesar Rp560,55

miliar atau 49,75%. Laba yang dapat diatribusikan kepada

pemilik entitas induk mencapai Rp1,69 triliun dibandingkan

laba yang dapat diatribusikan kepada pemilik entitas induk

tahun 2014 sebesar Rp1,13 triliun. sedangkan, besarnya laba

yang dapat diatribusikan kepada kepentingan non pengendali

mengalami peningkatan sebesar 110,61%, dibandingkan pada

tahun 2014.

Laba Yang Dapat Diatribusikan (dalam miliar rupiah)

ATTRIbUTAbLe pRoFIT

In line with the increase of profit for the year in 2015, the

profit attributable to owners of the parent also increased by

Rp560.55 billion or 49.75%. Profit attributable to owners of the

parent reached Rp1.69 trillion compared to 2014 with Rp1.13

trillion. While for the profit attributable to non-controlling

interests had an increase of 110.61% compared to 2014.

Attributable Profit (in billion rupiah)

UraianDescriptions


Nominal %

Laba yang Dapat Diatribusikan Kepada


Profit Attributable to Owners of the

Parent

1,126.77 1,687.32 560.55 49.75%

Laba yang Dapat Diatribusikan Kepada

Kepentingan Non Pengendali (dalam

rupiah penuh)

Profit Attributable to Non-controlling

Interests (in full Rupiah amount)

0.00016 0.00034 0.00018 110.61%

Jumlah

Total 1,126.77 1,687.32 560.55 49.75%

Total penghasilan Komprehensif Tahun berjalan

Angkasa Pura II juga mencatatkan total penghasilan

komprehensif tahun berjalan tahun 2015 sebesar Rp1,63

triliun, meningkat sebesar Rp496,27 miliar atau 43,59%

dibandingkan tahun 2014 yang tercatat sebesar Rp1,14 triliun.

Peningkatan total penghasilan komprehensif tahun berjalan

disebabkan meningkatnya laba tahun berjalan.

Total Comprehensive Income For The Year

In 2015, Angkasa Pura II also recorded a total comprehensive

income for the year amounted to Rp1.63 trillion, an increase

of Rp496.27 billion or 43.59% compared to 2014 with Rp1.14

trillion. The increase was due to the increased profit for the

year.


UraianDescriptions


Nominal %

Laba Komprehensif yang Dapat

Diatribusikan Kepada Pemilik Entitas

Induk

Comprehensive Income Attributable to

Owners of the Parent

1,138.41 1,634.68 496.27 43.59%

Laba Komprehensif yang Dapat

Diatribusikan Kepada Kepentingan Non

Pengendali (dalam rupiah penuh)

Comprehensive Income Attributable to

Non-controlling Interests

0.00016 0.00034 0.00018 110.61%

Jumlah Total 1,138.41 1,634.68 496.27 43.59%

penghasilan Komprehensif Yang dapat diatribusikan

Peningkatan penghasilan komprehensif memberi dampak

pada meningkatnya penghasilan komprehensif yang dapat

diatribusikan kepada pemilik entitas induk. Penghasilan

komprehensif yang dapat diatribusikan kepada pemilik entitas

induk tahun 2015 sebesar Rp1,63 triliun, meningkat Rp496,27

miliar atau 43,5% dibandingkan penghasilan komprehensif

yang dapat diatribusikan kepada pemilik entitas induk

tahun 2014 sebesar Rp1,14 triliun. Sedangkan penghasilan

komprehensif yang dapat diatribusikan kepada kepentingan

non pengendali meningkat sebesar 110,61%, dari tahun 2014.

Laba Komprehensif yang Dapat Diatribusikan (dalam miliar

rupiah)

Attributable Comprehensive Income

Increase in comprehensive income have an impact on the

increase of comprehensive income attributable to owners of

the parent. In 2015, comprehensive income attributable to

owners of the parent amounted to Rp1.63 trillion, increased

by Rp496.27 billion or 43.5% compared to 2014 with Rp1.14

trillion. While the comprehensive income attributable to non-

controlling interests increased by 110.61% from 2014.

Attributable Comprehensive Income (in billion Rupiah)

Laba per saham dasar

Di tahun 2015, laba per saham dasar tercatat lebih tinggi

nilainya dibandingkan tahun 2014. Laba per saham di tahun

2015 adalah sebesar Rp337.465, sedangkan di tahun 2014

adalah sebesar Rp225.354. Peningkatan laba per saham

sejalan dengan meningkatnya laba tahun berjalan yang

dihasilkan oleh Angkasa Pura II di tahun 2015.

basic earnings per share

In 2015, basic earnings per share is higher in value compared

to 2014. Basic earnings per share in 2015 amounted to

Rp337,465 while in 2014 amounted to Rp225,354. Increase in

the basic earnings per share is in line with the increased profit

for the year generated by Angkasa Pura II in 2015.










Laporan posisi Keuangan Konsolidasian

Kinerja keuangan Angkasa Pura II tahun 2015 menunjukkan

peningkatan. Hal ini terlihat dari instrumen posisi keuangan

Perusahaan mengalami pertumbuhan dibandingkan

tahun sebelumnya. Posisi aset meningkat sebesar 21,40%

dibandingkan posisi aset pada tahun sebelumnya. Sedangkan

posisi ekuitas meningkat sebesar 27,25% dibandingkan

dengan posisi ekuitas tahun 2014.

Laporan Posisi Keuangan Konsolidasian (dalam miliar Rupiah)

Consolidated statements of Financial position

Financial performance of Angkasa Pura II in 2015 showed

an increase which reflected in the growth of the Company’s

financial position instruments compared to the previous

year. Assets position increased by 21.40% compared to the

previous year followed by an increase in the equity position

with 27.25% compared to 2014.

Consolidated Statements of Financial Position (in billion

Rupiah)

UraianDescription


Nominal %

ASET ASSETS 15,932.52 20,270.76 4,338.25 21.40%

Aset Lancar Current Assets 1,869.57 4,023.89 2,154.32 115.23%

Aset Tidak Lancar Non Current Assets 14,062.95 16,246.87 2,183.93 15.53%

LIABILITAS LIABILITIES 3,173.09 4,034.99 861.90 21.36%

Liabilitas Jangka Pendek

Short-Term Liabilities 2,192.19 2,287.80 95.61 4.36%

Liabilitas Jangka Panjang

Long-Term Liabilities 980.90 1,747.19 766.29 78.12%

EKUITAS EQUITY 12,759.42 16,235.77 3,476.35 27.25%

LIABILITAS DAN EKUITAS

LIABILITIES AND EQUITY 15,932.52 20,270.76 4,338.25 21.40%

Aset

Total aset Angkasa Pura II pada tahun 2015 mencapai Rp20,27

triliun, meningkat sebesar Rp4,34 triliun dibandingkan

total aset pada tahun 2014 sebesar Rp15,93 triliun. Secara

komposisi, aset Perseroan terdiri dari aset lancar sebesar

19,85% dan aset tidak lancar sebesar 80,15%.

Assets

Total assets of Angkasa Pura II in 2015 reached Rp20.27

trillion, increased by Rp4.34 trillion compared to 2014 with

Rp15.93 trillion. In terms of composition, the Company’s

assets consist of 19.85% current assets and 80.15% non

current assets.


UraianDescription


Nominal %

Kas dan setara kas

Cash and cash equivalents 1,030.57 2,930.50 1,899.93 184.36%

Piutang usaha, bersih

Trade receivables, net 456.11 494.01 37.90 8.31%

Piutang lain-lain Other receivables 64.50 49.80 (14.70) -22.79%

Persediaan Inventories 14.30 11.19 (3.11) -21.74%

Pajak dibayar di muka Prepaid taxes 27.60 55.31 27.71 100.41%

Uang muka Cash advance 46.09 28.65 (17.44) -37.83%

Pendapatan yang masih harus diterima

Accrued income 230.40 454.43 224.03 97.23%

TOTAL ASET LANCAR

TOTAL CURRENT ASSETS 1,869.57 4,023.89 2,154.32 115.23%

UraianDescriptions


Nominal %

Klaim pengembalian pajak

Claims for tax refunds 30.51 0.00 (30.51) -100.00%

Aset keuangan yang tersedia untuk

dijual

Financial assets-available for sale

102.22 106.44 4.22 4.13%

Penyertaan saham Investments 240.29 250.01 9.72 4.04%

Properti investasi, netto

Investment Property, net 78.97 78.29 (0.68) -0.86%

Aset tetap, netto Fixed Assets, net 13,577.82 15,775.56 2,197.74 16.19%

Goodwill Goodwill 0.20 0.20 - 0.00%

Aset tidak lancar lain-lain

Other non current assets 32.94 36.37 3.43 10.42%

TOTAL ASET TIDAK LANCAR

TOTAL NON CURRENT ASSETS 14,062.95 16,246.87 2,183.93 15.53%

a. Aset Lancar

Aset Lancar Perseroan tahun 2015 mencapai Rp4,02

triliun, meningkat sebesar Rp2,15 triliun atau 115,23%

dibandingkan jumlah aset lancar tahun 2014 sebesar

Rp1,87 triliun. Peningkatan aset lancar terbesar berasal dari

kas dan setara kas, pajak dibayar dimuka dan pendapatan

yang masih harus diterima.

Aset Lancar (dalam miliar rupiah)

a. Current Assets

The Company’s current assets in 2015 reached Rp4.02

trillion, increased by Rp2.15 trillion or 115.23% compared

to 2014 with Rp1.87 trillion. The largest increase came

from cash and cash equivalents, prepaid tax and accrued

income.

Current Assets (in billion rupiah)

b. Aset Tidak Lancar

Aset tidak lancar di tahun 2015 mencapai Rp16,25 triliun,

meningkat Rp2,18 triliun atau 15,53% dibandingkan

aset tidak lancar tahun 2014 sebesar Rp14,06 triliun.

Peningkatan ini didominasi oleh peningkatan aset tetap

sebesar Rp2,20 triliun atau 16,19%. Penambahan aset

tetap khususnya terjadi pada aset bangunan gedung dan

bangunan lapangan dalam pembangunan.

Aset Tidak Lancar (dalam miliar rupiah)

b. Non Current Assets

Non current assets in 2015 reached Rp16.25 trillion,

increased by Rp2.18 trillion or 15.53% compared to 2014

with Rp14.06 trillion. The increase was dominated by the

increase of fixed assets with Rp2.20 trillion or 16.19%.

Additions of fixed assets is particularly occur in time of the

construction of building and field assets.

Non Current Assets (in billion Rupiah)










Liabilitas

Total liabilitas Angkasa Pura II pada tahun 2015 mencapai

Rp20,27 triliun, meningkat sebesar Rp861,90 miliar atau

27,16% dibandingkan total liabilitas pada tahun 2014 sebesar

Rp3,17 triliun. Secara komposisi, liabilitas Perseroan terdiri

dari liabilitas jangka pendek sebesar 56,70% dan liabilitas

jangka panjang sebesar 43,30%.

Liabilities

Total liabilities of Angkasa Pura II in 2015 reached Rp20.27


to 2014 with Rp3.17 trillion. In terms of composition, the

Company’s liabilities consist of 56.70% short-term liabilities

and 43.30% long-term liabilities.

a. Liabilitas Jangka Pendek

Liabilitas jangka pendek Perseroan mencapai Rp2,29


dibandingkan liabilitas jangka pendek tahun 2014 sebesar

Rp2,19 triliun. Peningkatan liabilitas jangka pendek

terutama berasal dari meningkatnya beban akrual sebesar

Rp87,13 miliar atau 6,04%, utang pajak sebesar Rp67,01

miliar atau 90,99%, liabilitas dana pensiun sebesar Rp12,38

miliar atau 13,50% dan liabilitas imbalan kerja jangka

pendek sebesar Rp13,40 miliar atau sebesar 10,15%.

Liabilitas Jangka Pendek (dalam miliar rupiah)

a. Short-Term Liabilities

The Company’s short-term liabilities reached Rp2.29


to 2014 with Rp2.19 trillion. The increase was due to

the increase of accrued expenses with Rp87.13 billion

or 6.04%, tax payable amounted to Rp67.01 billion or

90.99%, pension fund liabilities with Rp12.38 billion or

13.50% and post-employment benefits liabilities-short

term amounted to Rp13.40 billion or 10.15%.

Short-Term Liabilities (in billion Rupiah)

UraianDescriptions


Nominal %

Utang usaha Trade Payable 24.32 18.38 (5.95) -24.44%

Utang lain-lain Other Accounts Payable 318.17 232.23 (85.94) -27.01%

Beban akrual Accrued Expenses 1,443.08 1,530.21 87.13 6.04%

Utang pajak Tax Payable 73.65 140.66 67.01 90.99%

Liabilitas dana pensiun

Pension Fund Liabilities 91.71 104.09 12.38 13.50%

Pendapatan yang diterima di muka

Revenue Received in Advanced 109.20 116.78 7.57 6.94%

Liabilitas imbalan kerja jangka pendek

Post-employment benefits liabilities-

short term

132.05 145.45 13.40 10.15%

Total Liabilitas Jangka Pendek

Total Short-Term Liabilities 2,192.19 2,287.80 95.61 4.36%


b. Liabilitas Jangka Panjang

Liabilitas jangka panjang Perseroan mencapai Rp1,75


dibandingkan liabilitas jangka panjang tahun 2014 sebesar

Rp980,90 miliar. Peningkatan liabilitas jangka panjang

terutama berasal dari pinjaman jangka panjang sebesar

Rp774,64 miliar (183,13%), utang jaminan pelanggan

sebesar Rp5,59 miliar (32,59%) dan dana program

tunjangan hari tua sebesar Rp2,39 miliar (40,77%).

Liabilitas Jangka Panjang (dalam miliar rupiah)

b. Long-Term Liabilities

The Company’s long-term liabilities reached Rp1.75


to 2014 with Rp980.90 billion. The increase was primarily

due to a third party debt with Rp774.64 billion (183.13%),

customer security deposits amounted to Rp5.59 billion

(32.59%) and THT program safekeeping funds of Rp2.39

billion (40.77%).

Long-Term Liabilities (in billion Rupiah)

UraianDescriptions


Nominal %

Pinjaman jangka panjang A third party debt 423,00 1.197,64 774,64 183,13%

Utang lain-lain Other Accounts Payable 11,65 6,22 (5,43) -46,58%

Utang jaminan pelanggan Customer security deposits 17,15 22,73 5,59 32,59%

Liabilitas pajak tangguhan Deferred tax liabilities 346,37 341,31 (5,07) -1,46%

Liabilitas imbalan kerja

Post-employment benefits liabilities-long term170,98 165,75 (5,23) -3,06%

Dana program tunjangan hari tua

THT program safekeeping funds5,87 8,26 2,39 40,77%

Dana program BUMN Peduli Beasiswa

BUMN Cares Scholarshop-program safekeeping funds5,88 5,28 (0,61) -10,31%

Total Liabilitas Jangka Panjang

Total Long-Term Liabilities980,90 1.747,19 766,29 78,12%










ekuitas

Perseroan Ekuitas Angkasa Pura II tahun 2015 mencapai

Rp16,26 triliun, meningkat sebesar Rp3,48 triliun atau 27,25%

dibandingkan jumlah ekuitas tahun 2014 sebesar Rp12,76

triliun. Peningkatan ekuitas terutama disebabkan oleh

penambahan modal disetor, sesuai Peraturan Pemerintah

(“PP”) No. 130 Tahun 2015 tanggal 28 Desember 2015 dan

Surat Keputusan Menteri BUMN No. S-17/MBU/01/2016

tanggal 8 Januari 2016, Menteri BUMN menetapkan

penambahan penyertaan modal Negara Republik Indonesia

sebesar Rp2,00 triliun dalam rangka pembebasan lahan

untuk pembangunan landasan pacu (runway) 3 Bandar Udara

Internasional Soekarno-Hatta.

Ekuitas (dalam miliar rupiah)

equity

In 2015, Equity of Angkasa Pura II reached Rp16.26 trillion,

increased by Rp3.48 trillion or 27.25% compared to 2014 with

Rp12.76 trillion. The increase in equity was mainly driven by

addional paid-in capital, in accordance with Government

Regulation No. 130 Year 2015 dated December 28th, 2015

and Decree of the Minister of SOEs No. S-17/MBU/01/2016

dated January 8th, 2016, the Minister of SOEs sets additional

State equity participation in the amount of Rp2.00 trillion for

land acquisition to be used for the construction of runway 3

of Soekarno-Hatta International Airport.

Equity (in billion Rupiah)

UraianDescriptions


Nominal %

Ekuitas yang Dapat Diatribusikan Kepada Pemilik Entitas Induk

Equity attributable to owners of the parent

Modal Saham Capital Stock 5,000.00 5,000.00 - 0.00%

Modal Disetor Lainnya Other Paid-in Capital 384.50 2,384.50 2,000.00 520.16%

Komponen ekuitas lainnya Other Equity Components 2,099.74 2,182.98 83.24 3.96%

Rugi komprehensif lain Other comprehensive loss (42.74) (95.38) (52.64) 123.16%

Selisih ekuitas entitas anak

Difference in Equity of Subsidiaries (26.32) -26.32 - 0.00%

Saldo laba Retained Earnings

- Dicadangkan Appropriated 4,713.03 5,569.53 856.50 18.17%

- Belum dicadangkan Unappropriated 631.21 1,220.46 589.25 93.35%

Ekuitas yang dapat diatribusikan Equity attributable to

- Kepada pemilik entitas induk Owners of the parent 12,759.42 16,235.77 3,476.35 27.25%

- Kepentingan nonpengendali Non-controlling interests 0.00 0.00 0.00 58.28%

Total Ekuitas Total Equity 12,759.42 16,235.77 3,476.35 27.25%


Laporan Arus Kas Konsolidasian

Angkasa Pura II mencatatkan kas dan setara kas akhir tahun

pada 2015 sebesar Rp2,93 triliun, meningkat sebesar Rp1,90

triliun atau 184,36% dibandingkan dengan kas dan setara kas

akhir tahun 2014 yang sebesar Rp Rp1,03 triliun. Peningkatan

ini terutama disebabkan oleh meningkatnya arus kas dari

aktivitas pendanaan pada 2015 dari tahun sebelumnya.

Laporan Arus Kas Konsolidasian (dalam miliar Rupiah)

Consolidated statements of Cash Flow

At the end of 2015, Angkasa Pura II recorded Rp2.93 trillion

Cash and Cash Equivalents, increased by Rp1.90 trillion or

184.36% compared to the end of 2014 with Rp1.03 trillion.

The increase was primarily due to the increase in cash flows

from financing activities in 2015 compared to the previous

year.

Consolidated Statements of Cash Flow (in billion Rupiah)

UraianDescriptions

2014 2015

PertumbuhanGrowth

Nominal %

Arus Kas Bersih Dari (Untuk) Aktivitas

Operasi

Net Cash Flows From (For) Operating

Activities

2,437.35 2,231.67 (205.67) -8.44%


Investasi

Net Cash Flows From (For) Investing

Activities

(2,555.35) (2,112.13) 443.22 -17.34%


Pendanaan

Net Cash Flows From (For) Financing

Activities

(361.46) 1,780.39 2,141.85 -592.55%

Kenaikan (Penurunan) Kas dan Setara

Kas

Increase (Decrease) in Cash & Cash

Equivalents

(479.46) 1,899.93 2,379.39 -496.26%

Kas dan Setara Kas Awal Tahun

Cash & Cash Equivalents at Beginning

of Year

1,510.03 1,030.57 (479.46) -31.75%

Kas dan Setara Kas Akhir Tahun

Cash & Cash Equivalents at End of Year 1,030.57 2,930.50 1,899.93 184.36%










Arus Kas dari Aktivitas operasi

Arus kas dari aktivitas operasi tahun 2015 tercatat sebesar

Rp2,23 triliun, turun sebesar Rp205,67 miliar dibandingkan

arus kas dari aktivitas operasi tahun 2014 sebesar Rp2,44

triliun. Hal ini disebabkan karena meningkatnya arus kas

untuk pembayaran pemasok dan pembayaran-pembayaran

yang lainnya.

Arus Kas dari Aktivitas Operasi (dalam miliar Rupiah)

Cash Flows From operating Activities

Cash flows from operating activities in 2015 amounted to

Rp2.23 trillion, decreased by Rp205.67 billion compared

to 2014 with Rp2.44 trillion. The decrease was due to the

increased cash flows for supplier payments and other

payments.

Cash Flows from Operating Activities (in billion Rupiah)

UraianDescriptions

2014 2015

PertumbuhanGrowth

Nominal %

Peneriman dari pelanggan

Receipts from customers 4.569,42 5.644,15 1.074,73 23,52%

Pembayaran kepada pemasok,

kontraktor dan pihak ketiga lainnya

Supplier payments & other third parties

(748,30) (1.940,73) (1.192,43) 159,35%

Pembayaran pada karyawan

Employees payments(1.007,18) (1.158,35) (151,17) 15,01%

Pembayaran beban bunga

Interest payments(0,92) (1,44) (0,52) 57,01%

Penerimaan penghasilan bunga

Interest income receipts99,59 62,44 (37,15) -37,30%

Penerimaan lainnya

Other receipts208,49 336,45 127,95 61,37%

Pembayaran lainnya

Other payments(59,33) (125,14) (65,81) 110,92%

Pembayaran pajak

Tax payments(624,43) (585,70) 38,73 -6,20%

Kas neto yang diperoleh dari aktivitas

operasi

Net cash flow from operating activities

2.437,35 2.231,67 (205,67) -8,44%


Arus Kas Untuk Aktivitas Investasi

Arus kas dari aktivitas investasi tahun 2015 tercatat sebesar

Rp2,11 triliun, lebih rendah sebesar Rp443,22 miliar

dibandingkan arus kas dari aktivitas investasi tahun 2014

sebesar Rp2,55 triliun. Hal ini, disebabkan adanya pengeluaran

untuk pembelian aset tetap dan aset lain tahun 2015 lebih

rendah dibandingkan dengan pengeluaran untuk pembelian

aset tetap dan aset lain tahun 2014.

Arus Kas dari Aktivitas Investasi (dalam miliar Rupiah)

Cash Flows For Investing Activities

Cash flows from investing activities in 2015 amounted to

Rp2.11 trillion, decreased by Rp443.22 billion compared to

2014 with Rp2.55 trillion. The decrease was due to the lower

expenditures for purchase of fixed assets and other assets in

2015 compared to 2014.

Cash Flows from Investing Activities (in billion Rupiah)

UraianDescriptions


Nominal %

Pembelian aset tetap dan aset lain

Purchase of fixed assets and other assets(2.706,53) (2.107,91) 598,62 -22,12%

Penerimaan dari pihak berelasi

Proceeds from related parties125,59 9,72 (115,87) -92,26%

Penarikan (penyertaan) investasi

Investment25,59 (13,94) (39,53) -154,47%

Kas Neto yang digunakan untuk aktivitas investasi

Net cash flow for investing activities(2.555,35) (2.112,13) 443,22 -17,34%

UraianDescriptions


Nominal %

Pembayaran dividen kas

Payment of cash dividend(361,46) (219,61) 141,85 -39,24%

Penambahan modal disetor lainnya

Additional other paid-in capital- 2.000,00 2.000,00 100,00%

Kas Neto yang digunakan untuk aktivitas pendanaan

Net cash flow from (for) funding activities(361,46) 1.780,39 2.141,85 592,55%

Arus Kas Untuk Aktivitas pendanaan

Arus kas untuk aktivitas pendanaan tahun 2015 tercatat

sebesar Rp1,78 triliun, meningkat sebesar Rp2,14 triliun.

Sementara pada 2014, Angkasa Pura II mencatatkan arus

kas untuk aktivitas pendanaan sebesar Rp367,46 miliar.

Peningkatan arus kas untuk aktivitas pendanaan disebabkan

oleh penambahan modal disetor.

Arus Kas dari Aktivitas Pendanaan (dalam miliar Rupiah)

Cash Flows For Financing Activities

Cash flows for financing activities in 2015 amounted to

Rp1.78 trillion, increased by Rp2.14 trillion. While in 2014,

Angkasa Pura II recorded cash flows for financing activities

of Rp367.46 billion. The increase was due to the additional

paid-in capital.

Cash Flows from Financing Activities (in billion Rupiah)










Kenaikan (penurunan) bersih Kas dan setara Kas

Secara keseluruhan tahun 2015, terjadi peningkatan atas

Kenaikan (Penurunan) Bersih Kas dan Setara Kas jika

dibandingkan dengan tahun 2014. Pada 2015, Perseroan

mencatatkan Kenaikan Bersih Kas dan Setara Kas sebesar

Rp1,90 triliun, terjadi peningkatan sebesar Rp2,38 triliun

dibandingkan dengan tahun 2014.

Kas dan setara Kas Akhir Tahun

Besarnya Kas dan Setara Kas Akhir Tahun pada 2015 tercatat

sebesar Rp2,93 triliun, meningkat Rp1,90 triliun atau 184,36%

dibanding Kas dan Setara Kas Akhir Tahun 2014 sebesar

Rp1,03 triliun.

Net Increase (decrease) In Cash And Cash equivalents

Overall in 2015, Net Cash and Cash Equivalents experienced

an increase compared to 2014. In 2015, the Company

recorded a Net Increase in Cash and Cash Equivalents at

Rp1.90 trillion, an increase in Net Cash and Cash Equivalents

by Rp2.38 trillion compared to 2014.

Cash And Cash equivalents At end of Year

The amount of Cash and Cash Equivalents at end of 2015

stood at Rp2.93 trillion, an increase of Rp1.90 trillion or

184.36% compared to 2014, which amounted to Rp1.03

trillion.

Rasio Keuangan penting

Berikut uraian mengenai rasio keuangan konsolidasian

penting yang menggambarkan pencapaian kinerja keuangan

dan operasional Perseroan untuk tahun 2015 dan 2014.

Rasio Keuangan Konsolidasian Penting

Rasio Likuiditas

Adalah ukuran yang dipergunakan untuk menghitung tingkat

kemampuan perusahaan dalam memenuhi liabilitas jangka

pendeknya. Adapun tingkat kemampuan Angkasa Pura II dan

entitas anak (Persero) tahun 2015 dalam memenuhi liabilitas

jangka pendeknya ditunjukkan dengan:

• Rasio Lancar mencapai sebanyak 1.76 kali.

• Rasio Cepat mencapai sebanyak 1.75 kali.

• Rasio Kas mencapai sebanyak sebesar 1.28 kali.

essential Financial Ratios

The following describes the essential consolidated financial

ratios that represent the achievement of financial and

operational performance of the Company in 2015 and 2014.

Essential Consolidated Financial Ratios

Liquidity Ratios

Liquidity Ratios are used to measure a company’s ability to

meet its short-term liabilities. The liquidity level of Angkasa

Pura II and its subsidiaries (Persero) in 2015 to meet its short-

term liabilities is shown by:

• Current Ratio reached as much as 1.76 times

• Quick Ratio reached as much as 1.75 times.

• Cash Ratio reached as much as 1.28 times.


Dibanding dengan tahun 2014, rasio lancar, rasio likuiditas

lainnya tahun 2015 mengalami penurunan. Namun demikian,

secara umum likuiditas Perseroan dan entitas anak di

tahun 2015 masih sangat baik dalam memenuhi kebutuhan

likuditasnya.

Rasio Leverage

Adalah ukuran yang dipergunakan untuk menghitung

tingkat kemampuan perusahaan dalam memenuhi segala

liabilitasnya apabila saat ini perusahaan dan entitas anak

dilikuidasi. Adapun tingkat kemampuan Angkasa Pura II tahun

2015 dalam memenuhi liabilitas apabila dilakukan likuidasi

pada saat ini ditunjukkan dengan:

• Rasio Liabilitas atas Aset sebesar 19.91 %.

• Rasio Liabilitas atas Ekuitas sebesar 24.85 %.

Dibandingkan dengan tahun 2014, terjadi kenaikan dalam

rasio leverage perusahaan tahun 2015, sehingga menunjukkan

semakin mampu dalam memenuhi kebutuhan solvabilitasnya.

Rasio Aktivitas

Adalah ukuran yang dipergunakan untuk menghitung tingkat

efektivitas perusahaan dan entitas anak dalam memanfaatkan

semua sumber daya yang ada pada pengendaliannya.

Adapun tingkat efektivitas Angkasa Pura II dan entitas anak

tahun 2015 dalam mengendalikan sumber daya yang dimiliki

ditunjukkan dengan:

• Rasio Perputaran Persediaan sebanyak 1 kali.

• Rasio Perputaran Aset sebanyak 0.43 kali.

• Rasio Liabilitas atas Aset sebesar 73 hari.

Dibandingkan dengan tahun 2014, Rasio Perputaran Aset

dan Rasio Penagihan tahun 2015 terjadi kenaikan, sedangkan

Rasio Perputaran Persediaan tahun 2015 terjadi penurunan

jumlah hari perputaran penagihan dari tahun lalu. Dengan

demikian, secara umum aktivitas perusahaan dan entitas

anak tahun 2015 dalam kondisi yang sangat baik dan terjadi

peningkatan dibanding tahun sebelumnya.

Rasio Profitabilitas (Rasio Kemampuan Laba)

Adalah ukuran yang dipergunakan untuk menghitung

hasil akhir bersih dari berbagai kebijakan dan keputusan

manajemen yang akan memberikan jawaban akhir tentang

efektivitas manajemen dalam mengelola perusahaan. Adapun

tingkat profitabilitas Angkasa Pura II dan entitas anak tahun

2015 ditunjukkan dengan:

• RasioImbalanEkuitassebesar22,85%.

• RasioImbalanInvestasisebesar13,81%.

• RasioMarginLabaatasPenjualansebesar29,90%.

• RasioEBITDAatasPenjualansebesar49,59%.

Compared to 2014, Current Ratio, other Liquidity Ratios in

2015 experienced a decrease. However, in general, the ability

of the Company and its subsidiaries in 2015 is still very good

in meeting its liquidity requirements.

Leverage Ratio

Leverage Ratio is used to measure a company’s ability to

meet all of its liabilities if the company and its subsidiaries

are liquidated. The liquidity level of Angkasa Pura II in 2015

to meet its liabilities if it is liquidated at this point of time

isindicated by:

• Liabilities to Assets Ratio is 19.91%;

• Liabilities to Equity Ratio is 24.85%.

Compared to 2014, there was an increase in the leverage ratio

of the company in 2015, thus demonstrating its increasing

ability to meet its solvency requirements.

Activity Ratio

Activity Ratio is used to measure the effectiveness level of a

company and its subsidiaries in utilizing all available resources

at its control.

As for the effectiveness level of Angkasa Pura II and its

subsidiaries in 2015 in controlling its resources is indicated

by:

• Inventory Turnover Ratio as much as 1 time;

• Assets Turnover Ratio as much as 0,43 times;

• Liabilities to Assets Ratio as much as 73 days.

Compared to 2014, there was an increase of Assets Turnover

Ratio and Receivables Turnover Ratio in 2015, while the

Inventory Turnover ratio in 2015 decreased in number of

collection days from last year. Thus, in general, activity of

the company and its subsidiaries in 2015 is in a very good

condition with improvement over the previous year.

Profitability Ratio (Earning Capability Ratio)

Profitability Ratio is used to measure the net end results

of various policies and management decisions that will

provide the final answer on the management effectiveness

in managing the company. As for the profitability level of

Angkasa Pura II and its subsidiaries in 2015 is shown by:

•ReturnonEquityRatiois22,85%;

•ReturnonInvestmentRatiois13,81%;

•ProfitMarginonSalesRatiois29,90%;

•EBITDAtoSalesRatiois49,59%.










Dibandingkan dengan tahun 2014, rasio Imbalan Ekuitas,

Rasio imbalan Investasi, mengalami kenaikan tidak signifikan

pada tahun 2015, sedangkan Rasio Margin Laba atas Penjualan

dan Rasio EBITDA atas Penjualan mengalami penurunan pada

tahun 2014. Dengan demikian, secara umum ditinjau dari

aspek profitabilitas Angkasa Pura II dan entitas anak tahun

2015 adalah cukup baik.

Rasio Z-score model

Berdasarkan hasil analisis indikator menggunakan Z- score

model atau suatu ukuran yang dipergunakan untuk menilai

kelangsungan usaha (going concern) perusahaan yang

menggunakan kombinasi beberapa formula analisis rasio

keuangan konsolidasian yang dikembangkan oleh Edwards

Altman yang dikenal dengan Z - score model dengan

mengacu beberapa indikator diantaranya:

• Jika hasilnya Z < 1,23 mengindikasikan kelangsungan

usaha dalam prediksi Pailit.

• Jika hasilnya 1,23 > Z < 2,90 mengindikasikan

kelangsungan usaha dalam prediksi Gray Area.

• Jika hasilnya Z > 2,90 mengindikasikan kelangsungan

usaha dalam prediksi Tidak Pailit.

Dari hasil perhitungan Z-score model tahun 2015 dan

2014 masing-masing sebesar 28,81 dan 28,07 maka sesuai

hipotesisbahwa,perolehanangkaZ<1,23yangmemprediksi

bahwa perusahaan dan entitas anak tidak dalam kondisi pailit,

tetapiperhitunganZ-score tahun2015menunjukkanangka

28.81telahterjadipeningkatandibandingkandenganZ-score

tahun 2014 sebesar 28.07 Dengan demikian, Angkasa Pura

II dan entitas anak “masih aman” dalam mempertahankan

kelangsungan usahanya (going concern).

Compared to 2014, Return on Equity Ratio, Return on

Investment Ratio, experienced insignificant increase in 2015,

while the Profit Margin on Sales Ratio and EBITDA to Sales

Ratio decreased in 2014. Thus, in general, Angkasa Pura II

and its subsidiaries in 2015 are pretty good, viewed from the

profitability aspect.

Z-score model Ratio

BasedontheindicatorsanalysisresultsusingZ-scoremodel

or a measure employed to assess the business continuity

(going concern) of a company that uses a combination of

several formulas of consolidated financial ratio analysis

developed by Edwards Altman, known as Z -Score model

with reference to several indicators including:

• IftheresultisZ<1.23,indicatesthebusinesscontinuity

is in Bankruptcy prediction.

• If the result is 1.23 > Z < 2.90, indicates the business

continuity is in the prediction of Grey Area.

• IftheresultisZ>2.90,indicatesthebusinesscontinuity

is in the prediction of not insolvent.

FromthecalculationofZ-scoremodelin2015and2014by

28,81 and 28,07 respectively, the corresponding hypothesis

saysthat,scoringofZ<1.23predictsthatthecompanyand

its subsidiaries are not in a condition of bankruptcy, but the

Z- Score calculation in 2015 showed a score of 28.81, an

increasecomparedwiththeZ-Scorein2014of28.07Thus,

Angkasa Pura II and its subsidiaries are “still safe” in a going

concern.


tinjauankeuangan lainnyaOther Financial Information Review

1. Kemampuan membayar Utang dan Tingkat Kolektibilitas

piutang perusahaan

Kemampuan perusahaan untuk membayar hutang atas

pinjaman dapat dijelaskan melalui tingkat rasio likuiditas

dan rasio solvabilitas Perseroan pada tahun 2015.

Rasio Likuiditas

Rasio likuiditas digunakan untuk mengukur tingkat

kemampuan perusahaan dalam memenuhi liabilitas jangka

pendek. Tingkat likuiditas dapat ditunjukkan dengan Rasio

Kas, Rasio Cepat dan Rasio Lancar. Rasio Kas menjelaskan

kemampuan Perseroan untuk melunasi liabilitas jangka

pendeknya melalui kas dan setara kas (aset yang paling

likuid) yang dimiliki. Rasio Lancar merupakan rasio yang

digunakan untuk melihat kemampuan perusahaan untuk

membayar hutang dengan menggunakan aktiva lancar.

Dibanding dengan tahun 2014, Rasio Kas, Rasio Cepat

dan Rasio Lancar tahun 2015 meningkat secara signifikan.

Likuiditas berdasarkan rasio kas dan rasio lancar tahun

2015 sebesar 128,09% dan 175,88%, meningkat (membaik)

dibandingkan rasio kas dan rasio lancar tahun 2014 sebesar

47,01% dan 85,28%..

Rasio Likuiditas dalam Satuan Kali

1. Ability To pay debt And Receivables Collectibility of The

Company

The Company’s ability to pay debt on loans can be

explained by the level of liquidity ratio and solvency ratio of

the Company in 2015.

Liquidity Ratio

Liquidity ratio is used to measure the Company’s ability to

meet short-term liabilities. Liquidity level can be shown by

the Cash Ratio, Quick Ratio and Current Ratio. Cash Ratio.

Cash Ratio describes the Company’s ability to pay off its

short-term liabilities with cash and cash equivalents (the

most liquid assets) owned. Current Ratio is a ratio used to

see the Company’s ability to pay debt by using its current

assets.

Compared to 2014, Cash Ratio, Quick Ratio and Current

ratio in 2015 increased significantly. Liqudity based on cash

ratio and current ratio in 2015 amounted to 128.09% and

175.88%, increased (improved) compared to the cash ratio

and current ratio in 2014 amounted to 47.01% and 85.28%

Liquidity Ratio in times unit.

UraianDescription

2014 2015 PerubahanChanges

Rasio Kas

Cash Ratio

47,01% 128,09% 81,08%

Rasio Cepat

Quick Ratio

86,63% 175.40% 90.76%

Rasio Lancar

Current Ratio

85,28% 175,88% 90,60%

Rasio Solvabilitas

Rasio solvabilitas digunakan untuk mengukur tingkat

kemampuan perusahaan dalam memenuhi segala

liabilitasnya. Dalam hal ini, rasio solvabilitas adalah ukuran

yang dipergunakan untuk menghitung tingkat kemampuan

perusahaan dalam memenuhi segala liabilitasnya apabila

saat ini perusahaan dan entitas anak dilikuidasi.

Tingkat kemampuan Perseroan dalam memenuhi liabilitas

apabila dilakukan likuidasi pada saat ini ditunjukkan dengan

Rasio Liabilitas atas Aset dan Rasio Liabilitas atas Ekuitas.

Kemampuan Perseroan dalam memenuhi kewajiban

hutangnya berdasarkan rasio liabilitas terhadal aset dan

ekuitas tahun 2015 sebesar 19,91% dan 24,85%.

Solvency Ratio

Solvency Ratio is used to measure the Company’s ability

to meet all of its liabilities. In this case, solvency ratio is a

measure used to calculate the Company’s ability level to

meet all of its liabilities if the Company and its subsidiaries

are currently liquidated.

The Company’s ability level to meet its liabilities when

currently is being liquidated is shown by the Liability to

Assets Ratio and the Liability to Equity Ratio. The Company’s

ability to meet its loans liability based on the liability ratio to

assets and equity in 2015 amounted to 19.91% and 24.85%.


Rasio Solvabilitas dalam Satuan Kali

UraianDescription

2015 2014 PerubahanChanges

Rasio Liabilitas atas Aset

Liability to Assets Ratio

19,92% 19,91% -0,01%

Rasio Liabilitas atas Ekuitas

Liability to Equity Ratio

24,87% 24,85% -0,02%

Kolektibilitas Piutang

Tingkat kolektibilitas piutang Angkasa Pura II menunjukkan

peningkatan kinerja dalam periode perputaran piutang dari

tahun sebelumnya. Kolektibilitas piutang di tahun 2015

adalah sebesar 32 hari, sedangkan di tahun 2014 adalah

sebesar 34 hari. Namun demikian, rasio ini masih lebih

baik dari tingkat rasio yang telah ditetapkan Kementerian

BUMN, yaitu maksimal 60 hari.

Berdasarkan hasil penelaahan kolektibilitas piutang usaha

pada akhir tahun, manajemen berkeyakinan bahwa

cadangan penurunan nilai piutang usaha adalah cukup.

2. struktur modal dan Kebijakan manajemen Atas struktur

modal

Struktur Modal

Tujuan utama pengelolaan modal perusahaan adalah

untuk memastikan pemeliharaan rasio modal yang

sehat untuk mendukung usaha dan memaksimalkan

imbalan bagi pemegang saham. Selain itu, perusahaan

dipersyaratkan oleh Undang-undang Perseroan Terbatas

efektif tanggal 16 Agustus 2008 untuk mengkontribusikan

sampai dengan 20% dari modal saham ditempatkan dan

disetor penuh ke dalam dana cadangan yang tidak boleh

didistribusikan. Persyaratan permodalan eksternal tersebut

dipertimbangkan oleh perusahaan pada Rapat Umum

Pemegang Saham (“RUPS”).

Komposisi struktur modal tahun 2015 yang dimiliki oleh

Perseroan adalah 13,80% berasal dari Liabilitas dan 86,20%

berupa Ekuitas, komposisi ini mengalami perubahan jika

dibandingkan dengan tahun 2014. Komposisi struktur

modal yang berasal dari Liabilitas mengalami peningkatan

sebesar 68,73% sedangkan modal dari Ekuitas meningkat

sebesar 8,82%. Sehingga, secara keseluruhan total modal

yang diinvestasikan Perseroan meningkat sebesar 14,43%.

Solvency Ratio in times unit

Receivables Collectibility

The receivables collectibility level of Angkasa Pura II shows

a performance improvement in accounts receivable

turnover period from the previous year. Receivables

collectibility in 2015 amounted to 32 days, while in 2014

amounted to 34 days. However, this ratio is still better

than the predetermined ratio level by the Ministry of SOEs,

namely a maximum of 60 days.

Based on the review of the collectibility of accounts

receivable at the end of the year, the management believes

that the impairment reserves of accounts receivable is

enough.

2. Capital structure And management policy on Capital

structure

Capital Structure

The main objective of capital management of the

company is to ensure the maintenance of a healthy ratio

of capital to support the business and maximize return for

shareholders. In addition, the company is required by the

Limited Liability Company Law effective date of August

16th, 2008 to contribute up to 20% of the share capital

issued and fully paid into a reserve fund that should not be

distributed. External capital requirements are considered

by the company at the General Meeting of Shareholders

(“GMS”).

The capital structure composition in 2015 that is owned

by the Company was 13.80% derived from Liabilities

and 86.20% in the form of Equity, this composition was

changed when compared to 2014. The capital structure

composition derived from Liabilities increased by 68.73%

while the capital from equity increased by 8.82%. Therefore,

in overall, the total invested capital by the Company

increased by 14.43%.


UraianDescription

2014 2015

Nominal Share Nominal Share

Liabilitas

Liabilities

3.173,09 19,92% 4.034,99 19,91%

Liabilitas Jangka Pendek

Short Term Liabilities

2.192,19 69,09% 2.287,80 56,70%

Liabilitas Jangka Panjang

Long Term Liabilities

980,90 30,91% 1.747,19 43,30%

Ekuitas

Equity

12.759,42 80,08% 16.235,77 80,09%

Jumlah Liabilitas dan Ekuitas

Total Liabilities and Equity

15.932,52 100,00% 20.270,76 100,00%

Struktur Modal (dalam Rp miliar)

Kebijakan Manajemen Atas Struktur Modal

Ekuitas yang dapat diatribusikan kepada pemilik entitas

induk merupakan modal yang dikelola oleh Perusahaan.

Tujuan utama pengelolaan modal Perusahaan adalah

untuk memastikan pemeliharaan rasio modal yang sehat

untuk mendukung usaha dan memaksimalkan nilai

pemegang saham.

Perusahaan mengelola struktur permodalan dan

melakukan penyesuaian, berdasarkan perubahan kondisi

ekonomi. Selain itu, Undang-undang Perseroan Terbatas

Republik Indonesia No. 1/1995 yang diterbitkan pada

Maret 1995 dan telah diubah dengan Undang-undang No.

40/2007 yang diterbitkan Agustus 2007, mensyaratkan

pembentukan cadangan umum dari laba bersih sejumlah

minimal 20% dari modal ditempatkan dan disetor

perusahaan. Tidak ada batasan waktu untuk membentuk

cadangan tersebut.

Melalui Peraturan Pemerintah (“PP”) No. 130 Tahun

2015 tanggal 28 Desember 2015 dan Surat Keputusan

Menteri BUMN No. S-17/MBU/01/2016 tanggal 8

Januari 2016, Menteri BUMN menetapkan penambahan

penyertaan modal Negara Republik Indonesia sebesar

Rp2.000.000.000.000 dalam rangka pembebasan lahan

untuk pembangunan landasan pacu (runway) 3 Bandar

Udara Internasional Soekarno-Hatta.

Kebijakan perusahaan adalah mempertahankan struktur

permodalan yang sehat untuk mengamankan akses

terhadap pendanaan pada biaya yang wajar. Perubahan

kebijakan struktur modal Perseroan dapat dilihat

berdasarkan perbandingan nominal liabilitas dengan

ekuitas pada tahun 2015 sebesar 1:4,02, sedangkan pada

tahun 2014 sebesar 1:4,02.









Capital Structure (in Rp billion)

Management Policy On Capital Structure

Equity attributable to owners of the parent entity is a capital

that is managed by the Company. The main objective of

the Company’s capital management is to ensure the

maintenance of healthy capital ratios to support the

business and maximize shareholders value.

The Company manages its capital structure and make

adjustments, based on changes in economic conditions.

In addition, the Limited Liability Company Law of the

Republic of Indonesia No. 1/1995 issued in March 1995

and amended by Law No. 40/2007, issued in August 2007,

requires the establishment of a general reserve from net

income amounting to at least 20% of the issued and paid up

capital of the Company. There is no time limit for forming

these reserves.

Through the Government Regulation (“PP”) No. 130 Year

2015 dated December 28th, 2015 and the Decree of the

Minister of SOEs No. S-17/MBU/01/2016 dated January

8th, 2016, the Minister of SOEs determines the addition of

State capital Investment of the Republic of Indonesia in the

amount of Rp2,000,000,000,000 in the framework of land

acquisition for the construction of runway 3 for Soekarno-

Hatta International Airport.

The company’s policy is to maintain a healthy capital

structure to secure of access to financing at a reasonable

cost. Changes in the Company’s capital structure policy

can be seen by comparison of the nominal of liabilities

with equity in 2015 amounted to 1: 4.02, whereas in 2014

amounted to 1: 4.02.


3. Investasi barang modal Yang direalisasikan pada Tahun

buku Terakhir

Investasi barang modal yang direalisasikan pada tahun

2015 berupa pembelian aset tetap. Jenis aset tetap yang

dimaksud mencakup antara lain: Bangunan lapangan,

Bangunan gedung, Peralatan terminal dan gedung,

Instalasi dan jaringan, Peralatan (Alat bantu navigasi,

Pengangkutan, Kantor, Lain-lain) dan Instalasi pompa

bensin.

Rincian penambahan aset dalam konstruksi berdasarkan

jenisnya per 31 Desember 2015 sebagai berikut:

1. Bangunan Gedung dalam Pembangunan sebesar Rp

1.180.604.116.951,-

2. Bangunan Lapangan dalam Pembangunan sebesar Rp

781.779.075,-

3. Intalasi dan Jaringan dalam Pembangunan sebesar Rp

139.567.971,-

4. Alat Terminal & Gedung dalam Pembangunan sebesar

Rp 900.207.500,-

Penambahan aset dalam konstruksi meliputi

kantor pusat, kantor cabang (bandara) dan project

pengembangan cabang (Project Management Unit/

PMU dan Project Implementation Unit/PIU).

Penjelasan mengenai aset dalam konstruksi pada

project pengembangan unit salah satunya difokuskan

di Bandara Internasional Soekarno-Hatta yang

merupakan pintu gerbang utama untuk angkutan

udara di Indonesia yang berdiri di atas lahan seluas

1.840 Ha. Bandara Internasional Soekarno-Hatta saat

ini memiliki fasilitas pokok yang terdiri dari 2 (dua) buah

landas pacu paralel dan 3 (tiga) unit bangunan terminal.

Oleh karenanya kesiapan fasilitas selalu dituntut untuk

berada dalam kondisi yang prima sehingga mampu

memenuhi standar pelayanan operasi bandara dan

keselamatan operasi penerbangan.

Terkait dengan konstruksi runway Bandara Internasional

Soekarno-Hatta yang telah berumur 28 tahun PT

Angkasa Pura II (Persero) telah melakukan program

penyehatan runway utara Bandara Internasional

Soekarno-Hatta sampai pada tahap injeksi dan

grouting sehingga telah jauh menurunkan frekuensi

kerusakan yang terjadi dan juga masih diperlukan

evaluasi menyeluruh terhadap hasil perbaikan tersebut

termasuk pada lokasi runway selatan.

Guna menjamin kesiapan dan daya dukung fasilitas sisi

udara khususnya infrastruktur landasan yaitu runway,

taxiway dan apron, PT Angkasa Pura II (Persero)

3. Capital goods Investment Realized In The Last Financial

Year

Capital goods investment realized in 2015 in the form of

purchases of fixed assets. Type of fixed assets intended

include: building and fields, building property, terminal and

building equipment, installation and network equipment

(Navigation Tools, Transportation, Office, Others) and the

installation of petrol stations.

Details of the addition of assets under construction by type

as of December 31st, 2015 as follows:

1. Building and Fields in development amounted to

Rp1,180,604,116,951.

2. Building Property in development amounted to

Rp781,779,075.

3. Installation and Network in development amounted

to Rp139,567,971.

4. Terminal and Building Equipment in development

amounted to Rp900,207,500.

The addition of assets under construction include the

head office, branch offices (airport) and branch office

development project (Project Management Unit/PMU and

Project Implementation Unit/PIU).

Explanation of assets under construction in the unit

development project, one of them is focused in Soekarno-

Hatta International Aiport which is the main gateway for

air transport in Indonesia which established on an area of

1,840 Ha. Currently, Soekarno-Hatta International Airport

has basic facilities which conists of 2 (two) pieces of paralel

runway and 3 (three) units of terminal building. Therefore,

the readiness of the facilities are always required to be in

prime condition so as to meet the standards of service and

safety of airport operations.

Related with the runway construction of Soekarno-Hatta

International Airport which has been aged 28 years,

PT Angkasa Pura II (Persero) has conducted a recovery

program of north runway of Soekarno-Hatta International

Airport until the stage of injection and grouting so it

has much lower the frequency of the damage and also

still needed thorough evaluation of the results of these

improvements including in the south runway location.

To ensure the readiness and the carrying capacity of

airside facilities particularly the airstrip infrastructure

namely runway, taxiway and paron, PT Angkasa Pura


melakukan program peningkatkan nilai PCN Runway

menjadi 131/R/D/W/T baik di area runway, taxiway, dan

apron. Hal ini ditujukan agar nantinya runway Bandara

Internasional Soekarno-Hatta dapat melayani critical

aircraft yaitu Boeing 777-300ER dalam kondisi MTOW

sebesar 351.535 kg sebanyak 105.000 coverages.

Disamping itu, dengan pergerakan pesawat di Bandara

Internasional Soekarno-Hatta sudah mencapai 390.984

per-tahun, PT Angkasa Pura II (Persero) melakukan

optimalisasi terhadap runway eksisting dengan estimasi

dapat melayani hingga 437.943 Pergerakan pesawat/

tahun yang akan dicapai pada tahun 2018.

4. Ikatan material Untuk Investasi barang modal

Ikatan material untuk investasi barang modal yang

digunakan dalam pembelian aset tahun 2015 dapat

dijelaskan dalam rincian utang pembelian aset yang

melibatkan pihak berelasi dan pihak ketiga. Data rincian

utang pembelian aset disajikan sebagai berikut:

Rincian utang pembelian aset per 31 Desember 2015

(dalam Rp penuh)

Nama Perusahaan Company Name Status Nominal Amount Perikatan

KAWAHAPEJAYA INDONESIA KSO BUMN 4,702,500,000 Loan

PT. ADHI KARYA (PERSERO) Tbk BUMN 1,230,131,834 Loan

KSO NINDYA-ARIA JO BUMN 822,600,000 Loan

PT HUTAMA KARYA (PERSERO) BUMN 624,990,000 Loan

WIKA - WASKITA, KSO BUMN 569,042,300 Loan

1. PT PP (PERSERO)

2. PT HK (PERSERO)

3. PT BIRO INSINYUR

BUMN 341,311,188 Non Loan

PP - ENCONA, KSO BUMN 332,532,000 Loan

WASKITA - PENTA KSO BUMN 172,716,374 Loan

PT WASKITA - WIKA JO BUMN 147,717,800 Non Loan

PT WASKITA KARYA

PT YODYA KARYABUMN 139,900,032 Non Loan

PT. ADHI KARYA (PERSERO) Tbk BUMN 139688000.00 Loan

PT PEMBANGUNAN PERUMAHAN (PERSERO) BUMN 109,962,000 Non Loan

PT NINDYA KARYA (PERSERO) BUMN 90,699,991 Non Loan

PT ABYOR INTERNATIONAL Swasta 88,952,000 Non Loan

PT PP BUMN 83,180,979 Non Loan

PT ADHI KARYA BUMN 82,078,290 Non Loan

PT WIJAYA KARYA (PERSERO) BUMN 66,559,000 Non Loan

PT NINDYA KARYA (PERSERO) BUMN 58,000,000 Non Loan

PT WASKITA KARYA (Persero) BUMN 51,457,000 Loan

PT Adhi Karya

DIGRATIA AVIABUMN 46,819,262 Non Loan









II (Persero) conducted improvement program of PCN

Runway value into 131/R/D/W/T both in the area of the

runway, taxiway, and apron. It is intended that later the

runway of Soekarno-Hatta International Airport will be

able to serve critical aircraft namely Boeing 777-300ER in

MTOW conditions amounted to 351,535 kg with 105,000

coverages. In addition, the aircraft movement in Soekarno-

Hatta International Airport has reached 390,984 per year,

PT Angkasa Pura II (Persero) conducted an optimization to

the existing runway with estimation to serve up to 437,943

aircraft movement/year that will be achieved in 2018.

4. material Commitments For Capital goods Investment

Material commitments for capital goods investment used

in the purchase of assets in 2015 can be explained in details

of the asset purchases debt that involve related parties

and third parties. Details data of asset purchases debt are

presented as follows:

Details of asset purchases debt as of December 31st, 2015

(in Rp full)


5. Informasi material mengenai Investasi, ekspansi,

divestasi, dan Restrukturisasi modal dan Utang

Investasi

Perseroan melaksanakan kegiatan investasi yang

mencakup pada investasi pada entitas asosiasi dan

properti investasi. Penjelasan mengenai aktivitas investasi

Perseroan disajikan sebagai berikut:

A. Investasi pada entitas Asosiasi

Investasi pada entitas asosiasi merupakan penyertaan

kepada perusahaan asosiasi dan penyertaan kepada

pihak lain dengan rincian sebagai berikut:

1. PT Gapura Angkasa

Berdasarkan akta pendirian Gapura yang dibuat

oleh Notaris Imas Fatimah, S.H., No. 32 tanggal 26

Januari 1998, nilai penyertaan Perusahaan di Gapura

adalah sebesar Rp67.200.000.000 atau 31,25%.

2. PT Purantara Mitra Angkasa Dua (“PMAD”)

Kepemilikan Perusahaan di PMAD sebesar 0,13%

merupakan kompensasi sewa tanah selama periode

11 (sebelas) tahun 3 (tiga) bulan sesuai dengan

perjanjian sewa tanah No.SPSW.02.1.A/TU.308/

APII-2000 tanggal 1 Mei 2000. Nilai investasi di

PMAD pada tanggal 31 Desember 2015, 2014 dan

2013 adalah sebesar Rp5.253.280.125

3. PT Railink (“Railink”)

PT Railink merupakan perusahaan joint venture

antara Perusahaan dengan PT Kereta Api Indonesia

(Persero) (“KAI”) yang bertugas untuk mengelola

kegiatan usaha kereta api bandara. Railink

dibentuk berdasarkan Perjanjian Usaha Kerjasama

antara Perusahaan dengan KAI No.SPKS.023.1/

KS.006/2006-APII dan No.98/HK/UM/2006 tanggal

14 Agustus 2006.

Berdasarkan akta perubahan anggaran dasar Railink

yang dibuat oleh Notaris Yulkhaizar Panuh, S.H., No. 13

tanggal 15 Agustus 2008, nilai penyertaan Perusahaan

di Railink adalah sebesar Rp40.000.000.000 atau 40%.

Berdasarkan Surat Keputusan Menteri BUMN No.

S447/MBU/2013 tanggal 5 Juli 2013, telah disetujui

untuk melakukan penambahan setoran modal

Perusahaan kepada Railink sebesar Rp59.600.000.000

sehingga total setoran modal Perusahaan menjadi

Rp99.600.000.000 dengan persentase kepemilikan

5. material Information on Investment, expansion,

divestment, And Restructuring of Capital And debt

Investment

The Company conducts investment activities which

include investment in associate entities and investment

property

A. Investment In Associate entities

Investment in associate entities is an investment to

associated companies and investment to other parties

with details as follows:

1. PT Gapura Angkasa

Based on the deed of establishment of Gapura made

by Notary Imas Fatimah, S.H., No. 32 dated January

26th, 1998, the Company’s investment value in

Gapura amounted to Rp67,200,000,000 or 31.25%.

2. PT Purantara Mitra Angkasa Dua (“PMAD”)

The Company’s ownership in PMAD amounted

to 0.13% is a compensation of ground rent for a

period of 11 (eleven) years and 3 (three) months

in accordance with the ground rent agreements

No. SPSW.02.1.A/TU.308/APII-2000 dated May

1st, 2000. The investment value in PMAD on

December 31st, 2015, 2014 and 2013 amounted to

Rp5,253,280,125.

3. PT Railink (“Railink”)

PT Railink is a joint venture company between the

Company and PT Kereta Api Indonesia (Persero)

(“KAI”) whose task is to manage the business

activities of the airport train. Railink was established

based on the Cooperation Business Agreement

between the Company and KAI No. SPKS.023.1/

KS/006/2006-APII and No.98/HK/UM/2006 dated

August 14th, 2006.

Based on the deed of amendment of the articles

of association of Railink made by Notary Yulkhaizar

Panuh, S.H., No. 13 dated August 15th, 2008, the

Company’s investment value in Railink amounted to

R40,000,000,000 or 40%.

Based on the Decree of the Minister of SOEs No.S447/

MBU/2013 dated July 5th, 2013, has been approved the

capital injection of the Company to Railink amounted

to Rp59,600,000,000 bringing the Company’s total

capital investments into Rp99,600,000,000 with a

fixed ownership percentage. Changes in total capital


tetap. Perubahan total setoran modal telah diaktakan

dalam akta notaris Hadijah, S.H., No. 25 tanggal 18

November 2013.

b. properti Investasi

Definisi Properti Investasi sesuai PSAK No.13 (Revisi

2012) paragraf (5) adalah properti tanah atau bangunan

atau bagian dari suatu bangunan atau kedua-duanya

yang dikuasai (oleh pemilik atau lessee/penyewa

melalui sewa pembiayaan) untuk menghasilkan rental

atau untuk kenaikan nilai atau keduanya, dan tidak

untuk :

a. Digunakan dalam produksi atau penyediaan barang

dan jasa atau untuk tujuan administratif;

b. Dijual dalam kegiatan usaha sehari-hari. Properti

yang digunakan sendiri adalah properti yang dikuasai

(oleh pemilik atau lesse melalui sewa pembiayaan)

untuk digunakan dalam produksi atau penyediaan

barang atau jasa untuk tujuan administratif.

Properti investasi merupakan investasi pada:

• Tanah ex-PPD yang berada di Jalan Kramat Raya

No.9 DKI Jakarta seluas 16.164 m2 dan jumlah

tercatat sebesar Rp56.088.006.560. Pada tanggal 31

Desember 2015, tanah belum dapat dikembangkan

dikarenakan belum adanya izin dari Pemerintah

Daerah setempat.

• Tanah ex-PPD yang berada di Jalan Batas Kebagusan

Pasar Minggu Jakarta Selatan seluas 14.303 m2

dan jumlah tercatat sebesar Rp55.456.000. Pada

tanggal 31 Desember 2015, tanah belum dapat

dikembangkan dikarenakan belum adanya izin dari

Pemerintah Daerah setempat.

• Tanah yang berada di Desa Saentis, Kecamatan

Percut Sei Tuan, Kabupaten Deli Serdang seluas

40.000 m2 dan jumlah tercatat Rp19.000.000.

• Tanah dan bangunan merupakan tanah, bangunan

dan ruang yang dimanfaatkan oleh pihak lain untuk

ruang tunggu di bandara, pergudangan, hotel dan

perkantoran.

Nilai wajar dari properti investasi tanah ex-PPD, tanah

di Pasar Minggu dan tanah di Deli Serdang pada

tanggal 31 Desember 2015 adalah masing- masing

sebesar Rp354.592.905.000, Rp41.836.275.000 dan

Rp5.216.600.000 yang ditentukan berdasarkan Nilai

Jual Objek Pajak (NJOP) atas properti investasi.

Manajemen berkeyakinan bahwa tidak terdapat kejadian

atau perubahan keadaan yang mengindikasikan adanya

penurunan nilai properti investasi pada tanggal 31

Desember 2015, 2014 dan 2013.









injection has been covered in the notarial deed of

Hadijah,S.H., No. 25 dated November 18th, 2013.

b. Investment property

Definition of Investment Property in accordance with

PSAK No. 13 (Revised 2012) paragraph (5) is the property

of land or building or part of a building or both which

controlled (by the owner or lessee/tenant through

finance lease) to generate rentals or to increase value

or both, and not to:

a. used in the production or supply of goods and

services or for administrative purposes;

b. sold in everyday business activities. Owner-occupied

property is a property which is controlled (by the

owner or lesse through finance lease) to be used in

the production or supply of goods or services for

administrative purposes.

Property investment is an investment in:

• ex-PPD ground which located in Jalan Kramat Raya

No. 9 DKI Jakarta measuring 16,164 m2 and the

carrying amount of Rp56,088,006,560. In December

31st, 2015, the ground was yet able to be developed

due to the absence of permission from the local

government.

• ex-PPD ground which located in Jalan Batas

Kebagusan Pasar Minggu Jakarta Selatan measuring

14,303 m2 and the carrying amount of Rp55,456,000.

In December 31st, 2015, the ground was yet able to

be developed due to the absence of permission from

the local government.

• Ground located in Saentis Village, District of Percut

Sei Tuan, Deli Serdang Regency measuring 40,000

m2 and the carrying amount of Rp19,000,000

• Ground and building is a ground, building and space

used by other parties for waiting room at the airport,

warehouse, hotel and offices.

The fair value of investment property of ex-PPD

ground, ground in Pasar Minggu and ground in Deli

Serdang on December 31st, 2015 are respectively

amounted to Rp354,592,905,000, Rp41,836,275,000

and Rp5,216,600,000 determined by the Tax Object

Sales Value (NJOP) on the investment property.

Management believes that there were no events or

changes in circumstances that indicate a decline in the

investment property value as of December 31st, 2015,

2014 and 2013.


Divestasi

Pada tahun 2015, Tidak terdapat kegiatan atau aktifitas

divestasi usaha yang dilakukan oleh Perseroan.

Ekspansi


ekspansi usaha yang dilakukan oleh Perseroan.

Restrukturisasi Modal


restrukturisasi modal usaha yang dilakukan oleh Perseroan.

6. Informasi dan Fakta material Yang Terjadi setelah

Tanggal Laporan Akuntan

Pada tahun 2015, terdapat peristiwa/kejadian penting

setelah tanggal laporan posisi keuangan konsolidasian

yang berpengaruh signifikan terhadap laporan keuangan

konsolidasian antara lain:

a. Melalui PP No. 130 Tahun 2015 tanggal 28 Desember

2015 dan Surat Keputusan Menteri BUMN No. S-17/

MBU/01/2016 tanggal 8 Januari 2016, Menteri BUMN

menetapkan penambahan modal ditempatkan dan

disetor penuh sebesar Rp2.000.000.000.000 sehingga

nilai penyertaan modal Negara Republik Indonesia pada

Perusahaan bertambah menjadi Rp7.000.000.000.000.

b. Pada tanggal 7 Januari 2016, diadakan rapat umum

pemegang saham Perusahaan yang hasil keputusannya

diaktakan dalam akta No. 4 oleh Notaris Sri Ismiyati,

SH. MKn. Hasil keputusan rapat tersebut ialah

mencakup antara lain:

• Rencana kerja dan anggaran Perusahaan tahun

2016.

• Persetujuan indikator aspek operasional untuk

penilaian tingkat kesehatan Perusahaan.

• Persetujuan pendanaan eksternal tahun 2016

sebesar Rp5.000.000.000.000 untuk program

investasi pengembangan.

• Persetujuan pendirian 2 anak perusahaan di

tahun 2016 terdiri dari perusahaan property

dan retail dengan penyertaan modal sebesar

Rp150.000.000.000 dan perusahaan kargo

dan logistik dengan penyertaan sebesar

Rp200.000.000.000.

- Persetujuan penyertaan modal tahun 2016

kepada perusahaan afiliasi PT Railink sebesar

Rp124.800.000.000.

Divestment

In 2015, there were no business divestment activities

performed by the Company.

Expansion

In 2015, there were no business expansion activities

performed by the Company.

Capital Restructuring

In 2015, there were no business capital restructuring

activities performed by the Company.

6. Information And material Fact That occur After The date

of Accountants Report

In 2015, there were significant events after the date of

the consolidated statements of financial position that

significantly affect the consolidated financial statements

among others:

a. Through Government Regulation No. 130 Year

2015 dated December 28th, 2015 and Decree of

the Minister of SOEs No. S-17/MBU/01/2016 dated

January 8th, 2016, the Minister of SOEs determines

the additional issued and paid up capital amounted to

Rp2,000,000,000,000 so that the capital investment

value of the Republic of Indonesia in the Company

increased to Rp7,000,000,000,000.

b. On January 7th, 2016, was held a general meeting of

shareholders of the Company which resolutions are

covered in the deed No. 4 by Notary Sri Ismiyati, SH.

MKn. The resolutions of the meeting include among

others:

• The Company’s work plan and budget in 2016.

• Approval of the operational aspects indicator for

the assessment of the Company’s health level.

• Approval of external funding in 2016 amounted

to Rp5,000,000,000,000 for the development

invesment program.

• Approval of the establishment of 2 subsidiaries

in 2016, consist of property and retail company

with capital investment of Rp150,000,000,000

and cargo and logistics company with capital

investment of Rp200,000,000,000.

- Approval of capital investment in 2016 to affiliated

company, PT Railink, amounted to Rp124,800,000,000.


UraianDescription

2015 Pencapaian (%)Achievement (%)RKAP Realisasi

Pendapatan Usaha:

Operating Revenues:

Pendapatan Usaha Aeronautika Aeronautical Revenues 3.517.539 3.310.233 94,11%

Pendapatan Usaha Non Aeronautika Non-Aeronautical Revenues 2.079.794 2.185.082 105,06%

Pendapatan Usaha Jasa Pelayanan Kargo Cargo Revenues 145.724 148.831 102,13%

Jumlah Pendapatan Usaha Total Operating Revenues 5.743.057 5.644.146 98,28%

Beban Usaha:

Operating Expenses:

Beban Pegawai Employee Expenses 1.140.846 1.158.352 101,53%

Beban Operasional Bandara Airport Operation Expenses 1.794.390 1.722.938 96,02%

Beban Umum & Administrasi General And Administrative 1.054.202 689.766 65,43%

Beban Pemasaran Marketing Expenses 6.883 6.477 94,11%

Jumlah Beban Usaha Total Operating Expenses 3.996.321 3.577.533 89,52%

Laba/Rugi Usaha Operating Income/Loss 1.746.736 2.066.613 118,31%

Laba/Rugi Sebelum Pajak Profit/Loss Before Tax 1.780.858 2.266.195 127,25%

Pajak Badan Corporate Income Tax 445.214 578.872 130,02%

Laba/Rugi Setelah Pajak Profit/Loss After Income Tax 1.335.643 1.687.323 126,33%

c. Pada tanggal 24 Februari 2016, Perusahaan

menandatangani Komitmen Bersama Sinergi BUMN

dengan PT Bank Rakyat Indonesia (Persero) Tbk, PT

Bank Negara Indonesia (Persero) Tbk dan PT Bank

Mandiri (Persero) Tbk sehubungan dengan pembiayaan

pembangunan bandar udara di lingkungan Perusahaan

melalui pemberian fasilitas kredit investasi sebesar

Rp2.100.000.000.000.

7. perbandingan Rkap 2015 dengan Realisasi 2015 dan

proyeksi 2015

Perbandingan Rkap 2015 Dengan Realisasi 2015

Secara umum, kinerja Angkasa Pura II pada tahun 2015

masih cukup baik. Dari kinerja laba rugi, Angkasa Pura II

di tahun 2015 mampu realisasi pendapatan usaha sebesar

98,28% terhadap RKAP 2015, dan laba tahun berjalan

mencapai 126,33% terhadap RKAP 2015. Perbandingan

realisasi laba rugi terhadap RKAP Tahun 2015 dapat dilihat

pada tabel berikut.

Perbandingan Laba Rugi 2015 Dengan Realisasi 2015

(dalam juta rupiah)









c. On February 24th, 2016, the Company signed a Mutual

Commitment of SOEs Synergy with PT bank Rakyat

Indonesia (Persero) Tbk, PT Bank Negara Indonesia

(Persero) Tbk and PT Bank Mandiri (Persero) Tbk in

connection with financing the airports construction

in the Company’s environment through the

provision of investment loan facility amounted to

Rp2,100,000,000,000.

7. Comparison of Rkap 2015 With Realization 2015 And

projections 2015

Comparison Of Rkap 2015 With Realization 2015

In general, the performance of Angkasa Pura II in 2015 was

still pretty good. From the income performance, Angkasa

Pura II in 2015 was able to realize Operating Revenues

of 98.28% against RKAP 2015, and profit for the year

reached 126.33% against RKAP 2015. Comparison of the

income realization against RKAP in 2015 can be seen in

the following table.

Comparison of Income 2015 with Realization 2015 (in

million Rupiah)


Uraian Description

Realisasi 2015 RKAP 2016 Target Pencapaian (%)

LABA RUGI Profit And Loss

Pendapatan Usaha: Operating Revenues:

Pendapatan Usaha Aeronautika Aeronautical Revenues 3.310.233 4.388.349 132,57%

Pendapatan Usaha Non Aeronautika Non-Aeronautical Revenues 2.185.082 2.978.607 136,32%

Pendapatan Usaha Jasa Pelayanan Kargo Cargo Revenues 148.831 230.000 154,54%

JUMLAH PENDAPATAN USAHA Total Operating Revenues 5.644.146 7.596.955 134,60%

Beban Usaha: Operating Expenses:

Beban Pegawai Employee Expenses 1.158.352 1.296.437 111,92%

Beban Operasional Bandara Airport Operation Expenses 1.722.938 2.650.461 153,83%

Beban Umum & Administrasi General And Administrative Expenses 689.766 1.412.684 204,81%

Beban Pemasaran Marketing Expenses 6.477 27.288 421,28%

JUMLAH BEBAN USAHA Total Operating Expenses 3.577.533 5.386.870 150,57%

Dari kinerja posisi keuangan, Angkasa Pura II pada tahun

2015 mampu realisasi aset sebesar 92,92% terhadap RKAP

2015, realisasi liabilitas mencapai 73,33% terhadap RKAP

2015 dan realisasi ekuitas mencapai 99,53% terhadap RKAP

2015. Perbandingan realisasi posisi keuangan terhadap

RKAP Tahun 2015 dapat dilihat pada tabel berikut.

Perbandingan Posisi Keuangan RKAP 2015 Dengan

Realisasi 2015 (dalam juta rupiah)

Perbandingan Realisasi 2015 Dengan Proyeksi 2016

RUPS PT Angkasa Pura II (Persero) telah memberikan

persetujuan mengenai Rencana Kerja dan Anggaran

Perusahaan (RKAP) 2016, sekaligus menjadi rancangan

proyeksi pencapaian kinerja perusahaan pada tahun 2016.

Proyeksi pencapaian kinerja tersebut adalah:

Perbandingan Posisi Keuangan Realisasi 2015 dan Proyeksi

2016 (dalam juta rupiah)

UraianDescription

2015 Pencapaian (%)Achievement (%)RKAP Realisasi

ASET

Aset Lancar Current Assets 4.199.120 4.023.890 104,35%

Aset Tidak Lancar Non Current Assets 17.616.533 16.246.873 108,43%

TOTAL ASET TOTAL ASSETS 21.815.653 20.270.763 107,62%

LIABILITAS LIABILITIES

Liabilitas Jk. Pendek Short Term Liabilities 1.585.043 2.287.803 69,28%

Liabilitas Jk. Panjang Long Term Liabilities 3.917.792 1.747.191 224,23%

TOTAL LIABILITAS TOTAL LIABILITIES 5.502.835 4.034.994 136,38%

Ekuitas Equity 16.312.818 16.235.769 100,47%

TOTAL LIABILITAS & EKUITAS TOTAL LIABILITIES & EQUITY 21.815.653 20.270.763 107,62%

From the financial position performance, Angkasa Pura II

in 2015 was able to realize assets amounted to 92.92%

against RKAP 2015, realization of liabilities reached 73.33%

against RKAP 2015 and the realization of equity reached

99.53% against RKAP 2015. Comparison of the realization

of financial position against RKAP 2015 can be seen in the

following table:

Comparison of RKAP Financial Position 2015 with

Realization 2015 (in million Rupiah)

Comparison Of Realization 2015 With Projections 2016

GMS of PT Angkasa Pura II (Persero) has granted approval

on the Company’s Work Plan and Budget (RKAP) in

2016, at once became a projection of the Company’s

performance achievement in 2016. The projections of

such performance achievement are:

Comparison of Financial Position Realization 2015 and

Projections 2016 (in million Rupiah)


LABA/RUGI USAHA Operating Income/Loss 2.066.613 2.210.085 106,94%

LABA/RUGI SEBELUM PAJAK Profit/Loss Before Tax 2.266.195 2.138.654 94,37%

Pajak Badan Corporate Income Tax 578.872 532.663 92,02%

LABA/RUGI SETELAH PAJAK Profit/Loss After Income Tax 1.687.323 1.605.990 95,18%

POSISI KEUANGAN Financial Position

ASET Assets

Aset Lancar Current Assets 4.023.890 2.003.484 49,79%

Aset Tidak Lancar Non Current Assets 16.246.873 25.494.987 156,92%

TOTAL ASET Total Assets 20.270.763 27.498.471 135,66%

LIABILITAS Liabilities

Liabilitas Jk. Pendek Short Term Liabilities 2.287.803 674.610 29,49%

Liabilitas Jk. Panjang Long Term Liabilities 1.747.191 10.023.142 573,67%

TOTAL LIABILITAS Total Liabilities 4.034.994 10.697.752 265,12%

Ekuitas Equity 16.235.769 16.800.719 103,48%

TOTAL LIABILITAS & EKUITAS Total Liabilities & Equity 20.270.763 27.498.471 135,66%

8. Kebijakan dividen

Dalam Rapat Umum Pemegang Saham Tahunan (RUPS)

untuk Tahun Buku 2012 yang diselenggarakan pada tanggal

26 April 2013, telah disetujui pembagian dividen tunai

sebesar Rp426.743.770.446. Dividen ini dibayarkan pada

tanggal 24 Mei 2013. Cadangan wajib yang disetujui oleh

RUPS adalah sebesar Rp792.524.145.117 dari laba tahun

berjalan konsolidasian 2012. Berdasarkan Surat dari Menteri

BUMN No. S-758/MBU/12/2013 tanggal 20 Desember

2013, Perusahaan diharuskan untuk menyetorkan dividen

tambahan sebesar Rp20.000.000.000 dari Tahun Buku

2012 ke Kas Negara. Dividen ini telah dibayarkan pada

tanggal 27 Desember 2013.

Dalam RUPS untuk Tahun Buku 2013 yang diselenggarakan

pada tanggal 24 Maret 2014, telah disetujui pembagian

dividen tunai sebesar Rp309.824.555.423. Dividen ini

dibayarkan pada tanggal 24 April 2014. Cadangan wajib

juga disetujui oleh RUPS, sebesar Rp722.923.962.650

dari laba tahun berjalan konsolidasian 2013. Berdasarkan

Surat dari Menteri BUMN No. S- 788/MBU/12/2014

tanggal 23 Desember 2014, Perusahaan diharuskan untuk

menyetorkan dividen tambahan sebesar Rp51.637.000.000

dari Tahun Buku 2013 ke Kas Negara. Dividen ini telah

dibayarkan pada tanggal 29 Desember 2014.









8. dividend policy

In the Annual General Meeting of Shareholders (GMS) for

the Financial year of 2012 which was held on April 26th,

2013, has been approved the distribution of cash dividends

amounted to Rp426,743,770,446. This dividend was

payable on May 24th, 2013. The mandatory reserve which

was approved by the GMS amounted to Rp792,524,145,117

from the consolidated net income for the year 2012.

Based on the Letter from the Minister of SOEs No. S-758/

MBU/12/2013 dated December 20th, 2013, the Company

is required to deposit an additional dividend amounted to

Rp20,000,000,000 from the Financial Year of 2012 to the

State Treasury. This dividend was paid on December 27th,

2013.

In the GMS for the Financial Year of 2013 which was held

on March 24th, 2014, has been approved the distribution

of cash dividend amounted to Rp309,824,555,423. This

dividend was payable on April 24th, 2014. Mandatory

reserve was also approved by the GMS, amounted to

Rp722,923,962,650 from the consolidated net income

for the year 2013. Based on the Letter from the Minister

of SOEs No. S-788/MBU/12/2014 dated December 23rd,

2014, the Company is required to deposit an additional

dividend amounted to Rp51,637,000,000 from the

Financial Year of 2013 to the State Treasury. This dividend

was paid on December 29th, 2014.


9. program Kepemilikan saham oleh manajemen dan/Atau

Karyawan

Sampai tahun 2015, Angkasa Pura II belum menjadi

perusahaan publik sehingga Perseroan tidak melaksanakan

program kepemilikan saham oleh manajemen dan/atau

karyawan (ESOP/MSOP).

10. Realisasi penggunaan dana Hasil penawaran Umum

Pada tahun 2015, Angkasa Pura II tidak memiliki catatan

mengenai realisasi penggunaan dana hasil penawaran

umum dikarenakan Perseroan belum menjadi perusahaan

publik.

11. Informasi Transaksi material dengan pihak berelasi/

Afiliasi

Kelompok Usaha melakukan transaksi dengan pihak-

pihak berelasi sebagaimana didefinisikan dalam PSAK No.

7 (Revisi 2010), “Pengungkapan Pihak-pihak Berelasi”.

Kebijakan Dividen Tahun Buku

2015 2014 2013 2012

Penghasilan Komprehensif

Tahun Berjalan (dalam Rupiah)

Comprehensive Income For

The Year (in Rupiah)

1.634.682.717.027 1.138.411.756.037 862.457.160.050 1.219,27

Dividen kas yang dibagikan

(dalam Rupiah)

Cash Dividend Distributed (in

Rupiah)

337.464.537.557 219.614.503.465 dan 309.824.555.423 dan

51.637.000.000

426.743.770.446 dan

20.000.000.000

Dividen per lembar saham

Dividend per share

67.493 49.923 72.292 89.349

Rasio Pembagian Dividen

(Payout Ratio)

Dividend Payout Ratio

20% 19,29% 41,91% 36,64%

Keputusan RUPS

GMS Resolutions

Berita Acara RUPS

2015 AP II No. 11

08.03/ 00.1/ 05/

2015/ 0420

08.0301/ 00/ 03/

2014/ 006

RIS-40/ D3. MBU/ 2013

Tanggal RUPS

GMS Date

17 Mei 2016 12 Mei 2015 24 Maret 2014 26 April 2013

Tanggal Pengumuman

Announcement Date

17 Mei 2016 12 Mei 2015 24 Maret 2014 26 April 2013

Dalam RUPS untuk Tahun Buku 2014 yang diselenggarakan

pada tanggal 12 Mei 2015, telah disetujui pembagian

dividen tunai sebesar Rp219.614.503.465. Dividen ini

dibayarkan pada tanggal 9 Juni 2015. Cadangan wajib juga

disetujui oleh RUPS, sebesar Rp856.496.563.515 dari laba

tahun berjalan konsolidasian tahun 2014.

In the GMS for the Financial Year of 2014 which was held

on May 12th, 2015, has been approved the distribution

of cash dividends amounted to Rp219,614,503,465. This

dividend was payable on June 9th, 2015. Mandatory

reserve was also approved by the GMS, amounted to

Rp856,496,563,515 from the consolidated net income for

the year 2014.

Table of Dividend Distribution by Financial YearTabel Distribusi Dividen Tahun Buku

9. management And/or employee stock option program

Until 2015, Angkasa Pura II has not become a public

company so that the Company did not implement the

management and/or employee stock option program

(ESOP/MSOP)

10.Realization Use of proceeds From public offering

In 2015, Angkasa Pura II has no record on the realization

use of proceeds from public offeering because the

Company has not become a public company.

11. Information of material Transactions With Related/

Affiliated party

Group conduct a transaction with related parties as

defined in PSAK No. 7 (Revised 2010), “Related Party

Disclosures”.


Pihak BerelasiRelated Parties

Sifat BerelasiNature of Relationships

TransaksiTransactions

PT Bank Mandiri (Persero) Tbk Dikendalikan oleh Pemerintah

Republik Indonesia

Penempatan kas dan setara kas

PT Bank Negara Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah

Republik Indonesia


PT Bank Rakyat Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah

Republik Indonesia

Penempatan kas dan setara kas/

PT Bank Tabungan Negara (Persero) Tbk Dikendalikan oleh Pemerintah

Republik Indonesia


Perum Lembaga Penyelenggara

Pelayanan Navigasi Penerbangan

Indonesia

Dikendalikan oleh Pemerintah

Republik Indonesia

Piutang lain-lain

PT Garuda Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah

Republik Indonesia

Piutang usaha pihak berelasi

PT Pertamina (Persero) Dikendalikan oleh Pemerintah

Republik Indonesia

Jasa pengisian bahan bakar

pesawat udara

PT Sarana Multi Infrastruktur (Persero) Dikendalikan oleh Pemerintah

Republik Indonesia

Fasilitas pinjaman berjangka

Lembaga Pembiayaan Ekspor Indonesia Dikendalikan oleh Pemerintah

Republik Indonesia

Fasilitas pinjaman berjangka

PT Angkasa Pura Solusi Entitas anak Pemberian pinjaman tanpa bunga

PT Gapura Angkasa Entitas asosiasi Penyertaan saham

Transaksi ini dilakukan berdasarkan persyaratan yang

disetujui oleh kedua belah pihak, dimana persyaratan

tersebut mungkin tidak sama dengan transaksi lain yang

dilakukan dengan pihak-pihak yang tidak berelasi.

Saldo dan transaksi yang material antara Kelompok

Usaha dengan Pemerintah Negara Republik Indonesia

dan entitas berelasi dengan Pemerintah diungkapkan

dalam catatan atas laporan keuangan konsolidasian yang

relevan. Kelompok Usaha memilih untuk mengungkapkan

transaksi dengan entitas berelasi dengan Pemerintah

dengan menggunakan pengecualian dari persyaratan

pengungkapan pihak berelasi.

Dalam kegiatan usaha normal, Kelompok Usaha

melakukan transaksi dengan pihak-pihak berelasi, yang

terafiliasi dengan Kelompok Usaha melalui kepemilikan

langsung dan tidak langsung, dan/atau di bawah kendali

pihak yang sama.









This transaction is based on the terms agreed by both

parties, where these requirements may not be the same

as other transactions conducted with parties who are not

related.

Balances and material transactions between Group with

the Government of the Republic of Indonesia and related

entities with the Government are disclosed in the notes to

the relevant consolidated financial statements. The Group

chose to disclose transactions with related entities with

the Government by using the exception of the related

party disclosure requirements.

In the normal course of business, the Group conducts a

transaction with related parties, which are affiliated with

the Group through direct and indirect ownership, and/or

under the control of the same party.

Nature of Relationships and Transaction TypesSifat Berelasi dan Jenis Transaksi


Rincian sifat hubungan dan jenis transaksi yang signifikan

dengan pihak berelasi adalah sebagai berikut:

12. perubahan peraturan perundang-Undangan Yang

berpengaruh signifikan

Tahun 2015, tidak terdapat perubahan peraturan

perundang-undangan yang berpengaruh signifikan

terhadap perusahaan. sehingga tidak terdapat informasi

mengenai perubahan peraturan perundang-undangan

dan dampaknya terhadap perusahaan.

13. perubahan Kebijakan Akuntansi

Pada tahun 2015, Perusahaan dan Entitas Anak telah

menerapkan semua standar akuntansi revisi serta

interpretasi yang dikeluarkan oleh Dewan Standar

Akuntansi Keuangan dari Ikatan Akuntan Indonesia yang

relevan dengan operasinya dan efektif untuk periode

akuntansi yang dimulai pada tanggal 1 Januari 2015.

Penerapan standar baru dan revisi serta interpretasi

tidak berdampak signifikan terhadap perubahan

kebijakan akuntansi Perusahaan dan Entitas Anak yang

mempengaruhi pengungkapan laporan keuangan

konsolidasi untuk periode berjalan:

A. psAK yang berlaku efektif untuk periode Tahun buku

yang dimulai pada atau setelah Tanggal 1 Januari

2015

Efektif 1 Januari 2015, Perusahaan menerapkan untuk

pertama kali, beberapa standar baru dan revisi standar

yang mengakibatkan penyajian kembali laporan

keuangan konsolidasian tahun sebelumnya. Penerapan

tersebut mencakup PSAK No. 65, “Laporan Keuangan

Konsolidasian”, PSAK No. 66, “Pengaturan Bersama”,

PSAK No. 68, “Pengukuran Nilai Wajar” dan revisi atas

PSAK No. 1 (Revisi 2013), “Penyajian Laporan Keuangan”

dan PSAK No. 24 (Revisi 2013), “Imbalan Kerja”.

PSAK No. 1 (Revisi 2013) “Penyajian Laporan Keuangan”.

Efektif tanggal 1 Januari 2015, Perusahaan menerapkan

PSAK No. 1 (Revisi 2013), “Penyajian Laporan

Keuangan”. PSAK ini mengubah penyajian kelompok

pos-pos dalam Penghasilan Komprehensif Lain. Pos-

pos yang akan direklasifikasi ke laporan laba rugi dan

penghasilan komprehensif lain konsolidasian disajikan

terpisah dari pos-pos yang tidak akan direklasifikasi ke

laporan laba rugi dan penghasilan komprehensif lain

konsolidasian.

Details of the nature of the relationship and the type of

significant transactions with related parties are as follows:

12. Legislation Amendment That Affect significantly

In 2015, there were no amendment in legislation that

have a significant effect on the Company. So there is

no information on the amendment of legislation and its

impact on the Company.

13. Changes In Accounting policy

In 2015, the Company and it Subsidiaries have adopted

all of the new and revised accounting standards and

interpretations issued by the Financial Accounting Standard

Board of the Indonesian Institute of Accountants that are

relevant to their operations and effective for accounting

periods beginning on January 1st, 2015. The adoption

of these new and revised standards and interpretations

has no significant result in changes to the accounting

policies of the Company and its Subsidiaries affected the

comparative consolidated financial statement disclosures

for the current period:

A. psAK which effective for Financial Year beginning on

or after January 1st, 2015

Effective as of January 1st, 2015, the Company adopted

for the first time, several new and revised standards

which resulted in the restatement of the consolidated

financial statements of the previous year. This adoption

includes PSAK No. 65, “Consolidated Financial

Statements”, PSAK No. 66, “Joint Arrangement”, PSAK

No. 68, “Fair Value Measurement” and a revision on

PSAK No. 1 (Revised 2013), “Presentation of Financial

Statements” and PSAK No. 24 (revised 2013), “Employee

Benefits”.

PSAK No. 1 (Revised 2013) “Presentation of Financial

Statements”.

Effective as of January 1st, 2015, the Company adopted

PSAK No. 1 (Revised 2013), “Presentation of Financial

Statements”. This PSAK changes the presentation of

items group of Other Comprehensive Income. Items

that will be reclassified to the income statement

and the consolidated other comprehensive income

is presented separately from items that will not be

reclassified to income statement and consolidated

other comprehensive income.


PSAK revisi ini juga menjelaskan bahwa laporan posisi

keuangan ketiga pada awal periode komparatif, yang

disajikan sebagai akibat penyajian retrospektif atau

reklasifikasi pos-pos dalam laporan keuangan tidak

perlu disertai dengan penyajian catatan yang terkait

dengan laporan posisi keuangan awal periode tersebut.

Laporan keuangan konsolidasian ini disusun

berdasarkan konsep akrual dengan menggunakan

konsep biaya historis, kecuali untuk beberapa akun

tertentu yang diukur berdasarkan pengukuran

sebagaimana diuraikan dalam kebijakan akuntansi

masing- masing akun tersebut.

Mata uang pelaporan yang digunakan dalam

penyusunan laporan keuangan konsolidasian adalah

rupiah, yang juga merupakan mata uang fungsional

Perusahaan. Setiap entitas di dalam Perusahaan

menetapkan mata uang fungsional sendiri dan

transaksi-transaksi di dalam laporan keuangan dari

setiap entitas diukur berdasarkan mata uang fungsional

tersebut.

Dampaknya terhadap laporan keuangan

Penerapan PSAK ini hanya mempengaruhi penyajian

dan tidak berpengaruh terhadap posisi keuangan dan

kinerja keuangan Perusahaan.

PSAK No. 65, “Laporan Keuangan Konsolidasian” dan

PSAK No. 67, “Pengungkapan Kepentingan Dalam

Entitas Lain”

Penerapan PSAK No. 65, “Laporan Keuangan

Konsolidasian” dan PSAK No. 67, “Pengungkapan

Kepentingan Dalam Entitas Lain” menambahkan

pengungkapan yang disyaratkan pada laporan

keuangan konsolidasian. Beberapa revisi standar lain

diterapkan pertama kali pada tahun 2015 namun

tidak berdampak terhadap laporan keuangan

konsolidasian Perusahaan. PSAK No. 67 mensyaratkan

entitas untuk mengungkapkan kepentingan dalam

entitas anak, pengaturan bersama, entitas asosiasi

dan entitas terstruktur.


Penerapan PSAK No. 65 dan PSAK No.67 tidak

berdampak terhadap laporan keuangan konsolidasian

Perusahaan.

PSAK No. 66, “Pengaturan Bersama”

Laporan keuangan konsolidasian mencakup akun-

akun Perusahaan dan Entitas Anak (selanjutnya

disebut “Kelompok Usaha”). Penerapan PSAK No. 66,

“Pengaturan Bersama” menghendaki Laporan









This revised PSAK also explained that the third

financial position statements at the beginning of the

comparative period, which was presented as a result

of the retrospective presentation or reclassification of

items in the financial statements does not need to be

accompanied by the presentation of the notes related

to the statement of financial position at the beginning

of the period. This consolidated financial statements

have been prepared based on the accrual basis using

the historical cost basis, except for certain accounts

which are measured by the measurement as described

in the accounting policies of each account.

The reporting currency used in the presentation of the

consolidated financial statements is the Indonesian

Rupiah, which is also the functional currency of the

Company. Each entity within the Company determines

its own functional currency and transactions in the

financial statements of each entity are measured based

on the functional currency.

Impact on the financial statements

The adoption of this PSAK only affects the presentation

and had no impact on the financial position and

financial performance of the Company.

PSAK No. 65, “Consolidated Financial Statements” and

PSAK No. 67, “Disclosure of Interests in Other Entities”

The adoption of PSAK No. 65, “Consolidated Financial

Statements” and PSAK No. 67, “Disclosure of Interests

in Other Entities” adds the disclosures required in

the consolidated financial statements. Several other

standard revision was first implemented in 2015 but had

no impact on the Company’s consolidated financial

statements. PSAK No. 67 requires an entity to disclose

interests in subsidiaries, joint arrangements, associate

entities and structured entities.


Adoption of PSAK No. 65 and PSAK No. 67 had no

impact on the Company’s consolidated financial

statements.

PSAK No. 66, “Joint Arrangements”

Consolidated financial statements consists of accounts

of the Company and its Subsidiaries (hereinafter “the

Group”). Adoption of PSAK No. 66, “Joint Arrangements”

requires the Financial Statements of


keuangan Entitas Anak mencakup akun-akun Entitas Anak

dan Kerjasama Operasi dibawah ini sesuai dengan

PSAK No. 66 (selanjutnya disebut “KSO”), dimana Entitas

Anak mengakui proporsi hak atas aset dan kewajiban

atas liabilitas berdasarkan pengaturan bersama sebagai

berikut:

KSO Jenis UsahaBusiness Types

DomisiliDomicilei

Keemilikan (%)Ownership (%)

Total Aset sebelum EliminasiTotal Assets before Elimination

2015 2014 2013 2015 2014 2013

KSO AP

Solusi

Premair

Menyediakan

jasa pelayanan

penumpang di

bandara (ruang

tunggu)

Provide passenger

services at the

airport (waiting

room).

Halim,

Jakarta51 51 - 5.128.936.029 3.045.013.278 -

KSO AP

Solusi

Mandai

Prima

Menyediakan

jasa pelayanan

penumpang di

bandara (ruang

tunggu).

Provide passenger

services at the

airport (waiting

room).

Tangerang 60 60 - 4.178.029.238 3.633.085.915 -

Solusi

Blue

Sky

Menyediakan jasa

pelayanan

penumpang di

bandara (ruang

tunggu).

Provide passenger

services at the

airport (waiting

room).

Medan 51 51 - 22.053.852.408 18.841.332.361 -

KSO AP

Solusi - TB

Menyediakan jasa

pelayanan

penumpang di

bandara (ruang

tunggu).

Provide passenger

services at the

airport (waiting

room).

Medan 60 60 - 13.082.905.220 3.822.359.602 -

Subsidiaries to include the accounts of the Subsidiaries

and Joint Operations below in accordance with

PSAK No. 66 (hereinafter referred to “KSO”), whereby

the Subsidiaries recognizes the proportion of rights

on assets and liabilities on liabilities based on joint

arrangements as follows:




dan tidak berdampak terhadap laporan keuangan

konsolidasian Perusahaan.

PSAK No. 68, “Pengukuran Nilai Wajar”

Efektif tanggal 1 Januari 2015, Kelompok Usaha

menerapkan PSAK No. 68, “Pengukuran Nlai Wajar”.

PSAK ini, antara lain, memberikan panduan tentang

bagaimana pengukuran nilai wajar ketika nilai wajar

disyaratkan atau diizinkan. Penerapan PSAK ini tidak

berpengaruh signifikan terhadap laporan keuangan

konsolidasian. Kelompok Usaha mengukur instrumen

keuangan pada nilai wajar setiap tanggal pelaporan.

Pengungkapan nilai wajar instrumen keuangan

disajikan dalam Catatan 47.

Nilai wajar adalah harga yang akan diterima untuk

menjual suatu aset atau harga yang akan dibayar

untuk mengalihkan suatu liabilitas dalam transaksi

teratur antara oelaku pasar pada tanggal pengukuran.

Pengukuran nilai wajar berdasarkan asumsi bahwa

transaksi untuk menjual aset atau mengalihkan liabilitas

terjadi di:

• Pasar utama untuk aset dan liabilitas tersebut,

atau

• jika tidak terdapat pasar utama, di pasar yang

paling menguntungkan untuk aset atau liabilitas

tersebut.

• Kelompok Usaha harus memiliki akses ke pasar

utama atau pasar yang paling menguntungkan.

Nilai wajar dari aset atau liabilitas diukur menggunakan

asumsi yang akan digunakan oleh pelaku pasar pada

saat melakukan penilaian aset atau liabilitas, dengan

asumsi bahwa pelaku pasar akan bertindak atas

kepentingan ekonomi terbaik mereka.

Kelompok Usaha menggunakan teknik penilaian

yang sesuai dengan kondisi Perusahaan dan dimana

terdapat ketersediaan data yang cukup untuk

mengukur nilai wajar, memaksimalisasi penggunaan

data masukan yang dapat diobservasi yang relevan dan

meminimalisasi penggunakan data masukan yang tidak

dapat diobservasi.

Semua aset dan liabilitas yang diukur dengan nilai

wajar atau diungkapkan dalam laporan keuangan

dikategorikan dalam hirarki nilai wajar berdasarkan

tingkat masukan paling rendah yang signifikan terhadap

pengukuran nilai wajar secara keseluruhan :

• Tingkat 1 - harga kuotasian (tidak disesuaikan) di

pasar aktif untuk aset atau liabilitas yang identik;

• Tingkat 2 - teknik-teknik lain atas semua masukan

yang memiliki efek signifikan terhadap nilai wajar










Adoption of this PSAK only affects the presentation

and had no impact on the Company’s consolidated

financial statements.

PSAK No. 68, “Fair Value Measurement”

Effective as of January 1st, 2015, the Group adopted

PSAK No. 68 “Fair Value Measurement”. This PSAK,

among others, provides guidance on how to measure

fair value when the fair value is required or permitted.

Adoption of this PSAK has no significant effect on

the consolidated financial statements. The Group

measures the financial instruments at fair value each

reporting date. Disclosure of the fair value of financial

instruments are presented in Note 47.

Fair value is the price that would be received to sell

an asset or the price that would be paid to transfer a

liability in an orderly transaction between the market

participants at the measurement date. Fair value

measurement is based on the assumption that the

transaction to sell the assets or transfer the liabilities

occurs in:

• The main markets for these assets and liabilities, or

• if there are no major market, in the most

advantageous market for these assets and

liabilities.

• The Group must have access to the main markets

or the most advantageous market.

The fair value of the assets or liabilities is measured

using the assumptions that market participants would

use when assessing the assets or liabilities, assuming

that market participants would act on their best

economic interests.

The Group uses assessment techniques that are

appropriate to the condition of the Company and

where there is sufficient data available to measure fair

value, maximize the use of observable input data that

are relevant and minimize the use of input data that can

not be observed.

All assets and liabilities measured at fair value or

disclosed in the financial statements are categorized

within the fair value hierarchy based on the lowest

input level that is significant to the overall fair value

measurement:

• Level 1 - Quoted price (not adjusted) in active

markets for identical assets or liabilities.;

• Level 2 - Other techniques for all input that has a

significant impact on the recorded fair value are


• yang tercatat dapat diobservasi, baik secara

langsung maupun tidak langsung;

• Tingkat 3 - teknik yang menggunakan masukan

yang memiliki pengaruh signifikan terhadap

nilai wajar yang tercatat yang tidak berdasarkan

data pasar yang dapat diobservasi.

Untuk aset dan liabilitas yang diakui dalam laporan

keuangan dalam basis yang berulang, Kelompok

Usaha menentukan apakah transfer telah terjadi antara

tingkat dalam hirarki dengan menilai ulang kategori

(berdasarkan tingkat masukan paling rendah yang

signifikan terhadap pengukuran nilai wajar secara

keseluruhan) pada setiap akhir periode pelaporan.





PSAK No. 24 (Revisi 2013), “Imbalan Kerja”

Perusahaan menerapkan dini dan membukukan

imbalan pasca kerja sesuai PSAK No. 24 (Revisi 2013),

“Imbalan Kerja”.





b. standar akuntansi yang telah disahkan namun belum

berlaku efektif

Standar akuntansi dan interpretasi yang telah disahkan oleh

Dewan Standar Akuntansi Keuangan (DSAK), tetapi belum

berlaku efektif untuk laporan keuangan konsolidasian

tahun berjalan diungkapan dibawah ini. Perusahaan

bermaksud untuk menerapkan standar tersebut, jika

dipandang relevan, saat telah menjadi efektif.

1. Amandemen PSAK No. 1, “Penyajian Laporan Keuangan

tentang Prakarsa Pengungkapan”. Amandemen ini

mengklarifikasi, bukan mengubah secara signifikan,

persyaratan PSAK No. 1, antara lain, mengklasifikasi

mengenai materialitas, fleksibilitas urutan sistematis

catatan atas laporan keuangan dan pengidentifikasian

kebijakan akuntansi signifikan.

2. Amandemen PSAK No. 16, “Aset Tetap” tentang

Klarifikasi Metode yang Diterima untuk Penyusutan

dan Amortisasi. Amandemen ini mengklarifikasi prinsip

yang terdapat dalam PSAK No. 16 dan PSAK No. 19,

• observable, either directly or indirectly through

other techniques for all input that has a significant

effect on the recorded fair value are observable,

both directly or indirectly;

• Level 3 - Techniques which use inputs that have

a significant effect on the recorded fair value that

are not based on observable market data.

For assets and liabilities that are recognized in the

financial statements on the repetitive basis, the Group

determines whether a transfer has occurred between

levels in the hierarchy with reassessing categories

(based on the lowest input levels that are significant to

the fair value measurement as a whole) at the end of

each reporting period.





PSAK No. 24 (Revised 2013), “Employee Benefits”

The Company adopted early and recorded a post-

retirement benefits in accordance with PSAK No. 24

(Revised 2013), “Employee Benefits”.





b. Accounting standards that have been ratified but not

yet effective

Accounting standards and interpretations which have

been ratified by the Financial Accounting Standards

Board (DSAK), but not yet effective for the current year

consolidated financial statements are disclosed below.

The Company intends to adopt such standards, if

deemed relevant, once they become effective.

1. Amendment of PSAK No. 1, “Presentation of

Financial Statements on Disclosure Initiatives”. This

amendment clarifies, not significantly changes

the requirements of PSAK No. 1, among others, to

classify the materiality, the flexibility of systematic

sequence of notes on the financial statements and

identification of significant accounting policies.

2. Amendment of PSAK No. 16, “Fixed Assets”.

Clarification of Acceptable Methods for Depreciation

and Amortization. This amendment clarifies the

principle contained in PSAK No. 16 and PSAK No. 19,


“Aset tak berwujud” bahwa pendapatan mencerminkan

suatu pola manfaat ekonomik yang dihasilkan dari

pengoperasian usaha (yang mana aset tersebut adalah

bagiannya) dari pada manfaat ekonomik dari pemakaian

melalui penggunaan aset. Sebagai kesimpulan bahwa

penggunaan metode penyusutan aset tetap yang

berdasarkan pada pendapatan adalah tidak tepat.

3. Amandemen PSAK No. 24, “Imbalan Kerja tentang

Program Imbalan Pasti: Iuran Pekerja”. PSAK No. 24

meminta entitas untuk memperhatikan iuran dari

pekerja atau pihak ketiga ketika memperhitungkan

program manfaat pasti. Ketika iuran tersebut

sehubungan dengan jasa, harus diatribusikan

pada periode jasa sebagai imbalan negatif.

Amandemen ini mengklarifikasi bahwa, jika jumlah

iuran tidak bergantung pada jumlah tahun jasa, entitas

diperbolehkan untuk mengakui iuran tersebut sebagai

pengurang dari biaya jasa dalam periode ketika jasa

terkait diberikan, daripada alokasi iuran tersebut pada

periode jasa.

4. Amandemen PSAK No. 15, “Investasi Pada Entitas

Asosiasi dan Ventura Bersama” tentang Entitas

Investasi: Penerapan Pengecualian Konsolidasian.

Amandemen ini memberikan klarifikasi pada paragraf

36A tentang pengecualian konsolidasian untuk entitas

investasi ketika kriteria tertentu terpenuhi.

5. PSAK No. 5 (Penyesuaian 2015): Segmen Operasi.

Penyesuaian ini mengklarifikasi:

• Entitas mengungkapkan pertimbangan yang dibuat

manajemen dalam penerapan kriteria agregasi

PSAK No. 5 paragraf 12 termasuk penjelasan singkat

segmen operasi yang digabungkan dan karakteristik

ekonomi.

• Pengungkapan rekonsiliasi aset segmen terhadap

total aset jika rekonsiliasi dilaporkan kepada

pengambil keputusan operasional, demikian juga

untuk pengungkapan liabilitas segmen.

6. PSAK No. 7 (Penyesuaian 2015): Pengungkapan Pihak-

pihak Berelasi. Penyesuaian ini mengklarifikasi bahwa

entitas manajemen (entitas yang menyediakan jasa

personil manajemen kunci) adalah pihak berelasi yang

dikenakan pengungkapan pihak berelasi. Dan entitas

yang memakai entitas manajemen mengungkapkan

biaya yang terjadi untuk jasa manajemennya.

7. PSAK No. 13 (Penyesuaian 2015): Properti Investasi.

Penyesuaian ini memberikan klarifikasi bahwa PSAK









“Intangible Assets” that income reflects a pattern of

economic benefits resulting from the operations of

the business (in which the assets is part of it) from

the economic benefits of a usage through the use of

the assets. As a conclusion that the use of methods

of depreciation of fixed assets based on income is

not correct.

3. Amendment of PSAK No. 24, “Employee Benefits

on the Defined Beneft Plan: Workers Contribution”.

PSAK No. 24 requests the entity to consider the

contribution of workers or third parties while taking

into account the defined benefit plan. When such

contribution is related with services, should be

attributed to the period of service as a negative

reward. This amendment clarifies that, if the

amount of contributions does not depend on the

number of years of services, the entity is allowed

to recognize the contribution as a deduction of

the cost of services in the period when the related

service is provided, rather than the allocation of the

contribution in the services period.

4. Amendment of PSAK No. 15, “Investment in

Associates and Joint Ventures” on Investment

Entities: Adoption of Consolidated Exemption. This

amendment provides clarification in paragraph

36A on the consolidated exemption for investment

entities when certain criteria are met.

5. PSAK No. 5 (Adjustments 2015): Operating

Segments. This adjustments clarify:

• An entity shall disclose the management

judgements in the adoption of aggregation

criteria of PSAK No. 5 paragraph 12 including a

brief explanation of the aggregated operating

segments and economic characteristics.

• Disclosure of segment assets reconciliation

against total assets if reconciliation is report to

the operating decision maker, as well as for the

disclosure of segment liabilities.

6. PSAK No.7 (Adjustments 2015): Related Party

Disclosures. This adjustment clarifies that the

management entity (entity that provides services

of key management personnels) is a related party

that is subject to disclosure of related parties. And

entities that use management entity disclose the

cost incurred for its management services.

7. PSAK No. 13 (Adjustments 2015): Investment

Property. This adjustment clarifies that PSAK No. 13


13 dan PSAK No. 22 saling mempengaruhi. Entitas

dalat mengacu pada PSAK No. 13 untuk membedakan

antara properti investasi dan properti yang digunakan

sendiri. Entitas juga dapat mengacu pada PSAK No.

22 sebagai pedoman apakah akuisisi properti investasi

merupakan kombinasi bisnis.

8. PSAK No. 16 (Penyesuaian 2015): Aset Tetap.

Penyesuaian ini mengklarifikasi bahwa dalam PSAK

No. 16 dan PSAK No. 19 aset dapat direvaluasi dengan

mengacu pada data pasar yang dapat diobservasi

terhadap jumlah tercatat bruto ataupun neto. Sebagai

tambahan, akumulasi penyusutan atau amortisasi

adalah perbedaan antara jumlah tercatat bruto dan

jumlah tercatat aset tersebut. Jumlah tercatat aset

tersebut disajikan kembali pada jumlah revaluasiannya.

9. PSAK No. 19 (Penyesuaian 2015): Aset Takberwujud.

Penyesuaian ini mengklarifikasi bahwa dalam PSAK

No. 16 dan PSAK No. 19 aset dapat direvaluasi dengan

mengacu pada data pasar yang dapat diobservasi

terhadap jumlah tercatat bruto ataupun neto. Sebagai

tambahan, akumulasi penyusutan atau amortisasi

adalah perbedaan antara jumlah tercatat bruto dan

jumlah tercatat aset tersebut. Jumlah tercatat aset

tersebut disajikan kembali pada jumlah revaluasiannya.

10. PSAK No. 22 (Penyesuaian 2015): Kombinasi Bisnis.

Penyesuaian ini memberikan klarifikasi ruang lingkup

dan kewajiban membayar imbalan kontijensi yang

memenuhi definisi instrumen keuangan diakui sebagai

liabilitas keuangan atau ekuitas.

11. PSAK No. 25 (Penyesuaian 2015): Kebijakan Akuntansi,

Perubahan Estimasi Akuntansi dan Kesalahan.

Penyesuaian ini memberikan koreksi editorial pada

PSAK No. 25 paragraf 27.

12. PSAK No. 68 (Penyesuaian 2015): Pengukuran

Nilai Wajar. Penyesuaian ini mengklarifikasi bahwa

pengecualian portofolio dalam PSAK No. 68 dapat

diterapkan tidak hanya kelompok aset keuangan dan

liabilitas keuangan, tetapi juga diterapkan pada kontrak

lain dalam ruang lingkup PSAK No. 55.

13. ISAK 31: Interprestasi atas ruang lingkup PSAK No. 13:

Properti Investasi. ISAK 13 ini memberikan interprestasi

atas karakteristik bangunan yang digunakan sebagai

bagian dari definisi property investasi dalam PSAK No. 13.

and PSAK No. 22 affect each other. Entity can refer to

PSAK No. 13 to differentiate between investment

property and owner-occupied property. Entity may

also refer to PSAK No. 22 as a guidelines whether the

acquisition of an investment property is a business

combination.

8. PSAK No. 16 (Adjustments 2015): Fixed Assets. This

adjustment clarifies that under PSAK No. 16 and

PSAK No. 19, assets can be revaluated by reference

to observable market data against the gross or net

carrying amount. In addition, the accumulated

depreciation or amortization is the difference

between the gross carrying amount and the assets

carrying amount. Such assets carrying amount are

restated on its revaluation amount.

9. PSAK No. 19 (Adjustments 2015): Intangible Assets.

This adjustment clarifies that under PSAK No. 16 and

PSAK No. 19, assets can be revaluated by reference

to observable market data against the gross or net

carrying amount. In addition, the accumulated

depreciation or amortization is the difference

between the gross carrying amount and the assets

carrying amount. Such assets carrying amount are

restated on its revaluation amount.

10.PSAK No. 22 (Adjustments 2015): Business

Combination. This adjustment provides clarification

of the scope and obligation to pay contingent

rewards that meet the definition of financial

instruments recognized as financial liabilities or

equity.

11. PSAK No. 25 (Adjustments 2015): Accounting Policy.

Changes in Accounting Estimates and Errors. This

adjustment provides editorial corrections in PSAK

No. 25 paragraph 27.

12. PSAK No. 68 (Adjustments 2015): Fair Value

Measurement. This adjustment clarifies that porfolio

exemptions in PSAK No. 68 can be adopted not

just for the group of financial assets and financial

liabilities, but also adopted to other contracts within

the scope of PSAK No. 55.

13. ISAK 31: Interpretation on the scope of PSAK No. 13:

Investment Property. ISAK 13 provides interpretation

on the building characteristics used as part of the

definition of investment property under PSAK No.

13.



Perusahaan sedang mengevaluasi dampak dari standar

akuntansi tersebut dan belum menentukan dampaknya

terhadap laporan keuangan konsolidasian.

14. Informasi Kelangsungan Usaha

Hal-Hal yang Berpotensi Berpengaruh Signifikan terhadap

Kelangsungan Usaha

Sampai dengan tahun 2015, Angkasa Pura II tidak

memiliki hal-hal yang berpengaruh signifikan terhadap

kelangsungan usaha.

Asumsi Dasar Kelangsungan Usaha

Asumsi tersebut berlandaskan pada posisi Angkasa Pura II,

jika dilihat dari analisis kekuatan (strengths) dan kelemahan

(weaknesses), peluang (opportunities) dan hambatan

(threatment), serta identifikasi.

Kekuatan Angkasa Pura II

• KeunggulanKompetitifPerseroan

Pengalaman di bidang pengelolaan bandar udara sejak

berdiri tahun 1995, Perseroan telah menunjukkan

kemajuan peningkatan usaha yang pesat dalam bisnis

jasa kebandarudaraan melalui penambahan berbagai

sarana prasarana dan peningkatan kualitas pelayanan

pada bandara yang dikelolanya. Perseroan telah

mengelola 13 Bandara, yaitu Bandara Soekarno-Hatta

(Jakarta), Halim Perdanakusuma (Jakarta),Kuala Namu

(Medan), Supadio (Pontianak), Minangkabau (Padang),

Sultan Mahmud Badaruddin II (Palembang), SultanSyarif

Kasim II (Pekanbaru), Husein Sastranegara (Bandung),

SultanIskandarmuda (Banda Aceh), Raja Haji Fisabilillah

(Tanjungpinang),Sultan Thaha (Jambi), Depati Amir

(Pangkalpinang) dan BandaraSilangit (Tapanuli Utara)

serta potensi peluang bandara baru seperti Kertajati,

Batam dan Karawang.

• ReputasidancitraPerseroanyangbaik

Reputasi dan citra Perseroan menjadi modal yang cukup

untuk melakukan pengembangan usaha diantaranya

penghargaan Internasional pada tahun 2014 yaitu The

#4 World’s Most Improved Airport 2014 dari SKYTRAX

untuk Bandara Soekarno Hatta, Mapping Certificate

Airport Carbon Accreditation for Soekarno-Hatta

International Airport dari Airport Council International

(ACI) dan Kualanamu International Airport, Medan

Official 4-Star Skytrax Airport pada tahun 2015.









Impact on the financial statemens

The Company is currently evaluating the impact

of these accounting standards and has not yet

determined the impact on the consolidated financial

statements.

14. business Continuity Information

Matters Potentially Impact Significantly Against the

Business Continuity

Until 2015, Angkasa Pura II did not have any matters that

significantly impact the business continuity.

Basic Assumptions of Business Continuity

That assumption is based on the position of Angkasa Pura

II, if seen from the analysis of strengths and weaknesses,

opportunities and threats, as well as identification.

Strengths of Angkasa Pura II

• TheCompany’sCompetitiveAdvantage

Experience in the field of airports management since

its establishment in 1995, the Company has shown

rapid progress in business improvement of airport

services business through the addition of a variety

of infrastructure and improvement of service quality

at the airports it manages. The Company has been

managing 13 Airports, namely Soekarno-Hatta Airport

(Jakarta), Halim Perdanakusuma (Jakarta), Kuala Namu

(Medan), Supadio (Pontianak), Minangkabau (Padang),

Husein Sastranegara (Bandung), Sultan Iskandar Muda

(Banda Aceh), Raja Haji Fisabilillah (Tanjung Pinang),

Sultan Thaha (Jambi), Depati Amir (Pangkal Pinang)

and Silangit Airport (Tapanuli Utara) as well as potential

opportunities of the new airports such as Kertajati,

Batam and Karawang.

• TheCompany’sgoodreputationandimage

The Company’s reputation and image become an

adequate capital for business development including

the International award in 2014 namely The #4

World’s Most Improved Airport 2014 from SKYTRAX for

Soekarno-Hatta Airport, Mapping Certificate Airport

Carbon Accreditation for Soekarno-Hatta International

Airport from Airport Council International (ACI) and

Kualanamu International Airport, Medan with Official

4-Star Skytrax Airport in 2015.


• KekuatanfinansialdanasetPerusahaan

Perseroan menunjukkan kinerja keuangan yang sehat

serta memiliki aset Perusahaan yang signifikan dalam

menjalankan kegiatan operasionalnya. Pada tahun

2014 Perseroan mendapatkan laba bersih Rp1,13 triliun

Rp1,69 triliun dan meningkat sebesar Rp560,55 miliar

pada tahun 2015 sebesar Rp1,69 triliun dengan CAGR

6.9%. Kekuatan Aset perusahaan pada tahun 2015

sebesar Rp20,27 triliun, meningkat sebesar Rp4,34

triliun dibandingkan total aset pada tahun 2014 sebesar

Rp15,93 triliun dengan CAGR 16.4%. Angka-angka ini

menunjukkan secara finansial dan aset Perseroan

memiliki kapabilitas untuk bersaing dan berkembang

lebih pesat lagi di pasar modal.

• Perseroan mengelola beberapa bandar udara yang

potensial

Beberapa bandar udara seperti Bandar Udara Soekarno-

Hatta, Bandar Udara Kualanamu, serta beberapa

bandar udara lainnya yang terletak di ibukota propinsi

berpotensi besar untuk terus berkembang. Posisi

Bandara Soekarno Hatta sangat memungkinkan untuk

dikembangkan menjadi main international country hub

di Indonesia dengan fokus Asia, Eropa, Australia dan

NewZealanddansebagai regionalhubyangberfokus

pada Australia/NZ dengan tujuan koridor Asia/Eropa.

Hal ini dapat dilakukan dengan mulai meningkatkan lalu

lintas penerbangan menuju Indonesia melalui CGK dari

30% saat ini menjadi 50%.

Potensi Bandara Kualanamu juga tidak kalah penting,

sebagai secondary international country hub di

Indonesia yang berfokus pada Asia Tenggara, Timur

Tengah dan India. Hal ini sejalan dengan Rencana

Jangka Panjang Kementerian Perhubungan untuk

menjadikan Kualanamu sebagai Pintu Gerbang Wilayah

Barat Negara. Posisi Kualanamu sebagai secondary

Hub dapat segera dilakukan dengan memperkuat

konektivitas domestik dimulai dengan membuka

jalur penerbangan langsung ke Denpasar, Bali dan

Balikpapan.

Sedangkan pengembangan bandara-bandara selain

CGK dan KNO dilakukan dengan mengembangkan

kerjasama dengan Airlines dan pemerintah Lokal

dengan meningkatkan konektivitas melalui peningkatan

jumlah penerbangan langsung pada daerah tujuan

utama di berbagai wilayah Indonesia.

• Potensipemanfaatanlahandisekitarbandarudara

Pada beberapa bandar udara yang dikelola oleh

Perseroan masih terdapat lahan di sekitarnya yang dapat

• TheCompany’sfinancialandassetspower

The Company demonstrated a healthy financial

performance and have significant assets of the

Company in conducting its operational activities. In

2014, the Company obtained a net income of Rp1.13

trillion and increased in 2015 to Rp1.69 trillion with a

CAGR of 6.9%. The Company’s assets power in 2015

amounted to Rp20.27 trillion, increased by Rp4.34

trillion compared to the total assets in 2014 amounted

to Rp15.93 trillion with CAGR of 16.4%. These figures

show the Company’s financial and assets have the

capability to compete and grow more rapidly in the

capital market.show the Company’s financial and

assets have the capability to compete and grow more

rapidly in the capital market.

• TheCompanymanagesseveralpotentialairports

Several airports such as Soekarno-Hatta Airport,

Kualanamu Airport, as well as several other airports

located in the provincial capital has great potential

to continue to grow. The position of Soekarno-Hatta

Airport is very possible to be developed into the main

international country hub in Indonesia with a focus

on Asia, Europe, Australia and New Zealand and as

regional hub focusing on Australia/NZ with the aim

of Asia/Europe corridors. This can be implemented

by starting to increase flight traffic towards Indonesia

through CGk from 30% currently to 50%.

The potential of Kualanamu Airport is also important, as

a secondary international country hub in Indonesia that

focuses on Southeast Asia, the Middle East and India.

This is in line with the Long-Term Plan of the Ministry

of Transportation to make Kualanamu as the Gateway

of the western region of the country. Kualanamu

position as a secondary Hub can soon be implemented

by strengthening the domestic connectivity starting

with the opening of direct flights to Denpasar, Bali and

Balikpapan.

While the development of airports other than CGK and

KNO is conducted by developing partnerships with local

airlines and government by improving connectivity

through an increased number of direct flights to main

destinations in various parts of Indonesia.

• Landusagepotentialaroundairports

In several airports managed by the Company, there are

still land available in the surrounding that can be used


dimanfaatkan untuk pengembangan bisnis, diantaranya

KNO dengan luas lahan 140Ha sangat cocok untuk

dikembangkan menjadi Kawasan bisnis dan perhotelan

serta bandara-bandara Perseroan lainnya seperti PKU,

PDG, PLM serta PNK.

peluang Angkasa pura II

• Pertumbuhanangkutanudarasetiaptahunnya


berpotensi meningkatkan pendapatan aeronautika

dan pendapatan non aeronautika. Potensi yang cukup

besar bagi Indonesia jika melihat pertumbuhan pasar

angkutan udara di Timur Tengah 1,5%, Asia 8,3%, dan

China 7,8% (sumber: Boeing CMO forecast 2014).

• BerkembangnyaLowCostCarrier(LCC)

Perkembangan Low Cost Carrier (LCC) mendukung

peningkatan jumlah penumpang setiap tahunnya.

Adanya penerbangan murah seperti Lion Air, Citilink

dan Air Asia meningkatkan minat masyarakat untuk

melakukan perjalanan dengan pesawat udara sehingga

berpengaruh pada pendapatan Perseroan sebagai

pengelola bandar udara.

• Potensi pertumbuhan bisnis dan ekonomi di sekitar

bandar udara


sekitar bandar udara yang memberikan hubungan

timbal balik dengan bandar udara sebagaimana analisis

berikut: Sejalan dengan perkembangan bisnis aviation

secara global, bandar udara tidak hanya fokus pada

jasa pelayanan bandara namun juga harus memperjelas

posisi strategisnya sebagai bandar udara asal/tujuan,

transit, dan domestik atau internasional hub. Hal ini

yang sedang dijalankan di Perseroan dalam pengelolaan

13 Bandara nya dengan menentukan cluster bandara

menjadi sehingga menjadi jelas arah pengembangan

bisnis masing-masing bandara.

Untuk peningkatan pendapatan Perseroan juga lebih

agresif pada bisnis non-aero seperti retail, logistik dan

Airport city dengan membentuk anak perusahaan yang

khusus pada bidang usaha retail, properti dan kargo

pada tahun 2016. Pengembangan potensi bisnis juga

tidak terlepas dari teknologi dan kapabilitas bandara

dalam memberikan efesiensi dan pelayanan kepada

pelanggan. Hal ini dilakukan perseroan dengan

menggunakan teknologi terbaru untuk meningkatkan

kenyamanan penumpang di Bandara KNO melalui

pemeriksaan bagasi dengen menggunakan teknologi

Integrated Baggage Handling System untuk mengurangi

antrian penumpang pada saat pemeriksaan. Secara

korporasi penggunaan media sosial dan aplikasi









for business development, including KNO with area of

140Ha is very suitable to be developed into a business

district and hospitality as well as the other Company’s

airports such as PKU, PDG, PLM and PNK.

opportunities of Angkasa pura II

• Airtransportannualgrowth

The annual growth of air transport has the potential to

increase aeronautical income and non-aeronautical

income. A considerable potential for Indonesia if seen

from the air transport market growth in the Middle East

by 1.5%, Asia 8.3%, and China 7.8% (source: Boeing

CMO forecast 2014).

• DevelopmentofLowCostCarrier(LCC)

The development of Low Cost Carrier (LCC) supports

an increase in the number of passengers annually. The

existence of low cost carrier such as Lion Air, Citilink

and Air Asia increased the community interest to travel

by air so it affects th Company’s revenue with the aiport

management.

• Businessandeconomicsgrowthpotentialaroundthe

airports

The potential for business and economics growth

around the airports that provide a reciprocal relationship

with the airports as the following analysis: In line with

the global aviation business development, airports are

not only focusing on airport services but should also

clarify its strategic position as the airport of origin/

destination, transit, and domestic or international hub.

This is being carried out in the Company in managing

its 13 Airports by specifying airport clusters so it

became clear the business development direction for

each airport.

To increase its revenues, the Company is also more

aggressive on non-aero businesses such as retail,

logistics and Airport city by establishing a subsidiary

specialized in the business fields of retail, property

and cargo in 2016. The development of business

potential can not be separated from technologies

and capabilities of airports in providing efficiency

and service to customers. This is conducted by the

Company using the latest technology to improve the

comfort of passengers at KNO Airport through the

baggage check by using the technologgy of Integrated

Baggage Handling System to reduce the queues of

passengers at the time of inspection. In the corporate

manner, the use of social media and applications of


masing-masing bandara yang dikelola perseroan

untuk memudahkan penumpang dalam mendapatkan

informasi penerbangan dan menyampaikan komplain.

• Potensi pengembangan pariwisata di wilayah

Indonesia Barat

Banyaknya tempat pariwisata yang sedang

dikembangkan sehingga dengan promosi yang tepat,

traffic ke dan menuju ke daerah di Indonesia bisa

ditingkatkan. Pengembangan pulau Bintan dan Sumatra

Barat, sebagai kawasan wisata meningkatkan potensi

bandara TNJ dan BIM untuk meningkatkan traffic

penerbangan langsung internasional di kawasan Asia.

each airport managed by the Company to facilitate

passengers to get flight information and submit a

complaint.

• Tourism development Potential inWestern Indonesia

region


so that with the right promotion, the traffic to and

headed to areas in Indonesia can be improved.

Development of Bintan Island and West Sumatra, as

a tourism site increases the potential of TNJ and BIM

airports to increase the traffic of international direct

flight in Asia region.

264264

265265

beyondchallengetata kelolaperusahaanGood Corporate Governance


landasan penerapandan prinsip GCGGCG Basis and Principles

Angkasa Pura II memahami bahwa tata kelola perusahaan

yang baik (good corporate governance/GCG) merupakan

acuan standar yang wajib diterapkan oleh BUMN sebagai

landasan operasional kegiatan usaha perusahaan

sebagaimana ditetapkan dalam Peraturan Menteri Negara

BUMN Nomor PER-01/MBU/2011 tentang Penerapan Tata

Kelola Perusahaan yang Baik (Good Corporate Governance)

pada BUMN. Dalam jangka panjang, Angkasa Pura II percaya

penerapan prinsip-prinsip GCG yang dilakukan Perusahaan

akan meningkatkan kinerja (high performance) serta citra

Perusahaan yang baik (good corporate image).

Landasan penerapan gCg

Komitmen penerapan GCG dalam organisasi Angkasa

Pura II mencerminkan keyakinan bahwa GCG merupakan

kunci sukses pencapaian kinerja usaha yang efektif,

efisien dan berkelanjutan yang sangat diperlukan dalam

pengelolaan perusahaan sehingga Angkasa Pura II dapat

memenuhi kewajibannya secara baik kepada Pemegang

Saham, pelanggan, karyawan, mitra bisnis, masyarakat serta

pemangku kepentingan lainnya.

Sejumlah acuan peraturan yang melandasi penerapan GCG di

lingkungan Angkasa Pura II sebagai berikut:

1. Undang-Undang Nomor 19 tahun 2003 tentang BUMN

(Pasal 5 ayat 3).

2. Peraturan Menteri Negara Badan Usaha Nomor PER-01/

MBU/2011 tentang Penerapan Tata Kelola Perusahaan

Yang Baik (Good Corporate Governance) pada Badan

Usaha Milik Negara dan perubahannya Peraturan Menteri

Badan Usaha Milik Negara Nomor PER-09/MBU/2012

tanggal 06 Juli 2012.

3. Keputusan Sekretaris Kementerian Badan Usaha Milik

Negara Nomor SK-16/S.MBU/2012 tanggal 06 Juni 2012

tentang Indikator/Parameter Penilaian dan Evaluasi atas

Penerapan Tata Kelola Perusahaan Yang Baik (Good

Corporate Governance) Pada Badan Usaha Milik Negara.

4. Undang-Undang Nomor 1 Tahun 1995 tentang

Perseroan Terbatas yang diperbaharui oleh Undang-

Undang Nomor 40 Tahun 2007 tanggal 16 Agustus 2007.

5. Keputusan Bersama Dewan Komisaris dan Direksi

Nomor KEP.448/UM.004/X/AP II – 2007 dan Nomor

KEP.02.03.01/00/10/2007 461 tentang Pedoman

Pelaksanaan Good Corporate Governance (GCG) dan

Pedoman Perilaku (Code of Conduct) di Lingkungan PT

Angkasa Pura II (Persero).

Angkasa Pura II understand that good corporate governance

(GCG) is a standard reference that must be applied by the

SOEs as an operational basis for the business activities of the

Company as stipulated in the Regulation of the State Minister

of SOEs No. PER-01/MBU/2011 on the Implementation

of Good Corporate Governance in SOEs. In the long term,

Angkasa Pura II believes that the implementation of GCG

conducted by the Company will improve the performance

(high performance) as well as good corporate image.

gCg Implementation basis

Commitment to GCG implementation in the organization

of Angkasa Pura II reflects the belief that GCG is the key to

success in achieving business performance that is effective,

efficient and sustainable that is indispensable in the

Company’s management so that Angkasa Pura II can fulfill

its obligations either to Shareholders, customers, employees,

business partners, community and other stakeholders.

A number of regulations references that underlie the

implementation of GCG in Angkasa Pura II as follows:

1. Law No. 19 year 2003 on SOEs (Article 5, paragraph 3).

2. Regulation of the State Minister of SOEs No. PER-01/

MBU/2011 on the Implementation of Good Corporate

Governance in State-Owned Enterprises and its

amendment to Regulation of the State Minister of SOEs

No. PER-09/MBU/2012 tanggal 06 Juli 2012.

3. Decree of the Secretary to the Ministry of State-Owned

Enterprises No. SK-16/S.MBU/2012 dated June 06th,

2012 about Indicators/Parameters of Assessment and

Evaluation on the Implementation of Good Corporate

Governance on State-Owned Enterprises.

4. Law No. 1 Year 1995 on Limited Liability Companies

that is amended by Law No. 40 Year 2007 dated August

16th, 2007.

5. Joint Decree of the Board of Commissioners and Board

of Directors No. KEP.448/UM.004/X/AP II – 2007 and

No. KEP.02.03.01/00/10/2007 461 on the Guidelines of

Good Corporate Governance (GCG) and the Code of

Conduct at PT Angkasa Pura II (Persero).










prinsip gCg

Angkasa Pura II menerapkan prinsip-prinsip GCG sesuai

dengan PER-01/MBU/2011 tanggal 1 Agustus 2011 tentang

Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate

Governance) Pada Badan Usaha Milik Negara, yang meliputi:

1. Transparansi (transparency), yaitu keterbukaan dalam

melaksanakan proses pengambilan keputusan dan

keterbukaan dalam mengungkapkan informasi material

dan relevan mengenai perusahaan;

2. Akuntabilitas (accountability), yaitu kejelasan fungsi,

pelaksanaan dan pertanggungjawaban Organ sehingga

pengelolaan perusahaan terlaksana secara efektif;

3. Tanggung Jawab (responsibility), yaitu kesesuaian di

dalam pengelolaan perusahaan terhadap peraturan

perundang-undangan dan prinsip-prinsip korporasi

yang sehat;

4. Independensi (independency), yaitu keadaan di mana

perusahaan dikelola secara profesional tanpa benturan

kepentingan dan pengaruh/tekanan dari pihak manapun

yang tidak sesuai dengan peraturan perundang-

undangan dan prinsip-prinsip korporasi yang sehat;

5. Kewajaran (fairness), yaitu keadilan dan kesetaraan di

dalam memenuhi hak-hak Pemangku Kepentingan

(stakeholders) yang timbul berdasarkan perjanjian dan

peraturan perundang-undangan.

Angkasa Pura II menerapkan prinsip-prinsip GCG kepada

semua organ dan jenjang secara terencana, terarah dan

terukur. Hal ini bertujuan agar penerapan GCG berlangsung

konsisten sesuai praktik-praktik terbaik penerapan GCG. Bukti

kesungguhan penerapan GCG ialah dengan

gCg principles

Angkasa Pura II implements GCG principles in accordance

with PER-01/MBU/2011 dated August 1st, 2011 on the

Implementation of Good Corporate Governance in State-

Owned Enterprises, consists of:

1. Transparency, namely transparency in the decision

making process and transparency in disclosing material

information and relevant about the company;

2. Accountability, namely clarity of function, implementation

and responsibility of Organs so that the management of

the company implemented effectively;

3. Responsibility, namely the suitability in the management

of the company against the laws and principles of

healthy corporation;

4. Independency, namely the state in which a company

is managed professionally without any conflict of

interest and influence/pressure from any party that

does not comply with the laws and principles of healthy

corporation;

5. Fairness, namely justice and equality in fulfilling the rights

of stakeholders arising under laws and regulations.

Angkasa Pura II implements GCG principles to all organs

and levels in a planned, targeted and measurable manner.

It is intended that the implementation of GCG is running

consistently according to the best practice of corporate

governance. Evidence of the seriousness of GCG

TransparansiTransparency

AkuntabilitasAccountability

Tanggung JawabResponsibility

IndepedensiIndependency

KewajaranFairness

Prinsip GCGGCG Principles


ditandatanganinnya pernyataan Pakta Integritas oleh seluruh

Dewan Komisaris dan Direksi Angkasa Pura II.

Tujuan penerapan gCg

Angkasa Pura II berkomitmen menerapkan prinsip-prinsip

GCG secara konsisten dengan tujuan sebagai berikut:

1. Mengendalikan dan mengarahkan hubungan antara

Organ Perusahaan (Pemegang Saham Dewan Komisaris,

Direksi), karyawan, pelanggan, mitra kerja, serta

masyarakat dan lingkungan berjalan secara baik dan

kepentingan semua pihak terpenuhi.

2. Mendorong dan mendukung pengembangan Angkasa

Pura II.

3. Mengelola sumber daya secara lebih amanah.

4. Mengelola risiko secara lebih baik.

5. Meningkatkan pertanggungjawaban kepada pemangku

kepentingan.

6. Mencegah terjadinya penyimpangan dalam pengelolaan

Angkasa Pura II.

7. Memperbaiki budaya kerja Angkasa Pura II.

8. Meningkatkan citra (image) Angkasa Pura II menjadi

semakin baik.

Roadmap gCg

Angkasa Pura II telah memiliki Roadmap GCG yang didasarkan

pada Roadmap GCG yang disusun oleh Komite Nasional

Kebijakan Governance (KNKG). Mengacu pada Roadmap

GCG tersebut, sasaran akhir Roadmap GCG Angkasa Pura

II adalah terwujudnya Perusahaan sebagai good corporate

citizen sehingga Angkasa Pura II tumbuh berkelanjutan.

penguatan penerapan gCg

Angkasa Pura II terus berupaya memperkuat penerapan

GCG untuk mendukung terwujudnya pertumbuhan dan

kelangsungan usaha Perusahaan. Selama tahun 2015, Angkasa

Pura II melakukan berbagai upaya dalam memperkuat

implementasi GCG, di antara lain:

1. Revisi Pedoman GCG (Code of Corporate Governance/

COCG)

2. Revisi Pedoman Perilaku (Code of Conduct/COC)

3. Pembuatan Board Manual

4. Penerapan Program Pengendalian Gratifikasi

5. Pelaksanaan Assessment GCG

6. Sosialisasi GCG ke Karyawan dan Stakeholders

7. Penandatanganan Pakta Integritas

8. Pengisian Daftar Khusus tentang Kepemilikan Saham

Pribadi dan Keluarga yang diperbaharui setiap tahun

9. Penandatanganan Pernyataan Komitmen Karyawan dan

implementation is through the signing of Integrity Pact by

all members of the Board of Commissioners and Board of

Directors of Angkasa Pura II.

gCg objectives

Angkasa Pura II is committed to implement GCG principles

consistently with objectives as follows:

1. Control and direct relationship between the Company’s

Organs (Shareholders, Board of Commissioners, Board

of Directors), employees, customers, business partners,

as well as community and environment to run well and

the interests of all parties are fulfilled.

2. Encourage and support the development of Angkasa

Pura II.

3. Manage resources more trustful.

4. Manage the risks better.

5. Increase accountability to stakeholders.

6. Prevent the occurrence of irregularities in the

management of Angkasa Pura II.

7. Improve the work culture of Angkasa Pura II.

8. Improve the image of Angkasa Pura II to be better.

gCg Roadmap

Angkasa Pura II has had a GCG Roadmap based on the GCG

Roadmap prepared by the National Committee of Governance

Policy (KNKG). Referring to these GCG Roadmap, the ultimate

target of Angkasa Pura II GCG Roadmap is the realization of

the Company as a good corporate citizen for Angkasa Pura II

to grow sustainably.

gCg strengthening

Angkasa Pura II continues to strengthen the implementation

of GCG to support the realization of the Company’s growth

and business continuity. During 2015, Angkasa Pura II made

various efforts to strengthen the implementation of GCG,

among others:

1. Revised the Code of Corporate Governance (COCG)

2. Revised the Code of Conduct (COC)

3. Creation of a Board Manual

4. Implementation of Gratuities Control Program

5. Implementation of GCG Assessment

6. GCG socialization to Employees and Stakeholders

7. Signing of Integrity Pact

8. Filling the Special Registration on Personal and Family

Shareholdings which updated every year.

9. Signing of the Commitment Statement of Employees

and Stakeholders


Stakeholders

10. Ikut serta dalam ToT (Training of Trainers) Tunas Integritas

KPK

11. Ikut serta dalam Integrity Expo di Pekan Antikorupsi 2014

12. Ikut serta dalam CGPI (Corporate Governance Perception

Index) Award

13. Ikut serta dalam Annual Report Award

10. Participate in ToT (Training of Trainers) of the CEC

Integrity Pioneers

11. Participate in Integrity Expo in Anti-Corruption Week

2014

12. Participate in CGPI (Corporate Governance Perception

Index) Award

13. Participate in Annual Report Award










PenghargaanAwards

Instansi Penyelenggara PenghargaanAward Organizer Institutions

Aspek yang DiniliaiAspects Assessed

Peringkat 2 Kategori BUMN Non

Keuangan Non Listed dalam Annual

Report Award 2014

2nd Place in the Category of Non-

Financial, Non-Listed SOEs in the 2014

Annual Report Award

Otoritas Jasa Keuangan dengan

Direktorat Jenderal Pajak, Kementerian

BUMN, Bank Indonesia, Bursa Efek

Indonesia, Komite Nasional Kebijakan

Governance, dan Ikatan Akuntan

Indonesia

Financial Services Authority with the

Director General of Taxation, Ministry

of SOEs, Bank of Indonesia, the

Indonesia Stock Exchange, National

Committee of Governance Policy, and

the Indonesian Institute of Accountants.

Keterbukaan informasi yang

disampaikan dalam Laporan Tahunan

2014 Angkasa Pura II

Disclosure of information presented

in the 2014 Annual Report of Angkasa

Pura II

Perusahaan Sangat Terpercaya

berdasarkan Corporate Governance

Perception Index

The Most Trusted Company based on

Corporate Governance Perception Index

Indonesian Institute for Corporate

Governance dan Majalah Swa

Indonesian Institute for Corporate

Governance and Swa Magazine

Penerapan GCG di Angkasa Pura II

GCG implementation in Angkasa Pura II

Berbagai apresiasi yang diperoleh selama 2015 sebagai bentuk

pengakuan dari banyak pihak eksternal, atas konsistensi

dalam menerapkan prinsip GCG. Selama 2015, Angkasa Pura

II telah berhasil meraih beberapa penghargaan:

Various appreciations acquired during 2015 as a form of

recognition from many external parties, for consistency in

implementing GCG principles. During 2015, Angkasa Pura II

has won several awards.

apresiasiGCGGCG Appreciation

Berbagai apresiasi tersebut membuktikan bahwa stakeholders

mengakui keberhasilan implementasi GCG yang dijalankan

oleh Angkasa Pura II.

Various appreciations proved that stakeholders recognize the

successful implementation of GCG run by Angkasa Pura II.


Untuk mengetahui tingkat penerapan GCG yang telah

dilakukan, Angkasa Pura II melakukan penilaian penerapan

GCG secara rutin setiap dua tahun sekali yang dilakukan oleh

pihak independen dan berkomitmen untuk menindaklanjuti

setiap rekomendasi perbaikan yang dihasilkan. Hasil penilaian

tersebut diungkapkan kepada publik melalui situs Perusahaan

serta dicantumkan dalam laporan tahunan. Direksi dan Dewan

Komisaris juga melaporkan status perkembangan penerapan

GCG kepada Pemegang Saham dalam RUPS Tahunan.

dasar pelaksanaan Assessment

Landasan yuridis pengukuran implementasi GCG di Angkasa

Pura II 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. Indikator parameter

yang digunakan adalah Company Corporate Governance

Scorecard (CCGS) yang dikeluarkan oleh Kementerian BUMN

berdasarkan Surat Keputusan Sekretaris Kementerian BUMN

Nomor SK-16/S. MBU/2012 Tentang Indikator Parameter

Penilaian dan Evaluasi Atas Penerapan Tata Kelola Perusahaan

Yang Baik (Good Corporate Governance) Pada Badan Usaha

Milik Negara yang diterbitkan pada tanggal 6 Juni 2012 yang

meliputi 6 (enam) aspek, 43 Indikator, 153 Parameter dan 568

Faktor Uji.

skor Assessment gCg

Pada tahun 2015 Angkasa Pura melaksanakan self assessment

yang dilakukan oleh Badan Pengawasan Keuangan dan

Pembangunan (BPKP) berdasarkan Keputusan Sekretaris

Kementerian BUMN Nomor SK-16/S.MBU/2012 Tentang

Indikator Parameter Penilaian dan Evaluasi Atas Penerapan

Tata Kelola Perusahaan Yang Baik (Good Corporate

Governance) Pada Badan Usaha Milik Negara yang diterbitkan

pada tanggal 6 Juni 2012 mencakup 6 (enam) aspek yang

diukur yaitu:

1. Komitmen terhadap penerapan GCG secara

berkelanjutan

2. Pemegang Saham dan RUPS/pemilik modal

3. Dewan Komisaris/Dewan Pengawas

4. Direksi

5. Pengungkapan informasi dan transparansi

6. Aspek lainnya

Hasil skor assessment GCG untuk praktek tahun 2015

menunjukkan hasil dengan predikat “Sangat Baik” dengan

capaian skor sebesar 85.14%.

To determine the level of GCG implementation that has

been conducted, Angkasa Pura II conducts GCG assessment

regularly every two years which conducted by independent

parties and committed to follow up on any recommendations

for improvement generated. The results of these assessments

is disclosed to the public through the Company’s website and

included in the annual report. Board of Directors and Board

of Commissioners also report the development status of

GCG implementation to the Shareholders in the Annual GMS.

Assessment Implementation basis

Juridical basis of GCG assessment at Angkasa Pura II refers

to the Regulation of the Minister of SOEs No. PER-01/

MBU/2011 dated August 1st, 2011 on the Implementation of

Good Corporate Governance in State-Owned Enterprises.

Parameter indicators used are the Company Corporate

Governance Scorecard (CCGS) issued by the Ministry of

SOEs based on the Decree of Secretary to the Ministry of

SOEs No. SK-16/S.MBU/2012 on Parameter Indicators of

Assessment and Evaluation on Good Corporate Governance

Implementation in State-Owned Enterprises issued on June

6th, 2012 which includes 6 (six) aspects, 43 Indicators, 153

Parameters and 568 Test Factors.

gCg Assessment score

In 2015, Angkasa Pura II carried out a self-assessment

performed by the Financial and Development Supervisory

Agency (BPKP) based on the Decree of Secretary to the Ministry

of SOEs No. SK-16/S.MBU/2012 on Parameter Indicators of

Assessment and Evaluation on Good Corporate Governance

Implementation in State-Owned Enterprises issued on June

6th, 2012, consists of 6 (six) measured aspects, namely::

1. Commitment to sustainable GCG implementation

2. Shareholders and GMS/capital owners

3. Board of Commissioners/Board of Supervisors

4. Board of Directors

5. Disclosure of information and transparency

6. Other aspects

GCG assessment score results for the practice in 2015 showed

results in the category of “Very Good” with performance

score of 85.14%.

penilaianpenerapan GCGGCG Assessment


Aspek Pengujian/Indikator/ParameterAspects of Testing/Indicators/Parameters

BobotWeights

Capaian Tahun 2015Achievements in 2015 Penjelasan

ExplanationSkorScore

% Capaian% Achievement

Komitmen Terhadap Penerapan Tata Kelola

Perusahaan yang Baik Secara Berkelanjutan

Commitment to Sustainable GCG Implementation

7,000 6,291 89,87 Sangat Baik

Very Good

Pemegang Saham dan RUPS/Pemilik Modal

Shareholders and GMS/Capital Owners

9,000 7,464 82,93 Baik

Good

Dewan Komisaris/Dewan Pengawas

Board of Commissioners/Board of Supervisor

35,000 31,838 90,97 Sangat Baik

Very Good

Direksi

Board of Directors

35,000 31,202 89,15 Sangat Baik

Very Good

Pengungkapan Informasi dan Transparansi

Disclosure of Information and Transparency

9,000 8,345 92,72 Sangat Baik

Very Good

Aspek Lainnya

Other aspects

5,000 0,000

Skor Keseluruhan

Overall Scores

85,140 85,140 Sangat Baik

Very Good


Berikut skor Assessment GCG Angkasa Pura II selama tahun

2009-2015 adalah sebagai berikut:

The following is the GCG Assessment score of Angkasa Pura

II during 2009-2015 as follows:

TahunYear

Skor Assessment GCG

GCG Assessment

Score

Company Corporate Governance Scorecard(CCGS) yang digunakan

Company Corporate Governance Scorecard

(CCGS) used

PelaksanaExecutors

2009 80,63 Menggunakan indikator parameter assessment

berdasarkan Keputusan Sekretaris Kementerian BUMN

Nomor SK16/S.MBU/2012 tanggal 6 Juni 2012.

Using the parameter indicators of assessment based

on the Decree of Secretary to the Ministry of SOEs No.

SK16/S.MBU/2012 dated June 6th, 2012.

Badan Pengawasan Keuangan

dan Pembangunan (BPKP)

Financial and Development

Supervisory Agency (BPKP)







Self Assessment (internal)

Self-Assessment (internal)









Perwakilan Provinsi Banten



Banten Province Representatives


















































Rekomendasi Hasil Assessment gCg

Terdapat 27 rekomendasi dari hasil assessment GCG di tahun

2015, yaitu sebagai berikut:

Recommendations of gCg Assessment Results

There were 27 recommendations from the GCG assessment

in 2015, as follows:

No RekomendasiRecommendations

PelaksanaExecutors

1 Menyimpan dan mengelola dokumen-dokumen terkait proses seleksi dan penilaian calon

anggota direksi

Store and manage documents related to the process of selection and assessment of

candidates for the Board of Directors members.

Pemegang Saham

Shareholders

2 Menetapkan sistem penilaian kepatutan dan kelayakan (fit and proper test) bagi calon

anggota Dewan Komisaris dan melaksanakan secara transparan.

Determine the fit and proper assessment system for candidates of the Board of

Commissioners members and in a transparent manner.

Pemegang Saham

Shareholders

3 Melakukan pengesahan/ persetujuan RKAP dan RKA-PKBL secara tepat waktu yaitu paling

lambat akhir tahun sebelum tahun anggaran berjalan.

Conduct a ratification/approval of RKAP and RKA-PKBL in a timely manner that is no later

than the end of the year before the current budget year.

Pemegang Saham

Shareholders

4 Merencanakan dan melaksanakan telaah atas kesesuaian visi dan misi perusahaan dengan

perubahan lingkungan bisnis.

Plan and carry out a review of the suitability of the Company’s vision and mission to the

changing business environment.

Dewan Komisaris

Board of

Commissioners

5 Merencanakan dan melaksanakan pengawasan dan pemberian nasihat terhadap kebijakan/

rancangan sistem pengendalian intern dan pelaksanaannya.

Plan and conduct monitoring and provision of advices on policies/designs of internal

control system and its implementation.

Dewan Komisaris

Board of

Commissioners

6 Membuat kebijakan terkait pelaksanaan telaah atas pengaduan yang berkaitan dengan

perusahaan (whistle blowing) yang diterima oleh Dekom.

Create policies related to the implementation of a review on complaints related to the

Company (whistleblowing) received by the Board of Commissioners.

Dewan Komisaris

Board of

Commissioners

7 Menyusun Recana Kerja Anggaran (RKA) Dewan Komisaris yang memuat kegiatan untuk

melakukan telaah atas pengaduan yang berkaitan dengan BUMN yang diterima oleh Dekom.

Prepare the Work Plan & Budget (RKA) of the Board of Commissioners that includes

activities to conduct a review on complaints related to SOEs received by the Board of

Commissioners.

Dewan Komisaris

Board of

Commissioners

8 Menyusun dan menetapkan board policy manual, yang antara lain memuat sistem penilaian

kinerja secara self assessment serta melakukan penilaian kinerja secara self assessment dan

melaporkannya kepada Pemegang Saham.

Prepare and establish a board policy manual, which shall include a performance appraisal

system by self-assessment as well as conduct performance appraisal by self-assessment

and report it to the Shareholders.

Dewan Komisaris

Board of

Commissioners

9 Menyampaikan hasil penilaian kinerja Direksi, baik secara kolegial maupun individual kepada

RUPS dalam laporan tugas pengawasan Dewan Komisaris secara berkala dan tahunan.

Deliver the Board of Directors performance assessment results, both collegially and

individually to the GMS in the supervisory report of the Board of Commissioners regularly

and annually.

Dewan Komisaris

Board of

Commissioners

10 Komite audit mengevaluasi pencapaian kinerja masing-masing anggota Dewan Komisaris

dan dituangkan dalam risalah rapat berikutnya.

The audit committee evaluates the performance achievement of each member of the Board

of Commissioners and outlined in the minutes of the next meeting.

Dewan Komisaris

Board of

Commissioners


11 Melakukan pemantauan/evaluasi progress pelaksanaan keputusan hasil rapat sebelumnya

beserta tindak lanjutnya dan dituangkan dalam risalah rapat berikutnya.

Conduct a monitoring/evaluation of the implementation progress of the previous meeting

results decision as well as its follow-up and outlined in the minutes of the next meeting.

Dewan Komisaris

Board of

Commissioners

12 Menyusun rincian anggaran pelatihan dan rencana kegiatan pelatihan serta membuat

laporan hasil evaluasi diklat direksi.

Prepare details of the training budget and the training activities plans as well as to make an

evaluation results report of education and training of the Board of Directors.

Direksi

Board of Directors

13 Menetapkan kebijakan/pedoman penyusunan SOP perusahaan, melakukan up dating atas

SOP yang ada, menyusun SOP (unit yang belum ada SOP nya) dan work instruction sebagai

turunan SOP.

Establish policies/guidelines for the preparation of the Company’s SOP, conduct updating

on the existing SOP, prepare SOP (unit that does not have SOP) and work instruction as SOP

derivatives.

Direksi

Board of Directors

14 Menyusun mekanisme untuk merespon usulan peluang bisnis dari manajemen di bawah

Direksi/Dewan Komisaris dan mekanisme untuk membahas isu-isu terkini mengenai

perubahan lingkungan bisnis dan permasalahan yang berdampak besar pada usaha dan

kinerja perusahaan.

Prepare mechanism to respond the proposal of business opportunities from management

under the Board of Directors/Board of Commissioners and mechanism for discussing

current issues regarding the changing business environment and issues that have a major

impact on the business and performance of the Company.

Direksi

Board of Directors

15 Melengkapi kajian risiko dari Risk Management & Compliance pada dokumen penilaian

semua proyek (strategis) dan menyusun kebijakan mekanisme perlunya kajian dan kriteria

strategis.

Complete the risk assessment from the Bureau of Risk and Compliance Management on

appraisal document of all projects (strategic) and prepare policies and mechanisms of the

need of strategic assessment and criteria.

Direksi

Board of Directors

16 Melakukan up dating IT Master Plan sesuai dengan realisasi capaian RKAP dan melakukan

survey kepuasan user terhadap service level agreement TI.

Conduct updating of IT Master Plan in accordance with the realization of the RKAP

achievement and conduct a user satisfaction survey on the service level of IT agreement.

Direksi

Board of Directors

17 Melaksanakan sistem peningkatan mutu produk dan pelayanan dan menerapkan kebijakan

pemberian kompensasi kepada pelanggan dalam hal SPM dan mutu tidak terpenuhi.

Implement a quality improvement system for products and services and implement policies

to provide compensation to the customer in terms of SPM and unfulfilled quality.

Direksi

Board of Directors

18 Melaksanakan proses tata kelola perusahaan yang baik kepada anak perusahaan antara

yaitu (1) melakukan penjaringan dan fit and proper test untuk pengangkatan seluruh Direksi

dan Komisaris; (2) menetapkan target dan kinerja yang disesuaikan dengan target kinerja

perusahaan.

Implement good corporate governance process to the subsidiaries among others: (1)

conduct networking and the fit and proper test for the appointment of the entire Board

of Directors and Board of Commissioners; (2) set targets and performance tailored to the

Company’s performance targets.

Direksi

Board of Directors

19 Membuat aturan kebijakan reward and punishment.

Develop rules of reward and punishment policy.

Direksi

Board of Directors

20 Menetapkan rancangan sistem pengendalian intern yang mengatur kerangka (framework)

pengendalian intern, melakukan evaluasi serta menerbitkan internal control report

Establish design of the internal control system that regulates internal control framework,

conduct evaluation and publish internal control report.

Direksi

Board of Directors










21 Secara berkala melakukan assessment pemasok berdasarkan pencapaian QCDS (quality,

cost, delivey, service).

Periodically perform a supplier assessment based on the achievement of QCDS (quality,

cost, delivery, service).

Direksi

Board of Directors

22 Memberikan rekomendasi (masukan atas sistem dan prosedur) yang meningkatkan proses

tata kelola (governance) dan tentang upaya pencapaian strategi bisnis perusahaan.

Provide recommendations (feedback on the systems and procedures) that improve the

governance process and on the achievement of the Company’s business strategy.

Internal Auditor

SPI

23 Memberikan kontribusi terhadap terhadap peningkatan pengelolaan risiko dan kerangka

(framework) pengendalian intern perusahaan.

Contribute to the improvement of risk management and internal control framework of the

Company.

Internal Auditor

SPI

24 Melakukan evaluasi keselarasan antara strategi, sasaran dan tujuan program serta kegiatan

operasi.

Evaluate the suitability between strategies, targets and objectives of the program and

operating activities.

Internal Auditor

SPI

25 Memberi masukan atas konsistensi hasil-hasil yang diperoleh dari kegiatan dan program

dengan tujuan dan sasaran yang telah ditetapkan oleh manajemen.

Provide feedback on the results consistency obtained from activities and programs with the

objectives and targets set by the management.

Internal Auditor

SPI

26 Memonitoring tindak lanjut temuan, melakukan audit tematik (special) serta memberikan

konsultasi dan pendampingan terhadap unit satuan teknis.

Monitor the follow-up of findings, conduct thematic (special) audit as well as provide

consultation and assistance towards technical individual unit.

Internal Auditor

SPI

27 Melengkapi persyaratan yang diperlukan agar dapat berpartisipasi dalam SRA (Sustainability

Reporting Award), dan juga di bidang publikasi dan keterbukaan informasi

Complete the necessary requirements in order to participate in the SRA (Sustainability

Reporting Award), and also in the fields of publication and disclosure of information.

Corporate Secretary

& Legal

Corporate Secretary

Angkasa Pura II berkomitmen untuk menindaklanjuti

rekomendasi hasil assessment tersebut pada tahun 2016.

Angkasa Pura II is committed to follow up on

recommendations of assessment results in 2016.


struktur gCg

Sesuai dengan Undang-Undang Nomor 40 tahun 2007 Bab

I Mengenai Ketentuan Umum Pasal 1, Organ Perusahaan

Angkasa Pura II terdiri dari Rapat Umum Pemegang Saham,

Direksi dan Dewan Komisaris. Sebagaimana dimaksud dalam

Anggaran Dasar Perusahaan dan peraturan perundang-

undangan yang berlaku, masing-masing organ mempunyai

peran penting dalam penerapan GCG dan menjalankan fungsi,

tugas, dan tanggung jawabnya untuk kepentingan Perusahaan.

RUPS merupakan wadah para pemegang saham yang

memiliki wewenang yang tidak dilimpahkan kepada Dewan

Komisaris dan Direksi. Direksi bertanggung jawab penuh

atas pengelolaan Perusahaan sesuai amanah yang diberikan,

sedangkan Dewan Komisaris melakukan pengawasan yang

memadai terhadap pengelolaan yang dilakukan oleh Direksi

serta melakukan penasihatan agar kinerja Perusahaan lebih

baik. Dewan Komisaris dan Direksi diangkat dan diberhentikan

oleh RUPS.

Dewan Komisaris dan Direksi Perusahaan memiliki kesamaan

persepsi terhadap visi, misi, dan nilai-nilai Perusahaan yang

menunjukkan keseimbangan hubungan kedua organ tersebut

untuk memelihara keberlanjutan usaha Perusahaan dalam

jangka panjang.

Dalam menjalankan tugas pengurusan Perusahaan, Direksi

dibantu oleh Head of Corporate Secretary & Legal dan

Internal Auditor serta satuan kerja lain yang menjalankan

fungsi kepengurusan Perusahaan. Dalam menjalankan tugas

pengawasan, Dewan Komisaris dibantu oleh komite-komite

yang berada di bawah koordinasi Dewan Komisaris, yaitu

Komite Audit dan Manajemen Risiko.

gCg structure

In accordance with Law No. 40 year 2007 Chapter I on General

Provisions of Article 1, the Company’s Organs of Angkasa

Pura II consist of the General Meeting of Shareholders, Board

of Directors and Board of Commissioners. As mentioned in

the Company’s Articles of Association and the applicable

laws and regulations, each organ has an important role in the

implementation of GCG and carry out the functions, duties,

and responsibilities for the Company’s interests.

GMS is a means for shareholders who have authority that

is not delegated to the Board of Commissioners and Board

of Directors. The Board of Directors is fully responsible for

the Company’s management in accordance to the mandate

given, while the Board of Commissioners performs adequate

supervision to the management conducted by the Board of

Directors and provide advisory for the Company to perform

better. Board of Commissioners and Board of Directors are

appointed and dismissed by the GMS.

Board of Commissioners and Board of Directors of the

Company have a common perception of the vision, mission,

and values of the Company that represent the balance of

the relationship between the two organs to maintain the

Company’s business sustainability in the long term.

In carrying out the management task of the Company, the

Board of Directors is assisted by the Corporate Secretary

and Internal Audit as well as other work units that perform

the Company’s management function. In carrying out its

supervisory duties, the Board of Commissioners is assisted

by committees under the coordination of the Board of

Commissioners, namely the Audit Committee and Risk

Management Committee.

strukturdan mekanisme GCGGCG Structure and Mechanism


struktur gCg Angkasa pura II gCg Angkasa pura II structure

DireksiBoard of Directors

Dewan KomisarisBoard of Commissioners

Komite AuditAudit Committee

Satuan PengawasInternal

Internal Auditor

Sekretaris Perusahaan dan Legal

Corporate Secretary and Legal

Komite ManajemenRisiko & SDM

Risk Management& HR Committee

Rapat Umum pemegangsaham (RUps)

General Meeting of Shareholders (GMS)

mekanisme gCg

Governance Mechanism merupakan mekanisme implementasi

GCG yang tercermin dalam sistem yang kuat.Hal ini menjadi

penting, karena implementasi GCG tidak cukup hanya

dengan mengandalkan pilar governance structure, melainkan

dibutuhkan adanya aturan main yang jelas dalam bentuk

mekanisme. Governance mechanism dapat diartikan sebagai

aturan main, kebijakan, prosedur dan hubungan yang jelas

antara pihak yang mengambil keputusan dengan pihak yang

melakukan kontrol (pengawasan) terhadap keputusan tersebut.

Angkasa Pura II memiliki kebijakan dan prosedur (soft-

structure GCG) yang dimaksudkan untuk mendorong

Perusahaan mampu melakukan check and balance pada

setiap aktivitas bisnis berdasarkan prinsip-prinsip GCG yang

berlaku, diantaranya Pedoman Good Corporate Governance

yang disahkan melalui Keputusan Bersama Dewan Komisaris

dan Direksi Nomor DKOM.390.1/HK.201/AP II-2014 dan

KEP.02.03.01/08/2014.3 tanggal 5 Agustus 2014. Selain

pedoman GCG, Angkasa Pura II telah menyusun Code of

Conduct, Board Manual, Pedoman Pengendalian Gratifikasi,

Pedoman Sistem Pengaduan Pelanggaran (Whistleblowing

System), Charter Komite Audit, Charter Internal Audit

dan berbagai kebijakan dan prosedur dalam mendukung

terlaksananya tata kelola yang baik. Berbagai kebijakan dan

prosedur tersebut selalu di-review secara berkala untuk

disesuaikan dengan kondisi dan perkembangan bisnis

Perusahaan dan peraturan perundang-undangan yang berlaku.

gCg mechanism

Governance Mechanism is GCG implementation mechanism

that is reflected in a powerful system. This is important,

because GCG implementation is not enough just to rely

on the pillars of the governance structure, it is necessary

to have clear rules in the form of mechanism. Governance

mechanism can be defined as rules, policies, procedures and

a clear relationship between the parties who took decisions

with parties who conduct control (supervision) against the

decisions.

Angkasa Pura II has policies and procedures (GCG soft-

structure) which is intended to encourage the Company to

able to carry out a check and balance on any business activities

based on the applicable GCG principles, among others the

Code of Good Corporate Governance which was ratified

through the Joint Decree of the Board of Commissioners

and Board of Directors No: DKOM.390.1/HK.201/AP II-2014

and KEP.02.03.01/08/2014.3 dated August 5th, 2014. In

addition to GCG Code, Angkasa Pura II has developed a Code

of Conduct, Board Manual, Gratuities Control Guidelines,

Whistleblowing System Guidelines, Audit Committee Charter,

Internal Audit Charter and various policies and procedures to

support the implementation of good corporate governance.

Various policies and procedures are always reviewed

periodically to suit the conditions and development of the

Company’s business and the applicable laws and regulations.

Unit Kerja LainnyaOther Working Unit


rapat umumpemegang sahamGeneral Meeting of Shareholders

Rapat Umum Pemegang Saham (RUPS) sebagai instansi

tertinggi dalam Angkasa Pura II, mempunyai wewenang

yang tidak diberikan kepada Dewan Komisaris atau Direksi

dalam batas yang ditentukan dalam Anggaran Dasar dan

peraturan perundang-undangan yang berlaku. Wewenang

tersebut mencakup meminta pertanggungjawaban Dewan

Komisaris dan Direksi terkait dengan pengelolaan Angkasa

Pura II, mengubah Anggaran Dasar, mengangkat dan

memberhentikan Direktur dan anggota Dewan Komisaris,

serta memutuskan pembagian tugas dan wewenang

pengurusan di antara Direktur dan lain-lain.

Dalam RUPS, Pemegang Saham dapat menggunakan hak yang

dimilikinya untuk mengemukakan pendapat dan memperoleh

keterangan yang berkaitan dengan Perusahaan dari Dewan

Komisaris dan/atau Direksi sepanjang berhubungan dengan

acara rapat dan tidak bertentangan dengan kepentingan

Perusahaan.

pemegang saham

Pemegang saham adalah individu atau badan hukum yang

secara sah memiliki saham perusahaan. Pemegang saham

tidak melakukan intervensi terhadap fungsi, tugas, dan

wewenang Dewan Komisaris dan Direksi. Pemegang saham

utama dan pengendali Angkasa Pura II adalah Negara Republik

Indonesia yang memegang 100% saham Perusahaan.

Berdasarkan Undang-Undang Nomor 19 tahun 2003 tentang

BUMN, Menteri BUMN bertindak selaku (RUPS) dalam seluruh

saham Persero dimiliki oleh Negara Republik Indonesia.

General Meeting of Shareholders (GMS) as the highest

authority in Angkasa Pura II, has the authority which does not

granted to the Board of Commissioners and Board of Directors

within the limits prescribed in the Articles of Association and

applicable laws and regulations. The authority includes the

request of responsibility of the Board of Commissioners and

Board of Directors related to the management of Angkasa

Pura II, amendment of the Articles of Association, appoint

and dismiss members of the Board of Directors and Board of

Commissioners, as well as decide the division of duties and

authorities of management between the Board of Directors

and others.

In the GMS, Shareholders may use its rights to express

opinions and obtain information related to the Company

from the Board of Commissioners and/or Board of Directors

as far as related to the meeting agenda and does not conflict

with the Company’s interests.

shareholders

Shareholders is an individual or legal entity that legally

owned the Company’s shares. Shareholders do not intervene

in the functions, duties, and authorities of the Board of

Commissioners and Board of Directors. The majority and

controlling shareholders of Angkasa Pura II is the Republic of

Indonesia with 100% ownership of shares. Based on Law No.

19 year 2003 on SOEs, the Minister of SOEs acts as (GMS) in all

shares of the Company owned by the Republic of Indonesia.

PT Angkasa Pura II(Persero)

Negara RepublikIndonesia

Republic of Indonesia

100 %


penyelenggaraan RUps

Berdasarkan ketentuan Anggaran Dasar Perusahaan terdapat

2 (dua) jenis RUPS, yaitu:

1. RUPS Tahunan, yang diselenggarakan setiap tahun,

selambatnya 6 (enam) bulan setelah tahun buku berakhir.

2. RUPS Luar Biasa, yang dapat diadakan setiap kali apabila

dianggap perlu oleh Direksi atas permintaan tertulis dari

Dewan Komisaris atau dari Pemegang Saham.

Pada tahun 2015, Angkasa Pura II menyelenggarakan 2 kali

RUPS Tahunan dan RUPS Luar Biasa (apabila diperlukan).

RUps Tahunan

Pada tahun 2015, Angkasa Pura II menyelenggarakan RUPS

RKAP 2015, yang diselenggarakan pada tanggal 22 Januari

2015 bertempat di Kementerian BUMN.

Adapun agenda dan keputusan atas penyelenggaraan RUPS

Tahunan pada tahun 2015, yaitu sebagai berikut:

gms Implementation

Based on the provisions of the Company’s Articles of

Association, there are 2 (two) types of GMS, namely:

1. Annual GMS, held every year, no later than 6 (six) months

after the fiscal year ends.

2. Extraordinary GMS, held whenever deemed necessary by

the Board of Directors based on the written request by

the Board of Commissioners or Shareholders.

In 2015, Angkasa Pura II held 2 Annual GMS and Extraordinary

GMS (if necessary).

Annual gms

In 2015, Angkasa Pura II held Annual Plan & Budget GMS,

held on January 22, 2015 at Ministry of State Own Enterprise

Office.

Agenda and Resolutions of the Annual GMS in 2015 are as

follows:

No Agenda KeputusanPelaksana Keputusan

1 Persetujuan/pengesahan Rencana kerja dan Anggaran peusahaan Tahun

2015 serta Rencana Kerja dan Anggaran Program Kemitraan dan Bina

Lingkungan Tahun 2015

Terlampir di dalam Risalah RUPS Nomor:

08.03/00.1/01/2015/1003

2 Penetapan Key performance Indicator (KPI) Direksi dan Dewan Komisaris

Tahun 2015

3 Penetapan Indikator Operasional sesuai surat Dewan Komisaris

DKOM.583.1/OM.104.1/APII-2014 tanggal 07 November 2014

4 Persetujuan pelimpahan kewenangan atas perubahan alokasi anggaran

sebesar 10% dari plafon anggaran investasi RKAP 2015 kepada Dewan

Komisaris

5 Persetujuan pelepasan tanah untuk pembangunan jalan tol pendukung

Bandara Internasional Soekarno-Hatta

RUps Luar biasa

Pada tahun 2015, Angkasa Pura II tidak menyelenggarakan

RUPS Luar Biasa.

extraordinary gms

In 2015, Angkasa Pura II did not held an Extraordinary GMS.


dewankomisarisBoard of Commissioners

Dewan Komisaris merupakan Organ Perusahaan yang

bertanggung jawab secara kolektif untuk melakukan

pengawasan dan memberikan nasihat kepada Direksi serta

memastikan bahwa Angkasa Pura II melaksanakan GCG

pada seluruh tingkatan atau jenjang organisasi. Dalam rangka

mendukung pelaksanaan tugasnya, Dewan Komisaris dibantu

oleh Komite Audit dan Komite Manajemen Risiko & SDM.

Referensi peraturan

Undang-undang No.40 tahun 2007 tentang Perseroan

Terbatas mengharuskan seluruh perusahaan yang bernaung

di bawah hukum Indonesia untuk memiliki Dewan Komisaris

yang bertugas mengawasi kebijakan manajemen, proses

manajemen di dalam perusahaan, sekaligus mengawasi dan

memberikan saran/nasihat kepada Direksi.

Komposisi dewan Komisaris

Sampai dengan 31 Desember 2015, Dewan Komisaris Angkasa

Pura II terdiri dari 6 (enam) orang anggota dengan komposisi

keanggotaan Dewan Komisaris terdiri atas 1 (satu) orang

Komisaris Utama dan 5 orang Anggota Komisaris.

Komposisi Dewan Komisaris Angkasa Pura II adalah sebagai

berikut:

Board of Commissioners is organ of the Company that is

collectively responsible for supervision and provision of

advices to the Board of Directors and to ensure that Angkasa

Pura II implements GCG at all organization levels. In order

to support the implementation of its duties, the Board of

Commissioners is assisted by the Audit Committee and the

Risk Management & HR Committee.

Regulations Reference

Law No. 40 year 2007 on Limited Liability Companies,

requires all companies under the auspices of the Indonesian

law to have a Board of Commissioners tasked to supervise

the management policy, management process within the

Company, as well as to supervises and provides advices to

the Board of Directors.

board of Commissioners Composition

Until December 31st, 2015, the Board of Commissioners

of Angkasa Pura II consists of 6 (six) members with the

composition of 1 (one) President Commissioner and 5

Commissioners.

Composition of the Board of Commissioners of Angkasa Pura

II is as follows:

NamaName

JabatanPosition

Dasar Pengangkatan/PemberhentianBasis of Appointment/Dismissal


President CommissionerSK-86/MBU/06/2015

Santoso Eddy WibowoKomisaris


W. Budi SantosoKomisaris




Iswan ElmiKomisaris

CommissionerSK-25/MBU/S/11/2014

Harpin OndehKomisaris


Kebijakan Keberagaman Komposisi dewan Komisaris

Kebijakan Keberagaman Komposisi Dewan Komisaris diatur

dalam Board Manual Bab III: Dewan Komisaris.

Dewan Komisaris Angkasa Pura II memiliki komposisi yang

beragam, baik dari pendidikan (bidang studi), pengalaman

kerja, usia, dan jenis kelamin. Kebijakan mengenai

keberagaman komposisi Dewan Komisaris telah diatur dalam

Board Manual.

Composition diversity of the board of Commissioners

Composition Diversity Policy of the Board of Commissioners is

set in the Board Manual Chapter III: Board of Commissioners.

Board of Commissioners of Angkasa Pura II has a diverse

composition, both educations (field of study), work

experience, age, and gender. Policy on the composition

diversity of the Board of Commissioners has been set in the

Board Manual.


program orientasi Anggota dewan Komisaris baru

Bagi anggota Dewan Komisaris Angkasa Pura II yang baru

diangkat, akan diberikan Program Orientasi. Penanggung

jawab Program Orientasi berada pada Head of Corporate

Secretary & Legal. Pada tahun 2015 terdapat 2 (dua) orang

anggota Dewan Komisaris baru yakni Rhenald Kasali dan

Harpin Ondeh

Materi Program Orientasi mencakup:

1. Memperkenalkan semua aspek Perusahaan mulai dari:

• AnggaranDasarPerusahaan;

• Peraturanperundang-undanganterkaitPerusahaan;

• LaporanTahunanPerusahaan;

• RencanaJangkaPanjangPerusahaan;

• RencanaKerjadanAnggaranPerusahaan;

• ProgramKerjaDewanKomisaris;

• GoodCorporateGovernance.

2. Struktur Organisasi Perusahaan, dan Entitas Anak

Memperkenalkan profil organisasi Perusahaan,

Sekretariat Dewan Komisaris, Komite-komite di bawah

Dewan Komisaris, dan Entitas Anak.

Kedua orang Anggota Dewan Komisaris yang baru telah

mengikuti Program Orientasi yang diselenggarakan oleh

Angkasa Pura II.

pengangkatan dan pemberhentian dewan Komisaris

Anggota Dewan Komisaris Angkasa Pura II diangkat dan

diberhentikan oleh RUPS sesuai dengan peraturan perundang-

undangan. Pengangkatan Dewan Komisaris harus memenuhi

persyaratan umum dan khusus yang ditetapkan dalam Board

Manual.

Kemampuan dan Kepatutan dewan Komisaris (Fit & Proper Test)

Semua anggota Dewan Komisaris Angkasa Pura II memiliki

integritas, kompetensi, reputasi dan pengalaman serta

keahlian yang dibutuhkan dalam menjalankan fungsi dan

tugasnya masing-masing. Mekanisme penjaringan atau

nominasi calon anggota Dewan Komisaris diatur dalam

Peraturan Menteri Negara BUMN Nomor PER-06/MBU/2012

tanggal 21 Mei 2012. Pemegang Saham melaksanakan fit &

proper test dengan menggunakan jasa pihak independen.

Hasil dari pihak independen ini kemudian diajukan kepada

RUPS untuk dilakukan proses selanjutnya.

orientation program for New members of the board of

Commissioners

For members of the Board of Commissioners of Angkasa

Pura II who recently appointed, will be given an Orientation

Program. Corporate Secretary is responsible for the running

of Orientation Program. In 2015, there were 2 (two) new

members of the Board of Commissioners namely Rhenald

Kasali and Harpin Ondeh.

Orientation Program materials include:

1. Introducing all aspects of the Company, starting from:

• ArticlesofAssociationoftheCompany;

• LawsandRegulationsrelatedtotheCompany;

• AnnualReport;

• Long-TermPlanoftheCompany;

• WorkPlanandBudgetoftheCompany;

• BoardofCommissionersWorkPlan;

• GoodCorporateGovernance.

2. Organization Structure of the Company and

Subsidiaries

Introducing the Company’s organization profile, the

Secretariat to Board of Commissioners, Committees

under the Board of Commissioners, and Subsidiaries.

Both new members of the Board of Commissioners have

followed the Orientation Program organized by Angkasa Pura II.

Appointment and dismissal of the board of Commissioners

Members of the Board of Commissioners of Angkasa Pura II

are appointed and dismissed by GMS in accordance to laws

and regulations. Appointment of the Board of Commissioners

must meet the general and specific requirements stated in

the Board Manual.

Fit & proper Test of the board of Commissioners

All members of the Board of Commissioners of Angkasa Pura

II has the integrity, competence, reputation and experience

as well as expertise needed to carry out each functions

and duties. Mechanism of networking and nomination of

potential members of the Board of Commissioners is set in

the Regulation of the State Minister of SOEs No: PER-06/

MBU/2012 dated May 21st, 2012. Shareholders carry out fit

& proper test by using the service of independent parties.

Results from these independent parties is then submitted to

the GMS for further processing.


Berdasarkan peraturan tersebut, tabel status uji kemampuan

dan kepatutan Dewan Komisaris Angkasa Pura II yang

menjabat pada tahun 2015 adalah sebagai berikut:

Based on such regulation, the status table of the fit & proper

test of the Board of Commissioners of Angkasa Pura II who

served in 2015 is as follows:

NamaName

Lulus Fit & Proper TestPass the Fit & Proper Test

Rhenald Kasali √

Santoso Eddy Wibowo √

W. Budi Santoso √

Wahyu Kuncoro √

Iswan Elmi √

Harpin Ondeh √

Independensi dewan Komisaris dan Komisaris Independen

Seluruh anggota Dewan Komisaris Angkasa Pura II bertindak

independen dan bebas intervensi dari pihak manapun. Sampai

dengan akhir tahun 2015, Angkasa Pura II belum menunjuk

Komisaris Independen.

Hubungan Afiliasi antara dewan Komisaris dengan direksi

dan pemegang saham

Selama tahun 2015, tidak terdapat hubungan afiliasi,

mencakup hubungan keluarga, hubungan keuangan, serta

kepengurusan dan kepemilikan saham di perusahaan lain

antara tiap anggota Dewan Komisaris dengan anggota Dewan

Komisaris lainnya, atau antara anggota Dewan Komisaris

dengan anggota Direksi. Hal yang sama juga untuk hubungan,

antara anggota Dewan Komisaris dengan Pemegang Saham.

Independence of the board of Commissioners &

Independent Commissioner

All members of the Board of Commissioners of Angkasa Pura

II acts independently and free from intervention from any

party. As of the end of 2015, Angkasa Pura II has yet to appoint

an independent commissioner.

Affiliate Relationship between the board of Commissioners,

board of directors and shareholders

During 2015, there were no affiliate relationship, including

family relationship, financial relationship, as well as

management and shares ownership in other companies

between each member of the Board of Commissioners with

fellow members of the Board of Commissioners, or between

members of the Board of Commissioners with members of

the Board of Directors. The same thing for the relationship

between members of the Board of Commissioners with the

Shareholders.










Nama

Name

Hubungan Keluarga Dengan

Family Relationship With

Hubungan Keuangan Dengan

Financial Relationship With

Kepengurusan dan Kepemilikan Saham

Pada Perusahaan Lain

Management and Shares Ownership in

Other Companies

Dewan

Komisaris

BOC

Direksi

BOD

Pemegang

Saham

Shareholders

Dewan

Komisaris

BOC

Direksi

BOD

Pemegang

Saham

Shareholders

Dewan

Komisaris

BOC

Direksi

BOD

Pemegang

Saham

Shareholders

Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No

Rhenald

Kasali√ √ √ √ √ √ √ √ √

Santoso

Eddy

Wibowo

√ √ √ √ √ √ √ √ √

W. Budi

Santoso√ √ √ √ √ √ √ √ √

Wahyu

Kuncoro√ √ √ √ √ √ √ √ √

Iswan

Elmi√ √ √ √ √ √ √ √ √

Harpin

Ondeh√ √ √ √ √ √ √ √ √

Hal ini ditunjukkan dalam tabel berikut: It is shown in the following table:

Rangkap Jabatan dan benturan Kepentingan

Berdasarkan ketentuan Anggaran Dasar, anggota Dewan

Komisaris dilarang merangkap jabatan sebagai:

1. Anggota Direksi pada BUMN, BUMD, dan badan usaha

milik swasta.

2. Jabatan lainnya sesuai dengan ketentuan peraturan

perundang-undangan yang berlaku.

3. Pengurus partai politik dan atau calon/anggota legislatif.

4. Jabatan lain yang dapat menimbulkan benturan

kepentingan.

Disamping ketentuan tersebut di atas, berdasarkan surat

Wakil Menteri Negara BUMN atas nama Menteri Negara

BUMN Nomor S-375/MBU.Wk/2011 tanggal 5 Desember

2011 dinyatakan bahwa anggota Dewan Komisaris/Dewan

Pengawas BUMN hanya diperkenankan menjabat sebagai

anggota Dewan Komisaris/Dewan Pengawas pada 1 (satu)

BUMN.

Selama tahun 2015, tidak ada anggota Dewan Komisaris

Angkasa Pura II yang merangkap jabatan sebagaimana

disebutkan dalam Anggaran Dasar Perusahaan.

Untuk meminimalisir terjadinya benturan kepentingan, setiap

anggota Dewan Komisaris juga diwajibkan untuk membuat

Concurrent positions and Conflict of Interest

Based on the provisions of the Articles of Association,

members of the Board of Commissioners are prohibited to

have concurrent positions as:

1. Members of the Board of Directors in SOEs, ROEs, and

Private Owned Enterprises.

2. Other positions in accordance with the applicable laws

and regulations.

3. Management of political parties and or candidates/

members of the legislative.

4. Other positions that may pose a conflict of interest.

In addition to the above provisions, based on the letter of the

Deputy State Minister of SOEs on behalf of the State Minister

of SOEs No. S-375/MBU.Wk/2011 dated December 5th, 2011

stated that members of the Board of Commissioners/Board

of Supervisors of SOEs is only allowed to serve as members of

the Board of Commissioners/Board of Supervisors at 1 (one)

SOEs.

During 2015, no member of the Board of Commissioners of

Angkasa Pura II has concurrent position as stipulated in the

Articles of Association of the Company.

To minimize conflict of interest, each member of the Board

of Commissioners is required to make Special Register which


Daftar Khusus yang berisikan keterangan kepemilikan saham

anggota Dewan Komisaris dan/atau keluarganya pada

Perusahaan maupun perusahaan lain. Daftar Khusus disimpan

dan diadministrasikan oleh Sekretaris Dewan Komisaris.

pedoman Kerja dewan Komisaris

Dalam hubungannya dengan organ perusahaan lainnya

terkait pelaksanaan tugas dan tanggung jawabnya, Angkasa

Pura II telah menyelesaikan penyusunan pedoman kerja

bagi Dewan Komisaris (Board Manual), yakni pedoman

kerja Dewan Komisaris yang berisi panduan bagi Dewan

Komisaris yang menjelaskan hubungan, komunikasi, dan

aktivitas antara organ Perusahaan tersebut secara terstruktur,

sistematis, mudah dipahami dan dapat dijalankan dengan

konsisten, dapat menjadi acuan bagi Dewan Komisaris dalam

melaksanakan tugas masing-masing untuk mencapai visi dan

misi Perusahaan, sehingga diharapkan akan tercapai standar

kerja yang tinggi selaras dengan prinsip-prinsip GCG.

Board Manual disusun berdasarkan prinsip-prinsip hukum

korporasi, ketentuan Anggaran Dasar, peraturan dan ketentuan

perundang-undangan yang berlaku, arahan Pemegang Saham

serta praktik-praktik terbaik (best practices) GCG.

Isi dari Board Manual sebagai berikut:

contains the descriptions of shares ownership of members

of the Board of Commissioners and/or their family on the

Company or other companies. Special Register is stored and

administered by the Secretary to Board of Commissioners.

Work guidelines of the board of Commissioners

In conjunction with the other organs of the Company related

to the implementation of duties and responsibilities, Angkasa

Pura II has completed the preparation of work guidelines

for the Board of Commissioners (Board Manual), namely

the working guidelines of the Board of Commissioners

which contains guidelines for the Board of Commissioners

that describe relationships, communication, and activities

between organs of the Company in a structured, systematic,

easy to understand and can be run with a consistency, can be

a reference for the Board of Commissioners in carrying out

their respective duties to achieve the Company’s vision and

mission, which is expected to achieve a high standard of work

that is in harmony with the GCG principles.

Board Manual is prepared based on the principles of corporate

laws, provisions of the Articles of Association, applicable laws

and regulations, direction of the Shareholders and GCG best

practices.

Contents of the Board Manual as follows:

Bab I Chapter I Pendahuluan Introduction

Bab II Chapter IIHubungan Dewan Komisaris dan Direksi

Relationship of the Board of Commissioners and Board of Directors

Bab III Chapter III Dewan Komisaris Board of Commissioners

Bab VI Chapter VI Direksi Board of Directors

Bab V Chapter V Penutup Closing

Tugas dan Tanggung Jawab dewan Komisaris

Dewan Komisaris bertugas dan bertanggung jawab melakukan

pengawasan terhadap kebijakan pengurusan, jalannya

pengurusan pada umumnya baik mengenai Perusahaan

maupun usaha Perusahaan yang dilakukan oleh Direksi serta

memberikan nasihat kepada Direksi termasuk pengawasan

terhadap pelaksanaan Rencana Jangka Panjang Perusahaan,

Rencana Kerja dan Anggaran Perusahaan serta ketentuan

Anggaran Dasar dan Keputusan Rapat Umum Pemegang

Saham, serta peraturan perundang-undangan yang berlaku,

untuk kepentingan Perusahaan dan sesuai dengan maksud

dan tujuan Perusahaan.

duties and Responsibilities of the board of Commissioners

Board of Commissioners is tasked and responsible for

supervision on the management policies, the running of

management in general, both related to the Company

and its business conducted by the Board of Directors as

well as the provision of advices to the Board of Directors

including the supervision against the implementation of the

Company’s Long-Term Plan, Work Plan and Budget of the

Company as well as provisions of the Articles of Association

and Resolutions of the General Meeting of Shareholders, as

well as the applicable laws and regulations, for the interests

of the Company and in accordance with the purposes and

objectives of the Company.










Dalam melaksanakan tugas, Dewan Komisaris bertanggung

Jawab kepada RUPS. Pertanggungjawaban Dewan Komisaris

kepada RUPS merupakan perwujudan akuntabilitas

pengawasan atas pengelolaan perusahaan dalam rangka

pelaksanaan prinsip-prinsip GCG

Bidang tugas anggota Dewan Komisaris dibagi dalam 6

(enam) bidang tugas dengan rincian sebagai berikut:

In performing its duties, the Board of Commissioners

is responsible to the GMS. Responsibility of the Board

of Commissioners to the GMS is a manifestation of

accountability of supervision on the Company’s management

in the implementation of GCG principles.

Field of duties of members of the Board of Commissioners is

divided into 6 (six) field of duties with details as follows:

NamaName

JabatanPosition

Bidang TugasField of Duty

Uraian TugasJob Description

Rhenald

Kasali

Komisaris

Utama

President

Commissioner

Koordinasi seluruh

kegiatan Dewan Komisaris

Coordination of all

activities of the Board of

Commissioners

Mengkoordinir semua pelaksanaan tugas dan kegiatan

pengawasan Dewan Komisaris serta memberikan arahan kepada

Direksi terhadap pengurusan usaha Perusahaan

Coordinate all implementation of duties and activities of

supervision of the Board of Commissioners as well as provide

direction to the Board of Directors on the business management

of the Company.

Iswan

Elmi

Komisaris

Commissioner

Pengembangan

Usaha, Komersial,

Pengembangan

Kebandarudaraan dan

Manajemen Risiko

Development of

Business, Commercial,

Development of Airport

and Risk Management

Melaksanakan tugas pengawasan dan pemberian arahan

kepada Direksi terhadap pengurusan usaha Perusahaan

Bidang Pengembangan Usaha, Komersial, Pengembangan

Kebandarudaraan dan Kebijakan Manajemen Risiko

Implement the duties of monitoring and provision of direction

to the Board of Directors on the business management of the

Company in the fields of Development of Business, Commercial,

Development of Airports and Risk Management Policy.

Santoso

Eddy

Wibowo

Komisaris

Commissioner

Pemberdayaan SDM,

Nominasi Remunerasi dan

GCG

HR empowerment,

Nomination &

Remuneration and GCG

Melaksanakan tugas pengawasan dan pemberian arahan

kepada Direksi terhadap pengurusan usaha Perusahaan Bidang

Pemberdayaan Sumber Daya Manusia, Kebijakan Nominasi &

Remunerasi dan Good Corporate Governance (GCG)



Company in the fields of HR empowerpent, Nomination &

Remuneration Policy and Good Corporate Governance (GCG)

Harpin

Ondeh

Komisaris

Commissioner

Hukum, Keamanan

Bandara dan Aset

Perusahaan

Law, Security of Airports

and Company Assets

Melaksanakan tugas pengawasan dan pemberian arahan kepada

Direksi terhadap pengurusan usaha Perusahaan Bidang Hukum,

Keamanan Bandara dan Aset Perusahaan



Company in the fields of Law, Security of Airports and Company

Assets


W. Budi

Santoso

Komisaris

Commissioner

Operasi, Teknologi

Informasi dan Strategi

Pengembangan Usaha

Makro

Operations, Information

Technology and Macro-

Business Development

Strategy


Direksi terhadap pengurusan usaha Perusahaan Bidang Operasi,

Teknologi Informasi dan Strategi Pengembangan Usaha Makro



Company in the fields of Operations, Information Technology and

Macro-Business Development Strategy

Wahyu

Kuncoro

Komisaris

Commissioner

Keuangan, Akuntansi dan

Audit

Finance, Accounting and

Audit


Direksi terhadap pengurusan usaha Perusahaan Bidang Keuangan,

Akuntansi dan Audit



Company in the fields of Finance, Accounting and Audit










NoRencana KerjaWork Programs

RealisasiRealization

A Evaluasi Kinerja

Perusahaan Tahun

2014

Corporate

Performance

Evaluation 2014

1) Dewan Komisaris bersama-sama dengan Direksi melakukan pembahasan pada tanggal 6

Februari 2015 tentang Pembahasan Laporan Manajemen tahun 2014 (Unaudited)

2) Selanjutnya Dewan Komisaris memberikan tanggapan atas Laporan Manajemen Audited

Tahun Buku 2014 melalui surat Nomor DKOM.161/KU.101/APII-2015 tanggal 17 April 2015.

1) Board of Commissioners together with the Board of Directors conducted a discussion on

February 6th, 2015 on the Discussion of Management Report 2014 (Unaudited)

2) Then the Board of Commissioners provides a feedback on the Audited Management

Report 2014 through a letter no. DKOM.161/KU.101/APII-2015 dated April 17th, 2015.

B Pengawasan

terhadap

Pelaksanaan RKAP

Tahun 2015

Supervision

against RKAP

Implementation

2015

1) Rapat Dewan Komisaris dengan Direksi tanggal 20 Januari 2015 tentang Pembahasan

Persiapan RUPS RKAP PT AP II;

2) Rapat Dewan Komisaris dengan Direksi tanggal 6 Februari 2015 tentang Pembahasan

Laporan Manajemen Tahun 2014 (Unaudited);

3) Risalah rapat Dewan Komisaris dengan Direksi tanggal 25 Februari 2015 tentang

Pembahasan Laporan Manajemen Bulan Januari Tahun 2015;

4) Rapat Dewan Komisaris dengan Direksi tanggal 31 Maret 2015 tentang Pembahasan

Laporan Manajemen Bulan Februari Tahun 2015;

5) Rapat Dewan Komisaris dengan Direksi tanggal 29 Mei 2015 tentang Pembahasan Laporan

Manajemen Bulan April Tahun 2015;

6) Rapat Dewan Komisaris dengan Direksi tanggal 22 Juni 2015 tentang Pembahasan Laporan

Manajemen Bulan Mei 2015;

7) Rapat Dewan Komisaris dengan Direksi tanggal 31 Juli 2015 tentang Laporan Manajemen

Triwulan II tahun 2015;

8) Rapat Dewan Komisaris dengan Direksi tanggal 26 Agustus 2015 tentang Pembahasan

Laporan Manajemen bulan Juli tahun 2015;

9) Rapat Dewan Komisaris dengan Direksi tanggal 22 September 2015 tentang Pembahasan

Laporan Manajemen bulan Agustus tahun 2015;

10) Rapat Dewan Komisaris dengan Direksi tanggal 19 Oktober 2015 tentang Laporan

Manajemen Perusahaan PT Angkasa Pura II (Persero) Triwulan III tahun 2015;

11) Rapat Dewan Komisaris dengan Direksi tanggal 23 Desember 2015 tentang Pembahasan

Laporan Manajemen bulan November tahun 2015.

program Kerja dan pelaksanaan Tugas dewan Komisaris

Tahun 2015

Dewan Komisaris telah menyusun program kerja sebagaimana

ditetapkan dalam Rencana Kerja Anggaran Perusahaan (RKAP)

Tahun 2015, rincian kegiatan tersebut adalah sebagai berikut:

Work program and Implementation of duties of the board

of Commissioners in 2015

Board of Commissioners has prepared a work program as

stipulated in the Company’s Work Plan & Budget (RKAP) 2015,

details of these activities are as follows:


1) Meeting of the Board of Commissioners with the Board of Directors on January 20th, 2015

about the Discussion of GMS preparation on RKAP of PT AP II;

2) Meeting of the Board of Commissioners with the Board of Direcctors on February 6th,

2015 about the Discussion of Management Report 2014 (Unaudited);

3) Minutes of Meeting of the Board of Commissioners with the Board of Directors on

February 25th, 2015 about the Discussion of Management Report of January 2015;

4) Meeting of the Board of Commissioners with the Board of Directors on March 31st, 2015

about the Discussion of Management Report of February 2015;

5) Meeting of the Board of Commissioners with the Board of Directors on May 29th, 2015

about the Discussion of Management Report of April 2015;

6) Meeting of the Board of Commissioners with the Board of Directors on June 22nd, 2015

about the Discussion of Management Report of May 2015;

7) Meeting of the Board of Commissioners with the Board of Directors on July 31st, 2015

about the Management Report of the Second Quarter of 2015;

8) Meeting of the Board of Commissioners with the Board of Directors on August 26th, 2015

about the Discussion of Management Report of July 2015

9) Meeting of the Board of Commissioners with the Board of Directors on September 22nd,

2015 about the Discussion of Management Report of August 2015;

10) Meeting of the Board of Commissioners with the Board of Directors on October 19th,

2015 about the Corporate Management Report of PT Angkasa Pura II (Persero) of the Third

Quarter of 2015 2015;

11) Meeting of the Board of Commissioners with the Board of Directors on December 23rd,

2015 about the Discussion of Management Report of November 2015.

C Pengawasan

Terhadap Efektifitas

Audit Eksternal dan

Audit Internal serta

Efektifitas Tata

Kelola Perusahaan

Yang Baik

Supervision Against

the Effectiveness

of External Audit

and Internal Audit

as well as the

Effectiveness of

Good Corporate

Governance

1) Surat Dewan Komisaris No. DKOM.007/PG.30/APII-2015 tanggal 9 Januari 2015 perihal

Tindaklanjut Hasil Pemeriksaan BPK RI pada PT AP II;

2) Surat Dewan Komisaris No. DKOM.217/KU.101/II/APII-2015 tanggal 7 Mei 2015 perihal

Tanggapan Dewan Komisaris atas Laporan Manajemen Triwulan I tahun 2015;

3) Surat Dewan Komisaris No. DKOM.248/PG.30/APII-2015 tanggal 31 Mei 2015 perihal

Tanggapan Dewan Komisaris atas Pemantauan Tindak Lanjut Rekomendasi Hasil

Pemeriksaan BPK pada PT AP II;

4) Surat Dewan Komisaris Nomor CO.524/KU.101/II/APII-2015 tanggal 31 Juli 2015 perihal

Tanggapan Dewan Komisaris atas Laporan Manajemen Triwulan II tahun 2015;

5) Surat Dewan Komisaris Nomor CO/723/KU.101/II/APII-2015 tanggal 31 Oktober 2015

perihal Tanggapan Dewan Komisaris atas Laporan Manajemen Triwulan III tahun 2015;

6) Exit Meeting dengan Direksi tanggal 22 Juni 2015 tentang Program Pengenalan

Perusahaan;

7) Exit Meeting dengan Direksi tanggal 31 Juli 2015 tentang Pembahasan Rencana Anak

Perusahaan & Rencana Kerjasama Fasilitas Pengisian Bahan Bakar Pesawat Udara pada T3

BSH.










1) Board of Commissioners Letter No. DKOM.007/PG.30/APII-2015 dated January 9th, 2015

on Follow-up of BPK Inspection Results on PT AP II;

2) Board of Commissioners Letter No. DKOM.217/KU.101/II/APII-2015 dated May 7th, 2015 on

Feedback of the Board of Commissioners on the Management Report of the first quarter

of 2015;

3) Board of Commissioners Letter No. DKOM.248/PG.30/APII-2015 dated May 31st, 2015

on Feedback of the Board of Commissioners on the Supervision of Recommendations

Follow-up of BPK Inspection Results on PT AP II;

4) Board of Commissioners Letter No. CO.524/KU.101/II/APII-2015 dated July 31st, 2015

on Feedback of the Board of Commissioners on the Management Report of the Second

Quarter of 2015;

5) Board of Commissioners Letter No. CO/723/KU.101/II/APII-2015 dated October 31st, 2015

on Feedback of the Board of Commissioners on the Management Report of the Third

Quarter of 2015;

6) Exit Meeting with the Board of Directors on June 22nd, 2015 on the Company’s Induction

Training;

7) Exit Meeting with the Board of Directors on July 31st, 2015 on the Discussion of

Subsidiaries plans & Cooperation Plan of Aircraft Refueling Facilities at T3 BSH.

D Pengawasan

terhadap

Pengelolaan Risiko

Perusahaan

Supervision against

the Company’s Risk

Management

1) Surat Dewan Komisaris No. DKOM.127.1/PR.805/APII-2015 tanggal 31 Maret 2015 perihal

Tanggapan Dewan Komisaris atas Laporan Risk Profil tahun 2014;

2) Surat Dewana Komisaris No. CO.778/PR.805/APII-2015 tanggal 17 November 2015 perihal

Piagam dan Pedoman Kebijakan Manajemen Risiko Perusahaan.

1) Board of Commissioners Letter No. DKOM.127.1/PR.805/APII-2015 dated March 31st, 2015

on the Feedback of the Board of Commissioners on Risk Profile Report 2014;

2) Board of Commissioners Letter No. CO.778/PR.805/APII-2015 dated November 17th, 2015

on Charter and Guidelines of the Company’s Risk Management Policy

E Pengawasan

Program-

Program Strategis

Perusahaan

Supervision against

the Company’s

Strategic Programs

1) Rapat Dewan Komisaris dengan Direksi tanggal 22 Juni 2015 tentang Persetujuan

Pemanfaatan Lahan di Bandar Udara Internasional Kualanamu;

2) Surat Dewan Komisaris No. DKOM.435/KS.008/APII tanggal 26 Juni 2015 perihal

Tanggapan Dewan Komisaris atas Rencana Pemanfaatan Lahan;

3) Surat Dewan Komisaris No. CO.542/PL.602/APII-2015 tanggal 7 Agustus 2015 perihal

Tanggapan Dewan Komisaris atas Usulan Penghapusbukuan Rumah Dinas PT AP II dalam

Rangka Pembangungan Jalur Kereta Api Bandara Soekarno-Hatta;

4) Surat Dewan Komisaris No. DKOM.526.2/KM.60/APII/2015 tanggal 31 Juli 2015 perihal

Tanggapan Dewan Komisaris atas Usulan Pendirian/Pembentukan Anak Perusahaan

Property & Retail dan Anak Perusahaan Kargo & Logistik.

1) Meeting of the Board of Commissioners with the Board of Directors on June 22nd, 2015

on the Approval of Land Use at Kualanamu International Airport;

2) Board of Commissioners Letter No. DKOM.435/KS.008/APII dated June 26th, 2015 on

Feedback of the Board of Commissioners on Land Use Plans;

3) Board of Commissioners Letter No. CO.542/PL.602/APII-2015 dated August 7th, 2015 on

Feeback of the Board of Commissioners on the write-off proposal of the service housing

of PT AP II in the context of Railways Development of Soekarno-Hatta Airport;

4) Board of Commissioners Letter No. DKOM.526.2/KM.60/APII/2015 dated July 31st, 2015

on Feedback of the Board of Commissioners on the Proposal for the Establishment/

Formation of Property & Retail Subsidiaries as well as Cargo & Logistics Subsidiaries.


F Rapat Dewan

Komisaris

Board of

Commissioners

Meetings

1) Rapat Internal Dewan Komisaris

a) Rapat Internal Dewan Komisaris No. UND.DKOM.063/UM.202/APII-2015 perihal

Pembahasan Laporan Manajemen Bulan Januari Tahun 2015;

b) Rapat Internal Dewan Komisaris tanggal 23 Maret 2015 perihal Reposisi Jabatan;

c) Rapat Internal Dewan Komisaris No. UND.DKOM.672/UM.202/APII-2015 tanggal 30

Maret 2015 perihal Usulan Penghapusan Kendaraan Dinas & Surat-Surat Direksi;

d) Rapat Internal Dewan Komisaris No.UND.DKOM.143.1/UM.202/APII-2015 tanggal 9

April 2015 perihal Pembahasan Usulan Remunerasi Dewan Komisaris, Pembahasan

Usulan KAP untuk Audit & Laporan Manajemen Tutup Buku 2015;

e) Rapat Internal Dewan Komisaris No. UND.DKOM.330/UM.202/APII-2015 tanggal 12

Juni 2015 perihal Pembahasan Surat-Surat Direksi;

f) Rapat Internal Dewan Komisaris No. UND.SC.583/00/UM.202/APII-2015 tanggal 26

Agustus 2015 perihal Pembahasan Laporan Manajemen Bulan Juli Tahun 2015;

g) Rapat internal Dewan Komisaris tanggal 22 September 2015 perihal Pembahasan

Laporan Manajemen Bulan Agustus Tahun 2015, Pengadaan KAP tahun 2015 & RKA

Dewan Komisaris tahun 2015;

h) Rapat Internal Dewan Komisaris tanggal 29 Oktober 2015 perihal Pembahasan Laporan

KAP Purwantono, Sungkoro & Surja;

i) Rapat Internal Dewan Komisaris tanggal 17 November 2015 perihal Lapmen bulan

Oktober 2015, Usulan Revisi Investasi, Kerjasama Pengelolaan BIJB & Permohonan

Persetujuan Pemanfaatan Lahan di KNO;

j) Rapat Internal Dewan Komisaris tanggal 30 November 2015 perihal Pembahasan

Usulan KPI Dewan Komisaris tahun 2016

k) Rapat Internal Dewan Komisaris tanggal 15 Desember 2015 perihal Perjanjian Konsesi,

Pelimpahan Kewenangan, dll.

2) Rapat Dewan Komisaris-Direksi

a) Rapat Dewan Komisaris dengan Direksi tanggal 20 Januari 2015

b) Rapat Dewan Komisaris dengan Direksi tanggal 6 Februari 2015

c) Rapat Dewan Komisaris dengan Direksi tanggal 25 Februari 2015

d) Rapat Dewan Komisaris dengan Direksi tanggal 31 Maret 2015

e) Rapat Dewan Komisaris dengan Direksi tanggal 29 Mei 2015

f) Rapat Dewan Komisaris dengan Direksi tanggal 22 Juni 2015

g) Rapat Dewan Komisaris dengan Direksi tanggal 31 Juli 2015

h) Rapat Dewan Komisaris dengan Direksi tanggal 26 Agustus 2015

i) Rapat Dewan Komisaris dengan Direksi tanggal 22 September 2015

j) Rapat Dewan Komisaris dengan Direksi tanggal 19 Oktober 2015

k) Rapat Dewan Komisaris dengan Direksi tanggal 23 Desember 2015










1) Board of Commissioners Internal Meetings

a) Board of Commissioners Internal Meeting No. UND.DKOM.063/UM.202/APII-2015 on

the Discussion of Management Report of January 2015;

b) Board of Commissioners Internal Meeting on March 23rd, 2015 on the Repositioning of

Position;

c) Board of Commissioners Internal Meeting No. UND.DKOM.672/UM.202/APII-2015

dated March 30th, 2015 on the Elimination of Service Vehicles & Board of Directors

Letters;

d) Board of Commissioners Internal Meeting No.UND.DKOM.143.1/UM.202/APII-2015

dated April 9th, 2015 on the Discussion of Proposal the Board of Commissioners

Remuneration, Discussion of the Proposal of KAP to Audit & Closing of Management

Report 2015;

e) Board of Commissioners Internal Meeting No. UND.DKOM.330/UM.202/APII-2015

dated June 12th, 2015 on the Discussion of the Board of Directors Letters;

f) Board of Commissioners Internal Meeting No. UND.SC.583/00/UM.202/APII-2015

dated August 26th, 2015 on the Management Report of July 2015;

g) Board of Commissioners Internal Meeting on September 22nd, 2015 on the Discussion

of Management Report of August 2015, Procurement of KAP 2015 & RKA of the Board

of Commissioners 2015;

h) Board of Commissioners Internal Meeting on the Discussion of Report from KAP

Purwantono, Sungkoro & Surja;

i) Board of Commissioners Internal Meeting on November 17th, 2015 on the Management

Report of October 2015, Revised Investment Proposals, BIJB Management Cooperation

& Application for Approval of Land Use in KNO;

j) Board of Commissioners Internal Meeting on November 30th, 2015 on the Discussion

of KPI Proposals of the Board of Commissioners 2016

k) Board of Commissioners Internal Meeting on December 15th, 2015 on Concessions

Agreement, Delegation of Authority, etc.

2) Meetings of the Board of Commissioners-Board of Directors

a) Meeting of the Board of Commissioners with the Board of Directors on January 20th,

2015

b) Meeting of the Board of Commissioners with the Board of Directors on February 6th,

2015

c) Meeting of the Board of Commissioners with the Board of Directors on February 25th,

2015

d) Meeting of the Board of Commissioners with the Board of Directors on March 31st,

2015

e) Meeting of the Board of Commissioners with the Board of Directors on May 29th, 2015

f) Meeting of the Board of Commissioners with the Board of Directors on June 22nd,

2015

g) Meeting of the Board of Commissioners with the Board of Directors on July 31st, 2015

h) Meeting of the Board of Commissioners with the Board of Directors on August 26th,

2015

i) Meeting of the Board of Commissioners with the Board of Directors on September

22nd, 2015

j) Meeting of the Board of Commissioners with the Board of Directors on October 19th,

2015

k) Meeting of the Board of Commissioners with the Board of Directors on December 23rd,

2015


G Kunjungan Kerja

Work Visit

1) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Sultan Syarif Kasim II – Pekanbaru,

tanggal 18 Februari 2015;

2) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Sultan Mahmud Badaruddin II –

Palembang, tanggal 24 Februari 2015;

3) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Internasional - Kualanamu, tanggal 3

Maret 2015;

4) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Depati Amir – Pangkal Pinang, tanggal

27 Maret 2015;

5) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Internasional Minangkabau – Padang,

tanggal 30 Maret 2015;

6) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Husein Sastranegara, tanggal 6 April

2015;

7) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Sultan Supadio, tanggal 15 April 2015;

8) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Sultan Thaha - Jambi, tanggal 27 Mei

2015;

9) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Halim Perdanakusuma, tanggal 3 Juli

2015;

10) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Sultan Mahmud Badaruddin II –

Palembang, tanggal 24 Februari 2015;

11) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Raja Haji Fisabilillah – Tanjung Pinang,

tanggal 29 September 2015;

12) Kunjungan Kerja Dewan Komisaris ke Bandar Udara Silangit – Siborong-borong;

13) Kunjungan Kerja Dewan Komisaris ke Terminal 3 Ultimate Bandar Udara Soekarno-Hatta.

1) Work Visit of the Board of Commissioners to the Airport of Sultan Syarif Kasim II –

Pekanbaru, on February 18th, 2015;

2) Work Visit of the Board of Commissioners to the Airport of Sultan Mahmud Badaruddin II –

Palembang, on February 24th, 2015;

3) Work Visit of the Board of Commissioners to Kualanamu International Airport, March 3rd,

2015;

4) Work Visit of the Board of Commissioners to the Airport of Depati Amir – Pangkal Pinang,

March 27th, 2015;

5) Work Visit of the Board of Commissioners to the International Airport of Minangkabau –

Padang, on March 30th, 2015;

6) Work Visit of the Board of Commissioners to Husein Sastranegara Airport, on April 6th,

2015;

7) Work Visit of the Board of Commissioners to Sultan Supadio Airport, on April 15th, 2015;

8) Work Visit of the Board of Commissioners to the Airport of Sultan Thaha - Jambi, May

27th, 2015;

9) Work Visit of the Board of Commissioners to Halim Perdanakusuma Airport, on July 3rd,

2015;

10) Work Visit of the Board of Commissioners to the Airport of Sultan Mahmud Badaruddin II –

Palembang, on February 24th, 2015;

11) Work Visit of the Board of Commissioners to the Airport of Raja Haji Fisabilillah – Tanjung

Pinang, on September 29th, 2015;

12) Work Visit of the Board of Commissioners to the Airport of Silangit – Siborong-borong;

13) Work Visit of the Board of Coommissioners to Terminal 3 Ultimate of Soekarno-Hatta

Airport.










H Peningkatan

Pengetahuan dan

Informasi Mutakhir

Improved

Kpresentledge

and Advanced

Information

Luar Negeri

1) Program Best Practices Internal Auditing and Risk Management & Visit tanggal 24 s.d 31

Mei2015diAuckland,NewZealand;

2) Seminar Leading from the Chair tanggal 30 November s.d 2 Desember 2015 di

Fontainebleau, Prancis;

3) Program Inaugural Airport Innovation Forum tanggal 12 s.d 13 November 2015 di San

Fransisco, Amerika Serikat.

Dalam Negeri

1) Seminar sehari tentang Optimalisasi Implementasi Indikator/Parameter Penilaian dan

Evaluasi Atas Penerapan Good Corporate Governance tanggal 25 April 2015 di Kuta

Paradiso Hotel, Bali;

2) Seminar sehari tentang Manajemen Risiko tanggal 3 Oktober 2015 di New Kuta Hotel, Bali.

Abroad

1) Best Practices Internal Auditing and Risk Management & Visit Program on May 24th-31st,

2015atAuckland,NewZealand;

2) Seminar of Leading from the Chair on November 30th-December 2nd, 2015 at

Fontainebleau, France;

3) Inaugural Airport Innovation Forum Program on November 12th-13th, 2015 at San

Fransisco, United States of America.

Domestic

1) One Day Seminar on the Optimization of Indicators/Parameters of Assessment and

Evaluation on Good Corporate Governance Implementation on April 25th, 2015 at Kuta

Paradiso Hotel, Bali;

2) One Day Seminar sehari on Risk Management on October 3rd, 2015 at New Kuta Hotel,

Bali.

I Usulan Kantor

Akuntan Publik

Proposal of Public

Accounting Firm

Surat Dewan Komisaris Nomor DKOM.216/PG.30/APII-2015 tanggal 7 Mei 2015 perihal

Pengadaan Kantor Akuntan Publik (KAP).

Board of Commissioners Letter No. DKOM.216/PG.30/APII-2015 dated May 7th, 2015 on the

Procurement of Public Accounting Firm.

J Penyusunan RKAP

Angkasa Pura II

Tahun 2016

RKAP Preparation

of Angkasa Pura II

2016

1. Rapat Komite tanggal 28 Oktober 2015 perihal Pembahasan Reviu RKAP Perusahaan Tahun

2016;

2. Rapat Dewan Komisaris dengan Direksi tanggal 29 Oktober 2015 perihal Pembahasan RKA

Perusahaan Tahun 2016;

3. Surat Dewan Komisaris No. CO.871/KU.101/APII-2015 tanggal 23 Desember 2015 perihal

Tanggapan dan Saran Dewan Komisaris atas Rencana Kerja dan Anggaran Perusahaan

(RKAP) PT AP II Tahun 2016.

1. Committee Meeting on October 28th, 2015 on the Review Discussion of the Company’s

RKAP 2016.

2. Meeting of the Board of Commissioners with the Board of Directors on October 29th,

2015 on the Discussion of the Company’s RKA 2016.

3. Board of Commissioners Letter No. CO.871/KU.101/APII-2015 dated December 23rd, 2015

on Feedback and Advices of the Board of Commissioners on the Company’s Work Plan

and Budget (RKAP) of PT AP II 2016.


K Penyusunan

Rencana Kerja

Dewan Komisaris

Tahun 2016

Work Plan

Preparation of

the Board of

Commissioners

2016

Surat Dewan Komisaris Nomor CO.734/OM.104.6/APII-2015 tanggal 2 November 2015 perihal

Usulan Rencana Kerja & Anggaran Perusahaan Dewan Komisaris Tahun 2016.

Board of Commissioners Letter No. CO.734/OM.104.6/APII-2015 dated November 2nd, 2015

on Proposal of the Company’s Work Plan & Budget of the Board of Commissioners 2016.

L Penyusunan KPI

Dewan Komisaris

Tahun 2016

KPI Preparation

of the Board of

Commissioners

2016

1. Rapat Internal Dewan Komisaris tanggal 30 November 2015 perihal Pembahasan Usulan

KPI Dewan Komisaris Tahun 2016.

2. Surat Dewan Komisaris ke Menteri BUMN Nomor CO.895/OM.104.6/APII-2015 tanggal 31

Desember 2015 perihal usulan Kontrak Manajemen Dewan Komisaris Tahun 2016.

1. Internal meeting of the Board of Commissioners on November 30th, 2015 on the

Discussion of KPI Proposals of the Board of Commissioners 2016.

2. Board of Commissioners Letter to the Minister of SOEs No. CO.895/OM.104.6/APII-

2015 dated December 31st, 2015 on Management Contract proposals of the Board of

Commissioners 2016.










Nama

Name

Rapat Internal

Internal Meetings

Rapat Gabungan Bersama Direksi

Joint Meetings with Board of Directors

Total

Rapat Total

Meetings

Kehadiran

Attendance

Presentase

Kehadiran

Attendance

Percentage

Total

Rapat Total

Meetings

Kehadiran

Attendance

Presentase

Kehadiran

Attendance

Percentage

Rhenald Kasali 6 6 100% 11 11 100%

Santoso Eddy Wibowo 6 3 50% 11 7 63,63%

W. Budi Santoso 6 6 100% 11 10 90,90%

Wahyu Kuncoro 6 5 83,33% 11 7 63,63%

Iswan Elmi 6 3 50% 11 7 63,63%

Harpin Ondeh 6 6 100% 11 11 100%

Rapat dewan Komisaris

Rapat Dewan Komisaris terdiri dari rapat internal dan rapat

dengan mengundang Direksi untuk membahas berbagai

aspek operasional dan pengelolaan finansial Angkasa Pura

II. Keputusan rapat Dewan Komisaris diambil berdasarkan

musyawarah untuk mufakat. Dalam hal keputusan

musyawarah mufakat tidak tercapai maka keputusan diambil

berdasarkan pemungutan suara terbanyak.

Selama tahun 2015, Dewan Komisaris telah menyelenggarakan

22 kali rapat Dewan Komisaris, terdiri dari 11 kali rapat internal

dan 11 kali rapat gabungan bersama Direksi. Adapun tingkat

kehadiran Dewan Komisaris dalam rapat adalah sebagai

berikut:

board of Commissioners meetings

Board of Commissioners meetings consists of internal

meetings and joint meetings with the Board of Directors

to discuss various aspects of operational and financial

management of Angkasa Pura II. Meeting decision of the

Board of Commissioners is taken based on deliberation and

consensus. In the event that deliberation and consensus is

not reached then decisions are taken by majority vote.

During 2015, the Board of Commissioners has held 22

meetings, consist of 11 internal meetings and 11 joint

meetings with the Board of Directors. The attendance level

of the Board of Commissioners in the meeting is as follows:

Keputusan yang diambil dalam rapat Dewan Komisaris

Angkasa Pura II telah dicatat dan didokumentasikan dengan

baik dalam risalah rapat Dewan Komisaris. Risalah rapat

ditandatangani oleh pimpinan rapat dan seluruh peserta yang

hadir serta didistribusikan kepada semua anggota Dewan

Komisaris yang menghadiri rapat maupun tidak. Perbedaan

pendapat (dissenting opinion) yang terjadi dalam rapat akan

dicantumkan dalam risalah rapat disertai alasan mengenai

perbedaan pendapat.

Decisions taken in the meetings of the Board of

Commissioners of Angkasa Pura II have been recorded and

documented well in the minutes of the meetings of the Board

of Commissioners. Minutes of the meeting is signed by the

chairman of the meeting and all participants and distributed

to all members of the Board of Commissioners who attended

the meeting or not. Dissenting opinions that occur in the

meeting will be included in the minutes of the meeting along

with the reasons.


Agenda Rapat dewan Komisaris

Agenda Rapat Dewan Komisaris yang diselenggarakan

meliputi:

board of Commissioners meeting Agenda

Meetings Agenda of the Board of Commissioners include:

Tanggal RapatDate of Meetings

Agenda RapatMeetings Agenda

11 Januari 2015

January 11th, 2015

Pembahasan Laporan Manajemen Bulan Januari Tahun 2015

Discussion of Management Report of January 2015

23 Maret 2015

March 23rd, 2015

Reposisi Jabatan

Repositioning of Positions

30 Maret 2015

March 30th, 2015

Usulan Penghapusan Kendaraan Dinas & Surat-Surat Direksi

Discussion of Management Report of January 2015

9 April 2015

April 9th, 2015

Pembahasan Usulan Remunerasi Dewan Komisaris, Pembahasan Usulan KAP untuk Audit &

Laporan Manajemen Tutup Buku 2015

Discussion of proposed remuneration of the Board of Commissioners, Discussion of Proposed

KAP for Audit & Closing of Management Report 2015

12 Juni 2015

June 12th, 2015

Pembahasan Surat-Surat Direksi

Discussion of Board of Directors Letters

26 Agustus 2015

August 26th, 2015

Pembahasan Laporan Manajemen Bulan Juli Tahun 2015

Discussion of Management Report of July 2015

22 September 2015

September 22nd, 2015

Pembahasan Laporan Manajemen Bulan Agustus Tahun 2015, Pengadaan KAP tahun 2015 &

RKA Dewan Komisaris tahun 2015

Discussion of Management Report of August 2015, Procurement of KAP 2015 & RKA of the

Board of Commissioners 2015

29 Oktober 2015

October 29th, 2015

Pembahasan Laporan KAP Purwantono, Sungkoro & Surja

Discussion of Report of KAP Purwantono, Sungkoro & Surja

17 November 2015

November 17th, 2015

Lapmen bulan Oktober 2015, Usulan Revisi Investasi, Kerjasama Pengelolaan BIJB &

Permohonan Persetujuan Pemanfaatan Lahan di KNO

Management Report of October 2015, Proposed revised investment, Management Cooperation

of BIJB & Application for Approval of Land Use in KNO

30 November 2015

November 30th, 2015

Pembahasan Usulan KPI Dewan Komisaris tahun 2016

Discussion of Proposed KPI of the Board of Commissioners 2016

15 Desember 2015

December 15th, 2015

Perjanjian Konsesi, Pelimpahan Kewenangan

Concessions Agreement, Delegation of Authority

pendelegasian Wewenang

Pendelegasian wewenang anggota Dewan Komisaris kepada

anggota Dewan Komisaris lainnya dinyatakan dengan surat

kuasa tertulis. Seorang anggota Dewan Komisaris hanya dapat

mewakili seorang anggota Dewan Komisaris lainnya yang

berhalangan. Pendelegasian wewenang Dewan Komisaris

kepada Komite Audit diatur dalam Piagam Komite Audit.

delegation of Authority

Delegation of authority of members of the Board of

Commissioners to the other members of the Board of

Commissioners is expressed with written authorization

letter. A member of the Board of Commissioners can only

represent one other member of the Board of Commissioners

who was absent. Delegation of authority of the Board of

Commissioners to the Audit Committee is set out in the Audit

Committee Charter.










program pelatihan/pengembangan Kompetensi dewan

Komisaris

Dalam rangka meningkatkan kapabilitas pelaksanaan tugas

pengawasan serta pemberian nasehat dan rekomendasinya

terutama dalam kaitannya dengan peningkatan penerapan

GCG Perusahaan, selama tahun 2015 anggota Dewan

Komisaris telah mengikuti pelatihan, seminar ataupun

workshop sebagai berikut:

board of Commissioners Competence Training/

development

In order to improve the capabilities of the implementation

of duties of supervisory and provision of advices and

recommendations especially in relation with the increase of

the Company’s GCG implementation, during 2015, members

of the Board of Commissioners have participated in trainings,

seminars or workshops as follows:

NoTanggal Kegiatan Date of Activities

Anggota Dewan KomisarisBoard of Commissioners

Members

Pelatihan/Seminar/WorkshopTrainings/Seminars/Workshops

125 April 2015

April 25th, 2015Rubani Pranoto

Seminar sehari tentang Optimalisasi Implementasi

Indikator/Parameter Penilaian dan Evaluasi Atas

Penerapan Good Corporate Governance tanggal 25

April 2015 di Kuta Paradiso Hotel, Bali.

One day seminar on the Optimization of the

Implementation of Indicators/Parameters of

Assessment and Evaluation on the Good Corporate

Governance Implementation on April 25th, 2015, at

Kuta Paradiso Hotel, Bali.

224 s.d 31 Mei 2015

May 24th - 31st, 2015

Rubani Pranoto & Santoso

Eddy Wibowo

Program Best Practices Internal Auditing and Risk

Management & Visit tanggal 24 s.d 31 Mei 2015 di

Auckland,NewZealand.

Program of the Best Practices of Internal Auditing

and Risk Management & Visit on May 24th-31st, 2015,

inAuckland,NewZealand.

33 Oktober 2015

October 3rd, 2015Rubani Pranoto

Seminar sehari tentang Manajemen Risiko tanggal 3

Oktober 2015 di New Kuta Hotel, Bali.

One day seminar on Risk Management on October

3rd, 2015, at New Kuta Hotel, Bali.

412 s.d 13 November 2015

November 12th - 13th, 2015Santoso Eddy Wibowo

Program Inaugural Airport Innovation Forum tanggal

12 s.d 13 November 2015 di San Fransisco, Amerika

Serikat.

Inaugural Airport Innovation Forum Program on

November 12th-13th, 2015, in San Fransisco, United

States of America.

5

30 November s.d 2

Desember 2015

November 30th - December

2nd, 2015

Rhenald Kasali

Seminar Leading from the Chair tanggal 30

November s.d 2 Desember 2015 di Fontainebleau,

Prancis.

Seminar of Leading from the Chair on November

30th - December 2nd, 2015, in Fontainebleau,

France.


Rekomendasi dewan Komisaris

Seluruh keputusan hasil Rapat Gabungan Dewan Komisaris dan

Direksi yang tertuang dalam Notulen Rapat dimonitor tindak

lanjut penyelesaiannya pada setiap Rapat berikutnya. Dewan

Komisaris menjalankan tugas dan fungsinya dalam pemberian

nasihat, antara lain melalui pemberian rekomendasi, nasihat

dan arahan Dewan Komisaris kepada Direksi.

Realisasi Anggaran dewan Komisaris

Realisasi anggaran untuk kegiatan pengawasan Dewan

Komisaris sampai dengan akhir tahun 2015 sebesar Rp

12.113.726.513 atau sebesar 97% Jika dibandingkan selama 3

(tiga) tahun terakhir, realisasi anggaran pengawasan Dewan

Komisaris sebagai berikut:

board of Commissioners Recommendations

All decisions of the Joint Meetings of the Board of

Commissioners and Board of Directors that is set out in the

Minutes of the Meeting is monitored the completion follow-

up at each subsequent meeting. Board of Commissioners

performs its duties and functions in the provision of advices,

among others through the provision of recommendation,

advices and directions of the Board of Commissioners to the

Board of Directors.

board of Commissioners budget Realization

Budget realization for the supervisory activities of the Board

of Commissioners until the end of 2015 amounted to Rp

12,113,726,513 or 97% if compared for the last 3 (three)

years, the supervisory budget realization of the Board of

Commissioners is as follows:

Jumlah Anggaran (Rp)Total Budget (Rp)

2013 2014 2015

Realisasi Anggaran Dewan Komisaris

Board of Commissioners Budget Realization

11.176.588.602 10.104.592.000 12.113.726.513

Assessment Terhadap Kinerja dewan Komisaris

Pemegang saham melalui mekanisme RUPS melakukan

assessment terhadap kinerja Dewan Komisaris berdasarkan

Key Performance Indicator (KPI) yang ditandatangani pada

tahun 2014.

Kriteria penilaian kinerja Dewan Komisaris mencakup:

1. Aspek Pengawasan dan Pengarahan, terdiri dari

6 Indikator

2. Aspek Laporan, terdiri dari 3 indikator

3. Aspek Dinamis, terdiri dari 3 indikator

Assessment gCg dewan Komisaris

Pada tahun 2015, Angkasa Pura II juga telah dilakukan self

assessment implementasi GCG untuk Dewan Komisaris yang

dilaksanakan sesuai kerangka acuan pelaksanaan assessment

GCG yang dikembangkan oleh Kementerian Negara BUMN


Nomor SK-16/S. MBU/2012 tanggal 06 Juni 2012. Dari hasil

assessment tersebut, Dewan Komisaris memperoleh nilai

98.04 %, masuk dalam kategori “Sangat Baik”

board of Commissioners performance Assessment

Shareholders through GMS mechanism conduct an

assessment against the Board of Commissioners performance

based on the Key Performance Indicator (KPI) which signed

in 2014.

Performance Assessment criteria of the Board of

Commissioners includes:

1. Supervisory and Directions Aspects, consists of

6 Indicators

2. Report Aspects, consists of 3 Indicators

3. Dynamic Aspects, consists of 3 Indicators

gCg Assessment of the board of Commissioners

In 2015, Angkasa Pura II has also performed a self-assessment

of GCG implementation for the Board of Commissioners

which conducted pursuant to the terms of reference of GCG

assessment implementation developed by the State Ministry

of SOEs based on the Decree of Secretary to the Ministry of

SOEs No. SK-16/S. MBU/2012 dated June 06th, 2012. From

the results of the assessment, the Board of Commissioners

obtained a score of 98.04%, in the category of “Very Good”.










Adapun self assessment GCG Dewan Komisaris secara garis

besar meliputi aspek-aspek penilaian sebagai berikut:

1. Dewan Komisaris melaksanakan program pelatihan/

pembelajaran secara berkelanjutan.

2. Dewan Komisaris melakukan pembagian tugas,

wewenang dan tanggung jawab secara jelas serta

menetapkan faktorfaktor yang dibutuhkan untuk

mendukung pelaksanaan tugas Dewan Komisaris.

3. Dewan Komisaris melakukan pengawasan terhadap

pelaksanaan kebijakan pengelolaan anak perusahaan/

perusahaan patungan.

4. Dewan Komisaris berperan dalam pencalonan anggota

Direksi, menilai kinerja Direksi (individu dan kolegial) dan

mengusulkan tantiem/insentif kinerja sesuai ketentuan

yang berlaku dan mempertimbangkan kinerja Direksi.

5. Dewan Komisaris melakukan tindakan terhadap potensi

benturan kepentingan yang menyangkut dirinya.

6. Dewan Komisaris memantau dan memastikan bahwa

praktik GCG telah diterapkan secara efektif dan

berkelanjutan.

7. Dewan Komisaris menyelenggarakan rapat Dewan

Komisaris yang efektif dan menghadiri rapat Dewan

Komisaris sesuai dengan ketentuan perundang-

undangan.

8. Dewan Komisaris memiliki Sekretaris Dewan Komisaris

untuk mendukung tugas kesekretariatan Dewan

Komisaris.

9. Dewan Komisaris memiliki Komite Dewan Komisaris

yang efektif.

Remunerasi dewan Komisaris

Pemberian remunerasi Dewan Komisaris mengacu

kepada keputusan dari Pemegang Saham sebagaimana

ditetapkan dalam Rapat Umum Pemegang Saham dengan

memperhatikan hasil kajian yang dilakukan oleh Perusahaan.

Kajian dalam penetapan remunerasi mempertimbangkan

aspek seperti:

1. Kinerja keuangan dan pencapaian Key Performance

Indicator (KPI) Perusahaan.

2. Prestasi kerja individu.

3. Kewajaran dengan per perusahaan lainnya.

4. Pertimbangan sasaran dan strategi jangka panjang

Perusahaan.

Bentuk tunjangan dan fasilitas, serta komponen lain yang

termasuk di dalam komponen penghasilan (selain gaji)

mengacu pada ketentuan sebagaimana tertuang dalam

Peraturan Menteri Negara BUMN Nomor Per-07/MBU/2010

tanggal 27 Desember 2010 tanggal tentang Pedoman

Penetapan Penghasilan Direksi, Dewan Komisaris dan Dewan

Pengawas BUMN dan Peraturan Menteri BUMN Nomor PER-

Self-assessment of GCG of the Board of Commissioners in

outline includes the following assessment aspects:

1. Board of Commissioners conducts sustainable training/

learning program.

2. Board of Commissioners conducts the division of

duties, authorities and responsibilities clearly as well as

determine the factors that are needed to support the

implementation of the Board of Commissioners duties.

3. Board of Commissioners supervises the implementation

of management policy of subsidiaries/joint ventures.

4. Board of Commissioners plays a role in the nomination

of members of the Board of Directors, assesses the Board

of Directors performance (individually and collegially)

and proposes tantiem/incentive of performance in

accordance with the applicable regulations and take into

account the performance of the Board of Directors.

5. Board of Commissioners conducts actions against the

potential conflict of interest related to itself.

6. Board of Commissioners monitors and ensures that the

GCG practices have been implemented effectively and

sustainably.

7. Board of Commissioners held an effective Board of

Commissioners meetings and attend the Board of

Commissioners meetings in accordance with the laws

and regulations.

8. Board of Commissioners has a Secretary to Board of

Commissioners to support the secretarial duties of the

Board of Commissioners.

9. Board of Commissioners has an effective committees of

the Board of Commissioners.

board of Commissioners Remuneration

Remuneration of the Board of Commissioners refers to the

decision of the Shareholders as stipulated in the General

Meeting of Shareholders by paying attention into the

assessment results conducted by the Company. Assessment

in the determination of remuneration considers aspects such

as::

1. Financial performance and achievement of Key

Performance Indicator (KPI) of the Company.

2. Individual work achievement.

3. Fairness with other peer companies.

4. Consideration of long-term targets and strategies of the

Company.

The form of allowances and facilities, as well as other

components included in the component of income (other

than salary) refers to the provisions as contained in the

Regulation of the State Minister of SOEs No. Per-07/

MBU/2010 dated December 27th, 2010 on the Guidelines

of Income Determination of the Board of Directors, Board

of Commissioners and Board of Supervisors of SOEs and


04/MBU/2013 tanggal 19 April 2013 tentang Perubahan Atas

Peraturan Menteri Negara BUMN Nomor PER-07/MBU/2010.

Remunerasi Dewan Komisaris Angkasa Pura II telah mengikuti

ketentuan tersebut.

Komponen remunerasi Dewan Komisaris dapat dijabarkan

sebagai berikut:

Regulation of the Minister of SOEs No. PER-04/MBU/2013

dated April 19th, 2013 on the Amendment to Regulation of the

State Minister of SOEs No. PER-7/MBU/2010. Remuneration

of the Board of Commissioners of Angkasa Pura II has

followed such provisions.

Remuneration components of the Board of Commissioners

can be described as follows:

NoJenis RemunerasiRemuneration Type

Besaran Maksimum Sesuai RUPS dan Peraturan Menteri BUMNMaximum Amount According to GMS and Regulation of Minister of SOE

1

Honorarium

45% dari gaji President Director untuk Komisaris Utama dan 90% untuk

Anggota Dewan Komisaris dari Komisaris Utama

45% of the President Director’s salary for President Commissioner and 90% for

Members of the Board of Commissioners from President Commissioner.

2 Tunjangan Allowances

a. Tunjangan Hari Raya Keagamaan

Religious Holiday Allowance

1 (satu) kali gaji/honorarium. Jika terdapat alasan khusus serta mendapat

persetujuan RUPS/Menteri dapat diberikan maksimal 2 (dua) kali gaji/

honorarium

1 (one) time salary/honorarium. If there are special reasons and approved

by the GMS/Minister, may be given a maximum of 2 (two) times of salary/

honorarium

b. Tunjangan Komunikasi

Communication Allowance

Paling banyak 5% dari honorarium

At most 5% of honorarium.

c. Santunan Purna Jabatan

Post-Employment Allowance

Premi Asuransi paling banyak 25% dari gaji

Insurance premium with maximum of 25% of salary

d. Tunjangan Pakaian

Wardrobe Allowance

Kebijakan internal Perusahaan

Corporate internal policy

e. Tunjangan Transportasi

Transportation Allowance

20% dari honorarium anggota Dewan Komisaris

20% of the honorarium of the Board of Commissioners members.

3 Fasilitas Facilities

a. Fasilitas Kendaraan Dinas

Service Vehicle Facility

1 (satu) unit beserta biaya pemeliharaan dan operasional

1 (one) unit along with maintenance and operational costs

b. Fasilitas Kesehatan

Health Facility

Dalam bentuk asuransi kesehatan atau penggantian pengobatan

In the form of health insurance or reimbursement of treatment

c. Fasilitas Perkumpulan Profesi

Professional Association Facility

Paling banyak 2 (dua) perkumpulan

At most 2 (two) associations

d. Fasilitas Bantuan Hukum

Legal Aid Facility

Sebesar kebutuhan

As required










Adapun jumlah dan rincian remunerasi Dewan Komisaris per

bulan dapat dijabarkan sebagai berikut:

Number and details of remuneration of the Board of

Commissioners per month can be described as follows:

Komite di bawah dewan Komisaris

Komite-komite di bawah Dewan Komisaris adalah organ

pendukung Dewan Komisaris yang bertugas dan bertanggung

jawab secara kolektif untuk membantu Dewan Komisaris

dalam melakukan fungsi pengawasan dan pemberian nasihat

kepada Direksi.

Komite pendukung Dewan Komisaris Angkasa Pura II meliputi

Komite Audit dan Komite Manajemen Risiko dan SDM.

Penjelasan mengenai Komite Audit dan Komite Manajemen

Risiko & SDM akan dituangkan dalam bagian tersendiri.

Committees Under the board of Commissioners

Committees under the Board of Commissioners is the

supporting organs of the Board of Commissioners that are

collectively in charge and responsible to assist the Board of

Commissioners in performing the duties of supervision and

provision of advices to the Board of Directors.

Supporting committees of the Board of Commissioners of

Angkasa Pura II consist of Audit Committee as well as the

Risk Management & HR Committee. Explanation on the Audit

Committee and the Risk Management & HR Committee will

be set forth in a separate section.

NamaName

JabatanPosition

GajiSalary

Tunjangan/FasilitasAllowances/Facilities

Take Home Pay


President CommissionerRp44.775.000,- Rp8.406.000,- Rp53.181.000,-

Santoso Eddy WibowoKomisaris

CommissionerRp40.297.500,- Rp7.565.400,- Rp47.862.900,-

W. Budi SantosoKomisaris

CommissionerRp40.297.500,- - Rp40.297.500,-


CommissionerRp40.297.500,- - Rp40.297.500,-

Iswan ElmiKomisaris


Harpin OndehKomisaris



direksiBoard of Directors

Direksi merupakan Organ Perusahaan yang bertugas

dan bertanggung jawab secara kolektif untuk melakukan

pengelolaan Angkasa Pura II serta melaksanakan GCG

pada seluruh tingkatan atau jenjang organisasi. Dalam

melaksanakan tugasnya, Direksi bertanggung jawab kepada

RUPS. Pertanggungjawaban Direksi kepada RUPS merupakan

perwujudan akuntabilitas pengelolaan Perusahaan sesuai

dengan prinsip-prinsip GCG.

Komposisi direksi

Sampai dengan 31 Desember 2015, Direksi terdiri dari 6 (enam)

orang anggota dengan komposisi keanggotaan Direksi terdiri

atas 1 (satu) orang Direksi Utama dan 5 (lima) orang Direktur.

Komposisi Direktur Angkasa Pura II adalah sebagai berikut:

Board of Directors is organ of the Company that is collectively

tasked and responsible to conduct the management of

Angkasa Pura II and implement GCG at all levels of the

organization. In performing its duties, the Board of Directors

is responsible to the GMS. Accountability of the Board of

Directors to the GMS is a manifestation of the Company’s

management accountability in accordance with the principles

of GCG.

board of directors Composition

Until December 31st, 2015, the Board of Directors consists

of 6 (six) members with the composition of 1 (one) President

Director and 5 (five) Directors.

Composition of the Board of Directors of Angkasa Pura II is

as follows:

NamaName

JabatanPosition

Dasar Pengangkatan/PemberhentianBasis of Appointment/Dismissal

Budi Karya Sumadi President Director SK-08/MBU/01/2015

Djoko MurjatmodjoDirector of Operations &

EngineeringSK-08/MBU/01/2015

Daan Achmad

Director of Human

Capital, General Affairs

& IT

SK-08/MBU/01/2015

Andra Y Agussalam Director of Finance SK-08/MBU/01/2015

Faik FahmiDirector of Commercial &

Business DevelopmentSK-08/MBU/01/2015

Ituk HerarindriDirector of Airport Service

& FacilitySK-08/MBU/01/2015

Keberagaman Komposisi direksi

Direksi Angkasa Pura II memiliki komposisi yang beragam, baik

dari pendidikan (bidang studi), pengalaman kerja, usia, dan

jenis kelamin. Kebijakan mengenai keberagaman komposisi

Direksi telah diatur dalam Board Manual.

pengangkatan dan pemberhentian direksi

Anggota Direksi diangkat dan diberhentikan oleh RUPS sesuai

dengan peraturan perundang-undangan. Pengangkatan

Direksi harus memenuhi persyaratan umum dan khusus yang

ditetapkan dalam Board Manual.

Composition diversity of the board of directors

Board of Directors of Angkasa Pura II has a diverse composition,

both educations (field of study), work experience, age, and

gender. Policy on the composition diversity of the Board of

Directors has been set in the Board Manual.

Appointment and dismissal of the board of directors

Members of the Board of Directors of Angkasa Pura II are

appointed and dismissed by GMS in accordance to laws and

regulations. Appointment of the Board of Directors must

meet the general and specific requirements stated in the

Board Manual.


NamaName

Lulus Fit & Proper TestPass the Fit & Proper Test

Budi Karya Sumadi √

Djoko Murjatmodjo √

Daan Achmad √

Andra Y Agussalam √

Faik Fahmi √

Ituk Herarindri √

Kemampuan dan Kepatutan direksi (Fit & Proper Test)

Semua anggota Direksi Angkasa Pura II memiliki integritas,

kompetensi, reputasi dan pengalaman serta keahlian yang

dibutuhkan dalam menjalankan fungsi dan tugasnya masing-

masing. Mekanisme penjaringan atau nominasi calon anggota

Direksi diatur dalam Peraturan Menteri Negara BUMN Nomor

PER-06/MBU/2012 tanggal 21 Mei 2012. Pemegang Saham

melaksanakan fit & proper test dengan menggunakan jasa

pihak independen. Hasil dari pihak independen ini kemudian

diajukan kepada RUPS untuk dilakukan proses selanjutnya.

Berdasarkan peraturan tersebut, tabel status uji kemampuan

dan kepatutan Direksi yang menjabat pada tahun 2015 adalah

sebagai berikut:

Fit & proper Test of the board of directors

All members of the Board of Directors of Angkasa Pura II has

the integrity, competence, reputation and experience as well

as expertise needed to carry out each functions and duties.

Mechanism of networking and nomination of potential

members of the Board of Directors is set in the Regulation

of the State Minister of SOEs No: PER-06/MBU/2012 dated

May 21st, 2012. Shareholders carry out fit & proper test by

using the service of independent parties. Results from these

independent parties is then submitted to the GMS for further

processing.

Based on such regulation, the status table of the fit & proper

test of the Board of Directors of Angkasa Pura II who served

in 2015 is as follows:

Independensi direksi

Direksi ditetapkan untuk menjalankan segala tindakan

pengurusan Perusahaan atau hubungan dengan pihak lain

secara independen tanpa campur tangan pihak-pihak lain atau

yang bertentangan dengan peraturan perundang-undangan

dan Anggaran Dasar Perusahaan yang secara material dapat

mengganggu keobjektifan dan kemandirian tugas Direksi

yang dijalankan semata-mata untuk kepentingan Perusahaan.

Independence of the board of directors

Board of Directors is set to perform all acts of management

of the Company or relationships with other parties

independently without interference from other parties or

contrary to the laws and regulations and the Company’s

Articles of Association which materially can interfere with the

objectivity and independence of the Board of Directors duties

which is run solely for the Company’s interests.


Hubungan Afiliasi antara direksi dengan dewan Komisaris

dan pemegang saham

Selama tahun 2015, tidak terdapat hubungan afiliasi,

mencakup hubungan keluarga, hubungan keuangan, serta

kepengurusan dan kepemilikan saham di Perusahaan lain

antara tiap anggota Direksi dengan anggota Direksi lainnya,

atau antara anggota Direksi dengan anggota Direksi. Hal yang

sama juga untuk hubungan, antara anggota Direksi dengan

Pemegang Saham. Hal ini ditunjukkan dalam tabel berikut:

Affiliate Relationship between the board of directors, board

of Commissioners and shareholders

During 2015, there were no affiliate relationship, including

family relationship, financial relationship, as well as

management and shares ownership in other companies

between each member of the Board of Directors with fellow

members of the Board of Directors, or between members

of the Board of Directors with members of the Board of

Commissioners. The same thing for the relationship between

members of the Board of Directors with the Shareholders. It

is shown in the following table:

Nama

Name

Hubungan Keluarga Dengan

Family Relationship With

Hubungan Keuangan Dengan

Financial Relationship With

Kepengurusan dan Kepemilikan

Saham Pada Perusahaan Lain

Management and Shares Ownership

in Other Companies

Dewan

Komisaris

BOC

Direksi

BOD

Pemegang

Saham

Dewan

Komisaris

BOC

Direksi

BOD

Pemegang

Saham

Dewan

Komisaris

BOC

Direksi

BOD

Pemegang

Saham

Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No

Budi Karya

Sumadi√ √ √ √ √ √ √ √ √

Djoko

Murjatmodjo√ √ √ √ √ √ √ √ √

Daan

Achmad√ √ √ √ √ √ √ √ √

Andra Y.

Agussalam√ √ √ √ √ √ √ √ √

Faik Fahmi √ √ √ √ √ √ √ √ √

Ituk

Herarindri√ √ √ √ √ √ √ √ √

Rangkap Jabatan dan benturan Kepentingan

Berdasarkan ketentuan dalam Board Manual, anggota Direksi

dilarang merangkap jabatan sebagai:

1. Anggota Direksi pada Badan Usaha Milik Negara, Badan

Usaha Milik Daerah. Badan Usaha Milik Swasta;

2. Anggota Dewan Komisaris/Dewan Pengawas pada

Badan Usaha Milik Negara;

3. Jabatan struktural dan fungsional lainnya pada instansi/

lembaga pemerintah pusat dan atau daerah;

4. Jabatan lainnya sesuai dengan ketentuan dalam

peraturan perundang-undangan, pengurus partai politik

dan/atau calon/anggota legislatif dan/atau calon Kepala

Daerah/Wakil Kepala Daerah; dan atau

5. Jabatan lain yang dapat menimbulkan benturan

kepentingan.

Selama tahun 2015, Direksi Angkasa Pura II tidak ada yang

merangkap jabatan sebagaimana dimaksud dalam Board

Manual tersebut.

Concurrent positions and Conflict of Interest

Based on the provisions of the Board Manual, members of

the Board of Directors are prohibited to have concurrent

positions as:

1. Members of the Board of Directors in SOEs, ROEs, and

Private Owned Enterprises.

2. Members of the Board of Commissioners/Board of

Supervisors in State-Owned Enterprises;

3. Other structural and functional positions in central or

local government agencies/institutions;

4. Other positions in accordance with the provisions of

laws and regulations, political party management and/or

candidate/member of the legislative and/or the potential

of Regional Head/Deputy Head of Region; and or

5. Other positions that may pose a conflict of interest.

During 2015, the Board of Directors of Angkasa Pura II has no

concurrent positions as defined in the Board Manual.










Berdasarkan Peraturan Menteri Negara BUMN NomorPER-01/

MBU/2011 Pasal 19, Direksi harus menyampaikan informasi

mengenai jabatan Dewan Komisaris di anak perusahaan/

perusahaan patungan dan/atau perusahaan lain.

Selama tahun 2015, terdapat beberapa anggota Direksi yang

memiliki saham dan hubungan kepengurusan di perusahaan

lain sebagai berikut:

Based on the Regulation of the State Minister of SOEs No.

PER-01/MBU/2011 Article 19, the Board of Directors must

submit information regarding the position of the Board of

Commissioners in subsidiaries/joint ventures and/or other

companies.

During 2015, there were several members of the Board of

Directors who own shares as follows:

Budi Karya Sumadi -

Djoko Murjatmodjo -

Daan AchmadKepemilikan Saham di CPRO

Shares Ownership in CPRO

Andra Y. Agussalam -

Faik FahmiKepemilikan Saham di PT Garuda Indonesia

Shares Ownership in PT Garuda Indonesia

Ituk Herarindri PT KOPINDOSAT (Koperasi Indosat)

Untuk meminimalisir terjadinya benturan kepentingan, setiap

Direktur juga diwajibkan untuk membuat Daftar Khusus, yang

berisikan keterangan kepemilikan saham setiap Direktur dan/

atau keluarganya pada Angkasa Pura II maupun perusahaan

lain. Daftar Khusus disimpan dan diadministrasikan oleh Head

of Corporate Secretary & Legal.

pedoman Kerja direksi

Dalam hubungannya dengan organ perusahaan lainnya

terkait pelaksanaan tugas dan tanggung jawabnya, Angkasaa

Pura II telah menyelesaikan penyusunan pedoman kerja bagi

Direksi (Board Manual), yakni pedoman kerja Direksi yang

berisi panduan bagi Direksi yang menjelaskan hubungan,

komunikasi, dan aktivitas antara organ Perusahaan tersebut

secara terstruktur, sistematis, mudah dipahami dan dapat

dijalankan dengan konsisten, dapat menjadi acuan bagi Direksi

dalam melaksanakan tugas masing-masing untuk mencapai

visi dan misi Perusahaan, sehingga diharapkan akan tercapai

standar kerja yang tinggi selaras dengan prinsip-prinsip GCG.

Board Manual disusun berdasarkan prinsip-prinsip hukum

korporasi, ketentuan Anggaran Dasar, peraturan dan

ketentuan perundang-undangan yang berlaku, arahan

Pemegang Saham serta praktik-praktik terbaik (best practices)

GCG.

To minimize conflicts of interest, each member of the Board

of Directors is also required to make Special Register, which

contains a description of shares ownership of each member

of the Board of Directors and/or their families at Angkasa

Pura II as well as other companies. The Special Register is

store and administered by the Corporate Secretary.

Work guidelines of the board of directors

In conjunction with the other organs of the Company related

to the implementation of duties and responsibilities, Angkasa

Pura II has completed the preparation of work guidelines for

the Board of Directors (Board Manual), namely the working

guidelines of the Board of Directors which contains guidelines

for the Board of Directors that describe relationships,

communication, and activities between organs of the

Company in a structured, systematic, easy to understand

and can be run with a consistency, can be a reference for the

Board of Directors in carrying out their respective duties to

achieve the Company’s vision and mission, which is expected

to achieve a high standard of work that is in harmony with the

GCG principles.

Board Manual is prepared based on the principles of corporate

laws, provisions of the Articles of Association, applicable laws

and regulations, direction of the Shareholders and GCG best

practices.


Isi dari Board Manual sebagai berikut: Contents of the Board Manual as follows:

Bab I Chapter I Pendahuluan Introduction

Bab II Chapter IIHubungan Dewan Komisaris dan Direksi

Relationship of the Board of Commissioners and Board of Directors

Bab III Chapter III Dewan Komisaris Board of Commissioners

Bab VI Chapter VI Direksi Board of Directors

Bab V Chapter V Penutup Closing

Tugas dan Tanggung Jawab direksi

Dalam melaksanakan tugas dan tanggung jawabnya, Direksi

senantiasa berpegang dan berpedoman pada Anggaran

Dasar maupun ketentuan internal dan peraturan perundang-

undangan yang berlaku. Tugas pokok Direksi adalah:

• Memimpin dan mengurus Angkasa Pura II sesuai dengan

maksud dan tujuan Angkasa Pura II dan senantiasa

berusaha meningkatkan efisiensi dan efektivitas Angkasa

Pura II.

• Menguasai, memelihara dan mengurus kekayaan

Angkasa Pura II.

Direksi menjalankan tugas pelaksanaan pengurusan Angkasa

Pura II untuk kepentingan dan tujuan Angkasa Pura II serta

mewakili Angkasa Pura II baik di dalam maupun di luar

pengadilan sebagai amanat dari Pemegang Saham yang

ditetapkan dalam RUPS. Direksi mempertanggungjawabkan

pelaksanaan tugasnya kepada pemegang saham melalui

RUPS. Direksi senantiasa menindaklanjuti temuan audit dan

rekomendasi hasil pemerikaan Internal Auditor maupun

auditor eksternal. Para anggota Direksi diangkat dan

diberhentikan oleh RUPS.

duties and Responsibilities of the board of directors

In carrying out its duties and responsibilities, the Board

of Directors always hold and guided by the Articles of

Association as well as internal provisions and applicable laws

and regulations. The main duties of the Board of Directors

are:

• Lead and manage Angkasa Pura II in accordance with

the purposes and objectives of Angkasa Pura II and

constantly trying to improve efficiency and effectiveness

of Angkasa Pura II.

• Master, maintain and manage the wealth of Angkasa

Pura II.

Board of Directors performs its management duties of

Angkasa Pura II for the interests and objectives of Angkasa

Pura II as well as represents Angkasa Pura II both inside

and outside the court as the mandate of the Shareholders

set out in the GMS. Board of Directors is responsible for the

implementation of its duties to the shareholders through

GMS. Board of Directors continues to follow up on audit

findings and recommendations of the inspection results

of Internal Audit Unit and external auditor. Members of the

Board of Directors are appointed and dismissed by the GMS.










NamaName

JabatanPosition

Uraian TugasJob Description

Budi Karya Sumadi President Director

1. Memberikan arahan strategis dan mengendalikan Kebijakan, Visi, Misi,

dan Strategi Perseroan untuk kepentingan perusahaan;

2. Memimpin para anggota Board of Director dalam melaksanakan

keputusan Board of Director;

3. Memberikan arahan strategis dan mengendalikan kinerja seluruh

cabang;

4. Mengkoordinasikan pelaksanaan tugas Non-Direktorat (Internal

Auditor, Corporate Secretary & Legal, Corporate Strategic Planning

& Performance Management, Risk Management & Compliance,

Procurement, dan seluruh kantor cabang;

5. Mengangkat dan memberhentikan karyawan kunci berdasarkan aturan

internal perusahaan dan peraturan perundang-undangan yang berlaku;

6. Memberi pertanggungjawaban dan segala keterangan tentang keadaan

dan jalannya perusahaan dalam bentuk laporan lainnya jika diminta

oleh RUPS;

7. Melaksanakan tugas dan kewajiban lainnya sesuai ketentuan Anggaran

Dasar dan ketetapan RUPS.

1. Provide strategic direction and control the Policy, Vision, Mission, and

Strategy of the Company for the benefit of the Company;

2. Lead members of the Board of Directors to implement decision of the

Board of Directors;

3. Provide strategic direction and control the performance of all branch

offices;

4. Coordinate the implementation of Non-Directorate duties (Internal

Auditor, Corporate Secretary & Legal, Corporate Strategic Planning

& Performance Management, Risk Management & Compliance,

Procurement, and all branch offices;

5. Appoint and dismiss key employees based on the Company’s internal

regulations and the applicable laws and regulations;

6. Provide responsibility and any information about the conditions and the

running of the Company in the form of other reports if requested by the

GMS;

7. Implement other duties and responsibilities in accordance with the

provisions of the Articles of Association and statutes of the GMS.

Untuk lebih menyelaraskan dengan visi dan misi Angkasa Pura

II, berdasarkan Keputusan Direksi KEP.01.01/11/2012.2 tanggal

28 November 2012, tugas dan tanggung jawab masing-

masing anggota Direksi adalah sebagai berikut:

To further harmonize with the vision and mission of Angkasa

Pura II, based on the Decree of the Board of Directors No.

KEP.01.01/11/2012.2 dated November 28th, 2012, duties and

responsibilities of each member of the Board of Directors are

as follows:



Business Develepoment

1. Membina dan mengoptimalkan bisnis aeronautika, non-aeronautika

dan kargo untuk menunjang implementasi strategi dan pencapaian

kinerja tujuan korporasi;

2. Memberi masukan terhadap penyusunan RJPP dan RKAP, termasuk

penentuan target bisnis aeronautika, non-aeronautika dan kargo;

3. Memimpin dan mengarahkan kegiatan komersial dan pengembangan

usaha sesuai perencanaan strategis korporasi;

4. Memberi masukan terhadap semua proyek pengembangan bandar

udara yang berada dalam kewenangannya dalam lingkup kegiatan

komersial kebandarudaraan dan pengembangan usaha;

5. Mengkoordinir pelaksanaan tugas Subdirektorat Aeronautical Business,

Non-Aeronaurtical Business, Marketing & Business Development dan

Cargo Business;

6. Memimpin dan mengawasi pelaksanaan kebijakan dan keputusan

Board of Director dalam kegiatan komersial kebandarudaraan dan

pengembangan usaha;

7. Memberikan pertanggungjawaban dan segala keterangan tentang

keadaan dan jalannya kegiatan komersial kebandarudaraan, kargo, dan

pengembangan usaha dalam bentuk laporan lainnya jika diminta oleh

RUPS;



1. Develop and optimize the businesses of aeronautical, non-

aeronautical and cargo to support the implementation of strategies

and achievement of corporate performance goals;

2. Provide inputs for the preparation of RJPP and RKAP, including the

determination of business targets of aeronautical, non-aeronautical

and cargo;

3. Lead and direct the activities of commercial and business development

according to corporate strategic planning.

4. Provide inputs to all airport development projects that are in his/

her authority within the scope of airport commercial activities and

business development;

5. Coordinate the implementation of duties of the Sub-Directorates of

Aeronautical Business, Non-Aeronautical Business, Marketing & Business

Development and Cargo Business;

6. Lead and supervise the implementation of policies and decisions of the

Board of Directors in the activities of airport commercial and business

developmen;

7. Provide responsibility and any information about the conditions and

the running of activities of airport commercial, cargo, and business

development in the form of other reports if requested by the GMS;













Engineering

1. Melakukan pembinaan/pemberdayaan baik secara individu maupun

kelompok (unit kerja) di kantor pusat dan di seluruh kantor cabang

terkait dengan bidang operasi dan teknik secara professional sehingga

mampu mewujudkan tujuan perusahaan;

2. Memberikan masukan terhadap penyusunan RJPP dan RKAP, termasuk

penentuan target kinerja Direktorat Operations & Engineering;

3. Memimpin dan mengarahkan kegiatan pengelolaan kegiatan operasi

dan teknik sesuai perencanaan strategis korporasi;

4. Memberi masukan terhadap semua pekerjaan yang berada dalam

kewenangannya di lingkup kegiatan pengelolaan kegiatan operasi dan

teknik;

5. Mengkoordinasikan pelaksanaan tugas Subdirektorat Airport Operation,

Civil Engineering, Electronical & Mechanical Engineering dan Airport

Safety;


Board of Director dalam pengelolaan kegiatan operasi dan teknik

lainnya;


dan jalannya kegiatan pengelolaan operasi dan teknik dalam bentuk

laporan lainnya jika diminta oleh RUPS;

8. Melaksanakan tugas dan kewajiban lainnya sesuai terentuan Anggaran


1. Conduct training/empowerment either individually or in groups (work

units) at the head office and all branch offices related with fields of

operations and engineering in a professional manner so as to realize

the Company’s objectives;


determination of performance targets of the Directorate of Operations

& Engineering;

3. Lead and direct the management activities of operations and

engineering in accordance with corporate strategic planning;

4. Provide inputs to all the jobs that are within the scope of his/her

authority in the scope of management activities of operations and

engineering;

5. Coordinate the implementation of duties of the Sub-Directorates

of Airport Operations, Civil Engineering, Electronical & Mechanical

Engineering and Airport Safety;

6. Lead and supervise the implementation of policy and decision of

the Board of Directors in the management of other operation and

engineering activities;


the running of activities of operations and engineering management

in the form of other reports if requested by the GMS;




Andra Y. Agussalam Director of Finance

1. Membina kegiatan pengelolaan keuangan secara optimal untuk

menunjang kegiatan unit-unit dalam implementasi strategi dan

pencapaian tujuan korporasi serta mengoptimalkan profitabilitas untuk

meningkatkan kinerja keuangan perseroan;


penentuan target profitabilitas perseroan;

3. Memimpin dan mengarahkan kegiatan pengelolaan keuangan dan

CSR (Corporate Social Responsibility) sesuai perencanaan strategis

korporasi;

4. Memberi masukan terhadap semua proyek pengembangan bandara

yang berada dalam kewenangannya di lingkup kegiatan pengelolaan

keuangan;

5. Mengkoordinir pelaksanaan tugas Subdirektorat Accounting &

Budgeting, Treasury, Assets Management & Inventory dan CSR;


Board of Director dalam pengelolaan keuangan;


dan jalannya kegiatan pengelolaan keuangan dalam bentuk laporan

lainnya jika diminta oleh RUPS;



1. Developing financial management activities optimally to support the

activities of the units in the implementation of strategy and achievement

of corporate objectives as well as to optimize profitability to improve the

Company’s financial performance.


determination of the Company’s profitability targets.

3. Lead and direct activities of financial management and CSR (Corporate

Social Responsibility) according with the corporate strategic planning.

4. Provide feedback to all airport development projects that are within

his/her authority in the scope of financial management activities;

5. Coordinate the implementation of duties of the Sub-Directorate of

Accounting & Budgeting, Treasury, Assets Management & Invetory and

CSR;

6. Lead and supervise the implementation of policy and decision of the

Board of Directors in financial management;


the running of activities of financial management in the form of other

reports if requested by the GMS;




Daan AchmadDirector of Human

Capital, General Affairs &

Information Technology

1. Membina kegiatan Human Capital, General Affairs & Information

Technology serta mengoptimalkan standar kualitas karyawan untuk

menunjang kegiatan unit-unit dalam implementasi strategi dan

pencapaian kinerja korporasi;


penentuan target kinerja Human Capital, General Affairs & Information

Technology;

3. Memimpin dan mengarahkan kegiatan pengelolaan kegiatanyang

berkaitan dengan Human Capital, General Affairs & Information

Technology sesuai perencanaan strategis korporasi;

4. Memberi masukan terhadap semua proyek pengembangan bandara

yang berada dalam kewenangannya di lingkup kegiatan pengelolaan

sumber daya manusia & umum serta teknologi informasi;

5. Mengkoordinasikan pelaksanaan tugas Subdirektorat Human Capital,

Training & Development, General Affairs & Administration dan

Information Technology;


Board of Director dalam pengelolaan kegiatan Human Capital, General

Affairs & Information Technology;


dan jalannya kegiatan pengelolaan Human Capital, General Affairs &

Information Technology dalam bentuk laporan lainnya jika diminta oleh

RUPS;



1. Develop the activities of Human Capital, General Affairs & Information

Technology as well as optimizing the quality standards of employees

to support the units activities in the implementation of strategy and the

achievement of corporate performance;


determination of performance targets of Human Capital, General Affairs &

Information Technology;

3. Lead and direct the management activities related to Human Capital,

General Affairs & Information Technology according to corporate

strategic planning;

4. Provide inputs to all airport development projects that are in his/

her authority within the scope of the human capital & general affairs

management as well as information technology;

5. Coordinate the implementation of duties of the Sub-Directorate of

Human Capital, Training & Development, General Affairs & Administration

and Information Technology;


Board of Directors in the management of Human Capital, General Affairs

& Information Technology;

7. Provide responsibility and any information about the conditions and the

running of activities of Human Capital, General Affairs & Information

Technology management in the form of other reports if requested by the

GMS;




Ituk HerarindriDirector of Airport

Services & Facility

1. Membina kegiatan pelayanan dan kesiapan fasilitas kebandarudaraan

serta menentukan standar kualitas karyawan maupun fasilitas untuk

menunjang kegiatan pelayanan kebandarudaraan;


penentuan target kinerka Direktorat Airport Services & Facility;

3. Memimpin dan mengarahkan kegiatan pengelolaan pelayanan

kebandarudaraan dan kesiapan fasilitas sesuai perencanaan strategis

korporasi;

4. Memberi masukan terhadap semua fungsi di perusahaan untuk

mendukung kegiatan pelayanan kebandarudaraan;

5. Mengkoordinir pelaksanaan tugas Subdirektorat Airport Services,

Service Assurance dan Infrastructure & Facility Maintenance;

6. Memimpin dan mengawasi pelaksanaan kebijakan Wdan keputusan

Board of Director dalam pengelolaan kegiatan pelayanan

kebandarudaraan dan kesiapan fasilitas;


dan jalannya kegiatan pengelolaan pelayanan kebandarudaraan dan

kesiapan fasilitas dalam bentuk laporan lainnya jika diminta oleh RUPS;



1. Develop the activities of services and readiness of airport facilities and

determine the quality standards of employees and facilities to support

airport services.


determination of performance targets of the Directorate of Airport

Services & Facility;

3. Lead and direct the activities of airport services and the readiness of

facilities according with the corporate strategic planning.

4. Provide inputs to all functions in the Company to support airport

services activities.

5. Coordinate the implementation of duties of the Sub-Directorate

of Airport Services, Service Assurance and Infrastructure & Facility

Maintenance;


Board of Directors in the management of airport services management

and the readiness of facilities;


the running of activities of airport services management and the

readiness of facilities in the form of other reports if requested by the

GMS;




Rapat direksi

Selama tahun 2015, Direksi telah menyelenggarakan 45 kali

Rapat, terdiri dari 28 kali rapat internal, 6 kali rapat koordinasi

terbatas dan 11 kali rapat gabungan bersama Dewan Komisaris.

Adapun tingkat kehadiran Direksi dalam rapat adalah sebagai

berikut:

board of directors meetings

During 2015, the Board of Directors has held 45 meetings,

consist of 26 internal meetings and 6 coordination meeting

and 11 joint meetings with the Board of Commissioners.

The attendance level of the Board of Directors in the meeting

is as follows:

Nama

Name

Rapat Internal

Internal Meetings

Rapat Gabungan Bersama Direksi

Joint Meetings with Board of Directors

Total

Rapat Total

Meetings

Kehadiran

Attendance

Presentase

Kehadiran

Attendance

Percentage

Total

Rapat Total

Meetings

Kehadiran

Attendance

Presentase

Kehadiran

Attendance

Percentage

Budi Karya Sumadi 34 34 100% 13 10 77%

Djoko Murjatmodjo 34 19 56% 13 10 77%

Daan Achmad 34 10 29% 13 10 77%

Andra Y. Agussalam 34 8 24% 13 10 77%

Faik Fahmi 34 12 35% 13 11 85%

Ituk Herarindri 34 14 41% 13 11 85%


pendelegasian Wewenang

Berdasarkan ketentuan dalam Undang-Undang Nomor 40

Tahun 2007 Tentang Perusahaan Terbatas dan ketentuan

dalam Anggaran Dasar, Direksi bertindak mewakili

Angkasa Pura II di dalam dan di luar pengadilan. Dalam

pelaksanaannya, Direksi dapat mendelegasikan kewenangan

kepada anggota Direksi lainnya dan pejabat setingkat di

bawah Direksi. Pendelegasian wewenang meliputi tugas,

tanggung jawab serta kewenangan, dan dibuat secara tertulis.

Setiap pendelegasian wewenang dilakukan melalui analisis

terhadap pekerjaan yang akan didelegasikan dan kompetensi

orang yang akan menerima pendelegasian wewenang.

program pelatihan/pengembangan Kompetensi direksi

Sesuai dengan tuntutan fungsional yang semakin meningkat,

Perusahaan memfasilitasi tersedianya paket-paket khusus

pelatihan Direksi untuk meningkatkan pengetahuan, keahlian

dan profesionalisme. Selama tahun 2015, Direksi mengikuti

program peningkatan kompetensi sebagai berikut:

delegation of Authority

Under the provisions of Law No. 40 year 2007 on Limited

Liability Companies and the provisions of the Articles of

Association, the Board of Directors acts on behalf of Angkasa

Pura II inside and outside the court. In the implementation,

Board of Directors may delegate the authority to other

members of the Board of Directors and lower-level officials

of the Board of Directors. Delegation of authority includes the

duties, responsibilities and authorities, and made in writing.

Each delegation of authority is conducted through an analysis

against the work that will be delegated and the competence of

people who will receive the delegation of authority.

board of directors Competence Training/development

In accordance with the increased functional demands, the

Company facilitates the availability of special package of the

Board of Directors trainings to improve kpresentledge, expertise

and professionalism. During 2015, the Board of Directors

follows the competence development program as follows:

NoTanggal Date

Anggota DireksiBoard of Directors Members

Pelatihan/Seminar/WorkshopTrainings/Seminars/Workshops

1 April 18th-26th, 2015 Faik FahmiAirport Visit Bagage Handling System & 24th Airport

Commercial and Retail Conference & Exhibition 2015

2 June 17th-19th, 2015 Faik fahmi Airport Community Platform Indonesia & ASEAN

3 November 17th-19th, 2015 Ituk Herarindri IICD Seminar

4 December 10th, 2015 Ituk Herarindri Markplus Conference 2016

5 December 8th-10th, 2015 Daan Achmad Airport Exchange Conferences and Summits










Realisasi Anggaran direksi board of directors budget Realization

Jumlah Anggaran (Rp)Total Budget (Rp)

2013 2014 2015

Jumlah Anggaran

Budget Total

61.499.209.471 64.950.607.406 61.118.198.106

Assessment Terhadap Kinerja direksi

Pemegang saham melalui mekanisme RUPS melakukan

assessment terhadap kinerja Direksi berdasarkan Key

Performance Indicator (KPI) yang ditandatangani pada tahun

2014. Kriteria penilaian kinerja Direksi mencakup:

1. Aspek Keuangan, terdiri dari 8 indikator

2. Aspek Operasional, terdiri dari 2 indikator

3. Aspek Administrasi terdiri dari 4 indikator

Assessment gCg direksi

Pada tahun 2015, Angkasa Pura II juga telah dilakukan

assessment implementasi GCG untuk Direksi yang

dilaksanakan sesuai kerangka acuan pelaksanaan assessment

GCG yang dikembangkan oleh Kementerian Negara BUMN


Nomor SK-16/S. MBU/2012 tanggal 06 Juni 2012. Dari hasil

assessment tersebut, Direksi memperoleh nilai 31,20 atau

89,15% dan masuk dalam kategori Sangat Baik.

Adapun self assessment GCG Direksi secara garis besar

meliputi aspek-aspek penilaian sebagai berikut:

1. Direksi memiliki pengenalan dan pelatihan/pembelajaran

serta melaksanakan program tersebut secara

berkelanjutan.

2. Direksi melaksanakan pengendalian operasional

dan keuangan terhadap implementasi rencana dan

kebijakan Perusahaan.

3. Direksi melaksanakan pengurusan Perusahaan sesuai

dengan peraturan perundang-undangan yang berlaku

dan Anggaran Dasar.

4. Direksi melakukan hubungan yang bernilai tambah bagi

Perusahaan dan Stakeholders.

5. Direksi memonitor dan mengelola potensi benturan

kepentingan anggota Direksi dan manajemen di

bawah Direksi.

6. Direksi memastikan Perusahaan melaksanakan

keterbukaan informasi dan komunikasi sesuai Peraturan

Perundang-undangan yang berlaku dan penyampaian

informasi kepada Dewan Komisaris dan Pemegang

Saham tepat waktu.

7. Direksi menyelenggarakan rapat Direksi dan menghadiri

rapat Dewan Komisaris sesuai dengan ketentuan

Perundang-undangan.

board of directors performance Assessment

Shareholders through GMS mechanism conduct an

assessment against the Board of Directors performance

based on the Key Performance Indicator (KPI) which signed

in 2014. Performance Assessment criteria of the Board of

Directors includes:

1. Financial Aspect, consists of 8 Indicators

2. Operational Aspect, consists of 2 Indicators

3. Administrative Aspect, consists of 4 Indicators

gCg Assessment of the board of directors

In 2015, Angkasa Pura II has also performed an assessment

of GCG implementation for the Board of Directors which

conducted pursuant to the terms of reference of GCG

assessment implementation developed by the State Ministry

of SOEs based on the Decree of Secretary to the Ministry of

SOEs No. SK-16/S. MBU/2012 dated June 06th, 2012. From

the results of the assessment, the Board of Directors obtained

a score of 31,20 or 89.15%, in the category of “Very Good”.

Self-assessment of GCG of the Board of Directors in outline

includes the following assessment aspects:

1. Board of Directors has an introduction and training/

learning as well as implementing such program

sustainably.

2. Board of Directors implements operational and financial

control against the implementation of the Company’s

plans and policies.

3. Board of Directors implements the Company’s

management in accordance with the applicable laws

and regulations and the Articles of Association.

4. Board of Directors conducts value-added relationships

for the Company and Stakeholders.

5. Board of Directors monitors and manages potential

conflicts of interest of members of the Board of Directors

and management under the Board of Directors.

6. Board of DIrectors ensures the Company to implement

disclosure of information and communication in

accordance with the applicable laws and regulations

and the delivery of information to the Board of

Commissioners and Shareholders in a timely manner.

7. Board of Directors held meetings of the Board of

Directors and attend Board of Commissioners meetings

in accordance with the provisions of legislation.


8. Direksi wajib menyelenggarakan pengawasan internal

yang berkualitas dan efektif.

9. Direksi menyelenggarakan fungsi Corporate Secretary &

Legal yang berkualitas dan efektif.

10. Direksi menyelenggarakan RUPS Tahunan dan RUPS

lainnya sesuai Peraturan Perundang-undangan.

Remunerasi direksi

Pemberian remunerasi Direksi mengacu kepada keputusan

dari Pemegang Saham sebagaimana ditetapkan dalam Rapat

Umum Pemegang Saham dengan memperhatikan hasil kajian

yang dilakukan oleh Perusahaan. Kajian dalam penetapan

remunerasi mempertimbangkan aspek seperti:

1. Kinerja keuangan dan pencapaian Key Performance

Indicator (KPI) Perusahaan.

2. Prestasi kerja individu.

3. Kewajaran dengan per perusahaan lainnya.

4. Pertimbangan sasaran dan strategi jangka panjang

Perusahaan.

Hasil kajian tersebut sebagai bahan usulan Dewan Komisaris

untuk disampaikan kepada Pemegang Saham.

Berdasarkan Pasal 96 ayat (1) Undang-Undang Perusahaan

Terbatas Nomor 40 tahun 2007 yang mengatur besarnya

gaji dan tunjangan Direksi ditetapkan berdasarkan keputusan

RUPS. Kewenangan tersebut berdasarkan Pasal 96 ayat (2)

dapat dilimpahkan kepada Dewan Komisaris.

Bentuk tunjangan dan fasilitas, serta komponen lain yang

termasuk di dalam komponen penghasilan (selain gaji)

mengacu pada ketentuan sebagaimana tertuang dalam

Peraturan Menteri Negara BUMN Nomor Per-07/MBU/2010

tanggal 27 Desember 2010 tanggal tentang Pedoman

Penetapan Penghasilan Direksi, Dewan Komisaris dan Dewan

Pengawas BUMN dan Peraturan Menteri BUMN Nomor PER-

04/MBU/2013 tanggal 19 April 2013 tentang Perubahan Atas

Peraturan Menteri Negara BUMN Nomor PER-07/MBU/2010.

Remunerasi Direksi Angkasa Pura II telah mengikuti ketentuan

tersebut.

8. Board of Directors should implement qualified and

effective internal supervisions.

9. Board of Directors implements qualified and effective

Corporate Secretary functions.

10. Board of Directors held Annual GMS and other GMS in

accordance with the laws and regulations.

board of directors Remuneration

Remuneration of the Board of Directors refers to the decision

of the Shareholders as stipulated in the General Meeting of

Shareholders by paying attention into the assessment results

conducted by the Company. Assessment in the determination

of remuneration considers aspects such as:

1. Financial performance and achievement of Key

Performance Indicator (KPI) of the Company.

2. Individual work achievement.

3. Fairness with other peer companies.

4. Consideration of long-term targets and strategies of the

Company.

The assessment results act as a proposal of the Board of

Commissioners to be submitted to the Shareholders.

Pursuant to Article 96 paragraph (1) Law of the Limited

Liability Companies No. 40 Year 2007 that regulates the

amount of salaries and allowances of the Board of Directors

is determined based on the GMS decision. Such authorization

based on Article 96 paragraph (2) may be delegated to the


The form of allowances and facilities, as well as other

components included in the component of income (other

than salary) refers to the provisions as contained in the

Regulation of the State Minister of SOEs No. Per-07/

MBU/2010 dated December 27th, 2010 on the Guidelines

of Income Determination of the Board of Directors, Board

of Commissioners and Board of Supervisors of SOEs and

Regulation of the Minister of SOEs No. PER-04/MBU/2013

dated April 19th, 2013 on the Amendment to Regulation of the

State Minister of SOEs No. PER-7/MBU/2010. Remuneration

of the Board of Directors of Angkasa Pura II has followed such

provisions.










Komponen remunerasi Direksi dapat dijabarkan sebagai

berikut:

Remuneration components of the Board of Directors can be

described as follows:

No Jenis Remunerasi Besaran Maksimum Sesuai RUPS dan Peraturan Menteri BUMN

1 Gaji SalaryPresident Director: 100%

Director: 90%

2

Tunjangan Allowances

a. Tunjangan Hari Raya Keagamaan

Religious Holiday Allowance

1 (satu) kali gaji/honorarium.

1 (one) time salary/honorarium.

b. Tunjangan Komunikasi

Communication Allowance

Sebesar pemakaian

At most 5% of honorarium.

c. Santunan Purna Jabatan

Post-Employment Allowance

Premi Asuransi paling banyak 25% dari gaji

Insurance premium with maximum of 25% of salary

d. Tunjangan Perumahan

Wardrobe AllowanceRp. 22.500.000,-

3

Fasilitas Facilities

a. Fasilitas Kendaraan Dinas

Service Vehicle Facility

1 (satu) unit beserta biaya pemeliharaan dan operasional

1 (one) unit along with maintenance and operational costs

b. Fasilitas Kesehatan

Health Facility

Dalam bentuk asuransi kesehatan atau penggantian pengobatan

In the form of health insurance or reimbursement of treatment

c. Fasilitas Bantuan Hukum

Legal Aid Facility

Sebesar kebutuhan

As required

4Tantiem/Insentif Kerja

Tantiem/Work Incentive

Diberikan sesuai dengan pencapaian Key Performance Indicator (KPI) dan

Tingkat Kesehatan Perusahaan

Granted in accordance with the achievement of Key Performance Indicator

(KPI) and the Health Level of the Company


Adapun jumlah dan rincian remunerasi Direksi per bulan

dapat dijabarkan sebagai berikut:

Number and details of remuneration of the Board of Directors

per month can be described as follows:

NamaName

JabatanPosition

GajiSalary

Tunjangan/FasilitasAllowances/Facilities

Take Home Pay

Budi Karya Sumadi President Director Rp 99.500.000,- Rp 22.500.000,- Rp 120.900.000,-


EngineeringRp 89.550.000,- Rp 22.500.000,- Rp 111.560.000,-

Daan Achmad

Director of Human

Capital, General Affairs

& IT

Rp 89.550.000,- Rp 22.500.000,- Rp 111.560.000,-

Andra Y Agussalam Director of Finance Rp 89.550.000,- Rp 22.500.000,- Rp 111.560.000,-


Business DevelopmentRp 89.550.000,- Rp 22.500.000,- Rp 111.560.000,-

Ituk HerarindriDirector of Airport

Service & FacilityRp 89.550.000,- Rp 22.500.000,- Rp 111.560.000,-

Hubungan dewan Komisaris dan direksi

Dewan Komisaris dan Direksi mempunyai tugas, tanggung

jawab dan wewenang masing-masing sesuai dengan fungsinya

seperti yang diamanahkan dalam Anggaran Dasar Perusahaan

dan peraturan perundang-undangan yang berlaku.

Kepengurusan dan pengelolaan Perusahaan dilakukan oleh

Direksi, sedangkan Dewan Komisaris melakukan pengawasan

dan pemberian nasihat terhadap tindakan yang dilakukan

Direksi. Keduanya secara bersama-sama memiliki tanggung

jawab untuk memelihara kesinambungan usaha Perusahaan

dalam jangka panjang.

Seluruh tata cara, pedoman kerja dan hubungan antara Dewan

Komisaris dan Direksi telah ditetapkan dalam Board Manual.

Pedoman ini mengikat setiap anggota Dewan Komisaris dan

Direksi dan mencantumkan antara lain tanggung jawab,

kewajiban, wewenang, hak, etika Dewan Komisaris dan

Direksi, serta pengaturan rapat dan tata cara hubungan kerja

antara Dewan Komisaris dan Direksi.

Hubungan yang bersifat informal dapat dilakukan oleh masing-

masing anggota Dewan Komisaris dan Direktur, namun tidak

mempunyai kekuatan hukum sebelum diputuskan melalui

mekanisme yang sah sesuai dengan peraturan perundang-

undangan dan Anggaran Dasar. Dalam beberapa hal-hal

tertentu yang strategis menyangkut aktiva, pinjaman, ekuitas,

struktur organisasi serta penetapan direksi dan komisaris

Anak Perusahaan, Direksi memerlukan persetujuan Dewan

Komisaris secara formal.

Relationship of The board of Commissioners And board of

directors

Board of Commissioners and Board of Directors have their

own duties, responsibilities and authorities in accordance

with its functions as mandated in the Company’s Articles

of Association and the applicable laws and regulations.

Leadership and management of the Company is performed

by the Board of Directors, while the Board of Commissioners

supervises and gives advices on the actions performed by

the Board of Directors. Both together have a responsibility

to maintain the continuity of the Company’s business in the

long term.

The whole ordinances, work guidelines and relationship

between the Board of Commissioners and the Board of

Directors have been established in the Board Manual. These

guidelines are binding on every member of the Board of

Commissioners and the Board of Directors and include

among others responsibilities, obligations, authorities, rights,

ethics of the Board of Commissioners and Board of Directors,

as well as meeting arrangements and ordinances for the

working relationship between the Board of Commissioners

and Board of Directors.

Informal relationship can be performed by each member

of the Board of Commissioners and Board of Directors,

but do not have legal power before it was decided through

a legitimate mechanism in accordance with the laws

and regulations as well as the Articles of Association. In

several strategic matters concerning assets, loans, equity,

organization structure and determination of the Board of

Directors and Board of Commissioners of Subsidiaries, the

Board of Directors requires the approval of the Board of

Commissioners formally.










Untuk menyatukan pandangan dan memutuskan satu

persoalan penting menyangkut kelangsungan usaha dan

operasional Angkasa Pura II, Dewan Komisaris dan Direksi

mengagendakan pertemuan berkala dalam forum Rapat

Gabungan Dewan Komisaris-Direksi. Penyelenggara rapat

berkala ini adalah Dewan Komisaris guna membahas berbagai

agenda menyangkut rencana kerja, operasional, peluang

usaha, serta isu-isu strategis yang memerlukan persetujuan

Dewan Komisaris. Rapat ini adalah sebagai bentuk koordinasi

dalam rangka membahas laporan-laporan periodik Direksi

dan memberikan tanggapan, catatan dan nasihat yang

dituangkan dalam risalah rapat.

Keputusan rapat dibuat berdasarkan azas musyawarah untuk

mufakat atau diambil berdasarkan suara terbanyak serta

mengikat untuk dilaksanakan tindak lanjutnya.

To unify the views and decide the important issues regarding

the business sustainability and operations of Angkasa Pura II,

the Board of Commissioners and Board of Directors regularly

scheduled meetings in the forum of Joint Meetings of the

Board of Commissioners-Board of Directors. Organizer of

these regular meetings is the Board of Commissioners to

discuss various agenda regarding work plans, operations,

business opportunities, as well as strategic issues that require

the approval of the Board of Commissioners. This meeting

is a form of coordination in order to discuss periodic reports

of the Board of Directors and provide feedback, notes and

advices outlined in the minutes of meeting.

Meeting decisions are made based on the principle of

deliberation and consensus or taken by a majority vote as

well as bonding to be implemented the follow-up.


Nama Name Jabatan Position

Wahyu Kuncoro Ketua Chairman

Iswan Elmi Wakil Ketua Vice Chairman

Eddy Subagdja Anggota Member

Khasan Anwari Anggota Member

Komite Audit merupakan organ dari Dewan Komisaris

yang dibentuk oleh Dewan Komisaris sesuai dengan yang

diamanatkan oleh Undang-Undang Nomor 19 Tahun 2003

tentang Badan Usaha Milik Negara. Komite Audit berfungsi

untuk membantu Dewan Komisaris dalam melaksanakan

tugas pengawasannya. Komite Audit bersifat independen dan

mandiri baik dalam pelaksanaan tugasnya maupun dalam

pelaporan, dan bertanggung jawab langsung kepada Dewan

Komisaris.

Komite Audit diangkat dan diberhentikan berdasarkan Surat

Keputusan Dewan Komisaris dengan masa jabatan selama

2 (dua) tahun. Seluruh anggota komite Angkasa Pura II telah

memiliki latar belakang pendidikan atau memiliki keahlian di

bidang akuntansi atau keuangan, dan memahami industri/

bisnis Perusahaan.

Komposisi Keanggotaan Komite Audit

Komposisi keanggotaan Komite Audit Angkasa Pura II periode

tahun 2015 berjumlah 4 (empat) orang yang terdiri dari seorang

ketua yang merupakan anggota Dewan Komisaris Angkasa

Pura II, seorang wakil ketua dan 2 (dua) orang anggota komite

yang berasal pihak profesional yang independen.

Audit Committee is an organ of the Board of Commissioners

established by the Board of Commissioners as mandated by

Law No. 19 Year 2003 on State-Owned Enterprises. The Audit

Committee serves to assist the Board of Commissioners

in performing its supervisory duties. Audit Committee is

independent and self-sufficient both in the implementation

of its duties and reporting, and directly responsible to the


Audit Committee is appointed and dismissed based on the

Decree of the Board of Commissioners with tenure of 2

(two) years. All members of the committee of Angkasa Pura

II has educational background or expertise in accounting or

finance, and understands the Company’s industry/business.

Audit Committee members Composition

Composition of the Audit Committee members of Angkasa

Pura II for the period of 2015 consists of 4 (four) people,

namely a chairman which is a member of the Board of

Commissioners of Angkasa Pura II, a vice chairman and 2

(two) members of committee which came from independent

professional parties.

Komposisi keanggotaan Komite Audit Angkasa Pura II

ditetapkan berdasarkan:

1. Peraturan Menteri Negara BUMN Nomor PER-12/

MBU/2012 tanggal 24 Agustus 2012.

2. Surat Keputusan Dewan Komisaris Nomor KEP.343/

KP.1013.3/APII-2015 tanggal 15 Juni 2015 tentang

Pemberhentian dan Pengangkatan ketua dan Wakil

Ketua Komite Audit PT Angkasa Pura II (Persero).

3. Surat Keputusan Dewan Komisaris Nomor KEP.193/

KP.1013.3/APII-2015 tanggal 30 April 2015 tentang

Penunjukan Ketua, Wakil Ketua dan Pengangkatan

Anggota Komite Audit PT Angkasa Pura II (Persero).

Composition of the Audit Committee members of Angkasa

Pura II is defined by:

1. Regulation of the State Minister of SOEs No. PER-12/

MBU/2012 dated August 24th, 2012.

2. Decree of the Board of Commissioners No. KEP.343/

KP.1013.3/APII-2015 dated June 15th, 2015 on the

Dismissal and Appointment of Chairman and Vice

Chairman of the Audit Committee of PT Angkasa Pura

II (Persero).

3. Decree of the Board of Commissioners No. KEP.193/

KP.1013.3/APII-2015 dated April 30th, 2015 on the

Appointment of Chairman, Vice Chairman and the

Appointment of Audit Committee Members of PT


komiteauditAudit Committee


profil Anggota Komite Audit Audit Committee members profile

Wahyu Kuncoro

Ketua

Chairman

Profil dapat dilihat di Bagian Profil Dewan Komisaris

Profile can be seen at the Board of Commissioners Profile

Iswan ElmiWakil Ketua

Vice Chairman




Eddy SubagdjaAnggota

Member

Warga Negara Indonesia, umur 68 tahun. Menyelesaikan S2 pada Universitas Sriwijaya Jurusan

Manajemen Keuangan, kemudian sebagai Dosen merangkap sebagai Ketua Jurusan Manajemen

Pada STIE Sultan Mahmud Badaruddin di Palembang (1994-1996), Dosen Luar Biasa selama 8

tahun di AKABA dan Universitas Pendidikan Nasional di Denpasar (1977-1985), pernah menjabat

Esselon IV menjadi Kepala Seksi Pengawas Pengeluaran Pusat II BPKP Propinsi Jawa Timur

dan Kepala Seksi Pengawasan Khusus BUMN dan BUMD BPKP Provinsi Bali, menjabat Esselon

III sebagai Kepala Bidang Pengawasan BUMN dan BUMD II BPKP Propinsi Sumatera Utara dan

Kepala Bidang Pengawasan Pengeluaran Pusat I BPKP Propinsi Sumatera Selatan, menjabat

Esselon II sebagai Kepala Perwakilan BPKP Propinsi Sulawesi Tenggara, Kepala Perwakilan BPKP

Propinsi Bengkulu, Koordinator Teknis Pengawasan Perwakilan BPKP DKI Jakarta, Direktur

Investigasi BUMN dan BUMD BPKP Pusat, Kepala Perwakilan BPKP Propinsi Jawa Barat, Direktur

Pengawasan Penyelenggaraan Keuangan Daerah Wilayah I BPKP Pusat, Menjabat sebagai

Anggota Komite Audit pada September 2013.

Indonesian citizen, 68 years old. Obtained his Master Degree at Sriwijaya University Majoring in

Financial Management, and then as Lecturer concurrent as Head of Management Department

at STIE Sultan Mahmud Badaruddin in Palembang (1994-1996), Temporary Lecturer for 8 years

at AKABA and Pendidikan Nasional University in Denpasar (1977-1985), served as Echelon IV as

East Java Province BPKP Section Head of Central Expenditure Supervision II, and Bali Province

BPKP SOEs and Regional SOEs Section Head of Special Supervision, served as Echelon III as

North Sumatera Province BPKP Section Head of Supervision II and South Sumatera Province

BPKP Head of Central Expenditure Supervision I, served as Echelon II as South East Sulawesi

Province Head of BPKP respresentative, Bengkulu Province Head of BPKP respresentative,

Coordinator of Technical Supervision DKI Jakarta BPKP Representative, Director of SOEs and

Regional SOEs Investigation Central BPKP, Head of BPKP West Java Province Representative

(2004-2007), served as member of the Audit Committee on September 2013.

Khasan AnwariAnggota

Member

Warga Negara Indonesia, umur 31 tahun. Menyelesaikan S1 pada Universitas Indonesia pada tahun

2010. Saat ini menjabat sebagai Kepala Subbidang Perencanaan Strategis Bisnis di Kementerian

BUMN. Menjabat sebagai Anggota Komite Audit sejak tahun 2015.

Indonesian citizen, 31 years old. Obtained his bachelor degree from the University of Indonesia

in 2010. He currently serves as Head of Business Strategic Planning Sub-Department in the

Ministry of SOEs. He has served as a Member of the Audit Committee since 2015.










pedoman Kerja Komite Audit

Komite Audit Angkasa Pura II telah mempunyai Pedoman

Komite Audit (Audit Committee Charter) yang telah ditetapkan

oleh Dewan Komisaris yang berfungsi sebagai acuan umum

bagi Komite Audit dalam melaksanakan tugas dan fungsinya.

Tugas dan Tanggung Jawab Komite Audit

Sesuai dengan ketentuan dalam Peraturan Menteri Negara

Badan Usaha Milik Negara Nomor PER-12/MBU/2012 tanggal

24 Agustus 2012 tentang Organ Pendukung Dewan Komisaris/

Dewan Pengawas BUMN, fungsi utama Komite Audit adalah

membantu Dewan Komisaris dalam memenuhi fungsi

pengawasannya yaitu agar pengelolaan Angkasa Pura II dapat

berjalan efektif dan efisien. Komite Audit bersifat mandiri

dalam pelaksanaan tugasnya maupun dalam pelaporan, dan

bertanggung jawab langsung kepada Dewan Komisaris.

Pertanggungjawaban Komite Audit kepada Dewan Komisaris

merupakan perwujudan akuntabilitas pengawasan atas

pengelolaan Perusahaan dalam rangka pelaksanaan prinsip-

prinsip GCG.

Tugas dan tanggung jawab Komite Audit sebagaimana yang

tertuang dalam Piagam Komite Audit (Committee Audit

Charter) terdiri atas:

1. Komite Audit bekerja secara kolektif dalam melaksanakan

tugasnya membantu Dewan Komisaris.

2. Membantu Dewan Komisaris untuk memastikan

keefektifan sistem pengendalian intern dan memberikan

rekomendasi penyempurnaan sistem pengendalian

manajemen serta pelaksanaannya;

3. Membantu Dewan Komisaris untuk menilai pelaksanaan

tugas Eksternal Auditor yang meliputi perencanaan audit,

keefektifan pelaksanaan audit, kecukupan jumlah auditor

dan hasil audit;

4. Membantu Dewan Komisaris untuk mengkaji kecukupan

fungsi Internal Auditor dan menilai pelaksanaan tugas

Internal Auditor yang meliputi rencana kerja tahunan,

keefektifan pelaksanaan audit, kecukupan jumlah auditor

dan hasil audit;

5. Melakukan penelaahan atas informasi mengenai

Perusahaan serta Rencana Jangka Panjang, Rencana

Kerja dan Anggaran Perusahaan, laporan manajemen

dan informasi lainnya;

6. Membantu Dewan Komisaris untuk memastikan telah

terdapat prosedur evaluasi yang memuaskan terhadap

berbagai informasi keuangan Perusahaan;

Work guidelines of Audit Committee

The Audit Committee of Angkasa Pura II has had an Audit

Committee Charter which has been determined by the Board

of Commissioners that serves as a general reference for the

Audit Committee in carrying out its duties and functions.

duties and Responsibilities of Audit Committee

In accordance to the provisions in Regulation of the State

Minister of SOEs No. PER-12/MBU/2012 dated August 24th,

2012 on Supporting Organs of the Board of Commissioners/

Board of Supervisors of SOEs, the main fuction of Audit

Committee is to assist the Board of Commissioners in

meeting its supervisory function so that Angkasa Pura II

management may run effectively an efficiently. The Audit

Committee is independent in the implementation of its

duties and reporting, and directly responsible to the Board

of Commissioners.

Accountability of the Audit Committee to the Board

of Commissioners is a manifestation of supervisory

accountability on the Company’s management in order to

implement GCG principles.

Duties and responsibilities of the Audit Committee as set out

in the Audit Comittee Charter consist of:

1. Audit Committee work collectively in carrying out its

duties to assist the Board of Commissioners.

2. Assist the Board of Commissioners to ensure the

effectiveness of internal control system and provides

recommendations of improvement of management

control system and its implementation.

3. Assist the Board of Commissioners to assess the

implementation of External Auditor duties which includes

audit planning, effectiveness of the audit, adequacy of

the number of auditors and audit results.

4. Assist the Board of Commissioners to review the

adequacy of Internal Auditor functions and assess the

implementation of Internal Auditor duties that include

annual work plan, effectiveness of the audit, adequacy

of the number of auditors and audit results.

5. Review on informations regarding the Company as well

as the Long Term Plan, the Company’s Work Plan and

Budget, management reports and other information;

6. Assist the Board of Commissioners to ensure that there

has been a satisfactory evaluation procedures against

various financial information of the Company;


7. Melakukan penelaahan atas pengaduan yang berkaitan

dengan Perusahaan yang disampaikan kepada Dewan

Komisaris;

8. Membantu Dewan Komisaris dalam rangka monitoring

penerapan GCG secara konsisten dan berkelanjutan.

Independensi Komite Audit

Komite Audit Angkasa Pura II terdiri dari seorang ketua yang

berasal dari anggota Dewan Komisaris, seorang wakil ketua

yang berasal dari anggota Dewan Komisaris serta 2 (dua)

orang anggota yang berasal dari pihak independen. Seluruh

anggota Komite Audit tersebut tidak memiliki afiliasi dengan

anggota Direksi dan Dewan Komisaris lainnya maupun

pemegang saham pengendali Perusahaan.

7. Review on complaints related to the Company submitted

to the Board of Commissioners;

8. Assist the Board of Commissioners in the framework of

monitoring the GCG implementation consistently and

continuously.

Audit Committee Independence

Audit Committee of Angkasa Pura II consists of a chairman

who comes from members of the Board of Commissioners, a

vice chairman which also comes from members of the Board

of Commissioners and 2 (two) members from independent

parties. All members of the Audit Committee has no affiliation

with other members of the Board of Directors and Board of

Commissioners as well as the controlling shareholders of the

Company.

Aspek IndependensiIndependence Aspect

Wahyu Kuncoro

Iswan Elmi Eddy Subagdja Khasan Anwari

Tidak memiliki hubungan keuangan dengan


Has no financial relationship with the Board of


√ √ √ √

Tidak memiliki hubungan kepengurusan di

Angkasa Pura II

Has no management relationship in Angkasa

Pura II

√ √ √ √

Tidak memiliki hubungan kepemilikan saham di

Angkasa Pura II

Has no shares ownership in Angkasa Pura II

√ √ √ √










Laporan Kerja Komite Audit

Sepanjang tahun 2015, kegiatan Komite Audit sebagai berikut:

Audit Committee Report

Throughout 2015, the Audit Committee activities are as follows:

No Rencana KerjaWork Plans

Realisasi Rencana Kerja Tahun 2015Realization of Work Plans 2015

1 Mendukung upaya peningkatan

keefektifan pengendalian intern.

a. Melakukan penelaahan/pembahasan

awal rencana Kerja dan Anggaran

Perusahaan;

b. Melakukan review Laporan

Manajemen bulanan / triwulan /

tahunan.

Support efforts to improve the

effectiveness of internal control.

a. Conduct a review/discussion of the

initial plan of the Company’s Work

Plan and Budget;

b. Conduct a review of Management

Reports of Monthly/Quarterly/

Annually

a. Reviu Laporan Manajemen tahun 2014 (Un audited) tanggal 5

Februari 2015 ;

b. Reviu Laporan Manajemen bulan Januari tahun 2015 tanggal 25

Februari 2014 ;

c. Reviu Laporan Manajement tahun 2014 (Audited) , tanggal 13 Maret

2015;

d. Melakukan Reviu atas Laporan Manajemen Bulan Ferbruari tahun

2015, tanggal 31 Maret 2015;

e. Reviu Laporan Manajemen TW I tahun 2015 tanggal 28 April 2015 ;

f. Reviu Laporan Manajemen bulan April 2015 ;

g. Reviu Laporan Manajemen bulan Mei 2015.

h. Reviu Laporan Manajemen TW II tahun 2015 tanggal 27 Juli 2015 ;

i. Reviu Laporan Manajemen bulan Juli 2015 tanggal 26 Agustus 2015;

j. Reviu Laporan Manajemen bulan Agustus 2015 tanggal 21 September

2015 .

k. Reviu Laporan Manajemen Triwulan III tahun 2015, tanggal 13

Oktober 2015;

l. Reviu RKAP tahun 2016, tanggal 28 Oktober 2015;

m. Reviu Lapmen Bulan Oktober 2015, tanggal 16 November 2015 ;

n. Reviu revisi investasi tahun 2015, tanggal 21 Desember 2015 ;

o. Pembahasan perubahan revisi RKAP tahun 2016, tanggal 21

Desember 2015.

a. Review the Management Report 2014 (Unaudited) on February 5th,

2015 ;

b. Review the Management Report of January 2015 on February 25th,

2014;

c. Review the Management Report 2014 (Audited) on March 13th, 2015;

d. Review the Management Report of February 2015 on March 31st,

2015;

e. Review the Management Report of the 1st Quarter of 2015 on April

28th, 2015;

f. Review the Management Report of April 2015 ;

g. Review the Management Report of May 2015.

h. Review the Management Report of the 2nd Quarter of 2015 on July

27th, 2015;

i. Review the Management Report of July 2015 on August 26th, 2015;

j. Review the Management Report of August 2015 on September 21st,

2015.

k. Review the Management Report of the Third Quarter of 2015 on

October 13th, 2015;

l. Review the RKAP 2016 on October 28th, 2015;

m. Review the Management Report of October 2015 on November 16th,

2015;

n. Review the revised investments 2015 on December 21st, 2015 ;

o. Discussion on changes of revised RKAP 2016 on December 21st, 2015


2 Monitoring dan evaluasi kegiatan Kantor

Akuntan Publik (KAP) agar berjalan secara

profesional.

a. Memberikan pengarahan dalam

proses seleksi Kantor Akuntan Publik

(selaku Tim Pengarah);

b. Melakukan pemantauan/supervisi dan

mengevaluasi atas pelaksanaan audit

oleh Kantor Akuntan Publik;

c. Melakukan pemantauan tindaklanjut

atas temuan Kantor Akuntan Publik

(KAP).

Monitoring and evaluating activities

of Public Accounting Firm to be run

professionally.

a. Provide guidance in the selection

process of Public Accounting Firm (as

the Steering Committee);

b. Monitor/supervise and evaluate on

the audit implementation by the

Public Accounting Firm;

c. Monitor the follow-up on the findings

of Public Accounting Firm (KAP).

a. Bersama sama dengan Dewan Komisaris Melakukan rapat

koordinasi dengan KAP Djoko, Sidik & Indra membahas progres

pelaksanaan Audit tahun buku 2014;

b. Melakukan pemantauan tindal lanjut temuan KAP yang disampaikan

dalam Laporan Manajemen bulan tahun 2014 Audited, bulan januari

dan Februari tahun 2015 ;

c. Memberikan arahan (selaku pengarah) dalam melakukan persiapan

Seleksi Kantor Akuntan publik (KAP) untuk pelaksanaan audit tahun

buku 2015

d. Melakukan arahan (Selaku Pengarah) kepada Tim pendamping KAP

dalam rangka progress pelaksanaan Audit PT AP II TB 2015 oleh

KAP EY

e. Melakukan pemantauan tindal lanjut temuan KAP yang disampaikan

dalam Laporan Manajemen bulanan, triwulanan tahun 2015 (bulan

januari sampai dengan bulan November 2015);

a. Together with the Board of Commissioners conduct a coordination

meeting with Public Accounting Firm Djoko, Sidik & Indra to discuss

the audit progress of 2014.

b. Monitor the follow-up on findings of KAP presented in the

Management Report of 2014 Audited, January and February 2015.

c. Provide direction (as steering) in the selection preparation of Public

Accounting Firm (KAP) to audit the financial year 2015.

d. Provide direction (as steering) to KAP assistance team in the

framework of audit progress of PT AP II TB 2015 by KAP EY

e. Monitor the follow-up on findings of KAP presented in the

Management Report of monthly, quarterly of 2015 (January until

November 2015)

3 Mendukung Upaya Peningkatan Kinerja

Internal Auditor.

a. Melakukan review atas laporan hasil

Internal Auditor;

b. Melakukan evaluasi atas kinerja

Internal Auditor (program kerja ini

dapat dilakukan dengan bekerja sama

dengan pihak lain);

c. Melakukan pembahasan program

kerja Internal Auditor tahun 2015;

d. Melakukan pemantauan terhadap

tindaklanjut atas temuan Internal

Auditor.

Support efforts to improve the Internal

Auditor Performance.

a. Conduct a review on audit results

report of Internal Auditor;

b. Conduct evaluation on Internal

Auditor performance (These work

programs can be conducted by

working together with other parties);

c. Conduct a discussion on SPI work

program 2015;

d. Conduct monitoring against the

follow-up on Internal Auditor findings.

a. Melakukan evaluasi atas kinerja Internal Auditor di tahun 2014 dan

program Kerja Internal Auditor tahun 2015, tanggal 19 Maret 2015;

b. Mela kukan evaluasi atas kinerja Internal Auditor dalam melakukan

audit di Bandara Kualanamu – Medan pada tanggal 2 April 2015

c. Melakukan pemantauan atas kinerja Internal Auditor terhadap

tindaklanjut temuan audit Internal Auditor yang disampaikan dalam

laporan manajemen tahun 2014, bulan Januari dan Februari tahun

2015;

d. Melakukan evaluasi atas kinerja Internal Auditor dalam melakukan

audit di SSK II – PKU pada tanggal 13 Mei 2015

e. Melakukan pemantauan atas kinerja Internal Auditor terhadap


laporan manajemen TW I tahun 2015, bulan April 2015 dan bulan

Mei 2015.

f. Pada tanggal 24 Juni 2015 Komite melakukan kegiatan antara lain ;

1. Melakukan pembahasan program kerja Internal Auditor tahun

2015;

2. Melakukan evaluasi kegiatan Internal Auditor TW IItahun 2015;

3. Melakukan pemantauan/Monitoring terhadap tindaklanjut

temuan Internal dan Eksternal (KAP, BPK dan BPKP) ;

g. Melakukan pemantauan atas kinerja Internal Auditor terhadap


Laporan Manajemen bulanan dan triwulanan tahun 2015 (lapmen

bulan Januari sampai dengan bulan Nopemver tahun 2015)










a. Evaluate the performance of Internal Auditor Unit 2014 and SPI Work

program 2015 on March 19th, 2015;

b. Evaluate the performance of SPI in conducting audits at Kualanamu

Airport - Medan on April 2nd, 2015

c. Monitor the SPI performance against the follow-up on SPI audit

findings presented in the management report 2014, January and

February 2015;

d. Evaluate the performance of SPI in conducting audits at SSK II - PKU

on May 13th, 2015

e. Monitor the SPI performance against the follow-up on SPI audit

findings presented in the management report of the first quarter of

2015, April 2015 and May 2015.

f. On June 24th, 2015, the Audit Committee conducted activities

among others;

1. Discussion of SPI work program 2015;

2. Evaluate SPI activities of the Second Quarter of 2015;

3. Monitor the follow-up on internal and external findings (KAP, BPK

and BPKP) ;

g. Monitor the SPI performance against the follow-up on SPI audit

findings presented in the Management Report of monthly and

quarterly of 2015 (management report of January until November

2015)

4 Menyusun Laporan dan melakukan

evaluasi kegiatan Komite Audit

a. Menyusun laporan kegiatan

triwulanan ;

b. Menyusun laporan kegiatan tahun

2014 ;

c. Evaluasi kegiatan tahun 2014;

d. Menyusun dan menyampaikan

program kerja tahun 2015;

e. Melakukan evaluasi atas Piagam

Komie Audit (Committee Audit

Charter).

Prepare Reports and evaluate Audit

Commitee activities

a. Prepare quarterly reports;

b. Prepare activities report 2014;

c. Evaluate activities in 2014;

d. Prepare and submit work program

2015;

e. Evaluate Audit Committee Charter.

a. Menyusun Laporan kegiatan Komite Audit tahun 2014;

b. Menyusun Laporan kegiatan Komite Audit Triwulan I tahun 2015 ;

c. Menyusun Laporan kegiatan Komite Audit Triwulan II tahun 2015 ;

d. Menyusun Laporan kegiatan Komite Audit Triwulan III tahun 2015 ;

e. Menyusun dan menyampaikan program kerja Komite Audit tahun

2016 ;

f. Melakukan Evaluasi atas Piagam Komite Audit. (Committee Audit

Charter).

a. Prepare Audit Committee Report 2014;

b. Prepare Audit Committee Report of Q1-2015;

c. Prepare Audit Committee Report of Q2-2015;

d. Prepare Audit Committee Report of Q3-2015;

e. Prepare and submit Audit Committee work program 2016;

f. Evaluate Audit Committee Charter.

5 Mendukung penerapan prinsip-prinsip

penerapan Good Corporate Governance

(GCG) Perusahaan.

a. Melakukan pemantauan atas

penerapan Good Corporate

Governance (GCG) di PT Angkasa

pura II (Persero);

a. Rapat Koordinasi dengan Tim GCG untuk mengetahui penerapan

GCG di lingkungan PT AP II dan hasil self assesment tahun 2014,

tanggal 24 Juni 2015.

b. Rapat Koordinasi Dekom dan Komite dalam rangka entry Meeting

dengan Tim Assesment Penerapan GCG PT AP II dan Assesor GCG

dari BPKP pada tanggal 27 Oktober 2015.


Support the implementation of Good

Corporate Governance (GCG) principles

of the Company.

a. Monitor the implementation of Good

Corporate Governance (GCG) in PT

Angkasa pura II (Persero);

a. Coordination Meeting with GCG team to determine GCG

implementation in PT AP II and results of self-assessment in 2014 on

June 24th, 2015.

b. Coordination meeting with the Board of Commissioners and

Committee in the framework of entry meeting with the Assessment

Team of GCG Implementation of PT AP II and GCG Assessor from

BPKP on October 27th, 2015.

6 Peningkatan kompetensi Komite Audit

a. Mengikuti workshop/seminar;

b. Melakukan Benchmark.

Improved competence of the Audit

Committee

a. Participate in workshops/seminars;

b. Conduct Benchmark.

a. Seminar Optimalisasi Implementasi Indikator/Parameter Penilaian

Dan Evaluasi Atas Penerapan Good Corporate Governance,

diselenggarakan oleh Pusat Studi Investasi dan Keuangan (Center of

Finance and invesment studies) di Kuta Paradiso Hotel – Denpasar

Bali. tanggal 25 april 2015;

b. Seminar Indonesia Spiritual Capital Development “Enrich The

Transforming Human Capital, Accelerate Corporate Performance”

dilaksanakan di Ritz Carlton Mega Kuningan, 6 – 7 Mei 2015

penyelenggara Indonesia Spiritual Capital Development

c. Workshop & Visit dengan tema Best Practices Internal Auditing

And Risk Management Di Auckland, Tanggal 24 – 31 Mei 2015

dilaksanakan oleh The Association of Indonesian Internal Auditors (

Perhimpunan Auditor Internal )

a. Seminar of Optimizing the Implementation of Indicatos/Parameters

of Assessment and Evaluation on GCG implementation, organized by

the Center of Finance and Investment studies at Kuta Paradiso Hotel -

Denpasar, Bali, on April 25th, 2015;

b. Seminar of Indonesia Spiritual Capital Development “Enrich The

Transforming Human Capital, Accelerate Corporate Performance”

held at Ritz Carlton Mega Kuningan, May 6th-7th, 2015, organized by

Indonesia Spiritual Capital Development

c. Workshops & Visits with the theme of Best Practices of Internal

Auditing And Risk Management in Auckland, May 24th-31st, 2015,

organized by The Association of Indonesian Internal Auditors

(Association of Internal Auditors)

7 Monitoring atas permasalahan-

permasalahan strategis

a. Pelaksanaan tugas khusus yang

diberikan oleh Dewan Komisaris.

b. Melakukan kunjungan ke cabang-

cabang dalam rangka pelaksanaan

tugas Komite Audit.

Monitoring on strategic issues

a. Implementation of special duties

given by the Board of Commissioners.

b. Conduct a visit to the branch offices

in the context of Audit Committee

duties implementation.

a. Kunjungan Kerja Komite ke Kantor Cabang Kualanamu – Medan tgl 3

Maret 2015 dalam rangka monitoring tindaklanjut temuan BPK RI di

Bandara KNO;

b. Melakukan reviu terhadap usulan Direksi atas Kebutuhan pendanaan

tahun 2014 bersama Manajemen terkait (DKB,KBH dan MRK). Tanggal

14 Januari 2015 dan tanggal 27 Januari 2015;

c. Melakukan reviu terhadap usulan Direksi atas rencana kerjasama

kawasan terpadu sky city -1 bersama Manajemen terkait (DPP, KBH

dan MRK).

d. Melakukan reviu terhadap usulan Direksi atas revisi struktur organisasi

kantor Pusat tanggal 19 Januari 2015 .

e. Melakukan reviu terhadap usulan Direksi atas Penghapusan Kendaraan

Dinas bersama Manajemen terkait (KBR, KBH dan DKL). Tanggal 13

April 2015;

f. Melakukan reviu terhadap usulan Direksi atas Usulan Remunerasi,

pada tanggal 13 April 2015;










g. Melakukan reviu terhadap usulan Direksi atas Perjanjian kerjasama

dengan PT KAI dan Reviu penghapusan Persedian barang mati serta

reviu tentang pembiayaan proyek Kereta Api, pada tanggal 5 Juni

2015;

h. Melakukan reviu atas revisi investasi tahun 2015. Tanggal 29 Juni 2015

i. Menjadi Tim Pengadaan Jasa KAP Tahun Buku 2015 Sebagai

pengarah;

j. Melakukan reviu terhadap usulan Direksi atas Penghapusan Kendaraan

Dinas Dewan Komisaris Tanggal 27 Juli 2015;

k. Melakukan reviu terhadap usulan Direksi atas Usulan Revisi RKAP

tahun 2015, pada tanggal 31 Agustus 2015;

l. Menjadi Tim Pendamping KAP Tahun Buku 2015 Sebagai pengarah.

m. Melakukan Reviu atas penyertaan Modal PT Railink, tanggal 29

Oktober 2015;

n. Melakukan Reviu atas Perubahan bisnis PT Adhilenka menjadi

Penyedia Jaringan Listrik;

o. Pembahasan tentang usulan penambahan fasilitas pendanaan baru

tahun 2016, tanggal 19 November 2015;

p. Pembahasan Surat Direksi atas pelimpahan keweangan kerjasama

Komersail di BSH kepada Direksi , tanggal 1 Deember 2015;

q. Permbahasan perrjanjian Konsesi atas kegiatan pengusahaan Bandara

oleh Usaha Bandar Udara, tanggal 1 Desember 2015

a. Committee Work Visit to the Branch Office of Kualanamu - Medan on

March 3rd, 2015 in the framework of monitoring on the follow-up of

BPK RI findings in KNO Airport;

b. Review the proposals of the Board of Directors on financing

requirements 2014 with related Management (DKB, KBH and MRK) on

January 14th, 2015 and January 27th, 2015;

c. Review the proposals of the Board of Directors on the cooperation

plan of Sky city-1 integrated area with related Management (DPP, KBH

and MRK).

d. Review the proposals of the Board of Directors on the revised

organization structure of Head Office on January 19th, 2015.


e. Review the proposals of the Board of Directors on the Removal of

Service Vehicle with related Management (KBR, KBH and DKL) on April

13th, 2015;

f. Review the proposals of the Board of Directors on the Proposed

Remuneration on April 13th, 2015;

g. Review the proposals of the Board of Directors on the cooperation

agreement with PT KAI and review the removal of dead goods

inventory as well as review the financing of railways project on June

5th, 2015;

h. Review on the revised investments in 2015, on June 29th, 2015.

i. Become a Procurement Team of KAP Services for the Financial Year

2015 as steering;

j. Review the proposals of the Board of Directors on the Removal of

Service Vehicle of the Board of Commissioners, on July 27th, 2015;

k. Review the proposals of the Board of Directors on the proposal of

revised RKAP in 2015, on August 31st, 2015;

l. Become KAP Assistance Team for Financial Year 2015 as steering.

m. Review the equity injection of PT Railink on October 29th, 2015;

n. Review the Changes of Business of PT Adhilenka into Electricity

Network Provider;

o. Discussion on the proposed addition of a new financing facility in

2016, on November 19th, 2015;

p. Discussion of the Board of Directors Letter on the delegation of

authority of commercial cooperation at BSH to the Board of Directors

on December 1st, 2015;

q. Discussion of the concession agreement on Airport business activities

on December 1st, 2015;










Rapat Komite Audit

Dalam melaksanakan kegiatan rapat, Komite Audit telah

melakukan rapat-rapat baik rapat rutin maupun tidak rutin.

Rapat rutin adalah rapat yang dilakukan secara berkala dan

berkelanjutan sedangkan rapat tidak rutin adalah rapat yang

dilakukan berdasarkan kebutuhan sesuai dengan tugas

Komite Audit. Adapun kegiatan rapat Komite Audit di tahun

2015 adalah sebanyak 41 (empat puluh dua) kali, terdiri dari

rapat internal Komite Audit sebanyak 8 (delapan) kali, rapat

komite Audit dengan Komite Manajemen Risiko sebanyak 15

(lima belas) kali, Komite dengan Dewan Komisaris sebanyak

3 (tiga) kali, Komite Audit dengan Manajemen sebanyak 10

(sepuluh) kali, Komite Audit dengan Internal Auditor sebanyak

2 (dua) kali, Komite Audit dengan Kantor Akuntan Publik

sebanyak 2 (dua) kali, Komite Audit dengan Tim Persiapan

Pengadaan KAP Tahun buku 2015 sebanyak 3 (tiga) kali.

Keputusan yang diambil dalam rapat Komite Audit Angkasa

Pura II telah dicatat dan didokumentasikan dengan baik

dalam risalah rapat Komite Audit. Risalah rapat ditandatangani

oleh ketua rapat dan didistribusikan kepada semua anggota

Komite Audit yang menghadiri rapat maupun tidak. Perbedaan



perbedaan pendapat. Selama tahun 2015, tidak terdapat

dissenting opinion.

Remunerasi Komite Audit

Remunerasi bagi anggota Komite Audit yang bukan berasal

dari Dewan Komisaris sebesar Rp19.700.000,-.

Audit Committee meetings

In conducting meetings, the Audit Committee has conducted

meetings both routine and non-routine meetings. Routine

meetings are meetings held periodically and sustainably

while non-routine meetings are meetings held based on the

needs in accordance with the duties of the Audit Committee.

Audit Committee meetings in 2015 amounted to 43 (forty-

three) meetings, consist of 8 (eight) internal meetings, 15

(fifteen) meetings with the Risk Management Committee, 3

(three) meetings with the Board of Commissioners, 10 (ten)

meetings with the Management, 2 (two) meetings with SPI,

2 (two) meetings with the Public Accounting Firm, 3 (three)

meetings with the Preparation Team of KAP Procurement for

the Financial Year 2015.

Decisions taken in the meeting of the Audit Committee of

Angkasa Pura II have been recorded and documented in

the minutes of meetings of the Audit Committee. Minutes

of meeting is signed by the chairman of the meeting and

distributed to all members of the Audit Committee who

attended the meeting or not. Dissenting opinions that occur

in the meeting will be included in the minutes of the meeting

along with the reasons. During 2015, there were no dissenting

opinions.

Audit Committee Remuneration

Remuneration for members of the Audit Committee who are

not members of the Board of Commissioners amounted to

Rp19,700,000.


Dalam menunjang pelaksanaan GCG, Angkasa Pura II

juga membentuk Komite Manajemen Risiko & SDM yang

bertugas membantu Dewan Komisaris. Tujuan dibentuknya

Komite Manajemen Risiko & SDM adalah untuk membantu

Dewan Komisaris memenuhi tanggung jawabnya dalam

melaksanakan kewajiban Dewan Komisaris melakukan

pemantauan, pengawasan dan penilaian atas efektifitas

manajemen risiko.

Komite Manajemen Risiko & SDM diangkat dan diberhentikan

berdasarkan Surat Keputusan Dewan Komisaris dengan masa

jabatan selama 2 (dua) tahun.

Komposisi Keanggotaan Komite manajemen Risiko & sdm

Komposisi keanggotaan Komite Manajemen Risiko & SDM

Angkasa Pura II periode tahun 2015 berjumlah 4 (empat)

orang yang terdiri dari seorang ketua yang merupakan

anggota Dewan Komisaris Angkasa Pura II, seorang wakil

ketua dan 2 (dua) orang anggota komite yang berasal pihak

profesional yang independen.

To support the implementation of GCG, Angkasa Pura II also

established a Risk Management & HR Committee tasked

to assist the Board of Commissioners. Objective of the

establishment of Risk Management & HR Committee is to assist

the Board of Commissioners to meet its responsibilities in

implementing the obligations of the Board of Commissioners

in conducting monitoring, supervision and assessment on the

effectiveness of risk management.

The Risk Management & HR Committee is appointed and

dismissed based on the Decree of the Board of Commissioners

with tenure of 2 (two) years.

Risk management & HR Committee members Composition

Composition of the Risk Management & HR Committee of

Angkasa Pura II for the period of 2015 consists of 4 (four)

members consisting of a chairman who is a member of the

Board of Commissioners of Angkasa Pura II, a vice chairman

and 2 (two) members of committee which came from

independent professional parties.

komitemanajemen risiko & sdmRisk Management & HR Committee

Nama Name Jabatan Position

W. Budi Santoso Ketua Chairman

M. Harpin Ondeh Wakil Ketua Vice Chairman

Soesilo Hadi Anggota Member

Hasnil Djamin Anggota Member


profil Anggota Komite managemen Risiko & sdm Risk management & HR Committee members profile

W. Budi SantosoKetua

Chairman



M. Harpin OndehWakil Ketua

Vice Chairman




Soesilo Hadi Anggota

Member

Warga Negara Indonesia, umur 64 tahun. Menyelesaikan Sarjana Sospol di Universitas Gajah

Mada (1977), Sespanas (1995), Lemhanas (KRA 36/2003). Mengawali karir sebagai CPNS Dephub

(1977), Kepala Biro Umum (1995-1998), Kepala Pusat Kajian Strategis (2001-2006), Kepala Pusat

Komunikasi Publik (2006-2007), Kepala Biro Kepegawaian dan Organisasi (2007-Pensiun), dan

menjabat sebagai Anggota Dewan Pengawas Perum DAMRI (1995-2005), Ketua Korpri Setjen

Kemhub (2004-2011), Ketua Bapor Korpri Kemenhub (2004- 2011), Anggota Komisi Nasional

Lanjut Usia (2004-2011) Bergabung sebagai Anggota Komite Manajemen Risiko dan SDM pada

tahun 2011 hingga sekarang.

Indonesian citizen, 64 years old. Obtained his Bachelor of Sociopolitical from the University

of Gadjah Mada (1977), National Administrative Leadership Staff Training/Sespanas (1995),

Indonesia’s National Resilience Institute/Lemhanas (KRA36/2003). Began his career as civil

servant at the Department of Transportation (1977), Head of General Affairs Bureau (1995-1998),

Head of Center for Strategic Review (2001-2006), Head of Center for Public Communication

(2006-2007), Head of Organization and Personnel Bureau (2007-Retired), and served as

Member of the Supervisory Board of Perum DAMRI (1995-2005), Head of Indonesian Civil

Service Corps (KORPRI), General Secretary of the Ministry of Transportation (2004-2011), Head

of Sport Development Board (Bapor) KORPRI of the Ministry of Transportation (2004-2011),

Member of the National Commission of Senior Citizen (2004-2011). Joined as member of the

Risk Management Committee since 2011 until present.

Hasnil Djamin

Anggota

Member

Warga Negara Indonesa, umur 50 tahun. Lulus sebagai Akuntan dari Sekolah Tinggi Akuntansi

Negara tahun 1993 dan memperoleh gelar Magister Manajemen tahun 2009 dari Universitas

Widyatama Bandung. Auditor pada Perwakilan Badan Pengawasan Keuangan dan Pembangunan

Provinsi Riau (1987-1990), Tax Auditor pada Kantor Wilayah VII Direktorat Jenderal Pajak Jawa

Barat (1994-1996), Auditor pada Perwakilan Badan Pengawasan Keuangan dan Pembangunan

Provinsi Jawa Barat (1996-2001), Konsultan dan trainer pada Satuan Tugas Good Corporate

Governance Perwakilan Badan Pengawasan Keuangan dan Pembangunan Provinsi Jawa Barat

(2001-2013), Konsultan dan trainer pada PT Daya Inovasi Indonesia (2010-2011), Instruktur pada

Pusat Pengembangan Akuntansi dan Keuangan (PPAK) (2010-sekarang), Expert panel pada PT

JavaSoft Global Solusi (2011 sekarang), Co-owner konsultan dan trainer pada PT i-Con Kirana

Solusi (2011-sekarang), bergabung sebagai Anggota Komite Manajemen Risiko dan SDM pada

Tahun 2014 hingga sekarang.

Indonesian citizen, 50 years old. Graduated as Accountant from Sekolah Tinggi Akuntansi

Negara (State College of Accounting) in 1993 and obtained his Master of Management in

2009 from Widyatama University, Bandung. As an Auditor at the Financial and Development

Supervisory Agency of Riau Province (1987-1990), Tax Auditor at the Regional Office VII of

the Directorate General of Taxation in West Java (1994-1996), Auditor at the Financial and

Development Supervisory Agency of West Java Province (1996-2001), Consultant and trainer

on Good Corporate Governance Task Force Representatives of the Financial and Development

Supervisory Agency of West Java province (2001-2013), Consultant and trainer at PT Daya

Inovasi Indonesia (2010-2011), Instructor at Pusat Pengembangan Akuntansi dan Keuangan/

PPAK (Center for Development of Accounting and Finance) (2010-present), Expert panelist at

PT JavaSoft Global Solusi (2011-present), Co-owner consultant and trainer at PT i-Con Kirana

Solusi (2011-present), joined as a Member of the Risk Management & HR Committee in 2014

until present.










Tugas dan Tanggung Jawab Komite manajemen Risiko &

sdm

Sesuai dengan ketentuan dalam Peraturan Menteri Negara

Badan Usaha Milik Negara Nomor PER-12/MBU/2012 tanggal

24 Agustus 2012 tentang Organ Pendukung Dewan Komisaris/

Dewan Pengawas BUMN, fungsi utama Komite Manajemen

Risiko & SDM adalah membantu Dewan Komisaris memenuhi

tanggung jawabnya dalam melaksanakan kewajiban Dewan

Komisaris melakukan pemantauan, pengawasan dan penilaian

atas efektifitas manajemen risiko.

Pertanggungjawaban Komite Manajemen Risiko &

SDM kepada Dewan Komisaris merupakan perwujudan

akuntabilitas pengawasan atas pengelolaan Perusahaan

dalam rangka pelaksanaan prinsip-prinsip GCG.

Tugas dan tanggung jawab Komite Manajemen Risiko & SDM


1. Memberikan masukan kepada Dewan Komisaris dalam

penyusunan dan perbaikan kebijakan Manajemen Risiko

yang berkaitan dengan pengendalian risiko di bidang

pengelolaan asset dan liability, financial, investasi, teknik

dan operasional perusahaan, pengelolaan sumber daya

manusia.

2. Melakukan evaluasi terhadap akurasi model dan validitas

data yang digunakan untuk mengukur risiko.

3. Melakukan evaluasi terhadap usulan calon pejabat 1

(satu) tingkat di bawah Direksi sesuai permintaan Dewan

Komisaris.

4. Melakukan pemantauan dan mengevaluasi pelaksanaan

kebijakan pengembangan SDM sesuai permintaan

Dewan Komisaris.

5. Melakukan monitoring dan mengevaluasi konsep

struktur organisasi sesuai permintaan Dewan Komisaris.

6. Melakukan pemantauan dan mengevaluasi pelaksanaan

kebijakan remunerasi sesuai permintaan Dewan

Komisaris.

7. Melakukan diskusi/koordinasi dengan unit terkait.

8. Memberikan masukan terhadap pelaksanaan tugas pada

rapat internal Dewan Komisaris maupun rapat gabungan

antara Dewan Komisaris dengan Direksi.

duties and Responsibilities of the Risk management & HR

Committee

In accordance to the provisions in Regulation of the State

Minister of SOEs No. PER-12/MBU/2012 dated August 24th,

2012 on Supporting Organs of the Board of Commissioners/

Board of Supervisors of SOEs, the main fuction of the Risk

Management & HR Committee is to assist the Board of

Commissioners in meeting its responsibilities to implement

the Board of Commissioners obligations to conduct

monitoring, supervision and assessment on the effectiveness

of risk management.

Accountability of the Risk Management & HR Committee to

the Board of Commissioners is a manifestation of supervisory

accountability on the Company’s management in order to

implement GCG principles.

Duties and responsibilities of the Risk Management & HR

Committee are as follows:

1. Provide input to the Board of Commissioners in the

preparation and improvement of Risk Management

policy related to the control of risks in the fields of

assets and liabilities management, financial, investments,

engineering and operations of the Company, human

resources management.

2. Evaluate the accuracy of model and data validity used to

measure risks.

3. Evaluate the proposal of lower-level candidates of

the Board of Directors as requested by the Board of

Commissioners.

4. Monitor and evaluate the implementation of HR

development policy as requested by the Board of

Commissioners.

5. Monitor and evaluate the organization structure concept

as requested by the Board of Commissioners.

6. Monitor and evaluate the implementation of

remuneration policy as requested by the Board of

Commissioners.

7. Conduct a discussion/coordination with related units.

8. Provide input against the implementation of duties in the

internal meetings of the Board of Commissioners and

the joint meetings between the Board of Commissioners

and Board of Directors.


Independensi Komite manajemen Risiko & sdm

Komite Manajemen Risiko & SDM Angkasa Pura II terdiri dari

seorang ketua yang berasal dari anggota Dewan Komisaris,

seorang wakil ketua yang berasal dari anggota Dewan

Komisaris serta 2 (dua) orang anggota yang berasal dari pihak

independen. Seluruh anggota Komite Manajemen Risiko &

SDM tersebut tidak memiliki afiliasi dengan anggota Direksi

dan Dewan Komisaris lainnya maupun pemegang saham

pengendali Perusahaan.

Risk management & HR Committee Independence

Risk Management & HR Committee of Angkasa Pura II

consists of a chairman who comes from members of the

Board of Commissioners, a vice chairman which also comes

from members of the Board of Commissioners and 2 (two)

members from independent parties. All members of the

Risk Management & HR Committee has no affiliation with

other members of the Board of Directors and Board of

Commissioners as well as the controlling shareholders of the

Company.

Aspek IndependensiIndependence Aspect

W. Budi Santoso

M. Harpin Ondeh

Soesilo Hadi Hasnil Djamin

Tidak memiliki hubungan keuangan dengan


Has no financial relationship with the Board of


√ √ √ √

Tidak memiliki hubungan kepengurusan di

Angkasa Pura II

Has no management relationship in Angkasa

Pura II

√ √ √ √

Tidak memiliki hubungan kepemilikan saham di

Angkasa Pura II

Has no shares ownership in Angkasa Pura II

√ √ √ √

Laporan Kerja Komite manajemen Risiko & sdm

Sepanjang tahun 2015, kegiatan Komite Manajemen Risiko &

SDM sebagai berikut:

Risk management & HR Committee

Throughout 2015, the Risk Management & HR Committee

activities are as follows:

NoRencana KerjaWork Plans

Realisasi Rencana Kerja Tahun 2015Realization Of Work Plans 2015

1 Melakukan reviu atas Laporan

Manajemen Triwulanan.

Review the Quarterly Management

Report

a. Mereviu Laporan Manajemen Tahun 2014 Unaudited.

b. Mereviu Laporan Manajemen Tahun 2014 Audited.

c. Mereviu Laporan Manajemen Triwulan I Tahun 2015.

d. Mereviu Laporan Manajemen Triwulan II Tahun 2015.

e. Mereviu Laporan Manajemen Triwulan III Tahun 2015.

a. Review the Management Report 2014 Unaudited.

b. Review the Management Report 2014 Audited.

c. Review the Management Report of the 1st Quarter of 2015.

d. Review the Management Report of the 2nd Quarter of 2015.

e. Review the Management Report of the 3rd Quarter of 2015.










2 Melakukan reviu atas rencana aksi

perusahaan yang memerlukan

tanggapan Dewan Komisaris.

Review on corporate action plan the

requires feedback from the Board of

Commissioners

a. Kebutuhan Pendanaan Tahun 2014.

b. Rencana Kerjasama Pengembangan Kawasan Komersial Terpadu

SkyCity-1 di BSH.

c. Restrukturisasi organisasi Kantor Pusat.

d. Permohonan Persetujuan Loan Provider dari Lembaga Keuangan Non

Bank Kebutuhan Pendanaan Tahun 2014.

e. Pemberian Dana Talangan oleh Pihak PT APII Kepada Penumpang Lion

Air.

f. Usulan Konsep Struktur Organisasi Kantor Pusat.

g. Mereviu Laporan Risk Manurity Level dan laporan Profil Risiko Korporat

Tahun 2014.

h. Usulan Pendirian/Pembentukan Anak Perusahaan Property & Retail dan

Anak Perusahaan Kargo & Logistik.

i. Usulan Penghapusan kendaraan Dinas.

j. Usulan Permohonan Remunerasi BOC dan BOD.

k. Tambahan Dokumen Sebagai Pelengkap Proses Penarikan Kredit

pembiayaan Proyek Kereta Api.

l. Perjanjian Kerjasama Penyelenggaraan kererta Api Bandara Soekarno-

Hatta.

m. Usulan Penghapusan Barang Pesediaan Mati.

n. Permohonan Persetujuan Pemanfaatan Lahan PT APII Untuk

Pembangunan Gedung kantor Pelayanan Balai Karantina Pertanian

kelas II Medan dan Balai Karantina Ikan Kelas I Medan I di Bandara

Kualanamu.

o. Kajian Bersama penambahan Penyertaan Modal Negara Pada PT APII.

p. Permohonan Revisi Anggaran Investasi (Percepatan) Tahun 2015.

q. Usulan Pendirian Anak Perusahaan.

r. Penghapusan Kendaraan Dinas Dewan Komisaris.

s. Revisi Investasi Percepatan.

t. Kajian Risiko proses Bisnis Perusahaan.

u. Revisi RKAP Tahun 2015.

v. Reviu Penghapusan kendaraan Dinas VP Setingkat.

w. Reviu RKAP Tahun 2016.

x. Reviu Usulan Penyertaan Modal PT Railink.

y. Melakukan Reviu atas Perubahan bisnis PT Adhilenka menjadi Penyedia

Jaringan Listrik.

z. Reviu Permohonan Persetujuan Pemanfaatan Lahan PT APII Untuk

Pembangunan Gedung Kantor Pelayanan Balai Karantina Pertanian

Kelas II Medan dan Balai Karantina Ikan Kelas I Medan I di Kualanamu.

aa. Reviu Rencana Kerjasama Pembangunan, Pengelolaan dan

Pengembangan Bandar Udara Internasional Jawa Barat.

bb. Reviu Revisi Investasi Tahun 2015.

cc. Reviu Penambahan Fasilitas Pendanaan Baru Tahun 2016 dalam rangka

Memperoles Persetujuan RUPS.

dd. Reviu Perjanjian Konsesi atas Kegiatan Pengusahaan Bandara

oleh Badan Usaha Bandar Udara.

ee. Reviu Pelimpahan Kewenangan Perjanjian Kerjasama Komersil di BSH.

ff. Reviu Usulan Susunan Pengurus di Anak Perusahaan Property & Retail

dan Anak Perusahaan Kargo & Logistisk.


a. Financing Needs 2014.

b. Cooperation Plan for Integrated Commercial Area Development of

SkyCity-1 at BSH.

c. Organization restructuring of Head Office

d. Application for Approval of Loan Provider from the Non-Bank Financial

Institutions for Financing Needs 2014

e. Provision of Bailout by PT AP II to the passengers of Lion Air.

f. Proposal of Organization Structure Concepts of Head Office

g. Review reports of Risk Manurity Level and Corporate Risk Profile 2014.

h. Proposal of the Establishment/Formation of Property & Retail

Subsidiaries and Cargo & Logistics Subsidiaries.

i. Proposal of the Removal of Service Vehicle

j. Proposal of the Application of Remuneration of the Board of


k. Addition of document as supplementary of the credit withdrawal

process of Railways Project financing.

l. Cooperation Agreement for railways at Soekarno-Hatta Airport.

m. Proposal of removal of Dead Inventory Goods

n. Application for approval of land use of PT AP II for the Development

of Service Office Building of the Institute for Agriculture Quarantine

class II, Medan and the Institute for Fish Quarantine Class I Medan I at

Kualanamu Airport.

o. Joint Assessment of the Addition of the State Equity Injection in PT AP

II.

p. Application of Revised Investments Budget (Acceleration) 2015.

q. Proposal of the establishment of Subsidiaries

r. Removal of Service Vehicle of the Board of Commissioners.

s. Revised Acceleration Investments.

t. Risk Assessment on the Company’s business process

u. Revised RKAP 2015

v. Review the removal of service vehicle of the Vice President level.

w. Review RKAP 2016.

x. Review the proposal of equity injection of PT Railink.

y. Review the changes of business of PT Adhilenka into Electricity

Network Provider.

z. Application for approval of land use of PT AP II for the Development

of Service Office Building of the Institute for Agriculture Quarantine

class II, Medan and the Institute for Fish Quarantine Class I Medan I at

Kualanamu Airport.

aa. Review on Cooperation Plan of the Construction, Management and

Development of West Java International Airport.

bb. Review the revised investments 2015

cc. Review on the Addition of New Financing 2016 in order to obtain the

approval of GMS

dd. Review the concession agreement on airport business activities

by Airport Business Entity.

ee. Review the delegation of authority of commercial cooperation

agreement at BSH.

ff. Review the proposal of management in the Property & Retail










3 Melakukan reviu dan monitoring

pengelolaan risiko pada Kantor Pusat

dan Cabang-Cabang.

Conduct a review and monitoring of

risk management at the Head Office

and Branch Offices

a. Tindak Lanjut Hasil Temuan BPK RI.

b. Mereviu Proses Bisnis Komersial dan Kajian Risikonya.

c. Bandara Sultan Thaha - Jambi.

d. Bandara Internasional Sultan Iskandar Muda – Banda Aceh.

e. Bandara Internasional Kualanamu – Medan.

f. Bandara internasioal Husein Sastranegara – Bandung.

g. Kajian Risiko Proses Bisnis Perusahaan.

h. Progres Hasil Risk Assessment Tahun 2015 serta tindaklanjutnya.

i. Bandara Soekarno-Hatta Terminal 3 Ultimate.

a. Follow-up of BPK RI Findings Results.

b. Review the Commercial Business Process and its Risk Assessment.

c. Sultan Thaha Airport - Jambi.

d. Sultan Iskandar Muda International Airport – Banda Aceh.

e. Kualanamu International Airport – Medan.

f. Husein Sastranegara International Airport – Bandung.

g. Risk Assessment of the Company’s Business Process.

h. Progress of the Risk Assessment Results in 2015 and its follow-up.

i. Soekarno-Hatta Airport Terminal 3 Ultimate.

4 Melakukan reviu atas Struktur

Organisasi perusahaan

Conduct a review on the Company’s


a. Restrukturisasi organisasi Kantor Pusat.

b. Usulan Konsep Struktur Organisasi Kantor Pusat.

a. Ogranization restructuring of Head Office.

b. Proposed Concept of the Organization Structure of Head Office

5 Mengikuti Workshop/Seminar terkait

dengan Manajemen Risiko dan

Pengelolaan SDM.

Participate in Workshop/Seminar

related to Risk Management and HR

Management.

a. Seminar yang diselenggarakan oleh Pusat Studi Investasi dan Keuangan

(PSIK) di Hotel Kuta Paradiso – Bali dengan tema Optimalisasi

Implementasi Indikator/Parameter Penilaian dan Evaluasi atas

Penerapan GCG.

b. Seminar yang diselenggarakan oleh Pusat Studi Investasi dan Keuangan

(PSIK) di Hotel New Kuta – Bali dengan tema Manajemen Risiko.

a. Seminar held by the Learning Center of Investments and Finance

(PSIK) at Kuta Paradiso Hotel - Bali with the theme of Optimizing

the Impelementation of Indicators/Parameters of Assessment and

Evaluation on GCG Implementation.

b. Seminar held by the Learning Center of Investments and Finance (PSIK)

at New Kuta Hotel - Bali with the theme of Risk Management.


Rapat Komite manajemen Risiko & sdm

Komite Manajemen Risiko & SDM mengadakan rapat secara

berkala. Selama tahun 2015 Komite Manajemen Risiko & SDM

mengadakan rapat 38 kali rapat.

Rapat Komite Manajemen Risiko & SDM terdiri dari:

1. Rapat Internal Komite Manajemen Risiko & SDM

2. Rapat Komite Manajemen Risiko & SDM dengan Komite

Audit

3. Rapat Komite Manajemen Risiko & SDM dengan Dewan

Komisaris, Komite Audit

4. Rapat Komite Manajemen Risiko & SDM dengan Unit

Corporate Risk Management

5. Rapat Komite Manajemen Risiko & SDM dengan Unit

HRD, HRA dan unit kerja lain

Keputusan yang diambil dalam rapat Komite Manajemen Risiko

& SDM Angkasa Pura II telah dicatat dan didokumentasikan

dengan baik dalam risalah rapat Komite Manajemen Risiko

& SDM. Risalah rapat ditandatangani oleh ketua rapat dan

didistribusikan kepada semua anggota Komite Manajemen

Risiko & SDM yang menghadiri rapat maupun tidak. Perbedaan



perbedaan pendapat. Selama tahun 2015, tidak terdapat

dissenting opinion.

Remunerasi Komite manajemen Risiko & sdm

Remunerasi bagi anggota Komite Manajemen Risiko &

SDM yang bukan berasal dari Dewan Komisaris sebesar Rp

19.700.000.

Risk management & HR Committee meetings

Risk Management & HR Committee held regular meetings.

During 2015, the Risk Management & HRS Committee held

38 meetings.

Risk Management & HR Committee meetings consist of:

1. Internal meeting of the Risk Management & HR

Committee

2. Meeting of the Risk Management & HR Committee with

the Audit Committee


the Board of Commissioners, Audit Committee


the Corporate Risk Management Unit


the units of HRD, HRA, and other work units.

Decisions taken in the meeting of the Risk Management

& HR Committee of Angkasa Pura II have been recorded

and documented in the minutes of meetings of the Risk

Management & HR Committee. Minutes of meeting is signed

by the chairman of the meeting and distributed to all members

of the Risk Management & HR Committee who attended the

meeting or not. Dissenting opinions that occur in the meeting

will be included in the minutes of the meeting along with the

reasons. During 2015, there were no dissenting opinions.

Risk management & HR Committee Remuneration

Remuneration for members of the Risk Management & HR

Committee that are not from the Board of Commissioners

amounted to Rp19.700.000.










komitenominasi dan remunerasiNomination and Remuneration Committee

komite-komite laindi bawah dewan komisarisOther Committees Under The Board of Commissioners

Sampai dengan 31 Desember 2015, Angkasa Pura II tidak

memiliki Komite Nominasi dan Remunerasi. Fungsi dari

Komite Nominasi dan Remunerasi dijalankan oleh Komite

Manajemen Risiko & SDM.

Sampai dengan 31 Desember 2015, selain Komite Audit dan

Komite Manajemen Risiko & SDM, tidak terdapat komite-

komite lain di bawah Dewan Komisaris.

Until December 31st, 2015, Angkasa Pura II does not have a

nomination and remuneration committee. The functions of

nomination and remuneration committee is run by the Risk

Management & HR Committee.

Until December 31st, 2015, there were no other committees

under the Board of Commissioners besides the Audit

Committee and the Risk Management & HR Committee.


Sekretaris Dewan Komisaris bertugas membantu kelancaran

pelaksanaan fungsi dan aktivitas kerja Dewan Komisaris,

termasuk antara lain mengatur jadwal pertemuan, menangani

korespondensi dengan pihak internal maupun eksternal

Perusahaan, serta kegiatan kesekretariatan lainnya. Pada

tahun 2015, Sekretaris Dewan Komisaris dijabat oleh Edy

Widyaya.

profil sekretaris dewan Komisaris

Secretary to Board of Commissioners is tasked to assist

the implementation smoothness of the functions and work

activities of the Board of Commissioners, including, among

others, to arrange meeting schedules, handle correspondence

with the Company’s internal and external parties, as well as

other secretarial activities. In 2015, the Secretary to Board of

Commissioners is held by Edy Widyaya.

secretary to board of Commissioners profile

sekretarisdewan komisarisSecretary to The Board of Commissioners

Warga Negara Indonesia, umur 43 tahun. Menyelesaikan

pendidikan Sarjana Ekonomi di Universitas Kristen Indonesia

pada tahun 1997. Memiliki pengalaman menjabat sebagai

Kepala Sub Bidang Usaha Industri Primer Kementerian BUMN

(2012-sekarang), Kepala Sub Bidang dan Mutasi Kekayaan

BUMN II Kementerian BUMN (2010-2012), Kepala Sub Bidang

Evaluasi Pendayagunaan Aset I (2007-2010). Selain itu pernah

menjabat sebagai Sekretaris Dewan Komisaris PT Perkebunan

Nusantara VIII (2011-2012) dan Sekretaris Dewan Komisaris

PT Perkebunan Nusantara XI (2009-2011). Menjabat sebagai

Sekretaris Dewan Komisaris sejak 2013.

Fungsi dan penugasan Sekretaris Dewan Komisaris meliputi:

1. Mengadministrasikan undangan rapat Dewan Komisaris;

2. Sebagai penghubung Dewan Komisaris dan Direksi;

3. Membuat surat-surat keluar dan mendokumentasikan

surat-surat Dewan Komisaris;

4. Menyiapkan bahan rapat dan menyusun risalah rapat

Dewan Komisaris;

5. Melakukan tugas kesekretariatan lainnya;

6. Memberikan bantuan ringkasan laporan manajemen;

7. Mengumpulkan bahan dan informasi yang relevan

dengan pelaksanaan tugas Dewan Komisaris;

8. Melakukan koordinasi dengan Corporate Secretary &

Legal tentang hal-hal yang berkaitan dengan Dewan

Komisaris dan Direksi.

Indonesian citizen, 43 years old. Obtained his Bachelor of

Economics from the Indonesian Christian University in 1997.

Has experiences serving as the Head of Primary Industry Sub-

Department of the Ministry of SOEs (2012-present), Head of

the State Transfer Sub-Department of SOEs II of the Ministry

of SOEs (2010-2012), Head of Assets I Utilization Evaluation

Sub-Department (2007-2010). In addition, once served as

Secretary to Board of Commissioners of PT Perkebunan

Nusantara VIII (2011-2012) and Secretary to Board of

Commissioners of PT Perkebunan Nusantara XI (2009-2011).

Served as Secretary to Board of Commissioners since 2013.

Functions and assignments of Secretary to Board of

Commissioners include:

1. Administer invitations of the Board of Commissioners

meetings;

2. As a liaison of the Board of Commissioners and Board

of Directors;

3. Make outgoing letters and documenting letters of the

Board of Commissioners;

4. Prepare the meeting materials and prepare the minutes

of the Board of Commissioners meetings;

5. Perform other secretarial duties;

6. Provide assistance in making management report

summary;

7. Collect materials and information relevant to the

implementation of the Board of Commissioners duties;

8. Coordinate with the Corporate Secretary on matters

related to the Board of Commissioners and Board of

Directors.

Edy WidyayaSekretaris Dewan Komisaris

Secretary to Board of Commissioners


Corporate Secretary & Legal Angkasa Pura II mengemban misi

untuk mendukung terciptanya citra perusahaan yang baik

secara konsisten dan berkesinambungan melalui pengelolaan

program komunikasi yang efektif kepada segenap pemangku

kepentingan. Corporate Secretary & Legal memiliki fungsi

utama dalam rangka membantu tugas Direksi, yaitu sebagai

public relation/corporate communication, institution

relations, GCG implementation, monitoring pencapaian Key

Performance Indicator (KPI), administrasi dokumen kebijakan

dan notulensi rapat Direksi dan rapat Dewan Komisaris,

menyusun peraturan, perjanjian non komersial, kerja sama,

dan dokumentasi hukum, serta melaksanakan advokasi

dan penyelesaian/tindak lanjut permasalahan hukum. Pada

periode tahun 2015, Head of Corporate Secretary & Legal

dijabat oleh Agus Haryadi.

profil Head of Corporate secretary & Legal

Corporate Secretary & Legal of Angkasa Pura II has a

mission to support the creation of a good corporate image

consistently and continuously through the management

of effective communication program to all stakeholders.

Corporate Secretary & Legal has a major function in order to

help the duties of the Board of Directors, namely as a public

relations/corporate communication, institutional relations,

GCG implementation, monitoring the achivement of Key

Performance Indicator (KPI), monitoring the implementation

of Corporate Social Responsibility (CSR) activities and

document administration of policies and minutes of meetings

of the Board of Directors. In the period of 2015, Head of

Corporate Secretary & Legal position is held by Agus Haryadi.

Head of Corporate secretary & Legal profile

corporatesecretary & legalCorporate Secretary & Legal


pendidikan Master of Business Administration pada School

of Business and Management ITB. Memiliki pengalaman

menjabat sebagai Legal Contract Manager (2008-2009),

Chief of Auction (2009-2012), Kepala Biro Pelelangan (2012-

2015), Kepala Biro Hukum (2015). Menjabat sebagai Head of

Corporate Secretary and Legal sejak 17 Juni 2015.

Indonesian citizen, 45 years old. Obtained his Master of

Business Administration at the School of Business and

Management, ITB. Has experiences serving as the Legal

Contract Manager (2008-2009), Chief of Auction (2009-

2012), Head of Auction Bureau (2012-2015), Head of Legal

Bureau (2015). Served as the Head of Corporate Secretary

and Legal since June 17th, 2015.

Agus HaryadiHead of Corporate Secretary & Legal

Corporate Secretary


Jenis DiklatType of Education &

Training

Tempat DiklatEducation & Training Place

Nama DiklatEducation & Training Name

T : Manajerial Badan Kemitraan Ventura UI Manajer Muda Angkatan XIX

T : Manajerial PT Angkasa Pura II (Persero) dan SBM ITB Eksekutif Manajemen Bandara Angkatan V

T : Kursus Jayakarta Diklat Garbarata

T : Kursus Mitra Soft Computer Diklat Garbarata

T : Kursus PLP Curug Apron Movement Control

T : Kursus LPP-UI Penyusunan Peraturan & Kontrak

T : Kursus UPT Pusat Bahasa-ITB TOEFL Test

T : Diklat Substantif

Dalam Negeri

Lembaga Pendidikan Hukum Jakarta Study

Center

Pendidikan Khusus Profesi Advocad


Dalam Negeri

PT Angkasa Pura II (Persero) Pelatihan Kepemimpinan Sinergistik


Dalam Negeri

Institut Teknologi Bandung Pelatihan & Ujian Ahli Pengadaan Barang/Jasa

T : Teknis PT Angkasa Pura II (Persero) & PPAK-STAN Diklat Audit

T : Teknis PT AP II Executive Workshop Senior Management & Eco

Airport

Riwayat pelatihan

Riwayat Pelatihan Head of Corporate Secretary & Legal yang

diikuti dalam 10 (sepuluh) tahun terakhir sebagai berikut:

Training History

Training History of Corporate Secretary followed within the

last 10 (ten) years as follows:

Riwayat Jabatan Head of Corporate secretary & Legal

Riwayat Jabatan Head of Corporate Secretary & Legal adalah

sebagai berikut:

position History of Corporate secretary

Position History of Corporate Secretary is as follows:

No Nama JabatanPosition Name

Terhitung Mulai TanggalStart Date

1 Head of Corporate Secretary and Legal 17 Juni 2015 sampai dengan sekarang

June 17th, 2015 until present

2 Kepala Biro Hukum

Head of Legal Bureau

12 Januari 2015 sampai dengan sekarang

Januari 12th, 2015 until present

3 Kepala Biro Pelelangan

Head of Auction Bureau

29 November 2012 – 12 Januari 2015

November 29th, 2012 –January 12th, 2015

4 Chief of Auction 1 Juli 2009 – 29 November 2012

July 1st, 2009 – 29 November 29th, 2012

5 Legal Contract Manager 2 Januari 2008 – 1 Juli 2009

January 2nd, 2008 – July 1st, 2009










struktur organisasi dan Jumlah personil Corporate

secretary & Legal

organizatimon structure and Total personnel of

Corporate secretary & Legal

Corporate Secretary& Legal

Bagian Hubungan Kelembagaan dan Tata Kelola Perusahaan

Institutional Relations Manager

Bagian Sekretariat DireksiBOC Secretariate Manager

Bagian Hubungan MasyarakatPublic Relations Manager

Corporate Secretary & Legal terdiri dari unit kerja sebagai

berikut:

• Public Relations

• Institutional Relations

• BOC Secretariate

• Contract & Agreement

• Legal Aid

• Regulation

Head of Corporate Secretary & Legal didukung oleh 50

(lima puluh) personil dengan kualitas dan kompetensi yang

telah memenuhi persyaratan dalam Job Profile Corporate

Secretary & Legal.

Angkasa Pura II memiliki komitmen yang tinggi dalam

penyediaan dan pemenuhan SDM yang berkualitas di Unit

Corporate Secretary & Legal. Hal ini mengingat begitu

pentingnya fungsi dan peran Corporate Secretary & Legal

dalam membantu pengelolaan Perusahaan, sehingga

penyediaan SDM yang memenuhi kualifikasi dan standar

kompetensi menjadi sebuah keharusan. Maka unit Corporate

Secretary & Legal terus berupaya mengembangkan

kualitas SDM di unit Corporate Secretary & Legal dengan

mengikutsertakan personel Corporate Secretary & Legal

dalam berbagai program pendidikan dan pelatihan (Diklat).

pelaksanaan Tugas Corporate secretary & Legal

Tugas Corporate Secretary & Legal Angkasa Pura II adalah:

1. Memberi arahan melalui formulasi kebijakan fungsional

atas kegiatan fungsi sekretariat perusahaan dan hukum

serta memastikan kesesuaian kebijakan dengan arahan

strategis perusahaan;

Corporate Secretary and Legal consists of the following work

units:

• Public Relations Division

• Institutional Relations Division

• Secretariat to the Board of Commissioners Division

• Agreement & Contract Division

• Legal Aid Division

• Regulation

Corporate Secretary & Legal is supported by 50 (fifty)

personnels with the quality and competence that have met

the requirements in the Job Profile of Corporate Secretary

& Legal.

Angkasa Pura II has a strong commitment in the provision and

fulfillment of qualified HR in the unit of Corporate Secretary

& Legal. Considering the importance of the functions and

role of Corporate Secretary & Legal to assist the Company’s

management, so that the provision of HR that fulfills the

qualifications & competence standards became a necessity.

The unit of Corporate Secretary & Legal continues to develop

the quality of human resources by involving personnel of

Corporate Secretary & Legal in various education and training

programs.

Corporate secretary & Legal duties

Corporate Secretary & Legal duties of Angkasa Pura II are:

1. Giving directives through the functional policy formulation

the activities of the secretariat functions of the corporate

secretary & legal as well as ensure compliance with the

policy directives strategic company;


2. Menyusun strategi untuk optimalisasi kegiatan fungsi

sekretariat perusahaan dan hukum pada wilayah kerja

Perusahaan;

3. Mengawasi dan mengendalikan pelaksanaan program,

sistem, dan prosedur serta penggunaan anggaran

Subdirektorat Corporate Secretary & Legal;

4. Memastikan pelaksanaan pembinaan hubungan dengan

pihak luar, lembaga pemerintah dan non-pemerintah,

institusi lain, serta pemegang saham;

5. Memastikan pelaksanaan penyiapan, perumusan, dan

penyelesaian peraturan, perjanjian dan kerja sama

perusahaan dan inventarisasi dokumentasi hukum serta

konsultasi dan bantuan hukum untuk kepentingan

perusahaan dan karyawan di dalam maupun di luar

pengadilan;

6. Mengawasi kegiatan corporate branding di dalam maupun

luar lingkungan kerja Perusahaan;

7. Memastikan pelaksanaan kegiatan resmi perusahaan serta

analisa dan evaluasi bahan materi acara resmi perusahaan;

8. Berkoordinasi dengan Subdirektorat Corporate Social

Responsibility (CSR) untuk pelaksanaan kegiatan CSR

Perusahaan;

9. Memberi arahan dan bertanggung jawab penuh atas

pemenuhan kebutuhan SDM dan peningkatan kompetensi

organisasi dalam lingkup kerja fungsi sekretariat

perusahaan dan hukum;

10. Memberi arahan dan memastikan asesmen dan mitigasi

risiko telah dilakukan pada Subdirektorat Corporate

Secretary & Legal;

11. Memberi arahan dan memastikan kegiatan Subdirektorat

Corporate Secretary & Legal sesuai dengan kebijakan dan

ketentuan K3;

12. Memberi arahan dan memastikan prinsip-prinsip Good

Corporate Governance (GCG) diterapkan didalam seluruh

aktifitas Subdirektorat Corporate Secretary & Legal;

13. Memberi arahan dan bertanggung jawab atas pengelolaan

penilaian kinerja bawahan dan KPI unit kerjanya;

14. Menjadi anggota tim kerja internal maupun eksternal

sesuai kebutuhan perusahaan;

15. Tugas lainnya dari Corporate Secretary & Legal adalah

sebagai juru bicara korporat, memantau pelaksanaan

Board Manual dan memantau kepatuhan korporat

terhadap peraturan-peraturan yang berlaku.

2. Develop a strategy for optimizing the function activities

of corporate secretary & legal on the company working

area;

3. Supervise and control the execution of the program,

systems, and procedures and the use of budget Sub

Corporate Secretary & Legal;

4. Ensure the implementation of building relationships

with external parties, government institutions and non-

governmental, other institutions, as well as shareholders;

5. Ensure the implementation of the preparation,

formulation, and settlement rules, agreements and

cooperation of the Companies and inventory as well as

the legal documentation consulting and legal assistance

for the benefit Companies and employees both inside and

outside court;

6. Oversee the activities of corporate branding in and

outside the work environment of the Company;

7. Ensuring the implementation of activities as well as the

company’s official analysis and evaluation of resource

materials company official event;

8. Coordinate with Sub Corporate Social Responsibility

(CSR) for the implementation of CSR activities Company;

9. Provide direction and take full responsibility for the

fulfillment of human needs and improving the

competence organizations within the scope of the

functions of corporate secretary & legal;

10. Provide guidance and ensure the assessment and

mitigation the risk has been done on the Corporate Sub

Secretary & Legal;

11. Provide guidance and ensure activities Sub Corporate

Secretary & Legal in accordance with the policies and K3

provisions;

12. Provide direction and ensure the principles of Good

Corporate Governance (GCG) is applied in the whole Sub

activities Corporate Secretary & Legal;

13. Provide direction and is responsible for managing KPI

performance assessment of subordinates and work unit;

14. Being a member of the working team of internal and

external according to the needs of the company;

15. Other tasks of the Corporate Secretary & Legal is as a

corporate spokesperson, monitor the implementation

Board Manual and monitor corporate compliance

regarding the pertinent laws and regulation.










Pengendalian internal adalah proses yang dirancang dan

dijalankan oleh Dewan Komisaris, Direksi dan anggota

manajemen lainnya serta seluruh personil Perusahaan, yang

ditujukan untuk memberikan keyakinan yang memadai

atas tercapainya efektivitas dan efisiensi operasi, keandalan

pelaporan keuangan serta kepatuhan terhadap hukum dan

peraturan yang berlaku.

Penerapan sistem pengendalian internal yang dilakukan oleh

Angkasa Pura II mengacu pada Peraturan Menteri Negara

Badan Usaha Milik Negara Nomor PER-01/MBU/2011 Tentang

Penerapan Tata Kelola Perusahaan Yang Baik (Good Corporate

Governance) Pada Badan Usaha Milik Negara Pasal 26.

Kebijakan sistem pengendalian Internal

Angkasa Pura II telah memiliki Kebijakan Sistem Pengendalian

Internal yang terdapat dalam Pedoman Tata Kelola

Perusahaan. Sistem Pengendalian Internal adalah suatu

proses yang terintegrasi pada tindakan dan kegiatan yang

dilakukan terus menerus oleh pimpinan dan seluruh Insan

Angkasa Pura II untuk memberikan keyakinan memadai atas

tercapainya tujuan Perusahaan melalui:

- Kegiatan yang efektif dan efisien;

- Keandalan pelaporan keuangan;

- Pengamanan aset Perusahaan;

- Ketaatan terhadap peraturan perundang-undangan.

Implementasi sistem pengendalian Internal

Penerapan pengendalian internal yang dilakukan oleh

Dewan Komisaris adalah dengan melakukan pengawasan

dan penasehatan terkait proses kecukupan dan kewajaran

dalam penyusunan laporan keuangan, pengelolaan risiko

dengan memperhatikan prinsip kehati-hatian yang dibantu

oleh Komite Audit dan Komite Investasi dan Risiko Usaha.

Sedangkan Direksi menerapkan sistem pengendalian internal

melalui penerapan kebijakan dan prosedur perusahaan secara

konsisten dan memenuhi kepatuhan terhadap regulasi yang

berlaku, antara lain terkait dengan kegiatan usaha perusahaan

dan manajemen risiko, rencana strategis, pembagian tugas,

pendelegasian wewenang serta kebijakan akuntansi yang

memadai.

Direksi menetapkan suatu sistem pengendalian internal yang

efektif untuk mengamankan investasi dan aset Perusahaan.

Lingkungan pengendalian internal dalam perusahaan

dilaksanakan dengan disiplin dan terstruktur, integritas yang

tinggi, nilai etika serta kompetensi karyawan.

Internal control is a process designed and implemented by

the Board of Commissioners, Board of Directors and other

management members as well as the entire personnel of the

Company, that is intended to provide reasonable assurance

on the achievement of the effectiveness and efficiency of

operations, financial reporting reliability and compliance with

applicable laws ang regulations.

Implementation of internal control system conducted by

Angkasa Pura II refers to the Regulation of the State Minister

of State-Owned Enterprises No: PER-01/MBU/2011 on

Implementation of Good Corporate Governance in State-

Owned Enterprises Article 26.

Internal Control system policy

Angkasa Pura II has had Internal Control System Policy

contained in the Company’s Code of Corporate Governance.

Internal Control system is an integrated process on actions

and activities conducted continuously by the leaders and the

entire personnel of Angkasa Pura II to provide reasonable

assurance on the achievement of the Company’s objectives

through:

- Effective and efficient activities;

- Financial reporting reliability;

- Security of Company assets;

- Compliance with the laws and regulations.

Internal Control system Implementation

Implementation of internal control conducted by the Board

of Commissioners is to conduct supervision and advisory

related to the adequacy and fairness in the process of

financial statement preparation, risk management by taking

into account the precautionary principle which is assisted

by the Audit Committee and Business Investment and Risk

Committee. While the Board of Directors implements

internal control system through the implementation of the

Company’s policies and procedures consistently and fulfills

the compliance with the applicable regulations, among

others related to the Company’s business activities and risk

management, strategic planning, division of duties, delegation

of authority and adequate accounting policies.

The Board of Directors establishes an effective internal control

system to safeguard the Company’s investments and assets.

Internal control environment in the Company is conducted

with discipline and structured, high integrity, ethical values as

well as employees competence.

sistempengendalian internalInternal Control System


evaluasi efektivitas sistem pengendalian Internal

Untuk mengevaluasi pelaksanaan sistem pengendalian

internal, Angkasa Pursa II telah membentuk Unit Internal

Auditor. Hasil evaluasi atas pelaksanaan sistem pengendalian

internal menjadi salah satu dasar evaluasi Manajemen

terhadap efektifitas sistem pengendalian internal untuk

menentukan perbaikan dan penyempurnaan sistem ataupun

kebijakan yang memungkinkan Manajemen dapat secara

lebih efektif menjalankan kegiatan operasional Perusahaan.

Internal Auditor merupakan bagian dari Sistem Pengendalian

Internal Angkasa Pura II yang dibentuk untuk membantu

President Director dalam memenuhi kewajibannya kepada

Pemegang Saham yang bertanggung jawab didalam

melaksanakan Audit Internal di Perusahaan. Internal Auditor

melakukan upaya peningkatan pengendalian internal (internal

control) dalam berbagai kegiatan operasional Perusahaan.

Pengendalian internal di lingkungan Angkasa Pura II

senantiasa dievaluasi agar mampu mengikuti perkembangan

usaha Perusahaan.

evaluation of Internal Control system effectiveness

To evaluate the internal control system, Angkasa Pura II

has established an Internal Audit Unit. Evaluation results on

the implementation of internal control system becomes

one of the evaluation basis of the Management towards

the effectiveness of internal control system to determine

improvement and enhancement of system or policies that

allow the Management to be more effective in running the

Company’s operating activities.

Internal Audit is part of the Internal Control System of Angkasa

Pura II, which was formed to assist the President Director in

fulfilling its obligations to Shareholders who is responsible in

implementing Internal Audit in the Company. Internal Audit

makes efforts of internal control improvement in various

operating activities of the Company. Internal control in

Angkasa Pura II is always evaluated to be able to follow the

Company’s business development.










Angkasa Pura II telah memiliki Fungsi Audit Internal yang

dijalankan oleh Internal Auditor. Didalam melaksanakan

fungsinya, Internal Auditor selalu diposisikan sebagai mitra

stratejik bagi manajemen yang dipercaya, profesional,

obyektif, dan independen yang dapat memberikan nilai

tambah bagi pencapaian tujuan Angkasa Pura II dengan

meningkatkan efektifitas pengelolaan risiko, pengendalian

dan proses tata kelola perusahaan yang baik.

struktur organisasi Internal Auditor

Berdasarkan Surat Keputusan Direksi Nomor

KEP.01.01/11/2012.2 tanggal 28 November 2012 tentang

Peraturan Perusahaan Nomor 40 tentang Organisasi dan

Tata Kerja PT Angkasa Pura II (Persero), telah ditetapkan

Struktur Organisasi Kantor Pusat PT Angkasa Pura II (Persero),

termasuk didalamnya struktur organisasi, fungsi, tugas dan

wewenang Inetrnal Auditor.

Berikut struktur organisasi Internal Auditor Angkasa Pura II:

Angkasa Pura II has had Internal Audit Function which is run

by the Internal Audit Unit. In carrying out its functions, SPI has

always positioned as a strategic partner for the management

that is trustworthy, professional, objective, and independent

that can provide added value for the achievement of Angkasa

Pura II by improving the effectiveness of risk management,

control and process of good corporate governance.

Internal Audit Unit organization structure

Based on the Decree of the Board of Directors No.

KEP.01.01/11/2012.2 dated November 28th, 2012 on the

Company’s Regulation No. 40 on the Organization and Work

Procedures of PT Angkasa Pura II (Persero), has been set the

Organization Structure of the Head Office of PT Angkasa Pura

II (Persero), including the organization, functions, duties and

authorities of SPI.

The following is the organization structure of the Internal

Audit Unit of Angkasa Pura II:

internalauditorInternal Audit Unit

Head Of Internal Auditor

Deputi Pengawas Bidang Komersial

Deputy Head Of Commercial & Business Audit

Deputi Pengawas Bidang Operasi & Teknik

Deputy Head of Operation & Engineering Audit

Deputi Pengawas Bidang Keuangan & PKPI

Deputy Head of Finance& CSR Audit

Deputi Pengawas Bidang Sumber Daya Manusia & UmumDeputy Head Of Human Capital,

GA & IT

Deputi Pengawas Bidang Proyek

Deputy Head of Project Audit

Deputi Pengawas Bidang Konsultasi & PembinaanDeputy Head Consulting

Deputi Pengawas Bandara Soekarno-Hatta

Deputy Head of SHIA Audit


Komposisi Internal Auditor

Per 31 Desember 2015, Unit Internal Auditor didukung oleh

32 (tiga puluh dua) personil dengan kualitas dan kompetensi

sesuai yang dipersyaratkan dalam uraian tugasnya dengan

komposisi sebagai berikut:

Internal Audit Unit Composition

As of December 31st, 2015, the SPI Unit is supported by 32

(thirty two) personnel with quality and competence as required

in the job description with the following composition:

NoJabatanPosition

Total

1 Head of Internal Auditor 1

2 Deputy Supervisor 7

3 Senior Supervisor 19

4 Junior Supervisor 4

5 Special Staff to Head of Internal Audit Unit 1

Total 32










Internal Auditor dipimpin oleh seorang Head of Internal

Auditor yang diangkat dan diberhentikan oleh President

Director atas persetujuan Dewan Komisaris. Pada tahun 2015

Head of Internal Auditor dijabat oleh Daryanto.

profil Head of Internal Auditor

The Internal Audit Unit is led by a Head of Internal Audit Unit,

appointed and dismissed by the President Director with the

approval of the Board of Commissioners. In 2015, the Head of

Internal Audit Unit (KSPI) is held by Erwin Syahputra.

profile of Head of Internal Audit Unit

head ofinternal auditorHead of Internal Audit Unit


pendidikan S1 pada Fakultas Ekonomi Manajemen Universitas

Terbuka, Jakarta. Memiliki pengalaman menduduki jabatan

penting antara lain: Vice President of Airport Services (2008),

Head of Corporate Performance Management (2011),

Sekretaris Perusahaan (2013) dan menjabat sebagai Head of

Internal Auditor pada tahun 2015 sampai dengan Desember

2016.

sertifikasi profesi Audit Internal

Angkasa Pura II telah mewajibkan semua auditor internal

untuk mengikuti berbagai pelatihan professional dalam

rangka sertifikasi guna memenuhi standar yang dibutuhkan

Perusahaan. Head of Internal Auditor, Deputy Head of Internal

Auditor dan para pengawas auditor telah mendapatkan

pelatihan di bidang manajerial dan profesi yang memadai

untuk dapat mengelola Unit Kerja Internal Auditor dengan

baik. Saat ini jumlah auditor yang telah memiliki sertifikasi

sebanyak 7 (tujuh) orang , dengan rincian sebagai berikut:

Indonesian citizen, 54 years old. Obtained his Bachelor

Degree from the Faculty of Economics of the University

of Pancasila, Jakarta in 1991 and obtained his Master of

Engineering from Bandung Institute of Technology in 1999.

Has experiences in important positions among others: Head

of Strategic Planning & Development (2012), Vice President

of Budgeting (2009), General Manager of Depati Amir Airport

Branch Office - Pangkal Pinang in 2008, Supervisor of

Operations & Engineering Auditors in 2006 and Masterplan

& Corporate Plan Manager in 2002. Served as the Head of

Internal Audit Unit since November 2012.

Certifications of Internal Audit profession

Angkasa Pura II has requested all internal auditors to

participate various professional trainings in order to meet

the certification standards required by the Company. Head

of SPI, Deputy Supervisor of SPI and Auditor Supervisor have

been trained in the field of managerial and professional that

is adequate to be able to manage the SPI Work Unit well.

Currently, the number of auditors who have been certified

amounted to 7 (seven) people, with details as follows:

DaryantoHead of Internal Auditor

No Nama Personil Personnel Name Jabatan Position Sertifikat Certifications

1 Setyo Budi Deputy Head of Project Audit Sertifikasi PIA PIA Certification

2 Kartono Deputy Head of Commercial & Business Sertifikasi PIA PIA Certification

3 Abdur Rachman Deputy Head of Consulting Sertifikasi PIA PIA Certification

4 Joko Nugroho Edi Senior Auditor Sertifikasi PIA PIA Certification

5 ImamZaenalEhwan Senior Auditor Sertifikasi PIA PIA Certification

6 Dwi Warasto Senior Auditor Sertifikasi PIA PIA Certification

7 Sudarmin Senior Auditor Sertifikasi PIA PIA Certification


peran Internal Auditor

Peran Internal Auditor dalam mewujudkan GCG adalah:

a. Sebagai pengawas independen yang melakukan audit,

evaluasi dan menilai operasional dan aktivitas Perusahaan,

b. Sebagai katalisator dan konsultan dalam hal-hal tertentu

bagi Direksi dan manajemen yang berkaitan dengan

praktisi manajemen risiko, sistem pengendalian internal

dan praktik GCG serta dalam upaya meningkatkan kinerja

dan nilai Perusahaan secara berkelanjutan.

Tugas dan Tanggung Jawab Internal Auditor

Unit Internal Auditor Angkasa Pura II merupakan aparat

pengawas (auditor) internal Perusahaan yang dipimpin oleh

seorang kepala dan bertanggung jawab langsung kepada

President Director.

Internal Auditor Angkasa Pura II memiliki tugas dan tanggung

jawab untuk:

a. Membantu Direksi dalam memenuhi tanggung jawab

pengelolaan Perusahaan, dengan cara audit atas ketaatan,

operasional, dan kinerja seluruh kegiatan unit kerja

Perusahaan serta memberikan saran-saran perbaikan

mengarah pada pencapaian tujuan dan sasaran yang telah

ditetapkan pada masing-masing unit kerja Perusahaan;

b. Membantu Direksi dalam upaya meningkatkan

terwujudnya good corporate governance, mendorong

efektivitas sistem pengendalian internal Perusahaan,

peningkatan pengelolaan risiko dan kinerja Perusahaan

serta penerapan etika bisnis;

c. Membantu Direksi untuk memberikan perhatian atas

terjadinya perubahan lingkungan industri, risiko bisnis yang

mungkin timbul, peluang upaya peningkatan efisiensi dan

efektivitas dan hal-hal lain yang mempengaruhi kinerja

Perusahaan;

d. Mendorong unit-unit kerja di lingkungan Perusahaan

dalam meningkatkan efektivitas sistem pengendalian

internal dan pencapaian target kinerja unit kerja dalam

rangka mencapai visi, misi, tujuan, dan sasaran Perusahaan;

e. Memberikan penilaian tentang kecukupan dan efektivitas

sistem pengendalian internal Perusahaan dan pengelolaan

risiko atas kegiatan Perusahaan;

f. Melaporkan hal-hal yang penting yang berkaitan dengan

kelemahan dan peluang perbaikan proses pengendalian

keuangan dan operasional kegiatan Perusahaan;

g. Mengidentifikasikan kegiatan-kegiatan yang akan diaudit,

mengevaluasi serta menilai tingkat risiko kegiatankegiatan

tersebut dalam kaitannya dengan perencanaan audit;

h. Memberikan laporan berkala atas hasil-hasil pelaksanaan

audit triwulanan, semester, current audit, post audit, dan

audit lanjutan (audit khusus) serta kecukupan sumber

daya audit;

Role of Internal Audit Unit

SPI roles to realize GCG as follows:

a. As an independent supervisor who conducts audit,

evaluation and assess the Company’s operations and

activities,

b. As a catalyst and consultants in certain matters for

the Board of Directors and management related to

practitioners of risk management, internal control system

and GCG practices as well as in efforts to improve the

performance and value of the Company sustainably.

duties and Responsibilities of Internal Audit Unit

SPI Unit of Angkasa Pura II is a internal supervisory (auditor)

unit of the Company which led by a head and directly

responsible to the President Director.

SPI of Angkasa Pura II has duties and responsibilities to:

bahasa inggrisnya ganti semua sbb:

a. Assist the Board of Directors in fulfilling the responsibility

of the Company’s management, by way of an audit

of obedience, operational, and performance of the

entire work unit activities of the Company and provide

suggestions for improvement towards achieving the

objectives and targets which have been set on each work

unit of the Company;

b. Assist the Board of Directors in order to improve the

realization of good corporate governance, encourage the

effectiveness of the Company’s internal control system,

improve the risk management and performance of the

Company and the implementation of business ethics;

c. Assist the Board of Directors to give attention to changes

in the industrial environment, business risks that may

arise, opportunities of efforts to improve efficiency and

effectiveness and other matters that affect the Company’s

performance;

d. Encourage work units within the Company to improve

the effectiveness of internal control system and the

achievement of business units performance targets in

order to achieve vision, mission, objectives, and targets of

the Company;

e. Provide an assessment of the adequacy and effectiveness

of the Company’s internal control system and risk

management on the Company’s activities;

f. Report important matters related to weaknesses

and opportunities for improvement of the financial

and operational control process of the Company’s

activities;Identify activities to be audited, evaluate and

assess the risk level of such activities in relation to the

audit planning;

g. Identify activities need tobe audited, evaluate and rate

activities risk in term of audit plan










i. Memberikan rekomendasi perbaikan atas proses bisnis

dan pengendalian internal Perusahaan;

j. Memantau pelaksanaan dan ketepatan pelaksanaan tindak

lanjut atas laporan hasil audit (LHA).

Adapun ruang lingkup tugas Internal Auditor meliputi hal-hal

sebagai berikut:

a. Mereviu dan menilai untuk memastikan bahwa sistem

pengendalian internal Perusahaan telah memadai, serta

berfungsi secara efektif dalam mencapai tujuan dan

sasaran Perusahaan secara efisien dan ekonomis dan

menjamin kehandalan informasi keuangan dan informasi

operasional Perusahaan serta menjaga dan melindungi

aset Perusahaan;

b. Melaksanakan audit operasional dan ketaaan atas

kegiatan manajemen yang bertujuan untuk menilai

efisiensi dan efektivitas operasi Perusahaan, kehandalan

informasi dan pelaporan Perusahaan, ketaatan terhadap

peraturan perundang-undangan serta pengamanan aset

Perusahaan;

c. Melaksanakan audit lanjutan (audit khusus) terhadap kasus

yang memiliki indikasi terjadinya kecurangan (fraud);

d. Melaksanakan audit kinerja atas perencanaan dan

program kerja masing-masing unit kerja dan penilaian

kesesuaiannya dengan tujuan Perusahaan serta penilaian

terhadap manajemen risiko;

e. Melaksanakan penugasan khusus/tambahan yang relevan

dengan ruang lingkup tugas Internal Auditor.

pengembangan Kompetensi Internal Auditor

Angkasa Pura II senantiasa melakukan program peningkatan

kompetensi personil Internal Auditor dengan melakukan

program pengembangan kompetensi auditor secara sistematis

dan berjenjang. Secara umum kebijakan pengembangan

kompetensi pada tahun 2015 ditempuh dengan 2 cara, yaitu

pengembangan kompetensi pada lembaga eksternal dan

pengembangan kompetensi secara internal.

h. Provide regular reports on the results of audit by quarter,

semester, current audit, post audit, and advanced audit

(special audits) as well as the adequacy of audit resources;

i. Provide recommendations for improvement on business

processes and internal control of the Company;

j. Monitor the implementation and accuracy of follow-up

on the audit results report (LHA).

SPI scope of duties include the following:

a. Review and assess to ensure that the Company’s internal

control system is adequate and functioning effectively in

achieving the Company’s objectives and targets efficiently

and economically and to ensure the reliability of financial

information and operational information of the Company

as well as to maintain and protect the Company’s assets;

b. Implement operational and compliance audits on the

management activities that aim to assess the efficiency

and effectiveness the Company’s operations, the reliability

of information and reporting of the Company, compliance

with the laws and regulations as well as the security of the

Company’s assets;

c. Implement advanced audit (special audits) on cases that

have indications of fraud (fraud);

d. Implement performance audits on the planning and work

program of each work unit and conformity assessment

with the company’s objectives as well as assessment

towards risk management;

e. Carry out special/additional assignments relevant to the

scope of duties of SPI.

spI Competence development

Angkasa Pura II is constantly improving the competence

of SPI personnel by conducting the auditor competence

development program in a systematic and tiered manner.

In general, competence development policy in 2015 was a

2 way, namely the development of competence in external

institutions and internal competence development.


Selama tahun 2015, personil Internal Auditor telah mengikuti

pelatihan audit sebagai berikut:

I. Diklat Wajib

During 2015, the SPI personnel has participated in audit

training as follows:

I. Mandatory Education and Training

NoNamaName

BiayaCost

WaktuTime

PenyelenggaraOrganizer

I Pelatihan WBS dan Fraud Audit | WBS and Fraud Audit Training

1 Wandi Anhar Rp 7.500.000

09 – 15 Apr 2015

April 9th - 15th, 2015

Pusat Pengembangan Akuntansi dan

Keuangan (PPAK)

Center for Development of Accounting

and Finance (PPAK)

2 R. Suhartono Rp 7.500.000

3 Prio Ambardi Rp 7.500.000

4 Heru Karyadi Rp 7.500.000

5 Mulyana Rp 7.500.000

II Pengelolaan Tugas-tugas Audit | Audit Duties Management

1 Tarsono Rp 8.250.00004 – 14 Mei 2015

May 4th - 14th, 2015


Keuangan (PPAK)


and Finance (PPAK)

III Audit Operasional | Operational Audit

1 Prio Ambardi Rp 8.000.00010 – 19 Agus 2015

August 10th - 19th,

2015


Keuangan (PPAK)


and Finance (PPAK)

2 Iwan Winaya Rp 8.000.000

3 Dony Wardono Rp 8.000.000

4 Nicolas Prima Rp 8.000.000

IV Audit Kecurangan | Fraud Audit

1 Tarsono Rp. 7.500.000

13 – 19 Agus 2015

August 13th - 19th,

2015


Keuangan (PPAK)


and Finance (PPAK)

V Dasar-dasar Audit | Audit Basics

1 Andang Santoso Rp 7.750.000

07 – 17 Sep 2015

September 7th - 17th,

2015


Keuangan (PPAK)


and Finance (PPAK)

2 Dwi Aries Darmawan Rp 7.750.000

3 Eddy AE Rp 7.750.000

4 Indah Wijayanti Rp 7.750.000

5 Dalisnia Rp 7.750.000

VI Audit Dasar II | Audit Basics II

1 Prayoedi Herlebeng Rp. 7.000.000 19 – 30 Okt 2015

October 19th - 30th,

2015

Yayasan Pendidikan Internal Audit (YPIA)

Internal Audit Education Foundation

(YPIA)2 Elfin Rp. 7.000.000

TOTAL Rp 138.000.000

II. Diklat Substantif & Workshop II. Substantitial & Workshop

NoNamaName

BiayaCost

WaktuTime

PenyelenggaraOrganizer

I Training of Assessor (TOA) GCG Self Assessment | Training of Assessor (TOA) GCG Self Assessment

1 Prio Ambardi Rp 4.500.000 22 - 23 Jan 2015JSM Management Consultant

2 Indra Kamil Rp 4.500.000 Jan 22nd - 23rd, 2015










pelaksanaan Kegiatan Internal Auditor Tahun 2015

Pelaksanaan Program Kerja Audit Tahunan (PKAT) tahun 2015

difokuskan pada Kantor Pusat dan Kantor Cabang. Program

kerja Internal Auditor pada tahun 2015 meliputi antara lain

audit operasional/kinerja bandara, kegiatan reviu pengadaan

barang dan jasa atas proyek pengembangan bandara, dan

kegiatan pemeriksaan khusus/audit investigasi, dengan

realisasi sebagai berikut:

Implementation of spI Activities 2015

Implementation of the Annual Audit Work Program (PKAT)

in 2015 focused on the Head Office and Branch Offices.

SPI work program in 2015 consists of the audit of airport

operations/performance , review of the procurement of

goods and services on the airport development project,

special inspection/investigation audit and consultations &

coaching, with the realization as follows:

No Obyek AuditAudit Objects

Waktu PelaksanaanExecution Time

Jangka WaktuTime Period

1 KC Bandara Kualanamu – Medan (Tahap I)

Kualanamu Airport Branch Office – Medan (Phase I)

23 Mar s.d 03 Apr’ 2015

March 23rd - April 3rd, 2015

09 hari kerja

09 work days

2 KC Bandara Silangit – Siborong-borong

Silangit Airport Branch Office – Siborong-borong

30 Mar s.d 02 Apr’ 2015

March 30th - April 2nd, 2015

03 hari kerja

03 work days

3 KC Bandara Sultan Thaha - Jambi

Sultan Thaha Airport Branch Office - Jambi

13 s.d. 24 April 2015

April 13th - 24th, 2015

10 hari kerja

10 work days

4 KCU Bandara Soekarno Hatta (Tahap I)

Sultan Thaha Airport Branch Office - Jambi

12 Februari s.d. 20 Maret 2015

Feb 12th - March 20th, 2015

27 hari kerja

27 work days

A. Realisasi Rencana Audit Tahunan A. Realization of Annual Audit Plan

II Diklat Khusus Head of Internal Auditor | Special Education and Training of the Head of Internal Auditor

1 Daryanto Rp 7.500.00012 – 18 Feb 2015

Feb 12th - 18th, 2015


Keuangan (PPAK)


and Finance (PPAK)

III Manajemen Risiko | Risk Management

1 Ambar Raharjo Rp 7.500.00012 – 18 Feb 2015

Feb 12th - 18th, 2015Pusat Pengembangan Akuntansi dan

Keuangan (PPAK)


and Finance (PPAK)2 Dony Wardono Rp 7.500.000

12 – 18 Feb 2015

Feb 12th - 18th, 2015

IV Pelatihan Manajemen Risiko Proyek | Project Risk Management Training

1 Jon Mukhtar Rita Rp 5.750.00004 – 06 Mar 2015

March 4th - 6th, 2015CRMS Indonesia

V Sertifikasi CISA | CISA Certification

1 M. Saktioko US$ 1.400 13 Jun 2015

June 13th, 2015Certified Information System (CISA)

2 Nicolas Prima US$ 1.400

VIWorkshop Nasional Dua Hari Tentang Prosedur dan Teknik Audit SDM

Two-Day National Workshop on Procedures and Audit Techniques of Human Resources

1 Evi Heltysiana Rp. 3.750.00009 – 10 Jul 2015

July 9th - 10th, 2015IPPENAS

VII Audit Forensik Dasar | Basic Forensic Audit

1 Dwi Warasto Rp. 7.500.00013 – 19 Agus 2015

Aug 13th - 19th, 2015


Keuangan (PPAK)


and Finance (PPAK)

TOTAL Rp 84.900.000

GRAND TOTAL Rp 222.900.000


B. Reviu Proyek Pengembangan Bandara B. Review of Airport Development Project

No Obyek AuditAudit Objects

Waktu PelaksanaanExecution Time

Jangka WaktuTime Period

1 Bandara Supadio - Pontianak

Airport Branch Office - Pontianak

10 Agustus s.d. 04 September 2015

August 10th - September 4th, 2015

09 hari kerja

09 work days

2 Bandara Depati Amir – Pangkal Pinang

Depati Amir Airport Branch Office – Pangkal Pinang

11 s.d. 23 September 2015

September 11th - 23rd, 2015

08 hari kerja

08 work days

3 Bandara Raja Haji Fisabilillah - Tanjungpinang

Raja Haji Fisabilillah Airport Branch Office - Tanjungpinang

23 November s.d. 08 Desember 2015

November 23rd - December 8th, 2015

12 hari kerja

12 work days

C. Reviu Proyek Pengembangan Bandara

Sampai dengan Bulan Desember 2016 telah dilakukan

sebanyak 07 (tujuh) pemeriksaan khusus terhadap

penyimpangan maupun fraud yang terjadi didalam

lingkungan perusahaan. Pemberian sanksi pada Pelaksanaan

Riksus yang telah dilakukan sampai dengan saat ini dapat

digolongkan menjadi 4 (empat) macam yakni:

1. Pemberhentian;

2. Penurunan Kelas Jabatan untuk periode waktu tertetu;

3. Pemberian Surat Peringatan;

4. Pemotongan Insentif.

C. Review of Airport Development Project

Until December 2015, has been conducted 07 (seven) special

inspection against irregularities and fraud that occurred in

the Company. Imposing sanctions on the Implementation

of Special Inspection that has been conducted up to now

can be classified into 4 (four) types, namely:

1. Dismissal;

2. Decrease Position Grades for a certain period of time;

3. Issuance of Warning Letter;

4. Cutting of Incentives.

5 KC Bandara Supadio - Pontianak

Supadio Airport Branch Office - Pontianak

13 s.d 24 April 2015

April 13th - 24th, 2015

10 hari kerja

10 work days

6 KC Bandara Sultan Syarif Kasim II – Pekanbaru

Sultan Syarif Kasim II Airport Branch Office – Pekanbaru

04 Mei s.d 13 Mei 2015

May 4th - 13th, 2015

08 hari kerja

08 work days

7 KC Bandara Depati Amir – Pangkal Pinang

Depati Amir Airport Branch Office – Pangkal Pinang

04 s.d 13 Mei 2015

May 4th - 13th, 2015

08 hari kerja

08 work days

8 KC Bandara Sultan Mahmud Badaruddin II - Palembang

Sultan Mahmud Badaruddin II Airport Branch Office -

Palembang

19 s.d 28 Mei 2015

May 19th - 28th, 2015

08 hari kerja

08 work days

9 KC Bandara Sultan Iskandar Muda – Aceh

Sultan Iskandar Muda Airport Branch Office – Aceh

08 s.d. 17 Juni 2015

June 8th - 17th, 2015

08 hari kerja

08 work days

10 KC Bandara Halim Perdanakusumah – Jakarta

Halim Perdanakusumah Airport Branch Office – Jakarta

24 Juni s.d. 03 Juli 2015

June 24th - July 3rd, 2015

10 hari kerja

10 work days

11 KC. Bandara Int’l Minangkabau – Padang

Minangkabau International Airport Branch Office – Padang

08 s.d. 17 Juni 2015

June 8th - 17th, 2015

08 hari kerja

08 work days

12 KC. Bandara Raja Haji Fisabilillah – Tanjung Pinang

Raja Haji Fisabilillah Airport Branch Office – Tanjung

Pinang

24 Juni s.d. 03 Juli 2015

June 24th - July 3rd, 2015

10 hari kerja

10 work days

13 KC. Bandara Husein Sastranegara

Husein Sastranegara Airport Branch Office

03 s.d. 12 Agustus 2015

Aug 3rd - 12th, 2015

08 hari kerja

08 work days

14 KCU Bandara Soekarno Hatta (Tahap II)

Soekarno Hatta Airport Branch Office (Phase II)

20 Agust s.d. 18 Sept 2015

Aug 20th - Sept 18th, 2015

21 hari kerja

21 work days

15 Kantor Pusat

Head Office

21 Okt 2015 s.d. 04 Des 2015

Oct 21st - Dec 4th, 2015

31 hari kerja










Fungsi pengawasan independen terhadap aspek keuangan

Angkasa Pura II dilakukan dengan melaksanakan pemeriksaan

Audit Eksternal yang dilakukan oleh Kantor Akuntan Publik.

Penunjukan Auditor Eksternal dilakukan berdasarkan Risalah

RUPS Angkasa Pura II tentang Persetujuan Laporan Tahunan

dan Pengesahan Laporan Keuangan Tahun Buku 2014

berdasarkan rekomendasi Dewan Komisaris.

Berikut data Auditor Eksternal Angkasa Pura II selama 7 (tujuh)

tahun terakhir, yaitu sebagai berikut:

Independent supervision function against the financial aspect

of Angkasa Pura II is conducted by carrying out External

Auditor inspection performed by the Public Accounting Firm.

Appointment of External Auditor is based on the Minutes

of the GMS of Angkasa Pura II on the Approval of Annual

Report and Ratification of Financial Statements for the Fiscal

Year 2014 based on the recommendations of the Board of

Commissioners.

The following is the External Auditors data of Angkasa Pura II

for the last 7 (seven) years, as follows:

auditoreksternalExternal Auditor

TahunYear

Kantor Akuntan PublikPublic Accounting Firm

Biaya (Rp)Costs (Rp)

Partner PelaksanaImplementing Partner

2009 Pieter, Uways & Rekan Rp725.205.000 Pieter Solang, CPA

2010 Pieter, Uways & Rekan Rp855.000.000 Pieter Solang, CPA

2011 Hertanto, Sidik & Rekan Rp1.005.473.875 Indra Soesetiawan, CPA




2015 Ernst & Young Rp1.190.000.000 Purwantoro, Sungkoro & Surja

In the audit of the Company’s Financial Statements for Fiscal

Year 2015,Angkasa Pura II has appointed the Public Accounting

Firm (KAP) Ernst & Young. The audit scope conducted by the

Public Accounting Firm (KAP) Ernst & Young also includes the

audit of Management Report, Compliance Report, Internal

Control and Report of the Partnership and Community

Development Program (PKBL) for Fiscal Year 2015. The total

costs incurred to audit the Consolidated Financial Statements

in 2015 amounted to Rp 1.190.000.000 (including VAT) and

excluding the Out of Pocket Expenses (OPE).

KAP Ernst & Young which appointed has completed its duties

independently in accordance to the professional standards of

public accountant and work agreements as well as the scope

of audit which has been determined.

Dalam pelaksanaan audit Laporan Keuangan Perusahaan

Tahun Buku 2015, Angkasa Pura II telah menunjuk Kantor

Akuntan Publik (KAP) Ernst & Young. Lingkup Audit yang

dilakukan KAP Ernst & Young juga mencakup audit Laporan

Manajemen, Laporan Kepatuhan, Pengendalian Internal dan

Laporan Program Kemitraan dan Bina Lingkungan (PKBL)

Tahun Buku 2015. Adapun total biaya yang dikeluarkan untuk

audit Laporan Keuangan Konsolidasi pada tahun 2015 adalah

sebesar Rp1.190.000.000 (sudah termasuk PPN) dan tidak

termasuk Out of Pocket Expenses (OPE).

KAP Ernst & Young yang ditunjuk telah menyelesaikan

tugasnya secara independen sesuai standar profesional

akuntan publik dan perjanjian kerja serta ruang lingkup audit

yang telah ditetapkan.


Angkasa Pura II secara berkelanjutan terus mengembangkan

dan meningkatkan kerangka sistem pengelolaan risiko

dan struktur pengendalian internal yang terpadu dan

komprehensif, yang bertujuan untuk melindungi Perusahaan

dari risiko yang berdampak negatif terhadap pencapaian

tujuan dan mengeksplorasi peluang untuk meningkatkan

benefit. Kerangka manajemen risiko ini dituangkan dalam

kebijakan, prosedur, kewenangan dan ketentuan lain serta

berbagai perangkat manajemen risiko yang berlaku di seluruh

lingkup aktivitas usaha.

Dalam rangka pengembangan manajemen risiko yang

sesuai dengan standar bandara internasional, manajemen

Angkasa Pura II telah menyusun profil risiko korporasi, untuk

fungsi Operasional dan Teknik yang fokus pada proses bisnis

Perusahaan antara lain: Safety, Security, Services through

Compliance (3S+1C) yang merupakan compulsory dalam

pengelolaan risiko, serta di lingkungan Administrasi, Keuangan

dan Komersial yang mengarah pada risiko tinggi.

pengelola manajemen Risiko

Dalam pengelolaan manajemen risiko, Angkasa Pura II

telah membentuk unit Risk Management & Compliance

sebagai penanggung jawab dalam memfasilitasi pelaksanaan

Pedoman Kebijakan Manajemen Risiko oleh setiap Risk

Owner dan jajarannya. Lingkup kerja Risk Management &

Compliance meliputi Kantor Pusat dan 13 (tiga belas) Kantor

Cabang Angkasa Pura II.

Angkasa Pura II continuously develop and improve the

framework of risk management systems and internal control

structure to become integrated and comprehensive, aiming

to protect the Company from risks that negatively affect

the achievement of objectives and to explore opportunities

for increased benefits. The risk management framework is

outlined in policies, procedures, powers and other provisions

as well as a variety of risk management tools in all aspects of

business activity.

In order to develop risk management in accordance with

the standards of the international airport, the management

of Angkasa Pura II has drawn up a risk profile corporations,

to the functions of Operations and Techniques that focus on

business processes, among others: Safety, Security, Services

through Compliance (3S + 1C), which is compulsory in risk

management, as well as in the Administration, Finance and

Commercial which leads to a high risk.

Risk management Administrator

In risk management, Angkasa Pura II has established a Risk

Management & Compliance unit in charge of facilitating the

implementation of the Risk Management Policy Guidelines

by each Risk Owner and staff. The scope of work includes

the Risk Management & Compliance Office and 13 (thirteen)

Branch Angkasa Pura II.

riskmanagement & complianceRisk Management & Compliance


Head Of Risk Management& Complicance

Risk Management& Complicance Officer

Complicance Manager

Complicance Junior Officer

Complicance Staff

Complicance Senior Officer

Complicance Senior Officer

Risk Management Manager

Risk Management Staff

Risk Management Staff

Risk Management Senior Officer

Risk Management Senior Officer

struktur Unit Risk management & Compliance structure of Risk management & Compliance Unit


profil head ofrisk management & complianceProfile of Head of Risk Management & Compliance


pendidikan S1 pada Fakultas Hukum Universitas Islam Syekh

Yusuf, Tangerang. Memiliki pengalaman menduduki jabatan

penting antara lain: PENGAWAS SENIOR BIDANG OPERASI

DAN TEKNIK (2013), DEPUTI PENGAWAS BIDANG OPERASI

DAN TEKNIK (2014) dan menjabat sebagai HEAD OF RISK

MANAGEMENT & COMPLIANCE tahun 2016 sampai dengan

saat ini.

Tugas dan Tanggung Jawab Risk management & Compliance

Tugas dan tanggung jawab Risk Management & Compliance,


• Mengkoordinasikan upaya-upaya pengembangan dan

pemeliharaan sistem manajemen risiko yang efektif dan

efisien sesuai kebutuhan dan ketersediaan sumber daya

Perusahaan;

• MemfasilitasipelaksanaanPedomanKebijakanManajemen

Risiko oleh setiap Risk Owner dan jajarannya;

• Mengumpulkan laporan Profil Risiko unit kerja dari

setiap Risk Owner, mengagregasikannya menjadi Profil

Risiko korporat dan melaporkan Profil Risiko korporat

kepada Direksi secara berkala atau sewaktu-waktu sesuai

permintaan Direksi;

• MelaksanakanRiskAsssessment;

• Membuat kajian risiko untuk pengambilan keputusan

strategis Direksi, terutama yang memiliki potensi nilai

dampak kerugian yang signifikan.

Indonesian citizen, 48 years old. Obtained his Bachelor’s

Degree at the Faculty of Law at the University of Islam

Syekh Yusuf, Tangerang. Has experiences serving as SENIOR

AUDITOR OF OPERATIONS AND ENGINEERING (2013),

DEPUTY AUDITOR OF OPERATIONS AND ENGINEERING

(2014) and served as the HEAD OF RISK MANAGEMENT &

COMPLIANCE 2016 until present.

duties and Responsibilities of the Risk management &

Compliance bureau

Duties and responsibilities of the Risk Management &

Compliance Bureau are as follows:

• Coordinatetheeffortsofdvelopmentandmaintenanceof

risk management system that is effective and efficient in

accordance with the requirements and availability of the

Company’s resources;

• FacilitatetheimplementationofRiskManagementPolicy

Guidelines by each Risk Owner and its ranks;

• Collect the Risk Profile report of work units from each

Risk Owner, aggregating it into corporate risk profile and

report it to the Board of Directors regularly or any time by

the request of the Board of Directors;

• ImplementRiskAssessment;

• Makeariskassessmentforthestrategicdecisionmaking

of the Board of Directors, especially the one with high

potential value impact of significant losses.

Joko Nugroho EdiHead of Risk Management & Compliance


Risk management policy

In conducting the supervision and management of material

business risks, Angkasa Pura II has a Risk Management

Policy based on the Decree No: C0.793/HK.201/APII-2015

PD.01.02/11/2015/0057 dated November 24th, 2015 that

refers to ISO 31000:2009, Risk Management - Principles and

Guidelines, which has been adopted as a national standard of

SNI ISO 31000:2011.

The policy aims to provide guidance to all personnel of

Angkasa Pura II to effectively conduct risk management

processes and activities, so in accordance with applicable

regulations. In addition, risk management policy also aims

to ensure that the Management and all employees have the

same perception and understanding of the concept of risk

management, and raise the awareness about the importance

of sustainable risk management in the Company.

Risk management objectives

1. Raise the awareness that all efforts to achieve the goals

and targets of the Company involve risks and therefore

each individual, work units (Directorate, Sub-Directorate,

Bureau, Branch Offices, etc.), should be able to manage

risks according the each position and responsibilities as

part of an integrated corporate risk management.

2. Increase the certainty of achievement of the goals and

targets of the Company by:

a. Lowering the possibility level of events that may

hamper the business processes;

b. Minimize losses as the potential impact caused by

these events.

Risk management Components

Risk Management System of Angkasa Pura II consists of 3

(three) related components, namely:

1. Risk management principles;

2. Framework to manage risks; and

3. Risk management processes.

Risk management principles is the foundation (basic rules)

for the development of a framework of risk management

that becomes the cornerstones for the implementation of

the risk management processes. While the risk management

processes are descriptions from the risk management

framework in order to facilitate the application of risk

management principles, both at the corporate level, at the

unit level, as well as individual level.

Kebijakan manajemen Risiko

Dalam melakukan pengawasan dan pengelolaan risiko bisnis

yang material, Angkasa Pura II memiliki Kebijakan Manajemen

Risiko berdasarkan Surat Keputusan Nomor : C0.793/HK.201/

APII-2015 PD.01.02/11/2015/0057 Tanggal 24 November

2015 yang mengacu pada ISO 31000:2009 Risk Management

- Principles and Guidelines, yang telah diadopsi menjadi

standar nasional SNI ISO 31000:2011.

Kebijakan tersebut bertujuan untuk memberikan pedoman

kepada seluruh Insan Angkasa Pura II untuk secara efektif

melakukan proses dan kegiatan manajemen risiko, sehingga

sesuai dengan peraturan yang berlaku. Selain itu, kebijakan

manajemen risiko tersebut juga bertujuan untuk memastikan

bahwa Manajemen dan seluruh pegawai memiliki persepsi

serta pemahaman yang sama mengenai konsep manajemen

risiko, dan menumbuhkan kesadaran mengenai pentingnya

manajemen risiko yang berkelanjutan di Perusahaan.

Tujuan manajemen Risiko

1. Meningkatkan kesadaran bahwa semua upaya pencapaian

sasaran dan target-target Perusahaan mengandung risiko

dan karenanya setiap individu, unit kerja (Direktorat,

Sub Direktorat, Biro, Kantor Cabang dst.), harus dapat

mengelola risiko sesuai kedudukan dan tanggung

jawabnya masing-masing sebagai bagian dari pengelolaan

risiko korporat terintegrasi.

2. Meningkatkan kepastian pencapaian sasaran dan target-

target Perusahaan dengan cara:

a. Menurunkan tingkat kemungkinan terjadinya peristiwa-

peristiwa yang dapat menghambat kelancaran proses

bisnis;

b. Meminimalkan kerugian sebagai potensi dampak yang

ditimbulkan oleh peristiwa-peristiwa tersebut.

Komponen pengelolaan Risiko

Sistem Manajemen Risiko Angkasa Pura II terdiri dari 3 (tiga)

komponen yang saling berhubungan, yaitu:

1. Prinsip-prinsip manajemen risiko;

2. Kerangka kerja dalam mengelola risiko; dan

3. Proses pengelolaan risiko.

Prinsip-prinsip manajemen risiko merupakan pondasi (aturan

dasar) bagi pengembangan kerangka kerja pengelolaan

risiko yang merupakan pilar-pilar bagi penerapan proses

manajemen risiko. Sementara proses manajemen risiko

adalah penjabaran dari kerangka kerja pengelolaan risiko

dalam rangka mempermudah penerapan prinsip-prinsip

pengelolaan risiko, baik di tingkat korporat, di tingkat unit

kerja, maupun individu.


Relationship of 3 Risk Management System Components

Hubungan 3 Komponen sistem manajemen Risiko

proses manajemen Risiko

Proses Manajemen Risiko Angkasa Pura II meliputi dua

kelompok kegiatan utama, yaitu:

a. Tahapan kegiatan utama meliputi:

- Tahap 1: Penetapan konteks bisnis

- Tahap 2: Assessment risiko

- Tahap 3: Perlakuan risiko

b. Tahapan kegiatan penunjang meliputi:

- Tahap 4: Komunikasi & konsultasi

- Tahap 5: Pemantauan & kaji ulang

Risk management process

Risk Management Process of Angkasa Pura II consists of two

main groups of activities, namely:

a. Tahapan kegiatan utama meliputi:

- Stage 1: Business context determination

- Stage 2: Risk Assessment

- Stage 3: Risk Treatment

b. Supporting activities stages include:

- Stage 4: Communications & Consultations

- Stage 5: Monitoring & review










skema proses manajemen Risiko Risk management process schemes

1. Tahap 1: Penetapan Konteks

(1) Penetapan konteks bertujuan untuk mempersiapkan

data dan informasi yang jelas, andal, dan mencukupi

demi kelancaran dan akurasi proses assessment risiko.

(2) Penetapan konteks merupakan tahap yang mendasar

dan menjadi prasyarat dalam fase identifikasi risiko

pada tahap assessment risiko. Tahap penetapan

konteks mencakup fase penetapan konteks eskternal;

(b) penetapan konteks internal; (c) penetapan konteks

proses manajemen risiko, dan (d) penetapan kriteria

risiko.

(3) Pedoman ini hanya memuat peta konteks bisnis pada

tingkat korporat sebagai panduan bagi para Risk

Owner untuk menetapkan konteks bisnis pada unit

kerja masing-masing.

2. Tahap 2: Assessment Risiko

(1) Tujuan assessment risiko adalah menemukenali risiko,

mengukur nilai risiko, dan menentukan prioritas

perlakuan risiko.

(2) Assessment dilakukan oleh setiap Risk Owner dan

jajarannya dengan bantuan tim penilai yang ditunjuk

1. Stage 1: Context Determination

(1) Determination of context aims to prepare data and

information that is clear, reliable, and sufficient for

the smoothness and accuracy of risk assessment

process.

(2) Determination of context is a fundamental stage and

become a prerequisite in the risk identification phase

in the risk assessment stage. Context determination

stage includes external context determination

phase; (b) internal context determination; (c)

context determination of risk management process;

and (d) risk criteria determination.

(3) These guidelines only contain business context map

at the corporate level as a guide for the Risk Owner

to establish the business context on each work unit.

2. Stage 2: Risk Assessment

(1) Risk assessment objectives is to identify risk,

measures risk value, and prioritize risk treatment.

(2) Assessment conducted by each Risk Owner and its

staff with the help of the assessment team appointed

by the Board of Directors and competent enough in


oleh Direksi serta memiliki kompetensi cukup dalam

pengalaman mengelola bisnis Perusahaan dan

memiliki keterampilan menggunakan metode dan

teknik assessment risiko.

(3) Proses assessment terdiri dari fase identifikasi risiko,

analisa risiko dan evaluasi risiko yang harus menjadi

bagian integral dari seluruh proses bisnis Perusahaan,

seperti proses penyusunan RKAP, Studi Kelayakan

Pengembangan Bisnis, prosedur pengambilan

keputusan dan lain-lain. Hasil assessment risiko dicatat

dalam dokumen atau format risk register.

3. Tahap 3: Perlakuan Risiko (Risk Treatment)

(1) Proses perlakuan risiko atau dikenal juga dengan istilah

mitigasi, mencakup (i) identifikasi berbagai metode/

teknik yang dapat digunakan, termasuk mitra kerja

untuk berbagi risiko (risk sharing); (ii) seleksi metode/

teknik dan mitra kerja berbagi risiko yang paling sesuai

kebutuhan; (iii) penyusunan rencana perlakuan risiko,

termasuk alokasi sumber daya yang dibutuhkan; dan

(iv) implementasinya.

(2) Pemilihan metode mitigasi dan/atau mitra kerja

untuk berbagi risiko, harus didasarkan atas hasil

analisis manfaatbiaya (cost-benefit analysis) dengan

menggunakan data dan informasi yang mutakhir dan

andal.

(3) Risiko dengan nilai dampak yang besar sekali, tetapi

sangat jarang terjadi seperti bencana alam, tetap harus

dipersiapkan metode perlakuannya (peringatan dini

dan tanggap darurat).

(4) Langkah mitigasi risiko dapat berupa satu metode

tindakan atau kombinasi beberapa metode tindakan,

termasuk alat manajemen (management tools/

technique) tertentu guna mengendalikan satu jenis

risiko atau lebih.

(5) Untuk efisiensi dan efektifitas penggunaan sumber

daya bagi perlakuan risiko, maka harus dibuat urutan

prioritas perlakuan risiko.

(6) Satu metode mitigasi dan/atau berbagi risiko dapat

menimbulkan risiko baru yang harus diperhitungkan

pada saat penyusunan rencana perlakuan risiko.

4. Tahap 4: Komunikasi dan Konsultasi

(1) Komunikasi dan konsultasi dilakukan oleh setiap Risk

Owner terhadap para pemangku kepentingan, baik

internal maupun eksternal pada setiap tahap proses

manajemen risiko, dengan tujuan agar pemangku

kepentingan dapat memahami keterkaitan rencana

strategis Perusahaan dan peran mereka dalam

pengelolaan risiko Perusahaan.

(2) Komunikasi dan konsultasi harus direncanakan dan

dilaksanakan sejak awal pengelolaan risiko dan

mencakup kebijakan pengelolaan risiko, sumber risiko,

managing the Company’s business and skill using

methods and techniques of risk assessment.

(3) Assessment process consists of risk identification

phase, risk analysis and risk evaluation should be

an integral part of the Company’s business process,

such as the preparation process of RKAP, Feasibility

Study of Business Development, decision making

procedures and others. Risk assessment results

is recorded in a document or the format of risk

register.

3. Stage 3: Risk Treatment

(1) Risk treatment process or also kpresentn as

mitigation, includes (i) identification of various

methods/techniques that can be used, including

business partners for risk sharing; (ii) selection of

methods/techniques and the most appropriate

business partners of risk sharing; (iii) preparation

of risk treatment plan, including the allocation of

required resources; and (iv) implementation.

(2) Selection of mitigation methods and/or business

partners for risk sharing, should be based on the

results of cost-benefit analysis by using up to date

and reliable data and information.

(3) Risk with a tremendous impact value, but is very

rare to occur such as natural disaster, still have to

be prepared the method of treatment (early warning

and emergency response).

(4) Risk mitigation measures may include the methods

of action or combination of several methods of

action, including particular management tools/

technique in order to control one type of risk or

more.

(5) For the efficiency and effectiveness usage of

resources for risk treatment, should be made a

priority order of risk treatment.

(6) One method of mitigation and/or sharing of risk

can pose new risks that must be taken into account

when preparing risk treatment plan.

4. Stage 4: Communications and Consultations

(1) Communications and consultations are conducted

by every Risk Owner against the stakeholders,

both internally and externally at any stage of

the risk management process, with the aim for

stakeholders to understand the interrelatedness of

the Company’s strategic plan and their role in the

Company’s risk management.

(2) Communications and consultations should be

planned and implemented from the beginning of risk

management and include risk management policy,










kemungkinan terjadi dan dampaknya serta ukuran-ukuran

yang digunakan dalam mengelola risiko.

(3) Komunikasi dan konsultasi harus dilakukan

secara efektif guna memastikan setiap pihak yang

bertanggung jawab dalam pengelolaan risiko. Dalam

hal ini Risk Owner, Frontline Risk Owner dan pemangku

kepentingan telah memahami latar belakang dan

alasan pengambilan keputusan serta tindakan yang

mengandung risiko.

5. Tahap 5: Pemantauan dan Kaji Ulang

(1) Pemantauan adalah pengamatan rutin terhadap

pelaksanaan proses manajemen risiko dibandingkan

dengan kerangka kerja atau perencanaan manajemen

risiko yang ditetapkan.

(2) Kaji ulang adalah peninjauan berkala terhadap

efektivitas sistem manajemen risiko dan efektifitas

RPR.

(3) Risk Management & Compliance memastikan bahwa

pemantauan dan kaji ulang secara reguler dilaksanakan

terhadap: a. Efektifitas proses manajemen risiko; b.

Risiko dan peluang yang dihadapi Perusahaan serta

prioritas penanganannya; c. Efektifitas dan kecukupan

pengendalian risiko saat ini (existing control); d.

Implementasi dan efektifitas RPR; e. Apakah proses

manajemen risiko telah diaplikasikan secara sistematis

terhadap target Perusahaan pada tingkat korporat, unit

kerja dan proyek investasi yang ada.

(4) Perusahaan menjamin adanya mekanisme

pengawasan dari independen atau pihak eksternal

secara periodik terhadap efektifitas unit kerja yang

bertugas memantau dan mengawasi pengelolaan

risiko yaitu unit Risk Management & Compliance dan

Internal Auditor.

Integrasi proses manajemen Risiko ke dalam proses bisnis

perusahaan

a. Setiap pengambilan keputusan Perusahaan di tingkat

strategis dan operasional harus menjadikan assessment

risiko sebagai bagian yang tidak terpisahkan dari proses

dan prosedur pengambilan keputusan.

b. Dalam hal investasi bisnis maka assessment risiko,

termasuk rencana perlakuan risikonya (risk treatment plan),

merupakan satu kesatuan dengan proses analisis kelayakan

bisnis sehingga pada saat pengambilan keputusan sudah

mempertimbangkan risiko yang berpengaruh terhadap

pencapaian sasaran investasi tersebut.

c. Setiap unit kerja wajib melengkapi rancangan program

RKAP dengan daftar risiko yang melekat, strategi

penanganan risiko, estimasi biaya perlakuan risiko

(mitigasi) yang akan digunakan dan dilengkapi informasi

tentang CBA ratio (Cost Benefit Analysis ratio) pada setiap

risk sources, possibility of occurrence and its impact as

well as measurements used in managing risk.

(3) Communications and consultations should

be carried out effectively to ensure each party

is responsible for the management of risk. In

this matter, Risk owner, Frontline Risk Owner

and stakeholders have already understand the

background and rationale of decision making and

actions that involve risk.

5. Stage 5: Monitoring and Review

(1) Monitoring is the regular observation to the

implementation of risk management process

compared to the framework or specified risk

management planning.

(2) Review is a periodic review of the effectiveness of risk

management system and the effectiveness of RPR.

(3) Bureau of Risk Management & Compliance ensures

that monitoring and review are regularly carried out

on: a. Effectiveness of risk management process;

b. Risks and opportunities face by the Company

as well as its handling priority; c. Effectiveness

and adequacy of current risks (existing control);

d. Implementation and effectiveness of RPR; e. Is

the risk management process has been applied

systematically to the Company’s targets at the level

of corporate, work unit and existing investment

projects.

(4) The Company guarantees the existence of

a supervisory mechanism from independent

or external parties periodically against the

effectiveness of work unit tasked to monitor and

supervise risk management namely the Bureau of

Risk Management & Compliance and the SPI.

Integration of Risk management process into business

process of the Company

a. Any decision-making in the strategic and operational

levels should make risk assessment as an integral part of

the processes and procedures in decision making.

b. In terms of business investment, the risk assessment

including the risk treatment plan, is an integral part of

the business feasibility analysis process so that in the

decision making, has also been considered the risks that

affect the achievement of such investment targets.

c. Each work unit is required to complete the RKAP program

design with a list of inherent risks, risk handling strategy,

estimated cost of risk treatment (mitigation) that will be

used and also included information on CBA ratio (Cost

Benefit Analysis ratio) at each of the proposed program.

d. Prior to legalization of RKAP by the GMS, every risk owner

shall prepare Risk Treatment Plan (RPR) as part of the


program yang diusulkan.

d. Sebelum RKAP di sahkan oleh RUPS, maka setiap rial

owner, wajib menyusun Rencana Perlakuan Risiko

(RPR) sebagai bagian dari rencana operasional/kontrak

manajemen yang menjadi tanggung jawabnya.

e. Pemantauan implementasi RPR menjadi bagian dari

pemantauan realisasi rencana operasional/kontrak

manajemen dengan melakukan pemantauan secara

berkala oleh Frontline Risk Owner dan Risk Owner melalui

rapat koordinasi.

f. Berdasarkan laporan Frontline Risk Owner, maka

Risk Owner menyusun dan menyampaikan laporan

pemantauan pengelolaan risiko kepada pimpinan satu

tingkat di atasnya, bersamaan dengan pelaporan realisasi

rencana operasional/kontrak manajemen terkait. Risk

Management & Compliance memantau kebijakan proses

manajemen risiko telah terintegrasi dengan proses bisnis

Perusahaan terkait dengan proses penyusunan dan

pelaksanaan RKAP.

pelaksanaan Risk Assessment

Risk Assessment merupakan tahapan proses manajemen

risiko yang terdiri dari fase identifikasi risiko, analisa risiko

dan evaluasi risiko. Angkasa Pura II menggunakan ISO

31000:2009 sebagai pedoman dalam melaksanakan Risk

Assessment. Pelaksanaan Risk Assessment dilakukan oleh

Risk Management & Compliance di 13 Kantor Cabang dan

Kantor Pusat Angkasa Pura II.

Berikut jadwal Risk Assessment yang dilaksanakan pada tahun

2015:

management operational/contract plan that becomes

their responsibility.

e. Monitoring of RPR implementation becomes part of the

monitoring of management operational/contract plan

realization by conducting regular monitoring by the

frontline risk owner and risk owner through coordination

meeting.

f. Based on the report of frontline risk owner, the risk owner

prepares and delivers risk management monitoring

report to the superior one level above, along with

the report of management operational/contract plan

realization. Risk Management & Compliance monitoring

the policy process risk management has been integrated

with business processes Companies associated with the

process of drafting and RKAP implementation.

Risk Assessment

Risk Assessment is a risk management process stage that

consists of the stages of risk identification, risk analysis

and risk evaluation. PT Angkasa Pura II (Persero) uses ISO

31000:2009 as guidelines in implementing Risk Assessment.

Risk Management & Compliance unit is a unit with duties

and responsibilities to conduct Risk Assessment at 13 Branch

Offices and Head Office of PT Angkasa Pura II (Persero).

The following is schedule of Risk Assessment in 2015:

No Tempat/Kantor Cabang Place / Branch Offices Waktu Time

1 Halim Perdanakusuma, Jakarta 16 s/d 20 Februari 2015

2 Int’l Minangkabau, Padang 02 s/d 05 Maret 2015

3 Depati Amir, Pangkal Pinang 02 s/d 05 Maret 2015

4 Sultan Syarif Kasim II, Pekanbaru 17 s/d 20 Maret 2015

5 Sultan Thaha, Jambi 30 Maret s/d 02 April 2015

6 Silangit, Siborong-borong 06 s/d 09 April 2015

7 Sultan Iskandar Muda, Banda Aceh 13 s/d 16 April 2015

8 Supadio, Pontianak 20 s/d 23 April 2015

9 Kualanamu, Deli Serdang 18 s/d 22 Mei 2015

10 Raja Haji Fisabilillah, Tanjungpinang 08 s/d 11 Juni 2015

11 Husein Sastranegara, Bandung 16 s/d 19 Juni 2015

12 Sultan Mahmud Badaruddin II, Palembang 29 Juni s/d 02 Juli 2015

13 Soekarno-Hatta, Tangerang 14 September s/d 13 Oktober 2015

14 Kantor Pusat 15 s/d 28 Oktober 2015










Kegiatan Kerja Risk management & Compliance Tahun 2015 Work Activities of Risk management & Compliance 2015

NoKegiatan Kerja Manajemen Risiko

Risk Management Work Activities

1

Melaksanakan kegiatan Risk Assessment 2015 di 13 (dua belas) Kantor Cabang dan Kantor Pusat PT Angkasa Pura II

untuk mengidentifikasi, menganalisa dan mengevaluasi potensi risiko disetiap unit kerja dan dituangkan ke dalam

bentuk Profil Risiko Korporat Tahun 2015

Conduct Risk Assessment 2015 in 13 (thirteen) Branch Offices and the Head Office of PT Angkasa Pura II to identify,

analyze and evaluate risks potential of each work unit and poured into the form of Corporate Risk Profile 2015.

2Melaksanakan kegiatan Pengelolaan Asuransi Perusahaan, yang meliputi Asuransi PJP2U dan Asuransi Airport Liability.

Conduct Corporate Insurance Management, which includes PJP2U Insurance and Airport Liability Insurance.

3

Membuat kajian risiko perusahaan yang terdiri dari Kajian Penyertaan Modal Negara (PMN), Kajian penanggulangan Massive

Delay di Bandara Soekarno-Hatta, Kajian risiko pengadaan dan pemasangan peralatan Foreign Object Debris (FOD)

Detection, Kajian Penyediaan AVTUR di Terminal 3 Ultimate, Kajian Risiko Pola kerjasama Kereta Api dan Kajian Bandara Rugi.

Make corporate risk assessment consisting of the Assessment of State Capital Investment (PMP), Assessment

of Massive Delay response at Soekarno-Hatta Airport, Risk Assessment of the procurement and installation of

the Foreign Object Debris (FOD) Detection tools, Assessment of AVTUR provision at Terminal 3 Ultimate, Risk

Assessment of Railway cooperation pattern and Assessment of Airport Losses.

4

Melaksanakan sosialisasi dan workshop asuransi tanggung jawab hukum bandara (Liability) tahun 2015 yang

dilaksanakandi3(tiga)Zona:

• ZonaI,KotaMedan-SumateraUtara.DiikutiolehperwakilanKantorCabangBandaraSultanSyarifKasimII,

Bandara Internasional Minangkabau, Bandara Sultan Mahmud Badaruddin II, Bandara Sultan Iskandar Muda,

Bandara Kualanamu dan Bandara Silangit.

• ZonaII,KantorPusatgedung600.DiikutiolehperwakilanKantorPusat,KantorCabangUtamaBandaraSoekarno-

Hatta dan Kantor Cabang Halim Perdanakusuma.

• ZonaIII,Bandung-Jawabarat.DiikutiolehperwakilanBandaraHuseinSastranegara,BandaraDepatiAmir,Sultan

Thaha dan Bandara Supadio.

Conductsocializationandworkshopofairportlegalliabilityinsurance(Liability)2015conductedin3(three)Zones:

• ZoneI,CityofMedan-NorthSumatra.FollowedbyrepresentativesofSultanSyarifKasimIIAirportBranch

Office, Minangkabau International Airport, Sultan Mahmud Badaruddin II Airport, Sultan Iskandar Muda Airport,

Kualanamu Airport and Silangit Airport.

• ZoneII,HeadOfficebuilding600.FollowedbyrepresentativesoftheHeadOffice,Soekarno-HattaMainBranch

Office and Halim Perdanakusuma Branch Office.

• ZoneIII,Bandung-WestJava.FollowedbyrepresentativesofHuseinSastranegaraAirport,DepatiAmirAirport,

Sultan Thaha Airport and Supadio Airport.

5Melaksanakan Training Basic Risk Management untuk para calon risk champions di setiap unit kerja Kantor Pusat

Implement Training of Risk Management Basics for prospective risk champions in each work unit of the Head Office.

6Melakukan kerjasama dengan Konsultan untuk pembuatan Key Risk Indicators (KRI) PT Angkasa Pura II (Persero)

Cooperate with Consultants for the preparation of Key Risk Indicators (KRI) of PT Angkasa Pura II (Persero).


Hasil Risk Assessment dan Upaya penanganan Risiko

Berikut hasil Risk Assessment yang telah dilaksanakan pada

tahun 2015 beserta upaya penanganan risiko:

Risk Assessment Results and Risk management efforts

Here are the Risk Assessment results which has been

performed in 2015 and its risk management efforts:

FungsiFunction

Risiko yang DihadapiRisks Faced

Upaya Penanganan RisikoRisk Management Efforts

Fungsi Operasi dan Teknik

Functions of Operations and

Engineering

Risiko Keterlambatan Penanganan

Kondisi Emergency

Risk of Delay in Emergency Conditions

Handling

1. Melakukan monitoring secara berkala

terhadap jalur evakuasi (access road)

yang dilalui kendaraan Foam Tender;

2. Melakukan preventive

maintenance secara berkala untuk

mempertahankan performansi

kendaraan Foam Tender dan

peralatan pendukung lainnya;

3. Membuat safety plan terkait

pergerakan kendaraan di area

main station ketika terjadi keadaan

emergency.

1. Conduct periodic monitoring of the

evacuation path (access road) used

by Foam Tender vehicle;

2. Conduct preventive maintenance

regularly to maintain the

performance of Foam Tender

vehicle and other supporting

equipments;

3. Make a safety plan related to

the movement of vehicles in the

main station area when a state of

emergency.



Engineering

Risiko Menurunnya Fasilitas Listrik Dan

Mekanikal Di Bandara

Risk of Decreasing Electrical and

Mechanical Facilities at Airports




fasilitas listrik dan mekanikal di

bandara;

2. Melakukan corrective maintenance

terhadap fasilitas listrik dan

mekanikal di bandara yang

mengalami penurunan performansi.


regularly to maintain the

performance of electrical and

mechanical facilities at Airports;

2. Conduct corrective maintenance on

electrical and mechanical facilities

at airports which experienced a

decrease of performance.












Engineering

Risiko Terganggunya Operasional

Pelayanan Bandar Udara

Risk of the Impaired Airport Service

Operations

1. Melakukan monitoring dan evaluasi

secara berkala terhadap fasilitas

operasional pelayanan bandara;




fasilitas operasional pelayanan

bandar udara.

1. Conduct periodic monitoring

and evaluation of the operational

facilities of airport services;


on a regular basis to maintain the

performance of facilities of airport

service operations.



Engineering

Risiko Gangguan Keamanan Bandara

Risk of the Impaired Airport Security

1. Meningkatkan pengawasan dan

patroli secara berkala;

2. Memasang CCTV pada seluruh titik

pengamanan, serta memasang pagar

perimeter untuk mencegah orang

yang tidak berkepentingan masuk ke

area airside.

1. Improve supervisions and patrols on

a regular basis;

2. Install CCTV at all security points,

and install perimeter fencing to

prevent unauthorized persons enter

the airside area.



Engineering

Risiko Kecelakaan Pesawat Udara Di

Runway

Risk of Aircraft Accident on the Runway

1. Melakukan inspeksi fasilitas sisi

udara secara rutin untuk mencegah

timbulnya FOD (Foreign Object

Damage);

2. Melakukan perbaikan secara parsial

bila ada titik yang kritis di Runway

dan melakukan pengukuran

kekesatan runway secara rutin

dengan menggunakan Mu Meter dan

sand patch sesuai kebutuhan.

1. Conduct inspections of the airside

facilities regularly to prevent FOD

(Foreign Object Damage);

2. Conduct a partial improvement if

there is a critical point in the Runway

and conduct runway roughness

measurement routinely by using the

Mu Meter and sand patch as needed.




Engineering

Risiko Terlambatnya Penyelesaian

Proyek Strategis Pengembangan

Bandar Udara

Risk of Delay in the Completion of

Airport Strategic Development Projects

1. Melakukan kajian yang mendalam

terhadap proyek yang akan

dilaksanakan;

2. Melakukan koordinasi secara proaktif

dengan pihak-pihak terkait serta

melakukan tahapan pekerjaan mulai

dari perencanaan sampai dengan

tahap akhir dengan baik.

1. Conduct in-depth study against the

projects which will be implemented;

2. Conduct proactive coordination with

related parties as well as to conduct

work stages starting from planning

to the final stage well..



Engineering

Risiko Kecelakaan Pesawat Udara Di

Apron

Risk of Aircraft Accident on the Apron

1. Melakukan inspeksi pembersihan

permukaan Apron secara berkala;

2. Melaksanakan perbaikan permukaan

apron secara komprehensif dan

pengecatan ulang marka di apron.

1. Conduct inspections of Apron

surface cleaning periodically;

2. Conduct apron surface

improvement comprehensively and

repaint markings on the apron.



Engineering

Risiko Ketersediaan Catu Daya Listrik

Risk of Power Supplies Availability

1. Melakukan pengawasan terhadap

jaringan listrik yang mensupply listrik

ke bandara;

2. Melakukan preventive maintenance

untuk mempertahankan performasi

jaringan/peralatan listrik;

3. Melakukan corrective maintenance

terhadap jaringan/peralatan listrik

yang mengalami kerusakan.

1. Conduct supervision against the

power grid that supply electricity to

the airport;


to maintain the performance of

electrical network/equipment;

3. Conduct corrective maintenance

against the damaged electrical

network/equipment.












Engineering

Risiko Tidak Terpenuhinya Level Of

Service (LOS)

Risk of the Unfulfilled Level of Service

(LOS)

1. Meningkatkan pelayanan terhadap

pelanggan dengan melakukan

penandatangan kesepakatan

bersama para stake holder untuk

mewujudkan smile airport;

2. Memberikan fasilitas pelayanan satu

atap dengan membuka fasilitas

customer service center disetiap

kantor cabang;

3. Membuka layanan Contact Center

yang dapat diakses melalui media

sosial;

4. Menindaklanjuti keluhan pelanggan

melalui sistem ASIS.

1. Improve services to the customer

through the signing collective

agreement with the stakeholders to

realize a smile airport;

2. Provide one-stop service facility by

opening customer service center

facilities in each branch office;

3. Open the Contact Center service

that can be accessed through social

media;

4. Follow up on customer complaints

through the ASIS system.



Engineering

Risiko Proses Pemeriksaan Security

Risk of Security Inspection Processes

1. Melakukan pemeriksaan sesuai

dengan prosedur keamanan untuk

mendukung program keamanan

penerbangan nasional;

2. Melakukan preventive maintenance

dan corrective maintenance untuk


peralatan pendukung pemeriksaaan

keamanan.

1. Conduct inspection in accordance

with security procedures to support

the national aviation security

program;


and corrective maintenance to

maintain the performance of

supporting equipment for safety

inspection.


Fungsi Administrasi, Keuangan dan

Komersial

Functions of Administration, Finance

and Commercial

Risiko Piutang Macet/Terlambat Dibayar

Risk of Bad Debt/ Late Payment

1. Mengoptimalkan sistem auto debet

rekening mitra usaha (escrow

account);

2. Melakukan monitoring secara intensif

terhadap tenant/mitra usaha;

3. Melakukan rekonsiliasi dengan

tennant/mitra usaha untuk melihat

kesesuaian data;

4. Memberikan sanksi/teguran terhadap

tenant/mitra usaha yang lalai dalam

memenuhi kewajibannya.

1. Optimize auto debit system of

business partners accounts (escrow

account);

2. Conduct intensive monitoring to

tenants/business partners;

3. Conduct reconciliation with tenants/

business partners to look at the

suitability of data.

4. Provide sanctions/warnings to

tenants/business partners who

are negligent in fulfilling their

obligations.


Komersial


and Commercial

Risiko Kehilangan Aset Perusahaan

Risk of the Company’s Assets Loss

1. Melakukan pengawasan secara

intensif terhadap aset-aset

perusahaan;

2. Menginventarisir seluruh aset yang

dimiliki perusahaan secara berkala

dan dengan menggunakan sistem

penomoran;

3. Melakukan koordinasi dengan

bagian legal Kantor Pusat terkait

permasalahan hukum yang

berhubungan dengan aset

perusahaan.

1. Conduct intensive monitoring of the

Company’s assets;

2. Inventory of all assets owned by the

Company on a regular basis and

using a numbering system;

3. Coordinate with the legal

department of the Head Office

regarding the legal issues related to

the Company’s assets.


Komersial


and Commercial

Risiko Terhambatnya Pengembangan

Kompetensi Karyawan

Risk of the Inhibition of Employee

Competence Development.

Memberikan diklat (training) kepada

setiap karyawan secara berkala

untuk meningkatkan keahlian dan

performansi karyawan.

Provide education and training

(training) to each employee on a

regular basis to improve the skills and

performance of employees.











Komersial


and Commercial

Risiko Pendapatan Konsesi Kurang

Optimal

Risk of the Less Optimal Concessions

Revenues

Melakukan kajian serta berkoordinasi

dengan unit terkait dalam hal

penentuan tenant mixing agar selaras

dengan flow penumpang.

Assess and coordinate with related

units in terms of determining tenant

mixing in order to align with ther flow

of operations.


Komersial


and Commercial

Risiko Kolektibilitas Penyaluran Dana

Kemitraan

Risk of Distribution Collectibility of

Partnership Funds

1. Melakukan monitoring secara berkala

terhadap mitra binaan;

2. Lebih selektif dalam memilih mitra

binaan agar penyaluran dana

kemitraan lebih optimal.

1. Conduct periodic monitoring to

assisted partners;

2. More selective in choosing assisted

partners so that the distribution

of partnership funds will be more

optimal.


Komersial


and Commercial

Risiko Permasalahan Hukum

Risk of Legal Issues

1. Melaksanakan setiap pekerjaan sesuai

dengan prosedur dan pedoman

Good Corporate Governance (GCG);

2. Melakukan koordinasi dengan unit

Corporate Secretary & Legal agar

dapat memberikan bantuan secara

litigasi dan non litigasi jika terjadi

permasalahan hukum.

1. Carry out any work in accordance

with the procedures and guidelines of

Good Corporate Governance (GCG);

2. Coordinate with the unit of

Corporate Secretary & Legal in order

to provide assistance in litigation and

non-litigation in the event of legal

issues.


Komersial


and Commercial

Risiko Hilangnya Pendapatan Jasa

Parkir Kendaraan

Risk of Vehicle Parking Revenues Loss

1. Melakukan monitoring dan

rekonsiliasi pendapatan parkir

kendaraan secara berkala;

2. Melakukan koordinasi dengan

pengelola parkir kendaraan untuk

menyediakan sistem yang dapat

mengontrol jumlah parkir kendaraan

secara aktual.

1. Conduct monitoring and

reconciliation of vehicle parking

revenues on a regular basis;

2. Coordinate with the vehicle parking

management to provide a system

that can control the amount of

vehicle parking in actual.



Komersial


and Commercial

Risiko Kekosongan Jabatan

Risk of Vacant position

1. Melakukan Job Tender yang

mengikutsertakan semua karyawan

yang telah memenuhi kualifikasi

untuk mengisi formasi yang kosong;

2. Mengisi kekosongan jabatan

sementara dengan menetapkan

Pelaksana Tugas (PT) yang dipilih

berdasarkan performansi karyawan.

1. Conduct Job Tender that involves all

employees who have qualified to fill

the empty formations;

2. Fill the vacant position temporarily by

setting the selected Acting (PT) based

on the performance of employees;


Komersial


and Commercial

Risiko Perencanaan Strategis

Perusahaan Tidak Terpetakan

Risk of Unmapped corporate strategic

planning

1. Membuat tahapan pekerjaan mulai

dari perencanaan sampai dengan

tahap akhir dengan baik;

2. Melakukan pemetaan dan

optimalisasi program perencanaan;

3. Melakukan koordinasi dengan unit-

unit terkait.

1. Prepare work stages from the planning

stage up to the final stage well;

2. Prepare mapping and optimization

of planning program;

3. Coordinate with related units.










Seiring dengan visi Angkasa Pura II untuk menjadi Perusahaan

pengelola bandar udara kelas dunia yang terkemuka dan

profesional, penggunaan teknologi informasi dan komunikasi

yang handal sangatlah dibutuhkan untuk mendukung

pengambilan keputusan yang efektif, efisien, dan optimal.

Untuk itu Angkasa Pura II senantiasa berkomitmen untuk

melaksanakan implementasi Tata Kelola Teknologi Informasi

dan Komunikasi sesuai dengan prinsip-prinsip GCG. Adapun

penyusunan strategi pengembangan TIK di Angkasa Pura

II mengacu pada Peraturan Menteri BUMN Nomor PER-

02/MBU/2013 tentang panduan penyusunan pengelolaan

teknologi informasi BUMN.

pengelola Teknologi Informasi & Komunikasi

Pengelolaan Teknologi Informasi & Komunikasi di Angkasa

Pura II dijalankan oleh Unit Information Technology Angkasa

Pura II sebagai unit pendukung kegiatan bisnis Perusahaan.

struktur Unit Information Technology

Sesuai Surat Keputusan Direksi Nomor 03.05.05/04/2013.12

tanggal 29 April 2013 struktur organisasi Unit Information

Technology berkembang menjadi 3 (tiga) Kepala Bagian,

yaitu:

1. Kepala Bagian Analisis & Desain;

2. Kepala Bagian Aplikasi & Pengembangan;

3. Kepala Bagian Infrastruktur & Jaringan.

Untuk struktur organisasi fungsi TIK di Kantor Cabang kecuali

bandara Kualanamu dan Soekarno Hatta terbentuk berdasarkan

Surat Keputusan Direksi Nomor KEP.03.05.05/06/2013.14

tanggal 26 Juni 2013 dengan susunan, formasi dan kelas

jabatan yang sesuai dengan kondisi masing-masing Kantor

Cabang.

In line with the vision of Angkasa Pura II to become a leading and

professional world-class airport management company, the

use of reliable information and communications technology

is required to support decision making that is effective,

efficient and optimal. To that end, Angkasa Pura II is always

committed to carry out Information & Communications

Technology Governance in accordance with the GCG

principles. As for the preparation of ICT development strategy

in Angkasa Pura II refers to Regulation of the Minister of SOEs

No. PER-02/MBU/2013 on guidelines of the preparation of

SOEs’ information technology management.

Information & Communications Technology management

Management of Informtaion & Communications Technology

in Angkasa Pura II is run by the Bureau of Information

& Communications Technology of Angkasa Pura II as a

supporting bureau of the Company’s business.

Information & Communications Technology bureau

structure

In accordance with the Decree of the Board of Directors No.

03.05.05/04/2013.12 dated April 29th, 2013, the organization

structure of the Information & Communications Technology

Bureau is developed into 3 (three) Section Heads, namely:

1. Section Head of Analysis & Design

2. Section Head of Applications & Development

3. Section Head of Infrastructure & Network

ICT function in the organization structure at Branch Offices

except for Kualanamu Airport and Soekarno-Hatta Airport

was formed by the Decree of the Board of Directors

No. KEP.03.05/06/2013.14 dated June 26th, 2013 with

composition, formation and position class in accordance

with the conditions of each Branch Office.

teknologiinformasi dan komunikasiInformation & Communications Technology


profil Vice president of Information Technology profile of the Head of Information & Communications

Technology bureau

Didi KristiantoVice President of Information Technology


pendidikan S1 pada Fakultas Manajemen Universitas As-

Syafi-Iyah, Jakarta. Memiliki pengalaman menduduki jabatan

penting antara lain: Head Of Information Technology (2011),

Kepala Biro Teknologi Informasi Dan Komunikasi (2012),

Sekretaris It Steering Committee (2014) dan menjabat sebagai

Vice President Of Information Technology tahun 2015 sampai

dengan saat ini.

Tugas pokok Unit Information Technology

Adapun tugas pokok unit Information Technology, yaitu:

1. Analisis dan desain penerapan sistem teknologi informasi;

2. Pembuatan aplikasi dan pengembangan sistem pendukung

kegiatan administrasi, operasional dan bisnis Perusahaan;

3. Pembangunan infrastruktur dan jaringan Teknologi

Informasi & Komunikasi serta pendukung kegiatan

administrasi, operasional dan bisnis Perusahaan.

Indonesian citizen, 45 years old. Obtained his Bachelor

Degree from the Faculty of Management of the University of

As-Syafi-Iyah, Jakarta. Has experiences in important positions

among others: Head of Information Technology (2011), Head

of Information and Communications Technology Bureau

(2012), Secretary to IT Steering Committee (2014) and served

as the Vice President of Information Technology in 2015 until

today.

main duties of the Information & Communications

Technology bureau

Main duties of the Information & Communications Technology

Bureau, namely:

1. Analysis and design of information technology system

implementation;

2. Making of application and development of support system

of administration, operations and business activities of the

Company;

3. Development of infrastructure and network of Information

& Communications Technology and supporter of

administration, operations and business of the Company.










Kebijakan dan Ruang Lingkup Tata Kelola TIK

Tata Kelola Teknologi Informasi yang pada awalnya diatur

dalam Peraturan Perusahaan nomor 21 tahun 2010,

telah dirubah menjadi Peraturan Perusahaan nomor

KEP.11.02/12/2014 tanggal 19 Desember 2014.

Penyusunan Tata Kelola TI mengacu kepada peraturan

perundang-undangan yang berlaku dan menggunakan

pendekatan terhadap beberapa framework yang menjadi

standar Tata Kelola TI Internasional dengan beberapa

penyesuaian yang diperlukan, diantaranya:

1. Peraturan Menteri Badan Usaha Milik Negara Nomor PER-

02/MBU/2013 tentang Panduan Penyusunan Pengelolaan

Teknologi Informasi Badan Usaha Milik Negara

2. Surat Edaran Menteri Kominfo Nomor 05/SE/M.

KOMINFO/07/2011 tentang Panduan Penerapan Tata

Kelola Keamanan Informasi Bagi Penyelenggara Pelayanan

Publik

ICT governance policy and scope

Information Technology Governance that was originally

set in the Company’s Regulation number 21 year 2010,

has been amended into the Company’s Regulation No.

KEP.11.02/12/2014 dated December 19th, 2014.

Preparation of IT Governance refers to the applicable laws

and regulations and using the approach to several frameworks

which became International IT Governance standards with

several required adjustments, among others:

1. Regulation of the Minister of SOEs No. PER-02/MBU/2013

on the Guidelines of Information Technology Management

of State-Owned Enterprises

2. Circular Letter of the Minister of Communications and

Information Technology No. 05/SE/M.KOMINFO/07/2011

on the Guidelines of Information Security Governance For

Public Services Administrator


Kebijakan sistem manajemen Keamanan Informasi (smKI)

Dalam menjalankan Tata Kelola TI, faktor Keamanan Informasi

yang meliputi kerahasiaan (confidentiality), keutuhan

(integrity), dan ketersediaan (availability) merupakan aspek

yang sangat penting, karena informasi merupakan asset yang

berharga bagi perusahaan, oleh karena itu pemanfaatan

informasi harus dikelola sedemikian rupa, sehingga berdaya

guna maksimal bagi perusahaan dengan meminimalisir

kemungkinan terjadinya resiko keamanan informasi.

Kebijakan SMKI ini telah ditetapkan menjadi Peraturan Direksi

nomor PD.11.01/06/2015/0025 tanggal 05 Juni 2015 dan

terdiri dari:

- Kebijakan Pengendalian Hak Akses.

- Kebijakan Penggunaan Sumber Daya Informasi

- Kebijakan Klasifikasi Informasi

Sosialisasi SMKI dilaksanakan pada tanggal 5-6 Agustus 2015

dan dihadiri oleh perwakilan TI seluruh Kantor Cabang PT

Angkasa Pura II (Persero) dan dihadiri juga oleh Kementrian

Komunikasi dan Informatika yang diwakili oleh ibu Intan

Rahayu yang menjabat sebagai Kepala Sub Direktorat Budaya

Keamanan Informasi Kementrian Komunikasi dan Informatika

.

policy Information security management system (smKI)

In running IT Governance, Information Security factor which

include confidentiality (confidentiality), integrity (Integrity),

and availability (availability) is an aspect which is very

important, because that information is an asset valuable to

the company, therefore the utilization information must be

managed in such a way, so helpless maximum efficiency for

the company to minimize possibility of the risk of information

security.

SMKI policy is set to be the Board of Directors Regulations

number PD.11.01 / 06/2015/0025 dated June 5, 2015 and

consists of:

- Right of Access Control Policies.

- Information Resources Usage Policy

- Information Classification Policy

Socialization of SMKI held on 5-6 August 2015 and attended

by representatives of the entire Branch Office IT PT Angkasa

Pura II (Persero) and was attended also by the Ministry

Communications and Information Technology, represented

by Mrs. Intan Rahayu, who served as Deputy Director of

Culture Information Security Ministry of Communications

and Information Technology.










sistem dan prosedur TIK

Angkasa Pura II telah memiliki Standard Operating Procedure

(SOP) sesuai keputusan Direksi Nomor KEP.01.02/12/2013.1

tentang SOP Pengelolaan Teknologi Informasi di lingkungan

Angkasa Pura II yang disahkan tanggal 18 Desember

2013 dan sebagian sudah diedarkan melalui surat Nomor

01.02/00/12/2013/001 perihal Penyampaian Surat Keputusan

Direksi Nomor KEP. 01.02/12/2013.1. Prosedur Standar

Operasional Pengelolaan TIK memiliki tujuan sebagai berikut:

a. Menyediakan panduan bagi pelaksanaan kegiatan terkait

manajemen teknologi informasi mencakup proses yang

melibatkan seluruh bagian terkait seperti komite teknologi

informasi dan divisi yang dibawahinya.

b. Memastikan adanya konsistensi operasional dan

mendorong terjadinya peningkatan kepemimpinan yang

lebih efektif, efisien dan mengedepankan penciptaan nilai.

c. Sebagai bagian dari peningkatan kinerja seluruh anggota

organisasi yang mendukung terjadinya regenerasi

kepemimpinan.

Didalam pengelolaan TI, perusahaan telah memiliki 5 (lima)

Standard Operating Procedure (SOP) sejak 2012 sampai

dengan 2014. Dan di tahun 2015 unit TI menyusun 3 (tiga)

SOP.

IICT system and procedures

Angkasa Pura II has had a Standard Operating Procedures

(SOP) in accordance to the Decree of the Board of Directors

No: KEP.01.02/12/2013.1 on the SOP of Information

Technology Management in Angkasa Pura II which was ratified

on December 18th, 2013 and some have been circulated

through a letter no: 01.02/00/12/2013/001 on the Submission

of the Board of Directors Decree No. KEP.01.02/12/2013.1.

The SOP of ICT Management has the following objectives.

a. Provide a guideline for the implementation of activities

related to information technology management including

the process that involve all relevant sections such as the

information technology committee and its subordinate

divisions.

b. Ensure the operational consistency and encourage the

improvement of leadership that is more effective, efficient

and uphold the value creation.

c. As part of improving the performance of the entire

organization members that supports the regeneration of

leadership.

In IT management, the Company has 5 (five) Standard

Operating Procedures (SOP) since 2012 until 2014. In 2015,

the IT unit develops 3 (three) SOP.

SOP of Email & Portal UsageKEP.11.02/12/2012

SOP of External Party Accessto the IT System of

PD.11.01/08/2015/0049

SOP of Licensed SoftwareInstallation of

PD.11.01/08/2015/0048

SOP of Internet ServicesPD.11.01/08/2015/0047

SOP of IT Resources Management

KEP.11.01/08/2014

SOP of Legal & Open SourceSoftware Usage ofKEP.11.02/12/2014

SOP of Helpdesk UsageKEP.11.02/12/2012.1

SOP ofVideo Conference Usage

2014

2012

2015


pengembangan Aplikasi dan Infrastruktur TIK

Sebagai pendukung kegiatan bisnis Perusahaan maka kegiatan

pengembangan aplikasi dan infrastruktur menjadi hal yang

penting. Proses pengembangan aplikasi dan infrastruktur

harus disesuaikan dengan teknologi yang sedang berkembang

saat ini sehingga dapat meningkatkan efisiensi dan efektifitas

penggunaan software dan hardware.

Beberapa pengembangan aplikasi dan infrastruktur bidang

TIK pada tahun 2015, adalah sebagai berikut:

pengembangan Aplikasi

development of Application and Infrastructure of

Information and Communications Technology

As a supporter of the Company’s business activities, the

development of applications and infrastructure becomes an

important factor. Application and infrastructure development

process must be adapted to the current emerging technology

so as to improve the efficiency and effectiveness of software

and hardware usages.

Several development of application and infrastructure in ICT

field in 2015, as follows:

Application development

NoPekerjaanJob

Output yang DihasilkanGenerated Outputs

Target ProgressKeteranganDescriptions

IT BACK OFFICE

Aplikasi Transaksi Keuangan Financial Transaction Application

1 Aplikasi PKBL v.2.0

PKBL Application v.2.0

Sistem informasi

yang mengelola

program kemitraan

dan bina lingkungan

PT Angkasa Pura II

(Persero)

Information system

that manages

the Partnership

and Community

Development

Program of PT

Angkasa Pura II

(Persero)

Juni 2015

June 2015

100% - Pada Juni 2015 dilakukan

pengembangan terkait adanya

perubahan bisnis proses dan

format report dari Kementrian

BUMN, sudah diuji untuk 3

(tiga) Kantor Cabang yaitu:

Aceh, Tanjung Pinang dan

Halim.

- Selesai Juni 2015

- In June 2015, a development

was conducted in relation to

changes of business process

and report format from the

Ministry of SOEs, has been

tested for 3 (three) Branch

Offices namely: Aceh, Tanjung

Pinang and Halim.

- Completed in June 2015

2 Pengembangan Modul

Pelaporan SAP (e-Faktur)

SAP Reporting

Module Development

(e-Invoicing)

Sistem pelaporan SAP

untuk mengakomodir

kebutuhan aplikasi

e-Faktur dari Dirjen

Pajak

SAP reporting system

to accommodate

the requirements

of e-Invoicing

application from the

Director General of

Taxation

Juni 2015

June 2015

100% Selesai Juni 2015

Completed in June 2015










3 Customizing Aplikasi SAP

sub modul perpajakan

(PPH 22 & 23) dan

Pengembangan Aplikasi

QR-Code Reader

e-Faktur

Customizing of

SAP Applications of

taxation sub module

(Income Tax 22 & 23)

and Development of

OR-CODE Reader

Application of

e-Invoicing

Sistem pelaporan SAP

untuk mengakomodir

kebutuhan aplikasi

e-Faktur dari Dirjen

Pajak (PPH 22 & 23)

dan Sistem yang

dapat membaca

QR-Code dari faktur

pajak

SAP reporting system

to accommodate

the requirements of

e-Invoicing from the

Director General of

Taxation (Income

Tax 22 & 23) and a

system that can read

QR-Code from tax

invoice.

Desember

2015

December

2015

100% Selesai Desember 2015

Completed in December 2015

Aplikasi Personal Personnel Application

4 Pengembangan Aplikasi

SIMPERS

SIMPERS Application

Development

Sistem informasi

yang mengelola

administrasi

pengelolaan

data karyawan,

penggajian, cuti,

perjalanan dinas,

training/diklat,

dan lain-lain yang

berhubungan dengan

karyawan PT Angkasa

Pura II (Persero).

Information system

that manages the

administration of

employee data

management, payroll,

leave, business travel,

training/ education

and training, and

others related to

the employees of

PT Angkasa Pura II

(Persero).

Januari 2015

January 2015

100% - Perubahan menu tunjangan

cuti terkait remunerasi

penghasilan

- SelesaiJanuari 2015

- Menu changes of leave

allowance related to income

remuneration

- Completed in January 2015


5 KPI Online

Online KPI

Sistem informasi

yang mengelola data

penilaian kinerja

karyawan

Information

system that

manages employee

performance

appraisal data

01/03/2015 100% - Perubahan modul standard

score

- Selesai Maret 2015

- Changes in standard score

module

- Completed in March 2015

6 Counterpart SIMPERS-

SAP

Pendampingan

integrasi Aplikasi

SIMPERS dengan SAP

Integration

accompaniment of

SIMPERS Application

with SAP

01/04/2015 100% - Mapping data master

karyawan, status karyawan,

jenis kelamin dan kantor

cabang terkait dengan

pengimplementasian sistem

remunerasi penghasilan dan

perubahan struktur organisasi

- SelesaiApril 2015

- Mapping of the master data of

employees, employee status,

gender and branch offices

related to the implementation

of the remuneration system

of income and changes in

the organization structure.

- Completed in April 2015

7 Counterpart SIKAP-SAP Pendampingan

integrasi Aplikasi

SIKAP dengan SAP

Integration

accompaniment of

SIKAP Application

with SAP

01/04/2015 100% - Pembenahan rekapitulasi

kehadiran karyawan

- SelesaiApril 2015

- Revamping of employee

attendance recapitulations


8 Support SAP- HCM Pengembangan SAP

modul HCM

SAP development of

HCM module

01/05/2015 100% - Pengembangan program

Riwayat Kerja Karyawan (CV)

versi 2

- Penambahan Length Remarks

pada Additional Fields ( IT

0395).

- Perubahan design layout pada

IT0395

- Development of Employee

Curriculum Vitae (CV)

program version 2

- Addition of Length Remarks

on Additional Fields (IT 0395)

- Layout design changes in IT

0395










Aplikasi Umum General Application

9 Meeting Assistant v.2.0 Sistem informasi

yang mengelola

ruang rapat dan

menampilkan jadwal

rapat di PT Angkasa

Pura II (Persero)

khususnya Kantor

Pusat

Information system

that manages

meeting rooms and

display meeting

schedules at PT

Angkasa Pura II

(Persero) especially in

Head Office

01/06/2015 100% - Telah dilakukan training

aplikasi pada bulan Juni 2015

- Selesai Juni 2015

- Has been conducted a

training of application in June

2015


10 General Display

Information

Menampilkan

informasi korporat

pada layar yang

berada di depan lift

gedung 600

Showing about

corporate

information on

elevator screen in

Building 600

01/10/2015 100% Selesai Oktober 2015

Completed in October 2015

Aplikasi Transaksi Komersial Commercial Transaction Aplication

11 Pengembangan

dashboard Aplikasi SIGO

SIGO Application

Dashboard Development

Menampilkan

data produksi dan

pendapatan kargo

untuk Kantor Cabang

CGK, BTJ, KNO, PKU,

TNJ, PDG, PLM, PNK,

DJB, PGK dan DTB

Display the data

of production and

cargo revenues for

Branch Offices of

CGK, BTJ, KNO, PKU,

TNJ, PDG, PLM, PNK,

DJB, PGK and DTB

01/01/2015 100% Selesai Januari 2015

Completed in January 2015


12 Penyedia Jasa

Pengelolaan Perangkat

e-POS Bandara

Soekarno-Hatta

e-POS

Tools Management

Services Provider of

Soekarno-Hatta Airport

Implementasi sistem

monitoring, reporting

dan analisa transaksi

tenant-tenant di

Bandara Soekarno

Hatta

Implementation

of systems of

monitoring, reporting

and transaction

analysis of tenants at

the Soekarno-Hatta

Airport

01/02/2016 Proses

pelelangan

batal

Procurement

process

cancelled

- PT Angkasa Pura Solusi

selaku Provider ICT yang

awalnya diserahkan untuk

mengimplementasikan

e-POS, menyampaikan

Surat pengunduran diri/tidak

sanggup untuk mengikuti

proses penunjukan langsung

dengan nomor Surat 2327/

APS/DIR/XII/2015 tanggal

15 Desember 2015 perihal

Pengadaan Perangkat e-POS

di Bandara Soekarno-Hatta

- Berdasarkan Surat dari PT

Angkasa Pura Solusi, Head of

Procurement mengeluarkan

Surat Pembatalan Pelelangan

dengan nomor Nota Dinas

ND.1614/00.05/12/2015

- PT Angkasa Pura Solusi as

ICT Provider which initially

handed over to implement

e-POS, submit a resignation/

inability letter to participate in

direct appointment process

with a Letter no: 2327/

APS/DIR/XII/2015 dated

December 15th, 2015 on the

Procurement of e-POS Tools

at Soekarno-Hatta Airport.

- Based on the Letter from

PT Angkasa Pura Solusi, the

Head of Procurement issued

a Procurement Cancellation

Letter with Official Memo no:

ND.1614/00.05/12/2015.


Billing

Sistem informasi

yang mengelola

tagihan aeronautical

PT Angkasa Pura II

(Persero) berbasis

web

Web-based

information system

that manages

aeronautical bill of

PT Angkasa Pura II

(Persero)

01/04/2015 100% - Penambahan modul

OIC untuk penerbangan

unschedule, modul kurs

dollar dan pembuatan format

laporan produksi, pendapatan

dan RKA

- Selesai April 2015

- Addition of OIC module for

the unscheduled flights,

dollar exchange rate module

and the making of report

format of production,

revenues and RKA.












SMART

SMART Application

Development

Sistem informasi

yang mengelola

data sewa ruang,

konsesi dan tanah

serta menghasilkan

faktur tagihan dan

pelaporannya

Information system

that manages data

of space rent,

concessions and land

as well as generates

invoices and

reporting

01/04/2015 100% - Pengembangan dilakukan

terkait perubahan struktur

organisasi Account Officer di

KCU BSH


- Development conducted

related to changes of

organization structure of

Account Officer at BSH Main

Branch Office.



SIGO (Kantor Cabang

TNJ)

SIGO Application

Development (TNJ

Branch Office)

Sistem informasi

yang mengelola

produksi dan

pendapatan kargo

Information system

that manages

production and

cargo revenues

01/04/2015 100% - Instalasi dan pendampingan

uji coba aplikasi kargo &

Cargo Information Display

System (CIDS) untuk Kantor

Cabang Raja Haji Fisabilillah

(TNJ) telah dilakukan pada

tanggal 25 Maret 2015


- Installation and

accompaniment of

applications testing of Cargo

& Cargo Information Display

System (CIDS) for Raja Haji

Fisabilillah (TNJ) Branch

Office has been conducted

on March 25th, 2015



MCSys v.4.0

MCSys Application v.4.0

Development

Menampilkan data

jumlah manifest dari

airline non IATA yang

beroperasi di bandara

PT Angkasa Pura II

(Persero) dan jumlah

tagihan PSC untuk

masing-masing

airline tersebut

Display the total

manifest data from

non-IATA airline

that operates at the

airport of PT Angkasa

Pura II (Persero) and

total PSC bill for each

of these airline.

01/04/2015 100% - Aplikasi MCSys versi 3.0

di upgrade menjadi versi

4.0 untuk implementasi

PSC On Ticket seluruh

airline domestik maupun

internasional selain IATA


- MICSys Application

3.0 version upgraded

to 4.0 version for the

implementation of PSC On

Ticket of the entire domestic

and international airline other

than IATA.




SMART v.4.0

SMART Application v.4.0

Development

Sistem informasi

yang mengelola

data sewa ruang,

konsesi dan tanah

serta menghasilkan

faktur tagihan dan

pelaporannya

Information system

that manages data

of space rent,



invoices and

reporting

01/06/2015 100% - Penambahan modul sewa

antena dan GSE

- Selesai Juni 2015

- Addition of antena and GSE

lease modules



SIGO v.4.0 (Kantor

Cabang KNO)

SIGO Application v.4.0

Development (KNO

Branch)

Sistem informasi

yang mengelola

produksi dan

pendapatan kargo

Information system

that manages

production and

cargo revenues

01/07/2015 100% - Pengembangan modul

checker incoming dan

outgoing

- Selesai Juli 2015

- Incoming and outgoing

checker module

development

- Completed in July 2015

19 Pembangunan Aplikasi

Management Aset v.1.0

Assets Management

Application v.1.0

Construction

Sistem informasi

yang mengelola aset

tanah komersialPT

Angkasa Pura II

(Persero)

Information system

that manages the

assets of commercial

land of PT Angkasa

Pura II (Persero)

01/07/2015 100% Selesai Juli 2015

Completed in July 2015

20 Pengembangan

Aeronautical Data

System v.4.0

Aeronautical

Data System v.4.0

Development

Sistem informasi

yang mengelola

tagihan aeronautical

PT Angkasa Pura II

(Persero) berbasis

web

Web-based

information system

that manages

aeronautical bill of

PT Angkasa Pura II

(Persero)

01/08/2015 100% - Perubahan transaksi dari dolar

ke rupiah

- Selesai Agustus 2015

- Changes of transactions from

dollar to rupiah

- Completed in August 2015


SIGO v.4.4

SIGO Application v.4.4

Development

Sistem informasi

yang mengelola

produksi dan

pendapatan kargo

Information system

that manages

production and

cargo revenues

01/10/2015 100 % - Migrasi Server Database

dari Windows Server 2003

menjadi Windows Server

2008

- Selesai Oktober2015

- Database Server Migration

from Windows Server 2003

to Windows Server 2008.

- Completed in October 2015











MCSys (Manifest

Collection System) v.4.1

MCSys (Manifest

Collection System)

Application v.4.1

Development

Menampilkan data

jumlah manifest dari

airline non IATA yang

beroperasi di bandara

PT Angkasa Pura II

(Persero) dan jumlah

tagihan PSC untuk

masing-masing

airline tersebut

Display the total

manifest data from

non-IATA airline

that operates at the

airport of PT Angkasa

Pura II (Persero) and

total PSC bill for each

of these airline.

Oktober 2015 100% - Integrasi pembayaran host to

host dengan BANK BRI untuk

airline AIR ASIA EXTRA

- Selesai Oktober 2015

- Host to host payment

integration with Bank BRI for

Air Asia EXTRA airline



SMART v.4.2

SMART Application v.4.2

Development

Sistem informasi

yang mengelola

data sewa ruang,

konsesi dan tanah

serta menghasilkan

faktur tagihan dan

pelaporannya

Information system

that manages data

of space rent,



invoices and

reporting

01/11/2015 100% - Penyesuaian semua fitur

dengan sistem operasi server

linux dan diimplementasi

formulasi MBO proporsional

untuk faktur konsesi

- Selesai November 2015

- Adjustment of all features

with Linux server operating

system and implementation

of proportional MBO

formulation for concession

invoice.

- Completed in November

2015

24 Dashboard System

Legacy DC

Menampilkan data

pendapatan dan

produksi untuk

jajaran Directorate

of Commercial

& Bussiness

Development

Display the data

of revenues and

production for

the Directorate

of Commercial

& Business

Development

01/12/2015 100% Dashboard sudah bisa diakses

pada tanggal 11 November

2015

Dashboard can be accessed on

November 11th, 2015


25 Pembangunan Website

Marketing v.1.0

Marketing Website v.1.0

Development

Sistem informasi

yang digunakan oleh

unit Marketing untuk

menginformasikan

peluang usaha yang

ada di PT Angkasa

Pura II (Persero)

Pembangunan

Website Marketing

v.1.0

Information

system used by

the Marketing

unit to inform the

existing business

opportunities in

PT Angkasa Pura II

(Persero)

Marketing Website

v.1.0 Development

01/12/2015 100% Selesai Oktober 2015

Completed in October 2015

Aplikasi Project Management

26 Corporate Performance

Monitoring

Sistem informasi

yang mencatat

semua instruksi/

arahan jajaran direksi

PT Angkasa Pura

II (Persero) yang

dikelola DCP beserta

progress dan tindak

lanjutnya

Information system

that records all

instructions/

directions of the

Board of Directors

of PT Angkasa Pura

II (Persero) managed

by DCP as well as its

progress and follow-

up

01/07/2015 100% Selesai Juli 2015

Completed in July 2015

Aplikasi Airport Operation

27 Web-service pengiriman

data untuk Aplikasi Slot

Time DJU

Web-service of data

delivery for Slot Time

DJU Application

Pengiriman data

flight schedule untuk

Aplikasi Slot Time

DJU

Flight schedule data

delivery for Slot Time

DJU Application

01/03/2015 100% - Selesai Maret 2015

- Data sudah otomatis dikirim

kesistem DJU setiap 3 menit

- Completed in March 2015

- Data is automatically sent

to the DJU system every 3

minutes.











Idea Innovation

Idea Innovation

Application

Development

Sistem informasi

yang menampung

ide-ide atau inspirasi

karyawan.

Information system

that accommodate

ideas or inspiration of

employees.

01/04/2015 100% Sudah dilakukan sosialisasi pada

tanggal 16 Februari 2015

Has been conducted a

socialization on February 16th,

2015


ASIS (Airport Services

Information System)

v.2.0


Information System)

Application v.2.0

Development

Sistem informasi

yang digunakan

untuk melakukan

monitoring dan

pelaporan kondisi

fasilitas di bandara

serta tindak lanjutnya

Implementation of

information system

used to monitor and

report the condition

of facilities at the

airport and the

follow-up.

01/06/2015 100% - Penambahan modul

kodefikasi fasilitas & item,

modul inspeksi dengan

menggunakan QR-Code

serta modul report (laporan)

- Selesai Mei 2015

- Addition of facilities & items

codefication module,

inspection module by using

the QR-Code and report

module.

- Completed in May 2015



Information System)

v.2.1.4


Information System)

Application v.2.1.4

Development

Sistem informasi

yang digunakan

untuk melakukan

monitoring dan

pelaporan kondisi



Implementation of

information system

used to monitor and



airport and the

follow-up.

01/09/2015 100% - Penambahan modul issue

information display

- Selesai September 2015

- Addition of information

display issue module

- Completed in September

2015



Information System)

v.2.1.5


Information System)

Application v.2.1.5

Development

Sistem informasi

yang digunakan

untuk melakukan

monitoring dan

pelaporan kondisi



Implementation of

information system

used to monitor and



airport and the

follow-up.

Oktober 2015

October 2015

100% - Penambahan modul

dashboard issue dengan

menggunakan tableau


- Addition of dashboard issue

module by using tableau





Information System)

v.2.2.2


Information System)

Application v.2.2.2

Development

Sistem informasi

yang digunakan

untuk melakukan

monitoring dan

pelaporan kondisi



Implementation of

information system

used to monitor and



airport and the

follow-up.

01/11/2015 100% - Penambahan history log di

semua activity issue


- Addition of history log in all

activity issue


2015



Information System)

v.2.2.3


Information System)

Application v.2.2.3

Development

Sistem informasi

yang digunakan

untuk melakukan

monitoring dan

pelaporan kondisi



Implementation of

information system

used to monitor and



airport and the

follow-up.

01/12/2015 100% - Melakukan compress image

ke semua fungsi upload

image di controller issue

- Selesai Desember 2015

- Conduct image compression

to all image upload functions

in controller issue

- Completed in December

2015

34 Implementasi Aplikasi


Information System)

v.2.2.3

Implementation of


Information System)

v.2.2.3 Application

Implementasi

sistem informasi

yang digunakan

untuk melakukan

monitoring dan

pelaporan kondisi



Implementation of

information system

used to monitor and



airport and the

follow-up.

01/12/2015 95% Proses persiapan sosialisasi

untuk Kantor Cabang Silangit

(DTB)

Socialization preparation

process for Silangit Branch

Office (DTB)










35 Implementasi APPS ke

seluruh bandara AP2

APPS implementation to

all AP2 airports

Integrated Check In

System yang dapat

digunakan sebagai

pencatatan data

manifest, common

check in counter

serta layanan

kepada penumpang

dan airline untuk

proses embarkasi/

keberangkatan

Integrated Check-

In System which

can be used as

a manifest data

recording, common

check-in counters

as well as services

to passengers

and airlines for

the process of

embarkation/

departure.

Desember

2015/ Multi-

year

50% Telah diimplementasikan di

Kantor Cabang PDG, PLM,

BDO, PKU dan PNK

Has been implemented at the

Branch Offices of PDG, PLM,

BDO, PKU and PNK

IT Corporate Support

36 Pengembangan Website

Kantor Cabang

Branch Offices Website

Development

Media informasi

kepada

pengguna jasa

kebandarudaraan,

mitra, dan

masyarakat umum

dalam rangka untuk

mempermudah

pencarian informasi

terkait bandara yang

dikelolaPT Angkasa

Pura II (Persero)

Information media to

airport services users,

partners, and the

general community

in order to facilitate

the search of

information related

to airports managed

by PT Angkasa Pura II

(Persero).

01/01/2015 100% - Penambahan informasi

terminal di flight schedule

dan halaman airline pada

Website KCU BSH.

- Selesai Januari 2015

- Addition of terminal

information on flight

schedules and airline pages

on the Website of BSH Main

Branch Office.




Forum berbasis iOS

iOS-based Forum

Application

Development

Forum komunikasi

yang dapat diakses

oleh seluruh

karyawan PT

Angkasa Pura II

(Persero) untuk

bertukar informasi

terkait bandara atau

informasi lainnya

Communication

forum which can

be accessed by

all employees

of PT Angkasa

Pura II (Persero)

to exchange

information related

to airports or other

information.

01/01/2015 100% - Update aplikasi agar support

pada iPad

- Penambahan tombol back/

forward dan refersh untuk

kemudahan navigasi

- Selesai Januari 2015

- Update application to be

compatible with iPad

- Addition of back/forward

and refresh buttons for

convenience


38 Pengembangan Website

Korporat

Corporate Website

Development

Media informasi

kepada

pengguna jasa

kebandarudaraan,

mitra, dan

masyarakat umum

dalam rangka untuk

mempermudah

pencarian informasi

terkait perusahaan

Information media to

airport services users,

partners, and the

general community

in order to facilitate

the search of

information related

to the Company.

01/02/2015 100% - Menambahkan informasi

mata uang pada konten

daftar harga

- Integrasi guest book dengan

email contact center

- Penambahan menu aktif dan

non aktif pada banner

- Format rata kiri dan kanan

pada konten pengisian artikel

- Selesai Februari 2015

- Add currency information on

the price list content

- Integration of guest book

with contact center email

- Addition of active and non-

active menus on the banner

- Justify formats on articles

writing content.

- Completed in February 2015











Whistle Blowing System

(WBS)

Whistleblowing System

(WBS) Application

Development

Sistem informasi

yang menampung

laporan tindakan

fraud dari seluruh

karyawan PT Angkasa

Pura II (Persero)

di lingkungan

perusahaan

Information system

that accommodates

fraud actions reports

from all employees

of PT Angkasa Pura

II (Persero) in the

Company.

01/04/2015 100% - Aplikasi sudah resmi live pada

bulan April 2015


- Application has officially live

in April 2015


40 Addendum Sewa

Layanan Call Center

Addendum of the Call

Center Services Lease

Penerbitan kontrak

perpanjangan sewa

layanan call center

oleh PT Telkom

Issuance of lease

extension contract of

call center services

by PT Telkom

01/04/2015 100% Selesai April 2015

Completed in April 2015

41 Penyediaan Layanan

Aplikasi e-Auction

Provision of e-Auction

Application Services

Penerbitan Kontrak

Layanan

Contract Issuance

Services

01/04/2015 100% Selesai April 2015

Completed in April 2015

42 Layanan e-Procurement

e-Procurement Services

Penyediaan Vendor

Management System

(VMS), e-Catalogue

dan e-Tender di

PT Angkasa Pura II

(Persero)

Provision of Vendor

Management System

(VMS), e-Catalogue

and e-Tender at

PT Angkasa Pura II

(Persero).

September

- Desember

2015

September

- December

2015

100% Bekerja sama dengan PT.

Inamart dengan No. Kontrak:

PJJ.04.04/ 00.02/08/2015

/0048 (Biaya Rutin)

Cooperate with PT.

Inamart with Contract

No: PJJ.04.04/ 00.02/08/

2015 /0048 (Routine Cost)



SIMA v.2.0

SIMA Application v.2.0

Development

Sistem informasi

yang digunakan

oleh Unit Internal

Auditors untuk

pengelolaan, tindak

lanjut dan pelaporan

data temuan audit

di lingkungan PT

Angkasa Pura II

(Persero)

Information system

used by the Internal

Auditors Unit for

the management,

follow-up and

reporting of audit

findings within PT

Angkasa Pura II

(Persero).

01/12/2015 100% Masa maintenance

Maintenance period

44 DMS BSH / Notadinas

Online

Online DMS BSH/Official

Letter

Sistem informasi

yang mengelola

dokumen secara

digital yang meliputi

surat dinas, dan

kegiatan surat

menyurat lainnya

Information system

that manages digital

documents that

include official

letter, and other

correspondence

activities.

01/12/2015 DROP - Pekerjaan telah dilimpahkan

kepada KCU BSH pada bulan

Februari 2015

- Pekerjaan saat ini telah di

drop oleh KCU BSH sesuai

dengan Surat Dinas No:

11.01/00.11/05/2015/0448

perihal Penghapusan

Investasi Pekerjaan

“Pengadaan dan Pemasangan

Aplikasi Document

Management System

Kantor Cabang BSH serta

Penambahan Lisensi

Document Management

System Kantor Pusat” tanggal

18 Mei 2015

- Arsip Nasional Republik

Indonesia (ANRI) akan

memberikan secara gratis

dan mengimplementasikan

Sistem Informasi Kearsipan

Dinamis (SIKD) di seluruh

lembaga pemerintahan dan

BUMN dengan surat nomor :

B-PK.03.08/729/2015 tanggal

16 April 2015










- Job has been delegated to

BSH Main Branch Office in

February 2015.

- The current job has been

dropped by BSH Main

Branch Office in accordance

with Official Letter No:

11.01/00.11/05/2015/0448

on the Elimination of Job

Investments “Procurement

and Installation of Document

Management System

Application of BSH Branch

Office as well as Addition

of Document Management

System License of Head

Office” on May 18th, 2015.

- National Archives of the

Republic of Indonesia

(ANRI) will give away for free

and implement Dynamic

Archival Information System

(SIKD) in all government

institutions and SOEs

with a letter number:

B-PK.03.08/729/2015 on

April 16th, 2015.


POSKO v.2.0

POSKO Application v.2.0

Development

Sistem informasi

monitoring

penumpang &

penerbangan di

bandara PT Angkasa

Pura II (Persero)

Information system

for passengers &

flights monitoring

at the airport

of PT Angkasa

Pura II (Persero)

01/06/2015 100% Selesai Juni 2015

Completed in June 2015

46 Pembangunan FIDS

berbasis WEB v.2.0

Web-based FIDS v.20

development

Sistem informasi

yang menyediakan

data penerbangan

(keberangkatan

dan kedatangan di

bandara) secara real

time berbasis web

Information system

that provides flights

data (departures and

arrivals at the airport)

in real-time web

based.

01/12/2015 100% - Perubahan dari desktop-

based ke web-based

- Sudah diinstalasi di Kantor

Cabang PNK, HLP, KNO,

TNJ,DJB

- Selesai Desember 2015

- Changes from desktop-based

to web-based

- Has been installed at Branch

Offices of PNK, HLP, KNO,

TNJ, DJB

- Completed in December

2015


47 Pembangunan Aplikasi

Online Safety Report

System v.1.0

Construction of Online

Safety Report System

Application v.1.0

Sistem informasi

yang mengelola

pelaporan hazard di

bandara PT Angkasa

Pura II (Persero) dan

tindak lanjutnya

Information system

that manages hazard

report at the airport

of PT Angkasa Pura

II (Persero) and its

follow-up

Desember

2015/Multi-

year

December

2015 / Multi-

year

100% Selesai November 2015

Completed in November 2015










48 Pembangunan dan

pengembangan Mobile

Apps iOS Kantor Cabang

Construction and

development of iOS

Mobile Apps of Branch

Offices

Sistem informasi

bandara-bandara

yang dikelolaPT

Angkasa Pura II

(Persero) berbasis iOS

Mobile Application

dengan fitur-fitur

antara lain : informasi

jadwal penerbangan,

informasi toko dan

resto, informasi

transportasi,

informasi hotel,

informasi fasilitas

bandara, informasi

nomor penting,

informasi lalu lintas

dan informasi

kedatangan kargo

(untuk bandara yang

sudah menggunakan

aplikasi kargo)

Information system

of airports managed

by PT Angkasa Pura

II (Persero) based

iOS Mobile Apps

with features such

as: flight schedules

information, shops

and restaurants

information,

transportation

information, airport

facilities information,

important numbers

information,

traffic information

and cargo arrival

information (for

airports that has used

cargo apps).

01/12/2015 95% - Rilis v.1.0 untuk :

Kantor Cabang PLM dan PKU

pada tanggal 21 Januari 2015

Kantor Cabang PNK, BDO,

dan HLP pada tanggal 18 Juni

2015

Kantor Cabang PDG pada

tanggal 28 Juli 2015

Kantor Cabang DJB dan PGK

pada tanggal 25 Agustus

2015

Kantor Cabang BTJ pada

tanggal 21 September 2015

- Proses pengumpulan konten

data aplikasi untuk Kantor

Cabang Silangit (DTB)

- Release v.1.0 for:

Branch Offices of PLM and

PKU on January 21st, 2015

Branch Offices of PNK, BDO,

and HLP on June 18th, 2015

PDG Branch Office on July

28th, 2015

Branch Offices of DJB and

PGK on August 25th, 2015

BTJ Branch Office on

September 21st, 2015

- Collection process of

application data content for

Silangit Branch Office (DTB)


49 Pembangunan dan

pengembangan Mobile

Apps Android Kantor

Cabang

Construction and

development of Android

Mobile Apps of Branch

Offices

Sistem informasi

bandara-bandara

yang dikelola PT

Angkasa Pura II

(Persero)berbasis

Android Mobile

Application dengan

fitur-fitur antara lain:

informasi jadwal

penerbangan,

informasi toko dan

resto,

informasi

transportasi,

informasi hotel,

informasi fasilitas

bandara, informasi

nomor penting,

informasi lalu lintas

dan informasi

kedatangan kargo

(untuk bandara yang

sudah menggunakan

aplikasi kargo)

Information system

of airports managed

by PT Angkasa Pura

II (Persero) based

Android Mobile Apps

with features such

as: flight schedules

information, shops

and restaurants

information,

transportation

information, airport

facilities information,

important numbers

information,

traffic information

and cargo arrival

information (for

airports that has used

cargo apps).

01/12/2015 95% - Rilis v.1.0 untuk :

Kantor Cabang PKU pada

tanggal 17 April 2015

Kantor Cabang PNK, BDO,

dan HLP pada tanggal 9 Juni

2015

Kantor Cabang PDG pada

tanggal 8 Juli 2015

Kantor Cabang BTJ dan PGK

pada tanggal 30 Desember

2015

Kantor Cabang DJB pada

tanggal 31 Desember 2015

- Rilis v.1.0.1untuk :

Kantor Cabang PKU pada

tanggal9 Juni 2015


KCU BSH pada tanggal 27

Maret 2015


Kantor Cabang PKU dan PLM

pada tanggal 9 Juni 2015

Kantor Cabang TNJ pada

tanggal 27 Maret 2015


Kantor Cabang KNO pada

tanggal27 Maret2015

- Proses pengumpulan konten

data aplikasi untuk Kantor

Cabang Silangit (DTB)

- Release v.1.0 for:

Branch Offices of PLM and

PKU on January 21st, 2015

Branch Offices of PNK, BDO,

and HLP on June 18th, 2015

PDG Branch Office on July

28th, 2015

Branch Offices of DJB and

PGK on August 25th, 2015

BTJ Branch Office on

September 21st, 2015

- Collection process of

application data content for

Silangit Branch Office (DTB)










IT Infrastruktur and Networking

50 Evaluasi ERP Tahap I

ERP Phase I evaluation

Penyeragaman

nama komputer

(hostname) dan

konfigurasi jaringan

di lingkungan PT

AngkasaPura II

(Persero)

Standardization

of computer

naming (hostname)

and network

configuration in

PT Angkasa Pura II

(Persero)

01/02/2015 100% Standarisasi penamaan

komputer (hostname),

jaringan dan ToT (Transfer of

Technology) SAP

Standardization of computer

naming (hostname), SAP

network and ToT (Transfer of

Technology)

51 Pengadaan Server untuk

Seluruh Cabang kecuali

BSH dan DTB

Procurement of Server

for all Branch Offices

except BSH and DTB

Pemenuhan

kebutuhan server

untuk Kantor Cabang

BTJ, KNO, PKU, TNJ,

PDG, PLM, BDO,

PNK, HLP, DJB, PGK

Fulfillment of server

requirements for

Branch Offices of

BTJ, KNO, PKU, TNJ,

PDG, PLM, BDO,

PNK, HLP, DJB, PGK

Juni 2015

(SP3)

June 2015

(SP3)

DROP April

2015

Pekerjaan dihapus dari RKA

2015 berdasarkan hasil verifikasi

data pekerjaan PMU ICT

(Usulan penghapusan sesuai

dengan nota dinas nomor :

ND.1451/00.11/04/2015)

Job is eliminated from the 2015

RKA based on the verification

results of the PMU ICT job

data (Elimination proposal


memorandum of services no:

ND.1451/00.11/04/2015)

52 Pengadaan Juniper

Distribution Switch

untuk Seluruh Kantor

Cabang

Procurement of Juniper

Distribution Switch for

All Branch Offices

Pemenuhan

kebutuhan juniper

distribution switch

untuk seluruh Kantor

Cabang

Fulfillment of juniper

distribution switch

requirements for all

Branch Offices

Juni 2015

(SP3)

June 2015

(SP3)

DROP April

2015

Pekerjaan dihapus dari RKA

2015 berdasarkan hasil verifikasi

data pekerjaan PMU ICT

(Usulan penghapusan sesuai

dengan nota dinas nomor :

ND.1451/00.11/04/2015)

Job is eliminated from the 2015

RKA based on the verification

results of the PMU ICT job

data (Elimination proposal


memorandum of services no:

ND.1451/00.11/04/2015)

53 Pengadaan dan

Pemasangan Multi Media

Projector

Procurement and

installation of Projector

Multimedia

Pemenuhan

kebutuhan Multi

Media Projector

sebagai fasilitas

ruang rapat

Fulfillment of

Projector Multimedia

requirements as

meeting rooms

facility

01/11/2015 100% - No. kontrak: PJJ.04.04/ 00.02

/09 /2015/ 0002


- Proses pembayaran

- Contract No: PJJ.04.04/

00.02/09/2015 /0002


2015

- Payment process


54 Pengadaan Interactive

Board untuk Kantor

Pusat dan Kantor

Cabang Utama BSH

Procurement of

Interactive Board for

BSH Head Office and

Main Branch Office

Pemenuhan

kebutuhan interactive

board untuk Kantor

Pusat dan Kantor

Cabang Utama BSH

Fulfillment of

interactive board

requirements for

BSH Head Office and

Main Branch Office

Desember

2015

December

2015

100% - No. kontrak: PJJ.04.04/

00.02/ 09/ 2015/ 0019


- Proses pembayaran


00.02/12/ 2015/0016 dated

December 7th, 2015

- Goods delivery process

55 Pengadaan Handkey

II Untuk Kantor Pusat

Dan Kantor Cabang PT

Angkasa Pura II (Persero)

Procurement of

Handkey II for Head

Office and Branch

Offices of PT Angkasa

Pura II (Persero)

Pemenuhan backup

perangkat Handkey

untuk Kantor

Fulfillment of

Handkey tools

backup for Head

Office and all

Branch Offices of

PT Angkasa Pura II

(Persero)

01/12/2015 90% - No. kontrak: PJJ.11.02/

00.02/12/ 2015/0016 tanggal

7 Desember 2015

- Proses pengiriman barang


00.02/12/ 2015/0016 dated

December 7th, 2015

- Goods delivery process

56 Pengadaan Lisensi

Sistem Aplikasi OAG dan

Marketing Web Design

Procurement of

Application System

Licenses of OAG and

Marketing Web Design

Lisensi untuk

mendapatkan

subscription service

License to get

subscription service

01/12/2015 90% Proses administrasi BAST

BAST administration process

57 Layanan Internet dan

VPN-IP

Internet and VPN-IP

services

Penyediaan layanan

internet dengan

bandwith 100 Mbps

dan backhaul VPN,

VPN Kantor Cabang

dengan bandwith 4

Mbps

Provision of

internet services

with bandwith of

100 Mbps and VPN

backhaul, VPN of

Branch Offices with a

bandwith of 4 Mbps

Januari -

Desember

2015

January -

December

2015

100% Bekerja sama dengan PT

Telkom Indonesia dengan No.

Kontrak : PJJ.11.02 /00/09

/2014/182 (Biaya Rutin)

Cooperate with PT Telkom

Indonesia with Contract No:

PJJ.11.02/ 00/09/ 2014/182

(Routine Cost)

58 Layanan / Outsourcing

Komputer di Kantor

Pusat PT. Angkasa Pura II

(Persero)

Computer Services/

Outsourcing for Branch

Offices in addition to

BSH of PT. Angkasa Pura

II (Persero)

Penyediaan

komputer

perkantoran (Back

Office) di Kantor

Pusat PT Angkasa

Pura II (Persero)

Provision of office

computers (Back

Office) at the Head

Office in addition to

BSH of PT Angkasa

Pura II (Persero)

Januari -

Desember

2015

January -

December

2015


Angkasa Pura Solusi dengan

No. Kontrak : PJJ.04.04/

00.02/07/ 2015/ 0086 (Biaya

Rutin)

Cooperate with PT Angkasa

Pura Solusi with Contract No:

PJJ.04.04/00.02/07/2015/0086

(Routine Cost)










59 Layanan / Outsourcing

PC / Komputer Untuk

Kantor Cabang Selain

BSH PT. Angkasa Pura II

(Persero)

PC/ Computer Services/

Outsourcing for Branch

Offices in addition to

BSH of PT. Angkasa Pura

II (Persero)

Penyediaan

komputer

perkantoran (Back

Office) di Kantor

Cabang selain BSH

PT Angkasa Pura II

(Persero)

Provision of office

computers (Back

Office) at the Head

Office in addition to

BSH of PT Angkasa

Pura II (Persero)

Januari -

Desember

2015

January -

December

2015



No. Kontrak : PJJ.11.01/ 00/07/

2013/133 (Biaya Rutin)



PJJ.11.01/00/07/2013/133

(Routine Cost)

60 Layanan Manajemen

Percetakan di Kantor

Pusat PT Angkasa Pura II

(Persero)

Print Management

Service at the Head

Office of PT Angkasa

Pura II (Persero)

Penyediaan sistem

management print

services (MPS) di

Kantor Pusat PT

Angkasapura II

(Persero)

Provision of print

management

services system (MPS)

at the Head Office

of PT Angkasapura II

(Persero)

Januari -

Desember

2015

January -

December

2015



No. Kontrak : PJJ.11.01/ 00/06/

2013/313 (Biaya Rutin)



PJJ.11.01/ 00/06/ 013/313

(Routine Cost)

61 Layanan Fasilitas

Colocation Server ERP

ERP Server Colocation

Facility Services

Penyediaan lokasi

dan fasilitas server

ERP di Data Center

Biznet

Provision of ERP

server location and

facilities at Biznet

Data Center

Maret -

Desember

2015

March -

December

2015

100% Bekerja sama dengan PT. Biznet

dengan No. Kontrak : PJJ.11.01/

00.11/05/ 2015/0585 (Biaya

Rutin)

Cooperate with PT. Biznet with

Contract No: PJJ.11.01/00.11

/05/2015 /0585 (Routine Cost)


Untuk mendukung perkembangan bisnis Angkasa Pura II yang

semakin berkembang, Angkasa Pura II telah menerapkan

Enterprise Resource Planning (ERP). Dengan adanya ERP di

Angkasa Pura II maka akan tercipta integrasi sistem internal

dan eksternal manajemen informasi seluruh organisasi,

mencakup keuangan/akuntansi, manufaktur, penjualan dan

pelayanan, manajemen hubungan pelanggan. Sistem ERP

mengotomatisasi kegiatan ini dengan aplikasi perangkat

lunak terpadu.

Dalam pemilihan produk ERP, Angkasa Pura II dibantu oleh

konsultan pendamping dengan melakukan perbandingan

yang independen dan seimbang untuk ERP software.

Berdasarkan hasil analisa, SAP memiliki functional fit yang

lebih tinggi dibandingkan dengan Oracle dan memiliki nilai

yang lebih tinggi jika dibandingkan dengan Oracle untuk

modul Finance dan Human Resources. SAP membutuhkan

customization yang lebih sedikit untuk memenuhi kebutuhan

bisnis Angkasa Pura II.

dasar penerapan

Terbentuknya unit ERP di Angkasa Pura II diawali dari visi

Perusahaan yaitu to be world class airport dan berencana

untuk mengimplementasikan suatu sistem yang reintegrasi

dan komprehensif sehingga diharapkan dapat mempercepat

pencapaian proses bisnis di lingkungan Perusahaan. Isi

dari visi tersebut tertuang dalam Rencana Jangka Panjang

Perusahaan (RJPP) Angkasa Pura II yang merupakan pedoman

arah kebijakan dan strategi pengembangan Perusahaan

dalam kurun waktu tahun 2012 - 2016.

Roadmap eRp

Angkasa Pura II telah memiliki Roadmap ERP yang dilakukan

dalam 3 (tiga) fase pada periode 2014-2016 adalah sebagai

berikut:

To support the growing business development of the

Company, Angkasa Pura II has implemented Enterprise

Resource Planning (ERP). ERP will create internal and external

systems integration of information management across the

organization, including finance/accounting, manufacturing,

sales and services, customer relationship management. ERP

system automated these activities with an integrated software

application.

In the selection of ERP products, Angkasa Pura II is assisted by

assisting consultants by doing a comparison of independent

and balanced for ERP software. Based on the analysis, SAP

has a higher functional fit compared with Oracle and has a

higher value when compared with Oracle for the Finance and

Human Resources Modules. SAP requires less customization

to meet the business requirements of Angkasa Pura II.

Implementation basis

The establishment of ERP unit in Angkasa Pura II began from

the Company’s vision to be a world class airport and plans to

implement an integrated and comprehensive system that is

expected to accelerate the achievement of business process

within the Company. The contents of the vision contained

in the Company’s Long Term Plan (RJPP) of Angkasa Pura

II, which is a guideline of policy direction and development

strategy of the Company in the period of 2012 - 2016.

eRp Roadmap

Angkasa Pura II has had an ERP Roadmap conducted within 3

(three) phases in the period of 2014-2016 as follows:

pengembangan enterprise resource planning (ERP)Enterprise Resource Planning (ERP) Development

2014

2015

2016

Modul Financial & ControllingModul Human Resources

Modul Human ResourcesModul Commerce

Modul CommerceModul Operation


Implementasi eRp Fase 1:

Implementasi ERP Fase 1 dilakukan pada tahun 2014. Modul

yang sudah diimplementasikan pada Fase 1 ini terdiri dari

2 modul, yaitu Modul Financial (FI) & Controlling (CO) dan

Modul Human Resources.


Implementasi ERP Fase 2 direncanakan pada tahun 2015.

Modul yang akan diimplementasikan pada Fase 2 ini adalah

Modul Commerce & Modul Human Resources yang

merupakan lanjutan dari Fase 1.


Implementasi ERP Fase 3 direncanakan pada tahun 2016.

Modul yang akan diimplementasikan pada Fase 3 ini adalah

Modul Operation dan Modul Commerce yang merupakan

lanjutan dari Fase 2.

Implementation of eRp phase 1:

Implementation of ERP Phase 1 is conducted in 2014. Modules

which are already implemented in the Phase 1 consist of 2

modules, namely the Financial (FI) & Controlling (CO) Module

and Human Resources Module.


Implementation of ERP Phase 2 is planned in 2015. Modules

that will be implemented in the Phase 2 are the Commerce

Module & Human Resources Module which is a continuation

from Phase 1.


Implementation of ERP Phase 3 is planned in 2016. Modules

that will be implemented in this Phase 3 are the Operation

Module & Commerce Module which is a continuation from

Phase 2.


Dalam rangka mendukung komitmen penerapan keterbukaan

informasi, Angkasa Pura II menyediakan berbagai akses

informasi melalui sarana dan media sebagai berikut:

1. Website:


2. Portal Kementerian BUMN:

www.bumn.go.id/angkasapura2

3. Twitter:

@contactap2

4. Facebook:

AP II Contact Center

5. Contact Center:

1500 138

6. Majalah:

Travelounge

7. Majalah Internal Perusahaan:

A-Magazine

In order to support the commitment to information disclosure,

Angkasa Pura II provides various information access through

facilities and media as follows:

1. Website:


2. Ministry of SOEs Portal:

www.bumn.go.id/angkasapura2

3. Twitter:

@contactap2

4. Facebook:

AP II Contact Center

5. Contact Center:

1500 138

6. Magazine:

Travelounge

7. Corporate Internal Magazine:

A-Magazine

akses dantransparansi informasiInformation Access And Transparency


Dalam melaksanakan kegiatan usaha, Angkasa Pura II

senantiasa memperhatikan aspek kepatuhan terhadap

peraturan yang berlaku dan juga peraturan-peraturan yang

memiliki keterkaitan dengan lingkup usaha Angkasa Pura II.

perkara yang dihadapi Angkasa pura II

Berikut disampaikan penjelasan tentang perkara-perkara

hukum penting yang sedang dihadapi Angkasa Pura II

sepanjang tahun 2015:

perkara perdata

In running its business activites, Angkasa Pura II always

take into consideration the aspects of compliance with

the applicable regulations and also regulations that have

relevance to the business scope of Angkasa Pura II.

Cases Faced by Angkasa pura II

The following is explanations on legal proceedings faced by

Angkasa Pura II throughout 2015:

Civil Cases

perkarahukumLegal Proceedings

PerkaraCase

UraianDescriptions

Status

Pengaruh Terhadap PerusahaanEffect Against the

Company

CABANG SOEKARNO-HATTA

H.A. SANUSI, dkk/ 56 warga (Penggugat)

Melawan

PT AP II (Tergugat I)

Dan

KEPALA KANTOR BPN

(TERGUGAT II)

BSH BRANCH OFFICE

H.A. SANUSI, et al/ 56 residents (Plaintiff)

Against

PT AP II (Defendant I)

And

HEAD OF BPN OFFICE

(DEFENDANT II)

H.A. Sanusi, dkk mengajukan klaim

atas kepemilikan tanah PT AP II

pada sertifikat HGB No.1/1998

dan HGB No.35/1998.

H.A. Sanusi, et al, filed a claim on

land ownership of PT AP II on HGB

Certificate No.1/1998 and HGB

No. 35/1998.

Peninjauan

Kembali

Reconsideration

Tidak berpengaruh

terhadap Angkasa

Pura II

No effect against

Angkasa Pura II.


Ridwan Sumantri

Melawan

PT Lion Mentari Airlines

(Tergugat I)

PT AP II

(Tergugat II)

Dirjen Perhubungan Udara

(Tergugat III)

BSH BRANCH OFFICE

Ridwan Sumantri

Against

PT Lion Mentari Airlines

(Defendant I)

PT AP II

(Defendant II)

Director General of Air Transportation

(Defendant III)

Gugatan perdata terkait fasilitas

dan pelayanan bagi penyandang

cacat sebagai pengguna jasa

bandar udara dan angkutan udara.

Civil lawsuit related to facilities

and services for disabled people

as services users of airport and air

transport.

Masih dalam

tahap proses

kasasi.

Still in the Appeal

Process

Tidak berpengaruh

terhadap Angkasa

Pura II

No effect against

Angkasa Pura II.











PT AP II (Penggugat)

Melawan

PT PGL/Penetapan Eksekusi

BSH BRANCH OFFICE

PT AP II (Plaintiff)

Against

PT PGL/Determination of Execution

Gugatan Perdata PT AP II terhadap

Penetapan Eksekusi Nomor 115/

PEN.EKS/2003/PN.TNG jo No.42/

PDT.G/1998/PN.TNG terkait

Eksekusi Deposito milik PT AP II

di Bank BNI atas Permohonan

Pemohon Eksekusi yaitu PT PGL

Civil Lawsuit of PT AP II against

the Determination of Execution

No. 115/PEN.EKS/2003/PN.TNG jo

No.42/PDT.G/1998/PN.TNG related

to Execution of Deposits owned by

PT AP II at Bank BNI on Petition of

Execution namely PT PGL

Masih dalam

tahap proses

banding.

Still in the Appeal

Process

Tidak berpengaruh

terhadap Angkasa

Pura II

No effect against

Angkasa Pura II.



Melawan

Matsani (Tergugat I);

Abdul Sukur Bin Toin selaku Ahli Waris

Toin Gerang (Tergugat II);

R. Ahmad Tanjung (Tergugat III);

Suandi Hartono (Tergugat IV);

Hasri Waty Notaris Pengganti dari S.

Hasjim Hamid (Tergugat V);

Ny. Noer Soeindiyah Heru (Tergugat VI);

Kepala Kelurahan Batusari (Turut

Tergugat).

BSH BRANCH OFFICE


Against

Matsani (Defendant I);

Abdul Sukur Bin Toin as Heir of Toin

Gerang (Defendant II);

R. Ahmad Tanjung (Defendant III);

Suandi Hartono (Defendant IV);

Hasri Waty Substitute Notary of S. Hasjim

Hamid (Defendant V);

Ny. Noer Soeindiyah Heru (Defendant VI);

Head of Batusari Village (Co-Defendant).

Gugatan terkait obyek sengketa

tanah (ex-pabrik kopi) seluas

±1.882 m2 dan ±3.500 m2 yang

terletak di Jl. Pembangunan II

(Kelurahan Batusari, Kecamatan

Batuceper, Kota Tangerang).

Lawsuit related to disputed land

(ex-coffee mill) of ±1,882 m2 and

±3,500 m2 which located on Jl.

Pembangunan II (Batusari Village,

Batuceper Subdistrict, Tangerang

City).

Kasasi

Appeal

Tidak berpengaruh

terhadap Angkasa

Pura II

No effect against

Angkasa Pura II.



PT AP II

(Penggugat)

Melawan

Chrysant Yuliani Gunawan

(Tergugat I); PT Primagriya Lestari

(Tergugat II); Mustaqim, Ms (Tergugat III);

Kepala Kec. Batu Ceper Kota Tangerang

(Tergugat IV); Kepala Kel. Karangsari Kec.

Batu Ceper (Tergugat V); Kepala Kantor

Pertanahan Kota Tangerang (Tergugat VI)

BSH BRANCH OFFICE

PT AP II

(Plaintiff)

Against

Chrysant Yuliani Gunawan

(Defendant I); PT Primagriya Lestari

(Defendant II); Mustaqim, Ms (Defendant

III); Head of Batu Ceper Subdistrict,

Tangerang City (Defendant IV); Head of

Karangsari Village, Batu Ceper Subdistrict

(Defendant V); Head of the Land Office

of Tangerang City (Defendant VI)

PT AP II mengajukan gugatan

kepada PT PGL atas dasar

kepemilikan tanah PT PGL yang

berasal dari tindak pidana korupsi

Sdr. Mukri dan Sdr. Mustaqim.

PT AP II filed a lawsuit to PT PGL

on the basis of land ownership of

PT PGL derived from corruption

offenses of Mr. Mukri and Mr.

Mustaqim.

Kasasi

Appeal

Tidak berpengaruh

terhadap Angkasa

Pura II

No effect against

Angkasa Pura II.

CABANG HALIM PERDANAKUSUMA

PT AP II dan INKOPAU

Melawan

PT Angkasa Transportindo Selaras (PT

ATS)

Kuasa Hukum:

LQQ Media Law Offices

HALIM PERDANAKUSUMA BRANCH

OFFICE

PT AP II dan INKOPAU

Against

PT Angkasa Transportindo Selaras (PT

ATS)

Legal Counsel:

LQQ Media Law Offices

PT ATS mengajukan gugatan

kepada Inkopau selaku Tergugat I

dan PT AP II selaku Tergugat terkait

pengelolaan lahan di Bandar Udara

Halim Perdanakusuma seluas 21 Ha.

PT ATS filed a lawsuit to

Inkopau as Defendant I and

PT AP II as Defendant related

to land management at Halim

Perdanakusuma Airport area of 21

hectares.

Peninjauan

Kembali

Reconsideration

Tidak berpengaruh

terhadap Angkasa

Pura II

No effect against

Angkasa Pura II.

CABANG SULTAN SYARIF KASIM II

H. Syafarudin (Penggugat)

Melawan

PT AP II (Tergugat)

SSK II BRANCH OFFICE

H. Syafarudin (Plaintiff)

Against

PT AP II (Defendant)

Gugatan Sengketa Tanah di area

Bandara Sultan Syarif Kasim II

seluas ± 10.000 m2

Lawsuit of Land Dispute in the area

of Sultan Syarif Kasim II Airport

area of ± 10,000 m2

Masih dalam

proses kasasi

Still in the Appeal

Process

Tidak berpengaruh

terhadap Angkasa

Pura II

No effect against

Angkasa Pura II.











PT Fadly Karya Pratama (Penggugat)

Melawan

PT Duta Graha Indah;

PT Itama Rano Raya;

PT AP II (Para Tergugat).

SSK II Branch Office

PT Fadly Karya Pratama (Plaintiff)

Against

PT Duta Graha Indah;

PT Itama Rano Raya;

PT AP II (Defendants).

Gugatan terkait permasalahan

pekerjaan pelebaran Runway

Bandara Sultan Syarif Kasim II

Pekanbaru.

Lawsuit related to problems of

the widening work of Sultan

Syarif Kasim II Airport Runway,

Pekanbaru

Masih dalam

tahap proses

banding

Still in the Appeal

Process

Tidak berpengaruh

terhadap Angkasa

Pura II

No effect against

Angkasa Pura II.



Melawan

H. Syafarudin (Tergugat)

SSK II Branch Office


Against

H. Syafarudin (Defendant)

Gugatan perlawanan terkait

eksekusi tanah di area Bandara

Sultan Syarif Kasim II seluas ±

10.000 m2..

Lawsuit of resistance related to

land execution in the area of

Sultan Syarif Kasim II Airport area

of ± 10,000 m2.

Kasasi

Appeal

Tidak berpengaruh

terhadap Angkasa

Pura II

No effect against

Angkasa Pura II.

CABANG DEPATI AMIR

Sdr. Samsumin Tirtakusuma melalui

kuasa hukumnya Drs. Rudy T. Erwin, S.H.,

M.H. & Rekan (Penggugat)

Melawan

H. Troli Bin Conit (Tergugat I) ;dan

PT AP II (Tergugat II)

PGK Branch Office

Mr. Samsumin Tirtakusuma through his

Legal Counsel, Drs. Rudy T. Erwin, S.H.,

M.H. & Partner (Plaintiff) Against H. Troli

Bin Conit (Defendant I) and

PT AP II (Defendant II)

Gugatan perdata yang diajukan

oleh terkait klaim kepemilikan

tanah seluas ± 10.000 m2 di

lokasi bekas tambang timah

karya, eks parit 6, Kelurahan/

Desa Air Itam, Kecamatan Bukit

Intan, Kotamadya Pangkal Pinang

(sekitar Area Bandara Depati Amir

Pangkal Pinang), PT AP II (Tergugat

II) digugat dalam perkara ini

terkait adanya pembayaran ganti

kerugian pembebasan tanah seluas

14 x 75 meter untuk perluasan

Bandara Depati Amir yang

menurut Penggugat dibayarkan

kepada Tergugat I sebesar Rp

122.850.000,00 (seratus dua puluh

dua juta delapan ratus lima puluh

ribu rupiah).

Pengadilan Negeri

District Court

Tidak berpengaruh

terhadap Angkasa

Pura II

No effect against

Angkasa Pura II.


Civil lawsuit filed related to

claims of the ownership of land

area of ± 10000 m2 at the site

of a former tin mine works, ex

trench 6, Village of Air Itam, Bukit

Intan Subdistrict, Municipality of

Pangkal Pinang (around the area

of Depati Amir Airport, Pangkal

Pinang), PT AP II (Defendant II)

was sued in this lawsuit related to

the payment of compensation of

land acquisition of 14 x 75 meters

for the expansion of Depati Amir

Airport which according to the

Plaintiff were paid to Defendant I

amounted to Rp122,850,000 (one

hundred and twenty-two million

eight hundred and fifty thousand

rupiah).

KANTOR PUSAT

PT FIFTYFIFTY INDONESIA (Penggugat)

Melawan

PT AP II (Tergugat).

HEAD OFFICE

PT FIFTYFIFTY INDONESIA (Plaintiff)

Versus

PT AP II (Defendant).

Gugatan yang diajukan oleh PT

Fiftyfifty Indonesia (Penggugat)

kepada PT AP II (Tergugat) terkait

dengan wanprestasi yang menurut

PT Fiftyfifty Indonesia (Penggugat)

dilakukan oleh PT AP II atas

rencana Kerjasama Pemasangan

dan Pengelolaan Media Iklan pada

Cermin di Toilet di Terminal 1 dan

Terminal 2 Bandara Soekarno-

Hatta

Lawsuit filed by PT Fiftyfifty

Indonesia (Plaintiff) to PT AP II

(Defendant) related with breach

of contracts that according to

PT Fiftyfifty Indonesia (Plaintiff)

is conducted by PT AP II on the

Cooperation plan of Installation

and Management of Advertising

Media on the Toilet Mirrors at

Terminal 1 and Terminal 2 of the

Soekarno-Hatta Airport

Proses Mediasi

Mediation Process

Tidak berpengaruh

terhadap Angkasa

Pura II

No effect against

Angkasa Pura II.










perkara pajak Tax Cases

perkara di entitas Anak

Sepanjang tahun 2015, tidak ada perkara hukum yang dihadapi

oleh Entitas Anak maupun terkait dengan Dewan Komisaris

dan Direksi Entitas Anak.

perkara Yang melibatkan dewan Komisaris dan direksi

Angkasa pura II

Sepanjang tahun 2015, tidak ada perkara hukum yang

melibatkan Dewan Komisaris dan Direksi Angkasa Pura II.

sanksi Regulator

Sepanjang tahun 2015, tidak terdapat sanksi dari regulator

yang diberikan kepada Angkasa Pura II.

Legal proceedings in subsidiaries

Throughout 2015, there were no legal proceedings faced by

Subsidiaries or related to its Board of Commissioners and

Board of Directors.

Legal proceedings involving the board of Commissioners

and board of directors of Angkasa pura II

Throughout 2015, there were no legal proceedings involving

the Board of Commissioners and Board of Directors of

Angkasa Pura II.

Regulator sanctions

Throughout 2015, there were no sanctions from regulators

given to Angkasa Pura II.

PerkaraCase

UraianDescriptions

Status

Pengaruh Terhadap PerusahaanEffect Against the

Company

KANTOR PUSAT

Perkara Pajak SKPKB Tahun 2006

HEAD OFFICE

SKPKB Tax Case 2006

Direktur Jenderal Pajak menerbitkan

Surat Ketetapan Pajak Kurang Bayar

Pajak Pertambahan Nilai Barang dan Jasa

Masa Pajak Januari-Desember 2006

000080/207/06/051/08 tanggal 28 Juli

2008 sebesar

Rp 146.194.367.207,00.

Director General of Taxation issued

Assessment Letter on Underpayment

of Value Added Tax on Goods and

Services of the Tax Period of January-

December 2006 000080/207/06/051/08

dated July 28th, 2008 amounted to Rp

146,194,367,207.

Peninjauan

Kembali

Reconsideration

Tidak berpengaruh

terhadap Angkasa

Pura II

No effect against

Angkasa Pura II.


Selama tahun 2015, tidak ada penyimpangan yang bersifat

kecurangan yang dilakukan oleh karyawan Angkasa Pura II.

Benturan kepentingan adalah suatu keadaan dimana terdapat

konflik antara kepentingan ekonomi Perusahaan dengan

kepentingan ekonomi pribadi Direksi, Dewan Komisaris dan

Pemegang Saham. Selama tahun 2015, tidak ada transaksi

yang memiliki benturan kepentingan di Angkasa Pura II, setiap

transaksi dilakukan sesuai dengan ketentuan yang berlaku

dan selalu memperhatikan prinsip-prinsip GCG.

Angkasa Pura II tidak terlibat di dalam kegiatan politik dan tidak

memberikan donasi atau bantuan untuk kepentingan politik.

Sedangkan kepedulian terhadap masalah sosial merupakan

bagian penting dari tugas dan tanggung jawab Angkasa Pura

II kepada masyarakat. Uraian lebih lengkap terdapat pada

bagian Tanggung Jawab Sosial Perusahaan pada Laporan

Tahunan ini.

During 2015, no irregularities of fraud committed by

employees of Angkasa Pura II.

Conflict of interest is a situation where there is a conflict

between the Company’s economic interests and the

personal economic interests of the Board of Directors,

Board of Commissioners and Shareholders. During 2015, no

transactions with conflict of interest occurred in Angkasa

Pura II, every made transactions is conducted in accordance

with applicable regulations and always pay attention to the

GCG principles.

Angkasa Pura II is not involved in any political activities

and does not provide donations or assistance for political

interests. While the concern for social issues is an essential

part of the duties and responsibilities of Angkasa Pura II to

the community. A more complete description can be found

on the Corporate Social Responsibilty section in this Annual

Report.

penyimpanganinternalInternal Irregularities

benturankepentinganConflict of Interest

pemberian danauntuk kegiatan sosial dan politikFunding for Social and Political Activities


Untuk mencapai keberhasilan jangka panjang,

pengimplementasian GCG perlu dilandasi integritas yang

tinggi diperlukan Pedoman Perilaku (Code Of Conduct) yang

dapat menjadi acuan bagi organ Perusahaan dan seluruh

jajarannya dalam menerapkan nilai-nilai dan etika bisnis

sehingga menjadi bagian dari Budaya Perusahaan.

pedoman perilaku (Code of Conduct)

Etika merupakan sistem nilai atau norma yang diyakini oleh

seluruh Insan Angkasa Pura II sebagai suatu standar perilaku.

Dalam menjalankan usahanya, Angkasa Pura II menerapkan

etika bisnis/usaha dan etika kerja, dimana etika bisnis menjadi

acuan bagi Perusahaan dalam melaksanakan kegiatan usaha

termasuk berinteraksi dengan stakeholder. Sementara etika

kerja merupakan sistem yang dianut oleh setiap Pimpinan

dan Pekerja dalam melaksanakan tugasnya termasuk etika

hubungan antar Pekerja dan Perusahaan.

Menjaga standar etika sangat penting untuk mempertahankan

loyalitas stakeholder dalam membuat keputusan-keputusan

dan dalam memecahkan persoalan yang dihadapi Angkasa

Pura II. Hal ini disebabkan semua keputusan Perusahaan

sangat mempengaruhi dan dipengaruhi oleh stakeholder

yang berkepentingan dan berpengaruh pada keputusan-

keputusan Perusahaan. Oleh karena itu, Angkasa Pura II

memiliki Pedoman Perilaku (Code of Conduct) sebagai dasar

bertingkah laku Insan Angkasa Pura II dalam menjalankan misi

untuk mencapai visi Perusahaan. Code of Conduct ini berlaku

untuk seluruh Insan Angkasa Pura II yakni Dewan Komisaris,

Direksi, seluruh Karyawan dan seluruh stakeholders atau

mitra kerja yang melakukan transaksi bisnis dengan Angkasa

Pura II yang terintegrasi dengan prinsip GCG.

Cakupan Code of Conduct

Code of Conduct Angkasa Pura II mencakup prinsip-prinsip

dalam etika bisnis/usaha dan etika kerja, diantaranya:

1. Merasa tidak yakin tentang tindakan yang pantas dilakukan

sehingga memerlukan nasihat dan masukan;

2. Yakin bahwa seseorang yang bertindak atas nama PT

Angkasa Pura II (Persero) sedang melakukan atau akan

melakukan suatu tindakan yang melanggar hokum, prinsip,

& taktik Pedoman Perilaku ini;

3. Yakin bahwa insan PT Angkasa Pura II (Persero) terlibat

dalam pelanggaran;

4. Yakin bahwa seseorang yang mengajukan pertanyaan atau

kekhawatiran tersebut dengan niat baik, telah mendapat

tanggapan.

To achieve long-term success, GCG implementation needs

to be based with high integrity in which the Code of Conduct

is required to become a reference for the Company’s organs

and all staffs in implementing business values and ethics to

become part of the corporate culture.

Code of Conduct

Ethics is a system of values or norms that are believed by all

personnel of Angkasa Pura II as a behavioral standards. In

conducting its business, Angkasa Pura II implements business

ethics and work ethics, in which the business ethics becomes

the reference for the Company in carrying out its business

activities including interacting with stakeholders. While the

work ethics is the system adopted by every Leaders and

Workers in performing their duties including relationship

ethics between Workers and the Company.

Maintain the ethical standards is essential to maintain the

loyalty of stakeholders in making decisions and solving issues

faced by Angkasa Pura II. This is due to all of the Company’s

decisions greatly affects and affected by the interested and

influential to the Company’s decisions. Therefore, Angkasa

Pura II has a Code of Conduct as the behavioral basis of

Angkasa Pura II personnel in carrying out its mission to

achieve the Company’s vision. This Code of Conduct applies

to all personnel of Angkasa Pura II, namely the Board of

Commissioners, Board of Directors, all employees and all

stakeholders or business partners who conduct business

transactions with Angkasa Pura II which is integrated with the

GCG principles.

Code of Conduct scope

The Code of Conduct of Angkasa Pura II consists of principles

in business ethics and work ethics, among others:

1. Feeling unsure about the appropriate action to be

conducted, so requires advices and inputs;

2. Convinced that someone acting on behalf ot PT Angkasa

Pura II (persero) is conducting or about to commit an

action that is against the law, principles, & tactics of the

Code of Conduct;

3. Convinced that personnel of PT Angkasa Pura II (Persero)

is involved in a violation;

4. Convinced that someone who have any questions or

concerns in good intentions, have received feedback

pedoman perilakudan budaya perusahaanCode of Conduct and Corporate Culture


penandatanganan pernyataan Komitmen Code of Conduct

Sebagai bentuk komitmen Insan Angkasa Pura II untuk

selalu mentaati Code of Conduct, maka setiap tahunnya

Insan Angkasa Pura II wajib melakukan penandatanganan

Pernyataan Komitmen yang berisi komitmen kepatuhan

terhadap Code of Conduct. Dokumen Pernyataan Komitemen

tersebut didokumentasikan oleh Unit Risk Management &

Compliance.

sosialisasi Code of Conduct

Implementasi Code of Conduct dilaksanakan oleh

seluruh Insan Angkasa Pura II. Untuk itu, Angkasa Pura II

melaksanakan sosialisasi dan internalisasi untuk memastikan

Code of Conduct diketahui dan dijalankan oleh seluruh Insan

Perusahaan.

Pada tahun 2015, Perusahaan melakukan sosialisasi Code of

Conduct melalui:

• TatapMukamelaluiSosialisasiGCG

• Website

• PortalIntranet

• Bukusaku

• SosialMedia ForumKomunikasi Angkasa Pura IImelalui

gadget/smartphone

• Spanduk

• Banner

• Buletin

• PernyataanKomitmen

• Iklandikoran

• ContactCenterNomor1500138

• Danlainsebagainya

Upaya penegakan Code of Conduct

Pada tahun 2015, upaya penegakkan Code of Conduct

dilakukan dengan beberapa cara, diantaranya:

1. Melaksanakan program induksi karyawan baru untuk

memastikan setiap karyawan baru mengetahui mengenai

Code of Conduct.

2. Melaksanakan pendidikan dan pelatihan berkelanjutan

untuk memastikan pemahaman komprehensif bagi

seluruh karyawan.

3. Melaksanakan komunikasi berkala.

4. Melakukan pemantauan efektifitas program Code of

Conduct. Program ini diaksanakan oleh Internal Auditor.

5. Melaksanakan pemutakhiran buku Code of Conduct

yang dilakukan secara berkala guna disesuaikan dengan

kebutuhan Perusahaan serta regulasi internal atau

eksternal yang berlaku di Perusahaan.

signing of Commitment statement of the Code of Conduct

As a commitment of Angkasa Pura II personnel to always

adhere the Code of Conduct, then every year all personnel of

Angkasa Pura II is obligated to sign a Commitment Statement

which contains a commitment of compliance against the

Code of Conduct. The Commitment Statement Documents

are documented by the Corporate Secretary Unit.

Code of Conduct socialization

Implementation of the Code of Conduct is conducted by all

personnel of Angkasa Pura II. To that end, Angkasa Pura II

conducts socialization and internalization to ensure that the

Code of Conduct is kpresentn and exercised by all personnel

of the Company.

In 2015, the Company conducted a socialization of the Code

of Conduct through:

• FacetofacethroughtheSocializationofGCG

• Website

• IntranetPortal

• PocketBook

• Social Media of the Communication Forum of Angkasa

Pura II through gadget/smartphone

• Banner

• Bulletin

• CommitmentStatement

• Advertisementsinnewspapers

• ContactCenterNumber1500138

• Etc.

Code of Conduct enforcement

In 2015, enforcement of the Code of Conduct is performed in

several ways, including:

1. Implement new employee induction program to ensure

that every new employee kpresent about the Code of

Conduct.

2. Implement sustainable education and training to ensure a

comprehensive understanding for all employees.

3. Conduct regular communication.

4. Monitor the effectiveness of the Code of Conduct

program. This program is conducted by the Internal Audit

Unit (SPI).

5. Updating the book of the Code of Conduct which is

conducted regularly to be adjusted with the Company’s

requirements as well as internal and external regulations

applicable in the Company.










sanksi pelanggaran Terhadap Code of Conduct

Konsekuensi-konsekuensi atas pelanggaran terhadap

Pedoman Perilaku (Code of Conduct) akan ditindaklanjuti

dan diberikan tindakan pembinaan, sanksi disiplin dan atau

tindakan perbaikan sesuai Peraturan Perusahaan.

sanctions of the Code of Conduct Violations

Consequences for violating the Code of Conduct (Code

of Conduct) to be followed up and given guidance action,

disciplinary or corrective action pursuant to Company

Regulation.


Nilai DasarBasic Value

Perilaku yang DiinginkanDesired Behavior

TTeam

Work

• Kooperatifdanmampubekerjasamasecaraefektif

• Salingmenghargaidandapatmenerima

perbedaan pendapat

• Proaktifdalammemberikanmasukankonstruktif

• Cooperativeandabletoworktogethereffectively

• Appreciateeachotherandabletoaccept

dissenting opinions.

• Proactiveinprovidingconstructiveinputs.

HHospitality

• Ramahdalammemberikanpelayananterbaik

terhadap pelanggan internal dan eksternal

• Harmonisdalammembinahubungansinergetik

dengan semua pemangku kepentingan

• Peduli(care)terhadaplingkungansekitar

• Friendlyinprovidingthebestservicetointernal

and external customers.

• Harmonyinmaintainingsynergeticrelationship

with all stakeholders.

• Caretothesurroundingenvironment.

eExcellence

• Selalubersikapdanbertindakyangterbaik

• Persistenmelakukanperbaikanberkesinambungan


• Excellenceinattitudeandactionatalltime

• Persistentinsustainableimprovement.


bBalance

• Seimbangdalampencapaiantujuan(jangka

pendek dan jangka panjang)

• Adildalamtindakandanpengambilankeputusan

• Seimbangdalampemenuhankebutuhan

pemangku kepentingan internal dan eksternal

• Balanceinachievingobjectives(shorttermand

long term)

• Fairinactionanddecisionmaking

• Balanceinfulfillingtheneedsofinternaland

external stakeholders.

eEffectiveness

& Efficiency

• Efektifdalampengambilankeputusandan

pencapaian tujuan

• Efisiendalampemakaiansumberdayasertasadar

akan biaya dan profitabilitas (cost and profitability

concern)

• Efektifdalambekerja(3AS:KerjaKerAS,Kerja

IkhlAS, Kerja CerdAS)

• Effectiveindecisionmakingandachievementof

objectives.

• Efficientintheuseofresourcesaswellasaware

of the costs and profitability (cost and profitability

concern)

• Effectiveinworking(3AS:KerjaKerAS(workhard),

Kerja IkhlAS (work sincerely), Kerja CerdAS (work

smart))

sSatisfaction

• Fokuspadakepuasan,kepentingandankebutuhan

pelanggan

• Komitmenpenuhuntuksenantiasameningkatkan

kepuasan pelanggan internal dan eksternal

• TeguhmenerapkanprinsipPEDULI(Pelayanan

Prima, Efektif & Efisien, Dedikasi Tinggi, Unggul,

Lingkungan dan Internasional)

• Focusonthesatisfaction,interestsand

requirements of customers

• Fullcommitmenttocontinuouslyimproveinternal

and exxternal customers satisfaction

• PersistentinimplementingtheprincipleofPEDULI

(Pelayanan Prima, Efektif & Efisien, Dedikasi Tinggi,

Unggul, Lingkungan dan Internasional (Excellent

Service, Effective & Efficient, High Dedication,

Excel, Environment and International)

TTrustworthy

• Patuhterhadapkebijakan,peraturan,hukumdan

undang-undang yang berlaku

• Selarasantarakatadanperbuatan

• Konsistendalampenerapanjiwa/karakter

Keteladanan, Keberanian, Ketelitian, Kerahasiaan,

Keadilan, Husnuzon (tidak berburuk sangka),

Loyalitas dan Tidak Pendendam (K5HLT)

• Complytotheapplicablepolicies,regulations,

laws and legislation

• Harmonybetweenwordsandaction

• Consistentinimplementingspirit/characterof

Exemplary, Courage, Precision, Secrecy, Justice,

No Prejudice, Loyalty and Not Vengeful (K5HLT)

budaya perusahaan

Penerapan Code of Conduct merupakan salah satu wujud

penjabaran Budaya Perusahaan yang disebut THE BEST,

dengan penjabaran sebagai berikut:

Corporate Culture

Implementation of the Code of Conduct is a manifestation

of Corporate Culture translation called THE BEST, with

elaboration as follows:


Dalam rangka meningkatkan Clean Governance serta untuk

pencegahan dan pemberantasan korupsi di lingkungan

Perusahaan, Angkasa Pura II menerapkan Program

Pengendalian Gratifikasi (PPG) bekerjasama dengan Komisi

Pemberantasan Korupsi (KPK), yang ditandai dengan

penandatanganan komitmen oleh Komisaris Utama dan

Diretur Utama Angkasa Pura II serta Direktur Gratifikasi KPK

pada tahun 2013.

Sebagai tindak lanjut dari penandatanganan komitmen

tersebut dibentuk Satuan Tugas yang menyusun aturan PPG

dan menunjuk Risk Management & Compliance sebagai

fungsi/unit kerja yang bertugas mengelola PPG sesuai

Surat Keputusan Direksi Nomor KEP.02.01/00/04/2013/155

tanggal 8 April 2013 tentang Penerapan Risk Management

& Compliance sebagai Unit Pengelola dan Pengendalian

Gratifikasi.

Untuk penguatan perangkat telah disahkan Pedoman

Pengelolaan dan Pengendalian Gratifikasi di Lingkungan

Angkasa Pura II melalui Surat Keputusan Bersama Dewan

Komisaris dan Direksi Nomor DKOM.036.2/HK.201/AP

II-2014 tanggal 22 Januari 2014. KEP.02.03.01/01/2014.

Implementasi Pedoman Pengelolaan dan Pengendalian

Gratifikasi dilaksanakan oleh seluruh Insan Angkasa Pura

II. Untuk itu, Angkasa Pura II melaksanakan sosialisasi dan

internalisasi untuk memastikan pedoman tersebut diketahui

dan dijalankan oleh seluruh Insan Perusahaan. Sosialisasi juga

dilakukan kepada para pemangku kepentingan di seluruh

Kantor Cabang dengan memfokuskan materi sosialisasi

kepada Program Pengendalian Gratifikasi.

Sebagai bentuk komitmen Insan Angkasa Pura II untuk

selalu mentaati Pedoman Pengelolaan dan Pengendalian

Gratifikasi, maka Insan Angkasa Pura II wajib melakukan

penandatanganan Pernyataan Komitmen Kepatuhan

Terhadap Penghindaran Gratifikasi, Korupsi, Kolusi dan

Nepotisme (KKN), yang diperbaharui setiap tahun.

In order to improve Clean Governance as well as for the

prevention and eradication of corruption within the Company,

Angkasa Pura II implements Gratuities Control Program (PPG)

in cooperation with the Corruption Eradication Commission

(KPK), which marked by the signing of commitment by the

President Commissioner and President Director of Angkasa

Pura II as well as KPK Gratuities Director in 2013.

As a follow up to the signing of such commitment, a Task

Force is established to prepare PPG rules and appoint Bureau

of Risk Management and Compliance as a work function/

unit tasked to manage PPG in accordance to the Decree of

the Board of Directors No: KEP.02.01/00/04/2013/155 dated

April 8th, 2013 on the Implementation of the Bureau of Risk

Management and Compliance as a Unit of Management and

Control of Gratuities.

For reinforcement of the instrument, Guidelines for Gratuities

Management and Control in Angkasa Pura II through the

Joint Decree of the Board of Commissioners and Board of

Directors No: DKOM.036.2/HK.201/AP II-2014 dated January

22nd, 2014.KEP.02.03.01/01/2014. Implementation of these

guidelines is conducted by the entire personnel of Angkasa

Pura II. To that end, Angkasa Pura II conducts socialization and

internalization to ensure that these guidelines are kpresentn

and exercised by the entire personnel of the Company.

Socialization is also conducted to stakeholders in all Branch

Offices by focusing on socialization material to the Gratuities

Control Program.

As a commitment of Angkasa Pura II personnel to always

obey the Guidelines of Gratuities Management and Control,

all personnel of Angkasa Pura II is mandatory to sign the

Statement of Commitment to Compliance Towards the

Avoidance of Gratuities, Corruption, Collusion and Nepotism

(KKN), which is renewed every year.

pengendaliangratifikasiGratuities Control


Dalam rangka mencegah praktik penyimpangan dan

kecurangan serta untuk memperkuat penerapan praktisi

GCG, Angkasa Pura II menerapkan Sistem Pengaduan

Pelanggaran (Whistleblowing System). Whistleblowing System

adalah sistem yang mengelola pengaduan/penyingkapan

mengenai perilaku melawan hukum, perbuatan tidak etis/

tidak semestinya secara rahasia, anonim dan mandiri yang

digunakan untuk mengoptimalkan peran serta Insan Angkasa

Pura II dan pihak lainnya dalam mengungkapkan pelanggaran

yang terjadi di lingkungan Perusahaan.

pedoman Whistleblowing System

Sebagai penguatan perangkat Whistleblowing System

yang sejalan dengan komitmen Perusahaan untuk terus

menyempurnakan implementasi GCG, Angkasa Pura II

telah memiliki Pedoman Whistleblowing System yang

telah disahkan Pedoman Sistem Pengaduan Pelanggaran

(Whistleblowing System) di Lingkungan Angkasa Pura II

melalui Surat Keputusan Bersama Dewan Komisaris dan

Direksi Nomor DKOM.036.3/HK.201/AP II-2014 tanggal 22

Januari 2014.KEP.02.03.01/01/2014.2.

pengelola Whistleblowing System

Pelaporan pelanggaran ditujukan melalui suatu mekanisme

baku dan dikelola secara profesional oleh Unit Internal

Auditor sebagai Unit Pengelola Sistem Pengaduan

Pelanggaran (WBS) sesuai Surat Keputusan Direksi Nomor

KEP.02.03/00/01/2014/082 tanggal 22 Januari 2014.

Ruang Lingkup pengaduan

Ruang lingkup pengaduan yang dapat disampaikan pada

Whistleblowing System meliputi hal-hal sebagai berikut:

1. Penyimpangan dari peraturan dan perundangan yang

berlaku

2. Penyalahgunaan jabatan untuk kepentingan lain di luar

Perusahaan

3. Pemerasan

4. Perbuatan curang

5. Benturan kepentingan

6. Gratifikasi

perlindungan Terhadap pelapor

Angkasa Pura II memberikan perlindungan terhadap pelapor

yang melaporkan dugaan pelanggaran melalui mekanisme

Whistleblowing System. Kebijakan perlindungan terhadap

pelapor, yaitu sebagai berikut:

1. Identitas Pelapor dijamin kerahasiaannya oleh Perusahaan

2. Perusahaan menjamin perlindungan terhadap Pelapor

dari segala bentuk ancaman, intimidasi ataupun tindakan

tidak menyenangkan dari pihak manapun selama Pelapor

In order to prevent practices of irregularities and fraudulent

as well as to strengthen the implementation of GCG

practitioners, Angkasa Pura II implements a Whistleblowing

System. Whistleblowing System is a system that handles

complaints/disclosures regarding unlawful behavior,

unethical/inappropriate actions secretly, anonymous and

independent used to optimize the participation of Angkasa

Pura II personnel and other parties to disclose violations

occurred within the Company.

Whistleblowing system guidelines

As a reinforcement of Whistleblowing System which in line

with the Company’s commitment to continuously improve

GCG implementation, Angkasa Pura II has had Whistleblowing

System Guidelines which has been ratified through the

Joint Decree of the Board of Commissioners and Board of

Directors No: DKOM.036.3/HK.201/AP II-2014 dated January

22nd, 2014.KEP.02.03.01/01/2014.2.

Whistleblowing system Administrator

Violations reporting is addressed through a standard

mechanism and managed professionally by the Internal Audit

Unit as the Whistleblowing System (WBS) Administrator in

accordance with the Decree of the Board of Directors No:

KEP.02.03/00/01/2014/082 dated January 22nd, 2014.

Reporting scope

Scope of reporting which can be submitted to the

Whistleblowing System consists of matters as follows:

1. Irregularities from the applicable rules and regulations.

2. Misuse of position for other interests outside the Company.

3. Extortion

4. Deception

5. Conflict of Interest

6. Gratuities

Whistleblower protection

Angkasa Pura II provides protection to whistleblowers who

report suspected violations through the Whistleblowing

System mechanism. Whistleblowers protection policy is as

follows:

1. Confidentiality of the Whistleblowers identity is guaranteed

by the Company.

2. The Company guarantees protection against the

Whistleblowers from all forms of threats, intimidation

sistempelaporan pelanggaranWhistleblowing System


menjaga kerahasiaan pelanggaran yang diadukan kepada

pihak manapun.

3. Perlindungan terhadap Pelapor juga berlaku bagi para

pihak yang melaksanakan Investigasi maupun pihak-pihak

yang memberikan informasi terkait dengan Pengaduan/

Penyingkapan tersebut.

Selain perlindungan diatas, Angkasa Pura II juga akan

menyediakan perlindungan hukum. Diharapkan, dengan

adanya jaminan perlindungan ini, akan mendorong setiap

Insan Perusahaan dan Pelapor lainnya untuk berani

melaporkan pelanggaran dan menjamin keamanan Pelapor

dan keluarganya.

media pelaporan

Media Pelaporan yang disediakan oleh Angkasa Pura II

meliputi berbagai media sebagai berikut:

1. Telepon : 021-5505042

2. Fax : 021-5501536

3. Website : www.angkasapura2.co.id

4. Email : [email protected]

Selain itu, dapat juga disampaikan melalui amplop tertutup

dengan memberi kode WBS pada bagian kanan atas amplop

tersebut, yang ditujukan kepada President Director atau Head

of Internal Auditor dengan alamat:


Kantor Pusat - Gedung 600

Bandar Udara Internasional Soekarno-Hatta

Kotak Pos 1001 – 19120

Tangerang

mekanisme pengaduan

Mekanisme pengaduan dilaksanakan sebagai berikut:

1. Pelapor menyampaikan laporan melalui berbagai media

yang disediakan disertai dengan identitas diri yang

sekurang-kurangnya memuat nama/alamat/Nomor

telepon/handphone/faksimili/email dan fotokopi identitas

diri.

2. Menyertakan dokumen pendukung seperti: dokumen

yang berkaitan dengan transaksi yang dilakukan dan/atau

pengaduan pelanggaran yang disampaikan.

3. Pengaduan pelanggaran secara tertulis tanpa identitas

(anonim) dapat dilakukan, namun wajib dilengkapi

dengan fotokopi/salinan dokumen yang berkaitan dengan

transaksi yang dilakukan dan/atau Pengaduan Pelanggaran

yang akan disampaikan.

4. President Director/Head of Internal Auditor/Komisaris

Utama yang menerima pengaduan, mencatat dan

menuangkan dalam format standar.

or disagreeable actions of any party as long as the

Whistleblowers keep the confidentiality of reporting

submitted to any party.

3. Protection against the Whistleblowers also applies for

parties who carry out Investigation or parties who provide

information related to such Complains/Disclosure.

In addition to the above protection, Angkasa Pura II will also

provide legal protection. Hopefully, with this protection

guarantee, it could encourage every personnel of the

Company and other Whistleblowers courageous in reporting

any violations and ensure the security of the Whistleblowers

and their family.

Reporting media

Reporting media provided by Angkasa Pura II consists of

various media as follows

1. Phone : 021-5505042

2. Fax : 021-5501536

3. Website : www.angkasapura2.co.id

4. Email : [email protected]

In addition, it can also be delivered by sealed envelope by

giving WBS code on the top right of the envelope, addressed

to the President Director or the Head of SPI at the address:


Head Office - Building 600

Soekarno-Hatta International Airport

PO Box 1001 - 19120

Tangerang

Reporting mechanism

Reporting mechanism is conducted as follows:

1. Whistleblower submits a report through various media

provided accompanied with personal identity, at least

containing name/address/telephone number/handphone/

fax/email and a copy of personal identity.

2. Include supporting documents such as: documents

relating to transactions carried out and/or complaints of

violations submitted.

3. Complaints of violations in writing without identity

(anonymous) can be conducted, but must be accompanied

with a copy of documents relating to transactions carried

out and/or Complaints of Violations that will be delivered.

4. President Director/Head of SPI/President Commissioner

who receives the complaint, record and poured it in a

standard format.










5. Pengaduan yang disampaikan tanpa identitas (anonim)

tetap diproses, namun demikian dipertimbangkan

terlebih dahulu kesungguhan isi laporan, kredibilitas dan

bukti-bukti yang diajukan serta kemungkinan melakukan

konfirmasi pengaduan.


Utama melakukan penyaringan terhadap laporan tersebut,

apakah terdapat Indikasi Awal. Bila YA makan laporan

akan diteruskan kepada Tim Pengaduan Pelanggaran,

jika TIDAK, maka proses Sistem Pengaduan Pelanggaran

selesai.


Utama melakukan investigasi awal selama 14 hari kerja dan

membuat ringkasannya.

8. Berdasarkan hasil tersebut, President Director atau

Komisaris Utama memutuskan tindak lanjut:

a. Dihentikan, jika tidak memenuhi persyaratan Indikasi

Awal

b. Bekerjasama dengan External Investigator untuk

melakukan investigasi lanjutan jika substansi

pengaduan terkait dengan Direksi, Dewan Komisaris

dan Karyawan satu tingkat di bawah Direksi atau citra/

reputasi Perusahaan dan/atau menimbulkan kerugian

besar dan/atau belum pernah ditindaklanjuti oleh

Internal Auditor.

c. Bekerjasama dengan fungsi terkait lainnya atau

dilakukan oleh Tim Investigasi sesuai dengan substansi

pengaduan/penyingkapan.

9. Laporan Hasil Investigasi Internal maupun External

diselesaikan dalam waktu selambatnya 90 Hari Kerja sejak

keputusan untuk melakukan investigasi diterima dari/oleh

Tim Investigasi dan kemudian dipresentasikan oleh Tim

Investigasi kepada President Director/Komisaris Utama.

10. Berdasarkan hasil laporan tersebut, maka akan diambil

keputusan terkait dengan hal tersebut.

sosialisasi dan evaluasi Whistleblowing System

Angkasa Pura II melaksanakan sosialisasi Whistleblowing

System secara berkelanjutan kepada seluruh Insan Perusahaan

dan secara berkala akan melaksanakan pemutakhiran dan

penyempurnaan dalam rangka perbaikan berkelanjutan sesuai

dengan perkembangan bisnis Perusahaan. Sosialisasi ini

dilaksanakan bersamaan dengan sosialisasi penerapan GCG,

publikasi melalui intranet dan media komunikasi lainnya.

5. Complaints submitted without identity (anonymous) will

still be processed, however, firstly consider the contents

of the report seriousness, credibility and evidences

submitted and the possibility to confirm the complaint.


filters the report, whether there is an Early Indications.

If YES, the report will be forwarded to the Violation

Complaints Team, if NOT, the Violation Reporting System

process is completed.


conducts a preliminary investigation for 14 business days

and makes a summary.

8. Based on these results, the President Director or President

Commissioner decides the follow-up:

a. Terminated, if it does not meet the requirements of

Early Indicators.

b. Cooperate with External Investigator to conduct further

investigations if the substance of the complaint is related

to the Board of Directors, Board of Commissioners and

Employees at one level below the Board of Directors or

the Company’s image/reputation and/or caused large

losses and/or has not been followed-up by SPI.

c. Cooperate with other related functions or conducted

by the Investigation Team in accordance with the

substance of the complaint/disclosure.

9. Report of the Internal and External Investigation is

completed no later than 90 Business Days after the

decision to conduct an investigation is received from/

by the Investigation Team and then presented by the

Investigation Team to the President Director/President

Commissioner.

10. Based on the report, a decision will be taken with respect

to such matters.

socialization and evaluation of Whistleblowing system

Angkasa Pura II conducts socialization of Whistleblowing

System on an ongoing basis to the entire personnel of

the Company and will carry out periodic updates and

improvements within the framework of continuous

improvement in accordance with the Company’s business

development. The socialization is conducted together

with the socialization of GCG implementation, publication

through intranet and other communiation media.


Mengacu pada Kriteria Annual Report Award (ARA) 2015,

indikator mengenai praktik Bad Corporate Governance

sebagai berikut:

1. Adanya laporan sebagai perusahaan yang mencemari

lingkungan.

2. Perkara penting yang sedang dihadapi oleh perusahaan,

entitas anak, anggota Direksi dan/atau anggota Dewan

Komisaris yang sedang menjabat yang tidak diungkapkan

dalam Laporan Tahunan.

3. Ketidakpatuhan dalam pemenuhan kewajiban perpajakan.

4. Ketidaksesuaian penyajian laporan keuangan dengan SAK.

Dari keseluruhan kriteria praktik Bad Corporate Governance,

tidak terdapat satupun yang terdapat pada Angkasa Pura II.

Referring to the 2015 Annual Report Award (ARA) Criteria,

indicators for Bad Corporate Governance Practices as

follows:

1. The existence of report stating that the Company has

polluted the environment.

2. Legal proceedings faced by the Company, subsidiaries,

active members of the Board of Directors and/or Board

of Commissioners members undisclosed in the Annual

Report.

3. Non-compliance in the fulfillment of tax obligations.

4. Incompatibility in the presentation of financial statements

with Financial Accounting Standards

From the overall criteria of Bad Corporate Governance

practices, none of them are found in Angkasa Pura II.

praktik bad corporategovernanceBad Corporate Governance Practices

423

beyondchallengetanggung jawabsosial dan lingkunganCorporate Social Responsibility


tanggung jawab sosialperusahaanCorporate Social Responsibility

Sesuai misi Perusahaan, Angkasa Pura II senantiasa berkomitmen untuk memberikan pelayanan yang terbaik dan perlindungan kepada pelanggan sebagai pengguna jasa bandara, meningkatkan kesejahteraan karyawan dan keluarganya serta meningkatkan kepedulian sosial terhadap masyarakat umum dan lingkungan sekitar bandara melalui program Corporate Social Responsibility (CSR) yang sesuai dengan prinsip tata kelola Angkasa Pura II yang berkelanjutan.

In accordance to the Company’s mission, Angkasa Pura II is always

committed to provide the best service and protection to customers

as airport services users, improve the welfare of employees and

their families as well as to increase social awareness towards public

community and environment around the airport through Corporate

Social Responsibility (CSR) programs in accordance with the

sustainable governance principles of Angkasa Pura II.


Dalam rangka mendukung peran Perusahaan dalam

pembangunan yang berkelanjutan (sustainable development),

selain mencetak laba (profit), Angkasa Pura II berkomitmen

untuk terlibat aktif dalam pemenuhan kesejahteraan

masyarakat (people) dan berkontribusi menjaga kelestarian

lingkungan (planet) melalui program Tanggung Jawab Sosial

Perusahaan (Corporate Social Responsibility/CSR)) yang

terintegrasi dengan prinsip-prinsip tata kelola perusahaan

yang baik. Komitmen Angkasa Pura II tersebut sejalan dan

mengacu pada ketentuan pemerintah terkait tanggung jawab

sosial perusahaan, antara lain:

1. Undang-Undang Nomor 40 Tahun 2007 tentang

Perseroan Terbatas.

2. Undang-Undang Nomor 19 Tahun 2003 Pasal 88 tentang

Badan Usaha Milik Negara.

3. Peraturan Pemerintan Nomor 47 Tahun 2012 tentang

Tanggung Jawab Sosial dan Lingkungan Perseroan

Terbatas.

4. Peraturan Menteri Negara BUMN No.PER-05/MBU/2007

tentang Program Kemitraan Badan Usaha Milik Negara

dengan Usaha Kecil dan Progam Bina Lingkungan.

5. Peraturan Menteri Negara BUMN No.PER-08/ MBU/2013

tanggal 10 September 2013 tentang Perubahan Keempat

atas Peraturan Menteri Negara Badan Usaha Milik Negara

No.PER-05/MBU/2007 tentang Program Kemitraan

Badan Usaha Milik Negara dengan Usaha Kecil dan

Program-program Bina Lingkungan.

Angkasa Pura II menyakini implementasi CSR dalam jangka

panjang akan memberikan banyak manfaat bagi Angkasa Pura

II, terutama pada aspek tumbuhnya kepercayaan, terciptanya

keharmonisan dan meningkatkan reputasi yang pada

akhirnya memiliki implikasi pada penciptaan nilai tambah

yang mendorong kelancaran kestabilan dan pertumbuhan

usaha Perusahaan.

Secara keseluruhan, kegiatan CSR Angkasa Pura II yang

dilaksanakan sepanjang tahun 2015, mencakup: program yang

terkait dengan tanggung jawab kepada pelanggan; program

di bidang ketenagakerjaan, kesehatan dan keselamatan kerja;

program pengembangan sosial dan kemasyarakatan; dan

program pengelolaan dan pelestarian lingkungan hidup.

Sesuai dengan ketentuan Otoritas Jasa Keuangan (OJK)

melalui Surat Keputusan Ketua Bapepam-LK Nomor Kep-431/

BL/2012 tanggal 1 Agustus 2012 tentang Penyampaian Laporan

Tahunan Emiten atau Perusahaan Publik, setiap tahun Angkasa

Pura II telah menyusun Laporan Keberlanjutan yang memuat

secara lengkap informasi kegiatan CSR yang dilaksanakan

oleh Perusahaan. Laporan yang dibuat dengan menggunakan

standar internasional yang dikeluarkan oleh Global Reporting

Initiative (GRI) tersebut, merupakan laporan tersendiri tetapi

merupakan bagian yang tak terpisahkan dari Laporan Tahunan.

In order to support the Company’s role in sustainable

development, in addition to make a profit (profit), Angkasa

Pura II is committed to be actively involved in meeting the

community welfare (people) and contribute in preserving

the environment (planet) through the Corporate Social

Responsibility (CSR) programs that are integrated with the

good corporate governance principles. Commitment of

Angkasa Pura II is in line and refers to the government’s

provisions related to corporate social responsibility, among

others:

1. Law No. 40 Year 2007 on Limited Liability Companies.

2. Law No. 19 Year 2003 Article 88 on State-Owned

Enterprises.

3. Government Regulation No. 47 Year 2012 on Social

and Environmental Responsibilities of Limited Liability

Companies.

4. Regulation of the State Minister of SOEs No.PER-05/

MBU/2007 on the SOEs Partnership Program With Small

Business and the Community Development Program.

5. Regulation of the State Minister of SOEs No: PER-08/

MBU/2013 dated September 10th, 2013 about the Fourth

Amendment on Regulation of the SOEs State Minister No:

PER-05/MBU/2007 about the SOEs Partnership Program

With Small Business and the Community Development

Program.

Angkasa Pura II believes that CSR implementation in the long

run will provide many benefits for Angkasa Pura II, especially

in the aspects of confidence growth, the creation of harmony

and improved reputation, which in turn has implications for

the creation of added value that encourages the smoothness,

stability and growth of the Company’s business.

In overall, the CSR activities of Angkasa Pura II which

performed during 2015, include: programs related to

responsibility to the customer; programs in the fields of

employment, occupational health and safety; social and

community development programs; and the program of

environmental management and conservation.

In accordance with the provisions of the Financial Services

Authority (FSA) by the Decree of the Chairman of Bapepam-

LK No. KEP-431/BL/2012 dated August 1st, 2012 on the

Submission of Annual Report of Listed or Public Companies,

each year, Angkasa Pura II has prepared a Sustainability

Report which contains a comprehensive information of CSR

activities undertaken by the Company. Reports are made

using international standards issued by the Global Reporting

Initiative (GRI) in a separate report but it is an integral part of

the Annual Report.










Angkasa Pura II berkomitmen untuk menjalankan

tanggung jawab sosial Perusahaan terhadap lingkungan

hidup dalam rangka mengurangi dampak lingkungan dari

kegiatan Perusahaan maupun kegiatan manusia pada

umumnya. Komitmen Angkasa Pura II untuk tetap menjaga

dan mempertahankan sekaligus pelestarian lingkungan

telah dituangkan dalam Peraturan Perusahaan Nomor

38 Tentang Master Plan Eco-Airport PT Angkasa Pura II

(Persero) yang ditetapkan dalam Keputusan Direksi Nomor:

KEP.02.04/10/2012. Tujuan dan inisiatif dari Master Plan Eco-

Airport adalah untuk melindungi lingkungan dari pengaruh

dampak penting pengoperasian serta pengembangan bandar

udara yang didasarkan pada kerangka pengelolaan lingkungan

di bandar udara dan sekitarnya.

Pembahasan mendalam mengenai kinerja tanggung jawab

sosial Angkasa Pura II dalam aspek lingkungan hidup dapat

dilihat dalam Laporan Keberlanjutan Tahun 2015 Angkasa

Pura II.

penggunaan energi Ramah Lingkungan

Angkasa Pura II dalam menjalankan operasional usaha jasa

kebandarudaraan tidak menggunakan material dan energi

langsung, namun menggunakan energi tidak langsung berupa

energi listrik yang dipasok oleh PT PLN (Persero). Salah satu

wujud kepedulian terhadap energi ramah lingkungan melalui

upaya penghematan energi yaitu pemasangan Taxiway Light

di Bandara Soekarno-Hatta sudah menggunakan lampu jenis

LED yang lebih hemat energi.

Lebih lanjut, sebagai bentuk tanggung jawab sosial Perusahaan

terhadap lingkungan hidup, Angkasa Pura II telah melakukan

upaya untuk mengembangkan konsep bandar udara yang

mendukung pelestarian alam dan ramah lingkungan, antara

lain:

1. Konsep Airport Garden dan Eco Airport

Pengembangan bandar udara yang dimiliki Angkasa Pura

II telah menggunakan konsep airport garden dengan

memberikan ruang/daerah resapan air dan tataruang

bandara bernuansa taman.

2. Desain Bangunan Ramah Lingkungan

Desain bangunan bandar udara dengan tema ramah

lingkungan telah diterapkan di beberapa bandar udara

antara lain Bandar Udara Kualanamu dan pengembangan

Bandar Udara Soekarno-Hatta. Spesifikasi yang diterapkan

antara lain:

• Atapbangunanbergayamoderndenganpemanfaatan

sinar dari luar untuk penerangan siang hari, sehingga

terdapat penghematan energi listrik.

• Dinding kaca bangunan yang transparan sehingga

memungkinkan cahaya masuk kedalam bangunan.

Angkasa Pura II is committed to conduct corporate social

responsibility towards environment in order to reduce the

environmental impacts from the Company’s activities and

human activities in general. Commitment of Angkasa Pura II

to keep and maintain as well as preserving the environment

has been set forth in the Company’s Regulation No. 38 on

Eco-Airport Master Plan of PT Angkasa Pura II (Persero)

stipulated in the Decree of the Board of Directors No:

KEP.02.04/10/2012. Objectives and initiatives from the Eco-

Airport Master Plan are to protect the environment from the

effect of significant impact from operations as well as airport

development based on the framework of environmental

management at airports and surrounding areas.

In-depth discussion on the social responsibility performance

of Angkasa Pura II in the aspects of environment can be seen

in the 2015 Sustainability Report of Angkasa Pura II.

Use of environmentally Friendly energy

Angkasa Pura II in running its airport services business

operations does not use direct material and energy, but using

indirect energy in the form of electrical energy supplied

by PT PLN (Persero). One manifestation of concern for

environmentally friendly energy through energy saving

measures is the installation of taxiway light at Soekarno-Hatta

Airport that is already using LED type lights that are more

energy efficient.

Furthermore, as a form of corporate social responsibility

towards the environment, Angkasa Pura II has made efforts

to develop the concept of airports that support the nature

conservation and environmentally friendly, among others:

1. Airport Garden and Eco Airport Concept

Development of airports owned by Angkasa Pura II

has adopted the airport garden concept by providing

water infiltration room/area and airport with garden

atmospheres.

2. Environmentally Friendly Building Design

Environmentally friendly airport building design has been

adopted in several airports among others the Kualanamu

Airport and the development of Soekarno-Hatta Airport.

Implemented specification among others:

• Modern style rooftopwith the use of external beam

for illumination during the day, so there is a saving of

electrical energy.

• Transparentbuildingglasswalltoallowsunlightenters

the building.

tanggung jawab sosial perusahaan terhadap lingkungan hidupCorporate Social Responsibility Towards Environment


3. Pengelolaan Limbah/Sampah Air (Cair)

Sistem water treatment sehingga air dapat dikembalikan

ke alam dengan aman sebagai penyiraman tanaman dan

taman bandara.

4. Pengelolaan Limbah/Sampah Padat

Pengelolaan Limbah padat melalui proses pembakaran

untuk menghilangkan endemi penyakit dari daerah lain,

khususnya dari luar negeri.

sistem pengelolaan Limbah

Dalam rangka mewujudkan bandar udara yang bersih dan

sehat, diperlukan suatu pengelolaan limbah padat/sampah

serta limbah B3 secara terpadu dan terintegrasi dengan baik

sehingga tidak menimbulkan dampak negatif seperti bau,

penyakit, kotor, dan dampak lainnya. Komitmen terhadap

pelestarian lingkungan tersebut diperkuat dengan keputusan

Direksi PT Angkasa Pura II (Persero) Nomor: KEP.14.11/04/2014

tentang Pengelolaan Limbah Padat/Sampah serta Limbah

Bahan Berbahaya dan Beracun (B3) di Bandar Udara PT


Salah satu komponen lingkungan yang menjadi perhatian

dalam mewujudkan eco airport adalah pengelolaan limbah

padat termasuk di dalamnya limbah Bahan Berbahaya dan

Beracun (limbah B3). Limbah padat/sampah merupakan

salah satu dampak pengoperasian bandar udara. Sampah

yang dihasilkan bandar udara dikategorikan sebagai sampah

sejenis rumah tangga dalam kawasan khusus.

Berikut tahapan Pengelolaan Limbah Bandar Udara:

1. Tahap 1 – Pemilahan

Melakukan pemilahan paling sedikit terhadap 5 (lima)

jenis sampah antara lain sampah mengandung Bahan

Berbahaya dan Beracun (B3) serta limbah B3, sampah

mudah terurai, sampah yang dapat digunakan kembali,

sampah yang dapat didaur ulang, dan sampah lainnya.

2. Tahap 2 – Pengumpulan

Menyediakan TPS, TPS 3R (Reduce, Reuse, Recycle), dan

menyediakan alat pengumpul untuk sampah terpilah.

3. Tahap 3 – Pengangkutan

Pengangkutan sampah dari TPS atau TPS 3R ke Tempat

Pemrosesan Akhir (TPA).

4. Tahap 4 – Pengolahan

Pengolahan berupa pemadatan sampah, pengomposan

sampah, pendaurulangan materi sampah, mengubah

sampah menjadi energi.

5. Tahap 5 – Hasil Akhir

Limbah/Sampah Bandar Udara dikelompokkan dalam 4

(empat) kategori antara lain:

a. Limbah/Sampah Landside (Terminal, Kargo,

3. Water (Liquid) Waste/Trash Management

Water treatment system so that the water can be safely

returned to nature as watering of plants or airport gardens.

4. Solid Waste/Trash Management

Solid waste management through a combustion process

to eliminate epidemic disease from other regions,

escpecially from outside the country.

Waste management system

In order to realize a clean and healthy airport, requires an

integrated management of solid waste/trash as well as B3 waste

and well integrated so as not to cause negative impacts such

as odors, disease, soiled, and other impacts. Commitment to

the environment conservation is strengthened by the Decree

of the Board of Directors of PT Angkasa Pura II (Persero) No:

KEP.14.11/04/2014 on Management of Solid Waste/Trash as

well as B3 Waste at the Airport of PT Angkasa Pura II (Persero).

One of the environmental components of concern in realizing

eco airport is the management of solid waste including

hazardous and toxic waste (B3 waste). Solid waste/trash is

one of the impacts of airport operations. Waste generated by

airports is categorized as a kind of household garbage in the

special zones.

Following is Airport Waste ManagementBerikut tahapan

Pengelolaan Limbah Bandar Udara:

1. Stage 1 – Sorting

Perform sorting at least to 5 (five) type of trashes, among

others: trash containing B3 and B3 waste, biodegradable

trash, reusable trash, recycleable trash, and other type of

trash.

2. Stage 2 – Collection

Provide Trash Bin (TPS - Tempat Pembuangan Sampah), 3R

TPS (Reduce, Reuse, Recycle), and provide trash collection

tools for sorted trash

3. Stage 3 – Delivery

Trash delivery from TPS or 3R TPS to the Final Processing

Point (TPA - Tempat Pemrosesan Akhir).

4. Stage 4 – Processing

The processing shall be in the form of: trash compacting,

composing trash, recycling trash materials, converting

trash into energy.

5. Stage 5 – End Result

Airport Waste/Trash is grouped into 4 (four) categories,

among others:

a. Landside Waste/Trash (Terminal, Cargo, Office,










Perkantoran, Landscape, Parkir)

b. Limbah/Sampah Proyek Pengembangan Bandar udara

c. Limbah/Sampah Airside (Pesawat, Landscape)

d. Limbah/Sampah B3 (Limbah Airside, Limbah Landside,

Kendaraan, Genset)

skema pengelolaan Limbah/sampah Landside bandar Udara

Landscape, Parking)

b. Airport Development Project Waste/Trash

c. Airside Waste/Trash (Airplane, Landscape)

d. B3 Waste/Trash (Airside Waste, Landside Waste,

Vehicles, Power Generator)

Airport Landside Waste/Trash management scheme

skema pengelolaan Limbah/sampah Airside bandar Udara Airport Airside Waste/Trash management scheme


skema pengelolaan Limbah/sampah bahan berbahaya dan

beracun (b3) bandar Udara

Airport Hazardous and Toxic Waste/Trash management (b3)

scheme

skema pengelolaan Limbah/sampah proyek pengembangan

bandar Udara

Skema pengelolaan limbah/sampah proyek pengembangan

bandar udara sama dan sesuai dengan skema pengelolaan

limbah/sampah landside bandar udara.

pengurangan emisi gas Rumah Kaca

Angkasa Pura II terus mendukung upaya Pemerintah dalam

program mitigasi emisi Gas Rumah Kaca (GRK). Upaya dan

inisitif pengurangan energi yang dilaksanakan oleh Angkasa

Pura II, yakni melalui pengurangan emisi dari kegiatan operasi

dengan melakukan penghematan energi dan pengurangan

emisi secara alami dengan merealisasikan program

penanaman pohon di dalam maupun di luar daerah operasi

Perusahaan dengan tanaman yang mampu menyerap CO2.

sertifikasi di bidang Lingkungan Hidup

Bandar udara yang berada di lingkungan Angkasa Pura II

dilengkapi dengan Dokumen Lingkungan Hidup (Amdal)

sebagai pedoman dalam mengelola lingkungan hidup terkait

dengan pengembangan dan operasional bandar udara.

Pemantauan hasil pengelolaan lingkungan di setiap bandar

udara dilaporkan dalam bentuk laporan RKL/RPL kepada

badan lingkungan hidup setempat, Kementerian Lingkungan

Hidup, dan Kementerian Perhubungan.

Waste/Trash management scheme of Airport development

project

Waste/trash management scheme of airport development

project similar and align with the waste management scheme

of airport landside.

greenhouse gas emissions Reduction

Angkasa Pura II continues to support the Government’s efforts

in the mitigation program of Greenhouse Gas emissions.

Energy reduction efforts and initiatives undertaken by

Angkasa Pura II, namely through the reduction of emissions

from operating activities by conducting energy saving and

reducing emissions naturally by the realization of tree planting

program inside and outside the Company’s operating areas

with plants that could absorb CO2.

Certifications in the environmental Field

Airport which is located in the environment of Angkasa Pura

II is equipped with Environmental Documents as guideline

in managing the environment related to the development

and operations of airport. Monitoring of environmental

management results at each airport is reported in the form of

RKL/RPL Report to local environmental agency, the Ministry

of Environment, and the Ministry of Transportation.










Secara internal, Angkasa Pura II bertanggung jawab terhadap

kesehatan dan keselamatan kerja serta kesejahteraan setiap

karyawannya. Berbagai program kesehatan dan keselamatan,

program peningkatan kualitas dan profesionalisme, evaluasi

kinerja, serta program kesejahteraan dilakukan oleh Angkasa

Pura II secara rutin sebagaimana di tahun-tahun sebelumnya.

Pembahasan mendalam mengenai program tanggung

jawab sosial Angkasa Pura II dalam aspek ketenagakerjaan,

kesehatan dan keselamatan kerja dapat dilihat di Bagian

Laporan SDM pada Laporan Tahunan Ini.

Undang-Undang Nomor 13 Tahun 2003 tentang

Ketenagakerjaan, Undang-Undang Nomor 2 Tahun 2004

tentang Penyelesaian Perselisihan Hubungan Industrial,

Undang-Undang Nomor 1 Tahun 1970 tentang Keselamatan

Kerja serta Perjanjian Kerja Bersama (PKB) antara manajemen

dan serikat karyawan, menjadi acuan seluruh kebijakan

ketenagakerjaan untuk memastikan kepatuhan terhadap

perundang-undangan yang berlaku dan meminimalkan

terjadinya pelanggaran terhadap hak asasi manusia dalam

hubungan kerja.

Hubungan Industrial

Angkasa Pura II berupaya memastikan terjalinnya hubungan

yang saling menghormati dan mampu menciptakan

keseimbangan antara pemenuhan hak dan pelaksanaan

kewajiban, melalui komunikasi intensif dan keterlibatan

antara Angkasa Pura II dan karyawan dalam mencapai target

Perusahaan. Oleh karena itu, Angkasa Pura II mendukung

aktivitas Serikat Pekerja Angkasa Pura II (Sekarpura II) atau

disingkat SEKARPURA yang beranggotakan sekitar 82%

karyawan. Hubungan konstruktif yang saling menghormati

tersebut dimanifestasikan dalam bentuk butir-butir

kesepakatan dan aturan sebagaimana tercantum pada

Perjanjian Kerja Bersama (PKB), yang ditinjau dan diperbaharui

secara berkala serta ditandatangani oleh Manajemen dan

SEKARPURA.

Angkasa Pura II mendayagunakan hubungan konstruktif

dengan SEKARPURA dengan menyelenggarakan pertemuan

berkala guna mensosialisasikan kebijakan dan program

Manajemen serta untuk penyelesaian permasalahan

hubungan industrial maupun penyelesaian keluhan karyawan.

Kesetaraan gender dan Kesempatan Kerja

Pada prinsipnya, Angkasa Pura II tidak melakukan diskriminasi

gender dalam hal manajemen sumber daya manusia. Hal ini

berlaku dari proses rekrutmen dan pengembangan hingga

berakhirnya masa jabatan seseorang. Meski demikian, jumlah

karyawan laki-laki di Angkasa Pura II jauh lebih besar dari

Internally, Angkasa Pura II is responsible for occupational

health and safety as well as the welfare of each employee.

Various health and safety programs, programs to improve

quality and professionalism, performance evaluation, and

welfare programs are conducted by Angkasa Pura II on a

regular basis as in the previous years. In-depth discussion

about the social reponsibility program of Angkasa Pura II in

the aspects of employment, occupational health and safety

can be found the HR Report Section in this Annual Report.

Law No. 13 Year 2003 on Employment, Law No. 2 Year 2004

on Settlement of Industrial Relations Disputes, Law No. 1

Year 1970 on Occupational Safety and Collective Labor

Agreement (CLA) between the Management and the Labor

Union, becomes the reference of all employment policies to

ensure compliance with applicable laws and minimize the

occurrence of violations of human rights in the employment

relationship.

Industrial Relations

Angkasa Pura II seeks to ensure relations of mutual respect

and capable of creatting a balance between the fulfillment

of rights and implementation of obligations, through

intensive communication and involvement between Angkasa

Pura II and employees in achieving the Company’s targets.

Therefore, Angkasa Pura II supports the activities of Labor

Union of Angkasa Pura II (Sekarpura II) or abbreviated

SEKARPURA comprising approximately 82% of employees.

Constructive relationship of mutual respect is manifested in

the form of points of agreement and rules as stated in the

Collective Labor Agreement (CLA), which is reviewed and

updated on a regular basis and signed by the Management

and SEKARPURA.

Angkasa Pura II utilizes constructive relationship with

SEKARPURA by holding regular meetings in order to socialize

the policies and programs of management as well as to the

settlement of industrial relations issues and settlement of

employees complaints.

equality of gender and Work opportunity

In principle, Angkasa Pura II does not implement gender

discrimination in terms of human resources management.

This applies from the process of recruitment and development

until after the expiration of one’s tenure. However, the

number of male employees in Angkasa Pura II is much larger

tanggung jawab sosial perusahaanterhadap ketenagakerjaan, kesehatan,dan keselamatan kerjaCorporate Social Responsibility Towards Employment,Occupational Health and Safety


jumlah karyawan perempuan. Pada tahun 2015, jumlah

karyawan Angkasa Pura II mencapai 5.546 orang, yang terdiri

dari 4.483 orang karyawan laki-laki dan 1.063 orang karyawan

perempuan. Dengan jumlah tersebut, maka komposisi karyawan

perempuan tahun 2015 hanya 23,7% dari total karyawan.

Jumlah Karyawan Angkasa pura II Tahun 2015 berdasarkan

Jenis Kelamin

than the number of female employees. In 2015, the number

of Angkasa Pura II employees reached 5,546 people, consists

of 4,483 male employees and 1,063 female employees. With

this amount, the composition of female employees in 2015

only 23.7% of total employees.

Total employees of Angkasa pura II in 2015 based on gender

Jenis Kelamin Gender Jumlah Karyawan Total Employees

Laki-Laki Male 4.483

Perempuan Female 1.063

Total 5.546

Rekrutmen dan perputaran (Turnover) Karyawan

Angkasa Pura II menerapkan asas kesamaan kesempatan

dalam proses rekrutmen. Oleh karenanya rekrutmen

karyawan Angkasa Pura II pada dasarnya dilakukan secara

terbuka bagi siapapun. Untuk mendapatkan calon karyawan

yang berkualitas serta bertalenta terbaik untuk mengisi

posisi tertentu, Angkasa Pura II menerapkan beberapa pola

rekrutmen, sebagai berikut:

a. Rekrutmen internal

Rekrutmen internal dilakukan dengan mengoptimalkan

sumber daya yang telah dimiliki sebagai bentuk percepatan

pergerakan karir karyawan.

b. Rekrutmen eksternal,

Rekrutmen eksternal difokuskan pada perekrutan

karyawan berpendidikan yang lebih tinggi dan karyawan

dengan kompetensi yang belum dimiliki Angkasa Pura II.

pengembangan Kompetensi Karyawan

Angkasa Pura II merealisasikan program pengembangan

kompetensi dengan kesempatan yang terbuka bagi seluruh

karyawan yang dikelola melalui Unit Pendidikan dan

Pelatihan. Penguatan kompetensi SDM dilakukan dengan

kegiatan Pelatihan dan Pendidikan (Diklat) yang bersifat

perubahan kompetensi dan pengembangan kompetensi,

baik yang terkait langsung maupun tidak langsung terhadap

strategi bisnis dan operasional. Pelatihan untuk perubahan

kompetensi bertujuan untuk menyiapkan kompetensi

karyawan agar mampu menyikapi perubahan. Sementara itu,

pelatihan untuk pengembangan kompetensi bertujuan untuk

menyiapkan karyawan dengan kompetensi tertentu guna

mendukung portofolio bisnis Angkasa Pura II.

peningkatan Kesejahteraan Karyawan

Angkasa Pura II senantiasa berupaya terus meningkatkan

kesejahteraan karyawan guna meningkatkan motivasi kinerja

employee Recruitment and Turnover

Angkasa Pura II applies the principle of equal opportunity

in the recruitment process. Therefore, the recruitment of

Angkasa Pura II employees were generally open to anyone.

To get qualified candidates as well as the best talent to fill

certain positions. Angkasa Pura II applies several recruitment

patterns, as follows:

a. Internal Recruitment

Internal recruitment is conducted by optimizing the

resources that have been owned as a form of accelerating

the movement of employees career.

b. External Recruitment

External recruitment is focused on the recruitment

of higher educated employees and employees with

competence which yet owned by Angkasa Pura II.

employee Competence development

Angkasa Pura II realize competence development program

with open opportunities for all employees that are managed

through the Education and Training Unit. Strengthening of

HR competence can be accomplished through education

and training activities which is a change of competence

and competence development, both directly and indirectly

related to the business strategy and operations. Training

for competence changes aims to prepare employee’s

competence to be able to address changes. Meanwhile,

training for competence development aims to prepare

employees with specific competence to support the business

portfolio of Angkasa Pura II.

employee Welfare Improvement

Angkasa Pura strives continuously to improve the welfare of

employees in order to improve the performance motivation










dan loyalitas karyawan terhadap Perusahaan. Angkasa Pura

II memberikan remunerasi kepada para karyawannya berupa

gaji pokok, intensif prestasi, tunjangan dan fasilitas lainnya

berdasarkan jenjang jabatan, masa kerja dan penilaian

kinerja individu yang dicapai oleh karyawan tanpa adanya

unsur diskriminasi.

Angkasa Pura II juga senantiasa memperhatikan para

karyawannya dalam penjaminan hari tuanya dengan

menyelenggarakan program pensiun manfaat pasti untuk

seluruh karyawan tetapnya. Program ini dilaksanakan

melalui Dana Pensiun Angkasa Pura II (DAPENDA) dengan

Surat Keputusan Direksi Angkasa Pura II No.KEP.549/KP.308/

Angkasa Pura II-98 tanggal 06 Oktober 1998 serta telah

diperbaharuidengan SK No.KEP.695/KP.308/ Angkasa Pura

II-2003 tanggal 31 Desember 2003.

Kesehatan dan Keselamatan Kerja

Angkasa Pura II berkomitmen untuk melakukan pengelolaan

kesehatan dan keselamatan kerja (K3) yang difokuskan

untuk mencapai tingkat kecelakaan nihil atau zero accident.

Komitmen tersebut diwujudkan dalam kebijakan Perusahaan

terkait K3 yang diatur dalam Keputusan Direksi No.KEP.088/

KP.204/APII-2002. Pengelolaan K3 yang dilakukan Angkasa

Pura II didasarkan pada peraturan ketenagakerjaan dan aturan

K3 Dinas Tenaga Kerja setempat serta dievaluasi dan dinilai

setiap tahun.

Angkasa Pura II menyediakan fasilitas layanan kesehatan yang

dikelola secara swakelola oleh unit yang membidangi yaitu

Pelayanan Administrasi dan Umum bagi karyawan beserta

keluarga inti yang menjadi tanggungannya yang diharapkan

berdampak pada perbaikan produktivitas Angkasa Pura II.

Fasilitas kesehatan bagi karyawan Angkasa Pura II tercantum

dalam surat perjanjian kerja (kontrak kerja) antara Perusahaan

dengan karyawan bersangkutan. Besarnya fasilitas kesehatan

yang diterima oleh karyawan tergantung pada jabatan sesuai

dengan ketentuan yang berlaku.

Sedangkan untuk meminimalisir risiko dan mencegah

terjadinya insiden kecelakaan kerja, Angkasa Pura II

mengupayakan lingkungan kerja yang nyaman dan aman

bagi karyawan dengan memastikan seluruh unit operasi

memiliki sarana dan prasarana terkait aspek keamanan dan

keselamatan kerja. Angkasa Pura II juga terus melakukan

sosialisasi dan tindakan tegas dalam rangka membudayakan

sikap patuh karyawan terhadap peraturan perundangan

tentang keselamatan kerja.

and employee loyalty to the Company. Angkasa Pura II

provides remuneration to its employees in the form of basic

salary, achievement incentive, allowances and other facilities

based on the position hierarchy, tenure and individual

performance assessment achieved by employees without

any element of discrimination.

Angkasa Pura II also pays attention to its employees in

guaranteeing their old age with defined benefits pension

plans for all its permanent employees. The program is

implemented through the Pension Fund of Angkasa Pura

II (DAPENDA) with the Decree of the Board of Directors of

Angkasa Pura II No.KEP.549/KP.308/Angkasa Pura II-98 dated

October 06th, 1998 and has been renewed with Decree

No.KEP.695/KP.308/ Angkasa Pura II-2003 dated December

31st, 2003.

occupational Health and safety

Angkasa Pura II is committed to the management of

occupational health and safety (K3) which is focused to

achieve a zero accident rate. The commitment is embodied

in the Company’s policies related to K3 stipulated in the

Decree of the Board of Directors No. KEP.088/KP/204/

APII-2002. K3 management conducted by Angkasa Pura II

is based on employment regulations and rules of K3 of the

local Department of Labor which evaluated and assessed

every year.

Angkasa Pura II provides health care facility which is self-

managed by the unit in charge, namely the General Affairs

and Administration Services for employees and their core

family dependents that are expected to have an impact on

improvements of Angkasa Pura II productivity. Health facilities

for employees of Angkasa Pura II specified in the work

agreement letter (work contract) between the Company and

the employees concerned. The amount of health facilities

received by employees depend on their positions according

to the applicable provisions.

Meanwhile, to minimize the risk and prevent the occurence

of occupational accidents, Angkasa Pura II is seeking to

create a work environment that is comfortable and safe

for employees to ensure that all operating units have the

facilities and infrastructure related to occupational security

and safety aspects. Angkasa Pura II also continued to

socialize and act decisively in order to cultivate the attitude

of obedient of employees against the laws and regulations

on occupational safety.


Angkasa Pura II menyadari keberlangsungan bisnis

Perusahaan tidak lepas dari partisipasi masyarakat. Partisipasi

dan dukungan masyarakat terhadap pencapaian kinerja

Perusahaan menuntut Angkasa Pura II untuk memberikan

imbal balik manfaat kepada masyarakat sebagai bentuk

tanggung jawab sosial kemasyarakatan. Sebagai Badan

Usaha Milik Negara, implementasi tanggung jawab sosial

perusahaan diwujudkan melalui Program Kemitraan dan Bina

Lingkungan (PKBL).

Pelaksanaan PKBL Angkasa Pura II dimulai sejak tahun

1991 yang dahulu unit yang melaksanakan bernama PUKK

(Pembinaan Usaha Kecil dan Koperasi) dan sejak tahun 2007

sesuai Peraturan Menteri Badan Usaha Milik Negara Nomor:

PER-05/MBU/2007 berubah menjadi unit PKBL (Program

Kemitraan dan Bina Lingkungan) dan saat ini PKBL diatur

dalam peraturan terbaru yaitu Surat Keputusan Menteri BUMN

Nomor : PER-09/MBU/07/2015 Tanggal 03 Juli 2015 tentang

Program Kemitraan BUMN Dengan Usaha Kecil dan Program

Bina Lingkungan. Bentuk program PKBL Angkasa Pura II

diarahkan untuk dapat mengatasi, mengurangi permasalahan

sosial, menggali resources, membina dan mengupayakan

perubahan perilaku serta mengupayakan pencapaian

kesejahteraan masyarakat pada akhirnnya tercipta adanya

keharmonisan yang berkelanjutan diantara Angkasa Pura II

dan masyarakat. Secara koheren dan berkesinambungan,

program PKBL Angkasa Pura II yang tidak hanya memberi

manfaat jangka panjang bagi masyarakat dan lingkungan

sekitar, tetapi juga melibatkan masyarakat dan para pemangku

kepentingan lain yang terkait.

Pelaksanaan program PKBL Angkasa Pura II mengacu pada:

1. Surat Keputusan Menteri Negara BUMN Nomor: PER-

05/MBU/2007 tanggal 27 April 2007 tentang Program

Kemitraan dan Bina Lingkungan.

2. Surat Keputusan Menteri Negara BUMN Nomor: KEP.100/

MBU/2002 tentang Penilaian Tingkat Kesehatan Badan

Usaha Milik Negara.

3. Standar Operasional Prosedur (SOP) PKBL PT Angkasa

Pura II (Persero) Nomor : KEP.01.02.08/12/2008 tanggal

22 Desember 2008.

4. Surat Edaran Menteri Negara BUMN Nomor: SE-02/ MBU/

Wk/2012 Tanggal 23 Februari 2012 Tentang Penetapan

Pedoman Akuntansi Program Kemitraan dan Bina

Lingkungan.

5. Surat Keputusan Menteri BUMN Nomor: PER-20/

MBU/2012 Tanggal 27 Desember 2012 Tentang Perubahan

Atas Peraturan Menteri Negara BUMN Nomor: PER-

05/ MBU/2007 tanggal 27 April 2007 tentang Program

Kemitraan dan Bina Lingkungan.


MBU/2013 Tanggal 10 September 2013 tentang Perubahan

Keempat Atas Peraturan Menteri Negara BUMN Nomor

Angkasa Pura II realize that the Company’s business

sustainability is inseparable from public participation.

Community participation and support towards the

achievement of the Company’s performance demanded

Angkasa Pura II to provide reciprocal benefits to the

community as a form of community social responsibility.

As a State-Owned Enterprise, implementation of corporate

social responsibility is manifested through the Partnership

and Community Development Program (PKBL).

Implementation of PKBL of Angkasa Pura II began in 1991

which first unit was named PUKK (Coaching of SME and

Cooperation) and since 2007, according to the Regulation

of the Minister of State-Owned Enterprises No: PER-05/

MBU/2007 changed into the PKBL unit (Partnership and

Community Development Program) and currently PKBL is

regulated in the latest regulation namely the Decree of the

Minister of SOEs No: PER-09/MBU/07/2015 dated July 03rd,

2015 on the SOEs Partnership Program With Small Business

and the Community Development Program. The form of

PKBL program of Angkasa Pura II is directed to overcome,

reduce social issues, explore resources, and strive to foster

behavioral change and pursue the achievement of public

welfare which eventually created their sustainable harmony

between Angkasa Pura II and the community. Coherently and

sustainably, PKBL program of Angkasa Pura II which is not

only providing long-term benefits for the community and the

surrounding environment, but also involving the community

and other relevant stakeholders.

Implementation of PKBL Program of Angkasa Pura II refers to:

1. Decree of the State Minister of SOEs No: PER- 05/

MBU/2007 dated April 27th, 2007 on Partnership and

Community Development Program.

2. Decree of the State Minister of SOEs No: KEP.100/

MBU/2002 on Assessment of SOEs Health Level.

3. PKBL Standard Operating Procedures (SOP) of PT

Angkasa Pura II (Persero) No: KEP.01.02.08/12/2008 dated

December 22nd, 2008.

4. Decree of the State Minister of SOEs No: SE-02/ MBU/

Wk/2012 dated February 23rd, 2012 on Establishment of

Accounting Guidelines of the Partnership and Community

Development Program.

5. Decree of the Minister of SOEs No: PER-20/ MBU/2012

dated December 27th, 2012 about the Amendment

on Regulation of the SOEs State Minister No: PER-05/

MBU/2007 dated April 27th, 2007 on Partnership and


6. Decree of the State Minister of SOEs No: PER-08/

MBU/2013 dated September 10th, 2013 about the Fourth

Amendment on Regulation of the SOEs State Minister No:

PER-05/MBU/2007 about the SOEs Partnership Program

tanggung jawab sosialperusahaan terhadap masyarakatCorporate Social Responsibility Towards Community


PER-05/MBU/2007 tentang Program Kemitraan BUMN

Dengan Usaha Kecil dan Program Bina Lingkungan.


MBU/07/2015 Tanggal 03 Juli 2015 tentang Program

Kemitraan BUMN Dengan Usaha Kecil dan Program Bina

Lingkungan.

struktur organisasi pKbL Angkasa pura II

Angkasa Pura II memiliki unit khusus yang menangani

Pengelolaan dana Kemitraan dan Bina Lingkungan (PKBL)

dalam rangka pelaksanaan tanggung jawab sosial Perusahaan

yaitu unit PKBL, saat ini berdasarkan Keputusan Direksi

Nomor : KEP.01.01/00/04/2015/0242 tanggal 29 April 2015

tentang Pembagian Tugas Pembinaan, Pengawasan dan

Konsultasi Direktorat dan Unit Kerja Masa Transisi Organisasi

Kantor Pusat maka berubah menjadi Unit Corporate Social

Responsibility (CSR). Unit Corporate Social Responsibility di

Kantor Pusat dipimpin oleh Vice President of CSR yang berada

di bawah Direksi dengan penanggung jawab langsung adalah

Director of Finance. Vice President of CSR membawahi 2

orang Manager, yaitu Planning and Distribution Manager

dan Monitoring and Reporting Manager serta masing-masing

Manager tersebut tersebut membawahi 2 orang Senior

Officer.

Struktur organisasi unit CSR pada Kantor-Kantor Cabang

masih bervariasi, untuk Kantor Cabang Bandara Soekarno-

Hatta dijabat oleh pejabat setingkat Manager, dan pada

Kantor-kantor Cabang yang dana kelolanya diatas Rp

10 Milyar seperti Bandara Sultan Mahmud Badaruddin II,

Supadio, Kualanamu, Minangkabau, Sultan Syarif Kasim II dan

Husein Sastranegara dijabat oleh setingkat Junior Manager,

sedangkan cabang dengan dana kelola kurang dari Rp 10

Milyar seperti pada Kantor Cabang Halim Perdanakusuma,

Raja Haji Fisabilillah, Sultan Iskandar Muda, Depati Amir dan

Sultan Thaha dijabat oleh Koordinator.

With Small Business and the Community Development

Program.

7. Decree of the State Minister of SOEs No: PER-09/

MBU/07/2015 dated July 03rd, 2015 on the SOEs

Partnership Program With Small Business and the


pKbL organization structure of Angkasa pura II

Angkasa Pura II has a dedicated unit that handles the funding

management of Partnership and Community Development

(PKBL) for the implementation of corporate social responsibility

namely PKBL unit. Currently, based on the Decree of

the Board of Directors No: KEP.01.01/00/04/2015/0242

dated April 29th, 2015 on the Division of Coaching Duties,

Supervision and Consultation of Directorate and Work Units

of Organizational Transition Period of Head Office then turns

into Corporate Social Responsibility (CSR) Unit. The Corporate

Social Responsibility Unit at the Head Office is chaired by the

Vice President of CSR under the Board of Directors with the

Director of Finance as direct responsible person. The Vice

President of CSR supervises 2 Managers, namely the Planning

and Distribution Manager and the Monitoring and Reporting

Manager and each of the Manager supervises 2 Senior

Officers.

The organization structure of the CSR unit at Branch Offices

is still vary, for Soekarno-Hatta Branch Office is chaired

by manager-level officials, and for branch offices which

managed funds above Rp10 billion such as Airports at Sultan

Mahmud Badaruddin II, Supadio, Kualanamu, Minangkabau,

Sultan Syarif Kasim II and Husein Sastranegara are chaired

by junior manager-level officials, while for branch offices

which managed funds less than Rp 10 billion such as Branch

Offices at Halim Perdanakusuma, Raja Haji Fisabilillah, Sultan

Iskandar Muda, Depati Amir and Sultan Thaha are chaired by

a Coordinator.


Monitoring & Reporting

Senior Officer


Manager

Planning & Distribution

Manager

Vice President of CSR

Director of Finance


Senior Officer


Senior Officer


Senior Officer

struktur organisasi pKbL Angkasa pura II pKbL organization structure of Angkasa pura II

Realisasi dana program pKbL

Angkasa Pura II telah melaksanakan tanggung jawab

sosialnya sebagai BUMN dengan menyalurkan dana untuk

mendukung para pelaku usaha kecil menengah (UMK) di

wilayah operasionalnya melalui Program Kemitraan, serta

memberikan bantuan bagi masyarakat antara lain di bidang

pendidikan, sosial budaya, kesehatan, dan keagamaan,

melalui Program Bina Lingkungan.

Pada tahun 2015, jumlah dana program PKBL Angkasa Pura

II mencapai Rp. 114,58 miliar, yang terdiri dari dana untuk

Program Kemitraan mencapai Rp. 51,43 miliar dan dana untuk

Program Bina Lingkungan mencapai Rp. 63,15 miliar.

Realization of pKbL program Funds

Angkasa Pura II has implemented its social responsibility

as SOE by distributing funds to support small and medium

enterprises (SMEs) in the operational area through the

Partnership Program, as well as providing assistance to

the community among others in the fields of education,

socio-cultural, health and religious through Community

Development Program.

In 2015, the total PKBL program funds of Angkasa Pura II

reached Rp114.58 billion, consists of Partnership Program

funds amounted to Rp51.43 billion and the Community

Development Program funds amounted to Rp63.15 billion.










program Kemitraan

Angkasa Pura II berpartisipasi dalam mendukung

pembangunan ekonomi berkelanjutan guna meningkatkan

ekonomi komunitas setempat maupun masyarakat pada

umumnya melalui pelaksanaan Program Kemitraan (PK).

Adapun sasaran utama dari pelaksanaan Program Kemitraan

adalah para pelaku Usaha Kecil Menengah (UKM) yang

bergerak di sektor industri, jasa, perdagangan, peternakan,

perikanan, pertanian, perkebunan dan lainnya.

Program Kemitraan Angkasa Pura II adalah program

pemberdayaan dan peningkatan ekonomi masyarakat

melalui pemberian pinjaman kemitraan untuk modal kerja

dan investasi yang nantinya akan menjadi mitra binaan. Selain

itu, melalui Program Kemitraan, Angkasa Pura II memberikan

bantuan pembinaan berupa kegiatan pelatihan yang

diharapkan akan meningkatkan kemampuan mitra binaan

dalam berbagai aspek serta Angkasa Pura II juga memfasilitasi

pemasaran bagi produk yang dihasilkan oleh mitra binaan

dengan mempromosikan dan mengikutsertakan mitra binaan

dalam pameran baik berskala nasional maupun internasional.

Hal ini, bertujuan untuk menghasilkan mitra binaan yang

unggul dan sukses sehingga mampu menghasilkan produk

atau jasa yang bermanfaat bagi masyarakat luas sekaligus

menciptakan masyarakat yang tangguh dan mandiri.

sumber dan Realisasi dana program Kemitraan

Angkasa Pura II telah melaksanakan Program Kemitraan sejak

tahun 1991, dengan jumlah penyaluran dana meningkat

untuk setiap tahunnya. Dana untuk Program Kemitraan

Angkasa Pura II bersumber dari Saldo Awal, Alokasi bagian

Laba Perusahaan, Pengembalian Pokok Pinjaman, Kelebihan

Angsuran, Pembayaran Piutang Bermasalah, Jasa Administrasi

Pinjaman dan Pendapatan Jasa Giro.

Penggunaan dana pada Program Kemitraan diperuntukan

untuk penyaluran kepada mitra binaan, hibah dan biaya

operasional. Adapun realisasi dana tersedia untuk Program

Kemitraan pada tahun 2015 sebesar Rp. 51.432.915.867,87

atau 11,06 % diatas Rencana Anggaran Kerja Anggaran (RKA)

Angkasa Pura II. Dari jumlah dana yang tersedia tersebut telah

disalurkan kepada para mitra binaan yang berada di sekitar

wilayah kerja Perusahaan sebesar Rp. 45.240.000.000,00,

dengan rincian sebagai berikut:

partnership program

Angkasa Pura II participates in supporting sustainable

economic development to improve the economy of the local

community or public in general through the implementation

of Partnership Program. The main target of the Partnership

Program is perpetrators of Small and Medium Enterprises

(SMEs) in the sectors of industrial, services, trade, livestock,

fishery, agriculture, plantation and others

Partnership Program of Angkasa Pura II is a program of

empowerment and improvement of community economy

through partnership loans for working capital and investment

which later will become assisted partners. In addition, through

the Partnership Program, Angkasa Pura II provides coaching

assistance in the form of training activities that are expected

to improve the ability of the assisted partners in various

aspects as well as Angkasa Pura II also facilitates marketing of

the products produced by the assisted partners by promoting

and involving assisted partners in exhibition both national and

international scales. It aims to generate assisted partners who

excel and succeed so as to produce products or services that

benefit the wider community as well as creating a tough and

independent community.

sources and Realization of partnership program Funds

Angkasa Pura II has implemented Partnership Program since

1991, with increased total fund distribution each year. Funds

for the Partnership Program of Angkasa Pura II is sourced

from Initial Balance, Company Profit Allocation, Return of

Installment Principal, Installment Excess, Payment of Bad

Receivables, Loan Administration Services and Giro Services

Revenues.

The use of Partnership Program funds is intended for the

distribution to assisted partners, grants and operating costs.

Realization of available funds for the Partnership Program

in 2015 amounted to Rp51,432,915,867.87 or 11.06% above

the Work Plan Budget of Angkasa Pura II. From the total

available funds has been distributed to assisted partners who

are around the working areas of the Company amounted to

Rp45,240,000,000 with details as follows:


sumber dan penggunaan dana program Kemitraan sources and Use of partnership program Funds

UraianDescriptions

RKARealisasi

Realization

DeviasiDeviation

Sd. Des 2015Until. Dec 2015


RP %

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

Saldo Awal Initial Balance 2,750,073,801.35 4,150,204,621.78

Penerimaaan Income

1Alokasi Laba Perusahaan

Company Profit Allocation 10,980,000,000.00 10,980,725,173.27 725,173 -

2Angsuran Pokok Pinjaman

Loan Installment Principal 38,415,762,319.93 31,815,882,307.88 (6,599,880,012) (17.18)

3Angsuran Pokok Pinjaman Bermasalah

Bad Loan Installment Principal 454,028,305.60 567,728,943.00 113,700,637 25.04

4Angsuran Tanpa Identitas

Installment Without Identities 278,389,167.00 278,389,167

5 Kelebihan Angsuran Installment Excess 5,054,118.86 5,054,119

6Jasa Administrasi Pinjaman

Loan Administration Services 4,605,091,478.39 3,021,613,845.39 (1,583,477,633) (34.39)

7Bunga Jasa Giro/Deposito

Giro/Deposit Service Interests 187,502,000.00 225,308,955.69 37,806,956 20.16

8 Lain-Lain Others - -

Jumlah Penerimaan Total Income 54,642,384,103.92 46,894,702,511.09 (7,747,681,593) (14.18)

Jumlah Sumber Dana Total Fund Source 57,392,457,905.27 51,044,907,132.87 (6,347,550,772) (11.06)

9 Pengembalian Persekot Advance Return - 388,008,735.00 388,008,735 -

Jumlah Pengembalian Persekot

Total Advance Return - 388,008,735.00 388,008,735.00 -

Jumlah Dana Tersedia Total Available Fund 57,392,457,905.27 51,432,915,867.87 (5,959,542,037.40) (11.06)

Penggunaan Dana Fund Utilization

1 Penyaluran Pinjaman Loan Distribution 46,480,000,000.00 (1,240,000,000) (2.67)

2 Dana Hibah Grant Fund

Pendidikan/Pelatihan Education/Training 1,975,000,000.00 67,500,000.00 (1,907,500,000) (96.58)

Promosi/Pameran Promotion/Exhibition 2,625,000,000.00 351,026,603.00 (2,273,973,397) (86.63)

3Beban Evaluasi/Survey Mb

Mb Evaluation/Survey Expenses 273,000,000.00 50,453,542.00 (222,546,458) (81.52)

4Beban Monitoring Mb

Mb Monitoring Expenses 477,000,000.00 275,689,785.00 (201,310,215) (42.20)

5Pengadaan Alat Kerja

Working Tools Procurement 162,500,000.00 44,743,000.00 (117,757,000) (72.47)

6Beban Pemeliharaan Alat Kerja

Working Tools Maintenance Expenses 28,500,000.00 7,648,102.00 (20,851,898) (73.16)

7Beban Alat Tulis Kantor

Stationary Expenses 95,000,000.00 25,530,802.00 (69,469,198) (73.13)










8Pembelian Aktiva Tetap Fixed Assets

Purchase - - -

9Beban Administrasi Bank

Bank Administration Expenses 51,584,000.00 52,850,987.07 1,266,987 2.46

10Kerjasama Penagihan

Marketing/Billing Cooperation - -

11Pembayaran Hutang Jangka Pendek

Short-Term Debt Payment -

12 Persekot/Uang Muka Advance Payment 395,888,435.00 395,888,435

13 Sewa Kendaraan Vehicle Rental 693,364,000.00 328,891,800.00 (364,472,200) (52.57)

14Beban Upah Tenaga Os

Os Personnel Wage Expenses 142,368,400.00 75,089,700.00 (67,278,700) (47.26)

15 Beban Lain-Lain Other Expenses 1,269,000,000.00 205,330,839.00 (1,063,669,161) (83.82)

16Pengembalian Kelebihan Angsuran

Return Of Installment Excess

Jumlah Penggunaan Dana

Total Fund Utilization 54,272,316,400.00 47,120,643,595.07 (7,151,672,805) (13.18)

Saldo PK Partnership Program Balance 3,120,141,505.27 4,312,272,272.80 1,192,130,767.53 2.12


Kerjasama penyaluran program Kemitraan dengan sesama

bUmN

Kerjasama penyaluran Program Kemitraan telah dilaksanakan

sejak tahun 2009 dengan Perusahaan Modal Ventura Daerah

(PMVD).

distribution Cooperation of partnership program with

Fellow soes

Distribution cooperation of Partnership Program has been

implemented since 2009 with Regional Venture Capital

Company (PMVD).

2009

Untuk tahun 2009 kerjasama penyaluran program kemitraan telah dilaksanakan dengan PT Sarana Jabar

Ventura dan PT Sarana Riau Ventura yang merupakan anak perusahaan PT Bahana Artha Ventura (BAV) BUMN

Penyalur.

Total dana kerjasama penyaluran adalah sebesar Rp5.000.000.000,00

For 2009, distribution cooperation of partnership program has been implemented with PT Sarana Jabar

Ventura and PT Sarana Riau Ventura which are subsidiaries of PT Bahana Artha Ventura (BAV) SOEs

Distributors.

Total distribution cooperation fund amounted to Rp5,000,000,000

2010

Untuk tahun 2010 kerjasama penyaluran program kemitraan telah dilaksanakan dengan anak perusahaan PT

Bahana Artha Ventura (BAV) BUMN Penyalur, diantaranya:

1. PT Sarana Sumut Ventura sebesar Rp2.000.000.000,00

2. PT Sarana Jambi Ventura sebesar Rp2.500.000.000,00

3. PT Sarana Sumsel Ventura sebesar Rp1.000.000.000,00

4. PT Sarana Kalbar Ventura sebesar Rp2.000.000.000,00

5. PT Sarana Lampung Ventura sebesar Rp2.500.000.000,00

6. PT Sarana Jabar Ventura sebesar Rp1.500.000.000,00


For 2010, distribution cooperation of partnership program has been implemented with the subsidiary of PT

Bahana Artha Ventura (BAV) SOEs Distributors, among others:

1. PT Sarana Sumut Ventura amounted to Rp2.000.000.000,00

2. PT Sarana Jambi Ventura amounted to Rp2.500.000.000,00

3. PT Sarana Sumsel Ventura amounted to Rp1.000.000.000,00

4. PT Sarana Kalbar Ventura amounted to Rp2.000.000.000,00

5. PT Sarana Lampung Ventura amounted to Rp2.500.000.000,00

6. PT Sarana Jabar Ventura amounted to Rp1.500.000.000,00











2011

Untuk tahun 2011 kerjasama penyaluran program kemitraan telah dilaksanakan dengan:

1. PT Sang Hyang Seri sebesar Rp17.500.000.000,00

2. PT Bahana Artha Ventura sebesar Rp9.000.000,00 yang terdiri dari :

• PTSaranaSumutVenturasebesarRp1.000.000.000,00

• PTSaranaRiauVenturasebesarRp2.000.000.000,00

• PTSaranaJabarVenturasebesarRp1.000.000.000,00

• PTSaranaJambiVenturasebesarRp2.000.000.000,00

• PTSaranaLampungVenturasebesarRp2.000.000.000,00

• PTSaranaKalbarVenturasebesarRp1.000.000.000,00


For 2011, distribution cooperation of partnership program has been implemented with:

1. PT Sang Hyang Seri amounted to Rp17.500.000.000,00

2. PT Bahana Artha Ventura amounted to Rp9.000.000,00 which consists of :

• PTSaranaSumutVenturaamountedtoRp1.000.000.000,00

• PTSaranaRiauVenturaamountedtoRp2.000.000.000,00

• PTSaranaJabarVenturaamountedtoRp1.000.000.000,00

• PTSaranaJambiVenturaamountedtoRp2.000.000.000,00

• PTSaranaLampungVenturaamountedtoRp2.000.000.000,00

• PTSaranaKalbarVenturaamountedtoRp1.000.000.000,00


2012

Untuk tahun 2012 kerjasama penyaluran program kemitraan telah dilaksanakan dengan :

1. PT Sang Hyang Seri sebesar Rp17.500.000.000,00 *)

2. PT Garam sebesar Rp10.000.000.000,00

3. PT Pertani sebesar Rp5.000.000.000,00

4. PT Bahana Artha Ventura sebesar Rp16.000.000.000,00 yang terdiri dari :







• PTSaranaBaliVenturasebesarRp1.500.000.000,00

• PTSaranaSulselVenturasebesarRp1.500.000.000,00

• PTSaranaSultraVenturasebesarRp1.000.000.000,00


*) Kerjasama Penyaluran dengan PT Sang Hyang Seri adalah dalam rangka mendukung program pemerintah

untuk ketahanan pangan yaitu Program Gerakan Peningkatan Penanaman Pangan Berbasis Korporasi (GP3K)



1. PT Sang Hyang Seri amounted to Rp17.500.000.000,00 *)

2. PT Garam amounted to Rp10.000.000.000,00

3. PT Pertani amounted to Rp5.000.000.000,00

4. PT Bahana Artha Ventura amounted to Rp16.000.000.000,00 which consists of :







• PTSaranaBaliVenturaamountedtoRp1.500.000.000,00

• PTSaranaSulselVenturaamountedtoRp1.500.000.000,00

• PTSaranaSultraVenturaamountedtoRp1.000.000.000,00


*) Distribution Cooperation with PT Sang Hyang Seri is in the framework to support the government’s food

security program namely the Corporate Based Movement Program For Food Planting Improvement (GP3K).

2013

Untuk tahun 2013 kerjasama penyaluran program kemitraan telah dilaksanakan dengan:

1. PT Pertani sebesar Rp5.000.000.000,00

2. PT Bahana Artha Ventura sebesar Rp18.000.000.000,00 yang terdiri dari :







• PTSaranaBaliVenturasebesarRp2.000.000.000,00

• PTSaranaKaltengVenturasebesarRp1.500.000.000,00

• PTSaranaKalselVenturasebesarRp1.500.000.000,00

• PTSaranaKaltimVenturasebesarRp1.500.000.000,00

• PTSaranaBengkuluVenturasebesarRp2.000.000.000,00



1. PT Pertani amounted to Rp5.000.000.000,00

2. PT Bahana Artha Ventura amounted to Rp18.000.000.000,00 which consists of :







• PTSaranaBaliVenturaamountedtoRp2.000.000.000,00

• PTSaranaKaltengVenturaamountedtoRp1.500.000.000,00

• PTSaranaKalselVenturaamountedtoRp1.500.000.000,00

• PTSaranaKaltimVenturaamountedtoRp1.500.000.000,00

• PTSaranaBengkuluVenturaamountedtoRp2.000.000.000,00











2014

Untuk tahun 2014 kerjasama penyaluran program kemitraan

telah dilaksanakan dengan PT Bahana Artha Ventura, yang terdiri dari :

• PTSaranaJakartaVenturasebesarRp1.500.000.000,00



• PTSaranaSumbarVenturasebesarRp3.000.000.000,00





For 2014, distribution cooperation of partnership program has been implemented with PT Bahana Artha

Ventura, which consists of :

• PTSaranaJakartaVenturaamountedtoRp1.500.000.000,00



• PTSaranaSumbarVenturaamountedtoRp3.000.000.000,00





2015

Untuk tahun 2015 kerjasama penyaluran program kemitraan telah dilaksanakan dengan

1. PT. Bahana Artha Ventura tahap I terdiri dari :

• PT.SaranaBengkuluVentura Rp.1.000.000.000,00

• PT.SaranaBaliVentura Rp.1.500.000.000,00

• PT.SaranaSultraVentura Rp.1.500.000.000,00

• PT.SaranaSulutVentura Rp.1.500.000.000,00

• PT.SaranaNTBVentura Rp.1.500.000.000,00

Rp. 7.000.000.000,00

2. PT. Bahana Artha Ventura tahap II Terdiri dari :





• PT.SaranaJatimVentura Rp.2.000.000.000,00

• PT.SaranaJatengVentura Rp.1.500.000.000,00

• PT.SaranaSulselVentura Rp.2.000.000.000,00

• PT.SaranaLampungVentura Rp.2.000.000.000,00

• PT.SaranaKaltengVentura Rp.4.000.000.000,00

• PT.SaranaKalselVentura Rp.1.500.000.000,00

• PT.SaranaSultengVentura Rp.1.500.000.000,00

• PT.SaranaSurakartaVentura Rp.1.000.000.000,00

Total dana kerjasama penyaluran Rp. 22.000.000.000,00

Total dana kerjasama penyaluran adalah sebesar Rp 29.000.000.000,00



1. PT. Bahana Artha Ventura phase I consists of:





• PT.SaranaNTBVentura Rp.1.500.000.000,00

Rp. 7.000.000.000,00

2. PT. Bahana Artha Ventura phase II consists of:





• PT.SaranaJatimVentura Rp.2.000.000.000,00

• PT.SaranaJatengVentura Rp.1.500.000.000,00

• PT.SaranaSulselVentura Rp.2.000.000.000,00

• PT.SaranaLampungVentura Rp.2.000.000.000,00

• PT.SaranaKaltengVentura Rp.4.000.000.000,00

• PT.SaranaKalselVentura Rp.1.500.000.000,00

• PT.SaranaSultengVentura Rp.1.500.000.000,00

• PT.SaranaSurakartaVentura Rp.1.000.000.000,00

Total distribution cooperation fund Rp. 22.000.000.000,00

Total distribution cooperation fund amounted to Rp 29,000,000,000,00










Jumlah mitra binaan

Jumlah mitra binaan Angkasa Pura II yang mendapat

penyaluran dana Program Kemitraan pada tahun 2015 adalah

1.104 mitra binaan.

Jumlah mitra binaan dan Jumlah penyaluran dana pada

Tahun 2015 berdasarkan sektor Usaha

Total Assisted partners

Total assisted partners of Angkasa Pura II who received fund

distribution of the Partnership Program in 2015 amounted to

1,104 assisted partners.

Total Assisted partners and Total Fund distribution in 2015

based on business sector

Sektor Usaha Mitra BinaanAssisted Partners

Business Sector

2014Sd. Desember 2015Until December 2015

JumlahTotal

Jumlah Unit Mitra BinaanTotal Assisted

Partners Unit

Rp


Partners Unit

Rp


Partners Unit

Rp

Sektor Usaha Industri

Industrial Business

Sector

172 5,098,500,000 110 2,715,000,000 282 7,813,500,000

Sektor Usaha

Perdagangan

Trade Business Sector

485 16,588,500,000 446 9,385,500,000 931 25,974,000,000

Sektor Usaha Pertanian

Agriculture Business

Sector

20 895,000,000 7 77,500,000 27 972,500,000

Sektor Usaha Peternakan

Livestock Business

Sector

17 520,000,000 13 305,000,000 30 825,000,000

Sektor Usaha

Perkebunan

Plantation Business

Sector

11 1,425,500,000 1 20,000,000 12 1,445,500,000

Sektor Usaha Perikanan

Fisheries Business Sector 160 795,000,000 10 136,000,000 170 931,000,000

Sektor Usaha Jasa

Services Business Sector 172 8,615,500,000 126 3,586,000,000 298 12,201,500,000

Sektor Usaha Lainnya

Other Business Sectors 69 2,890,000,000 391 29,015,000,000 460 31,905,000,000

Jumlah Total 1,106 36,828,000,000 1,104 45,240,000,000 2,210 82,068,000,000


WilayahAreas

2014Sd. Desember 2015Until December 2015

JumlahTotal


Partners Unit

Rp


Partners Unit

Rp


Partners Unit

Rp

Aceh 48 1,230,000,000 51 1,360,000,000 99 2,590,000,000

Sumatera Utara 78 2,060,000,000 35 755,000,000 113 2,815,000,000

Sumatera Barat 74 1,500,000,000 59 1,125,000,000 133 2,625,000,000

Riau 107 1,801,000,000 86 1,598,000,000 193 3,399,000,000

Kepulauan Riau/Kepri 33 1,027,000,000 45 960,000,000 78 1,987,000,000

Jambi 67 1,190,000,000 61 1,175,000,000 128 2,365,000,000

Sumatera Selatan 51 1,830,000,000 67 1,836,000,000 118 3,666,000,000

Bangka Belitung Islands 40 803,000,000 38 751,000,000 78 1,554,000,000

DKI Jakarta 200 19,025,000,000 435 29,957,000,000 635 48,982,000,000

Jawa Barat 52 1,480,000,000 41 1,330,000,000 93 2,810,000,000

Banten 276 3,369,000,000 109 2,930,000,000 385 6,299,000,000

Kalimantan Barat 80 1,513,000,000 77 1,463,000,000 157 2,976,000,000

Jumlah Total 1,106 36,828,000,000 1,104 45,240,000,000 2,210 82,068,000,000

Jumlah mitra binaan dan Jumlah penyaluran dana Tahun

2015 berdasarkan Wilayah operasional perusahaan

Total Assisted partners and Total Fund distribution in 2015

based on the Company’s operating Areas

Sehingga seluruh jumlah mitra binaan yang tersebar di

wilayah kerja Angkasa Pura II dari tahun 1991 sampai 2015

adalah sebanyak 27.730 mitra binaan.

So that the entire number of assisted partners who are

scattered in the work area of Angkasa Pura II from 1991 until

2015 amounted to 27,730 assisted partners.










perkembangan Cluster mitra binaan Cluster development of Assisted partners

2013

Pada tahun 2013 pembentukan cluster mitra binaan sudah dilaksanakan melalui kerjasama penyaluran dengan PT

Garam (Persero) dan PT Pertani (Persero).

Total mitra binaan cluster Petani Garam 274 petani, yang tersebar didaerah-daerah sebagai berikut :

• KabupatenIndramayudenganjumlahpetanisebanyak189petani.

• KabupatenCirebondenganjumlahpetanisebanyak85petani.

Sedangkan, total mitra binaan cluster Petani Padi 1.941 petani, yang tersebar didaerah-daerah sebagai berikut :

• ProvinsiNangroeAcehDarussalamdenganjumlahpetanisebanyak607petani.

• ProvinsiBantendenganjumlahpetanisebanyak1.334petani.

In 2013, cluster establishment of assisted partners has been implemented through the distribution cooperation

with PT Garam (Persero) and PT Pertani (Persero).

Total assisted partners of the Salt Farmers cluster amounted to 274 farmers, scattered in areas as follows:

• IndramayuRegencywith189farmers.

• CirebonRegencywith85farmers.

Meanwhile, total assisted partners of the Paddy Farmers cluster amounted to 1,941 farmers, scattered in areas as

follows:

• NangroeAcehDarussalamProvincewith607farmers.

• BantenProvincewith1,334farmers.

2014

Pada tahun 2014 pembentukan cluster dilaksanakan dengan penyaluran sendiri. Cluster yang dibentuk,

antara lain:

• ClusterindustribonekamitrabinaanKantorPusatsebanyak14mitra.

• ClusternelayanmitrabinaancabangSoekarnoHattasebanyak150mitra.

• Clusterindustrirengginang,peternakankinantandanperikananmitrabinaancabangKualanamusebanyak37

mitra.

In 2014, cluster establishment was implemented with independent distribution. The established clusters among

others:

• DollsindustryclusteroftheassistedpartnersofHeadOfficeasmanyas14partners.

• FishermanclusteroftheassistedpartnersofSoekarno-HattaBranchOfficeasmanyas150partners.

• Industryclusterofricecrackers,KinantanlivestockandfisheryoftheassistedpartnersofKualanamuBranch

Office as many as 37 partners.


Kegiatan pembinaan mitra binaan Tahun 2015

pendidikan / pelatihan

Program Pendidikan atau Pelatihan adalah sebagai salah satu

bentuk pembinaan kepada para Mitra Binaan supaya menjadi

tangguh dan mandiri. Pelaksanaan Program Pendidikan

dan Pelatihan yang diberikan kepada Mitra Binaan dengan

tujuan untuk menambah pengetahuan dan wawasan dalam

berusaha, sehingga mereka dapat lebih meningkatkan

produktifitas.

Dana Pendidikan dan Pelatihan yang telah disalurkan

sampai dengan bulan Desember 2015 adalah sebesar Rp.

67.500.000,00 atau terserap 3,42 % dari anggaran sebesar

Rp. 1.975.000.000,00 sedangkan pada tahun 2014 dana

Pendidikan dan Pelatihan yang telah disalurkan sebesar

Rp. 661.661.700,00 atau terserap 17,32 % dari anggaran

sebesar Rp. 3.820.000.000,00.

Pelaksanaan Pendidikan/Pelatihan yang telah dilaksanakan

dengan melibatkan Mitra Binaan adalah sebagai berikut :.

• Pelatihan Mitra Binaan dengan tema “Pelatihan Mitra

Binaan” yang diselenggarakan tanggal 28 s.d 29 April

2015 di Gedung Serbaguna Bandara Kualanamu dengan

peserta 18 orang mitra binaan Cabang Kualanamu.

• Pelatihan Mitra Binaan dengan tema “Pelatihan Motivasi

Usaha dan Pelayanan Prima Bagi UKM Mitra Binaan”

yang diselenggarakan tanggal 29 s.d 30 April 2015 di

Hotel Dyan Graha dengan peserta 30 orang mitra binaan

Cabang Sultan Syarif Kasim II.

promosi

Program Promosi adalah sebagai salah satu bentuk

pembinaan kepada para Mitra Binaan dengan sasaran para

mitra binaan dapat meningkatkan kapasitas produksi yang

pada akhirnya menjadi tangguh dan mandiri. Seperti halnya

pada tahun-tahun sebelumnya program Promosi diberikan

kepada Mitra Binaan dalam bentuk mengikut sertakan dalam

acara-acara pameran yang diselenggarakan di dalam negeri

maupun di luar negeri.

Dana promosi yang telah disalurkan pada 31 Desember

2014 sebesar Rp. 545.680.000,00 atau terserap 9,76 % dari

anggaran sebesar Rp. 5.590.000.000,00. Sampai dengan

bulan November 2015 sebesar Rp. 351.026.603,00 atau

terserap 14,59 % dari anggaran sebesar Rp. 2.406.250.000,00.

Pelaksanaan Promosi telah dilaksanakan dengan melibatkan

Mitra Binaan pada event-event yaitu :

• Pameran BUMEX 2015 yang diselenggarakan dari tanggal

9 s.d 12 April 2015 di Gedung Graha Manggala Siliwangi

2015 Assisted partners Coaching Activities

education/Training

Education or Training Program is as a form of coaching

to Assisted Partners to become tough and independent.

Implementation of Education and Training Program given

to Assisted Partners with the aim to increase knowledge

and insight in the business, so that they can further improve

productivity.

Education and Training Funds which have been distributed

until December 2015 amounted to Rp67,500,000 or

absorbed 3.42% of the budget amounted to Rp1,975,000,000

while in 2014 the distributed funds for Education and Training

amounted to Rp661,661,700 or absorbed 17.32% of the

budget of Rp3,820,000,000.

Implementation of Education/Training which has been

performed by involving Assisted Partners is as follows:

• Training of Assisted Partners with the theme of “Assisted

Partners Training” held on April 28th-29th, 2015 at the

Multipurpose Building of Kualanamu Airport with 18

participants from the Assisted Partners of Kualanamu

Branch Office.

• Training of Assisted Partners with the theme of “Training

of Business Motivation and Excellent Service For Assisted

Partners’ SME” held on April 29th-30th, 2015 at Dyan

Graha Hotel with 30 participants from the assisted

partners of Sultan Syarif Kasim II Branch Office.

promotion

Promotion Program is as a form of coaching to Assisted

Partners with target of assisted partners to be able to increase

production capacity, which in turn to become tough and

independent. As in previous years, Promotion program given

to the Assisted Partners is in the form of involving in exhibition

events held in the country and abroad.

Promotion funds that have been distributed on December

31st, 2015 amounted to Rp545,680,000 or absorbed 9.76% of

the budget amounted to Rp5,590,000,000. Until November

2015 amounted to Rp351,026,603,000 or absorbed 14.59% of

the budget of Rp2,406,250,000. Promotion which has been

performed by involving Assisted Partners in events, namely:

• BUMEX Exhibition 2015 held from April 9th-12th, 2015

at Graha Manggala Siliwangi Building, Jl. Aceh No. 66,

Bandung, followed by 2 Assisted Partners from the


Jl. Aceh No. 66 Bandung yang diikuti oleh 2 Mitra Binaan

dari Kantor Cabang Husein Sastranegara Bandung.

• Pameran INACRAFT yang diselenggarakan dari tanggal 8

s.d 12 April 2015 di Jakarta Convention Center (JCC) yang

diikuti oleh 8 Mitra Binaan dari Kantor Cabang Soekarno-

Hatta, Halim Perdanakusuma, Husein Sastranegara,

Sultan Mahmud Badaruddin II.

• Pameran JAMBI EMAS EXPO yang diselenggarakan dari

tanggal 8 s.d 13 Juni 2015 di Jambi yang diikuti oleh 1

Mitra Binaan dari Kantor Cabang Sultan Thaha.

Untuk dana hibah dialihkan ke pengeluaran dana program

bina lingkungan sesuai dengan Surat Keputusan Menteri

BUMN Nomor : PER-09/MBU/07/2015 Tanggal 03 Juli 2015

tentang Program Kemitraan BUMN Dengan Usaha Kecil

dan Program Bina Lingkungan yang menyatakan bahwa

hibah (pelatihan dan promosi) menjadi bantuan Program

bina lingkungan sektor Bantuan pendidikan, pelatihan,

pemagangan, pemasaran, promosi, dam bentuk bantuan

lain yang terkait dengan upaya peningkatan kapasitas Mitra

Binaan Program Kemitraan.

Kinerja program Kemitraan Tahun 2015

Menurut Peraturan Menteri Negara Badan Usaha Milik Negara

Nomor: PER-05/MBU/2007 (Pasal 30) disebutkan bahwa

kinerja Program Kemitraan merupakan salah satu indikator

penilaian tingkat kesehatan BUMN Pembina. Indikator yang

digunakan untuk menilai kinerja Program Kemitraan sesuai

Keputusan Menteri Badan Usaha Milik Negara Nomor : KEP-

100/MBU/2002 adalah Tingkat Efektivitas Penyaluran dan

Tingkat Kolektibilitas Pengembalian Pinjaman.

a. Tingkat Efektivitas Penyaluran Program Kemitraan

Formula yang digunakan dalam menilai Tingkat Efektifitas

Penyaluran adalah dengan membandingkan antara jumlah

dana yang disalurkan dengan jumlah dana yang tersedia.

Berdasarkan KEP-100/MBU/2002 bahwa skor maksimal

untuk Tingkat Efektifitas Penyaluran adalah 3 (tiga) apabila

penyerapan efektifitas diatas 90 %.

Branch Office of Husein Sastranegara, Bandung.

• INACRAFT Exhibition held from April 8th-12th, 2015 at

the Jakarta Convention Center (JCC), followed by 8

Assisted Partners from the Branch Offices of Soekarno-

Hatta, Halim Perdanakusuma, Husein Sastranegara,

Sultan Mahmud Badaruddin II.

• JAMBI EMAS EXPO exhibition held from June 8th-13th,

2015 in Jambi, followed by 1 Assisted Partner from the

Branch Office of Sultan Thaha.

For grants is transferred to the funds expenditure of community

development program in accordance with the Decree of the

Minister of SOEs No: PER-09/MBU/07/2015 dated July 03rd,

2015 on the SOEs Partnership Program With Small Business

and Community Development Program which states that the

grants (training and promotion) become the assistance of

community development program for the assistance sectors

of education, training, internship, marketing, promotion, and

other forms of assistance related to the efforts of improving

the capacity of Assisted Partners of the Partnership Program.

2015 partnership program performance

According to the Regulation of the State Minister for State-

Owned Enterprises No: PER-05/MBU/2007 (Article 30)

states that the performance of Partnership Program is one

indicator of the soundness level of SOEs Trustees. Indicator

used to assess the performance of Partnership Program in

accordance to the Decree of the Minister of SOEs No: KEP-

100/MBU/2002 is Effectiveness Level of Distribution and

Collectibility Level of Loan Repayment.

a. Effectiveness Level of Partnership Program Distribution

The formula used in assessing the Effectiveness Level of

Distribution is by comparing the total distributed fund with

the total available fund. Based on KEP-100/MBU/2002

that the maximum score of the Effectiveness Level of

Distribution is 3 (three) if the effectiveness absorption is

above 90%.










Tingkat Efektifitas Penyaluran Dana Program Kemitraan

Angkasa Pura II pada tahun 2015 adalah sebagai berikut:

Perhitungan tingkat efektifitas pemanfaatan dana sampai

dengan Desember tahun 2015 untuk Program Kemitraan

adalah sebagai berikut :

Pada tahun 2015 Dana Yang Tersedia untuk program

kemitraan sebesar Rp. 51.432.915.867,87 dan Dana Yang

Disalurkan sebesar Rp. 47.120.643.595,07.

Dengan demikian Tingkat Efektifitas Penyaluran tahun

2015 sebesar 91,62 %. Perhitungan tingkat efektifitas adalah

merupakan hasil pembagian dari Dana Yang Disalurkan

(Rp. 47,1 Miliar) dengan Dana Yang Tersedia (Rp. 51,4 Miliar)

dikalikan 100 %.

Effectiveness Level of Fund Distribution of Partnership

Program of Angkasa Pura II in 2015 is as follows:

Effectiveness level calculation of the use of fund until

December 2015 for Partnership Program is as follows:

In 2015, the Avaliable Fund for partnership program amounted

to Rp51,432,915,867.87 and the Distributed Fund amounted

to Rp47,120,643,595.07.

Thus the Effectiveness Level of Distribution in 2015 amounted

to 91.62%. The calculation of effectiveness level is a result of

the division of Distributed Fund (Rp47.1 Billion) with Available

Fund (Rp51.4 Billion) multiplied by 100%.

Jumlah dana yang disalurkan Total distributed fund

Jumlah dana yang tersedia Total available fundx 100%

47.120.643.595,07

51.432.915.867,87x 100% = 91,62%

Dana Tersedia Available Fund

Saldo Awal Initial Balance 4,150,204,621.78

Alokasi Laba Perusahaan Company Profit Allocation 10,980,725,173.27

Pokok Angsuran Installment Principles 31,816,142,307.88

Angsuran Tanpa Identitas Installment Without Identities 278,389,167.00

Kelebihan Angsuran Installment Excess 5,054,118.86

Piutang Bermasalah Underperformed Receivables 567,728,943.00

Jasa Adm Pinjaman Loan Administration Services 3,021,353,845.39

Pend. Jasa Giro Giro Services Profit 225,308,955.69

Bunga Deposito Deposit Interest -

Pendapatan Lain-Lain Other Income -

Pengembalian Persekot Advance Refund 388,008,735.00

Jumlah Dana Tersedia Total Available Fund 51,432,915,867.87

Dana Yang Disalurkan Distributed Fund

Penyaluran Pinjaman Loan distribution 17,240,000,000.00

Kerjasama Penyaluran Cooperation in distribution 29,000,000,000.00

Hibah Grant 418,526,603.00

Biaya Operasional Operational Expenses 66,228,557.07

Persekot Advance 395,888,435.00

Pembayaran Hutang Jangka Pendek Short-Term Debt Payment -

Jumlah Dana Yang Disalurkan Total Distributed Fund 47,120,643,595.07


Sedangkan tingkat Efektifitas Penyaluran tahun 2015 dan

2014 masing-masing sebesar 91,62 % dan 90,61 %.

b. Tingkat Kolektibilitas Pengembalian Pinjaman Program

Kemitraan

Formula yang digunakan dalam menilai Tingkat

Kolektibilitas Pengembalian Pinjaman adalah

membandingkan antara rata-rata tertimbang kolektibilitas

pinjaman dengan jumlah pinjaman yang disalurkan.

Rata-rata tertimbang merupakan perkalian antara

Bobot Kolektibilitas (%) dengan saldo pinjaman untuk

masing-masing kategori kolektibilitas. Berdasarkan KEP-

100/MBU/2002 bahwa skor maksimal untuk Tingkat

Kolektibilitas Pengembalian Pinjaman adalah 3 (tiga)

apabila tingkat pengembalian diatas 70 %.

Tingkat Kolektibilitas Pengembalian Pinjaman Dana Program

Kemitraan Angkasa Pura II pada tahun 2015 adalah sebagai

berikut:

While the effectiveness level of Distribution in 2015 and 2014

respectively by 91.62% and 90.61%.

b. Collectibility Level of Loan Repayment of Partnership

Program

The formula used in assessing the Collectibility Level of

Loan Repayment is by comparing the weighted average

of loan collectibility with total distributed loan. Weighted

average is the multiplication between Collectibility Weights

(%) with loan balance for each category of collectibility.

Based on KEP-100/MBU/2002 that the maximum score

for a Collectibility Level of Loan Repayment is 3 (three) if

the rate of return above 70%.

Collectibility Level of the Repayment of Loan Funds of

Partnership Program of Angkasa Pura II in 2015 is as follows:

Sementara itu untuk perhitungan Tingkat Kolektibilitas

Penyaluran Pinjaman data yang dipakai adalah data

penyaluran pinjaman 3 tahun terakhir, dengan demikian untuk

menghitung tingkat kolektibilitas penyaluran tahun 2015 data

yang dipakai adalah data penyaluran pinjaman tahun 2012,

2013 dan tahun 2014.

Dengan menggunakan formula penghitungan yang tersebut

di atas maka Tingkat Kolektibilitas Penyaluran Pinjaman

untuk tahun 2015 sebesar 78,29 % yang merupakan hasil dari

pembagian dari Rata-rata Tertimbang Pinjaman (Rp. 68,8 Miliar)

dengan Jumlah Saldo Piutang (Rp. 87,9 Miliar) dikalikan 100%.

Meanwhile, for the calculation of the Collectibility Level of

Loan Distribution is using the data of loan distribution in

the last 3 years, thus to calculate the collectibility level of

distribution in 2015 is using the data of loan distribution in

2012, 2013, and 2014.

By using the calculation formula of the above, the Collectibility

Level of Loan Distribution for 2015 amounted to 78.29%,

which is the result of the division of a Weighted Average Loan

(Rp68.8 billion) with the Total Receivables Balance (Rp87.9

billion) multiplied by 100%.

Kolektibilitas

Collectibiliity

Rata-Rata Tertimbang Weighted Average

Jumlah Saldo Piutang Total Receivables Balance= x 100%

Kolektibilitas

Collectibiliity

68.819.988.587,23

87.908.254.382,77= x 100% = 78,29%

Kategori Piutang Saldo Piutang Rata-Rata Tertimbang

Receivables Category Receivables Balance Weighted Average

Lancar Good 62.572.927.684,61 x 100% = 62.572.927.684,61

Kurang Lancar Under Performed 3.250.017.890,16 x 75% = 2.437.513.417,62

Diragukan Doubtful 15.238.189.940,00 x 25% = 3.809.547.485,00

Macet Bad 6.847.118.868,00 x 0% = -

87.908.254.382,77 68.819.988.587,23










Sedangkan Tingkat Kolektibilitas Penyaluran Pinjaman untuk

tahun 2015 dan 2014 masing-masing sebesar 78,29 % dan

85,55 %.

Berdasarkan uraian di atas maka kinerja PKBL Angkasa Pura

II selama 3 (tiga) tahun terakhir apabila digambarkan adalah

sebagai berikut:

While the Collectibility Level of Loan Distribution for 2015 and

2014 respectively by 78.29% and 85.55%.

Based on the descriptions above, the Partnership &

Community Development Program of Angkasa Pura II for the

last 3 (three) years if described is as follows:


program bina Lingkungan

Program Bina Lingkungan Angkasa Pura II adalah program

pemberdayaan kondisi sosial berupa bantuan yang ditunjukan

kepada masyarakat di sekitar wilayah operasi Perusahaan.

Cakupan kegiatan Program Bina Lingkungan Angkasa Pura

II berdasarkan PER-09/MBU/07/2015 meliputi pemberian

bantuan untuk:

1. Bencana Alam

2. Pendidikan/Pelatihan

3. Peningkatan Kesehatan

4. Pengembangan Sarana dan Prasarana Umum

5. Pengembangan Sarana Ibadah

6. Pelestarian Alam

7. Pengentasan Kemiskinan

8. Pendidikan/Pelatihan dan Promosi untuk Mitra Binaan

Disamping program-program tersebut terdapat program

bantuan yang pelaksanaannya didasarkan pada instruksi

Kementerian BUMN yang dinamakan BUMN Peduli. Bantuan

tersebut telah memberikan kontribusi besar bagi peningkatan

kehidupan masyarakat serta kemajuan dalam bidang

pendidikan, bidang kesehatan, keagamaan, prasarana umum

dan bantuan bencana alam.

sumber dan Realisasi dana program bina Lingkungan

Angkasa Pura II telah melaksanakan Program Bina Lingkungan

sejak tahun 2002, dengan jumlah penyaluran dana meningkat

untuk setiap tahunnya. Dana untuk Program Bina Lingkungan

Angkasa Pura II bersumber dari Saldo Awal, Alokasi bagian

Laba Perusahaan, Pendapatan Jasa Giro dan Bunga Deposito.

Penggunaan dana pada Program Bina Lingkungan

diperuntukan untuk penyaluran program bantuan Bina

Lingkungan, program BUMN Peduli dan biaya operasional.

Adapun realisasi dana untuk penyaluran Program Bina

Lingkungan pada tahun 2015 sebesar Rp. 11.931.072.345,17

atau 0,60% diatas Rencana Anggaran Kerja Anggaran (RKA)

Angkasa Pura II.

Community development program

Community Development Program of Angkasa Pura II is a

program of social conditions empowerment in the form

of assistance shown to the community around the area

of operations of the Company. The scope of Community

Development Program activities of Angkasa Pura II is based

on PER-09/MBU/07/2015 consists of the provision of

assistance for:

1. Natural Disaster

2. Education/Training

3. Health Improvement

4. Public Facilities and Infrastructure Development

5. Religious Facilities Development

6. Nature Conservation

7. Poverty Alleviation

8. Education/Training and Promotion to Assisted Partners

In addition to these programs, there is also an assistance

program which implementation is based on the instruction

of the Ministry of SOEs named BUMN Peduli. Such assistance

has contributed greatly on the improvement of people’s lives

and progress in the fields of education, health, religious,

public infrastructure and natural disaster assistance.

sources and Realization of Community development

program Funds

Angkasa Pura II has implemented the Community

Development Program since 2002, with total fund distribution

increased for each year. Community Development Program

fund of Angkasa Pura II is sourced from Initial Balance,

Company Profit Allocation, Giro Service Revenues and

Deposit Interest.

The use of Community Development Program fund is

intended for the distribution of Community Development

assistance program, BUMN Peduli program and operating

costs. Realization of funds for the distribution of

Community Development Program in 2015 amounted to

Rp11,931,072,345.17 or 0.60% above the Work Plan Budget

(RKA) of Angkasa Pura II.










sumber dan penggunaan dana program bina Lingkungan sources and Use of Community development program

Funds

UraianDescriptions

RKARealisasi

Realization

DeviasiDeviation



RP %

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

Saldo Awal Initial Balance

Penerimaaan Income

1Alokasi Laba Perusahaan

Company Profit Allocation 10,980,725,173.27 10,980,690,172.73 (35,000.54) (0.00)

2Bunga Jasa Giro/Deposito

Giro/Deposit Service Profit 1,582,260,000.00 2,496,397,722.64 914,137,722.64 57.77

3

Lain-Lain Others - 1,110,086,523.00 1,110,086,523.00

Jumlah Penerimaan Total Income 12,562,985,173.27 14,587,174,418.37 2,024,189,245.10 16.11

Jumlah Sumber Dana Total Source of Funds 51,974,665,603.54 58,349,949,629.59 6,375,284,026.05 12.27

4

Pengembalian Persekot Advance Refund 4,801,859,917.95 4,801,859,917.95

Jumlah Pengembalian Persekot

Total Advance Refund - 4,801,859,917.95 4,801,859,917.95

Jumlah Dana Tersedia Total Available Fund 51,974,665,603.54 63,151,809,547.54 11,177,143,944.00 21.50

Penggunaan Dana Fund Utilization

I Bantuan Bina Lingkungan Community Development Assistance

1Bantuan Bencana Alam

Natural Disaster Victims Assistance 175,000,000.00 177,073,500.00 2,073,500.00 1.18

2Bantuan Pendidikan/Pelatihan

Education/Training Assistance 2,835,000,000.00 3,102,424,140.00 267,424,140.00 9.43

3Bantuan Peningkatan Kesehatan

Health Improvement Assistance 1,310,000,000.00 1,194,677,500.00 (115,322,500.00) (8.80)

4Bantuan Pengembangan Sarana Umum

Public Facilities Development Assistance 5,025,000,000.00 5,339,075,374.17 314,075,374.17 6.25

5Bantuan Pengembangan Sarana Ibadah

Religious Facilities Assistance 1,785,000,000.00 1,977,977,881.00 192,977,881.00 10.81

6Bantuan Pelestarian Alam

Nature Conservation Assistance 130,000,000.00 41,500,000.00 (88,500,000.00) (68.08)

7Bantuan Pengentasan Kemiskinan

Poverty Alleviation Assistance 130,000,000.00 2,250,000.00 (127,750,000.00) (98.27)

8

Bantuan Pendidikan/Pelatihan dan Promosi

Assistance For Education/Training and

Promotion of Assisted Partners

470,000,000.00 96,093,950.00 (373,906,050.00) (79.55)

Jumlah Bantuan Bina Lingkungan

Total ComDev Assistance11,860,000,000.00 11,931,072,345.17 71,072,345.17 0.60

9 BUMN Peduli -


II Beban Operasional Operating Expenses

1Beban Evaluasi/Survey Evaluation/Survey

Expenses 369,738,900.00 63,319,961.00 (306,418,939.00) (82.87)

2Beban Pengiriman Barang

Materials Delivery Expenses 10,660,000.00 1,520,000.00 (9,140,000.00) (85.74)

3Beban Administrasi Bank

Bank Administration Expenses 11,453,000.00 97,861,112.13 86,408,112.13 754.46

4 Beban Lain-Lain Other Expenses 446,383,100.00 469,819,017.00 23,435,917.00 5.25

5Pembayaran Hutang Jangka Pendek

Short-Term Debt Payments - -

Jumlah Biaya Operasional

Total Operating Expenses 838,235,000.00 632,520,090.13 (205,714,909.87) (24.54)

6 Pembayaran Persekot Advance Payment 4,208,314,917.95 4,208,314,917.95

Jumlah Penggunaan Dana Total Fund Utilization 12,698,235,000.00 16,771,907,353.25 4,073,672,353.25 32.08

Saldo BL Perusahaan ComDev Balance 39,276,430,603.54 46,379,902,194.29 7,103,471,590.75 18.09










Dari dana tersedia Rp. 63.151.809.547,54 tersebut telah

disalurkan kepada masyarakat dan lingkungan yang berada

di sekitar wilayah kerja Perusahaan melalui program bantuan

Bina Lingkungan sebesar Rp. 11.931.072.345,17, dengan

rincian sebagai berikut:

From the provided funds of Rp63,151,809,547.54 has

been distributed to the community and environment

around the working area of the Company through the

Community Development Assistance Program amounted to

Rp11,931,072,345.17 with details as follows:

Jenis BantuanType of Assistance

Tahun YearJumlah

Total2014Sd. Desember 2015Until December 2015

Bantuan Korban Bencana Alam

Natural Disaster Victims Assistance 2,149,733,615 177,073,500 2,326,807,115

Bantuan Pendidikan/Pelatihan

Education/Training Assistance 10,329,944,735 3,102,424,140 13,432,368,875

Bantuan Peningkatan Kesehatan

Health Improvement Assistance 4,492,099,690 1,194,677,500 5,686,777,190

Bantuan Pengembangan Prasarana Dan Sarana Umum

Public Facilities and Infrastructure Development

Assistance

12,251,405,683 5,339,075,374 17,590,481,057

Bantuan Sarana Ibadah

Religious Facilities Assistance 2,367,247,656 1,977,977,881 4,345,225,537

Bantuan Pelestarian Alam

Nature Conservation Assistance 937,980,500 41,500,000 979,480,500

Bantuan Pengentasan Kemiskinan

Poverty Allevation Assistance 866,501,905 2,250,000 868,751,905

Bantuan Pendidikan/Pelatihan Dan Promosi Mitra

Assistance for Education/Training and Promotion of

Assisted Partners

- 96,093,950 96,093,950

Total 33,394,913,784 11,931,072,345 45,325,986,129

NoWilayahRegion

Tahun YearJumlah

Total2014Sd. Desember 2015Until December 2015

1 Aceh 1,755,412,500 812,812,000 2,568,224,500

2 North Sumatera 5,538,258,100 1,243,317,500 6,781,575,600

3 West Sumatera 1,339,354,000 440,993,000 1,780,347,000

4 Riau 1,007,072,086 503,565,000 1,510,637,086

5 Riau Islands 1,142,328,000 795,180,520 1,937,508,520

6 Jambi 1,561,522,475 856,929,500 2,418,451,975

7 South Sumatera 1,330,686,000 982,344,950 2,313,030,950

8 Bangka Belitung Islands 1,319,577,000 376,990,000 1,696,567,000

9 DKI Jakarta 13,454,748,581 3,520,573,912 16,975,322,493

10 West Java 1,154,087,545 388,672,220 1,542,759,765

11 Banten 2,935,271,297 1,366,425,743 4,301,697,040

12 West Kalimantan 856,596,200 643,268,000 1,499,864,200

Total 33,394,913,784 11,931,072,345 45,325,986,129


Kegiatan program bina Lingkungan Tahun 2015

1. Bantuan sektor sarana umum berupa bahan material

renovasi toilet SDN di wilayah Tangerang Selapajang I,

Bojong Renget, Birul Walidain.


untuk pembangunan toilet SD 13 Pagi Kel. Kebon Pala

Jakarta Timur dan SD Kresna Jakarta Timur.

3. Bantuan sektor peningkatan kesehatan berupa bahan

material untuk renovasi Posyandu RW.04 Kel. Makasar

Jakarta Timur.

4. Bantuan sektor peningkatan kesehatan berupa bahan

material untuk pembangunan Posyandu Melati II di RT

9 RW 3 Sukadamai Kel. Talang Betutu Palembang dan

Posyandu Melati I di Jl. Kol. Dani Efendi Palembang.


untuk pembangunan dan renovasi 10 toilet SD di sekitar

Bandara Husein Sastranegara.

6. Bantuan sektor sarana ibadah berupa bahan material

untuk renovasi Mushola Daarul Ikhlas Pasar Kemis.

7. Bantuan sektor sarana pendidikan berupa bahan material

untuk pembangunan gedung sekolah RA/MDTA Al

Hikmatul Ummah Jurumudi Tangerang.

8. Bantuan sektor sarana umum berupa bak penampungan

air untuk Yayasan Satu Benih Tenjo Bogor.


untuk renovasi Kantor RW. 04 Kel. Makasar Jakarta Timur.


untuk renovasi Masjid Muhajirin Depok.

11. Bantuan sektor bencana alam berupa untuk wilayah Kec.

Makassar.


untuk renovasi Masjid Nurul Huda Dusun I Desa Bagan

Serdang, Kec. Pantai Labu Kab. Deli Serdang.


untuk pembangunan 10 toilet SD dan SMP di Kec. Blang

Bintang dan kuto Baro, Aceh.


untuk renovasi Masjid Al-Huda Cipinang Kebembem II.

15. Bantuan sektor kesehatan berupa biaya pengobatan

gratis kepada 300 orang serta penyeluhan kesehatan di

desa Tegal Angus, Teluk Naga.

16. Bantuan sektor sarana pendidikan berupa 1.000 stel

seragam sekolah, 1.000 pasang sepatu dan kaos kaki

untuk Yayasan Satu Benih di Kp. Dungus Biuk RT.02/05

Desa Babakan Tenjo, Bogor.

17. Bantuan sektor pengentasan kemiskinan berupa santuan

untuk 50 anak yatim piatu “An-Naajiya” dalam bentuk tas,

ATK dan uang santunan di Pontianak. Santunan untuk 40

anak yatim piatu di Tanjung Pinang, santunan 60 anak

yatim piatu di Pekanbaru.

18. Bantuan sektor sarana umum berupa 2 unit motor

sampah di Desa Beluluk Kel. Bacang, Pangkalpinang.

2015 Community development program Activities

1. Public facilities assistance in the form of material

substance for the renovation of SDN toilets in Tangerang

Selapajang I, Bojong Renget, Birul Walidain.


substance for the construction of toilets for SD 13 Pagi,

Kebon Pala Village, East Jakarta and SD Kresna, East

Jakarta.

3. Health improvement assistance in the form of material

substance for the renovation of Posyandu at RW.04,

Makasar Village, East Jakarta.

4. Health improvement assistance in the form of material

substance for the construction of Posyandu Melati II at

RT 9 RW 3 Sukadamai, Talang Betutu Village, Palembang

and Posyandu Melati I at Jl. Kol. Dani Efendi, Palembang.


substance for the construction and renovation of 10

Elementary School toilets around the Husein Sastranegara

Airport.

6. Religious facilities assistance in the form of material

substance for the renovation of Mushola Daarul Ikhlas

Pasar Kemis

7. Educational facilities assistance in the form of material

substance for the construction of school buildings for

RA/MDTA of Al Hikmatul Ummah Jurumudi Tangerang.

8. Public facilities assistance in the form of water reservoirs

for Satu Benih Foundation Bogor.


substance for office renovation at RW.04, Makasar Village,

East Jakarta.


substance for the renovation of Masjid Muhajirin Depok.

11. Natural disasters assistance for Makassar subdistrict.


substance for the renovation of Masjid Nurul Huda

Dusun I Desa Bagan Serdang, Pantai Labu Subdistrict,

Deli Serdang Regency.


substance for the construction of 10 toilets for Elementary

School and JHS at Blang Bintang Subdistrict and Kuto

Baro, Aceh.


substance for the renovation of Masjid Al-Huda Cipinang

Kebembem II.

15. Health sector assistance in the form of free medical cost

to 300 people as well as health education at Tegal Angus

Village, Teluk Naga.

16. Educational facilities assistance in the form of 1,000

sets of school uniforms, 1,000 pairs of shoes and socks

to Satu Benih Foundation at Kp. Dungus Biuk RT.02/05,

Babakan Tenjo Village, Bogor.










19. Bantuan sektor sarana umum berupa pompa rehabilitasi

air bersih 3 titik di Kec. Baitussalam, Kp. Lampineng dan

di Kp. Labui.

20. Bantuan sektor pendidikan berupa santuan untuk 50 anak

yatim piatu dengan bantuan dalam bentuk tas, atk dalam

Rangka HUT PT. Angkasa Pura II Ke-31 di Pontianak.

21. Bantuan sektor pendidikan berupa santuan untuk 100

anak yatim piatu dengan bantuan dalam bentuk tas, alat

tulis, buku dalam Rangka HUT PT. Angkasa Pura II Ke-31

di Bandung.


untuk pembangunan Gedung Serba Guna di Desa Teluk

Kapuas Kec. Sui Raya, Kab. Kubu Raya, Pontianak.

23. Bantuan sektor sarana umum berupa 38 unit hand tractor

untuk wilayah Kec. Beringin, Kec. Pantai Labu, Kec. Lubuk

Pakam dan wilayah Bandara Silangit.

24. Bantuan sektor sarana umum berupa rehabilitasi sarana

air bersih di 4 titik di Kec. Baitussalam, Aceh.

25. Bantuan sektor sarana pendidikan berupa pembangunan

ruang kelas MTs di Kec. Blang Bintang, Aceh.

26. Bantuan sektor pendidikan berupa bahan material untuk

pembangunan 2 ruang kelas untuk Yayasan Pendidikan

Nurul Hidayah Jambi.

27. Bantuan sektor kesehatan berupa bahan material untuk

pembangunan Puskesmas Kebon IX dan pembangunan

Posyandu Cempaka I di Desa Mekar Jaya Kec. Sungai

Gelam Kab. Muaro, Jambi.


untuk renovasi Masjid Nurul Ikhwan Dusun III Desa

Pematang Biara Kec. Pantai Labu Kab. Deli Serdang.

29. Bantuan sektor pendidikan/pelatihan dan promosi mitra

binaan berupa pameran 1 stand mitra dalam acara

Bandung Airshow di Lanud Husein Sastranegara tanggal

10-13 September 2015.


untuk renovasi Gedung serbaguna “TOAPAYA” di Jl. Raya

Tg. Uban Km.26 Kp. Toapaya RT.02/RW.01 Kel. Toapaya,

Kec. Toapaya Asri, Kab. Bintan.

31. Bantuan sektor pendidikan/pelatihan dan promosi mitra

binaan berupa Pelatihan Kewirausahaan Mitra Binaan di

Hotel Feodora Palembang tanggal 26-27 Agustus 2015.

32. Bantuan sektor pendidikan/pelatihan dan promosi

mitra binaan berupa Promosi mitra binaan dalam acara

Pameran sriwijaya Exhibition III di Lobby Kementrian

Perindustrian Jakarta tanggal 6-9 Oktober 2015.


untuk pembangunan gedung serbaguna RW 01 Kel.

Kebon Pala, Jakarta Timur.


untuk pembangunan Musholla Ar Rasyid, Kel. Halim

Perdanakusuma, Jakarta Timur.

17. Assistance for poverty alleviation in the form of donations

for 50 orphans at “An-Naajiya” in the form of bags,

stationery and donations money in Pontianak. Donations

for 40 orphans in Tanjung Pinang, donations for 60

orphans in Pekanbaru.

18. Public facilities assistance in the form of 2 garbage

motorcycles at Beluluk Village, Bacang Village,

Pangkalpinang.

19. Public facilities assistance in the form pumps for clean

water rehabilitation at 3 points in Baitussalam Subdistrict,

Kp. Lampineng and Kp. Labui.

20. Educational sector assistance in the form of donations

for 50 orphans in the form of bags, stationery in the

framework of the 31st Anniversary of PT Angkasa Pura II

in Pontianak.

21. Educational sector assistance in the form of donations

for 100 orphans in the form of bags, stationery, books in

the framework of the 31st Anniversary of PT Angkasa Pura

II at Bandung.


substance for the construction of a Multipurpose Building

at Teluk Kapuas Village, Sui Raya Subdistrict, Kubu Raya

Regency, Pontianak.

23. Public facilities assistance in the form of 38 units of hand

tractors for Beringin Subdistrict, Pantai Labu Subdistrict,

Lubuk Pakam Subdistrict and Silangit Airport.

24. Public facilities assistance in the form of rehabilitation

of clean water facilities in 4 points at Baitussalam

Subdistrict, Aceh.

25. Educational sector assistance in the form of MTs

classroom cnstruction at Blang Bintang Subdistrict, Aceh.

26. Educational sector assistance in the form of material

substance for the construction of two classrooms for

Nurul Hidayah Education Foundation, Jambi.

27. Health sector assistance in the form of material substance

for the construction of Health Centers of Kebon IX and

the construction of Posyandu Cempaka I at Mekar Jaya

Village, Sungai Gelam Subdistrict, Muaro Regency, Jambi.


substance for the renovation of Masjid Nurul Ikhwan

Dusun III, Pematang Biara Village, Pantai Labu Subdistrict,

Deli Serdang Regency.

29. Assistance for education/training and promotion of

assisted partners in the form of 1 partner stand exhibition

in the event of Bandung Airshow at Sastranegara Airbase

dated September 10th-13th, 2015.


substance for the renovation of multipurpose building

“TOAPAYA” at Jl. Raya Tg. Uban Km.26 Kp. Toapaya RT.02/

RW.01, Toapaya Village, Toapaya Asri Subdistrict, Bintan

Regency.



untuk pembangunan gedung serbaguna di Kel. Talang

Jambe Kec. Sukarami, Kota Palembang.


untuk pembangunan Kantor Wali Korong Batang Sarik

Padang Pariaman.

37. Bantuan sarana umum berupa bahan material untuk

pembangunan toilet 2 buah di Pantai Padang.

38. Bantuan sarana pendidikan berupa bahan material untuk

pembangunan TPA MIFTAHUSSALAM di Jl. Salam No.

19 RT.08/RW.IV Kel. Sei Jang, Kec. Bukit Bestari, Kota

Tanjung Pinang.

39. Bantuan sarana umum berupa bahan material untuk

pembangunan gedung serbaguna MAHARANI di Jl.

Sidomakmur, Gg. Nira No. 106 RT.03/RW.03, Kel. Sei

Jang, Kec. Bukit Bestari, Kota Tanjungpinang.

40. Bantuan sarana umum berupa pembangunan SAL

pembungan air limbah di Rawalini, Kec. Teluk Naga, Desa

Teluk Naga, Kec. Teluk Naga, Kab. Tangerang.

41. Bantuan saran umum berupa pembangunan toilet 10

pintu di SMKN 6 Desa Negrasali, Kec. Neglasari, Kota

Tangerang.


assisted partners in the form of Entrepreneurial Training

of Assisted Partners at Feodora Hotel, Palembang on

August 26th-27th, 2015.


assisted partners in the form of promotion of assisted

partners in Sriwijaya Exhibition III at the Lobby of the

Ministry of Industry, Jakarta on October 6th-9th, 2015.


substance for the construction of a multipurpose building

at RW 01, Kebon Pala Village, East Jakarta.


substance for the construction of Mushola Ar Rasyid,

Halim Perdanakusuma Village, East Jakarta.



at Talang Jambe Village, Sukarami Subdistrict, Palembang

City.


substance for the office construction of Wali Korong

Batang Sarik Padang Pariaman.


substance for the construction of 2 toilets in the Padang

Beach.

38. Educational facilities assistance in the form of material

substance for the landfill of MIFTAHUSSALAM at Jl.

Salam No. 19 RT.08/RW.IV, Sei Jang Village, Bukit Bestari

Subdistrict, Tanjung Pinang City.



of MAHARANI at Jl. Sidomakmur, Gg. Nira No. 106

RT.03/RW.03, Sei Jang Village, Bukit Bestari Subdistrict,

Tanjungpinang City.

40. Public facilities assistance in the form of sewerage in

Rawalini, Teluk Naga subdistrict, Teluk Naga Village,

Tangerang Regency.

41. Public facilities assistance in the form of 10 doors toilets

at SMKN 6 Negrasali Village, Neglasari Subdistrict,

Tangerang City.










Angkasa Pura II menempatkan kepuasan pelanggan sebagai

bentuk pelayanan yang fundamental dan penting. Hal ini

didasari keyakinan bahwa pelanggan atau penguna jasa

bandar udara adalah salah satu pemangku kepentingan yang

mempunyai peran sentral dalam menjamin keberlangsungan

usaha, sehingga merupakan partner utama dalam

mengembangkan usaha di masa depan.

Sebagai komitmen dan menempatkan pemenuhan harapan

para pelanggan sebagai prioritas utama, Angkasa Pura II

menerapkan tanggung jawab sosial terhadap pelanggan

melalui layanan strategis, yakni memberikan jaminan

keamanan & keselamatan pelanggan, meningkatan kualitas

layanan yang diberikan kepada pelanggan, meningkatkan

kemudahaan akses informasi dan layanan kebandarudaraan,

dan menyediakan pusat pengaduan pelanggan.

Keamanan & Keselamatan pelanggan

Berdasarkan Undang-Undang Nomor 1 Tahun 2009 tentang

Penerbangan pasal 219 ayat (1) menyebutkan bahwa:

“Setiap badan usaha bandar udara atau unit penyelenggara

bandar udara wajib menyediakan fasilitas bandar udara

yang memenuhi persyaratan keselamatan dan keamanan

penerbangan, serta pelayanan jasa bandar udara sesuai

dengan standar pelayanan yang ditetapkan”. Dalam

penyediaan fasilitas keamanan sebagaimana dimaksud di

atas, Angkasa Pura II melakukan analisa kebutuhan dengan

mempertimbangkan efektifitas peralatan, klasifikasi bandar

udara dan tingkat ancaman atau gangguan yang ada.

Untuk memberikan jaminan keamanan kepada seluruh

pengguna jasa di bandar udara, maka penerapan sistem

keamanan yang baik di bandar udara menjadi kewajiban

yang mutlak dilakukan oleh Angkasa Pura II. Adapun sistem

keamanan di bandar udara adalah:

1. Screening (Pemeriksaan Orang, Barang dan Kendaraan)

2. Access control/perimeter protection

3. Surveillance (Pengawasan dan Patroli)

4. Protection against infiltration (melalui koordinasi dan

informasi dari pihak eksternal: Kepolisian & BIN)

5. Staff participating (Partisipasi petugas dlm bentuk

security awareness melibatkan airport community)

6. Quality Control & Quality Assurance

Angkasa Pura II juga senantiasa memastikan kesiagaan

seluruh fasilitas keselamatan penerbangan bandara melalui

Unit Manajemen Keselamatan. Unit tersebut berfungsi untuk

mengelola, mengendalikan dan membina kegiatan:

1. Pelaksanaan Sistem Manajemen Keselamatan;

2. Standarisasi, kalibrasi dan pemeliharaan teknik

elektronika;

Angkasa Pura II puts customer satisfaction as a service that is

fundamental and important. It is based on the belief that the

customers or airport services users is one of the stakeholders

that has a central role in ensuring the business sustainability,

so it becomes a major partner in developing the business in

the future.

As a commitment and to put the fulfillment of customer

expectations as a top priority, Angkasa Pura II implements

social responsibility towards customer through strategic

services, that provide security & safety guarantee of

customers, improve the quality of services provided to

customers, improve the ease of information access and

airport services, and provide customer complaint center.

Customer security & safety

Based on Law No. 1 Year 2009 on Aviation article 219

paragraph (1) states that: “Every business entity or organizer

of airports is obliged to provide airport facilities that meet the

requirements of aviation safety and security, as well as airport

services in accordance with the stipulated service standards”.

In the provision of security facilities as mentioned above,

Angkasa Pura II conducts analysis of needs by considering

the effectiveness of equipment, airport classification and the

level of threat or disturbance occured.

To provide security guarantees to all airport services users,

implementation of good security systems at the airports

became an absolute obligation performed by Angkasa Pura II.

The airport security systems are:

1. Screening (Inspection of People, Goods and Vehicles)

2. Access control/perimeter protection

3. Surveillance (Surveillance and Patrol)

4. Protection against infiltration (through coordination and

information from external parties: Police & BIN)

5. Staff participating (Participation of officials in the form

of security awareness involving the airport community)

6. Quality Control & Quality Assurance

Angkasa Pura II also constantly ensures the readiness of all

airport flight safety facilities through the Safety Management

Unit. The unit serves to manage, control and develop

activities:

1. Implementation of Safety Management System;

2. Standardization, calibration and maintenance of

electronic engineering;

tanggung jawab sosialperusahaan terhadap pelangganCorporate Social Responsibility Towards Customer


3. Standarisasi, kalibrasi dan pemeliharaan teknik listrik,

mekanikal dan peralatan;

4. Standarisasi, kalibrasi dan pemeliharaan teknik bandara.

Kegiatan yang dilakukan dalam rangka menjamin kesiagaan

fasilitas keselamatan penerbangan bandara antara lain:

1. Teknik Elektronika

Unit Teknik Elektronika merupakan unit yang melakukan

perencanaan, pelaksanaan dan evaluasi terhadap kegiatan

standarisasi, kalibrasi dan pemeliharaan peralatan

elektronika bandara (PAS, FIS, Flight Communication

System, Integrated Ground Communication System,

Fire Alarm System, Master Clock), peralatan security

equipment dan peralatan navigasi, komunikasi, otomasi

dan surveillance di seluruh kantor cabang bandara

Angkasa Pura II.

2. Teknik Listrik Mekanikal & Peralatan

Unit Teknik Listrik, Mekanikal & Peralatan merupakan

unit yang melakukan perencanaan, pelaksanaan dan

evaluasi terhadap kegiatan standarisasi, kalibrasi dan

pemeliharaan fasilitas listrik, fasilitas PKPPK dan alat-

alat besar dan fasilitas operasi pada sisi udara di seluruh

kantor cabang bandara Angkasa Pura II.

3. Teknik Bandara

Unit Teknik Bandara merupakan unit yang melakukan

perencanaan, pelaksanaan dan evaluasi terhadap

kegiatan standarisasi, kalibrasi dan pemeliharaan dan

perbaikan fasilitas operasi pada sisi udara (meliputi:

apron, runway, taxiway, bangunan terminal) dan fasilitas

operasi pada sisi darat (meliputi: gedung non terminal,

lapangan, parkir, pertamanan, jalan akses) di seluruh

kantor cabang bandara Angkasa Pura II.

Akses Informasi Layanan dan pengaduan pelanggan

Guna mendukung jaminan kepuasan pelanggan, Angkasa

Pura II menyediakan fasilitas pusat informasi dan layanan

bagi para penumpang di setiap terminal bandara. Selain hal

tersebut, Angkasa Pura II telah membentuk pusat pengaduan

pelanggan. Pusat informasi layanan dan pengaduan

pelanggan ini dapat diakses melalui beberapa saluran antara

lain:

• Contact Center dengan hotline 1500 138

• Website Perusahaan: www.angkasapura2.co.id via

“Kontak Kami”

• Email Perusahaan: [email protected]

• Twitter: @contactap2

• Facebook: AP II Contact Center

3. Standardization, calibration and maintenance of

electrical, mechanical and equipment engineering;

4. Standardization, calibration and maintenance of airport

engineering

Activities performed in order to ensure the readiness of

airport filght safety facilities, among others:

1. Electronic Engineering

Electronic Engineering Unit is a unit that performs

planning, implementation and evaluation towards

the activities of standardization, calibration and

maintenance of airport electronic equipments (PAS,

FIS, Flight Communication System, Integrated Ground

Communication System, Fire Alarm System, Master

Clock), security equipment tools and navigation tools,

communication, automation and surveillance at all

airport branch offices of Angkasa Pura II.

2. Electrical, Mechanical & Equipment Engineering

Electrical, Mechanical & Equipment Engineering Unit

is a unit that performs planning, implementation and

evaluation towards the activities of standardization,

calibration and maintenance of electrical facilities, PKPPK

facilities and large equipments and operating facilities at

the air side at all airport branch offices of Angkasa Pura II.

3. Airport Engineering

Airport Engineering Unit is a unit at performs planning,

implementation and evaluation towards the activities

of standardization, calibration and maintenance as well

as improvement of operating facilities on the air side

(include: apron, runway, taxiway, terminal buildings)

and operating facilities on the land side (include: non

terminal buildings, field, parking, landscaping, access

roads) in all airport branch offices of Angkasa Pura II.

Information Access for Customer service and Complaints

In order to support customer satisfaction guarantee, Angkasa

Pura II provides information center facilities and services for

passengers at each airport terminal. Besides this, Angkasa

Pura II has established customer complaint center. The

information center for customer service and complaints can

be accessed through multiple channels, among others:

• Contact Center with hotline 1500 138

• Website: www.angkasapura2.co.id via “Contact Us”

• Email: [email protected]

• Twitter: @contactap2

• Facebook: AP II Contact Center










mekanisme penyampaian dan penyelesaian pengaduan

pelanggan

Komitmen untuk memberikan pelayanan yang terbaik

menuntut tindakan/respon secara cepat dan taktis terhadap

semua aduan/keluhan dari pemangku kepentingan khususnya

pelanggan yakni pengguna jasa bandar udara. Upaya

penyelesaian terhadap setiap keluhan pelanggan telah diatur

secara khusus dalam kebijakan standar mutu pelayanan.

Standar pengelolaan pengaduan tersebut, sebagai berikut:

a. Standar dalam merespon atas pengaduan pelanggan 1 x

24 Jam.

b. Pengaduan yang masuk melalui contact center, website,

email, twitter, atau facebook Perusahaan akan segera

ditindaklanjuti oleh unit kerja Sekretaris Perusahaan dan

unit kerja Pelayanan Bandara.

c. Selanjutnya keluhan pelanggan diproses dan diselesaikan

oleh unit terkait. Unit terkait dapat langsung berkomunikasi

kepada pelanggan dalam proses penyelesaian keluhan.

mechanism of Customer Complaints submission and

Completion

Commitment to provide the best service demands quick

and tactical actions/responses to all complaints/grievances

of stakeholders, especially customers namely airport service

users. Completion efforts to any customer complaints have

been specifically stipulated in the policy of service quality

standards. The complaint management standards, as follows:

a. Standards in responding to customer complaints 1x24

Hours.

b. Complaints received through contact center, website,

email, twitter, or facebook of the Company will soon be

followed up by the Corporate Secretary work unit and the

Airport Services work unit.

c. Futhermore, customer complaints are processed and

settled by the relevant units. The relevant units can

communicate directly to customers in the completion

process of the complaints.


Alur penanganan Layanan Contact Center Angkasa pura II Flow of Contact Center Complaints Handling of Angkasa

pura II










Jumlah pengaduan pelanggan Tahun 2015

Selama tahun 2015, Angkasa Pura II berkomitmen untuk

menindaklanjuti setiap keluhan pelanggan. Berdasarkan Data

Call yang menghubungi Angkasa Pura II, terdapat 19.847 Call

yang menghubungi.

Total Customer Complaints in 2015

During 2015, Angkasa Pura II is committed to follow up on

any customer complaints. Based on Call Data who contacted

Angkasa Pura II, there were 19,847 calls who contacted.

Dari total call yang menghubungi dari bulan Januari hingga

Desember 2015 sebanyak 19847 call, yang berhasil terangkat

dengan waktu tunggu maksimal 20 detik sebanyak 19553 call,

sementara yang abandon call hanya berkisar 299 call.

The number of calls from January to December 2015 amounted

to 19,847 calls with total calls that were successfully picked

up with a maximum waiting time of 20 seconds amounted to

19,553 calls, while the total abandon calls only about 299 calls.

NoKategoriCategories

2015Total

JAN FEB MAR APR MAY JUN JUL AGS SEP OCT NOV DEC

1

Total Call Yang

Menghubungi (COF)

Total Calls Who

Contacted (COF)

858 944 1101 1096 915 885 1657 1333 4074 3877 1690 1417 19847

2

Total Call Yang

Berhasil Terangkat

(ACD)

Total Successfully

Picked Up Calls (ACD)

850 912 1078 1069 905 874 1638 1320 4000 3841 1668 1398 19553

3

Total Call Berhasil

Terangkat dengan

waktu tunggu

maksimal 20 detik

(ACD 20sec)

Total Successfully

Picked Up Calls with

a maximum waiting

time of 20 seconds

(ACD 20secs)

850 912 1078 1069 905 874 1638 1320 4000 3841 1668 1398 19553

4 Abandon Calls 8 32 23 27 10 11 19 13 74 41 22 19 299


Tingginya jumlah call di bulan September dan Oktober

2015 karena banyaknya pemintaan informasi yang berkaitan

dengan kondisi kabut asap yang menutupi beberapa bandara

yang menyebabkan banyak flight delay/cancel.

The high number of calls in September and October 2015

was due to the many requests of information relating to the

condition of haze covering several airports that caused many

flight delays/cancellation.










pelayanan Complain melalui Contact Center 1500138

Top Ten Komplain Melalui 1500138 Periode Januari -

Desember 2015

Complaint services Through Contact Center 1500138

Top Ten Complaints Through 1500138 For The Period Of

January - December 2015


2015Total


1 Lost & Properties 33 36 26 12 28 9 20 27 5 4 10 9 219

2Layanan Maskapai

Airline Services4 15 3 4 5 6 6 4 2 0 4 5 58

3

Layanan Petugas

Bandara

Airport Officials

Services

0 1 1 6 0 3 4 1 3 1 6 3 29

4Layanan Taxi

Taxi Services0 3 0 0 2 1 0 7 0 1 2 4 20

5

Kemacetan Dalam

Kawasan

Congestion Inside

Airport Areas

0 1 1 1 1 0 0 5 2 0 1 2 14

6Fasilitas Parkir

Parking Facility0 0 3 0 0 1 2 0 2 1 1 0 10

7

Kemacetan Luar

Kawasan

Congestion Outside

Airport Areas

0 5 1 0 0 0 0 3 0 0 1 0 10

8Fasilitas Lain-Lain

Other Facilities0 2 0 1 0 0 1 3 0 1 1 0 9

9 Troley 0 1 2 0 1 0 3 0 0 0 0 0 7

10Aksi Premanisme

Thuggery acts0 0 0 0 2 0 1 2 0 0 0 0 5


Komplain tertinggi yang diterima melalui 1500138 sepanjang

tahun 2015 yaitu mengenai lost and properties dengan

total keluhan sebanyak 219 call, yang terjadi dalam periode

semester I 2015, yang kemudian berkurang cukup signifikan

di akhir tahun 2015.

The highest complaint through 1500138 throughout 2015 is

about lost and properties with total complaints of 219 calls,

which happens in the first semester of 2015, which then

decrease significantly by the end of 2015.










Complaints services melalui social media Twitter

@Contactap2

Complaints services Through social media Twitter

@Contactap2


2015Total


1Maskapai

Airlines6 7 6 10 4 7 19 6 14 9 18 17 123

2Petugas Bandara

Airport Officials0 0 6 0 2 1 6 3 1 2 5 48 74

3Kebersihan Toilet

Toilet Hygene3 13 1 0 0 4 2 2 6 5 0 5 66

4Pembangunan

Development2 2 4 3 3 6 1 0 4 0 5 2 60

5

Kemacetan Dalam

Kawasan

Congestion Inside

Airport Area

2 5 10 12 7 2 2 5 2 1 7 4 59

6

Proses Pengambilan

Bagasi

Baggage Claim

Process

2 0 2 1 1 3 3 11 4 8 8 3 46

7Fasilitas Toilet

Toilet Facility3 13 1 0 0 4 2 2 6 5 0 5 41

8Fasilitas Parkir

Parking Facility3 3 0 2 1 0 2 3 8 5 4 2 33

9Layanan Taxi

Taxi Services1 1 3 4 0 2 1 0 2 2 5 10 31

10Antrian Penumpang

Passengers Queue0 0 0 0 1 2 1 2 0 6 8 8 28


Keluhan tertinggi melalui twitter @Contactap2 sepanjang

bulan Januari hingga Desember 2015 yaitu mengenai

pelayanan maskapai dengan total keluhan sebanyak 123.

The highest complaint through twitter @Contactap2

throughout January until December 2015, namely about

airline services with total complaints of 123.










Komplain tertinggi melalui media sosial twitter spy yaitu

mengenai layanan maskapai, yang sangat signifikan hingga

mencapai 9455 keluhan, disusul dengan komplain atas

kemacetan di luar kawasan bandara sebanyak 2016.

The highest complaint through social media twitter spy is

about airline services, which is very significant until it reached

9,455 complaints, followed by complaints on congestion

outside the airport areas as much as 2016.

pelayanan Complain melalui media sosial Twitter spy

Top Ten Complain Periode Januari - Desember 2015 Melalui

Twitter Spy

Complaints Handling Through social media Twitter spy

Top Ten Complaints For The Period Of January - December

2015 Through Twitter Spy


2015Total


1Layanan Maskapai

Airline Services743 752 1013 899 1545 1836 651 234 252 188 650 692 9455

2

Kemacetan di Luar

Kawasan Bandara

Congestion Outside

Airport Areas

75 97 85 271 576 237 146 102 113 92 117 105 2016

3Cuaca

Weather6 176 38 93 117 103 33 16 321 471 135 132 1641

4

Penumpukan

Penumpang

Passenger

Cumulation

76 113 156 98 164 182 130 83 79 98 82 148 1409

5

Kemacetan di

Dalam Kawasan

Congestion Inside

Airport Areas

44 55 42 90 252 79 48 40 21 25 80 41 817

6Antrian Penumpang

Passengers Queue53 83 74 55 144 49 73 31 22 35 101 82 802

7

AC Ruangan

Room Air

Conditioning

23 144 214 32 86 22 20 7 3 4 41 29 625

8Bandara Sepi

Deserted Airport32 80 16 33 30 18 52 53 41 27 53 18 453

9Layanan Umum

Public Services16 19 5 17 23 19 184 38 11 8 15 6 361

10Layanan Taxi

Taxi Services10 18 18 66 103 42 25 4 12 11 17 26 352


Tindak Lanjut penanganan/eskalasi Komplain Follow-Up of Complaints Handling/escalation

Dari total keseluruhan penanganan/eskalasi komplain hingga

Desember 2015 yaitu sebanyak 761. Adapun komplain dengan

status closed sebanyak 601 (78,98%) dan yang masih open

sebanyak 160 (21,02%).

Until December 2015, the total handling/escalation of

complaints amounted to 761. As for the complaints with

closed status amounted to 601 (78.98%) and open status as

many as 160 (21.02%).

NoBandaraAirports

Penanganan Handling Total EskalasiTotal EscalationClosed Open

1 Soekarno-Hatta 558 109 667

2 Husein Sastranegara 13 0 13

3 Halim Perdanakusuma 4 8 12

4 Sultan Iskandar Muda 0 1 1

5 Kualanamu 4 14 18

6 Pontianak 5 6 11

7 Raja Haji Fisabilillah 0 1 1

8 Depati Amir 0 5 5

9 Sultan Mahmud Badaruddin II 2 2 4

10 Sultan Syarif Kasim II 13 6 19

11 Minangkabau 1 5 6

12 Sultan Thaha 1 3 4

TOTAL 601 160 761










beyondchallengeLaporan KeuanganFinancial Report

473


PT Angkasa Pura II (Persero) dan entitas anaknya/ and its subsidiary Laporan keuangan konsolidasian tanggal 31 Desember 2015 dan untuk tahun yang berakhir pada tanggal tersebut beserta laporan auditor independen/ Consolidated financial statements as of December 31, 2015 and for the year then ended with independent auditors’ report


The original consolidated financial statements included herein are in

Indonesian language.

PT ANGKASA PURA II (PERSERO) DAN ENTITAS ANAKNYA

LAPORAN KEUANGAN KONSOLIDASIAN TANGGAL 31 DESEMBER 2015

DAN UNTUK TAHUN YANG BERAKHIR PADA TANGGAL TERSEBUT

BESERTA LAPORAN AUDITOR INDEPENDEN

PT ANGKASA PURA II (PERSERO) AND ITS SUBSIDIARY

CONSOLIDATED FINANCIAL STATEMENTS AS OF DECEMBER 31, 2015

AND FOR THE YEAR THEN ENDED WITH INDEPENDENT AUDITORS’ REPORT

Daftar Isi Table of Contents

Halaman/ Page Surat Pernyataan Direksi Board of Directors’ Statement Laporan Auditor Independen Independent Auditors’ Report Laporan Posisi Keuangan Konsolidasian ........................ 1-2 .............. Consolidated Statement of Financial Position Laporan Laba Rugi dan Penghasilan Consolidated Statement of Profit or Loss Komprehensif Lain Konsolidasian ............................ 3-4 ....................... and Other Comprehensive Income Laporan Perubahan Ekuitas Konsolidasian ..................... 5 ............. Consolidated Statement of Changes in Equity Laporan Arus Kas Konsolidasian ..................................... 6 ....................... Consolidated Statement of Cash Flows Catatan atas Laporan Keuangan Konsolidasian .............. 7-125 ......... Notes to the Consolidated Financial Statements Informasi Keuangan Entitas Induk Parent Entity Financial Information Laporan Posisi Keuangan................................................ 1-2 .................................... Statement of Financial Position Laporan Laba Rugi dan Penghasilan Statement of Profit or Loss Komprehensif Lain ................................................... 3 ....................... and Other Comprehensive Income Laporan Perubahan Ekuitas ............................................ 4 ................................... Statement of Changes in Equity Laporan Arus Kas ........................................................... 5 ............................................. Statement of Cash Flows Catatan atas Laporan Keuangan .................................... 6-8 ..................................... Notes to Financial Statements

************************


The original consolidated financial statements included herein are in Indonesian language.

Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan dari laporan

keuangan konsolidasian ini secara keseluruhan

The accompanying notes to the consolidated financial statements form an integral part of these consolidated financial statements taken as a

whole

1


LAPORAN POSISI KEUANGAN KONSOLIDASIAN 31 Desember 2015

(Disajikan dalam rupiah, kecuali dinyatakan lain)


CONSOLIDATED STATEMENT OF FINANCIAL POSITION

December 31, 2015 (Expressed in rupiah, unless otherwise stated)

(Disajikan kembali - Catatan 52/ As restated - Note 52)

1 Januari/ January 1, 2014/ 31 Desember / 31 Desember/ 31 Desember/ Catatan/ December 31, December 31, December 31, Notes 2015 2014 2013

ASET ASSETS ASET LANCAR CURRENT ASSETS Kas dan setara kas 2d,2z,4,47 2.930.498.090.526 1.030.570.810.965 1.510.031.837.262 Cash and cash equivalents Piutang usaha, bersih 2e,2f,2z,5,47 494.012.877.203 456.111.876.837 651.447.744.453 Trade receivables, net Piutang lain-lain 2e,2z,6,47 49.798.494.145 64.499.586.203 79.082.756.477 Other receivables Persediaan 2g,7 11.188.108.561 14.296.254.066 13.634.104.581 Inventories Pajak dibayar di muka 2r,19a 55.310.422.502 27.598.698.092 32.086.939.398 Prepaid taxes Uang muka 2h,8 28.654.912.318 46.090.660.505 76.783.052.980 Advances Pendapatan yang masih harus diterima 2e,9 454.426.993.457 230.400.596.328 29.482.117.862 Accrued income

TOTAL ASET LANCAR 4.023.889.898.712 1.869.568.482.996 2.392.548.553.013 TOTAL CURRENT ASSETS

ASET TIDAK LANCAR NON-CURRENT ASSETS Klaim pengembalian pajak 2r,19a - 30.507.015.223 144.461.541.312 Claim for tax refund Aset keuangan yang Available-for-sale tersedia untuk dijual 2z,10 106.440.500.000 102.218.000.000 122.495.405.840 financial assets Penyertaan saham 2i,11 250.009.720.415 240.293.893.439 236.674.515.237 Investments in shares of stock Properti investasi, netto 2k,12 78.290.394.065 78.968.873.041 67.189.799.237 Investment property, net Aset tetap, netto 2j,13 15.775.559.895.770 13.577.820.044.043 10.345.306.300.491 Fixed assets, net Goodwill 14 203.205.000 203.205.000 203.205.000 Goodwill Aset tidak lancar lain-lain 2l,2z,15 36.369.274.657 32.936.048.223 33.036.365.364 Other non-current assets

TOTAL ASET TIDAK LANCAR 16.246.872.989.907 14.062.947.078.969 10.949.367.132.481 TOTAL NON-CURRENT ASSETS

TOTAL ASET 20.270.762.888.619 15.932.515.561.965 13.341.915.685.494 TOTAL ASSETS

LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY LIABILITAS JANGKA PENDEK CURRENT LIABILITIES Utang usaha 2e,2z,16,47 18.378.405.859 24.323.700.220 10.064.099.878 Trade payables Utang lain-lain 2z,17,47 232.233.951.514 318.173.204.449 240.168.743.796 Other payables Beban akrual 2n,2z,18,47 1.530.210.610.792 1.443.084.598.200 460.097.673.201 Accrued expenses Utang pajak 2r,19b 140.661.463.834 73.650.051.270 44.808.733.057 Taxes payable Liabilitas dana pensiun 20 104.093.065.230 91.708.903.370 90.987.335.721 Pension fund liabilities Pendapatan yang diterima di muka 2e,2p,21 116.775.567.465 109.201.364.223 117.081.118.089 Unearned revenues Liabilitas imbalan kerja Short-term employees jangka pendek 2o,2z,24,47 145.449.882.394 132.052.528.668 93.036.330.913 benefits liabilities

TOTAL LIABILITAS JANGKA PENDEK 2.287.802.947.088 2.192.194.350.400 1.056.244.034.655 TOTAL CURRENT LIABILITIES

LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES Pinjaman jangka panjang 2m,2z,22,47 1.197.640.648.209 423.000.000.000 - Long-term loans Utang lain-lain 2e,2z,47 6.223.484.531 11.649.048.413 1.543.333.075 Other payables Utang jaminan pelanggan 2z,23,47 22.734.113.392 17.146.417.705 14.745.659.742 Customers deposits Liabilitas pajak tangguhan 2r,19e 341.307.236.878 346.373.513.450 384.703.216.813 Deferred tax liabilities Liabilitas imbalan kerja 2o,24 165.750.440.612 170.982.562.337 111.985.137.772 Employee benefits liabilities Dana program tunjangan hari tua 25 8.259.549.086 5.867.211.870 122.627.412.232 Retirement program funds Dana program BUMN peduli beasiswa 26 5.275.203.506 5.881.647.341 6.193.335.959 BUMN scholarship program fund

TOTAL LIABILITAS TOTAL NON-CURRENT JANGKA PANJANG 1.747.190.676.214 980.900.401.116 641.798.095.593 LIABILITIES

TOTAL LIABILITAS 4.034.993.623.302 3.173.094.751.516 1.698.042.130.248 TOTAL LIABILITIES

1

Laporan Keuangan Konsolidasi Consolidated Financial Statement






whole

2


LAPORAN POSISI KEUANGAN KONSOLIDASIAN (lanjutan)

31 Desember 2015 (Disajikan dalam rupiah, kecuali dinyatakan lain)


CONSOLIDATED STATEMENT OF FINANCIAL POSITION (continued)


(Disajikan kembali - Catatan 52/ As restated - Note 52)

1 Januari/ January 1, 2014/ 31 Desember / 31 Desember/ 31 Desember/ Catatan/ December 31, December 31, December 31, Notes 2015 2014 2013

EKUITAS EQUITY Ekuitas yang dapat diatribuslkan Equity attributable to owners kepada pemllik entitas induk of the parent entity Modal saham – nilai nominal Share capital - par value of Rp1.000.000 per saham Rp1,000,000 per share Modal dasar - 20.000.000 saham Modal ditempatkan dan Authorized - 20,000,000 shares disetor penuh - Issued and fully paid - 5.000.000 saham 27 5.000.000.000.000 5.000.000.000.000 5.000.000.000.000 5,000,000 shares Modal disetor lainnya 28 2.384.500.394.492 384.500.394.492 384.500.394.492 Other paid-in capital Komponen ekuitas lainnya 29 2.182.977.703.262 2.099.736.011.610 1.761.138.957.023 Other components of equity Rugi komprehensif lain (95.382.074.418) (42.741.759.170) (54.383.643.755) Other comprehensive loss Selisih ekuitas entitas anak 31 (26.316.798.626) (26.316.798.626) (26.316.798.626) Equity difference of subsidiary Saldo laba Retained earnings Dicadangkan 5.569.530.216.120 4.713.033.652.605 3.990.109.689.955 Appropriated Belum dicadangkan 1.220.458.888.904 631.208.718.443 588.824.528.626 Unappropriated

Ekuitas yang dapat diatribusikan Equity attributable to owners of kepada pemilik entitas induk 16.235.768.329.734 12.759.420.219.354 11.643.873.127.715 the parent entity Kepentingan non-pengendali 935.583 591.095 427.531 Non-controlling interests TOTAL EKUITAS 16.235.769.265.317 12.759.420.810.449 11.643.873.555.246 TOTAL EQUITY

TOTAL LIABILITAS DAN EKUITAS 20.270.762.888.619 15.932.515.561.965 13.341.915.685.494 TOTAL LIABILITIES AND EQUITY

2







whole

3


LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN KONSOLIDASIAN

Tahun yang berakhir pada tanggal 31 Desember 2015



CONSOLIDATED STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME

Year ended December 31, 2015, (Expressed in rupiah, unless otherwise stated)

Tahun yang berakhir pada tanggal 31 Desember/ Year ended December 31, 2014 (Disajikan kembali - Catatan 52/ Catatan/ As restated - Notes 2015 Note 52)

PENDAPATAN USAHA 2s,33 OPERATING REVENUES Pendapatan aeronautika 3.310.233.114.507 3.094.432.283.841 Aeronautical revenues Pendapatan non-aeronautika 2.185.082.263.879 1.646.522.555.195 Non-Aeronautical revenues Pendapatan kargo 148.830.683.900 119.559.775.783 Cargo revenues

TOTAL PENDAPATAN USAHA 5.644.146.062.286 4.860.514.614.819 TOTAL OPERATING REVENUES

BEBAN USAHA OPERATING EXPENSES Beban pegawai 2s,34 1.158.351.785.550 961.778.172.953 Employee expenses Beban operasional bandara 2s,35 1.722.937.616.326 1.695.831.024.816 Airport operation expenses Beban umum dan administrasi 2s,36 689.766.159.380 949.910.857.954 General and administrative expense Beban pemasaran 2s,37 6.477.411.240 2.200.984.837 Marketing expenses

TOTAL BEBAN USAHA 3.577.532.972.496 3.609.721.040.560 TOTAL OPERATING EXPENSES

LABA USAHA 2.066.613.089.790 1.250.793.574.259 OPERATING INCOME

PENGHASILAN (BEBAN) LAIN-LAIN OTHER INCOME (EXPENSES) Penghasilan keuangan, bersih 2s,40 62.441.565.118 99.590.827.236 Finance income, net Pajak final atas penghasilan keuangan 2r (13.651.568.315) (20.508.151.797) Final tax expense on finance income Share in profit of Bagian laba entitas asosiasi 41 9.715.826.977 8.306.878.202 the associated entities Penghasilan lain-lain 2s,38 336.446.918.384 282.812.492.818 Other income Beban lain-lain 2s,39,44 (125.141.359.925) (119.331.376.425) Other expenses Beban pendanaan 2s (1.444.247.037) (919.828.748) Finance expense

TOTAL PENGHASILAN LAIN-LAIN 268.367.135.202 249.950.841.286 TOTAL OTHER INCOME

LABA SEBELUM PAJAK FINAL PROFIT BEFORE FINAL TAX DAN PAJAK PENGHASILAN BADAN 2.334.980.224.992 1.500.744.415.545 AND CORPORATE INCOME TAX Beban pajak final 2r (68.785.593.162) (26.242.519.774) Final tax expense LABA SEBELUM PAJAK PROFIT BEFORE PENGHASILAN BADAN 2.266.194.631.830 1.474.501.895.771 CORPORATE INCOME TAX BEBAN (MANFAAT) CORPORATE INCOME TAX PAJAK PENGHASILAN BADAN EXPENSE (BENEFIT) Pajak kini 2r,19c 566.650.271.045 391.701.491.157 Current tax Pajak tangguhan 2r,19c,19e 12.221.328.510 (43.969.466.838) Deferred tax

TOTAL BEBAN PAJAK TOTAL CORPORATE PENGHASILAN BADAN 578.871.599.555 347.732.024.319 INCOME TAX EXPENSE

LABA TAHUN BERJALAN 1.687.323.032.275 1.126.769.871.452 PROFIT FOR THE YEAR

3







whole

4


LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN

KONSOLIDASIAN (lanjutan) Tahun yang berakhir pada tanggal



CONSOLIDATED STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE

INCOME (continued) Year ended December 31, 2015

(Expressed in rupiah, unless otherwise stated)


PENGHASILAN (RUGI) OTHER COMPREHENSIVE KOMPREHENSIF LAIN INCOME (LOSS) Pos-pos yang akan Item that will be direklasifikasi ke laba rugi reclassified to profit or loss periode berikutnya in subsequent period Perubahan nilai wajar aset Changes in fair value of available keuangan tersedia untuk dijual 10 (777.500.000) (5.277.405.840) for sale financial assets

Pos-pos yang tidak akan Item that will not be direklasifikasi ke laba atau rugi reclassified to profit or loss periode berikutnya in subsequent period Keuntungan (kerugian) aktuaria (69.150.420.330) 22.559.053.900 Actuarial gain (loss) Efek beban pajak pendapatan 17.287.605.082 (5.639.763.475) Income tax effect expense PENGHASILAN (RUGI) OTHER COMPREHENSIVE KOMPREHENSIF LAIN INCOME (LOSS) TAHUN BERJALAN FOR THE YEAR SETELAH PAJAK (52.640.315.248) 11.641.884.585 AFTER TAX TOTAL PENGHASILAN TOTAL COMPREHENSIVE KOMPREHENSIF TAHUN INCOME BERJALAN 1.634.682.717.027 1.138.411.756.037 FOR THE YEAR

Laba yang dapat diatribusikan kepada: Profit attributable to: Pemilik entitas induk 1.687.322.687.787 1.126.769.707.888 Owners of the parent company Kepentingan non-pengendali 344.488 163.564 Non-controlling interests

Total laba tahun berjalan 1.687.323.032.275 1.126.769.871.452 Total profit for the year

Penghasilan komprehensif yang Total comprehensive income dapat diatribusikan kepada: attributable to: Pemilik entitas induk 1.634.682.372.539 1.138.411.592.473 Owners of the parent company Kepentingan non-pengendali 344.488 163.564 Non-controlling interests

Total penghasilan komprehensif 1.634.682.717.027 1.138.411.756.037 Total comprehensive income

Laba per Saham Dasar 2w, 42 337.465 225.354 Basic Earnings Per Share

4




Catatan atas laporan keuangan konsolidasian terlam

pir merupakan bagian yang tidak terpisahkan dari laporan keuangan konsolidasian ini secara keseluruhan

The accom

panying notes to the consolidated financial statements form

an integral part of these consolidated financial statements taken as a w

hole

5

PT AN

GK

ASA PUR

A II (PERSER

O)

DA

N EN

TITAS ANA

KN

YA

LAPOR

AN PER

UB

AH

AN EK

UITAS K

ON

SOLID

ASIAN

Tahun yang berakhir pada tanggal 31 Desem

ber 2015 (D

isajikan dalam rupiah, kecuali dinyatakan lain)

PT A

NG

KA

SA PU

RA

II (PERSER

O)

AN

D ITS SU

BSID

IAR

Y C

ON

SOLID

ATED

STATEM

ENT O

F CH

AN

GES IN

EQU

ITY For the year ended D

ecember 31, 2015


Ekuitas yang D

apat Diatribusikan kepada Pem

ilik Entitas lnduk/Equity Attributable to The O

wner of Parent Entity

Saldo laba/Retained earnings

Penghasilan (rugi)

Selisih ekuitas

komprehensif

K

omponen

entitas anak/

lain/

Kepentingan

M

odal disetor

ekuitas lainnya/

D

ifference in

O

ther

B

elum

non pengendali/

Catatan/

Modal saham

/

lainnya/O

ther

Other com

ponents

equity of

comprehensive

Dicadangkan/

dicadangkan/

Total/

Non-controlling

Total ekuitas/

Notes

Share capital

paid-in capital

of equity

Subsidiary

income (loss)

Appropriated

Unappropriated

Total

interests

Total equity

Saldo tanggal 31 Desem

ber 2013,

Balance as of D

ecember 31, 2013,

disajikan sebelum

nya

27

5.000.000.000.000

81.099.573.644 2.064.539.777.871

(28.670.324.714)

8.345.405.840

3.990.109.689.955

531.833.397.258 11.647.257.519.854

441.655

11.647.257.961.509

as previously reported

Penyesuaian penyajian kem

bali

-

303.400.820.848

(303.400.820.848)

2.353.526.088

(62.729.049.595)

-

56.991.131.368

(3.384.392.139)

(14.124)

(3.384.406.263)

Restatem

ent adjustment


ber 2013,

Balance as of D

ecember 31, 2013,

disajikan kem

bali

27

5.000.000.000.000

384.500.394.492

1.761.138.957.023

(26.316.798.626)

(54.383.643.755) 3.990.109.689.955

588.824.528.626

11.643.873.127.715

427.531 11.643.873.555.246

as restated

Bantuan P

emerintah yang belum

Undeterm

ined status of

ditentukan statusnya (B

PYB

DS

)

29

-

-

329.716.212.404

-

-

-

-

329.716.212.404

-

329.716.212.404

Governm

ent’s contribution (BPYBDS)

Modal P

emerintah yang dialihkan

G

overnment equity

ke P

erum LP

PN

PI

29

-

-

8.880.842.183

-

-

-

-

8.880.842.183

-

8.880.842.183

transferred to Perum LPPN

PI S

elisih ekuitas entitas anak

31

-

-

-

-

-

-

-

-

-

-

D

ifference in equity of subsidiary D

ividen

30

-

-

-

-

-

-

(361.461.555.421)

(361.461.555.421)

-

(361.461.555.421)

D

ividend C

adangan umum

-

-

-

-

-

722.923.962.650

(722.923.962.650)

-

-

-

G

eneraI reserve Laba tahun berjalan

-

-

-

-

-

-

1.126.769.707.888 1.126.769.707.888

163.564

1.126.769.871.452

Profit for the year P

enghasilan (rugi) komprehensif lain

Other com

prehensive income (loss)

P

engukuran kembali

Re-m

easurement of

liabilitas imbalan kerja

-

-

-

-

16.919.290.425

-

-

16.919.290.425

-

16.919.290.425

em

ployee benefits liabilities

Aset keuangan tersedia untuk dijual

-

-

-

-

(5.277.405.840)

-

-

(5.277.405.840)

- (5.277.405.840)

Available for sales financial assets


ber 2014,

B

alance as of Decem

ber 31, 2014,

disajikan kembali

5.000.000.000.000

384.500.394.492 2.099.736.011.610

(26.316.798.626)

(42.741.759.170)

4.713.033.652.605

631.208.718.443 12.759.420.219.354

591.095

12.759.420.810.449

as restated

Penyertaan m

odal Negara

30

- 2.000.000.000.000

-

-

-

-

-

2.000.000.000.000

- 2.000.000.000.000

State investm

ent contribution B

antuan Pem

erintah yang belum

U

ndetermined status of

ditentukan statusnya (BP

YBD

S)

-

-

83.241.691.652

-

-

-

-

83.241.691.652

-

83.241.691.652

Governm

ent’s contribution (BPYBDS)

Modal P

emerintah yang dialihkan

G

overnment equity

ke P

erum LP

PN

PI

-

-

-

-

-

-

-

-

-

-

transferred to Perum

LPPNPI

Selisih ekuitas entitas anak

31

-

-

-

-

-

-

-

-

-

-

Difference in equity of subsidiary

Dividen

-

-

-

-

-

-

(219.614.503.465)

(219.614.503.465)

-

(219.614.503.465)

D

ividend C

adangan umum

-

-

-

-

-

856.496.563.515

(856.496.563.515)

-

-

-

G

eneraI reserve D

ana Program

Kem

itraan dan

Partnership and C

omm

unity

Bina Lingkungan

-

-

-

-

-

-

(21.961.450.346)

(21.961.450.346)

-

(21.961.450.346)

Developm

ent Program Fund

Laba tahun berjalan

-

-

-

-

-

- 1.687.322.687.787

1.687.322.687.787

344.488 1.687.323.032.275

Profit for the year

Rugi kom

prehensif lain

-

-

-

-

-

-

-

-

-

-

Other com

prehensive loss

Pengukuran kem

bali

-

-

-

-

-

-

-

-

-

-

R

e-measurem

ent of

liabilitasi m

balan kerja

-

-

-

-

(51.862.815.248)

-

-

(51.862.815.248)

-

(51.862.815.248)

employee benefits liabilities

A

set keuangan tersedia untuk dijual

-

-

-

-

(777.500.000)

-

-

(777.500.000)

-

(777.500.000)

Available for sales financial assets

Saldo tanggal 31 D

esember 2015

5.000.000.000.000 2.384.500.394.492

2.182.977.703.262

(26.316.798.626)

(95.382.074.418) 5.569.530.216.120

1.220.458.888.904 16.235.768.329.734

935.583

16.235.769.265.317

Balance as of D

ecember 31, 2015

5







whole

6


LAPORAN ARUS KAS KONSOLIDASIAN Tahun yang berakhir pada tanggal



CONSOLIDATED STATEMENT OF CASH FLOWS Year ended December 31, 2015



ARUS KAS DARI CASH FLOWS FROM AKTIVITAS OPERASI OPERATING ACTIVITIES

Penerimaan dari pelanggan 5.644.146.062.286 4.569.420.420.722 Receipts from customers

Pembayaran kepada pemasok, Payments to suppliers, contractors

kontraktor dan pihak ketiga lainnya (1.940.725.112.722) (748.295.041.067) and other third parties

Pembayaran kepada karyawan (1.158.351.785.550) (1.007.184.699.369) Payments to employees Pembayaran beban bunga (1.444.247.037) (919.828.748) Payment of interest expense Penerimaan pendapatan bunga 62.441.565.118 99.590.827.236 Receipt of interest income Penerimaan lainnya 336.446.918.385 208.494.518.337 Other receipts Pembayaran lainnya (125.141.359.927) (59.332.581.948) Other payments Pembayaran pajak (585.698.098.843) (624.425.444.939) Payments for taxes

Kas neto yang diperoleh dari Net cash provided by

aktivitas operasi 2.231.673.941.710 2.437.348.170.224 operating activities

ARUS KAS DARI CASH FLOWS FROM AKTIVITAS INVESTASI INVESTING ACTIVITIES

Purchase of fixed assets

Pembelian aset tetap dan aset lain 13 (2.107.909.658.684) (2.706.525.423.737) and other assets

Penerimaan dari pihak berelasi 11 9.715.826.977 125.587.343.304 Proceeds from related parties

Penarikan (penyertaan) investasi 11 (13.938.326.977) 25.590.439.334 Withdrawal (placement) of investment

Kas neto yang diperoleh untuk Net cash used in aktivitas investasi (2.112.132.158.684) (2.555.347.641.099) investing activities

ARUS KAS DARI CASH FLOWS FROM AKTIVITAS PENDANAAN FINANCING ACTIVITIES

Pembayaran dividen kas 30 (219.614.503.465) (361.461.555.422) Payments of cash dividends Penambahan modal disetor lainnya 28 2.000.000.000.000 - Other paid-in capital addition

Kas neto yang disediakan dari (digunakan untuk) aktivitas Net cash provided by (used in) pendanaan 1.780.385.496.535 (361.461.555.422) financing activities

KENAIKAN (PENURUNAN) INCREASE (DECREASE)

KAS DAN SETARA KAS 1.899.927.279.561 (479.461.026.297) IN CASH AND CASH EQUIVALENTS

KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS

AWAL TAHUN 4 1.030.570.810.965 1.510.031.837.262 AT BEGINNING OF YEAR

KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS

AKHIR TAHUN 4 2.930.498.090.526 1.030.570.810.965 AT END OF YEAR

Informasi atas aktivitas yang tidak mempengaruhi arus kas diungkapkan dalam Catatan 50.

Information on non-cash activities is disclosed in Note 50.

6





DAN ENTITAS ANAKNYA CATATAN ATAS LAPORAN

KEUANGAN KONSOLIDASIAN 31 Desember 2015 dan untuk tahun yang

berakhir pada tanggal tersebut (Disajikan dalam rupiah, kecuali dinyatakan lain)


NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS

As of December 31, 2015 and for the year then ended


7

1. UMUM 1. GENERAL

a. Pendirian Perusahaan a. The Company’s Establishment

PT Angkasa Pura II (Persero) (“Perusahaan”) adalah Badan Usaha Milik Negara (BUMN) di lingkungan Kementerian Perhubungan. Sebelumnya bernama Perum Pelabuhan Udara Jakarta Cengkareng, yang didirikan berdasarkan Peraturan Pemerintah (PP) No. 20 Tahun 1984. Perubahan nama dari Perum Pelabuhan Udara Jakarta Cengkareng menjadi Perum Angkasa Pura II dilakukan berdasarkan PP No. 26 Tahun 1986. Selanjutnya, dengan PP No. 14 Tahun 1992, Perum Angkasa Pura II berubah status badan hukumnya menjadi Perusahaan Perseroan (Persero).

PT Angkasa Pura II (Persero) (the “Company”) is a State-Owned Enterprises (BUMN) in the Ministry of Transportation. Previously named Perum Cengkareng Jakarta Airport, which was established by Government Regulation (PP) No. 20 Year 1984. The change from Perum Pelabuhan Udara Jakarta Cengkareng to Perum Angkasa Pura II is based on PP No. 26 Year 1986. Furthermore, with the PP No. 14 Year 1992, Perum Angkasa Pura II changed its status of legal entity into a Perusahaan Perseroan (Persero).

Perusahaan didirikan berdasarkan Akta Notaris Muhani Salim S.H., No. 3 tanggal 2 Januari 1993 dan diubah dengan Akta Notaris No. 96 tanggal 19 Maret 1993 oleh notaris yang sama. Akta pendirian tersebut disahkan oleh Menteri Kehakiman Republik Indonesia sesuai dengan Surat Keputusan No. C2-2471.HT,01.01.Th.93 tanggal 24 April 1993 dan diumumkan dalam Berita Negara Republik Indonesia No. 63 tanggal 8 Agustus 1995. Anggaran dasar Perusahaan telah beberapa kali mengalami perubahan, perubahan terakhir dengan Akta Notaris Maya Veronika, S.H., No. 4 tanggal 4 Februari 2016 antara lain mengenai peningkatan modal ditempatkan dan modal disetor penuh Perusahaan dari Rp5.000.000.000.000 menjadi Rp7.000.000.000.000, yang telah dicatat oleh Kementerian Hukum dan Hak Asasi Manusia melalui Surat No. AHU-AH.01.03-0027712 tanggal 1 Maret 2016. Perubahan tersebut telah disetujui oleh Menteri Hukum dan Hak Asasi Manusia Republik Indonesia melalui Surat Keputusan No. AHU-98879.AH.01.02 tanggal 18 November 2008 dan diumumkan dalam lembaran Berita Negara Republik Indonesia No. 10 tanggal 3 Februari 2009.

The Company was established based on Deed No. 3 dated January 2, 1993 of Notary Muhani Salim, S.H., and amended by Deed No. 96 dated March 19, 1993 by the same notary. The deed of establishment was approved by the Minister of Justice of the Republic of Indonesia in its Decision Letter No. C2-2471.HT 01.01.Th.93 dated April 24, 1993 and published in the State Gazette No. 63 dated August 8, 1995. The Company’s articles of association has been amended from time to time, the latest amendment of which was covered by Deed No. 4 dated February 4, 2016 of Notary Maya Veronika, S.H., concerning, among others, the increase on authorized capital and issued and fully paid capital of the Company from Rp5,000,000,000,000 to Rp7,000,000,000,000, which has been recognized by the Ministry of Law and Human Rights through Letter No. AHU-AH.01.03-0027712 dated March 1, 2016. Such amendment had been approved by the Minister of Laws and Human Rights of the Republic of Indonesia in its Decision Letter No. AHU-98879.AH.01.02 dated November 18, 2008 and published in the State Gazette of the Republic of Indonesia No. 10 dated February 3, 2009.

Berdasarkan pasal 3 Anggaran Dasar Perusahaan, kegiatan utama Perusahaan adalah menyelenggarakan usaha jasa kebandaraan dalam arti seluas-luasnya dan usaha-usaha lainnya yang mempunyai hubungan dengan usaha tersebut sesuai dengan prinsip-prinsip Perseroan Terbatas. Perusahaan memulai operasi komersialnya pada tahun 1984.

Based on article 3 of its Articles of Association, the Company’s main activities are conducting airport service business and other related businesses in conformity with business principles of limited company. The Company started its commercial operation in 1984.

7












8

1. UMUM (lanjutan) 1. GENERAL (continued)

a. Pendirian Perusahaan (lanjutan) a. The Company’s Establishment (continued)

Kantor pusat Perusahaan berlokasi di Bandara Soekarno-Hatta, Tangerang, Provinsi Banten. Perusahaan saat ini mempunyai 13 (tiga belas) kantor cabang yang masing-masing berlokasi di bandar udara yang dikelola Perusahaan, dengan rincian sebagai berikut:

The Company is located in Soekarno-Hatta Airport in Tangerang, Banten Province. The Company currently have 13 (thirteen) branch offices located in each airport managed by the Company with details are as follows:

1) Bandar Udara Internasional Soekarno-

Hatta, Tangerang 2) Bandar Udara Halim Perdanakusuma,

Jakarta 3) Bandar Udara Sultan Mahmud

Badaruddin II, Palembang 4) Bandar Udara Supadio, Pontianak 5) Bandar Udara Internasional Kualanamu,

Deli Serdang 6) Bandar Udara Sultan Syarif Kasim II,

Pekanbaru 7) Bandar Udara Internasional Minangkabau,

Padang 8) Bandar Udara Internasional Sultan

Iskandar Muda, Banda Aceh 9) Bandar Udara Internasional Husein

Sastranegara, Bandung 10) Bandar Udara Raja Haji Fisabilillah,

Tanjung Pinang 11) Bandar Udara Sultan Thaha, Jambi 12) Bandar Udara Depati Amir, Pangkal

Pinang 13) Bandar Udara Silangit, Siborong-Borong

1) Soekarno-Hatta International Airport, Tangerang

2) Halim Perdanakusuma Airport, Jakarta, 3) Sultan Mahmud Badaruddin II Airport,

Palembang 4) Supadio Airport, Pontianak 5) Kualanamu International Airport, Deli

Serdang 6) Sultan Sharif Kasim Il Airport, Pekanbaru 7) Minangkabau International Airport,

Padang 8) Sultan Iskandar Muda International

Airport, Banda Aceh 9) Husein Sastranegara International Airport,

Bandung 10) Raja Haji Fisabilillah Airport, Tanjung

Pinang 11) Sultan Thaha Airport, Jambi 12) Depati Amir Airport, Pangkal Pinang 13) Silangit Airport, Siborong-Borong

b. Dewan Komisaris dan Direksi, Komite Audit

dan Karyawan b. Boards of Commissioners and Directors,

Audit Committee and Employees

Susunan Dewan Komisaris dan Direksi Perusahaan pada tanggal 31 Desember 2015, dan 2014 adalah sebagai berikut:

The composition of the Company’s Boards of Commissioners and Directors as of December 31, 2015 and 2014 was as follows:

2015 2014

Board of Dewan Komisaris Commissioners Komisaris Utama Rhenald Kasali Santoso E. Wibowo President Commissioner Anggota Santoso E. Wibowo Iswan Elmi Member Anggota W. Budi Santoso Rubani Pranoto M. Member Anggota Iswan Elmi H. Tursandi Alwi Member Anggota Mujahidin Harpin O. W. Budi Santoso Member Anggota Wahyu Kuncoro Wahyu Kuncoro Member

8



9











9

1. UMUM (lanjutan) 1. GENERAL (continued) b. Dewan Komisaris dan Direksi, Komite Audit

dan Karyawan (lanjutan) b. Boards of Commissioners and Directors,

Audit Committee and Employees (continued)

Susunan Dewan Komisaris dan Direksi Perusahaan pada tanggal 31 Desember 2015, dan 2014 adalah sebagai berikut: (lanjutan)

The composition of the Company’s Boards of Commissioners and Directors as of December 31, 2015 and 2014 was as follows: (continued)

2015 2014

Dewan Direksi Board of Directors Direktur Utama Budi Karya Sumadi Tri S. Sunoko President Director Direktur Murjatmodjo Endang A. Sumiarsa Director Direktur Faik Fahmi Salahudin Rafi Director Direktur Daan Achmad Rinaldo J. Azis Director Direktur Ituk Herarindri Yusmar Anggadinata Director Direktur Andra Y. Agussalam Laurensius Manurung Director Direktur - RP Hari Cahyono Director

Susunan Komite Audit Perusahaan adalah sebagai berikut:

The composition of the Company’s Audit Committee are as follow:

2015 2014

Komite Audit Audit Committee Ketua/Anggota Wahyu Kuncoro Rubani Pranoto Chairman/Member Wakil Ketua/Anggota Iswan Elmi Wahyu Kuncoro Vice Chairman/Member Anggota Eddy Subagdja Eddy Subagdja Member Anggota Khasan Anwari Hasnil Djamin Member

Total manfaat yang dibayarkan oleh

Perusahaan untuk manajemen kunci adalah masing-masing sebesar Rp13.134.757.653 dan Rp12.143.003.149 untuk tahun yang berakhir pada tanggal 31 Desember 2015 dan 2014.

Perusahaan memiliki 5.566 dan 4.594 karyawan tetap masing-masing pada tanggal 31 Desember 2015 dan 2014 (tidak diaudit).

Total benefits paid by the Company for key management amounted to Rp13,134,757,653 dan Rp12,143,003,149 for the years ended December 31, 2015 and 2014, respectively.

The Company had 5,566 and 4,594 permanent employees as of December 31, 2015 and 2014 (unaudited), respectively.

Induk Perusahaan, yang juga adalah induk

terakhir Perusahaan, adalah Pemerintah Republik Indonesia.

The Company’s parent, which is also the ultimate parent company, is the Government of the Republic of Indonesia.

Manajemen Perusahaan bertanggung jawab atas penyusunan laporan keuangan konsolidasian yang diotorisasi untuk terbit pada tanggal 22 Maret 2016.

The management of the Company is responsible for the preparation of the consolidated financial statements that were authorized for issue on March 22, 2016.

c. Entitas Anak c. Subsidiary

Laporan keuangan konsolidasian mencakup akun-akun Perusahaan dan Entitas Anak (selanjutnya disebut “Kelompok Usaha”) berikut ini, dimana Perusahaan mempunyai pengendalian:

The consolidated financial statements include the accounts of the Company and the following Subsidiary (collectively referred to hereafter as “the Group”), over which the Company has control:











10


c. Entitas Anak (lanjutan) c. Subsidiary (continued)

Entitas Anak/

Jenis Usaha/ Nature of

Domisili/

Keemilikan (%)/ Ownership (%)

Total Aset sebelum Eliminasi/

Total Assets before Elimination

Subsidiaries Business Domicile 2015 2014 2013 2015 2014 2013

PT Angkasa Pura Solusi (“APS”)

Menyediakan jasa konsultasi manajemen bandara, jasa pendidikan, latihan dan outsourcing sumber daya manusia, pengelolaan parkir, IT outsourcing/ Providing airport management consultation, education, training and oursourcing human resources, IT outsourcing.

Jakarta 99,99 99,99 99,99 191.663.332.849 121.658.214.835 69.305.824.609

PT Angkasa Pura Solusi (sebelumnya PT Angkasa Pura Schipol)

PT Angkasa Pura Solusi (previously named PT Angkasa Pura Schipol)

Kepemilikan Perusahaan di APS sebelum akuisisi saham pada tanggal 28 November 2011 adalah 50% atau 15.000 saham senilai Rp3.428.250.000. Berdasarkan Akta Notaris Otty H.C Ubayani, S.H., No. 49 tanggal 28 November 2011, Schipol International B.V setuju untuk mengalihkan 14.999 sahamnya kepada Perusahaan dengan Rp228.550 per saham atau senilai Rp3.428.021.450 dan 1 lembar sahamnya kepada Tuan Luthfy Edrus dengan harga Rp228.550 per saham atau senilai Rp228.550. Dengan demikian, kepemilikan saham Perusahaan di APS menjadi 29.999 lembar atau 99,9967% dan PT Angkasa Pura Schipol merubah namanya menjadi PT Angkasa Pura Solusi.

The Company’s ownership in APS before shares acquistion on November 28, 2011 was 50% or 15,000 shares amounting to Rp3,428,250,000. Based on Deed No. 49 dated November 28, 2011 of Notary Otty H.C Ubayani, S.H., Schipol International B.V agreed to transfer its 14,999 its shares to the Company with nominal value Rp228,550 per share or amounting to Rp3,428,021,450 and 1 its share to Mr. Luthfy Edrus with nominal value Rp228,550 per share or amounting to Rp228,550. Thus, the Company’s ownership in APS become 99.9967% and PT Angkasa Pura Schipol changed its name to become PT Angkasa Pura Solusi.

APS memulai operasi komersialnya pada tahun 1998.

APS started its commercial operation on 1998.

Susunan pemegang saham dan kepemilikan saham APS sejak tanggal 28 November 2011 sampai dengan saat ini adalah sebagai berikut:

The details of the shareholder and its share ownerships of APS since November 28, 2011 until today are as follows:

Saham Ditempatkan Persentase Total Saham/ dan Disetor/ Kepemilikan/ Total Shares Shares Issued Percentage Pemegang Saham (Lembar/Shares) and Fully Paid of ownership Shareholders

PT Angkasa Pura II (Persero) 29.999 6.856.271.450 99,997 PT Angkasa Pura II (Persero) Luthfy Edrus 1 228.550 0,003 Luthfy Edrus

Total 30.000 6.856.500.000 100,000 Total

10












11


c. Entitas Anak (lanjutan) c. Subsidiary (continued)

Laporan keuangan Entitas Anak mencakup akun-akun Entitas Anak dan Kerjasama Operasi (Catatan 48) dibawah ini sesuai dengan PSAK No. 66 (selanjutnya disebut “KSO”), dimana Entitas Anak mangakui proporsi hak atas aset dan kewajiban atas liabilitas berdasarkan pengaturan bersama sebagai berikut:

The Subsidiary’s financial statements include the accounts of the Subsidiary and the following Joint Operation (Note 48) in accordance with PSAK No. 66 (collectively referred to hereafter as “JO”), over which the Subsidiary recognize proportions of rights to the assets, and obligations for the liabilities, relating to the joint arrangement:

KSO/

Jenis Usaha/ Nature of

Domisili/

Keemilikan (%)/ Ownership (%)

Total Aset sebelum Eliminasi/

Total Assets before Elimination

JO Business Domicile 2015 2014 2013 2015 2014 2013

KSO AP Solusi Premair

Menyediakan jasa pelayanan penumpang di bandara (ruang tunggu) /Providing passenggers service in airport (lounge).

Halim,Jakarta 51 51 - 5.128.936.029 3.045.013.278 -

KSO AP Solusi Mandai Prima


Tangerang 60 60 - 4.178.029.238 3.633.085.915 -

KSO AP Solusi Blue Sky


Medan 51 51 - 22.053.852.408 18.841.332.361 -

KSO AP Solusi - TB


Medan 60 60 - 13.082.905.220 3.822.359.602 -

2. IKHTISAR KEBIJAKAN AKUNTANSI

SIGNIFIKAN 2. SUMMARY OF SIGNIFICANT ACCOUNTING

POLICIES

a. Dasar Penyajian Laporan Keuangan Konsolidasian

a. Basis of Preparation of the Consolidated Financial Statements

Laporan keuangan konsolidasian telah disusun dan disajikan sesuai dengan Standar Akuntansi Keuangan di Indonesia (“SAK”), yang mencakup Pernyataan Standar Akuntansi Keuangan (“PSAK”) dan Interpretasi Standar Akuntansi Keuangan (“ISAK”) yang dikeluarkan oleh Dewan Standar Akuntansi Keuangan (“DSAK”) Ikatan Akuntan Indonesia.

The consolidated financial statements have been prepared and presented in accordance with Indonesian Financial Accounting Standards (“SAK”), which comprise the Statements of Financial Accounting Standards (“PSAK”) and Interpretations of Financial Accounting Standards (“ISAK”) issued by the Financial Accounting Standards Board (“DSAK”) of the Indonesian Institute of Accountants.

11












12

2. IKHTISAR KEBIJAKAN AKUNTANSI SIGNIFIKAN (lanjutan)

2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued)

b. Perubahan Kebijakan Akuntansi dan

Pengungkapan b. Changes in Accounting Policies and

Disclosures

Efektif tanggal 1 Januari 2015, Kelompok Usaha menerapkan PSAK No. 1 (Revisi 2013), “Penyajian Laporan Keuangan”. PSAK ini mengubah penyajian kelompok pos-pos dalam Penghasilan Komprehensif Lain. Pos-pos yang akan direklasifikasi ke laporan laba rugi dan penghasilan komprehensif lain konsolidasian disajikan terpisah dari pos-pos yang tidak akan direklasifikasi ke laporan laba rugi dan penghasilan komprehensif lain konsolidasian. Penerapan PSAK ini hanya mempengaruhi penyajian dan tidak berpengaruh terhadap posisi keuangan dan kinerja keuangan Kelompok Usaha.

Effective January 1, 2015, the Group applied PSAK No. 1 (Revised 2013), “Presentation of Financial Statements”. This PSAK changes the grouping of items presented in Other Comprehensive Income. Items that could be reclassified to consolidated statement of profit or loss and other comprehensive income would be presented separately from items that will never be reclassified. The adoption of this PSAK affects presentation only and has no impact on the Group’s financial position or performance.

PSAK revisi ini juga menjelaskan bahwa laporan posisi keuangan ketiga pada awal periode komparatif (dalam hal ini tanggal 1 Januari 2014 untuk Kelompok Usaha), yang disajikan sebagai akibat penyajian retrospektif atau reklasifikasi pos-pos dalam laporan keuangan tidak perlu disertai dengan penyajian catatan yang terkait dengan laporan posisi keuangan awal periode tersebut. Dengan demikian, Kelompok Usaha tidak menyajikan informasi komparatif terkait dengan laporan posisi keuangan periode awal tanggal 1 Januari 2014.

This revised PSAK also clarify that the third statement of financial position as of the beginning comparative period (as of January 1, 2014 in the case of the Group), presented as a result of restrospective presentation or reclassification of items in financial statements does not have to be accompanied by comparative information in the related notes. As a result, the Group has not included comparative information in respect of the opening statement of financial position as at January 1, 2014.

Laporan keuangan konsolidasi ini disusun berdasarkan konsep akrual dengan menggunakan konsep biaya historis, kecuali untuk beberapa akun tertentu yang diukur berdasarkan pengukuran sebagaimana diuraikan dalam kebijakan akuntansi masing-masing akun tersebut.

These consolidated financial statements have been prepared on the accrual basis using the historical cost concept of accounting, except for certain accounts which are measured on the bases described in the related accounting policies of each account.

Mata uang pelaporan yang digunakan dalam penyusunan laporan keuangan konsolidasian adalah rupiah, yang juga merupakan mata uang fungsional Perusahaan. Setiap entitas di dalam Kelompok Usaha menetapkan mata uang fungsional sendiri dan transaksi-transaksi di dalam laporan keuangan dari setiap entitas diukur berdasarkan mata uang fungsional tersebut.

The reporting currency used in the preparation of the consolidated financial statements is the Indonesian rupiah, which is also the Company’s functional currency. Each entity in the Group determines its own functional currency and items included in the financial statements of each entity are measured using that functional currency.

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b. Perubahan Kebijakan Akuntansi dan Pengungkapan (lanjutan)

b. Changes in Accounting Policies and Disclosures (continued)

Efektif 1 Januari 2015, Kelompok Usaha menerapkan untuk pertama kali, beberapa standar baru dan revisi standar yang mengakibatkan penyajian kembali laporan keuangan konsolidasian tahun sebelumnya. Penerapan tersebut mencakup PSAK No. 65, “Laporan Keuangan Konsolidasian”, PSAK No. 66, “Pengaturan Bersama”, PSAK No. 68, “Pengukuran Nilai Wajar” dan revisi atas PSAK No. 1 (Revisi 2013), “Penyajian Laporan Keuangan” dan PSAK No. 24 (Revisi 2013), “Imbalan Kerja”. Lebih lanjut, penerapan PSAK No. 67, “Pengungkapan Kepentingan Dalam Entitas Lain” menambahkan pengungkapan yang disyaratkan pada laporan keuangan konsolidasian. Beberapa revisi standar lain diterapkan pertama kali pada tahun 2015 namun tidak berdampak terhadap laporan keuangan konsolidasian Kelompok Usaha. Sifat dan dampak standar baru maupun revisian diungkapkan lebih lanjut pada Catatan 2 yang relevan.

Effective January 1, 2015, the Group applied for the first time, certain new standards and amendments that require restatement of previous consolidated financial statements. These include PSAK No. 65, “Consolidated Financial Statements”, PSAK No. 66, “Joint Arrangements”, PSAK No. 68, “Fair Value Measurement”, and amendments to PSAK No. 1 (Revised 2013), “Presentation of Financial Statements”, and PSAK No. 24 (Revised 2013), “Employee Benefits”. In addition, the application of PSAK No. 67, “Disclosure of Interest in Other Entity” resulted in additonal disclosures in the consolidated financial statements. Several other amendments apply for the first in 2015. However, they do not have impact to the Group’s consolidated financial statements. The nature and impact of each new standards and amendments are further described in the relevant Note 2.

PSAK No. 67 mensyaratkan entitas untuk mengungkapkan kepentingan dalam entitas anak, pengaturan bersama, entitas asosiasi dan entitas terstruktur.

PSAK No. 67 sets out the requirements for dislcosures relating to an entity’s interest in subsidiaries, joint arrangements, associates and structured entities.

c. Prinsip-prinsip Konsolidasi c. Principles of Consolidation

Laporan keuangan konsolidasian meliputi laporan keuangan Perusahaan dan entitas anaknya seperti yang disebutkan pada Catatan 1c.

The consolidated financial statements include the accounts of the Company and its subsidiary mentioned in Note 1c.

Pengendalian diperoleh ketika Kelompok Usaha terekspos, atau memiliki hak atas imbal hasil variable dari keterlibatannya dengan investee dan memiliki kemampuan untuk mempengaruhi imbal hasil tersebut melalui kekuasaannya atas investee. Secara khusus, Kelompok Usaha mengendalikan investee jika dan hanya jika Kelompok Usaha memiliki seluruh hal berikut ini:

Control is achieved when the Group is exposed, or has rights, to variable returns from its involvement with the investee and has the ability to affect those returns through its power over the investee. Specifically, the Group controls an investee if, and only if, the Group has all of the following:

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c. Prinsip-prinsip Konsolidasi (lanjutan) c. Principles of Consolidation (continued)

a) kekuasaan atas investee (misalnya adanya

hak yang memberikan Kelompok Usaha kemampuan saat ini untuk mengarahkan aktivitas investee yang relevan);

b) eksposur atau hak atas imbal hasil variable dari keterlibatan Kelompok Usaha dengan investee; dan

c) kemampuan untuk menggunakan kekuasaannya atas investee untuk mempengaruhi imbal hasil Kelompok Usaha.

a) power over the investee (i.e., existing rights that give it the current ability to direct the relevant activities of the investee);

b) exposure or rights to variable returns from its involvement with the investee; and

c) the ability to use its power over the investee to affect the Group’s returns.

Umumnya, kepemilikan hak suara mayoritas menghasilkan pengendalian. Untuk mendukung hal ini, dan jika Kelompok Usaha memiliki hak suara kurang dari hak suara mayoritas, atau hak sejenis atas suatu investee, Kelompok Usaha mempertimbangkan seluruh fakta dan keadaan ketika menilai apakah Kelompok Usaha memiliki kekuasaan atas investee termasuk: a) pengaturan kontraktual dengan pemegang

hak suara lainnya pada investee; b) hak-hak yang timbul dari pengaturan

kontraktual lain; dan c) hak suara yang dimiliki Kelompok Usaha

dan hak suara potensial.

Generally, there is a presumption that a majority of voting rights results in control. To support this presumption and when the Group has less than a majority of the voting, or similar rights of an investee, it considers all relevant facts and circumstances in assessing whether it has power over an investee, including: a) the contractual arrangements with the other

vote holders of the investee; b) rights arising from other contractual

arrangements; and c) the Group’s voting rights and potential

voting rights.

Kelompok Usaha menilai kembali apakah masih mengendalikan investee jika fakta dan keadaan mengindikasikan bahwa terdapat perubahan dalam satu atau lebih dari tiga elemen pengendalian. Konsolidasi atas entitas anak dimulai sejak tanggal Kelompok Usaha memperoleh pengendalian atas entitas anak dan berakhir ketika Kelompok Usaha kehilangan pengendalian atas entitas anak.

The Group reassess whether or not it controls an investee if facts and circumstances indicate that there are changes to one or more of the three elements of control. Consolidation of a subsidiary begins when the Group obtains control over the subsidiary and ceases when then Group loses control of subsidiary.

Laporan laba rugi dan penghasilan komprehensif lain konsolidasian dan setiap komponen dari Penghasilan Komprehensif Lain (OCI) diatribusikan kepada pemilik entitas Induk dari Kelompok Usaha dan Kepentingan Non Pengendali (KNP) meskipun hal tersebut mengakibatkan KNP memiliki saldo defisit.

Consolidated statement of profit or loss and other comprehensive income and each component of Other Comprehensive Income (OCI) are attributed to the equity holders of the parent of the Group and to the Non-Controlling Interests (NCI) even if this results in NCI having a deficit balance.

Laporan keuangan konsolidasian disusun dengan menggunakan kebijakan akuntansi yang sama untuk transaksi dan peristiwa lain dalam keadaan yang serupa. Jika anggota Kelompok Usaha menggunakan kebijakan akuntansi yang berbeda untuk transaksi dan peristiwa dalam keadaan yang serupa maka penyesuaian dilakukan atas laporan keuangannya dalam penyusunan laporan keuangan konsolidasian.

The consolidated financial statements have been prepared using uniform accounting policies for transactions and other events in similar circumanstances. If a member of the Group uses accounting policies other than those adopted for transactions and events in similar circumstances, appropriate adjustments are made to its financial statements in preparing the consolidated financial statements.

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c. Prinsip-prinsip Konsolidasi (lanjutan) c. Principles of Consolidation (continued)

Seluruh transaksi dan saldo akun antar entitas yang signifikan telah dieliminasi pada proses konsolidasi.

All significant intercompany transactions and account balances have been eliminated in the consolidation process.

Perubahan dalam bagian kepemilikan Perusahaan pada suatu entitas anak yang tidak mengakibatkan hilangnya pengendalian dicatat sebagai transaksi ekuitas.

Changes in the Company’s ownership interest in a subsidiary that do not result in a loss of control are accounted for as equity transactions.

Jika kehilangan pengendalian atas suatu entitas anak, maka Perusahaan:

In case of loss of control over a subsidiary, the Company:

• menghentikan pengakuan aset (termasuk setiap goodwill) dan liabilitas entitas anak;

• derecognizes the assets (including goodwill) and liabilities of the subsidiary;

• menghentikan pengakuan jumlah tercatat setiap kepentingan non-pengendali;

• derecognizes the carrying amount of any non-controlling interests;

• menghentikan pengakuan akumulasi selisih penjabaran, yang dicatat di ekuitas, bila ada;

• derecognizes the cumulative translation differences, recorded in equity, if any;

• mengakui nilai wajar pembayaran yang diterima;

• recognizes the fair value of the consideration received;

• mengakui setiap sisa investasi pada nilai wajarnya;

• recognizes the fair value of any investment retained;

• mengakui setiap perbedaan yang dihasilkan sebagai keuntungan atau kerugian dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian; dan

• recognizes any surplus or deficit in consolidated statement of profit or loss; and other comprehensive income.

• mereklasifikasi bagian Kelompok Usaha atas komponen yang sebelumnya diakui sebagai penghasilan komprehensif lain ke laba rugi, atau mengalihkan secara langsung ke saldo laba.

• reclassifies its share of components previously recognized in other comprehensive income to profit or loss or retained earnings, as appropriate.

KNP mencerminkan bagian atas laba atau rugi dan aset neto dari entitas anak yang tidak dapat diatribusikan secara langsung maupun tidak langsung oleh Perusahaan yang disajikan dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian, dan dalam ekuitas pada laporan posisi keuangan konsolidasian, terpisah dari bagian yang dapat diatribusikan kepada pemilik Entitas Induk.

NCI represent the portion of the profit or loss and net assets of the subsidiary attributable to equity interests that are not owned directly or indirectly by the Company, which are presented in the consolidated statement of comprehensive income, and under the equity section of the consolidated statement of financial position, respectively, separately from the corresponding portion attributable to owners of the Parent Entity.

d. Kas dan Setara Kas d. Cash and Cash Equivalents

Deposito berjangka dengan jangka waktu jatuh tempo tiga bulan atau kurang sejak tanggal penempatan dan tidak digunakan sebagai jaminan atas utang atau pinjaman diklasifikasikan sebagai “Setara Kas”. Bank dan deposito berjangka yang dibatasi penggunaannya tidak diklasifikasikan sebagai bagian dari “Kas dan Setara Kas” melainkan disajikan pada akun ”Dana yang dibatasi penggunaannya” dan sebagai bagian dari “Aset Tidak Lancar”.

Time deposits with maturities of three months or less at the time of placement and not pledged as collateral for loans or other borrowings are considered as “Cash Equivalents”. Cash in banks and time deposits which are restricted as to use or are used as collateral for obligations are not classified as part of “Cash and Cash Equivalents”. There are presented in ”Restricted funds” and as part of ”Non-Current Assets”.

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e. Transaksi dengan Pihak-pihak Berelasi e. Transactions with Related Parties

Kelompok Usaha melakukan transaksi dengan pihak-pihak berelasi sebagaimana didefinisikan dalam PSAK No. 7 (Revisi 2010), “Pengungkapan Pihak-pihak Berelasi”.

The Group has transactions with certain parties which have related party relationships as defined under PSAK No. 7 (Revised 2010), “Related Party Disclosures”.

Transaksi ini dilakukan berdasarkan persyaratan yang disetujui oleh kedua belah pihak, dimana persyaratan tersebut mungkin tidak sama dengan transaksi lain yang dilakukan dengan pihak-pihak yang tidak berelasi.

The transactions are made based on terms agreed by the parties, whereas such terms may not be the same as those for transactions with unrelated parties.

Seluruh transaksi dan saldo yang signifikan dengan pihak-pihak berelasi telah diungkapkan dalam Catatan 43.

All significant transactions and balances with related parties are disclosed in Note 43.

Saldo dan transaksi yang material antara Kelompok Usaha dengan Pemerintah Negara Republik Indonesia dan entitas berelasi dengan Pemerintah diungkapkan dalam catatan atas laporan keuangan konsolidasian yang relevan. Kelompok Usaha memilih utuk mengungkapkan transaksi dengan entitas berelasi dengan Pemerintah dengan menggunakan pengecualian dari persyaratan pengungkapan pihak berelasi.

Significant transactions and balances of the Group with the Government of the Republic of Indonesia and Government-related entities are disclosed in the relevant notes to the consolidated financial statements. The Group has chosen to disclose the transactions with Government-related entities, using the exemption from general related party disclosure requirements.

f. Cadangan Penurunan Nilai Piutang f. Allowance for Impairment of Receivables

Cadangan ditentukan berdasarkan kebijakan yang dijabarkan pada Catatan 3.

Allowance is determined based on the policies outlined in Note 3.

g. Persediaan g. Inventories

Persediaan dinyatakan berdasarkan nilai terendah antara biaya perolehan atau nilai realisasi neto. Biaya perolehan ditentukan dengan menggunakan metode pertama masuk pertama keluar, kecuali untuk suku cadang yang menggunakan metode rata-rata bergerak. Cadangan keusangan/kerugian persediaan ditetapkan untuk menurunkan nilai tercatat persediaan ke nilai realisasi netonya.

Inventories are stated at the lower of cost or net realizable value. Cost is determined using the first in first out, except for spare parts which use the moving average method. Allowance for inventory obsolescence/losses is provided to reduce the carrying value of inventories to their net realizable value.

Nilai realisasi neto adalah taksiran harga jual dalam kegiatan usaha normal setelah dikurangi dengan taksiran biaya penyelesaian dan taksiran biaya yang diperlukan untuk melaksanakan penjualan.

Net realizable value is the estimated selling price in the ordinary course of business less estimated cost of completion and estimated cost necessary to make the sale.

h. Biaya Dibayar Di Muka h. Prepaid Expenses

Biaya dibayar dimuka diamortisasi selama masa manfaat masing-masing biaya dengan metode garis lurus.

Prepaid expenses are amortized over their beneficial periods using the straight-line method.

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i. Penyertaan Saham i. Investments In Shares of Stock

Investasi Perusahaan pada entitas asosiasi diukur dengan menggunakan metode ekuitas. Entitas asosiasi adalah suatu entitas di mana Perusahaan mempunyai pengaruh signifikan. Sesuai dengan metode ekuitas, nilai perolehan investasi ditambah atau dikurang dengan bagian Perusahaan atas laba atau rugi neto, dan penerimaan dividen dari entitas asosiasi sejak tanggal perolehan.

The Company’s investments in associated companies are accounted for using the equity method. An associated company is an entity in which the Company has significant influence. Under the equity method, the cost of investment is increased or decreased by the Company’s share in net earnings or losses of, and dividends received from, the associated company since the date of acquisition.

Laporan laba rugi dan penghasilan komprehensif lain konsolidasian mencerminkan bagian atas hasil operasi dari entitas asosiasi. Bila terdapat perubahan yang diakui langsung pada ekuitas dari entitas asosiasi, Perusahaan mengakui bagiannya atas perubahan tersebut dan mengungkapkan hal ini, jika dapat diterapkan, dalam laporan perubahan ekuitas konsolidasian. Laba atau rugi yang belum direalisasi sebagai hasil dari transaksi-transaksi antara Perusahaan dengan entitas asosiasi dieliminasi pada jumlah sesuai dengan kepentingan Perusahaan dalam entitas asosiasi.

The consolidated statement of profit or loss and other comprehensive income reflects the share of the results of operations of the associated company. Where there has been a change recognized directly in the equity of the associated company, the Company recognizes its share of any such changes and discloses this, when applicable, in the consolidated statement of changes in equity. Unrealized gains and losses resulting from transactions between the Company and the associated company are eliminated to the extent of the Company’s interest in the associated company.

Perusahaan menentukan apakah perlu untuk mengakui rugi penurunan nilai atas investasi Perusahaan dalam entitas asosiasi. Perusahaan menentukan pada setiap tanggal pelaporan apakah terdapat bukti yang obyektif yang mengindikasikan bahwa investasi dalam entitas asosiasi mengalami penurunan nilai. Dalam hal ini, Perusahaan menghitung jumlah penurunan nilai berdasarkan selisih antara jumlah terpulihkan atas investasi dalam entitas asosiasi dan nilai tercatatnya dan mengakui penurunan nilai tersebut dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian.

The Company determines whether it is necessary to recognize an impairment loss on its investments in associated companies. The Company determines at each reporting date whether there is objective evidence that any of its investments in associated companies is impaired. If this is the case, the Company calculates the amount of impairment as the difference between the recoverable amount of the investment in the associated company and its carrying value and recognizes the impairment in consolidated statement of profit or loss and other comprehensive Income.

j. Aset Tetap j. Fixed Assets

Aset tetap, kecuali hak atas tanah, dinyatakan sebesar biaya perolehan dikurangi akumulasi penyusutan dan rugi penurunan nilai, jika ada. Biaya perolehan termasuk biaya penggantian bagian aset tetap saat biaya tersebut terjadi, jika memenuhi kriteria pengakuan. Selanjutnya, pada saat inspeksi yang signifikan dilakukan, biaya inspeksi itu diakui ke dalam jumlah tercatat (carrying amount) aset tetap sebagai suatu penggantian jika memenuhi kriteria pengakuan. Apabila terdapat kewajiban untuk membongkar dan memindahkan aset tetap maka beban yang terkait akan ditambahkan ke biaya perolehan aset tetap yang bersangkutan dan kewajiban atas biaya terkait tersebut diakui.

Fixed assets, except landrights, are stated at cost less accumulated depreciation and impairment loss, if any. Such cost includes the cost of replacing part of the fixed assets when that cost is incurred, if the recognition criteria are met. Likewise, when a major inspection is performed, its cost is recognized in the carrying amount of the fixed assets as a replacement if the recognition criteria are met. In the case of mandatory dismantling or asset removals, the related costs are added to the cost of the relevant assets and provisions are recognized to cover the costs.

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j. Aset Tetap (lanjutan) j. Fixed Assets (continued) Semua biaya pemeliharaan dan perbaikan yang tidak memenuhi kriteria pengakuan diakui dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian pada saat terjadinya. Aset tetap, kecuali hak atas tanah, disusutkan dengan metode garis lurus berdasarkan estimasi masa manfaat masing-masing aset tetap sebagai berikut:

All other repairs and maintenance costs that do not meet the recognition criteria are recognized in consolidated statement of profit or loss and other comprehensive income as incurred. Depreciation of fixed assets, except for landrights, is computed using the straigh-line method over the estimated useful lives of the assets as follows:

Umur Ekonomis (Tahun/ Jenis Aset Tetap Economic Age (Years) Types of Fixed Assets

Bangunan lapangan 10 - 80 Field construction Bangunan gedung 20 - 40 Building Peralatan terminal dan gedung 15 Terminal and buildings equipment Instalasi dan jaringan 5 - 15 Installation and networking Peralatan Equipment: - Alat bantu navigasi 10 - 15 Navigation supporting equipment - - Pengangkutan 5 Transportation - - Kantor 5 - 15 Office - - Begkel 5 - 15 Workshop - - Komputer 5 - 15 Computer - - Parkir 5 - 15 Parking - Lain-lain 1-5 Other Overlay 4 - 10 Overlay

Biaya pengurusan untuk memperpanjang atau memperbaharui hak atas tanah diakui sebagai aset takberwujud dan diamortisasi sepanjang umur hukum hak atau umur ekonomis tanah, mana yang lebih pendek.

The legal cost of landrights to extend or renew the landrights are recognized as intangible assets and amortized, over the shorter of the rights’ legal life or the land’s economic life.

Biaya pemeliharaan dan perbaikan diakui sebagai beban pada saat terjadinya. Pengeluaran yang memperpanjang masa manfaat aset tetap dikapitalisasi dan disusutkan sesuai dengan tarif penyusutan yang sesuai.

Maintenance and repair costs are recognized as an expense as incurred. Expenditures that extend the useful lives of fixed assets are capitalized and depreciated in accordance with the applicable depreciation rates.

Aset dalam penyelesaian dinyatakan sebesar biaya perolehan dan disajikan sebagai bagian dari aset tetap. Biaya perolehan termasuk kapitalisasi beban bunga dan laba/rugi selisih kurs, jika ada, atas pinjaman dan biaya lainnya yang terjadi sehubungan dengan pembiayaan aset dalam penyelesaian tersebut (Catatan 2m, “Kapitalisasi Biaya Pinjaman”). Akumulasi biayanya akan dipindahkan ke dalam kelompok aset tetap yang bersangkutan ketika aset secara substansial selesai dikerjakan dan siap untuk digunakan.

Construction in progress is stated at cost and presented as part of fixed assets. Cost includes capitalized interest charges and gain/losses on foreign exchange, if any, incurred on borrowings and other costs incurred to finance the said asset construction (Note 2m, “Capitalization of Borrowing Costs”). The accumulated cost is reclassified to the relevant fixed assets account when the construction is substantially completed and the constructed asset is ready for its intended use.

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j. Aset Tetap (lanjutan) j. Fixed Assets (continued)

Biaya pemeliharaan dan perbaikan diakui sebagai beban pada saat terjadinya; biaya perbaikan yang signifikan dikapitalisasi sebagai penggantian apabila memenuhi kriteria pengakuan. Nilai kini dari perkiraan biaya pembongkaran aset setelah aset digunakan termasuk dalam nilai perolehan aset tersebut jika kriteria pengakuan untuk penetapannya terpenuhi.

The cost of normal maintenance and repair work is charged to operations as incurred; the cost of significant improvements or betterments is capitalized as replacements if the recognition criteria are satisfied. The present value of the expected cost for the decommissioning of the asset after its use is included in the cost of the asset if the recognition criteria are met.

Ketika bagian-bagian penting dari aset tetap perlu untuk diganti, Kelompok Usaha mencatat bagian-bagian tersebut sebagai aset individual dengan masa manfaat dan penyusutan yang spesifik.

When significant parts of fixed assets are required to be replaced at intervals, the Group recognizes such parts as individual assets with specific useful lives and depreciation.

Aset tetap tidak diakui lagi pada saat dilepaskan atau tidak ada manfaat keekonomisan masa yang akan datang yang diharapkan dari penggunaan atau pelepasannya. Laba atau rugi yang timbul dari penghentian pengakuan aset tetap, diakui dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian pada periode penghentian pengakuan aset, yang merupakan selisih antara hasil pelepasan neto dan jumlah tercatat aset.

An item of fixed asset is derecognized upon disposal or when no future economic benefits are expected from its use or disposal. Any gain or loss on derecognition of the asset is recognized in the consolidated statement of profit or loss and other comprehensive income in the period the asset is derecognized, which represents the difference between the net disposal proceeds and the carrying amount of the asset.

Nilai sisa, masa manfaat, dan metode penyusutan aset tetap ditelaah dan disesuaikan secara prospektif, jika perlu, pada setiap akhir tahun buku.

The residual values, useful lives and methods of depreciation of fixed assets are reviewed and adjusted prospectively, if appropriate, at the end of each financial year.

k. Properti Investasi k. Investment Property

Properti investasi dinyatakan sebesar biaya perolehan termasuk biaya transaksi dikurangi akumulasi penyusutan dan penurunan nilai, kecuali tanah tidak disusutkan. Jumlah tercatat termasuk bagian biaya penggantian dari properti investasi yang ada pada saat terjadinya biaya, jika kriteria pengakuan terpenuhi dan tidak termasuk biaya harian penggunaan properti investasi.

Investment properties are stated at cost, including transaction costs, less accumulated depreciation and impairment, except for land which is not depreciated. The carrying amount includes the cost of replacing part of an existing investment property at the time the fee, if the recognition criteria are met and excludes the costs of the daily use of an investment property.

Perusahaan telah memilih untuk menggunakan model biaya untuk pengukuran aset properti investasi.

The Company has chosen to use the cost model for the measurement of investment property assets.

Properti investasi terdiri dari bangunan dan prasarana yang dikuasai Perusahaan untuk menghasilkan sewa atau untuk kenaikan nilai atau kedua-duanya, dan tidak untuk digunakan dalam produksi atau penyediaan barang atau jasa untuk tujuan administratif atau dijual dalam kegiatan usaha sehari-hari.

Investment properties consist of buildings and infrastructure are controlled by the Company to earn rentals or for capital appreciation or both, rather than for use in the production or supply of goods or services or for administrative purposes or sale in the ordinary course of business.

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l. Aset Takberwujud l. Intangible Assets

Aset takberwujud diukur sebesar nilai perolehan pada pengakuan awal. Setelah pengakuan awal, aset takberwujud dicatat pada nilai perolehan dikurangi akumulasi amortisasi dan akumulasi rugi penurunan nilai. Umur manfaat aset takberwujud dinilai apakah terbatas atau tidak terbatas. Aset takberwujud dengan umur terbatas diamortisasi selama umur manfaat ekonomi aset dan dievaluasi apabila terdapat indikator adanya penurunan nilai untuk aset takberwujud. Periode dan metode amortisasi untuk aset takberwujud dengan umur terbatas ditelaah setidaknya setiap akhir tahun tutup buku.

An intangible asset is measured on initial recognition at cost. Following initial recognition, the intangible asset is carried at cost less any accumulated amortization and any accumulated impairment loss. The useful life of the intangible asset is assessed to be either finite or indefinite. An intangible asset with finite life is amortized over the asset’s useful economic life and assessed for impairment whenever there is an indication that the intangible asset may be impaired. The amortization period and the amortization method for an intangible asset with a finite useful life are reviewed at least at each financial year end.

Aset takberwujud dihentikan pengakuannya pada saat:

An intangible asset is derecognized:

i. dijual; atau i. on disposal; or ii. ketika tidak ada manfaat ekonomis di masa

depan yang dapat diharapkan dari penggunaan atau penjualan aset tersebut.

ii. when no future economic benefits are expected from its use or disposal.

Aset takberwujud Perusahaan terdiri dari jasa bantuan instalasi serta implementasi perangkat lunak SAP.

The Company’s intangible assets consist of installation assistance and implementation of SAP software.

Pada tanggal 31 Desember 2015, sebagian dari aplikasi piranti lunak tersebut telah digunakan dan dicatat sebagai bagian dari “Aset tidak lancar lain-lain.”.

As of December 31, 2015, some of the application software already used and recorded as a part of “Other non-current assets”.

m. Kapitalisasi Biaya Pinjaman

9

m. Capitalization of Borrowing Costs

Biaya pinjaman yang dapat diatribusikan langsung dengan perolehan, konstruksi atau pembuatan aset kualifikasian dikapitalisasi sebagai bagian biaya perolehan aset tersebut. Biaya pinjaman lainnya diakui sebagai beban pada periode terjadinya. Biaya pinjaman dapat meliputi beban bunga, beban keuangan dalam sewa pembiayaan yang diakui sesuai dengan PSAK No. 30 (Revisi 2011) dan selisih kurs yang berasal dari pinjaman dalam mata uang asing sepanjang selisih kurs tersebut diperlakukan sebagai penyesuaian atas biaya bunga.

Borrowing costs that are directly attributable to the acquisition, construction or production of a qualifying asset are capitalized as part of the cost of the related asset. Other borrowing costs are recognized as expenses in the period in which they are incurred. Borrowing costs may include interest, finance charges in respect of finance leases recognized in accordance with PSAK No. 30 (Revised 2011) and foreign exchange differences arising from foreign currency borrowings to the extent that they are regarded as adjustments to interest costs.

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m. Kapitalisasi Biaya Pinjaman (lanjutan)

9

m. Capitalization of Borrowing Costs (continued)

Kapitalisasi biaya pinjaman dimulai pada saat dimulainya aktivitas yang diperlukan untuk mempersiapkan aset kualifikasian agar dapat digunakan sesuai dengan maksudnya dan pengeluaran untuk aset dan biaya pinjamannya telah terjadi. Kapitalisasi biaya pinjaman dihentikan pada saat selesainya secara substansial seluruh aktivitas yang diperlukan untuk mempersiapkan aset kualifikasian agar dapat digunakan sesuai dengan maksudnya.

Capitalization of borrowing costs commences when the activities to prepare the qualifying asset for its intended use have started and the expenditures for the qualifying asset and the borrowing costs have been incurred. Capitalization of borrowing costs ceases when all the activities necessary to prepare the qualifying asset for its intended use are substantially completed.

n. Beban Akrual n. Accrued Expense

Beban akrual diakui jika Kelompok Usaha

memiliki kewajiban kini (baik hukum maupun konstruktif) sebagai akibat peristiwa masa lalu, besar kemungkinannya penyelesaian kewajiban tersebut mengakibatkan arus keluar sumber daya yang mengandung manfaat ekonomi dan estimasi yang andal mengenai jumlah kewajiban tersebut dapat dibuat.

Beban akrual ditelaah pada setiap tanggal

pelaporan dan disesuaikan untuk mencerminkan estimasi terbaik yang paling kini. Jika arus keluar sumber daya untuk menyelesaikan kewajiban kemungkinan besar tidak terjadi maka provisi dibatalkan.

Accrued expense is recognized when the Group has a present obligation (legal and constructive), as a result of a past event, it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and a reliable estimate can be made of the amount of the obligation.

Accrued expense are reviewed at each

reporting date and adjusted to reflect the current best estimate. If it is no longer probable that an outflow of resources embodying economic benefits will be required to settle the obligations, the provisions are reversed.

o. Liabilitas Imbalan Kerja o. Employee Benefits Liabilities

Imbalan Kerja Jangka Pendek Short-term Employee Benefits

Kelompok mengakui liabilitas imbalan kerja jangka pendek ketika jasa diberikan oleh karyawan dan imbalan atas jasa tersebut akan dibayarkan dalam waktu dua belas bulan setelah jasa tersebut diberikan.

The Group recognizes short-term employee benefits liability when services are rendered and the compensation for such services are to be paid within twelve months after such services are rendered.

Imbalan Pensiun dan Imbalan Pasca Kerja Lainnya

Pension Benefits and Other Post employment Benefits

Biaya untuk penyediaan manfaat dibawah program pensiun imbalan pasti ditentukan dengan menggunakan metode projected-unit-credit.

The cost of providing benefits under the defined benefit plan is determined using the projected-unit-credit method.

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o. Liabilitas Imbalan Kerja (lanjutan) o. Employee Benefits Liabilities (continued)

Imbalan Pensiun dan Imbalan Pasca Kerja Lainnya (lanjutan)

Pension Benefits and Other Post employment Benefits (continued)

Pengukuran kembali atas liabilitas (aset) imbalan pasti neto, yang disebut sebagai penghasilan komprehesif lain, terdiri dari:

i. Keuntungan atau kerugian aktuarial; ii. Imbalan hasil atas aset program, tidak

termasuk jumlah yang dimasukkan dalam bunga neto atas liabilitas (aset);

iii. Setiap perubahan dampak batas aset, tidak termasuk jumlah yang dimasukkan dalam bunga neto atas liablitas (aset).

Remeasurement on net deferred benefit liabilitas (asset), which recognized as other comprehensive income, consist of: i. Actuarial gain or losses; ii. Return on program aset, is not consists of

amount included in liabilitas (asset) net interest;

iii. Every changes in asset ceiling, is not consists of amount included in liabilitiesn (asset) net interest.

Pengukuran kembali atas liabilitas (aset) imbalan pasti neto, yang diakui sebagai penghasilan komprehensif lain tidak direklasifikasi ke laporan laba rugi dan penghasilan komprehensif lain konsolidasian pada periode berikutnya.

Remeasurement on net defined benefit liabilities (asset), is recognized as part of other comprehensive income will not reclassify to consolidated statement of profit or loss and other comprehensive income in the next period.

Biaya jasa lalu yang timbul dari amendemen atau kurtailmen program diakui sebagai beban dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian pada saat terjadinya.

Past service cost arising from amendment or curtailment programs are recognized as expense in consolidated statement of profit or loss and other comprehensive income when incurred.

Kurtailmen terjadi apabila Kelompok Usaha mengurangi secara signifikan jumlah pekerja yang ditanggung oleh program, terminasi atau penghentian program.

A curtailment occurs when the Group either significantly reduce the number of employees covered by a plan, termination or suspension of the program.

Perusahaan memiliki program tabungan pensiun karyawan untuk semua karyawan tetapnya. Program tersebut dikelola oleh perusahaan asuransi jiwa. Kontribusi dihitung secara periodik oleh perusahaan asuransi. Para karyawan mengkontribusikan persentase tertentu dari gaji pokok dan sisa kontribusi ditanggung oleh Perusahaan.

The Company has a contributory employee savings program covering all of its qualified permanent employees. The program is managed by a life insurance company. Contributions are calculated periodically by the insurance company. The employees contribute a certain percentage of their basic salary and the Company contributes the remaining balance of the required amount.

Pada tanggal 15 November 1999, Perusahaan memperoleh persetujuan dari Menteri Keuangan (No. KEP-391/KM.17/1999) untuk membentuk Lembaga (Trust) terpisah yang mengelola dana pensiun dalam bentuk Program Pensiun Manfaat Pasti (“PPMP”) bernama Dana Pensiun Angkasa Pura II (“DPAP II”), untuk mengelola, atas nama para anggota, semua kekayaan agar dapat memenuhi kewajiban pensiun dari Perusahaan.

On November 15, 1999, the Company received approval from the Ministry of Finance (No. KEP-391/KM.17/1999) to establish a separate, trustee-administered pension fund as a defined benefit retirement plan (“PPMP”), named Dana Pensiun Angkasa Pura II (“DPAP II”), to hold, on behalf of plan members, assets held to satisfy the pension obligations of the Company.

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Jumlah kontribusi terdiri dari kontribusi karyawan dan Perusahaan yang masing-masing dihitung sebesar 5% dan 30,68% dari pendapatan dasar pensiun.

Contributions consist of employees’ and the Company’s contributions that are calculated as 5% and 30.68% of employees’ basic pension income, respectively.

Kelompok Usaha harus menyediakan imbalan pensiun dengan jumlah minimal sesuai dengan Undang-Undang (“UU”) Ketenagakerjaan No. 13/2003 dan Perjanjian Kerja Bersama (“PKB”), mana yang lebih tinggi. Karena UU Ketenagakerjaan atau PKB menentukan rumus tertentu untuk menghitung jumlah minimal imbalan pensiun, pada dasarnya program pensiun berdasarkan UU Ketenagakerjaan atau PKB adalah program pensiun imbalan pasti.

The Group is required to provide a minimum amount of pension benefits in accordance with Labour Law No. 13/2003 or the Group’s Collective Labour Agreement (“CLA”), whichever is higher. Since the Labour Law and the CLA set the formula for determining the minimum amount of benefits, in substance pension plans under the Labour Law or the CLA represent defined benefit plans.

Liabilitas imbalan pensiun merupakan nilai kini liabilitas imbalan pasti pada akhir periode pelaporan dikurangi dengan nilai wajar aset program. Liabilitas imbalan pasti dihitung setiap tahun oleh aktuaris independen dengan menggunakan metode projected-unit-credit.

The pension benefit obligation is the present value of the defined benefit obligation at end reporting period less the fair value of plan assets. The defined benefit obligation is calculated by an independent actuary using the projected-unit-credit method.

Nilai kini liabilitas manfaat pasti ditentukan dengan mendiskontokan estimasi arus kas masa depan dengan menggunakan tingkat bunga obligasi pemerintah jangka panjang pada akhir periode pelaporan dalam mata uang rupiah sesuai dengan mata uang dimana imbalan tersebut akan dibayarkan dan yang memiliki jangka waktu yang sama dengan liabilitas manfaat pensiun yang bersangkutan.

The present value of the defined benefit obligation is determined by discounting the estimated future cash outflows using the yield at end of the reporting period of long-term government bonds denominated in rupiah in which the benefits will be paid and that have terms to maturity similar to the related pension obligation.

Perusahaan memberikan imbalan pasca kerja lainnya, seperti uang penghargaan, santunan kematian, cuti jangka panjang, penghargaan pengabdian, dan uang pisah.

The Company also provides other post-employment benefits, such as long service reward, death allowance, long service leave, jubilee rewards, and separation reward.

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Imbalan berupa uang penghargaan diberikan apabila karyawan bekerja hingga mencapai usia pensiun. Santunan kematian diberikan bila pegawai dan anggota keluarga tertentu meninggal dunia. Nilai imbalan yang diberikan didasari pada peraturan Perusahaan. Sedangkan imbalan berupa uang pisah, dibayarkan kepada karyawan yang mengundurkan diri secara sukarela, setelah memenuhi minimal masa kerja tertentu. Imbalan ini dihitung dengan menggunakan metodologi yang sama dengan metodologi yang digunakan dalam perhitungan program pensiun imbalan pasti.

The long service reward is paid when the employees reach their retirement age. Death allowance is paid when the employee or the qualified family members pass away. The separation reward benefit is paid to employees in the event of voluntary resignation, subject to a minimum number of years of service. These benefits have been accounted for using the same methodology as for the defined benefit pension plan.

Perusahaan menyediakan imbalan kesehatan pasca kerja untuk pensiunan. Hak atas imbalan ini pada umumnya diberikan apabila karyawan bekerja sampai usia pensiun dan memenuhi masa kerja minimum tertentu. Prakiraan biaya imbalan ini diakru sepanjang masa kerja karyawan, dengan menggunakan metode akuntansi yang sama, namun disederhanakan, dengan metode yang digunakan dalam perhitungan program pensiun imbalan pasti. Kewajiban ini dinilai setiap tahun oleh aktuaris independen yang memenuhi kualifikasi.

The Company provides post-employment medical benefits to their retirees. The entitlement to these benefits is usually based on the employee remaining in service up to retirement age and the completion of a minimum service period. The expected costs of these benefits are accrued over the period of employment, using an accounting methodology similar but simplified to that for defined benefit pension plans. These obligations are valued annually by qualified independent actuaries.

p. Pendapatan yang Diterima Di Muka p. Unearned Revenues

Pendapatan yang diterima dimuka adalah penerimaan uang dari pihak lain sehubungan dengan jasa yang akan dilakukan oleh Kelompok Usaha di masa depan tetapi jasa tersebut belum diserahkan kepada pihak tersebut.

Unearned revenues are cash received from other parties in connection with the services that will be performed by the Groups in the future but the services not yet delivered to that parties.

q. Sewa q. Leases

Penentuan apakah suatu perjanjian merupakan perjanjian sewa, atau perjanjian yang mengandung sewa, didasarkan atas substansi perjanjian pada tanggal awal sewa dan apakah pemenuhan perjanjian tergantung pada penggunaan suatu aset dan perjanjian tersebut memberikan suatu hak untuk menggunakan aset tersebut. Sewa yang mengalihkan secara substansial seluruh risiko dan manfaat yang terkait dengan kepemilikan aset, diklasifikasikan sebagai sewa pembiayaan.

The determination of whether an arrangement is, or contains, a lease is based on the substance of the arrangement at inception date and whether the fulfillment of the arrangement is dependent on the use of a specific asset and the arrangement conveys a right to use the asset. Lease that transfers substantially to the lessee all the risks and rewards incidental to ownership of the leased item is classified as finance lease.

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q. Sewa (lanjutan) q. Leases (continued)

Suatu sewa yang tidak mengalihkan secara substansial seluruh risiko dan manfaat yang terkait dengan kepemilikan aset diklasifikasikan sebagai sewa operasi. Pembayaran sewa dalam sewa operasi diakui sebagai beban dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian dengan dasar garis lurus (straight-line method) selama masa sewa.

Leases which do not transfer substantially all the risks and rewards incidental to ownership are classified as operating leases. Operating lease payments are recognized as an expense in the consolidated statement of profit or loss and other comprehensive income on a straight-line method over the lease term.

r. Perpajakan r. Taxation

Efektif tanggal 1 Januari 2015, Kelompok Usaha menerapkan PSAK No. 46 (Revisi 2014), “Pajak Penghasilan”. PSAK revisi ini mengatur perlakuan akuntansi untuk pajak penghasilan.

Effective on January 1, 2015, the Group applied PSAK No. 46 (Revised 2014), “Income Taxes”. The revised PSAK prescribes the accounting treatment for income taxes.

Pajak final Peraturan perpajakan di Indonesia mengatur beberapa jenis penghasilan dikenakan pajak yang bersifat final. Pajak final yang dikenakan atas nilai bruto transaksi tetap dikenakan walaupun atas transaksi tersebut pelaku transaksi mengalami kerugian. Mengacu pada revisi PSAK No. 46 yang disebutkan di atas, pajak final tersebut tidak termasuk dalam lingkup yang diatur oleh PSAK No. 46. Oleh karena itu, Kelompok Usaha memutuskan untuk menyajikan beban pajak final sehubungan dengan penjualan tanah, pendapatan sewa tanah dan jasa rekayasa dan konstruksi sebagai pos tersendiri.

Final tax Tax regulation in Indonesia determined that certain taxable income is subject to final tax. Final tax applied to the gross value of transactions is applied even when the parties carrying the transaction recognizing losses. Referring to revised PSAK No. 46 as mentioned above, final tax is no longer governed by PSAK No. 46. Therefore, the Group has decided to present all of the final tax arising from sales of land, land rent revenue and engineering and construction services as separate line item.

Perbedaan antara nilai tercatat dari aset revaluasian dan dasar pengenaan pajak merupakan perbedaan temporer sehingga menimbulkan liabilitas atau aset pajak tangguhan, kecuali untuk aset tertentu seperti tanah yang pada saat realisasinya dikenakan pajak final yang dikenakan atas nilai bruto transaksi.

The difference between the carrying amount of a revalued asset and its tax base is a temporary difference and gives rise to a deferred tax liability or asset, except for certain asset such as land, which realization is taxed with final tax on gross value of transaction.

Pajak kini Aset dan liabilitas pajak kini untuk tahun berjalan diukur sebesar jumlah yang diharapkan dapat direstitusi dari atau dibayarkan kepada otoritas perpajakan.

Current tax Current income tax assets and liabilities for the current period are measured at the amount expected to be recovered from or paid to the taxation authority.

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r. Perpajakan (lanjutan) r. Taxation (continued)

Pajak kini (lanjutan) Beban pajak kini ditentukan berdasarkan laba kena pajak tahun berjalan yang dihitung berdasarkan tarif pajak yang berlaku.

Current tax (continued) Current tax expense is determined based on the taxable profit for the year computed using the prevailing tax rates.

Kekurangan/kelebihan pembayaran pajak

penghasilan dicatat sebagai bagian dari “Beban Pajak Kini” dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian. Kelompok Usaha juga menyajikan bunga/denda, jika ada, sebagai bagian dari “Beban Pajak Kini”.

Underpayment/overpayment of income tax are presented as part of “Tax Expense - Current” in the consolidated statements of profit or loss and other comprehensive income. The Group also presented interest/penalty, if any, as part of “Current Tax Expense”.

Koreksi terhadap liabilitas perpajakan diakui

pada saat surat ketetapan pajak diterima atau, jika diajukan keberatan, pada saat keputusan atas keberatan ditetapkan.

Amendments to tax obligations are recorded when a tax assessment letter is received or, if appealed against, when the result of the appeal is determined.

Pajak tangguhan Deferred tax

Aset dan liabilitas pajak tangguhan diakui

menggunakan metode liabilitas atas konsekuensi pajak pada masa mendatang yang timbul dari perbedaan jumlah tercatat aset dan liabilitas menurut laporan keuangan dengan dasar pengenaan pajak aset dan liabilitas pada setiap tanggal pelaporan. Liabilitas pajak tangguhan diakui untuk semua perbedaan temporer kena pajak dan aset pajak tangguhan diakui untuk perbedaan temporer yang boleh dikurangkan dan akumulasi rugi fiskal, sepanjang besar kemungkinan perbedaan temporer yang boleh dikurangkan dan akumulasi rugi fiskal tersebut dapat dimanfaatkan untuk mengurangi laba kena pajak pada masa depan.

Deferred tax assets and liabilities are recognized using the liability method for the future tax consequences attributable to differences between the carrying amounts of existing assets and liabilities in the financial statements and their respective tax bases at each reporting date. Deferred tax liabilities are recognized for all taxable temporary differences and deferred tax assets are recognized for deductible temporary differences and accumulated fiscal losses to the extent that it is probable that taxable profit will be available in future years against which the deductible temporary differences and accumulated fiscal losses can be utilized.

Jumlah tercatat aset pajak tangguhan ditelaah

ulang pada akhir setiap periode pelaporan dan diturunkan apabila laba fiskal mungkin tidak memadai untuk mengkompensasi sebagian atau semua manfaat aset pajak tangguhan tersebut. Pada akhir setiap periode pelaporan, Kelompok Usaha menilai kembali aset pajak tangguhan yang tidak diakui. Kelompok Usaha mengakui aset pajak tangguhan yang sebelumnya tidak diakui apabila besar kemungkinan bahwa laba fiskal pada masa depan akan tersedia untuk pemulihannya.

The carrying amount of a deferred tax asset is reviewed at the end of each reporting period and reduced to the extent that it is no longer probable that sufficient taxable profit will be available to allow the benefit of part or all of that deferred tax asset to be utilized. At the end of each reporting period, the Group reassesses unrecognized deferred tax assets. The Group recognizes previously unrecognized deferred tax assets to the extent that it has become probable that future taxable profit will allow the deferred tax assets to be recovered.

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r. Perpajakan (lanjutan) r. Taxation (continued)

Pajak tangguhan dihitung dengan menggunakan tarif pajak yang berlaku atau secara substansial telah berlaku pada tanggal pelaporan. Perubahan nilai tercatat aset dan liabilitas pajak tangguhan yang disebabkan oleh perubahan tarif pajak dibebankan pada usaha periode berjalan, kecuali untuk transaksi-transaksi yang sebelumnya telah langsung dibebankan atau dikreditkan ke ekuitas.

Deferred tax is calculated at the tax rates that have been enacted or substantively enacted at the reporting date. Changes in the carrying amount of deferred tax assets and liabilities due to a change in tax rates are charged to current period operations, except to the extent that they relate to items previously charged or credited to equity.

Aset dan liabilitas pajak tangguhan disajikan

secara saling hapus dalam laporan posisi keuangan konsolidasian, kecuali aset dan liabilitas pajak tangguhan untuk entitas yang berbeda, sesuai dengan penyajian aset dan liabilitas pajak kini.

Deferred tax assets and liabilities are offset in the consolidated statements of financial position, except if they are for different legal entities, consistent with the presentation of current tax assets and liabilities.

s. Pengakuan Pendapatan dan Beban s. Revenue and Expense Recognition

Pendapatan diakui jika besar kemungkinan

manfaat ekonomi akan mengalir ke Kelompok Usaha dan manfaat ini dapat diukur dengan andal. Pendapatan diukur pada nilai wajar penerimaan diterima, tidak termasuk diskon, rabat dan cadangan lain yang serupa. Kriteria spesifik berikut juga harus dipenuhi sebelum Pendapatan diakui:

Revenue is recognized to the extent that it is probable that the economic benefits will flow to the Company and the revenue can be reliably measured. Revenue is measured at the fair value of the consideration received, excluding discounts, rebates and other similar allowances. The following specific recognition criteria must also be met before revenue is recognized:

• Pendapatan jasa aeronautika diakui pada

saat jasa diserahkan kepada pelanggan. • Aeronautical services revenues are

recognized when services are rendered to customers.

• Pendapatan jasa non aeronautika atas sewa

tanah dan bangunan diakui sesuai dengan periode konsesi yang sudah berjalan pada tahun yang bersangkutan.

• Non-aeronautical services revenues for land and buildings rental is recognized in accordance with the concession period which has been incurred during the year.

• Pendapatan atas penggunaan fasilitas

peralatan Perusahaan oleh pelanggan dan Pendapatan jasa non aeronautika lainnya diakui pada saat fasilitas tersebut digunakan dan pada saat jasa diserahkan.

• Revenue for the use of the Company’s facilities and equipment by customers and other non-aeronautical services revenues are recognized when the facility is used and services are rendered.

• Pendapatan atas sewa tanah dan bangunan

yang diterima di muka atas periode yang belum berjalan dicatat sebagai Pendapatan yang diterima di muka.

• Land and building rental income received in advance for a period that has not be incurred .

• Pendapatan lainnya diakui atas dasar akrual. • Other income is recognized on an accrual

basis.

• Pendapatan bunga diakui atas dasar propors waktu, pokok dan tingkat bunga yang berlaku.

• Interest income is recognized on a time proportion basis, the principal and the prevailing interest rate.

• Beban diakui pada saat terjadinya. • Expenses are recognized as incurred.

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t. Penjabaran Transaksi dan Saldo Mata Uang

Asing t. Transactions and Translation of Foreign

Currency Balances

Laporan keuangan konsolidasian disajikan dalam rupiah, yang merupakan mata uang fungsional Perusahaan dan mata uang penyajian Kelompok Usaha. Transaksi dalam mata uang asing dicatat dalam mata uang rupiah berdasarkan kurs tengah yang berlaku pada saat transaksi dilakukan. Pada akhir periode pelaporan, aset dan liabilitas moneter dalam mata uang asing dijabarkan ke dalam rupiah berdasarkan rata-rata kurs jual dan beli yang diterbitkan oleh Bank Indonesia pada tanggal terakhir transaksi perbankan pada tahun yang bersangkutan. Laba atau rugi selisih kurs yang timbul dikreditkan atau dibebankan pada operasi tahun berjalan.

The consolidated financial statements are presented in rupiah, which is the Company’s functional currency and the Group’s presentation currency. Transactions involving foreign currencies are recorded in rupiah at the middle rates of exchange prevailing at the time the transactions are made. At the end of the reporting period, monetary assets and liabilities denominated in foreign currencies are adjusted to reflect the average buying and selling rates of exchange quoted by Bank Indonesia at the closing of the last banking day of the year. The resulting gains or losses are credited or charged to current operations.

Kurs yang digunakan pada tanggal 31 Desember 2015 dan 2014 adalah sebagai berikut:

The exchange rates used as of December 31, 2015 and 2014 were as follows:

31 Desember 2015/ 31 Desember 2014/ December 31, 2015 December 31, 2014

Dolar AS 13.795 12.440 US Dollar Selanjutnya, untuk pungutan dan penyetoran pajak-pajak (PPN dan PPh) berkenaan dengan tagihan dan kewajiban dalam mata uang asing dibayarkan dengan rupiah, dan dicatat sesuai dengan 'kurs pajak mingguan' yang berlaku pada tanggal diterbitkannya faktur pajak yang bersangkutan.

Furthermore, for the collection and remittance of taxes (VAT and income tax) related to claims and liabilities in foreign currency is payable in dollar and recorded based on the 'weekly tax rate' prevailing at the date of issuance of tax invoice.

u. Pelaporan Segmen u. Segment Reporting

Segmen operasi adalah suatu komponen dari entitas: (1) yang terlibat dalam aktivitas bisnis yang mana memperoleh Pendapatan dan menimbulkan beban; (2) hasil operasinya dikaji ulang secara reguler oleh pengambil keputusan operasional untuk membuat keputusan tentang sumber daya yang dialokasikan pada segmen tersebut dan menilai kinerjanya; dan (3) tersedia informasi keuangan yang dapat dipisahkan.

An operating segment is a component of an entity: (1) that engages in business activities from which it may earn revenues and incur expenses; (2) whose operating results are regularly reviewed by the entity's operating decision maker to make decisions about resources to be allocated to the segment and value its performance; and (3) for which discrete financial information is available.

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u. Pelaporan Segmen (lanjutan) u. Segment Reporting (continued)

Kelompok Usaha mengidentifikasikan segmen operasi berdasarkan pelaporan internal yang direviu secara regular oleh pengambil keputusan operasional dalam mengalokasikan sumber daya dan menilai kinerja segmen operasi Kelompok Usaha.

The Group identifies its operating segments on the basis of internal reports that are regularly reviewed by the Group's chief operating decision-maker in order to allocate resources to the segment and assess its performance.

Pengungkapan tambahan pada masing-masing segmen terdapat dalam Catatan 45, termasuk faktor yang digunakan untuk mengidentifikasi segmen yang dilaporkan dan dasar pengukuran informasi segmen.

Additional disclosures on each of these segments are shown in Note 45, including the factors used to identify the reported segments and the measurement basis of segment information.

Segmen ditentukan sebelum saldo dan transaksi antar Perusahaan dan Entitas Anak dieliminasi sebagai bagian dari proses konsolidasi.

Segments are determined before intra-group balances and intra-group transactions are eliminated as part of consolidation process.

v. Pengukuran Nilai Wajar v. Fair Value Measurement

Efektif tanggal 1 Januari 2015, Kelompok Usaha menerapkan PSAK No. 68, “Pengukuran Nlai Wajar”. PSAK ini, antara lain, memberikan panduan tentang bagaimana pengukuran nilai wajar ketika nilai wajar disyaratkan atau diizinkan. Penerapan PSAK ini tidak berpengaruh signifikan terhadap laporan keuangan konsolidasian. Kelompok Usaha mengukur instrumen keuangan pada nilai wajar setiap tanggal pelaporan. Pengungkapan nilai wajar instrumen keuangan disajikan dalam Catatan 47.

Effective on January 1, 2015, the Group applied PSAK No. 68, “Fair Value Measurement”. This PSAK, among others, provides guidance on how to measure fair value when fair value is required or permitted, The adoption of this PSAK has no significant impact on the consolidated financial statements. The Group measures financial instruments at fair value at each reporting date. Fair value disclosure for financial instuments are disclosed in Note 47.

Nilai wajar adalah harga yang akan diterima untuk menjual suatu aset atau harga yang akan dibayar untuk mengalihkan suatu liabilitas dalam transaksi teratur antara oelaku pasar pada tanggal pengukuran. Pengukuran nilai wajar berdasarkan asumsi bahwa transaksi untuk menjual aset atau mengalihkan liabilitas terjadi di: • pasar utama untuk aset dan liabilitas

tersebut, atau • jika tidak terdapat pasar utama, di pasar

yang paling menguntungkan untuk aset atau liabilitas tersebut.

Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurements date. The fair value measurement is based on the presumption that the transaction to sell the asset or transfer the liability takesplace either: • In the principal market for the assets or

liability, or • In the absence of a principal market, in

the most advantageous market for the asset or liability.

Kelompok Usaha harus memiliki akses ke pasar utama atau pasar yang paling menguntungkan.

The principal or the most advantageous market must be accessible by the Group.

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v. Pengukuran Nilai Wajar (lanjutan) v. Fair Value Measurement (continued)

Nilai wajar dari aset atau liabilitas diukur menggunakan asumsi yang akan digunakan oleh pelaku pasar pada saat melakukan penilaian aset atau liabilitas, dengan asumsi bahwa pelaku pasar akan bertindak atas kepentingan ekonomi terbaik mereka. Kelompok Usaha mengunakan teknik penilaian yang sesuai dengan kondisi Perusahaan dan dimana terdapat ketersediaan data yang cukup untuk mengukur nilai wajar, memaksimalisasi penggunaan data masukan yang dapat diobservasi yang relevan dan meninimalisasi penggunakan data masukan yang tidak dapat diobservasi.

The fair value of an asset or a liability is measured using the assumptions that market participants would use when pricing the asset or liability, assuming that market participants act in their economic best interest. The Group uses valuation techniques that are appropriate in the circumstances and for which sufficient data are available to measure fair value, maximizing the use of relevant observable inputs and minimizing the use of unobservable inputs.

Semua aset dan liabilitas yang diukur dengan nilai wajar atau diungkapkan dalam laporan keuangan dikategorikan dalam hirarki nilai wajar berdasarkan tingkat masukan paling rendah yang signifikan terhadap pengukuran nilai wajar secara keseluruhan : • Tingkat 1 - harga kuotasian (tidak

disesuaikan) di pasar aktif untuk aset atau liabilitas yang identik;

• Tingkat 2 - teknik-teknik lain atas semua input yang memiliki efek signifikan terhadap nilai wajar yang tercatat dapat diobservasi, baik secara langsung maupun tidak langsung;

• Tingkat 3 - teknik yang menggunakan input yang memiliki pengaruh signifikan terhadap nilai wajar yang tercatat yang tidak berdasarkan data pasar yang dapat diobservasi.

All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorized within the fair value hierarchy, described as follows, based on the lowest level input that is significant to the fair value measurement as a whole: • Level 1 - Quoted (unadjusted) market

prices in active markets for identical assets or liabilities;

• Level 2 - Valuation techniques for which the lowest level input that is significant to the fair value measurement is directly or indirectly observable;

• Level 3 - Valuation techniques for which

the lowest level input that is significant to the fair value measurement is unobservable.

Untuk aset dan liabilitas yang diakui dalam laporan keuangan dalam basis yang berulang, Kelompok Usaha menentukan apakah transfer telah terjadi antara tingkat dalam hirarki dengan menilai ulang kategori (berdasarkan tingkat masukan paling rendah yang signifikan terhadap pengukuran niali wajar secara keseluruhan) pada setiap akhir periode pelaporan.

For assets and liabilities that are recognized in the financial statements on a recurring basis, the Group determines whether transfers have occurred between Levels in the hierarchy by re-assessing categorization (based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period.

w. Laba per Saham Dasar w. Basic Earnings per Share

Laba per saham dasar dihitung dengan membagi total laba tahun berjalan yang dapat diatribusikan kepada pemilik entitas induk dengan jumiah rata-rata tertimbang saham biasa yang beredar pada periode yang bersangkutan.

Basic earnings per share is calculated by dividing the total profit for the year attributable to owners of the parent by the weighted average number of ordinary shares outstanding during the period.

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x. Penurunan Nilai Aset Non-keuangan x. Impairment of Non-financial Assets

Pada setiap akhir periode pelaporan, Kelompok Usaha menilai apakah terdapat indikasi suatu aset mengalami penurunan nilai. Jika terdapat indikasi tersebut, maka jumlah terpulihkan diestimasi untuk aset individual. Jika tidak mungkin untuk mengestimasi jumlah terpulihkan aset individual, maka Kelompok Usaha menentukan nilai terpulihkan dari Unit Penghasil Kas (UPK) yang mana aset tercakup (aset dari UPK).

The Group assesses at the end of each reporting period whether there is an indication that an asset may be impaired. If such indication exists, recoverable amount is estimated for the individual asset. If it is not possible to estimate the recoverable amount of the individual asset, the Group determines the recoverable amount of the Cash-Generating Unit (CGU) to which the asset belongs (the asset’s CGU).

Jumlah terpulihkan dari suatu aset (baik aset individual maupun UPK) adalah jumlah yang lebih tinggi antara nilai wajarnya dikurangi biaya untuk menjual dengan nilai pakainya. Jika nilai tercatat aset lebih besar daripada nilai terpulihkannya, maka aset tersebut dianggap mengalami penurunan nilai dan nilai tercatat aset diturunkan menjadi sebesar nilai terpulihkannya. Rugi penurunan nilai diakui pada laporan laba rugi dan penghasilan komprehensif lain konsolidasian sebagai “rugi penurunan nilai”.

An asset’s (either individual asset or CGU) recoverable amount is the higher of the asset’s fair value less costs to sell and its value in use. Where the carrying amount of the asset exceeds its recoverable amount, the asset is considered impaired and is written down to its recoverable amount. Impairment losses are recognized in consolidated statement of profit or loss and other comprehensive income as “impairment losses”.

Dalam menghitung nilai pakai, estimasi arus kas masa depan neto didiskontokan ke nilai kini dengan menggunakan tingkat diskonto sebelum pajak yang menggambarkan penilaian pasar kini dari nilai waktu uang dan risiko spesifik atas aset.

In assessing the value in use, the estimated net future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset.

Dalam menentukan nilai wajar dikurangi biaya untuk menjual, digunakan harga transaksi pasar terakhir, jika tersedia. Jika tidak terdapat transaksi tersebut, Kelompok Usaha menggunakan model penilaian yang sesuai untuk menentukan nilai wajar aset. Perhitungan-perhitungan ini dikuatkan oleh penilaian berganda atau indikator nilai wajar lain yang tersedia.

In determining fair value less costs to sell, recent market transactions are taken into account, if available. If no such transactions can be identified, an appropriate valuation model is used to determine the fair value of the asset. These calculations are corroborated by valuation multiples or other available fair value indicators.

Kerugian penurunan nilai, jika ada, diakui pada laporan laba rugi dan penghasilan komprehensif lain konsolidasian sesuai dengan kategori biaya yang konsisten dengan fungsi dari aset yang diturunkan nilainya.

Impairment losses, if any, are recognized in consolidated statement of profit or loss and other comprehensive income under expense categories that are consistent with the functions of the impaired assets.

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x. Penurunan Nilai Aset Non-keuangan

(lanjutan) x. Impairment of Non-financial Assets

(continued)

Penilaian dilakukan pada setiap akhir periode pelaporan apakah terdapat indikasi bahwa rugi penurunan nilai yang telah diakui dalam periode sebelumnya untuk suatu aset mungkin tidak ada lagi atau mungkin telah menurun. Jika indikasi tersebut ada, maka entitas mengestimasi jumlah terpulihkan aset tersebut.

An assessment is made at the end of each reporting period as to whether there is any indication that previously recognized impairment losses for an asset may no longer exist or may have decreased. If such indication exists, the recoverable amount is estimated.

Kerugian penurunan nilai yang telah diakui dalam periode sebelumnya untuk suatu aset dibalik hanya jika terdapat perubahan asumsi-asumsi yang digunakan untuk menentukan jumlah terpulihkan aset tersebut sejak rugi penurunan nilai terakhir diakui.

A previously recognized impairment loss for an asset is reversed only if there has been a change in the assumptions used to determine the asset’s recoverable amount since the last impairment loss was recognized.

Pembalikan tersebut dibatasi sehingga jumlah tercatat aset tidak melebihi jumlah terpulihkannya maupun jumlah tercatat, neto setelah penyusutan, seandainya tidak ada rugi yang telah diakui untuk aset tersebut pada periode sebelumnya. Pembalikan rugi penurunan nilai diakui dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian. Setelah pembalikan tersebut diakui sebagai laba rugi, penyusutan aset tersebut disesuaikan di periode mendatang untuk mengalokasikan jumlah tercatat aset yang direvisi, dikurangi nilai sisanya, dengan dasar yang sistematis selama sisa umur manfaatnya.

The reversal is limited so that the carrying amount of the asset does not exceed its recoverable amount, nor exceeds the carrying amount that would have been determined, net of depreciation, had no impairment loss been recognized for the asset in prior periods. Reversal of an impairment loss is recognized in consolidated statement of profit or loss and other comprehensive income. After such a reversal is recognized in profit or loss, the depreciation charge on the said asset is adjusted in future periods to allocate the asset’s revised carrying amount, less any residual value, on a systematic basis over its remaining useful life.

y. Transaksi Restrukturisasi antara Entitas

Sepengendali y. Restructuring Transactions among Entities

under Common Control

Kelompok Usaha menerapkan PSAK No. 38 (Revisi 2012), "Kombinasi Bisnis Entitas Sepengendali". Berdasarkan PSAK No. 38 (Revisi 2012), oleh karena transaksi kombinasi bisnis entitas sepengendali tidak mengakibatkan perubahan substansi ekonomi kepemilikan atas bisnis yang dipertukarkan, transaksi tersebut diakui pada jumlah tercatat berdasarkan metode penyatuan kepemilikan. Dalam menerapkan metode penyatuan kepemilikan, unsur-unsur laporan keuangan dari entitas yang bergabung, untuk periode terjadinya kombinasi bisnis entitas sepengendali dan untuk periode komparatif sajian, disajikan seolah-olah penggabungan tersebut telah terjadi sejak awal periode entitas yang bergabung berada dalam sepengendalian.

The Group adopted PSAK No. 38 (Revised 2012), "Business Combination of Entities under Common Control". Under PSAK No. 38 (Revised 2012), since the transaction of business combination of entities under common control does not result in a change of the economic substance of the ownership of businesses which are exchanged, the said transaction is recognized at its carrying value using the pooling-of-interests method. In applying the pooling-of-interests method, the components of the financial statements of the combining entity, for the period during which the business combination of entities under common control occurred and for the comparative period, are presented in such a manner as if the combination has occurred since the beginning of the period the combining entity is under common control.

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y. Transaksi Restrukturisasi antara Entitas

Sepengendali y. Restructuring Transactions among Entities

under Common Control

Selisih antara jumlah tercatat dengan jumlah imbalan yang dialihkan dalam kombinasi bisnis entitas sepengendali atau jumlah imbalan yang diterima dalam pelepasan bisnis entitas sepengendali, jika ada, dicatat sebagai bagian dari akun "Tambahan Modal Disetor" pada laporan posisi keuangan konsolidasian.

The difference between the carrying value and the value of considerations transferred in a business combination of entities under common control or considerations received in a disposal of business of entities under common control, if any, is recognized as part of "Additional Paid-in Capital" in the consolidated statement of financial position.

z. Instrumen Keuangan z. Financial Instruments

z.1. Aset Keuangan z.1. Financial Assets

Pengukuran Awal Initial Measurements

Aset keuangan dalam lingkup PSAK No. 55 (Revisi 2014) diklasifikasikan sebagai aset keuangan yang diukur pada nilai wajar melalui laporan laba rugi dan penghasilan komprehensif lain konsolidasian, pinjaman yang diberikan dan piutang, investasi dimiliki hingga jatuh tempo, atau aset keuangan tersedia untuk dijual, mana yang sesuai. Kelompok Usaha menentukan klasifikasi aset keuangan pada pengakuan awal dan, jika diperbolehkan dan diperlukan, mengevaluasi kembali pengklasifikasian aset tersebut pada setiap akhir periode keuangan.

Financial assets within the scope of PSAK No. 55 (Revised 2014) are classified as financial assets at fair value through consolidated statement of profit or loss and other comprehensive income, loans and receivables, held-to-maturity investments, or available-for-sale financial assets, as appropriate. The Group determines the classification of its financial assets at initial recognition and, where allowed and appropriate, re-evaluate the classification of the asset at the end of each financial period.

Aset keuangan pada awalnya diakui sebesar nilai wajarnya ditambah (dalam hal investasi yang tidak diukur pada nilai wajar melalui laporan laporan laba rugi dan penghasilan komprehensif lain konsolidasian) biaya transaksi yang dapat diatribusikan secara langsung. Pembelian atau penjualan aset keuangan yang memerlukan pengiriman aset dalam kurun waktu yang ditetapkan oleh peraturan atau kebiasaan yang berlaku di pasar (perdagangan yang lazim) diakui pada tanggal perdagangan, yaitu tanggal Kelompok Usaha berkomitmen untuk membeli atau menjual aset tersebut. Aset keuangan Kelompok Usaha meliputi kas dan setara kas, piutang usaha, piutang lain-lain, uang muka, piutang pihak berelasi, aset keuangan yang tersedia untuk dijual, dan aset tidak lancar lain-lain, netto (uang jaminan).

Financial assets are initially recognized at fair value plus (in the case of investments not at fair value through consolidated statement of profit or loss and other comprehensive income) transaction costs that are directly attributable. Purchases or sales of financial assets that require delivery of assets within the time frame established by regulation or convention in the marketplace (regular way trades) are recognized on the trade date, i.e. the date the Group commits to purchase or sell the asset. The Group's financial assets include cash and cash equivalents, trade receivables, other receivables, advances, due from related parties, available for sale financial assets, and other non-current assets, net (refundable deposits).

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z. Instrumen Keuangan (lanjutan) z. Financial Instruments (continued)

z.1. Aset Keuangan (lanjutan) z.1. Financial Assets (continued)

Pengukuran Setelah Pengakuan Awal Subsequent Measurement

Pengukuran aset keuangan setelah pengakuan awal tergantung pada klasifikasinya sebagai berikut:

Subsequent measurement of financial assets depends on their classification as follows:

• Aset keuangan yang diukur pada nilai

wajar melalui laporan laporan laba rugi.

• Financial assets at fair value through profit or loss.

Aset keuangan yang diukur pada nilai wajar melalui pada nilai wajar melalui laba rugi, termasuk aset keuangan untuk diperdagangkan dan aset keuangan yang ditetapkan pada saat pengakuan awal untuk diukur pada nilai wajar melalui laporan laba rugi dan penghasilan komprehensif lain konsolidasian. Aset keuangan yang diukur pada nilai wajar melalui laporan laba rugi dan penghasilan komprehensif lain konsolidasian disajikan dalam laporan posisi keuangan konsolidasian pada nilai wajar dengan keuntungan atau kerugian dari perubahan nilai wajar diakui dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian.

Financial assets at fair value through profit or loss, including financial assets held for trading and financial assets designated upon initial recognition as at fair value through consolidated statement of profit or loss and other comprehensive income. Financial assets at fair value through consolidated statement of profit or loss and other comprehensive income are presented in the consolidated statement of financial position at fair value with gains or losses from changes in fair value recognized in the consolidated statement of profit or loss and other comprehensive income.

• Pinjaman yang diberikan dan piutang • Loans and receivables

Pinjaman yang diberikan dan piutang adalah aset keuangan non-derivatif dengan pembayaran tetap atau telah ditentukan, yang tidak mempunyai kuotasi di pasar aktif. Setelah pengukuran awal, aset keuangan tersebut selanjutnya diukur sebesar biaya perolehan diamortisasi (amortized cost) dengan menggunakan metode Suku Bunga Efektif (“SBE”), setelah dikurangi dengan penurunan nilai. Keuntungan dan kerugian diakui dalam laporan laba-rugi komprehensif pada saat pinjaman dan piutang dihentikan pengakuannya atau mengalami penurunan nilai, maupun melalui proses amortisasi.

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. After initial measurement, such financial assets are subsequently measured at amortized cost using the Effective Interest Rate (“EIR”) method, less impairment. Gains and losses are recognized in the statement of comprehensive income when the loans and receivables are derecognized or impaired, as well as through the amortization process.

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Pengukuran Setelah Pengakuan Awal (lanjutan)

Subsequent Measurement (continued)

Pengukuran aset keuangan setelah pengakuan awal tergantung pada klasifikasinya sebagai berikut: (lanjutan)

Subsequent measurement of financial assets depends on their classification as follows: (continued)

• Pinjaman yang Diberikan dan Piutang

(lanjutan) • Loans and Receivables (continued)

Kas dan setara kas, piutang usaha, piutang lain-lain, biaya dibayar dimuka (uang muka karyawan), piutang pihak berelasi dan aset jangka panjang lainnya, netto (uang jaminan) termasuk dalam kategori ini.

The Group's financial assets include cash and cash equivalents, trade receivables, other receivables, prepaid expenses (advance for employees), due from related parties and other non-current assets, net (refundable deposits).

Kerugian penurunan nilai dilaporkan sebagai pengurang dari nilai tercatat dari aset keuangan dalam kelompok pinjaman yang diberikan dan piutang, dan diakui di dalam laporan laba-rugi dan penghasilan komprehensif lainnya.

Impairment loss is reported as a deduction from the carrying value of the financial assets classified as loans and receivables, and recognized in the consolidated statement of profit or loss and other comprehensive income.

• Investasi dimiliki hingga jatuh tempo

[Held to-maturity (“HTM”)] • Held-to-maturity (“HTM”) investments

Aset keuangan non derivatif dengan pembayaran tetap atau telah ditentukan dan jatuh temponya telah ditetapkan diklasifikasikan sebagai investasi dimiliki hingga jatuh tempo ketika Perusahaan memiliki intensi positif dan kemampuan untuk memiliki aset keuangan tersebut hingga jatuh tempo. Setelah pengukuran awal, investasi HTM diukur pada biaya perolehan diamortisasi dengan menggunakan metode SBE, setelah dikurangi dengan penurunan nilai. Amortisasi biaya perolehan dihitung dengan memperhitungkan diskonto atau premi atas biaya perolehan atau biaya yang merupakan bagian integral dari SBE. Amortisasi SBE dicatat dalam laporan laba-rugi komprehensif. Kerugian yang timbul dari penurunan nilai diakui pada laporan laba rugi dan penghasilan komprehensif lain konsolidasian.

Non-derivative financial assets with fixed or determinable payments and fixed maturities are classified as HTM investments when the Company has the positive intention and ability to hold them to maturity. After initial measurement, HTM investments are measured at amortized cost using the EIR method, less impairment. Amortized cost is calculated by taking into account any discount or premium on acquisition and fees or costs that are an integral part of the EIR. The EIR amortization is included in the statement of comprehensive income. The losses arising from impairment are recognized in the consolidated statement of profit or loss and other comprehensive income.

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Pengukuran Setelah Pengakuan Awal (lanjutan)

Subsequent Measurement (continued)

• Investasi dimiliki hingga jatuh tempo

[Held to-maturity (“HTM”)] (lanjutan) • Held-to-maturity (“HTM”) investments

(continued)

Kelompok Usaha tidak mempunyai investasi yang dimiliki hingga jatuh tempo pada tanggal 31 Desember 2015 dan 2014.

The Group did not have any held-to-maturity investments as of December 31, 2015 and 2014.

• Aset keuangan tersedia untuk dijual

[Available for sale (“AFS”)] • Available-for-sale (“AFS”) financial

assets

Aset keuangan AFS adalah aset keuangan non derivatif yang ditetapkan sebagai tersedia untuk dijual atau yang tidak diklasifikasikan dalam tiga kategori sebelumnya. Setelah pengukuran awal, aset keuangan AFS diukur pada nilai wajar dengan keuntungan atau kerugian yang belum terealisasi diakui dalam ekuitas sampai aset tersebut dihentikan pengakuannya, pada saat keuntungan atau kerugian kumulatif diakui, atau terjadi penurunan nilai, dan laba atau rugi kumulatif direklasifikasi dari ekuitas ke penghasilan komprehensif.

AFS financial assets are non-derivative financial assets that are designated as available-for-sale or are not classified in any of the three preceding categories. After initial measurement, AFS financial assets are measured at fair value with unrealized gains or losses recognized in equity until the assets are derecognized, at which time the cumulative gain or loss is recognized or determined to be impaired, and the cumulative gain or loss is reclassified from equity to comprehensive income.

Investasi yang diklasifikasikan sebagai AFS adalah sebagai berikut:

The investments classified as AFS are as follows:

• Investasi pada saham yang nilai wajarnya tidak tersedia dengan kepemilikan kurang dari 20% dan investasi jangka panjang lainnya dinyatakan sebesar biaya perolehan.

• Investments in shares of stock whose fair value is not available with equity interest of less than 20% and other long-term investments are stated at cost.

• Investasi pada instrumen utang

yang tidak ditujukan untuk dimiliki sampai jatuh tempo diklasifikasikan sebagai aset keuangan tersedia untuk dijual, dan dicatat pada nilai wajar.

• Investments in debt instruments which are not intended to be held to maturity that have steadily determinable are classified as AFS and recorded at fair value.

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z.2. Liabilitas Keuangan z.2. Financial Liabilities

Pengakuan Awal Initial Recognition

Liabilitas keuangan dalam lingkup PSAK No. 55 (Revisi 2014) dapat dikategorikan sebagai liabilitas keuangan yang diukur pada nilai wajar melalui laba rugi, liabilitas keuangan yang diukur dengan biaya perolehan diamortisasi, atau derivatif yang ditetapkan sebagai instrumen lindung nilai dalam lindung nilai yang efektif, mana yang sesuai. Kelompok Usaha menentukan klasifikasi liabilitas keuangan mereka pada saat pengakuan awal.

Financial liabilities within the scope of PSAK No. 55 (Revised 2014) are classified as financial liabilities at fair value through profit or loss, financial liabilities measured at amortized cost, or as derivatives designated as hedging instruments in an effective hedge, as appropriate. The Group determines the classification of its financial liabilities at initial recognition.

Saat pengakuan awal, liabilitas keuangan diukur pada nilai wajar dan, dalam hal liabilitas keuangan yang diukur dengan biaya perolehan diamortisasi, termasuk biaya transaksi yang dapat diatribusikan secara langsung.

Financial liabilities are recognized initially at fair value and, in the case of financial liabilities measured at amortized cost, inclusive of directly attributable transaction costs.

Liabilitas keuangan Kelompok Usaha meliputi utang usaha, utang lain-lain, beban akrual, pinjaman jangka panjang, uang jaminan, dan liabilitas imbalan kerja jangka pendek.

The Group's financial liabilities include trade payables, other payables, accrued expenses, long-term loans, security deposits, and short-term employee benefit liability.

Pengukuran setelah Pengakuan Awal Subsequent Measurement

Pengukuran liabilitas keuangan tergantung pada klasifikasinya sebagai berikut:

Measurement of financial liabilities depends on their classification as follows:

• Liabilitas keuangan yang diukur pada

nilai wajar melalui laporan laba rugi • Financial liabilities at fair value

through profit or loss

Liabilitas keuangan yang diukur pada nilai wajar melalui laporan laba rugi, termasuk liabilitas keuangan untuk diperdagangkan dan liabilitas keuangan yang ditetapkan pada saat pengakuan awal untuk diukur pada nilai wajar melalui laporan laba rugi. Liabilitas keuangan diklasifikasikan sebagai kelompok diperdagangkan, jika mereka diperoleh untuk tujuan dijual atau dibeli kembali dalam waktu dekat. Liabilitas derivatif juga diklasifikasikan sebagai kelompok diperdagangkan, kecuali mereka ditetapkan sebagai instrumen lindung nilai efektif.

Financial liabilities at fair value through profit or loss, including financial liabilities held for trading and financial liabilities designated upon initial recognition as at fair value through profit or loss. Financial liabilities are classified as held for trading if they are acquired for the purpose of selling or repurchasing in the near future. Derivative liabilities are also classified as held for trading unless they are designated as effective hedging instruments. Gains or losses on liabilities held for trading are recognized in the consolidated statement of comprehensive income.

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z.2. Liabilitas Keuangan (lanjutan) z.2. Financial Liabilities (continued)

Pengukuran setelah Pengakuan Awal Subsequent Measurement

Pengukuran liabilitas keuangan tergantung pada klasifikasinya sebagai berikut: (lanjutan)

Measurement of financial liabilities depends on their classification as follows: (continued)

• Liabilitas keuangan yang diukur pada

nilai wajar melalui laporan laba rugi (lanjutan)

• Financial liabilities at fair value through profit or loss (continued)

Keuntungan atau kerugian atas liabilitas yang dimiliki untuk diperdagangkan diakui dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian.

Gains or losses on liabilities held for trading are recognized in consolidated statement of profit or loss and other comprehensive income.

• Pinjaman dan hutang • Loans and borrowings

Setelah pengakuan awal, pinjaman dan hutang yang dikenakan bunga selanjutnya diukur pada biaya perolehan diamortisasi dengan menggunakan metode SBE. Keuntungan dan kerugian diakui dalam laporan laba-rugi komprehensif konsolidasian pada saat liabilitas tersebut dihentikan pengakuannya serta melalui proses amortisasi SBE.

Measurement after initial recognition After initial recognition, loans and borrowings are subsequently measured interest at amortized cost using the effective interest method. Gains and losses are recognized in the consolidated statements of comprehensive income when the liabilities are derecognized as well as through the EIR amortization process.

z.3. Saling Hapus dari Instrumen

Keuangan z.3. Offsetting of Financial Instruments

Aset keuangan dan liabilitas keuangan saling-hapus dan nilai nettonya dilaporkan dalam laporan posisi keuangan konsolidasian jika, dan hanya jika, saat ini memiliki hak yang berkekuatan hukum untuk melakukan saling-hapus atas jurnlah yang telah diakui dan terdapat niat untuk menyelesaikan secara netto, atau untuk merealisasikan aset dan menyelesaikan liabilitasnya secara bersamaan.

Financial assets and financial liabilities are offset and the net amount-reported in the consolidated statement of financial position if, and only if, currently has a legally enforceable right to set off the mutually-recognized amounts and there is an intention to settle net basis, or to realize asset and settle the liability simultaneously.

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z.4. Nilai Wajar Instrumen Keuangan z.4. Fair Value of Financial Instruments

Nilai wajar instrumen keuangan yang diperdagangkan di pasar aktif pada setiap tanggal pelaporan ditentukan dengan acuan pada kuotasi harga pasar atau kuotasi harga pedagang efek (harga penawaran untuk posisi beli dan harga permintaan untuk posisi jual), tidak termasuk pengurangan apapun untuk biaya transaksi.

The fair value of financial instruments that are traded in active markets at each reporting date is determined by reference to quoted market prices or dealer price quotations (bid price for long position and ask price for short position), without any deduction for transaction costs.

Untuk instrumen keuangan yang tidak memiliki pasar aktif, nilai wajar ditentukan dengan menggunakan teknik penilaian. Teknik penilaian mencakup penggunaan transaksi pasar terkini yang dilakukan secara wajar oleh pihak-pihak yang berkeinginan dan memahami (recent arm’s length market transactions), penggunaan nilai wajar terkini instrumen lain yang secara substansial sama, analisa arus kas yang didiskonto, atau model penilaian lain.

For financial instruments where there is no active market, fair value is determined using valuation techniques. Such techniques may include using recent arm’s length market transactions, reference to the current fair value of another instrument that is substantially the same, discounted cash flow analysis, or other valuation models.

Penyesuaian risiko kredit Credit risk adjustment

Kelompok Usaha menyesuaikan harga di pasar yang lebih menguntungkan untuk mencerminkan adanya perbedaan risiko kredit pihak yang bertransaksi antara instrumen yang diperdagangkan di pasar tersebut dengan instrumen yang dinilai untuk posisi aset keuangan. Dalam penentuan nilai wajar posisi liabilitas keuangan, risiko kredit Kelompok Usaha terkait dengan instrumen keuangan tersebut ikut diperhitungkan.

The Group adjusts the price in the observable market to reflect any differences in counterparty credit risk between instruments traded in that market and the ones being valued for financial asset positions. In determining the fair value of financial liability positions, the Group's own credit risk associated with the instrument is taken into account.

z.5. Biaya Perolehan Diamortisasi atas

Instrumen Keuangan z.5. Amortized Cost on Financial

Instruments

Biaya perolehan diamortisasi dihitung dengan menggunakan metoda SBE dikurangi dengan penyisihan atas penurunan nilai dan pembayaran pokok atau nilai yang tidak dapat ditagih, Perhitungan tersebut mempertimbangkan premium atau diskonto pada saat perolehan dan termasuk biaya transaksi dan biaya yang merupakan bagian yang tak terpisahkan dari SBE.

Amortized cost is calculated using the EIR less any allowance for impairment and principal repayment or value that can not be billed. The calculations consider the premium or discount on acquisition and includes transaction costs and fees that are an integral part of the EIR.

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z.6. Penurunan Nilai atas Aset Keuangan z.6. Impairment of Financial Assets

Pada setiap akhir periode pelaporan, Kelompok Usaha mengevaluasi apakah terdapat bukti yang obyektif bahwa aset keuangan atau kelompok aset keuangan mengalami penurunan nilai.

The Group assesses at the end of each reporting period whether there is any objective evidence that a financial asset or a group of financial assets is impaired.

• Aset keuangan dicatat pada biaya

perolehan diamortisasi • Financial assets carried at amortized

cost

Untuk pinjaman yang diberikan dan piutang yang dicatat pada biaya perolehan diamortisasi, Kelompok Usaha terlebih dahulu menentukan bahwa terdapat bukti obyektif mengenai penurunan nilai secara individual atas aset keuangan yang signifikan secara individual, atau secara kolektif untuk aset keuangan yang tidak signifikan secara individual. Jika Kelompok Usaha menentukan tidak terdapat bukti obyektif mengenai penurunan nilai atas aset keuangan yang dinilai secara individual, terlepas aset keuangan tersebut signifikan atau tidak, maka aset tersebut dimasukkan ke dalam kelompok aset keuangan yang memiliki karakteristik risiko kredit yang sejenis dan kelompok usaha menilai penurunan nilai kelompok tersebut secara kolektif. Aset yang penurunan nilainya dinilai secara individual, dan untuk itu kerugian penurunan nilai diakui atau tetap diakui, tidak termasuk dalam penilaian penurunan nilai secara kolektif.

For loans and receivables carried at amortized cost, the Group first assesses whether objective evidence of impairment exists individually for financial assets that are individually significant, or collectively for financial assets that are not individually significant. If the Group determines that no objective evidence of impairment exists for an individually assessed financial asset, whether significant or not, the asset is included in a group of financial assets with similar credit risk characteristics and the group is collectively assessed for impairment. Assets that are individually assessed for impairment and for which an impairment loss is, or continues to be, recognized are not included in a collective assessment of impairment.

Jika terdapat bukti obyektif bahwa kerugian penurunan nilai telah terjadi, jumlah kerugian tersebut diukur sebagai selisih antara nilai tercatat aset dengan nilai kini estimasi arus kas masa datang (tidak termasuk kerugian kredit di masa mendatang yang belum terjadi). Nilai kini estimasi arus kas masa datang didiskonto dengan menggunakan suku bunga efektif awal dari aset keuangan tersebut.

If there is objective evidence that an impairment loss has occurred, the amount of the loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows (excluding future expected credit losses that have not yet been incurred). The present value of the estimated future cash flows is discounted at the financial asset’s original effective interest rate.

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z.6. Penurunan Nilai atas Aset Keuangan

(lanjutan) z.6. Impairment of Financial Assets

(continued)

• Aset keuangan dicatat pada biaya perolehan diamortisasi (lanjutan)

• Financial assets carried at amortized cost (continued)

Jika suatu aset keuangan yang dikelompokkan sebagai “Pinjaman yang Diberikan dan Piutang” memiliki suku bunga variabel, maka tingkat diskonto yang digunakan untuk mengukur setiap kerugian penurunan nilai adalah suku bunga efektif yang berlaku.

If a “Loans and Receivables” financial asset has a variable interest rate, the discount rate for measuring impairment loss is the current effective interest rate.

Nilai tercatat atas aset keuangan dikurangi melalui penggunaan pos cadangan penurunan nilai dan jumlah kerugian yang terjadi diakui dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian. Pendapatan bunga selanjutnya diakui sebesar nilai tercatat yang diturunkan nilainya berdasarkan tingkat suku bunga efektif awal dari aset keuangan. Pinjaman yang diberikan dan piutang beserta dengan cadangan terkait dihapuskan jika tidak terdapat kemungkinan yang realistis atas pemulihan di masa mendatang dan seluruh agunan telah terealisasi atau dialihkan kepada Kelompok Usaha. Jika, pada tahun berikutnya, nilai estimasi kerugian penurunan nilai aset keuangan bertambah atau berkurang karena peristiwa yang terjadi setelah penurunan nilai diakui, maka kerugian penurunan nilai yang diakui sebelumnya bertambah atau berkurang dengan menyesuaikan pos cadangan penurunan nilai. Jika di masa mendatang penghapusan tersebut dapat dipulihkan, jumlah pemulihan tersebut diakui di laba rugi.

The carrying amount of the financial asset is reduced through the use of an allowance for impairment account and the amount of the loss is recognized in consolidated statement of profit or loss and other comprehensive income. Interest income continues to be accrued on the reduced carrying amount based on the original effective interest rate of the financial asset. Loans and receivables, together with the associated allowance, are written off when there is no realistic prospect of future recovery and all collateral has been realized or has been transferred to the Group. If, in a subsequent year, the amount of the estimated impairment loss increases or decreases because of an event occurring after the impairment was recognized, the previously recognized impairment loss is increased or reduced by adjusting the allowance for impairment account. If a future write-off is later recovered, the recovery is recognized in profit or loss.

• Aset keuangan AFS • AFS financial assets

Dalam hal investasi ekuitas diklasifikasikan sebagai aset keuangan tersedia untuk dijual, bukti obyektif akan termasuk penurunan nilai wajar yang signifikan dan berkepanjangan di bawah nilai perolehan investasi tersebut.

In the case of equity investment classified as an AFS financial asset, objective evidence would include a significant or prolonged decline in the fair value of the investment below its cost.

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z.6. Penurunan Nilai atas Aset Keuangan (lanjutan)

z.6. Impairment of Financial Assets (continued)

• Aset keuangan AFS (lanjutan) • AFS financial assets (continued)

Ketika terdapat bukti penurunan nilai, kerugian kumulatif - yang diukur sebagai selisih antara biaya perolehan dan nilai wajar kini, dikurangi kerugian penurunan nilai investasi yang sebelumnya diakui dilaba rugi direklasifikasikan dari ekuitas ke laba rugi. Kerugian penurunan nilai atas investasi ekuitas tidak dihapuskan melalui laba rugi; sedangkan peningkatan nilai wajar setelah penurunan nilai diakui dalam ekuitas.

Where there is evidence of impairment, the cumulative loss - measured as the difference between the acquisition cost and the current fair value, less any impairment loss on that investment previously recognized in profit or loss, is reclassified from equity to profit or loss. Impairment losses on equity investments are not reversed through profit or loss; increases in their fair value after impairment are recognized in equity.

Dalam hal instrumen utang diklasifikasikan sebagai aset keuangan tersedia untuk dijual, penurunan nilai dievaluasi berdasarkan kriteria yang sama dengan aset keuangan yang dicatat sebesar biaya perolehan diamortisasi. Pendapatan bunga di masa mendatang didasarkan pada nilai tercatat yang diturunkan nilainya dan diakui berdasarkan suku bunga yang digunakan untuk mendiskonto arus kas masa datang dalam pengukuran kerugian penurunan nilai. Pendapatan bunga yang masih harus dibayar tersebut dicatat sebagai bagian dari akun “Pendapatan Keuangan” dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian.

In the case of a debt instrument classified as an AFS financial asset, impairment is assessed based on the same criteria as financial assets carried at amortized cost. Future interest income is based on the reduced carrying amount and is accrued based on the rate of interest used to discount future cash flows for the purpose of measuring impairment loss. Such accrual of interest income is recorded as part of the “Finance Income” account in the consolidated statement of comprehensive income.

Jika pada periode/tahun berikutnya, nilai wajar atas instrumen utang meningkat dan peningkatan tersebut secara obyektif dapat dikaitkan dengan peristiwa yang timbul setelah pengakuan kerugian penurunan nilai diakui dilaba rugi, kerugian penurunan nilai tersebut harus dipulihkan melalui laporan laba rugi dan penghasilan komprehensif lain konsolidasian.

If in a subsequent period/year, the fair value of a debt instrument increases and the increase can be objectively related to an event occurring after the impairment loss was recognized in profit or loss, the impairment loss is reversed through consolidated statement of profit or loss and other comprehensive income.

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z.7. Penghentian Pengakuan Aset dan

Liabilitas Keuangan z.7. Derecognition of Financial Assets and

Liabilities

Aset Keuangan Financial Assets

Penghentian pengakuan atas suatu aset keuangan (atau, apabila dapat diterapkan untuk bagian dari aset keuangan atau bagian dari kelompok aset keuangan sejenis) terjadi bila: (1) hak kontraktual atas arus kas yang berasal dari aset keuangan tersebut berakhir; atau (2) Kelompok Usaha memindahkan hak untuk menerima arus kas yang berasal dari aset keuangan tersebut atau menanggung kewajiban untuk membayar arus kas yang diterima tersebut tanpa penundaan yang signifikan kepada pihak ketiga melalui suatu kesepakatan penyerahan dan salah satu diantara (a) Kelompok Usaha secara substansial memindahkan seluruh risiko dan manfaat atas kepemilikan aset keuangan tersebut, atau (b) Kelompok Usaha secara substansial tidak memindahkan dan tidak memiliki seluruh risiko dan manfaat atas kepemilikan aset keuangan tersebut, namun telah memindahkan pengendalian atas aset tersebut.

A financial asset (or where applicable, a part of a financial asset or part of a group of similar financial assets) is derecognized when: (1) the contractual rights to receive cash flows from the asset have expired; or (2) the Group has transferred its rights to receive cash flows from the financial asset or has assumed an obligation to pay the received cash flows in full without material delay to a third party under a “pass-through” arrangement, and either (a) the Group has transferred substantially all the risks and rewards of the asset, or (b) the Group has neither transferred nor retained substantially all the risks and rewards of the financial asset, but has transferred control of the financial asset.

Liabilitas Keuangan Financial Liabilities

Liabilitas keuangan dihentikan pengakuannya ketika kewajiban yang ditetapkan dalam kontrak dihentikan atau dibatalkan atau kadaluwarsa.

A financial liability is derecognized when the obligation under the liability is discharged or cancelled or has expired.

Ketika liabilitas keuangan awal digantikan dengan liabilitas keuangan lain dari pemberi pinjaman yang sama dengan ketentuan yang berbeda secara substansial, atau modifikasi secara substansial atas liabilitas keuangan yang saat ini ada, maka pertukaran atau modifikasi tersebut dicatat sebagai penghapusan liabilitas keuangan awal dan pengakuan liabilitas keuangan baru dan selisih antara nilai tercatat liabilitas keuangan tersebut diakui dilaba rugi.

When an existing financial liability is replaced by another from the same lender on substantially different terms, or the terms of an existing liability are substantially modified, such an exchange or modification is treated as a derecognition of the original liability and the recognition of a new liability, and the difference in the respective carrying amounts is recognized in profit or loss.

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3. PERTIMBANGAN, ESTIMASI DAN ASUMSI AKUNTANSI YANG SIGNIFIKAN

3. SIGNIFICANT ACCOUNTING JUDGMENTS, ESTIMATES AND ASSUMPTIONS

Pertimbangan Judgments

Penyusunan laporan keuangan konsolidasian Kelompok Usaha mensyaratkan manajemen untuk membuat pertimbangan, estimasi dan asumsi yang mempengaruhi jumlah yang dilaporkan atas Pendapatan, beban, aset dan liabilitas, serta pengungkapan laporan keuangan konsolidasi, pada akhir periode pelaporan. Namun, ketidakpastian asumsi dan estimasi ini dapat menyebabkan hasil yang memerlukan penyesuaian material atas nilai tercatat aset atau liabilitas yang berdampak pada masa mendatang.

The preparation of the Group’s consolidated financial statements requires management to make judgments, estimates and assumptions that affect the reported amounts of revenues, expenses, assets and liabilities, and the disclosures to the consolidate financial statements, at the end of the reporting period. However, uncertainty about these assumptions and estimates could result in outcomes that require a material adjustment to the carrying amount of the assets or liabilities affected in future years.

Penentuan Mata Uang Fungsional Determination of Functional Currency

Mata uang fungsional dari setiap entitas dalam Kelompok Usaha adalah mata uang dari lingkungan ekonomi utama di mana entitas tersebut beroperasi. Mata uang tersebut adalah mata uang yang mempengaruhi Pendapatan dan biaya masing-masing entitas. Penentuan mata uang fungsional bisa membutuhkan pertimbangan karena berbagai kompleksitas, antara lain, suatu entitas dapat bertransaksi dalam lebih dari satu mata uang dalam aktivitas usahanya sehari-hari.

The functional currency of each entity in the Group is the currency of the primary economic environment where such entity operates. Those currencies are the currencies that influence the revenues and costs of each of the respective entities. The determination of functional currency may require judgment due to various complexity, among others, the entity may transact in more than one currency in its daily business activities.

Klasifikasi Aset dan Liabilitas Keuangan Classification of Financial Assets and Liabilities

Kelompok Usaha menetapkan klasifikasi atas aset dan liabilitas tertentu sebagai aset keuangan dan liabilitas keuangan dengan mempertimbangkan apakah definisi yang ditetapkan PSAK No. 55 (Revisi 2014) dipenuhi. Dengan demikian, aset keuangan dan liabilitas keuangan diakui sesuai dengan kebijakan akuntansi Kelompok Usaha seperti diungkapkan pada Catatan 2z.

The Group determines the classifications of certain assets and liabilities as financial assets and financial liabilities by judging if they meet the definition set forth in PSAK No. 55 (Revised 2014). Accordingly, the financial assets and financial liabilities are accounted for in accordance with the Group’s accounting policies disclosed in Note 2z.

Cadangan Kerugian Penurunan Nilai Piutang Usaha

Allowance for Impairment Losses on Trade Receivables

Kelompok Usaha mengevaluasi akun tertentu jika terdapat informasi bahwa pelanggan yang bersangkutan tidak dapat memenuhi kewajiban keuangannya. Dalam hal tersebut, Kelompok Usaha mempertimbangkan, berdasarkan fakta dan situasi yang tersedia, termasuk namun tidak terbatas pada, jangka waktu hubungan dengan pelanggan dan status kredit dari pelanggan, untuk mencatat provisi yang spesifik atas jumlah piutang pelanggan guna mengurangi jumlah piutang yang diharapkan dapat diterima oleh Kelompok Usaha.

The Group evaluates specific accounts where it has information that certain customers are unable to meet their financial obligations. In these cases, The Group uses judgment, based on the best available facts and circumstances, including but not limited to, the length of its relationship with the customer and the customer's current credit status, to record specific provisions for customers against amounts due to reduce its receivable amounts that the Group expects to collect.

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3. PERTIMBANGAN, ESTIMASI DAN ASUMSI AKUNTANSI YANG SIGNIFIKAN (lanjutan)

3. SIGNIFICANT ACCOUNTING JUDGMENTS, ESTIMATES AND ASSUMPTIONS (continued)

Pertimbangan (lanjutan) Judgments (continued)

Cadangan Kerugian Penurunan Nilai Piutang Usaha (lanjutan)

Allowance for Impairment Losses on Trade Receivables (continued)

Provisi yang spesifik ini dievaluasi kembali dan disesuaikan jika tambahan informasi yang diterima mempengaruhi jumlah cadangan kerugian penurunan nilai alas piutang usaha. Jumlah penyisihan kerugian penurunan nilai pada tanggal 31 Desember 2015 dan 2014 masing-masing sebesar Rp168.928.528.045 dan Rp229.597.059.639 (Catatan 5).

Specific provisions are re-evaluated and adjusted if additional information received affects the amount of allowance for impairment losses on accounts receivable. The amount of impairment losses as of December 31, 2015 and 2014 amounted to Rp168,928,528,045 and Rp229,597,059,639 respectively (Note 5).

Estimasi dan Asumsi Estimates and Assumptions

Asumsi kunci mengenai masa depan dan sumber kunci lainnya untuk estimasi ketidakpastian pada akhir periode pelaporan yang memiliki risiko signifikan yang menyebabkan penyesuaian material terhadap nilai tercatat aset dan liabilitas dalam tahun pelaporan berikutnya dijabarkan sebagai berikut:

The key assumptions concerning the future and other key sources of estimation uncertainty at the end of the reporting period that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below:

Estimasi Masa Manfaat atas Aset Tetap Estimated Useful Lives of Fixed Assets

Kelompok Usaha mengestimasi masa manfaat dari aset tetap berdasarkan utilisasi dari aset yang diharapkan dapat didukung dengan rencana dan strategi usaha yang juga mempertimbangkan perkembangan teknologi di masa depan dan perilaku pasar. Estimasi dari masa manfaat aset tetap adalah berdasarkan penelaahan Kelompok Usaha secara kolektif terhadap praktek industri, evaluasi teknis internal dan pengalaman untuk aset yang setara.

The Group estimates the useful lives of its fixed assets based on expected asset utilization as anchored on business plans and strategies that also consider expected future technological developments and market behavior. The estimation of the useful lives of fixed asset is based on the Group’s collective assessment of industry practice, internal technical evaluation and experience with similar assets.

Estimasi masa manfaat direviu paling sedikit setiap akhir tahun pelaporan dan diperbarui jika ekspektasi berbeda dari estimasi sebelumnya dikarenakan pemakaian dan kerusakan fisik, keusangan secara teknis atau komersial dan hukum atau pembatasan lain atas penggunaan dari aset. Tetapi, adalah mungkin, hasil di masa depan dari operasi dapat dipengaruhi secara material oleh perubahan-perubahan dalam estimasi yang diakibatkan oleh perubahan faktor-faktor yang disebutkan di atas.

The estimated useful lives are reviewed at least at each financial year end and are updated if expectations differ from previous estimates due to physical wear and tear, technical or commercial obsolescence and legal or other limitations on the use of the assets. It is possible, however, that future results of operations could be materially affected by changes in the estimates brought about by changes in the factors mentioned above.

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3. PERTIMBANGAN, ESTIMASI DAN ASUMSI AKUNTANSI YANG SIGNIFIKAN (lanjutan)

3. SIGNIFICANT ACCOUNTING JUDGMENTS, ESTIMATES AND ASSUMPTIONS (continued)

Estimasi dan Asumsi Estimates and Assumptions

Liabilitas Imbalan Pasca Kerja Post Employment Benefits Obligation

Beban dari program pensiun manfaat pasti dan nilai kini dari kewajiban pensiun ditentukan oleh penilaian aktuaris dengan menggunakan beberapa asumsi diantaranya tingkat diskonto, tingkat pengembalian dana yang diharapkan, tingkat kenaikan kompensasi dan tingkat kematian, Kewajiban manfaat pasti sangat sensitif terhadap perubahan asumsi. Nilai tercatat Liabilitas telah diungkapkan dalam Catatan 2o dan 24.

The cost of defined benefit plan and present value of the pension obligation are determined based actuarial valuation which makes use of various assumptions such as discount rates, expected rates of return on plan assets, rates of compensation increases and mortality rates. The defined benefit obligation is highly sensitive to changes in the assumptions. The carrying amount of the obligation is disclosed in Notes 2o and 24.

Ketidakpastian Kewajiban Perpajakan Uncertain Tax Exposure

Dalam situasi tertentu, Kelompok Usaha tidak dapat menentukan secara pasti jumlah liabilitas pajak mereka pada saat ini atau masa depan karena proses pemeriksaan, atau negosiasi dengan otoritas perpajakan. Ketidakpastian timbul terkait dengan intepretasi dari peraturan perpajakan yang kompleks dan jumlah dan waklu dari pendapatan kena pajak di masa depan. Dalam menentukan jumlah yang harus diakui terkait dengan liabilitas pajak yang tidak pasti, Kelompok Usaha menerapkan pertimbangan yang sama yang akan mereka gunakan dalam menentukan jumlah cadangan yang harus diakui sesuai dengan PSAK No. 57, "Provisi, Liabilitas Kontijensi dan Aset Kontijensi". Pajak penghasilan telah diungkapkan dalam Catatan 2r dan 19.

Income taxes In certain circumstances, the Group may not be able to determine the exact amount of its current or future tax liabilities due to ongoing investigations by, or negotiations with, the taxation authority. Uncertainties exist with respect to the interpretation of complex tax regulations and the amount and timing of future taxable income. In determining the amount to be recognized in respect of an uncertain tax liability, the Group applies similar considerations as it would use in determining the amount of a provision to be recognized in accordance with PSAK No. 57, "Provisions, Contingent Liabilities and Contingent Asset. Income tax is disclosed in Notes 2r and 19.

Realisasi dari Aset Pajak Tangguhan Realizability of Deferred Tax Assets

Kelompok Usaha melakukan reviu atas nilai tercatat aset pajak tangguhan pada setiap akhir periode pelaporan dan mengurangi nilai tersebut sampai sebesar kemungkinan aset tersebut tidak dapat direalisasikan, dimana penghasilan kena pajak yang tersedia memungkinkan untuk penggunaan seluruh atau sebagian dari aset pajak tangguhan tersebut.

The Group reviews the carrying amounts of deferred tax assets at the end of each reporting period and reduces these to the extent that it is no longer probable that sufficient taxable income will be available to allow all or part of the deferred tax assets to be utilized.

Penelaahan Kelompok Usaha atas pengakuan aset pajak tangguhan untuk perbedaan temporer yang dapat dikurangkan didasarkan atas tingkat dan waktu dari penghasilan kena pajak yang ditaksirkan untuk periode pelaporan berikutnya. Taksiran ini berdasarkan hasil pencapaian Kelompok Usaha di masa lalu dan ekspektasi di masa depan terhadap Pendapatan dan beban, sebagaimana juga dengan strategi perencanaan perpajakan di masa depan. Tetapi tidak terdapat kepastian bahwa Kelompok Usaha dapat menghasilkan penghasilan kena pajak yang cukup untuk memungkinkan penggunaan sebagian atau seluruh bagian dari aset pajak tangguhan tersebut.

The Group’s assessment on the recognition of deferred tax assets on deductible temporary differences is based on the level and timing of forecasted taxable income of the subsequent reporting periods. This forecast is based on the Group’s past results and future expectations on revenues and expenses as well as future tax planning strategies. However, there is no assurance that the Group will generate sufficient taxable income to allow all or part of the deferred tax assets to be utilized.

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4. KAS DAN SETARA KAS 4. CASH AND CASH EQUIVALENTS

Rincian kas dan setara kas adalah sebagai berikut: The details of cash and cash equivalents are as follows:

31 Desember/December 31

2014 (Disajikan kembali - Catatan 52/ As restated - 2015 Note 52)

Kas Cash on hand Rupiah 1.799.830.890 251.745.204 Rupiah Dolar Amerika Serikat 97.184.396 51.073.042 United States dollar

Total kas 1.897.015.286 302.818.246 Total cash on hand

Kas pada bank Cash in banks Rupiah Rupiah Pihak berelasi Related parties PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia (Persero) Tbk 2.020.745.746.193 23.163.801.945 (Persero) Tbk

PT Bank Mandiri (Persero) Tbk 103.571.502.360 66.292.596.757 PT Bank Mandiri (Persero) Tbk PT Bank Negara Indonesia PT Bank Negara Indonesia (Persero) Tbk 30.003.599.713 29.185.968.369 (Persero) Tbk PT Bank Tabungan Negara PT Bank Tabungan Negara (Persero) Tbk 6.105.961.446 21.061.714.960 (Persero) Tbk Pihak ketiga Third parties PT Bank Syariah Mandiri 4.507.378.353 - PT Bank Syariah Mandiri PT Bank Pembangunan PT Bank Pembangunan Daerah Daerah Jawa Barat Jawa Barat dan Banten Tbk 928.818.689 1.435.626.241 dan Banten Tbk PT Bank Mega Tbk 420.341.306 1.197.206.210 PT Bank Mega Tbk PT Bank Maybank PT Bank Maybank Indonesia Tbk 264.551.362 - Indonesia Tbk PT Bank Muamalat PT Bank Muamalat Indonesia Tbk 154.990.000 - Indonesia Tbk Citibank N.A., Jakarta - 427.946.687 Citibank N.A., Jakarta PT Bank Pembangunan Daerah PT Bank Pembangunan Sumatera Barat 35.199 3.461.705.746 Daerah Sumatera Barat PT Bank Bukopin Tbk - - PT Bank Bukopin Tbk PT Bank Central Asia Tbk 323.020.545 90.414.600 PT Bank Central Asia Tbk

2.167.025.945.166 146.316.981.515

Dolar Amerika Serikat United States dollar Pihak berelasi Related parties PT Bank Mandiri (Persero) Tbk 12.893.840.108 52.704.128.559 PT Bank Mandiri (Persero) Tbk PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia (Persero) Tbk 2.808.139.584 2.349.129.916 (Persero) Tbk PT Bank Negara Indonesia PT Bank Negara Indonesia (Persero) Tbk 2.643.349.342 23.942.644.869 (Persero) Tbk Pihak ketiga Third parties Citibank N.A., Jakarta 10.358.752.960 6.155.107.860 Citibank N.A., Jakarta

28.704.081.994 85.151.011.204

Euro Euro Pihak berelasi Related parties PT Bank Negara Indonesia PT Bank Negara Indonesia (Persero) Tbk 1.048.080 - (Persero)

Total kas pada bank 2.195.731.075.240 231.467.992.719 Total cash in banks

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48

4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued) Rincian kas dan setara kas adalah sebagai berikut: (lanjutan)

The details of cash and cash equivalents are as follows: (continued)



Deposito berjangka Time deposits Rupiah Rupiah Pihak berelasi Related parties PT Bank Mandiri PT Bank Mandiri (Persero) Tbk 204.000.000.000 232.500.000.000 (Persero) Tbk PT Bank Negara Indonesia PT Bank Negara Indonesia (Persero) Tbk 182.500.000.000 241.400.000.000 (Persero) Tbk PT Bank Tabungan Negara PT Bank Tabungan Negara (Persero) Tbk 70.000.000.000 60.000.000.000 (Persero) Tbk PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia (Persero) Tbk 20.000.000.000 7.500.000.000 (Persero) Tbk Pihak ketiga Third parties PT Bank Pembangunan PT Bank Pembangunan Daerah Daerah Jawa Barat Jawa Barat dan Banten Tbk 46.600.000.000 20.200.000.000 dan Banten Tbk PT Bank Tabungan Pensiunan PT Bank Tabungan Pensiunan Nasional Tbk 45.000.000.000 45.000.000.000 Nasional Tbk PT Bank Bukopin Tbk 45.000.000.000 49.500.000.000 PT Bukopin Tbk PT Bank CIMB Niaga Tbk 30.000.000.000 20.000.000.000 PT Bank CIMB Niaga Tbk PT Bank Mega Syariah 5.000.000.000 35.000.000.000 PT Bank Mega Syariah PT Bank Permata Tbk 2.000.000.000 27.700.000.000 PT Bank Permata Tbk PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia Syariah - 5.000.000.000 Syariah PT Bank Muamalat PT Bank Muamalat Indonesia Tbk - 55.000.000.000 Indonesia Tbk

650.100.000.000 798.800.000.000 Dolar Amerika Serikat United States dollar Pihak berelasi Related parties PT Bank Mandiri PT Bank Mandiri (Persero) Tbk 82.770.000.000 - (Persero) Tbk

Total deposito 732.870.000.000 798.800.000.000 Total time deposits

Total cash and Total kas dan setara kas 2.930.498.090.526 1.030.570.810.965 cash equivalents

Total kas dan setara kas yang ditempatkan pada pihak berelasi merepresentasikan 13,51% dan 4,77% dari total aset Kelompok Usaha masing-masing pada tanggal 31 Desember 2015 dan 2014.

Total cash and cash equivalents placed with related parties represent 13.51% and 4.77% of total assets of the Group as of December 31, 2015 and 2014, respectively.

Rentang suku bunga deposito berjangka per tahun adalah sebagai berikut:

The ranges of annual interest rates of time deposits are as follows:

2015 2014

Rupiah 7,50% - 9,50% 8,25% - 10,50% Rupiah Dolar Amerika Serikat 0,50% - United States dollar

Pendapatan bunga yang berasal dari kas di bank dan deposito berjangka disajikan sebagai bagian dari “Pendapatan Keuangan” pada laporan laporan laba rugi dan penghasilan komprehensif lain konsolidasian.

Interest income from cash in banks and time deposits is presented as part of “Finance Income” in the consolidated statement of profit or loss and other comprehensive income.

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4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)

Berdasarkan Peraturan Pemerintah (“PP”) No. 130 Tahun 2015 tanggal 28 Desember 2015, Perusahaan menerima tambahan penyertaan modal Negara Republik Indonesia sebesar Rp2.000.000.000.000 dan per tanggal 31 Desember 2015, ini disajikan sebagai bagian akun “Kas dan setara kas” dalam bagian “kas pada bank”. Jumlah ini hanya ditujukan untuk pembebasan lahan terkait dengan pembangunan landasan pacu (runway) 3 Bandar Udara Soekarno-Hatta,

Based on the Government Regulation (“PP”) No. 130 Year 2015 dated December 28, 2015, the Company received additional capital investment of the Republic of Indonesia amounting to Rp2,000,000,000,000 and as per December 31, 2015, it presented as part of account “Cash and cash equivalents” in part ot “Cash in banks”. These amounts were intended only for land acquisition related to the construction of runway 3 at Soekarno-Hatta International Hatta.

5. PIUTANG USAHA 5. TRADE RECEIVABLES

Rincian piutang usaha adalah sebagai berikut: The details of trade receivables are as follow: 31 Desember/December 31


Pihak ketiga Third parties PT Lion Mentari Airlines 31.270.504.744 21.792.011.872 PT Lion Mentari Airlines PT Metro Batavia 18.535.943.544 17.811.218.083 PT Metro Batavia PT Indonesia Airasia 14.339.322.344 10.006.266.614 PT Indonesia Airasia PT Garuda Maintenance Facility PT Garuda Maintenance Facility AeroAsia 12.047.138.375 361.539.645 AeroAsia Air Niugini Ltd 7.938.988.691 7.334.547.770 Air Niugini Ltd PT Jakarta Boxing Stadium 7.620.349.007 2.879.785.000 PT Jakaarta Boxing Stadium PT Media Promosi Indonesia 7.456.167.032 3.189.291.875 PT Media Promosi Indonesia PT Telekomunikasi Selular 7.401.990.448 - PT Telekomunikasi Selular AirAsia Berhad 6.703.534.503 5.831.165.091 AirAsia Berhad PT Itechno Indojaya 6.600.000.000 6.600.000.000 PT Itechno Indojaya PT XL Axiata Tbk 6.517.526.870 - PT XL Axiata Tbk JO Angkasa Pura Solusi Blue Sky 6.092.730.990 1.147.963.865 JO Angkasa Pura Solusi Blue Sky PT Jatayu Gelang Sejahtera 5.614.933.076 5.069.399.777 PT Jatayu Gelang Sejahtera PT Insite Media 5.412.311.500 4.052.226.455 PT Insite Media PT U Connectivity Services 5.370.750.000 4.296.600.000 PT U Connectivity Services PT Mandara Jasindo Sena 5.363.361.426 2.021.694.083 PT Mandara Jasindo Sena PT Mandai Prima 4.555.665.789 5.573.029 PT Mandai Prima Viva Macau Ltd 4.514.078.532 4.070.687.708 Viva Macau Ltd PT Metra Digital Media 4.400.000.000 - PT Metra Digital Media PT Eljohn Putera Sriwijaya 4.397.786.470 3.472.133.916 PT Eljohn Putera Sriwijaya PT Mitra Adiperkasa Tbk 4.356.859.906 - PT Mitra Adiperkasa Tbk PT Batik Air Indonesia 4.296.169.706 959.312.814 PT Batik Air Indonesia PT Sriwijaya Air 2.947.569.439 4.403.112.849 PT Sriwijaya Air Singapore Airlines 1.261.656.861 3.011.509.045 Singapore Airlines PT Cardindo Citrabuana 1.209.209.178 4.808.884.597 PT Cardindo Citrabuana Saudi Arabian Airlines 773.531.596 7.352.291.436 Saudi Arabian Airlines PT Inti Dufree Promosindo 432.903.156 6.597.611.310 PT Inti Dufree Promosindo Lain-lain (masing-masing dibawah Rp4 milyar) 274.268.059.195 237.974.677.115 Others (each below Rp4 billion) Total piutang usaha Total trade receivables pihak ketiga 461.699.042.378 365.049.503.949 third parties

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5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued)

Rincian piutang usaha adalah sebagai berikut: (lanjutan)

The details of trade receivables are as follow: (continued)



Pihak berelasi Related parties PT Garuda Indonesia (Persero) Tbk 153.382.261.335 138.709.001.962 PT Garuda Indonesia (Persero) Tbk PT Gapura Angkasa 9.163.219.961 21.277.324.167 PT Gapura Angkasa PT Merpati Nusantara Air Lines 9.094.502.238 9.097.042.278 PT Merpati Nusantara Air Lines PT Purantara Mitra Angkasa Dua 7.867.229.337 17.939.592.692 PT Purantara Mitra Angkasa Dua PT Railink 5.964.567.919 5.635.177.742 PT Railink PT Pertamina (Persero) 1.420.187.358 9.797.620.879 PT Pertamina (Persero) Lain-lain (masing-masing dibawah Rp4 milyar) 14.350.394.722 118.203.672.807 Others (each below Rp4 billion) Total piutang usaha Total trade receivables berelasi 201.242.362.870 320.659.432.527 related parties Total piutang usaha 662.941.405.248 685.708.936.476 Total trade receivables Cadangan penurunan nilai (168.928.528.045) (229.597.059.639) Allowance for impairment in value Total neto 494.012.877.203 456.111.876.837 Net amount

Total piutang usaha dari pihak berelasi merepresentasikan 0,95% dan 1,88% dari total aset Kelompok Usaha masing-masing pada tanggal 31 Desember 2015 dan 2014.

Total trade receivables due from related parties represent 0.95% and 1.88% of total assets of the Group as of December 31, 2015 and 2014.

Pada tanggal 4 Januari 2016, piutang pihak berelasi dari PT Garuda Indonesia (Persero) Tbk sebesar Rp142.302.744.118 (setara dengan AS$10.351.530) telah dilunasi.

On January 4, 2016, due from a related party, PT Garuda Indonesia (Persero) Tbk, amounting to Rp142,302,744,118 (equivalent to US$10,351,530) was paid.

Berdasarkan hasil penelaahan kolektibilitas akun piutang usaha pada akhir tahun, manajemen berkeyakinan bahwa cadangan penurunan nilai piutang usaha di atas adalah cukup.

Based on the review of the collectibility of the trade receivables at the end of the year, the management believes that the above allowance for impairment in value of trade receivables is sufficient.

Rincian piutang usaha berdasarkan mata uang adalah sebagai berikut:

The details of trade receivables based on currency denominations are as follows:

31 Desember/December 31 2015 2014 Pihak berelasi Related parties

Rupiah 427.392.629.563 557.383.736.310 Rupiah Dolar Amerika Serikat (AS$17.074.938 pada tahun 2015, United States dollar dan AS$10.315.530 (US$17,074,938 in 2015 and pada tahun 2014 235.548.775.685 128.325.200.166 (US$10,315,530 in 2014 Total 662.941.405.248 685.708.936.476 Total Cadangan penurunan nilai (168.928.528.045) (229.597.059.639) Allowance for impairment in value Total neto 494.012.877.203 456.111.876.837 Net amount

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5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued) Analisis umur piutang usaha adalah sebagai berikut:

The aging analysis of trade receivables is as follows:


2015 2014

Belum jatuh tempo 35.897.941.393 41.972.628.825 Current Lewat jatuh tempo Overdue 1 sampai 30 hari 74.216.829.062 228.534.483.993 1 to 30 days 31 sampai 60 hari 29.944.134.701 68.045.392.636 31 to 60 days 61 sampai 90 hari 33.419.529.590 25.370.511.866 61 to 90 days 91 sampai 180 hari 34.090.311.602 57.978.021.092 91 to 180 days 181 sampai 365 hari 142.887.558.797 79.870.410.095 181 to 365 days Lebih dari 365 hari 312.485.100.103 183.937.487.969 Over 365 days

662.941.405.248 685.708.936.476 Allowance for impairment Cadangan penurunan nilai (168.928.528.045) (229.597.059.639) in value Total neto 494.012.877.203 456.111.876.837 Net amount

6. PIUTANG LAIN-LAIN 6. OTHER RECEIVABLES

Akun ini merupakan piutang kepada pegawai, Perusahaan Umum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia (“LPPNPI”) dan pihak lain diluar kegiatan utama Kelompok Usaha dengan rincian sebagai berikut:

This account represents receivables from employees, Perusahaan Umum Lembaga Penyelenggara Pelayanan Navigasi Penerbangan Indonesia (“LPPNPI”) and others outside the Group's main business with the details as follows:


2015 2014

Piutang dari LPPNPI 6.972.305.968 38.669.111.176 Receivables from LPPNPI Piutang pegawai 6.799.776.717 6.326.822.112 Receivable from employees Piutang jaminan 668.649.432 668.649.432 Guarantee receivables Lain-lain 35.357.762.028 18.835.003.483 Others Total 49.798.494.145 64.499.586.203 Total

Piutang pegawai merupakan kekurangan pembayaran biaya berobat yang ditanggung oleh Perusahaan yang akan ditagihkan kemudian kepada pegawai.

Receivable from employees are underpayments of employees’ health treatment borne by the Company that will be charged later to employees.

Piutang dari LPPNPI, pihak berelasi, merupakan biaya operasional LPPNPI yang didanai terlebih dulu oleh Perusahaan dan akan ditagihkan kemudian.

Receivables from LPPNPI, a related party, represent operational expenses of LPPNPI funded first by the Company and will be billed later.

Piutang lain-lain merupakan piutang kepada Badan Meteorologi, Klimatologi dan Geofisikia (“BMKG”), PT Angkasa Pura I (Persero), Direktorat Jenderal Perhubungan Udara dan sebagainya.

Other receivables are receivables from Indonesian Agrency for Meteorology, Climatology and Geophysics (“BMKG”), PT Angkasa Pura I (Persero), General of Civil Aviation and others.

Total piutang lain-lain dari pihak berelasi merepresentasikan 0,03% dan 0,24% dari total aset Kelompok Usaha masing-masing pada tanggal 31 Desember 2015 dan 2014.

Total other receivables due from related parties represent 0.03% and 0.24% of total assets of the Group as of December 31, 2015 and 2014, respectively.

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7. PERSEDIAAN 7. INVENTORIES

Akun ini merupakan biaya persediaan perlengkapan untuk mendukung operasional Kelompok Usaha dengan rincian sebagal berikut:

This account represents the costs of supplies inventory to support the Group's operations with the details as follows:



Pemeliharaan peralatan Mechanical and air conditioning mekanikal dan pendingin udara 3.670.333.036 4.022.563.897 maintenance Electricity and water Pemeliharaan listrik dan air 1.897.274.587 3.037.146.073 maintenance Alat tulis kantor dan percetakan 1.467.489.814 1.078.735.069 Office stationery and printing Keperluan keamanan dan pemadam Security and kebakaran 1.331.988.500 1.447.075.000 firefighter supplies Pemeliharaan kendaraan untuk keamanan dan pemadam Security and firefighter kebakaran 1.028.387.468 871.396.055 vehicle maintenance Pemeliharaan elektronik 529.043.801 509.607.636 Electronics maintenance Bahan bakar dan pelumas 402.257.094 1.472.515.418 Fuel and lubricants Keperluan mekanikal Mechanical and dan pendingin udara 309.062.500 296.226.500 air conditioning supplies Keperluan elektronika 105.933.500 670.808.764 Electronics supplies Pemeliharaan bangunan 76.852.500 39.001.862 Building maintenance Keperluan perbengkelan 67.202.000 19.054.500 Workshop supplies Keperluan listrik dan air 56.770.150 103.139.850 Electricity and water supplies Keperluan bangunan 27.681.860 288.244.700 Buidling supplies Keperluan lain-lain 217.831.751 440.738.742 Other supplies

Total 11.188.108.561 14.296.254.066 Total

Perusahaan berpendapat bahwa nilai tercatat persediaannya tidak melebihi nilai realisasi netonya per 31 Desember 2015 dan 2014.

The Company is of the opinion that the carrying values of its inventories do not exceed their net realizable values as of December 31, 2015 and 2014.

8. UANG MUKA 8. ADVANCES

Akun ini merupakan beban yang dibayar terlebih dahulu untuk kepentingan operasional Kelompok Usaha yang akan dipertanggungjawabkan atau akan jatuh tempo dalam tahun berikutnya dengan rincian sebagai berikut:

This account represents expenses paid in advance for the benefit of the Group's operations that will be accounted for or due within the next year with the details are as follows:

31 Desember/December 31 2014 (Disajikan kembali - Catatan 52/ As restated - 2015 Note 52)

Uang muka karyawan 28.066.177.909 46.047.804.618 Advances for employees Lain-lain 588.734.409 42.855.887 Others

Total 28.654.912.318 46.090.660.505 Total

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9. PENDAPATAN YANG MASIH HARUS DITERIMA 9. ACCRUED INCOME

Pendapatan yang masih harus diterima merupakan Pendapatan yang masih akan diterima dari Pendapatan jasa aeronautika, non-aeronautika dan kargo, dengan rincian sebagai berikut:

The accrued income represents the revenues accrued from aeronautical, non-aeronautical and cargo services revenues, with the details are as follows:



Aeronautika 204.205.704.379 84.179.628.910 Aeronautical Non-aeronautika 247.612.667.611 122.300.592.838 Non-aeronautical Kargo 2.608.621.467 23.920.374.580 Cargo Total 454.426.993.457 230.400.596.328 Total 10. ASET KEUANGAN YANG TERSEDIA UNTUK

DIJUAL 10. AVAILABLE-FOR-SALE FINANCIAL ASSETS

Aset keuangan yang tersedia untuk dijual terdiri dari investasi obiligasi dan reksadana dengan rincian sebagai berikut:

Available-for-sale financial assets consist of investments in bonds and mutual funds with the details are as follows:


2015 2014

Obligasi Negara Government Bonds Obligasi Negara Tahun 2007 Government Bond Year 2007 Seri FR0047 30.000.000.000 30.000.000.000 Series FR0045 Obligasi Negara Tahun 2007 Government Bond Year 2007 Seri FR0045 15.150.000.000 15.150.000.000 Seri FR0045 Obligasi Korporat Corporate Bonds Obligasi PLN IX Tahun 2007 Seri A 10.000.000.000 10.000.000.000 PLN Bond IX Year 2007 Series A Obligasi XIV Bank BTN Tahun 2010 10.000.000.000 10.000.000.000 Bank BTN Bond Year 2010 Obligasi XII Perum Pegadaian Perum Pegadaian Bond Tahun 2007 Seri A 7.000.000.000 7.000.000.000 Year 2007 Series A Obligasi Indosat VIII Indosat Bond VIII Tahun 2012 Seri A 7.000.000.000 7.000.000.000 Year 2012 Series A Mobile 8 Telecom Tahun 2007 5.000.000.000 5.000.000.000 Mobile 8 Telecom Year 2007 Jasa Marga XIII Seri R Tahun 2007 5.000.000.000 5.000.000.000 Jasa Marga XIII Series R Year 2007 Sukuk Ijarah Indosat V Tahun 2012 5.000.000.000 5.000.000.000 Sukuk Ijarah Indosat V Year 2012 Danareksa Tahap I Tahun 2012 Seri B 3.000.000.000 3.000.000.000 Danareksa Part 1 Year 2012 Series B Sukuk Ijarah PLN II Tahun 2007 2.000.000.000 2.000.000.000 Sukuk Ijarah PLN II Year 2007 Total 99.150.000.000 99.150.000.000 Total Reksadana Mutual Fund Reksadana Pendapatan Tetap Syailendra 5.000.000.000 - Syailendra Fixed Income Fund Total 104.150.000.000 99.150.000.000 Total Kenaikan neto nilai Net increase in value aset keuangan yang tersedia of available-for-sale untuk dijual 2.290.500.000 3.068.000.000 financial assets Total 106.440.500.000 102.218.000.000 Total

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10. ASET KEUANGAN YANG TERSEDIA UNTUK DIJUAL (lanjutan)

10. AVAILABLE FOR SALE FINANCIAL ASSETS (continued)

Nilai wajar seluruh aset keuangan tersedia untuk dijual berdasarkan harga penawaran yang berlaku dalam pasar yang aktif dan input selain harga pasar yang dapat diobservasi. Lihat Catatan 3 untuk informasi lebih lanjut mengenai metode dan asumsi yang digunakan dalam menentukan nilai wajar

The fair value of all available-for-sale financial assets is based on the current bid price in active markets and observable inputs other than quoted prices. See Note 3 for further information about the methods used and assumptions applied in determining fair value.

31 Desember/December 31 2015 2014

Keuntungan yang belum direalisasi dari aset keuangan tersedia Unrealized gain from available untuk dijual for sale financial assets 31 Desember 2015 2.290.500.000 - December 31, 2015 31 Desember 2014 (3.068.000.000) 3.068.000.000 December 31, 2014 31 Desember 2013 - (8.345.405.840) December 31, 2013

Total (777.500.000) (5.277.405.840) Total

31 Desember 2015/December 31, 2015

Kenaikan Nllai perolehan/ Nilai pasar/ (penurunan)/ Acquisition value Market value Increase (decrease)

Obligasi Negara Tahun 2007 Government Bond Year 2007 Seri FR0047 30.000.000.000 32.124.000.000 2.124.000.000 Series FR0047 Obligasi Negara Tahun 2007 Government Bond Year 2007 Seri FR0045 15.150.000.000 15.889.500.000 739.500.000 Series FR0045 Obligasi PLN IX Tahun 2007 Seri A 10.000.000.000 10.196.000.000 196.000.000 PLN IX Bond Year 2007 Seri A Obligasi XIV Bank BTN Tahun 2010 10.000.000.000 9.610.000.000 (390.000.000) Bank BTN XIV Bond Year 2010 Obligasi XII Perum Pegadaian Perum Pegadaian Bond Tahun 2007 Seri A 7.000.000.000 7.070.000.000 70.000.000 Year 2007 Series A Obligasi Indosat VIII Indosat Bond VIII Tahun 2012 Seri A 7.000.000.000 6.790.000.000 (210.000.000) Year 2012 Series A Mobile 8 Telecom Tahun 2007 5.000.000.000 5.000.000.000 - Mobile 8 Telecom Tahun 2007 Jasa Marga XIII Seri R Tahun 2007 5.000.000.000 4.993.000.000 (7.000.000) Jasa Marga XIII Series R Year 2007 Sukuk Ijarah Indosat V Sukuk Ijarah Indosat V Tahun 2012 5.000.000.000 4.900.000.000 (100.000.000) Year 2012 Danareksa Tahap I Danareksa Part 1 Tahun 2012 Seri B 3.000.000.000 2.856.000.000 (144.000.000) Year 2012 Series B Sukuk Ijarah PLN II Tahun 2007 2.000.000.000 2.012.000.000 12.000.000 Sukuk Ijarah PLN Year 2007 Reksadana Pendapatan Tetap 5.000.000.000 5.000.000.000 - Syailendra Fixed Income Fund

Total 104.150.000.000 106.440.500.000 2.290.500.000 Total

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10. ASET KEUANGAN YANG TERSEDIA UNTUK DIJUAL (lanjutan)

10. AVAILABLE FOR SALE FINANCIAL ASSETS (continued)


Kenaikan Nllai perolehan/ Nilai pasar/ (penurunan)/ Acquisition value Market value Increase (decrease)

ObIigasi Negara Tahun 2207 Government Bond Year 2007 Seri FR0047 30.000.000.000 34.500.000.000 4.500.000.000 Series FR0047 Obligasi Negara Tahun 2007 Government Bond Year 2007 Seri FR0045 15.150.000.000 16.800.000.000 1.650.000.000 Series FR0045 Obligasi PLN IX Tahun 2007 Seri A 10.000.000.000 10.127.000.000 127.000.000 PLN IX Bond Year 2007 Seri A Obligasi XIV Bank BTN Tahun 2010 10.000.000.000 10.051.000.000 51.000.000 Obligasi XIV Bank BTN Year 2010 Obligasi XII Perum Pegadaian Perum Pegadaian Bond Tahun 2007 Seri A 7.000.000.000 7.113.400.000 113.400.000 Year 2007 Series A Obligasi Indosat VIII Indosat Bonds VIII Tahun 2012 Seri A 7.000.000.000 6.510.000.000 (490.000.000) Year 2012 Series A Mobile 8 Telecom Tahun 2007 5.000.000.000 2.406.500.000 (2.593.500.000) Mobile 8 Telecom Year 2007 Jasa Marga XIII Seri R Tahun 2007 5.000.000.000 5.072.500.000 72.500.000 Jasa Marga XIII Series R Year 2007 Sukuk Ijarah Indosat V Sukuk Ijarah Indosal V Tahun 2012 5.000.000.000 4.743.000.000 (257.000.000) Year 2012 Danareksa Tahap I Denereksa Part 1 Tahun 2012 Seri B 3.000.000.000 2.868.000.000 (132.000.000) Year 2012 Series B Sukuk Ijarah PLN II Tahun 2007 2.000.000.000 2.026.600.000 26.600.000 Sukuk Ijarah PLN Year 2007

Total 99.150.000.000 102.218.000.000 3.068.000.000 Total

11. PENYERTAAN SAHAM 11. INVESTMENTS IN SHARES OF STOCK

Rincian akun ini adalah sebagai berikut: The details of this account are as follows: 31 Desember/December 31

2015 2014

PT Gapura Angkasa 151.213.437.914 139.581.588.530 PT Gapura Angkasa PT Railink Indonesia 93.543.002.376 95.459.024.784 PT Railink Indonesia PT Purantara Mitra Angkasa Dua 5.253.280.125 5.253.280.125 PT Purantara Mitra Angkasa Dua

Total 250.009.720.415 240.293.893.439 Total

a. PT Gapura Angkasa (“Gapura”) a. PT Gapura Angkasa (“Gapura”)

Berdasarkan akta pendirian Gapura yang dibuat oleh Notaris Imas Fatimah, S.H., No. 32 tanggal 26 Januari 1998, nilai penyertaan Perusahaan di Gapura adalah sebesar Rp67.200.000.000 atau 31,25% dengan rincian sebagai berikut:

Based on the deed of establishment of No. 32 dated January 26, 1998 prepared by Notary Imas Fatimah, S.H., investment in shares of the Company in Gapura amounted to Rp67,200,000,000 or 31.25% with the details as follows:

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11. PENYERTAAN SAHAM (lanjutan) 11. INVESTMENTS IN SHARES OF STOCK (continued)

a. PT Gapura Angkasa (“Gapura”) (lanjutan) a. PT Gapura Angkasa (“Gapura”) (continued)


2015 2014

Uang tunai 66.599.761.000 66.599.761.000 Cash Ground support equipment 600.239.000 600.239.000 Ground support equipment Total biaya perolehan 67.200.000.000 67.200.000.000 Total carrying value Cummulative share Bagian laba kumulatif 56.204.953.199 63.074.843.303 of profit Dividen - (4.687.500.000) Dividend Bagian laba tahun 2015 16.811.217.514 - Share in profit of year 2015 Bagian laba tahun 2014 10.997.267.201 13.994.245.227 Share in profit of year 2014 Total 151.213.437.914 139.581.588.530 Total

Perhitungan bagian laba berdasarkan laporan keuangan auditan Gapura untuk tahun-tahun yang berakhir pada tanggal 31 Desember 2015 dan 2014.

The calculation of the share in profit is based on the audited financial statements of Gapura for the years ended December 31, 2015 and 2014.

b. PT Railink (“Railink”) b. PT Railink (“Railink”)

PT Railink merupakan perusahaan joint venture antara Perusahaan dengan PT Kereta Api Indonesia (Persero) (“KAI”) yang bertugas untuk mengelola kegiatan usaha kereta api bandara. Railink dibentuk berdasarkan Perjanjian Usaha Kerjasama antara Perusahaan dengan KAI No.SPKS.023.1/KS.006/2006-APII dan No.98/HK/UM/2006 tanggal 14 Agustus 2006.

PT Railink is a joint venture between the Company and PT Kereta Api Indonesia (Persero) (“KAI”) to conduct the business activities of the airport train. Railink was formed based on Business Cooperation Agreement between the Company and KAI No.SPKS.023.1/KS.006/2006-APII and No.98/HK/UM/2006 dated August 14, 2006.

Berdasarkan akta perubahan anggaran dasar Railink yang dibuat oleh Notaris Yulkhaizar Panuh, S.H., No. 13 tanggal 15 Agustus 2008, nilai penyertaan Perusahaan di Railink adalah sebesar Rp40.000.000.000 atau 40%.

Based on the deed of establishment of No. 13 dated August 15, 2008 prepared by Notary Yulkhaizar Panuh, S.H., the investment in shares of the Company in Railink amounted to Rp40,000,000,000 or 40%.

Berdasarkan Surat Keputusan Menteri BUMN No. S447/MBU/2013 tanggal 5 Juli 2013, telah disetujui untuk melakukan penambahan setoran modal Perusahaan kepada Railink sebesar Rp59.600.000.000 sehingga jumlah setoran modal Perusahaan menjadi Rp99.600.000.000 dengan persentase kepemilikan tetap.

Based on Decision Letter from Ministry of BUMN No. S-447/MBU/2013 dated July 5, 2013, already approved to make additional of paid in capital of the Company to Railink amounting to Rp59,600,000,000 hence total amount of the Company’s paid in capital became Rp99,600,000,000 with the same percentage of ownership.

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11. PENYERTAAN SAHAM (lanjutan) 11. INVESTMENTS IN SHARES OF STOCK (continued)

b. PT Railink (“Railink”) (lanjutan) b. PT Railink (“Railink”) (continued)

Perubahan jumlah setoran modal telah diaktakan dalam akta notaris Hadijah, S.H., No. 25 tanggal 18 November 2013.

The changes in total paid in capital has been notarized on notarial deed No. 25 dated November 18, 2013 of Hadijah, S.H.


2015 2014

Biaya perolehan 99.600.000.000 99.600.000.000 Acquisition cost Bagian laba kumulatif 1.847.768.707 2.327.976.932 Cummulative share of profit Bagian rugi tahun 2012 - (102.300.770) Share in loss of year 2012 Penyertaan modal saham 2013 - - Equity shares 2013 Bagian rugi tahun 2013 - (679.284.354) Share in loss of year 2013 Bagian rugi tahun 2014 (5.937.801.831) (5.687.367.024) Share in loss of year 2014 Bagian rugi tahun 2015 (1.966.964.500) - Share in loss of year 2015

Total 93.543.002.376 95.459.024.784 Total

Perhitungan bagian rugi/laba berdasarkan laporan keuangan auditan Railink untuk tahun yang berakhir pada tanggal 31 Desember 2015 dan 2014.

The calculation of the share in profit/loss is based on the audited financial statements of Railink for the year ended December 31, 2015 and 2014.

c. PT Purantara Mitra Angkasa Dua (“PMAD”) c. PT Purantara Mitra Angkasa Dua (“PMAD”)

Kepemilikan Perusahaan di PMAD sebesar 0,13% merupakan kompensasi sewa tanah selama periode 11 (sebelas) tahun 3 (tiga) bulan sesuai dengan perjanjian sewa tanah No.SPSW.02.1.A/TU.308/APII-2000 tanggal 1 Mei 2000.

The Company’s ownership in PMAD amounting to 0.13% represents a land lease compensation for 11 (eleven) years and 3 (three) months in accordance with the land lease agreement No. SPSW.02.1.A/TU.308/APII-2000 dated May 1, 2000.

Nilai investasi di PMAD pada tanggal 31 Desember 2015 dan 2014 adalah sebesar Rp5.253.280.125

The balance of investment in PMAD as of December 31, 2015 and 2014 is Rp5,253,280,125.

Kegiatan pokok dari perusahaan-perusahaan tersebut di atas adalah sebagai berikut:

The principal activities of the above investees are as follows:

Entitas/Entities Negara Domisili/

Country of Domicile Kegiatan Usaha Pokok/

Principal Business Activity PT Gapura Angkasa Indonesia Jasa penunjang pengangkutan udara

dan barang/ Ground handling

PT Railink Indonesia Penyedia kegiatan usaha kereta api bandara /airport train activities

Informasi tambahan pada tanggal 31 Desember 2015 dan untuk tahun yang berakhir pada tanggal tersebut sehubungan dengan entitas ventura bersama adalah sebagai berikut:

Additional information as of December 31, 2015 and for the year then ended on the joint venture entities is as follows:

Total Aset/ Total Liabilitas/ Total Pendapatan/ Laba (Rugi) Neto/ Total Assets Total Liabilities Total Revenues Net Income (Loss)

PT Gapura Angkasa 1.004.767.371.361 604.796.360.328 1.318.818.371.718 53.795.896.046 PT Gapura Angkasa PT Railink 372.179.620.970 140.186.710.901 78.854.118.573 (4.917.411.249) PT Railink

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12. PROPERTI INVESTASI 12. INVESTMENT PROPERTIES Akun ini terdiri dari: This account consists of the following: 31 Desember/December 31

2015 2014

Harga perolehan Cost Tanah 56.162.462.568 56.162.462.568 Land Tanah dan bangunan 30.548.637.738 30.548.637.765 Land and buildings Total 86.711.100.306 86.711.100.333 Total

Akumulasi penyusutan (8.420.706.241) (7.742.227.292) Accumulated depreciation Neto 78.290.394.065 78.968.873.041 Net

Beban penyusutan atas properti investasi - tanah dan bangunan - selama tahun 2015 dan 2014 seluruhnya dibebankan kepada “Beban operasional bandara”.

Depreciation expenses of investment properties - land and buildinds - during 2015 and 2014 was entirely charged to “Airport operation expenses”.

Properti investasi merupakan investasi pada: Investment properties are primarily investment in:

• Tanah ex-PPD yang berada di Jalan Kramat Raya No. 9 DKI Jakarta seluas 16.164 m2 dan jumlah tercatat sebesar Rp56.088.006.560. Pada tanggal 31 Desember 2015, tanah belum dapat dikembangkan dikarenakan belum adanya izin dari Pemerintah Daerah setempat.

• Land ex-PPD located at Jalan Kramat Raya No. 9 Jakarta with an area of 16,164 m2 and carrying amount of Rp56,088,006,560. As of December 31, 2015, this land has not been developed since no permission from Local Government.

• Tanah ex-PPD yang berada di Jalan Batas

Kebagusan Pasar Minggu Jakarta Selatan seluas 14.303 m2 dan jumlah tercatat sebesar Rp55.456.000. Pada tanggal 31 Desember 2015, tanah belum dapat dikembangkan dikarenakan belum adanya izin dari Pemerintah Daerah setempat.

• Land ex-PPD located at Jalan Batas Kebagusan Pasar Minggu Jakarta Selatan with an area of 14,303 m2 and carrying amount of Rp55,456,000. As of December 31, 2015, this land has not been developed since no permission from Local Government.

• Tanah yang berada di Desa Saentis,

Kecamatan Percut Sei Tuan, Kabupaten Deli Serdang seluas 40.000 m2 dan jumlah tercatat Rp19.000.000.

• Land located at Saentis village, District Percut Sei Tuan, Sub-District Deli Serdang with an area of 40,000 m2 and carrying amount of Rp19,000,000.

• Tanah dan bangunan merupakan tanah,

bangunan dan ruang yang dimanfaatkan oleh pihak lain untuk ruang tunggu di bandara, pergudangan, hotel dan perkantoran.

• Land and buildings represents land, building and space utilized by other parties for airport lounge, warehouse, hotel and office.

Properti investasi dinyatakan sebesar biaya perolehan. Properti investasi - tanah tidak disusutkan.

Investment properties are stated at cost. Investment property - land is not depreciated.

Nilai wajar dari properti investasi tanah ex-PPD, tanah di Pasar Minggu dan tanah di Deli Serdang pada tanggal 31 Desember 2015 adalah masing-masing sebesar Rp354.592.905.000, Rp41.836.275.000 dan Rp5.216.600.000 yang ditentukan berdasarkan Nilai Jual Objek Pajak (NJOP) atas properti investasi.

The fair value of the investment properties for land ex-PPD, land in Pasar Minggu and land in Deli Serdang as of December 31, 2015 amounted to Rp354,592,905,000, Rp41,836,275,000 and Rp5,216,600,000, respectively, which were determined based on Sales Value of Tax Object (NJOP) of the investment properties.

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59

12. PROPERTI INVESTASI (lanjutan) 12. INVESTMENT PROPERTY (continued)

Manajemen berkeyakinan bahwa tidak terdapat kejadian atau perubahan keadaan yang mengindikasikan adanya penurunan nilai properti investasi pada tanggal 31 Desember 2015 dan 2014.

Management believes that there were no events or changes in circumstances which indicated impairment in the value of the investment properties as of December 31, 2015 and 2014.

13. ASET TETAP 13. FIXED ASSETS

Akun ini terdiri dari: This account consists of the following:


Saldo Awal/ Saldo Akhlr/ Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending Balance Additions Deductions Reclassifications Balance

Harga perolehan Acquisition cost Tanah 519.912.219.026 4.232.578.954 - - 524.144.797.980 Land Bangunan dan Lapangan 4.411.885.796.040 147.757.581.439 26.892.183.233 115.172.341.818 4.647.923.536.064 Building & Field Bangunan Gedung 3.226.089.053.659 283.224.258.171 266.331.708.529 87.615.030.909 3.330.596.634.210 Building Alai Bantu Navigasi 111.082.418.540 - - - 111.082.418.540 Navigation Supporting Equipment Alai Pengangkutan 514.707.777.770 93.283.880.717 57.660.088.733 - 550.331.569.754 transportation Equipment Alat-Alat Kantor 184.823.821.331 12.492.772.785 6.468.239.796 - 190.848.354.320 Office tools Instalasi & Jaringan 2.098.795.408.490 143.074.245.946 49.116.595.599 - 2.192.753.058.837 Installation & Networking Perlengkapan Terminal - - dan Gedung 1.351.678.608.166 153.158.810.496 89.264.974.254 13.563.550.000 1.429.135.994.408 Terminal & Building Equipment Peralatan Bengkel 12.857.758.980 602.983.473 - - 13.460.742.453 Workshop Equipment Peralatan Komputer 17.166.829.651 3.987.875.000 - - 21.154.704.651 Computer Equipment Peralatan Parkir 9.352.110.622 44.790.000 - - 9.396.900.622 Property and Equipment - Parking Overlay 72.656.823.074 - 5.462.192.878 - 67.194.630.196 Overlays Lain-lain 102.233.146.874 36.909.610.432 18.985.283.013 - 120.157.474.293 Others Aset Dalam Penyelesaian 4.126.688.974.694 2.336.607.840.244 - (216.350.922.727) 6.246.945.892.211 Assets under construction

Total 16.759.930.746.917 3.215.377.227.657 520.181.266.035 - 19.455.126.708.539 Total

Akumulasi penyusutan Accumulated depreciation dan penurunan nilai and impairment Bangunan dan Lapangan 552.045.950.692 134.816.119.534 12.287.923.501 - 674.574.146.725 Building & Field Bangunan Gedung 592.539.852.584 109.390.072.387 24.187.121.584 - 677.742.803.387 Buildings Alat Bantu Navigasi 80.241.151.436 13.388.858.463 4.787.300.171 - 88.842.709.728 Navigation Supporting Equipment Alat Pengangkutan 272.220.298.783 52.971.579.900 32.311.055.892 - 292.880.822.791 Transportation Equipment Alat-alat Kantor 142.081.443.861 18.324.044.481 3.076.755.560 - 157.328.732.782 Office Tools lnstalasi dan Jaringan 802.854.010.136 141.044.969.870 9.090.421.979 - 934.808.558.027 Installation and Networking Perlengkapan Terminal dan Gedung 603.512.147.231 99.638.395.121 8.550.457.284 - 694.600.085.068 Terminal and Building Equipment Peralatan Bengkel 23.203.163.458 1.288.137.764 - - 24.491.301.222 Workshop Equipment Peralatan Komputer 13.203.479.270 4.158.450.444 - - 17.361.929.714 Computer Equipment Peralatan Parkir 2.210.723.613 2.094.723.356 - - 4.305.446.969 Property and Equipment - Parking Lain-lain 70.144.368.028 18.536.268.926 3.904.474.380 - 84.776.162.574 Others Cadangan penurunan nilai 27.854.113.782 - - - 27.854.113.782 Impairment

Total 3.182.110.702.874 595.651.620.246 98.195.510.351 - 3.679.566.812.769 Total

Nilai buku 13.577.820.044.043 15.775.559.895.770 Net book value 31 Desember 2014/December 31, 2014 (Disajikan kembali - Catatan 52/As restated - Note 52)


Harga perolehan Acquisition cost Tanah 410.523.613.348 222.606.860.664 113.218.254.986 - 519.912.219.026 Land Bangunan dan Lapangan 3.410.536.160.359 1.177.316.750.921 258.724.552.161 82.757.436.921 4.411.885.796.040 Building & Field Bangunan Gedung 2.418.935.917.332 444.980.926.454 101.906.632.430 464.078.842.303 3.226.089.053.659 Building Alai Bantu Navigasi 129.621.311.427 50.422.244.961 68.961.137.848 - 111.082.418.540 Navigation Supporting Equipment Alai Pengangkutan 435.963.407.562 160.791.815.662 86.302.445.454 4.255.000.000 514.707.777.770 transportation Equipment Alat-Alat Kantor 149.756.339.313 82.117.224.367 54.732.259.861 7.682.517.512 184.823.821.331 Office tools Instalasi & Jaringan 1.620.344.020.711 199.149.000.048 65.545.407.483 344.847.795.214 2.098.795.408.490 Installation & Networking Perlengkapan Terminal dan Gedung 1.100.274.187.943 111.929.524.587 135.480.565.039 274.955.460.675 1.351.678.608.166 Terminal & Building Equipment Peralatan Bengkel 12.443.030.356 597.820.151 183.091.527 - 12.857.758.980 Workshop Equipment Peralatan Komputer 15.881.520.651 1.285.309.000 - - 17.166.829.651 Computer Equipment Peralatan Parkir 5.563.287.587 3.788.823.035 - - 9.352.110.622 Property and Equipment - Parking Overlay 93.030.441.455 20.373.618.381 - 72.656.823.074 Overlays Lain-lain 98.454.344.921 35.312.096.380 31.533.294.427 - 102.233.146.874 Others Aset Dalam Penyelesaian 3.277.401.537.513 2.027.864.489.806 - (1.178.577.052.625) 4.126.688.974.694 Assets under construction

Total 13.178.729.120.478 4.518.162.886.036 936.961.259.597 - 16.759.930.746.917 Total

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13. ASET TETAP (lanjutan) 13. FIXED ASSETS (continued) 31 Desember 2014/December 31, 2014 (Disajikan kembali - Catatan 52/As restated - Note 52) (lanjutan)


Akumulasi penyusutan Accumulated depreciation dan penurunan nilai and impairment Bangunan dan Lapangan 446.028.861.315 150.482.202.166 44.465.112.789 - 552.045.950.692 Building & Field Bangunan Gedung 509.763.386.421 105.237.786.163 22.461.320.000 - 592.539.852.584 Buildings Alat Bantu Navigasi 78.846.759.982 91.007.152.225 89.612.760.771 - 80.241.151.436 Navigation Supporting Equipment Alat Pengangkutan 223.905.733.808 68.836.926.156 20.522.361.181 - 272.220.298.783 Transportation Equipment Alat-alat Kantor 130.584.446.867 18.691.948.327 7.194.951.333 - 142.081.443.861 Office Tools lnstalasi dan Jaringan 699.308.195.671 151.994.319.788 48.448.505.323 - 802.854.010.136 Installation and Networking Perlengkapan Terminal dan Gedung 629.772.692.374 100.629.804.666 126.890.349.809 - 603.512.147.231 Terminal and Building Equipment Peralatan Bengkel 8.049.585.145 15.800.813.295 647.234.982 - 23.203.163.458 Workshop Equipment Peralatan Komputer 9.763.500.972 3.439.978.298 - - 13.203.479.270 Computer Equipment Peralatan Parkir 639.513.501 1.571.210.112 - - 2.210.723.613 Property and Equipment - Parking Lain-lain 68.906.030.149 45.522.541.550 44.284.203.671 - 70.144.368.028 Others Cadangan penurunan nilai 27.854.113.782 - - - 27.854.113.782 Impairment

Total 2.833.422.819.987 753.214.682.746 404.526.799.859 - 3.182.110.702.874 Total

Nilai buku 10.345.306.300.491 13.577.820.044.043 Net book value

Cadangan penurunan nilai merupakan penurunan nilai atas aset tetap yang tidak ditemukan, tidak dimanfaatkan dan dikuasai oleh pihak lain berdasarkan clearance asset posisi tanggal 31 Desember 2009 sesuai dengan Laporan Badan Pengawasan Keuangan dan Pembangunan (BPKP) No. 5126/PW30/4/2010 tanggal 2 November 2010.

Impairment represents fixed assets that are not found, not exploited and controlled by other parties based on asset clearance as of December 31, 2009 in accordance with the Report of Finance and Development and Financial Supervisory Agency (BPKP) No. 5126/PW30/4/2010 dated November 2, 2010.

Beban penyusutan atas aset tetap selama tahun 2015 dan 2014 seluruhnya dibebankan kepada “Beban operasional bandara”.

Depreciation expenses of fixed assets during 2015 and 2014 were entirely charged to “Airport operation expenses”.

Pada tanggal 31 Desember 2015, Perusahaan telah mengasuransikan seluruh aset tetap tidak bergeraknya, termasuk properti investasi (Catatan 12), terhadap risiko kerugian akibat kebakaran, hura-hara, gempa bumi dan risiko lainnya yang dicantumkan dalam polis asuransi dengan nilai pertanggungan sebesar Rp10.906.478.352.859. Manajemen berpendapat bahwa nilai pertanggungan tersebut cukup untuk menutup kemungkinan kerugian yang timbul dari risiko yang diasuransikan.

As of December 31, 2015, the Company has carried insurance for its all non-movable fixed assests, including in investment properties (Note 12), againts the risks of lossess from fire, civil riot, earthquake and other risks as set out in the insurance policy with total insurance coverage of Rp10,906,478,352,859. In management’s opinion, the above insurance coverage is adequate to cover possible losses that may arise from such risks.

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13. ASET TETAP (lanjutan) 13. FIXED ASSETS (continued)

Aset dalam penyelesaian merupakan proyek yang masih belum selesai pada tanggal laporan posisi keuangan konsolidasian dengan rincian sebagai berikut:

Construction in progress represents projects that have not been completed at the date of the consolidated statements of financial position with the details as follows:

Perkiraan % Nilai Tahun perkiraan penyelesaian/ tercatat/ penyelesaian/ Estimated % Carrying Estimated years of completion value of completion

31 Desember 2015 December 31, 2015 Bangunan gedung dalam

pembangunan 57.21% 3.112.632.509.451 2016-2017 Building in construction Bangunan lapangan dalam pembangunan 84.38% 1.154.189.574.065 2016-2017 Building field in construction Lain-lain dalam pembangunan 59.00% 1.980.123.808.695 2016-2017 Others in construction

Aset dalam penyelesaian 6.246.945.892.211 Assets under construction

Perkiraan % Nilai Tahun perkiraan penyelesaian/ tercatat/ penyelesaian/ Estimated % Carrying Estimated years of completion value of completion

31 Desember 2014 December 31, 2014 Bangunan gedung dalam

pembangunan 45.20% 1.758.343.385.241 2015-2016 Building in construction Bangunan lapangan dalam pembangunan 64.74% 1.040.657.615.545 2015-2016 Building field in construction Lain-lain dalam pembangunan 59.00% 1.327.687.973.908 2015-2016 Others in construction

Aset dalam penyelesaian 4.126.688.974.694 Assets under construction

Selama tahun 2015 dan 2014, Perusahaan mengkapitalisasi biaya bunga pinjaman sebagai bagian dari biaya perolehan aset dalam penyelesaian masing-masing sebesar Rp92.758.799.642 dan Rp3.812.675.000. Perusahaan mengkapitalisasi seluruh biaya pinjaman dari pinjaman spesifik.

During 2015 and 2014, the Company capitalized borrowing costs as part of the acquisition cost of assets under construction amounting to Rp92,758,799,642 and Rp3,812,675,000, respectively. The Company capitalized all borrowing costs resulting from specific loans.

14. GOODWILL 14. GOODWILL

Akun ini merupakan kelebihan biaya akuisisi pada ekuitas sebesar 50% kepemilikan saham milik Schiphol International B.V. di APS oleh Perusahaan sesuai dengan Surat DK No. 06.04/00/11/101 tanggal 23 November 2011.

This account represents the excess of acquisition cost on the equity of 50% stock ownership in Schiphol International B.V. in APS by the Company in acordance with Letter DK No. 06.04/00/11/101 dated November 23, 2011.

Pada 31 Desember 2015, tidak ada indikasi penurunan nilai atas goodwill.

On December 31, 2015, there was no indication of impairment on goodwill.

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15. ASET TIDAK LANCAR LAIN-LAIN 15. OTHER NON-CURRENT ASSETS

Rincian aset jangka panjang lainnya adalah sebagai berikut:

The details of other non-current assets are as follows:



Aset LPPNPI 18.491.397.273 18.491.387.273 LPPNPI Assets Perangkat lunak ERP 16.314.368.298 8.642.419.363 ERP Software Jaminan 976.811.770 4.659.187.600 Deposits Lainnya 586.697.316 1.143.053.987 Others Total 36.369.274.657 32.936.048.223 Total

Aset LPPNPI merupakan alat bantu navigasi yang belum diserahkan Perusahaan kepada LPPNPI.

LPPNPI assets represent navigation support equipment not yet transferred by the Company to LPPNPI.

Perangkat lunak ERP merupakan biaya instalasi, implementasi dan jasa konsultasi pendukung perangkat lunak SAP.

ERP software represents the cost of installation, implementation and consultation support service of SAP software.

Uang jaminan merupakan uang jaminan langganan listrik.

Deposits represents guarantee deposits for electricity.

16. UTANG USAHA 16. TRADE PAYABLES

Akun ini merupakan liabilitas usaha kepada pihak ketiga dan berelasi dengan rincian sebagai berikut:

This account represents liabilities to third parties and related parties with the details as follows:



Pihak berelasi Related parties PT Angkasa Pura I (Persero) 2.622.548.979 2.622.548.979 PT Angkasa Pura I (Persero) PT Gapura Angkasa - 4.858.861.416 PT Gapura Angkasa Lainnya 1.350.000 1.886.741.626 Others Sub-total 2.623.898.979 9.368.152.021 Sub-total Pihak ketiga Third parties PT MCO Jaya 3.793.388.264 - PT MCO Jaya PT Gapura Sukses Nusantara 2.500.000.000 - PT Gapura Sukses Nusantara PT Langgeng Sadam Purnama 1.586.006.000 - PT Langgeng Sadam Purnama Koperasi Satya Ardya 1.267.658.104 - Koperasi Satya Ardya PT Akdiwijaya Putra Mandiri 1.237.500.000 - PT Akdiwijaya Putra Mandiri Telkom Unit Enterprise Telkom Unit Enterprise Regional II 1.025.605.894 - Regional II PT Cakra Satya Internusa 1.012.144.924 2.276.176.101 PT Cakra Satya Internusa PT Metra Digital Media - 1.787.500.000 PT Metra Digital Media PT Abimanyu Dewata - 1.907.400.000 PT Abimanyu Dewata PT Patta Aksa Jaya - 2.176.116.460 PT Patta Aksa Jaya Lainnya 3.332.203.694 6.808.355.638 Others

Sub-total 15.754.506.880 14.955.548.199 Sub-total Total 18.378.405.859 24.323.700.220 Total

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16. UTANG USAHA (lanjutan) 16. TRADE PAYABLES (continued)

Rincian utang usaha berdasarkan mata uang adalah sebagai berikut:

The details of trade payables based on currency denominations are as follows:


2015 2014

Rupiah 18.378.405.859 24.323.700.220 Rupiah

Total 18.378.405.859 24.323.700.220 Total

Total utang usaha dari pihak berelasi merepresentasikan 0,07% dan 0,29% dari total liabilitas Kelompok Usaha masing-masing pada tanggal 31 Desember 2015 dan 2014.

Total trade payables to related parties represent 0.07% and 0.29% of total liabilities of the Group as of December 31, 2015 and 2014, respectively.

17. UTANG LAIN-LAIN 17. OTHER PAYABLES

Utang lain-lain merupakan liabilitas jangka pendek yang terdiri dari sebagai berikut:

Other payables consist of the following liabilities:


2015 2014

Pihak berelasi Related parties Kementerian Perhubungan - 9.874.801.990 Ministry of Transportation Titipan LPPNPI - 9.028.895.699 Deposit from LPPNPI Pihak ketiga Third parties Jaminan pelaksanaan 126.916.315.793 119.004.052.776 Performance bonds Titipan dan uang muka Deposit and advance debitur 72.777.466.928 30.613.297.273 from debtors Retribusi parkir 4.802.060.549 9.317.263.486 Parking retribution Titipan lainnya 27.738.108.244 140.334.893.225 Other deposits Total 232.233.951.514 318.173.204.449 Total

Jaminan pelaksanaan merupakan jaminan yang diberikan oleh kontraktor sehubungan dengan proyek proyek Perusahaan.

Performance bond represents guarantee from contractors whose engaged in the Company’s projects.

Titipan lainnya terdiri dari titipan PJP AP II, titipan passenger services charge, titipan listrik, titipan PT Angkasa Pura I (Persero) (”AP I”) dan titipan parkir.

Other deposits consist of PJP AP II deposit, passenger services deposit, electrical deposit, PT Angkasa Pura I (Persero) (“AP I”) deposit and parking deposit.

Total utang lain-lain dari pihak berelasi merepresentasikan 0,00% dan 0,59% dari total liabilitas Kelompok Usaha masing-masing pada tanggal 31 Desember 2015 dan 2014.

Total other payables to related parties represent 0.00% and 0.59% of total liabilities of the Group as of December 31, 2015 and 2014.

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18. BEBAN AKRUAL 18. ACCRUED EXPENSES

Akun ini terdiri dari akrual untuk biaya-biaya sebagai berikut:

This account consists of accruals for the following expenses:



Pembelian aset tetap 1.039.172.917.214 985.926.049.762 Acquisition of fixed asset Pemeliharaan 175.274.152.399 109.617.518.345 Maintenance Umum 171.029.272.488 179.026.373.930 General Biaya pegawai 62.407.424.472 33.033.104.514 Employees expense Retensi 56.687.012.576 91.510.235.778 Retention Persediaan 12.938.455.534 15.551.229.691 Inventory Sewa 10.924.055.958 18.995.590.975 Rental Lain-lain 1.777.320.151 9.424.495.205 Others

Total 1.530.210.610.792 1.443.084.598.200 Total

19. PERPAJAKAN 19. TAXATION

a. Pajak dibayar di muka dan klaim pengembalian pajak

a. Prepaid taxes and claim for tax refund

Klaim pengembalian pajak terdiri dari: Claim for tax refund consists of:



Perusahaan The Company Pajak pendapatan Income tax Pasal 28 tahun 2013 - 28.865.322.250 Article 28 year 2013 Entitas anak Subsidiary Pajak pendapatan Income tax Pasal 28 tahun 2013 - 338.013.106 Article 28 year 2013 Pasal 28 tahun 2014 - 1.303.679.867 Article 28 year 2014 Total - 30.507.015.223 Total

Pajak di bayar dimuka terdiri dari: Prepaid tax consists of:


Lancar Current Perusahaan The Company Pajak pertambahan nilai 3.131.297.787 20.393.210.750 Value added tax Pajak pendapatan pasal 19 - Income taxes article 19 - Penilaian kembali Revaluation of aktiva tetap (Catatan 19f) 39.804.820.405 fixed assets (Note 19f) Entitas anak 12.374.304.310 7.205.487.342 Subsidiary Total 55.310.422.502 27.598.698.092 Total

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19. PERPAJAKAN (lanjutan) 19. TAXATION (continued)

a. Pajak dibayar di muka dan klaim pengembalian pajak (lanjutan)

a. Prepaid taxes and claim for tax refund (continued)

1) SKPKB PPN No. 80/207/061051/08

tahun 2006 1) SKPKB PPN No. 80/207/061051/08 year

2006

Pada tahun 2008, Perusahaan menerima Surat Ketetapan Pajak Kurang Bayar (SKPKB) No.80/207/06/051/08 atas PPN tahun 2006 sebesar Rp146.194.367.207.

Atas SKPKB tersebut Perusahaan telah mengajukan banding melalui Surat No. 05.05/00/12/2009/035 tanggal 11 Desember 2009 dan telah melakukan pembayaran tunai sebesar Rp75.000.000.000 (sebagai syarat banding) dan sisanya dibayar dari kompensasi menang banding atas SKPKB tahun 2005 sebesar Rp71.194.367.207.

In 2008, the Company received Tax Assessment Letter No.80/207/06/051/08 stating underpayment (SKPKB) of its 2006 VAT amounting to Rp146,194,367,207. For the SKPKB, the Company submitted an appeal by Letter No. 05.05/00/12/2009/035 dated December 11, 2009 and has paid in cash amounting to Rp75,000,000,000 (as a requirement of an appeal) and the remaining amount was paid from the compensation of the appeal winning of SKPKB for fiscal year 2005 amounting to Rp71,194,367,207.

Sesuai Putusan Pengadilan Pajak No. Put.40489/PP/MV/16/2012 pada tanggal 3 Oktober 2012, dinyatakan bahwa jumlah PPN Masa Pajak Januari - Desember 2006 termasuk sanksi administrasi yang disengketakan oleh Perusahaan dan dikabulkan Pengadilan Pajak menjadi sebagai berikut: Jumlah yang disengketakan oleh Perusahaan adalah sebesar Rp146.194.367.207, sedangkan jumlah yang tidak disetujui oleh Pengadilan Pajak adalah sebesar Rp203.125.203 sehingga jumlah yang disetujui oleh Pengadilan Pajak adalah Rp145.991.242.004.

In accordance with Tax Court decision No. Put.40489/PP/MV/16/2012 dated October 3, 2012 stated that the amount of VAT for tax period January - December 2006, including the administrative sanctions which disputed by the Company and granted by the Tax Court was as follows: Amount disputed by the Company was amounting to Rp146,194,367,207, amount was not granted by the Tax Court was amounting to Rp203,125,203 so the amount granted by the Tax Court amounting to Rp145,991,242,004.

Sehubungan dengan jumlah tagihan PPN yang disetujui tersebut diatas, Kantor Pajak meng-offset tagihan PPN Rp145.991.242.004 dengan utang Perusahaan sebesar Rp77.797.453.555. Perusahaan menerima pengembalian tagihan PPN sebesar Rp68.193.788.449 pada tanggal 11 Januari 2013 melalui Surat Perintah Membayar Kelebihan Pajak (SPMKP) No. 80012/093-0012-2013.

In accordance with the above amount of VAT claim, the Tax Office offset VAT claim of Rp145,991,242,004 with the taxes payable of Rp77,797,453,555. The Company received the refund of the net VAT claim in the amount of Rp68,193,788,449 on January 11, 2013 through Tax Overpayment Refund Order Letter (SPMKP) No. 80012/093-0012-2013.

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a. Pajak dibayar di muka dan klaim pengembalian pajak (lanjutan)

a. Prepaid taxes and claim for tax refund (continued)

2) SKPKB PPN No. 0132/207/07/051/09

tahun 2007 2) SKPKB PPN No. 0132/207/07/051/09

year 2007

Pada tanggal 30 November 2009, Perusahaan menerima SKPKB No. 0132/207/07/051/09 atas PPN tahun 2007 sebesar Rp146.194.367.207. Atas SKPKB tersebut Perusahaan telah mengajukan keberatan melalui Surat No. 05.05/00/12/2009/035 tanggal 23 Desember 2009. Permohonan keberatan Perusahaan ditolak melalui Surat Keputusan Direktur Jenderal Pajak No. 577/WPJ.19/8D.05/2010.

On November 30, 2009, the Company received SKPKB No.0132/207/07/051/09 of its 2007 VAT amounting to Rp146,194,367,207 For the SKPKB, the Company submitted an appeal by Letter No. 05.05/00/12/2009/035 dated December 23, 2009. The Company’s objection was rejected by Decision Letter of Directorate General of Taxation No.577/WPJ.19/8D.05/2010.

Pada tanggal 11 Februari 2011, Perusahaan mengajukan banding melalui Surat No. 05.05/00/2/2011/017 dan telah melakukan pembayaran Rp71.000.000.000 (sebagai syarat banding). Permohonan banding Perusahaan ditolak melalui Surat Keputusan No. PUT 34028/PP/MV/16/2011 tanggal 5 Oktober 2011. Kemudian Perusahaan mengajukan Peninjauan Kembali (“PK”) kepada Mahkamah Agung Republik Indonesia pada tanggal 23 Desember 2011.

On February 11, 2011, the Company submitted appeal by Letter No. 05.05/00/2/2011/017 and has paid of Rp71,000,000,000 (as a requirement for appeal). Appeal request of the Company was rejected by the Decision Letter No. PUT 34028/PP/MV/16/2011 dated October 5, 2011. Then, the Company submitted Judicial Review (“PK”) to the Supreme Court of the Republic of Indonesia on December 23, 2011.

Berdasarkan Putusan Mahkamah Agung Reg.No: 255/C/PK/Pjk/2013 tanggal 13 Juni 2013, Mahkamah Agung menolak PK Perusahaan dan menghukum Perusahaan untuk membayar biaya perkara sebesar Rp2.500.000.

Based on the Decision of the Supreme Court Reg. No: 255/C/PK/Pjk/2013 dated June 13, 2013, the Supreme Court rejected the Company’s judicial review and ordered the Company to pay court expense amounting to Rp2,500,000.

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b. Utang pajak b. Taxes payable 31 Desember/December 31


Perusahaan The Company Pajak pendapatan Income taxes Pasal 25 24.247.226.962 20.086.705.316 Article 25 Pasal 29 86.285.600.017 6.514.600.984 Article 29 Pasal 21 14.405.291.235 5.049.105.657 Article 21 Pasal 23 1.691.939.839 2.200.936.053 Article 23 Pasal 26 219.086.138 130.514.138 Article 26 Pasal 4 (2) 9.536.867.202 14.080.839.973 Article 4 (2) Pajak 22 189.976.573 - Article 22 Pajak pertambahan nilai 2.365.039.545 23.969.433.318 Value added tax Pajak lainnya 8.631.287 59.402.787 Other taxes Entitas anak Subsidiary Pajak pendapatan Income taxes Pasal 21 79.933.212 297.653.563 Article 21 Pasal 23 545.504.389 258.714.629 Article 23 Pasal 4 (2) 7.262.348 300.003.000 Article 4 (2) Pasal 29 574.945.664 381.316.742 Article 29 Pajak pertambahan nilai 427.748.633 297.534.278 Value added tax Pajak lainnya 76.410.790 23.290.832 Other taxes Total utang pajak 140.661.463.834 73.650.051.270 Total taxes payable

c. Manfaat (beban) pajak c. Tax benefit (expense)

Rincian beban (manfaat) pajak pendapatan badan sebagai berikut:

The detail of corporate income tax expense (benefit) are as follows:



Pajak kini Current tax Perusahaan (510.820.088.250) (390.107.581.500) The Company

Koreksi pajak Correction of corporate penghasilan badan income tax for fiscal tahun 2013 dan 2014 (50.434.503.500) - year 2013 and 2014

Entitas anak (5.395.679.295) (1.593.909.657) Subsidiary Sub-total (566.650.271.045) (391.701.491.157) Sub-total Pajak tangguhan Deferred tax Perusahaan (13.080.212.490) 43.705.968.893 The Company Entitas anak 858.883.980 263.497.945 Subsidiary Sub-total (12.221.328.510) 43.969.466.838 Sub-total Total (578.871.599.555) (347.732.024.319) Total

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d. Taksiran pajak penghasilan d. Provision for income tax

Rekonsiliasi antara laba sebelum pajak, seperti yang disajikan dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian, dan taksiran pendapatan kena pajak Perusahaan adalah sebagai berikut:

The reconciliation between profit before tax, as shown in the consolidated statement of profit or loss and other comprehensive income, and estimated taxable income of the Company is as follows:

Tahun yang berakhir pada tanggal 31 Desember/ Year ended December 31,


Laba sebelum pajak menurut laporan laba rugi Profit before tax dan penghasilan per consolidated statement komprehensif lain of profit or loss and other konsolidasian 2.266.194.631.830 1.474.501.895.771 comprehensive income Laba entitas anak sebelum Profit of subsidiary before beban pajak penghasilan corporate income tax expense badan dan efek eliminasi 14.871.449.425 6.237.345.523 and elimination effect

Laba Perusahaan Profit before tax attributable sebelum Pajak 2.251.323.182.405 1.468.264.550.248 to the Company

Beban (penghasilan) yang Expense (income) already pajaknya bersifat final subjected to final tax Penghasilan bunga (62.236.470.277) (104.476.641.892) Interest income Penghasilan sewa (514.760.774.167) (420.071.445.615) Rent income Biaya perolehan penghasilan Expenses related to

income dikenakan pajak final 363.485.772.487 343.101.443.357 subjected to final tax

Laba Perusahaan sebelum Profit before tax pajak setelah beban after expenses (revenues) (penghasilan) yang pajaknya subjected to final tax bersifat final 2.037.811.710.448 1.286.817.906.098 attributable to the Company Ditambah (dikurangi): Add (deduct): Beda temporer Temporary differences Penyusutan aset tetap (228.622.035.691) (191.498.051.670) Depreciation of fixed assets Penyisihan penurunan Provision for impairment nilai piutang (2.054.068.526) 84.507.482 in value of receivable Imbalan kerja (4.565.578.743) 80.652.486.683 Employee benefits Sub-total (235.241.682.960) (110.761.057.505) Sub-total

Beda tetap Permanent differences Beban-beban yang tidak dapat dikurangkan Non-deductible expenses Beban pegawai 80.256.147.098 65.088.196.615 Employee expenses Beban umum 56.105.910.058 251.959.580.817 General expenses Lain-lain 114.064.095.388 75.632.578.989 Others Bagian atas laba neto Equity in net earnings of entitas asosiasi (9.715.826.977) (8.306.878.202) and associated companies

Sub-total 240.710.325.567 384.373.478.219 Sub-total

Taksiran penghasilan kena Estimated taxable income pajak Perusahaan 2.043.280.353.055 1.560.430.326.812 of the Company

Pembulatan 2.043.280.353.000 1.590.430.326.000 Rounding

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d. Taksiran pajak pendapatan (lanjutan) d. Provision for income tax (continued)

Rekonsiliasi antara laba sebelum pajak, seperti yang disajikan dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian, dan taksiran pendapatan kena pajak Perusahaan adalah sebagai berikut:

The reconciliation between profit before tax, as shown in the consolidated statement of comprehensive income, and estimated taxable income of the Company is as follows:



Taksiran penghasilan kena Estimated taxable income pajak Perusahaan 2.043.280.353.055 1.560.430.326.812 of the Company

Pembulatan 2.043.280.353.000 1.590.430.326.000 Rounding

Beban pajak penghasilan 510.820.088.250 390.107.581.500 Income tax expense

Pajak penghasilan dibayar dimuka Prepayments of income tax Pasal 22 1.620.750 2.526.750 Article 22 Pasal 23 134.963.043.825 97.341.501.832 Article 23 Pasal 25 289.569.823.658 286.248.951.934 Article 25

Total pajak dibayar dimuka 424.534.488.233 383.592.980.516 Total prepaid taxes

Taksiran hutang (pengembalian) Estimated income tax pajak penghasilan 86.285.600.017 6.514.600.984 (refund) payable

Rekonsiliasi antara beban pajak penghasilan yang dihitung dengan menggunakan tarif pajak yang berlaku terhadap laba sebelum pajak pendapatan dan beban pajak pendapatan, netto, seperti yang disajikan dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian, sebagai berikut:

The reconciliation between the income tax expense calculated by applying the applicable tax rate to the profit before income tax, and the income tax expense, net, as shown in the consolidated statement of profit or loss and other comprehensive income, is as follows:

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d. Taksiran pajak pendapatan (lanjutan) d. Provision for income tax (continued)



Laba Perusahaan Profit before tax attributable sebelum Pajak 2.251.323.182.405 1.468.264.550.248 to the Company

Beban pajak penghasilan dengan Income tax expense at applicable tarif pajak yang berlaku (562.830.795.602) (367.066.137.562) tax rate Cost related to revenue subject to Beban terkait pendapatan final (90.871.443.122) (85.775.360.839) final income tax Pendapatan yang dikenakan pajak penghasilan final 144.249.311.111 131.137.021.877 Income subjected to final tax Bagian atas laba neto 2.428.956.744 2.076.719.550 Equity in net earnings of entitas asosiasi associated companies Pengaruh beda tetap: Tax effect on permanent differences Beban-beban yang tidak dapat dikurangkan Non-deductible expenses Beban pegawai (20.064.036.775) (16.272.049.154) Employee expenses Beban umum (14.026.477.514) (62.989.895.204) General expenses Lain-lain (28.516.023.847) (18.908.144.747) Others Penyesuaian pajak tangguhan 45.730.208.265 71.396.233.471 Adjustment to deferred tax Beban pajak penghasilan, bersih (523.900.300.740) (346.401.612.608) Income tax expense, net

e. Pajak tangguhan e. Deferred tax

Perhitungan Pendapatan (beban) pajak dan liabilitas pajak tangguhan adalah sebagai berikut:

The details of deferred income tax benefit (expense) and deferred tax liability are as follows:


Dikreditkan

(dibebankan) ke laba rugi/ Dikreditkan 31 Desember Credited ke ekuitas/ 2015/ 1 Januari 2015/ (charged) Credited December 31, January 1, 2015 to profit or loss to equity 2015 Aset (liabilitas) pajak tangguhan Deferred tax assets (liabilities) Perusahaan: Company: Selisih nilai buku aset tetap antara Difference in net book value of dasar pengenaan pajak fixed assets between tax and dan akuntansi (446.829.543.289) (11.425.300.674) - (458.254.843.963) accounting bases Liabilitas imbalan kerja 56.978.324.493 (1.141.394.686) 17.565.239.252 73.402.169.059 Employee benefits liability Allowance for impairment in value Cadangan penurunan nilai piutang 42.279.207.470 (513.517.130) - 41.765.690.340 of receivables

Total (347.572.011.326) (13.080.212.490) 17.565.239.252 (343.086.984.564) Total Entitas anak: Subsidiary: Selisih nilai buku aset tetap antara Difference in net book value of dasar pengenaan pajak fixed assets between tax and dan akuntansi 100.000.000 281.443.883 - 381.443.883 accounting bases Liabilitas imbalan kerja 1.098.497.876 110.998.424 (277.634.170) 931.862.130 Employee benefits liability Allowance for impairment in value Cadangan penurunan nilai piutang - 466.441.673 - 466.441.673 of receivables

Total 1.198.497.876 858.883.980 (277.634.170) 1.779.747.686 Total

Liabilitas pajak tangguhan Consolidated deferred tax konsolidasian - netto (346.373.513.450) (341.307.236.878) liability - net

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e. Pajak tangguhan e. Deferred tax

Perhitungan Pendapatan (beban) pajak dan aset pajak tangguhan adalah sebagai berikut:

The computation of deferred income tax benefit (expense) and deferred tax assets is as follows:

31 Desember 2014/December 31, 2014 (Disajikan kembali - Catatan 52/As restated - Note 52)

(dibebankan) ke laba rugi/ Dikreditkan 31 Desember Credited ke ekuitas/ 2014/ 1 Januari 2014/ (charged) Credited December 31, January 1, 2014 to profit or loss to equity 2014 Aset (liabilitas) pajak tangguhan Deferred tax assets (liabilities) Perusahaan: Company: Selisih nilai buku aset tetap antara Difference in net book value of dasar pengenaan pajak fixed assets between tax and dan akuntansi (476.117.924.667) 29.288.381.378 (446.829.543.289) accounting bases Liabilitas imbalan kerja 48.348.524.876 14.396.460.644 (5.766.661.027) 56.978.324.493 Employee benefits liability Allowance for impairment in value Cadangan penurunan nilai piutang 42.258.080.599 21.126.871 - 42.279.207.470 of receivables

Total (385.511.319.192) 43.705.968.893 (5.766.661.027) (347.572.011.326) Total Entitas Anak: Subsidiary: Selisih nilai buku aset antara Difference in net book value of dasar pengenaan pajak fixed assets between tax and dan akuntansi 62.500.000 37.500.000 - 100.000.000 accounting bases Liabilitas imbalan kerja 745.602.379 225.997.945 126.897.552 1.098.497.876 Employee benefits liability

Total 808.102.379 263.497.945 126.897.552 1.198.497.876 Total

Liabilitas pajak tangguhan Consolidated deferred tax konsolidasian - netto (384.703.216.813) (346.373.513.450) liability - net

f. Insentif pajak f. Tax incentives

Perusahaan The Company

Pada bulan Desember 2015, Perusahaan memanfaatkan Paket Kebijakan Ekonomi Jilid V dalam bentuk insentif pajak untuk penilaian kembali aktiva tetap sebagaimana diatur lebih lanjut melalui Peraturan Menteri Keuangan (“PMK”) No. 191/PMK.010/2015 jo PMK No. 233/PMK.03/2015. Sesuai dengan PMK tersebut, Perusahaan dapat melakukan penilaian kembali aktiva tetap untuk tujuan perpajakan dengan mendapatkan perlakuan khusus apabila permohonan penilaian kembali diajukan kepada Direktur Jenderal Pajak (“DJP”) dalam jangka waktu sejak berlakunya PMK tersebut sampai dengan tanggal 31 Desember 2016. Perlakuan khusus tersebut berupa PPh yang bersifat final berkisar 3%-6% atas selisih lebih nilai aktiva tetap hasil penilaian kembali di atas nilai sisa buku fiskal semula.

In December 2015, the Company took advantage of the Economic Policy Package V in the form of tax incentives for fixed assets revaluation as stipulated in the Ministry of Finance Regulation (“PMK”) No. 191/PMK.010/2015 jo PMK No. 233/PMK.03/2015. In accordance with the PMK, the Company is allowed to revaluate its fixed assets for tax purposes and will obtain special treatment when the application of the revaluation is submitted to Directorate General of Taxation (“DGT”) during the period between the effective date of PMK and December 31, 2016. The special treatment is final income tax ranging from 3%-6% on the excess of the revaluation amount of fixed assets over its original net book value.

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f. Insentif pajak (lanjutan) f. Tax incentives (continued)

Pada tanggal 23 Desember 2015, Perusahaan telah mengajukan permohonan penilaian kembali aktiva tetap berdasarkan hasil perkiraan penilaian kembali sendiri dan telah melunasi PPh final terkait sebesar Rp39.804.820.405. Sesuai PMK, nilai aktiva tetap hasil perkiraan penilaian kembali sendiri harus dilakukan penilaian kembali dan ditetapkan oleh kantor jasa penilai publik (“KJPP”) atau ahli penilai, yang memperoleh izin dari Pemerintah, paling lambat tanggal 31 Desember 2016. Setelah meneliti kelengkapan dan kebenaran permohonan, DJP dalam jangka waktu 30 hari sejak permohonan diterima lengkap dapat menerbitkan surat keputusan persetujuan penilaian kembali aktiva tetap. Perusahaan mencatat dan menyajikan pembayaran PPh final sebagai Pajak dibayar di muka.

On December 23, 2015, the Company filed an application for fixed assets revaluation using selfassessed revaluation amount and has paid the related final income tax amounted to Rp39,804,820,405. Based on the PMK, the selfassessed revaluation amount should be revaluated by a public independent appraiser (KJPP) or valuation specialist, which is registered with the Government, before December 31, 2016. Upon verification of the completeness and accuracy of the application, DGT may issue approval letter within 30 days after the receipt of complete application. The Company recorded and presented the final income tax paid as prepaid taxes.

20. LIABILITAS DANA PENSIUN 20. PENSION FUND LIABILITIES

Akun ini sebagian besar merupakan defisit minimum pendanaan iuran dana pensiun pada tanggal 31 Desember 2015 dan 2014.

This account mostly represents deficit on the minimumfunding requirement (shortfall) in pension contribution as of December 31, 2015 and 2014.

21. PENDAPATAN YANG DITERIMA DI MUKA 21. UNEARNED REVENUES

Akun ini merupakan Pendapatan yang diterima dimuka yang berasal dari sewa dan konsesi dengan rincian sebagai berikut:

This account represents unearned income derived from leases and concessions with the details as follows:


Sewa ruang 54.274.462.473 49.744.201.062 Space rental Pemasangan reklame 44.229.602.998 30.124.006.283 Advertising installation Sewa tanah 9.264.381.855 13.785.058.514 Land rental Konsesi dan airport pass 7.675.273.999 9.564.693.962 Concession and airport pass Lain-lain 1.331.846.140 5.983.404.402 Others Total 116.775.567.465 109.201.364.223 Total

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22. PINJAMAN JANGKA PANJANG 22. LONG-TERM LOANS

Pada tanggal-tanggal berikut, Perusahaan menandatangani perjanjian fasilitas kredit dengan beberapa pihak bank dan institusi finansial untuk membiayai pengembangan bandar udara Perusahaan:

On the following dates, the Company entered into agreements of credit facility with several banks and financial institutions to fund the airport development of the Company:

Jumlah maksimum Fasilitas Pinjaman (Rp)/ Tanggal Perjanjian/ Maximum Credit Rekanan/ Counterparts Agreement date Facility Limit (Rp)

PT Bank Maybank Indonesia Tbk (“Maybank”) (dahulu PT Bank Internasional Tbk/ 11 Agustus 2014/ 1.500.000.000.000 formerly PT Bank Internasional Indonesia Tbk) August 11, 2014 PT Sarana Multi Infrastruktur (Persero) 20 Maret 2015/ 500.000.000.000 (“SMI”) March 20, 2015 PT Indonesia Infrastructure Finance 15 Juli 2015/ 400.000.000.000 (“IIF”) July 15, 2015 Lembaga Pembiayaan Ekspor Indonesia 1 April 2015/ 1.500.000.000.000 (“EXIM”) April 1, 2015

Rincian jumlah pinjaman jangka panjang yang telah ditarik dari perjanjian fasilitas pinjaman di atas adalah sebagai berikut:

The details of the long-term loans which have been drawn from the above-mentioned facility agreements are as follows:

Jumlah sisa fasilitas pinjaman Jumlah yang telah ditarik dalam rupiah/ dalam rupiah*/ The remaining amount of loan Amount of drawdown in rupiah* facilities in rupiah

2015 2014 2015 2014

PT Bank Maybank Indonesia Tbk (“Maybank“)

(dahulu PT Bank Internasional Indonesia Tbk/formerly PT Bank Internasional Indonesia Tbk) 734.000.000.000 423.000.000.000 766.000.000.000 1.077.000.000.000

PT Sarana Multi Infrastruktur (Persero) 182.462.596.979 - 317.537.403.021 -

PT Indonesia Infrastructure Finance 50.000.000.000 - 350.000.000.000 -

Lembaga Pembiayaan Ekspor Indonesia 255.180.109.812 - 1.244.819.890.188 -

Total/Total 1.221.642.706.791 423.000.000.000 2.678.357.293.209 1.077.000.000.000

*sebelum penyesuaian nilai wajar.

*before adjustment to fair value.

Tingkat bunga pinjaman untuk Fasilitas Pinjaman

Maybank adalah base rate LPS ditambah margin sebesar 2,45% per tahun. Sedangkan tingkat bunga pinjaman untuk Fasilitas Pinjaman SMI, IIF, dan EXIM adalah LPS ditambah margin sebesar 2% per tahun. Perusahaan diharuskan membayar kembali semua Fasilitas Pinjaman tersebut dimulai bulan ke 36 setelah tanggal perjanjian sampai dengan bulan ke 120 setelah tanggal perjanjian.

The Maybank Facility Loan bears interest at the rate of LPS base rate plus margin of 2.45% per annum. The Facilities Loan of SMI, IIF, and EXIM bear interest at the rate of LPS base rate plus margin of 2% per annum. The Company is required to repay all of the loan starting after 36th month after the agreement date up to 120th month after the agreement date.

Untuk seluruh fasilitas pinjaman, Perusahaan

diwajibkan untuk membayar provision fee atau up-front fee sekali di awal masa peminjaman sebesar 0,65% dari jumlah fasilitas pinjaman yang tersedia.

For all of loan facilities, the Company is required to pay a provision fee or an up-front fee of 0.65%, from the total loan facility once at the beginning of loan period.

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22. PINJAMAN JANGKA PANJANG (lanjutan) 22. LONG-TERM LOANS (continued)

Rincian pinjaman jangka panjang Perusahaan adalah sebagai berikut:

The details of the Company’s long-term loans are as follows:

Rekanan/Counterparts 2015 2014 \

PT Bank Maybank Indonesia Tbk (“Maybank”) (dahulu PT Bank Internasional Indonesia Tbk/ formerly PT Bank Internasional Indonesia Tbk) 724.988.521.461 423.000.000.000 PT Sarana Multi Infrastruktur (Persero) 179.290.257.634 - PT Indonesia Infrastructure Finance 47.487.442.361 - Lembaga Pembiayaan Ekspor Indonesia 245.874.426.753 - Dikurangi bagian yang jatuh tempo dalam satu tahun/ Less current maturities - -

Porsi jangka panjang/Long term portion 1.197.640.648.209 423.000.000.000

Pada tanggal 31 Desember 2015 dan 2014, Perusahaan belum melakukan pembayaran atas pinjaman jangka panjang tersebut.

As of December 31, 2015 and 2014, the Company has not made any repayment on long-term loans.

Rincian tanggal jatuh tempo dan jaminan

sehubungan dengan fasilitas pinjaman jangka panjang pada tanggal 31 Desember 2015 adalah sebagai berikut:

The details of maturities and collaterals related with long-term loans as of December 31, 2015 are as follows:

31 Desember 2015/December 31, 2015 Jatuh Tempo/Maturities Jaminan/Collateral

PT Bank Maybank Indonesia Tbk 11 September 2017 sampai Tidak ada jaminan khusus/ (dahulu PT Bank Internasional 11 Agustus 2024/

Indonesia Tbk/formerly PT Bank September 11, 2017 until No special collateral Internasional Indonesia Tbk) August 11, 2024

PT Sarana Multi Infrastruktur (Persero) 20 April 2018 sampai Tidak ada jaminan khusus/

20 Maret 2025/ April 20, 2018 until No special collateral March 20, 2025 PT Indonesia Infrastructure Finance 15 Agustus 2018 sampai Tidak ada jaminan khusus/ 15 Juli 2025/ No special collateral August 15, 2018 until July 15, 2025 Lembaga Pembiayaan Ekspor Indonesia 1 Mei 2018 sampai Tidak ada jaminan khusus/ 1 April 2025/ No special collateral May 1, 2018 until April 1, 2025

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22. PINJAMAN JANGKA PANJANG (lanjutan) 22. LONG-TERM LOANS (continued)

Perusahaan juga diwajibkan untuk mempertahankan rasio-rasio keuangan tertentu selama periode perjanjian pinjaman sebagai berikut:

The Company is also required to maintain certain financial ratios during the period of loan agreement as follows:

- Debt Service Coverage Ratio (DSCR) minimal

sebesar 1,2 - Rasio Hutang Terhadap Ekuitas (DER)

maksimum sebesar 2 kali - Rasio Lancar minimum sebesar 1,10

- Minimum Debt Service Coverage Ratio (DSCR) amounting to 1.2

- Maximum Debt Equity Ratio (DER) amounting to 2

- Minimum Current Ratio amounting to 1.10

PT Bank Maybank Indonesia Tbk (“Maybank”) (dahulu PT Bank Internasional Indonesia Tbk)

PT Bank Maybank Indonesia Tbk (“Maybank”) (fomerly PT Bank Internasional Indonesia Tbk)

Berdasarkan perjanjian kredit tanggal 11 Agustus 2014, Perusahaan memperoleh fasilitas pinjaman berjangka dari Maybank dengan jumlah maksimum fasilitas pinjaman sebesar Rp1.500.000.000.000. Hasil penerimaan dari pinjaman ini digunakan untuk membiayai pengembangan bandar udara Perusahaan.

Based on a loan agreement dated August 11, 2014, the Company obtained a term loan facility from Maybank with maximum credit facility limit of Rp1,500,000,000,000. The proceeds of the loan from this facility were used to finance the Company’s airport development.

PT Sarana Multi Infrastruktur (“SMI”) PT Sarana Multi Infrastruktur (“SMI”)

Berdasarkan perjanjian kredit tanggal 20 Maret 2015, Perusahaan memperoleh fasilitas pembiayaan dari SMI dengan jumlah maksimum fasilitas pinjaman sebesar Rp500.000.000.000. Hasil penerimaan dari pembiayaan ini digunakan untuk pengembangan bandar udara Perusahaan.

Based on a loan agreement dated March 20, 2015, the Company obtained a financing facility from SMI with maximum credit facility limit of Rp500,000,000,000. The proceeds of the loan from this facility were used to to finance the Company’s airport development.

Indonesia Exim Bank (“EIB”) Indonesia Exim Bank (“EIB”)

Berdasarkan perjanjian kredit tanggal 1 April 2015, Perusahaan memperoleh fasilitas pinjaman berjangka dari EIB dengan jumlah maksimum fasilitas pinjaman sebesar Rp1.500.000.000.000. Hasil penerimaan dari pinjaman ini digunakan untuk membiayai pengembangan bandar udara Perusahaan.

Based on a loan agreement dated April 1, 2015, the Company obtained a term loan facility from EIB with maximum credit facility limit of Rp1,500,000,000,000. The proceeds of the loan from this facility were used to finance the Company’s airport development.

PT Indonesia Infrastructure Finance (”IIF”) PT Indonesia Infrastructure Finance (”IIF”)

Berdasarkan perjanjian kredit tanggal 15 Juli 2015, Perusahaan memperoleh fasilitas pinjaman berjangka dari IIF dengan jumlah maksimum fasilitas pinjaman sebesar Rp400.000.000.000. Hasil penerimaan dari pinjaman ini digunakan untuk membiayai pengembangan bandar udara Perusahaan khususnya Bandara Soekarno-Hatta.

Based on a loan agreement dated July 15, 2015, the Company obtained a term loan facility from IIF with maximum credit facility limit of Rp400,000,000,000. The proceeds of the loan from this facility were used to to finance the Company’s airport development, especially in Soekarno-Hatta Airport.

Pada tanggal 31 Desember 2015, Perusahaan telah memenuhi semua persyaratan dan perjanjian yang tercantum dalam perjanjian pinjaman ini.

As of December 31, 2015, the Company has met all the requirement and covenant stated in this loan agreement.

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23. UTANG JAMINAN PELANGGAN 23. CUSTOMER DEPOSITS

Akun merupakan jaminan yang diberikan oleh penyewa (tenant) atas sewa ruangan, tanah dan instalasi listrik, air dan telepon di awal perjanjian.

This account represents colateral given by debitur (tenant) whose consisted of space rental, land rental, electrical and water installation at the beginning of the contract.

Rincian utang jaminan yang akan diperhitungkan berdasarkan tempat terjadinya sebagai berikut:

The details of the debt guarantee will be calculated based on the following points:



Soekarno - Hatta 16.284.622.517 9.351.199.255 Soekarno – Hatta Sultan Syarif Kasim II 1.796.355.674 700.248.287 Sultan Syarif Kasim II Halim Perdanakusuma 1.377.944.159 1.721.545.895 Halim Perdanakusuma Kantor Pusat 2.512.867.996 3.588.293.069 Head Office Supadio 304.704.170 1.047.498.800 Supadio Minangkabau 268.806.144 313.806.144 Minangkabau Husein Sastranegara 113.609.253 348.622.776 Husein Sastranegara Depati Amir 61.953.500 61.953.500 Depati Amir Kualanamu 13.249.979 13.249.979 Kualanamu Total 22.734.113.392 17.146.417.705 Total

24. LIABILITAS IMBALAN KERJA 24. EMPLOYEE BENEFITS LIABILITIES

Kelompok Usaha menyediakan imbalan kerja jangka pendek, pensiun dan kesejahteraan karyawan lainnya untuk seluruh karyawan tetap yang masih aktif dan yang sudah pensiun, sebagai berikut:

The Group provides short-term employee benefits, retirement and other employees’ benefits to its active and retired employees, as follows:


2015 2014

Perusahaan The Company Tantiem and production Tantiem dan jasa produksi 141.297.898.369 128.572.183.143 services Entitas anak Subsidiary Bonus 4.151.984.025 3.480.345.525 Bon

Total 145.449.882.394 132.052.528.668 Total

Kelompok Usaha menunjuk PT Bestama Aktuaria, aktuaris independen, untuk melakukan penilaian dari taksiran liabilitas untuk imbalan pasca kerja, imbalan pensiun, imbalan kesehatan pasca kerja dan imbalan pasca kerja lainnya seperti uang penghargaan dan pengabdian.

The Group has appointed PT Bestama Aktuaria, an independent actuary, to conduct a valuation of the expected obligation for post-retirement benefit, pension benefit, post-employment medical benefit and other post-employment benefits such as long service reward and jubilee awards.

Liabilitas imbalan kerja dihitung dengan menggunakan metode projected-unit-credit oleh aktuaris independen, PT Bestama Aktuaria, berdasarkan laporannya pada tanggal 21 Januari 2016.

The employee benefits liabilities were calculated using the projected-unit-credit method by an independent firm of actuaries, PT Bestama Aktuaria, based on its reports dated January 21, 2016.

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24. LIABILITAS IMBALAN KERJA (lanjutan) 24. EMPLOYEE BENEFITS LIABILITIES (continued) 31 Desember/December 31


Perusahaan The Company Program imbalan Post-employment pasca kerja 153.881.457.237 64.261.255.570 benefit program Program pasca Other post-employment kerja lainnya 7.821.407.102 - benefit program Program pensiun 320.127.752 60.773.146.856 Pension program Program kesehatan Post-employment pasca kerja - 41.554.168.409 medical program

Sub-total 162.022.992.091 166.588.570.835 Sub-total Entitas anak Subsidiary Program imbalan Post-employment pasca kerja 3.727.448.521 4.393.991.502 benefit program Total 165.750.440.612 170.982.562.337 Total

Estimasi liabilitas imbalan kerja yang diakui Perusahaan adalah sebagai berikut:

The estimated employee benefits liability recognized by the Company are as follows:

a. Program imbalan pasca kerja a. Post-employment benefit pogram

Perusahaan menerapkan dini dan membukukan imbalan pasca kerja sesuai PSAK No. 24 (Revisi 2013), “Imbalan Kerja”.

The Company early adopted and recorded post-employment benefit in accordance with PSAK No. 24 (Revised 2013), “Employee Benefits”.

Rekonsiliasi saldo awal dan akhir dari nilai kini liabilitas adalah sebagai berikut:

The reconciliation of beginning and ending balance of present value of liabilities is as follows:



Nilai kini Present value liabilitas - awal tahun 64.261.255.570 60.907.505.462 liability - beginning of year Biaya jasa kini 10.844.459.279 3.827.027.603 Current service cost Biaya bunga 5.237.371.506 5.420.767.987 Interest cost Biaya jasa lalu - 5.052.549.939 Past service cost Pembayaran imbalan (13.165.247.374) (10.703.036.896) Benefits paid Keuntungan (kerugian) aktuaria 86.703.618.256 (243.558.525) Actuarial gain (loss) Present value liability - Nilai kini liabilitas - akhir tahun 153.881.457.237 64.261.255.570 end of year

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24. LIABILITAS IMBALAN KERJA (lanjutan) 24. EMPLOYEE BENEFITS LIABILITIES (continued)

a. Program imbalan pasca kerja (lanjutan) a. Post-employment benefit pogram (continued)

Rincian beban yang diakui dalam laporan laba rugi dan penghasilan komprehensif lain konsolidasian adalah sebagai berikut:

The details of expenses recognized in the consolidated statements of profit or loss and other comprehensive income are as follow:



Biaya jasa kini 10.844.459.279 3.827.027.603 Current service cost Biaya jasa lalu - 5.052.549.939 Past service cost Biaya bunga 5.237.371.506 5.420.767.986 Interest cost Total 16.081.830.785 14.300.345.528 Total

Rekonsiliasi saldo pengukuran kembali atas liabilitas/(aset) neto di laporan posisi keuangan konsolidasian adalah sebagai berikut:

The reconciliation of re-measurement on net of liability/(asset) in the consolidated statements of financial position are as follow:



Jumlah pengukuran kembali Re-measurement amount Awal tahun 10.052.926.747 10.296.485.272 Beginning of year Keuntungan (kerugian) aktuaria 86.703.618.256 (243.558.525) Actuarial gain (loss) Akumulasi jumlah Accumulated amount of pengukuran kembali 96.756.545.003 10.052.926.747 re-measurements

Mutasi liabilitas yang diakui di laporan posisi keuangan konsolidasian adalah sebagai berikut:

The movements in the liabilities in the consolidated statements of financial position are as follows:



Liabilitas netto awal tahun 64.261.255.570 60.907.505.463 Net liability - beginning of year Beban periode berjalan 16.081.830.785 14.300.345.528 Recognized expenses Pembayaran imbalan kerja Payments of employee benefits oleh entitas (13.165.247.374) (10.703.036.896) from Company Pengukuran kembali Re-measurement liabilitas/aset 86.703.618.256 (243.558.525) of liability/ assets Liabilitas netto akhir tahun 153.881.457.237 64.261.255.570 Net liability at end of year

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a. Program imbalan pasca kerja (lanjutan) a. Post-employment benefit pogram (continued)

Nilai kini kewajiban imbalan pasti tahun berjalan dan empat tahun sebelumnya adalah sebagai berikut:

The current year and previous four years’ present value of benefits obligation is as follows:

2015 2014 2013 2012 2011

Nilai kini liabilitas Present value of defined manfaat pasti 153.881.457.237 64.261.255.570 60.907.505.462 65.942.194.549 53.952.670.695 benefits liability

Liabilitas netto akhir tahun 153.881.457.237 64.261.255.570 60.907.505.462 65.942.194.549 53.952.670.695 Net liability - end of year

Analisa sensitivitas pada tanggal 31 Desember 2015 adalah sebagai berikut:

The sensitivity analysis on December 31, 2015 are as follows:

Analisis sensitivitas Sensitivity analysis Nilai kini kewajiban imbalan pasti 153.881.457.237 PV defined benefits obligations

Asumsi Tingkat Diskonto Discount Rate Assumptions + 0,50% 150.429.043.548 + 0.50% - 0,50% 157.553.306.700 - 0.50%

Asumsi Tingkat Kenaikan Gaji Salary Increment Assumptions + 1,00% 166.740.564.967 + 1.00% - 1,00% 142.008.919.103 -1.00%

Asumsi aktuaria yang digunakan dalam menentukan beban dan liabilitas imbalan pascakerja adalah sebagai berikut:

The actuarial assumptions used to determine post-employment benefit expenses and liabilities are as follows:


2015 2014

Tingkat diskonto 9,00% 8,30% Discount rate Estimasi kenaikan gaji pegawai 5,00% 5,00% Salary increment Tingkat mortalita 100% TMI III 100% TMI III Mortality rate

Tingkat cacat 10%TMI III 10%TMI III Disability rate Umur pensiun 56 tahun/56 years Retirement age

Tingkat mengundurkan diri 5% untuk karyawan berumur 20 tahun, menurun secara Resignation rate

garis lurus sampai dengan 0% pada umur 55 tahun/ 5% for employees with ages from 20 years old, decreasing linearly to 0% at age 55 Jatuh tempo liabilitas imbalan pasca kerja pada tanggal 31 Desember 2015 adalah sebagai berikut:

The maturity of employee benefits liability as of December 31, 2015 is as follows:

Dalam waktu 12 bulan berikutnya Within the next 12 months (tahun pelaporan tahunan berikutnya) 22.065.162.932 (the next annual reporting year) Antara 1 hingga 2 tahun 22.265.439.009 Between 1 to 2 years Antara 2 hingga 5 tahun 62.318.553.718 Between 2 to 5 years Di atas 5 tahun 2.610.184.087.626 Above 5 years

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b. Program pensiun b. Pension program

Program pensiun ini dikelola oleh Dana Pensiun Angkasa Pura II yang telah disahkan oleh Menteri Keuangan Republik Indonesia No. KEP-391/KM.17/1999 pada tanggal 15 November 1999. Jumlah karyawan yang berhak memperoleh manfaat tersebut adalah sebanyak 2.034 karyawan aktif, 107 karyawan keluar dengan pensiun ditunda dan 2.572 pensiunan.

The retirement program is managed by Dana Pensiun Angkasa Pura II which has been approved by the Ministry of Finance of the Republic of Indonesia KEP-391/KM.17/1999 on November 15, 1999. The number of employees which are entitled to these benefits are 2,034 active employees, 107 resigned employees with deferred pensions and 2,572 retired employees.


The reconciliation of beginning and ending balance of present value of obligation is as follows:



Nilai kini liabilitas – Present value liability - awal tahun 910.592.953.033 711.665.041.411 beginning of year Biaya bunga 69.151.645.849 59.779.863.479 Interest cost Biaya jasa kini 15.203.486.782 14.618.737.290 Current service cost Biaya jasa lalu - 113.618.404.065 Past service cost Pembayaran imbalan kerja (85.714.814.400) (74.705.343.348) Benefits paid Nilai kini liabilitas - akhir Present value liability – end tahun (ekspetasi) 909.233.271.264 824.976.702.897 of year (expectation)

Pengukuran kembali liabilitas Re-measurement (aset) imbalan pasti neto - - of net liabilty (asset) Keuntungan/kerugian dari Gain/loss changes in from perubahan asumsi (23.522.400.512) 85.616.250.136 assumptions Nilai kini liabilitas Present value liability di akhir tahun 885.710.870.752 910.592.953.033 at end of year

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b. Program pensiun (lanjutan) b. Pension program (continued)

Rekonsiliasi saldo awal dan akhir dari aset program adalah sebagai berikut:

The reconciliation of beginning and ending balance of asset program is as follows:



Nilai wajar aset Fair Value of Assets program - program awal tahun 849.819.806.177 824.230.935.000 beginning of year Ekspektasi imbal hasil dari aset program 66.328.860.501 67.970.194.717 Return on investments Nilai wajar aset program awal Pengukuran kembali liabilitas Re-measurement of liabilty (aset) imbalan pasti neto (asset) net defined benefit imbal hasil aset program (10.329.969.587) (12.257.422.983) return of program's asset Pembayaran iuran - pemberi Payment of contributions from kerja 62.992.906.624 42.054.621.123 employee Pembayaran iuran - peserta Payment of contributions from program 2.293.953.685 2.526.821.668 employee Pembayaran imbalan kerja (85.714.814.400) (74.705.343.348) Benefits paid Aset program akhir Assets program - end of tahun (aktual) 885.390.743.000 849.819.806.177 year (actual)





Jumlah pengukuran kembali Re-measurement amount Awal tahun 48.021.570.067 72.169.325.598 Beginning of year Imbalan hasil atas aset program 10.329.969.587 12.257.422.983 Return on program's asset Keuntungan (kerugian) aktuaria (23.522.400.512) 85.616.250.136 Actuarial gain (loss) Penyesuaian atas pengalaman - (122.021.428.650) Experience adjustments Akumulasi jumlah Accumulated amount of pengukuran kembali 34.829.139.142 48.021.570.067 re-measurements

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Rincian beban yang diakui dalam laporan laba-rugi dan penghasilan komprehensif lainnya konsolidasian adalah sebagai berikut:


Tahun yang berakhir pada tanggal 31 Desember/ Year ended December 31


Biaya jasa kini 15.203.486.782 14.618.737.290 Current service cost Biaya bunga 528.831.663 1.265.203.823 Interest cost Biaya jasa lalu - 111.091.582.397 Past service cost Beban yang diakui 15.732.318.445 126.975.523.510 Recognized expenses


The movements of the liabilities in the consolidated statement of financial position are as follows:



Present value liability - Nilai kini liabilitas - awal tahun 60.773.146.856 - beginning of year Biaya jasa kini 15.732.318.445 126.975.523.510 Current service cost Pembayaran iuran (62.992.906.624) (42.054.621.123) Contributions paid Nilai kini liabilitas - akhir Present value liability - end of tahun (ekspektasi) 13.512.558.677 84.920.902.387 year (expectation) Pengukuran kembali liabilitas Re-measurement of net (aset) imbalan pasti neto liabilty (asset) Keuntungan/kerugian dari Gain/loss changes in from perubahan asumsi (13.192.430.925) (24.147.755.531) assumptions Liabilitas netto akhir tahun 320.127.752 60.773.146.856 Net liability at end of year

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2015 2014 2013 2012 2011

Nilai kini liabilitas Present value of defined manfaat pasti 885.710.870.752 910.592.953.033 711.665.041.411 910.888.133.546 - benefits liability Nilai wajar aset Program (885.390.743.000) (849.819.806.177) (824.230.935.000) (863.038.341.000) (910.888.133.546) Fair value of program assets

Defisit (surplus) 320.127.752 60.773.146.856 (112.565.893.589) 47.849.792.546 (910.888.133.546) Deficit (surplus)


The actuarial assumptions used to determine post-employment benefits expenses and liabilities are as follows:


2015 2014

Tingkat diskonto 8,77% 7,90% Discount rate Estimasi kenaikan gaji pegawai 5,00% 5,00% Salary increment 1949 Annuity 1949 Annuity Tingkat mortalita Mortality Table Mortality Table Mortality rate Tingkat cacat 10%TMI III 10%TMI III Disability rate Usia pensiun normal 56 56 Pension normal age Usia pensiun dini 46 46 Early pension age Tingkat mengundurkan diri 1% untuk karyawan berumur 20 tahun, Resignation rate menurun secara garis lurus sampai dengan 0% pada umur 56 tahun/ 1% for employees with ages from 20 years old, decreasing linearly to 0% at age 56

Analisa sensitivitas pada tanggal 31 Desember 2015 adalah sebagai berikut:

The sensitivity analysis on December 31, 2015 are as follows:

Analisis sensitivitas Sensitivity analysis Nilai kini kewajiban imbalan pasti 885.710.870.752 PV defined benefit obligations Asumsi tingkat diskonto Discount rate assumptions + 0,50% 880.463.554.303 + 0.50% - 0,50% 891.232.499.616 - 0.50% Asumsi tingkat kenaikan gaji Salary increment assumptions + 1,00% 896.076.181.900 + 1.00% - 1,00% 876.269.336.305 - 1.00% Komposisi nilai wajar aset program Compositions of fair value of assets program Saham 2.47% Saham Deposito berjangka 35.16% Time deposits Surat berharga negara 13.08% Government bond Obligasi 45.57% Bond Reksadana 2.63% Mutual fund Aset lainnya 1.09% Other assets

Total 100% Total

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c. Program kesehatan pasca kerja c. Post-employment medical benefits program


The reconciliation of beginning and ending balance of present value of liability is as follows:



Nilai kini liabilitas pada Present value liability at awal tahun 41.554.168.409 48.095.222.796 beginning of year Biaya bunga 3.615.212.652 3.847.617.824 Interest cost Biaya jasa kini - 1.013.248.005 Current service cost Kurtailmen (41.919.150.736) - Curtailments Pembayaran imbalan kerja - (12.726.590.166) Benefits paid Keuntungan (kerugian) aktuarial (3.250.230.325) 1.324.669.950 Actuarial gain (loss) Nilai kini liabilitas pada Present value liability at akhir tahun - 41.554.168.409 end of year




Jumlah pengukuran kembali Awal tahun 3.250.230.325 1.925.560.375 Beginning of year Keuntungan (kerugian) aktuaria (3.250.230.325) 1.324.669.950 Actuarial gain (loss) Akumulasi jumlah Accumulated amount of pengukuran kembali - 3.250.230.325 re-measurements


The movement in the liabilities in the consolidated statement of financial position are as follows:



Liabilitas netto awal tahun 41.554.168.409 48.095.222.796 Net liability - beginning of year Beban tahun berjalan (38.303.938.084) 4.860.865.829 Current year expense Pembayaran imbalan kerja - (12.726.590.166) Benefits paid Pengukuran kembali Re-measurement of liabilitas/aset (3.250.230.325) 1.324.669.950 liability/assets Liabilitas netto Net liability – end akhir periode - 41.554.168.409 of period

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c. Program kesehatan pasca kerja c. Post-employment medical benefits program



2015 2014 2013 2012 2011

Nilai kini liabilitas Present value of defined manfaat pasti - 41.554.168.409 48.095.222.796 54.189.158.696 - benefits liability


The actuarial assumptions used to determine the post-employment benefit expenses and liabilities are as follows:


2015 2014

Tingkat diskonto - 8,30% Discount rate Estimasi kenaikan gaji pegawai - 5,00% Salary increment - 1949 Annuity Tingkat mortalitas - Mortality rate Mortality rate Tingkat cacat - 10 % TM III Disability rate Tingkat mengunduran diri 5% untuk karyawan berumur 20 tahun, menurun secara Resignation rate garis lurus sampai dengan 0% pada umur 56 tahun/ 5% for employees with ages from 20 years old decreasing linearly to 0% at age 56

d. Program imbalan pasca kerja lainnya d. Other post-employment benefits program


The reconciliation of beginning and ending balance of present value of liability is as follows:



Nilai kini liabilitas Present value liability pada awal tahun 581.501.202 - at beginning of year Beban bunga - - Interest cost Biaya jasa kini 16.512.985.544 - Current service cost Pembayaran imbalan kerja (8.030.186.191) - Benefits paid Keuntungan (kerugian) aktuarial (1.242.893.453) - Actuarial gain (loss)

Nilai kini liabilitas pada Present value liability at akhir tahun 7.821.407.102 - end of year

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d. Program imbalan pasca kerja lainnya (lanjutan)

d. Other post-employment benefits program (continued)


The movement in the liabilities in the consolidated statement of financial position are as follows:



Liabilitas netto awal tahun 15.851.593.293 - Net liability - beginning of year Beban tahun berjalan - - Current year expense Pembayaran imbalan kerja (8.030.186.191) - Benefits paid Liabilitas netto pada akhir tahun 7.821.407.102 - Net liability at end of year

Rincian beban yang diakui dalam laporan laba-rugi dan penghasilan komprehensif lainnya konsolidasian adalah sebagai berikut:




Biaya jasa kini 581.501.202 - Current service cost Keuntungan (kerugian) aktuaria (1.242.893.453) - Actuarial gain (loss) Biaya jasa lalu 16.512.985.544 - Past service cost Beban yang diakui 15.851.593.293 - Recognized expenses

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d. Program imbalan pasca kerja lainnya (lanjutan)

d. Other post-employment benefits program (continued)


The actuarial assumptions used to determine post-employment benefit expenses and liabilities are as follows:



Tingkat diskonto 9,00% 7,90% Discount rate Estimasi kenaikan gaji pegawai 6,50% 6,50% Salary increment Tingkat mortalita 100% TMI3 100% TMI3 Mortality rate Tingkat cacat 5% dari TMI3 5% dari TMI3 Disability rate Tingkat mengundurkan diri Early retirement rate

Usia/ Age Tingkat/Rate 15 – 29 6% 30 – 34 3% 35 – 39 1.8% 40 – 50 1.2% 51 – 52 0.6% > 52 0% Projected Unit

Metode aktuaria Credit Acturial method Usia pensiun normal 56 tahun/ years Pension normal age

25. DANA PROGRAM TUNJANGAN HARI TUA 25. RETIREMENT PROGRAM FUNDS Akun ini merupakan dana Tunjangan Hari Tua

(“THT”) karyawan Perusahaan yang belum diserahkan kepada pegawai yang akan pensiun.

This account is the retirement funds (“THT”) of the Company’s employees which have not been paid to employees who will be retired.

26. DANA PROGRAM BUMN PEDULI BEASISWA 26. BUMN SCHOLARSHIP PROGRAM FUND Dana ini berasal dari rekening Pokja BUMN Peduli

Beasiswa dengan setoran awal sebesar Rp85.000.000.000. Dana ini diperuntukkan untuk 28 Perguruan Tinggi Negeri (“PTN”). Perusaaan di tugaskan oleh Menteri BUMN untuk mengelola dan menyalurkan dana beasiswa sesuai dengan Surat Penugasan No. S-224/M6U/2010 tanggal 23 April 2010 dan No. S-490/MBU/2010 tanggal 12 Agustus 2010.

This fund was derived from BUMN Scholarship Program Fund with initial fund amounting to Rp85,000,000,000. This fund was intended for 28 State Universities (“PTN”). The Company was assigned by the Ministry of BUMN to manage and to distribute scholarship funds in accordance with the Assignment Letter No. S-224/MBU/2010 dated April 23, 2010 and No. S-490/MBU/2010 dated August 12, 2010.

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26. DANA PROGRAM BUMN PEDULI BEASISWA (lanjutan)

26. BUMN SCHOLARSHIP PROGRAM FUND (continued)


2015 2014

Setoran awal 85.000.000.000 85.000.000.000 Initial fund Pegembangan dana 5.010.504.645 4.917.671.485 Fund development Penyaluran dana ke PTN (82.963.793.328) (82.284.302.940) Fund distribution to PTN Biaya operasional (1.002.054.728) (768.233.108) Operational expenses Biaya administrasi bank (769.453.083) (983.488.096) Bank administration expense Total 5.275.203.506 5.881.647.341 Total

27. MODAL SAHAM 27. CAPITAL STOCK

Susunan pemegang saham dan kepemilikan saham per 31 Desember 2015 dan 2014 adalah sebagai berikut:

The details of the Company’s shareholder and its share ownerships as of December 31, 2015 and 2014 are as follows:

Jumlah saham ditempatkan Persentase dan disetor penuh/ kepemilikan/ Pemegang saham/ Number of shares Percentage Total/ Shareholder issued and fully paid of ownership Total

Pemerintah Indonesia/ Government of the Republic of Indonesia 5.000.000 100% 5.000.000.000.000

Berdasarkan Akta Notaris Otty Hari Chandara Ubayani, S.H., No. 40 tanggal 16 Agustus 2012, pemegang saham memutuskan untuk meningkatkan modal dasar Perusahaan dari Rp7.600.000.000.000 menjadi Rp20.000.000.000.000 yang terbagi atas 20.000.000 saham masing-masing dengan nilai nominal Rp1.000.000 per saham. Pemegang saham juga menyetujui untuk menambah modal disetor Perusahaan dari Rp1.900.000.000.000 menjadi Rp5.000.000.000.000.

Based on Deed No. 40 dated August 16, 2012 of Notary Otty Hari Chandara Ubayani, S.H., the shareholder decided to increase the Company’s authorized capital stock from Rp7,600,000,000,000 to Rp20,000,000,000,000 which is divided into 20,000,000 shares each with par value of Rp1,000,000 per share. The shareholder also agreed to increase the Company’s issued and fully paid capital stock from Rp1,900,000,000,000 to Rp5,000,000,000,000.

28. MODAL DISETOR LAINNYA 28. OTHER PAID-IN CAPITAL

Akun ini terdiri dari: This account consist of: 31 Desember/December 31

2015 2014

Cadangan modal 177.103 463.570 177.103 463.570 Capital reserves PP No. 26 Tahun 1994 83.308.265.552 83.308.265.552 PP No. 26 Tahun 1994 PP No. 10 Tahun 1998 91.150.231.722 91.150.231.722 PP No. 10 Tahun 1998 351.561.960.844 351.561.960.844 Digunakan sebagai setoran modal Used as initial capital tahun 1998 (351.561.960.844) (351.561.960.844) stock year 1998 Cadangan modal tahun 1998 81.099.573.644 81.099.573.644 Capital reserve year 1998 PP No. 53 Tahun 2013 303.400.820.848 303.400.820.848 PP No. 53 Year 2013 PP No. 130 Tahun 2015 2.000.000.000.000 0 PP No. 130 Year 2015 Total 2.384.500.394.492 384.500.394.492 Total

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28. MODAL DISETOR LAINNYA (lanjutan) 28. OTHER PAID-IN CAPITAL (continued)

PMN merupakan tambahan penyertaan modal Negara Republik Indonesia kepada Perusahaan sesuai PP No. 53 tanggal 27 Juli 2013 sebesar Rp303.400.820.848.

PMN represents additional capital investment of the Republic of Indonesia to the Company in accordance PP No. 53 dated July 27, 2013 with the amount of Rp303,400,820,848.

Melalui Peraturan Pemerintah (“PP”) No. 130 Tahun 2015 tanggal 28 Desember 2015 dan Surat Keputusan Menteri BUMN No. S-17/MBU/01/2016 tanggal 8 Januari 2016, Menteri BUMN menetapkan penambahan penyertaan modal Negara Republik Indonesia sebesar Rp2.000.000.000.000 dalam rangka pembebasan lahan untuk pembangunan landasan pacu (runway) 3 Bandar Udara Internasional Soekarno-Hatta.

Based on the Government Regulation (“PP”) No. 130 Year 2015 dated December 28, 2015 and Decree of the Ministry of BUMN No. S-17/MBU/01/2016 dated January 8, 2016, the Ministry of BUMN determined the increase in the capital investment amount of the Republic of Indonesia amounting to Rp2,000,000,000,000 in order to land relinquishment for the construction of runway 3 at Soekarno-Hatta International Airport.

29. KOMPONEN EKUITAS LAINNYA 29. OTHER COMPONENTS OF EQUITY 31 Desember/December 31

2015 2014

Bantuan Pemerintah yang Belum Undetermined Status for Ditentukan Statusnya (“BPYBDS”) 2.511.726.662.182 2.428.484.970.530 Government Contribution (“BPYBDS”) Modal Pemerintah yang dialihkan Government’s investment ke Perum LPPNPI (328.748.958.920) (328.748.958.920) transferred to LPPNPI Total 2.182.977.703.262 2.099.736.011.610 Total

BPYBDS merupakan bekas proyek bantuan Pemerintah yang telah diserah terimakan kepada Perusahaan tetapi belum ditentukan statusnya oleh Pemerintah. Apabila bantuan tersebut telah ditetapkan serta ditentukan statusnya melalui PP maka bantuan tersebut dipindahkan pengelompokannya sesuai dengan keputusan tersebut.

BPYBDS originated from the Government assistance projects which were handed over to the Company but the status of which were not yet defined by the Government. Once the status the projects are clarified through PP, BPYBDS will be reclassified accordingly.

Modal Pemerintah yang dialihkan ke LPPNPI merupakan pengurangan penyertaan modal Negara Republik Indonesia pada Perusahaan sehubungan dengan surat dari Menteri BUMN No. S-48/MBU/2014 tanggal 3 Februari 2014 tentang persetujuan pengalihan aset tetap kenavigasian Perusahaan kepada LPPNPI dengan nilai buku sebesar Rp337.629.801.103. Dari nilai buku sebesar Rp337.629.801.103 terdapat nilai buku sebesar Rp8.880.842.183 yang diambil kembali oleh Direktorat Jenderal Perhubungan Udara.

Government equity transferred to LPPNPI represents deduction of investment amount of the Republic of Indonesia in the Company in relation to the letter from the Ministry of BUMN No. S-48/MBU/2014 dated February 3, 2014 regarding the approval of fixed assets transfer to LPPNPI with the book value of Rp337,629,801,103.

From the book value of Rp337,629,801,103, the book value amounting to Rp8,880,842,183 was given back to Directorate General of Civil Aviation.

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30. DIVIDEN DAN LABA DITAHAN DICADANGKAN

30. DIVIDENDS AND APPROPRIATED RETAINED EARNINGS

Dalam Rapat Umum Pemegang Saham

Tahunan (RUPS) untuk Tahun Buku 2012 yang diselenggarakan pada tanggal 26 April 2013, telah disetujui pembagian dividen tunai sebesar Rp426.743.770.446. Dividen ini dibayarkan pada tanggal 24 Mei 2013. Cadangan wajib yang disetujui oleh RUPS adalah sebesar Rp792.524.145.117 dari laba tahun berjalan konsolidasian 2012. Berdasarkan Surat dari Menteri BUMN No. S-758/MBU/12/2013 tanggal 20 Desember 2013, Perusahaan diharuskan untuk menyetorkan dividen tambahan sebesar Rp20.000.000.000 dari Tahun Buku 2012 ke Kas Negara. Dividen ini telah dibayarkan pada tanggal 27 Desember 2013.

During the Shareholders’ Annual General Meeting (AGM) for the Financial Year 2012 held on April 26, 2013, cash dividend of Rp426,743,770,446 was approved. The dividend was paid on May 24, 2013. An appropriation for the statutory reserve was also approved in the Shareholders’ AGM, amounting to Rp792,524,145,117 from the 2012 consolidated profit for the year. Based on the Ministry of BUMN Letter No. S-758/MBU/12/2013 dated December 20, 2013, the Company was required to paid additional dividend amounting to Rp20,000,000,000 from the Financial Year 2012 to the State of Treasury. The dividend was paid on December 27, 2013.

Dalam RUPS untuk Tahun Buku 2013 yang

diselenggarakan pada tanggal 24 Maret 2014, telah disetujui pembagian dividen tunai sebesar Rp309.824.555.421. Dividen ini dibayarkan pada tanggal 24 April 2014. Cadangan wajib juga disetujui oleh RUPS, sebesar Rp722.923.962.650 dari laba tahun berjalan konsolidasian 2013. Berdasarkan Surat dari Menteri BUMN No. S-788/MBU/12/2014 tanggal 23 Desember 2014, Perusahaan diharuskan untuk menyetorkan dividen tambahan sebesar Rp51.637.000.000 dari Tahun Buku 2013 ke Kas Negara. Dividen ini telah dibayarkan pada tanggal 29 Desember 2014.

During the Shareholders’ AGM for the Financial Year 2013 held on March 24, 2014, cash dividend of Rp309,824,555,421 was approved. The dividend was paid on April 24, 2014. An appropriation for the statutory reserve was also approved in the Shareholders’ AGM, amounting to Rp722,923,962,650 based from the 2013 consolidated profit for the year. Based on the Ministry of BUMN Letter No. S-788/MBU/12/2014 dated December 23, 2014, the Company was required to paid additional dividend amounting to Rp51,637,000,000 from the Financial Year 2013 to the State of Treasury. The dividend was paid on December 29, 2014.

Dalam RUPS untuk Tahun Buku 2014 yang

diselenggarakan pada tanggal 12 Mei 2015, telah disetujui pembagian dividen tunai sebesar Rp219.614.503.465. Dividen ini dibayarkan pada tanggal 9 Juni 2015. Cadangan wajib juga disetujui oleh RUPS, sebesar Rp856.496.563.515 dari laba tahun berjalan konsolidasian tahun 2014.

During the Shareholders’ AGM for the Financial Year 2014 held on May 12, 2015, cash dividend of Rp219,614,503,465 was approved. The dividend was paid on June 9, 2015. An appropriation for the statutory reserve was also approved in the Shareholders’ AGM, amounting to Rp856,496,563,515 from the 2014 consolidated profit for the year.

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31. SELISIH EKUITAS ENTITAS ANAK 31. EQUITY DIFFERENCE OF SUBSIDIARY

Selisih ekuitas entitas anak disebabkan dari pengambilalihan PT Angkasa Pura Solusi sesuai dengan surat DK No. 06.04/00/11/101 tanggal 23 November 2011.

Equity difference of subsidiary resulted from the takeover of PT Angkasa Pura Solusi based on DK letter No. 06.04/00/11/101 dated November 23, 2011.

Rincian selisih ekuitas entitas anak adalah sebagai berikut:

The details of equity difference of subsidiary are as follows:



Akumulasi kerugian (26.316.798.626) (26.316.798.626) Accumulated losses

32. KEPENTINGAN NON-PENGENDALI 32. NON-CONTROLLING INTEREST

Kepentingan non-pengendali merupakan bagian pemegang saham minoritas pada tanggal 31 Desember 2015 dan 2014.

Non-controlling interest is a the interest of minority shareholders as of December 31, 2015 and 2014.

33. PENDAPATAN USAHA 33. OPERATING REVENUES

Rincian Pendapatan usaha adalah sebagai berikut: The details of operating revenues are as follows:



Aeronautika Aeronautical Jasa pelayanan penumpang 2.259.756.848.569 2.136.053.503.372 Passenger service charges Jasa pendaratan 620.492.755.854 640.102.498.817 Landing services Pemakaian counter 196.667.270.550 144.576.544.105 Counters Usage Pemakaian aviobridge 130.140.767.872 115.106.995.971 Aviobridge usage Jasa penempatan 48.104.918.173 37.155.367.324 Placement services Jasa parking surcharge 47.606.411.766 16.221.278.705 Parking surcharge services Lainnya 7.464.141.723 5.216.095.547 Others Sub-total 3.310.233.114.507 3.094.432.283.841 Sub-total

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33. PENDAPATAN USAHA (lanjutan) 33. OPERATING REVENUES (continued)

Rincian Pendapatan usaha adalah sebagai berikut: (lanjutan)

The details of operating revenues are as follows: (continued)

Tahun yang berakhir pada tanggal 31 Desember/

Year ended December 31 2014 (Disajikan kembali - Catatan 52/ As restated - 2015 Note 52)

Non-aeronautika Non-aeronautical Konsesi 1.000.388.615.353 747.967.742.218 Concession Sewa ruangan 375.030.051.340 336.955.212.753 Room rental Utilitas 167.299.811.219 131.890.402.240 Utilities Pemasangan reklame 149.691.456.344 108.891.922.113 Advertising installation Parkir kendaraan 180.943.685.406 89.433.118.229 Parking Sewa tanah 139.730.722.827 83.116.232.863 Ground rent Pas pelabuhan 9.384.013.527 11.976.093.606 Port entrance Lainnya 162.613.907.863 136.291.831.173 Others Sub-total 2.185.082.263.879 1.646.522.555.195 Sub-total Pelayanan kargo 148.830.683.900 119.559.775.783 Cargo services Total Pendapatan usaha 5.644.146.062.286 4.860.514.614.819 Total operating revenues

Pendapatan lainnya merupakan Pendapatan pemakaian STV, pemakaian ARINC, marshalling, pemasangan antena, pemakaian kabel data, pemakaian air, lounge dan non-aeronautika lainnya.

Other income is income for STV usage, use of ARINC, marshalling, antenna installation, use a data cable, water usage, lounge and other non-aeronautical.

Jumlah Pendapatan Perusahaan yang didapatkan dari pihak ketiga dan pihak berelasi adalah:

The Company’s total revenue rendered to third parties and related parties are as follows:


2015 2014

Pihak berelasi 826.245.090.113 663.812.263.933 Related parties Pihak ketiga 4.817.900.972.173 4.196.702.350.886 Third parties Total 5.644.146.062.286 4.860.514.614.819 Total

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34. BEBAN PEGAWAI 34. EMPLOYEE EXPENSES Akun ini terdiri dari: This account consists of the following:



Tunjangan 718.767.000.978 545.485.486.446 Allowance Gaji dan Upah 201.267.892.767 177.010.583.435 Salaries and wages Bonus 165.377.674.650 151.496.314.331 Bonus Seragam karyawan 29.578.100.535 12.254.010.502 Employee uniforms Lembur 27.412.065.727 20.984.583.279 Overtime Pengobatan 15.949.050.893 54.547.194.960 Medical

Total 1.158.351.785.550 961.778.172.953 Total

35. BEBAN OPERASIONAL BANDARA 35. AIRPORT OPERATION EXPENSES Akun ini terdiri dari: This account consists of the following:



Penyusutan 532.488.343.992 522.809.546.124 Depreciation Pemeliharaan bangunan Building and field dan lapangan 506.482.120.918 428.412.873.476 maintenance Komunikasi dan utilitas 433.075.005.623 417.464.399.335 Communication and utility Jasa alih daya 65.157.963.619 40.303.834.734 Outsourcing Perlengkapan dan bahan bakar 49.057.348.234 52.904.280.883 Supplies and fuel Amortisasi 41.587.054.832 40.076.118.449 Amortization Garbarata 18.766.186.737 8.572.345.035 Garbarata Sewa kendaraan 11.646.531.220 8.954.952.827 Rent car Penanggulangan gawat darurat 2.924.934.098 4.043.885.199 Emergency Penurunan persediaan 284.398.153 8.562.034.647 Inventory loss Biaya Operasional PJP4U LPNPI - 52.236.962.685 Operational expenses PJP4U LPNPI Lainnya 61.467.728.900 111.489.791.422 Others Total 1.722.937.616.326 1.695.831.024.816 Total

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36. BEBAN UMUM DAN ADMINISTRASI 36. GENERAL AND ADMINISTRATIVE EXPENSES

Akun ini terdiri dari: This account consists of the following: Tahun yang berakhir pada tanggal 31 Desember/ Year ended December 31


Imbalan pasca kerja, iuran Employee benefits expense, dana pensiun, dan iuran THT 127.945.899.022 177.744.825.740 pension contributions and THT

Beban pajak 110.828.292.344 333.101.073.892 Tax expenses Asuransi 78.837.745.725 16.577.605.475 Insurance Pengembangan sumber daya manusia 70.446.091.756 87.103.852.470 Human resources development Gaji Komisaris dan Direksi 61.499.209.471 64.950.607.406 Commissioners and Directors salary Beban keamanan 40.318.204.041 70.959.139.995 Security expense Collection fee 37.846.532.772 41.696.281.293 Collection fee Beban konsultan 35.239.710.766 41.270.350.448 Consultant fee Perjalanan dinas 25.275.852.127 30.241.711.157 Business travel Beban rapat dinas 14.012.192.490 10.230.721.187 Meeting expense Aset dibiayakan 6.910.688.516 11.070.885.689 Financed assets Beban promosi 6.757.045.225 7.767.671.565 Promotion expense Beban olahraga 5.618.053.130 3.942.756.254 Sport expense Beban umum lainnya 68.230.641.995 53.253.375.383 Others

Total 689.766.159.380 949.910.857.954 Total

37. BEBAN PEMASARAN 37. MARKETING EXPENSES

Beban pemasaran merupakan pengeluaran iklan di media elektronik dan cetak serta kegiatan promosi dalam rangka meningkatkan citra Perusahaan.

Marketing expenses represent advertising expenditure in electronic and print media as well as promotion activities in order to enhance the Company’s image.

38. PENDAPATAN LAIN-LAIN 38. OTHER INCOME

Rincian Pendapatan lain-lain adalah sebagai berikut:

The details of others income are as follows:



Laba selisih kurs, netto 52.658.468.526 36.419.335.697 Gain on foreign exchange, net Pendapatan insidentil 40.540.469.621 8.137.165.900 Incidental income Laba penjualan aset tetap 2.958.983.422 4.690.280.827 Gain on sale of fixed assets Pendapatan lelang 2.108.218.176 2.085.889.468 Auction income Lain-lain 238.180.778.639 231.479.820.926 Others Total 336.446.918.384 282.812.492.818 Total

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39. BEBAN LAIN-LAIN 39. OTHER EXPENSES

Rincian beban lain-lain adalah sebagai berikut: The details of other expenses are as follows: Tahun yang berakhir pada tanggal 31 Desember/ Year ended December 31


Penghargaan masa kerja 17.940.179.028 18.105.518.000 Gratuity benefits Perayaan 6.578.060.450 2.167.578.961 Celebration Beban pelelangan 3.946.119.525 1.264.716.935 Auction expenses Sumbangan 1.997.352.776 1.809.141.908 Donation Majalah dan koran 1.786.374.083 1.803.905.601 Newpaper and magazines Beban penyimpanan surat berharga 86.686.240 95.880.700 Storage of securities expenses Lainnya 92.806.587.823 94.084.634.320 Others Total 125.141.359.925 119.331.376.425 Total

40. PENDAPATAN KEUANGAN, NETTO 40. FINANCE INCOME, NET

Rincian Pendapatan keuangan, netto adalah sebagai berikut:

The details of finance income, net are as follows:



Interest income from Pendapatan bunga deposito 51.268.761.388 85.998.019.611 time deposits Pendapatan bunga obligasi Interest income from bonds dan reksadana 7.782.518.751 10.036.274.078 and mutual funds Interest income from Pendapatan bunga jasa giro 3.390.284.979 3.556.533.547 current account Total 62.441.565.118 99.590.827.236 Total

41. BAGIAN LABA (RUGI) ENTITAS ASOSIASI 41. SHARE IN PROFIT (LOSS) OF THE

ASSOCIATED ENTITIES

Akun ini terdiri dari: This account consist of:


2014 (Disajikan kembali - Catatan 52/ Kepemilikan (%)/ As restated - Ownership (%) 2015 Note 52)

PT Gapura Angkasa 31,25% 11.631.849.343 13.994.245.226 PT Gapura Angkasa PT Railink 40,00% (1.916.022.408) (5.687.367.024) PT Railink

Total 9.715.826.977 8.306.878.202 Total

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42. LABA PER SAHAM DASAR 42. BASIC EARNINGS PER SHARE

Laba per saham dasar dihitung dengan membagi laba netto dengan rata-rata tertimbang jumiah saham yang beredar pada tahun yang bersangkutan.

Basic earnings per share is computed by dividing net income by the weighted average number of shares outstanding durung the year.



Laba tahun berjalan 1.687.323.032.275 1.126.769.871.452 Profit for the year Rata-rata tertimbang jumlah saham Weighted average number of biasa yang beredar 5.000.000 5.000.000 common shares outstanding Laba per saham dasar 337.465 225.354 Basic earnings per share 43. TRANSAKSI DENGAN PIHAK BERELASI 43. TRANSACTIONS WITH RELATED PARTIES

Dalam kegiatan usaha normal, Kelompok Usaha melakukan transaksi dengan pihak-pihak berelasi, yang terafiliasi dengan Kelompok Usaha melalui kepemilikan langsung dan tidak langsung, dan/atau di bawah kendali pihak yang sama.

In the normal course of business, the Group entered into transactions with related parties, which are affiliated with the Group through equity ownership, either direct or indirect, and/or under common control.

Rincian sifat hubungan dan jenis transaksi yang signifikan dengan pihak berelasi adalah sebagai berikut:

The details of nature of relationship and types of significant transactions with related parties are as follows:

Pihak berelasi/Related parties Sifat hubungan/Nature of relationship Transaksi/Transactions

PT Bank Mandiri (Persero) Tbk Dikendalikan oleh Pemerintah Penempatan kas dan setara kas/ Republik Indonesia/Controlled by Placement of cash and cash equivalents the Goverment of Republic Indonesia

PT Bank Negara Indonesia Dikendalikan oleh Pemerintah Penempatan kas dan setara kas/ (Persero) Tbk Republik Indonesia/Controlled by Placement of cash and cash equivalents

the Government of Republic Indonesia

PT Bank Rakyat Indonesia Dikendalikan oleh Pemerintah Penempatan kas dan setara kas/ (Persero) Tbk Republik Indonesia/Controlled by Placement of cash and cash equivalents the Government of Republic Indonesia

PT Bank Tabungan Negara Dikendalikan oleh Pemerintah Penempatan kas dan setara kas/

(Persero) Tbk Republik Indonesia/Controlled by Placement of cash and cash equivalents the Goverment of Republic Indonesia Perum Lembaga Penyelenggara Dikendalikan oleh Pemerintah Piutang lain-lain/Other receivables Pelayanan Navigasi Republik Indonesia/Controlled by Penerbangan Indonesia the Goverment of Republic Indonesia PT Garuda Indonesia Dikendalikan oleh Pemerintah Piutang usaha pihak berelasi/Trade receivables (Persero) Tbk Republik Indonesia/Controlled by related party the Goverment of Republic Indonesia PT Pertamina (Persero) Dikendalikan oleh Pemerintah Jasa pengisian bahan bakar pesawat udara/ Republik Indonesia/Controlled by Airline refueling services the Goverment of Republic Indonesia PT Sarana Multi Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka/ Infrastruktur (Persero) Republik Indonesia/Controlled by Term loan facility the Goverment of Republic Indonesia

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43. TRANSAKSI DENGAN PIHAK BERELASI (lanjutan)

43. TRANSACTIONS WITH RELATED PARTIES (continued)

Rincian sifat hubungan dan jenis transaksi yang signifikan dengan pihak berelasi adalah sebagai berikut: (lanjutan)

The details of nature of relationship and types of significant transactions with related parties are as follows: (continued

Pihak berelasi/Related parties Sifat hubungan/Nature of relationship Transaksi/Transactions

PT Indonesia Infrastructure Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka/ Finance Republik Indonesia/Controlled by Term loan facility the Goverment of Republic Indonesia Lembaga Pembiayaan Ekspor Dikendalikan oleh Pemerintah Fasilitas pinjaman berjangka/ Indonesia Republik Indonesia/Controlled by Term loan facility the Goverment of Republic Indonesia PT Angkasa Pura Solusi Entitas anak/Subsidiary Pemberian pinjaman tanpa bunga/ Non-interest bearing loans PT Gapura Angkasa Entitas asosiasi/Associate company Penyertaan saham/ Investment in shares of stock PT Railink Entitas asosiasi/Associate company Penyertaan saham/ Investment in shares of stock

44. LABA SELISIH KURS, NETTO 44. GAIN ON FOREIGN EXCHANGE, NET

Laba (rugi) selisih kurs, netto terutama berasal dari aset dan liabilitas dalam mata uang asing dan perbedaan nilai tukar transaksi dari kegiatan usaha dalam mata uang asing. Untuk tahun yang berakhir pada tanggal-tanggal 31 Desember 2015 dan 2014, Kelompok Usaha mengalami laba (rugi) selisih kurs, netto yang disebabkan oleh melemah (menguatnya) nilai tukar Rupiah terhadap mata uang asing, khususnya Dolar AS yang mengakibatkan kenaikan (penurunan) posisi aset neto dalam mata uang asing Kelompok Usaha.

Gain (loss) on foreign exchange mainly results from assets and liabilities in foreign currencies and differences in exchange rates on the operational transactions denominated in foreign currencies. For the year ended December 31, 2015 and 2014, the Group incurred gain (loss) on foreign exchange, net due to weakening (strengthening) of Indonesian rupiah against foreign currency, especially US dollar which increase (decrease) the net foreign currency denominated assets of the Group.

45. INFORMASI SEGMEN 45. SEGMENT INFORMATION

Untuk tujuan manajemen, Perusahaan dikelompokkan berdasarkan divisi-divisi operasi yaitu aeronautika, non-aeronautika, kargo dan lainnya dan kantor cabang. Segmen aeronautika menyediakan pelayanan jasa penumpang pesawat udara (“PJP2U”), pendaratan, penempatan, dan jasa aeronautika lainnya. Segmen non-aeronautika menyediakan jasa sewa, konsesi, reklame, parkir dan jasa non-aeronautika lainnya. Segmen kargo menyediakan jasa pelayanan kargo. Segmen usaha yang secara individu tidak melebihi 10% dari Pendapatan usaha Perusahaan disajikan sebagai lain-lain.

For management purposes, the Company’s businesses are grouped into operational divisions , namely aeronautical, non-aeronautical, cargo and others and branch offices. Aeronautical segment provides airport passenger service (“PJP2U”), landing services, placement, and other aeronautics sevices. Non-aeronautical segment provides rent, concession, billboards, parking and other non-aeronautical service. Cargo segment provides cargo services. Individual business segments that do not exceed 10% of the Company's operating revenues are presented as others.

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45. INFORMASI SEGMEN (lanjutan) 45. SEGMENT INFORMATION (continued)

2015

Aeronautika/ Non-Aeronautika/ Kargo/ Lainnya/ Total/ Eliminasi/ Total/ Aeronautical Non-aeronautical Cargo Others Total Elimination Total

Pendapatan Revenues Soekarno-Hatta 2.279.464.191.396 1.820.595.118.911 34.764.551.845 - 4.134.823.862.152 (115.644.142.014 ) 4.019.179.720.138 Soekarno-Hatta Kualanamu 542.412.928.024 156.994.716.981 30.904.470.057 - 730.312.115.062 (15.156.172.888 ) 715.155.942.174 Kualanamu Halim Perdanakusuma 93.889.446.997 82.435.360.669 1.371.019.370 - 177.695.827.036 (5.048.204.360 ) 172.647.622.676 Halim Perdanakusuma Kantor pusat 121.017.983.888 29.956.193.250 - 150.974.177.138 - 150.974.177.138 Head office Sultan Mahmud Badaruddin 76.864.527.707 42.473.534.642 9.951.968.161 - 129.290.030.510 (7.027.680.045 ) 122.262.350.465 Sultan Mahmud Badaruddin II Sultan Syarif Kasim II 80.860.907.729 33.283.400.089 8.745.918.675 - 122.890.226.493 (3.593.312.860 ) 119.296.913.633 Sultan Syarif Kasim II Minangkabau 67.374.879.811 17.596.573.207 8.622.002.747 - 93.593.455.765 (3.299.038.590 ) 90.294.417.175 Minangkabau Husein Sastranegara 64.030.917.758 12.079.370.887 1.659.206.454 - 77.769.495.099 (2.538.338.010 ) 75.231.157.089 Husein Sastranegara Supadio 46.672.585.455 20.296.795.066 11.039.201.003 - 78.008.581.524 (3.542.994.061 ) 74.465.587.463 Supadio Depati Amir 20.488.169.083 9.241.287.034 4.438.718.892 - 34.168.175.009 (713.614.080 ) 33.454.560.929 Depati Amir Sultan Thaha 14.938.093.690 14.390.264.694 3.541.099.934 - 32.869.458.318 (639.317.350 ) 32.230.140.968 Sultan Thaha Sultan Iskandar Muda 17.636.052.855 8.050.845.782 1.472.416.390 - 27.159.315.027 (389.817.900 ) 26.769.497.127 Sultan Iskandar Muda Raja Haji Fisabilillah 5.493.430.307 4.057.329.621 2.363.917.122 - 11.914.677.050 - 11.914.677.050 Raja Haji Fisabilillah Silangit 106.983.695 162.314.566 - - 269.298.261 - 269.298.261 Silangit

Total 3.310.233.114.507 2.342.674.896.037 148.830.683.900 - 5.801.738.694.444 (157.592.632.158 ) 5.644.146.062.286 Total

Beban Expenses Beban pegawai Employee expenses Soekarno-Hatta 328.142.563.326 89.317.693.389 - - 417.460.256.715 - 417.460.256.715 Soekarno-Hatta Kualanamu 74.654.395.871 20.576.092.285 939.715.548 - 96.170.203.704 - 96.170.203.704 Kualanamu Halim Perdanakusuma 24.967.217.601 6.880.570.855 314.267.653 - 32.162.056.109 - 32.162.056.109 Halim Perdanakusuma Kantor pusat 217.786.380.775 154.128.929.683 9.791.846.942 - 381.707.157.400 - 381.707.157.400 Head office Sultan Mahmud Badaruddin II 25.860.308.341 2.424.558.395 3.375.987.804 - 31.660.854.540 - 31.660.854.540 Sultan Mahmud Badaruddin II Sultan Syarif Kasim II 29.676.783.455 8.179.454.511 373.557.839 - 38.229.795.805 - 38.229.795.805 Sultan Syarif Kasim II Minangkabau 27.761.078.186 4.090.616.471 643.489.818 - 32.495.184.475 - 32.495.184.475 Minangkabau Husein Sastranegara 17.498.532.386 4.822.909.797 220.263.559 - 22.541.705.742 - 22.541.705.742 Husein Sastranegara Supadio 21.395.135.853 5.896.883.695 269.312.230 - 27.561.331.778 - 27.561.331.778 Supadio Depati Amir 16.247.969.943 263.186.407 - - 16.511.156.350 - 16.511.156.350 Depati Amir Sultan Thaha 18.596.039.497 301.220.696 - - 18.897.260.193 - 18.897.260.193 Sultan Thaha Sultan Iskandar Muda 21.465.429.058 2.450.048.376 235.993.182 - 24.151.470.616 - 24.151.470.616 Sultan Iskandar Muda Raja Haji Fisabilillah 14.931.655.642 249.027.733 442.220.123 - 15.622.903.498 - 15.622.903.498 Raja Haji Fisabilillah Silangit 3.146.756.209 33.692.416 - 3.180.448.625 - 3.180.448.625 Silangit

Sub- total 842.130.246.143 299.614.884.709 16.606.654.698 - 1.158.351.785.550 - 1.158.351.785.550 Sub-total

Beban operasional Operating expenses Soekarno-Hatta 699.603.015.249 205.504.193.415 - - 905.107.208.664 (7.305.435.835) 897.801.772.829 Soekarno-Hatta Kualanamu 220.727.419.225 66.445.331.841 5.474.069.572 - 292.646.820.638 (7.957.876.828) 284.688.943.810 Kualanamu Halim Perdanakusuma 31.938.915.137 9.611.135.084 792.024.538 - 42.342.074.759 - 42.342.074.759 Halim Perdanakusuma Kantor pusat 70.096.270.738 49.607.616.166 3.151.583.454 - 122.855.470.358 - 122.855.470.358 Head office Sultan Mahmud Badaruddin II 66.646.762.279 10.485.791.986 2.601.854.747 - 79.734.409.012 (2.714.374.860) 77.020.034.152 Sultan Mahmud Badaruddin II Sultan Syarif Kasim II 45.039.157.160 13.558.087.862 1.116.977.132 - 59.714.222.154 (1.957.038.780) 57.757.183.374 Sultan Syarif Kasim II Minangkabau 55.501.033.953 18.943.021.897 1.030.694.812 - 75.474.750.662 (2.402.014.590) 73.072.736.072 Minangkabau Husein Sastranegara 22.008.183.402 6.625.099.204 545.805.897 - 29.179.088.503 (2.538.338.010) 26.640.750.493 Husein Sastranegara Supadio 26.453.675.093 7.963.320.670 656.054.687 - 35.073.050.450 (2.079.292.290) 32.993.758.160 Supadio Depati Amir 19.884.003.193 935.637.015 - - 20.819.640.208 - 20.819.640.208 Depati Amir Sultan Thaha 15.787.220.612 742.863.890 - - 16.530.084.502 - 16.530.084.502 Sultan Thaha Sultan Iskandar Muda 29.179.680.046 4.429.054.598 640.647.662 - 34.249.382.306 - 34.249.382.306 Sultan Iskandar Muda Raja Haji Fisabilillah 20.732.984.873 987.571.003 254.710.854 - 21.975.266.730 - 21.975.266.730 Raja Haji Fisabilillah Silangit 14.041.431.831 149.086.742 - 14.190.518.573 - 14.190.518.573 Silangit

Sub- total 1.337.639.752.791 395.987.811.373 16.264.423.355 1.749.891.987.519 (26.954.371.193) 1.722.937.616.326 Sub-total

Beban administrasi dan umum General and administrative expenses

Soekarno-Hatta 267.742.720.861 100.492.069.225 - - 368.234.790.086 (108.338.706.179) 259.896.083.907 Soekarno-Hatta Kualanamu 38.188.517.102 15.488.958.191 3.078.976.356 - 56.756.451.649 (7.198.296.060) 49.558.155.589 Kualanamu Halim Perdanakusuma 16.853.220.255 5.765.114.958 1.297.403.034 - 23.915.738.247 (5.048.204.360) 18.867.533.887 Halim Perdanakusuma Kantor pusat 169.076.861.022 119.656.865.277 7.601.828.628 - 296.335.554.927 - 296.335.554.927 Head office Sultan Mahmud Badaruddin II 13.583.618.534 2.599.833.788 326.055.146 - 16.509.507.468 (4.313.305.185) 12.196.202.283 Sultan Mahmud Badaruddin II Sultan Syarif Kasim II 8.647.928.455 3.507.530.861 697.245.383 - 12.852.704.699 (1.636.274.080) 11.216.430.619 Sultan Syarif Kasim II Minangkabau 6.269.926.482 3.694.032.235 103.363.325 - 10.067.322.042 (897.024.000) 9.170.298.042 Minangkabau Husein Sastranegara 4.505.799.329 1.827.516.299 363.283.276 - 6.696.598.904 - 6.696.598.904 Husein Sastranegara Supadio 6.278.911.599 2.546.676.505 506.241.714 - 9.331.829.818 (1.463.701.771) 7.868.128.047 Supadio Depati Amir 4.709.310.002 991.996.361 - - 5.701.306.363 (713.614.080) 4.987.692.283 Depati Amir Sultan Thaha 3.183.408.037 670.571.525 - - 3.853.979.562 (639.317.350) 3.214.662.212 Sultan Thaha Sultan Iskandar Muda 3.664.797.225 1.068.222.014 271.489.191 - 5.004.508.430 (389.817.900) 4.614.690.530 Sultan Iskandar Muda Raja Haji Fisabilillah 2.149.193.718 552.469.479 473.547.800 - 3.175.210.997 - 3.175.210.997 Raja Haji Fisabilillah Silangit 1.697.192.677 271.724.476 - - 1.968.917.153 - 1.968.917.153 Silangit

Sub- total 546.551.405.298 259.133.581.194 14.719.433.853 - 820.404.420.345 (130.638.260.965 ) 689.766.159.380 Sub-total

Beban pemasaran - - - 6.477.411.240 6.477.411.240 - 6.477.411.240 Marketing expenses

Total beban 2.726.321.404.232 954.736.277.276 47.590.511.906 6.477.411.240 3.735.125.604.654 (157.592.632.158 ) 3.577.532.972.496 Total expenses

Hasil segmen 583.911.710.275 1.387.938.618.761 101.240.171.994 (6.477.411.240 ) 2.066.613.089.790 - 2.066.613.089.790 Segment result

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2015 (lanjutan/continued)


Pendapatan (beban) lain-lain Other income (expenses) Pendapatan lain-lain Other income

Soekarno-Hatta - - - 110.502.834.230 110.502.834.230 - 110.502.834.230 Soekarno-Hatta Kualanamu - - - 40.609.565.504 40.609.565.504 - 40.609.565.504 Kualanamu Halim Perdanakusuma - - - 7.093.660.738 7.093.660.738 - 7.093.660.738 Halim Perdanakusuma Kantor pusat - - - 174.936.606.643 174.936.606.643 - 174.936.606.643 Head office Sultan Mahmud Badaruddin II - - - 570.788.747 570.788.747 - 570.788.747 Sultan Mahmud Badaruddin II Sultan Syarif Kasim II - - - 1.323.871.220 1.323.871.220 - 1.323.871.220 Sultan Syarif Kasim II Minangkabau - - - 154.130.473 154.130.473 - 154.130.473 Minangkabau Husein Sastranegara - - - 3.184.406.678 3.184.406.678 - 3.184.406.678 Husein Sastranegara Supadio - - - (3.780.707.549) (3.780.707.549) - (3.780.707.549) Supadio Depati Amir - - - 63.325.234 63.325.234 - 63.325.234 Depati Amir Sultan Thaha - - - 1.130.102.466 1.130.102.466 - 1.130.102.466 Sultan Thaha Sultan Iskandar Muda - - - 161.880.163 161.880.163 - 161.880.163 Sultan Iskandar Muda Raja Haji Fisabilillah - - - 410.401.915 410.401.915 - 410.401.915 Raja Haji Fisabilillah Silangit - - - 86.051.922 86.051.922 - 86.051.922 Silangit

Sub-total - - - 336.446.918.384 336.446.918.384 - 336.446.918.384 Sub-total

Beban lain-lain Other expenses

Soekarno-Hatta - - - (30.968.262.276 ) (30.968.262.276 ) - (30.968.262.276 ) Soekarno-Hatta Kualanamu - - - (10.161.777.582 ) (10.161.777.582 ) - (10.161.777.582 ) Kualanamu Halim Perdanakusuma - - - (1.099.088.852 ) (1.099.088.852 ) - (1.099.088.852 ) Halim Perdanakusuma Kantor pusat - - - (74.908.712.558 ) (74.908.712.558 ) - (74.908.712.558 ) Head office Sultan Mahmud Badaruddin II - - - (1.544.503.522 ) (1.544.503.522 ) - (1.544.503.522 ) Sultan Mahmud Badaruddin II Sultan Syarif Kasim II - - - (866.242.895 ) (866.242.895 ) - (866.242.895 ) Sultan Syarif Kasim II Minangkabau - - - (1.125.967.517 ) (1.125.967.517 ) - (1.125.967.517 ) Minangkabau Husein Sastranegara - - - (605.698.284 ) (605.698.284 ) - (605.698.284 ) Husein Sastranegara Supadio - - - (2.069.552.947 ) (2.069.552.947 ) - (2.069.552.947 ) Supadio Depati Amir - - - (166.853.148 ) (166.853.148 ) - (166.853.148 ) Depati Amir Sultan Thaha - - - (361.631.944 ) (361.631.944 ) - (361.631.944 ) Sultan Thaha Sultan Iskandar Muda - - - (423.287.038 ) (423.287.038 ) - (423.287.038 ) Sultan Iskandar Muda Raja Haji Fisabilillah - - - (701.845.812 ) (701.845.812 ) - (701.845.812 ) Raja Haji Fisabilillah Silangit - - - (137.935.550 ) (137.935.550 ) - (137.935.550 ) Silangit

Sub-total - - - (125.141.359.925 ) (125.141.359.925 ) - (125.141.359.925 ) Sub-total

Beban pajak final - - - (82.437.161.477 ) (82.437.161.477 ) - (82.437.161.477) Final tax expenses Pendapatan pendanaan - - - 62.441.565.118 62.441.565.118 - 62.441.565.118 Finance income Share in profit of Bagian laba entitas asosiasi - - - 9.715.826.977 9.715.826.977 - 9.715.826.977 associated entities Beban pendanaan - - - (1.444.247.037 ) (1.444.247.037 ) - (1.444.247.037) Finance expenses Beban pajak penghasilan - - - (578.871.599.555 ) (578.871.599.555 ) - (578.871.599.555) Income tax expenses

Laba (Rugi) 583.911.710.275 1.387.938.618.761 101.240.171.994 ( 385.767.468.755 ) 1.687.323.032.275 - 1.687.323.032.275 Profit (Loss)

Aset segmen Segment Assets Soekarno-Hatta 2.876.810.566.952 (47.989.646.552 ) 2.828.820.920.400 Soekarno-Hatta Kualanamu 4.450.145.456.449 (11.556.881.297 ) 4.438.588.575.152 Kualanamu Halim Perdanakusuma 143.323.019.602 (4.676.036.618 ) 138.646.982.984 Halim Perdanakusuma Kantor pusat 9.788.425.371.019 (58.068.898.147 ) 9.730.356.472.872 Head office Sultan Mahmud Badaruddin II 515.177.269.301 (1.938.810.170 ) 513.238.459.131 Sultan Mahmud Badaruddin II Sultan Syarif Kasim II 630.570.481.586 (500.385.721 ) 630.070.095.865 Sultan Syarif Kasim II Minangkabau 572.612.991.192 (944.704.102 ) 571.668.287.090 Minangkabau Husein Sastranegara 77.964.311.176 - 77.964.311.176 Husein Sastranegara Supadio 267.323.092.844 (666.182.618 ) 266.656.910.226 Supadio Depati Amir 196.960.927.493 (46.489.825 ) 196.914.437.668 Depati Amir Sultan Thaha 165.548.906.738 (170.877.280 ) 165.378.029.458 Sultan Thaha Sultan Iskandar Muda 419.056.776.056 (106.907.065 ) 418.949.868.991 Sultan Iskandar Muda Raja Haji Fisabilillah 212.106.645.301 - 212.106.645.301 Raja Haji Fisabilillah Silangit 81.402.892.305 - 81.402.892.305 Silangit

Total 20.397.428.708.014 (126.665.819.395 ) 20.270.762.888.619 Total

Liabilitas segmen Segment Liabilities

Soekarno-Hatta (619.359.442.200) 47.989.646.552 (571.369.795.648) Soekarno Hatta Kualanamu (84.365.527.144) 11.556.881.297 (72.808.645.847) Kualanamu Halim Perdanakusuma (22.438.511.756) 4.676.036.618 (17.762.475.138) Halim Perdanakusuma Kantor pusat (3.301.259.510.116) 50.090.390.966 (3.251.169.119.150) Head office Sultan Mahmud Badaruddin II (31.632.936.058) 1.938.810.170 (29.694.125.888) Sultan Mahmud Badaruddin II Sultan Syarif Kasim II (33.734.830.275) 500.385.721 (33.234.444.554) Sultan Syarif Kasim II Minangkabau (14.681.765.676) 944.704.102 (13.737.061.574) Minangkabau Husein Sastranegara (15.949.564.237) - (15.949.564.237) Husein Sastranegara Supadio (12.028.864.529) 666.182.618 (11.362.681.911) Supadio Depati Amir (7.430.180.634) 46.489.825 (7.383.690.809) Depati Amir Sultan Thaha (3.633.150.175) 170.877.280 (3.462.272.895) Sultan Thaha Sultan Iskandar Muda (3.594.441.902) 106.907.065 (3.487.534.837) Sultan Iskandar Muda Raja Haji Fisabilillah (3.486.530.258) - (3.486.530.258) Raja Haji Fisabilillah Silangit (85.680.556) - (85.680.556) Silangit

Total (4.153.680.935.516) 118.687.312.214(4.034.993.623.302) Total

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45. INFORMASI SEGMEN (lanjutan) 45. SEGMENT INFORMATION (continued) 2014


Pendapatan Revenues Soekarno-Hatta 2.287.485.355.508 1.304.806.660.672 47.555.930.654 - 3.639.847.946.834 (54.542.041.909 ) 3.585.305.904.925 Soekarno-Hatta Kualanamu 373.995.047.586 128.171.073.686 32.876.032.883 - 535.042.154.155 (10.907.175.527 ) 524.134.978.628 Kualanamu Sultan Syarif Kasim II 77.583.138.237 40.371.285.156 7.437.853.158 - 125.392.276.551 (3.858.421.157 ) 121.533.855.394 Sultan Syarif Kasim II Halim Perdanakusuma 54.859.635.384 64.855.542.766 1.002.929.148 - 120.718.107.298 (3.622.338.244 ) 117.095.769.054 Halim Perdanakusuma Sultan Mahmud Badaruddin II 70.163.218.489 40.236.127.249 7.658.541.693 - 118.057.887.431 (4.980.927.634 ) 113.076.959.797 Sultan Mahmud Badaruddin II Minangkabau 67.042.243.213 21.245.500.479 6.516.671.564 - 94.804.415.256 (3.151.798.610 ) 91.652.616.646 Minangkabau Husein Sastranegara 61.966.235.779 13.008.914.846 1.290.951.713 - 76.266.102.338 (2.190.058.149 ) 74.076.044.189 Husein Sastranegara Supadio 45.800.574.946 21.922.960.124 8.323.872.214 - 76.047.407.284 (2.615.969.018 ) 73.431.438.266 Supadio Kantor pusat 85.130.747 63.455.734.266 - - 63.540.865.013 - 63.540.865.013 Head office Sultan Thaha 16.718.056.635 14.510.234.285 2.890.133.799 - 34.118.424.719 (682.134.605 ) 33.436.290.114 Sultan Thaha Depati Amir 18.088.633.531 10.000.318.092 1.710.371.568 - 29.799.323.191 (546.846.720 ) 29.252.476.471 Depati Amir Sultan Iskandar Muda 16.261.509.920 8.056.765.807 979.119.289 - 25.297.395.016 (372.026.832 ) 24.925.368.184 Sultan Iskandar Muda Raja Haji Fisabilillah 4.220.151.647 3.274.887.815 1.317.368.100 - 8.812.407.562 - 8.812.407.562 Raja Haji Fisabilillah Silangit 163.352.219 76.288.357 - - 239.640.576 - 239.640.576 Silangit

Total 3.094.432.283.841 1.733.992.293.600 119.559.775.783 - 4.947.984.353.224 (87.469.738.405 ) 4.860.514.614.819 Total

Beban Expenses Beban pegawai Employee expenses Soekarno-Hatta 285.502.761.284 42.069.054.021 6.617.830.862 - 334.189.646.167 - 334.189.646.167 Soekarno-Hatta Kualanamu 67.541.208.758 6.332.391.809 8.817.307.746 - 82.690.908.313 - 82.690.908.313 Kualanamu Sultan Syarif Kasim II 25.022.304.491 6.896.596.515 314.969.377 - 32.233.870.383 - 32.233.870.383 Sultan Syarif Kasim II Halim Perdanakusuma 21.609.463.020 5.881.917.216 - - 27.491.380.236 - 27.491.380.236 Halim Perdanakusuma Sultan Mahmud Badaruddin II 23.661.263.430 6.521.469.155 297.837.212 - 30.480.569.797 - 30.480.569.797 Sultan Mahmud Badaruddin II Minangkabau 23.127.504.377 6.374.355.573 291.118.496 - 29.792.978.446 - 29.792.978.446 Minangkabau Husein Sastranegara 18.837.826.037 2.150.135.689 207.105.039 - 21.195.066.765 - 21.195.066.765 Husein Sastranegara Supadio 18.971.929.705 5.228.364.196 238.803.695 - 24.439.097.596 - 24.439.097.596 Supadio Kantor pusat 197.989.760.802 105.348.760.922 7.649.742.905 - 310.988.264.629 - 310.988.264.629 Head office Sultan Thaha 15.264.767.466 247.260.385 - - 15.512.027.851 - 15.512.027.851 Sultan Thaha Depati Amir 15.096.949.676 244.542.054 - - 15.341.491.730 - 15.341.491.730 Depati Amir Sultan Iskandar Muda 17.520.087.902 4.828.850.884 220.534.890 - 22.569.473.676 - 22.569.473.676 Sultan Iskandar Muda Raja Haji Fisabilillah 13.517.781.055 225.447.362 400.346.415 - 14.143.574.832 - 14.143.574.832 Raja Haji Fisabilillah Silangit 702.302.953 7.519.579 - - 709.822.532 - 709.822.532 Silangit

Sub-total 744.365.910.956 192.356.665.360 25.055.596.637 - 961.778.172.953 - 961.778.172.953 Sub-total

Beban operasional Operating expenses Soekarno-Hatta 598.447.731.001 204.255.806.876 11.113.612.263 - 813.817.150.140 (5.145.917.594) 808.671.232.546 Soekarno-Hatta Kualanamu 294.363.125.091 46.313.285.036 11.491.782.469 - 352.168.192.596 (6.865.993.783 ) 345.302.198.813 Kualanamu Sultan Syarif Kasim II 47.061.352.277 14.166.827.030 1.167.127.842 - 62.395.307.149 (1.688.517.727 ) 60.706.789.422 Sultan Syarif Kasim II Halim Perdanakusuma 33.010.339.214 9.696.589.332 - - 42.706.928.546 - 42.706.928.546 Halim Perdanakusuma Sultan Mahmud Badaruddin II 60.449.686.136 18.197.102.422 1.499.160.316 - 80.145.948.874 (2.341.941.364 ) 77.804.007.510 Sultan Mahmud Badaruddin II Minangkabau 69.040.244.657 20.783.108.789 1.712.207.318 - 91.535.560.764 (2.072.439.370 ) 89.463.121.394 Minangkabau Husein Sastranegara 25.910.100.010 3.932.779.503 568.863.160 - 30.411.742.673 (2.190.058.149 ) 28.221.684.524 Husein Sastranegara Supadio 22.799.203.405 6.860.791.068 565.377.017 - 30.225.371.490 (1.793.997.098 ) 28.431.374.392 Supadio Kantor pusat 69.590.107.637 37.028.337.133 2.688.757.388 - 109.307.202.158 - 109.307.202.158 Head office Sultan Thaha 18.877.313.698 888.267.481 - - 19.765.581.179 - 19.765.581.179 Sultan Thaha Depati Amir 16.055.091.779 755.468.504 - - 16.810.560.283 - 16.810.560.283 Depati Amir Sultan Iskandar Muda 24.667.042.935 7.425.492.760 611.745.970 - 32.704.281.665 - 32.704.281.665 Sultan Iskandar Muda Raja Haji Fisabilillah 19.583.829.241 932.833.453 240.593.137 - 20.757.255.831 - 20.757.255.831 Raja Haji Fisabilillah Silangit 15.019.336.777 159.469.776 - - 15.178.806.553 - 15.178.806.553 Silangit

Sub-total 1.314.874.503.858 371.396.159.163 31.659.226.880 - 1.717.929.889.901 (22.098.865.085 ) 1.695.831.024.816 Sub-total

Beban administrasi dan umum General and administrative expenses Soekarno-Hatta 215.207.145.849 126.792.895.632 3.547.812.931 - 345.547.854.412 (49.396.124.314 ) 296.151.730.098 Soekarno-Hatta Kualanamu 55.126.981.911 10.551.017.008 1.323.243.587 - 67.001.242.506 (4.041.181.745 ) 62.960.060.761 Kualanamu Sultan Syarif Kasim II 12.022.581.655 4.876.263.304 969.329.198 - 17.868.174.157 (2.169.903.430 ) 15.698.270.727 Sultan Syarif Kasim II Halim Perdanakusuma 22.041.788.582 8.272.960.463 - - 30.314.749.045 (3.622.338.244 ) 26.692.410.801 Halim Perdanakusuma Sultan Mahmud BadaruddinII 11.552.064.079 4.685.425.126 931.393.384 - 17.168.882.589 (2.638.986.270 ) 14.529.896.319 Sultan Mahmud Badaruddin II Minangkabau 6.939.369.288 2.814.552.879 559.491.585 - 10.313.413.752 (1.079.359.240 ) 9.234.054.512 Minangkabau Husein Sastranegara 4.507.297.433 1.313.795.565 333.901.839 - 6.154.994.837 - 6.154.994.837 Husein Sastranegara Supadio 4.467.207.347 1.528.133.111 343.896.791 - 6.339.237.249 (821.971.920 ) 5.517.265.329 Supadio Kantor pusat 314.162.685.525 167.163.440.744 12.138.323.544 - 493.464.449.813 - 493.464.449.813 Head office Sultan Thaha 5.137.854.515 1.082.267.461 - - 6.220.121.976 (682.134.605 ) 5.537.987.371 Sultan Thaha Depati Amir 4.219.847.731 888.893.191 - - 5.108.740.922 (546.846.720 ) 4.561.894.202 Depati Amir Sultan Iskandar Muda 3.277.096.711 1.329.164.309 264.218.253 - 4.870.479.273 (372.026.832 ) 4.498.452.441 Sultan Iskandar Muda Raja Haji Fisabilillah 1.945.304.709 500.057.984 428.623.421 - 2.873.986.114 - 2.873.986.114 Raja Haji Fisabilillah Silangit 1.754.504.411 280.900.218 - - 2.035.404.629 - 2.035.404.629 Silangit

Sub-total 662.361.729.746 332.079.766.995 20.840.234.533 - 1.015.281.731.274 (65.370.873.320 ) 949.910.857.954 Sub-total

Beban pemasaran - - - 2.200.984.837 2.200.984.837 - 2.200.984.837 Marketing expenses

Total beban 2.721.602.144.560 895.832.591.518 77.555.058.050 2.200.984.837 3.697.190.778.965 (87.469.738.405 ) 3.609.721.040.560 Total expenses

Hasil segmen 372.830.139.281 838.159.702.082 42.004.717.733 (2.200.984.837) 1.250.793.574.259 - 1.250.793.574.259 Segment result

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2014 (Lanjutan/continued)


Pendapatan (beban) lain-lain Other income (expenses) Pendapatan lain-lain Other income

Soekarno-Hatta - - - 172.943.623.852 172.943.623.852 - 172.943.623.852 Soekarno-Hatta Kualanamu - - - 9.984.757.138 9.984.757.138 - 9.984.757.138 Kualanamu Sultan Syarif Kasim II - - - 327.009.983 327.009.983 - 327.009.983 Sultan Syarif Kasim II Halim Perdanakusuma - - - 924.251.293 924.251.293 - 924.251.293 Halim Perdanakusuma Sultan Mahmud Badaruddin II - - - (374.608.902) (374.608.902) - (374.608.902) Sultan Mahmud Badaruddin II Minangkabau - - - 101.108.322 101.108.322 - 101.108.322 Minangkabau Husein Sastranegara - - - 391.942.712 391.942.712 - 391.942.712 Husein Sastranegara Supadio - - - 1.998.501.401 1.998.501.401 - 1.998.501.401 Supadio Kantor pusat - - - 95.235.253.791 95.235.253.791 - 95.235.253.791 Head office Sultan Thaha - - - 100.979.956 100.979.956 - 100.979.956 Sultan Thaha Depati Amir - - - 120.792.614 120.792.614 - 120.792.614 Depati Amir Sultan Iskandar Muda - - - 884.032.836 884.032.836 - 884.032.836 Sultan Iskandar Muda Raja Haji Fisabilillah - - - 164.977.407 164.977.407 - 164.977.407 Raja Haji Fisabilillah Silangit - - - 9.870.415 9.870.415 - 9.870.415 Silangit

Sub-total - - - 282.812.492.818 282.812.492.818 282.812.492.818 Sub-total

Beban lain-lain Other expenses

Soekarno-Hatta - - - (9.626.211.669) (9.626.211.669) - (9.626.211.669) Soekarno-Hatta Kualanamu - - - (854.810.127) (854.810.127) - (854.810.127) Kualanamu Sultan Syarif Kasim II - - - (710.552.803) (710.552.803) - (710.552.803) Sultan Syarif Kasim II Halim Perdanakusuma - - - (551.168.784) (551.168.784) - (551.168.784) Halim Perdanakusuma Sultan Mahmud Badaruddin II - - - (842.441.879) (842.441.879) - (842.441.879) Sultan Mahmud Badaruddin II Minangkabau - - - (979.137.817) (979.137.817) - (979.137.817) Minangkabau Husein Sastranegara - - - (625.256.455) (625.256.455) - (625.256.455) Husein Sastranegara Supadio - - - (326.596.548) (326.596.548) - (326.596.548) Supadio Kantor pusat - - - (103.333.940.923) (103.333.940.923) - (103.333.940.923) Head office Sultan Thaha - - - (200.476.867) (200.476.867) - (200.476.867) Sultan Thaha Depati Amir - - - (338.627.655) (338.627.655) - (338.627.655) Depati Amir Sultan Iskandar Muda - - - (418.991.372) (418.991.372) - (418.991.372) Sultan Iskandar Muda Raja Haji Fisabilillah - - - (333.767.451) (333.767.451) - (333.767.451) Raja Haji Fisabilillah Silangit - - - (189.396.075) (189.396.075) - (189.396.075) Silangit

Sub-total - - - (119.331.376.425) (119.331.376.425) - (119.331.376.425) Sub-total

Pendapatan keuangan, bersih - - - 99.590.827.236 99.590.827.236 - 99.590.827.236 Finance income, net Beban pajak final - - - (46.750.671.571) (46.750.671.571) - (46.750.671.571) Final tax expenses Share in profit of the Bagian laba entitas asosiasi - - - 8.306.878.202 8.306.878.202 - 8.306.878.202 associated entities Beban pendanaan - - - (919.828.748) (919.828.748) - (919.828.748) Finance expenses Beban pajak penghasilan - - - (347.732.024.319) (347.732.024.319) - (347.732.024.319) Income tax expenses

Laba tahun berjalan 372.830.139.281 838.159.702.082 42.004.717.733 (126.224.687.644 ) 1.126.769.871.452 - 1.126.769.871.452 Profit for the year

Aset segmen Segment Assets

Soekarno-Hatta 2.625.341.963.447 (36.884.162.268 ) 2.588.457.801.179 Soekarno-Hatta Kualanamu 3.432.381.316.602 (5.403.109.550 ) 3.426.978.207.052 Kualanamu Sultan Syarif Kasim II 523.781.133.583 (390.534.872 ) 523.390.598.711 Sultan Syarif Kasim II Halim Perdanakusuma 124.730.850.071 (1.026.467.434 ) 123.704.382.637 Halim Perdanakusuma Sultan Mahmud Badaruddin II 619.048.306.609 (4.449.496 ) 619.043.857.113 Sultan Mahmud Badaruddin II Minangkabau 614.485.146.525 (3.782.683 ) 614.481.363.842 Minangkabau Husein Sastranegara 76.714.201.110 - 76.714.201.110 Husein Sastranegara Supadio 264.884.303.414 (15.780.482 ) 264.868.522.932 Supadio Kantor pusat 6.842.864.459.268 (38.578.733.210 ) 6.804.285.726.058 Head office Sultan Thaha 97.817.735.849 (14.386.848 ) 97.803.349.001 Sultan Thaha Depati Amir 134.405.154.517 - 134.405.154.517 Depati Amir Sultan Iskandar Muda 350.094.722.129 (10.385.590 ) 350.084.336.539 Sultan Iskandar Muda Raja Haji Fisabilillah 215.946.052.780 - 215.946.052.780 Raja Haji Fisabilillah Silangit 92.352.008.494 - 92.352.008.494 Silangit

Total 16.014.847.354.398 (82.331.792.433) 15.932.515.561.965 Total

Liabilitas segmen Segment Liabilities

Soekarno-Hatta (644.960.754.347 ) 28.336.573.801 (616.624.180.546 ) Soekarno-Hatta Kualanamu (97.868.779.519 ) 4.370.932.093 (93.497.847.426 ) Kualanamu Sultan Syarif Kasim II (42.091.443.859 ) 315.929.446 (41.775.514.413 ) Sultan Syarif Kasim II Halim Perdanakusuma (28.715.118.905 ) 830.377.287 (27.884.741.618 ) Halim Perdanakusuma Sultan Mahmud Badaruddin II (23.483.891.754 ) 3.599.491 (23.480.292.263 ) Sultan Mahmud Badaruddin II Minangkabau (17.274.242.179 ) 3.060.062 (17.271.182.117 ) Minangkabau Husein Sastranegara (12.576.087.839 ) - (12.576.087.839 ) Husein Sastranegara Supadio (14.998.588.391 ) 12.765.874 (14.985.822.517 ) Supadio Kantor pusat (2.346.411.372.183 ) 40.460.007.137 (2.305.951.365.046) Head office Sultan Thaha (5.506.622.986 ) 11.638.471 (5.494.984.515 ) Sultan Thaha Depati Amir (4.185.566.783 ) (4.185.566.783 ) Depati Amir Sultan Iskandar Muda (5.988.536.960 ) 8.401.590 (5.980.135.370 ) Sultan Iskandar Muda Raja Haji Fisabilillah (3.434.050.993 ) - (3.434.050.993 ) Raja Haji Fisabilillah Silangit 47.019.930 - 47.019.930 Silangit

Total (3.247.448.036.768) 74.353.285.252 (3.173.094.751.516) Total

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46. TUJUAN DAN KEBIJAKAN MANAJEMEN RISIKO KEUANGAN

46. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES

MANAJEMEN RISIKO RISK MANAGEMENT

Liabilitas keuangan pokok Kelompok Usaha terdiri dari utang usaha, utang lain-lain, biaya yang masih harus dibayar, liabilitas imbalan kerja jangka pendek, utang bank dan utang jaminan. Tujuan utama dari liabilitas keuangan tersebut adalah untuk mengumpulkan dana untuk operasi Kelompok Usaha. Kelompok Usaha juga memiliki berbagai aset keuangan seperti kas dan setara kas, piutang usaha dan piutang lain-lain yang timbul secara langsung dari kegiatan usahanya. Kegiatan Kelompok Usaha mencakup aktivitas pengambilan risiko dengan sasaran tertentu dengan pengelolaan yang profesional. Fungsi Utama dari manajemen risiko Kelompok Usaha adalah untuk mengidentifikasi seluruh risiko kunci, mengukur risiko-risiko ini dan mengelola posisi risiko. Kelompok Usaha secara rutin menelaah kebijakan dan sistem manajemen risiko untuk menyesuaikan dengan perubahan di pasar dan praktik pasar terbaik.

The principal financial liabilities of the Group consist of trade payables, other payables, accrued expenses, short-term employee benefit liabilities, bank loans and security deposits. The main purpose of these financial liabilities is to raise funds for the operations of the Group. The Group also has various financial assets such as cash and cash equivalents, trade receivables and other receivables, which arise directly from its operations.

The Group’s activities involve taking on risks in a

targeted manner and managing them professionally. The main functions of the Group’s risk management are to identify all key risks for the Group, measure these risks and manage the risk positions. The Group regularly reviews its risk management policies and systems to reflect changes in markets and best practices.

Tujuan Kelompok Usaha dalam mengelola risiko keuangan adalah untuk mencapai keseimbangan yang sesuai antara risiko dan tingkat pengembalian dan meminimalisasi potensi efek memburuknya kinerja keuangan Kelompok Usaha.

The Group’s aim in managing the financial risks is to achieve an appropriate balance between risk and return, and minimize potential adverse effects on the Group’s financial performance.

Kelompok Usaha mendefinisikan risiko keuangan sebagai kemungkinan kerugian atau laba yang hilang, yang disebabkan oleh faktor internal dan eksternal yang berpotensi negatif terhadap pencapaian tujuan Kelompok Usaha.

The Group defines financial risk as the possibility of lossess or profits foregone, which may be caused by internal or external factors which might have negative potential impact to the achievement of the Group’s objectives.

Direksi menyediakan kebijakan tertulis manajemen risiko secara keseluruhan termasuk kebijakan tertulis untuk area khusus seperti risiko mata uang asing, risiko tingkat bunga, risiko kredit dan risiko likuiditas instrumen keuangan. Masing-masing unit usaha melaksanakan manajemen risiko berdasarkan kebijakan-kebijakan yang disetujui oleh Direksi. Biro Manajemen Risiko & Kepatuhan (“BMRK”) memonitor pelaksanaan manajemen risiko yang dilaksanakan oleh Kelompok Usaha.

The Directors provide written policies for overall risk management, as well as written policies covering specific areas, such as foreign curreny risk, interest rate risk, credit risk and liquidity risk of financial instruments. Each business unit carries out the risk management based on the written policies approved by the Board of DircetorsRisk Management and Compliance Bureau monitors the risk management carried out by the Group.

Risiko yang berasal dari instrumen keuangan Kelompok Usaha adalah risiko keuangan termasuk diantaranya adalah risiko pasar, risiko kredit dan risiko likuiditas.

The risks arising from financial instruments to which the Group is exposed are market risk, credit risk and liquidity risk.

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46. TUJUAN DAN KEBIJAKAN MANAJEMEN RISIKO KEUANGAN (lanjutan)

46. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (continued)

MANAJEMEN RISIKO (lanjutan) RISK MANAGEMENT (continued)

a. Risiko mata uang asing a. Foreign currency risk

Risiko mata uang adalah risiko dimana nilai wajar atau arus kas masa datang dari suatu instrumen keuangan akan berfluktuasi akibat perubahan nilai tukar mata uang. Kelompok Usaha mempunyai saldo kas dan setara kas, piutang dan utang dalam mata uang asing terutama dalam Dollar Amerika Serikat. Kelompok Usaha memonitor secara ketat fluktuasi dari nilai tukar mata uang asing dan ekspektasi pasar sehingga dapat mengambil langkah-langkah yang akan menguntungkan Kelompok Usaha pada waktu yang tepat. Manajemen tidak menganggap perlu untuk melakukan transaksi forward/swap mata uang asing saat ini.

Foreign currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in currency exchange rates. The Group had outstanding cash and cash equivalents, receivables and payables denominated in foreign currencies mostly in the United States Dollar. The Group closely monitors the foreign exchange rate fluctuation and market expectation so it can take necessary actions that will benefit the Group in due time. The management currently does not consider the necessity to enter into any currency forward/swaps.

b. Risiko tingkat suku bunga b. Interest rate risk

Risiko tingkat suku bunga adalah risiko dimana

nilai wajar atau arus kas masa datang dari suatu instrumen keuangan akan berfluktuasi akibat perubahan suku bunga pasar.

Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market interest rates.

Perusahaan memiliki eksposur terhadap risiko

perubahan suku bunga pasar yang berkaitan dengan kas dan setara kas dan utang bank.

Saat ini, Perusahaan belum memiliki kebijakan

formal untuk lindung nilai risiko tingkat suku bunga.

The Company is exposed to the risk of changes in market interest rates related to cash and cash equivalents and bank loans.

Currently, the Company does not yet have a

formal policy to hedge interest rate risk.

Pergerakan tingkat suku bunga diawasi untuk meminimalisasi dampak negatif terhadap posisi keuangan Perusahaan. Pinjaman dalam berbagai tingkat suku bunga menyebabkan Perusahaan terekspos risiko tingkat bunga. Untuk mengukur risiko pasar atas pergerakan suku bunga, Perusahaan melakukan analisis pada pergerakan marjin tingkat bunga dan profil jatuh tempo aset dan liabilitas keuangan berdasarkan jadwal perubahan suku bunga.

Interest rate movements are monitored to minimize any negative impact on the Company’s financial position. Borrowings at different interest rates caused the Company exposed to interest rate risk. To measure the market risk of interest rate movements, the Company conducts analysis on interest margin and the maturity profile of financial assets and liabilities based on schedule changes in interest rates.

Perusahaan menghadapi risiko tingkat suku

bunga atas penarikan pinjaman jangka panjang dari fasilitas Pinjaman Berjangka (“PB”) sebesar Rp1.221.642.706.791 pada tanggal 31 Desember 2015 dan Rp423.000.000.000 pada tanggal 31 Desember 2014. Perusahaan dikenakan bunga sebesar LPS + margin 2% oleh EIB, SMI dan IIF, dan sebesar LPS + margin 2,45% oleh Maybank.

The Company is exposed to the interest rate risk for the interest-bearing loans drawdowns from the Term Loan Facility (“PB”) totaling Rp1,221,642,706,791 as of December 31, 2015 and Rp423,000,000,000 as of December 31, 2014. The loans bear interest at LPS + margin of 2% by EIB, SMI and IIF, and bear interest at LPS + margin of 2.45% by Maybank.

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46. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (lanjutan)


b. Risiko tingkat suku bunga (lanjutan) b. Interest rate risk (continued)

Pada tanggal 31 Desember 2015, jika tingkat bunga atas pinjaman lebih tinggi/rendah 1% dan variabel lain dianggap tetap, laba setelah pajak untuk tahun berjalan akan lebih rendah/tinggi sebesar Rp907.096.378, terutama sebagai akibat tingginya/rendahnya beban bunga dari pinjaman dengan suku bunga mengambang.

As at December 31, 2015, if interest rates on Rupiah-denominated borrowings had been 1% higher/lower with all other variables held constant, profit after tax for the year would have been Rp907,096,378 lower/higher, mainly as a result of higher/lower interest expense on floating rate borrowings.

c. Risiko kredit c. Credit risk

Risiko kredit adalah risiko bahwa Kelompok Usaha akan mengalami kerugian yang timbul dari pelanggan atau counterparty yang gagal memenuhi kewajiban kontraktual mereka. Risiko kredit terutama berasal dari piutang usaha dari para pelanggan sehubungan dengan Pendapatan usaha pelayanan jasa kebandar udaraan dan jasa terkaitnya.

Credit risk is the risk that the Group will incur a loss arising from its customers’ or counterparties’ failure to fulfill their contractual obligations. Credit risk arises mainly from trade receivables from customers relating to operating revenues of airport services and its related services.

Kelompok Usaha terekspos risiko kredit terutama dari piutang usaha dan piutang lain-lain. Risiko kredit dikendalikan dengan pengawasan terus menerus atas saldo dan penagihan piutang usaha dan piutang lain-lain.

The Group are exposed to credit risk mainly from trade receivables and other receivables. Credit risk is controlled by the continuous monitoring and billing accounts receivable balances and other receivables.

Tabel di bawah ini menunjukkan risiko kredit maksimum untuk komponen-komponen dari laporan posisi keuangan konsolidasian pada tanggal 31 Desember 2015:

The table below shows the maximum exposure to credit risk on the components of the consolidated statement of financial position as of December 31, 2015:


< 1 tahun/ 1-2 tahun/ > 3 tahun/ Total/ < 1 year 1-2 years > 3 years Total

Kas dan setara kas 2.930.498.090.526 - - 2.930.498.090.526 Cash and cash equivalent Piutang usaha 494.012.877.203 - - 494.012.877.203 Trade receivables Piutang lain-lain 49.798.494.145 - - 49.798.494.145 Other receivables Pendapatan yang masih

harus diterima 454.426.993.457 - - 454.426.993.457 Accrued income

Total 3.928.736.455.331 - - 3.928.736.455.331 Total



Kas dan setara kas 1.030.570.810.965 - - 1.030.570.810.965 Cash and cash equivalent Piutang usaha 456.111.876.837 - - 456.111.876.837 Trade receivables Piutang lain-lain 64.499.586.203 - - 64.499.586.203 Other receivables Pendapatan yang masih harus diterima 230.400.596.328 - - 230.400.596.328 Accrued income

Total 1.781.582.870.333 - - 1.781.582.870.333 Total

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c. Risiko kredit (lanjutan) c. Credit risk (continued)

Manajemen Kelompok Usaha yakin akan kemampuannya untuk mengawasi dan mempertahankan eksposur risiko kredit yang minimal, dimana Kelompok Usaha telah menyediakan provisi yang memadai untuk menutupi kerugian yang timbul dari piutang yang tidak tertagih.

The Group’s management is confident in its ability to control and sustain minimal exposure of credit risk, which the Group has provided sufficient provision to cover losses arising from uncollectible accounts receivable based on historical loss data.

d. Risiko likuiditas d. Liquidity risk

Kelompok Usaha mengelola profil likuiditasnya untuk dapat membiayai pengeluaran modalnya dan membayar utang yang jatuh tempo dengan menjaga kecukupan kas, dan ketersediaan pendanaan melalui analisa proyeksi keuangan yang dilakukan pada awal tahun.

The Group manages its liquidity profile to be able to finance its capital expenditure and service its maturing debts by maintaining sufficient cash, and the availability of funding through an analysis of financial projection which is performed at the beginning of the year.

Kelompok Usaha secara berkala mengevaluasi proyeksi arus kas dan arus kas aktual untuk memastikan ketersediaan dana untuk memenuhi kebutuhan operasional dan pembayaran liabilitas yang jatuh tempo. Secara umum, dana yang dibutuhkan untuk melunasi liabilitas jangka pendek diperoleh dari kegiatan penjualan jasa kebandar udaraan kepada pelanggan. Kelompok Usaha juga melakukan analisa rasio-rasio likuiditas laporan posisi keuangan, dalam rangka memenuhi persyaratan yang terdapat di perjanjian kredit pinjaman.

The Group regularly evaluates its projected and actual cash flow information to ensure the availability of funds for its operations and to settle its maturing obligations. In general, the funds needed to settle the current liabilities are obtained from sales airport services activities to customers. The Group also analyzes liquidity ratios in accordance to comply with the requirements stated in loan credit agreements.

Tabel di bawah ini merupakan jadwal jatuh tempo liabilitas keuangan Kelompok Usaha berdasarkan pembayaran kontraktual semula yang tidak didiskontokan.

The table below summarizes the maturity profile of the Group’s financial liabilities based on original contractual undiscounted amounts to be paid.



Utang usaha 18.378.405.859 - - 18.378.405.859 Trade payables Utang lain-lain 232.233.951.514 - - 232.233.951.514 Other payables Beban akrual 1.530.210.610.792 - - 1.530.210.610.792 Accrued expenses Pinjaman jangka panjang - - 1.197.640.648.209 1.197.640.648.209 Long-term loans Utang jaminan pelanggan - - 22.734.113.392 22.734.113.392 Customers’ deposits Liabilitas imbalan kerja Short-term employee jangka pendek 145.449.882.394 - - 145.449.882.394 benefit liability

Total 1.926.272.850.559 - 1.220.374.761.601 3.146.647.612.160 Total 31 Desember 2014/December 31, 2014


Utang usaha 24.323.700.220 - - 24.323.700.220 Trade payables Utang lain-lain 318.173.204.449 - - 318.173.204.449 Other payables Beban akrual 1.443.084.598.200 - - 1.443.084.598.200 Accrued expenses Pinjaman jangka panjang - - 423.000.000.000 423.000.000.000 Long-term loans Utang jaminan pelanggan - - 17.146.417.705 17.146.417.705 Customers’ deposit Liabilitas imbalan kerja Short-term employee jangka pendek 132.052.528.668 - - 132.052.528.668 benefit liability

Total 1.917.634.031.537 - 440.146.417.705 2.357.780.449.242 Total

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MANAJEMEN MODAL CAPITAL MANAGEMENT

Ekuitas yang dapat diatribusikan kepada pemilik entitas induk merupakan modal yang dikelola oleh Kelompok Usaha. Tujuan utama pengelolaan modal Kelompok Usaha adalah untuk memastikan pemeliharaan rasio modal yang sehat untuk mendukung usaha dan memaksimalkan nilai pemegang saham.

The equity attributable to the equity holders of the parent company is the capital managed by the Group. The primary objective of the Group’s capital management is to ensure that it maintains healthy capital ratios in order to support its business and maximize shareholder value.

Kelompok Usaha mengelola struktur permodalan dan melakukan penyesuaian, berdasarkan perubahan kondisi ekonomi.

The Group manages its capital structure and makes adjustments to it, in light of changes in economic conditions.

Selain itu, Undang-undang Perseroan Terbatas Republik Indonesia No. 1/1995 yang diterbitkan pada Maret 1995 dan telah diubah dengan Undang-undang No. 40/2007 yang diterbitkan Agustus 2007, mensyaratkan pembentukan cadangan umum dari laba netto sejumlah minimal 20% dari modal ditempatkan dan disetor perusahaan. Tidak ada batasan waktu untuk membentuk cadangan tersebut.

In addition to Corporation Law No. 1/1995 on limited liability companies of the Republic of Indonesia published in March 1995 and amended by Law No. 40/2007 issued in August 2007 requires the establishment of general reserve from net income amounting to at least 20% of a company's issued and paid-up capital. There is no time limit on the establishment of the reserve.

47. NILAI WAJAR INSTRUMEN KEUANGAN 47. FAIR VALUE OF FINANCIAL INSTRUMENTS

Tabel berikut menyajikan nilai tercatat, yang mendekati estimasi nilai wajar, dari instrumen keuangan Kelompok Usaha:

The following table sets out the carrying values, which approximate the estimated fair values, of the Group’s financial instruments:



Aset keuangan Financial assets Pinjaman yang diberikan dan piutang Loans and receivables Kas dan setara kas 2.930.498.090.526 1.030.570.810.965 Cash and cash equivalents Piutang usaha 494.012.877.203 456.111.876.837 Trade receivable Piutang lain-lain 49.798.494.145 64.499.586.203 Other receivables Uang muka 28.654.912.318 46.090.660.505 Advance Aset keuangan tersedia untuk dijual 106.440.500.000 102.218.000.000 Available-for-sale financial assets Total 3.609.404.874.192 1.699.490.934.510 Total

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47. NILAI WAJAR INSTRUMEN KEUANGAN (lanjutan)

47. FAIR VALUE OF FINANCIAL INSTRUMENTS (continued)



Liabilitas keuangan Financial liabilities Liabilitas keuangan yang diukur dengan biaya perolehan Financial liabilities measured diamortisasi at amortized cost Utang usaha 18.378.405.859 24.323.700.220 Trade payables Utang lain-lain 232.233.951.514 318.173.204.449 Other payables Beban akrual 1.530.210.610.792 1.443.084.598.200 Accrued expenses Liabilitas imbalan kerja Short-term employees’ jangka pendek 145.449.882.394 132.052.528.668 benefit liabilities Pinjaman jangka panjang 1.197.640.648.209 423.000.000.000 Long-term loans Utang lain-lain 6.223.484.531 11.649.048.413 Other payables Utang jaminan pelanggan 22.734.113.392 17.146.417.705 Customers’ deposits Total 3.152.871.096.691 2.369.429.497.655 Total

Nilai wajar didefinisikan sebagai jumlah dimana instrumen tersebut dapat dipertukarkan di dalam transaksi terkini antara pihak yang berkeinginan dan memiliki pengetahuan yang memadai melalui suatu transaksi yang wajar, bukan dalam penjualan yang dipaksakan atau penjualan likuidasi.

Fair value is defined as the amount at which an instrument could be exchanged in a current arm’s length transaction between knowledgeable willing parties, other than in a forced or liquidation sale.

Metode-metode dan asumsi-asumsi di bawah ini digunakan untuk mengestimasi nilai wajar untuk masing-masing kelas instrumen keuangan:

The following methods and assumptions were used to estimate the fair value of each class of financial instruments:

a. Aset keuangan lancar dan liabilitas keuangan

jangka pendek a. Current financial assets and liabilities

Nilai wajar aset keuangan lancar dan liabilitas

keuangan jangka pendek yang akan jatuh tempo dalam waktu satu tahun atau kurang diasumsikan sama dengan nilai tercatatnya karena bersifat jangka pendek.

The fair values of current financial assets and liabilities with maturities of one year or less are assumed to be the same as their carrying amounts due to their short-term nature.

b. Aset keuangan tidak lancar dan liabilitas

keuangan jangka panjang b. Non-current financial assets and liabilities

Nilai wajar dari aset keuangan tidak lancar

dan liabilitas keuangan jangka panjang selain aset keuangan tersedia untuk dijual dan utang bank, diasumsikan sama dengan nilai tunai yang akan diterima atau dibayarkan karena saat jatuh temponya tidak dinyatakan dalam kontrak-kontrak terkait, sehingga tidak memungkinkan untuk menentukan kapan aset keuangan dan liabilitas keuangan jangka panjang tersebut akan direalisasi dan dilunasi.

The fair values of non-current financial assets and liabilities other than available for sale financial assets and bank loans are assumed to be the same as the cash amount that will be received or paid due to the fact that their maturities are not stated in the related contracts, therefore it is not possible to determine when the financial assets and financial liabilities will be realized and settled, respectively.

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47. NILAI WAJAR INSTRUMEN KEUANGAN (lanjutan)

47. FAIR VALUE OF FINANCIAL INSTRUMENTS (continued)

b. Aset keuangan tidak lancar dan liabilitas

keuangan jangka panjang (lanjutan) b. Non-current financial assets and liabilities

(continued)

Aset keuangan tersedia untuk dijual merupakan aset Perusahaan yang nilai wajarnya didasarkan atas kuotasi harga pasar terakhir pada tanggal 31 Desember 2015.

Available for sale financial assets represent the Company’s assets which its fair value are stated with last quoted market prices as of December 31, 2015.

Pinjaman jangka panjang yang memiliki suku bunga variabel disesuaikan dengan pergerakan suku bunga pasar sehingga nilai tercatatnya telah mendekati nilai wajar sedangkan pinjaman jangka panjang yang memiliki suku bunga tetap disajikan sebesar biaya perolehan diamortisasi dengan menggunakan metode SBE.

Long-term loans with floating interest rates are adjusted in the movements of market interest rates, thus the carrying values of its approximate their fair values, whereby long-term loans with fixed interest rates were carried at amortized costs using EIR.

48. PERJANJIAN-PERJANJIAN PENTING, KOMITMEN DAN KONTINJENSI

48. SIGNIFICANT AGREEMENTS, COMMITMENTS AND CONTINGENCIES

a. PT Mandara Jasindo Sena (“MJS”) a. PT Mandara Jasindo Sena (“MJS”)

Pada tanggal 5 Maret 1991, Perusahaan mengadakan perjanjian kerjasama pemanfaatan lahan Bandara Soekarno-Hatta seluas 150.000 m2 dengan MJS sesuai dengan Perjanjian Sewa Tanah No. SPKL.01/TU.308/PAPII-1991 (“SPKL.01”) dimana MJS menggunakan lahan tersebut untuk membangun dan mengusahakan fasilitas hotel, balai sidang dan perkantoran (“fasilitas”). Jangka waktu perjanjian adalah 30 tahun. Pemanfaatan lahan dibagi menjadi 2 tahap. Untuk tahap pertama dibahas dalam perjanjian ini sedangkan tahap kedua dibahas terpisah dalam Perjanjian Sewa Tanah No. SPKS.21/TU.208/APII-96 (“SPKS.21”) tanggal 1 Maret 1996.

On March 5, 1991, the Company entered into a land use agreement in Soekarno-Hatta Airport covering 150,000 m2 with MJS in accordance with the Land Lease Agreement No. SPKL.01/TU.308/PAPII-1991 (“SPKL.01”) whereas MJS used the land to build and commercialize hotel facilities, convention center, and office (“facilities”). The agreement is valid for 30 years. Land utilization divided into 2 phases. For the first phase was decribed in this agreement meanwhile for the second phase was described in Land Lease Agreement No. SPKS.21/TU.208/APII-96 (“SPKS.21”) dated March 1, 1996.

i. Tahap pertama meliputi lahan seluas

50.000 m2 untuk jangka waktu 30 tahun yang berakhir bulan Maret 2021. Perusahaan memperoleh kompensasi sebesar Rp10.800.000.000 dan konsesi sebesar persentase tertentu dari Pendapatan netto atas operasi komersial dari fasilitas, terhitung sejak dimulainya operasi komersial dari fasilitas.

i. The first phase covers an area of 50,000 m2 for the period of 30 years ending in March 2021. The Company received compensation of Rp10,800,000,000 and concession for a certain percentage of net income over the commercial operation of the facility, starting from the commencement of commercial operation of the facility.

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48. PERJANJIAN-PERJANJIAN PENTING, KOMITMEN DAN KONTINJENSI (lanjutan)

48. SIGNIFICANT AGREEMENTS, COMMITMENTS AND CONTINGENCIES (continued)

a. PT Mandara Jasindo Sena (“MJS”) (lanjutan) a. PT Mandara Jasindo Sena (“MJS”) (continued)

ii Tahap kedua meliputi lahan seluas

100.000 m2 untuk jangka waktu 30 tahun yang berakhir tanggal 8 Februari 2026. Perusahaan memperoleh kompensasi yang setiap lima tahun meningkat mulai dari Rp600 hingga Rp3.226,94 per m2 per bulan atau seluruhnya sebesar Rp58.765.800.000 dan konsesi sebesar persentase tertentu dari Pendapatan netto atas operasi komersial dari fasilitas, terhitung sejak dimulainya operasi komersial dari fasilitas.

ii. The second phase covers a land area of 100,000 m2 for a period of 30 years which expired on February 8, 2026. The Company received compensation increases in every five years starting from Rp600 to Rp3,226.94 per m2 per month or entirely amount by Rp58,765,800,000 and concession for a certain percentage of net income over the commercial operation of the facility, starting from the commencement of commercial operation of the facility.

iii. Pada akhir periode perjanjian, MJS akan

mengembalikan lahan tersebut dan mengalihkan kepemilikan seluruh fasilitas yang telah dibangun di atas lahan tersebut kepada Perusahaan.

iii. At the end of the agreement period, MJS will restore the land and transfer ownership of the entire facility has been built on the land to the Company.

Sehubungan dengan terjadinya krisis ekonomi sejak tahun 1997 sampai dengan 2003, MJS terkena dampak dari krisis ekonomi tersebut sehingga MJS tidak dapat memenuhi ketentuan dalam perjanjian kerjasama pemanfaatan tanah untuk mengembangkan lahan 100.000 m2 yang telah disebutkan dalam perjanjian sebelumnya.

In connection with the economic crisis from year 1997 to 2003, MJS was affected by the exposure of economic crisis hence MJS can not meet the requirements in the land use agreement to develop 100,000 m2 of land that has been mentioned in the previous agreement.

Dengan mempertimbangkan hal tersebut maka Perusahaan melalui Surat Direksi No. 15.02.01/00/10/2007/004 tanggal 4 Oktober 2007 telah membatalkan Perjanjian SPKL.01 dan SPKS.21 yang menyangkut lahan seluas 100.000 m2.

By considering the matter, the Company through Director Letter No. 15.02.01/00/10/2007/004 dated October 4, 2007 has canceled SPKL.01 and SPKS.21 Agreement concerning an area of 100,000 m2.

Berdasarkan Berita Acara Penyerahan Lahan dan Sertitikat Hak Guna Bangunan (“HGB”) No. 15.02.01/00105/2008/101 tanggal 21 Mei 2008, MJS menyerahkan secara fisik lahan seluas 100.000 m2 dan 4 (empat) buah sertifikat HGB kepada Perusahaan dengan perincian sebagaimana tercantum dalam Gambar Lokasi Kontrak Tanah Hotel Sheraton pada lampiran Perjanjian SPKS.21 tanggal 1 Maret 1996.

Based on Acceptance of Land Transfer and Land Rights (“HGB”) No. 15.02.01/00/05/2008/101 dated May 21, 2008, MJS physically submit a land area of 100,000 m2 and 4 (four) HGB to the Company with the details as contained in the Location Picture of Land Contract Hotel Sheraton in appendix SPKS.21 Agreement dated March 1, 1996.

Pelepasan Hak Atas Tanah tersebut telah diaktakan melalui Akta No. 4 oleh Notaris Mohammad Taufiq, S.H., No. 4 tanggal 16 April 2009.

Such release of Land Rights has been ratified by the Deed No. 4 of Mohammad Taufiq, S.H., dated 16 April 2009.

Dengan demikian, perjanjian kerjasama dengan MJS yang masih berlaku adalah Perjanjian SPKL.01 dengan jangka waktu yang telah dilalui adalah 24 tahun dan 10 bulan dan luas tanah 50.000 m2 pada tanggal 31 Desember 2015.

Thus, the valid agreement with MJS is only for SPKL.01 Agreement with elapsed time period is 24 years and 10 months and covered area of 50,000 m2 as of December 31, 2015.

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a. PT Mandara Jasindo Sena (“MJS”) (lanjutan) a. PT Mandara Jasindo Sena (“MJS”) (continued)

Berdasarkan Berita Acara Pengukuran Lahan No. BAC.15.02.01/00/04/2010/193 tangggal 16 April 2010, Perusahaan melakukan pengukuran lahan kembali yang dimanfaatkan untuk pembangunan Hotel Sheraton dengan hasil pengukuran 64.856 m2. Sehubungan hal-hal tersebut diatas MJS harus mengembalikan kelebihan luas tanah sebesar 14.856 m2 atas kompensasi pemakaian kelebihan lahan seluas 14.856 m2, Perusahaan mengirimkan tagihan kepada MJS pada tanggal 3 Februari 2015 sebesar Rp2.284.555.680.

Based on Notification Letter of Land Measurement No. BAC.15.02.01/00/04/2010/193 dated April 16, 2010, the Company remeasured its land used by Sheraton Hotel with the results of 64,856 m2. In connection with that matter, MJS shall release the excess of land area of 14,856 m2 for the compensation of excess land use covering 14,856 m2, the Company sent billing to MJS on February 3, 2015 amounting to Rp2,284,555,680.

Sehubungan dengan rencana perluasan Bandara Soekarno-Hatta di 2016, Perusahaan sedang melakukan negosiasi untuk memperpendek jangka waktu perjanjian. Sampai dengan tanggal penyelesaian laporan keuangan konsolidasian Perusahaan masih belum memperoleh kesepakatan dengan MJS.

In connection with the expansion plan at Soekarno-Hatta Airport, the Company is stil in progress to negotiate to shorten the term of agreement. Up to the completion date of these consolidated financial statements, the Company still has not obtained a concessus with MJS.

b. PT Sanggraha Daksa Mitra (“SDM”) b. PT Sanggraha Daksa Mitra (“SDM”)

Perusahaan mengadakan perjanjian penggunaan tanah di area Bandara Soekarno-Hatta seluas 1.020.000 m2 dengan SDM sesuai Perjanjian Sewa Tanah No. SPKS.07.1/TU.208/APII-2000 tanggal 30 Maret 2000 dan berlaku selama 20 (dua puluh) tahun sejak 1 Mei 2000 sampai dengan 6 Mei 2019. Perusahaan menyewakan tanah tersebut kepada SDM untuk dikelola sebagai fasilitas usaha yaitu lapangan golf, taman niaga dan pusat pertokoan berikut fasilitas penunjangnya.

The Company entered into land use agreement at Soekarno-Hatta Airport area of covered 1,020,000 m2 with SDM in accordance with Land Lease Agreement No. SPKS.07.1/TU.208/APII-2000 dated March 30, 2000 and valid for 20 (twenty) years from May 1, 2000 untill May 6, 2019. The Company leased the land to SDM to be used as business facilities such as golf course, park and shopping centre, including its supporting facilities.

Perusahaan juga memperoleh Pendapatan konsesi yang dihitung berdasarkan jumlah Pendapatan kotor dengan persentase konsesi.

The Company also obtained a concession income is calculated based on the amount of gross income to the percentage of concession.

Pada akhir periode perjanjian, SDM wajib mengembalikan tanah tersebut kepada Perusahaan dan Perusahaan wajib membayar kepada SDM sebesar nilai pasar yang wajar dari bangunan gedung serta kelengkapannya yang melekat termasuk infrastruktur yang terdapat di pusat pertokoan dan taman niaga tersebut. Sampai dengan tanggal penyelesaian laporan keuangan konsolidasian ini, Perusahaan masih melakukan negosiasi terkait dengan kewajiban membayar sebesar nilai pasar yang wajar dari bangunan gedung.

At the end of the agreement, SDM is required to return the land to the Company and the Company shall pay to SDM for the fair market value of the building as well as the accessories attached including infrastructure located in the center of the shopping and commercial parks. Up to the completion date of these consolidated financial statements, the Company is still in progress to make negotiation related to the Company’s obligation to pay to SDM for the fair market value of the building.

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c. PT Garuda Indonesia (Persero) Tbk (“Garuda”) c. PT Garuda Indonesia (Persero) Tbk

(“Garuda”)

Pada tanggal 3 Juli 2014, Perusahaan mengadakan Perjanjian Kerjasama Pemanfaatan Tanah No. PJJ.15.02.01/00/07/2014/119 dengan Garuda. Beberapa isi perjanjian sebagai berikut:

On July 3, 2014, the Company entered Land Use Agreement No. PJJ.15.02.01/00/07/2014/119 with Garuda. Some terms of the agreement are as follows:

• Lahan yang dimanfaatkan seluas

164.742 m2. • Area utilization of 164,742 m2

• Tujuan pemanfaatan lahan untuk administrasi perkantoran, penunjang kegiatan operasional penerbangan berikut fasilitas penunjangnya.

• Land use objectives are for the administrative offices, flight operations, including its supporting facilities.

• Jangka waktu perjanjian adalah 1 Januari 2012 sampai dengan 31 Desember 2016.

• The agreement is valid from January 1, 2012 until December 31, 2016.

d. PT Birotika Semesta (“Birotika”) d. PT Birotika Semesta (“Birotika”)

Pada tanggal 17 Mei 1999 Perusahaan mengadakan perjanjian pemanfaatan tanah di Bandara Soekarno-Hatta dengan Birotika seluas 1.411,20 m2. Tanah tersebut dimanfaatkan untuk mendirikan bangunan gudang dan kantor yang nilainya disepakati sebesar Rp2.843.130.000. Bangunan tersebut akan digunakan untuk kegiatan usaha jasa pengurusan transportasi dan jasa pengiriman ekspres. Perjanjian ini berlaku untuk jangka waktu 5 tahun sejak berita acara pengoperasian bangunan tersebut ditandatangani dan dapat diperpanjang sebanyak 3 periode (15 tahun) yang berakhir pada tahun 2019.

On May 17, 1999 the Company entered into a land use agreement at Soekarno-Hatta Airport with Birotika covering 1,411.20 m2. The land was used to build a warehouse and office with agreed value of Rp2,843,130,000. The building will be used for business activities of transportation management services and express delivery services. This agreement is valid for 5 years since the minutes of the building operation is signed and can be extended for 3 periods (15 years), which ended in 2019.

e. Kerjasama Penyelenggaraan Perkeretaapian

Bandara e. Airport Railway Cooperation

Pada tanggal 7 Juli 2015, Perusahaan mengadakan perjanjian dengan KAI dan Railink (”Para Pihak”). Perjanjian ini berlaku sejak penandatanganan Perjanjian sampai dengan berakhirnya Masa Konsesi. Ruang Lingkup Kerjasama Penyelenggaraan Perkeretaapian Bandara ialah Penyelenggaraan Prasarana Perkeretaapian meliputi pembangunan, pengadaan, pengoperasian, perawatan, dan pengusahaan prasarana.

On July 7, 2015, the Company entered into an agreement with KAI and Railink (“the Parties”). This agreement is valid since the signing of the Agreement until the end of the Concession Period. The scope of Operation Cooperation of Airport Railways is Railway Infrastructure Implementation service including construction, procurement, operation, maintenance, and operation of infrastructure.

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e. Kerjasama Penyelenggaraan Perkeretaapian

Bandara (lanjutan) e. Airport Railway Cooperation (continued)

Perusahaan beserta Para Pihak sepakat bahwa kerjasama Penyelenggaraan Perkeretaapian Bandara ini menggunakan skema bagi hasil dengan ketentuan sebagai berikut: • Perhitungan nilai bagi hasil adalah

EBITDA dikurangi dengan pembayaran hutang;

• Nilai bagi hasil yang ditentukan, mengacu kepada laporan keuangan Railink (auditan) dan dilakukan berdasarkan proporsi realisasi Perusahaan dan Para Pihak

The Company and the Parties agree that cooperation Operation of Railways this service using the following profit sharing scheme: • The calculation of the profits is EBITDA

less the payment of the debt;

• The profits are referred to the Railink’s financial statements (audited) and is based on the proportion of the realization of the Company and the Parties;

• Pembayaran Bagi Hasil mulai dilakukan

pada tahun ketiga setelah penyelenggaraan Kereta Api Bandara Soekarno-Hatta beroperasi penuh untuk 1 (satu) tahun anggaran.

Sampai dengan tanggal penyelesaian laporan keuangan konsolidasian, pekerjaan pembangunan fasilitas perkeretaapian bandara masih berjalan.

• Payment of Sharing began in the third year after the implementation of Soekarno-Hatta Airport Railway fully operational for 1 (one) year budget.

Up to the completion date of consolidated financial statements, the construction of airport railway facilities is still in progress.

f. PT Sansaine Exindo (“Sansaine”) f. PT Sansaine Exindo (“Sansaine”)

Pada tanggal 7 Januari 2014, Perusahaan mengadakan perjanjian dengan Sansaine. Perusahaan memberi tugas kepada Sansaine untuk melaksanakan pekerjaan perangkat lunak ERP. Jangka waktu pelaksanaan pekerjaan adalah 9 bulan sejak 7 Januari 2014 sampai dengan 7 Oktober 2014. Perusahaan mencatat biaya-biaya sehubungan dengan pekerjaan ini sebagai bagian dari “Aset Tidak Lancar Lain-lain” pada tanggal 31 Desember 2015 dan 2014.

On January 7, 2014, the Company entered into an agreement with Sansaine. The Company was given the task to Sansaine to perform the work for ERP software. The work was effective for 9 months starting on January 7, 2014 until October 7, 2014.

The Company recognized the expenditure relating to these works as part of “Other Non-current Assets” as of December 31, 2015 and 2014.

g. PT Abyor International (“Abyor”) g. PT Abyor International (“Abyor”)

Pada tanggal 26 Oktober 2015, Perusahaan mengadakan perjanjian dengan Abyor. Perusahaan memberi tugas kepada Abyor untuk melaksanakan pekerjaan implementasi ERP. Jangka waktu pelaksanaan pekerjaan adalah selama 14 bulan sejak 26 Oktober 2015 sampai dengan 25 Desember 2016. Perusahaan mencatat biaya-biaya sehubungan dengan pekerjaan ini sebagai bagian dari “Aset Tidak Lancar Lain-lain” pada tanggal 31 Desember 2015 dan 2014.

On October 26, 2015, the Company entered into an agreement with Abyor. The Company was given the task to Abyor to perform the implementation work of ERP. The work was effective for 14 months starting on October 26, 2015 until December 25, 2016. The Company recognized the expenditure relating to these works as part of “Other Non-current Assets” as of December 31, 2015 and 2014.

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h. PT Pertamina (Persero) (“Pertamina”) h. PT Pertamina (Persero) (“Pertamina”)

Pada tanggal 15 Mei 2015, Perusahaan mengadakan perjanjian dengan Pertamina untuk melaksanakan pelayanan pengisian bahan bakar pesawat udara di Bandara Soekarno-Hatta, Sultan Syarif Kasim II, Minangkabau, Halim Perdanakusuma dan Sultan Mahmud Badaruddin II. Jangka waktu pelaksanaan pekerjaan adalah selama 2 tahun sejak 1 April 2014 sampai dengan 31 Maret 2016.

On May 15, 2015, the Company entered into an agreement with Pertamina to perform the airline refueling services at Soekarno-Hatta, Sultan Syarif Kasim II, Minangkabau, Halim Perdanakusuma dan Sultan Mahmud Badaruddin II Aiports. The work was effective for 2 years starting on April 1, 2014 until March 31, 2016.

Pada tanggal 31 Maret 2015, Perusahaan mengadakan perjanjian dengan Pertamina untuk melaksanakan pelayanan pengisian bahan bakar pesawat udara di Bandara Kualanamu. Jangka waktu pelaksanaan pekerjaan adalah selama 5 tahun sejak 25 Juli 2013 sampai dengan 24 Juli 2018.

On March 31, 2015, the Company entered into an agreement with Pertamina to perform the airline refueling services at Kualanamu, Aiport. The work was effective for 5 years starting on July 25, 2013 until July 24, 2018.

Pada tanggal 14 Desember 2015, Perusahaan mengadakan perjanjian dengan Pertamina untuk melaksanakan pelayanan pengisian bahan bakar pesawat udara di Bandara Husein Sastranegara, Supadio, Sultan Iskandar Muda, Raja Haji Fisabilillah, Sultan Thaha, Depati Amir dan Silangit. Jangka waktu pelaksanaan pekerjaan adalah selama 2 tahun sejak 1 Oktober 2015 sampai dengan 30 September 2017.

On December 14, 2015, the Company entered into an agreement with Pertamina to perform the airline refueling services at Husein Sastranegara, Supadio, Sultan Iskandar Muda, Raja Haji Fisabilillah, Sultan Thaha, Depati Amir and Silangit Aiports. The work was effective for 2 years starting on October 1, 2015 until September 30, 2017.

i. PT Prima Griya Lestari (“PGL”) i. PT Prima Griya Lestari (“PGL”)

Perusahaan mengajukan gugatan kepada PT Prima Griya Lestari (“PGL”) atas kepemilikan tanah seluas 116,47 hektar yang terletak di Desa Karangsari, Kecamatan Batuceper, Kotamadya Tangerang. Berdasarkan Putusan Pengadilan Negeri Jakarta Barat No.399/PDT.G/2011/PN.JKT.BAR dinyatakan Perusahaan adalah pemilik sah atas tanah seluas tersebut di atas dan tanah tersebut diperoleh secara sah sesuai dengan prosedur yang telah ditentukan. Berdasarkan Putusan Mahkamah Agung RI No. 452K/PDT/2015 tanggal 25 Juni 2015, Perusahaan dinyatakan kalah.

The Company filed a lawsuit against PT Prima Griya Lestari (“PGL”) over the ownership of the land area of 116.47 hectares located in Karangsari Village, Batuceper Sub-district, Tangerang municipality. Based on Decision No.399/PDT.G/2011/PN.JKT.BAR of West Jakarta District Court, that the Company is a legitimate owner of the land area of the foregoing and the land acquired legally in accordance with the prescribed procedure. Based on Supreme Court Decision No.452K/PDT/2015 dated June 25, 2015, the Company was declared in loss position.

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i. PT Prima Griya Lestari (“PGL”) (lanjutan) i. PT Prima Griya Lestari (“PGL”) (continued)

Perusahaan mengajukan gugatan atas kepemilikan tanah seluas 1.882 m2 dan 3.500 m2 yang terletak di Jalan Pembangunan II, Kelurahan Batusari, Kecamatan Batuceper, Kota Tangerang. Berdasarkan putusan Pengadilan Negeri Tangerang dengan No. 484/PDT.G/2011/PN.TNG, Perusahaan telah dinyatakan menang. Kemudian berdasarkan Putusan Pengadilan Tinggi Provinsi Banten No. 54/PDT/2013/PN.TNG dan Putusan Mahkamah Agung RI No. 276K/PDT/2014, Perusahaan juga dinyakan menang dalam perkara ini.

The Company filed a lawsuit over the ownership of the land area of 1,882 m2 and 3,500 m2 located Jalan Pembangunan II, Batusari Village, Batuceper Sub-district, Tangerang City. Based on Decision No. 484/PDT.G/2011/PN.TNG of Tangerang District Court, the Company was declared in win position. Furthermore, based on Decision No. 54/PDT/2013/PN.TNG of Banten High Court and Decision No. 276K/PDT/2014 of Supreme Court, the Company was declared in win position.

j. PT Angkasa Transportindo Selaras (“ATS”) j. PT Angkasa Transportindo Selaras (“ATS”)

Pada tahun 2010, terdapat gugatan yang dilakukan oleh PT Angkasa Transportindo Selaras (“ATS”) kepada Perusahaan dan Induk Koperasi Angkatan Udara (“INKOPAU”) sehubungan dengan pengelolaan lahan di Bandara Halim Perdana Kusuma. Berdasarkan Putusan Pengadilan Negeri Jakarta Timur No. 492/PDT.G/2010, Putusan Pengadilan Tinggi DKI Jakarta No. 10/PDT/2012/PT/DKI dan Putusan Mahkamah Agung No. 688K/PDT/2013, Perusahaan dan INKOPAU dinyatakan kalah.

In 2010, there was claim made by PT Angkasa Transportindo Selaras (“ATS”) to the Company and Induk Koperasi Angkatan Udara (“INKOPAU”) relating to land operation in Halim Perdanakusuma Airport. Based on Decision No. 492/PDT.G/2010 of East Jakarta District Court, Decision No. 10/PDT/2012/PT/DKI of DKI Jakarta High Court and Decision No. 688K/PDT/2013 of Supreme Court, the Company was declared in lost position.

Pada tanggal 28 April 2015, Perusahaan mengajukan permohonan Peninjauan Kembali (“PK”). Sampai dengan tanggal penyelesaian laporan keuangan konsolidasian, Perusahaan belum menerima keputusanp

On April 28, 2015, the Company submit Judicial Review (“PK”). Up to the completion date of consolidated financial statements, the Company has not receive received the PK results.

k. PT Ekspress Transportasi Antarbenua

(“Ekspress”) k. PT Ekspress Transportasi Antarbenua

(“Ekspress”)

Pada tanggal 20 Februari 2014, APS mengadakan Perjanjian KSO No. 009/APSolusi-ETA/Lounge/II/2014 dengan Ekspress dalam rangka pengelolaan Saphire Executive Lounge Bandara Halim Perdanakusuma. Perjanjian ini mengatur mengenai pendirian KSO AP Solusi Premier. Dalam perjanjian ini diatur juga mengenai hak dan kewajiban APS atas keuntungan/kerugian dari KSO sebesar 51%. Perjanjian ini berlaku selama 3 tahun sejak tanggal ditandatanganinya perjanjian.

On February 20, 2014, APS entered Agreement of JO No. 009/APSolusi-ETA/Lounge/II/2014 with Ekspress in order to establish joint arrangements on Saphire Executive Lounge Halim Perdanakusuma Airport. This agreement arrange the establishment of JO AP Solusi Premier. This agreement also arrange rights and obligations of APS on JO’s profit/loss in the amount of 51%. This agreement valid for 3 years since signing date.

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l. PT Trikama Boga (“Trikama”) l. PT Trikama Boga (“Trikama”)

Pada tanggal 20 Oktober 2014, APS

mengadakan Perjanjian KSO No. 24/SPK/TB-APS/2014 dengan Trikama dalam rangka pengelolaan Executive Lounge Bandara Internasional Soekarno-Hatta. Perjanjian ini mengatur mengenai pendirian KSO AP Solusi TB. Dalam perjanjian ini diatur juga mengenai hak dan kewajiban APS atas keuntungan/kerugian dari KSO sebesar 60%. Perjanjian ini berlaku selama 2 tahun sejak tanggal ditandatanganinya perjanjian.

On October 20, 2014, APS entered Agreement of JO No. 24/SPK/TB-APS/2014 with Trikama in order to establish joint arrangements on Executive Lounge Soekarno-Hatta International Airport. This agreement arrange the establishment of JO AP Solusi TB. This agreement also arrange rights and obligations of APS on JO’s profit/loss in the amount of 60%. This agreement valid for 2 years since signing date.

m. PT Bumi Liputan Jaya (“Bumi”) m. PT Bumi Liputan Jaya (“Bumi”)

Pada tanggal 27 Juni 2013, APS mengadakan

Perjanjian KSO No. 030/APSolusi-Bluesky/KSO/Lounge/VI/ 2013 dengan Bumi dalam rangka pengelolaan Domestic Lounge Bandara Kualanamu Medan. Perjanjian ini mengatur mengenai pendirian KSO AP Blue Sky. Dalam perjanjian ini diatur juga mengenai hak dan kewajiban APS atas keuntungan/kerugian dari KSO sebesar 51%. Perjanjian ini berlaku selama 5 tahun sejak tanggal ditandatanganinya perjanjian.

On June 27, 2013, APS entered Agreement of JO No. 030/APSolusi-Bluesky/KSO/Lounge/VI/ 2013 with Bumi in order to establish joint arrangements on Domestic Lounge Bandara Kualanamu Medan. This agreement arrange the establishment of JO AP Blue Sky This agreement also arrange rights and obligations of APS on JO’s profit/loss in the amount of 51%. This agreement valid for 5 years since signing date.

n. PT Mandai Prima (“Mandai”) n. PT Mandai Prima (“Mandai”)

Pada tanggal 4 Oktober 2013, APS

mengadakan Perjanjian KSO No. No.054/APSolusiMandaiPrima/KSO/Lounge/X/2013 dengan Mandai dalam rangka pengelolaan International Lounge Bandara Kualanamu Medan. Perjanjian ini mengatur mengenai pendirian KSO AP Solusi Mandai Prima. Dalam perjanjian ini diatur juga mengenai hak dan kewajiban APS atas keuntungan/kerugian dari KSO sebesar 60%. Perjanjian ini berlaku selama 5 tahun sejak tanggal ditandatanganinya perjanjian.

On October 4, 2013, APS entered Agreement of JO No.054/APSolusiMandaiPrima/KSO/Lounge/X/2013 with Mandai in order to establish joint arrangements on International Lounge Kualanamu Medan. This agreement arrange the establishment of JO AP Solusi Mandai Prima This agreement also arrange rights and obligations of APS on JO’s profit/loss in the amount of 60%. This agreement valid for 5 years since signing date.

o. Perjanjian Konsesi – Direktorat Jenderal

Perhubungan Udara o. Concession Agreement – Directorate General

of Civil Aviation

Pada tanggal 15 Desember 2015 Perusahaan mengadakan Perjanjian dengan Direktorat Jenderal Perhubungan Udara (Direktorat Jenderal) mengenai pemberian konsesi untuk melakukan kegiatan pelayanan jasa kebandarudaraan sebagaimana yang dituangkan dalam perjanjian nomor HK.201/2/6/DRJU.kum-2015 dan PJJ.04.04/00.02/12/2015/0025 (Perjanjian Konsesi).

On October 4, 2013, APS entered Agreement of JO No.054/APSolusiMandaiPrima/KSO/Lounge/X/2013 with Mandai in order to establish joint arrangements on International Lounge Kualanamu Medan. This agreement arrange the establishment of JO AP Solusi Mandai Prima This agreement also arrange rights and obligations of APS on JO’s profit/loss in the amount of 60%. This agreement valid for 5 years since signing date.

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o. Perjanjian Konsesi – Direktorat Jenderal

Perhubungan Udara (lanjutan) o. Concession Agreement – Directorate General

of Civil Aviation (continued)

Dirjenhub memberikan hak kepada Perusahaan melakukan kegiatan pelayanan jasa kebandarudaraan termasuk meliputi pelayanan jasa pesawat udara, penumpang, barang, dan pos yang terdiri atas penyediaan dan/atau pengembangan: - Fasilitas kegiatan pelayanan pendaratan,

lepas landas, maneuver, parkir, dan penyimpanan pesawat udara

- Fasilitas terminal untuk pelayanan angkutan penumpang, kargo, dan pos

- Fasilitas elektronika, listrik, air, dan instalasi limbah buangan

- Lahan untuk bangunan, lapangan, dan industri serta gedung atau bangunan yang berhubungan dengan kelancaran angkutan udara.

Ketentuan-ketentuan penting dalam Perjanjian Konsesi adalah sebagai berikut, antara lain: - Perusahaan diwajibkan untuk membayar

Pendapatan konsesi dari pelayanan jasa kebandarudaraan sebesar 2,5% dari Pendapatan pelayanan jasa kebandarudaraan per tahun, yang akan dievaluasi setiap 5 tahun. Nilai yang dibayarkan tersebut akan diakui sebagai Penerimaan Negara Bukan Pajak (BNBP).

- Perjanjian Konsesi berlaku selama 2 (dua) tahun, terhitung sejak ditandatanganinya perjanjian, dan diperpanjang selama 30 tahun sesuai kesepakatan Direktorat Jenderal dan Perusahaan melalui rapat umum pemegang saham.

Direktorat Jenderal memiliki kewenangan untuk melakukan pengawasan dan pengendalian terhadap pelaksanaan Konsesi berdasarkan Perjanjian Konsesi sesuai dengan kewenangannya yang diatur oleh Undang-Undang.

DGCA entitles the Company to conduct the airport service activities including services include aircraft, passenger, freight and postal consisting of the provision and / or development of: - Facilities of service activity for landing,

takeoff, maneuvering, parking and storage of aircraft

- Terminal facilities for passenger transport services, cargo, and mail

- Electronic facilities, electricity, water, and waste disposal installations

- Areas for the building, grounds, and industry as well as building or a building associated with the smooth air transport.

Important conditions in the Concession Agreement are as follows, among others:

- The Company is required to pay concession

revenue of airport service activities amounted to 2.5% from revenue of airport service activities per year, which will be evaluated each of five years. The amount paid will be recognized as Non Tax Revenue (BNBP).

- Concession Agreement is valid for 2 (two)

years, starting from the signing date of the Concession Agreement, and extended for 30 years as agreed by DGCA and the Company through the general meeting of shareholders.

DGCA has an authority to supervise and control the implementation of the Concession based on Concession Agreement in accordance with its authority regulated by the Constitution.

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49. STANDAR AKUNTANSI YANG TELAH DISAHKAN NAMUN BELUM BERLAKU EFEKTIF

49. ACCOUNTING STANDARDS ISSUED BUT NOT YET EFFECTIVE

Standar akuntansi dan interpretasi yang telah disahkan oleh Dewan Standar Akuntansi Keuangan (DSAK), tetapi belum berlaku efektif untuk laporan keuangan konsolidasian tahun berjalan diungkapan dibawah ini. Kelompok Usaha bermaksud untuk menerapkan standar tersebut, jika dipandang relevan, saat telah menjadi efektif.

The standards and intepretations that are issued by the Indonesian Financial Accounting Standards Board (DSAK), but not yet effective for current consolidated financial statements are disclosed below. The Group intend to adopt these standards, if applicable, when they become effective

a. Amandemen PSAK No. 1, “Penyajian Laporan

Keuangan tentang Prakarsa Pengungkapan”. Amandemen ini mengklarifikasi, bukan mengubah secara signifikan, persyaratan PSAK No. 1, antara lain, mengklasifikasi mengenai materialitas, fleksibilitas urutan sistematis catatan atas laporan keuangan dan pengidentifikasian kebijakan akuntansi signifikan.

a. Amendments to PSAK No. 1, “Presentation of Financial Statements on Disclosures Initiative”. This amendments clarify, rather than significantly change, exiting PSAK No. 1 requirements, among others, to clarify the materiality, flexibility as to financial statements and identification of significant accounting policies.

b. Amandemen PSAK No. 16, “Aset Tetap”

tentang Klarifikasi Metode yang Diterima untuk Penyusutan dan Amortisasi. Amandemen ini mengklarifikasi prinsip yang terdapat dalam PSAK No. 16 dan PSAK No. 19, “Aset takberwujud” bahwa Pendapatan mencerminkan suatu pola manfaat ekonomik yang dihasilkan dari pengoperasian usaha (yang mana aset tersebut adalah bagiannya) dari pada manfaat ekonomik dari pemakaian melalui penggunaan aset. Sebagai kesimpulan bahwa penggunaan metode penyusutan aset tetap yang berdasarkan pada Pendapatan adalah tidak tepat.

b. Amendments to PSAK No. 16, “Property, Plant and Equipment on Clarification of the Accepted Method for Depreciation and Amortization”. The amendments clarify the principle in PSAK No. 16 and PSAK No. 19, “Intangible assset” that revenue reflects a pattern of economic benefits that are generated from operating a business (of which the asset is part) rather than the economic benefits that are consumed through use of the asset. As a result, a revenue based method cannot be used to depreciate the property, plant and equipment.

c. Amandemen PSAK No. 24, “Imbalan Kerja

tentang Program Imbalan Pasti: Iuran Pekerja”. PSAK No. 24 meminta entitas untuk memperhatikan iuran dari pekerja atau pihak ketiga ketika memperhitungkan program manfaat pasti. Ketika iuran tersebut sehubungan dengan jasa, harus diatribusikan pada periode jasa sebagai imbalan negatif.

Amandemen ini mengklarifikasi bahwa, jika jumlah iuran tidak bergantung pada jumlah tahun jasa, entitas diperbolehkan untuk mengakui iuran tersebut sebagai pengurang dari biaya jasa dalam periode ketika jasa terkait diberikan, daripada alokasi iuran tersebut pada periode jasa.

c. Amendment to PSAK No. 24: Employee Benefits on Defined Benefit Plans: Employee Contributions”. PSAK No. 24 requires an entity to consider contributions from employees or third parties when counting for defined benefit plans. Where the contributions are linked to service, they should be attributed to periods of service as a negative benefit.

These amendments clarify that, if the amount of the contributions is independent of the number of years of service, an entity is permitted to recognise such contributions as a reduction in the service cost in the period in which the service is rendered, instead of allocating the contributions to the periods of service.

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49. STANDAR AKUNTANSI YANG TELAH DISAHKAN NAMUN BELUM BERLAKU EFEKTIF (LANJUTAN)

49. ACCOUNTING STANDARDS ISSUED BUT NOT YET EFFECTIVE (CONTINUED)

d. Amandemen PSAK No. 15, “Investasi Pada

Entitas Asosiasi dan Ventura Bersama” tentang Entitas Investasi: Penerapan Pengecualian Konsolidasian. Amandemen ini memberikan klarifikasi pada paragraf 36A tentang pengecualian konsolidasian untuk entitas investasi ketika kriteria tertentu terpenuhi.

d. Amendments to PSAK No. 15, “Investment in Associates and Joint Ventures” related to Investment Entities: Applying the Consolidation Exceptions. The amendments clarify the paragraph 36A that the exemption from presenting consolidated financial statements applies to investment entity when such criteria meet.

e. PSAK No. 5 (Penyesuaian 2015): Segmen Operasi. Penyesuaian ini mengklarifikasi: - Entitas mengungkapkan pertimbangan

yang dibuat manajemen dalam penerapan kriteria agregasi PSAK No. 5 paragraf 12 termasuk penjelasan singkat segmen operasi yang digabungkan dan karakteristik ekonomi.

e. PSAK No. 5 (2015 Improvement): Operating Segments. The improvement clarifies that: - An entity must disclose the judgements

made by management in applying the aggregation criteria in paragraph 12 of PSAK No. 5 including a brief description of operating segments that have been aggregated and the economic characteristics.

- Pengungkapan rekonsiliasi aset segmen

terhadap total aset jika rekonsiliasi dilaporkan kepada pengambil keputusan operasional, demikian juga untuk pengungkapan liabilitas segmen.

- Disclose the reconciliation of segment assets to total assets if the reconciliation is reported to the chief operating decision maker, similar to the required disclosure for segment liabilities.

f. PSAK No. 7 (Penyesuaian 2015):

Pengungkapan Pihak-pihak Berelasi. Penyesuaian ini mengklarifikasi bahwa entitas manajemen (entitas yang menyediakan jasa personil manajemen kunci) adalah pihak berelasi yang dikenakan pengungkapan pihak berelasi. Dan entitas yang memakai entitas manajemen mengungkapkan biaya yang terjadi untuk jasa manajemennya.

f. PSAK No. 7 (2015 Improvement): Related Party Disclosures. The improvement clarifies that a management entity (an entity that provides key management personnel services) is a related party subject to the related party disclosures. In addition, an entity that uses a management entity is required to disclose the expenses incurred for management services.

g. PSAK No. 13 (Penyesuaian 2015): Properti

Investasi. Penyesuaian ini memberikan klarifikasi bahwa PSAK No. 13 dan PSAK No. 22 saling mempengaruhi. Entitas dalat mengacu pada PSAK No. 13 untuk membedakan antara properti investasi dan properti yang digunakan sendiri. Entitas juga dapat mengacu pada PSAK No. 22 sebagai pedoman apakah akuisisi properti investasi merupakan kombinasi bisnis.

g. PSAK No. 13 (2015 Improvement): Investment Property. The improvement clarify that PSAK No. 13 and PSAK No. 22 is related. An Entity shall refer to PSAK No. 13 to differenciates between investment property and owner-occupied property. An Entity shall refer to PSAK No. 22 as guidance to determine wheter the acquisition of investment property is a business combination.

h. PSAK No. 16 (Penyesuaian 2015): Aset Tetap.

Penyesuaian ini mengklarifikasi bahwa dalam PSAK No. 16 dan PSAK No. 19 aset dapat direvaluasi dengan mengacu pada data pasar yang dapat diobservasi terhadap jumlah tercatat bruto ataupun neto. Sebagai tambahan, akumulasi penyusutan atau amortisasi adalah perbedaan antara jumlah tercatat bruto dan jumlah tercatat aset tersebut. Jumlah tercatat aset tersebut disajikan kembali pada jumlah revaluasiannya.

h. PSAK No. 16 (2015 Improvement): Property, Plant and Equipment. The improvement clarifies that in PSAK No. 16 and PSAK No. 19 that the asset may be revalued by reference to observable data on either the gross or the net carrying amount. In addition, the accumulated depreciation or amortisation is the difference between the gross and carrying amounts of the asset. Carrying amounts of the asset is restated by revalved amounts.

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49. STANDAR AKUNTANSI YANG TELAH DISAHKAN NAMUN BELUM BERLAKU EFEKTIF (LANJUTAN)

49. ACCOUNTING STANDARDS ISSUED BUT NOT YET EFFECTIVE (CONTINUED)

i. PSAK No. 19 (Penyesuaian 2015): Aset

Takberwujud. Penyesuaian ini mengklarifikasi bahwa dalam PSAK No. 16 dan PSAK No. 19 aset dapat direvaluasi dengan mengacu pada data pasar yang dapat diobservasi terhadap jumlah tercatat bruto ataupun neto. Sebagai tambahan, akumulasi penyusutan atau amortisasi adalah perbedaan antara jumlah tercatat bruto dan jumlah tercatat aset tersebut. Jumlah tercatat aset tersebut disajikan kembali pada jumlah revaluasiannya.

i. PSAK No. 19 (2015 Improvement): Intangible Assets. The improvement clarifies that in PSAK No. 16 and PSAK No. 19 that the asset may be revalved by reference to observable data on either the gross or the net carrying amount. In addition, the accumulated depreciation or amortisation is the difference between the gross and carrying amounts of the asset. Carrying amounts of the asset is restated by revalved amounts.

j. PSAK No. 22 (Penyesuaian 2015): Kombinasi

Bisnis. Penyesuaian ini memberikan klarifikasi ruang lingkup dan kewajiban membayar imbalan kontijensi yang memenuhi definisi instrumen keuangan diakui sebagai liabilitas keuangan atau ekuitas.

j. PSAK No. 22 (2015 Improvement): Business Combination. The improvement clarify the scope and obligation to pay contigent benefit which meet the financial instrument definition recognized as financial liabilities or equity.

k. PSAK No. 25 (Penyesuaian 2015): Kebijakan Akuntansi, Perubahan Estimasi Akuntansi dan Kesalahan. Penyesuaian ini memberikan koreksi editorial pada PSAK No. 25 paragraf 27.

k. PSAK No. 25 (2015 Improvement): Accounting Policies, Changes in Accounting Estimates and Errors. The improvement provides editorial correction for paragraph 27 of PSAK No. 25.

l. PSAK No. 68 (Penyesuaian 2015):

Pengukuran Nilai Wajar. Penyesuaian ini mengklarifikasi bahwa pengecualian portofolio dalam PSAK No. 68 dapat diterapkan tidak hanya kelompok aset keuangan dan liabilitas keuangan, tetapi juga diterapkan pada kontrak lain dalam ruang lingkup PSAK No. 55.

l. PSAK 68 (2015 Improvement): Fair Value Measurement. The improvement clarifies that the portfolio exception in PSAK No. 68 can be applied not only to financial assets and financial liabilities, but also to other contracts within the scope of PSAK No. 55.

m. ISAK 31: Interprestasi atas ruang lingkup

PSAK No. 13: Properti Investasi. ISAK 13 ini memberikan interprestasi atas karakteristik bangunan yang digunakan sebagai bagian dari definisi property investasi dalam PSAK No. 13.

m. ISAK 31: Interpretation of scope for PSAK No. 13: Investement property. ISAK 31 provides interpretation to building characteristic which has been used as a part of investment property definition on PSAK No. 13.

Kelompok Usaha sedang mengevaluasi dampak dari standar akuntansi tersebut dan belum menentukan dampaknya terhadap laporan keuangan konsolidasian.

The Group is presently evaluating and has not yet determined the effects of these accounting standards on its consolidated financial statements.

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50. AKTIVITAS YANG TIDAK MEMPENGARUHI ARUS KAS

50. NON-CASH ACTIVITIES

Informasi tambahan untuk laporan arus kas yang

berkaitan dengan kegiatan non-kas adalah sebagai berikut:

Supplementary information to the statement of cash flows relating to non-cash activities is as follows:

31 Desember 2015/ 31 Desember 2014/ December 31, 2015 December 31, 2014

Perolehan aset tetap yang Acquisition of fixed asset dikreditkan ke: credited to: Aset dalam konstruksi 125.940.626.187 1.178.577.052.625 Asset under construction Perolehan aset dalam penyelesaian yang Acquisition of asset under dikreditkan ke: construction credited to: Beban Akrual 925.226.405.894 400.636.259.537 Accrued expense 51. PERISTIWA SETELAH PERIODE PELAPORAN 51. EVENTS AFTER REPORTING PERIOD

a. Melalui PP No. 130 Tahun 2015 tanggal 28 Desember 2015 dan Surat Keputusan Menteri BUMN No. S-17/MBU/01/2016 tanggal 8 Januari 2016, Menteri BUMN menetapkan penambahan modal ditempatkan dan disetor penuh sebesar Rp2.000.000.000.000 sehingga nilai penyertaan modal Negara Republik Indonesia pada Perusahaan akan bertambah menjadi Rp7.000.000.000.000.

b. Pada tanggal 7 Januari 2016, diadakan rapat

umum pemegang saham Perusahaan yang hasil keputusannya diaktakan dalam akta No. 4 oleh Notaris Sri Ismiyati, SH. MKn. Hasil keputusan rapat tersebut ialah mencakup antara lain: - rencana kerja dan anggaran Perusahaan

tahun 2016. - persetujuan indikator aspek operasional

untuk penilaian tingkat kesehatan Perusahaan.

- Persetujuan pendanaan eksternal tahun 2016 sebesar Rp5.000.000.000.000 untuk program investasi pengembangan.

- Persetujuan pendirian 2 anak perusahaan di tahun 2016 terdiri dari perusahaan property dan retail dengan penyertaan modal sebesar Rp150.000.000.000 dan perusahaan kargo dan logistik dengan penyertaan sebesar Rp200.000.000.000.

- Persetujuan penyertaan modal tahun - 2016 kepada perusahaan afiliasi

PT Railink sebesar Rp124.800.000.000.

a. Based on PP No. 130 Year 2015 dated December 28, 2015 and Decree of the Ministry of BUMN No. S-17/MBU/01/2016 dated January 8, 2016, the Minister of BUMN determined the increase in issued and fully paid capital stock amounting to Rp2,000,000,000,000, thus the capital investment amount of the Republic of Indonesia in the Company will increase to Rp7,000,000,000,000.

b. On January 7, 2016, a general meeting of

shareholders of the Company was held with the decisions has been ratified by the Deed No. 4 of Notaris Sri Ismiyati, SH. MKn. The meeting result was include: - Work plan and budget of the company in

2016. - Approval of the operational aspects

indicator and health rating of the Company. - Approval of external funding in 2016

amounting to Rp5,000,000,000,000 for development investment program.

- Approval of the establishment of two subsidiaries in 2016 consist of the property and retail company with capital injection amounting to Rp150.000.000.000 and cargo and logistics company with the capital injection amounting to Rp200,000,000,000.

- Approval of capital investment in 2016 to affiliated companies, PT Railink amounting to Rp124.800.000.000.

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51. PERISTIWA SETELAH PERIODE PELAPORAN (lanjutan)

51. EVENTS AFTER REPORTING PERIOD (continued)

c. Pada tanggal 24 Februari 2016, Perusahaan

menandatangani Komitmen Bersama Sinergi BUMN dengan PT Bank Rakyat Indonesia (Persero) Tbk, PT Bank Negara Indonesia (Persero) Tbk dan PT Bank Mandiri (Persero) Tbk sehubungan dengan pembiayaan pembangunan bandar udara di lingkungan Perusahaan melalui pemberian fasilitas kredit investasi sebesar Rp2.100.000.000.000.

c. On February 24, 2016, the Company entered into BUMN Mutual Commitment Synergy with PT Bank Rakyat Indonesia (Persero) Tbk, PT Bank Negara Indonesia (Persero) Tbk dan PT Bank Mandiri (Persero) Tbk in connection with airport development’s financing in the Company’s area through investment credit facility amounting to Rp2,100,000,000,000.

52. REKLASIFIKASI AKUN, PENERBITAN ULANG

DAN PENYAJIAN KEMBALI LAPORAN KEUANGAN

52. RECLASSIFICATION OF ACCOUNTS, REISSUANCE AND RESTATEMENT OF FINANCIAL STATEMENTS

Manajemen Perusahan menyajikan kembali laporan

keuangan konsolidasian tanggal 31 Desember 2014 dan 2013, dan untuk tahun yang berakhir pada tanggal 31 Desember 2014 untuk mencerminkan penyesuaian yang disebabkan pemberlakuan PSAK No. 66, “Pengaturan Bersama” dan perubahan PSAK No. 24 (Revisi 2013), “Imbalan Kerja”.

The Company’s management reissued the consolidated financial statements as of December 31, 2014 and 2013, and for the year ended December 31, 2014 to reflect the adjustment due to the application of PSAK No. 66, "Joint Operation" and change PSAK No. 24 (Revised 2013), "Employee Benefits".

Ringkasan atas akun-akun laporan posisi keuangan yang dipengaruhi oleh penyajian kembali adalah sebagai berikut:

The summary of accounts in the statement of financial position affected by the restatement is as follows:

Consolidated statement of Laporan posisi keuangan konsolidasian financial position tanggal 31 Desember 2014 as of December 31, 2014

Dilaporkan sebelumnya/ As previously Efek perubahan/ Disajikan kembali/ reported Effect of change As restated

ASET ASSETS Kas dan setara kas 1.027.024.807.574 3.546.003.391 1.030.570.810.965 Cash and cash equivalents Piulang usaha 454.725.915.910 1.385.960.927 456.111.876.837 Trade receivables Piutang lain-lain 64.499.586.203 - 64.499.586.203 Other receivables Persediaan 14.274.135.726 22.118.340 14.296.254.066 Inventories Pajak dibayar di muka 27.862.389.879 (263.691.787) 27.598.698.092 Prepaid taxes Uang muka 46.078.210.985 12.449.520 46.090.660.505 Advances Piutang pihak berelasi 148.658.730 (148.658.730) - Due from related parties Pendapatan yang masih harus diterima 233.825.481.881 (3.424.885.553) 230.400.596.328 Accrued income Klaim pengembalian pajak 30.203.335.356 303.679.867 30.507.015.223 Claim for tax refund Aset keuangan yang Available for sale tersedia untuk dijual 102.218.000.000 - 102.218.000.000 financial assets Penyertaan saham 240.293.893.439 - 240.293.893.439 Investments in shares of stock Properti investasi, netto 78.968.873.041 - 78.968.873.041 Investment property, net Aset tetap, netto 13.571.365.441.991 6.454.602.052 13.577.820.044.043 Fixed assets, net Goodwill 203.205.000 - 203.205.000 Goodwill Aset lain-lain 32.298.514.203 637.534.020 32.936.048.223 Other assets

TOTAL ASET 15.923.990.449.918 8.525.112.047 15.932.515.561.965 TOTAL ASSETS

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52. REKLASIFIKASI AKUN, PENERBITAN ULANG DAN PENYAJIAN KEMBALI LAPORAN KEUANGAN (lanjutan)

52. RECLASSIFICATION OF ACCOUNTS, REISSUANCE AND RESTATEMENT OF FINANCIAL STATEMENTS (continued)

Ringkasan atas akun-akun laporan posisi keuangan yang dipengaruhi oleh penyajian kembali adalah sebagai berikut (lanjutan):

The summary of accounts in the statement of financial position affected by the restatement is as follows (continued):

Consolidated statement of Laporan posisi keuangan konsolidasian financial position tanggal 31 Desember 2014 as of December 31, 2014


LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY Utang usaha 23.851.434.736 472.265.484 24.323.700.220 Trade payables Utang lain-lain 318.173.204.449 - 318.173.204.449 Other payables Beban akrual 1.442.987.773.496 96.824.704 1.443.084.598.200 Accrued expenses Utang pajak 73.327.904.496 322.146.774 73.650.051.270 Taxes payable Liabilitas dana pensiun 91.708.903.370 - 91.708.903.370 Pension fund liabilities Pendapatan yang diterima di muka 109.246.843.371 (45.479.148) 109.201.364.223 Unearned revenues Pinjaman jangka panjang 423.000.000.000 - 423.000.000.000 Long-term loans Liabilitas imbalan kerja jangka pendek 132.052.528.668 - 132.052.528.668 Short-term liability for employee benefit Utang jaminan pelanggan 16.107.286.384 1.039.131.321 17.146.417.705 Customers’ deposits Pendapatan tangguhan - - - Deferred income Utang lain-lain - tidak lancar 5.008.825.497 6.640.222.916 11.649.048.413 Other payables Liabilitas pajak tangguhan 393.766.213.639 (47.392.700.189) 346.373.513.450 Deferred tax liabilities Liabilitas imbalan kerja 42.736.488.720 128.246.073.617 170.982.562.337 Employee benefits liabilities Dana program tunjangan hari tua 5.867.211.870 - 5.867.211.870 Retirement program funds Dana program BUMN peduli beasiswa 5.881.647.341 - 5.881.647.341 BUMN scholarship program fund

TOTAL LIABILITAS 3.083.716.266.037 89.378.485.479 3.173.094.751.516 TOTAL LIABILITIES

Modal saham – nilai nominal Capital stock – par value of Rp1.000.000 per saham Rp1,000,000 per share Modal dasar – 20.000.000 saham Authorized – 20,000,000 shares Modal ditempatkan dan disetor penuh - Issued and fully paid – 5.000.000 saham pada 5,000,000 shares as of tanggal 31 Desember 2014 December 31, 2014 and dan 5.000.000 saham 5,000,000 shares pada tanggal 31 Desember as of December 31, 2013 dan 2012 5.000.000.000.000 - 5.000.000.000.000 2013 and 2012 Modal disetor lainnya 81.099.573.644 303.400.820.848 384.500.394.492 Other paid-in capital Penghasilan komprehensif lain 3.068.000.001 (45.809.759.171) (42.741.759.170) Other components of equity Komponen ekuitas lainnya 2.403.136.832.459 (303.400.820.849) 2.099.736.011.610 Other comprehensive income Selisih ekuitas entitas anak (28.670.324.714) 2.353.526.088 (26.316.798.626) Equity difference of subsidiary Saldo laba Retained earnings Dicadangkan 4.713.033.652.605 - 4.713.033.652.605 Appropriated Belum dicadangkan 668.605.900.932 (37.397.182.489) 631.208.718.443 Unappropriated Kepentingan non-pengendali 548.954 42.141 591.095 Non-controlling interests

TOTAL EKUITAS 12.840.274.183.881 (80.853.373.432) 12.759.420.810.449 TOTAL EQUITY

TOTAL LIABILITAS DAN TOTAL LIABILITIES AND EKUITAS 15.923.990.449.918 8.525.112.047 15.932.515.561.965 EQUITY

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Consolidated statements of Laporan posisi keuangan konsolidasian financial position tanggal 31 Desember 2013 as of December 31, 2013


ASET ASSETS Kas dan setara kas 1.510.031.837.262 - 1.510.031.837.262 Cash and cash equivalents Piulang usaha 525.711.742.419 125.736.002.034 651.447.744.453 Trade receivables Piutang lain-lain 79.082.756.477 - 79.082.756.477 Other receivables Persediaan 13.634.104.581 - 13.634.104.581 Inventories Pajak dibayar di muka 32.086.939.398 - 32.086.939.398 Prepaid taxes Uang muka 76.783.052.980 - 76.783.052.980 Advances Pendapatan yang masih harus diterima 29.482.117.862 - 29.482.117.862 Accrued income Piutang pihak berelasi 125.736.002.034 (125.736.002.034) - Due from related parties Klaim pengembalian pajak 144.461.541.312 - 144.461.541.312 Claim for tax refund Aset keuangan yang Available for sale tersedia untuk dijual 122.495.405.840 - 122.495.405.840 financial assets Penyertaan saham 236.674.515.237 - 236.674.515.237 Investments in shares of stock Properti investasi, netto 67.189.799.237 - 67.189.799.237 Investment property, net Aset tetap, netto 10.345.306.300.491 - 10.345.306.300.491 Fixed assets, net Goodwill 203.205.000 - 203.205.000 Goodwill Aset lain-lain 33.036.365.364 - 33.036.365.364 Other assets

TOTAL ASET 13.341.915.685.494 - 13.341.915.685.494 TOTAL ASSETS

LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY Utang usaha 10.064.099.878 - 10.064.099.878 Trade payables Utang lain-lain 240.168.743.796 - 240.168.743.796 Other payable Beban akrual 460.097.673.201 - 460.097.673.201 Accrued expenses Utang pajak 44.808.733.057 - 44.808.733.057 Taxes payable Liabilitas dana pensiun 90.987.335.721 - 90.987.335.721 Pension fund liabilities Pendapatan yang diterima di muka 117.081.118.089 - 117.081.118.089 Unearned revenues Liabilitas imbalan kerja jangka pendek 93.036.330.913 - 93.036.330.913 Short-term liability for employee benefit Utang lain-lain – tidak lancar 1.543.333.074 1 1.543.333.075 Other payables - non-current Utang jaminan pelanggan 14.745.659.742 - 14.745.659.742 Customers’ deposits Liabilitas pajak tangguhan 413.961.809.316 (29.258.592.503) 384.703.216.813 Deferred tax liabilities Liabilitas imbalan kerja 79.342.139.007 32.642.998.765 111.985.137.772 Employee benefits liabilities Dana program tunjangan hari tua 122.627.412.232 - 122.627.412.232 Retirement program funds Dana program BUMN peduli beasiswa 6.193.335.959 - 6.193.335.959 BUMN scholarship program fund

TOTAL LIABILITAS 1.694.657.723.985 3.384.406.263 1.698.042.130.248 TOTAL LIABILITIES

Modal saham – nilai nominal Capital stock – par value of Rp1.000.000 per saham Rp1,000,000 per share Modal dasar – 20.000.000 saham Authorized – 20,000,000 shares Modal ditempatkan dan disetor penuh – Issued and fully paid – 5.000.000 saham pada 5,000,000 shares as of tanggal 31 Desember 2014 December 31, 2014 and dan 5.000.000 saham 5,000,000 shares pada tanggal 31 Desember as of December 31, 2013 dan 2012 5.000.000.000.000 - 5.000.000.000.000 2013 and 2012 Modal disetor lainnya 81.099.573.644 303.400.820.848 384.500.394.492 Other paid-in capital Komponen ekuitas lainnya 2.064.539.777.871 (303.400.820.848) 1.761.138.957.023 Other component equity Penghasilan komprehensif lain 8.345.405.840 (62.729.049.595) (54.383.643.755) Other comprehensive income Selisih ekuitas entitas anak (28.670.324.714) 2.353.526.088 (26.316.798.626) Equity difference of subsidiary Saldo laba Retained earnings Dicadangkan 3.990.109.689.955 - 3.990.109.689.955 Appropriated Belum dicadangkan 531.833.397.258 56.991.131.368 588.824.528.626 Unappropriated Kepentingan non-pengendali 441.655 (14.124) 427.531 Non-controlling interests

TOTAL EKUITAS 11.647.257.961.509 (3.384.406.263) 11.643.873.555.246 TOTAL EQUITY

TOTAL LIABILITAS DAN TOTAL LIABILITIES AND EKUITAS 13.341.915.685.494 - 13.341.915.685.494 EQUITY

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Laporan laba rugi dan penghasilan Consolidated statement of komprehensif lain konsolidasian profit or loss and other comprehensive income untuk tahun yang berakhir pada for the year ended tanggal 31 Desember 2014 December 31, 2014 Penyesuaian dan reklasifikasi atas penyajian Dilaporkan kembali/ sebelumnya/ Adjustment and As previously reclassification on Disajikan kembali/ reported restatements As restated

Pendapatan aeronautika 3.094.432.283.841 - 3.094.432.283.841 Aeronautical revenues Pendapatan non-aeronautika 1.636.880.537.236 9.642.017.959 1.646.522.555.195 Non-Aeronautical revenues Pendapatan kargo 119.559.775.783 - 119.559.775.783 Cargo revenues Beban pegawai (960.462.636.695) (1.315.536.258) (961.778.172.953) Employee expenses Beban operasional bandara (1.689.516.952.435) (6.314.072.381) (1.695.831.024.816) Airport operation expenses Beban umum dan administrasi (876.859.584.483) (72.751.273.471) (949.610.857.954) General and administrative expenses Beban pemasaran (1.818.043.998) (382.940.839) (2.200.984.837) Marketing expenses Pendapatan keuangan, netto 99.590.827.236 - 99.590.827.236 Finance income, net Bagian laba entitas asosiasi 8.306.878.202 - 8.306.878.202 Share in profit of the associated entities Beban keuangan (919.828.748) - (919.828.748) Finance expense Pendapatan lain-lain 282.569.114.049 243.378.769 282.812.492.818 Other income Beban lain-lain (119.098.345.464) (233.030.961) (119.331.376.425) Other expenses Pajak final atas Final tax expense penghasilan keuangan - (20.508.151.797) (20.508.151.797) on finance income Beban pajak final - (26.242.519.774) (26.242.519.774) Final tax expense Pajak kini (391.701.491.157) - (391.701.491.157) Current tax Pajak tangguhan 20.195.595.676 23.773.871.162 43.969.466.838 Deferred tax

Laba netto 1.221.158.129.043 (94.088.257.591) 1.126.769.871.452 Net income Perubahan nilai wajar aset keuangan Changes in fair value of available tersedia untuk dijual (5.277.405.840) - (5.277.405.840) for sale financial assets Keuntungan (kerugian) aktuaria - 22.559.053.900 22.559.053.900 Actuarial gain (loss) Efek beban pajak penghasilan - (5.639.763.475) (5.639.763.475) Income tax effect expense

Laba netto komprehensif 1.215.880.723.203 (77.468.967.165) 1.138.411.756.037 Net comprehensive income

Selain itu, akun-akun pada laporan keuangan

konsolidasian tanggal 31 Desember 2014 dan 1 Januari 2014/31 Desember 2013, dan untuk tahun yang berakhir tanggal 31 Desember 2014 telah direklasifikasi untuk menyesuaikan penyajian laporan keuangan konsolidasian tanggal 31 Desember 2015 dan untuk tahun yang berakhir pada tanggal tersebut dengan rincian sebagai berikut:

Furthermore, the accounts in the consolidated financial statements as of December 31, 2014 and January 1, 2014/December 31, 2013, and for the year ended December 31, 2014, have been reclassify to correct the accounts classification in the disclosures to the consolidated financial statements as of December 31, 2015 and for the year then ended with details are as follows:

Dari/From Menjadi/To Jumlah/Amount

Tanggal 31 Desember 2014/As of December 31, 2014 Ekuitas - komponen ekutias lainnya / Ekuitas - modal disetor lainnya / Equity - other components of equity Equity - other paid-in capital 303.401.020.848 Tanggal 31 Desember 2013/As of December 31, 2013 Ekuitas - komponen ekutias lainnya / Ekuitas - modal disetor lainnya / Equity - other components of equity Equity - other paid-in capital 303.401.020.848

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53. TANGGUNG JAWAB MANAJEMEN ATAS LAPORAN KEUANGAN KONSOLIDASIAN

53. THE MANAGEMENT’S RESPONSIBILITY ON THE CONSOLIDATED FINANCIAL STATEMENTS

Manajemen Perusahaan bertanggung jawab atas penyusunan dan penyajian laporan keuangan konsolidasian yang diotorisasi untuk terbit pada tanggal 22 Maret 2016.

The Company’s management is responsible for the preparation and presentation of the consolidated financial statements that were authorized for issued on March 22, 2016.

125


INFORMASI KEUANGAN ENTITAS INDUK/ FINANCIAL INFORMATION OF THE PARENT ENTITY


1

PT ANGKASA PURA II (PERSERO) ENTITAS INDUK SAJA

LAPORAN POSISI KEUANGAN 31 Desember 2015


PT ANGKASA PURA II (PERSERO) PARENT ENTITY ONLY

STATEMENT OF FINANCIAL POSITION December 31, 2015

(Expressed in rupiah, unless otherwise stated) 31 Desember/December 31 2015 2014 2013

ASET ASSETS ASET LANCAR CURRENT ASSETS Kas dan setara kas 2.910.883.208.626 1.009.767.356.535 1.502.843.630.698 Cash and cash equivalents Piutang usaha 525.932.299.787 443.336.610.583 718.322.363.596 Trade receivables Piutang lain-lain 71.106.881.976 113.621.999.032 76.645.163.830 Other receivables Persediaan 10.958.080.182 14.119.032.726 13.375.651.581 Inventories Pajak dibayar dimuka 42.936.118.192 20.393.210.750 28.438.323.608 Prepaid taxes Uang muka 27.827.959.634 43.709.872.004 76.302.373.282 Advances Pendapatan yang masih harus diterima 396.627.336.992 208.662.414.279 - Accrued income

TOTAL ASET LANCAR 3.986.271.885.389 1.853.610.495.909 2.415.927.506.595 TOTAL CURRENT ASSETS

ASET TIDAK LANCAR NON-CURRENT ASSETS Klaim pengembalian pajak - 28.865.322.250 144.123.528.206 Claim for tax refund Aset keuangan yang tersedia untuk dijual 106.440.500.000 102.218.000.000 122.495.405.840 Available for sale financial assets Penyertaan saham investasi 257.988.227.597 248.272.400.620 244.653.022.418 Investments in shares of stock Properti investasi , netto 78.290.394.065 78.968.873.041 67.189.799.237 Investment property, net Aset tetap, netto 15.743.419.009.763 13.551.328.188.030 10.331.834.884.510 Fixed assets, net Goodwill 203.205.000 203.205.000 203.205.000 Goodwill Aset tidak lancar lain-lain 34.931.900.978 31.918.979.704 32.657.030.864 Other non-current assets

TOTAL ASET TIDAK LANCAR 16.221.273.237.403 14.041.774.968.645 10.943.156.876.075 TOTAL NON-CURRENT ASSETS

TOTAL ASET 20.207.545.122.792 15.895.385.464.554 13.359.084.382.670 TOTAL ASSETS

1

Informasi Keuangan Entitas Induk Financial Information of The Parent Entity


2


LAPORAN POSISI KEUANGAN (lanjutan) 31 Desember 2015



STATEMENT OF FINANCIAL POSITION (continued)


31 Desember/December 31 2015 2014 2013

LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY LIABILITAS JANGKA PENDEK CURRENT LIABILITIES Utang usaha 2.862.803.979 9.868.225.021 18.007.875.000 Trade payables Utang lain-lain 228.267.643.465 318.365.956.753 240.168.743.794 Other payables Beban akrual 1.507.357.157.517 1.422.595.157.736 453.773.787.759 Accrued expenses Utang pajak 138.949.658.798 72.091.538.226 43.486.438.409 Taxes payable Liabilitas dana pensiun 104.093.065.230 91.708.903.370 90.987.335.721 Pension fund liabilities Pendapatan yang diterima di muka 102.114.309.684 107.339.738.316 114.467.741.028 Unearned revenues Liabilitas imbalan kerja Short-term employees jangka pendek 141.297.898.369 128.572.183.143 91.305.985.388 benefits liabilities

TOTAL LIABILITAS JANGKA PENDEK 2.224.942.537.042 2.150.541.702.565 1.052.197.907.099 TOTAL CURRENT LIABILITIES

LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES Pinjaman jangka panjang 1.197.640.648.209 423.000.000.000 - Long-term loan Utang jaminan pelanggan 21.309.275.810 16.107.286.385 14.745.659.742 Customers deposits Liabilitas pajak tangguhan 343.086.984.564 347.572.011.326 385.511.319.192 Deferred tax liabilities Liabilitas imbalan kerja 162.022.992.091 166.588.570.834 109.002.728.258 Employee benefits liabilities Dana program Tunjangan Hari Tua 8.259.549.085 5.867.211.870 122.627.412.232 Retirement program funds Dana program BUMN peduli beasiswa 5.275.203.506 5.881.647.341 6.193.335.959 BUMN scholarship program funds

TOTAL LIABILITAS JANGKA PANJANG 1.737.594.653.265 965.016.727.756 638.080.455.383 TOTAL NON-CURRENT LIABILITIES

TOTAL LIABILITAS 3.962.537.190.307 3.115.558.430.321 1.690.278.362.482 TOTAL LIABILITIES

EKUITAS EQUITY Modal saham - nilai nominal Capital stock - par value of Rp1.000.000 per saham Rp1,000,000 per share Modal dasar – 20.000.000 saham Authorized - 20,000,000 shares Modal ditempatkan dan disetor penuh - Issued and fully paid 5.000.000 saham 5.000.000.000.000 5.000.000.000.000 5.000.000.000.000 5,000,000 shares Modal disetor lainnya 2.384.500.394.492 384.500.394.492 81.099.573.644 Other paid-in capital Komponen ekuitas lainnya 2.182.977.703.262 2.099.736.011.610 2.064.539.777.871 Other components of equity Rugi komprehensif lain (96.398.763.108) (42.925.545.353) (54.948.122.594) Other comprehensive loss Saldo laba Retained earnings Dicadangkan 5.569.530.216.120 4.713.033.652.605 3.990.109.689.955 Appropriated Belum dicadangkan 1.204.398.381.719 625.482.520.879 588.005.101.312 Unappropriated

TOTAL EKUITAS 16.245.007.932.485 12.779.827.034.233 11.668.806.020.188 TOTAL EQUITY

TOTAL LIABILITAS DAN EKUITAS 20.207.545.122.792 15.895.385.464.554 13.359.084.382.670 TOTAL LIABILITIES AND EQUITY

2



3


LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN

Tahun yang berakhir pada tanggal-tanggal 31 Desember 2015



STATEMENT OF PROFIT OR LOSS AND OTHER

COMPREHENSIVE INCOME Years ended December 31, 2015

(Expressed in rupiah, unless otherwise stated) Tahun yang berakhir pada tanggal 31 Desember/ Year ended December 31, 2015 2014

PENDAPATAN USAHA OPERATING REVENUES Pendapatan aeronautika 3.310.233.114.507 3.094.432.283.841 Aeronautical revenues Pendapatan non-aeronautika 2.085.722.924.259 1.585.873.739.416 Non-Aeronautical revenues Pendapatan kargo 148.830.683.900 119.559.775.783 Cargo revenues

TOTAL PENDAPATAN USAHA 5.544.786.722.666 4.799.865.799.040 TOTAL OPERATING REVENUES

BEBAN USAHA OPERATING EXPENSES Beban pegawai 1.096.216.095.030 929.546.310.824 Employee expenses Beban operasional bandara 1.626.311.137.942 1.618.298.813.996 Airport operation expenses Beban umum dan administrasi 766.929.799.920 1.006.644.892.252 General and administrative expenses Beban pemasaran 5.811.077.692 1.344.602.605 Marketing expenses

TOTAL BEBAN USAHA 3.495.268.110.584 3.555.834.619.677 TOTAL OPERATING EXPENSES

LABA USAHA 2.049.518.612.082 1.244.031.179.363 OPERATING INCOME

PENDAPATAN (BEBAN) LAIN-LAIN OTHER INCOME (EXPENSES) Pendapatan keuangan, netto 62.236.470.277 96.034.293.689 Finance income, net Pajak final atas Pendapatan keuangan (13.629.955.888) (20.403.928.997) Final tax expense on finance income Bagian laba entitas asosiasi 9.715.826.977 8.306.878.202 Share in profit of the associated entities Penghasilan lain-lain 336.550.708.067 285.498.855.692 Other income Beban lain-lain (124.290.530.701) (118.960.178.628) Other expenses Beban pendanaan (1.262.308.685) (29.300) Finance expense

PENGHASILAN LAIN-LAIN, NETTO 269.320.210.047 250.475.890.658 OTHER INCOME, NET

LABA SEBELUM PROFIT BEFORE PAJAK PENGHASILAN BADAN 2.318.838.822.129 1.494.507.070.021 CORPORATE INCOME TAX

Beban pajak final (67.515.639.723) (26.242.519.774) Final tax expense

LABA SEBELUM PAJAK PROFIT BEFORE PENGHASILAN BADAN 2.251.323.182.406 1.468.264.550.247 CORPORATE INCOME TAX

BEBAN (MANFAAT) INCOME TAX EXPENSE PAJAK PENGHASILAN (BENEFIT) Pajak kini 561.254.591.750 390.107.581.500 Current tax Pajak tangguhan 13.080.212.490 (43.705.968.892) Deferred tax

TOTAL BEBAN PAJAK PENGHASILAN 574.334.804.240 346.401.612.608 TOTAL INCOME TAX EXPENSES

LABA TAHUN BERJALAN 1.676.988.378.166 1.121.862.937.639 PROFIT FOR THE YEAR

PENGHASILAN (RUGI) OTHER COMPREHENSIVE KOMPREHENSIF LAIN INCOME (LOSS)

Pos-pos yang akan Item that will be direklasifikasi ke laba rugi reclassified to profit or loss periode berikutnya in subsequent period Perubahan nilai wajar asset Changes in fair value of available keuangan tersedia untuk dijual 10 (777.500.000) (5.277.405.838) for sale financial assets

Pos-pos yang tidak akan Item that will not be direklasifikasi ke laba rugi reclassified to profit or loss periode berikutnya in subsequent period Keuntungan (kerugian) aktuaria (70.260.957.006) 23.066.644.106 Actuarial gain (loss)

Efek beban pajak penghasilan 17.565.239.252 (5.766.661.027) Income tax effect expense

TOTAL PENGHASILAN KOMPREHENSIF TOTAL COMPREHENSIVE INCOME

TAHUN BERJALAN 1.623.515.160.412 1.133.885.514.880 FOR THE YEAR

3



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4



5


LAPORAN ARUS Tahun yang berakhir pada tanggal



STATEMENT OF CASH FLOW Year ended December 31, 2015


Tahun yang berakhir pada tanggal 31 Desember/ Year ended December 31, 2015 2014

ARUS KAS DARI (UNTUK) CASH FLOWS FROM (FOR) AKTIVITAS OPERASI OPERATING ACTIVITIES Penerimaan dari pelanggan 5.544.786.722.666 4.532.052.140.234 Receipts from customers Pembayaran kepada pemasok Payments to suppliers and other dan pihak ketiga lainnya (1.913.430.178.821) (752.734.123.298) third parties Pembayaran kepada karyawan (1.096.216.095.030) (1.031.285.329.084) Payments to employees Pembayaran bunga (1.262.308.685) (29.300) Payment of interest Penerimaan bunga 62.236.470.277 96.034.293.689 Receipt of interest Penerimaan lainnya 336.550.708.068 207.846.152.833 Other receipts Pembayaran lainnya (124.290.530.701) (58.223.340.525) Other payments Pembayaran pajak (581.161.303.529) (614.775.169.776) Payments for taxes

Kas neto yang diperoleh dari Net cash provided by aktivitas operasi 2.227.213.484.245 2.378.914.594.773 operating activities

ARUS KAS DARI CASH FLOWS FROM AKTIVITAS INVESTASI INVESTING ACTIVITIES Purchase of fixed assets Pembelian aset tetap dan aset lain (2.102.260.628.689) (2.678.704.854.684) and other assets Penerimaan dari pihak berelasi 9.715.826.977 125.587.343.304 Proceeds from related parties Penyertaan (penarikan) (13.938.326.977) 42.588.197.866 Investment (withdrawal)

Kas neto yang digunakan untuk Net cash used in aktivitas investasi (2.106.483.128.689) (2.510.529.313.514) investing activities

ARUS KAS DARI CASH FLOWS FROM AKTIVITAS PENDANAAN FINANCING ACTIVITY Pembayaran dividen kas (219.614.503.465) (361.461.555.422) Payments of cash dividends Penambahan modal 2.000.000.000.000 - Additional capital

Kas neto yang diperoleh (digunakan) Net cash provided by (used in) untuk aktivitas pendanaan 1.780.385.496.535 (361.461.555.422) financing activities

KENAIKAN (PENURUNAN) INCREASE (DECREASE) KAS DAN SETARA KAS 1.901.115.852.091 (493.076.274.163) IN CASH and CASH EQUIVALENTS KAS DAN SETARA KAS CASH ANDCASH EQUIVALENTS SALDO AWAL TAHUN 1.009.767.356.535 1.502.843.630.698 AT BEGINNING OF YEAR

KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS SALDO AKHIR TAHUN 2.910.883.208.626 1.009.767.356.535 AT END OF YEAR

5



6


CATATAN ATAS LAPORAN KEUANGAN 31 Desember 2015 dan untuk tahun yang



NOTES TO FINANCIAL STATEMENTS As of December 31, 2015 and

for the year then ended (Expressed in rupiah, unless otherwise stated)

1. IKHTISAR KEBIJAKAN AKUNTANSI YANG

PENTING 1. SUMMARY OF SIGNIFICANT ACCOUNTING

POLICIES

Dasar Penyusunan Laporan Keuangan Tersendiri Entitas Induk

Basis of Preparation of the Separate Financial Statements of the Parent Entity

Laporan keuangan tersendiri Entitas Induk disusun

sesuai dengan Pernyataan Standar Akuntansi Keuangan (“PSAK”) No. 4 (Revisi 2009), “Laporan Keuangan Konsolidasian dan Laporan Keuangan Tersendiri”.

The separate financial statements of the Parent Entity are prepared in accordance with the Statement of Financial Accounting Standards (“PSAK”) No. 4 (Revised 2009), “Consolidated and Separate Financial Statements”.

PSAK No. 4 (Revisi 2009) mengatur dalam hal

entitas memilih untuk menyajikan laporan keuangan tersendiri maka laporan tersebut hanya dapat disajikan sebagai informasi tambahan dalam laporan keuangan konsolidasian. Laporan keuangan tersendiri adalah laporan keuangan yang disajikan oleh Entitas Induk yang mencatat investasi pada entitas anak, entitas asosiasi, dan pengendalian bersama entitas berdasarkan kepemilikan ekuitas langsung bukan berdasarkan pelaporan hasil dan aset neto investee.

PSAK No. 4 (Revised 2009) regulates that when an entity elected to present the separate financial statements, such financial statements should be presented as supplementary information to the consolidated financial statements. Separate financial statements are those presented by a Parent Entity, in which the investments are accounted for on the basis of the direct equity interest rather than on the basis of the reported results and net assets of the investees.

Kebijakan akuntansi yang diterapkan dalam

penyusunan laporan keuangan tersendiri entitas induk adalah sama dengan kebijakan akuntansi yang diterapkan dalam penyusunan laporan keuangan konsolidasian sebagaimana diungkapkan dalam Catatan 2 atas laporan keuangan konsolidasian, kecuali untuk penyertaan pada entitas anak dan entitas asosiasi.

Accounting policies adopted in the preparation of the parent entity separate financial statements are the same as the accounting policies adopted in the preparation of the consolidated financial statements as disclosed in Note 2 to the consolidated financial statements, except for investments in subsidiaries and associates.

Sesuai dengan PSAK No. 4 (Revisi 2009), Entitas

Induk mencatat penyertaan pada entitas anak dan entitas asosiasi dengan menggunakan metode biaya. Entitas Induk juga mengakui dividen dari entitas anak dan entitas asosiasi pada laporan laba rugi dalam laporan keuangan tersendiri ketika hak menerima dividen ditetapkan.

In accordance with PSAK No. 4 (Revised 2009), the Parent Entity recorded the investments in subsidiaries and associates using cost method. The Parent Entity also recognizes dividends from subsidiaries and associate in profit or loss in its separate financial statements when its right to receive the dividends is established.

2. PENYERTAAN SAHAM PADA ENTITAS ANAK

DAN ENTITAS ASOSIASI 2. INVESTMENTS IN SHARES OF STOCK OF

SUBSIDIARIES AND ASSOCIATES

Informasi mengenai entitas asosiasi yang dimiliki Kelompok Usaha diungkapkan dalam Catatan 1c atas Laporan Keuangan Konsolidasian.

Information pertaining to associates owned by the Group is disclosed in Note 1c to the Consolidated Financial Statements.

Pada tanggal 31 Desember 2015 dan 2014, Entitas Induk memiliki penyertaan saham pada entitas anak dan entitas asosiasi berikut:

As of December 31, 2015 and 2014, the Parent Entity has the following investments in shares of stock of subsidiary and associates:

6



7







2. PENYERTAAN SAHAM PADA ENTITAS ANAK DAN ENTITAS ASOSIASI (lanjutan)

2. INVESTMENTS IN SHARES OF STOCK OF SUBSIDIARIES AND ASSOCIATES (continued)

2015

Persentase Biaya perolehan Nilai tercatat Kepemilikan/ 1 Januari 2015/ 31 Desember 2015/ Percentage of Acquisition cost Penambahan/ Pengurangan/ Carrying value ownership January 1, 2015 Additions Deduction December 31, 2015

Entitas Anak/Subsidiary PT Angkasa Pura Solusi 99,99% 7.978.507.181 - - 7.978.507.181

Entitas Asosiasi/Associates PT Gapura Angkasa 31,25% 139.581.588.530 11.631.849.384 - 151.213.437.914 PT Railink 40,00% 95.459.024.784 (1.916.022.407) 93.543.002.377 PT Purantara Mitra Angkasa Dua 0,13% 5.253.280.125 - - 5.253.280.125

Total 248.272.400.620 11.631.849.384 (1.916.022.407) 257.988.227.597

2014

Persentase Biaya perolehan Nilai tercatat Kepemilikan/ 1 Januari 2014/ 31 Desember 2014/ Percentage of Acquisition cost Penambahan/ Pengurangan/ Carrying value ownership January 1, 2014 Additions Deduction December 31, 2014

Entitas Anak/Subsidiary PT Angkasa Pura Solusi 99,99% 7.978.507.181 - - 7.978.507.181

Entitas Asosiasi/Associates PT Gapura Angkasa 31,25% 130.274.843.304 9.306.745.226 - 139.581.588.530 PT Railink 40,00% 101.146.391.808 - (5.687.367.024) 95.459.024.784 PT Purantara Mitra Angkasa Dua 0,13% 5.253.280.125 - - 5.253.280.125

Total 244.653.022.418 9.306.745.226 (5.687.367.024) 248.272.400.620

3. SALDO DAN TRANSAKSI SIGNIFIKAN

DENGAN ENTITAS ANAK DAN ENTITAS ASOSIASI

3. SIGNIFICANT BALANCES AND TRANSACTIONS WITH SUBSIDIARIES AND ASSOCIATES

Perusahaan mempunyai transaksi dan saldo yang signifikan dengan pihak entitas anak dan entitas asosiasi berikut:

The Company has the following significant transactions and balances with its subsidiaries and associates:

Pihak berelasi/ Piutang usaha/ Piutang lainnya/ Utang usaha/ Related parties Tahun/Year Trade receivables Other receivables Trade payables

PT Angkasa Pura Solusi (Entitas Anak/Subsidiary) 2015 80.336.972.529 26.438.060.521 11.912.279.164 2014 13.190.340.093 59.162.356.581 2.000.588.579 PT Gapura Angkasa (Entitas Asosiasi/Associates) 2015 9.163.219.961 - - 2014 21.277.324.167 4.858.861.416 - PT Railink (Entitas Asosiasi/Associates) 2015 5.964.567.919 - - 2014 - - - PT Purantara Mitra Angkasa Dua (Entitas Asosiasi/Associates) 2015 7.867.229.337 - - 2014 17.939.592.692 - -

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4. AKTIVITAS NON KAS 4. NON-CASH TRANSACTIONS

Transaksi non-kas terdiri dari Non-cash transaction consists of: 31 Desember 2014/ 31 Desember 2013/ December 31, 2014 December 31, 2013

Perolehan aset tetap yang Acquisitions of fixed asset dikreditkan ke: credited to: Aset dalam konstruksi 121.265.891.818 1.178.577.052.625 Asset under construction Perolehan aset dalam Acquisitions of asset under penyelesaian yang dikreditkan ke: construction credited to: Beban Akrual 924.925.956.560 400.636.259.537 Accrued expense

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LAPORAN TAHUNAN | ANNUAL REPORT PT Angkasa Pura II …

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